Annual Budget Fi s calYear2016-2017 City of Yuma Arizona 2016-2017 Annual Budget Prepared and Presented By: Gregory K. Wilkinson City Administrator Ricky Rinehart Deputy City Administrator Steven W. Moore City Attorney Lynda L. Bushong City Clerk Laurie L. Lineberry Community Development Jay Simonton Utilities PRESENTED TO: Steve Irr, Chief Fire Department City Council James L. Hamersley Douglas J. Nicholls, Mayor William Craft, James F. Coil, Judge Deputy Mayor Gary Knight Jacob Miller Mike Shelton Edward C. Thomas Gary Wright Information Technology Municipal Court Deborah Wendt Parks & Recreation John Lekan, Chief Police Department Joel Olea Public Works Joshua Scott Engineering Donald (Pat) Wicks About the Cover: The Pacific Avenue Athletic Complex will have six ball fields, park amenities, locker rooms, restrooms, and a concession stand. This project was started in 2016 and is slated to open in late 2017. Conceptual drawing courtesy of Kimley-Horn Finance Ron Corbin Human Resources And The Staff of the City of Yuma City of Yuma Annual Budget Fiscal Year 2016-2017 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 2014-2015 actual expenditures, 2015-2016 adjusted budget, 2015-2016 estimates, and the request for 2016-2017. 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 2016-2017. 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 2017 while Schedule 8 provides the 2016 Maximum Tax Levy Worksheet. Finally, a Glossary is provided. City of YUMA 2016-2017 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 63 72 76 78 83 87 99 104 113 120 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 Capital Budget Detail Pages Debt Management Table of Outstanding Debt 127 130 131 134 139 141 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 145 150 164 165 166 180 181 183 184 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, 2015. This is the twelfth 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 2016-17 In accordance with the Yuma City Charter, I am transmitting the City Administrator’s budget for Fiscal Year 2016-17. This document has been filed with the City Clerk’s office as required and finalizes the annual review process by the City Council. The total budget for FY 2016-17 comes to $226.8 million consisting of an operating budget of $173.6 million, up .5% from last year, and a capital improvement project (CIP) budget of $53.2 million, which is up 62% over FY 2015-16. 1 Growth Happens For several years during and after the Great Recession, the City budget, primarily personnel, and equipment, were cut to reduce expenditures in light of reduced revenues. The last three years sent signals that this trend had reversed and we can say categorically the recession is over! Sales tax revenues, building permits, even state shared revenues continue to improve. This kind of revenue improvement, particularly in building permits, means not only growth in the tax base, but with it comes higher demand for public services. This demand would usually spur a request for additional personnel in the budget. Notably, personal services costs are increasing over 6% for the new year. However, the focus has changed on the reason for the increase. While additional personnel would help greatly to cover the increased demand, the city is now on a heightened campaign to retain current employees. This is most evident in the Police Department who lost 50 personnel in 2015 and where recruitment of quality candidates has always been critical. Now, a concerted effort by other Arizona cities has been mounted to recruit away our valuable officers. But losses of current employees are occurring in other departments as well and our reported turnover rate has reached 13%. Accordingly, the budget includes additional monies to adopt the second half of the 2014 labor market study to improve our competitiveness with other cities. This budget also includes monies for a 17% increase in health insurance rates with an attendant raise in the subsidy for dependent coverage. Even with the LMS adjustment and increased medical dependent offsets some employees will receive no increase in take home pay. Re-introduced in this budget is the benefit of tuition assistance. This small but important benefit was eliminated early in the downturn, but the lack thereof has been cited in losses of some employees. The operational budget has an increase of 1.3% over last year with the majority of the operational budget being flat. Increases in the operational budget include $100,000 in recruiting costs with the Police Department and additional funds ($230,000) for outside attorneys for public defenders and State mandated court interpreters for Municipal Court. Facility Insurance costs have increased city-wide by $500,000 through higher claim activity, including the restoration of the Stewart Vincent Wolfe Creative Playground. Operational supplies increased almost 5% including increases in medical supplies for the Fire Department and purchases of automotive supplies. Medical supplies increased as Yuma Regional Medical Center no longer provides supplies to City ambulances while the increase in automotive supplies reflects the aging vehicular fleet of the City, including some of our police and other vehicles now being over 20+ years old. Our CIP budget shows increases in a number of major projects like the Pacific Avenue Athletic Complex, th th the new Fleet Maintenance Facility, and the 4 Avenue and 16 Street Intersection project. All of these projects have appeared in past CIP budgets, but this year and next, construction will begin on each. For the first time since 2010, CIP funds are included in the Highway User Revenue Fund (HURF). This “new” funding for street construction is, of course, dependent upon the Arizona State Legislature continuing to reduce its sweep of this important funding source again next year. Increases budgeted in Water and Wastewater projects are due to the relatively small rate increases in those funds approved last year which allow for replacement of failed and aging utilities infrastructure. 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 significant 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 forcing us to pay for State agency operations and State implemented special interest tax cuts impacting our revenue, we can no longer afford those previous tax cuts. Revenues Improving Revenues continue to show a positive trend. Sales taxes collectively are estimated to end the year at 4.4% over 2015 while a 3.4% increase is anticipated for FY 2017. Of these, the sales taxes in General, Road and Public Safety Funds actually trend higher for 2016 and 2017 at 5% and 3.5%, respectively. 2 This trend does not hold true for the Two Percent tax with its smaller tax base of bars, restaurants and hotels, as we assume a 2015 increase of 1% and a 2017 projection of just under 3%. Charges for services is expected to post a 9% increase over 2015 with growth in utility charges, radio communication fees and impact fees. 2017 is anticipated to be conservatively flat. Utilities revenues reflect both the small rate increase of last year and consumption changes. Impact fee increases are the result of growth in construction rather than any change in fees. Intergovernmental revenues are expected to post similar results from those of 2015. For 2017, the largest potential increase outside of grant revenues will be State Revenue Sharing which is increasing by some $900,000. Property Taxes Even with the anticipated growth in other revenues for next year, we are not able to absorb increased medical costs, all the increased costs passed on to us from the State, and additional special interest tax cuts which this year hit us with another $1,000,000 revenue loss in construction sales tax which was due to a 25% sales tax cut given only to construction. One glance at the graph above shows that property taxes (the first column in each segment) provide a stable source of revenue for the City’s operations, yet it is one of the smaller major revenues for the City. Staff recommended returning to the maximum tax rate of $2.3517 per $100 of assessed value which Council adopted. The recommended levy is the amount allowed by law and is limited to a 2% increase (over last year’s allowable) plus a factor for growth in the tax base from new parcels. Based on 2016 net assessed values of $516.4 million and a tax rate of $2.3517, the levy for tax year 2016 (FY 2016-2017) will be $12.1 million, an increase of $1.3 million. In terms of tax increase for a residential value of $160,000, the levy would increase from $331 to $376 or $45 per year. A significant factor in this rate is due to the State plan to continue to push the property tax burden from Commercial property owners to home owners and accelerated business depreciation rates. Over the last several years, the State Legislature has been changing the formula for calculating property taxes by lowering the assessment ratio for commercial properties. This ratio, once 25%, is now at 18% for the 2016 tax year, compared to a residential assessment ratio of 10% that has not changed in years. The commercial change from 2015 to 2016 was one-half percent or from 18.5% down to the stated 18%. What this flurry of numbers means is the net assessed value of commercial property declined overall for 2016 while it increased for residential taxpayers. While this increase reflects an improving overall market value of homes in the area and is a sigh of relief for homeowners, the same market increase is not manifesting itself in the total net assessed value. Accordingly, the City’s total net assessed value has 3 again declined 1% for this year’s calculation from $521.7 million to $516.4 million. Due to the State legislative property tax burden shift, the commercial values dropped 7% year-to-year while residential values grew by 3.7%! Had commercial values been left alone, the net assessed value would increase negating the need for the adopted increase. Observations on the Budget 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, even with the addition this year of HURF-funded CIP. The estimated shortfall now rests at $100 million. While the state’s budget is not yet set, they are currently sitting on over a $1 billion dollar surplus. We remain hopeful the State will provide the full HURF funding allotment to the City as they have indicated. 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 road and bridges. 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 several years. 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. The Year Ahead The budget for FY 2016-17 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 in the May 2016 vote of the people. 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. Previous dips in property valuations 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. 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 2016 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 412-Desert Hills Golf Course 421-Water Fund 431-Wastewater Fund 461-Solid Waste Fund 501-Equipment Maintenance Fund 502-Insurance Reserve Fund 2-Materials and Supplies 001-General Fund 003-Riverfront Redevelopment 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 425-Water Grants Fund 431-Wastewater Fund 440-Water Revenue Bond Fund 461-Solid Waste Fund 501-Equipment Maintenance Fund 502-Insurance Reserve Fund 511-Equip Replacement Fund 531-Workers Compensation 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 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 232-2015B MPC Debt Svc Fund 233-2015D MPC Debt Svc Fund 2017 BUDGET REQ-BDG In 2014, the City conducted a labor 74,978,845 53,519,341 2,533,814 2,325,216 6,836 1,984,342 97,105 1,605,635 532,773 875,568 5,202,973 4,252,331 953,978 1,010,190 78,743 59,470,969 9,785,827 4,000,557 1,052,209 1,669,647 3,059,230 134,151 13,195,523 1,623,659 915,151 1,167,193 7,109,540 65,750 500,000 6,316,986 2,680,074 2,541,116 1,705,467 308,024 1,640,865 79,713,151 57,336,494 2,619,305 2,407,255 7,042 2,325,240 101,363 1,323,878 610,482 951,294 5,568,617 4,346,223 951,150 1,080,273 84,535 60,303,390 10,434,841 4,344,241 1,495,288 1,651,733 3,229,893 136,977 11,008,732 1,544,177 1,650,000 1,169,474 7,627,401 65,750 350,000 6,736,409 2,769,647 2,650,890 1,761,043 36,029 1,640,865 4,734,306 market study to improve our 3,817,153 competitiveness with other cities. 85,491 Due to budgetary constraints the 82,039 City only implemented half of the 206 study in FY2015 and was unable to fund the second half in FY2016. This 340,898 year the City is implementing the 4,258 second half of the study in order to (281,757) retain and recruit the best 77,709 employees. In addition, there is a 75,726 17% increase in health insurance rates with an attendant raise in the 365,644 subsidy for dependent coverage. As 93,892 expected, last fiscal year's Public (2,828) Safety Pension increase of $2 million 70,083 did not recur; however, a smaller 5,792 increase of $300,000 for police and fire pension is not insignificant. 832,421 649,014 - Operating costs increased $800,000 343,684 for all funds. Without the decrease in grant funds, the operating budget 443,079 would have increased $2.4 million. (17,914) Some of the more significant 170,663 increases to our operating budget 2,826 include $500,000 for higher facility (2,186,791) insurance costs; $800,000 for technical services (primarily (79,482) software maintenance); $230,000 for 734,849 outside attorneys for public 2,281 defenders and; $100,000 for 517,861 additional recruiting costs for teh - Police department. The City has seen a high turnover in the police (150,000) department due to retirements and 419,423 officers leaving for higher pay - elsewhere. HURF and City Road Tax 89,573 expenditures increased for street 109,774 maintenance that can no longer be pushed out to future years. Water 55,576 and Wastewater expenditures have (271,995) also increased for facility - maintenance for the same reason. 28,414,819 25,927,169 (2,487,650) 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 - 2,851,431 377,308 6,650,341 2,451,916 262,585 2,070,981 2,978,488 6,568 3,747,951 4,529,600 (2,368,889) (2,301,170) (4,803,625) (1,950) (6,417) (988,025) (295,125) 3,747,951 4,529,600 Debt service expenditures are showing a decrease due to a major refunding that was completed in October 2015. This refinancing lowered the effective interest rate and gave the City a $5.8 million savings in debt payments in fiscal year 2016. The City issued new bonds totaling $24 million for the new Pacific Avenue Athletic Complex and the new Fleet Maintenance Facility. 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 2016 BUDGET 4-Capital Outlay 001-General Fund 101-Highway User Revenue Fund 102-City Road Tax Fund 111-Public Safety Tax Fund 1xx-Grant Funds 405-YRCS Fund 406-YRCS Fund Communication Grants 412-Desert Hills Golf Course 421-Water Fund 431-Wastewater Fund 461-Solid Waste Fund 501-Equipment Maintenance Fund 511-Equip Replacement Fund 5-Capital Projects 101-Highway User Revenue Fund 102-City Road Tax Fund 111-Public Safety 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 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 333-CIP 2015 Excise Revenue Bond 436-Wastewater Grants Fund Grand Total 2017 BUDGET REQ-BDG 9,913,351 7,692,203 (2,221,148) 31,029 18,409 22,588 709,000 837,150 1,115,250 72,427 121,651 1,288 1,137 6,983,422 32,800,000 4,327,800 191,200 2,352,300 6,981,222 130,000 380,000 70,000 362,700 3,192,972 2,902,806 18,000 18,000 18,000 18,000 18,000 1,880,000 4,289,000 4,535,000 1,100,000 15,000 145,200 167,200 21,000 1,042,500 207,000 53,000 27,903 111,200 242,200 5,000 5,670,000 53,162,500 1,305,000 6,351,000 50,000 291,200 2,206,800 1,865,000 1,170,000 75,000 230,000 65,000 2,172,500 50,000 1,047,500 477,500 3,655,000 6,101,000 4,120,000 21,930,000 - 114,171 148,791 (1,588) 333,500 (630,150) 53,000 (1,087,347) 38,773 120,549 3,712 (1,137) (1,313,422) 20,362,500 1,305,000 2,023,200 50,000 100,000 (145,500) (5,116,222) 1,170,000 (55,000) (150,000) (5,000) 1,809,800 (3,142,972) (1,855,306) (18,000) (18,000) (18,000) (18,000) 459,500 1,775,000 1,812,000 (415,000) (1,100,000) 21,930,000 (15,000) 205,577,984 226,798,413 21,220,429 6 Capital outlay expenditures will 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. This year new bond proceeds will be used to construct the new Pacific Avenue Athletic Complex and the new Fleet Maintenance Facility. In addition for the first time since 2010, HURF funding will be used for street maintenance projects. The increase in Water and Wastewater CIP projects is possible because of relatively small rate increases in those funds approved last year which allow for replacement of failed and aging utilities infrastructure. Budget by Classification and Fund 2016 BUDGET 1-Personal Services 001-General Fund 101-Highway User Revenue Fund 102-City Road Tax Fund 111-Public Safety Tax Fund 2017 BUDGET 74,978,845 53,519,341 2,533,814 2,325,216 6,836 79,713,151 57,336,494 2,619,305 2,407,255 7,042 REQ-BDG 4,734,306 3,817,153 85,491 82,039 206 In 2014, the City conducted a labor market study to improve our competitiveness with other cities. Due to budgetary constraints the City only implemented half of the study in FY2015 and was unable to Budget by Classification and Fund 1-Personal Services 001-General Fund Pension Labor Market Study 5101-Full Time Wages 5102-Part Time Wages 5103-Overtime Wages 5104-Standby Wages 5202-Moving/Relocation Allowance 5301-FICA-Social Security 5302-FICA-Medicare 5303-Pension 01-Mayor and Council 02-Municipal Court 10-City Administration 13-City Attorney 15-Information Tech Services 17-Finance 19-Human Resources 30-Community Development 42-Engineering 42-Public Works 50-Parks and Recreation 60-Police 70-Fire 5304-Health-Life-Dental Ins 5305-Workmans Compensation Ins 5909-Intracity Work Order Charge 6902-Miscellaneous Expense 20-General Government 2016 BUDGET 2017 BUDGET 74,978,845 79,713,151 4,734,306 32,894,315 1,320,333 1,660,889 255,069 1,691,828 519,068 9,788,276 25,113 146,282 158,265 90,381 196,684 132,714 67,814 244,288 35,136 1 340,974 4,750,157 3,600,467 3,960,864 1,428,699 - 32,967,632 1,230,450 1,758,657 238,716 1,717,179 522,735 10,183,272 13,746 129,607 162,853 91,353 198,096 135,995 65,517 247,945 34,191 397,642 4,993,534 3,712,793 4,999,647 1,225,943 2,492,263 2,492,263 73,317 (89,883) 97,768 (16,353) 25,351 3,667 394,996 (11,367) (16,675) 4,588 972 1,412 3,281 (2,297) 3,657 (945) (1) 56,668 243,377 112,326 1,038,783 (202,756) 2,492,263 2,492,263 REQ-BDG 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 variances column (“REQ-BDG”). Another noticeable change in payroll-related is a $1 million increase in health insurance costs. The labor market study increases are budgeted under Miscellaneous Expenses until the budget is adopted. This will be allocated to the departments budgets after the personnel records have been changed. Like the General Fund, similar increases are incurred in other funds in which Payroll expenses are recorded. The reader is now able to experience first-hand the tool used in the analytical review of this budget. Readers may recognize in these views the underlying pivot table of a Microsoft Excel workbook. Click here to open the Pivot table and review the City of Yuma budget in more detail. 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. Our Core Values Our Vision Building on our heritage, our vision for Yuma is a community that is livable and competitive. 8 CITIZENS OF YUMA MAYOR and COUNCIL MUNICIPAL COURT CITY ADMINISTRATOR DEPUTY 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 10 Operating Budget Guidelines Develop Annual Dept. Budgets JUNE Council Worksession Review Public Hearing & Budget Adoption Prepare Forecast Models CIP Budget Guidelines Submit CIP Requests Review CIP Requests Develop CIP Budget Council Worksession Review Financial Policies – Financial policies provide guidance and direction while developing the operating and capital improvement project’s (CIP) budget and managing the fiscal responsibilities of the City. Their framework lends to responsible long range planning. With these tools, the City continues its quality accounting practices per the Government Finance Officers’ Association and Governmental Accounting Standards Board standards. The City must follow general budget legal requirements established by Arizona law and the City Charter when preparing the annual budget. The chart to the right outlines the various actions and deadlines that must be followed. Under each category are the requirements listed by State Law and City Charter rule. City Charter Deadline Arizona State Statute Deadline Process Dates City Administrator presents proposed operating budget to Council On or before first Monday in June NA April 1 Publish CIP summary and Notice of Public Hearing No less than two weeks prior to Public Hearing NA March 12 May 1 NA April 1 Prior to CIP program adoption NA April 20 City Administrator submits Preliminary Budget to Council NA NA April 6 Preliminary Budget adoption NA NA April 6 On or before first of July NA May 4 NA Once a week for two consecutive weeks following preliminary budget adoption April 26 & May 3 NA Before final budget adoption May 4 N/A No later than second Monday in August May 4 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 May 18 Action Required City Administrator submits Preliminary Ten-Year CIP to Council CIP Public Hearing Statutory Limitations CIP program adoption 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. Publish summary of budget and Notice of Public Hearing prior to final budget adoption Truth-In-Taxation Public Hearing; Public hearing for budget Final budget adoption The Arizona Constitution mandates an expenditure limitation on the amount the City can appropriate each fiscal year. Property Tax Levy 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. 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 Two Percent 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 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. Fiscal Year 2016-2017 Budget SummaryFund Group Balance, July 1 2014-2015 2015-2016 Actual Estimate $ 107,582,301 $ 111,750,995 Special Capital Debt General Revenue Projects Service $ 16,402,943 $ 20,147,399 $ 34,568,909 $ Internal 119,950 Enterprise $ 60,358,512 Service $ 8,834,027 2016-2017 Total $ 140,431,740 Sources: Revenues Property Taxes Sales Taxes Franchise taxes 9,612,264 10,776,046 12,319,078 117,000 - - - - 12,436,078 38,040,293 39,729,291 21,231,745 19,862,087 - - - - 41,093,832 3,337,540 3,435,000 3,507,000 - - - - 3,507,000 2,348,150 Building Permits, Zoning and Development Fees - - - 2,211,564 2,435,487 2,348,150 - - - - - 8,285,303 8,725,000 9,000,000 - - - - - 9,000,000 10,974,954 10,915,452 11,900,000 - - - - - 11,900,000 Vehicle License Tax 3,271,810 3,566,000 3,570,000 - - - - - 3,570,000 State Gasoline Tax 6,908,773 7,000,000 - - - - - 7,000,000 - - - - - - - 5,065,014 3,540,151 - 14,746,410 56,815,131 61,718,504 4,528,222 257,250 State Sales Taxes State Revenue Sharing Lottery Tax Grants Charges for Services Fines, Fees, Interest and Other - 7,000,000 - 3,016,770 - 2,027,903 - 49,947,424 - 16,774,313 3,630,868 61,380,534 - 9,278,106 35,330,400 1,665,818 418,047 36,525 376,558 620,500 6,111,330 9,228,778 153,800,752 187,171,331 380,976,106 42,400,794 3,053,295 376,558 52,595,827 9,742,198 178,238,685 15,848,629 12,851,411 - 119,340 719,813 11,851,471 - - - - - - - - 169,649,381 200,022,742 70,070,013 42,520,134 Police 27,125,073 29,150,327 27,290,149 5,783,934 - - - Fire 16,538,404 18,158,114 15,526,413 2,545,328 - - - Public Works 13,452,689 13,972,382 - 7,714,865 - - 3,460,857 4,775,594 15,951,316 Utilities 29,449,612 27,468,051 - - - 34,985,753 990,000 35,975,753 1,896,653 1,996,044 422,098 2,423,315 - - 13,692,302 14,762,105 8,298,511 4,449,356 - - 3,897,991 4,162,063 3,346,304 1,519,183 - - - - Total Revenues Transfers In Debt Service Reserve Long-Term Debt Proceeds Total Sources - 11,012,318 - 3,053,295 11,388,876 52,595,827 10,462,011 190,090,156 Uses: Expenditures Engineering Parks and Recreation Community Development Administrative Mayor and Council - 1,819,936 - 33,074,083 - 18,071,741 140,000 2,985,413 415,000 14,982,803 - 4,865,487 - 202,756 211,012 224,485 - - - - 224,485 Municipal Court 1,668,296 1,664,205 1,815,993 143,071 - - - 1,959,064 City Administration 3,114,489 3,468,849 2,940,525 4,801,191 - - - City Attorney 1,825,401 2,212,534 1,502,828 4,721 - - - Information Technology 5,450,299 4,957,822 3,082,182 330,500 - - Finance 1,769,258 1,918,907 2,074,234 - - - Human Resources 1,021,321 982,924 1,073,936 - - - - General Government 3,232,097 6,038,564 4,259,311 728,763 - - 505,774 866,904 394,965 168,916 - - 197,615 1,377,505 - - 2,526,900 36,029 5,699,557 - Capital Labor Intracity Cost Allocation Debt Service - - 18,345,926 14,732,379 Capital Improvements 6,082,587 12,239,339 Total Expenditures 149,632,058 158,490,586 Debt Service Reserve - - Interfund Loan Payback - - 15,848,629 12,851,411 165,480,687 171,341,997 Transfers Out Total Uses Balance, June 30 (3,940,434) $ 111,750,995 $ 140,431,740 $ 67,916,535 - - 10,301,998 29,082,500 42,292,646 29,082,500 11,506,290 11,506,290 3,712,415 - 10,168,000 63,076,807 7,741,716 703,976 2,211,525 - 7,125,097 34,000 2,108,234 5,829,036 11,322,884 1,073,936 366,531 12,923,635 - 17,205,847 49,552,498 226,798,413 - 4,595,805 6,923,773 72,512,340 49,216,419 13,960,616 $ 13,451,114 $ The Fund Information section explores the city’s funds in detail. 15 29,082,500 8,539,704 $ 11,506,290 2,536 $ 327,902 3,991 11,851,471 63,404,709 12,927,626 238,649,884 49,549,630 $ 6,368,412 $ 91,872,012 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 is now 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 (2014 Census est.) City of Yuma Population 93,400 2000 City of Yuma Population 77,515 Growth % 2000 - 2010 for City of Yuma 20.5% Current (2015 Census est.) Population of Yuma County 204,275 2000 Population of Yuma County 160,026 Growth % 2000 - 2015 for Yuma County 2000 Primary Assessed Valuation 27.6% $253,318,190 (46.7 % of County) 2016 Primary Assessed Valuation (46.3 % of County) $516,395,727 2000 Yuma County Primary Assessed Valuation $543,102,591 2016 Yuma County Primary Assessed Valuation $1,116,022,260 # 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 22 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 2 4 (Arizona Western College; Northern Arizona University – Yuma; University of Arizona; University of Phoenix) # of Colleges/Universities % of households over $100,000 income Average 12.7% Average Median Home Sales Price (City of Yuma) $132,600 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 Fund 31 Capital Projects Fund 33 Enterprise Funds Water Funds Wastewater Funds Yuma Regional Comm. System Fund Solid Waste Fund Desert Hills Golf Course Fund 34 37 40 41 42 Internal Service Funds Equipment Replacement Fund Equipment Maintenance Fund Insurance Reserve Fund Workers Compensation Fund 43 43 44 44 The following pages list each of the city’s funds including a description of the fund’s major sources of revenue and a recap of the changes in budget for the fiscal year. GENERAL FUND The General Fund is the main operating fund of the city. It accounts for all or a portion of every department. Its main revenue sources are general-purpose taxes such as property taxes, the 1% city sales tax and state-shared revenues. Other revenues include unrestricted charges such as business licenses, building permits and zoning fees. A discussion of the fund’s major revenues follows. Revenues Local taxes These taxes are general purposes taxes applying to all services in the General Fund. Millions General sales tax: This is the largest single source of revenues for the General Fund and averages around one third of general revenues. This one-percent transaction privilege tax is levied on business conducted within the city. The program is administered by the Arizona Department of Revenue for the city. Historically, this revenue source averaged increases of seven percent; however, with the slower economy sales taxes have not been quite so robust. Fortunately, the tax 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 2017. Interest/Misc 1% 25 Fines 2% Licenses/ Permits 4% 20 Charges 7% Vehicle Tax 5% 15 Property Tax 18% Income Tax 17% 10 Franchises 5% 5 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 State Sales Income Tax Property Tax Vehicle Lic City Sales State Sales 13% Sales Tax 30% Property tax: The Arizona Constitution limits property taxes. The formula allows for a two-percent increase in the actual levy of the previous year with an additional adjustment to reflect growth (new construction) in the tax base. Higher growth in total assessed valuation lowers the tax rate and conversely, declining assessed valuation increases the tax rate. For tax year 2016 (fiscal year 2016-2017), the city’s assessed value for the same property declined once again; however, the decline was not because of full value assessments. Instead, the value dropped because of assessment ratio reductions for commercial properties. Overall, residential properties increase over 3% 19 while commercial properties dropped 7%. To assure a stable base for General Fund operations, the City will return the levy to the normal allowable rate. As approved, the tax rate increases to $2.3517 and the tax levy to $12.1 million. The 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 2017, state sales tax is projected to increase almost 3.2% over 2016 collections. 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 estimated budgeted Ten-year History of General Fund - Major State Sales Income Tax City Sales 8,183,389 12,518,210 20,479,636 7,105,464 13,355,611 18,961,775 6,553,752 11,530,338 17,461,629 6,856,996 8,692,400 17,635,454 7,272,049 7,854,670 18,470,938 7,600,328 9,506,288 19,248,864 7,507,882 9,656,745 19,517,306 8,285,303 10,974,954 19,536,924 8,725,000 10,915,452 20,513,760 9,000,000 11,900,000 21,231,745 Revenues Prop Tax 7,890,155 8,402,118 9,256,623 9,429,548 9,640,017 9,143,721 9,107,069 9,307,197 10,479,046 12,144,078 Vehicle Lic 3,518,856 3,445,486 3,302,485 3,250,436 3,108,562 2,948,529 3,251,904 3,271,810 3,566,000 3,570,000 Income taxes: Established by voter initiative in 1972 at 15% of total personal and corporate income tax (collected two years earlier), this tax is distributed to cities and towns by the same basis as state sales tax (the Legislature set the percentage temporarily at 14.8% of collections for fiscal years 2003 and 2004). This revenue is also unrestricted other than to municipal purposes. After declining income tax receipts for the state for several years, this revenue source 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 ENGINEERING PARKS AND RECREATION POLICE DEPARTMENT FIRE DEPARTMENT CAPITAL PROJECTS LABOR INTRACITY COST ALLOCATION 2014-2015 2015-2016 2015-2016 2016-2017 Actual Budget Estimate Budget $ 202,756 $ 229,491 $ 211,012 $ 224,485 1,662,087 1,522,463 1,646,390 1,815,993 2,985,500 2,969,227 3,034,095 2,940,525 1,467,317 1,458,194 1,487,985 1,502,828 2,596,450 2,769,445 2,627,955 3,082,182 1,769,258 1,992,545 1,918,907 2,074,234 1,021,321 1,015,570 982,924 1,073,936 523,795 1,939,244 625,465 4,259,311 2,888,781 3,260,703 3,059,827 3,346,304 282,534 428,696 346,317 422,098 7,865,626 8,244,976 8,276,377 8,298,511 25,000,820 25,897,297 26,072,364 27,290,149 14,823,117 14,914,683 16,056,093 15,526,413 (3,306,337) (3,306,337) (3,940,434) (3,361,079) $ 59,728,283 $ 63,336,197 $ 63,039,374 $ 67,916,535 21 GENERAL FUND Unassigned Fund Balance July 1, Sources: Estimated Revenues Transfers In: Equipment Replacement Fund Grant Fund Total Transfers In Total Sources Uses: Expenditures Personnel Operating Capital Outlay Transfers Out: Yuma Mall Maintenance Fund Radio Communication Fund Debt Service Fund Equipment Replacement Fund Total Transfers Out Total Uses Unassigned Fund Balance June 30, 2014-2015 ACTUAL 17,196,091 2015-2016 BUDGET 15,692,223 2015-2016 ESTIMATE 16,778,309 2016-2017 BUDGET 16,433,486 63,678,017 65,734,915 66,413,588 70,070,013 81,343 218,149 299,492 63,977,509 - - 65,734,915 44,378 44,378 66,457,966 70,070,013 50,961,088 8,553,492 213,703 53,519,344 9,785,824 31,029 53,708,382 9,295,961 35,031 57,336,494 10,434,841 145,200 105,407 288,215 98,256 - 108,214 - 119,340 - 4,273,386 4,610,752 3,273,278 4,103,952 4,667,008 64,395,291 16,778,309 382,863 5,091,871 68,428,068 12,999,070 381,923 3,763,415 66,802,789 16,433,486 381,923 4,605,215 72,521,750 13,981,749 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 Total Uses Unassigned Fund Balance June 30, 2014-2015 ACTUAL 26,168 2015-2016 BUDGET 26,168 2015-2016 ESTIMATE 26,367 2016-2017 BUDGET 26,367 199 199 - - - 26,367 26,168 26,367 26,367 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: Estimated Revenues Transfers In: Two Percent Fund Total Transfers In Total Sources Uses: Expenditures Operating Total Uses Unassigned Fund Balance June 30, 2014-2015 ACTUAL 2015-2016 BUDGET 2015-2016 ESTIMATE 2016-2017 BUDGET - - - - - - - - 125,780 125,780 125,780 - - - 125,780 125,780 - - - - 23 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 2014-2015 Actual $ 309,502 64,846 195,686 908,430 1,901,310 403,871 856,047 393,586 $ 5,033,278 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 2015-2016 Estimate $ 360,639 13,084 389,852 928,171 2,687,141 428,931 1,044,467 478,664 $ 6,330,949 2016-2017 Budget $ 208,268 369,640 62,991 379,778 948,962 3,090,420 439,944 1,112,310 518,433 $ 7,130,746 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. HURF funds have not been used for Capital Projects since fiscal year 2010, due to the decrease in revenues. The State Legislature reduced its sweep of HURF revenues the last two years allowing the fund balance to return to a healthier level. In fiscal year 2017, the City will be using HURF funds for Capital projects again. A list of the Capital Improvement Projects is in the Capital Spending and Debt Management Section. Whether the fund will support continued capital projects into the future will depend upon the State Legislature’s appetite for other government’s money. 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 Capital Improvements Transfers Out: Debt Service Fund Equipment Replacement Fund Total Transfers Out Total Uses Unassigned Fund Balance June 30, 2014-2015 ACTUAL 881,668 2015-2016 BUDGET 1,886,207 2015-2016 ESTIMATE 2,665,391 2016-2017 BUDGET 3,235,390 6,920,070 6,920,070 6,690,571 6,690,571 7,010,153 7,010,153 7,006,000 7,006,000 2,143,151 2,890,129 - 2,533,814 4,000,557 18,409 - 2,232,441 4,086,508 12,000 - 2,619,305 4,344,241 167,200 1,305,000 103,067 103,067 5,136,347 2,665,391 10,659 10,659 6,563,439 2,013,339 97,413 11,792 109,205 6,440,154 3,235,390 116,599 11,792 128,391 8,564,137 1,677,253 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 were 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 Transfers Out: City Road Tax Total Transfers Out Total Uses Unassigned Fund Balance June 30, 2014-2015 ACTUAL 144 2015-2016 BUDGET 144 - 144 144 144 - 25 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2015-2016 ESTIMATE LTAF 423,054 394,161 426,236 75,764 2016-2017 BUDGET - - - - - - - - 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 Transfers In: Local Transporation Assistance Fund Total Transfers In Total Sources Uses: Expenditures Personnel Operating Capital Outlay Capital Improvements Transfers Out: Debt Service Fund Equipment Replacement Fund Total Transfers Out Total Uses Unassigned Fund Balance June 30, 2014-2015 ACTUAL 7,810,204 2015-2016 BUDGET 8,645,259 2015-2016 ESTIMATE 8,915,485 2016-2017 BUDGET 11,815,169 10,184,858 10,423,884 11,010,122 10,779,070 144 144 10,185,002 10,423,884 11,010,122 10,779,070 1,788,778 2,052,073 52,902 379,534 2,325,216 1,052,209 22,588 4,327,800 1,725,516 1,063,514 22,588 1,326,709 2,407,255 1,495,288 21,000 6,351,000 4,806,434 4,806,434 9,079,721 8,915,485 4,918,824 10,659 4,929,483 12,657,296 6,411,847 3,960,319 11,792 3,972,111 8,110,438 11,815,169 4,544,525 11,792 4,556,317 14,830,860 7,763,380 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 3.5% increase in 2017. 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 - 2008 4,093,834 2009 3,790,422 2010 3,490,540 2011 3,525,292 2012 3,692,304 2013 3,847,810 2014 3,901,471 2015 3,905,092 2016 4,100,660 2017 4,244,180 For 2017, 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 FY17. 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, 2014-2015 ACTUAL 4,842 2015-2016 BUDGET 322,210 2015-2016 ESTIMATE 3,166 2016-2017 BUDGET 1,661,332 3,938,881 3,938,881 4,152,459 4,152,459 4,131,707 4,131,707 4,276,727 4,276,727 6,758 959,225 - 6,836 1,669,647 709,000 - 9,798 1,669,507 652,800 - 7,042 1,651,733 1,042,500 50,000 2,974,574 2,974,574 3,940,557 3,166 1,583,751 1,583,751 3,969,234 505,435 141,436 141,436 2,473,541 1,661,332 946,613 946,613 3,697,888 2,240,171 27 TWO PERCENT TAX FUND This fund accounts for its namesake revenue source. Begun in 1971, renewed for 15 years 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 FY17 is projected at 3% increase over estimated FY16 collections. 5.50 5.00 4.50 4.00 Two Percent Tax 3.50 3.00 2.50 2.00 1.50 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 4,424,339 4,358,638 4,253,060 4,425,556 4,665,216 4,652,118 4,575,499 4,831,175 4,859,730 5,003,837 TWO PERCENT TAX FUND Unassigned Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Personnel Operating Capital Improvements Transfers Out: Riverfront Redevelopment Debt Service Fund Desert Hills Golf Course Fund Equipment Replacement Fund Total Transfers Out Total Uses Unassigned Fund Balance June 30, 2014-2015 ACTUAL 4,787,981 2015-2016 BUDGET 4,183,900 2015-2016 ESTIMATE 4,416,671 2016-2017 BUDGET 3,499,658 5,380,152 5,380,152 5,253,569 5,253,569 5,346,812 5,346,812 5,473,587 5,473,587 2,152,952 2,300,961 471,769 1,984,342 3,059,230 191,200 2,015,832 2,863,351 170,000 2,325,240 3,229,893 291,200 125,780 700,000 825,780 5,751,462 4,416,671 972,015 358,827 1,330,842 6,565,614 2,871,855 939,644 274,998 1,214,642 6,263,825 3,499,658 1,124,707 28 274,998 1,399,705 7,246,038 1,727,207 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 - 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Taxes Collected 105,390 154,174 117,794 170,807 142,151 119,403 81,320 103,350 117,000 117,000 General Fund Transfer 157,139 106,184 90,809 120,863 - 22,073 109,578 105,407 108,214 119,340 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, 2014-2015 ACTUAL 2015-2016 BUDGET 2015-2016 ESTIMATE 2016-2017 BUDGET - - - - 105,330 133,000 119,000 119,000 105,407 105,407 210,737 98,256 98,256 231,256 108,214 108,214 227,214 119,340 119,340 238,340 92,141 118,596 210,737 - 97,105 134,151 231,256 - 96,170 131,044 227,214 - 101,363 136,977 238,340 - 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, and the Appropriated Grants Fund. The largest continuing grant is the Community Development Block Grant (CDBG). The city continues to seek grant funding for a number of transportation, communication and parks projects with related capital projects expenditures planned in the fund. All grant funds are restricted to the purposes for which the grants were authorized. Those purposes range from parks improvements to overtime compensation for police officers. This fund’s budget will vary significantly from year to year as the city budgets for all grants for which staff believes it has a reasonable chance of award. This often causes a distinct variance between the budget of a given year and its actual revenues and expenditures. GRANT FUNDS Unassigned Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Personnel Operating Capital Outlay Capital Improvements Transfers Out: General Fund Total Transfers Out Total Uses Unassigned Fund Balance June 30, 2014-2015 ACTUAL 2015-2016 BUDGET 2015-2016 ESTIMATE 2016-2017 BUDGET - - - - 4,493,492 4,493,492 17,990,608 17,990,608 3,480,793 3,480,793 14,746,410 14,746,410 1,742,974 1,563,350 853,395 115,624 1,605,635 13,195,523 837,150 2,352,300 1,191,502 1,260,274 354,200 630,439 1,323,878 11,008,732 207,000 2,206,800 218,149 218,149 4,493,492 - 17,990,608 - 44,378 44,378 3,480,793 - 14,746,410 - 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 2010 Refunding MPC Debt Service Fund, 2015 MPC Senior Lien Excise Tax Revenue and Revenue Refunding Debt Service Fund, and the 2015 MPC Senior Lien Road Tax and Subordinate Lien Excise Tax Revenue Refunding Debt Service Fund. The 2015 Excise Tax Revenue bonds generated $24.1m 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 Transfers In: General Fund Desert Hills Golf Course Fund Highway Users Revenue Fund Road Tax Fund Solid Waste 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, 2014-2015 ACTUAL 2015-2016 BUDGET 2015-2016 ESTIMATE 2016-2017 BUDGET - - - - 63 - - - 4,273,386 103,067 4,806,434 21,321 63,373 24,456 2,974,574 12,266,611 12,266,674 4,610,752 4,918,824 138,547 51,378 51,798 972,015 1,583,751 12,327,065 12,327,065 3,273,278 1,753 97,413 3,960,319 137,872 49,746 55,071 939,644 141,436 8,656,532 8,656,532 4,103,952 2,099 116,599 4,544,525 165,026 59,543 65,917 1,124,707 946,613 11,128,981 11,128,981 12,266,674 12,266,674 - 12,327,065 12,327,065 - 8,656,532 8,656,532 - 11,128,981 11,128,981 - In fiscal year 2016, the City refunded 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. The refunds amounted to approximately $67.8m in governmental funds and $93.6m in proprietary funds (water and sewer). In addition to governmental debt, the City also records the activity of one Improvement District. Improvement District 68 was 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. 31 IMPR DISTRICT #68 DEBT SERVICE Unassigned Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Debt Service Total Uses Unassigned Fund Balance June 30, 2014-2015 ACTUAL 4,696 2015-2016 BUDGET 31,546 2015-2016 ESTIMATE 4,016 2016-2017 BUDGET 3,286 379,005 379,005 383,725 383,725 375,560 375,560 376,558 376,558 379,685 379,685 4,016 383,725 383,725 31,546 376,290 376,290 3,286 377,308 377,308 2,536 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 issued 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, 2014-2015 ACTUAL 12,711,558 2015-2016 BUDGET 11,461,738 2015-2016 ESTIMATE 12,142,543 2016-2017 BUDGET 34,568,909 1,227,075 - 746,500 22,500,000 1,771,617 24,150,000 3,053,295 - 1,569,281 49,308 1,618,589 2,845,664 3,656,432 1,200,000 4,856,432 28,102,932 2,029,784 1,176,026 3,205,810 29,127,427 3,053,295 3,414,679 14,109,700 6,701,061 29,082,500 3,414,679 12,142,543 14,109,700 25,454,970 6,701,061 34,568,909 29,082,500 8,539,704 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 2017 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 2017 2016 2015 2014 2013 2012 2011 2010 2009 2008 - 5.0 10.0 15.0 20.0 25.0 2008 Water Sales 21,420,922 2009 22,866,202 2010 22,054,773 2011 21,995,910 2012 20,936,133 2013 20,855,574 2014 21,443,625 2015 20,168,352 2016 21,947,900 2017 22,300,000 Capacity 2,323,817 1,413,426 982,491 794,772 1,694,288 2,206,590 1,807,661 1,991,000 1,497,000 2,611,726 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, 2014-2015 ACTUAL 6,872,999 2015-2016 BUDGET 9,293,747 2015-2016 ESTIMATE 8,900,480 2016-2017 BUDGET 15,339,186 21,412,815 21,412,815 22,791,577 22,791,577 23,783,741 23,783,741 23,725,150 23,725,150 5,117,666 6,539,710 8,779 7,655,806 - 5,202,973 7,109,540 72,427 7,638,366 1,880,000 5,139,762 6,026,445 67,427 5,973,155 88,500 5,568,617 7,627,401 111,200 6,650,341 3,655,000 63,373 63,373 19,385,334 8,900,480 51,378 51,378 21,954,684 10,130,640 49,746 49,746 17,345,035 15,339,186 59,543 59,543 23,672,102 15,392,234 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 Operating Total Uses Unrestricted Fund Balance June 30, 2014-2015 ACTUAL 147,566 2015-2016 BUDGET 128,066 2015-2016 ESTIMATE 134,091 2016-2017 BUDGET 94,241 4,916 4,916 2,500 2,500 200 200 200 200 18,391 18,391 134,091 65,750 65,750 64,816 40,050 40,050 94,241 65,750 65,750 28,691 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 Total Uses Unrestricted Fund Balance June 30, WATER SYSTEM DEVELOPMENT Unrestricted Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Debt Service Total Uses Unrestricted Fund Balance June 30, 2014-2015 ACTUAL 4,715,149 2015-2016 BUDGET 3,796,567 2015-2016 ESTIMATE 4,087,816 2016-2017 BUDGET 3,638,900 1,824,583 1,824,583 1,501,500 1,501,500 2,003,000 2,003,000 1,503,000 1,503,000 2,451,916 2,451,916 4,087,816 2,451,916 2,451,916 2,846,151 2,451,916 2,451,916 3,638,900 2,451,916 2,451,916 2,689,984 2014-2015 ACTUAL 365,056 2015-2016 BUDGET 206,070 2015-2016 ESTIMATE 271,764 2016-2017 BUDGET 159,539 169,294 169,294 100,190 100,190 150,360 150,360 125,150 125,150 262,586 262,586 271,764 262,585 262,585 43,675 262,585 262,585 159,539 262,586 262,586 22,103 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, 2014-2015 ACTUAL 6,584,332 2015-2016 BUDGET 5,791,288 2015-2016 ESTIMATE 6,259,287 2016-2017 BUDGET 4,421,670 10,215 10,215 1,000 1,000 10,000 10,000 2,000 2,000 82,135 253,125 335,260 6,259,287 4,535,000 4,535,000 1,257,288 1,847,617 1,847,617 4,421,670 4,120,000 4,120,000 303,670 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 Uses: Expenditures Operating Total Uses Unrestricted Fund Balance June 30, 2014-2015 ACTUAL 2015-2016 BUDGET 2015-2016 ESTIMATE 2016-2017 BUDGET - - - - 79,178 79,178 500,000 500,000 12,325 12,325 350,000 350,000 79,178 79,178 - 500,000 500,000 - 12,325 12,325 - 350,000 350,000 - 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 18.0 for wastewater is similar to that 16.0 of the Water 14.0 Fund. Overall, there are fewer 12.0 wastewater 10.0 customers compared to 8.0 water, as a 6.0 number of water customers, 4.0 particularly 2.0 those outside the city limits, 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 are not served Cap 2,990,961 4,698,758 1,690,034 5,102,855 7,731,967 4,112,435 2,587,756 2,969,558 2,991,000 2,495,000 by the Wstwtr Rev 13,127,920 13,366,037 13,702,575 14,880,860 14,501,799 14,653,507 14,814,187 14,432,036 16,749,000 15,747,000 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: Debt Service Fund Total Transfers Out Total Uses Unrestricted Fund Balance June 30, 2014-2015 ACTUAL 14,842,167 2015-2016 BUDGET 17,263,999 2015-2016 ESTIMATE 16,823,146 2016-2017 BUDGET 21,880,907 14,531,775 14,531,775 15,040,000 15,040,000 16,833,300 16,833,300 15,802,000 15,802,000 3,807,165 5,578,524 191,870 2,371,307 577,474 4,252,331 6,316,986 121,651 2,366,106 4,304,000 3,855,893 5,700,827 55,000 1,868,705 240,043 4,346,223 6,736,409 242,200 2,070,981 6,101,000 24,456 24,456 12,550,796 16,823,146 51,798 51,798 17,412,872 14,891,127 55,071 55,071 11,775,539 21,880,907 65,917 65,917 19,562,730 18,120,177 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 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 Total Uses Unrestricted Fund Balance June 30, 2014-2015 ACTUAL 10,359,054 2015-2016 BUDGET 9,983,635 2015-2016 ESTIMATE 10,577,752 2016-2017 BUDGET 10,813,332 3,004,157 193,068 3,197,225 2,410,000 193,068 2,603,068 3,021,000 193,068 3,214,068 2,510,000 193,068 2,703,068 2,978,527 2,978,527 10,577,752 2,978,488 2,978,488 9,608,215 2,978,488 2,978,488 10,813,332 2,978,489 2,978,489 10,537,911 2014-2015 ACTUAL 275,365 2015-2016 BUDGET 241,642 2015-2016 ESTIMATE 304,839 2016-2017 BUDGET 271,003 229,080 229,080 165,900 165,900 165,800 165,800 165,800 165,800 193,068 6,538 199,606 304,839 193,068 6,568 199,636 207,906 193,068 6,568 199,636 271,003 193,068 6,567 199,635 237,168 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. 38 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, 2014-2015 ACTUAL 914,496 2015-2016 BUDGET 915,567 2015-2016 ESTIMATE 917,431 2016-2017 BUDGET 919,781 2,935 2,935 750 750 2,350 2,350 1,000 1,000 917,431 916,317 919,781 920,781 2014-2015 ACTUAL 143,188 2015-2016 BUDGET 143,288 2015-2016 ESTIMATE 143,598 2016-2017 BUDGET 143,898 410 410 100 100 300 300 100 100 143,598 143,388 143,898 143,998 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 Capital Improvements Total Uses Unrestricted Fund Balance June 30, 2014-2015 ACTUAL 1,250,439 2015-2016 BUDGET 1,099,500 2015-2016 ESTIMATE 1,132,449 2016-2017 BUDGET 3,979 1,997 1,997 500 500 2,000 2,000 - 119,987 119,987 1,132,449 1,100,000 1,100,000 - 1,130,470 1,130,470 3,979 3,979 The Wastewater Grant Fund was established to account for Federal and State grants the City has been awarded along with budgeting for future possible grants. WASTEWATER GRANT FUND Unrestricted Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Capital Improvements Total Uses Unrestricted Fund Balance June 30, 2014-2015 ACTUAL 2015-2016 BUDGET 2015-2016 ESTIMATE 2016-2017 BUDGET - - - - 14,130 14,130 - 14,130 14,130 - 14,130 14,130 - - 14,130 14,130 - - 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 Total Sources Uses: Expenditures Personnel Operating Capital Outlay Total Uses Unassigned Fund Balance June 30, 2014-2015 ACTUAL 772,202 2015-2016 BUDGET 1,138,384 2015-2016 ESTIMATE 1,215,562 2016-2017 BUDGET 1,120,681 1,747,868 1,769,879 1,738,479 1,845,693 288,215 288,215 2,036,083 1,769,879 1,738,479 1,845,693 446,765 1,134,431 11,527 1,592,723 1,215,562 532,768 1,623,659 2,156,427 751,836 458,664 1,374,696 1,833,360 1,120,681 610,482 1,544,177 53,000 2,207,659 758,715 2014-2015 ACTUAL 2015-2016 BUDGET 2015-2016 ESTIMATE 2016-2017 BUDGET - - - - 478,214 478,214 2,030,406 2,030,406 32,903 32,903 1,677,903 1,677,903 356,647 121,567 478,214 - 915,156 1,115,250 2,030,406 - 5,000 27,903 32,903 - 1,650,000 27,903 1,677,903 - 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. In 2000, the Environmental Solid Waste Fee was created to offset the ever-increasing costs of landfill disposal and to cover the city’s neighborhood cleanup program, its recycling efforts and its household hazardous waste collection efforts. This fee pays for pass through costs for landfill services and extra sanitation services such as the household hazardous waste days and spring cleanups. Solid Waste Fees vs. General Fund Transfer 4.0 3.5 3.0 2.5 2.0 1.5 1.0 0.5 - 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Fees 1,790,356 1,807,094 1,869,927 3,146,724 3,266,063 3,278,104 3,350,584 3,351,372 3,359,000 3,305,000 Transfer 1,939,565 1,345,700 1,193,998 Each year, revenue projections are based on the number of solid waste accounts in the program. The Public Works Department is responsible for the Solid Waste Program. SOLID WASTE FUND Unrestricted Fund Balance July 1, Sources: Estimated Revenues Total Sources Uses: Expenditures Personnel Operating Capital Outlay Transfers Out: Debt Service Fund Equipment Replacement Fund Total Transfers Out Total Uses Unrestricted Fund Balance June 30, 2014-2015 ACTUAL 1,582,114 2015-2016 BUDGET 1,682,832 2015-2016 ESTIMATE 1,933,204 2016-2017 BUDGET 1,686,893 3,378,195 3,378,195 3,257,400 3,257,400 3,385,751 3,385,751 3,328,500 3,328,500 783,260 2,222,524 - 953,978 2,680,074 1,288 912,436 2,569,962 - 951,150 2,769,647 5,000 21,321 21,321 3,027,105 1,933,204 138,547 10,659 149,206 3,784,546 1,155,686 137,872 11,792 149,664 3,632,062 1,686,893 165,026 11,792 176,818 3,902,615 1,112,778 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. FY 17 is projected to decline further as play at the course is mirroring a national trend in golf. Operations will be monitored closely for cost savings while programs are created to spur interest in the course. Desert Hills Golf Course Revenues and 2% Tax Transfer 3.0 2.5 2.0 1.5 1.0 0.5 - 2% Transfer 2008 230,725 2009 234,659 2010 232,313 2011 - 2012 169,982 2013 - 2014 600,000 2015 700,000 2016 - 2017 - DHGC Revenues 2,235,772 2,452,104 2,036,641 2,018,015 2,215,638 2,157,968 2,245,437 1,794,428 1,625,797 1,559,331 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: Debt Service Fund Equipment Replacement Fund Total Transfers Out Total Uses Unrestricted Fund Balance June 30, 2014-2015 ACTUAL (93,770) 2015-2016 BUDGET 596,075 2015-2016 ESTIMATE 498,155 1,794,428 1,677,950 1,625,797 1,559,331 700,000 444,391 1,144,391 2,938,819 1,677,950 1,625,797 1,559,331 963,414 1,378,048 5,432 875,568 1,167,193 - 927,599 1,310,969 - 951,294 1,169,474 - 2,346,894 498,155 26,188 26,188 2,068,949 205,076 1,753 23,525 25,278 2,263,846 (139,894) 2,099 23,525 25,624 2,146,392 (726,955) 42 2016-2017 BUDGET (139,894) 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. In fiscal years 2015 and 2016, the Equipment Replacement Fund loaned 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: General Fund Desert Hills Golf Course Fund Capital Projects Fund Total Transfers Out Total Uses Unrestricted Fund Balance June 30, 2014-2015 ACTUAL 14,152,227 2015-2016 BUDGET 13,531,430 2015-2016 ESTIMATE 11,676,876 2016-2017 BUDGET 6,233,578 1,709,189 2,277,061 2,292,061 2,090,718 1,709,189 382,863 10,659 10,659 358,827 26,188 10,659 4,252 804,107 3,081,168 381,923 11,792 11,792 274,998 23,525 11,792 3,991 719,813 3,011,874 381,923 11,792 11,792 274,998 23,525 11,792 3,991 719,813 2,810,531 415,407 1,674,118 308,024 6,983,422 308,024 6,117,364 36,029 5,670,000 81,343 444,391 1,569,281 2,095,015 4,184,540 11,676,876 3,656,432 3,656,432 10,947,878 5,664,720 2,029,784 2,029,784 8,455,172 6,233,578 5,706,029 3,338,080 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 Capital Outlay Transfers Out: Equipment Replacement Fund Total Transfers Out Total Uses Unrestricted Fund Balance June 30, 2014-2015 ACTUAL (84,938) 2015-2016 BUDGET (112,735) 2015-2016 ESTIMATE (206,969) 2016-2017 BUDGET (71,819) 3,376,346 3,376,346 3,718,947 3,718,947 3,227,719 3,227,719 3,630,868 3,630,868 1,014,437 2,483,940 - 1,010,190 2,541,116 1,137 936,177 2,152,401 - 1,080,273 2,650,890 - 3,498,377 (206,969) 4,252 4,252 3,556,695 49,517 3,991 3,991 3,092,569 (71,819) 3,991 3,991 3,735,154 (176,105) 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, 2014-2015 ACTUAL 1,639,817 2015-2016 BUDGET 1,445,845 2015-2016 ESTIMATE 2,130,835 2016-2017 BUDGET 1,990,027 1,560,199 1,560,199 2,805,425 2,805,425 2,806,763 2,806,763 1,984,981 1,984,981 84,584 935,289 78,743 1,705,467 78,691 1,692,854 84,535 1,761,043 49,308 49,308 1,069,181 2,130,835 1,200,000 1,200,000 2,984,210 1,267,060 1,176,026 1,176,026 2,947,571 1,990,027 1,845,578 2,129,430 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, 2014-2015 ACTUAL (278,514) 2015-2016 BUDGET 431,022 2015-2016 ESTIMATE (1,269) 2016-2017 BUDGET 682,241 2,163,687 2,163,687 2,299,456 2,299,456 2,254,000 2,254,000 2,035,631 2,035,631 1,886,442 1,886,442 (1,269) 1,640,865 1,640,865 1,089,613 1,570,490 1,570,490 682,241 1,640,865 1,640,865 1,077,007 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 63 72 76 78 83 87 99 104 113 120 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 FY 14/15 FY 15/16 Mayor’s Office* 1 1 Total 1 1 *does not reflect elected positions FY 16/17 1 1 Listed are the Goal Action Items developed to guide our organization for the year ending June 30, 2017. Commitment - Integrity • • • • • • • • • • 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. 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. 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. 45 • • • 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 14/15 Actual 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget Personal Services 114,681 127,335 108,016 116,543 Operating 88,075 102,996 102,996 107,942 - - - - 202,756 230,331 211,012 224,485 Capital Outlay The Mayor and Council budget is reduced 2.5% from the prior year. While personnel costs decreased due to a miscalculation in the prior budget, the operating costs show a slight increase related to funding of the United for Yuma campaign. FY 2016-2017 Budget (in thousands) $108 Personnel Operating Capital Outlay $117 MAYOR AND COUNCIL 14/15 Actual General Fund Equipment Replacement Fund 15/16 Adjusted Budget 15/16 Estim ate 16/17 Budget 202,756 230,331 211,012 224,485 - - - - 202,756 230,331 211,012 224,485 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 preceding the year of day of election. AUTHORIZED PERSONNEL Municipal Court* Total FY 14/15 FY 15/16 FY 16/17 18 18 18 18 18 18 *does not reflect elected positions MUNICIPAL COURT 14/15 Actual Personal Services Operating Capital Outlay 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget 1,260,421 1,266,905 1,181,431 1,280,318 407,875 429,854 482,774 678,746 - - - - 1,668,296 1,696,759 1,664,205 1,959,064 For fiscal year 2016-2017, the Municipal Court presents a budget of $1,959,064. This is an increase of 15.5% increase over last year’s budget. The court’s budget is reflective of the reasonable and necessary resources to carry on the court activities, which includes additional funds of $230,000 for outside attorneys for public defenders and $25,000 for State mandated court interpreters. The slight increase in personnel is for a 17% increase in health insurance. The City budget includes budget for the implementation of the second half of the 2014 labor market study (LMS), however it is not included in the department budgets. The Municipal Court will increase approximately $22 thousand when the LMS is finalized and budget transferred on July 1. FY 2016-2017 Budget (in thousands) Personnel Operating $679 $1,280 48 Capital Outlay MUNICIPAL COURT 14/15 Actual General Fund FY16 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. Maintain and improve communications with other branches of government, agencies and organizations. Title VI requirement to have language interpreters available that are not staff for courtroom use. Continue to look for solution for interpreter shortage for other than English languages and sign language. 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 15/16 Estimate 16/17 Budget 1,662,087 1,539,059 1,646,390 1,815,993 - 700 - - 6,209 157,000 17,815 143,071 1,668,296 1,696,759 1,664,205 1,959,064 Public Safety Tax Grant Funds 15/16 Adjusted Budget In Complete Progress % Removed (Y or N) (Y or N) complete (Y or N) Y Y Y Y Y Y 49 Notes 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. 95% Worked jointly with the Police Department and Detention Facility to process paperwork electronically. 75% Need full-time Spanish Court Interpreter for the Court; and other resources for other languages as needed. 75% Police Department and Court are sending complaints/citations electronically; staff still picks up paperwork from the jail each day. FY16 Goals In Complete Progress % Removed (Y or N) (Y or N) complete (Y or N) Update and improve court security cameras. Y 95% Training in-house and through other available resources for Security and Court Staff. Y Ongoing FY17 Goals Municipal Court Access to Justice: Language Access to limited English defendants and other participants. Access to Justice: Access to court calendars, forms and information through the City's website. Access to Justice: Court is working with IT to implement Online payments for non-delinquent accounts. Resource already available for delinquent accounts through the FARE program. Protecting Children, Families and Communities: Court partnered with Yuma County Superior Court to participate in the Mental Health Court Triennial Audit of the Court by independent auditors Improving court processes: Through better customer service and case management Facilities and Security: Conduct assessment for infrastructure; establish standards and skill development for court security officers Case Processing Time Standards have been set out by the Administrative Office of the Courts for Criminal Cases, Driving Under the Influence and Civil Traffic 50 Notes Camera replaced or added. Several defective cameras still need replacing. 16 hours required each year, 6 of which must be in a live session. 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-six full-time personnel. There are seven budgetary divisions: AUTHORIZED FY FY FY Administration, Media & Public Affairs, Heritage PERSONNEL 14/15 15/16 16/17 Area, City Clerk’s Office, Elections, Economic Administration 9 9 8 Development and Facilities Maintenance. Media & Public Affairs 4 4 5 Heritage Area 4 3 3 The Administration division manages the overall City Clerk’s Office 4 4 4 resources of the City, ensures the implementation Economic Development 1 1 1 of Council policy, guides citywide organizational Facilities Maintenance 15 15 15 development, monitors progress toward objectives TOTAL 37 36 36 and administers the city debt policy programs. The Community Relations staff provides information to the citizens of Yuma and international / national/regional/local media outlets about City and community initiatives, projects and events. The team involves the City, and other organizations whenever possible, in regional efforts designed to foster good will and promote community-wide communication opportunities. The Heritage Area Division provides City staff and operational support by contract to the Yuma Crossing National Heritage Area Corporation, a non-profit local management entity established in accordance with the federal law creating the Heritage Area. This funding is part of the local match required for the Heritage Area to receive federal funding through the National Park Service. The staff works with the Heritage Area Board of Directors and other stakeholders to implement the Plan for the Yuma Crossing National Heritage, which was adopted in 2002. The staff also manages the riverfront redevelopment st 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. 51 The City Clerk is one of four positions whose responsibilities are defined by the City of Yuma Charter. This division administers and safeguards the integrity of the municipal governing process and oversees City elections and election processes. The division also provides for public access to city records and documents, affixes the City seal on official documents, posts meeting notices, prepares City Council agendas, and records and maintains minutes of all City Council proceedings. The Economic Development Division is thriving as new relationships are being built and encouraged to join our community. Working closely with GYEDC, success and growth are in the air. The Facilities Management Division is responsible for the repairs, maintenance, and ongoing care of 814,000 square feet of buildings, as well as surrounding landscaping and parking areas. The Facilities Management Division manages work requests, maintenance and repair, preventive and predictive maintenance, and custodial support services. CITY ADMINISTRATION 14/15 Actual 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget Personal Services 2,524,762 2,423,820 2,452,355 2,371,135 Operating 1,150,534 3,310,710 1,135,947 5,499,986 20,490 14,506 14,506 - 3,695,786 5,749,036 3,602,808 7,871,121 Capital Outlay The City Administrator’s budget shows a dramatic increase from the current year’s budget and this is primarily due to anticipated grant monies. Even though the personal services shows a decrease, there is a 17% increase in health insurance included. The decrease is due to the combining of two positions and the allocating of the wages of this position and four facilities maintenance positions across various funds. The City Administrator’s budget also includes one new position – a video production and operations specialist. No capital improvements or equipment purchases are requested this fiscal year. The City budget includes budget for the implementation of the second half of the 2014 labor market study (LMS), however it is not included in the department budgets. The City Administration department will increase approximately $126 thousand when the LMS is finalized and budget transferred on July 1. . FY 2016-2017 Budget (in thousands) $5,500 Personnel Operating Capital Outlay $2,371 $- 52 CITY ADMINISTRATION 14/15 Actual General Fund 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget 2,985,500 2,997,784 3,034,095 2,940,525 Riverfront Redevelopment Fund 125,780 - - - City Road Tax Fund 101,921 102,659 87,524 90,025 Public Safety Tax Fund 6,761 6,836 9,798 7,042 Two Percent Tax Fund 448,346 439,396 428,254 461,363 Grant Funds 3,209 2,167,818 6,500 4,339,828 Water Fund 18,412 22,905 22,728 20,518 Wastewater Fund 5,857 11,638 13,909 11,820 3,695,786 5,749,036 3,602,808 7,871,121 FY16 Goals Administration Continue to maintain City services at their high level while staying within our budget. Continue with our partners to spur economic growth and jobs. Continue to remain flexible to support our Citizens and businesses. Continue to support and get involved in our Community. In Complete Progress % Removed (Y or N) (Y or N) complete (Y or N) Expand on the "United For Yuma" effort Media & Public Affairs Continue curbside recycling campaign and advance public understanding and awareness. Notes Y Ongoing Y Ongoing Y Ongoing Y Ongoing Y Completed the first United for Yuma Video Contest. Hired Jahvecia Audain, through the Americorp Vista Grant, to focus on creating a United for Yuma marketing plan. Y 53 FY16 Goals Expand Channel 72 and 73 to implement video streams to all data capable devices including smart phones and tablets such as IPad devices. Continue to work toward streamlining of communications efforts to make major City news announcements available to all through the user’s preferred platform, be it text (print) story, audio and/or video package and shared on social media. Assist and promote awareness of the City organization, events, and its services through any and all means readily available. Work with webmaster to improve seamlessness and readiness of posting latest City news to official website. Continue to work with area reporters to enhance their understanding of the City organization, staff members and their roles and to help them improve the accuracy of their reporting on City stories. Yuma Crossing National Heritage Area 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. In Complete Progress % Removed (Y or N) (Y or N) complete (Y or N) Notes Y Ongoing. Not an empirical number so no percentage available. Y Ongoing. Not an empirical number so no percentage available. All content to webmaster. Awaiting new website. Ongoing. Reporters change every few months.Not an empirical number so no percentage available. Y Y 90% Y Y Y Y 54 20% N This is a continuing goal that has been carried over to FY17 FY16 Goals Maintain operations at Yuma Quartermaster Depot State Historic Park. Coordinate with Yuma Visitors Bureau the operations of the Arizona Welcome Center. Plan, produce, and implement a series of special events to increase attendance and community awareness of the park. Generate additional income. Assist the Yuma County Historical Society to undertake local management of the Sanguinetti House Museum/Molina Block and to begin implementation of the new master plan. City Clerk Continue to work towards citywide standardization of Records Management/ Retention policies. Networking with State Department Library, Archives and Public Records and other cities/towns to finalize Essential Records city wide. Finalize work with Informational Technologies and Board/Commission liaisons to provide a venue to release mission statements and goals for better public outreach. Revisit internal processes for better efficiencies. Strive to better communicate election processes to the public, through internal and external media sources, with the hope of increasing City voter turnout. 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 Complete Progress % Removed (Y or N) (Y or N) complete (Y or N) Notes Y Y Y 75% Y Annual revisions Y 75% Y Work in Progress Y Work in Progress Y 40% Y 30% Y 10% 55 FY16 Goals Economic Development Supplement GYEDC in site searches and proposal responses. List Yuma sites in Arizona Commerce Certified site program. Continue to work with private sector teams on Virtual Spec Buildings. Expand Yuma’s presence in Arizona/Mexico Border Community Roadmap efforts. Continue to market city owned property as surpluses. Facilities Maintenance Replace another 30,000 SF of Flooring at Police Department. In Complete Progress % Removed (Y or N) (Y or N) complete (Y or N) Y Ongoing Y Ongoing Y On Hold Y Ongoing Y Will be completed this year Art Center done this year Y 90% Y 30% N Y 25% N Will be completed this year Y N 100% Y Complete Recoat roofs at key facilities. 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 Notes 2 out the 6 units have been replaced, other 4 units are on hold funding Replace A/C units at City Hall N N 25% Work with Climatec to replace building controls, lighting, and HVAC equipment at various City facilities Y N 100% Y Continue to Recoat roofs at key City facilities. N Y 25% N Continue to get all facilities electrical panels arc flash rated N Y 35% N Y N 100% Y We are currently doing the north end Community Center YPD, Court, and Public Works was done this past year. Complete Y N 100% Y Complete Y N 100% Y Complete N Ongoing Y Complete 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. Y Y N 56 100% Project just completed this month 3/16 FY17 Goals Administration Maintain City services at their high level and expand programs, events, and services to our citizens where feasable. 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 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 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. Continue to expand and maintain bankline restoration efforts from East Wetlands to downtown riverfront and West Wetlands. 57 FY17 Goals Maintain operations at Yuma Quartermaster Depot State Historic Park. Coordinate with Yuma Visitors Bureau the operations of the Arizona Welcome Center. Plan, produce, and implement a series of special events to increase attendance and community awareness of the park. Generate additional income. Maintain operational self-sufficiency at the Yuma Territorial Prison State Historic Park. Collaborate with P&R dept. to complete implemention of west wetlands lower bench restoration project. Continue to 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 work with land owners to develop & market a redevelopment plan for Old Town South. Work with the Alliance of National Heritage Area's to have Congress enact national program legislation for all National Heritage Areas. Secure release to Congress of YCNHA evaluation from National Park Service. Successfully complete the Yuma Crossing National Heritage Area evaluation process with National Park Service City Clerk Continue to work towards citywide standardization of Records Management/ Retention practices and policies. This includes networking with the State Department of Library, Archives and Public Records, as well as other Arizona cities/towns to make sure we are working with the current schedules and maintain compliance Continue to revisit internal processes for better efficiencies. 58 FY17 Goals Work towards the vision of placing approved City documents on web for public access through the document management system. Review current services and the associated costs to assure the City is receiving the appropriate reimbursements. Strive to better communicate election processes to the public, through internal and external media sources, with the hope of increasing City voter turnout Economic Development Explore potential City owned industrial property. Make key corporate calls with the Mayor. Seek opportunities for foreigh direct investment. Facilities Maintenance Polish Terrazzo and concrete floors at City Hall, Police, Court, and Public Works buildings. Replace wore out VCT flooring at Public Works buildings Work to find funding for parking lot maintenance (crack seal, / re-oil. City wide Paint City Hall building, and Public Pool buildings Replace Chiller 4 (52 ton unit) in Police 911 center Seal Police Parking Deck (48,000 sqft) Replace lighting in Gym at Yuma Readiness Center 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 FY 15/16 FY 16/17 8 3 11 8 3 11 8 3 11 CITY ATTORNEY 14/15 Actual Personal Services 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget 1,071,083 1,117,667 1,125,131 1,128,459 Operating 714,812 1,211,586 1,087,403 1,083,066 Capital Outlay 39,506 - - - 1,825,401 2,329,253 2,212,534 2,211,525 The City Attorney’s Office budget has decreased 5.0% below last year’s budget. While General Fund expenditures increased primarily in personal services due to a 17% increase in health insurance costs, litigation expenditures decreased in the Insurance Reserve Fund. This is due to a decrease in the utilization of outside attorneys and expert witnesses. The City budget includes budget for the implementation of the second half of the 2014 labor market study (LMS), however it is not included in the department budgets. The City Attorney’s Office will increase approximately $65 thousand when the LMS is finalized and budget transferred on July 1. 60 FY 2016-2017 Budget (in thousands) $1,083 Personnel Operating Capital Outlay $1,128 CITY ATTORNEY 14/15 Actual 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget General Fund 1,467,317 1,466,834 1,487,985 1,502,828 Grant Funds 10,100 10,097 6,965 4,721 Insurance Reserve Fund 347,984 852,322 717,584 703,976 1,825,401 2,329,253 2,212,534 2,211,525 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. Continue to provide legal assistance for implementing, negotiating and drafting development agreements that establish legal and practical guidelines for the parties and their lenders. Continue to thoroughly review all claims against the City with legal analysis on the merits of the allegations and possible mitigating factors or defenses associated with the value of the claims. Continue to review damages to City owned property and aggressively seek contribution from the responsible party, or the party’s insurance carrier. Utilize existing hardware and develop new litigation tools to become more efficient and ultimately conserve time, resources and energy. In Complete Progress % (Y or N) (Y or N) complete Y Y Y Y Y Y 61 50% Remove (Y or N) Notes FY16 Goals Implement new document management application for switch to electronic records. FY17 Goals Continue improving identification of litigation cost savings including filing of early dispositive motions, counter-claims or cross-claims and early settlement opportunities. Develop new protocols to eliminate or limit City risks when taking City assets to other jurisdictions. Assist the City Prosecutor's Office with the training of City police officers on how to improve report writing in civil/criminal related issues for a higher chance of successful prosecution. Improve process to increase the percentage of damages recovered. Review City processes to implement more risk transfer opportunities. City Attorney's office staff trained and efficient in Abacus to develop a streamlined and paperless database. Develop program to provide legal training re procurement. Develop a template for contracts, professional services and construction. Develop additional Frequently Asked Questions for Special Events on the City website. Facilitate creation of a paperless electronic document transfer system between Municipal Court, Police Department, City Prosecutor's Office and defense counsel. Provide Legislative update to specific departments re significant Legislative changes. In Complete Progress % (Y or N) (Y or N) complete Y 62 50% Remove (Y or N) Notes 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 FY o Payroll / Personnel PERSONNEL 14/15 15/16 16/17 o e-Business Administration 4 4 4 Document Imaging Technical Services 19 20 20 SCADA (i.e. Water and Wastewater) Web Development GIS Services 6 5 5 Email / Internet Services Radio Communications 6 6 6 Telephone and Voice Mail Services Total 35 35 35 Community Development Parks and Recreation Etc. 63 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 14/15 Actual 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget Personal Services 2,567,200 2,816,680 2,534,753 2,903,460 Operating 2,910,148 3,756,375 2,358,334 3,955,877 261,167 1,445,250 227,903 426,103 5,738,515 8,018,305 5,120,990 7,285,440 Capital Outlay 64 For fiscal year 2016-2017, the Department of Information Technology Services (ITS) presents a budget of $7,285,440, a 9.1% decrease from last year’s budget. The decrease in capital budget is mainly due to allocating the funding of City-wide capital across all funds and departments. The increase in personal services is due to a 17% increase in health insurance costs. The increase in operating expenditures is for increased software maintenance. The City budget includes budget for the implementation of the second half of the 2014 labor market study (LMS), however it is not included in the department budgets. The ITS department will increase approximately $86 thousand when the LMS is finalized and budget transferred on July 1. FY 2016-2017 Budget (in thousands) $3,956 Personnel Operating Capital Outlay $426 $2,903 INFORMATION TECH SERVICES 14/15 Actual General Fund Yuma Regional Communications System Fund Yuma Regional Communications System Grant Fund 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget 2,596,450 2,835,200 2,627,955 3,082,182 1,592,723 2,156,427 1,833,360 2,194,855 1,210,654 2,730,406 363,403 2,008,403 338,688 296,272 296,272 - 5,738,515 8,018,305 5,120,990 7,285,440 Equipment Replacement Fund FY 2016 Goals In Complete Progress % (Y or N) (Y or N) complete Upgrade of Microsoft Office Suite and remove all OS XP (e.g., software / hardware to become security & software compliant). Begin process of implementing industry standards, policies, procedures, and guidelines to improve IT operational efficiencies and compliance. Implement SCADA systems and technology infrastructure upgrade (Phase I) water and wastewater facilities (Utilities Division). Y 65 Remove (Y or N) Notes Y 90% Ongoing Y 20% Ongoing 100% 3.1.2015 FY 2016 Goals Implement SCADA systems and technology infrastructure upgrade (Phase 2) water and wastewater facilities (Utilities Division). 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. In Complete Progress % (Y or N) (Y or N) complete Y 10% Notes TBD Y 100% Y 100% COMPLETED 75% Ongoing Y 100% COMPLETED Y 100% Replacement of legacy system technology, including hardware servers, printers, network switches, storage and software operating systems. Implement NEW Community Development Land Management System System to better service business, citizens and internal customers by utilizing eServices / eReview, public portal, etc. Upgrade the city-wide enterprise electronic mail system. Upgrade - enhance the enterprise Public Safety system (NWS 10.2, SP XX) for all six Yuma Regional Communication System (YRCS) agencies to enhanced interoperability and functionality. Implement NEW Information Service Management System utilizing ITIL quality framework with SLA / OLAs. Remove (Y or N) Y Y Y Y COMPLETED COMPLETED Y 90% Ongoing Y 80% Ongoing Implement NEW Legal Case Management System for City of Yuma Legal and Prosecutors Office. Y 100% COMPLETED Implement new "Best in Class" City of Yuma website (www.yumaAz.gov). Y 100% COMPLETED Y 100% Y 100% Upgrade/migrate the Microsoft Active Directory Domain Services which is the foundation for distributed networks. Implement NEW ITS Network and Security Operations Center (NOC, SOC & SMOC). 66 Y COMPLETED COMPLETED FY 2016 Goals Upgraded COY - Call Accounting System - Audit internal phone calls, etc. Implement end-to-end encryption (e.g., data/voice) on all COY - YRCS enterprise microwave system. Upgraded & enhanced city-wide security proximity and video surveillance systems. Implement NEW city-wide Phone Branch Exchange (PBX) system phone system. Replace legacy phones throughout City of Yuma (i.e. 288, Equipment Replacement Program). Implement new City of Yuma - phone answering routing system to better inform and rout calls to appropriate departments. Implement NEW ITS - Best-in-Class Service Desk System /w ITIL quality improvement controls. Upgraded - enhanced the City of Yuma, ERP - Financial, HR, Purchasing System Implement NEW GIS portal providing internal / external information accessible via web. Upgrade the COY - YRCS radio 700 MHz Rebanding Project to ensure compliance with FCC mandates. In Complete Progress % (Y or N) (Y or N) complete Notes Y 100% COMPLETED Y 100% COMPLETED Y 100% COMPLETED Y 100% Y COMPLETED 75% Ongoing Y Y 100% Ongoing Y Y 100% Ongoing Y Y 100% Ongoing Y 90% Testing Y 90% Completion 7.2016 Y 65% Ongoing Y 100% COMPLETED City Wireless Infrastructure Upgrade Phase I - Installation, upgrade and configuration of enterprise wireless and deployment of new wireless equipment at City Hall. Microwave Radio Enhancements - Yuma Regional Communication System (YRCS) coverage enhancements by adding two addition RF sites, relocation of RF sites, and equipment upgrades. Remove (Y or N) Y 67 FY 2016 Goals In Complete Progress % (Y or N) (Y or N) complete Implement NEW - ERP, eTimeSheet Portal. This will automate the COY employee time w/ approval process for payroll improving operations, time and paper. Implement NEW - ERP, Personnel Action form with workflow. 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. Mobile Device Management (MDM) Implementations - with the growing number of tablets in use by City employees, Council and various Boards, it will be necessary in the near future to be able to centrally manage all of these devices, providing security and access to resources and apps per group requirements; the ability to do remote wipes in case these devices are lost or stolen. City of Yuma - Unified Communications - Assess ability for existing Microsoft EA agreements for MS Office to support SKYPE - LYNC. Purchase SKYPE user licenses for limited usage and testing. Develop SKYPE City Workstation Standard (Desktop hardware, software, camera and microphone requirements) based on our Office licensing assessment; Setup teleconferencing standard including basic teleconference room setup. Assess which City conference rooms are best suited for teleconferencing and assess needs of each. Improve City of Yuma Information Security posture - creating and implementing over 20 NEW security policies, procedures and standards based on industry standards, where nothing existed before. Y 68 Remove (Y or N) Notes Y 20% Ongoing Y 10% Ongoing Y 20% Completion date 6/2016 Y 15% Ongoing Y 100% Ongoing FY 2016 Goals Upgrade the Yuma Police Department Licenses Plate Reader (LPR) system automate the reading and verifying many licenses plates - validating vehicle owner information, warrants, if applicable, etc. Implemented strong network authentication required by Arizona Criminal Justice Information System (ACJIS) for all YPD Public Safety System. Upgrade City of Yuma Enterprise Firewall to take advantage of network intrusion prevention (NIPS), anti-bot, etc. Upgraded ePCR Sansio ( Health - EMS Mobile ) system - Improve communications, enhancements, etc. FY 2017 Goals Continue reorganization of IT Structure, updating job positions for "Best in Class" services, build technical and operational depth of knowledge, formalize technical training program and enhance career progression ITS opportunities. Upgrade/replace City of Yuma workstations - Replace Model 745/755 systems (i.e., 8+ years old equipment). Upgrade COY - DCD, 'Enterprise Land Management System', fixing software challenges, improving services to businesses, citizens, COY employees, etc. Upgrade Public Works, 'Fleet Management System' to new MS SQL Database system - This will fix performance issues as well as provide addtions operational software enhancements, etc. In Complete Progress % (Y or N) (Y or N) complete Remove (Y or N) Notes Y 85% Completion date 5/2016 Y Y 100% COMPLETED Y Y 100% COMPLETED Y Y 100% COMPLETED (Ongoing upgrades, ver. 5.0) Implement NEW City of Yuma - YRCS Fire reporting system Implement NEW on-line City of Yuma employee evaluation system to stream-line process. This will save COY management time, give better timely feedback to employees, etc. 69 FY 2017 Goals Implement NEW e-Citation system for Yuma Police Department - automating the ticketing process - courts, etc. Targeted Attack Protection (TAP) - With the proliferation of URL links and attachment based phishing attacks additional email protection is required. Proof point provides a subscription for TAP that will remove this threat from our enterprise. Implement YPD - Body Worn-Cameras Record police incidences by officer. Implement NEW web-base evaluation system to streamline employee performance evaluations. Implement NEW Voicemail System to replaced aged & end-of-life system to improve caller 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. Replace - enhance 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. This system will also be use for the COY Enterprise Reporting System Implementing a phase rollout of Microsoft Enterprise products utilizing (Office 365). We would utilize phase approach rollout with focuses reducing operational expenses with out compromising performance, improving services - better communication by utilization of Microsoft EA Agreement (e.g., MS Skype - Lync, MS SharePoint, MS Email subscription based services). 70 FY 2017 Goals Implement new email archiving w/ eDiscovery system. City of Yuma does not have a email archiving / eDiscovery system - current records request take weeks to gather Public Record Requests, This will save us time & money, etc. City Wireless Infrastructure Upgrade Phase II - Deployment of new wireless equipment at Yuma Police Department. City Wireless Infrastructure Upgrade Phase III - Deployment of new wireless equipment at YPD and redistribution of old equipment through light usage areas around the City at City facilities that have lower capacity requirements. COY - ITS Data Center Infrastructure hardware over the next five years and estimated cost (i.e., 2015/2016 - $55,000, 2016/2017 - $140,606, 2017/2018 $108,606, 2018/2019 - $224,606, 2019/2020 - $71,462. City of Yuma - Disaster Recovery - Phase I - Setup disaster recovery site - and provide recommended system list to be restored in the case of a Disaster; Spec appropriate Data Backup/Disaster Recovery solution for deployment at City Hall and pre-determined second site. Implement - Upgrade, ITS Enterprise virtual Monitoring System for City of Yuma servers. City of Yuma Disaster Recovery - Phase II - Deploy appropriate SAN Storage Backup and Disaster Recovery Solution to be deployed at City Hall and the Agua Viva Water Treatment Plant including Backup/DR appliances, expanded bandwidth between the two sites to support continuous back up streaming and DR streaming under disaster scenario. 71 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. AUTHORIZED PERSONNEL Administration Customer Services Purchasing Division Accounting Total FY 14/15 FY 15/16 FY 16/17 2 8 7 12 29 3 8 7 12 30 3 8 7 12 30 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. 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. Click here to view the Comprehensive Annual Financial Report for the fiscal year ended June 30, 2015. 72 FINANCE 14/15 Actual Personal Services Operating Capital Outlay 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget 1,509,294 1,611,036 1,529,671 1,651,856 250,410 395,285 389,236 422,378 9,554 - - 34,000 1,769,258 2,006,321 1,918,907 2,108,234 For fiscal year 2016-2017, the Finance Department presents a budget of $2,108,234. This is a 5.1% increase over last year’s budget and is primarily due to a 17% increase in health insurance costs. The City budget includes budget for the implementation of the second half of the 2014 labor market study (LMS), however it is not included in the department budgets. The Finance department will increase approximately $66 thousand when the LMS is finalized and budget transferred on July 1. There are two new capital items included in the budget: a mail delivery vehicle and a forklift. The purchasing division purchased the current mail vehicle in 2001. Due to budget constraints, the replacement of this vehicle was delayed until this year. The forklift will be used in the warehouse. FY 2016-2017 Budget (in thousands) Personnel $1,652 Operating $422 Capital Outlay $34 FINANCE 14/15 Actual General Fund Equipment Replacement Fund 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget 1,769,258 2,006,321 1,918,907 2,074,234 - - - 34,000 1,769,258 2,006,321 1,918,907 2,108,234 73 FY16 Goals Administration Oversee the City's financial condition to maintain or improve our bond rating. Receive the City's 12th Distinguished Budget Presentation Award (GFOA) Work with Municipal Property Corporation and City Council for approval and sale of bonds for funding FY 2016 capital projects Accounting Receive the City's 34th 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. Create Ambulance Billing Hardship Committee to rule on hardship and payment plan requests. 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. 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 Y Y 50% Q1 and Q2 completed, Q3 by April 30 2016 100% Y Y 90% 100% Y Y Y 74 Y 85% Y 85% Y 90% Y 90% Y 65% Going to Council in May 2016 FY16 Goals Update the training sessions for City divisions that utilize the financial software system due to upgrades/updates. Update the Training Manual. In Complete Progress % (Y or N) (Y or N) complete FY17 Goals Administration Receive the City's 13th Distinguished Budget Presentation Award Oversee the City's financial condition to maintain or improve our bond rating. Implement ACH payment processing for Vendor Payments. Complete RFP for Investment Advisor. Accounting Receive the City's 35th Certificate of Achievement for Excellence in Financial Reporting. Provide quarterly financial reporting within 30 days of quarter end. Cross-train staff to improve in-house skill-sets and alleviate down-time during sick or vacation time Set up and administer False Alarm Billing through Third Party Agency Implement special assessments module of New World software for improvement district accounting Customer Service Implement Budget Billing for utility customers. Implement paperless Water Agreement Card. Bring Lockbox Payment Processing inhouse. Purchasing Provide training material on Intranet Site 75 Y 65% Y 85% 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 FY 16/17 11 11 HUMAN RESOURCES 14/15 Actual 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget Personal Services 853,625 822,365 786,767 800,629 Operating 162,135 200,309 196,157 273,307 5,561 24,422 - - 1,021,321 1,047,096 982,924 1,073,936 Capital Outlay The Human Resources Department presents a budget of $1,073,936. The decrease in personnel costs is due to not filling an overfill position from the prior year. Personnel costs actually increased slightly for a 17% increase in health insurance costs. The increase in operating costs is primarily due to reinstating the education tuition reimbursement program. The City stopped this benefit in 2010 due to budget restraints. The City budget includes budget for the implementation of the second half of the 2014 labor market study (LMS), however it is not included in the department budgets. The Human Resources department will increase approximately $56 thousand when the LMS is finalized and budget transferred on July 1. 76 FY 2016-2017 Budget (in thousands) Personnel $801 Operating $273 Capital Outlay $- HUMAN RESOURCES 14/15 Actual General Fund 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget 1,021,321 1,022,674 982,924 1,073,936 - 24,422 - - 1,021,321 1,047,096 982,924 1,073,936 Equipment Replacement Fund FY16 Goals In Complete Progress % (Y or N) (Y or N) complete 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, on-site health clinics, health coaches for employees, or employee wellness participation. Remove (Y or N) Notes Ongoing Y Y Y Y Ongoing. FY17 Goals Increase the postive results for HR to over 70% on the City's Annual Internal Customer Service Survey. 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. 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 construction, and ensures Council adopted codes are enforced. This last year the Building Safety Division performed over 1,684 plan reviews, and issued 3,720 construction permits. The Code Enforcement Specialists are a part of the Building Safety Division. They provide support and service for the Community Planning Division. During the past year, Code Enforcement has worked closely with the Yuma Police Department to resolve issues that require a multi-disciplined approach. AUTHORIZED PERSONNEL Administration Building Safety Neighborhood Services Community Planning Total FY 14/15 2 21 9 11 43 FY 15/16 2 20 9 13 44 FY 16/17 2 20 9 13 44 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. 78 The Community Planning Division meets with customers, handles requests for rezoning and subdivisions, and addresses needed changes to the zoning or subdivision codes. Long Range Planning staff prepares updates to the General Plan, new or revised policies to guide the City's growth and adds land area to the city through annexations. Staff reviews all city business license applications and assists customers through weekly scheduled pre-development meetings. The planners provide staff support to the Planning and Zoning Commission, Design and Historic Review Commission and Hearing Officer. COMMUNITY DEVELOPMENT 14/15 Actual 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget Personal Services 2,800,271 3,172,899 2,860,389 3,182,044 Operating 1,034,074 1,705,379 1,262,313 1,683,443 63,646 41,523 39,361 - 3,897,991 4,919,801 4,162,063 4,865,487 Capital Outlay For fiscal year 2016-2017, the Community Development department presents a budget of $4,865,487, a decrease of $54,314 from last year. The reason for the decrease is a decrease in grant funding and no capital outlay requests this year. The General Fund supported budget increased $62,033, primarily in personnel costs due to a 17% increase in health insurance costs. The City budget includes budget for the implementation of the second half of the 2014 labor market study (LMS), however it is not included in the department budgets. The Community Development department will increase approximately $92 thousand when the LMS is finalized and budget transferred on July 1. FY 2016-2017 Budget (in thousands) $1,683 $3,182 Personnel Operating $0 Capital Outlay COMMUNITY DEVELOPMENT 14/15 Actual 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget General Fund 2,888,781 3,284,271 3,059,827 3,346,304 Grant Funds 945,564 1,610,530 1,078,707 1,519,183 Equipment Replacement Fund 63,646 25,000 23,529 - 3,897,991 4,919,801 4,162,063 4,865,487 79 FY16 Goals Administration Implement new Pay for Performance Employee Evaluation program Building Safety Work in partnership with the County Health Department to develop a joint plan for the abatement of homes identified as health hazards. Continue to facilitate the multi-phased campus renovation of YRMC; this will be a multi-year project. Actively pursue code enforcement to abate or demolish vacant and abandoned structures. Neighborhood Services SMILE, Housing America, and WACOG: Funded rehabilitation of 60 housing units Community Legal Services, Achieve, WACOG, Crossroads Mission, Healing Journey and United Way: Provided public services to approximately 13,397 people Collaborate with local organizations to coordinate events to assist low and moderate income people, including the annual Fair Housing Festival, North End Thanksgiving Dinner, Rock ‘n Roll PaintA-Thon and neighborhood events within the Mesa Heights Neighborhood. Yuma High, Mesa Heights and Carver Park Neighborhoods: Code Enforcement and Rental Inspection Programs . In Complete Progress % (Y or N) (Y or N) complete Y Remove (Y or N) Notes 100% Y Completed Y N 100% N Joint inspections with County Health now N Y 80% N Completed N Y on-going N Y N 100% N Completed Y N 100% N Completed Y N 100% N Completed Y N 100% N Completed Provide public services to approximately 13,397 via sub-recipient agencies. N Y 75% N Remove 3-4 dilapidated structures in lowincome and revitalization areas N Y 30% N 1 structure demolished, 1 under review Hold annual Fair Housing Festival, North End Thanksgiving Dinner, Rock 'n Roll Paint-A-Thon and neighborhood events within the Mesa Heights Neighborhood. N Y 75% N Annual Event 80 FY16 Goals 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 Neighborhood Leadership Academy Community Planning Complete the Police Facilities Plan. Initiate Mobile Food Vending Ordinance. Develop Incentive Ordinance for in-fill projects. Continue the attachment of property specific records in EnerGov. Update Transportation Element Develop Accessory Dwelling Units Ordinance Update Parks Element FY 17 Goals Administration Farmworker Housing Text Amendment Fill vacant positions Building Safety In Complete Progress % (Y or N) (Y or N) complete Remove (Y or N) Notes Submit to HUD 5/15/16 Submit to HUD 5/15/16 Inspection to begin Summer 2016 N Y 80% N N Y 80% N N Y 20% N N Y 15% N 1st of a 5-year strategy N Y 75% N Annual Event Y N 100% N Completed Y N 100% N Completed N Y 25% N This is a long-term project identified in the General Plan with an anticipated completion date of no later than 2017. N Y 50% N Multi-year project Y N 100% N N Y 75% N N Y 95% N Mobile Home Park Annual Assessment Program for all RV & mobile home parks Fill vacant positions. Public Education on building permits and property maintenance Maintain expected service delivery times amid increased development activity Neighborhood Services Implement the HUD-approved Mesa Heights Neighborhood Revitalization Plan 81 FY 17 Goals Mesa Heights Activities: Rental Inspection, Housing Rehab, New Construction, Code Enforcement, Homeownership training, financial literacy, food distribution, gymnasium improvements. Graduate approximately 20 participants of Neighborhood Leadership Academy Hold Fair Housing Festival, North End Thanksgiving Dinner, Rock 'n Roll PaintA-Thon Develop Policy and Procedures for newly formed HOME Consortium Develop Policy and Procedures to implement FHA’s Good Neighbor Next Door program Implement new approaches to meeting Fair Housing requirements through new partnerships Community Planning Fairgrounds Relocation Study Landscape Code Update Newsletter for the Historic District Update Mobile Home Park Site Plans Landscape Water Conservation Plan Community Design Policy Complete Streets Practices and Procedure Update Home Occupation Ordinance 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 AUTHORIZED FY FY FY PERSONNEL 14/15 15/16 16/17 • Traffic signs and markings • Street sweeping Fleet Services 16 16 16 • Right-of-way maintenance Solid Waste 13 13 13 • Street lighting Street Maintenance 53 54 54 • Concrete repairs for sidewalks, curbs & Total 82 83 83 gutters 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 14/15 Actual 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget Personal Services 4,484,060 5,079,731 4,511,740 4,996,310 Operating 8,432,453 9,848,970 9,184,185 10,498,966 Capital Outlay 1,124,369 1,386,122 801,378 1,268,200 14,040,882 16,314,823 14,497,303 16,763,476 For fiscal year 2016-2017, the Public Works Department presents a budget of $16,763,476. This is a 12.8% increase over last year’s budget. While personal services had a 17% increase in health insurance costs, public works still shows a decrease in personnel costs due to retirements of long term employees. The $500 thousand increase in operating costs is due to an increase in electricity and auto part costs. In addition, the allocation to public works for insurance reserve and intracity cost allocation increased. The City budget includes budget for the implementation of the second half of the 2014 labor market study (LMS), however it is not included in the department budgets. The Public Works department will increase approximately $114 thousand when the LMS is finalized and budget transferred on July 1. FY 2016-2017 Budget (in thousands) $10,499 Personnel Operating $1,268 $4,996 Capital Outlay PUBLIC WORKS 14/15 Actual 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget Highway Users Revenue Fund 5,033,280 6,552,780 6,330,949 6,922,478 City Road Tax 1,373,473 931,755 797,288 953,185 5,599 278,500 10,000 278,500 Solid Waste Fund 3,005,784 3,635,340 3,482,398 3,693,719 Equipment Maintenance Fund 3,498,377 3,552,443 3,088,578 3,684,594 Equipment Replacement Fund 1,124,369 1,364,000 788,090 1,231,000 14,040,882 16,314,818 14,497,303 16,763,476 Grant Funds 84 FY16 Goals Streets In Complete Progress % (Y or N) (Y or N) complete Street signs inventoried and placed into a database (FHWA complaince) Establish an intranet site for Public works employees. Conduct a traffic signals audit Solid Waste Y Remove (Y or N) Notes ADOT is working on field verifications to the sign data collection. 50% Y 100 Y Completed. Y 100 Y Completed. Increase participation in curbside recycling with new education program. Y Ongoing 33% Start a 3 year phasing of eliminating solid waste collections in the alleys N Y Establish a school recycling project using the AmeriCorps VISTA program. N Y Implement a cross training program for route drivers Y N N This project is depended upon the work from the VISTA student First phase was completed. Staff recommended to complete the last two phases in one year. Staff is currently recruiting for a Vista student This project has been implemented with a policy in place and will be on-going. Fleet Services Replace fuel tanks Implementation of a mechanic production report that will establish benchmarks. FY17 Goals Establish a satellite site due to the unavailability of the north Public Works site. Operations affected are: Solid Waste collections, Storm water basin staff and 2 inmate crews. Acquire an asset management software for Public Works operations to eliminate daily diaries, multiple excel spreadsheets and improve customer service. Y 85 Y Ongoing Y 100 Staff is research alternative fuels and sites. Y Currently in use FY17 Goals Replace stormwater pumps at Hacienda Estates and Meadowbrook subdivsion. Replace Opticom systems at 3 intersections. Replace grass with Xeriscape at 2 basins. Complete a City wide streetlight inventory Rehab 2 traffic signal intersections, to include all wiring lumes 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. AUTHORIZED PERSONNEL Administration Water Wastewater Total FY 14/15 8 69 52 129 FY 15/16 8 69 53 130 FY 16/17 8 69 53 130 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 drinking water. Put into operation in 2003, the Department's state of the art Agua Viva facility currently uses a combination of surface water and ground water to provide the other half of Yuma's drinking water. 87 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 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. 88 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 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 14/15 Actual 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget Personal Services 8,699,894 9,186,159 8,774,455 9,279,049 Operating 12,213,001 13,992,276 11,779,647 14,779,560 200,649 844,078 739,827 1,343,400 15,726,680 15,704,029 13,541,417 14,420,879 36,840,224 39,726,542 34,835,346 39,822,888 Capital Outlay Debt Service The Utilities Department presents a budget of $39,822,888 for fiscal year 2016-2017. The City refinanced the 2007 Municipal Property Corporation Utility bonds in October of 2015. The estimated savings of $12.9 million through this refinancing will be realized over the life of the 2015 Bonds. The decrease in the fiscal year 2017 budget is $1.3 million. The operating budget is increasing $1.4 million or 5.7%. The increase to personal services is due to the 17% increase in health insurance costs. The operating cost increase is due to material and electricity costs going up. In addition, the allocation to Utilities for insurance reserve and intracity cost allocation increased. Capital Outlay is increasing $500,000, with the majority of the increase for scheduled equipment replacements. The other increases are for Core switch replacements and a disaster recovery protection system through the Information Technology department that are being allocated across all funds benefiting from them. The City budget includes budget for the implementation of the second half of the 2014 labor market study (LMS), however it is not included in the department budgets. The Utilities department will increase approximately $346 thousand when the LMS is finalized and budget transferred on July 1. 89 FY 2016-2017 Budget (in thousands) $14,421 $14,780 Personnel Operating $1,343 $9,279 Debt Service Capital Outlay UTILITIES 14/15 Actual 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget Water Fund 19,178,995 19,868,017 17,076,880 19,591,602 Water Restricted Funds 2,732,893 2,780,251 2,754,551 2,780,251 79,178 500,000 12,325 350,000 Wastewater Fund 11,864,093 12,943,218 11,389,134 13,125,979 Wastewater Restricted Funds 2,985,065 2,985,056 2,985,056 2,985,056 Equipment Replacement Fund - 650,000 617,400 990,000 36,840,224 39,726,542 34,835,346 39,822,888 Water Grant Funds 90 In Complete Progress % Remove (Y or N) (Y or N) complete (Y or N) FY16 Goals Notes Administration Revise Utility Regulations Articles I & II N Y Develop an Asset Management Program combining GIS database, atlas, customer account, and observation compilations 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. N N Y Ongoing N Y Ongoing N Y Ongoing GPS Water and Sewer Systems to integrate into a future GIS based asset management system N Explore and recommend alternative treatment technology at the Figueroa Water Pollution Control Facility. Y Incorporate THMM testing. 95% Y N 75% 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 91 Articles I and II both pending Legal Dept Plan to Select Asset Management Software in Spring 2016 with full implementation in late 2016 early 2017 Water Data collection complete. Sewer data collection has been turned over to Utilities. Technicians trained and data collections are in progress. Process control sampling program is in place to monitor system water quality Production, consumption, and nonmetered consumption data is recorded regularly FY16 Goals Continue to seek and receive grant funds for critical infrastructure projects. 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. Oversee the project to identify and save utilities CIS and permit data for historical preservation from the unsupported H.T.E. system In Complete Progress % Remove (Y or N) (Y or N) complete (Y or N) Y Ongoing Y Ongoing Notes Completed in the October 2015 Y Y Ongoing N N Delayed Project pending funding and completion of other ITS projects Conduct research and write grants for water conservation, IT software/hardware, plant and location security systems, and safety. N Y Ongoing Continuous search Begin programmatic replacement of aging equipment fleet N Y Ongoing In progress N Y 90% Program development in progress Water 0% 2014 Water Model in biannual review start Feb 2016 Ongoing SCADA data constantly monitored for water age data, sampling sites installed where indicated 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 Distribution Continue water systems modeling. N Y 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 92 FY16 Goals 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 In Complete Progress % (Y or N) (Y or N) complete N Y Ongoing Remove (Y or N) Notes Continuous Corrections are referred to GIS when discovered For regular process control sampling, sample station data, and flushing site sampling compilations stations moved as new sites are identified Lack of additional staffing and means to dispose of water creates slow progress All installed July 2015 One repaired until replacement FY16; One new identified for FY16' ; pending Continuous - New stations installed as new sites are identified Continuous training necessary for regulatory and certication requirements Continuous project for waterline replace conducted in-house Continue to Install auto flushing devices on some of the Distribution System's dead ends. N Y Ongoing Combine the Valve Exercising Program with the Unidirectional Flushing Program. N Y Ongoing Complete the installation of the water sample stations Y Y 100% Continue identifying PRV locations and condition N Y 25% Continue identifying areas of diminished water quality and resolve through unidirectional or automatic flushing stations N Y Ongoing Continue employee development with hands applications and trainings N Y Ongoing Replace PE service lines with PEX piping in subdivisions with failing polyethylene pipe. N Y Ongoing Assist GIS on locating and identifying water system features to complete GIS atlas conversion process Y Y 100% Water portion completed 100% Update completed, Tough tablet wireless technology in place on-the-job on working Upgrade the valve truck and convert exercising program to mobile (paperless) technology Y N 93 FY16 Goals In Complete Progress % (Y or N) (Y or N) complete Remove (Y or N) Notes Customer Service Continue to assist customers with obtaining water and sewer connection permits in the most efficient means possible. Update the coding of water meters to correctly reflect type of usage Continue to assist customers with obtaining water and sewer connection permits in the most efficient means possible. N Y Ongoing Ongoing process of compiling historical data and applicant's information to assist with permit applications N Y Ongoing Auditing of meter codes continues N Y Ongoing Continuous customer service Assist in the review of the Yuma City Code for necessary updating N Y Delayed City Code to be reviewed after Utility Regulations revisions are reviewed by Legal and approved to form Resequence/reorganize reading routes for more efficient reading and work order management and improve route flow N Y 50% In progress N Y Ongoing Audits conducted semi-annually Conduct AMR annual audits to remain diligent in monitoring water services, meter box conditions, and water meters Create a Leak Alert Notification Program; Assemble team, develop implementation plan, review software and necessary process steps N Y 5% Launch a public service campaign to collect customer's email addresses N N Delayed Create a data base file to store the "old meter books" data; Create individual property files for all commercial locations N Y 50% N Y Ongoing Wastewater Collection Continue efforts to meet the requirements of the Capacity Management, Operations and Maintenance (C-MOM) program. 94 Program research in initial programming research phase Pending the start of development of a Leak Alert Program Both projects in progress FY16 Goals In Complete Progress % (Y or N) (Y or N) complete Increase the amount of sewer line footage jet cleaned . N Y Ongoing Increase the amount of sewer line footage CCTV productivity. N Y Ongoing Remove (Y or N) Notes Disabled vehicles and equipment has dropped these numbers; equipment replacement expected FY 17 Disabled vehicles and equipment has dropped these numbers; equipment replacement expected FY 16 Continue manhole frame/cover/patio replacements to reduce claims against the City N Y Ongoing Continuous inspections; Repaired, rehabbed, or replaced MH patios, frames and covers as needed to maintain MH/system integrity (10 in FY 16) Complete a 2014 Wastewater Model Y Y 100% Sewer model complete Sept 2015 (review bi-annually) Reduce the amount of Sanitary Sewer Overflow occurrences Identify system deficiences using the closed circuit camera system and provide recommendations for corrections; Repair in-house as possible Water Treatment Continue operations and maintenance for effective water treatment. Recoat The Interior of Tanks 1 & 3 at the 16th Street Booster Pump Station Rebuild the Agua Viva Permeate Pumps. N Y Ongoing N Y Ongoing Y Ongoing Annual ADEQ SSO Report reflected 8 SSO events in calendar year 2015 (five were private system failures). Ongoing; 6 repair projects completed due to CCTV inspection findings Project completed April 2016 Y Y 95 FY16 Goals In Complete Progress % (Y or N) (Y or N) complete Assess Filter Media at the Main Street WTP. Y Complete installation of new fine screen strainers at the Agua Viva WTP. Y Filter underdrain system and valving at the Main St. 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. Replace the Figueroa Ave WPCF Headworks Bar Screen mechanical systems. Renovate the 24th Street Wastewater Liftstation. Complete Renovation of Figueroa 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 Y 20% Y 10% Y Ongoing Y Y 20% Y 50% Y 10% Y Renovate Digester No. 3, including coatings and installing new mixers Y 50% Y Ongoing Remove (Y or N) Notes Final Report Received Winter 2015 Strainer Installed October 2015 Underdrain System is Designed Bidding Summer 2016 Filter Media will be replaced Summer 2016 Project Will Completed in Later Summer 2016 Project is in Design Phase Spring 2016 Master Plan Submitted December 2015 Project is scheduled for completion Fall 2016. Laboratory Continue efforts to meet the City of Yuma requirements for reporting and monitoring of the Water and Wastewater Systems. Develop and Submit to EPA a Sampling Plan to conform to the Long Term Surface Water Treatment Rule. Conduct twice per month sampling for Cryptosporidium, E. coli and turbidity under the LT2 requirements (a 24-month project) Sampling plan submitted and approved by ADEQ Y Y 96 Ongoing Project Completion will be Fall 2017 FY16 Goals Conduct and complete the triennial Lead and Copper sampling and reporting for the Public Water System 14024 requirements. Conduct monitoring for the Long Term 2 Surface Water Treatment Rule In Complete Progress % (Y or N) (Y or N) complete Remove (Y or N) Notes Y Long Term 2 Rule Application Submitted to State Summer 2015 Y 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 Y Variable Frequency Drives Installed Summer 2015 Y Complete upgrade of the SCADA systems server hardware / software to make the system more reliable and efficient Reprogram the Agua Viva Raw Water Intake Pumps Pretreatment 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. 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 Initiate project to canvas specific geographical areas for commercial wastewater users who may be regulated under Federal Discharge Standards 99% All Hardware installed, Remaining Items Only Include Localized Programing Y Ongoing Y Ongoing Y 90% Y Ongoing Y 80% Y 50% Y Ongoing N 97 FY17 Goals Administration Develop and track a Utilities Low Income Assistance Program Review development of a Low Income Water and Housing Assistance Program (AmeriCorps VISTA grant program project) Need to relocate the Systems Divisions to free space for the phase 2 expansion of the new Fleet Maintenance Faclity New Utilities Department Facility for Systems Divsions and Administration Staff Water Distribution Obtain data collection hardware to go digital with field data retrieval Convert from paper distribution atlas to all digital Customer Service Obtain data collection hardware to go digital with field data retrieval Wastewater Collection Update the SSO Response Plan and conduct training Conduct Storm Sewer System jet cleaning and CCTV inspection Develop a Manhole Replacement Program (CIP) based on MH inspections Water Treatment Propose concept for recoating exterior of 16 Street Water Storage Tanks Complete Arc Flash Analysis of 16 Street Tanks Initiate Project for renovating Main Street Water Treatment Plant Filters 5-12 Wastewater Treatment Relocate and construct a new 24 Street Wastewater Liftstation Complete Arc Flash Analysis of Desert Dunes WRF Recoat exterior of Digesters 1-3, and Gravity Thickener incorporating conceptual art from local schools Assessment of Ultra Violate Disinfection System - Desert Dunes WRF Instrumentation and SCADA Complete variable drive programming changes to maximize pump efficiencies and minimize electrical consumption Laboratory Fully Implement the new EPA Total Coliform testing protocol 98 Engineering Department The Engineering Department is committed to being responsible stewards of public resources to enhance the quality of life in the City of Yuma by providing capital project management, a safe transportation network, as well as engineering and inspection services for privately constructed infrastructure in the public rightof-way. The Engineering Department (the “Department”) is comprised of professional and para-professional personnel, including Registered Professional Engineers, Registered Land Surveyors, Project Management Professionals, certified Construction Inspectors, and Engineering Technicians. The Department uses both City staff and private consultants to perform project design, contract administration, materials testing, and inspections of the City’s projects and work done in the public rightof-way by private developers to ensure that the City’s projects and infrastructure are built to City standards. The Department provides these services through five divisions: Development Engineering, Infrastructure Engineering, Traffic Engineering, CIP Project Management, and Field Services. The Development Engineering Division takes a proactive AUTHORIZED FY FY FY approach to private development within the City of Yuma PERSONNEL 14/15 15/16 16/17 by engaging with developers early in the process. 27 24 24 Development Engineering provides plan review services Engineering Development to ensure that infrastructure constructed in City rights-of4 4 4 way will be done according to City, state, and federal Engineering Total 31 28 28 standards and in accordance with City policies. Development Engineering is also responsible for the implementation and collection of the City’s adopted development fees as well as providing flood zone management within City limits. The Infrastructure Engineering Division primarily provides in-house design services for water, wastewater, storm drain and roadway projects. Infrastructure Engineering also provides City utility mapping services, inspection of City-owned bridges, and oversees the updating and implementation of City construction specifications and standard details. The Traffic Engineering Division is charged with ensuring the safe and efficient movement of all modes of transportation. Their primary responsibilities include transportation planning, review of traffic impact studies, and investigation and resolution of traffic related complaints. The Traffic Engineering Division also provides specialized plan review, design services and technical recommendations to address safety concerns. The CIP Project Management Division provides professional project management services for design and construction of the City’s Capital Improvement Program projects. Project Managers are responsible for implementing project plans and monitoring scope, schedule and cost at all phases of a project; from planning to construction and close-out. 99 The Field Services Division provides surveying and construction inspection services. Using the latest GPS and survey equipment, Survey group provides topographic surveys, staking and utility locations to support the design and construction of City projects. The Survey group also prepares and reviews legal descriptions for the acquisition and sale of property and easements. The Surveying Division also maintains a system of survey benchmarks throughout the City to provide accurate horizontal and vertical reference points for use by City staff as well as consulting engineers and surveyors. The Construction Inspection group provides construction observation, quality assurance and plan review services to ensure that any public improvements in City rights-of-way are constructed to City standards. Construction Inspectors provide oversight on all CIP projects as well as infrastructure built by private developers. Our inspection group is staffed with professionals certified by the Arizona Technical Testing Institute, American Concrete Institute, and the Arizona Department of Environmental Quality. ENGINEERING 14/15 Actual Personal Services 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget 1,690,184 2,339,584 1,787,408 2,373,895 Operating 608,807 633,449 620,921 968,812 Capital Outlay 52,902 21,300 21,300 21,000 2,351,893 2,994,333 2,429,629 3,363,707 For fiscal year 2016-2017, the Engineering Department presents a budget of $3,363,707, an increase of 12.3% over last year. The increase to personal services is due to the 17% increase in health insurance costs. The increase in operating expenses includes $132 thousand for stormwater compliance. In addition, the allocation to Engineering increased for Insurance Reserve and Intracity cost allocation. The City budget includes budget for the implementation of the second half of the 2014 labor market study (LMS), however it is not included in the department budgets. The Engineering department will increase approximately $77 thousand when the LMS is finalized and budget transferred on July 1. FY 2016-2017 Budget (in thousands) $969 $2,374 Personnel Operating $161 100 Capital Outlay ENGINEERING 14/15 Actual 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget General Fund 282,534 432,176 346,317 422,098 City Road Tax 1,783,612 2,267,601 1,822,306 2,704,483 Two Percent Tax Fund 85,348 87,763 76,443 71,849 Water Fund 121,479 132,384 107,181 94,662 Wastewater Fund 78,920 74,414 77,382 70,615 2,351,893 2,994,338 2,429,629 3,363,707 In Complete Progress % (Y or N) (Y or N) complete FY16 Goals Engineering Review and update construction standards the City's Remove (Y or N) N Y 50% N Implement a plan to address the Roadway Safety Assessment (RSA) project N Y 67% N Implement use of project charters and standardized reporting N Y 80% N Permit approval & construction Smucker Park Retention Basin N Y 90% N Environmental Compliance N Y 50% Y Development of an interconnected traffic control system to improve traffic flow through town. N N 0% Y N Y 75% N N Y On-going Y Y N 100% Y of 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 101 Notes Construction Specs update complete; working on Standard Details 32nd Street RSA still outstanding from ADOT Reporting requires database connection with New World ADWR Permit Issued, County to bid and construct New ADEQ MS4 permit expected March 2016 Reevaluating interconnect program and IGAs in conjunction with Public Works 4 basins designed, 2 constructed FY16 Goals In Complete Progress % (Y or N) (Y or N) complete Remove (Y or N) Development Engineering Development Fee Review 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 FY17 Goals Engineering N Y 50% N N Y On-going Y N Y On-going Y N Y On-going Y N Y On-going Y Implement department cross-training program to add depth to our employees' skill sets, promote continued learning, and provide back-up for key positions. Transition from use of standard AutoCAD design software to Civil 3D, including completing drafting templates and staff training. Complete a communication plan for every CIP project initiated. Evaluate subdivision inspection process and revise to leverage EnerGov program for added transparency, document management, and workflow improvements. Paperless construction inspection process by implementing the use of mobile technology for plan reviews and inspection documentation. Implement Real Time Kinematic (RTK) surveying network for improved accuracy and data sharing capabilitiy. Additional Construction Inspector certifications by American Concrete Institute and American Public Works Association. Additional CIP Project Manager certification by Project Management Institute. 102 Notes Reviewing land use assumptions and draft development fees FY17 Goals Staff certification in cost estimation by American Association of Cost Engineers. Develop policy for updating and maintaining traffic signage and pavement markings during maintenance operations. Complete computer model of major traffic corridors and intersections for Level of Service analyses to assist in prioritizing transportation projects. Conversion of City utility mapping/atlases from CAD to GIS. Complete construction of 16th Street and 4th Avenue intersection Complete design begin construction of Pacific Avenue Athletic Complex. Complete design and begin construction of new Fleet Maintenance Facility. Complete reconstruction of 24th Street from Avenue A to Avenue B. Development Engineering Revise encroachment permit process and related fees to account for type of work, street cuts, and inspection efforts. Also revise associated ordinances to include fees for after-hours and weekend inspections. Formalize policy, procedures and fees for "at-risk" grading permits. Formalize policies and ordinances for subdivision infrastructure acceptance, warranty inspections, and release of assurance money. Revise stormwater ordinances to reflect new ADEQ MS4 permit reqirements. 103 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 AUTHORIZED FY FY FY offers clerical support to staff and customer PERSONNEL 14/15 15/16 16/17 service in the form of registration for programs Administration 11 11 11 and ramada rentals, functioning as a center of Parks Maintenance 62 62 62 information for Parks and Recreational activities in the community. With the addition Urban Forestry 2 2 2 of the Parks and Recreation Website, online Recreation 7 7 7 registration and ticket purchasing capabilities, Arts and Culture 7 7 8 customers now have information at their Civic Center 9 9 9 fingertips. Registration and ticketing is made Golf Course Maintenance 6 6 6 easier and more convenient. Administration Golf Courses 9 4 4 also oversees the development of new Facility Maintenance* 11 11 11 facilities and programs to serve the community Total 124 119 120 through the City’s Capital Improvement Program. *Facility Maintenance employees report to City Administration The Arts and Culture Division sustains and supports local arts by providing distinct opportunities for community participation and artistic growth. The Yuma Art Center continues its role as a catalyst for artistic growth in our community. We seek to increase involvement in the arts for artists and participants through our diverse cultural programming targeting a broad audience. Support is extended to arts groups and artists by creating a climate conducive for local artistic development through the priority offering of the facility for non-profit arts use at rates far below the national average. Arts advocacy continues to be a high priority for the Parks, Arts, and Recreation Commission and its supporting Public Art Committee. These groups help to gather input on public desires and to be the public face for arts support. In working to continually expand our outreach, we are building community awareness through local media partnerships in both English and Spanish. Our vision is for all members of our community to live creative lives by being a part of the arts in Yuma. 104 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 care. The Tree and Landscape Expo, which occurs annually during the winter season provides valuable information to the community regarding Yuma’s vegetation and plant/tree selection. Yuma has earned the Tree City, USA designation for several years. The Parks Maintenance Division oversees the operation and provides daily maintenance of over 600 acres, which consists of: 33 parks, ten athletic complexes, two golf courses, grounds surrounding 19 City buildings, one gymnasium, four outdoor basketball courts, nine tennis courts, one dog park, five sand volleyball courts, and the Graffiti Abatement program. The Downtown Mall Maintenance District consists of: Giss Parkway north to First Street, and Madison Avenue east to Gila. Staff maintains this entire area, including the right-of-way and planters along the streets, parking lots and shade structures within these boundaries. The Division also provides support services to events that happen in the downtown area. The Baseball Complex Division is responsible for all grounds maintenance at the Ray Kroc Baseball Complex and provides support services for the special events held at the facility. The division provides safe, attractive and modern places for public recreation and a cleaner, more beautiful city which enriches the quality of life for residents and visitors alike, and preserves it for future generations. The Recreation Division consists of eight areas: Recreation General, Senior Adult programming, Adult programming, Youth programming, Outdoor Recreation, Aquatics, Teens, and Adaptive Recreation. A special emphasis is placed on providing special family activities, that all can enjoy. Recreation General oversees the management of the entire division. Senior Adult programming, held at the North End Community Center and Yuma Readiness and Community Center, serves adults 50 years of age and over, providing activities including arts and crafts, educational classes, fitness, dance, pool shooting, and Senior Games. Adult programming includes volleyball, basketball, year-round softball leagues, tournaments, instructional programs, fitness, and arts and crafts programs. Youth programming offers a variety of sports, recreational, and instructional opportunities for youth of all ages, which includes tots and teen activities. In addition to the City-run activities, a strong component of the Parks and Recreation Department is the partnership between Co-Sponsored youth sports organizations and the City. Outdoor Recreation provides recreational opportunities such as canoeing, kayaking, family camping activities and outdoor education programs for all ages. Aquatics programs include the programming of four municipal pools. Fitness and swim programs are offered, as well as Learn-to-Swim lessons during the summer. Adaptive Recreation programming for special needs participants is offered year-round and over the past year, an emphasis has been placed on providing additional activities such as Day Camps and music based programs that participants may register for. The Yuma Readiness and Community Center, a joint-use facility between the Arizona National Guard and the City of Yuma, is a full service recreational facility, with programs and activities scheduled there and 105 serves as an additional site for the community to get information, register for programs or rent park ramadas. The Yuma Civic Center and Ray Kroc Baseball Complex serves the Yuma region by providing flexible facilities for diverse events. As the only venues capable of hosting the large-scale public and private events where we gather and create community, the complex excels as Yuma’s premiere event venue. The facility has facilities have touched the lives of countless citizens and visitors and is as the venues of choice for many of Yuma’s most popular events: Arizona Antique Show, the Home and Garden Show, the Desert Lily Quilt Show, Prayer Breakfast, Midnight at the Oasis, American Cancer Society Relay for Life, Rotary Kammann Sausage Fry, and Heart of Yuma, Yuma Territorial Gun Show, 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 14/15 Actual 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget Personal Services 7,830,268 8,016,699 8,004,016 8,369,586 Operating 6,347,174 10,584,865 6,916,628 7,133,373 5,432 560,000 422,345 415,000 14,182,874 19,161,564 15,342,989 15,917,959 Capital Outlay The Parks and Recreation Department presents a budget of $15,917,959 for fiscal year 2016-2017. This is a $3.2 million decrease from last year’s budget, with grant budget dropping $3.4 million due to budgeting the anticipated grants in the City Administration budget. The actual increase to the budget is $188 thousand or 1.2%. The increase to personal services is due to the 17% increase in health insurance costs. The increase to operating costs includes budget for the annual Tunes and Tacos and th July 4 events. In addition, the allocation to Parks and Recreation in the 2% and Desert Hills funds increased for Insurance Reserve and Intracity cost allocation. The City budget includes budget for the implementation of the second half of the 2014 labor market study (LMS), however it is not included in the department budgets. The Parks and Recreation department will increase approximately $221 thousand when the LMS is finalized and budget transferred on July 1. FY 2016-2017 Budget (in thousands) $7,133 Personnel Operating $8,370 Capital Outlay $415 106 PARKS AND RECREATION 14/15 Actual 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget General Fund 7,865,626 8,276,668 8,276,377 8,298,511 Two Percent Tax Fund 3,695,884 4,274,600 4,132,673 4,582,689 Mall Maintenance Fund 210,444 231,256 227,214 234,929 Grant Funds 64,023 3,721,279 45,812 288,778 Desert Hills Golf Course Fund 2,346,897 2,042,761 2,238,568 2,098,052 Equipment Replacement Fund - 615,000 422,345 415,000 14,182,874 19,161,564 15,342,989 15,917,959 FY16 Goals Administration In Complete Progress % (Y or N) (Y or N) complete Develop a media kit that will include multiple options for prospective sponsors to chose from that outlines different promotional benefits Y Implement an new branding strategy for Parks and Recreation Y Y Secure grant funding for each area of Parks and Recreation 50% This is a on going process grants are applied fro as we find them Y Y 50% Y 40% Y Create an Outdoor Recreation Brochure Plan and execute Stargazing programs and partner with the Yuma County Library and local high schools. Notes The sponsorship package is being used for all of our big events like Tunes and Tacos. 4th of July…… etc. Research the feasibility of establishing a non-profit, organization, whose sole role is to support the Parks and Recreation Department's Mission and needs Update the P&R Photo album to include a new cataloging system and new photos Recreation Create a facility request questioner to be more friendly user for customer and staff. Remove (Y or N) Y 107 FY16 Goals In Complete Progress % (Y or N) (Y or N) complete Offer Lifeguard Training on a quarterly basis Re-evaluate and make improvements to the Senior Games program that will attract and increase participation Expand fitness programs for all ages Y 25% Y 25% Remove (Y or N) Notes Unable to complete due to lack of certified life guard Intstructor Trainers More print marketing More person to person/park visits Toddler Tumbler Bugs, Zumba, Zumba Training, Yoga Tree, Fitness Walk Y Yuma Civic Center Look at ways to increase revenues and implement new strategies Revise existing menus, both catering and concession. Review packages for facility rental. Held first annual 4th of July Extravenganza, Fiestas Patrias, MMA Fight, and Circus Vargus Concept & design meetings have started. Project construction to begin prior to May 31, 2016. Y 5% Improve outside Terrace area with new shade structure, lighting, and staging Y 10% Replace YCC carpeting in main lobby and meeting rooms N 0% Funding unavailable 25% Due to lack of attendance at recent teen dances, focus turned to promoting quality live entertainment. Increase regional visibility of facility with additional events and attendees Y 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 Y Plan and schedule teen dances, partnering with the Yuma Union High School District Y 108 50% Y Hosted one teen dance, but due to low attendance, did not host additional event FY16 Goals Arts and Culture Work with Facilities Maint. to replace older highuse 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 scuplture for one of the pedistals 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) Install Footgolf Course at Desert Hills Par 3 Offer events and programming that include SNAG Golf and SNAG Footgolf Upgrade Club Rental Sets Upgrade Desert Hills Driving Range and Golf Shop 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 In Complete Progress % (Y or N) (Y or N) complete Remove (Y or N) Notes Y Y Y N Worked with local high schools to create designs for murals PAC has been involved and will continue to advise on art components for the complex Funding secured, now in progress coordinating with AWC Y 30% Y 50% Y 30% Y 0% Y 10% Started fundraising Y 20% Dirt work completed on boardwalk and beach area. Program will run from 6/13-7/30/16 Y N Complete as funding becomes available. Complete as funding becomes available. Y Y Y Y Y 109 FY16 Goals Complete Desert Sun Stadium Phase IV wrought iron fence work project. Partner with Yuma Elementary School District #1 for the expansion of open space at Kennedy Park North Renovate the Desert Sun Stadium ticket box office exterior. Partner with Arizona Game & Fish Department on the installation of a fish cleaning station at the West Wetlands Park Turf two north fields at the Yuma Valley Area Park as funding becomes available. FY17Goals Administration Update existing Parks and Recreation Ordinance, with review from other departments before presentation to Council. Research and acquire alternative funding opportunities through donations, sponsorships and grant opportunities as they arise Assist with the update of the Parks and Recreation Element of the General Plan In Complete Progress % (Y or N) (Y or N) complete Y 20% Y 50% Y Y Y Refine and update the Parks and Recreation facility and park rental procedures to improve customer service Complete design and construction of the Pacific Avenue Athletic Complex. Grand opening scheduled for September 2017 Research grant funding opportunities and partner with the Arizona Game & Fish Department for the development and construction of an archery range Recreation Host the 2017 Western National Class E tournament by ASA National Softball Association at the Pacific Avenue Athletic Complex Develop and host the 2nd annual Horseshoe Tournament and plan and schedule the first disc golf tournaments 110 Remove (Y or N) Notes Complete as funding becomes available FY17Goals Plan, develop and execute new Outdoor Education programs that will include: Kayak Kit building class and Adult Archery League. Host the City of Yuma's first triathlon that will include archery, canoe, and bike riding event competition. Complete Outdoor Recreation Brochure Partner with the Yuma Fire Department for Camp Inferno on the planning and development of Camp Inferno, allowing for expansion of the program. Train/Hire a staff person to become our in-house Life Guard Instructor Trainer Yuma Civic Center Explore the feasibility of purchasing an outdoor inflatable movie theater system for programing movie nights on the Sunset Terrace and Desert Sun Stadium. Research new rental/scheduling software system that will allow scaled mapping of event floor. Plan and host the first Adult Kickball Tournament at the Ray Kroc Sports Complex Complete renovations and upgrades on the Sunset Terrace and promote outside venue to increase usage. Explore the possibility of moving and replacing the Civic Center Marquee and fund it through community partnerships. Continue to look for and schedule unique entertainment opportunities for the Yuma Civic Center and Ray Kroc Sports Complex, partnering with organizations, donors and businesses to offset costs of the events Arts and Culture First phase LED theater lighting upgrade. Install new to LED capable board this will allow us to operate older halogen lighting system while it is transitioning to LED . This is a multiyear project. 111 FY17Goals Expand visibility and exposure to broaden audience, identify and create programming that will build new audiences. Work with Yuma Fine Arts to pormote arts and art events in Yuma. Plan and work with the Mexican Consulate to facilitate at least one international exhibit. Increase community engagement in the arts through partnerships with local businesses, corporations, and nonprofits organizations. Plan and work with the Mexican Consulate to facilitate at least one international exhibit. Upgrade front entrance doors into the Art Center with assisted opening doors. Golf Courses Complete Rebranding of Desert Hills Par-3 Golf Shop Merchasndising and Range Rebuild all Tee Boxes at Desert Hills Add fairway bunkers #5 (1), #6 (3), #11 (1) and #18 (1) Build and operate an City Junior Golf Programs at neighborhood parks Obtain new cart fleet w/GPS units Increase exposure to FootGolf by contacting all local high schools, working with soccer coaches to host first high school Footgolf Tournament Develop a Footgolf promotional package, that will increase rounds, visiting RV parks, service organizations, and presenting it to the local media at a media Footgolf challenge event. Parks Replace outfield fence on fields 2, 4, 5 at Ray Kroc Baseball Complex and some areas at Elena Orendain Curtis Complex. Start the roving inmate crew to maintain the outer laying parks Clearing bank line along river from Gateway Park to 4th Avenue Bridge Relocation of green waste site from West Wetlands Receive and install outdoor fitness equipment at Smucker Park that was purchased with grant funding and donations 112 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 FY 14/15 FY 15/16 FY 16/17 Administration 12 12 12 Animal Control Patrol Investigations Support Services Facility Maintenance 6 142 48 57 7 7 141 48 58 7 7 144 48 59 7 272 273 277 Total 113 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 14/15 Actual 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget Personal Services 22,938,053 23,983,003 23,682,749 24,648,086 Operating 4,072,464 6,709,585 4,535,578 7,454,497 114,554 1,288,150 932,000 971,500 27,125,071 31,980,738 29,150,327 33,074,083 Capital Outlay For fiscal year 2016-2017, the Police Department presents a budget of $33,074,083, an increase of 3.4% from last year. The increase to personal services is due to the 17% increase in health insurance costs and early implementation of the second half of the 2014 labor market study for sergeants and below. The Police department lost 50 personnel in 2015 due to other Arizona cities recruiting our valuable officers. In order to retain the highly skilled officers, raises were given to the sergeants, corporals, and officers in February 2016. The increase in operating costs includes budget for polygraph exams, report transcription services and an increase in equipment maintenance costs. In addition, the allocation to Police for insurance reserve has increased. The capital outlay budget is for new utility vehicles and motorcycles. The City budget includes budget for the implementation of the second half of the 2014 labor market study (LMS), however it is not included in the department budgets. Even though some of the police positions received their LMS allocation in February, additional increases will be given to keep these positions competitive with other municipalities. The Police department will increase approximately $1.2 million when the LMS is finalized and budget transferred on July 1. FY 2016-2017 Budget (in thousands) Personnel $24,648 $7,454 Operating Capital Outlay $972 114 POLICE 14/15 Actual General Fund Public Safety Tax Fund Grant Funds 15/16 Adjusted Budget 15/16 Estim ate 16/17 Budget 25,000,820 26,043,672 26,072,364 27,290,149 385,038 1,704,528 1,666,005 1,903,360 1,739,213 4,090,538 1,286,958 3,880,574 - 142,000 125,000 - 27,125,071 31,980,738 29,150,327 33,074,083 Equipment Replacement Fund FY16 Goals Administration Research for purchase a software program that maintains department policies, procedures and testing documentation Conduct "Ethics" refresher training for all employees Complete partnership certification to be recognized as partner agency with the National Center for Missing and Exploited Children Complete process to have our 911 Dispatcher training accredited through APCO Project 33 Patrol Develop and Implement Animal Control written policies Administration Develop a Tactical Emergency Response Team/Dispatch program. 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 community-wide methamphetamine and marijuana awareness and reduction program Implement a Communications Center Quality Assurance Program In Complete Progress % Remove (Y or N) (Y or N) complete (Y or N) N Y 30% N Y Y 100% N N Y 25% N N Y 60-70% N N Y 80% N 115 Notes On going process FY16 Goals Conduct two Citizen's Police Academies, one of which will be a Hispanic Citizen's Police Academy PATROL Replace approximatley 60 vehicle mounted Mobile Data Computers using grant monies Continue implementation of new handheld radios Identify and update city ordinances regarding traffic, false alarms and animal control Replace Special Enforcement team ballistic helmets and vests Replace Stonegarden Vehicles using Operation Stonegarden grant monies 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 Body Worn Camera Systems for patrol implementation In Complete Progress % Remove (Y or N) (Y or N) complete (Y or N) N Y 20% N N Y 80% N N Y 40% N N Y 20% N N Y 85% N N Y 10% N 100% Y Y N Y 60% N N Y 50% N N Y 27% N N Y 2% N Y 5% N Y 75% N Selection process standardization to include training offered/required for special assignments and promotions N Y 50% N Implement a department specific social media application available to the public. Y 100% Y Continue to develop a partnership with U.S. CBP to house and support a firearms simulator training room for use by local agencies. Y 100% Y 116 Annual Goal On going process On going process Seeking grant funding N Support Services Convert to electronic Police Department record retention Notes Housed at AWC FY16 Goals 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 Reduce property crimes using aggressive prosecution of repeat offenders and contiuned education of the community and stakeholders. In Complete Progress % Remove (Y or N) (Y or N) complete (Y or N) N Y 75% N N Y 50% N N Y 25% N Y Y 100% N N Y 30-40% N Expand current partnerships and develop new ones with the financial institutions in the community. N Y 20% N Enhance the quality and capabilities of the YPD Crime Analysis Unit with regard to the information it distributes. N Y 50-60% N FY17 Goals Administration Attain accreditation of training program through Association of Public Safety Communications Officials (APCO) Develop and implement tactical dispatching team Create and fill 4 part-time Call Taking positions; and Increase staffing level by 6 Implement false alarm reduction program Patrol Replace approximatley 60 vehicle mounted Mobile Data Computers using grant monies Continue implementation of new handheld radios 117 Notes On going process This is an ongoing process involving several stakeholders. This is an ongoing process involving several stakeholders. New Analysis hired and training complete. On going process. FY17 Goals Identify and update city ordinances regarding traffic and animal control Full implementation of the Neighborhood School Resource Officer Program Work with stakeholders to establish a Mental Health Special Needs bracelet to assist first responders Replace Special Enforcement team ballistic helmets and vests Replace Stonegarden Vehicles using Operation Stonegarden grant monies Move Animal Control Services Unit to Police Substation Implement Procedureal Justice Philosphy throughout Patrol Renew Partnerships with the Community Utilizing Procedural Justice Philosphy Research and Implement E-Ticketing System Replace Aging Patrol Vehicle Fleet Improve Quality of Customer Service through Personnel Accountability Support Services Fully implement and administer a false alarm reduction and management program in support of the city ordinance. Provide the Office of Chief of Police with a method for assessing service and community satisfaction levels. Ensure the delivery of timely and accurate statistics, data, and records by enhancing our understanding of New World Records Management Systems, The National Incident Based Reporting System and associated procedures through training, collaboration and use. Implement and employ an active tracking system (IAPro/BlueTeam) for the Professional Standards and Quality Assurance Units. 118 FY17 Goals Utilize creative and contemporary approaches to improve the Department’s recruitment, hiring and retention efforts. Continue to develop partnerships with local and regional agencies in order to provide exceptional training opportunities for our employees while optimizing staff time and mitigating cost. Investigations Install the radio tower at the Kyla Evidence Storage to enable security camera use. Add 1 PSO to Fraud Crimes to replace the Civilian Investigator position that was returned to the Traffic Unit. This position could assist in follow-up requests and analyzing various documents and data on fraud cases. Expand our abilties to investigate gun crimes through the implementation and use of forensic ballistic systems Continue to enhance the partnerships with the financial institutions within the community Add 1 PSO position to the Major Crimes Bureau. This position could assist in follow-up requests and analyzing various documents and data on major cases. Major Crimes has definitely seen an increase in electronic communication evidence and having a dedicated person to review and analyze this data will greatly enhance and speed up our investigations, and reduce the amount of overtime spent analyzing the data. 119 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 Administration 7 7 7 activities is participation in public outreach Professional Services 3 3 3 programs including Yuma Ammonia Awareness Operations 112 118 118 Safety Day, the Juvenile Fire Setters Program, a Community Risk Reduction 3 3 3 partnership with WACOG to install residential Knox boxes for special needs citizens, and Total 125 131 131 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 FY 14/15 FY 15/16 FY 16/17 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 120 Services is also a key component of the Division. The Fleet Manager works in coordination with the Public Works Fleet Management staff to ensure operational readiness of all fire apparatus. The Fleet Manager and one Public Works staff member are certified as Emergency Vehicle Technicians and ensure all maintenance work and required testing is completed in accordance with the most up-to-date regulations. The Professional Services Division is responsible for Department training, internal affairs, safety, succession planning, agency accreditation, and management of the Public Safety Training Facility. Training is provided in the areas of fire suppression, operational tactics and emergency medical certification. Continuing education for basic emergency medical technicians and Paramedics is also provided. Training is coordinated by the Professional Services Division for special operation teams to meet annual training requirements. Internal Affairs reviews the accidents, injuries, personnel actions and customer complaints. Succession planning activities include recruitment and testing of entry level and internal promotional candidates. In addition, the Division forecasts and plans for the long- and short-term personnel needs of the Department. A key responsibility of the Division is the Department’s successful 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 14/15 Actual 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget Personal Services 12,715,478 12,987,158 13,949,982 13,313,165 Operating 2,587,462 5,586,340 2,785,132 4,680,576 Capital Outlay 1,235,463 1,515,000 1,423,000 78,000 16,538,403 20,088,498 18,158,114 18,071,741 The Fire Department presents a budget of $18,071,741 for fiscal year 2016-2017, a $2 million decrease from last year’s budget. Grant funds budgeted decreased by $1.2 million due to less anticipated grant 121 funds. There is also a $1.4 million decrease in capital outlay budget due to a fire truck being purchased in FY 2016. The increase to personal services is due to the 17% increase in health insurance costs. The City budget includes budget for the implementation of the second half of the 2014 labor market study (LMS), however it is not included in the department budgets. The Fire department will increase approximately $476 thousand when the LMS is finalized and budget transferred on July 1. FY 2016-2017 Budget (in thousands) Personnel $4,681 $13,313 Operating Capital Outlay $78 FIRE 14/15 Actual General Fund 15/16 Adjusted Budget 15/16 Estimate 16/17 Budget 14,823,117 15,067,533 16,056,093 15,526,413 Public Safety Tax Fund 574,183 673,419 656,302 790,873 Grant Funds 653,361 2,902,546 22,719 1,754,455 Equipment Replacement Fund 487,742 1,445,000 1,423,000 - 16,538,403 20,088,498 18,158,114 18,071,741 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. Professional Services Complete new-hire academy and continue hiring process for new firefighter in Fiscal Year 2016 In Complete Progress % (Y or N) (Y or N) complete Remove (Y or N) N Y 20% N N Y 10% N Y N 100% Y 122 Notes MCAS Agreement has been renewed. FY16 Goals Transition from traditional Emergency Medical Services refresher course to a more flexible, relevant and affordable certification renewal process In Complete Progress % (Y or N) (Y or N) complete Remove (Y or N) N Y 80% N N Y 80% N Y N 100% Y N Y 15% N N Y 75% N N Y 90% N Y N 100% Y Initiate the development of a compliance program for fire protection contractors N Y 75% N Hire an additional Fire Inspector to increase the effectiveness and efficiency of the fire inspection program. Y N 100% Y 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 responders 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 more efficiently. 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 123 Notes The goal is to provide training to meet the needs of the department in a more efficient way through regional training. For FY 17 training should begin to provide the instruction on the new active shooter policies FY16 Goals Develop a targeted fire inspection program based on the community risk profile. Special Operations Search and apply for alternative funding opportunities to provide for training and equipment for Special Operations Responses. FY17 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. Restructure Clerical Duties to allow for cross training and efficiency. Professional Services Re-evaluate the Firefighter hiring process to look into the benefits of working with a testing network to provide entry level testing. In Complete Progress % (Y or N) (Y or N) complete Remove (Y or N) N Y 50% N N Y 75% N Transition from traditional EMS refresher to a more flexible, relevant and affordable certification renewal process Continue to develop and implement a response strategy to an active shooter event in cooperation with YPD and other regional EMS and Law Enforcement responders Educate and Training Personnel on SLICE-RS suppression procedures Emergency Medical Services Transition EMS reporting to a software that meets all of the departments incident reporting needs. Post all protocols and updated EMS DGs to Target Solutions to get instant feedback and information out to the organization more efficiently. 124 Notes FY17 Goals Suppression Re-assess our Standards of Cover document that provides direction for deployment of fire, EMS, Special Operations, and other responses. Purchase and accept delivery of 2 new Fire Pumpers and one Command Vehicle. Community Risk Reduction Initiate the process of development of a compliance program for fire protection contractors Develop a targeted fire inspection program based on the community risk profile. Special Operations Search and apply for alternative funding opportunities to provide for training and equipment for Special Operations Responses. 125 City of YUMA 126 Capital Spending & Debt Management CAPITAL SPENDING AND DEBT MANAGEMENT Page No. Capital Improvement Program Capital Improvement Project Summary Capital Budget Project Detail Capital Project Detail pages Debt Management Table of Outstanding Debt 127 130 131 134 139 141 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 127 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 includes a brief descriptive title and the amount included in this year’s adopted budget. The project title is useful in finding the detailed project information in the separately published five-year capital improvement program. Following the detail table are actual project pages from the five-year capital improvement program document. Please visit the City website at www.yumaaz.gov to view the complete document. 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 maintain current operations and to build infrastructure. This is especially important when 128 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. 129 Capital Improvement Project Summary 2016-2017 Capital Budget FUND 2016-2017 Grants Fund 2,206,800 Two Percent Tax Fund 291,200 Highway Users Revenue Fund 1,305,000 City Road Tax Fund 6,351,000 Public Safety Tax Fund 50,000 Water Fund 6,101,000 Wastewater Fund 3,655,000 Restricted Funds Bond General Bond Road Bond Water Bond Wastewater Bond 2015 Issue ProRata Development Fees 50,000 1,047,500 4,120,000 21,930,000 1,685,000 4,190,000 Other 180,000 TOTAL 53,162,500 130 Capital Improvement Projects 2016-2017 Capital Budget FUNDING SOURCE BOND-GENERAL General Fund PROJECT TITLE West Wetlands Lower Bench Completion 2016-2017 50,000 BOND-ROAD 16th Street and 4th Avenue Intersection Improvements 32nd Street Pavement Preservation South Frontage Road - Ave 9 1/2 E to Ave 10E 830,000 50,500 167,000 1,047,500 BOND-WATER 16th Street and 4th Avenue Intersection Improvements 22nd Street - Avenue A to 4th Avenue Paving Pecan Grove Neighborhood Waterline Replacement Water Main Replacement Annual Project Waterline Replacement/Improvements 1,000,000 260,000 960,000 1,650,000 250,000 4,120,000 BOND-2015 ISSUE Various Funds 2% Tax Fund CITY ROAD TAX Fleet Services Maintenance Shop Pacific Avenue Athletic Complex 16th Street - Maple to 1st Avenue Turn Lane 16th Street & 4th Avenue Intersection Improvements 1st Avenue - 12th to 16th Street Paving 1st Avenue - 24th to 26th Street Paving 1st Avenue - Orange Avenue to 9th Street Paving 22nd Street - Avenue A to 4th Avenue Paving 24th Street - Avenue B to C Improvements 3rd Avenue - Orange Avenue to 14th Street Paving 40th Street Multiuse Path 46th Avenue Storm Drain 4th Avenue and Big Curve Turn Lane 56th Street Pavement Overlay Avenue 9E Railroad Crossing Quiet Zone Citywide Safety Improvements Rancho Verde Subdivision Paving Smucker Regional Storm Drain Basin Storm Water Lift Station Upgrades Traffic Signals Upgrade West Main Canal Multi-use Path 131 9,500,000 12,430,000 21,930,000 15,000 2,550,000 30,000 300,000 40,000 570,000 890,000 60,000 190,000 97,000 190,000 50,000 65,000 25,000 30,000 1,050,000 140,000 29,000 30,000 6,351,000 Capital Improvement Projects 2016-2017 Capital Budget FUNDING SOURCE DEVELOPMENT FEE GRANT HIGHWAY USERS REVENUE FUND OTHER PRORATA PUBLIC SAFETY TAX TWO PERCENT TAX PROJECT TITLE 2016-2017 Civic Center Sunset Terrace Expansion Pacific Avenue Athletic Complex Fleet Services Maintenance Shop Fleet Services Maintenance Shop 16th Street and 4th Avenue Intersection Improvements 4th Avenue and Big Curve Turn Lane 75,000 1,170,000 65,000 230,000 2,600,000 50,000 4,190,000 Downtown Revitalization Fourth Avenue Gateway Joint Land Use Study West Wetlands Lower Bench Completion Yuma Multimodal Center 400,000 632,000 125,000 85,000 964,800 2,206,800 Arizona Ave - Palo Verde to Country Club Dr Paving Catalina Drive - 32nd Street to 4th Avenue Paving Fourth Avenue Gateway Gila Street - 1st to 3rd Street Paving Palo Verde St - Catalina Dr to Arizona Ave Paving I-8/Araby Road IT Storm Drain 24th Street - Avenue B to Avenue C Improvements Police Station Parking Garage Repairs Stewart Vincent Wolf Creative Playground Yuma Multimodal Center 16th Street and 4th Avenue Intersection Improvements 1st Avenue - 12th to 16th Street Paving 1st Avenue - 24th to 26th Street Paving 24th Street Lift Station Replacement 32nd Street Manhole Rehabilitation Desert Dunes Improvement Project Figueroa AWPCF AZPDES Renewal WASTEWATER UTILITY FUND Figueroa AWPCF Bar Screen Replacement Figueroa AWPCF Biosolids Dewatering Process Figueroa AWPCF Electrical Upgrades Figueroa AWPCF On-Site Manhole Replacement Manhole Rehabilitation/Reconstruction Sewer Line Replacement/Improvement Systems Division Relocation Wastewater Collection System Lift Station Upgrade 132 315,000 325,000 155,000 201,000 309,000 1,305,000 180,000 1,685,000 50,000 50,000 241,200 291,200 270,000 50,000 55,000 780,000 700,000 475,000 200,000 1,086,000 575,000 480,000 680,000 300,000 100,000 50,000 300,000 6,101,000 Capital Improvement Projects 2016-2017 Capital Budget FUNDING SOURCE WATER UTILITY FUND PROJECT TITLE 2016-2017 16th Street Water Tanks Exterior Recoat 1st Avenue - 12th to 16th Street Paving 1st Avenue - 24th to 26th Street Paving 3rd Avenue - Orange Avenue to 14th Street Paving Agua Viva Well No. 1 Replacement Main Street WTP Filter System Upgrade Main Street WTP Sediment Basins Improvements New Water Services Systems Division Relocation FY17 Total CIP 133 780,000 60,000 190,000 30,000 70,000 2,400,000 40,000 35,000 50,000 3,655,000 53,162,500 Exert from Capital Improvement Program Document – General Government Section (page 13) Fleet Services Maintenance Shop Total Cost $9,795,000 Type Building Progress Under Design Category Other Location 190 W 14 Street th Justification The City of Yuma requires an adequate facility to ensure the maintenance of its fleet and to guarantee operational readiness. This project has previously been classified as a transportation project. As this project will service vehicles and equipment Citywide its classification is more accurately reflected in the general government section of the Capital Improvement Program. Description Construction of a new Fleet Maintenance Complex for the relocation of maintenance and operating function with storage for street, solid waste, fire, parks, police and utility vehicles and equipment. Expenditures 2017 Planning/Design Construction Inspection Total Funding Sources Bond – 2015 Issue Development Fee-Public Works Development Fee-Solid Waste Total 2018 2019 2020 2021 210,000 9,085,000 500,000 9,795,000 2017 Total 210,000 9,085,000 500,000 9,795,000 2018 2019 2020 2021 Total 9,500,000 9,500,000 65,000 65,000 230,000 230,000 9,795,000 9,795,000 134 Exert from Capital Improvement Program Document – Parks and Recreation Section (page 16) Pacific Avenue Athletic Complex Total Cost $13,600,000 Type Construction Progress Under Design Category Facility Location Pacific Avenue and 8 Street th Justification The facility will enhance Yuma’s historic downtown area, retail and hospitality by bringing new visitors and additional spending to the community. The City’s competitive leagues are growing and as a result local demand and tournament play will utilize the complex year round. This project also represents an opportunity for Private-Public partnerships. Description The Park will include lit ball fields, batting cages, concessions, restrooms, play areas and parking. As funding becomes available additional amenities may include passive green spaces such as additional playgrounds, picnic areas, open space, ramadas, and connection to existing pathways. Expenditures 2017 Planning/Design Construction Inspection Total Funding Sources Total Operational Effect Total 2020 2021 Total 785,000 12,765,000 50,000 13,600,000 2018 2019 2020 2021 12,430,000 1,170,000 13,600,000 2017 Capital Outlay Other (Insurance, Utilities) Staff Cost Supplies/Material 2019 785,000 12,765,000 50,000 13,600,000 2017 Bond – 2015 Issue Development Fee-Parks 2018 Total 12,430,000 1,170,000 13,600,000 2018 2019 250,000 116,250 267,371 75,000 708,621 135 139,500 341,339 100,000 580,839 2020 155,000 437,373 130,000 722,373 2021 162,750 448,307 136,500 747,557 Total 250,000 573,500 1,494,390 441,500 2,759,390 Exert from Capital Improvement Program Document – Transportation Section (page 27) 16th Street & 4th Avenue Intersection Improvements Total Cost $7,250,000 Type Reconstruction Progress Under Construction Category Intersection Improvement Location 16 Street & 4 Avenue Intersection th th Justification This intersection is one of the City’s most congested intersections. Improving this intersection will increase capacity thus improving traffic flow and the safety of road traffic and pedestrians. The project design has been updated and as a result budget estimates are closer to actual cost. Description th th th nd The intersection improvement parameters are from 15 Street to 17 Street on 4 Avenue and 2 Avenue to th th 6 Avenue on 16 Street. Improvements will consist of dual left-turn lanes and dedicated right-turn lanes at all four legs of the intersection and bike lanes as identified within the transportation element of the General Plan. The project also includes waterline replacement and upgrades. Existing waterlines includes 12”, 4” th and 16” which will be replaced with one new single 16” Polyvinyl Chloride water main. From 16 street to th 17 Street a 10” waterline will be replaced with a new 12” waterline. Expenditures 2017 Planning/Design Land Acquisition/Right-ofWay Construction Inspection 35,000 35,000 300,000 300,000 6,870,000 45,000 7,250,000 6,870,000 45,000 7,250,000 Total Funding Sources 2017 Bond – Transportation Bond – Water City Road Tax Development FeeTransportation Wastewater Utility Fund Total 2018 2019 2018 2019 2020 2020 2021 2021 Total Total 830,000 1,000,000 2,550,000 830,000 1,000,000 2,550,000 2,600,000 2,600,000 270,000 7,250,000 270,000 7,250,000 136 Exert from Capital Improvement Program Document – Wastewater Utility Section (page 72) Figueroa AWPCF Bar Screen Replacement Total Cost $1,086,000 Type Construction Progress Under Construction Category Wastewater Location Figueroa Avenue Water Pollution Control Facility (FAWPCF) Justification The bar screens are the first phase of the water treatment process. The screens prevent large untreatable objects and debris from entering the primary clarifiers and subsequently the digesters. Without operable bar screens debris can enter the primary clarifiers and cause extensive damage to the rake, arms and transfer pumps. The existing screens were originally installed in the mid 1990’s and the manufacturer no longer supports the make and model of the current screens. Description This project will replace two existing influent bar screens and electrical control system to prevent large untreatable objects and debris from entering the primary clarifiers and subsequently the digesters. Expenditures 2017 Inspection Installation Total Funding Sources Total 2019 2020 2021 50,000 1,036,000 1,086,000 2017 Wastewater Utility Fund 2018 Total 50,000 1,036,000 1,086,000 2018 2019 1,086,000 1,086,000 2020 2021 Total 1,086,000 1,086,000 137 Exert from Capital Improvement Program Document – Water Utility Section (page 86) Main Street WTP Filter System Upgrade Total Cost $7,200,000 Type Improvements Progress Planning Category Water Location Main Street Water Treatment Plant (WTP) Justification The existing filter and backwash system is over 40 years old. Potential failure is possible due to the age of the structures and equipment. System failure may result in lengthy service interruption for a majority of water customers. Description Design and install emergency de-watering system in filter gallery. Upgrade existing backwash recovery system filter, system controls, control buildings and backwash recovery pump. Phase I – Refurbish/Repair under drain gallery, valves, piping and replace media in filters 1-4 (2016-17) Phase II – Refurbish/Repair under drain and replace media in filters 5-8 (2019-20) Phase III – Refurbish/Repair under drain and replace media in filters 9-12 (TBD) Expenditures 2017 Planning/Design Construction Inspection Total 2019 200,000 2,100,000 100,000 2,400,000 Funding Sources 2017 Water Utility Fund 2,400,000 2,400,000 Total 2018 2020 200,000 2,100,000 100,000 2,400,000 2018 2019 2,400,000 2,400,000 138 2020 2021 Total 200,000 2,100,000 100,000 2,400,000 600,000 6,300,000 300,000 7,200,000 2021 Total 2,400,000 2,400,000 7,200,000 7,200,000 Debt Management project rather than trying to set aside monies until sufficient resources are available. Most governments have been active in the bond markets for years, especially with low long-term rates. The City of Yuma is no exception. This bond financing to pay for capital projects is especially prevalent in fast-growing cities, like Yuma. 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 ‘pay-as-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. 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. 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. LONG-TERM BONDS Much like bank financing, the City sells bonds on the open market to secure enough proceeds to pay for a project. With a ready source of cash, the City can complete a large project without the cash-flow concerns of using 'pay-as-you-go'. Again, like bank financing, the bonds must be repaid over time, at market driven interest rates. These payback terms are spread based on the flow assumptions of the underlying revenue and can range from five to twenty years or more. 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 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. 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 payment of the debt. Into this fund are transferred monies from other operating funds that can now pay over time for a costly 139 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. 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, 2015 follows: Water, Etc. (20%) Legal Limit $123,110,441 Outstanding GO Debt Available Debt Margin $123,110,441 All Others (6%) Legal Limit $36,933,132 Outstanding GO Debt Available Debt Margin $36,933,132 Improvement Districts – Improvement district financing is a special bonding arrangement for capital improvements in limited areas of the City. This debt is authorized by the property owners of the district and secured by assessments paid by those property owners. The City retains an obligation to pay should those assessments fail to meet the obligations of the bond; however, the City then retains title to the property should that unlikely failure occur. The City has used improvement district financing on a number of occasions, the most recent being Improvement District 67 which financed public improvements adjacent to the Yuma Palms Regional Center. These limitations apply to general obligation debt only. Limitations other than statutory exist in many of the debt covenants associated with the bonds. These limitations include coverage requirements in which further debt is restricted if revenues related to the outstanding debt do not exceed certain percentages. In each case, the City is well within these limitations. Detailed coverage information is provided within the City’s annual Comprehensive Annual Financial Report. LONG-TERM CONTRACTS IMPACT OF DEBT SERVICE ON BUDGET 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 bond repayment schedule. For WIFA participation, Arizona statutes require voter approval. The City received such approval in 2002. 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 long-term financing to provide for timely construction of needed infrastructure can make a municipality ‘debt poor’ if taken to extremes. While no rules exist for measuring the amount of debt capacity a city can bear, some measures are available to compare governments. Per capita debt ratios and other means of comparison are reviewed to ensure that the City does not overreach its capacity for debt issuance. The City continues to develop more quantifiable measurements for debt analysis. DEBT LIMITATIONS Under Arizona’s Constitution, outstanding general obligation bonded debt for combined water, sewer, artificial light, parks, open space 140 More meaningful to this analysis is the City’s bond rating. Rating agencies are instrumental in determining debt capacity of the City. The City works with these agencies closely to improve its overall rating to assurance the soundness of its ability to attain favorable interest rates in the financial markets. OUTSTANDING DEBT The following tables list the City’s outstanding debt at June 30, 2016: MPC Bonds 2010 Refunding 2001 Authorized $29,530,000 Rate Issued/Refunded Source of Repayment General Fund MPC Bonds 2015 Series Excise 4.23% $48,105,000 2001/2010 % of Annual Revenues FY17 FY17 Payment 4.07% Rate Issued/Refunded 2,849,781 Source of Repayment General Fund Public Safety Tax 2% - 5% 2007/2015 % of Annual Revenues FY17 FY17 Payment 1.79% 1,251,971 22.12% 946,196 City Road Tax 0.14% 14,918 HURF 1.66% 116,547 2% TaxFund 20.54% 1,124,212 Solid Waste Fund 4.96% 164,953 Water Fund 0.25% 59,517 Wastewater Fund 0.42% 65,888 Desert Hills GC 0.13% 2,098 3,746,300 July 1 Interest Total 2017 1,910,000 939,781 2,849,781 1,815,000 1,931,300 3,746,300 2018 2,010,000 844,282 2,854,282 1,910,000 1,840,550 3,750,550 2019 2,110,000 743,781 2,853,781 2,005,000 1,745,050 3,750,050 2020 2,210,000 638,281 2,848,281 2,110,000 1,644,800 3,754,800 2021 2,305,000 549,881 2,854,881 2,210,000 1,539,300 3,749,300 2022 2,400,000 454,800 2,854,800 2,320,000 1,428,800 3,748,800 2023 2,500,000 352,800 2,852,800 1,790,000 1,312,800 3,102,800 2024 2,610,000 240,300 2,850,300 1,870,000 1,223,300 3,093,300 2025 2,730,000 122,850 2,852,850 1,960,000 1,129,800 3,089,800 2026 2,050,000 1,031,800 3,081,800 2027 2,120,000 949,800 3,069,800 2028 2,645,000 886,200 3,531,200 2029 2,740,000 806,850 3,546,850 2030 2,855,000 697,250 3,552,250 2031 2,960,000 583,050 3,543,050 2032 3,070,000 486,850 3,556,850 2033 3,195,000 364,050 3,559,050 2034 3,315,000 236,250 3,551,250 2035 3,435,000 120,225 3,555,225 Outstanding Principal $ 20,785,000 Interest Total Principal $ 4,886,756 $ 25,671,756 141 $ 46,375,000 $ 19,958,025 $ 66,333,025 MPC Bonds 2015 Series Road Authorized $40,280,000 Rate Issued/Refunded Source of Repayment MPC Bonds 2015 Series Utility 2% - 5% $89,675,000 2007/2015 42.01% % of Annual Revenues FY17 Source of Repayment 4,527,950 Improvement District No. 68 Bonds 3% - 5% Issued/Refunded % of Annual Revenues FY17 FY17 Payment City Road Tax Rate $3,875,000 2007/2015 Source of Repayment FY17 Payment Water Fund 25.00% 5,931,570 Wastewater Fund 11.21% 1,771,768 Rate Issued/Refunded % of Annual Revenues FY17 Special Assmt. 100.00% 4.70% 2006 FY17 Payment 376,558 7,703,338 July 1 Interest Total 2017 2,760,000 1,767,950 4,527,950 3,905,000 3,798,338 7,703,338 305,000 71,558 376,558 2018 2,855,000 1,657,550 4,512,550 4,045,000 3,603,087 7,648,087 320,000 56,870 376,870 2019 2,970,000 1,514,800 4,484,800 4,205,000 3,400,837 7,605,837 335,000 41,478 376,478 2020 3,110,000 1,366,300 4,476,300 4,395,000 3,190,588 7,585,588 350,000 25,380 375,380 2021 3,250,000 1,210,800 4,460,800 4,600,000 2,970,837 7,570,837 365,000 8,578 373,578 2022 3,390,000 1,048,300 4,438,300 4,790,000 2,740,838 7,530,838 2023 3,535,000 878,800 4,413,800 4,990,000 2,501,337 7,491,337 2024 3,685,000 702,050 4,387,050 5,205,000 2,251,838 7,456,838 2025 3,845,000 517,800 4,362,800 5,425,000 1,991,587 7,416,587 2026 4,015,000 325,550 4,340,550 5,655,000 1,720,338 7,375,338 2027 4,160,000 124,800 4,284,800 5,920,000 1,437,587 7,357,587 2028 6,200,000 1,141,588 7,341,588 2029 6,410,000 831,587 7,241,587 2030 6,560,000 639,288 7,199,288 2031 6,720,000 442,487 7,162,487 2032 6,895,000 224,088 7,119,088 Principal Principal Interest Total Principal Interest Total 2033 2034 2035 Outstanding $ 37,575,000 $ 11,114,700 $ 48,689,700 $ WIFA Loan #920069-03 Authorized $10,000,000 Rate Issued/Refunded Source of Repayment % of Annual Revenues FY17 Rate Issued/Refunded FY17 Payment Source of Repayment 3.02% 717,500 0.00% 717,500 Interest $44,000,000 2003 Water Fund Principal $ 1,675,000 $ WIFA Loan #910043-03 3.31% Wtr System Dev. July 1 85,920,000 $ 32,886,250 $ 118,806,250 Wastewater Fund Wastewater Capacity Wastewater SSIC Total Principal WIFA Loan #920088-04 3.31% $36,414,920 2003 1.89% 298,834 118.66% 2,978,488 3.96% 6,568 Rate Issued/Refunded % of Annual Revenues FY17 FY17 Payment Interest 203,863 $ 1,878,863 Source of Repayment Water Fund 3.31% 2005 % of Annual Revenues FY17 FY17 Payment 0.00% - Wtr System Dev. 209.82% 262,585 Water Capacity 163.13% 2,451,916 Total Principal Interest Total 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 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 Outstanding $ 3,847,087 $ 457,913 $ 4,305,000 $ 17,607,539 $ 2,095,801 $ 19,703,340 142 $ 18,464,882 $ 3,251,418 $ 21,716,300 GRAND TOTAL $301,879,920 Source of Repayment % of Annual Revenues FY17 FY17 Payment General Fund 5.85% 4,101,752 City Road Tax 42.15% 4,542,868 Public Safety Tax 22.12% 946,196 1.66% 116,547 20.54% 1,124,212 HURF 2% Tax Fund Special Assmt. 100.00% 376,558 Solid Waste 4.96% 164,953 Desert Hills GC 0.13% 2,098 28.28% 6,708,587 Water Capacity 163.13% 2,451,916 Water System Dev. 209.82% 262,585 13.52% 2,136,490 118.66% 2,978,488 Water Fund Wastewater Fund Wastewater Capacity Wastewater SSIC 3.96% 6,568 25,919,818 Principal $ Interest Total 16,007,726 9,912,091 25,919,818 16,637,547 9,220,684 25,858,231 17,313,821 8,473,016 25,786,838 18,061,775 7,694,466 25,756,241 18,821,643 6,903,644 25,725,287 19,203,669 6,084,961 25,288,630 15,336,712 5,238,527 20,575,239 15,986,614 4,515,662 20,502,276 13,960,000 3,762,037 17,722,037 11,720,000 3,077,688 14,797,688 12,200,000 2,512,187 14,712,187 8,845,000 2,027,788 10,872,788 9,150,000 1,638,437 10,788,437 9,415,000 1,336,538 10,751,538 9,680,000 1,025,537 10,705,537 9,965,000 710,938 10,675,938 3,195,000 364,050 3,559,050 3,315,000 236,250 3,551,250 3,435,000 120,225 3,555,225 232,249,508 $ 74,854,726 $ 307,104,234 143 City of YUMA 144 Appendix APPENDIX Page No. Schedule Schedule Schedule Schedule Schedule Schedule Schedule Schedule Glossary 1 2 3 4 5 6 7 8 – – – – – – – – Revenues Expenditures by Fund/Dept Outside Agency Summary Supplemental Listing Authorized Staffing Level Salary Schedule Budget Resolution Maximum Tax Levy 145 150 164 165 166 180 181 183 184 SCHEDULE 1 REVENUES 2014-2015 ACTUAL 2015-2016 BUDGET GENERAL FUND Local Taxes: Sales tax (1%) 19,536,924 Property Tax 9,307,197 Delinquent Property Tax 201,717 Franchise Tax 3,337,540 Intergovernmental Revenues: State revenue sharing 10,974,954 State sales tax 8,285,303 Auto in-lieu tax 3,271,810 Tribal contribution 44,062 Licenses and Permits: Business licenses 251,649 Liquor licenses 42,366 Animal control licenses 104,130 Building permits 1,072,198 Electrical permits 227,907 Plumbing permits 64,036 Mechanical permits 76,537 Charges for Services: Zoning and subdivision fees 61,014 Plan check fees 309,630 Other development fees 2,097 Swimming fees 174,478 Recreation fees 325,205 Art Center fees 543 Ambulance Service fees 3,443,761 Other charges 78,617 Police services 824,345 Use of Money and Property: Investment income 46,896 Recreation facility rents 220,135 Misc Rentals 9,320 Fines, Forfeitures, Penalties: Vehicle code fines 686,981 Parking & other fines 474,828 Miscellaneous Revenues: Sale of property 3,786 Unclassified revenues 218,051 63,678,017 Total COMMUNITY INVESTMENT TRUST FUND Use of Money and Property: 199 Investment income 199 Total HIGHWAY USERS REVENUE FUND Intergovernmental Revenues: State gasoline tax 6,908,773 Charges for Services Signal maintenance 2,553 Use of Money and Property: Investment income 4,446 Miscellaneous Revenues: 4,298 Unclassified revenues 6,920,070 Total 145 2015-2016 ESTIMATE 2016-2017 FORECAST 20,604,102 10,803,140 250,000 3,252,000 20,513,760 10,479,046 180,000 3,435,000 21,231,745 12,144,078 175,000 3,507,000 10,915,452 8,661,030 3,418,315 20,000 10,915,452 8,725,000 3,566,000 25,000 11,900,000 9,000,000 3,570,000 25,000 250,000 42,000 95,000 842,900 185,000 55,000 67,000 251,000 42,500 105,000 1,150,500 325,000 70,000 75,000 251,000 42,000 105,000 1,142,500 325,000 70,000 75,000 28,250 300,000 2,500 171,000 314,900 2,948,000 56,816 650,000 129,337 285,000 2,150 153,500 284,400 3,196,000 59,804 827,000 45,500 290,000 2,150 158,500 284,400 2,306 3,196,000 60,016 827,000 50,000 228,210 6,500 80,000 202,568 6,000 100,000 202,468 6,000 695,000 450,000 693,000 504,000 695,000 515,000 372,800 65,734,915 6,121 126,450 66,413,588 122,350 70,070,013 - - - 6,664,071 7,000,000 7,000,000 - - - 1,500 7,000 4,000 25,000 6,690,571 3,153 7,010,153 2,000 7,006,000 SCHEDULE 1 REVENUES 2014-2015 ACTUAL 2015-2016 BUDGET CITY ROAD TAX FUND Local Taxes: Sales tax (0.5%) 9,766,802 Charges for Services Development Charges 1,259 Use of Money and Property: Investment income 29,156 Rental income 207,264 Sale of property 102,272 Miscellaneous Revenues: 78,105 Unclassified revenues 10,184,858 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%) 3,905,392 Use of Money & Property: Misc Rentals 29,657 3,832 Investment income 3,938,881 Total TWO PERCENT TAX FUND Local Taxes: Sales tax (2%) 4,831,175 Charges for Services: Theatre revenue 76,841 Liquor sales 70,629 Concession stand sales 94,195 Other sales 2,786 Commissions & fees 26,904 Use of Money and Property: Investment income 11,666 Room rents 192,224 Equipment rents 40,891 Other rents 4,920 Miscellaneous Revenues: 27,921 Unclassified revenues 5,380,152 Total DOWNTOWN MALL MAINTENANCE FUND Local Taxes: Property Tax 90,002 Delinquent Property Tax 13,348 Miscellaneous Revenues: 1,980 Unclassified revenues 105,330 Total GRANT FUNDS Intergovernmental Revenues: Community development grants 945,562 Law enforcement grants 2,397,776 1,150,154 Other miscellaneous grants 4,493,492 Total 146 2015-2016 ESTIMATE 2016-2017 FORECAST 10,298,012 10,255,141 10,614,070 - 8,113 - 10,000 115,872 - 28,000 159,868 540,000 30,000 135,000 - 10,423,884 19,000 11,010,122 10,779,070 - - - - - - 4,117,802 4,100,660 4,244,180 29,657 5,000 4,152,459 30,547 500 4,131,707 30,547 2,000 4,276,727 4,885,069 4,859,730 5,003,837 38,500 36,000 82,000 200 20,100 77,000 66,000 86,800 1,432 22,980 82,000 66,000 86,000 23,250 7,500 160,500 15,200 - 10,000 167,000 35,700 300 7,500 169,000 27,000 - 8,500 5,253,569 19,870 5,346,812 9,000 5,473,587 101,333 27,667 105,000 12,000 105,000 12,000 4,000 133,000 2,000 119,000 2,000 119,000 1,210,530 5,949,128 10,830,950 17,990,608 754,612 1,276,306 1,449,875 3,480,793 1,119,183 4,246,722 9,380,505 14,746,410 SCHEDULE 1 REVENUES 2014-2015 ACTUAL 2015-2016 BUDGET DEBT SERVICE FUNDS Special Assessments: Principal 280,000 305,000 Interest 98,935 78,725 Use of Money & Property: 133 Investment income 379,068 383,725 Total CIP FUNDS Charges for Services: Developer Deposits Prorata fees Impact fees 1,097,504 736,050 Use of Money and Property: Bond proceeds Investment income 23,783 10,450 Miscellaneous Revenues: 105,788 Unclassified Revenues 1,227,075 746,500 Total YUMA REGIONAL COMMUNICATIONS SYSTEM FUND Charges for Services: Radio fees 1,583,031 1,718,879 Use of Money and Property: Investment income 2,491 1,000 Miscellaneous Revenues: Sale of property 155,965 50,000 6,381 Unclassified Revenues 1,747,868 1,769,879 Total YUMA REGIONAL COMMUNICATIONS SYSTEM GRANT FUND Intergovernmental Revenues: Grants 478,214 2,030,406 478,214 2,030,406 Total DESERT HILLS GOLF COURSE FUND Charges for Services: Green fees 1,045,341 1,090,150 Merchandise sales 175,292 183,500 Liquor sales Concession stand sales 204,569 Food sales Range fees 59,555 66,000 Use of Money and Property: Investment income 148 500 Equipment rents 270,335 272,800 Restaurant rental 33,950 65,000 Miscellaneous Revenues: 5,238 Unclassified revenues 1,794,428 1,677,950 Total SOLID WASTE FUND Charges for Services: Collection fees 3,317,162 3,215,000 Receptacles sales 34,210 20,000 Miscellaneous Revenues: 26,823 22,400 Unclassified revenues 3,378,195 3,257,400 Total 147 2015-2016 ESTIMATE 2016-2017 FORECAST 290,000 85,540 305,000 71,558 20 375,560 376,558 100,000 266,222 1,334,365 250,000 1,685,000 1,081,770 24,150,000 71,030 36,525 25,921,617 3,053,295 1,723,579 1,792,193 4,900 3,500 10,000 1,738,479 50,000 1,845,693 32,903 32,903 1,677,903 1,677,903 917,000 136,100 238,759 57,500 952,000 147,500 70,631 63,000 1,000 228,200 45,000 500 260,700 65,000 2,238 1,625,797 1,559,331 3,324,000 35,000 3,275,000 30,000 26,751 3,385,751 23,500 3,328,500 SCHEDULE 1 REVENUES 2014-2015 ACTUAL WATER FUND Charges for Services: Residential water fees Commercial water fees Fire hydrant fees Delinquent fees Service establishment fees Use of Money and Property: Investment income Miscellaneous Revenues: Unclassified revenues Total 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 WASTEWATER GRANT FUND Intergovernmental Revenues: Grants Total WATER RESTRICTED FUNDS Charges for Services: 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 - 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 2015-2016 BUDGET 2015-2016 ESTIMATE 2016-2017 FORECAST 11,600,517 8,567,835 365,277 308,170 359,850 12,113,560 9,259,900 359,700 500,000 417,000 12,370,000 9,577,900 368,100 800,000 420,000 12,880,000 9,420,000 368,700 500,000 420,000 31,901 19,000 35,000 25,000 179,265 21,412,815 122,417 22,791,577 212,741 23,783,741 111,450 23,725,150 8,341,317 6,090,719 8,555,000 6,418,000 10,075,000 6,674,000 9,175,000 6,572,000 51,801 50,000 60,000 50,000 47,938 14,531,775 17,000 15,040,000 24,300 16,833,300 5,000 15,802,000 79,178 79,178 500,000 500,000 12,325 12,325 350,000 350,000 14,130 14,130 - 14,130 14,130 - 1,807,661 167,811 1,498,500 99,940 1,991,000 149,500 1,497,000 124,600 4,760 16,922 1,366 10,215 2,500 3,000 200 1,000 200 12,000 800 10,000 200 6,000 500 2,000 156 117 2,009,008 50 1,605,190 60 2,163,560 50 1,630,350 2,969,558 227,860 311 2,398,000 164,900 - 2,991,000 164,800 350 2,495,000 164,800 - 34,599 1,152 2,624 410 1,997 12,000 1,000 750 100 500 30,000 1,000 2,000 300 2,000 15,000 1,000 1,000 100 - 68 3,238,579 2,577,250 3,191,450 2,676,900 148 SCHEDULE 1 REVENUES 2014-2015 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 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 2015-2016 BUDGET 2015-2016 ESTIMATE 2016-2017 FORECAST 1,558,976 40,198 2,257,061 20,000 2,257,061 35,000 2,065,718 25,000 110,015 1,709,189 2,277,061 2,292,061 2,090,718 1,867,395 375,452 1,126,618 1,965,720 363,500 1,389,727 1,872,600 408,000 940,700 2,190,168 405,000 1,035,700 5,320 1,561 3,376,346 3,718,947 5,465 954 3,227,719 3,630,868 1,506,048 4,756 1,603,925 1,500 1,623,440 5,000 1,981,981 3,000 49,395 1,560,199 1,200,000 2,805,425 1,178,323 2,806,763 1,984,981 2,158,414 2,973 2,298,456 1,000 2,250,000 4,000 2,032,631 3,000 2,300 2,163,687 2,299,456 2,254,000 2,035,631 149 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2014-2015 Actual 2015-2016 Budget 2015-2016 Estimate 2016-2017 Budget 114,681 88,075 202,756 127,335 102,996 230,331 108,016 102,996 211,012 116,543 107,942 224,485 1,260,421 401,666 1,662,087 1,266,905 272,154 1,539,059 1,181,431 464,959 1,646,390 1,280,318 535,675 1,815,993 2,007,869 957,141 20,490 2,985,500 2,053,721 929,557 14,506 2,997,784 2,103,477 916,112 14,506 3,034,095 1,993,702 946,823 2,940,525 983,370 444,441 39,506 1,467,317 1,030,417 436,417 1,466,834 1,042,072 445,913 1,487,985 1,048,062 454,766 1,502,828 2,120,435 476,015 2,596,450 2,283,907 551,293 2,835,200 2,076,089 551,866 2,627,955 2,305,782 631,200 145,200 3,082,182 1,509,294 250,410 9,554 1,769,258 1,611,036 395,285 2,006,321 1,529,671 389,236 1,918,907 1,651,856 422,378 2,074,234 853,625 162,135 5,561 1,021,321 822,365 200,309 1,022,674 786,767 196,157 982,924 800,629 273,307 1,073,936 523,795 523,795 1,440,011 1,440,011 620,772 4,693 625,465 4,259,311 4,259,311 2,528,937 359,844 2,888,781 2,865,523 402,225 16,523 3,284,271 2,649,332 394,663 15,832 3,059,827 2,921,527 424,777 3,346,304 260,770 21,764 282,534 404,215 27,961 432,176 319,096 27,221 346,317 394,888 27,210 422,098 General Fund Mayor and Council Payroll Operating Municipal Court Payroll Operating City Administration Payroll Operating Capital Outlay City Attorney Payroll Operating Capital Outlay Information Tech Services Payroll Operating Capital Outlay Finance Payroll Operating Capital Outlay Human Resources Payroll Operating Capital Outlay General Government Operating Capital Outlay Community Development Payroll Operating Capital Outlay Engineering Payroll Operating 150 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2014-2015 Actual 2015-2016 Budget 2015-2016 Estimate 2016-2017 Budget 5,090,129 2,775,497 7,865,626 5,373,508 2,903,160 8,276,668 5,255,777 3,020,600 8,276,377 5,433,034 2,865,477 8,298,511 Payroll Operating Capital Outlay 21,480,923 3,505,014 14,883 25,000,820 22,693,251 3,350,421 26,043,672 22,706,672 3,365,692 26,072,364 23,584,725 3,705,424 27,290,149 Payroll Operating Capital Outlay 12,715,478 1,983,930 123,709 14,823,117 12,987,158 2,080,375 15,067,533 13,949,982 2,106,111 16,056,093 13,313,165 2,213,248 15,526,413 (3,361,079) (3,306,337) (3,306,337) (3,940,434) 59,728,283 63,336,197 63,039,374 67,916,535 General Fund Parks and Recreation Payroll Operating Police Fire Cost Allocation Operating Fund Total Riverfront Redevelopment Fund City Administration Operating Fund Total 125,780 - - - 125,780 - - - - - - 73,268 135,000 208,268 Highway User Revenue Fund General Government Operating Capital Outlay Public Works Payroll Operating Capital Outlay 2,143,151 2,890,129 5,033,280 Capital Projects Capital Outlay Fund Total - 2,533,814 4,000,557 18,409 6,552,780 - 2,232,441 4,086,508 12,000 6,330,949 - 2,546,037 4,344,241 32,200 6,922,478 1,305,000 5,033,280 6,552,780 6,330,949 8,435,746 101,751 170 101,921 102,659 102,659 87,524 87,524 90,025 90,025 - - - 77,852 City Road Tax Fund City Administration Payroll Operating General Government Operating 151 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2014-2015 Actual 2015-2016 Budget 2015-2016 Estimate 2016-2017 Budget 543,212 830,261 1,373,473 581,744 348,723 1,288 931,755 430,686 365,314 1,288 797,288 497,497 455,688 953,185 1,143,815 586,895 52,902 1,783,612 1,640,813 605,488 21,300 2,267,601 1,207,306 593,700 21,300 1,822,306 1,741,881 941,602 21,000 2,704,483 634,746 379,534 1,014,280 4,273,286 97,998 4,327,800 4,425,798 7,727,813 104,500 1,326,709 1,431,209 4,138,327 97,998 6,351,000 6,448,998 10,274,543 City Road Tax Fund Public Works Payroll Operating Capital Outlay Engineering Payroll Operating Capital Outlay Capital Projects Operating Capital Outlay Fund Total Public Safety Tax Fund Municipal Court Operating - City Administration Payroll Operating 700 - - 6,758 3 6,761 6,836 6,836 9,798 9,798 7,042 7,042 Operating Capital Outlay 385,038 385,038 995,528 709,000 1,704,528 1,013,205 652,800 1,666,005 938,860 964,500 1,903,360 Operating Capital Outlay 574,183 574,183 673,419 673,419 656,302 656,302 712,873 78,000 790,873 - - - 50,000 Police Fire Capital Projects Capital Outlay Fund Total 965,982 2,385,483 2,332,105 2,751,275 384,137 64,209 448,346 226,061 213,335 439,396 214,919 213,335 428,254 248,028 213,335 461,363 193,893 241,813 241,813 439,232 2% Tax Fund City Administration Payroll Operating General Government Operating 152 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2014-2015 Actual 2015-2016 Budget 2015-2016 Estimate 2016-2017 Budget 85,340 8 85,348 87,763 87,763 76,443 76,443 71,849 71,849 1,678,877 2,017,007 3,695,884 1,670,518 2,604,082 4,274,600 1,724,470 2,408,203 4,132,673 1,910,022 2,672,667 4,582,689 30,444 471,769 502,213 4,925,684 191,200 191,200 5,234,772 170,000 170,000 5,049,183 291,200 291,200 5,846,333 2% Tax Fund Public Works Payroll Operating Parks and Recreation Payroll Operating Capital Projects Operating Capital Outlay Fund Total Mall Maintenance Fund General Government Operating - - 91,845 118,599 210,444 210,740 97,105 134,151 231,256 231,256 96,170 131,044 227,214 227,214 97,952 136,977 234,929 238,340 271,334 674,230 945,564 945,564 307,376 903,154 1,210,530 1,210,530 211,057 543,555 754,612 754,612 260,517 858,666 1,119,183 1,119,183 - 1,071 1,071 3,068 2,500 6,500 6,500 58,023 297,099 45,812 263,778 Operating 7,780 153 153 153 Operating 1,002 5,306 2,727 Parks and Recreation Payroll Operating Fund Total 296 3,411 CDBG Community Development Payroll Operating Fund Total 171 Donations Municipal Court Operating 259 City Administration Operating Parks and Recreation Operating Police Fire 153 - SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2014-2015 Actual 2015-2016 Budget 2015-2016 Estimate 2016-2017 Budget 70,132 305,058 56,263 271,502 573,975 134,693 40,000 748,668 748,668 712,551 757,754 277,350 1,747,655 1,747,655 412,556 62,414 474,970 474,970 777,365 900,000 1,677,365 1,677,365 171 Donations Fund Total DHS Police Grant Police Payroll Operating Capital Outlay Fund Total DHS Other Grants Fire Operating - 19,992 - - - 19,992 - - 785,804 9,382 795,186 795,186 527,669 206,686 734,355 734,355 522,109 65,953 588,062 588,062 285,996 278,924 564,920 564,920 141 - - - 141 - - - Fund Total DOJ Police Grants Police Payroll Operating Fund Total Dept of Energy Grant City Administration Operating Fund Total Other Federal Grants City Administration Operating - 2,165,318 Community Development Operating - 400,000 324,095 400,000 Fund Total - 2,565,318 324,095 4,733,328 20,356 20,356 20,356 49,532 1,017,843 84,000 1,151,375 1,151,375 16,412 7,261 84,000 107,673 107,673 1,147,836 1,147,836 1,147,836 - 4,333,328 Other Federal Police Grants Police Payroll Operating Capital Outlay Fund Total 154 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2014-2015 Actual 2015-2016 Budget 2015-2016 Estimate 2016-2017 Budget 11,493 625,651 637,144 637,144 2,712,248 70,000 2,782,248 2,782,248 19,992 19,992 19,992 1,659,455 1,659,455 1,659,455 5,599 278,500 10,000 278,500 - 52,800 46,200 7,000 5,599 331,300 56,200 285,500 5,950 157,000 16,744 142,000 8,510 1,590 10,100 16,050 8,507 1,590 10,097 167,097 4,368 2,597 6,965 23,709 4,721 4,721 146,721 76,995 12,402 59,671 149,068 149,068 125,000 125,000 125,000 25,000 2,000 27,000 27,000 175,000 175,000 175,000 15,215 - - - 15,215 - - - 6,000 6,000 6,000 669,000 669,000 669,000 - - Federal Fire Grants Fire Operating Capital Outlay Fund Total Dept of Transportation Public Works Operating Police Capital Outlay Fund Total State Court Grants Municipal Court Operating City Attorney Payroll Operating Fund Total 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 155 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2014-2015 Actual 2015-2016 Budget 2015-2016 Estimate 2016-2017 Budget 16,087 16,087 16,087 181,200 23,000 204,200 204,200 10,900 24,000 34,900 34,900 218,300 218,300 218,300 115,624 2,352,300 630,439 2,206,800 115,624 2,352,300 630,439 2,206,800 604,366 128,073 732,439 370,000 330,000 700,000 130,500 200,000 330,500 130,500 200,000 330,500 - 25,000 Equitable Sharing Program Police Operating Capital Outlay Fund Total CIP Grants Capital Projects Capital Outlay Fund Total Privately Funded Grants Information Tech Services Operating Capital Outlay Parks and Recreation Operating - 2,755,180 Police Operating 2,068 75,000 8,000 90,000 Operating - 95,000 - 95,000 Fire Fund Total 734,507 3,625,180 338,500 540,500 2,634,998 2,368,889 - - 2,634,998 2,368,889 - - 2003 MPC Debt Service Fund Bonded Dept Debt Fund Total 2015B MPC Debt Svc Fund Bonded Dept Debt Fund Total - - 1,855,301 3,747,951 - - 1,855,301 3,747,951 - - 3,947,850 4,529,600 - - 3,947,850 4,529,600 2015D MPC Debt Svc Fund Bonded Dept Debt Fund Total 156 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2014-2015 Actual 2015-2016 Budget 2015-2016 Estimate 2016-2017 Budget 2,301,220 2,301,170 - - 2,301,220 2,301,170 - - 4,806,475 4,803,625 - - 4,806,475 4,803,625 - - 2,523,981 2,853,381 2,853,381 2,851,431 2,523,981 2,853,381 2,853,381 2,851,431 379,685 383,725 376,290 377,308 379,685 383,725 376,290 377,308 1,659,344 6,981,222 4,099,618 1,865,000 1,659,344 6,981,222 4,099,618 1,865,000 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 Dist68 Fund Special Assessments Debt Fund Total Capital Projects Fund Capital Projects Capital Outlay Fund Total Parks & Rec Impact Fee FN Capital Projects Capital Outlay Fund Total - - - 1,170,000 - - - 1,170,000 - 130,000 55,000 75,000 - 130,000 55,000 75,000 - 380,000 150,000 230,000 - 380,000 150,000 230,000 Arts & Culture Impact Fee Capital Projects Capital Outlay Fund Total Solid Waste Impact Fee FN Capital Projects Capital Outlay Fund Total 157 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2014-2015 Actual 2015-2016 Budget 2015-2016 Estimate 2016-2017 Budget Police Impact Fee Fund Capital Projects Operating Capital Outlay Fund Total 3,421 181,662 185,083 185,083 - 1,500 1,500 1,500 - 192,274 70,000 - 65,000 192,274 70,000 - 65,000 15,450 362,700 - 2,172,500 15,450 362,700 - 2,172,500 108,084 361,158 469,242 469,242 3,192,972 3,192,972 3,192,972 357,000 357,000 357,000 50,000 50,000 50,000 11,138 872,148 883,286 883,286 2,902,806 2,902,806 2,902,806 1,849,443 1,849,443 1,849,443 1,047,500 1,047,500 1,047,500 Public Works Impact Fee Capital Projects Capital Outlay Fund Total Transportation Impact Fees Capital Projects Capital Outlay Fund Total CIP Series B 2007 Bond Capital Projects Operating Capital Outlay Fund Total CIP Series D 2007 Bond Capital Projects Operating Capital Outlay Fund Total CIP 2015 Excise Revenue Bond Capital Projects Capital Outlay Fund Total - - 100,000 21,930,000 - - 100,000 21,930,000 2,000 2,000 2,000 18,000 18,000 18,000 18,000 18,000 18,000 Parks & Rec 2012 Dev Fee Fund Capital Projects Operating Capital Outlay Fund Total 158 - SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2014-2015 Actual 2015-2016 Budget 2015-2016 Estimate 2016-2017 Budget 2,000 2,000 2,000 18,000 18,000 18,000 18,000 18,000 18,000 - 2,000 2,000 2,000 18,000 18,000 18,000 18,000 18,000 18,000 - 2,000 2,000 2,000 18,000 18,000 18,000 16,500 16,500 16,500 - 2,000 2,000 2,000 18,000 18,000 18,000 18,000 18,000 18,000 477,500 477,500 477,500 446,765 1,134,431 11,527 1,592,723 532,768 1,623,659 2,156,427 458,664 1,374,696 1,833,360 597,678 1,544,177 53,000 2,194,855 Police 2012 Dev Fee Fund Capital Projects Operating Capital Outlay Fund Total Fire 2012 Dev Fee Fund Capital Projects Operating Capital Outlay Fund Total General Govt 2012 Dev Fee Fund Capital Projects Operating Capital Outlay Fund Total Transportation 2012 Dev Fee Fund Capital Projects Operating Capital Outlay Fund Total YRCS Fund Information Tech Services Payroll Operating Capital Outlay General Government Operating Fund Total - - - 12,804 1,592,723 2,156,427 1,833,360 2,207,659 356,648 121,567 478,215 478,215 5 915,151 1,115,250 2,030,406 2,030,406 5,000 27,903 32,903 32,903 1,650,000 27,903 1,677,903 1,677,903 YRCS Fund Communication Grants Information Tech Services Payroll Operating Capital Outlay Fund Total 159 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2014-2015 Actual 2015-2016 Budget 2015-2016 Estimate 2016-2017 Budget Desert Hills Golf Course General Government Operating Parks and Recreation Payroll Operating Capital Outlay Fund Total - 963,417 1,378,048 5,432 2,346,897 2,346,897 - 875,568 1,222,193 (55,000) 2,042,761 2,042,761 - 22,716 927,599 1,310,969 2,238,568 2,238,568 928,578 1,169,474 2,098,052 2,120,768 Water Fund City Administration Payroll Operating General Government Operating Utilities Payroll Operating Debt Capital Outlay Engineering Payroll Operating Capital Projects Operating Capital Outlay Fund Total 18,394 18 18,412 22,905 22,905 22,728 22,728 20,518 20,518 - - - 250,777 4,977,930 6,536,480 7,655,806 8,779 19,178,995 5,047,684 7,109,540 7,638,366 72,427 19,868,017 5,009,853 6,026,445 5,973,155 67,427 17,076,880 5,202,660 7,627,401 6,650,341 111,200 19,591,602 121,339 140 121,479 132,384 132,384 107,181 107,181 94,662 94,662 3,072 3,072 19,321,958 1,880,000 1,880,000 21,903,306 88,500 88,500 17,295,289 3,655,000 3,655,000 23,612,559 18,391 65,750 40,050 65,750 18,391 65,750 40,050 65,750 2,451,916 2,451,916 2,451,916 2,451,916 2,451,916 2,451,916 2,451,916 2,451,916 Water Transfer Fund Utilities Operating Fund Total Water Capacity Fund Utilities Debt Fund Total 160 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2014-2015 Actual 2015-2016 Budget 2015-2016 Estimate 2016-2017 Budget 262,586 262,585 262,585 262,585 262,586 262,585 262,585 262,585 79,178 500,000 12,325 350,000 79,178 500,000 12,325 350,000 5,853 4 5,857 11,638 11,638 13,909 13,909 11,820 11,820 - 27,804 - 187,399 Water System Development Fund Utilities Debt Fund Total Water Grants Fund Utilities Operating Fund Total Wastewater Fund City Administration Payroll Operating General Government Operating Utilities Payroll Operating Debt Capital Outlay 3,721,964 5,578,952 2,371,307 191,870 11,864,093 4,138,475 6,316,986 2,366,106 121,651 12,943,218 3,764,602 5,700,827 1,868,705 55,000 11,389,134 4,076,389 6,736,409 2,070,981 242,200 13,125,979 78,920 74,414 77,382 70,615 577,474 4,289,000 240,043 6,101,000 12,526,344 17,346,074 11,720,468 19,496,813 2,978,527 2,978,488 2,978,488 2,978,488 2,978,527 2,978,488 2,978,488 2,978,488 6,538 6,568 6,568 6,568 6,538 6,568 6,568 6,568 Engineering Payroll Capital Projects Capital Outlay Fund Total Wastewater Capacity Fund Utilities Debt Fund Total Wastewater Sanitary Sewer Interc Utilities Debt Fund Total 161 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2014-2015 Actual 2015-2016 Budget 2015-2016 Estimate 2016-2017 Budget 14,130 15,000 14,130 - 14,130 15,000 14,130 - 82,135 253,124 335,259 335,259 4,535,000 4,535,000 4,535,000 1,847,617 1,847,617 1,847,617 119,986 1,100,000 1,130,470 - 119,986 1,100,000 1,130,470 - Wastewater Grants Fund Capital Projects Capital Outlay Fund Total Water Revenue Bond Fund Capital Projects Operating Capital Outlay Fund Total 4,120,000 4,120,000 4,120,000 Wastewater Revenue Bond Fund Capital Projects Capital Outlay Fund Total Solid Waste Fund General Government Operating Public Works Payroll Operating Capital Outlay Fund Total - 783,260 2,222,524 3,005,784 3,005,784 - 953,978 2,680,074 1,288 3,635,340 3,635,340 - 912,436 2,569,962 3,482,398 3,482,398 32,078 919,072 2,769,647 5,000 3,693,719 3,725,797 Equipment Maintenance Fund General Government Operating Public Works Payroll Operating Capital Outlay Fund Total - - - 46,569 1,014,437 2,483,940 3,498,377 3,498,377 1,010,190 2,541,116 1,137 3,552,443 3,552,443 936,177 2,152,401 3,088,578 3,088,578 1,033,704 2,650,890 3,684,594 3,731,163 79,203 268,781 347,984 78,743 773,579 852,322 78,691 638,893 717,584 80,397 623,579 703,976 671,885 931,888 1,053,961 1,141,602 Insurance Reserve Fund City Attorney Payroll Operating General Government Operating 162 SCHEDULE 2 OPERATIONAL AND CAPITAL EXPENDITURES (By Fund/Dept/Classification) 2014-2015 Actual 2015-2016 Budget 2015-2016 Estimate 2016-2017 Budget 1,019,869 1,784,210 1,771,545 338,688 296,272 296,272 - Finance Capital Outlay - - - 34,000 Human Resources Capital Outlay - 24,422 - - 63,646 25,000 23,529 - 1,124,369 1,364,000 788,090 1,231,000 Insurance Reserve Fund Fund Total 1,845,578 Equip Replacement Fund Information Tech Services Operating Community Development Capital Outlay Public Works Capital Outlay Utilities Capital Outlay - 650,000 617,400 990,000 Parks and Recreation Capital Outlay - 615,000 422,345 415,000 Capital Outlay - 142,000 125,000 - Operating Capital Outlay 1,639 486,103 487,742 1,445,000 1,445,000 1,423,000 1,423,000 - 75,079 75,079 2,089,524 11,752 2,718,000 2,729,752 7,291,446 11,752 2,718,000 2,729,752 6,425,388 36,029 3,000,000 3,036,029 5,706,029 1,886,442 1,640,865 1,570,490 1,640,865 1,886,442 1,640,865 1,570,490 1,640,865 149,632,058 205,577,984 158,490,586 226,798,413 Police Fire Equipment Replacement Operating Capital Outlay Fund Total Workers Compensation Employee Benefits Operating Fund Total Total Budget 163 SCHEDULE 3 2016-2017 OUTSIDE AGENCY SUMMARY Listed by Function 2015-2016 BUDGET Fund/Cognizant Department 2%/City Admin 2%/City Admin General/City Attorney General/City Admin Water/Utility Admin General/City Admin General/City Admin HURF/Public Works OUTSIDE AGENCY BY FUNCTION Economic Development Quartermaster Depot Contract Yuma Visitors Bureau Lobbying GYEDC GYEDC Binational Coordinator Intergovernmental Public Transportation Authority (IPTA) Yuma Metropolitan Planning Organization $ 150,000 650,000 207,000 159,000 53,000 37,000 200,000 78,772 2015-2016 ESTIMATE $ 150,000 650,000 207,000 179,000 53,000 13,029 200,000 42,647 2016-2017 BUDGET $ 150,000 650,000 207,000 159,000 53,000 37,000 200,000 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 - 1,629,556 $ 1,629,652 General/Police General/Police TOTAL $ 1,669,652 164 $ SCHEDULE 4 CITY OF YUMA 2016-2017 SUPPLEMENTALS DIV POSITION GENERAL FUND CITY ADMINISTRATION 1012 Video Production & Operation Specialist* SUBTOTAL FINANCE 1720 Senior Cust Account Specialist Upgrade* SUBTOTAL # PERSONNEL 1.0 1.0 52,944 52,944 0.00 0.00 4,024 4,024 1.0 1.0 1.0 1.0 0.0 4.0 53,976 53,940 49,586 49,586 11,111 218,199 TOTAL GENERAL FUND 5.0 275,167 TWO PERCENT TAX FUND 5066 Heritage Festival Coordinator from PT reduce part-time 1.0 54,304 (37,740) TOTAL TWO PERCENT FUND 1.0 16,564 6.0 291,731 POLICE 6012 6052 6012 6012 6010 Civilian Investigator* Civilian Background Investigator* Police Assistant* Police Assistant Admin Specialist upgrade SUBTOTAL TOTAL ALL FUNDS * Provisional Supplemental 4.0 2.0 6.0 165 OPERATING CAPITAL - 52,944 52,944 - - 4,024 4,024 - - 53,976 53,940 49,586 49,586 11,111 218,199 - - 275,167 - 54,304 (37,740) - 16,564 - - TOTAL - 291,731 SCHEDULE 5 2016-2017 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade FY 13/14 FY 14/15 FY 15/16 FY 16/17 MAYOR AND CITY COUNCIL Executive Assistant Department Total 47 1 1 1 1 1 1 1 1 MUNICIPAL COURT Municipal Court Administrator Lead Municipal Court Officer Municipal Court Officer Court Specialist Lead Court Clerk Court Clerk Administrative Assistant Department Total 68 47 43 42 38 34 32 1 1 4 1 1 9 1 18 1 1 4 1 1 9 1 18 1 1 4 1 1 9 1 18 1 1 4 1 1 9 1 18 96 86 71 68 59 58 55 54 50 47 46 32 1 1 1 3 1 1 1 1 2 12 1 1 1 1 1 1 1 1 1 9 1 1 1 1 1 1 1 1 8 1 1 1 1 1 1 1 1 8 Community Relations Public Affairs Coordinator Television Production and Operations Manager Video Production & Operations Specialist Division Total 62 58 45 2 1 1 4 2 1 1 4 2 1 2 5 2 1 2 5 Heritage Area Development Executive Director Yuma Crossing Heritage Area Cor Senior Planner City Historian/Curator/Park Ranger Administrative Specialist Division Total 74 60 53 39 1 1 1 3 1 1 1 1 4 1 1 1 3 1 1 1 3 City Clerk City Clerk Deputy City Clerk City Clerk Specialist Administrative Specialist Administrative Assistant Division Total 74 59 46 39 32 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 Deputy City Administrator Capital Improvement Program Manager C.I.P. Project Manager C.I.P. Administrator Real Property Contracts Coordinator Real Property/ROW Agent Contract Specialist Grant Writer Executive Assistant Marketing Specialist Administrative Assistant Division Total 166 SCHEDULE 5 2016-2017 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade Economic Development Economic Development Administrator Facilities Maintenance Facilities Maintenance Manager Facilities Maintenance Supervisor Facilities Maintenance Specialist Administrative Specialist Senior Facilities Maintenance Worker Facilities Maintenance Worker Lead Custodian Custodian Division Total Department Total CITY ATTORNEY City Attorney's Office City Attorney Deputy City Attorney Assistant City Attorney Risk Management Coordinator Legal Assistant Division Total Prosecutor's Office City Prosecutor Assistant City Prosecutor/Police Legal Advisor Legal Assistant Division Total Department Total INFORMATION TECHNOLOGY SERVICES Administration Chief Information Officer Assistant IT Director of Business Applications Assistant IT Director of Technology Services-YRCS Assistant IT Director for Telecommunication Division Total 167 FY 13/14 FY 14/15 FY 15/16 FY 16/17 70 1 1 1 1 1 1 1 1 67 56 44 39 39 36 28 24 1 1 1 1 1 2 1 7 15 39 1 1 1 1 1 2 1 7 15 37 1 1 1 1 1 2 1 7 15 36 1 1 1 1 1 2 1 7 15 36 88 82 79 58 40 1 1 2 1 3 8 1 1 2 1 3 8 1 1 2 1 3 8 1 1 2 1 3 8 82 68 40 1 1 2 10 1 1 1 3 11 1 1 1 3 11 1 1 1 3 11 84 74 74 74 1 1 1 3 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 SCHEDULE 5 2016-2017 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade Technical Support G.I.S. Administrator Network Engineer Wireless Network Engineer Senior Systems Administrator ITS Senior Business Applications Analyst Telephony Network Administrator Web Development Administrator G.I.S. Analyst ITS Business Applications Analyst Network Administrator Systems Administrator Security and Compliance Analyst Senior GIS Technician Technical Services Specialist Senior Service Desk Specialist Service Desk Specialist G.I.S. Technician Technical Support Assistant Division Total Radio Communications Wireless Network Engineer Network Administrator Radio Network Administrator Senior Wireless Communications Technician Wireless Communications Technician Wireless Communications Tech Assistant Division Total Department Total FINANCE DEPARTMENT Administration Director of Financial Services Budget and Treasury Manager Administrative Specialist Division Total Customer Services Customer Services Manager Customer Account Supervisor Senior Accounting Specialist Senior Customer Account Specialist Tax and License Specialist Customer Account Specialist Division Total 168 FY 13/14 FY 14/15 FY 15/16 FY 16/17 70 69 67 63 62 61 61 61 59 59 59 58 50 50 49 46 44 41 1 1 1 2 1 1 2 3 1 6 3 2 2 26 1 1 2 1 1 2 1 3 1 5 3 2 2 25 1 1 1 2 1 2 2 3 1 1 4 2 1 1 2 25 1 1 1 2 1 2 2 3 1 1 4 2 1 1 2 25 67 59 59 51 44 34 1 1 3 5 34 1 1 1 3 6 35 1 1 1 2 1 6 35 1 1 1 2 1 6 35 84 71 39 1 1 2 1 1 2 1 1 1 3 1 1 1 3 64 50 41 37 35 33 1 1 1 4 7 1 1 1 5 8 1 1 1 1 4 8 1 1 1 1 4 8 SCHEDULE 5 2016-2017 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade Purchasing Purchasing and Contracts Manager Senior Buyer Buyer Purchasing Specialist Mail Clerk Division Total 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 Environmental Program Coordinator Safety Specialist Human Resources Specialist Administrative Assistant Division Total Department Total COMMUNITY DEVELOPMENT Administration Director Community Development Development Project Coordinator Division Total Building Safety Building Official Deputy Building Official Building Inspection Field Supervisor Combination Building Inspector Building Plans Examiner Building Inspector Code Enforcement Specialist Senior Permit Technician Permit Technician Administrative Specialist Administrative Assistant Division Total 169 FY 13/14 FY 14/15 FY 15/16 FY 16/17 65 51 44 34 19 1 1 2 2 1 7 1 1 2 2 1 7 1 1 2 2 1 7 1 1 2 2 1 7 71 60 54 47 41 35 1 4 2 2 2 11 27 1 4 2 2 3 12 29 1 1 3 2 3 2 12 30 1 1 3 2 3 2 12 30 80 65 50 56 55 41 32 1 2 1 1 1 4 1 11 11 1 2 1 1 1 4 1 11 11 1 2 1 1 1 4 1 11 11 1 2 1 1 1 4 1 11 11 82 62 1 1 2 1 1 2 1 1 2 1 1 2 70 59 57 54 50 48 47 43 39 39 32 1 1 1 3 4 3 2 1 2 1 19 1 1 1 4 4 3 2 1 2 2 21 1 1 1 3 4 4 2 1 2 1 20 1 1 1 3 4 4 2 1 2 1 20 SCHEDULE 5 2016-2017 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade Redevelopment & Neighborhood Services Neighborhood Services Manager Senior Neighborhood Services Specialist Neighborhood Services Specialist Code Enforcement Specialist Housing Rehabilitation Specialist Administrative Assistant Division Total FY 13/14 FY 14/15 FY 15/16 FY 16/17 66 53 48 47 41 32 1 2 2 1 1 2 9 1 2 2 1 1 2 9 1 2 2 1 1 2 9 1 2 2 1 1 2 9 74 62 60 54 50 46 39 32 1 3 2 1 3 1 1 12 42 1 3 1 2 2 1 1 11 43 1 3 3 1 2 1 2 13 44 1 3 3 1 2 1 2 13 44 64 55 49 47 43 39 22 1 1 1 4 6 1 1 15 1 1 4 6 1 1 14 1 1 4 6 1 1 14 1 1 4 6 1 1 14 Fleet Parts Lead Inventory Specialist Inventory Specialist Division Total 36 33 2 2 2 2 1 1 2 1 1 2 Solid Waste Public Works Manager Heavy Equipment Operator Division Total 64 40 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 40 37 33 2 1 1 4 2 1 1 4 2 1 1 4 2 1 1 4 Community Planning Planning Manager Principal Planner Senior Planner Associate Planner Assistant Planner Admin Support Supervisor Administrative Specialist Administrative Assistant Division Total Department Total PUBLIC WORKS DEPARTMENT Fleet Services Public Works Manager Fleet Superintendent Fleet Services Foreman Senior Equipment Mechanic Equipment Mechanic Administrative Specialist Mechanic Assistant Division Total 170 SCHEDULE 5 2016-2017 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade FY 13/14 FY 14/15 FY 15/16 FY 16/17 Street - Maintenance Director Public Works Public Works Manager Streets Superintendent PW Maintenance Foreman Code Compliance Specialist Engineering Technician Heavy Equipment Operator Administrative Specialist Senior Street Maintenance Worker Equipment Operator Street Maintenance Worker Division Total 82 64 53 46 46 44 40 39 37 36 33 1 1 1 2 2 1 2 2 6 18 1 1 1 1 2 2 1 2 2 6 19 1 1 1 1 1 2 2 1 2 2 6 20 1 1 1 1 1 2 2 1 2 2 6 20 Street - Street Lighting Electrician Division Total 45 1 1 1 1 - - Street - Traffic Signals Public Works Manager Engineering Associate Traffic Signals Supervisor Senior Engineering Technician Traffic Technician Division Totals 64 58 56 50 46 1 1 1 3 6 1 1 3 5 1 1 4 6 1 1 4 6 Street - Street Sweeping Heavy Equipment Operator Division Total 40 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 46 37 33 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 46 36 1 1 2 1 1 2 1 1 2 1 1 2 Street - Curbs, Gutters & Sidewalks Senior Street Maintenance Worker Equipment Operator Street Maintenance Worker Division Total 37 36 33 2 1 2 5 2 1 2 5 2 1 2 5 2 1 2 5 Street-Retention Basins PW Maintenance Foreman PW Maintenance Specialist PW Maintenance Worker Division Total 46 28 23 1 2 7 10 1 2 7 10 1 2 7 10 1 2 7 10 171 SCHEDULE 5 2016-2017 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade Street-Pathways and Trails Senior Street Maintenance Worker Equipment Operator Division Total Department Total FY 13/14 FY 14/15 FY 15/16 FY 16/17 37 36 1 1 2 83 1 1 2 82 1 1 2 83 1 1 2 83 82 67 46 39 32 1 2 1 1 3 8 1 2 1 1 3 8 1 2 1 1 3 8 1 2 1 1 3 8 Water - Main Street Treatment Plant Water/Wastewater Treatment Plant Superintendent W/WW Treatment Operations Supervisor W/WW Treatment Maintenance Supervisor Senior Water/Wastewater Treatment Plant Operator Instrumentation & Control Technician Cross Connection Control Specialist Electrician Water/Wastewater Treatment Plant Mechanic Water/Wastewater Treatment Plant Operator Instrumentation & Control Technician Assistant Administrative Assistant Groundskeeper Division Total 59 52 49 48 48 46 45 44 42 38 32 23 1 1 1 5 1 1 1 2 4 1 1 2 21 1 1 1 5 1 1 2 4 1 2 19 1 1 1 5 1 1 2 4 1 2 19 1 1 1 5 1 1 2 4 1 2 19 Water - Transmission/Distribution Utility Systems Superintendent Water/Wastewater Systems Supervisor Water Systems Quality Control Coordinator Senior Water/Wastewater Maintenance Technician Water/Waste Water Systems Maintenance Tech Division Total 59 47 46 38 36 1 2 1 3 10 17 1 2 1 3 10 17 1 2 1 3 10 17 1 2 1 3 10 17 Water - Customer Service Meter Services Supervisor Utility Rates Program Coord. Customer Services Field Crew Supervisor Senior Customer Services Field Technician Customer Service Field Representative Utility Rates Technician Meter Services Technician Senior Customer Account Specialist Meter Reader Inventory Specialist Division Total 49 49 45 41 40 37 37 37 35 33 1 1 1 1 4 1 1 1 2 1 14 1 1 1 1 4 1 1 1 2 1 14 1 1 1 1 4 1 1 1 2 1 14 1 1 1 1 4 1 1 1 2 1 14 UTILITIES DEPARTMENT Water - Administration Director of Utilities Utilities Division Manager Admin Support Supervisor Administrative Specialist Administrative Assistant Division Total 172 SCHEDULE 5 2016-2017 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade FY 13/14 FY 14/15 FY 15/16 FY 16/17 Water - Agua Viva Water Treatment Plant W/WW Treatment Operations Supervisor W/WW Treatment Maintenance Supervisor Senior Water/Wastewater Treatment Plant Operator Instrumentation & Control Technician Electrician Water/Wastewater Treatment Plant Mechanic Water/Wastewater Treatment Plant Operator Instrumentation & Control Technician Assistant Groundskeeper Division Total 52 49 48 48 45 44 42 38 23 1 1 4 1 1 2 1 1 2 14 1 1 4 1 2 1 2 12 1 1 4 1 2 1 2 12 1 1 4 1 2 1 2 12 Water - Laboratory Lab Director Lab Analyst Division Total 63 44 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 49 48 38 - 1 2 2 5 1 2 2 5 1 2 2 5 Wastewater - Figueroa Water/Wastewater Treatment Plant Superintendent Instrumentation & Control Supervisor W/WW Treatment Operations Supervisor W/WW Treatment Maintenance Supervisor Senior Water/Wastewater Treatment Plant Operator Instrumentation & Control Technician Senior Water/Waste Water Treatment Plant Mechanic Electrician Water/Wastewater Treatment Plant Mechanic Water/Wastewater Treatment Plant Operator Inventory Specialist Administrative Assistant Groundskeeper Division Total 59 53 52 49 48 48 47 45 44 42 33 32 23 1 1 1 1 5 1 1 2 3 4 1 1 2 24 1 1 1 5 1 2 3 4 1 1 2 22 1 1 1 5 1 2 3 4 1 1 2 22 1 1 1 5 1 2 3 4 1 1 2 22 Wastewater - Collection Utility Systems Superintendent Water/Wastewater Systems Supervisor Senior Water/Wastewater Maintenance Technician Water/Waste Water Systems Maintenance Tech Division Total 59 47 38 36 1 1 2 11 15 1 1 2 11 15 1 2 2 10 15 1 2 2 10 15 Wastewater - Pretreatment Water Quality Assurance Supervisor Senior Industrial Pretreatment Inspector Industrial Pretreatment Inspector Division Total 58 49 46 1 1 3 5 1 1 3 5 1 1 3 5 1 1 3 5 173 SCHEDULE 5 2016-2017 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade FY 13/14 FY 14/15 FY 15/16 FY 16/17 Wastewater - Desert Dunes W/WW Treatment Operations Supervisor Senior Water/Wastewater Treatment Plant Operator Water/Wastewater Treatment Plant Mechanic Water/Wastewater Treatment Plant Operator Facilities Maintenance Worker Groundskeeper Division Total 52 48 44 42 36 23 2 1 1 1 1 6 2 1 1 1 1 6 1 2 1 1 1 1 7 1 2 1 1 1 1 7 Wastewater - Laboratory Chemist Lab Analyst Division Total 52 44 1 1 2 1 1 2 1 1 2 1 1 2 53 48 128 1 1 2 129 1 1 2 130 1 1 2 130 82 78 72 71 71 71 68 67 66 65 63 63 60 58 55 50 48 44 44 39 32 1 1 1 1 1 1 1 3 3 1 4 1 1 20 1 1 1 1 1 3 1 1 1 1 4 3 1 4 1 2 27 1 1 1 2 1 1 1 1 1 1 3 1 2 2 4 1 24 1 1 1 1 1 1 1 1 1 1 1 3 1 2 2 4 1 24 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 Capital Improvement Program Manager Engineering Manager Traffic Engineer C.I.P. Project Manager Engineering Project Manager Assistant Traffic Engineer Senior Civil Engineer Field Services Supervisor Civil Engineer Registered Land Surveyor Engineering Associate Construction Inspection Supervisor Senior Engineering Technician Construction Inspector C.A.D.D. Technician Engineering Technician Administrative Specialist Administrative Assistant Division Total 174 SCHEDULE 5 2016-2017 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade Development Engineering Assistant City Engineer Engineering Manager Senior Civil Engineer Civil Engineer Development Engineer Senior Engineering Technician Division Total Department Total FY 13/14 FY 14/15 FY 15/16 FY 16/17 71 71 65 63 60 50 1 1 2 4 24 1 3 4 31 1 2 1 4 28 1 2 1 4 28 80 74 64 64 64 50 46 46 39 32 1 1 1 1 1 1 1 3 10 1 1 1 1 1 1 1 1 3 11 1 1 1 1 1 1 1 1 1 2 11 1 1 1 1 1 1 1 1 1 2 11 Parks Maintenance Assistant Parks Maintenance Manager Grounds Maintenance Supervisor Senior Equipment Mechanic Equipment Mechanic Grounds Maintenance Crew Leader Parks Maintenance Specialist Grounds Maintenance Specialist Groundskeeper Division Total 60 48 47 43 39 31 28 23 1 1 1 2 8 1 18 22 54 1 1 2 8 1 18 24 55 1 1 2 8 1 18 24 55 1 1 2 8 1 18 24 55 Urban Forestry Grounds Maintenance Supervisor Groundskeeper Division Total 48 23 1 1 2 1 1 2 1 1 2 1 1 2 Civic Center Civic Center Program Manager Civic & Conv Center Operations Supervisor Civic Center Bookings & Events Supervisor Marketing Specialist Events Operations Leader Events Specialist Administrative Assistant Division Total 64 53 53 46 43 40 32 1 1 1 4 1 1 9 1 1 1 4 1 1 9 1 1 1 4 1 1 9 1 1 1 4 1 1 9 PARKS AND RECREATION DEPARTMENT Administration Director Parks & Recreation Assistant Director of Parks and Recreation Parks Manager Recreation Superintendent Arts & Culture Program Manager Grant Writer Admin Support Supervisor Marketing Specialist Administrative Specialist Administrative Assistant Division Total 175 SCHEDULE 5 2016-2017 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade FY 13/14 FY 14/15 FY 15/16 FY 16/17 Baseball Complex Grounds Maintenance Supervisor Grounds Maintenance Crew Leader Groundskeeper Division Total 48 39 23 1 1 3 5 1 1 3 5 1 1 3 5 1 1 3 5 Downtown Mall Grounds Maintenance Specialist Groundskeeper Division Total 28 23 1 1 2 1 1 2 1 1 2 1 1 2 Recreation - General Recreation Program Supervisor Recreation Program Coordinator Division Total 52 36 4 2 6 4 2 6 4 2 6 4 2 6 Yuma Readiness & Community Center Recreation Program Coordinator Division Total 36 1 1 1 1 1 1 1 1 Arts and Culture Theatre Production Supervisor Marketing Specialist Events Operations Leader Events Specialist Recreation Program Coordinator Administrative Assistant Division Total 53 46 43 40 36 32 1 1 1 1 2 6 1 1 1 1 1 2 7 1 1 1 1 1 2 7 1 1 1 1 1 2 7 Heritage Festivals Heritage Festivals Coordinator Division Total 43 - - - 1 1 Facility Maintenance Facilities Maintenance Supervisor HVAC Mechanic Facilities Maintenance Specialist Facilities Maintenance Worker Custodian Division Total 56 50 44 36 24 2 1 4 1 2 10 2 1 4 1 3 11 2 1 4 1 3 11 2 1 4 1 3 11 Desert Hills Golf Course-Maintenance Grounds Maintenance Supervisor Senior Equipment Mechanic Grounds Maintenance Crew Leader Grounds Maintenance Specialist Division Total 48 47 39 28 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 176 SCHEDULE 5 2016-2017 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade FY 13/14 FY 14/15 FY 15/16 FY 16/17 Desert Hills Golf Course-Restaurant Restaurant Supervisor Restaurant Shift Supervisor Line Cook Division Total 47 26 22 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 64 37 37 32 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 23 2 2 120 2 2 124 2 2 119 2 2 120 86 81 77 77 77 65 54 40 39 32 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 1 13 1 1 1 1 1 2 3 1 1 1 13 Animal Control Animal Control Supervisor Animal Control Officer Administrative Assistant Division Total 48 40 32 1 4 1 6 1 4 1 6 1 5 1 7 1 5 1 7 Patrol Police Lieutenant Police Sergeant Police Corporal Master Police Officer Police Officer Civilian Investigator Police Assistant Administrative Specialist Police Quartermaster Division Total 73 65 58 56 54 45 40 39 33 5 13 11 6 92 5 7 1 140 5 13 8 6 95 5 8 1 1 142 5 14 3 2 103 7 7 1 1 143 5 14 3 2 103 7 8 1 1 144 Desert Hills Golf Course Par 3-Maintenance Groundskeeper Division Total Department Total POLICE DEPARTMENT Administration Chief of Police Deputy Chief of Police Police Captain - Field Services Police Captain - Support Services Police Captain - Investigations Police Sergeant Police Officer Police Assistant Administrative Specialist Administrative Assistant Division Total 177 SCHEDULE 5 2016-2017 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade FY 13/14 FY 14/15 FY 15/16 FY 16/17 Investigations Police Lieutenant Police Sergeant Master Police Officer Police Officer Police Crime Analyst Evidence/Identification Supervisor Forensic Technician Civilian Investigator Evidence Technician Police Assistant Administrative Specialist Administrative Assistant Division Total 73 65 56 54 54 54 51 45 41 40 39 32 2 4 5 23 1 1 4 1 3 1 1 46 2 4 5 25 1 1 4 1 3 1 1 48 2 4 5 25 1 1 4 3 1 1 1 48 2 4 5 25 1 1 4 3 1 1 1 48 Quality Assurance Police Lieutenant Police Sergeant Master Police Officer Polygraph Examiner Law Enforcement Training Supervisor Police Officer Civilian Background Investigator Police Assistant Division Total 73 65 56 56 54 54 42 40 1 3 1 1 3 2 11 1 3 1 2 7 1 2 1 1 2 1 8 1 2 1 1 1 1 1 8 Records and Communications Police Records Supervisor Police Records Specialist Administrative Assistant Division Total 45 34 32 2 12 2 16 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 73 50 43 32 1 4 26 1 32 1 5 27 1 34 1 5 27 1 34 1 5 27 1 34 56 39 36 24 1 1 1 4 7 266 1 1 1 4 7 272 1 1 1 4 7 276 1 1 1 4 7 277 Facility Maintenance Facilities Maintenance Supervisor Senior Facilities Maintenance Worker Facilities Maintenance Worker Custodian Division Total Department Total 178 SCHEDULE 5 2016-2017 AUTHORIZED STAFFING LEVEL AUTHORIZED PERSONNEL Grade FIRE DEPARTMENT Administration Fire Chief Assistant Fire Chief Fire Administrative Project Analyst Administrative Specialist Administrative Assistant Division Total FY 13/14 FY 14/15 FY 15/16 FY 16/17 86 80 61 39 32 1 1 1 1 3 7 1 1 1 1 3 7 1 1 1 1 3 7 1 1 1 1 3 7 Professional Services Fire Battalion Chief Fire Captain-Administration Division Total 69 66 1 2 3 1 2 3 1 1 2 1 1 2 Operations Fire Battalion Chief Fire Captain-Administration Fire Captain Fire Equipment Fleet Administrator Fire Engineer Fire Fighter/EMT Fire Fighter/Cadet Division Total 69 66 62 62 54 48 38 4 2 24 1 24 51 6 112 4 2 24 1 24 51 6 112 4 2 24 1 24 57 6 118 4 2 24 1 24 57 6 118 69 58 57 1 2 3 125 1 1 1 3 125 1 1 2 4 131 1 1 2 4 131 928 948 953 955 Community Risk Reduction Fire Marshal Fire Plans Examiner/Inspector Fire Inspector Division Total Department Total CITY TOTAL 179 SCHEDULE 6 City of Yuma Salary Schedule Grade 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 Salary Schedule Minimum Midpoint Maximum Grade Minimum Midpoint Maximum 15,920 19,104 22,288 54 49,572 59,487 69,401 16,318 19,581 22,845 55 50,811 60,974 71,136 16,725 20,071 23,416 56 52,082 62,498 72,915 17,144 20,573 24,002 57 53,384 64,061 74,738 17,572 21,087 24,602 58 54,718 65,662 76,606 18,012 21,614 25,217 59 56,086 67,304 78,521 18,462 22,155 25,847 60 57,488 68,986 80,484 18,924 22,709 26,493 61 58,925 70,711 82,496 19,397 23,276 27,155 62 60,399 72,479 84,559 19,882 23,858 27,835 63 61,909 74,291 86,673 20,378 24,454 28,530 64 63,456 76,148 88,839 20,889 25,066 29,244 65 65,043 78,052 91,061 21,410 25,692 29,974 66 66,669 80,003 93,337 21,946 26,335 30,724 67 68,336 82,003 95,671 22,495 26,993 31,492 68 70,045 84,053 98,062 23,056 27,668 32,280 69 71,795 86,154 100,514 23,633 28,360 33,087 70 73,591 88,309 103,027 24,223 29,069 33,914 71 75,430 90,516 105,602 24,829 29,796 34,762 72 77,316 92,779 108,242 25,450 30,540 35,630 73 79,249 95,099 110,949 26,086 31,304 36,521 74 81,230 97,476 113,722 26,738 32,086 37,434 75 83,261 99,913 116,566 27,407 32,889 38,371 76 85,342 102,411 119,479 28,092 33,711 39,330 77 87,476 104,972 122,467 28,794 34,554 40,313 78 89,662 107,595 125,528 29,515 35,417 41,320 79 91,904 110,285 128,667 30,252 36,303 42,354 80 94,201 113,042 131,883 31,008 37,210 43,413 81 96,557 115,868 135,180 31,784 38,141 44,497 82 98,970 118,765 138,559 32,578 39,094 45,610 83 101,445 121,734 142,024 33,393 40,072 46,751 84 103,981 124,778 145,574 34,228 41,073 47,919 85 106,581 127,897 149,213 35,083 42,100 49,117 86 109,246 131,095 152,944 35,961 43,153 50,345 87 111,977 134,372 156,767 36,859 44,232 51,604 88 114,776 137,731 160,686 37,781 45,337 52,894 89 117,645 141,175 164,704 38,726 46,471 54,217 90 120,587 144,704 168,821 39,694 47,633 55,571 91 123,601 148,321 173,042 40,686 48,824 56,961 92 126,692 152,029 177,367 41,703 50,044 58,385 93 129,859 155,830 181,802 42,746 51,295 59,845 94 133,105 159,726 186,347 43,814 52,577 61,340 95 136,432 163,719 191,006 44,910 53,892 62,875 96 139,843 167,812 195,781 46,032 55,239 64,446 97 143,339 172,007 200,675 47,183 56,620 66,057 98 146,923 176,308 205,693 48,363 58,036 67,708 99 150,596 180,715 210,834 180 SCHEDULE 7 Budget Resolution RESOLUTION NO. R2016-013 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, 2016, AND ENDING JUNE 30, 2017; 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, 2016, and ending June 30, 2017, and which was tentatively adopted on April 6, 2016; and, WHEREAS, due notice has been given by the City Clerk, as required by law, that the Budget for Fiscal Year 2016-2017 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, 2016, to June 30, 2017, 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 2016-2017, 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, 2016 and ending June 30, 2017. 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 2016-2017 Fiscal Year as subject to the State Budget Law. 181 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 _4th_ day of May 2016. APPROVED: Douglas J. Nicholls Mayor ATTESTED: Lynda Bushong City Clerk APPROVED AS TO FORM Steven W. Moore City Attorney 182 SECTION A. SCHEDULE 8 2016 LEVY LIMIT WORKSHEET COUNTY OF: YUMA TAX AUTHORITY: CITY OF YUMA Construction 2016 MAXIMUM LEVY A.1 2015 MAXIMUM ALLOWABLE PRIMARY TAX LEVY LIMIT 11,708,878 A.2 LINE A.1 MULTIPLIED BY 1.02 EQUALS 11,943,056 SECTION B. 2016 NET ASSESSED VALUE OF ALL PROPERTY SUBJECT TO TAXATION IN 2015 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. 28,804,984 458,698,374 20,354,475 507,857,833 5,078,578 2016 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. 8,537,894 30,458,518 465,551,692 20,385,517 516,395,727 5,163,957 2016 LEVY LIMIT CALCULATION D.1 ENTER LINE A.2 11,943,056 D.2 ENTER LINE B.5 5,078,578 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 12,144,078 ENTER EXCESS PROPERTY TAXES COLLECTIBLE PURSUANT TO ARS 42-17051, SECTION B - ENTER AMOUNT IN EXCESS OF EXPENDITURE LIMITATION PURSUANT TO ARS 42-17051, SECTION C - D.6 D.7 D.8 2.3517 5,163,957 LINE D.5 MINUS LINE D.6 AND LINE D.7 EQUALS 2014 ALLOWABLE LEVY 183 12,144,078 Glossary Actual vs. Budgeted: Difference between amounts projected (budgeted) in revenues expenditures at the beginning of the fiscal year and actual receipts or expenses, which are incurred by end of the fiscal year. the or the the The fiscal year for the City of Yuma begins July 1 and ends June 30. 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. Budget: A plan of financial operation for a specific time period. The budget contains the estimated expenditures needed to continue the City’s operations for the year and the anticipated revenues to finance them. Generally Accepted Accounting Principles (GAAP): Uniform minimum standards of financial accounting and reporting that govern the form and content of basic financial statements. 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. 184 Personal Services: Expenditures for salaries and fringe benefits for employees. Special Revenue Fund: A fund used to account for receipts from revenue sources that have been earmarked for specific activities. For example, Highway User Revenue funds must be used for street maintenance. Primary Tax: Property tax levied for government operating budgets. Arizona statutes limit the primary property tax levy amount. State-Shared Revenue: Includes the City’s portion of the state sales tax revenues, state income tax receipts, and Motor Vehicle In-Lieu taxes. Property Tax: A tax based on the assessed value of property, both real property (land and buildings) and personal property (equipment). The total property tax levied by a municipality. Arizona’s municipal property tax system is divided into a primary and secondary rate. Supplemental: A request to add a position to the authorized staffing list and all associated costs with that position. 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. 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. Tax Rate: The amount of tax levied for each $100 of assessed valuation. Transfer: Movement of resources from one fund into another fund in which the resources are expended. For example, an interfund transfer would include the transfer of operating resources from the General Fund to the Capital Projects Fund, where long-term capital expenditures are recorded. Other examples include a transfer from the General Fund to the Solid Waste Fund, as user charges in Solid Waste are not sufficient to cover the cost of services and general revenues must be used (subsidy). 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. 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. Undesignated Fund Balance: Funds remaining from prior year that are available for appropriation and expenditure in the current year. User Charges: The payment of a fee in direct receipt of a public service by the party who benefits from the service. 185 City of YUMA 186