City of Yuma Arizona Annual Budget Fiscal Year 2013-2014 City of Yuma Arizona Prepared and Presented By: Gregory K. Wilkinson City Administrator Steven W. Moore City Attorney 2013-2014 Annual Budget Lynda L. Bushong City Clerk Laurie L. Lineberry Community Development Jay Simonton Utilities PRESENTED TO: Jack McArthur, Chief Fire Department Laurie S. Neinast Information Technology City Council Douglas S. Stanley, Judge Municipal Court Alan L. Krieger, Mayor Leslie L. McClendon, Deputy Mayor Paul B. Johnson Cody T. Beeson Bobbi Lewis Jerry Stuart Edward Thomas Becky Chavez Parks & Recreation John Lekan, Chief Police Department Joel Olea Public Works Donald (Pat) Wicks Finance Jack Dodd Human Resources And The Staff of the City of Yuma City of Yuma Annual Budget Fiscal Year 2013-2014 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 2011-2012 actual expenditures, 2012-2013 adjusted budget, 2012-2013 estimates, and the request for 2013-2013. 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 2013-2014. Schedule 4 displays the supplemental or new positions included in the budget. Schedule 5 is the city’s staffing level and lists all the full time positions within the organization. Schedule 6 is the City’s Budget Resolution for 2014 while Schedule 7 provides the 2013 Maximum Tax Levy Worksheet. Finally, a Glossary is provided. City of YUMA 2013-2014 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 Two Percent Tax Fund Mall Maintenance Fund Grant Funds Debt Service Funds Capital Projects Fund Water Funds Wastewater Funds Yuma Regional Communications Sys. Fund Solid Waste Fund Desert Hills Golf Course Fund Equipment Replacement Fund Equipment Maintenance Fund Insurance Reserve Fund 15 18 19 20 21 22 23 24 25 26 27 29 30 33 36 37 38 39 39 40 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 Parks and Recreation Police Fire 41 43 47 55 58 62 65 68 72 78 86 95 99 CAPITAL SPENDING & DEBT MANAGEMENT Capital Improvement Program Capital Improvement Project Summary Capital Budget Project Detail Debt Management Table of Outstanding Debt 107 110 111 114 116 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 119 125 133 134 135 149 151 152 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, 2012. This is the ninth 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) Mayor and City Council City of Yuma, Arizona RE: Budget Message for Fiscal Year 2013-14 Mayor and City Council, In accordance with the Yuma City Charter, I am transmitting the City Administrator’s city budget for Fiscal Year 2013-14. This document has been filed with the City Clerk’s office as required and finalizes the annual review process by the City Council leading to eventual adoption. In previous years, the City budget, personnel, and equipment have been cut to reduce expenditures in light of reduced revenues and the downturn of the economy. Our CIP budget has been reduced over the last couple years and funding is now at the same level we were at in 1997. As we previously stated these reductions were driven by “living within our means,” without raising taxes and were necessary in the short-term. Last year Council reduced property taxes by about $500,000 and we proposed significant reductions in Development Fees varying from 40% to 60% depending on the category, which were subsequently adopted. These proactive cuts along with continuous oversight of our spending by Staff, helped to get the City through these last few years while maintaining our good bond rating. These actions put the City in a position to recover faster, while maintaining critical services. These cuts not only helped the City, but also assisted our citizens and developers alike to make it through the downturn. 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 five years. In the first part of this calendar year we have seen a doubling of residential construction permits and several small increases in the prices of homes. Tax revenues are beginning to turn, albeit at a slow pace. Revenues are lagging the return of growth and the increase in workloads within our departments. This lag is limiting us from bringing back some of the positions previously eliminated and now needed with the return to growth. There is a significant backlog from the last five years of equipment replacement needs that we are not able to address this year. In this budget we continue to replace most of just the critical equipment needed through prioritization, but not all. 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 continuing to look at savings in the area of energy usage, vehicle fleet operations and maintenance, recycling, use of three or four prison crews, and cost sharing through Public partnerships or Public-Private partnerships. Recent approval from APS of two large solar array projects at Desert Dunes and Agua Viva for power purchase agreements will yield savings for the City for the next 20 – 25 years. We are also looking at other similar projects. With the drop in the number of Capital Improvement Projects (CIP) and personnel we have implemented some organizational structure streamlining which will assist us further. The same as the last several years, a significant area of concern continues to be funding for maintenance of our streets and basins. We are not able to make up this shortfall and we continue to fall further behind in asphalt replacement. Due to the shortfall in HURF funds like last year, we are not able to fund any CIP projects from HURF and all CIP projects for roads are from City Road Tax or grants. We continue to frugally use remaining funds to take care of the largest issues and have expanded the normal use of slurry seal, with Road Tax funding, to hold the roads together until we can 1 identify funds to rectify the issue. Over the past few years and again this year, the State legislature has continued to divert part of the City’s share of Highway User Revenue Funds (HURF or gas tax) for use by the state to fund the State’s shortfalls as the backlog continues to grow. Over 10 years the state has swept about 15 billion dollars and is projected this year to sweep another 120 million while they are only allowed to divert 20 million per year from HURF. If the diversion of HURF continues, we are in a position where an alternative revenue sources will need to be explored. Last year we were able to re-instate our Equipment Replacement Program (ERP) funding for major equipment items over an individual item cost of $50,000. There still is not adequate funding to reinstate the entire ERP. To gain efficiency and for better prioritization, we have centralized some of our ERP to a city-wide basis vs. by department. This was mainly for computer equipment and our phone systems. As our budget process goes forward there is still an unknown that could have a significant impact on the City. The State is looking to revamp the sales tax collections process. As this budget process is going forward the legislature and numerous entities, including the City through the League of Cities, are working to fix a bill currently in the legislative process. We have agreed on nine of the ten areas of the bill, but the most onerous of the proposed changes is in the construction sales tax collections. As currently written it would create a loss of approximately $1,000,000 in revenue to the City. The revenue would shift to the Maricopa County area or other states due to the proposed shift to a point of sales tax. As written the plan recovery for this revenue would require an implementation of a new City “Use Tax” which would recover a small amount of the lost revenue. We do not support shifting the tax burden from one business area to others. The 2013-2014 funding levels allow for increasing employee compensation to cover loss of take home pay from this year’s increase in Social Security Tax. Our employees are the reason the City continues to operate as successfully as it has with reduced manpower. Though strained, our employees have shown a great spirit of doing what is right for the community. Everyone continues to do their part resulting within the departments, returning money back that was not absolutely needed. This budget sets priorities in many areas and conservatively moves forward to begin to fix problems created by funding shortfalls from the last five years. We have submitted an operating budget of $155 million and a capital budget of $33.8 million. This is down approximately $11 million from last year. This yields an all funds budget of $189 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 MAT ERIALS DEBT 100 CAPITAL OUTLAY 50 CIP 0 201 2 ACTUAL 2013 BUDGET 2013 ESTIMATE 2011-2012 ACTUAL PERSONAL SERVICES MATERIALS AND SUPPLIES DEBT CAPITAL OUTLAY $ TOTAL OPERATIONAL CAPITAL IM PRO VEMENTS TOTAL BUDG ET $ 61,121,145 40,025,334 30,678,302 1,592,621 2014 REQUEST 2012-2013 BUDG ET $ 64,469,615 45,784,527 29,223,110 7,660,302 2012-2013 ESTIM ATE $ 2013-2014 REQUEST Change 63,151,452 43,380,911 29,236,660 4,693,763 $ 67,818,812 51,381,815 28,278,839 7,862,249 5.20% 12.23% -3.23% 2.64% 133,417,402 147,137,554 140,462,786 155,341,715 15,958,471 53,142,743 13,767,530 33,795,383 154,230,316 $ 189,137,098 149,375,873 $ 200,280,297 2 $ 5.58% -36.41% -5.56% 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 continues to fund ERP for high cost items over $50,000 and will replace our phone system and much of the core of our aging computer systems. Personnel The budget includes a general pay increase, for employees with the City for over a year or more, who are recommended to 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 marginally help 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 and make up for the loss of income from the increase Social Security tax. A minimum number of new positions are also included in this budget and a couple positions were converted to full time. 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 continues to fund the additional eight Police Officers added over the last two years. This will help address the large workload increase on our law enforcement personnel. Retirement costs on the Public Safety Side increased significantly and our medical insurance cost also went up by 3%. There will also be some restructuring of our employee medical insurance plans to alleviate additional increases to insurance costs. The Affordable Health Care implementation will dictate that we keep part time employees to 28 hours per week in order to avoid having to pay for health insurance for part time employees. This will have a larger impact on Parks and Recreation, but will also have some minimal effect in other departments. Training Last year we restored some of the Travel and Education budgets increasing them by 15% to allow recertifications and training to take place which was previously cut. We are maintaining the same level of funding as last year’s travel budgets. Contracted Amounts In the budget the City of Yuma contracts with a number of agencies throughout town. maintaining current levels of funding to those organizations. We are Property Taxes and Fees As in the previous several years, staff is recommending holding the line on property taxes and adopting a tax rate of $1.7387. This rate will yield a tax levy of $9.5 million, the same as this year. Based on a statutory formula, the City’s maximum allowable tax rate is $1.9962 per $100 of assessed value. We do not recommend, nor does the budget anticipate, any tax increases. What was unprecedented last year with the City’s reduction in assessed valuation has occurred again this year. The assessed value declined just over 9.2% from 2012 to $547 million. We have seen the preliminary property valuation for the 2014-2015 fiscal year and it appears that the valuation will increase after this next fiscal year. Hopefully, this will be the last time we need to build a budget based upon declining property valuations. 3 Acknowledgements I wish to again acknowledge Finance Director Pat Wicks, Budget Manager Sharon Willoughby, 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 maintaining a balanced budget and deserve recognition. Each employee in the organization has done a superb job over the last several years, stretching funding while keeping a great customer service attitude. We have great employees and they are even more valuable during these tough times. I am pleased and proud to lead this organization as we continue to evaluate and adjust to the new economic picture. The Year Ahead The budget for FY 2013-2014 is based on our new model and revenue with the new economic times. While we are seeing fluctuations, but overall we see continued slow growth and we are hoping the reset is over and we can start to see a more stable economic pattern emerging. We have seen a drop in property valuations for the upcoming fiscal year but they appear to be recovering for fiscal 20142015. At this point our residential permits are double what they were at this time last year which continues to be encouraging. In this budget, we have taken care of funding replacement of the most critical Public Safety equipment and high cost equipment and vehicles, while not forgetting to provide for our employees, who are our most valuable asset. Once again they have carried us through the last few lean years by covering the workload from positions that were not refilled. Concern is that as the City as a whole recovers the workload is again increasing without adding appropriate personnel. Hopefully the trend will solidify and as such next year we will need to look at adding back some of the personnel positions we had previously cut in 2010. Each employee continues to provide an additional level of scrutiny to ensure expenditures are appropriate. 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 forward and I have confidence in our employees’ 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 Human Resources Facilities Maintenance Golf Courses POLICE DEPARTMENT FINANCE COMMUNITY DEVELOPMENT Administration and Budget Field Services Administration Accounting Support Services Building Safety Customer Service Neighborhood Services FIRE DEPARTMENT Purchasing Community Planning Professional Services INFORMATION TECHNOLOGY SERVICES Business Application And Support Operations PUBLIC WORKS Community Risk Reduction Fleet Services Telecommunications And Support Special Operations Streets/Solid Waste Engineering UTILITIES Utility Treatment Utility Systems 6 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 20 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 15 City Administrator submits Preliminary Budget to Council NA NA June 3 Preliminary Budget adoption NA NA June 5 On or before first of July NA June 5 NA Once a week for two consecutive weeks following preliminary budget adoption June 12 & June 18 NA Before final budget adoption June 19 N/A No later than second Monday in August June 19 No later than the third Monday in August No sooner than seven days following final budget adoption and no later than the third Monday in August July 17 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; Engineering  Utilities 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 S h a r e d L o c a l D e p t s 11 Revenues General X State sales tax X State income tax X Vehicle license tax Gas tax Lottery Grants/entitlements X Property tax Sales taxes: General X Public Safety Road X Licenses/permits X Franchise fees X Fines Charges for services: Utility fees Golf courses Recreation fees X Rents/concessions X Solid waste Expenditures X Police X Fire X Parks X Public Works Utilities X Com Development X Administrative Special Revenue Enterprise X X X X X X X X X X X X X X X X X X X X (specifically the Two Percent fund) for the convention center; and through the Desert Hills Golf Course Enterprise Fund for operation of the golf course. A more complete summary by fund group 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 2013-2014 Balance, July 1 Special Capital General Revenue Projects $ 13,986,007 $ 12,423,914 $ 16,710,692 Debt Internal Service Enterprise $ 504,492 $ 43,640,920 $ Service 17,549,302 2013-2014 2012-2013 Total $ 104,815,327 2011-2012 Estimate Actual $ 109,834,512 $ 110,596,846 Sources: Revenues Property Taxes 9,825,000 100,000 - - - - 9,925,000 9,955,000 10,086,668 Sales Taxes Franchise taxes 19,792,000 3,312,200 18,318,517 - - - - - 38,110,517 3,312,200 37,001,487 2,592,000 36,062,357 3,300,634 Building Permits, Zoning and Development Fees State Sales Taxes State Revenue Sharing Vehicle License Tax State Gasoline Tax Lottery Tax Grants Charges for Services 1,253,150 7,833,710 - - - - - 1,253,150 7,833,710 1,284,188 7,403,298 1,161,040 7,272,049 10,114,498 - - - - - 10,114,498 9,260,724 7,854,670 - - - - 3,149,580 6,399,000 2,986,000 6,250,000 3,108,562 5,700,428 - - - 3,149,580 - 6,399,000 - 3,324,037 - 49,769,913 7,442,862 10,766,899 385,515 385,515 8,827,891 58,597,804 12,256,162 600,000 12,641,677 59,197,804 - - - 3,625,673 11,895,793 60,413,273 5,482,114 56,537,882 3,392,133 59,750,411 3,648,937 7,274,610 23,330,358 175,737,079 10,458,438 149,211,131 10,924,589 148,613,541 13,522,395 13,054,299 13,192,100 189,259,474 17,653,100 162,265,430 161,805,641 25,179,273 23,794,139 22,641,369 14,721,510 17,753,969 14,677,032 12,817,610 12,336,230 11,913,609 165,000 25,426,843 21,288,890 20,423,422 353,500 15,049,700 2,294,928 13,686,823 2,028,227 12,577,662 4,522,381 2,810,726 2,576,384 3,496,550 11,895,793 197,100 2,336,580 61,113,268 688,573 37,598,983 557,323 108,910 61,670,591 37,707,893 23,175,860 2,003,413 - - 13,561,431 402,563 1,160,079 9,530,112 - - 3,196,031 4,625,263 Fines, Fees, Interest and Other Total Revenues Transfers In Long-Term Debt Proceeds Total Sources 10,766,899 7,274,610 Uses: Expenditures Police Fire Public Works Utilities - - 1,500,000 - - 23,761,843 Engineering Parks and Recreation 7,836,862 4,116,704 - - 2,742,634 Community Development 2,960,317 1,562,064 - - - Administrative Mayor and Council - - - - 216,812 190,681 259,959 Municipal Court 1,506,372 135,200 - - - 1,641,572 1,526,756 1,404,579 City Administration City Attorney 3,791,094 1,326,325 2,658,980 5,057 - - 153,177 - 6,646,921 2,352,814 5,285,950 2,008,569 5,272,537 2,448,602 Information Technology 2,666,861 - - - 5,543,180 8,210,041 7,170,037 5,416,058 Finance Human Resources 1,881,952 932,541 - - - 1,881,952 932,541 1,648,599 841,827 1,658,645 861,266 General Government Capital Labor Intracity Cost Allocation 1,881,543 (3,352,638) 291,927 1,112,910 - - 5,511,603 - 3,250,356 918,259 - 2,846,666 1,058,952 - - 9,631,259 10,533,824 12,607,780 - 12,686,003 13,630,300 25,293,783 33,795,383 26,251,604 13,767,530 27,693,237 15,958,471 58,787,895 33,707,705 10,533,824 12,607,780 63,945,552 9,554,342 189,137,098 154,230,316 149,375,875 4,377,807 63,165,702 9,028,418 42,736,123 10,533,824 12,607,780 116,170 64,061,722 9,554,342 13,522,395 202,659,493 13,054,299 167,284,615 13,192,100 162,567,975 Debt Service Capital Improvements Total Expenditures Transfers Out Total Uses Balance, June 30 216,812 - $ 12,490,896 $ 7,395,684 $ 16,943,767 $ 43,670 1,021,432 2,232,384 538,389 $ 38,777,002 $ The Fund Information section explores the city’s funds in detail. 12 3,338,133 7,344 - 15,269,570 $ 91,415,308 $ 104,815,327 $ 109,834,512 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 Two Percent Tax Fund Mall Maintenance Fund Grant Funds 18 19 20 21 22 23 24 25 26 Debt Service Fund 27 Capital Projects Fund 29 Enterprise Funds Water Funds Wastewater Funds Yuma Regional Comm. System Fund Solid Waste Fund Desert Hills Golf Course Fund 30 33 36 37 38 Internal Service Funds Equipment Replacement Fund Equipment Maintenance Fund Insurance Reserve Fund 39 39 40 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 2014, the city has forecasted the anticipated 3% increase in sales taxes. 25 Interest/Misc 0% Fines 2% Licenses/ Permits 4% Charges 6% 20 Vehicle Tax 5% 15 Property Tax 16% Income Tax 18% 10 Franchises 5% 5 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 State Sales City Sales Vehicle Lic Income Tax Property Tax State Sales 13% Sales Tax 33% Property tax: The Arizona Constitution limits property taxes. The formula allows for a two-percent increase in the actual levy of the previous year with an additional adjustment to reflect growth (new construction) in the tax base. Higher growth in total assessed valuation lowers the tax rate and conversely, declining assessed valuation increases the tax rate. For tax year 2013 (fiscal year 2013-2014), the city’s assessed value for the same property declined for the third time. Because of this decline, the maximum tax rate would increase to $1.9962. However, a 15 rate of $1.7387, while higher than 2012, will maintain the same property tax collected. 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 2013, state sales tax is projected to increase 1.8% from 2012 collections and 2013 collections increasing 5.8% over 2013 collections. Ten-year History of General Fund - Major Revenues 2005 2006 2007 2008 2009 2010 2011 2012 2013 estimated 2014 budgeted State Sales 7,196,762 8,292,930 8,599,222 8,183,389 7,105,464 6,553,752 6,856,996 7,272,049 7,403,298 7,833,710 Income Tax 7,141,392 8,133,573 10,080,307 12,518,210 13,355,611 11,530,338 8,692,400 7,854,995 9,260,724 10,114,498 City Sales 17,165,647 19,087,873 20,519,460 20,479,636 18,961,775 17,461,629 17,635,454 18,470,938 19,215,800 19,792,000 Prop Tax 6,084,434 6,699,038 7,320,954 7,890,155 8,402,118 9,256,623 9,429,548 9,640,017 9,500,000 9,500,000 Vehicle Lic 3,067,961 3,391,236 3,391,000 3,518,856 3,445,486 3,302,485 3,250,436 3,108,562 2,986,000 3,149,580 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 continues to rebound. As noted in the line graph on the previous page and the table above, an increase of 9% 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. For 2014, the amount has been reduced due to an error in the population count between the City of Yuma and a neighboring city. The correction lowers the City’s share of income tax revenues and is reflected in the numbers above. 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 and information from the Arizona League of Cities and Towns are the only data available to determine projections for a given fiscal year. 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 14% Municipal Court Fire 24% 3% Community Development 5% Parks 14% Police 40% 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. 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 PUBLIC WORKS UTILITIES ENGINEERING PARKS AND RECREATION POLICE DEPARTMENT FIRE DEPARTMENT CAPITAL PROJECTS LABOR INTRACITY COST ALLOCATION 2011-2012 2012-2013 2012-2013 2013-2014 Actual Budget Estimate Budget $ 259,959 $ 231,030 $ 190,681 $ 216,812 1,400,991 1,498,855 1,410,839 1,506,372 3,021,180 3,129,329 2,992,613 3,233,771 1,230,047 1,335,943 1,269,636 1,326,325 2,210,141 2,651,594 2,558,351 2,666,861 1,658,645 1,837,479 1,648,599 1,881,952 859,597 889,403 841,827 932,541 419,626 1,603,914 653,752 946,560 2,576,384 2,924,540 2,810,726 2,960,317 402,563 328,475 391,492 417,151 359,488 7,405,732 7,794,005 7,640,361 7,836,862 21,518,273 22,367,489 21,936,066 23,175,860 12,313,564 12,563,012 13,278,877 13,561,431 82,707 96,604 89,943 (2,843,086) (2,882,833) (2,882,833) (3,352,638) $ 52,833,727 $ 56,457,515 $ 54,798,926 $ 57,295,589 17 GENERAL FUND Unassigned 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 Unassigned Fund Balance June 30, 2011-2012 ACTUAL 18,724,460 2012-2013 BUDGET 15,263,574 2012-2013 ESTIMATE 15,646,295 2013-2014 REQUEST 13,921,351 55,213,952 55,213,952 56,983,081 56,983,081 58,404,480 58,404,480 61,113,268 61,113,268 44,138,369 9,356,250 261,222 45,871,794 10,468,004 117,717 45,479,337 10,061,617 170,217 48,151,504 10,043,304 35,764 162,074 4,273,507 100,695 4,536,276 58,292,117 15,646,295 65,930 123,900 4,272,983 15,672 123,900 4,278,681 108,910 4,268,897 4,462,813 60,920,328 11,326,327 4,418,253 60,129,424 13,921,351 4,377,807 62,608,379 12,426,240 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 Unassigned Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Capital Outlay Capital Improvements Total Uses Unassigned Fund Balance June 30, 2011-2012 ACTUAL 87,808 2012-2013 BUDGET 87,809 2012-2013 ESTIMATE 88,114 2013-2014 REQUEST 50,048 306 306 - 250 250 - 88,114 87,809 38,316 38,316 50,048 50,048 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 Unassigned Fund Balance July 1, Sources: Transfers In: Two Percent Fund Total Transfers In Total Sources Uses: Expenditures Operating Total Uses Unassigned Fund Balance June 30, 2011-2012 ACTUAL - 2012-2013 BUDGET 14,608 517,873 517,873 517,873 517,873 517,873 - 19 2012-2013 ESTIMATE - 2013-2014 BUDGET 14,608 557,323 557,323 557,323 571,931 571,931 571,931 557,323 557,323 557,323 557,323 557,323 14,608 557,323 557,323 14,608 557,323 557,323 14,608 SPECIAL REVENUE FUNDS HIGHWAY USER REVENUE FUND 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. Millions 8.5 8.0 7.5 7.0 6.5 6.0 Gas Tax 5.5 5.0 4.5 4.0 1 2 3 4 5 6 7 8 9 10 Gas Tax 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Series1 7,627,170 7,816,920 8,137,895 8,144,883 7,029,312 5,700,428 6,250,000 6,399,000 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 2011-2012 Actual $ 1,187 297,303 76,223 307,099 849,541 2,005,204 375,632 705,550 1,026,235 402,141 $ 6,046,115 6,626,021 6,503,527 2012-2013 Budget 2012-2013 Estimate 2013-2014 Budget $ 349,400 78,566 293,180 753,223 2,804,041 456,874 1,149,266 486,481 $ 342,126 78,412 307,772 753,223 2,846,102 455,365 987,070 444,275 $ 379,926 81,052 380,530 835,200 3,039,623 412,246 1,073,296 443,568 $ 6,371,031 $ 6,214,345 $ 6,645,441 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 Unassigned Fund Balance July 1, Sources: Estim ated Revenues Transfers In: Capital Improvement Fund Total Transfers In Total Sources Uses: Expenditures Personnel Operating Capital Outlay Transfers Out: Debt Service Fund Radio Comm unication Fund Total Transfers Out Total Uses Unassigned Fund Balance June 30, 2011-2012 ACTUAL 1,086,702 2012-2013 BUDGET 402,583 2012-2013 ESTIM ATE 733,232 2013-2014 REQUEST 711,568 5,794,028 6,402,561 6,294,312 6,442,000 5,794,028 6,402,561 6,294,312 6,442,000 2,396,002 3,650,113 - 2,247,692 4,123,339 - 2,210,026 4,004,319 - 2,377,084 4,268,357 - 101,383 101,383 6,147,498 733,232 101,415 101,415 6,472,446 332,698 101,631 101,631 6,315,976 711,568 101,374 101,374 6,746,815 406,753 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. LOCAL TRANSP. ASSISTANCE FUND Unassigned Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Capital Improvements Total Uses Unassigned Fund Balance June 30, 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 LTAF 428,517 427,720 425,847 423,054 394,161 426,236 75,764 - 2011-2012 ACTUAL 75,908 2012-2013 BUDGET 144 2012-2013 ESTIMATE 143 2013-2014 REQUEST 143 - - - - 75,765 75,765 143 144 143 143 21 CITY ROAD TAX FUND 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. 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. 11.0 Millions 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. 10.0 9.0 8.0 7.0 Road Tax 6.0 5.0 4.0 2005 Road Tax 8,581,364 CITY ROAD TAX FUND Unassigned 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 Unassigned Fund Balance June 30, 2006 2007 2008 2009 9,134,900 10,334,458 10,238,075 9,479,279 2010 2011 8,729,327 8,816,222 2012 2013 2014 9,233,899 9,606,000 9,894,180 2011-2012 ACTUAL 3,612,039 2012-2013 BUDGET 4,454,034 2012-2013 ESTIMATE 4,571,437 2013-2014 REQUEST 5,630,380 9,669,787 9,482,270 10,042,864 10,312,033 9,669,787 9,482,270 10,042,864 10,312,033 1,350,495 1,732,489 827,887 1,985,728 1,054,960 161,000 2,637,116 1,866,759 1,011,800 147,250 1,146,589 2,331,911 1,294,530 100,500 3,568,651 26,033 4,773,485 4,799,518 8,710,389 4,571,437 25,084 4,783,824 4,808,908 10,647,712 3,288,592 26,198 4,785,325 4,811,523 8,983,921 5,630,380 25,084 4,791,424 4,816,508 12,112,100 3,830,313 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 2013 and 2014. 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 - 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 3,431,373 3,815,628 4,132,390 4,093,834 3,790,422 3,490,540 3,525,292 3,692,304 3,841,000 3,956,000 For 2014, the Public Safety Tax Fund will continue 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 FY14. PUBLIC SAFETY TAX FUND Unassigned Fund Balance July 1, Sources: Estimated Revenues From Debt Service Reserve Total Sources Uses: Expenditures Personnel Operating Capital Outlay Capital Improvements Transfers Out: Debt Service Fund Total Transfers Out Total Uses Unassigned Fund Balance June 30, 2011-2012 ACTUAL 873,857 2012-2013 BUDGET 1,518,147 2012-2013 ESTIMATE 1,578,236 2013-2014 REQUEST 744,007 3,697,722 3,743,977 3,851,000 3,697,722 3,743,977 3,851,000 3,961,000 3,961,000 64,110 12 - 73,197 691,001 1,262,477 50,000 76,406 625,337 1,042,950 - 6,751 1,154,219 500,000 - 2,929,221 2,929,221 2,993,343 1,578,236 2,938,679 2,938,679 5,015,354 246,770 2,940,536 2,940,536 4,685,229 744,007 2,953,213 2,953,213 4,614,183 90,824 23 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 FY14 is projected at 3% increase over estimated FY13 collections. 5.00 4.50 4.00 Two Percent Tax 3.50 3.00 2.50 2.00 1.50 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 3,374,333 3,866,902 4,231,989 4,424,339 4,358,638 4,253,060 4,425,556 4,665,216 4,338,687 4,468,337 For FY14, the Recreation Complex Fund is absorbed into the Two Percent Tax Fund. Since the Recreation Complex Fund was primarily funded by a transfer from the Two Percent Tax Fund, the combining of these funds allows for more unified financial reporting. TWO PERCENT TAX FUND Unassigned Fund Balance July 1, Sources: Estimated Revenues Transfers In: Grants Fund Total Transfers In Total Sources Uses: Expenditures Personnel Operating Capital Outlay Capital Improvements Transfers Out: Riverfront Redevelopment Desert Hills Golf Course Fund Total Transfers Out Total Uses Unassigned Fund Balance June 30, 2011-2012 ACTUAL 4,728,327 2012-2013 BUDGET 5,075,863 2012-2013 ESTIMATE 5,750,713 2013-2014 REQUEST 5,337,816 5,273,699 4,974,760 4,754,133 4,884,257 4,259 4,259 5,277,958 4,974,760 4,754,133 4,884,257 1,432,538 1,875,387 25,959 233,833 1,497,805 2,181,889 10,600 1,522,082 1,476,367 2,194,650 10,865 825,926 1,606,320 2,646,784 89,500 1,654,495 517,873 169,982 687,855 4,255,572 5,750,713 557,323 210,000 767,323 5,979,699 4,070,924 571,931 87,291 659,222 5,167,030 5,337,816 557,323 600,000 1,157,323 7,154,422 3,067,651 24 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 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Levy 93,857 101,821 113,345 105,390 154,174 117,794 170,807 142,151 130,000 100,000 Rate 4.7747 4.7747 4.7747 4.7747 4.7747 4.7747 4.7747 2.7927 2.7927 3.2986 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 for 2014. MALL MAINTENANCE FUND Unassigned Fund Balance July 1, Sources: Estimated Revenues Transfers In: General Fund Total Transfers In Total Sources Uses: Expenditures Personnel Operating Total Uses Unassigned Fund Balance June 30, 2011-2012 ACTUAL 124,281 2012-2013 BUDGET 44,076 2012-2013 ESTIMATE 70,186 145,966 110,046 133,900 103,900 145,966 65,930 65,930 175,976 15,672 15,672 149,572 108,910 108,910 212,810 85,512 114,549 200,061 70,186 86,251 133,801 220,052 - 85,022 134,736 219,758 - 89,955 122,855 212,810 - 25 2013-2014 REQUEST - 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 Unassigned 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 Transfers Out: Two Percent Tax Fund Total Transfers Out Total Uses Unassigned Fund Balance June 30, 2011-2012 ACTUAL 2012-2013 BUDGET 2012-2013 ESTIMATE 2013-2014 REQUEST - - - - 3,392,133 9,154,027 5,482,114 11,895,793 100,695 100,695 3,492,828 9,154,027 5,482,114 11,895,793 1,126,509 1,504,987 305,623 551,449 919,576 3,291,188 4,943,263 1,143,038 2,386,804 569,773 1,382,499 1,248,136 6,203,544 36,000 4,408,113 4,259 4,259 3,492,827 - 9,154,027 - 5,482,114 - 11,895,793 - 26 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 Unassigned Fund Balance July 1, Sources: Estimated Revenues Bond Proceeds Transfers In: General 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 Unassigned Fund Balance June 30, 2011-2012 ACTUAL 2012-2013 BUDGET 2012-2013 ESTIMATE 2013-2014 REQUEST - - - - 58 - - - 4,273,507 101,383 4,773,485 20,973 62,338 24,056 2,929,221 12,184,963 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 4,278,681 101,631 4,785,325 21,024 62,490 24,115 2,940,536 12,213,802 12,213,802 4,268,897 101,374 4,791,424 20,971 62,332 24,054 2,953,213 12,222,265 12,222,265 12,185,021 12,185,021 - 12,204,302 12,204,302 - 12,213,802 12,213,802 - 12,222,265 12,222,265 - 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. 27 IMPR DISTRICT #67 DEBT SERVICE Unassigned Fund 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 Unassigned Fund Balance June 30, 2011-2012 ACTUAL 536,461 2012-2013 BUDGET 571,514 2012-2013 ESTIMATE 536,461 2013-2014 REQUEST 500,158 926,104 985,150 913,444 - 26,033 8,221 34,254 960,358 25,084 8,813 33,897 1,019,047 26,198 9,205 35,403 948,847 25,084 8,813 33,897 33,897 960,358 960,358 536,461 985,150 985,150 605,411 985,150 985,150 500,158 534,055 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 Unassigned Fund Balance July 1, Sources: Estimated Revenues Transfers In: Capital Project Fund Total Transfers In Total Sources Uses: Expenditures Debt Service Total Uses Unassigned Fund Balance June 30, 2011-2012 ACTUAL 5,594 2012-2013 BUDGET 5,244 2012-2013 ESTIMATE 5,244 2013-2014 REQUEST 4,334 380,712 382,970 384,955 385,515 380,712 382,970 384,955 385,515 381,062 381,062 5,244 382,970 382,970 5,244 385,865 385,865 4,334 385,515 385,515 4,334 28 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, development fees, 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 Unassigned Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Operating Capital Improvements Total Uses Unassigned Fund Balance June 30, 2011-2012 ACTUAL 27,154,208 2012-2013 BUDGET 23,457,030 2012-2013 ESTIMATE 22,469,607 2013-2014 REQUEST 16,710,692 4,915,879 4,915,879 18,359,571 18,359,571 1,874,993 1,874,993 10,766,899 10,766,899 9,600,480 9,600,480 22,469,607 25,925,982 25,925,982 15,890,619 7,633,908 7,633,908 16,710,692 10,533,824 10,533,824 16,943,767 29 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. This growth has come with the price of investing in water system infrastructure and plant capacity. 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 following chart 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 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 2014 are determined on the basis of recent historical growth in the customer combined with assumptions for changes in consumption. 30 Metered Water Sales vs. Capacity Charges 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 - 5.0 2005 2006 10.0 2007 2008 15.0 2009 2010 20.0 2011 2012 25.0 2013 2014 Water Sales 12,298,500 15,269,912 18,072,019 21,420,922 22,866,202 22,054,773 21,995,910 20,936,133 20,926,995 21,063,880 Capacity 2,450,000 2,455,133 2,206,942 2,611,726 2,323,817 1,413,426 982,491 794,772 1,198,500 998,500 The operating portion of the budget is presented below. Debt service appears as both expenditure and a transfer because debt is recorded in the Water Fund and because the fund pays a portion of the debt used to construct the Public Works Building. The latter is part of governmental debt not recorded in this fund. WATER FUND Unrestricted Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Personnel Operating Capital Outlay Debt Service Capital Improvements Transfers Out: Radio Communication Fund Debt Service Fund Total Transfers Out Total Uses Unrestricted Fund Balance June 30, 2011-2012 ACTUAL 6,871,857 2012-2013 BUDGET 7,374,229 2012-2013 ESTIMATE 6,810,286 2013-2014 REQUEST 6,562,299 21,122,104 21,122,104 21,701,141 21,701,141 21,124,663 21,124,663 21,240,380 21,240,380 4,394,978 5,989,639 17,911 10,692,934 16,695 4,818,670 7,614,200 42,010 10,304,264 20,000 4,437,676 6,530,212 32,578 10,305,419 4,275 4,811,386 7,522,615 26,500 10,319,667 85,000 9,180 62,338 71,518 21,183,675 6,810,286 62,358 62,358 22,861,502 6,213,868 62,490 62,490 21,372,650 6,562,299 62,332 62,332 22,827,500 4,975,179 31 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 Unrestricted Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Personnel Operating Total Uses Unrestricted Fund Balance June 30, 2011-2012 ACTUAL 223,850 2012-2013 BUDGET 181,452 2012-2013 ESTIMATE 188,575 2013-2014 REQUEST 161,076 3,322 3,322 3,000 3,000 2,736 2,736 2,700 2,700 15,463 23,134 38,597 188,575 15,682 33,870 49,552 134,900 14,375 15,860 30,235 161,076 14,132 66,370 80,502 83,274 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 Unrestricted Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Debt Service Capital Improvements Total Uses Unrestricted Fund Balance June 30, WATER SYSTEM DEVELOPMENT Unrestricted Fund Balance July 1, Sources: Estimated Revenues Transfers In: Water Fund Total Transfers In Total Sources Uses: Expenditures Debt Service Capital Improvements Total Uses Unrestricted Fund Balance June 30, 2011-2012 ACTUAL 1,115,876 2012-2013 BUDGET 698,429 2012-2013 ESTIMATE 796,996 2013-2014 REQUEST 1,998,496 798,568 798,568 700,000 700,000 1,201,500 1,201,500 1,001,500 1,001,500 1,117,448 1,117,448 796,996 1,398,429 1,998,496 2,999,996 2011-2012 ACTUAL 70,993 2012-2013 BUDGET 145,183 2012-2013 ESTIMATE 145,655 2013-2014 REQUEST 241,086 74,662 74,050 95,431 74,800 74,662 74,050 95,431 74,800 145,655 219,233 241,086 315,886 32 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 Unrestricted Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Capital Improvements Total Uses Unrestricted Fund Balance June 30, 2011-2012 ACTUAL 13,684,664 2012-2013 BUDGET 12,588,798 2012-2013 ESTIMATE 11,010,203 2013-2014 REQUEST 9,196,721 34,398 34,398 - 5,000 5,000 - 2,708,859 2,708,859 11,010,203 6,883,300 6,883,300 5,705,498 1,818,482 1,818,482 9,196,721 4,585,300 4,585,300 4,611,421 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 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 the city limits, 7,009,447 5,107,062 3,641,725 2,990,961 4,698,758 1,690,034 5,102,855 7,731,967 3,498,000 3,248,000 Cap are not served Wstwt r Rev 8,025,173 9,303,980 10,431,405 13,127,920 13,366,037 13,702,575 14,880,860 14,501,799 14,324,375 14,364,500 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. 33 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 Unrestricted Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Personnel Operating Capital Outlay Debt Service Capital Improvements Transfers Out: Radio Communication Fund Improv. District #67 Debt Service Debt Service Fund Total Transfers Out Total Uses Unrestricted Fund Balance June 30, 2011-2012 ACTUAL 4,992,094 2012-2013 BUDGET 8,134,785 2012-2013 ESTIMATE 8,636,725 2013-2014 REQUEST 11,362,363 14,561,263 14,561,263 14,416,680 14,416,680 14,389,192 14,389,192 14,403,680 14,403,680 3,001,703 5,248,299 65,433 2,356,414 210,166 3,503,961 6,487,639 57,622 2,361,368 1,180,000 3,268,132 5,657,722 10,500 2,361,368 332,512 3,649,235 6,233,351 235,000 2,366,336 1,143,000 2,340 8,221 24,056 34,617 10,916,632 8,636,725 8,813 24,064 32,877 13,623,467 8,927,998 9,205 24,115 33,320 11,663,554 11,362,363 8,813 24,054 32,867 13,659,789 12,106,254 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 Unrestricted Fund Balance July 1, Sources: Estimated Revenues Loan payback fr WW SSIC Total Sources Uses: Expenditures Debt Service Capital Improvements Total Uses Unrestricted Fund Balance June 30, WASTEWATER SSIC Unrestricted Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Loan payback to WW Capacity Debt Service Capital Improvements Total Uses Unrestricted Fund Balance June 30, 2011-2012 ACTUAL 5,277,040 2012-2013 BUDGET 5,805,995 2012-2013 ESTIMATE 9,157,417 2013-2014 REQUEST 9,889,997 7,759,460 193,068 7,952,528 3,015,000 193,068 3,208,068 3,518,000 193,068 3,711,068 3,268,000 193,068 3,461,068 2,978,527 1,093,624 4,072,151 9,157,417 2,978,488 2,978,488 6,035,575 2,978,488 2,978,488 9,889,997 2,978,488 2,978,488 10,372,577 2011-2012 ACTUAL 181,992 2012-2013 BUDGET 273,357 2012-2013 ESTIMATE 357,591 2013-2014 REQUEST 288,886 375,205 375,205 131,000 131,000 130,931 130,931 130,900 130,900 193,068 6,538 199,606 357,591 193,068 6,568 199,636 204,721 193,068 6,568 199,636 288,886 193,068 6,568 199,636 220,150 34 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 Unrestricted Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Debt Service Total Uses Unrestricted Fund Balance June 30, WASTEWATER 26TH PL TRUNK Unrestricted Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Debt Service Total Uses Unrestricted Fund Balance June 30, 2011-2012 ACTUAL 900,823 2012-2013 BUDGET 902,513 2012-2013 ESTIMATE 903,359 2013-2014 REQUEST 905,159 2,536 2,536 1,300 1,300 1,800 1,800 1,000 1,000 903,359 903,813 905,159 906,159 2011-2012 ACTUAL 141,964 2012-2013 BUDGET 142,364 2012-2013 ESTIMATE 142,320 2013-2014 REQUEST 142,620 356 356 400 400 300 300 300 300 142,320 142,764 142,620 142,920 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 Unrestricted Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Capital Improvements Total Uses Unrestricted Fund Balance June 30, 2011-2012 ACTUAL 2,100,623 2012-2013 BUDGET 1,622,000 2012-2013 ESTIMATE 1,557,637 2013-2014 REQUEST 1,085,366 2,510 2,510 - 1,000 1,000 - 545,496 545,496 1,557,637 1,622,000 1,622,000 - 473,271 473,271 1,085,366 68,000 68,000 1,017,366 35 YUMA REGIONAL COMMUNICATIONS SYSTEM FUND The Yuma Regional Communications System Fund was created to track the expenditures regional radio communication system, which includes the 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 an Enterprise Fund. The system is designed to integrate and include interoperability capabilities for use by the County of Yuma and other city and local emergency response agencies. The city and other emergency response agencies contribute to fund the operation of this system. YUMA REGIONAL COMM. SYSTEM FUND Unassigned Fund Balance July 1, Sources: Estimated Revenues Transfers In: General Fund Highway User Revenue Fund Solid Waste Fund Water Fund Wastewater Fund Equipment Maintenance Fund Total Transfers In Total Sources Uses: Expenditures Personnel Operating Capital Outlay Capital Improvements Total Uses Unassigned Fund Balance June 30, 2011-2012 ACTUAL 809,272 2012-2013 BUDGET 813,957 2012-2013 ESTIMATE 1,003,571 2013-2014 REQUEST 693,143 3,203,188 11,746,033 3,912,381 13,164,518 162,074 5,400 9,180 2,340 1,080 180,074 3,383,262 123,900 5,400 900 130,200 11,876,233 123,900 5,400 900 130,200 4,042,581 13,164,518 285,620 2,043,780 859,563 3,188,963 1,003,571 364,093 1,142,421 2,723,697 8,149,000 12,379,211 310,979 286,858 2,354,054 1,649,320 62,777 4,353,009 693,143 433,538 2,554,961 2,790,798 7,749,000 13,528,297 329,364 36 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. 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 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 Unrestricted Fund Balance 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 Unrestricted Fund Balance June 30, 1.0 0.5 - 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Fees 1,842,607 1,970,676 1,480,642 1,790,356 1,807,094 1,869,927 3,146,724 3,266,06 3,057,000 3,049,00 Transfer 898,204 1,172,436 1,877,405 1,939,565 1,345,700 1,193,998 2011-2012 ACTUAL 490,732 2012-2013 BUDGET 847,304 2012-2013 ESTIMATE 1,044,680 2013-2014 REQUEST 872,925 3,273,260 3,098,400 3,062,300 3,055,600 3,273,260 3,098,400 3,062,300 3,055,600 771,454 1,921,485 811,516 2,386,949 798,797 2,408,834 818,207 2,409,309 20,973 5,400 26,373 2,719,312 1,044,680 20,979 5,400 26,379 3,224,844 720,860 21,024 5,400 26,424 3,234,055 872,925 20,971 20,971 3,248,487 680,038 37 DESERT HILLS GOLF COURSE FUND The Parks and Recreation Department operates the Desert Hills Golf Course and Desert Hills Par 3. Previously, the two courses were accounted for in separate funds (Desert Hills Golf Course Fund and the Desert Hills Par 3 Fund). However, due to the same business operations, starting in FY14, the two funds have been consolidated into the Desert Hills Golf Course Fund. The Two Percent Tax was used historically to subsidize operations at the course, but council has long sought that golf revenues fund the courses. 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 that ended in fiscal 2010. Starting in FY12, a transfer from the Two Percent Tax fund has been used to fund capital project improvements to the golf courses and their clubhouses. Golf Revenues and 2% Tax Transfer 3.0 2.5 2.0 1.5 1.0 0.5 2% Transfer 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 434,805 231,532 231,334 230,725 234,659 232,313 - 169,982 87,291 600,000 Golf Revenues 2,098,483 2,302,607 2,290,765 2,235,772 2,452,104 2,036,641 2,018,015 2,215,638 2,032,982 2,254,426 DESERT HILLS GOLF COURSE FUND Unrestricted Fund Balance July 1, Sources: Estimated Revenues Transfers In: Two Percent Tax Fund Total Transfers In Total Sources Uses: Expenditures Personnel Operating Capital Outlay Capital Improvements Total Uses Unrestricted Fund Balance June 30, 2011-2012 ACTUAL 406,395 2012-2013 BUDGET 369,331 2012-2013 ESTIMATE 477,398 2013-2014 REQUEST 240,783 2,215,638 2,287,950 2,032,982 2,254,426 169,982 169,982 2,385,620 210,000 210,000 2,497,950 87,291 87,291 2,120,273 600,000 600,000 2,854,426 940,673 1,203,962 169,982 2,314,617 477,398 1,123,622 1,309,398 210,000 2,643,020 224,261 926,513 1,343,084 87,291 2,356,888 240,783 1,093,769 1,985,022 3,078,791 16,418 38 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. Despite the fiscal constraints still facing the city, the Equipment Replacement Program was re-activated in FY13 but modified to only include rolling stock equipment in excess of $50,000. EQUIPMENT REPLACEMENT FUND Unrestricted Fund Balance July 1, Sources: Estimated Revenues Transfers In: Solid Waste Fund Total Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Total Uses Unrestricted Fund Balance June 30, 2011-2012 ACTUAL 15,724,201 2012-2013 BUDGET 15,715,712 2012-2013 ESTIMATE 15,750,050 2013-2014 REQUEST 16,003,312 39,791 1,419,582 1,294,736 1,882,647 39,791 1,419,582 1,294,736 1,882,647 (9,866) 23,808 13,942 15,750,050 12,582 3,250,179 3,262,761 13,872,533 16,164 1,025,310 1,041,474 16,003,312 7,344 4,048,187 4,055,531 13,830,428 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 Unrestricted 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 Unrestricted Fund Balance June 30, 2011-2012 ACTUAL 225,504 2012-2013 BUDGET 13,977 2012-2013 ESTIMATE 26,659 2013-2014 REQUEST 347,626 3,449,417 3,449,417 3,701,098 3,701,098 3,822,679 3,822,679 3,625,773 3,625,773 1,048,248 2,565,832 33,102 1,079,849 2,549,905 35,000 1,011,143 2,454,669 35,000 1,113,424 2,601,839 - 1,080 1,080 3,648,262 26,659 900 900 3,665,654 49,421 900 900 3,501,712 347,626 3,715,263 258,136 39 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 Unrestricted Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Personnel Operating Total Uses Unrestricted Fund Balance June 30, 2011-2012 ACTUAL 369,321 2012-2013 BUDGET 288,948 2012-2013 ESTIMATE 375,722 2013-2014 REQUEST 1,198,364 2,287,517 2,287,517 2,466,569 2,466,569 2,479,055 2,479,055 1,766,190 1,766,190 69,471 2,211,644 2,281,116 375,722 70,179 1,746,058 1,816,237 939,280 71,003 1,585,410 1,656,413 1,198,364 73,460 1,710,088 1,783,548 1,181,006 40 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 Parks and Recreation Department Police Department Fire Department 41 43 47 55 58 62 65 68 72 78 86 95 99 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 12/13 1 1 FY 13/14 1 1 *does not reflect elected positions Listed are the Goal Action Items developed to guide our organization for the year ending June 30, 2014. 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. 41 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 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget 259,959 231,030 190,681 216,812 259,959 231,030 190,681 216,812 The Mayor and Council budget is reduced 6.5% from the prior year. While personnel costs decreased with the removal of a shared position with City Administration, the operating costs show a slight increase related to the travel budget. GENERAL FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services 108,550 128,638 97,206 101,050 Operating 151,409 102,392 93,475 115,762 - - - - 259,959 231,030 190,681 216,812 Capital Outlay FY 2013-2014 General Fund Budget (in thousands) $115 $101 Personnel Operating 42 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 12/13 17 17 FY 13/14 18 18 *does not reflect elected positions COURT FUNCTIONS: The Yuma Municipal court is a limited jurisdiction court and is ranked the 12th largest municipal court in the state. It is the third branch of government and is a non-political 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 43    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. 2012-2013 ACCOMPLISHMENTS:            Submission of Yuma Municipal Court’s Local Rules of Practice and Procedure to the Supreme court of the State of Arizona for adoption. Acquired a grant to purchase two new vehicles for court officers to use in transporting prisoners and process service of court documents. Terminated a total of 20,342 cases. Judicial Enforcement Unit monitors counseling compliance for approximately 1,150 defendants monthly. The court processed 19,528 credit card transactions. Court collected $88,514 in restitution for victims. Staff attended 361.5 professional development hours; judges and civil traffic hearing officers must obtain 16 hours of continuing judicial educational training (COJET) and staff was required to obtain 12 hours. Improved and upgraded security system equipment and procedures. Court Operational Review by the Administrative Office of the Courts of the Arizona Supreme Court (report is pending). Triennial external financial audit of the court (report is pending). The court for the first time had gross revenues of over three million dollars. 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 44 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 2008 FY 2009 FY 2010 FY 2011 FY 2012 TRAFFIC (CIVIL/CRIMINAL) 11,509 10,453 11,689 11,488 13,329 Misdemeanors 4,491 3,963 3,984 3,899 3,502 Orders of Protection 447 473 521 451 448 DUI 667 687 557 429 432 GOALS FOR 2013-2014:        Prepare for newly elected presiding judge for the term beginning 1/1/2014. All court staff will be required to obtain 16 hours of continuing judicial education (COJET) as required by the Arizona Supreme Court – Administrative Office of the Courts. Continue to work with the County to obtain additional resources for audio-video arraignments to resolve the problem with scheduling and sharing of video arraignment room with other courts. New case management system in the near future – AJACS to modernize and improve current court processes, information gathering, tracking and sharing. Maintain and improve communications with other branches of government, agencies and organizations. Continue to look for solution for interpreter shortage for other than English languages and sign language. Court will continue to look for ways to increase public access to the court through on-line payments, public access computer, electronic filing and document scanning and will implement when fiscally feasible. Municipal Court 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget 1,404,579 1,599,755 1,526,756 1,641,572 1,404,579 1,599,755 1,526,756 1,641,572 For fiscal year 2014, the Municipal Court presents a budget of $1,641,572, an increase of $41,817 over the current year’s budget. The court’s budget is reflective of the reasonable and necessary resources to carry on the court activities and the addition of one additional court clerk. No capital improvements or equipment purchases are requested this fiscal year. 45 GENERAL FUND 11/12 Actual Personal Services Operating 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget 1,166,523 1,223,832 1,151,155 1,247,055 234,468 275,023 259,684 259,317 - - - - 1,400,991 1,498,855 1,410,839 1,506,372 Capital Outlay FY 2013-2014 General Fund Budget (in thousands) $1,247 $259 Personnel Operating Capital Outlay APPROPRIATED GRANTS FUND 11/12 Actual Personal Services Operating Capital Outlay 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget - - - - 3,588 100,900 67,917 99,200 - - 48,000 36,000 3,588 100,900 115,917 135,200 46 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 thirty-nine 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 12/13 6 5 5 4 7 1 15 43 FY 13/14 12 4 3 4 0 1 15 39 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 National Heritage Area Corporation, a non-profit local management entity established in accordance with the federal law creating the Heritage Area. This funding is part of the local match required for the Heritage Area to receive 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. When state budget cuts threatened the closure of the two state historic parks in Yuma in 2009, the Heritage Area assumed operational responsibility for both the Territorial Prison and the Quartermaster Depot. 47 The City Clerk is one of four positions whose responsibilities are defined by the City of Yuma Charter. This division administers and safeguards the integrity of the municipal governing process and oversees City elections and election processes. The division also provides for public access to city records and documents, affixes the City seal on official documents, posts meeting notices, prepares City Council agendas, and records and maintains minutes of all City Council proceedings. The Economic Development Division 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. 2012-2013 ACCOMPLISHMENTS: Administration  Administration’s ‘open door’ policy has continued with communication within the organization and with the City as a whole.  With the economic recovery one of two Deputy Administrator positions was filled to assist with increased workload and management to enhanced and expedite day to day operations.  Administration implemented new “Take Pride” program for employee recognition and giving back to the community through involvement in the community.  Media & Public Affairs  Re-established City radio program, City News Thursday, 6-9 a.m. Thursdays on KCYK, AM 1400. The three-hour format includes interviews with community agency leaders as well as City staff members and takes live calls from listeners, airing their comments and concerns regarding City services. In its prior dial position and location, it was, in terms of feedback received, the City’s largest and most-used communications asset. Changing stations permitted us to keep a three-hour time block on Thursday mornings, which is usually the day most commercial radio stations hold their biggest contests and listener-generating events.  Coordinated multifaceted communications effort to introduce residents to the concept and practice of curbside recycling, a service introduced to residents this year. Included in this effort were two broadcast-quality public service announcements that receive frequent airplay on commercial TV and radio stations in Yuma as well as on City 73; a series of open house events inviting residents to come learn about the service and have their questions answered or addressed; news conferences to have news media help us introduce the public to the service at various milestones; collaborated with various community partners to offer retail displays, prizes and outreach events to help spread the word where people shop.  Replaced cameras in City Council Chambers with High Definition (HD) cameras and began the entire HD conversion in the Chambers.  Assisted other City departments with news outreach and media relations, both to promote routine services and events and also to assist in crises. Examples include aiding Yuma Police Department during school evacuation at alleged bomb threat incident; assisting Municipal Court with media interest after their first-ever escape incident; assisting PD with development of a campaign to promote pedestrian safety.  Special programming aired this year on channel 73 included the dedication event of the first YPD police substation; the dedication of the rebuilt Fire Station 1; the Governor’s State of the State address in Yuma, and others.  Expanded International outreach through Spanish-language local program Yuma le Informa and through partnerships with the Mexican Consulate and counterparts with the city government of sister cities San Luis Rio Colorado, Sonora, Mexicali, Baja California.  Expanded media relations efforts as a new local television news operation began broadcasting in Yuma in the past year, and competing local news radio programs took to the airwaves. New news 48      Handled all news media and assisted in the audio/video display setup of the City of Yuma historic airplane dedication. Consistently produced content on official City social media sites, doubling the number of Facebook users who “like” our official page and adding nearly 600 new Twitter followers. Consistently inform residents of events and temporary or permanent changes to service via email news releases and at a pace greater than or comparable to other similar Arizona cities. Modernized the set of long-running City Outlook program and added the capability for guests to include pictures of their event or discussion topic during interviews. Assisted with economic development-related projects such as grant writing, on-site visits (regional and international) and outreach with groups such as Electric Vehicle Arizona Stakeholders Group. Yuma Crossing National Heritage Area  Amassed a total of $12.89 million in grants for restoration of the Yuma East Wetlands since 2001.  Completed a historic multi-party agreement to provide long-term funding from Multi-Species Conservation Program (Bureau of Reclamation) for maintenance support for the Yuma East Wetlands.  Coordinated with GSA, construction of the Judge John M. Roll Federal Courthouse, opening in mid 2013.  Completed West Wetlands Lower Bench clearing and restoration.  Completed major adobe restoration of National Register property on Madison Avenue.  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. Achieved operational self-sufficiency in second year of local operations.  Completed the extension of the riverfront multi-use pathway system from Gateway Park to the 2E alignment along the MODE levee with federal funds.  Assisted the City of Yuma in developing and securing City Council approval of expansion of redevelopment area to the 4th Avenue and 16th Street corridor.  Supported the master planning process for the Arizona Historical Society Yuma campus. City Clerk  Conducted a successful 2012 Special Election.  Processed Initiative and Recall petitions in accordance with Arizona State law.  Revised data base and files of City contracts for more efficient research efforts.  Electronically participated in several outside committees and networks to stay apprised of: legislative updates; education, as it applies to the Clerk’s duties; and future opportunities related to City business.  Implemented document management of additional City records for easier access of electronically searched documents. Economic Development  Assisted in site challenges for solar parking, call center, mall redevelopment and downtown development project.  Consulted with Neighborhood Services on an EPA Brownfield assessment grant.  Engaged GYEDC in Business Retention and Expansion call program.  Aided GYEDC in refining strategic plan and industry targeting.  Promoted incorporation of YMPO planning documents into I-11 Corridor Study.  Represented City of Yuma in Arizona/Mexico Commission border discussions.  Engaged San Luis Rio Colorado on a cooperative relationship to build a regional economy.  Lead local efforts on the Arizona SciTech program. 49 Facilities Maintenance  Devised various energy control strategies for 16 worksites which included: Lighting System Upgrades Building Automation Heating and Air Conditioning Replacements and Variable Frequency Drives Photovoltaic Possibilities  Mechanical Assessments of Heating and Air Conditioning for the following sites: Air Handling Equipment City Hal Air Handling Equipment Yuma Civic Center. Chillers and Cooling Towers Police Department  Defined and coordinated work activities of 12 AmeriCorps volunteers to repaint 30 sidewalk canopies on the Downtown Mall.  Installed 3 Charging Stations for Electric Vehicles at City Hall.  Constructed new Offices for Facilities Maintenance at City Hall.  Facility Maintenance Services at new Police Sub Station and new Fire Station 1.  Phase 1 Carpet Replacements at Police Department - 25,000 SF.  Remediate asbestos and replace 7,000 of flooring at Yuma Civic Center.  Install new high voltage service and relocate Transformer at Arroyo Dunes Trailer.  Install new 200 amp electrical service at RC Track.  Set up and coordinated Monthly Safety Meetings for all Facility Maintenance Staff.  Laser Safety Officer (LSO) Training for 2 Management Personnel.  Installed security night lighting at Valley Aquatic Center.  Installed new inside fencing at Marcus Pool. GOALS FOR 2013-2014: 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  Build on momentum from curbside recycling campaign and continue to advance public understanding and awareness of this topic; also use this momentum to find ways to communicate directly with residents that cut through other clutter on other issues as well.  Continue to expand in-house “evergreen” video productions highlighting City departments and the services they provide to residents in a manner that can be replayed on the channel and online with zero to minimal dated content.  Continue to work toward streamlining of communications efforts to make major City news announcements available to all through the user’s preferred platform, be it text (print) story, audio and/or video package and shared on social media.  Assist and promote awareness of the City organization and its services through any and all means readily available, including events and spectacles such as the 2014 Yuma Centennial.  Continue improvements and enhancements to City channels and live meeting program through additional HD capability and by making online videos a more user-friendly experience.  Work with webmaster to improve seamlessness and readiness of posting latest City news to official website.  Continue to work with area reporters to enhance their understanding of the City organization, staff members and their roles and to help them improve the accuracy of their reporting on City stories. Yuma Crossing National Heritage Area  Implement maintenance program for 400-acres of restoration in Yuma East Wetlands through partnership with the Bureau of Reclamation/Multi-Species Conservation Program, the Heritage Area, Quechan Indian Tribe, and City of Yuma. 50       Expand and maintain bankline restoration efforts from East Wetlands to downtown riverfront and West Wetlands. Coordinate opening of Federal Courthouse with GSA. 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. Generate additional income. Negotiate and implement long-term agreement with Arizona State Parks to assure community control and management of both state parks in Yuma. Assist the Yuma County Historical Society to undertake local management of the Sanguinetti House Museum/Molina Block and to begin implementation of the new master plan. Coordinate with the riverfront developer to secure additional private investment and development. City Clerk  Continue to work towards citywide standardization of Records Management/ Retention policies.  Networking with State Department Library, Archives and Public Records and other cities/towns to finalize Essential Records city wide.  Finalize work with Informational Technologies and Board/Commission liaisons to provide a venue to release mission statements and goals for better public outreach.  Revisit internal processes for better efficiencies.  Strive to better communicate election processes to the public, through internal and external media sources, with the hope of increasing City voter turnout. Economic Development  Aid GYEDC in site searches and proposal responses.  List Yuma sites in Arizona Commerce Certified site program.  Continue to work with private sector teams on Virtual Spec Buildings.  Expand Yuma’s presence in Arizona/Mexico Border Community Roadmap efforts.  Continue to market city owned property as surpluses. Facilities Maintenance  Replace another 30,000 SF of Flooring at Police Department.  Evaluate actual replacement of Chillers and Cooling Towers at PD.  Replace 14,000 SF Flooring at Yuma Civic Center.  Remodel Restrooms at Desert Hills Golf Course.  Evaluate Custodial Service Offerings at YCNHA and Equipment Shop.  Develop written Lock Out Tag Out Procedures for all FM Equipment.  Assume FM and Custodial duties at Desert Hills Golf Course Clubhouse. 51 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget 464,479 523,146 505,018 2,639,761 City Administration Strategic Communications Heritage Area 585,771 654,281 592,949 583,899 1,067,979 1,475,059 1,178,875 555,237 City Clerk's Office 235,737 241,203 284,954 266,759 Elections Neighborhood Development 127,689 120,000 44,000 120,000 0 0 0 0 Economic Development 423,719 343,906 682,618 346,907 Facilities Maintenance 1,022,559 916,002 906,168 903,012 Capital Projects 0 0 0 630,353 3,927,933 4,273,597 4,194,582 6,045,928 The City Administrator’s budget shows a dramatic increase from the current year’s budget and this is primarily due to anticipated grant monies and the reorganization of personnel out of the former Engineering department into City Administration. GENERAL FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services 1,930,944 1,998,770 1,983,909 2,170,077 Operating 1,090,236 1,116,859 939,504 1,063,694 - - - - 3,021,180 3,115,629 2,923,413 3,233,771 Capital Outlay FY 2013-2014 General Fund Budget (in thousands) $1,063 $2,170 $Personnel Operating 52 Capital Outlay APPROPRIATED GRANTS FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services 20,093 20,520 14,618 5,902 Operating 830,942 1,087,585 1,128,540 2,213,984 - - - - 851,035 1,108,105 1,143,158 2,219,886 Capital Outlay CITY ROAD TAX FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services - - - 350,118 Operating - - - 432 Capital Outlay - - - - - - - 350,550 PUBLIC SAFETY TAX FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services - - - 6,751 Operating - - - - Capital Outlay - - - - - - - 6,751 TWO PERCENT TAX FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services - - - 81,451 Operating - - - 342 Capital Outlay - - - - - - - 81,793 53 WATER FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services - - - 73,479 Operating - - - 198 Capital Outlay - - - - - - - 73,677 WASTEWATER FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services - - - 79,122 Operating - - - 378 Capital Outlay - - - - - - - 79,500 54 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 12/13 8 2 10 FY 13/14 7 2 9 2012-2013 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;  Risk Management coordinated 75 demand files for various City departments and recovered $192,982.32 for damaged City property.  Risk Management coordinated 22 restitution files for various City departments and received Court ordered restitution totaling $20,470.01 for City damages;  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;  Developed amendments to water contract for Bureau of Reclamation and General Motors;  Assisted with amendment to the Development Fee Ordinance, Infrastructure Improvements Plan, and revision of development fees;  Drafted development fee agreements and assisted in the collection of outstanding development fees;  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; and  Provided legal advice and drafting of an amendment to the Humane Society pre-annexation development agreement that resolved outstanding issues concerning payment of fees for the Humane Society’s new facility. 55 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;  Continue the Pre-Arraignment Negotiation process; and  Continue providing victim rights services. GOALS FOR 2013-2014: 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;  Assist City Departments in drafting legal forms, City Council Resolutions, and developing procedures for implementing City improvement districts for future subdivisions, business parks, and other developments;  Assist with changes to Utility Regulations;  Continue to provide legal assistance for implementing, negotiating and drafting development agreements that establish legal and practical guidelines for the parties and their lenders  Continue to thoroughly review all claims against the City with legal analysis on the merits of the allegations and 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;  Research document management applications for changing over to electronic records; and  Provide legal advice and support to departments and drafting of redevelopment agreements for the 4th Avenue/16th Street intersection that include provisions providing for abatement of government property lease excise taxes (GPLET) as a statutory economic incentives. CITY PROSECUTOR  Processed more than 4,000 criminal/criminal traffic cases through the Yuma Municipal Court, including more than 1,100 domestic violence cases and more than 700 business victim cases; and  Collected deferred prosecution fees of $113,636.00.  Participated in 732 arraignment conferences, in which approximately 450 cases were resolved without additional court action (pre-trial conferences & trials). 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget City Attorney Administration 1,074,923 1,182,912 1,104,424 1,154,824 Insurance Litigation 163,802 326,000 111,040 307,000 Non-insurance Litigation 980,172 443,000 550,738 549,000 City Prosecutor 229,705 226,852 242,367 251,990 2,448,602 2,178,764 2,008,569 2,262,814 The City Attorney’s Office budget has decreased 3.8% below the adjusted budget. While General Fund expenditures decreased, litigation expenditures increased in the Insurance Reserve Fund. 56 GENERAL FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services 729,959 834,399 838,339 849,903 Operating 500,088 501,544 431,297 476,422 - - - - 1,230,047 1,335,943 1,269,636 1,326,325 Capital Outlay FY 2013-2014 General Fund Budget (in thousands) $476 $849 Personnel Operating Capital Outlay APPROPRIATED GRANTS FUND 11/12 Actual Personal Services Operating Capital Outlay 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget 4,300 - 4,320 4,407 700 700 700 650 - - - - 5,000 700 5,020 5,057 INSURANCE RESERVE FUND 11/12 Actual Personal Services Operating Capital Outlay 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget 69,471 70,179 71,003 73,460 1,144,084 771,942 662,910 857,972 - - - - 1,213,555 842,121 733,913 931,432 57 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 who 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 12/13 13/14 SCADA (i.e. Water and Wastewater) Administration 3 3 Web Development Technical Support 26 26 Email/Internet Services Radio Communications 4 5 Telephone and Voice Mail Services Financials Total 33 34 Payroll/Personnel Community Development Parks and Recreation 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 resolves system malfunctions, provides end-user training and support and administers all systems. Staff 58 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. 2012-2013 ACCOMPLISHMENTS:  Completed the implementation of City of Yuma Police and Fire and Yuma County Sheriff’s Office Regional Public Safety computer hardware and software system.  Completed the implementation of Community Development Phase I computer software system.  Completed the implementation of Human Resources computer software system.  Completed technical design and installation of computer systems for Yuma PD satellite office.  Completed technical design and installation of computer systems for Fire Station #1.  Begin implementation of YRCS Phase II agency computer software systems.  Began planning the implementation/migration to new computer software system for Utility billing.  Began implementation of citywide desktop virtualization.  Expanded the Storage Area Networks.  Continued to expand the use and operation of the YRCS Radio system and participate as a member of the YRCS Council.  Continued to manage and enhance elements of City’s Enterprise GIS system.  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 2013-2014:      Public Safety: Complete Phase II implementation of new Public Safety computer software system for Cities of Somerton, San Luis, Town of Wellton, Cocopah and Quechan Indian Tribes. Install new Fire Alert system for YRCS Fire agencies. Complete Community Development computer system for use of eReview and Public portal Continue expansion of YRCS radio infrastructure throughout Yuma County and State of Arizona. Begin upgrade of Microsoft Office Suite. 59 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget IT Administration 379,165 399,805 387,671 413,677 Citywide IT Services 245,728 416,083 397,433 385,212 Technical Support 1,585,248 1,835,706 1,773,247 1,867,972 Radio Maintenance 3,189,689 4,230,211 4,290,232 5,779,297 5,399,830 6,881,805 6,848,583 8,446,158 For fiscal year 2014, the Department of Information Technology Services presents a budget of $8,446,158. The increase is primarily due to increased expenditures in the Yuma Regional Communications System Fund. GENERAL FUND 11/12 Actual Personal Services Operating 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget 1,873,359 2,138,070 2,067,397 2,167,321 336,782 483,824 461,254 499,540 - 29,700 29,700 - 2,210,141 2,651,594 2,558,351 2,666,861 Capital Outlay FY 2013-2014 General Fund Budget (in thousands) $2,167 $499 $Personnel Operating Capital Outlay YUMA REGIONAL COMMUNICATIONS SYSTEM FUND 11/12 Actual Personal Services Operating Capital Outlay 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget 285,620 364,093 286,858 433,538 2,043,780 1,142,421 2,354,054 2,554,961 859,563 2,723,697 1,649,320 2,790,798 3,188,963 4,230,211 4,290,232 5,779,297 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 60 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. This fund changed during FY13 to an enterprise fund from a special revenue fund. APPROPRIATED GRANTS FUND 11/12 Actual Personal Services Operating Capital Outlay 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget - - - - 726 - - - - - - - 726 - - - 61 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 12/13 3 6 7 11 27 FY 13/14 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. 2012-2013 ACCOMPLISHMENTS: Administration  Received 9th consecutive Government Finance Officers Association Distinguished Budget Presentation Award. Accounting  Performed internal audits of department timekeeping and other payroll functions.  Received 31st consecutive Certificate of Achievement for Excellence in Financial Reporting.  Continued to maintain favorable bond ratings.  Continued to train department users on the new financial system.  Continued to train department users on the new payroll system.  Performed internal audits of department timekeeping and other payroll functions.  Trained accounting personnel on utilizing Microsoft Access for improved reporting capabilities. Purchasing  Held a seminar on How to Do Business with the City of Yuma.  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. 62   Revised and redistributed commodity portfolios to improve customer service. Continue 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  Successfully converted utility billing to new software system.  Converted business licensing and two percent tax collections to new software system. GOALS FOR 2013-2014: Administration  Receive the Government Finance Officers Association Distinguished Budget Presentation Award for 10th time. Accounting  Produce and Distribute the 2013 Comprehensive Annual Financial Report by September 26, 2013.  Oversee the City's financial situation in order to maintain or improve our bond rating.  Receive the City's 32nd Certificate of Achievement for Excellence in Financial Reporting.  Implement quarterly financial reporting to be produced and distributed within 30 days of quarter end.  Transition all employees to payroll direct deposit by January 2014.  Continue to provide training to City employees on the new financial system. Customer Service  Move from bi-monthly to monthly utility billing. 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.  Revise the training for City divisions that utilize the financial software system.  Revise the purchasing training to internal users.  Continue to expand the use of the Public Surplus Auction. 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Finance Administration 308,237 329,607 297,919 338,868 Customer Services 101,963 108,187 95,679 109,513 Purchasing 417,622 437,086 418,104 426,825 Accounting 830,823 962,599 836,897 1,006,746 1,658,645 1,837,479 1,648,599 1,881,952 For fiscal year 2013, the Finance Department presents a budget of $1,881,952. This is a 2.5% increase over the current year’s budget and is primarily due to pay increase for personnel. 63 GENERAL FUND 11/12 Actual Personal Services Operating Capital Outlay 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget 1,386,738 1,461,158 1,394,008 1,479,243 271,907 364,321 254,591 402,709 - 12,000 - - 1,658,645 1,837,479 1,648,599 1,881,952 FY 2013-2014 General Fund Budget (in thousands) $1,479 $402 $Personnel Operating 64 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 Total FY 12/13 11 10 FY 13/14 11 11 2012-2013 ACCOMPLISHMENTS:         Continued to work with the YABC Board of Trustees during the 2012-2013 fiscal year. For the 2012 calendar year, the City of Yuma’s Human Resources Department processed the following: o 165 personnel requisitions requesting to fill vacant positions o 63,701 hits on our job postings o 5,570 applications o 1,260 applicants were scheduled for written exams o After the screening and testing process, 816 applicants were referred to the departments for interviews o 290 hires and promotions Assisted employees with 113 industrial injuries. Processed 179 requests for Family Medical Leave for employees or their family members, with 136 eventually using this type of leave. Continued to provide high quality skill and safety focused training to City employees. A total of 2,052 employees were trained in 76 topic areas. This represented a total of 4,438.50 contact hours. Continued to receive one of the best insurance rates for City liability insurance due to the management of the risk experience ratings. Provided Annual Wellness Fair in new venue, with additional vendors, including safety component. Reduced annual cost of disposing regulated waste by 30%. 65 GOALS FOR 2013-2014:                            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. 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. See a reduction in the number of industrial injuries by providing relevant safety training and remediation activities. Reduce the claims volume by reinforcing safe work practices, and identifying claims appropriately. Continue to refine City’s return to work program to decrease lost workdays for employees suffering job-related injuries. Continue to reduce the number of Paid Loss Days in industrial injuries, bringing employees back to work in a contributing way in all departments as part of a work hardening program. This helps reduce long or short term disability issues. Make safety a priority in all departments and increase safety training for all City employees and focus on job and department specific training. Provide more City-specific training to supervisors and employees on identified areas of need. Provide ongoing training in all areas for all levels of employees, incorporating classroom, video and self study modules. Identify and replace outdated and required safety equipment 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. 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 the Citywide Regulated Waste Program. This next fiscal year we will continue focusing on reducing annual costs associated with the disposal of regulated waste. Find new ways of reusing unspent material, identify secondary uses for waste streams, and monitor hazardous material purchases throughout City Departments. 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. 66 Human Resource Administration 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget 859,597 889,403 841,827 932,541 859,597 889,403 841,827 932,541 The Human Resources Department presents a budget of $932,541. Personnel costs have increased in support of pay raise and operating costs are also higher due to software maintenance costs associated with software system. GENERAL FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services 641,899 712,371 692,345 737,507 Operating 217,698 171,032 142,732 195,034 - 6,000 6,750 - 859,597 889,403 841,827 932,541 Capital Outlay FY 2013-2014 General Fund Budget (in thousands) $737 $195 $Personnel Operating 67 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 $1,253,150 in revenues and manages the $2,960,317 in annual general fund 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 problem-solves 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 12/13 2 FY 13/14 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 Neighborhood Services 0 9 enforced. This last year the Building Safety Division performed over 1,684 plan reviews, and issued 3,720 Community Planning 12 12 construction permits. The Code Enforcement Total 33 42 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 multidisciplined approach. The Neighborhood Services Division has moved from City Administration into Community Development. Neighborhood Services creates healthy neighborhoods by improving the quality of life of our residents, particularly the low and moderate income (LMI). In partnership with the community, we develop and implement creative strategies for attractive and diverse neighborhoods. The City receives Community Development Block Grant funding from the Department of HUD and Neighborhood Services ensures the use of funds address priorities in the Consolidated Plan and meet HUD requirements. Neighborhood Services uses CDBG and other resources to administer a Housing Rehab Program, Neighborhood Leadership Academy, Proactive Code Enforcement and Rental Programs in revitalization areas, Neighborhood Outreach, and provides funds to nonprofits to offer services for LMI people. 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 68 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. 2012-2013 ACCOMPLISHMENTS:  Processed approximately 123 new planning and zoning cases including 17 rezones, 35 design review and historic district review applications, 27 subdivisions and lot tie/split cases, and 23 cases that were decided by the Hearing Officer.  Staff facilitated and attended 289 PreDevelopment Meetings (PDM).  The General Plan was approved by the voters in November.  Developed a Farmer’s Market code to define and allow this type of activity in the City.  Issued 4,426 construction permits, 1,800 plan reviews, 238 single-family homes were constructed, with a total building valuation of $100M for calendar year 2012.  Adoption of the 2012 International Building Codes.  Developed the Mobile Home Park Assessment Project to ensure health and safety standards in mobile home parks within the City.  Initiated the Major Roadways Plan update.  Developed guidelines for expanded use of over-the-counter permitting on simpler jobs and trade permits.  Education / Communication to Design Community for phase-in and implementation of updated 2010 ADA regulations.  Provided expedited plan review processing, permitting, and inspections for 29-Unit H2A Apartment complex.  Provided expedited plan review processing for Tuscany Medical Multi-Tenant Building for YRMC.  Provided building inspection support services for new Candlewood Suites Hotel at U.S. Army Yuma Proving Ground.  Provided paid plan review and building inspection support services for State of AZ Game and Fish Department Yuma Headquarters Addition. rd th  Provided expedited plan review and permitting for YRMC 3 and 5 floor 72-patient bed build-outs  Provided expedited plan review and permitting for interior improvements for a high profile medical call center and YRMC Materials Management to occupy the old Target building.  Provided expedited reviews for storm damage repairs to awnings and Arizona Rooms following a severe storm on September 9, 2012.  Developed strategy and implementation of Arizona Statute SB-1598 requirements for building permit and plan review processing. GOALS FOR 2013-2014:  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.  Update the Business License Code in conjunction with the new EnerGov software.  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. 69          Complete the Police Facilities Plan. Initiate Mobile Food Vending Ordinance. Develop Incentive Ordinance for in-fill projects. Begin reformat of the Sign Code. Implementation of new building codes, 2012 IBC, IRC, IEBC, IPMC, and 2009 IECC. Contractor and designer focus/training group meetings highlighting new code provisions. Phase 2 implementation for EnerGov software of e-Reviews module for electronic plans submission and plan reviews. Refine handouts and best practices for Solar Photovoltaic and Solar Water Heater permits. Complete our initial assessment inspection of all mobile home/RV parks in the city 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Community Development 410,874 452,022 436,178 427,669 Building Safety 1,242,841 1,346,705 1,329,546 1,357,973 Neighborhood Services 1,466,083 2,524,320 1,901,073 2,301,939 Community Planning 797,206 963,845 792,620 992,123 3,917,004 5,286,892 4,459,417 5,079,704 Overall the department is asking for General Fund support of $2,960,317. The operational expenditures are reduced, personnel costs are increasing due to a pay increase, and capital is requested to replace a copier/printer. GENERAL FUND 11/12 Actual Personal Services Operating Capital Outlay 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget 2,271,526 2,478,264 2,399,818 2,570,758 304,858 416,276 410,908 378,559 - 43,700 69,200 11,000 2,576,384 2,938,240 2,879,926 2,960,317 FY 2013-2014 General Fund Budget (in thousands) $2,570 $378 $11 Personnel Operating 70 Capital Outlay RIVERFRONT REDEVELOPMENT FUND 11/12 Actual Personal Services Operating 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget - - - - 517,873 557,323 557,323 557,323 - - - - 517,873 557,323 557,323 557,323 Capital Outlay HUD CDBG ENTITLEMENT GRANT FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services 331,559 310,241 53,787 318,554 Operating 446,256 1,370,821 794,872 1,156,340 Debt Service - - - - Capital Outlay 17,341 - 75,368 - 795,156 1,681,062 924,027 1,474,894 COMMUNITY REDEVELOPMENT GRANT FUND 11/12 Actual Personal Services Operating Capital Outlay 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget - 10,130 20,000 10,000 87,292 150,000 206,152 77,170 - - - - 87,292 160,130 226,152 87,170 71 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. In order to provide a wide range of services efficiently and effectively to the citizens of Yuma, the Public Works Department is organized into the following service areas: Street Division: is charged with maintaining a vast City infrastructure that includes 357 centerline street miles, 6757 streetlights, 292 miles of pavement markings 86 retention basins and 596 miles of concrete curb. Street services include:  Code Enforcement Compliance  Right-Of-Way Maintenance  Asphalt Maintenance  Traffic Signs and Markings  Street Sweeping  Concrete repairs for sidewalks, curbs & gutters AUTHORIZED PERSONNEL Fleet Services Solid Waste Street Maintenance Engineering Total FY 12/13 17 13 46 0 76 FY 13/14 17 13 46 30 106 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.  Residential collection  Curbside recycling  Container maintenance  Special request/pick ups Fleet Services: manages and provides preventive maintenance and automotive repairs to a fleet of approximately 800 vehicles and equipment. Also provided is technical repairs to generators and pumps as well as managing a fuel dispensary site.  Public Safety Fleet repairs (Police & Fire)  Solid Waste collection trucks  Parks & Recreation vehicles & large mowers  City wide vehicle maintenance Engineering: participates in the design of assigned Capital Improvement Program projects and provides coordination with private development, in order to meet environmental, design, funding and traffic safety requirements.  Design services 72     Development engineering services Construction inspection Traffic engineering services Survey activities Accomplishments for 2012-2013:                       Applied asphalt emulsion sealant to 21 miles to City roadways. Applied slurry sealant to 24 miles to City roadways. Poured 440 yards concrete to repair sidewalks and curbs and gutters. Applied 575 tons of asphalt to patch the roadways. Completed replacing 156 school crossing signs with high visibility new yellow-green signs. Reduced water consumption by converting medians to Xeriscape landscaping Neighborhood Cleanup program collected 81 tons of green waste, 48.3 tons of metal and 2,532 tires. 1355 cars visited the Household Hazardous Waste Program this year. Residents dropped off 713 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. Distributed 21,000 blue recycling containers to implementing a curbside recycling. 32nd Street improvements, signalization of two additional intersections, between Avenue A and B Arroyo Dunes/Desert Hills Par 3 parking lot replacement Deyo Tennis Court complex restroom replacement Police Department Substation Replacement of seven sanitary sewer manholes within the Yuma International Airport/Marine Corp Air Station-Yuma complex. Giss Parkway Roundabout improvements Police K9 Training Facility Avenue C Waterline Replacement: 8th Street to Figueroa Avenue Avenue A pavement replacement and miscellaneous utility upgrades, between 16th Street and 8th Street Letvin Avenue waterline connection to the 16th Street ground storage tanks Engler Avenue Waterline: 16th Street to Mirada Del Sol subdivision @ Interstate 8 Goals for 2013-2014:          Enhance coordination and inspection activities between private development and public construction. Initiate and complete design of at existing two mile of street and utility improvement projects. Assist City staff and the private development sector to meet the documentation requirements of State and federal regulatory agencies. Complete the design and landscape of 16th Street and Interstate 8 interchange 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 three solid waste trucks with new collection bodies. Increase participation in curbside recycling with a new education program. Promote Public Works activities through our City radio segment. 73 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Code Enforcement 76,223 78,566 78,412 81,052 Engineering 0 0 0 1,946,050 Development Engineering 0 0 0 402,563 Street Maintenance 2,720,714 2,912,388 2,954,449 3,080,493 Street Lighting 849,541 753,223 753,223 835,200 Traffic Signals 0 0 0 788,099 Street Sweeping 375,632 456,874 455,365 412,246 Traffic Signs & Striping 402,141 486,481 513,442 732,068 307,099 293,180 307,772 380,530 297,303 349,400 342,126 379,926 1,026,235 1,184,537 987,070 1,073,296 Pathways & Trails 260,286 209,197 207,396 161,467 Solid Waste-Residential 2,338,982 2,784,766 2,790,394 2,780,623 Uncontained Waste 301,060 345,568 331,342 344,083 Recycling 46,510 68,131 71,879 102,810 Fleet Services 3,531,291 3,533,974 3,372,803 3,556,371 Fleet Parts 115,891 130,780 128,009 158,892 Capital Projects 0 0 0 487,957 12,648,908 13,587,065 13,293,682 17,703,726 Storm Drain Maintenance Curbs, Gutters & Sidewalks Retention Basin Maintenance The 2013-2014 Public Works Budget shows a dramatic increase but this is due to the consolidation of the former Engineering department into the Public Works department. With this reorganization, some Engineering personnel related to Capital Improvement Program were moved into City Administration. Engineering, Development Engineering and Traffic Signals moved into Public Works. Also, the recording of capital project labor costs was changed to reflect back into the employee’s home department. It had been reflected in a Capital Projects department, but this change allows the budget and transactions to be more apparent. 74 EQUIPMENT MAINTENANCE FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services 1,048,248 1,079,849 1,011,143 1,113,424 Operating 2,565,832 2,549,905 2,454,669 2,601,839 33,102 35,000 35,000 - 3,647,182 3,664,754 3,500,812 3,715,263 Capital Outlay FY 2013-2014 Equipment Maintenance Budget (in thousands) $2,601 $1,113 Personnel $- Operating Capital Outlay HIGHWAY USER REVENUE FUND (HURF) 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services 2,042,767 2,247,692 2,210,026 2,377,084 Operating 3,296,611 4,123,339 4,004,319 4,268,357 - - - - 5,339,378 6,371,031 6,214,345 6,645,441 Capital Outlay FY 2013-2014 HURF Budget (in thousands) $4,268 $2,377 Personnel Operating 75 Capital Outlay SOLID WASTE FUND 11/12 Actual Personal Services Operating 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget 771,454 811,516 798,797 818,207 1,915,098 2,386,949 2,394,818 2,409,309 - - - - 2,686,552 3,198,465 3,193,615 3,227,516 Capital Outlay FY 2013-2014 Solid Waste Fund Budget (in thousands) $2,409 $818 Personnel Operating Capital Outlay CITY ROAD TAX FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services 97,552 131,632 93,310 1,981,793 Operating 878,244 221,183 222,433 1,196,098 Debt Service - - - - Capital Outlay - - - 100,500 975,796 352,815 315,743 3,278,391 FY 2013-2014 City Road Tax Fund Budget (in thousands) $1,981 $1,196 $100 Personnel Operating 76 Capital Outlay TWO PERCENT TAX FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services - - - 12,179 Operating - - - 58 Capital Outlay - - - - - - - 12,237 GENERAL FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services - - - 380,146 Operating - - - 22,417 Capital Outlay - - - - - - - 402,563 WATER FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services - - - 110,899 Operating - - - 166 Capital Outlay - - - - - - - 111,065 WASTEWATER FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services - - - 22,678 Operating - - - 72 Capital Outlay - - - - - - - 22,750 APPROPRIATED GRANTS FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services - - - - Operating - - 69,167 288,500 Capital Outlay - - - - - - 69,167 288,500 77 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. FY 12/13 8 FY 13/14 8 Water 68 68 Wastewater 52 52 Total 128 128 AUTHORIZED PERSONNEL Administration 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. 78 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. 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. 79 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. 2012-2013 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 call-outs. 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. 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. 80       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). nd Our Utility Systems Manager was selected for the City of Yuma Administration’s Supervisor of the 2 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 2013-2014                       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. 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 81 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Utilities Administration 170,774 0 0 0 Water Administration 13,764,008 12,453,112 12,425,975 13,847,053 3,301,921 3,840,790 3,314,737 3,629,586 1,239,891 1,632,052 1,481,720 1,599,793 Water Customer Service 1,067,801 1,300,029 992,170 1,248,537 Water Transfer 38,597 49,552 30,235 80,502 Agua Viva Water Treatment Plant 2,347,931 2,864,565 2,529,872 3,072,525 Water Lab 186,467 286,523 232,960 283,078 6,283,662 6,707,433 6,574,718 6,683,732 4,363,492 4,988,129 4,523,103 5,041,426 949,017 1,130,874 975,945 1,132,621 Pretreatment 359,438 442,617 388,511 433,573 Desert Dunes Wstwtr Treatment Facility 1,471,606 1,635,061 1,423,066 1,633,684 Wastewater Lab 183,389 305,768 183,437 264,414 Facilities Maintenance 157,701 252,427 275,608 492,132 35,885,695 37,888,932 35,352,057 39,442,656 Main Street Water Treatment Plant Transmission and Distribution Wastewater Administration Figueroa Wstwtr Treatment Facility Wastewater Collection System The Utility Budget has increased 4% from the previous year. Pay increases and expected grant awards encompass the majority of the increase to the Utility budget. GENERAL FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services 356,117 - - - Operating (27,642) - - - - - - - 328,475 - - - Capital Outlay 82 WATER FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services 4,089,990 4,545,565 4,240,139 4,627,008 Operating 5,989,736 7,614,200 6,522,634 7,522,251 Debt Service 10,692,934 10,304,264 10,305,419 10,319,667 Capital Outlay 17,911 42,010 32,578 26,500 20,790,571 22,506,039 21,100,770 22,495,426 FY 2013-2014 Water Fund Budget (in thousands) $10,319 $7,522 $4,627 Personnel Operating $26 Debt Service Capital Outlay WATER TRANSFER FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services 15,463 15,682 14,375 14,132 Operating 23,134 33,870 15,860 66,370 Debt Service - - - - Capital Outlay - - - - 38,597 49,552 30,235 80,502 WATER CAPACITY FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services - - - - Operating - - - - Debt Service 1,117,448 - - - Capital Outlay - - - - 1,117,448 - - - 83 WASTEWATER FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services 2,950,486 3,441,656 3,206,406 3,547,363 Operating 5,253,206 6,487,639 5,657,722 6,232,973 Debt Service 2,356,414 2,361,368 2,361,368 2,366,336 Capital Outlay 65,433 57,622 10,500 235,000 10,625,539 12,348,285 11,235,996 12,381,672 FY 2013-2014 Wastewater Fund Budget (in thousands) $6,232 $2,366 $3,547 Personnel Operating $235 Debt Service Capital Outlay WASTEWATER CAPACITY FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 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 84 WASTEWATER SANITARY SEWER INTERCEPTOR FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services - - - - Operating - - - - Debt Service 6,538 6,568 6,568 6,568 Capital Outlay - - - - 6,538 6,568 6,568 6,568 APPROPRIATED GRANTS FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services - - - - Operating - - - 1,500,000 Capital Outlay - - - - - - - 1,500,000 85 Parks & 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 Arts and Culture Division sustains and supports AUTHORIZED FY FY local arts by providing distinct opportunities for PERSONNEL 11/12 12/13 community participation and artistic growth. The Yuma Administration 10 10 Art Center continues its role as a catalyst for artistic growth in our community. We seek to increase Parks Maintenance 61 61 involvement in the arts for artists and participants Urban Forestry 2 2 through our diverse cultural programming targeting a Recreation 7 7 broad audience. Support is extended to arts groups Arts and Culture 6 6 and artists by creating a climate conducive for local artistic development through the priority offering of the Civic Center 8 8 facility for non-profit arts use at rates far below the Golf Course Maintenance 6 6 national average. Arts advocacy continues to be a high Golf Courses 7 7 priority for the Parks, Arts, and Recreation Commission and its supporting Public Art Committee. These groups Facility Maintenance 9 10 help to gather input on public desires and to be the Total 116 117 public face for arts support. In working to continually *Facility Maintenance employees report to expand our outreach, we are building community City Administration awareness through local media partnerships in both English and Spanish. Our vision is for all members of our community to live creative lives by being a part of the arts in Yuma. The role of the Desert Hills Golf Course 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 86 care. The Tree and Landscape Expo, which occurs annually during the winter season provides valuable information to the community regarding Yuma’s vegetation and plant/tree selection. Yuma has earned the Tree City, USA designation for several 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 2,589 cases of graffiti throughout the City of Yuma in 2012. 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. 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. 87 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. 2012-2013 ACCOMPLISHMENTS: Administration:  Serve over 60,000 phone calls for service in an average year.  One of 19 communities nationally recognized as a Playful City USA for sixth consecutive year.  Received a $25,000 Playful City USA grant.  Received a $62,000 US Soccer Foundation Grant.  Marketed the Parks and Recreation Department with daily Facebook postings increasing friends to over 200.  Publish two annual 36+ page Activities Guide that are distributed with over 20,000 copies. Arts & Culture:  Arizona Commission on the Arts and Arizona Community Foundation Grants received for a total of $6,500.  Celebrated the 100th Anniversary of the Historic Yuma Theatre and produced the wonderfully successful “Adopt A Chair” program in concurrence with the 100th Anniversary of Arizona Statehood.  Raised over $12,000 for physical improvements to the Historic Yuma Theatre.  Collaborated with all major arts groups like Desert Artists, the Yuma Symposium, and the North End Artist Cooperative in our community on events, programs, or activities.  Worked with local organizations such as Arizona Western College, NexGen Group, and Yuma School Districts and local service groups such as Yuma Private Industry Council, Ft. Yuma Rotary, Yuma Rotary on events and programs.  56,282 customer visitors, including program and event participants at the Yuma Art Center Gallery spaces and Historic Yuma Theatre.  Scheduled the Art Center Gallery or Theatre spaces for 183 programs, activities, and events.  Three separate performance series for a total of 19 productions - the most ever, plus other separate individual performances as scheduled.  30,003 participant tickets sold - the most ever - for the performance series, plays, events, and activities at the theatre and galleries.  Programmed successful annual events including ARTbeat 5, Tribute of the Muses, and the Children’s Festival of the Arts, and additional collaborative events like “Buckets of Artists,” and the new “Yuma Film Festival”. 88  Co-sponsored a new activity in Historic Downtown Yuma, the North End Art Walk.  Partnered with Yuma Private Industry Council on another outstanding local community mural – this one at the Yuma Readiness Center.  Historic Yuma Theatre concessions area – new paint, flooring, fixtures – theatre entrance doors and emergency exit signs renovated and painted, exterior theatre entrance painted, theatre interior upgraded and fireproofed all drapery – made improvements to lighting sound position – revamped the ‘Adopt a Chair’ floor plan and name plates, and painted the Art Center’s galleries and overhauled entrance doors and emergency exit signage.  Worked with a large communal effort - a wonderful example of our community coming together to sustain a valuable arts and culture asset, successfully supported the renewal of the Yuma Fine Arts Board of Trustees. Golf Courses:  Removed all non-functioning lights and pillars from the Desert Hills Par 3 Golf Course (DHP-3).  Constructed concrete benches for all 18 holes at Desert Hills Golf Course.  Installed cart path between 7 green and 8 tee.  Installed all utilities at DHP-3 for the golf shop which consisted of 1500 feet of 6” fire line and about 400 feet of water, sewer and power lines.  Purchased an upgraded modular building to serve as the golf shop at DHP-3.  Removed 10 sand traps and planted about 40 new trees at Desert Hills Golf Course.  Marketed the Golf Course through a new Course Trends website and Facebook page garnering over 150 friends. Parks:  Removed all turf and installed desert landscape at the Riverside Park cottage.  Installed a ramada and two concrete picnic tables at Marcus Park.  Installed 250’ of 10" PVC water main to the new mitigation area at the West Wetlands Park.  Installed over 400' of PVC piping and planted trees around Shaw Field.  Completed the relocation and rebuilding of the RC track from Kiwanis Park to Sunrise Park.  Relocated donated skate park equipment from Destiny Christian Church to the Skate Park at Kennedy.  Starting to GIS map all of the trees to form a complete inventory for the City of Yuma.  Repaired washouts in landscape at Ocotillo Park after major storm.  Replacement of 200’ of damaged sidewalk in the Parkway Place Neighborhood Park.  Constructed a five bin block material storage area at the Elena Orendain Curtis Catholic Complex  Completed Phase One of Desert Sun Stadium fence project.  Replaced all Ray Kroc Baseball Complex fields #2 and #3 backstop fencing with new poles and fabric. Recreation:  Received $4,600 in sponsorship funding from Bill Alexander Flight-line Mazda Mitsubishi, providing two Movies in the Park events during 2012-2013.  Hosted the 2nd annual Family Fish Fiesta at the West Wetlands, with over 400 children and family members participating.  Hosted the 2012 Worth ASA Men’s Western Class D National 12” Softball Tournament with 35 teams competing.  Solicited a total of $22,687 in sponsorships, both in-kind and cash, for the 2012 Worth ASA Men’s Western Class D National 12” Softball Tournament.  Due to the outstanding hard work by staff and smooth execution of the tournament, the City of Yuma Parks and Recreation Department received the James Farrell ASA Award of Excellence for conducting one of the highest rated National tournaments. 89       Scheduled nine archery classes to date to include Youth, Adults, and Seniors, and each class have been full. In addition, an Introduction to Archery program has been held at the After School Fun Club and at the 21st Century Afterschool program that we participant in with District One. Offered the Imagination Playground in a Box to Crane District for the 2012-2013 school year, and eight schools have reserved “The Box”, allowing over 1,600 children to experience a different way of play. Increased registrations in the 5K/10K Series of Runs by an average of over 150% for the first four races. The first race alone, the Moonlight Run, went from 90 registrations in October 2011 to 705 registered participants in October 2012. Received a grant of $4,500 for the Youth “Fast Feet” running program, from the Foundation of Yuma Regional Medical Foundation. Received a grant of $7,000 from Arizona Blue Cross and Blue Shield for the youth summer “Camp Awesome” for youth age 6 to 12 years old. The main goal of the camp was to educate both children and parents on the benefits of a healthy lifestyle through fun filled, action packed, lessons on proper nutrition, the importance of being active, and by encouraging positive self esteem. The North End Community Center received 50 walking canes that were donated by local carvers and vendors that participate in Center programming. Wood carvers at the Center spent countless hours carving the canes with the American flag, eagles, and a “Thank-you for serving our country”. The 50 carved walking canes were given to the American Legion to be distributed to local veterans for free. Yuma Civic Center:  The Yuma Civic Center hosted 934 events in 2012. There were 178,564 visitors to our facility during the calendar year.  We hosted the first "Back to School Rodeo" in July which was enthusiastically supported and attended by the community.  Put together details for the 40th Anniversary Celebration for the Yuma Civic to occur in 2013.  Produced the 2nd Annual Taco Festival and it was featured in Arizona Highways magazine twice  Installed a new griddle in the kitchen to enhance the catering repertoire.  Purchased replacement tables and chairs to update existing inventory and improve service.  Worked with Facility Maintenance and completed lighting retrofit in facility to reduce energy costs  Produced three successful summer swap meets.  Hosted a very successful 2nd Annual Wedding and Quinceañera Expo.  Improved beverage service with updated product offerings and developed a new break menu for meetings.  Actively marketed the facility, department, and City with daily posts on the Yuma Civic Center Facebook page and Twitter increasing our friend count of 100 to 500 fans and followers. GOALS FOR 2013-2014: Administration Goals:  Successfully complete Yuma Valley Area Park.  Complete phasing and estimates for Yuma East Athletic Park and program CIP funds to achieve build out.  Develop marketing plan for Department with resource allocation.  Hire and bring on-board new Golf Course Manager for successful integration into City team. Consider engaging Profitable Food Facilities to consult on Bar & Grill.  Explore consultation with Greenplay, Inc. community assessment for resource allocation and pricing strategies.  Further refine Parks Maintenance Model. Recreation Goals:  In order to get our information out to a larger audience, the Recreation Division will work with the Marketing Specialist to develop signage that encourages our existing and potential customers to go to www.YumaAZ.Gov/events or the City of Yuma Parks and Recreation Facebook page for 90       information on upcoming events, activities and programs. The signage will be prominently displayed at all recreation and athletic facilities throughout the City. Research the feasibility of providing a message in all City of Yuma customers’ water bills on a biannual basis, informing customers of the availability of our seasonal Activity Guide, in the Fall and Winter, then again for Spring and Summer. If possible, the first message would be posted that would inform customers to go to our website for information. Due to the huge success of the “Screaming Deal” promotional campaign, continue to offer special rates for programs in each area of recreation, that encourages customers to register early and increase participation. Plan, develop and implement the following recreation special events geared towards families and youth: o Woof Splash Expo – A day for dogs and their owners o Cardboard Boat Float o Youth Sports & Swim Day o NBA Triple Dish & Swish Day o Archery Competition o Family Overnight Campout at Desert Sun Stadium Due to the increase in participation in the 5K/10K Fun Run and Walk Series, acquire a chip timing system, either rented or purchased that will vastly improve the quality of the runs, and allow for increased participation, lower staff costs, accuracy of running times for each participant, and improve the award presentation at the end of each race. Continue to solicit sponsorships for local businesses and grants to help offset the costs of recreation programs, equipment, and to help keep programs fees affordable to our participants. Plan, develop and schedule the following recreation programs; o Advanced Archery classes o Drop-in kayak/canoe Rental Day - Once a month, interested participants can check-out a kayak or canoe for a couple hours and experience the sport, without having to schedule a trip in advance Yuma Civic Center Goals:  Successfully program and complete facility improvements through Maintenance Division to enhance facility appearance. To include: flooring, lighting, and amenities.  Produce large scale annual events for community involvement and enjoyment: Back to School Rodeo, Wedding and Quinceanera Expo, and Taco Festival.  Provide quality customer service for facility/community rentals to include: supportive event expertise, quality catering, timely paperwork, efficient follow up, and genuine gratitude.  Collaborate with other entities and within City, to market and build awareness of the facility programming and rental opportunities.  Explore additional ways to serve a need not being met in the community. For example, travelogue series, swap meets, workshops, or dances. Arts and Culture Division:  Provide effective, friendly, and committed customer service to all participant visits to our facility.  Develop and implement our “Think Outside the Box” collaborative project with Traffic Division, ie: traffic signal boxes throughout the City artistically enhanced by a diverse group of volunteer artists  Broaden and deepen our participation with Historic North End organizations, and businesses. through our far-reaching programming such as ARTbeat, North End Art Walk, and Children’s Festival of the Arts.  Seek opportunity with local performing arts groups to add shows, events, or performances to our out-of-season performance schedule in the Historic Yuma Theatre.  Collaborate with our Heritage Festivals team to bring back to Historic North End additional Hispanic festival for Downtown to replace lost cultural events, ie: “Day of the Dead”. Golf Courses Goals:  Successfully hire and integrate personnel into Golf Course operations. 91  Greater utilization of Course Trends to effectively market course.  Make Golf Course improvements: new fairway bunkers, new bunker sand, lighting for practice putting green, new bag drop, designated teaching center, and trim up golf cart paths.  Make facility maintenance improvements: replace roof on irrigation building, trim oleanders around maintenance yard, install shade in maintenance yard, replace worn out course fencing.  Complete some key projects for Food and Beverage Operation: increase outside lighting for patio events, install new bar pouring/monitoring system to prevent loss, and purchase audio visual equipment to better serve banquets and business meetings. Parks Goals:  Upgrade signage in Neighborhood Parks.  Continue to evaluate irrigation and make upgrades where viable.  Make additions to the City tree inventory in Kiwanis, Ponderosa, Parkway Place, and other locations as viable.  Evaluate athletic field scoreboards and replace as needed.  Create Park system inventory, schedules for repairs/replacements, and follow schedule.  Evaluate park fencing for additions/repairs.  Facilitate the build out of Riverside Park. 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Parks & Recreation Administration Parks Maintenance 1,342,668 1,373,557 1,373,131 1,638,573 4,118,897 4,253,437 4,232,852 4,318,563 Facilities Maintenance 1,726,340 1,908,906 1,867,369 2,079,543 Urban Forestry 160,877 160,656 147,183 156,071 Recreation General 553,330 591,430 576,053 609,422 Senior Adult Activities 58,868 72,196 67,823 68,106 Adult Activities 178,522 197,032 198,013 215,315 Youth Activities 255,881 244,071 239,722 250,853 Aquatics Yuma Readiness Center Yuma Arts Center 334,474 425,529 371,927 367,994 65,892 75,424 78,695 78,453 543,871 607,259 588,859 650,857 Heritage Events 63,918 83,507 67,374 95,433 Civic Center 837,179 955,192 932,355 968,801 Baseball Complex 505,128 489,055 503,029 574,080 Downtown Mall 200,061 220,052 219,758 212,810 Maintenance ADGC Pro Shop Concessions ADGC Maintenance DHGC Restaurant Concessions Pro Shop Concessions DHGC 187,326 258,800 198,718 282,886 36,460 45,547 43,341 45,124 832,087 972,893 959,338 1,564,850 535,661 619,655 541,201 584,884 553,101 536,125 526,999 601,047 13,090,541 14,090,323 13,733,740 15,363,665 The Parks and Recreation budget for 2013-2014 includes a 9% increase. This is primarily from $500k added to the Desert Hills Golf Course Fund budget for remodeling of the restaurant and clubhouse. Also included is a pay increase for employees and monies for expected grants. 92 GENERAL FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services 4,631,517 4,894,648 4,735,684 5,006,951 Operating 2,774,215 2,888,040 2,893,360 2,829,911 - 11,317 11,317 - 7,405,732 7,794,005 7,640,361 7,836,862 Capital Outlay FY 2013-2014 General Fund Budget (in thousands) $5,006 $2,829 $Personnel Operating Capital Outlay TWO PERCENT TAX FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services 1,431,910 1,497,805 1,476,367 1,512,690 Operating 1,830,772 2,066,247 2,079,008 2,365,312 25,959 10,600 10,865 89,500 3,288,641 3,574,652 3,566,240 3,967,502 Capital Outlay FY 2013-2014 Two Percent Tax Fund Budget (in thousands) $2,365 $89 $1,512 Personnel Operating 93 Capital Outlay MALL MAINTENANCE DISTRICT TAX FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services 85,512 86,251 85,022 89,955 Operating 114,549 133,801 134,736 122,855 - - - - 200,061 220,052 219,758 212,810 Capital Outlay APPROPRIATED GRANTS FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services 17,955 - 9,166 - Operating 33,497 68,594 28,618 267,700 - - - - 51,452 68,594 37,784 267,700 Capital Outlay DESERT HILLS GOLF COURSE FUND 11/12 Actual Personal Services Operating Capital Outlay 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget 940,673 1,123,622 926,513 1,093,769 1,203,872 1,309,398 1,343,084 1,985,022 - - - - 2,144,545 2,433,020 2,269,597 3,078,791 FY 2013-2014 Desert Hills Golf Course Fund Budget (in thousands) $1,985 $1,093 Personnel $Operating 94 Capital Outlay Police Department 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, provides the vision and leadership to achieve the goals and objectives of the Police Department. In addition, the Public Safety Communications Center reports directly to the Deputy Chief of Police. 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 a Traffic Unit which is staffed with traffic enforcement units and civilian accident investigators, a School Services Unit, a Gang Unit, K-9 Officers and a Crime Suppression Unit. AUTHORIZED PERSONNEL Administration FY 12/13 9 FY 13/14 9 6 6 Patrol 134 136 Investigations 44 43 Support Services 60 60 Animal Control Facility Maintenance Total 5 5 258 259 95 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, and Public Affairs Unit also comprise Support Services. The Investigations Division is responsible for 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, as well as Crime Analysis. 2012-2013 ACCOMPLISHMENTS:          Grand Opening of Yuma Police Department Araby Substation - This 4100 square foot facility is located at 6390 East 26th Street and is the first official police substation. The substation provides a number of services to the community and has expanded services to the eastern part of the city. New Patrol Vehicles - Purchased 11 new Ford Utility Interceptors from local Yuma dealership. Vehicles replaced a portion of aging police department fleet. Crime Suppression Unit - The addition of the Crime Suppression Unit has been successful at deterring and solving crime through Intelligence based policing, directed patrols and details, and active problem solving partnerships. As part of a renewed commitment to Community Oriented Policing, bike patrol was rejuvenated and used as an enforcement and education tool. New World’s Aegis computer-aided dispatching and records management systems went live The installation of the automated system, including computer-aided dispatching, records management, and mobile computing software allowed for improved information sharing amongst area law enforcement agencies. Strategic Plan - The Yuma Police Department developed a committee to conduct internal and external analysis to successfully implement the City of Yuma Police Department Strategic Master Plan 2014 – 2019. The committee has developed a draft of the plan to be implemented in the fall. Citizen Police Academies - Conducted one Citizen Police Academy and one Hispanic Citizen Police Academy. Law Enforcement Torch Run for Special Olympics – The Yuma Police Department placed ninth overall in the state for fundraising, raising over $17,000 dollars for Special Olympics. Operation Stonegarden Grant Funding – The Yuma Police Department received $78,355.00 for the purchase of radios and mobile data computers as a result of funding reallocations. In November of 2012, Yuma Police Department also received $503,638.00 for overtime and mileage for an operational period through December 2013. Additionally, Yuma Police Department applied for and is pending a 2011 reallocation award of $39,570.00 in funding for additional mobile data computers. Department of Justice Community Oriented Policing Services (COPS) Hiring Program Grant The Yuma Police Department was awarded a grant for an estimated one million dollars which provides funding for eight additional officers. This grant requires newly hired police officers to be military veterans. GOALS FOR 2013-2014:        Conduct two Citizen’s Police Academies, one of which will be a Hispanic Citizen’s Police Academy. Continue timely and professional response to calls for service. Continue active recruitment to fill authorized vacancies. Continue to rewrite and revise outdated policies. Continue public outreach to educate the community on personal safety and security matters. Continue to work with Yuma Regional Communications System in expanding the radio system into a truly regional system. Continue to push New World software out to the courts, City Prosecutor’s office and County Attorney’s office, in order to achieve a completely electronic work flow. 96           Obtain further funding through Stonegarden, Department of Justice Community Oriented Policing Services Hiring Grant Program, and other grant opportunities to further enhance public safety efforts in the Yuma area. Continue with Project Drive Safe enforcement utilizing intelligence-based data to place greater emphasis on traffic safety. Develop community partnerships to increase traffic safety education and awareness through new technology and public presentations to enhance driver, pedestrian, and bicycle safety in the City of Yuma. Utilize technology to develop “intelligence driven deployment of police resources.” Implement additional computer forensics capabilities. Continue the strong emphasis on Community Oriented Policing and Problem Oriented Policing in Department philosophy. Develop a Tactical Emergency Response Team/Dispatch program. Increase animal licensing compliance in the City of Yuma. Complete and implement the Yuma Police Department Strategic Master Plan 2014 - 2019. Implement a false alarm reduction program using the critical components of education and training. 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Police Administration 1,542,549 1,626,250 1,664,328 1,840,582 Animal Control 716,502 714,995 672,035 722,069 Patrol-Field Services 11,707,250 12,069,741 12,283,083 13,290,415 Investigation-Field Services 4,013,942 4,079,246 4,179,177 4,204,674 911 Administration 45,430 35,013 16,434 0 Quality Assurance 1,186,753 1,268,237 1,202,606 1,223,172 882,100 1,031,425 938,841 870,636 1,835,843 2,014,904 2,018,104 1,990,494 708,108 942,297 809,980 1,037,231 22,638,477 23,782,108 23,784,588 25,179,273 Records & Communication Public Safety Communication Center Facilities Maintenance For FY14, the Police Department presents a budget of $25,179,273. The Police Department’s budget increased 5.8% from last year's budget. This is attributable to a pay increase budgeted for next year, increased equipment replacement rent and equipment purchases out of Public Safety Tax Fund, and expected increases in grant funding. 97 GENERAL FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services 18,066,158 18,818,349 18,453,977 19,931,793 Operating 3,377,902 3,534,140 3,467,089 3,234,067 74,213 15,000 15,000 10,000 21,518,273 22,367,489 21,936,066 23,175,860 Capital Outlay FY 2013-2014 General Fund Budget (in thousands) $19,931 $3,234 $10 Personnel Operating Capital Outlay PUBLIC SAFETY TAX FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services - - - - Operating - 199,981 99,981 594,140 Capital Outlay - 647,573 608,697 500,000 - 847,554 708,678 1,094,140 APPROPRIATED GRANTS FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services 731,607 536,293 923,430 909,273 Operating 100,315 30,772 90,318 - Capital Outlay 288,282 - 126,096 - 1,120,204 567,065 1,139,844 909,273 98 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 Yuma Fire Department is comprised of four Divisions that work in unison to fulfill the Department’s mission. The Administration Division is responsible for meeting funding needs of the Department within budgetary guidelines and facilitating changes in personnel status and payroll. In addition, this Division compiles and analyzes statistics from its operating divisions that include productivity, response times, and other quality measurement factors. Heavy involvement in short and long term planning is needed to achieve the highest level of effectiveness and efficiency in order to meet the goals of the Council and needs of the citizens. A major objective of Administration is to facilitate partnerships with other agencies that share similar interests or goals in specific areas. Together, reduction of costs is realized by each entity while still achieving the goals. The Fire Department’s Public Information, Public Education, and Emergency Management functions are also coordinated through this Division. AUTHORIZED PERSONNEL Administration Professional Services Operations Community Risk Reduction Total FY 12/13 7 3 111 4 125 FY 13/14 7 3 112 3 125 Used with permission The Community Risk Reduction Division increases public safety through education, engineering and enforcement. This is achieved through several activities. One of these activities is participation in public outreach programs including Yuma Ammonia Awareness Safety Day, the Juvenile Fire Setters Program, a partnership with WACOG to install residential Knox boxes for special needs citizens, and installation of smoke alarms in homes. A Property Management Program focuses on the inspection of high life-hazard occupancies such as schools, adult and child care facilities, assembly buildings and industrial plants. As a result of these on-site inspections, Department staff is able to instill positive relationships with building owners, managers and their staff which establishes communication and allows development of training for such things as emergency planning, fire extinguisher use and fire evacuation plans. Due to the City’s attrition policy in 2010, the Community Risk Reduction Division lost two staff positions which remain unfunded. Consequently, the Division’s certified fire investigation personnel have been supplemented by three Suppression Division personnel who have received certification as investigators. These fire investigators are responsible for determining the cause and origin of a fire. Investigations are conducted in conjunction with the Yuma Police Department; their common goal is to arrive at the true cause of a fire. Another aspect of the Division’s responsibilities is their liaison with the victims of a fire; they are available to provide assistance which may include putting the victims in touch with organizations which can provide temporary housing and meals and/or assist with securing their property. The Operations Division delivers services when activated by the emergency 9-1-1 system. It provides for ambulance service and emergency response to “all risks” in the community including those associated 99 with fire, Emergency Medical Services (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 technical rescue, hazardous materials or facility maintenance and other development while providing the crew with the leadership of a Chief Officer. A recent component of the Suppression Division is an EMS section which includes an EMS Battalion Chief and two EMS Fire Captains whose purpose is to ensure the quality of the ambulance service to our citizens and to be liaisons between the Department and Yuma Regional Medical Center. In addition to these emergency activities, the Operations Division is also very active and visible in the community. Some of the more noteworthy appearances are Midnight at the Oasis, 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. 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 and ensure all maintenance work and required testing is 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 management of the Public Safety Training Facility. 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 recertification as an Accredited Agency through the Commission on Fire Accreditation International (CFAI). The Yuma Fire Department has been preparing for its five year Accreditation Agency review. The Accreditation Program, administered by the CFAI reflects a comprehensive self-assessment and evaluation model that enables fire and emergency service organizations to examine their service levels and performance in a way that allows them to compare to industry best practices. This process leads to improved service delivery by helping fire departments to:    Determine community risk and safety needs. Evaluate the performance of the department. Establish a method for achieving continuous organizational improvement. The Department received its original Accreditation in August of 2003 and was successful in getting reaccredited in 2008. Once Accreditation is obtained, annual submittals to maintain this prestigious rating are necessary. However, every five years a Peer Assessment Team will be conducting a site visit in Yuma to evaluate: (1) the Department’s recordkeeping and response times, (2) the Public Safety Dispatch Center, and (3) administrative functions for compliance with national standards. This is an international Program and world-wide there are only 161 accredited agencies. In preparation for this Accreditation renewal, the Fire Department has developed the 2012-2017 Strategic Management Plan. This Plan takes into account the current economic downturn and the addition of patient transport services for the citizens of Yuma which began in February 2012. Although the effects of the economic downturn was not premeditated during the Department’s last planning effort, steps were taken that allowed continued progress on most of the focus areas and initiatives. The condition of the Department’s material assets at the beginning of the last Strategic Plan allowed limitations on expenditures while keeping all assets compliant. The success of the ballot initiative in 100 November of 2010 will allow the Department to continue to replace and repair needed assets. The new Strategic Plan required an in-depth look at the condition and financing of material assets. In addition, essential training to personnel was maintained during the previous planning cycle. Another document which has been reviewed and updated in preparation for our reaccreditation is our Standard of Cover for the City. The Standard sets response time goals for all fire management zones in the City and forms the basis for the deployment of our assets. In February 2012, the Director of the Arizona Department of Health Services (ADHS) issued a Certificate of Necessity (CON) which empowered the Department to begin transport services for all Advanced Life Support patients in the City. A transition plan was immediately developed and phased in; in August of 2013, this transition was completed. During the transition period, Rural Metro, the private ambulance service provider, was given time to stand down some of their ambulances as the Yuma Fire Department stood theirs up. In addition, Rural Metro and the City’s emergency dispatch centers were linked and both began using the Yuma Regional Communications System radio system, as well as, tracking ambulances with the Computer Aided Dispatch System. The final result is that the Fire Department has been doing all transports of Advanced Life Support patients and Rural Metro has been transporting all Basic Life Support and non-emergency patients. Consequently the amount of lights and siren response traffic is reduced and the cost of service to our residents has been significantly decreased. In February 2013, ADHS renewed the City’s CON for a three year period, acknowledging that the Department met its performance goals as presented in the Needs Assessment with improvements in coordination, dispatching and quality assurance. The addition of patient transport services to our Service Delivery portfolio required a rebalancing of Department resources and a number of new skills for staff. Personnel have been added to provide this additional service; however existing units have been and will continue to participate in new ways and with greater effort. Administration is being required to learn new business practices and how to come to terms with a new set of regulations. Hand-in-hand with the initiation of ambulance service is the medical billing for the service to the citizens. Rates and charges, which are substantially less than those of the private provider, were authorized by ADHS. A contract was entered into with a third party medical billing company and a Medicare Number was issued to the City. In addition, the Department established a main contact who handles all calls and requests for assistance from patients with the goal of resolving medical billing and insurance issues. The Fire Department was recognized this year by ADHS as a Recognized Premier Emergency Medical System Agency. The Premier Emergency Medical Services Agency Program (PEAP) is the ADHS prehospital care quality improvement initiative. At the time the Yuma Fire Department received this recognition, there were only three EMS providers in Arizona who had received this designation. In order to qualify, criteria which must be met includes: documenting agency leadership commitment; developing a quality improvement program, collecting and submitting electronic EMS patient care reports; and, ensuring data is fed back into the quality improvement program for analysis and improvement of care. The third Fire Department Fire Fighter Academy was held in September 2012 and ten Fire Fighter/Cadets graduated. Coordinated through Arizona Western College, this Academy provides Emergency Medical Technician (EMT), Fire Fighter I and II certifications to these Cadets. Once they have successfully completed the Academy they became a Fire Fighter/EMT. Four of the Fire Fighters who graduated from the Academy were hired to fill empty positions created by personnel who had retired. The remaining six cadets were hired utilizing funds from a Staffing for Adequate Fire and Emergency Response (SAFER) Federal Grant. This Grant partially reimburses the City for new Fire Fighter positions which were necessary to man our ambulance transport service and will offset our personnel salaries for a two year period. Due to retirements in our Department, we began steps to hire new approximately seven Fire 101 Fighter/Cadets for an Academy planned to begin in June 2013; this Academy will conclude in September 2013. The City of Yuma was inspected by the Insurance Safety Office (ISO) in December 2012. The ISO collects and evaluates information from communities in the United States on their structure fire suppression capabilities. The ISO’s Public Protection Classification (PPC) Program evaluates communities according to a uniform set of criteria, incorporating standards developed by the National Fire Protection Association and the American Water Works Association. A community’s PPC depends upon: needed fire flows, receiving and handling fire alarms, Fire Department equipment, staffing, training and geographic distribution of fire stations, and water supply. Based upon their inspection the PPC number for the City of Yuma was upgraded from a Class 3 rating to a Class 2 rating. This number, which gives information about risk in the community, is provided to insurance companies, insurance regulators and others. Class 1 represents an exemplary fire suppression program and Class 10 indicates that the area’s fire suppression program does not meet ISO’s minimum criteria. Based upon the most recently published information (2011) from the ISO, there are only 10 communities in Arizona (523 communities in total) which can boast of a Class 2 rating; there are no Arizona communities with a Class 1 rating. In the United States, of 41,242 rated communities, only 653 have earned either a Class 1 or Class 2 rating. The City received a Federal Assistance to Firefighters Grant in February 2012. This Grant will replace the City’s current alerting system and allow a County-wide computer aided dispatch system to seamlessly integrate all Yuma County municipal and federal fire stations. It will also have the ability to expand as the system grows. This new system will also save additional seconds in dispatch on every call as it will be integrated with our computer aided dispatch system. The system also allows for the alerting of each unit individually. During this Fiscal Year a team developed specifications and put out request for proposals. After assessing the initial bids, which were higher than anticipated and exceeded the amount of the Grant, the specifications were modified and the City is in process of beginning the step to the system through a cooperative purchasing contract for the equipment and a local installer. During the month of September 2012, the Yuma Fire Department coordinated four Type III Incident Management (IMT) courses for Yuma County. These courses will qualify participants for key positions (Planning Section Chief, Safety Officer, Incident Commander and Operations Section Chief) in any Incident Management Team in the nation. These Teams can represent multiple disciplines who manage major and/or complex incidents requiring a significant number of local, state, or tribal resources. They manage incidents that extend into multiple operational periods and require a written Incident Action Plan. These incidents can include weather-related disasters such as a tornado, earthquake, or flood; a joint law enforcement operation; public health emergency; or a planned exercise or event. The Department’s goal is to be capable of standing up a federally recognized Incident Management Team for the County. At the conclusion of the training, there were approximately 12 individuals trained in each area and we now have a core group to begin our local training and certification. During the coming year, the Department will continue training using community events, such as Midnight at the Oasis and Yuma County Fair, as well and continuing certification of essential area personnel. Fire Department personnel moved into the newly constructed Fire Station No. 1 in March 2013. Additional site work will include demolition of the old Fire Station and construction of a new parking lot. It is anticipated that the grand opening will be held sometime in May 2013. The original Station was built in the mid-1950s and is severely dilapidated. The Department’s three shift commanders will continue to be housed at Fire Station No 1 and the Station will have new dormitories for Suppression personnel. The new Station located on Third Avenue, between Third and Fourth Streets, has four bays for fire apparatus. Once completed, this Station will be home of our 9-1-1 Memorial which will showcase a two foot square metal 102 I-beam from the World Trade Center. This Fire Station construction was possible due to the citizens of Yuma approving reauthorization of the 0.2% public safety tax in November 2010. This tax allows the City to acquire land, construct or repair facilities and purchase public safety equipment, vehicles and communications systems for public safety purposes. The Yuma Fire Department has consistently strived to facilitate partnerships with other agencies, both internal and external to the organization. These agencies share similar interests or goals in specific areas. Some of these include: As in past years, the Yuma Fire 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 participate in the California and Arizona Mutual Aid strike teams. Camp Fury held in partnership with the Girls Scouts of Southern Arizona is in its third year. The intent of the Program is to expose young women to a career in the fire service while building teamwork, self-confidence and respect. It has proven to be a great experience for both the young ladies and the Fire Department personnel who work with the young ladies. Hands-Only CPR training was presented to City employees from various departments. In addition, this training was extended to WACOG, the City of San Luis and Rural Metro Corporation’s emergency medical providers. This is the method championed by our State Medical Director and the Sarver Heart Center at the University of Arizona. The Yuma Fire Department has been using this method for several years and has seen survival rates improve dramatically as a result. 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. 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. The 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. 2012-2013 ACCOMPLISHMENTS:        Responded to over 12,000 calls last calendar year, including commercial and residential fires, hazardous materials and emergency medical assistance. Successfully executed contracts with a third party ambulance service billing company. Successfully executed contracts with Medicare. Successfully achieved first annual renewal for Certificate of Necessity for Ambulance Transport. Received an improved ISO rating for the City of Yuma to a Class 2 rating. Completed construction of Fire Station #1. Accepted delivery of two new Paramedic Transport Ambulances. 103                       Partnered with industry to conduct the Ninth Annual Ammonia Safety Day which provides safety training on handling one of the two most hazardous gasses in our community. Purchased a fire station alerting system which will integrate all Yuma County municipalities and federal fire stations. Certified as a Recognized Premier Emergency Medical System Agency by ADHS. Participated in the “build” and “implementation” of the New World Public Safety software system Integrated new legislative requirements (SB 1598) into the fire inspection process. Initiated rotation of the Department’s emergency preparedness supplies (food and water). Sent personnel to the Emergency Management Institute to better train for a three-deep position. Collaborated with the Department of Community Development in the integration of new plan review software (Energov). Completed the 2012-2017 Strategic Management Plan. Provided Public Information Officer training to U. S. Border Patrol personnel. Personnel were invited to speak on the Save Hearts in Arizona Registry & Education Program at the Arizona Resuscitation Academy regarding the Yuma Fire Department’s training of over 4,200 individuals in the Yuma area on Hands Only CPR. Initiated recruitment and promotional testing for Battalion Chief, Fire Captain and Fire Engineer positions. Certified EMS Fire Captains as Emergency Medical Dispatch (EMD) instructors. Updated EMD protocols to include Advance Life Saving and Basic Life Saving recognition to both Yuma Fire Department and Rural Metro Fire dispatch centers. Participated in the update of the State of Arizona Trauma Plan. Participated with the State of Arizona’s Excellence in Prehospital Injury Care Project. Trained the Department personnel and submitted data on traumatic brain injury patients. Personnel attended Bioterrorism: Mass Prophylaxis Preparedness and Planning class. Initiated participation in the State of Arizona’s Prehospital Emergency Preparedness Section, attending PHEP meetings. Assisted other area EMS agencies in obtaining their Premier EMS Agency Certification. Participated in Arizona Western College Family Night which had an attendance of 1,000 to 1,500. Department EMS Chief continued to serve on the Arizona EMS Council. Two personnel Attended Advance Incident Command System classes at Texas A & M University. GOALS FOR 2013-2014: 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:             Assess the option of in-house ambulance service billing versus third party billing Request ADHS to allow the City to implement compassionate billing practices (forgive patients their insurance co-pays). This will further reduce ambulance transportation costs to the citizens Begin formulating a community risk profile based on real and perceived threats Initiate the process of development of a compliance program for fire protection contractors Expand the Type III Incident Management Team by allowing for additional personnel to be trained Purchase and accept delivery of a new Ladder Truck Commence equipment replacement program, including NFPA compliant self-contained breathing apparatus Modernize Mobile Data Computer System for all fire apparatus Successfully attain reaccreditation through the Commission on Fire Accreditation International Continue the review of the new Fire Code for City Council adoption 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 Be recognized as an Accredited Agency in Chicago, IL in August 2013 104 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Fire Administration 774,903 1,367,300 816,748 1,368,755 Fire-Training 348,427 419,629 375,109 424,463 Suppression 10,566,512 11,193,956 12,859,376 12,202,172 Prevention 373,557 410,113 276,156 308,157 Special Operations 27,174 52,044 42,433 62,648 0 429,358 0 22,935 0 0 0 0 245,657 320,744 307,210 332,380 12,336,230 14,193,144 14,677,032 14,721,510 Emergency Medical Service Emergency Management Facilities Maintenance The Fire Department presents a budget of $14,721,510, an increase of 3.7% from the current year’s budget. Ambulance transport service continues to grow and as a result the budgeted expenditures and associated revenues are increased for FY14. GENERAL FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services 10,514,123 10,691,980 11,236,078 11,509,700 Operating 1,621,688 1,871,032 2,004,549 2,036,967 177,753 - 38,250 14,764 12,313,564 12,563,012 13,278,877 13,561,431 Capital Outlay FY 2013-2014 General Fund Budget (in thousands) $11,509 $2,036 $14 Personnel Operating 105 Capital Outlay PUBLIC SAFETY TAX FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services - - - - Operating - 491,020 525,356 560,079 Capital Outlay - 614,904 434,253 - - 1,105,924 959,609 560,079 APPROPRIATED GRANTS FUND 11/12 Actual 12/13 Adjusted Budget 12/13 Estimate 13/14 Budget Personal Services 20,995 42,392 117,717 - Operating 1,671 481,816 520 600,000 - - 320,309 - 22,666 524,208 438,546 600,000 Capital Outlay 106 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 107 110 111 114 116 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 107 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 2014 capital budget have minimal impact on the operating budget since many capital items are replacement items already affecting operations cost. The few projects that will incur operating cost will be absorbed into the appropriate department budget. 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, the operating budget must have a clear 108 FUND DESCRIPTION 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 Pro-rata: financing that has been collected and is available for development of projects. Impact: money collected from Citywide Impact Fees. 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. YRCS Yuma Regional Communication System Fund: City and local agency dollars for support of regional communication system. 109 Capital Improvement Project Summary 2013-2014 Capital Budget 2013-2014 FUND General Fund - Public Safety Tax - Grants Fund 4,408,113 Two Percent Tax Fund 1,654,495 City Road Tax Fund 3,568,651 Yuma Regional Communication System Fund 7,749,000 85,000 Water Fund Wastewater Fund 1,143,000 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 995,102 2,192,000 4,585,300 68,000 2,774,712 3,652,048 919,962 Other 33,795,383 TOTAL 110 Capital Improvement Projects 2013-2014 Capital Budget FUNDING SOURCE BOND GENERAL PROJECT TITLE 2013-2014 Software System - Ticketing Software System Purchase Financial Administration Software Park Development Fire Station No. 1 Replacement Public Safety Training Facility Modular Building BOND GENERAL Total 20,000 25,000 50,000 630,102 170,000 100,000 995,102 BOND WASTEWATER Madison Avenue - 2nd Street to 3rd Street BOND WASTEWATER Total 68,000 68,000 8th Avenue - 24th Street to 32nd Street Avenue 3E - Gila Ridge Rd. to 32nd St. 16th Street & 4th Ave Intersection Improvements 4th Avenue - Catalina Drive to 1st Street Paving South Frontage Road - Avenue 9½E to Avenue 10E Villa Hermosa No. 2 BOND ROAD Total 200,000 355,000 1,000,000 70,000 491,000 76,000 2,192,000 Madison Avenue - 2nd Street to 3rd Street TTHM Air Stripping Tank System Water main Replacement Annual Project Agua Viva Urban Lake Avenue C Waterline - 16th Street to 18th Street Waterline Replacement/Improvements Potable Water Dedicated Sample Taps Agua Viva WTP Solar Power Avenue 4E and 36th Street Water main Intersection 21st Street Waterline Extension Main Street WTP Roof Upgrades Main Street WTP Auxiliary Power 16th Street & 4th Ave Intersection Improvements 8th Avenue - 24th Street to 32nd Street 24th Street Waterline - Pacific to Arizona Avenue BOND WATER Total 75,000 50,000 876,300 900,000 400,000 250,000 30,000 50,000 250,000 200,000 50,000 195,000 440,000 200,000 619,000 4,585,300 Park Development Yuma Valley Area Park Police/Patrol Vehicle Acquisition Fire Station 7(D) - Avenue 8½E & 34th Street Avenue 10E Improvements 16th Street & 4th Ave Intersection Improvements 32nd Street and Avenue 7E Turn Lane 32nd Street and Avenue 8E Turn Lane 994,898 500,000 455,000 261,000 40,500 1,000,000 200,325 200,325 3,652,048 General Fund Public Safety Tax BOND ROAD BOND WATER DEV DEV Total 111 Capital Improvement Projects 2013-2014 Capital Budget FUNDING SOURCE GRNT OTHR PRO ROAD SUF PROJECT TITLE 2013-2014 HSIP Traffic Signal Upgrades Yuma Valley Area Park Downtown Revitalization West Main Canal Multi-use Path Figueroa Avenue WPCF Bio-solids Dewatering Process Main Street WTP Auxiliary Power Multi-Modal Reconstruction GRNT Total Fourth Avenue Gateway 22nd Street - Avenue A to 4th Ave Sidewalks 211,413 62,779 400,000 749,921 2,240,000 600,000 144,000 4,408,113 OTHR Total 750,000 169,962 919,962 PRO Total 2,353,000 421,712 2,774,712 Yuma Valley Area Park School Safety Improvement Catalina Drive - 8th Avenue to 4th Avenue Madison Avenue - 2nd Street to 3rd Street Catalina Drive - 32nd Street to 4th Avenue 22nd Street - Avenue A to 4th Ave Sidewalks Palo Verde St. - Catalina Drive to Arizona Avenue 28th Street Storm Drainage HSIP Traffic Signal Upgrades Storm water NPDES Permit 16th Street & 4th Ave Intersection Improvements Airport Loop Road Improvements Avenue 10E Improvements 56th Street Pavement Overlay Citywide Safety Study 32nd Street Tunnel West Main Canal Multi-use Path ROAD Total 203,000 60,000 362,000 153,000 385,000 28,297 397,000 968,000 11,000 85,000 400,000 122,000 94,500 100,000 40,000 35,000 124,854 3,568,651 Downtown Sewer Line Replacement 4th Street & Avenue A Sewer Line Replacement Figueroa Avenue WPCF Corrosion Control Imps 8th Avenue - 24th Street to 32nd Street Figueroa Avenue WPCF Bio-solids Dewatering Process Figueroa Avenue WPCF On-Site Manhole Replacement Desert Dunes WRF Solar Power Project Manhole Rehabilitation/Reconstruction Sewer Line Replacements/Improvements SUF Total 280,000 100,000 100,000 8,000 160,000 275,000 20,000 100,000 100,000 1,143,000 24th Street - Avenue B to Avenue C Yuma Valley Area Park 112 Capital Improvement Projects 2013-2014 Capital Budget FUNDING SOURCE TWO% WUF YRCS PROJECT TITLE 2013-2014 Redevelopment Proposed Grants Yuma Valley Area Park Fourth Avenue Gateway Reclamation Land Exchange Multi-Modal Reconstruction Riverfront Development Master Planning Downtown Revitalization TWO% Total 35,000 1,312,509 126,986 30,000 100,000 25,000 25,000 1,654,495 WUF Total 70,000 15,000 85,000 YRCS Total 1,567,000 6,182,000 7,749,000 Avenue 10E Improvements New Water Services Yuma Regional CAD/RMS/MDC 800 MHZ New Radio Site FY14 Total CIP 33,795,383 113 Debt Management 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. 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. 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 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 114 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, 2012 follows: DEBT LIMITATIONS Water, Etc. (20%) Legal Limit $133,365,456 Outstanding GO Debt 1,420,000 Available Debt Margin $131,945,456 All Others (6%) Legal Limit $40,009,637 Outstanding GO Debt Available Debt Margin $40,009,637 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. 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 115 More meaningful to this analysis is the City’s bond rating. Rating agencies are instrumental in determining debt capacity of the City. The City works with these agencies closely to improve its overall rating to assurance the soundness of its ability to attain favorable interest rates in the financial markets. stay within the statutory or economic limitations of annual revenues. Each year, the City Council and staff work carefully to assure this balance. The benefit of securing long-term financing to provide for timely construction of needed infrastructure can make a municipality ‘debt poor’ if taken to extremes. While no rules exist for measuring the amount of debt capacity a city can bear, some measures are available to compare governments. Per capita debt ratios and other means of comparison are reviewed to ensure that the City does not overreach its capacity for debt issuance. The City continues to develop more quantifiable measurements for debt analysis. OUTSTANDING DEBT The following tables list the outstanding debt at June 30, 2013: MPC Bonds 2003 Refunding 1995A Authorized $14,640,000 Rate Issued/Refunded Project MPC Bonds 2003 Refunding 1995B 4.21% $2,905,000 1995/2003 Rate Issued/Refunded Police/Municipal Court Facility MPC Bonds 2003 Series 3.67% $9,000,000 1995/2003 % of Annual Revenues FY14 Public Safety Tax 40.64% Public Works Facility & Warehouse 4.18% 2003 Yuma Art Center Fire Station #3 FY14 Payment 1,609,765 Rate Issued/Refunded Fire Station Communications System Source of Repayment City’s Source of Repayment % of Annual Revenues FY14 FY14 Payment General Fund 0.16% 96,520 HURF 1.57% 101,374 Solid Waste 0.69% 20,971 Water Fund Wastewater Fund 0.29% 0.17% 62,332 24,053 Source of Repayment % of Annual Revenues FY14 FY14 Payment General Fund 0.88% 535,925 Public Safety Tax 4.02% 159,048 694,973 305,250 July 1 2014 Principal $ 2015 1,490,000 $ 1,560,000 Interest Total 119,765 $ 1,609,765 62,400 1,622,400 Principal $ 280,000 $ 295,000 Interest 25,250 $ 14,750 Total 305,250 309,750 Principal $ 2016 2017 2018 2019 2020 2021 2022 Interest Total 470,000 $ 490,000 224,973 $ 207,347 694,973 697,347 515,000 182,847 697,847 535,000 560,000 157,098 134,628 692,098 694,628 585,000 610,000 110,828 85,672 695,828 695,672 635,000 58,833 693,833 665,000 30,258 695,258 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Outstanding $ 3,050,000 $ 182,165 $ 3,232,165 $ 575,000 $ 118 116 40,000 $ 615,000 $ 5,065,000 $ 1,192,484 $ 6,257,484 MPC Bonds 2010 Refunding 2001 $29,5 30,000 Rate MPC Bonds 2007 Series B 4.23% Is sued/Refunded $30,785,000 2001/2010 4.20% Issued/R efunded City Hall MPC Bonds 2007 Series D Rate $6 1,100,000 2 007 Rate 4 .40% Issued/Refunded Fire Statio n #6 & Public Safety Facilities 2007 Road Constructio n & Improveme nts Recreation Projects Fiber Op tic Installation, etc Source of Repayment % of Annua l R evenues FY14 FY14 Payment General Fund 4.13% % of Annua l Revenues FY14 S ourc e of Repaym ent 2,525,082 General Fund Public Sa fety Tax FY1 4 Paym ent 1.82% 1,111,370 29.90% 1,184,400 % of Annual Revenues FY14 Source of Repayment City R oad Tax FY14 Payment 46.46% 4,791 ,425 2,295,770 Principal $ Interest 1,4 25,000 1,4 65,000 $ Total 1,100,082 1,057,331 $ Principal 2,525,082 2,522,331 $ Interest 1,280,000 1,335,000 $ Total 1,015,770 964,570 $ Principal 2,295,770 2,299,570 $ Interest 2,540,000 2,655,000 $ 2,251,425 2,149,825 Total $ 1,8 40,000 1,013,381 2,853,381 1,390,000 911,170 2,301,170 2,760,000 2,043,625 4,803 ,625 1,9 10,000 2,0 10,000 939,781 844,282 2,849,781 2,854,282 1,445,000 1,505,000 855,570 797,770 2,300,570 2,302,770 2,870,000 2,985,000 1,905,625 1,762,125 4,775 ,625 4,747 ,125 2,1 10,000 2,2 10,000 743,781 638,281 2,853,781 2,848,281 1,565,000 1,630,000 737,570 674,970 2,302,570 2,304,970 3,110,000 3,240,000 1,612,875 1,457,375 4,722 ,875 4,697 ,375 2,3 05,000 549,881 2,854,881 1,700,000 606,510 2,306,510 3,375,000 1,323,725 4,698 ,725 2,4 00,000 2,5 00,000 454,800 352,800 2,854,800 2,852,800 1,770,000 1,850,000 534,260 458,150 2,304,260 2,308,150 3,520,000 3,670,000 1,154,975 978,975 4,674 ,975 4,648 ,975 2,6 10,000 240,300 2,850,300 1,930,000 365,650 2,295,650 3,825,000 795,475 4,620 ,475 2,7 30,000 122,850 2,852,850 2,010,000 2,100,000 281,212 193,275 2,291,212 2,293,275 3,995,000 4,170,000 604,225 404,475 4,599 ,225 4,574 ,475 2,195,000 98,775 2,293,775 4,355,000 195,975 4,550 ,975 8,495,222 $ 32,200,222 4 7,070,000 $ 18,640,700 $ 65,710 ,700 $ 25,5 15,000 $ 8,057,550 $ 33,572,550 $ 23,705,000 M P C Bo nd s 2007 Series Utility $127,925,00 0 R ate $ $ Im prove ment Dis trict No. 68 Bo nd s 4.50% Issued/Refu nded $3,875 ,000 2007 Rat e W IF A L oan #920069- 03 4.70% Issu ed /Refun ded $10,000,000 2006 Rate 3.31% Issu ed/Refun ded 2003 W ate r P lant Cons truction Street Im prov em ents E ast M esa W ater P lant W ater & S ewer Impr ovem ents W a stewater infra. adjac ent to Y um a Palm s Sy stem U pgrades S o urc e of Repaym ent % of Ann ual Reve nu es FY14 Sou rce of Repaymen t FY 14 P ayment W ater Fund 32.59% 6 ,921,636 W as tewater F und 14.35% 2 ,067,502 % o f Ann ual Revenu es FY14 S pecial As sm t. FY 14 P ayment 100.00% 385,515 S ou rce o f R epa yme nt % o f Ann ual Revenu es FY 14 W ater Fund 3.38% W ater Capac ity 0.00% FY 14 P aym en t 71 7,500 - 8 ,989,138 Prin cip al $ $ 4,791 ,425 4,804 ,825 3,750,00 0 3,920,00 0 Int erest $ 5,239,1 38 5,089,1 38 71 7,500 Total $ 8 ,989,138 9 ,009,138 P rin cip al $ 280 ,000 290 ,000 Interest $ 10 5,515 9 2,355 To tal $ 385,515 382,355 P rinc ipal $ 535,184 552,904 Interest $ 182,316 164,596 To tal $ 71 7,500 71 7,500 4,095,00 0 4,893,1 38 8 ,988,138 305 ,000 7 8,725 383,725 571,210 146,290 71 7,500 4,270,00 0 4,440,00 0 4,688,3 88 4,453,5 38 8 ,958,388 8 ,893,538 320 ,000 335 ,000 6 4,390 4 9,350 384,390 384,350 590,123 609,662 127,377 107,838 71 7,500 71 7,500 4,620,00 0 4,810,00 0 4,231,5 38 4,000,5 38 8 ,851,538 8 ,810,538 350 ,000 365 ,000 3 3,605 1 7,155 383,605 382,155 629,848 650,702 87,652 66,798 7 17,500 7 17,500 5,015,00 0 3,802,1 25 8 ,817,125 672,247 45,253 7 17,500 5,225,00 0 5,450,00 0 3,551,3 75 3,290,1 25 8 ,776,375 8 ,740,125 694,505 22,995 7 17,500 951,116 $ 6,45 7,501 5,685,00 0 3,017,6 25 8 ,702,625 5,930,00 0 6,190,00 0 2,733,3 75 2,436,8 75 8 ,663,375 8 ,626,875 6,460,00 0 6,745,00 0 2,127,3 75 1,844,7 50 8 ,587,375 8 ,589,750 7,050,00 0 1,507,5 00 8 ,557,500 7,365,00 0 7,695,00 0 1,155,0 00 786,7 50 8 ,520,000 8 ,481,750 8,040,00 0 106,755,00 0 402,0 00 $ 59,250,2 91 8 ,442,000 $ 166 ,005,291 $ 2,245 ,000 $ 117 44 1,095 $ 2 ,686,095 $ 5,506,385 $ W IF A L o a n # 9 1 0 0 4 3 - 0 3 $ 4 4 ,0 0 0 , 0 0 0 W I F A L o a n # 9 2 0 0 8 8 -0 4 R a te 3 .3 1 % I s s u e d /R e f u n d e d $ 3 6 ,4 1 4 ,9 2 0 2003 R a te 3 .3 1 % I s s u e d /R e f u n d e d 2005 E a s t M e s a W a s t e w a t e r P la n t E a s t M e s a W a te r P la n t S ys te m U p g r a d e s S y ste m U p g ra d e s S o u rc e o f R e pa y m e n t % o f A nn u al Revenues FY14 W a s te w a t e r F u n d W a s te w a t e r C a p a c i ty 2 .0 7 % 2 9 8 ,8 3 4 9 1 .3 4 % 2 ,9 8 5 ,0 5 6 % o f A nn u al R ev e nu es FY14 So u rce of Repaym ent F Y 1 4 P a ym e n t W a te r F u n d F Y 1 4 P a ym e n t 1 2 .6 2 % W a t e r C a p a c it y 2 ,6 8 0 ,5 3 2 0 .0 0 % - 3 ,2 8 3 ,8 9 0 P r in c i p a l $ $ In t e r e s t 2 ,4 4 9 , 4 5 5 2 ,5 3 0 , 5 5 7 $ 8 3 4 ,4 3 5 7 5 3 ,3 3 3 2 ,6 8 0 ,5 3 2 T o ta l $ P r in c i p a l 3 ,2 8 3 ,8 9 0 3 ,2 8 3 ,8 9 0 $ T o ta l Int e re s t 1 ,8 1 0 ,1 8 9 1 ,8 7 8 ,1 0 8 $ 8 7 0 ,3 4 2 8 0 1 ,1 5 0 $ 2 ,6 8 0 ,5 3 2 2 ,6 7 9 ,2 5 8 2 ,6 1 4 , 3 4 3 6 6 9 ,5 4 7 3 ,2 8 3 ,8 9 0 1 ,9 4 8 ,5 7 4 7 2 9 ,3 6 1 2 ,6 7 7 ,9 3 6 2 ,7 0 0 , 9 0 4 2 ,7 9 0 , 3 3 1 5 8 2 ,9 8 6 4 9 3 ,5 5 9 3 ,2 8 3 ,8 9 0 3 ,2 8 3 ,8 9 0 2 ,0 2 1 ,6 8 5 2 ,0 9 7 ,5 3 9 6 5 4 ,8 7 9 5 7 7 ,6 0 3 2 ,6 7 6 ,5 6 4 2 ,6 7 5 ,1 4 1 2 ,8 8 2 , 7 1 9 2 ,9 7 8 , 1 6 6 4 0 1 ,1 7 1 3 0 5 ,7 2 4 3 ,2 8 3 ,8 9 0 3 ,2 8 3 ,8 9 0 2 ,1 7 6 ,2 3 8 2 ,2 5 7 ,8 9 1 4 9 7 ,4 2 7 4 1 4 ,2 4 2 2 ,6 7 3 ,6 6 5 2 ,6 7 2 ,1 3 3 3 ,0 7 6 , 7 7 3 2 0 7 ,1 1 7 3 ,2 8 3 ,8 9 0 2 ,3 4 2 ,6 0 7 3 2 7 ,9 3 7 2 ,6 7 0 ,5 4 4 3 ,1 7 8 , 6 4 5 1 0 5 ,2 4 5 3 ,2 8 3 ,8 9 0 2 ,4 3 0 ,5 0 1 2 ,5 2 1 ,6 9 4 2 3 8 ,3 9 3 1 4 5 ,4 9 0 2 ,6 6 8 ,8 9 5 2 ,6 6 7 ,1 8 4 2 ,6 1 6 ,8 0 2 4 9 ,0 9 2 2 ,6 6 5 ,8 9 4 2 5 ,2 0 1 , 8 9 4 $ 4 ,3 5 3 ,1 1 5 $ 2 9 ,5 5 5 ,0 0 9 $ 2 4 ,1 0 1 ,8 2 8 $ 5 ,3 0 5 ,9 1 6 G R A N D TO T A L $ 3 7 0 , 1 7 4 ,9 2 0 S o u rc e o f R e p a ym e n t % o f A nn u al R even u es FY 14 G e n e ra l F u n d HURF F Y 1 4 P a ym e n t 6 .9 9 % 1 .5 7 % 4 , 2 6 8 ,8 9 7 4 6 .4 6 % 1 0 1 ,3 7 4 7 4 .5 6 % 4 , 7 9 1 ,4 2 5 2 , 9 5 3 ,2 1 3 1 0 0 .0 0 % 3 8 5 ,5 1 5 W a te r Fu n d 0 .6 9 % 4 8 .8 8 % 1 0 , 3 8 2 ,0 0 0 W a t e r C a p a c it y W a s te w a t e r F u n d 1 6 .6 0 % W a s te w a t e r C a p a c it y 9 1 .3 4 % C i ty R o a d T a x P u b l i c S a fe t y T a x S p e c ia l A s s m t . S o l i d W a s te 2 0 ,9 7 1 0 .0 0 % 2 , 3 9 0 ,3 8 9 2 , 9 8 5 ,0 5 6 2 8 , 2 7 8 ,8 4 0 P r in c i p a l $ $ 1 6 , 3 0 9 ,8 2 8 1 6 , 9 7 1 ,5 6 8 T o ta l In t e r e s t $ 1 1 ,9 6 9 , 0 1 1 1 1 ,3 5 6 , 7 9 6 $ 2 8 , 2 7 8 ,8 4 0 2 8 , 3 2 8 ,3 6 4 1 6 , 0 3 9 ,1 2 8 1 0 ,6 6 8 , 0 8 4 2 6 , 7 0 7 ,2 1 2 1 6 , 6 6 2 ,7 1 2 1 7 , 3 3 2 ,5 3 2 9 ,9 7 6 , 0 9 4 9 ,2 2 0 , 6 9 2 2 6 , 6 3 8 ,8 0 6 2 6 , 5 5 3 ,2 2 4 1 8 , 0 2 8 ,8 0 5 1 8 , 7 5 1 ,7 5 9 8 ,4 5 6 , 4 4 6 7 ,6 6 0 , 7 5 5 2 6 , 4 8 5 ,2 5 2 2 6 , 4 1 2 ,5 1 4 1 9 , 1 2 1 ,6 2 7 6 ,9 2 1 , 3 8 1 2 6 , 0 4 3 ,0 0 8 1 9 , 8 8 3 ,6 5 1 1 5 , 9 9 1 ,6 9 4 6 ,0 9 2 , 3 0 1 5 ,2 2 5 , 5 4 0 2 5 , 9 7 5 ,9 5 3 2 1 , 2 1 7 ,2 3 4 1 6 , 6 6 6 ,8 0 2 4 ,4 6 8 , 1 4 2 2 1 , 1 3 4 ,9 4 4 1 4 , 6 6 5 ,0 0 0 1 2 , 4 6 0 ,0 0 0 3 ,7 4 1 , 6 6 2 3 ,0 3 4 , 6 2 5 1 8 , 4 0 6 ,6 6 2 1 5 , 4 9 4 ,6 2 5 1 3 , 0 1 0 ,0 0 0 6 , 7 4 5 ,0 0 0 2 ,4 2 2 , 1 2 5 1 ,8 4 4 , 7 5 0 1 5 , 4 3 2 ,1 2 5 8 , 5 8 9 ,7 5 0 7 , 0 5 0 ,0 0 0 1 ,5 0 7 , 5 0 0 8 , 5 5 7 ,5 0 0 7 , 3 6 5 ,0 0 0 7 , 6 9 5 ,0 0 0 1 ,1 5 5 , 0 0 0 7 8 6 ,7 5 0 8 , 5 2 0 ,0 0 0 8 , 4 8 1 ,7 5 0 8 , 0 4 0 ,0 0 0 2 6 8 , 7 9 0 ,1 0 6 $ 4 0 2 ,0 0 0 1 0 6 ,9 0 9 , 6 5 4 118 $ 8 , 4 4 2 ,0 0 0 3 7 5 , 6 9 9 ,7 6 1 $ 2 9 ,4 0 7 ,7 4 3 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 119 125 133 134 135 149 151 152 SCHEDULE 1 REVENUES 2011-2012 ACTUAL GENERAL FUND Local Taxes: Sales tax (1%) 18,470,938 Property Tax 9,640,017 Delinquent Property Tax 304,500 Franchise Tax 3,300,634 Intergovernmental Revenues: State revenue sharing 7,854,670 State sales tax 7,272,049 Auto in-lieu tax 3,108,562 Tribal contribution 34,252 Licenses and Permits: Business licenses 288,133 Liquor licenses 43,626 Building permits 601,851 Electrical permits 131,995 Plumbing permits 50,217 Mechanical permits 61,841 Charges for Services: Zoning and subdivision fees 42,827 Plan check fees 269,959 Other development fees 2,350 Swimming fees 196,733 Recreation fees 318,493 Art Center fees 110 Other charges 537,824 Police services 544,307 Use of Money and Property: Investment income 52,971 Recreation facility rents 189,828 Art Center facility rents (92) Vehicle code fines 899,962 Parking & other fines 649,727 Miscellaneous Revenues: Sale of property 30,339 Animal control licenses 96,992 Unclassified revenues 218,337 55,213,952 Total COMMUNITY INVESTMENT TRUST FUND Use of Money and Property: Investment income 306 Miscellaneous Revenues: Unclassified revenues 306 Total 119 2012-2013 BUDGET 2012-2013 ESTIMATE 2013-2014 FORECAST 18,709,449 9,514,752 325,000 3,244,000 19,215,800 9,500,000 325,000 2,592,000 19,792,000 9,500,000 325,000 3,312,200 9,505,425 7,500,000 2,700,000 50,000 9,260,724 7,403,298 2,986,000 - 10,114,498 7,833,710 3,149,580 - 305,000 47,000 499,400 125,000 50,000 60,000 280,000 41,250 704,500 125,000 50,000 60,000 290,000 41,750 754,500 125,000 50,000 60,000 30,600 250,000 500 178,000 272,155 29,500 1,058,000 500,000 42,188 300,000 2,500 172,000 290,400 2,557,640 500,000 11,150 250,000 2,500 173,000 305,400 2,518,150 500,000 100,000 181,300 20,000 930,000 550,000 52,000 158,680 935,000 590,000 52,000 154,830 937,000 590,000 1,000 105,000 142,000 56,983,081 9,400 100,000 151,100 58,404,480 100,000 171,000 61,113,268 - 250 - - 250 - SCHEDULE 1 REVENUES 2011-2012 ACTUAL HIGHWAY USERS REVENUE FUND Intergovernmental Revenues: State gasoline tax 5,700,428 Charges for Services Development Charges Signal maintenance 34,795 Use of Money and Property: Investment income 1,327 Miscellaneous Revenues: 57,478 Unclassified revenues 5,794,028 Total CITY ROAD TAX FUND Local Taxes: Sales tax (0.5%) 9,233,899 Charges for Services Development Charges 358 Use of Money and Property: Investment income 13,346 Rental income 419,747 Sale of property Miscellaneous Revenues: 2,437 Unclassified revenues 9,669,787 Total LOCAL TRANSPORTATION ASSISTANCE FUND Intergovernmental Revenues: Lottery tax Use of Money and Property: Investment income Total PUBLIC SAFETY TAX FUND Local Taxes: Sales tax (0.2%) 3,692,304 Use of Money & Property: Investment income 5,418 Miscellaneous Revenues: Unclassified revenues 3,697,722 Total 120 2012-2013 BUDGET 2012-2013 ESTIMATE 2013-2014 FORECAST 6,375,161 6,250,000 6,399,000 15,000 32,000 32,000 2,400 1,000 1,000 10,000 6,402,561 11,312 6,294,312 10,000 6,442,000 9,353,130 9,606,000 9,894,180 - - - 15,000 114,140 - 17,000 416,864 - 10,000 405,853 - 9,482,270 3,000 10,042,864 2,000 10,312,033 - - - - - - 3,739,977 3,841,000 3,956,000 4,000 5,000 5,000 3,743,977 5,000 3,851,000 3,961,000 SCHEDULE 1 REVENUES 2011-2012 ACTUAL TWO PERCENT TAX FUND Local Taxes: Sales tax (2%) 4,665,216 Charges for Services: Theatre revenue 74,521 Liquor sales 47,324 Concession stand sales 127,283 Other sales 4,557 Commissions & fees 30,358 Use of Money and Property: Investment income 14,476 Room rents 191,381 Equipment rents 77,494 Other rents 60 Miscellaneous Revenues: 41,029 Unclassified revenues 5,273,699 Total DOWNTOWN MALL MAINTENANCE FUND Local Taxes: Property Tax 142,151 Miscellaneous Revenues: 3,815 Unclassified revenues 145,966 Total GRANT FUNDS Intergovernmental Revenues: Community development grants 915,340 Law enforcement grants 1,073,896 Emergency management grants 137 Park and recreation grants 755,057 647,703 Other miscellaneous grants 3,392,133 Total DEBT SERVICE FUNDS Special Assessments: Principal 1,089,000 Interest 217,815 Use of Money & Property: 1,441 Investment income 1,308,256 Total CIP FUNDS Charges for Services: Developer Deposits 20,000 Prorata fees 120,645 Impact fees 1,448,584 Use of Money and Property: Investment income 32,519 Miscellaneous Revenues: 3,294,131 Unclassified Revenues 4,915,879 Total 121 2012-2013 BUDGET 2012-2013 ESTIMATE 2013-2014 FORECAST 4,474,740 4,338,687 4,468,337 39,500 41,000 123,000 4,000 17,500 38,500 27,000 84,000 7,526 14,600 38,500 26,000 82,000 4,000 14,600 14,000 190,000 71,000 - 12,800 168,000 32,800 60 12,800 165,000 17,800 60 20 4,974,760 30,160 4,754,133 55,160 4,884,257 106,546 130,000 100,000 3,500 110,046 3,900 133,900 3,900 103,900 1,865,775 1,111,893 1,096,203 5,080,156 9,154,027 1,150,179 1,695,015 1,178,873 1,458,047 5,482,114 1,562,065 1,649,530 287,586 8,396,612 11,895,793 1,215,000 153,120 1,134,000 163,199 280,000 105,515 1,368,120 1,200 1,298,399 385,515 71,294 1,138,470 19,680 1,207,342 2,794,197 529,840 29,750 23,752 22,900 17,120,057 18,359,571 624,219 1,874,993 7,419,962 10,766,899 SCHEDULE 1 REVENUES 2011-2012 ACTUAL YUMA REGIONAL COMMUNICATIONS SYSTEM FUND Charges for Services: Radio Repair fees 518,081 Federal contributions 2,682,199 Use of Money and Property: Investment income 2,440 Miscellaneous Revenues: Sale of property 468 Unclassified Revenues 3,203,188 Total DESERT HILLS GOLF COURSE FUND Charges for Services: Green fees 1,192,684 Merchandise sales 174,854 Liquor sales Concession stand sales 488,036 Food sales Range fees 61,734 Use of Money and Property: Investment income 1,343 Equipment rents 293,315 Room rents 2,383 Miscellaneous Revenues: 1,289 Unclassified revenues 2,215,638 Total SOLID WASTE FUND Charges for Services: Collection fees 3,259,043 Receptacles sales 7,020 Miscellaneous Revenues: 7,197 Unclassified revenues 3,273,260 Total WATER FUND Charges for Services: Residential water fees 11,268,926 Commercial water fees 9,084,959 Fire hydrant fees 358,233 Service establishment fees 224,015 Use of Money and Property: Investment income 19,747 Rental Income Miscellaneous Revenues: 166,224 Unclassified revenues 21,122,104 Total 122 2012-2013 BUDGET 2012-2013 ESTIMATE 2013-2014 FORECAST 428,120 3,178,262 524,064 2,241,902 1,087,389 3,818,269 - 1,400 1,400 8,139,651 11,746,033 1,073,778 71,237 3,912,381 500,000 7,757,460 13,164,518 1,204,000 166,700 516,700 62,500 1,062,430 183,045 469,769 60,691 1,144,500 197,375 527,000 67,000 500 331,550 6,000 1,035 257,246 1,566 1,000 315,951 1,600 2,287,950 (2,800) 2,032,982 2,254,426 3,087,500 6,000 3,041,000 16,000 3,041,000 8,000 4,900 3,098,400 5,300 3,062,300 6,600 3,055,600 11,673,951 9,326,000 356,490 215,000 11,361,895 8,995,000 355,100 215,000 11,428,390 9,064,000 356,490 215,000 35,000 - 15,000 - 7,000 - 94,700 21,701,141 182,668 21,124,663 169,500 21,240,380 SCHEDULE 1 REVENUES 2011-2012 ACTUAL 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 - Bonds Unclassified revenues - System Dev Total WASTEWATER RESTRICTED FUNDS Charges for Services: Sewer capacity fees Sewer system dev. Fees - SSIC Sewer system dev. fees - Area A/B Sewer system dev. fees - 26th Pl Trk Use of Money and Property: 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 2012-2013 BUDGET 2012-2013 ESTIMATE 2013-2014 FORECAST 7,750,167 6,751,632 - 7,775,300 6,616,500 - 7,748,300 6,576,075 - 7,750,000 6,614,500 - 13,591 10,000 15,000 10,000 45,873 14,561,263 14,880 14,416,680 49,817 14,389,192 29,180 14,403,680 794,772 74,419 697,000 74,050 1,198,500 94,975 998,500 74,600 2,785 3,796 198 11,773 3,000 3,000 - 2,700 3,000 425 5,000 2,700 3,000 200 - 537 22,625 45 910,950 777,050 36 31 1,304,667 1,079,000 2,995,000 130,000 (700) - 3,498,000 129,900 - 3,248,000 129,900 - 7,731,967 373,885 281 27,493 1,194 2,255 356 2,510 20,000 1,000 2,000 400 - 20,000 1,000 1,800 300 1,000 20,000 1,000 1,000 300 - 126 8,140,067 3,147,700 31 3,652,031 3,400,200 123 SCHEDULE 1 REVENUES 2011-2012 ACTUAL 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 2012-2013 BUDGET 2012-2013 ESTIMATE 2013-2014 FORECAST 39,648 1,364,582 55,000 1,257,656 37,000 1,845,647 37,000 143 39,791 1,419,582 80 1,294,736 1,882,647 1,634,744 403,857 1,409,011 1,926,098 330,000 1,444,000 1,926,098 400,000 1,489,450 1,686,223 400,000 1,539,450 - 1,000 100 100 1,805 3,449,417 3,701,098 4,250 2,781 3,822,679 3,625,773 2,231,242 - 2,446,069 500 2,446,069 1,000 1,740,190 1,000 56,275 2,287,517 20,000 2,466,569 31,986 2,479,055 25,000 1,766,190 124 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept) 2011-2012 Actual 2012-2013 Budget 2012-2013 Estimate 2013-2014 Budget General Fund Mayor and Council Municipal Court 259,959 1,400,991 231,030 1,498,855 190,681 1,410,839 216,812 1,506,372 City Administration 3,021,180 3,129,329 2,992,613 3,233,771 City Attorney Information Tech Services 1,230,047 2,210,141 1,335,943 2,651,594 1,269,636 2,558,351 1,326,325 2,666,861 Finance 1,658,645 1,837,479 1,648,599 1,881,952 859,597 419,626 889,403 1,603,914 841,827 653,752 932,541 946,560 2,576,384 2,924,540 2,810,726 2,960,317 Human Resources General Government Community Development Public Works Utilities 328,475 Engineering - - 402,563 - 391,492 417,151 359,488 Parks and Recreation Police 7,405,732 21,518,273 7,794,005 22,367,489 7,640,361 21,936,066 7,836,862 23,175,860 Fire 12,313,564 12,563,012 13,278,877 13,561,431 Cost Allocation Capital Projects (2,843,086) 82,707 (2,882,833) 96,604 (2,882,833) 89,943 (3,352,638) - 52,833,727 56,457,515 54,798,926 57,295,589 TOTAL - Community Investment Trust General Government TOTAL - - 38,316 - - - 38,316 - Riverfront Redevelopment Fund City Administration TOTAL 517,873 557,323 557,323 557,323 517,873 557,323 557,323 557,323 926,103 - 912,245 934,983 926,103 - 912,245 934,983 6,214,345 6,645,441 GF Sales Tax Rebates General Government TOTAL Highway User Revenue Fund Public Works 5,339,378 Engineering Capital Projects 705,550 1,187 TOTAL 6,046,115 125 6,371,031 6,371,031 6,214,345 6,645,441 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept) 2011-2012 Actual 2012-2013 Budget 2012-2013 Estimate 2013-2014 Budget City Road Tax Fund City Administration General Government 294,768 - Public Works 975,796 352,815 315,743 3,278,391 1,151,475 1,488,831 2,097,875 3,388,114 2,123,663 1,732,992 3,666,651 3,910,870 5,838,804 4,172,398 7,295,592 Engineering Capital Projects TOTAL - 350,550 - LTAF General Government TOTAL 75,764 - - - 75,764 - - - Public Safety Tax Fund City Administration Police Fire Capital Projects TOTAL - 847,554 708,678 6,751 1,094,140 - 1,105,924 959,609 560,079 64,122 123,197 76,406 - 64,122 2,076,675 1,744,693 1,660,970 2% Tax Fund City Administration - - General Government 44,595 115,642 115,642 281,072 Public Works Parks and Recreation 3,288,641 3,574,652 3,566,240 12,237 3,967,502 234,460 1,522,082 825,926 1,654,495 3,567,696 5,212,376 4,507,808 5,997,099 200,061 220,052 219,758 212,810 200,061 220,052 219,758 212,810 Capital Projects TOTAL - 81,793 Mall Maintenance Fund Parks and Recreation TOTAL CDBG City Administration 59,701 36,163 60,880 City Administration Capital Projects 735,455 32,890 1,644,899 - 863,147 - 1,474,894 - 828,046 1,681,062 924,027 1,474,894 87,292 160,130 226,152 87,170 87,292 160,130 226,152 87,170 TOTAL - Community Redevlop Block Grant City Administration TOTAL 126 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept) 2011-2012 Actual 2012-2013 Budget 2012-2013 Estimate 2013-2014 Budget Appropriated Grants Fund City Administration Police 72,584 27,146 Capital Projects TOTAL 20,520 536,293 - - - 3,718,603 700,000 - 99,730 4,275,416 700,000 - 46,327 68,594 2,069 37,784 3,560 9,772 220 - 572 7,816 520 - 50,459 86,182 40,593 267,700 171 Donations City Administration Parks and Recreation Police Fire TOTAL 267,700 171 GRANT HISTORY Information Tech Services 726 - - - Fire 137 42,392 - - 863 42,392 - - TOTAL DHS Police Grant Police TOTAL 733,195 - 671,503 371,638 733,195 - 671,503 371,638 296,547 - 450,262 537,635 296,547 - 450,262 537,635 28,520 21,627 - - 28,520 21,627 - - 635,091 1,065,958 795,930 219,886 635,091 1,065,958 795,930 219,886 DOJ Police Grants Police TOTAL Dept of Energy Grant City Administration TOTAL Bureau of Reclamation City Administration TOTAL Dept of Education Police Fire TOTAL 127 32,359 - - - 4,615 - - - 36,974 - - - SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept) 2011-2012 Actual 2012-2013 Budget 2012-2013 Estimate 2013-2014 Budget Other Federal Grants City Administration Utilities TOTAL - - - 2,000,000 1,500,000 - - - 3,500,000 12,631 21,000 3,797 - 12,631 21,000 3,797 - 17,342 474,000 438,026 600,000 17,342 474,000 438,026 600,000 - - 69,167 288,500 - - 69,167 288,500 Other Federal Police Grants Police TOTAL Federal Fire Grants Fire TOTAL Dept of Transportation Public Works TOTAL State Court Grants Municipal Court City Attorney TOTAL 3,588 5,000 100,900 700 115,917 5,020 135,200 5,057 8,588 101,600 120,937 140,257 - - 14,062 - - - 14,062 - 114,840 5,125 - 345,159 - - 119,965 - 345,159 - 14,766 - - - 14,766 - - - State Police Grants Police TOTAL Other State Grants City Administration Parks and Recreation TOTAL Yuma County Grants Police TOTAL CIP Grants Capital Projects 518,559 9,373,660 682,499 4,408,113 518,559 9,373,660 682,499 4,408,113 2,592,945 2,595,425 2,600,425 2,609,988 2,592,945 2,595,425 2,600,425 2,609,988 TOTAL 2003 MPC Debt Service Fund Bonded Dept TOTAL 128 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept) 2011-2012 Actual 2012-2013 Budget 2012-2013 Estimate 2013-2014 Budget 2007B MPC Debt Svc Fund Bonded Dept TOTAL 2,288,470 2,294,970 2,296,470 2,295,770 2,288,470 2,294,970 2,296,470 2,295,770 4,773,525 4,783,825 4,785,325 4,791,425 4,773,525 4,783,825 4,785,325 4,791,425 2,530,081 2,530,082 2,531,582 2,525,082 2,530,081 2,530,082 2,531,582 2,525,082 960,358 985,150 985,150 - 960,358 985,150 985,150 - 381,062 382,970 385,865 385,515 381,062 382,970 385,865 385,515 3,586,708 11,146,388 1,430,986 3,694,674 3,586,708 11,146,388 1,430,986 3,694,674 - 624,400 24,585 1,494,898 - 624,400 24,585 1,494,898 515,876 1,160,000 1,121,837 455,000 515,876 1,160,000 1,121,837 455,000 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 Police Impact Fee Fund Capital Projects TOTAL Fire Impact Fee Fund Capital Projects TOTAL 64 - - 261,000 64 - - 261,000 71,520 - - - 71,520 - - - General Govt Impact Fee Capital Projects TOTAL 129 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept) 2011-2012 Actual 2012-2013 Budget 2012-2013 Estimate 2013-2014 Budget Transportation Impact Fees Capital Projects - 1,720,194 5,236 1,441,150 - 1,720,194 5,236 1,441,150 1,714,383 6,733,200 5,051,264 3,187,102 1,714,383 6,733,200 5,051,264 3,187,102 3,711,932 4,541,800 - - 3,711,932 4,541,800 - - 3,188,963 4,230,211 TOTAL CIP Series B 2007 Bond Capital Projects TOTAL CIP Series D 2007 Bond Capital Projects TOTAL YRCS Fund Information Tech Services Capital Projects TOTAL - 4,290,232 5,779,297 62,777 7,749,000 3,188,963 4,230,211 4,353,009 13,528,297 2,144,545 169,982 2,433,020 210,000 2,269,597 87,291 3,078,791 - 2,314,527 2,643,020 2,356,888 3,078,791 Desert Hills Golf Course Parks and Recreation Capital Projects TOTAL Water Fund City Administration - - - 73,677 General Government Public Works - - 7,578 - 111,065 Utilities 20,790,571 22,506,039 21,100,770 22,495,426 321,586 293,105 201,812 85,000 21,112,157 22,799,144 21,310,160 22,765,168 38,597 49,552 30,235 80,502 38,597 49,552 30,235 80,502 1,117,448 - - - 1,117,448 - - - Capital Projects TOTAL Water Transfer Fund Utilities TOTAL Water Capacity Fund Utilities TOTAL 130 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept) 2011-2012 Actual 2012-2013 Budget 2012-2013 Estimate 2013-2014 Budget Wastewater Fund City Administration Public Works - Utilities - - 79,500 22,750 10,625,379 12,348,285 11,235,996 12,381,672 256,476 1,239,305 394,238 1,143,000 10,881,855 13,587,590 11,630,234 13,626,922 Utilities 2,978,527 2,978,488 2,978,488 2,978,488 Capital Projects 1,093,625 Capital Projects TOTAL Wastewater Capacity Fund TOTAL - - - 4,072,152 2,978,488 2,978,488 2,978,488 6,538 6,568 6,568 6,568 6,538 6,568 6,568 6,568 2,708,859 6,886,300 1,818,482 4,585,300 2,708,859 6,886,300 1,818,482 4,585,300 545,496 1,622,000 473,271 68,000 545,496 1,622,000 473,271 68,000 Wastewater Sanitary Sewer Interc Utilities TOTAL Water Revenue Bond Fund Capital Projects TOTAL Wastewater Revenue Bond Fund Capital Projects TOTAL Solid Waste Fund General Government - Public Works - 14,016 - 2,686,552 3,198,465 3,193,615 3,227,516 2,686,552 3,198,465 3,207,631 3,227,516 3,647,182 3,664,754 3,500,812 3,715,263 3,647,182 3,664,754 3,500,812 3,715,263 City Attorney 1,213,555 842,121 733,913 931,432 General Government 1,067,560 974,116 922,500 852,116 2,281,115 1,816,237 1,656,413 1,783,548 TOTAL Equipment Maintenance Fund Public Works TOTAL Insurance Reserve Fund TOTAL 131 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept) 2011-2012 Actual 2012-2013 Budget 2012-2013 Estimate 2013-2014 Budget Equip Replacement Fund City Administration City Attorney - - - 43,670 90,000 16,228 - 321,454 - 1,669 858 924,000 241,071 910,000 - 225,000 67,139 165,000 2,161 2,892 132,856 - 386,095 9,551 353,500 - (9,866) 1,980,905 16,164 2,493,361 13,942 3,262,761 1,041,474 4,055,531 149,373,206 200,280,297 154,230,316 189,137,098 Information Tech Services Human Resources Public Works Utilities Parks and Recreation Police Equipment Replacement TOTAL Total Budget 132 SCHEDULE 3 2013-2014 OUTSIDE AGENCY SUMMARY Listed by Function 2012-2013 BUDGET Fund/Cognizant Department 2%/City Admin 2%/City Admin General/City Attorney General/City Admin Water/Utility Admin General/City Admin HURF/Public Works OUTSIDE AGENCY BY FUNCTION Economic Development Quartermaster Depot Contract Yuma Visitors Bureau Lobbying GYEDC GYEDC Intergovernmental Public Transportation Authority (IPTA) Yuma Metropolitan Planning Organization $ 150,000 650,000 217,656 227,000 20,000 200,000 78,773 2012-2013 ESTIMATE $ 150,000 650,000 217,656 227,000 20,000 200,000 78,773 2013-2014 BUDGET $ 150,000 650,000 217,656 230,000 20,000 200,000 78,773 General/Police Health and Welfare Catholic Services - Safe House Amberly's Place Crossroads Mission/Detox 15,500 52,380 27,000 15,500 52,380 27,000 15,500 52,380 27,000 2%/Parks&Rec Culture and Recreation Yuma Fine Arts Assoc. 35,000 35,000 40,000 1,673,309 $ 1,681,309 General/Police General/Police TOTAL $ 1,673,309 133 $ SCHEDULE 4 CITY OF YUMA 2013-2014 SUPPLEMENTALS DIV POSITION # GENERAL FUND MUNICIPAL COURT 0210 Court Clerk PERSONNEL OPERATING CAPITAL TOTAL SUBTOTAL 1.0 1.0 28,091 28,091 - - 28,091 28,091 COMMUNITY DEVELOPMENT 3020 Combination Bldg. Inspector 3030 Neighborhood Specialist* SUBTOTAL Upgr 1.0 1.0 4,409 58,721 63,130 - - 4,409 58,721 63,130 1.0 1.0 50,290 50,290 - - 50,290 50,290 TOTAL GENERAL FUND 3.0 141,511 - - 141,511 HIGHWAY USER REVENUE FUND 4031 Assistant Public Works Director 1.0 96,682 - - 96,682 TOTAL HIGHWAY USER REVENUE FUND 1.0 96,682 - - 96,682 TWO PERCENT FUND 5077 Custodian 1.0 1,143 - 1,143 TOTAL RECREATION COMPLEX FUND 1.0 1,143 - 1,143 GRANT FUND 1540 Network Administrator 1.0 69,926 - 69,926 TOTAL GRANT FUND 1.0 69,926 - 69,926 Upgr 10,150 POLICE 6061 Police Records Supervisor* SUBTOTAL WATER FUND 4145 Sr Operator (2) - - 10,150 TOTAL WATER FUND - 10,150 - - 10,150 TOTAL ALL FUNDS 6.0 319,412 - - 319,412 * Provisional 134 SCHEDULE 5 2013-2014 AUTHORIZED STAFFING LEVEL FY 10/11 FY 11/12 FY 12/13 FY 13/14 1 1 1 1 1 1 1 1 9 1 1 4 1 1 17 9 1 1 4 1 1 17 1 8 1 1 4 1 1 17 1 9 1 1 4 1 1 18 1 1 1 3 1 1 1 1 1 5 1 1 1 1 1 1 6 1 1 1 1 1 3 1 3 12 Community Relations Director of Public Affairs & Communications Public Affairs Coordinator TV Production & Operation Manager Video Production & Operations Specialist Administrative Assistant Division Total 1 1 1 2 1 6 2 1 1 1 5 2 1 1 1 5 2 1 1 4 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 1 2 6 1 1 1 2 5 1 1 1 1 1 5 1 1 1 3 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 AUTHORIZED PERSONNEL MAYOR AND CITY COUNCIL Executive Assistant Department Total MUNICIPAL COURT Lead Court Clerk Court Clerk Court Specialist Lead Municipal Court Officer Municipal Court Officer Municipal Court Administrator Administrative Assistant Department Total CITY ADMINISTRATOR'S OFFICE Administration City Administrator Executive Assistant Operations Administrator CIP Administrator CIP Supervisor CIP Project Manager Real Property/ROW Agent Management Analyst Administrative Assistant Administrative Specialist Division Total 135 SCHEDULE 5 2013-2014 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 10/11 Redevelopment & Neighborhood Services Senior Neighborhood Services Specialist Neighborhood Services Specialist Code Enforcement Specialist Housing Rehabilitation Specialist Administrative Assistant Division Total 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 Legal Assistant Division Total Prosecutor's Office City Prosecutor Legal Assistant Division Total Department Total INFORMATION TECHNOLOGY SERVICES Administration Director of ITS Assistant Director Business Applications Assistant Director Telecommunications Division Total 136 FY 11/12 FY 12/13 FY 13/14 1 2 1 1 2 7 1 2 1 1 2 7 1 2 1 1 2 7 - - 1 1 1 1 1 1 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 1 1 1 2 7 1 15 39 1 1 2 1 1 2 8 1 1 2 1 1 2 8 1 1 2 1 1 2 8 1 1 2 1 2 7 1 1 2 10 1 1 2 10 1 1 2 10 1 1 2 9 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 SCHEDULE 5 2013-2014 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 10/11 FY 11/12 FY 12/13 FY 13/14 Technical Support Network Engineer Network Administrator Wireless Network Engineer GIS Administrator GIS Analyst Telephony Network Administrator ITS Senior Business Applications Analyst 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 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 1 3 1 1 2 1 2 6 3 2 1 1 2 26 Radio Communications Network Administrator Sr Wireless Communication Technician Wireless Communication Technician Division Total Department Total 1 2 3 33 1 2 3 32 1 3 4 33 1 1 3 5 34 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 Customer Services Customer Account Supervisor Tax & License Specialist Senior Customer Account Specialist Customer Account Specialist Division Total 1 1 1 3 6 1 1 1 3 6 1 1 1 3 6 1 1 1 3 6 Purchasing Purchasing & Contracts Manager Senior Buyer Buyer Senior Purchasing Clerk Purchasing Specialist Mail Clerk Division Total 1 1 1 1 2 1 7 1 1 1 3 1 7 1 1 2 2 1 7 1 1 2 2 1 7 FINANCE DEPARTMENT Administration Finance Director Budget Manager Budget Coordinator Administrative Specialist Division Total 137 SCHEDULE 5 2013-2014 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 Training & Development Program Manager Environmental Program Coordinator Safety & Environmental Specialist Administrative Assistant 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 Redevelopment & Neighborhood Services Neighborhood Services Manager Senior Neighborhood Services Specialist Neighborhood Services Specialist Code Enforcement Specialist Housing Rehabilitation Specialist Administrative Assistant Division Total 138 FY 10/11 FY 11/12 FY 12/13 FY 13/14 1 3 2 2 2 10 26 1 4 2 2 2 11 27 1 4 2 2 2 11 27 1 4 2 2 2 11 27 1 1 1 4 1 1 1 10 10 1 2 1 4 1 1 10 10 1 2 1 4 1 1 1 11 11 1 2 1 4 1 1 1 11 11 1 1 2 1 1 2 1 1 2 1 1 2 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 1 1 4 1 3 3 2 1 2 1 19 - - - 1 2 2 1 1 2 9 SCHEDULE 5 2013-2014 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 10/11 FY 11/12 FY 12/13 FY 13/14 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 1 3 1 3 2 12 42 1 1 2 3 6 1 1 15 1 1 2 3 6 1 1 15 1 1 2 3 6 1 1 15 1 1 2 3 6 1 1 15 Fleet Parts Inventory Specialist Division Total 2 2 2 2 2 2 2 2 Engineering Services Assistant Public Works Director/City Engineer Principle Engineer Construction Inspection Supervisor Traffic Engineer Engineer in Training Registered Land Surveyor CADD Technician Construction Inspector Senior Engineering Technician Engineering Technician Engineering Manager Administrative Specialist Administrative Assistant Division Total - - - 1 1 1 1 1 1 1 3 3 4 1 1 1 20 Development Engineering Assistant City Engineer Development Engineer Division Total - - - 1 3 4 1 9 10 1 8 9 1 8 9 1 8 9 Community Planning Planning Manager Administrative Specialist Administrative Assistant Principal Planner Associate Planner Assistant Planner 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 Solid Waste Solid Waste Superintendent Heavy Equipment Operator Division Total 139 SCHEDULE 5 2013-2014 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 10/11 FY 11/12 FY 12/13 FY 13/14 Uncontained Waste Heavy Equipment Operator Senior Street Maintenance Worker Street Maintenance Worker Division Total 1 1 1 3 2 1 1 4 2 1 1 4 2 1 1 4 Street - Maintenance Public Works Director Streets Superintendent PW Maintenance Foreman Heavy Equipment Operator Equipment Operator Senior Street Maintenance Worker Street Maintenance Worker Code Compliance Specialist Administrative Specialist Division Total 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 1 1 1 2 2 2 6 2 1 18 Street - Traffic Signals Traffic Signals Supervisor Assistant Traffic Engineer Traffic Signal Technician Senior Engineering Technician Division Totals - - - 1 1 3 1 6 Street - Street Sweeping Heavy Equipment Operator Division Total 5 5 4 4 4 4 4 4 Street - Traffic Signs and Striping PW Maintenance Foreman Senior Street Maintenance Worker Street Maintenance Worker Division Total 1 2 2 5 1 2 2 5 1 2 2 5 1 2 2 5 Street - Storm Drain Maintenance PW Maintenance Foreman Equipment Operator Division Total 1 1 2 1 1 2 1 1 2 1 1 2 Street - Curbs, Gutters & Sidewalks Equipment Operator Senior Street Maintenance Worker Street Maintenance Worker Division Total 1 2 2 5 1 2 2 5 1 2 2 5 1 2 2 5 1 2 7 10 1 2 7 10 1 2 7 10 1 2 7 10 Street-Retention Basins PW Maintenance Foreman Grounds Maintenance Specialist Groundskeeper Division Total 140 SCHEDULE 5 2013-2014 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 10/11 FY 11/12 FY 12/13 Street-Pathways and Trails Equipment Operator Senior Street Maintenance Worker Division Total Department Total 1 1 2 76 1 1 2 76 1 1 2 76 1 1 2 106 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 - - Water - Administration Utilities Director Administrative Support Supervisor Administrative Specialist Utilities Division Manager Administrative Assistant Division Total 2 1 3 2 1 3 1 1 1 2 3 8 1 1 1 2 3 8 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 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 Division Total 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 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 10 3 1 17 1 2 10 3 1 17 1 2 10 3 1 17 1 2 10 3 1 17 141 FY 13/14 SCHEDULE 5 2013-2014 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 10/11 FY 11/12 FY 12/13 FY 13/14 Water - Customer Service Customer Service Field Crew Supervisor Meter Services Supervisor Customer Service Field Representative Meter Reader Utility Rates Technician Utility Rates Program Coordinator Senior Meter Service Technician Meter Services Technician Inventory Specialist Division Total 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 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 2 1 1 2 3 1 1 3 15 1 2 1 1 2 3 1 1 2 14 1 4 1 1 2 1 1 1 2 14 1 1 2 1 1 2 1 1 2 1 1 2 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 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 1 1 5 1 2 4 2 1 1 3 1 1 1 24 Wastewater - Collection Water/Wastewater Systems Supervisor Utility Systems Superintendent Utility Maintenance Technician Senior Water/Wastewater Systems Mtnce. Tech. Division Total 2 11 2 15 1 1 11 2 15 1 1 11 2 15 1 1 11 2 15 Water - Laboratory Lab Director Lab Analyst Division Total 142 SCHEDULE 5 2013-2014 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 10/11 FY 11/12 FY 12/13 FY 13/14 Wastewater - Pretreatment Water Quality Assurance Supervisor Industrial Waste Inspector Pretreatment Coordinator Industrial Pretreatment Inspector Division Total 1 2 1 1 5 1 1 3 5 1 1 3 5 1 1 3 5 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 1 1 1 1 4 1 1 1 1 4 1 1 2 1 1 6 1 1 2 1 1 6 1 1 2 127 1 1 2 127 1 1 2 128 1 1 2 128 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 4 1 3 4 1 3 4 - 1 3 1 5 33 1 1 3 1 6 32 1 1 3 1 6 32 - Wastewater - Laboratory Chemist Lab Analyst Division Total Department Total ENGINEERING DEPARTMENT Engineering Services Director of Engineering Construction Inspection Supervisor C.I.P. Project Manager C.I.P. Administrator Traffic Engineer Engineer in Training Registered Land Surveyor CADD Technician Construction Inspector Senior Engineering Technician Engineering Technician Administrative Assistant Engineering Manager Administrative Specialist Division Total Development Engineering Assistant City Engineer Development Engineer Division Total Street - Traffic Signals Traffic Signals Supervisor Assistant Traffic Engineer Traffic Signal Technician Senior Engineering Technician Division Totals Department Total 143 SCHEDULE 5 2013-2014 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 10/11 FY 11/12 FY 12/13 FY 13/14 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 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 1 1 1 1 1 3 1 1 10 Parks Maintenance Assistant Parks Maintenance Manager Grounds Maintenance Supervisor HVAC Mechanic Grounds Maintenance Crew Leader Facilities Maintenance Specialist Senior Equipment Mechanic Equipment Mechanic Parks Maintenance Specialist Grounds Maintenance Specialist Groundskeepers Division Total 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 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 1 1 1 8 1 4 1 1 1 8 1 4 1 1 1 8 Baseball Complex Grounds Maintenance Supervisor Grounds Maintenance Crew Leader Groundskeeper Division Total 1 1 3 5 1 1 3 5 1 1 3 5 1 1 3 5 Downtown Mall Grounds Maintenance Specialist Groundskeeper Division Total 3 3 1 1 2 1 1 2 1 1 2 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 144 SCHEDULE 5 2013-2014 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 10/11 FY 11/12 FY 12/13 FY 13/14 Recreation - General Recreation Program Supervisor Recreation Program Coordinator Division Total 4 2 6 4 2 6 4 2 6 4 2 6 Aquatics Facilities Maintenance Specialist Division Total 2 2 - - - Yuma Readiness & Community Center Recreation Program Coordinator Division Total 1 1 1 1 1 1 1 1 Arts and Culture Theatre Production Supervisor Marketing Specialist Administrative Assistant Events Specialist Events Operations Leader Division Total 1 1 2 1 1 6 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 2 4 1 2 10 Desert Hills Golf Course-Maintenance Grounds Maintenance Crew Leader Grounds Maintenance Supervisor Senior Equipment Mechanic Grounds Maintenance Specialist Groundskeeper Division Total 1 1 1 1 3 7 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 Desert Hills Golf Course-Restaurant Restaurant Supervisor Kitchen Supervisor Cook Division Total 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 Desert Hills Golf Course-Pro Shop Golf Operations Manager Golf Professional Instructor of Golf Assistant Golf Shop Manager Administrative Assistant Division Total 1 1 2 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 2 2 116 2 2 116 2 2 116 2 2 117 Desert Hills Golf Course Par 3-Maintenance Groundskeeper Division Total Department Total 145 SCHEDULE 5 2013-2014 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 10/11 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 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 146 FY 11/12 FY 12/13 FY 13/14 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 1 1 1 1 1 1 1 1 9 - 1 4 1 6 1 4 1 6 1 4 1 6 5 12 8 86 5 6 1 123 5 12 11 9 76 5 7 1 126 5 13 10 9 84 5 7 1 134 5 13 10 9 86 5 7 1 136 2 4 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 2 4 7 18 1 1 1 1 3 4 1 43 SCHEDULE 5 2013-2014 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 10/11 FY 11/12 FY 12/13 FY 13/14 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 4 2 1 1 1 1 2 17 1 3 1 1 4 2 1 13 1 3 1 1 4 2 1 13 1 3 1 4 2 1 12 Records and Communications Police Records Manager Police Records Supervisor Police Records Specialist Administrative Assistant Division Total 1 12 2 15 1 12 2 15 1 12 2 15 2 12 2 16 Public Safety Communications Center Police Lieutenant Police Records & Communications Manager 911 Emergency Dispatch Supervisor 911 Emergency Dispatcher Administrative Assistant Division Total 1 4 26 1 32 1 4 26 1 32 1 4 26 1 32 1 4 26 1 32 239 1 1 2 4 249 1 1 1 2 5 258 1 1 1 2 5 259 1 1 1 1 2 6 1 1 1 1 3 7 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 147 SCHEDULE 5 2013-2014 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 10/11 FY 11/12 FY 12/13 FY 13/14 1 2 3 1 2 3 1 2 3 1 2 3 Operations Fire Battalion Chief Fire Captain EMS Fire Captain Fire Engineer Firefighter- EMT Firefighter- CEP Administrative Assistant Fire Equipment Fleet Administrator Division Total 3 25 24 56 6 1 1 116 3 24 2 24 57 6 1 117 3 24 2 24 51 6 1 111 4 24 2 24 51 6 1 112 Community Risk Reduction Fire Marshal Assistant Fire Marshal Fire Inspector Fire Battalion Chief Division Total Department Total 1 1 2 4 129 1 2 1 4 131 1 2 1 4 125 1 2 3 125 890 903 910 916 Professional Services Fire Battalion Chief Fire Training Captain Division Total CITY TOTAL 148 SCHEDULE 6 Budget Resolution RESOLUTION NO. R2013-30 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, 2013, AND ENDING JUNE 30, 2014; AND DECLARING THAT SUCH SHALL CONSTITUTE THE ADOPTED BUDGET OF THE CITY OF YUMA FOR SUCH FISCAL YEAR; DECLARING NECESSITY OF BOARDS AND COMMISSIONS; AND AUTHORIZING EMPLOYMENT OF OUTSIDE LEGAL COUNSEL. 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, 2013, and ending June 30, 2014, and which was tentatively adopted on June 5, 2013; and, WHEREAS, due notice has been given by the City Clerk, as required by law, that the Budget for Fiscal Year 2013-2014 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, 2013, to June 30, 2014, 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 2013-2014, 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: SECTION 1: That the City Council has finally determined the estimates of expenditures which will be required of the City of Yuma for the Fiscal Year beginning July 1, 2013 and ending June 30, 2014. SECTION 2: That the Purposes of Expenditure and the amount finally determined upon for 149 SCHEDULE 6 Budget Resolution each purpose as set forth in Exhibits A through F attached hereto constitutes the official and finally adopted Budget of the City and the Main Street Mall and Offstreet Parking Maintenance District No. 1 for the 2013-2014 Fiscal Year as subject to the State Budget Law. SECTION 3: That money from any fund may be used for any of the purposes set forth in SECTION 2, except money specifically restricted by State Law or City Charter, Ordinance or Resolutions. SECTION 4: That all current City Boards and Commissions are necessary for the public health, safety and welfare of the City and should be continued. SECTION 5: That the city attorney is authorized to employ outside legal council to take charge of any litigation or to assist the city attorney. Adopted this _19th_ day of June 2013. APPROVED: Alan L. Krieger Mayor ATTESTED: Lynda Bushong City Clerk APPROVED AS TO FORM Steven W. Moore City Attorney 150 SECTION A. SCHEDULE 7 2013 LEVY LIMIT WORKSHEET COUNTY OF: YUMA TAX AUTHORITY: CITY OF YUMA Construction 2012 ACTUAL LEVY A.1 2012 MAXIMUM ALLOWABLE PRIMARY TAX LEVY LIMIT 10,586,967 A.2 LINE A.1 MULTIPLIED BY 1.02 EQUALS 10,798,706 SECTION B. 2013 NET ASSESSED VALUE OF ALL PROPERTY SUBJECT TO TAXATION IN 2012 B.1 CENTRALLY ASSESSED B.2 LOCALLY ASSESSED REAL 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. 29,489,537 479,352,176 32,113,844 540,955,557 5,409,556 2012 NET ASSESSED VALUES C.1 CENTRALLY ASSESSED C.2 LOCALLY ASSESSED REAL 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. 6,250,682 30,261,317 484,709,596 32,235,326 547,206,239 5,472,062 2013 LEVY LIMIT CALCULATION D.1 ENTER LINE A.2 10,798,706 D.2 ENTER LINE B.5 5,409,556 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 2013 ---- MAXIMUM ALLOWABLE LEVY LIMIT 10,923,330 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 1.9962 5,472,062 LINE D.5 MINUS LINE D.6 AND LINE D.7 EQUALS 2013 ALLOWABLE LEVY Proposed Tax Rate 2013 Levy 10,923,330 $ 151 1.7387 9,514,752 Glossary 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. 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. Fund: A fiscal and accounting entity with a selfbalancing set of accounts recording cash and other financial resources. 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 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. 152 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. Transfer: Movement of resources from one fund into another fund in which the resources are expended. For example, an interfund transfer would include the transfer of operating resources from the General Fund to the Capital Projects Fund, where long-term capital expenditures are recorded. Other examples include a transfer from the General Fund to the Solid Waste Fund, as user charges in Solid Waste are not sufficient to cover the cost of services and general revenues must be used (subsidy). Reappropriation (Rebudget): The inclusion of a balance from the prior year’s budget as part of the budget of the subsequent fiscal year. Reappropriation is common for encumbrances outstanding at the end of a fiscal year that a government intends to honor in the subsequent fiscal year. Reserved fund balance: The portion of a governmental fund’s net assets that is not available for appropriation. Undesignated Fund Balance: Funds remaining from prior year that are available for appropriation and expenditure in the current year. Revenue: Financial resources received from taxes, user charges and other levels of government. 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. 153 City of YUMA 154