City of Yuma, Arizona Adopted Budget Fiscal Year 2008-2009 City of Yuma Arizona Prepared and Presented By: Mark S. Watson City Administrator Robert L. Stull 2008-2009 Annual Budget Deputy City Administrator Gary R. Burroughs Deputy City Administrator Steven W. Moore City Attorney Brigitta M. Kuiper City Clerk PRESENTED TO: Laurie L. Lineberry Community Development City Council Lawrence K. Nelson, Mayor Ross J. Hieb, Deputy Mayor Cody T. Beeson Paul B. Johnson Leslie L. McClendon Raul Mendoza Ema Lea Shoop Hank Baer Utilities Paul Brooberg Engineering Jack McArthur, Chief Fire Department Laura S. Neinast Information Technology Douglas S. Stanley, Judge Municipal Court Becky Chavez Parks & Recreation About the Cover: The Yuma Community Pool will be opening summer 2009. The construction project, totaling $8.8 million, will include a 13 lane competition pool, zero depth leisure pool with interactive play features, large slide, splash pad and water geysers. The pool complex will also have a bath house with restrooms, family changing area, concessions, multi-purpose classroom, administration area and parking for over 250 cars. The pool, which will be located at 4381 W. 18th Street, near Cibola High School, is a joint partnership with the Yuma Union High School District # 70 and the City of Yuma. Illustration - © 2008 Breckenridge Group William D. (Robby) Robinson, Chief Police Department Donald (Pat) Wicks Finance Jack Dodd Human Resources And The Staff of the City of Yuma City of Yuma Annual Budget Fiscal Year 2008-2009 How To Use This Document This budget is divided into five sections: Overview, Fund Information, Department Information, Capital Spending and Debt Management, and the Appendix. Throughout the document, the City of Yuma is referenced as the “City.” The Overview contains the City Administrator’s budget message, which discusses the major changes in this year’s budget. It also includes budget highlights, the City’s mission, and organization chart. A flowchart depicting the budget process for both the department budgets and the Capital Improvement Program is shown. Financial policies are included in this section as well as a brief overview of the City’s revenues and funds. The Fund Information section is focused on the different funds the City utilizes. Fund summaries show the activity in each fund to include, beginning balance, revenues, expenditures/expenses, transfers, and ending balance. This summary is followed by a schedule of revenues for the respective fund and an expenditure summary showing what departments utilize that fund. Department Information provides each department’s budget message. The messages include functions of the department, goals for next year, accomplishments, and staffing level. It also displays department expenditures in two views. One table gives an overall picture of the department listed by division. The other table(s) breaks a department out by fund and then displays the information by the following categories: personal services, operating and maintenance, debt service, and capital outlay. The Capital Spending and Debt Management section covers the Capital Improvement Program budget and a discussion on how the City uses various financing tools to fund these projects. It explains the CIP process, provides information on different funding sources, lists the capital improvement projects, and summarizes the City’s outstanding debt. The Appendix contains a Glossary and seven schedules. Schedule 1 lists revenue information by fund. Schedule 2 lists the department’s expenditures within each fund. These worksheets display 2006-2007 actual expenditures, 2007-2008 adjusted budget, 2007-2008 estimates, and the request for 2008-2009. Schedule 3 shows the Outside Agency listing. Every year the City provides support to various organizations within the city. This page displays their current year funding and the proposed funding for 2008-2009. Schedule 4 details the Supplemental positions the city is requesting listed by funding source. Also shown are positions that are being moved across funds. Schedule 5 is the city’s staffing level and lists all the full time positions within the organization. Schedule 6 is the City’s Budget Resolution for 2009 while Schedule 7 provides the 2009 Maximum Tax Levy Worksheet. Finally, a Glossary is provided. City of YUMA 2008-2009 Annual Budget Table of Contents DEPARTMENT INFORMATION OVERVIEW City Administrator’s Message Mission Organization Chart Budget Process Financial Policies Revenues Funds Budget Overview Table City Profile 1 5 6 7 8 10 11 12 13 FUND INFORMATION General Fund Community Investment Trust Riverfront Redevelopment Radio Communications Fund Highway User Revenue Fund Local Transportation Assistance Fund City Road Tax Fund Public Safety Tax Fund Recreation Complex Fund Two Percent Tax Fund Mall Maintenance Fund Solid Waste Fund Grant Funds Debt Service Funds Capital Projects Fund Water Funds Wastewater Funds Desert Hills Golf Course Fund Arroyo Dunes Golf Course Fund Equipment Replacement Fund Equipment Maintenance Fund Insurance Reserve Fund 15 18 19 19 20 21 22 23 24 25 26 27 28 29 31 32 35 39 40 40 41 41 Office of the Mayor and Council Yuma Municipal Court City Administration City Attorney’s Office Information Technology Services Finance Human Resources Community Development Public Works Utilities Engineering Parks and Recreation Police Fire 43 45 49 57 60 65 68 71 74 79 87 91 105 110 CAPITAL SPENDING & DEBT MANAGEMENT Capital Improvement Program Capital Improvement Project Summary 2008-2009 Capital Budget Debt Management Table of Outstanding Debt Annual Debt Service Requirements 117 120 121 125 127 128 APPENDIX Schedule 1 – Revenues Schedule 2 – Expenditures by Fund/Dept Schedule 3 – Outside Agency Summary Schedule 4 – Supplemental Listing Schedule 5 – Authorized Staffing Level Schedule 6 – Budget Resolution Schedule 7 – Maximum Tax Levy Glossary 131 136 141 142 143 157 159 160 Distinguished Budget Presentation Award The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Yuma, Arizona for its annual budget for the fiscal year beginning July 1, 2007. This is the fourth time the City of Yuma has received this award. 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 device. This 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. Overview OVERVIEW Page No. City Administrator’s Message Mission & Core Values Organization Chart Budget Process Financial Policies Revenues Funds Budget Overview Table City Profile 1 5 6 7 8 10 11 12 13 CITY ADMINISTRATION One City Plaza P.O. Box 13014 Yuma, AZ 85366-3014 928-373-5011 (phone) 928-373-5012 (fax) Mayor and City Council City of Yuma, Arizona RE: Budget Message for Fiscal Year 2008-2009 Honorable Mayor and City Council, Millions It is my pleasure to transmit to you the City Administrator’s proposed city budget for the Fiscal Year 2008-2009. As required by City Charter, I have filed this document with the City Clerk’s office and have begun the annual review process required of the City Council for the process of adoption. I have submitted a proposed operating and capital budget of $161 million and $162 million, respectively, yielding an all funds budget of $324 million in anticipated expenditures for the coming budget year. You will find that the budget will reflect the anticipated costs for necessary expenses associated with personnel, benefits, operations, capital costs and debt service. Please refer to the chart below for an overall breakdown of past, present and proposed budget generalized costs. 350 PERSONAL SERVICES 300 250 MATERIALS 200 DEBT 150 CAPITAL OUTLAY 100 CIP 50 0 2007 ACTUAL 2008 BUDGET 2008 ESTIMATE 2006-2007 ACTUAL PERSONAL SERVICES $ MATERIALS AND SERVICES DEBT CAPITAL OUTLAY TOTAL OPERATIONAL CAPITAL IMPROVEMENTS TOTAL BUDGET $ 57,920,998 37,952,287 14,688,481 4,713,333 2009 REQUEST 2007-2008 BUDGET $ 66,292,925 47,819,888 15,136,879 13,119,711 2007-2008 ESTIMATE $ 63,742,612 42,100,771 30,638,992 9,543,960 2008-2009 REQUEST Change $ 70,708,601 6.66% 49,961,524 4.48% 30,778,935 103.34% 10,311,037 -21.41% 115,275,099 142,369,403 146,026,335 161,760,097 83,407,820 285,758,795 118,590,755 162,484,695 -43.14% 264,617,090 $ 324,244,792 -24.26% 198,682,919 $ 428,128,198 1 $ 13.62% The current FY2007-2008 has been one of adjustment and uncertainty for the city organization. The national economy, price of gas, and housing market decline have all affected the City of Yuma. We have continued to see revenues grow but not at the rates we have experienced in the past. However, due to conservative budgeting this past year we have been able to adapt our budget to the changing economy. This has allowed us to roll over a small surplus for the coming year, retaining our overall budget in the black. Growth in Yuma has continued to flourish particularly in the commercial sectors. Despite the statewide downturn in the housing markets, the City of Yuma retained a small number of new starts the present year but has had a record year in commercial activity as new hotels, new restaurants and industrial facilities continue to be constructed. Our hotel market continues to grow including the start up this past year with the new Hilton Garden Inn located on the riverfront. We believe that new construction such as this will continue an outlook of optimism for the City of Yuma and make us one of the first communities to emerge from the down turned economic conditions. As the City looks forward, the budget reflects a cautious optimism for the year ahead. Observations For This Budget The development of the FY2008-2009 budget began with a clear directive to city staff that this was not going to be a year to request new personnel and start new initiatives. It is to be considered as a “flat” year. Departments were advised to analyze closely their operations and determine an efficient level of employees providing a basic acceptable level of service. Last year the budget was designed as one that would allow the City of Yuma to have revenues catch up with expenses. In particular, we knew that fire station staffing would be required in FY2007-2008 and would become full funding in FY2008-2009. This has been accomplished under the given revenue scenarios. However, moving ahead, we are recommending few new positions in the proposed budget. These include a partially-funded maintenance position for the new pool under construction at Cibola High School, slated to open next spring; a civil plans examiner needed to keep pace with commercial building activity; a grant-funded wireless technician used in our award-winning interagency radio project; and, an assistant position in my office, although the latter is unfunded for the new year. As the budget was developed we looked at only necessary capital replacement and necessary capital projects. Several projects were deferred until better economic times such as the third floor construction completion at City Hall. Engineering staff will remain at their present location for at least the coming year. We have looked at an increase in cost of local government, particularly as we see such items as gasoline and oil impacting our budget, where we will spend greater dollars this next year for the same level of services. Other areas such as chemicals, utilities and plastics have all seen increases that we have tried to accommodate and absorb within our existing budgets. As I look at FY2008-2009, we anticipate commercial building activity will stay roughly at the same or slightly lesser levels. Residential housing is due to pick up but that will depend on state and national credit impacts. During the course of the year we will analyze this activity very closely and determine any adjustments that need to be made in our work programs. This slowdown also allows some time to internally review our processes for purposes of efficiency and effectiveness. We continue to believe that there is a strong customer service ethic in our organization. The City of Yuma General Fund budget is dependent upon basically 6 sources of revenues. For instance, in the general fund budget of $66 million, these 6 revenues make up $60 million of the total. Our primary resource is sales tax and we project an increase of 5% for the coming year. In your projections, you will see that the general fund for the City of Yuma is projected to increase only $200,000 in revenues, or roughly the cost of price escalation in our gasoline budget. Revenues that are developed such as Highway User Revenue Fund (HURF) monies will continue to grow but escalating costs will reduce “buying power”. 2 Personnel In the proposed budget you will note that the majority of our expenditures are for personnel services. This includes costs for salaries, retirement, insurance benefits and other compensations. For the past couple of years we have heard repeated concerns that City of Yuma salary levels are not competitive with potential areas that would rob us of city employees. This year with the help of the Human Resources Director, Jack Dodd, we developed an internal committee to determine a best practice model of how to do a labor market study. These city employees took the time to survey 43 benchmark positions and determined where the City of Yuma stood with respect to the midpoint of these surveyed cities. This now gives us a good picture of where our compensation levels stand. However, the City Council will need to continue to work with city staff in developing ways to address these deficiencies. Included in the proposed budget is a performance review increase of 2.5% effective July 1, 2008. This process has traditionally been conducted by city staff at this time and a determination of qualification has been made at review with each employee. This will address matters of seniority and create movement along salary ranges within the city pay system. Secondly, in coordination with the Finance Director and the Human Resources Director, I am recommending that $1.3 million, or roughly 3%, be reserved for addressing the labor market study this year. Revenue benchmarks will be established by the Finance Director in February of 2009 and a determination will be made whether or not those benchmarks have been realized. If realized, the labor market adjustment would be implemented, to the extent possible, effective January 1, 2009. The City Administrator’s office worked with the Human Resources Director in conducting the labor market study. This has provided an accurate reflection based on the approach they have taken. However, there are some discrepancies that need to be addressed in the pay plan to make sure that the integrity of the salary structure is retained. The period from July through December will allow us to make those corrections and get personnel properly classified and computations made on any salary adjustments. As I have previously stated, there are few new positions recommended. However, all positions will be reviewed for consideration for filling. Positions recommended in this year’s budget are classified as either fully funded, partially funded or suspended from funding for the next year until the economy improves or activity increases. On a bright note, the medical insurance premium for City of Yuma employees has not increased for FY2008-2009. This is also providing positive relief for city finances. Public safety positions are fully funded as authorized and active recruitment will continue throughout the year to reach full staffing. Contracted Amounts In the proposed budget all contracted agencies have received either the same amount of money for the previous year or their budget has been slightly reduced. We continue to review and revise the contracts with social agencies to provide a direct benefit to the City of Yuma. Major agencies that are involved with City of Yuma contracts are Amberly’s Place and the Humane Society. The Community Development Block Grant (CDBG) program provides some funding for agencies and that has been distributed and pre-approved for the year beginning October 1, 2008. The City of Yuma will continue to work with agencies to determine positive projects. As a side note, 2007 gambling revenues from the Quechan casino were provided to a number of social service agencies in April of this year which was greatly appreciated for various capital improvements. Property Taxes and Fees The proposed budget includes a property tax rate of $1.5570, a reduction from last year’s rate of $1.6744. By law the rate continues to decline because of increased values within the city. Even 3 so, the levy produced by this tax rate will represent an 8.3% increase for the coming year over current year revenues. No major fees are being recommended for change in the proposed budget. We have been able to balance the budget with a series of transfers, budget reductions, and assessed value growth. Revenues in other funds will continue to grow at a slower pace than previous years but will be adequate to cover budgeted expenditures. The Year Ahead As I look at the year ahead, we will continue working on a number of internal projects and integrating them into our city infrastructure. Most importantly, we will utilize the bonds issued in November of 2007 for the numerous capital projects that will be initiated around the community. We continue to automate and use technology to assist us in providing services to the numerous citizens within the community at a lower cost such as the automated meter reading program. It will be a year that further planning and assessments of the various policies, services, and projects will be in order. The multi-purpose facility/arena in Yuma will be considered in November of this year via referendum. If approved, this would establish a major project in the second half of the fiscal year. These are just a few of the items being considered in the year ahead. Acknowledgements I wish to acknowledge financial staff under the leadership of Director Pat Wicks. They have become highly recognized through their professional associations for their distinguished budget presentation documents and their very quick delivery of the Comprehensive Annual Financial Report (CAFR) within weeks after the closure of the fiscal year. In this year’s budget they have assisted in developing solid projections that I feel we can meet in the coming year. However, we will continue to monitor closely any potential economic swings in the coming year. I would also like to thank Paul Brooberg, City Engineer, and his staff as well as the two Deputy City Administrators, Bob Stull and Gary Burroughs. Their services have been essential in analyzing and coordinating financing with capital projects. I am appreciative of their assistance. Summary The budget for FY2008-2009 is not very glamorous. It is a document however that we can use as a guide for the coming year awaiting a return to brighter economic times. It will be important to recognize the need to retain quality personnel in the city organization and consider the recommendations that I have made for personnel. This is one of the most important things that we can do. With good quality staff using the latest in innovations and open communications, we can look forward to maintaining our continued wide array of municipal services over the course of the coming year. Respectfully Submitted, Mark S. Watson City Administrator City of Yuma, Arizona 4 Our Mission The Yuma City Government exists to provide a forum for public discussion and decision-making. We are committed to deliver quality public services and to advance the social and economic well being of our present and future citizens. 5 CITIZENS OF YUMA MAYOR and COUNCIL MUNICIPAL COURT City of YUMA CITY ADMINISTRATOR CITY ATTORNEY CITY ADMINISTRATION PARKS & RECREATION General Counsel Administration Parks/Mall Maintenance Litigation Public Affairs Recreation Prosecution Strategic Communications Parks Development Heritage Area Civic Center Baseball Complex HUMAN RESOURCES City Clerk Human Resources Economic Development Risk Management Facilities Maintenance Golf Courses COMMUNITY DEVELOPMENT POLICE DEPARTMENT Administration Field Services Building Safety Support Services Arts and Culture FINANCE Administration and Budget Accounting Customer Service Community Planning Purchasing PUBLIC WORKS INFORMATION TECHNOLOGY SERVICES Business Application And Support Fleet Services FIRE DEPARTMENT Professional Services Streets/Solid Waste Suppression Telecommunications And Support Community Risk Reduction UTILITIES Emergency Medical Services Utility Treatment Special Operations Utility Systems Emergency Management ENGINEERING Engineering/Capital Improvement Projects 6 BUDGET PROCESS FLOWCHART OCTOBER JANUARY Submit Dept. Operating Requests MARCH Review Operating Requests JUNE Develop Annual Dept. Budgets Operating Budget Guidelines Council Worksession Review 7 Public Hearing & Budget Adoption Prepare Forecast Models CIP Budget Guidelines Submit CIP Requests Review CIP Requests Develop CIP Budget Council Worksession Review Financial Policies – Financial policies provide guidance and direction while developing the operating and capital improvement project’s (CIP) budget and managing the fiscal responsibilities of the City. Their framework lends to responsible long range planning. With these tools, the City continues its quality accounting practices per the Government Finance Officers’ Association and Governmental Accounting Standards Board standards. The City must follow general budget legal requirements established by Arizona law and the City Charter when preparing the annual budget. The chart to the right outlines the various actions and deadlines that must be followed. Under each category are the requirements listed by State Law and City Charter rule. City Charter Deadline Arizona State Statute Deadline Process Dates City Administrator presents proposed operating budget to Council On or before first Monday in June NA May 13 Publish CIP summary and Notice of Public Hearing No less than two weeks prior to Public Hearing NA April 20 May 1 NA May 1 Prior to CIP program adoption NA May 21 City Administrator submits Preliminary Budget to Council NA NA June 4 Preliminary Budget adoption NA NA June 4 On or before first of July NA June 4 NA Once a week for two consecutive weeks following preliminary budget adoption June 18 June 25 NA Before final budget adoption July 2 N/A No later than second Monday in August July 2 No later than the third Monday in August No sooner than seven days following final budget adoption and no later than the third Monday in August July 16 Action Required City Administrator submits Preliminary Ten-Year CIP to Council CIP Public Hearing Statutory Limitations The primary property tax levy is limited by state law to a two percent increase over the previous year’s maximum levy with adjustments for growth and annexation. Secondary taxes, if implemented, are tied to the annual debt services requirements of voterapproved general obligation bonds. Primary tax levy limits are established by the Property Tax Oversight Commission. CIP program adoption The Arizona Constitution mandates an expenditure limitation on the amount the City can appropriate each fiscal year. Final budget adoption Arizona’s Constitution contains limitations on bonded debt. Please refer the debt limitation discussion in the Capital Spending and Debt Management section for a review of these limitations. Property Tax Levy adoption Publish summary of budget and Notice of Public Hearing prior to final budget adoption Truth-In-Taxation Public Hearing; Public hearing for budget 8 Basis of Accounting The City prepares its annual budget and financial report using the modified accrual basis of accounting for both governmental and proprietary funds in accordance with generally accepted accounting principles (GAAP). There are differences between the basis of budgeting and the basis of accounting that are outlined below. • Depreciation is not budgeted. • Capital purchases of proprietary funds are budgeted as expenditures. • Debt service payments of proprietary funds are budgeted as expenditures. Proceeds of long-term debt are budgeted as revenue-like ‘Other Financing Sources.’ • For all funds, compensated absences expenditures are not recorded as earned; instead, all continuing positions are budgeted at 100% annually. Any differences relating to use of general or other accruable leave is immaterial. Budget Amendments • Budget transfers between funds require City Council approval. • The City Administrator is authorized to make transfers between departments (within the same fund). • Budgetary transfer authority within department non-personnel line items in the same fund is delegated to the department director. • Budget transfers are initiated internally from the department with final review and processing performed by the Finance Department. Operating Budget Preparation • Current operating costs must be less than or equal to current revenues. • Ending projected General Fund undesignated fund balance to be maintained at a minimum of 20% of that year’s revenues. All other operating funds will be budgeted to retain sufficient fund balance for cash flow needs for the beginning of the following year. Two exceptions: Solid Waste Fund and Mall Maintenance Fund will be subsidized by the General Fund to assure at least a zero fund balance. • Authorized staffing level increases or personnel changes across funds must be part of the budget process. • Rebudgets are limited to capital outlay items, water treatment plant replacement parts, and certain large dollar professional services contracts. Revenues • Projected property tax revenues will include estimates of uncollected prior year property taxes in addition to any revenues of current year collections that are subject to the maximum levy. • All City rates and fees will be reviewed and adjusted if necessary each year. • Forecasting revenues will involve a combination of a ten year analysis of past revenue history, review of economic trends, and analysis of information obtained from State agencies from which the City receives funds. Capital Projects • Project must cost at least $25,000. • Impact on City’s operating budget must be included in planning of project and incorporated within the respective department’s operating budget. • Budget fund adjustments must go before Council for approval. • All projects must have an identified, approved funding source. • Projects will not start until the funds have been received – bond, loan, cash flow. Exceptions will be for reimbursable projects only. Debt Management • Long-term debt is not to be issued to finance current operations. Investments • The City of Yuma’s Investment Policy is adopted by the City Council. In accordance with that policy, public funds will be invested in a manner which will provide the maximum security of principal invested with secondary emphasis on providing the highest yield while meeting the daily cash flow needs of the City. • All investments will conform to applicable State and City statutes governing the investment of public funds. Miscellaneous • The City is self-insured for workman’s compensation and dental coverage. • The Community Investment Trust was established from the sale of city owned properties in 1989. These funds can be used with Council approval only. The balance of the Trust is budgeted in full each year. • The City’s capitalization policy is for items that have a life of at least two years and a minimum cost of $5,000. 9 Service Delivery – our primary mission City services are delivered by department units. Please refer to the department section of this document for a review of the departments’ missions, accomplishments and goals for fiscal 2008. City charter, ordinance and political discourse determine the nature and extent of the services provided by these departments. Seven major operating departments provide most services: ƒ Police ƒ Fire ƒ Parks and Recreation–Parks Maintenance; Recreation; Golf Courses; Recreation Complex; Arts and Culture ƒ Community Development–Building Safety; Community Planning ƒ Public Works–Street; Solid Waste; Fleet Services ƒ Utilities ƒ Engineering Services are also provided, both to citizens and internally to the ‘line’ departments by these administrative departments: ƒ Mayor/Council ƒ City Administrator–Public Affairs; Strategic Communications; City Clerk; Heritage Area; Economic Development ƒ City Attorney ƒ Information Technology ƒ Finance–Accounting; Purchasing; Customer Services • Human Resources–Personnel; Risk Management Revenues – Like a business, the city must have revenues to pay for the services it provides its citizens. Unlike the federal government, it cannot spend for services money it does not have. Accordingly, service levels depend entirely on the amount of monies the city collects. Revenues come in two broad categories: taxes and charges for services. Taxes are broad-based revenues over larger tax bases to cover services for which the ultimate user is difficult to determine for fee purposes, i.e., police services. Taxes may be assessed on the basis of property valuation (property taxes) or upon the basis of a business transaction (sales taxes). The City of Yuma uses both methods; however, because of statutory limitations on the former, its reliance is higher on the latter. Charges and fees are assessed directly to the ultimate beneficiary of service and may be intended to cover all or only part of the service provided, such as: − − − − Licenses and permits Utility charges Golf fees Recreation fees In those instances in which the charge is insufficient to cover the cost of service, the city must subsidize the service with its general tax revenues. Revenues, both taxes and charges, derive from three sources: local, state-shared and grants and entitlements. The various funding sources are discussed later in the fund section of this document. 10 Funds – Governments separate the accounting of revenue sources because of internal or external requirements and restrictions. For instance: –The city can’t use gas taxes to pay for police services (specific statutory limitations) –The city can’t use public safety taxes to build streets (ballot language creating the tax and its use) For these reasons, the city follows rules promulgated by the Governmental Accounting Standards Board and uses fund accounting to record and report its financial transactions. Each fund is a self-balancing set of accounts used to track the activity of a specific revenue or series of revenues. Fund types that involve service delivery include the General Fund, Special Revenue Funds and Enterprise Funds. These three fund types account for most of the city’s service delivery. The General Fund is the largest fund and accounts for most primary services. Special Revenue Funds account for the proceeds of special revenue sources, taxes, charges or grants that are used to finance projects or activities as required by law or contractual agreements. Enterprise funds are used for those activities designated by council to operate on a self-funding basis, using accounting methods similar to business enterprises. The intent of an Enterprise Fund is to earn sufficient profit to insure the fund’s continued existence without reliance on general tax revenues. Other fund types used are Debt Service, Capital Projects and Internal Service Funds. These funds account for transactions not related to service delivery. Instead, they account for the financing, construction and interdepartment services of the city. How It All Works – This chart shows the interaction of revenues and how they are recorded within the major operating funds and how the related departments expend those revenues in service delivery. Typical of the General Fund is the receipt of a number of different types of revenues, whether they are local or shared. Most departments in the city provide general services, which are paid through the General Fund. Thus, the revenue is “matched” with the expenditure or service provision. Moreover, departments may cover services that are recorded in funds other than the General Fund. These “special revenues” must be segregated from other revenues, because of legislative, regulatory or council requirements. In providing services through these special funds, expenditures are recorded in Special Revenue Funds, again to match the expenditure against its revenue. In this manner, a given department, while a contiguous unit for management purposes, can expend various types of monies when providing certain services upon which the revenue is based. For example, as you can see in the chart at right under the Expenditure Section, the Parks Department provides services through the General Fund for parks maintenance and general recreation; through the Special Revenue Funds (specifically the Recreation Complex fund) for the convention center; and through the Desert Hills Golf Course Enterprise Fund for operation of the golf course. A more complete summary by fund group 11 S h a r e d L o c a l Revenues General State sales tax State income tax Vehicle license tax Gas tax Lottery Grants and entitlements Property tax Sales taxes: General Public Safety Road Licenses/permits Franchise fees Fines Charges for services: Utility fees Golf courses Recreation fees Rents/concessions Solid waste X X X Special Revenue Enterprise X X X X X X X X X X X X X X X X X Expenditures D e p t s Police Fire Parks Public Works Utilities Engineering Com Development Administrative X X X X X X X X X X X X X X is presented below that includes the aforementioned General, Special Revenue and Enterprise Funds as well as the non-operating Capital Projects, Debt Service and Internal Service Funds. Budget Summary-Fund Group Fiscal Year 2008-2009 Balance, July 1 General $ 17,652,468 $ Special Capital Debt Revenue Projects Service 7,872,688 $ 73,047,129 $ Enterprise Internal 2008-2009 2007-2008 2006-2007 Service Total Estimate Actual 514,766 $ 68,354,041 $ 18,249,003 $ 185,690,095 $ 61,672,103 $ 86,332,267 Sources: Revenues Property Taxes Sales Taxes Franchise taxes 8,832,640 110,000 - - - - 8,942,640 8,210,000 7,391,563 22,031,214 19,926,622 - - - - 41,957,836 39,960,717 39,371,392 3,073,000 - - - - - 3,073,000 3,014,000 2,923,047 2,319,136 - - - - - 2,319,136 2,112,636 2,824,217 8,992,614 - - - - - 8,992,614 8,564,394 8,437,827 13,243,000 - - - - - 13,243,000 12,494,124 10,079,125 Building Permits, Zoning and Development Fees State Sales Taxes State Revenue Sharing Vehicle License Tax - - - - 3,881,917 3,683,473 3,476,878 State Gasoline Tax 3,881,917 - 8,532,647 - - - - - 8,532,647 8,150,000 8,137,890 Lottery Tax - 426,236 - - - - 426,236 423,054 425,847 29,245,114 9,273,194 7,245,076 58,603,191 53,389,578 60,434,021 Grants Charges for Services 8,043,407 4,115,354 Fines, Fees, Interest and Other 2,117,747 1,324,797 20,913,340 1,321,795 1,486,027 5,402,558 32,566,264 13,744,424 13,059,092 Total Revenues 67,022,976 61,767,616 28,956,747 1,321,795 43,196,549 9,517,912 211,783,595 163,019,594 159,840,116 631,640 3,595,942 12,386,942 234,463 - 16,848,987 56,183,774 39,348,639 - - - 243,869,487 13,692,161 228,632,582 445,419,755 212,880,916 Transfers In Long-Term Debt Proceeds Total Sources - - 28,956,747 - 67,654,616 65,363,558 13,708,737 43,431,012 9,517,912 Police 24,883,896 1,500,888 - - - - 26,384,784 24,459,457 21,746,897 Fire 12,243,237 1,352,958 - - - - 13,596,195 12,908,564 11,300,780 772,734 11,697,103 - - - 16,650,633 14,673,491 13,537,426 - 20,256,012 17,829,953 14,840,634 - 3,238,026 2,248,433 1,739,848 - 16,207,033 14,654,825 13,505,171 - 3,488,060 3,319,596 3,123,762 Uses: Expenditures Public Works Utilities - 2,000 - - 356,706 2,881,320 - - Parks and Recreation 9,847,925 3,748,686 - - Community Development 3,488,060 - - Engineering - 20,254,012 2,610,422 - Administrative Mayor and Council 4,180,796 - - - - - 356,895 363,354 262,313 Municipal Court 1,729,441 356,895 100,000 - - - - 1,829,441 1,762,287 1,609,120 City Administration 4,823,100 3,374,682 - - - - 8,197,782 4,348,815 4,339,015 1,816,777 City Attorney 1,543,406 4,600 - - - 2,587,506 2,241,353 Information Technology 4,107,872 624,945 - - - - 4,732,817 3,789,014 2,843,080 Finance 2,160,479 396 - - - - 2,160,875 2,995,007 2,747,047 Human Resources 1,072,650 - - - - General Government 2,301,796 420,025 - - - Intracity Cost Allocation (4,751,817) 1,919,857 - Debt Service Capital Improvements Total Expenditures Debt Service Reserve Transfers Out Total Uses Balance, June 30 65,346,380 596,040 30,818,400 90,463,348 58,445,860 90,463,348 - 5,182,049 11,346,419 71,124,469 69,792,279 $ 14,182,615 $ - 13,710,801 - 7,500,632 1,072,650 981,814 1,115,149 10,222,453 8,811,318 6,056,421 2,830,737 1,223 - - - 17,068,134 - 30,778,935 30,638,992 14,688,482 40,792,947 - 162,484,695 118,590,755 83,467,576 198,739,498 324,244,792 264,617,028 - - - - 596,040 600,961 216,913 - - 320,519 - 16,848,987 56,183,774 39,348,639 341,689,819 321,401,763 238,305,050 90,463,348 3,443,967 $ 11,540,528 $ 13,710,801 1,039,500 13,710,801 83,556,252 83,876,771 12,722,151 12,722,151 512,702 $ 27,908,282 $ 15,044,764 $ The Fund Information section explores the city’s funds in detail. 12 72,632,858 $ 185,690,095 $ 60,908,133 City Profile – Located in the Yuma and Gila valleys of Southwestern Arizona where Arizona, California, and Mexico converge is Yuma. With a climate that mixes pure desert sunshine with the cool waters of the Colorado and Gila Rivers, Yuma offers our residents a year round vista of surrounding rugged mountains and green agricultural fields. The incorporated area of Yuma is approximately 110 square miles and houses over 92,160 full-time residents. The City of Yuma is a full service council-manager government and is governed by a charter, Arizona state statutes, and an adopted Strategic Management Plan. The City employs approximately 1,312 full and part-time employees in fourteen departments. Public services include police, fire, water and wastewater utilities, solid waste services, parks, recreation, and arts & culture services. History Yuma's history dates to 1540 when Hernando de Alarcon, the Spanish explorer, became the first European to see the site of the present day City of Yuma. From 1540 to 1854, Yuma was under the flags of Spain and Mexico, but in 1854 became a territorial possession of the United States through the Gadsden Purchase. In the 1850's, Yuma became the major river crossing of the California gold seekers. From the 1850s to the 1870s, steamboats on the Colorado River transported passengers and goods to mines, ranches and military outposts in the area, serving the ports of Yuma, Laguna, Castle Dome, and others. In the early 1900’s, the Yuma Project was completed by the US Bureau of Reclamation. This project established or expanded an irrigation canal system that has since used the Yuma area’s senior water rights for Colorado River water to make Yuma a prime agricultural center. Economic Base Today, agriculture remains the largest segment of Yuma’s economic triad of agriculture, military and tourism. Agribusiness now contributes over $1 billion to Yuma’s economy each year. The industry has grown from field production of vegetables and fruits to include a number of substantive production plants in which are produced fresh-cut salads and other value-added products. Even field production has changed by field-packing vegetables for shipment to market. Those products are now housed, while awaiting shipment across the country, in several large commercial cooling facilities. Yuma is home to two military bases that are critical to the nation’s defense. Both contribute significantly to Yuma’s economy. The Marine Corps Air Station conducts pilot tactical training using the adjacent Barry M. Goldwater Range. Along with several attack squadrons, including the famous ‘Black Sheep’ squadron, the base is home to the Marine Aviation Weapons and Tactics Squadron One (MAWTS-1), which is the host of the graduate level, Weapons and Tactics Instructor Course (WTI). WTI is the Marine Corps version of ‘Top Gun’. Another critical installation is the US Army Yuma Proving Ground. The proving ground is the Army’s center for desert natural environment testing and evaluation. This includes testing of all types of materiel; including prototype combat vehicles, artillery, conventional munitions, aircraft and other items critical to the Army’s mission. The proving ground also contracts with other nations for testing of specialized equipment from around the globe. The third major segment is tourism. Yuma’s abundant sunshine and unbeatable weather drew an estimated 90,000 winter visitors last year. The average visitor stays three months and adds significantly to the economy. Adding to this segment is the Yuma Crossing National Heritage Area. Established in 2000 by Congress, it is the first and one 13 of only two national heritage areas west of the Mississippi River. The city’s long-planned riverfront development is now in progress and will serve to make Yuma a travel destination throughout the year. Yuma Demographics Form of Government Council/Manager Mayor's Term 4 Years - Elected at large Council Term (6 Councilmembers) 4 Years - Elected at large (staggered terms) Current Area in Square Miles 112 Area in Square Miles as of November 15, 1997 30.8 Current (2006) City of Yuma Population 92,160 1990 City of Yuma Population 56,966 Growth % 1990 - 2000 for City of Yuma 36.1% Current (2000) Population of Yuma MSA 160,026 1990 Population of Yuma MSA 106,895 Growth % 1990 - 2000 for Yuma MSA 49.7% # of Winter Visitors to Yuma Area (1998) 89,000 Population within 1 hour driving time 2 Million (approximately) Village of Yuma Incorporated July 11, 1876 - A.F. Finlay, Mayor Town of Yuma Incorporated April 6, 1902 - R.S. Patterson, Mayor City of Yuma Incorporated April 7, 1914 - John H. Shanssey, Mayor # of Employees (Full & Part Time) 1,312 Average Daily Maximum Temperature 87.3° Fahrenheit Average Daily Minimum Temperature 53.5° Fahrenheit Monthly Average Temperature (based on last 50 yrs) 75.2° Fahrenheit Average Yearly Rainfall in Inches 2.94 inches % of Sunshine Overall (Year = 4,400 hours) 90% (4,133 hours) Relative Humidity - 11:00 AM, July 32% Elevation above Sea Level 138 feet # Golf Courses 11 3 (Crane Elementary, Yuma Elementary, Yuma Union High School) # of School Districts # of Public Elementary Schools 20 Total # of Public Elementary School Students 12,014 # of Private Elementary Schools 8 # of Public Junior High Schools 7 Total # of Public Junior High School Students 4,905 # of Public High Schools 4 Total # of Public High School Students 7,863 4 (Arizona Western College, Northern Arizona University - Yuma, Southern Illinois University, University of Phoenix) # of Colleges/Universities % of households with $100,000 plus income Average 7.6% Average Median Home Sales Price (City of Yuma) $200,000 14 Fund Information FUND INFORMATION Page No. General Fund 15 Special Revenue Funds Community Investment Trust Riverfront Redevelopment Radio Communications Fund Highway User Revenue Fund Local Transportation Assistance Fund City Road Tax Fund Public Safety Tax Fund Recreation Complex Fund Two Percent Tax Fund Mall Maintenance Fund Solid Waste Fund Grant Funds 18 19 19 20 21 22 23 24 25 26 27 28 Debt Service Fund 29 Capital Projects Fund 31 Enterprise Funds Water Funds Wastewater Funds Desert Hills Golf Course Fund Arroyo Dunes Golf Course Fund 32 35 39 40 Internal Service Funds Equipment Replacement Fund Equipment Maintenance Fund Insurance Reserve Fund 40 41 41 The following pages list each of the city’s funds including a description of the fund’s major sources of revenue and a recap of the changes in budget for the fiscal year. GENERAL FUND The General Fund is the main operating fund of the city. It accounts for all or a portion of every department. Its main revenue sources are general-purpose taxes such as property taxes, the 1% city sales tax and state-shared revenues. Other revenues include unrestricted charges such as business licenses, building permits and zoning fees. A discussion of the fund’s major revenues follows. Revenues Local taxes These taxes are general purposes taxes applying to all services in the General Fund. Millions General sales tax: This is the largest single source of revenues for the General Fund and averages around one third of general revenues. This one-percent transaction privilege tax is levied on business conducted within the city. The program is administered by the Arizona Department of Revenue for the city. Historically, this revenue source averaged increases of seven percent with this fiscal year being an exception with a one and one half percent increase being projected. While this does not match historical averages, sales taxes elsewhere in the state have declined from previous years. Moreover, this weaker trend in sales taxes mirrors the national economy. For the upcoming fiscal year, annual projections of revenue continue to be based on a variety of trend factors. Sales tax records for previous years and a review of monthly receipts for major taxpayers help staff determine an appropriate projection. Other factors include reviews of building permits and other local economic indicators to set a figure, which remains conservative to avoid the attendant problems during the year that would occur with overestimated revenues. For 2009, a modest increase of 5% over expected 2008 sales taxes is projected. 25 Interest/Misc 2% Fines 1% Licenses/ Permits 4% 20 Charges 3% Property Tax 13% Vehicle Tax 6% 15 Income Tax 20% 10 Franchises 5% 5 2000 2001 2002 2003 State Sales City Sales Vehicle Lic 2004 2005 2006 2007 2008 2009 State Sales 14% Income Tax Property Tax Sales Tax 33% Property tax: The Arizona Constitution limits property taxes. The formula allows for a two-percent increase in the actual levy of the previous year with an additional adjustment to reflect growth (new construction) in the tax base. Higher growth in total assessed valuation lowers the tax rate. With this limitation in place, property taxes usually amount to 12% to 14% of general revenues. For tax year 2008 (fiscal year 2008-2009), the maximum tax rate is decreasing to $1.5570, but because of new construction growth and increases in assessed valuations, the tax levy increases by $668,164 to $8,732,640. The maximum tax levy worksheet is included in the Appendix. 15 Shared revenues include state sales tax, urban revenue sharing (income tax) and vehicle license tax. State sales tax: Twenty-five percent of the total state sales tax collection base (less certain classifications) is distributed to cities and towns based on the relative percentage of their population to the total population of all incorporated cities and towns in the state using the last decennial or special census (Yuma is roughly 1.82% in that calculation). This revenue is unrestricted other than for municipal purposes. Initial projections are set by reviewing historical trends since staff has little statewide information. Ultimately, projections provided by the state and the Arizona League of Cities and Towns are used. For fiscal 2008, state sales tax is projected to slightly increase 5%. Ten-year History of General Fund - Major Revenues State Sales Income Tax City Sales Prop Tax Vehicle Lic 2000 $ 5,515,532 $ 6,958,385 $ 11,342,233 $ 4,730,665 $ 2,075,329 5,779,653 7,303,100 12,836,934 5,243,984 2,235,482 2001 5,973,339 8,084,914 13,116,950 5,193,075 2,345,195 2002 6,062,278 8,250,011 13,237,042 5,525,546 2,746,086 2003 6,535,654 7,002,250 14,849,984 5,857,815 2,852,832 2004 7,196,762 7,141,392 17,165,647 6,084,434 3,067,961 2005 8,292,930 8,133,575 19,087,869 6,699,038 3,391,230 2006 8,437,831 10,080,307 20,519,460 7,320,954 3,391,000 2007 8,564,394 12,494,124 20,982,100 8,000,000 3,683,473 2008 8,992,614 13,243,000 22,031,214 8,732,640 3,881,917 2009 Income taxes: Established by voter initiative in 1972 at 15% of total personal and corporate income tax (collected two years earlier), this tax is distributed to cities and towns by the same basis as state sales tax (the Legislature set the percentage temporarily at 14.8% of collections for fiscal years 2003 and 2004). This revenue is also unrestricted other than to municipal purposes. With declining income tax receipts for the state several years ago, this revenue source declined significantly for 2004. As noted in the line graph on the previous page and the table above, its upward trend has continued for 2009. Because the amount to be distributed is based upon actual tax collections from a previous fiscal year, the state provides a near-exact figure for projection purposes. Vehicle license tax: Of the license taxes paid at new or renewal vehicle registrations statewide, 25% is shared with cities and distributed on same basis as sales tax. Again, it is unrestricted other than to municipal purposes. With collections of this tax performed by the state, historical trends are the only data available to determine projections for a given fiscal year. Projected for fiscal 2009 is a healthy 9% increase. Expenditures The table on the next page and its related graph display the impact of the several departments on the General Fund. A quick review shows the large majority of General fund expenditures are related to public safety in the Police and Fire Departments, respectively. The third largest group is the Administrative Departments that provide support to the operating departments. Parks and Recreation Department follows closely behind with its recreational opportunities and many parks enjoyed by our populace. 16 Fire 19% Administrative Depts 17% Municipal Court 3% Community Development 6% Parks 16% Police 39% General revenues not only support the services provided by the departments listed, but, as shown in the fund recap below, also pay a portion of the city’s debt service (attributable to General Fund services) and subsidize the Solid Waste Fund for residential trash collection and the Mall Maintenance Fund. General Fund Expenditures by Department MAYOR AND COUNCIL MUNICIPAL COURTS CITY ADMINISTRATOR'S OFFICE CITY ATTORNEY'S OFFICE INFORMATION TECH SERVICES FINANCE HUMAN RESOURCES GENERAL GOVERNMENT COMMUNITY DEVELOPMENT UTILITIES ENGINEERING PARKS AND RECREATION POLICE DEPARTMENT FIRE DEPARTMENT CAPITAL PROJECTS LABOR INTRACITY COST ALLOCATION 2006-2007 2007-2008 2007-2008 2008-2009 Actual Budget Estimate Budget 262,313 $ 388,285 $ 363,354 $ 356,895 1,594,290 1,761,449 1,680,287 1,729,441 3,420,652 4,253,789 3,967,218 4,162,800 1,284,355 1,620,083 1,504,053 1,543,406 2,683,164 3,455,482 3,336,687 3,035,314 1,962,163 2,183,992 2,107,381 2,160,479 1,115,149 1,359,657 981,814 1,072,650 1,496,790 1,801,426 304,988 2,269,512 3,123,762 3,622,871 3,319,596 3,488,060 2,080 245,072 446,370 287,619 356,706 8,612,441 10,053,907 9,965,460 9,847,925 20,994,032 24,106,397 22,707,468 24,883,896 11,228,341 12,196,827 11,911,756 12,243,237 32,284 (3,569,494) (3,758,896) (3,758,896) (3,979,083) $ 54,455,110 $ 63,491,639 $ 58,678,785 $ 63,203,522 Also paid from General Fund resources in the fund recap are capital projects (shown as a transfer to the Capital Projects Fund). These are generally park improvements or other general government projects for which there is not a separate dedicated funding source. 17 GENERAL FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Debt Service Reserve Capital Outlay Capital Improvements Transfers Out: Solid Waste Fund Yuma Mall Maintenance Fund Riverfront Redevelopment Radio Communication Fund Debt Service Fund Capital Project Fund Highway User Revenue Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2006-2007 ACTUAL 19,928,317 2007-2008 BUDGET 19,605,870 2007-2008 ESTIMATE 17,304,009 2008-2009 BUDGET 15,765,460 60,486,928 66,115,068 63,300,188 66,282,976 60,486,928 66,115,068 63,300,188 66,282,976 53,403,610 216,913 1,924,781 - 61,152,447 219,547 2,339,192 - 57,374,266 600,961 1,304,519 - 62,087,505 596,040 1,116,017 410,000 1,877,405 150,804 30,000 2,631,758 2,882,513 17,802 7,590,282 63,135,587 17,279,658 1,956,477 179,710 2,879,426 1,796,800 6,812,413 70,523,599 15,197,339 2,020,947 168,046 2,902,302 467,697 5,558,992 64,838,738 15,765,460 1,927,155 168,787 191,440 2,894,667 5,182,049 69,391,611 12,656,825 Fund balances approximating 20% of total revenues are targeted for retention each year. This policy maintains sufficient cash flow within the fund as revenue collections are skewed to the winter season in the agriculture and tourism industries. For this budget year, the fund balance target was reduced to 19% of revenues. This one-time measure was used in light of the relatively flat revenue picture. The target will be restored to 20% next fiscal year. Combined with the General Fund within the City’s financial statements, but shown separately in the budget, is the Community Investment Trust. Revenues from sales of surplus real property are recorded within these accounts. Expenditure of the monies is at the discretion of the council. Each year, all of the available balances of the accounts are budgeted for expenditure should the council desire to fund critical projects that arise during the fiscal year. COMMUNITY INVESTMENT TRUST Undesignated Account Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Capital Outlay Capital Improvements Transfers Out: Riverfront Redevelopment Total Transfers Out Total Uses Undesignated Account Balance June 30, 2006-2007 ACTUAL 583,949 2007-2008 BUDGET 187,527 2007-2008 ESTIMATE 187,100 2008-2009 BUDGET 197,100 22,936 22,936 32,573 32,573 10,000 10,000 10,000 10,000 153,943 45,742 - - - - 220,100 220,100 419,785 187,100 220,100 220,100 220,100 - 197,100 207,100 18 Also included within the General Fund, but separated here for reporting purposes, is the Riverfront Redevelopment Account. After years of planning, the riverfront area in Yuma is soon to begin development. As part of the agreement with the developer, the City is required to provide $440,200 per year for 10 years for infrastructure. In addition, sales tax rebates of 70% of the City's general sales taxes and Two Percent taxes generated within the project area are to be paid to the developer. The agreement calls for paying one half the balance of the required deposit at the time building permits are generated. Permits were pulled in FY2007, thus the activity shown below. RIVERFRONT REDEVELOPMENT Undesignated Account Balance July 1, Sources: Transfers In: General Fund Community Investment Trust Two Percent Fund Total Transfers In Total Sources Uses: Expenditures Operating Transfers Out: Total Transfers Out Total Uses Undesignated Account Balance June 30, 2006-2007 ACTUAL - 2007-2008 BUDGET 880,400 2007-2008 ESTIMATE 880,400 2008-2009 BUDGET 660,300 220,100 660,300 880,400 880,400 220,100 220,100 440,200 440,200 440,200 440,200 440,200 440,200 440,200 440,200 - 660,300 660,300 660,300 880,400 660,300 660,300 660,300 660,300 660,300 440,200 The Radio Communications Fund was created to track the expenditures of the new Yuma Regional Communication System, which will include the construction of the new 800/700 MHz digital trunked radio system for use by the city’s public safety agencies. Additionally, the system will be designed to integrate and include interoperability capabilities for use by the County of Yuma and other city and local emergency response agencies. To assist with the construction of this system, grants and other local emergency response agencies contributions are helping fund this deployment. RADIO COMMUNICATIONS FUND Undesignated Account Balance July 1, Sources: Estimated Revenues Transfers In: General Fund Two Percent Fund Total Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Total Uses Undesignated Account Balance June 30, 2006-2007 ACTUAL - 2007-2008 BUDGET 50,509 2007-2008 ESTIMATE 469,728 2008-2009 BUDGET 1,029,608 491,545 343,000 753,661 730,000 30,000 - - 30,000 521,545 343,000 753,661 191,440 191,440 921,440 57,540 24,918 82,458 439,087 100,305 100,280 200,585 192,924 100,680 93,101 193,781 1,029,608 270,058 802,500 1,072,558 878,490 19 SPECIAL REVENUE FUNDS HIGHWAY USER REVENUE FUND Millions The Highway User Revenue Fund accounts for gasoline taxes collected by the state and shared with cities. Of the tax collected statewide, 27.5% is allocated to cities and towns, one half of which is based on the same proportion as state sales tax and one half on the percentage of sales in “county of origin” and distributed based on city’s population to total city and town population in the county. This revenue source is restricted to highway and street purposes, whether it be maintenance or construction. Projections for this revenue are provided by the state and the League of Cities. 9.0 8.5 8.0 Gas Tax 7.5 7.0 6.5 6.0 5.5 5.0 1 2 3 4 5 6 7 8 9 10 Ser i es1 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 Ser i es2 6,715,786 6,157,241 6,414,401 6,732,659 7,198,885 7,627,177 7,980,673 8,137,895 8,150,000 8,532,647 HURF Fund Expenditures by Division Capital Projects Labor Curbs, Gutters, Sidewalks Engineering General Government Lot Cleaning Public Works Administration Storm Drain Maintenance Street Lighting Street Maintenance Street Sweeping Traffic Signals Traffic Signs and Striping 2006-2007 Actual $ $ 483,062 1,073,142 17,802 879,887 675,265 2,903,746 607,246 649,039 603,632 7,892,821 2007-2008 Budget $ $ 478,148 1,219,546 139,936 969,502 609,003 3,282,701 690,606 884,475 784,178 9,058,095 2007-2008 Estimate $ $ 493,551 1,234,780 38,652 32,007 969,002 602,966 3,244,000 625,436 986,147 733,605 8,960,146 2008-2009 Request $ 38,978 499,439 2,264,687 58,000 94,809 22,686 781,022 624,771 3,588,820 750,989 937,723 742,103 $ 10,404,027 The Public Works Department records operational expenditures in this fund from those maintenance and construction efforts. Transfers are made to the Debt Service fund for debt related to capital assets constructed to benefit streets, including a portion of the Public Works building. Capital Projects expenditures are for street projects listed in the Appendix. 20 There is no specific target for retention of fund balance; however, because this fund supports personal service and other expenditures devoted to streets, a smaller fund balance is budgeted for retention at year-end to begin the next year’s operations. HIGHWAY USERS REVENUE FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Transfers In: General Fund Total Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Capital Improvements Transfers Out: Debt Service Fund Capital Project Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2006-2007 ACTUAL 5,157,830 2007-2008 BUDGET 5,206,283 2007-2008 ESTIMATE 4,242,462 2008-2009 BUDGET 3,484,597 8,480,088 8,602,364 8,385,000 8,772,647 17,802 17,802 8,497,890 8,602,364 8,385,000 8,772,647 7,598,506 294,900 - 8,754,445 303,650 - 8,647,353 312,793 - 9,998,477 405,550 864,063 98,599 1,421,458 1,520,057 9,413,463 4,242,257 101,618 3,728,910 3,830,528 12,888,623 920,024 101,618 81,101 182,719 9,142,865 3,484,597 100,987 100,987 11,369,077 888,167 LOCAL TRANSPORTATION ASSISTANCE FUND A maximum of $23 million from the Lottery is distributed to cities and towns in a similar manner as sales tax and is restricted to street construction or public transportation needs of cities (10% may be expended on cultural activities if matched by outside donors). Historically, the city has opted to expend the 10 percent for cultural activities with the remainder transferred to the Capital Projects Fund for street construction. The expenditure budget includes both the cultural portion and the match required by law. Similarly, total revenues listed in the recap below include the matching 10% portion. LOCAL TRANSP. ASSISTANCE FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Capital Improvements Transfers Out: Capital Project Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 418,463 425,571 440,004 434,212 431,754 428,517 427,720 425,847 423,054 426,236 2006-2007 ACTUAL 34,605 2007-2008 BUDGET 20,000 2007-2008 ESTIMATE 36,392 2008-2009 BUDGET 20,000 486,502 486,502 473,363 473,363 473,260 473,260 478,859 478,859 95,364 - 90,973 - 54,953 - 92,922 385,937 389,351 389,351 484,715 36,392 382,390 382,390 473,363 20,000 434,699 434,699 489,652 20,000 478,859 20,000 21 CITY ROAD TAX FUND The tax base for the Road Tax is the same as the one percent general tax. Its trends and method of projection are the same as that revenue. Millions This fund accounts for the collection and expenditure of a local one-half percent transaction privilege tax approved by voters in 1994 for maintenance and construction of roadways. While some operating expenditures related to retention basins are recorded within the fund, the majority of the funds are eventually transferred to the Capital Projects Fund where construction expenditures for 12 roadways are recorded. 10 8 Road Tax 6 4 The Public Works Department is responsible for maintenance of the retention basins while the Engineering Department administers the capital projects paid herein. CITY ROAD TAX FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Transfers In: Capital Improvement Fund Total Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Capital Improvements Debt Service Transfers Out: Improv. District #67 Debt Service Debt Service Fund Capital Project Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2 - 1 2 3 4 5 6 7 8 9 10 Ser i es2 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 Ser i es1 5,088,978 5,574,996 6,417,376 6,448,954 6,617,396 8,581,364 9,868,500 10,334,498 10,489,515 11,013,991 2006-2007 ACTUAL 5,848,318 2007-2008 BUDGET 6,985,321 2007-2008 ESTIMATE 3,167,603 2008-2009 BUDGET 346,322 10,855,519 11,423,620 10,864,515 11,463,991 10,855,519 11,423,620 10,864,515 11,463,991 801,573 10,056 201,647 1,154,520 73,500 - 1,099,109 75,238 - 2,170,557 16,000 4,630,000 - 30,392 12,492,566 12,522,958 13,536,234 3,167,603 15,149,700 15,149,700 16,377,720 2,031,221 4,624,749 7,886,700 12,511,449 13,685,796 346,322 4,749,725 4,749,725 11,566,282 244,031 22 PUBLIC SAFETY TAX FUND Millions This fund accounts for a special two-tenths of one percent (.2%) privilege license tax approved by qualified voters in 1994 for public safety and criminal justice facilities and equipment. This tax is scheduled to sunset in 2015. Because it also shares the same tax base as the general sales tax of 1%, the Public Safety Tax is showing a 5% increase in 2009. Other revenues of the fund include interest earnings. 5.00 4.50 Public Safety Tax 4.00 3.50 3.00 2.50 2.00 1.50 1.00 0.50 - 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2,306,895 2,566,078 2,578,704 2,646,058 2,968,482 3,431,373 3,815,628 4,132,390 4,194,376 4,404,094 For 2009, the Public Safety Tax Fund will be primarily used to pay the debt incurred for the construction of the police station as well as the new debt issued in 2007 for various public safety projects. After these debt payments are made, there is a minimal amount of funds available for capital improvement projects. PUBLIC SAFETY TAX FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Transfers In: Total Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Capital Improvements Transfers Out: Debt Service Fund Capital Project Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2006-2007 ACTUAL 5,293,088 2007-2008 BUDGET 6,784,749 2007-2008 ESTIMATE 2,757,944 2008-2009 BUDGET 858,752 4,485,204 4,529,938 4,334,376 4,524,094 4,485,204 4,529,938 4,334,376 4,524,094 144,342 - 45,000 956,491 - 45,000 603,747 - 67,047 188,458 499,500 2,260,567 4,615,440 6,876,007 7,020,348 2,757,944 2,021,574 7,939,500 9,961,074 10,962,565 352,122 4,274,821 1,310,000 5,584,821 6,233,568 858,752 4,300,153 4,300,153 5,055,158 327,688 23 RECREATION COMPLEX FUND This fund accounts for the financial activity of the Recreation Complex, which includes the Convention Center and Baseball Complex. The fund operates on charges for rentals of rooms and equipment, and commissions for catering. Its largest source of funding is a transfer from the Two Percent Tax Fund that was created for this purpose. The Parks and Recreation Department operates the complex. The chart on the right compares the charges and rentals income of the complex to the transfer from the Two Percent Tax Fund. In Tho usands 1800 1600 1400 1200 1000 800 600 400 200 2000 2001 2002 2003 2004 Chgs/Rents 2005 2006 2007 2008 2009 2% Trnsfr Rental income for the facility will remain steady, using historical trends as a determining factor. With only moderate increases in expenditures next year, the transfer from the Two Percent Tax Fund will remain the same as the previous year. Recreation Complex Fund Expenditures by Division Convention Center Baseball Complex RECREATION COMPLEX FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Transfers In: Two Percent Tax Fund Total Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Capital Improvements Transfers Out: Capital Project Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2006-2007 Actual 2007-2008 Budget 2007-2008 Estimate 2008-2009 Request $ 1,262,216 643,302 $ 1,905,518 $ 1,349,665 759,895 $ 2,109,560 $ 1,304,369 769,059 $ 2,073,428 $ 1,357,366 707,598 $ 2,064,964 2006-2007 ACTUAL 1,533,162 2007-2008 BUDGET 1,306,419 2007-2008 ESTIMATE 1,312,189 2008-2009 BUDGET 1,435,231 778,774 719,778 711,070 770,074 1,500,000 1,500,000 2,278,774 1,500,000 1,500,000 2,219,778 1,500,000 1,500,000 2,211,070 1,500,000 1,500,000 2,270,074 1,867,753 37,716 - 2,019,165 90,395 - 1,983,033 90,395 - 2,081,164 10,800 716,500 594,279 594,279 2,499,747 1,312,189 750,000 750,000 2,859,560 666,637 14,600 14,600 2,088,028 1,435,231 2,808,464 896,841 24 TWO PERCENT TAX FUND This fund accounts for its namesake revenue source. Begun in 1971 and renewed for 15 yrs in 1994, this transaction privilege tax applies to a smaller tax base of bars, hotels, and restaurants. Its use is restricted by ballot language to the Recreation Complex; golf course; Yuma Crossing area; and conventions/tourism. The graph at left shows the tremendous growth experienced in prior years and the flattening that has occurred recently. While fiscal 2007 finished the year at a 9% growth rate, the expected growth for fiscal 2008 is only 1.5%. Thus a conservative increase of 5%, matching the expectations of general sales taxes, is anticipated for 2009. 5.00 4.50 4.00 Two Percent Tax 3.50 3.00 2.50 2.00 1.50 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2,363,269 2,490,071 2,652,152 2,741,988 3,044,645 3,374,333 3,866,902 4,231,989 4,294,726 4,508,537 Operating expenditures from the fund are payments to outside agencies for services authorized by the ballot measure. Transfers out include operating subsidies to the Recreation Complex, debt service requirements for the Desert Hills Golf Course, and capital projects. This tax is scheduled to end after fiscal 2009. TWO PERCENT TAX FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Capital Outlay Capital Improvements Transfers Out: Riverfront Redevelopment Recreation Complex Fund Desert Hills Golf Course Fund Capital Project Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2006-2007 ACTUAL 2,024,578 2007-2008 BUDGET 1,075,461 2007-2008 ESTIMATE 1,309,028 2008-2009 BUDGET 1,727,786 4,343,711 4,343,711 4,560,328 4,560,328 4,334,726 4,334,726 4,568,537 4,568,537 847,994 - 956,908 - 956,908 - 1,054,420 2,000,000 660,300 1,500,000 231,334 1,819,632 4,211,266 5,059,261 1,309,028 220,100 1,500,000 230,763 2,060,000 4,010,863 4,967,771 668,018 440,200 1,500,000 230,763 788,097 2,959,060 3,915,968 1,727,786 440,200 1,500,000 234,463 2,174,663 5,229,083 1,067,240 25 MALL MAINTENANCE FUND The Mall Maintenance Fund accounts for the collection and expenditure of a special property tax levied on properties located in the downtown mall. The district maintains the common areas of the downtown mall. The Parks Department is responsible for the maintenance. The district was originally created in 1969 to finance improvements to the downtown business area in an effort to retain retail business as the city grew to the south. Mall District Levy and Tax Rate 120,000 15 100,000 13 80,000 11 60,000 9 40,000 7 20,000 5 - 3 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 Levy 50,671 62,912 64,172 83,184 88,411 93,857 101,821 113,339 110,000 110,000 Rate 4.7747 4.7747 4.7747 4.7747 4.7747 4.7747 4.7747 4.7747 4.7747 4.7747 The plan failed to retain the larger retail outlets that eventually did move south in the city and the downtown area declined. In more recent years, however, new smaller retail developments have flourished. To help spur continued growth, the council reduced the tax rate of the district. Since then, assessed values have increased leading to the improving tax collections as shown in the above chart. Historically, maintenance expenditures have exceeded the tax revenues of the district and a General Fund subsidy has been required. The Parks Department reduced their operating budget slightly, thus lowering the subsidy from the General Fund. MALL MAINTENANCE FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Transfers In: General Fund Total Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Transfers Out: Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2006-2007 ACTUAL 2007-2008 BUDGET 2007-2008 ESTIMATE 2008-2009 BUDGET - - - - 127,894 115,000 125,000 125,000 150,804 150,804 278,698 179,710 179,710 294,710 168,046 168,046 293,046 168,787 168,787 293,787 261,544 17,154 276,710 18,000 275,046 18,000 293,787 - 278,698 - 294,710 - 293,046 - 293,787 - 26 SOLID WASTE FUND Collection and disposal of residential solid waste is accounted for in this fund. Revenues to the fund include the Environmental Solid Waste fee, begun in 2000, and the residential collection fee, created for the 2004 fiscal year. Until fiscal 2000, no fees had been charged for collection of residential trash. Instead, the General Fund subsidized this fund by transferring sufficient monies into the fund to restore a zero fund balance. (A fund was created originally because the city charged for collection of commercial solid waste until 1999.) The Environmental Solid Waste Fee was created to offset the ever-increasing costs of landfill disposal and to cover the city’s neighborhood cleanup program, its recycling Solid Waste Fees vs. General Fund Transfer efforts and its household hazardous waste collection 2.5 efforts. This fee pays for pass through costs for landfill services and extra sanitation 2.0 services such as the household hazardous waste days and spring cleanups. 1.5 Each year, revenue projections are based on the number of solid waste accounts in the program. 1.0 0.5 The Public Works Department is responsible for the Solid Waste Program. SOLID WASTE FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Transfers In: General Fund Total Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Transfers Out: Debt Service Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, - 2000 2001 2002 Fees 800,000 900,000 952,000 Transfer 978,242 1,115,815 1,297,740 1,331,569 943,914 2006-2007 ACTUAL 27,145 2003 2004 2005 2006 2007 2008 2009 1,180,876 1,688,146 1,842,607 1,970,676 1,480,642 1,750,259 1,809,300 1,172,436 1,877,405 2,020,947 1,958,308 - 2007-2008 ESTIMATE 27,145 1,491,317 1,940,000 1,760,259 1,819,300 1,877,405 1,877,405 3,368,722 1,956,477 1,956,477 3,896,477 2,020,947 2,020,947 3,781,206 1,927,155 1,927,155 3,746,455 3,348,368 - 3,850,456 25,000 3,764,430 22,900 3,725,564 - 20,354 20,354 3,368,722 27,145 21,021 21,021 3,896,477 - 21,021 21,021 3,808,351 - 20,891 20,891 3,746,455 - 27 2007-2008 BUDGET 898,204 2008-2009 BUDGET - GRANT FUNDS A variety of federal and state grants and entitlements are recorded in this fund. The largest grant is the Community Development Block Grant (CDBG). All are restricted to the purposes for which the grants were authorized. Those purposes range from parks improvements to overtime compensation for police officers. This fund’s budget will vary significantly from year to year as the city budgets for all grants for which staff believes it has a reasonable chance of award. This often causes a distinct variance between the budget of a given year and its actual revenues and expenditures. GRANT FUNDS Undesignated Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Capital Outlay Capital Improvements Debt Service Transfers Out: Capital Project Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2006-2007 ACTUAL 2007-2008 BUDGET 2007-2008 ESTIMATE 2008-2009 BUDGET - - - - 7,245,076 7,245,076 27,304,776 27,304,776 9,273,194 9,273,194 29,245,114 29,245,114 2,493,583 111,278 113,292 6,550,397 1,922,156 119,223 3,253,854 750,117 119,223 7,048,256 474,458 21,722,400 - 4,526,923 4,526,923 7,245,076 (0) 18,713,000 18,713,000 27,304,776 - 5,150,000 5,150,000 9,273,194 - 29,245,114 - 28 DEBT SERVICE FUNDS Debt service funds are used to account for payment of principal and interest on bonded debt paid from governmental fund resources. Long-term bonded debt of Enterprise Funds is recorded and paid directly from the fund. A discussion of debt activity is included in the Debt Management section. The City has two types of long-term governmental debt. First is debt of the Yuma Municipal Property Corporation (MPC). The several bond issues of the MPC are represented below. Transfers from the operating funds benefiting from the infrastructure provided by the debt are made each year. During 2007, new debt was issued for a variety of road, public safety, water, and wastewater infrastructure projects. DEBT SERVICE FUNDS Undesignated Fund Balance July 1, Sources: Estimated Revenues Transfers In: General Fund Desert Hills Golf Course Fund Highway Users Revenue Fund Road Tax Fund Solid Waste Fund Capital Project Fund Water Fund Wastewater Fund Public Safety Tax Total Transfers In Total Sources Uses: Expenditures Debt Service Total Uses Undesignated Fund Balance June 30, 2006-2007 ACTUAL - 2007-2008 BUDGET 355,815 10,951 2007-2008 ESTIMATE - 2008-2009 BUDGET 17,734 - 19,234 - 2,631,758 231,334 98,599 20,354 60,500 23,347 2,260,567 5,326,460 5,337,411 2,879,426 230,763 101,618 21,021 62,482 24,112 2,021,574 5,340,996 5,340,996 2,902,302 230,763 101,618 4,624,749 21,021 62,482 24,112 4,274,821 12,241,868 12,261,102 2,894,667 234,463 100,987 4,749,725 20,891 62,094 23,962 4,300,153 12,386,942 12,386,942 5,337,411 5,337,411 0 5,340,996 5,340,996 355,815 12,243,368 12,243,368 17,734 12,386,941 12,386,941 17,735 In addition to governmental debt, the City also records the activity of two Improvement Districts. For Improvement District 67, the proceeds were used to construct public improvements around the new Yuma Palms Regional Center. The mall, the sole property owner within the district, pays the debt service on the bonds after which certain sales tax rebates are made in accordance with a development agreement. The activity of that agreement and related debt activity is included below. IMPR DISTRICT #67 DEBT SERVICE Undesignated Account Balance July 1, Sources: Estimated Revenues Transfers In: General Fund City Road Tax Fund Wastewater Fund Total Transfers In Total Sources Uses: Expenditures Debt Service Total Uses Undesignated Account Balance June 30, 2006-2007 ACTUAL 473,722 2007-2008 BUDGET 261,381 2007-2008 ESTIMATE 496,984 2008-2009 BUDGET 492,459 924,688 941,065 940,065 944,240 30,392 9,597 39,990 964,678 - - - 941,065 940,065 944,240 941,416 941,416 496,984 944,240 944,240 258,206 944,590 944,590 492,459 946,305 946,305 490,394 29 Improvement District 68 was also created to construct public improvements around the new Las Palmillas Shopping Center. The developer of this project, the sole property owner within the district, pays the debt service on the. The activity of that agreement and related debt activity is included below. For financial statement presentation, the two fund types are combined in the Comprehensive Annual Financial Report, but presented separately herein for the sake of clarity. IMPR DISTRICT #68 DEBT SERVICE Undesignated Account Balance July 1, Sources: Estimated Revenues Transfers In: Capital Project Fund Total Transfers In Total Sources Uses: Expenditures Debt Service Total Uses Undesignated Account Balance June 30, 2006-2007 ACTUAL 2007-2008 BUDGET - - 2007-2008 ESTIMATE 4,923 91,063 - 382,307 377,555 96,335 96,335 187,398 382,307 382,307 382,307 382,307 377,555 182,475 182,475 4,923 382,307 382,307 - 382,657 382,657 4,573 377,555 377,555 4,573 30 2008-2009 BUDGET 4,573 CAPITAL PROJECTS FUND This fund accounts for the expenditures related to capital improvement projects for governmental funds. Revenues include anticipated or actual bond proceeds and transfers from other funds for their respective projects. Expenditures for capital projects of Enterprise Funds are shown within that section. A list of capital projects is included within the Capital Improvement Section of this document. A change in the way capital projects are to be handled is budgeted for 2009. Previously all general capital projects were housed in the capital projects fund with transfers occurring from the project’s funding sources to cover the expenditures. For 2009, all capital improvements will be budgeted and paid directly from the fund that they originate. The only remaining capital projects that remain in the capital projects fund are for miscellaneous revenue sources that are not collected in any other existing fund. A series of public meetings and presentations to Council occur with this portion of the budget. By charter, the capital improvement program is developed separately from the operating budget. However, while separate, this budget is not independent, as it relies on revenues from the operating funds for its capital sources. Accordingly, operational needs of the departments come first in determining use of expendable resources. Other sources of revenue for this fund include governmental activity long-term debt proceeds and developer deposits. These are the primary reason why the fund ends a given year with a fund balance, as these proceeds are not always spent in the year received. CAPITAL PROJECTS FUND Designated Fund Balance July 1, Sources: Estimated Revenues Transfers In: General Fund Community Investment Trust Highway Users Revenue Fund LTAF City Road Tax Public Safety Tax Recreation Complex Fund Two Percent Fund Grant Funds Total Transfers In Total Sources Uses: Expenditures Debt Service Capital Improvements Transfers Out: General Fund City Road Tax Improv. District #68 Debt Service Wastewater Fund Water Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2006-2007 ACTUAL 5,975,550 2007-2008 BUDGET 1,419,325 2007-2008 ESTIMATE 926,138 2008-2009 BUDGET 73,047,129 5,727,637 101,696,160 99,005,162 28,956,747 2,882,513 1,421,458 389,351 12,492,566 4,615,440 594,279 1,819,632 4,526,923 28,742,162 34,469,799 1,796,800 3,728,910 382,390 15,149,700 7,939,500 750,000 2,060,000 18,713,000 50,520,300 152,216,460 467,697 81,101 434,699 7,886,700 1,310,000 14,600 788,097 5,150,000 16,132,894 115,138,056 28,956,747 38,966,929 149,815,400 43,017,065 90,463,348 96,335 394,372 61,575 552,282 39,519,211 926,138 382,307 382,307 150,197,707 3,438,078 43,017,065 73,047,129 90,463,348 11,540,528 31 ENTERPRISE FUNDS As noted in the overview, enterprise funds are used by governments to account for operations in which user charges are the main source of revenue. Taxes and other general revenues are not used to finance these operations for a number of reasons: • • • The beneficiary of services of an enterprise-related activity can be readily identified and the service provision can be measured to determine charges. General revenues have legal, statutory or charter-related limitations in amount and cannot cover all the services required by its citizens. General revenues are historically used to finance expenditures for services in which the ultimate beneficiary cannot be readily determined. Enterprise funds account for activities using accounting principles similar to commercial businesses. For financial reporting purposes, each fund records transactions on an accrual basis in which long-lived assets are not recorded as expenses when purchased but as assets. The costs of these assets are then amortized over their useful lives as depreciation. Similarly, any debt of an enterprise fund is recorded as a long-term liability within the fund with the only expense recognition related to interest on the debt. For budget purposes, however, the expenditure of monies related to these activities must be accounted for like those of governmental funds. As such, expenditure of funds is generally reported when expended, irrespective of the long-term use of the underlying asset. Moreover, state law requires the budgeting of all funds that are to be expended in a fiscal year. This leads to a budget basis of reporting that is not in accordance with generally accepted accounting principles (GAAP). This “budget basis” results in two types of reporting for Enterprise Funds on the city’s financial statements. That basis shows operating budgets that are similar to GAAP and capital budgets that report in a more traditional governmental display. This display does not included budgets for depreciation. WATER FUND Thousands of Customers The Water Fund WATER CUSTOMER GROWTH records the financial activity of the City’s 28 water treatment and 27 26 distribution system. 25 The system is not tax 24 supported but relies 23 22 on a combination of 21 charges for water 20 19 and capacity fees for 18 new development to 17 16 maintain and expand Jan- Jul- Jan- Jul- Jan- Jul- Jan- Jul- Jan- Jul- Jan- Jul- Jan- Jul- Jan- Jul- Jan- Jul- Jan- Jul- Jan- Jul- Janits services to meet 97 97 98 98 99 99 00 00 01 01 02 02 03 03 04 04 05 05 06 06 07 07 08 the needs of a growing city. The chart at right shows the 48% growth in water customers since 1997. This growth has come with the price of investing in water system infrastructure and plant capacity. The system continues to undergo almost $100 million in new construction to accommodate unprecedented growth in Yuma. While the city was able to avoid rate increases for several years, a series of substantial rate changes has occurred through 2008, to provide the cash flow necessary for system expansion. The chart below provides a history of metered water sales versus capacity charges. The term ‘capacity charges’ includes system development fees. Until 2001, the increase in sales was driven only by consumption, whether that consumption was from new or current customers. Since then, rate increases have combined with consumption to 32 cause the surge in total metered revenues. Also, these very rate increases have caused total capacity charges to increase similarly. These rate increases are the basis for financing the system expansion. Revenues for 2009 are determined on the basis of the systems historical growth along with a series of substantial changes in rates. Because water rate increases are imposed in January, in times of lower consumption, any given rate increase will affect the projection for only half the year. Metered Water Sales vs. Capacity Charges 2009 2008 2007 2006 2005 2004 2003 2002 2001 2000 - 5.0 10.0 15.0 20.0 2006 2007 25.0 2000 2001 2002 2003 2004 2005 2008 2009 Water Sales 8,249,138 8,244,612 8,821,057 9,449,251 10,457,209 12,298,500 15,269,912 18,072,019 19,204,514 21,670,649 Capacity 1,460,432 1,738,243 1,468,918 1,784,476 2,826,218 2,450,000 2,455,133 3,090,445 2,993,942 2,206,942 The operating portion of the budget is presented below. Debt service appears as both expenditure and a transfer because debt is recorded in the Water Fund and because the fund pays a portion of the debt used to construct the Public Works Building. The latter is part of governmental debt not recorded in this fund. WATER FUND Budgetary Fund Balance July 1, Sources: Estimated Revenues Transfers In: Water Revenue Bond Fund Capital Project Fund Total Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Debt Service Capital Improvements Transfers Out: Debt Service Fund Water System Development Fund Total Transfers Out Total Uses Budgetary Fund Balance June 30, 2006-2007 ACTUAL 11,306,712 2007-2008 BUDGET 15,362,514 2007-2008 ESTIMATE 14,911,258 2008-2009 BUDGET 11,660,885 20,799,172 19,811,209 19,756,223 22,211,258 61,575 61,575 20,860,747 - 1,815,304 - 19,811,209 1,815,304 21,571,527 22,211,258 9,152,955 275,468 435,971 7,331,308 11,565,691 121,633 436,178 10,488,895 11,099,317 30,110 7,057,041 2,572,950 12,827,027 339,184 7,273,986 545,000 60,500 60,500 17,256,201 14,911,258 62,482 62,482 22,674,879 12,498,844 62,482 4,000,000 4,062,482 24,821,900 11,660,885 62,094 62,094 21,047,291 12,824,852 33 There are four restricted water funds that do not rely on water rates, but on capacity and system charges for new development. A comparison of capacity charges and metered sales is shown on the previous page. The use of these funds is primarily for capital projects and debt service payments. WATER TRANSFER FUND Budgetary Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Capital Outlay Capital Improvements Total Uses Budgetary Fund Balance June 30, 2006-2007 ACTUAL 397,741 2007-2008 BUDGET 327,550 2007-2008 ESTIMATE 350,177 2008-2009 BUDGET 270,850 19,906 19,906 14,000 14,000 14,000 14,000 15,700 15,700 67,470 67,470 350,177 95,749 95,749 245,801 93,327 93,327 270,850 104,097 104,097 182,453 The Water Capacity Fund and Water System Development Fund are primarily responsible for the debt service on the Water Infrastructure Financing Authority (WIFA) loans. WATER CAPACITY FUND Budgetary Fund Balance July 1, Sources: Estimated Revenues Transfers In: Water Revenue Bond Fund Total Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Debt Service Capital Improvements Total Uses Budgetary Fund Balance June 30, WATER SYSTEM DEVELOPMENT Budgetary Fund Balance July 1, Sources: Estimated Revenues Transfers In: Water System Development Fund Water Revenue Bond Fund Total Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Debt Service Capital Improvements Total Uses Budgetary Fund Balance June 30, 2006-2007 ACTUAL 3,913,789 2007-2008 BUDGET 8,632,330 2007-2008 ESTIMATE (8,355,425) 14,012,156 3,610,000 3,200,445 3,103,942 14,012,156 3,610,000 11,333,705 11,333,705 14,534,150 3,103,942 3,319,911 22,961,466 26,281,378 (8,355,433) 3,794,159 1,063,000 4,857,159 7,385,171 3,794,159 37,000 3,831,159 2,347,566 78,671 3,640,557 3,719,228 1,732,280 2006-2007 ACTUAL (67,906) 2007-2008 BUDGET 880,246 2007-2008 ESTIMATE (3,436,353) 2008-2009 BUDGET 2,347,566 2008-2009 BUDGET 1,059,100 2,352,317 495,000 338,850 349,800 2,352,317 495,000 4,000,000 2,828,189 6,828,189 7,167,039 349,800 835,886 1,835,700 2,671,586 1,059,100 30,733 826,119 856,852 552,048 872,470 4,848,294 5,720,764 (3,436,353) 34 835,886 1,960,000 2,795,886 (1,420,640) The Water Revenue Bond Fund was established to account for the MPC2007 Utility Series bond funds. The majority of the water portion of this bond is for the new Agua Vive Water Treatment Facility. The debt service for this bond is paid in the Water Fund. WATER REVENUE BOND FUND Budgetary Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Capital Outlay Capital Improvements Transfers Out: Water Fund Water Capacity Fund Water System Development Fund Total Transfers Out Total Uses Budgetary Fund Balance June 30, 2006-2007 ACTUAL 2007-2008 BUDGET 2007-2008 ESTIMATE - - - 2008-2009 BUDGET 35,559,016 - - 101,327,411 101,327,411 - - 89,369,000 49,791,197 31,521,947 - 89,369,000 (89,369,000) 1,815,304 11,333,705 2,828,189 15,977,198 65,768,395 35,559,016 31,521,947 4,037,069 WASTEWATER FUND The Public Works Department also operates the Wastewater Collection and Treatment System and accounts for same in the Wastewater Fund. Like the Water Fund, this fund is an enterprise fund relying solely on charges to customers for funding. Through a series of rate charges and capacity fees, the system provides environmentally sound wastewater services. This system is also undergoing rapid expansion to meet the City’s needs. The increase in customer base for wastewater is Wastewater Operational Revenues and Capacity Charges similar to that of the Water 14.0 Fund. Overall, there are fewer wastewater 12.0 customers compared to water, as a number of 10.0 water customers, particularly those outside 8.0 the city limits, are not served by the wastewater 6.0 system. Instead, they rely on septic systems. Over 4.0 time, many of those customers are being 2.0 brought into the system. The expansion of the system is not being 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 caused by this type of 669,261 1,718,588 2,051,232 2,081,126 3,878,964 7,009,447 5,107,062 3,641,725 2,342,280 1,966,323 Cap customer, however, but by Wstwtr Rev 4,567,897 4,887,560 5,582,691 6,627,410 7,678,654 8,025,173 9,303,980 10,431,405 12,984,672 12,192,674 new population and the increasing numbers of new subdivisions. Like water, system rates are increasing to finance the expansion of capacity, both in the collection system as well as the treatment plant capacity. 35 The operations portion of the Wastewater Fund is presented first. As in the Water Fund, this fund transfers monies to the debt service funds to pay its portion of the debt recorded in governmental funds that benefit wastewater operations. For capital projects, both operational revenues and capacity charges pay for their respective share of improvement and capital projects expenditures are budgeted in both portions. WASTEWATER FUND Budgetary Fund Balance July 1, Sources: Estimated Revenues Transfers In: Capital Project Fund Wastewater Revenue Bond Fund Total Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Debt Service Capital Improvements Transfers Out: Debt Service Fund Total Transfers Out Total Uses Budgetary Fund Balance June 30, 2006-2007 ACTUAL (802,461) 2007-2008 BUDGET 444,450 2007-2008 ESTIMATE (2,688,743) 2008-2009 BUDGET 1,932,182 13,335,870 12,172,000 13,009,672 12,217,674 394,372 394,372 13,730,242 12,172,000 3,212,789 3,212,789 16,222,461 12,217,674 7,805,495 195,960 298,825 7,283,300 8,623,313 139,300 298,834 3,579,500 8,387,212 55,700 2,277,012 857,500 9,056,498 159,600 2,342,416 920,000 32,944 32,944 15,616,524 (2,688,743) 24,112 24,112 12,665,059 (48,609) 24,112 24,112 11,601,536 1,932,182 23,962 23,962 12,502,476 1,647,380 There are five restricted wastewater funds that are for various capacity charges for system expansion. The Wastewater Capacity Fund and Wastewater Sanitary Sewer Interceptor Charge Fund (SSIC) are primarily responsible for the debt service on the Water Infrastructure Financing Authority (WIFA) loans. WASTEWATER CAPACITY FUND Budgetary Fund Balance July 1, Sources: Estimated Revenues Transfers In: Wastewater Revenue Bond Fund Total Transfers In Total Sources Uses: Expenditures Operating Loan to Wwtr SSIC Fund Debt Service Capital Improvements Total Uses Budgetary Fund Balance June 30, 2006-2007 ACTUAL 11,401,124 2007-2008 BUDGET 11,927,422 2007-2008 ESTIMATE 10,618,644 2008-2009 BUDGET 6,243,333 3,913,351 5,850,000 2,692,280 2,316,323 3,913,351 5,850,000 259,069 259,069 2,951,349 2,316,323 2,978,527 1,717,303 4,695,831 10,618,644 2,978,488 2,740,000 5,718,488 12,058,934 4,000,000 2,978,488 348,172 7,326,660 6,243,333 133,614 2,978,488 619,000 3,731,102 4,828,554 36 WASTEWATER SSIC Budgetary Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Debt Service Capital Improvements Total Uses Budgetary Fund Balance June 30, 2006-2007 ACTUAL (3,887,874) 384,066 384,066 6,537 358,976 365,513 (3,869,321) 2007-2008 BUDGET (3,125,871) 750,000 750,000 6,568 765,000 771,568 (3,147,439) 2007-2008 ESTIMATE (3,869,321) 4,199,915 4,199,915 6,568 39,800 46,368 284,226 2008-2009 BUDGET 284,226 199,782 199,782 8,199 6,568 800,000 814,767 (330,759) There are two wastewater trunk sewer funds that are for the collection of fees for future sanitary trunk sewer improvements in these established areas as defined by the Metropolitan Sanitary Sewer Collection System Master Plan. These two funds are shown below: Wastewater Area A & B and Wastewater 26th Pl Trunk. WASTEWATER AREA A&B Budgetary Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Debt Service Total Uses Budgetary Fund Balance June 30, WASTEWATER 26TH PL TRUNK Budgetary Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Debt Service Total Uses Budgetary Fund Balance June 30, 2006-2007 ACTUAL 789,426 2007-2008 BUDGET 852,630 2007-2008 ESTIMATE 830,630 2008-2009 BUDGET 858,558 41,204 41,204 22,000 22,000 27,928 27,928 35,104 35,104 830,630 874,630 858,558 893,662 2006-2007 ACTUAL 124,904 2007-2008 BUDGET 134,149 2007-2008 ESTIMATE 131,149 2008-2009 BUDGET 135,469 6,245 6,245 3,000 3,000 4,320 4,320 5,000 5,000 131,149 137,149 135,469 140,469 37 The Wastewater Revenue Bond Fund was established to account for the MPC2007 Utility Series bond funds. The majority of the wastewater portion of this bond is for the Desert Dunes Water Reclamation Facility and the Figueroa Water Pollution Control Facility Aerator Upgrade. The debt service for this bond is paid in the Wastewater Fund. WASTEWATER REVENUE BOND Budgetary Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Capital Improvements Transfers Out: Wastewater Fund Wastewater Capacity Fund Total Transfers Out Total Uses Budgetary Fund Balance June 30, 2006-2007 ACTUAL 2007-2008 BUDGET - - - 2008-2009 BUDGET 7,640,101 - - 31,203,330 31,203,330 - - 25,978,000 20,091,371 6,387,000 - 25,978,000 (25,978,000) 3,212,789 259,069 3,471,858 23,563,229 7,640,101 6,387,000 1,253,101 38 2007-2008 ESTIMATE DESERT HILLS GOLF COURSE FUND The Parks and Recreation Department operates the Desert Hills Golf Course. The Two Percent Tax was used historically to subsidize operations at the course, but council has long sought that golf revenues fund the course. To this end, the transfer from the tax has been reduced over the years. Lately, that transfer was limited to the amount of debt service paid by the fund. During fiscal 2003, the fund had intended to limit this transfer even further, believing that operations would allow a reduction in the transfer. Golf Revenues and 2% Tax Transfer 3.0 2.5 2.0 1.5 1.0 0.5 2% Transfer Golf Revenues 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 317,411 149,970 246,727 50,841 233,340 434,805 231,532 231,334 230,763 234,463 2,166,957 2,244,976 2,007,633 1,973,989 2,039,022 2,098,483 2,302,607 2,290,765 2,314,237 2,427,532 However, revenue projections did not meet goals and the transfer was increased to again match the course’s portion of the debt used to finance construction of the new clubhouse and restaurant. During 2005, an additional $200,000 was transferred as planned. Again for 2008 and continuing in 2009, the transfer from the Two Percent Tax Fund has returned to the amount necessary to pay debt service. The 2% tax is scheduled to end in 2009, which corresponds with the final debt service payment. DESERT HILLS GOLF COURSE FUND Net Working Capital July 1, Sources: Estimated Revenues Transfers In: Two Percent Tax Fund Total Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Transfers Out: Debt Service Fund Total Transfers Out Total Uses Net Working Capital June 30, 2006-2007 ACTUAL 199,851 2007-2008 BUDGET 215,573 2007-2008 ESTIMATE 292,561 2008-2009 BUDGET 189,984 2,303,276 2,382,698 2,323,675 2,452,104 231,334 231,334 2,534,610 230,763 230,763 2,613,461 230,763 230,763 2,554,438 234,463 234,463 2,686,567 2,201,721 8,845 2,536,030 9,000 2,426,252 - 2,574,814 66,500 231,334 231,334 2,441,900 292,561 230,763 230,763 2,775,793 53,241 230,763 230,763 2,657,015 189,984 234,463 234,463 2,875,777 774 39 ARROYO DUNES GOLF COURSE FUND Also operated by the Parks and Recreation Department is the Arroyo Dunes Golf Course. No operating subsidy from the Two Percent Tax is used for this fund and it relies solely on golf charges. With the addition of lights on the Desert Hills Golf Course driving range, revenues of this fund have decreased somewhat over the past two years. ARROYO DUNES GOLF COURSE FUND Net Working Capital July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Capital Outlay Debt Service Total Uses Net Working Capital June 30, 2006-2007 ACTUAL 135,664 2007-2008 BUDGET 130,209 2007-2008 ESTIMATE 160,896 2008-2009 BUDGET 172,771 276,887 276,887 277,052 277,052 279,614 279,614 289,862 289,862 251,655 251,655 160,896 280,594 280,594 126,667 267,739 267,739 172,771 316,234 316,234 146,399 INTERNAL SERVICE FUNDS EQUIPMENT REPLACEMENT FUND This fund accounts for the accumulation of resources from each department for the replacement of equipment. After initial purchase by the operating fund, the asset is recorded in this fund and “rented” by the operating department. This rent is determined by, and accumulates over, the life of the asset. Along with interest earnings, monies will be available for the purchase of new equipment when the older item is no longer serviceable economically. EQUIPMENT REPLACEMENT FUND Net Working Capital July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Capital Outlay Total Uses Net Working Capital June 30, 2006-2007 ACTUAL 15,457,625 2007-2008 BUDGET 17,088,001 2007-2008 ESTIMATE 17,800,642 2008-2009 BUDGET 15,691,113 4,092,317 4,092,317 3,935,997 3,935,997 3,978,997 3,978,997 4,228,372 4,228,372 48,736 1,700,564 1,749,300 17,800,642 51,380 6,881,614 6,932,994 14,091,004 51,380 6,037,146 6,088,526 15,691,113 1,223 6,705,570 6,706,793 13,212,692 40 EQUIPMENT MAINTENANCE FUND This fund accounts for the operations of fleet maintenance in the city and is managed within the Public Works Department. The equipment maintenance activity used a series of interdepartmental charges to allocate the cost of maintenance to the user funds. By using an internal service fund, the financial affairs of the division will be more easily attended and understood. EQUIPMENT MAINTENANCE FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Capital Outlay Total Uses Undesignated Fund Balance June 30, 2006-2007 ACTUAL (34,602) 2007-2008 BUDGET 282,971 2007-2008 ESTIMATE 118,782 2008-2009 BUDGET 90,977 4,089,566 4,089,566 3,694,734 3,694,734 4,064,140 4,064,140 4,115,354 4,115,354 3,870,230 65,951 3,936,182 118,782 3,728,164 139,500 3,867,664 110,041 3,941,751 150,194 4,091,945 90,977 4,154,396 26,400 4,180,796 25,535 INSURANCE RESERVE FUND This fund accounts for the insurance activity and risk retention of the city for liability and casualty issues. Until 2004, these expenditures were accounted for within the General Fund. In 2005, an internal service fund was created for this activity. Use of such a fund will make administration of the city's risk management easier. Premiums are charged to each fund based on liability exposure, infrastructure and other parameters. World insurance markets continue to react to the growing presence of terrorism and other issues causing rates for coverage to increase. Moreover, underwriters of municipal insurance products have asked cities to incur additional risk retention in order to reduce premium load. Accordingly, the premiums charged to the operating funds will be determined not only to cover claims expenditures, but to increase the reserves held within the insurance fund over time as well. INSURANCE RESERVE FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Total Uses Undesignated Fund Balance June 30, 2006-2007 ACTUAL 1,226,776 2007-2008 BUDGET 1,528,277 2007-2008 ESTIMATE 1,685,161 2008-2009 BUDGET 2,466,913 1,856,124 1,856,124 2,127,574 2,127,574 2,143,225 2,143,225 1,174,186 1,174,186 1,397,739 1,397,739 1,685,161 1,620,266 1,620,266 2,035,585 1,361,473 1,361,473 2,466,913 1,834,562 1,834,562 1,806,537 41 City of YUMA 42 Department Information DEPARTMENT INFORMATION Page No. Office of the Mayor and Council Yuma Municipal Court City Administration City Attorney’s Office Information Technology Services Finance Human Resources Community Development Public Works Utilities Engineering Parks and Recreation Department Police Department Fire Department 43 45 49 57 60 65 68 71 74 79 87 91 105 110 Office of the Mayor and Council The Yuma City Government exists to provide a forum for public discussion and decision-making. We are committed to deliver quality public services and to advance the social and economic well being of our present and future citizens. The Mayor and Council serve the citizens of Yuma. The Mayor and Council Office staff provides administrative support to the Mayor and six Council members. The Mayor and Council are also responsible for appointing citizens to the City’s boards and commissions. AUTHORIZED FY PERSONNEL 07/08 Mayor’s Office* 2 Total 2 *does not reflect elected positions Accessibility • • FY 08/09 2 2 • • Currently providing internet access for all application forms, mapping, agendas, plans, staff reports, etc. Research the creation of a joint community planning group for transportation and land use issues of the 2010 General Plan Update Continue to work with the county on emergency preparedness for the area. Adopted a 10-year CIP program and encourage steady annual progress. Listed are the Goal Action Items developed to guide our organization for the year ending June 30, 2009. Communication • • • Hold Mayor and Council Roundtables in the community on a specific topic well in advance of major community issues. Continue to work with YMPO on regional planning issues and Public Transportation including shades at bus stops. Continue to work with GYEDC on economic development for job growth with higher paying jobs. Innovation • • Commitment • Added an item to each Council Meeting Agenda for clarification of facts regarding false statements circulating in the community. Looking at the financial affordability and the need for extending the Hospitality Tax after 2009. • 43 Implement the final stages of the Smucker Park Master Plan. Continue the design and development of the Riverfront projects. Mayor's Office 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget 262,313 388,285 363,354 356,895 262,313 388,285 363,354 356,895 Operational costs have increased due to increased cost of travel by Council members and the Mayor and in memberships and dues on behalf of the city. GENERAL FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services 154,281 186,479 165,055 167,201 Operating 108,032 201,806 198,299 189,694 - - - - 262,313 388,285 363,354 356,895 Capital Outlay FY 2008-2009 General Fund Budget (in thousands) $190 $167 $- Personnel Operating 44 Capital Outlay Yuma Municipal Court The Mission of the Yuma Municipal Court is to enhance the quality of life in the City of Yuma by providing all people that appear in the Court with a responsive and professional judicial branch of government. referred to the City Prosecutor to review for “long form” complaints that are then prosecuted in the Municipal Court. JUDICIAL GOALS, AUTHORITY: The judicial system is predicated on the belief that all citizens coming before the courts are entitled to equal justice, regardless of race, ethnicity, gender, age, or economic circumstance. Courts must resolve cases swiftly and fairly. Courts must ensure that litigants and victims fully understand their rights and that those rights are protected. Courts must provide meaningful access to all, ensuring that no litigant is denied justice due to the lack of counsel or the inability to understand legal proceedings. The Yuma Municipal Court exists pursuant to the Charter of the City of Yuma, Arizona, the Constitution of the State of Arizona and the Constitution of the United States of America. AUTHORIZED PERSONNEL Municipal Court Total FY 07/08 22 22 The court handles criminal, civil and criminal traffic cases, various civil matters, including emergency orders of protection (24 hours a day, 7 days a week) and injunctions against harassment. The judges of the court also issue search warrants (24 hours a day, 7 days a week) on alleged felony and misdemeanor cases. The court also adjudicates cases stemming from violations of city ordinances, which can be either civil or criminal. FY 08/09 22 22 COURT FUNCTIONS: The Yuma Municipal court is a limited jurisdiction court. (Third branch of government, non-political.) It has jurisdiction over misdemeanor criminal cases such as DUI’s (driving under the influence), driving on suspended licenses, reckless driving, possession of marijuana, possession of drug paraphernalia, assaults, including domestic violence assaults, criminal damage, shoplifting, and theft. These misdemeanors must have occurred within the city limits of the City of Yuma. Also included are cases that occur within the City of Yuma, which the County Attorney declines to prosecute as felony cases, and are In addition to the twenty-two authorized personnel the Court has two elected Municipal Judges and three part-time (as needed) pro tem judges that are attorneys. During the last election the citizens voted to change the qualifications for the position of presiding judge, who now must be a member in good standing for the past five years with the Arizona Attorney Bar. 45 • 2007-2008 ACCOMPLISHMENTS: • • • • • • • Continued to maintain a high level of security and a safe environment for the public and staff. The Court Officers also act as court bailiffs, fingerprint technicians and process servers of orders and documents. This saves the Police Department numerous hours if they had to provide the additional staff to provide service of process required by the court. Judicial Enforcement Unit has continued to work on the collections of delinquent accounts. Staff attended 626 hours of continuing judicial education. Each court staff member is required to complete 16 hours of continuing judicial education. Continued pre-arraignment conferences between the City Prosecutor and defendants at the court to improve case flow processing. Partnered with the Arizona Supreme Court ACS FARE program to enhance the collections of FINES FEES AND RESTITUTION ENFORCEMENT. Successfully implemented new legislative requirements, to include the increase of surcharges to 84% for each base fine. Participated in the DUI (driving under the influence) Case Management Plan for Yuma County and the Supreme Court’s Administrative Order No. 2007-94. The goal is to achieve case resolution of 85% of DUI cases within 120 days and 93% within 180 days. • Participated as a pilot court for the CPOR (Court’s Protective Order Repository) which tested the new protective order forms and automation procedures. This has been successfully implemented. The Supreme Court Administrative Office of the Court has upgraded the courts computers and software programs to include Vista, Microsoft Word 2007 and AZTEC 1.4 (case management system). YUMA COUNTY MUNICIPAL COURTS CASE ACTIVITY FY 2006 FY 2007 % CHG TOTAL FILINGS 14,459 28,127 94.5% TRAFFIC (CIVIL/CRIMINAL) 4,978 20,301 307.8% Misdemeanors 9,138 7,404 -18.9% 391 351 -10.2% 269 216 -19.7% FY 2006 FY 2007 % CHG Orders of Protection Injunctions against harassment YUMA MUNICIPAL COURTS CASE ACTIVITY TOTAL FILINGS 15,330 19,410 26.6% TRAFFIC (CIVIL/CRIMINAL) 10,243 13,398 30.8% 4,514 5,611 24.3% 302 289 -4.3% 195 154 -21.0% Misdemeanors Orders of Protection Injunctions against harassment 46 GOALS FOR 2008-2009: • • • • • • • • • Strive to accomplish Chief Justice McGregor‘s “Good to Great 2005-2010” agenda for all courts: Provide swift, fair justice. Protect children, families and communities. Be accountable. Improve communications and cooperation with the community and other branches of government, and with the Judicial Branch. Continue to meet monthly statistical reporting requirements to include newly required DUI case processing and the amount due status for each defendant owing restitution to a victim. Serve the public by improving the legal profession. Plan for growth. Continue efforts to improve automated data flow between courts and law enforcement agencies. Municipal Court • • • • Continue to work on collections and compliance of court orders. Work on staff retention. Prepare for future automation developments. Strive to find ways for the court to “go green”. Did You Know? Within the first three months since the court joined the FARE program, $93,228 payments were made by mail or in person. Web and IVR payments totaled $3,427. 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget 1,609,120 1,843,449 1,762,287 1,829,441 1,609,120 1,843,449 1,762,287 1,829,441 For fiscal year 2009, the Municipal Court presents a budget of $1,829,441. This is a decrease of .76% below last year’s budget. Fiscal year 2009 is reflective of the resources used to carry on court activities. The court was required to upgrade the court recording system in each court room to enhance quality of recordings and to be compatible with the new Vista computers. In addition, the court is acquiring new security equipment for the lobby. Fiscal year 2009 will be impacted by the cost of the continued increases in the necessary and reasonable costs of performing court business. The court also has an agreement to provide a portion of the funds for the services of the County’s weekend pro tem and the field trainer. To provide for these costs, other areas were reduced to maintain a flat budget. The judges and staff of Yuma Municipal Court will continue to work diligently to provide the Citizens of Yuma with the highest quality of justice possible. We thank you for your continued commitment to the judicial branch of city government. 47 GENERAL FUND 06/07 Actual Personal Services 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget 1,230,008 1,364,759 1,338,503 1,362,910 Operating 324,631 349,190 312,533 366,531 Capital Outlay 39,651 47,500 29,251 - 1,594,290 1,761,449 1,680,287 1,729,441 FY 2008-2009 General Fund Budget (in thousands) $1,363 $367 $- Personnel Operating Capital Outlay APPROPRIATED GRANTS FUND 06/07 Actual Personal Services Operating Capital Outlay 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget - - - - 14,830 42,000 42,000 60,000 - 40,000 40,000 40,000 14,830 82,000 82,000 100,000 Fiscal year 2009 expenditures included a portion of the Yuma County Superior Court training coordinator’s wages and court clerk for judicial enforcement unit. Fiscal year 2007 expenditure was for the prisoner transportation van, necessary for transporting prisoners to and from the detention center. 48 City Administration City Administration staff manage the City’s resources to implement City Council goals and objectives, to meet the needs of City of Yuma residents and visitors, and to ensure the integrity of the municipal governing process. regional efforts designed to foster good will and promote community communication opportunities. The City Administrator is appointed by the City Council to serve as the City’s chief administrative officer. The City Administrator serves as an advisor to Council and ensures that City staff implements policy made by Council. All City staff work under the umbrella of the City Administrator. The Heritage Area provides City staff and operational support by contract to the Yuma Crossing National Heritage Area Corporation, a non-profit local management entity established in accordance with the federal law creating the Heritage Area. This funding is part of the local match required for the Heritage Area to receive up to $1 million annually of federal funding through the National Park Service. It is the responsibility of the staff to work with the Heritage Area Board of Directors and other stakeholders to implement the Plan for the Yuma Crossing National Heritage, which was adopted in 2002. Heritage Area staff that had previously been dedicated from the Public Works and Community Development Departments have been consolidated into this Division. The overall City Administration budget covers salaries and associated costs for forty-nine fulltime personnel. There are seven budgetary divisions: Administration, Strategic Communications, Heritage Area, City Clerk’s Office, Elections, Economic Development and Facilities Maintenance. The Administration division manages the resources of the City, ensures the implementation of Council policy, guides the citywide organizational development and training program and administers the city debt policy and program. AUTHORIZED PERSONNEL Administration Strategic Communications Heritage Area City Clerk’s Office Economic Development Facilities Maintenance Total FY 07/08 8 FY 08/09 8 8 8 6 4 9 0 35 6 4 9 14 49 The City Clerk is one of four positions whose responsibilities are defined by the City of Yuma Charter. This division administers and safeguards the integrity of the municipal governing process and oversees City elections and election processes. The division also provides for public access to city records and documents, affixes the City seal on official documents, posts meeting notices, prepares City Council agendas, and records and maintains minutes of all City Council proceedings. The Economic Development Division focuses on the reuse of commercial sites, assistance with major new retail and office projects, redevelopment of the River Front and Old Town, the revitalization of neighborhoods including The Strategic Communications Department staff provides information to the citizens of Yuma and the various regional/national media outlets about City and community initiatives, projects and events. They involve the City organization in 49 • target areas such as the Yuma High Neighborhood Area, and major economic development projects such as the Yuma Palms Regional Shopping Center near Interstate 8. This division also supports continued economic development relations with San Luis, Mexicali and Sayula, Mexico. • The Facilities Maintenance Division is responsible for the 150,000 square foot City Hall building and surrounding landscaping and parking lots. This division provides preventive maintenance and repair, tenant improvements, and janitorial services for the facilities. During the coming year this Division will also start the implementation of a City wide Facilities Maintenance Division. Launched new Spanish programming on Ciudad 72 including the in-house production “Yuma le Informa” a monthly magazine format program focusing on City services, geared to our Spanish speaking customers. Expanded and enhanced the City’s radio programs “CityNews Now” on KBLU 560 AM and “Yuma al Dia” on Radio Campesina 104.5 FM. 2007-2008 ACCOMPLISHMENTS: • • • • • • Trained over 110 staff members and 20 community leaders in the Master Thinker™ Tools developed by Edward DeBono, enabling them to develop additional critical thinking skills and build personal, organizational and community capacity throughout their working environments. Sustained the knowledge and mastery of the Master Thinker™ tools, providing monthly Tool Schools, where tools were reviewed and practiced in small settings. Assisted in over 40 facilitated meetings with staff members and community members incorporating the Master Thinker™ thinking systems. Designed a variety of in-house training programs, including Customer Service for all staff, as well as the S.O.U.L. (Supervisor Ongoing Understanding and Learning) program, a monthly training opportunity for all supervisory staff. Developed and implemented a revamped “Coffee with Council” which evolved into “Mondays with the Mayor and City Council”. This included creating monthly flyers, developing distribution methods, coordinating and orchestrating the events and planning for the future. These events are currently scheduled to continue through the summer of 2008 at which time the program will be re-evaluated. Improved the image quality of City 73 and Ciudad 72 by installing new video modulators and demodulators. • • • • • • • • • 50 Developed weekly appearances on “Today in Yuma” which run multiple times per day on KJOK 1400 AM and Z93 93.1 FM. Enhanced e-mail distribution of City News Releases. Information about Yuma current sent to over 1,400 individuals across the country. Expanded the national television/print coverage of Yuma including articles in SkyWest Magazine, Arizona Highways, USA Today, HGTV, Tucson Citizen, etc. Developed several pins/coins for distribution to City employees and dignitaries, including the City Administrator’s Award, City of Yuma Commemorative Coin, and new City of Yuma Longevity Pins. Developed the “We Play the Yuma Way” marketing campaign and video for competition in the Playful Cities competition, finishing in 2nd place in the video category and winning honorable mention overall. Distributed over 2,500 copies of “Yuma Isn’t”, the award winning DVD about the Yuma community. Developed a Video on Demand system to allow Yuma’s cable subscribers to view City 73 and Ciudad 72 programs on demand. Provided “live” election coverage of both the City of Yuma Primary and General Elections. Enhanced communication between the Utilities Department and the public concerning emergencies such as water line • • • • • • breaks, utility construction and other unforeseen projects. Completed construction of $4.4 million Gateway Park, which opened to the public in the summer of 2007. Amassed a total of $8 million in grants for restoration of the Yuma East Wetlands. Completed an additional 150 acres of restoration and excavation of the two mile South Channel. Cleared an additional 85 acres of non-native vegetation. Developed a master plan for trails in the Yuma East Wetlands. Coordinated with private developer the permitting and beginning of construction of the riverfront Hilton Garden Inn and Conference Center. Completed design of “Pivot Point” Interpretive Overlook Plan, connecting Gateway Park to the hotel development. • • • • • • • • • • • • • • • • • Assisted in securing $4 million in state funding for the Arizona Welcome Center. Completed schematic and full design for the facility. Updated downtown redevelopment plan in consultation with downtown merchants and property owners. With funding from a private foundation, developed a consensus plan for wetlands restoration at Hunter’s Hole. Secured City Council approval of a revised Disposition and Development Agreement for the riverfront which increased density and private investment. Secured $500,000.00 TEA-21 for West Wetlands Parkway. Conducted the 2007 elections for candidates, Yuma City Charter amendments and a referendum question. Acted as staff liaison for the Charter Review Committee. • • • 51 Coordinated the posting of all City Council and Board and Commission agendas and legal summaries on the website for greater citizen accessibility. Began the implementation of the electronic agenda process and document management program. In conjunction with the City Attorney’s Office, provided training sessions to newlyappointed Board and Commission members. Secured $225,000 in Weed & Seed funds for the Carver Park Weed & Seed Site. Received $953,202 in CDBG funds for 2007/2008 that were programmed for housing, facilities, economic development, public services activities and program administration. Adopted the Yuma High Neighborhood Revitalization Plan. Provided training to 10 residents through the Neighborhood Leadership Academy. Completed 4 and began 4 home accessibility modification projects for disabled and elderly residents through Services Maximizing Independent Living and Empowerment (SMILE). Funded Crossroads Mission to complete planning and design for a medical detoxification facility. Distributed 3 editions of the View from the Front Porch newsletter to residents in the Carver Park and Yuma High Neighborhoods. Continued participation in the Carver Community Garden, the Halloween Prevention event at Carver Park, held an MLK Day of Service event and a Carver Park Neighborhood block party. Provided funding to Catholic Community Services to offer a Volunteer Income Tax Assistance Program (VITA) Program that offers free tax preparation. Held or supported various events and activities at the Dr. Martin Luther King, Jr. Neighborhood Center, including the North end Thanksgiving Dinner, Dr. Martin Luther King, Jr. Celebration, medical and dental clinic by Reachout Healthcare, diabetes and heart-healthy support groups, a parent education program by Campesinos Sin Fronteras, computer classes and college placement testing offered by Arizona Western College. Funded the Yuma County Juvenile Probation office to continue a community • • • • • • • • • • • • • • • restitution program for youth to pay restitution to their victims. Provided Teen recreation activities, tutoring and mentoring services to 174 members of the MLK Teen Center. Provided funding to Yuma Private Industry Council to offer services such as GED and job skills training to youth that have been in the juvenile court system to become productive citizens. Funded Campesinos Sin Fronteras to conduct the Tools For Life Program which provides counseling and group sessions to teens with a history of substance abuse. Funded the Yuma County Youth Boxing Association to provide an Olympic-style boxing program for 104 low- and moderateincome youth. Provided funds to the Salvation Army Boys & Girls Club to purchase a 15-passenger van. Provided funding to the Yuma WORC Center to purchase an industrial shredder that is adapted for use by people in wheelchairs. Held 7 neighborhood cleanups and assisted 15 elderly and disabled people in cleaning their yards. Removed 73 abandoned vehicles from yards in the Carver Park and Yuma High Neighborhoods. Resolved 294 Code Enforcement cases in the Carver Park and Yuma High Neighborhoods. Completed 431 inspections on rental units in the Carver Park Neighborhood. Collaborated with the Yuma Neighborhood Development Organization (YNDO) to construct 2 affordable homes, which have been sold to low income families. Implemented the Individual Development Account project. Funds are matched with $28,000 from the AWC Foundation and $105,296 from CDBG. Held a Fair Housing Month awareness day at the MLK Center. Completed 33 owner-occupied housing rehabilitation projects: 33 Emergency Home Repair Program and 3 Home Improvement Loan Program projects. Completed 7 lead-base paint abatement projects for various homes that participated in the housing programs. Provided funding to the Excel Group to acquire and rehabilitate a 5-unit apartment complex to be used as transitional housing for youth with mental illness aging out of the foster care system. Did You Know? The City of Yuma received Honorable Mention in the Hermes Awards for 2007 for the “Yuma Isn’t” video. GOALS FOR 2008-2009: • • • • • • • • • • • 52 Continue the “Communities that Think” training initiative by training over 100 additional staff members, and 40 additional community members to use the Master Thinker™ training curriculum. Provide on-going staff, supervisory and management training by having internal professional development opportunities, supervisory skills classes and by participating in the Arizona State University Bob Ramsey Executive Education Program, for the Certified Public Manager credential. Continue enhancements to the City of Yuma’s Employee Newsletter. Begin the use of Social Networking tools, including PodCasts, Blogs, Wikis, and video distribution sites to distribute information to the Yuma community. Expand communication opportunities between the City of Yuma and the Yuma community. Revitalize the City of Yuma Speaker’s Bureau. Implement the International City/County Management Association (ICMA) Community Satisfaction Survey. Perform a CATV Viewership Survey in conjunction with Time Warner Cable. Develop a “live” remote broadcast capability for CityNews Now to allow for taking the City’s radio program “out of the studio”. Develop an “in-house” audio recording studio to enable staff to record audio for use in the City’s radio and television programs without leaving One City Plaza. Move the City’s television systems toward High Definition Television (HDTV) to enhance the signal quality of customer programming. • • • • • • • • • • • • • • • • • Enhance the relationship between the City of Yuma and our Sister Cities in Sonora and Baja California, Mexico. Expand Spanish language programming available on Ciudad 72. Develop brochures for distribution the Yuma community and the local news media, including: o Welcome to Yuma o Welcome to your new home o Yuma government at a glance o Annexation Complete construction of Pivot Point Interpretive Plaza. Coordinate with developer the completion and opening of the Hilton Garden Inn and Conference Center. Complete wetlands restoration of entire 500 acres west of 2E alignment in Yuma East Wetlands. Implement trails master plan for Yuma East Wetlands. Complete construction of Arizona Welcome Center. Secure interpretive funds to showcase City of Yuma Endurance Flight Plane. Facilitate development of new Federal Courthouse in riverfront project and proceed with associated parking garage development. Facilitate residential development by private developer (60 condo units) as per the Development Agreement approved by Yuma City Council. With private foundation funding, complete design and secure permits for Hunter’s Hole Pilot Project. Secure Congressional authorization for the project. Facilitate redevelopment of Gandolfo Annex by private developer. Facilitate private redevelopment of vacant Union Pacific Railroad land south of Giss Parkway. Implement façade restoration project for Main Street properties. Continue to evaluate business processes for efficiency and implement workflow software where appropriate. Complete the electronic agenda process implementation. Re-evaluate a City-wide Records Management Program; act as departmental liaison to implement improvements. Advance the implementation of the document imaging and retrieval system (City • • • • • • • • • • • • • • • 53 Clerk’s Office is one of the two pilot programs). Continue to evaluate information placed on the website for citizen accessibility. In 2008/2009 the City of Yuma will receive $923,387 in CDBG funds and expects to receive $34,358 in program income. These funds will be used for housing programs, economic development, public service activities and program administration all for the benefit of low and moderate income people in the City. The City of Yuma will receive $150,000 from the Department of Justice Weed and Seed Program to continue law enforcement and other public services in the Carver Park Neighborhood Weed & Seed Site. Complete 25 owner-occupied housing rehabilitation projects: 17 Emergency Home Repair Program and 8 Home Improvement Loan Program projects. Complete 8 lead-base paint abatement projects that participate in the housing programs. Continue Code Enforcement efforts and the Rental Inspection Program in targeted areas. Will complete a major neighborhood cleanup campaign in a designated low-income target area. Provide outreach events and services to low income neighborhoods. Continue to operate the Dr. Martin Luther King, Jr. Neighborhood Center and provide services and events to low and moderate income people. In collaboration with YNDO, will develop 8 – 10 townhomes that will be affordable to first time homebuyers. Assist 12 elderly and disabled people with home accessibility modifications through the SMILE program. Provide adult and youth activities for low income people through subrecipient organizations in the City. Continue to implement a proactive Fair Housing Program. Hold the 1st Community Action Poverty Simulation. Open 12 homeowner IDA accounts, 1 microbusiness and 6 post-secondary education accounts. 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget City Administration 966,388 1,349,818 1,293,684 1,270,110 Public Affairs 172,500 - - - Strategic Communications 652,364 845,054 737,499 979,778 Heritage Area 516,568 540,451 519,664 1,954,410 City Clerk's Office 276,387 320,361 302,489 333,667 Elections 66 150,100 150,000 120,000 Economic Development 1,861,348 3,157,821 2,125,002 2,580,499 Facilities Maintenance 784,397 960,155 887,230 959,318 5,230,018 7,323,760 6,015,568 8,197,782 The City Administrator’s budget shows an increase of $874,022, or 11.9% from the current year adjusted budget, but this is misleading. The increase is due to a new grant for $1,451,000 in the Heritage Area budget. The General Fund budget has decreased by $90,989. Except for the grant funds all divisions within the Administrator’s budget are down or relatively flat. There has been an addition of $75,000 in Elections from the Two Percent Tax Fund to pay for the election for the possible renewal of the hospitality tax in the spring of 2009. Grant funding within the Economic Development Division has decreased in three areas. The Weed and Seed Fund has decreased by approximately $28,348. Also there has been a decrease in the HUD CDBG Entitlement Grant Fund of approximately $175,860 and a decrease in the Community Redevelopment Grant Fund of $350,000. This is mainly due to a decrease in the Federal allocation. GENERAL FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services 2,110,066 2,579,096 2,469,038 2,596,915 Operating 1,131,473 1,569,275 1,448,780 1,436,222 179,113 105,418 49,400 129,663 3,420,652 4,253,789 3,967,218 4,162,800 Capital Outlay FY 2008-2009 General Fund Budget (in thousands) $1,436 $2,597 $130 Personnel Operating 54 Capital Outlay RIVERFRONT REDEVELOPMENT FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services - - - - Operating - 660,300 660,300 660,300 Capital Outlay - - - - - 660,300 660,300 660,300 TWO PERCENT TAX FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services - - - - Operating - - - 75,000 Capital Outlay - - - - - - - 75,000 HUD CDBG ENTITLEMENT GRANT FUND 06/07 Actual Personal Services 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget 404,035 484,652 425,627 405,080 1,018,909 1,317,862 545,853 1,338,463 Debt Service 113,292 119,223 119,223 - Capital Outlay - 3,660 4,752 8,000 1,536,236 1,925,397 1,095,455 1,751,543 Operating COMMUNITY REDEVELOPMENT GRANT FUND 06/07 Actual Personal Services Operating Capital Outlay 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget - - - - 130,213 353,000 166,787 - - - - - 130,213 353,000 166,787 - 55 WEED AND SEED GRANT FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services 23,637 - - - Operating 100,465 106,037 106,023 77,689 - - - - 124,102 106,037 106,023 77,689 Capital Outlay APPROPRIATED GRANTS FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services 13,534 19,237 17,785 19,450 Operating 5,280 6,000 2,000 1,451,000 - - - - 18,815 25,237 19,785 1,470,450 Capital Outlay 56 City Attorney’s Office The City Attorney's Office exists to provide legal services to the City Council, the City Administrator, and all City departments, offices and agencies in order to promote the health, safety, and welfare of our community. The City Attorney’s Office represents the City of Yuma in all legal proceedings, including civil litigation, criminal prosecution in Municipal Court and provides a significant portion of the State legislative and lobbying support for the City of Yuma. AUTHORIZED PERSONNEL City Attorney’s Office Prosecutor’s Office Total FY 07/08 10 3 13 • • FY 08/09 10 3 13 • • • 2007-2008 ACCOMPLISHMENTS: • • • • • • • • • Provided effective defense for the City against claims and lawsuits. Assisted City Administrator with strategic annexation issues. Coordinated continued development of PreArraignment Negotiation Program in City Prosecutor’s office. Representation in a record number of condemnation cases in the City’s ever expanding transportation system. Provided support and assistance (to date) in development of the multi-purpose event center project. Assisted Information Technology staff in legal forms necessary in new website development. Reviewed and edited numerous forms used in Development related issues. Assisted in negotiation and drafting of telecommunication contracts of wireless providers. Assisted in comprehensive review, drafting and implementing the Administrative Regulation for Proposition 201 – “SmokeFree Arizona”. Assisted with drafts of numerous contracts, Intergovernmental Agreements, permits and licenses. Coordinated lobbying efforts, support and staff training for legislative bill tracking system. Continued participation in Arizona League of Cities and Towns work groups. Delivered presentations at national and international forums on Immigration and Border issues. Represented the City on State and National Professional Boards and Committees. GOALS FOR 2008-2009: • • • • 57 Provide timely legal opinions for the City Council, City Administrator and City departments. Provide quality defense of the City in State and Federal Courts. Timely pursue claims for damages and restitution. Provide quality prosecution services in Municipal Court. • • • • Coordinate effective municipal lobbying efforts. Assist with all election issues and ballot measures. Continue legal assistance and problemsolving support for development agreements. • Improve efficiency and delivery of service for condemnations for roadway and transportation improvements. Conclude wastewater treatment contracts with other governmental entities. 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget City Attorney Administration 1,036,924 1,365,999 1,253,148 1,270,746 Insurance Litigation 53,818 211,000 137,200 214,500 Non-insurance Litigation 473,331 340,000 595,500 825,000 City Prosecutor 252,181 258,684 255,505 277,260 1,816,254 2,175,683 2,241,353 2,587,506 The City Attorney’s Office is requesting $2,587,506 for fiscal year 2009. The requested budget will enable the department to continue to provide legal counsel to the Mayor and City Council, all City departments and provide prosecution services in Municipal Court. The requested amount represents an overall increase of $411,823 or 18.9% over last year’s budget. • • • $1,014,004 is requested for personnel expenditures. This is a decrease of $115,878 over last year’s budget. This decrease is largely attributable to a suspended Assistant City Attorney position; this position will remain vacant for fiscal year 2009 and funding will be suspended accordingly for the year. $533,302 is requested for operation and maintenance expenditures for the City Attorney’s office and the City Prosecutor’s office out of the General Fund. This increase of $39,201 is due to the increase in operating costs. Litigation costs have increased by $488,500. The litigation budget fluctuates depending on pending and anticipated claims and lawsuits. This budget will allow the City Attorney’s office to continue to assist the Mayor and City Council and City departments to foster the economic growth of the community. GENERAL FUND 06/07 Actual Personal Services Operating Capital Outlay 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget 1,068,290 1,125,982 1,001,140 1,010,104 213,578 494,101 502,913 533,302 2,488 - - - 1,284,355 1,620,083 1,504,053 1,543,406 58 FY 2008-2009 General Fund Budget (in thousands) $533 $1,010 Personnel Operating Capital Outlay APPROPRIATED GRANTS FUND 06/07 Actual Personal Services Operating Capital Outlay 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget 4,154 3,900 3,900 3,900 596 700 700 700 - - - - 4,750 4,600 4,600 4,600 INSURANCE RESERVE FUND 06/07 Actual Personal Services Operating Capital Outlay 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget - - - - 527,149 551,000 732,700 1,039,500 - - - - 527,149 551,000 732,700 1,039,500 59 Department Of Information Technology Services The Department of Information Technology Services (ITS) exists to provide expertise in long-range planning, technical guidance, support and services that promote the use of current and future information technologies to help the City achieve their technology mission, vision, and goals. troubleshoots and resolves end-user hardware and software malfunctions and monitors the City’s computer systems, networks and associated peripherals to ensure availability. Staff also provides application security administration, mid-range system backup services and oversees City facility access and employee ID badge issuance. ITS staff provides technology support and service to all City departments. Department staff is on call 24/7 to ensure the on-going operation and availability of City technology systems. Areas of operation and support include: ƒ Project and Contract Management ƒ Help Desk Services ƒ Business Applications and Integration ƒ Hardware and Software Management ƒ Network Administration and Security ƒ Computer Training ƒ Geographic Information Systems (GIS) ƒ Telecommunications ƒ Website Services Administration staff oversees all operations of the department. Staff administers and manages the City’s technology projects and ensures the City’s information technology systems are successfully implemented, maintained and secured. Staff also provides contract management and technical leadership to City departments and partnership organizations. AUTHORIZED PERSONNEL Administration Technical Support Radio Communications Total FY 07/08 3 25 1 29 Geographic Information System (GIS) Computer Training staff provides basic to highlevel technical instruction in the use and operation of citywide computer hardware, software, operating systems, telephones, technology peripherals, and department specific applications. Staff develops and implements computer-training programs and assists with the planning, testing and implementation of new and/or upgraded computer hardware and software systems. FY 08/09 3 24 3 30 Help Desk Services staff is the main point of contact for all ITS calls for service. Staff 60 Business Applications and Integration staff specializes in the analysis, design, development, maintenance and implementation of new and/or upgraded automated business systems. Such systems include: ƒ Web Development ƒ Geographic Information Systems ƒ e-Business ƒ Document Imaging ƒ Workflow Management ƒ SCADA ƒ Financials ƒ Payroll/Personnel ƒ Community Development ƒ Parks and Recreation ƒ Public Safety ƒ Etc. Examples of services provided include technology research and development, enduser training and support, application programming, data conversion and integration, project management and system security administration. Network Administration and Security: This staff specializes in the installation, maintenance, upgrade and repair of the City’s data network systems and infrastructures. Staff troubleshoots and resolves network system malfunctions and oversees the deployment of server-based systems and storage area networks. Staff provides facility and network design engineering and implementation services and manages enduser, system and network security. Additionally staff manages SPAM, Firewall and the City’s calendar, email and Internet services. Telecommunication Administration: This staff specializes in the installation, maintenance, upgrade and repair of the City’s wireless, PBX and landline telephone services, video monitoring cameras, mobile data computing, radio, and paging systems. Staff troubleshoots and resolves system malfunctions, provides end-user training and support and administers all systems. Staff also approves and procures all telecommunications hardware and software purchases, including vendor payment management. Additionally staff is responsible for tracking and managing all related assets, product licenses and contracts as well as FCC filings, registrations, communications impact studies and FAA compliance for navigational hazards for City projects, sites and other liabilities. Computer Hardware and Software Management: Staff members specialize in the installation, maintenance, upgrade and repair of personal computers, midrange business systems and associated peripherals. Staff troubleshoots and resolves technology system malfunctions, provides end-user support, reviews and develops citywide technology based standards and configurations and approves and procures all computer hardware and software purchases, including vendor payment management. Additionally staff tracks and manages all related assets, product licenses and contracts. 2007-2008 ACCOMPLISHMENTS: • • • • • • • Some of our Technology! 61 Designed and implemented City’s first online Utility billing application in English and Spanish (web and phone). Designed and implemented an automated Citizen Information System (web and phone). Planned, designed and implemented City’s new website and content management system. Completed the transition of new website and email addressing schemes for www.yumaaz.gov. Completed file management training for all City staff. Planned and migrated Parks and Recreation existing Event Ticketing application to a new software application. Completed replacement of major network components to accommodate network growth and use and to accommodate critical redundancy where needed. • • • • • • • • • • • • Did You Know? Planned and designed technology infrastructures for new and remodeled City facilities. Implemented Personal Computers and Internet access in City council chambers. Implemented Personal Data Assistant technology for City staff calendar and email use. Completed Phase I of enterprise Geographic Information System, including Photogrammetric project, State Imagery integration, and other feature set updates. Implemented enterprise facility security system and employee badge issuance. Planned, designed and began implementation of enterprise wide Document Imaging and Workflow Management systems. Opened up a Information Technology vehicle installation facility for in-vehicle computer equipment installations. Began research to assist Community Development with software replacement. Begin implementation of new Public Safety Field Reporting application and upgrades to their Computer Aided Dispatch systems. Completed enterprise network folder transition. Recipients of two first place awards for outstanding work on the management and implementation of the Yuma Regional Communication System. Recipients of five City Administrator Coin awards for outstanding service and contribution to the City. ITS staff members received two awards this year for their outstanding work on the Yuma Regional Communication System. Staff received the Arizona Public Safety Technical Team of the Year award from the Arizona Association of Public Safety Communications officials and the National Emergency Number Association. Staff also received the first place award in the category of Community Momentum Building at the W2i Digital Cities convention in Washington, D.C. • • • • • • • GOALS FOR 2008-2009: • • • Complete roll out of Document Imaging and Workflow Management systems. Continue to manage City’s GIS address database accuracy in preparation for State of Arizona Yuma County Phase II 9-1-1 Wireless implementation. • 62 Complete implementation of Public Safety Field Reporting and Computer Aided Dispatch systems. Begin implementation of Community Development software upgrades/change over. Upgrade ITS work order and remote management system. Continue to expand the use and operation of the Yuma Regional Communication System. Identify priorities and begin implementation of Disaster/Recovery systems for critical City business systems and operations. Continue implement elements of City’s Information Technology Strategic Plans (GIS, Telecommunications, IT and Public Safety, etc.). Continue to manage and safeguard the integrity of City automated business systems and network infrastructures. Continue to provide technical guidance and support for department specific and citywide technologies. Continue to make the City’s computer training program a priority to ensure City staff achieve a high standard of computer literacy and proficiency. 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget IT Administration 390,412 799,531 742,968 523,860 Citywide IT Services 571,253 748,436 686,154 561,535 Technical Support 1,721,700 2,107,632 2,036,678 1,949,919 Radio Maintenance 159,745 302,081 323,214 1,697,503 2,843,109 3,957,680 3,789,014 4,732,817 For fiscal year 2008-2009, the Department of Information Technology Services presents a budget of $4,732,817. This is a decrease of $775,137 below last year’s budget. The Citywide Info Technology fund contains all the expenditures required to support the City’s ‘enterprise wide’ technology business systems. These expenditures were previously a part of the ITS operational budget. The Radio Communication fund contains expenditures, which will be used to support the implementation of the new Yuma Regional Communication System. GENERAL FUND 06/07 Actual Personal Services 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget 1,828,353 2,026,211 2,048,312 2,058,147 Operating 650,368 1,175,033 1,084,155 809,149 Capital Outlay 204,443 254,238 204,220 168,018 2,683,164 3,455,482 3,336,687 3,035,314 FY 2008-2009 General Fund Budget (in thousands) $2,058 $809 $168 Personnel Operating Capital Outlay RADIO COMMUNICATION FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services 34,826 53,995 47,191 142,754 Operating 22,744 46,310 53,489 127,304 Capital Outlay 24,918 100,280 93,101 802,500 82,487 200,585 193,781 1,072,558 63 The Radio Communications Fund was created to track the expenditures of the new Yuma Regional Communication System, which will include the construction of the new 800/700 MHz digital trunked radio system for use by the city’s public safety agencies. Additionally, the system will be designed to integrate and include interoperability capabilities for use by the County of Yuma and other city and local emergency response agency. To assist with the construction of this system, grants and other local emergency response agencies contributions are helping fund this deployment. Upon completion of this project, all agencies that are on the system will have the ability to communicate with each other during times of disasters or other emergency situations. APPROPRIATED GRANTS FUND 06/07 Actual Personal Services Operating Capital Outlay 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget - - - 49,945 200 200,117 129,113 575,000 77,258 101,496 129,433 - 77,458 301,613 258,546 624,945 The grant budget for fiscal year 2009 is to be used for radio communication equipment. 64 Finance We, as a team, provide financial systems and operational support to assist our customers in achieving their goals. produces the City of Yuma’s Comprehensive Annual Financial Report. The Finance Department consists of four divisions that serve the public and all other City departments. The Administration Division oversees the financial activities of the City while providing direction and policy to the Department. This division also directs the City’s investment program, maintains the City’s bond rating, and produces the Annual Budget. The Customer Services Division administers business licenses, 2% tax collections, and utility billings and payments. In addition, the division coordinates and compiles all cash receipts within the City. AUTHORIZED PERSONNEL Administration Customer Services Purchasing Division Accounting Facilities Maintenance Total FY 07/08 3 6 12 10 14 45 2007-2008 ACCOMPLISHMENTS: • FY 08/09 3 6 12 10 0 31 • • • • The Purchasing Division is responsible for the procurement of supplies, services and construction, operations of the warehouse, surplus property, the City Auction and the City’s mail and distribution services. These functions include research and specification preparation, selection and solicitation of sources, contract award and administration, inventory control, surplus property activities, including the City Auction, and training personnel in procurement procedures and Purchasing Card program. • • • • The Accounting Division manages the accounts payable, accounts receivable, grant reporting, payroll and treasury functions. In addition, Accounting coordinates the annual audit and • 65 Performed internal audits of department timekeeping and other payroll functions. Produced 2007 Comprehensive Annual Financial Report in record time – August 31, 2007. Received 26th consecutive Certificate of Achievement for Excellence in Financial Reporting. Continued to maintain favorable Standard & Poor’s bond rating. Continued to provide a Retiree Insurance Subsidy Program to enable retirees with individual medical policies to receive their retirement insurance subsidy benefit. Implemented workload redistribution to achieve cradle to grave contract administration and team focused commodity portfolios. Improved and streamlined warehouse, surplus and hazardous waste programs. Conducted City-Wide Public Agency Satisfaction Survey for the Purchasing Division. Streamlined construction contracting process through the use of Alternative Contracting Methods. Successfully completed the bid processor upgrade to significantly reduce staff process • • • • • • • time and provide for reporting module to identify measurable workload indicators. Completed Master Thinkers training for all senior staff in purchasing. Achieved Professional Purchasing Certification for 75% of the purchasing staff. Implemented online bidding process for large, surplus equipment to achieve greater return on sale of unique equipment. Represented the City of Yuma for local vendor fair. Ester Krueger, Purchasing Specialist, recognized as Trainee of the Year. Lead agency for the creation of a regional National Institute of Governmental Purchasers professional chapter. • • Establish Landlord Agreement for providing services to landlords and property management customers. Provide Faxback Business License Applications and Utility Service Applications to customers. Continue to change out existing water meters with the Automated Meter Readers and switch accounts to a monthly billing. Did You Know? • The Accounting Division has received 26 consecutive certificates of Achievement for Excellence in Financial Reporting. • • • • • • • th Received the 4 consecutive Government Finance Officers Association Distinguished Budget Presentation Award and submitted for number five. Continued to provide outreach training for City divisions that utilize the H.T.E. financial software. Wendy Wrenn, Accounting Supervisor, passed the Certified Public Accountant tests earning her CPA certification. Assisted Parks & Recreation staff in procuring and implementing a new ticketing software program for the Art Center and the Civic Center. Implemented an E-business application (Teleworks) for customers to make Utility payments online or by using our automated system by phone, submit inquiries and applications for water & sewer services over the Internet. • • • • • • • GOALS FOR 2008-2009: • • Produce and distribute the 2008 Comprehensive Annual Financial Report by August 29, 2008. Implement monthly utility billing. • • 66 Continue to streamline and improve the City procurement process by implementing a new purchasing card payment module. Formalize standard operating procedures for the purchasing, contracting, surplus and warehouse operations. Conduct a consistent and meaningful procurement training program for city staff that improves understanding of the purchasing and contracting solicitation process. Continue to streamline purchasing and contracting methodology to reduce time in process and provide improved customer service. Implement a consistent and measurable vendor outreach program to the local vendor community. Continue to seek long term contracting opportunities that allow a streamlined ordering process for city staff. Achieve 100% professional certification for the purchasing staff. Continue to provide outreach training for City divisions that utilize the H.T.E. financial software. Oversee the City’s financial situation in order to maintain or improve our bond rating. Receive the City’s 27th Certificate of Achievement for Excellence in Financial Reporting. Receive the Government Finance Officers Association Distinguished Budget Presentation Award for fifth time. Incorporate performance measures into the budget process. 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Finance Administration 259,791 314,565 315,999 308,155 Customer Services 415,129 463,869 458,418 463,704 Purchasing 599,882 634,797 606,994 627,474 Accounting 687,848 771,157 726,366 761,542 1,962,650 2,184,388 2,107,777 2,160,875 For fiscal year 2009, the Finance Department presents a budget of $2,160,875. This is a 1.1% decrease below last year’s budget and is primarily due to the movement of the facilities maintenance division out of the Finance department and into the City Administration department. GENERAL FUND 06/07 Actual Personal Services Operating 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget 1,600,970 1,773,902 1,704,630 1,776,606 361,194 410,090 402,751 383,873 - - - - 1,962,163 2,183,992 2,107,381 2,160,479 Capital Outlay FY 2008-2009 General Fund Budget (in thousands) $1,777 $384 Personnel Operating Capital Outlay HUD CDBG ENTITLEMENT GRANT FUND 06/07 Actual Personal Services 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget 486 396 396 396 Operating - - - - Capital Outlay - - - - 486 396 396 396 67 Human Resources The Human Resources Department exists to provide a full range of human resources and risk management services for municipal employers, employees and residents of the City of Yuma. The Human Resources Department consists of two divisions that service all City departments. The Human Resources Division provides a full range of Human Resource Management Services for the employees and residents of the City. These activities include recruitment, compensation and classification, compliance with employment laws, and other activities designed to enhance workplace fairness and the City’s ability to attract and retain quality employees. The Risk Management Division coordinates programs related to citywide insurance, environmental compliance, training and inspections, and safety compliance. Additionally, the division coordinates claims, handles repairs to accidental property damage, and provides Risk Management consultation to all departments. Through effective risk management practices, the division promotes the health, safety and welfare of City employees and the residents of the community and protects the assets of the City. AUTHORIZED PERSONNEL Human Resources Risk Management Total FY 07/08 11 3 14 • • FY 08/09 11 3 14 • 2007-2008 ACCOMPLISHMENTS: • During the fiscal year 2008 an employee forum was held. Two issues that surfaced were a need to review our current pay rates and our current benefits. Two task forces were set up to do an employee led review of the pay rates and benefits and tasked to make recommendations to City Administration. The committees were made 68 up of employee volunteers along with the new Human Resources Director. The committee has focused on: ¾ Revitalized the Employee Benefits Task Force with a commitment to communication and a review of current and possible changes to benefits. The Benefits committee is currently reviewing existing benefits and looking at ways to improve the benefits provided to employees of the City of Yuma. ¾ The Human Resources department is currently working with the Labor Market Study committee and has implemented a committee led labor market study. Continued to work with the YABC Board of Trustees. This will be the third consecutive year that the rates of the YABC have been stable. Changed the open enrollment process. The City of Yuma will now be utilizing existing staff to complete open enrollment process. Staff will be on site at various City locations to individually enroll each eligible employee into the health insurance/benefits plan. Employees will be able to make informed decisions about elective plans, such as flexible spending accounts and other enrollment options. Commencing in February 2007, HR implemented an internet online application/applicant tracking system called NEOGOV Insight. The new system allows HR staff to offer increased services and information. For example, applicants can search and apply for open positions 24 hours a day 7 days a week. The applicant can also apply from any location with Internet access and apply for multiple jobs or new jobs without reentering information. • • • • • • • From February through the end of the fiscal year, the City of Yuma’s Human Resources Department processed 5,128 applicants and 171 personnel requisitions. In addition, a total of 242 hires/promotions were processed through the system. In the past year, City of Yuma recovered $40,600 from responsible third parties for 53 instances of damage to City property or City personnel. Risk Management assisted employees with 180 industrial injuries. Risk Management processed 191 incidents of damage to City property. Risk Management staff investigated and handled 67 claims. Processed 341 requests for Family Medical Leave for employees or their family members. Risk Management’s training program continued to provide high quality, safety focused training to City employees. A total of 488 employees were trained in 26 topic areas. This represented a total of 1156 contact hours. Continued to receive one of the best insurance rates for City liability insurance due to the management of the risk experience ratings. • • • • • • • • • GOALS FOR 2008-2009: • • • Work to attract and recruit qualified paraprofessional and professionals to the City of Yuma. Continue to reassess the City’s hiring process to identify philosophical and • 69 technical changes that will expedite the process. Explore further the creation of a flexible benefits program for City employees to provide more employee specific adaptability of needed benefits. Review and update all of the human resources operating policies and administrative regulations to make them easier to understand and administer. Work with local and state entities to create recruitment and hiring consortiums for bringing qualified out-of-state candidates to Yuma. Develop a formal NEOGOV and hiring procedure training program for hiring department managers and/or designated department representatives who are involved in the hiring process. Create a stepby-step training manual to be given to personnel involved in the hiring process and offer NEOGOV software training in the ITS computer lab. Continue to offer one-on-one hiring process and NEOGOV training to departments on an as needed basis. Continue to assess and establish succession planning for the City. This includes developing an assessment mechanism to identify high potential employees and providing them with the necessary training and mentoring to prepare them for advancement within the organization. Continue to participate in professional human resource organizations to remain current with philosophies and approaches that will benefit the City and help us continue to be attractive and competitive. Decrease turnaround time for resolving claims against the City. Implement city-wide review process/committee to analyze all vehicle accidents and incorporate changes that will reduce these accidents. Refine City’s return to work program to decrease lost workdays for employees suffering job-related injuries. Continue to recover monies from the third parties that have caused damage or injury to City property or employees. Increase safety training for all City employees. 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Human Resource Administration 862,319 966,179 742,074 813,649 Risk Management 252,830 393,478 239,740 259,001 1,115,149 1,359,657 981,814 1,072,650 For fiscal year 2009, the Human Resources Department presents a budget of $1,072,650. This is a 21.1% decrease below last year’s budget. This is due to two suspended positions for 2009 (Employment Manager and Human Resources Technician) and reduction in various operating costs. GENERAL FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services 836,365 1,024,360 722,225 790,279 Operating 244,481 306,032 243,823 259,371 Capital Outlay 34,303 29,265 15,766 23,000 1,115,149 1,359,657 981,814 1,072,650 FY 2008-2009 General Fund Budget (in thousands) $790 $259 $23 Personnel Operating 70 Capital Outlay Community Development The Community Development Department is committed to enriching the quality of life in our community. We accomplish this with a focus on our City’s Core Values of Communication, Accessibility, Commitment and Innovation. We strongly believe in building partnerships within our community and we strive for responsible, responsive, and creative solutions to meet the needs of our customers. even with the residential slow down. A total of 23,150 inspections were conducted. The total building valuation for the year was $177,690,425 The Code Enforcement Specialists are a part of the Building Safety Division. They provide support and service for the Community Planning Division. The Community Development Department will focuses on building and development issues through the actions of its Community Planning Division and Building Safety Division. The Department continues to meet the challenge of sustaining present levels of service. The Department handles the projected $2,649,736 in revenues and manages the $3,488,060 in annual operating expenses. Staff is heavily involved in a variety of economic development projects with private business particularly regional projects like various industrial projects (new and existing companies). Customer service training and customer relations, including pre-development meetings are a major focus of the Department. AUTHORIZED PERSONNEL Administration FY 07/08 3 FY 08/09 2 Building Safety 21 22 Community Planning Total 19 43 19 43 Mimi’s Café The Community Planning Division meets with customers, handles requests for rezoning and subdivisions, and addresses needed changes to the zoning or subdivision codes. Long Range Planning staff prepares updates to the General Plan, new or revised policies to guide the City's growth. Staff reviews over 600 business license applications annually and assists customers through more than 400 annual pre-development meetings. The planners provide staff support to The Building Safety Division provides services needed for the over $200 million dollars in anticipated annual construction. Staff meets with the public, reviews building plans, issues building permits, performs inspections of construction, and ensures Council adopted codes are enforced. This last year the Building Safety Division processed over 5,199 permits; plans reviewed were at an impressive 3,000 71 the Planning and Zoning Commission, Design Review Commission, Historic District Review Commission and Hearing Officer. GOALS FOR 2008-2009: • • 2007-2008 ACCOMPLISHMENTS: • • • • • • • • • • • • • • • • • • Processed approximately 200 new planning and zoning cases including 30 residential, commercial, and industrial subdivisions. Initiated the process for reformatting the zoning code. Began work on a zoning code text amendment known as the Smart Growth Overlay (SGO) District, which encourages a pedestrian-friendly mix of uses in New Urbanism style development. Held over 400 pre-development meetings with customers inquiring about land use & development requirements for developing in the City. Our model for pre-development meetings has been adopted by the Yuma County Development Services Department, enhancing communication with County staff. Resolved balloons-as-signs safety issues for air and vehicular traffic. Administered Citywide Development Impact Fees. Updated Fire Services and Facilities Plan. Issued 533 residential dwelling permits (240 single family, 31 multi-family units and 262 manufactured homes and park models). Performed 3,167 building plan reviews. Total building valuation for 2007 was $177,690,425. Adopted the 2006 International Mechanical Code, 2006 International Fuel Gas Code and 2006 International Plumbing Code. Performed over 23,150 inspections for 5,199 permits. Adopted a minimum standard for energy efficiency for residential construction. Cross trained residential building inspectors to work as code enforcement inspectors. Initiated a comprehensive commercial plan submittal check list, transmittal form, and prescreen process for more consistent and complete plan submittal. Investigated 2500 Code Enforcement complaints/inquiries. Finish reformatting the zoning code. Continue the comprehensive sign enforcement program and sustain consistent compliance. Continue to encourage citizen involvement in Neighborhood Meetings. Holiday Inn Express • • • • • • • • • • • 72 Complete the update of the Bicycle Facility Plan. Initiate a General Plan amendment for the B&C Colonia area. Participate in the Statistical Areas Update for Census 2010. Initiate the decennial comprehensive General Plan update (due to voters 2012). Complete the Land Use Density and Intensity Plan for properties located within 1 mile of the Barry M. Goldwater Range. Maintain full staff certification in all disciplines of plan review, inspection, and enforcement. Purchase and implement new permitting software for better customer service. Review performance and continue with the Contractors Inspection Program for lathe, drywall, and roof sheathing inspections. Continue to conduct “Talk in the Field” meetings for problem solving with our building and design community. Update the eight International Code Council construction codes to the 2009 series. Continue the proactive approach to code enforcement for a safer better looking community. LOOKING AHEAD approach each challenge in cooperation with its partners internal and external to the City. The Community Development staff will continue to improve its procedures in order to effectively execute City Council’s goals in accordance with adopted policies, plans, and ordinances. The Community Development Department submits its budget in conformance with the City Administrator’s budget guidance and with the focus on the City’s vision of ensuring Yuma is a community that is livable and competitive. The Community Development Department will continue to look to the future and will proactively 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Community Development 474,189 379,174 377,052 397,952 Building Safety 1,528,465 1,689,474 1,623,969 1,618,671 Community Planning 1,121,108 1,554,223 1,318,575 1,471,437 3,123,762 3,622,871 3,319,596 3,488,060 Overall the department is asking for General Fund support of $3,488,060. Two suspended positions (Building Inspector and Senior Planner) for 2009 and various reductions to operations contribute to the 3.7% reduction. GENERAL FUND 06/07 Actual Personal Services 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget 2,575,564 2,912,284 2,786,371 2,832,258 Operating 507,927 696,927 528,025 482,750 Capital Outlay 40,271 13,660 5,200 173,052 3,123,762 3,622,871 3,319,596 3,488,060 FY 2008-2009 General Fund Budget (in thousands) $2,832 $483 $173 Personnel Operating 73 Capital Outlay Public Works The Public Works Department is committed to providing safe, effective and environmentally sound public services including street maintenance and repairs, residential solid waste collection and fleet services. We pledge continuous improvement through high performance, customer service, communication, training and working together for the needs and requirements of the citizens and visitors of Yuma, as well as our neighboring communities. The Streets and Solid Waste Division maintains city streets, and is responsible for solid waste pickup. Street employees provide maintenance and repair of the transportation infrastructure. The City of Yuma’s paved roads consist of 310 centerline street miles. Some of the street services include: • • • • • • Fleet Services manages and provides preventive maintenance on a fleet of 724 vehicles and equipment. Also provided is technical, preventive maintenance, and fuel services to other local municipalities and nonprofit organizations. 2007-2008 ACCOMPLISHMENTS: Code Enforcement Compliance Right-Of-Way Maintenance Asphalt Maintenance Street Traffic Control Street Sweeping Concrete repairs for sidewalks, curbs & gutters AUTHORIZED PERSONNEL Fleet Services FY 07/08 21 FY 08/09 21 Solid Waste 17 17 Street Maintenance 56 56 94 94 Total Fleet Services • Completed the purchase and in-service of the new and replacement vehicles and equipment scheduled for fiscal year 2008. • Provided transmission rebuilding and hydraulic system diagnosis training for employees. • Completed the upgrades to the truck wash facility and a new shade structure at the Fleet Services building to sustain operations. Solid Waste services 19,968 Residential Customers and 561 Commercial Customers. This division is also responsible for the recycling and environmental programs such as the annual Neighborhood Clean Up campaign, Christmas Tree Recycling Program, and the Yuma Area Household Hazardous Waste. 74 GOALS FOR 2008-2009: Streets and Solid Waste • Street crews installed pavement markings and signs to add another right hand turn lane on 32nd Street and 4th Avenue. • Traffic crews responded to 552 road hazard calls. • During the 2007 Neighborhood Clean Up, Solid Waste crews disposed of 902 tons of waste, recycled 206 refrigerators and 2,968 tires. • Crack sealed and slurry sealed 35 miles of roadway. • Added 1 mile of sidewalk to Pacific Avenue. • Participated in 2007 Take Pride in America clean up project. • Integrated recycling with Household Hazardous Waste Program. • Implemented a recycling drop off site. Fleet Services • Continue to provide support services for all City departments and divisions. • Continue to work on developing service level agreements for all of Fleet Service’s customers. • Continue to support staff certification in ASE and in Fleet Management Certification. • Commence redesign and construction of a new Fleet Maintenance Facility as part of a Municipal Service Complex. Did You Know? The average police vehicle starts as a “Plain Jane” Ford Crown Victoria police sedan until we install over $12,000 worth of lighting and other equipment before it’s ready for the street. Streets and Solid Waste • Research the efficiency and the possibility of expanding recycling programs. • Complete the Street and Solid Waste website to allow for reporting of potholes, streetlight repairs and collection concerns • Work with the Strategic Communication Division to market divisional projects with the citizens of Yuma. • Complete overall street condition inspection and analysis. • Establish satellite locations for maintenance support. • Improve and or sustain the current level of public service. 75 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Public Works Administration - - 85,351 60,496 Lot Cleaning 17,802 139,936 38,652 94,809 Street Maintenance 2,903,746 3,282,701 3,244,000 3,588,820 Street Lighting 675,265 609,003 602,966 624,771 Street Sweeping 607,246 690,606 625,436 750,989 Traffic Signs & Striping 603,632 784,178 733,605 742,103 879,887 969,502 969,002 781,022 483,062 478,148 493,551 499,439 905,543 1,108,568 1,031,000 1,599,387 Pathways & Trails 107,733 119,452 90,003 83,320 Solid WasteResidential 2,956,603 3,396,514 3,320,629 3,259,666 Uncontained Waste 362,794 429,331 418,689 375,373 Recycling 25,260 49,611 48,012 80,525 Fleet Services 3,778,562 3,679,045 3,926,789 3,995,899 Fleet Parts 157,659 188,619 165,156 170,897 14,464,794 15,925,214 15,792,841 16,707,516 Storm Drain Maintenance Curbs, Gutters & Sidewalks Retention Basin Maintenance The 2008-2009 Public Works Budget has increased $782,302, 4.9% from the previous year. This increase is due to the movement of the Retention Basin Maintenance division and Pathways & Trails division out of the Parks and Recreation department into Public Works, escalating cost of operation and maintenance of existing city infrastructure, increase in wages. The Public Works Department will continue to look to the future and will proactively approach each challenge in cooperation with its partners internal and external to the City. The Pubic Works Department submits its budget in conformance with the City Administrator’s budget guidance and with the focus on the City’s vision of ensuring Yuma is a community that is livable and competitive. 76 EQUIPMENT MAINTENANCE FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services 1,149,403 1,291,991 1,227,195 1,254,121 Operating 2,720,866 2,436,173 2,714,556 2,886,275 65,951 139,500 150,194 26,400 3,936,221 3,867,664 4,091,945 4,166,796 Capital Outlay FY 2008-2009 Equipment Maintenance Budget (in thousands) $2,886 $1,254 Personnel $26 Operating Capital Outlay HIGHWAY USER REVENUE FUND (HURF) 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services 2,490,689 2,910,917 2,869,355 2,933,416 Operating 3,508,069 3,917,157 3,825,864 4,067,223 171,882 126,000 44,000 104,000 6,170,641 6,954,074 6,739,219 7,104,639 Capital Outlay FY 2008-2009 HURF Budget (in thousands) $4,067 $2,933 Personnel $104 Operating 77 Capital Outlay SOLID WASTE FUND 06/07 Actual Personal Services Operating 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget 852,721 983,057 962,019 1,019,321 2,491,936 2,867,399 2,802,411 2,696,243 - 25,000 22,900 - 3,344,657 3,875,456 3,787,330 3,715,564 Capital Outlay FY 2008-2009 Solid Waste Fund Budget (in thousands) $2,696 $1,019 Personnel Operating Capital Outlay CITY ROAD TAX FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services 351,015 469,268 430,767 422,044 Operating 450,558 685,252 668,342 1,282,473 Debt Service 201,647 - - - Capital Outlay 10,056 73,500 75,238 16,000 1,013,276 1,228,020 1,174,347 1,720,517 FY 2008-2009 City Road Tax Fund Budget (in thousands) $1,282 $16 $422 Personnel Operating 78 Capital Outlay Utilities Department Our goal, and highest priority, is to ensure the delivery of a reliable drinking water supply of the highest quality and the most efficient environmentally sound reclamation of Yuma's wastewater. The Water Treatment Section uses Colorado River water and water from wells to produce the continuous supply of drinking water necessary to meet the needs of Yuma's residents, businesses, and industries. Drinking water treatment occurs at two locations: The Main Street Water Treatment Facility and the Agua Viva Water Treatment Facility. Producing drinking water for the Yuma area since 1892, the Main Street facility is thought to be one of the first water plants west of the Mississippi River to filter its water. This facility uses the Colorado River as the source for about 97% of Yuma's drinking water. Put into operation in 1983, the Agua Viva facility currently uses ground water to provide about 3% of Yuma's drinking water and is in the process of a major expansion. The Utilities Department is divided into two divisions: Treatment and Systems. The Treatment Division includes water and wastewater treatment, industrial discharge pretreatment, cross-connection control and laboratory services. The Systems Division includes water distribution, wastewater collection, and systems customer service. Consistent with its goal, the Utilities Department provides excellent customer service through trained and knowledgeable employees who possess a sense of duty to our customers. The Utilities Department has 133 authorized employees, of which more than half possess an Arizona Department of Environmental Quality issued license for the highly specialized work they perform on a daily basis. These employees are highly skilled, motivated and take great pride in their abilities to provide services at a level that consistently exceeds state and federal requirements. AUTHORIZED PERSONNEL Administration FY 07/08 9 FY 08/09 9 Water 72 72 Wastewater 52 52 Total 133 133 Functions The Wastewater Treatment Section operates three treatment facilities to reclaim the wastewater produced by Yuma's residents, businesses and industries. In operation since early 1970, the Figueroa Avenue facility is the oldest and the largest of these treatment plants. Operating under very strict Federal and State permits, this facility turns over 80% of Yuma's The Treatment Division manages the City's drinking water production and wastewater treatment. This division also ensures compliance with EPA's Clean Water Act, Safe Dinking Water Act, and biosolids regulations via Industrial Pretreatment, Cross Connection Control and the Environmental Laboratory. 79 The Utility System Division monitors the installation, maintenance, and repair of the Cityowned water transmission and distribution system, wastewater and storm water collection systems, and water metering and reading systems. wastewater into high quality treated effluent which is discharged into the Colorado River. The smallest facility, Jackrabbit Mesa, and the newest facility, Desert Dunes, treat the remaining 20% of Yuma's wastewater. Within the Systems Division, the Transmission and Distribution Section is responsible for assuring our customers receive the treated water from our treatment, storage and pumping facilities with a reasonable pressure and maintain good water quality twenty-four hours a day delivered to our customers' tap. The system (water infrastructure) consists of more than 500 miles of transmission/distribution pipe, with over 13,000 valves and more than 3,100 fire hydrants and some 28,000 water meters. There are four pressure zones within our system. The system transmission/distribution lines (pipes) range from 2 inches to 48 inches in diameter. The pipes are made from various materials such as concrete, steel PVC or other material. The age of the pipes and valves are from 50+ years old to newly installed. Because of the age of a majority of our infrastructure, leaks and breaks do occur. The Pretreatment Section manages a federally approved program which protects Yuma's wastewater infrastructure and resources. By working with commercial and industrial facilities that discharge wastewater into the City's collection system, issuing permits and enforcing compliance, this section ensures that the City of Yuma meets environmental regulations set up by the State of Arizona, and the United States Environmental Protection Agency. The Cross Connection Control Section protects Yuma's drinking water from contamination by ensuring that the proper steps are taken to prevent foreign material from homes, businesses and industries from entering the drinking water system. This section investigates water quality complaints and reported crossconnection incidents, and ensures that required backflow prevention devices are properly installed and regularly tested. The Laboratory Section collects and analyzes a wide variety of samples of river water, well water, our drinking water, and our wastewater. Results of their testing verifies the City's compliance with numerous environmental and health regulations and are reported to a variety of agencies including the Unites States Environmental Protection Agency and the Arizona Department of Environmental Quality. The Laboratory is the primary point of contact for customer concerns and complaints about drinking water safety and quality. Our employees are on call twenty-four hours a day to repair line breaks or leaks. This section maintains a valve exercise program, a water quality flushing program and also flush lines due to water complaints and or during construction projects. This section also installs new water services and water meters. 80 The Utilities Administration Section provides professional clerical support for the Public Works, Utilities, and Engineering Departments. The Wastewater Collection System Section is responsible for assuring the wastewater collection system is properly maintained and free flowing twenty-four hours a day. This system (wastewater collection infrastructure) consists of over 310 miles of sanitary sewer collection lines and force mains with over 4,400 sanitary sewer manholes. 2007-2008 ACCOMPLISHMENTS • The wastewater collection system lines range from 6 inches to 36 inches in diameter. This section is responsible for cleaning and inspecting via Closed Circuit TV (CCTV) the wastewater collection lines and inspects all sanitary sewer manholes. They also annually inspect (CCTV) some 225 miles of storm water lines. Blue stake requests are completed in a timely manner and this section also assists the transmission/distribution section with emergency water leaks. Customer complaints of stoppages, odors and vermin are also resolved promptly. • • • The Customer Service Section is responsible for all aspects of metering, water and sewer system connections and permits, and utility billing support. This section is comprised of three groups; Field Customer Service, Meter Services and Utility Rates Services. • • • • The Field Customer Service group take care of all water service connects and disconnects (scheduled, emergency, and non-pays), high bill complaints, on-site customer assistance, new customer sign-ups, thefts of service. Meter reading, Automated Meter Reading (AMR) applications, construction roving meter reading, backflow device installations and testing for roving meters, meter tests, utility service history reviews are all duties of the Meter Services group. 81 Digitally inspected 85 miles of sanitary sewer mains and marked off over 3,600 laterals to assist customer connections and repair. Cleaned 110 miles of sanitary sewer out of 324 miles in the City of Yuma. Spent filter backwash water discharged from the Main Street Water Treatment Plant to the East Wetland via an AZPDES Discharge permit granted the Net Ecological Benefit provisions. This project has been nominated for several state and national awards. Figueroa Avenue Wastewater Treatment Facility AZPDES permit requirements negotiated. Partnered with Department of Water Resources to implement the Rinse Smart program to conserve water at restaurants by changing our old high volume spray nozzles to a more efficient low volume high pressure nozzle. Recovered $778,000 in cost of service charges. 7 air Quality Permits obtained (6 general and 1 individual). Water Outreach organized and planned with other entities the Water Festival for over 500 4th graders. • • • • • • • • • • GOALS FOR 2008-2009 Initiated construction of the Aeration Basin Upgrades. Processed 3,090 water, wastewater, industrial waste and biosolid samples for compliance and process control purposes. Participated in the bi-monthly USDA pesticide monitoring. Responded to 101 water quality complaints or inquiries. Continued Automated Meter Reading (AMR) installations with 10 routes now fully AMR. Began the pilot project for release of the Water Meter Monitor unit for AMR customers to track their own usage. Responded to 475 reported water leaks. Made 73 water main repairs. Responded to 647 after hour call-outs. Performed annual maintenance on 3,017 fire hydrants, repaired 34 and replaced 13. • • • • • Facilitate the construction, as well as all offsite transmission main work, in order to meet the goal of adequate water supply and pressure for the citizens of Yuma. Meanwhile, the construction of the Agua Viva 24 million gallon-per-day filter membrane plant is ongoing until its completion date in late 2008. Continue water and wastewater systems modeling. Prepare for growth, indicate systems deficiencies, and provide recommendations for sizing and placement of City owned facilities through the integrated water and wastewater master plan. Continue update of the Department's 2008 Facilities Plan. Expand the Department's public outreach efforts. The Department intends to create an educational plan that will provide our customers with information on who we are, what we do, and the value of the services we provide. Did You Know? Although many Arizona cities have tried, Yuma’s project to discharge filter backwash water to the East Wetlands is the first and only project ever accepted by ADEQ under the Net Ecological Benefit provisions, even though the provisions have been part of Arizona state law for years. 82 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Utilities Administration 2,080 - - - Water Administration 6,445,889 7,569,871 13,957,856 14,148,280 Water Treatment Plant 4,510,067 5,971,169 5,644,488 7,100,071 1,639,558 1,620,975 1,590,017 1,747,733 1,281,640 1,299,466 1,353,572 1,370,260 Water Transfer 67,470 95,749 93,327 104,097 Transmission and Distribution Water Customer Service Water Lab 179,590 292,066 270,580 293,716 Wastewater Administration 4,899,462 4,724,841 6,566,014 6,509,942 Wastewater Treatment 5,059,940 5,799,085 5,749,353 6,252,314 Wastewater Collection System 780,031 829,610 733,740 968,101 Pretreatment 362,560 411,217 400,204 488,928 Wastewater Lab 183,567 283,750 257,669 337,610 25,411,854 28,897,799 36,616,820 39,321,052 The fiscal year 2009 Utility Budget has increased $12.2 million from the previous year. This increase can be directly attributed to several things: • • • • • Increased debt costs for new 2007 bond issue. Escalating costs of operation and maintenance of existing city infrastructure and facilities. Expansion of existing infrastructure and facilities. New facilities to address growth and ever increasing demand. A host of existing and new regulatory requirements addressed in the Clean Water Act and amendments. The Utilities Department will continue to look to the future and will proactively approach each challenge in cooperation with its partners, internal and external, to the City. The Utility Department submits its budget in conformance with the City Administrator's budget guidance, with the focus on the City's vision of providing safe and reliable water and wastewater services. 83 WATER FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services 3,438,283 3,941,924 3,825,230 3,987,119 Operating 5,714,643 7,623,767 7,274,087 8,483,691 Debt Service 435,971 436,178 7,057,041 7,273,986 Capital Outlay 275,468 121,633 30,110 339,184 9,864,364 12,123,502 18,186,468 20,083,980 FY 2008-2009 Water Fund Budget (in thousands) $7,274 $8,484 $339 $3,987 Personnel Operating Debt Service Capital Outlay WATER TRANSFER FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services 50,054 63,727 64,065 63,727 Operating 17,416 32,022 29,262 40,370 Debt Service - - - - Capital Outlay - - - - 67,470 95,749 93,327 104,097 WATER CAPACITY FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services - - - - Operating - - - 78,671 Debt Service 3,319,911 3,794,159 3,794,159 3,640,557 Capital Outlay - - - - 3,319,911 3,794,159 3,794,159 3,719,228 84 WATER SYSTEM DEVELOPMENT FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services - - - - Operating - - - 30,733 Debt Service 872,470 835,886 835,886 826,119 Capital Outlay - - - - 872,470 835,886 835,886 856,852 WASTEWATER FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services 2,494,188 2,776,730 2,819,673 2,959,660 Operating 5,311,307 5,846,583 5,567,539 5,966,350 Debt Service 298,825 298,834 2,277,012 2,342,416 Capital Outlay 195,960 139,300 55,700 159,600 8,300,280 9,061,447 10,719,924 11,428,026 FY 2008-2009 Wastewater Fund Budget (in thousands) $5,966 $2,342 $160 $2,960 Personnel Operating Debt Service 85 Capital Outlay WASTEWATER CAPACITY FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services - - - - Operating - - - 133,614 Debt Service 2,978,527 2,978,488 2,978,488 2,978,488 Capital Outlay - - - - 2,978,527 2,978,488 2,978,488 3,112,102 WASTEWATER SANITARY SEWER INTERCEPTOR FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services - - - - Operating - - - 8,199 Debt Service 6,537 6,568 6,568 6,568 Capital Outlay - - - - 6,537 6,568 6,568 14,767 APPROPRIATED GRANTS FUND 06/07 Actual Personal Services Operating Capital Outlay 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget - - - - 214 2,000 2,000 2,000 - - - - 214 2,000 2,000 2,000 86 City Engineering Department The City Engineering Department is committed to administer, monitor and coordinate a comprehensive 10-year Capital Improvement Program that incorporates adopted Council goals and policies, City infrastructure requirements and the needs of the general public. City Engineering provides inspection of outside public works construction projects such as subdivisions, and monitors the execution of encroachment permits as well as coordination of traffic control maintenance. City Engineering is also responsible for the implementation/collection of and coordination of City Council’s adopted Development Fee. The City Engineering Department develops, designs, and coordinates the Capital Improvement Program and its coordination with private development, in order to meet environmental, design, funding and public safety requirements. • • City Engineering Department will continue to provide these services as part of the overall Public Works activities provided by the Department, which consist of Capital Improvement Program Administration, Development Engineering, Traffic Engineering and Traffic Signals. AUTHORIZED PERSONNEL • • • • FY 07/08 FY 08/09 Engineering 35 35 • Development Engineering 5 6 • Street Signals 5 5 45 46 Total • • Functions The City Engineering Department provides the following services: • • • Support for the Capital Improvement Program through Plan and Specification 87 preparation, utility company coordination, processing of ADEQ documentation and asbuilt plan preparation. Production and administration of a comprehensive 10-year Capital Improvement Program. Monitor and coordinate Capital Improvement Program activities. Provide support for the Capital Improvement Program and development community with Project Management and coordination. Update water/sewer/storm sewer atlases with newly-constructed facility information. Update Standard Specifications and Standard Details for construction. Develop, track and maintain water and sewer extension payback agreements. Maintain and expand State Plane coordinate system within City limits. Maintain and expand a network of City benchmarks to Federal standards within City limits. Provide CADD support for engineering activities and other City departments. Monitor and inspect activities within City right-of-way to include review and issuance of encroachment permits. Coordinate with Arizona Department of Transportation in linking of traffic signalization. Provide inspection services to private development for street construction. • • and Avenue A and between 16th Street and 19th Street. Implementation of Capital Improvement Program related Development Agreements. Property acquisition services (appraisals, environmental assessments, escrow, boundary surveys). GOALS FOR 2008-2009 • Did You Know? The City of Yuma issued 603 encroachment permits, allowing private construction in city street right-of-way, • • • • • • Improve execution of the planning, design, and construction activities on the anticipated 180 projects in the Capital Improvement Program. Improve coordination and inspection activities between private development and public construction. Initiate design of at least 5 miles of arterial street improvement projects. Coordination of flood control facilities with Yuma County Flood Control District. Develop interconnected traffic control system to improve traffic flow through town. Continue the Traffic Advisory Group functions and respond promptly to citizen concerns. Review Development Plans and Specification for adherence to City codes/requirements. 2007-2008 ACCOMPLISHMENTS • • • • • • • • • Completed or contracted over $100 million in project design, construction, and inspection that allowed the City to better serve its citizens and visitors. Completed Water Transmission Line installation and pavement reconstruction of Avenue B – from 8th Street to 16th Street. Completed Water Transmission Line installation and pavement upgrade of Avenue B – from 16th Street to 8th Street. Completed Water Transmission Line installation along 24th Street – Avenue B to Avenue D. Completed the Main Street reconstruction and re-opening – Giss Parkway to 1st Street, along with the development of Gateway Park. Contracted for the 24 MGD expansion of the Agua Viva Water treatment Plant. Contracted for the Widening and Reconstruction of 24th Street – Avenue 6E to Avenue 9E, along with the pavement replacement of Araby Road – I-8 to Gila Gravity Canal. Completed the reconstruction of neighborhood streets, between 4th Avenue • • • • • • • • 88 Assist in planning for the turnover of roads to the City from the Arizona Department of Transportation scheduled in conjunction with Area Service Highway completion. Construct Smucker Stormwater Impoundment Facility (Dam). Complete Avenue A reconstruction and widening between 16th Street and 24th Streets. Complete the reconstruction 24th Street between Avenue 6E and Avenue 9E, along with Avenue 7E between 16th and 24th Streets. Commence 32nd Street reconstruction between Avenue A and Avenue B. Construct Avenue 7E, between 24th Street and 16th Street. Commence reconstruction and widening of 16th Street – Arizona Avenue to Yuma Palms Parkway. Commence reconstruction and widening of Avenue 3E – 32nd Street to Gila Ridge Road. Completion of Figueroa Water Reclamation Facility aerator upgrades, as well as initiation of other process-related improvements to insure City compliance with State and Federal requirements. • • • Completion of Saguaro Estates pavement and water service line upgrades. Completion of Madison Avenue infrastructure upgrades and extensions – 3rd Street to Pivot Point. • Complete design of 16th Street widening and improvement plans – 6th Avenue to Arizona Avenue, including the 4th Avenue intersection. Reconstruct neighborhood streets and waterlines: • 15th Avenue – Magnolia Avenue from 2nd Street to 8th Street • Villa Hermosa Subdivision, along with 20th Street 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Engineering 1,073,142 1,219,546 1,234,780 2,264,687 Development Engineering 245,072 446,370 287,619 356,706 Traffic Signals 649,039 884,475 986,147 937,723 1,967,253 2,550,391 2,508,546 3,559,116 The fiscal year 2009 City Engineering Budget has increased $1,008,725, 39.6% from the previous year. Contributing to the increase is a change in the accounting of personnel’s labor costs to capital improvement projects. Before, labor charges were funded entirely out of the Engineering budget with a credit coming in from capital improvement funds to offset these expenditures. Starting in fiscal year 2009, personnel will directly charged to the various funding sources and subsequent overhead credits will be eliminated. The City Engineering Department also has one suspended position (Development Fee Specialist) suspended for 2009. City Engineering Department will continue to look to the future and will proactively approach each challenge in cooperation with its partners, both internal and external to the City. The City Engineering Department submits its budget in conformance with the City Administrator’s budget guidance and with the focus on the City’s vision of ensuring Yuma is a community that is livable and competitive 89 GENERAL FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services 228,210 426,476 272,076 332,875 Operating 16,862 19,694 15,380 23,831 - 200 163 - 245,072 446,370 287,619 356,706 Capital Outlay FY 2008-2009 General Fund Budget ( in t ho us a nds ) $333 $24 Personnel Operating Capital Outlay HIGHWAY USER REVENUE FUND (HURF) 06/07 Actual Personal Services 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget 1,010,535 1,234,330 1,348,196 1,933,472 Operating 588,628 692,041 603,938 967,388 Capital Outlay 123,018 177,650 268,793 301,550 1,722,181 2,104,021 2,220,927 3,202,410 FY 2008-2009 HURF Budget (in thousands) $967 $1,933 $302 Personnel Operating 90 Capital Outlay Parks and Recreation Department The Parks and Recreation Department provides opportunities for learning and life experiences that enhance the physical, social, cultural, and environmental well being of our community. We serve a diverse cross-section of citizens and visitors through the provision of programs, services, and facilities that encourage the development of positive, lasting value systems, and self-esteem. The Arts & Culture Division advances the arts by providing distinct opportunities for community participation and artistic growth. The Parks and Recreation Department consists of seven areas that serve the public: The Administrative Division, Arts and Culture Division, Desert Hills & Arroyo Dunes Golf Shops and Putter Inn Restaurant, Parks Development Division, Parks and Golf Course Maintenance Divisions, Recreation Division, and the Yuma Civic Center. The Yuma Art Center is the catalyst for that artistic growth in our community. We seek to increase involvement in the arts through diverse The Administrative Division oversees the various administrative functions that keep our Department running smoothly. Customer service staff offers clerical support to staff and customer service in the form of registration for programs and ramada rentals, functioning as a center of information for Parks and Recreational activities in the community. With the addition of the Parks and Recreation Website and online registration capabilities, customers now have information at their fingertips and registration is made easier and more convenient. AUTHORIZED PERSONNEL Administration Parks Maintenance Parks Development Recreation Arts and Culture Civic Center Golf Course Maintenance Golf Courses Total FY 07/08 11 71 2 11 8 9 12 8 132 San Pasqual School Tour at the Art Center FY 08/09 10 71 2 12 9 9 12 8 133 cultural programming targeting a broad audience. Support is extended to arts groups and artists by creating a climate conducive for local artistic development through the priority offering of the facility for non-profit arts use at rates far below the national average. Additional support is offered through the Commission’s Arts Project Grants Program. Advocacy is strengthened by working with the City of Yuma Arts & Culture Commission, Public Art Committee, and Performing Arts Committee. These groups help to gather input on public desires and to be the public face for arts 91 along the streets, parking lots and shade structures within these boundaries. The Division also provides support services to events that happen in the downtown area. The Baseball Complex Division is responsible for all grounds maintenance at the Ray Kroc Complex and provides support services for the special events held at the facility. The Desert Hills Golf Course Maintenance Division provides grounds maintenance services to the 155-acre championship style golf course, rated 3.5 stars by Golf Digest Magazine. Arroyo Dunes Golf Course Maintenance Division provides grounds maintenance services to the 40-acre, par-three style golf course. support. In working to continually expand our outreach, we are building community awareness through local media partnerships in both English and Spanish. Our vision is for all members of our community to live creative lives by being a part of the arts in Yuma. The role of the Desert Hills Golf Course Shop, Putter Inn Restaurant, and Arroyo Dunes is to provide a memorable life experience in a relaxing, environmentally friendly atmosphere. We offer excellent facilities and opportunities to the community and visitors, which encourage socializing, competing, exercising and learning. The Parks Development/Urban Forestry Division is responsible for the development of new parks facilities. While the main effort has been on the park developments along the Riverfront, including the West Wetlands and Gateway Park projects, the Division also handles planning for all new park developments in the City. This includes the Smucker Park expansion and the James P. Deyo Complex adaptive re-use project. The Division also focuses on maintaining the City’s urban forest and provides outreach and education to citizens regarding proper tree care. Did You Know? Graffiti abatement is up about 114% over last year! The Graffiti abatement program abated over 1,817 cases of graffiti throughout the City of Yuma in 2007. Response time on graffiti abatement is usually within 24 hours of being reported. Stewart Vincent Wolfe Playground Jr. Golf Camp at Desert Hills Golf Course There are seven divisions that make up Parks and Golf Course Maintenance. The Maintenance Division oversees the operation and provides daily maintenance of over 600 acres, which consists of: 31 parks/neighborhood parks, nine athletic complexes, two golf courses, grounds surrounding 19 City buildings, one gymnasium, three outdoor basketball courts, and five sand volleyball courts. Building Maintenance Specialists are used throughout the City to provide building maintenance such as HVAC, plumbing, electrical, and carpentry. The Downtown Mall Maintenance District consists of: Giss Parkway north to First Street, and Madison Avenue east to Gila. Staff maintains this entire area, including the right-of-way and planters The Recreation Division consists of six areas: Recreation General, Senior Adult programming, Adult programming, Youth programming, Outdoor Recreation and Aquatics. Recreation General oversees the management of the entire division. Senior Adult programming, held primarily at the North End Community Center, (formally known as the Adult Center) and also at various other locations seasonally, serves adults 50 years of age and over, providing activities including arts and crafts, educational classes, fitness, dance, pool shooting, competitive games, and sports programs. 92 events that occur at the Center and Baseball Complex each year. Adult programming includes volleyball, basketball, in-line hockey, year-round softball leagues, and tournaments, instructional programs, fitness, and arts and crafts programs. Over the past year, an emphasis has been placed on providing instructional programs that families may sign–up for together. Did You Know? The Yuma Square and Round Dance Association has held their Square and Round Dance Festival at the Civic Center annually since 1975. Youth programming offers a variety of sports, recreational, and instructional opportunities for youth of all ages. In addition to the City-run activities, a strong component of the Parks and Recreation Department is the partnership between Co-Sponsored youth sports organizations and the City. Yuma Civic Center Hosts the Annual Family Event The Recreation Division also offers outdoor recreational opportunities such as canoeing, kayaking, and outdoor education programs for all ages. Aquatics programs include the operation and maintenance of three municipal pools. Fitness and swim programs are offered, as well as Learn-to-Swim lessons during the summer. Adaptive Recreation programming for special needs participants is offered year-round. The Yuma Readiness and Community Center, a joint-use facility between the Arizona National Guard and the City of Yuma, is a full service recreational facility, offering program registration and ramada rentals, plus recreational programming for the entire community. The Martin Luther King Jr. Teen Center, offers teens grades 7th thru 12th, a safe, supervised, and fun place to recreate with daily activities scheduled. 2007-2008 ACCOMPLISHMENTS: Arts and Culture Division • Provided the arts curriculum during classroom hours for Carpe Diem Academy at the Yuma Art Center. • Partnered with schools & educators to program student art exhibits on 2nd floor of the Art Center. • Hosted the very successful Kid’s Summer Art Camp in both the visual and performing arts. • Administered the City of Yuma Arts & Culture Commission Arts Project Grant cycle, awarding $42,306 in LTAF funding to 10 arts non-profits organizations. • Produced the following annual events: Tribute of the Muses Award, Children’s Festival of the Arts, Performing Artist Series, Roxaboxen Festival, and Yuma Symposium. • The partnership with the Yuma Private Industry Council continued with students completing a vibrant mural at Kennedy Skate Park. • Partnership with The Sun continued on the Sun Cinema Series and in-kind advertising and promotion for the Yuma Art Center. • Added to the City’s Permanent Art Collection with a mural created by Jason Stillman in the Parks and Recreation lobby. The Yuma Civic Center and Ray Kroc Baseball Complex serves the Yuma region by providing flexible facilities for diverse events. As the only venue capable of hosting the largescale community and private events where we all gather and build connections, it excels as Yuma’s premiere event place. The facility has touched the lives of countless citizens and visitors and is the venue of choice for many of Yuma’s most popular events: Midnight at the Oasis, the Home and Garden Show, World Wrestling Entertainment, Rotary Sausage Fry, Padres Spring Training, and Yuma PLAY Day. The Civic Center is also an important venue for cultural and business exchange, internationally as well as locally, by hosting events such as the annual Mexicali Expo and the Yuma Business Expo. The Civic Center division provides event coordination, expertise, support, implementation, and facility maintenance for the large variety of 93 • • • • Received 2 grant awards from Arizona Commission on the Arts. Operated the Art Van program that offered art programming at parks and special events to reach beyond the Art Center. Produced the first “Summer Six Pac” with continuous programming for 6 weeks in the Yuma Art Center. Facilitated the completion of the Lane Mural in Historic Downtown Yuma. New Ramadas at Gateway Park • Added spoils from City road projects to Riverside Park renovation area for future park development. • Completed first phase of the tree trail and designed and installed new benches for new rest area at the West Wetlands Park. • Held 2nd annual Tree and Landscape Expo. • Started mapping City Trees and inputting them into GIS system. Parks and Golf Maintenance Divisions • Installed new post and cable fence at Smucker Park on the upper east parking lot and along the lower west road. • Added new 60’x 20’ warm-up areas at Woodard Athletic Complex. • Installed new security fence at Centennial Junior High School. • Installed new removable volleyball posts at Sanguinetti Memorial Park. • Sealed and painted all cracks at Cibola High School Tennis Courts. • Constructed new brick scorekeeper benches behind fields 1, 2, and 3 at Elena Orendain Curtis Complex. • Parks Maintenance took over eight new Neighborhood Parks for a total of 40 acres. • Abated 1,817 of case of graffiti in 2007. • Installed new playground and shade cover for the Ponderosa Neighborhood Park. • Accepted the maintenance for the new 10 acre Gateway Park. • Provided set-up and tear-down to several events at Downtown Mall. • Installed shade covers over dug outs at Centennial Middle School. • Constructed and installed steel security gates north of the Riverside Outdoor Education Center, at Riverside Park. Art Center Summer Six Pac – Taiko Drum Workshop Desert Hills/Arroyo Dunes Golf Courses and Putter Inn Restaurant • Remodeled the inside of Desert Hills Golf Course and Putter Inn Restaurant with new paint and carpet. • Remodeled the Putter Inn bar area with new bar top, liquor shelves, new bar stools, and grill room seating. • For the fourth year in a row, revenues at Desert Hills Golf Course have covered operating expenses. • Held 3 Junior Golf Clinics over the summer with over 250 children participating. • Added several new golf clinics, such as chipping, short irons, and golf etiquette. • Susan G. Koman Foundation. 150 participants and almost $10,000 was raised in the fight against breast cancer. Parks Development/Urban Forestry Division • • (Note - projects listed below were completed by the Parks Maintenance Division) Purchased new urban forestry tree trimming truck to manage City trees. Continued with mitigation area in West Wetlands Park. 94 • • • • • • • • • • • • Installed post and cable security fence along the main road at the West Wetlands Park to keep motorized vehicles off of the trails. Worked with department to update the Master plan for the West Wetlands Park. Produced the 15th annual Sports Turf Show with over 300 attendees from all over Arizona and California. Oversaw installation of Pebble Flex play surface at the Stewart Vincent Wolfe Creative Playground. Replaced older playground unit at Marcus Park. Installed new post and cable security fence on the southeast corner of the Yuma Cemetery. Designed, constructed, and installed decorative steel security fence along the north parking lot at Gateway Park. Completed landscaping of parking lot expansion at Kennedy Park. Maintenance of Phase I, Phase II, and Mitigation areas at the West Wetlands Park. Provided exceptional support and maintenance for all major Tournaments: Memorial Day 16” (Adult Softball), Halloween Ball Bash (Adult Softball), Inline Hockey (Youth), Lightening Tournament (Youth Soccer), AWC Shootout (Adult Softball), ASA Girls Fast pitch (Youth Softball) as well as regular league play and playoffs for Recreation Programs. There were 1,414 rentals of ramadas in first half of the fiscal year, with nearly 65,000 people utilizing 33 ramadas. • • • • • • Recreation Division • In the first half of the fiscal year, Recreation offered 818 activities and programs for all ages, totaling 77,583 participant registrations and daily visits. • Held numerous special events for a variety of ages and families: 3rd Annual Wood Carving Expo, Senior Games, “Come Out and Play Day”, Bike Rodeo, Little People’s Olympics, “Star Gazing for Everyone” and a Water Carnival for youth. • Partnered with Yuma Fire Department and the Border Patrol to provide Dive Safety Training. • Partnered with Yuma Sun and held a “Divein” Movie Night. • Dedicated an evening night of Swimming for “Teens Only” weekly throughout the summer. • • • • 95 Introduced “Disc Golf” to the community and held workshops, evening classes and a “Grand” Opening in February 2008. For the 5th year, provided “Open Swim” free to the public with sponsorship by the Arizona IPA Physicians Association. 724 children and adults took advantage of free swimming for seven days during the summer of 2007. Initiated a mandatory first time training program for all part-time employees to improve customer service. Developed a training program for part-time Site Supervisors. Renovated restroom facilities at the North End Community Center, (formerly known as the Adult Center). Aquatic Staff 119 volunteer youth coaches, both men and women, completed the National Youth Sports Coaching Alliance Training. Developed a Youth Sports Code of Conduct for Parents. Required all parents and guardians of youth participants to read and sign before allowing their child to participate in a City youth sports program. The MLK Junior Teen Center partnered with seven different agencies that recognized the importance of offering programs for teens: Big Brothers and Big Sisters, Yuma County Library, Yuma County Health Department, SMILE Foundation, Yuma Union High School District, DEFY, and the Neighborhood Weed & Seed Program. Developed a Parks and Recreation Volunteer Program, to recruit, retain, and recognize volunteers. Developed and scheduled an Adult Soccer League. Partnered with AWC Football Team on their “Day of Champions” with the assistance from the Bureau of Reclamation for a cleanup of the Gila and Colorado Rivers • • • • confluence area, hauling out over 8.13 tons of trash. Expanded the Outdoor Recreation Program, offering two additional youth “Discover Scuba” programs, snorkeling, and hiking classes. Completed the fourth successful year of a partnership with Elementary School District One, providing an after-school outdoor and sports program through 21st Century Grant funding. Installed two sun shades at Kennedy Pool and one shade at Marcus Pool. • Hosted three Marine Corps Anniversary Celebrations. Hosted 19 Wedding receptions and 16 Quinceaneras in the first half of the fiscal year. Parks and Recreation Department Awards and Recognitions • Wave of the Future and Ahead of the Curve Awards for the Stewart Vincent Wolfe Creative Playground. • West Wetlands Park certified “Wildlife Habitat” by the National Wildlife Foundation. • Yuma recognized as one of 31 inaugural Playful Cities, USA. This national recognition program honors cities across the country that are committed to taking action for play. • Yuma received a $5000 grant as part of the Playful City video grant contest. • City of Yuma selected to present four conference sessions at the 2007 Arizona Parks and Recreation Conference, on the following topics: “The Stewart Vincent Wolfe Creative Playground – An Old-Fashioned Barn Raising”, “How Master-Thinker Tools saved Yuma’s Women’s Softball Leagues”, “Tree Care” and “Starting an Amateur Softball Association sanctioned league.” • Yuma selected as a Tree City, USA. Quechan Youth Conference at the Yuma Civic Center Yuma Civic Center • The Civic Center hosted 1,339 events in 2007, which represents an increase of 24% over last year. There were 228,050 people that visited the Civic Center during the calendar year. • Partnered with Recreation to offer summer youth programs in basketball, soccer, and tumbling. • Hosted the Golden Baseball League for the Yuma Scorpion’s third season and the 2nd Winter League season. • Produced the 2nd Annual “Family Fun Night” on New Year’s Eve with over 600 guests enjoying the event. • Hosted multiple day conferences for the St. Francis Encuentro, Phoenix Tabernacle, Immaculate Heart of Mary Congreso, and the Army PATCAD conference. • Served as Host facility for the Antique Show & Sale, Quilt Show, Tree & Landscape Expo, Southwest Agriculture Summit, and the 10th Annual Ozark Jubilee. • Presented the Travelogue Series featuring 8 films narrated by the traveler. • Upgraded the facility to include painting the exterior and interior of the building, created a new graphic design to enhance the lobby, Yuma historic photo display in the hallway areas, and installed ADA accessible doorway at the front entrance. GOALS FOR 2008-2009: Arts and Culture Division • Develop updated strategies and funding mechanisms for the Public Art Program. • Produce the 2nd Annual “Summer Six Pac” series at the Yuma Art Center, featuring different artists and features to attract a larger audience. • Produce a new downtown outdoor sculpture exhibit to rotate annually. • Continue to evolve the arts education programming to offer additional opportunities for youth, to serve at-risk populations, and delivery of arts experiences to alternative locations. • Survey and evaluate current programming to improve and expand the offerings. • Increase participation in the arts through events, volunteerism, and sponsorships. • Collaborate with other arts, culture, & history organizations to promote the downtown. 96 • • • • • • Stilt Walker at Children’s Festival of the Arts • • Desert Hills/Arroyo Dunes Golf Course Shops and Putter Inn Restaurant • Install lower pond recirculation system. • Continue to explore new ideas to attract more play in the summertime. • Add landscape trees in the parking lot. • Continue to maintain or increase revenue levels sufficient to cover operation and maintenance of the courses. • • Install irrigation at West Wetlands Park to area west of existing turf area. Promote and Coordinate 16th Annual Sports Turf Show. Install 20’ fence at Kennedy and Sanguinetti Athletic complexes on outfields. Upgrade Sanguinetti Memorial Park irrigation system. Remove and replace restroom at Smucker Park. Develop maintenance routines throughout the year at the Old Yuma Cemetery. Complete lighting project at Joe Henry Park. Expand Riverside Park to include new irrigation system, BBQ grills, benches, and trees. Reinstall ramada on old basketball court at Kennedy Park. Install new basketball court at Kennedy Park. Parks Development/Urban Forestry Division • Continue with the re-master planning the West Wetlands Park. • Acquire new parkland in the east to accommodate recent population growth. • Continue to build and train the Urban Forestry Division. Parks and Golf Course Maintenance Divisions • Continue to work with City Project Managers for spoils to raise grade in cleared area of Riverside Park. • Replace Chain link Fence along fields 1, 2, and 3 at Ray Kroc Baseball Complex. • Install new shade covers over the dugouts on fields 2 and 3 at Ray Kroc Baseball Complex • Install dust barrier along Varsity fields at Elena Orendain Curtis Complex. • Expand concrete pad on the north side of Storage shed at Elena Orendain Curtis Complex. • Convert a retention basin to a Dog Park. • Complete tree trail, and irrigation to the west of the Stewart Vincent Wolfe Playground at the West Wetlands Park. • Install mosaic mural in the median on Redondo Drive. • Add playground equipment to Victoria Meadows Neighborhood Park. Discover Scuba program at Kennedy Pool Recreation Division • Complete construction of the new community leisure and competitive pool at Cibola High School, with a projected opening for Summer 2009. • Design and distribute a Fall/Winter guide that will increase awareness for available programs in Parks and Recreation. • Plan and develop a day called “Play on the Go,” locating activities at a different Park or facility each month. • Expand the annual “Come Out and Play Day” offering new and exciting activities to the community and recruit sponsors to help defray the cost of the free event. • Renovate and improve the appearance both inside and outside the North End Community Center, (Formerly called the Adult Center). 97 • Establish a year round traveling Disc Golf program geared for all ages. Establish a Bocce Ball program for Seniors and Adaptive Recreation participants on the new Bocce Courts at Carver Park. Increase marketing efforts to educate the community regarding the many activities available through Parks and Recreation, at the Yuma Readiness and Community Center. Demolish the Carver Tennis Courts and replace with one tennis and one basketball court. Provide new concrete for existing basketball and handball courts. • Yuma Civic Center • Provide a clean, safe, and attractive facility for public enjoyment. • Create party rental packages for an increased level of service. • • • • • • • • 98 Increase sponsorships to improve and build attendance for the New Years Eve Family Fun Night. Create and implement a Dia De Los Muertos event for November 2008. Evaluate the facility infrastructure with the goal of planning for and completing necessary repairs. Increase event surveys and information gathering techniques to gauge future public needs and economic impact of facility in support of future initiatives. Install electronic large screen information delivery system and market facility to guests. Continue to evolve marketing tools to include increased customer e-mail database and new forms of contact with promoters. 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Parks & Recreation Administration 552,750 1,767,721 1,696,305 1,755,859 Parks Maintenance 4,747,629 5,501,802 5,599,535 5,730,055 Parks Development 416,616 1,223,295 404,407 277,873 Recreation General 640,447 722,320 728,498 709,615 Senior Adult Activities 184,209 207,608 183,154 212,228 Adult Activities 253,512 268,112 263,663 279,816 Youth Activities 255,804 349,061 264,546 327,467 Aquatics 698,847 769,801 774,219 932,630 Yuma Readiness Center 148,836 200,122 162,070 184,419 Yuma Arts Center 838,326 941,207 950,727 1,023,798 Civic Center 1,262,216 1,349,665 1,304,369 1,357,366 Baseball Complex 643,302 759,895 769,059 707,598 Downtown Mall 278,698 294,710 293,046 289,287 Maintenance ADGC 210,581 231,001 221,861 261,819 Pro Shop Concessions ADGC 41,095 49,593 45,878 50,615 Maintenance DHGC 1,041,796 1,209,560 1,166,790 1,316,389 595,585 660,344 620,823 685,447 573,724 675,126 638,639 612,478 13,383,972 17,180,943 16,087,589 16,714,759 Restaurant Concessions Pro Shop Concessions DHGC For fiscal year 2009 the Parks and Recreation Department presents a budget of $16,714,759. This is a decrease of $466,184 or 2.7% below last year’s budget. Changes to the 2008/2009 Budget are primarily due to: Personnel Expenditures Personnel expenditures have increased slightly this year and are attributable to more part time hours being requested for programming growth. Additionally, the department is requesting one new full time position in the General Fund. Major Parks Maintenance projects that impact staffing levels: ƒ Continuing build-out of the Stewart Vincent Wolfe Creative Playground and other improvements to the West Wetlands Park such as the Tree Trail and added grass parking area. It should be noted that maintenance for the Stewart Vincent Wolfe Playground is more labor intensive than “stock” playgrounds, as it was hand-built, thus requiring daily inspection and adjustments. As the popularity of the Creative Playground has increased visitation and use of the West Wetlands Park, promoters of several large-scale special events have decided to present them at this location, thereby increasing event support and maintenance costs to the Parks Department exponentially as well. 99 ƒ ƒ ƒ ƒ The City made a commitment in fiscal year 2008 to improve the appearance of the City Cemetery by providing a higher level of maintenance to this area, and to enhance the City Cemetery with several projects. Projects included the construction of a 1,540 foot long block wall along 12th St., surveying the various sections of the Cemetery, paving the Cemetery interior roads, and adding a series of posts and cable to keep visitors on designated pathways. These projects will continue into fiscal year 2009, and efforts will be made to move towards the goal of ceasing burial functions at the City Cemetery, while still maintaining the landscaping and cleanliness of the facility. The City also made the commitment to assist a citizen’s group with construction of the Armed Forces Park, which will continue into 2009. In fiscal year 2009 we will be working to install shade screens over Playgrounds at all our existing Neighborhood Parks and over the Tot Lot at the Stewart Vincent Wolfe Creative Playground. In fiscal year 2009 we will be continuing work on the expansion of Riverside Park as well. The City has been working with the Yuma Union High School District to develop a joint-use Pool Complex that will feature two pools: A Leisure, “Play Pool” with interactive water play features and medium-sized slide, and a Competitive Swimming Pool with diving area. The facility will also incorporate bathhouses, administrative/Lifeguard room, storage, concession stand, chemical storage/pump room and classroom/multi-purpose room. The Pool is slated to be completed in the Spring of 2009. The increases to the Aquatics budget include 3 months of funding for a new full-time Building Maintenance Specialist position, whose job duties will be to oversee the specialized maintenance of the facility. This is the only full-time position being requested for the new Pool. The budget also incorporates projected costs of operations and maintenance for this 3 month period as well as part-time staffing. Equipment There has been a concerted effort over the past few years to replace trucks that have been “held-over,” (rather than surplussed and sent to be sold at City Auction). The Parks and Recreation department often would request these trucks surplussed from other City departments, when our budget was tight and new vehicles could not be obtained. In fiscal year 2009, we will be replacing our final “hand-me-down” truck with a new $24,000 truck for the Recreation Division. Other pieces of equipment being requested are replacements, such as the requested “Reel Grinder” and “Bed Knife Grinder” in the Desert Hills Golf Course Maintenance budget (these two pieces of equipment will replace items that are over 20 years old). Operation and Maintenance Costs of operation and maintenance of existing City infrastructure continues to escalate each year. Outreach and Promotion The Parks and Recreation Department has added additional funds for the creation of a new Winter Guide to programming. This brochure, similar to the popular Summer Guide, is the first step in creating quarterly guides to all Parks and Recreation programming and facilities. Outside Agency Agreements The Administration Division budget continues to monitor Outside Agency agreement expenditures that reside in the Parks and Recreation Budget. The following agency agreements have been assigned to the department for monitoring: Yuma Crossing Park/Riverfront Development Yuma Visitor Bureau Main Street/Heritage Festivals Yuma Film Commission Catholic Community Services – Senior Nutrition Catholic Community Srvs – Adult Day/Hlth Care Yuma Fine Arts Association Salvation Army Boys & Girls Club Special Olympics Cultural Council of Yuma In addition, the Parks and Recreation Department oversees the LTAF grant program for Cultural Activities. 100 The Greatest Challenge Facing the Parks and Recreation Department in 2008/2009: Continuation of the Hospitality Tax – Currently there is a 2% Hospitality tax on hotels, bars, and restaurants. By voter approval, the funding derived from this tax supports the maintenance of the James P. Deyo Complex, which includes the Yuma Civic Center, Baseball Complex, Tennis Courts, plus Desert Hills and Arroyo Dunes Golf Courses. Some of the tax also supports the Heritage Area and tourism activities such as the Yuma Crossing State Park and the Yuma Visitors Bureau, (an outside agency who has received funding from the City). The tax will sunset in 2009. A proposed renewal with significant changes to the prior voter-approved tax structure was defeated by voters in Nov. 2007. If the tax is not renewed, there will be a $4.5 million dollar shortfall to the City budget, ($2.5 of which, funds Parks and Recreation department operations directly). Without this dedicated source of funding, the department will have no choice but to increase fees for programming, rentals, and classes, as well as eliminating marginal or heavily subsidized programs. Many of the outside agencies funded by the City will experience reduced or eliminated funding as well. GENERAL FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services 5,035,481 5,606,532 5,496,603 5,926,650 Operating 3,371,411 3,858,780 3,879,336 3,885,275 205,548 588,595 589,521 36,000 8,612,441 10,053,907 9,965,460 9,847,925 Capital Outlay FY 2008-2009 General Fund Budget (in thousands) $3,885 $5,927 $36 Personnel Operating Capital Outlay The General Fund continues to be the largest source of funding for the department providing over $9 million for Personnel, Operations and Maintenance and Capital Outlay for 10 Divisions within Parks and Recreation’s budget. LOCAL TRANSPORTATION ASSISTANCE FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services - - - - Operating - 85,132 49,112 85,132 Capital Outlay - - - - - 85,132 49,112 85,132 101 RECREATION COMPLEX FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services 971,941 1,040,959 995,388 1,044,599 Operating 895,860 978,206 987,645 1,009,565 Capital Outlay 37,716 90,395 90,395 10,800 1,905,517 2,109,560 2,073,428 2,064,964 FY 2008-2009 Recreation Complex Fund Budget (in thousands) $1,010 $1,045 $11 Personnel Operating Capital Outlay TWO PERCENT TAX FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services - - - - Operating - 925,000 925,000 925,000 Capital Outlay - - - - - 925,000 925,000 925,000 MALL MAINTENANCE DISTRICT TAX FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services 111,123 118,665 111,097 123,029 Operating 150,421 158,045 163,949 166,258 Capital Outlay 17,154 18,000 18,000 - 278,698 294,710 293,046 289,287 102 HUD CDBG ENTITLEMENT GRANT FUND 06/07 Actual Personal Services Operating Capital Outlay 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget - - - - 4,792 5,100 5,000 5,000 - - - - 4,792 5,100 5,000 5,000 WEED AND SEED GRANT FUND 06/07 Actual Personal Services 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget 18,075 17,448 17,527 19,063 Operating - - - - Capital Outlay - - - - 18,075 17,448 17,527 19,063 APPROPRIATED GRANTS FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services 14,360 23,602 17,614 8,000 Operating 64,800 840,860 47,411 543,640 Capital Outlay 22,508 - - - 101,668 864,462 65,025 551,640 ARROYO DUNES GOLF COURSE FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services 122,962 129,479 127,641 131,891 Operating 128,714 151,115 140,098 180,543 - - - - 251,676 280,594 267,739 312,434 Capital Outlay Arroyo Dunes Golf Course continues to have sufficient revenues to cover operations and maintenance of the Course. 103 DESERT HILLS GOLF COURSE FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services 1,006,245 1,206,931 1,100,630 1,194,914 Operating 1,195,476 1,329,099 1,325,622 1,352,900 9,384 9,000 - 66,500 2,211,105 2,545,030 2,426,252 2,614,314 Capital Outlay For the fourth consecutive year, Desert Hills Golf Course will have sufficient revenues to cover the Operations and Maintenance of the course, less debt service on the building, which will be paid off in 2009. Staff continues to look for new ways to generate revenue while keeping a close watch on expenditures, so the course can continue to meet the goal of breaking even on Operations and Maintenance. FY 2008-2009 Desert Hills Golf Fund Budget ( in t ho us a nds ) $1,353 $1,195 Personnel $67 Operating 104 Capital Outlay Police The mission of the Yuma Police Department is to enhance the quality of life in the City of Yuma by providing all people with responsive and professional police service with compassion and concern. To accomplish its mission, the Yuma Police Department will work in collaboration with the citizens of Yuma and within the framework of the United States Constitution to enforce the laws, preserve the peace, reduce fear, and provide for a safe environment. for gangs, community policing, traffic accident investigation and enforcement, bicycle patrol, and canine. The Police Department’s Administration oversees the Field Services and Support Services Divisions. Field Services includes the Patrol and Investigations Bureaus. Support Services includes Quality Assurance, Reserves and Volunteers, Records and Technical Operations, and Public Safety Communications Center Bureaus. Administration is responsible for the overall management of the department. The Chief of Police along with two Captains, provide the vision and leadership to achieve the goals and objectives of the Police department. Special Enforcement Team Training AUTHORIZED PERSONNEL Administration Patrol Investigations Quality Assurance Records and Technology Operations Public Safety Comm. Center Total FY 07/08 5 130 59 14 FY 08/09 5 130 59 14 24 24 37 37 269 269 The Investigations bureau is responsible for the in-depth follow up investigation of complex criminal cases as well as preparing cases for court. Special units within the bureau perform a variety of functions including; School Resource Officers, Sex Offender notification, and domestic violence cases. The Quality Assurance bureau is responsible for the recruitment and selection of new personnel, in-service training, evidence room operations, polygraph, internal affairs, media liaison, and facilities maintenance. Patrol is the largest and most visible bureau in the department. Uniformed patrol personnel are responsible for the protection of life and property, response to 9-1-1 and other calls for service, and preliminary investigation of crimes. The Patrol bureau consists of specialized units The Reserve/Volunteer bureau consists of noncompensated reserve officers and volunteers used to augment certain operations. Reserves and volunteers provide crowd and traffic control 105 • at special events, public fingerprinting, and handicapped parking enforcement. • Records and Technical Operations are responsible for receiving, reviewing, entering, archiving and retrieving police reports. Records personnel transcribe police reports and provide victim’s rights notifications. Technical Operations Personnel ensure the effectiveness and efficiency of the Departments Technology. • • The Public Safety Communications Center receives, records, and dispatches telephone requests for police and fire services. Emergency dispatchers provide communications to officers in the field as well as data links to other agencies. • • • • • • • • • Bike Officers on patrol 2007-2008 ACCOMPLISHMENTS: • • • • • • • • • • Digital Image Mgt. System. (DIMS) Received and implemented new digital recorder system for Communications. Hired 21 police officers. Continued command level administrators courses- Sgt. Leyva at SPI, Sgt. Scanlan at FBI, and Lt. Otero recently attended SPI. Citizens Police Academy. 15 employees completed the Six Hats Training; two have received facilitator training. Participated in the review and development of new, more equitable long-term injury policy. Budget authorization for 14 new sworn positions in FY 07, recognition of the need to keep up with growth and expectations. Developed program measurements to establish baseline for gang issues. Received Mobile Command Center via grant and made operational. Achieved second phase of NIMS (National Incident Management System) compliance for 2006. Partnered with Department of Homeland Security and ICE in Stonegarden III. Received reimbursement in the amount of $99K for overtime. Two significant major case investigations – Officer Involved Shooting (OIS) that occurred in October 2005, and OIS that occurred in June 2006. Dive Team operational, with 3 call outs to date. Cold Case (Ferrara 1985) arrests/charges. Accident reports available on-line. LuSandra Harris, Yuma Police Public Safety Communications Manager, selected as the Arizona NENA/APCO “Manager of the Year.” Cold Case (Hinojosa-Guerrero 1997) arrest made. Christian Segura, YPD Detective, honored as Outstanding Child Abuse Investigator of the Year by the Arizona Children’s Justice Task Force. Created a full time Regional 911 Coordinator position through YMPO. Received Polaris all wheel drive off-road vehicle provided via a grant. Partnered with ACTIC and their Terrorism Liaison Officer program to promote local, state and national security. Continued participation in the Carver Park revitalization project and our partnering with the MLK center. Did You Know? In 2006 YPD personnel responded to 88,013 calls for service. This included 53,873 “911” emergency calls and 2,268 motor vehicle accidents. The Public Safety Communications Center received a total (emergency, non-emergency, information, inquiries, etc.) of 280,608 phone calls. 106 • • • • • • • • • • • • Acquired 20 surplus M-16A1 rifles from DRMO and have deployed them. Implementation of YRCS / migration to Motorola radio system. Supported the COE program with the local High Schools. Scott Legros was recognized by MADD in conjunction with the Governor’s Office as the 2006 Outstanding Officer (Rural). Kenny Vandersloot was recognized by Elks Lodge 476 Law Enforcement Officer of the Year. Obtained and outfitted Bearcat Armored Vehicle, provided via a grant. Completed process of assigning dockable Motorola laptop’s to all School Resource Officers. Assigned YPD officers to the DPS Vehicle Task Force – Partial funding from State. Increased staffing level of YPD Identification/Crime Scene unit. Continued strong and productive relationship through the School Resource Officers and the School Districts. Assumed contract management and oversight for outside agencies (Humane Society, Amberly’s Place, Safe House and Crossroad Mission De-Tox). Honor Guard • GOALS FOR 2008-2009: • • • • • • • • • • • Continue to explore and implement innovative plans and programs designed to maintain and enhance our police services to an ever expanding, diversified and demanding community. Providing sufficient personnel and resources for additional state and federal mandates and requested community services is an ever-changing challenge. Continue timely and professional response to calls for service. Begin construction of Police Department Facility Improvements project. Continue Cold Case investigations and seek out alternative resources to enhance these efforts. Continue coordination with the Yuma Fire Department and the Division of Emergency Management to enhance Homeland Security and preparedness of first responders. Continue public outreach to educate community on personal safety and security matters. Continue coordination with local, state, and federal agencies to provide a community based response to criminal activity and other associated quality of life issues. Continue active recruitment and hiring process to fill authorized vacancies. Continue to develop staff for succession planning. Continue the strong emphasis on COP and POP in Department philosophy. • Bring Phase II of Wireless 9-1-1 to Yuma Co. This means new equipment in our PSAP (Public Safety Answering Point), which will give us the ability to locate wireless 911 callers. Complete the hiring process for a full time 911 Coordinator position. Continue to support MCAS and protect citizens by providing a safe environment for the Weapons and Tactics Instructors Course (WTI), Non-Combatant Evacuation Operations (NEO) training within the City. Obtain and implement automated fingerprint system. Dispatch 107 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Police Administration 1,200,438 1,866,009 1,867,956 1,578,813 Patrol-Field Services 11,452,966 12,354,583 11,365,935 14,123,168 4,356,974 6,279,018 5,756,841 5,275,767 1,089 5,750 665 - 1,285,961 1,246,448 1,246,684 1,338,292 1,591,880 2,626,910 2,001,412 1,803,833 1,843,943 2,355,195 2,163,473 2,264,911 21,733,252 26,733,913 24,402,966 26,384,784 Investigation-Field Services Reserves-Field Services Quality Assurance Records & Communication Public Safety Communication Center For fiscal year 2009, the Police Department presents a budget of $26,384,784. The Police Department’s budget decreased $349,129, 1.3% below last year's budget. Despite significant increases in pension rates, general fund operating costs and public safety tax capital costs have been reduced. GENERAL FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services 17,167,854 19,764,581 18,677,974 20,563,876 Operating 3,420,049 3,995,968 3,865,094 4,200,302 406,129 345,848 164,400 119,718 20,994,032 24,106,397 22,707,468 24,883,896 Capital Outlay FY 2008-2009 General Fund Budget (in thousands) $20,564 $4,200 $120 Personnel Operating 108 Capital PUBLIC SAFETY TAX FUND 06/07 Actual Personal Services Operating 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget - - - - 130,697 - - - - 945,000 592,256 188,458 130,697 945,000 592,256 188,458 Capital Outlay WEED AND SEED GRANT FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services 75,797 75,899 76,450 53,248 Operating 1,082 - - - - - - - 76,880 75,899 76,450 53,248 Capital Outlay The Department of Community Development received appropriations for the next four years from the Department of Justice for the Carver Park Area. Part of this grant will be used for Police Officer overtime for special assignments in this neighborhood. The special assignments include patrol, drug investigations, and gang related crimes. In addition, a part-time community liaison officer is being funded through this grant. APPROPRIATED GRANTS FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services 455,430 739,067 657,593 545,068 Operating 68,613 615,550 119,725 614,114 Capital Outlay 7,600 252,000 249,474 100,000 531,643 1,606,617 1,026,792 1,259,182 In addition to the grants that the Police Department receives on a yearly basis, the Police Department will continue to use the $500,000 grant from the Department of Justice for the Safe Schools/Healthy Students grant. This grant will continue funding four (4) School Resource Officers over the next two years. 109 Fire The Fire Department exists to instill a sense of safety, security, and pride in those we serve through professional emergency intervention, education and prevention services. providing the crew with the leadership of a Chief Officer. The Fire Department is comprised of five Divisions that work together to fulfill its mission. The Administration Division is responsible for meeting funding needs within budgetary guidelines and facilitating changes in personnel status and payroll. In addition, it compiles and analyzes statistics from the Department's operating Divisions that include productivity, response times, and other quality measurement factors. Heavy involvement in short and long term planning is needed to achieve the highest level of effectiveness and efficiency in order to meet the goals of the City Council and needs of the citizens. A major objective of Administration is to facilitate partnerships with other agencies that share similar interests or goals in specific areas. These partnerships have reduced costs while still achieving mutual goals. AUTHORIZED PERSONNEL Administration Professional Services Suppression Community Risk Reduction Emergency Management Total FY 07/08 3 4 105 8 2 122 New Fire Station Six has been completed and will expand services into the Yuma East Valley. A realignment of resources during the past year has afforded the Department the opportunity to build additional emergency service surge capacity. This realignment included the transfer of the Ladder Truck to Fire Station Two and deployment of a second Engine Company to Fire Station Five. As a result of this effort we now have one additional company operating 24 hours a day/365 days per year. The Emergency Services Division is very active and visible in the community. Some of the more noteworthy appearances are Midnight at the Oasis, Scorpion Baseball games, Yuma County Fair Week, most of the local schools, and a host of other risk reduction events. FY 08/09 3 4 105 8 2 122 Fleet Services is also a key component operating within this Division. The Fleet Manager, in a coordinated effort with Public Works fleet management, ensures the readiness of our apparatus to respond. During the past year additions to the fleet included a Fire Engine for Fire Station Six, water tender to serve those areas without immediate water access, and three support vehicles. The Emergency Services Division delivers those services sought upon activation of the E-9-1-1 system. It provides for emergency response to “all risks” in the community including those associated with fire, emergency medical services (EMS), technical rescue, hazardous materials, and disaster response. By the means of a three platoon system this team provides for the needed staffing to complete its mission 24 hours a day/365 days a year. The platoons are led by an assigned shift commander who has collateral duties in providing oversight for EMS, suppression, or special operations in addition to The Professional Services Division is responsible for Department training, internal affairs, safety, succession planning, and accreditation. Training is provided in the areas of fire suppression, operational tactics, and emergency medical certification. Continuing education for basic emergency medical technicians is provided by this Division. Training is coordinated by the Professional Services Division for special operations teams. Internal Affairs reviews the accidents, injuries, personnel 110 programs. Efforts following the Katrina disaster were focused on the identification of community members that may have special needs in the event of an emergency. This community outreach effort has provided for the identification of those individuals for which special efforts may be directed to ensure timely evacuation and assistance. 2007-2008 ACCOMPLISHMENTS: • • • actions and customer complaints; they report the findings to the Fire Chief. Succession planning activities includes recruitment and testing of entry level and internal promotional candidates. Further, the Professional Services Division forecasts and plans for the long and short-term personnel needs of the Department. The organization was accredited in August of 2003; this requires annual submittals to maintain this prestigious rating. Professional Services is responsible for the annual update and submittal for the re-accreditation. • • • The mission of Community Risk Reduction is to increase safety education and Fire Code compliance while reducing the number of injuries and deaths caused by fire and accidents. The Division achieves this mission through a number of public outreach programs. Some examples are distributing smoke detectors, providing the Juvenile Fire Setter Program, and other risk reduction campaigns. The Juvenile Fire Setter Program is nationally recognized, and provides training and education to juveniles. The Division is also responsible for investigating fires and determining the cause and origin. This Division is actively involved in the pre-development process. Their role is to ensure compliance with the City’s safety standards in the planning and construction phases. Community Risk Reduction inspects commercial occupancies on a periodic basis. These inspections facilitate the enforcement of the City’s Fire Code. The Fire Department’s Public Information/Education Specialist is a vital part of this Division. • • • • • • • • • • • Emergency Management Division mitigates the impact from all hazards in the City of Yuma. This Division also coordinates the Citizen’s Emergency Response Team (CERT) training • 111 Completed design of Fire Station One. Completed Fire Station Six. Emergency Medical Services (EMS) Division completely revamped the EMS Quality Improvement program to identify trends and continue to build quality improvements into our EMS service delivery. EMS Chief was appointed by the governor to serve on the Arizona EMS Council. See http://www.azleg.gov/ars/36/02203.htm for details on this Council. EMS Chief is co-chair of an ad hoc committee devising a new program wherein EMS agencies will submit EMS data to the State. Sponsored two Captains to attend International Association of Fire Chiefs Fire/Rescue Med Conference. Replaced our oldest cardiac monitors with new state of the art equipment. Sponsored visit of two fire officers from Poland. Conducted a firefighter recruitment that attracted 250 applicants for 9 positions to fill the firefighter needs of the newly built fire station. Conducted a 16 week Fire Recruit Academy for these positions. Hired and trained three replacement firefighters. Held Captain’s promotional testing; promoted 6 new Captains. Put on the Department’s first Engineer’s Academy with 26 in attendance. Held Engineer’s promotional testing; promoted 13 new Engineers. Sponsored 15 individuals to the National Fire Academy. Sponsored four individuals to the Battalion Chief’s Academy in Peoria. Sponsored four individuals to Arizona State University’s Fire Service Institute. Sponsored six individuals to Arizona State Fire School. • • • • • • • • • • • • • • • • • • • • • • • • • Sponsored twelve individuals to Firehouse World. Three individuals graduated from the Certified Public Manager’s Course through Arizona State University. Began the process of re-accreditation through the Center for Public Safety Excellence. Began the development of the Fire Training Facility. Conducted a Paramedic Refresher for all Department Paramedics. Completed installation of video conferencing equipment from Fire Administration to Fire Stations. Brought a regional radio system online. Conducted a Special Needs Facility Operators Forum. Developed a Quarterly Special Needs Brochure. Provided outreach training to businesses on Disaster Preparedness through the First Annual Disaster Preparedness Fair. Developed and registered the Yuma Fire Department’s Fire Corp. Continued to be the lead agency for the Yuma Ammonia Awareness Safety Day. Instructed two CERT classes resulting in 42 new CERT members. Received a grant to purchase a Rapid Response Truck. Received funding for Yuma County for CERT education in the County. Assisted Yuma County Emergency Management with the development and implementation of Yuma’s first fully functional Emergency Operations Center. Provide guidance to Yuma County Humane Society Grant Request Committee. City of Yuma is completely National Incident Management System (NIMS) Compliant. Developed and maintain the Yuma County Resource Directory. Provided training and leadership to the Yuma County Local Emergency Planning Committee. Department Strategic Management Plan completed. Facility and Services Plan completed. Preliminary Design of Joint Training Facility completed. All Fire Prevention Inspectors are now certified by the International Code Commission. • • • • • • • • Mid term Insurance Services Office (ISO) review completed. Inspected 80% of the commercial buildings in the City of Yuma. Fire Department Public Information Officer won the National Award for Photography from International Association of Fire Chiefs. Won the Life Safety Award from the Life Safety Institute. Technical Rescue Team sent eight members to TEEX in December for Structural Collapse Training. Three individuals received Technical Rescue training. Participated in Yuma Ammonia Awareness Days 2007. Received $360,000 grant from the State for a response trailer. Notable Technical Rescue Team emergency call of vehicle over cliff. GOALS FOR 2008-2009: The City of Yuma Fire Department’s Work Plan for 2007-2008 addresses the specific elements in support of the City Council’s Strategic Management Plan. The Yuma Fire Department’s Strategic Plan has identified succession planning, organizational excellence, service delivery, and organizational culture as the primary focus areas to be addressed. To move this plan forward the following goals have been established: • • • • • 112 Begin construction of new Fire Station One. Begin the design of Fire Station Seven. Complete the design and Phase One of the new Fire Training Facility. Remodel Fire Station Four dormitory. Purchase and install fire training burn props. • • • • • • • • • • • • • Begin the review of the new Fire Code. Implement the new Fire Services and Facility Plan. Implement an ordinance regulating dangerous buildings. Continue to educate staff at the National Fire Academy. Continue to seek out the latest EMS equipment and treatment innovations to provide the highest level of service to our customers. Continue to use our Quality Improvement program to fine tune our service delivery and provide optimum care to the community. Continue to remain active with the state of Arizona on EMS issues, and ensure solutions don't just work for Phoenix and Tucson. Continue succession planning for Chief Officer through participation in the Arizona State University Fire Service Institute, Certified Public Manager, Peoria’s Battalion Chief Academy and National Fire Academy attendance. Hold Company Officer and Fire Engineer academies. Provide promotional testing for Fire Captain and Fire Engineer. Complete the Incident Command lab for use in command training. Complete the 300 and 400 level NIMS training. • • • • • • • • • • Complete rewrite of the City's Emergency Operations Plan to include Yuma Command Center. Partner with Yuma County for the updating of the Hazard Mitigation Plan. Bring WebEOC training to all City Department Directors and other Stakeholders. Continue to develop policies and procedure for Yuma Command. Develop table top exercises to test Yuma Command. Develop scenarios to re-enforce WebEOC procedures. Development of a Yuma County Special Needs Summit. Apply and receive Certified Emergency Manager designation. Develop job duties and responsibilities for an Emergency Management Planner. Continue training Fire Inspector and Building Inspectors on duties during and emergency. Continue to provide Incident Command System (ICS) and NIMS instruction to City Departments. 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Fire Administration 545,169 620,933 584,953 469,473 Fire-Training 492,537 587,126 567,265 621,824 Suppression 9,025,356 10,337,847 9,894,307 10,470,361 Prevention 865,370 1,021,656 938,907 1,006,859 Special Operations 91,402 488,082 484,844 606,546 122,661 235,163 219,197 199,207 171,942 1,914,481 272,582 221,925 - 20,000 3,000 - 11,314,435 15,225,288 12,965,055 13,596,195 Emergency Medical Service Emergency Management Emergency Mgmt Grant Allocations 113 design began for the Fire Training Facility. Construction is underway for the replacement of Fire Station 1 and it is expected that the training grounds will be under development soon. Land is being secured for Fire Station 7 and design will begin this year. Staffing for this growth will be accomplished using our existing employees by moving an engine from Fire Station 5 to Fire Station 7 when built. This year the Yuma Fire Department once again earned re-accreditation by the Center for Public Safety Excellence. This self-assessment process requires the staff and firefighters to assess many critical elements including governance, administration, assessment, planning, financial resources, programs, physical resources, external relationships, training and competency. Accreditation admits membership of the Yuma Fire Department into a very exclusive club as there are only 124 Fire Departments internationally recognized with this distinction. The Yuma Fire Department is involved at the National and State level. We have been invited to participate with the International Association of Fire Chiefs Professional Development Committee, the Arizona Fire Chiefs Mutual Aid Coordinating Committee, and the National Fire Protection Association Technical Committee. Yuma Fire Officers hold office on the boards of the Yuma County Fire Officers Association and the Arizona Fire Chiefs Association. The Yuma Fire Department assists our neighbors. The Department responded with a multitude of other agencies to the catastrophic Southern California wild fires. This regional emergency drew the attention of many of the national media markets and crews were active in firefighting for almost a week. Our Technical Rescue Team safely rescued or assisted with the rescue of many individuals. Most notably was the rescue of a hiker in the Foothills that developed a medical problem and a vehicle that went of a cliff near the Ocean to Ocean Bridge. Over the last year our Department provided mutual aid to the cities of Somerton, Wellton, Winterhaven, the California County of Imperial, the United States Border Patrol and Marine Corps Air Station Yuma. Our relationship with our neighbors has never been stronger. The Yuma Fire Department is focused on developing our next generation of leaders. We have had one member finish their coursework at the National Fire Academy in the Executive Fire Officer Program for their first year while another was admitted and will begin the four-year program in 2008. Four employees attended the Arizona State University Fire Service Institute, three attended the Phoenix Metropolitan Battalion Chief’s academy, and three of our members have become Certified Public Managers while three completed Edward de Bono’s Thinking Mastery Series™. Number of Calls Call Volume 12000 11000 10000 9000 8000 7000 6000 5000 2000 2001 2002 2003 2004 2005 2006 2007 Year The Yuma Fire Department has strengthened our fleet and our equipment. New deliveries were accepted for two support vehicles for the Operations Chief and Emergency Management Coordinator. Additionally the purchase of an allterrain cart for accessing remote community areas was purchased and modified to allow for off-road use for emergency medical services calls. Training hours dramatically increased; they are up by more than 20%. New methods of CardioPulmonary Resuscitation (CPR) and advanced Cardiac Life support were taught to the all suppression staff and initial indications are that they have improved our ability to save lives. All Paramedics were provided a refresher course where they are taught the latest life-saving skills. We gained the credentialing for three more Paramedics and three more Technical Rescue Technicians as well. The Yuma Fire Department has prepared for growth. Last year Fire Station 6 was built and 114 GENERAL FUND 06/07 Actual 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget Personal Services 8,566,745 9,505,521 9,508,047 10,017,475 Operating 1,886,885 2,425,101 2,204,764 2,058,201 774,711 266,205 198,945 167,561 11,228,341 12,196,827 11,911,756 12,243,237 Capital Outlay FY 2008-2009 General Fund Budget (in thousands) $10,017 $2,058 $168 Personnel Operating Capital Outlay PUBLIC SAFETY TAX FUND 06/07 Actual Personal Services Operating 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget - - - - 13,655 45,000 45,000 - - 11,491 11,491 - 13,655 56,491 56,491 - Capital Outlay APPROPRIATED GRANTS FUND 06/07 Actual Personal Services 07/08 Adjusted Budget 07/08 Estimate 08/09 Budget - 9,978 - - Operating 51,045 1,436,992 670,350 1,026,500 Capital Outlay 21,394 1,525,000 326,458 326,458 72,439 2,971,970 996,808 1,352,958 115 City of YUMA 116 Capital Spending and Debt Management CAPITAL SPENDING AND DEBT MANAGEMENT Page No. Capital Improvement Program Capital Improvement Project Summary 2008-2009 Capital Budget Debt Management Table of Outstanding Debt Annual Debt Service Requirements 117 120 121 125 127 128 Capital Improvement Program develops a project schedule. Projects are reviewed by the responsible department and placed within the department’s ten-year schedule. The City of Yuma Capital Improvement Program (CIP) is a 10-year schedule of public physical improvements to the City’s infrastructure. The CIP sets forth proposed expenditures for systematically constructing, maintaining, upgrading, expanding, and replacing the community’s physical plant, as required by the City Charter. During the annual review of the 10-year CIP, completed projects are removed, new projects are proposed, and scheduled projects move forward in the schedule or out to later years. The timing of a project is dependent on the current condition of the facility and funding availability. This section describes the CIP process and provides limited detail of projects included within the capital improvements area of this adopted budget. The end result of the capital program is a separately published document, which includes detailed mapping, revenue source and the complete ten-year program. The reader should refer to that document to attain more descriptive detail than is included herein. THE PROCESS Projects are typically major expenditures. They can be either infrequent projects, such as the Municipal Government Complex construction project or systematic improvements, such as street surface replacement. Regular street maintenance of city facilities is not considered a Capital Improvement. Therefore, a project such as street slurry seals, which seals minor surface cracks, would not be found in this document and is funded, scheduled and completed within the Public Works Department’s Operations and Maintenance (O&M) budget. As the 10-year CIP is fine-tuned, it is under the oversight of the CIP Review Committee, which is composed of senior staff and the City Administrator. At this time, the specific dollar amounts available for each funding source are known or reliable projections can be made and projects may be added or dropped based on the amount of funds available in the next five years. After review by staff, the next step is referral to the Planning and Zoning Commission for comments and recommendations. Because the CIP identifies what City facilities will be improved it is more than a schedule of expenditures. It is a statement of budgetary policy and a planning document. Implementation of the CIP is a tool to accomplish the adopted goals and policies of the City Council. The Planning and Zoning Commission’s role is to review the CIP for consistency with the goals and policies of the General Plan. A Public Hearing is held at a commission meeting, which results in a formal recommendation to the City Council. The Capital Budget, which is the first year of the CIP and the 10-year CIP are then brought before the City Council. The City Council will hold a public hearing on the draft CIP at a regular Council meeting. Adoption then occurs at a subsequent Council meeting. Projects are developed through the course of the fiscal year. The process involves council, citizens, or staff proposing needed projects. Staff then coordinates the project with any related projects, reviews for compatibility with the City’s goals, identifies a funding source, and 117 comes first when priorities for projects are set, should tax or other revenues not be sufficient to maintain current operations and to build infrastructure. This is especially important when the project will create new or expanded facilities. For example, if a new park is planned, then the Parks and Recreation Department must include supplemental information in its budget to maintain the new park. This would include not only employees or contractors to maintain the park, but equipment and supplies for the park’s upkeep. CIP BUDGET The first year of the ten-year CIP program is called the capital budget. An extensive project, such as the installation of a major waterline, will typically be a multi-year project. The first year of the project is the design stage and the second year will involve the actual construction. The capital budget is integrated with the operating budget of the City and adopted in one motion. The projects within the first year of the CIP are prioritized. Prioritization is developed within each section and is established by the responsible departments. The prioritization is based on the need for the project and the available resources needed to complete the project. For most items in the 2009 capital budget, there is little actual impact on the operating budget since many capital items are replacement items already affecting operations cost. There are some notable exceptions: The availability of funds is the key factor as to whether a project will be initiated and completed. There are a variety of funding sources available, but these sources are limited in both the amount available and how these funds can be used. The same funding restrictions discussed in the Funds section hold true here. Projects can be funded by city, state or federal monies and outside agencies and individuals. City funding sources typically are sales and property taxes, service and utility fees, the Road tax and the Highway Users Revenue fund (a state gasoline tax with specific amounts allotted to municipalities based on population). Fund Water Project Impact Agua Vive Water Treatment Facility Operating cost of facility Cost $756,380 Following this discussion are three tables related to capital projects. The first table lists the various funding source descriptions the Capital Improvement Program uses. The Fund name is the abbreviation used in the program. The second table provides a summary by funding source of capital projects while the third table lists the actual projects included in the capital portion of the adopted budget. The list is grouped by funding source and shows the project number, a brief descriptive title and the amount included in this year’s adopted budget. The project number is useful in finding the detailed project information in the separately published ten-year capital improvement program. IMPACT ON OPERATING BUDGET Because much of the funding for capital projects comes from the general and special revenues, the operating budget must have a clear connection to the CIP process. Those same revenues drive the daily services provided by the city. Accordingly, its operating budget often 118 FUND DESCRIPTION ADEF Arroyo Dunes Funds: Collected from user fees at the golf course BOND This fund can be either the voter approved bond issue for specific projects or City dollars, which are developed through a Bond financing mechanism. CDBG Community Development Block Grants: Non-City dollars, federal funds for redevelopment projects. CIT Community Investment Trust Funds: General Fund dollars, which may be used at Council’s direction. DD Developer Deposits: Deposits paid by developers in place of completing construction on specific projects. DH Desert Hills Enterprise Fund: Collected from golf fees. GEN GRNT HERI HURF General Fund: Revenues from fees paid, sales tax, property tax, fines, etc. Grant: Non-City dollars, which can be federal or state grants. Heritage Area Grant Funding: Funds allocated to the City of Yuma for specific improvements to the city’s riverfront and downtown area. Highway Users Fund/Lottery Funds: This fund has two sources, the Highway Users Gasoline Tax and the Lottery dollars. The City receives a percentage of these funds based on population. Funds are used for street improvements or street related projects. IMP Improvement District: DEV Development Fees OTHR Non-City dollars such as ADOT, APS funds or other agency funds. PBSF Public Safety Tax Fund: two-tenths percent sales tax collected for the acquisition, construction or improvements to public safety facilities. PRO RCX Pro-rata: financing that has been collected and is available for development of projects. Impact: money collected from Citywide Impact Fees. Recreation Complex funds: City dollars, which are collected from fees paid at the civic center and baseball complex. Also can be 2% excise tax dollars, depending on the specific project. ROAD City road tax: five-tenths percent sales tax used for specific road projects. SANI Sanitation funds: General Fund dollars, which are reserved for sanitation projects. SCF Sewer Capacity Fund: City dollars, collected from fees paid at time of sewer connection. STP Surface Transportation Program: Non-City dollars, federal highway funds for roads and bridges. SUF Sewer Utility Fund: City dollars, collected from fees paid for specific sewer utility items, such as a meter. SYSD System Development Charges: A separate fee paid at the time of issuance of a water permit. The fee is based on the acreage of the property. SSIC Sanitary Sewer Interceptor Charge: City dollars, collected from fees paid at time of issuance of a sewer permit. TWO% 2% Tax financing: A special excise tax on hotel, motel, restaurant and bar sales, which finances the Yuma Civic and Convention Center facility, the Baseball Complex, the Arroyo Dunes and Desert Hills Golf Courses, the Yuma Crossing Park and surrounding area and convention/tourism related activities. WCF Water Capacity Fund: City dollars, collected from fees paid at time of water connection. WUF Water Utility Fund: City dollars, collected from fees paid for specific utility items, such as a meter. 119 Capital Improvement Project Summary 2008-2009 Capital Budget 2008-2009 FUND General Fund 410,000 Public Safety Tax 499,500 Grants Fund Appropriated Grants Fund Surface Transportation Program CDBG Grant Fund 20,405,000 865,000 452,400 716,500 Recreation Complex Fund Two Percent Tax Fund 2,000,000 City Road Tax Fund 4,630,000 Highway User Revenue Fund/LTAF 1,250,000 545,000 Water Fund 70,000 Wastewater Fund Restricted Funds Bond Projects Developer Deposits Prorata Development Fees Improvement District Water System Development Water Capacity Sewer Capacity Fees Sanitary Sewer Interceptor Charge 99,977,592 2,020,000 2,797,503 3,688,500 850,000 619,000 800,000 Other 19,888,700 162,484,695 TOTAL 120 CAPITAL IMPROVEMENT PROJECTS 2008-2009 Capital Budget FUNDING SOURCE BOND CIP# 1.9757 2.0300 2.0504 2.0511 2.0601 4.9401 4.0300 4.0400 4.0502 5.8323 5.8325 5.8702 5.9105 5.9207 5.9209 5.9401 5.9402 5.9507 5.9512 5.9701 5.9729 5.9811 5.9812 5.0401 5.0408 5.0518 5.0537 5.0538 5.0574 5.0584 5.0801 7.9417 7.9806 7.0107 7.0118 7.0203 7.0300 7.0302 7.0403 7.0500 7.0505 7.0506 8.9502 8.9593 8.9803 8.0003 8.0004 8.0005 8.0103 8.0402 8.0502 8.0895 9.9301 9.9402 PROJECT TITLE 2008/2009 Budget Authority Reserve Lighting for Parks and Athletic Fields Shade Structures New East Area Park Cibola High School Community Swimming Pool Fire Department Training Facility Fire Station No. 1 Replacement Police Department Facility Improvements Police Storage Facility 40th Street - Arizona Avenue to Avenue A 24th Street - Avenue B to Avenue C 1st Street - Gila Street to Avenue C Magnolia Avenue, et al Camino Alameda, et al (Casa Mañana) 17th Street - 19th Street & 5th Avenue - Avenue A Villa Hermosa No. 2 32nd Street - 4th Avenue to Avenue B 20th Street - Avenue B to Avenue C Right-of-Way Acquisition Avenue A - 16th Street to 24th Street Avenue C - 24th Street to 32nd Street 12th Street - Avenue A to Avenue B 24th Street - Avenue 6E to Avenue 9E Avenue 3E - Gila Ridge Rd. to 32nd St. 24th Street - Ave 2½E to Ave 3E Orange Avenue Improvements and Beautification Yuma Expressway Avenue 7E - North Construction 16th St & 4th Ave Intersection Improvements 16th Street - Arizona Avenue to Pacific Avenue 5th Street - Avenue A to Magnolia Avenue 16th St. & Zone 2 Waterline - Arizona Ave to Ave A Agua Viva Water Treatment Facility Zone 2 to Zone 1 Pressure Reducing Valve 32nd St Water Trans. Ln - Ave B to Friendship Towr Water Utility Security 1st Avenue Water Transmission Ln. - 5th to 17th St 40th St Water Transmission Ln - Ave 3E to Ave 9E Main Street WTF Auxiliary Power Main Street WTF Filter System Upgrade Friendship Tower Improvements Main Street WTF Sedimentation Basin Covers Manhole Rehabilitation/Reconstruction Sewer Line Replacements/Improvements Desert Dunes Water Reclamation Facility Figueroa WRF Administrative Building Expansion Colorado River Interceptor Sewer Junction Box Mod 1st Avenue Trunk Sewer Replacement Figueroa WRF - Aerator Upgrade Figueroa Avenue WRF Digester Improvements Figueroa Water Rec. Fac Inventory Control Building Pinto Lane Sanitary Sewer Lift Station 28th Street Storm Drainage 6th Place Storm Sewer BOND Total 121 3,100,000 700,000 120,000 831,645 4,800,000 6,460,000 170,000 700,000 3,340,000 500,000 150,000 545,000 1,090,000 1,500,000 1,525,000 1,800,000 650,000 890,000 2,300,000 3,400,000 700,000 1,600,000 5,150,000 2,013,000 805,000 260,000 500,000 2,800,000 210,000 8,930,000 300,000 450,000 25,114,947 270,000 990,000 930,000 285,000 2,100,000 95,000 300,000 917,000 70,000 239,000 460,000 775,000 175,000 398,000 340,000 2,000,000 570,000 30,000 1,400,000 3,700,000 529,000 99,977,592 CAPITAL IMPROVEMENT PROJECTS 2008-2009 Capital Budget FUNDING SOURCE PROJECT TITLE 2008/2009 ROAD 5.8322 5.8323 5.9512 5.9628 5.9702 5.9705 5.9718 5.9720 5.9913 5.9990 5.0517 5.0524 5.0574 5.0584 5.0890 9.9301 CIP# Arizona Avenue - 32nd to 40th Street 40th Street - Arizona Avenue to Avenue A Right-of-Way Acquisition Intersection Sight Distance Avenue A - 8th Street to 16th Street Avenue A - 32nd Street to 36th Street 32nd Street - Avenue B to Avenue C 32nd Street - Avenue C to Avenue D Arizona Avenue - 16th Street to Giss Pkwy Traffic Signal Installation and Upgrades Avenue 3½E - Avenue 3E to 56th Street 32nd Street & Pacific Avenue Improvements 16th St & 4th Ave Intersection Improvements 16th Street - Arizona Avenue to Pacific Avenue Traffic Signal Install - 32nd Street at Avenue 6E 28th Street Storm Drainage ROAD Total 250,000 200,000 25,000 30,000 700,000 50,000 250,000 300,000 650,000 220,000 500,000 130,000 790,000 305,000 100,000 130,000 4,630,000 CDBG 1.0300 5.0907 Multi-Modal Reconstruction Speese Addition Roadway Improvements CDBG Total DD DEV GEN GRNT 1.9757 5.0599 5.0890 1.0504 2.0702 2.9602 5.8322 5.8323 5.9718 5.9720 5.9990 5.0533 5.0538 1.0403 1.0702 1.0902 2.0510 3.9802 1.9757 1.9913 1.0003 1.0025 1.0300 1.0302 1.0601 1.0903 5.0509 5.0517 5.0518 Budget Authority Reserve Traffic Impact Analysis Studies Traffic Signal Install - 32nd Street at Avenue 6E 100,000 352,400 452,400 DD Total 1,500,000 100,000 420,000 2,020,000 DEV Total 868,500 160,000 440,000 300,000 200,000 540,000 400,000 220,000 150,000 410,000 3,688,500 GEN Total 100,000 25,000 15,000 100,000 170,000 410,000 Budget Authority Reserve Arizona Welcome Center Pivot Point Retail Village Components - Canal Walk West Wetlands Road Multi-Modal Reconstruction 800 MHZ New Radio Site Pivot Point Hunter's Hole Well Installation School Traffic Safety and Circulation Improvements Avenue 3½E - Avenue 3E to 56th Street Orange Avenue Improvements and Beautification GRNT Total 3,500,000 4,000,000 480,000 500,000 2,800,000 3,000,000 885,000 140,000 50,000 4,550,000 500,000 20,405,000 Vehicle Acquisitions Art Center Programming Expansion Yuma Valley Area Park Arizona Avenue - 32nd to 40th Street 40th Street - Arizona Avenue to Avenue A 32nd Street - Avenue B to Avenue C 32nd Street - Avenue C to Avenue D Traffic Signal Installation and Upgrades Frontage Roads - Ave 8E to Ave 10E Avenue 7E - North Construction West Wetlands Mitigation Reclamation Land Exchange Gandolfo Annex Demolition Yuma Art Center Museum Parking Lot Maintenance Upgrades 122 CAPITAL IMPROVEMENT PROJECTS 2008-2009 Capital Budget FUNDING SOURCE PROJECT TITLE 2008/2009 HURF 1.0025 5.8903 5.9205 5.9602 5.9807 5.0512 9.0401 9.0502 CIP# West Wetlands Road 23rd Avenue - 1st Street to Joe Henry Park 12th Street - 16th Street & 4th Avenue - Avenue A 1st Avenue - 16th Street to 12th Street 11th Street - 3rd Avenue to 2nd Avenue Trap Lane Safety Improvements Cibola Heights Stormwater Basin Improvements Dunes Drainage Basin HURF Total 90,000 370,000 150,000 400,000 90,000 30,000 15,000 105,000 1,250,000 IMPD 8.0703 Country Estates Unit IV Sanitary Sewer IMPD Total 850,000 850,000 700,000 4,000,000 155,000 4,000,000 184,700 150,000 699,000 5,800,000 3,000,000 1,200,000 19,888,700 OTHR 1.9757 1.0302 1.0500 2.0601 5.8323 5.9207 5.9701 5.0401 5.0584 9.9301 Budget Authority Reserve 800 MHZ New Radio Site Downtown / I-8 Trailblazing & City ID Imps. Cibola High School Community Swimming Pool 40th Street - Arizona Avenue to Avenue A Camino Alameda, et al (Casa Mañana) Avenue A - 16th Street to 24th Street Avenue 3E - Gila Ridge Rd. to 32nd St. 16th Street - Arizona Avenue to Pacific Avenue 28th Street Storm Drainage OTHR Total PRO 2.9602 5.8325 Yuma Valley Area Park 24th Street - Avenue B to Avenue C PBSF RCX SSIC SCF SUF STP TWO% 4.0400 4.0701 4.0704 2.0508 3.9802 8.0005 8.0500 8.0701 8.9593 5.8702 5.9402 1.9913 1.0003 1.0011 1.0019 1.0500 1.0601 1.0702 PRO Total 419,540 2,377,963 2,797,503 PBSF Total 100,000 230,000 169,500 499,500 RCX Total 580,000 136,500 716,500 SSIC Total 800,000 800,000 SCF Total 44,000 575,000 619,000 SUF Total 70,000 70,000 STP Total 265,000 600,000 865,000 Arizona Welcome Center Pivot Point Retail Village Components - Canal Walk Riverfront Development Master Planning Miscellaneous Structure Demolition Downtown / I-8 Trailblazing & City ID Imps. Pivot Point Reclamation Land Exchange TWO% Total 1,000,000 70,000 25,000 100,000 100,000 680,000 25,000 2,000,000 Police Department Facility Improvements Municipal Court Room A & B Remodel Fire Station 4 Remodel Desert Sun Stadium Parking Lot Maintenance Upgrades 1st Avenue Trunk Sewer Replacement Update City's 208 Facilities Plan Bleach Facility Rehabilitation and Upgrade Sewer Line Replacements/Improvements 1st Street - Gila Street to Avenue C 32nd Street - 4th Avenue to Avenue B 123 CAPITAL IMPROVEMENT PROJECTS 2008-2009 Capital Budget FUNDING SOURCE WUF CIP# 7.9102 7.9490 7.9996 7.0103 PROJECT TITLE 2008/2009 Water Service Line Replacement New Water Services Waterline Replacement/Improvements 1st Avenue Waterline - 12th Street to 16th Street WUF Total 200,000 50,000 100,000 195,000 545,000 Grand Total 162,484,695 124 Debt Management Service Fund, which is used to account for payment of the debt. Into this fund are transferred monies from other operating funds that can now pay over time for a costly project rather than trying to set aside monies until sufficient resources are available. The last section described how the city provided for its infrastructure needs. It was noted that operating revenues were the primary source for CIP projects. This ‘payas-you-go’ financing plan works well for smaller projects that can be paid out of current revenues. It doesn't work when project cost is greater than the annual collections from that source of revenue. Most governments have been active in the bond markets for years, especially with low long-term rates. The City of Yuma is no exception. This bond financing to pay for capital projects is especially prevalent in fast-growing cities, like Yuma. When more significant projects are planned which are beyond current revenues ability to spend, the City will seek financing solutions that provide the necessary resources immediately. Although a variety of forms of financing are available, the City usually turns to long-term bonds as a source of its financing. BOND TYPES There are different types of bonds used depending on the type of project and its anticipated repayment funding. A description of the bond types and their use by the City follows. LONG-TERM BONDS Much like bank financing, the City sells bonds on the open market to secure enough proceeds to pay for a project. With a ready source of cash, the City can complete a large project without the cash-flow concerns of using 'pay-as-you-go'. Again, like bank financing, the bonds must be repaid over time, at market driven interest rates. These payback terms are spread based on the flow assumptions of the underlying revenue and can range from five to twenty years or more. General Obligation Bonds - This type of bond relies on secondary property tax financing rather than a current operating revenue. This bonding method is subject to voter approval because it creates a new tax to support repayment. This secondary property tax is levied, when in use, by the City directly for bond repayment. The City does currently have general obligation bonds outstanding; however, the proceeds were used by the Water Fund to expand the current water plant. While the full faith and credit of the City supports the bonds and a tax levy could be generated if necessary, the bonds are paid by current revenues of the Water Fund. There are several reasons why bond financing is the most attractive source of capital. Because of their lower risk, with particular revenue types pledged to bond repayment, interest rates are lower. Municipal bonds are attractive to investors also because of favorable income tax treatment of bond interest payments. Revenue Bonds - These bonds are similar to general obligation bonds except that they do not have the support of the local property tax base for repayment. Instead, a source of revenue related to the project is pledged for repayment of the bonds. A typical revenue bond is related to the Highway User Revenue Fund (HURF), previously discussed in the Fund Information Section. Interest rates are fixed at the time of the bond sale, providing the City with a known payment schedule. Servicing this debt becomes part of the operating budget along with operational and capital needs. As noted earlier, the City maintains a Debt 125 The gas tax of the HURF fund can be pledged for repayment of the bonds, as it is a reliable source of revenue. Debt service payments would then claim priority for spending from the fund until the bonds were repaid. The City does not presently use this type of bonding, however, it has been used in the past. throughout the state. In each case, a fixed repayment schedule is created, much like a bond repayment schedule. For WIFA participation, Arizona statutes require voter approval. The City received such approval in 2002. Municipal Property Corporation (MPC) Bonds - The City issued its first MPC bonds in 1970 to finance the construction of the Convention Center, Baseball Complex and Desert Hills Golf Course. The Municipal Property Corporation was created to sell the bonds for that project. The bonds, because they do not necessarily rely on new sources of revenue for repayment, are not subject to voter approval for each project. (With its initial bond sale, however, the City created a new sales tax, the 2% Special Tax, for bond repayment and the new tax was subject to, and won, voter approval.) This method of bond financing has been used many times to finance a variety of projects. Under Arizona’s Constitution, outstanding general obligation bonded debt for combined water, sewer, artificial light, parks, open space preserves, playgrounds and recreational facilities may not exceed 20% of a City’s net secondary assessed valuation. Outstanding general obligation debt for all other purposes may not exceed 6% of a City’s net secondary assessed valuation. The legal borrowing capacity of the City of Yuma at June 30, 2007 follows: DEBT LIMITATIONS Water, Etc. (20%) Legal Limit $93,706,255 Outstanding GO Debt 7,535,000 Available Debt Margin $86,171,255 Improvement Districts – Improvement district financing is a special bonding arrangement for capital improvements in limited areas of the City. This debt is authorized by the property owners of the district and secured by assessments paid by those property owners. The City retains an obligation to pay should those assessments fail to meet the obligations of the bond; however, the City then retains title to the property should that unlikely failure occur. The City has used improvement district financing on a number of occasions, the most recent being Improvement District 67 which financed public improvements adjacent to the Yuma Palms Regional Center. All Others (6%) Legal Limit $28,111,876 Outstanding GO Debt Available Debt Margin $28,111,876 These limitations apply to general obligation debt only. Limitations other than statutory exist in many of the debt covenants associated with the bonds. These limitations include coverage requirements in which further debt is restricted if revenues related to the outstanding debt do not exceed certain percentages. In each case, the City is well within these limitations. Detailed coverage information is provided within the City’s annual Comprehensive Annual Financial Report. LONG-TERM CONTRACTS Another form of financing the City has used recently is a long-term financing contract (loans). Theses include the Arizona Water Infrastructure Financing Authority (WIFA), US Department of Housing and Urban Development (HUD), and the Arizona Department of Transportation (ADOT). In cases like WIFA, the authority sells bonds at a lower rate than the City can attain and loans the proceeds to various municipalities IMPACT OF DEBT SERVICE ON BUDGET Much like the impact of capital projects, debt service payments are derived from the same general revenues that are used for operations. A balance must be achieved between operational needs, debt requirements and capital expenditures to stay within the statutory or economic limitations of annual revenues. Each year, 126 More meaningful to this analysis is the City’s bond rating. Rating agencies are instrumental in determining debt capacity of the City. The City works with these agencies closely to improve its overall rating to assurance the soundness of its ability to attain favorable interest rates in the financial markets. the City Council and staff work carefully to assure this balance. The benefit of securing long-term financing to provide for timely construction of needed infrastructure can make a municipality ‘debt poor’ if taken to extremes. While no rules exist for measuring the amount of debt capacity a city can bear, some measures are available to compare governments. Per capita debt ratios and other means of comparison are reviewed to ensure that the City does not overreach its capacity for debt issuance. The City continues to develop more quantifiable measurements for debt analysis. OUTSTANDING DEBT This table lists the City’s outstanding debt at June 30, 2008: Pur p o se So ur ce o f r ep ayment R at e M at ur it y A ut ho r iz ed Out st and ing Refunded portion of 1992 issue Water rates and capacity charges 4.90% 2012 8,085,000 6,420,000 2001Issue New city hall General Fund 4.94% 2025 34,150,000 31,370,000 2003 - Series A Refunding Police/Municipal Court facility; fire station communications system Public Safety Tax 4.21% 2015 14,640,000 10,565,000 2003 - Series B Refunding Public Works facility and warehouse General Fund, HURF, Solid Waste and Water Funds allocated by percent of use 3.67% 2015 2,905,000 2,065,000 2003 - Series C Refunding Golf course clubhouse Desert Hills Golf Course; 2% Tax 2.97% 2010 1,445,000 655,000 2003 - Series B Addition Yuma Art Center; new fire station 4.18% 2022 9,000,000 7,560,000 2007 - Series B Public safety facilities; recreation projects; fiber optic installation;etc General Fund Public Safety Tax General Fund Public Safety Tax 4.20% 2025 30,785,000 30,785,000 2007 - Series D Road construction & improvements City Road Tax 4.40% 2027 61,100,000 61,100,000 2007 - Series Utility Water Plant construction; water & sewer improvements Water rates and Wastewater rates 4.50% 2027 127,925,000 127,925,000 General Obligation Bonds 1997 Refunding MPC Bonds Im provem ent Districts District 67 Street improvements; wastewater infrastructure adjacent to Yuma Palms Regional Center Special assessments 3.70% 2014 7,280,000 5,890,000 District 68 Street improvements; wastewater infrastructure adjacent to Yuma Palms Regional Center Special assessments 4.70% 2021 3,875,000 3,875,000 New East Mesa water plant; system upgrades New East Mesa water plant; system upgrades Water rates and capacity charges Water rates and capacity charges 3.31% 2022 46,414,920 44,790,849 3.31% 2024 36,414,920 33,667,929 Contracts Payable WIFA-Water WIFA-Water 127 Annual Debt Service Requirements BONDS AND IMPROVEMENT DISTRICTS 1997 Refunding Bonds July 1 Interest Principal Improvement District No. 67 Bonds Total Principal Interest Total 2008 1,170,000 312,105 1,482,105 740,000 204,240 944,240 2009 1,210,000 257,115 1,467,115 770,000 176,305 946,305 2010 1,275,000 196,615 1,471,615 805,000 147,168 952,168 956,736 2011 1,345,000 134,140 1,479,140 840,000 116,736 2012 1,420,000 69,580 1,489,580 875,000 85,008 960,008 2013 - - - 910,000 51,985 961,985 2014 - - - 950,000 17,575 967,575 $ 6,420,000 $ 969,555 $ 7,389,555 $ 5,890,000 $ MPC Bonds 2001 Series 799,017 $ 6,689,017 MPC Bonds 2003 Series Improvement District No. 68 Bonds 2008 1,000,000 1,536,625 2,536,625 385,000 309,920 694,920 210,000 172,490 382,490 2009 1,040,000 1,494,125 2,534,125 395,000 298,370 693,370 220,000 162,620 382,620 2010 1,080,000 1,449,925 2,529,925 410,000 285,532 695,532 230,000 152,280 382,280 2011 1,130,000 1,404,025 2,534,025 420,000 272,207 692,207 245,000 141,470 386,470 2012 1,175,000 1,356,000 2,531,000 435,000 257,507 692,507 255,000 129,955 384,955 2013 1,235,000 1,297,250 2,532,250 450,000 241,847 691,847 265,000 117,970 382,970 2014 1,295,000 1,235,500 2,530,500 470,000 224,973 694,973 280,000 105,515 385,515 2015 1,355,000 1,170,750 2,525,750 490,000 207,347 697,347 290,000 92,355 382,355 2016 1,755,000 1,103,000 2,858,000 515,000 182,847 697,847 305,000 78,725 383,725 2017 1,840,000 1,015,250 2,855,250 535,000 157,098 692,098 320,000 64,390 384,390 2018 1,935,000 923,250 2,858,250 560,000 134,628 694,628 335,000 49,350 384,350 2019 2,030,000 826,500 2,856,500 585,000 110,828 695,828 350,000 33,605 383,605 2020 2,130,000 725,000 2,855,000 610,000 85,672 695,672 365,000 17,155 382,155 2021 2,240,000 618,500 2,858,500 635,000 58,833 693,833 - - - 2022 2,350,000 506,500 2,856,500 665,000 30,258 695,258 - - - 2023 2,470,000 389,000 2,859,000 - - - - - - 2024 2,590,000 265,500 2,855,500 - - - - - - 2025 2,720,000 136,000 2,856,000 - - - - - - $ 31,370,000 $ 17,452,700 $ 48,822,700 $ MPC Bonds 2003 Refunding 1995A 7,560,000 $ 2,857,867 $ 10,417,867 $ 3,670,000 $ 1,317,880 $ 4,987,880 MPC Bonds 2003 Refunding 1995B MPC Bonds 2003 Refunding 1995C 2008 1,095,000 477,703 1,572,703 230,000 75,985 305,985 210,000 20,763 230,763 2009 1,150,000 422,953 1,572,953 235,000 69,085 304,085 220,000 14,463 234,463 2010 1,210,000 365,453 1,575,453 245,000 61,448 306,448 225,000 7,313 232,313 2011 1,285,000 304,953 1,589,953 250,000 53,485 303,485 - - - 2012 1,350,000 240,703 1,590,703 260,000 44,735 304,735 - - - 2013 1,425,000 173,203 1,598,203 270,000 35,375 305,375 - - - 2014 1,490,000 119,765 1,609,765 280,000 25,250 305,250 - - - 2015 1,560,000 62,400 1,622,400 295,000 14,750 309,750 - - - $ 10,565,000 $ 2,167,133 $ 12,732,133 $ 2,065,000 $ 128 380,113 $ 2,445,113 $ 655,000 $ 42,539 $ 697,539 BONDS AND IMPROVEMENT DISTRICTS July MPC Bonds 2007 Series B 1 Principal Interest MPC Bonds 2007 Series D Total Principal Interest MPC Bonds 2007 Series Utility Total Principal Interest Total 2008 1,450,000 826,123 2,276,123 2,880,000 1,744,749 4,624,749 4,835,000 3,763,523 8,598,523 2009 1,025,000 1,273,220 2,298,220 2,030,000 2,719,725 4,749,725 2,960,000 5,925,138 8,885,138 2010 1,075,000 1,221,970 2,296,970 2,125,000 2,638,525 4,763,525 3,105,000 5,806,738 8,911,738 2011 1,125,000 1,168,220 2,293,220 2,230,000 2,553,525 4,783,525 3,260,000 5,682,538 8,942,538 2012 1,175,000 1,111,970 2,286,970 2,330,000 2,442,025 4,772,025 3,425,000 5,519,538 8,944,538 2013 1,230,000 1,064,970 2,294,970 2,435,000 2,348,825 4,783,825 3,585,000 5,382,538 8,967,538 2014 1,280,000 1,015,770 2,295,770 2,540,000 2,251,425 4,791,425 3,750,000 5,239,138 8,989,138 2015 1,335,000 964,570 2,299,570 2,655,000 2,149,825 4,804,825 3,920,000 5,089,138 9,009,138 2016 1,390,000 911,170 2,301,170 2,760,000 2,043,625 4,803,625 4,095,000 4,893,138 8,988,138 2017 1,445,000 855,570 2,300,570 2,870,000 1,905,625 4,775,625 4,270,000 4,688,388 8,958,388 2018 1,505,000 797,770 2,302,770 2,985,000 1,762,125 4,747,125 4,440,000 4,453,538 8,893,538 2019 1,565,000 737,570 2,302,570 3,110,000 1,612,875 4,722,875 4,620,000 4,231,538 8,851,538 2020 1,630,000 674,970 2,304,970 3,240,000 1,457,375 4,697,375 4,810,000 4,000,538 8,810,538 2021 1,700,000 606,510 2,306,510 3,375,000 1,323,725 4,698,725 5,015,000 3,802,125 8,817,125 2022 1,770,000 534,260 2,304,260 3,520,000 1,154,975 4,674,975 5,225,000 3,551,375 8,776,375 2023 1,850,000 458,150 2,308,150 3,670,000 978,975 4,648,975 5,450,000 3,290,125 8,740,125 2024 1,930,000 365,650 2,295,650 3,825,000 795,475 4,620,475 5,685,000 3,017,625 8,702,625 2025 2,010,000 281,212 2,291,212 3,995,000 604,225 4,599,225 5,930,000 2,733,375 8,663,375 2026 2,100,000 193,275 2,293,275 4,170,000 404,475 4,574,475 6,190,000 2,436,875 8,626,875 8,587,375 2027 2,195,000 98,775 2,293,775 4,355,000 195,975 4,550,975 6,460,000 2,127,375 2028 - - - - - - 6,745,000 1,844,750 8,589,750 2029 - - - - - - 7,050,000 1,507,500 8,557,500 2030 - - - - - - 7,365,000 1,155,000 8,520,000 2031 - - - - - - 7,695,000 786,750 8,481,750 2032 - - - - - - 8,040,000 402,000 8,442,000 $ 30,785,000 $ 15,161,695 $ 45,946,695 $ 61,100,000 $ 33,088,074 $ 94,188,074 $ 127,925,000 $ 91,330,304 $ 219,255,304 CONTRACTS PAYABLE WIFA Loan #910043-03 WIFA Loan #920069-03 July 1 Interest Principal Total Principal Interest WIFA Loan #920088-04 Total Principal 2008 440,173 277,327 717,500 2,014,606 1,269,284 3,283,890 2009 454,747 262,753 717,500 2,081,310 1,202,580 3,283,890 1,451,270 1,505,711 Interest Total 1,236,006 1,180,533 2,686,244 2,687,276 2010 469,804 247,696 717,500 2,150,222 1,133,668 3,283,890 1,562,205 1,122,979 2,685,184 2011 485,359 232,141 717,500 2,221,416 1,062,474 3,283,890 1,620,819 1,063,265 2,684,084 2012 501,429 216,071 717,500 2,294,967 988,923 3,283,890 1,681,632 1,001,311 2,682,943 2013 518,032 199,468 717,500 2,370,953 912,937 3,283,890 1,744,727 937,033 2,681,760 2014 535,184 182,316 717,500 2,449,455 834,435 3,283,890 1,810,189 870,342 2,680,532 2015 552,904 164,596 717,500 2,530,557 753,333 3,283,890 1,878,108 801,150 2,679,258 2016 571,210 146,290 717,500 2,614,343 669,547 3,283,890 1,948,574 729,361 2,677,936 2017 590,123 127,377 717,500 2,700,904 582,986 3,283,890 2,021,685 654,879 2,676,564 2018 609,662 107,838 717,500 2,790,331 493,559 3,283,890 2,097,539 577,603 2,675,141 2019 629,848 87,652 717,500 2,882,719 401,171 3,283,890 2,176,238 497,427 2,673,665 2020 650,702 66,798 717,500 2,978,166 305,724 3,283,890 2,257,891 414,242 2,672,133 2021 672,247 45,253 717,500 3,076,773 207,117 3,283,890 2,342,607 327,937 2,670,544 2022 694,505 22,995 717,500 3,178,645 105,245 3,283,890 2,430,501 238,393 2,668,895 2023 - - - - - - 2,521,694 145,490 2,667,184 2024 - - - - - - 2,616,825 49,092 2,665,916 $ 8,375,929 $ 2,386,572 $ 10,762,501 $ 38,335,366 $ 10,922,983 $ 49,258,349 $ 129 33,668,216 $ 11,847,041 $ 45,515,257 City of YUMA 130 Appendix APPENDIX Page No. Schedule 1 – Revenues Schedule 2 – Department Expenditure by Fund Schedule 3 – Outside Agency Summary Schedule 4 – Supplemental Listing Schedule 5 – Authorized Staffing Level Schedule 6 – Budget Resolution Schedule 7 – Maximum Tax Levy Glossary 131 136 141 142 143 157 159 160 SCHEDULE 1 REVENUES 2006-2007 ACTUAL 2007-2008 BUDGET GENERAL FUND Local Taxes: Sales tax (1%) 20,672,515 Property Tax 7,125,276 Delinquent Property Tax 152,948 Franchise Tax 2,923,047 Intergovernmental Revenues: State revenue sharing 10,079,125 State sales tax 8,437,827 Auto in-lieu tax 3,476,878 Emergency services Tribal contribution 112,747 Licenses and Permits: Business licenses 315,964 Liquor licenses 48,180 Building permits 1,990,673 Electrical permits 267,386 Plumbing permits 118,356 Mechanical permits 83,658 Charges for Services: Zoning and subdivision fees 131,855 Plan check fees 828,035 Other development fees 37,821 Swimming fees 108,454 Recreation fees 270,529 Art Center fees 31,475 Other charges 45,959 Emergency service fees Police services 805,467 Use of Money and Property: Investment income 1,013,023 Recreation facility rents 175,516 Art Center facility rents 53,780 Mall district rentals Fines, Forfeitures, Penalties: Vehicle code fines 670,136 Parking & other fines 368,726 Miscellaneous Revenues: Sale of property 20,359 Unclassified revenues 121,213 60,486,928 Total COMMUNITY INVESTMENT TRUST FUND Use of Money and Property: Investment income 22,916 Miscellaneous Revenues: 20 Sale of property 22,936 Total RADIO COMMUNICATIONS FUND Charges for Services: Radio Repair fees 488,655 Contributions for Infrastructure Use of Money and Property: 2,890 Investment income 491,545 Total 131 2007-2008 ESTIMATE 2008-2009 FORECAST 22,161,017 8,064,476 100,000 2,917,000 20,982,100 8,000,000 100,000 3,014,000 22,031,214 8,732,640 100,000 3,073,000 12,503,023 9,041,117 3,560,000 162,747 12,494,124 8,564,394 3,683,473 101,466 13,243,000 8,992,614 3,881,917 112,747 300,000 45,700 2,530,000 320,000 200,000 115,000 316,000 45,700 1,415,936 190,000 75,000 70,000 320,000 46,200 1,502,936 250,000 100,000 100,000 117,000 775,000 8,500 103,000 255,300 33,000 40,668 732,000 111,000 700,000 9,700 104,000 252,100 28,700 117,183 648,092 90,000 600,000 6,800 104,000 251,472 33,000 106,436 615,000 764,000 155,200 60,000 542,000 310,000 1,010,000 158,700 60,000 72,000 532,500 325,000 760,000 155,700 60,000 550,280 345,000 3,000 196,320 66,115,068 3,000 116,020 63,300,188 3,000 116,020 66,282,976 22,500 10,000 10,000 10,073 32,573 10,000 10,000 342,000 739,661 - 725,000 - 1,000 343,000 14,000 753,661 5,000 730,000 SCHEDULE 1 REVENUES 2006-2007 ACTUAL 2007-2008 BUDGET HIGHWAY USERS REVENUE FUND Intergovernmental Revenues: State gasoline tax 8,137,890 Charges for Services Development Charges 94,006 Signal maintenance Use of Money and Property: Investment income 241,254 Miscellaneous Revenues: 6,938 Unclassified revenues 8,480,088 Total CITY ROAD TAX FUND Local Taxes: Sales tax (0.5%) 10,334,498 Use of Money and Property: Investment income 376,635 Miscellaneous Revenues: 144,386 Unclassified revenues 10,855,519 Total LOCAL TRANSPORTATION ASSISTANCE FUND Intergovernmental Revenues: Lottery tax 425,847 Use of Money and Property: Investment income 18,089 Miscellaneous Revenues: 42,566 Contributions 486,502 Total RECREATION COMPLEX FUND Charges for Services: Liquor sales 83,068 Concession stand sales 183,192 Other sales 3,447 Commissions & fees 19,667 Use of Money and Property: Investment income 104,413 Room rents 228,331 Equipment rents 60,406 Other rents 85,696 Miscellaneous Revenues: 10,554 Unclassified revenues 778,774 Total TWO PERCENT TAX FUND Local Taxes: Sales tax (2%) 4,231,989 Use of Money and Property: Investment income 111,567 Miscellaneous Revenues: 155 Unclassified revenues 4,343,711 Total 132 2007-2008 ESTIMATE 2008-2009 FORECAST 8,372,364 8,150,000 8,532,647 50,000 - 75,000 - 80,000 - 150,000 150,000 150,000 30,000 8,602,364 10,000 8,385,000 10,000 8,772,647 11,078,620 10,489,515 11,013,991 245,000 225,000 250,000 100,000 11,423,620 150,000 10,864,515 200,000 11,463,991 423,057 423,054 426,236 8,000 8,000 10,000 42,306 473,363 42,206 473,260 42,623 478,859 85,000 181,968 3,550 17,900 93,500 216,000 56,680 55,100 80,000 174,650 2,000 19,650 80,000 215,500 50,400 83,800 90,000 200,700 2,000 20,200 85,000 221,500 60,600 82,999 10,080 719,778 5,070 711,070 7,075 770,074 4,486,328 4,294,726 4,508,537 74,000 40,000 60,000 4,560,328 4,334,726 4,568,537 SCHEDULE 1 REVENUES 2006-2007 ACTUAL 2007-2008 BUDGET SOLID WASTE FUND Charges for Services: Collection fees 1,453,602 Receptacles sales 27,040 Miscellaneous Revenues: Unclassified revenues 10,675 Contributions 1,491,317 Total DOWNTOWN MALL MAINTENANCE FUND Local Taxes: Property Tax 113,339 Miscellaneous Revenues: 14,555 Unclassified revenues 127,894 Total GRANT FUNDS Intergovernmental Revenues: Community development grants 1,675,054 Law enforcement grants 3,243,328 Emergency management grants 48,464 Park and recreation grants 2,236,116 Heritage Area grants 42,114 Other miscellaneous grants 7,245,076 Total PUBLIC SAFETY TAX FUND Local Taxes: Sales tax (0.2%) 4,132,390 Use of Money & Property: 352,814 Investment income 4,485,204 Total CIP FUNDS Charges for Services: Developer Deposits 1,079,649 Prorata fees 92,283 Impact fees 3,345,320 Use of Money and Property: Bond proceeds Investment income 491,367 Rental income 441,551 Sale of property Miscellaneous Revenues: 277,386 Unclassified Revenues 5,727,556 Total DEBT SERVICE FUNDS Special Assessments: Principal 679,000 Interest 313,487 Use of Money & Property: Investment income 34,213 Bond proceeds 1,026,700 Total 133 2007-2008 ESTIMATE 2008-2009 FORECAST 1,895,000 40,000 1,737,259 13,000 1,796,300 13,000 5,000 1,940,000 10,000 1,760,259 10,000 1,819,300 100,000 110,000 110,000 15,000 115,000 15,000 125,000 15,000 125,000 2,464,893 1,563,896 715,010 112,139 22,448,838 27,304,776 1,364,638 1,661,544 451,500 1,226,843 4,568,669 9,273,194 2,209,339 2,008,569 240,000 39,450 24,747,756 29,245,114 4,429,938 4,194,376 4,404,094 100,000 4,529,938 140,000 4,334,376 120,000 4,524,094 1,600,000 370,000 5,395,160 4,140,564 2,020,000 2,797,503 3,225,904 76,237,500 135,000 469,500 - 93,685,707 666,109 493,937 - 509,500 515,140 - 17,489,000 101,696,160 18,845 99,005,162 19,888,700 28,956,747 710,000 231,065 914,000 408,372 950,000 371,795 941,065 19,234 1,341,606 1,321,795 SCHEDULE 1 REVENUES 2006-2007 ACTUAL ARROYO DUNES GOLF COURSE FUND Charges for Services: Green fees Merchandise sales Range fees Use of Money and Property: Equipment rents Investment income Miscellaneous Revenues: Unclassified revenues Total DESERT HILLS GOLF COURSE FUND Charges for Services: Green fees Merchandise sales Liquor sales Concession stand sales Food sales Range fees Use of Money and Property: Investment income Equipment rents Room rents Miscellaneous Revenues: Unclassified revenues Total WATER FUND Charges for Services: Residential water fees Commercial water fees Fire hydrant fees Service establishment fees Meter fees Developer deposits Use of Money and Property: Investment income Rental Income Miscellaneous Revenues: Unclassified revenues Total WASTEWATER FUND Charges for Services: Residential sewer fees Commercial sewer fees Sewer connection fees Developer deposits Use of Money and Property: Investment income Equipment rent Miscellaneous Revenues: Unclassified revenues Total 2007-2008 BUDGET 2007-2008 ESTIMATE 2008-2009 FORECAST 241,716 1,511 12,176 245,319 1,564 12,495 246,238 1,413 11,441 255,006 1,623 13,239 13,734 6,970 14,174 3,500 14,022 6,500 14,994 5,000 780 276,887 277,052 279,614 289,862 1,103,185 228,178 536,236 58,957 1,150,929 249,000 536,616 71,652 1,119,636 236,304 525,206 68,796 1,136,894 249,900 603,181 74,105 10,149 354,431 9,778 3,500 361,001 10,000 3,500 359,733 9,500 3,500 372,957 10,567 2,362 2,303,276 2,382,698 1,000 2,323,675 1,000 2,452,104 9,784,104 7,800,123 296,186 191,606 1,868,236 10,850,000 7,870,000 292,500 222,000 - 10,820,014 7,870,000 292,500 222,000 - 11,965,049 9,149,000 323,100 233,500 - 484,318 - 300,000 - 300,000 - 300,000 - 374,599 20,799,172 276,709 19,811,209 251,709 19,756,223 240,609 22,211,258 4,751,685 5,665,817 2,864,826 5,400,000 6,222,000 500,000 5,380,672 7,604,000 - 5,488,974 6,703,700 - 2 - - - - 53,540 13,335,870 50,000 12,172,000 25,000 13,009,672 25,000 12,217,674 134 SCHEDULE 1 REVENUES 2006-2007 ACTUAL WATER RESTRICTED FUNDS Charges for Services: Water capacity fees Water system dev. fees Use of Money and Property: Bond proceeds Bond proceeds - Capacity Bond proceeds - System Dev Investment income - Water Trfr Investment income - Capacity Investment income - System Dev Miscellaneous Revenues: Unclassified revenues - Water Trf Unclassified revenues - Capacity Unclassified revenues - System Dev Total WASTEWATER RESTRICTED FUNDS Charges for Services: Sewer capacity fees Sewer system dev. Fees - SSIC Sewer system dev. fees - Area A/B Sewer system dev. fees - 26th Pl Trk Use of Money and Property: Bond proceeds Loan proceeds from Capacity to SSIC Investment income - Capacity Investment income - SSIC Investment income - Area A/B Investment income - 26th Pl Trunk Miscellaneous Revenues: Unclassified revenues - SSIC Total EQUIPMENT REPLACEMENT FUND Use of Money and Property: Equipment rentals Investment income Total EQUIPMENT MAINTENANCE FUND Charges for Services: Guaranteed maintenance Non-guaranteed maintenance Fuel sales Use of Money and Property: Investment income Miscellaneous Revenues: Unclassified revenues Sale of property Total INSURANCE RESERVE FUND Use of Money and Property: Insurance Premiums Investment income Miscellaneous Revenues: Unclassified revenues Total 2007-2008 BUDGET 2007-2008 ESTIMATE 2008-2009 FORECAST 2,206,942 287,326 3,500,000 495,000 3,090,445 338,850 2,993,942 349,800 11,627,460 2,064,701 19,899 177,754 - 14,000 110,000 - 101,327,411 14,000 110,000 - 15,700 110,000 - 1 278 16,384,361 4,119,000 104,880,706 3,469,442 3,641,725 377,837 2,170 - 5,500,000 750,000 2,000 - 2,342,280 199,836 2,928 320 1,966,323 199,782 3,404 - 271,526 143 39,378 6,239 350,000 20,000 3,000 31,203,269 4,000,000 350,000 18 25,000 4,000 350,000 31,700 5,000 6,073 4,345,091 6,625,000 61 38,127,712 2,556,209 3,228,939 863,378 4,092,317 3,185,997 750,000 3,935,997 3,185,997 793,000 3,978,997 3,453,372 775,000 4,228,372 2,130,490 377,250 1,580,410 1,988,338 112,825 1,593,571 2,039,160 343,450 1,681,530 2,127,000 129,670 1,858,684 - - - - 1,050 366 4,089,566 3,694,734 4,064,140 4,115,354 1,650,092 75,314 2,072,574 50,000 2,072,574 60,000 1,112,186 55,000 130,718 1,856,124 5,000 2,127,574 10,651 2,143,225 7,000 1,174,186 135 SCHEDULE 2 OPERATIONAL EXPENDITURES (By Fund/Dept) 2006-2007 Actual 2007-2008 Budget 2007-2008 Estimate 2008-2009 Budget GENERAL FUND MAYOR AND COUNCIL 262,313 388,285 363,354 356,895 MUNICIPAL COURTS 1,594,290 1,761,449 1,680,287 1,729,441 CITY ADMINISTRATOR'S OFFICE CITY ATTORNEY'S OFFICE 3,420,652 1,284,355 4,253,789 1,620,083 3,967,218 1,504,053 4,162,800 1,543,406 INFORMATION TECH SERVICES 2,683,164 3,455,482 3,336,687 3,035,314 FINANCE 1,962,163 2,183,992 2,107,381 2,160,479 HUMAN RESOURCES GENERAL GOVERNMENT 1,115,149 1,496,790 1,359,657 1,801,426 981,814 304,988 1,072,650 2,269,512 COMMUNITY DEVELOPMENT 3,123,762 3,622,871 3,319,596 3,488,060 2,080 245,072 446,370 287,619 356,706 UTILITIES ENGINEERING PARKS AND RECREATION 8,612,441 10,053,907 9,965,460 9,847,925 POLICE DEPARTMENT FIRE DEPARTMENT 20,994,032 11,228,341 24,106,397 12,196,827 22,707,468 11,911,756 24,883,896 12,243,237 INTRACITY COST ALLOCATION (3,569,494) (3,758,896) (3,758,896) (3,979,083) CAPITAL PROJECTS LABOR TOTAL 54,455,109 63,491,639 58,678,785 32,284 63,203,522 COMMUNITY INVESTMENT TRUST GENERAL GOVERNMENT TOTAL 199,685 - - - 199,685 - - - RIVERFRONT REDEVELOPMENT FUND CITY ADMINISTRATOR'S OFFICE TOTAL - 660,300 660,300 660,300 - 660,300 660,300 660,300 82,487 200,585 193,781 1,072,558 82,487 200,585 193,781 1,072,558 RADIO COMMUNICATIONS INFORMATION TECH SERVICES TOTAL HIGHWAY USERS REVENUE FUND GENERAL GOVERNMENT - PUBLIC WORKS DEPARTMENT ENGINEERING 6,170,641 1,722,181 CAPITAL PROJECTS LABOR TOTAL - 6,954,074 2,104,021 - 6,739,219 2,220,927 - 58,000 7,104,639 3,202,410 38,978 7,892,822 9,058,095 8,960,146 10,404,027 1,013,276 1,228,020 1,174,347 19,000 1,720,517 CITY ROAD TAX FUND GENERAL GOVERNMENT PUBLIC WORKS DEPARTMENT CAPITAL PROJECTS LABOR TOTAL 1,013,276 136 1,228,020 1,174,347 447,040 2,186,557 SCHEDULE 2 OPERATIONAL EXPENDITURES (By Fund/Dept) 2006-2007 Actual 2007-2008 Budget 2007-2008 Estimate 2008-2009 Budget LOCAL TRANS ASSISTANCE FUND GENERAL GOVERNMENT 95,373 5,841 5,841 7,790 PARKS AND RECREATION - 85,132 49,112 85,132 95,373 90,973 54,953 92,922 130,697 13,655 945,000 56,491 592,256 56,491 188,458 - - - - 67,047 TOTAL PUBLIC SAFETY TAX FUND POLICE DEPARTMENT FIRE DEPARTMENT CAPITAL PROJECTS LABOR 144,353 1,001,491 648,747 255,505 1,905,517 2,109,560 2,073,428 27,000 2,064,964 1,905,517 2,109,560 2,073,428 2,091,964 TOTAL RECREATION COMPLEX FUND GENERAL GOVERNMENT PARKS AND RECREATION TOTAL TWO PERCENT TAX FUND CITY ADMINISTRATOR'S OFFICE GENERAL GOVERNMENT PARKS AND RECREATION TOTAL - - - 75,000 848,019 - 31,908 925,000 31,908 925,000 54,420 925,000 848,019 956,908 956,908 1,054,420 - - - SOLID WASTE FUND GENERAL GOVERNMENT PUBLIC WORKS DEPARTMENT TOTAL 10,000 3,344,657 3,875,456 3,787,330 3,715,564 3,344,657 3,875,456 3,787,330 3,725,564 MALL MAINTENANCE DIST FUND GENERAL GOVERNMENT - - - PARKS AND RECREATION 278,698 294,710 293,046 289,287 278,698 294,710 293,046 293,787 1,536,236 1,925,397 1,095,455 1,751,543 TOTAL 4,500 HUD CDBG ENTITLEMENT FUND CITY ADMINISTRATOR'S OFFICE FINANCE 486 396 396 396 4,792 5,100 5,000 5,000 1,541,514 1,930,893 1,100,851 1,756,939 130,213 353,000 166,787 - 130,213 353,000 166,787 - PARKS AND RECREATION TOTAL COMMUNITY REDEVELOPMENT FUND CITY ADMINISTRATOR'S OFFICE TOTAL 137 SCHEDULE 2 OPERATIONAL EXPENDITURES (By Fund/Dept) 2006-2007 Actual 2007-2008 Budget 2007-2008 Estimate 2008-2009 Budget DOJ WEED & SEED INITIATIVE CITY ADMINISTRATOR'S OFFICE 124,102 106,037 106,023 77,689 PARKS AND RECREATION 18,075 17,448 17,527 19,063 POLICE DEPARTMENT 76,880 75,899 76,450 53,248 219,057 199,384 200,000 150,000 MUNICIPAL COURTS 14,830 82,000 82,000 100,000 CITY ADMINISTRATOR'S OFFICE 18,815 25,237 19,785 1,470,450 CITY ATTORNEY'S OFFICE INFORMATION TECH SERVICES 4,750 77,458 4,600 301,613 4,600 258,546 4,600 624,945 GENERAL GOVERNMENT - 250,000 200,000 250,000 UTILITIES PARKS AND RECREATION 214 101,668 2,000 864,462 2,000 65,025 2,000 551,640 POLICE DEPARTMENT 531,643 1,606,617 1,026,792 1,259,182 72,439 2,971,970 996,808 1,352,958 821,816 6,108,499 2,655,556 5,615,775 2,795,488 2,804,371 2,804,371 2,804,871 2,795,488 2,804,371 2,804,371 2,804,871 2,541,725 2,536,625 2,538,125 2,534,125 2,541,725 2,536,625 2,538,125 2,534,125 TOTAL APPROPRIATED GRANTS FUND FIRE DEPARTMENT TOTAL 1995 REF MPC DEBT SERVICE FUND DEBT SERVICE TOTAL 2001 MPC DEBT SERVICE FUND DEBT SERVICE TOTAL 2007B MPC DEBT SERVICE FUND DEBT SERVICE TOTAL - - 2,276,123 2,298,220 - - 2,276,123 2,298,220 - - 4,624,749 4,749,725 - - 4,624,749 4,749,725 2007D MPC DEBT SERVICE FUND DEBT SERVICE TOTAL SPECIAL ASSMT DIST 67 FUND DEBT SERVICE TOTAL 941,415 944,240 944,590 946,305 941,415 944,240 944,590 946,305 182,475 382,307 382,657 377,555 182,475 382,307 382,657 377,555 SPECIAL ASSMT DIST 68 FUND DEBT SERVICE TOTAL 138 SCHEDULE 2 OPERATIONAL EXPENDITURES (By Fund/Dept) 2006-2007 Actual 2007-2008 Budget 2007-2008 Estimate 2008-2009 Budget ARROYO DUNES GOLF COURSE FUND GENERAL GOVERNMENT - - - PARKS AND RECREATION 251,676 280,594 267,739 312,434 251,676 280,594 267,739 316,234 2,211,105 2,545,030 2,426,252 27,000 2,614,314 2,211,105 2,545,030 2,426,252 2,641,314 TOTAL 3,800 DESERT HILLS GOLF COURSE FUND GENERAL GOVERNMENT PARKS AND RECREATION TOTAL WATER FUND GENERAL GOVERNMENT - UTILITIES CAPITAL PROJECTS LABOR TOTAL - - 84,000 9,864,364 - 12,123,502 - 18,186,468 - 20,083,980 272,217 9,864,364 12,123,502 18,186,468 20,440,197 67,470 95,749 93,327 104,097 67,470 95,749 93,327 104,097 3,319,911 3,794,159 3,794,159 3,719,228 3,319,911 3,794,159 3,794,159 3,719,228 872,470 835,886 835,886 856,852 872,470 835,886 835,886 856,852 8,300,280 9,061,447 10,719,924 63,000 11,428,026 WATER TRANSFER FUND UTILITIES TOTAL WATER CAPACITY FUND UTILITIES TOTAL WATER SYSTEM DEVELOPMENT FUND UTILITIES TOTAL WASTEWATER FUND GENERAL GOVERNMENT UTILITIES CAPITAL PROJECTS LABOR TOTAL - - - 67,488 8,300,280 9,061,447 10,719,924 11,558,514 2,978,527 2,978,488 2,978,488 3,112,102 2,978,527 2,978,488 2,978,488 3,112,102 6,537 6,568 6,568 14,767 6,537 6,568 6,568 14,767 WASTEWATER CAPACITY FUND UTILITIES TOTAL WASTEWATER SNTRY SWR INTC UTILITIES TOTAL 139 SCHEDULE 2 OPERATIONAL EXPENDITURES (By Fund/Dept) 2006-2007 Actual 2007-2008 Budget 2007-2008 Estimate 2008-2009 Budget EQUIPMENT MAINTENANCE FUND GENERAL GOVERNMENT - PUBLIC WORKS DEPARTMENT TOTAL - - 14,000 3,936,221 3,867,664 4,091,945 4,166,796 3,936,221 3,867,664 4,091,945 4,180,796 527,149 870,603 551,000 1,069,266 732,700 628,773 1,039,500 795,062 1,397,752 1,620,266 1,361,473 1,834,562 INSURANCE RESERVE FUND CITY ATTORNEY'S OFFICE GENERAL GOVERNMENT TOTAL EQUIPMENT REPLACEMENT FUND MAYOR AND COUNCIL MUNICIPAL COURTS CITY ADMINISTRATOR'S OFFICE CITY ATTORNEY'S OFFICE INFORMATION TECH SERVICES FINANCE HUMAN RESOURCES 7,336 5,200 6,800 - 1,483 14,836 6,000 20,520 6,121 21,611 1,750 28,550 1,471 16,629 17,935 7,000 29,145 16,481 99,120 24,620 74,000 20,436 123,420 24,500 1,483 37,890 36,019 3,500 COMMUNITY DEVELOPMENT PUBLIC WORKS DEPARTMENT 35,621 238,888 68,677 2,203,347 55,059 2,417,862 66,950 2,949,250 UTILITIES 232,770 1,029,791 1,174,490 203,600 ENGINEERING PARKS AND RECREATION 28,943 524,899 212,069 1,027,865 201,654 948,009 72,450 742,600 POLICE DEPARTMENT 538,908 FIRE DEPARTMENT GENERAL GOVERNMENT 1,032,804 1,035,366 597,550 28,301 (1,651,828) 51,479 1,096,983 21,784 51,380 834,450 1,051,223 48,736 6,932,994 6,088,526 6,706,793 112,688,748 142,369,403 146,026,335 161,760,097 TOTAL Total Operational Budget 140 SCHEDULE 3 2008-2009 OUTSIDE AGENCY SUMMARY Listed by Function 2007-2008 BUDGET 2007-2008 ESTIMATE 2008-2009 BUDGET Economic Development Crossing Park / River Development Convention & Visitors Bureau Lobbying GYEDC GYEDC Main Street/Heritage Festivals Greater Yuma Port Authority Film Commission 175,000 650,000 190,000 250,000 25,000 90,000 50,000 10,000 175,000 650,000 190,000 250,000 25,000 90,000 50,000 10,000 175,000 650,000 217,656 250,000 25,000 90,000 50,000 10,000 Health and Welfare Humane Society Catholic Services - Safe House Catholic Services - Senior Nutrition Catholic Svcs - Adult Day/Hlth Care Community Legal Services Saguaro Foundation - Transportation Yuma Community Food Bank American Red Cross Amberly's Place Crossroads Mission/Detox 495,000 22,500 17,500 5,000 6,000 6,000 5,000 3,500 46,200 30,000 495,000 22,500 17,500 5,000 6,000 6,000 5,000 3,500 46,200 30,000 495,000 25,000 15,000 5,000 6,000 3,500 46,200 30,000 47,500 12,000 10,000 30,000 42,566 47,500 12,000 10,000 30,000 42,566 40,000 12,000 2,500 25,000 42,566 2,218,766 2,218,766 2,215,422 Fund/Cognizant Department 2%/Parks&Rec 2%/Parks&Rec General/City Attorney General/City Admin Water/Utility Admin 2%/Parks&Rec General/Mayor 2%/Parks&Rec General/Police General/Police General/Parks&Rec General/Parks&Rec General/City Attorney General/City Admin General/City Admin General/Fire General/Police General/Police General/Parks&Rec General/Parks&Rec General/Parks&Rec General/Parks&Rec LTAF/Parks&Rec OUTSIDE AGENCY BY FUNCTION Culture and Recreation Yuma Fine Arts Assoc. Salvation Army Boys & Girls Club Special Olympics Cultural Council Cultural Activities TOTAL 141 SCHEDULE 4 CITY OF YUMA 2008-2009 SUPPLEMENTALS DIV POSITION # PERSONNEL OPERATING CAPITAL TOTAL GENERAL FUND ENGINEERING 4214 Civil Plans Examiner ( provisional) SUBTOTAL 1.0 1.0 56,757 56,757 - - 56,757 56,757 PARKS & RECREATION 5054 Building Maintenance Specialist (4/1/09) SUBTOTAL 1.0 1.0 11,096 11,096 400 400 - 11,496 11,496 2.0 67,853 400 - 68,253 1.0 - - - - 1.0 - - - - - 67,198 - - 67,198 - 67,198 - - 67,198 3.0 135,051 400 - 135,451 TOTAL GENERAL FUND RADIO COMMUNICATIONS FUND INFORMATION TECHNOLOGY SERVICES 1540 Wireless Technician TOTAL RADIO COMMUNICATIONS FUND APPROPRIATED GRANT FUND INFORMATION TECHNOLOGY SERVICES 1540 Wireless Technician TOTAL APPROPRIATED GRANT FUND TOTAL ALL FUNDS 142 SCHEDULE 5 2008-2009 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 06/07 FY 07/08 FY 08/09 MAYOR AND CITY COUNCIL Executive Assistant Administrative Specialist Department Total 1 1 2 1 1 2 1 1 2 MUNICIPAL COURT Court Clerk Court Specialist Court Supervisor Lead Municipal Court Officer Municipal Court Officer Municipal Court Administrator Legal Secretary Senior Customer Service Specialist Custodian Department Total 11 1 1 1 4 1 1 1 1 22 11 1 1 1 4 1 1 1 1 22 11 1 1 1 4 1 1 1 1 22 CITY ADMINISTRATOR'S OFFICE Administration City Administrator Executive Assistant Deputy City Administrator Economic Development Program Mgr Training & Development Program Mgr Management Intern Principal Customer Service Specialist Division Total 1 1 2 1 1 1 1 8 1 1 2 1 1 1 1 8 1 1 2 1 1 1 1 8 Quality Initiatives Public Affairs & Communications Mgr Public Affairs Coordinator TV Production & Operation Mgr Video Production & Operations Specialist Management Analyst Senior Customer Service Specialist Division Total 1 1 1 3 1 1 8 1 1 1 3 1 1 8 1 1 1 3 1 1 8 Heritage Area Development Exec Director YCNH Area Corp CIP Project Mgr Senior Planner Grants Writer/City Archeaologist Senior Customer Service Specialist Division Total 1 1 1 1 2 6 1 1 1 1 2 6 1 1 1 1 2 6 143 SCHEDULE 5 2008-2009 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 06/07 FY 07/08 FY 08/09 City Clerk City Clerk Deputy City Clerk Administrative Specialist Senior Customer Service Specialist Division Total 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 Redevelopment & Neighborhood Services Neighborhood Services Mgr Senior Neighborhood Specialist Neighborhood Specialist Code Enforcement Specialist Housing Rehabilitation Technician Senior Customer Service Specialist Customer Service Specialist Division Total 1 1 2 1 1 3 9 1 1 2 1 1 3 9 1 1 2 1 1 3 9 Facilities Maintenance Facility Maintenance Mgr Lead Custodian Building Maintenance Specialist Senior Facility Maintenace Worker Facility Maintenance Worker Custodians Division Total Department Total 35 35 1 1 2 1 1 8 14 49 1 4 1 4 10 1 4 1 4 10 1 4 1 4 10 1 1 1 3 13 1 1 1 3 13 1 1 1 3 13 1 1 1 3 1 1 1 3 1 1 1 3 CITY ATTORNEY City Attorney's Office City Attorney Assistant City Attorney Administrative Legal Assistant Legal Assistant Division Total Prosecutor's Office Assistant City Attorney/Prosecutor Legal Assistant Senior Customer Service Specialist Division Total Department Total INFORMATION TECHNOLOGY SERVICES Administration Director of ITS Assistant Director Business Applications Assistant Director Telecommunications Division Total 144 SCHEDULE 5 2008-2009 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 06/07 FY 07/08 FY 08/09 Technical Support Network Engineer Network Administrator Wireless Services Administrator GIS Administrator GIS Analyst Telecom Administrator ITS Senior Business Applications Analyst Technical Support Specialist Computer Support Specialist Computer Training Specialist Technical Support Assistant ITS Project Assistant Help Desk Support Specialist Wireless Communications Technician Web Development Administrator Senior GIS Technician Division Total 1 1 1 1 1 1 2 4 3 1 2 1 2 1 1 1 24 1 2 1 1 1 1 2 4 3 1 2 1 2 1 1 1 25 1 2 1 1 1 1 2 4 3 1 2 1 2 1 1 24 Radio Communications Sr Wireless Communication Technician Wireless Communication Technician Division Total Department Total 1 1 28 1 1 29 1 2 3 30 1 1 1 3 1 1 1 3 1 1 1 3 Customer Services Customer Service Supervisor Tax & License Specialist Senior Customer Service Specialist Customer Service Specialist Division Total 1 1 1 3 6 1 1 1 3 6 1 1 1 3 6 Purchasing Purchasing & Contracts Mgr Senior Buyer Buyer Senior Purchasing Clerk Purchasing Clerk Specialist Customer Service Specialist Inventory Control Specialist Mail Clerk Division Total 1 2 2 1 3 1 1 1 12 1 2 2 1 3 1 1 1 12 1 2 2 1 3 1 1 1 12 FINANCE DEPARTMENT Administration Finance Director Budget Coordinator Administrative Specialist Division Total 145 SCHEDULE 5 2008-2009 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 06/07 FY 07/08 FY 08/09 Accounting Accounting Supervisor Accountant Lead Accounting Specialist Senior Accounting Specialist Accounting Specialist Division Total 1 3 2 2 2 10 1 3 2 2 2 10 1 3 2 2 2 10 Facilities Maintenance Facility Maintenance Manager Lead Custodian Building Maintenance Specialist Senior Facility Maintenance Worker Custodian Facility Maintenance Worker Division Total Department Total 1 1 2 1 6 11 42 1 1 2 1 8 1 14 45 31 HUMAN RESOURCES DEPARTMENT Human Resources Human Resource Director Employement Mgr (FY 09 unfund) Human Resource Analyst Human Resource Technician Risk Coordinator Administrative Specialist Senior Customer Service Specialist Division Total 1 1 1 5 1 1 1 11 1 1 1 6 1 1 11 1 1 1 6 1 1 11 Risk Management Safety & Environmental Manager Safety & Environmental Specialist Human Resources Technician Division Total Department Total 1 1 1 3 14 1 1 1 3 14 1 1 1 3 14 COMMUNITY DEVELOPMENT Administration Director Community Development Senior Management Analyst Administrative Specialist Division Total 1 1 1 3 1 1 2 1 1 2 146 SCHEDULE 5 2008-2009 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 06/07 FY 07/08 FY 08/09 Building Safety Building Official Deputy Building Official Building Plans Examiners Building Inspection Field Supervisor Combination Building Inspector Building Inspector Code Enforcement Specialist Senior Permit Technician Permit Technicians Senior Customer Services Specialist Division Total 1 1 3 1 2 7 2 1 2 1 21 1 1 3 1 2 7 2 1 3 1 22 1 1 3 1 2 7 2 1 3 1 22 Community Planning Planning Mgr Principal Customer Service Specialist Senior Customer Service Specialist Principal Planner Associate Planner Assistant Planner Planning Technician Senior Planner Senior GIS Technician GIS Technician CADD Technician Division Total Department Total 1 1 2 2 1 3 2 4 1 1 1 19 43 1 1 2 2 1 3 2 4 1 1 1 19 43 1 1 2 2 1 3 2 4 1 1 1 19 43 - - - Fleet Services Fleet Mgr Equipment Maintenance Supervisor Fleet Services Crew Leader Senior Auto Equipment Mechanic Auto Equipment Mechanic Principal Customer Service Specialist Mechanic Assistant Division Total 1 1 1 5 7 1 1 17 1 1 2 5 7 1 1 18 1 1 2 5 7 1 1 18 Fleet Parts Inventory Control Specialist Parts Runner Division Total 2 1 3 2 1 3 2 1 3 PUBLIC WORKS DEPARTMENT Lot Cleaning Code Compliance Specialist Division Total 147 SCHEDULE 5 2008-2009 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 06/07 FY 07/08 FY 08/09 Solid Waste Environmental Sanitation Svc Crew Leader Heavy Equipment Operator Division Total 1 11 12 1 12 13 1 12 13 Uncontained Waste Heavy Equipment Operator Senior Street Maintenance Worker Street Maintenance Worker Division Total 2 2 4 2 1 1 4 2 1 1 4 Street - Maintenance Street/Solid Waste Manager Senior Engineering Technician Street Maintenance Supervisor Street Crew Leader Heavy Equipment Operator Equipment Operator Senior Street Maintenance Worker Street Maintenance Worker Code Compliance Specialist Senior Customer Service Specialist Principal Customer Service Specialist Division Total 1 1 1 1 1 3 3 8 2 1 22 1 1 1 1 1 3 3 8 2 1 22 1 1 1 2 1 3 3 8 1 1 22 Street - Street Sweeping Heavy Equipment Operator Division Total 6 6 6 6 6 6 Street - Traffic Signs and Stripping Street Crew Leader Senior Street Maintenance Worker Street Maintenance Worker Division Total 1 4 3 8 1 4 3 8 1 4 3 8 Street - Storm Drain Maintenance Street Crew Leader Street Maintenance Worker Equipment Operator Division Total 1 1 1 3 1 1 1 3 1 1 1 3 Street - Curbs, Gutters & Sidewalks Street Crew Leader Equipment Operator Senior Street Maintenance Worker Street Maintenance Worker Division Total 1 1 2 3 7 1 1 2 3 7 1 1 2 3 7 148 SCHEDULE 5 2008-2009 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 06/07 FY 07/08 FY 08/09 Street-Retention Basins Grounds Maintenance Supervisor Grounds Maintenance Crew Leader Street Crew Leader Grounds Maintenance Specialist Groundskeeper Division Total - 2 7 9 1 2 6 9 Street-Pathways and Trails Groundskeeper Division Total Department Total 82 1 1 94 1 1 94 UTILITIES DEPARTMENT Administration Public Works Director Utilities Director Customer Service Supervisor Principal Customer Service Specialist Senior Customer Service Specialist Customer Service Specialist Division Total 1 1 1 1 2 1 7 1 1 1 1 1 1 6 1 1 1 1 1 1 6 Water - Administration W/WW Treatment Mgr W/WW Treatment Superintendent Utility Systems Superintendent Utility Systems Division Mgr Senior Customer Service Specialist Division Total 1 1 1 3 1 1 1 3 1 1 1 3 Water - Treatment Plant W/WW Treatment Plant Supervisor Chief W/WW Treatment Plant Operator Sr W/WW Treatment Plant Operator W/WW Treatment Plant Operator Utility Security Patrol Groundskeeper Chief W/WW Treatment Plant Mechanic W/WW Sr Plant Mechanic W/WW Treatment Plant Mechanic W/WW Electronic Technician Electrician W/WW Electronic Technician Assistant Senior Customer Service Specialist Utility Compliance Specialist Cross Connection Specialist Senior Security Patrol Division Total 1 1 5 6 5 4 1 1 4 1 1 2 1 1 1 1 36 1 1 5 7 5 4 1 1 4 1 1 2 1 1 1 1 37 1 1 5 7 5 4 1 1 4 1 1 2 1 1 1 1 37 149 SCHEDULE 5 2008-2009 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 06/07 FY 07/08 FY 08/09 Water - Transmission/Distribution Utility Systems Supervisor Meter Repair Worker Utility Systems Crew Leader Utility Maintenance Technician Senior Water Distribution Mtnce Tech Utility Inventory Specialist Utility System Modeler Division Total 1 2 2 10 3 1 1 20 1 2 11 3 1 1 19 1 2 11 3 1 1 19 Water - Customer Service Customer Service Field Crew Leader Meter Service Program Coordinator Customer Service Field Representative Meter Reader Development Utility Rates Technician Senior Customer Service Specialist Utility Rates Program Coordinator Meter Repair Worker Senior Meter Service Technician Division Total 1 1 4 3 1 1 1 12 1 1 4 3 1 1 1 2 14 1 1 4 3 1 1 1 1 1 14 Water - Laboratory Lab Director Lab Analyst Division Total 1 1 2 1 1 2 1 1 2 Wastewater - Treatment W/WW Treatment Supervisor Chief W/WW Treatment Plant Operator Senior W/WW Treatment Plant Operator Treatment Plant Maintenance Specialist W/WW Treatment Plant Operator Electrician Chief W/WW Treatment Plant Mechanic W/WW Treatment Plant Mechanic Senior Customer Service Specialist Utility Inventory Specialist Facility Maintenance Worker Groundskeeper W/WW Electronic Technician Division Total 1 1 7 5 2 1 5 1 1 1 3 1 29 1 1 7 3 5 2 1 5 1 1 1 1 29 1 1 7 3 5 2 1 5 1 1 1 1 29 150 SCHEDULE 5 2008-2009 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 06/07 FY 07/08 FY 08/09 Wastewater - Collection Utility Systems Crew Leader Utility Maintenance Technician Senior WW Collections Maintenance Tech Division Total 2 11 2 15 2 11 2 15 2 11 2 15 Wastewater - Pretreatment Water Quality Assurance Supervisor Industrial Waste Inspector Pretreatment Specialist Industrial Pretreatment Inspector Division Total 1 2 1 1 5 1 2 1 1 5 1 2 1 1 5 2 1 3 132 2 1 3 133 2 1 3 133 ENGINEERING DEPARTMENT Engineering Services Director of Engineering Engineering Field Supervisor C.I.P. Project Manager C.I.P. Administrator Stormwater C.I.P. Project Manager Civil Engineer Traffic Engineer Engineer in Training Real Property Agent Registered Land Surveyor C.A.D.D. Technician Senior Engineering Technician Project Technician Engineering Technician Senior Customer Service Specialist Engineering Design Manager Administrative Specialist Development Fee Specialist Assistant Traffic Engineer Division Total 1 2 5 1 1 2 1 2 1 2 6 1 4 1 1 1 32 1 2 6 1 1 2 1 1 2 1 2 6 4 1 1 1 1 1 35 1 2 6 1 1 2 2 1 2 1 2 6 4 1 1 1 1 35 Development Engineering Assistant City Engineer Community Development Engineer Civil Plans Examiner Senior Customer Service Specialist Division Total 1 3 1 5 1 3 1 5 1 3 1 1 6 Wastewater - Laboratory Chemist Lab Analyst Division Total Department Total 151 SCHEDULE 5 2008-2009 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 06/07 FY 07/08 FY 08/09 1 3 1 5 42 1 3 1 5 45 1 3 1 5 46 1 1 1 1 1 1 4 1 11 1 1 1 1 1 1 4 1 11 1 1 1 1 1 4 1 10 Parks Maintenance Assistant Parks Superintendent Grounds Maintenance Supervisor HVAC Mechanic Grounds Maintenance Crew Leader Facility Maintenance Supervisor Building Maintenance Specialist Senior Parks Equipment Mechanic Parks Equipment Mechanic Parks Construction Specialist Grounds Maintenance Specialist Groundskeepers Division Total 1 2 1 8 1 4 1 1 3 18 21 61 1 3 1 8 1 4 1 1 3 19 21 63 1 3 1 8 1 4 1 1 3 19 21 63 Retention Basins Street Crew Leader Grounds Maintenance Supervisor Grounds Maintenance Crew Leader Grounds Maintenance Specialist Groundskeeper Division Total 1 1 6 8 - - Pathways and Trails Groundskeeper Division Total 1 1 - - Street - Traffic Signals Traffic Systems Supervisor Traffic Signal Technicians Senior Engineering Technician Division Totals Department Total PARKS AND RECREATION DEPARTMENT Administration Director of Parks & Recreation Assistant Director of Parks & Recreation Park & Golf Course Superintendent Arts Center & Civic Center Manager Recreation Superintendent Office Supervisor Senior Customer Service Specialist Arts & Culture Program Manager P&R Computer Support Assistant Division Total 152 SCHEDULE 5 2008-2009 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 06/07 FY 07/08 FY 08/09 Parks Development Urban Forestry Supervisor Groundskeeper Division Total 1 1 2 1 1 2 1 1 2 Convention Center Civic & Conv Center Operations Supervisor Event Operation Leader Custodian Civic Center Booking & Event Supervisor Civic Center Box Office/Event Specialist Senior Customer Service Specialist Division Total 1 4 1 1 1 1 9 1 4 1 1 1 1 9 1 4 1 1 1 1 9 Baseball Complex Grounds Maintenance Supervisor Grounds Maintenance Crew Leader Grounds Maintenance Specialist Groundskeeper Division Total 1 1 1 3 6 1 1 1 3 6 1 1 1 3 6 Downtown Mall Groundskeepers Division Total 3 3 3 3 3 3 Recreation - General Recreation Program Supervisor Recreation Program Coordinator Division Total 5 2 7 5 2 7 5 2 7 Senior Adult Activities Facilities Maintenance Worker Division Total 1 1 - - Aquatics Aquatics Crew Leader Building Maintenance Specialist Division Total 1 1 2 1 1 2 1 2 3 Yuma Readiness & Community Center Recreation Program Coordinator Division Total 1 1 1 1 1 1 153 SCHEDULE 5 2008-2009 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 06/07 FY 07/08 FY 08/09 Arts and Culture Arts & Culture Program Manager Arts Program Supervisor Theatre Production Coordinator Arts Specialist Senior Customer Service Specialist Art Center Booking Sales Specialist Custodian Events Operations Leader Division Total 1 1 2 1 1 2 1 9 1 1 2 2 1 1 8 1 1 1 2 2 1 1 9 Desert Hills Golf Course-Maintenance Grounds Maintenance Crew Leader Grounds Maintenance Supervisor Senior Parks Equipment Mechanic Parks Equipment Mechanic Grounds Maintenance Specialist Groundskeepers Division Total 1 1 1 1 1 5 10 1 1 1 1 1 5 10 1 1 1 1 1 5 10 Desert Hills Golf Course-Restaurant Restaurant Supervisor Assistant Restaurant Supervisor Kitchen Supervisor Cook Division Total 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 Desert Hills Golf Course-Pro Shop Golf Shop Manager Golf Professional Lead Golf Shop Cashier Senior Customer Service Specialist Division Total 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 2 2 141 2 2 132 2 2 133 1 1 1 1 1 5 1 1 1 1 1 5 1 1 1 1 1 5 Arroyo Dunes Golf Course-Maintenance Groundskeepers Division Total Department Total POLICE DEPARTMENT Administration Police Chief Police Captain - Field Services Police Captain - Support Services Administrative Specialist Senior Customer Service Specialist Division Total 154 SCHEDULE 5 2008-2009 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 06/07 FY 07/08 FY 08/09 Patrol Lieutenant Sergeant Master Police Officer Police Officer Accident Investigator Police Assistant Senior Customer Service Specialist Principal Customer Service Specialist Police Crime Analyst Parts Runner Division Total 4 12 9 90 6 6 1 1 1 130 4 12 9 90 6 6 1 1 1 130 4 12 9 90 6 6 1 1 1 130 Investigations Police Lieutenant Police Sergeant Master Police Officer Police Officer Senior Customer Service Specialist Police Identification Technician Principal Customer Service Specialist Division Total 1 6 7 41 2 2 59 1 6 7 41 2 2 59 1 6 7 41 1 2 1 59 Quality Assurance Police Lieutenant Police Sergeant Police Officer (Community Involvement) Senior Facility Maintenance Worker Polygraph Examiner Police Facility Maintenance Supervisor Asst Police Facility Maintenance Supervisor Custodians Evidence Custodian Division Total 1 1 2 1 1 1 1 3 2 13 1 1 2 1 1 1 1 3 3 14 1 1 2 1 1 1 1 3 3 14 Records and Communications Police Records Supervisor Police Technology Operations Coordinator Public Safety Computer Specialist Police Records Specialist Customer Service Specialist Division Total 2 1 2 16 3 24 2 1 2 16 3 24 2 1 2 16 3 24 155 SCHEDULE 5 2008-2009 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 06/07 FY 07/08 FY 08/09 1 5 29 1 36 267 1 1 5 29 1 37 269 1 1 5 29 1 37 269 1 1 1 3 1 1 1 3 1 1 1 3 Professional Services Fire Battalion Chief Fire Training Captain Senior Customer Service Specialist Division Total 1 2 1 4 1 2 1 4 1 2 1 4 Suppression Fire Battalion Chief Fire Captain Fire Engineer Firefighter- EMT Senior Customer Service Specialist Customer Service Specialist Fire Equipment Fleet Manager Division Total 3 24 21 54 1 1 1 105 3 24 21 54 1 1 1 105 3 24 21 54 1 1 1 105 Community Risk Reduction Fire Marshal Deputy Fire Marshal Fire Inspector Senior Fire Code Plans Examiner Senior Customer Servcie Specialist Fire Code Plans Examiner Fire Public Info/Educ Specialist Division Total 1 3 1 1 1 1 8 1 1 3 1 1 1 8 1 1 3 1 1 1 8 1 1 2 122 1 1 2 122 1 1 2 122 985 998 1001 Public Safety Communications Center Police Records & Communications Mgr 911 Coordinator (YMPO funded) 911 Emergency Dispatch Supervisor 911 Emergency Dispatcher Senior Customer Service Specialist Division Total Department Total FIRE DEPARTMENT Administration Fire Chief Assistant Fire Chief Administrative Specialist Division Total Emergency Management Fire Training Captain Senior Customer Service Division Total Department Total CITY TOTAL 156 SCHEDULE 6 Budget Resolution RESOLUTION NO. R2008-51 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF YUMA, ARIZONA, ADOPTING ESTIMATES OF PROPOSED EXPENDITURES BY THE CITY OF YUMA FOR THE FISCAL YEAR BEGINNING JULY 1, 2008, AND ENDING JUNE 30, 2009; AND DECLARING THAT SUCH SHALL CONSTITUTE THE ADOPTED BUDGET OF THE CITY OF YUMA FOR SUCH FISCAL YEAR WHEREAS, pursuant to the provisions of the laws of the State of Arizona and the Charter and Ordinances of the City of Yuma, the City Council is required to adopt a Budget; and, WHEREAS, the City Council has prepared and filed with the City Clerk a proposed Budget for the Fiscal Year beginning July 1, 2008, and ending June 30, 2009, and which was tentatively adopted on June 4, 2008; and, WHEREAS, due notice has been given by the City Clerk, as required by law, that the Budget for Fiscal Year 2008-2009 with supplementary schedules and details is on file and open to inspection by anyone interested; and, WHEREAS, it appears that the sums to be raised by primary taxation, as specified therein, do not in the aggregate amount exceed that amount as computed in Section 42-17051, Arizona Revised Statutes; and, WHEREAS, the total of amounts proposed for expenditure in the Fiscal Year from July 1, 2008, to June 30, 2009, do not exceed the expenditure limitation established for the City of Yuma; and, WHEREAS, a hearing has been held on this Budget for Fiscal Year 2008-2009, as required by law; and, WHEREAS, the Yuma City Charter requires, at Article IX, Section 1, that the City Council annually review all current Boards and Commissions and determine whether such are necessary; and, WHEREAS, the Yuma City Charter states that the City Council shall have control of all litigation of the city, and may employ other attorneys to take charge of any litigation or to assist the City Attorney therein. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Yuma as follows: That the City Council has finally determined the estimates of expenditures SECTION 1: which will be required of the City of Yuma for the Fiscal Year beginning July 1, 2008 and ending June 30, 2009. SECTION 2: That the Purposes of Expenditure and the amount finally determined upon for 157 SCHEDULE 6 Budget Resolution each purpose as set forth in Exhibits A through F attached hereto constitutes the official and finally adopted Budget of the City and the Main Street Mall and Offstreet Parking Maintenance District No. 1 for the 2008-2009 Fiscal Year as subject to the State Budget Law. SECTION 3: That money from any fund may be used for any of the purposes set forth in SECTION 2, except money specifically restricted by State Law or City Charter, Ordinance or Resolutions. SECTION 4: That all current City Boards and Commissions are necessary for the public health, safety and welfare of the City and should be continued. SECTION 5: That the city attorney is authorized to employ outside legal council to take charge of any litigation or to assist the city attorney. Adopted this 2nd_day of July 2008. APPROVED: Lawrence K. Nelson Mayor ATTESTED: Brigitta M. Kuiper City Clerk APPROVED AS TO FORM Steven W. Moore City Attorney 158 SECTION A. SCHEDULE 7 2008 LEVY LIMIT WORKSHEET COUNTY OF: YUMA TAX AUTHORITY: CITY OF YUMA Construction 2007 ACTUAL LEVY A.1 2007 MAXIMUM ALLOWABLE PRIMARY TAX LEVY LIMIT 8,064,476 A.2 LINE A.1 MULTIPLIED BY 1.02 EQUALS 8,225,766 SECTION B. 2008 NET ASSESSED VALUE OF ALL PROPERTY SUBJECT TO TAXATION IN 2006 B.1 CENTRALLY ASSESSED B.2 LOCALLY ASSESSED REAL B.3A LOCALLY ASSESSED MOBILE B.3B LOCALLY ASSESSED PERSONAL PROPERTY B.4 TOTAL OF B.1 THROUGH B.3 EQUALS B.5 B.4 DIVIDED BY 100 EQUALS SECTION C. 30,821,401 466,755,007 6,473,753 24,252,797 528,302,958 5,283,030 2008 NET ASSESSED VALUES C.1 CENTRALLY ASSESSED C.2 LOCALLY ASSESSED REAL C.3A LOCALLY ASSESSED MOBILE (PR YR) C.3B LOCALLY ASSESSED PERSONAL PROP (PR YR) C.4 TOTAL OF C.1 THROUGH C.3 EQUALS C.5 C.4 DIVIDED BY 100 EQUALS SECTION D. 32,554,181 33,322,628 496,730,247 6,551,467 24,252,797 560,857,139 5,608,571 2008 LEVY LIMIT CALCULATION D.1 ENTER LINE A.2 8,225,766 D.2 ENTER LINE B.5 5,283,030 D.3 DIVIDE D.1 BY D.2 AND ENTER RESULT D.4 ENTER LINE C.5 5,608,571 D.5 MULTIPLY D.4 BY D.3 AND ENTER RESULT LINE D.5 EQUALS 2008 ---- MAXIMUM ALLOWABLE LEVY LIMIT 8,732,640 ENTER EXCESS PROPERTY TAXES COLLECTIBLE PURSUANT TO ARS 42-17051, SECTION B - ENTER AMOUNT IN EXCESS OF EXPENDITURE LIMITATION PURSUANT TO ARS 42-17051, SECTION C - D.6 D.7 D.8 LINE D.5 MINUS LINE D.6 AND LINE D.7 EQUALS 2008 ALLOWABLE LEVY 159 1.5570 8,732,640 Glossary Actual vs. Budgeted: Difference between amounts projected (budgeted) in revenues expenditures at the beginning of the fiscal year and actual receipts or expenses, which are incurred by end of the fiscal year. the or the the Expenditure: Current operating expenses. Fiscal Year (FY): The period designated by the City for the beginning and ending of financial transactions. The fiscal year for the City of Yuma begins July 1 and ends June 30. Assessed Value/Valuation: Value of real and personal property determined by the County Assessor and Arizona Department of Revenue upon which property taxation is based. Full-time Equivalent Position (FTE): A position converted to the decimal equivalent of a full-time position based on 2,080 hours per year. For example, an employee may be split 50% between two divisions, thus .5 in one division and .5 in the other. Bonds: Debt instruments that require repayment of a specified principal amount on a certain date (maturity date), and interest at a stated rate or according to a formula for determining the interest rate. Fund: A fiscal and accounting entity with a selfbalancing set of accounts recording cash and other financial resources. Bond Rating: An evaluation of a bond issuer’s credit quality and perceived ability to pay the principal and interest on time and in full. Fund Balance: A balance or carry over that occurs when actual revenues exceed budgeted revenues and/or when actual expenditures are less than budgeted expenditures. The beginning fund balance is the residual funds brought forward from the previous fiscal year. Budget: A plan of financial operation for a specific time period. The budget contains the estimated expenditures needed to continue the City’s operations for the year and the anticipated revenues to finance them. Generally Accepted Accounting Principles (GAAP): Uniform minimum standards of financial accounting and reporting that govern the form and content of basic financial statements. Budgetary guidelines: Recommendations on budgeting issued by the National Advisory Council on State and Local Budgeting (NACSLB). The NACSLB’s budgetary guidelines are chiefly of interest to accountants because of the emphasis they place on performance measurement in the context of the budgetary process. Governmental Funds: Funds that house taxsupported activities; i.e., General Fund, Special Revenue Funds, Debt Service Funds, and Capital Projects Funds. Capital Improvement Program (CIP): A plan for capital expenditures needed to maintain and expand the public infrastructure. It projects these infrastructure needs for ten years and is updated annually to reflect the latest priorities. The first year of the CIP is adopted with the City’s operating budget. Grant: A contribution by a government unit or funding source to aid in the support of a specified function. Capital Outlay: Items that cost more than $5000 and have a useful life of more than two years. Internal Service Funds: Fund that provides goods or services to another department, agency or government on a cost-reimbursement basis. The City has three internal service funds: Equipment Maintenance, Equipment Replacement, and Insurance Reserve. Infrastructure: Facilities that support the continuance and growth of a community. Examples include roads, water lines, and sewers. CIP: See Capital Improvement Program. Contingency: An appropriation of funds to cover unforeseen events that may occur during the fiscal year, such as natural emergencies, shortfalls in revenue and similar events. Modified Accrual Basis of Accounting: Basis of accounting according to which (a) revenues are recognized in the accounting period in which they become available and measurable and (b) expenditures are recognized in the accounting period in which the liability is incurred, if measurable, except for unmatured interest on general long-term debt and certain similar accrued obligations, which should be recognized when due. Operating Budget: Day-to-day costs of delivering city services and estimates of revenues to be collected that comprise the City’s financial affairs for a fiscal year. Debt Service: Principal and interest payments on outstanding bonds. Enterprise Funds: Funds that are accounted for in a manner similar to a private business with the intention to cover their costs through user fees. The City has four enterprise funds: Arroyo Dunes Golf Course, Desert Hills Golf Course, Water, and Wastewater. Estimate: The most recent estimate of current year revenue and expenditures. 160 Operating Expenses: The cost of personnel, materials and equipment required for a department to function. unlike primary property tax, does not limit on the tax itself, as the secondary tax is based on voter-approved debt issuance. Operating Revenue: Funds received as income to pay for ongoing operations. For example, taxes, user fees, interest earnings, and grants. Special Revenue Fund: A fund used to account for receipts from revenue sources that have been earmarked for specific activities. For example, Highway User Revenue funds must be used for street maintenance. Personal Services: Expenditures for salaries and fringe benefits for employees. State-Shared Revenue: Includes the City’s portion of the state sales tax revenues, state income tax receipts, and Motor Vehicle In-Lieu taxes. Primary Tax: Property tax levied for government operating budgets. Arizona statutes limit the primary property tax levy amount. Supplemental: A request to add a position to the authorized staffing list and all associated costs with that position. Property Tax: A tax based on the assessed value of property, both real property (land and buildings) and personal property (equipment). The total property tax levied by a municipality. Arizona’s municipal property tax system is divided into a primary and secondary rate. Tax Levy: The total amount of the general property taxes collected for purposes specified in the Tax Levy Ordinance. Proprietary Funds: Funds that are focused on changes in net assets, operating income, financial position, and cash flow; i.e., Enterprise Funds and Internal Service Funds. Tax Rate: The amount of tax levied for each $100 of assessed valuation. Transfer: Movement of resources from one fund into another fund in which the resources are expended. For example, an interfund transfer would include the transfer of operating resources from the General Fund to the Capital Projects Fund, where long-term capital expenditures are recorded. Other examples include a transfer from the General Fund to the Solid Waste Fund, as user charges in Solid Waste are not sufficient to cover the cost of services and general revenues must be used (subsidy). Reappropriation (Rebudget): The inclusion of a balance from the prior year’s budget as part of the budget of the subsequent fiscal year. Reappropriation is common for encumbrances outstanding at the end of a fiscal year that a government intends to honor in the subsequent fiscal year. Reserved fund balance: The portion of a governmental fund’s net assets that is not available for appropriation. Revenue: Financial resources received from taxes, user charges and other levels of government. Undesignated Fund Balance: Funds remaining from prior year that are available for appropriation and expenditure in the current year. Secondary Tax: Property tax used to pay general obligation debt of the government. Arizona statute limits the overall amount of general obligation debt but, User Charges: The payment of a fee in direct receipt of a public service by the party who benefits from the service. 161 City of YUMA 162