City of Yuma Arizona Prepared and Presented By: Gregory K. Wilkinson City Administrator Ricky Rinehart Deputy City Administrator 2014-2015 Annual Budget Steven W. Moore City Attorney Lynda L. Bushong City Clerk Laurie L. Lineberry Community Development PRESENTED TO: Jay Simonton Utilities Jack McArthur, Chief Fire Department City Council James L. Hamersley Information Technology Douglas J. Nicholls, Mayor Cody T. Beeson, Deputy Mayor William Craft Gary Knight Leslie L. McClendon Edward C. Thomas Gary Wright James F. Coil, Judge Municipal Court Deborah Wendt 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 Cover Photo by Richard Power, City of Yuma Television Production & Operations Manager City of Yuma Annual Budget Fiscal Year 2014-2015 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 2012-2013 actual expenditures, 2013-2014 adjusted budget, 2013-2014 estimates, and the request for 2014-2015. 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 2014-2015. 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 contains the City’s Salary Schedule. Schedule 7 is the City’s Budget Resolution for 2015 while Schedule 8 provides the 2014 Maximum Tax Levy Worksheet. Finally, a Glossary is provided. City of YUMA 2014-2015 Annual Budget Table of Contents OVERVIEW City Administrator’s Message Mission Organization Chart Budget Process Financial Policies Revenues Funds Budget Overview Table City Profile DEPARTMENT INFORMATION 1 4 5 6 7 9 10 11 12 FUND INFORMATION General Fund Community Investment Trust Riverfront Redevelopment 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 Workmans’ Comp Fund 15 18 19 20 21 22 23 24 25 26 27 29 30 33 36 37 38 39 39 40 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 46 54 58 63 66 71 75 78 87 95 100 CAPITAL SPENDING & DEBT MANAGEMENT Capital Improvement Program Capital Improvement Project Summary Capital Budget Project Detail Debt Management Table of Outstanding Debt 105 108 109 111 113 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 – Salary Schedule Schedule 7 – Budget Resolution Schedule 8 – Maximum Tax Levy Glossary 117 123 137 138 140 154 155 157 158 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, 2013. This is the tenth 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 Organization Chart Budget Process Financial Policies Revenues Funds Budget Overview Table City Profile 1 4 5 6 7 9 10 11 12 CITY ADMINISTRATION One City Plaza 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 2014-15 Mayor and City Council, In accordance with the Yuma City Charter, I am transmitting the City Administrator’s city budget for Fiscal Year 2014-15. 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 continues to be limited especially in the area of roadway maintenance and construction. Again we continue to “live within our means,” without raising taxes. In previous years we had reduced some taxes and fees to assist in the local economic recovery and now those continue to remain flat. As housing construction has significantly improved we will work with the development community to assess what is needed in the community as the community is beginning to grow again. Continuing strict spending oversight, we are continuing to assess and implement cost saving measures and projects. We are moving along some projects that will help to spur our local economy and assist with job creation. Previous cost saving implementations such as recycling, photovoltaic panels, and electrical retrofits are paying off in monetary savings. We hope to increase savings with continued recycling education and looking at other areas where additional savings might be realized. Our approach over the last couple of years has put us in a position that allowed us to replace some ageing equipment but we still have issues with a large percentage of our vehicle fleet. With home construction permits doubling previous years, and several new residential developments opening up, we are seeing revenue increases and growth occurring again. Revenues continue to show a positive trend in the three percent range, but lag the increase to workloads in our departments. There are some limited new positions requested in this budget mainly in the public safety area and in other areas where we have seen an increased workload due to growth. 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 and recycling. We will continue to use prison crews and look at new areas of cost sharing and offsets through Public partnerships or Public-Private partnerships this next year. There continues to be a significant backlog on replacing our aging vehicle fleet due to lack of replacements over the last six years. Construction of two large solar arrays at Desert Dunes and Agua Viva for power purchase agreements will yield savings for the City for the next 20 – 25 years. We are trying to push forward additional similar projects in 2015. We will continue to make some minor structural changes in our organization as needed to gain the most efficiency. For 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. We were hopeful the state would return the HURF taken in the previous years since the state has run a surplus the last two years but that did not happen. A portion was reallocated for next year from a State Highway Fund which assists but with the continued shortfalls, no CIP projects will be funded out of HURF funds. We continue to frugally use remaining funds to take care of 1 the largest issues and continue to use slurry seal, with Road Tax funding, to hold the roads together until we can identify funds to rectify the issue. We are now in a position where alternative revenue sources are needed. The 2014-15 funding levels allow for realigning some pay ranges to assist in filling hard to fill positions and help with retention of personnel. A two year look at budget and revenue projections, provide the opportunity to spread the adjustment over the next two years. 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 and have been there when we needed them. Some new positions will assist to handle some of the workload increases that we have seen. This budget sets priorities in many areas and conservatively moves forward to continue to address issues created by new growth and by funding shortfalls from the last six years. Millions We have submitted an operating budget of $164 million and a capital budget of $36 million. This yields an all funds budget of $200 million in anticipated expenditures for the coming fiscal year. Please refer to the chart below for an overall breakdown of past, present, and proposed budget costs. 200 CIP 150 CAPITAL OUTLAY DEBT 100 MATERIALS 50 PERSONAL SERVICES 0 2013 ACTUAL 2014 BUDGET 2014 ESTIMATE 2012-2013 ACTUAL PERSONAL SERVICES $ MATERIALS AND SUPPLIES DEBT CAPITAL OUTLAY TOTAL OPERATIONAL CAPITAL IMPROVEMENTS TOTAL BUDGET $ 65,287,131 42,888,608 29,240,027 3,675,784 2013-2014 BUDGET $ 67,822,793 51,377,840 28,278,839 7,862,249 2015 REQUEST 2013-2014 ESTIMATE $ 67,342,538 45,698,203 29,246,384 3,930,659 2014-2015 REQUEST $ 72,849,038 56,572,755 28,416,023 6,352,320 Change 7.41% 10.11% 0.49% -19.20% 141,091,550 155,341,721 146,217,784 164,190,136 5.70% 11,999,584 33,795,383 12,870,449 36,302,200 7.42% 189,137,104 $ 159,088,233 200,492,336 6.00% 153,091,134 $ $ Observations for This Budget Every Department in the City continues to do their part to watch and 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 adds critical personnel where needed. Personnel The budget includes a realignment of employee pay ranges which will be spread over next two years. Over the next two years this will help to keep City wages within reach of the improving labor market in other cities and private employers, particularly in public safety. While not restoring our positions with the market, the implementation spread over two years will moderate adjustments and make up for the loss of income from increases in retirement and medical insurance costs. 2 A minimum number of new positions are also included in this budget and a couple positions were converted to full time. During the previous five fiscal years, we had reduced the number of full time funded positions through attrition by about 154 personnel or 17%. This budget funds an additional four Police Officers, partially offset with grant funding. Retirement costs on the Public Safety Side increased significantly and our medical insurance cost also went up by 3%. Effective July 1, 2014 the Affordable Health Care implementation will dictate that we keep part time employees limited to 28 hours per week as health care costs are unaffordable 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 Travel and Education budgets have been kept mainly flat with small increases in a few areas. 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 $1.8282. This rate will yield a tax levy of $9.6 million. If this rate is adopted, truth in taxation hearings will not be required. Based on a statutory formula, the City’s maximum allowable tax rate is $2.1409 per $100 of assessed value. We do not recommend, nor does the budget anticipate, any tax increases. Acknowledgements I wish to again acknowledge Finance Director Pat Wicks, Budget Manager Sharon Willoughby, CIP Administrator Czarina Gallegos, 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 in a great community and we are fortunate to have both. I am proud to lead this organization and we will continue to evaluate and adjust to the new economic picture. The Year Ahead The budget for FY 2014-15 is based on our new model and revenue with the new economic times. Overall we see continued slow growth and we are hopeful we can start to see a more stable economic pattern emerging. Previous drops in property valuations are hopefully behind us and we see continued recovery for the next fiscal year. Residential permits are significantly up to the point of where additional staffing is required. Our employees have carried us through the last few lean years by covering the workload from positions that were not refilled. This budget allows for filling a few of those vacant positions. Hopefully the recovery trend will continue to solidify. 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. 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 3 Our Mission The Yuma City Government exists to provide a forum for public discussion and decision-making. We are committed to deliver quality public services and to advance the social and economic well being of our present and future citizens. 4 CITIZENS OF YUMA MAYOR and COUNCIL MUNICIPAL COURT City of YUMA DEPUTY CITY ADMINISTRATOR CITY ADMINISTRATOR CITY ADMINISTRATION PARKS & RECREATION CITY ATTORNEY Administration Parks/Mall Maintenance General Counsel Community Relations Litigation Prosecution Risk Management Recreation Heritage Area Parks Development City Clerk Civic Center Baseball Complex Economic Development Arts and Culture HUMAN RESOURCES Facilities Maintenance Golf Courses Human Resources POLICE DEPARTMENT FINANCE Administration and Budget Accounting Customer Service COMMUNITY DEVELOPMENT Field Services Administration Support Services Building Safety Neighborhood Services FIRE DEPARTMENT Purchasing Community Planning Professional Services INFORMATION TECHNOLOGY SERVICES Operations PUBLIC WORKS Community Risk Reduction Business Application And Support Fleet Services Telecommunications And Support Streets/Solid Waste Special Operations Engineering UTILITIES Utility Treatment Utility Systems 5 BUDGET PROCESS FLOWCHART OCTOBER JANUARY Submit Dept. Operating Requests MARCH Review Operating Requests JUNE Develop Annual Dept. Budgets 6 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 April 29 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 14 City Administrator submits Preliminary Budget to Council NA NA June 3 Preliminary Budget adoption NA NA June 4 On or before first of July NA June 4 NA Once a week for two consecutive weeks following preliminary budget adoption June 12 & June 18 NA Before final budget adoption June 18 N/A No later than second Monday in August June 18 No later than the third Monday in August No sooner than seven days following final budget adoption and no later than the third Monday in August July 2 Action Required City Administrator submits Preliminary Ten-Year CIP to Council CIP Public Hearing Statutory Limitations The primary property tax levy is limited by state law to a two percent increase over the previous year’s maximum levy with adjustments for growth and annexation. Secondary taxes, if implemented, are tied to the annual debt services requirements of voterapproved general obligation bonds. Primary tax levy limits are established by the Property Tax Oversight Commission. CIP program adoption The Arizona Constitution mandates an expenditure limitation on the amount the City can appropriate each fiscal year. Final budget adoption Arizona’s Constitution contains limitations on bonded debt. Please refer the debt limitation discussion in the Capital Spending and Debt Management section for a review of these limitations. Property Tax Levy adoption Publish summary of budget and Notice of Public Hearing prior to final budget adoption Truth-In-Taxation Public Hearing; Public hearing for budget 7 Basis of Accounting The City prepares its annual budget and financial report using the modified accrual basis of accounting for both governmental and proprietary funds in accordance with generally accepted accounting principles (GAAP). There are differences between the basis of budgeting and the basis of accounting that are outlined below.  Depreciation is not budgeted.  Capital purchases of proprietary funds are budgeted as expenditures.  Debt service payments of proprietary funds are budgeted as expenditures. Proceeds of long-term debt are budgeted as revenue-like ‘Other Financing Sources.’  For all funds, compensated absences expenditures are not recorded as earned; instead, all continuing positions are budgeted at 100% annually. Any differences relating to use of general or other accruable leave is immaterial. Budget Amendments  Budget transfers between funds require City Council approval.  The City Administrator is authorized to make transfers between departments (within the same fund).  Budgetary transfer authority within department non-personnel line items in the same fund is delegated to the department director.  Budget transfers are initiated internally from the department with final review and processing performed by the Finance Department. Operating Budget Preparation  Current operating costs must be less than or equal to current revenues.  Ending projected General Fund undesignated fund balance to be maintained at a minimum of 20% of that year’s revenues. All other operating funds will be budgeted to retain sufficient fund balance for cash flow needs for the beginning of the following year. An exception: 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.  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 not budgeted this year.  The City’s capitalization policy is for items that have a life of at least two years and a minimum cost of $5,000. 8 Service Delivery – our primary mission City services are delivered by department units. Please refer to the department section of this document for a review of the departments’ missions, accomplishments and goals. 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. 9 Funds – Governments separate the accounting of revenue sources because of internal or external requirements and restrictions. For instance: –The city can’t use gas taxes to pay for police services (specific statutory limitations) –The city can’t use public safety taxes to build streets (ballot language creating the tax and its use) For these reasons, the city follows rules promulgated by the Governmental Accounting Standards Board and uses fund accounting to record and report its financial transactions. Each fund is a self-balancing set of accounts used to track the activity of a specific revenue or series of revenues. Fund types that involve service delivery include the General Fund, Special Revenue Funds and Enterprise Funds. These three fund types account for most of the city’s service delivery. The General Fund is the largest fund and accounts for most primary services. Special Revenue Funds account for the proceeds of special revenue sources, taxes, charges or grants that are used to finance projects or activities as required by law or contractual agreements. Enterprise funds are used for those activities designated by council to operate on a self-funding basis, using accounting methods similar to business enterprises. The intent of an Enterprise Fund is to earn sufficient profit to insure the fund’s continued existence without reliance on general tax revenues. Other fund types used are Debt Service, Capital Projects and Internal Service Funds. These funds account for transactions not related to service delivery. Instead, they account for the financing, construction and interdepartment services of the city. How It All Works – This chart shows the interaction of revenues and how they are recorded within the major operating funds and how the related departments expend those revenues in service delivery. Typical of the General Fund is the receipt of a number of different types of revenues, whether they are local or shared. Most departments in the city provide general services, which are paid through the General Fund. Thus, the revenue is “matched” with the expenditure or service provision. Moreover, departments may cover services that are recorded in funds other than the General Fund. These “special revenues” must be segregated from other revenues, because of legislative, regulatory or council requirements. In providing services through these special funds, expenditures are recorded in Special Revenue Funds, again to match the expenditure against its revenue. In this manner, a given department, while a contiguous unit for management purposes, can expend various types of monies when providing certain services upon which the revenue is based. For example, as you can see in the chart at right under the Expenditure Section, the Parks Department provides services through the General Fund for parks maintenance and general recreation; through the Special Revenue Funds S h a r e d L o c a l D e p t s 10 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 Sum m aryFund Group Fiscal Year 2014-2015 Balance, July 1 Special Capital Debt Internal 2014-2015 2013-2014 General Revenue Projects Service Enterprise Service Total Estimate 2012-2013 Actual $ 16,535,621 $ 11,869,826 $ 12,087,812 $ 544,045 $ 39,931,380 $ 17,205,789 $ 98,174,473 $106,056,245 $ 104,562,178 Sources: Revenues Property Taxes Sales Taxes Franchise taxes 9,862,828 110,000 - - - - 9,972,828 9,610,000 9,614,674 20,219,000 19,076,386 - - - - 39,295,386 37,830,079 37,371,588 - - - - 3,312,200 3,312,200 3,295,467 2,047,382 3,312,200 - Building Permits, Zoning and Development Fees State Sales Taxes State Revenue Sharing Vehicle License Tax 1,964,300 - - - - - 1,964,300 2,032,635 8,191,891 - - - - - 8,191,891 7,785,354 7,600,328 10,974,310 - - - - - 10,974,310 9,656,746 9,506,288 3,429,614 - State Gasoline Tax - Lottery Tax - Grants - 11,763,020 4,010,400 142,350 Charges for Services 6,291,329 - - - - - 3,429,614 3,149,580 2,948,529 - - - - 6,291,329 5,862,195 5,862,202 - - - - - 2,959,534 3,305,950 - 45,994,278 3,694,320 - - - 14,722,554 6,089,410 6,406,603 57,147,298 55,185,417 58,426,303 Fines, Fees, Interest and Other Total Revenues Transfers In Long-Term Debt Proceeds Total Sources 1,750,830 602,696 8,545,100 382,355 1,371,140 5,230,048 17,882,169 10,692,845 11,506,215 63,715,373 37,985,781 11,851,050 382,355 50,324,952 8,924,368 173,183,879 151,206,461 154,585,579 125,780 100,605 - 12,256,223 1,144,391 - 13,626,999 14,197,540 12,922,526 - - - - 17,653,100 - 186,810,878 165,404,001 167,508,105 24,111,549 - 11,851,050 - - 63,841,153 38,086,386 12,638,578 51,469,343 Police 24,570,949 3,737,964 - - - Fire 13,754,383 3,084,242 - - - 437,063 8,644,400 - - 8,924,368 Uses: Expenditures Public Works Utilities - - - - Engineering - - - - Parks and Recreation 8,195,960 8,195,960 - - Community Development 3,154,209 1,337,664 - - 28,308,913 25,775,896 1,255,000 - 18,093,625 14,506,893 15,509,516 2,995,615 3,958,658 16,035,736 16,139,162 13,156,532 20,756,871 45,000 21,301,871 19,098,099 17,767,715 - - 2,650,306 23,132,880 14,609,964 13,131,444 4,491,873 4,160,253 2,605,963 2,667,131 66,000 - Administrative Mayor and Council - - - - 222,532 256,598 236,958 Municipal Court 1,492,143 155,466 - - - 1,647,609 1,551,342 1,476,031 City Administration 3,016,029 2,564,809 - - - City Attorney 1,427,311 - - - - Information Technology 2,575,843 22,000 - - Finance 1,830,748 - - - - Human Resources General Government Capital Labor Intracity Cost Allocation Debt Service 222,532 984,734 1,977,619 147,000 7,863,162 7,575,697 6,418,150 1,830,748 1,728,210 1,651,469 - - - 317,949 248,527 5,631,891 - - (3,361,079) 837,455 - 2,522,937 687 - - - 7,373,900 20,041,200 63,214,387 33,584,117 20,041,200 Balance, June 30 6,020,957 2,006,576 451,191 867,197 Total Expenditures Total Uses 3,052,130 2,045,235 4,913,562 - Capital Improvements Transfers Out 5,118,319 5,580,838 617,924 - 12,638,578 15,777,445 - 8,887,100 12,638,578 59,291,894 - 11,722,160 984,734 940,303 859,605 11,314,593 1,115,724 4,655,445 914,832 3,139,723 1,137,897 - - 90 28,416,023 29,246,384 29,240,404 36,302,200 12,870,449 11,999,584 200,492,336 159,088,233 153,091,512 4,369,885 8,703,784 108,939 444,391 13,626,999 14,197,540 12,922,526 67,584,272 42,287,901 20,041,200 12,638,578 59,400,833 12,166,551 214,119,335 173,285,773 166,014,038 $ 12,792,502 $ 7,668,311 $ 3,897,662 $ 544,045 $ 31,999,890 $ 13,963,606 $ 70,866,016 $ 98,174,473 $ 106,056,245 The Fund Information section explores the city’s funds in detail. 11 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. 12 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 2000 Primary Assessed Valuation 91% $253,318,190 (46.7 % of County) 2014 Primary Assessed Valuation (47.3 % of County) $525,837,808 2000 Yuma County Primary Assessed Valuation $543,102,591 2014 Yuma County Primary Assessed Valuation $1,112,447,688 # 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 # of School Districts 3 (Crane Elementary; Yuma Elementary; Yuma Union High School) # 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 4 (Arizona Western College; Northern Arizona University – Yuma; Southern Illinois University; University of Phoenix) # of Colleges/Universities % of households over $100,000 income Average 12.7% Average Median Home Sales Price (City of Yuma) $159,600 13 City of YUMA 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 Workmans’ Comp Fund 39 39 40 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 an anticipated 4% increase in sales taxes. 25 Interest/Misc 1% 20 Fines 2% Licenses/ Permits 4% Charges 7% Vehicle Tax 5% 15 Property Tax 15% Income Tax 17% 10 Franchises 5% 5 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 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 2014 (fiscal year 2014-2015), the city’s assessed value for the same property declined for the fourth time. Because of this decline, the maximum tax rate would increase to $2.1409. However, a 15 rate of $1.8281, while higher than 2013, 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 2014, state sales tax is projected to increase 2.4% from 2013 collections and 2015 collections increasing 5% over 2014 collections. 2006 2007 2008 2009 2010 2011 2012 2013 2014 estimated 2015 budgeted Ten-year History of General Fund - Major Revenues State Sales Income Tax City Sales Prop Tax 8,292,930 8,133,573 19,087,873 6,699,038 8,599,222 10,080,307 20,519,460 7,320,954 8,183,389 12,518,210 20,479,636 7,890,155 7,105,464 13,355,611 18,961,775 8,402,118 6,553,752 11,530,338 17,461,629 9,256,623 6,856,996 8,692,400 17,635,454 9,429,548 7,272,049 7,854,670 18,470,938 9,640,017 7,600,328 9,506,288 19,248,864 9,143,721 7,785,354 9,656,746 19,441,347 9,250,000 8,191,891 10,974,310 20,219,000 9,612,828 Vehicle Lic 3,391,236 3,391,000 3,518,856 3,445,486 3,302,485 3,250,436 3,108,562 2,948,529 3,149,580 3,429,614 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 13% is projected for next year. (Please note that collections during fiscal 2014 were lower than anticipated as the US Census Bureau announced an error in their count of Yuma’s population which caused current and one prior year amounts to be restated.) Because the amount to be distributed is based upon actual tax collections from a previous fiscal year, the state provides a near-exact figure for projection purposes. Vehicle license tax: Of the license taxes paid at new or renewal vehicle registrations statewide, 25% is shared with cities and distributed on same basis as sales tax. Again, it is unrestricted other than to municipal purposes. With collections of this tax performed by the state, historical trends 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 19% Fire 22% Municipal Court 2% Community Development 5% Parks 13% Police 39% General revenues not only support the services provided by the departments listed, but, as shown in the fund recap on the next page, help pay a portion of the city’s debt service (attributable to General Fund services) and a portion of the cost of maintaining the Mall Maintenance Fund. 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 PARKS AND RECREATION POLICE DEPARTMENT FIRE DEPARTMENT CAPITAL PROJECTS LABOR INTRACITY COST ALLOCATION 2012-2013 2013-2014 2013-2014 2014-2015 Actual Budget Estimate Budget $ 236,958 $ 216,812 $ 256,598 $ 222,532 1,426,860 1,506,372 1,550,550 1,492,143 3,222,646 3,233,771 2,933,982 2,890,249 1,208,153 1,326,325 1,310,971 1,427,311 2,634,578 2,666,861 2,539,072 2,575,843 1,651,469 1,881,952 1,728,210 1,830,748 859,605 932,541 940,303 984,734 1,423,443 1,881,543 2,096,025 4,913,562 2,604,655 2,960,317 2,941,386 3,154,209 387,191 402,563 344,600 437,063 7,611,457 7,836,862 7,591,422 8,195,960 22,014,454 23,175,865 23,476,740 24,570,949 14,172,296 13,561,431 13,907,279 13,754,383 81,831 (2,882,833) (3,352,638) (3,352,638) (3,361,079) $ 56,652,763 $ 17 58,230,577 $ 58,264,500 $ 63,088,607 GENERAL FUND Unassigned Fund Balance July 1, Sources: Estimated Revenues Transfers In: District 67 Fund Total Transfers In Total Sources Uses: Expenditures Personnel Operating Capital Outlay Capital Improvements Transfers Out: Yuma Mall Maintenance Fund Radio Communication Fund Debt Service Fund Total Transfers Out Total Uses Unassigned Fund Balance June 30, 2012-2013 ACTUAL 16,659,904 2013-2014 BUDGET 13,921,351 2013-2014 ESTIMATE 17,956,780 2014-2015 REQUEST 17,009,951 61,190,850 61,113,268 60,912,678 63,715,373 61,190,850 61,113,268 539,110 539,110 61,451,788 63,715,373 46,923,228 9,572,777 156,758 - 48,151,502 10,043,311 35,764 - 48,492,237 9,706,270 65,993 - 51,760,161 11,298,446 30,000 - 22,073 - 108,910 - 92,602 137,735 100,605 - 3,219,138 4,269,279 3,903,780 4,269,280 3,241,211 59,893,974 17,956,780 4,378,189 62,608,766 12,425,853 4,134,117 62,398,617 17,009,951 4,369,885 67,458,492 13,266,832 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. Generally 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. However, 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, 2012-2013 ACTUAL 88,114 2013-2014 BUDGET 50,048 2013-2014 ESTIMATE 50,172 2014-2015 REQUEST 50,172 374 374 - - - 38,316 38,316 50,172 50,048 50,172 50,172 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 with FY15 being the final year of this agreement. 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, 2012-2013 ACTUAL - 2013-2014 BUDGET 14,608 503,084 503,084 503,084 503,084 503,084 - 19 2013-2014 ESTIMATE - 2014-2015 BUDGET 14,608 557,323 557,323 557,323 571,931 571,931 571,931 125,780 125,780 125,780 557,323 557,323 14,608 557,323 557,323 14,608 125,780 125,780 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 Series2 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Series1 7,816,920 8,137,895 8,144,883 7,029,312 6,626,021 6,503,527 5,700,428 5,862,202 5,862,195 6,291,329 HURF Fund Expenditures by Division General Government Curbs, Gutters, Sidewalks Code Enforcement Storm Drain Maintenance Street Lighting Street Maintenance Street Sweeping Retention Basin Maintenance Traffic Signs and Striping 2012-2013 Actual $ $ 333,504 85,038 335,211 881,065 2,655,764 418,743 882,947 426,469 6,018,741 2013-2014 Budget $ $ 379,926 81,052 380,530 835,200 3,039,620 412,246 1,073,296 443,568 6,645,438 2013-2014 Estimate $ $ 352,514 64,028 369,198 838,420 2,874,755 410,682 1,043,386 395,600 6,348,583 2014-2015 Budget $ 67,112 380,866 114,334 376,994 837,788 2,222,134 407,585 1,059,100 337,855 $ 5,803,768 The Public Works Department records operational expenditures in this fund for those maintenance efforts. Transfers are made to the Debt Service fund for debt related to capital assets constructed to benefit streets, including a portion of the Public Works building. 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: Estimated Revenues Transfers In: Capital Improvement Fund Total Transfers In Total Sources Uses: Expenditures Personnel Operating Capital Outlay Transfers Out: Debt Service Fund Radio Communication Fund Total Transfers Out Total Uses Unassigned Fund Balance June 30, 2012-2013 ACTUAL 733,232 2013-2014 BUDGET 711,568 2013-2014 ESTIMATE 423,621 2014-2015 REQUEST (153,141) 5,942,977 6,442,000 5,873,195 6,302,329 5,942,977 6,442,000 5,873,195 6,302,329 2,194,585 3,824,156 - 2,377,081 4,268,357 - 2,125,865 4,222,718 - 2,404,423 3,399,345 - 101,597 132,250 233,847 6,252,588 423,621 102,868 102,868 6,748,306 405,262 101,374 101,374 6,449,957 (153,141) 102,868 102,868 5,906,636 242,552 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, 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 LTAF 427,720 425,847 423,054 394,161 426,236 75,764 - 2012-2013 ACTUAL 143 2013-2014 BUDGET 143 2013-2014 ESTIMATE 143 2014-2015 REQUEST 143 - - - - 143 143 143 143 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 2006 Road Tax 9,134,900 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 Debt Service Fund Total Transfers Out Total Uses Unassigned Fund Balance June 30, 2007 2008 2009 10,334,458 10,238,075 9,479,279 2010 2011 8,729,327 8,816,222 2012 2013 9,233,899 9,622,796 2014 2015 9,719,017 10,107,778 2012-2013 ACTUAL 4,571,437 2013-2014 BUDGET 5,630,380 2013-2014 ESTIMATE 6,169,642 2014-2015 REQUEST 7,102,836 10,060,374 10,312,033 10,136,870 10,525,631 10,060,374 10,312,033 10,136,870 10,525,631 1,838,988 941,542 121,988 749,181 2,331,614 1,294,528 100,500 3,568,651 1,896,755 1,170,805 125,500 1,194,107 2,325,394 1,646,286 67,000 4,022,000 25,162 4,785,308 4,810,470 8,462,169 6,169,642 25,084 4,804,824 4,829,908 12,125,201 3,817,212 25,084 4,791,425 4,816,509 9,203,676 7,102,836 4,804,824 4,804,824 12,865,504 4,762,963 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 2015. 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 - 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 3,815,628 4,132,390 4,093,834 3,790,422 3,490,540 3,525,292 3,692,304 3,847,810 3,886,282 4,041,733 For 2015, 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 FY15. 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, 2012-2013 ACTUAL 1,578,236 2013-2014 BUDGET 744,007 2013-2014 ESTIMATE 612,607 2014-2015 REQUEST 50,425 3,857,498 3,961,000 3,927,125 3,857,498 3,961,000 3,927,125 4,082,526 4,082,526 68,169 756,298 1,056,109 - 7,051 1,154,219 500,000 - 15,295 1,120,799 400,000 - 7,126 1,153,616 - 2,942,551 2,942,551 4,823,127 612,607 2,970,312 2,970,312 4,631,582 73,425 2,953,213 2,953,213 4,489,307 50,425 2,970,312 2,970,312 4,131,054 1,897 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 FY15 is projected at 3% increase over estimated FY14 collections. 5.50 5.00 4.50 Two Percent Tax 4.00 3.50 3.00 2.50 2.00 1.50 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 3,866,902 4,231,989 4,424,339 4,358,638 4,253,060 4,425,556 4,665,216 4,652,118 4,783,433 4,926,875 TWO PERCENT TAX FUND Unassigned Fund Balance July 1, Sources: Estimated Revenues 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, 2012-2013 ACTUAL 5,750,713 2013-2014 BUDGET 5,337,816 2013-2014 ESTIMATE 6,492,977 2014-2015 REQUEST 4,869,563 5,182,449 5,182,449 4,884,257 4,884,257 5,054,933 5,054,933 5,198,375 5,198,375 1,475,628 1,962,462 499,011 1,606,316 2,646,792 89,500 1,654,495 1,579,108 2,428,257 94,500 1,404,551 2,070,692 2,561,210 1,949,500 503,084 503,084 4,440,185 6,492,977 557,323 600,000 1,157,323 7,154,426 3,067,647 571,931 600,000 1,171,931 6,678,347 4,869,563 125,780 700,000 825,780 7,407,182 2,660,756 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 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Levy 101,821 113,345 105,390 154,174 117,794 170,807 142,151 119,403 110,000 110,000 Rate 4.7747 4.7747 4.7747 4.7747 4.7747 4.7747 2.7927 2.7927 3.2986 3.7145 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. 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, 2012-2013 ACTUAL 70,186 2013-2014 BUDGET 2013-2014 ESTIMATE 2014-2015 REQUEST - - - 126,229 103,900 113,900 113,900 22,073 22,073 148,302 108,910 108,910 212,810 92,602 92,602 206,502 100,605 100,605 214,505 83,994 134,494 218,488 - 89,955 122,855 212,810 - 91,383 115,119 206,502 - 95,615 118,890 214,505 - 25 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 Total Sources Uses: Expenditures Personnel Operating Capital Outlay Capital Improvements Total Uses Unassigned Fund Balance June 30, 2012-2013 ACTUAL 2013-2014 BUDGET 2013-2014 ESTIMATE 2014-2015 REQUEST - - - - 4,712,977 4,712,977 11,895,794 11,895,794 2,746,968 2,746,968 11,741,020 11,741,020 1,496,936 2,228,275 330,514 657,252 4,712,977 - 1,252,125 6,199,556 36,000 4,408,113 11,895,794 - 1,392,566 1,245,152 109,250 2,746,968 - 1,240,187 8,914,083 184,350 1,402,400 11,741,020 - 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. 2012-2013 2013-2014 2013-2014 2014-2015 DEBT SERVICE FUNDS ACTUAL BUDGET ESTIMATE REQUEST Unassigned Fund Balance July 1, Sources: Estimated Revenues 40 Bond Proceeds Transfers In: General Fund 3,219,138 4,269,279 3,903,780 4,269,280 Highway Users Revenue Fund 101,597 102,868 101,374 102,868 Road Tax Fund 4,785,308 4,804,824 4,791,425 4,804,824 Solid Waste Fund 21,017 21,280 20,971 21,280 Capital Project Fund 1,057,574 365,116 Water Fund 62,469 63,251 62,332 63,251 Wastewater Fund 24,107 24,408 24,054 24,408 Public Safety Tax 2,942,551 2,970,312 2,953,213 2,970,312 Total Transfers In 12,213,761 12,256,222 12,222,265 12,256,223 Total Sources 12,213,801 12,256,222 12,222,265 12,256,223 Uses: Expenditures Debt Service 12,213,801 12,222,265 12,222,265 12,256,223 Total Uses 12,213,801 12,222,265 12,222,265 12,256,223 Unassigned Fund Balance June 30, 33,957 - 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 Transfers Out: General Fund Total Transfers Out Total Uses Unassigned Fund Balance June 30, 2012-2013 ACTUAL 537,805 2013-2014 BUDGET 500,158 2013-2014 ESTIMATE 537,805 2014-2015 REQUEST 929,227 2,545 934,983 - 25,162 7,946 33,108 962,335 25,084 8,813 33,897 36,442 25,084 8,813 33,897 968,880 - 962,335 - 967,575 - 962,335 537,805 536,600 539,110 539,110 1,506,685 - - - 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, 2012-2013 ACTUAL 4,935 2013-2014 BUDGET 4,334 2013-2014 ESTIMATE 4,935 2014-2015 REQUEST 4,935 378,962 382,970 385,515 382,355 378,962 382,970 385,515 382,355 378,962 378,962 4,935 385,515 385,515 1,789 385,515 385,515 4,935 382,355 382,355 4,935 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: Capital Outlay Capital Improvements Transfers Out: Debt Service Fund Total Transfers Out Total Uses Unassigned Fund Balance June 30, 2012-2013 ACTUAL 22,469,607 2013-2014 BUDGET 16,710,692 2013-2014 ESTIMATE 15,484,903 2014-2015 REQUEST 12,087,812 2,297,211 2,297,211 10,766,899 10,766,899 2,170,661 2,170,661 11,851,050 11,851,050 8,224,341 10,533,824 5,202,636 20,041,200 1,057,574 1,057,574 9,281,915 15,484,903 10,533,824 16,943,767 365,116 365,116 5,567,752 12,087,812 20,041,200 3,897,662 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 2015 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 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006 - 5.0 2006 2007 10.0 2008 2009 15.0 2010 2011 20.0 2012 2013 25.0 2014 2015 Water Sales 15,269,912 18,072,019 21,420,922 22,866,202 22,054,773 21,995,910 20,936,133 20,855,574 20,492,390 20,492,390 Capacity 2,455,133 2,206,942 2,611,726 2,323,817 1,413,426 982,491 794,772 1,694,288 1,698,500 1,698,500 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, 2012-2013 ACTUAL 5,144,348 2013-2014 BUDGET 6,562,299 2013-2014 ESTIMATE 5,538,496 2014-2015 REQUEST 5,021,177 21,700,971 21,700,971 21,240,380 21,240,380 21,278,584 21,278,584 21,233,084 21,233,084 4,666,329 6,111,198 109,333 10,338,160 11,459 4,811,386 7,522,615 26,500 10,319,667 85,000 4,695,973 6,687,461 5,500 10,319,637 25,000 5,040,249 7,452,635 40,500 7,717,787 695,000 7,875 62,469 70,344 21,306,823 5,538,496 63,251 63,251 22,828,419 4,974,260 62,332 62,332 21,795,903 5,021,177 63,251 63,251 21,009,422 5,244,839 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, 2012-2013 ACTUAL 188,575 2013-2014 BUDGET 161,076 2013-2014 ESTIMATE 160,366 2014-2015 REQUEST 104,076 2,993 2,993 2,700 2,700 500 500 500 500 16,543 14,659 31,202 160,366 14,132 66,370 80,502 83,274 5,140 51,650 56,790 104,076 66,370 66,370 38,206 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 Total Sources Uses: Expenditures Debt Service Capital Improvements Total Uses Unrestricted Fund Balance June 30, 2012-2013 ACTUAL 796,995 2013-2014 BUDGET 1,998,496 2013-2014 ESTIMATE 2,491,529 2014-2015 REQUEST 4,191,029 1,694,534 1,694,534 1,001,500 1,001,500 1,699,500 1,699,500 1,699,500 1,699,500 2,491,529 2,999,996 4,191,029 2,420,082 2,420,082 3,470,447 2012-2013 ACTUAL 145,655 2013-2014 BUDGET 241,086 2013-2014 ESTIMATE 256,495 2014-2015 REQUEST 358,645 110,840 110,840 74,800 74,800 102,150 102,150 100,550 100,550 256,495 315,886 358,645 259,176 259,176 200,019 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, 2012-2013 ACTUAL 11,008,546 2013-2014 BUDGET 9,196,721 2013-2014 ESTIMATE 9,795,062 2014-2015 REQUEST 6,111,545 2,168 2,168 - 2,860 2,860 1,500 1,500 1,215,652 1,215,652 9,795,062 4,585,300 4,585,300 4,611,421 3,686,377 3,686,377 6,111,545 4,223,100 4,223,100 1,889,945 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 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 the city limits, 5,107,062 3,641,725 2,990,961 4,698,758 1,690,034 5,102,855 7,731,967 4,112,435 2,248,000 2,248,000 Cap are not served Wst wt r Rev 9,303,980 10,431,405 13,127,920 13,366,037 13,702,575 14,880,860 14,501,799 14,653,507 14,168,000 14,168,000 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, 2012-2013 ACTUAL 4,261,001 2013-2014 BUDGET 11,362,363 2013-2014 ESTIMATE 7,842,415 2014-2015 REQUEST 9,805,298 14,715,303 14,715,303 14,403,680 14,403,680 14,198,070 14,198,070 14,200,380 14,200,380 3,292,901 5,201,079 9,914 2,361,704 231,363 3,649,235 6,233,351 235,000 2,366,336 1,143,000 3,462,711 5,530,979 235,000 2,366,336 607,294 3,937,661 6,256,247 235,000 2,395,344 2,721,500 4,875 7,946 24,107 36,928 11,133,889 7,842,415 8,813 24,408 33,221 13,660,143 12,105,900 8,813 24,054 32,867 12,235,187 9,805,298 24,408 24,408 15,570,160 8,435,518 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, 2012-2013 ACTUAL 9,157,417 2013-2014 BUDGET 9,889,997 2013-2014 ESTIMATE 10,492,858 2014-2015 REQUEST 9,975,438 4,120,901 193,068 4,313,969 3,268,000 193,068 3,461,068 2,268,000 193,068 2,461,068 2,268,000 193,068 2,461,068 2,978,528 2,978,528 10,492,858 2,978,488 2,978,488 10,372,577 2,978,488 2,978,488 9,975,438 2,978,488 2,978,488 9,458,018 2012-2013 ACTUAL 357,591 2013-2014 BUDGET 288,886 2013-2014 ESTIMATE 322,417 2014-2015 REQUEST 288,706 164,431 164,431 130,900 130,900 165,925 165,925 165,925 165,925 193,068 6,537 199,605 322,417 193,068 6,568 199,636 220,150 193,068 6,568 199,636 288,706 193,068 6,568 199,636 254,995 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, 2012-2013 ACTUAL 903,360 2013-2014 BUDGET 905,159 2013-2014 ESTIMATE 904,121 2014-2015 REQUEST 911,234 761 761 1,000 1,000 7,113 7,113 1,500 1,500 904,121 906,159 911,234 912,734 2012-2013 ACTUAL 142,320 2013-2014 BUDGET 142,620 2013-2014 ESTIMATE 142,440 2014-2015 REQUEST 142,940 120 120 300 300 500 500 500 500 142,440 142,920 142,940 143,440 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, 2012-2013 ACTUAL 1,557,637 2013-2014 BUDGET 1,085,366 2013-2014 ESTIMATE 1,251,361 2014-2015 REQUEST 1,247,500 343 343 - 350 350 - 306,619 306,619 1,251,361 68,000 68,000 1,017,366 4,211 4,211 1,247,500 1,247,500 1,247,500 - 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, 2012-2013 ACTUAL 988,774 2013-2014 BUDGET 693,143 2013-2014 ESTIMATE 1,015,005 2014-2015 REQUEST 870,158 3,408,358 13,164,518 5,021,574 5,237,357 132,250 4,750 7,875 4,875 750 150,500 3,558,858 13,164,518 137,735 137,735 5,159,309 5,237,357 361,729 2,760,507 410,391 3,532,627 1,015,005 433,538 2,554,961 2,790,798 7,749,000 13,528,297 329,364 383,155 3,580,439 594,289 746,273 5,304,156 870,158 528,275 4,036,789 863,470 5,428,534 678,981 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 Total Sources Uses: Expenditures Personnel Operating Capital Outlay Transfers Out: Debt Service Fund Radio Communication Fund Total Transfers Out Total Uses Unrestricted Fund Balance June 30, 1.0 0.5 - 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Fees 1,970,676 1,480,642 1,790,356 1,807,094 1,869,927 3,146,724 3,266,06 3,278,104 3,141,000 3,141,000 Transf er 1,172,436 1,877,405 1,939,565 1,345,700 1,193,998 2012-2013 ACTUAL 1,044,687 2013-2014 BUDGET 872,925 2013-2014 ESTIMATE 1,172,822 2014-2015 REQUEST 1,279,976 3,308,362 3,308,362 3,055,600 3,055,600 3,187,500 3,187,500 3,189,500 3,189,500 793,394 2,361,066 - 818,207 2,409,309 - 808,864 2,250,511 - 867,218 2,322,833 - 21,017 4,750 25,767 3,180,227 1,172,822 21,280 21,280 3,248,796 679,729 20,971 20,971 3,080,346 1,279,976 21,280 21,280 3,211,331 1,258,145 37 DESERT HILLS GOLF COURSE FUND The Parks and Recreation Department operates the Desert Hills Golf Course, Desert Hills Par 3 and The Hills restaurant. The Two Percent Tax was used to construct the course and later to reconstruct the main clubhouse, through debt service. The tax has also been used to subsidize course operations from time to time, but Council has long intended that golf revenues wholly support these operations. To this end, the transfer from the tax has been reduced over the years. The tax transfer for debt service related to the clubhouse reconstruction ended in fiscal 2010. In FY12 and FY14, new transfers from the Two Percent Tax fund were used to fund capital project improvements to the golf courses and their clubhouses. For FY 15, an additional transfer is budgeted to support operations. Expectations of an improving economy apply to demand for golf activities as well, reducing the need for future tax transfers as envisioned by Council. Desert Hills Golf Course Revenues and 2% Tax Transfer 3.0 2.5 2.0 1.5 1.0 0.5 2% Transfer 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 231,532 231,334 230,725 234,659 232,313 - 169,982 - 600,000 700,000 DHGC Revenues 2,302,607 2,290,765 2,235,772 2,452,104 2,036,641 2,018,015 2,215,638 2,157,968 2,194,651 2,248,656 DESERT HILLS GOLF COURSE FUND Unrestricted Fund Balance July 1, Sources: Estimated Revenues Transfers In: Two Percent Tax Fund Equipment Replacement Fund Total Transfers In Total Sources Uses: Expenditures Personnel Operating Capital Outlay Capital Improvements Total Uses Unrestricted Fund Balance June 30, 2012-2013 ACTUAL 477,395 2013-2014 BUDGET 240,783 2013-2014 ESTIMATE 239,500 2,157,968 2,254,426 2,194,651 2,248,656 2,157,968 600,000 600,000 2,854,426 600,000 600,000 2,794,651 700,000 444,391 1,144,391 3,393,047 970,964 1,320,193 104,706 2,395,863 239,500 1,093,767 1,985,022 3,078,789 16,420 1,353,389 2,057,104 3,410,493 (376,342) 1,424,230 1,577,871 3,002,101 14,604 38 2014-2015 REQUEST (376,342) 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 Total Sources Uses: Expenditures Operating Capital Outlay Transfers Out: Desert Hills Golf Course Fund Total Transfers Out Total Uses Unrestricted Fund Balance June 30, 2012-2013 ACTUAL 15,750,050 2013-2014 BUDGET 16,003,312 2013-2014 ESTIMATE 15,780,173 2014-2015 REQUEST 15,338,003 1,373,283 1,373,283 1,882,647 1,882,647 1,865,801 1,865,801 1,686,977 1,686,977 (105,602) 1,448,762 7,344 4,048,187 7,344 2,300,627 687 4,932,000 4,055,531 13,830,428 2,307,971 15,338,003 444,391 444,391 5,377,078 11,647,902 1,343,160 15,780,173 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, 2012-2013 ACTUAL 26,655 2013-2014 BUDGET 347,626 3,714,724 3,714,724 3,625,773 3,625,773 3,553,023 3,553,023 3,695,420 3,695,420 1,029,431 2,796,705 32,015 1,113,424 2,601,839 - 968,521 2,545,845 - 1,070,489 2,545,353 - 750 750 3,858,901 (117,522) 3,715,263 258,136 3,514,366 (78,865) 3,615,842 713 39 2013-2014 ESTIMATE (117,522) 2014-2015 REQUEST (78,865) 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, 2012-2013 ACTUAL 375,722 2013-2014 BUDGET 1,198,364 2013-2014 ESTIMATE 1,248,827 2014-2015 REQUEST 2,012,831 2,547,274 2,547,274 1,766,190 1,766,190 2,233,241 2,233,241 1,507,548 1,507,548 74,312 1,599,856 1,674,169 1,248,827 73,460 1,710,088 1,783,548 1,181,006 71,576 1,397,661 1,469,237 2,012,831 77,299 1,455,467 1,532,766 1,987,613 WORKERS’ COMPENSATION FUND The City’s Workers’ Compensation Internal Service Fund is appearing in the budget for the first time. The City has been self-insured for workers’ compensation since 1996 but did not include the fund in the budget, as it was not an operationally significant fund and expenditures for workers’ compensation were properly recorded as expenditures of operating funds. However, the City is establishing a formal trust process to oversee the operations of the fund for FY 2015. Accordingly, the fund will now appear in the budget to provide better visibility of the fund’s activities. WORKERS' COMPENSATION FUND Unrestricted Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Personnel Operating Total Uses Unrestricted Fund Balance June 30, 2012-2013 ACTUAL (228,862) 2013-2014 BUDGET 2013-2014 ESTIMATE (213,705) 2014-2015 REQUEST (66,180) 882,700 882,700 - 1,170,291 1,170,291 2,034,423 2,034,423 867,543 867,543 (213,705) - 1,022,766 1,022,766 (66,180) 1,640,865 1,640,865 327,378 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 Police Fire 41 43 46 54 58 63 66 71 75 78 87 95 100 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, 2015. 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 allocations to outside agencies.  Facilitate economic development. 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 AND COUNCIL Personal Services Operating 12/13 Actual 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget 106,213 101,050 92,601 107,688 130,745 115,762 163,997 114,844 - - 256,598 222,532 Capital Outlay - - 236,958 216,812 FY 2014-2015 Budget (in thousands) $114 Personnel Operating Capital Outlay $107 MAYOR AND COUNCIL 12/13 Actual General Fund Equipment Replacement Fund 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget 236,958 216,812 256,598 222,532 - - - - 236,958 216,812 256,598 222,532 42 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. 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 is a limited jurisdiction court and is ranked the 14th 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 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 43 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. AUTHORIZED PERSONNEL Municipal Court Total FY 13/14 18 18 FY 14/15 18 18 *does not reflect elected positions MUNICIPAL COURT 12/13 Actual Personal Services 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget 1,180,128 1,247,055 1,291,472 1,231,280 Operating 247,903 358,517 259,870 416,329 Capital Outlay 48,000 36,000 - - 1,476,031 1,641,572 1,551,342 1,647,609 FY 2014-2015 Budget (in thousands) Personnel Operating $1,231 $416 Capital Outlay MUNICIPAL COURT 12/13 Actual 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget General Fund 1,426,860 1,506,372 1,550,550 1,492,143 Grant Funds 49,171 135,200 792 155,466 1,476,031 1,641,572 1,551,342 1,647,609 44 FY14 Goals Municipal Court Prepare for newly elected presiding judge for the term beginning 1/1/2014. All court staff 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 audiovideo arraignments to resolve the problem with 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. In Complete Progress % Removed (Y or N) (Y or N) complete (Y or N) Y 100% Y 100% Notes Ongoing yearly requirement. Y Maintain and improve communications with other branches of government, agencies and organizations. Title VI requirement to have language interpreters available that are not staff for courtroom use. 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. Y 75% Y on going Y Mesa City Court completed and other test pilot courts are currently using new system. Worked jointly with the Police Department and Detention Facility to process paperwork electronically. Additional temporary Spanish interpreter located and use of out of town resources 75% Y FY15 Goals Municipal Court Continue to work with the Yuma County Adult Detention Facility and the Yuma Police Department to process electronic documents and additional audio-video arraignment usage Update and improve court security cameras. Implement recommendations to address the findings from the Administrative Office of the Courts Operational Review. Training in-house and through other available resources for Security and Court Staff. 45 Cost and unreliability of online payment systems at this time. 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 Economic Development Facilities Maintenance Total FY 13/14 12 4 3 4 1 15 39 FY 14/15 7 4 4 4 1 15 35 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. 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. 46 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. CITY ADMINISTRATION 12/13 Actual 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget Personal Services 2,556,221 2,694,961 2,705,850 2,302,067 Operating 3,401,173 3,836,351 1,520,114 3,414,958 63,563 43,670 73,540 20,000 6,020,957 6,574,982 4,299,504 5,737,025 Capital Outlay . FY 2014-2015 Budget (in thousands) $3,415 Personnel Operating Capital Outlay $2,302 $20 CITY ADMINISTRATION 12/13 Actual General Fund 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget 3,222,646 3,233,771 2,933,982 2,890,249 503,084 557,323 557,323 125,780 City Road Tax Fund - 286,221 405,121 114,623 Public Safety Tax Fund - 5,613 15,315 6,965 Two Percent Tax Fund - 81,793 81,806 324,803 Grant Funds 2,295,227 2,219,886 80,337 2,239,848 Water Fund - 68,643 106,562 23,226 Wastewater Fund - 78,062 81,247 11,531 Equipment Replacement Fund - 43,670 37,811 - 6,020,957 6,574,982 4,299,504 5,737,025 Riverfront Redevelopment Fund 47 FY14 Goals 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 In % Removed Complete Progress (Y or N) (Y or N) complete (Y or N) Y Y Y Y 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. Y 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. Y 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. Y 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. Y 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. Y Work with webmaster to improve seamlessness and readiness of posting latest City news to official website. Y 48 Notes FY14 Goals 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 400acres 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. 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. In Complete Progress % Removed (Y or N) (Y or N) complete (Y or N) Y Y Y Y Y Y Y Y 20% Y 40% 49 Notes FY14 Goals 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. FY15 Goals Administration Continue to maintain City services at their high level while staying within our budget. Continue with our partners to spur economic growth and jobs. In Complete Progress % Removed (Y or N) (Y or N) complete (Y or N) Y Y Y Y Y Y Y Y Y Y Y Y Y Y 50 Y 30% Y 10% Notes FY15 Goals Continue to remain flexible to support our Citizens and businesses. Continue to support and get involved in our Community. Advance the City Take Pride effort Expand on the "United For Yuma" effort Media & Public Affairs Continue curbside recycling campaign and advance public understanding and awareness. Expand Channel 72 and 73 to implement video streams to all data capable devices including smart phones and tablets such as IPad devices. 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, events, and its services through any and all means readily available. 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 400acres 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. Expand and maintain bankline restoration efforts from East Wetlands to downtown riverfront and West Wetlands. 51 FY15 Goals 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. 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. Address Issues with current document management system Economic Development Supplement 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. 52 FY15 Goals Facilities Maintenance Replace another 30,000 SF of Flooring at Police Department. Replace Chillers and Cooling Towers at PD. Replace carpeting at Yuma Municipal Court. Recoat roofs at key facilities. Evaluate Custodial Service Offerings at YCNHA and Equipment Shop. Develop written Lock Out Tag Out Procedures for all FM Equipment. 53 City Attorney’s Office The City Attorney's Office exists to provide legal and risk management 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, risk management services 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 13/14 8 2 10 FY 14/15 8 3 11 CITY ATTORNEY 12/13 Actual Personal Services Operating Capital Outlay 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget 930,675 999,709 929,745 1,081,984 1,046,944 1,335,044 1,076,831 963,251 - 90,000 - - 1,977,619 2,424,753 2,006,576 2,045,235 FY 2014-2015 Budget (in thousands) $963 Personnel Operating Capital Outlay $1,081 54 CITY ATTORNEY 12/13 Actual General Fund 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget 1,208,153 1,326,325 1,310,971 1,427,311 City Road Tax Fund - 64,029 - - Public Safety Tax Fund - 1,438 - - Grant Funds 5,020 5,057 10,100 - Water Fund - 5,034 - - Wastewater Fund - 1,438 - - 764,446 931,432 685,505 617,924 - 90,000 - - 1,977,619 2,424,753 2,006,576 2,045,235 Insurance Reserve Fund Equipment Replacement Fund In % Complete Progress (Y or N) (Y or N) complete FY14 Goals 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. Y In progress 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. Y In progress Assist with Regulations. Y In progress Y In progress changes to Utility Continue to provide legal assistance for implementing, negotiating and drafting development agreements that establish legal and practical guidelines for the parties and their lenders. 55 Remove (Y or N) Notes FY14 Goals In Complete Progress % (Y or N) (Y or N) complete 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. Research document management applications for switch to electronic records. Provide legal advice and support to departments and drafting of th redevelopment agreements for the 4 th Avenue/16 Street intersection that include provisions providing for abatement of government property lease excise taxes (GPLET) as a statutory economic incentives. FY15 Goals Civil Division Major Development Agreements Implement document management software and hardware Assist with changes to Utilities Regulations Acquisition or condemnation of properties at the 4th Avenue and 16th Street intersection Lobby for changes in graffiti restitution laws and abuse of public records Assist with revision of development fees and ordinance Develop Frequently Asked Questions for City website related to claims against the City Research and develop improvement district strategies City Prosecutor Process 4,100 criminal/criminal traffic cases through the Yuma Municipal Court, to include 1,100 domestic violence cases and 750 business victim cases 56 Y In progress Y In progress Y In progress Y 10% Y In progress Remove (Y or N) Notes FY15 Goals Collect $115,000 in deferred prosecution fees. Participate in 750 arraignment conferences, with approximately 450 cases resolved without additional court action (pre-trial conferences & trials). 57 Information Technology Services Information Technology Mission Statement – To provide Information Management resources and services to City departments and select public agencies within Yuma County. ITS emphasizes a customer focused organization with a clear advantage in technology and exceptional customer service for both employees and residents of Yuma County. In addition ITS is responsible for strategic and operational planning related to technology and its use by the City of Yuma. 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 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 partner 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:            Public Safety (9-1-1, Computer Aided Dispatch, Records Management, Mobile Data Computing, and Radio Communications) Geographic Information Systems (GIS) Enterprise Resource Planning (ERP) o Financials AUTHORIZED FY FY o Payroll / Personnel PERSONNEL 13/14 14/15 o e-Business Administration 3 3 Document Imaging SCADA (i.e. Water and Wastewater) Technical Services 20 20 Web Development GIS Services 6 6 Email / Internet Services Radio Communications 4 5 Telephone and Voice Mail Services Total 33 34 Community Development Parks and Recreation Etc. 58 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 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. Service Desk: Service Desk 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, new client server business systems and associated peripherals. Staff troubleshoots and resolves technology system malfunctions, provides enduser support, reviews and develops citywide technology based standards and configurations, and approves and procures technology systems. Staff also tracks and manages all City of Yuma ITS 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. INFORMATION TECH SERVICES 12/13 Actual 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget Personal Services 2,349,125 2,600,859 2,424,265 2,591,050 Operating 3,348,821 3,054,501 4,078,401 4,538,519 670,757 2,790,798 1,309,148 1,010,470 6,368,703 8,446,158 7,811,814 8,140,039 Capital Outlay FY 2014-2015 Budget (in thousands) $4,538 Personnel Operating Capital Outlay $1,010 $2,591 59 INFORMATION TECH SERVICES 12/13 Actual 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget General Fund 2,634,578 2,666,861 2,539,072 2,575,843 Grant Funds 2,569 - - - 3,483,180 5,779,297 4,557,883 5,417,196 248,376 - 714,859 147,000 6,368,703 8,446,158 7,811,814 8,140,039 Yuma Regional Communications System Fund Equipment Replacement Fund FY14 Goals 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. In % Complete Progress (Y or N) (Y or N) complete Complete Community Development computer system for use of eReview and Public portal Y 75% Begin upgrade of Microsoft Office Suite. Y 50% Begin process of implementing industry standards, policies, procedures, and guidelines to improve IT operational efficiencies and compliance. Y 10% Y Implement new Private Branch Exchange (PBX) replacement/upgrade, complete with full redudancy for failover. Y Implement the replacement of the City's firewall, intrusion prevention system, and web filtering. Y Implement the Colorado River Indian Tribe 700/800 MHz site infrastructure build out and radio deployment. Notes YRCS-City of Yuma, Yuma County-Sheriff, Town of Wellton, City of Somerton, City of San Luis, Cocopah Tribe, and Quechan Tribe Y Upgrade New World Logos (ERP system), to include accounting, payroll, utilities, and human resources. Remove (Y or N) Assisting tribal agencies to better protect and service the region citizens. Y 60 FY14 Goals Redistribute 700/800 MHz radios to La Paz Sheriff's Office, Parker Police Department, and Quartzsite for use on new system. Complete the YRCS microwave infrastructure throughout the region, enhancing voice and data communications. Complete Fleet Management fueling system (Gas Boy). Upgrade SCADA systems and infrastructure in four water and wastewater facilities. Install new Fire Alert system for YRCS Fire agencies. Enhance and deploy city-wide desktop virtualization. Continue expansion of YRCS radio infrastructure throughout Yuma County and State of Arizona. In Complete Progress % (Y or N) (Y or N) complete Remove (Y or N) Notes Assisting public safety agencies to better protect and service the region citizens. Y Y Y Y 10% Y 90% Y 30% This project will be ongoing as new agencies join the YRCS System. N Continue the replacement of legacy data/system technology, including hardware (desktops, servers, printers, network, storage) and software (OS, application system). FY15 Goals Continue the process of implementing industry standards, policies, procedures, and guidelines to improve Information Technology operational efficiencies and compliance. Implement Community Development computer system for use of eReview and Public portal Upgrade the Enterprise Electronic Mail system Upgrade Enterprise Public Safety system for all Yuma Regional Communication System (YRCS) agencies to enhanced interoperability and functionality. Y Implement new Information Service Management System (IT Service Desk) Implement new Legal Case Management System. Implement new "Best in Class" City of Yuma website 61 35 FY15 Goals Continue to upgrade SCADA systems and infrastructure in four water and wastewater facilities. Upgrade/migrate the Microsoft Active Directory Domain Services which is the foundation for distributed networks. Implement new ITS Network and Security Operations Center (NOC/SOC). Continue the 800 Mhz Rebanding Project to ensure compliance with FCC mandates Continue to enhance and deploy the citywide desktop virtualization. 62 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, administers the City’s bond program working with the Municipal Property Corporation, 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. 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. AUTHORIZED PERSONNEL Administration Customer Services Purchasing Division Accounting Total FY 13/14 3 6 7 11 27 FY 14/15 2 7 7 11 27 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. FINANCE 12/13 Actual Personal Services Operating Capital Outlay 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget 1,417,915 1,479,243 1,401,007 1,439,400 233,554 402,709 309,203 391,348 - - 18,000 - 1,651,469 1,881,952 1,728,210 1,830,748 FY 2014-2015 Budget (in thousands) Personnel $1,439 Operating $391 63 Capital Outlay FINANCE General Fund 12/13 Actual 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget 1,651,469 1,881,952 1,728,210 1,830,748 1,651,469 1,881,952 1,728,210 1,830,748 FY14 Goals Administration Oversee the City's financial condition to maintain or improve our bond rating. Receive the City's 10th Distinguished Budget Presentation Award (GFOA) Accounting Produce and Distribute the 2013 Comprehensive Annual Financial Report by September 26, 2013. Receive the City's 32nd Certificate of Achievement for Excellence in Financial Reporting. Provide quarterly financial reporting within 30 days of quarter end. Transition all employees to payroll direct deposit by January 2014. Provide training to City employees on the new financial system. Work with Legal and Human Resources to create new Worker's Compensation Trust by May 2014. Create Ambulance Billing Hardship Committee to rule on hardship and payment plan requests. Customer Service Move from bi-monthly to monthly utility billing. Purchasing Streamline purchasing and contracting methodology to reduce process time and improve customer service. Continue to seek long term contracting opportunities that allow a streamlined ordering process for city staff. Revise 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. In % Complete Progress (Y or N) (Y or N) complete Y Remove (Y or N) Notes AA- rating retained Y Did not meet September 26 goal date. Y Under review at GFOA. Y N Y 85% Y 75% Y 75% Y Y 64 Live May 1 Y 60% Y 85% Y 85% Y 85% Y 50% FY15 Goals Administration Receive the City's 11th Distinguished Budget Presentation Award Oversee the City's financial condition to maintain or improve our bond rating. Work with Municipal Property Corporation and City Council for approval and sale of bonds for funding FY 2015 capital projects Accounting Produce and Distribute the 2014 Comprehensive Annual Financial Report by September 25, 2014. Receive the City's 33rd Certificate of Achievement for Excellence in Financial Reporting. Implement quarterly financial reporting to be produced and distributed within 30 days of quarter end. Implement special assessments module of New World software for improvement district accounting Customer Service Offer and promote paperless billings which will reduce costs. Reduce delinquent billings from the current approximate 35% range. Purchasing Conduct a Semi-Annual Public Surplus Auction in late fall. Update the training sessions for City divisions that utilize the financial software system due to upgrades/updates. Update the Training Manual. Revise bid solicitations and have documents available on web-site. Continue to expand the use of the OnLine Surplus Auction. 65 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 13/14 11 11 FY 14/15 11 11 HUMAN RESOURCES 12/13 Actual 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget Personal Services 693,521 737,507 745,269 783,664 Operating 160,395 195,034 195,034 201,070 5,689 - - - 859,605 932,541 940,303 984,734 Capital Outlay FY 2014-2015 Budget (in thousands) Personnel $783 Operating $201 66 Capital Outlay HUMAN RESOURCES General Fund 12/13 Actual 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget 859,605 932,541 940,303 984,734 859,605 932,541 940,303 984,734 FY14 Goals In Complete Progress % (Y or N) (Y or N) complete Remove (Y or N) Notes Administration Work to attract and recruit qualified paraprofessional and professionals to the City of Yuma. Y Continue to reassess the City’s hiring process to identify philosophical and technical changes that will expedite the process. Y Utilized new technology (SparkHire) to assist in screening candidates for Executive ITS position. Ongoing 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-ofstate 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. Y Ongoing Y Ongoing Y Employee Portal activated and ongoing HR enhancements being considered. Y Currently training as needed. 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. Y Ongoing 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. Y Ongoing 67 In Complete Progress % (Y or N) (Y or N) complete FY14 Goals Continue implementation of city-wide review process/committee to analyze all vehicle accidents and incorporate changes that will reduce these accidents. Y 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. Notes Ongoing Y Ongoing Y Ongoing Monthly safety report generated and feedback given to departments. Y 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. Make safety a priority in all departments and increase safety training for all City employees. 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 required safety equipment Remove (Y or N) Y Ongoing Y Ongoing Y Ongoing Currently purchasing new and updated equipment. Y and 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. 68 Continue to identify light duty assignments throughout the City. Y Ongoing Y Ongoing Y Ongoing Y Ongoing Review inspection records for ongoing needs. Currently providing information on monthly basis to departments. Sending staff to more meetings. FY14 Goals In Complete Progress % (Y or N) (Y or N) complete 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. Y Ongoing Manage Environmental Health & Safety compliance program for the City. Y Ongoing Perform annual site Environmental Health & Safety inspections and assessments while improving upon last years inspections. Manage the Citywide Regulated Waste Program while 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. Manage the Universal Waste Program for all spent batteries, light bulbs, and mercury containing materials citywide. FY15 Goals Administration Continue to assess the City’s hiring process to identify 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. Provide site specific training to supervisors and employees on identified areas of need. Identify and replace outdated and or damaged required safety equipment. Perform and improve annual site Environmental Health & Safety inspections and assessments. 69 Y Ongoing Y Ongoing Y Ongoing Y Ongoing Remove (Y or N) Notes Coordinate annual reports and follow up on all areas through the year. FY15 Goals Continue looking for methods to reduce the overall cost of disposing and treating regulated waste. Continue to reduce the number of paid Total Temporary Disability (TTD) days with industrial injuries, bringing employees back to work in a contributing way in all departments as part of a work hardening program. 70 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, housing, building and development issues through the actions of its Community Planning, Building Safety and Neighborhood Services Divisions. The Department continues to meet the challenge of the changing economy by doing more with less. AUTHORIZED PERSONNEL Administration FY 13/14 2 FY 14/15 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 21 construction, and ensures Council adopted codes are Neighborhood Services 9 9 enforced. This last year the Building Safety Division performed over 1,684 plan reviews, and issued 3,720 Community Planning 12 11 construction permits. The Code Enforcement Total 42 43 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 residents, particularly the low and moderate income (LMI). In partnership with the community, Neighborhood Services develops and implements creative strategies for attractive and diverse neighborhoods. The City receives Community Development Block Grant (CDBG) funding from the Department of Housing and Urban Development (HUD). 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 a Rental Inspection Program in revitalization areas. The Community Planning Division meets with customers, handles requests for rezoning and 71 subdivisions, and addresses needed changes to the zoning or subdivision codes. Long Range Planning staff prepares updates to the General Plan, new or revised policies to guide the City's growth and adds land area to the city through annexations. 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. COMMUNITY DEVELOPMENT 12/13 Actual Personal Services Operating 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget 2,224,172 2,903,294 2,769,838 3,087,344 381,791 1,608,088 1,351,151 1,404,529 - 11,000 39,264 - 2,605,963 4,522,382 4,160,253 4,491,873 Capital Outlay FY 2014-2015 Budget (in thousands) $1,404 $3,087 Personnel Operating Capital Outlay COMMUNITY DEVELOPMENT 12/13 Actual 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget General Fund 2,604,655 2,960,317 2,941,386 3,154,209 Grant Funds 1,308 1,562,065 1,218,867 1,337,664 2,605,963 4,522,382 4,160,253 4,491,873 FY14 Goals Administration In Complete Progress % (Y or N) (Y or N) complete Phase two implementation of the EnerGov software system to include Citizen and Developer Access portal and attaching property specific files to parcels electronically. Update the Business License Code in conjunction with the new EnerGov software. Y Y 72 50% Remove (Y or N) Notes Background and website/server preparation is almost complete. Implementation will be done in phases. FY14 Goals Building Safety Work in partnership with the County Health Department to develop a joint plan for the abatement of homes identified as health hazards. Implementation of new building codes, 2012 IBC, IRC, IEBC, IPMC, and 2009 IECC. Contractor and designer focus/training group meetings highlighting new code provisions. Refine handouts and best practices for Solar Photovoltaic and Solar Water Heater permits. Complete initial assessment inspection of all mobile home/RV parks in the city Implement a mobile home park annual assessment program for all RV & mobile home parks within the City to ensure compliance with health and safety standards. Planning 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. Complete the Police Facilities Plan. In Complete Progress % (Y or N) (Y or N) complete 25% Y 75% Y 10% Y 85% Y 80% Notes Y Y Y Y Initiate Mobile Food Vending Ordinance. Develop Incentive Ordinance for in-fill projects. Begin reformat of the Sign Code. Neighborhood Services Y Remove (Y or N) Y 15% This is a long-term project identified in the General Plan with an anticipated completion date of no later than 2017. Y 40% Expected to be complete near the end of the FY14 N Funded Adult Literacy Plus to demolish two old structures and construct a new classroom and bathrooms at their facility. This expansion will allow them to provide adult education and GED testing to approximately 240 additional people per year 73 FY14 Goals Funded Catholic Community Services to make HVAC improvements to their Safe House facility that will improve the energy efficiency off the building In Complete Progress % (Y or N) (Y or N) complete Funded Achieve Human Services to replace partial subflooring and the floor covering in 3 housing units at the Orange Ave Apartments. These units will provide transitional housing for people that are disabled due to a mental illness FY15 Goals Administration Continue the implementation of the the Citizen Access Portal and E-Reviews for the EnerGov software system. Building Safety Reviews to commence in 2014 with Building Advisory Board for code updates to the 2012 IMC, IPC, IFGC, and 2011 NEC Continue to facilitate the multi-phased campus renovation of YRMC; this will be a multi-year project. Neighborhood Services Provide housing activities via SMILE, Housing America, and WACOG to rehabilitate 60 housing units to include the reconstruction of housing, home accessibility modifications, emergency repairs and weatherization of the homes. Provide public services to approximately 13,397 via Community Legal Services, Achieve, WACOG, Crossroads Mission, Healing Journey and United Way. Collaborate with local organizations to coordinate events to assist low and moderate income people, including the annual Fair Housing Festival, North End Thanksgiving Dinner, Rock ‘n Roll PaintA-Thon and neighborhood events within the Mesa Heights Neighborhood. Administer Code Enforcement and Rental Inspection Programs in the Yuma High, Mesa Heights and Carver Park Neighborhoods to improve the appearance, safety and security for these 2,000 households. Planning Continue the attachment of property specific records in EnerGov. 74 Remove (Y or N) Notes Y 35% Expected to be complete by the end of FY14 Y 35% Expected to be complete by the end of FY14 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 312 centerline street miles, providing a safe drivable street surface, and maintaining the landscaping, storm drains and other aesthetic attributes or our street network.  Asphalt maintenance  Traffic signs and markings  Street sweeping  Right-of-way maintenance  Street lighting  Concrete repairs for sidewalks, curbs & gutters AUTHORIZED PERSONNEL Fleet Services Solid Waste Street Maintenance Engineering Total FY 13/14 17 13 47 30 107 FY 14/15 17 13 47 35 112 Solid Waste Division: is responsible for solid waste and recycling collections within the City. We serve approximately 21,000 residential customers. In addition, the division oversees 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. To include technical repairs to City wide generators and pumps.  Public Safety vehicle repairs (Police & Fire)  Solid Waste collection trucks  Parks & Recreation vehicles & large mowers  City wide vehicle maintenance 75 Engineering: participates in the management of Capital Improvement Program projects and provides coordination with internal and external stakeholders, in order to adhere to City construction standard requirements.  Project management  Design services  Development engineering services  Construction inspection  Traffic engineering services  Survey activities PUBLIC WORKS 12/13 Actual 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget Personal Services 5,679,210 6,816,410 5,780,230 7,075,308 Operating 9,829,009 10,786,816 10,222,602 10,120,408 681,049 1,010,500 1,220,868 436,000 16,189,268 18,613,726 17,223,700 17,631,716 Capital Outlay FY 2014-2015 Budget (in thousands) $10,120 Personnel Operating $7,075 $436 Capital Outlay PUBLIC WORKS 12/13 Actual General Fund 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget 387,191 402,563 344,600 437,063 Highway Users Revenue Fund 6,018,741 6,645,438 6,348,583 5,736,656 City Road Tax 2,232,043 3,278,394 2,787,939 3,757,419 - 12,237 - 82,683 Grant Funds 19,167 288,500 10,500 278,500 Water Fund - 111,065 59,786 141,964 Wastewater Fund - 22,750 3,183 71,806 Solid Waste Fund 3,146,929 3,227,516 3,059,375 3,166,967 Equipment Maintenance Fund 3,858,151 3,715,263 3,514,366 3,589,658 Equipment Replacement Fund 527,046 910,000 1,095,368 369,000 16,189,268 18,613,726 17,223,700 17,631,716 Two Percent Tax Fund 76 FY14 Goals Solid Waste Im plement residential curbside recycling program Increase participation in curbside recycling with new education program. Prom ote Public W orks activities through our City radio segment. Fleet Services Rehab three solid waste trucks with new collection bodies. Rehab two debris bodies on sewer vacuum trucks. Im plement a City wide equipment pool to increase usage and reduce operating cost. Upgrade our fuel dispensary software system to improve data fuel collection. In Complete Progress % (Y or N) (Y or N) complete Y Y Ongoing Y Y Y Y Y Engineering Complete the design and landscape of th 16 Street and Interstate 8 interchange Y Complete repavement and waterline improvements of 8th Ave: 32nd-24th St Y Complete repavement and waterline improvements of 24th St: Arizona AvePacific Ave. FY15 Goals Streets Perform streetlight m aintenance inhouse Street signs inventoried and placed into a database (FHWA complaince) Conduct the Pavement Condition Index (PCI) for the City's road network Solid Waste Create a recycling opportunity to multi unit residents Im plement a cross training program for route drivers Install GPS units in collection trucks Fleet Services Replace fuel tanks Im plement passive fueling capabilities (pilot program to lim ited vehicles) Rehab three solid waste trucks with new collection bodies Engineering Review and update the City's construction standards Im plement an interactive project tracking program Complete the design of 24th Street from Ave B to Ave C Im plement a plan to address the Road Safety Analysis (RSA) project Remove (Y or N) Y 77 Notes 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 services. 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 129 authorized positions, of which more than half possess an Arizona Department of Environmental Quality issued license for the highly specialized work they perform on a daily basis. These employees are highly skilled, motivated and take great pride in their abilities to provide services at a level that consistently exceeds State and Federal requirements. Functions The Treatment Division manages the City's drinking water production and wastewater treatment. This division also ensures compliance with EPA's Clean Water Act, Safe Dinking Water Act, and biosolids regulations via Industrial Pretreatment, Cross Connection Control and the Environmental Laboratory. The Water Treatment Section uses Colorado River water and water from wells to produce the continuous supply of drinking water necessary to meet the needs AUTHORIZED FY FY of Yuma's residents, businesses, and industries. PERSONNEL 13/14 14/15 Drinking water treatment occurs at two locations: The Administration 8 8 Main Street Water Treatment Facility and the Agua Viva Water Treatment Facility. Water 68 69 Wastewater 52 52 Total 128 129 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. 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 78 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 collection systems, water metering and reading systems. This section houses the water and wastewater systems modeling applications and is also responsible for all utilities Blue Stake requests to ensure they are completed in a timely manner. 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 525 miles of transmission/distribution pipe, with over 14,000 valves, 3,450 fire hydrants and some 29,500 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 400 miles of sanitary sewer collection lines and force mains with over 5,300 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 120 miles and jet cleaned over 170 miles of sanitary sewer mains. 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, utility billing support, division inventory and warehousing, and an on-site meter shop. 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 80% mark with 24,500 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. In two quarters of FY 2014, this section has issued 208 residential and 16 commercial utility connection permits. The Utilities Administration Section provides professional clerical support for the Public Works and Utilities Departments. UTILITIES 12/13 Actual 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget Personal Services 7,639,132 8,188,503 7,913,788 8,411,612 Operating 11,338,577 15,321,594 12,272,032 14,275,075 Capital Outlay 253,525 426,500 407,089 320,500 Debt Service 15,684,929 15,671,059 15,671,029 15,777,445 34,916,163 39,607,656 36,263,938 38,784,632 FY 2014-2015 Budget (in thousands) $15,777 $14,275 Personnel Operating Debt Service $320 $8,411 80 Capital Outlay UTILITIES 12/13 Actual 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget Grant Funds - 1,500,000 - - Water Fund 20,963,725 22,495,426 21,542,223 19,910,048 31,202 80,502 59,474 3,245,628 Wastewater Fund 10,801,893 12,381,672 11,510,596 12,598,900 Wastewater Restricted Funds 2,985,065 2,985,056 2,985,056 2,985,056 Equipment Replacement Fund 134,278 165,000 166,589 45,000 34,916,163 39,607,656 36,263,938 38,784,632 Water Restricted Funds FY14 Goals In % Complete Progress (Y or N) (Y or N) complete Remove (Y or N) Notes Administration Revise Utility Regulations Articles I & II Continue improvements of Systems and Treatment Operations. 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. 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. GPS Water and Sewer Systems 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. Articles I and II both pending Legal Dept review Y 95% Y Ongoing Y Ongoing Continuous Y Ongoing Continuous Y 5% Will be complete summer 2014. Y Y Y 10% Study complete; not cost effective at this time. Y 81 FY14 Goals In Complete Progress % (Y or N) (Y or N) complete Incorporate THMM testing. Continue to compile data to support the estimating of water usage and sewer discharge. Maintain the Department's public outreach efforts Water Distribution Continue water and wastewater systems modeling. 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. 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. Combine the Valve Exercising Program with the Unidirectional Flushing Program. Customer Service Continue to assist customers with obtaining water and sewer connection permits in the most efficient means possible. Launch water service monthly billing. Wastewater Collection Continue efforts to meet the requirements of the Capacity Management, Operations and Maintenance (C-MOM) program. Increase the amount of sewer line footage cleaned as well as CCTV productivity. Water Treatment Continue operations and maintenance for effective water treatment. Recoat The Interior of Tanks 1 & 3 at the 16th Street Booster Pump Station Remove (Y or N) Notes Y Ongoing Y Ongoing Y Ongoing Y 50% Y Ongoing Y Ongoing Y Ongoing Y 50% Y Ongoing Y Ongoing Y Ongoing Continuous Y Ongoing Continuous Y Ongoing 2014 Water Model Completed, WW pending Lack of additional staffing means slow progress Y N 82 FY14 Goals Rebuild the Agua Viva Permeate Pumps. Assess Filter Media at the Main Street WTP. Wastewater Treatment Continue operations and maintenance for effective wastewater treatment. Replace the Figueroa Ave WPCF Headworks Bar Screen mechanical systems. Renovate the 24th Street Wastewater Liftstation. Renovate Influent Pump No.4. Laboratory Continue efforts to meet the City of Yuma requirements for reporting and monitoring of the Water and Wastewater Systems. Develop and Submit to EPA a Sampling Plan to conform to the Long Term Surface Water Treatment Rule. Instrumentation and SCADA Complete the final programming for the Process Water System at the Desert Dunes WPCF. Develop a SOP for the In-Line Monitoring of turbidity meters and chlorine analyzers. Pretreatment In Complete Progress % (Y or N) (Y or N) complete Remove (Y or N) Notes N N Y Ongoing Y 1% Y Ongoing Y Ongoing Y 90% Y Ongoing N N N Y Y Continue regulatory outreach for Food Service Establishments, Dental Facilities, and Automotive Repair shops. Resubmit the Desert Dunes Local Limits to the Arizona Department of Environmental Quality. Continue to facilitate the City of Yuma Cross Connection Program. FY15 Goals Administration Complete the current water and wastewater utility rate study. Continue to seek and receive grant funds for critical infrastructure projects. Complete the field data acquisition of the water system for future GIS asset management program. 83 Will complete FY15. FY15 Goals Continue to work hand in hand with the Community Development and Engineering Departments to encourage economic growth. Complete update to the City's water conservation program Partner with the irrigation districts on local and regional water issues to ensure adequate water supplies are available for the community. Start work field data acquistion of the wastewater collection system Water Treatment Complete CIP Project to recoat the interior of tanks 1 & 3 at the 16th Street Booster Pump Station Initiate project to renovate multiple rapid sand filtration units at the Main Street Treatment Facility Wastewater Treatment Initiate project to renovate the 24 Street Wastewater Liftstation Renovate Digester No. 3, including coatings and installing new mixers Instrumentation and SCADA Complete automation of the 16 Street Water Storage Tanks, including installing an local HMI via PanelView Install new variable frequency drives on the Figueroa Ave Influent Pumps Reprogram the Agua Viva Raw Water Intake Pumps Pretreatment Work with the Arizona Department of Environmental Quality to adopt the Desert Dunes Local Limits Initiate project to canvas specific geographical areas for commercial wastewater users who may be regulated under Federal Discharge Standards Laboratory Conduct monitoring for the Long Term 2 Surface Water Treatment Rule Water/Wastewater Systems Develop an Asset Management Program combining GIS database, atlas, customer account, and observation compilations 84 FY15 Goals Devise a comprehensive naming scheme for WTR/WW infrastructure assets in a GIS database format Obtain data collection hardware to go digital with field data retrieval Continue the FEMA National Incident Management System (NIMS) On-Line training program with annual mandatory course requirements Develop Job Hazard Analysis chart on every Systems Standard Operating Procedure Water Distribution Complete the installation of the water sample stations Replace PE service lines with PEX piping in Palo Verde Estates Continue identifying ARV locations and condition Complete replacement/retrofit of meters for second AMR Bur Rec Grant (if selected) Continue identifying areas of diminished water quality and resolve through unidirectional or automatic flushing stations Continue employee on-the-job development with hands on working applications and trainings Customer Service Convert to monthly meter reading, monthly billing, and monthly disconnect for non-pays Update the coding of water meters to correctly reflect type of usage Continue AMR retrofitting to 93% complete Begin a second Bur Rec Field Services Grant Program - $60K (if selected) Continue to assist customers with obtaining water and sewer connection permits in the most efficient means possible. Assist in the review of the Yuma City Code for necessary updating Wastewater Collection Continue efforts to meet the requirements of the Capacity Management, Operations and Maintenance (C-MOM) program. 85 FY15 Goals Increase the amount of sewer line footage cleaned as well as CCTV productivity. Continue manhole patio replace to reduce claims against the City Complete a 2014 Wastewater Model Reduce the amount of Sanitary Sewer Overflow occurrences 86 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 13/14 14/15 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 63 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 7 and artists by creating a climate conducive for local artistic development through the priority offering of the Civic Center 9 9 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 9 9 priority for the Parks, Arts, and Recreation Commission and its supporting Public Art Committee. These groups Facility Maintenance 10 11 help to gather input on public desires and to be the Total 120 124 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 Desert Hills Golf Course and Desert Hills Par 3 combined is a 195 acre golf facility, which is the premier golfing facility in southwestern Arizona. Desert Hills Golf Course is a par 72 championship course with a full retail golf shop and a full service restaurant and bar. DHP3 is a Par 3 a great course for beginners and golfers who prefer a shorter course. DHP3 also has a small retail golf shop. 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 87 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. The Parks 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, five sand volleyball courts, and the Graffiti Abatement program. 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 division provides safe, attractive and modern places for public recreation and a cleaner, more beautiful city which enriches the quality of life for residents and visitors alike, and preserves it for future generations. The Recreation Division consists of eight areas: Recreation General, Senior Adult programming, Adult programming, Youth programming, Outdoor Recreation, Aquatics, Teens, and Adaptive Recreation. A special emphasis is placed on providing special family activities, that all can enjoy. Recreation General oversees the management of the entire division. Senior Adult programming, held at the North End Community Center and Yuma Readiness and Community Center, serves adults 50 years of age and over, providing activities including arts and crafts, educational classes, fitness, dance, pool shooting, and Senior Games. Adult programming includes volleyball, basketball, 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, which includes tots and teen activities. 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. Outdoor Recreation provides recreational opportunities such as canoeing, kayaking, family camping activities and outdoor education programs for all ages. Aquatics programs include the programming of four municipal pools. Fitness and swim programs are offered, as well as Learn-to-Swim lessons during the summer. Adaptive Recreation programming for special needs participants is offered year-round and over the past year, an emphasis has been placed on providing additional activities such as Day Camps and music based programs that participants may register for. The Yuma Readiness and Community Center, a joint-use facility between the Arizona National Guard and the City of Yuma, is a full service recreational facility, with programs and activities scheduled there 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 venues 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 facilities have touched the lives of countless citizens and visitors and is as the venues of choice for many of Yuma’s most popular events: Arizona Antique Show, the Home and Garden Show, the Desert Lily Quilt Show, Prayer Breakfast, Midnight at the Oasis, American Cancer Society Relay for Life, Rotary Kammann Sausage Fry, and Heart of Yuma, Yuma Territorial Gun Show, 88 Colorado River Balloon Glow, Ken and Betty Borland Holiday Pageant and Tower Lighting, and Anderson's Americana Indian Art and Jewelry Shows. 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. Hui' O' Hawai'i Luau. 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 Civic Center and Baseball Complex each year. PARKS AND RECREATION 12/13 Actual 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget Personal Services 7,375,779 7,703,359 7,934,330 8,307,946 Operating 6,171,666 7,570,808 6,961,599 6,980,337 546,015 443,000 381,500 66,000 14,093,460 15,717,167 15,277,429 15,354,283 Capital Outlay FY 2014-2015 Budget (in thousands) $6,980 Personnel Operating $8,307 Capital Outlay $66 PARKS AND RECREATION 12/13 Actual 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget General Fund 7,611,457 7,836,862 7,591,422 8,195,960 Two Percent Tax Fund 3,371,941 3,967,506 3,737,315 3,892,877 Mall Maintenance Fund 218,488 212,810 206,502 211,791 Grant Funds 70,906 267,700 45,697 56,337 Desert Hills Golf Course Fund 2,291,157 3,078,789 3,410,493 2,931,318 Equipment Replacement Fund 529,511 353,500 286,000 66,000 14,093,460 15,717,167 15,277,429 15,354,283 89 FY14 Goals 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: Woof Splash Expo – A day for dogs and their owners Cardboard Boat Float Youth Sports & Swim Day In Complete Progress % (Y or N) (Y or N) complete 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. Notes Y Y Y Y NBA Triple Dish & Swish Day Archery Competition Family Overnight Campout at Desert Sun Stadium 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 5K/10K Fun Run and Walk Series. Remove (Y or N) Y Similar program and competition is offered by an outside organization Y Y Y Y Plan, develop and schedule the following recreation programs; Advanced Archery classes N 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 Working with Arizona Game & Fish Department to host and advanced Archery Instructor Course 75% Y 90 Funding and staff not available FY14 Goals In Complete Progress % (Y or N) (Y or N) complete Remove (Y or N) Notes Yuma Civic Center 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. Hosted 40th Anniversary Celebration to showcase flooring & lighting improvements in Yuma Room Y Y 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. Y 90% Y Hosting three Swap Meets in Summer 2014 Y Hosting three Swap Meets in Summer 2014 Y Superior customer service is always the highest priority within the Art Center team. 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 farreaching programming such as ARTbeat, North End Art Walk, and Children’s Festival of the Arts. Strive to provide excellent customer service for every event hosted at our facility sites. Collaborating with Yuma High School Student Council and local DJ's to host three teen dances in 2014. N 30% Y The team will reevaluate the program as to effectiveness and reach. Cost savings are always applicable. Completed another highly effective and well attended event in Historic Downtown Yuma promoting the arts and local downtown businesses. Y 91 FY14 Goals 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. In Complete Progress % (Y or N) (Y or N) complete Y Y 50% The Art Center now works with the Yuma Mexican Consulate on a Dia de los Muertos event in the fall. Y 40% Complete as funding becomes available. Y 50% Complete as funding becomes available. Y 20% Funding Y Y 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 Upgrade signage in Neighborhood Parks. Continue to evaluate irrigation and make upgrades where viable. Notes Added additional performance events this past year outside of our normal performance series. 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 Successfully hire and integrate personnel into Golf Course operations. Greater utilization of Course Trends to effectively market course. Remove (Y or N) Y Y Funding 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. 92 Y 50% Funding Y 50% Funding Y 30% Funding In Complete Progress % (Y or N) (Y or N) complete FY14 Goals Evaluate park additions/repairs. fencing for Facilitate the build out of Riverside Park. Remove (Y or N) Notes Y Funding N Funding FY15 Goals Administration Review and update parks and facilities reservation policies. Begin to evaluate the current Parks and Recreation Element of the General Plan Complete the Master Plan Design for the Pacific Avenue Athletic Complex Research the availability and apply for grants for future park development and programming funding alternatives Develop a volunteer recruitment and recognition program to increase volunteer corps, to help reduce staffing costs for all parks and recreation programs and activities Successful migration from Safari registration program to Active.Net Online Registration program Recreation Host 2015 Amateur Softball Association 16" Men's National Tournament Plan and execute the 10th Annual Woodcarving Expo Continue to offer Imagination Playground in the Box to all elementary schools, expanding to afterschool programs Offer Parks Socials to eight Neighborhood Parks in FY 2014-2015 Plan and schedule the 2nd Annual Super Heroes Party Work with volunteers and schedule Bicycle Safety Classes in FY 2014-2015 Offer Archery classes to elementary schools Yuma Civic Center Improve facility appearance by replacing acoustical ceiling tiles through Facilities Maintenance Division Improve facility appearance by remodeling concession stand through Facilities Maintenance Division 93 FY15 Goals Partner with Desert Hills to provide meals for our rental customers Partner with Desert Hills to increase facility rentals by marketing weddings at pond Plan and schedule teen dances, partnering with the Yuma Union High School District Arts and Culture Develop and expand audiences for our performing artists series in the Historic Yuma Theatre. Seek out and develop further public art opportunities with local artists, groups, or schools. Implement increased utilization of upgraded electrical system in the Historic Yuma Theatre to support broader range of performance opportunities. Continue to seek out additional programmatic grant opportunities. Seek out and develop further arts programming with local non-profit arts groups and local artists. Golf Courses Landscape around DHP3 Clubhouse and entry way. Level tee boxes #3, #4 and #8 and resod. New carpet in DHGC Golf Shop Upgrade Club Rental Sets Parks Renovate the Desert Sun Stadium ticket box office exterior. Partner with Arizona Game & Fish Department on the installation of a fish cleaning station at the West Wetlands Park Turf two north fields at the Yuma Valley Area Park as funding becomes available. Complete Desert Sun Stadium Phase III wrought iron fencework project. 94 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. Civilian patrol support officers and Animal Control officers are included in this division 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, K-9 Officers and a Combined Special Operations Group. AUTHORIZED PERSONNEL Administration FY 13/14 8 FY 14/15 8 6 6 Patrol 140 144 Investigations 46 46 Support Services 59 61 Facility Maintenance 5 7 264 272 Animal Control Total 95 The Support Services Division is comprised of Hiring and Recruitment Unit, Training Unit, Quality Assurance Unit and Records Unit which is responsible for receiving, entering, archiving, and retrieving police reports as well as collecting data for statistical purposes. 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. POLICE 12/13 Actual 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget Personal Services 19,814,568 20,841,071 21,468,816 21,642,068 Operating 3,578,166 3,828,207 3,867,510 6,472,495 768,264 510,000 439,570 194,350 24,160,998 25,179,278 25,775,896 28,308,913 Capital Outlay FY 2014-2015 Budget (in thousands) Personnel $21,642 Operating $6,472 Capital Outlay $194 POLICE 12/13 Actual General Fund Public Safety Tax Fund Grant Funds Equipment Replacement Fund 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget 22,014,454 23,175,865 23,476,740 24,570,949 844,619 1,094,140 972,740 468,463 1,292,374 909,273 1,326,416 3,269,501 9,551 - - - 24,160,998 25,179,278 25,775,896 28,308,913 96 FY14 Goals Administration 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. 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. In % Complete Progress (Y or N) (Y or N) complete Remove (Y or N) Notes Y Y Y Y Y Y Y Y Y Y Y Y Y 97 Alternate electronic methods developed FY14 Goals In Complete Progress % (Y or N) (Y or N) complete 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. FY15 Goals Administration Assist in development and implementation of community-wide methamphetamine and marijuana awareness and reduction program Implement a Communications Center Quality Assurance Program Conduct two Citizen's Police Academies, one of which will be a Hispanic Citizen's Police Academy Implement false alarm reduction program Patrol Replace approximatley 60 vehicle mounted Mobile Data Computers using grant monies Continue implementation of new handheld radios Identify and update city ordinances regarding traffic, false alarms and animal control Full implementation of the Neighborhood School Resource Officer Program Work with stakeholders to establish a Mental Health Special Needs bracelet to assist first responders Replace Special Enforcement team ballistic helmets and vests Replace Stonegarden Vehicles using Operation Stonegarden grant monies Support Services Convert to electronic Police Department record retention Increase training offered to department personnel and increase attendance at available training Develop and implement departmentwide Quality assurance Program 98 Y 20% Y 50% Y 70% Y 25% Remove (Y or N) Notes FY15 Goals Selection process standardization to include training offered/required for special assignments and promotions Investigations Expand and improve abilities to collect and analyze digital foresnic evidence Implement interdisciplinary case staffing and review of crimes against children in cooperation with community partners and stakeholders. Expand our abilties to investigate gun crimes through the implementation and use of forensic ballistic systems Reduce property crimes using aggressive prosecution of repeat offenders and contiuned education of the community and stakeholders. Develop a partnership with the Arizona Automobile Theft Authority (AATA) Task Force and Department of Public Safety 99 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. 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 onsite 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. 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. AUTHORIZED PERSONNEL Administration Professional Services Operations Community Risk Reduction Total FY 13/14 7 3 112 3 125 FY 14/15 7 3 112 3 125 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 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. 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 100 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 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. 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. FIRE 12/13 Actual 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget Personal Services 12,288,089 11,509,700 11,883,716 11,367,719 Operating 2,582,505 3,197,046 2,581,497 5,470,906 638,922 14,764 41,680 1,255,000 15,509,516 14,721,510 14,506,893 18,093,625 Capital Outlay FY 2014-2015 Budget (in thousands) $5,470 Personnel Operating $11,367 Capital Outlay $1,255 101 FIRE 12/13 Actual General Fund 13/14 Adjusted Budget 13/14 Estimate 14/15 Budget 14,172,296 13,561,431 13,907,279 13,754,383 Public Safety Tax Fund 967,788 560,079 548,039 685,153 Grant Funds 369,432 600,000 51,575 2,399,089 - - - 1,255,000 15,509,516 14,721,510 14,506,893 18,093,625 Equipment Replacement Fund FY14 Goals Administration 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 selfcontained 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 In % Complete Progress (Y or N) (Y or N) complete Y Y Y Y 102 Y 75% Y 90% Y 80% Y 80% Y 85% Y 85% Remove (Y or N) Notes FY14 Goals In Complete Progress % (Y or N) (Y or N) complete 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 FY15 Goals Administration Y Remove (Y or N) 40% Y Assess and evaluate financial picture as it relates to ambulance services and modify where needed. Training Complete new-hire academy in conjunction with Arizona Western College along with all hire functions. Prepare and deliver Captain's Assessment center to present eligibility list for promotion. Prepare and submit annual compliance report to CFAI for un-interupted accredited agency status. Suppression Complete transition from third-party to inhouse billing Transition departmental Emergency Medical Services re-certifications to AZ Dept. of Health Services new on-line program Re-assess our Standards of Cover document that provides direction for deployment of fire, EMS, Special Operations, and other responses. Prevention Evaluation of services provided by this division and assess best practices elsewhere to modify services delivered as needed. Special Operations Provide and deliver recurring specialized training for both technical rescue technicians and hazardous material technician personnel 103 Notes City of YUMA 104 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 105 108 109 111 113 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. 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. 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. 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. 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. 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. 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 develops a project schedule. Projects are reviewed by the responsible department and placed within the department’s ten-year schedule. 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 105 capital budget is integrated with the operating budget of the City and adopted in one motion. 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. 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. 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). Items in the 2015 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. 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 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, 106 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. 107 Capital Improvement Project Summary 2014-2015 Capital Budget FUND 2014-2015 Grants Fund 1,402,400 Two Percent Tax Fund 1,949,500 City Road Tax Fund 4,022,000 Water Fund 695,000 Wastewater Fund 2,721,500 Restricted Funds Bond General Bond Road Bond Water Bond Wastewater ProRata Development Fees 2,775,000 3,007,000 4,223,100 1,247,500 2,230,000 3,709,200 Other 8,320,000 36,302,200 TOTAL 108 Capital Improvement Projects 2014-2015 Capital Budget FUNDING SOURCE PROJECT TITLE 2014-2015 BOND-GENERAL Financial Administration Software Fleet Service Maintenance Shop Software System Purchase Police Station Cooling Towers and Chillers 50,000 1,500,000 25,000 1,200,000 2,775,000 BOND-ROAD 16th Street and 4th Avenue Intersection Improvements Avenue 3E and 16th Street Improvements South Frontage Road - Avenue 91/2E to Avenue 10E Villa Hermosa No. 2 Storm Drain 2,271,000 265,000 395,000 76,000 3,007,000 BOND-WATEWATER 16th Street and 4th Avenue Intersection Improvements Figueroa WPCF Barscreen Replacement Madison Avenue - 2nd to 3rd Street Waterline 120,000 1,030,000 97,500 1,247,500 BOND-WATER 16th Street and 4th Avenue Intersection Improvements 21st Street Waterline Extension Agua Viva Urban Lake Agua Viva WTP Solar Power Madison Avenue - 2nd to 3rd Street Waterline Main Street WTP Roof Upgrade Pecan Grove Neighborhood Waterline Replacement Water Main Replacement Annual Project Waterline Replacement/Improvements 1,303,000 180,000 530,000 13,000 65,000 37,900 638,000 1,206,200 250,000 4,223,100 56th Street Pavement Overlay Airport Loop Road Improvement Avenue 10E Improvements Catalina Drive - 32nd Street to 4th Avenue Paving Catalina Drive - 8th Avenue to 4th Avenue Paving Citywide Safety Study Downtown Sewer Line Replacement Madison Avenue - 2nd to 3rd Street Waterline Pacific Avenue -24th Street to 32nd Street Palo Verde St - Catalina Dr to Arizona Ave Paving Smucker Regional Storm Drain Basin 4th Avenue and Big Curve Turn Lane East Main Canal MSP - 32nd Street Underpass West Main Canal Multi-use Path 100,000 116,000 94,500 405,000 355,000 100,000 90,000 157,500 900,000 409,000 1,000,000 145,500 35,000 114,500 4,022,000 General Fund Public Safety Tax CITY ROAD TAX 109 Capital Improvement Projects 2014-2015 Capital Budget FUNDING SOURCE PROJECT TITLE 2014-2015 Pacific Avenue Athletic Complex Fleet Service Maintenance Shop Fleet Service Maintenance Shop 16th Street and 4th Avenue Intersection Improvements Avenue 10E Improvements 32nd Street and Avenue 7E Turn Lane 32nd Street and Avenue 8E Turn Lane 4th Avenue and Big Curve Turn Lane 1,760,000 359,000 141,000 1,000,000 40,500 173,000 203,000 32,700 3,709,200 GRANT Fourth Avenue Gateway Downtown Revitalization West Main Canal Multi-use Path 644,000 75,000 683,400 1,402,400 OTHER Yuma Multimodal Center 8,320,000 24th Street - Avenue B to Avenue C Improvements 2,230,000 Agua Viva Urban Lake Fourth Avenue Gateway Pacific Avenue Athletic Complex Redevelopment Proposed Grants West Wetlands Lower Bench Completion Yuma Valley Area Park Downtown Revitalization Yuma Multimodal Center 297,000 37,500 740,000 35,000 50,000 60,000 50,000 680,000 1,949,500 DEVELOPMENT FEE PRORATA TWO PERCENT TAX 10th Avenue and Avenue A Alley Sanitary Sewer 4th Street and Avenue A Sewer Line Replacement 5th Street Sanitary Sewer Replacement Downtown Sewer Line Replacement Figueroa WPCF Bar Screen Replacement Figueroa WPCF Bio-solids Dewatering Process WASTEWATER UTILITY FUND Figueroa WPCF On-Site Flow Monitoring Upgrade Interceptor Sewer Flow Monitoring Upgrade Wastewater Collection System Lift Station Upgrade Desert Dunes WRF Solar Power Project Figueroa WPCF Capacity Study Manhole Rehabilitation/Reconstruction Sewer Line Replacements/Improvements 325,000 55,000 300,000 145,000 310,000 400,000 275,000 100,000 300,000 11,500 300,000 100,000 100,000 2,721,500 Avenue 10E Improvements New Water Services 16th Street Tanks and Pump Station Improvements 70,000 25,000 600,000 695,000 WATER UTILITY FUND FY15 Total CIP 110 36,302,200 Debt Management payment of the debt. Into this fund are transferred monies from other operating funds that can now pay over time for a costly project rather than trying to set aside monies until sufficient resources are available. The last section described how the city provided for its infrastructure needs. It was noted that operating revenues were the primary source for CIP projects. This ‘payas-you-go’ financing plan works well for smaller projects that can be paid out of current revenues. It doesn't work when project cost is greater than the annual collections from that source of revenue. Most governments have been active in the bond markets for years, especially with low long-term rates. The City of Yuma is no exception. This bond financing to pay for capital projects is especially prevalent in fast-growing cities, like Yuma. When more significant projects are planned which are beyond current revenues ability to spend, the City will seek financing solutions that provide the necessary resources immediately. Although a variety of forms of financing are available, the City usually turns to long-term bonds as a source of its financing. BOND TYPES There are different types of bonds used depending on the type of project and its anticipated repayment funding. A description of the bond types and their use by the City follows. LONG-TERM BONDS 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. 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. There are several reasons why bond financing is the most attractive source of capital. Because of their lower risk, with particular revenue types pledged to bond repayment, interest rates are lower. Municipal bonds are attractive to investors also because of favorable income tax treatment of bond interest payments. Revenue Bonds - These bonds are similar to general obligation bonds except that they do not have the support of the local property tax base for repayment. Instead, a source of revenue related to the project is pledged for repayment of the bonds. A typical revenue bond is related to the Highway User Revenue Fund (HURF), previously discussed in the Fund Information Section. The gas tax of the HURF fund can be pledged for repayment of the bonds, as it is Interest rates are fixed at the time of the bond sale, providing the City with a known payment schedule. Servicing this debt becomes part of the operating budget along with operational and capital needs. As noted earlier, the City maintains a Debt Service Fund, which is used to account for 111 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. 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, 2013 follows: DEBT LIMITATIONS Water, Etc. (20%) Legal Limit $125,160,345 Outstanding GO Debt Available Debt Margin $125,160,345 Improvement Districts – Improvement district financing is a special bonding arrangement for capital improvements in limited areas of the City. This debt is authorized by the property owners of the district and secured by assessments paid by those property owners. The City retains an obligation to pay should those assessments fail to meet the obligations of the bond; however, the City then retains title to the property should that unlikely failure occur. The City has used improvement district financing on a number of occasions, the most recent being Improvement District 67 which financed public improvements adjacent to the Yuma Palms Regional Center. All Others (6%) Legal Limit $37,548,103 Outstanding GO Debt Available Debt Margin $37,548,103 These limitations apply to general obligation debt only. Limitations other than statutory exist in many of the debt covenants associated with the bonds. These limitations include coverage requirements in which further debt is restricted if revenues related to the outstanding debt do not exceed certain percentages. In each case, the City is well within these limitations. Detailed coverage information is provided within the City’s annual Comprehensive Annual Financial Report. LONG-TERM CONTRACTS Another form of financing the City has used recently is a long-term financing contract (loans). Theses include the Arizona Water Infrastructure Financing Authority (WIFA), US Department of Housing and Urban Development (HUD), and the Arizona Department of Transportation (ADOT). In cases like WIFA, the authority sells bonds at a lower rate than the City can attain and loans the proceeds to various municipalities throughout the state. In each case, a fixed repayment schedule is created, much like a IMPACT OF DEBT SERVICE ON BUDGET Much like the impact of capital projects, debt service payments are derived from the same general revenues that are used for operations. A balance must be achieved between operational needs, debt requirements and capital expenditures to stay within the statutory or economic limitations of annual revenues. Each year, the City Council and staff work carefully to assure this balance. The benefit of securing 112 long-term financing to provide for timely construction of needed infrastructure can make a municipality ‘debt poor’ if taken to extremes. NEW DEBT ISSUE FOR 2015 During fiscal 2015, the City will begin the planning for the sale of bonds, estimated at $23 million. Proceeds will finance the construction of the Pacific Avenue Sports Facility and a replacement Equipment Maintenance Facility. The sale, if approved, is planned for 2nd quarter of the fiscal year. 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, 2014: City’s 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. MPC Bonds 2003 Refunding 1995A Authorized $14,640,000 Source of Repayment Rate MPC Bonds 2003 Refunding 1995B 4.21% Issued/Refunded 1995/2003 % of Annual Revenues FY15 FY15 Payment Public Safety Tax 39.74% 1,622,400 $2,905,000 Rate MPC Bonds 2003 Series 3.67% Issued/Refunded 1995/2003 % of Annual Revenues FY15 FY15 Payment Source of Repayment General Fund 0.15% 97,943 HURF Solid Waste 1.63% 0.67% 102,868 21,280 Water Fund 0.30% 63,251 Wastewater Fund 0.17% 24,408 $9,000,000 Rate Issued/Refunded Source of Repayment % of Annual Revenues FY15 4.18% 2003 FY15 Payment General Fund 0.84% 537,607 Public Safety Tax 3.91% 159,740 697,347 309,750 July 1 2015 2016 Principal $ 1,560,000 $ Interest Total 62,400 $ 1,622,400 Principal $ 295,000 $ Interest 14,750 $ Total 309,750 Principal $ 2017 2018 2019 2020 2021 2022 Interest Total 490,000 $ 207,347 $ 697,347 515,000 535,000 182,847 157,098 697,847 692,098 560,000 134,628 694,628 585,000 610,000 110,828 85,672 695,828 695,672 635,000 665,000 58,833 30,258 693,833 695,258 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Outstanding $ 1,560,000 $ 62,400 $ 1,622,400 $ 295,000 $ 113 14,750 $ 309,750 $ 4,595,000 $ 967,511 $ 5,562,511 MPC Bonds 2010 Refunding 2001 Authorized $29,530,000 Rate Issued/Refunded Source of Repayment MPC Bonds 2007 Series B 4.23% $30,785,000 2001/2010 Issued/Refunded % of Annual Revenues FY15 FY15 Payment General Fund 3.96% Source of Repayment 2,522,331 2015 2016 Interest Total 1,057,331 $ 2,522,331 1,840,000 1,910,000 1,013,381 939,781 2,010,000 2,110,000 2,210,000 2,305,000 Principal $ 1,465,000 $ General Fund 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Principal $ 4.20% $61,100,000 2007 1.74% 1,111,398 29.10% 1,188,172 2,299,570 Interest Rate 4.40% Issued/Refunded % of Annual Revenues FY15 FY15 Payment Public Safety Tax July 1 MPC Bonds 2007 Series D Rate % of Annual Revenues FY15 Source of Repayment City Road Tax Total 2007 FY15 Payment 45.69% Principal 4,804,825 Interest Total 2,655,000 $ 2,149,825 $ 4,804,825 2,301,170 2,300,570 2,760,000 2,870,000 2,043,625 1,905,625 4,803,625 4,775,625 797,770 737,570 2,302,770 2,302,570 2,985,000 3,110,000 1,762,125 1,612,875 4,747,125 4,722,875 674,970 606,510 2,304,970 2,306,510 3,240,000 3,375,000 1,457,375 1,323,725 4,697,375 4,698,725 1,335,000 $ 964,570 $ 2,299,570 2,853,381 2,849,781 1,390,000 1,445,000 911,170 855,570 844,282 743,781 2,854,282 2,853,781 1,505,000 1,565,000 638,281 549,881 2,848,281 2,854,881 1,630,000 1,700,000 $ 2,400,000 454,800 2,854,800 1,770,000 534,260 2,304,260 3,520,000 1,154,975 4,674,975 2,500,000 2,610,000 352,800 240,300 2,852,800 2,850,300 1,850,000 1,930,000 458,150 365,650 2,308,150 2,295,650 3,670,000 3,825,000 978,975 795,475 4,648,975 4,620,475 2,730,000 122,850 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 2027 2028 2029 2030 2031 2032 Outstanding $ 24,090,000 $ 6,957,468 $ 31,047,468 $ 22,425,000 $ MPC Bonds 2007 Series Utility Authorized $127,925,000 Rate Source of Repayment FY15 Payment Special Assmt. 32.67% 6,937,036 14.59% 2,072,102 9,009,138 Interest Total 3,920,000 $ 4,095,000 5,089,138 $ 4,893,138 9,009,138 8,988,138 4,270,000 4,440,000 4,688,388 4,453,538 8,958,388 8,893,538 Principal 2016 2017 2018 Rate Issued/Refunded Source of Repayment Water Fund $ $3,875,000 2007 Wastewater Fund July 1 2015 % of Annual Revenues FY15 $ 44,530,000 $ 16,389,275 $ 60,919,275 Improvement District No. 68 Bonds 4.50% Issued/Refunded 7,479,452 $ 29,904,452 % of Annual Revenues FY15 Principal $ 99.11% Interest WIFA Loan #920069-03 4.70% $10,000,000 2006 FY15 Payment 378,935 Source of Repayment 98,935 $ 85,540 378,935 375,540 305,000 320,000 71,558 56,870 376,558 376,870 % of Annual Revenues FY15 3.31% 2003 FY15 Payment Water Fund 3.38% 717,500 Wtr System Dev. 0.00% 717,500 Total 280,000 $ 290,000 Rate Issued/Refunded Principal $ Interest Total 552,904 $ 571,210 164,596 $ 146,290 717,500 717,500 590,123 609,662 127,377 107,838 717,500 717,500 4,620,000 4,231,538 8,851,538 335,000 41,478 376,478 629,848 87,652 717,500 4,810,000 5,015,000 4,000,538 3,802,125 8,810,538 8,817,125 350,000 365,000 25,380 8,578 375,380 373,578 650,702 672,247 66,798 45,253 717,500 717,500 5,225,000 5,450,000 3,551,375 3,290,125 8,776,375 8,740,125 694,505 22,995 717,500 2024 2025 2026 5,685,000 3,017,625 8,702,625 5,930,000 6,190,000 2,733,375 2,436,875 8,663,375 8,626,875 2027 6,460,000 6,745,000 2,127,375 1,844,750 8,587,375 8,589,750 7,050,000 7,365,000 1,507,500 1,155,000 8,557,500 8,520,000 7,695,000 786,750 8,481,750 8,040,000 402,000 8,442,000 2019 2020 2021 2022 2023 2028 2029 2030 2031 2032 Outstanding $ 103,005,000 $ 54,011,153 $ 157,016,153 $ 2,245,000 $ 114 388,338 $ 2,633,338 $ 4,971,201 $ 768,800 $ 5,740,001 WIFA Loan #910043-03 Authorized $44,000,000 WIFA Loan #920088-04 Rate 3.31% Issued/Refunded Source of Repayment $36,414,920 2003 % of Annual Revenues FY15 FY15 Payment Wastewater Fund Wastewater Capacity Rate 3.31% Issued/Refunded 2.10% 298,834 131.62% 2,985,056 3,283,890 2005 % of Annual Revenues FY15 FY15 Payment Source of Repayment Water Fund Wtr System Dev. Water Capacity 0.00% - 257.76% 142.40% 259,176 2,420,082 2,679,258 July 1 2015 Principal $ 2016 2017 2018 2019 2020 2021 2022 Interest Total 2,530,557 $ 2,614,343 753,333 669,547 2,700,904 2,790,331 582,986 493,559 $ Principal 3,283,890 3,283,890 $ Interest 1,878,108 1,948,574 3,283,890 3,283,890 $ 2,021,685 2,097,539 801,150 729,361 654,879 577,603 Total $ 2,679,258 2,677,936 2,676,564 2,675,141 2,882,719 401,171 3,283,890 2,176,238 497,427 2,673,665 2,978,166 3,076,773 305,724 207,117 3,283,890 3,283,890 2,257,891 2,342,607 414,242 327,937 2,672,133 2,670,544 3,178,645 105,245 3,283,890 2,430,501 2,521,694 238,393 145,490 2,668,895 2,667,184 2,616,802 49,092 2,665,894 22,291,638 $ 4,435,574 $ 26,727,212 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Outstanding $ 22,752,439 $ 3,518,681 $ 26,271,119 $ GRAND TOTAL $370,174,920 Authoriz ed % of Annual Source of Repayment R evenues FY15 FY 15 P aym ent General Fund 6 .70% 4,269,279 HU RF City Road Tax 1 .63% 45 .69% 102,868 4,804,825 P ublic Safety Tax 72 .76% 2,970,312 S pecial As sm t. 99 .11% 378,935 S olid W aste 0 .67% 21,280 W ater Fund W ater Capacity 36 .35% 142 .40% 7,717,787 2,420,082 W ater S ys tem Dev. 257 .76% 259,176 16 .87% 2,395,344 131 .62% 2,985,056 28,324,944 W astewate r Fund W astewate r Ca pacity July 1 2015 2016 Interest Principal $ 1 6,961,568 $ 11,363,376 Total $ 28,324,944 1 6,024,128 1 6,647,712 10,674,899 9,983,261 26,699,027 26,630,973 1 7,317,532 1 8,013,805 9,228,212 8,464,319 26,545,744 26,478,124 1 8,736,759 7,668,980 26,405,739 1 9,486,627 1 9,883,651 6,929,958 6,092,301 26,416,585 25,975,953 2024 1 5,991,694 1 6,666,802 5,225,540 4,468,142 21,217,234 21,134,944 2025 2026 1 4,665,000 1 2,460,000 3,741,662 3,034,625 18,406,662 15,494,625 2027 2028 1 3,010,000 2,422,125 15,432,125 6,745,000 7,050,000 1,844,750 1,507,500 8,589,750 8,557,500 7,365,000 7,695,000 1,155,000 786,750 8,520,000 8,481,750 402,000 94,993,400 8,442,000 $ 347,753,678 2017 2018 2019 2020 2021 2022 2023 2029 2030 2031 2032 Outstanding $ 8,040,000 25 2,760,278 115 $ City of YUMA 116 Appendix APPENDIX Page No. Schedule Schedule Schedule Schedule Schedule Schedule Schedule Schedule Glossary 1 2 3 4 5 6 7 8 – – – – – – – – Revenues Expenditures by Fund/Dept Outside Agency Summary Supplemental Listing Authorized Staffing Level Salary Schedule Budget Resolution Maximum Tax Levy 117 123 137 138 140 154 155 157 158 SCHEDULE 1 REVENUES 2012-2013 ACTUAL GENERAL FUND Local Taxes: Sales tax (1%) 19,248,864 Property Tax 9,143,721 Delinquent Property Tax 351,550 Franchise Tax 3,295,467 Intergovernmental Revenues: State revenue sharing 9,506,288 State sales tax 7,600,328 Auto in-lieu tax 2,948,529 Tribal contribution 37,974 Licenses and Permits: Business licenses 261,523 Liquor licenses 43,319 Building permits 981,295 Electrical permits 183,448 Plumbing permits 70,330 Mechanical permits 82,335 Charges for Services: Zoning and subdivision fees 73,690 Plan check fees 349,283 Other development fees 2,159 Swimming fees 187,787 Recreation fees 277,463 Art Center fees 92 Ambulance Service fees 3,830,022 Other charges 66,619 Police services 606,602 Use of Money and Property: Investment income 14,344 Recreation facility rents 165,813 Art Center facility rents Misc Rentals 4,500 Mall district rentals Fines, Forfeitures, Penalties: Vehicle code fines 913,005 Parking & other fines 598,105 Miscellaneous Revenues: Sale of property 22,177 Animal control licenses 84,543 Unclassified revenues 239,675 61,190,850 Total COMMUNITY INVESTMENT TRUST FUND Use of Money and Property: Investment income 374 Miscellaneous Revenues: Unclassified revenues 374 Total 117 2013-2014 BUDGET 2013-2014 ESTIMATE 2014-2015 FORECAST 19,792,000 9,500,000 325,000 3,312,200 19,441,347 9,250,000 250,000 3,312,200 20,219,000 9,612,828 250,000 3,312,200 10,114,498 7,833,710 3,149,580 - 9,656,746 7,785,354 3,149,580 500 10,974,310 8,191,891 3,429,614 - 290,000 41,750 754,500 125,000 50,000 60,000 290,000 41,750 922,500 155,000 55,000 65,000 290,000 41,750 922,500 155,000 55,000 65,000 11,150 250,000 2,500 173,000 305,400 2,500,000 18,150 500,000 51,585 450,000 1,800 171,000 283,400 57 2,999,000 57,000 500,000 33,250 400,000 1,800 171,000 283,400 2,999,000 57,000 500,000 52,000 154,830 - 50,000 176,523 6,000 - 50,000 156,830 6,000 - 937,000 590,000 732,000 523,000 732,000 515,000 100,000 171,000 61,113,268 2,100 100,000 434,236 60,912,678 120,000 171,000 63,715,373 - - - - - - SCHEDULE 1 REVENUES 2012-2013 ACTUAL HIGHWAY USERS REVENUE FUND Intergovernmental Revenues: State gasoline tax 5,862,202 Charges for Services Development Charges Signal maintenance 39,768 Use of Money and Property: Investment income 745 Miscellaneous Revenues: 40,262 Unclassified revenues 5,942,977 Total CITY ROAD TAX FUND Local Taxes: Sales tax (0.5%) 9,622,796 Charges for Services Development Charges 345 Use of Money and Property: Investment income 10,588 Rental income 419,567 Sale of property 153 Miscellaneous Revenues: 6,925 Unclassified revenues 10,060,374 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%) 3,847,810 Use of Money & Property: Misc Rentals Investment income 4,268 Miscellaneous Revenues: 5,420 Unclassified revenues 3,857,498 Total 118 2013-2014 BUDGET 2013-2014 ESTIMATE 2014-2015 FORECAST 6,399,000 5,862,195 6,291,329 32,000 - - 1,000 1,000 1,000 10,000 6,442,000 10,000 5,873,195 10,000 6,302,329 9,894,180 9,719,017 10,107,778 - - - 10,000 405,853 - 10,000 405,853 - 10,000 405,853 - 2,000 10,312,033 2,000 10,136,870 2,000 10,525,631 - - - - - - 3,956,000 3,886,282 4,041,733 5,000 28,793 5,000 28,793 5,000 3,961,000 7,050 3,927,125 7,000 4,082,526 SCHEDULE 1 REVENUES 2012-2013 ACTUAL TWO PERCENT TAX FUND Local Taxes: Sales tax (2%) 4,652,118 Charges for Services: Theatre revenue 77,375 Liquor sales 48,313 Concession stand sales 115,490 Other sales 6,377 Commissions & fees 29,949 Use of Money and Property: Investment income 4,689 Room rents 183,694 Equipment rents 29,862 Other rents 60 Miscellaneous Revenues: 34,522 Unclassified revenues 5,182,449 Total DOWNTOWN MALL MAINTENANCE FUND Local Taxes: Property Tax 119,403 Delinquent Property Tax Miscellaneous Revenues: 6,826 Unclassified revenues 126,229 Total GRANT FUNDS Intergovernmental Revenues: Community development grants 1,250,748 Law enforcement grants 1,663,460 Emergency management grants Park and recreation grants 1,033,352 765,417 Other miscellaneous grants 4,712,977 Total DEBT SERVICE FUNDS Special Assessments: Principal 1,134,000 Interest 174,190 Use of Money & Property: 416 Investment income 1,308,606 Total CIP FUNDS Charges for Services: Developer Deposits 18,000 Prorata fees 19,780 Impact fees 1,376,796 Use of Money and Property: Investment income 14,324 Miscellaneous Revenues: 868,311 Unclassified Revenues 2,297,211 Total 119 2013-2014 BUDGET 2013-2014 ESTIMATE 2014-2015 FORECAST 4,468,337 4,783,433 4,926,875 38,500 26,000 82,000 4,000 14,600 42,000 26,000 59,000 1,000 14,350 42,000 26,000 59,000 1,000 14,350 12,800 165,000 17,800 60 12,800 70,000 15,200 - 12,800 69,000 15,200 - 55,160 4,884,257 31,150 5,054,933 32,150 5,198,375 100,000 - 110,000 - 100,000 10,000 3,900 103,900 3,900 113,900 3,900 113,900 1,562,065 1,649,530 287,586 8,396,612 11,895,793 1,218,867 1,378,383 83,489 66,229 2,746,968 1,347,868 5,219,223 9,000 5,164,929 11,741,020 280,000 105,515 1,198,000 122,498 290,000 92,355 385,515 1,320,498 382,355 2,794,197 529,840 995,703 1,113,784 2,229,350 1,076,600 22,900 26,500 25,100 7,419,962 10,766,899 34,674 2,170,661 8,520,000 11,851,050 SCHEDULE 1 REVENUES 2012-2013 ACTUAL YUMA REGIONAL COMMUNICATIONS SYSTEM FUND Charges for Services: Radio fees 632,022 Intergovernmental Revenues: Grants 1,693,626 Use of Money and Property: Investment income 663 Miscellaneous Revenues: Sale of property 1,081,337 710 Unclassified Revenues 3,408,358 Total DESERT HILLS GOLF COURSE FUND Charges for Services: Green fees 1,160,214 Merchandise sales 196,816 Liquor sales Concession stand sales 477,274 Food sales Range fees 58,992 Use of Money and Property: Investment income 243 Equipment rents 257,207 Room rents 843 Miscellaneous Revenues: 6,379 Unclassified revenues 2,157,968 Total SOLID WASTE FUND Charges for Services: Collection fees 3,278,104 Receptacles sales 23,060 Miscellaneous Revenues: 7,198 Unclassified revenues 3,308,362 Total WATER FUND Charges for Services: Residential water fees 12,083,449 Commercial water fees 8,772,125 Fire hydrant fees 377,426 Service establishment fees 230,235 Use of Money and Property: Investment income 4,636 Rental Income Miscellaneous Revenues: 233,100 Unclassified revenues 21,700,971 Total 120 2013-2014 BUDGET 2013-2014 ESTIMATE 2014-2015 FORECAST 1,087,389 877,732 1,454,423 11,575,729 3,342,442 2,981,534 1,400 1,400 1,400 500,000 13,164,518 250,000 550,000 5,021,574 250,000 550,000 5,237,357 1,144,500 197,375 527,000 67,000 1,190,500 176,875 448,250 65,000 1,200,500 176,875 490,250 65,000 1,000 315,951 1,600 1,000 313,831 1,600 1,000 313,431 1,600 2,254,426 (2,405) 2,194,651 2,248,656 3,041,000 8,000 3,141,000 23,000 3,141,000 23,000 6,600 3,055,600 23,500 3,187,500 25,500 3,189,500 11,428,390 9,064,000 356,490 215,000 11,428,390 9,064,000 356,490 215,000 11,428,390 9,064,000 356,490 215,000 7,000 - 20,000 - 15,000 - 169,500 21,240,380 194,704 21,278,584 154,204 21,233,084 SCHEDULE 1 REVENUES 2012-2013 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 2013-2014 BUDGET 2013-2014 ESTIMATE 2014-2015 FORECAST 8,456,889 6,196,618 - 7,750,000 6,614,500 - 7,550,000 6,618,000 - 7,550,000 6,618,000 - 3,331 10,000 10,000 10,000 58,465 14,715,303 29,180 14,403,680 20,070 14,198,070 22,380 14,200,380 1,694,288 110,588 998,500 74,600 1,698,500 99,950 1,698,500 99,950 2,957 246 175 2,168 2,700 3,000 200 - 500 1,000 500 2,000 500 1,000 500 1,500 36 77 1,810,535 1,079,000 860 1,700 1,805,010 100 1,802,050 4,112,435 163,960 - 3,248,000 129,900 - 2,248,000 164,900 5,613 - 2,248,000 164,900 - 8,466 391 761 120 343 20,000 1,000 1,000 300 - 20,000 1,000 1,500 500 350 20,000 1,000 1,500 500 - 80 4,286,556 3,400,200 25 2,441,888 25 2,435,925 121 SCHEDULE 1 REVENUES 2012-2013 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 WORKMAN'S COMP FUND Use of Money and Property: Workman's Comp Charges Investment income Miscellaneous Revenues: Unclassified revenues Total 2013-2014 BUDGET 2013-2014 ESTIMATE 2014-2015 FORECAST 1,359,535 13,586 1,845,647 37,000 1,845,801 20,000 1,666,977 20,000 162 1,373,283 1,882,647 1,865,801 1,686,977 1,834,785 458,742 1,407,503 1,686,223 400,000 1,539,450 1,686,223 425,000 1,440,700 1,828,620 425,000 1,440,700 13 100 100 100 9,698 3,983 3,714,724 3,625,773 1,000 3,553,023 1,000 3,695,420 2,446,069 852 1,740,190 1,000 2,231,241 2,000 1,506,048 1,500 100,353 2,547,274 25,000 1,766,190 2,233,241 1,507,548 870,296 6,690 - 1,162,741 7,550 2,026,873 7,550 5,714 882,700 - 1,170,291 2,034,423 122 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2012-2013 Actual 2013-2014 Budget 2013-2014 Estimate 2014-2015 Budget 106,213 130,745 236,958 101,050 115,762 216,812 92,601 163,997 256,598 107,688 114,844 222,532 1,180,128 246,732 1,426,860 1,247,055 259,317 1,506,372 1,291,472 259,078 1,550,550 1,231,280 260,863 1,492,143 2,206,326 952,757 63,563 3,222,646 2,170,077 1,063,694 3,233,771 2,017,169 881,084 35,729 2,933,982 1,885,254 984,995 20,000 2,890,249 852,043 356,110 1,208,153 849,903 476,422 1,326,325 849,659 461,312 1,310,971 1,007,639 419,672 1,427,311 2,036,843 585,745 11,990 2,634,578 2,167,321 499,540 2,666,861 2,041,110 497,962 2,539,072 2,074,113 501,730 2,575,843 1,417,915 233,554 1,651,469 1,479,243 402,709 1,881,952 1,401,007 309,203 18,000 1,728,210 1,439,400 391,348 1,830,748 693,521 160,395 5,689 859,605 737,507 195,034 932,541 745,269 195,034 940,303 783,664 201,070 984,734 1,423,443 1,423,443 1,881,543 1,881,543 1,539 2,094,486 2,096,025 4,913,562 4,913,562 2,222,864 381,791 2,604,655 2,570,751 378,566 11,000 2,960,317 2,581,266 349,856 10,264 2,941,386 2,750,034 404,175 3,154,209 367,949 19,242 387,191 380,146 22,417 402,563 322,183 22,417 344,600 411,241 25,822 437,063 General Fund Mayor and Council Payroll Operating Municipal Court Payroll Operating City Administration Payroll Operating Capital City Attorney Payroll Operating Information Tech Services Payroll Operating Capital Finance Payroll Operating Capital Human Resources Payroll Operating Capital General Government Payroll Operating Community Development Payroll Operating Capital Public Works Payroll Operating 123 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2012-2013 Actual 2013-2014 Budget 2013-2014 Estimate 2014-2015 Budget 4,820,424 2,774,529 16,504 7,611,457 5,006,951 2,829,911 7,836,862 4,991,914 2,598,508 1,000 7,591,422 5,226,213 2,969,747 8,195,960 Payroll Operating Capital 18,755,561 3,238,131 20,762 22,014,454 19,931,798 3,234,067 10,000 23,175,865 20,273,332 3,203,408 23,476,740 20,841,407 3,719,542 10,000 24,570,949 Payroll Operating Capital 12,181,512 1,952,534 38,250 14,172,296 11,509,700 2,036,967 14,764 13,561,431 11,883,716 2,022,563 1,000 13,907,279 11,367,718 2,386,665 13,754,383 (2,882,833) (3,352,638) (3,352,638) (3,361,079) General Fund Parks and Recreation Payroll Operating Capital Police Fire Cost Allocation Operating Capital Projects Payroll 81,831 Fund Total 56,652,763 58,230,577 58,264,500 63,088,607 Community Investment Trust General Government Operating Fund Total 38,316 - - - 38,316 - - - Riverfront Redevelopment Fund City Administration Operating Fund Total 503,084 557,323 557,323 125,780 503,084 557,323 557,323 125,780 - - - 67,112 Highway User Revenue Fund General Government Operating Public Works Payroll Operating Fund Total 2,194,585 3,824,156 6,018,741 6,018,741 124 2,377,081 4,268,357 6,645,438 6,645,438 2,125,865 4,222,718 6,348,583 6,348,583 2,337,311 3,399,345 5,736,656 5,803,768 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2012-2013 Actual 2013-2014 Budget 2013-2014 Estimate 2014-2015 Budget City Road Tax Fund City Administration Payroll Operating - 285,789 432 286,221 404,689 432 405,121 City Attorney Payroll - 64,029 - - General Government Operating - - - 68,640 Public Works Payroll Operating Capital 114,623 114,623 1,301,382 808,673 121,988 2,232,043 1,981,796 1,196,098 100,500 3,278,394 1,492,066 1,170,373 125,500 2,787,939 2,142,131 1,548,288 67,000 3,757,419 536,755 133,720 749,181 1,419,656 3,651,699 97,998 3,568,651 3,666,649 7,295,293 1,194,107 1,194,107 4,387,167 97,998 4,022,000 4,119,998 8,060,680 - 5,613 5,613 15,295 20 15,315 6,965 6,965 City Attorney Payroll - 1,438 - - General Government Operating - - - 161 Capital Projects Payroll Operating Capital Fund Total Public Safety Tax Fund City Administration Payroll Operating Police Operating Capital 232,763 611,856 844,619 594,140 500,000 1,094,140 572,740 400,000 972,740 468,463 468,463 Operating Capital 523,535 444,253 967,788 560,079 560,079 548,039 548,039 685,153 685,153 Fire Capital Projects Payroll 68,169 Fund Total 1,880,576 125 1,661,270 1,536,094 1,160,742 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2012-2013 Actual 2013-2014 Budget 2013-2014 Estimate 2014-2015 Budget 2% Tax Fund City Administration Payroll Operating General Government Operating Public Works Payroll Operating Parks and Recreation Payroll Operating Capital Capital Projects Capital Fund Total - 81,451 342 81,793 81,464 342 81,806 260,468 64,335 324,803 65,642 281,072 282,744 331,539 - 12,179 58 12,237 - 82,593 90 82,683 1,475,121 1,896,820 3,371,941 1,512,686 2,365,320 89,500 3,967,506 1,497,644 2,145,171 94,500 3,737,315 1,635,385 2,257,492 3,892,877 499,011 1,654,495 1,404,551 1,949,500 3,936,594 5,997,103 5,506,416 6,581,402 Mall Maintenance Fund General Government Operating Parks and Recreation Payroll Operating Fund Total - - - 2,714 83,994 134,494 218,488 218,488 89,955 122,855 212,810 212,810 91,383 115,119 206,502 206,502 92,901 118,890 211,791 214,505 - - - - - 10,204 CDBG City Administration Payroll Operating 315,875 713,527 1,029,402 General Government Operating Community Development Payroll Operating Capital Fund Total - 1,308 1,308 1,030,710 126 318,540 1,156,355 1,474,895 1,474,895 188,572 922,014 29,000 1,139,586 1,139,586 337,310 1,000,354 1,337,664 1,347,868 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2012-2013 Actual 2013-2014 Budget 2013-2014 Estimate 2014-2015 Budget Community Redevlop Block Grant City Administration Payroll Operating Community Development Payroll Operating Fund Total 19,402 200,637 220,039 - - - 220,039 14,003 73,167 87,170 87,170 79,281 79,281 79,281 - 2,055 - - 2,500 19,877 45,630 65,507 267,700 267,700 45,697 45,697 56,337 56,337 171 Donations City Administration Operating Parks and Recreation Payroll Operating Police Operating 220 - 154 154 Operating 1,913 - 5,346 5,346 69,695 267,700 51,197 64,337 557,997 80,722 126,095 764,814 764,814 371,638 371,638 371,638 488,836 45,648 39,570 574,054 574,054 1,551,000 184,350 1,735,350 1,735,350 - - - 76,057 698,910 17,160 716,070 716,070 800,661 18,273 818,934 894,991 5,848 5,848 Fire Fund Total DHS Police Grant Police Payroll Operating Capital Fund Total DOJ Police Grants General Government Operating Police Payroll Operating Fund Total 445,755 13,851 459,606 459,606 537,635 537,635 537,635 Dept of Energy Grant City Administration Operating 15,779 127 - SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2012-2013 Actual 2013-2014 Budget 2013-2014 Estimate 2014-2015 Budget Dept of Energy Grant 15,779 - 5,848 5,848 14,618 717,071 731,689 731,689 5,902 213,984 219,886 219,886 74,489 74,489 74,489 - Fund Total Bureau of Reclamation City Administration Payroll Operating Fund Total Other Federal Grants City Administration Operating - 2,000,000 - Utilities Operating - 1,500,000 - - 3,500,000 - Fund Total 2,231,500 2,231,500 Other Federal Police Grants Police Payroll Operating 5,808 5,808 5,808 - 7,738 7,738 7,738 349,263 349,263 349,263 2,569 - - - - - - 15,954 106,577 104,523 156,419 367,519 370,088 600,000 600,000 600,000 5,549 40,680 46,229 46,229 1 2,298,398 2,298,399 2,314,353 19,167 288,500 10,500 278,500 19,167 288,500 10,500 278,500 Fund Total Federal Fire Grants Information Tech Services Operating General Government Operating Fire Payroll Operating Capital Fund Total Dept of Transportation Public Works Operating Fund Total 128 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2012-2013 Actual 2013-2014 Budget 2013-2014 Estimate 2014-2015 Budget 1,171 48,000 49,171 99,200 36,000 135,200 792 792 155,466 155,466 4,320 700 5,020 54,191 4,407 650 5,057 140,257 8,510 1,590 10,100 10,892 155,466 12,479 - 20,235 340,800 12,479 - 20,235 340,800 296,263 - - - 5,399 - - - 301,662 - - - - - 3,165 - - - 3,165 - State Court Grants Municipal Court Operating Capital City Attorney Payroll Operating Fund Total State Police Grants Police Operating Fund Total Other State Grants City Administration Operating Parks and Recreation Payroll Fund Total Yuma County Grants Police Operating Fund Total CIP Grants Capital Projects Capital Fund Total 657,253 4,408,113 - 1,402,400 657,253 4,408,113 - 1,402,400 2,600,425 2,609,988 2,609,988 2,629,497 2,600,425 2,609,988 2,609,988 2,629,497 2,296,470 2,295,770 2,295,770 2,299,570 2003 MPC Debt Service Fund Bonded Dept Debt Fund Total 2007B MPC Debt Svc Fund Bonded Dept Debt 129 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2012-2013 Actual 2013-2014 Budget 2013-2014 Estimate 2014-2015 Budget 2,296,470 2,295,770 2,295,770 2,299,570 4,785,325 4,791,425 4,791,425 4,804,825 4,785,325 4,791,425 4,791,425 4,804,825 2,531,581 2,525,082 2,525,082 2,522,331 2,531,581 2,525,082 2,525,082 2,522,331 2007B MPC Debt Svc Fund Fund Total 2007D MPC Debt Svc Fund Bonded Dept Debt Fund Total 2010 MPC Debt Svc Fund Bonded Dept Debt Fund Total Special Assmt Dist67 Fund Special Assessments Debt Fund Total 962,335 - 967,575 - 962,335 - 967,575 - Special Assmt Dist68 Fund Special Assessments Debt Fund Total 379,312 385,515 385,515 382,355 379,312 385,515 385,515 382,355 277,824 3,694,674 2,114,172 10,550,000 277,824 3,694,674 2,114,172 10,550,000 1,023,303 1,494,898 - 1,760,000 1,023,303 1,494,898 - 1,760,000 Capital Projects Fund Capital Projects Capital Fund Total Parks & Rec Impact Fee FN Capital Projects Capital Fund Total Solid Waste Impact Fee FN Capital Projects Capital Fund Total 130 - - - 359,000 - - - 359,000 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2012-2013 Actual 2013-2014 Budget 2013-2014 Estimate 2014-2015 Budget 1,258,354 455,000 - - 1,258,354 455,000 - - 904,827 261,000 - - 904,827 261,000 - - Police Impact Fee Fund Capital Projects Capital Fund Total Fire Impact Fee Fund Capital Projects Capital Fund Total Public Works Impact Fee Capital Projects Capital Fund Total - - - 141,000 - - - 141,000 Transportation Impact Fees Capital Projects Capital 56,806 1,441,150 - 1,449,200 56,806 1,441,150 - 1,449,200 2,238,281 995,102 1,486,465 2,775,000 2,238,281 995,102 1,486,465 2,775,000 2,461,647 2,192,000 1,601,999 3,007,000 2,461,647 2,192,000 1,601,999 3,007,000 312,282 2,760,507 410,391 3,483,180 433,538 2,554,961 2,790,798 5,779,297 383,155 3,580,439 594,289 4,557,883 516,937 4,036,789 863,470 5,417,196 Fund Total CIP Series B 2007 Bond Capital Projects Capital Fund Total CIP Series D 2007 Bond Capital Projects Capital Fund Total YRCS Fund Communication Grants Information Tech Services Payroll Operating Capital General Government Operating - 131 - - 11,338 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2012-2013 Actual 2013-2014 Budget 2013-2014 Estimate 2014-2015 Budget YRCS Fund Communication Grants Police Payroll Operating 49,447 49,447 - 5,000 5,000 25,000 25,000 Operating - - - 95,344 7,749,000 746,273 - 13,528,297 5,309,156 Fire Capital Projects Capital Fund Total 3,532,627 5,548,878 Desert Hills Golf Course General Government Operating Parks and Recreation Payroll Operating Capital Projects Capital - 970,964 1,320,193 2,291,157 104,706 Fund Total 2,395,863 - 1,093,767 1,985,022 3,078,789 - - 1,353,389 2,057,104 3,410,493 - 70,783 1,353,447 1,577,871 2,931,318 - 3,078,789 3,410,493 3,002,101 - 68,445 198 68,643 106,364 198 106,562 23,226 23,226 - 5,034 - - 7,578 - - 175,932 - 110,899 166 111,065 59,620 166 59,786 141,805 159 141,964 4,627,008 7,522,251 10,319,667 26,500 22,495,426 4,529,989 6,687,097 10,319,637 5,500 21,542,223 4,699,285 7,452,476 7,717,787 40,500 19,910,048 Water Fund City Administration Payroll Operating City Attorney Payroll General Government Operating Public Works Payroll Operating Utilities Payroll Operating Debt Capital 4,403,776 6,112,456 10,338,160 109,333 20,963,725 132 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2012-2013 Actual 2013-2014 Budget 2013-2014 Estimate 2014-2015 Budget 253,723 11,459 265,182 21,236,485 85,000 85,000 22,765,168 25,000 25,000 21,733,571 695,000 695,000 20,946,170 16,543 14,659 31,202 31,202 14,132 66,370 80,502 80,502 5,140 51,650 56,790 56,790 66,370 66,370 66,370 - - - 2,420,082 - - - 2,420,082 - - - 259,176 - - - 259,176 - - 2,684 500,000 - - 2,684 500,000 - 77,684 378 78,062 80,869 378 81,247 11,531 11,531 City Attorney Payroll - 1,438 - - General Government Operating - - - 142,017 - 22,678 72 22,750 3,111 72 3,183 71,788 18 71,806 Water Fund Capital Projects Payroll Capital Fund Total Water Transfer Fund Utilities Payroll Operating Fund Total Water Capacity Fund Utilities Debt Fund Total Water System Development Fund Utilities Debt Fund Total Water Grants Fund Utilities Operating Fund Total Wastewater Fund City Administration Payroll Operating Public Works Payroll Operating 133 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2012-2013 Actual 2013-2014 Budget 2013-2014 Estimate 2014-2015 Budget 3,218,813 5,211,462 2,361,704 9,914 10,801,893 3,547,363 6,232,973 2,366,336 235,000 12,381,672 3,378,659 5,530,601 2,366,336 235,000 11,510,596 3,712,327 6,256,229 2,395,344 235,000 12,598,900 63,705 231,363 295,068 11,096,961 1,143,000 1,143,000 13,626,922 607,294 607,294 12,202,320 2,721,500 2,721,500 15,545,754 2,978,528 2,978,488 2,978,488 2,978,488 2,978,528 2,978,488 2,978,488 2,978,488 6,537 6,568 6,568 6,568 6,537 6,568 6,568 6,568 1,215,652 4,585,300 3,686,377 4,223,100 1,215,652 4,585,300 3,686,377 4,223,100 306,620 68,000 4,211 1,247,500 306,620 68,000 4,211 1,247,500 - - Wastewater Fund Utilities Payroll Operating Debt Capital Capital Projects Payroll Capital Fund Total Wastewater Capacity Fund Utilities Debt Fund Total Wastewater Sanitary Sewer Interc Utilities Debt Fund Total Water Revenue Bond Fund Capital Projects Capital Fund Total Wastewater Revenue Bond Fund Capital Projects Capital Fund Total Solid Waste Fund General Government Operating Public Works Payroll Operating Fund Total 7,531 785,863 2,361,066 3,146,929 3,154,460 134 818,207 2,409,309 3,227,516 3,227,516 808,864 2,250,511 3,059,375 3,059,375 23,084 844,134 2,322,833 3,166,967 3,190,051 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2012-2013 Actual 2013-2014 Budget 2013-2014 Estimate 2014-2015 Budget Equipment Maintenance Fund General Government Operating Public Works Payroll Operating Capital Fund Total - - - 26,184 1,029,431 2,796,705 32,015 3,858,151 3,858,151 1,113,424 2,601,839 3,715,263 3,715,263 968,521 2,545,845 3,514,366 3,514,366 1,044,305 2,545,353 3,589,658 3,615,842 74,312 690,134 764,446 73,460 857,972 931,432 71,576 613,929 685,505 74,345 543,579 617,924 909,722 852,116 783,732 914,842 1,674,168 1,783,548 1,469,237 1,532,766 Insurance Reserve Fund City Attorney Payroll Operating General Government Operating Fund Total Equip Replacement Fund City Administration Capital - 43,670 37,811 - City Attorney Capital - 90,000 - - Information Tech Services Capital 248,376 - 714,859 147,000 Public Works Capital 527,046 910,000 1,095,368 369,000 Utilities Capital 134,278 165,000 166,589 45,000 Parks and Recreation Capital 529,511 353,500 286,000 66,000 - Police Capital 9,551 - - Capital - - - Fire 135 1,255,000 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2012-2013 Actual 2013-2014 Budget 2013-2014 Estimate 2014-2015 Budget Equip Replacement Fund Equipment Replacement Operating Capital Fund Total (105,602) (105,602) 1,343,160 7,344 2,486,017 2,493,361 4,055,531 7,344 7,344 2,307,971 687 3,050,000 3,050,687 4,932,687 Workers Compensation Employee Benefits Operating Fund Total Total Budget 867,543 - 1,022,766 1,640,865 867,543 - 1,022,766 1,640,865 159,088,233 200,492,336 153,087,688 136 189,137,104 SCHEDULE 3 2014-2015 OUTSIDE AGENCY SUMMARY Listed by Function 2013-2014 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 $ 150,000 650,000 217,656 230,000 20,000 200,000 78,773 2013-2014 ESTIMATE $ 150,000 650,000 217,656 227,000 20,000 200,000 78,773 2014-2015 BUDGET $ 150,000 650,000 207,000 192,000 20,000 200,000 78,772 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. 40,000 35,000 40,000 1,673,309 $ 1,632,652 General/Police General/Police TOTAL $ 1,681,309 137 $ SCHEDULE 4 CITY OF YUMA 2014-2015 SUPPLEMENTALS DIV POSITION # GENERAL FUND CITY ADMINISTRATION 1015 Senior Planner 1070 Custodian (split w/DHGC) SUBTOTAL CITY ATTORNEY'S OFFICE 1310 Legal Assistant* 1340 City Prosecutor reduce outside legal costs PERSONNEL 1.0 0.25 1.3 8,725 8,724.5 1.0 1.0 SUBTOTAL COMMUNITY DEVELOPMENT 3020 Administrative Assistant reduce PT Admin Asst 3020 Combination Bldg. Inspector SUBTOTAL 46,758 101,244 (40,000) 108,002 2.0 - - - TOTAL - - 46,758 101,244 (40,000) 108,002 1.0 2.0 39,200 (15,620) 67,411 90,991 - - 39,200 (15,620) 67,411 90,991 2.0 2.0 64,202 64,202 - - 64,202 64,202 1.0 1.0 1.0 1.0 1.0 2.0 7.0 67,813 68,840 63,031 47,921 55,441 67,433 (60,994) 309,485 - - (60,994) 242,052 14.3 581,404 - - 505,247 HIGHWAY USER REVENUE FUND 4032 Electrician* reduce APS mtnce costs 1.0 55,415 (55,415) TOTAL HIGHWAY USER REVENUE FUND 1.0 (55,415) GRANT FUND 6012 Police Officers* 4 @ 75% 6012 Police Officers 4 @ 75% 3.0 3.0 203,439 206,520 TOTAL GRANT FUND 6.0 409,959 PARKS & RECREATION 5020 Groundskeeper SUBTOTAL POLICE 6012 6012 6012 6061 6061 6070 Police Officers* 4 @ 25% Police Officers 4 @ 25% Police Corporal* 911 Dispatcher 911 Supervisor Custodian* reduce PT SUBTOTAL TOTAL GENERAL FUND 1.0 OPERATING CAPITAL 138 67,813 68,840 63,031 47,921 55,441 55,415 (55,415) - - (55,415) 203,439 206,520 - - 409,959 SCHEDULE 4 CITY OF YUMA 2014-2015 SUPPLEMENTALS DIV POSITION TWO PERCENT TAX FUND 5030 YCC Manager* 5065 Recreation Program Coordinator reduce PT Rec Prgrm Coord # PERSONNEL OPERATING CAPITAL TOTAL 1.0 1.0 75,835 40,768 (16,492) TOTAL TWO PERCENT TAX FUND 2.0 100,111 1.0 1.0 upgr upgr 0.75 63,507 37,434 38,876 9,508 26,174 2.75 175,499 WATER FUND 4147 Instrumentation & Control Technician 1.0 49,882 TOTAL WATER FUND 1.0 49,882 - - 49,882 TOTAL ALL FUNDS 27.0 1,261,440 - - 1,185,282 75,835 40,768 (16,492) - - 100,111 DESERT HILLS GOLF COURSE FUND 5072 Restaurant Supervisor* Shift Supervisor* Shift Supervisor upgr frm Kitchen Supv Line Cook upgr from Cook 5070 Custodian (split w/Admin) TOTAL WATER FUND * Provisional Supplemental 12.0 15.0 27.0 139 63,507 37,434 38,876 9,508 26,174 - - 175,499 49,882 SCHEDULE 5 2014-2015 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade FY 11/12 FY 12/13 FY 13/14 FY 14/15 MAYOR AND CITY COUNCIL Executive Assistant Department Total 45 1 1 1 1 1 1 1 1 MUNICIPAL COURT Lead Court Clerk Court Clerk Court Specialist Lead Municipal Court Officer Municipal Court Officer Municipal Court Administrator Administrative Assistant Department Total 37 33 41 46 42 66 30 9 1 1 4 1 1 17 1 8 1 1 4 1 1 17 1 9 1 1 4 1 1 18 1 9 1 1 4 1 1 18 94 45 83 57 70 67 55 54 43 30 1 1 1 1 3 1 1 9 1 1 1 1 3 1 2 10 1 1 1 1 1 3 1 1 2 12 1 1 1 1 1 1 1 7 Community Relations Public Affairs Coordinator Television Production and Operations Manager Video Production & Operations Specialist Administrative Assistant Division Total 61 56 43 30 2 1 1 1 5 2 1 1 1 5 2 1 1 4 2 1 1 4 Heritage Area Development Executive Director Yuma Crossing Heritage Area Cor C.I.P. Project Manager City Archeologist/Historian/Curator Senior Planner Administrative Specialist Administrative Assistant Division Total 72 67 51 58 37 30 1 1 1 2 5 1 1 1 1 1 5 1 1 1 3 1 1 1 1 4 City Clerk City Clerk Deputy City Clerk Administrative Specialist Administrative Assistant Division Total 70 46 37 30 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 CITY ADMINISTRATOR'S OFFICE Administration City Administrator Executive Assistant Deputy City Administrator C.I.P. Administrator C.I.P. Supervisor C.I.P. Project Manager Real Property/ROW Agent Management Analyst Marketing Specialist Administrative Assistant Division Total 140 SCHEDULE 5 2014-2015 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade 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 Facilities Maintenance Manager Facilities Maintenance Supervisor Lead Custodian Facilities Maintenance Specialist Senior Facilities Maintenance Worker Facilities 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 Management Coordinator Legal Assistant Division Total Prosecutor's Office City Prosecutor Assistant City Prosecutor/Police Legal Advisor Legal Assistant Division Total Department Total INFORMATION TECHNOLOGY SERVICES Administration Director of Information Technology Services Assistant IT Director of Business Applications Assistant IT Director for Telecommunication Division Total 141 FY 11/12 FY 12/13 FY 13/14 FY 14/15 53 48 44 41 30 1 2 1 1 2 7 1 2 1 1 2 7 - - 67 1 1 1 1 1 1 1 1 66 53 26 41 36 33 22 37 1 1 1 1 1 1 8 1 15 46 1 1 1 1 1 2 7 1 15 47 1 1 1 1 1 2 7 1 15 39 1 1 1 1 1 2 7 1 15 35 85 79 76 55 56 39 1 1 2 1 1 2 8 1 1 2 1 1 2 8 1 1 2 1 3 8 1 1 2 1 3 8 76 65 39 1 1 2 10 1 1 2 10 1 1 2 10 1 1 1 3 11 81 72 72 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 SCHEDULE 5 2014-2015 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 11/12 FY 12/13 FY 13/14 FY 14/15 68 58 66 68 59 61 62 43 47 45 40 61 48 42 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 1 3 1 2 1 2 6 3 2 1 1 2 25 58 66 50 43 1 2 3 32 1 3 4 33 1 1 3 5 34 1 1 1 3 6 34 81 69 37 1 1 1 3 1 1 1 3 1 1 2 1 1 2 Customer Services Customer Account Supervisor Tax and License Specialist Senior Accounting Specialist Senior Customer Account Specialist Customer Account Specialist Division Total 48 34 40 36 32 1 1 1 3 6 1 1 1 3 6 1 1 1 4 7 1 1 1 4 7 Purchasing Purchasing and Contracts Manager Senior Buyer Buyer Purchasing Specialist Mail Clerk Division Total 63 51 44 34 17 1 1 1 3 1 7 1 1 2 2 1 7 1 1 2 2 1 7 1 1 2 2 1 7 Grade Technical Support Network Engineer Network Administrator Wireless Network Engineer G.I.S. Administrator G.I.S. Analyst Telephony Network Administrator ITS Senior Business Applications Analyst Public Safety Computer Specialist Technical Support Specialist Computer Support Specialist Technical Support Assistant Web Development Administrator Senior GIS Technician G.I.S. Technician Division Total Radio Communications Network Administrator Wireless Network Engineer Senior Wireless Communications Technician Wireless Communications Technician Division Total Department Total FINANCE DEPARTMENT Administration Director of Financial Services Budget Manager Administrative Specialist Division Total 142 SCHEDULE 5 2014-2015 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 11/12 FY 12/13 FY 13/14 FY 14/15 69 52 46 40 34 1 4 2 2 2 11 27 1 4 2 2 2 11 27 1 4 2 2 2 11 27 1 4 2 2 2 11 27 78 58 48 39 54 53 30 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 2 1 4 1 1 1 11 11 80 58 1 1 2 1 1 2 1 1 2 1 1 2 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 68 57 49 56 53 47 44 41 37 30 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 1 4 1 4 3 2 1 2 2 21 Redevelopment & Neighborhood Services Neighborhood Services Manager Senior Neighborhood Services Specialist Neighborhood Services Specialist Code Enforcement Specialist Housing Rehabilitation Specialist Administrative Assistant Division Total 66 53 48 44 41 30 - - 1 2 2 1 1 2 9 1 2 2 1 1 2 9 Grade Accounting Accounting Manager Accountant Principal Accounting Specialist Senior Accounting Specialist Accounting Specialist Division Total Department Total HUMAN RESOURCES DEPARTMENT Human Resources Director of Human Resources Human Resources Manager Senior Human Resources Specialist Human Resources Specialist Environmental Program Coordinator Safety Specialist Administrative Assistant Division Total Department Total COMMUNITY DEVELOPMENT Administration Director Community Development Development Project Coordinator Division Total 143 SCHEDULE 5 2014-2015 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 11/12 FY 12/13 FY 13/14 FY 14/15 71 37 30 60 52 48 58 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 1 3 1 3 1 11 43 62 52 47 45 41 37 15 1 1 2 3 6 1 1 15 1 1 2 3 6 1 1 15 1 1 1 4 6 1 1 15 1 1 1 4 6 1 1 15 Fleet Parts Inventory Specialist Division Total 33 2 2 2 2 2 2 2 2 Engineering Services Assistant Director of Public Works/City Engineer Principal Engineer Construction Inspection Supervisor C.I.P. Supervisor C.I.P. Project Manager Traffic Engineer Assistant Traffic Engineer Engineering Associate Registered Land Surveyor C.A.D.D. Technician Construction Inspector Senior Engineering Technician Engineering Technician Engineering Manager Administrative Specialist Administrative Assistant Division Total 77 72 53 70 67 67 63 56 59 42 47 48 42 67 37 30 1 1 1 1 1 1 6 4 1 1 18 1 1 1 1 1 1 3 3 4 1 1 18 1 1 1 1 1 1 1 3 3 4 1 1 1 20 1 1 1 1 3 1 1 1 1 1 3 4 4 1 1 2 27 Grade 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 144 SCHEDULE 5 2014-2015 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade FY 11/12 FY 12/13 FY 13/14 FY 14/15 Development Engineering Assistant City Engineer Senior Civil Engineer Division Total 70 63 1 3 4 1 3 4 1 3 4 1 3 4 Solid Waste PW Maintenance Supervisor - Solid Waste Heavy Equipment Operator Division Total 50 39 1 8 9 1 8 9 1 8 9 1 8 9 Uncontained Waste Heavy Equipment Operator Senior Street Maintenance Worker Street Maintenance Worker Division Total 39 36 32 2 1 1 4 2 1 1 4 2 1 1 4 2 1 1 4 Street - Maintenance Director Public Works Maintenance Supervisor - Streets PW Maintenance Foreman Heavy Equipment Operator Equipment Operator Senior Street Maintenance Worker Street Maintenance Worker Code Compliance Specialist Administrative Specialist Division Total 80 50 45 39 35 36 32 44 37 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 1 1 1 2 2 2 6 2 1 18 Street - Street Lighting Electrician Division Total 44 - - 1 1 1 1 Street - Traffic Signals Traffic Signals Supervisor Assistant Traffic Engineer Engineering Associate Traffic Signals Technician Senior Engineering Technician Division Totals 56 63 56 46 48 1 1 3 1 6 1 1 3 1 6 1 1 3 1 6 1 1 3 5 Street - Street Sweeping Heavy Equipment Operator Division Total 39 4 4 4 4 4 4 4 4 Street - Traffic Signs and Striping PW Maintenance Foreman Senior Street Maintenance Worker Street Maintenance Worker Division Total 45 36 32 1 2 2 5 1 2 2 5 1 2 2 5 1 2 2 5 145 SCHEDULE 5 2014-2015 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade FY 11/12 FY 12/13 FY 13/14 FY 14/15 Street - Storm Drain Maintenance PW Maintenance Foreman Equipment Operator Division Total 45 35 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 35 36 32 1 2 2 5 1 2 2 5 1 2 2 5 1 2 2 5 Street-Retention Basins PW Maintenance Foreman Grounds Maintenance Specialist Groundskeeper Division Total 45 27 22 1 2 7 10 1 2 7 10 1 2 7 10 1 2 7 10 35 36 1 1 2 104 1 1 2 104 1 1 2 107 1 1 2 113 80 43 37 30 30 1 1 1 1 1 5 - - - 80 43 37 62 30 2 1 3 1 1 1 2 3 8 1 1 1 2 3 8 1 1 1 2 3 8 Street-Pathways and Trails Equipment Operator Senior Street Maintenance Worker Division Total Department Total UTILITIES DEPARTMENT Administration Director of Utilities Admin Support Supervisor Administrative Specialist Administrative Assistant Administrative Assistant Division Total Water - Administration Director of Utilities Admin Support Supervisor Administrative Specialist Utilities Division Manager Administrative Assistant Division Total 146 SCHEDULE 5 2014-2015 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade FY 11/12 FY 12/13 FY 13/14 FY 14/15 Water - Main Street Treatment Plant Water/Wastewater Treatment Plant Superintendent Chief Water/Waste Water Treatment Plant Operator Senior Water/Wastewater Treatment Plant Operator Water/Wastewater Treatment Plant Operator Groundskeeper Chief Water/Waste Water Treatment Plant Mechanic Water/Wastewater Treatment Plant Mechanic Instrumentation & Control Technician Electrician Instrumentation & Control Technician Assistant Administrative Assistant Utility Environmental Safety & Compliance Coordinator Cross Connection Control Specialist Division Total 55 49 45 39 22 48 43 45 44 35 30 36 44 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 21 1 1 5 4 2 1 2 1 1 1 19 Water - Transmission/Distribution Utility Systems Superintendent Water/Wastewater Systems Supervisor Water/Waste Water Systems Maintenance Tech Senior Water/Wastewater Maintenance Technician Water Systems Quality Control Coordinator Division Total 56 44 35 37 44 1 2 10 3 1 17 1 2 10 3 1 17 1 2 10 3 1 17 1 2 10 3 1 17 Water - Customer Service Customer Services Field Crew Supervisor Meter Services Supervisor Customer Service Field Representative Meter Reader Utility Rates Technician Utility Rates Program Coord. Senior Meters Services Technician Meter Repair Worker Senior Customer Account Specialist Inventory Specialist Division Total 43 49 38 33 35 47 39 35 36 33 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 1 14 1 1 4 2 1 1 1 1 1 1 14 Water - Agua Viva Water Treatment Plant Chief Water/Waste Water Treatment Plant Operator Senior Water/Wastewater Treatment Plant Operator Chief Water/Waste Water Treatment Plant Mechanic Instrumentation & Control Technician Assistant Water/Wastewater Treatment Plant Mechanic Water/Wastewater Treatment Plant Operator Electrician Instrumentation & Control Technician Groundskeeper Division Total 49 45 48 35 43 39 44 45 22 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 4 1 2 1 1 2 12 147 SCHEDULE 5 2014-2015 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade FY 11/12 FY 12/13 FY 13/14 FY 14/15 Water - Laboratory Lab Director Lab Analyst Division Total 59 40 1 1 2 1 1 2 1 1 2 1 1 2 Water - SCADA Instrumentation & Control Technician Instrumentation & Control Technician Assistant Division Total 45 35 - - - 3 2 5 Wastewater - Figueroa Water/Wastewater Treatment Plant Superintendent Chief Water/Waste Water Treatment Plant Operator Senior Water/Wastewater Treatment Plant Operator Instrumentation & Control Supervisor Groundskeeper Water/Wastewater Treatment Plant Operator Electrician Chief Water/Waste Water Treatment Plant Mechanic Senior Water/Waste Water Treatment Plant Mechanic Water/Wastewater Treatment Plant Mechanic Administrative Assistant Inventory Specialist Instrumentation & Control Technician Division Total 55 49 45 50 22 39 44 48 46 43 30 33 45 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 1 1 5 2 4 2 1 1 3 1 1 22 Wastewater - Collection Water/Wastewater Systems Supervisor Utility Systems Superintendent Water/Waste Water Systems Maintenance Tech Senior Water/Wastewater Maintenance Technician Division Total 44 56 35 37 1 1 11 2 15 1 1 11 2 15 1 1 11 2 15 1 1 11 2 15 Wastewater - Pretreatment Water Quality Assurance Supervisor Industrial Pretreatment Inspector Pretreatment Coordinator Industrial Pretreatment Inspector Division Total 56 44 47 44 1 1 3 5 1 1 3 5 1 1 3 5 1 1 3 5 Wastewater - Desert Dunes Water/Wastewater Treatment Plant Mechanic Facilities Maintenance Worker Senior Water/Wastewater Treatment Plant Operator Water/Wastewater Treatment Plant Operator Groundskeeper Division Total 43 33 45 39 22 1 1 1 1 4 1 1 2 1 1 6 1 1 2 1 1 6 1 1 2 1 1 6 148 SCHEDULE 5 2014-2015 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade Wastewater - Laboratory Chemist Lab Analyst Division Total FY 11/12 FY 12/13 FY 13/14 FY 14/15 48 40 1 1 2 1 1 2 1 1 2 1 1 2 50 45 127 128 128 1 1 2 129 79 72 65 62 43 30 62 43 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 Grounds Maintenance Crew Leader Senior Equipment Mechanic Equipment Mechanic Parks Maintenance Specialist Grounds Maintenance Specialist Groundskeeper Division Total 58 47 38 45 41 31 27 22 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 8 1 2 1 18 24 56 Urban Forestry Grounds Maintenance Supervisor Groundskeeper Division Total 47 22 1 1 2 1 1 2 1 1 2 1 1 2 Civic Center YCC Manager Civic & Conv Center Operations Supervisor Events Operations Leader Civic Center Bookings & Events Supervisor Events Specialist Administrative Assistant Division Total 59 50 40 50 37 30 1 4 1 1 1 8 1 4 1 1 1 8 1 1 4 1 1 1 9 1 1 4 1 1 1 9 Wastewater - SCADA Instrumentation & Control Supervisor Instrumentation & Control Technician Division Total Department Total PARKS AND RECREATION DEPARTMENT Administration Director Parks & Recreation Assistant Director of Parks and Recreation Parks & Golf Course Manager Recreation Superintendent Admin Support Supervisor Administrative Assistant Arts & Culture Program Manager Marketing Specialist Division Total 149 SCHEDULE 5 2014-2015 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade FY 11/12 FY 12/13 FY 13/14 FY 14/15 Baseball Complex Grounds Maintenance Supervisor Grounds Maintenance Crew Leader Groundskeeper Division Total 47 38 22 1 1 3 5 1 1 3 5 1 1 3 5 1 1 3 5 Downtown Mall Grounds Maintenance Specialist Groundskeeper Division Total 27 22 1 1 2 1 1 2 1 1 2 1 1 2 Recreation - General Recreation Program Supervisor Recreation Program Coordinator Division Total 49 33 4 2 6 4 2 6 4 2 6 4 2 6 Yuma Readiness & Community Center Recreation Program Coordinator Division Total 33 1 1 1 1 1 1 1 1 Arts and Culture Theatre Production Supervisor Marketing Specialist Administrative Assistant Recreation Program Coordinator Events Specialist Events Operations Leader Division Total 50 43 30 33 37 40 1 1 2 1 1 6 1 1 2 1 1 6 1 1 2 1 1 6 1 1 2 1 1 1 7 Facility Maintenance HVAC Mechanic Facilities Maintenance Supervisor Facilities Maintenance Specialist Facilities Maintenance Worker Custodian Division Total 47 53 41 33 22 1 6 1 1 9 1 2 4 1 1 9 1 2 4 1 2 10 1 2 4 1 3 11 Desert Hills Golf Course-Maintenance Grounds Maintenance Crew Leader Grounds Maintenance Supervisor Senior Equipment Mechanic Grounds Maintenance Specialist Division Total 38 47 45 27 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 Desert Hills Golf Course-Restaurant Restaurant Supervisor Restaurant Shift Supervisor Line Cook Division Total 46 26 22 1 1 1 3 1 1 1 3 2 2 1 5 2 2 1 5 150 SCHEDULE 5 2014-2015 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade Desert Hills Golf Course-Pro Shop Golf Operations Manager Instructor of Golf Assistant Golf Shop Manager Administrative Assistant Division Total FY 11/12 FY 12/13 FY 13/14 FY 14/15 53 35 35 30 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 22 2 2 116 2 2 116 2 2 120 2 2 124 83 78 74 74 74 61 50 37 30 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 8 1 1 1 1 1 2 3 1 1 12 Animal Control Animal Control Supervisor Animal Control Officer Administrative Assistant Division Total 46 38 30 1 4 1 6 1 4 1 6 1 4 1 6 1 4 1 6 Patrol Police Lieutenant Police Sergeant Police Corporal Master Police Officer Police Officer Civilian Investigator Police Assistant Administrative Specialist Division Total 70 61 56 54 50 43 38 37 5 12 11 9 76 5 7 1 126 5 13 10 9 84 5 7 1 134 5 13 11 6 92 5 7 1 140 5 12 11 6 93 5 9 1 142 Desert Hills Golf Course Par 3-Maintenance Groundskeeper Division Total Department Total POLICE DEPARTMENT Administration Chief of Police Deputy Chief of Police Police Captain - Field Services Police Captain - Support Services Police Captain - Investigations Police Sergeant Police Officer Administrative Specialist Administrative Assistant Division Total 151 SCHEDULE 5 2014-2015 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade FY 11/12 FY 12/13 FY 13/14 FY 14/15 Investigations Police Lieutenant Police Sergeant Police Corporal Master Police Officer Police Officer Civilian Investigator Police Crime Analyst Administrative Assistant Evidence/Identification Supervisor Evidence Technician Forensic Technician Administrative Specialist Division Total 70 61 56 54 50 43 50 30 52 39 49 37 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 5 23 1 1 1 1 3 4 1 46 2 4 5 25 1 1 1 1 3 4 1 48 Quality Assurance Police Lieutenant Police Sergeant Police Corporal Master Police Officer Police Officer Police Assistant Polygraph Examiner Division Total 70 61 56 54 50 38 54 1 3 1 1 4 2 1 13 1 3 1 1 4 2 1 13 1 3 1 3 2 1 11 1 3 2 1 7 Records and Communications Police Records Manager Police Records Supervisor Police Records Specialist Administrative Assistant Division Total 66 43 32 30 1 12 2 15 1 12 2 15 2 12 2 16 2 12 2 16 Public Safety Communications Center Police Lieutenant 911 Emergency Dispatch Supervisor 911 Emergency Dispatcher Administrative Assistant Division Total 70 47 40 30 1 4 26 1 32 1 4 26 1 32 1 4 26 1 32 1 5 27 1 34 36 53 33 22 1 1 2 4 249 1 1 1 2 5 258 1 1 1 4 7 266 1 1 1 4 7 272 Facility Maintenance Senior Facilities Maintenance Worker Facilities Maintenance Supervisor Facilities Maintenance Worker Custodian Division Total Department Total 152 SCHEDULE 5 2014-2015 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade FIRE DEPARTMENT Administration Fire Chief Assistant Fire Chief Fire Administrative Project Analyst Administrative Specialist Administrative Assistant Division Total FY 11/12 FY 12/13 FY 13/14 FY 14/15 83 76 58 37 30 1 1 1 1 3 7 1 1 1 1 3 7 1 1 1 1 3 7 1 1 1 1 3 7 Professional Services Fire Battalion Chief Fire Training Captain Division Total 68 63 1 2 3 1 2 3 1 2 3 1 2 3 Operations Fire Battalion Chief Fire Captain Fire Captain/EMS Fire Engineer Fire Fighter/EMT Fire Fighter/Cadet Fire Equipment Fleet Administrator Division Total 68 59 59 52 47 38 59 3 24 2 24 57 6 1 117 3 24 2 24 51 6 1 111 4 24 2 24 51 6 1 112 4 24 2 24 51 6 1 112 68 53 54 68 1 2 1 4 131 1 2 1 4 125 1 2 3 125 1 2 3 125 903 910 928 943 Community Risk Reduction Fire Marshal Assistant Fire Marshal Fire Inspector Fire Battalion Chief Division Total Department Total CITY TOTAL 153 SCHEDULE 6 City of Yuma Salary Schedule Grade 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 Salary Schedule Minimum Midpoint Maximum Grade Minimum Midpoint Maximum 15,920 19,104 22,288 54 49,572 59,487 69,401 16,318 19,581 22,845 55 50,811 60,974 71,136 16,725 20,071 23,416 56 52,082 62,498 72,915 17,144 20,573 24,002 57 53,384 64,061 74,738 17,572 21,087 24,602 58 54,718 65,662 76,606 18,012 21,614 25,217 59 56,086 67,304 78,521 18,462 22,155 25,847 60 57,488 68,986 80,484 18,924 22,709 26,493 61 58,925 70,711 82,496 19,397 23,276 27,155 62 60,399 72,479 84,559 19,882 23,858 27,835 63 61,909 74,291 86,673 20,378 24,454 28,530 64 63,456 76,148 88,839 20,889 25,066 29,244 65 65,043 78,052 91,061 21,410 25,692 29,974 66 66,669 80,003 93,337 21,946 26,335 30,724 67 68,336 82,003 95,671 22,495 26,993 31,492 68 70,045 84,053 98,062 23,056 27,668 32,280 69 71,795 86,154 100,514 23,633 28,360 33,087 70 73,591 88,309 103,027 24,223 29,069 33,914 71 75,430 90,516 105,602 24,829 29,796 34,762 72 77,316 92,779 108,242 25,450 30,540 35,630 73 79,249 95,099 110,949 26,086 31,304 36,521 74 81,230 97,476 113,722 26,738 32,086 37,434 75 83,261 99,913 116,566 27,407 32,889 38,371 76 85,342 102,411 119,479 28,092 33,711 39,330 77 87,476 104,972 122,467 28,794 34,554 40,313 78 89,662 107,595 125,528 29,515 35,417 41,320 79 91,904 110,285 128,667 30,252 36,303 42,354 80 94,201 113,042 131,883 31,008 37,210 43,413 81 96,557 115,868 135,180 31,784 38,141 44,497 82 98,970 118,765 138,559 32,578 39,094 45,610 83 101,445 121,734 142,024 33,393 40,072 46,751 84 103,981 124,778 145,574 34,228 41,073 47,919 85 106,581 127,897 149,213 35,083 42,100 49,117 86 109,246 131,095 152,944 35,961 43,153 50,345 87 111,977 134,372 156,767 36,859 44,232 51,604 88 114,776 137,731 160,686 37,781 45,337 52,894 89 117,645 141,175 164,704 38,726 46,471 54,217 90 120,587 144,704 168,821 39,694 47,633 55,571 91 123,601 148,321 173,042 40,686 48,824 56,961 92 126,692 152,029 177,367 41,703 50,044 58,385 93 129,859 155,830 181,802 42,746 51,295 59,845 94 133,105 159,726 186,347 43,814 52,577 61,340 95 136,432 163,719 191,006 44,910 53,892 62,875 96 139,843 167,812 195,781 46,032 55,239 64,446 97 143,339 172,007 200,675 47,183 56,620 66,057 98 146,923 176,308 205,693 48,363 58,036 67,708 99 150,596 180,715 210,834 154 SCHEDULE 7 Budget Resolution RESOLUTION NO. R2014-20 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, 2014, AND ENDING JUNE 30, 2015; 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, 2014, and ending June 30, 2015, and which was tentatively adopted on June 4, 2014; and, WHEREAS, due notice has been given by the City Clerk, as required by law, that the Budget for Fiscal Year 2014-2015 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, 2014, to June 30, 2015, 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 2014-2015, 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. 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, 2014 and ending June 30, 2015. SECTION 2: That the Purposes of Expenditure and the amount finally determined upon for each purpose as set forth in Exhibits A through F attached hereto constitutes the official and finally adopted Budget of the City and the Main Street Mall and Offstreet Parking Maintenance District No. 1 for the 2014-2015 Fiscal Year as subject to the State Budget Law. 155 SCHEDULE 7 Budget Resolution SECTION 3: That money from any fund may be used for any of the purposes set forth in SECTION 2, except money specifically restricted by State Law or City Charter, Ordinance or Resolutions. SECTION 4: That all current City Boards and Commissions are necessary for the public health, safety and welfare of the City and should be continued. Adopted this _18th_ day of June 2014. APPROVED: Douglas J. Nicholls Mayor ATTESTED: Lynda Bushong City Clerk APPROVED AS TO FORM Steven W. Moore City Attorney 156 SECTION A. SCHEDULE 8 2014 LEVY LIMIT WORKSHEET COUNTY OF: YUMA TAX AUTHORITY: CITY OF YUMA Construction 2013 MAXIMUM LEVY A.1 2012 MAXIMUM ALLOWABLE PRIMARY TAX LEVY LIMIT 10,923,330 A.2 LINE A.1 MULTIPLIED BY 1.02 EQUALS 11,141,797 SECTION B. 2014 NET ASSESSED VALUE OF ALL PROPERTY SUBJECT TO TAXATION IN 2013 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. 29,316,948 460,583,513 30,530,019 520,430,480 5,204,305 2014 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. 5,406,608 30,488,471 464,761,016 30,587,601 525,837,088 5,258,371 2014 LEVY LIMIT CALCULATION D.1 ENTER LINE A.2 11,141,797 D.2 ENTER LINE B.5 5,204,305 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 11,257,646 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 2.1409 5,258,371 LINE D.5 MINUS LINE D.6 AND LINE D.7 EQUALS 2014 ALLOWABLE LEVY Proposed Tax Rate Levy 11,257,646 $ 157 1.8281 9,612,828 Glossary Actual vs. Budgeted: Difference between amounts projected (budgeted) in revenues expenditures at the beginning of the fiscal year and actual receipts or expenses, which are incurred by end of the fiscal year. The fiscal year for the City of Yuma begins July 1 and ends June 30. the or the the 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. 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. 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. Generally Accepted Accounting Principles (GAAP): Uniform minimum standards of financial accounting and reporting that govern the form and content of basic financial statements. 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. Governmental Funds: Funds that house taxsupported activities; i.e., General Fund, Special Revenue Funds, Debt Service Funds, and Capital Projects Funds. 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. Grant: A contribution by a government unit or funding source to aid in the support of a specified function. Infrastructure: Facilities that support the continuance and growth of a community. Examples include roads, water lines, and sewers. Capital 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. 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. 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. CIP: See Capital Improvement Program. Contingency: An appropriation of funds to cover unforeseen events that may occur during the fiscal year, such as natural emergencies, shortfalls in revenue and similar events. 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. Operating Revenue: Funds received as income to pay for ongoing operations. For example, taxes, user fees, interest earnings, and grants. Fiscal Year (FY): The period designated by the City for the beginning and ending of financial transactions. 158 Special Revenue Fund: A fund used to account for receipts from revenue sources that have been earmarked for specific activities. For example, Highway User Revenue funds must be used for street maintenance. Personal Services: Expenditures for salaries and fringe benefits for employees. 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. 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 Levy: The total amount of the general property taxes collected for purposes specified in the Tax Levy Ordinance. Tax Rate: The amount of tax levied for each $100 of assessed valuation. Reappropriation (Rebudget): The inclusion of a balance from the prior year’s budget as part of the budget of the subsequent fiscal year. Reappropriation is common for encumbrances outstanding at the end of a fiscal year that a government intends to honor in the subsequent fiscal year. Transfer: Movement of resources from one fund into another fund in which the resources are expended. For example, an interfund transfer would include the transfer of operating resources from the General Fund to the Capital Projects Fund, where long-term capital expenditures are recorded. Other examples include a transfer from the General Fund to the Solid Waste Fund, as user charges in Solid Waste are not sufficient to cover the cost of services and general revenues must be used (subsidy). Reserved fund balance: The portion of a governmental fund’s net assets that is not available for appropriation. Revenue: Financial resources received from taxes, user charges and other levels of government. Undesignated Fund Balance: Funds remaining from prior year that are available for appropriation and expenditure in the current year. Secondary Tax: Property tax used to pay general obligation debt of the government. Arizona statute limits the overall amount of general obligation debt but, unlike primary property tax, does not limit on the tax itself, as the secondary tax is based on voter-approved debt issuance. User Charges: The payment of a fee in direct receipt of a public service by the party who benefits from the service. 159 City of YUMA 160