City of Yuma, Arizona Adopted Budget FISCAL YEAR 2009-2010 Prepared and Presented By: Mark S. Watson City Administrator City of Yuma Arizona 2009-2010 Annual Budget Robert L. Stull Deputy City Administrator Steven W. Moore City Attorney Brigitta M. Kuiper City Clerk Laurie L. Lineberry Community Development Hank Baer Utilities Paul Brooberg Engineering PRESENTED TO: Jack McArthur, Chief Fire Department City Council Lawrence K. Nelson, Mayor Ema Lea Shoop, Deputy Mayor Cody T. Beeson Paul B. Johnson Leslie L. McClendon Raul Mendoza Douglas J. Nicholls Laura S. Neinast Information Technology Douglas S. Stanley, Judge Municipal Court Becky Chavez Parks & Recreation Jerry Geier, 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 2009-2010 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 2007-2008 actual expenditures, 2008-2009 adjusted budget, 2008-2009 estimates, and the request for 2009-2010. 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 2009-2010. 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 2010 while Schedule 7 provides the 2010 Maximum Tax Levy Worksheet. Finally, a Glossary is provided. City of YUMA 2009-2010 Annual Budget Table of Contents OVERVIEW City Administrator’s Message Mission Organization Chart Budget Process Financial Policies Revenues Funds Budget Overview Table City Profile DEPARTMENT INFORMATION 1 4 5 6 7 9 10 11 12 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 60 63 68 71 74 77 82 90 94 107 112 CAPITAL SPENDING & DEBT MANAGEMENT Capital Improvement Program Capital Improvement Project Summary 2009-2010 Capital Budget Debt Management Table of Outstanding Debt Annual Debt Service Requirements 119 122 123 126 128 129 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 131 137 142 143 144 159 161 162 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, 2008. This is the fifth 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 4 5 6 7 9 10 11 12 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 2009-2010 Honorable Mayor and City Council, In accordance with the Yuma City Charter, I am transmitting the City Administrator’s proposed city budget for Fiscal Year 2009-2010. This document has been filed with the City Clerk’s office as required and finalizes the annual review process by the City Council leading to eventual adoption. As you know, the economic situation of our community, state and nation has been very trying this past year and the City has had to continually adjust its budget throughout Fiscal Year 2008-2009 to match expenses to revenues. During the course of this year city staff have continued to eliminate positions and capital investment in order to live within the current financial means of the City, while retaining needed services. Millions I have submitted a proposed operating and capital budget of $147 million and $94 million, respectively, yielding an all funds budget of $241 million in anticipated expenditures for the coming fiscal year. You will find that this budget has reduced its personnel and capital costs from the prior year and that a continued slide in revenues is being anticipated for the coming year. Please refer to the chart below for an overall breakdown of past, present and proposed budget generalized costs. 200 PERSONAL SERVICES 150 MATERIALS DEBT 100 CAPITAL OUTLAY 50 CIP 0 2008 ACTUAL 2009 BUDGET 2009 ESTIMATE 2007-2008 ACTUAL PERSONAL SERVICES $ MATERIALS AND SERVICES DEBT CAPITAL OUTLAY TOTAL OPERATIONAL CAPITAL IMPROVEMENTS TOTAL BUDGET $ 63,361,963 42,005,001 30,329,934 6,621,383 2010 REQUEST 2008-2009 BUDGET $ 70,655,340 50,036,479 30,778,935 10,289,343 2008-2009 ESTIMATE $ 63,767,228 42,569,053 30,789,136 6,005,048 2009-2010 REQUEST $ 65,344,139 47,583,863 30,804,881 3,400,936 Change -7.52% -4.90% 0.08% -66.95% 142,318,281 161,760,097 143,130,465 147,133,819 128,893,516 162,484,695 53,029,326 94,400,743 -41.90% 196,159,791 $ 241,534,562 -25.51% 271,211,797 $ 324,244,792 1 $ -9.04% During the course of the current FY 2008-2009, we have seen many adjustments and changes for the city organization. As the national economy has slowed down we have seen local tax revenues remain flat while significant decreases at the state level have occurred. It is those decreased revenues from the State of Arizona that are majorly impacting our budget development for FY 2009-2010. We anticipate through projections and actual numbers that we will see a continued decrease in revenues in FY 20092010 so we have reduced our budget accordingly. We continue to meet city financial policy goals which maintain a 20% fund balance reserve, ensuring that our budget remains solid. We do see some signs of stability in the Yuma economy. The winter visitor season has been positive with many restaurants and small businesses having generally good years. However, we have seen capital projects decline dramatically as we have heard from our local engineers, architects and construction firms. Military spending continues to be steady. New residential construction has almost completely stopped while new commercial projects and remodels continue on a limited basis. A number of large projects such as the Hilton Garden Inn and Radisson Resort have been completed and should begin to contribute to the overall economy of the community in the coming year. Most recently, the Greater Yuma Economic Development Corporation has announced the addition of a new Twin Plant industry that will create a number of jobs for the region. As we look at these bright signs we should remind ourselves that we will emerge from this economic downturn in a better position than in the past. We have done a lot of planning during this time and there are a lot of improvements to city policies preparing us for the next wave of economic activity. Observations For This Budget The development of the FY 2009-2010 budget has been extremely challenging. Essentially, in the general fund we have had to reduce expenses by nearly $8 Million from the prior year. Knowing this decline in revenues was to occur this fiscal year, we provided information to our staff that there would be no increases in staff funding or merit increases and that capital expenditures would be limited to only essential needs. The city departments have closely analyzed their operations and have reduced their expenses to the bare essentials of their operations. Capital will be limited to replacement of only those items that are broken and in need of replacement, while vehicle replacement has been sharply reduced too. Another tool that we have used is a reduction of the charge for vehicle and equipment replacement. This should provide some relief to the funding of the departments but is not sustainable for the long term. Personnel During Fiscal Year 2008-2009 we reduced the number of funded personnel through attrition by sixty-nine. Four positions have been permanently eliminated, with the remaining sixty-five unfunded. As people have left positions, the positions were left unfilled and have been unfunded from this proposed budget. Public safety staffing has been sustained but we have curtailed unnecessary overtime and special event overtime. The only new positions being offered in this budget are supported by the Utilities Department. Three Water Treatment Plant Operators, one Electrician, and one Electronics Technician Assistant have been added to staff the new Agua Viva Water Plant on the East Mesa. These positions are being filled internally which will further reduce other positions in the organization. Overall, staffing remains at current levels. Positions that were unfunded have been reduced out of the budget. However, I anticipate further attrition reductions as we continue to review the needs for staffing throughout the year. Looking ahead to FY 2009-2010, the Agua Viva Water Treatment Plant will come fully online along with the associated operation and maintenance costs. Additionally, we will see costs added for the new Cibola High School swimming pool for the City’s portion of those operations this year. With respect to overall supplies, city departments have dramatically cut their budgets to reflect a bare minimum of services available for maintenance and upkeep of our general buildings. We will continue to look at ways to save additional dollars during this downturn using grant funds where possible to make further cost savings. Regarding personnel, one item that is included in the budget is a study to be conducted by the Human Resources department establishing a hierarchal listing of city positions to better incorporate salary ranges 2 for city personnel. The City Council will recall that we have previously conducted studies and salary comparisons which were unable to be implemented due to the economics. However, this hierarchal study will be able to put us in a position of addressing those shortfalls in the future when finances permit. This is a good next step in consolidating and improving our organizational salary structure. Contracted Amounts In the proposed budget you will find that the City of Yuma contracts with a number of agencies throughout town. Due to the decrease in funding available for departments, we did find it appropriate to reduce amounts for most of the contracted agencies. That review has occurred and we have recommended in this budget that each agency’s funding be generally reduced by 10%. These agencies involve such contracts as Amberly’s Place and the Humane Society. The Community Development Block Grant (CDBG) program will also provide funding for some agencies which has already been pre-approved for the year beginning October 1, 2009. The City of Yuma will continue to work with various agencies to determine the level of services that they can provide to us and those services which will assist us. Property Taxes and Fees The proposed budget includes a property tax rate of $1.4706 which also represents a reduction from last year’s rate of $1.5570. The tax rate continues to decline because of required levies and tax formulas. The Year Ahead No major fees are being recommended for change in the proposed budget for Fiscal Year 2009-2010. However, we will continue to assess costs of minor fees and provide recommendations to the City Council as needed. The budget has been balanced with a series of transfers, budget reductions and revenue estimates. As we indicate to you, revenues will continue to decrease at a slower pace which we will need to monitor on a daily basis. Acknowledgements I wish to acknowledge the preparation of this budget under the leadership of Finance Director Pat Wicks, Budget Coordinator Sharon Willoughby, City Engineer Paul Brooberg and his staff, as well as the Deputy City Administrator, Bob Stull. They have helped me to analyze and coordinate changes for a balanced budget that can be delivered to you in accordance with state law. Summary The budget for FY 2009-2010 is one that I am pleased with not so much for its services, but for its ability to sustain existing services. The departments have done an outstanding job of reducing their budgets and analyzing their financial needs to conform to the dollars that are available to us. It is my desire to continue to retain the quality personnel that we have in our organization and I will do everything in my power to ensure that we are in a position financially to retain the many good employees that we have in our organization. We will continue to use the latest in innovations and active communications. We look forward to working with the City Council in the coming year as we continue to provide needed municipal services for the citizens of Yuma. Respectfully Submitted, Mark S. Watson City Administrator City of Yuma, Arizona 3 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. 4 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 Urban Forestry 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 ENGINEERING Engineering/Capital Improvement Projects Utility Systems 5 BUDGET PROCESS FLOWCHART JANUARY Submit Dept. Operating Requests MARCH Review Operating Requests JUNE Develop Annual Dept. Budgets Operating Budget Guidelines Council Worksession Review Public Hearing & Budget Adoption Prepare Forecast Models CIP Budget Guidelines Submit CIP Requests Review CIP Requests Develop CIP Budget Council Worksession Review 6 OCTOBER 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 June 2 Publish CIP summary and Notice of Public Hearing No less than two weeks prior to Public Hearing NA April 12 May 1 NA May 20 Prior to CIP program adoption NA May 20 City Administrator submits Preliminary Budget to Council NA NA May 19 Preliminary Budget adoption NA NA June 17 On or before first of July NA June 3 NA Once a week for two consecutive weeks following preliminary budget adoption June 23 & June 30 NA Before final budget adoption July 1 N/A No later than second Monday in August July 1 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 15 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 7 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. 8 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. 9 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 10 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 2009-2010 Balance, July 1 General $ 16,118,848 $ Special Capital Debt Revenue Projects Service 4,528,404 $ 48,958,408 $ 544,167 $ Enterprise Internal 2009-2010 2008-2009 Service Total Estimate 2007-2008 Actual 46,642,355 $ 18,454,765 $ 135,246,947 $ 176,168,299 $ 55,320,764 Sources: Revenues Property Taxes Sales Taxes Franchise taxes 9,486,857 110,000 - - - - 9,596,857 8,935,000 8,132,242 19,050,000 17,547,175 - - - - 36,597,175 36,597,175 39,235,884 3,352,000 - - - - - 3,352,000 3,232,000 3,135,054 1,119,200 - - - - - 1,119,200 1,199,000 2,046,165 6,865,000 - - - - - 6,865,000 7,200,000 8,183,389 11,530,000 - - - - - 11,530,000 13,243,000 12,518,210 Building Permits, Zoning and Development Fees State Sales Taxes State Revenue Sharing Vehicle License Tax - - - - 3,600,000 3,550,000 3,518,856 State Gasoline Tax 3,600,000 - 7,130,840 - - - - - 7,130,840 6,923,154 8,144,883 Lottery Tax - 426,236 - - - - 426,236 426,236 423,054 19,313,987 7,419,383 6,274,157 58,928,810 54,587,965 60,369,595 Grants 5,788,638 Charges for Services 3,785,880 Fines, Fees, Interest and Other 2,273,165 1,431,823 13,506,250 1,355,038 2,148,249 980,519 21,695,044 12,714,634 23,031,625 Total Revenues 59,226,540 48,002,661 19,294,888 1,355,038 47,509,623 4,766,399 180,155,149 156,027,547 171,047,255 570,400 2,947,208 12,400,166 232,313 - 16,150,087 16,259,769 53,328,516 - - - 17,653,100 221,610,706 196,305,236 172,287,316 445,986,477 Transfers In Long-Term Debt Proceeds Total Sources - - 19,294,888 - 59,796,940 50,949,869 13,755,204 47,741,936 4,766,399 Police 22,705,921 1,396,048 - - - - 24,101,969 23,050,617 23,806,470 Fire 11,029,247 839,492 - - - - 11,868,739 11,933,315 11,884,390 - 9,335,662 - - - 13,076,843 13,253,343 15,310,588 674,975 2,500 - - 20,562,357 18,083,577 16,793,679 Uses: Expenditures Public Works Utilities Engineering 424,652 1,836,722 - - Parks and Recreation 9,141,101 3,540,035 - - Community Development 2,693,911 6,417 - - 19,884,882 2,137,168 - Administrative Mayor and Council 3,741,181 - 2,261,374 2,342,614 2,733,293 - 14,818,304 13,506,221 15,737,452 - 2,700,328 2,645,089 3,220,289 - - - - - 309,121 329,160 344,049 1,581,559 119,134 - - - - 1,700,693 1,667,382 1,662,514 City Administration 4,104,479 2,429,101 - - - City Attorney 1,567,944 4,700 - - - Information Technology 4,136,562 3,136,319 - - - Finance 1,937,332 396 - - - Municipal Court Human Resources General Government Capital Labor Intracity Cost Allocation Debt Service Capital Improvements Total Expenditures Debt Service Reserve 309,121 858,658 1,876,457 - - - - 360,300 - - - - 6,533,580 6,720,334 6,181,385 3,269,759 2,926,408 2,788,914 - 7,272,881 5,141,652 3,564,176 - 1,937,728 1,913,719 2,050,962 1,697,115 1,570,000 17,860 899,302 - - 332,684 (5,117,617) 1,917,344 - - 3,181,679 18,594 17,069,927 - - - - 40,000 15,984,465 57,947,178 57,982,162 41,807,937 57,947,178 598,577 - - 13,734,954 13,734,954 - 20,429,100 63,035,440 - 7,026,890 - Interfund Loan Payback Transfers Out Total Uses Balance, June 30 4,458,157 11,371,992 63,038,896 53,179,929 $ 12,876,892 $ 57,947,178 2,298,344 $ 10,306,118 $ 13,734,954 564,417 $ The Fund Information section explores the city’s funds in detail. 11 858,658 792,615 914,879 3,806,757 6,787,931 4,997,172 1,249,846 1,247,352 - - - - 30,804,881 30,789,136 30,329,934 94,400,743 53,029,326 128,889,322 241,534,561 196,159,791 271,209,468 600,961 598,577 596,040 193,068 193,068 - 319,038 900 16,150,087 16,259,769 53,328,516 63,547,546 7,027,790 258,476,293 213,208,668 325,138,945 30,836,745 $ 16,193,374 $ 73,075,890 $ 135,246,947 $ 176,168,296 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 113 square miles and houses over 95,419 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 1,064 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 95,000 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 12 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 113 Area in Square Miles as of 2000 106 Current (2007) City of Yuma Population 95,419 2000 City of Yuma Population 77,515 Growth % 1990 - 2000 for City of Yuma 12.5% Current (2000) Population of Yuma MSA 160,026 1999 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) 1,064 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 3 inches % of Sunshine Overall (Year = 4,456 hours) 90% (4,050 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 21 Total # of Public Elementary School Students 12,024 # of Private Elementary Schools 9 # of Public Junior High Schools 8 Total # of Public Junior High School Students 4,932 # of Public High Schools 5 Total # of Public High School Students 9,739 # of Private High Schools 1 # of Colleges/Universities 4 (Arizona Western College, Northern Arizona University - Yuma, Southern Illinois University, University of Phoenix) % of households with $100,000 plus income Average 15.5% Average Median Home Sales Price (City of Yuma) $176,100 13 City of YUMA 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; however, with the economy slowing sales taxes are expected to decline locally by as much as seven percent this year. While this does not match historical averages, sales taxes elsewhere in the state have declined even further with some cities reporting decreases of as much as 15% over last year. 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 2010, no increase over expected 2009 sales taxes is projected. Interest/Misc 1% 25 Fines 2% Licenses/ Permits 4% Charges 3% Vehicle Tax 6% 20 15 Property Tax 16% Income Tax 20% 10 Franchises 6% 5 State Sales 12% 2001 2002 2003 2004 State Sales City Sales Vehicle Lic 2005 2006 2007 2008 2009 2010 Sales Tax 32% Income Tax Property Tax 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 14% to 16% of general revenues. For tax year 2009 (fiscal year 2009-2010), the maximum tax rate is decreasing to $1.4706, but because of new construction growth and increases in assessed valuations, the tax levy increases by $654,217 to $9,386,857. The tax levy calculation 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 2010, as noted in the previous discussion of local sales tax, state sales tax is projected to decrease 12% from 2008 collections with 2009 collections expected to decline an additional five percent. Ten-year History of General Fund - Major Revenues 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 State Sales Income Tax City Sales Prop Tax Vehicle Lic $ 5,779,653 $ 7,303,100 $ 12,836,934 $ 5,243,984 $ 2,235,482 5,973,339 8,084,914 13,116,950 5,193,075 2,345,195 6,062,278 8,250,011 13,237,042 5,525,546 2,746,086 6,535,654 7,002,250 14,849,984 5,857,815 2,852,832 7,196,762 7,141,392 17,165,647 6,084,434 3,067,961 8,292,930 8,133,575 19,087,869 6,699,038 3,391,230 8,437,831 10,080,307 20,519,460 7,320,954 3,391,000 8,183,389 12,518,210 20,479,636 7,890,155 3,518,856 7,200,000 13,243,000 19,050,000 8,700,000 3,550,000 6,865,000 11,530,000 19,050,000 9,386,857 3,600,000 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, a decline of 13% is projected for next year. 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 2010 is a marginal 1.4% increase over fiscal 2009 estimate. 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 Administrative Depts 15% Fire 20% Municipal Court 3% Community Development 5% Parks 16% Police 41% General revenues not only support the services provided by the departments listed, but, as shown in the fund recap on the next page, also pay a portion of the city’s debt service (attributable to General Fund services) and subsidize both 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 2007-2008 2008-2009 2008-2009 2009-2010 Actual Budget Estimate Budget $ 344,049 $ 356,895 $ 329,160 $ 309,121 1,655,995 1,729,441 1,548,248 1,581,559 4,082,680 4,162,800 3,781,601 3,664,279 1,570,496 1,543,406 1,526,849 1,567,944 3,231,887 3,188,722 2,812,163 2,993,578 2,050,575 2,160,479 1,913,284 1,937,332 914,879 1,072,650 792,615 858,658 221,708 2,269,512 224,322 924,289 3,217,801 3,419,914 2,643,977 2,693,911 357,284 356,706 413,479 424,652 10,190,887 9,847,925 9,197,305 9,141,101 22,408,196 24,798,634 22,407,160 22,705,921 11,849,455 12,243,237 11,303,002 11,029,247 32,284 17,481 17,860 (3,979,083) (3,979,083) (4,442,642) (3,758,896) $ 58,336,996 $ 63,203,522 $ 54,931,563 $ 55,406,810 Also paid from General Fund resources in the fund recap are capital projects. 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 Transfers In: Capital Project Fund Total Transfers In 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 City Road Tax Fund Highway User Revenue Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2007-2008 ACTUAL 17,903,350 2008-2009 BUDGET 15,765,460 2008-2009 ESTIMATE 15,224,662 2009-2010 BUDGET 14,712,335 62,566,310 66,282,976 60,070,115 58,774,120 50,000 50,000 62,616,310 66,282,976 60,070,115 58,774,120 57,909,383 600,961 1,333,580 - 62,087,505 596,040 1,116,017 410,000 54,866,936 596,040 277,065 249,571 56,005,644 598,577 353,334 40,000 1,935,108 157,145 2,901,212 447,553 10,056 5,451,074 65,294,998 15,224,662 1,927,155 168,787 191,440 2,894,667 5,182,049 69,391,611 12,656,826 1,384,673 122,051 191,440 2,894,667 4,592,831 60,582,443 14,712,335 1,312,172 135,036 123,900 2,887,049 4,458,157 61,455,712 12,030,743 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 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, 2007-2008 ACTUAL 182,852 2008-2009 BUDGET 197,100 2008-2009 ESTIMATE 183,986 2009-2010 BUDGET 229,406 7,428 7,428 10,000 10,000 45,420 45,420 45,420 45,420 6,294 - - - - 6,294 183,986 207,100 229,406 274,826 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, 2007-2008 ACTUAL 880,400 2008-2009 BUDGET 660,300 2008-2009 ESTIMATE 660,300 2009-2010 BUDGET 440,200 440,200 440,200 440,200 440,200 440,200 440,200 440,200 440,200 440,200 440,200 440,200 660,300 660,300 1,100,500 440,200 660,300 660,300 660,300 440,200 1,100,500 - 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 Highway User Revenue Fund Solid Waste Fund Equipment Maintenance Fund Total Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Total Uses Undesignated Account Balance June 30, 2007-2008 ACTUAL 469,728 2008-2009 BUDGET 1,029,608 2008-2009 ESTIMATE 1,440,760 2009-2010 BUDGET 1,177,107 1,115,446 730,000 395,000 407,000 1,115,446 191,440 191,440 921,440 191,440 191,440 586,440 123,900 5,400 900 130,200 537,200 144,414 144,414 1,440,760 270,058 802,500 1,072,558 878,490 247,593 602,500 850,093 1,177,107 342,984 800,000 1,142,984 571,323 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. The precipitous decline in gasoline taxes noted in the graph below is due in part to a reduction in gallons of gasoline purchased; however, it is also due to a growing retention of the dollars by the state legislature for use by the Arizona Department of Public Safety. Accordingly, fewer dollars are available for road maintenance. 8.5 8.0 7.5 7.0 6.5 6.0 Gas Tax 5.5 5.0 4.5 4.0 Gas Tax 2001 6,157,241 2002 2003 6,414,401 6,732,659 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 Retention Basin Maintenance 2004 2005 2006 2007 7,198,885 7,627,170 7,816,920 8,137,895 $ 475,855 1,671,004 24,573 24,096 993,039 775,253 3,317,482 684,886 965,118 672,692 2008-2009 Budget $ 38,978 499,439 2,264,687 58,000 148,524 22,686 781,022 624,771 3,535,105 750,989 937,723 742,103 $ 9,603,998 $ 10,404,027 2007-2008 Traffic Signs and Striping 2008 2009 8,144,883 6,923,154 2008-2009 Estimate $ 40,996 486,983 1,561,251 123,975 7,156 627,770 715,192 3,131,443 593,244 688,974 629,356 $ 8,606,340 2010 7,130,840 2009-2010 Request $ 490,305 131,805 300,975 738,124 3,105,412 627,465 737,882 1,176,310 590,243 $ 7,898,521 The Public Works Department records operational expenditures in this fund from those maintenance and construction efforts. To further align maintenance activities, the Retention Basin Maintenance division has been moved from the Road Tax Fund and into the HURF fund. Additionally, the Engineering division was moved out of the HURF fund and into the Road Tax Fund. 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. Starting in 2009, the HURF Fund will be utilized solely for maintenance activities, no Capital Projects can be funded here. 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: Capital Improvement 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, 2007-2008 ACTUAL 4,243,647 2008-2009 BUDGET 3,484,597 2008-2009 ESTIMATE 2,660,644 2009-2010 BUDGET 926,471 8,382,591 8,772,647 6,973,154 7,200,840 276 276 8,382,867 8,772,647 6,973,154 7,200,840 9,375,028 228,970 - 9,998,477 405,550 864,063 8,425,061 181,279 - 7,798,521 100,000 - 101,681 260,191 361,872 9,965,870 2,660,644 100,987 100,987 11,369,077 888,167 100,987 100,987 8,707,327 926,471 101,771 101,771 8,000,292 127,019 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, 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 425,571 440,004 434,212 431,754 428,517 427,720 425,847 423,054 426,236 426,236 2007-2008 ACTUAL 36,392 2008-2009 BUDGET 20,000 2008-2009 ESTIMATE 37,676 2009-2010 BUDGET 20,000 477,544 477,544 478,859 478,859 470,359 470,359 471,359 471,359 90,333 - 92,922 385,937 92,922 395,113 94,429 376,930 385,927 385,927 476,260 37,676 478,859 20,000 488,035 20,000 471,359 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 roadways are recorded. 11.0 10.0 9.0 8.0 The Engineering division administers the capital 7.0 projects paid herein; Road Tax therefore this division has 6.0 been moved from the Highway User Revenue 5.0 fund into the Road Tax Fund for 2010. 4.0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Additionally, the Retention Road Tax 5,574,996 6,417,376 6,448,564 6,617,396 8,581,364 9,868,500 10,334,458 10,238,075 9,521,410 9,521,410 Basin Maintenance division in Public Works has been moved out of the Road Tax Fund and into the Highway User Revenue Fund where the other street maintenance activities are housed. CITY ROAD TAX FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Transfers In: General Fund 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, 2007-2008 ACTUAL 3,167,603 2008-2009 BUDGET 346,322 2008-2009 ESTIMATE 2,250,645 2009-2010 BUDGET 438,176 10,618,569 11,463,991 10,244,192 10,111,410 10,056 10,056 10,628,625 11,463,991 10,244,192 10,111,410 1,086,019 82,187 - 2,170,557 16,000 4,630,000 - 2,511,673 4,795,263 - 2,790,648 5,000 2,633,250 - 29,520 4,626,707 5,721,150 10,377,378 11,545,584 2,250,645 4,749,725 4,749,725 11,566,282 244,031 4,749,725 4,749,725 12,056,661 438,176 4,763,525 4,763,525 10,192,423 357,163 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 flat projection in 2010. Other revenues of the fund include interest earnings. 4.50 4.00 Public Safety Tax 3.50 3.00 2.50 2.00 1.50 1.00 0.50 - 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2,566,078 2,578,704 2,646,058 2,968,482 3,431,373 3,815,628 4,132,390 4,093,834 3,807,265 3,807,265 For 2010, the Public Safety Tax Fund will be solely 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. With the decline in tax receipts, only one capital outlay item, closed circuit television cameras for the Police Station, are budgeted for next fiscal year. The remaining funds are allocated to the debt service payment. PUBLIC SAFETY TAX FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues From Debt Service Reserve 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, 2007-2008 ACTUAL 2,757,933 2008-2009 BUDGET 858,752 2008-2009 ESTIMATE 732,949 2009-2010 BUDGET 301,374 4,220,503 4,524,094 3,825,265 300,000 3,825,265 300,000 4,220,503 4,524,094 4,125,265 4,125,265 42,285 578,351 - 67,047 188,458 499,500 63,399 54,000 139,288 100,000 - 4,277,692 1,347,160 5,624,852 6,245,487 732,949 4,300,153 4,300,153 5,055,158 327,688 4,300,153 4,300,153 4,556,840 301,374 4,307,730 4,307,730 4,407,730 18,909 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 2001 2002 2003 2004 2005 2006 Chgs/Rents 2007 2008 2009 2010 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, 2007-2008 Actual 2008-2009 Budget 2008-2009 Estimate 2009-2010 Request $ 1,336,619 757,174 $ 2,093,793 $ 1,357,366 707,598 $ 2,064,964 $ 1,246,740 639,894 $ 1,886,634 $ 1,217,689 593,553 $ 1,811,242 2007-2008 ACTUAL 1,312,189 2008-2009 BUDGET 1,435,231 2008-2009 ESTIMATE 1,481,685 2009-2010 BUDGET 1,096,121 786,762 770,074 564,960 593,200 1,500,000 1,500,000 2,286,762 1,500,000 1,500,000 2,270,074 1,500,000 1,500,000 2,064,960 1,500,000 1,500,000 2,093,200 2,047,074 46,719 - 2,071,778 20,186 716,500 1,862,927 23,707 563,890 1,810,242 1,000 - 23,473 23,473 2,117,266 1,481,685 2,808,464 896,841 2,450,524 1,096,121 1,811,242 1,378,079 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 Two Percent Tax was extended by the voters during a special election held in May 2009. This election secured the continuation of the Two Percent Tax for another 15 years. The graph below shows the tremendous growth experienced in prior years and the flattening that has occurred recently. With fiscal 2009 projected to decline 4.6%, the revenue projection for the next fiscal year will remain the same as the expected 2009 collections. 5.00 4.50 4.00 Two Percent Tax 3.50 3.00 2.50 2.00 1.50 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2,490,071 2,652,152 2,741,988 3,044,645 3,374,333 3,866,902 4,231,989 4,424,339 4,218,500 4,218,500 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. 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, 2007-2008 ACTUAL 1,359,028 2008-2009 BUDGET 1,727,786 2008-2009 ESTIMATE 1,641,401 2009-2010 BUDGET 1,746,262 4,464,376 4,464,376 4,568,537 4,568,537 4,303,500 4,303,500 4,254,000 4,254,000 931,908 - 1,054,420 2,000,000 1,054,448 969,528 978,290 2,452,285 440,200 1,500,000 230,725 1,079,169 3,250,095 4,182,003 1,641,401 440,200 1,500,000 234,463 2,174,663 5,229,083 1,067,240 440,200 1,500,000 234,463 2,174,663 4,198,639 1,746,262 440,200 1,500,000 232,313 2,172,513 5,603,088 397,174 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 - 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Levy 62,912 64,172 83,184 88,411 93,857 101,821 113,345 105,390 110,000 110,000 Rate 4.7747 4.7747 4.7747 4.7747 4.7747 4.7747 4.7747 4.7747 4.7747 4.7747 3 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, 2007-2008 ACTUAL 2008-2009 BUDGET 2008-2009 ESTIMATE 2009-2010 BUDGET - - - - 117,325 125,000 120,000 120,000 157,145 157,145 274,470 168,787 168,787 293,787 122,051 122,051 242,051 135,036 135,036 255,036 261,757 12,713 293,787 - 242,051 - 255,036 - 274,470 - 293,787 - 242,051 - 255,036 - 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 1.5 days and spring cleanups. 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 Radio Maintenance Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, - 2001 2002 Fees 900,000 952,000 2003 2004 Transfer 1,115,815 1,297,740 1,331,569 943,914 2005 2006 2007 2008 2009 2010 1,180,876 1,688,146 1,842,607 1,970,676 1,480,642 1,790,356 1,800,600 1,795,600 2007-2008 ACTUAL 27,145 898,204 2008-2009 BUDGET 1,172,436 1,877,405 1,939,565 1,384,673 1,312,172 2008-2009 ESTIMATE 2009-2010 BUDGET - - - 1,820,448 1,819,300 1,815,938 1,812,600 1,935,108 1,935,108 3,755,556 1,927,155 1,927,155 3,746,455 1,384,673 1,384,673 3,200,611 1,312,172 1,312,172 3,124,772 3,731,590 30,076 3,725,564 - 3,179,720 - 3,098,319 - 21,034 21,034 3,782,701 - 20,891 20,891 3,746,455 - 20,891 20,891 3,200,611 - 21,053 5,400 26,453 3,124,772 - 27 GRANT FUNDS A variety of federal and state grants and entitlements are recorded in this fund. Individual grant funds included here are the HUD CDBG Entitlement, Community Redevelopment, DOJ Weed and Seed Initiative, and the Appropriated Grants 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 Transfers In: Capital Improvement Fund Total Transfers In 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, 2007-2008 ACTUAL 2008-2009 BUDGET 2008-2009 ESTIMATE 2009-2010 BUDGET - - - - 6,273,319 29,245,114 7,419,383 19,313,987 177,978 177,978 6,451,297 29,245,114 7,419,383 19,313,987 2,243,541 259,726 119,223 7,048,256 474,458 21,722,400 - 5,290,665 630,457 1,498,261 - 8,352,135 439,852 10,522,000 - 3,828,806 3,828,806 6,451,297 - 29,245,114 - 7,419,383 - 19,313,987 - 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. Individual Debt Service Funds included here are the 1995 Refunding MPC Debt Service Fund, 2001 MPC Debt Service Fund, 2007B MPC Debt Service Fund, and the 2007D MPC Debt Service Fund. 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, 2007-2008 ACTUAL - 2008-2009 BUDGET 17,734 2008-2009 ESTIMATE 7,202 - 7,400 4,750 2,901,212 230,725 101,681 4,626,707 21,034 62,521 24,127 4,277,692 12,245,700 12,252,902 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 2,894,667 234,463 100,987 4,749,725 20,891 62,094 23,962 4,300,153 12,386,942 12,394,342 2,887,049 232,313 101,771 4,763,525 21,053 62,577 24,148 4,307,730 12,400,166 12,404,916 12,252,902 12,252,902 - 12,386,941 12,386,941 17,735 12,394,941 12,394,941 (599) 12,400,166 12,400,166 4,151 - 2009-2010 BUDGET (599) 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, 2007-2008 ACTUAL 496,984 2008-2009 BUDGET 492,459 2008-2009 ESTIMATE 521,019 2009-2010 BUDGET 530,954 929,783 944,240 956,240 962,168 29,520 9,322 38,842 968,625 - - - 944,240 956,240 962,168 944,590 944,590 521,019 946,305 946,305 490,394 946,305 946,305 530,954 952,168 952,168 540,954 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. 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, 2007-2008 ACTUAL 4,923 2008-2009 BUDGET 4,573 2008-2009 ESTIMATE 8,162 2009-2010 BUDGET 13,812 385,896 377,555 383,555 388,120 385,896 377,555 383,555 388,120 382,658 382,658 8,162 377,555 377,555 4,573 377,905 377,905 13,812 382,620 382,620 19,312 30 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 Bond Amortization Capital Improvements Transfers Out: General Fund Highway Users Revenue Fund City Road Tax Grant Funds Improv. District #68 Debt Service Wastewater Fund Water Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2007-2008 ACTUAL 926,139 2008-2009 BUDGET 73,047,129 2008-2009 ESTIMATE 67,731,729 2009-2010 BUDGET 48,958,408 103,018,814 28,956,747 4,776,214 19,294,888 447,553 260,191 385,927 5,721,150 1,347,160 23,473 1,079,169 3,828,806 13,093,430 116,112,244 28,956,747 4,776,214 19,294,888 497,691 48,580,709 90,463,348 23,549,535 58,324,108 50,000 276 177,978 228,254 49,306,654 67,731,729 90,463,348 11,540,528 23,549,535 48,958,408 58,324,108 9,929,188 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 records the financial WATER CUSTOMER GROWTH activity of the City’s 28 27 water treatment and 26 distribution system. 25 The system is not 24 tax supported but 23 relies on a 22 21 combination of 20 charges for water 19 and capacity fees for 18 new development to 17 maintain and expand 16 Jan- Jul- Jan- Jul- Jan- Jul- Jan- Jul- Jan- Jul- Jan- Jul- Jan- Jul- Jan- Jul- Jan- Jul- Jan- Jul- Janits services to meet 99 99 00 00 01 01 02 02 03 03 04 04 05 05 06 06 07 07 08 08 09 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 2010 2009 2008 2007 2006 2005 2004 2003 2002 2001 - Water Sales Capacity 5.0 10.0 15.0 20.0 25.0 30.0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 8,244,612 1,738,243 8,821,057 1,468,918 9,449,251 1,784,476 10,457,209 2,826,218 12,298,500 2,450,000 15,269,912 2,455,133 18,072,019 2,206,942 21,420,922 2,611,726 22,470,500 2,747,500 24,146,000 2,497,500 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, 2007-2008 ACTUAL 11,225,692 2008-2009 BUDGET 11,660,885 2008-2009 ESTIMATE 9,435,861 2009-2010 BUDGET 11,526,073 22,184,918 22,211,258 22,853,904 24,532,709 1,815,304 1,815,304 24,000,222 - - - 22,211,258 22,853,904 24,532,709 10,088,086 71,812 7,058,889 4,508,745 12,826,334 339,877 7,273,986 545,000 11,511,804 118,596 7,927,078 1,144,120 13,536,772 25,750 7,947,442 485,000 62,521 4,000,000 4,062,521 25,790,053 9,435,861 62,094 62,094 21,047,291 12,824,852 62,094 62,094 20,763,692 11,526,073 62,577 62,577 22,057,541 14,001,241 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, 2007-2008 ACTUAL 350,177 2008-2009 BUDGET 270,850 2008-2009 ESTIMATE 324,420 2009-2010 BUDGET 287,497 17,215 17,215 15,700 15,700 7,017 7,017 7,000 7,000 42,972 42,972 324,420 104,097 104,097 182,453 43,940 43,940 287,497 42,816 42,816 251,681 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 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, 2007-2008 ACTUAL (8,355,425) 2008-2009 BUDGET 2,347,566 2008-2009 ESTIMATE 2,164,032 2009-2010 BUDGET 1,269,000 2,703,272 3,103,942 2,824,755 2,572,500 11,333,705 11,333,705 14,036,977 3,103,942 2,824,755 2,572,500 3,411,505 106,015 3,517,519 2,164,032 78,671 3,640,557 3,719,228 1,732,280 78,967 3,640,820 3,719,787 1,269,000 3,616,506 3,616,506 224,994 2008-2009 BUDGET 1,059,100 2008-2009 ESTIMATE 141,577 2009-2010 BUDGET 125,564 150,821 349,800 190,357 180,350 4,000,000 2,828,189 6,828,189 6,979,010 349,800 190,357 180,350 898,100 1,791,220 2,689,320 141,577 30,733 826,119 856,852 552,048 32,100 174,270 206,370 125,564 172,389 172,389 133,525 2007-2008 ACTUAL (4,148,113) 34 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 Bond Amortization Capital Improvements Transfers Out: Water Fund Water Capacity Fund Water System Development Fund Total Transfers Out Total Uses Budgetary Fund Balance June 30, 2007-2008 ACTUAL - 2008-2009 BUDGET 35,559,016 2008-2009 ESTIMATE 36,240,169 2009-2010 BUDGET 20,883,975 103,198,399 103,198,399 200,000 200,000 761,452 761,452 760,000 760,000 511,594 50,469,438 - - - 31,521,947 16,117,646 14,752,500 1,815,304 11,333,705 2,828,189 15,977,197 66,958,230 36,240,169 31,521,947 4,237,069 16,117,646 20,883,975 14,752,500 6,891,475 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 4.0 on septic systems. Over time, many of those 2.0 customers are being brought into the system. The expansion of the 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 system is not being 1,718,588 2,051,232 2,081,126 3,878,964 7,009,447 5,107,062 3,641,725 2,990,961 3,997,000 2,997,000 Cap caused by this type of Wstwtr Rev 4,887,560 5,582,691 6,627,410 7,678,654 8,025,173 9,303,980 10,431,405 13,127,920 12,752,200 13,128,782 customer, however, but by 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, 2007-2008 ACTUAL (5,289,021) 2008-2009 BUDGET 1,932,182 2008-2009 ESTIMATE (934,067) 2009-2010 BUDGET 1,051,890 13,144,651 12,217,674 12,792,852 13,168,160 3,212,789 3,212,789 16,357,440 12,217,674 12,792,852 13,168,160 8,369,381 58,541 2,277,003 1,264,112 9,096,498 119,600 2,342,416 920,000 8,152,649 52,000 2,342,761 235,523 9,384,700 6,000 2,348,535 1,200,000 33,449 33,449 12,002,486 (934,067) 23,962 23,962 12,502,476 1,647,380 23,962 23,962 10,806,895 1,051,890 24,148 24,148 12,963,383 1,256,667 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 Loan payback fr WW SSIC Transfers In: Wastewater Revenue Bond Fund Total Transfers In Total Sources Uses: Expenditures Operating Loan to WW SSIC Fund Debt Service Capital Improvements Total Uses Budgetary Fund Balance June 30, 2007-2008 ACTUAL 10,618,644 2008-2009 BUDGET 6,243,333 2008-2009 ESTIMATE 5,030,657 2009-2010 BUDGET 5,508,251 3,113,148 - 2,316,323 - 4,125,786 193,068 3,122,000 193,068 259,069 259,069 3,372,217 2,316,323 4,318,854 3,315,068 4,000,000 2,978,527 1,981,676 8,960,204 5,030,657 133,614 2,978,488 619,000 3,731,102 4,828,554 133,614 2,978,488 225,000 3,203,488 5,619,831 36 2,978,488 729,158 3,841,260 5,508,251 WASTEWATER SSIC Budgetary Fund Balance July 1, Sources: Estimated Revenues Loan fr WW Capacity Fund Total Sources Uses: Expenditures Operating Loan payback to WW Capacity Debt Service Capital Improvements Total Uses Budgetary Fund Balance June 30, 2007-2008 ACTUAL (3,869,321) 2008-2009 BUDGET 284,226 2008-2009 ESTIMATE 9,672 2009-2010 BUDGET 5,140 192,666 4,000,000 4,192,666 199,782 199,782 203,303 203,303 202,900 202,900 - 8,199 8,199 193,068 6,568 207,835 5,140 193,068 6,567 199,635 8,405 6,537 307,136 313,673 9,672 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, 2007-2008 ACTUAL 830,630 2008-2009 BUDGET 858,558 2008-2009 ESTIMATE 874,211 2009-2010 BUDGET 894,543 43,581 43,581 35,104 35,104 20,332 20,332 19,990 19,990 874,211 893,662 894,543 914,533 2007-2008 ACTUAL 131,149 2008-2009 BUDGET 135,469 2008-2009 ESTIMATE 137,877 2009-2010 BUDGET 141,054 6,728 6,728 5,000 5,000 3,177 3,177 3,000 3,000 137,877 140,469 141,054 144,054 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 Bond Amortization Capital Improvements Transfers Out: Wastewater Fund Wastewater Capacity Fund Total Transfers Out Total Uses Budgetary Fund Balance June 30, 2007-2008 ACTUAL - 2008-2009 BUDGET 7,640,101 2008-2009 ESTIMATE 7,257,706 2009-2010 BUDGET 4,755,717 30,766,846 30,766,846 - 140,441 140,441 140,000 140,000 152,816 19,884,466 - - - 6,387,000 2,642,430 3,766,600 3,212,789 259,069 3,471,858 23,509,140 7,257,706 6,387,000 1,253,101 2,642,430 4,755,717 3,766,600 1,129,117 38 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 2.5 2.0 1.5 1.0 0.5 2% Transfer Golf Revenues 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 149,970 246,727 50,841 233,340 434,805 231,532 231,334 230,725 234,463 232,313 2,244,976 2,007,633 1,973,989 2,039,022 2,098,483 2,302,607 2,290,765 2,235,772 2,243,186 2,310,593 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 2009 and continuing in 2010, the transfer from the Two Percent Tax Fund corresponds with the amount necessary to pay debt service. 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, 2007-2008 ACTUAL 292,561 2008-2009 BUDGET 189,984 2008-2009 ESTIMATE 89,593 2,235,772 2,452,104 2,243,186 2,310,593 230,725 230,725 2,466,497 234,463 234,463 2,686,567 234,463 234,463 2,477,649 232,313 232,313 2,542,906 2,438,740 - 2,574,814 66,500 2,282,779 50,000 2,253,730 - 230,725 230,725 2,669,465 89,593 234,463 234,463 2,875,777 774 234,463 234,463 2,567,242 0 232,313 232,313 2,486,043 56,863 39 2009-2010 BUDGET 0 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, 2007-2008 ACTUAL 160,895 2008-2009 BUDGET 172,771 2008-2009 ESTIMATE 198,304 2009-2010 BUDGET 193,651 284,928 284,928 289,862 289,862 280,483 280,483 297,353 297,353 247,519 247,519 198,304 316,234 316,234 146,399 285,136 285,136 193,651 286,645 286,645 204,359 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. During 2009 and continuing into 2010, a suspension of the fund’s activities has been enacted. All replacements are on hold during this time as well as the rents charged to the City departments. 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, 2007-2008 ACTUAL 17,800,642 2008-2009 BUDGET 15,691,113 2008-2009 ESTIMATE 18,364,928 2009-2010 BUDGET 16,104,204 4,388,385 4,388,385 4,228,372 4,228,372 1,752,503 1,752,503 350,000 350,000 51,380 3,772,719 3,824,099 18,364,928 1,223 6,705,570 6,706,793 13,212,692 1,223 4,012,004 4,013,227 16,104,204 18,594 1,570,000 1,588,594 14,865,610 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 Transfers Out: Radio Maintenance Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2007-2008 ACTUAL 118,782 2008-2009 BUDGET 90,977 2008-2009 ESTIMATE (123,682) 2009-2010 BUDGET 176,112 4,288,666 4,288,666 4,115,354 4,115,354 3,776,350 3,776,350 3,785,880 3,785,880 4,380,936 150,194 4,159,396 21,400 3,473,116 3,440 3,741,181 - 4,531,130 (123,682) 4,180,796 25,535 3,476,556 176,112 900 900 3,742,081 219,911 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. Previously, the premiums charged to the operating funds were determined to not only cover claims expenditures, but to increase the reserves held within the insurance fund over time as well. For 2010, a planned reduction of the fund balance has the effect of lowering premiums across the City departments. INSURANCE RESERVE FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Total Uses Undesignated Fund Balance June 30, 2007-2008 ACTUAL 1,685,161 2008-2009 BUDGET 2,466,913 2008-2009 ESTIMATE 2,381,422 2009-2010 BUDGET 2,174,449 1,910,079 1,910,079 1,174,186 1,174,186 1,187,886 1,187,886 630,519 630,519 1,213,818 1,213,818 2,381,422 1,834,562 1,834,562 1,806,537 1,394,859 1,394,859 2,174,449 1,697,116 1,697,116 1,107,852 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 60 63 68 71 74 77 82 90 94 107 112 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 PERSONNEL Mayor’s Office* Total FY 08/09 2 2 FY 09/10 2 2 *does not reflect elected positions Listed are the Goal Action Items developed to guide our organization for the year ending June 30, 2010. Communication • Maintain open communication at all levels with the community. • Continue to work with YMPO on regional planning issues and Public Transportation. • Continue to work with GYEDC on economic development for job growth. Innovation • Look at the financial affordability and prioritize transportation needs. • Be prepared to work with the loss as well as the renewal of the 2% Hospitality Tax. Accessibility • Continue to work with the county on emergency preparedness for the area. • Continually review 10-year CIP and make necessary adjustments according to needs. Commitment • Implement the final stages of the Smucker Park Master Plan. • Continue the design and development of the Riverfront projects with grants. • Review and make any necessary changes to the annexation and service policy. 43 Mayor's Office 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget 344,049 356,895 329,160 309,121 344,049 356,895 329,160 309,121 Operational costs have decreased 13% from last year with the majority of the decreases reflected in the travel budget. GENERAL FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services 164,186 167,201 162,004 154,151 Operating 179,863 189,694 167,156 154,970 - - - - 344,049 356,895 329,160 309,121 Capital Outlay FY 2009-2010 General Fund Budget ( in t ho us a nds ) $154 $154 $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. 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 *5 unfunded positions FY 08/09 22 22 FY 09/10 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 referred to the City Prosecutor to review for “long form” complaints that are then prosecuted in the Municipal Court. 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. Authorized positions have been reduced from the previous fiscal year due to assist with budget reductions through vacancy savings. The court has two elected Municipal Judges and three part-time (as 45 needed) pro tem judges that are attorneys. To be qualified for the position of presiding judge, the person must be a member in good standing for the past five years with the Arizona Attorney Bar. The associate judge is not required to be a member of the Arizona Attorney Bar, but must be at least 30 years of age, of good moral character with no felony convictions and a resident of the City for at least 5 years proceeding the year of day of election. 2008-2009 ACCOMPLISHMENTS: • • • • • • • • Maintained a high level of security and a safe environment for Did You Know? the public and staff. Staff attended 512 hours of continuing judicial education. Each The FARE program has been court staff member was required to complete 16 hours of successful. 1,432 cases turned over continuing judicial education. to FARE between September 2007 Court obtained two grants for Multi-Media Presentation and June 2008 resulted in $430,050 equipment in each court room. being paid to the court. Continued pre-arraignment conferences between the City Prosecutor and defendants at the court to improve case flow processing. Implemented new legislative requirements, including but not limited to changes in DUI (Driving under the influence) sentencing requirements and Defensive Driving Programs (DDP). The change in DDP placed the requirement for bond schedules to be printed at the court’s expense. The court and city prosecutor’s office have worked DUI case age Calendar As of together to meet the mandated case processing at Adjudication Year 2008 1/1/2009 standards for DUI (85% within 120 days and 93% 91 to 120 days 67.2% 84.4% within 180 days). The court received a total of 192 151 to 180 days 73.9% 87.5% DUI filings for calendar year 2008 and cleared a total of 343 DUI cases. Judges conducted 1,924 Initial Appearances/Arraignments for in-custody defendants down from 1,960 the previous fiscal year. Judicial Enforcement Unit has continued to work on the enforcement of court orders and the collection of delinquent accounts through the FARE (FINES FEES AND RESTITUTION ENFORCEMENT) program. YUMA COUNTY MUNICIPAL COURTS CASE ACTIVITY FY 2007 FY 2008 % CHG TOTAL FILINGS 28,127 27,537 -2.10% TRAFFIC (CIVIL/CRIMINAL) 20,301 19,965 -1.66% Misdemeanors 7,404 7,232 2.32% 351 316 -9.97% Orders of Protection Injunctions against harassment 216 262 YUMA MUNICIPAL COURTS CASE ACTIVITY 21.30% 46 FY 2007 FY 2008 % CHG TOTAL FILINGS 19,410 17,833 -8.12% TRAFFIC (CIVIL/CRIMINAL) 13,398 12,176 -9.12% Misdemeanors 5,611 5,347 -4.71% Orders of Protection 289 267 -7.61% Injunctions against harassment 154 180 16.88% GOALS FOR 2009-2010: • • • • • • • • Provide access to all, ensure that no litigant is denied Did You Know? justice due to lack of counsel or inability to understand legal proceedings. Effective January 1, 2009, any eligible Provide translators for all litigants in all languages individual may attend any Supreme needed. Court certified school that complies Examine case processing and other procedures to with the court’s automation and increase efficiency and implement cost savings without reporting requirements. compromising the court’s ability to perform the duties required by law. Meet mandatory training hours for staff with limited resources and within our county. Prepare for future automation developments. Continue to work on enforcement of court orders for fines, restitution, counseling, and jail commitments. Provide prompt responses to public records requests. Plan for the future needs of the court. The building is now 10 years old and must be maintained. Municipal Court 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget 1,662,514 1,829,441 1,667,382 1,700,693 1,662,514 1,829,441 1,667,382 1,700,693 For fiscal year 2010, the Municipal Court presents a budget of $1,700,693. Fiscal year 2009 the court was able to acquire two grants to equip both court rooms with multi-media presentation units to enable victims, defense attorneys, witnesses and the public better visibility and to meet the technical needs for presenting evidence. Fiscal year 2010 will be impacted by the decline in revenues as the entire state faces a large financial crisis. The court’s budget is reflective of reduction in cost for training and travel except for the mandatory judicial conference for the judges. Expenditures for supplies and services continue to increase and the court has only budgeted for those items that are necessary and reasonable costs of performing court business. Included in the decrease are five unfunded positions for fiscal year 2010. 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. 47 GENERAL FUND 07/08 Actual Personal Services 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget 1,306,719 1,362,910 1,207,222 1,213,076 Operating 320,805 366,531 341,026 368,483 Capital Outlay 28,471 - - - 1,655,995 1,729,441 1,548,248 1,581,559 FY 2009-2010 General Fund Budget (in thousands) $1,213 $368 Personnel Operating Capital Outlay APPROPRIATED GRANTS FUND 07/08 Actual Personal Services Operating Capital Outlay 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget - - - - 6,519 60,000 43,134 43,134 - 40,000 76,000 76,000 6,519 100,000 119,134 119,134 Fiscal year 2010 expenditures included a portion of the Yuma County Superior Court training coordinator’s wages and the pro tem judge assigned by the county for weekends and holidays. Fiscal year 2009 expenditure is for the multi-media presentation equipment for the courtrooms. 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. 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 overall City Administration budget covers salaries and associated costs for forty-nine full-time 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 *4 unfunded positions FY 08/09 9 FY 09/10 9 8 8 5 4 9 14 49 5 4 9 14 49* 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 regional efforts designed to foster good will and promote community communication opportunities. 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 staff also manages the riverfront redevelopment project north of 1st Street on behalf of the City of Yuma, coordinating with the private developer. 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 49 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 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. Additionally, partial services are provided for Public Works offices, City Prosecutor offices, MLK Center and other city buildings. 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. 2008-2009 ACCOMPLISHMENTS: Administration - Organizational Development • • • • • • Master Thinker Training – trained 106 individuals. Continued development of Wellness Programs: a. Conducted Wellness Committee Meetings April – June 08; facilitated employee committee group in identifying a program title and mission. b. Coordinated Wellness Fair held August 2008. c. Contributed regularly to the “In The Know” newsletter. d. Made regular e-mail and bulletin board contributions on wellness topics. e. Scheduled “Lunch and Learn” programming. Incorporated more “fun” into the New Employee Orientation process and helped “brand” the organization (shared task with HR). a. Worked on new Customer Service Training – Secret Service, using the four city core values as a foundation. b. Worked on new welcome gift with encouragement message and “fun” giveaways. Participated in the AZ Trainer’s Network, offering and trading training services with other AZ jurisdictions – part of online network. Ongoing Training Efforts: Continued to provide training and resources in a variety of areas: a. S.O.U.L. Series – kicked off supervisor training, added two on-line newsletters for supervisory staff (Successful Supervisor, The Carrot Culture – recognition and retaining of employees). b. Yuma Training Alliance – 100% of tickets were distributed for this outside provider training series (topics this year included Writing Skills, Beginning Leadership, Customer Service and Assertiveness Awareness). c. Conducted Four Books groups: The Carrot Principle (employee motivation), The Five Dysfunctions of a Team; Eat That Frog (time management), Monday Morning Choices (personal development). Circle of Excellence ceremony: Coordinated a lunchtime event for 600+ city employees. Strategic Communications • • The Strategic Communications Team was selected a Western Access Video Excellence (W.A.V.E.) Award winner in the “Programming that Made a Difference”, and “Special Audience Programming” categories for the Spanish language program “Yuma le Informa” which airs on Ciudad 72. Programming on Ciudad 72 was developed as a part of the City’s continued community outreach program. Expanded Spanish programming on Ciudad 72 including enhancing the in-house production “Yuma le Informa,” a monthly magazine format program focusing on City services, geared to Spanish speaking audience. Although this program was originally slated to be produced monthly, overwhelming demand has prompted production of “Yuma le Informa” on a weekly basis. Other programming on 50 • • • • • • • • • • • • • • • Ciudad 72 includes programming from Arizona Attorney General Terry Goddard, US Health and Human Services, US Department of Education, etc. In cooperation with the Yuma Police Department, developed a community awareness cable television series focusing on community issues such as Internal Safety, Gang Awareness, and How to Identify a School Shooter. Assisted the Yuma Police Department with the production of several auto theft public service announcements that are used throughout the community. Revamped the content of the weekly ½ hour program “CityNews”. CityNews is now produced utilizing a virtual background and more on-location segments. New weekly features include Fire House Facts, Project Drive Safe, and City Council Updated. Forty nine new episodes of CityNews were produced in conjunction with the 50 episodes of the weekly one-hour program CityOutlook that featured nearly 200 guests. Guests on CityOutlook ran the gamut from City Administrator Mark Watson, and members of the Yuma City Council to Governor Janet Napolitano, Arizona Attorney General Terry Goddard, Congressman Raul Grijalva, US Senator Jon Kyl, and FCC Commissioner Adelstein. The guest pool was expanded to include many community members who have provided service to Yuma area residents. Improved the image quality of City 73 and Ciudad 72 by installing new video modulators and demodulators. The signal quality of City 73 and Ciudad 72 rivals that of any other non-HD channel in the Time Warner line-up. City 73 and Ciudad 72 hosted several televised Town Hall meetings to provide additional communication opportunities for the Yuma community and various state and federal agencies and elected officials. These included events held by US Senator Jon Kyl, Governor Napolitano, Arizona Attorney General Terry Goddard, Representatives Lynne Pancrazi and Theresa Ulmer and Senator Amanda Aguirre, and the US Border Patrol. Provided video support and technical assistance for 337 meetings, open houses, and events held in and around One City Plaza and the Yuma Crossing National Heritage Area. Expanded and enhanced the City’s radio programs “CityNews Now” on KBLU 560 AM and “Yuma al Dia” on Radio Campesina 104.5 FM. Strategic Communications Team members hosted over 110 hours of live, call in, programming including shows on Thanksgiving, Christmas, and New Year’s Day. These programs have a waiting list for guests not only from the City of Yuma but also Yuma County, the State of Arizona, and the Federal Government. Yuma al Dia, the City’s Spanish radio program, featured appearances by City staff in 50 weekly segments in partnership with Radio Campesina. Communication opportunities continued to expand with weekly appearances on “Today in Yuma”. These interviews run multiple times per day on KJOK 1400 AM and KLJZ (Z93) 93.1 FM. Up to five interviews are taped each Thursday morning and are then aired numerous times on two local radio stations. These interview opportunities are provided as a community service by KJOK and Z93. Refined and enhanced the City’s outside e-mail distribution of City News Releases. Information about Yuma is currently sent to nearly 5,000 subscribers across the country in a web-based format. Developed a new downtown location map for use by customers. This four-color publication has received many favorable comments and has prompted requests for additional publications for Parks, Restaurants, etc. Enhanced the City of Yuma’s International Relations Program by assigning Javier Morales to oversee international activities. Recent accomplishments include assisting with the Caribbean World Series in Mexicali; assisting the Mexican Consulate with various activities; assisting the Cities of San Luis and Mexicali in tourism activities; providing staff support to the Limitrophe project. Expanded the national television/print coverage of Yuma including new articles in Sky West Magazine, Arizona Highways, USA Today, HGTV, The Arizona Republic, Tucson Citizen, etc. In partnership with the City’s Purchasing Division, developed new longevity pins for distribution to City employees on their 5, 10, 15, 20, 25 and 30 year anniversaries with the City. Working with all City departments, expanded communication opportunities between the City of Yuma and the general public with enhanced e-mail system, the Road Report, Parks Update, and What’s Going On documents that are distributed to all local media, e-mail customers and the local radio and television programs. Also enhanced the notification system with regard to utility emergencies. Information can be relayed to the public and the media about emergencies such as water line breaks, 51 • • • • utility construction, and other unforeseen projects. On average, one “emergency” is responded to each week. Improved communications between the Engineering Department and the citizens of Yuma. A member of the Communications and Public Affairs team is involved with all preconstruction and community meetings on major Capital Improvement Program projects. Implemented a photographic documentation program, utilizing an existing team member to document award presentations, construction projects, special events, etc. Expanded relations with Crane Junior High’s Broadcast Media classes by donating two surplus digital video cameras to the school’s program. Monitored the Cable Television services provided by Time Warner. The City currently receives, on average, approximately three (3) customer concern telephone calls per week. All true complaint/concern calls are passed on to Time Warner management and verified that a successful resolution was reached. As of this date, there are no unresolved City of Yuma resident concerns with Time Warner Cable. Yuma Crossing National Heritage Area • • • • • • • • • • Amassed a total of $9.2 million in grants for restoration of the Yuma East Wetlands. • Completed an additional 120 acres of restoration and excavation of the North Channel. Cleared an additional 68 acres of non-native vegetation. • Began negotiations with Multi-Species Conservation Program for long-term maintenance support for the Yuma East Wetlands. • Coordinated with private developer the completion and opening of the riverfront Hilton Garden Inn and Conference Center. Completed final construction documents, bid and awarded construction of “Pivot Point” Interpretive Overlook project, connecting Gateway Park to the hotel development. Facilitated implementation of the Yuma Federal Courthouse project. Completed final construction documents and, through “Construction Manager at Risk” process, secured Guaranteed Maximum Price for the Arizona Welcome Center. (State construction funding deferred due to budget deficits). Advanced land exchanges with Bureau of Reclamation previously authorized by Congress. Selected a local developer for Gandolfo Annex and negotiated a Development Agreement for its redevelopment. With funding from a private foundation, developed a consensus plan and secured permit for wetlands restoration at Hunter’s Hole, a pilot project which meshed environmental and border security concerns. Secured a $700,000.00 state grant for Hunter’s Hole. Secured City Council approval of a revised Disposition and Development Agreement for the riverfront which increased density and private investment. Completed the purchase of the U.S. Fish and Wildlife Service Kofa NWR Headquarters and cleared the site for redevelopment. Secured $500,000.00 TEA-21 grant for West Wetlands Parkway and a $500,000.00 TEA-21 grant for Downtown Wayfinding. City Clerk • • • • Implemented an electronic agenda process for City Council agendas. Worked with State Department of Library, Archives and Public Records for approval of City’s imaging request; implemented a Document Management system for document storage and retrieval. Conducted two Special Elections – November 4, 2008 and May 19, 2009. Processed referendum petitions in accordance with Arizona law. 52 • • • Facilitated training sessions with the Arizona Ombudsman’s Office for Yuma area participants on Open Meeting Law and Public Records law. Modified the City Clerk’s webpage for increased citizen accessibility. Researched and drafted a policy for electronic attendance and participation for City Council members at City Council sessions. Economic Development • • • • • • • • • • • • • • • • Received $923,387 in CDBG funds for 2008/2009 that were programmed for housing, public facilities and infrastructure improvements, public services activities and program administration. Nine of the projects/activities were carried out by sub- recipients and the rest were completed by City Staff. Provided training to 13 residents through the Neighborhood Leadership Academy. Completed 14 home accessibility modifications projects for disabled and elderly residents through Services Maximizing Independent Living and Empowerment (SMILE). Purchased school clothes and provided recreational activities for 6 homeless children, paid for 60 prescription co-pays for homeless people and purchased personal hygiene supplies, over-the-counter medicine and first aid supplies for over 800 people who stayed at Crossroads Mission. Distributed 3 editions of the View from the Front Porch newsletter to residents in the Carver Park and Yuma High Neighborhoods. Held or supported various events, services and activities at the Dr. Martin Luther King, Jr. Neighborhood Center, including the Northend Thanksgiving Dinner, Dr. Martin Luther King, Jr. Celebration and Day of Service, dental clinic by Reachout Healthcare, diabetes and heart-healthy support groups and a parent education program by Campesinos Sin Fronteras, computer classes, GED classes and college placement testing offered by Arizona Western College, Community Justice Board, a blood drive, a health fair, Volunteer Income Tax Assistance (VITA) Program training and free tax preparation workshops, Training and testing for Census workers, Early Child Development Education certification classes by AWC, a migrant worker seminar, health screening by the Arizona Kidney Foundation, adult education by Crane Family Literacy, Low Income Energy Assistance Program by WACOG, a fair housing awareness event, foreclosure prevention training by Don’t Borrow Trouble, a Community Action Poverty Simulation Program, an election polling place and neighborhood meetings. Provided funding to the Yuma Police Department to offer crime prevention activities and additional police officers in the Carver Park Neighborhood Weed and Seed Site. Collaborated with the Yuma County Juvenile Probation office to continue a community restitution program. These youth provide landscape maintenance at the MLK Neighborhood Center, distributed neighborhood newsletters to each resident in the Carver Park and Yuma High Neighborhoods, and assisted in maintaining the Carver Community Garden. Provided Teen recreation activities, tutoring and mentoring Did You Know? services to members of the MLK Teen Center. Provided funding to Yuma Private Industry Council to offer There were 8 neighborhood tutoring and operation of the Youth Computer Lab at the cleanups that resulted in 94 MLK Neighborhood Center. abandoned vehicles and 77 tons of Offered a Drug Education for Youth (DEFY) Program, debris from yards in the Carver Park, including a weekend camp for children ages 9 – 12 from Yuma High and Mesa Heights the Carver Park Neighborhood. Neighborhoods. Funded Campesinos Sin Fronteras to conduct the Tools for Life Program which provides counseling and group sessions to teens from Migrant Farm Worker families. Funded the Yuma County Youth Boxing Association to provide an Olympic-style boxing program for 50 Low and Moderate Income (LMI) youth. Resolved 322 Code Enforcement cases in the Carver Park and Yuma High Neighborhoods. Completed 125 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 LMI families. 53 • • • • • • • • • • • Funded YNDO to administer an Individual Development Account (IDA) Program and 16 homeownership IDA’s were opened. An additional 3 micro-business and 2 post- secondary education IDA’s are currently under review. Initiated Yuma Community Action Poverty Simulation Program, designed to increase awareness of poverty issues in our community and completed two simulations. Contracted with Community Legal Services to administer a Fair Housing Outreach and Education program. Organized a Fair Housing poster contest for elementary school-aged children. Published a calendar using the pictures from the contest. Held a Housing Festival to celebrate Fair Housing Month. A proclamation declaring fair housing month was presented and the winners of the annual elementary school fair housing poster contest were announced. Participated in the State of Arizona Rural Continuum of Care by evaluating and rating annual project applications and coordinating the Yuma Coalition to End Homelessness. Completed 23 owner-occupied housing rehabilitation projects, including 15 Emergency Home Repair Program and 8 Home Improvement Loan Program projects. Completed 7 lead-base paint abatement projects for various homes that participated in the housing programs. Collaborated with various organizations to organize the Rock n’ Roll Paint-a-Thon and painted 10 homes for elderly and/or disabled people. Funded Child and Family Resources to purchase two hearing screening machines and have provided 75 screenings for LMI children. Completed street, gutter and sidewalk improvements in the Speese Neighborhood. Funded the Yuma Crossing National Heritage Area to complete the structural evaluation and environmental remediation of the Hotel Del Sol to be used as a multimodal transportation center. Funded the Housing Authority of the City of Yuma to develop and implement the Diamonds in the Rough program that will provide a neighborhood softball program for youth in the Carver Park Neighborhood. Facilities Maintenance • • • • • • Division Director obtained Certified Public Manager (CPM) Designation through the Arizona State University/Bob Ramsey Institute. Facilities Management Academy 2008: Developed and conducted an in-house pilot training program for 23 staff members on the basics of Facilities Management. This program involved 80 hours of classroom instruction and 14 training modules. Custodial Academy 2008: Instructed 12 staff members in Custodial Services Management. This involved 40 hours of classroom instruction. Assumed facilities and housekeeping management duties at North End Community Center. Implemented budget saving ideas: a. Reduced costs from use of outside service providers. b. De-lamped and de-ballasted buildings to conserve energy. c. Reset control of air handling equipment to more narrow start/stop and dead bands on thermostats. d. Decommissioned ponds in City Hall atrium. e. Reduced use of exterior lighting to save energy and ballast costs. Resealed parking areas at City Hall, employee and overflow lots. 54 GOALS FOR 2009-2010: Strategic Communications • • • • • • • • • • • • • • • • Explore and implement new methods of distributing information about the City of Yuma organization and the Yuma community, including the use of Pod Casting, video news releases, audio streaming, and other electronic communication. Explore additional 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. Community specific questions are being developed with an expected implementation date of mid-summer 2009. Perform a new CATV Viewership Survey in conjunction with Time Warner Cable. The last survey was completed approximately four years ago and showed a viewership of over 90% of the area’s cable subscribers. Develop a “live” remote broadcast capability for CityNews Now to allow for taking the City’s radio program “out of the studio”. Complete the development of 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. Plans are to be ready for the mandated conversion that will take place in the upcoming 24-36 months. Expand Spanish language programming available on Ciudad 72. Develop brochures for distribution to 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 The benefits of living in the City of Yuma (Annexation) o Hotel and restaurant locations (within the City of Yuma) Provide technical assistance and information on the renegotiation/extension of the Cable License Agreement with Time Warner. It is imperative that this be completed in a timely manner as the current license expires on June 30, 2010. Enhance the relationship between the City of Yuma and international “Sister Cities” in Sonora and Baja California, Mexico. Explore the possibility of re-activating relationships with international “Sister Cities” in Germany and Poland. Develop a Citywide communication plan to include all the communications mediums currently utilized and those that may be utilized in the future. This would include information on: o Television o Radio o Specialized Publications o Media Releases o Pod Casting o RSS Feeds o Web Streaming o Video on Demand o Blogs/Vlogs o Social Networks, including Face Book, My Space, and You Tube Develop and implement two nationwide advertising campaigns. “I ♥ Yuma” and “Yuma, Take a look at us now”. Expand the relationship with Crane Junior High’s Broadcast Media and Cibola High School’s “CTV” classes to include providing an avenue to show their News programs, and assisting the students with their television projects. Begin the process to design, produce and develop a method to distribute a new “Community Flag” based on the community logo and trading pin. This is in response to numerous requests for flags by various non- profit and social groups wanting to show their Yuma pride. While use of the City flag is 55 • • not appropriate in most instances, this new flag would give citizens the opportunity to showcase their Pride in Yuma and advertise the community as well. Develop a redesigned Yuma community trading pin. Continue development of restaurant and hotel location brochures, designed in the style of the Downtown Map mentioned above. These brochures will list all hotels and restaurants located within the City of Yuma. Yuma Crossing National Heritage Area • • • • • • • • • • Complete construction of Pivot Point Interpretive Plaza. Complete wetlands restoration of entire 500 acres west of 2E alignment in Yuma East Wetlands. Implement trails master plan for Yuma East Wetlands. Undertake construction of Arizona Welcome Center with federal stimulus funds. Facilitate development of new Federal Courthouse in riverfront project and proceed with associated parking garage development. Secure multi-party agreement to provide long-term maintenance to Yuma East Wetlands. Complete first phase restoration project at Hunter’s Hole with state grant. Secure full Congressional authorization for the project. Undertake redevelopment of Gandolfo Annex by private developer. Facilitate private redevelopment of vacant Union Pacific Railroad (UPRR) freight depot south of Gila Parkway. Implement façade restoration project for Main Street properties. Complete land exchange with Bureau of Reclamation. City Clerk • • • • Continue implementation of electronic process and assess usage in other departments. Review election polling sites and provide a recommendation to further consolidate sites for efficiency and costs savings. Conduct 2009 Primary and General Elections – September 1, 2009 and November 3, 2009. Reach performance level Citywide Records Retention Program. Economic Development • • In 2009/2010 the City of Yuma expects to receive $923,387 in CDBG funds and $33,858 in program income. These funds will be used for housing programs and public service activities and program administration all for the benefit of LMI people in the City. Apply for official designation as a Weed and Seed site from the Department of Justice Weed and Seed Program to provide law enforcement and other public services in the Mesa Heights Neighborhood. • 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. • Partner with various agencies to organize the 2nd annual Rock n’ Roll Paint-a-Thon to paint 10 homes for elderly and/or disabled people. • Continue Code Enforcement efforts and the Rental Inspection Program in targeted areas. • Complete a major neighborhood cleanup campaign in a designated low-income target area. • Create a Financial Literacy program to educate LMI people on managing their finances and avoiding predatory lending and foreclosures. 56 • • • • • In collaboration with YNDO, develop 8 – 10 townhomes that will be affordable to first time homebuyers. This was a goal for 2008-2009, however, pre-qualified buyers were severely impacted with tightening of credit by the banking industry. YNDO is working with other organizations to identify buyers. Assist 15 elderly and disabled people with home accessibility modifications through the SMILE Home Modifications Program. Continue to implement a proactive Fair Housing Program. Continue the Community Action Poverty Simulation Program to educate the public on issues faced by those living in poverty. YNDO will open 8 micro-business Individual Development Accounts to assist LMI people in opening small businesses. Facilities Maintenance • • • • • Increase integration efforts of Facilities Management Services to include Parks and Recreation and Police/Municipal Court through phased sequencing of staffing, and work loads. Evaluate current program operations, and make suggestions to shift/rearrange work sites among Maintenance Supervisors to more effectively balance responsibilities. Develop Long Range Strategic Facilities Planning to involve: a. Current staffing needs and utilization. b. Future staffing needs and utilization – short term 1-2 years, mid term 2-4 years. c. Develop Current Operations Budgets for all of facilities maintenance. Short term 1-2 years, mid term 2-4 years. d. Develop Future Operations Budgets – short term 1-2 years, long term 5-10 year plans. Continue budget savings, including targeted energy reductions citywide. Implement use of Computerized Maintenance Management System for all facilities maintenance services within divisional responsibility. 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget City Administration 1,339,530 1,270,110 1,159,538 1,052,963 Public Affairs (1,065) - - - Strategic Communications 806,122 979,778 876,155 772,954 Heritage Area 670,143 1,940,790 2,169,338 1,170,105 City Clerk's Office 274,957 333,667 303,876 302,740 Elections 148,946 120,000 120,000 150,000 Economic Development 2,115,109 2,570,696 2,421,742 2,203,027 Facilities Maintenance 946,027 959,318 845,185 881,791 6,299,769 8,174,359 7,895,834 6,533,580 The City Administrator’s budget shows a decrease of 20% from the current year adjusted budget. The decrease is attributable to four unfunded positions, travel and other operating reductions, and minimal capital. Grant funding within the Economic Development Division has decreased in three areas. The Weed and Seed Fund has decreased by approximately $67,606. Also there has been a decrease in the HUD CDBG Entitlement Grant Fund of approximately $44,953 and a decrease in the Appropriated Grant Fund of $734,599. 57 GENERAL FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services 2,432,687 2,596,915 2,344,828 2,421,556 Operating 1,574,833 1,436,222 1,317,806 1,241,723 75,160 129,663 118,967 1,000 4,082,680 4,162,800 3,781,601 3,664,279 Capital Outlay FY 2009-2010 General Fund Budget ( in t ho usand s) $1,241 $2,421 $1 Personnel Operating Capital Outlay RIVERFRONT REDEVELOPMENT FUND 07/08 Actual Personal Services Operating 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget - - - - 660,300 660,300 1,100,500 440,200 - - - - 660,300 660,300 1,100,500 440,200 Capital Outlay TWO PERCENT TAX FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services - - - - Operating - 75,000 75,000 - Capital Outlay - - - - - 75,000 75,000 - 58 HUD CDBG ENTITLEMENT GRANT FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services 389,036 393,211 412,920 408,046 Operating 555,718 1,343,760 780,497 1,286,972 Debt Service 119,223 - - - Capital Outlay 4,752 8,000 8,000 5,000 1,068,729 1,744,971 1,201,417 1,700,018 COMMUNITY REDEVELOPMENT GRANT FUND 07/08 Actual Personal Services Operating 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget - - - - 166,787 - - - - - - - 166,787 - - - Capital Outlay WEED AND SEED GRANT FUND 07/08 Actual Personal Services Operating 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget - - - - 105,000 74,458 67,606 6,852 - - - - 105,000 74,458 67,606 6,852 Capital Outlay APPROPRIATED GRANTS FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services 16,632 5,830 19,198 20,266 Operating 178,093 1,451,000 1,650,512 701,965 - - - - 194,725 1,456,830 1,669,710 722,231 Capital Outlay 59 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 08/09 12 3 15 FY 09/10 11 3 14 2008-2009 ACCOMPLISHMENTS: • • • • • • • • • • Provided timely legal opinions for the City Council, City Administrator and City departments. Provided effective defense for the City against claims and lawsuits. Provided quality prosecution services in Municipal Court to approximately 4400 misdemeanor criminal and traffic cases. Assisted staff with review of election issues and ballot measures. Assisted with drafts of numerous contracts, intergovernmental agreements, permits and licenses. Coordinated effective municipal lobbying effort and tracking program for staff. Continued to provide quality defense of the City in state and federal courts. Pursued claims for damages and restitution. Coordinated with real property agents on negotiations of various leases for City properties. Concluded new Quechan wastewater agreement GOALS FOR 2009-2010: • • • • • Continue to provide legal assistance and coordination for negotiating and drafting development agreements. Continue participation in Weed and Seed/Department of Justice Committee. Continue use and development of prosecutorial pre-arraignment negotiation conferences to expedite resolution of cases. Provide legal support and participation in the City’s Emergency Operations Plan meetings. Reorganize office processes and functions to assist the City with fiscal efficiency. 60 • • • • • • Reorganize and gain efficiency on property management and property acquisition. Negotiate and conclude new Winterhaven wastewater contract. Assist staff to negotiate cable license agreement, APS franchise agreement and Southwest Gas franchise agreement. Assist staff as necessary to explore use of desalinization plant product water. Develop a procedure manual regarding acquisition, relocation and property management. Increase involvement with regional water organizations and federal agencies. 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget City Attorney Administration 1,327,857 1,270,746 1,297,712 1,343,763 Insurance Litigation 91,675 214,500 126,615 167,000 Non-insurance Litigation 550,029 825,000 570,412 742,000 City Prosecutor 247,239 277,360 233,837 228,881 2,216,800 2,587,606 2,228,576 2,481,644 The City Attorney’s Office budget has decreased 4% over the prior year. Staffing in the City Attorney’s Office has been reduced by one authorization, but all other positions are completely funded. Operating and litigation expenditures have been reduced for next year as well. GENERAL FUND 07/08 Actual Personal Services Operating Capital Outlay 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget 1,003,851 1,010,104 1,039,893 1,095,114 566,645 533,302 486,956 472,830 - - - - 1,570,496 1,543,406 1,526,849 1,567,944 FY 2009-2010 General Fund Budget (in thousands) $472 $1,095 Personnel Operating 61 Capital Outlay APPROPRIATED GRANTS FUND 07/08 Actual Personal Services Operating Capital Outlay 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget 3,900 4,000 4,000 4,000 700 700 700 700 - - - - 4,600 4,700 4,700 4,700 INSURANCE RESERVE FUND 07/08 Actual Personal Services Operating Capital Outlay 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget - - - - 641,704 1,039,500 697,027 909,000 - - - - 641,704 1,039,500 697,027 909,000 62 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. 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: • Project and Contract Management AUTHORIZED FY FY • Help Desk Services PERSONNEL 08/09 09/10 • Application Support and Integration Administration 3 3 • Hardware and Software Management Technical Support 30 30 • Network Administration and Security • Computer Training Radio Communications 3 3 • Geographic Information Systems (GIS) Total 36 36* • Telecommunications *2 unfunded positions • 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. Help Desk Services: Staff is the main point of contact for all voice, video and data system issues. Staff 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. Computer Training: Staff provides basic to high-level 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. 63 Application Support and Integration: Staff specializes in the analysis, design, development, maintenance and implementation of new and/or upgraded automated business systems. Such systems include: • • • • • • • • • • • Web Development Geographic Information Systems e-Business Document Imaging Workflow Management SCADA Financials Payroll/Personnel Community Development Parks and Recreation Public Safety Examples of services provided include technology research and development, end-user training and support, product selection and implementation, application development, data conversion and integration, project management and system security administration. 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 technology. Staff manages vendor payments and tracks and manages all related assets, product licenses and contracts. Network Administration and Security: 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: 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. 2008-2009 ACCOMPLISHMENTS: • • 64 Worked with State of Arizona 9-1-1 Office and Yuma County consultant in preparation for State of Arizona Yuma County Phase II 9-1-1 Wireless implementation. Worked with city Utilities Department in the development of department’s 3-5 Year Technology Strategic Plan for SCADA operations. • • • • • • • • • • • • • • Began implementation of Yuma Police Department’s new Did You Know? Mobile Data and Field Reporting products and the update of departments Computer Aided Dispatch application. In February 2008 the City’s antiAcquired over 2.3 million dollars in grants in support of city spam appliance received and and county Public Safety operations and services. quarantined more than 1.1 Worked with city Utilities Department to replace obsolete million spam emails. SCADA equipment. Implemented ‘green initiatives’ to assist with electrical cost savings. Worked with city Utilities Department to centralize the management of SCADA operations and security. Completed Document Imaging roll-out for City Clerk and Yuma Police Department. Developed Web interface to city’s Enterprise GIS and Document Imaging system for easy search and retrieval of existing information. Transitioned all Public Safety and GIS technology support personnel into centralized operation within ITS Department. Relocated existing computer hardware to newly expanded Public Safety Communications center. Tested Motorola’s Inter-subsystem Interface ISSI beta test for State wide connectivity to Yuma Regional Communication System. Worked with Department of Community Development in the planning and research and RFP development for the replacement of Community Development computer software system. Began needs assessment for Yuma County Regionalization of Public Safety systems. Completed implementation of electronic agenda. Implemented cell phone notifications with city’s Zetron paging system so end-users can receive notifications via pagers, cell phone or both. GOALS FOR 2009-2010: • • • • • • • • • • • Complete roll out of Document Imaging for Community Development and Yuma Fire Department. Implement Blackberry technology for use by Yuma County Emergency Management and other first responder agencies. Begin implementation of Community Developments new computer software system and data migration. Work with Utilities and Finance Departments on the assessment and transition to a monthly Utility billing and collection cycle. Work with Yuma County Public Safety agencies in the development of a RFP and the selection of new Yuma County Regional Public Safety system. Continue to expand the use and operation of the Yuma Regional Communication System. Work with Yuma Police Department in the planning and development of department’s 3-5 Year Information Technology Strategic Plan. Continue to manage and implement elements of city’s Enterprise GIS system. 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 a high standard of computer literacy and proficiency for city staff. 65 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget IT Administration 590,291 523,860 400,885 394,236 Citywide IT Services 775,233 561,535 480,851 559,804 Technical Support 1,868,315 2,122,420 1,930,427 2,039,538 Radio Maintenance 330,338 1,735,248 2,329,489 4,279,303 3,564,176 4,943,063 5,141,652 7,272,881 For fiscal year 2009-2010, the Department of Information Technology Services presents a budget of $7,272,881. This is an increase of $2,329,818 from last year’s budget and is all within the Appropriated Grant Fund. The General Fund shows a decrease of 6% from operating reductions and two positions unfunded for next year. 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 07/08 Actual Personal Services 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget 2,033,936 2,157,184 2,099,621 2,140,678 Operating 990,313 924,670 679,210 717,160 Capital Outlay 207,637 106,868 33,332 135,740 3,231,887 3,188,722 2,812,163 2,993,578 FY 2009-2010 General Fund Budget ( i n t ho usand s) $2,140 $717 $135 Personnel Operating 66 Capital Outlay RADIO COMMUNICATION FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services 37,188 142,754 129,489 145,129 Operating 107,226 127,304 118,104 197,855 - 802,500 602,500 800,000 144,414 1,072,558 850,093 1,142,984 Capital Outlay 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 07/08 Actual Personal Services 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget - 49,945 88,931 75,528 Operating 130,931 579,078 1,355,629 2,942,236 Capital Outlay 56,944 52,760 34,836 118,555 187,875 681,783 1,479,396 3,136,319 The grant budget for fiscal year 2010 is to be used for radio communication equipment. 67 Finance We, as a team, provide financial systems and operational support to assist our customers in achieving their goals. 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 *4 unfunded positions FY 08/09 3 6 12 10 0 31 FY 09/10 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 produces the City of Yuma’s Comprehensive Annual Financial Report. 2008-2009 ACCOMPLISHMENTS: • • • • • Performed internal audits of department timekeeping and other payroll functions. Received 27th consecutive Certificate of Achievement for Excellence in Financial Reporting. Continued to maintain favorable bond ratings. Revised and redistributed commodity portfolios to account for reduction in staff without reduction of customer service. Streamlined construction contracting process on projects under $750,000 with the implementation of Job Order Contracting. 68 • • • • • • • • • Received the National Purchasing Institute’s National Achievement of Excellence in Procurement Award. Successfully completed additional modifications to the bid processor to reduce staff process time. Senior Staff completed City Supervisor Academy. Worked with ITS to update and improve Purchasing webpage to be more user friendly. Continued staff’s instrumental support to the Desert Southwest Chapter of the National Institute of Governmental Purchasers. Revised all Contracts and Bid templates to include new laws enacted by State Statutes. th Received the 5 consecutive Government Finance Officers Association Distinguished Budget Presentation Award and submitted for number six. Continued to provide outreach training for City divisions that utilize the H.T.E. financial software. Tahir Alhassan, Accountant, passed the Certified Public Accountant tests earning him CPA certification. GOALS FOR 2009-2010: • • • • • • • • • • • • • • • • Produce and distribute the 2009 Comprehensive Annual Financial Report by September 25, 2009. Continue to change out existing water meters with the Automated Meter Readers and switch accounts to a monthly billing. Establish Landlord Agreement for providing services to landlords and property management customers. Provide Faxback Business License Applications and Utility Service Applications to customers. Did You Know? Continue to streamline purchasing and contracting methodology to reduce time in process and provide improved customer service. The Accounting Division has Continue to seek long term contracting opportunities that allow a received 27 consecutive streamlined ordering process for city staff. certificates of Achievement Expand Job Order Contracting Program to include vertical for Excellence in Financial construction under the current dollar threshold. Reporting. Review and Revise current construction project manual templates utilized in construction solicitations. Issue all construction solicitations on compact disc. Establish H.T.E. training for stock (warehouse) requisition entry. 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. th Receive the City’s 28 Certificate of Achievement for Excellence in Financial Reporting. Receive the Government Finance Officers Association Distinguished Budget Presentation Award for sixth time. Incorporate performance measures into the budget process. Implement a pay card system for employees. 69 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Finance Administration 316,735 308,155 272,887 272,218 Customer Services 435,554 463,704 427,259 445,542 Purchasing 585,739 627,474 492,617 449,520 Accounting 712,933 761,542 720,956 770,448 2,050,961 2,160,875 1,913,719 1,937,728 For fiscal year 2010, the Finance Department presents a budget of $1,937,728. This is a 10% decrease below last year’s budget and is primarily due to four unfunded positions and operational reductions. GENERAL FUND 07/08 Actual Personal Services Operating 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget 1,690,354 1,776,606 1,605,485 1,614,339 360,221 383,873 307,799 322,993 - - - - 2,050,575 2,160,479 1,913,284 1,937,332 Capital Outlay FY 2009-2010 General Fund Budget ( i n t ho usand s) $1,614 $322 Personnel Operating Capital Outlay HUD CDBG ENTITLEMENT GRANT FUND 07/08 Actual Personal Services 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget 387 396 435 396 Operating - - - - Capital Outlay - - - - 387 396 435 396 70 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 *4 unfunded positions FY 08/09 11 3 14 FY 09/10 11 3 14* 2008-2009 ACCOMPLISHMENTS: • • • • • • • • Continued to work with the YABC Board of Trustees during the 2008-2009 fiscal year. For the 2008-2009 fiscal year-to-date through April 30, 2009, the City of Yuma’s Human Resources Department processed 3,157 applications and 108 personnel requisitions. In addition, a total of 212 hires/promotions were processed through the system. In the past year, City of Yuma recovered $120,326 from responsible third parties for 88 instances of damage to City property or City personnel. Assisted employees with 194 industrial injuries. Processed 284 incidents of damage to City property. Investigated and handled 43 claims. Processed 399 requests for Family Medical Leave for employees or their family members. Continued to provide high quality, safety focused training to City employees. A total of 561 employees were trained in 43 topic areas. This represented a total of 1,354 contact hours. 71 • • • Continued to receive one of the best insurance rates for City liability insurance due to the management of the risk experience ratings. Added new venues to City tenant user policy to provide opportunity for citizens to purchase insurance when using City facilities. Completed a successful national recruitment and placement for a Chief of Police. GOALS FOR 2009-2010: • • • • • • • • • • • • • • • • • • Work to attract and recruit qualified paraprofessional and professionals to the City of Yuma. During this economic downturn, HR worked with all departments to assess the need to refill vacant positions. Continue to reassess the City’s hiring process to identify philosophical and technical changes that will expedite the process. Review and restructure the current hierarchy of all city positions. 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. Career development and succession planning is used 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. Continue implementation of 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 and focus on job and department specific training. Continue implementation of new FMLA regulations, design new tracking system, do City-wide employee and supervisor training. Provide quarterly department reports on accidents and injury statistics to reduce risk and improve employee safety. Continue participation in City’s emergency management planning with focus on both citizen and employee issues. Continue networking with Arizona peers for improvement in Human Resources and Safety issues. Provide more City-specific training to supervisors and employees on identified areas of need. 72 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Human Resource Administration 714,632 813,649 613,481 659,559 Risk Management 200,247 259,001 179,134 199,099 914,879 1,072,650 792,615 858,658 For fiscal year 2010, the Human Resources Department presents a budget of $858,658. This is a 20% decrease below last year’s budget. This is due to four suspended positions and reductions in various operating costs. GENERAL FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services 707,185 790,279 622,260 617,644 Operating 200,149 264,371 162,135 241,014 7,545 18,000 8,220 - 914,879 1,072,650 792,615 858,658 Capital Outlay FY 2009-2010 General Fund Budget (in thousands) $617 $241 $- Personnel Operating 73 Capital Outlay Community Development The Community Development Department is committed to enriching the quality of the natural and built environment for existing and future residents, in partnership with the community, through proper planning and development practices. The Department strives for responsible, responsive and creative solutions to meet the current needs of customers and the City, while planning for future generations. The Department of Community Development (DCD) focuses on planning, building and development issues through the actions of its Community Planning Division and Building Safety Division. The Department has met the challenge of the changed economy and continues to do more with less. The Department handles the projected $1,115,000 in revenues and manages the $2,700,328 in annual operating expenses. DCD interacts with the public in all department activities. The staff is trained to work with homeowners and developers alike, to assist each at the level that is required. The staff problemsolves issues that arise during the planning and development processes, to the satisfaction of all parties involved. DCD is proud of their extraordinary customer service, which anticipates customers’ needs and provides the solution before the customer requests it. AUTHORIZED PERSONNEL Administration FY 08/09 2 FY 09/10 2 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 Building Safety 22 22 inspections of construction, and ensures Council Community Planning 17 17 adopted codes are enforced. This last year the Building Safety Division processed over 5,199 permits; plans Total 41 41* reviewed were at an impressive 3,000 even with the *7 positions unfunded 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 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 predevelopment meetings. The planners provide staff support to the Planning and Zoning Commission, Design Review Commission, Historic District Review Commission and Hearing Officer. 74 2008-2009 ACCOMPLISHMENTS: • • • • • • • • • • • • • Processed approximately 195 new planning and zoning cases including 22 subdivisions, 65 design review and historic district review applications and 22 cases that were decided by the Hearing Officer. Staff attended 361 Pre-Development Meetings (PDM). Building activity included issuance of 1500 building permits, 2400 plan reviews, 257 single family homes constructed, with a total building valuation of $151M for calendar year 2008. Purchased equipment to allow us to scan all building plans and case files for inclusion in the DM (Document Management) system. This system allows electronic storage of plans and files for easy searching electronically, and printable version of plans and files. Scanning of the building plans has begun. Completed the update of the Bicycle Facilities Plan. Cross-trained the following positions: o Plans Examiners for Permit Techs o Building Inspectors and Code Enforcement Specialists o Current Planners for Long Range Planning o Building Inspectors for Fire Safety Inspectors Consolidated all public notice and display ads for all boards and commissions. Building Safety worked with Somerton and San Luis to develop agreements for the City of Yuma to provide plan reviews to both cities. Reviewed inventory of equipment (vehicles, plotters and printers) and allocated non-essential items to other departments needing the equipment. All PDM notes are being scanned and stored in a central electronic file for ease of access to all employees. Successfully completed the new County Library, the Radisson Hotel, Pivot Point Hilton Garden Inn, Pivot Point Conference Center, National Bank of Arizona, Sonora Nissan, YRMC Parking Garage, Cibola Pool, River Marine, Hooligans, and the AEA Federal Credit Union expansion. Reduced staffing to 2003/2004 level. Ensured the removal of five fire damaged and Radisson Hotel abandoned structures. GOALS FOR 2009-2010: • • • • • Finish reformatting the zoning code. Begin work on updating the various elements of the General Plan. Consolidate the HDRC and the DRC into one Board with dual responsibilities. Update the ICC, including: Mechanical, Plumbing, Fuel Gas, International Building Code, International Existing Building Code, International Residential Code. Complete the 2010 Census. County Library 75 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Community Development 370,721 397,452 210,415 259,998 Building Safety 1,588,641 1,625,243 1,366,460 1,400,886 Community Planning 1,260,926 1,403,791 1,068,214 1,039,444 3,220,289 3,426,486 2,645,089 2,700,328 Overall the department is asking for General Fund support of $2,639,911. Seven unfunded positions and various reductions to operations contribute to the 21% reduction. GENERAL FUND 07/08 Actual Personal Services 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget 2,728,306 2,793,923 2,343,210 2,375,321 Operating 478,084 501,991 300,767 318,590 Capital Outlay 11,411 124,000 - - 3,217,801 3,419,914 2,643,977 2,693,911 FY 2009-2010 General Fund Budget (in thousands) $2,375 $318 Personnel Operating Capital Outlay HUD CDBG ENTITLEMENT GRANT FUND 07/08 Actual Personal Services 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget 2,488 6,572 1,112 6,417 Operating - - - - Capital Outlay - - - - 2,488 6,572 1,112 6,417 76 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: • • • • • • AUTHORIZED PERSONNEL Fleet Services Code Enforcement Compliance Right-Of-Way Maintenance Asphalt Maintenance Street Traffic Control Street Sweeping Concrete repairs for sidewalks, curbs & gutters FY 08/09 21 FY 09/10 21 Solid Waste 17 17 Street Maintenance 56 56 94 94* Total *6 unfunded positions 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. Fleet Services manages and provides preventive maintenance on a fleet of 802 vehicles and equipment. Also provided is technical, preventive maintenance, and fuel services to other local municipalities and non-profit organizations. 2008-2009 ACCOMPLISHMENTS: Fleet Services • Completed the purchase and in-service of the new and replacement vehicles and equipment scheduled for fiscal year 2009. • Provided travel to the RTA fleet software users conference for valuable training for the Fleet Services employees and ITS support staff. 77 Did You Know? The average Hybrid vehicle can achieve 40 MPG while being driven in stop and go traffic. • Completed the upgrades to the truck wash facility. Streets and Solid Waste • Street concrete crew poured 830 yards of concrete repairs to City infrastructure. • Traffic crews responded to 602 road hazard calls. • During the 2008 Neighborhood Clean Up, Solid Waste crews disposed of 595 tons of waste, recycled 124 refrigerators and 2,153 tires. • Crews applied asphalt oil sealant to 48 miles of roadway. • Added electronic waste (E-waste) recycling to Household Hazardous Waste Program. • Implemented an additional recycling drop off site at 45th Avenue and 18th Street. GOALS FOR 2009-2010: 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, EVT and in Fleet Management Certification. • Commence redesign and construction of a new Fleet Maintenance Facility as part of a Municipal Service Complex if funding is approved. • Continue to seek opportunities to find alternative revenue sources to help offset Fleet Services budget. Streets and Solid Waste • Research the efficiency and the possibility of expanding recycling programs. • Expand our employee cross training program to enhance employee skills and increase operating efficiency. • Work with the Strategic Communication Division to market divisional projects to expand our public relations with the citizens of Yuma. • Establish roadway preventative maintenance guidelines for operational staff. • Establish Code Enforcement policies that address illegal dumping. 78 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Public Works Administration - - 19,083 - Code Enforcement 24,573 148,524 123,975 131,805 Street Maintenance 3,317,482 3,907,250 3,503,588 3,299,453 Street Lighting 775,253 624,771 715,192 738,124 Street Sweeping 684,886 750,989 593,244 627,465 Traffic Signs & Striping 672,692 742,103 629,356 590,243 993,039 781,022 627,770 300,975 475,855 499,439 486,983 490,305 1,065,925 1,227,242 1,167,701 1,176,310 Pathways & Trails 62,155 83,320 49,832 151,325 Solid Waste-Residential 3,304,490 3,259,666 2,807,818 2,753,722 Uncontained Waste 415,460 375,373 305,607 270,163 Recycling 41,717 80,525 66,295 74,434 Fleet Services 4,363,893 3,995,899 3,319,955 3,584,068 Fleet Parts 167,236 170,897 156,601 157,113 16,428,878 16,707,516 14,573,000 14,345,505 Storm Drain Maintenance Curbs, Gutters & Sidewalks Retention Basin Maintenance The 2009-2010 Public Works Budget has decreased 14% from the previous year. This decrease is due to operating costs in all areas, no capital purchases, and six unfunded positions. The Retention Basin Maintenance Division has been moved out of Road Tax Fund and into the Highway Users Revenue Fund with the other maintenance activities. 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. 79 EQUIPMENT MAINTENANCE FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services 1,272,176 1,254,121 1,212,930 1,234,966 Operating 3,108,759 2,891,275 2,260,186 2,506,215 150,194 21,400 3,440 - 4,531,130 4,166,796 3,476,556 3,741,181 Capital Outlay FY 2009-2010 Equipment Maintenance Budget (in thousands) $2,506 $1,234 $- Personnel Operating Capital Outlay HIGHWAY USER REVENUE FUND (HURF) 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services 2,784,551 2,933,416 2,629,399 2,674,375 Operating 4,079,020 4,067,223 3,648,790 4,486,264 104,305 104,000 36,930 - 6,967,877 7,104,639 6,315,119 7,160,639 Capital Outlay FY 2009-2010 HURF Budget (in thousands) $4,486 $- $2,674 Personnel Operating 80 Capital Outlay SOLID WASTE FUND 07/08 Actual Personal Services Operating Capital Outlay 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget 969,676 1,019,321 834,205 840,149 2,761,914 2,696,243 2,345,515 2,258,170 30,076 - - - 3,761,666 3,715,564 3,179,720 3,098,319 FY 2009-2010 Solid Waste Fund Budget (in thousands) $2,258 $840 Personnel Operating Capital Outlay CITY ROAD TAX FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services 399,571 422,044 398,986 95,647 Operating 686,448 1,282,473 1,202,619 249,719 Debt Service - - - - Capital Outlay 82,187 16,000 - - 1,168,206 1,720,517 1,601,605 345,366 FY 2009-2010 City Road Tax Fund Budget (in thousands) $249 $95 Personnel Operating 81 $Capital Outlay Utilities Department Our goals, and highest priorities, are to ensure the reliable delivery of safe, high quality drinking water and the most efficient and environmentally sound collection and reclamation of Yuma's wastewater. 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 135 authorized positions, 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. Functions 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. 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 AUTHORIZED PERSONNEL Administration FY 08/09 6 FY 09/10 6 Water 75 80 Wastewater 52 51 133 137* Total *8 unfunded positions 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 1982, 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. 82 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 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. 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 cross-connection 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 verify the City's compliance with numerous environmental and health regulations and are reported to a variety of agencies including the United 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. The Utility System Division monitors the installation, maintenance, and repair of the City-owned water transmission and distribution system, wastewater and storm water collection systems, and water metering and reading systems. 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 3,400 fire hydrants and some 28,200 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. 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. 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 330 miles of sanitary sewer collection lines and force mains with over 4,959 sanitary sewer manholes. 83 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 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, and thefts of service. The Meter Services group handles all Automated Meter Reading (AMR) applications, such as profiling for AMR customers with high bills to pinpoint the day and sometimes the hour when the water leak started; manual meter reading, construction roving meter reading, backflow device installations and testing for roving meters, meter repairs, meter tests, utility service history reviews are all duties of the Meter Services group. The Utility Rates Services group is your one place for information and cost estimates which will be needed to obtain water meters, sewer connections, utility rates and permits for residential or commercial projects. The Utilities Administration Section provides professional clerical support for the Public Works and Utilities Departments. 2008-2009 ACCOMPLISHMENTS • • • • • • • • • Digitally inspected 123 miles of sanitary sewer mains and marked off over 3,400 laterals to assist connections and repair. Cleaned 115 miles of sanitary sewer out of 330 miles in the City of Yuma. Successful in negotiating a wheeling contract for delivery of WAPA power to the Main Street Water Treatment Plant. One (1) Megawatt of electric power per year is supplied to the Main Street Water Treatment Plant for the next 20 years. Potential savings could reach $2.5M over the life of the contract. Produced more than 8.7 billion gallons of drinking water in 2008. Treated 3.1 billion gallons of wastewater. Recovered $1,105,476 in cost of service charges. Received State and National recognition for the East Wetlands permitting effort. Main Street Chief Operator voted Operator of the Year by AZWater (formerly AWPCA). Water Outreach organized and planned with other entities the Water Festival for over 500 students. 84 • • • • • • • • • • • • • • • • Processed 3,153 water, wastewater, industrial waste and biosolid samples for compliance and process control purposes. Responded to 90 water quality complaints or inquiries. Issued over 300 cost estimates which resulted in the collection of over five million dollars in water and wastewater fees. Instituted a program to recover additional sewer capacity fees. AMR ride-alongs continued, to include hosting Utilities Supervisors and Project Engineer from a Hawaii water department. Revamped the Utilities Management Evaluation (UME) form and converted it to fill-form to be more user friendly, for increased efficiency, and to clarify estimates. Added Utilities Systems’ Warehouse operations and staff member to the Customer Service group. Continued Automated Meter Reading (AMR) installations with 15 routes now fully AMR and 8,500 meters now retrofitted. Took 170,500 meter readings as part of the regular meter reading cycle. Began the pilot project for release of the Water Meter Monitor unit for AMR customers to track their own usage. Responded to 297 reported water leaks. Made 59 water main repairs. Exercised 2,297 valves. Replaced 50 inoperative valves. Responded to 401 after hour call-outs. Performed annual maintenance on 2,745 fire hydrants, repaired 62 and replaced 17 and installed 5 new fire hydrants. GOALS FOR 2009-2010 • • • • • • • • • • Did You Know? Complete the construction, as well as all off-site transmission main work, in order to meet the goal of The EPA estimates that fixing our adequate water supply and pressure for the citizens of nation’s aging water pipelines will Yuma. run in the neighborhood of $277 Continue construction of the Agua Viva 24 million gallonsbillion; not replacing it will cost per-day filter membrane plant until its completion date. even more. Explore and recommend alternative methods for biosolids disposal. Explore and recommend alternative treatment technology at the Figueroa Water Pollution Control Facility. Explore alternative technology to utilize methane gas generated at the Figueroa plant to reduce dependence on outside energy sources and reduce permitting requirements. Continue water and wastewater systems modeling. Continue efforts to meet the requirements of the Capacity Management Operation and Maintenance (C-MOM) Program. Meet the demands of growth, identify 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. Maintain the Department's public outreach efforts. 85 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Utilities Administration - - - - Water Administration 13,414,540 14,148,280 14,029,731 13,798,966 4,886,262 4,894,949 4,257,206 4,920,131 1,638,166 1,747,733 1,685,982 1,496,246 Water Customer Service 1,231,325 1,370,260 1,188,992 1,336,594 Water Transfer 42,972 104,097 43,940 42,816 Agua Viva Water Treatment Plant - 2,205,122 1,775,951 3,195,687 Water Lab 216,243 293,716 274,985 285,985 6,487,251 6,509,942 6,432,630 6,670,071 5,742,937 4,686,819 4,347,946 4,767,357 868,318 968,101 880,446 1,012,811 Pretreatment 374,306 488,928 396,863 455,682 Desert Dunes Wstwtr Treatment Facility - 1,565,495 1,338,127 1,481,340 Wastewater Lab 217,719 337,610 211,640 272,095 35,120,040 39,321,052 36,864,439 39,735,781 Main Street Water Treatment Plant Transmission and Distribution Wastewater Administration Figueroa Wstwtr Treatment Facility Wastewater Collection System The fiscal year 2010 Utility Budget maintained a relatively flat budget from the previous year. However there are a number of items impacting the Utilities budget. • • • • New Aqua Viva Water Treatment Plant and four new positions. Eight unfunded positions and one position elimination. Travel reduced to only essential training for license maintenance. 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. GENERAL FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services 402,914 423,734 398,618 406,671 Operating (402,914) (423,734) (398,618) (406,671) Capital Outlay - - - - - - - - 86 WATER FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services 3,766,657 3,987,119 3,691,374 4,217,803 Operating 6,321,429 8,482,998 7,551,305 9,053,719 Debt Service 7,058,889 7,273,986 7,927,078 7,947,442 Capital Outlay 71,812 339,877 118,596 25,750 17,218,787 20,083,980 19,288,353 21,244,714 FY 2009-2010 Water Fund Budget ( in t ho us a nds ) $7,974 $9,053 $25 $4,217 Personnel Operating Debt Service Capital Outlay WATER TRANSFER FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services 29,861 63,727 22,176 17,691 Operating 13,111 40,370 21,764 25,125 Debt Service - - - - Capital Outlay - - - - 42,972 104,097 43,940 42,816 87 WATER CAPACITY FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services - - - - Operating - 78,671 78,671 - Debt Service 3,411,505 3,640,557 3,640,820 3,616,506 Capital Outlay - - - - 3,411,505 3,719,228 3,719,491 3,616,506 WATER SYSTEM DEVELOPMENT FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services - - - - Operating - 30,733 30,733 - Debt Service 898,100 826,119 174,270 172,389 Capital Outlay - - - - 898,100 856,852 205,003 172,389 WASTEWATER FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services 2,741,523 2,959,660 2,595,070 2,989,246 Operating 5,627,858 6,006,350 5,490,452 6,328,020 Debt Service 2,277,003 2,342,416 2,342,761 2,348,535 Capital Outlay 58,541 119,600 52,000 6,000 10,704,925 11,428,026 10,480,283 11,671,801 FY 2009-2010 Wastewater Fund Budget (in thousands) $6,328 $2,348 $2,989 Personnel Operating $6 Debt Service 88 Capital Outlay WASTEWATER CAPACITY FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services - - - - Operating - 133,614 133,614 - Debt Service 2,978,527 2,978,488 2,978,488 2,978,488 Capital Outlay - - - - 2,978,527 3,112,102 3,112,102 2,978,488 WASTEWATER SANITARY SEWER INTERCEPTOR FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services - - - - Operating - 8,199 8,199 - Debt Service 6,537 6,568 6,568 6,567 Capital Outlay - - - - 6,537 14,767 14,767 6,567 APPROPRIATED GRANTS FUND 07/08 Actual Personal Services Operating Capital Outlay 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget - - - - 541 2,000 500 2,500 - - - - 541 2,000 500 2,500 89 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 administers the Capital Improvement Program and provides 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 Public Works Services activities addressed by the Department, which primarily consist of Capital Improvement Program Administration, Development Engineering, Traffic Engineering and Traffic Signals operation and maintenance. AUTHORIZED PERSONNEL FY 08/09 FY 09/10 Engineering 33 33 Development Engineering 6 6 Street Signals 5 5 Functions The City Engineering Department provides the following services: • Support for the Capital Improvement Program through Plan and Specification preparation, utility company coordination, processing of ADEQ Total 44 44* documentation and as-built plan preparation and archiving. *9 unfunded positions • Development and administration of an annual update to the comprehensive 10-year Capital Improvement Program. • 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. • Upgrade of Standard Specifications and Standard Details for construction. • Development, tracking and maintenance of 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. 90 • • • • • • • • Provide CADD support for engineering activities and to other Did You Know? City departments. Monitor and inspect activities within City right-of-way to include The City of Yuma issued and review and issuance of encroachment permits. inspected 551 encroachment Provide inspection services to private development for street permits, allowing private construction. construction in city street rightImplementation of Capital Improvement Program related of-way, and reviewed 339 sets Development Agreements. of plans for private Coordination of flood control facilities financing and construction development. with Yuma County Flood Control District. Develop interconnected traffic control system to improve traffic flow through town. Continue the Traffic Advisory Group functions and response to citizen traffic concerns. Review Development Plans and Specification for adherence to City codes/requirements. 2008-2009 ACCOMPLISHMENTS • • • • • • • • • • • • • Completed or contracted over $55 million in project design, construction, and inspection that allowed the City to better serve its citizens and visitors. Completed a 30” diameter water transmission line installation in 40th Street, between Avenue 6E and Avenue 9E. Completed water transmission line installation in Avenue 9E, from the Agua Viva Water Treatment facility to 24th Street. Completed water transmission line installation from Friendship Tower to Avenue B. Completed the redevelopment of Madison Avenue, north of 1st Street. Completed the 24 MGD expansion of the Agua Viva Water Treatment facility. Completed 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 in the Villa Hermosa subdivision. Contracted for the reconstruction of neighborhood streets and waterlines, between Avenue A and Magnolia Avenue and between 3rd and 8th Streets. Contracted for the reconstruction and widening of Avenue A, between 16th Street and 24th Street. • Contracted for construction of the first phase of 32nd Street reconstruction (bridge construction), between Avenue A and Avenue B. • Completed design for the first phase of construction for the Fire Department Training Facility at Avenue 4E and 36th Street. • Completed the Expansion of the Police Department 16th Street facility. • Completed Saguaro Estates subdivision waterline and pavement replacements. Completed the design of 16th Street widening and improvements, between Arizona and Pacific Avenues. Completed the design of Avenue 3E widening and improvements, between Gila Ridge Road and 32nd Street. Completed the design of 24th Street Extension and Avenue 3½E construction and improvements, between Avenue 3E and 40th Street, along with the Design Concept report for Avenue 3½E, between 40th Street and 48th Street. 91 GOALS FOR 2009-2010 • • • • • • • • • • • Improve execution of the planning, design, and construction activities on the anticipated 140 projects in the Capital Improvement Program. Enhance coordination and inspection activities between private development and public construction. Initiate design of at least 6 miles of arterial street improvement projects. Assist in coordination activities for the turnback of roads from the Arizona Department of Transportation to the City, scheduled to occur with the Area Service Highway completion. Construct Smucker Stormwater Impoundment Facility (Dam). Complete Avenue A reconstruction and widening between 16th Street and 24th Streets. Continue 32nd Street reconstruction between Avenue A and Avenue B. 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 plant improvements to insure City compliance with State and Federal requirements related to water and wastewater treatment. Complete the reconstruction neighborhood streets, drainage and waterlines: o 15th Avenue – Magnolia Avenue from 2nd Street to 8th Street o Casa Manana subdivision. 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Engineering 1,671,004 2,264,687 1,561,251 1,448,680 Development Engineering 357,284 356,706 413,479 424,652 Traffic Signals 965,118 937,723 688,974 737,882 2,993,406 3,559,116 2,663,704 2,611,214 The 2009-2010 City Engineering Department Budget has decreased 26.6% from the previous year. The primary contributing factor is the reduction of personnel and equipment to provide services to existing and projected customers. Specifically, nine positions are unfunded for next year. 92 GENERAL FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services 337,153 332,875 409,125 424,652 Operating 20,131 23,831 4,354 - - - - - 357,284 356,706 413,479 424,652 Capital Outlay HIGHWAY USER REVENUE FUND (HURF) 07/08 Actual Personal Services 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget 1,633,222 1,933,472 1,281,468 299,393 Operating 878,235 967,388 824,408 338,489 Capital Outlay 124,664 301,550 144,349 100,000 2,636,122 3,202,410 2,250,225 737,882 FY 2009-2010 Highway Users Revenue Fund Budget (in thousands) $338 $100 $299 Personnel Operating Capital Outlay CITY ROAD TAX FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services - - - 802,290 Operating - - - 641,390 Capital Outlay - - - 5,000 - - - 1,448,680 FY 2009-2010 City Road Tax Fund Budget ( in t ho usand s) $641 $802 $5 Personnel Operating 93 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 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, Urban Forestry, Parks and Golf Course Maintenance Divisions, Recreation Division, and the Yuma Civic Center. The Administrative Division oversees the various administrative functions that keep our Department running smoothly. The Customer service team 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. The Arts & Culture Division sustains and supports local AUTHORIZED FY FY arts by providing distinct opportunities for community PERSONNEL 08/09 09/10 participation and artistic growth. The Yuma Art Center Administration 11 11 continues its role as a catalyst for artistic growth in our community. We seek to increase involvement in the Parks Maintenance 64 64 arts for artists and participants through our diverse Parks Development 2 2 cultural programming targeting a broad audience. Recreation 20 20 Support is extended to arts groups and artists by Arts and Culture 8 8 creating a climate conducive for local artistic development through the priority offering of the facility Civic Center 8 8 for non-profit arts use at rates far below the national Golf Course Maintenance 12 12 average. Additional support is offered through the City Golf Courses 8 8 of Yuma’s Arts & Culture Commission’s yearly Arts Project Grants Program. Arts advocacy continues to be Total 133 133* a high priority for the Commission and its supporting *5 unfunded positions Public Art Committee. These groups help to gather input on public desires and to be the public face for arts 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. 94 The Urban Forestry Division focuses on maintaining the City’s urban forest. There are over 8,000 trees in the City’s inventory. The team also provides outreach and education to citizens regarding proper tree care. The Tree & Landscape Expo, which occurs each year in October provides valuable information to the community about desert vegetation. Yuma has earned the Tree City, USA designation for the last two years. 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: 32 parks, ten 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 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 Did You Know? Desert Hills Golf Course Maintenance Division provides grounds maintenance services to the 155-acre championship style golf That professional golfer, John Daly course, rated 3.5 stars by Golf Digest Magazine. Arroyo Dunes has played the highly rated Desert Golf Course Maintenance Division provides grounds Hills Golf Course. maintenance services to the 40-acre, par-three style golf course. The Graffiti abatement program abated over 2,250 cases of graffiti throughout the City of Yuma in 2008. In the past, the Graffiti Hotline was staffed by Yuma County and information was relayed back to the Parks Dept. for abatement in the morning. Due to a staffing shortage at the County, the City of Yuma took over the operations of the Graffiti Hotline this year. Response time on graffiti abatement is usually within 24 hours of being reported. The Recreation Division consists of eight areas: Recreation General, Senior Adult programming, Adult programming, Youth programming, Outdoor Recreation, Aquatics, Teens, and Adaptive Recreation. Recreation General oversees the management of the entire division. Senior Adult programming, held primarily at the North End Community Center, (formerly 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 Senior Games, which boasts over 40 activities that older adults may compete in during the winter. Adult programming includes volleyball, basketball, inline hockey, year-round softball leagues, and tournaments, instructional programs, fitness, and arts and crafts programs. 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. 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 and a fourth pool opening in June 2009. Fitness and swim programs are offered, as well as Learn-to-Swim lessons during the summer. 95 Adaptive Recreation programming for special needs participants is offered year-round and over the past year, an Did You Know? emphasis has been placed on providing additional activities such as Day Camps and music based programs that That 61,310 people enjoyed the 40 participants may register for. The Yuma Readiness and City Ramadas from July to Community Center, a joint-use facility between the Arizona December 2008. You can reserve a National Guard and the City of Yuma, is a full service Ramada one year in advance. recreational facility and serves as an additional site for the community to get information, register for programs or rent park ramadas. 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. 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 large-scale public and private events where we all gather and create community, the complex 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, Women’s Expo, Rotary Kammann Sausage Fry, The Desert Lily Quilt Show, 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, equipment, and facility maintenance for the large variety of events that occur at the Center and Baseball Complex each year. 2008-2009 ACCOMPLISHMENTS: Arts and Culture Division • Initiated the new ARTbeat outdoor fine art exhibit as a major downtown event supporting local artists’ exposure to local citizens as well as benefiting the historic downtown. • Offered the incredibly successful Summer Theatre Camp for youngsters at the Yuma Art Center. • Greatly expanded the Youth Dance program and Guitar Classes with sold out classes and waiting lists. • Offered new tot sized arts programming like “Twinkle Toes” • Partnered with local schools & educators to program multind grade student art exhibits on 2 floor of the Art Center. • Administered the 2008-09 City of Yuma Arts & Culture Commission Arts Project Grant cycle, awarding $42,566 in LTAF funding to 11 non-profits arts organizations. • Produced: ARTbeat, Tribute of the Muses Award, the Children’s Festival of the Arts, the Performing Artist Series, Roxaboxen Festival, and the Yuma Symposium. • Continued our partnership with the Yuma Private Industry Council (YPIC) with students completing a vibrant mural for the North End Community Center. • The Sun newspaper partnership continued with the great Sun Cinema Series and through the in-kind advertising/promotion for the Yuma Art Center. • The Public Art Committee added to the City’s Permanent Art Collection with the acquisition of 2D art from local artists participating in ARTbeat. • Received 2 grant awards from Arizona Commission on the Arts. • Continued our “Summer Six Pac,” the summer performing artist series, with continuous programming for 6 weeks in the Yuma Art Center. SSP is designed for local summer audiences and participants Desert Hills/Arroyo Dunes Golf Courses and Putter Inn Restaurant • Held new specialty nights with beer and wine tasting. 96 • • • • • • • • Completed the Arizona State Liquor training and will now be able to train and certify all City employees pertaining to liquor laws Installation of a new concrete extension on the south side of the Putter Inn to increase outdoor seating area. For the fifth year in a row, revenues at Desert Hills Golf Course have covered operating expenses. Held five junior golf clinics with a total of 290 youth participants. Held a “Learn to Play Junior Clinic” for students, which had 40 participants. Desert Hills GC was one of only two Ping Golf accounts to increase sales in 2008 in the western region. Banquet revenues in December were up $6,000 Removed all potable water from landscape irrigation. Urban Forestry Division • Held tree climbing training at Joe Henry Park. • Completed tree trail at the West Wetlands Park. nd • Held 2 annual Tree and Landscape Expo. • Removed large, deceased trees from Joe Henry Memorial Park. Parks and Golf Maintenance Divisions • Installed shade structure over the playground unit at Ocotillo Park • Poured a handicapped ramp on the northwest side of the Desert Hills Pro-Shop. • Completed the last phase of the major irrigation project on the southwest side of West Wetlands Park. • Held three community paint-outs to clean up patch th work walls caused by graffiti along 16 St. • Completed tree trail and irrigation around the Stewart Vincent Wolfe Playground at the West Wetlands Park. • Developed permanent weekend crews for parks restroom and ramada clean-up. • Abated 2,250 of case of graffiti in 2008. • Assisted in the completion of the Armed Forces Park. • Added stabilized area behind bleacher pads at Cibola Softball Complex • Installed new Skateboard apparatus at Kennedy Skate Park • Provided set-up and tear-down to several events on Main Street. • Installed the last section of picket fencing on the west, north, and east side of the Stewart Vincent Wolfe playground. • Replaced outfield fence between fields two and three at Ray Kroc Baseball Complex. • Installed flag poles, new benches, and trash receptacles at West Wetlands. • Installed the first nine holes of disk golf at West Wetlands. th • Produced the 16 annual Sports Turf Show with over 300 attendees from all over Arizona and California. • Fabricated fence/rails to keep BMX riders from ruining the Keystone wall at Winsor Park. • Replace the older BBQ grills in the ramadas. • Helped install shade canopy in downtown mall parking lot that was damaged by vehicle. • Installed new post and cable security fence at Riverside Park to keep out illegal dumping. • Re-landscaped parking lot roundabout at Joe Henry Park. • Installed irrigation at West Wetlands Park to the area west of existing turf area. • 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. • Continued with mitigation area in West Wetlands Park. 97 • • Continued to add spoils from City road projects to Riverside Park renovation area for future park development. Started design of the Yuma Valley Area Park. Recreation Division • In the first half of the fiscal year, Recreation offered 609 activities and programs for all ages, totaling 59,006 participant registrations and daily visits. • Introduced the Parks and Recreation new mascot, the “Fun Monster” that visited numerous activities throughout the year. • Held numerous special events for a variety of ages and families: 4th Annual Wood Carving Expo, Senior Games, “Come Out and Play Day”, Bike Rodeo, Little People’s Olympics, Fairy Party, “Star Gazing for Everyone” a Water Carnival for youth and worked together with the Arts & th Culture Division for the 15 annual Children’s Festival of the Arts. • Partnered with Yuma Sun, 33.10 and held a series of four, “Family Dive-in” Movie Nights with 820 participants. • Increased special needs programs during the year with a weekly Day Camp during the summer, four sports clinics, partnered with ARC, and provided a music program in the fall. • The Adaptive Recreation Division received a grant award from the Yuma Community Foundation that provides for a pottery program for participants with special needs. • Organized and held the first two initial fund raising events for Yuma’s first Dog Park, Outdoor Movie Night for the Dogs, and the Doggie Days of Summer, a pool party for dogs only at Kennedy Pool. • Planned and will host the second World Paper Tole/3-D Art Expo, partnering with numerous volunteers and instructors from around the world. • The Recreation Division recruited 157 volunteers for youth sports programs and senior activities, accumulating a total of 11,787 volunteer hours worth over $200,000 based on the current value of $18.17 per volunteer hour. • For the 6th year, provided “Open Swim” free to the public with sponsorship by the Arizona IPA Physicians Association. 1281 children and adults took advantage of free swimming for eight days during the summer of 2008. • Renovated and gave the North End Community Center a brand new look with a mural painted by students from Yuma Private Industry Council, painted/repaired the exterior of the building, replaced carpeting, installed an automatic door at the main entrance, and closet doors in the dining area. • Installed a new Accu-tab Powerbase Chlorinator System at Marcus Pool to improve distribution of chemicals which will save money. In addition, installed new underwater pool lights, tiling and new handicapped access ladder for the pool. • Completed an Inter-governmental Agreement with the Yuma Union High School District #70 for the construction and operation of a new swimming pool complex located at Cibola High School. • Increased recreational programming in all divisions, offering Adult Indoor Volleyball League, Senior Pickle Ball, Bocce and Volleyball, Youth Pitch, Hit, and Run Competition, Youth Monster Sports, a score-keepers class, scheduled monthly “Play Dates” at different parks and facilities, and private swim lessons. • Acquired sponsorship from the following businesses and organizations that assisted with the implementation of numerous recreation programs: Arizona Public Service, WACOG, Yuma Visitors Bureau, Sun Graphics, 33.10, C&C Entertainment, Sun Valley Beverage, Burgers and Beer, University of Arizona Cooperative Extension, Yuma Spirit Hunters, Canyon Distributing, Mark’s Equipment Repair, and the Yuma Conservation Gardens. 98 • • Partnered with AWC Football Team for a fourth year in a row during their “Day of Champions”. Provided clean-up of the Gila and Colorado Rivers confluence area, hauling out over six trailer loads of trash. Completed the fifth successful year of a partnership with Elementary School District One, providing an after-school outdoor and sports program through 21st Century Grant funding. Yuma Civic Center • The Civic Center hosted 1,714 events in 2008, which represents an increase of 28% over last year. There were 239,537 people that visited the Civic Center during the calendar year. • Partnered with Bajo El Sol, Del Sol Market, and Cultural Council of Yuma to present the Dia de los Muertos observance on November 1, 2008. There were 450 in attendance. • Installed the Frame Rate system in the Civic Center lobby that features a flat screen monitor with looping information to assist guests with finding their event location and to serve as a marketing tool for future events. • Re-structured custodial function at Civic Center and sent Supervision to additional training in facility maintenance operations. The result is a cleaner and better maintained facility. • Installed kitchen/concession enhancements to better serve customers that require catering. Replaced aging ovens in kitchen and added a hoodless fryer to concession operation to increase efficiencies and offer more choices. • Updated catering menus to focus on better variety and quality while enhancing revenue potential. • Upgraded facility lighting to improve ambience. A new lobby chandelier and wall sconces for the wings were installed. Aging exterior walkway lighting was replaced along with the fixtures on the Terrace. • Continued a strong effort in the presentation of events for the public to enjoy; Family Fun Night, Travelogue Series, and Mighty Cash Cats concert. • Upgraded box seat area of Desert Sun Stadium with new concrete and seating to improve the fan experience at the ballpark. Parks and Recreation Department Awards and Recognitions • The Arizona Baseball Coaches Association and The Sports Turf Manager’s Association of Arizona recognized the Yuma Catholic High School as the 2A Field of the Year in 2008. Parks and Recreation maintains the athletic fields at Yuma Catholic in a cooperative use agreement. • West Wetlands Park was certified as wildlife habitat by the U.S. National Wildlife Federation. • Yuma recognized as a Playful City, USA for the second year in a row. • Yuma recognized as a Tree City, USA for a second year. • Yuma named in the Top 100 Best Walking Cities by American Podiatric Medical Association and Prevention Magazine. • Won the Arizona Parks and Recreation Association (APRA) Award for best cultural collaboration event 2008 for our new ARTbeat event. GOALS FOR 2009-2010: Arts and Culture Division • Continue to develop and expand ARTbeat and our new Art on Main, outdoor sculpture exhibit in historic downtown Yuma. • Produce the 3rd Annual “Summer Six Pac” series at the Yuma Art Center, featuring local artists and groups and new features to attract a larger audience. • Continue to evolve the arts education programming to create additional opportunities for youth, to serve at-risk populations, and provide Art Center tours to students in support of public education. • Develop strategies for utilizing impact fees designated for expanding art participant capacity by maximizing facility expansion, improvement, or development. 99 • • • Cut costs associated with arts programming and maximize our revenue opportunities either through increased facility rentals or staff programming endeavors. Increase participation in the arts through events, volunteerism, and sponsorships. Collaborate with other arts, culture, & history organizations to promote the downtown. 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. Did You Know? Urban Forestry Division • Take lead in presenting a quality Tree & Landscape Expo with the intent to grow event participation. • Develop more information on City website to educate the community regarding the types of trees and vegetation that will be successful in Yuma • Develop additional opportunities to train the Urban Forestry Division. 8000 children, parents and art enthusiasts attended the annual Children’s Festival of the Arts in Historic downtown Yuma? Parks and Golf Course Maintenance Divisions • Continue to work with City Project Managers for spoils to raise grade in cleared area of Riverside Park. • Install new shade covers over the dugouts on fields 2 and 3 at Ray Kroc Baseball Complex • Install storage bins for materials at Elena Orendain Curtis Complex. • Convert the retention basin on Palo Verde into 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 a City street • Add playground equipment to Victoria Meadows Neighborhood Park. • Install irrigation at West Wetlands Park to area west of existing turf area. th • Promote and Coordinate 17 Annual Sports Turf Show. • Install 20’ fence at Kennedy and Sanguinetti Athletic complexes on outfields. • Upgrade Sanguinetti Memorial Park irrigation system. • Complete lighting project at Joe Henry Park. • Install new flooring on the Crow’s nest at Kennedy Athletic Complex. • Complete addition of new concrete pad to the north of the skate park and install new skate apparatus. • Start the expansion of Riverside Park to include new irrigation system, BBQ grills, benches, and trees. • Re-install ramada on old basketball court at Kennedy Park. • Install new basketball court at Kennedy Park. Recreation Division • Complete construction of the new community leisure and competitive pool at Cibola High School, with a projected opening for Summer 2009. • Develop a partnership with Arizona Western College and the Yuma Union High School District #70 on the construction and joint-use of a sports complex in the East Mesa that would include a lighted soccer and softball fields. • Assist members of the community with fund raising efforts for the design and construction of a new multi-use gymnasium. • Design and install new signage and lighting at entrances of the Yuma Readiness & Community Center. • Install an Accu-Tab Powerbase Chlorinator System at Kennedy Pool. 100 • Initiate a Teen Leadership program that involves volunteer work within the community and on the job training program for teens at the MLK Teen center Yuma Civic Center • Provide attentive, committed, and friendly service to all patrons in our facility. • Enhance beverage service operation to increase sales. Update appearance of fixed service stations in Main Hall and Lounge. • Increase number of sporting or concert events at the Civic Center and Baseball Complex through rentals and presenting. • Install wireless internet capabilities in facility to meet client demand and create additional revenue. • Develop private party rental information packets to create a one-stop event service environment for customers. • Seek more support from youth/community service groups to assist with event staffing to reduce labor costs. • Continue to evolve catering operation to increase quality, service, and revenue. • Seek additional community partners in the presentation of special events. 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Parks & Recreation Administration 1,698,582 1,755,859 1,673,566 1,648,660 Parks Maintenance 5,771,375 5,745,055 4,974,377 5,374,469 Urban Forestry 374,670 290,583 223,892 255,409 Recreation General 693,418 709,615 627,617 619,547 Senior Adult Activities 174,674 212,312 187,832 213,517 Adult Activities 278,891 280,232 279,146 265,230 Youth Activities 259,231 327,585 298,340 282,030 Aquatics 783,779 932,630 908,126 1,009,672 Yuma Readiness Center 151,555 184,419 179,765 183,348 Yuma Arts Center 1,035,202 1,022,698 987,118 1,006,231 Civic Center 1,338,026 1,357,366 1,246,740 1,217,689 Baseball Complex 757,174 707,598 639,894 593,553 Downtown Mall 274,470 289,287 242,051 255,036 Maintenance ADGC 206,105 261,819 239,655 240,719 Pro Shop Concessions ADGC 41,414 50,615 45,481 45,926 Maintenance DHGC 1,197,946 1,316,389 1,149,010 1,102,209 Restaurant Concessions 625,127 685,447 671,687 658,422 Pro Shop Concessions DHGC 618,959 612,478 512,082 493,099 16,280,596 16,741,987 15,086,379 15,464,766 101 Changes to the 2009/2010 Budget: Belt Tightening With the City’s current revenue projections down from what was originally anticipated, all divisions in the Parks and Recreation Department have worked to analyze the way we do business. Several strategies have been implemented to lower expenditures and increase revenues to carry us through the current economic downturn. Over 30 staff purchasing cards have been eliminated, centralizing all purchasing decisions with Supervisors and cutting down time on trips for supplies and clerical time to process. Parks developed a permanent weekend crew to reduce overtime and call outs. Park restrooms are also being closed at night to reduce vandalism and maintenance issues. With the addition of the new Joint-Use Community Pool located near Cibola High School scheduled to open in June 2009, an increase in budget was required to accommodate a full year of operations for this facility. In response to the increase, the department decreased other areas of our system to be able to fund this new pool complex, and still meet our goal of an overall “flat” budget. Partnerships, collaborations, and community involvement continue to be sought to leverage resources for facilities, programs, and project labor. Personnel Expenditures We have downsized our staffing as positions have vacated. Five full-time positions have not been funded and are currently on hold. Also 10 regular part-time positions (personnel working 30 hours per week) are also being held. No new full-time positions are being requested for the 09/10 Budget, but seasonal part-time will still be hired for various programs throughout the year. Equipment We are not requesting any equipment this year. Operation and Maintenance Costs of operation and maintenance of existing City infrastructure continues to escalate each year. Small, incremental adjustment of fees has occurred for all programs and facilities and will continue on an annual basis to adjust for inflation. Outreach and Promotion The Parks and Recreation Department added the successful, new Fall/Winter Guide to feature Department programming in one source. This guide was patterned after our popular Summer version and is the first step in streamlining effort by creating just two guides to highlight all Parks and Recreation programming and facilities for the year; Fall/Winter and Spring/Summer. Outside Agency Agreements The Administration Division budget contains the funding for six Outside Agency agreements. The following agency agreements have been assigned to the department for monitoring: Catholic Community Services – Senior Nutrition Catholic Community Srvs – Adult Day/Hlth Care Salvation Army Boys & Girls Club Cultural Council of Yuma Yuma Fine Arts Association Special Olympics There are also four Outside Agencies that receive financial support through the two percent fund that also receive some oversight and support from Parks and Recreation: Yuma Crossing Park/Riverfront Development Yuma Visitors Bureau Heritage Festivals Film Commission 102 In addition, the Parks and Recreation Department oversees the Lottery Transportation Assistance Fund Grant program for Cultural Activities. 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 Quartermaster Depot State Park and the Yuma Visitors Bureau, (an outside agency who has received funding from the City). This tax was scheduled to sunset in 2009, however a special election was held in May 2009 and the community voted to extend this tax for another 15 years. GENERAL FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services 5,563,924 5,926,650 5,637,979 5,856,617 Operating 3,901,494 3,885,275 3,528,360 3,280,484 725,469 36,000 30,966 4,000 10,190,887 9,847,925 9,197,305 9,141,101 Capital Outlay FY 2009-2010 General Fund Budget (in thousands) $3,280 $5,856 $4 Personnel Operating Capital Outlay MALL MAINTENANCE DISTRICT TAX FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services 110,433 123,029 90,000 118,569 Operating 151,324 166,258 152,051 136,467 Capital Outlay 12,713 - - - 274,470 289,287 242,051 255,036 103 LOCAL TRANSPORTATION ASSISTANCE FUND 07/08 Actual Personal Services Operating 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget - - - - 84,492 85,132 85,132 85,132 - - - - 84,492 85,132 85,132 85,132 Capital Outlay RECREATION COMPLEX FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services 1,011,980 1,044,599 975,833 933,040 Operating 1,035,094 986,952 887,094 877,202 46,719 33,413 23,707 1,000 2,093,793 2,064,964 1,886,634 1,811,242 Capital Outlay FY 2009-2010 Recreation Complex Fund Budget (in thousands) $877 $933 $1 Personnel Operating Capital Outlay TWO PERCENT TAX FUND 07/08 Actual Personal Services Operating Capital Outlay 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget - - - - 900,000 925,000 925,000 924,000 - - - - 900,000 925,000 925,000 924,000 104 HUD CDBG ENTITLEMENT GRANT FUND 07/08 Actual Personal Services Operating Capital Outlay 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget - - - - 4,671 5,000 5,000 5,000 - - - - 4,671 5,000 5,000 5,000 WEED AND SEED GRANT FUND 07/08 Actual Personal Services 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget 16,942 19,093 19,093 - Operating - - - - Capital Outlay - - - - 16,942 19,093 19,093 - APPROPRIATED GRANTS FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services 17,587 8,000 64 - Operating 8,132 570,838 108,185 702,880 Capital Outlay 3,364 - - - 29,083 578,838 108,249 702,880 ARROYO DUNES GOLF COURSE FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services 121,806 131,891 125,055 130,437 Operating 125,714 180,543 160,081 156,208 - - - - 247,519 312,434 285,136 286,645 Capital Outlay 105 DESERT HILLS GOLF COURSE FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services 1,069,426 1,194,914 1,048,721 1,002,571 Operating 1,369,314 1,352,900 1,234,058 1,251,159 - 66,500 50,000 - 2,438,740 2,614,314 2,332,779 2,253,730 Capital Outlay FY 2009-2010 Desert Hills Golf Fund Budget (in thousands) $1,251 $1,002 Personnel $- Operating 106 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. 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 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. 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 for school services (School Resource Officers), community policing, traffic accident investigation and enforcement, and bicycle patrol. AUTHORIZED PERSONNEL Administration Patrol Investigations Quality Assurance Records Public Safety Comm. Center Total *10 unfunded positions FY 08/09 5 144 45 14 21 FY 09/10 5 144 45 14 21 37 37 266 266* 107 The Investigations bureau is responsible for the in-depth follow up investigation of felony and complex criminal cases as well as preparing cases for court. Special units within this bureau perform a variety of functions including sex offender notifications, domestic violence investigations, gang investigations, and canine drug searches. 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. Did You Know? In 2008 YPD personnel responded to 81,347 calls for service. This included 52,539 “911” emergency calls and 2045 motor vehicle accidents. The public safety communications center received a total (emergency, non-emergency, information, inquiries, etc) of 218,434 phone calls. The Reserve/Volunteer Bureau consists of non-compensated reserve officers and volunteers used to augment certain operations. Reserves and volunteers provide crowd and traffic control at special events, public fingerprinting, and handicapped parking enforcement. The Records Bureau is responsible for receiving, entering, archiving and retrieving police reports. Records personnel transcribe police reports, provide victim’s rights notifications, and collect data for statistical purposes for the department, the City and other agencies. 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. 2008-2009 ACCOMPLISHMENTS: • • • • • • • • • • • Chief Robinson retired after 37 years of distinguished service and a new Chief, Jerry Geier, was appointed. • Initiated digital recording and transcription of police reports, including scanning of police reports into a Digital Management system • Completed expansion and remodel of the Communications Center, which included 12 new dispatch consoles, a training room, a conference room, and 3 new offices Continued partnership with Department of Homeland Security and ICE in Operation Stonegarden in support of national security. Received $616,000 for overtime expenses and $131,500 in equipment funding for the next budget year. Completed implementation of automated fingerprint identification system obtained through Dept. of Homeland Security Operation Stonegarden grant. System is complete and functional with access to the State’s fingerprint database. Received $40,215 from Bureau of Justice Assistance for the purchase of ballistic vests for officers. Stolen Vehicle incidents dropped in 2008 by 41.61% compared to 2007 due in part by our efforts and participation with the RATTLER task force and efforts with the Bait Vehicle Program. Processed and profiled 12 sex offenders within the City limits and conducted community meetings. Project Drive Safe 2008 (52 weeks) 509 man hours resulted in 1703 citations. Traffic Division DUI Enforcement made 465 DUI arrests. The Traffic Division was awarded over $70,000 in grant money for overtime expenses and equipment by the Governor’s Office of Highway Safety. Two Traffic Accident Investigators were trained in Crash Data Retrieval methods (vehicle’s “blackbox”). The Gang Unit, two officers and one Border Patrol Agent, investigated 128 gang-related incidents, and made numerous presentations to various agencies and local schools. 108 • • • • • • • • • • • • • • • • YPD K-9 Unit retired K-9 Roy and brought K-9 Tina on board. The unit conducted 211 searches, resulting in 70 arrests with over 310 lbs of marijuana, 18 grams of methamphetamine and 5 grams of cocaine seized. 4,219 cases were assigned to the Investigations Bureau. Achieved NIMS (National Incident Management System) compliance for 2008. Conducted several significant major case investigations including an Officer Involved Shooting (OIS) that involved another agencies’ officer, seven homicides that were solved, and a vehicle manslaughter case where the suspect was fleeing after shoplifting from a convenience store. StarWitness Video Pro system implemented. The system is a video forensics tool obtained through a grant. Acquired Visual Statement’s accident diagramming and reconstruction program allowing for scaled 3dimensional renderings of accident and crime scenes. The Special Enforcement Team was activated on 10 occasions for high-risk incidents and participated in 6 community events where they displayed SET-specific equipment and answered questions about their role in providing safety and protection to the community. The C.O.P. unit helped to form seven new Neighborhood Watch groups and participated in approximately 20 Crime-Free Multi-Housing socials/trainings resulting in 24 additional properties certified as crime-free. The unit also provided over 40 presentations to the public and participated in 39 special events conducting specialized enforcement. The Volunteers In Policing program had 13 active members and logged approximately 920 hours of service. School Resource Officers (SRO) handled a total of 1,456 calls for service at Yuma area schools. The 3 elementary school SRO’s completed their fourth year under the Safe School’s COPS grant and subsequently became fully funded by the City of Yuma. Continued participation in the Carver Park revitalization project and our partnering with the MLK center. Master Thinker Course- YPD currently has more than 30 employees trained. Supported the COE program with the local High Schools. Continued strong and productive relationship through the School Resource Officers with the School Districts. Continued contract management and oversight for outside agencies (Humane Society, Amberly’s Place, Safe House and Crossroad Mission De-Tox). GOALS FOR 2009-2010: • • • • • Continue timely and professional response to calls for service. Begin construction on remote evidence/vehicle storage site, driver’s training track, and a public safety training center located in the area of Ave 4E & 32nd Street. 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 the hiring process to fill authorized vacancies. • Continue to develop staff for succession planning. • Continue the strong emphasis on COP and POP in Department philosophy. • Continue to explore and implement innovative plans and programs designed to maintain and enhance our police services to an ever expanding, diversified and 109 • • • • • • • • • • • • • • • • • • • demanding community. Providing sufficient personnel and resources to meet additional state and federal mandates and requested community services is an ever-changing challenge. 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 work with YRCS in expanding the radio system into a truly regional system. Complete CAD upgrade from CAD V to CAD VI. Continue to work with ITS in choosing a CAD/RMS system to replace the outdated system we currently use. 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. Improve interview room monitoring systems through upgrades or replacements. Improve building security system through upgrades or replacements. Obtain further funding through Stonegarden, Governor’s Office of Highway Safety, and the Arizona Criminal Justice Commission grants to further enhance enforcement efforts in the Yuma area. Continue with Project Drive Safe enforcement utilizing intelligence-based data to place greater emphasis on traffic safety. Increase traffic safety education and awareness through new technology and public presentations to enhance driver safety in the City of Yuma. Explore possible implementation of Sobriety Check Points to raise awareness of impaired driving. Expand Bait Vehicle program. Utilize technology to develop “intelligence driven deployment of police resources.” Implement additional computer forensics capabilities. Acquire a new canine to replace retiring canine. Initiate partnerships with ATF and Marshal’s office. Continue the strong emphasis on Community-Oriented Policing and Problem-Oriented Policing in Department philosophy. Welcome new Chief and collaborate with him to continue progression of our Department into the future. 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Police Administration 1,906,618 1,579,861 1,643,591 1,468,023 Patrol-Field Services 11,122,616 14,049,769 12,380,576 13,209,637 Investigation-Field Services 5,600,292 5,271,200 4,333,119 4,635,302 Reserves-Field Services 664 - - - 911 Administration - 76,526 23,544 41,419 Quality Assurance 1,200,796 1,342,792 1,253,767 1,232,809 1,968,680 1,718,571 1,387,258 1,392,644 2,006,825 2,188,385 2,028,762 2,122,135 23,806,492 26,227,104 23,050,617 24,101,969 Records & Communication Public Safety Communication Center For fiscal year 2009-2010, the Police Department presents a budget of $24,101,969. The Police Department’s budget decreased 8% from last year's budget. The most significant decreases to the Police Department budget include decreases in overtime, capital equipment, and five police officer positions and five civilian positions unfunded for next year. 110 GENERAL FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services 18,426,632 20,474,114 18,985,118 19,618,600 Operating 3,882,666 4,204,802 3,410,102 3,064,881 98,898 119,718 11,940 22,440 22,408,196 24,798,634 22,407,160 22,705,921 Capital Outlay FY 2009-2010 General Fund Budget ( in t ho usand s) $19,618 $3,064 $22 Personnel Operating Capital Outlay PUBLIC SAFETY TAX FUND 07/08 Actual Personal Services 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget - - - - Operating 35,847 - - - Capital Outlay 573,047 188,458 54,000 100,000 608,894 188,458 54,000 100,000 WEED AND SEED GRANT FUND 07/08 Actual Personal Services 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget 76,068 51,449 22,544 28,905 Operating - 5,000 5,000 - Capital Outlay - - - - 76,068 56,449 27,544 28,905 APPROPRIATED GRANTS FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services 517,789 515,092 293,787 386,461 Operating 20,422 600,114 114,829 667,385 Capital Outlay 175,123 68,357 153,297 213,297 713,334 1,183,563 561,913 1,267,143 111 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. The Fire Department is comprised of four 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 *1 unfunded position FY 08/09 3 4 105 8 2 122 FY 09/10 4 4 105 7 0 120* 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 providing the crew with the leadership of a Chief Officer. Fire Station Six began service delivery in the early summer of 2008. The Station is staffed by three personnel; it serves the gap between Fire Stations Two and Four. The civil engineering design is completed for the proposed new Public Safety Training Facility and installation of the infrastructure and the paving of the streetscape are slated to begin in 2009. There are plans for a training tower and burn building at this Facility. 112 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, visits to most of the local schools, and a host of other risk reduction events. Fleet Services is also a key component of 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 acquisitions included a regional technical rescue response vehicle, replacement of an aged fire engine and replacement of two rescue vehicles. 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 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 re-accredited in August of 2008; this requires annual submittals to maintain this prestigious rating. Professional Services is responsible for the annual update and submittal for the reaccreditation. The mission of Community Risk Reduction is to increase public safety through education and enforcement. The Division achieves this mission through a number of public outreach programs. Some examples are distributing smoke detectors, providing the Juvenile Fire Setter Program, the commercial inspection program, and target 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 predevelopment 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. 2008-2009 ACCOMPLISHMENTS: • • • • • • • • • • • • Sponsored three City representatives to attend the International Association of Fire Chiefs Conference. These representatives received our Department’s re-accreditation award presented to us by the Center of Public Service Excellence. Sponsored visit of a fire officer from Poland. Promoted 2 new Captains and 2 new Engineers through promotion testing. Sponsored 13 individuals to the National Fire Academy. Sponsored 2 individuals to the Battalion Chief’s Academy in Peoria. Sponsored 4 individuals to Arizona State Fire School. Continued the development of the Public Safety Training Facility. Conducted an Emergency Medical Technician (EMT) Refresher course for Department personnel. Completed installation of video conferencing equipment from Fire Administration to Fire Stations. Conducted a Special Needs Stakeholders Forum. Actively participated in planning and conducting the 5th Annual Yuma Ammonia Awareness Safety Day. Instructed CERT classes resulting in 38 new CERT members. 113 • • • • • • • • • • • Conducted training for City and County employees in Incident Command and the National Incident Management System. Actively participated in the 6th Annual Southern Regional Citizen Corp Conference. Provided managerial and fiscal responsibilities to the Yuma County Citizen Corp Council. Inspected 91% of the commercial buildings in the City of Yuma. Three individuals were certified as Technical Rescue Specialists. Implemented the new Fire Services and Facility Plan. Completed the Incident Command lab for use in command training. Completed the 300 and 400 level NIMS training. Completed initial draft of the City's Emergency Operations Plan to include Yuma Command Center. Partnered with Yuma County for the updating of the Hazard Mitigation Plan. Purchased a regional technical rescue response vehicle, replaced an aged fire engine and replaced two rescue vehicles. GOALS FOR 2009-2010: The Yuma Fire Department’s Strategic Plan, developed in support of the City Council’s Strategic Management 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: • • • • • • • • • • • • • • • • • • • Begin the design of Fire Station Seven. Begin Phase One of the new Public Safety Training Facility. Begin the review of the new Fire Code. 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. 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. Continue WebEOC training to all City Department Directors and other Stakeholders. Continue to develop policies and procedures for Yuma Command. Develop table top exercises to test Yuma Command. Develop scenarios to re-enforce WebEOC procedures. Continue training Fire Inspectors and Building Inspectors on duties during an emergency. Continue to provide Incident Command System (ICS) and NIMS instruction to City Departments. Continue to maintain a Special Needs Registry. Continue to provide outreach training to businesses on Disaster Preparedness. 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. 114 The Yuma Fire Department assists our neighbors. The Department responded with a multitude of other agencies to the catastrophic Central and 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 three weeks. Our Technical Rescue Team safely rescued or assisted with the rescue of many individuals. Most notably was the rescue of five individuals that were trapped in an overturned vehicle 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. Number of Calls The Yuma Fire Department has strengthened our fleet and our equipment. New deliveries were accepted for two ambulances and a fire truck with a Special Response Vehicle for technical rescue due for delivery in June 2009. The Yuma Fire Department has prepared for growth. Design began Call Volume for the Public Safety Training Facility and it is expected that the training grounds will be under 12,000 development soon. Land is being 11,000 secured for Fire Station Seven and design will begin this year. Staffing 10,000 for this growth will be accomplished 9,000 using our existing employees by 8,000 moving an engine from Fire Station Five to Fire Station Seven when 7,000 built. 2001 2002 2003 2004 2005 2006 2007 2008 Year 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 Department personnel hold offices on the boards of the Yuma County Fire Officers Association and the Arizona Fire Chiefs Association. The Yuma Fire Department is focused on developing our next generation of leaders. We have two individuals attending the National Fire Academy in the four-year Executive Fire Officer Program. Three individuals attended the Phoenix Metropolitan Battalion Chief’s Academy. Suppression personnel were taught to read and interpret 12 lead EKG reports. Working in conjunction with YRMC, personnel will soon be able to transmit the 12 lead EKG to the hospital, potentially bypassing the emergency room and decreasing the amount of time until patients suffering from some types of myocardial infarctions reach definitive care. Suppression personnel were also taught a new method of resuscitation for patients in cardiac arrest, Cardio cerebral Resuscitation (CCR), which is the latest cutting edge treatment protocol for patients in cardiac arrest. CCR has been shown to significantly increase the survival rates of cardiac arrest patients, and should boost the City of Yuma's numbers, which are already nearly twice the statewide average for cardiac arrest survival. 115 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Fire Administration 553,958 466,424 436,254 494,126 Fire-Training 526,808 571,539 477,831 459,740 Suppression 9,379,918 10,554,393 9,455,823 9,772,756 Prevention 912,587 998,182 895,351 829,295 Special Operations 118,788 577,428 383,285 188,140 228,369 199,207 132,148 151,540 163,962 234,125 152,623 13,142 - - - (40,000) 11,884,390 13,601,298 11,933,315 11,868,739 Emergency Medical Service Emergency Management Emergency Mgmt Grant Allocations The Fire Department budget has decreased by 12.7% from last year. Starting in fiscal year 2010 the emergency management function will be handled by Yuma County and the internal division has been disbanded. The two positions associated with this division have been eliminated. The small amount remaining in Emergency Management is related to grants. In addition to this reduction, one position has been unfunded and operating and capital expenditures reduced across the department. GENERAL FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services 9,555,562 10,017,475 9,767,202 9,724,549 Operating 2,127,058 2,058,201 1,462,160 1,292,082 166,834 167,561 73,640 12,616 11,849,455 12,243,237 11,303,002 11,029,247 Capital Outlay FY 2009-2010 General Fund Budget ( in t ho us a nds ) $9,724 $1,292 $12 Personnel Operating 116 Capital Outlay PUBLIC SAFETY TAX FUND 07/08 Actual Personal Services 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget - - - - Operating 6,437 - - - Capital Outlay 5,304 - - - 11,741 - - - APPROPRIATED GRANTS FUND 07/08 Actual 08/09 Adjusted Budget 08/09 Estimate 09/10 Budget Personal Services 2,312 - 493 - Operating 5,544 1,031,603 289,496 839,492 Capital Outlay 15,338 326,458 340,324 - 23,194 1,358,061 630,313 839,492 117 City of YUMA 118 Capital Spending and Debt Management CAPITAL SPENDING AND DEBT MANAGEMENT Page No. Capital Improvement Program Capital Improvement Project Summary 2009-2010 Capital Budget Debt Management Table of Outstanding Debt Annual Debt Service Requirements 119 122 123 126 128 129 Capital Improvement Program 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. 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 develops a project schedule. Projects are reviewed by the responsible department and placed within the department’s ten-year schedule. 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. 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. 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 Projects are developed through the course of the fiscal year. The process involves council, 119 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. connection to the CIP process. Those same revenues drive the daily services provided by the city. Accordingly, its operating budget often 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. For most items in the 2010 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 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. Fund General Water 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). Project Impact Cibola High School Joint Use Pool Agua Vive Water Treatment Facility Operating cost of facility Cost $206,846 Operating cost of facility $2,428,252 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 120 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. DEV DH GEN GRNT HERI HURF IMP Development Fees Desert Hills Enterprise Fund: Collected from golf fees. 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: Highway Users Gasoline Tax monies the City receives based on population. Funds are used for street improvements or street related projects. Improvement District: LTAF Local Transportation Assistance Fund: Lottery dollars the City receives based on population. Funds are used for street improvements or street related projects. 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. 121 Capital Improvement Project Summary 2009-2010 Capital Budget 2009-2010 FUND 40,000 General Fund - Public Safety Tax Grants Fund Appropriated Grants Fund Surface Transportation Program CDBG Grant Fund 10,522,000 225,000 - Recreation Complex Fund Two Percent Tax Fund 2,452,285 City Road Tax Fund 2,633,250 Local Transportation Assistance Fund 376,930 Water Fund 485,000 - Wastewater Fund Restricted Funds Bond General Bond Road Bond Water Bond Wastewater Developer Deposits Prorata Development Fees Improvement District Water System Development Water Capacity Sewer Capacity Fees Sanitary Sewer Interceptor Charge 15,091,645 21,926,780 14,752,500 3,766,600 835,000 2,797,503 4,485,000 1,000,000 - Other 13,011,250 TOTAL 94,400,743 122 CAPITAL IMPROVEMENT PROJECTS 2009-2010 Capital Budget FUNDING SOURCE BOND GENERAL General Fund Public Safety Tax BOND ROAD BOND WATER BOND WASTEWATER PROJECT TITLE 2009/2010 1.9757 5.9512 1.1002 2.0300 2.0511 2.0601 2.0700 2.9806 4.9401 1.9757 4.9401 4.9903 4.0502 4.0705 CIP# Budget Authority Reserve - General Alsco purchase Software system purchase Lighting for Parks and Athletic Fields New East Area Park Cibola High School Community Swimming Pool Purchase of East Mesa Area Parkland Park Facility Improvements Fire Department Training Facility Budget Authority Reserve - Public Safety Fire Department Training Facility FS #7 Police Storage Facility Police Training Facility BOND GENERAL Total 1,133,645 405,000 350,000 338,000 1,500,000 1,465,000 500,000 5,550,000 850,000 1,000,000 2,000,000 15,091,645 1.9757 4.9401 5.8702 5.9105 5.9207 5.9401 5.9402 5.9602 5.9701 5.9729 5.9811 5.9913 5.0401 5.0408 9.9301 9.9402 Budget Authority Reserve Fire Department Training Facility 1st Street - Gila Street to Avenue C Magnolia Avenue, et al Camino Alameda, et al (Casa Mañana) Villa Hermosa No. 2 32nd Street - 4th Avenue to Avenue B 1st Ave: 16th St to 12th St Avenue A - 16th Street to 24th Street Avenue C - 24th Street to 32nd Street 12th Street - Avenue A to Avenue B Arizona Ave: 16th St to Giss Parkway Avenue 3E - Gila Ridge Rd. to 32nd St. 24th Street - Ave 2½E to Ave 3E 28th St Storm Drainage 6th Place Storm Sewer BOND ROAD Total 3,875,000 300,000 545,000 73,070 1,500,000 150,000 756,710 320,000 3,400,000 700,000 128,000 3,300,000 2,013,000 805,000 3,681,000 380,000 21,926,780 1.9757 7.9309 7.9417 7.9606 7.9806 7.0107 7.0203 7.0300 7.0302 7.0500 7.1000 Budget Authority Reserve Magnolia Ave Watermain: 1st St to 8th St 16th St & Zone 2 Waterline: Arizona Ave to Ave A Water line 15th-17th Agua Viva Water Treatment Facility Zone 2 to Zone 1 Pressure Reducing Valve 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 Filter System Upgrade Main Street WTF Modicon BOND WATER Total 2,523,000 73,500 450,000 100,600 5,000,000 120,000 500,000 285,000 4,000,000 1,425,400 275,000 14,752,500 8.9502 8.9593 8.0005 8.0402 8.0404 8.0503 8.0895 Manhole Rehabilitation/Reconstruction Sewer Line Replacements/Improvements 1st Avenue Trunk Sewer Replacement Figueroa Avenue WRF Digester Improvements Figueroa WRF Improvement Figueroa WRF Clarifier Improvement Pinto Lane Sanitary Sewer Lift Station BOND WASTEWATER Total 220,000 300,000 800,000 500,000 500,000 220,000 1,226,600 3,766,600 123 CAPITAL IMPROVEMENT PROJECTS 2009-2010 Capital Budget FUNDING SOURCE DD DEV GEN CIP# 1.9757 5.0890 8.0895 9.0401 1.9757 1.0504 2.0601 2.9806 2.0702 4.9903 4.0502 5.8323 5.9990 5.0533 1.0902 PROJECT TITLE 2009/2010 Budget Authority Reserve Traffic Signal Install - 32nd Street at Avenue 6E Pinto Lane Sanitary Sewer Lift Station Cibola Heights Stormwater DD Total 200,000 420,000 200,000 15,000 835,000 DEV Total 426,500 418,500 440,000 250,000 280,000 700,000 1,500,000 100,000 220,000 150,000 4,485,000 GEN Total 40,000 40,000 500,000 450,000 2,800,000 2,582,000 40,000 500,000 750,000 2,000,000 500,000 400,000 10,522,000 Budget Authority Reserve Vehicle Acquisitions Cibola High School Community Swimming Pool Park Facility Improvements Art Center Expansion FS #7 Police Storage Facility 40th Street - Arizona Avenue to Avenue A Traffic Signal Installation and Upgrades Frontage Roads - Ave 8E to Ave 10E Gandolfo Annex Demolition GRNT 1.0003 1.0025 1.0300 1.0302 1.0403 1.0500 1.0601 1.1000 1.1001 4.0705 Pivot Point Retail Village Components - Canal Walk West Wetlands Road Multi-Modal Reconstruction 800 MHZ New Radio Site West Wetland Mitigation Downtown/I8 Trailblazing & City ID Pivot Point Yuma Regional CAD/RMS/MDC Yuma's Multi-Use Pathway System Police Department Training Facility GRNT Total LTAF 5.9105 Magnolia, et al IMPD OTHR PRO 8.0703 1.9757 1.0302 1.0500 1.1001 5.9207 5.9701 5.0401 9.9301 2.9602 5.8325 LTAF Total 376,930 376,930 IMPD Total 1,000,000 1,000,000 OTHR Total 722,000 4,000,000 155,000 78,000 600,000 699,000 5,800,000 957,250 13,011,250 PRO Total 419,540 2,377,963 2,797,503 Country Estates Unit IV Sanitary Sewer Budget Authority Reserve 800 MHZ New Radio Site Downtown / I-8 Trailblazing & City ID Imps. Yuma's Multi-Use Pathway System Camino Alameda, et al (Casa Mañana) Avenue A - 16th Street to 24th Street Avenue 3E - Gila Ridge Rd. to 32nd St. 28th Street Storm Drainage Yuma Valley Area Park 24th Street - Avenue B to Avenue C 124 CAPITAL IMPROVEMENT PROJECTS 2009-2010 Capital Budget FUNDING SOURCE CIP# PROJECT TITLE 2009/2010 ROAD 1.9802 5.8323 5.8326 5.9512 5.9628 5.9702 5.9705 5.9913 5.9990 5.0524 5.0554 5.0574 5.0890 9.9301 Main Street Reconstruction 40th Street - Arizona Avenue to Avenue A Ave A: 40th St to Airport Loop Right-of-Way Acquisition Intersection Sight Distance Avenue A - 8th Street to 16th Street Avenue A - 32nd Street to 36th Street Arizona Avenue - 16th Street to Giss Pkwy Traffic Signal Installation and Upgrades 32nd Street & Pacific Avenue Improvements Giss Parkway: 4th Ave to I8 16th St & 4th Ave Intersection Improvements Traffic Signal Install - 32nd Street at Avenue 6E 28th Street Storm Drainage ROAD Total STP 5.8702 1st Street - Gila Street to Avenue C TWO% WUF 1.9757 1.0003 1.0011 1.0025 1.0300 1.0500 1.0601 1.0702 2.0001 2.0505 2.0507 7.9102 7.9490 7.0103 7.0117 510,150 100,000 50,000 50,000 60,000 400,000 128,100 350,000 220,000 15,000 250,000 300,000 100,000 100,000 2,633,250 STP Total 225,000 225,000 TWO% Total 79,285 62,000 25,000 131,000 5,000 100,000 650,000 200,000 300,000 100,000 800,000 2,452,285 Water Service Line Replacement New Water Services 1st Avenue Waterline - 12th Street to 16th Street SCADA System Upgrades WUF Total 165,000 25,000 195,000 100,000 485,000 Grand Total 94,400,743 Budget Authority Reserve Yuma Crossing Canal Walk Riverfront Development Master Plan West Wetlands Road Multimodal Reconstruction Downtown/I8 Trailblazing Pivot Point Reclamation Land Exchange Smucker Park West Wetlands Improvements Lighting of AWC Soccer Fields 125 Debt Management noted earlier, the City maintains a Debt 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 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 126 Revenue Fund (HURF), previously discussed in the Fund Information Section. 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. a lower rate than the City can attain and loans the proceeds to various municipalities 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, 2008 follows: DEBT LIMITATIONS Water, Etc. (20%) Legal Limit $114,456,188 Outstanding GO Debt 6,420,000 Available Debt Margin $108,036,188 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 $34,336,857 Outstanding GO Debt Available Debt Margin $34,336,857 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 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 127 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. stay within the statutory or economic limitations of annual revenues. Each year, 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, 2009: 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 5,250,000 2001Issue New city hall General Fund 4.94% 2025 34,150,000 30,370,000 2003 - Series A Refunding Police/Municipal Court facility; fire station communications system Public Safety Tax 4.21% 2015 14,640,000 9,470,000 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 1,835,000 2003 - Series C Refunding Golf course clubhouse Desert Hills Golf Course; 2% Tax 2.97% 2010 1,445,000 445,000 2003 - Series B Addition Yuma Art Center; new fire station 4.18% 2022 9,000,000 7,175,000 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 29,335,000 2007 - Series D Road construction & improvements City Road Tax 4.40% 2027 61,100,000 58,220,000 2007 - Series Utility Water Plant construction; water & sewer improvements Water rates and Wastewater rates 4.50% 2027 127,925,000 123,090,000 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 5,150,000 District 68 Street improvements; wastewater infrastructure adjacent to Yuma Palms Regional Center Special assessments 4.70% 2021 3,875,000 3,460,000 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 10,000,000 7,935,756 3.31% 2024 36,414,920 32,216,659 New East Mesa wastewater plant; system upgrades Wastewater rates and capacity charges 3.31% 2022 44,000,000 36,320,760 Contracts Payable WIFA-Water WIFA-Water WIFA-Wastewater 128 Annual Debt Service Requirements BONDS AND IMPROVEMENT DISTRICTS 1997 Refunding Bonds July 1 Principal Interest Improvement District No. 67 Bonds Total Principal Interest Total 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 2011 1,345,000 134,140 1,479,140 840,000 116,736 956,736 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 $ 5,250,000 $ 657,450 $ 5,907,450 $ 5,150,000 $ 594,777 $ 5,744,777 MPC Bonds 2003 Series MPC Bonds 2001 Series Improvement District No. 68 Bonds 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 - - - - - - $ 30,370,000 $ 15,916,075 $ 46,286,075 $ 7,175,000 $ MPC Bonds 2003 Refunding 1995A 2,547,947 $ 9,722,947 $ 3,460,000 $ 1,145,390 $ 4,605,390 MPC Bonds 2003 Refunding 1995B MPC Bonds 2003 Refunding 1995C 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 - - - $ 9,470,000 $ 1,689,430 $ 11,159,430 $ 1,835,000 $ 129 304,128 $ 2,139,128 $ 445,000 $ 21,776 $ 466,776 BONDS AND IMPROVEMENT DISTRICTS MPC Bonds 2007 Series B July 1 Principal MPC Bonds 2007 Series D Principal MPC Bonds 2007 Series Utility Interest Total Interest Total Interest Total 2009 1,025,000 1,273,220 2,298,220 2,030,000 2,719,725 4,749,725 Principal 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 2027 2,195,000 98,775 2,293,775 4,355,000 195,975 4,550,975 6,460,000 2,127,375 8,587,375 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 - - - - - - 8,040,000 402,000 8,442,000 2032 $ 29,335,000 $ 14,335,572 $ July 43,670,572 $ 58,220,000 $ 31,343,325 $ 89,563,325 $ 123,090,000 $ 87,566,781 $ 210,656,781 CONTRACTS PAYABLE WIFA Loan #910043-03 WIFA Loan #920069-03 1 Interest Principal Total Principal WIFA Loan #920088-04 Interest Total Principal Interest Total 2009 454,747 262,753 717,500 2,081,310 1,202,580 3,283,890 1,505,711 1,180,533 2,686,244 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 $ 7,935,756 $ 2,109,245 $ 10,045,001 $ 36,320,760 $ 9,653,699 $ 45,974,459 $ 130 32,216,946 $ 10,611,036 $ 42,827,981 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 131 137 142 143 144 159 161 162 SCHEDULE 1 REVENUES 2007-2008 ACTUAL 2008-2009 BUDGET GENERAL FUND Local Taxes: Sales tax (1%) 20,479,636 Property Tax 7,890,155 Delinquent Property Tax 136,697 Franchise Tax 3,135,054 Intergovernmental Revenues: State revenue sharing 12,518,210 State sales tax 8,183,389 Auto in-lieu tax 3,518,856 Emergency services Census refund Tribal contribution 133,560 Licenses and Permits: Business licenses 332,118 Liquor licenses 43,930 Building permits 1,294,341 Electrical permits 203,809 Plumbing permits 81,744 Mechanical permits 90,223 Charges for Services: Zoning and subdivision fees 102,173 Plan check fees 607,778 Other development fees 11,069 Swimming fees 119,518 Recreation fees 274,240 Art Center fees 39,668 Other charges 90,217 Emergency service fees Police services 716,495 Use of Money and Property: Investment income 978,139 Recreation facility rents 180,160 Art Center facility rents 82,585 Mall district rentals 55,647 Fines, Forfeitures, Penalties: Vehicle code fines 750,418 Parking & other fines 392,106 Miscellaneous Revenues: Sale of property 28,772 Unclassified revenues 95,603 62,566,310 Total COMMUNITY INVESTMENT TRUST FUND Use of Money and Property: Investment income 7,428 Miscellaneous Revenues: Sale of property Unclassified revenues 7,428 Total 131 2008-2009 ESTIMATE 2009-2010 FORECAST 22,031,214 8,732,640 100,000 3,073,000 19,050,000 8,700,000 125,000 3,232,000 19,050,000 9,386,857 100,000 3,352,000 13,243,000 8,992,614 3,881,917 112,747 13,243,000 7,200,000 3,550,000 189,928 11,530,000 6,865,000 3,600,000 96,825 90,000 320,000 46,200 1,502,936 250,000 100,000 100,000 340,000 45,000 581,500 125,000 50,000 57,500 330,000 45,200 511,500 125,000 50,000 57,500 90,000 600,000 6,800 104,000 251,472 33,000 106,436 615,000 69,408 260,000 7,600 110,000 263,850 35,850 104,768 674,858 63,450 300,000 7,600 110,000 263,850 33,650 104,768 690,000 760,000 155,700 60,000 550,280 345,000 509,000 191,232 67,000 6,000 754,530 410,000 510,000 174,000 65,000 760,000 400,000 3,000 116,020 66,282,976 3,000 114,091 60,070,115 3,000 98,920 58,774,120 10,000 2,500 2,500 10,000 42,920 45,420 42,920 45,420 SCHEDULE 1 REVENUES 2007-2008 ACTUAL 2008-2009 BUDGET RADIO COMMUNICATIONS FUND Charges for Services: Radio Repair fees 1,079,128 Contributions for Infrastructure Use of Money and Property: Investment income 36,279 Miscellaneous Revenues: 39 Sale of property 1,115,446 Total HIGHWAY USERS REVENUE FUND Intergovernmental Revenues: State gasoline tax 8,144,883 Charges for Services Development Charges 81,313 Signal maintenance Use of Money and Property: Investment income 144,637 Miscellaneous Revenues: 11,758 Unclassified revenues 8,382,591 Total CITY ROAD TAX FUND Local Taxes: Sales tax (0.5%) 10,238,075 Use of Money and Property: Investment income 182,755 Rental income Sale of property Miscellaneous Revenues: 197,739 Unclassified revenues 10,618,569 Total LOCAL TRANSPORTATION ASSISTANCE FUND Intergovernmental Revenues: Lottery tax 423,054 Use of Money and Property: Investment income 12,234 Miscellaneous Revenues: 42,256 Contributions 477,544 Total PUBLIC SAFETY TAX FUND Local Taxes: Sales tax (0.2%) 4,093,834 Use of Money & Property: 126,669 Investment income 4,220,503 Total 132 2008-2009 ESTIMATE 2009-2010 FORECAST 725,000 360,000 - 377,000 - 5,000 35,000 30,000 730,000 395,000 407,000 8,532,647 6,923,154 7,130,840 80,000 - 25,000 - 30,000 - 150,000 15,000 30,000 10,000 8,772,647 10,000 6,973,154 10,000 7,200,840 11,013,991 9,521,410 9,521,410 250,000 - 65,000 355,000 52,782 70,000 370,000 - 200,000 11,463,991 250,000 10,244,192 150,000 10,111,410 426,236 426,236 426,236 10,000 1,500 2,500 42,623 478,859 42,623 470,359 42,623 471,359 4,404,094 3,807,265 3,807,265 120,000 4,524,094 18,000 3,825,265 18,000 3,825,265 SCHEDULE 1 REVENUES 2007-2008 ACTUAL 2008-2009 BUDGET RECREATION COMPLEX FUND Charges for Services: Liquor sales 84,505 Concession stand sales 190,006 Other sales 2,543 Commissions & fees 24,638 Use of Money and Property: Investment income 80,189 Room rents 211,097 Equipment rents 63,257 Other rents 120,500 Miscellaneous Revenues: 10,027 Unclassified revenues 786,762 Total TWO PERCENT TAX FUND Local Taxes: Sales tax (2%) 4,424,339 Use of Money and Property: Investment income 39,484 Miscellaneous Revenues: 553 Unclassified revenues 4,464,376 Total SOLID WASTE FUND Charges for Services: Collection fees 1,790,356 Receptacles sales 15,470 Miscellaneous Revenues: Unclassified revenues 14,622 Contributions 1,820,448 Total DOWNTOWN MALL MAINTENANCE FUND Local Taxes: Property Tax 105,390 Miscellaneous Revenues: 11,935 Unclassified revenues 117,325 Total GRANT FUNDS Intergovernmental Revenues: Community development grants 1,042,060 Law enforcement grants 1,623,607 Emergency management grants 1,500 Park and recreation grants 1,723,316 Heritage Area grants 1,882,836 Other miscellaneous grants 6,273,319 Total 133 2008-2009 ESTIMATE 2009-2010 FORECAST 90,000 200,700 2,000 20,200 85,000 221,500 60,600 82,999 80,000 93,000 2,000 17,500 40,000 200,000 50,700 77,700 80,000 103,000 2,000 20,000 45,000 210,500 50,700 77,900 7,075 770,074 4,060 564,960 4,100 593,200 4,508,537 4,218,500 4,218,500 60,000 35,000 35,000 4,568,537 50,000 4,303,500 500 4,254,000 1,796,300 13,000 1,800,600 12,000 1,795,600 12,000 10,000 1,819,300 3,338 1,815,938 5,000 1,812,600 110,000 110,000 110,000 15,000 125,000 10,000 120,000 10,000 120,000 2,209,339 2,008,569 240,000 39,450 24,747,756 29,245,114 1,660,364 2,769,855 209,042 1,693,420 1,086,702 7,419,383 1,661,831 2,236,411 209,042 740,766 14,465,937 19,313,987 SCHEDULE 1 REVENUES 2007-2008 ACTUAL 2008-2009 BUDGET CIP FUNDS Charges for Services: Developer Deposits 3,461,591 Prorata fees Impact fees 3,162,687 Use of Money and Property: Bond proceeds 93,685,707 Investment income 1,864,530 Rental income 543,322 Sale of property Miscellaneous Revenues: 300,977 Unclassified Revenues 103,018,814 Total DEBT SERVICE FUNDS Special Assessments: Principal 914,000 Interest 374,054 Use of Money & Property: Investment income 34,827 Bond proceeds 1,322,881 Total ARROYO DUNES GOLF COURSE FUND Charges for Services: Green fees 248,255 Merchandise sales 1,450 Range fees 13,629 Use of Money and Property: Equipment rents 13,784 Investment income 7,584 Miscellaneous Revenues: 226 Unclassified revenues 284,928 Total DESERT HILLS GOLF COURSE FUND Charges for Services: Green fees 1,056,078 Merchandise sales 223,643 Liquor sales Concession stand sales 533,581 Food sales Range fees 55,990 Use of Money and Property: Investment income 3,219 Equipment rents 354,261 Room rents 8,852 Miscellaneous Revenues: 148 Unclassified revenues 2,235,772 Total 134 2008-2009 ESTIMATE 2009-2010 FORECAST 2,020,000 2,797,503 3,225,904 98 2,401,135 620,000 2,797,503 2,371,135 509,500 515,140 - 1,095,000 - 495,000 - 19,888,700 28,956,747 1,279,981 4,776,214 13,011,250 19,294,888 950,000 371,795 950,000 371,795 1,025,000 309,788 1,321,795 25,400 1,347,195 20,250 1,355,038 255,006 1,623 13,239 247,378 1,520 14,366 262,419 1,612 15,239 14,994 5,000 14,219 3,000 15,083 3,000 289,862 280,483 297,353 1,136,894 249,900 603,181 74,105 1,034,245 208,626 583,738 52,035 1,034,943 212,799 637,364 53,076 3,500 372,957 10,567 353,975 10,567 361,055 11,356 1,000 2,452,104 2,243,186 2,310,593 SCHEDULE 1 REVENUES WATER FUND Charges for Services: Residential water fees Commercial water fees Fire hydrant fees Service establishment 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 Developer deposits Use of Money and Property: Investment income Equipment rent Miscellaneous Revenues: Unclassified revenues Total WATER RESTRICTED FUNDS Charges for Services: Water capacity fees Water system dev. fees Use of Money and Property: Bond proceeds Investment income - Water Trfr Investment income - Capacity Investment income - System Dev Investment income - Bonds Miscellaneous Revenues: Unclassified revenues - Water Trf Unclassified revenues - Capacity Unclassified revenues - System Dev Total 2007-2008 ACTUAL 2008-2009 BUDGET 11,673,627 9,238,442 312,328 196,525 - 11,965,049 9,149,000 323,100 233,500 - 12,757,500 9,195,000 318,000 200,000 - 13,457,500 10,150,000 328,000 210,500 - 192,417 3,571 300,000 - 201,695 - 200,000 - 568,008 22,184,918 240,609 22,211,258 181,709 22,853,904 186,709 24,532,709 5,963,987 7,163,933 - 5,488,974 6,703,700 - 6,074,500 6,677,700 - 6,404,500 6,724,282 - 144 - - 1,274 - - 16,587 13,144,651 25,000 12,217,674 39,378 12,792,852 39,378 13,168,160 2,611,726 150,630 2,993,942 349,800 2,747,500 184,750 2,497,500 174,750 102,048,623 17,200 91,546 1,149,776 15,700 110,000 200,000 7,017 77,255 5,557 761,452 7,000 75,000 5,500 760,000 15 191 106,069,707 3,669,442 50 3,783,581 100 3,519,850 135 2008-2009 ESTIMATE 2009-2010 FORECAST SCHEDULE 1 REVENUES 2007-2008 ACTUAL 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 Investment income - Bonds Miscellaneous Revenues: Unclassified revenues - SSIC Total EQUIPMENT REPLACEMENT FUND Use of Money and Property: Equipment rentals Investment income Miscellaneous Revenues: Unclassified revenues 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 2008-2009 BUDGET 2008-2009 ESTIMATE 2009-2010 FORECAST 2,990,961 192,546 2,924 320 1,966,323 199,782 3,404 - 3,997,000 199,900 190 - 30,482,057 122,187 27 40,657 6,408 284,789 350,000 31,700 5,000 - 128,786 3,324 20,142 3,177 140,441 125,000 3,000 20,000 3,000 140,000 93 34,122,969 2,556,209 79 4,493,039 3,487,890 3,181,617 799,066 3,453,372 775,000 1,385,415 350,000 350,000 407,702 4,388,385 4,228,372 17,088 1,752,503 350,000 2,034,895 437,054 1,814,792 2,127,000 129,670 1,858,684 2,166,430 177,550 1,432,370 2,223,600 157,380 1,404,900 - - - - 1,621 304 4,288,666 4,115,354 3,776,350 3,785,880 1,781,987 89,954 1,112,186 55,000 1,112,186 50,500 630,519 - 38,138 1,910,079 7,000 1,174,186 25,200 1,187,886 630,519 136 2,997,000 199,900 (10) - SCHEDULE 2 OPERATIONAL EXPENDITURES (By Fund/Dept) 2007-2008 Actual 2008-2009 Budget 2008-2009 Estimate 2009-2010 Budget GENERAL FUND MAYOR AND COUNCIL 344,049 356,895 329,160 309,121 MUNICIPAL COURTS 1,655,995 1,729,441 1,548,248 1,581,559 CITY ADMINISTRATOR'S OFFICE CITY ATTORNEY'S OFFICE 4,082,680 1,570,496 4,162,800 1,543,406 3,781,601 1,526,849 3,664,279 1,567,944 INFORMATION TECH SERVICES 3,231,887 3,188,722 2,812,163 2,993,578 FINANCE 2,050,575 2,160,479 1,913,284 1,937,332 HUMAN RESOURCES GENERAL GOVERNMENT 914,879 1,127,675 1,072,650 2,269,512 792,615 436,760 858,658 1,876,457 COMMUNITY DEVELOPMENT 3,217,801 3,419,914 2,643,977 2,693,911 357,284 356,706 413,479 424,652 UTILITIES ENGINEERING PARKS AND RECREATION 10,190,887 9,847,925 9,197,305 9,141,101 POLICE DEPARTMENT FIRE DEPARTMENT 22,408,196 11,849,455 24,798,634 12,243,237 22,407,160 11,303,002 22,705,921 11,029,247 INTRACITY COST ALLOCATION (3,758,896) (3,979,083) (3,979,083) (4,442,642) CAPITAL PROJECTS LABOR TOTAL 59,242,963 32,284 17,481 17,860 63,203,522 55,144,001 56,358,978 COMMUNITY INVESTMENT TRUST GENERAL GOVERNMENT TOTAL 6,294 - - - 6,294 - - - RIVERFRONT REDEVELOPMENT FUND CITY ADMINISTRATOR'S OFFICE TOTAL 660,300 660,300 1,100,500 440,200 660,300 660,300 1,100,500 440,200 144,414 1,072,558 850,093 1,142,984 144,414 1,072,558 850,093 1,142,984 RADIO COMMUNICATIONS INFORMATION TECH SERVICES TOTAL HIGHWAY USERS REVENUE FUND GENERAL GOVERNMENT - PUBLIC WORKS DEPARTMENT ENGINEERING 6,967,877 2,636,122 CAPITAL PROJECTS LABOR TOTAL 9,603,998 137 58,000 - 7,104,639 3,202,410 6,315,119 2,250,225 38,978 40,996 10,404,027 8,606,340 7,160,639 737,882 7,898,521 SCHEDULE 2 OPERATIONAL EXPENDITURES (By Fund/Dept) 2007-2008 Actual 2008-2009 Budget 2008-2009 Estimate 2009-2010 Budget CITY ROAD TAX FUND GENERAL GOVERNMENT - 19,000 28,874 1,720,517 1,601,605 345,366 447,040 881,194 1,448,680 1,001,602 1,168,206 2,186,557 2,511,673 2,795,648 GENERAL GOVERNMENT 5,841 7,790 7,790 9,297 PARKS AND RECREATION 84,492 85,132 85,132 85,132 90,333 92,922 92,922 94,429 608,894 188,458 54,000 100,000 PUBLIC WORKS DEPARTMENT 1,168,206 ENGINEERING CAPITAL PROJECTS LABOR TOTAL - - LOCAL TRANS ASSISTANCE FUND TOTAL PUBLIC SAFETY TAX FUND POLICE DEPARTMENT FIRE DEPARTMENT CAPITAL PROJECTS LABOR TOTAL 11,741 - - - - 67,047 63,399 - 620,635 255,505 117,399 100,000 RECREATION COMPLEX FUND GENERAL GOVERNMENT - PARKS AND RECREATION TOTAL 27,000 - - 2,093,793 2,064,964 1,886,634 1,811,242 2,093,793 2,091,964 1,886,634 1,811,242 31,908 75,000 54,420 75,000 54,420 54,290 900,000 925,000 925,000 924,000 - - TWO PERCENT TAX FUND CITY ADMINISTRATOR'S OFFICE GENERAL GOVERNMENT PARKS AND RECREATION CAPITAL PROJECTS LABOR 931,908 TOTAL 1,054,420 28 1,054,448 978,290 SOLID WASTE FUND GENERAL GOVERNMENT - PUBLIC WORKS DEPARTMENT TOTAL 10,000 - - 3,761,666 3,715,564 3,179,720 3,098,319 3,761,666 3,725,564 3,179,720 3,098,319 274,470 4,500 289,287 242,051 255,036 274,470 293,787 242,051 255,036 MALL MAINTENANCE DIST FUND GENERAL GOVERNMENT PARKS AND RECREATION TOTAL 138 SCHEDULE 2 OPERATIONAL EXPENDITURES (By Fund/Dept) 2007-2008 Actual 2008-2009 Budget 2008-2009 Estimate 2009-2010 Budget HUD CDBG ENTITLEMENT FUND CITY ADMINISTRATOR'S OFFICE 1,090,277 1,744,971 1,201,417 387 396 435 396 2,488 4,671 6,572 5,000 1,112 5,000 6,417 5,000 1,097,822 1,756,939 1,207,964 1,711,831 FINANCE COMMUNITY DEVELOPMENT PARKS AND RECREATION TOTAL 1,700,018 COMMUNITY REDEVELOPMENT FUND CITY ADMINISTRATOR'S OFFICE TOTAL 166,787 - - - 166,787 - - - 105,000 16,942 74,458 19,093 67,606 19,093 6,852 - 76,068 56,449 27,544 28,905 198,010 150,000 114,243 35,757 6,519 194,725 100,000 1,456,830 119,134 1,669,710 119,134 722,231 DOJ WEED & SEED INITIATIVE CITY ADMINISTRATOR'S OFFICE PARKS AND RECREATION POLICE DEPARTMENT TOTAL APPROPRIATED GRANTS FUND MUNICIPAL COURTS CITY ADMINISTRATOR'S OFFICE CITY ATTORNEY'S OFFICE INFORMATION TECH SERVICES GENERAL GOVERNMENT UTILITIES 4,700 4,700 4,700 681,783 250,000 1,479,396 25,000 3,136,319 250,000 541 2,000 500 2,500 29,083 713,334 578,838 1,183,563 108,249 561,913 702,880 1,267,143 23,194 1,358,061 630,313 839,492 1,159,871 5,615,775 4,598,915 7,044,399 2,809,405 2,804,871 2,809,871 2,809,746 2,809,405 2,804,871 2,809,871 2,809,746 2,538,125 2,534,125 2,534,125 2,529,925 2,538,125 2,534,125 2,534,125 2,529,925 2,278,373 2,298,220 2,299,720 2,296,970 2,278,373 2,298,220 2,299,720 2,296,970 PARKS AND RECREATION POLICE DEPARTMENT FIRE DEPARTMENT TOTAL 4,600 187,875 - 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 139 SCHEDULE 2 OPERATIONAL EXPENDITURES (By Fund/Dept) 2007-2008 Actual 2008-2009 Budget 2008-2009 Estimate 2009-2010 Budget 2007D MPC DEBT SERVICE FUND DEBT SERVICE TOTAL 4,626,999 4,749,725 4,751,225 4,763,525 4,626,999 4,749,725 4,751,225 4,763,525 944,590 946,305 946,305 952,168 944,590 946,305 946,305 952,168 382,658 377,555 377,905 382,620 382,658 377,555 377,905 382,620 - - SPECIAL ASSMT DIST 67 FUND DEBT SERVICE TOTAL SPECIAL ASSMT DIST 68 FUND DEBT SERVICE TOTAL ARROYO DUNES GOLF COURSE FUND GENERAL GOVERNMENT - PARKS AND RECREATION 247,519 312,434 285,136 286,645 247,519 316,234 285,136 286,645 2,438,740 27,000 2,614,314 2,332,779 2,253,730 2,438,740 2,641,314 2,332,779 2,253,730 17,218,787 84,000 20,083,980 19,288,353 21,244,714 272,217 269,125 265,250 17,218,787 20,440,197 19,557,478 21,509,964 42,972 104,097 43,940 42,816 42,972 104,097 43,940 42,816 3,411,505 3,719,228 3,719,491 3,616,506 TOTAL 3,800 DESERT HILLS GOLF COURSE FUND GENERAL GOVERNMENT PARKS AND RECREATION TOTAL WATER FUND GENERAL GOVERNMENT UTILITIES CAPITAL PROJECTS LABOR TOTAL - WATER TRANSFER FUND UTILITIES TOTAL WATER CAPACITY FUND UTILITIES CAPITAL PROJECTS LABOR TOTAL - - 296 - 3,411,505 3,719,228 3,719,787 3,616,506 898,100 - 856,852 - 205,003 1,367 172,389 - 898,100 856,852 206,370 172,389 WATER SYSTEM DEVELOPMENT FUND UTILITIES CAPITAL PROJECTS LABOR TOTAL 140 SCHEDULE 2 OPERATIONAL EXPENDITURES (By Fund/Dept) 2007-2008 Actual 2008-2009 Budget 2008-2009 Estimate 2009-2010 Budget WASTEWATER FUND GENERAL GOVERNMENT - UTILITIES 10,704,925 63,000 - - 11,428,026 10,480,283 11,671,801 67,488 67,127 67,434 10,704,925 11,558,514 10,547,410 11,739,235 2,978,527 3,112,102 3,112,102 2,978,488 2,978,527 3,112,102 3,112,102 2,978,488 6,537 14,767 14,767 6,567 6,537 14,767 14,767 6,567 4,531,130 14,000 4,166,796 3,476,556 3,741,181 4,531,130 4,180,796 3,476,556 3,741,181 CITY ATTORNEY'S OFFICE 641,704 1,039,500 697,027 909,000 GENERAL GOVERNMENT 572,114 795,062 697,832 788,116 1,213,818 1,834,562 1,394,859 1,697,116 CAPITAL PROJECTS LABOR TOTAL - WASTEWATER CAPACITY FUND UTILITIES TOTAL WASTEWATER SNTRY SWR INTC UTILITIES TOTAL EQUIPMENT MAINTENANCE FUND GENERAL GOVERNMENT PUBLIC WORKS DEPARTMENT TOTAL INSURANCE RESERVE FUND TOTAL EQUIPMENT REPLACEMENT FUND MAYOR AND COUNCIL 3,400 - - MUNICIPAL COURTS 6,121 1,750 - - CITY ADMINISTRATOR'S OFFICE CITY ATTORNEY'S OFFICE 14,964 17,935 28,550 7,000 3,591 - - INFORMATION TECH SERVICES 39,629 123,420 43,675 - FINANCE HUMAN RESOURCES 16,436 36,020 24,500 3,500 795 - - COMMUNITY DEVELOPMENT PUBLIC WORKS DEPARTMENT UTILITIES 55,756 66,950 22,787 506,139 1,212,363 2,949,250 203,600 2,222,543 24,727 ENGINEERING PARKS AND RECREATION POLICE DEPARTMENT - 170,000 - 216,806 72,450 28,883 - 534,013 1,091,356 742,600 597,550 301,010 522,065 - FIRE DEPARTMENT 21,783 834,450 841,928 GENERAL GOVERNMENT 51,380 1,051,223 1,223 1,418,594 3,824,099 6,706,793 4,013,227 1,588,594 142,318,280 161,760,097 143,130,465 147,133,819 TOTAL Total Operational Budget 141 - SCHEDULE 3 2009-2010 OUTSIDE AGENCY SUMMARY Listed by Function 2008-2009 BUDGET 2008-2009 ESTIMATE 2009-2010 BUDGET Economic Development Crossing Park / River Development Yuma Visitors Bureau Lobbying GYEDC GYEDC Main Street/Heritage Festivals Greater Yuma Port Authority Film Commission 175,000 650,000 217,656 250,000 25,000 90,000 50,000 10,000 175,000 650,000 217,656 250,000 25,000 90,000 50,000 10,000 175,000 650,000 217,656 225,000 22,500 90,000 45,000 9,000 Health and Welfare Humane Society Catholic Services - Safe House Catholic Services - Senior Nutrition Catholic Svcs - Adult Day/Hlth Care Community Legal Services American Red Cross Amberly's Place Crossroads Mission/Detox 495,000 25,000 15,000 5,000 6,000 3,500 46,200 30,000 495,000 25,000 15,000 5,000 6,000 46,200 30,000 457,875 22,500 4,500 5,400 41,580 27,000 40,000 12,000 2,500 25,000 42,566 40,000 12,000 25,000 42,566 35,000 10,800 22,500 42,566 2,215,422 2,209,422 2,103,877 Fund/Cognizant Department 2%/City Admin 2%/City Admin 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/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 142 SCHEDULE 4 CITY OF YUMA 2009-2010 SUPPLEMENTALS DIV POSITION # WATER FUND 4141 Sr Trtmt Plant Operator 4145 Sr Trtmt Plant Operator 4145 Electrician 4145 W/WW Electronics Technician 4145 W/WW Treatment Plant Operator Total TOTAL ALL FUNDS PERSONNEL FIRE DEPARTMENT 7071 Sr Customer Service Specialist 7071 Emergency Management Coordinator WASTEWATER UTILITIES 4156 Chemist TOTAL ALL FUNDS CAPITAL TOTAL 1.0 1.0 1.0 1.0 1.0 51,165 51,165 47,647 40,494 - 2,705 2,705 5.0 190,471 5,410 - 195,881 5.0 190,471 5,410 - 195,881 AUTHORIZATION REMOVALS GENERAL CITY ATTORNEY'S OFFICE 1310 ROW Agent OPERATING (1.0) (1.0) (1.0) (1.0) (4.0) 143 53,870 53,870 47,647 40,494 - SCHEDULE 5 2009-2010 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 07/08 FY 08/09 FY 09/10 FY10 Unfunded MAYOR AND CITY COUNCIL Executive Assistant Administrative Specialist Department Total 1 1 2 1 1 2 1 1 2 0 0 0 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 2 0 1 0 0 0 1 0 1 5 CITY ADMINISTRATOR'S OFFICE Administration City Administrator Executive Assistant Deputy City Administrator Economic Development Program Manager Training & Development Program Manager Assistant to the City Administrator Management Intern Principal Customer Service Specialist Division Total 1 1 2 1 1 0 1 1 8 1 1 2 1 1 1 1 1 9 1 1 2 1 1 1 1 1 9 0 0 1 0 0 1 0 0 2 Quality Initiatives Public Affairs & Communications Manager Public Affairs Coordinator TV Production & Operation Manager 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 0 0 0 0 0 0 0 Heritage Area Development Exec Director YCNH Area Corp CIP Project Manager Senior Planner Grants Writer/City Archaeologist Senior Customer Service Specialist Division Total 1 1 1 1 2 6 1 1 0 1 2 5 1 1 0 1 2 5 0 0 0 0 0 0 144 SCHEDULE 5 2009-2010 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 07/08 FY 08/09 FY 09/10 FY10 Unfunded 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 0 0 0 0 0 Redevelopment & Neighborhood Services Neighborhood Services Manager 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 0 9 1 1 2 1 1 3 0 9 1 1 2 1 1 3 0 9 1 0 0 0 0 0 1 2 Facilities Maintenance Facility Maintenance Manager Lead Custodian Building Maintenance Specialist Senior Facility Maintenance Worker Facility Maintenance Worker Custodian Division Total Department Total 0 0 0 0 0 0 0 35 1 1 2 1 1 8 14 49 1 1 2 1 1 8 14 49 0 0 0 0 0 0 0 4 1 4 2 1 4 12 1 4 2 1 4 12 1 4 1 1 4 11 0 0 0 0 0 0 1 1 1 3 15 1 1 1 3 15 1 1 1 3 14 0 0 0 0 0 1 1 1 3 1 1 1 3 1 1 1 3 0 0 0 0 CITY ATTORNEY City Attorney's Office City Attorney Assistant City Attorney Real Property Agent 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 145 SCHEDULE 5 2009-2010 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 07/08 FY 08/09 FY 09/10 FY10 Unfunded Technical Support Network Engineer Network Administrator Wireless Services Administrator GIS Administrator GIS Analyst Telecom Administrator ITS Senior Business Applications Analyst Police Technology Operations Coordinator Public Safety Computer Specialist 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 CADD Technician Senior GIS Technician GIS Technician Division Total 1 1 1 1 1 1 2 0 0 4 3 1 2 1 2 1 1 0 1 0 24 1 2 1 1 1 1 2 1 2 4 3 1 2 1 2 0 1 1 2 1 30 1 2 1 1 1 1 2 1 2 4 3 1 2 1 2 0 1 1 2 1 30 0 0 0 0 0 0 0 1 0 1 0 0 0 0 0 0 0 0 0 0 2 Radio Communications Sr Wireless Communication Technician Wireless Communication Technician Division Total Department Total 0 1 1 28 1 2 3 36 1 2 3 36 0 0 0 2 1 1 1 3 1 1 1 3 1 1 1 3 0 0 0 0 1 1 1 3 6 1 1 1 3 6 1 1 1 3 6 0 0 0 0 0 FINANCE DEPARTMENT Administration Finance Director Budget Coordinator Administrative Specialist Division Total Customer Services Customer Service Supervisor Tax & License Specialist Senior Customer Service Specialist Customer Service Specialist Division Total 146 SCHEDULE 5 2009-2010 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 07/08 FY 08/09 FY 09/10 FY10 Unfunded Purchasing Purchasing & Contracts Manager 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 0 1 1 0 1 1 0 0 4 Accounting Accounting Manager Accounting Supervisor Accountant Lead Accounting Specialist Senior Accounting Specialist Accounting Specialist Division Total 0 1 3 2 2 2 10 1 0 3 2 2 2 10 1 0 3 2 2 2 10 0 0 0 0 0 0 0 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 8 1 14 45 0 0 0 0 0 0 0 31 0 0 0 0 0 0 0 31 0 0 0 0 0 0 0 4 HUMAN RESOURCES DEPARTMENT Human Resources Human Resources Director Employment Manager 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 0 1 11 1 1 1 6 1 0 1 11 0 1 0 2 0 0 0 3 Risk Management Safety & Environmental Manager Environmental Program Coordinator Safety & Environmental Specialist Human Resources Technician Division Total Department Total 1 0 1 1 3 14 0 1 1 1 3 14 0 1 1 1 3 14 0 1 0 0 1 4 147 SCHEDULE 5 2009-2010 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 07/08 FY 08/09 FY 09/10 FY10 Unfunded 1 1 0 2 1 1 0 2 1 1 0 2 0 0 0 0 Building Safety Building Official Deputy Building Official Building Plans Examiner Building Inspection Field Supervisor Combination Building Inspector Building Inspector Code Enforcement Specialist Senior Permit Technician Permit Technician Senior Customer Service Specialist Division Total 1 1 3 1 2 7 2 1 3 1 22 1 1 3 1 2 7 2 1 3 1 22 1 1 4 1 2 7 2 1 2 1 22 0 0 0 0 0 2 0 0 0 0 2 Community Planning Planning Manager 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 3 1 3 2 4 0 0 0 17 41 1 1 2 3 1 3 2 4 0 0 0 17 41 0 0 1 0 0 1 1 2 0 0 0 5 7 PUBLIC WORKS DEPARTMENT Fleet Services Fleet Manager Equipment Maintenance Supervisor Fleet Services Crew Leader Senior Auto Equipment Mechanic Auto Equipment Mechanic Principal Customer Service Specialist Mechanic Assistant Division Total 1 1 2 5 7 1 1 18 1 1 2 5 7 1 1 18 1 1 2 5 7 1 1 18 0 0 0 0 0 0 0 0 COMMUNITY DEVELOPMENT Administration Director Community Development Senior Management Analyst Administrative Specialist Division Total 148 SCHEDULE 5 2009-2010 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 07/08 FY 08/09 FY 09/10 FY10 Unfunded Fleet Parts Inventory Control Specialist Parts Runner Division Total 2 1 3 2 1 3 2 1 3 0 0 0 Solid Waste Environmental Sanitation Service Crew Leader Heavy Equipment Operator Division Total 1 12 13 1 12 13 1 12 13 0 2 2 Uncontained Waste Heavy Equipment Operator Senior Street Maintenance Worker Street Maintenance Worker Division Total 2 2 0 4 2 1 1 4 2 1 1 4 1 0 0 1 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 0 22 1 1 1 1 1 3 3 8 2 0 1 22 1 1 1 2 1 3 3 8 1 0 1 22 0 0 0 0 0 0 1 1 0 0 0 2 Street - Street Sweeping Heavy Equipment Operator Division Total 6 6 6 6 6 6 0 0 Street - Traffic Signs and Striping Street Crew Leader Senior Street Maintenance Worker Street Maintenance Worker Division Total 1 4 3 8 1 4 3 8 1 4 3 8 0 0 1 1 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 0 0 0 0 149 SCHEDULE 5 2009-2010 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Street - Curbs, Gutters & Sidewalks Street Crew Leader Equipment Operator Senior Street Maintenance Worker Street Maintenance Worker Division Total FY 07/08 FY 08/09 FY 09/10 FY10 Unfunded 1 1 2 3 7 1 1 2 3 7 1 1 2 3 7 0 0 0 0 0 Street-Retention Basins Grounds Maintenance Supervisor Grounds Maintenance Crew Leader Street Crew Leader Grounds Maintenance Specialist Groundskeeper Division Total Street-Pathways and Trails Groundskeeper Division Total Department Total 0 2 0 0 7 9 0 0 1 2 6 9 0 0 1 2 6 9 0 0 0 0 0 0 1 1 94 1 1 94 1 1 94 0 0 6 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 1 1 6 1 1 1 1 1 1 6 1 1 1 1 1 1 6 1 0 0 0 0 0 1 Water - Administration W/WW Treatment Manager W/WW Treatment Superintendent Utility Systems Superintendent Utility Systems Division Manager Senior Customer Service Specialist Division Total 0 1 1 0 1 3 0 1 1 0 1 3 1 0 0 1 1 3 0 0 0 0 0 0 150 SCHEDULE 5 2009-2010 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 07/08 FY 08/09 FY 09/10 FY10 Unfunded Water - Main Street Treatment Plant W/WW Treatment Plant Supervisor Chief W/WW Treatment Plant Operator Senior W/WW Treatment Plant Operator W/WW Treatment Plant Operator Utility Security Patrol Groundskeeper Chief W/WW Treatment Plant Mechanic Senior W/WW 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 7 5 4 1 1 4 1 1 2 1 1 1 1 37 1 1 4 5 5 2 1 0 3 1 1 1 1 1 1 1 29 1 1 5 6 5 2 1 0 3 1 1 1 1 1 1 1 31 0 0 0 0 2 0 0 0 0 0 0 0 0 0 0 1 3 Water - Transmission/Distribution Utility Systems Supervisor Meter Repair Worker Utility Systems Crew Leader Utility Maintenance Technician Senior Water Distribution Maintenance Tech Utility Inventory Specialist Utility System Modeler Division Total 1 0 2 11 3 1 1 19 1 0 2 11 3 0 1 18 1 0 2 11 3 0 1 18 0 0 0 1 0 0 0 1 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 Utility Inventory Specialist Senior Meter Service Technician Division Total 1 1 4 3 1 1 1 2 0 0 14 1 1 4 3 1 1 1 2 1 0 15 1 1 4 3 1 1 1 1 1 1 15 0 0 0 1 0 0 0 0 0 0 1 151 SCHEDULE 5 2009-2010 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 07/08 FY 08/09 FY 09/10 FY10 Unfunded Water - Agua Viva Water Treatment Plant Senior W/WW Treatment Plant Operator Senior W/WW Treatment Plant Mechanic W/WW Electronic Technician Assistant W/WW Treatment Plant Mechanic W/WW Treatment Plant Operator Electrician Electronics Technician Groundskeeper Division Total 0 0 0 0 0 0 0 0 0 1 1 1 1 2 0 0 2 8 2 1 1 1 2 1 1 2 11 0 0 0 0 0 0 0 0 0 Water - Laboratory Lab Director Lab Analyst Division Total 1 1 2 1 1 2 1 1 2 0 0 0 Wastewater - Figueroa 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 0 5 2 1 5 1 1 1 3 1 29 1 1 6 3 4 2 1 4 1 1 0 0 1 25 1 1 6 3 4 2 1 4 1 1 0 0 1 25 0 0 0 2 0 0 0 0 0 0 0 0 0 2 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 0 0 0 0 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 0 0 0 0 0 152 SCHEDULE 5 2009-2010 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 07/08 FY 08/09 FY 09/10 FY10 Unfunded 0 0 0 0 0 1 1 1 1 4 1 1 1 1 4 0 0 0 0 0 2 1 3 133 2 1 3 133 1 1 2 137 0 0 0 8 ENGINEERING DEPARTMENT Engineering Services Director of Engineering Engineering Field Supervisor C.I.P. Project Manager C.I.P. Administrator Civil Engineer Traffic Engineer Engineer in Training Real Property Agent Registered Land Surveyor CADD 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 7 1 2 1 1 2 1 2 6 0 4 1 1 1 1 1 35 1 2 7 1 1 2 1 0 1 2 7 0 4 1 1 1 1 0 33 1 2 7 1 1 2 1 0 1 2 7 0 4 1 1 1 1 0 33 0 1 2 0 1 1 0 0 0 0 1 0 0 0 0 0 1 0 7 Development Engineering Assistant City Engineer Community Development Engineer Civil Plans Examiner Senior Customer Service Specialist Division Total 1 3 0 1 5 1 3 1 1 6 1 3 1 1 6 0 0 0 1 1 Street - Traffic Signals Traffic Systems Supervisor Traffic Signal Technician Senior Engineering Technician Division Totals Department Total 1 3 1 5 45 1 3 1 5 44 1 3 1 5 44 0 0 1 1 9 Wastewater - Desert Dunes W/WW Treatment Plant Mechanic Facilities Maintenance Worker Senior W/WW Treatment Plant Operator W/WW Treatment Plant Operator Division Total Wastewater - Laboratory Chemist Lab Analyst Division Total Department Total 153 SCHEDULE 5 2009-2010 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 07/08 FY 08/09 FY 09/10 FY10 Unfunded 1 1 1 1 1 1 4 0 0 1 11 1 1 1 0 1 1 4 1 1 0 11 1 1 1 0 1 1 4 1 1 0 11 0 0 0 0 0 0 1 0 0 0 1 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 Custodian Division Total 1 3 1 8 1 4 1 1 3 19 21 0 63 1 3 1 8 1 4 1 1 3 19 21 1 64 1 3 1 8 1 4 1 1 3 19 21 1 64 0 0 0 0 0 0 0 0 0 0 0 0 0 Urban Forestry Urban Forestry Supervisor Groundskeeper Division Total 1 1 2 1 1 2 1 1 2 0 0 0 Civic Center Civic 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 0 1 1 1 8 1 4 0 1 1 1 8 0 0 0 0 0 0 0 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 Customer Service Supervisor Senior Customer Service Specialist Arts & Culture Program Manager Arts Specialist P&R Computer Support Assistant Division Total 154 SCHEDULE 5 2009-2010 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 07/08 FY 08/09 FY 09/10 FY10 Unfunded 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 0 0 1 0 1 Downtown Mall Groundskeeper Division Total 3 3 3 3 3 3 0 0 Recreation - General Recreation Program Supervisor Recreation Program Coordinator Division Total 5 2 7 5 2 7 5 2 7 0 0 0 Senior Adult Activities Facilities Maintenance Worker Division Total 0 0 0 0 0 0 0 0 Aquatics Aquatics Crew Leader Building Maintenance Specialist Division Total 1 1 2 1 2 3 1 2 3 1 0 1 Yuma Readiness & Community Center Recreation Program Coordinator Division Total 1 1 1 1 1 1 0 0 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 0 1 1 2 2 1 0 1 8 0 1 1 2 2 1 0 1 8 0 1 1 2 2 1 0 1 8 0 0 0 0 0 0 0 0 0 Desert Hills Golf Course-Maintenance Grounds Maintenance Crew Leader Grounds Maintenance Supervisor Senior Parks Equipment Mechanic Parks Equipment Mechanic Grounds Maintenance Specialist Groundskeeper Division Total 1 1 1 1 1 5 10 1 1 1 1 1 5 10 1 1 1 1 1 5 10 0 0 1 0 0 1 2 155 SCHEDULE 5 2009-2010 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 07/08 FY 08/09 FY 09/10 FY10 Unfunded 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 0 0 0 0 0 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 0 0 0 0 0 2 2 132 2 2 133 2 2 133 0 0 5 1 1 1 1 1 5 1 1 1 1 1 5 1 1 1 1 1 5 0 0 0 0 0 0 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 0 1 1 130 4 13 9 103 6 6 1 0 1 1 144 4 13 9 103 6 6 0 1 1 1 144 0 0 0 1 0 0 0 0 0 0 1 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 0 59 1 5 6 29 2 2 0 45 1 5 6 29 1 2 1 45 0 0 3 1 0 0 0 4 Arroyo Dunes Golf Course-Maintenance Groundskeeper 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 156 SCHEDULE 5 2009-2010 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 07/08 FY 08/09 FY 09/10 FY10 Unfunded 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 Custodian Evidence Custodian Division Total 1 1 2 1 1 1 1 3 3 14 1 1 2 1 1 1 1 3 3 14 1 1 2 1 1 1 1 3 3 14 0 0 0 0 0 0 0 0 0 0 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 0 0 16 3 21 2 0 0 16 3 21 0 0 0 1 0 1 Public Safety Communications Center Police Records & Communications Manager 911 Coordinator (YMPO funded) 911 Emergency Dispatch Supervisor 911 Emergency Dispatcher Senior Customer Service Specialist Division Total Department Total 1 1 5 29 1 37 269 1 1 5 29 1 37 266 1 1 5 29 1 37 266 0 1 0 3 0 4 10 1 1 0 1 3 1 1 0 1 3 1 1 1 1 4 0 0 0 0 0 1 2 1 4 1 2 1 4 1 2 1 4 0 0 0 0 FIRE DEPARTMENT Administration Fire Chief Assistant Fire Chief Fire Public Information/Education Specialist Administrative Specialist Division Total Professional Services Fire Battalion Chief Fire Training Captain Senior Customer Service Specialist Division Total 157 SCHEDULE 5 2009-2010 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Suppression Fire Battalion Chief Fire Captain Fire Engineer Firefighter- EMT Senior Customer Service Specialist Customer Service Specialist Fire Equipment Fleet Manager Division Total Community Risk Reduction Fire Marshal Deputy Fire Marshal Fire Inspector Senior Fire Code Plans Examiner Senior Customer Service Specialist Fire Code Plans Examiner Fire Public Information/Education Specialist Division Total Emergency Management Fire Training Captain Senior Customer Service Division Total Department Total CITY TOTAL 158 FY 07/08 FY 08/09 FY 09/10 FY10 Unfunded 3 24 21 54 1 1 1 105 3 24 24 51 1 1 1 105 3 24 24 51 1 1 1 105 0 0 0 0 0 1 0 1 1 0 3 1 1 1 1 8 1 1 3 0 1 1 1 8 1 1 3 0 1 1 0 7 0 0 0 0 0 0 0 0 1 1 2 122 1 1 2 122 0 0 0 120 0 0 0 1 999 1002 1003 65 SCHEDULE 6 Budget Resolution RESOLUTION NO. R2009-36 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, 2009, AND ENDING JUNE 30, 2010; 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, 2009, and ending June 30, 2010, and which was tentatively adopted on June 3, 2009; and, WHEREAS, due notice has been given by the City Clerk, as required by law, that the Budget for Fiscal Year 2009-2010 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 2009-2010, 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, 2009 and ending June 30, 2010. SECTION 2: That the Purposes of Expenditure and the amount finally determined upon for 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 2009-2010 Fiscal Year as subject to the State Budget Law. 159 SCHEDULE 6 Budget Resolution 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 _1st day of July 2009. APPROVED: Lawrence K. Nelson Mayor ATTESTED: Brigitta M. Kuiper City Clerk APPROVED AS TO FORM Steven W. Moore City Attorney 160 SECTION A. SCHEDULE 7 2009 LEVY LIMIT WORKSHEET COUNTY OF: YUMA TAX AUTHORITY: CITY OF YUMA Construction 2008 ACTUAL LEVY A.1 2008 MAXIMUM ALLOWABLE PRIMARY TAX LEVY LIMIT 8,732,660 A.2 LINE A.1 MULTIPLIED BY 1.02 EQUALS 8,907,313 SECTION B. 2009 NET ASSESSED VALUE OF ALL PROPERTY SUBJECT TO TAXATION IN 2008 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. 31,018,255 543,419,036 6,472,781 24,781,795 605,691,867 6,056,919 2009 NET ASSESSED VALUES C.1 CENTRALLY ASSESSED C.2 LOCALLY ASSESSED REAL C.3A LOCALLY ASSESSED MOBILE (Prior year) C.3B LOCALLY ASSESSED PERSONAL PROP (Prior year) C.4 TOTAL OF C.1 THROUGH C.3 EQUALS C.5 C.4 DIVIDED BY 100 EQUALS SECTION D. 32,609,326 32,872,623 573,712,049 6,934,726 24,781,795 638,301,193 6,383,012 2009 LEVY LIMIT CALCULATION D.1 ENTER LINE A.2 8,907,313 D.2 ENTER LINE B.5 6,056,919 D.3 DIVIDE D.1 BY D.2 AND ENTER RESULT D.4 ENTER LINE C.5 6,383,012 D.5 MULTIPLY D.4 BY D.3 AND ENTER RESULT LINE D.5 EQUALS 2009 ---- MAXIMUM ALLOWABLE LEVY LIMIT 9,386,857 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 2009 ALLOWABLE LEVY 161 1.4706 9,386,857 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. Estimate: The most recent estimate of current year revenue and expenditures. Expenditure: Current operating expenses. the or the the 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. Infrastructure: Facilities that support the continuance and growth of a community. Examples include roads, water lines, and sewers. 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. 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. 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. 162 limits the overall amount of general obligation debt but, unlike primary property tax, does not limit on the tax itself, as the secondary tax is based on voter-approved debt issuance. 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. Operating Expenses: The cost of personnel, materials and equipment required for a department to function. 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. Operating Revenue: Funds received as income to pay for ongoing operations. For example, taxes, user fees, interest earnings, and grants. 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. Tax Rate: The amount of tax levied for each $100 of assessed valuation. 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. 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. 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). Reserved fund balance: The portion of a governmental fund’s net assets that is not available for appropriation. Undesignated Fund Balance: Funds remaining from prior year that are available for appropriation and expenditure in the current year. Revenue: Financial resources received from taxes, user charges and other levels of government. User Charges: The payment of a fee in direct receipt of a public service by the party who benefits from the service. Secondary Tax: Property tax used to pay general obligation debt of the government. Arizona statute 163 City of YUMA 164