Annual Budget F i s cal Year2015-2016 City of Yuma Arizona Prepared and Presented By: Gregory K. Wilkinson City Administrator Ricky Rinehart Deputy City Administrator 2015-2016 Annual Budget Steven W. Moore City Attorney Lynda L. Bushong City Clerk Laurie L. Lineberry Community Development PRESENTED TO: Jay Simonton Utilities Steve Irr, Chief Fire Department City Council Douglas J. Nicholls, Mayor Edward C. Thomas, Deputy Mayor Cody Beeson William Craft Gary Knight Leslie L. McClendon Gary Wright James L. Hamersley Information Technology James F. Coil, Judge Municipal Court Deborah Wendt Parks & Recreation John Lekan, Chief Police Department Joel Olea Public Works Joshua Scott Engineering Donald (Pat) Wicks Finance Ron Corbin Human Resources And The Staff of the City of Yuma Cover Photo by Geoff Montgomery, City of Yuma Video Production and Operations Specialist City of Yuma Annual Budget Fiscal Year 2015-2016 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, followed by a budget analysis by classification and fund table. 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 2013-2014 actual expenditures, 2014-2015 adjusted budget, 2014-2015 estimates, and the request for 2015-2016. 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 2015-2016. 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 2016 while Schedule 8 provides the 2015 Maximum Tax Levy Worksheet. Finally, a Glossary is provided. City of YUMA 2015-2016 Annual Budget Table of Contents OVERVIEW City Administrator’s Message Budget by Classification and Fund Table Mission Organization Chart Budget Process Financial Policies Revenues Funds Budget Overview Table City Profile DEPARTMENT INFORMATION 1 5 8 9 10 11 13 14 15 16 Office of the Mayor and Council Yuma Municipal Court City Administration City Attorney’s Office Information Technology Services Finance Human Resources Community Development Public Works Utilities Engineering Parks and Recreation Police Fire 45 47 51 60 64 70 73 78 83 87 97 101 111 116 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 System Fund Solid Waste Fund Desert Hills Golf Course Fund Equipment Replacement Fund Equipment Maintenance Fund Insurance Reserve Fund Workers Compensation Fund 19 22 23 24 25 26 27 28 29 30 31 33 34 37 40 41 42 43 43 44 44 CAPITAL SPENDING & DEBT MANAGEMENT Capital Improvement Program Capital Improvement Project Summary Capital Budget Project Detail Debt Management Table of Outstanding Debt 123 126 127 129 131 APPENDIX Schedule 1 – Revenues Schedule 2 – Expenditures by Fund/Department 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 135 141 155 156 157 171 172 174 175 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, 2014. This is the eleventh 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 Budget by Classification and Fund Table Mission Organization Chart Budget Process Financial Policies Revenues Funds Budget Overview Table City Profile 1 5 8 9 10 11 13 14 15 16 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 2015-16 Mayor and City Council: In accordance with the Yuma City Charter, I am transmitting the City Administrator’s city budget for Fiscal Year 2015-16. 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. Over the last three years this has reversed itself and the City has seen revenue growth in the three percent range. Our CIP budget continues to be limited especially in the area of roadway maintenance and construction. Housing construction continued to improve this past year which has raised the workload now for several years in a row. We are continually assessing what is needed to support the community as growth is returning. We continue with strict spending oversight and are continuing to assess and implement cost saving measures and projects. The largest project will be a City-wide upgrade of electrical, HVAC, lighting, and natural gas equipment which will provide substantial savings over the next decade. Numerous cost saving implementations such as recycling, photovoltaic panels, and electrical and lighting retrofits are paying off and we are beginning to see monetary savings. The majority of our costs savings implementations will come on line this fiscal year. We are starting additional recycling education classes in our schools through the Vista program, which we hope will result in more savings in the recycling area. Our approach over the last couple of years has put us in a position that continues to allow us to replace some aging equipment, but we still have issues with a large percentage of our vehicle fleet. In previous years we had reduced some taxes and fees to assist in the local economic recovery, but due to State unfunded mandates we can no longer afford those previous tax cuts. Revenues continue to show a positive trend although somewhat below the three percent range from the previous two years. Continued State sweeps of City HURF funds, failure to fix the Public Safety Personnel Retirement System (PSPRS,) and new requirements to fund state agencies are putting a significant burden on the City’s budget. Medical cost increases will require additional city funding and increases passed on to the employees in the way of copays, deductibles, and monthly employee costs. The budget includes a small amount to offset some of the employee’s new costs to prevent loss of take home pay. While revenues have increased moderately, we are continuing to look for areas to save money and we will continue to review costs associated with all our operations. One of the areas we will be evaluating is possible cost savings in changing out our street lighting technology. We have also changed our hiring and training practices within the Fire Department which will reduce our costs to bring in new Firefighters. We 1 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. Solar arrays are now on line at the Civic Center, City Hall, Desert Dunes and Agua Viva over the last couple of years. We will evaluate other possible areas for public-private partnerships with power purchase agreements if they yield savings for similar projects in 2016. We will continue to make some minor structural changes in our organization as needed to gain the most efficiency and accommodate new workloads. The most significant will be to reestablish the Engineering Department. 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 provide the full HURF funding allotment to the City as they had indicated they would but yet again that did not happen. An additional portion of HURF was again reallocated. 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 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. The HURF must be returned in its full allocation and we will require a new revenue source to make up for the money the state has taken in order to repair and repave our roads. Our employees are the reason the City continues to operate as successfully as it has with reduced manpower. 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 seven years. 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. Personnel Implementation of the Affordable Health Care Act, Medical cost increases, and increased plan use has driven the City and employee medical insurance costs significantly higher the last two years. The State Legislature and Governor must pass and approve legislation and get it to the voters to fix the Public Safety Retirement System this next year or costs will continue to escalate beyond our ability to handle. 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. Significant fines associated with violating portions of the Act make oversight of this and other areas of the law critical. This has a larger impact on Parks and Recreation, but will also have some minimal effects in other departments. Training Travel and Education budgets were originally kept flat with no increases to fund critical training in most areas. Travel budgets were reduced slightly by Council action. Property Taxes and Fees Due to new burdens put on by the State to pay for State Departments the State previously funded and failure to fix the PSPRS the City can no longer afford to keep in place the property tax cuts from 2012 and 2013. While staff recommended the maximum tax rate of $2.2440 per $100 of assessed value to yield a tax levy of $11.7 million, Council adopted a tax rate of $2.0704 to produce a levy of $10.8 million. 2 Acknowledgements I wish to again acknowledge Finance Director Pat Wicks, Budget Manager Wendy Wrenn, 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 move forward as our economy continues to grow. Millions We have submitted an operating budget of $172 million and a capital budget of $32 million. This yields an all funds budget of $205 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. Please also refer to the succeeding tables that expand on the presentation provided by the chart. The City’s budget is complex and we are always searching for ways to make the budget more understandable. 200 Capital Projects 150 Capital Outlay 100 Debt Materials and Supplies 50 Personal Services 0 2014 Actual 2015 Budget 2013-2014 ACTUAL PERSONAL SERVICES $ MATERIALS AND SUPPLIES DEBT CAPITAL OUTLAY TOTAL OPERATIONAL CAPITAL PROJECTS TOTAL BUDGET $ 67,809,505 $ 44,312,330 29,283,960 4,362,070 2015 Estimate 2014-2015 BUDGET 73,936,479 $ 54,073,704 28,416,023 7,863,930 2016 Request 2014-2015 ESTIMATE 70,711,550 $ 42,809,248 28,428,874 2,574,486 2015-2016 REQUEST Change 74,610,043 60,494,678 28,414,819 9,208,444 0.91% 11.87% 0.00% 17.10% 145,767,865 164,290,136 144,524,158 172,727,984 5.14% 10,931,572 36,202,200 5,274,433 32,850,000 -9.26% 205,577,984 2.54% 156,699,437 $ 200,492,336 $ 149,798,591 $ The Year Ahead The budget for FY 2015-16 is based on new growth and handling the new burdens put on us by the State and the handling of the retirement systems. It will be absolutely critical that the PSPRS system is fixed by the State in the next legislative session so it can go to the voters in the fall of 2016. No other issue should be of higher importance to the State of Arizona. We owe our public safety personnel a solid, yet affordable retirement system which they have earned and we need to get it fixed immediately. 3 Overall we see continued growth of about 3% and we are hopeful we can start to see a more stable economic pattern emerging. Previous dips in property evaluations are hopefully behind us and we see continued recovery for the next fiscal year. Our employees have carried us through the last few lean years by covering the workload from positions that were not refilled. 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 4 Budget by Classification and Fund 2015 BUDGET 1‐Personal Services 001‐General Fund 101‐Highway User Revenue Fund 102‐City Road Tax Fund 111‐Public Safety Tax Fund 122‐2% Tax Fund 141‐Mall Maintenance Fund 1xx‐Grant Funds 405‐YRCS Fund 406‐YRCS Fund Communication Grants 412‐Desert Hills Golf Course 421‐Water Fund 422‐Water Transfer Fund 431‐Wastewater Fund 461‐Solid Waste Fund 501‐Equipment Maintenance Fund 502‐Insurance Reserve Fund 2‐Materials and Supplies 001‐General Fund 002‐Community Investment Trust 003‐Riverfront Redevelopment Fund 004‐GF Sales Tax Rebates 101‐Highway User Revenue Fund 102‐City Road Tax Fund 111‐Public Safety Tax Fund 122‐2% Tax Fund 141‐Mall Maintenance Fund 1xx‐Grant Funds 405‐YRCS Fund 406‐YRCS Fund Communication Grants 412‐Desert Hills Golf Course 421‐Water Fund 422‐Water Transfer Fund 425‐Water Grants Fund 431‐Wastewater Fund 440‐Water Revenue Bond Fund 450‐Wastewater Revenue Bond Fund 461‐Solid Waste Fund 501‐Equipment Maintenance Fund 502‐Insurance Reserve Fund 511‐Equip Replacement Fund 531‐Workers Compensation 72,877,524 50,805,177 2,404,423 2,325,394 7,126 2,070,692 95,615 2,223,525 528,425 ‐ 1,424,230 5,040,248 ‐ 3,937,663 867,218 1,070,489 77,299 55,040,659 12,064,885 ‐ 125,780 ‐ 3,399,345 1,649,665 1,153,616 2,650,466 118,890 6,068,530 1,748,627 2,266,064 1,572,371 7,442,417 66,370 500,000 6,239,647 ‐ ‐ 2,322,833 2,545,353 1,455,467 9,468 1,640,865 2016 BUDGET 74,036,154 53,086,292 2,516,982 2,320,279 6,836 1,971,724 97,105 1,261,835 529,412 ‐ 846,651 5,170,294 ‐ 4,198,714 948,265 1,003,022 78,743 61,068,567 10,249,905 ‐ ‐ ‐ 4,023,798 1,079,734 1,645,647 3,021,848 134,151 14,306,473 1,627,015 1,108,656 1,196,110 7,142,646 65,750 500,000 6,372,254 ‐ ‐ 2,687,075 2,549,421 1,705,467 11,752 1,640,865 REQ‐BDG 1,158,630 2,281,115 112,559 (5,115) (290) (98,968) 1,490 (961,690) 987 ‐ (577,579) 130,046 ‐ 261,051 81,047 (67,467) 1,444 6,027,908 (1,814,980) ‐ (125,780) ‐ 624,453 (569,931) 492,031 371,382 15,261 8,237,943 (121,612) (1,157,408) (376,261) (299,771) (620) ‐ 132,607 ‐ ‐ 364,242 4,068 250,000 2,284 ‐ Payroll may have increased in total, but many funds saw reductions in their payroll budgets. The culprit in General Fund was the cost of the Public Safety Pension plan. For Police and Fire, the overall pension increase was $2 million. This pension increase was the primary reason behind a recommended property tax increase. Operating costs increased $6 million for all funds, but the increases were primarily in Grant Fund. Many of these grant dollars are for projects that are in the planning stage and likely may never be received. For this reason, Grant funds can show a significant difference between the budgeted expenditure and the estimated annual expenditure. HURF expenditures increased for street maintenance with the temporary increase in HURF funding not diverted by the state. Public safety fund expenditures for personal safety equipment increased concurently with a reduction in the General Fund. This table expands on the presentation by classification (Personal Services, Materials and Supplies, Capital Outlay or Capital Projects) by listing by fund the budgets within each classification. 5 Budget by Classification and Fund 2015 BUDGET 3‐Debt 231‐2003 MPC Debt Service Fund 235‐2007B MPC Debt Svc Fund 236‐2007D MPC Debt Svc Fund 237‐2010 MPC Debt Svc Fund 241‐Special Assmt Dist67 Fund 243‐Special Assmt Dist68 Fund 421‐Water Fund 423‐Water Capacity Fund 424‐Water System Development Fund 431‐Wastewater Fund 432‐Wastewater Capacity Fund 433‐Wastewater Sanitary Sewer Interc 4‐Capital Outlay 001‐General Fund 101‐Highway User Revenue Fund 102‐City Road Tax Fund 111‐Public Safety Tax Fund 122‐2% Tax Fund 1xx‐Grant Funds 405‐YRCS Fund 406‐YRCS Fund Communication Grants 412‐Desert Hills Golf Course 421‐Water Fund 431‐Wastewater Fund 511‐Equip Replacement Fund 5‐Capital Projects 102‐City Road Tax Fund 122‐2% Tax Fund 1xx‐Grant Funds 311‐Capital Projects Fund 321‐Parks & Rec Impact Fee FN 322‐Arts & Culture Impact Fee 323‐Solid Waste Impact Fee FN 324‐Police Impact Fee Fund 326‐General Govt Impact Fee 327‐Public Works Impact Fee 328‐Transportation Impact Fees 331‐CIP Series B 2007 Bond 332‐CIP Series D 2007 Bond 341‐Parks & Rec 2012 Dev Fee Fund 344‐Police 2012 Dev Fee Fund 345‐Fire 2012 Dev Fee Fund 346‐General Govt 2012 Dev Fee Fund 348‐Transportation 2012 Dev Fee Fund 421‐Water Fund 431‐Wastewater Fund 440‐Water Revenue Bond Fund 450‐Wastewater Revenue Bond Fund Grand Total 2016 BUDGET REQ‐BDG 28,416,023 28,414,819 2,629,497 2,299,570 4,804,825 2,522,331 ‐ 382,355 7,717,787 2,420,082 259,176 2,395,344 2,978,488 6,568 2,368,889 2,301,170 4,803,625 2,853,381 ‐ 383,725 7,638,366 2,451,916 262,585 2,366,106 2,978,488 6,568 7,955,930 9,208,444 1,252,514 Capital outlay expenditures will 218,493 ‐ 63,621 ‐ 10,744 1,568,565 170,000 693,470 5,500 50,718 251,600 4,923,219 36,202,200 4,022,000 1,849,500 1,402,400 11,750,000 560,000 ‐ 359,000 186,700 ‐ 333,300 1,070,200 2,775,000 3,007,000 ‐ ‐ ‐ ‐ ‐ 695,000 2,721,500 4,223,100 1,247,500 ‐ 12,000 ‐ 733,000 ‐ 70,000 ‐ 921,750 ‐ 72,000 120,000 7,279,694 32,850,000 4,327,800 241,200 2,352,300 6,840,000 ‐ 130,000 380,000 ‐ 90,000 70,000 362,700 3,772,000 2,465,000 ‐ ‐ ‐ ‐ ‐ 1,880,000 4,304,000 4,535,000 1,100,000 (218,493) 12,000 (63,621) 733,000 (10,744) (1,498,565) (170,000) 228,280 (5,500) 21,282 (131,600) 2,356,475 (3,352,200) 305,800 (1,608,300) 949,900 (4,910,000) (560,000) 130,000 21,000 (186,700) 90,000 (263,300) (707,500) 997,000 (542,000) ‐ ‐ ‐ ‐ ‐ 1,185,000 1,582,500 311,900 (147,500) 200,492,336 205,577,984 5,085,648 6 (1,204) Debt service expenditures for (260,608) 1,600 (1,200) 331,050 ‐ 1,370 (79,421) 31,834 3,409 (29,238) ‐ ‐ 2016 changed only slightly; however, a major refunding transaction is underway (refinancing the debt to lower the effective interest rate) and the anticipated savings are not shown in the budget for 2016. The refinancing is expected in the first quarter of FY2016. vary from year to year depending on budget constraints and capital needs. The budgets listed in this section refer to equipment items to be purchased and are included withing the departmental operating budgetThe largest dollars appearing in the Capital Outlay section are budgeted in the Equipment Replacement Fund (see the Fund section). Capital projects differ from capital outlay in that the projects are expenditures to purchase or construct high‐cost infrasture items such as buildings, parks, streets and utility system components. Like capital outlay expenditures, capital projects expenditures can vary significantly each year. Sources of revenue include fund revenues or bond proceeds. Sadly missing from this list are capital projects expenditures from HURF, As late as FY2007, HURF supported up to $3 million in these expenditures. From this “drill-down” view, the increase in public safety pension costs becomes more apparent. Changes occur in the operating budgets as noted in the red in the variances column (“REQ-BDG”). Another noticeable change in payroll-related is a nearly $300,000 increase in health insurance cost. Like the General Fund, similar increases are incurred in other funds in which Payroll expenses are recorded. At some point, the reader will be able to experience first-hand the tool used in the analytical review of this budget. Some may recognize in these views the underlying pivot table of a Microsoft Excel workbook. In the future, this tool will be available on the City’s website to provide even more transparency regarding the budget. 7 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. 8 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 Special Operations Solid Waste UTILITIES ENGINEERING Utility Treatment Engineering/Capital Improvement Projects Utility Systems 9 BUDGET PROCESS FLOWCHART OCTOBER JANUARY Submit Dept. Operating Requests MARCH Review Operating Requests JUNE Develop Annual Dept. Budgets 10 Operating Budget Guidelines Council Worksession Review Public Hearing & Budget Adoption Prepare Forecast Models CIP Budget Guidelines Submit CIP Requests Review CIP Requests Develop CIP Budget Council Worksession Review Financial Policies – Financial policies provide guidance and direction while developing the operating and capital improvement project’s (CIP) budget and managing the fiscal responsibilities of the City. Their framework lends to responsible long range planning. With these tools, the City continues its quality accounting practices per the Government Finance Officers’ Association and Governmental Accounting Standards Board standards. The City must follow general budget legal requirements established by Arizona law and the City Charter when preparing the annual budget. The chart to the right outlines the various actions and deadlines that must be followed. Under each category are the requirements listed by State Law and City Charter rule. City Charter Deadline Arizona State Statute Deadline Process Dates City Administrator presents proposed operating budget to Council On or before first Monday in June NA May 1 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 20 City Administrator submits Preliminary Budget to Council NA NA June 2 Preliminary Budget adoption NA NA June 3 On or before first of July NA June 3 NA Once a week for two consecutive weeks following preliminary budget adoption June 10 & June 16 NA Before final budget adoption June 17 N/A No later than second Monday in August June 17 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 1 Action Required City Administrator submits Preliminary Ten-Year CIP to Council CIP Public Hearing Statutory Limitations The primary property tax levy is limited by state law to a two percent increase over the previous year’s maximum levy with adjustments for growth and annexation. Secondary taxes, if implemented, are tied to the annual debt services requirements of voterapproved general obligation bonds. Primary tax levy limits are established by the Property Tax Oversight Commission. CIP program adoption The Arizona Constitution mandates an expenditure limitation on the amount the City can appropriate each fiscal year. Final budget adoption Arizona’s Constitution contains limitations on bonded debt. Please refer the debt limitation discussion in the Capital Spending and Debt Management section for a review of these limitations. Property Tax Levy adoption Publish summary of budget and Notice of Public Hearing prior to final budget adoption Truth-In-Taxation Public Hearing; Public hearing for budget 11 Basis of Budgeting and 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. 12 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 Engineering Services are also provided, both to citizens and internally to the ‘line’ departments by these administrative departments: Mayor/Council City Administrator–Public Affairs; Community Relations; City Clerk; Heritage Area; Economic Development City Attorney Information Technology Finance–Accounting; Purchasing; Customer Services • Human Resources–Personnel Revenues – Like a business, the city must have revenues to pay for the services it provides its citizens. Unlike the federal government, it cannot spend for services money it does not have. Accordingly, service levels depend entirely on the amount of monies the city collects. Revenues come in two broad categories: taxes and charges for services. Taxes are broad-based revenues over larger tax bases to cover services for which the ultimate user is difficult to determine for fee purposes, i.e., police services. Taxes may be assessed on the basis of property valuation (property taxes) or upon the basis of a business transaction (sales taxes). The City of Yuma uses both methods; however, because of statutory limitations on the former, its reliance is higher on the latter. Charges and fees are assessed directly to the ultimate beneficiary of service and may be intended to cover all or only part of the service provided, such as: − − − − Licenses and permits Utility charges Golf fees Recreation fees In those instances in which the charge is insufficient to cover the cost of service, the city must subsidize the service with its general tax revenues. Revenues, both taxes and charges, derive from three sources: local, state-shared and grants and entitlements. The various funding sources are discussed later in the fund section of this document. 13 Funds – Governments separate the accounting of revenue sources because of internal or external requirements and restrictions. For instance: –The city can’t use gas taxes to pay for police services (specific statutory limitations) –The city can’t use public safety taxes to build streets (ballot language creating the tax and its use) For these reasons, the city follows rules promulgated by the Governmental Accounting Standards Board and uses fund accounting to record and report its financial transactions. Each fund is a self-balancing set of accounts used to track the activity of a specific revenue or series of revenues. Fund types that involve service delivery include the General Fund, Special Revenue Funds and Enterprise Funds. These three fund types account for most of the city’s service delivery. The General Fund is the largest fund and accounts for most primary services. Special Revenue Funds account for the proceeds of special revenue sources, taxes, charges or grants that are used to finance projects or activities as required by law or contractual agreements. Enterprise funds are used for those activities designated by council to operate on a self-funding basis, using accounting methods similar to business enterprises. The intent of an Enterprise Fund is to earn sufficient profit to insure the fund’s continued existence without reliance on general tax revenues. Other fund types used are Debt Service, Capital Projects and Internal Service Funds. These funds account for transactions not related to service delivery. Instead, they account for the financing, construction and interdepartment services of the city. How It All Works – This chart shows the interaction of revenues and how they are recorded within the major operating funds and how the related departments expend those revenues in service delivery. Typical of the General Fund is the receipt of a number of different types of revenues, whether they are local or shared. Most departments in the city provide general services, which are paid through the General Fund. Thus, the revenue is “matched” with the expenditure or service provision. Moreover, departments may cover services that are recorded in funds other than the General Fund. These “special revenues” must be segregated from other revenues, because of legislative, regulatory or council requirements. In providing services through these special funds, expenditures are recorded in Special Revenue Funds, again to match the expenditure against its revenue. In this manner, a given department, while a contiguous unit for management purposes, can expend various types of monies when providing certain services upon which the revenue is based. For example, as you can see in the chart at right under the Expenditure Section, the Parks Department provides services through the General Fund for parks maintenance and general recreation; through the Special Revenue Funds (specifically the S h a r e d L o c a l D e p t s 14 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 Public Safety Road Licenses/permits Franchise fees Fines Charges for services: Utility fees Golf courses Recreation fees Rents/concessions Solid waste Expenditures Police Fire Parks Public Works Utilities Com Development Administrative Special Revenue Enterprise X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X Two Percent fund) for the convention center; and through the Desert Hills Golf Course Enterprise Fund for operation of the golf course. A more complete summary by fund group is presented below that includes the aforementioned General, Special Revenue and Enterprise Funds as well as the non-operating Capital Projects, Debt Service and Internal Service Funds. Budget SummaryFund Group Fiscal Year 2015-2016 Balance, July 1 General Special Capital Debt Revenue Projects Service $ 15,718,391 $ 15,037,720 $ 11,461,738 $ 31,546 Enterprise Internal 2015-2016 2014-2015 Service Total Estimate $ 52,280,660 $ 15,295,562 2013-2014 Actual $ 109,825,617 $ 107,743,673 $ 110,969,543 Sources: Revenues Property Taxes 11,053,140 129,000 - - - - 11,182,140 9,776,828 9,421,175 Sales Taxes 20,604,102 19,300,883 - - - - 39,904,985 38,218,553 37,751,270 Franchise taxes 3,252,000 - - - - - 3,252,000 3,252,000 3,251,904 1,767,972 Building Permits, Zoning and Development Fees State Sales Taxes State Revenue Sharing Vehicle License Tax 1,441,900 - - - - - 1,441,900 1,443,900 8,661,030 - - - - - 8,661,030 8,258,663 7,507,882 10,915,452 - - - - - 10,915,452 10,974,310 9,656,745 - - - - - 3,418,315 3,418,315 3,111,124 - - - - 6,664,071 6,903,657 6,276,058 - - - - - - - 20,521,014 4,782,111 5,836,683 57,181,292 56,351,882 58,470,686 3,418,315 State Gasoline Tax - Lottery Tax - Grants - 17,290,608 4,471,466 176,800 Charges for Services 6,664,071 - 736,050 - 3,230,406 - 48,078,029 3,718,947 Fines, Fees, Interest and Other Total Revenues Transfers In Long-Term Debt Proceeds Total Sources 1,917,510 382,729 10,450 383,725 641,217 7,381,942 10,717,573 8,500,316 10,422,068 65,734,915 43,944,091 746,500 383,725 51,949,652 11,100,889 173,859,772 151,880,535 153,473,567 - 98,256 4,856,432 12,327,065 - 804,107 18,085,860 13,628,323 14,319,504 - - 22,500,000 - - 22,500,000 - - 11,904,996 214,445,632 165,508,858 167,793,071 28,102,932 - 65,734,915 44,042,347 12,710,790 51,949,652 Police 25,897,297 5,795,066 - - - 142,000 31,834,363 26,487,518 26,108,639 Fire 14,914,683 3,574,999 - - - 1,373,000 19,862,682 15,985,721 16,002,005 Public Works - 7,238,208 - - 3,444,671 4,699,275 15,382,154 13,150,821 14,897,692 Utilities - - - 21,633,908 650,000 22,283,908 19,467,533 18,600,088 1,953,084 2,553,054 - 615,000 18,270,880 13,830,737 14,487,187 25,000 4,413,266 4,165,842 4,273,183 Uses: Expenditures Engineering - 428,696 1,524,388 - - Parks and Recreation 8,244,976 7,622,947 - - Community Development 3,260,703 1,127,563 - - 1,787,957 - Administrative Mayor and Council - - - - 229,491 212,283 264,746 1,522,463 157,700 - - - 1,680,163 1,608,609 1,547,322 City Administration 2,969,227 3,142,324 City Attorney 1,458,194 Municipal Court 229,491 - - - - - - - Information Technology 2,769,445 - - - Finance 1,992,545 - - - Human Resources 1,015,570 - - General Government 1,939,244 276,200 Capital Labor Intracity Cost Allocation Debt Service (3,306,337) - - 239,586 - - 2,286,592 - - 6,921,300 14,109,700 63,336,197 39,422,712 14,109,700 Balance, June 30 93,569 - Total Expenditures Total Uses - 1,034,024 - 5,091,871 7,854,735 68,428,068 47,277,447 14,109,700 $ 13,025,238 $ 11,802,620 $ 25,454,970 $ 12,710,790 12,710,790 12,710,790 296,272 61,729,621 3,451,688 3,823,452 2,068,316 1,723,873 7,786,026 5,980,472 6,770,837 1,764,351 1,734,569 24,422 1,039,992 1,023,858 960,618 5,579,921 7,888,934 3,154,564 4,194,716 1,273,610 1,189,917 1,094,974 - - - 28,414,819 28,428,874 29,283,960 11,752 15,704,029 11,819,000 6,111,551 2,310,516 1,992,545 - 1,007,993 Capital Improvements Transfers Out 4,720,309 852,322 14,268,964 32,850,000 5,274,433 10,931,576 205,577,984 149,798,591 156,699,437 278,570 4,860,684 18,085,860 13,628,323 14,319,504 62,008,191 19,129,648 223,663,844 163,426,914 171,018,941 31,546 $ 42,222,121 $ 8,070,910 $ 100,607,405 $ 109,825,617 $ 107,743,673 The Fund Information section explores the city’s funds in detail. 15 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. 16 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 195,751 2000 Population of Yuma MSA 106,895 Growth % 2000 - 2010 for Yuma MSA 2000 Primary Assessed Valuation 83% $253,318,190 (46.7 % of County) 2015 Primary Assessed Valuation (46.6 % of County) $521,786,027 2000 Yuma County Primary Assessed Valuation $543,102,591 2015 Yuma County Primary Assessed Valuation $1,120,339,479 # 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) $157,500 17 City of YUMA 18 Fund Information FUND INFORMATION General Fund Page No. 19 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 22 23 24 25 26 27 28 29 30 Debt Service Funds 31 Capital Projects Fund 33 Enterprise Funds Water Funds Wastewater Funds Yuma Regional Communication System Fund Solid Waste Fund Desert Hills Golf Course Fund 40 41 42 Internal Service Funds Equipment Replacement Fund Equipment Maintenance Fund Insurance Reserve Fund Workers Compensation Fund 43 43 44 44 34 37 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. 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 continues to show growth each 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. These factors lead staff to project a 3.5% increase in sales taxes for 2016. However, due to a large refund posting at the beginning of the fiscal year, staff anticipates receiving $20m or 4.5%increase. Interest/Misc 1% 25 s n o il il M 20 Vehicle Tax 6% Income Tax 18% 15 Fines 2% Licenses/ Permits 4% Charges 1% Property Tax 18% 10 5 Franchises 5% State Sales 14% 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 State Sales Income Tax Property Tax Vehicle Lic City Sales Sales Tax 33% Property tax: The Arizona Constitution limits property taxes. The formula allows for a two-percent increase in the k;jactual 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 2015 (fiscal year 2015-2016), the city’s assessed value for the same property declined for the fifth time, although the decline this year was less than one percent. While this decline in assessed valuation would already increase the tax rate to maintain the same levy, the State Legislature’s actions (or failure to 19 act in the case of the Public Safety retirement system) as noted earlier, requires the City to levy an amount closer to the maximum property tax allowed by law. This additional burden from the state will cause the tax rate to increase to $2.0704 and the tax levy for 2016 to increase to $10.8 million. 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 2016, state sales tax is projected to increase almost 5% over 2015 collections. 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 estimated budgeted Ten-year History of General Fund - Major Revenues State Sales Income Tax City Sales Prop Tax 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 7,507,882 9,656,745 19,517,306 9,107,069 8,258,663 10,974,310 19,715,346 9,362,828 8,661,030 10,915,452 20,604,102 10,803,140 Vehicle Lic 3,391,000 3,518,856 3,445,486 3,302,485 3,250,436 3,108,562 2,948,529 3,251,904 3,418,315 3,418,315 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, this revenue is projected flat 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. 20 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 PARKS AND RECREATION POLICE DEPARTMENT FIRE DEPARTMENT INTRACITY COST ALLOCATION 2013-2014 2014-2015 2014-2015 2015-2016 Actual Budget Estimate Budget $ 264,746 $ 222,532 $ 212,283 $ 229,491 1,536,380 1,492,143 1,606,451 1,522,463 3,203,287 2,890,249 3,012,096 2,969,227 1,306,102 1,427,311 1,475,964 1,458,194 2,536,227 2,575,843 2,610,740 2,769,445 1,734,569 1,830,748 1,764,351 1,992,545 960,618 984,734 1,023,858 1,015,570 833,860 4,913,562 444,491 1,939,244 2,844,903 3,154,209 2,999,920 3,260,703 321,296 437,063 228,033 428,696 7,540,441 8,195,960 7,927,354 8,244,976 23,545,356 24,570,949 25,158,743 25,897,297 14,339,134 13,754,383 14,915,293 14,914,683 (3,361,079) (3,361,079) (3,306,337) (3,352,638) $ 57,614,281 $ 63,088,607 $ 60,018,498 $ 63,336,197 21 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 Transfers Out: Yuma Mall Maintenance Fund Radio Communication Fund Debt Service Fund Total Transfers Out Total Uses Unassigned Fund Balance June 30, 2013-2014 ACTUAL 19,023,508 2014-2015 BUDGET 17,009,951 2014-2015 ESTIMATE 17,142,390 2015-2016 REQUEST 15,692,223 60,385,395 63,715,373 62,933,000 65,734,915 540,898 540,898 60,926,293 63,715,373 62,933,000 65,734,915 48,966,216 9,389,851 193,197 51,740,160 11,137,902 210,493 50,948,604 9,034,894 35,000 53,519,344 9,816,853 - 109,578 245,643 100,605 - 91,479 - 98,256 - 3,902,926 4,269,280 4,273,190 4,610,752 4,258,147 62,807,411 17,142,390 4,369,885 67,458,440 13,266,884 4,364,669 64,383,167 15,692,223 5,091,871 68,428,068 12,999,070 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, 2013-2014 ACTUAL 50,172 2014-2015 BUDGET 50,172 2014-2015 ESTIMATE 26,168 2015-2016 REQUEST 26,168 15,976 15,976 - - - 39,980 39,980 26,168 50,172 26,168 26,168 22 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, 2013-2014 ACTUAL - 2014-2015 BUDGET 14,608 503,084 503,084 503,084 503,084 503,084 - 23 2014-2015 ESTIMATE 2015-2016 BUDGET - - 125,780 125,780 125,780 125,780 125,780 125,780 - 125,780 125,780 14,608 125,780 125,780 - - 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. 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 2013-2014 Actual $ 314,517 61,934 226,128 954,035 2,652,698 393,985 813,186 395,492 $ 5,811,975 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 2014-2015 Estimate $ 367,005 68,436 367,803 900,255 2,329,938 403,608 1,059,394 348,936 $ 5,845,375 2015-2016 Budget $ 16,832 333,014 119,523 332,950 844,143 2,881,606 449,026 1,101,117 474,569 $ 6,552,780 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. 24 There is no specific target for retention of fund balance; however, because this fund supports personnel service and other expenditures devoted to streets, a 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 Total Sources Uses: Expenditures Personnel Operating Capital Outlay Transfers Out: Debt Service Fund Equipment Replacement Fund Total Transfers Out Total Uses Unassigned Fund Balance June 30, 2013-2014 ACTUAL 423,621 2014-2015 BUDGET (153,141) 2014-2015 ESTIMATE 881,667 2015-2016 REQUEST 1,886,207 6,371,613 6,371,613 6,302,329 6,302,329 6,955,157 6,955,157 6,690,571 6,690,571 2,091,110 3,720,865 - 2,404,423 3,399,345 - 2,201,401 3,643,974 - 2,533,814 4,006,966 12,000 101,592 101,592 5,913,567 881,667 102,868 102,868 5,906,636 242,552 105,242 105,242 5,950,617 1,886,207 10,659 10,659 6,563,439 2,013,339 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, 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 LTAF 425,847 423,054 394,161 426,236 75,764 - 2013-2014 ACTUAL 144 2014-2015 BUDGET 143 2014-2015 ESTIMATE 144 - - - - 144 143 144 144 25 2015-2016 REQUEST 144 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. 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. 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. CITY ROAD TAX FUND Unassigned Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Personnel Operating Capital Outlay Capital Improvements Transfers Out: Improv. District #67 Debt Service Debt Service Fund Equipment Replacement Fund Total Transfers Out Total Uses Unassigned Fund Balance June 30, 2013-2014 ACTUAL 6,169,642 2014-2015 BUDGET 7,102,836 2014-2015 ESTIMATE 7,810,204 2015-2016 REQUEST 8,645,259 10,172,162 10,172,162 10,525,631 10,525,631 10,077,929 10,077,929 10,423,884 10,423,884 1,858,827 965,575 65,891 823,644 2,325,394 1,649,665 63,621 4,022,000 1,735,056 1,632,052 45,791 1,023,500 2,325,216 1,074,797 4,327,800 24,770 4,792,893 4,817,663 8,531,600 7,810,204 4,804,824 4,804,824 12,865,504 4,762,963 4,806,475 4,806,475 9,242,874 8,645,259 4,918,824 10,659 4,929,483 12,657,296 6,411,847 26 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 4.5% increase in 2016. 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 - 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 4,132,390 4,093,834 3,790,422 3,490,540 3,525,292 3,692,304 3,847,810 3,901,471 3,940,480 4,117,802 For 2016, 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 equipment. As such, the Police and Fire departments have budgeted for various capital items, facility improvements, and public safety equipment in FY16. PUBLIC SAFETY TAX FUND Unassigned Fund Balance July 1, Sources: Estimated Revenues 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, 2013-2014 ACTUAL 612,607 2014-2015 BUDGET 50,425 2014-2015 ESTIMATE 4,842 2015-2016 REQUEST 322,210 3,937,750 3,937,750 4,082,526 4,082,526 3,975,137 3,975,137 4,152,459 4,152,459 6,910 1,106,338 474,556 - 115,126 1,045,616 - 8,804 678,653 - 6,836 1,645,647 733,000 - 2,957,711 2,957,711 4,545,515 4,842 2,970,312 2,970,312 4,131,054 1,897 2,970,312 2,970,312 3,657,769 322,210 1,583,751 1,583,751 3,969,234 505,435 27 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 relatively steady growth experienced in prior years and the improvement that has occurred recently. The revenue projection for FY16 is projected at 3.7% increase over estimated FY15 collections. 5.50 5.00 4.50 4.00 Two Percent Tax 3.50 3.00 2.50 2.00 1.50 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 4,231,989 4,424,339 4,358,638 4,253,060 4,425,556 4,665,216 4,652,118 4,575,499 4,708,170 4,885,069 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 Grant Fund Debt Service Fund Desert Hills Golf Course Fund Equipment Replacement Fund Total Transfers Out Total Uses Unassigned Fund Balance June 30, 2013-2014 ACTUAL 6,388,271 2014-2015 BUDGET 4,869,563 2014-2015 ESTIMATE 4,787,982 2015-2016 REQUEST 4,183,900 5,116,527 5,116,527 5,198,375 5,198,375 5,077,345 5,077,345 5,253,569 5,253,569 1,595,673 2,424,803 40,688 1,497,568 2,070,692 2,650,466 10,744 1,849,500 2,022,082 2,412,815 420,750 1,984,342 3,009,230 241,200 503,084 55,000 600,000 1,158,084 6,716,816 4,787,982 125,780 700,000 825,780 7,407,182 2,660,756 125,780 700,000 825,780 5,681,427 4,183,900 972,015 28 358,827 1,330,842 6,565,614 2,871,855 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 180,000 160,000 140,000 120,000 100,000 80,000 60,000 40,000 20,000 - 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Taxes Collected 113,345 105,390 154,174 117,794 170,807 142,151 119,403 81,320 114,000 129,000 General Fund Transfer 150,796 157,139 106,184 90,809 120,863 - 22,073 109,578 91,479 98,256 The plan failed to retain the larger retail outlets that eventually did move south in the city and the downtown area declined. To maintain the mall maintenance activities, the general fund subsidized the fund with a transfer in. 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. 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, 2013-2014 ACTUAL 2014-2015 BUDGET 2014-2015 ESTIMATE 2015-2016 REQUEST - - - - 85,730 113,900 116,000 133,000 109,578 109,578 195,308 100,605 100,605 214,505 91,479 91,479 207,479 98,256 98,256 231,256 87,709 107,599 195,308 - 95,615 118,890 214,505 - 95,170 112,309 207,479 - 97,105 134,151 231,256 - 29 GRANT FUNDS A variety of federal and state grants and entitlements are recorded in this fund. Individual grant funds included here are the HUD CDBG Entitlement, Community Redevelopment, DOJ Weed and Seed Initiative, and the Appropriated Grants Fund. The largest continuing grant is the Community Development Block Grant (CDBG). The city continues to seek grant funding for a number of transportation, communication and parks projects with related capital projects expenditures planned in the fund. All grant funds are restricted to the purposes for which the grants were authorized. Those purposes range from parks improvements to overtime compensation for police officers. This fund’s budget will vary significantly from year to year as the city budgets for all grants for which staff believes it has a reasonable chance of award. This often causes a distinct variance between the budget of a given year and its actual revenues and expenditures. GRANT FUNDS Unassigned Fund Balance July 1, Sources: Estimated Revenues Transfers In: Two Percent Tax Fund Total Transfers In Total Sources Uses: Personnel Operating Capital Outlay Capital Improvements Total Uses Unassigned Fund Balance June 30, 2013-2014 ACTUAL 2014-2015 BUDGET 2014-2015 ESTIMATE 2015-2016 REQUEST - - - - 3,759,890 9,747,085 2,735,498 17,290,608 55,000 55,000 3,814,890 9,747,085 2,735,498 17,290,608 1,585,779 1,411,650 235,329 582,132 3,814,890 - 1,989,479 5,614,576 740,630 1,402,400 9,747,085 - 1,392,821 1,207,677 15,000 120,000 2,735,498 - 1,261,835 13,606,473 70,000 2,352,300 17,290,608 - 30 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. Also included is activity for the anticipated bond sale to occur at the beginning of FY2016. This bond sale will generate $22.5m in funds for the building of a fleet facility and athletic complex, the proceeds of which are reflected in the Capital Projects Fund. DEBT SERVICE FUNDS Unassigned Fund Balance July 1, Sources: Estimated Revenues Bond Proceeds Transfers In: General Fund Highway Users Revenue Fund Road Tax Fund Solid Waste Fund Capital Project Fund Water Fund Wastewater Fund Two Percent Fund Public Safety Tax Total Transfers In Total Sources Uses: Expenditures Debt Service Total Uses Unassigned Fund Balance June 30, 2013-2014 ACTUAL 2014-2015 BUDGET 2014-2015 ESTIMATE 2015-2016 REQUEST - - - - 55 - - - 3,902,926 101,592 4,792,893 21,016 370,000 62,466 24,105 2,957,711 12,232,709 12,232,764 4,269,280 102,868 4,804,824 21,280 63,251 24,408 2,970,312 12,256,223 12,256,223 4,273,190 105,242 4,806,475 21,771 64,711 24,972 2,970,312 12,266,673 12,266,673 4,610,752 4,918,824 138,547 51,378 51,798 972,015 1,583,751 12,327,065 12,327,065 12,232,764 12,232,764 - 12,256,223 12,256,223 - 12,266,673 12,266,673 - 12,327,065 12,327,065 - In addition to governmental debt, the City also records the activity of one Improvement District. At the close of fiscal 2015, the City is also contemplating the refunding transaction on a number of outstanding bond issues. The proceeds of the new debt along with the expenditures and the calling of the old debt are not shown here as they are not an expenditure of current resources and will unnecessarily inflate the budget. Anticipated refunds amount to approximately $67.8m in governmental funds and $93.6m in proprietary funds (water and sewer). 31 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, 2013-2014 ACTUAL 537,805 2014-2015 BUDGET 2014-2015 ESTIMATE 2015-2016 REQUEST - - - 938,076 - - - 24,770 7,822 32,592 970,668 - - - 967,575 - - - 540,898 540,898 1,508,473 - - - - Improvement District 68 was also created to construct public improvements around the new Las Palmillas Shopping Center. The developer of this project, originally the sole property owner within the district, pays most of 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, 2013-2014 ACTUAL 4,935 2014-2015 BUDGET 4,935 2014-2015 ESTIMATE 4,696 2015-2016 REQUEST 31,546 376,853 382,355 409,955 383,725 376,853 382,355 409,955 383,725 377,092 377,092 4,696 382,355 382,355 4,935 383,105 383,105 31,546 383,725 383,725 31,546 32 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. In FY2016, a transfer in from the Equipment Replacement Fund is budgeted for the Citywide Energy Savings Project. This project is funded by a loan from the Equipment Replacement Fund that will be repaid in five years by the various funds participating in the project. There is also a transfer in from the Insurance Reserve Fund for the rebuilding of the Stewart Vincent Wolfe Playground that was destroyed by fire in December 2014. Also in 2016, the City may issue new bonds for the Pacific Avenue Athletic Complex and the Fleet Maintenance Facility. CAPITAL PROJECTS FUND Unassigned Fund Balance July 1, Sources: Estimated Revenues Bond Proceeds Transfers In: Equipment Replacement Fund Insurance Reserve Fund Total Transfers In Total Sources Uses: Capital Outlay Capital Improvements Transfers Out: Debt Service Fund Total Transfers Out Total Uses Unassigned Fund Balance June 30, 2013-2014 ACTUAL 15,477,203 2014-2015 BUDGET 12,087,812 2014-2015 ESTIMATE 12,711,556 2015-2016 REQUEST 11,461,738 2,393,220 - 11,851,050 - 746,382 - 746,500 22,500,000 2,393,220 11,851,050 746,382 3,656,432 1,200,000 4,856,432 28,102,932 4,788,867 20,041,200 1,996,200 14,109,700 370,000 370,000 5,158,867 12,711,556 20,041,200 3,897,662 1,996,200 11,461,738 14,109,700 25,454,970 33 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 rate increases were approved this year. The 3% rate increase began March 2015 and will repeat every January through 2019. The following chart provides a history of metered water sales versus capacity charges. The term ‘capacity charges’ includes system development fees. Revenues for 2016 are determined on the basis of recent historical growth in the customer combined with assumptions for changes in consumption. 34 Metered Water Sales vs. Capacity Charges 2016 2015 2014 2013 2012 2011 2010 2009 2008 2007 - 5.0 10.0 15.0 20.0 25.0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Water Sales 18,072,019 21,420,922 22,866,202 22,054,773 21,995,910 20,936,133 20,855,574 21,443,625 20,753,000 21,373,460 Capacity 2,206,942 2,611,726 2,323,817 1,413,426 982,491 794,772 1,694,288 2,206,590 1,498,500 1,498,500 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. Starting in 2016 the transfer pays a portion of the debt related to the new Fleet Maintenance Facility. WATER FUND Unrestricted Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Personnel Operating Capital Outlay Debt Service Capital Improvements Transfers Out: Debt Service Fund Total Transfers Out Total Uses Unrestricted Fund Balance June 30, 2013-2014 ACTUAL 5,940,388 2014-2015 BUDGET 5,021,177 2014-2015 ESTIMATE 6,872,999 2015-2016 REQUEST 9,293,747 22,328,608 22,328,608 21,233,084 21,233,084 22,117,717 22,117,717 22,791,577 22,791,577 4,696,709 6,187,795 44,179 10,354,793 50,055 5,040,248 7,442,417 50,718 7,717,787 695,000 5,138,486 6,658,714 25,000 7,719,058 91,000 5,202,973 7,109,967 72,000 7,638,366 1,880,000 62,466 62,466 21,395,997 6,872,999 63,251 63,251 21,009,421 5,244,840 64,711 64,711 19,696,969 9,293,747 51,378 51,378 21,954,684 10,130,640 There are five restricted water funds that do not rely on water rates, but on capacity and system charges, bond proceeds, and federal grant funds for new development. A comparison of capacity charges and metered sales is shown above. The use of these funds is primarily for capital projects and debt service payments. 35 WATER TRANSFER FUND Unrestricted Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Personnel Operating Total Uses Unrestricted Fund Balance June 30, 2013-2014 ACTUAL 160,366 2014-2015 BUDGET 104,076 2014-2015 ESTIMATE 147,566 2015-2016 REQUEST 128,066 4,001 4,001 500 500 2,500 2,500 2,500 2,500 5,140 11,661 16,801 147,566 66,370 66,370 38,206 22,000 22,000 128,066 65,750 65,750 64,816 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, 2013-2014 ACTUAL 2,491,529 2014-2015 BUDGET 4,191,029 2014-2015 ESTIMATE 4,715,149 2015-2016 REQUEST 3,796,567 2,223,620 2,223,620 1,699,500 1,699,500 1,501,500 1,501,500 1,501,500 1,501,500 4,715,149 2,420,082 2,420,082 3,470,447 2,420,082 2,420,082 3,796,567 2,451,916 2,451,916 2,846,151 2013-2014 ACTUAL 256,495 2014-2015 BUDGET 358,645 2014-2015 ESTIMATE 365,056 2015-2016 REQUEST 206,070 108,561 108,561 100,550 100,550 100,190 100,190 100,190 100,190 365,056 259,176 259,176 200,019 259,176 259,176 206,070 262,585 262,585 43,675 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 Operating Capital Improvements Total Uses Unrestricted Fund Balance June 30, 2013-2014 ACTUAL 9,795,068 2014-2015 BUDGET 6,111,545 2014-2015 ESTIMATE 6,584,332 2015-2016 REQUEST 5,791,288 5,245 5,245 1,500 1,500 2,500 2,500 1,000 1,000 57,904 3,158,077 3,215,981 6,584,332 4,223,100 4,223,100 1,889,945 795,544 795,544 5,791,288 4,535,000 4,535,000 1,257,288 36 The Water Grant Fund was established to account for Federal and State grants the City has been awarded along with budgeting for future possible grants. WATER GRANT FUND Unrestricted Fund Balance July 1, Sources: Estimated Revenues Total Sources Total Sources Available Uses: Expenditures Operating Total Uses Unrestricted Fund Balance June 30, 2013-2014 ACTUAL 2014-2015 BUDGET 2014-2015 ESTIMATE (3,851) 2015-2016 REQUEST - - - 93,679 93,679 500,000 500,000 100,000 100,000 500,000 500,000 93,679 500,000 96,149 500,000 97,530 97,530 (3,851) 500,000 500,000 - 96,149 96,149 - 500,000 500,000 - 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 for wastewater 16.0 is similar to that 14.0 of the Water Fund. Overall, 12.0 there are fewer wastewater 10.0 customers 8. 0 compared to water, as a 6. 0 number of water customers, 4. 0 particularly 2. 0 those outside the city limits, 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 are not served Cap 3, 641,725 2, 990,961 4,698,758 1,690,034 5, 102,855 7, 731,967 4, 112,435 2, 587,756 2, 398,000 2, 398,000 by the Wstwtr Rev 10,431, 405 13,127, 920 13,366,037 13,702,575 14,880, 860 14,501, 799 14,653, 507 14,814, 187 14,928, 000 14,928, 000 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. 37 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: Improv. District #67 Debt Service Debt Service Fund Total Transfers Out Total Uses Unrestricted Fund Balance June 30, 2013-2014 ACTUAL 11,436,811 2014-2015 BUDGET 9,805,298 2014-2015 ESTIMATE 14,842,167 2015-2016 REQUEST 17,263,999 14,919,022 14,919,022 14,200,380 14,200,380 14,997,500 14,997,500 15,040,000 15,040,000 3,413,283 5,544,772 125,783 2,366,672 31,229 3,937,681 6,239,629 251,600 2,395,344 2,721,500 3,838,387 5,416,585 224,000 2,395,724 676,000 4,252,331 6,318,637 120,000 2,366,106 4,304,000 7,822 24,105 31,927 11,513,666 14,842,167 24,408 24,408 15,570,162 8,435,516 24,972 24,972 12,575,668 17,263,999 51,798 51,798 17,412,872 14,891,127 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, 2013-2014 ACTUAL 10,492,858 2014-2015 BUDGET 9,975,438 2014-2015 ESTIMATE 10,359,055 2015-2016 REQUEST 9,983,635 2,651,656 193,068 2,844,724 2,268,000 193,068 2,461,068 2,410,000 193,068 2,603,068 2,410,000 193,068 2,603,068 2,978,527 2,978,527 10,359,055 2,978,488 2,978,488 9,458,018 2,978,488 2,978,488 9,983,635 2,978,488 2,978,488 9,608,215 2013-2014 ACTUAL 322,418 2014-2015 BUDGET 288,706 2014-2015 ESTIMATE 275,364 2015-2016 REQUEST 241,642 152,551 152,551 165,925 165,925 165,914 165,914 165,900 165,900 193,068 6,537 199,605 275,364 193,068 6,568 199,636 254,995 193,068 6,568 199,636 241,642 193,068 6,568 199,636 207,906 38 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 th Plan. These two funds are shown below: Wastewater Area A & B and Wastewater 26 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, 2013-2014 ACTUAL 904,122 2014-2015 BUDGET 911,234 2014-2015 ESTIMATE 914,497 2015-2016 REQUEST 915,567 10,375 10,375 1,500 1,500 1,070 1,070 750 750 914,497 912,734 915,567 916,317 2013-2014 ACTUAL 142,440 2014-2015 BUDGET 142,940 2014-2015 ESTIMATE 143,188 2015-2016 REQUEST 143,288 748 748 500 500 100 100 100 100 143,188 143,440 143,288 143,388 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, 2013-2014 ACTUAL 1,251,361 2014-2015 BUDGET 1,247,500 2014-2015 ESTIMATE 1,250,439 2015-2016 REQUEST 1,099,500 697 697 - 500 500 500 500 1,619 1,619 1,250,439 1,247,500 1,247,500 - 151,439 151,439 1,099,500 1,100,000 1,100,000 - 39 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 Total Transfers In Total Sources Uses: Expenditures Personnel Operating Capital Outlay Total Uses Unassigned Fund Balance June 30, YUMA REG COMM. SYSTEM GRANT FUND Unassigned Fund Balance July 1, Sources: Estimated Revenues Transfers In: General Fund Total Transfers In Total Sources Uses: Expenditures Personnel Operating Capital Outlay Total Uses Unassigned Fund Balance June 30, 2013-2014 ACTUAL 1,015,005 2014-2015 BUDGET 870,158 2014-2015 ESTIMATE 872,089 2015-2016 REQUEST 1,138,384 1,567,390 2,255,823 1,638,941 1,769,879 240,003 240,003 1,807,393 2,255,823 1,638,941 1,769,879 336,113 1,600,102 14,094 1,950,309 872,089 528,425 1,748,627 170,000 2,447,052 678,929 131,302 1,174,817 66,527 1,372,646 1,138,384 532,768 1,623,659 2,156,427 751,836 2013-2014 ACTUAL 2014-2015 BUDGET 2014-2015 ESTIMATE 2015-2016 REQUEST - - - - 1,983,114 4,475,469 1,946,613 2,730,406 5,640 5,640 1,988,754 4,475,469 1,946,613 2,730,406 69,676 1,169,923 749,155 1,988,754 - 250,000 2,788,064 1,437,405 4,475,469 - 336,368 1,391,870 218,375 1,946,613 - 1,808,656 921,750 2,730,406 - 40 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. Solid Waste Fees vs. General Fund Transfer In 2000, the Environmental 4.0 Solid Waste Fee was created to offset the ever-increasing 3.5 costs of landfill disposal and to cover the city’s 3.0 neighborhood cleanup program, its recycling efforts 2.5 and its household hazardous waste collection efforts. This 2.0 fee pays for pass through costs for landfill services and 1.5 extra sanitation services such as the household hazardous 1.0 waste days and spring cleanups. 0.5 Each year, revenue projections are based on the Fees number of solid Transf er waste accounts in the program. 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 1,480,642 1,790,356 1,807,094 1,869,927 3,146,724 3,266,063 3,278,104 3,350,584 3,257,400 3,257,400 1,877,405 1,939,565 1,345,700 1,193,998 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 Equipment Replacement Fund Total Transfers Out Total Uses Unrestricted Fund Balance June 30, 2013-2014 ACTUAL 1,172,823 2014-2015 BUDGET 1,279,976 2014-2015 ESTIMATE 1,582,115 2015-2016 REQUEST 1,682,832 3,350,584 3,350,584 3,189,500 3,189,500 3,257,400 3,257,400 3,257,400 3,257,400 771,120 2,149,156 - 867,218 2,322,833 - 810,357 2,324,555 - 953,978 2,681,362 - 21,016 21,016 2,941,292 1,582,115 21,280 21,280 3,211,331 1,258,145 21,771 21,771 3,156,683 1,682,832 138,547 10,659 149,206 3,784,546 1,155,686 41 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. Also in FY15, the operation of the restaurant was outsourced, thus the reduction in revenues. 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 2007 231,334 2008 230,725 2009 234,659 2010 232,313 2011 - 2012 169,982 2013 - 2014 600,000 2015 700,000 2016 - DHGC Revenues 2,290,765 2,235,772 2,452,104 2,036,641 2,018,015 2,215,638 2,157,968 2,245,437 1,819,432 1,677,950 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 Transfers Out: Equipment Replacement Fund Total Transfers Out Total Uses Unrestricted Fund Balance June 30, 2013-2014 ACTUAL 344,208 2014-2015 BUDGET (376,342) 2014-2015 ESTIMATE (93,770) 2015-2016 REQUEST 596,075 2,245,437 2,248,656 1,819,432 1,677,950 600,000 600,000 2,845,437 700,000 444,391 1,144,391 3,393,047 700,000 444,391 1,144,391 2,963,823 1,677,950 1,268,649 2,014,766 - 1,424,230 1,572,371 5,500 897,874 1,376,104 - 850,568 1,192,193 - 3,283,415 (93,770) 3,002,101 14,604 2,273,978 596,075 26,188 26,188 2,068,949 205,076 42 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. This year the Equipment Replacement Fund is loaning funds to the Capital Projects Fund for the Citywide Solar Savings Project. Transfers in from the various funds participating in the project are budgeted to repay this five year loan. EQUIPMENT REPLACEMENT FUND Unrestricted Fund Balance July 1, Sources: Estimated Revenues Transfers In: General Fund Highway Users Revenue Fund Road Tax Fund Two Percent Tax Fund Desert Hills Golf Course Fund Solid Waste Fund Equipment Maintenance Fund Total Transfers In Total Sources Uses: Expenditures Operating Capital Outlay Transfers Out: Desert Hills Golf Course Fund Capital Projects Fund Total Transfers Out Total Uses Unrestricted Fund Balance June 30, 2013-2014 ACTUAL 15,165,387 2014-2015 BUDGET 15,338,003 2014-2015 ESTIMATE 14,244,023 2015-2016 REQUEST 13,531,430 1,924,474 1,686,977 1,687,027 2,277,061 1,924,474 1,686,977 1,687,027 382,863 10,659 10,659 358,827 26,188 10,659 4,252 804,107 3,081,168 426,640 2,419,198 8,125 4,924,562 10,436 1,944,793 11,752 7,279,694 444,391 444,391 444,391 5,377,078 11,647,902 444,391 2,399,620 13,531,430 3,656,432 3,656,432 10,947,878 5,664,720 2,845,838 14,244,023 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. 43 EQUIPMENT MAINTENANCE FUND Unrestricted Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Personnel Operating Transfers Out: Equipment Replacement Fund Total Transfers Out Total Uses Unrestricted Fund Balance June 30, 2013-2014 ACTUAL 355,233 2014-2015 BUDGET (78,865) 2014-2015 ESTIMATE (57,697) 2015-2016 REQUEST (112,735) 3,430,601 3,430,601 3,695,420 3,695,420 3,569,320 3,569,320 3,718,947 3,718,947 980,149 2,863,382 1,070,489 2,545,353 1,072,020 2,552,338 1,010,190 2,542,253 3,843,531 (57,697) 3,615,842 713 3,624,358 (112,735) 4,252 4,252 3,556,695 49,517 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 INSURANCE RESERVE FUND Unrestricted Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Personnel Operating Transfers Out: Capital Projects Fund Total Transfers Out Total Uses Unrestricted Fund Balance June 30, 2013-2014 ACTUAL 1,248,827 2014-2015 BUDGET 2,012,831 2014-2015 ESTIMATE 1,639,817 2015-2016 REQUEST 1,445,845 1,747,482 1,747,482 1,507,548 1,507,548 1,507,548 1,507,548 2,805,425 2,805,425 76,442 1,280,049 77,299 1,455,467 82,818 1,618,702 78,743 1,705,467 1,356,492 1,639,817 1,532,766 1,987,613 1,701,520 1,445,845 1,200,000 1,200,000 2,984,210 1,267,060 WORKERS COMPENSATION FUND The City’s Workers Compensation Internal Service Fund accounts for the workers compensation claims of its employees. WORKERS COMP FUND Unrestricted Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Operating Total Uses Unrestricted Fund Balance June 30, 2013-2014 ACTUAL (213,704) 2014-2015 BUDGET (66,180) 2014-2015 ESTIMATE (278,514) 2015-2016 REQUEST 431,022 1,172,476 1,172,476 2,034,423 2,034,423 2,028,360 2,028,360 2,299,456 2,299,456 1,237,286 1,237,286 (278,514) 1,640,865 1,640,865 327,378 1,318,824 1,318,824 431,022 1,640,865 1,640,865 1,089,613 44 Department Information DEPARTMENT INFORMATION Page No. Office of the Mayor and Council Yuma Municipal Court City Administration City Attorney’s Office Information Technology Services Finance Human Resources Community Development Public Works Utilities Engineering Parks and Recreation Police Fire 45 47 51 60 64 70 73 78 83 87 97 101 111 116 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 14/15 1 1 FY 15/16 1 1 *does not reflect elected positions Listed are the Goal Action Items developed to guide our organization for the year ending June 30, 2016. 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. 45 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 13/14 Actual 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget Personal Services 112,426 110,336 103,846 126,495 Operating 152,320 114,844 108,437 102,996 - - - - 264,746 225,180 212,283 229,491 Capital Outlay FY 2015-2016 Budget (in thousands) $103 Personnel Operating $126 Capital Outlay MAYOR AND COUNCIL 13/14 Actual General Fund Equipment Replacement Fund 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget 264,746 225,180 212,283 229,491 - - - - 264,746 225,180 212,283 229,491 46 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 47 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 14/15 18 18 FY 15/16 18 18 *does not reflect elected positions MUNICIPAL COURT 13/14 Actual Personal Services Operating Capital Outlay 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget 1,240,404 1,272,850 1,235,448 1,257,309 306,918 417,660 373,161 422,854 - - - - 1,547,322 1,690,510 1,608,609 1,680,163 FY 2015-2016 Budget (in thousands) Personnel Operating $1,257 Capital Outlay $422 MUNICIPAL COURT 13/14 Actual General Fund Public Safety Tax Grant Funds 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget 1,536,380 1,533,713 1,606,451 1,522,463 - - - 700 10,942 156,797 2,158 157,000 1,547,322 1,690,510 1,608,609 1,680,163 48 FY15 Goals Municipal Court 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 Y Y 100% Ongoing yearly requirement. Ongoing City IT is working with County IT and the jail to ensure resources are available. 75% Pilot courts are currently using new system. Maintain and improve communications with other branches of government, agencies and organizations. Y 95% 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. Y 75% 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 Y 75% Update and improve court security cameras. Y 95% Training in-house and through other available resources for Security and Court Staff. Y Ongoing 49 Notes Worked jointly with the Police Department and Detention Facility to process paperwork electronically. Need full-time Spanish Court Interpreter for the Court; and other resources for other languages as needed. Police Department and Court are sending complaints/citations electronically; staff still picks up paperwork from the jail each day. Camera replaced or added. Several defective cameras still need replacing. 16 hours required each year, 6 of which must be in a live session. FY16 Goals Municipal Court Data clean up in preparation for data conversion. Electronic citation entry and filing. Assess need for reconfiguration of clerical work space in each courtroom. Research and implement CourTools to assist in measuring court performance and case processing time standards. 50 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 14/15 9 FY 15/16 9 4 4 4 1 15 37 4 3 4 1 15 36 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 st also manages the riverfront redevelopment project north of 1 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. 51 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 13/14 Actual 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget Personal Services 2,758,505 2,383,551 2,707,000 2,406,240 Operating 1,574,688 1,588,804 1,120,520 3,848,869 176,169 22,653 20,000 - 4,509,362 3,995,008 3,847,520 6,255,109 Capital Outlay . FY 2015-2016 Budget (in thousands) $3,848 Personnel Operating Capital Outlay $2,406 $- CITY ADMINISTRATION 13/14 Actual General Fund 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget 3,203,287 3,026,679 3,012,096 2,969,227 Riverfront Redevelopment Fund 503,084 125,780 125,780 - City Road Tax Fund 427,087 117,274 169,296 102,431 Public Safety Tax Fund 6,879 7,126 8,804 6,836 Two Percent Tax Fund 81,165 334,043 455,618 437,824 Grant Funds 79,270 348,547 40 2,704,500 Water Fund 91,041 23,762 44,319 22,737 Wastewater Fund 79,738 11,797 31,567 11,554 Equipment Replacement Fund 37,811 - - - 4,509,362 3,995,008 3,847,520 6,255,109 52 FY15 Goals Administration Continue to maintain City services at their high level while staying within our budget. Complete (Y or N) Continue 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. 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. In Progress (Y or N) % complete Removed (Y or N) Notes Y Ongoing Y Ongoing Y Ongoing Y Ongoing Y Completed the first United for Yuma Video Contest. Hired person through Americorp Vista Grant to focus on creating a United for Yuma marketing plan. Y Ongoing. Not an empirical number so no percentage available. Y Ongoing. Not an empirical number so no percentage available. Y Y 53 FY15 Goals 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 Coordinate with the riverfront developer to secure additional private investment and development. Implement maintenance program for 400-acres of restoration in Yuma East Wetlands through partnership with the Bureau of Reclamation/Multi-Species Conservation Program, the Heritage Area, Quechan Indian Tribe, and City of Yuma. Expand and maintain bankline restoration efforts from East Wetlands to downtown riverfront and West Wetlands. 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. Complete (Y or N) In Progress (Y or N) % complete Y 90% Removed (Y or N) Notes All content to webmaster. Awaiting new website. Y Ongoing. Y This is a continuing goal that has been carried over to FY16 Y Y Y Y 54 20% N FY15 Goals 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. Complete (Y or N) % complete Y 75% Y Removed (Y or N) Notes Annual revisions Y 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 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. In Progress (Y or N) 75% Y Work in Progress Y Work in Progress Y Y 40% Y 30% Y 10% Economic Development Supplement GYEDC in site searches and proposal responses. Y Ongoing 55 FY15 Goals Complete (Y or N) In Progress (Y or N) % complete Removed (Y or N) Notes List Yuma sites in Arizona Commerce Certified site program. Y Ongoing Continue to work with private sector teams on Virtual Spec Buildings. Y On Hold Expand Yuma’s presence in Arizona/Mexico Border Community Roadmap efforts. Y Ongoing Continue to market city owned property as surpluses. Y 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. 70% Y 40% Y 20% Y 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. Y Will be completed this year Y Y FY16 Goals Administration Maintain City services at their high level and expand programs, events, and services to our citizens where feasible. Expand City role and effort in attracting new companies to Yuma. Grow from "Century of Service" and bring "Service into the Next Century" with focus on Advancing our great Customer Service. Continue to support and get involved in our Community. Continue City Take Pride recognition and awards program 56 Need to Replace Court rooms Art Center done this year FY16 Goals Expand on the "United For Yuma" effort Plan or conduct next citizen survey. 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. 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. Yuma Crossing National Heritage Area Coordinate with the riverfront developer to secure additional private investment and development. Continue to 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. Continue to expand and maintain bankline restoration efforts from East Wetlands to downtown riverfront and West Wetlands. 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. Achieve operational selfsufficiency at the Yuma Territorial Prison State Historic Park. 57 FY16 Goals Assist new management of the Rio Colorado Division of the AZ Historical Society with implementation of the 2nd phase of the master plan Implement west wetlands lower bench restoration project. Design & seek funding for western beach project. Secure long-term agreement with Arizona State Parks for operation and management of both the Quartermaster Depot and Yuma Territorial Prison State Historic Parks. Continue brownfields assessments and negotiate with Union Pacific and other land owners to make Old Town South sites available for redevelopment. Work with the Alliance of National Heritage Area's to have Congress enact national program legislation for all National Heritage Areas. Successfully complete the Yuma Crossing National Heritage Area evaluation process with National Park Service Economic Development Explore potential City owned industrial property. Make key corporate calls with the Mayor. Seek opportunities for foreign direct investment. Facilities Maintenance Repair and replace sheet metal duct work, fire dampers, and air box dampers on HVAC system at the Police and Court buildings Replace carpeting in Court Rooms A & B at Yuma Municipal Court building Replace A/C units at City Hall Work with Climatec to replace building controls, lighting, and HVAC equipment at various City facilities 58 FY16 Goals Continue to Recoat roofs at key City facilities. Continue to get all facilities electrical panels arc flash rated Retile locker room tiles at YPD Revamp landscape at Public Works facility. Replace 24 A/C electrical disconnects at the Public Works Facility Continue to maintain City Facilities at a high level while staying within our budget. Work with Solon Solar Corporation to install PV system at the City Hall employee parking lot. 59 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 14/15 8 3 11 FY 15/16 8 3 11 CITY ATTORNEY 13/14 Actual 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget Personal Services 986,344 1,109,725 1,106,970 1,100,520 Operating 730,821 1,004,931 897,283 1,209,996 8,657 72,562 64,063 - 1,725,822 2,187,218 2,068,316 2,310,516 Capital Outlay FY 2015-2016 Budget (in thousands) $1,210 Personnel Operating Capital Outlay $1,100 60 CITY ATTORNEY 13/14 Actual General Fund 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget 1,306,102 1,474,997 1,475,964 1,458,194 1,771 - - - 40 - - - Grant Funds 10,100 10,000 11,511 - Water Fund 138 - - - Wastewater Fund 40 - - - 398,974 620,878 507,029 852,322 8,657 81,343 73,812 - 1,725,822 2,187,218 2,068,316 2,310,516 City Road Tax Fund Public Safety Tax Fund Insurance Reserve Fund Equipment Replacement Fund FY15 Goals In % Remove Complete Progress (Y or N) (Y or N) complete (Y or N) Continue to implement and refine the City’s graffiti abatement process including: collecting on criminal restitution orders, converting restitution orders to civil judgments for nonpayers, working with the county prosecutor and the juvenile court system to recover the City’s full damages in juvenile graffiti prosecutions, and assisting the City’s internal departments in documenting files for possible evidentiary admission. Assist City Departments in drafting legal forms, City Council Resolutions, and developing procedures for implementing City improvement districts for future subdivisions, business parks, and other developments. Assist with changes to Utility Regulations. Y Ongoing Y Ongoing Y Continue to provide legal assistance for implementing, negotiating and drafting development agreements that establish legal and practical guidelines for the parties and their lenders. Y 61 Ongoing Notes FY15 Goals In % Remove Complete Progress (Y or N) (Y or N) complete (Y or N) 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. Implement new document management application for switch to electronic records. Provide legal advice and support to departments and drafting of redevelopment agreements for the 4th Avenue/16th Street intersection that include provisions providing for abatement of government property lease excise taxes (GPLET) as a statutory economic incentives. 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 FY16 Goals Assist City Departments in drafting legal forms, City Council Resolutions, and developing procedures for implementing City improvement districts for future subdivisions, business parks, and other developments. Assist with changes to Utility Regulations. Y Ongoing Y Ongoing Y Ongoing Y 35% Notes Y Y N N Y Y 62 Will return next legislative session FY16 Goals Continue to provide legal assistance for implementing, negotiating and drafting development agreements that establish legal and practical guidelines for the parties and their lenders. Continue to thoroughly review all claims against the City with legal analysis on the merits of the allegations and possible mitigating factors or defenses associated with the value of the claims. Continue to review damages to City owned property and aggressively seek contribution from the responsible party, or the party’s insurance carrier. Utilize existing hardware and develop new litigation tools to become more efficient and ultimately conserve time, resources and energy. Implement new document management application for switch to electronic records. 63 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 14/15 15/16 o e-Business Administration 4 4 Document Imaging SCADA (i.e. Water and Wastewater) Technical Services 19 19 Web Development GIS Services 6 6 Email / Internet Services Radio Communications 6 6 Telephone and Voice Mail Services Total 35 35 Community Development Parks and Recreation Etc. 64 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 13/14 Actual 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget Personal Services 2,436,671 2,923,919 2,530,612 2,793,719 Operating 3,719,125 5,038,421 3,114,485 3,937,453 851,158 1,945,898 623,590 1,218,022 7,006,954 9,908,238 6,268,687 7,949,194 Capital Outlay FY 2015-2016 Budget (in thousands) $3,937 Personnel Operating $1,218 $2,793 65 Capital Outlay INFORMATION TECH SERVICES 13/14 Actual General Fund Yuma Regional Communications System Fund Yuma Regional Communications System Grant Fund Equipment Replacement Fund 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget 2,536,227 2,647,224 2,610,740 2,769,445 1,950,309 2,447,052 1,372,646 2,153,071 1,988,754 4,475,469 1,946,613 2,730,406 531,664 338,493 338,688 296,272 7,006,954 9,908,238 6,268,687 7,949,194 In Progress (Y or N) % complete Y 68% Ongoing Begin process of implementing industry standards, policies, procedures, and guidelines to improve IT operational efficiencies and compliance. Y 10% Ongoing Upgrade SCADA systems and infrastructure (Phase I) in four (4) water and wastewater facilities. Y 85% Completion 6.2015 Y 100% Completed Y 75% Ongoing Y 65% Ongoing Y 40% Ongoing Y 90% Completion 6.2015 FY15 Goals Upgrade of Microsoft Office Suite and remove all OS XP (e.g., Software / Hardware to become security & software compliant). Install new Fire Alert system for Yuma Regional Communication System (YRCS) Fire agencies. Enhance and deploy city-wide desktop virtualization for all training labs and general computer users. Continue the replacement of legacy data/system technology, including hardware (desktops, servers, printers, network, storage) and software (OS, application system). Continue the process of implementing industry standards, policies, procedures, and guidelines to improve Information Technology operational efficiencies and compliance. Implement Community Development land management computer system for use of eServices / eReview and Public portal. Complete (Y or N) Y 66 Remove (Y or N) Notes FY15 Goals Upgrade the city-wide enterprise electronic mail system. Upgrade Enterprise Public Safety system (NWS 10.2, SP5) for all Yuma Regional Communication System (YRCS) agencies to enhanced interoperability and functionality. Implement new Information Service Management System (IT Service Desk). Implement new Legal Case Management System. Implement new "Best in Class" City of Yuma website. Complete (Y or N) % complete Y 60% Completion 6.2015 Y 50% Completion 6.2015 Y 60% Completion 10.2015 Y 68% Completion 8.2015 Remove (Y or N) Notes Y Y Y Upgrade/migrate the Microsoft Active Directory Domain Services which is the foundation for distributed networks. Y Implement new ITS Network and Security Operations Center (NOC/SOC). Y Upgraded COY - Call Accounting System improving auditing. Implement end-to-end encryption (e.g., data/voice) on all COY YRCS enterprise microwave system. Upgraded city-wide security proximity and video surveillance systems. Implemented new city-wide Phone Branch Exchange (PBX) system. Implement new ITS - Best-inClass Service Desk System /w ITIL quality improvement controls. Implemented / upgraded new version of City of Yuma, NWS ERP, Financial / HR / Purchasing System Continue the COY - YRCS radio 700 MHz Rebanding Project to ensure compliance with FCC mandates. In Progress (Y or N) Y Y Y Y Y 67 FY16 Goals Continue reorganize IT Structure for "Best in Class" services, build technical and operational depth of knowledge and enhance career progression ITS opportunities. New Voicemail System to replaced aged / end of life system to improve communication, reliability and implementation of standards "Unified Communication" model. Implement new enterprise asset and work order system for the City of Yuma - Utilities, Parks and Recreations, Fire Department and Public Works Departments. GIS will be can leveraged - integrated into this system, etc. This system will replace multiple legacy systems utilized by PW, Utilities, Facilities, and possibly Parks & Recreation. PHASE I: UPGRADE New World Public Safety System (AEGIS) version 10 to version 11.x. Hardware, OS Infrastructure upgrade to facilitate AEGIS system upgrade in PHASE II. PHASE II: UPGRADE New World Public Safety System (AEGIS) version 10 to version 11.x. This is the next step in the critical upgrade path of the New World Public Safety System (AEGIS). Special Note: All agencies must be upgraded at the same time or inoperability / data sharing will not work. Cartography - Asset Management Signs (Funding, $0.00): GASB-34 compliance Implement new GIS portal providing internal / external information accessible via web. City of Yuma - ITS core network redundancy - Disaster Recovery site (Funding - TBD): Implement CORE networking redundancy - disaster recovery plan and site. The DR sites COY - Utilities or YPD (e.g., Phase project 1 - 5). 68 FY16 Goals Replace the City of Yuma's Intranet Site Project: Using MS SharePoint to enhance the functionality of Yuma's intranet site. Allow each department to manage their site w/ SPOC. Implementing a phase rollout of Microsoft Enterprise products utilizing (Office 365). We would utilize phase approach rollout with focuses reducing operational expenses without compromising performance, improving services better communication by utilization of Microsoft EA Agreement (e.g., MS Lync, SharePoint, Email subscription based services). Implement New World - eTimeSheet Portal (Funding - NWS - COY constructional item to be implemented). This will automate the COY employee time for payroll improving operations, time, and paper. Implement New World - Personnel Action form with workflow (Funding NWS - COY constructional item to be implemented). This will automate the COY Departmental personnel actions (e.g., New Hires, job classification changes, etc.) improving operations, time, and no paper needed - paperless environment. PHASE II - Implement new email archiving w/ eDiscovery system (Funding TBD): City of Yuma does not have a email archiving / eDiscovery system - current records request take weeks to gather Public Record Requests, etc. Continue to enhance and deploy the city-wide desktop virtualization. Continue to upgrade SCADA systems (Phase II) and infrastructure in four water and wastewater facilities. 69 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, manages the City’s treasury functions, 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 14/15 2 8 7 12 29 FY 15/16 2 8 7 13 30 The Accounting Division manages the accounts payable, accounts receivable, grant reporting, payroll and revenue collections. In addition, Accounting coordinates the annual audit and produces the City of Yuma’s Comprehensive Annual Financial Report. FINANCE 13/14 Actual Personal Services 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget 1,440,179 1,489,116 1,505,139 1,597,260 Operating 277,519 381,793 259,212 395,285 Capital Outlay 16,871 9,555 - - 1,734,569 1,880,464 1,764,351 1,992,545 70 FY 2015-2016 Budget (in thousands) Personnel $1,597 Operating $396 Capital Outlay FINANCE 13/14 Actual General Fund 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget 1,734,569 1,880,464 1,764,351 1,992,545 1,734,569 1,880,464 1,764,351 1,992,545 FY15 Goals Administration Oversee the City's financial condition to maintain or improve our bond rating. Receive the City's 11th Distinguished Budget Presentation Award (GFOA) Work with Municipal Property Corporation and City Council for approval and sale of bonds for funding FY 2015 capital projects Accounting Receive the City's 33rd 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. 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. Implement special assessments module of New World software for improvement district accounting In Complete Progress % (Y or N) (Y or N) complete Y Remove (Y or N) Notes AA- rating retained Y Y Under review at GFOA. Y N N N 71 Y 85% Y 75% Y 75% FY15 Goals Customer Service Offer and promote paperless billings which will reduce costs. Reduce delinquent billings from the current approximate 35% range. 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. 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. In Complete Progress % (Y or N) (Y or N) complete Y Y Y 60% Y 85% Y 85% Y 85% Y 50% Y 50% Y 80% Y 20% Y FY16 Goals Administration Receive the City's 12th Distinguished Budget Presentation Award Oversee the City's financial condition to maintain or improve our bond rating. Accounting Receive the City's 34rd Certificate of Achievement for Excellence in Financial Reporting. Provide quarterly financial reporting within 30 days of quarter end. Customer Service Implement Budget Billing for customers. utility Purchasing Provide training material on Intranet Site Question & Answer Information on Intranet Site 72 Remove (Y or N) Notes 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 14/15 11 11 FY 15/16 11 11 HUMAN RESOURCES 13/14 Actual 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget Personal Services 760,747 818,734 845,280 815,261 Operating 199,871 195,645 173,578 200,309 - 5,425 5,000 24,422 960,618 1,019,804 1,023,858 1,039,992 Capital Outlay FY 2015-2016 Budget (in thousands) Personnel $815 Operating $200 $24 73 Capital Outlay HUMAN RESOURCES 13/14 Actual General Fund Equipment Replacement Fund FY15 Goals 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget 960,618 1,019,804 1,023,858 1,015,570 - - - 24,422 960,618 1,019,804 1,023,858 1,039,992 Complete (Y or N) In Progress (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. Continue to review and update all of the human resources operating policies and administrative regulations to make them easier to understand and administer. Y Ongoing Work with local and state entities to create recruitment and hiring consortiums for bringing qualified out-of-state candidates to Yuma. Y Ongoing 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. Y Establish hiring practice training for new supervisors. Y Employee Portal activated and ongoing HR enhancements being considered. Currently training as needed. 74 FY15 Goals Establish succession planning for the City. Career development and succession planning is used to identify high potential employees and providing them with the necessary training and mentoring to prepare them for advancement within the organization. Continue to participate in professional human resource organizations to remain current with philosophies and approaches that will benefit the City and help us continue to be attractive and competitive. Continue implementation of citywide review process/committee to analyze all vehicle accidents and incorporate changes that will reduce these accidents. Complete (Y or N) In Progress (Y or N) % complete Y Ongoing Y Ongoing Y Ongoing See a reduction in the number of industrial injuries by providing relevant safety training and remediation activities. 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. Y Ongoing Y Ongoing Y Ongoing Y Ongoing Y Ongoing Y 75 Remove (Y or N) Notes Monthly safety report generated and feedback given to departments. Continue to identify light duty assignments throughout the City. Currently purchasing new and updated equipment. FY15 Goals Identify and replace outdated and required safety equipment Continue to provide quarterly department reports on accidents and injury statistics to reduce risk and improve employee safety. Continue participation in City’s emergency management planning with focus on both citizen and employee issues. Network with Arizona peers for improvement in Human Resources Environmental and Safety issues. Continue working closely with the Household Hazardous Waste (Countywide) program on implementing a safety and regulatory training program, mitigating safety incidents, and providing technical and compliance guidance. Manage Environmental Health & Safety compliance program for the City. Perform annual site Environmental Health & Safety inspections and assessments while improving upon last year’s 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. Complete (Y or N) In Progress (Y or N) % complete Y Ongoing Y Ongoing Y Ongoing Y Ongoing Y Ongoing Y Ongoing Y Ongoing Y Ongoing Y Ongoing Y Ongoing 76 Remove (Y or N) Notes Review inspection records for ongoing needs. Currently providing information on monthly basis to departments. Sending staff to more meetings. Coordinate annual reports and follow up on all areas through the year. FY16 Goals Administration Implement Workers' Compensation programs and processes to reduce the number of days employees are away from work for work related injuries and illnesses as well as improve the emloyee's claim processing and approval experience. Evaluate and implement a veterans recruitment initiative. Evaluate and make necessary changes to the City's newly implemented employee performance evaluation process and merit pay program. Implement the Public Entities Partnership Program (P.E.P.P.) with the Arizona Department of Occupational Safety and Health (ADOSH) Develop a Customer Service training program to support the City's customer service initiatives. Explore opportunities for cost-saving programs such as wellness activities, onsite health clinics, health coaches for employees, or mandated employee wellness participation. Develop and execute a hazardous waste operations and emergency response certification program. Establish, promote, and administer a City wide air quality program that incorporates all elements of air quality. Provide appropriate safety, health, accident prevention and investigation training for City of Yuma Employees. Develop and implement an intradepartment quarterly self-inspection program. 77 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 14/15 2 FY 15/16 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 21 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 11 12 construction permits. The Code Enforcement Total 43 44 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 subdivisions, and addresses needed changes to the zoning or subdivision codes. Long Range Planning staff prepares updates to the General Plan, new or 78 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 predevelopment meetings. The planners provide staff support to the Planning and Zoning Commission, Design and Historic Review Commission and Hearing Officer. COMMUNITY DEVELOPMENT 13/14 Actual 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget Personal Services 2,852,542 3,199,487 2,955,538 3,175,880 Operating 1,386,700 1,399,614 1,189,369 1,212,386 33,941 72,212 20,935 25,000 4,273,183 4,671,313 4,165,842 4,413,266 Capital Outlay FY 2015-2016 Budget (in thousands) Personnel $3,176 $1,212 Operating $25 Capital Outlay COMMUNITY DEVELOPMENT 13/14 Actual 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget General Fund 2,844,903 3,251,233 2,999,920 3,260,703 Grant Funds 1,428,280 1,347,868 1,144,987 1,127,563 - 72,212 20,935 25,000 4,273,183 4,671,313 4,165,842 4,413,266 Equipment Replacement Fund 79 FY15 Goals Administration Phase two implementation of the EnerGov software system to include Citizen and Developer Access portal and attaching property specific files to parcels electronically. Continue the implementation of the the Citizen Access Portal and E-Reviews for the EnerGov software system. Building Safety Work in partnership with the County Health Department to develop a joint plan for the abatement of homes identified as health hazards. Refine handouts and best practices for Solar Photovoltaic and Solar Water Heater permits. 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. 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 multiphased campus renovation of YRMC; this will be a multi-year project. Complete (Y or N) In Progress (Y or N) % complete Y 100% Expected complete prior to end of FY15 Y 100% Expected complete prior to end of FY15 Y 75% Y 60% Y Y Y Neighborhood Services 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 Y Funded Catholic Community Services to make HVAC improvements to their Safe House facility that will improve the energy efficiency off the building Y 80 Remove (Y or N) Notes FY15 Goals 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 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 Paint-A-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 Complete (Y or N) In Progress (Y or N) % complete Remove (Y or N) Notes Y Expected to be completed by the end of FY15 N Complete the Police Facilities Plan. Y Initiate Mobile Food Vending Ordinance. Y Y 100% Expected to be completed by the end of FY15 Y 70% Ongoing Y 40% Ongoing Project moved to Riverfront Develop Incentive Ordinance for in-fill projects. Y 15% Continue the attachment of property specific records in EnerGov. Y 25% 81 Implementing Ordinance This is a longterm project identified in the General Plan with an anticipated completion date by 2017. Multi-year project FY16 Goals Administration Implement new Pay for Performance Employee Evaluation program Building Safety Actively pursue code enforcement to abate or demolish vacant and abandoned structures. Neighborhood Services Provide public services to approximately 13,397 via subrecipient agencies. Remove 3-4 dilapidated structures in low-income and revitalization areas Hold annual Fair Housing Festival, North End Thanksgiving Dinner, Rock 'n Roll Paint-A-Thon and neighborhood events within the Mesa Heights Neighborhood. Annual Event Update Consolidated Plan Update Analysis of Impediments to Fair Housing Initiate Rental Inspection Program in Mesa Heights Neighborhood. Implement the HUD-approved Mesa Heights Neighborhood Revitalization Plan 1st of a 5-year strategy Graduate approximately 16 participants of Neighborhood Leadership Academy Annual Event Planning Update Transportation Element Develop Accessory Dwelling Units Ordinance Update Parks Element 82 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 Total FY 14/15 16 13 53 82 FY 15/16 16 13 54 83 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 83 PUBLIC WORKS 13/14 Actual 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget Personal Services 4,285,645 4,934,755 4,523,174 5,048,849 Operating 9,068,088 9,440,228 9,427,649 9,859,092 805,369 1,134,121 1,132,860 1,166,000 14,159,102 15,509,104 15,083,683 16,073,941 Capital Outlay FY 2015-2016 Budget (in thousands) $9,859 Personnel Operating $1,166 $5,049 Capital Outlay PUBLIC WORKS 13/14 Actual Highway Users Revenue Fund 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget 5,811,975 5,803,768 5,845,375 6,535,948 City Road Tax 767,426 1,495,943 1,344,669 930,591 Grant Funds 10,525 278,500 10,000 278,500 Solid Waste Fund 2,920,276 3,190,051 3,134,912 3,629,627 Equipment Maintenance Fund 3,843,531 3,615,842 3,624,358 3,545,275 Equipment Replacement Fund 805,369 1,125,000 1,124,369 1,154,000 14,159,102 15,509,104 15,083,683 16,073,941 84 FY15 Goals Streets Perform house streetlight maintenance in- In Complete Progress % (Y or N) (Y or N) complete Y 50% Y Increase participation in curbside recycling with new education program. Y Create a recycling opportunity to multi unit residents Y Implement a cross training program for route drivers Y Install GPS units in collection trucks N Notes This project is completed. City is performing all streetlight maintenance. ADOT is working on field verifications to the sign data collection. This project is completed. Y Street signs inventoried and placed into a database (FHWA complaince) Conduct the Pavement Condition Index (PCI) for the City's road network Solid Waste Remove (Y or N) Ongoing Y This project is depended upon the work from the VISTA student This project is completed. This project has been implemented with a policy in place and will be on-going. This project requires budgeted expenses in capital outlay. Operating departments were asked to keep budget flat. Fleet Services Replace fuel tanks Y Implement passive fueling capabilities (pilot program to limited vehicles) N Rehab three solid waste trucks with new collection bodies Y Ongoing Y 85 Staff is research alternative fuels and sites. This project requires budgeted expenses in capital outlay. Operating departments were asked to keep budget flat. Staff will be completing the last 3 of 9 trucks in FY16. FY16 Goals Streets Establish an intranet site for Public works employees. Conduct a traffic signals audit Solid Waste Start a 3 year phasing of eliminating solid waste collections in the alleys Establish a school recycling project using the AmeriCorps VISTA program. Fleet Services Implementation of a mechanic production report that will establish benchmarks. 86 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 of Yuma's residents, businesses, and industries. Drinking water treatment occurs at two locations: The Main Street Water Treatment Facility and the Agua Viva Water Treatment Facility. Producing drinking water for the Yuma area since 1891, the Main Street Water Treatment Facility is thought to be one of the first water plants west of the Mississippi River to filter its water. This facility uses the Colorado River as the source for about half of Yuma's AUTHORIZED FY FY drinking water. Put into operation in 2003, the PERSONNEL 14/15 15/16 Department's state of the art Agua Viva facility currently Administration 8 8 uses a combination of surface water and ground water to provide the other half of Yuma's drinking water. Water 69 69 Wastewater 52 53 Total 129 130 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 wastewater into the City's collection system, issuing permits and enforcing compliance, this section 87 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. 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 88 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 13/14 Actual 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget Personal Services 7,889,418 8,722,910 8,729,201 9,129,422 Operating 11,825,191 14,248,257 12,194,648 13,994,354 320,766 347,318 249,000 842,000 15,706,529 15,777,445 15,779,096 15,704,029 35,741,904 39,095,930 36,951,945 39,669,805 Capital Outlay Debt Service FY 2015-2016 Budget (in thousands) $15,704 $13,994 Personnel Operating Debt Service $9,129 $842 Capital Outlay UTILITIES 13/14 Actual Water Fund 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget 21,133,747 20,081,536 19,386,894 19,836,469 Water Restricted Funds 16,801 2,745,628 2,701,258 2,780,251 Water Grant Funds 97,530 500,000 96,149 500,000 Wastewater Fund 11,357,958 12,738,710 11,782,588 12,918,029 Wastewater Restricted Funds 2,985,064 2,985,056 2,985,056 2,985,056 Equipment Replacement Fund 150,804 45,000 - 650,000 35,741,904 39,095,930 36,951,945 39,669,805 89 In Complete Progress % (Y or N) (Y or N) complete FY15 Goals 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 to integrate into a future GIS based asset management system Explore and install alternative energy (solar) at Agua Viva and Desert Dunes Treatment Facilities to reduce electrical costs. Y 95% Y Ongoing Y Ongoing Y Ongoing Y 75% Y Explore and recommend alternative treatment technology at the Figueroa Water Pollution Control Facility. Y 30% Incorporate THMM testing. Y Ongoing Continue to compile data to support the estimating of water usage and sewer discharge. Y Ongoing Increase the Department's outreach efforts Y Ongoing public 90 Remove (Y or N) Notes Articles I and II both pending Legal Dept review Water Data collection continues; Sewer data collection is pending. New 500kV solar arrays were installed at Agua Viva and Desert Dunes providing for approximately 1/3 of the power to each facility Project was initiated in January 2015, the Department Received a WIFA grant to fund a portion of the project. Process control sampling program is in place to monitor system water quality Production, consumption, and non-metered consumption data is recorded regularly In Complete Progress % (Y or N) (Y or N) complete FY15 Goals Complete the current water wastewater utility rate study. and Y Continue to seek and receive grant funds for critical infrastructure projects. Y Ongoing Y Ongoing Y Ongoing Continue water and wastewater systems modeling. Y Water 100% / WW 30% 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. Y Ongoing Y Ongoing Y 50% Y Ongoing Y 90% 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. Water Distribution Notes Completed in January 2015, Council adopted a new 5yr incremental rate plan to provide funding for critical CIP needs Y 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. Complete the installation of the water sample stations Replace PE service lines with PEX piping in Palo Verde Estates Remove (Y or N) Y 91 2014 Water Model Completed,Sewer model in progress SCADA data constantly monitored for water age data, sampling sites installed where indicated Lack of additional staffing means slow progress 105 should be installed by the end of 2015 Completed the installation of 75 new services FY15 Goals In Complete Progress % (Y or N) (Y or N) complete Continue identifying PRV 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 Y Y Continue AMR retrofitting Notes Two failing PRV's identified and replaced; one failing in repair now, to be replaced in FY16; One identified new for FY16' AMR Retrofit project completed in January 2015 Ongoing Ongoing Continue to assist customers with obtaining water and sewer connection permits in the most efficient means possible. 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 Ongoing Remove (Y or N) Y Ongoing Ongoing process of compiling historical data and applicant's information to assist with permit applications Completed in the Summer of 2014 Y Y Ongoing Y 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 92 Y 50% Y Ongoing Y Ongoing Completed in January 2015 (29,684 meters retrofitted all total) Selected for award; grant started August 2014, to end October 2015 FY15 Goals 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. Continue efforts to meet the requirements of the Capacity Management, Operations and Maintenance (C-MOM) program. In Complete Progress % (Y or N) (Y or N) complete Y Ongoing Y Ongoing Y Ongoing Increase the amount of sewer line footage cleaned as well as CCTV productivity. Y Ongoing Continue manhole patio replace to reduce claims against the City Y Ongoing Complete a 2014 Wastewater Model Y 50% Reduce the amount of Sanitary Sewer Overflow occurrences Y Ongoing Y Ongoing Water Treatment Continue operations and maintenance for effective water treatment. Recoat The Interior of Tanks 1 & 3 at the 16th Street Booster Pump Station Y Rebuild Pumps. N the Agua Viva Permeate 93 Remove (Y or N) Notes Productivity increased; jet cleaning city wide in approximately 15 month turn around Continuous inspections; Repaired, rehabbed, or replaced MH patios, frames and covers as needed to maintain MH/system integrity (12 in FY 15) Initiated Jan 2015; WQ Coord working with ITS and Product Tech Support to resolve system build issues Annual ADEQ SSO Report reflected zero SSO events in calendar year 2014. Project bidding Spring 2015 should be complete in late summer In Complete Progress % (Y or N) (Y or N) complete FY15 Goals Assess Filter Media at the Main Street WTP. Initiate project to renovate multiple rapid sand filtration units at the Main Street Treatment Facility Wastewater Treatment Continue operations and maintenance for effective wastewater treatment. Y N 24th Street Wastewater Renovate Influent Pump No.4. Renovate Digester No. 3, including coatings and installing new mixers Laboratory Ongoing Y 25% Will complete FY16. New CIP in 2016 will replace existing station Y Y 50% Y Ongoing Will complete FY16. Sampling plan submitted and approved by ADEQ Y Conduct monitoring for the Long Term 2 Surface Water Treatment Rule 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 Y N 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. Notes Final Report with recommendation will be submitted in the Summer of 2015 Will Start in FY16 Replace the Figueroa Ave WPCF Headworks Bar Screen mechanical systems. Renovate the Liftstation. 95% Remove (Y or N) 2 year sampling program started in April of 2015 Y Y 80% Y 50% Y Ongoing Y 90% Y Ongoing N 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. Initiate project to canvas specific geographical areas for commercial wastewater users who may be regulated under Federal Discharge Standards Y 94 FY16 Goals Administration Oversee the project to identify and save utilities CIS and permit data for historical perservation from the unsupported H.T.E. system Conduct research and write grants for water conservation, IT software/hardware, plant and location security systems, and safety. Begin programmatic replacement of aging equipment fleet Work with Community leaders to develop a long-term strategy for the replacement aging water and wastewater infrastructure Complete Capacity Management, Operations and Maintenance (C-MOM) program for the COY Wastewater Systems Water Treatment Complete installation of new fine screen strainers at the Agua Viva WTP. Filter underdrain system and valving at the Main St. WTP Wastewater Treatment Complete Renovation of Figueora Digester No 3, including coatings and installation of new mixers Initiate project to renovate/repair Desert Dunes WRF Clarifiers and Grinder lifting system Conclude the assessment and process the findings of the Figueroa Ave WPCF Master Plan Instrumentation and SCADA Complete upgrade of the SCADA systems server hardware / software to make the system more reliable and efficent Pretreatment Update Chapter 191 of the City Code to a Sewer use Ordinance to be compliant with Federal and State regulations Update the Backflow Regulations to a City Code to be compliant with Federal and State requirements 95 FY16 Goals Laboratory Conduct twice per month sampling for Cryptosporidium, E. coli and turbidity under the LT2 requirements (a 24month project) Conduct and complete the triennial Lead and Copper sampling and reporting for the Public Water System 14024 requirements. Water Distribution Replace PE service lines with PEX piping in subdivisions with failing polyethylene pipe. Assist GIS on locating and identifying water system features to complete GIS atlas conversion process Upgrade the valve truck and convert exercising program to mobile (paperless) technology Customer Service Resequence/reorganize reading routes for more efficient reading and work order management and improve route flow Conduct AMR annual audits to remain diligent in monitoring water services, meter box conditions, and water meters Launch a public service campaign to collect customer's email addresses Create a Leak Alert Notification Program; Assemble team, develop implementation plan, review software and necessary process steps Create a data base file to store the "old meter books" data; Create individual property files for all commercial locations Wastewater Collection Identify system deficiences using the closed circuit camera system and provide recommendations for corrections; Repair in-house as possible 96 Engineering The Engineering Department provides project management for the Capital Improvement Program that incorporates adopted Council goals and policies, City infrastructure requirements and the needs of the general public. Engineering provides inspection of privately-sponsored public works construction projects such as subdivisions, and monitors the execution of encroachment permits. Engineering is also responsible for the implementation/collection of and coordination of City Council’s adopted Development Fees. The Engineering Department (the “Department”) provides project management for the Capital Improvement Program and provides coordination with private development, in order to meet environmental, design, funding and public safety requirements. The Department will continue to provide these services, which primarily consist of Capital Improvement Program management, Development Engineering, Traffic Engineering and construction inspection. The Engineering Department provides the following AUTHORIZED FY FY services: PERSONNEL 14/15 15/16 • Project Management for the Capital Improvement 27 24 Program through Plan and Specification Engineering preparation, utility company coordination, Development 4 4 processing of permit documentation and as-built Engineering Total 31 28 plan preparation. • Provide support for the Capital Improvement Program and development community with project management and coordination. • Updating of the water, sanitary sewer and storm sewer atlases with newly-constructed facility information. • Applies for and monitors Arizona Department of Environmental Quality – required permits. • Upgrade of Standard Specifications and Standard Details for construction. • Development, tracking and maintenance of water and sewer extension payback agreements. • Maintenance and expansion of the State Plane coordinate system and a network of City benchmarks, to Federal standard, within City limits for public and private survey activities. • Provide CADD support for engineering activities and to other City departments. 97 • • • • • • • Monitor and inspect activities within City right-of-way to include review and issuance of encroachment permits. Provide inspection services to private development for street construction. Implementation of Capital Improvement Program-related Development Agreements. Coordination of flood control facilities financing and construction with Yuma County Flood Control District. Development of an interconnected traffic control system to improve traffic flow through town. Lead the Traffic Advisory Group functions and response to citizen traffic concerns. Review Devlopment Plans and Specification for adherence to City codes/requirements. ENGINEERING 13/14 Actual Personal Services 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget 1,348,582 2,343,958 1,499,451 2,330,389 Operating 560,003 683,559 700,992 654,749 Capital Outlay 65,891 54,500 37,300 - 1,974,476 3,082,017 2,237,743 2,985,138 FY 2015-2016 Budget (in thousands) $2,330 $655 Personnel Operating Capital Outlay $- ENGINEERING 13/14 Actual 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget General Fund 321,296 450,103 228,033 428,696 City Road Tax 1,598,349 2,327,465 1,838,934 2,264,056 - 84,830 190 87,091 Water Fund 50,005 145,872 110,045 131,421 Wastewater Fund 4,826 73,747 60,541 73,874 1,974,476 3,082,017 2,237,743 2,985,138 Two Percent Tax Fund 98 FY15 Goals Engineering In Complete Progress % (Y or N) (Y or N) complete Review and update the City's construction standards Implement an interactive project tracking program Y Remove (Y or N) Completing update of utility and materials specifications. 40% N Notes Y Complete the design of 24th Street from Ave B to Ave C Y 30% Design completion targeted for October 2015. Implement a plan to address the Roadway Safety Assessment (RSA) project Y 30% 1 of 3 RSA's received from ADOT. Other 2 anticipated Q1 of FY 16 Development Engineering Monitored execution of encroachment permits Y Coordinated with Development Community Plan Review Coordinated with Development Community Development Meetings Y Y Development Fee Review FY16 Goals Engineering Implement use of project charters and standardized reporting Permit approval & construction of Smucker Park Retention Basin Environmental Compliance Development of an interconnected traffic control system to improve traffic flow through town. Coordination of flood control faciltiies & construction with Yuma County Flood Control District. Provide support to other City departments with property research Initiate and complete design of at least 3 miles of street improvement projects 99 FY16 Goals Development Engineering Review Development Plans and Specifications for adherence to City codes/requirements Continue monitoring the execution of encroachment permits Continue to enhance coordination and inspection activities between private development & public construction. Continued coordination with Development Community 100 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 14/15 15/16 community participation and artistic growth. The Yuma Administration 11 11 Art Center continues its role as a catalyst for artistic growth in our community. We seek to increase Parks Maintenance 62 62 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 7 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 4 priority for the Parks, Arts, and Recreation Commission and its supporting Public Art Committee. These groups Facility Maintenance 11 11 help to gather input on public desires and to be the Total 124 119 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 101 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 Learnto-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 102 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, 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 13/14 Actual 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget Personal Services 7,715,554 8,647,673 7,610,867 7,945,716 Operating 7,012,223 7,228,831 6,644,730 10,462,213 346,217 100,664 66,000 615,000 15,073,994 15,977,168 14,321,597 19,022,929 Capital Outlay FY 2015-2016 Budget (in thousands) $10,462 Personnel Operating Capital Outlay $7,946 $615 PARKS AND RECREATION 13/14 Actual 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget General Fund 7,540,441 8,326,531 7,927,354 8,244,976 Two Percent Tax Fund 3,695,392 4,073,736 3,789,796 4,214,226 Mall Maintenance Fund 195,308 214,505 207,479 231,256 Grant Funds 68,833 294,295 56,990 3,678,627 Desert Hills Golf Course Fund 3,283,415 3,002,101 2,273,978 2,038,844 Equipment Replacement Fund 290,605 66,000 66,000 615,000 15,073,994 15,977,168 14,321,597 19,022,929 103 Complete (Y or N) FY15 Goals Administration Successfully complete Valley Area Park. Develop marketing Department with allocation. Yuma plan for resource In Progress (Y or N) % complete Y 65% Y 75% Remove (Y or N) Notes Park Official Opening in Oct 2014 with playground and open space. Further refine Parks Maintenance Model. Y 50% Continue to look at ways for Parks Maintenance to be more efficient. Review and update parks and facilities reservation policies. Y 25% Focus on tournament reservations 25% Establishing a use profile of all park facilities and working with City Planner 25% Selected an architect, 15% design plans complete along with timeline for construction Begin to evaluate the current Parks and Recreation Element of the General Plan Y 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 Y Y 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 On-line Registration program Y Y 104 75% Hired a Grant Writer that has researched and listed available grants and have applied for a trails grant for FY15 Developed a volunteer resource list and are currently working on the recognition program FY15 Goals Recreation Research the feasibility of providing a message in all City of Yuma customers’ water bills on a bi-annual basis, informing customers of the availability of our seasonal Activity Guide, in the Fall and Winter, then again for Spring and Summer. If possible, the first message would be posted that would inform customers to go to our website for information. Advanced Archery classes Complete (Y or N) In Progress (Y or N) % complete Y N Notes Will work with Finance on the possibility to establish ongoing message in statements. Working with Arizona Game & Fish Department to host and advanced Archery Instructor Course Y Host 2015 Amateur Softball Association 16" Men's National Tournament Remove (Y or N) Y 50% Scheduled for September 100% Jan-15 Plan and execute the 10th Annual Woodcarving Expo Y Continue to offer Imagination Playground in the Box to all elementary schools, expanding to afterschool programs Y Currently going on this school year. Offer Parks Socials to eight Neighborhood Parks in FY 20142015 Y Have had 6 of the 8 scheduled park socials complete Plan and schedule the Annual Super Heroes Party N Cancelled for lack of participants Work with volunteers and schedule Bicycle Safety Classes in FY 2014-2015 Y Scheduled 2 classes in FY15 Offer Archery classes elementary schools Y Currently going on this school year. 2nd to Yuma Civic Center Provide quality customer service for facility/community rentals to include: supportive event expertise, quality catering, timely paperwork, efficient follow up, and genuine gratitude. Y 105 In Progress (Y or N) % complete Improve facility appearance by replacing acoustical ceiling tiles through Facilities Maintenance Division Y 5% Improve facility appearance by remodeling concession stand through Facilities Maintenance Division N Lack of funding Y Working with caterer on new menus and pricing structure FY15 Goals Complete (Y or N) 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 Division 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 Y Develop and expand audiences for our performing artists series in the Historic Yuma Theatre. Y Seek out and develop further public art opportunities with local artists, groups, or schools. 30% Notes Replacements are done as needed, but complete overhaul has not been due to budget N Due to time constraints and other priorities, this has been tabled until FY16 Y 50% Working with schools to develop other options for teen entertainment 30% The team will work with Public Works to re-tool elements of the program for access and safety Y 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”. Remove (Y or N) Y The Art Center now works with the Yuma Mexican Consulate on a Dia de los Muertos event in the fall. On goal to meet or exceed last year's ticket sales totals Worked with high schools and local artists on the 32nd St Centennial Mural Y 106 FY15 Goals Implement increased utilization of upgraded electrical system in the Historic Yuma Theatre to support broader range of performance opportunities. Complete (Y or N) In Progress (Y or N) % complete Remove (Y or N) Notes Y Continue to seek out additional programmatic grant opportunities. Y Seek out and develop further arts programming with local non-profit arts groups and local artists. Y Submitted CIG grant and currently working with P&R Grant Writer for additional grants Continue to work and partner with YFA and a number of groups throughout the year Golf Courses 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. Y 40% Complete as funding becomes available. Make facility maintenance improvements: replace roof on irrigation building, trim oleanders around maintenance yard, install shade in maintenance yard, replace worn out course fencing. Y 50% Complete as funding becomes available. Y 20% Funding Y 50% Funding Y 50% Funding Landscape around DHP3 Clubhouse and entry way. Level tee boxes #3, #4 and #8 and re-sod. New carpet in DHGC Golf Shop Upgrade Club Rental Sets Parks Upgrade signage in Neighborhood Parks. Y 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. 107 FY15 Goals Create Park system inventory, schedules for repairs/replacements, and follow schedule. Renovate the Desert Sun Stadium ticket box office exterior. Complete (Y or N) In Progress (Y or N) % complete Y 30% Funding Y 25% IGA being reviewed by Legal Y 50% Y 80% Remove (Y or N) Notes Y 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 fence work project. FY16 Goals Administration Develop a media kit that will include multiple options for prospective sponsors to choose from that outlines different promotional benefits Implement an new branding strategy for Parks and Recreation Partner with non-profit organizations, allowing us to apply for additional grant opportunities Secure grant funding for each area of Parks and Recreation Review and update reservation policy and form for facility rentals in regards to athletic competitions and tournaments Recreation Create a facility request questionnaire to be more friendly user for customer and staff. Create an Outdoor Recreation Brochure Plan and execute Stargazing programs and partner with the Yuma County Library and local high schools. Offer Lifeguard Training on a quarterly basis 108 Irrigation complete, ready to plant grass As funding becomes available FY16 Goals Re-evaluate and make improvements to the Senior Games program that will attract and increase participation Expand fitness programs for all ages Yuma Civic Center Look at ways to increase revenues and implement new strategies Increase regional visibility of facility with additional events and attendees Improve outside Terrace area with new shade structure, lighting, and staging Replace YCC carpeting in main lobby and meeting rooms Plan, develop, and execute social and athletic opportunities that will attract youth and teens, increasing the usage of the Yuma Civic Center by that age demographic Arts and Culture Work with Facilities Maint. to replace older high use lamps and fixtures to new low amp LED's in Art Center, Theatre, and United Building Assist in the design and coordination of the Public Art Mural Project at the Figueroa Ave Waste Water Treatment Plant Coordinate with the Public Art Committee on a plan for public art features at the Pacific Avenue Athletic Complex Work with the AWC Welding program to help with the design and construction of a new steel sculpture for one of the pedestals in Downtown Yuma Plan and execute the summer mural program with Yuma Private industry Council Golf Courses Transition away from Golf Now and Active Golf Network to a non-trade software vendor Level tee box #17 blue tee Add fairway bunkers #5 (1), #6 (3), #11 (1) and #18 (1) 109 FY16 Goals Install Footgolf Course at Desert Hills Par 3 Offer events and programming that include SNAG Golf and SNAG Footgolf Parks Add ramadas and playground shade structure at the Yuma Valley Park as funding becomes available or through community donation. Continue on the Phase 1 of the build-out of the Lower Bench at West Wetlands Park Replace ball field lights at Sanguinetti Athletic Field Complete Desert Sun Stadium Phase IV wrought iron fencework project. Partner with Yuma Elementary School District #1 for the expansion of open space at Kennedy Park North 110 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 14/15 12 FY 15/16 12 6 7 Patrol 142 142 Investigations 48 48 Support Services 57 57 Facility Maintenance 7 7 272 273 Animal Control Total 111 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 13/14 Actual 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget Personal Services 21,594,882 23,203,000 22,540,422 23,474,786 Operating 3,866,568 5,852,697 3,937,096 7,484,577 647,189 214,307 10,000 875,000 26,108,639 29,270,004 26,487,518 31,834,363 Capital Outlay FY 2015-2016 Budget (in thousands) Personnel $23,475 $7,485 Operating Capital Outlay $875 POLICE 13/14 Actual 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget General Fund 23,545,356 25,307,906 25,158,743 25,897,297 Public Safety Tax Fund 1,005,866 468,463 - 1,704,528 Grant Funds 1,557,417 3,493,635 1,328,775 4,090,538 - - - 142,000 26,108,639 29,270,004 26,487,518 31,834,363 Equipment Replacement Fund 112 FY15 Goals Administration 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. Assist in development and implementation of communitywide 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 Complete (Y or N) In Progress (Y or N) % complete Remove (Y or N) N Y 20% N N Y 50% N N Y 70% N N Y 25% N N Y 10% N N Y 80% N 100% N Annual Goal Y Repetitive Entry Y N Y 80% N Continue implementation of new handheld radios N Y 40% N Identify and update city ordinances regarding traffic, false alarms and animal control N Y 20% N Y 100% Y Y 100% Y 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 N Y 85% N N Y 10% N 113 Notes FY15 Goals Support Services Convert to electronic Police Department record retention Increase training offered to department personnel and increase attendance at available training Develop and implement department-wide Quality assurance Program Selection process standardization to include training offered/required for special assignments and promotions Investigations Expand and improve abilities to collect and analyze digital forensic evidence Implement interdisciplinary case staffing and review of crimes against children in cooperation with community partners and stakeholders. Expand our abilities to investigate gun crimes through the implementation and use of forensic ballistic systems Reduce property crimes using aggressive prosecution of repeat offenders and continued education of the community and stakeholders. Develop a partnership with the Arizona Automobile Theft Authority (AATA) Task Force and Department of Public Safety Complete (Y or N) In Progress (Y or N) % complete Remove (Y or N) N Y 75% N Y 100% Y Y 100% Y 50% N N Y Y Y Y Y Y Y N Y Y 30-40% N Y FY16 Goals Administration Research for purchase a software program that maintains department policies, procedures and testing documentation Conduct "Ethics" refresher training for all employees Patrol Develop and Implement Animal Control written policies 114 Notes This is an ongoing process involving several stakeholders. FY16 Goals Review/Implement new Animal Control contract with vendor for pet licensing services Continue to replace aging Tasers utilizing TAPS program Continue to develop partnerships with our Community through Community Policing efforts Replace aging police motorcycle fleet Explore Field Training Programs for possible implementation that are focused on Problem Oriented Policing Research and Test Camera Systems implementation Body Worn for patrol Support Services Implement a department specific social media application available to the public. Continue to develop a partnership with U.S. CBP to house and support a firearms simulator training room for use by local agencies. Pursue techincal upgrades for the operation of a tactical operations center during critical incidents. Purchase and implement a tracking program for the Professional Standards Unit. Ensure continued compliance with current records retention and destruction schedule. Develop additional hiring strategies in order to improve opportunites to promote interest in department careers. Investigations Expand current partnerships and develop new ones with the financial institutions in the community. Enhance the quality and capabilities of the YPD Crime Analysis Unit with regard to the information it distributes. 115 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 3 118 3 131 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 116 component of the Division. The Fleet Manager works in coordination with the Public Works Fleet Management staff to ensure operational readiness of all fire apparatus. The Fleet Manager and one Public Works staff member are certified as Emergency Vehicle Technicians and ensure all maintenance work and required testing is completed in accordance with the most up-to-date regulations. The Professional Services Division is responsible for Department training, internal affairs, safety, succession planning, agency accreditation, and management of the Public Safety Training Facility. Training is provided in the areas of fire suppression, operational tactics and emergency medical certification. Continuing education for basic emergency medical technicians and Paramedics is also provided. Training is coordinated by the Professional Services Division for special operation teams to meet annual training requirements. Internal Affairs reviews the accidents, injuries, personnel actions and customer complaints. Succession planning activities include recruitment and testing of entry level and internal promotional candidates. In addition, the Division forecasts and plans for the long- and short-term personnel needs of the Department. A key responsibility of the Division is the Department’s successful re-certification 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 13/14 Actual 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget Personal Services 12,385,908 11,717,510 12,780,022 12,834,308 Operating 2,526,255 4,589,143 2,859,961 5,585,374 Capital Outlay 1,089,842 2,027,763 345,738 1,443,000 16,002,005 18,334,416 15,985,721 19,862,682 117 FY 2015-2016 Budget (in thousands) $5,585 Personnel Operating $12,834 $1,443 Capital Outlay FIRE 13/14 Actual General Fund 14/15 Adjusted Budget 14/15 Estimate 15/16 Budget 14,339,134 14,103,174 14,915,293 14,914,683 Public Safety Tax Fund 557,438 577,153 678,653 673,419 Grant Funds 67,390 2,399,089 61,037 2,901,580 1,038,043 1,255,000 330,738 1,373,000 16,002,005 18,334,416 15,985,721 19,862,682 Equipment Replacement Fund FY15 Goals Administration Begin formulating a community risk profile based on real and perceived threats Assess and evaluate the financial picture as it relates to ambulance services and modify where needed. In Complete Progress % (Y or N) (Y or N) complete Remove (Y or N) Notes Weekly, monthly, and annual reviews of responses as well as results from Community Risk Reduction Division inspections throughout the community are now occurring Y Y 118 75% Continued work with the third-party biller to become more efficient in an effort to achieve the highest collection rate possible. If needed, we will reassess our contracted billing to explore other options. FY15 Goals In Complete Progress % (Y or N) (Y or N) complete Expand the Type III Incident Management Team by allowing for additional personnel to be trained Complete the transition from a thirdparty billing system to an in-house billing system. Professional Services 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 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 uninterrupted accredited agency status. Emergency Medical Services Updated all our front line vehicle cardiac monitors to Phillips, to improve our service capabilities. Y 80% Remove (Y or N) Notes Stalled due to the lack of funding to continue the certification process. We will refocus in the upcoming fiscal year to work on completing the task books of the current certified team members while honing the skills of the team. We will look to add to the team in future years. The City has made a decision to hire a full time employee to manage the hard to collect bills that the thirdparty biller has not been managing effectively. Y Y 40% Ongoing process Y Y Y Annual Requirement Y 119 FY15 Goals Upgraded all front line gurneys to support bariatric patients Transitioned Emergency Medical Services Section to a new Battalion Chief Transition departmental Emergency Medical Services re-certifications to the Arizona Department of Health Services' new on-line program Suppression In Complete Progress % (Y or N) (Y or N) complete Evaluate services provided by this Division and assess best practices elsewhere to modify services delivered as needed. Initiate the process of development of a compliance program for fire protection contractors FY16 Goals Administration Update existing mutual aid agreement and establish new agreements if needed with area agencies. Revisit our Mission, Vision, Values, and Strategic Plan to reflect the ideals of the community and department. Notes Y Y Y Re-assess our Standards of Cover document that provides direction for deployment of fire, Emergency Medical Services, Special Operations and other responses. Purchase and accept delivery of a new Ladder Truck Modernize Mobile Data Computer System for all fire apparatus Commence equipment replacement program, including NFPA compliant self-contained breathing apparatus and other equipment Community Risk Reduction Remove (Y or N) Y 75% N The department will continue its reassesment of the Standards of Cover document to determine any areas that can be updated to become more efficient in its resource management. Y Y The ERP has been restarted, reviewed and updated. Y Y Y 120 50% FY16 Goals Professional Services Complete new-hire academy and continue hiring process for new firefighter in Fiscal Year 2016 Transition from traditional Emergency Medical Services refresher course to a more flexible, relevant and affordable certification Continue to develop and implement a response strategy to an active shooter event in cooperation with Yuma Police Department and other regional Emergency Medical Services and Law Enforcement Emergency Medical Services Hire a part time Inventory Specialist to manage our Emergency Medical Services inventory more efficiently. Post all protocols and updated Emergency Medical Services Departmental Guidelines to Target Solutions to get instant feedback and information out to the organization Suppression Re-assess our Standards of Cover document that provides direction for deployment of fire, Emergency Medical Services, Special Operations, and other responses. Purchase and accept delivery of two new Fire Pumpers and one Command Vehicle. Enhance the department's rehabilitation model. Community Risk Reduction Initiate the development of a compliance program for fire protection contractors Hire an additional Fire Inspector to increase the effectiveness and efficiency of the fire inspection program. Develop a targeted fire inspection program based on the community risk profile. 121 FY16 Goals Special Operations Search and apply for alternative funding opportunities to provide for training and equipment for Special Operations Responses. 122 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 123 126 127 129 131 Capital Improvement Program 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. 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. 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 123 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. capital budget is integrated with the operating budget of the City and adopted in one motion. The projects within the first year of the CIP are prioritized. Prioritization is developed within each section and is established by the responsible departments. The prioritization is based on the need for the project and the available resources needed to complete the project. The majority of items in the 2016 capital budget have minimal impact on the operating budget since many capital items are replacement items already affecting operations cost. Only the new Pacific Avenue Athletic Complex has some operating costs budgeted for the startup of the facility. The full impact of the facility will not appear in the budget until FY2017. The availability of funds is the key factor as to whether a project will be initiated and completed. There are a variety of funding sources available, but these sources are limited in both the amount available and how these funds can be used. The same funding restrictions discussed in the Funds section hold true here. Projects can be funded by city, state or federal monies and outside agencies and individuals. City funding sources typically are sales and property taxes, service and utility fees, the Road tax and the Highway Users Revenue fund (a state gasoline tax with specific amounts allotted to municipalities based on population). Following this discussion are three tables related to capital projects. The first table lists the various funding source descriptions the Capital Improvement Program uses. The Fund name is the abbreviation used in the program. The second table provides a summary by funding source of capital projects while the third table lists the actual projects included in the capital portion of the adopted budget. The list is grouped by funding source and shows the project number, a brief descriptive title and the amount included in this year’s adopted budget. The project number is useful in finding the detailed project information in the separately published five-year capital improvement program. IMPACT ON OPERATING BUDGET Because much of the funding for capital projects comes from the general and special revenues, the operating budget must have a clear connection to the CIP process. Those same revenues drive the daily services provided by the city. Accordingly, its operating budget often comes first when priorities for projects are set, should tax or other revenues not be sufficient to 124 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 Development Fees DH Desert Hills Enterprise Fund: Collected from golf fees. GEN GRNT HERI HURF IMP 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. 125 Capital Improvement Project Summary 2015-2016 Capital Budget FUND 2015-2016 Grants Fund 2,352,300 Two Percent Tax Fund 241,200 City Road Tax Fund 4,327,800 Water Fund 1,880,000 Wastewater Fund 4,304,000 Restricted Funds Bond General Bond Road Bond Water Bond Wastewater ProRata Development Fees 3,772,000 2,465,000 4,535,000 1,100,000 1,740,000 1,032,700 Other 5,100,000 TOTAL 32,850,000 126 Capital Improvement Projects 2015-2016 Capital Budget FUNDING SOURCE PROJECT TITLE 2015-2016 BOND-GENERAL General Fund Public Safety Tax Two Percent Tax BOND-ROAD BOND-WASTEWATER BOND-WATER CITY ROAD TAX Downtown Revitalization Financial Administration Software Fleet Services Maintenance Shop West Wetlands Lower Bench Completion Fourth Avenue Gateway Police Station Cooling Towers and Chillers Police Station Parking Garage Repairs Pacific Avenue Athletic Complex 50,000 50,000 1,350,000 85,000 37,000 150,000 50,000 2,000,000 3,772,000 16th Street and 4th Avenue Intersection Improvements Avenue 3E and 16th Street Improvements 2,400,000 65,000 2,465,000 Figueroa WPCF Bar Screen Replacement Madison Avenue - 2nd to 3rd Street Waterline 1,040,000 60,000 1,100,000 16th Street and 4th Avenue Intersection Improvements 16th Street Tanks and Pump Station Improvements 22nd Street - Avenue A to 4th Avenue Paving Madison Avenue - 2nd to 3rd Street Waterline Pecan Grove Neighborhood Waterline Replacement Water Main Replacement Annual Project Waterline Replacement/Improvements 970,000 685,000 340,000 30,000 760,000 1,500,000 250,000 4,535,000 1st Avenue - 24th to 26th Street Paving 22nd Street - Avenue A to 4th Avenue Paving 24th Street - Avenue B to C Improvements 4th Avenue and Big Curve Turn Lane 4th Avenue Extension Pedestrian Pathway 56th Street Pavement Overlay Airport Loop Road Improvements Arizona Ave - Palo Verde to Country Club Dr Paving Avenue 9E Railroad Crossing Quiet Zone Catalina Drive - 32nd Street to 4th Avenue Paving Citywide Safety Improvements Downtown Sewer Line Replacement Madison Avenue - 2nd to 3rd Street Waterline Palo Verde Street - Catalina Drive to Arizona Avenue Paving Smucker Regional Storm Drain Basin Water Main Replacement Annual Project West Main Canal Multi-use Path 97,000 448,000 800,000 145,300 82,000 50,000 237,000 315,000 75,000 325,000 140,000 115,000 210,000 309,000 500,000 365,000 114,500 4,327,800 127 Capital Improvement Projects 2015-2016 Capital Budget FUNDING SOURCE PROJECT TITLE 2015-2016 Citywide Development Fee Update Civic Center Sunset Terrace Expansion Fleet Services Maintenance Shop Fleet Services Maintenance Shop 16th Street and 4th Avenue Intersection Improvements 4th Avenue and Big Curve Turn Lane 90,000 130,000 70,000 380,000 330,000 32,700 1,032,700 GRANT Downtown Revitalization Fourth Avenue Gateway West Main Canal Multi-use Path Yuma Multimodal Center 75,000 632,000 680,500 964,800 2,352,300 OTHER Citywide Energy Savings Project Joint Land Use Study Stewart Vincent Wolfe Creative Playground 3,500,000 400,000 1,200,000 5,100,000 24th Street - Avenue B to Avenue C Improvements 1,740,000 DEVELOPMENT FEE PRORATA TWO PERCENT TAX Yuma Multimodal Center 241,200 10th Avenue and Avenue A Alley Sanitary Sewer 16th Street and 4th Avenue Intersection Improvements 24th Street Lift Station Replacement 4th Street & Avenue A Sewer Line Replacement 5th Street Sanitary Sewer Replacement Desert Dunes Improvement Project Downtown Sewer Line Replacement WASTEWATER UTILITY FUND Figueroa WPCF Bar Screen Replacement Figueroa WPCF Biosolids Dewatering Process Figueroa WPCF Capacity Study Figueroa WPCF On-Site Manhole Replacement Interceptor Sewer Flow Monitoring Upgrade Manhole Rehabilitation/Reconstruction Sewer Line Replacement/Improvement Wastewater Collection System Lift Station Upgrade WATER UTILITY FUND Main Street WTP Filter System Upgrade New Water Services 1,850,000 30,000 1,880,000 FY15 Total CIP 128 320,000 100,000 730,000 24,000 250,000 460,000 60,000 760,000 500,000 50,000 500,000 50,000 100,000 100,000 300,000 4,304,000 32,850,000 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 129 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, 2014 follows: DEBT LIMITATIONS Water, Etc. (20%) Legal Limit $126,546,968 Outstanding GO Debt Available Debt Margin $126,546,968 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 $37,964,090 Outstanding GO Debt Available Debt Margin $37,964,090 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 130 long-term financing to provide for timely construction of needed infrastructure can make a municipality ‘debt poor’ if taken to extremes. to assurance the soundness of its ability to attain favorable interest rates in the financial markets. NEW DEBT ISSUE FOR 2016 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. At the beginning of fiscal 2016, the City plans to sell bonds, estimated at $23 million, for the construction of the Pacific Avenue Sports Facility and a replacement Equipment Maintenance Facility. This debt issue will appear in the tables that follow once the sale is complete and an official amortization schedule is produced. 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 MPC Bonds 2003 Series Authorized $9,000,000 Rate Source of Repaym ent % of Annual Revenues FY16 The following tables list the outstanding debt at June 30, 2015: MPC Bonds 2010 Refunding 2001 4.18% Issued/Refunded OUTSTANDING DEBT 2003 FY16 Paym ent General Fund 0.81% 537,793 Public Safety Tax 3.83% 160,054 $29,530,000 Rate Issued/Refunded Source of Repaym ent % of Annual Revenues FY16 General Fund 4.32% MPC Bonds 2007 Series B 4.23% $30,785,000 2001/2010 Rate Issued/Refunded FY16 Paym ent 2,853,381 Source of Repaym ent % of Annual Revenues FY16 General Fund Public Safety Tax 2016 Principal $ 515,000 Interest $ 182,847 Total $ 4.20% 2007 FY16 Paym ent 1.68% 1,110,319 28.51% 1,190,851 697,847 July 1 City’s 2,301,170 Principal Interest 697,847 $ 1,840,000 $ Total 1,013,381 $ 2,853,381 Principal $ 1,390,000 Interest $ Total 911,170 $ 2,301,170 2017 535,000 157,098 692,098 1,910,000 939,781 2,849,781 1,445,000 855,570 2,300,570 2018 560,000 134,628 694,628 2,010,000 844,282 2,854,282 1,505,000 797,770 2,302,770 2019 585,000 110,828 695,828 2,110,000 743,781 2,853,781 1,565,000 737,570 2,302,570 2020 610,000 85,672 695,672 2,210,000 638,281 2,848,281 1,630,000 674,970 2,304,970 2021 635,000 58,833 693,833 2,305,000 549,881 2,854,881 1,700,000 606,510 2,306,510 2022 665,000 30,258 695,258 2,400,000 454,800 2,854,800 1,770,000 534,260 2,304,260 2023 2,500,000 352,800 2,852,800 1,850,000 458,150 2,308,150 2024 2,610,000 240,300 2,850,300 1,930,000 365,650 2,295,650 2025 2,730,000 122,850 2,852,850 2,010,000 281,212 2,291,212 2026 2,100,000 193,275 2,293,275 2027 2,195,000 98,775 2,293,775 21,090,000 $ 6,514,882 $ 27,604,882 2028 2029 2030 2031 2032 Outstanding $ 4,105,000 $ 760,164 $ 4,865,164 $22,625,000 $ 131 5,900,137 $ 28,525,137 $ MPC Bonds 2007 Series D Authorized $61,100,000 4.40% Issued/Refunded Source of Repaym ent City Road Tax MPC Bonds 2007 Serie s Utility Rate $127,925,000 2007 % of Annual Re venues FY16 Source of Repaym ent 4,803,625 Im provem ent District No. 68 Bonds 4.50% Issued/Refunded FY16 Paym ent 45.85% Rate $3,875,000 2007 % of Annual Revenues FY16 FY16 Paym ent Water Fund 30.37% 6,920,866 Wastew ater Fund 13.75% 2,067,272 Rate 4.70% Issued/Refunded Source of Repaym ent % of Annual Revenue s FY16 Special Assmt. 2006 FY16 Paym ent 97.87% 375,540 8,988,138 July 1 2016 Principal $ 2017 Interest Total 2,760,000 $ 2,043,625 $ 4,803,625 Principal 2,870,000 1,905,625 4,775,625 $ Interest 4,095,000 $ 4,893,138 4,270,000 4,688,388 Total $ 8,988,138 Principal $ 8,958,388 290,000 Inte res t $ 305,000 85,540 Total $ 71,558 375,540 376,558 2018 2,985,000 1,762,125 4,747,125 4,440,000 4,453,538 8,893,538 320,000 56,870 376,870 2019 3,110,000 1,612,875 4,722,875 4,620,000 4,231,538 8,851,538 335,000 41,478 376,478 2020 3,240,000 1,457,375 4,697,375 4,810,000 4,000,538 8,810,538 350,000 25,380 375,380 2021 3,375,000 1,323,725 4,698,725 5,015,000 3,802,125 8,817,125 365,000 8,578 373,578 2022 3,520,000 1,154,975 4,674,975 5,225,000 3,551,375 8,776,375 2023 3,670,000 978,975 4,648,975 5,450,000 3,290,125 8,740,125 2024 3,825,000 795,475 4,620,475 5,685,000 3,017,625 8,702,625 2025 3,995,000 604,225 4,599,225 5,930,000 2,733,375 8,663,375 2026 4,170,000 404,475 4,574,475 6,190,000 2,436,875 8,626,875 2027 4,355,000 195,975 4,550,975 6,460,000 2,127,375 8,587,375 2028 6,745,000 1,844,750 8,589,750 2029 7,050,000 1,507,500 8,557,500 2030 7,365,000 1,155,000 8,520,000 2031 7,695,000 786,750 8,481,750 2032 8,040,000 402,000 8,442,000 99,085,000 $ 48,922,015 $ 148,007,015 289,403 $ 2,254,403 Outstanding $ 41,875,000 $ 14,239,450 $ 56,114,450 $ WIFA Loan #920069-03 Authorized $10,000,000 Rate Source of Repaym ent % of Annual Revenues FY16 WIFA Loan #910043-03 3.31% Issued/Refunded $ $44,000,000 2003 Rate Issued/Refunded FY16 Paym ent Source of Repaym ent Water Fund 3.15% 717,500 Wtr System Dev. 0.00% 717,500 Wastew ater Fund Wastew ater Capacity Wastew ater SSIC % of Annual Revenues FY16 $ WIFA Loan #920088-04 3.31% $36,414,920 2003 1.99% 298,834 2,978,488 6,568 Rate Issued/Refunded FY16 Paym ent 123.59% 3.96% 1,965,000 Source of Repaym ent Water Fund % of Annual Revenues FY16 2016 Principal $ 571,210 Interest $ 146,290 Total $ 717,500 Principal $ 2,614,343 Interest Total $ 669,547 $ 3,283,890 FY16 Paym ent 0.00% - Wtr System Dev. 262.09% 262,585 Water Capacity 163.30% 3,283,890 July 1 3.31% 2005 2,451,915 2,714,500 Principal $ 1,948,588 Interest Total $ 765,913 $ 2,714,500 2017 590,123 127,377 717,500 2,700,904 582,986 3,283,890 2,021,699 692,802 2,714,501 2018 609,662 107,838 717,500 2,790,331 493,559 3,283,890 2,097,554 616,948 2,714,502 2019 629,848 87,652 717,500 2,882,719 401,171 3,283,890 2,176,254 538,248 2,714,502 2020 650,702 66,798 717,500 2,978,166 305,724 3,283,890 2,257,907 456,595 2,714,502 2021 672,247 45,253 717,500 3,076,773 207,117 3,283,890 2,342,623 371,878 2,714,501 2022 694,505 22,995 717,500 3,178,645 105,245 3,283,890 2,430,519 283,983 2,714,502 2023 2,521,712 192,790 2,714,502 2024 2,616,614 98,174 2,714,788 20,413,470 $ 4,017,331 $ 24,430,800 2025 2026 2027 2028 2029 2030 2031 2032 Outstanding $ 4,418,297 $ 604,203 $ 5,022,501 $ 20,221,882 132 $ 2,765,347 $ 22,987,230 $ GRAND TOTAL $352,629,920 Authorized Source of Repaym ent % of Annual Revenues FY16 FY16 Paym ent General Fund 6.81% 4,501,493 City Road Tax 45.85% 4,803,625 Public Safety Tax 32.37% 1,350,905 Special Assmt. 97.87% 375,540 Water Fund 33.51% 7,638,366 Water Capacity 163.30% 2,451,915 Water System Dev. 262.09% 262,585 Wastew ater Fund 15.73% 2,366,106 123.59% 2,978,488 3.96% 6,568 Wastew ater Capacity Wastew ater SSIC 26,735,591 July 1 2016 Principal $ 2017 Interest Total 16,024,141 $ 10,711,450 $ 26,735,591 16,647,726 10,021,184 26,668,911 2018 17,317,547 9,267,558 26,585,105 2019 18,013,821 8,505,140 26,518,962 2020 18,736,775 7,711,333 26,448,108 2021 19,486,643 6,973,900 26,460,543 2022 19,883,669 6,137,891 26,021,560 2023 15,991,712 5,272,840 21,264,552 2024 16,666,614 4,517,224 21,183,838 2025 14,665,000 3,741,662 18,406,662 2026 12,460,000 3,034,625 15,494,625 2027 13,010,000 2,422,125 15,432,125 2028 6,745,000 1,844,750 8,589,750 2029 7,050,000 1,507,500 8,557,500 2030 7,365,000 1,155,000 8,520,000 2031 7,695,000 786,750 8,481,750 2032 8,040,000 402,000 8,442,000 235,798,649 $ 84,012,932 $ 319,811,581 Outstanding $ 133 City of YUMA 134 Appendix APPENDIX Page No. Schedule 1 – Revenues Schedule 2 – Expenditures by Fund/Department 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 135 141 155 156 157 171 172 174 175 SCHEDULE 1 REVENUES 2013-2014 ACTUAL 2014-2015 BUDGET GENERAL FUND Local Taxes: Sales tax (1%) 19,517,306 Property Tax 9,107,069 Delinquent Property Tax 232,786 Franchise Tax 3,251,904 Intergovernmental Revenues: State revenue sharing 9,656,745 State sales tax 7,507,882 Auto in-lieu tax 3,111,124 Tribal contribution 23,913 Licenses and Permits: Business licenses 251,212 Liquor licenses 42,042 Building permits 1,155,757 Electrical permits 192,259 Plumbing permits 57,637 Mechanical permits 69,065 Charges for Services: Zoning and subdivision fees 79,437 Plan check fees 476,416 Other development fees 2,207 Swimming fees 174,735 Recreation fees 287,351 Art Center fees 2,604 Ambulance Service fees 2,490,377 Other charges 77,101 Police services 681,073 Use of Money and Property: Investment income Recreation facility rents 268,735 Misc Rentals 6,000 Fines, Forfeitures, Penalties: Vehicle code fines 695,440 Parking & other fines 495,016 Miscellaneous Revenues: Sale of property 17,906 Animal control licenses 98,174 Unclassified revenues 356,122 60,385,395 Total COMMUNITY INVESTMENT TRUST FUND Use of Money and Property: Investment income 341 Miscellaneous Revenues: Unclassified revenues 15,635 15,976 Total 135 2014-2015 ESTIMATE 2015-2016 FORECAST 20,219,000 9,612,828 250,000 3,312,200 19,715,346 9,362,828 300,000 3,252,000 20,604,102 10,803,140 250,000 3,252,000 10,974,310 8,191,891 3,429,614 - 10,974,310 8,258,663 3,418,315 32,000 10,915,452 8,661,030 3,418,315 20,000 290,000 41,750 922,500 155,000 55,000 65,000 250,000 42,500 843,400 185,000 56,000 67,000 250,000 42,000 842,900 185,000 55,000 67,000 33,250 400,000 1,800 171,000 283,400 2,999,000 57,000 500,000 41,850 300,000 2,500 171,000 314,900 2,848,000 59,516 668,762 28,250 300,000 2,500 171,000 314,900 2,948,000 56,816 650,000 156,830 6,000 231,210 8,000 228,210 6,500 695,000 302,000 698,000 450,000 695,000 450,000 120,000 471,000 63,715,373 15,100 80,000 286,800 62,933,000 95,000 422,800 65,734,915 - - - - - - SCHEDULE 1 REVENUES 2013-2014 ACTUAL 2014-2015 BUDGET HIGHWAY USERS REVENUE FUND Intergovernmental Revenues: State gasoline tax 6,276,058 Charges for Services Signal maintenance 48,511 Use of Money and Property: Investment income 1,274 Miscellaneous Revenues: 45,770 Unclassified revenues 6,371,613 Total CITY ROAD TAX FUND Local Taxes: Sales tax (0.5%) 9,756,994 Charges for Services Development Charges 3,821 Use of Money and Property: Investment income 38,293 Rental income 365,453 Sale of property 1,658 Miscellaneous Revenues: 5,943 Unclassified revenues 10,172,162 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%) 3,901,471 Use of Money & Property: Misc Rentals 28,793 Investment income 7,440 Miscellaneous Revenues: 46 Unclassified revenues 3,937,750 Total 136 2014-2015 ESTIMATE 2015-2016 FORECAST 6,291,329 6,903,657 6,664,071 - 25,000 - 1,000 1,500 1,500 10,000 6,302,329 25,000 6,955,157 25,000 6,690,571 10,107,778 9,854,557 10,298,012 - 1,500 - 10,000 405,853 - 10,000 124,872 55,000 10,000 115,872 - 2,000 10,525,631 32,000 10,077,929 10,423,884 - - - - - - 4,041,733 3,940,480 4,117,802 28,793 5,000 29,657 5,000 29,657 5,000 7,000 4,082,526 3,975,137 4,152,459 SCHEDULE 1 REVENUES 2013-2014 ACTUAL 2014-2015 BUDGET TWO PERCENT TAX FUND Local Taxes: Sales tax (2%) 4,575,499 Charges for Services: Theatre revenue 76,424 Liquor sales 41,527 Concession stand sales 98,772 Other sales 4,017 Commissions & fees 24,637 Use of Money and Property: Investment income 28,462 Room rents 183,096 Equipment rents 44,935 Other rents 60 Miscellaneous Revenues: 39,098 Unclassified revenues 5,116,527 Total DOWNTOWN MALL MAINTENANCE FUND Local Taxes: Property Tax 77,632 Delinquent Property Tax 3,688 Miscellaneous Revenues: 4,410 Unclassified revenues 85,730 Total GRANT FUNDS Intergovernmental Revenues: Community development grants 1,373,277 Law enforcement grants 1,622,119 Park and recreation grants 74,489 690,005 Other miscellaneous grants 3,759,890 Total DEBT SERVICE FUNDS Special Assessments: Principal 1,183,000 Interest 128,725 Use of Money & Property: 3,259 Investment income 1,314,984 Total CIP FUNDS Charges for Services: Developer Deposits 18,904 Prorata fees 958,281 Impact fees 1,334,248 Use of Money and Property: Investment income 43,177 Miscellaneous Revenues: 38,610 Unclassified Revenues 2,393,220 Total 137 2014-2015 ESTIMATE 2015-2016 FORECAST 4,926,875 4,708,170 4,885,069 42,000 26,000 59,000 1,000 14,350 38,500 36,000 82,000 200 20,775 38,500 36,000 82,000 200 20,100 12,800 69,000 15,200 - 7,500 160,500 15,200 - 7,500 160,500 15,200 - 32,150 5,198,375 8,500 5,077,345 8,500 5,253,569 100,000 10,000 84,000 30,000 101,333 27,667 3,900 113,900 2,000 116,000 4,000 133,000 1,347,868 5,219,223 9,000 3,170,994 9,747,085 1,006,557 1,536,884 192,057 2,735,498 1,127,563 5,796,950 10,366,095 17,290,608 290,000 92,355 280,000 129,955 305,000 78,725 382,355 409,955 383,725 2,229,350 1,076,600 735,850 736,050 25,100 10,532 10,450 8,520,000 11,851,050 746,382 746,500 SCHEDULE 1 REVENUES 2013-2014 ACTUAL 2014-2015 BUDGET YUMA REGIONAL COMMUNICATIONS SYSTEM FUND Charges for Services: Radio fees 981,896 1,454,423 Use of Money and Property: Investment income 1,193 1,400 Miscellaneous Revenues: Sale of property 582,511 250,000 1,791 550,000 Unclassified Revenues 1,567,391 2,255,823 Total YUMA REGIONAL COMMUNICATIONS SYSTEM GRANT FUND Intergovernmental Revenues: Grants 1,983,114 4,475,469 1,983,114 4,475,469 Total DESERT HILLS GOLF COURSE FUND Charges for Services: Green fees 1,137,675 1,197,500 Merchandise sales 180,152 176,875 Concession stand sales 558,184 493,250 Range fees 67,084 65,000 Use of Money and Property: Investment income 861 1,000 Equipment rents 286,537 313,431 Room rents 1,600 Restaurant rental Miscellaneous Revenues: 14,944 Unclassified revenues 2,245,437 2,248,656 Total SOLID WASTE FUND Charges for Services: Collection fees 3,293,018 3,141,000 Receptacles sales 32,230 23,000 Miscellaneous Revenues: 25,336 25,500 Unclassified revenues 3,350,584 3,189,500 Total WATER FUND Charges for Services: Residential water fees 12,056,743 11,428,390 Commercial water fees 9,386,882 9,064,000 Fire hydrant fees 367,049 356,490 Delinquent fees Service establishment fees 232,238 215,000 Use of Money and Property: Investment income 50,685 15,000 Miscellaneous Revenues: 235,010 154,204 Unclassified revenues 22,328,607 21,233,084 Total 138 2014-2015 ESTIMATE 2015-2016 FORECAST 1,624,417 1,718,879 1,000 1,000 13,524 1,638,941 50,000 1,769,879 1,946,613 1,946,613 2,730,406 2,730,406 1,090,121 184,000 170,361 65,000 1,090,150 183,500 66,000 500 272,900 35,150 500 272,800 65,000 1,400 1,819,432 1,677,950 3,215,000 20,000 3,215,000 20,000 22,400 3,257,400 22,400 3,257,400 11,758,000 8,995,000 358,300 500,000 367,000 12,113,560 9,259,900 359,700 500,000 417,000 19,000 19,000 120,417 22,117,717 122,417 22,791,577 SCHEDULE 1 REVENUES 2013-2014 ACTUAL WASTEWATER FUND Charges for Services: Residential sewer fees Commercial sewer fees Use of Money and Property: Investment income Miscellaneous Revenues: Unclassified revenues Total WATER GRANT FUND Intergovernmental Revenues: Grants Total WATER RESTRICTED FUNDS Charges for Services: Water Transfer fees Water capacity fees Water system dev. fees Use of Money and Property: 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 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 - SSIC Total 2014-2015 BUDGET 2014-2015 ESTIMATE 2015-2016 FORECAST 8,553,400 6,260,787 7,550,000 6,618,000 8,555,000 6,373,000 8,555,000 6,418,000 66,989 10,000 50,000 50,000 37,846 14,919,022 22,380 14,200,380 19,500 14,997,500 17,000 15,040,000 93,679 93,679 500,000 500,000 100,000 100,000 500,000 500,000 1,417 2,206,590 105,411 1,698,500 99,950 1,498,500 99,940 1,498,500 99,940 2,554 17,030 1,499 4,385 500 1,000 500 1,500 2,500 3,000 200 2,500 2,500 3,000 200 1,000 30 860 1,651 2,341,427 100 1,802,050 50 1,606,690 50 1,605,190 2,587,756 150,440 5,614 2,248,000 164,900 - 2,398,000 164,900 320 2,398,000 164,900 - 63,900 2,067 4,761 748 697 20,000 1,000 1,500 500 - 12,000 1,000 750 100 500 12,000 1,000 750 100 500 44 2,816,027 25 2,435,925 14 2,577,584 2,577,250 139 SCHEDULE 1 REVENUES 2013-2014 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 WORKERS COMPENSATION FUND Use of Money and Property: Workman's Comp Charges Investment income Miscellaneous Revenues: Unclassified revenues Total 2014-2015 BUDGET 2014-2015 ESTIMATE 2015-2016 FORECAST 1,845,649 78,619 1,666,977 20,000 1,666,977 20,000 2,257,061 20,000 206 1,924,474 1,686,977 50 1,687,027 2,277,061 1,653,165 379,749 1,392,759 1,828,620 425,000 1,440,700 1,828,620 353,850 1,386,200 1,965,720 363,500 1,389,727 - 100 - - 4,928 3,430,601 1,000 3,695,420 50 600 3,569,320 3,718,947 1,740,190 5,148 1,506,048 1,500 1,506,048 1,500 1,603,925 1,500 2,144 1,747,482 1,507,548 1,507,548 1,200,000 2,805,425 1,161,395 (163) 2,026,873 7,550 2,026,873 1,000 2,298,456 1,000 11,244 1,172,476 2,034,423 487 2,028,360 2,299,456 140 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2013-2014 Actual 2014-2015 Budget 2014-2015 Estimate 2015-2016 Budget 112,426 152,320 264,746 110,336 114,844 225,180 103,846 108,437 212,283 126,495 102,996 229,491 1,240,404 295,976 1,536,380 1,272,850 260,863 1,533,713 1,235,448 371,003 1,606,451 1,257,309 265,154 1,522,463 2,075,994 988,935 138,358 3,203,287 1,953,884 1,050,142 22,653 3,026,679 2,055,351 936,745 20,000 3,012,096 2,038,193 931,034 2,969,227 899,403 406,699 1,306,102 1,023,916 451,081 1,474,997 1,025,107 450,857 1,475,964 1,021,777 436,417 1,458,194 2,030,882 505,345 2,536,227 2,145,494 501,730 2,647,224 2,062,942 547,798 2,610,740 2,264,307 505,138 2,769,445 1,440,179 277,519 16,871 1,734,569 1,489,116 381,793 9,555 1,880,464 1,505,139 259,212 1,764,351 1,597,260 395,285 1,992,545 760,747 199,871 960,618 818,734 195,645 5,425 1,019,804 845,280 173,578 5,000 1,023,858 815,261 200,309 1,015,570 3,204 830,656 833,860 3,202,626 3,202,626 444,491 444,491 1,939,244 1,939,244 2,522,177 312,461 10,265 2,844,903 2,847,058 404,175 3,251,233 2,603,109 396,811 2,999,920 2,841,955 418,748 3,260,703 304,038 17,258 321,296 424,281 25,822 450,103 202,401 25,632 228,033 400,735 27,961 428,696 4,826,652 2,698,865 14,924 7,540,441 5,411,584 2,896,527 18,420 8,326,531 4,987,504 2,939,850 7,927,354 5,341,816 2,903,160 8,244,976 General Fund Mayor and Council Payroll Operating Municipal Court Payroll Operating City Administration Payroll Operating Capital Outlay City Attorney Payroll Operating Information Tech Services Payroll Operating Finance Payroll Operating Capital Outlay Human Resources Payroll Operating Capital Outlay General Government Payroll Operating Community Development Payroll Operating Capital Outlay Engineering Payroll Operating Parks and Recreation Payroll Operating Capital Outlay 141 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2013-2014 Actual 2014-2015 Budget 2014-2015 Estimate 2015-2016 Budget Payroll Operating Capital Outlay 20,369,135 3,163,442 12,779 23,545,356 21,590,415 3,694,781 22,710 25,307,906 21,546,303 3,602,440 10,000 25,158,743 22,546,876 3,350,421 25,897,297 Payroll Operating Capital Outlay 12,385,908 1,953,226 14,339,134 11,717,509 2,245,935 139,730 14,103,174 12,744,174 2,171,119 14,915,293 12,834,308 2,080,375 14,914,683 (3,352,638) (3,361,079) (3,361,079) (3,306,337) 57,614,281 63,088,555 60,018,498 63,336,197 General Fund Police Fire Cost Allocation Operating Fund Total Community Investment Trust General Government Operating 39,980 - - - 39,980 - - - 503,084 125,780 125,780 - 503,084 125,780 125,780 - 934,983 - - - 934,983 - - - - - - 16,832 Fund Total Riverfront Redevelopment Fund City Administration Operating Fund Total GF Sales Tax Rebates General Government Operating Fund Total Highway User Revenue Fund General Government Operating Public Works Payroll Operating Capital Outlay Fund Total 2,091,110 3,720,865 5,811,975 5,811,975 142 2,404,423 3,399,345 5,803,768 5,803,768 2,201,401 3,643,974 5,845,375 5,845,375 2,516,982 4,006,966 12,000 6,535,948 6,552,780 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2013-2014 Actual 2014-2015 Budget 2014-2015 Estimate 2015-2016 Budget 424,017 3,070 427,087 117,274 117,274 169,296 169,296 102,431 102,431 1,771 - - - - - - 4,937 City Road Tax Fund City Administration Payroll Operating City Attorney Payroll General Government Operating Public Works Payroll Operating Capital Outlay Engineering Payroll Operating Capital Outlay Capital Projects Operating Capital Outlay Fund Total 443,266 324,160 767,426 592,625 894,197 9,121 1,495,943 439,396 896,782 8,491 1,344,669 580,580 350,011 930,591 989,773 542,685 65,891 1,598,349 1,615,495 657,470 54,500 2,327,465 1,126,364 675,270 37,300 1,838,934 1,637,268 626,788 2,264,056 95,660 823,644 919,304 3,713,937 97,998 4,022,000 4,119,998 8,060,680 60,000 1,023,500 1,083,500 4,436,399 97,998 4,327,800 4,425,798 7,727,813 Public Safety Tax Fund Municipal Court Operating - - - 6,870 9 6,879 7,126 7,126 8,804 8,804 6,836 6,836 - - - 17,581 108,000 - - Operating Capital Outlay 531,369 474,497 1,005,866 468,463 468,463 - Operating Capital Outlay 557,379 59 557,438 577,153 577,153 678,653 678,653 City Administration Payroll Operating City Attorney Payroll 40 General Government Operating Police Fire 143 700 971,528 733,000 1,704,528 673,419 673,419 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2013-2014 Actual 2014-2015 Budget 2014-2015 Estimate 2015-2016 Budget 1,587,804 1,160,742 687,457 2,385,483 81,045 120 81,165 269,708 64,335 334,043 397,663 57,955 455,618 224,489 213,335 437,824 285,113 239,293 189,293 254,431 - 84,740 90 84,830 100 90 190 87,091 87,091 1,511,385 2,143,319 40,688 3,695,392 1,716,244 2,346,748 10,744 4,073,736 1,624,319 2,165,477 3,789,796 1,660,144 2,554,082 4,214,226 (507) 1,497,569 1,497,062 5,558,732 1,849,500 1,849,500 6,581,402 420,750 420,750 4,855,647 241,200 241,200 5,234,772 87,709 107,599 195,308 195,308 95,615 118,890 214,505 214,505 95,170 112,309 207,479 207,479 97,105 134,151 231,256 231,256 319,767 991,554 23,676 1,334,997 1,334,997 352,429 995,439 1,347,868 1,347,868 352,429 792,558 1,144,987 1,144,987 333,925 793,638 1,127,563 1,127,563 Public Safety Tax Fund Fund Total 2% Tax Fund City Administration Payroll Operating General Government Operating Engineering Payroll Operating Parks and Recreation Payroll Operating Capital Outlay Capital Projects Payroll Capital Outlay Fund Total Mall Maintenance Fund Parks and Recreation Payroll Operating Fund Total CDBG Community Development Payroll Operating Capital Outlay Fund Total Community Redevlop Block Grant Community Development Payroll Operating 10,598 82,685 93,283 93,283 Fund Total 144 - - - SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2013-2014 Actual 2014-2015 Budget 2014-2015 Estimate 2015-2016 Budget 171 Donations Municipal Court Operating City Administration Operating Parks and Recreation Payroll Operating Police Fire - 1,331 - - 4,781 2,500 - 2,500 12,159 47,674 59,833 294,295 294,295 50,990 50,990 254,447 254,447 Operating - 8,204 153 153 Operating 818 5,346 4,340 4,340 65,432 311,676 55,483 261,440 546,770 112,584 159,913 819,267 819,267 702,712 988,041 44,597 1,735,350 1,735,350 356,066 135,836 491,902 491,902 400,241 1,347,414 1,747,655 1,747,655 671,136 23,933 695,069 695,069 863,211 24,705 887,916 887,916 584,048 45,174 629,222 629,222 527,669 206,686 734,355 734,355 - 180 40 - - 180 40 - Fund Total DHS Police Grant Police Payroll Operating Capital Outlay Fund Total DOJ Police Grants Police Payroll Operating Fund Total Dept of Energy Grant City Administration Operating Fund Total Bureau of Reclamation City Administration Operating Fund Total 145 74,489 - - - 74,489 - - - SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2013-2014 Actual 2014-2015 Budget 2014-2015 Estimate 2015-2016 Budget Other Federal Grants City Administration Operating Fund Total - 345,867 - 2,702,000 - 345,867 - 2,702,000 7,841 5,000 12,841 12,841 26,662 322,601 84,000 433,263 433,263 34,334 86,500 120,834 120,834 1,151,375 1,151,375 1,151,375 - 15,954 - Other Federal Police Grants Police Payroll Operating Capital Outlay Fund Total Federal Fire Grants General Government Operating Fire Payroll Operating Capital Outlay Fund Total - 5,549 40,680 46,229 46,229 1 1,650,150 633,033 2,283,184 2,299,138 35,848 5,849 15,000 56,697 56,697 2,732,240 70,000 2,802,240 2,802,240 10,525 278,500 10,000 278,500 - 52,800 46,200 52,800 10,525 331,300 56,200 331,300 10,942 155,466 2,158 157,000 8,510 1,590 10,100 21,042 8,510 1,490 10,000 165,466 4,425 7,086 11,511 13,669 157,000 Dept of Transportation Public Works Operating Police Operating Fund Total State Court Grants Municipal Court Operating City Attorney Payroll Operating Fund Total 146 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2013-2014 Actual 2014-2015 Budget 2014-2015 Estimate 2015-2016 Budget 24,504 24,504 24,504 20,000 38,495 63,000 121,495 121,495 19,671 5,000 24,671 24,671 125,000 125,000 125,000 - 15,215 - - - 15,215 - - 9,000 9,000 9,000 - 6,000 6,000 6,000 669,000 669,000 669,000 3,164 - - - 3,164 - - - - 229,607 2,793 204,200 - 229,607 2,793 204,200 582,133 1,402,400 120,000 2,352,300 582,133 1,402,400 120,000 2,352,300 - 250,000 522,000 743,935 1,515,935 1,055,415 1,055,415 700,000 700,000 State Police Grants Police Payroll Operating Capital Outlay Fund Total State Fire Grants Fire Operating Fund Total Other State Grants Parks and Recreation Payroll Operating Fund Total Yuma County Grants Police Operating Fund Total Equitable Sharing Program Police Operating Fund Total CIP Grants Capital Projects Capital Outlay Fund Total Privately Funded Grants Information Tech Services Payroll Operating Capital Outlay Parks and Recreation Operating 147 - - 2,755,180 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2013-2014 Actual 2014-2015 Budget 2014-2015 Estimate 2015-2016 Budget 2,572 25,000 13,000 75,000 9,283 11,060 20,343 22,915 95,344 95,344 1,636,279 1,068,415 95,000 95,000 3,625,180 2,615,988 2,629,497 2,634,997 2,368,889 2,615,988 2,629,497 2,634,997 2,368,889 2,297,270 2,299,570 2,301,220 2,301,170 2,297,270 2,299,570 2,301,220 2,301,170 4,792,925 4,804,825 4,806,475 4,803,625 4,792,925 4,804,825 4,806,475 4,803,625 2,526,581 2,522,331 2,523,981 2,853,381 2,526,581 2,522,331 2,523,981 2,853,381 Privately Funded Grants Police Fire Operating Operating Capital Outlay Fund Total 2003 MPC Debt Service Fund Bonded Dept Debt Fund Total 2007B MPC Debt Svc Fund Bonded Dept Debt 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 967,575 - - - 967,575 - - - 377,092 382,355 383,105 383,725 377,092 382,355 383,105 383,725 Special Assmt Dist68 Fund Special Assessments Debt Fund Total 148 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2013-2014 Actual 2014-2015 Budget 2014-2015 Estimate 2015-2016 Budget 1,071,710 11,750,000 543,550 6,840,000 1,071,710 11,750,000 543,550 6,840,000 500,000 560,000 - - 500,000 560,000 - - - - - 130,000 - - - 130,000 154,008 359,000 - 380,000 154,008 359,000 - 380,000 523,064 186,700 - - 523,064 186,700 - - - - - 90,000 - - - 90,000 - 333,300 - 70,000 - 333,300 - 70,000 4,076 1,070,200 - 362,700 4,076 1,070,200 - 362,700 Capital Projects Fund Capital Projects Capital Outlay Fund Total Parks & Rec Impact Fee FN Capital Projects Capital Outlay Fund Total Arts & Culture Impact Fee Capital Projects Capital Outlay Fund Total Solid Waste Impact Fee FN Capital Projects Capital Outlay Fund Total Police Impact Fee Fund Capital Projects Capital Outlay Fund Total General Govt Impact Fee Capital Projects Capital Outlay Fund Total Public Works Impact Fee Capital Projects Capital Outlay Fund Total Transportation Impact Fees Capital Projects Capital Outlay Fund Total 149 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2013-2014 Actual 2014-2015 Budget 2014-2015 Estimate 2015-2016 Budget 1,508,121 2,775,000 348,000 3,772,000 1,508,121 2,775,000 348,000 3,772,000 1,027,888 3,007,000 1,104,650 2,465,000 1,027,888 3,007,000 1,104,650 2,465,000 336,113 1,600,102 14,094 1,950,309 528,425 1,748,627 170,000 2,447,052 131,302 1,174,817 66,527 1,372,646 529,412 1,623,659 2,153,071 CIP Series B 2007 Bond Capital Projects Capital Outlay Fund Total CIP Series D 2007 Bond Capital Projects Capital Outlay Fund Total YRCS Fund Information Tech Services Payroll Operating Capital Outlay General Government Operating Fund Total - - - 3,356 1,950,309 2,447,052 1,372,646 2,156,427 69,676 1,169,923 749,155 1,988,754 1,988,754 2,266,064 693,470 2,959,534 2,959,534 336,368 336,455 218,375 891,198 891,198 1,108,656 921,750 2,030,406 2,030,406 YRCS Fund Communication Grants Information Tech Services Payroll Operating Capital Outlay Fund Total Desert Hills Golf Course General Government Operating Parks and Recreation Payroll Operating Capital Outlay Fund Total - - - 3,917 1,268,649 2,014,766 3,283,415 3,283,415 1,424,230 1,572,371 5,500 3,002,101 3,002,101 897,874 1,376,104 2,273,978 2,273,978 846,651 1,192,193 2,038,844 2,042,761 90,905 136 91,041 23,762 23,762 44,319 44,319 22,737 22,737 Water Fund City Administration Payroll Operating 1 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2013-2014 Actual 2014-2015 Budget 2014-2015 Estimate 2015-2016 Budget Water Fund City Attorney Payroll 138 - - - General Government Operating - - - 32,679 Utilities Payroll Operating Debt Capital Outlay Engineering Payroll Operating Capital Projects Operating Capital Outlay Fund Total 4,555,721 6,179,054 10,354,793 44,179 21,133,747 4,870,773 7,442,258 7,717,787 50,718 20,081,536 4,984,122 6,658,714 7,719,058 25,000 19,386,894 5,016,136 7,109,967 7,638,366 72,000 19,836,469 49,945 60 50,005 145,713 159 145,872 110,045 110,045 131,421 131,421 8,545 50,055 58,600 21,333,531 695,000 695,000 20,946,170 91,000 91,000 19,632,258 1,880,000 1,880,000 21,903,306 5,140 11,661 16,801 16,801 66,370 66,370 66,370 22,000 22,000 22,000 65,750 65,750 65,750 - 2,420,082 2,420,082 2,451,916 - 2,420,082 2,420,082 2,451,916 - 259,176 259,176 262,585 - 259,176 259,176 262,585 97,530 500,000 96,149 500,000 97,530 500,000 96,149 500,000 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 1 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2013-2014 Actual 2014-2015 Budget 2014-2015 Estimate 2015-2016 Budget 79,674 64 79,738 11,797 11,797 31,567 31,567 11,554 11,554 - - - - - 53,617 Wastewater Fund City Administration Payroll Operating City Attorney Payroll 40 General Government Operating Utilities Payroll Operating Debt Capital Outlay Engineering Payroll Operating Capital Projects Operating Capital Outlay Fund Total - 3,328,557 5,536,946 2,366,672 125,783 11,357,958 3,852,137 6,239,629 2,395,344 251,600 12,738,710 3,745,079 5,417,785 2,395,724 224,000 11,782,588 4,113,286 6,318,637 2,366,106 120,000 12,918,029 4,826 4,826 73,729 18 73,747 60,541 60,541 73,874 73,874 7,948 31,229 39,177 11,481,739 2,721,500 2,721,500 15,545,754 676,000 676,000 12,550,696 4,304,000 4,304,000 17,361,074 2,978,527 2,978,488 2,978,488 2,978,488 2,978,527 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 54,054 3,158,077 3,212,131 3,212,131 4,223,100 4,223,100 4,223,100 795,544 795,544 795,544 4,535,000 4,535,000 4,535,000 Wastewater Capacity Fund Utilities Debt Fund Total Wastewater Sanitary Sewer Interc Utilities Debt Fund Total Water Revenue Bond Fund Capital Projects Operating Capital Outlay Fund Total 1 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2013-2014 Actual 2014-2015 Budget 1,619 1,619 1,619 1,247,500 1,247,500 1,247,500 2014-2015 Estimate 2015-2016 Budget Wastewater Revenue Bond Fund Capital Projects Operating Capital Outlay Fund Total 151,439 151,439 151,439 1,100,000 1,100,000 1,100,000 Solid Waste Fund General Government Operating Public Works Payroll Operating Fund Total - 771,120 2,149,156 2,920,276 2,920,276 - 867,218 2,322,833 3,190,051 3,190,051 - 810,357 2,324,555 3,134,912 3,134,912 5,713 948,265 2,681,362 3,629,627 3,635,340 Equipment Maintenance Fund General Government Operating Public Works Payroll Operating Fund Total - - - 7,168 980,149 2,863,382 3,843,531 3,843,531 1,070,489 2,545,353 3,615,842 3,615,842 1,072,020 2,552,338 3,624,358 3,624,358 1,003,022 2,542,253 3,545,275 3,552,443 76,442 322,532 398,974 77,299 543,579 620,878 77,438 429,591 507,029 78,743 773,579 852,322 957,517 911,888 1,194,491 931,888 1,356,491 1,532,766 1,701,520 1,784,210 Insurance Reserve Fund City Attorney Payroll Operating General Government Operating Fund Total Equip Replacement Fund City Administration Capital Outlay City Attorney Operating Capital Outlay 1 37,811 - - - 8,657 8,657 8,781 72,562 81,343 9,749 64,063 73,812 - SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2013-2014 Actual 2014-2015 Budget 2014-2015 Estimate 2015-2016 Budget 443,755 87,909 531,664 338,493 338,493 338,688 338,688 296,272 296,272 - - - 24,422 - 72,212 20,935 25,000 1,124,369 1,154,000 Equip Replacement Fund Information Tech Services Operating Capital Outlay Human Resources Capital Outlay Community Development Capital Outlay Public Works Capital Outlay 805,369 1,125,000 Utilities Capital Outlay 150,804 45,000 - 650,000 Parks and Recreation Capital Outlay 290,605 66,000 66,000 615,000 - - - 142,000 Police Fire Capital Outlay Capital Outlay Equipment Replacement Operating Capital Outlay Fund Total 1,038,043 1,255,000 330,738 1,373,000 (17,115) (17,115) 2,845,838 687 1,948,952 1,949,639 4,932,687 687 687 1,955,229 11,752 3,000,000 3,011,752 7,291,446 1,237,286 1,640,865 1,318,824 1,640,865 1,237,286 1,640,865 1,318,824 1,640,865 156,695,587 200,492,336 149,798,591 205,577,984 Workers Compensation Employee Benefits Operating Fund Total Total Budget 15 SCHEDULE 3 2015-2016 OUTSIDE AGENCY SUMMARY Listed by Function 2014-2015 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 $ 150,000 650,000 207,000 192,000 20,000 200,000 78,772 2014-2015 ESTIMATE $ 150,000 650,000 217,656 227,000 20,000 200,000 78,773 2015-2016 BUDGET $ 150,000 650,000 207,000 159,000 53,000 200,000 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 40,000 40,000 1,678,309 $ 1,632,652 General/Police General/Police TOTAL $ 1,632,652 15 $ SCHEDULE 4 CITY OF YUMA 2015-2016 SUPPLEMENTALS DIV POSITION # GENERAL FUND CITY ADMINISTRATION 1010 Contract Specialist* 1010 Grants Writer* PERSONNEL SUBTOTAL 1.0 1.0 2.0 65,334 59,756 125,090 INFORMATION TECHNOLOGY SERVICES 1510 Assistant IT Director of Tech Svcs-YRCS* SUBTOTAL 0.3 0.3 38,068 38,068 0.06 1.0 0.0 1.0 0.0 2.06 2,361 14,400 43,104 12,000 47,764 (47,764) 71,865 0.0 1.0 1.0 6,000 71,486 77,486 1.0 FINANCE 1720 1720 1740 1740 1740 Customer Account Specialist* Customer Services Manager upgrade* Accounting Specialist* Accountant upgrade to Acct Supv Accounting Specialist (Ambulance billing) offset by additional revenue collection SUBTOTAL COMMUNITY DEVELOPMENT 3020 Admin Specialist upgrade 3040 Senior Planner SUBTOTAL POLICE 6011 - CAPITAL TOTAL 65,334 59,756 125,090 - - 38,068 38,068 - 2,361 14,400 43,104 12,000 47,764 (47,764) 71,865 - 6,000 71,486 77,486 - - 45,979 (24,000) 21,979 - - - SUBTOTAL 1.0 45,979 (24,000) 21,979 SUBTOTAL 6.0 6.0 237,792 237,792 - - 237,792 237,792 12.4 572,280 - - 572,280 YUMA REGIONAL COMMUNICATION SYSTEM (YRCS) FUND 1540 Assistant IT Director of Tech Svcs-YRCS* 0.7 88,826 - 88,826 TOTAL YRCS FUND 0.7 88,826 - 88,826 WATER FUND 4140 Customer Account Specialist* 0.50 33,000 TOTAL WATER FUND 0.5 33,000 WASTEWATER FUND 4150 Customer Account Specialist* 4155 Chief W/WW Operator 0.40 1.0 26,400 66,000 TOTAL WASTEWATER FUND 1.4 92,400 SOLID WASTE FUND 4021 Customer Account Specialist* 0.04 2,640 TOTAL SOLID WASTE FUND 0.04 2,640 15.0 789,146 FIRE 7021 Animal Control Officer from PT reduce part-time OPERATING Firefighter (Jan 1 start) TOTAL GENERAL FUND TOTAL ALL FUNDS * Provisional Supplemental 5.0 10.0 15.0 15 - 33,000 - - 33,000 26,400 66,000 - - 92,400 2,640 - - 2,640 789,146 SCHEDULE 5 2015-2016 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade FY 12/13 FY 13/14 FY 14/15 FY 15/16 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 1 8 1 1 4 1 1 17 1 9 1 1 4 1 1 18 1 9 1 1 4 1 1 18 1 9 1 1 4 1 1 18 94 45 83 57 70 67 48 52 55 54 43 30 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 1 1 9 1 1 1 1 1 1 1 1 1 9 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 4 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 1 1 5 1 1 1 3 1 1 1 1 4 1 1 1 3 City Clerk City Clerk Deputy City Clerk City Clerk Specialist Administrative Specialist Administrative Assistant Division Total 70 55 42 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 Capital Improvement Program Manager C.I.P. Project Manager Grant Writer Contract Specialist Real Property/ROW Agent Management Analyst Marketing Specialist Administrative Assistant Division Total 15 SCHEDULE 5 2015-2016 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 Attorney Legal Assistant Division Total Department Total INFORMATION TECHNOLOGY SERVICES Administration Director of Information Technology Services Assistant IT Director of Business Applications Assistant IT Director of Technology Services-YRCS Assistant IT Director for Telecommunication Division Total 15 FY 12/13 FY 13/14 FY 14/15 FY 15/16 53 48 44 41 30 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 2 7 1 15 47 1 1 1 1 1 2 7 1 15 39 1 1 1 1 1 2 7 1 15 37 1 1 1 1 1 2 7 1 15 36 85 79 76 55 56 39 1 1 2 1 1 2 8 1 1 2 1 3 8 1 1 2 1 3 8 1 1 2 1 3 8 79 76 39 1 1 2 10 1 1 2 10 1 1 1 3 11 1 1 1 3 11 81 72 72 72 1 1 1 1 1 3 1 3 1 1 1 1 4 1 1 1 1 4 SCHEDULE 5 2015-2016 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 12/13 FY 13/14 FY 14/15 FY 15/16 68 58 66 68 59 61 62 59 47 45 40 61 48 42 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 1 5 3 2 1 1 2 25 1 3 1 2 1 2 2 5 3 2 1 2 25 58 66 50 43 1 3 4 33 1 1 3 5 34 1 1 1 3 6 35 1 1 1 3 6 35 81 69 37 1 1 1 3 1 1 2 1 1 2 1 1 2 Customer Services Customer Services Manager Customer Account Supervisor Tax and License Specialist Senior Accounting Specialist Senior Customer Account Specialist Customer Account Specialist Division Total 62 48 34 40 36 32 1 1 1 3 6 1 1 1 4 7 1 1 1 5 8 1 1 1 5 8 Purchasing Purchasing and Contracts Manager Senior Buyer Buyer Purchasing Specialist Mail Clerk Division Total 63 51 44 34 17 1 1 2 2 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 ITS Business Applications Analyst 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 and Treasury Manager Administrative Specialist Division Total 15 SCHEDULE 5 2015-2016 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 12/13 FY 13/14 FY 14/15 FY 15/16 69 58 52 46 40 34 1 4 2 2 2 11 27 1 4 2 2 2 11 27 1 4 2 2 3 12 29 1 1 3 2 3 3 13 30 78 58 48 39 54 53 30 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 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 Specialist Administrative Assistant Division Total 68 57 49 56 53 47 44 41 37 37 30 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 1 1 4 1 4 3 2 1 2 1 1 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 1 2 2 1 1 2 9 Grade Accounting Accounting Manager Accounting Supervisor 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 1 SCHEDULE 5 2015-2016 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 12/13 FY 13/14 FY 14/15 FY 15/16 71 37 30 60 58 52 48 43 1 1 1 3 2 1 3 12 33 1 1 1 3 2 1 3 12 42 1 1 1 3 1 2 2 11 43 1 1 1 3 2 1 2 1 12 44 62 52 47 45 41 37 15 1 1 2 3 6 1 1 15 1 1 1 4 6 1 1 15 1 1 4 6 1 1 14 1 1 4 6 1 1 14 Fleet Parts Inventory Specialist Division Total 33 2 2 2 2 2 2 2 2 Solid Waste Solid Waste Superintendent Heavy Equipment Operator Division Total 52 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 Public Works Manager Streets Superintendent PW Maintenance Foreman Heavy Equipment Operator Equipment Operator Senior Street Maintenance Worker Street Maintenance Worker Code Compliance Specialist Engineering Technician Administrative Specialist Division Total 80 62 52 45 39 35 36 32 44 42 37 1 1 1 2 2 2 6 2 1 18 1 1 1 2 2 2 6 2 1 18 1 1 1 1 2 2 2 6 2 1 19 1 1 1 1 2 2 2 6 2 1 1 20 Grade Community Planning Planning Manager Administrative Specialist Administrative Assistant Principal Planner Senior Planner Associate Planner Assistant Planner Planning Technician 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 1 SCHEDULE 5 2015-2016 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade FY 12/13 FY 13/14 FY 14/15 FY 15/16 Street - Street Lighting Electrician Division Total 44 - 1 1 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 5 1 3 1 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 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 82 1 1 2 83 1 1 2 82 1 1 2 83 Street-Pathways and Trails Equipment Operator Senior Street Maintenance Worker Division Total Department Total 1 SCHEDULE 5 2015-2016 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 12/13 FY 13/14 FY 14/15 FY 15/16 80 43 37 62 30 1 1 1 2 3 8 1 1 1 2 3 8 1 1 1 2 3 8 1 1 1 2 3 8 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 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 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 Services Technician 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 1 14 1 1 4 2 1 1 1 1 1 1 14 1 1 4 2 1 1 1 1 1 1 14 Grade UTILITIES DEPARTMENT Water - Administration Director of Utilities Admin Support Supervisor Administrative Specialist Utilities Division Manager Administrative Assistant Division Total 1 SCHEDULE 5 2015-2016 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade FY 12/13 FY 13/14 FY 14/15 FY 15/16 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 2 14 1 4 1 1 2 1 1 1 2 14 1 4 1 2 1 1 2 12 1 4 1 2 1 1 2 12 Water - Laboratory Lab Director Lab Analyst Division Total 59 40 1 1 2 1 1 2 1 1 2 1 1 2 Water - SCADA Senior Instrumentation & Control Technician Instrumentation & Control Technician Instrumentation & Control Technician Assistant Division Total 50 45 35 - - 1 2 2 5 1 2 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 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 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 Pretreatment Coordinator Industrial Pretreatment Inspector Division Total 56 47 44 1 1 3 5 1 1 3 5 1 1 3 5 1 1 3 5 16 SCHEDULE 5 2015-2016 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade FY 12/13 FY 13/14 FY 14/15 FY 15/16 Wastewater - Desert Dunes Chief Water/Waste Water Treatment Plant Operator Water/Wastewater Treatment Plant Mechanic Facilities Maintenance Worker Senior Water/Wastewater Treatment Plant Operator Water/Wastewater Treatment Plant Operator Groundskeeper Division Total 49 43 33 45 39 22 1 1 2 1 1 6 1 1 2 1 1 6 1 1 2 1 1 6 1 1 1 2 1 1 7 Wastewater - Laboratory Chemist Lab Analyst Division Total 48 40 1 1 2 1 1 2 1 1 2 1 1 2 50 45 128 128 1 1 2 129 1 1 2 130 80 77 72 53 70 67 67 67 63 63 61 56 59 42 47 48 42 37 30 1 1 1 1 - 1 1 1 1 1 - 1 1 1 1 3 1 1 1 1 1 1 3 3 4 1 18 1 1 1 3 3 4 1 1 20 1 1 1 3 4 4 1 2 27 1 1 1 1 3 2 1 1 1 2 1 2 2 3 1 1 24 1 3 4 22 1 2 1 4 24 1 3 4 31 1 2 1 4 28 Wastewater - SCADA Instrumentation & Control Supervisor Instrumentation & Control Technician Division Total Department Total ENGINEERING DEPARTMENT Engineering Services City Engineer/Director of City Engineering Assistant Director of Public Works/City Engineer Principal Engineer Construction Inspection Supervisor Capital Improvement Program Manager C.I.P. Project Manager Engineering Manager Traffic Engineer Assistant Traffic Engineer Field Services Supervisor Civil Engineer Engineering Associate Registered Land Surveyor C.A.D.D. Technician Construction Inspector Senior Engineering Technician Engineering Technician Administrative Specialist Administrative Assistant Division Total Development Engineering Assistant City Engineer Development Engineer Senior Civil Engineer Civil Engineer Senior Engineering Technician Division Total Department Total 70 60 63 61 48 16 SCHEDULE 5 2015-2016 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 12/13 FY 13/14 FY 14/15 FY 15/16 79 72 65 62 48 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 1 3 1 1 11 1 1 1 1 1 1 3 1 1 11 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 2 1 18 22 54 1 1 8 1 2 1 18 22 54 1 8 1 2 1 18 24 55 1 8 1 2 1 18 24 55 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 1 4 1 1 1 9 1 1 4 1 1 1 9 1 1 4 1 1 1 9 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 Grade PARKS AND RECREATION DEPARTMENT Administration Director Parks & Recreation Assistant Director of Parks and Recreation Parks & Golf Course Manager Recreation Superintendent Grant Writer Admin Support Supervisor Administrative Assistant Arts & Culture Program Manager Marketing Specialist Division Total 16 SCHEDULE 5 2015-2016 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade FY 12/13 FY 13/14 FY 14/15 FY 15/16 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 1 7 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 2 4 1 1 9 1 2 4 1 2 10 1 2 4 1 3 11 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 2 2 1 5 2 2 1 5 - Desert Hills Golf Course-Pro Shop Golf Operations Manager Instructor of Golf Assistant Golf Shop Manager Administrative Assistant Division Total 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 2 120 2 2 124 2 2 119 Desert Hills Golf Course Par 3-Maintenance Groundskeeper Division Total Department Total 16 SCHEDULE 5 2015-2016 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 12/13 FY 13/14 FY 14/15 FY 15/16 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 8 1 1 1 1 1 2 3 1 1 12 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 5 1 7 Patrol Police Lieutenant Police Sergeant Police Corporal Master Police Officer Police Officer Civilian Investigator Police Assistant Police Quartermaster Administrative Specialist Division Total 70 61 56 54 50 43 38 33 37 5 13 10 9 84 5 7 1 134 5 13 11 6 92 5 7 1 140 5 13 8 6 95 5 8 1 1 142 5 13 8 6 95 5 8 1 1 142 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 5 23 1 1 1 1 3 4 1 46 2 4 5 25 1 1 1 1 3 4 1 48 2 4 5 25 1 1 1 1 3 4 1 48 Grade 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 16 SCHEDULE 5 2015-2016 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade FY 12/13 FY 13/14 FY 14/15 FY 15/16 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 3 2 1 11 1 3 2 1 7 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 2 12 2 16 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 5 27 1 34 1 5 27 1 34 36 53 33 22 1 1 1 2 5 258 1 1 1 4 7 266 1 1 1 4 7 272 1 1 1 4 7 273 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 68 59 1 2 3 1 2 3 1 2 3 1 2 3 Facility Maintenance Senior Facilities Maintenance Worker Facilities Maintenance Supervisor Facilities Maintenance Worker Custodian Division Total Department Total FIRE DEPARTMENT Administration Fire Chief Assistant Fire Chief Fire Administrative Project Analyst Administrative Specialist Administrative Assistant Division Total Professional Services Fire Battalion Chief Fire Captain-Administration Division Total 16 SCHEDULE 5 2015-2016 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL FY 12/13 FY 13/14 68 59 59 52 47 38 59 3 24 2 24 51 6 1 111 68 53 55 54 68 Grade Operations Fire Battalion Chief Fire Captain Fire Captain-Administration Fire Engineer Fire Fighter/EMT Fire Fighter/Cadet Fire Equipment Fleet Administrator Division Total Community Risk Reduction Fire Marshal Assistant Fire Marshal Fire Plans Examiner/Inspector Fire Inspector Fire Battalion Chief Division Total Department Total CITY TOTAL 1 FY 14/15 FY 15/16 4 24 2 24 51 6 1 112 4 24 2 24 51 6 1 112 4 24 2 24 57 6 1 118 1 2 1 4 125 1 2 3 125 1 1 1 3 125 1 1 1 3 131 910 928 948 950 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 59,487 15,920 19,104 22,288 54 49,572 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 17 SCHEDULE 7 Budget Resolution RESOLUTION NO. R2015-030 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, 2015, AND ENDING JUNE 30, 2016; AND DECLARING THAT SUCH SHALL CONSTITUTE THE ADOPTED BUDGET OF THE CITY OF YUMA FOR SUCH FISCAL YEAR; AND DECLARING NECESSITY OF BOARDS AND COMMISSIONS. 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, 2015, and ending June 30, 2016, and which was tentatively adopted on June 3, 2015; and, WHEREAS, due notice has been given by the City Clerk, as required by law, that the Budget for Fiscal Year 2015-2016 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, 2015, to June 30, 2016, 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 2015-2016, 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, 2015 and ending June 30, 2016. SECTION 2: That the Purposes of Expenditure and the amount finally determined upon for each purpose as set forth in Exhibits A through G 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 2015-2016 Fiscal Year as subject to the State Budget Law.  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 _17th_ day of June 2015. APPROVED: Douglas J. Nicholls Mayor ATTESTED: Lynda Bushong City Clerk APPROVED AS TO FORM Steven W. Moore City Attorney  SECTION A. SCHEDULE 8 2015 LEVY LIMIT WORKSHEET COUNTY OF: YUMA TAX AUTHORITY: CITY OF YUMA Construction 2013 MAXIMUM LEVY A.1 2012 MAXIMUM ALLOWABLE PRIMARY TAX LEVY LIMIT 11,257,646 A.2 LINE A.1 MULTIPLIED BY 1.02 EQUALS 11,482,799 SECTION B. 2015 NET ASSESSED VALUE OF ALL PROPERTY SUBJECT TO TAXATION IN 2014 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. 28,897,799 458,865,819 23,953,585 511,717,203 5,117,172 2015 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. 30,163,985 467,623,779 23,998,263 521,786,027 5,217,860 2015 LEVY LIMIT CALCULATION D.1 ENTER LINE A.2 11,482,799 D.2 ENTER LINE B.5 5,117,172 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 D.6 D.7 D.8 10,068,824 2.2440 5,217,860 11,708,878 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 - LINE D.5 MINUS LINE D.6 AND LINE D.7 EQUALS 2014 ALLOWABLE LEVY Proposed Tax Rate Levy 11,708,878 $ 17 2.0704 10,803,058 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. 175 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. 176