City of Yuma, Arizona 2012-2013 Annual Budget City of Yuma Arizona Prepared and Presented By: Gregory K. Wilkinson City Administrator Steven W. Moore City Attorney 2012-2013 Annual Budget Lynda L. Bushong City Clerk Laurie L. Lineberry Community Development Jay Simonton Utilities PRESENTED TO: Paul Brooberg Engineering Jack McArthur, Chief Fire Department City Council Laura S. Neinast Alan L. Krieger, Mayor Paul B. Johnson, Deputy Mayor Cody T. Beeson Bobbi Lewis Leslie L. McClendon Jerry Stuart Edward Thomas Information Technology Douglas S. Stanley, Judge Municipal Court Becky Chavez Parks & Recreation John Lekan, Chief Police Department Joel Olea Public Works Donald (Pat) Wicks Finance About the Cover: Jack Dodd Human Resources Fire Station #1 was originally constructed in 1958 and has continuously served the community since then. In 2012, a new Fire Station #1 began construction and is slated to open in 2013. Sharon Willoughby Schematic courtesy of Perlman Architects of Arizona The Staff of the City of Yuma Budget Manager And City of Yuma Annual Budget Fiscal Year 2012-2013 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 six schedules. Schedule 1 lists revenue information by fund. Schedule 2 lists the department’s expenditures within each fund. These worksheets display 2010-2011 actual expenditures, 2011-2012 adjusted budget, 2011-2012 estimates, and the request for 2012-2013. 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 2012-2013. Schedule 4 is the city’s staffing level and lists all the full time positions within the organization. Schedule 5 is the City’s Budget Resolution for 2013 while Schedule 6 provides the 2013 Maximum Tax Levy Worksheet. Finally, a Glossary is provided. City of YUMA 2012-2013 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 5 6 7 8 10 11 12 13 FUND INFORMATION General Fund Community Investment Trust Riverfront Redevelopment 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 Radio Communications Fund Grant Funds Debt Service Funds Capital Projects Fund Water Funds Wastewater Funds Solid Waste Fund Desert Hills Golf Course Fund Arroyo Dunes Golf Course Fund Equipment Replacement Fund Equipment Maintenance Fund Insurance Reserve Fund 15 18 19 20 21 22 23 24 25 26 27 28 29 31 32 35 38 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 54 57 61 64 67 70 75 83 87 99 103 CAPITAL SPENDING & DEBT MANAGEMENT Capital Improvement Program Capital Improvement Project Summary 2012-2013 Capital Budget Debt Management Table of Outstanding Debt Annual Debt Service Requirements 109 112 113 116 118 119 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 121 127 135 136 137 151 153 154 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, 2011. This is the eighth time the City of Yuma has received this award. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. Overview OVERVIEW Page No. City Administrator’s Message Mission & Core Values Organization Chart Budget Process Financial Policies Revenues Funds Budget Overview Table City Profile 1 5 6 7 8 10 11 12 13 CITY ADMINISTRATION One City Plaza Yuma, AZ 85364 928-373-5011 (phone) 928-373-5012 (fax) City of Yuma, Arizona RE: Budget Message for Fiscal Year 2012-13 Citizens of Yuma, In accordance with the Yuma City Charter, I am transmitting the adopted city budget for Fiscal Year 201213. This document has been filed with the City Clerk’s office as required and finalizes the annual budget process. Over the last several years, the City budget, personnel, and equipment have been cut to reduce expenditures in light of reduced revenues and the downturn of the economy. These cuts were driven by “living within our means,” without raising taxes and were necessary in the short-term. These proactive cuts maintained our fund balances and put the City in a position to recover faster when the economy begins to turn. This approach now has put us in a position to begin to fix some of the shortfalls resulting from the economic downturn over the last four years. This year’s budget is projecting a 3% growth in revenues over 2011-12 in the General Fund. While revenues have increased moderately, we are continuing to look for areas to save money. We are reviewing costs associated with all our operations, but are specifically looking to save in the area of energy usage, vehicle fleet operations and maintenance, recycling, and cost sharing through Public partnerships or Public-Private partnerships. In several of these areas, we have already found savings, but we believe there are some additional cost savings that can be realized. A significant area of concern continues to be funding for maintenance of our streets and basins. Even prior to the economic downturn, a funding shortfall already existed in this area. We have expeditiously used remaining funds to take care of the largest issues. Over the past few years, diversion of the normal City’s share of Highway User Revenue Funds (HURF or gas tax) by the State to fund the State’s shortfalls has exacerbated the problem. To buy some time, we used Road Tax funds this year to slurry seal roadways, to provide a short term fix. We have also moved slurry seal operations to arterials to buy time (three to five years) and keep roads in better shape. While the state reinstated a small portion of the City HURF funds so that next year we can again use this revenue source for these operations, the 2012-13 State budget continues to divert a significant portion of the HURF revenues and keeps in place a continued loss of funds amounting to approximately $2.5 million dollars per year. If the diversion of HURF funding continues in the following year, an alternative revenue source will need to be explored in 2013-14 to fund this growing problem. In this budget, the increased revenue is being used to partially fund some of the gaps and shortfalls created from the economic downturn. Over the past several years we have replaced equipment mainly on an emergency basis only. Current funding for this fiscal year will allow the City to reinstate our Equipment Replacement Program (ERP) funding for major equipment items over an individual item cost of $50,000. There is not adequate funding to reinstate the entire ERP. Always a challenge to keep our aging equipment in operation, City employees have done a remarkable job and have come up with creative ways to make things work. We are also updating our technology and replacing some of our systems by using remaining ERP technology funds. Some of our technology systems are in excess of ten years old. Over the past four years, the employees have carried the brunt of the increased workload 1 in order to make up for personnel reductions. Due to the cut backs there were also some reductions in employee benefits. The 2012-2013 funding levels allow for some increased employee compensation. The employees of this organization have shown a great spirit of doing what is right for the community. The reason the City continues to operate as successfully as it has with reduced manpower, is not due to equipment, but to the employees. Everyone has done their part resulting in greater efficiency with departments returning money back at the end of the year that was not absolutely needed. This budget sets priorities in many areas and very conservatively moves forward to begin to fix problems created by funding shortfalls from the last four years. We have submitted a proposed operating budget of $147 million and a capital budget of $53 million. This is down approximately $36 million from last year. This yields an all funds budget of $200 million in anticipated expenditures for the coming fiscal year. Please refer to the chart below for an overall breakdown of past, present, and proposed budget costs. 200 Millions PERSONAL SERVICES 150 MATERIALS DEBT 100 CAPITAL OUTLAY 50 CIP 0 2011 ACTUAL 2012 BUDGET 2012 ESTIMATE 2010-2011 ACTUAL PERSONAL SERVICES MATERIALS AND SERVICES DEBT CAPITAL OUTLAY $ TOTAL OPERATIONAL CAPITAL IMPROVEMENTS TOTAL BUDGET $ 59,451,416 39,124,436 30,677,913 2,576,115 2013 REQUEST 2011-2012 BUDGET $ 63,498,322 50,082,286 30,638,927 9,237,769 2011-2012 ESTIMATE $ 2012-2013 REQUEST Change 60,914,072 40,494,625 30,650,978 2,509,440 $ 64,510,245 45,786,447 29,223,110 7,617,752 1.59% -8.58% -4.62% -17.54% 131,829,880 153,457,304 134,569,115 147,137,554 -4.12% 17,228,319 89,309,313 9,070,043 53,142,743 -40.50% 143,639,158 $ 200,280,297 -17.50% 149,058,199 $ 242,766,617 $ Observations for This Budget Every Department in the City has done their part to hold down expenditures while striving to keep their services up to the level our citizens expect. This budget will replace some vehicles overdue for replacement, some Information Technology items, and starts to fund ERP for high cost items over $50,000. 2 Personnel As alluded to earlier, the budget includes a general pay increase, for the first time in four years. Employees with the City for a year or more will receive a 2.5% increase at the beginning of the fiscal year (employees of less than a year will generally receive a first-year probationary increase). This will help marginally to keep City wages within reach of the improving labor market in other cities and employers, particularly in public safety. While not restoring our positions with the market, this improvement will moderate adjustments in the future so long as our own economy continues to brighten. A minimum number of new positions are also included in this budget. During the previous four fiscal years, we had reduced the number of full time funded positions through attrition by about 154 personnel or 17%. This budget requests the addition of eight Police Officers which will be hired if we are successful with our grant application. This will help address the large workload increase on our law enforcement personnel. One Senior Wastewater Treatment Plant operator was added due to legal requirement for manning our plants along with one Administrative Assistant to be shared between four areas. Also added is one Wireless Technician (radio) which is being funded by Arizona Department of Public Safety to support them and the Arizona Department of Transportation. A Safety position is added to combat our increasing workers compensation claims and to further improve our safety record. One Custodian position is also being restored to better maintain Police Department facilities. Retirement costs continue to escalate as rates creep upward and those increases have been assimilated into this budget. There is no impact; however, with the return to the 50/50 funding split as the City did not change its funding percentage in its 2012 budget. Training Travel and Education budgets in the previous several fiscal years were dramatically cut back. This has resulted in an issue with required lapsing certifications and training. In this year’s travel budget Departments were able to increase their travel by approximately 15% to allow for a required training to take place. Contracted Amounts As noted in the proposed budget, the City of Yuma contracts with a number of agencies throughout town. We are maintaining current levels of funding to most of these organizations, with a select few receiving moderate increases. Property Taxes and Fees In accordance with City Council’s direction, the tax rate will remain the same as last year’s $1.5787. Based on a statutory formula, the City’s maximum allowable tax rate rose to $1.7566 per $100 of assessed value, primarily the result of a 10% decline in assessed value from the previous year. With the same tax rate as 2011, the new value of $602.7 million will mean that most individual taxpayers should see a decrease in their property taxes for 2012. The levy for tax year 2012 will decline from $10 million to $9.5 million. Acknowledgements I wish to acknowledge Finance Director Pat Wicks, Budget Manager Sharon Willoughby, City Engineer Paul Brooberg, CIP Administrator Ana Lugo, and their staffs for their work in the preparation of this budget. All our Department Directors and their staffs were a key component to keeping our budget balanced and deserve recognition. Each employee in the organization has done a superb job over the last several years, stretching funding while keeping a great “can-do” customer service attitude. Many of their ideas and suggestions helped get our budget balanced. Over the last few years I have observed a great customer service attitude in our employees, going above and beyond and am proud to lead this organization as we adapt to the new economic times. 3 The Year Ahead The budget for FY 2012-2013 is based on the new reality of the economic times and is projecting a slow continued recovery going into next year. In previous years, we were proactive in cutting to get where we needed to be, keeping our reserves intact, in order to best position ourselves to recover from the economic downturn. We are now positioned for that and hopefully the recovery will continue. In this budget, we have taken care of funding replacement of Public Safety and high cost equipment and vehicles, while not forgetting to provide for our employees, who are our most valuable asset. They have carried us through the last few lean years by covering the workload from positions that were not refilled. Each employee has also provided an additional level of scrutiny to ensure expenditures were appropriate. Optimistically, we look to the future to put new plans in place as the economy continues to turn the corner. All personnel have done an outstanding job of maintaining lean budgets, while analyzing and prioritizing their needs, to conform to the dollars that are available to us. We have the quality personnel in our organization to lead us into the future and I have confidence in our employee’s ability to carry out our mission to provide excellent support and services to our citizens, now and in the future. Communications are open between the City employees and citizens. Each employee is ready for the next year. We look forward to working with you in the coming year as we continue to provide superb customer friendly quality services for our citizens of Yuma. Respectfully Submitted, Greg Wilkinson City Administrator City of Yuma, Arizona 4 Our Mission The Yuma City Government exists to provide a forum for public discussion and decision-making. We are committed to deliver quality public services and to advance the social and economic well being of our present and future citizens. 5 CITIZENS OF YUMA MAYOR and COUNCIL MUNICIPAL COURT City of YUMA CITY ADMINISTRATOR CITY ATTORNEY General Counsel Litigation Prosecution CITY ADMINISTRATION PARKS & RECREATION Administration Parks/Mall Maintenance Community Relations Recreation Heritage Area Parks Development City Clerk Civic Center Baseball Complex Risk Management Economic Development Arts and Culture HUMAN RESOURCES Facilities Maintenance Golf Courses Human Resources FINANCE COMMUNITY DEVELOPMENT POLICE DEPARTMENT Administration Field Services Building Safety Support Services Administration and Budget Accounting Customer Service Community Planning Purchasing PUBLIC WORKS INFORMATION TECHNOLOGY SERVICES Business Application And Support Fleet Services Professional Services Streets/Solid Waste Operations Telecommunications And Support Community Risk Reduction UTILITIES ENGINEERING Utility Treatment Engineering/Capital Improvement Projects FIRE DEPARTMENT Utility Systems 6 Special Operations BUDGET PROCESS FLOWCHART OCTOBER JANUARY Submit Dept. Operating Requests MARCH Review Operating Requests JUNE Develop Annual Dept. Budgets 7 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 Financial Policies – Financial policies provide guidance and direction while developing the operating and capital improvement project’s (CIP) budget and managing the fiscal responsibilities of the City. Their framework lends to responsible long range planning. With these tools, the City continues its quality accounting practices per the Government Finance Officers’ Association and Governmental Accounting Standards Board standards. The City must follow general budget legal requirements established by Arizona law and the City Charter when preparing the annual budget. The chart to the right outlines the various actions and deadlines that must be followed. Under each category are the requirements listed by State Law and City Charter rule. City Charter Deadline Arizona State Statute Deadline Process Dates City Administrator presents proposed operating budget to Council On or before first Monday in June NA May 30 Publish CIP summary and Notice of Public Hearing No less than two weeks prior to Public Hearing NA May1 May 1 NA May 1 Prior to CIP program adoption NA May 16 City Administrator submits Preliminary Budget to Council NA NA June 5 Preliminary Budget adoption NA NA June 20 On or before first of July NA June 6 NA Once a week for two consecutive weeks following preliminary budget adoption July 5 & July 12 NA Before final budget adoption July 18 N/A No later than second Monday in August July 18 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 Aug 1 Action Required City Administrator submits Preliminary Ten-Year CIP to Council CIP Public Hearing Statutory Limitations The primary property tax levy is limited by state law to a two percent increase over the previous year’s maximum levy with adjustments for growth and annexation. Secondary taxes, if implemented, are tied to the annual debt services requirements of voterapproved general obligation bonds. Primary tax levy limits are established by the Property Tax Oversight Commission. CIP program adoption The Arizona Constitution mandates an expenditure limitation on the amount the City can appropriate each fiscal year. Final budget adoption Arizona’s Constitution contains limitations on bonded debt. Please refer the debt limitation discussion in the Capital Spending and Debt Management section for a review of these limitations. Property Tax Levy adoption Publish summary of budget and Notice of Public Hearing prior to final budget adoption Truth-In-Taxation Public Hearing; Public hearing for budget 8 Basis of Accounting The City prepares its annual budget and financial report using the modified accrual basis of accounting for both governmental and proprietary funds in accordance with generally accepted accounting principles (GAAP). There are differences between the basis of budgeting and the basis of accounting that are outlined below.  Depreciation is not budgeted.  Capital purchases of proprietary funds are budgeted as expenditures.  Debt service payments of proprietary funds are budgeted as expenditures. Proceeds of long-term debt are budgeted as revenue-like ‘Other Financing Sources.’  For all funds, compensated absences expenditures are not recorded as earned; instead, all continuing positions are budgeted at 100% annually. Any differences relating to use of general or other accruable leave is immaterial. Budget Amendments  Budget transfers between funds require City Council approval.  The City Administrator is authorized to make transfers between departments (within the same fund).  Budgetary transfer authority within department non-personnel line items in the same fund is delegated to the department director.  Budget transfers are initiated internally from the department with final review and processing performed by the Finance Department. Operating Budget Preparation  Current operating costs must be less than or equal to current revenues.  Ending projected General Fund undesignated fund balance to be maintained at a minimum of 20% of that year’s revenues. All other operating funds will be budgeted to retain sufficient fund balance for cash flow needs for the beginning of the following year. Two exceptions: Solid Waste Fund and Mall Maintenance Fund will be subsidized by the General Fund to assure at least a zero fund balance.  Authorized staffing level increases or personnel changes across funds must be part of the budget process. Revenues  Projected property tax revenues will include estimates of uncollected prior year property taxes in addition to any revenues of current year collections that are subject to the maximum levy.  All City rates and fees will be reviewed and adjusted if necessary each year.  Forecasting revenues will involve a combination of a ten year analysis of past revenue history, review of economic trends, and analysis of information obtained from State agencies from which the City receives funds. Capital Projects  Project must cost at least $25,000.  Impact on City’s operating budget must be included in planning of project and incorporated within the respective department’s operating budget.  Budget fund adjustments must go before Council for approval.  All projects must have an identified, approved funding source.  Projects will not start until the funds have been received – bond, loan, cash flow. Exceptions will be for reimbursable projects only. Debt Management  Long-term debt is not to be issued to finance current operations. Investments  The City of Yuma’s Investment Policy is adopted by the City Council. In accordance with that policy, public funds will be invested in a manner which will provide the maximum security of principal invested with secondary emphasis on providing the highest yield while meeting the daily cash flow needs of the City.  All investments will conform to applicable State and City statutes governing the investment of public funds. Miscellaneous  The City is self-insured for workman’s compensation and dental coverage.  The Community Investment Trust was established from the sale of city owned properties in 1989. These funds can be used with Council approval only. The balance of the Trust is budgeted in full each year.  The City’s capitalization policy is for items that have a life of at least two years and a minimum cost of $5,000. 9 Service Delivery – our primary mission City services are delivered by department units. Please refer to the department section of this document for a review of the departments’ missions, accomplishments and goals. 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:  Police  Fire  Parks and Recreation–Parks Maintenance; Recreation; Golf Courses; Recreation Complex; Arts and Culture  Community Development–Building Safety; Community Planning  Public Works–Street; Solid Waste; Fleet Services  Utilities  Engineering Services are also provided, both to citizens and internally to the ‘line’ departments by these administrative departments:  Mayor/Council  City Administrator–Public Affairs; Community Relations; City Clerk; Heritage Area; Economic Development  City Attorney  Information Technology  Finance–Accounting; Purchasing; Customer Services  Human Resources–Personnel Revenues – Like a business, the city must have revenues to pay for the services it provides its citizens. Unlike the federal government, it cannot spend for services money it does not have. Accordingly, service levels depend entirely on the amount of monies the city collects. Revenues come in two broad categories: taxes and charges for services. Taxes are broad-based revenues over larger tax bases to cover services for which the ultimate user is difficult to determine for fee purposes, i.e., police services. Taxes may be assessed on the basis of property valuation (property taxes) or upon the basis of a business transaction (sales taxes). The City of Yuma uses both methods; however, because of statutory limitations on the former, its reliance is higher on the latter. Charges and fees are assessed directly to the ultimate beneficiary of service and may be intended to cover all or only part of the service provided, such as:     Licenses and permits Utility charges Golf fees Recreation fees In those instances in which the charge is insufficient to cover the cost of service, the city must subsidize the service with its general tax revenues. Revenues, both taxes and charges, derive from three sources: local, state-shared and grants and entitlements. The various funding sources are discussed later in the fund section of this document. 10 Funds – Governments separate the accounting of revenue sources because of internal or external requirements and restrictions. For instance: –The city can’t use gas taxes to pay for police services (specific statutory limitations) –The city can’t use public safety taxes to build streets (ballot language creating the tax and its use) For these reasons, the city follows rules promulgated by the Governmental Accounting Standards Board and uses fund accounting to record and report its financial transactions. Each fund is a self-balancing set of accounts used to track the activity of a specific revenue or series of revenues. Fund types that involve service delivery include the General Fund, Special Revenue Funds and Enterprise Funds. These three fund types account for most of the city’s service delivery. The General Fund is the largest fund and accounts for most primary services. Special Revenue Funds account for the proceeds of special revenue sources, taxes, charges or grants that are used to finance projects or activities as required by law or contractual agreements. Enterprise funds are used for those activities designated by council to operate on a self-funding basis, using accounting methods similar to business enterprises. The intent of an Enterprise Fund is to earn sufficient profit to insure the fund’s continued existence without reliance on general tax revenues. Other fund types used are Debt Service, Capital Projects and Internal Service Funds. These funds account for transactions not related to service delivery. Instead, they account for the financing, construction and interdepartment services of the city. How It All Works – This chart shows the interaction of revenues and how they are recorded within the major operating funds and how the related departments expend those revenues in service delivery. Typical of the General Fund is the receipt of a number of different types of revenues, whether they are local or shared. Most departments in the city provide general services, which are paid through the General Fund. Thus, the revenue is “matched” with the expenditure or service provision. Moreover, departments may cover services that are recorded in funds other than the General Fund. These “special revenues” must be segregated from other revenues, because of legislative, regulatory or council requirements. In providing services through these special funds, expenditures are recorded in Special Revenue Funds, again to match the expenditure against its revenue. In this manner, a given department, while a contiguous unit for management purposes, can expend various types of monies when providing certain services upon which the revenue is based. For example, as you can see in the chart at right under the Expenditure Section, the Parks Department provides services through the General Fund for parks maintenance and general recreation; through the Special Revenue Funds (specifically the Recreation Complex fund) for the convention center; R evenues S h a r e d L o c a l State sales tax State income tax Vehicle license tax G as tax Lottery Grants/entitlements Property tax Sales taxes: G eneral Public Safety Road Licenses/permits Franchise fees Fines C harges for services: Utility fees Golf courses Recreation fees R ents/concessions Solid w aste General Special Revenue Enterprise X X X X X X X X X X X X X X X X X X X X Expenditures D e p t s 11 Police Fire Parks Public Works U tilities Engineering C omm D evelopment Administrative X X X X X X X X X X X X X X X X and through the Desert Hills Golf Course Enterprise Fund for operation of the golf course. A more complete summary by fund group 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 SummaryFund Group Fiscal Year 2012-2013 Balance, July 1 Special Capital Debt Internal General Revenue Projects Service Enterprise $ 15,379,226 $ 12,308,803 $ 23,457,030 $ 576,758 $ 39,085,741 $ 2012-2013 2011-2012 2010-2011 Service Total Estimate Actual 16,018,637 $ 106,826,195 $ 112,192,605 $ 109,527,923 Sources: Revenues Property Taxes 9,839,752 106,546 - - - - 9,946,298 10,175,000 9,959,865 Sales Taxes Franchise taxes 18,709,449 3,244,000 17,567,847 - - - - - 36,277,296 3,244,000 35,343,320 3,234,000 34,402,530 3,243,939 Building Permits, Zoning and Development Fees State Sales Taxes 1,086,400 7,500,000 - - - - - 1,086,400 7,500,000 1,183,000 7,270,000 1,276,740 6,856,996 State Revenue Sharing 9,505,425 - - - - - 9,505,425 7,854,995 8,692,400 Vehicle License Tax State Gasoline Tax 2,700,000 - - - - - 2,700,000 6,375,161 2,697,600 5,528,000 3,250,436 6,503,532 - - - Lottery Tax Grants Charges for Services - 6,375,161 - - - 44,903,391 1,368,120 1,368,120 525,530 45,428,921 12,238,199 210,000 13,606,319 45,638,921 - - 75,764 3,700,098 20,471,940 52,800,128 4,946,909 53,370,377 7,341,061 58,908,227 3,887,151 7,587,249 25,433,968 175,340,616 6,656,312 138,259,513 11,211,393 151,722,883 14,708,402 14,422,555 14,675,733 190,049,018 17,653,100 152,682,068 166,398,616 23,782,108 22,546,630 22,427,258 14,237,614 13,779,906 12,054,932 12,535,714 11,143,930 12,090,664 2,318,755 20,471,940 668,120 1,209,764 2,079,300 56,983,081 424,060 45,613,674 17,149,807 18,359,571 557,323 1,702,880 57,540,404 47,316,554 22,367,489 1,414,619 - - 12,564,932 - 1,672,682 6,139,110 - - 3,052,042 4,588,754 Fines, Fees, Interest and Other Total Revenues Transfers In Long-Term Debt Proceeds Total Sources 18,359,571 7,587,249 Uses: Expenditures Police Fire Public Works Utilities - Engineering Parks and Recreation 417,151 7,792,085 Community Development 2,762,572 Administrative Mayor and Council - - - - 20,774,725 225,000 20,999,725 18,806,728 16,765,946 - - 2,197,838 132,856 2,326,803 13,788,247 2,098,005 12,818,951 2,012,042 12,039,470 - - - - 2,762,572 2,512,857 2,563,723 - - - - - 231,030 252,757 247,007 Municipal Court 1,498,855 100,900 - - - - 1,599,755 1,420,921 1,467,386 City Administration City Attorney 3,848,620 1,335,943 2,949,297 700 - - - 842,121 6,797,917 2,178,764 4,531,355 2,400,639 6,249,538 3,673,502 Information Technology 2,651,594 4,187,661 - - - - 6,839,255 5,073,087 5,575,773 Finance Human Resources 1,837,479 889,403 - - - - 1,837,479 889,403 1,649,162 886,234 1,492,545 722,051 General Government Capital Labor Intracity Cost Allocation 1,603,914 96,604 (2,882,833) 61,304 824,195 1,025,127 - - 12,582 4,607,657 1,256,209 - 3,163,762 1,153,168 - 1,339,663 1,341,471 - - 17,301,461 25,925,982 13,572,422 - 15,650,688 9,915,300 - 29,223,110 53,142,743 30,650,978 9,070,043 30,677,913 17,228,319 57,014,838 41,252,176 25,925,982 13,572,422 53,771,127 8,743,752 200,280,297 143,625,923 149,058,201 4,462,813 61,477,651 10,123,075 51,375,251 25,925,982 13,572,422 121,614 53,892,741 900 8,744,652 14,708,402 214,988,699 14,422,555 158,048,478 14,675,733 163,733,934 Debt Service Capital Improvements Total Expenditures Transfers Out Total Uses Balance, June 30 231,030 1,909,652 3,665,468 - $ 11,441,979 $ - 8,250,106 $ 15,890,619 $ 335,410 1,845,124 610,655 $ 30,831,921 $ The Fund Information section explores the city’s funds in detail. 12 2,942,439 14,861,234 $ 81,886,514 $ 106,826,195 $ 112,192,605 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 119 square miles and houses over 93,064 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 1,046 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 $3.1 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’. The Marine Corps Air Station will also be home to the first operational squadrons of the new F-35 Joint Strike Fighter program. 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 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. 13 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 119 Area in Square Miles as of 2000 106 Current (2010) City of Yuma Population 93,064 2000 City of Yuma Population 77,515 Growth % 2000 - 2010 for City of Yuma 20.1% Current (2010) Population of Yuma MSA 204,195 2000 Population of Yuma MSA 106,895 Growth % 2000 - 2010 for Yuma MSA 27.6% # of Winter Visitors to Yuma Area 90,000 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) 1,046 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 12,138 # of Private Elementary Schools 11 # of Public Junior High Schools 7 Total # of Public Junior High School Students 4,652 # of Private Junior High Schools 10 # of Public High Schools 6 Total # of Public High School Students 10,448 # of Private High Schools 5 # 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 12.7% Average Median Home Sales Price (City of Yuma) $159,600 14 Fund Information FUND INFORMATION General Fund Page No. 15 Special Revenue Funds Community Investment Trust Riverfront Redevelopment 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 Radio Communications Fund Grant Funds 18 19 20 21 22 23 24 25 26 27 28 Debt Service Fund 29 Capital Projects Fund 31 Enterprise Funds Water Funds Wastewater Funds Solid Waste Fund Desert Hills Golf Course Fund Arroyo Dunes Golf Course Fund 32 35 38 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 slower economy sales taxes have not been quite so robust. Fortunately, the tax has now shown an upswing and is expected to post a healthier increase of 3% this year. While this does not match historical averages, sales taxes elsewhere in the state are also just beginning to rebound. 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 2012, the city has forecasted the anticipated 3% increase in sales taxes. 25 Interest/Misc 0% Fines 3% Licenses/ Permits 4% Charges 5% 20 Vehicle Tax 5% Income Tax 17% 15 Property Tax 17% 10 5 Franchises 6% 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 State Sales City Sales Vehicle Lic Income Tax Property Tax State Sales 13% Sales Tax 32% 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. However, due to the other revenue sources declining and no property tax increase in FY12, property taxes for 2013 now constitute 17% of general revenues. For tax year 2012 (fiscal year 2012-2013), the city’s assessed value for the same property declined for the second time. Because of this 15 decline, the maximum tax rate would increase to $1.7566. However, a rate of $1.6884, while higher than 2011, will generate additional property tax because of new construction growth, yet most taxpayers that were on the tax rolls in 2011 should see no tax increase. The tax levy will increase by $130,750 to $10,175,910. The maximum tax levy calculation worksheet is included in the Appendix. 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 1.85% 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 2012, state sales tax is projected to increase 2.7% from 2011 collections and 2013 collections increasing 6.5% over 2012 collections. Ten-year History of General Fund - Major Revenues 2004 2005 2006 2007 2008 2009 2010 2011 2012 estimated 2013 budgeted State Sales 6,535,654 7,196,762 8,292,930 8,599,222 8,183,389 7,105,464 6,553,752 6,856,996 7,270,000 7,500,000 Income Tax 7,002,250 7,141,392 8,133,573 10,080,307 12,518,210 13,355,611 11,530,338 8,692,400 7,854,995 9,505,425 City Sales 14,849,984 17,165,647 19,087,873 20,519,460 20,479,636 18,961,775 17,461,629 17,635,454 18,244,565 18,709,449 Prop Tax 5,857,815 6,084,434 6,699,038 7,320,954 7,890,155 8,402,118 9,256,623 9,429,548 9,800,000 10,175,910 Vehicle Lic 2,852,832 3,067,961 3,391,236 3,391,000 3,518,856 3,445,486 3,302,485 3,250,436 2,697,600 2,700,000 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. After declining income tax receipts for the state for several years, this revenue source is rebounding for FY13. As noted in the line graph on the previous page and the table above, an increase of 21% 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. With the State of Arizona battling a continuing budget crisis, the legislature saw fit to reduce this revenue source by moving some of the tax base to the Arizona Department of Public Safety in FY12. For FY13, this revenue source is projected to remain flat. 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 17% Municipal Court 3% Fire 22% Community Development 5% Parks 14% Police 39% General revenues not only support the services provided by the departments listed, but, as shown in the fund recap on the next page, help pay a portion of the city’s debt service (attributable to General Fund services) and a portion of the cost of maintaining the Mall Maintenance Fund. (No support is shown in 2012 as an unexpected surge in property values increased the property tax levy temporarily and reduced the support from the General Fund to zero.) 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 2010-2011 2011-2012 2011-2012 2012-2013 Actual Budget Estimate Budget $ 247,006 $ 270,524 $ 252,757 $ 231,030 1,454,740 1,485,314 1,411,033 1,498,855 2,861,122 3,333,284 3,147,083 3,291,297 1,070,264 1,289,543 1,236,854 1,335,943 2,384,577 2,393,213 2,426,948 2,651,594 1,492,542 1,768,843 1,649,162 1,837,479 722,051 891,049 884,565 889,403 476,600 2,426,154 416,355 1,603,914 2,528,520 2,643,137 2,503,487 2,762,572 (2) (24,626) 175,239 392,062 395,309 401,273 417,151 6,831,122 7,637,502 7,386,457 7,794,005 20,441,934 21,276,604 21,457,407 22,367,489 11,081,260 13,180,281 12,047,121 12,563,012 108,052 73,278 77,652 96,604 (4,211,795) (2,334,378) (2,334,378) (2,882,833) $ 47,880,055 $ 56,705,031 $ 53,139,015 $ 56,457,515 17 GENERAL FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Personnel Operating Contingency Capital Outlay Transfers Out: Yuma Mall Maintenance Fund Radio Communication Fund Debt Service Fund Grants Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2010-2011 ACTUAL 15,616,208 2011-2012 BUDGET 17,072,637 2011-2012 ESTIMATE 19,059,558 2012-2013 REQUEST 15,276,809 56,780,381 56,780,381 56,041,742 56,041,742 54,375,028 54,375,028 56,983,081 56,983,081 42,129,232 6,519,899 2,000 150,608 44,900,435 10,474,176 1,547,400 735,188 44,049,474 9,230,645 50,000 426,780 45,869,874 9,419,924 1,050,000 117,717 120,863 131,750 4,281,573 1,106 4,535,292 53,337,031 19,059,558 123,900 4,269,772 123,900 4,276,978 65,930 123,900 4,272,983 4,393,672 62,050,871 11,063,508 4,400,878 58,157,777 15,276,809 4,462,813 60,920,328 11,339,562 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. No expenditures are budgeted in the Community Investment Trust this year. COMMUNITY INVESTMENT TRUST Undesignated Account Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Capital Outlay Capital Improvements Total Uses Undesignated Account Balance June 30, 2010-2011 ACTUAL 87,633 2011-2012 BUDGET 87,833 2011-2012 ESTIMATE 87,809 2012-2013 REQUEST 87,809 176 176 200 200 - - 87,809 88,033 87,809 87,809 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 in development. As part of the agreement with the developer, the City is required to provide payments each 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: Two Percent Fund Total Transfers In Total Sources Uses: Expenditures Operating Total Uses Undesignated Account Balance June 30, 2010-2011 ACTUAL 2011-2012 BUDGET - - - 2012-2013 BUDGET 14,608 571,931 571,931 571,931 557,323 557,323 557,323 571,931 571,931 571,931 557,323 557,323 557,323 571,931 571,931 - 557,323 557,323 - 557,323 557,323 14,608 557,323 557,323 14,608 19 2011-2012 ESTIMATE 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 small part to a reduction in gallons of gasoline purchased; however, it is primarily 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 2004 2005 2006 7,198,885 7,627,170 7,816,920 HURF Fund Expenditures by Division Capital Projects Labor Curbs, Gutters, Sidewalks Code Enforcement Storm Drain Maintenance Street Lighting Street Maintenance Street Sweeping Traffic Signals Retention Basin Maintenance Traffic Signs and Striping 2007 2008 8,137,895 8,144,883 2009 7,029,312 2010 2011 2012 6,626,021 6,503,527 5,528,000 2013 6,375,161 2010-2011 Actual $ 28,343 313,381 74,879 231,063 919,213 2,673,556 417,723 690,789 1,268,561 365,899 2011-2012 Budget $ 32,091 354,142 78,430 311,756 719,623 2,167,334 420,353 739,412 989,020 435,658 2011-2012 Estimate $ 1,187 336,876 77,055 285,241 753,381 2,031,634 391,030 753,014 1,084,946 431,620 $ $ $ 6,983,407 6,247,819 6,145,984 2012-2013 Budget $ 349,400 78,566 293,180 753,223 2,804,041 456,874 1,149,266 486,481 $ 6,371,031 The Public Works Department records operational expenditures in this fund for those maintenance efforts. For FY13, the Traffic Signals division has been moved out of HURF 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. 20 There is no specific target for retention of fund balance; however, because this fund supports personnel 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 Personnel Operating Capital Outlay Transfers Out: Debt Service Fund Radio Communication Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2010-2011 ACTUAL 1,419,554 2011-2012 BUDGET 712,789 2011-2012 ESTIMATE 1,086,702 2012-2013 REQUEST 402,583 6,750,801 5,933,023 5,563,283 6,402,561 722 722 6,751,523 5,933,023 5,563,283 6,402,561 2,526,595 4,456,812 - 2,620,108 3,493,711 134,000 2,497,331 3,514,653 134,000 2,247,692 4,123,339 - 100,968 100,968 7,084,375 1,086,702 101,202 101,202 6,349,021 296,791 101,418 101,418 6,247,402 402,583 101,415 6,750 108,165 6,479,196 325,948 LOCAL TRANSPORTATION ASSISTANCE FUND In past years, a maximum of $23 million from the Lottery was distributed to cities and towns in a similar manner as sales tax and was restricted to street construction or public transportation needs of cities (10% may be expended on cultural activities if matched by outside donors). Beginning in Fiscal Year 2011, the state usurped these monies for their deficit. 2011 did see receipt of some final LTAFII transit funds and these monies will be paid to Yuma County as part of the creation of the Intergovernmental Public Transportation Authority, a new transit agency. Historically, the city opted to expend the 10 percent for cultural activities with the remainder transferred to the Capital Projects Fund for street construction. With the elimination of the funding source by the legislature, the City budgeted no expenditures for next year, beyond the payment to the new agency. LOCAL TRANSP. ASSISTANCE FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Capital Improvements Total Uses Undesignated Fund Balance June 30, 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 LTAF 431,754 428,517 427,720 425,847 423,054 394,161 426,236 75,764 - 2010-2011 ACTUAL 281 2011-2012 BUDGET 76,045 2011-2012 ESTIMATE 75,908 2012-2013 REQUEST 144 75,827 75,827 - - - 200 200 75,908 75,000 75,000 1,045 75,764 75,764 144 144 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 With the decline in tax revenues for this fund, the City Road Tax is primarily used for paying the debt payments related to the 2007 Series Bond Issue, operating divisions related to street activities, and a small amount for capital projects. 7.0 Road Tax 6.0 5.0 4.0 2004 Road Tax 6,617,396 CITY ROAD TAX FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Transfers In: Capital Improvement Fund Total Transfers In Total Sources Uses: Expenditures Personnel Operating Capital Outlay Capital Improvements Transfers Out: Improv. District #67 Debt Service Grant Fund Debt Service Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2005 8,581,364 2006 2007 2008 2009 2010 2011 2012 2013 9,134,900 10,334,458 10,238,075 9,479,279 8,729,327 8,816,222 9,080,709 9,353,130 2010-2011 ACTUAL 2,279,174 2011-2012 BUDGET 3,814,307 2011-2012 ESTIMATE 3,612,039 2012-2013 REQUEST 4,454,034 9,364,296 9,359,500 9,203,310 9,482,270 14,403 14,403 9,378,699 9,359,500 9,203,310 9,482,270 1,328,615 1,018,793 802,607 1,550,428 1,574,883 2,208,467 1,363,117 1,696,812 501,663 1,985,728 1,054,960 161,000 2,637,116 26,905 83,906 4,785,008 4,895,819 8,045,834 3,612,039 25,084 4,772,025 4,797,109 10,130,887 3,042,920 26,198 4,773,525 4,799,723 8,361,315 4,454,034 25,084 4,783,824 4,808,908 10,647,712 3,288,592 22 PUBLIC SAFETY TAX FUND 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 was scheduled to sunset in 2015; however, voters renewed the tax in 2010 to extend it an additional 25 years. Because it also shares the same tax base as the general sales tax of 1%, the Public Safety Tax is showing a 3% increase in 2012 and 2013. Other revenues of the fund include interest earnings. Public Safety Tax Millions 4.50 4.00 3.50 3.00 2.50 2.00 1.50 1.00 0.50 - 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2,968,482 3,431,373 3,815,628 4,132,390 4,093,834 3,790,422 3,490,540 3,525,292 3,631,046 3,739,977 For 2013, the Public Safety Tax Fund will be 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 renewal of the tax came a new provision to allow for expenditures from the fund for capital equipment. As such, the Police and Fire departments have budgeted for various capital items and facility improvements in FY13. PUBLIC SAFETY TAX FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues From Debt Service Reserve Total Sources Uses: Expenditures Personnel Operating Debt Service Reserve Capital Outlay Capital Improvements Transfers Out: Debt Service Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2010-2011 ACTUAL 325,187 2011-2012 BUDGET 929,321 2011-2012 ESTIMATE 873,857 2012-2013 REQUEST 1,518,147 3,543,716 3,600,256 3,635,046 3,543,716 3,600,256 3,635,046 3,743,977 3,743,977 65,372 - 72,140 - 65,060 - 1,262,477 50,000 2,929,674 2,929,674 2,995,046 873,857 2,925,347 2,925,347 2,997,487 1,532,090 2,925,696 2,925,696 2,990,756 1,518,147 2,938,679 2,938,679 5,015,354 246,770 23 73,197 691,001 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 Thousands 1800 1600 1400 1200 1000 800 600 400 200 2003 2004 2005 2006 2007 Chgs/Rents 2008 2009 2010 2011 2012 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. Also, for the first time, the city’s facilities maintenance effort has been reorganized, as evidenced by the change in budgeted expenditures beginning in 2012. Recreation Complex Fund Expenditures by Division Civic Center Baseball Complex Facilities Maintenance RECREATION COMPLEX FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Transfers In: Two Percent Tax Fund Total Transfers In Total Sources Uses: Expenditures Personnel Operating Capital Outlay Total Uses Undesignated Fund Balance June 30, 2010-2011 Actual $ 1,245,677 509,167 2,412 $ 1,757,256 2011-2012 Budget $ 999,479 513,359 324,635 $ 1,837,473 2011-2012 Estimate $ 1,008,530 484,447 334,681 $ 1,827,658 2012-2013 Budget $ 955,192 489,055 366,722 $ 1,810,969 2010-2011 ACTUAL 1,571,376 2011-2012 BUDGET 1,841,487 2011-2012 ESTIMATE 1,862,793 2012-2013 REQUEST 1,941,955 548,673 491,500 406,820 412,020 1,500,000 1,500,000 2,048,673 1,500,000 1,500,000 1,991,500 1,500,000 1,500,000 1,906,820 1,500,000 1,500,000 1,912,020 880,893 824,476 51,887 1,757,256 1,862,793 903,575 917,898 16,000 1,837,473 1,995,514 904,489 906,360 16,809 1,827,658 1,941,955 931,282 874,087 5,600 1,810,969 2,043,006 24 TWO PERCENT TAX FUND This fund accounts for its namesake revenue source. Begun in 1971, renewed for 15 yrs in 1994 and in 2009, 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; parks throughout the city; Yuma Crossing area; and conventions/tourism. The graph below shows the tremendous growth experienced in prior years and the flattening that has occurred recently. The revenue projection for FY13 is projected at a modest 2% increase over estimated FY12 collections. 5.00 4.50 4.00 Two Percent Tax 3.50 3.00 2.50 2.00 1.50 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 3,044,645 3,374,333 3,866,902 4,231,989 4,424,339 4,358,638 4,253,060 4,425,556 4,387,000 4,474,740 Operating expenditures from the fund are payments to outside agencies for services authorized by the ballot measure. During 2011, the Yuma Art Center was moved to the Two Percent Fund to relieve pressure on the General Fund, since the ballot measure confirmed the use of the tax for arts and cultural activities. The intent is to move the Art Center back to the General Fund when feasible. Capital project expenditures include a number of park improvement and riverfront projects. Transfers out include operating subsidies to the Recreation Complex, contractual payments to the Riverfront Development project, and for a capital project to occur at the Arroyo Dunes Golf Course. TWO PERCENT TAX FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Personnel Operating Capital Outlay Capital Improvements Transfers Out: Riverfront Redevelopment Recreation Complex Fund Arroyo Dunes Golf Course Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2010-2011 ACTUAL 2,202,754 2011-2012 BUDGET 2,523,893 2011-2012 ESTIMATE 2,802,365 2012-2013 REQUEST 3,133,908 4,709,333 4,709,333 4,417,000 4,417,000 4,462,550 4,462,550 4,562,740 4,562,740 522,174 1,207,605 308,012 551,757 1,261,223 12,400 2,153,000 491,288 1,133,355 434,433 566,523 1,307,802 5,000 1,522,082 571,931 1,500,000 2,071,931 4,109,722 2,802,365 557,323 1,500,000 2,057,323 6,035,703 905,190 571,931 1,500,000 2,071,931 4,131,007 3,133,908 557,323 1,500,000 210,000 2,267,323 5,668,730 2,027,918 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 180,000 14.00 160,000 140,000 12.00 120,000 10.00 100,000 8.00 80,000 60,000 6.00 40,000 4.00 20,000 - 2.00 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Levy 88,411 93,857 101,821 113,345 105,390 154,174 117,794 170,807 125,000 106,546 Rate 4.7747 4.7747 4.7747 4.7747 4.7747 4.7747 4.7747 4.7747 2.7927 2.7927 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. In 2011, the city failed to lower the tax rate because of the surge in values and increased tax collections resulted. To mitigate this effect on the district, the city will maintain its subsidy and allow the tax levy rate to remain flat. This action will reduce the levy and increase the general fund subsidy by $18,454 for 2013. MALL MAINTENANCE FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Transfers In: General Fund Total Transfers In Total Sources Uses: Expenditures Personnel Operating Total Uses Undesignated Fund Balance June 30, 2010-2011 ACTUAL - 2011-2012 BUDGET 97,893 2011-2012 ESTIMATE 124,281 2012-2013 REQUEST 44,076 226,689 126,500 128,815 110,046 120,863 120,863 347,552 126,500 128,815 65,930 65,930 175,976 110,886 112,385 223,271 124,281 89,107 135,286 224,393 - 85,139 123,881 209,020 44,076 86,251 133,801 220,052 - 26 YUMA REGIONAL COMMUNICATIONS SYSTEM FUND The Yuma Regional Communications System Fund was created to track the expenditures regional radio communication system, which includes the construction of the new 800/700 MHz digital trunked radio system for use by the city’s public safety agencies. This fund has grown to the point that it has been reclassified as a Special Revenue Fund. 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. Monies are also included within the Grant Fund for purchase of communications infrastructure related to the project. YUMA REGIONAL COMM. SYSTEM 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 Personnel Operating Capital Outlay Total Uses Undesignated Account Balance June 30, 2010-2011 ACTUAL 711,699 2011-2012 BUDGET 244,886 2011-2012 ESTIMATE 759,189 2012-2013 REQUEST 813,957 1,098,185 301,500 428,588 428,120 131,750 10,600 900 143,250 1,241,435 123,900 5,400 900 130,200 431,700 123,900 5,400 900 130,200 558,788 123,900 6,750 5,400 900 136,950 565,070 195,013 502,806 496,126 1,193,945 759,189 180,429 204,115 230,000 614,544 62,042 172,425 171,595 160,000 504,020 813,957 364,093 455,038 242,167 1,061,298 317,729 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 continuing grant is the Community Development Block Grant (CDBG). The city continues to seek grant funding for a number of transportation, communication and parks projects with related capital projects expenditures planned in the fund. All grant funds 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: General Fund City Road Tax Capital Improvement Fund Total Transfers In Total Sources Uses: Expenditures Personnel Operating Capital Outlay Capital Improvements Total Uses Undesignated Fund Balance June 30, 2010-2011 ACTUAL 2011-2012 BUDGET 2011-2012 ESTIMATE 2012-2013 REQUEST - - - - 7,341,061 38,678,178 4,946,909 20,471,940 1,106 83,906 85,012 7,426,073 38,678,178 4,946,909 20,471,940 1,393,159 3,711,602 1,108,420 1,212,891 7,426,072 - 1,872,124 8,225,335 5,128,719 23,452,000 38,678,178 - 850,729 2,224,612 1,607,793 263,775 4,946,909 - 962,126 3,978,571 2,438,980 13,092,263 20,471,940 - 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 2003 Refunding MPC Debt Service Fund, 2007B MPC Debt Service Fund, the 2007D MPC Debt Service Fund and the 2010 Refunding MPC Debt Service Fund. DEBT SERVICE FUNDS Undesignated Fund Balance July 1, Sources: Estimated Revenues Bond Proceeds Transfers In: General Fund Desert Hills Golf Course Fund Highway Users Revenue Fund Road Tax Fund Solid Waste Fund Water Fund Wastewater Fund Public Safety Tax Total Transfers In Total Sources Uses: Expenditures Debt Service Total Uses Undesignated Fund Balance June 30, 2010-2011 ACTUAL 2011-2012 BUDGET 2011-2012 ESTIMATE 2012-2013 REQUEST - - - - 32 - - - 4,281,573 100,968 4,785,008 20,887 62,083 23,958 2,929,674 12,204,151 12,204,183 4,269,772 101,202 4,772,025 20,935 62,227 24,013 2,925,347 12,175,521 12,175,521 4,276,978 101,418 4,773,525 20,980 62,360 24,064 2,925,696 12,185,021 12,185,021 4,272,983 101,415 4,783,824 20,979 62,358 24,064 2,938,679 12,204,302 12,204,302 12,204,183 12,204,183 - 12,175,521 12,175,521 - 12,185,021 12,185,021 - 12,204,302 12,204,302 - 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. Fund balance held by the fund was established through a debt service reserve. The reserve will return to the General Fund at the final payment of the bonds. The activity of that agreement and related debt activity is included on the following page. 29 IMPR DISTRICT #67 DEBT SERVICE Undesignated Account Balance July 1, Sources: Estimated Revenues Transfers In: City Road Tax Fund Wastewater Fund Total Transfers In Total Sources Uses: Expenditures Debt Service Total Uses Undesignated Account Balance June 30, 2010-2011 ACTUAL 534,265 2011-2012 BUDGET 534,265 2011-2012 ESTIMATE 536,461 2012-2013 REQUEST 571,514 923,880 926,103 960,000 985,150 26,905 8,496 35,401 959,281 25,084 8,813 33,897 960,000 26,198 9,205 35,403 995,403 25,084 8,813 33,897 1,019,047 957,085 957,085 536,461 960,000 960,000 534,265 960,350 960,350 571,514 985,150 985,150 605,411 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, 2010-2011 ACTUAL 5,936 2011-2012 BUDGET 5,936 2011-2012 ESTIMATE 5,594 2012-2013 REQUEST 5,244 376,883 384,955 384,955 382,970 376,883 384,955 384,955 382,970 377,225 377,225 5,594 384,955 384,955 5,936 385,305 385,305 5,244 382,970 382,970 5,244 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. In 2009, all capital improvements began to 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 Total Sources Uses: Operating Capital Improvements Transfers Out: Highway Users Revenue Fund City Road Tax Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2010-2011 ACTUAL 31,266,626 2011-2012 BUDGET 28,584,850 2011-2012 ESTIMATE 27,154,208 2012-2013 REQUEST 23,457,030 5,431,457 5,431,457 25,332,425 25,332,425 1,793,359 1,793,359 18,359,571 18,359,571 9,528,750 44,471,106 5,490,537 25,925,982 722 14,403 15,125 9,543,875 27,154,208 44,471,106 9,446,169 5,490,537 23,457,030 25,925,982 15,890,619 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 The Water Fund records the financial activity of the City’s water treatment and distribution system. The system is not tax supported but relies on a combination of charges for water and capacity fees for new development to maintain and expand its services to meet the needs of a growing city. The chart above shows the 25% growth in water customers since 2002. 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 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. Prior to the rate adjustments, the increase in sales was driven only by 32 consumption, whether that consumption was from new or current customers. Since then, rate increases have combined with consumption to cause the surge in total metered revenues, leveling off when the rate adjustments ended in 2008. These rate increases have caused total capacity charges to increase similarly and both are the basis for financing the system expansion. Revenues for 2013 are determined on the basis of recent historical growth in the customer combined with assumptions for changes in consumption. Metered Water Sales vs. Capacity Charges 2013 2012 2011 2010 2009 2008 2007 2006 2005 2004 - 5.0 2004 2005 10.0 2006 2007 15.0 2008 2009 20.0 2010 2011 25.0 2012 2013 Water Sales 10,457,209 12,298,500 15,269,912 18,072,019 21,420,922 22,866,202 22,054,773 21,995,910 21,421,100 21,571,441 Capacity 2,826,218 2,450,000 2,455,133 2,206,942 2,611,726 2,323,817 1,413,426 982,491 697,000 697,000 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 Total Sources Uses: Expenditures Personnel 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, 2010-2011 ACTUAL 8,010,272 2011-2012 BUDGET 8,076,704 2011-2012 ESTIMATE 8,259,264 2012-2013 REQUEST 7,374,229 22,217,424 22,217,424 22,445,712 22,445,712 21,548,800 21,548,800 21,701,141 21,701,141 4,450,677 6,612,144 20,744 10,688,784 134,000 4,706,080 7,859,093 26,316 10,660,132 1,320,640 4,480,429 7,213,947 14,003 10,661,375 1,721 4,818,670 7,614,200 42,010 10,304,264 20,000 62,083 62,083 21,968,432 8,259,264 62,227 62,227 24,634,488 5,887,928 62,360 62,360 22,433,835 7,374,229 62,358 62,358 22,861,502 6,213,868 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 Personnel Operating Total Uses Budgetary Fund Balance June 30, 2010-2011 ACTUAL 248,477 2011-2012 BUDGET 204,080 2011-2012 ESTIMATE 223,849 2012-2013 REQUEST 181,452 3,168 3,168 1,000 1,000 3,000 3,000 3,000 3,000 15,488 12,308 27,796 223,849 14,059 26,750 40,809 164,271 25,867 19,530 45,397 181,452 15,682 33,870 49,552 134,900 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 Total Sources Uses: Expenditures 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 Total Transfers In Total Sources Uses: Expenditures Debt Service Capital Improvements Total Uses Budgetary Fund Balance June 30, 2010-2011 ACTUAL 1,235,348 2011-2012 BUDGET 1,141,374 2011-2012 ESTIMATE 1,115,877 2012-2013 REQUEST 698,429 990,147 990,147 1,010,000 1,010,000 700,000 700,000 700,000 700,000 1,109,618 1,109,618 1,115,877 1,117,185 1,117,185 1,034,189 1,117,448 1,117,448 698,429 1,398,429 2010-2011 ACTUAL (39,170) 2011-2012 BUDGET 35,839 2011-2012 ESTIMATE 70,994 2012-2013 REQUEST 145,183 110,164 75,000 74,189 74,050 110,164 75,000 74,189 74,050 70,994 110,839 145,183 219,233 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 Capital Improvements Total Uses Budgetary Fund Balance June 30, 2010-2011 ACTUAL 15,390,931 2011-2012 BUDGET 13,995,214 2011-2012 ESTIMATE 13,684,664 2012-2013 REQUEST 12,588,798 15,691 15,691 30,000 30,000 - - 1,721,958 1,721,958 13,684,664 9,546,000 9,546,000 4,479,214 1,095,866 1,095,866 12,588,798 6,883,300 6,883,300 5,705,498 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 Wastewater Operational Revenues and Capacity Charges customer base 16.0 for wastewater is similar to that 14.0 of the Water Fund. Overall, 12.0 there are fewer 10.0 wastewater customers 8.0 compared to 6.0 water, as a number of water 4.0 customers, 2.0 particularly those outside 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 the city limits, 3,878,964 7,009,447 5,107,062 3,641,725 2,990,961 4,698,758 1,690,034 5,102,855 3,995,300 2,995,000 Cap are not served 8,025,173 9,303,980 10,431,405 13,127,920 13,366,037 13,702,575 14,880,860 14,336,900 14,391,800 Wstwt r Rev 7,678,654 by the wastewater system. Instead, they rely on septic systems. Over time, many of those customers are being brought into the system. The expansion of the system is not being caused by this type of 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 Total Sources Uses: Expenditures Personnel Operating Capital Outlay Debt Service Capital Improvements Transfers Out: Improv. District #67 Debt Service Debt Service Fund Total Transfers Out Total Uses Budgetary Fund Balance June 30, 2010-2011 ACTUAL 1,179,158 2011-2012 BUDGET 3,521,353 2011-2012 ESTIMATE 4,992,094 2012-2013 REQUEST 8,134,785 14,935,149 14,935,149 14,117,578 14,117,578 14,370,280 14,370,280 14,416,680 14,416,680 3,007,828 5,688,419 2,355,954 37,558 3,096,801 5,984,852 103,146 2,356,078 1,153,100 3,046,823 5,582,161 106,413 2,356,423 102,500 3,503,961 6,487,639 57,622 2,361,368 1,180,000 8,496 23,958 32,454 11,122,213 4,992,094 8,813 24,013 32,826 12,726,803 4,912,128 9,205 24,064 33,269 11,227,589 8,134,785 8,813 24,064 32,877 13,623,467 8,927,998 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 Total Sources Uses: Expenditures Debt Service Capital Improvements Total Uses Budgetary Fund Balance June 30, WASTEWATER SSIC Budgetary Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Loan payback to WW Capacity Debt Service Capital Improvements Total Uses Budgetary Fund Balance June 30, 2010-2011 ACTUAL 5,511,160 2011-2012 BUDGET 5,524,299 2011-2012 ESTIMATE 5,277,040 2012-2013 REQUEST 5,805,995 5,131,734 193,068 5,324,802 1,510,000 193,068 1,703,068 4,015,300 193,068 4,208,368 3,015,000 193,068 3,208,068 2,978,527 2,580,395 5,558,922 5,277,040 2,978,488 2,700,000 5,678,488 1,548,879 2,978,488 700,925 3,679,413 5,805,995 2,978,488 2,978,488 6,035,575 2010-2011 ACTUAL (13,616) 2011-2012 BUDGET 166,848 2011-2012 ESTIMATE 181,993 2012-2013 REQUEST 273,357 395,214 395,214 215,100 215,100 291,000 291,000 131,000 131,000 193,068 6,537 199,605 181,993 193,068 6,568 199,636 182,312 193,068 6,568 199,636 273,357 193,068 6,568 199,636 204,721 36 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 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 Debt Service Total Uses Budgetary Fund Balance June 30, 2010-2011 ACTUAL 897,135 2011-2012 BUDGET 898,935 2011-2012 ESTIMATE 900,823 2012-2013 REQUEST 902,513 3,688 3,688 1,800 1,800 1,690 1,690 1,300 1,300 900,823 900,735 902,513 903,813 2010-2011 ACTUAL 141,382 2011-2012 BUDGET 142,182 2011-2012 ESTIMATE 141,964 2012-2013 REQUEST 142,364 582 582 800 800 400 400 400 400 141,964 142,982 142,364 142,764 The Wastewater Revenue Bond Fund was established to account for the MPC2007 Utility Series bond funds. The majority of the wastewater portion of this bond is for the Desert Dunes Water Reclamation Facility and the Figueroa Water Pollution Control Facility Aerator Upgrade. The debt service for this bond is paid in the Wastewater Fund. WASTEWATER REVENUE BOND Budgetary Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Capital Improvements Total Uses Budgetary Fund Balance June 30, 2010-2011 ACTUAL 2,999,328 2011-2012 BUDGET 2,155,183 2011-2012 ESTIMATE 2,100,623 2012-2013 REQUEST 1,622,000 3,243 3,243 5,000 5,000 - - 478,623 478,623 1,622,000 1,622,000 1,622,000 - 901,948 901,948 2,100,623 37 2,305,000 2,305,000 (144,817) SOLID WASTE FUND Collection and disposal of residential solid waste is accounted for in this fund. 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.) In FY2011, a residential collection charge was assessed per customer at the rate of $5 per month. This charge eliminated the need for the General Fund subsidy and made the Solid Waste fund self-supporting. Accordingly, the Solid Waste Fund is now reorganized as an Enterprise Fund. In 2000, 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 efforts and its household hazardous waste collection efforts. This fee pays for pass through costs for landfill services and extra sanitation services such as the household hazardous waste days and spring cleanups. Solid Waste Fees vs. General Fund Transfer 3.5 3.0 2.5 2.0 1.5 1.0 Each year, revenue projections are based on the number of solid waste accounts in the program. The Public Works Department is responsible for the Solid Waste Program. SOLID WASTE FUND Net Working Capital July 1, Sources: Estimated Revenues Transfers In: General Fund Total Transfers In Total Sources Uses: Expenditures Personnel Operating Transfers Out: Debt Service Fund Equipment Replacement Fund Radio Communication Fund Total Transfers Out Total Uses Net Working Capital June 30, 0.5 - 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Fees 1,688,146 1,842,607 1,970,676 1,480,642 1,790,356 1,807,094 1,869,927 3,146,724 3,090,00 3,093,500 Transf er 943,914 898,204 2010-2011 ACTUAL 1,172,436 1,877,405 1,939,565 1,345,700 1,193,998 - 2011-2012 BUDGET 165,569 2011-2012 ESTIMATE 490,830 2012-2013 REQUEST 847,304 3,152,246 3,111,000 3,094,900 3,098,400 3,152,246 3,111,000 3,094,900 3,098,400 843,052 1,786,877 797,155 1,930,215 793,128 1,918,918 811,516 2,386,949 20,887 10,600 31,487 2,661,416 490,830 20,935 250,000 5,400 276,335 3,003,705 272,864 20,980 5,400 26,380 2,738,426 847,304 20,979 38 5,400 26,379 3,224,844 720,860 DESERT HILLS GOLF COURSE FUND The Parks and Recreation Department operates the Desert Hills Golf Course. The Two Percent Tax was used historically to subsidize operations at the course, but council has long sought that golf revenues fund the course. To this end, the transfer from the tax has been reduced over the years. Lately, that transfer was limited to the amount of debt service paid by the fund. During fiscal 2003, the fund had intended to limit this transfer even further, believing that operations would allow a reduction in the transfer. Golf Revenues and 2% Tax Transfer 3.0 2.5 2.0 1.5 1.0 0.5 2% Transfer Golf Revenues 2004 2005 2006 2007 2008 2009 2010 2011 233,340 434,805 231,532 231,334 230,725 234,659 232,313 - 2,039,022 2,098,483 2,302,607 2,290,765 2,235,772 2,452,104 2,036,641 2,018,015 2012 2013 1,997,800 2,015,500 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. Over the years, a transfer from the Two Percent Tax Fund covered 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 Personnel Operating Total Uses Net Working Capital June 30, 2010-2011 ACTUAL 97,897 2011-2012 BUDGET 316,202 2011-2012 ESTIMATE 232,094 2012-2013 REQUEST 180,678 2,018,015 2,041,400 1,997,800 2,015,500 2,018,015 2,041,400 1,997,800 2,015,500 787,223 1,096,595 1,883,818 232,094 890,488 1,162,222 2,052,710 304,892 863,267 1,185,949 2,049,216 180,678 963,843 1,164,830 2,128,673 67,505 39 ARROYO DUNES GOLF COURSE FUND Also operated by the Parks and Recreation Department is the Arroyo Dunes Golf Course. No operating subsidy from the Two Percent Tax is used for this fund; however a transfer for a Capital Improvement Project will occur in FY13. ARROYO DUNES GOLF COURSE FUND Net Working Capital July 1, Sources: Estimated Revenues Transfers In: Two Percent Tax Fund Total Transfers In Total Sources Uses: Expenditures Personnel Operating Capital Improvements Total Uses Net Working Capital June 30, 2010-2011 ACTUAL 182,676 2011-2012 BUDGET 215,845 2011-2012 ESTIMATE 174,301 2012-2013 REQUEST 188,653 209,600 270,179 248,500 272,450 209,600 270,179 248,500 210,000 210,000 482,450 85,408 132,567 217,975 174,301 134,328 143,655 277,983 208,041 88,266 145,882 234,148 188,653 159,779 144,568 210,000 514,347 156,756 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. Since 2009, a suspension of the fund’s activities had been enacted except for emergency situations. All replacements were on hold during this time as well as the rents charged to the City departments. To reactivate the program within the fiscal constraints still facing the city, the Equipment Replacement Program was revamped to only include rolling stock equipment in excess of $50,000. Beginning in FY13, revised rents are budgeted and replacements scheduled. EQUIPMENT REPLACEMENT FUND Net Working Capital July 1, Sources: Estimated Revenues Transfers In: Solid Waste Fund Total Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Total Uses Net Working Capital June 30, 2010-2011 ACTUAL 16,328,924 2011-2012 BUDGET 15,597,524 2011-2012 ESTIMATE 15,711,556 2012-2013 REQUEST 15,715,712 72,092 60,000 55,000 1,419,582 72,092 250,000 250,000 310,000 55,000 1,419,582 (58,870) 748,330 689,460 15,711,556 37,202 2,750,000 2,787,202 13,120,322 37,202 13,642 50,844 15,715,712 12,582 3,250,179 3,262,761 13,872,533 40 EQUIPMENT MAINTENANCE FUND This fund accounts for the operations of fleet maintenance in the city and is managed within the Public Works Department. With the suspension of the equipment replacement program for the last several years, the age of the fleet has impacted the operational cost of this fund. EQUIPMENT MAINTENANCE FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Personnel Operating Capital Outlay Transfers Out: Radio Communication Fund Total Transfers Out Total Uses Undesignated Fund Balance June 30, 2010-2011 ACTUAL 393,782 2011-2012 BUDGET 791,798 2011-2012 ESTIMATE 224,555 2012-2013 REQUEST 13,977 3,268,921 3,268,921 3,298,500 3,298,500 3,323,000 3,323,000 3,701,098 3,701,098 1,036,542 2,400,706 - 1,050,661 2,406,571 102,000 1,054,180 2,448,498 30,000 1,079,849 2,549,905 35,000 900 900 3,438,148 224,555 900 900 3,560,132 530,166 900 900 3,533,578 13,977 900 900 3,665,654 49,421 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 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. INSURANCE RESERVE FUND Undesignated Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Personnel Operating Total Uses Undesignated Fund Balance June 30, 2010-2011 ACTUAL 943,546 2011-2012 BUDGET 733,562 2011-2012 ESTIMATE 369,320 2012-2013 REQUEST 288,948 2,024,415 2,024,415 2,248,741 2,248,741 2,246,991 2,246,991 2,466,569 2,466,569 73,259 2,525,381 2,598,641 369,320 68,647 2,065,376 2,134,023 848,280 69,825 2,257,538 2,327,363 288,948 70,179 1,746,058 1,816,237 939,280 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 54 57 61 64 67 70 75 83 87 99 103 Office of the Mayor and Council The Yuma City government exists to sustain the quality of life for those who live, work and visit our City. The City provides services and resources to ensure public safety and economic opportunities. Yuma City government is committed to providing high quality services in an efficient and cost effective manner. The Mayor and Council of the City of Yuma serve the citizens of Yuma. The Mayor and Council employ a City Administrator to execute the policies adopted at public meetings. Appointment of citizens to the City’s Boards and Commission’s are solicited through outreach to the community and service organizations. The Mayor and Council’s Executive Assistant provides support to the Mayor and six Councilmember’s and works in partnership with other City Departments. AUTHORIZED PERSONNEL Mayor’s Office* Total FY 11/12 1 1 FY 12/13 1 1 *does not reflect elected positions Listed are the Goal Action Items developed to guide our organization for the year ending June 30, 2013. Communication  Monitor and ensure fiscal accountability with ALL contracted and City funded agencies.  Support community organizations in their efforts to spur job growth.  Support community organizations in bringing job opportunities and career growth to our citizens.  Minimize general fund dollar allocation to outside agencies.  Re-allocate economic development support. Innovation  Encourage and maintain a business friendly environment to facilitate private, public sector projects and partnerships, while at the same time, respect and protect the taxpayer’s interests.  Maintain a progressive, modern and proactive approach to our daily business practices. 43 Accessibility  Participate in community wide organizations and forums to facilitate open and honest problem solving discussion. Make City government open and accessible to residents.  Encourage community leadership and participation in City government.  Continue to work with all area municipal elected and appointed officials on issues related to economic growth of projects, which are beneficial to our City and community. Commitment  Provide clear policy directions to City staff.  Support and fully fund the City’s core public services, to ensure the safety and health of our citizens.  Support other usual services, consistent with the City’s commitment to quality of life. Mayor's Office 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget 247,006 270,524 252,757 231,030 247,006 270,524 252,757 231,030 Operational costs have increased slightly from last year’s budget with the majority of the increase reflected in personnel costs. A new Administrative Assistant position is included with a portion of the salary to be paid from the Mayor’s Office budget. This position will be based out of City Administration and shared with the Mayor’s Office and the City Attorney’s Office. GENERAL FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 108,809 117,099 109,345 113,638 Operating 138,197 153,425 143,412 117,392 - - - - 247,006 270,524 252,757 231,030 Capital Outlay FY 2012-2013 General Fund Budget (in thousands) $117 $113 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 Yuma Municipal Court is part of the integrated judicial system for Arizona, 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. 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 has two elected Judges and four part-time pro tem judges (attorneys who are available on-call as required). To be qualified for the position of presiding Judge, the person must be an attorney and member in good standing with the Arizona Bar Association for the past five years. The associate judge is not required to be an attorney or member of the Arizona Bar Association, 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 five years preceding the day of election or appointment. AUTHORIZED PERSONNEL Municipal Court Total FY 11/12 17 17 FY 12/13 17 17 *does not reflect elected positions COURT FUNCTIONS: The Yuma Municipal court is a limited jurisdiction court. It is the third branch of government and is a nonpolitical entity. It has jurisdiction over misdemeanor criminal, criminal traffic and civil traffic cases that occur within the city limits of Yuma, including but not limited to:  DUIs (driving under the influence)  Driving on suspended licenses  Reckless driving  Possession of marijuana and/or drug paraphernalia  Domestic Violence cases such as: Assaults, Disorderly Conduct, Threats, Criminal Damage, etc  Non-domestic Violence cases  Shoplifting and theft 45    Underage liquor violations City Ordinance violations 24 hour search warrant and emergency orders (duty shared with other county Judges) 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 also handles civil traffic, parking and 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. The court has two elected Municipal Judges and four part-time (as needed) pro tem judges that are attorneys. To be qualified for the position of presiding judge, the person must be an attorney and member in good standing for the past five years of the Arizona Bar Association. The associate judge is not required to be an attorney or a member of the Arizona Bar Association, 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. 2010-2011 ACCOMPLISHMENTS:            Implemented legislative changes effective July 20, 2011 and January 1, 2012. Transition from retiring Judge Davis to the newly elected Judge Umphress. Language Access Plan to ensure that the court provides a resource for interpreters for all languages. Police officers now have access from their DIMs to the court room media equipment to show photographs and video as evidence. Judicial Enforcement Unit monitored counseling compliance for approximately 1,300 defendants monthly. Address Confidentiality Program Assessment ($50 per charge) is now added to cases for family offenses of harassment and stalking with domestic violence convictions. From July 20, 2011 to December 31, 2011 the county provided week-end/holiday pro tem initial appearances for 1,035 persons arrested, of those 314 were for Yuma Municipal Court. Collected $21,578 for reimbursement of incarceration during FY 10-11. Processed 5,180 credit card transactions. Collected $79,283 in restitution for victims in FY 10-11. Staff attended 372.5 professional development hours. Revenues Collected by the Court represent monies collected from four sources: 1. Fines, Sanctions and Forfeitures (monetary penalties assessed and bond forfeitures) 2. Surcharges (monetary assessments authorized by statutes) 3. Fees (collectible fees for services, case processing and other court services) 4. Miscellaneous or any other revenue source 46 The court’s Judicial Enforcement Unit (JEU) is responsible for maximizing collections of fines, fees and restitution owed by defendants, and enforcing compliance for court ordered counseling. Through the Fines, Fees, and Restitution Enforcement (FARE) collection program, the court has collected: FY 2009 FY 2010 FY 2011 FY12 (July-Dec) $69,405 $73,159 $67,464 $32,912 The Tax Intercept Program (TIPS) collected delinquent accounts from interceptions by the State of Arizona for defendant’s tax refunds and lottery winnings. FY 2007 FY 2008 FY 2009 FY 2010 $21,668 $32,147 $50,728 $36,094 Overall, the JEU has collected the following amounts for the City of Yuma, State of Arizona, and other agencies. FY Total Revenue Collected Total City Total State & Other Agencies 2007 $2,060,278 $980,754 $1,079,494 2008 $2,549,800 $1,173,988 $1,375,834 2009 $2,647,056 $1,245,811 $1,401,245 2010 $2,926,340 $1,416,517 $1,509,823 2011 $2,973,022 $1,480,977 $1,492,045 CASE GROWTH TRENDS The court processed 16,904 new case filings and completed 21,158 cases during FY2011. Case filings are received from the City of Yuma Police Department, Arizona Western College, Department of Public Safety, and MVD Department of Transportation (Port of Entry). YUMA COUNTY MUNICIPAL COURTS CASE ACTIVITY FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 TRAFFIC (CIVIL/CRIMINAL) 12,744 11,509 10,453 11,689 11,488 Misdemeanors 4,853 4,491 3,963 3,984 3,899 Orders of Protection 443 447 473 521 451 DUI 654 667 687 557 429 47 GOALS FOR 2011-2012:          Continue to improve DUI case processing time. Implement statutory requirements for Home Detention Program for DUI offenders. Kiosk for in-lobby payments. Look for partnerships to create a program for Community Restitution (community service). Improve inter-active voice services. Public Access Computer in lobby for research and completing forms. Work on warrant amnesty program with JEU and local law enforcement. Electronic document filing and document scanning. Electronic citations. Municipal Court 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget 1,467,387 1,497,314 1,420,921 1,599,755 1,467,387 1,497,314 1,420,921 1,599,755 For fiscal year 2013, the Municipal Court presents a budget of $1,599,755, an increase of $102,441 over the current year’s budget. The increase to the court’s budget is driven by anticipated grant monies to fund a kiosk system, hand-held devices for 3-citations and laptops for the judges. GENERAL FUND 10/11 Actual Personal Services Operating 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget 1,161,563 1,200,458 1,165,082 1,223,832 293,177 284,856 245,951 275,023 - - - - 1,454,740 1,485,314 1,411,033 1,498,855 Capital Outlay FY 2012-2013 General Fund Budget (in thousands) $1,223 $275 Personnel Operating Capital Outlay APPROPRIATED GRANTS FUND 10/11 Actual Personal Services 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget - - - - Operating 11,115 12,000 9,888 100,900 Capital Outlay 1,532 - - - 12,647 12,000 9,888 100,900 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 direction of the City Administrator. The overall City Administration budget covers salaries and associated costs for forty-five full-time personnel. There are seven budgetary divisions: Administration, Media & Public Affairs, Heritage Area, City Clerk’s Office, Elections, Economic Development and Facilities Maintenance. The Administration division manages the overall resources of the City, ensures the implementation of Council policy, guides citywide organizational development, monitors progress toward objectives and administers the city debt policy programs. AUTHORIZED PERSONNEL Administration Media & Public Affairs Heritage Area City Clerk’s Office Neighborhood Services Economic Development Facilities Maintenance Total FY 11/12 5 5 5 4 7 1 15 42 FY 12/13 6 5 5 4 7 1 15 43 The Community Relations staff provides information to the citizens of Yuma and international / national/regional/local media outlets about City and community initiatives, projects and events. The team involves the City, and other organizations whenever possible, in regional efforts designed to foster good will and promote community-wide communication opportunities. The Heritage Area Division provides City staff and operational support by contract to the Yuma Crossing 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 federal funding through the National Park Service. The staff works 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. 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 is thriving as new relationships are being built and encouraged to join our community. Working closely with GYEDC, success and growth are in the air. The Facilities Management Division is responsible for the repairs, maintenance, and ongoing care of 814,000 square feet of buildings, as well as surrounding landscaping and parking areas. The Facilities Management Division manages work requests, maintenance and repair, preventive and predictive maintenance, and custodial support services. 2010-2011 ACCOMPLISHMENTS: Administration  Administration’s ‘open door’ policy has continued with communication within the organization and with the City as a whole.  Hired an Operations Administrator which enhanced day to day operations.  Administration recognized four (4) Employee’s of the Quarter and four (4) Supervisors of the Quarter. Media & Public Affairs  Added a new programming block to our schedule. The addition of a Press Conference half-hour block that plays twice daily on City 73 allows televising complete press conferences in their entirety rather than just bits and pieces that were played in our magazine style show. Some events shown in this format were the Granite Table Dedication Ceremony, a Bullying Press Conference at YPD, Cemetery Renaming Ceremony, YPD & YFD Groundbreaking Ceremonies, and a few other.  Televised two live events. One was Judge Andrew Gould's Investiture Ceremony that brought the highest ranking judges in our state to Yuma. The program was viewed and complimented by many. The second event supported the Department of Homeland Security by televising a Memorial Service for 2 Border Patrol Officers who were killed in the line of duty. Out of state families of Hector Clark and Eddy Rojas were able to watch the video through streaming video.  Replaced City News program with Yuma 411 program. Yuma 411 allows us to cover many events that happen in our city and not restrain us from running them on the channel because they are not tied to timeliness as news is. This has allowed us to cover anything and everything that happens in our city with less worry about the time when the show airs. Yuma Crossing National Heritage Area  Amassed a total of $11.9 million in grants for restoration of the Yuma East Wetlands since 2001.  Completed innovative program to clear and plant the bank line of the main stem of the Colorado River as part  Secured funding from Multi-Species Conservation Program (Bureau of Reclamation) for long-term maintenance support for the Yuma East Wetlands.  Facilitated development of Yuma Federal Courthouse project, which is scheduled for completion in the first half of 2013.  Completed West Wetlands Lower Bench mitigation  Operates and maintains the Yuma Quartermaster Depot State Historic Park on behalf of the City and community. Produced and promoted a series of special events which has significantly increased park attendance.  Assumed financial responsibility and operational management of Yuma Territorial Prison State Historic Park. Addressed deferred maintenance issues at park and designed and implemented a major upgrading of the park’s museum exhibits. 50  With federal TEA-21 grants, completed multi-use pathways along West Wetlands Parkway and along the Yuma Main Canal connecting Pivot Point Plaza to 4th Avenue. Completed downtown wayfinding system. Completed design for extension of multi-use pathway from Gateway Park to Avenue 2E alignment. City Clerk  Ran a successful 2011 Primary & General Election  Partnered with County Recorder and presented election training to the local high schools to educate the youth and promote voting  Coordinated Document Management/Retention training with Arizona Dept of Library Archives and Public Records to hold a citywide training which also included the surrounding local agencies. Economic Development  Secured $320K ACA grant to assist in locating 61 Insultech jobs.  Adopted administrative policy regarding primary industry incentives.  Fostered a line a communication with the business community.  Enhanced Advisory/Partnership with Greater Yuma Economic Development. Facilities Maintenance  Installed 30 kW Solar System at Yuma Civic Center.  Secured 15 new Service Contracts for FM Services.  Coordinated logistics on hanging the airplane as well as installation & programming of the track lights that illuminate it. Staff installed & wired the track lights.  Project manager on the installation of the granite table here at City Hall; staff transported & install the tables.  Project manager on constructing cage & installing HVAC at Pivot Point (laser equipment room). GOALS FOR 2012-2013: Administration  Continue to work to maintain our core City services at their high level while staying within our budget.  Continue to work with our partners to spur economic growth and jobs.  Continue to remain flexible to support our Citizens and businesses.  Continue to support and get involved in our Community’s Awareness. Media & Public Affairs  Add new programming to schedule. After pilot program "Clocked Out" played during one of our City News programs, decision was made to make a series of programs that highlight city employees during their time away from work. The idea is to show the audience that city employees are like any one else and share similar goals, responsibilities, and hobbies outside of work.  Create Department highlight videos to be added to the schedule.  Replace cameras in City Council Chambers with High Definition Cameras and start the entire HD conversion in the chambers.  With the success of the two live events this year, add live capabilities to other city buildings for live press conferences and meetings. Yuma Crossing National Heritage Area  Maintain 400 acres of restoration in Yuma East Wetlands through partnership funding from the Bureau of Reclamation/Multi-Species Conservation Program, the Heritage Area, Quechan Indian Tribe and City of Yuma.  Expand and maintain bank line restoration efforts from East Wetlands to downtown riverfront and West Wetlands.  Facilitate completion and opening of new Federal Courthouse in riverfront project. 51   Achieve operational self-sufficiency at the Yuma Territorial Prison State Historic Park by increasing revenues and reducing expenses.  Maintain operations at Yuma Quartermaster Depot State Historic Park. Coordinate with Yuma Visitors Bureau the operations of the Arizona Welcome Center. Plan, produce and implement a series of special events to increase attendance and community awareness of the park.  Coordinate with the riverfront developer to secure additional private investment and development. Complete the extension of the riverfront multi-use pathway system from Gateway Park to the 2E alignment along the MODE levee. City Clerk  Greater citywide coordination of Records Management/Retention.  Continue to build document management storage for easier citywide searching and document retrieval.  Strategize with individual liaisons and the City Council Office to promote greater community participation on the City’s Boards and Commissions. Economic Development  Virtual Speculative buildings on private land (at least two).  Marketing of surplus or remnant city owned real property.  Project resulting in additional housing options in the Heritage Area. Facilities Maintenance  Complete Long Range Facilities Planning Worksheets by Facility.  Integrate Energy Management Control Systems in City Buildings.  HVAC Replacements / Upgrades - City Hall and Yuma Civic Center.  Train & develop staff on Facilities Management.  Retrofit landscape lighting and bank lighting at City Hall to more efficient lamps.  Seal coat & re-stripe the City Hall parking lots.  Perform TEGG/Arch Flash Compliance study at the North End Community Center & Martin Luther King Center. 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget 383,478 451,484 467,933 523,146 City Administration Strategic Communications Heritage Area 607,660 657,890 593,700 654,281 1,163,325 2,209,876 867,383 1,475,059 City Clerk's Office 273,642 262,074 242,025 241,203 Elections Neighborhood Development 40,059 150,000 135,000 120,000 1,963,568 2,387,218 1,481,183 2,524,320 Economic Development 225,000 301,562 324,339 343,906 Facilities Maintenance 1,592,803 1,512,399 977,115 916,002 6,249,535 7,932,503 5,088,678 6,797,917 52 The City Administrator’s budget shows a decrease of 14% from the current year budget. Despite the addition of a new Administrative Assistant position (shared with Mayor’s Office and City Attorney’s Office), the City Administration is decreasing substantially by the dramatic reduction in Grant monies. GENERAL FUND 10/11 Actual Personal Services Operating 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget 1,911,255 2,124,766 2,119,342 2,150,098 948,657 1,208,518 1,027,741 1,127,499 1,210 - - 13,700 2,861,122 3,333,284 3,147,083 3,291,297 Capital Outlay FY 2012-2013 General Fund Budget (in thousands) $1,127 $2,150 $13 Personnel Operating Capital Outlay RIVERFRONT REDEVELOPMENT FUND 10/11 Actual Personal Services Operating 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget - - - - 571,931 557,323 557,323 557,323 - - - - 571,931 557,323 557,323 557,323 Capital Outlay APPROPRIATED GRANTS FUND 10/11 Actual Personal Services Operating Capital Outlay 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget 398,710 390,486 248,551 340,891 2,410,477 3,632,410 1,116,721 2,608,406 7,295 19,000 19,000 - 2,816,482 4,041,896 1,384,272 2,949,297 53 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 11/12 8 2 10 FY 12/13 8 2 10 2011-2012 ACCOMPLISHMENTS: CIVIL DIVISION  Continued to reorganize office processes and functions to assist City with fiscal efficiency.  Heightened enforcement of 2% City sales tax non-payment violations.  Reviewed statistical analysis of case and litigation matters and reports.  Continued to revise and improve Risk Management forms and procedures.  Worked more efficiently with the C.I.P. program.  Assisted and participated as directed with City Administration in revising the C.I.P. process.  Developed procedures for estimating graffiti abatement costs to provide the court with more an accurate accounting of damages.  Assisted the City of Yuma Fire Department and the outside attorney with the process to obtain the Certificate of Necessity.  Assisted the City Administrator with the Yuma County Intergovernmental Public Transportation Authority (YCIPTA) Master Intergovernmental Agreement.  Held a Certificate of Insurance training session for city employees to review Certificates of Insurance and the endorsements required under city contracts, leases and special permits. The focus was to make employees aware of what to look for on a Certificate of Insurance, to identify when an endorsement is required, and which endorsements are acceptable.  Developed a water contract for Bureau of Reclamation and General Motors.  Assisted with the Development Fee Ordinance and implementation of the new development fees.  Drafted development fee agreements and assisted in the collection of outstanding development fees.  Prepared presentations on retirement plan changes affecting city employees and elected officials.  Assisted in revising procedures and forms for special events.  Reviewed and evaluated insurance requirements on the use of existing City facilities.  Reviewed and updated insurance on City owned property, buildings and plants. 54 CITY PROSECUTOR  Processed more than 3,400 criminal/criminal traffic cases through the Yuma Municipal Court, including more than 900 domestic violence cases and 590 business victim cases.  Successfully negotiated settlement of 2% tax violations, involving collections in excess of $50,000. GOALS FOR 2011-2012: CIVIL DIVISION  Continue to implement and refine the City’s graffiti abatement process including: collecting on criminal restitution orders, converting restitution orders to civil judgments for non-payers, working with the county prosecutor and the juvenile court system to recover the City’s full damages in juvenile graffiti prosecutions, and assisting the City’s internal departments in documenting files for possible evidentiary admission.  Develop and draft legal forms authorizing improvement districts and resolutions for future subdivisions, business parks, and other developments.  Assist with changes to Utility Regulations Article.  Continue to provide legal assistance for implementing, negotiating and drafting development agreements to assist the business community in meeting their financial obligations when constructing new building.  Continue to thoroughly review all claims against the City and provide legal analysis on the merits of the allegations as well as any possible mitigating factors or defenses associated with the value of the claims;  Continue to review damages to City owned property and aggressively seek contribution from the responsible party, or the party’s insurance carrier.  Utilize existing hardware and develop new litigation tools to become more efficient and ultimately conserve time, resources and energy in carrying out the mission of the Office.  Begin process of changing over to electronic records. CITY PROSECUTOR  Continue providing quality prosecutorial services.  Continue to work with IT to modify/enhance the Prosecutor’s database to allow documents to be electronically stored and accessed.  Successfully prosecute the city code violations occurring in mobile home parks.  Successfully prosecute pending graffiti cases pending in the Yuma Municipal Court and obtain restitution for the victims of such crimes.  Continue the Pre-Arraignment Negotiation process.  Continue providing victim rights services. 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget City Attorney Administration 906,371 1,136,501 1,089,687 1,182,912 Insurance Litigation 204,398 551,000 208,000 326,000 Non-insurance Litigation 1,302,493 361,000 880,000 443,000 City Prosecutor 241,895 230,249 222,952 226,852 2,655,157 2,278,750 2,400,639 2,178,764 The City Attorney’s Office budget has decreased 3% below the adjusted budget. While General Fund expenditures increased due to a portion of a new Administrative Assistant (position to be shared between City Administration and Mayor’s Office), grant and litigation expenditures decreased resulting in a flat budget. 55 GENERAL FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 681,757 794,341 766,000 870,630 Operating 388,507 495,202 470,854 465,313 - - - - 1,070,264 1,289,543 1,236,854 1,335,943 Capital Outlay FY 2012-2013 General Fund Budget (in thousands) $465 $870 Personnel Operating Capital Outlay APPROPRIATED GRANTS FUND 10/11 Actual Personal Services Operating Capital Outlay 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget 3,901 4,600 4,300 - 699 700 700 700 - - - - 4,600 5,300 5,000 700 INSURANCE RESERVE FUND 10/11 Actual Personal Services Operating Capital Outlay 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget 73,259 68,647 69,825 70,179 1,507,034 915,260 1,088,960 771,942 - - - - 1,580,293 983,907 1,158,785 842,121 56 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 for all technology systems used by the City of Yuma and its employees. ITS also provides support and services to other Law Enforcement agencies servicing the Yuma County area which provide 9-1-1 services or are members of the Yuma Regional Communication System (YRCS) consortium. Department staff is on call 24/7 to ensure the on-going operation and availability of technology systems and consist of the following business areas: Administration: Staff oversees all department operations. Staff administers and manages the technology projects, department budget and ensures that information technology systems are successfully implemented, maintained and secured. Staff also provides contract management and technical leadership to city departments and partnership organizations. Application Support and Integration: Staff specializes in the analysis, design, development, maintenance and implementation of new and/or upgraded automated business systems. Staff manages large scale projects and assists with product selection, implementation, data conversion and systems integration. Examples of applications supported include:              YRCS Public Safety (9-1-1, Computer Aided Dispatch, Records Management, Mobile Data Computing and Radio Communications) Geographic Information Systems (GIS) e-Business AUTHORIZED FY FY Document Imaging PERSONNEL 11/12 12/13 SCADA (i.e. Water and Wastewater) Administration 3 3 Web Development Technical Support 26 26 Email/Internet Services Radio Communications 3 4 Telephone and Voice Mail Services Financials Total 32 33 Payroll/Personnel Community Development Parks and Recreation Etc. Network Administration and Security: Staff specializes in the installation, maintenance, upgrade and repair of 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 end-user, 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, including all associated infrastructures. Staff troubleshoots and 57 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. 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 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 technology systems. Staff also manages vendor payments and tracks and manages all related assets, product licenses and contracts. Computer Hardware and Software Training: Staff provides basic to high-level technical instruction in the use and operation of 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. 2011-2012 ACCOMPLISHMENTS:               Worked with Yuma Police to begin the assessment and requirements of departments’ near future Information Technology Plan. Worked with Yuma County Public Safety agencies to continue the installation of Yuma County Regional Public Safety computer software system and associated hardware, data migrations and end-user training. Began working with Yuma County to research possibility of moving to Countywide GIS system. Worked to determine if decentralized systems can be centralized to decrease support and maintenance costs. Worked with Community Development to complete Phase I implementation of new computer software system. Began planning of Community Developments e-Reviews and Citizen Access Portal, Phase II implementation of new computer software system. Worked with Utilities and Finance on the assessment and transition to a new computer software system to support monthly Utility billing and collection cycle. Worked with Finance to complete the design and implementation of a new Public Administration computer software system. Worked with Human Resources and Finance to complete the design implementation of a new Payroll/Personnel computer software system. Expanded the Storage Area Networks at Yuma Police and City Hall for long term data storage capacity. Completed migration of multiple physical servers into a virtual environment. Began redesign of City’s website. Continued to expand the use and operation of the YRCS system and participate as a member of the YRCS Council. Continued to manage and enhance elements of City’s Enterprise GIS system. 58   Continued to manage and safeguard the integrity of City automated business systems and network infrastructures. Continued to provide technical guidance and support for department specific and citywide technologies. GOALS FOR 2012-2013:       Public Safety: Complete Phase I implementation of new Public Safety computer software system for City of Yuma Police, Fire and Yuma County Sheriff’s office. Begin Phase II implementation of new Public Safety computer software system for remaining YRCS Public Safety agencies. Identify and implement elements of Yuma Police Information Technology Plan. Continue assisting Yuma Police with the construction of new satellite office. Continue assisting Yuma Fire with Fire Station #1 construction/remodel. Continue expansion of YRCS radio infrastructure throughout Yuma Count and State of Arizona.  Community Development: Continue Community Developments Phase II implementation of new computer software system to include e-Reviews and Citizen Access Portal,  Public Works/Streets: Continue working with Public Works to assist with asset management tracking within Enterprise GIS.    Utilities: Continue to assist Utilities with Fixed Network Water Meter Reading System pilot project. Continue work with Utilities to develop Utility Modeling System within Enterprise GIS. Work with Utilities to complete the implementation of new Utility billing computer software system.  Finance: Work with Finance to complete the implementation of new Utility billing computer software system, including on line and over the phone Utility payments.     General: Continue migrating physical servers to virtual environment as warranted. Begin implementation of desktop virtualization as warranted. Continue to redesign, modify and enhance City’s website. As approved, begin to implement Countywide GIS system. 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget IT Administration 304,105 4,289,444 386,400 359,805 Citywide IT Services 304,853 397,389 394,639 436,083 Technical Support 1,775,619 1,706,380 1,645,909 1,855,706 Radio Maintenance 3,188,643 3,226,050 2,639,219 4,187,661 5,573,220 9,619,263 5,066,167 6,839,255 For fiscal year 2013, the Department of Information Technology Services presents a budget of $6,859,255, a decrease from the current year due to reduced grant funding. There appears to be a large increase in Personal Services in the General Fund, but the majority of this is due to a shift of payroll 59 expenses back to General Fund and YRCS from a grant that has ended. The YRCS fund does have a new Wireless Communications Technician budgeted. GENERAL FUND 10/11 Actual Personal Services 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget 1,896,307 1,889,647 1,932,433 2,138,070 Operating 376,488 461,966 452,915 483,824 Capital Outlay 111,782 41,600 41,600 29,700 2,384,577 2,393,213 2,426,948 2,651,594 FY 2012-2013 General Fund Budget (in thousands) $2,138 $483 $29 Personnel Operating Capital Outlay YUMA REGIONAL COMMUNICATIONS SYSTEM FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 195,013 180,429 172,425 364,093 Operating 502,806 204,115 171,595 455,038 Capital Outlay 496,126 230,000 160,000 242,167 1,193,945 614,544 504,020 1,061,298 The YRCS fund is used to track the funding and expenditures of the costs associated with use, operation and maintenance of YRCS systems used in a joint capacity by Yuma County Public Safety agencies and other local and state emergency response agencies. YRCS systems currently include the 800/700 MHz digital trunked radio system, 9-1-1 administration and GIS mapping, and Yuma County’s public safety computer software system. Those agencies on the specific systems have the ability to securely communicate with each other during emergency situations or as needed. To assist with the upkeep, expansion and maintenance of these systems, grants and YRCS agencies assist with contributions based on systems used. APPROPRIATED GRANTS FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 151,352 263,662 132,836 - Operating 984,594 1,241,728 413,570 687,383 Capital Outlay 774,846 5,106,116 1,588,793 2,438,980 1,910,792 6,611,506 2,135,199 3,126,363 60 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 Total FY 10/11 3 6 7 11 27 FY 11/12 3 6 7 11 27 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, surplus property activities, including the City live and online 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. 2011-2012 ACCOMPLISHMENTS: Administration  Received 8th consecutive Government Finance Officers Association Distinguished Budget Presentation Award. Accounting  Performed internal audits of department timekeeping and other payroll functions.  Received 30th consecutive Certificate of Achievement for Excellence in Financial Reporting. 61     Continued to maintain favorable bond ratings. Continued to train department users on the new financial system. Setup and trained department users on the new payroll system. Performed internal audits of department timekeeping and other payroll functions. Purchasing  Made modifications to the bid processor to reduce staff process time.  Upgraded Contracts and Bid templates to comply with new state mandates. Continued to provide training for City divisions utilizing the financial software system.  Revised and redistributed commodity portfolios to improve customer service.  In early February, began to issue all procurement solicitations on www.AZPurchasing.org, which serves purchasers across different disciplines for the purposes of; developing a central and statewide prospective bidder’s list, posting solicitations and requests for quotations online and to more effectively disseminate solicitation information to the vendor and varied buyer communities. Customer Service  Changed out existing water meters with the Automated Meter Readers.  Implemented licensing and collection procedures for Animal Licensing. GOALS FOR 2012-2013: Administration  Receive the Government Finance Officers Association Distinguished Budget Presentation Award for ninth time. Accounting  Produce and Distribute the 2012 Comprehensive Annual Financial Report by September 27, 2012.  Oversee the City's financial situation in order to maintain or improve our bond rating.  Receive the City's 31st Certificate of Achievement for Excellence in Financial Reporting.  Implement a pay card system for employees.  Setup and train employees on the new payroll e-portal module.  Continue to provide training to City employees on the new financial system. Customer Service  Continue to change out existing water meters with the Automated Meter Readers and switch accounts to a monthly billing.  Successful transition to new Business Licensing module.  Successful conversion to new utility billing system. Purchasing  Continue to streamline purchasing and contracting methodology to reduce time in process and provide improved customer service.  Continue to seek long term contracting opportunities that allow a streamlined ordering process for city staff.  Continue to provide outreach training for City divisions that utilize the financial software system.  Continue to offer integrated purchasing training to internal users.  Continue to train staff in the new financial system.  Outreach to vendors about How to Do Business with the City of Yuma.  Continue to expand the use of the Public Surplus Auction. 62 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Finance Administration 243,199 317,342 314,465 329,607 Customer Services 90,603 96,716 94,375 108,187 Purchasing 391,065 405,667 404,581 437,086 Accounting 767,675 949,118 835,741 962,599 1,492,542 1,768,843 1,649,162 1,837,479 For fiscal year 2013, the Finance Department presents a budget of $1,837,479. This is a 3.8% increase over the current year’s budget and is primarily due to personnel expenditures (part-time, pay increase, reclassification), capital purchase of electric forklift for warehouse operations, and security cameras for Customer Service counter. GENERAL FUND 10/11 Actual Personal Services Operating Capital Outlay 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget 1,282,817 1,415,250 1,398,207 1,461,158 208,345 353,593 250,955 364,321 1,380 - - 12,000 1,492,542 1,768,843 1,649,162 1,837,479 FY 2012-2013 General Fund Budget ( in t ho us a nds ) $1,461 $364 $12 Personnel Operating 63 Capital Outlay Human Resources The Human Resources Department exists to provide a full range of Human Resources and Environmental Health and Safety services for municipal employers, employees and residents of the City of Yuma. The Human Resources Department 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. Additionally, the department coordinates programs related to Environmental Health & Safety Compliance; these programs include employee training, and facility and process inspections. We also handle workers compensation, medical and military leave, and retirement. AUTHORIZED PERSONNEL Human Resources & Environmental Health & Safety Total FY 11/12 FY 12/13 10 11 10 11 2012-2013 ACCOMPLISHMENTS:       Continued to work with the YABC Board of Trustees during the 2011-2012 fiscal year. For the 2011 calendar year, the City of Yuma’s Human Resources Department processed the following: o 147 personnel requisitions requesting to fill vacant positions o 93,166 hits on our job postings o 4,770 applications o 1,369 applicants were scheduled for written exams o After the screening and testing process, 739 applicants were referred to the departments for interviews o And 299 hires and promotions Assisted employees with 199 industrial injuries. Processed 230 requests for Family Medical Leave for employees or their family members. Continued to provide high quality skill and safety focused training to City employees. A total of 910 employees were trained in 76 topic areas. This represented a total of 3,000+ contact hours. Continued to receive one of the best insurance rates for City liability insurance due to the management of the risk experience ratings. GOALS FOR 2012-2013:   Work to attract and recruit qualified paraprofessional and professionals to the City of Yuma. Continue to reassess the City’s hiring process to identify philosophical and technical changes that will expedite the process. 64                     Continue to 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. With the implementation of the New World payroll system, work with all departments to maximize the capability of the system and improve employee access to their information. Establish hiring practice training for new supervisors. 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. Continue implementation of city-wide review process/committee to analyze all vehicle accidents and incorporate changes that will reduce these accidents. Continue to refine City’s return to work program to decrease lost workdays for employees suffering job-related injuries. Make safety a priority in all departments and increase safety training for all City employees and focus on job and department specific training. Continue to 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. Network with Arizona peers for improvement in Human Resources Environmental and Safety issues. Provide more City-specific training to supervisors and employees on identified areas of need. Continue working closely with the Household Hazardous Waste (Countywide) program on implementing a safety and regulatory training program, mitigating safety incidents, and providing technical and compliance guidance. Manage an Environmental Health & Safety compliance program for all City departments. Perform annual site Environmental Health & Safety inspections and assessments. While improving upon last years inspections. Manage a Citywide Regulated Waste program. This coming fiscal year we will focus on reducing our annual cost of disposing regulated waste. We will accomplish this by; advocating a purchase when needed policy, reusing materials when feasible, and by finding secondary uses for large/consistent waste streams. Continue updating the Environmental Health & Safety Regulations Manual. Develop a GIS based management system to manage our environmental foot print. Manage the Universal Waste Program for all spent batteries, light bulbs, and mercury containing materials citywide. Human Resource Administration 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget 722,051 891,049 884,565 889,403 722,051 891,049 884,565 889,403 The Human Resources Department presents a budget of $904,298. A new Safety and Environmental Specialist position is included for FY13. Costs associated for this new position are almost completely offset by reductions in their operating expenditures. 65 GENERAL FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 618,783 643,715 646,673 727,266 Operating 103,268 247,334 237,892 156,137 - - - 6,000 722,051 891,049 884,565 889,403 Capital Outlay FY 2012-2013 General Fund Budget (in thousands) $727 $156 $6 Personnel Operating 66 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 continues to met the challenge of the changing economy by doing more with less. The Department handles the projected $1,015,500 in revenues and manages the $2,762,572 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. DCD is proud of their extraordinary customer service, which anticipates customers’ needs and many times provides the solution before the customer requests it. AUTHORIZED PERSONNEL Administration FY 11/12 2 FY 12/13 2 The Building Safety Division provides services needed to meet the needs of all the construction activity in the City. Staff meets with the public, reviews building plans, issues building permits, performs inspections of Building Safety 19 19 construction, and ensures Council adopted codes are Community Planning 12 12 enforced. This last year the Building Safety Division performed over 1,546 plan reviews, and issued 3,720 Total 33 33 construction permits. The Code Enforcement Specialists are a part of the Building Safety Division. They provide support and service for the Community Planning Division. During the past year, Code Enforcement has worked closely with the Yuma Police Department to resolve issues that require a multi-disciplined approach. 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 all city business license applications and assists customers through weekly scheduled pre-development meetings. The planners provide staff support to the Planning and Zoning Commission, Design and Historic Review Commission and Hearing Officer. The current major work item for the entire Community Planning Division is the update of the 2002 General Plan. With fewer staff, all the planners are participating in the General Plan update work effort. 67 2011-2012 ACCOMPLISHMENTS:  Processed approximately 105 new planning and zoning cases including 10 rezones, 51 design review and historic district review applications, 21 subdivisions and lot tie/split cases, and 12 cases that were decided by the Hearing Officer.  Staff facilitated and attended 224 Pre-Development Meetings (PDM).  Completed work on the individual elements of the General Plan. The General Plan was approved by the Planning and Zoning Commission and adopted by the City Council.  Issued 1,101 building permits, 1,684 plan reviews, 124 single-family homes constructed, with a total building valuation of $79M for calendar year 2011. GOALS FOR 2012-2013:  Phase two implementation of the EnerGov software system to include Citizen and Developer Access portal, Integrated Voice Response (IVR) system and attaching property specific files to parcels electronically.  Bring forward an update to the Business License code in conjunction with the new EnerGov software.  Provide public outreach for the general public on the Fall 2012 election on the 2012 General Plan and achieve voter approval of the Plan.  Adoption of the 2012 International Building Codes.  Work in partnership with the County Health Department to develop a joint plan for the abatement of homes identified as health hazards.  Implement a mobile home assessment program for all RV & mobile home parks within the City to ensure compliance with health and safety standards.  Continue to work in partnership with Yuma County, and the cities of Somerton and San Luis, the Town of Wellton, MCAS and YPG on the Yuma Regional Development Plan. 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Community Development 487,745 460,959 425,979 452,022 Building Safety 1,234,319 1,216,709 1,252,718 1,346,705 Community Planning 841,659 966,969 834,160 963,845 2,563,723 2,644,637 2,512,857 2,762,572 Overall the department is asking for General Fund support of $2,762,572. The operational expenditures are held flat, personnel costs are increasing due to a pay increase, and capital is requested to replace Toughbook computers for the Building Inspectors. 68 GENERAL FUND 10/11 Actual Personal Services Operating 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget 2,158,653 2,243,891 2,171,954 2,326,936 369,867 399,246 331,533 405,636 - - - 30,000 2,528,520 2,643,137 2,503,487 2,762,572 Capital Outlay FY 2012-2013 General Fund Budget (in thousands) $2,326 $405 $30 Personnel Operating Capital Outlay APPROPRIATED GRANTS FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 34,001 1,500 9,370 - Operating 1,202 - - - - - - - 35,203 1,500 9,370 - Capital Outlay 69 Public Works The Public Works Department is committed in providing the highest quality, effective and environmentally sound public services to our residents. We pledge continuous improvement through high performance, customer service, communication, innovations and teamwork for the needs and requirements of the citizens and visitors of Yuma, as well as our neighboring communities. The Street Division is charged with maintaining a vast City infrastructure that includes 357 centerline street miles, 6718 streetlights, 292 miles of pavement markings 86 retention basins and 596 miles of concrete curb. Street services include:       AUTHORIZED PERSONNEL Fleet Services Code Enforcement Compliance Right-Of-Way Maintenance Asphalt Maintenance Traffic Signs and Markings Street Sweeping Concrete repairs for sidewalks, curbs & gutters FY 11/12 17 FY 12/13 17 Solid Waste 13 13 Street Maintenance 46 46 76 76 Total The Solid Waste Division is responsible for solid waste pickup and serves approximately 21,000 residential customers and 560 commercial customers. In addition, the division oversees the recycling and environmental programs such as the annual Neighborhood Clean Up campaign, Christmas Tree Recycling Program, and the Yuma Area Household Hazardous Waste. The Fleet Services Division manages and provides preventive maintenance on a fleet of 799 vehicles and equipment. Also provided is technical, preventive maintenance, and fuel services to the Housing Authority of the City of Yuma. 2011-2012 ACCOMPLISHMENTS: Street Maintenance  Staff applied asphalt emulsion sealant to 35 miles to City roadways.  Applied slurry sealant to 22 miles to City roadways.  Completed ADOT’s bridge inspection repair list.  Staff poured 450 yards concrete to repair sidewalks and curbs and gutters.  Staff applied 575 tons of asphalt to patch the roadways. 70 Solid Waste  Neighborhood Cleanup program collected 445 tons of debris, 76 tons of green waste, 4.5 tons of metal and 2,751 tires.  1458 cars visited the Household Hazardous Waste Program this year.  Residents dropped off 646 Christmas trees that were mulched into 7.5 tons.  Residents recycled a combined 1,032 tons at the 45th Avenue and 13th Avenue drop off locations. Fleet Services  Took possession of 3 Hybrid Chrysler Mini Vans.  Oversee the construction of a shade structure for the tire repair area of Fleet Services.  Worked with YCAT to establish an IGA for car wash services.  Re-organized the North Public Works yard. GOALS FOR 2012-2013: Fleet Services  Implement a City wide equipment pool to increase usage and reduce operating cost.  Upgrade our fuel dispensary software system to improve data fuel collection.  Rehab to solid waste trucks with new collection bodies. Streets  Focus on preventative maintenance activities to ensure maximum pavement life.  Replace 200 school crossing signs with high visibility new yellow-green signs.  Reduce water consumption by converting medians to Xeriscape landscaping. Solid Waste  Provide efficient and economical solid waste services.  Research the practicability with implementing curbside recycling program.  Complete an efficiency route study. 71 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Code Enforcement 74,879 78,430 77,055 78,566 Street Maintenance 2,771,942 2,888,885 2,753,185 2,912,388 Street Lighting 919,213 719,623 753,381 753,223 Street Sweeping 417,723 420,353 391,030 456,874 Traffic Signs & Striping 365,899 435,658 431,620 486,481 231,063 311,756 285,241 293,180 313,381 354,142 336,876 349,400 1,268,561 989,020 1,084,946 1,184,537 Pathways & Trails 320,128 284,054 261,552 209,197 Solid Waste-Residential 2,249,065 2,343,728 2,324,988 2,784,766 Uncontained Waste 345,648 317,214 320,458 345,568 Recycling 52,265 66,428 66,600 68,131 Fleet Services 3,321,998 3,436,159 3,409,363 3,533,974 Fleet Parts 115,250 123,073 123,315 130,780 12,767,015 12,768,523 12,619,610 13,587,065 Storm Drain Maintenance Curbs, Gutters & Sidewalks Retention Basin Maintenance The 2012-2013 Public Works Budget has increased 6.1% from the current year’s budget. This increase is primarily due to the reactivation of the Equipment Replacement Fund and the inclusion of its equipment rent payments. A shift also occurred where monies for street slurry seal activities that were budgeted in City Road Tax for FY12, are now back in HURF for FY13. EQUIPMENT MAINTENANCE FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 1,036,542 1,050,661 1,054,180 1,079,849 Operating 2,400,706 2,406,571 2,448,498 2,549,905 - 102,000 30,000 35,000 3,437,248 3,559,232 3,532,678 3,664,754 Capital Outlay FY 2012-2013 Equipment Maintenance Budget (in thousands) $2,549 $1,079 Personnel $35 Operating 72 Capital Outlay HIGHWAY USER REVENUE FUND (HURF) 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 2,154,303 2,225,690 2,111,270 2,247,692 Operating 4,109,972 3,250,626 3,280,513 4,123,339 - - - - 6,264,275 5,476,316 5,391,783 6,371,031 Capital Outlay FY 2012-2013 HURF Budget (in thousands) $4,123 $2,247 Personnel Operating Capital Outlay SOLID WASTE FUND 10/11 Actual Personal Services Operating Capital Outlay 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget 843,052 797,155 793,667 811,516 1,786,877 1,930,215 1,918,379 2,386,949 - - - - 2,629,929 2,727,370 2,712,046 3,198,465 FY 2012-2013 Solid Waste Fund Budget (in thousands) $2,386 $811 Personnel Operating 73 Capital Outlay CITY ROAD TAX FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 59,963 106,445 97,707 131,632 Operating 358,551 899,160 885,396 221,183 Debt Service - - - - Capital Outlay - - - - 418,514 1,005,605 983,103 352,815 FY 2012-2013 City Road Tax Fund Budget (in thousands) $221 $131 Personnel Operating 74 Capital $899 Outlay Utilities Department Our goal, and highest priority, is to ensure the delivery of a reliable drinking water supply of the highest quality, and the most efficient environmentally sound reclamation of Yuma's wastewater. The 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 126 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. AUTHORIZED PERSONNEL Administration FY 11/12 8 FY 12/13 8 Water 70 68 Wastewater 49 52 Total 127 128 The Water Treatment Section uses Colorado River water and water from wells to produce the continuous supply of drinking water necessary to meet the needs of Yuma's residents, businesses, and industries. Drinking water treatment occurs at two locations: The Main Street Water Treatment Facility and the Agua Viva Water Treatment Facility. Producing drinking water for the Yuma area since 1891, the Main Street Water Treatment 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 half of Yuma's drinking water. Put into operation in 2003, the Department's state of the art Agua Viva facility currently uses a combination of surface water and ground water to provide the other half of Yuma's drinking water. 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 87% 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 13% of Yuma's wastewater. 75 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 the proper steps are taken to prevent foreign material from entering the drinking water system in homes, businesses and industries. This section investigates water quality complaints and reported crossconnection incidents, and ensures that required backflow prevention devices are properly installed and regularly tested. The Laboratory Section collects and analyzes a wide variety of samples of river water, well water, our drinking water, and our wastewater. Results of their testing verifies the City's compliance with numerous environmental and health regulations and are reported to a variety of agencies including the 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 potable water from our treatment, storage and pumping facilities with a reasonable pressure and the highest quality twenty-four hours a day. The distribution system (water infrastructure) consists of 507 miles of transmission/distribution pipe, with over 13,400 valves, 3,450 fire hydrants and some 28,900 water meters. There are two pressure zones within our system. The system transmission/distribution water mains (pipes) range from 2 inches to 48 inches in diameter. The pipes are made from various materials such as concrete, ductile iron, 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 make repairs and put mains back in service as quickly as possible. This section maintains a valve exercise program, a hydrant flushing program, and a water quality flushing program. 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. The wastewater collection infrastructure consists of 347 miles of sanitary sewer collection lines and force mains with over 5,000 sanitary sewer manholes. The wastewater collection system lines range from 6 inches to 42 inches in diameter. This section is responsible for cleaning and inspecting (utilizing specialized equipment) the wastewater collection lines and all sanitary sewer manholes. This year they inspected via closed circuit TV (CCTV) over 54 miles and jet cleaned over 167 miles of sanitary sewer mains. This section is also responsible for all utilities Blue Stake requests and to ensure they are completed in a timely manner. In addition, this section also assists the transmission/distribution section with emergency water leaks and is on call for emergency response. Customer complaints of stoppages, odors and vermin are also resolved promptly. 76 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 takes 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 meter readings, all Automated Meter Reading (AMR) applications, manual meter reading, construction roving meter reading, backflow device installations and testing for roving meters, meter repairs, meter tests and utility service history reviews are all duties of the Meter Services group. AMR has reached the half way mark with over 19,000 services retrofitted for automated meter reading. Additionally, the Meter Services and Field Customer Services group also respond on call for customer emergency turn offs, reconnects, and new customer sign ups. 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. This section issued 126 residential and 11 commercial permits utility connection permits. The Utilities Administration Section provides professional clerical support for the Public Works and Utilities Departments. 2011-2012 ACCOMPLISHMENTS             Coordinated major construction jobs with contractors and inspectors on projects such as: completion of the new 30" water transmission main on 40th Street from 6E to 3E; completion of the sewer main extension on 6E and 32nd Street and the 8th St and Raven sewer force main; 3E Reconstruction 24th St – 32nd St; 3E 12” Waterline, Ave 3E south of 16th St; Ave 3E 12” Waterline, 12th St – 14th St; 12” Waterline, 5th Ave, 8th St – 16th St; 10” Waterline, alley between 8th and 9th Ave, 12 St – 14th St; Ave D 12” Waterline, 24th St – 32nd St Fully involved with the B&C Colonia Sewer Collection System Project which is winding up Feb 2012. This project brought in $3.5 million towards sewer capacity and will ultimately result in 689 new collection system customers. Installation and replacement of new water services, water mains and fire hydrants as necessary The Utilities Systems personnel participated in various City of Yuma teams and committees like the AEG Group, Utilities Coordinating Committee, Emergency Response Plan Committee, UTCC, 208 Plan, Citywide Safety Committee and Utility Regulations Revision Team. Utilities personnel training participation: AZ LTAP Work Zone II Traffic Control Training, Microsoft Excel I and II training, Microsoft Word I and II training, Operator Math training, T-Lock Collection System Lining installations, EZ Valve installations, Water Quality trainings, various safety meetings, and FEMA ICS Emergency Response training. Utilities Systems personnel responded to 1,310 after-hours callouts. Replaced, repaired, and maintained a total of 2,572 fire hydrants. Retrofitted 2,750 meters to Automated Meter Reading (AMR). Meter Services has been standing ready and is able to commit to read all routes monthly, whether through AMR or manually reading. Responded to 924 customer complaints such as sewer stoppages, odor, vermin and utility locates. Collected $113,913 in deferred water/sewer fees. Water Outreach organize/planned with other entities the Water Festival for over 500 4th graders. 77               Processed 3,028 water, wastewater, industrial waste and biosolid samples for compliance and process control purposes. Responded to 110 water quality inquiries. Meter reads throughout the year, approximately 173,811. Water service disconnects for non-payment were 5,544. Repaired 60 water mains ranging from 2" in diameter to 24". Exercised 2,569 valves and replaced 38 inoperable valves. Completed local limits for the Desert Dunes facility. Based on our excellent water quality, ADEQ reduced monitoring requirements for radiological chemicals for both the Main Street and Agua Viva Water Treatment Facilities. Using the hydraulic model we have fine tuned the UDF Program out in the field while utilizing existing personnel, to include repairing blow offs and exercising valves as preparation. Twelve subdivisions have been flushed in this manner. Continued the Distribution Process Control Sampling to further measure water quality and to determine frequency needed/effectiveness of flushing. We are currently measuring chlorine residual, turbidity and pH. Launched Automatic Flushing with two devices installed and more to be set. 37 Utility Systems employees are ADEQ Certified Operators possessing 73 licenses over four different areas of operations, and up to four levels of expertise. Collections personnel were certified in the NASSCO inspection training and certification program covering Manhole Assessments (MACP), Pipeline Assessments (PACP), and Lateral Assessments (LACP). Our Utility Systems Manager was selected for the City of Yuma Administration’s Supervisor of the 2nd Quarter, our Utility Rates Program Coordinator was nominated for the City of Yuma Administration's Supervisor of the Quarter, and the WW Collections Supervisor and the Utility Rates Technician both received a Bachelor of Science degree in Business Management. GOALS FOR 2012-2013              Explore and install alternative energy (solar) at Agua Viva and Desert Dunes Treatment Facilities to reduce electrical costs. 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, Operations and Maintenance (C-MOM) program. Continue improvements of Systems and Treatment Operations. Continue to assist customers with obtaining water and sewer connection permits in the most efficient means possible. Continue to use the SCADA Historian and Hydraulic Model to manage pumping schedules that would reduce water age and improved the over all water quality. Maintain the same high level of quality service the citizens of Yuma and our other customers have come to expect in this time of economic crisis and budget cutting. Continue implementing the Unidirectional Flushing Program to ensure high water quality throughout the system. Use the expertise and daily utility site visits of the Utility Locator to edit and add data to the Water and Sewer atlases to keep them as updated as possible Continue to Install auto flushing devices on some of the Distribution System's dead ends. 78          GPS Water and Sewer Systems Launch water service monthly billing. Incorporate THMM testing. Combine the Valve Exercising Program with the Unidirectional Flushing Program. Continue to compile data to support the estimating of water usage and sewer discharge. Increase the amount of sewer line footage cleaned as well as CCTV productivity. 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 Facilities Plan. Maintain the Department's public outreach efforts 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Utilities Administration (2) (225,378) 154,190 0 Water Administration 14,103,910 13,795,794 13,568,738 12,453,112 Main Street Water Treatment Plant Transmission and Distribution Water Customer Service 3,280,686 4,372,673 4,028,710 3,842,230 1,444,058 1,481,612 1,356,224 1,630,612 1,250,257 1,312,191 1,276,645 1,300,029 Water Transfer 27,477 40,809 35,476 49,552 Agua Viva Water Treatment Plant 2,272,595 2,805,707 2,666,587 2,864,565 Water Lab 217,754 285,326 278,534 286,523 6,634,242 6,263,021 6,207,276 6,707,433 4,511,416 4,836,982 4,643,476 5,005,049 883,190 1,038,689 1,016,190 1,113,954 Pretreatment 392,110 425,413 408,058 442,617 Desert Dunes Wstwtr Treatment Facility 1,340,669 1,593,170 1,454,634 1,635,061 Wastewater Lab 199,450 303,391 298,660 305,768 Facilities Maintenance 0 225,378 21,049 252,427 36,557,812 38,554,778 37,414,447 37,888,932 Wastewater Administration Figueroa Wstwtr Treatment Facility Wastewater Collection System The fiscal year 2011 Utility Budget has decreased 2% from the previous year. Decreases in operating accounts and not funding 9 positions have contributed to this decrease. 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. 79 GENERAL FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 361,654 380,313 340,311 - Operating (361,656) (380,313) (186,121) - Capital Outlay - - - - (2) - 154,190 - WATER FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 4,134,028 4,390,577 4,187,483 4,545,565 Operating 6,616,086 7,859,093 7,216,178 7,614,200 Debt Service 10,688,784 10,660,132 10,661,375 10,304,264 Capital Outlay 20,744 26,316 14,003 42,010 21,459,642 22,936,118 22,079,039 22,506,039 FY 2012-2013 Water Fund Budget ( in t ho us a nds ) $10,304 $7,614 $42 $4,545 Personnel Operating Debt Service Capital Outlay WATER TRANSFER FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 15,488 14,059 15,946 15,682 Operating 11,989 26,750 19,530 33,870 Debt Service - - - - Capital Outlay - - - - 27,477 40,809 35,476 49,552 80 WATER CAPACITY FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services - - - - Operating - - - - Debt Service 1,109,618 1,117,185 1,117,448 - Capital Outlay - - - - 1,109,618 1,117,185 1,117,448 - WASTEWATER FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 2,920,148 3,031,534 2,995,090 3,441,656 Operating 5,699,731 5,984,852 5,585,312 6,487,639 Debt Service 2,355,954 2,356,078 2,356,423 2,361,368 Capital Outlay - 103,146 106,413 57,622 10,975,833 11,475,610 11,043,238 12,348,285 FY 2012-2013 Wastewater Fund Budget (in thousands) $6,487 $2,361 $3,441 Personnel Operating 81 $57 Debt Service Capital Outlay WASTEWATER CAPACITY FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services - - - - Operating - - - - Debt Service 2,978,527 2,978,488 2,978,488 2,978,488 Capital Outlay - - - - 2,978,527 2,978,488 2,978,488 2,978,488 WASTEWATER SANITARY SEWER INTERCEPTOR FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services - - - - Operating - - - - Debt Service 6,537 6,568 6,568 6,568 Capital Outlay - - - - 6,537 6,568 6,568 6,568 82 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 privatelysponsored 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 (the “Department”) participates in the development, design and execution of the Capital Improvement Program and provides coordination with private development, in order to meet environmental, design, funding and public safety requirements. The Department will continue to provide these services, which primarily consist of Capital Improvement Program execution, Development Engineering, Traffic Engineering and Traffic Signals operation and maintenance, through the Public Works Services group. AUTHORIZED PERSONNEL Engineering FY 11/12 FY 12/13 22 22 Functions The City Engineering Department provides the following services: 4 4  Support for and execution of the Capital Improvement Program through Plan and Street Signals 6 6 Specification preparation, utility company Total 32 32 coordination, processing of permit documentation and as-built plan preparation and archiving.  Provide support for the Capital Improvement Program and development community with project management and coordination.  Updating of the water, sanitary sewer and storm sewer atlases with newly-constructed facility information.  Applies for and monitors Arizona Department of Environmental Quality – required permits.  Upgrade of Standard Specifications and Standard Details for construction.  Development, tracking and maintenance of water and sewer extension payback agreements.  Maintenance and expansion of the State Plane coordinate system and a network of City benchmarks, to Federal standard, within City limits for public and private survey activities.  Provide CADD support for engineering activities and to other City departments.  Monitor and inspect activities within City right-of-way to include review and issuance of encroachment permits. Development Engineering 83       Provide inspection services to private development for street construction. Implementation of Capital Improvement Program-related Development Agreements. Coordination of flood control facilities financing and construction with Yuma County Flood Control District. Development of an interconnected traffic control system, to improve traffic flow through town. Lead the Traffic Advisory Group functions and response to citizen traffic concerns. Review Development Plans and Specification for adherence to City codes/requirements. FY 2011-2012 ACCOMPLISHMENTS          Completed the reconstruction/upgrading of the Figueroa Water Pollution Control Facility digesters. Completed the design and initiated construction of  Engler Avenue waterline: Mirada del Sol Subdivision to 16th Street  Deyo Tennis Court complex restroom replacement  Police Department Substation Completed the design of –  8th Avenue pavement and waterline replacements, between 32nd Street and 24th Street  Avenue A pavement replacement and miscellaneous utility upgrades, between 16th Street and 8th Street  South Frontage Road widening and improvements, between Avenue 9E and Avenue 10E, through an Intergovernmental Agreement (IGA) with Yuma County.  Letvin Avenue waterline connection to the 16th Street ground storage tanks. Completed construction of the  32nd Street reconstruction and upgrades, including signalization of two additional intersections, between Avenue A and Avenue B  Avenue D waterline, connecting to existing 24th, 28 and 32nd Street facilities  Avenue 3E waterline, connecting existing 14th and 12th Street waterlines and existing 24th Street and 16th Street waterlines  Colorado Street sidewalk infill, between 9th and 5th Avenues.  5th Avenue waterline and pavement replacement, from 16th Street to 8th Street.  Replacement of five sanitary sewer manholes within the Yuma International Airport/Marine Corp Air Station-Yuma complex. Completed the design of Avenue 3E widening and improvements, between Gila Ridge Road and 24th Street. The construction contract has been awarded by the State. Completed design plans for the federally-funded milling and repaving of 4th Avenue, from Catalina Drive to 1st Street. Completed waterline crossing installations at ten intersections, in preparation for the pavement work. Modified Pacific Avenue turn lanes at 32nd Street, to increase intersection capacity. Completed installation of modular classroom at the Public Safety Training Facility. Began construction of the Avenue C waterline replacement, between 8th Street and 1st Street, through an IGA with Yuma County. GOALS FOR FY 2012-2013   Improvement to execution of the planning, design, and construction activities on the projects in the Capital Improvement Program. Continue to enhance coordination and inspection activities between private development and public construction. 84       Initiate and complete design of at least 3 miles of street improvement projects. Construct Smucker Stormwater Impoundment Facility (Dam). Complete the Giss Parkway/I-8 access assessments. Complete the construction of –  Avenue A pavement replacement and miscellaneous utility upgrades, between 16th Street and 8th Street  Police Department Substation  Deyo Tennis Court complex restroom replacement  K-9 Training Unit at the Public Safety Training Facility  Letvin Avenue waterline Commence reconstruction and improvements of –  Avenue 3E, between 24th Street and Gila Ridge Road.  8th Avenue pavement and waterline replacements, between 32nd Street and 24th Street Assist City departments and the private development sector to meet the documentation requirements of State and federal regulatory agencies. 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Engineering 1,164,520 1,258,381 1,164,008 1,296,366 Development Engineering 392,062 395,309 401,273 417,151 Traffic Signals 690,789 739,412 753,014 801,509 2,247,371 2,393,102 2,318,295 2,515,026 The 2012-2013 City Engineering Department Budget has increased 5% from the previous year. The primary contributing factors are the increase in benefit expenses and the addition of an Assistant Traffic Engineer to staff. GENERAL FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 381,700 385,803 384,655 394,711 Operating 10,362 9,506 16,618 22,440 - - - - 392,062 395,309 401,273 417,151 Capital Outlay FY 2012-2013 General Fund Budget (in thousands) $394 $22 Personnel Operating Capital Outlay 85 HIGHWAY USER REVENUE FUND (HURF) 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 343,949 362,327 385,358 - Operating 346,840 243,085 233,656 - - 134,000 134,000 - 690,789 739,412 753,014 - Capital Outlay The Traffic Signals division has moved out of HURF into City Road Tax Fund effective FY13. CITY ROAD TAX FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 622,151 683,908 679,860 1,135,598 Operating 542,369 574,473 484,148 801,277 - - - 161,000 1,164,520 1,258,381 1,164,008 2,097,875 Capital Outlay FY 2012-2013 City Road Tax Fund Budget (in thousands) $801 $1,135 $161 Personnel Operating 86 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 Golf Courses, 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, online registration and ticket purchasing capabilities, customers now have information at their fingertips. Registration and ticketing is made easier and more convenient. Administration also oversees the development of new facilities and programs to serve the community through the City’s Capital Improvement Program. The focus for this effort is engaged, community involvement to complete the five projects that were promised with the Hospitality Tax renewal: completion of West Wetlands and Smucker Park, construction of the new Yuma Valley Area Park and Yuma East Athletic Park, and providing athletic field lighting for the joint use Arizona Western College Soccer Facility. The Arts and Culture Division sustains and supports local arts by providing distinct opportunities for community participation and artistic growth. The Yuma Art Center continues its role as a catalyst for artistic growth in our community. We seek to increase involvement in the arts for artists and participants through our diverse cultural programming targeting a broad audience. Support is extended to arts groups and artists by creating a climate conducive for local artistic development through the priority offering of the facility for non-profit arts use at rates far below the national average. Arts advocacy continues to be a high priority for the Parks, Arts, and Recreation Commission and its supporting 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. AUTHORIZED FY FY PERSONNEL 11/12 12/13 Administration 10 10 Parks Maintenance 61 61 Urban Forestry 2 2 Recreation 7 7 Arts and Culture 6 6 Civic Center 8 8 Golf Course Maintenance 6 6 Golf Courses 7 7 Facility Maintenance 9 9 Total 116 116 *Facility Maintenance employees report to City Administration 87 The role of the Desert Hills Golf Course, Golf Shop, Bar & Grill, and Desert Hills Par 3 Course is to provide a memorable life experience in a relaxing, environmentally friendly atmosphere. We offer excellent facilities and opportunities to the community and visitors, which encourage socializing, competing, exercising and learning. The 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 and Landscape Expo, which occurs each year in March provides valuable information to the community regarding Yuma’s vegetation and plant/tree selection. Yuma has earned the Tree City, USA designation for the last four years. There are six 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: 33 parks, ten athletic complexes, two golf courses, grounds surrounding 19 City buildings, one gymnasium, four outdoor basketball courts, nine tennis courts, one dog park, and five sand volleyball courts. 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 Baseball Complex and provides support services for the special events held at the facility. The Desert Hills Golf Course Maintenance Division provides grounds maintenance services to the 155-acre championship style golf course. Desert Hills Par 3 Course Maintenance Division provides grounds maintenance services to the 40-acre, par-three style golf course. The Graffiti abatement program cleaned up 2,947 cases of graffiti throughout the City of Yuma in 2011. 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 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 seniors may compete in during the winter. Adult programming includes volleyball, basketball, in-line hockey, year-round softball leagues, tournaments, instructional programs, fitness, and arts and crafts programs. 88 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 programming of four municipal pools. Fitness and swim programs are offered, as well as Learn-to-Swim lessons during the summer. Adaptive Recreation programming for special needs participants is offered year-round and over the past year, an emphasis has been placed on providing additional activities such as Day Camps and music based programs that participants may register for. The Yuma Readiness and Community Center, a joint-use facility between the Arizona National Guard and the City of Yuma, is a full service recreational facility and serves as an additional site for the community to get information, register for programs or rent park ramadas. 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 gather and create community, the complex excels as Yuma’s premiere event venue. 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, Prayer Breakfast, Rotary Kammann Sausage Fry, the Desert Lily Quilt Show, American Cancer Society Relay for Life, and Heart of Yuma. 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, Canadian Snowbird Association, Sons of Norway Scandinavian Festival, and Earthbound Farm Orientation. The Civic Center division provides event coordination, expertise, support, implementation, equipment, refreshments, and facility maintenance for the large variety of events that occur at the Center and Baseball Complex each year. 2011-2012 ACCOMPLISHMENTS: Arts and Culture Division  The Yuma Art Center team, the Public Art Committee, and local artists worked collaboratively to implement and present the new “Art Walk 2011” event downtown. This exciting event featured local artists pared with downtown businesses as a way to promote sales and recognition for both.  Working collaboratively with Yuma Private Industry Council, the team completed another outstanding outdoor mural project. The mural adorns the walls of Marcus pool and features a whimsical aquatic theme. Six young artists from Yuma High School worked on the project this past summer. YPIC and the City have teamed up for this worthy summer program for over 13 years!  The arts were well represented in historic downtown Yuma at the fourth annual ARTbeat last April. Over 2,000 participants browsed the art of 75 local, regional, and international artists in this annual outdoor show.  With donated funds, the Public Art Committee grew the City’s Permanent Art Collection by purchasing an original 89         artwork from an ARTbeat artist as selected by an appointed panel. This year’s artist was Gina Barrantes. The Art Center had 41,444 persons visit last year. The numbers of participants in education programs increased to 3,059. Continued our partnership with schools, educators, and other local arts entities to program outstanding multi-grade student art exhibits on the second floor of the Art Center. Awarded a $3,500 grant from the Union Pacific Foundation to assist with this year’s ARTbeat event. The Art Center presented the 11th annual Tribute of the Muses Award, the Children’s Festival of the Arts, Roxaboxen Festival, and hosted the nationally recognized 33rd Annual Yuma Symposium. The Art Center’s “Infinite Imagination Youth Theatre,” comprised of kids ages 9 to 16, presented two shows this year, “High School Musical, Jr. II,” and an outstanding production of “Thoroughly Modern Millie, Jr.” Recorded five straight sellouts from the six Heritage Festivals Series events in the Historic Yuma Theatre! Received a grant award from Arizona Commission on the Arts for 2010/2011 fiscal year. Presented the 4th Annual Summer Six Pac - our summer series featuring four outstanding adult plays and a production from our Infinite Imagination Youth Theatre. Desert Hills / Desert Hills Par 3 Golf Courses and Desert Hills Bar & Grill  Held 10 junior golf clinics with 390 youth participants.  Took out nine fairway traps at Desert Hills and replaced with 27 new trees to help speed up play.  Installation of a security camera system in the golf shop and restaurant.  Developed a web marketing strategy with the design of a new and daily/weekly email blasts, setup new Facebook account.  Reworked breakfast and lunch menu by reducing the menu items, making it more inventory friendly and created a new kids menu.  Resized all plating to reduce waste and have better portion control.  Held eight specialty tasting events with approximately 250 attending.  Reseeded the greens at Desert Hills Par 3 with a new type of turf grass (Seashore Paspalum) this should help decrease future maintenance costs.  Held a customer service training for the entire golf course staff. The seminar was taught by Fred Barr from the PGA (Professional Golfers Association).  Installed new driving range signs at Desert Hills and Desert Hills Par 3 Golf Courses. Urban Forestry Division  Trimmed more than 300 palm trees in the Parks and Street Department areas.  Managed burn pits at West Wetlands and Desert Hills Golf Course.  Planted nine new Acacia trees along the bank at Riverside Park. Parks and Golf Maintenance Divisions  Repainted ramadas at Sunrise, Winsor, Sanguinnetti and Kennedy Parks.  Installed a 10" flood PVC line and flood gate for the mitigation area at the West Westland's park  Moved all the Christmas Village buildings, installed ADA ramps for the buildings, and planted a 15' Christmas tree for the Christmas Village at The Quartermaster Depot.  Installed all new sprinkler heads at Kennedy Athletic fields. 90                Installed a 60' Flagpole at Yuma Civic Center The Graffiti Abatement Team abated over 2,900 cases of graffiti in 2011. Installed new desert landscaping at Kennedy Pool. Installed 210' of curbing at Ray Kroc / Civic Center entrance. Provided set-up and tear-down to several events on Main Street. Held four “Take Pride in Yuma” Paint Outs. We have had over 100 people volunteer for the paint out events and painted over 3.5 miles of block wall from top to bottom and used 375 gallons of paint and over 100 paint frames and rollers, during our “Take Pride in Yuma” Paint Out events. Provided exceptional support and maintenance for all major tournaments: Wood Bat Classic (Adult Softball), Cecil Fielder World Series, Youth Inline Hockey, Lightning Tournament (Youth Soccer), AWC Shootout (Adult Softball), Yuma Little League State Tournament (Youth Baseball) ASA Girls Fast Pitch (Youth Softball) as well as regular league play and playoffs for Recreation programs. Striped parking lots at Cibola, Kennedy, and Joe Henry Optimist Parks. Installed / trenched-in conduit for newly modified security lighting at Hacienda Parks 1-4. Produced the 19th Annual Sports Turf Show with over 160 attendees from Arizona and California. Repainted the old restrooms at Joe Henry Park, the storage building Joe Henry Athletic Field and the storage building at Sanguinetti Athletic Complex. Constructed a custom three bench paver patio seating area with a retaining wall and 14' x 22' shade structure at the Bark Park. Installed a drinking fountain Saguaro Neighborhood Park. Concreted and Astro-turfed the batter’s boxes of batting cages 1-2 and 5. Installed donor wall plaques at the Bark Park. Recreation Division Held numerous special events for a variety of ages and families: 7th Annual Wood Carving Expo, 2nd Annual Arts and Craft Exhibition, the 28th Annual Senior Games program, Little People’s Olympics, 4th Annual Fairy Party, and worked together with the Arts and Culture Division for the 18th Annual Children’s Festival of the Arts.  Parks and Recreation partnered with the Yuma Crossing National Heritage Area and wrote a grant requesting funds from the National Parks Foundation. We were awarded $15,000 which allowed Parks and Recreation to offer eight different outdoor recreational events, free to the community, from May 2011 to November 2011. The funding also provided for the design and printing of a new Parks and Recreation informational brochure.  484 teams participated in adult softball leagues, 186 teams participated in softball tournaments, and 28 teams participated in the adult basketball and volleyball leagues totaling nearly 11,000 players.  9,386 youth participated in City sports, instructional programs, and special events, 5,020 participated in youth co-sponsored sports programs, and 39,956 seniors participated in programs that utilize City recreational facilities.  9,044 children and adults took swimming lessons during the 2011 summer swim season, while over 43,628 came to Open Swim scheduled at three municipal pools.  The Recreation Division recruited 392 volunteers for recreation programs, accumulating a total of 7,650 volunteer hours worth $159,503 based on the current national value of $20.85 per volunteer hours.  Over 1,223 runners and walkers participated in six 5k/10k runs held at the West Wetlands Park and Gateway Park.  91           Held the 7th annual “Come Out and Play Day, Day for Kids” at the Valley Aquatic Center where 2000 youth and their family members participated in aquatic relay races and swimming. For the second year in a row, Recreation partnered with the Salvation Army Boys and Girls Club and it was a huge success. In addition to the pool activities, 13 different service organizations, and youth sports co-sponsor groups were in Sunrise Park, passing out information about their programs and services and helping provide fun activities for the entire family. The Yuma Fire Department helped keep hundreds of kids wet on the monster slip-n-slide. Completed the eighth successful year of a partnership with Elementary School District One, providing an after-school outdoor education and sports program through funding provided by the 21st Century Grant at Gila Vista Junior High, Pecan Grove, Roosevelt, and O.C. Johnson schools. Recruited four high school students to be active members of the Parks, Arts and Recreation Commission Meetings allowing them to voice the concerns and needs of the teen population. Parks and Recreation took the Imagination Playground in a Box to 17 different elementary schools in the community allowing hundreds of children to experience a new way to play in a child-directed, unstructured environment. Children had the opportunity to be creative, dream, and build endless possibilities with their classmates. Held two Fourth of July weekend special events for the community that included a free Movie in the Park, which had over 350 in attendance and the hosted a Family Fish Fiesta at the West Wetlands Park. Children and their parents were able to vie for awards for the Biggest, Smallest and Most Accumulated Weight. The event had over 400 participants. Grow Smart Summer Camp, a six week program for children 8 to 12 years of age that are overweight or obese successfully completed its second year. The camp gained support from George Washington University School of Public Health. Due to the program success, plans are being developed to expand the basic curriculum of Grow Smart Summer Camp to all children, teaching the importance of proper nutrition and promoting an active lifestyle. Partnered with the Yuma Fire Department which enabled us to offer a tot fitness program called Fire Truck Fitness for two, six week sessions. Continued to provide Yuma Sun with a bi-weekly column for the Sports Section of the newspaper. Each story highlights programs, services, participants, or facilities that Parks and Recreation offers to the community. Planned and organized the second annual Spruce Up Your Park Day. Winsor Rotary Park was the site selected and over 100 volunteers helped beautify and clean-up the park. Volunteers worked on various projects, which included mulching all the trees in the park, cleaning the playground, painting the ramadas, improvements of all the exercise stations around the park, trash pick-up around the pond area, and removal of graffiti on the light poles and picnic tables. In November 2011, we reinstated the Sportsman of the Year Award, which went to Cyril “Junior” Atherton, and the Volunteer Coach of the Year Award, which was awarded to Caleb Tuggle. Both were instrumental in helping Parks and Recreation provide quality sports opportunities to the youth of the community. Yuma Civic Center  The Yuma Civic Center hosted 1,001 events in 2011. There were 189,671 visitors to the Civic Center during the calendar year.  Wrote a grant to secure a 30KW solar system from Arizona Public Service and worked with Facilities Maintenance and City Attorneys to get the system operational.  Produced the first annual Taco Festival and Wedding Expo with great success.  Updated catering services to offer value to our customers, which kept costs down. Began collecting more data on food and beverage operation to continue to analyze cost structures and make additional improvements. 92  Assisted Facility Maintenance in making cost saving facility improvements to include: no-wax tile in lobby areas and upgraded, higher efficiency lighting in the building.  Operations staff installed slate tile on wall areas in building to enhance appearance of drinking fountains and Yuma Room entrance.  Successfully hosted three summer swap meets inside the facility with great participation.  Further engaged the community with increased Facebook and Twitter use.  Increased surveying of event participants at Taco Festival and Wedding Expo to create greater success for 2012.  Increased frequency of customer follow-up through phone calls, thank you notes, and e-mails.  Oversaw the agreement and the on-going relationship with Diamond Sports and Entertainment along with the Arizona Winter League for their continued use of the Ray Kroc Baseball Complex. Parks and Recreation Department 2011-2012 Awards, Collaboration, and Support  Awarded the Gabe Zimmerman Emerging Champion Award by Child and Family Resources for programming addressing childhood obesity in our community.  Received a Certificate of Special Congressional Recognition for programming addressing childhood obesity in our community.  Received the Playful City USA designation for fifth year and the Tree City USA for the fourth year consecutively.  Received a $15,007 grant in collaboration with the Yuma Crossing National Heritage Area from the National Parks Foundation in support of the Outdoor Recreation program and a Parks and Recreation map update.  Received a grant from the Yuma Community Foundation in the amount of $1,702 to support the Yuma Art Center’s Imagination Youth Theater production of Disney’s “101 Dalmatians Kids.”  Yuma Community Foundation provided grant funding totaling $2,231 for Grow Smart Summer Camp.  Received a grant from Blue Cross Blue Shield of Arizona for $5,500 to support Grow Smart Summer Camp.  Received APS Project grant for a 30KW solar project for the Yuma Civic Center valued at $172,000.  Received a grant from Arizona Commission on the Arts for general operating support of the Yuma Art Center for $4,725.  Received a collaborative grant of $1,500 from Arizona Commission on the Arts for presenting the Border Film Festival with Film Maker Paul Espinosa from Arizona State University.  Received a grant for $3,500 from Union Pacific Railroad Foundation for support of ARTbeat 4, a daylong fine art exhibit on Historic Main Street in Yuma.  Received in-kind support for facilities, programming, or event giveaways from Bureau of Land Management, Sam’s Club, Home Depot, Yuma County Health Services, Arizona Nutrition Network, Food For Life, George Washington University School of Public Health, Dr. Mokhashi, Yuma Sun, Mimi’s Café, Princess Limo, Arizona Sweets, Premier Designs, Al’s Tuxedo, Apparel by Johnny, The Main Squeeze, Fortuna Floral, Aaron’s, Marriott, Pivot Point, Yuma Area Mexican Consulate, Yuma Private Industry Council, and the Yuma Garden Clubs.  Received cash support from Kool Smiles and Yuma Regional Medical Center Silver Care Program to print Activities Guides.  Received cash support for programming from Arizona Public Service, Kohl’s, Aaron’s, Corona Optique, Burgers & Beer, Canyon Distributing, Sun Valley Beverage, Yuma Rotary Club, King’s Auto Glass, Yuma Visitor’s Bureau, Smart & Final, Cradic Chiropractic, Dick’s Auto Builders, Caliber Screenprinting, Wild River Entertainment Center, Yuma Podiatry Associates, Stanton 93     Cohen D.P.M., Cocopah Indian Tribe, La Voz, Teri Ingram, Melissa Gallemore, NexGen Leadership Group, Charles Powell, Lutes Casino, and Sonora Nissan. Working with 11 Youth Co-Sponsor organizations: Babe Ruth Baseball, Pop Warner Football, Catch & Go Football, Special Olympics, Yuma Boys Baseball League, Yuma Futbol, Yuma Girls Fast Pitch and T-Ball, Yuma Heat Swim Team, Yuma In-Line Hockey, Yuma Little League, and Yuma Youth Soccer Association. Monitoring agreements and support relationships with one outside agency: Yuma Fine Arts Association and several facility tenants: Caballeros de Yuma, Harvest Preparatory Academy, Diamond Sports and Entertainment, Yuma Territory Live Steamers, Catholic Community Services, Colorado River Tubing, Yuma River Tubing, North End Artists Co-op, and Desert Artists of Yuma. Joint collaboration and support with other agencies receiving Hospitality Tax Funding: Yuma Crossing National Heritage Area, Yuma Visitors Bureau, and Heritage Events. Intergovernmental and Joint Use agreements with Arizona Army National Guard, Yuma Union High School District, Yuma School District One, Yuma Catholic High School, Shaw Industries, Arizona State Parks, and Crane School District. GOALS FOR 2012-2013: Arts and Culture Division  Develop and broaden our participation with Historic North End organizations and businesses through far-reaching programming such as ARTbeat and Art Walk.  Collaborating with local service groups, the Art Center team will seek to develop arts programming and activities for children through the expansion of current outdoor special events on Main Street in Historic Downtown Yuma.  Continue and deepen the Summer Six Pac performance series - currently the Art Center will field a diverse, six play, locally produced series of plays from June through August – to include more family oriented programming.  Seek out and develop an additional public art opportunity with local or regional artists for public art in Yuma.  The Art Center team will seek additional cost savings associated with arts programming and maximize revenue opportunities either through increased facility rentals or staff programming endeavors.  Deepen our collaborative projects with other arts, culture, and history organizations to promote Historic Downtown Yuma and to provide increased opportunities for volunteers. Desert Hills/Desert Hills Par 3 Golf Course Shops and Putter Inn Restaurant  Finish installation of new golf shop at Desert Hills Par 3  Build new senior tees at Desert Hills to accommodate older and junior golfers.  Continue to explore new ideas to attract and increase frequency of play in the summer.  Dredge pond at Desert Hills Par 3 to allow for more water holding capacity.  Continue to remove out of place oleanders on the course and replace with properly positioned trees. Urban Forestry Division  Start on tree inventory program and log into the GIS system.  Start a new Park Department cactus nursery at West Wetlands.  Continue to remove hazardous trees from Joe Henry Park. Parks and Golf Course Maintenance Divisions  Replace turf area at Riverside Outdoor Education Center with decomposed granite and desert landscaping plants.  Continue replacing aging barbecue grills in parks.  Add new restroom and concession stand at Desert Sun Tennis Courts. 94             Promote and coordinate 20th Annual Sports Turf Show. Finish planting trees at Riverside Park. Rebuild Remote Control Race Track at Kiwanis Park. Upgrade irrigation system at Woodard and Cibola Athletic Fields. Replace all backstop fencing at Ray Kroc Complex Fields 2 and 3. Start on design of Yuma East Area Park. Start build out process for the Yuma Valley Area Park. Install new retention wall near Riverside Outdoor Education Center. Paint all trash cans with City logo colors. Replace worn fence sections on outfield areas of athletic fields as funding permits. Perform irrigation audits throughout the Parks system to help reduce water waste. Upgrade stadium perimeter fencing from ticket booth entrance gate to right field’s walk through gate. Recreation Division  Acquire financial sponsorships which will enable Recreation to schedule Movies in the Park twice a year.  Host the 2nd Annual Family Fish Fiesta at the West Wetlands Park.  Host 2012 Worth ASA Men’s Western Class D National 12” Softball Tournament.  Plan and schedule an introductory archery instructional program offered to youth and adults.  Continue the Playground in a Box School Visit Program, offering the unique opportunity to all school children, as schedule allows.  Design and develop a new “Youth Sports Day” that will enhance the activities and competition offered in the past at the Little People’s Olympics, expanding the morning of fun, competitive events to children ages 3 to 14 years old.  Continue to revise the summer aquatic schedule at all pools in order to provide the most swimming lessons as possible to members of the community.  Continue to survey program participants which enables us to review and evaluate current programs, as well as offer programs that best fit our community based on input we receive. Yuma Civic Center  Provide flexible, committed, and congenial service to all patrons in our facility. Service is paramount. Continue to explore ways to improve the customer experience in the facility.  Present a successful 2nd Annual Taco Festival and Wedding Expo with the goal of increasing attendance.  Continue to identify community collaborators / supporters to assist in the presentation of special events.  Try two Wednesday Winter Swap Meets during the season to gauge community interest.  Increase marketing and social media efforts to attract more business and participation particularly in the April through October timeframe.  Work with Facilities Maintenance to finish lighting retrofit for the building.  Update service techniques and train staff on improved beverage operation.  Add some additional appetizer and snack/break options to catering menus.  Continue focused follow up with Civic Center customers to demonstrate a higher level of service and care. 95 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Parks & Recreation Administration Parks Maintenance 1,465,962 1,346,896 1,349,650 1,289,280 3,954,089 4,483,619 4,062,821 4,325,794 Facilities Maintenance 12,192 1,578,578 1,665,072 1,918,906 Urban Forestry 130,834 172,795 150,899 160,656 Recreation General 551,204 573,724 564,063 591,430 Senior Adult Activities 140,264 122,883 79,882 72,196 Adult Activities 185,076 216,864 166,252 197,032 Youth Activities 178,016 262,082 221,997 244,071 Aquatics Yuma Readiness Center Yuma Arts Center 1,042,711 483,338 446,014 425,529 123,718 120,671 72,026 75,424 760,914 606,340 535,867 607,259 Heritage Events 1,250 81,000 48,946 83,507 Civic Center 1,245,677 999,479 1,008,530 955,192 Baseball Complex 509,167 513,359 484,447 489,055 Downtown Mall 223,271 224,393 209,020 220,052 Maintenance ADGC Pro Shop Concessions ADGC Maintenance DHGC Restaurant Concessions Pro Shop Concessions DHGC 192,388 234,659 197,584 258,800 25,587 43,324 36,564 45,547 887,235 965,360 944,000 972,893 507,597 583,359 559,650 619,655 488,986 503,991 545,566 536,125 12,626,138 14,116,714 13,348,850 14,088,403 The Parks and Recreation Budget for FY13 is flat compared to the current year. Personnel costs are increasing due to a budgeted pay increase and operations have been held relatively level. GENERAL FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 4,328,314 4,894,809 4,744,036 4,894,005 Operating 2,502,808 2,742,693 2,642,421 2,886,763 - - - 11,317 6,831,122 7,637,502 7,386,457 7,792,085 Capital Outlay FY 2012-2013 General Fund Budget (in thousands) $4,894 $2,886 $11 Personnel Operating 96 Capital Outlay MALL MAINTENANCE DISTRICT TAX FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 110,886 89,107 85,203 86,251 Operating 112,385 135,286 123,817 133,801 - - - - 223,271 224,393 209,020 220,052 Capital Outlay RECREATION COMPLEX FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 880,893 903,575 905,177 931,282 Operating 824,476 917,898 905,672 874,087 Capital Outlay 51,887 16,000 16,809 5,600 1,757,256 1,837,473 1,827,658 1,810,969 FY 2012-2013 Recreation Complex Fund Budget (in thousands) $874 $931 $5 Personnel Operating Capital Outlay TWO PERCENT TAX FUND 10/11 Actual Personal Services Operating Capital Outlay 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget 522,174 551,757 508,328 566,523 1,143,180 1,135,628 1,088,760 1,192,160 - 12,400 - 5,000 1,665,354 1,699,785 1,597,088 1,763,683 FY 2012-2013 Two Percent Tax Fund Budget (in thousa nds) $1,192 $566 $5 Personnel Operating 97 Capital Outlay APPROPRIATED GRANTS FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 11,985 - 1,858 - Operating 35,357 386,868 43,405 68,594 - - - - 47,342 386,868 45,263 68,594 Capital Outlay ARROYO DUNES GOLF COURSE FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 85,408 134,328 88,266 159,779 Operating 132,567 143,655 145,882 144,568 - - - - 217,975 277,983 234,148 304,347 Capital Outlay DESERT HILLS GOLF COURSE FUND 10/11 Actual Personal Services Operating Capital Outlay 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget 787,223 890,488 863,267 963,843 1,096,595 1,162,222 1,185,949 1,164,830 - - - - 1,883,818 2,052,710 2,049,216 2,128,673 FY 2012-2013 Desert Hills Golf Fund Budget (in thousands) $1,164 $963 Personnel $Operating 98 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 Division, Support Services Division, and Investigations Division. The Professional Standards and Accountability Unit reports directly to the Chief of Police. Administration is responsible for the overall management of the department. The Chief of Police along with a Deputy Chief of Police and three Captains provide the vision and leadership to achieve the goals and objectives of the Police Department. The Patrol Division is the largest and most visible division in the agency. 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 Division also consists of specialized units including Traffic Unit which is staffed with traffic enforcement units and civilian accident investigators, a School Services Unit, a Gang Unit, a Public Safety Communications Center, and K-9 Officers. AUTHORIZED PERSONNEL Administration Animal Control Patrol FY 11/12 9 FY 12/13 9 6 6 126 134 Investigations 44 44 Support Services 60 60 Facility Maintenance 4 5 Total 249 258 *Facility Maintenance employees report to City Administration. 99 The Support Services Division consists of a Records Unit which is responsible for receiving, entering, archiving, and retrieving police reports as well as collecting data for statistical purposes. A Training Unit, Hiring/Recruitment Unit, Public Affairs Unit, and Facilities Maintenance also comprise Support Services. The Investigations Division is responsible for the in-depth follow up investigations as well as preparing cases for court. The Investigations Division consists of a Crimes Against Persons Unit, Sex Crimes Unit, Property Crimes Unit, Narcotics Unit, Evidence Unit, an I.D. Crime Lab Unit, and Crime Analysis. 2011-2012 ACCOMPLISHMENTS:  Prescription Drug Collection Program (January 2011)- The prescription drug collection program offers the public a means to anonymously deposit their expired, unused or unwanted prescription drugs in a collection container located in the foyer of the police department. It is available 24 hours a day and has collected over 750 pounds of drugs from our community. All of these substances are destroyed by the police department.  Two Citizen Police Academies, one of which was the first Hispanic Citizen Police AcademyThe academies are designed to educate the citizens of Yuma about the daily operations of the Yuma Police Department. They are eight weeks long; give participants an opportunity to interact with several officers who instruct various topics relating to police work. The Hispanic Citizen’s Academy is instructed in Spanish with a goal to improve our outreach to the Hispanic community. Over 30 community members attended these two academies.  Very active year with Law Enforcement Torch Run for Special Olympics- YPD placed sixth overall in the state for fundraising with over $18,000 dollars towards Special Olympics.  Design & Development of YPD Eastern Substation- This 4300-square-foot facility is located at 26th Street and Araby Road and scheduled to begin construction in mid-2012. The substation will provide a number of services to the community and support the officers that work in the eastern part of the city.  Expanded our K-9 Patrol Service Dogs by two- The K9 Unit now has a total of four dogs all purchased with Racketeer Influenced Corrupt Organizations (RICO) funds. The K9 Unit is tasked with assisting our officers and detectives with narcotic detection, suspect apprehension and building searches.  Expanded our In-Car-Camera SystemsInstalled in approximately one-third of our Patrol fleet, with an additional 22 systems on order. These in-car cameras are a vital piece of equipment in modern law enforcement activities that record the activities of officers. All of the cameras have been acquired through federal funded grants.  Abandoned & Inoperable Vehicle Operation- The Yuma Police Department, Public Works, Neighborhood Services and Department of Community Development, targeted abandoned vehicles throughout the city. The goal of the operation was public education, awareness and compliance to reduce and abate the amount of abandoned vehicles. Over 400 vehicles were remediated.  Creation & implementation of Animal Control Services (ACS)- The purpose of the ACS Unit is to provide responsive, efficient and high-quality animal care and control services that preserves and protects public and animal safety. We have hired one ACS Supervisor and four ACS officers to provide this new city service which began in January 2012. 100 GOALS FOR 2012-2013:                    Complete construction of new police substation and open it for operational use. Fully implement and begin operational use of New World systems. Establish Animal Control Citizen’s Advisory Committee. Develop 5 year strategic plan for department. Continue to combat graffiti with TAGS. Complete construction of K9 training facility. Conduct two Citizen’s Police Academies and an Open House at YPD’s new Substation. Continue timely and professional response to calls for service. Continue active recruitment to fill authorized vacancies. Continue to work with Human Resources on internal, external and promotional processes. Continue public outreach to educate the community on personal safety and security matters. Continue to work with YRCS in expanding the radio system into a truly regional system. Improve building security systems through upgrades or replacements. Obtain outside funding through Stonegarden, Governor’s Office of Highway Safety, and the Arizona Criminal Justice Commission grants to further enhance 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. Conduct a sobriety check points to raise awareness of impaired driving. Implement additional computer forensics capabilities and training. Continue the strong emphasis on Community Oriented Policing and Problem Oriented Policing in Department philosophy. 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Police Administration 2,330,344 1,619,591 1,559,675 1,492,191 Animal Control 0 650,000 683,731 774,995 Patrol-Field Services 11,125,719 12,571,779 11,564,364 12,088,340 Investigation-Field Services 4,033,532 4,091,300 3,946,383 4,079,246 911 Administration 34,566 31,355 43,633 35,013 Quality Assurance 1,535,829 1,212,387 1,192,939 1,288,237 857,869 1,075,372 928,825 1,038,925 1,845,819 1,891,476 1,849,650 2,014,904 4,298 617,514 774,538 970,257 21,767,976 23,760,774 22,543,738 23,782,108 Records & Communication Public Safety Communication Center Facilities Maintenance 101 For fiscal year 2012-2013, the Police Department presents a budget of $23,947,461. Eight new Police Officers are budgeted for FY13; these officers will be 75% funded through Grants and 25% funded through General Fund. Capital Outlay items have been moved out of General Fund into the Public Safety Tax Fund in support of the ballot language authorizing use of these tax monies for public safety equipment and facilities. GENERAL FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 17,262,697 17,860,311 18,050,284 18,878,408 Operating 3,143,001 3,353,641 3,326,919 3,523,640 36,236 62,652 80,204 75,000 20,441,934 21,276,604 21,457,407 22,477,048 Capital Outlay FY 2012-2013 General Fund Budget (in thousands) $18,878 $3,523 $75 Personnel Operating Capital Outlay PUBLIC SAFETY TAX FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services - - - - Operating - - - 199,981 Capital Outlay - - - 647,573 - - - 847,554 APPROPRIATED GRANTS FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 747,824 1,368,387 610,344 536,293 Operating 252,471 1,105,223 475,987 30,772 Capital Outlay 324,747 10,560 - - 1,325,042 2,484,170 1,086,331 567,065 102 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 in unison to fulfill the Department’s mission. The Administration Division is responsible for short and long term strategic planning designed to achieve the highest level of effectiveness and efficiency while enabling the Department to meet the goals of the City Council and the needs of the citizens. AUTHORIZED PERSONNEL Administration Professional Services Operations Community Risk Reduction Total FY 11/12 7 3 117 4 131 FY 12/13 7 3 111 4 125 In efforts to meet the goals of the City Council and the citizens of Yuma, the Fire Department has taken steps toward improving services. Reflecting their confidence in City government, the citizens of Yuma approved reauthorization of the 0.2% public safety tax for the next 25 years. This tax will allow the City to acquire land, construct or repair facilities and purchase public safety equipment, vehicles and communications systems for public safety purposes. With a continued staffing reduction, the Community Risk Reduction Division’s Property Management Program continues to focus on the inspection of high life hazard occupancies such as schools, adult and child care facilities, assembly buildings and industrial plants. The Department of Community Development, Building Safety division, has taken over new construction in the City ensuring compliance with the City’s safety standards in the construction phases. In January 2010, the Yuma City Council authorized submittal of an application to obtain a Certificate of Necessity for ambulance patient transportation. Approval from the Director of the Arizona Department of Health Services was successfully attained in February 2012. The ability to transport patients will improve the continuity of care and reduce the times a patient is passed from one provider to another lessening the likelihood that important, even vital, information could be lost. This will also reduce the amount of emergency vehicles traveling through town with lights and sirens. Another major objective of the Administration Division is to facilitate partnerships with other agencies, both internal and external to the organization. These agencies share similar interests or goals in specific areas and several of these partnerships have reduced costs while still achieving mutual goals. One example of a partnership was developed between the Fire Department, Yuma Regional Medical Center (YRMC) and the City of Yuma Information Technology Department to implement a procedure wherein 12-Lead EKG’s are sent to the Emergency Room from the scene of a patient experiencing chest 103 pain. The EKG’s are sent using a cell phone, and routed through the City’s computer network which then sends them to YRMC. For patients experiencing a serious type of myocardial infarction time is critical and the objective is to get the patient into the cardiac catheterization lab within ninety minutes. We have seen successful patient outcomes with this program and will continue to work toward the goal of eventually bypassing the Emergency Room and taking the patient straight to the catheterization lab, saving even more precious minutes. Another important partnership is with the Saving Hearts in Arizona Registry and Education (SHARE) Program through the Arizona Department of Health Services and the University of Arizona Sarver Heart Center. The Fire Department submits data collected on all out of hospital cardiac arrests and is using a new protocol in cooperation with the Sarver Heart Center, cardio cerebral resuscitation (CRR), which has been shown to increase survivability for cardiac arrest patients. The Operations Division delivers services activated by the E9-1-1 and emergency calls received by the traditional seven-digit system. It provides for emergency response to “all risks” in the community including those associated with fire, EMS, technical rescue, hazardous materials, and disaster response. Utilizing 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 while providing the crew with the leadership of a Chief Officer. Fleet Services is also a key component of the Division. The Fleet Manager works in coordination with the Public Works Fleet Management staff to ensure operational readiness of all fire apparatus. The Fleet Manager and one Public Works staff member are certified as Emergency Vehicle Technicians (EVT’s) and ensure all maintenance work and required testing are completed in accordance with the most up-to-date regulations. The Professional Services Division is responsible for Department training, internal affairs, safety, succession planning, agency accreditation and improvements, and design and construction of Department facilities. Training is provided in the areas of fire suppression, operational tactics and emergency medical certification. Continuing education for basic emergency medical technicians and Paramedics is also provided. Training is coordinated by the Professional Services Division for special operation teams to meet annual training requirements. Internal Affairs reviews the accidents, injuries, personnel actions and customer complaints. Succession planning activities include recruitment and testing of entry level and internal promotional candidates. In addition, the Division forecasts and plans for the long- and short-term personnel needs of the Department. A key responsibility of the Division is the Department’s successful re-certification as an Accredited Agency through the Center for Public Safety Excellence. The mission of the Community Risk Reduction Division is to increase public safety through education, engineering and enforcement. The Division achieves this mission through a number of public outreach programs. Some examples include: distributing smoke detectors and managing the Juvenile Fire Setter Program. The Juvenile Fire Setter Program is nationally recognized and provides training and education to juvenile offenders. The Division is also actively involved in the pre-development process for new growth in the City. Another major responsibility is inspections of high risk hazard occupancies with a focus on conditions that could pose life-threatening danger. As a result of these on-site inspections, Fire Department staff is able to instill a positive relationship with building owners, managers and staff which establishes communication and allows development of training for such things as emergency planning, fire extinguisher use and fire evacuation plans. In addition, the Division has certified personnel who are responsible for providing fire investigations. The purpose of the investigation is to determine the cause and origin of a fire. These investigations are conducted in conjunction with the Yuma Police Department with a common goal to arrive at the true cause of a fire. Another aspect of the Division’s responsibilities is 104 their liaison with the victims of a fire; they are available to provide emergency assistance which may include such assistance as putting the victims in touch with Red Cross personnel and/or assisting to secure their property. 2011-2012 ACCOMPLISHMENTS:                  Successfully achieved a Certificate of Necessity for Ambulance Transport. DHS certified all YFD ambulance units. Completed construction of the Public Safety Training Facility. Actively participated in planning and conducting the 8th Annual Yuma Ammonia Awareness Safety Day. Started construction on a new Fire Station #1. Completed the City of Yuma’s Emergency Operations Plan and the Yuma Multi-Hazard Mitigation Plan. Establishment of a Fire Service Honor Guard. Personnel presented our Fitness Program at FireRescue International. YFD photo was one of the winners of the IAFC photo contest. Held our 2nd annual Camp Fury for Girl Scouts. Received the Patriot Employer Award. Used with permission Coordinated with bringing the Western Region Prehospital Resuscitation Class to Yuma. Continued to apply for grant funding for a program to minimize fall injuries in our senior population. Continued to promote our program to provide and install smoke detectors and provide educational outreach materials to high risk citizens utilizing a U.S. Fire Administration Grant. Continued the Juvenile Fire Setters Program for referred participants. Continued to refine the Departmental EMS Quality Assurance Program. Results are shared with YRMC and the Physician Medical Director. The Department EMS Chief continued to serve on the Arizona EMS Council. GOALS FOR 2012-2013: 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:           Complete construction of Fire Station 1. Continue the review of the new Fire Code for City Council adoption. Continue to educate Yuma Fire Department personnel 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 improve our service delivery and provide optimum care to the community. Continue succession planning for Chief Officers through participation in the Arizona State University Fire Service Institute, Peoria’s Regional Battalion Chief Academy, and the National Fire Academy. Hold Company Officer and Engineer Academies. Provide promotional testing for Fire Captain and Battalion Chief. Work with the University of Arizona Medical Center on implementing a new traumatic brain injury protocol to improve the treatment and ultimately the patient outcome after a traumatic brain injury. Continue to provide outreach training to businesses on disaster and emergency preparedness. 105  Prepare for the 2013 Accreditation site visit. Due to the City’s attrition policy developed in FY 2009-2010, the Fire Department continues to operate with a reduced staff. This reduction in personnel has, on occasion, required the Department to close the office whenever there is insufficient staffing to keep it open. The Fire Department was awarded a Certificate of Necessity for emergency ambulance transport services by the Arizona Department of Health Service in February 2012. A transitional phase of the number of ambulances staffed by the Yuma Fire Department has commenced and is expected to be fully implemented within one year. The mission of the Fire Department continues even through these difficult financial times. We have maintained our certification as an Accredited Agency through the Center for Public Safety Excellence. This self-assessment process required the staff and firefighters to assess many critical elements including governance, administration, assessment, planning, financial resources, programs, physical resources, external relationships, training and competency. Once Accreditation is obtained, annual submittals to maintain this prestigious rating are necessary. This Accreditation admits membership of the Yuma Fire Department into a very exclusive club as there are only 143 Fire Departments internationally recognized with this distinction. Call Volume 12,500 N u m b e r o f C a lls 12,000 11,500 11,000 10,500 10,000 9,500 2005 2006 2007 2008 2009 2010 Year 2011 The City of Yuma Fire Department responded to over 12,000 calls last calendar year, some of them include commercial and residential fires, hazardous materials, and emergency medical assistance. In addition to these emergency activities, the Emergency Services Division is also 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, Silver Spur Rodeo, Colorado River Crossing Balloon Festival, parades, visits to most of the local schools and a host of other community events. Over the last year our Department provided mutual aid to the communities of Somerton, San Luis, Wellton, and Winterhaven. We have also provided mutual aid to neighboring agencies of the United States Border Patrol and the Marine Corps Air Station Yuma. In addition to assisting local entities, we are a part of the California and Arizona Mutual Aid strike teams. Of note is our deployment to the 2011 Monument Fire near Sierra Vista, Arizona. 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 International Fire Service Training Association Validation Committee for the Chief Officer Manual, the Arizona State Fire Marshal’s Office, the Arizona Fire Chiefs Mutual Aid Coordinating Committee, and the National Fire Service Data Summit. Yuma Fire Department personnel hold offices on the boards of the Yuma County Fire Officers Association, the Arizona Emergency Medical Services Council, the Arizona Fire Chief Association, the United Way, and the Western Arizona Council of Governments Elder Abuse Coalition. 106 The Yuma Fire Department continues to educate our members at the best schools in the Nation for emergency services. This year our members attended the National Fire Academy, the National Emergency Management Institute, and the Naval Postgraduate School. 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Fire Administration 747,718 771,860 784,962 1,342,300 Fire-Training 323,398 694,054 343,314 419,629 Suppression 9,316,079 11,871,989 10,221,319 11,261,506 Prevention 617,689 485,454 426,050 412,033 Special Operations 19,977 58,066 54,106 52,044 117,354 414,405 0 429,358 0 165,000 0 0 120 277,391 225,181 320,744 11,142,335 14,738,219 12,054,932 14,237,614 Emergency Medical Service Emergency Management Facilities Maintenance The Fire Department presents a budget of $14,262,614, a reduction of 3.2% from the current year’s budget. With the initiation of ambulance transport services, more accurate budget figures are presented for their operation in the General Fund. There is also a reduction in anticipated Grant funds. Capital Outlay items have been moved out of General Fund into the Public Safety Tax Fund in support of the ballot language authorizing use of these tax monies for public safety equipment and facilities. GENERAL FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 9,866,871 10,872,835 10,156,735 10,691,980 Operating 1,214,389 1,978,141 1,594,666 1,872,952 - 329,305 295,720 - 11,081,260 13,180,281 12,047,121 12,564,932 Capital Outlay FY 2012-2013 General Fund Budget (in thousands) $10,691 $1,872 $- Personnel Operating 107 Capital Outlay PUBLIC SAFETY TAX FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services - - - - Operating - - - 491,020 Capital Outlay - - - 614,904 - - - 1,105,924 APPROPRIATED GRANTS FUND 10/11 Actual 11/12 Adjusted Budget 11/12 Estimate 12/13 Budget Personal Services 45,386 350,000 5,811 84,942 Operating 15,689 1,204,335 2,000 481,816 - 3,603 - - 61,075 1,557,938 7,811 566,758 Capital Outlay 108 Capital Spending & Debt Management CAPITAL SPENDING AND DEBT MANAGEMENT Page No. Capital Improvement Program Capital Improvement Project Summary Capital Budget Project Detail Debt Management Table of Outstanding Debt 109 112 113 116 118 Capital Improvement Program The City of Yuma Capital Improvement Program (CIP) is a five-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. develops a project schedule. Projects are reviewed by the responsible department and placed within the department’s ten-year schedule. During the annual review of the five-year CIP, completed projects are removed, new projects are proposed, and scheduled projects move forward in the schedule or out to later years. The timing of a project is dependent on the current condition of the facility and funding availability. This section describes the CIP process and provides limited detail of projects included within the capital improvements area of this adopted budget. The end result of the capital program is a separately published document, which includes detailed mapping, revenue source and the complete five-year program. The reader should refer to that document to attain more descriptive detail than is included herein. THE PROCESS Projects are typically major expenditures. They can be either infrequent projects, such as the Municipal Government Complex construction project or systematic improvements, such as street surface replacement. Regular street maintenance of city facilities is not considered a Capital Improvement. Therefore, a project such as street slurry seals, which seals minor surface cracks, would not be found in this document and is funded, scheduled and completed within the Public Works Department’s Operations and Maintenance (O&M) budget. As the five-year CIP is fine-tuned, it is under the oversight of the CIP Review Committee, which is composed of senior staff and the City Administrator. At this time, the specific dollar amounts available for each funding source are known or reliable projections can be made and projects may be added or dropped based on the amount of funds available in the next five years. After review by staff, the next step is referral to the Planning and Zoning Commission for comments and recommendations. Because the CIP identifies what City facilities will be improved it is more than a schedule of expenditures. It is a statement of budgetary policy and a planning document. Implementation of the CIP is a tool to accomplish the adopted goals and policies of the City Council. The Planning and Zoning Commission’s role is to review the CIP for consistency with the goals and policies of the General Plan. A Public Hearing is held at a commission meeting, which results in a formal recommendation to the City Council. The Capital Budget, which is the first year of the CIP and the five-year CIP are then brought before the City Council. The City Council will hold a public hearing on the draft CIP at a regular Council meeting. Adoption then occurs at a subsequent Council meeting. Projects are developed through the course of the fiscal year. The process involves council, citizens, or staff proposing needed projects. Staff then coordinates the project with any related projects, reviews for compatibility with the City’s goals, identifies a funding source, and 109 the operating budget must have a clear connection to the CIP process. Those same revenues drive the daily services provided by the city. Accordingly, its operating budget often 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 five-year CIP program is called the capital budget. An extensive project, such as the installation of a major waterline, will typically be a multi-year project. The first year of the project is the design stage and the second year will involve the actual construction. The capital budget is integrated with the operating budget of the City and adopted in one motion. The projects within the first year of the CIP are prioritized. Prioritization is developed within each section and is established by the responsible departments. The prioritization is based on the need for the project and the available resources needed to complete the project. Items in the 2013 capital budget have minimal impact on the operating budget since many capital items are replacement items already affecting operations cost. 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). 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 five-year capital improvement program. IMPACT ON OPERATING BUDGET Because much of the funding for capital projects comes from the general and special revenues, 110 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. 111 Capital Improvement Project Summary 2012-2013 Capital Budget 2012-2013 FUND - General Fund Arroyo Dunes Golf Course Fund 210,000 50,000 Public Safety Tax Grants Fund Appropriated Grants Fund 13,092,263 - Recreation Complex Fund Two Percent Tax Fund 1,522,082 City Road Tax Fund 2,637,116 20,000 Water Fund Wastewater Fund 1,180,000 Restricted Funds Bond General Bond Road Bond Water Bond Wastewater Developer Deposits Prorata Development Fees Water System Development Water Capacity Sewer Capacity Fees Sanitary Sewer Interceptor Charge 6,733,200 4,541,800 6,883,300 1,622,000 21,294 2,794,197 3,504,594 - Other 8,330,897 53,142,743 TOTAL 112 CAPITAL IMPROVEMENT PROJECTS 2012-2013 Capital Budget FUNDING SOURCE ADEF PROJECT TITLE 2012/2013 Desert Hills Par 3 Desert Hills Par-3 Golf Shop ADEF Total 10,000 200,000 210,000 BOND GENERAL Total 2,425,000 65,000 35,000 4,151,200 12,000 45,000 6,733,200 Giss Parkway Roundabout Improvements 8th Avenue - 24th Street to 32nd Street 4th Avenue - Catalina Drive to 1st Street Paving 16th Street & 4th Ave Intersection Improvements Avenue A - 8th Street to 16th Street Paving Avenue 3E - Gila Ridge Rd. to 32nd St. Villa Hermosa No. 2 South Frontage Road - Avenue 9½E to Avenue 10E Giss Parkway - 4th Avenue to I-8 32nd Street - Avenue A to Avenue B BOND ROAD Total 42,000 630,000 270,800 1,400,000 1,010,000 300,000 100,000 491,000 98,000 200,000 4,541,800 Madison Avenue: 2nd Street to 3rd Street Upgrade Ferrous Chloride Injection System Figueroa Avenue WPCF Corrosion Control Imps Figueroa WPCF Power Improvements Figueroa Avenue WPCF Biosolids Dewatering Process Pinto Lane Sanitary Sewer Lift Station BOND WASTEWATER Total 62,000 500,000 500,000 370,000 160,000 30,000 1,560,000 Agua Viva Urban Lake 8th Avenue - 24th Street to 32nd Street Avenue A - 8th Street to 16th Street Paving Main Street WTP Auxiliary Power Potable Water Dedicated Sample Taps Avenue 4E and 36th Street Watermain Intersection Agua Viva WTP Solar Power Main Street WTP Roof Upgrades Waterline Replacement/Improvements Avenue C Waterline - 16th Street to 18th Street Madison Avenue - 2nd Street to 3rd Street TTHM Air Stripping Tank System Watermain Replacement Annual Project 24th Street Waterline - Pacific to Arizona Avenue Letvin Avenue Waterline Main Street WTP Filter System Upgrade BOND WATER Total 900,000 640,000 140,000 195,000 50,000 575,000 50,000 350,000 840,000 400,000 62,000 355,000 876,300 900,000 200,000 350,000 6,883,300 BOND GENERAL General Fund Public Safety Tax BOND ROAD BOND WASTEWATER BOND WATER 1st Street Parking Structure Software System Purchase Financial Administration Software Fire Station No. 1 Replacement Police Storage Facility Police K9 Training Area 113 CAPITAL IMPROVEMENT PROJECTS 2012-2013 Capital Budget FUNDING SOURCE DD DEV GRNT OTHR PBSF PRO PROJECT TITLE 2012/2013 Cibola Heights Stormwater Basin Improvements DD Total 21,294 21,294 Yuma Valley Area Park Yuma East Athletic Park Police Substation 16th Street & 4th Ave Intersection Improvements 32nd Street and Avenue 8E Turn Lane 32nd Street and Avenue 7E Turn Lane Giss Parkway - 4th Avenue to I-8 DEV Total 220,000 404,400 1,160,000 1,216,224 200,325 200,325 103,320 3,504,594 Yuma Valley Area Park Expansion of Yuma's Multi-Use Pathway System Yuma Regional CAD/RMS/MDC 800 MHZ New Radio Site West Main Canal Multi-use Path Avenue A Multi-Use Pathway HSIP Traffic Signal Upgrades Main Street WTP Auxiliary Power Figueroa Avenue WPCF Bio-solids Dewatering Process Multi-Modal Reconstruction GRNT Total 62,779 411,960 1,567,000 6,582,000 749,921 746,940 227,663 600,000 2,000,000 144,000 13,092,263 Sidewalk Infill Figueroa WPCF Co-Gen Project 22nd Street - Avenue A to 4th Ave Sidewalks Fourth Avenue Gateway School Safety Improvement Interceptor Sewer Flow Monitoring and Upgrades Letvin Avenue Waterline 16th Street - Arizona Avenue to Pacific Avenue Giss Parkway - 4th Avenue to I-8 1st Street Parking Structure OTHR Total 114,370 1,500,000 62,961 750,000 10,266 100,000 18,000 1,000,000 1,400,000 3,375,300 8,330,897 Software System - Ticketing PBSF Total 50,000 50,000 PRO Total 421,712 2,372,485 2,794,197 Yuma Valley Area Park 24th Street - Avenue B to Avenue C 114 CAPITAL IMPROVEMENT PROJECTS 2012-2013 Capital Budget FUNDING SOURCE ROAD SUF TWO% WUF PROJECT TITLE 2012/2013 16th Street & 4th Ave Intersection Improvements Catalina Drive - 32nd Street to 4th Avenue Palo Verde St. - Catalina Drive to Arizona Avenue Catalina Drive - 8th Avenue to 4th Avenue Madison Avenue - 2nd Street to 3rd Street School Safety Improvement Avenue A Multi-Use Pathway Sidewalk Infill 22nd Street - Avenue A to 4th Ave Sidewalks Storm water NPDES Permit HSIP Traffic Signal Upgrades 16th Street - Arizona Avenue to Pacific Avenue West Main Canal Multi-use Path 28th Street Storm Drainage Arizona Ave. - 16th St. & Giss Pkwy Intersections ROAD Total 8th Avenue - 24th Street to 32nd Street Sewer Line Replacements/Improvements Figueroa WPCF AZPDES Renewal Manhole Rehabilitation/Reconstruction Desert Dunes WRF Solar Power Project 523,776 390,000 397,000 312,000 78,000 10,266 129,858 11,437 17,159 70,000 22,766 70,000 124,854 70,000 410,000 480,000 SUF Total 30,000 100,000 200,000 100,000 25,000 1,180,000 Redevelopment Proposed Grants Yuma Valley Area Park Expansion of Yuma's Multi-Use Pathway System Fourth Avenue Gateway Reclamation Land Exchange Deyo Complex Restroom Giss Parkway Downtown Entrance Riverfront Development Master Planning West Wetlands Mitigation Multi-Modal Reconstruction 1st Street Parking Structure TWO% Total 20,000 700,009 68,587 126,986 60,000 223,000 85,000 25,000 14,500 100,000 99,000 1,522,082 New Water Services WUF Total Grand Total $ 115 20,000 20,000 53,142,743 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 116 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, 2011 follows: DEBT LIMITATIONS Water, Etc. (20%) Legal Limit $146,606,705 Outstanding GO Debt 2,765,000 Available Debt Margin $143,841,705 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 $43,982,012 Outstanding GO Debt Available Debt Margin $43,982,012 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 117 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. MPC Bonds 2003 Refunding 1995A Authorized $14,640,000 Rate Issued/Refunded Project OUTSTANDING DEBT The following tables list the outstanding debt at June 30, 2012: MPC Bonds 2003 Refunding 1995B 4.21% $2,905,000 1995/2003 Rate Police/Municipal Court Facility MPC Bonds 2003 Series 3.67% Issued/Refunded $9,000,000 1995/2003 % of Annual Revenues FY13 Public Safety Tax 42.69% Public Works Facility & Warehouse 4.18% 2003 Yuma Art Center Fire Station #3 FY13 Payment 1,598,203 Rate Issued/Refunded Fire Station Communications System Source of Repayment City’s Source of Repayment % of Annual Revenues FY13 FY13 Payment General Fund 0.17% 96,560 HURF 1.58% 101,415 Solid W aste 0.68% 20,979 W ater Fund W astewater Fund 0.29% 0.17% 62,358 24,063 Source of Repayment % of Annual Revenues FY13 FY13 Payment General Fund 0.94% 533,660 Public Safety Tax 4.23% 158,187 691,847 305,375 July 1 2013 2014 Interest Principal $ 2015 1,425,000 1,490,000 $ 1,560,000 Total 173,203 119,765 $ 1,598,203 1,609,765 62,400 1,622,400 Principal $ 270,000 280,000 Interest $ 295,000 35,375 25,250 Total $ 14,750 305,375 305,250 Principal $ 309,750 2016 2017 2018 2019 2020 2021 2022 2023 450,000 470,000 Interest $ 241,847 224,973 Total $ 691,847 694,973 490,000 515,000 207,347 182,847 697,347 697,847 535,000 157,098 692,098 560,000 585,000 134,628 110,828 694,628 695,828 610,000 635,000 85,672 58,833 695,672 693,833 665,000 30,258 695,258 5,515,000 $ 1,434,331 $ 6,949,331 2024 2025 2026 2027 2028 2029 2030 2031 2032 Outstanding $ 4,475,000 $ 355,368 $ 4,830,368 $ 845,000 118 $ 75,375 $ 920,375 $ M P C B on d s 2 0 1 0 R e fu n d in g 2 0 0 1 Au th o ri ze d $ 2 9 ,5 3 0 ,0 0 0 R a te Is s u e d / R e fu n d e d P ro je c t M P C B o nd s 2 0 0 7 Se rie s B 4.23% $ 3 0 , 7 8 5 ,0 0 0 2001/2010 M PC B o n d s 2 0 0 7 S e rie s D R a te 4.20% I s s u e d /R e f un d e d C ity H a ll $ 6 1 ,1 0 0 , 0 0 0 2007 R a te 4.40% I s s u e d /R e fu nd e d F ire S t a tio n # 6 & P u b lic S a f e ty F a c ilit ie s 20 07 R o a d C o n stru c tio n & Im p ro ve m e n t s R e c re a tio n P ro je ct s Fib e r O p tic I n sta lla tio n , e t c S o u rc e o f R e p a ym e n t % o f A n nu a l R e v e n u e s F Y1 3 F Y 1 3 P a y m e n t G eneral F und 4.44% % of A n nu a l R e v e nu e s F Y1 3 S ou rc e o f R e pa y m e n t 2 ,5 3 0 , 0 8 1 G e n e ra l F u n d P u b lic Sa fe t y T a x 1 .9 5 % 1 ,1 1 2 , 6 8 1 3 1 .5 8 % 1 ,1 8 2 , 2 8 9 % o f A n n ua l Reven u es F Y 13 S o u rc e o f R e p a ym e n t F Y1 3 P a ym e nt C ity R o a d T a x F Y1 3 P a ym e n t 5 0 .4 5 % 4 ,7 8 3 , 8 2 5 2 ,2 9 4 , 9 7 0 Ju ly 1 2013 2014 P ri n c ipa l $ Int e re s t 1 ,3 7 5 ,0 0 0 1 ,4 2 5 ,0 0 0 $ To ta l 1 ,1 5 5 , 0 8 1 1 ,1 0 0 , 0 8 2 $ P ri nc ip a l 2 ,5 3 0 , 0 8 1 2 ,5 2 5 , 0 8 2 $ I nt e re s t 1 , 2 3 0 ,0 0 0 1 , 2 8 0 ,0 0 0 $ T o ta l 1,064,970 1,015,770 $ P rin c i pa l 2 ,2 9 4 , 9 7 0 2 ,2 9 5 , 7 7 0 $ I n te re s t 2 ,4 3 5 , 0 0 0 2 ,5 4 0 , 0 0 0 $ 2 , 3 4 8 ,8 2 5 2 , 2 5 1 ,4 2 5 T o ta l $ 4 ,7 8 3 , 8 2 5 4 ,7 9 1 , 4 2 5 2015 1 ,4 6 5 ,0 0 0 1 ,0 5 7 , 3 3 1 2 ,5 2 2 , 3 3 1 1 , 3 3 5 ,0 0 0 964,570 2 ,2 9 9 , 5 7 0 2 ,6 5 5 , 0 0 0 2 , 1 4 9 ,8 2 5 4 ,8 0 4 , 8 2 5 2016 2017 1 ,8 4 0 ,0 0 0 1 ,0 1 3 , 3 8 1 2 ,8 5 3 , 3 8 1 1 , 3 9 0 ,0 0 0 911,170 2 ,3 0 1 , 1 7 0 2 ,7 6 0 , 0 0 0 2 , 0 4 3 ,6 2 5 4 ,8 0 3 , 6 2 5 1 ,9 1 0 ,0 0 0 2 ,0 1 0 ,0 0 0 939,781 844,282 2 ,8 4 9 , 7 8 1 2 ,8 5 4 , 2 8 2 1 , 4 4 5 ,0 0 0 1 , 5 0 5 ,0 0 0 855,570 797,770 2 ,3 0 0 , 5 7 0 2 ,3 0 2 , 7 7 0 2 ,8 7 0 , 0 0 0 2 ,9 8 5 , 0 0 0 1 , 9 0 5 ,6 2 5 1 , 7 6 2 ,1 2 5 4 ,7 7 5 , 6 2 5 4 ,7 4 7 , 1 2 5 2 ,1 1 0 ,0 0 0 2 ,2 1 0 ,0 0 0 743,781 638,281 2 ,8 5 3 , 7 8 1 2 ,8 4 8 , 2 8 1 1 , 5 6 5 ,0 0 0 1 , 6 3 0 ,0 0 0 737,570 674,970 2 ,3 0 2 , 5 7 0 2 ,3 0 4 , 9 7 0 3 ,1 1 0 , 0 0 0 3 ,2 4 0 , 0 0 0 1 , 6 1 2 ,8 7 5 1 , 4 5 7 ,3 7 5 4 ,7 2 2 , 8 7 5 4 ,6 9 7 , 3 7 5 2 ,3 0 5 ,0 0 0 549,881 2 ,8 5 4 , 8 8 1 1 , 7 0 0 ,0 0 0 606,510 2 ,3 0 6 , 5 1 0 3 ,3 7 5 , 0 0 0 1 , 3 2 3 ,7 2 5 4 ,6 9 8 , 7 2 5 2 ,4 0 0 ,0 0 0 2 ,5 0 0 ,0 0 0 454,800 352,800 2 ,8 5 4 , 8 0 0 2 ,8 5 2 , 8 0 0 1 , 7 7 0 ,0 0 0 1 , 8 5 0 ,0 0 0 534,260 458,150 2 ,3 0 4 , 2 6 0 2 ,3 0 8 , 1 5 0 3 ,5 2 0 , 0 0 0 3 ,6 7 0 , 0 0 0 1 , 1 5 4 ,9 7 5 9 7 8 ,9 7 5 4 ,6 7 4 , 9 7 5 4 ,6 4 8 , 9 7 5 2018 2019 2020 2021 2022 2023 2024 2025 2026 2 ,6 1 0 ,0 0 0 240,300 2 ,8 5 0 , 3 0 0 1 , 9 3 0 ,0 0 0 365,650 2 ,2 9 5 , 6 5 0 3 ,8 2 5 , 0 0 0 7 9 5 ,4 7 5 4 ,6 2 0 , 4 7 5 2 ,7 3 0 ,0 0 0 122,850 2 ,8 5 2 , 8 5 0 2 , 0 1 0 ,0 0 0 2 , 1 0 0 ,0 0 0 281,212 193,275 2 ,2 9 1 , 2 1 2 2 ,2 9 3 , 2 7 5 3 ,9 9 5 , 0 0 0 4 ,1 7 0 , 0 0 0 6 0 4 ,2 2 5 4 0 4 ,4 7 5 4 ,5 9 9 , 2 2 5 4 ,5 7 4 , 4 7 5 2 , 1 9 5 ,0 0 0 98,775 2 ,2 9 3 , 7 7 5 4 ,3 5 5 , 0 0 0 1 9 5 ,9 7 5 4 ,5 5 0 , 9 7 5 4 9 ,5 0 5 , 0 0 0 $ 2 0 , 9 8 9 ,5 2 5 $ 7 0 ,4 9 4 , 5 2 5 2027 2028 2029 2030 2031 2032 O u ts ta nd i n g $ 2 6 ,8 9 0 ,0 0 0 $ 9 ,2 1 2 , 6 3 1 $ 3 6 ,1 0 2 , 6 3 1 $ 2 4 , 9 3 5 ,0 0 0 M P C B on d s 2007 Series U tility Au th o rized $ 127,925,000 Rate 4.50% Issu ed /R efu n d ed P ro ject $ 9,560,192 $ 3 4 ,4 9 5 , 1 9 2 $ Im pro vem en t D istrict N o . 67 Bo n d s Im pro vem en t D istrict No . 68 Bo n d s $7,280,000 $3,875,000 2007 Rate 3.70% Issu ed /Refu n ded 2004 Rate 4.70% Issu ed /R efu n de d 2006 W ater P lant Cons tru ction S treet Im provem ents S treet Im provem ents W ater & S ewer Im prov em ents W as tewater infr a. adjac ent to Y um a P alm s W as tewater infra. adjac ent to Y um a P alm s S ou rce o f R epa ym e nt % o f An n u al Reven u es F Y13 F Y1 3 P aym en t So u rce o f Rep aym en t Spec ial A ss m t. W ater Fund 31.82% 6,905,004 W astewater F und 14.31% 2,062,534 % o f An n u al Reven u es FY 13 F Y 13 P aym en t 100.00% 985,150 So u rce of Rep aym en t % o f An n u al Reven u es FY 13 Spec ial A ss m t. F Y 13 P aym en t 100.00% 382,970 8,967,538 Ju ly 1 2013 2014 In terest P rinc ip al $ 3,585,000 3,750,000 $ 5,382 ,538 5,239 ,138 T o tal $ 8,967,538 8,989,138 P rin cip al $ 950,000 In terest $ 35,150 T o tal $ 985,150 P rin cip al $ 265,000 280,000 In terest $ 117,970 105,515 T o tal $ 382,970 385,515 2015 3,920,000 5,089 ,138 9,009,138 290,000 92,355 382,355 2016 2017 4,095,000 4,893 ,138 8,988,138 305,000 78,725 383,725 4,270,000 4,440,000 4,688 ,388 4,453 ,538 8,958,388 8,893,538 320,000 335,000 64,390 49,350 384,390 384,350 4,620,000 4,810,000 4,231 ,538 4,000 ,538 8,851,538 8,810,538 350,000 365,000 33,605 17,155 383,605 382,155 5,015,000 3,802 ,125 8,817,125 5,225,000 5,450,000 3,551 ,375 3,290 ,125 8,776,375 8,740,125 2024 2025 2026 5,685,000 3,017 ,625 8,702,625 5,930,000 6,190,000 2,733 ,375 2,436 ,875 8,663,375 8,626,875 2027 6,460,000 6,745,000 2,127 ,375 1,844 ,750 8,587,375 8,589,750 7,050,000 1,507 ,500 8,557,500 7,365,000 7,695,000 1,155 ,000 786 ,750 8,520,000 8,481,750 559,065 $ 3,069,065 2018 2019 2020 2021 2022 2023 2028 2029 2030 2031 2032 O u tsta nd in g $ 8,040,000 402 ,000 8,442,000 110,340,000 $ 64,632 ,829 $ 174,972,829 $ 950,000 119 $ 35,150 $ 985,150 $ 2,510,000 $ W IF A L o an #920 069-03 Au th o rized $ 10,000,000 W IF A L o an #91004 3-03 R ate 3.31% Issu ed/Ref un d ed P ro ject $44,000,000 2003 W IF A L o an #92 0088-04 Rate 3 .31% Issu ed /Refu n d ed 2003 Eas t M esa W as te water P lant E as t Mes a W ater Plant S ystem Upgrades S ys tem Upgrades % o f An n u al Reven u es F Y13 F Y13 Paymen t S o u rce o f Rep aymen t W ater Fund 3.31% 71 7,500 W ater Capacity 0.00% - In terest Prin cipal $ 3.31% 2005 S ys tem Upgrades % o f An n u al Reven u es FY 13 FY 13 Paymen t W astewater Fun d W astewater Capacity 2.07% 298 ,834 99.01% 2,985 ,056 71 7,500 2013 2014 Rat e Is sued /Refu n d ed E ast Mes a W ater Plant S o u rce o f Rep aym en t Ju ly 1 $36,414,920 518,032 535,184 $ 199,4 68 182,3 16 71 7,500 71 7,500 % o f An n u al Reven u es F Y13 F Y13 Paymen t W ater F und 12.36% W ater Ca pacity 2,681,760 0.00% - 3,283 ,890 T ot al $ S o urce o f Rep aym en t Prin cip al $ In terest 2,370,953 2,449,455 $ 2,681,760 To tal 912,937 834,435 $ 3,283 ,890 3,283 ,890 Prin cip al $ 1,744,727 1,810,189 In terest $ 9 37,033 8 70,342 T ot al $ 2,681,760 2,680,532 2015 552,904 164,5 96 71 7,500 2,530,557 753,333 3,283 ,890 1,878,108 8 01,150 2,679,258 2016 2017 571,210 146,2 90 71 7,500 2,614,343 669,547 3,283 ,890 1,948,574 7 29,361 2,677,936 590,123 609,662 127,3 77 107,8 38 71 7,500 71 7,500 2,700,904 2,790,331 582,986 493,559 3,283 ,890 3,283 ,890 2,021,685 2,097,539 6 54,879 5 77,603 2,676,564 2,675,141 629,848 650,702 87,6 52 66,7 98 71 7,500 71 7,500 2,882,719 2,978,166 401,171 305,724 3,283 ,890 3,283 ,890 2,176,238 2,257,891 4 97,427 4 14,242 2,673,665 2,672,133 2018 2019 2020 2021 2022 672,247 45,2 53 71 7,500 3,076,773 207,117 3,283 ,890 2,342,607 3 27,937 2,670,544 694,505 22,9 95 71 7,500 3,178,645 105,245 3,283 ,890 2,430,501 2,521,694 2 38,393 1 45,490 2,668,895 2,667,184 2,616,802 49,092 2,665,894 25,846,555 $ 6,2 42,948 $ 32,089,503 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 O u tsta nd in g $ 6,024,416 $ 1,150,5 84 $ 7,17 5,001 $ 27,572,847 $ 5,266,052 $ 32,838 ,899 G R A N D TO T AL $ 3 7 7 ,4 5 4 ,9 2 0 A u th o r i z e d S o u rc e of R e p a y m e n t % o f An n u a l Revenu es F Y 13 G eneral F und H URF C it y R o a d T a x P u b lic S a f e t y T a x FY13 Paym en t 7 .50% 1 .58% 4 ,2 7 2 ,9 8 2 50 .45% 1 0 1 ,4 1 5 78 .49% 4 ,7 8 3 ,8 2 5 2 ,9 3 8 ,6 7 9 100 .00% 1 ,3 6 8 ,1 2 0 W a te r F u n d 0 .68% 47 .77% 1 0 ,3 6 6 ,6 2 2 W a te r C a p a c it y W a ste w a te r Fu n d 16 .55% W a s t e w a t e r C a p a c it y 99 .01% S p e c ia l A s s m t . S o l id W a s t e 2 0 ,9 7 9 0 .00% 2 ,3 8 5 ,4 3 1 2 ,9 8 5 ,0 5 6 2 9 ,2 2 3 ,1 0 9 Ju ly 1 2013 2014 I n te r e s t P ri n c i p a l $ 2015 2016 2017 2018 2019 2020 2021 2022 1 6 ,6 1 8 ,7 1 2 1 6 ,3 0 9 ,8 2 8 $ 1 2,604 ,397 1 1,969 ,011 T ot a l $ 2 9 ,2 2 3 ,1 0 9 2 8 ,2 7 8 ,8 4 0 1 6 ,9 7 1 ,5 6 8 1 1,356 ,796 2 8 ,3 2 8 ,3 6 4 1 6 ,0 3 9 ,1 2 8 1 6 ,6 6 2 ,7 1 2 1 0,668 ,084 9,976 ,094 2 6 ,7 0 7 ,2 1 2 2 6 ,6 3 8 ,8 0 6 1 7 ,3 3 2 ,5 3 2 1 8 ,0 2 8 ,8 0 5 9,220 ,692 8,456 ,446 2 6 ,5 5 3 ,2 2 4 2 6 ,4 8 5 ,2 5 2 1 8 ,7 5 1 ,7 5 9 7,660 ,755 2 6 ,4 1 2 ,5 1 4 1 9 ,1 2 1 ,6 2 7 1 9 ,8 8 3 ,6 5 1 6,921 ,381 6,092 ,301 2 6 ,0 4 3 ,0 0 8 2 5 ,9 7 5 ,9 5 3 1 5 ,9 9 1 ,6 9 4 5,225 ,540 2 1 ,2 1 7 ,2 3 4 2025 2026 1 6 ,6 6 6 ,8 0 2 1 4 ,6 6 5 ,0 0 0 1 2 ,4 6 0 ,0 0 0 4,468 ,142 3,741 ,662 3,034 ,625 2 1 ,1 3 4 ,9 4 4 1 8 ,4 0 6 ,6 6 2 1 5 ,4 9 4 ,6 2 5 2027 1 3 ,0 1 0 ,0 0 0 2,422 ,125 1 5 ,4 3 2 ,1 2 5 2028 2029 6 ,7 4 5 ,0 0 0 1,844 ,750 8 ,5 8 9 ,7 5 0 7 ,0 5 0 ,0 0 0 7 ,3 6 5 ,0 0 0 1,507 ,500 1,155 ,000 8 ,5 5 7 ,5 0 0 8 ,5 2 0 ,0 0 0 7 ,6 9 5 ,0 0 0 8 ,0 4 0 ,0 0 0 786 ,750 402 ,000 8 ,4 8 1 ,7 5 0 8 ,4 4 2 ,0 0 0 2023 2024 2030 2031 2032 O u t s ta n d i n g $ 2 8 5 ,4 0 8 ,8 1 8 $ 11 9,514 ,051 120 $ 4 0 4 ,9 2 2 ,8 6 9 $ 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 121 127 135 136 137 151 153 154 SCHEDULE 1 REVENUES 2010-2011 ACTUAL GENERAL FUND Local Taxes: Sales tax (1%) 17,635,454 Property Tax 9,429,548 Delinquent Property Tax 311,392 Franchise Tax 3,243,939 Intergovernmental Revenues: State revenue sharing 8,692,400 State sales tax 6,856,996 Auto in-lieu tax 3,250,436 Tribal contribution 51,352 Licenses and Permits: Business licenses 302,668 Liquor licenses 49,189 Building permits 641,358 Electrical permits 153,083 Plumbing permits 53,818 Mechanical permits 76,624 Charges for Services: Zoning and subdivision fees 38,941 Plan check fees 298,939 Other development fees 2,261 Swimming fees 193,707 Recreation fees 270,558 Art Center fees 48,214 Other charges 128,367 Police services 456,443 Use of Money and Property: Investment income 108,220 Recreation facility rents 206,184 Art Center facility rents 51,853 Vehicle code fines 902,997 Parking & other fines 581,058 Miscellaneous Revenues: Sale of property 667,709 Animal control licenses Unclassified revenues 2,076,673 56,780,381 Total COMMUNITY INVESTMENT TRUST FUND Use of Money and Property: Investment income 176 Miscellaneous Revenues: Unclassified revenues 176 Total 2011-2012 BUDGET 2011-2012 YTD 2011-2012 ESTIMATE 2012-2013 FORECAST 17,985,000 10,045,160 250,000 3,277,000 11,190,706 5,525,456 197,016 2,048,913 18,244,565 9,800,000 250,000 3,234,000 18,709,449 9,514,752 325,000 3,244,000 7,854,995 7,040,887 2,810,000 52,000 5,236,339 4,175,081 1,856,787 34,252 7,854,995 7,270,000 2,697,600 50,000 9,505,425 7,500,000 2,700,000 50,000 320,000 48,200 603,400 142,000 50,000 70,000 225,015 36,868 376,250 86,741 31,967 37,370 305,000 45,000 551,000 150,000 60,000 72,000 305,000 47,000 499,400 125,000 50,000 60,000 37,100 275,000 2,000 180,000 273,500 53,500 2,134,500 525,000 28,346 166,815 1,908 74,998 213,863 110 48,165 309,515 38,919 220,000 1,775 177,500 273,955 30,100 565,800 500,000 30,600 250,000 500 178,000 272,155 29,500 1,058,000 500,000 100,000 188,500 20,000 929,000 551,000 35,657 122,139 592,667 425,655 80,000 184,106 20,000 905,000 559,000 100,000 181,300 20,000 930,000 550,000 5,000 100,000 119,000 56,041,742 1,700 71,230 78,284 33,229,813 1,000 102,000 131,713 54,375,028 1,000 105,000 142,000 56,983,081 200 90 - - 200 90 - - 121 SCHEDULE 1 REVENUES 2010-2011 ACTUAL HIGHWAY USERS REVENUE FUND Intergovernmental Revenues: State gasoline tax 6,503,532 Charges for Services Development Charges 407 Signal maintenance 40,413 Use of Money and Property: Investment income 4,917 Miscellaneous Revenues: 201,532 Unclassified revenues 6,750,801 Total CITY ROAD TAX FUND Local Taxes: Sales tax (0.5%) 8,816,228 Charges for Services Development Charges 27,971 Use of Money and Property: Investment income 20,716 Rental income 445,456 Sale of property Miscellaneous Revenues: 53,925 Unclassified revenues 9,364,296 Total LOCAL TRANSPORTATION ASSISTANCE FUND Intergovernmental Revenues: Lottery tax 75,764 Use of Money and Property: Investment income 63 75,827 Total PUBLIC SAFETY TAX FUND Local Taxes: Sales tax (0.2%) 3,525,292 Use of Money & Property: Investment income 6,933 Miscellaneous Revenues: 11,491 Unclassified revenues 3,543,716 Total RECREATION COMPLEX FUND Charges for Services: Liquor sales 32,008 Concession stand sales 126,689 Other sales 3,466 Commissions & fees 26,214 Use of Money and Property: Investment income 8,969 Room rents 184,203 Equipment rents 47,884 Other rents 87,385 Miscellaneous Revenues: 31,855 Unclassified revenues 548,673 Total 2011-2012 BUDGET 2011-2012 YTD 2011-2012 ESTIMATE 2012-2013 FORECAST 5,863,023 2,996,888 5,528,000 6,375,161 12,000 19,107 30,000 15,000 8,000 658 2,400 2,400 50,000 5,933,023 4,268 3,020,921 2,883 5,563,283 10,000 6,402,561 8,991,000 5,594,402 9,080,709 9,353,130 5,000 - - - 8,500 355,000 - 6,615 109,446 - 15,000 107,601 - 15,000 114,140 - 9,359,500 875 5,711,338 9,203,310 9,482,270 - - - - - (7) (7) - - 3,595,256 2,237,000 3,631,046 3,739,977 5,000 2,209 4,000 4,000 3,600,256 2,239,209 3,635,046 3,743,977 45,000 114,000 13,000 35,000 101,000 2,500 12,200 35,000 108,000 3,000 13,000 7,500 190,000 43,000 75,000 21,142 77,575 2,038 9,881 3,528 134,038 24,757 38,533 7,000 175,000 35,000 39,060 7,000 175,000 33,000 38,000 4,000 491,500 6,045 317,537 60 406,820 20 412,020 122 SCHEDULE 1 REVENUES 2010-2011 ACTUAL TWO PERCENT TAX FUND Local Taxes: Sales tax (2%) 4,425,556 Charges for Services: Theatre revenue Liquor sales Concession stand sales Other sales Commissions & fees Use of Money and Property: Investment income 9,477 Room rents Miscellaneous Revenues: 274,300 Unclassified revenues 4,709,333 Total YUMA REGIONAL COMMUNICATIONS SYSTEM FUND Charges for Services: Radio Repair fees 1,085,472 Use of Money and Property: Investment income 3,897 Miscellaneous Revenues: 8,816 Sale of property 1,098,185 Total DOWNTOWN MALL MAINTENANCE FUND Local Taxes: Property Tax 218,925 Miscellaneous Revenues: 7,764 Unclassified revenues 226,689 Total GRANT FUNDS Intergovernmental Revenues: Community development grants 1,688,501 Law enforcement grants 2,131,651 Emergency management grants 12,814 Park and recreation grants 4,725 3,503,370 Other miscellaneous grants 7,341,061 Total CIP FUNDS Charges for Services: Developer Deposits 2,402,906 Prorata fees 19,271 Impact fees 1,947,288 Use of Money and Property: Investment income 61,197 Miscellaneous Revenues: 1,000,795 Unclassified Revenues 5,431,457 Total 2011-2012 BUDGET 2011-2012 YTD 2011-2012 ESTIMATE 2012-2013 FORECAST 4,407,000 2,547,104 4,387,000 4,474,740 - 43,211 6,925 14,036 5,001 28,500 7,500 15,350 3,700 39,500 6,000 16,000 4,500 10,000 - 4,575 9,528 7,000 13,500 7,000 15,000 4,417,000 29,798 2,660,178 4,462,550 4,562,740 301,500 424,966 428,120 428,120 - 1,536 - - 301,500 468 426,970 468 428,588 428,120 125,000 53,245 125,000 106,546 1,500 126,500 3,155 56,400 3,815 128,815 3,500 110,046 1,709,943 3,394,264 311,136 9,725 33,253,110 38,678,178 1,166,276 97,047 96,942 1,360,265 1,484,560 3,315,735 9,725 136,889 4,946,909 16,044,516 3,837,155 9,725 580,544 20,471,940 4,000,000 1,302,575 900,001 482,847 1,278,862 71,294 1,138,470 29,850 15,421 31,650 29,750 20,000,000 25,332,425 12,806 928,228 1,793,359 17,120,057 18,359,571 123 SCHEDULE 1 REVENUES 2010-2011 ACTUAL DEBT SERVICE FUNDS Special Assessments: Principal Interest Use of Money & Property: Investment income Total ARROYO DUNES GOLF COURSE FUND Charges for Services: Green fees Merchandise sales Range fees Use of Money and Property: Equipment rents Investment income Miscellaneous Revenues: Unclassified revenues Total DESERT HILLS GOLF COURSE FUND Charges for Services: Green fees Merchandise sales Liquor sales Concession stand sales Food sales Range fees Use of Money and Property: Investment income Equipment rents Room rents Miscellaneous Revenues: Unclassified revenues Total SOLID WASTE FUND Charges for Services: Collection fees Receptacles sales Miscellaneous Revenues: Unclassified revenues Total 2011-2012 BUDGET 2011-2012 YTD 2011-2012 ESTIMATE 2012-2013 FORECAST 1,039,000 259,559 1,099,000 212,058 1,088,136 119,344 1,130,000 214,955 1,215,000 153,120 2,236 1,300,795 1,311,058 937 1,208,417 1,344,955 1,368,120 186,986 1,205 11,869 246,500 1,000 12,500 124,974 2,501 5,987 227,000 2,000 10,000 247,000 2,500 12,500 7,922 732 9,429 750 7,028 190 9,000 500 9,950 500 886 209,600 270,179 60 140,740 248,500 272,450 960,500 157,002 520,276 46,226 970,000 164,000 517,000 50,000 658,442 96,238 331,381 32,761 939,300 164,200 516,700 50,000 957,000 164,200 516,700 50,000 649 327,306 5,911 336,400 6,000 346 194,875 1,413 321,600 6,000 321,600 6,000 145 2,018,015 (2,000) 2,041,400 1,918 1,317,374 1,997,800 2,015,500 3,139,958 7,085 3,100,000 11,000 2,155,482 3,120 3,085,900 5,500 3,088,900 6,000 5,203 3,152,246 3,111,000 3,158 2,161,760 3,500 3,094,900 3,500 3,098,400 124 SCHEDULE 1 REVENUES WATER FUND Charges for Services: Residential water fees Commercial water fees Fire hydrant fees Service establishment fees 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 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 - System Dev Total 2010-2011 ACTUAL 2011-2012 BUDGET 11,920,178 9,503,516 354,491 217,725 11,950,000 9,715,000 350,900 212,000 40,393 - 2011-2012 ESTIMATE 2012-2013 FORECAST 8,010,308 6,353,208 237,485 155,283 11,606,000 9,245,000 355,100 215,000 11,673,951 9,326,000 356,490 215,000 75,000 - 9,011 - 35,000 - 35,000 - 181,121 22,217,424 142,812 22,445,712 64,709 14,830,004 92,700 21,548,800 94,700 21,701,141 7,635,557 7,245,303 - 7,380,000 6,713,000 - 5,246,250 4,522,479 - 7,775,300 6,561,600 - 7,775,300 6,616,500 - 23,835 2,500 6,502 10,000 10,000 30,454 14,935,149 22,078 14,117,578 21,958 9,797,189 23,380 14,370,280 14,880 14,416,680 982,491 110,104 1,000,000 75,000 494,771 44,351 697,000 74,159 697,000 74,050 3,168 7,656 26 15,691 1,000 10,000 30,000 259 2,010 58 6,832 3,000 3,000 30 - 3,000 3,000 - 34 1,119,170 1,116,000 537 12 548,830 777,189 777,050 125 2011-2012 YTD SCHEDULE 1 REVENUES 2010-2011 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: Investment income - Capacity Investment income - SSIC Investment income - Area A/B Investment income - 26th Pl Trunk Investment income - Bonds Miscellaneous Revenues: Unclassified revenues - Capacity 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 2011-2012 BUDGET 2011-2012 YTD 2011-2012 ESTIMATE 5,102,855 393,863 - 1,498,000 214,900 - 7,196,503 335,788 312 - 28,879 1,182 3,688 582 3,243 12,000 200 1,800 800 5,000 15,515 676 1,361 215 1,371 20,000 1,000 2,000 400 - 20,000 1,000 2,000 400 - 169 5,534,461 1,732,700 50 7,551,791 4,308,390 3,147,700 64,009 60,000 23,958 55,000 1,364,582 55,000 8,083 72,092 60,000 143 24,101 55,000 1,419,582 1,644,675 334,888 1,281,939 1,650,000 300,000 1,347,000 1,093,604 249,305 849,238 1,650,000 330,000 1,342,000 1,926,098 330,000 1,444,000 1,428 1,500 23 1,000 1,000 2,808 3,183 3,268,921 3,298,500 1,783 2,193,953 3,323,000 3,701,098 1,909,821 1,383 2,231,241 1,500 1,487,497 (104) 2,231,241 500 2,446,069 500 113,211 2,024,415 16,000 2,248,741 16,734 1,504,127 15,250 2,246,991 20,000 2,466,569 126 3,995,300 290,000 (310) - 2012-2013 FORECAST 2,995,000 130,000 (700) - SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept) 2010-2011 Actual 2011-2012 Budget 2011-2012 Estimate 2012-2013 Budget General Fund Mayor and Council Municipal Court 247,006 1,454,740 270,524 1,485,314 252,757 1,411,033 231,030 1,498,855 City Administration 2,861,122 3,333,284 3,147,083 3,291,297 City Attorney Information Tech Services 1,070,264 2,384,577 1,289,543 2,393,213 1,236,854 2,426,948 1,335,943 2,651,594 Finance 1,492,542 1,768,843 1,649,162 1,837,479 722,051 476,600 891,049 2,426,154 884,565 416,355 889,403 1,603,914 2,528,520 2,643,137 2,503,487 2,762,572 154,190 401,273 417,151 Human Resources General Government Community Development Utilities Engineering (2) 392,062 Parks and Recreation (24,626) 395,309 6,831,122 7,637,502 7,386,457 7,792,085 Police Fire 20,441,934 11,081,260 21,276,604 13,180,281 21,457,407 12,047,121 22,367,489 12,564,932 Cost Allocation (4,211,795) (2,334,378) (2,334,378) (2,882,833) Capital Projects TOTAL 108,052 73,278 77,652 96,604 47,880,055 56,705,031 53,117,966 56,457,515 571,931 557,323 557,323 557,323 571,931 557,323 557,323 557,323 921,684 952,168 652,168 - 921,684 952,168 652,168 - 6,264,275 690,789 5,476,316 739,412 5,391,783 753,014 28,343 32,091 1,187 6,983,407 6,247,819 6,145,984 6,371,031 294,768 983,103 352,815 Riverfront Redevelopment Fund City Administration TOTAL GF Sales Tax Rebates General Government TOTAL Highway User Revenue Fund Public Works Engineering Capital Projects TOTAL 6,371,031 - City Road Tax Fund General Government Public Works 418,514 1,005,605 Engineering 1,164,520 1,258,381 1,164,008 2,097,875 Capital Projects 1,566,981 3,069,792 1,119,714 3,388,114 3,150,015 5,333,778 3,561,593 5,838,804 TOTAL 127 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept) 2010-2011 Actual 2011-2012 Budget 2011-2012 Estimate 2012-2013 Budget LTAF General Government Capital Projects 75,000 - 75,764 200 - 200 75,000 75,764 - 1,193,945 614,544 504,020 1,061,298 1,193,945 614,544 504,020 1,061,298 TOTAL YRCS Fund Information Tech Services TOTAL Public Safety Tax Fund Police Fire - Capital Projects 847,554 1,105,924 65,372 72,140 65,060 123,197 65,372 72,140 65,060 2,076,675 1,757,256 1,837,473 1,827,658 1,810,969 1,757,256 1,837,473 1,827,658 1,810,969 TOTAL Recreation Complex Fund Parks and Recreation TOTAL 2% Tax Fund General Government 64,425 125,595 27,555 115,642 Parks and Recreation Capital Projects 1,665,354 308,012 1,699,785 2,153,000 1,597,088 434,433 1,763,683 1,522,082 2,037,791 3,978,380 2,059,076 3,401,407 223,271 224,393 209,020 220,052 223,271 224,393 209,020 220,052 1,050,775 35,203 1,628,443 1,500 743,797 775 1,681,062 - TOTAL Mall Maintenance Fund Parks and Recreation TOTAL CDBG City Administration Community Development Parks and Recreation 591 Capital Projects TOTAL - - 138,247 80,000 50,000 1,224,816 1,709,943 794,572 1,681,062 161 CDBG History Community Development TOTAL 128 - 8,595 - - 8,595 - SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept) 2010-2011 Actual 2011-2012 Budget 2011-2012 Estimate 2012-2013 Budget Community Redevlop Block Grant City Administration TOTAL 255,854 50,000 70,614 160,130 255,854 50,000 70,614 160,130 12,647 - Appropriated Grants Fund Municipal Court City Administration 1,509,853 - City Attorney Information Tech Services 4,600 1,910,799 - Parks and Recreation 5,641 - 20,520 - 46,751 - - - Police Fire 1,325,042 61,075 - 71,896 - 536,293 - Capital Projects 1,074,643 - 213,775 13,092,263 5,945,410 - 291,312 13,649,076 1,965 61,868 45,263 68,594 - TOTAL 171 Donations City Administration Parks and Recreation Police Fire TOTAL 3,773 9,772 6,802 2,000 7,816 70,635 51,036 86,182 171 GRANT HISTORY City Administration 1,579,175 Information Tech Services 4,185,000 General Government Parks and Recreation - 125,000 325,000 - Police 1,134,292 - - Fire 1,501,136 - 84,942 8,849,603 - 84,942 TOTAL DHS IT/Communications Grant Information Tech Services 2,115,043 Capital Projects 2,000,000 TOTAL 1,966,170 2,908,873 - 4,115,043 1,966,170 2,908,873 941,460 714,712 - 941,460 714,712 - 294,543 160,569 209,030 294,543 160,569 209,030 DHS Police Grant Police TOTAL DOJ IT/Communications Grant Information Tech Services TOTAL 129 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept) 2010-2011 Actual 2011-2012 Budget 2011-2012 Estimate 2012-2013 Budget DOJ Police Grants Police 319,008 227,794 - 319,008 227,794 - 511,500 50,147 21,627 511,500 50,147 21,627 270,813 514,073 1,065,958 270,813 514,073 1,065,958 Police 86,339 31,002 - Fire 50,000 5,811 - 136,339 36,813 - 650 22,418 21,000 650 22,418 21,000 TOTAL Dept of Energy Grant City Administration TOTAL Bureau of Reclamation City Administration TOTAL Dept of Education TOTAL Other Federal Police Grants Police TOTAL Federal Fire Grants Fire TOTAL - 474,000 - 474,000 State Court Grants Municipal Court City Attorney TOTAL 12,000 9,888 100,900 5,300 5,000 700 17,300 14,888 101,600 State Police Grants Police TOTAL 2,421 - 2,421 - Yuma County Grants Police TOTAL - 14,736 - - 14,736 - CIP Grants Capital Projects TOTAL 130 21,309,221 - 21,309,221 - SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept) 2010-2011 Actual 2011-2012 Budget 2011-2012 Estimate 2012-2013 Budget Privately Funded Grants Information Tech Services Capital Projects 16,920 62,779 8,460 - 8,460 - 79,699 8,460 8,460 2,590,645 2,587,945 2,592,945 2,595,425 2,590,645 2,587,945 2,592,945 2,595,425 TOTAL 2003 MPC Debt Service Fund Bonded Dept TOTAL 2001 MPC Debt Svc Fund Bonded Dept TOTAL 1,500 - - 1,500 - - 2007B MPC Debt Svc Fund Bonded Dept 2,294,720 2,286,970 2,288,470 2,294,970 2,294,720 2,286,970 2,288,470 2,294,970 4,785,025 4,772,025 4,773,525 4,783,825 4,785,025 4,772,025 4,773,525 4,783,825 2,532,293 2,528,581 2,530,081 2,530,082 2,532,293 2,528,581 2,530,081 2,530,082 957,085 960,000 960,350 985,150 957,085 960,000 960,350 985,150 377,225 384,955 385,305 382,970 377,225 384,955 385,305 382,970 2,388,983 21,737,606 482,847 11,146,388 2,388,983 21,737,606 482,847 11,146,388 TOTAL 2007D MPC Debt Svc Fund Bonded Dept TOTAL 2010 MPC Debt Svc Fund Bonded Dept TOTAL Special Assmt Dist67 Fund Special Assessments TOTAL Special Assmt Dist68 Fund Special Assessments TOTAL Capital Projects Fund Capital Projects TOTAL Parks & Rec Impact Fee FN Capital Projects TOTAL 131 2,020,000 624,400 2,020,000 624,400 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept) 2010-2011 Actual 2011-2012 Budget 2011-2012 Estimate 2012-2013 Budget Police Impact Fee Fund Capital Projects TOTAL 50,011 1,727,774 222,210 1,160,000 50,011 1,727,774 222,210 1,160,000 Fire Impact Fee Fund Capital Projects TOTAL 285,149 - - 285,149 - - General Govt Impact Fee Capital Projects TOTAL 14,695 1,942,226 - 14,695 1,942,226 - 56,522 200,000 - 56,522 200,000 - 275,461 (400,000) 1,720,194 275,461 (400,000) 1,720,194 Public Works Impact Fee Capital Projects TOTAL Transportation Impact Fees Capital Projects TOTAL CIP Series B 2007 Bond Capital Projects 2,777,989 8,280,000 442,464 6,733,200 2,777,989 8,280,000 442,464 6,733,200 3,679,940 8,963,500 4,343,016 4,541,800 3,679,940 8,963,500 4,343,016 4,541,800 217,975 277,983 234,148 304,347 TOTAL CIP Series D 2007 Bond Capital Projects TOTAL Arroyo Dunes Golf Course Parks and Recreation Capital Projects TOTAL 210,000 217,975 277,983 234,148 514,347 1,883,818 2,052,710 2,049,216 2,128,673 1,883,818 2,052,710 2,049,216 2,128,673 21,459,635 447,025 22,960,744 1,611,517 22,079,039 302,357 22,506,039 293,105 21,906,660 24,572,261 22,381,396 22,799,144 Desert Hills Golf Course Parks and Recreation TOTAL Water Fund Utilities Capital Projects TOTAL 132 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept) 2010-2011 Actual 2011-2012 Budget 2011-2012 Estimate 2012-2013 Budget Water Transfer Fund Utilities 27,477 40,809 35,476 49,552 27,477 40,809 35,476 49,552 1,109,618 1,117,185 1,117,448 - 1,109,618 1,117,185 1,117,448 - 10,975,833 11,475,610 11,043,238 12,348,285 113,926 1,218,367 151,081 1,242,305 11,089,759 12,693,977 11,194,319 13,590,590 Utilities 2,978,527 2,978,488 2,978,488 2,978,488 Capital Projects 2,580,396 2,700,000 700,925 5,558,923 5,678,488 3,679,413 2,978,488 6,537 6,568 6,568 6,568 6,537 6,568 6,568 6,568 1,721,959 9,546,000 1,095,866 6,883,300 1,721,959 9,546,000 1,095,866 6,883,300 901,947 2,305,000 478,623 1,622,000 901,947 2,305,000 478,623 1,622,000 2,629,929 2,727,370 2,712,046 3,198,465 2,629,929 2,727,370 2,712,046 3,198,465 3,437,248 3,559,232 3,532,678 3,664,754 3,437,248 3,559,232 3,532,678 3,664,754 TOTAL Water Capacity Fund Utilities TOTAL Wastewater Fund Utilities Capital Projects TOTAL Wastewater Capacity Fund TOTAL - Wastewater Sanitary Sewer Interc Utilities TOTAL Water Revenue Bond Fund Capital Projects TOTAL Wastewater Revenue Bond Fund Capital Projects TOTAL Solid Waste Fund Public Works TOTAL Equipment Maintenance Fund Public Works TOTAL Insurance Reserve Fund City Attorney 1,580,293 983,907 1,158,785 842,121 General Government 1,018,346 1,150,116 1,168,578 974,116 2,598,639 2,134,023 2,327,363 1,816,237 TOTAL 133 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept) 2010-2011 Actual 2011-2012 Budget 2011-2012 Estimate 2012-2013 Budget Equip Replacement Fund Information Tech Services Human Resources 86,458 - 6,920 1,669 - - Public Works - 924,000 Utilities Parks and Recreation - 2,161 225,000 132,856 - 2,892 - Police 660,280 Fire Equipment Replacement 1,592 (58,870) 2,787,202 37,202 1,980,905 689,460 2,787,202 50,844 3,262,761 149,058,199 242,766,617 143,639,158 200,280,297 TOTAL Total Budget 134 SCHEDULE 3 2012-2013 OUTSIDE AGENCY SUMMARY Listed by Function 2011-2012 BUDGET Fund/Cognizant Department 2%/City Admin 2%/City Admin General/City Attorney General/City Admin Water/Utility Admin General/Mayor General/City Admin LTAF/City Admin HURF/Public Works OUTSIDE AGENCY BY FUNCTION Economic Development Quartermaster Depot Contract Yuma Visitors Bureau Lobbying GYEDC GYEDC Greater Yuma Port Authority Intergovernmental Public Transportation Authority (IPTA) IPTA Yuma Metropolitan Planning Organization $ 150,000 650,000 217,656 180,000 20,000 50,000 125,000 75,000 77,843 2011-2012 ESTIMATE $ 150,000 650,000 217,656 247,000 20,000 50,000 200,000 75,764 77,843 2012-2013 BUDGET $ 150,000 650,000 217,656 227,000 20,000 200,000 78,773 General/Police Health and Welfare Humane Society (now division 6011-Animal Control) Catholic Services - Safe House Amberly's Place Crossroads Mission/Detox 15,500 41,580 27,000 262,830 15,500 41,580 27,000 15,500 52,380 27,000 2%/Parks&Rec General/Parks&Rec Culture and Recreation Yuma Fine Arts Assoc. Salvation Army Boys & Girls Club 31,500 - 31,500 - 35,000 - 2,066,673 $ 1,673,309 General/Police General/Police General/Police TOTAL $ 1,661,079 135 $ SCHEDULE 4 CITY OF YUMA 2012-2013 SUPPLEMENTALS DIV POSITION # GENERAL FUND CITY ADMINISTRATION 1010 Administrative Assistant PERSONNEL OPERATING CAPITAL TOTAL SUBTOTAL 1.0 1.0 41,871 41,871 3,500 3,500 - 45,371 45,371 HUMAN RESOURCES 1910 Safety and Environmental Specialist SUBTOTAL 1.0 1.0 44,683 44,683 3,450 3,450 - 48,133 48,133 1.0 4.0 1.0 2.0 1.0 9.0 63,578 197,376 37,376 86,794 24,354 409,478 1,600 1,600 - 63,578 197,376 37,376 86,794 25,954 411,078 11.0 496,032 8,550 - 504,582 GRANT 6012 Police Officer-4 (75%) (25% General) 6.0 260,372 - - 260,372 TOTAL GRANT FUND 6.0 260,372 - - 260,372 YUMA REGIONAL COMMUNICATION SYSTEM (YRCS) FUND 1540 Wireless Technician 1.0 49,630 4,235 - 53,865 TOTAL YRCS FUND 1.0 49,630 4,235 - 53,865 WASTEWATER FUND 4155 Sr WW Treatment Plant Operator 1.0 50,788 - - 50,788 TOTAL WASTEWATER FUND 1.0 50,788 - - 50,788 19.0 856,822 12,785 - 869,607 POLICE 6011 6011 6011 6012 6070 Animal Control Supervisor* Animal Control Officer* Senior Customer Service Specialist* Police Officer-4 (25%) (75% Grant) Custodian SUBTOTAL TOTAL GENERAL FUND TOTAL ALL FUNDS * Provisional 136 SCHEDULE 5 2012-2013 AUTHORIZED STAFFING LEVEL FY 09/10 AUTHORIZED PERSONNEL MAYOR AND CITY COUNCIL Executive Assistant Administrative Specialist Department Total FY 10/11 FY 11/12 FY 12/13 1 1 2 1 1 1 1 1 1 11 1 1 1 4 1 1 1 1 22 9 1 1 4 1 1 17 9 1 1 4 1 1 17 1 8 1 1 4 1 1 17 1 1 2 1 1 1 1 1 9 1 1 1 3 1 1 1 1 1 5 1 1 1 1 1 1 6 Community Relations Director of Public Affairs & Communications Public Affairs Coordinator TV Production & Operation Manager Video Production & Operations Specialist Management Analyst Administrative Assistant Division Total 1 1 1 3 1 1 8 1 1 1 2 1 6 2 1 1 1 5 2 1 1 1 5 Heritage Area Development Exec Director YCNH Area Corp CIP Project Manager City Archeologist/Historian/Curator Management Analyst Administrative Specialist Administrative Assistant Division Total 1 1 1 2 5 1 1 1 1 2 6 1 1 1 2 5 1 1 1 1 1 5 MUNICIPAL COURT Lead Court Clerk Court Clerk Court Specialist Court Supervisor Lead Municipal Court Officer Municipal Court Officer Municipal Court Administrator Legal Assistant Administrative Assistant Custodian Department Total CITY ADMINISTRATOR'S OFFICE Administration City Administrator Executive Assistant Deputy City Administrator Operations Administrator CIP Administrator Economic Development Program Manager Training & Development Program Manager Assistant to the City Administrator Management Analyst Management Intern Administrative Assistant Administrative Specialist Division Total 137 SCHEDULE 5 2012-2013 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 09/10 FY 10/11 FY 11/12 FY 12/13 City Clerk City Clerk Deputy City Clerk Administrative Specialist Administrative Assistant Division Total 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 Redevelopment & Neighborhood Services Neighborhood Services Manager Senior Neighborhood Services Specialist Neighborhood Services Specialist Code Enforcement Specialist Housing Rehabilitation Specialist Administrative Assistant Division Total 1 1 2 1 1 3 9 1 2 1 1 2 7 1 2 1 1 2 7 1 2 1 1 2 7 - - 1 1 1 1 1 1 2 1 1 8 14 49 1 1 2 1 1 8 14 40 1 1 1 1 1 1 8 1 15 42 1 1 1 1 1 2 7 1 15 43 1 1 3 1 1 4 11 1 1 2 1 1 2 8 1 1 2 1 1 2 8 1 1 2 1 1 2 8 1 1 1 3 14 1 1 2 10 1 1 2 10 1 1 2 10 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 Economic Development Economic Development Administrator Facilities Maintenance Facility Maintenance Manager Facility Maintenance Supervisor Lead Custodian Facilities Maintenance Specialist Senior Facility Maintenance Worker Facility Maintenance Worker Custodian Administrative Specialist Division Total Department Total CITY ATTORNEY City Attorney's Office City Attorney Deputy City Attorney Assistant City Attorney Real Property/ROW Agent Risk Coordinator Administrative Legal Assistant Legal Assistant Division Total Prosecutor's Office City Prosecutor Legal Assistant Administrative Assistant Division Total Department Total INFORMATION TECHNOLOGY SERVICES Administration Director of ITS Assistant Director Business Applications Assistant Director Telecommunications Division Total 138 SCHEDULE 5 2012-2013 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 09/10 FY 10/11 FY 11/12 FY 12/13 Technical Support Network Engineer Network Administrator Wireless Network Engineer GIS Administrator GIS Analyst Telephony Network 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 Web Development Administrator CADD Technician Senior GIS Technician GIS Technician Division Total 1 2 1 1 1 1 2 1 2 4 3 1 2 1 2 1 1 2 1 30 1 2 1 1 1 1 2 1 4 3 1 2 1 1 1 1 2 1 27 1 2 1 1 2 1 2 2 5 3 2 1 1 2 26 1 3 1 1 2 1 2 6 3 2 1 1 2 26 Radio Communications Sr Wireless Communication Technician Wireless Communication Technician Division Total Department Total 1 2 3 36 1 2 3 33 1 2 3 32 1 3 4 33 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 6 1 1 1 3 6 1 1 1 3 6 1 1 1 3 6 1 2 2 1 3 1 1 1 12 1 1 1 1 2 1 7 1 1 1 3 1 7 1 1 1 3 1 7 FINANCE DEPARTMENT Administration Finance Director Budget Manager Budget Coordinator Administrative Specialist Division Total Customer Services Customer Account Supervisor Tax & License Specialist Senior Customer Account Specialist Customer Account Specialist Division Total Purchasing Purchasing & Contracts Manager Senior Buyer Buyer Senior Purchasing Clerk Purchasing Specialist Administrative Assistant Inventory Specialist Mail Clerk Division Total 139 SCHEDULE 5 2012-2013 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Accounting Accounting Manager Accountant Principal Accounting Specialist Senior Accounting Specialist Accounting Specialist Division Total Department Total HUMAN RESOURCES DEPARTMENT Human Resources Human Resources Director Human Resources Manager Senior Human Resources Specialist Human Resources Specialist Risk Coordinator Training & Development Program Manager Environmental Program Coordinator Safety & Environmental Specialist Administrative Assistant Division Total Risk Management Environmental Program Coordinator Safety & Environmental Specialist Human Resources Technician Division Total Department Total COMMUNITY DEVELOPMENT Administration Director Community Development Development Project Coordinator Division Total 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 Administrative Assistant Division Total 140 FY 09/10 FY 10/11 FY 11/12 FY 12/13 1 3 2 2 2 10 31 1 3 2 2 2 10 26 1 4 2 2 2 11 27 1 4 2 2 2 11 27 1 2 6 1 1 11 1 1 1 4 1 1 1 10 1 2 1 4 1 1 10 1 2 1 4 1 1 1 11 1 1 1 3 14 10 10 11 1 1 2 1 1 2 1 1 2 1 1 2 1 1 4 1 2 7 2 1 2 1 22 1 1 4 1 2 4 2 1 2 1 19 1 1 4 1 2 4 2 1 2 1 19 1 1 4 1 2 4 2 1 2 1 19 SCHEDULE 5 2012-2013 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Community Planning Planning Manager Administrative Specialist Administrative Assistant Principal Planner Associate Planner Assistant Planner Planning Technician Senior Planner Division Total Department Total PUBLIC WORKS DEPARTMENT Fleet Services Fleet Manager Fleet Superintendent Fleet Services Foreman Senior Equipment Mechanic Equipment Mechanic Administrative Specialist Mechanic Assistant Division Total Fleet Parts Inventory Specialist Parts Runner Division Total Solid Waste Solid Waste Superintendent Heavy Equipment Operator Division Total Uncontained Waste Heavy Equipment Operator Senior Street Maintenance Worker Street Maintenance Worker Division Total Street - Maintenance Director of Field Operations (Public Works) Senior Engineering Technician Streets Superintendent PW Maintenance Foreman Heavy Equipment Operator Equipment Operator Senior Street Maintenance Worker Street Maintenance Worker Code Compliance Specialist Administrative Specialist Division Total 141 FY 09/10 FY 10/11 FY 11/12 FY 12/13 1 1 2 3 1 3 2 4 17 41 1 1 1 3 1 3 2 12 33 1 1 1 3 1 3 2 12 33 1 1 1 3 1 3 2 12 33 1 1 2 5 7 1 1 18 1 1 2 3 6 1 1 15 1 1 2 3 6 1 1 15 1 1 2 3 6 1 1 15 2 1 3 2 2 2 2 2 2 1 12 13 1 9 10 1 8 9 1 8 9 2 1 1 4 1 1 1 3 2 1 1 4 2 1 1 4 1 1 1 1 1 2 3 8 2 1 21 1 1 1 1 2 2 6 2 1 17 1 1 1 2 2 2 6 2 1 18 1 1 1 2 2 2 6 2 1 18 SCHEDULE 5 2012-2013 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 09/10 FY 10/11 FY 11/12 FY 12/13 Street - Street Sweeping Heavy Equipment Operator Division Total 6 6 5 5 4 4 4 4 Street - Traffic Signs and Striping PW Maintenance Foreman Senior Street Maintenance Worker Street Maintenance Worker Division Total 1 4 3 8 1 2 2 5 1 2 2 5 1 2 2 5 Street - Storm Drain Maintenance PW Maintenance Foreman Street Maintenance Worker Equipment Operator Division Total 1 1 1 3 1 1 2 1 1 2 1 1 2 Street - Curbs, Gutters & Sidewalks PW Maintenance Foreman Equipment Operator Senior Street Maintenance Worker Street Maintenance Worker Division Total 1 1 2 3 7 1 2 2 5 1 2 2 5 1 2 2 5 Street-Retention Basins PW Maintenance Foreman Grounds Maintenance Specialist Groundskeeper Division Total Street-Pathways and Trails Equipment Operator Senior Street Maintenance Worker Division Total Department Total 1 2 6 9 1 2 7 10 1 2 7 10 1 2 7 10 1 1 2 94 1 1 2 76 1 1 2 76 1 1 2 76 UTILITIES DEPARTMENT Administration Utilities Director Administrative Support Supervisor Administrative Specialist Administrative Assistant Administrative Assistant Division Total 1 1 1 1 1 5 1 1 1 1 1 5 1 1 1 1 1 5 - Water - Administration Utilities Director Administrative Support Supervisor Administrative Specialist Utilities Division Manager Administrative Assistant Division Total 2 1 3 2 1 3 2 1 3 1 1 1 2 3 8 142 SCHEDULE 5 2012-2013 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 09/10 FY 10/11 FY 11/12 FY 12/13 Water - Main Street Treatment Plant W/WW Treatment Plant Superintendent 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 W/WW Treatment Plant Mechanic Instrumentation & Control Technician Electrician Instrumentation & Control Technician Assistant Administrative Assistant Utility Env. Safety & Compliance Coordinator Cross Connection Control Specialist Senior Security Patrol Division Total 1 1 5 4 2 4 1 3 1 1 1 1 1 1 1 28 1 1 5 4 3 1 3 1 1 1 1 1 1 24 1 1 5 4 3 1 2 1 1 1 1 1 1 23 1 1 5 4 2 1 2 1 1 1 1 1 1 22 Water - Transmission/Distribution Utility Systems Superintendent Water/Wastewater Systems Supervisor Utility Maintenance Technician Senior Water/Wastewater Systems Mtnce. Tech. Water Systems Quality Control Coordinator Division Total 1 2 11 3 1 18 1 2 10 3 1 17 1 2 10 3 1 17 1 2 10 3 1 17 Water - Customer Service Customer Service Field Crew Supervisor Meter Services Supervisor Customer Service Field Representative Meter Reader Utility Rates Technician Administrative Assistant Utility Rates Program Coordinator Senior Meter Service Technician Meter Services Technician Inventory Specialist Division Total 1 1 4 3 1 1 1 1 1 1 15 1 1 4 2 1 1 1 1 1 13 1 1 4 2 1 1 1 1 1 13 1 1 4 2 1 1 1 1 1 13 Water - Agua Viva Water Treatment Plant Chief W/WW Treatment Plant Operator Senior W/WW Treatment Plant Operator Chief W/WW Treatment Plant Mechanic Instrumentation & Control Technician Assistant W/WW Treatment Plant Mechanic W/WW Treatment Plant Operator Electrician Instrumentation & Control Technician Groundskeeper Division Total 1 1 1 1 1 4 1 1 3 14 1 1 1 1 1 4 1 1 3 14 1 2 1 1 2 3 1 1 3 15 1 2 1 1 2 3 1 1 2 14 143 SCHEDULE 5 2012-2013 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 09/10 Water - Laboratory Lab Director Lab Analyst Division Total Wastewater - Figueroa W/WW Treatment Plant Superintendent Chief W/WW Treatment Plant Operator Senior W/WW Treatment Plant Operator Instrumentation & Control Supervisor Groundskeepers W/WW Treatment Plant Operator Electrician Chief W/WW Treatment Plant Mechanic Senior W/WW Treatment Plant Mechanic W/WW Treatment Plant Mechanic Administrative Assistant Inventory Specialist Instrumentation & Control Technician Division Total Wastewater - Collection Water/Wastewater Systems Supervisor Utility Systems Superintendent Utility Maintenance Technician Senior Water/Wastewater Systems Mtnce. Tech. Division Total Wastewater - Pretreatment Water Quality Assurance Supervisor Industrial Waste Inspector Pretreatment Coordinator Industrial Pretreatment Inspector Division Total Wastewater - Desert Dunes W/WW Treatment Plant Mechanic Facilities Maintenance Worker Senior W/WW Treatment Plant Operator W/WW Treatment Plant Operator Groundskeeper Division Total Wastewater - Laboratory Chemist Lab Analyst Division Total Department Total 144 FY 10/11 FY 11/12 FY 12/13 1 1 2 1 1 2 1 1 2 1 1 2 1 1 6 3 4 2 1 4 1 1 1 25 1 1 6 1 4 2 1 4 1 1 1 23 1 6 1 1 4 2 1 4 1 1 1 23 1 1 5 1 2 4 2 1 1 3 1 1 1 24 2 11 2 15 2 11 2 15 1 1 11 2 15 1 1 11 2 15 1 2 1 1 5 1 2 1 1 5 1 1 3 5 1 1 3 5 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 1 1 2 1 1 6 1 1 2 136 1 1 2 127 1 1 2 127 1 1 2 128 SCHEDULE 5 2012-2013 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL ENGINEERING DEPARTMENT Engineering Services Director of Engineering Construction Inspection Supervisor C.I.P. Project Manager C.I.P. Administrator Civil Engineer Traffic Engineer Engineer in Training Registered Land Surveyor CADD Technician Construction Inspector Senior Engineering Technician Engineering Technician Administrative Assistant Engineering Manager Administrative Specialist Development Fee Specialist Division Total Development Engineering Assistant City Engineer Development Engineer Civil Plans Examiner Administrative Assistant Division Total Street - Traffic Signals Traffic Signals Supervisor Assistant Traffic Engineer Traffic Signal Technician Senior Engineering Technician Division Totals Department Total PARKS AND RECREATION DEPARTMENT Administration Director of Parks & Recreation Assistant Director of Parks & Recreation Park & Golf Course Manager Recreation Superintendent Administrative Support Supervisor Administrative Assistant Arts & Culture Program Manager Marketing Specialist Division Total 145 FY 09/10 FY 10/11 FY 11/12 FY 12/13 1 2 7 1 1 2 1 1 2 7 4 1 1 1 1 33 1 1 4 1 1 1 1 1 6 4 1 1 1 24 1 1 3 1 1 1 1 6 4 1 1 1 22 1 1 3 1 1 1 1 3 3 4 1 1 1 22 1 3 1 1 6 1 3 4 1 3 4 1 3 4 1 1 3 1 5 44 3 1 5 33 1 1 3 1 6 32 1 1 3 1 6 32 1 1 1 1 1 4 1 1 11 1 1 1 1 1 3 1 1 10 1 1 1 1 1 3 1 1 10 1 1 1 1 1 3 1 1 10 SCHEDULE 5 2012-2013 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 09/10 FY 10/11 FY 11/12 FY 12/13 1 3 1 8 1 2 1 1 3 19 21 61 1 1 1 8 2 1 1 3 18 20 56 1 1 8 1 1 2 18 22 54 1 1 8 1 2 1 18 22 54 1 1 2 1 1 2 1 1 2 1 1 2 1 4 2 1 1 1 1 11 1 4 2 1 1 1 1 11 1 4 1 1 1 8 1 4 1 1 1 8 Baseball Complex Grounds Maintenance Supervisor Grounds Maintenance Crew Leader Grounds Maintenance Specialist Groundskeeper Division Total 1 1 1 3 6 1 1 3 5 1 1 3 5 1 1 3 5 Downtown Mall Grounds Maintenance Specialist Groundskeeper Division Total 3 3 3 3 1 1 2 1 1 2 Recreation - General Recreation Program Supervisor Recreation Program Coordinator Division Total 5 2 7 4 2 6 4 2 6 4 2 6 Aquatics Aquatics Crew Leader Facilities Maintenance Specialist Division Total 1 2 3 2 2 - - Yuma Readiness & Community Center Recreation Program Coordinator Division Total 1 1 1 1 1 1 1 1 Parks Maintenance Assistant Parks Maintenance Manager Grounds Maintenance Supervisor HVAC Mechanic Grounds Maintenance Crew Leader Facility Maintenance Supervisor Facilities Maintenance Specialist Senior Equipment Mechanic Equipment Mechanic Parks Maintenance Specialist Grounds Maintenance Specialist Groundskeepers Division Total Urban Forestry Grounds Maintenance Supervisor Groundskeeper Division Total Civic Center Civic Center Operations Supervisor Event Operation Leader Facilities Maintenance Specialist Custodian Civic Center Booking & Event Supervisor Events Specialist Administrative Assistant Division Total 146 SCHEDULE 5 2012-2013 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 09/10 FY 10/11 FY 11/12 FY 12/13 Arts and Culture Arts Program Supervisor Theatre Production Supervisor Marketing Specialist Administrative Assistant Events Specialist Events Operations Leader Division Total 1 1 2 2 1 1 8 1 1 2 1 1 6 1 1 2 1 1 6 1 1 2 1 1 6 Facility Maintenance HVAC Mechanic Facility Maintenance Supervisor Facilities Maintenance Specialist Facility Maintenance Worker Custodian Division Total - - 1 6 1 1 9 1 2 4 1 1 9 1 1 1 1 1 5 10 1 1 1 1 3 7 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 1 1 1 3 1 1 1 3 1 1 1 3 1 1 4 1 1 2 1 1 1 1 4 1 1 1 1 4 2 2 133 2 2 116 2 2 116 2 2 116 Desert Hills Golf Course-Maintenance Grounds Maintenance Crew Leader Grounds Maintenance Supervisor Senior Equipment Mechanic Equipment Mechanic Grounds Maintenance Specialist Groundskeeper Division Total Desert Hills Golf Course-Restaurant Restaurant Supervisor Assistant Restaurant Supervisor Kitchen Supervisor Cook Division Total Desert Hills Golf Course-Pro Shop Golf Operations Manager Golf Shop Manager Golf Professional Instructor of Golf Assistant Golf Shop Manager Lead Golf Shop Cashier Administrative Assistant Division Total 1 1 - Arroyo Dunes Golf Course-Maintenance Groundskeeper Division Total Department Total 147 SCHEDULE 5 2012-2013 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 09/10 POLICE DEPARTMENT Administration Police Chief Deputy Police Chief Police Captain - Field Services Police Captain - Support Services Police Captain - Investigations Police Sergeant Police Officer Administrative Specialist Administrative Assistant Division Total Animal Control Animal Control Supervisor Animal Control Officer Administrative Assistant Division Total Patrol Lieutenant Sergeant Corporal Master Police Officer Police Officer Civilian Investigator Police Assistant Administrative Specialist Parts Runner Division Total Investigations Police Lieutenant Police Sergeant Corporal Master Police Officer Police Officer Civilian Investigator Police Assistant Police Crime Analyst Administrative Assistant Evidence/Identification Supervisor Evidence Technician Forensic Technician Administrative Specialist Division Total 148 FY 10/11 FY 11/12 FY 12/13 1 1 1 1 1 1 1 1 8 1 1 1 1 1 1 1 1 1 9 1 1 1 1 1 1 1 1 1 9 1 1 1 1 1 1 1 1 1 9 - - 1 4 1 6 1 4 1 6 5 12 5 12 8 91 5 8 1 1 131 8 86 5 6 1 123 5 12 11 9 76 5 7 1 126 5 13 10 9 84 5 7 1 134 2 4 2 4 6 27 1 1 1 3 4 1 50 3 21 1 1 1 1 1 3 4 1 43 2 4 1 7 18 1 1 1 1 3 4 1 44 2 4 1 7 18 1 1 1 1 3 4 1 44 SCHEDULE 5 2012-2013 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 09/10 FY 10/11 FY 11/12 FY 12/13 Quality Assurance Police Lieutenant Police Sergeant Corporal Master Police Officer Police Officer Police Assistant Senior Facility Maintenance Worker Polygraph Examiner Police Facility Maintenance Supervisor Asst Police Facility Maintenance Supervisor Custodian Division Total 1 3 1 8 1 1 1 1 1 3 21 1 3 1 4 2 1 1 1 1 2 17 1 3 1 1 4 2 1 13 1 3 1 1 4 2 1 13 Records and Communications Police Records Manager Police Records Supervisor Police Crime Analyst Police Records Specialist Administrative Assistant Division Total 2 1 13 3 19 1 12 2 15 1 12 2 15 1 12 2 15 Public Safety Communications Center Police Lieutenant Police Records & Communications Manager 911 Coordinator (YMPO funded) 911 Emergency Dispatch Supervisor 911 Emergency Dispatcher Administrative Assistant Division Total 1 1 5 29 1 37 1 4 26 1 32 1 4 26 1 32 1 4 26 1 32 266 239 1 1 2 4 249 1 1 1 2 5 258 1 1 1 1 4 1 1 1 1 2 6 1 1 1 1 3 7 1 1 1 1 3 7 Facility Maintenance Senior Facility Maintenance Worker Facility Maintenance Supervisor Facility Maintenance Worker Custodian Division Total Department Total FIRE DEPARTMENT Administration Fire Chief Assistant Fire Chief Fire Admin Project Analyst Administrative Specialist Administrative Assistant Division Total 149 SCHEDULE 5 2012-2013 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 09/10 Professional Services Fire Battalion Chief Fire Training Captain Administrative Assistant Division Total Operations Fire Battalion Chief Fire Captain EMS Fire Captain Fire Engineer Firefighter- EMT Firefighter- CEP Administrative Assistant Fire Equipment Fleet Administrator Division Total Community Risk Reduction Fire Marshal Assistant Fire Marshal Fire Inspector Fire Battalion Chief Administrative Assistant Fire Code Plans Examiner Division Total Department Total CITY TOTAL 150 FY 10/11 FY 11/12 FY 12/13 1 2 1 4 1 2 3 1 2 3 1 2 3 3 24 24 51 2 1 105 3 25 24 56 6 1 1 116 3 24 2 24 57 6 1 117 3 24 2 24 51 6 1 111 1 1 3 1 1 7 120 1 1 2 4 129 1 2 1 4 131 1 2 1 4 125 1002 890 903 910 SCHEDULE 6 Budget Resolution RESOLUTION NO. R2012-36 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, 2012, AND ENDING JUNE 30, 2013; 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, 2012, and ending June 30, 2013, and which was tentatively adopted on June 6, 2012; and, WHEREAS, due notice has been given by the City Clerk, as required by law, that the Budget for Fiscal Year 2012-2013 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, 2012, to June 30, 2013, 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 2012-2013, 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, 2012 and ending June 30, 2013. 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 2012-2013 Fiscal Year as subject to the State Budget Law. 151 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. That all current City Boards and Commissions are necessary for the public SECTION 4: 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 _18th_ day of July 2012. APPROVED: Alan L. Krieger Mayor ATTESTED: Lynda Bushong City Clerk APPROVED AS TO FORM Steven W. Moore City Attorney 152 SECTION A. SCHEDULE 7 2012 LEVY LIMIT WORKSHEET COUNTY OF: YUMA TAX AUTHORITY: CITY OF YUMA Construction 2011 ACTUAL LEVY A.1 2011 MAXIMUM ALLOWABLE PRIMARY TAX LEVY LIMIT 10,246,229 A.2 LINE A.1 MULTIPLIED BY 1.02 EQUALS 10,451,154 SECTION B. 2012 NET ASSESSED VALUE OF ALL PROPERTY SUBJECT TO TAXATION IN 2011 B.1 CENTRALLY ASSESSED B.2 LOCALLY ASSESSED REAL B.3A LOCALLY ASSESSED MOBILE B.3B LOCALLY ASSESSED PERSONAL PROPERTY B.4 TOTAL OF B.1 THROUGH B.3 EQUALS B.5 B.4 DIVIDED BY 100 EQUALS SECTION C. 30,814,274 531,209,418 7,911,614 25,017,124 594,952,430 5,949,524 2012 NET ASSESSED VALUES C.1 CENTRALLY ASSESSED C.2 LOCALLY ASSESSED REAL C.3A LOCALLY ASSESSED MOBILE (PR YR) C.3B LOCALLY ASSESSED PERSONAL PROP (PR YR) C.4 TOTAL OF C.1 THROUGH C.3 EQUALS C.5 C.4 DIVIDED BY 100 EQUALS SECTION D. 7,744,029 32,499,353 537,193,062 7,986,920 25,017,124 602,696,459 6,026,965 2012 LEVY LIMIT CALCULATION D.1 ENTER LINE A.2 10,451,154 D.2 ENTER LINE B.5 5,949,524 D.3 DIVIDE D.1 BY D.2 AND ENTER RESULT D.4 ENTER LINE C.5 D.5 MULTIPLY D.4 BY D.3 AND ENTER RESULT LINE D.5 EQUALS 2012 ---- MAXIMUM ALLOWABLE LEVY LIMIT 10,586,967 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 1.7566 6,026,965 LINE D.5 MINUS LINE D.6 AND LINE D.7 EQUALS 2012 ALLOWABLE LEVY Proposed Tax Rate Levy 10,586,967 $ 153 1.5787 9,514,752 Glossary Actual vs. Budgeted: Difference between amounts projected (budgeted) in revenues expenditures at the beginning of the fiscal year and actual receipts or expenses, which are incurred by end of the fiscal year. the or the the 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. 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. 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. 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. Grant: A contribution by a government unit or funding source to aid in the support of a specified function. 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. Infrastructure: Facilities that support the continuance and growth of a community. Examples include roads, water lines, and sewers. 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. Capital Outlay: Items that cost more than $5000 and have a useful life of more than two years. CIP: See Capital Improvement Program. Modified Accrual Basis of Accounting: Basis of accounting according to which (a) revenues are recognized in the accounting period in which they become available and measurable and (b) expenditures are recognized in the accounting period in which the liability is incurred, if measurable, except for unmatured interest on general long-term debt and certain similar accrued obligations, which should be recognized when due. Operating Budget: Day-to-day costs of delivering city services and estimates of revenues to be collected that comprise the City’s financial affairs for a fiscal year. 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. Debt Service: Principal and interest payments on outstanding bonds. Enterprise Funds: Funds that are accounted for in a manner similar to a private business with the intention to cover their costs through user fees. The City has four enterprise funds: Arroyo Dunes Golf Course, Desert Hills Golf Course, Water, and Wastewater. Estimate: The most recent estimate of current year revenue and expenditures. Expenditure: Current operating expenses. Operating Expenses: The cost of personnel, materials and equipment required for a department to function. 154 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. 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. Primary Tax: Property tax levied for government operating budgets. Arizona statutes limit the primary property tax levy amount. State-Shared Revenue: Includes the City’s portion of the state sales tax revenues, state income tax receipts, and Motor Vehicle In-Lieu taxes. 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. Supplemental: A request to add a position to the authorized staffing list and all associated costs with that position. Tax Levy: The total amount of the general property taxes collected for purposes specified in the Tax Levy Ordinance. Proprietary Funds: Funds that are focused on changes in net assets, operating income, financial position, and cash flow; i.e., Enterprise Funds and Internal Service Funds. Tax Rate: The amount of tax levied for each $100 of assessed valuation. 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. Revenue: Financial resources received from taxes, user charges and other levels of government. Undesignated Fund Balance: Funds remaining from prior year that are available for appropriation and expenditure in the current year. Secondary Tax: Property tax used to pay general obligation debt of the government. Arizona statute limits the overall amount of general obligation debt but, unlike primary property tax, does not limit on the tax itself, as the secondary tax is based on voter-approved debt issuance. User Charges: The payment of a fee in direct receipt of a public service by the party who benefits from the service. 155 City of YUMA 156