F L A G S T A F F , A R I Z O N A 2007 Investing in the Quality of Flagstaff’s Future City of Flagstaff Annual Budget and Financial Plan 2006 –2007 Annual Budget and Financial Plan Fiscal Year 2006-2007 City of Flagstaff, Arizona CITY COUNCIL Joseph C. Donaldson, Mayor Scott Overton, Vice-Mayor Karen K. Cooper Joseph P. Haughey Kara M. Kelty Rick Swanson Al White BUDGET TEAM David W. Wilcox, City Manager Jeri Dustir, Deputy City Manager James S. Wine, Deputy City Manager Mary Jo Jenkins, Management Services Director Barbara Goodrich, Budget and Finance Manager Theresa Alvarado, Human Resources Manager PREPARED BY Trevor Ainardi, Accountant I Beth Beauregard, Accountant II Stacey Brechler-Knaggs, Grants Manager Carol Hartz, Account Clerk II Nancy Miguel, Accountant I Debbie Nichols, Accountant II Maryellen Pugh, Accountant II Annual Financial Plan i City of Flagstaff The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Flagstaff, Arizona for its annual budget for the fiscal year beginning July 1, 2005. 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. The 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. Annual Financial Plan ii City of Flagstaff TABLE OF CONTENTS INTRODUCTION Budget Award .......................................................................................................... ii Table of Contents ....................................................................................................iii Users Guide............................................................................................................ ix City of Flagstaff Organizational Chart...................................................................... x City Council Profiles ............................................................................................... xi TRANSMITTAL City Manager's Budget Message ........................................................................... xv Mission Statement ................................................................................................xxii Budget Highlights ............................................................................................... xxiii Accomplishments 2005 - 2006 ........................................................................... xxiii BUDGET OVERVIEW Financial Resources Available ................................................................................ 1 Total Appropriations ................................................................................................ 1 Operating Expenditures by Department .................................................................. 2 Budget Format and Process Format .......................................................................................................... 3 Process......................................................................................................... 5 Assumptions and Strategies Economic Overview ...................................................................................... 6 Revenue Forecast......................................................................................... 6 Expenditures................................................................................................. 7 Fund Summaries General Fund................................................................................................ 8 Highway User Revenue Fund ....................................................................... 9 Transportation Fund...................................................................................... 9 Library Fund................................................................................................ 10 BBB Funds.................................................................................................. 11 Other Funds................................................................................................ 12 Enterprise Funds ........................................................................................ 13 Five-Year Projections by Fund .............................................................................. 16 Revenues General Fund.............................................................................................. 18 BBB............................................................................................................. 21 Highway User Revenue Fund ..................................................................... 22 Enterprise Funds ........................................................................................ 23 Capital Budget Relationship between Operating and Capital Budget ............................................................................................ 25 Capital Improvement Plan........................................................................... 26 Capital Plan Implications............................................................................. 27 Debt Debt Capacity ............................................................................................. 27 Current Debt Position.................................................................................. 27 Debt Service ............................................................................................... 28 Annual Financial Plan iii City of Flagstaff POLICIES AND PROCEDURES Fiscal Policies General ....................................................................................................... 29 Enterprise Funds ........................................................................................ 29 Real Estate Proceeds Fund ........................................................................ 29 Debt Performance....................................................................................... 30 Debt Management ...................................................................................... 30 Fund Balances and Reserves..................................................................... 30 Expenditure Limitation Control.................................................................... 30 Budget Policies ........................................................................................... 31 Revenue Distribution................................................................................... 31 Contributions to Art in Public Places ........................................................... 32 Operating Budget Impact ............................................................................ 32 Minimum Levels of Capital Investment ....................................................... 32 Non-Recurring Revenues ........................................................................... 32 ISSUES AND UPDATES Personal Service Costs Pay Plan ..................................................................................................... 33 Health Insurance......................................................................................... 33 Reclasses, Reranges, Retitles, Rezones.................................................... 33 Reorganizations .......................................................................................... 35 Position Additions/Deletions ....................................................................... 35 Cost Allocation.......................................................................................................37 Fleet Management................................................................................................. 39 Five-Year Information Systems ............................................................................. 41 2006 Updates ........................................................................................................ 44 2007 Issues ........................................................................................................... 45 FINANCIAL SUMMARIES Total Resources and Appropriations Summary .......................................... 49 Tax Levy ..................................................................................................... 50 Revenues Other Than Property Taxes ....................................................... 51 Transfer and Proceeds from Other Sources ............................................... 55 Grant Revenues..........................................................................................60 Appropriations by Fund............................................................................... 62 Appropriations by Department .................................................................... 65 Operating Capital ........................................................................................ 67 Capital Improvement Program .................................................................... 70 Debt Service ............................................................................................... 72 Five-Year Plans ..........................................................................................73 DEPARTMENTAL DETAIL GENERAL ADMINISTRATION.............................................................................. 99 City Manager (01) ..................................................................................... 101 City Clerk (02) ........................................................................................... 104 Human Resources (04)............................................................................. 107 Risk Management (05).............................................................................. 110 City Attorney (07) ...................................................................................... 113 Flagstaff Municipal Court (65)................................................................... 118 Tourism - CVB (84) ................................................................................... 121 Annual Financial Plan iv City of Flagstaff Visitor Services (85).................................................................................. 123 MANAGEMENT SERVICES................................................................................ 125 Information Systems (08).......................................................................... 127 Management Services (09)....................................................................... 129 Tax, Licensing, & Revenue (10)................................................................ 131 Library (11 & 12) ....................................................................................... 133 Finance and Budget (13) .......................................................................... 137 COMMUNITY DEVELOPMENT .......................................................................... 139 Capital Improvement (03) ......................................................................... 141 Metropolitan Planning Organization (14)................................................... 144 Community Development Administration (15)........................................... 147 Development Services (16)....................................................................... 149 Community Improvements (17)................................................................. 156 Community Investment (18)...................................................................... 159 Housing and Community Services (31)..................................................... 167 Arts and Science (71) ............................................................................... 170 Beautification Admin (73).......................................................................... 172 Stormwater (98) ........................................................................................ 174 FIRE DEPARTMENT........................................................................................... 177 Fire (21) .................................................................................................... 179 POLICE DEPARTMENT...................................................................................... 183 Police (22)................................................................................................. 185 Police Grants (23) ..................................................................................... 189 PUBLIC WORKS ................................................................................................. 191 USGS Maintenance (20)........................................................................... 193 Public Works Administration (25) .............................................................. 195 Parks (26) ................................................................................................. 197 Fleet Services (27).................................................................................... 199 Cemetery (28) ........................................................................................... 201 Facilities Maintenance (29) ....................................................................... 203 Recreation (30) ......................................................................................... 205 Street Maintenance and Repairs (32) ....................................................... 208 Airport (38)................................................................................................ 210 Environmental Services (41)..................................................................... 212 UTILITIES............................................................................................................ 215 Utilities Administration (42) ....................................................................... 217 Lake Mary Water Treatment Plant (47)..................................................... 220 Customer Service (48) .............................................................................. 223 Water Distribution (49) .............................................................................. 225 Booster Stations (50) ................................................................................ 227 Wildcat Wastewater Treatment Plant (53) ................................................ 229 Wastewater Collection (54)....................................................................... 232 Wastewater Monitoring (55)...................................................................... 234 Rio de Flag Reclaim Plant (56) ................................................................. 236 Annual Financial Plan v City of Flagstaff NON-DEPARTMENTAL ...................................................................................... 239 Council and Commissions (63) ................................................................. 240 Contributions to Other Agencies (64)........................................................ 241 Non-Departmental (66) ............................................................................. 242 Firemen's Pension (68) ............................................................................. 243 Economic Development (78)..................................................................... 244 Transit (97) ............................................................................................... 245 CAPITAL IMPROVEMENT PROGRAM FY 2007 Capital Improvement Program .............................................................. 247 Schedule of Capital Improvements – FY 2006-2007 ........................................... 248 FY 2007 Capital Project Descriptions .................................................................. 264 Capital Improvement Program Summary ............................................................ 269 Schedule of Capital Program Listing ................................................................... 270 Financing the Capital Plan................................................................................... 278 General Obligation (G.O.) Bonds.............................................................. 278 Highway User Revenue (HURF) Bond...................................................... 278 Junior Lien Bonds Payable From Highway User Tax Revenues............... 278 Water and Sewer Revenue Bonds............................................................ 278 Special Improvement/Assessment Districts .............................................. 278 Municipal Facilities Corporation (MFC) Bonds.......................................... 279 Certificates of Participation ....................................................................... 279 Lease Financing .......................................................................................279 Grants ....................................................................................................... 279 Intergovernmental Agreements (IGA) ....................................................... 279 State Revolving Loan Fund....................................................................... 280 Pay-As-You-Go Financing ........................................................................ 280 COMMUNITY PROFILE Community Profile ............................................................................................... 282 Principal Taxpayers Tax Year 2004..................................................................... 285 Property Tax Rates – Direct and Overlapping ..................................................... 286 Retail Sales Tax Rates-Direct and Overlapping .................................................. 286 Miscellaneous Statistics ...................................................................................... 287 Bonded Debt-Interest/Coupon Rate by Issue and Year....................................... 289 Percent of Net General Bonded Debt to Secondary Assessed Value and Net General Bonded Debt per Capita ....................................................... 290 Total Bonds Payable-Last Five Fiscal Years ....................................................... 290 Consumer Price Index ......................................................................................... 291 APPENDICES A-Authorized Personnel/Positions Summary ....................................................... 293 B-City of Flagstaff Pay Plan................................................................................. 302 C-Resolution for Budget Adoption ....................................................................... 314 D-Ordinance for Property Tax Levy ..................................................................... 315 E-Full-Cost Plan Summary of Allocation Basis .................................................... 316 F-Council Goals................................................................................................... 318 G-Glossary .......................................................................................................... 354 H-List of Acronyms .............................................................................................. 359 Annual Financial Plan vi City of Flagstaff CITY OF FLAGSTAFF, ARIZONA DIVISION SUMMARY CROSS REFERENCE INDEX IN DIVISON NUMBER ORDER # 1 2 3 4 5 7 8 9 10 11 12 13 14 15 16 17 18 20 21 22 23 25 26 27 28 29 30 31 32 38 41 42 47 48 49 50 53 54 55 56 63 64 65 DIVISION PAGE City Manager ............................................................................................ 101 City Clerk .................................................................................................. 104 Capital Improvement................................................................................. 141 Human Resources .................................................................................... 107 Risk Management ..................................................................................... 110 City Attorney ............................................................................................. 113 Information Systems ................................................................................. 127 Management Services Administration....................................................... 129 Tax, Licensing, & Revenue ....................................................................... 131 Library....................................................................................................... 133 Library Grants ........................................................................................... 133 Finance and Budget.................................................................................. 137 Metropolitan Planning Organization (MPO) .............................................. 144 Community Development Administration .................................................. 147 Development Services .............................................................................. 149 Community Improvement.......................................................................... 156 Community Investment ............................................................................. 159 USGS Maintenance .................................................................................. 193 Fire Department ........................................................................................ 179 Police Department .................................................................................... 185 Police Grant .............................................................................................. 189 Public Works Administration ..................................................................... 195 Parks......................................................................................................... 197 Fleet Services ........................................................................................... 199 Cemetery .................................................................................................. 201 Facilities Maintenance .............................................................................. 203 Recreation ................................................................................................ 205 Housing and Community Services ............................................................ 167 Street Maintenance & Repairs .................................................................. 208 Airport ....................................................................................................... 210 Environmental Services ............................................................................ 212 Utilities Administration............................................................................... 217 Lake Mary Water Treatment Plant ............................................................ 220 Customer Service ..................................................................................... 223 Water Distribution ..................................................................................... 225 Booster Stations ....................................................................................... 227 Wildcat Wastewater Treatment Plant........................................................ 229 Wastewater Collection .............................................................................. 232 Wastewater Monitoring ............................................................................. 234 Rio de Flag Wastewater Treatment Plant ................................................. 236 Council & Commissions ............................................................................ 240 Contributions to Other Agencies ............................................................... 241 Flagstaff Municipal Court .......................................................................... 118 Annual Financial Plan vii City of Flagstaff 66 68 71 73 78 84 85 97 98 Non-Departmental..................................................................................... 242 Firemen's Pension .................................................................................... 223 Arts and Science ...................................................................................... 170 Beautification Admin ................................................................................. 172 Economic Development Administration .................................................... 244 Tourism - CVB .......................................................................................... 121 Visitor Services ......................................................................................... 123 Transit....................................................................................................... 245 Stormwater ............................................................................................... 174 Annual Financial Plan viii City of Flagstaff USERS GUIDE The budget document serves a myriad of purposes. Most important is its use as a communications device. The budget presents the public an opportunity to review the types of services and level of service provided within the financial constraints of the community. The allocation of financial resources translates into what services will be provided to the community. As community needs and demands for service change, the allocation of resources should respond accordingly. Therefore, this document attempts to communicate financial information to allow for informed citizenry. Transmittal - The City Manager’s message and Budget Summary provides readers with a synopsis of the resource allocation priorities established by the City Council for fiscal year 2007. Budget Overview - The overview provides an overview of the key policy issues, priorities and strategies which shaped the fiscal year 2007 budget, the budget process fiscal policies, revenue assumptions, and expenditure highlights. Policies and Procedures – This section provides information on fiscal and budget policies as it related to certain funds, debt performance, fund balances, expenditure limitation control, revenues, operating budget impact, and capital investments. Issues and Updates - Excerpts from the Council Review and Discussion Book used during the two weeks of study sessions discuss specific Council decision/directions impacting the prior and current fiscal year budgets. Financial Summaries - The schedules consolidate the major financial information and operating data elements. Several schedules also serve to meet state statutory reporting requirements. The expenditure summaries are used primarily for operational purposes, e.g., monitoring expenditures at a fund level and at a category level, and maintaining accountability at a department level, with managers accountable at the cost center level. Department Detail - Each operating Division Summary provides a description, goals and objectives, major accomplishments of fiscal year 2006, performance indicators, expenditure history and budget, commentary on significant changes, and sources of funding. Capital Improvements - The current year portion of the five-year capital improvement program is listed, along with location maps and funding source. A more detailed project-planning sheet is available in the separately published five-year Capital Budget and Capital Improvement Plan. Community Profile - The profile provides background information so that the budget can be viewed in the context of the factors that shape and affect budget decisions, priorities, and financial parameters within which the community operates. Also provided are select statistical tables providing historical trend information on tax rates, expenditures, and assessed valuations of property. Appendix - In the appendices the user will find a glossary of budget terminology, ordinances/resolutions adopting the levies and budget, a summary of authorized personnel/positions by department, the city pay plan, and a summary of the cost allocation basis. For additional information, please call the Finance and Budget Office directly at (928) 774-5281 extension 3201. This budget document may also be viewed on the City of Flagstaff website, www.flagstaff.az.gov, in Adobe Acrobat format. Annual Financial Plan ix City of Flagstaff Annual Financial Plan x City of Flagstaff City Council CITY COUNCIL GOALS ECONOMIC DEVELOPMENT GOAL: Maintain and strengthen Flagstaff as a regional center for retail, employment and hospitality, while enhancing the quality of life for our residents through technology and innovation and the attraction of employers who pay livable wages. FISCAL HEALTH GOAL: Maintain written policies to provide for a balanced budget that meets a vast array of community needs, to ensure that resources are available to meet future needs and allow for community infrastructure to be maintained at adequate levels and other sound financial practices that maintain the fiscal health of the organization. PUBLIC SAFETY GOAL: To promote and maintain a safe community through integrated public safety systems that addresses the underlying issues affecting public safety, health and quality of life. AFFORDABLE HOUSING GOAL: To insure that a variety of housing opportunities are available to a diverse population, especially those requiring entry level housing. Mayor Joseph Donaldson Mayor Joseph Donaldson was first elected as Mayor of Flagstaff in May of 2000 and was successfully re-elected in 2002, 2004 and 2006. Mayor Donaldson holds leadership positions, or is a member, of 20 local, state, and national organizations including: Vice-Chairman of the National League of Cities, Transportation Infrastructure Services Steering Committee; Chairman of the Subcommittee on Zoning and Implementation of the Arizona Forest Health Oversight Council; and the Northern Arizona Municipal Water Users Association. Prior to becoming elected as mayor, Donaldson was a Safeway Store manager for 38 years where he excelled in his commitment to customer service. He has brought that same commitment to City government. Mayor Donaldson is a 55-year resident of Flagstaff and was recognized as Flagstaff’s Citizen of the Year in 1997 and has been voted Best Elected Local Official in 2002, 2003 and 2004. Vice-Mayor Scott Overton Vice-Mayor Scott Overton was elected to the Flagstaff City Council in May 2006. He is a Flagstaff native and graduate of Sinagua High School and Northern Arizona University. His leadership role is based on a solid foundation of experiences as a small business owner and an instructor in the Flagstaff Unified School district teaching career and technical education courses at Flagstaff High School. Vice-Mayor Overton graduated with a Bachelor of Science degree in Industrial Technology Education in 1996 and a Master of Education degree in Educational Leadership in 2002, currently, he operates a small construction company, SR Overton Construction. Vice-Mayor Overton has an interest in providing a reasonable, common sense, working approach in addressing issues and concerns facing the citizens of Flagstaff. He will continue to utilize his personal ethics and professionalism to serve the City of Flagstaff to the best of his ability. PLANNING FOR GROWTH GOAL: To shape growth, with the involvement of the community, in a manner that protects and preserves our region’s natural environment, livability and sense of community. Annual Financial Plan xi City of Flagstaff City Council CITY COUNCIL GOALS CAPITAL IMPROVEMENT GOAL: Plan, program, design and construct public works and facilities capital improvements through a structured, efficient and transparent process ensuring scarce public resource expenditure for the greatest benefit to the community; creating a built environment shaped through citizen involvement, reflecting community pride. QUALITY OF LIFE GOAL: To enhance the quality of life of our community, we will assure comprehensive programs that allow for a balance between economic development, resource protection and neighborhood concerns, that include cultural components that cross generational boundaries and strive to create cost effective and pro-active approaches to meet the social, physical and economic needs of our citizenry as we celebrate Flagstaff’s heritage, diversity, and vast aesthetic appeal. PLANNING FOR GROWTH GOAL: To shape growth, with the involvement of the community, in a manner that protects and preserves our region’s natural environment, livability and sense of community. CUSTOMER SERVICE Councilmember Karen Cooper Councilmember Karen Cooper was first elected to the Flagstaff City Council in May 2000, served as Vice-Mayor through June 2002, and was re-elected in May 2004. Prior to coming to Flagstaff ten years ago, Councilmember Cooper had significant involvement in local governments in Michigan and Colorado. In Flagstaff she served on the Flagstaff Planning & Zoning Commission and served as its Chairman and Vice-Chairman. She was also a member of the Regional Planning Task Force. As a Councilmember, Cooper serves as the liaison to the P & Z Commission, the Historic Preservation Commission, Library Board, Public Art Advisory Committee, Flagstaff Metropolitan Planning Organization, and the Cocopai Resource and Development Agency. Councilmember Cooper is a retired administrator, community volunteer and currently serves on the Board of the Flagstaff Leadership Program. She attended Duke University and received her degree in Political Science from Aquinas College in Michigan. Councilmember Joe Haughey Councilmember Joe Haughey was elected to the Flagstaff City Council in May 2002 and re-elected in May 2006. He and his daughter Valerie are realtors with Common Goal Realty. In his 28 years in Flagstaff, Councilmember Haughey has been involved in many volunteer organizations. He is a graduate of the Flagstaff Leadership Program, is a Board Member for the Greater Flagstaff Economic Council and with the Flagstaff Metropolitan Planning Organization, is a past Board member of Flagstaff Cultural Partners, and is a certificate holder with the Flagstaff Medical Center. As a Councilmember he serves on the City Traffic and Water Commission. Born in Los Angeles, Councilmember Haughey spent the majority of his youth in Saudi Arabia, Jordan, and Lebanon. He returned to California to finish high school and receive his Bachelor of Science degree from Cal State Los Angeles. A private pilot and an avid outdoorsman, Councilmember Haughey served as a Seabee in the U. S. Navy. He and his wife Liz raised their four children in Flagstaff and they now have 10 grandchildren living in the community. GOAL: Instill a positive customer service culture throughout the organization and with each employee of the City in the delivery of service both externally and internally. Annual Financial Plan xii City of Flagstaff City Council CITY COUNCIL GOALS Councilmember Kara Kelty COLLABORATION GOAL: Strengthen the community by strengthening partnerships with sovereign nations, public, non-profit and private agencies. Develop collaborative goals, through all levels of the organization, based upon common interests with these agencies to optimize the use of community resources and the delivery of services to the citizens of Flagstaff. Councilmember Kara Kelty was appointed to office in July 2002 and elected to a full term in May 2004. She represents the Council on the Community Housing Policy Task Force, and the Open Spaces Commission. She is currently the Director of “Success by 6” for the United Way of Northern Arizona. Councilmember Kelty has been involved in a variety of civic, youth and professional organizations since moving to Flagstaff ten years ago. A graduate of the Flagstaff Leadership Program, she is also currently a member of the National League of Cities Equity and Opportunity Panel. From 1989 to 1995 Councilmember Kelty held Program Coordinator and Technical Training positions with the Peace Corps in the Philippines and Guatemala. Councilmember Kelty holds a Bachelor of Arts degree in Political Science from the College of the Holy Cross in Worchester, Massachusetts and was awarded her Masters in Education in Counseling: Human Relations from Northern Arizona University. She is married and has two children. Councilmember Rick Swanson Councilmember Rick Swanson was elected to the Flagstaff City Council in May 2006. Councilmember Rick Swanson is the Center Director of the Northern Arizona Area Health Education Center, and he is on the management team at North Country Community Health Center in Flagstaff. He is currently directing a capital campaign to raise $3 million for a new facility. He was the director of the Northern Arizona Book Festival for the years 2000 through 2003. He has lived in Flagstaff for twenty years, and was recently elected to his second term on the Flagstaff City Council. Rick has worked at a corporation, W.L. Gore and Associates. He has worked at a non-profit organization, North Country Community Health Center. And he once owned a children’s bookstore in Flagstaff’s historic downtown. He has served on various boards, including the Literacy Volunteers of Coconino County, and the High Country News, a newspaper that covers environmental and social issues of the intermountain West. Councilmember Al White Councilmember Al White was first elected to the Flagstaff City Council in May 2000 and re-elected in 2004. He moved to Flagstaff in 1989 from the Grand Canyon where he worked in hotel management for 13 years. His career in the hospitality industry provided Vice-Mayor White a key understanding of tourism issues in Flagstaff. His work in the recycling industry (owner/operator of New World Recycling) also afforded him an opportunity to observe the operation and actions of City government. Before running for City Council, Vice-Mayor White furthered his involvement in his community by becoming the Chairperson of the City’s Disability Awareness Commission, holding a special interest in disability issues since he became a paraplegic in 1996. Vice-Mayor White was awarded a Bachelor of Science Degree in Communication Studies from the University of Massachusetts in Amherst, Massachusetts. He currently serves as the Council representative to the Disability Awareness Commission, the Clean & Green Commission, the Tourism Commission, and on the Board for the northern Arizona Business and Technology Incubator. He remains convinced that economic growth does not have to be at the expense of conservation and environmental protection. Finding that blend is his primary concern. Annual Financial Plan xiii City of Flagstaff Annual Financial Plan xiv City of Flagstaff City of Flagstaff Honorable Mayor, City Council and Citizens of Flagstaff: I am honored to complete my fifteenth City budget on behalf of the Citizens of Flagstaff. Carefully planned, controlled expenditures over several years have enabled the City to respond to economic ups and downs. As a result, the City is in excellent financial condition. However, the years ahead will likely see a declining share of stated shared revenue as will be clear within this budget message. Moreover, the State Legislature dealt a blow to this City’s fiscal prospects during the most recent legislative session. The indication for the future is to proceed with caution. During the current fiscal year all City departments examined five-year projected expenditure needs based on anticipated community growth, anticipated service enhancement (primarily in parks and recreation) and responses to emerging issues like affordable work force housing and economic expansion. Collectively, City departments identified a five-year need for an additional 250 employees. While the anticipated need for 250 additional employees is over a five year period, pent–up need is represented by the submitted FY 2007 requests of 93 new positions. Clearly, the City cannot financially absorb the number of positions desired either in FY 2007 or over the five-year period. As always seems the case, careful consideration about resource allocation is essential. The proposed FY 2007 budget reflects Council goals and priorities and faces reality about the most critical current needs. More work is needed on a five-year strategic plan. Therefore, in FY 2007 the City Manager will lead a major initiative to identify clearly the reasons and cost of expressed departmental needs. Projected costs will be refined and information will be presented to the City Council, which will allow for a strategic projection of where resources will need to be allocated within the organization. TOTAL APPROPRIATIONS - FY 2007 Operations $ Equipment Capital Improvement Projects Debt Service Reserves/Contingencies $ 90,452,395 10,781,867 108,458,991 14,256,272 2,945,000 226,894,525 TOTAL APPROPRIATIONS (all funds) Operations 39.8% Reserves/ Contingcs 1.3% Debt Service 6.3% TOTAL APPROPRIATIONS - FY2006 Operations $ Equipment Capital Improvement Projects Debt Service Reserves/Contingencies $ 81,306,674 7,621,712 109,052,065 14,226,732 2,835,000 215,042,183 TOTAL APPROPRIATIONS (all funds) Equipment 4.8% Equipment 3.5% Operations 37.9% Capital Improv Projects 47.8% Capital Improv Projects 50.7% Reserves/ Contingcs 1.3% Debt Service 6.6% 211 West Aspen Avenue, Flagstaff, Arizona 86001 Main & TDD (928) 774-5281, Arizona Relay 7-1-1, Fax (928) 779-7696 The proposed FY 2007 budget achieves several goals: maintenance of current services; adequate compensation adjustments to maintain relative salary status and continued benefits; strengthening the organization’s overextended central services infrastructure; building upon a sound but insufficient information systems; and response to an insufficiently maintained facilities infrastructure. A summary comparison of FY 2007 and FY 2006 appropriations are shown on the previous page. Human Resources The City enters a new fiscal year showing continuing financial strength, although State Legislative action taken after this budget was initially approved by the City Council, significantly changes the multi-year outlook. (See Financial Outlook.) Growing revenues are sufficient, as in FY 2006, to allow for compensation and benefit adjustments to meet rather dramatic cost increases for health insurance, retirement and pay plan adjustments to better position the City for recruitment and retention of employees. Last fiscal year expenditures for personnel services increased by $4.0 million, including new employees. This proposed budget will increase personnel service expenditures by $5.8 million, including increases in the following categories: Compensation $1.7 million Retirement, State Retirement, Public Safety Assignment Pay Health Insurance Dependent Health Subsidy Additional Positions $615,000 $295,000 $20,000 $487,000 $219,000 $1.4 million The FY 07 budget includes the addition of 41.66 full-time equivalent positions citywide. The following chart indicates the growth by department. DEPARTMENTAL PERSONNEL Public Safety Public Works Mgmnt Services General Admin Utilities Community Dev FY 2006 FY 2007 257.75 264.75 192.28 205.67 86.00 92.27 70.00 75.00 76.50 79.00 85.50 93.00 768.03 809.69 300.00 250.00 Public Safety 200.00 Public Works 150.00 Mgmnt Services General Admin 100.00 Utilities 50.00 Community Dev 0.00 FY 2006 FY 2007 Organizational Infrastructure Recent years have seen new expenditures focus on direct delivery of services. It has been necessary to allocate revenue growth toward sustaining service levels, leaving limited resources to build internal service organization capacity to keep pace with a growing organization. In the meantime, many internal service requirements have grown vastly more complicated, ranging from new human resource requirements, such as HPPA, to new accounting rules. The City also experiences significant greater exposure to risk because of many new programs and operates a much more complex information service structure. It is essential to add employees in order to keep up with greatly increased workload. The first priority of positions included in this budget are to meet this need. These positions include: Annual Financial Plan xvi City of Flagstaff Deputy City Clerk Human Resources Benefit Specialist Software Specialist Finance Intern (0.13 FTE) Police Evidence Technician Administrative Assistant – FMPO (.5 FTE) Insurance Claims Specialist GIS Technician Account Clerk II Maintenance Worker III – HVAC Administrative Specialist – Utilities (.5 FTE) Senior Recreation Coordinator – Multi-Gen Center Community Investment The City is investing millions of dollars for infrastructure, and the private sector is adding investment at levels never before experienced in the city. It is vital to we make investments that last, adding value to the community. • To serve both private and public sector permitting and inspection needs, several new positions are included. They are: Development Services Case Manager Development Services Inspector II Development Services Associate Planner Project Manager II - Traffic Development Services Inspector I (previous temporary position) • The City’s capital budget ($108 million) continues the City’s commitment to invest in the community’s physical infrastructure and is summarized in the following graph: PROGRAM CATEGORIES General Government Streets / Transportation BBB Water Wastewater Airport Environmental Services Stormwater Utility • 24.8% 15.6% 13.3% 15.7% 13.8% 8.8% 0.8% 7.2% 100.0% $ $ 26,889,422 16,884,933 14,447,260 17,059,175 14,924,203 9,570,010 848,089 7,835,899 108,458,991 Enviro. Services 0.8% Airport 8.8% Stormwater Utility 7.2% Wastewater 13.8% Water 15.7% BBB 13.3% General Government 24.8% Streets / Transport. 15.6% Public buildings and infrastructure require maintenance and renewal. The budget includes $461,649 for essential facilities maintenance. A minimum of $400,000 is recommended annually for the foreseeable future. Sustaining Services Demand placed upon City service grows rather constantly as public use of the service grows or new infrastructure and service areas create added responsibility. At some point the existing crews are stretched too far to maintain historic service levels. Either services decline or additional staff must be added. From time to time, the need to improve the existing service is also identified. Nineteen positions are proposed to maintain service levels, or improve upon existing services (indicated with an asterisk): Annual Financial Plan xvii City of Flagstaff Parks Maintenance Worker I Library Page (.5 FTE) Library Clerk I 2 Water Services Technicians Airport Maintenance Worker (.5 FTE) Environmental Services Collections Supervisor 5 Environmental Services Operators Traffic Signal Technician II Library Assistant I * Library Clerk (.75 FTE)* Environmental Aide Small Business Waste * (.6 FTE) Sustainability Coordinator * Code Enforcement Aide – Sidewalk Maintenance * Convention and Visitors Bur. Publications Assoc.* Visitor Center Administrative Ass’t (.5 FTE Temp) Visitor Center Administrative Ass’t (.5 FTE) * Part-time hours for Recreation Services * Public Safety The Police Department received five new officers in FY 2006. While additional officers were requested to respond to geographic expansion and the need for a new beat, these positions are deferred to next fiscal year. Three new officers are included for assignment to Municipal Court. The three new officer positions respond to the Court’s highest priority of security improvements. The use of sworn police officers assigned to the Court adds flexibility to these positions for use by the Police Department when demand is high for police patrol services, during low or no demand periods at the Court. Police staffing levels will be examined carefully in FY 2007 both in response to growing geographic service area and in consideration of broad-based criminal justice system needs identified by the Criminal Justice Council. The Fire Department request for an increased fuel management crew is also included. The Fire Department budget for overtime is increased. Funds are included for a short-term overhire in the Fire Department to allow for a group academy starting very early in the fiscal year. Fully trained fire fighters will then be ready to fill vacancies we now know will occur during the year. Three additional firefighters are authorized to begin a process of fire staff additions to meet the City Council’s goal of placing four firefighters on each engine. This will be an incremental process; the pace of which this can be achieved will be examined during the year, as strategic projections are refined. Public safety currently receives 50% of general fund appropriations compared to 36% just five years ago. Careful consideration of expenditure growth for public safety is needed. New Programs Three positions are included for new initiatives. A Community Planner within the Community Improvements Division of Community Development will add planning capacity to help address Council goals. The position will assist in the planning reserve areas planning effort and other area and neighborhood plans as determined. Two code enforcement positions were added and funded in part by CDBG to carry out the property maintenance initiative, with a focus on target neighborhoods. FINANCIAL OUTLOOK AND SUSTAINABLE PROGRAMMING The single biggest impact on the expenditures during the next five years will continue to be increasing human resources costs. It is unlikely that any of the growth factors – compensation, health insurance, retirement will abate. Other inflationary factors are also pushing unavoidable expenditures. As core costs continue to soar locally so will employee compensation needs to keep pace. These cost increases will continue to be significant. Reiterating earlier figures, health insurance costs will increase by $487,000 next fiscal year and retirement costs by $910,000. In additional to personnel costs, total non-personnel operating costs will increase by $2.6 million, including a fuel cost increase of $450,000. A historical perspective on the overall growth in personal service costs is reflected in the following graph: Annual Financial Plan xviii City of Flagstaff Personal Services (in millions) 60 50 40 30 20 FY2003 FY2004 FY2005 FY2006 FY2007 Our human resources are what enable the delivery of municipal services. Without an appropriate number of workers, services will decline, even as we invest in technology and efficiency measures to improve delivery. Yet, the decline would be incremental and initially barely perceptible. In time, citizen dissatisfaction could arise for many services, as is presently the case for traffic, streets and planning. Still employees are expensive; and careful decisions about where the City must apply human resources will continue to be essential. Pages of the budget message have been used before to express caution about the City’s fiscal outlook. City revenue’s are significantly influenced or dependent upon outside influences, especially the condition of our State and national economies and actions by the State that may affect revenues. Every governmental budget is affected by economic cycles. National or state economic setbacks have an impact on revenues derived both from local tax receipts and from intergovernmental shared revenues. State revenues have historically been subject to economic cycles because of dependence on sales and income taxes. Sales and income tax revenue can decline rather dramatically when economic downturns reduce payrolls and retail expenditures. The second area of uncertainly arises through the State Legislative process. Each year, the State Legislature considers changes in tax and revenue policies, which can create a negative impact on the fiscal condition of local governmental jurisdictions. The 2006 Legislative sessions produced it’s share of considerations. One tax proposal passed without much fanfare or consultation with the local jurisdictions affected. Within the omnibus budget bill passed toward the end of the session, local property tax levy limits are reduced for those jurisdictions not currently of their maximum authorized levy. The new law establishes the 2005 levy as the new base year. Since the City of Flagstaff was at just less than half it’s authorized levy in 2005, the new law greatly limits the City’s future fiscal options. Moreover, the new law (passed after many cities had approved their FY 2007 budgets) rolls back any FY 2007 property tax increase to a limit based on the 2005 base year. To comply with the law the City has been forced to fix a lower levy and make budget adjustments projecting lower revenue. The effect of the change is demonstrated in the following graph. As shown, all growth capacity has been eliminated and the levy for FY 2007 is reduced. Property Tax Levy 12000000 8000000 Available Capacity Assessed 4000000 0 Prior Current Future allowable growth in the amount of property tax has also been changed to disallow inclusion of growing property values. There are two reasons this change in local taxation authority means significant budgetary and likely service impacts for Flagstaff. Local revenue growth will be less than it has been historically; and the City has found it necessary to utilize that revenue growth to fund rising service and capital costs. Second, the City recognizes its future share of State shared revenue will decline as local population becomes relatively smaller to the rest of the State which has a must faster Annual Financial Plan xix City of Flagstaff rate of population growth. Multiyear projections take this anticipated State revenue shrinkage into account. The anticipated fiscal recovery from this revenue loss was the City’s ability to gradually increase property tax to make up for the difference. This will no longer be an option. This experience underscores the caution about outside influences which can very suddenly alter the City’s fiscal outlook. Care and focus are needed as decisions are made about where to allocate scare resources. In FY 2007 focus will be placed on refining a five-year strategic projection for the City. The City Manager will guide this initiative in order to provide Council with as clear a picture as possible of projected revenues, affordable expenditure levels and scenarios which identify additional revenue needs if higher levels of staffing and services are desired. Community Development Economic development is essential if governmental services are to be funded at levels maintaining and enhancing the quality of life in our community. Toward that end the City has expended significant funds to establish attractive investment opportunities. We do this through sales and marketing, infrastructure investment and improving the community qualities that are valued by residents and prospective investors alike. In recent years the City has utilized infrastructure and cash to attract investment, such as the partnership with Northern Arizona University to build a conference center and building infrastructure for the East Flagstaff Business Area. • In FY 2007 clearly defined methods will be identified by written policy, so the City is not so reliant upon appropriated outlay. • The Community Development Department will continue to revise the development services process to eliminate unnecessary delays while representing community interests through the appropriate application of City ordinances. • The Housing Land Trust will be established and initial steps on the first housing units will be accomplished. FISCAL YEAR 2007 HIGHLIGHTS This proposed budget is sustainable only if the City Council adopts several additional revenue sources it has discussed. Council actions are necessary to implement these revenues at the beginning of the fiscal year. The new revenues contemplated include: Community Development review fees, sales tax code amendments and increased stormwater fees. A secondary property tax rate transfer to primary was initially included and adopted by the City Council. Due to a change in State law, previously discussed, this was rolled back and not included in the budget. As discussed on previous pages, this limitation on revenue growth will in time affect the sustainability of current expenditure growth. As previously stated, current services are sustained and in some instances enhanced. The cost of employee compensation is significantly increased to provide greater potential for compensation growth and to maintain benefits. A significant number of program initiatives will be undertaken. The following bulleted statements identify significant program components. • The responsibilities for departmental and program oversight among the Deputy City Managers and City Manager will be shifted to allow for targeted focus by each. • Facility improvements will be made to accommodate growing staff, including full use of the APS building, use of the City owned building on Aspen Avenue, currently occupied by the Army Corps of Engineers. • Facility enhancements of the City Council office to accommodate increasing workspace needs of the City Council and improve the City Manager’s Office for frequent meeting use. • Allocation of significant dollars for multi-year facilities maintenance. • Formulation of an organizational pandemic preparedness plan. Annual Financial Plan xx City of Flagstaff • Facilitation of a multi-interest Citizens Task Force to make a recommendation to the City Council regarding the level and allocation of the BBB Tax. • Allocation of money for an initial capital contribution and ongoing operations support for an Intake Triage Facility. • Initial development of an adequate telecommunication infrastructure between and among government facilities. • Investment in regional community recognition initiated with the Arizona Cardinals. • Construction and operating budget for a business incubator adjacent to USGS on McMillan Mesa, utilizing a Federal EDA Grant. • Initiation of a public/private partnership for the development of a research park on city owned land next to USGS. • Operation and initial projects of the City affordable work force Housing Land Trust. • Submittal to the City Council of a five-year strategic expenditure plan. • A determination process for more specific land use designation of planning reserve areas will be undertaken in partnership with State Land Department staff which owns significant acreage with planning reserve areas. Summary The proposed FY 2007 budget sustains current services. With enhancing revenue actions the level of expenditure is sustainable over a five-year period, inclusive of the additional allocation next fiscal year to staff and operate the new Aquatic-Mutigenerational Center. There appears to be very little flexibility or opportunity in outlaying years, according to current projections, so there is reason to be cautious. The budget is the result of a citywide effort. Many employees had a hand in developing five-year projections. During our budget review they expressed that the process was an eye-opener. Staff worked closely to inform EAC, particularly regarding compensation and benefits. Employees have taken a very thoughtful approach to a myriad of budget issues. Finally, as always, special recognition is appropriate to the Finance Budget staff who both assisted departments in the development of budget information and proposals and assured all the necessary detailed calculations to provide this budget proposal to the Council. Respectfully Submitted, Annual Financial Plan xxi City of Flagstaff City of Flagstaff Mission Statement The mission of the City of Flagstaff is to enhance the quality of life to its citizens while supporting the values of its community. Our Values Are: ACCOUNTABILITY We are accountable to the community and each other RESPONSIVENESS We value addressing our customer’s concerns QUALITY We provide high-quality customer service PROFESSIONALISM We are honest, responsible, fair, highly-trained, and cost conscious TEAMWORK We are a team in partnership with citizens, other agencies, and each other for a better Flagstaff PROBLEM SOLVING We solve problems creatively, open-mindedly, and professionally “Service at a Higher Elevation” Annual Financial Plan xxii City of Flagstaff Budget Highlights 2006 – 2007 Accountability The City continues to refine it’s information dispersal through the City website, quarterly reports through Cityscape, public service announcements, and the implementation of an e-government presence on the web. Responsiveness The City has increased staffing and resource funding for the East Flagstaff Branch Library as the demand for service and circulation materials continues to grow. Quality The Development Services division is implementing case managers to provide a single point of contact for development applications to allow for better continuity and timeliness of project review. Professionalism Human Resources will continue to integrate the Leadership Talent Development Program into City processes and procedures and provide ongoing training that facilitates this development. Teamwork The Fire Department partners with a number of other citywide agencies to conduct Disaster Management drills to prepare and protect the community from both manmade and natural disasters. Problem Solving The City has joined with the County, the Flagstaff Medical Center, and the Guidance Center to provide ongoing funding for an Intake/Triage unit to address one segment of the continuum of care needed for substance abuse issues. Accomplishments 2005 - 2006 Accountability In the May 2006 general election, successfully passed an increase to the expenditure limitation base to facilitate the ability to expend resources for projects supported with current City revenues. Responsiveness The Environmental Services division towed over 100 abandoned vehicles, sponsored over 40 voluntary cleanups, and removed 15 transient camps. Quality The Police department maintained 48 Block Watch groups, conducting 138 meetings. Every officer in the department is assigned at least one block watch to coordinate. Professionalism Government Finance Officers Association presented the City the Distinguished Budget Presentation (thirteen consecutive) and Excellence in Financial Reporting (fifteen consecutive) Awards. Teamwork The City partnered with the Flagstaff Unified School District, Arizona Game and Fish, the Arboretum at Flagstaff, and Natural Channel Design to complete the Frances Short Pond restoration. Problem Solving Purchased the Red Gap Ranch as a future water source and established a water management consortium with the Navajo and Hope tribes. Annual Financial Plan xxiii City of Flagstaff Annual Financial Plan xxiv City of Flagstaff requirements, capital needs, debt burden, and strong reserves for future needs and contingencies. BUDGET OVERVIEW The City of Flagstaff FY 2007 Financial Plan presents a fiscally sound and balanced budget that maintains the integrity of the City's financial condition while still meeting the service level demands of a community that expects quality services. The Financial Plan is balanced not only financially, but also equally as important, balances the allocation of resources among operating This section briefly describes the document Format and Presentation; the Assumptions and Strategies which formed the working parameters of the budget development; Highlights of Appropriations, Revenues, and Capital Improvements Plan (CIP) for FY 2007; Debt Structure; and the Fund Balances, which are the operating framework of the Financial Plan. TOTAL APPROPRIATIONS FINANCIAL RESOURCES AVAILABLE Sales/Franchise Taxes Grant Revenue State Revenue BBB Tax Transportation Tax Highway User Tax Other Financing Sources Property Taxes Enterprises (A) Other Revenue (B) Fund Balances $ $ (A) Enterprises: Water Wastewater Airport Environmental Services Stormwater Utility 17,294,405 19,298,118 12,736,988 4,657,883 8,746,589 7,659,080 50,965,599 9,876,127 31,453,302 23,380,236 40,826,198 226,894,525 $ $ (B) Other Revenue: Licenses and Permits County Vehicle Tax Charges for Services Fines and Forfeits County Contribution Interest on Investments LTAF/Misc Revenue $ $ Enterprises (A) 13.9% Other Revenue 10.3% 7.4% 8.5% 5.6% 2.1% 3.9% 3.4% 22.5% 4.4% 13.9% 10.3% 18.0% 100.0% General Administration Management Services Library BBB (A) Community Development Fire/Police Utilities Public Works Airport Environmental Services Stormwater Non Departmental Reserves/Contingencies 11,598,026 7,973,600 1,264,725 9,617,577 999,374 31,453,302 $ (A) BBB Tax Funds: Beautification Tourism Economic Development Arts and Science Recreation-BBB 2,587,783 2,601,000 2,108,650 1,009,701 3,101,501 1,573,496 10,398,105 23,380,236 $ $ Fund Balances 18.0% 5,780,417 4,098,404 4,460,741 17,416,988 22,346,819 25,770,459 49,220,978 32,158,664 11,354,364 11,584,326 1,267,010 38,490,355 2,945,000 226,894,525 2.5% 1.8% 2.0% 7.7% 9.8% 11.4% 21.7% 14.2% 5.0% 5.1% 0.0% 17.0% 1.8% 100.0% 9,542,128 1,822,828 621,400 621,487 4,809,145 17,416,988 Utilities 21.7% Fire/Police 11.4% Comm Dev 9.8% Property Taxes 4.4% Sales/ Franchise Taxes 7.4% Other Financing Sources 22.5% Transportation Tax 3.9% BBB Tax 2.1% Airport 5.0% Library 2.0% Mgmt Svcs 1.8% State Revenue 5.6% Gen Admin 2.5% Contingencies 1.8% Environ Svcs 5.1% Non-Dept 17.0% Stormwater 0.0% "WHERE THE MONEY GOES TO" $226,894,525 "WHERE THE MONEY COMES FROM" $226,894,525 Annual Financial Plan Public Works 14.2% BBB 7.7% Grant Revenue 8.5% Highway User Tax 3.4% $ 1 City of Flagstaff The following graphs depict the major classifications of appropriation for the total 2006-2007 budget and expenditures by major types. TOTAL APPROPRIATIONS Operations Equipment Capital Improvement Projects Debt Service Reserves/Contingencies $ $ OPERATING BUDGET * General Administration Community Development Management Services Fire Police Public Works Utilities Non-Departmental 90,452,395 10,781,867 108,458,991 14,256,272 2,945,000 226,894,525 * Exclusive of Debt Service TOTAL APPROPRIATIONS (all funds) Community Development 15.8% Operations 39.8% General Admin 8.2% Capital Improv Projects 47.8% $ $ 53,987,938 47,325,101 10,147,958 115,433,528 226,894,525 Contractual 20.9% Management Services 9.0% Fire 9.7% Utilities 11.5% Public Works 21.5% Community Development comprises 15.8% of the operating budget ($14.3 million), excluding the debt service requirements for Fourth Street ($2.0 million). The services in this Department include Development Services, Community Improvement, Community Investment, Capital Improvements, Transportation, Stormwater, MPO, Housing and Community Services, Urban Design, Arts & Sciences, and CD Administration. The services provided by these divisions meet the current needs of the community and plan for the future. Commodities 4.5% Capital 50.9% Management Services comprises 9.0% of the operating budget ($8.1 million). The department encompasses those activities that provide administrative support and services including financial services, purchasing, information systems, sales tax, and real estate. The City/County public library system is also included within the department. OPERATING EXPENDITURES BY DEPARTMENT City operations include the traditional municipal services citizens expect their local government to provide. Operating expenditures exclude capital improvements, capital equipment, debt service and reserves. The department budgets are presented to include division budgets and Departmental (organizational structure) responsibilities as defined by the City Code. Annual Financial Plan 14,256,272 General Administration activities comprise 8.2% of the budget ($7.4 million). The divisions within this Department provide for the overall management and administration of the City, as well as enforcement of municipal laws through legal support and the courts. This department consists of City Manager, City Clerk, City Attorney, City Court, Human Resources, Risk Management, Tourism and Visitor Services. EXPENDITURES BY TYPE (all funds) Personal Services 23.7% $ Police 16.1% NonDepartmental 8.2% EXPENDITURES BY TYPE Personal Services Contractual Commodities Capital $ 7,393,708 14,281,677 8,143,645 8,757,924 14,594,428 19,404,120 10,367,715 7,509,178 90,452,395 OPERATING BUDGET Equipment 4.8% Reserves/ Contingcs 1.3% Debt Service 6.3% $ Fire Department services comprise 9.7% of the operating budget ($8.8 million). The Department's public 2 City of Flagstaff safety programs provide both personal safety in the community with proactive attention to preventable disasters and sense of well being through timely emergency response. FORMAT The Department Detail presents each operating activity at the division level with a division mission, description of programs, specific goals and objectives for FY 2007, major accomplishments in FY 2006, and performance indicators that measure the efficiency and/or effectiveness at the program level. Police Department activities comprise 16.1% of the operating budget ($14.6 million). Public safety programs provide personal safety in the community by promoting a community free of crime and assured response in emergency situations. To assist the City Manager in the management of the resources expended by the municipality, the budget also serves as an operational guide. The operating budget presentation includes, for comparative purposes, the Actual Expenditures for FY 2005, the Estimated Actual for FY 2006, and the Adopted Budget for FY 2007. Expenditures are shown by category as well as cost center (program/activity). The comparatives in the Financial Summaries Section are presented at the fund level and the department level to aid division and program managers in budget tracking and accountability. Public Works comprises are provided by nine divisions that account for 21.5% of the operating budget ($19.4 million), excluding the debt service requirements for streets ($2.4 million), Airport ($0.6 million), and USGS facility ($0.9 million). The services provided include environmental service operations, cemetery operations, maintenance of all public facilities and public infrastructure including streets and parks, airport operations, fleet services, and recreation programming. Utilities Department comprises 11.5% of the operating budget ($10.4 million), excluding $5.2 million debt service requirements. Five divisions within water operations and four divisions within wastewater operations provide services that promote a clean and healthy community by providing a safe water supply and proper waste disposal. Categories presented are: ƒ Personal Services (salaries, fringe benefits, internal labor, et al) ƒ Contractual (professional services, utilities, maintenance, rents, debt service, et al) ƒ Commodities (small equipment, parts, office supplies, operating supplies, et al) ƒ Capital Outlay (professional services, land, buildings, street, water and sewer construction, equipment, et al) Non-Departmental operations comprise 8.2% of the budget ($7.5 million) exclusive of $3.2 million debt service. Some divisions are contractual in nature and include Contributions to Other Agencies, Economic Development, and the Pension Trust Fund. The Council and Commission and Non-departmental budgets account for expenditures that benefit City operations as a whole. Fund, Department, and Division Structure: The City uses funds to report its financial position and the results of its operations. Fund accounting segregates funds according to their intended purpose and is designed to demonstrate legal compliance and to aid financial management by segregating transactions related to certain governmental functions or activities. A fund is a separate accounting entity with a self-balancing set of accounts, which includes assets, liabilities, fund equity, revenues and expenditures/expenses. BUDGET FORMAT AND PROCESS The budget and financial plan for the City of Flagstaff is the policy document that reflects the goals and objectives of the City Council. These goals and objectives are implemented through the policies and priorities established by the Council as well as the various Boards and Commissions appointed by Council. The Office of the City Manager is then responsible for implementing these policies and priorities utilizing the allocation of financial resources. The annual review process provides the community an opportunity to evaluate the services provided to the citizens of the community. Programs are identified, evaluated, and the scope of service provided is defined. The staffing level needed to provide the service level deemed appropriate by Council is determined. Additionally, funding requirements and level of effort to be provided are established. Annual Financial Plan Within each Fund there may be several Departments. Departments also may encompass several Funds. The Department level is the legal level of budget authority. Departments are groups of Divisions that serve a similar function with the City. In addition, within each Division are Programs, which capture all expenditures related to an activity, cost center, or location of operation within a division. The following table represents the structure for the City. 3 City of Flagstaff Annual Financial Plan 4 City of Flagstaff Airport Environmental Services Stormwater Expendable Trust Water & Wastewater Recreation Arts & Science Real Estate Proceeds Housing and Community Services Metropolitan Planning Organization G.O. Bond Fund Secondary Property Tax Special Assessment Perpetual Care Capital Projects Bond Tourism Economic Development Beautification Transportation Highway User Revenue Library General Fund FUNDS DEPARTMENTS Convention & Visitors Bureau Visitor Services City Attorney Municipal Court Risk Management Library Management Services Administration Tax, Licensing & Revenue Finance & Budget City Clerk Human Resources Information Systems Management Services City Manager General Administration Stormwater Housing and Community Services Metropolitan Planning Organization Arts & Science Beautification 4th Street Overpass Safe to School Safety Improvements Community Improvements Community Investment Development Services Capital Improvements Administration Community Development Fire Fire Police Police Illustration of Relationship between Funds, Departments, and Divisions Airport Environmental Services Recreation Street Maintenance & Repairs Facilities Maintenance Recreation Cemetery Fleet Parks Administration Public Works Administration Lake Mary Water Treatment Plant Customer Service Water Distribution Services Booster Stations Wastewater Treatment Plants Wastewater Collection Wastewater Monitoring Utilities Firemen's Pension G.O. Bond Fund Secondary Property Tax Special Assessment Perpetual Care Capital Projects Bond Real Estate Proceeds Economic Development Transit Non-departmental Contributions Council and Commission Non-departmental ƒ PROCESS Budget Process Flowchart: ƒ Program Managers/ Employee Input Division Managers ƒ Department Heads Review of City Manager's Proposed Budget Dept Heads/Employees Advisory Committee Public Hearing Property Tax Level Adoption ƒ Budget Review Team City Manager Deputy City Manager (2) Mngment Srvcs Director Finance/Budget Manager Human Resources Dir. The Department Detail section provides both narrative and financial data. The budget commentary provides an explanation of significant budget changes for FY 2007. The Capital Improvement Plan (CIP) for FY 2007 lists projects, costs, and funding sources in the Capital Improvement (CIP) Section. The Community Profile section outlines key factors that contribute to the uniqueness of our community. A detailed listing of personnel and changes over the last five years is provided in the Appendix Section. BUDGET CALENDAR January Budget Module available to all Divisions February 6 Capital improvement and equipment requests reviewed by Capital Improvements and Purchasing City Council Budget Work Session March 13 March 31 (One Week) Adoption of Tentative Budget March Personnel review of reclassification requests completed May 18-19 Council Study Sessions Proposed Budget available to public June 20 Public Hearing/Tentative Adoption of Proposed Budget Public Hearing on Tax Adoption June 23 Notify Property Tax Oversight Commission of Compliance with Truth in Taxation June 28 Publish first notice of Public Hearing for Final Adoption July 5 Publish second notice of Public Hearing for Final Adoption July 10 Public Hearing on Budget and Final Adoption of Budget July 24 Adopt Property Tax Levy (After 1st Public Hearing) Adoption of Final Budget Property Tax Levy Adoption (After 2nd Public Hearing) Implementation of Budget Presentation: ƒ The Transmittal provides a summary of the key policy issues, priorities, and strategies that shaped the budget as framed by the City Manager. ƒ The Budget Overview summarizes financial resources and expenditures along with fund summaries and an overview of selected revenues. ƒ Policies and Procedures provide an overview of both fiscal and budgetary practice. ƒ Budget Issues were prepared for Council review and discussion during their Fall and Spring retreat and the budget study sessions. Highlights of the issues reviewed are included in the Issues and Updates section. ƒ The Financial Summaries section includes various schedules utilizing revenue and expenditure classifications and tax levy information in accordance with state reporting requirements as mandated by statute. Expenditures are reported at both the fund level and the department level for operational control purposes. Annual Financial Plan Review with Department Heads and City Manager Review and Approval: Issues presented during the review and approval period include discussion topics of the Council Fall and Spring retreats. The Fall and Spring retreats were held in November and March respectively, to give city staff the opportunity to present major discussion points to Council and the public. The goal is for Council to make policy decisions and direct staff in preparing the budget. This provides adequate time for the Council to gather input on major budget issues prior to preparation of the budget. The City Council holds Study Sessions in May. The Council reviews and discusses the issue papers included in the Budget Review Book as well as all personnel 5 City of Flagstaff recommendations, capital equipment recommendations, and the capital improvement plan. The Council arrives at a consensus for all decisions needed. The Study Sessions provide the opportunity for City management, departments and the public to offer information and recommendations to the City Council. several large construction projects, including the Mall and several large housing developments. In addition, the City Council removed most sales tax exemptions (except on food), effective October 1, 2006. The BBB category shows a 4.4% ($194,524) budget to estimated actual increase. The Proposed Budget is presented to Council for tentative adoption on or before the third Monday in July. Two public hearings are held on the content of the budget. Final adoption occurred on July 10, 2006. State law requires the operating budget to be all-inclusive. Therefore, the budget includes provisions for contingent revenues, e.g., Passengers Facility Charges, and expenditures that cannot be accurately determined when the budget is adopted, e.g., grants. The Resolution adopting the annual budget requires Council authorization for any expenditure from contingencies, as well as transfer of budget authority between departments. For 2007, the City and most of the rest of the State of Arizona municipalities will use DES population estimates. These estimates reflect a more accurate count of our City’s population and reflect a slight increase in Flagstaff’s proportionate share of population in comparison to the rest of the State. In addition, the State of Arizona continues to rebound after almost three years of negative or no growth. REVENUE FORECAST State-shared revenues for sales and income tax are experiencing significant increases (5.0% and 22.3%, respectively) due to the recovering economy and the updated census estimates. State shared income tax receipts are based on actual collections from two years prior. State sales tax receipts are distributed based on actual collections of the state. Adoption: The City operates under the State Expenditure Limitation with a one-time adjustment to the base. The adjustment provided for an increase to the base limit to allow for the expenditure of funds resulting from the addition of a 2% Bed, Board, & Booze Tax. Flagstaff is not a Home Rule city. Alternative [Home Rule] Expenditure Control municipalities require voter approval every four years. State shared revenue was impacted in the most recent legislative session with the enactment of a phased 10% personal income tax cut. Cities and towns will not see the impact of the reduced tax base until FY 2009. A “hold harmless” for FY 2009 in the form of a $717 million dollar appropriation, was enacted as part of this year’s budget agreement. As this appropriation is only a line item in this year’s state budget, there may be a future threat to its availability. The City will have to be prepared for decreased state revenue potential effective FY 2010. The City received voter approval in the May 2006 general election for an additional adjustment to the expenditure limitation base. This permanent adjustment will be effective in the FY 2007 budget year and increases the current expenditure limitation by approximately $25,000,000. The Adopted Budget reflects the total funds appropriated ($226,894,525). Certain exclusions are allowed by the state [e.g., bond proceeds, debt service, grants] in computing the Expenditure Limitation ($105,535,929), and this total cannot be exceeded. Due to changes in legislation, the City will experience a decrease in primary property tax revenues for FY2007 that may become permanent should the voters pass a November 2006 ballot measure that permanently decreases the primary property tax levy base. This legislation was enacted very late in the budget process so the City continues to reflect primary property tax revenues based on the previous maximum levy amount. In actuality, the City will realize approximately $400,000 less in primary property tax revenue in FY2007 than is currently reflected in the General Fund budget. The City will make up this shortfall through reductions in the Public Safety Retirement System contributions for FY2007 that came in at rates less than originally budgeted. Budget authority can be transferred between line items within a Division. At year-end, Department budgets are reviewed and budget authority is transferred from contingencies by Resolution as necessary. Additionally, any inter-fund transfer of appropriations requires Council approval. Council can also amend total appropriations for a fund during the year by Resolution as long as there is a corresponding increase/decrease in another fund so that the expenditure limitation is not exceeded. ASSUMPTIONS AND STRATEGIES Highway user tax and local transportation assistance are projected to end the year over budget and HURF revenue is budgeted to grow 3.0% ($223,080). The City continues to anticipate growth based on the current ADOT formula to distribute revenue. ECONOMIC OVERVIEW In FY 2007, City sales tax revenue is budgeted to exceed the FY 2006 estimated actual by 9.1%. The trends reflect an overall increase in the economy. Construction revenues are expected to increase due to Annual Financial Plan 6 City of Flagstaff projected fund balance at the end of FY 2007 is estimated at $11,090,952 in the General Fund. A general fund balance equal to 15% of general fund revenues is anticipated to maintain a sound financial position. The General Fund balance is currently budgeted at 22.9%. Funds previously diverted from the highway fund to pay other debt has been paid off through the current year state surplus. This allows for overall additional funding availability. County revenues for auto in lieu tax (license tags) are expected to increase by approximately 2.0% in FY 2007 and have grown by 44.2% since FY 2002. The increase is based on continued local strength in auto sales. These increases were spurred by the lengthy car incentives offered over the last five years. The FY 2007 budget continues to use excess fund balances for one-time capital expenditures, facilities and redevelopment. In addition, a portion of the current fund balance represents carryforward of expenditures in equipment and capital projects. The Utility Fund continues to anticipate a rate increase, dependent on the timing of project development and bond sales as related to those projects approved in the May 2004 bond election. The City of Flagstaff held a bond election in May 2004. A total of 13 projects were offered individually for $172.5 million. Ten projects totaling $155.2 million passed. These projects are funded through lease agreements, secondary property taxes, and user fees. The FY 2007 budget includes some revenues and expense for certain projects including $31.5 million in bonds that were sold April 2006. The citizens may realize a future increase in water/sewer rates, however the projects funded through the secondary property taxes will be timed so that no increase would be necessary. The Environmental Services Fund also anticipates fee increases for commercial refuse and recycling accounts in late 2006. Residential rates continue to be under review, with a tentative time frame of a rate increase in late 2007. The Stormwater Fund has approval for a rate increase to be effective July 2006 to fund additional requirements under the NPDES permitting process and to fund a spot improvement program as an initial effort to address flooding issues throughout the City. Additional incremental increases will be applied for the following four fiscal years. The rate is increasing to $0.92 per equivalent runoff unit (ERU) in FY2007 from $0.53 in FY 2006. The additional increases though FY 2010 will bring the rate up to a total of $1.30 per ERU. Council Guidelines – The budget guidelines set forth by the City Manager were formulated based on Council concerns and goals. The Council developed ten goals that encompass the areas of Affordable Housing, Economic Development and Redevelopment, Capital Improvement, Public Safety, Customer Service, Quality of Life, Fiscal Health, Organizational Support, Collaboration, and Planning for Growth. ƒ EXPENDITURES The adopted budget is based on fiscal restraint consistent with conservative and sustainable revenue estimates. The base budget approach has required operational cost reviews and redistributions of all Departments. Efforts to Control Expenditures – The Fleet Management Committee reviews all equipment replacement requests and prioritizes those needs. A long-range planning approach is utilized to level cash flow requirements from one year to the next. The Fleet Committee has developed a five-year plan and continues the process of reviewing the plan to identify cash flow needs and develop alternatives to better allocate future resources. Due to varying demands, the Fleet budget is flexible, allowing monies to shift within the five-year planning period. ƒ ƒ ƒ Due to the continued drought conditions experienced throughout the Southwest, the City has allocated an additional $250,000 in contingency funds to be used for wild land fire defense as needed. Fund Balance – The carryforward of fund balances remain at a level that protects the financial integrity of the City. Moody’s bond rating for the City is Aa3. The Annual Financial Plan ƒ 7 Estimated Actual Expenditures FY 2006. Divisions were asked to estimate expected expenditures by line item for FY 2006. Overages and underages (and reasons, theretofore) were used to adjust the recommended budget for various line items in FY 2007. This resulted in a reduction of a substantial number of line items, thereby allowing resources to be reallocated without inflating the total appropriations required. Staffing Requests/Increases in Level of Service. Departments were required to provide narratives for increases in service levels and addition of staff. New staff additions were encouraged to have an independent funding source, were needed to maintain current service levels, or reinstated previous position eliminations as identified through the work force reduction plan. Fleet Management. All fleet equipment replacement requests were reviewed and prioritized by the Fleet Management Committee within financial parameters. Information Systems. Management Information Systems Staff reviewed hardware and software needs. Funding was established to maintain funding at a level dollar amount to meet existing and future needs for current service levels including upgraded equipment and software. Capital Improvements. The Capital Improvement staff reviewed all requests of capital projects or City of Flagstaff ƒ General Fund revenue/other sources compared to the year-end estimates and the prior year budget have increased by 1.7% and 22.2%, respectively. The City is anticipating growth in City sales tax, state shared revenues, grants, and new development review fees in FY 2007. public improvements that require time charge outs from that division. Operational Impacts. All funds are continually evaluated relative to five-year financial projections. Increased service levels due to new programs or capital construction were projected to determine operating impacts in future years. REVENUES/OTHER SOURCES Licenses and permits Grants Local taxes Intergovernmental Fines and forfeits Fund Balance, net of Transfers Fund Balance for Carryovers Charges for services Primary Property Tax Interest Miscellaneous FUND SUMMARIES GENERAL FUND The General Fund includes all City operations, except enterprise activities (operations which are to be selfsustaining), e.g., Utilities, Environmental Services, the Airport, and Stormwater; activities funded from a special revenue source dedicated to that activity, e.g., the BBB Tax funds, the Transportation tax funds, Streets; Library; Housing and Community Services; and Transportation Planning (MPO). BUDGET FY 2007 $ 2,587,783 2,749,533 17,294,405 15,922,828 1,009,701 14,164,432 2,509,553 2,041,860 4,654,071 511,798 1,632,131 $ 65,078,095 GENERAL FUND REVENUES/OTHER SOURCES Total resources available for General Fund expenditures for FY 2007 are $65.1 million including the beginning fund balance of $24.3 million. A substantial portion of General Fund resources comes from two revenue categories: 1) local sales and franchise taxes and 2) intergovernmental revenues (specific detail including comparative data, is shown in Schedule 3 of Financial Summaries Section). A more detailed review of major revenue categories, including historical trend information, is provided following the fund summaries. Intergovt'l Rev 24.5% Local Taxes 26.6% Fines/Forfeits 1.6% Grants 4.2% Fund Balance 21.8% Lic & Permits 4.0% Misc Rev 2.3% Property tax estimates are based on the assessed valuation of property as determined by the Coconino County Assessor. The primary property tax rate was anticipated to be $0.8261 in FY 2007, generating approximately $4.8 million in primary property tax revenue. This rate included a 4 cent shift from the secondary property tax levy. This assessment represented approximately 48% of the maximum allowable levy under Arizona statute. However, due to changes in legislation, the City will experience a decrease in primary property tax revenues for FY2007 that may become permanent should the voters pass a November 2006 ballot measure that permanently decreases the primary property tax levy base. This change decreases primary property tax revenues by approximately $400,000. The City will make up this shortfall through reductions in the Public Safety Retirement System contributions for FY2007 that came in at rates less than originally budgeted. This change also resets the property tax levy base so the City will be at 100% of the levy. Annual Financial Plan EST ACTUAL FY2006 $ 2,827,688 1,651,740 15,965,905 14,337,356 998,519 20,440,677 35,000 1,686,515 4,172,330 693,000 1,161,290 $ 63,970,020 Carryovers 3.9% Interest Prim Prop Tax 0.8% 7.2% Charges for Services 3.1% General Fund total appropriations compared to year-end estimates and the prior year’s budget have increased by 36.2% and 19.9% respectively. The increase is due to increases in salaries, benefits, insurance, and capital projects. The city completed a 9% pay plan adjustment so that 100% of staff members are eligible for an average of 3.2% merit increase, for at least the next two years. In addition health insurance, dental insurance, the dependent subsidy and retirement all increased. Also, a number of capital items were carried over including Redevelopment, and a Type 1 fire engine. The financial position of the General Fund (after cost allocation distribution) remains strong. Accumulated funds will continue to be spent in Flagstaff for development opportunities. 8 City of Flagstaff APPROPRIATIONS General Administration Community Development Management Services Public Safety Public Works Utilities Non-departmental Contingencies EST ACTUAL BUDGET FY2006 FY 2007 $ 5,002,598 $ 5,780,417 3,641,191 4,912,169 3,359,661 4,098,404 22,614,068 25,770,459 6,439,941 8,434,929 28,757 14,932 (1,740,756) 4,475,833 280,000 500,000 $ 39,625,460 $ 53,987,143 GENERAL FUND TOTAL APPROPRIATIONS APPROPRIATIONS General Administration Community Development Management Services Public Works Utilities Non-departmental Contingency $ $ Pub Works 93.5% Pub Safety 47.7% 230,386 884,940 205,898 23,906,500 3,503 250,476 100,000 25,581,703 STREET TOTAL APPROPRIATIONS Utilities 0.0% Mgmt Svcs 7.6% Non-dept 1.0% Comm Dev 9.1% Pub Works 15.6% Cont'gcy 1.0% Gen Admin 10.7% Mgmt Svcs 0.8% Utilities 0.0% Cont'gcy 0.3% Gen Admin Comm Dev 0.9% 3.5% Non-dept 8.3% TRANSPORTATION FUND HIGHWAY USER REVENUE FUND The Transportation Fund was formed in FY 2001 as a result of voter authorization on May 16, 2000 to increase sales taxes to support four transportation issues. The tax increase is valid for twenty years. The Sales Tax revenue collected for transportation is recorded in this fund. The expenditures related to Transit and 4th Street Overpass are appropriated in this fund. Expenditures related to Safety Improvements and Street Improvements are accounted for in the HURF and Beautification funds. Appropriate transfers are made to fund the various projects that this tax supports. REVENUES/OTHER RESOURCES HURF $ 7,659,080 LTAF (lottery) 300,246 Fund Balance 3,845,612 Fund Balance for Carryovers 3,905,443 Miscellaneous 3,820,000 Intergovernmental 137,510 Transfers (net) 9,114,619 Interest 194,000 $ 28,976,510 STREET REVENUES/OTHER RESOURCES Projects 4th Street Overpass Safe-to-School, Pedestrian and Bike Traffic Flow and Safety Improvements Transit Service Enhancements Totals LTAF 1.0% HURF 26.4% Interest 0.6% Fund Bal 13.3% Transfers 31.5% Inter Gov't. 0.5% Misc. 13.2% Carryover 13.5% Appropriations total $4.7 million in FY 2007. Appropriations are comprised of $2.8 million for transit operations, $2,840 for the 4th Street overpass, and $1.9 million for debt service. Transfers include $6.4 million to the HURF Fund for Safety and Street Improvements and $1.4 million to fund FUTS projects in Beautification from Safety and Street Improvements, and $0.2 million to BBB Recreation. The combined transportation tax rate for FY 2007 is 0.601%. The Highway User Revenue Fund (HURF) is mainly supported by transportation related taxes distributed to the Cities and Counties by the State. Appropriations total $25.6 million in FY 2007. Projects budgeted includes the annual pavement maintenance program, East Flagstaff Gateway, and Sunnyside Street Improvements. Annual Financial Plan Budget FY 2007 Revenues $ 2,328,546 1,164,268 2,706,932 2,546,843 $ 8,746,589 9 City of Flagstaff TRANSPORTATION FUND (CONTINUED) LIBRARY FUND REVENUES/OTHER RESOURCES Library District Tax $ 3,101,501 Fund Balance 659,214 Transfers (net) 1,117,315 Interest 21,000 Miscellaneous 269,000 $ 5,168,030 REVENUES/OTHER RESOURCES Local Taxes $ 8,746,589 Fund Bal, net of Transfers 425,555 Interest 211,000 $ 9,383,144 LIBRARY REVENUES/OTHER RESOURCES TRANSPORTATION REVENUES/OTHER RESOURCES Interest 2.2% Library District Tax 60.0% Local Taxes 93.3% Fund Balance 4.5% Fund Balance 12.8% Misc 5.2% Transfers 21.6% Interest 0.4% The City operates a joint City-County Public Library with auxiliary programs in outlying county locations and bookmobile services. $3.1 million of the funding for library operations comes from the library district tax. APPROPRIATIONS/TRANSFERS Transit $ 4th Street Overpass $ Debt Service $ During 1997, the County, in concert with the affected entities throughout, developed a new funding formula for the distribution of the tax. The formula provides a base amount for all entities and the distribution of any additional monies as directed by the Library Council with affirmation by the County Board of Supervisors. 2,762,433 2,840 1,969,100 4,734,373 APPROPRIATIONS General Admin Community Development Management Services Public Works Utilities Non-Departmental Contingencies TRANSPORTATION TOTAL APPROPRIATIONS/ TRANSFERS Debt Service 41.6% $ $ 4th Street Overpass 0.1% Transit 58.3% 113,206 50,242 4,565,601 80,077 1,195 83,696 100,000 4,994,017 LIBRARY TOTAL APPROPRIATIONS Mgmt Svcs 91.4% Pub Works 1.6% Utilities 0.0% Non-Dept 1.7% Comm Dev 1.0% Annual Financial Plan 10 Cont'gcs Gen Admin 2.0% 2.3% City of Flagstaff Tourism Fund: Total resources available in FY 2007 are $1.9 million. The total appropriations are $1.8 million, which includes a $50,000 reserve for contingencies. BBB FUNDS A dedicated 2% Bed, Board and Booze sales tax collected on the services provided by lodging, restaurants and bars, was approved by voters in 1988 with a sunset clause in 10 years and extended by the voters for 15 years in the 1996 general election. The BBB tax approved by voters will expire in 2013. The funds were allocated into the following percentages: Economic Development Beautification Tourism Recreation Arts & Science REVENUES/OTHER RESOURCES BBB Tax $ 1,397,365 Grant Revenues 50,000 Fund Bal, net of Transfers 367,203 Interest 21,013 Retail Sales 42,000 Miscellaneous 25,000 $ 1,902,581 9.5% 20.0% 30.0% 33.0% 7.5% APPROPRIATIONS General Administration Reserve Since inception, the City has experienced a continual growth in BBB revenues. Revenue for fiscal year 2007 is anticipated to have a growth of 4.4%. Activities funded with the revenues have made operating adjustments necessary and these changes will be reflected within each five-year plan. $ APPROPRIATIONS Community Development Reserve $ $ 1,822,828 50,000 1,872,828 TOURISM REVENUES/OTHER RESOURCES Grant Rev. 2.6% BBB Tax 73.5% Beautification Fund: Total resources available for Beautification Fund activities amount to $9.6 million including carryovers and approved grants. Expenditures from this fund are primarily for capital improvements. (See the CIP Section for project list.) REVENUES/OTHER RESOURCES BBB Tax $ Grants Fund Balance Interest Transfers (net) $ $ Fund Bal 19.3% Misc 1.3% 931,577 4,817,744 2,505,716 49,300 1,350,799 9,655,136 Retail Sales 2.2% Interest 1.1% Expenditures include ongoing marketing programs and one-time expenditures for capital. Included in the budget for Tourism is a strategic plan intended to provide guidance in determining markets, promotion directed at these markets, and measurement tools. Arts & Science Fund: Total resources available for Arts & Science activities are $665,487. Expenditures include contributions to local organizations and Art in Public Places. Contributions to Other Agencies are $285,000 and Art in Public Places has $280,831 that is derived from a 1% allocation from citywide eligible capital project expenditures and a one-time transfer of fund balance. Administrative expense of $46,125 is paid to the Flagstaff Cultural Partners. Revenues received from the BBB tax are estimated to be $349,341. 9,542,128 10,000 9,552,128 BEAUTIFICATION REVENUES/OTHER RESOURCES Grants 49.9% Fund Bal 26.0% BBB Tax 9.6% Annual Financial Plan Trans. (net) 14.0% Interest 0.5% 11 City of Flagstaff REVENUES/OTHER RESOURCES BBB Tax $ Fund Balance Transfers Interest $ APPROPRIATIONS Community Development Reserve $ Economic Development Fund: Economic Development is conducted primarily by the Greater Flagstaff Economic Council (GFEC). The City allocates $403,000 to GFEC, and $214,000 for incubator funds. Business recruitment efforts target industries that conform to both community and environmental values (low water users, low and non-toxic sewer dischargers, good wage/benefit structure, good corporate citizens, home offices). 349,341 274,289 35,000 6,857 665,487 621,487 10,000 631,487 $ REVENUES/OTHER RESOURCES BBB Tax $ Fund Balance Transfers Interest $ ARTS & SCIENCE REVENUES/OTHER RESOURCES BBB Tax 52.5% Interest 1.0% Fund Bal 41.2% APPROPRIATIONS Non Departmental Reserve Transfers 5.3% $ REVENUES/OTHER RESOURCES BBB Tax $ Other Financing Sources Fund Bal, net of Transfers Interest $ $ $ 621,400 25,000 646,400 ECONOMIC DEVELOPMENT REVENUES/OTHER RESOURCES Recreation Fund: Total appropriations in FY 2007 for Recreation Fund activities are $4.8 million. FY 2007 includes the continued improvements to Thorpe Park. Per discussion with City Council in the Spring 1996 retreat, Council concluded this funding should support the expansion of existing facilities and the associated maintenance. Because of this decision, a significant increase in Parks maintenance will be funded from these revenues due to the completion of various projects. The Council elected to maintain the property rate at an amount sufficient to maintain the debt service structure of the programmed capital and related maintenance. APPROPRIATIONS Public Works $ 442,499 314,247 131,000 3,544 891,290 Fund Bal 35.3% BBB Tax 49.6% Interest 0.4% Transfers 14.7% OTHER FUNDS 1,537,101 1,200,000 2,101,876 39,400 4,878,377 Metropolitan Planning Organization: This fund was established to account for funding derived from the area’s status as a designated Metropolitan Planning Organization (MPO). The MPO receives Federal funding administered through the Arizona Department of Transportation (ADOT). 4,809,145 4,809,145 RECREATION REVENUES/OTHER RESOURCES Interest 0.8% Fund Bal 43.1% Annual Financial Plan BBB Tax 31.5% Grants 24.6% 12 City of Flagstaff Real Estate Proceeds: The Real Estate Proceeds fund is currently restricted to the purchase of real estate. The appropriations total $150,000 and fund acquisition of open spaces. REVENUES/OTHER RESOURCES Grants $ 746,417 Transfers 25,000 Miscellaneous 245,000 $ 1,016,417 APPROPRIATIONS Community Development Non-Departmental Contingency $ REVENUES/OTHER RESOURCES Fund Balance $ 2,467,612 Sale of Real Estate 1,200,000 Interest 47,350 $ 3,714,962 740,220 36,197 240,000 1,016,417 $ APPROPRIATIONS Transfers Non-Departmental MPO REVENUES/OTHER RESOURCES $ Grants 73.4% Misc 24.1% Fund Bal 66.4% Sale of Real Est. 32.3% The MPO has appropriated $1,016,417 for this program for FY 2007. This includes operating funds for transportation and transit planning. Transit operating funds are not included in this budget since that service is contracted through Coconino County. Interest 1.3% ENTERPRISE FUNDS Housing and Community Services: REVENUES/OTHER RESOURCES Grants $ 1,852,729 Fund Balance 2,232,017 Transfers 341,953 $ 4,426,699 $ $ UTILITIES FUND: The City's water and wastewater operations are operated as an Enterprise Fund activity, i.e., self-sustaining operations with user fees and charges based on a "cost-of-service" methodology. The rate model determines the minimum revenue requirements needed to support operations including: all operating and maintenance costs; capital improvements considered routine in nature; principal and interest payments on bonded debt related to utility construction; and maintaining a year-end fund balance sufficient to ensure adequate working capital. Total appropriations for the Utilities Fund are $52.5 million. Resources include $11.6 million in water revenues and $8.0 million in sewer revenues. 4,362,961 4,362,961 HOUSING AND COMMUNITY SERVICES REVENUES/OTHER RESOURCES Fund Bal 50.4% Transfers 7.7% Water Operations: Total appropriations relating to direct costs for the water operations are $28.2 million. Water fees are the major source of revenue supporting water operations. Bond funds support well development and land acquisition. Revenue estimates total $11.6 million for water sales. A rate increase of 4.5% will be considered in FY 2007 and FY 2008 to help repay debt service for bond projects. Grants 41.9% This fund finances activities in conjunction with the CDBG program and affordable housing activities. There is $4.4 million appropriated to this activity for FY 2007. Expenditures in this fund include $1.8 million for land acquisition, $2.1 million in CDBG related activities, and $400,000 in state grants activities. Annual Financial Plan 2,881,000 150,000 3,031,000 REAL ESTATE PROCEEDS REVENUES/OTHER RESOURCES Transfers 2.5% APPROPRIATIONS Community Development $ 13 City of Flagstaff REVENUES/OTHER RESOURCES Water Revenues $ 11,598,026 Sewer Revenues 7,973,600 Fund Bal, net of Transfers 10,018,243 Bond Proceeds 46,600,000 Grant Revenue 57,765 Interest 254,000 $ 76,501,634 Wastewater Operations: Total appropriations relating to the direct costs for the wastewater operations are $20.8 million. Wastewater (sewer) fees are the major source of revenue supporting wastewater operations. Bonds will fund major improvements to the Wildcat Wastewater Treatment facility. Revenue estimates total $8.0 million in wastewater service charges. A rate increase of 3.5% is expected to begin January 2007 with an additional 3.5% in January 2008 to help repay debt service for bond projects. UTILITIES REVENUES/OTHER RESOURCES ENVIRONMENTAL SERVICES FUND: Total financial resources are $15.9 million. User fees are the major revenue source of solid waste disposal operations. The user fees are comprised of eight major customer services areas (residential sanitation, curbside recycling, commercial sanitation, hoist and haul, landfill dumping, inert materials pit, environmental, and commercial recycling) with different rates for each category based on cost of service. Fund Bal 13.1% Sewer Revenues 10.4% Water Revenues 15.2% Bond Proceeds 60.9% Interest 0.3% Grants 0.1% APPROPRIATIONS General Administration Community Development Management Services Public Works Non-departmental Water Utilities Sewer Utilities Contingency $ $ REVENUES/OTHER RESOURCES Environmental Svcs Revenue $ 9,617,577 Fund Bal 5,995,144 Transfers (net) 13,012 Grants 200,000 Interest 120,753 $ 15,946,486 286,665 705,952 631,466 47,411 387,120 28,244,631 20,795,842 1,400,000 52,499,087 UTILITIES TOTAL APPROPRIATIONS Non-dept 0.7% ENVIRONMENTAL SERVICES REVENUES/OTHER RESOURCES Environ Svcs Rev 60.2% Fund Bal 37.6% Water Utilities 53.8% Interest 0.8% Currently, the existing landfill rate structure provides cost recovery for ongoing operations as well as provisions for funding replacement equipment; closure and regulatory compliance costs related to mitigation of environmental contamination and/or degradation; as well as for future site requirements. Based on current estimates for closure and post-closure landfill costs, the City is setting aside legally restricted funds to insure sufficient funds will be available to meet these requirements. Pub Works 0.1% Mgmt Svcs 1.2% Cont'gcy 2.8% Comm Dev 1.3% Annual Financial Plan Gen Admin 0.5% Grants 1.3% Transfers (net) 0.1% Sewer Utilities 39.6% 14 City of Flagstaff APPROPRIATIONS General Administration Community Development Management Services Public Works Utilities Non-departmental Contingency $ $ APPROPRIATIONS General Administration Community Development Management Services Public Works Utilities Non-departmental 168,627 120,107 217,261 11,813,101 150,338 217,854 500,000 13,187,288 $ Pub Works 97.7% 89.6% Utilities 0.0% Mgmt Svcs 1.6% Non-dept 0.8% Non-dept 1.7% Mgmt Svcs 0.8% Utilities 1.1% REVENUES/OTHER RESOURCES Airport Revenues $ 1,264,725 Grants 8,686,420 Fund Balance 10,779 Transfers (net) 1,400,457 Miscellaneous 334,877 $ 11,697,258 REVENUES/OTHER RESOURCES Stormwater Revenues $ 999,374 Fees & Charges 66,790 Fund Balance 1,304,411 Transfers (net) 6,907,458 Interest 22,827 $ 9,300,860 AIRPORT REVENUES/OTHER RESOURCES STORMWATER REVENUES/OTHER RESOURCES Grants 74.3% Interest 0.3% Transfers (net) 74.3% Transfers Fund Bal 12.0% 0.1% Fund Bal 14.0% The general fund will continue to subsidize operations at $357,000 this year with an additional $223,000 for capital improvements including matching funds for grants. This year, of the $9.7 million in capital improvements, FAA and ADOT are funding $8.7 million and Airpark proceeds will fund $660,595. The secondary property tax fund will transfer $193,429 to cover debt service not paid with passenger facility charges. Annual Financial Plan Comm Dev Gen Admin 0.4% 0.3% STORMWATER FUND: The Stormwater fund was initiated as a response to enhanced NPDES stormwater requirements affecting all communities with populations greater than 50,000 as of March 2003. The City of Flagstaff worked with consultants to design a program that met current minimum NPDES standards. Stormwater fees to both residential and commercial customers are stepped based on every 1,500 square feet of impervious area with the average monthly billing estimated at $1.84. A rate increase has been approved for FY 2007. AIRPORT FUND: Pulliam Airport is located four miles south of downtown Flagstaff and is staffed seventeen hours per day, seven days each week and provides airline service to Phoenix. Total appropriations are $11.6 million: $1.4 million for operations, $580,114 for debt and $9.7 million in capital outlay. Primarily FAA and ADOT grants will fund the capital improvements. Airport Revenues 10.8% Misc. 2.8% 47,792 30,046 91,181 11,419,581 725 96,716 11,686,041 AIRPORT TOTAL APPROPRIATIONS ENVIRONMENTAL SERVICES TOTAL APPROPRIATIONS Pub Works Comm Dev 0.9% Gen Admin Cont'gcy 3.8% 1.3% $ Stormwater Rev 10.7% Fees/Chgs 0.7% Total revenues/other resources include carry forward transfers of $7.0 million from the general fund. The Rio de Flag project has been transferred in its entirety from the General Fund to Stormwater. Total appropriations of $8.9 million include the operational components of NPDES implementation, general drainage maintenance, and the Rio de Flag including related parking. 15 City of Flagstaff APPROPRIATIONS General Admin Community Development Management Services Public Works Utilities Non-departmental Contingency $ $ Comm Dev 98.5% GENERAL 18,381 8,873,710 49,373 8,273 9,812 28,034 10,000 8,997,583 STORMWATER TOTAL APPROPRIATIONS Mgmt Srvcs 0.5% The primary purpose of the General Fund five-year projections is to assure that ongoing revenues are meeting or exceeding ongoing expenditures. Ongoing expenditures include debt service, fleet replacements, information system replacement and upgrades, an allocation for capital, and projected changes in personnel. As financial conditions change in the City, the five-year projections are continually updated to balance the ongoing sources and uses of funds. The City is currently funding several projects with Fund Balance and non-recurring revenues. Such projects include redevelopment, the Flagstaff Mall expansion, and Rio de Flag flood control. Pub Wks 0.1% Non-dept 0.3% Utilities 0.1% Cont'gcy 0.3% LIBRARY The five-year plan for Library shows the ability to fund ongoing operations costs with funding from the City, through revenue transfers, and the County, through Library District Taxes. Gen Admin 0.2% HIGHWAY USER FIVE-YEAR PROJECTIONS BY FUND This fund is devoted to the maintenance, improvements, and construction of street related items. The fund first matches ongoing revenues with ongoing maintenance and then plans out the capital equipment and improvements. Several capital improvements include portions that are funded through revenue transfers from other funds. The five-year plan shows the ability to balance ongoing and one-time expenditures while maintaining and adequate fund balance. The City updates five-year plans annually during the budget process. These plans are in important tool to continue our emphasis on strategic planning and to identify the capacity of the City to fund projected expenditures. Revenue and resource estimates are based on the latest available economic and demographic trend information. All significant expenditure issues have been incorporated into the projections including the following: employee compensation, City growth, and additional operational costs associated with completion of capital projects. The projections are not intended to be an exact prediction of what each department will spend in the next five years. TRANSPORTATION The Transportation Fund is used to track revenues and expenditures related to a dedicated sales tax approved by voters. The five-year plan shows the completion of a 4th Street Overpass in FY 2006 and the ongoing funding of the transit system, which is operated by the County. Other projects are funded through revenue transfers to the fund where the projects are budgeted. The policy of the City is to match ongoing expenditures with ongoing revenues. This policy is to assure that the funds have adequate revenues to support the continued operations. Several funds will use one-time revenues and fund balance to pay for capital equipment, capital improvements, and other types of one-time expenditures. Generally when you see major fluctuation in fund balance from beginning to ending, the change is related to carryover and/or budgeting of such items. Funds such as the General, Highway User, Transportation, Beautification, BBB-Recreation, Real Estate Proceeds, Housing and Community Services, Capital Projects Bond Funds rely heavily on these onetime expenditure commitments. BEAUTIFICATION The primary sources for this fund include; BBB Tax, Grants and Revenue Transfers. This fund primarily accounts for capital projects related to FUTS and Streetscapes. It is an ongoing effort to balance the amount of projects within the availability of revenues. This five-year plan shows how it is accomplished. ECONOMIC DEVELOPMENT This fund is balanced with ongoing revenues from BBB taxes, General Fund transfers, and ongoing expenditures related to contributions to agencies for economic development in our community. Based on revenue growth, contributions will be maintained or slightly increased over the next five years. The preparation of the five-year plan is a cooperative effort between department heads, division heads, and budget staff to assure projections are based in current program needs and revenue estimates are achievable. TOURISM The five-year projections are located in the Financial Summary section, Schedule 11. The following narratives present the highlight of the forecasts by funds: Annual Financial Plan This fund is balanced with ongoing revenues from BBB taxes and ongoing expenditures related to tourism 16 City of Flagstaff projection uses the current assessed valuation figures from the county to estimate property taxes that will be available for debt service expenditures. The projection assumes additional voter authorization to be issued in the future and maintaining the existing tax rate. This allows the City to look at the long-term property tax rates to smooth the highs and lows and maintains a more level tax rate from year to year. promotion and visitor center services. Based on revenue growth, this fund can maintain existing operations levels. ARTS AND SCIENCE This fund is balanced with ongoing revenues from BBB taxes and ongoing expenditures related to contributions to agencies for projects related to awareness of arts and science in our community. Based on revenue growth, contributions will be maintained or slightly increased over the next five years. SPECIAL ASSESSMENT BOND This fund is set up for repayment of bonds issued for special assessment district. The City currently has one such district. The five-year projections show there are adequate assessments and fund balance to pay future debt service requirements. RECREATION-BBB This fund is used for the improvements to city and school recreational parks and fields. In addition, maintenance cost related to the improved parks and fields, maintenance of FUTS trails, debt service of bonds issued for improvements, and a transfer for construction of new FUTS trails are funded with ongoing revenues. Based on current projections, maintenance and construction needs will be met during the next five years. CAPITAL PROJECTS BOND This fund will be used to track the revenues and expenditures of the voter approved bond eligible projects. In May of 2004, the voters of Flagstaff approved ten projects. The exception will be for the Water and Wastewater projects that will be presented in the Utilities five-year plan. Projects/bond sales are currently scheduled to coincide with the retirement of other debt so the overall secondary property tax rate does not increase. REAL ESTATE PROCEEDS This fund is used for one-time revenues and expenditures related to sale and acquisition of property. The City plans to sell property in Koch Field in the future. The fund balance is currently restricted for acquisition of open spaces. As the City sells additional properties, those funds will be restricted for a similar purchase of land as intended with the original land acquisition. Current projections allow open space acquisitions through fiscal year 2009. PERPETUAL CARE This fund is currently used for the tracking of contributions related to long-term maintenance at the City owned cemetery. Expenditures will not be budgeted until fund balance is adequate enough to pay for ongoing expenditures. HOUSING AND COMMUNITY SERVICES WATER AND WASTEWATER This fund is primarily used to track revenues and expenditures related to Community Development Block Grants and other housing grants. The block grants are an entitlement to the City and are expected to stay level over the next 5 years. The City currently expects to receive State housing grants every other year. The City General Fund makes contributions annually to fund a revolving loan program, land acquisition, and affordable housing assistance. As a City enterprise fund, this fund is managed on the basis that it will be self-sustaining. The five-year projections show that ongoing expenditures, capital improvements, and debt service requirements are being met with user fees, fund balance, and interest earnings. In addition to the five-year projections, the City uses a rate model to balance future operations and capital requirements with anticipated revenues over a ten-year period. Based on this model that was updated in 2006, a rate increase is anticipated in January 2007 to fund bond projects. The City maintains a separate five-year plan for the tracking of bond eligible expenditures. METRPOLITAN PLANNING ORGANIZATION This fund in used for transportation planning grants. The fund maintains a zero fund balance due to current grant eligible expenditures are offset with grant revenue. It is currently estimated that grant revenues will remain consistent throughout the next five years. AIRPORT This fund is responsible for the operations at Flagstaff Pulliam Airport. The majority of future revenues are grants related to continued expansion and capital improvements at the airport. Currently the airport is not self-sustaining for ongoing expenditures. It is the goal of the Airport Fund to become self-sustaining through additional Airpark developments and the expansion of the runway to allow regional jet service. Until then, the General Fund will make contributions to cover the differences. The capital improvement plan is based on annual updates to ADOT and FAA. The City General GENERAL OBLIGATION BOND This fund is used to track the debt service payments on General Obligation Bonds. This five-year plan shows the City is meeting the requirements for future debt service payments. SECONDARY PROPERTY TAX This fund is used for tracking of secondary property tax revenue and the subsequent transfer to other funds to make debt service requirements. The five-year Annual Financial Plan 17 City of Flagstaff original amount, however it is recognized that approximately $400,000 less in revenue will be realized. The establishment of a new base amount will be brought to the voters in the November general election. The table below reflects the amount that is currently budgeted. The actual revenue expectation is $4,261,170 which is a 2.1% increase overall estimated FY2006 collections. Fund also makes a transfer to the Airport Fund to cover the match portion of capital grants awarded. ENVIRONMENTAL SERVICES This enterprise fund is self-sustaining through user fees. The five-year projection balances anticipated revenues at current rates with a proposed increase for FY2008, which coincide with on-going operations; capital needs, and revised service levels for all operations. Included in the five-year projection is the anticipated funding to cover the landfill closure and post-closure costs at the end of the useful life of the landfill. PRIMARY PROPERTY TAX FY: 00-01 01-02 02-03 03-04 04-05 05-06 06-07 STORMWATER This fund is an enterprise fund to oversee City issues related to drainage and the associated federal requirements. Ongoing operating expenditures are paid for with stormwater revenues and user fees. Capital projects are currently funded with transfers from other divisions. A rate increase was approved for FY 2007 to self-fund capital improvements and increase inspection efforts as required by NPDES. AMOUNT 2,814,219 3,033,114 3,258,732 3,307,485 3,618,849 4,172,330 4,654,071 % CHANGE 3.6% 7.8% 7.4% 1.5% 9.4% 15.3% 11.5% PRIMARY PROPERTY TAX 5.0 MILLIONS FIREMEN’S PENSION This fund is maintained to pay eligible volunteer firemen monthly benefits. There are currently three beneficiaries. The five-year projection show adequate fund balance to pay these benefits. 4.0 3.0 2.0 1.0 REVENUES 01 02 03 04 05 06 07 FISCAL YEAR Historical Trend Information for Select Revenues ACTUAL EST ACTUAL BUDGET GENERAL FUND Primary property taxes generally change on an annual basis for two reasons: new construction that is added to the tax rolls and the reassessment of existing property. New construction added over $15 million dollars to the assessed valuation for FY2007. The City budgets the collections net of a 3% delinquency factor. PROPERTY TAX RECEIPTS CURRENT, PRIMARY Legal Authority: Arizona Revised Statutes Section 42-45 (B) based on the State Constitution Article 9, Section 18. Revised through HB2876, June 2006. Description: The property tax is levied each year on or before the third Monday in August based on full cash value of the assessed property as determined by the Coconino County Assessors' Office. Secondary property taxes are also assessed and collected into a City debt service fund. These receipts can only be used to repay general obligation debt. No annual limitations apply, as this rate is determined by the requirements of the debt repayment schedule. Receipts from primary property taxes levied by the City are deposited in the General Fund. No restrictions on usage apply to the primary property tax. State statute limits the annual increase to 2% plus the amount generated by construction. This legal restriction had no impact on the City as the City had levied less than 50% of the maximum allowed. For FY 2007, legislation was introduced through an omnibus bill and signed by the governor that changed the base amount to the amount assessed in tax year 2005. This change decreased the City’s ability to assess property tax dramatically. As the legislation came so late in the City budget process, and most of the legal schedules had been published, the City opted to leave the primary property tax budget at the Annual Financial Plan CITY SALES TAX (TRANSACTION PRIVILEGE TAX) Legal Authority: City Code, Title 3, Chapter 5, (Ordinance 1491) Description: The single largest revenue source for the City is obtained from a 1% tax on the sales of goods. The sale of food for home consumption is exempted from the tax. Additional sales taxes levies include a 2% tax on hotels, restaurants and bars (BBB Tax) and a 0.601% transportation tax. 18 City of Flagstaff revenues can be used for any municipal purpose and, therefore, are deposited in the General Fund to support activities and services provided by the general government. CITY SALES TAX FY: 00-01 01-02 02-03 03-04 04-05 05-06 06-07 AMOUNT 10,402,910 11,135,228 11,500,467 11,917,786 12,500,038 13,730,233 14,981,233 % CHANGE 3.3% 7.0% 3.3% 3.6% 4.9% 9.8% 9.1% The sales tax revenue projected for FY 2007 reflects the continued economic rebound at the state level. STATE SALES TAX FY: 00-01 01-02 02-03 03-04 04-05 05-06 06-07 CITY SALES TAX REVENUES 13.0 11.0 9.0 7.0 % CHANGE 2.8% -17.1% 1.5% 7.6% 10.1% 15.9% 5.0% STATE SALES TAX 6.0 01 02 03 04 05 06 07 MILLIONS MILLIONS 15.0 AMOUNT 4,919,575 4,076,034 4,136,724 4,449,982 4,900,116 5,681,000 5,965,050 FISCAL YEAR ACTUAL EST ACTUAL BUDGET 5.0 4.0 3.0 2.0 The 1% portion is designated as General Fund revenue to support activities and services provided by the City government. Bed, Board and Booze (BBB) and Transportation taxes are presented separately in this section. 01 02 03 04 05 06 07 FISCAL YEAR ACTUAL The City removed a number of deductions previously granted for sales tax calculations. The deleted deductions include the fair market value of land deduction and a deduction for commercial properties that only have a single tenant. The City expects to generate approximately $240,000 additional revenue through this action. EST ACTUAL BUDGET STATE INCOME TAX (REVENUE SHARING) Legal Authority: Arizona Revised Statutes Section 43 244 (B) Description: The City shares in 15.8% of the State income tax collected based on the population of the cities and towns as reported in the 2000 Census and adjusted by the annual DES POPTAC estimates. A twoyear lag exists between the year of distribution and collection and the reporting year for which the income tax returns are filed. Therefore, little variance is expected between amounts estimated in the budget and actual receipts. Because revenues can be used for any municipal purpose, funds received are deposited in the General Fund to support the services and activities of the general government. These numbers are sales tax revenues only; audit assessments and penalty and interest revenues are combined with these numbers on schedule 3. The increase in revenues for FY 2006 was driven by increases in construction, tourism and retail sales. Construction remains strong, primarily in residential. The revenue projection for FY 2007 anticipates continued increases in construction with more moderate projections in other local economic sectors. STATE SALES TAX Legal Authority: Arizona Revised Statutes Section 42 1341 (D) The FY 2002 reduction is a direct result of the 2000 Census count, which was 10,000 less than previously projected. Description: A half-cent (.5%) portion of the five-cent (5%) State Sales Tax collected is divided among the State's cities and towns based on population. These The large decrease in FY 04 is due to the State receiving less revenue from income tax than previously estimated. All cities have received a proportionate Annual Financial Plan 19 City of Flagstaff The growth rate for Franchise Tax revenue in FY 2007 is anticipated due to the renegotiated contract with Flagstaff Cablevision. decrease. The League of Arizona Cities and Towns provides the revenue estimates for FY 2007. The increase in FY 2007 is due to Flagstaff’s relative population has increased in comparison to the rest of the state. FRANCHISE FY: 00-01 01-02 02-03 03-04 04-05 05-06 06-07 STATE INCOME TAX FY: 00-01 01-02 02-03 03-04 04-05 05-06 06-07 AMOUNT 6,432,879 5,526,159 5,557,918 4,777,145 4,918,476 5,535,781 6,771,938 % CHANGE 6.1% -14.1% 0.6% -14.0% 3.0% 12.6% 22.3% 2.2 2.0 MILLIONS MILLIONS % CHANGE 12.2% 6.0% -0.4% 9.8% -1.7% -3.9% 6.0% FRANCHISE TAX STATE INCOME TAX 7.0 6.5 6.0 5.5 5.0 4.5 4.0 3.5 3.0 2.5 2.0 AMOUNT 1,690,043 1,790,846 1,783,098 1,957,830 1,925,231 1,850,000 1,961,250 1.8 1.6 1.4 1.2 1.0 01 02 03 04 05 06 EST ACTUAL 02 03 04 05 06 07 FISCAL YEAR 07 ACTUAL FISCAL YEAR ACTUAL 01 EST ACTUAL BUDGET BUDGET FINES & FORFEITURES FRANCHISE TAX Legal Authority: Arizona Revised Statutes, Rules of Criminal Procedure City Code, Title 1, Chapter 15, Section 8 Legal Authority: Flagstaff Charter and City Code Article XII Description: Revenues are derived from a multitude of fines and forfeitures that relate to fines ordered by the court magistrates and administrative charges for Traffic School. Other miscellaneous fees allowed include court reimbursements and court collection fees. Arizona Public Service: Ordinance 360 (expires 8-212011), UniSource Energy Services: Ordinance 1879 (expires 10-3-2020), US West, MCI, US Sprint, Central Corp, and A T & T: Ordinance 585. The City has an agreement with Flagstaff Cablevision that expired 12-302000, and is close to completion. The increase in FY 2005 was due to the inception of the FARE program. Fiscal years 2006 and 2007 reflect normalized collections. Description: A 2% tax from utility companies--Arizona Public Service and UniSource--is credited to this account. The City also receives a franchise tax from Qwest Telephone Co., A T & T, Flagstaff Cablevision, MCI, US Sprint, and Central Corp; these entities are currently taxed at 2% except Flagstaff Cablevision that is taxed at 3%. Annual Financial Plan 20 City of Flagstaff FINES & FORFEITURES FY: 00-01 01-02 02-03 03-04 04-05 05-06 06-07 AUTO IN LIEU TAX AMOUNT 882,019 931,950 1,042,133 984,492 1,069,562 998,519 1,009,701 % CHANGE 5.5% 5.7% 11.8% -5.5% 8.6% -6.6% 1.1% FY: 00-01 01-02 02-03 03-04 04-05 05-06 06-07 AMOUNT 1,913,662 1,803,900 2,378,467 2,427,367 2,461,425 2,550,000 2,601,000 AUTO IN LIEU TAX 3.0 1,100 THOUSANDS THOUSANDS FINES & FORFEITURES 950 800 650 500 % CHANGE 6.0% -5.7% 31.9% 2.1% 1.4% 3.6% 2.0% 01 02 03 04 05 06 07 2.5 2.0 1.5 1.0 0.5 0.0 01 FISCAL YEAR ACTUAL EST ACTUAL 02 03 04 05 06 07 FISCAL YEAR BUDGET BUDGET EST ACTUAL ACTUAL AUTO IN LIEU TAX BBB FUNDS Legal Authority: Arizona Revised Statutes Section 28 1591 (c) BED, BOARD & BOOZE TAX Legal Authority: Ordinance 1902, Approved by voters March 1996, extended by vote to March 31, 2013. Description: Twenty-five (25) percent of the net receipts from vehicle licensing collected by the State is returned to the cities and towns of licensing origin. The distribution is based on population in proportion to total population in incorporated areas. This revenue source can be used for any municipal purpose; therefore, revenues are deposited in the General Fund to support services and activities of the general government. BBB FY: 00-01 01-02 02-03 03-04 04-05 05-06 06-07 Revenues have been steadily increasing due to the recent sales boosts in auto sales due to 0% financing and other offered incentives. AMOUNT $ 3,747,822 3,817,028 3,826,975 4,072,344 4,317,063 4,463,359 4,657,883 % CHANGE 2.8% 1.8% 0.3% 6.4% 6.0% 3.4% 4.4% BED, BOARD & BOOZE TAX 5.0 MILLIONS 4.5 4.0 3.5 3.0 2.5 2.0 01 02 03 04 05 06 07 FISCAL YEAR ACTUAL Annual Financial Plan 21 EST ACTUAL BUDGET City of Flagstaff Due to a new reporting mechanism that the state is utilizing to distribute the state shared motor vehicle fuel tax, the City has experienced a decrease in the share of this revenue. The City recognized a decrease in approximately $1 million in FY 2004. However that trend is changing with anticipated revenues of $7,436,000 in FY 2006 and a 3% growth to $7.7 million in FY 2007. Description: An additional city sales tax of 2% is charged on the services of hotels, restaurants and bars. The City has designated all of these revenues for the purposes of enhancing beautification, tourism, economic development, recreation, and arts & sciences. The steady growth reflects that the Flagstaff area remains a highly desirable tourism destination that is not as susceptible to economic downturns as realized by other Arizona locales. The BBB Revenue projection for FY 2007 reflects an increase of 4.4% as tourism continues to rebound. LOCAL TRANSPORTATION ASSISTANCE Legal Authority: Arizona Revised Statutes Sections 5 522, 40 - 1101, and 40 – 1102 Description: A portion of the lottery monies is distributed to cities and towns. Distribution is based on the population of a city as compared to the total populations of all the cities and towns. These funds must be used for transportation systems including street and highway projects and transit programs. HIGHWAY USER REVENUE FUND HIGHWAY USER TAX Legal Authority: Arizona Revised Statutes Section 28 1598 (B.4), (For method of distribution see ARS 28-1598 (D.3) The City is eligible for monies from the Powerball Lottery game; however, this program has only reached the revenue thresholds that resulted in distribution to the Cities in FY 1998. The State lottery dollars are capped. Decreases reflect population changes due to census. Description: The proceeds from the State-shared motor vehicle fuel tax (currently 16 cents per gallon, of which cities and towns share in 13 cents per gallon) are distributed by the State to cities and towns by a compromise formula. Fifty percent of the distribution is based on point of origin for the sale of gasoline. The remaining fifty percent is based on population in proportion to total population for incorporated towns and cities. LTAF FY: 00-01 01-02 02-03 03-04 04-05 05-06 06-07 HURF $ AMOUNT 7,969,703 7,771,416 7,408,116 6,975,351 7,171,383 7,436,000 7,659,080 % CHANGE 3.1% -2.5% -4.7% -5.8% 2.8% 3.7% 3.0% HIGHWAY USER TAX 7.5 MILLIONS % CHANGE -1.8% -16.8% 4.9% -0.4% 0.0% -4.3% 0.0% 400 8.0 350 300 250 200 150 100 7.0 6.5 01 02 03 04 05 06 07 FISCAL YEAR 6.0 ACTUAL 5.5 5.0 AMOUNT 360,806 300,246 315,026 313,868 313,843 300,246 300,246 LTAF (LOTTERY) THOUSANDS FY: 00-01 01-02 02-03 03-04 04-05 05-06 06-07 $ 01 02 03 04 05 06 EST ACTUAL BUDGET 07 FISCAL YEAR ACTUAL Annual Financial Plan EST ACTUAL BUDGET 22 City of Flagstaff TRANSPORTATION TAX ENTERPRISE FUNDS Legal Authority: Resolution 2004-48, approved by voters May 2000. WATER SALES Legal Authority: City Code, Title 7, Chapter 3, Section 11 Description: The Transportation tax was approved by voters to address four transportation issues. This tax was approved for a period of twenty years. The tax helps pay for a 4th Street overpass, safety improvements, street improvements, and transit services. The transportation tax is assessed on the same goods and services as the City’s general sales tax. The tax rate is currently at 0.601%. WATER FY: 00-01 01-02 02-03 03-04 04-05 05-06 06-07 TRANSPORTATION TAX AMOUNT 5,343,240 6,190,449 6,602,604 7,228,565 7,898,607 8,251,863 8,746,589 % CHANGE 100.0% 15.9% 6.7% 9.5% 9.3% 4.5% 6.0% 11.0 TRANSPORTATION TAX 10.0 9.0 8.0 7.0 6.0 9.0 MILLIONS % CHANGE 5.1% -2.3% -3.5% -0.3% -2.6% 5.7% 4.3% WATER SALES MILLIONS FY: 00-01 01-02 02-03 03-04 04-05 05-06 06-07 AMOUNT $ 10,109,691 9,880,753 9,537,409 9,511,860 9,268,194 9,792,000 10,212,526 01 02 03 04 05 06 07 FISCAL YEAR 8.0 ACTUAL EST ACTUAL BUDGET 7.0 6.0 5.0 01 02 03 04 05 06 Description: The principal revenue for operating and managing the City's water system is derived from rates and charges for water services. Monthly water bills consist of a base charge for the amount of water consumed with an inverted rate structure for consumption levels above the base amount so as to encourage water conservation practices. The rates for each customer class are reviewed annually to assure adequate user charges; proposed rate changes effectuate in January. 07 FISCAL YEAR ACTUAL EST ACTUAL BUDGET The decrease in FY 2002 through FY 2005 is because of water restrictions due to a drought year. A rate increase may be considered in FY 2007 based on the Utilities Rate Model and debt issues to cover voter approved projects. WASTEWATER SERVICE CHARGES Legal Authority: City Code, Title 7, Chapter 2, Section 39 Description: The principal revenue for operating and managing the City's wastewater system is derived from revenues generated from wastewater (sewer) rates and user charges. Both residential and commercial customers are charged on the basis of water consumption. Residential customer charges are based Annual Financial Plan 23 City of Flagstaff on average water consumption for the proceeding winter months (Dec-Mar). All other customers are billed based on actual monthly water usage unless they can measurably separate which quantity of water does not reach the wastewater system. ENVIRONMENTAL SERVICES FY: 00-01 01-02 02-03 03-04 04-05 05-06 06-07 WASTEWATER $ AMOUNT 5,908,022 5,767,577 5,796,821 5,716,062 5,664,796 5,969,610 6,297,900 % CHANGE 3.0% -2.4% 0.5% -1.4% -0.9% 5.4% 5.5% WASTEWATER (SEWER) CHARGES 6.5 6.0 MILLIONS AMOUNT 5,144,988 6,666,886 7,680,008 8,200,102 8,833,909 9,477,715 9,617,577 % CHANGE -19.7% 29.6% 15.2% 6.8% 7.7% 7.3% 1.5% ENVIRONMENTAL SERVICES REVENUES MILLIONS FY: 00-01 01-02 02-03 03-04 04-05 05-06 06-07 $ 5.5 10.0 9.0 8.0 7.0 6.0 5.0 4.0 3.0 00 5.0 01 02 03 04 05 06 FISCAL YEAR 4.5 ACTUAL 4.0 EST ACTUAL BUDGET 3.5 3.0 01 02 03 04 05 06 07 The increase in revenues for FY 2007 represents expected increases related to residential and commercial collection from prior years. FISCAL YEAR ACTUAL EST ACTUAL BUDGET AIRPORT Legal Authority: City Code,Title 8,Chapter 6,Sections 1-8 The revenue projections include a 2.0% factor due to population and consumption changes. A rate increase of 7% is projected based on the Utility Rate Model to be implemented in the future. This is a result of issuing voter approved debt for the Wildcat Plant upgrade. Description: Airport revenue is derived from the rental of airplane hangars, tiedowns, tiedowns with electricity, and shades rented to various individuals and vendors. Landing fees are charged at a rate of $1.05/1,000 pounds based on gross certificate landing weight of aircraft. Rental revenue from terminal rent consists of space, concession and advertising fees. Revenues are collected from the sale and storage of aviation fuel. A $3 PFC charge is collected from the ticket sales of passengers embarking from Pulliam. ENVIRONMENTAL SERVICES Legal Authority: City Code, Title 7, Chapter 4, Sections 8-9 Description: Environmental Services disposal service revenue is comprised of solid waste collection charges, hoist and haul fees, landfill dumping charges, inert materials landfill fees, environmental service fees, and residential and commercial recycling. Service charges for residential and commercial customers are based on size of container and frequency of pickup. Hoist and haul is based on a cost per pull plus tonnage. Receipts from fees charged for dumping at the City Landfill are based on tonnage. The environmental service fee is a fixed monthly charge. Annual Financial Plan The increases from FY 2002 through FY 2007 are mainly due to a new terminal lease, growth in ground leases, auto rental revenues, and revenue from new hangars that were constructed in FY 2005. 24 City of Flagstaff commercial and residential customers. The first year of implementation was FY 2004 with a rate of $.53 per ERU. The FY 2007 revenue increase of 81.6% is due to the Stormwater program proposing a new rate of $1.30 per ERU to cover additional staff, additional costs related to the mandated NPDES permit activities, and a proposed Drainage Spot Improvement Program. The approved rate for FY 2007 is $0.92, with additional gradual increases to $1.30 by FY 2010. AIRPORT FY: 00-01 01-02 02-03 03-04 04-05 05-06 06-07 AMOUNT 800,496 834,941 919,915 941,623 1,019,147 1,188,512 1,264,725 % CHANGE -2.3% 4.3% 10.2% 2.4% 8.2% 16.6% 6.4% CAPITAL BUDGET THOUSANDS AIRPORT REVENUES RELATIONSHIP BETWEEN AND CAPITAL BUDGET 1,200 1,000 The Five-Year Capital Improvement Plan (multi-year, long-range study of construction and/or acquisition of high cost items with an extended useful life) is prepared separately from the Annual Budget and Financial Plan (focus on municipal service delivery programs which generally are of an on-going nature), however, the two processes are interrelated. 800 600 400 01 02 03 04 05 06 07 FISCAL YEAR ACTUAL EST ACTUAL The operations and maintenance of major capital facilities and infrastructure can significantly impact the operating budget and, must be considered prior to approval and commencement of acquisition of a particular capital asset. In the capital improvement plan for the City, various components have greater impact on the operating budget than other elements and, may even override operating budget constraints, e.g., mandatory environmental regulatory compliance. BUDGET STORMWATER STORMWATER FY: 00-01 01-02 02-03 03-04 04-05 05-06 06-07 AMOUNT $ 483,090 535,819 550,178 999,374 % CHANGE 0.0% 0.0% 0.0% 100.0% 10.9% 2.7% 81.6% The Water and Wastewater Enterprise Fund's revenue structure is sufficient to meet existing and future impacts of capital, operating requirements including environmental sanctions and debt. Proposed, as well as existing, debt service is included because the changes in debt service requirements must be built into the rate models in determining what, if any, rate increases are required each year. The rate model is in the process of being updated and this update will be completed in FY 2006. Increases in user fees are anticipated in FY 2007 based on information and system demands known today. STORMWATER REVENUES THOUSANDS 1,000 800 600 The Highway User Revenue Fund designates a portion of State distributions to the pavement maintenance program. The program is important in order to keep roadways in good condition and not allow significant deterioration. An additional component of the maintenance program is funding for ADA compliance for curb cuts, curb returns, and deteriorating sidewalks. The major impact on street maintenance is the addition of roads from private development. The Streets division has maintained level staffing through the investment in new, more efficient equipment. 400 200 0 01 02 03 04 05 06 07 FISCAL YEAR ACTUAL EST ACTUAL BUDGET Legal Authority: City Code, Title 12, Chapter 2, Section 3 Description: Stormwater revenue is determined by the number of Equivalent Runoff Units (ERU)s on a property. An ERU is defined as 1500 square feet of impervious matter. Charges are the same for both Annual Financial Plan OPERATING BBB projects will have a significant impact on operating budget requirements. Streetscape and FUTS trail maintenance will require an ongoing level of effort to 25 City of Flagstaff maintain landscaping. Greater consideration is being given to design and maintenance requirements for future streetscape projects to keep maintenance costs as low as possible. The completion of several parks projects constructed in conjunction with the Parks and Recreation bond program require a major increase in the Parks maintenance budget. City Council has determined that any increased maintenance costs associated with the bond projects will be paid for from BBB funds. Staff has balanced construction maintenance responsibilities and funding sources in the Parks and Recreation Bond program. ƒ ƒ CAPITAL IMPROVEMENT PLAN What is a Capital Improvement Plan? A Capital Improvement Plan is a multi year, long-range study of the construction and/or the acquisition of high cost assets that have an extended useful life usually greater than five years. A long-range plan is needed because of the lead times required to adequately finance, design and/or plan, budget, and implement construction or acquisition of the capital project needs of a community. FY 2007 CAPITAL IMPROVEMENT PLAN The City budget for FY 2007 includes capital improvement projects totaling $108.5 million. This amount includes $61 million in carryover items that have been budgeted. Project funding is comprised of the following: $12.7 million in grants primarily for airport improvements, affordable housing, street construction and, beautification projects; and fire stations, aquatic/ multi-generational center, and FUTS land acquisition. $44.7 million in general obligation (G.O.) bonds for the construction of Fire Stations, Aquatic/Multi-Gen Center , Wastewater Treatment Plant upgrade and other projects that were approved by the voters in the 2004 General Election. $51 million in operating funds that include street maintenance and improvements, flood control, land acquisition, FUTS and Streetscapes. In May 2004 General Election; the citizens of Flagstaff authorized the City to proceed with ten new projects totaling $155.2 million. These projects will be phased in over a ten-year period with debt being issued in conjunction with the timing of each project. Each proposed project will be discussed below in its appropriate fund. Project listings are located in the Capital Improvement section of this book. Planning in one or two-year increments has proven to be inadequate because of the complexity of projects and the public input process, as well as the design time needed for engineering plans, specifications, and rightof-way acquisition. After Council has identified priorities and input has been received from all City departments, the development of the actual Capital Improvement Plan is completed. This requires coordination between the budget function and engineering because of the impact of constructed capital projects on the operating budget. For example, bond funds might be used to construct a branch library. However, once construction is completed, the library must be staffed, utility bills must be paid, and the facility must be cleaned and maintained. Therefore, an effective capital improvement plan should always be viewed in context of its impact on the operating budget. The five-year plans shown on pages 73-97 incorporate future operational impacts. A separate Capital Budget and Capital Improvement Plan (Five-Year) will be prepared from the Annual Budget biannually. Detail project descriptions including location, justification, planning document references, operating impact, and funding and expenditure data are provided for all funded projects. What does a CIP provide? ƒ Cash management capabilities. The dollars expended on Capital Improvement Plans in jurisdictions experiencing substantial growth or revitalization will often comprise 40% or more of the total budget. By reviewing the sources and uses of funds on a project basis and within the context of the entire CIP, as well as the related cash flows, a jurisdiction can maximize its investment earnings. ƒ Debt management. A CIP allows a jurisdiction to plan the financing requirements and the debt repayment schedule to allow for current and future needs relative to debt service capacity. ƒ Expenditure controls. Funds are expended as they were intended to be spent. The appropriations figure becomes the project management budgets. It Annual Financial Plan is typical for most jurisdictions in their process to budget a 15% to 20% overhead factor to cover engineering and design costs as well as to provide for contingencies. Budgetary controls. Operating cash flow projections on a project basis serves as a check and balance on a project's progress both in terms of the time schedule and expenditures to date compared with percentage completion. Minimize disruption to citizens. By looking at the overall impact of the proposed CIP in any given year, the disruption of services or inconvenience imposed by construction activity in a locale can be kept to a minimum. For example, citizen complaints can be minimized by not scheduling the chip sealing of a major arterial street concurrently with ongoing construction on immediately adjacent streets. Additionally, a comprehensive review of multiple projects to ensure adequate coordination can minimize multiple disruptions in a given area. General Government – Seven projects are scheduled for FY 2007 for a total of $26.9 million. Projects included in this category are several of the projects authorized by voters in the May 2004 election. These include, Fire Fighting Facilities and acquisition of emergency response vehicles and equipment; an aquatic/multigenerational recreation center; and open space acquisition. Also included in this category is 26 City of Flagstaff Property Tax: Servicing general obligation debt over the previous five years is shown in the community profile section. The table shows that debt as a percentage of assessed valuation has not fluctuated significantly and per capita debt has actually declined. In May 2004, voters authorized sale of bonds to implement 10 new projects totaling $155.2M. These projects will be phased in over the next 10 years. redevelopment land acquisition, a business incubator and the adult center renovation. Streets/Transportation – The City currently has 219 miles of paved streets, as well as an additional 10 miles of alleys and 14 miles of unpaved streets. Three major programs are funded in the CIP for the City’s streets and related infrastructure. These include an annual maintenance program of chip seal and overlay to extend the useful life of the existing street system; a streets/arterial improvement program to bring streets into current standards or widen to meet existing and anticipated traffic flow patterns; and capital projects including the East Flagstaff Gateway project. There are a total of 29 Streets Transportation projects scheduled at a budgeted cost of $16.9 million. HURF revenues fund $4.3 million of these projects with Transportation Tax funding $6.4 million, $137,510 in Grant Revenues, and $6.1 million in other funding. Utility Rate Structure: The Utility Rate Analysis is in the process of being updated. This rate model provides for major capital improvements, additional bond funding, and increased operating costs. A rate increase in sewer in FY 2007 is anticipated to be recommended to meet these demands. In May 2004 the voters authorized the sale of bonds to support 3 new Utility projects. These projects are reclaimed water system and related wastewater improvements; water wells; and water rights acquisition. BBB Sales Taxes: The voters approved a 2% BBB tax in 1988 with a ten-year sunset provision and renewed the tax an additional fifteen years in March 1996. Capital projects currently underway include streetscape along corridors, and the FUTS (Flagstaff Urban Trail System) connectivity and various recreation projects. BBB Funds – Projects include Beautification, Tourism and Recreation funding. These projects include Thorpe Park Improvements, Multi-Use Path along Highway 180 and continuing our connectivity of FUTS Trails. This year Federal and State grants will provide funding of $4.8 million. 21 projects are scheduled at a budgeted cost of $14.4 million for FY 2007. Transportation Taxes: On May 16, 2000, the voters also approved a 0.51% transportation tax for twenty years that supports four major transportation issues. The four major areas undertaken are the 4th Street Overpass; Safety to School/Pedestrian/Bike; traffic Flow and Safety Improvements; and Transit Service Enhancements. Through scheduled increases approved at the time of the election, the transportation tax is at 0.601% as of July 1, 2003. Utilities Fund – Major projects for Water production and distribution include $7 million for future water rights acquisition and $3 million for water wells. Major projects for Wastewater plants and collection include $12 million for WC upgrade/reclaim extensions. 21 water projects and 17 wastewater projects are scheduled at a combined budget of $31.9 million for FY 2007. Airport Fund – Seven projects are scheduled at a budgeted cost of $9.6 million for FY 2007. The major project this year is the design for the Runway Extension and land acquisition. DEBT DEBT CAPACITY Environmental Services Fund - This year’s CIP includes 5 projects for a total cost of $848,089. The largest project is the construction of a maintenance building at a cost of $485,473. Stormwater Fund – The Stormwater fund completed its third year of operations as a new utility fund for the City of Flagstaff. 5 projects are budgeted in this fund with a cost of $7.8 million in FY 2007. These projects include; drainage spot improvement and the Rio De Flag Drainage Project. Flagstaff has experienced significant increases in assessed valuations in 2007. Additional staff in the assessor’s office has assisted in getting properties updated and filed on the tax roles. Previously the county was roughly two years behind in getting their information updated. The City’s legal debt margin shown below, demonstrates adequate capacity to complete the capital projects proposed with the May 2004 bond election. Projects will be initiated over time through issuing new debt within capacity as old debt retires. CAPITAL PLAN IMPLICATIONS CURRENT DEBT POSITION For a community to continue to grow and prosper, capital improvement needs must be balanced with the burden placed on its citizens to fund them. Therefore, the capital improvement program is evaluated in terms of its impact on a variety of factors such as property taxes, utility rates, and entering into other long-term commitments, i.e., affordability factors. The City's underlying bond rating for general obligation bonds is presently "A+" by Standard & Poor's Corporation and "Aa3" by Moody's Investor Services representing an upgrade from A1. In assigning a rating to bond issuance, the rating agencies analyze several factors to determine an entity's ability to repay its debt. Some of these factors are described in the following text. Annual Financial Plan 27 City of Flagstaff labor relations, and legal and political constraints evident in the organizational structure. Finally, assessment procedures are reviewed and property valuations are trended and analyzed. General Obligation Debt July 1, 2006 20% Limitation (Water, Sewer, Lighting, Open Spaces, and Recreation Purpose Bonds) Assessed Valuation Allowable 20% Debt 20% Debt Outstanding Allowable Debt Margin $ $ $ Quality of Life factors include the physical, environmental, and social/cultural amenities of a community, which enhance the desirability as a place to live and thereby add to the valuation of the tax base. 624,199,899 124,839,980 (35,226,764) 89,613,216 DEBT SERVICE At July 1, 2006, the total actual indebtedness is $99 million. FY 2007 annual debt payments are projected to be $14.2 million. Under current state statutes, the City's General Obligation bonded debt issuances are subject to a legal limitation based on 6% of assessed valuation of real property for general purposes, e.g., buildings, land acquisition, street and highway construction and a limitation of 20% on assessed valuation of real property for public works projects, e.g., water, sewer, sanitation, parks, and open space. At the start of the fiscal year, July 1, 2006, the City's 20% general obligation debt of $35,226,764 is well below the legal limit of $124,839,980. The City's 6% general obligation debt of $14,202,300 is also well below the legal limit of $37,451,994. The following table illustrates the total actual indebtedness through the life for all currently outstanding debt. 6% Limitation (All Other General Obligation Bonds) Assessed Valuation Allowable 6% Debt 6% Debt Outstanding Allowable Debt Margin $ $ $ 624,199,899 37,451,994 (14,202,300) 23,249,694 Economic factors reviewed include measures of growth such as: population and housing demographics; employment base; unemployment rate; competitiveness of services provided by the governmental entity with surrounding jurisdictions; and vulnerability to revenue streams dependent on economy, e.g., sales taxes and delinquency rates on property tax collections. The City is well positioned because of its location and the diversity of its economic base. Schedule of Debt Service - Existing Debt Only FY 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Financial performance factors focus on the entity's ability to maintain a balanced budget regardless of economic circumstances. Recurring revenue streams without reliance on one-time revenue sources, e.g., asset seizure funds or fund balance should support ongoing expenditures. Maintaining a fund balance of 10% of budgeted appropriations is indicative of sound financial management practices. Debt factors analyzed include indebtedness trends, debt history, current debt burden, and debt repayment schedules. The economic feasibility and need for projects financed with debt are also evaluated, as there is a correlation between perceived benefit received and ability or willingness to repay debt. The history of past voter approved bond authorizations is evaluated as an indicator of taxpayer willingness to repay debt, as well as the amount of overlapping debt imposed on the taxpayer. Development of a long range capital improvement plan is a primary method of planning for future debt needs and is a meaningful way of demonstrating budgetary and fiscal controls. Principal 9,155,109 8,601,908 8,854,576 8,113,838 8,384,754 8,976,725 6,727,699 5,071,257 4,540,630 4,509,362 4,292,462 4,477,665 4,690,737 4,909,813 2,879,940 3,001,167 1,939,743 216,337 112,720 $ 99,456,442 $ Interest 4,339,556 3,978,121 3,585,754 3,208,625 2,878,441 2,557,162 2,138,446 1,843,584 1,615,878 1,414,525 1,190,750 988,785 774,763 550,435 323,597 204,558 83,380 15,399 3,148 $ 31,694,907 Total 13,494,665 12,580,029 12,440,330 11,322,463 11,263,195 11,533,887 8,866,145 6,914,841 6,156,508 5,923,887 5,483,212 5,466,450 5,465,500 5,460,248 3,203,537 3,205,725 2,023,123 231,736 115,868 $ 131,151,349 Administrative factors reviewed include the professionalism of the administration relative to budgetary policies and practices, financial reporting and results of independent audit, and effective management practices. Debt limitations, tax rate and levy limitations and unused debt margins are also assessed. Focus on management capabilities includes personnel turnover, Annual Financial Plan 28 City of Flagstaff projects, Economic Development, Tourism efforts, Arts & Science contributions, and Recreation projects. POLICIES AND PROCEDURES FISCAL POLICIES The City has dedicated ($.00601) sales tax for transportation purposes, which will expire in 2020. The City balances current revenues against current expenditures (balanced budget approach) in all funds on an annual basis. Additionally, all City funds must balance these funds on an on-going basis for a minimum of five years. Both operational and capital efforts must be sustainable to assure continuity of service to citizens. The City's goal is to maintain a minimum general fund balance of 15%. The budgeted fund balance for FY 2007 is 22.9%. Current revenues will be sufficient to support current operations. Grant funds are considered to leverage City funds. Inconsistent and/or fluctuating grants are not used to fund ongoing programs. A five-year Capital Improvement Plan is updated annually and includes anticipated funding sources. The City's accounting records for General Government operations (General, Special Revenue, Debt Service and Capital Projects Funds) are maintained on a basis consistent with Generally Accepted Accounting Principles (GAAP) with measurable revenues recorded when they become available to finance expenditures in the current fiscal year. "Available" is defined as collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. Expenditures, other than principal and interest on debt, are recognized in the accounting period in which the liability arises. State statute allows for encumbrances to be recognized for a 60-day period following the end of the prior fiscal year as uses of prior year appropriations. To ensure that appropriations do not lapse, departments are directed to re-budget for all items that are expected to be delivered after June 30. ENTERPRISE FUNDS The City has a policy of utilizing a systematic methodology to determine the rate increase in water and wastewater charges and fees based on the philosophy of "cost of service." All Utilities Fund and Environmental Services Fund operations are managed on the basis that they must be self-sustaining operations. The rate models include all capital costs and routine maintenance items. Analyses of the water and sewer rate model, sanitation requirements, and the stormwater rate model were prepared this year. The water and sewer model currently indicates a rate increase due to the initiation of voter approved bond projects. The five-year Environmental Services analysis indicated the rate increases are needed in the commercial sector in FY 2007 and increases in the residential sector in FY 2008. Uncertainty with regards to the transfer of the tonnage to other landfills continues to place a significant impact on all costs in the Environmental Service Fund. Rates will continue to be examined annually for possible increase over the next five years. As a matter of policy, the City will raise the landfill fee to an amount higher than the tipping fee at the Material Recovery Facility (MRF) to encourage recycling. For the Enterprise Funds, the annual budget is prepared on a basis that differs from GAAP because state law requires capital purchases and debt service payments to be budgeted as expenses, and bond proceeds and grants that are to be utilized are to be budgeted as revenues. As a matter of general policy, the City of Flagstaff attempts to realize the following goals and objectives: The stormwater program has scheduled a series of increases over the next five fiscal years to fund increased operational and needed capital improvements. GENERAL The City maintains a moderate property tax rate. The secondary property tax rate relates directly to voterapproved debt. General Obligation (G.O.) debt, supported by property tax revenues, may change based on one or both of the following factors: 1) assessed valuation; or 2) property tax rate changes commensurate with community consensus. Additionally, debt service requirements are repaid through a specified revenue stream whenever possible, e.g., water and sewer G.O. bond debt service requirements are built into utility rate structure. An Environmental Services reserve will be determined and evaluated annually to provide funding for costs of landfill closure. The City's goal is to maintain enterprise fund balances in excess of 5% due to the fluctuations of usage not in the control of the departments. REAL ESTATE PROCEEDS FUND The disposition of funds from real estate proceeds is governed by ordinance. Proceeds from the sale of real property assets will only be used for costs of acquisition or sale of real property. In FY 2007 proceeds are scheduled to be used for Thorpe Park renovations, Adult Center renovations, and redevelopment. The City's sales tax is used to meet the general operating needs of the City. An additional two cents ($.02) BBB tax has been levied on lodging, restaurant, and bar services. This latter tax has been designated for enhancing the quality of life through Beautification Annual Financial Plan 29 City of Flagstaff DEBT PERFORMANCE operations. Council will review the financing program annually. To ensure that the City's debt position and bond ratings remain favorable, the City's borrowing program strives to meet the following general debt performance goals: Financing will not exceed the useful life of the infrastructure improvement. ƒ ƒ ƒ Debt financing will be on a competitive basis. Private placements (negotiated financing) may be used when the market is highly volatile or the debt structure is highly unusual and complex as to financing structure or security structure. The City will limit long-term debt to only those capital improvements that cannot be financed from current revenues. The terms of repayment for any debt will not exceed the estimated useful life of the project or asset acquired nor will debt be used for recurring expenditures normally considered operational and maintenance expenditures. Minimize the impact of debt obligation on the general taxpayer, by: ♦ Using Special Improvement Districts (SID), revenue bonds (street projects), or user charges (water and sewer bonds) whenever possible. ♦ Determining if BBB funds (Beautification, Economic Development, Tourism, Recreation, and Arts & Science) should underwrite all or part of a proposed project. ♦ Creating sinking funds when possible to provide for expansion or replacement of capital items. ♦ Seeking out grant support to the maximum extent possible as well as other lower interest debt options such as state revolving loan funds or redevelopment district designation. ♦ Collaborating with the City’s financial advisors to structure debt in such a way the debt load is explicitly related to the operating budget and the ability to handle debt will not impair operating needs. General obligation debt load will not exceed 15% to 20% of the operating budget and debt expenditures to allow sufficient resources to meet ongoing needs without placing an undue burden on the taxpayer. ♦ Preparing an Official Statement on all bond offerings and notes, including Certificates of Participation. ♦ Maintaining good relations with its financial advisor, bond rating agencies and insurance carriers, and providing full and open disclosure on all financial reports and prospectuses. Debt schedules will be prepared and included in the Annual Budget and Financial Plan (budget document) as well as the Five-Year Capital Improvement Plan with an annual update. The City will diligently monitor compliance with all bond covenants as well as strict adherence to federal arbitrage regulations. FUND BALANCES AND RESERVES The City will strive to maintain fund balances of at least fifteen percent (15%) in the General Fund and ten percent (10%) in the Utilities Fund. Five percent (5%) is considered the minimum level necessary to maintain the City's credit worthiness (bond rating). However, a more stringent level is recommended so as to provide for: ƒ ƒ ƒ ƒ A Landfill Sinking Fund has been established to provide for future closure and environmental regulation requirements and equipment needs. For closure costs, amounts are legally designated for future construction needs in order to insure financial compliance. Current estimates are more than $14 million. The landfill rates include an allocation to the sinking fund. EXPENDITURE LIMITATION CONTROL DEBT MANAGEMENT The State of Arizona provides for several options regarding expenditure control limitations. State statute determines the allowable expenditure limits for each municipality. There can be a one-time adjustment, a permanent adjustment, or charter cities have a homerule option. The City operates under the state expenditure limitation rather than the home rule option allowed to Arizona municipalities, which requires voter approval every four years. The City has a one-time permanent adjustment to the base as a result of the BBB tax approved by voters in FY 1988, which allows the City to increase the expenditure level base by the amount of the additional revenues generated by the tax. The City will not pledge General Fund taxing authority to secure long-term debt except when marketability can be significantly enhanced. At least 25% of capital outlay (including capital equipment acquisition) will be funded on a pay-as-you go basis. The City will fund on a pay-as-you-go basis as much as possible rather than using debt financing. A feasibility analysis will be undertaken in-house for proposed long-term financing to determine current and future budgetary impact and reliability of revenue stream to support both debt service requirements and Annual Financial Plan Economic uncertainties Assurance against vagaries and uncertainties in the bond market Cash flow requirements (60 days operating revenues) Adequate contingencies 30 City of Flagstaff The City received voter approval for a second permanent base adjustment in the May 2006 general election. The adjustment was necessary to align previous citizen approved expenditures with the maximum allowable amount per the Economic Estimates Commission. ƒ Expenditure Limitation is presented as the basis of accounting presented by the uniform expenditure reporting system, which excludes expenditures of certain revenues specified in the Arizona Constitution. ƒ BUDGET POLICIES Budget Basis of Accounting – The accounting and budgeting systems for the City are in accordance with Generally Accepted Accounting Principles (GAAP) format, with minimal variances between the two systems. Budget basis for enterprise funds differ primarily due to state laws. The major differences are as follows: ƒ ƒ ƒ ƒ ƒ ƒ Proprietary funds are used to account for those activities that are expected to be self-supporting through user fees in whole or in part. Proprietary funds encompass Enterprise funds. ƒ Encumbrances (contractual commitments) are considered the equivalent of expenditures. Encumbrances at year-end for goods or services, which are not received prior to the end of the fiscal year, are cancelled. Fund balances reserved to inventory and bonded debts are not included in the budget. Certain expenditures, such as depreciation and landfill closure and post closure accrual, are not included in the budget. All funds except the Internal Service Fund are budgeted. Enterprise funds budget capital expenditures and debt service payments as expenses. Enterprise funds budget bond proceeds and grants as revenues. Budgetary control accounts are maintained in the general ledger system at a line item level to track estimated revenues, appropriations, and encumbrances. The Comprehensive Annual Financial Report (CAFR) Statement of Revenues, Expenditures, and Changes in Fund Balance - Budget and Actual reflects how well the City met its budget plan. In addition, while individually budgeted, the City combines the BBB funds for CAFR presentation. These include Beautification, Economic Development, Tourism, Arts & Science, and Recreation. Conversely, the City presents the Internal Service fund in the CAFR as unbudgeted. Governmental funds are typically those that account for the tax supported activity within the City. Within governmental funds, the sub-classifications utilized by the City are: ƒ REVENUE DISTRIBUTION General Fund - The chief operating fund that accounts for all activity not accounted for somewhere else. The General Fund currently encompasses the activities of General Administration, Management Services, Community Development, Public Safety, and Non-Departmental expenditures. Special Revenue Funds – Accounts for certain revenue sources that are set-aside for a specific purpose. Special Revenue Funds currently in existence are the Library, Highway User Revenue, Transportation, Beautification, Economic Annual Financial Plan Enterprise Funds – May be utilized for any activity in which a fee is charged. An Enterprise Fund is required to be utilized if the debt is backed solely by fees or charges, if there is a legal requirement to recover cost through fees and charges, or there is a policy decision to recover cost. The City has four Enterprise Funds in the form of Utilities (Waste and Wastewater), Airport, Environmental Services, and Stormwater. Fiduciary funds are used when the City holds resources while acting as an agent for a party outside the government. The sole fiduciary fund the City holds is the Firemen’s Pension Trust Fund The City will utilize a number of different fund types to segregate the financial activity within the City either due to regulatory reasons or as designated internally. The fund classifications are Governmental funds, Proprietary funds and Fiduciary funds. ƒ Development, Tourism, Art’s and Sciences, BBB Recreation, Real Estate Proceeds, Housing and Community Services, and Metropolitan Planning Organization. Debt Service Funds – Established to set aside the resources needed to meet current and future debt service requirements on general long-term debt. The City has established the General Obligation Bond Fund, the Secondary Property Tax Fund, and the Special Assessment Fund in this category. Capital Projects Fund – Established to separately reflect major capital acquisitions and/or construction from other ongoing operating activity. The City of Flagstaff has established a Capital Project Fund. Highway Users Revenue Funds (HURF) will be used to fund a portion of the Annual Streets Maintenance Program (overlay, chip seal, reconstruction) at a level of effort that will strive to maintain the streets system based on availability of funding. A portion of HURF funds will also be appropriated each year for street and sidewalk improvements, streetlights, and Americans Disability Act (ADA) compliance. 31 City of Flagstaff Fund capital projects, debt service requirements are included in the rate projections. Local Transportation Assistance Funds (LTAF) will be used to fund a portion of the annual streets maintenance program. Balanced revenue and expenditure forecasts will be prepared to examine the City's ability to absorb operating costs due to possible changes in the economy, service demands and capital improvements. The forecast will encompass five years and will be updated annually. Debt service requirements for G. O. Water and Sewer bonds will be built into the respective rate models so that sufficient revenues are generated from user charges to cover annual debt service. BBB Funds are restricted to Beautification, Economic Development, Tourism, Arts & Science, and Recreation projects. The Beautification Fund will finance major beautification projects including an urban trail system, bikeways, pocket parks, streetscape, rehabilitation, area redevelopment enhancements, and related maintenance expenditures. As determined at the April 1996 Council retreat, funds for recreation will serve to improve, maintain, and enhance park facilities. An analysis of impact on cost-of-service will also be undertaken by the City staff to determine if any changes to fees and charges should be recommended to Council. MINIMUM LEVELS OF CAPITAL INVESTMENT The Street Improvement Program will commit $1.5 million for annual capital maintenance of the street system which includes, approximately $125,000 for ADA compliance in the street system. Annual funding for Economic Development opportunities, $125,000 and Open Space $150,000 shall be allocated on a priority basis from excess revenues over expenditures. The Water and Sewer system will undertake sufficient capital improvements considered routine operations and maintenance to prevent system degradation. Additionally, the inner basin waterline will be charged out over a 20-year period. Transportation funds benefit four major categories: Fourth Street overpass, Street Improvements, Safety Improvements, and Transit. The Street and Safety projects include Safe-To-School Projects, urban links, streets widening, and gateway development. Sinking funds have been established for future landfill closure costs. Currently, it is estimated that $14 million will be needed over 30 years starting in the year of closure to finance the closure and environmental regulatory compliance costs for the landfill. Landfill requirements are built into the Environmental Services rate structure. CONTRIBUTIONS TO ART IN PUBLIC PLACES Art in Public Places has been funded through a general fund contribution. In addition, an art component may be incorporated in capital improvement designs. The Arts & Science Commission also appropriates an annual amount towards this effort. NON-RECURRING REVENUES The City will balance operating revenues against operating expenditures. Any non-recurring revenues are budgeted for other one-time and/or non-recurring expenditures. Should any non-recurring revenue source have ongoing operating implications, those considerations will be evaluated before the acceptance of such funding. OPERATING BUDGET IMPACT The impact of capital improvements on the respective fund operating budgets is required for all capital projects. Costs are developed for first-year start-up costs as well as an annual operating cost estimate. For Enterprise Annual Financial Plan 32 City of Flagstaff ISSUES AND UPDATES productivity and efficiency as well as compensating employees for the added value they bring to the division. PERSONAL SERVICE COSTS HEALTH INSURANCE PAY PLAN Fiscal year 2007 begins the fourteenth year the City has participated in the joint purchasing of health insurance through Northern Arizona Public Employees Benefit Trust (NAPEBT). NAPEBT members are Coconino County, Flagstaff Unified School District, Coconino Community College, and the City of Flagstaff. The FY 2007 budget includes a 9% pay plan adjustment. The cost of the pay plan adjustment combined with standard merit increases is approximately $1.7 million to all funds. This adjustment is based on a complete comparative compensation analysis that included conducting an analysis of actual salaries, pay structures and midpoints. This analysis showed that the City’s actual salaries were above market or at market. However, the analysis showed that the City’s pay plan structure was below market by 6%, which was negatively impacting recruitment and employees at the top of their range. Given the difficulty in recruiting and filling positions it was determined that the pay structure would be adjusted by 9%. Employee forums were held to communicate the changes to the pay plan and there were several presentations to the Employee Advisory Committee (EAC). The EAC supported the 9% pay plan adjustment. This year the Board of Trustees for NAPEBT made the following changes in order to manage the continued increase in health insurance costs while still providing a competitive health package: 1. Moved from being fully insured to an administrative services contract, which is very similar to a self-insured plan. This change will allow the Board to manage costs more effectively and enhance benefit offerings through more control of plan administration. 2. Require that all members in NAPEBT fund a “wellness program” in an effort to control costs. 3. Recommend that effective January 1, 2007, a three-option health insurance plan is offered to employees. This will allow employees a choice in the type of coverage and premium that best meets their needs. The cost to move classified employees into the new pay plan is approximately $574,000 to all funds. On average, a classified employee will receive a 2% increase to move into the new pay plan. In addition, the average merit that classified staff will be eligible for is 3.2% costing approximately $529,000 to all funds. The increase in health insurance this year came in at 13.25%; however, with these changes the increase will be 10% for the first six months of the year and 7% for the remainder of the fiscal year. The pay plan for Administrative/Technical/ Professional (ATP) employees is still open range, which means ATP employees do not receive an automatic market adjustment; and any pay increase is based on performance. All ATP employees will be eligible to receive on average an 5.2% merit increase which is equivalent to the average increase for classified employees to move into the new pay plan and merit increase for classified employees. The total salary cost for merit increases for ATP employees is estimated to be $597,000 to all funds. FY 2007’s budget reflects the continuation of the City of Flagstaff paying the full premium for the employee and increasing the subsidy for dependent health insurance to 50% of the total or $314.00 per month. For FY 2007 the total budget for employee only health insurance is $3.7 million, which is an increase of 13% to all funds. The total cost of the dependent subsidy to the City is approximately $1,050,000 that is approximately the same as FY 2006. Employees who are in the skill based pay plan are eligible for pay adjustments based on acquiring skills and knowledge that are associated with skill blocks. Dental insurance premiums, both employee only and dependent resulted in a rate increase of approximately 10.43%. The City pays 100% of employee coverage and employees pay 100% for dependent coverage. No plan design changes were made for FY 2007. The Wildcat and Rio Plants, and Collections and Distribution in the Utilities Department are under skill base pay. This fiscal year Lake Mary implemented skill base pay in their area. Skill base pay is a means to increase productivity and efficiency through use of technology and a multiple-skilled workforce and compensate employees for the increased value they bring to the job due to their knowledge and skills that are currently outside their specialty. RECLASSES, RERANGES, RETITLES, REZONES Maintenance of the job classification system is an ongoing process to ensure that job classifications accurately reflect the responsibilities and tasks being performed by City employees. If a department head believes that an employee(s) is functioning out of class on a regular basis or that job responsibilities have changed sufficiently, a request may be made for the Human Resources Division to conduct a review. The The Case Manager positions in Development Services will be broad banded July 1, 2006, in order to increase Annual Financial Plan 33 City of Flagstaff Human Resources Division then conducts an audit and evaluates the request utilizing Decision Band Method (DBM) methodology. 4. REZONE – An individual within a broadband may be move to a higher-level zone within the broadband based on the employee’s performance. If the audit and analysis indicates that an adjustment needs to be made to a position classification, Human Resources procedures allow for four types of changes. The audit can also show that the position is properly classified and/or titled and that no changes are needed. All requests from departments were submitted to Human Resources for review, and only those recommended for approval were forwarded to the Budget Review Committee for inclusion in the FY 2006 budget. Human Resources have notified all department heads of the status of their requests, whether approved or disapproved. All approved changes will be effective as of July 1, 2005. 1. RECLASS - An individual(s) within a classification is evaluated in regard to moving that person(s) from others in the same classification to a higher (or lower) classification. Some instances may include a title change. 2. RERANGE - A classification in a given pay range is evaluated in regard to moving that position classification to a higher (or lower) pay range. This effects all employees in the classification, including single incumbent classifications. Some instances may include a title change. Human Resources received a total of 27 requests for reclassification and 10 requests for rezones. The following shows those positions that were approved: 3. RETITLE - A job title is evaluated in regard to changing the job title only. This does not affect pay. RERANGES Old Position Classification Old Range New Title New Range No. of Employees Effected Public Information Officer 12 No Change 13 1 City Clerk 12 No Change 13 1 Risk Manager 13 No Change 14 1 Grants Manager 12 No Change 13 1 Payroll Specialist 9 Payroll Supervisor 10 1 Building and Safety Manager 12 Building Inspection Section Mgr 13 1 Facility Maintenance Superintendent 13 Facility Maintenance Manager 14 1 Plans Examiner 9 Building Plans Examiner 10 3 Housing and CD Specialist 9 Housing and Grants Administrator 12 1 Environmental Supervisor 10 Environmental Project Manager 12 1 Urban Designer 13 No Change 14 1 Assistant City Attorney – Prosecutor 13 Assistant City Attorney Prosecu. II 14 1 Annual Financial Plan 34 City of Flagstaff RECLASSES Old Position Classification Old Range New Title New Range No. of Employees Effected Zoning Enforcement Officer 7 Community Code Enforcement Officer 8 1 Maintenance Worker I –Cemetery 4 Maintenance Worker II 6 1 Library Supervisor, Outreach Ser. 10 Library Manager 12 1 BB2 1 New Range No. of Employees Effected 8 1 New Zone No. of Employees Effected Administrative Assistant BB1 Administrative Specialist RETITLES Old Position Classification Publications Associate Old Range 8 New Title Publication Specialist REZONES Current Job Title Old Zone New Job Title Administrative Specialist 1 No Change 2 2 Administrative Specialist 2 No Change 3 2 Administrative Assistant 2 No Change 3 1 REORGANIZATIONS Three mid-year reorganizations were implemented during FY 2006. The first was the reorganization of the IT Department when the new IT Director was hired. The major changes included changing the Division title from Information Systems (IS) to Information Technology (IT) implying, internally and externally, the appreciation for the hardware and software side of this industry. It also included title changes and the reclassification of the following positions: Customer Service Representative to an IT Services Supervisor, Computer Technician to an Application Specialist, Computer Technician I to an i5 Series Administrator, Client Service Administrator to Windows System Administrator, and the Programmer Anaylst I to an IT Services Specialist. The third reorganization was in the Streets Section under Transportation and Maintenance Division under Public Works. The change was to reclassify the Streets Supervisor position (which became vacant) to a Streets Superintendent prior to advertising the job. The change would address the need for a higher-level of responsibility critical to the day-to-day operations of the section. The second reorganization occurred in the Project Management Section under Development Services in the Community Development Department. The Planner and Associate Planner positions were combined into one classification called Case Managers with three different levels, i.e. Case Manager I, II, III. The objective of the three levels of Case Managers is to deal with various levels of complexity and requiring various levels of technical expertise. This also addressed that the Project Management Section operate as a “single-point-ofcontact” for all project review. A review of the Personnel Table of Organization (see Appendix Section), provides complete detail, including staffing request changes that are reclassification requests and transfers of personnel between divisions to accommodate changing program needs. Annual Financial Plan POSITION ADDITIONS/DELETIONS In preparing budget requests for FY 2007, new position requests would be considered for: 1) Those that could identify a funding source 2) Those needed for maintenance of effort 3) Those needed to fulfill Council direction A total of 41.5 FTE’s were added across all funds. The following detail highlights the five year historical staffing trend as well as the City’s calculation of City staff in comparison to population. 35 City of Flagstaff expertise will be focused on this software enabling users to maximize this tool. City of Flagstaff Authorized Personnel/Position Summary DIVISION 2004-2005 2005-2006 2006-2007 Percentage Incr/(Decr) 247.75 185.95 85.00 80.75 74.50 69.50 257.75 192.28 86.00 85.50 76.50 70.00 264.75 205.67 92.27 93.00 79.00 75.00 2.72% 6.96% 7.29% 8.77% 3.27% 7.14% 743.45 768.03 809.69 5.42% Public Safety Public Works Mgmt Services Community Development Utilities General Admin Library (1.75) The City is adding the Grand Canyon Library to those managed by the local Flagstaff branch. MPO (0.5) The Metropolitan Planning Organization is adding 0.5 FTE of an Administrative Assistant to help with various tasks. Community Investment (3.0) A neighborhood planner position (1.0 FTE) would work on neighborhood plans including Sunnyside, Southside Plaza Vieja and Planning Reserve Areas in cooperation with the State Land Department. A Code Officer (1.0) and a Code Field Supervisor (1.0) will allow for the implementation of a property maintenance code for CDBG properties. Employees per 1000 Population 1980 1985 1990 1995 2000 2005 Population 34,743 38,247 45,857 52,701 52,894 62,371 Employees 422 470 527 612 685 810 Emp/Pop 12.1 12.3 11.5 11.6 13.0 13.0 Police (3.0) Three police officers are being added to support security needs in the Flagstaff Municipal Court. The officers will be rotated into regular policing activities when not needed at the Court. City Employees per 1,000 Population 2005 13.0 2000 13.0 1995 11.6 11.5 1990 1985 12.3 Recreation (1.0) A Senior Recreation Coordinator position is being budgeted in anticipation for hire in early 2007 to provide input on design and planning for the new Aquatic/ Multi-Gen Center. 12.1 1980 10.5 Parks (1.0) As the BMX Park has been completed additional staff time is needed to support the maintenance as well as other park growth throughout the City. 11.0 11.5 12.0 12.5 13.0 * Estimated census per Arizona Department of Economic Security Environmental Services (2.6) Environmental Services is adding a Residential Drop-Off Center at the landfill which necessitates one FTE Landfill Equipment Operator. A 0.6 FTE will staff the Small Business Waste Acceptance Program. And a 1.0 FTE Sustainability Coordinator will work toward staff education of environmentally friendly solutions. Increased Service Levels: Staffing increases that are related to new programs include: City Clerk (1.0) The City will add a second Deputy City Clerk to assist with both the ongoing coverage of duties in the Clerk’s office and oversight of the records management system. Maintaining Service Levels: Information Systems (1.0) Due to the growth in current work load in all GIS programs coupled with increased work demands from other City departments, the GIS program is adding one GIS technician. Human Resources (1.0) Due to greater complexity of City benefits, the City will focus a position as a Benefits Specialist to be responsible for activity related to health insurance, dental insurance, vision insurance, long term disability, life insurance, the Family Medical Leave Act, Cobra, and HIPAA. Library (1.50) The Library is adding a 0.5 FTE Page position to assist with shelving material at the Downtown branch. In addition the East Flagstaff branch is adding 1.0 FTE to respond to the dramatic increase in growth experienced to date. Risk Management (1.0) This position will be responsible for investigating, managing, and paying claims within the City’s self insurance retention. Some of these services are currently outsourced. Finance (1.13) The Finance department is adding 1.0 FTE Account Clerk II to assist in managing the day-today growth experienced. In addition the City is replacing an external contract with 0.13 FTE intern to develop and report on performance measures. Information Services (1.0) Due to the increased complexity and dependence on the City’s enterprise software, H.T.E., the City is adding a position whose Annual Financial Plan 36 City of Flagstaff Development Services (3.0) The City continues to experience high growth in both the residential and commercial sectors. To respond to the increased demands, the City is adding 1.0 FTE Inspector with a focus on large projects; 1.0 Associate Planner to maintain the level of service and quality assurance for private development processing; and 1.0 Case Manager to also assist with managing the level of growth. One Planner position previously considered temporary was authorized to become permanent position. COST ALLOCATION The cost allocation plan has been developed utilizing a methodology that is in accordance with generally accepted accounting principles (GAAP). Incorporated within GAAP are three basic principles related to the allocation of central service support costs to operating departments that have been adhered to in the preparation of the cost allocation plan. First, costs should be necessary and reasonable for proper performance of a program. Second, costs should be charged or allocated to programs in accordance with relative benefits received. A program should only be charged for services it utilizes or benefits from, and should only be charged in relation to benefits derived from the service. Third, costs should be accorded consistent treatment as either direct or indirect. A cost should not be charged to a program as a direct cost if any other cost incurred for the same purpose in like circumstances have been allocated to the program as indirect costs. The methodology accommodates detailed analysis of all service areas through the provisions of a structure that identifies total costs (both direct and indirect) by activity and allocates/assigns costs to benefiting services utilizing a base that appropriately represents the level of benefit provided or derived from each activity by each service. The cost allocation is based on actual expenditures for the fiscal year ending June 30, 2005. The City utilized the services of a consultant to prepare this year’s plan. The cost allocation plan also provides information for user fees and the ability to charge indirect cost to grants. The City also utilizes the cost allocation plan to calculate an indirect cost rate that is allowable in accordance with OMB A-87. The City will annually update the indirect cost rate based on actual expenditures, as required by OMB A-87. Community Improvements (1.0) A 1.0 Traffic Project Manager II is being added to maintain core customer service levels that are eroding due to work load increases. Fire (3.0) The Fire Department is adding 3.0 Firefighters to increase overall staffing to meet NFPA 1710 standards in conjunction with the opening of the new station No. 1 anticipated in the spring of 2007. Police (1.0) An Evidence Technician (1.0) is being added to assist in handling the increased volume of items received and processed by the Police Department. Facilities (1.0) A Maintenance Worker III-HVAC position had been reduced through the VRC process in FY 2004. This position has been restored to perform HVAC service and maintenance. Recreation (0.24) Various temporary position hours have been increased to meet current program design. Streets (1.0) The Streets Division is adding 1.0 FTE of a Traffic Signal Tech II as there has been a 50% increase in the number of maintained traffic signals since 2002. Airport (0.5) Additional Maintenance Worker temp time is needed is assist with mowing and weeds maintenance on the runway surface. METHODOLOGY A multiple allocation base methodology has been utilized to prepare the Plan. This methodology acknowledges that the utilization of central administration and support (indirect) services by users varies by type of service. The cost of each indirect service or activity of a service is allocated to users based on an appropriate allocation base related to the service performed. For example, general accounting has been allocated to users based on total budgeted expenditures; accounts payable activities have been allocated on the number of accounts payable transactions processed during FY 2005; and human resources activities have been allocated on the number of budgeted full-time equivalent positions served. Water/Wastewater (2.5) Two Water Service Technician positions are being added to continue current customer service levels following increases in infrastructure and industry driven health and safety regulations. Also a 0.5 FTE Administrative Assistant position is needed to assist with the entry and filing of various tests and reports generated by inspectors. CVB (2.0) A Publications Associate is needed to meet current demand to produce all collateral and media for the Convention and Visitors Bureau (CVB). In addition, additional administrative time is needed at the Visitors Center as there have been dramatic service increases due to walk-ins and overall visitor demands. In selecting an allocation base to be used, the objective has been to utilize a base for each service that is available and reasonably results in the allocation of a service to users based on the relative benefit they receive or derive. A list of the allocation basis is provided in the Appendix. Environmental Services (6.0) Due to overall City growth, the Collections function will add a Collections Manager, Equipment Operator, 2 Bulk Crew staff, and an additional Relief Driver. Also, one FTE is needed to maintain the current level of effort in environmental code enforcement. Annual Financial Plan 37 City of Flagstaff Annual Financial Plan 38 City of Flagstaff Utility Fund Services Customer Services BY DEPARTMENT General Administration Community Development Management Services Public Works Non-Departmental General Fund Services Non-Departmental Council & Commissions City Manager City Clerk City Attorney Human Resources Risk Management Management Services Information Systems Finance Sales Tax & Licensing Public Works Admin. Public Facilities Maintenance Mechanical Shop Community Devel Admin Engineering Planning Contributions Total General Fund CENTRAL SERVICE $ $ $ 14,932 1,347,893 1,357,596 1,789,500 582,209 2,873,296 7,950,494 2,564,998 129,422 409,286 146,807 373,412 332,184 86,204 339,214 471,765 424,986 553,535 66,607 420,684 94,918 204,008 413,447 740,141 178,876 7,950,494 GENERAL 001 $ $ $ 1,195 113,206 50,242 104,860 80,077 83,696 432,081 59,936 12,119 48,757 9,513 19,200 27,109 8,627 33,338 54,822 16,700 79,452 625 50,242 11,641 432,081 LIBRARY 030 $ 3,503 230,386 884,940 205,898 182,765 250,476 $ 1,754,465 $ 174,933 38,622 101,862 29,451 59,438 24,232 15,403 114,374 33,729 56,766 1,029 80,941 35,397 66,427 729,403 155,537 36,921 1,754,465 HURF 040-044 $ (180,505) 286,665 705,952 631,466 47,411 387,120 $ 2,058,614 $ 282,800 41,071 124,052 33,457 64,196 45,117 19,843 170,746 293,752 143,766 23,202 23,434 23,977 537,965 167,987 63,249 2,058,614 UTILITIES 201 City of Flagstaff, Arizona FY2007 Full Cost Plan Based on FY2005 Actuals $ $ $ 9,812 18,381 45,801 49,373 8,273 28,034 149,862 22,179 2,022 8,822 1,549 3,127 3,674 1,209 11,873 25,297 12,203 8,239 34 37,618 8,183 3,833 149,862 STORMWTR 210 $ $ $ 725 47,792 30,046 91,181 65,217 96,716 330,952 64,166 7,695 20,534 5,689 11,482 6,786 3,301 24,149 40,370 26,662 45,382 16,344 3,491 30,046 24,855 330,952 AIRPORT 270 $ $ $ 150,338 168,627 120,107 217,261 228,775 217,854 952,624 159,068 29,019 91,698 22,742 45,899 8,288 48,737 80,107 48,891 39,526 88,446 25,173 115,156 120,107 29,767 952,624 ENVIRON. SERVICES 280 $ - 2,212,950 3,194,684 3,089,539 1,194,727 3,937,192 $ 13,629,092 $ 3,328,080 259,970 805,011 249,208 576,754 439,102 142,875 742,431 904,650 781,804 660,654 281,376 608,723 304,628 204,008 1,718,433 1,272,243 349,142 13,629,092 TOTAL 865,057 1,837,088 1,300,039 612,518 1,063,896 $ 5,678,598 $ 763,082 130,548 395,725 102,401 203,342 106,918 56,671 403,217 432,885 356,818 107,119 214,769 188,039 209,710 1,304,986 532,102 170,266 5,678,598 TOTAL CHARGED OUT - GF • FLEET MANAGEMENT The goal of Fleet Management is to maximize vehicle and equipment usage, retain units as long as possible, and replace units that are predicted to experience high cost expenses and maintenance in the near future. The Fleet Manager uses numerous criteria in analyzing the fleet replacement needs. Initially, the age and utilization of all equipment and vehicles is reviewed to determine which equipment and vehicles are in need of replacement. In conjunction with the end user, the equipment and vehicles are then scheduled for evaluation. • • The Fleet Manager, along with shop staff, evaluates each piece of equipment submitted for review. The Fleet Manager evaluates fiscal year-to-date costs to determine if the vehicle or equipment has had any recent major repairs. If engines or transmissions have been replaced or overhauled recently, retention is a strong consideration in the overall evaluation. If the units are mechanically sound and the body is in reasonably good condition, the unit is usually recommended for retention for another year. • • If a unit has incurred a significant number of expenditures and is likely to experience major component failures, the unit will be recommended for replacement by the Fleet Manager and forwarded to the City Fleet Management Committee, which is comprised of line workers throughout the City. The Committee must make difficult decisions as to allocation of assets due to the thorough review by the Fleet Manager and limited financial funds. • • This past fiscal year the Fleet Committee had a very busy year. Some of the major accomplishments that occurred: Annual Financial Plan 39 This past year Fleet Services performed 48 physical evaluation requests, 44 of them were forwarded to the Fleet Committee for consideration. The unusually high number of requests is due to the culmination of the last four successful years of rotating older, lower mileage vehicles that were deferred purchases during tight budget years. This should catch our fleet up on our replacement program in FY 06-07. Three hybrid vehicles were purchased for Environmental Services this year: a Toyota Prius and two (2) Ford Escapes. Fleet will track maintenance and operations expenses for comparative purposes to gasoline vehicles. Within Public Safety we moved forward with the purchase of a new Quint truck (bond funded), heavy rescue vehicle (grant funded) and a replacement pumper for the Fire Department. In the Police department a prisoner transport vehicle was ordered. Due to long lead-times the budget for these vehicles will be carried over to FY 06-07. The Police Department requested and received approval to move forward with the purchase of a grant funded ATV for off-road and remote travel. Within Utilities completed the purchase of two hydro vacuum sewer-cleaning units, a replacement and an additional unit for a new crew. The budget for these units has been carried over to FY 06-07. One large bookmobile and a 28-foot bookmobile, approved for replacement, have been ordered with donated funds. The funds for the purchase have been carried forward to FY 06-07. Fleet services replaced an old diesel forklift with a new propane powered forklift. City of Flagstaff FLEET FISCAL YEAR 2007 REPLACEMENTS DIVISION 16 DEVELOPMENT SERVICES PICKUP, 4X4 EXT CAB PICKUP, 3/4 TON W/LIFT HYBIRD SUV (3) 21 FIRE FULL SIXE SUV MID SIZE SUV ATV, UTILITY 22 POLICE PATROL SEDANS (6) HYBIRD SUV (3) 23 POLICE GRANTS ATV, UTILITY 26 PARKS AIR COMPRESSOR TRAILER, WATER TANK TRAILER, TILT SKIDSTEER LOADER (2) UTILITY TRACTOR SKIDSTEER LOADER (TRANSFER) PICKUP, 3/4 TON (2) TOTAL GENERAL FUND FLEET 11 LIBRARY MINIVAN TOTAL LIBRARY FLEET 32 STREET MAINT. & REPAIR STREET SWEEPER DUMP TRUCK, 10 WHEEL (2) TOTAL HURF FLEET Annual Financial Plan DIVISION 38 AIRPORT MOWING TRACTOR PICKUP, 3/4 TN 4X4 WITH PLOW AMOUNT $ 19,675 19,675 87,000 27,650 24,500 13,500 AMOUNT 57,900 28,000 85,900 47 LAKE MARY WATER TREATMENT PLANT PICKUP, 1 TON FLAT BED W/CRANE 49 WATER DISTRIBUTION SERVICE TRUCK, 1/2 TON 4X4 (2) TOTAL UTILITIES FLEET 136,200 82,000 14,000 18,500 6,100 7,200 64,000 20,000 35,000 575,000 60,000 100,000 160,000 41 ENVIRONMENTAL SERVIC TOPLOADER-COMMERCIAL SIDELOADER-RESIDENTIAL REBUILD DOZER PICKUP, 1 1/2 TON BIN MAINTENANCE ROLL OFF TRUCK (2) RAPID RAIL TOPLOADER TOTAL ENVIRONMENTAL SERVICES FLEET 1,415,000 TOTAL FLEET REPLACEMENTS 2,776,400 230,000 215,000 145,000 60,000 350,000 195,000 220,000 20,500 20,500 190,000 330,000 520,000 40 City of Flagstaff Objectives for FY 2007 • • • • • • • Replacements and GIS $525,000 Purchase hybrid vehicles for approved replacement units if appropriate to users’ needs. Monitor maintenance and operations costs for fleet hybrid vehicles for comparisons to gasoline vehicles. Review E85 ethanol fueled vehicles and encourage vendors to provide an ethanol fuel source. Analyze vehicles that could operate with E85 ethanol fuel that may not fit hybrid availability. Continue to encourage fuel economy and efficiency by recommendations to downscale appropriate vehicles the users’ job performance. Continue to analyze vehicle utilization and recommend rotation to attain required miles and age criteria. Review requests for 24 new vehicles associated with new personnel and make recommendations for purchase. • • • • Special Projects • The City is working on the implementation of online utility billing access, and employee web access to payroll and online vendor registration. The committee will consider additional e-government opportunities. The City of Flagstaff’s medium term IT plan focuses on establishing a viable replacement program for end-user equipment as well as servers and other equipment. Our goal is to continually improve the quality of service IT provides to the City’s employees as well as to the citizens of the Greater Flagstaff area. New Hardware/Software $979,854 • • • • • Creation of IT plan E-Government initiatives such as click2gov. Continued improvements in remote site connectivity, including possible build-out with NPG, and redundancy. Examination of permitting system options. Aerial imagery of the city and surrounding area. Establishment of digital data standards for submission to the City. Disaster recovery planning. Plan for city-wide imaging solution. New server consolidation effort. Upgrade of Xiotech SAN to latest equipment. Data sharing with public and private agencies. Upgrades The City has engaged their software consultant to review the City’s use of HTE software. The recommendations include various business analyses of our system, training in all system areas and additional applications, a $619,000 proposal. Staff will prioritize these recommendations for implementation. The City has had this software system for 15 years. Staff turnover has resulted in lost knowledge, which has lead to system inefficiencies. The addition of staff and software will support the consultant’s recommendations. The City has a legacy software system for the collection of sales tax. In order to meet today’s customer needs we need to change the existing software. Staff has been exploring alternatives and needs to set aside $1 million dollars over the next two years to accommodate a new system. This is based on what other cities have spent for new systems. Staff will continue to examine alternatives and bring these to council in early fall. FY2007 Acquisitions City and Imaging Solutions Some large expenditures in FY2007 in the areas of networks and equipment upgrades. IT will be continuing to deploy replacement PCs at an accelerated pace. Server replacement will be accompanied by a more scaleable and robust infrastructure approach. Annual Financial Plan and Monies used for upgrading existing software to newest versions and/or ensuring we are licensed properly. New software purchases funded from these funds may include AutoCAD, Visio system and modules for enhancing existing applications. Items to consider • • • NPG INET $350,000 – This initiative funds the City’s obligation under the proposed INET agreement. E-Government $40,000 FIVE-YEAR IT PLAN • • • Personal computers $240,000 – The budgeted amount should allow replacement of a majority of the remaining end-user equipment that is out of date. Xiotech SAN $100,000 – The current SAN will go out of support in 2010, we have an opportunity to upgrade to the latest equipment (need of expansion). Network Equipment $175,000 – This replacement budget encompasses new server purchases as well as other network equipment. GIS hardware and software upgrades $10,000 A work order system for the financial enterprise is still needed. A comprehensive software solution to Human Resources is being contemplated. This would include a full service system to manage the process from 41 City of Flagstaff application for employment through the hiring process to payroll. Funds are allocated to continue the business process analyses of our financial software systems, including fleet and work orders. Field Reporting CAD upgrade Incident based reporting E-citation (grant) Public Safety $515,900 2007 Budget The police departments MIS needs include laptop replacement and contribution to the network upgrade. The Police and Sheriff offices share the costs associated with software and radio upgrades. Equipment replacements Laptops Detective Software Radio Replacements IT network capital Addl CAD upgrade 2007 Carryover: Phone Switch upgrade PC’s and laptops Imaging Server Software carryover: Annual Financial Plan $20,000 40,000 14,200 118,000 $59,000 6,800 9,200 20,000 78,000 41,000 $55,000 24,700 30,000 42 City of Flagstaff MIS Five Year Projections Replacement Programs Replacement PC's and Printers GIS Workstations Network equip Wide Area Network Upgrade of I sieres CAD PC Replacements Total - Replacement Programs Budget FY2006 $ Actual FY2006 80,000 275,000 $ FY2007 FY2008 FY2009 FY2010 FY2011 355,000 80,000 275,000 355,000 240,000 275,000 515,000 80,000 200,000 280,000 120,000 240,000 360,000 130,000 320,000 450,000 70,000 240,000 310,000 GIS Hardware upgrades/replacement Software upgrades Total GIS 5,000 5,000 10,000 5,000 5,000 10,000 5,000 5,000 10,000 10,000 10,000 20,000 5,000 5,000 10,000 10,000 10,000 20,000 30,000 10,000 40,000 E-Gov 65,000 65,000 40,000 40,000 20,000 30,000 30,000 500,000 224,174 724,174 - - - 216,000 216,000 150,734 150,734 252,734 252,734 - New Hardware & Software and Upgrades Work Order Management Sales Tax Software Hardware & Software Purchases Total New Hardware & Software 25,000 25,000 252,000 277,000 252,000 277,000 500,000 479,854 979,854 Public Safety Police Upgrades Police Laptops E citation Total Public Safety 218,000 36,000 118,000 372,000 7,100 7,100 183,200 214,700 118,000 515,900 149,000 125,000 274,000 149,000 125,000 274,000 149,000 125,000 274,000 212,000 125,000 337,000 Total Expenditures Funding General Fund MIS allocation One time monies Carryover Grants Total Funding Expenditure Summary Replacement Program Local & Wide Area Network GIS E-Gov Software Upgrades New Hardware & Software Purchases Other Expenditures Public Safety Carryover Total Expenditures Annual Financial Plan $ 1,079,000 $ 714,100 2,060,754 1,338,174 880,000 924,734 969,734 $ 760,574 $ 798,603 838,533 500,000 1,338,533 880,460 924,483 970,707 880,460 924,483 970,707 280,000 20,000 40,000 724,174 274,000 1,338,174 360,000 10,000 20,000 216,000 274,000 880,000 450,000 20,000 30,000 150,734 274,000 924,734 310,000 40,000 30,000 252,734 337,000 969,734 200,000 118,000 1,078,574 200,000 118,000 1,116,603 798,603 560,251 583,900 118,000 2,060,754 355,000 10,000 65,000 277,000 372,000 1,079,000 355,000 10,000 65,000 277,000 7,100 714,100 515,000 10,000 40,000 979,854 515,900 2,060,754 43 City of Flagstaff Staff is working closely with the Community Development Department to devise a package of incentives for business owners and potential property buyers for brownfield redevelopment that will potentially include infrastructure improvements, tax abatement, and expedited permitting. Information has also been disseminated to property owners that are potentially eligible for leaking underground storage tank cleanup. 2006 Updates E-Government Update The City website continues to grow providing 24/7 access to City information and services. In 2005 there were 914,859 visits to the website and nearly 12 million hits. On average, 2,506 people visit our site per day while the average hits per day is close to 33,000. The pages most frequented in 2005 included: Job Openings, Visitor Information, Community Profile, Parks & Recreation, Airport, and Resource Links. Other activities and accomplishments currently underway are: x Identification of a suitable pilot property to test the process for acquisition, cleanup, and resale. x Community outreach through presentations to business and community groups x Brochure and website development x Residential cleanup assistance for neighborhood associations x Collaborating with other municipalities on the formation of a statewide coalition of municipal brownfield programs and an Arizona chapter of the National Brownfields Association. Providing critical information and customer service to the public was the goal in FY 2005-06. Links for online community access to Cityscape, Emergency Preparedness, Council agendas with staff summaries, board and commission handbook, and election information were added. The website was also a major source of information on city projects and programs with a high level of citizen interest including: affordable housing, stormwater, and development projects like Villagio Montana. Municipal Compost Program Update For FY 2006-07 the City’s E-Government Team will continue to improve and modify the site including new online services. This includes HTE’s “Click 2 Gov” allowing customers on the City website to complete online forms, register for programs, provide customer access to billing information, and online payments. Public access to GIS will be rolled out and the team will also develop policy on website pages for city boards and commissions. There is a budget of $30,000 in Public Information and additional funding is available in nondepartmental to facilitate maintenance and any additional E-gov activities. Since 1994 Environmental Services began a number of efforts to educate the public on composting including: x The education of 5400 citizens of all ages through conducting composting workshops tours of the New Start Compost Demonstration Site, and school composting programs x The distribution of 2,660 compost bins in the community. Since FY2005, Environmental Services staff has been researching larger scale composting methodologies. A waste analysis at the Cinder Lake Landfill indicated that up to 60% of municipal solid waste (MSW) being landfilled has the potential for composting which would then extend landfill capacity and life. Brownfield Land Recycling Program Update The Brownfield Land Recycling Program has just completed its first year of operation and is making progress on identifying Flagstaff’s brownfield properties and devising strategies for cleanup and redevelopment. To date, staff has completed brownfield inventories of City owned property, underground storage tanks and leaking underground storage tanks, and tax delinquent properties that that might be suitable for brownfield redevelopment. During FY06/07, staff will continue to research the economic feasibility of municipal composting. Staff are also developing a comprehensive Solid Waste Management Plan to project long term strategies in order to maximize landfill life and implement projects in a meaningful order. A large-scale municipal composting facility requires several years of planning. Staff has identified potential phases of research and implementation including: x Compost facility engineering consulting to determine appropriate sizing and potential for expansion to fit the Flagstaff region x A comprehensive economic feasibility study to compare projected expenses to avoided costs. The City has received a Grant from the Arizona Department of Environmental Quality (ADEQ) for $3,300 to complete a Phase I Environmental Site Assessment of the Babbitt Ford Property. Additional proposals have been submitted for community-wide assessments of brownfields in Southside, Plaza Vieja and adjacent industrial areas and to fund needed Phase I and Phase II assessment work for City owned properties along the Rio de Flag realignment corridor. Once assessment work is completed, staff will prepare a grant proposal to the EPA to fund the cleanup of these sites in preparation for the Rio de Flag flood control project. Annual Financial Plan Staff will formally update Council once there is better understanding of the feasibility of a municipal compost operation and have formulated recommendations. 44 City of Flagstaff By August 2006 all department managers and supervisors will have attended a two-day workshop called “Setting a Climate for Development.” The workshop provides a framework and a process for managers and supervisors to start developing employees to learn and gain the competencies needed for the future. These competencies were developed specifically for the City by management and employees. Fuel Management Update Highlights of the Fuel Management program to date include: x x x x x Securing/managing grants of over $1 million Completing/approving 9,650 acres of Forest Stewardship Plan Logging 10,300 hours of volunteer time Marking 3,750 acres Provide forest treatments (thinning and prescription fire) to 7,500+ acres Workshops will be offered on an annual basis to cover the following areas: x Taking Charge of Your Own Professional Development x Getting the Job You Want x Working with Elected Officials x Ethics Training The challenges faced by this program is that costs have increased from $100,000 per year to roughly $400,000 in FY2006. Current grants will expire on-or-before Sept 30, 2007 and available grant opportunities have remained static and/or declined (with no increase likely), while competition has markedly increased. To maintain current activity levels, additional General Fund support will be needed (offset by partial grant funding as is available). Additional efforts will be comprised of a: x Mentoring program x Manager’s/Supervisor’s orientation, and x Behavioral interviewing. The City will measure its success through the completion of a follow up Climate Survey. The first was completed in March 2005 where issues including internal career opportunities, employee recognition, and communication were identified. The FY2007 budget year allows for the seasonal crew to be increased to meet current service demands. These individuals would work November through April, augmenting permanent staff. Duties would focus on prescribed burning and hazard tree removals (including those killed by bark beetles), as well as selective thinning operations. 2007 ISSUES Short Term Facility Needs and Long Term Facility Plan Workforce Planning, Leadership Development, and Succession Planning Several City departments and divisions have exceeded their current office space due to increased staffing and the need for additional storage space. Also, nine new positions have been approved for FY 2007 that will reside at City Hall. Workforce planning has become one of the greatest challenges facing our organization today. The City is using succession planning and leadership development as tools to address this issue. Succession planning not only aligns recruits for vacancies but it also creates a system that has a number of employees ready to step up and take over leadership positions that will become vacant either through planned retirement or unplanned departures. To address these short-term needs the following recommendations are made • Begin a renovation project at the APS (ECO) building. • Begin a renovation project at the Army Corp of Engineers building. The City has now completed the second year of succession planning otherwise known as the “Leadership Talent Development Program (LTDP). The LTDP consists of the following: x x x In addition, long term facility needs must be addressed. Growth in most of the City’s major divisions will create on-going office space and parking problems. Establishing a systematic transfer of knowledge and development of talent from current leaders to potential leaders. Evaluating potential leaders, provide them training and development, and career opportunities. Providing a consistent basis for employee evaluation, recruitment, development, and retention of top performers, improve entry-level skills and compete with other industries and municipalities for talent. Annual Financial Plan An expansion to City Hall and the construction of a parking garage would provide the necessary office space for all departments. A new Court building housing Legal will meet all current and future needs for the Court Administration and the Legal staff. The Fire Administrative offices will be relocated to Fire Station #2 upon its completion in 2008. To best address both the short and long term City needs it is recommended to hire an outside consultant for a complete department-by-department analysis based on 45 City of Flagstaff The technology is fairly new with very limited models of vehicles currently available; hybrids vehicles currently represent less than 2 percent of total vehicle sales. The initial investment (purchase price) for a hybrid is currently considerably more due to the technology, demand and limited supply. Our past experience has shown that the level of incentives provided to fleets in Arizona for the purchase of hybrids has not been great, primarily due to the high demand. 1999 – 2005 actual growth numbers. This analysis will provide detailed staffing studies required for long range planning recommendations as well as address remodels that may require code compliance and thus upgrades in both the Life Safety systems and ADA (Disabilities Act). Parks and Recreation 10-Year Capital Needs Both Parks and Recreation have developed 10-year plans to facilitate discussions regarding future capital needs. In addition, those plans provide a prioritization and balance of capital needs based upon safety, aesthetics, improvements, and budget allocations. These plans also demonstrate the need to increase the current annual allocation totaling $135,000. x x x x While it is still too early to determine what if any savings the City will realize, it is clear that hybrids consume less fuel, emit less pollutants as some hybrids vehicles are classified as partial zero emission vehicles. The City Council has directed staff to continue purchasing hybrid vehicles and through that direction the City will add an additional 7 hybrid vehicles to the fleet for FY 2007. The current annual capital budget of $135,000 is used to: Replace landscaping an park maintenance equipment Purchase all necessary equipment for recreational programs and services Perform scheduled building/facility improvements, enhancements, and/or renovation. The age of City facilities contributes to the need for structural attention on a regular basis. Provide for safety improvements and replacements IT Evolution Information systems, applications and support of them have become more and more complex and the City of Flagstaff has used a variety of approaches to evaluate, deploy and support solutions that require Information Technology involvement. An enterprise application deployment strategy was frequently not used which has resulted in a number of applications serving departmental specific needs when the application could potentially serve a larger base within the organization. Frequently, hardware, software, and staffing support issues were not addressed prior to purchase. Going forward, a model of enterprise application deployment needs to be embraced by management and staff. Planning for these improvements and/or replacements requires the prioritization of items based first upon safety for our patrons, participants and staff. Following the need to address safety, we must determine the lifespan of each piece of equipment and facility improvement and weigh the urgency with budget availability. The estimated cost for each capital item is reviewed annually for accuracy, while long-range purchase projections are updated closer to the purchase year. It has been a challenge to meet all of the needs of Parks and Recreation with the current annual allocation. To formalize a selection and deployment process, a basic structure should be in place encompassing the following areas: Staff is asking for Council consideration to increase the current Parks and Recreation capital allocation to better meet existing needs. x Hybrid Vehicles x x Hybrid-electric vehicles (HEVs) combine the benefits of gasoline engines and electric motors and can be configured to obtain different objectives, such as improved fuel economy, increased power, or additional auxiliary power for electronic devices and power tools. The City of Flagstaff has purchased three hybrid vehicles to date including two (2) Ford Escapes and one (1) Toyota Prius. The HEVs are designed to obtain better fuel economy and reduce emissions by combining a smaller gasoline engine with a battery-powered electric motor that are capable of doubling the mileage of conventional cars. The energy from stopping and slowing down is captured and converted into electricity, which is used to recharge the high voltage battery pack. Annual Financial Plan x x x Identify the problem to be solved, who the solution will impact, and how project success is defined. Identify an individual or a team as project managers who are accountable to stakeholders for the project success. Identify and document vendor neutral requirements that are comprehensive and incorporate Information Technology requirements. Evaluate products against the requirements through the formal procurement process. Once a solution is identified, document and agree on support burden among the stakeholders – this includes rollout tasking as well as long term support. Performance acceptance testing and obtain signoff from all original stakeholders that the solution does in fact meet the requirements. This is one proposed approach which would be sufficient to establish processes to ensure the City has viable long-term application solutions. 46 City of Flagstaff recommendations in an orderly and systematic manner so that work efficiencies are achieved. Wireless Internet The City of Flagstaff has an opportunity to provide wireless Internet access to the citizens of the City and potentially surrounding areas. Depending on the cost of service this initiative can contribute significantly to bridging the digital divide. The City stands to benefit by having available technology that will allow mobile staff (such as building inspectors) a way to remotely complete their regular workflows. In addition, the City had already independently determined to purchase three new modules in FY 2007. The Click-2-Gov module will facilitate internet business applications. Human Resources will be analyzing the HTE HR module and Applicant Tracking for integration. And the City is purchasing the Work Order system to facilitate work planning and labor distribution. To facilitate timely implementation, it is recommended to contract project management skills from H.T.E. to assist with both the Human Resource and Click-2-Gov implementation. For Work Orders, it is recommended to dedicate an existing City staff member to coordinate citywide efforts. In addition, the IT Division will deploy an FTE to help with all of these efforts as appropriate. Legislation is changing that affects the level of involvement cities can take in the availability of wireless service so now is the time for the City to evaluate its options. The benefits of a potential commercial wireless infrastructure extend beyond the borders proper of the City of Flagstaff into the County. As such we will involve our IT partners within governmental agencies in the Greater Flagstaff area in the solution. Affiliate and Branch Libraries in Coconino County The City is interested in a “franchise” type arrangement with a private company building and providing service with the City being a provider of assets. We will approach the problem initially by creating a Request for Information (RFI) that discusses our requirements as well as our items that we’d like respondents to address. We’ll evaluate responses and if we move to a Request for Proposal (RFP) process, respondents to the RFI will be invited to compete for the project. The Library Council was established as a means to maintain active communication among the libraries and allows a measure of self-direction in deciding the best means of providing service to the citizens of Coconino County. A staff member from every public library in Coconino County is a member of the Council. The role of Flagstaff City – Coconino County Public is to assist all of these libraries in areas such as planning, technical support, automation installation and repair, training and workshops, and selection and purchasing of materials and other equipment. Assistance and guidance is also provided in the operation of library services and policy issues. To support this initiative going forward it may be necessary to develop an Inter-governmental Agreement (IGA) to establish the wireless “alliance”. The immediate goal is to either have a commercial wireless network or the necessary knowledge to make a decision to not move forward. Most of the public libraries in this County can be described as affiliates. They are in communities that are self-governed and receive supervision, direction and control from their local government. They also receive funding from local sources in addition to Coconino County. H.T.E. – Enterprise Software The City of Flagstaff purchased H.T.E. as the city enterprise software in 1990. Modules that are currently being used include: ¾ GMBA (Accounting) ¾ Payroll ¾ Accounts Payable ¾ Customer Service (utility billing) ¾ Fleet ¾ Fixed Assets ¾ Purchasing ¾ Miscellaneous revenue Affiliate libraries are: Fredonia Public Library Havasupai Village Library Page Public Library Sedona Public Library Williams Public Library The East Flagstaff Community Library, the County Bookmobile, the Correctional Facility Library, Forest Lakes Community Library, the Grand Canyon Community Library, and Tuba City Public Library are branches of the Flagstaff library system and are supervised directly by the Outreach Services Supervisor. Forest Lakes and Tuba City are branch libraries because there is no governing agency or nonprofit organization that is authorized to operate or fund the libraries in these two communities. Through time, system enhancements have not been consistently utilized. The City had H.T.E. complete a system evaluation evaluating software solutions that may be available to facilitate work processes. H.T.E. had a number of recommendations including both process evaluation and onsite training so that the City could improve our efficiency with this software. The City will be looking for ways to implement the H.T.E. Annual Financial Plan 47 City of Flagstaff Street Condition & Maintenance - Short & Long Term Plan 40 to 52 and an estimated turn around of 22+ years. Any rating under 40 is marked for reconstruction. The Public Works Department manages the annual overlay maintenance program. Yearly, half the city’s streets are evaluated and the ratings are entered into our Carte Graph Pavement Management Software where the Overall Condition Index (OCI) is calculated. An OCI of 100 is considered an excellent street. The lower the OCI number the more maintenance it will require. Through this program, surface treatments are done such as chip seals, crack fill and micro seal. Should a street need new asphalt, concrete work is required to meet the American with Disabilities Act requirements. The OCI listing is calculated from lowest to highest ratings and staff then prioritize the needs. It has come to the City’s attention that their are data integrity issues within the Pavement Management System. Data is missing and/or not accurate. In the short-term, it is recommended to hire a temporary employee to review the field data for accuracy and rework the data in the Pavement Management software. For the longer term, the City will develop criteria on when streets should be chip sealed or resurfaced by using the OCI ratings. The result of this effort will be the development of a 10-year plan complete with budget implications. Currently chip seals are done on streets with an OCI rating of 53 and above with an estimated turn around of 15+ years. Our resurfaced streets have an OCI rating of Annual Financial Plan 48 City of Flagstaff Annual Financial Plan 49 $ 216,406 Fiduciary Funds: Firemen's Pension 99,491,251 1,304,411 Stormwater Utility TOTAL ALL FUNDS 5,995,144 Environmental Services 10,779 738,936 10,176,037 Enterprise Funds: Water and Wastewater Airport Operating Airpark Proceeds 28,015,857 75,697 Capital Projects Funds: Capital Projects Bond Permanent Funds: Perpetual Care 17,286 1,168,398 417,519 Debt Service Funds: G.O. Bond Fund Sec. Property Tax Special Assessment 24,344,560 659,214 7,751,055 8,459,852 2,505,716 314,247 376,640 274,289 1,969,579 2,467,612 2,232,017 - $ 186,068,327 5,400 1,088,991 9,938,330 10,286,022 11,100 66,483,391 5,065,995 29,988 300 5,261,356 29,181 3,391,501 12,110,836 8,957,589 5,798,621 446,043 1,535,378 356,198 2,776,501 1,247,350 1,852,729 991,417 48,404,110 FINANCING SOURCES 2006-2007 EARNINGS AT 7/1/2006 Special Revenue Funds: Library Highway User Revenue Transportation Beautification Economic Development Tourism Arts & Science Recreation-BBB Real Estate Proceeds Housing and Comm Svcs Metro Planning Org General Fund ESTIMATED REVENUES AND OTHER UNRESERVED FUND BALANCE/ RETAINED 34,948,156 - 7,042,458 32,500 1,434,024 - 2,411,086 1,100,000 - 3,111,708 341,953 25,000 35,000 1,817,936 1,526,000 131,000 1,445,706 9,200,020 5,293,765 IN OUT (34,948,156) - (135,000) (19,488) (33,567) (660,595) (2,568,880) (5,366,920) - (1,685,639) (2,881,000) (9,437) (328,391) (85,401) (8,034,297) (175,201) (12,964,340) 2006-2007 INTERFUND TRANSFERS 285,559,578 221,806 9,300,860 15,946,486 11,697,258 89,441 76,501,634 34,181,852 105,685 3,129,294 1,062,834 446,700 5,168,030 28,976,510 9,383,144 9,655,136 891,290 1,902,581 665,487 4,878,377 833,962 4,426,699 1,016,417 65,078,095 RESOURCES AVAILABLE 2006-2007 TOTAL FINANCIAL 90,452,395 14,400 1,151,684 8,961,415 1,450,017 - 12,245,824 - - 4,362,961 776,417 4,548,517 5,109,524 2,762,433 103,550 621,400 1,623,291 621,487 - 46,099,475 OPERATIONS 119,240,858 - 7,835,899 3,725,873 9,655,910 - 33,694,379 24,968,369 - 345,500 17,961,093 2,840 9,438,578 199,537 4,809,145 150,000 - 6,453,735 CAPITAL OUTLAY (EQUIP/CIP) CITY OF FLAGSTAFF SUMMARY SCHEDULE OF ESTIMATED REVENUES AND EXPENDITURES/EXPENSES FISCAL YEAR 2006-2007 14,256,272 - - 580,114 - 5,158,884 - 91,447 3,111,708 - - 2,411,086 1,969,100 - 933,933 DEBT SERVICE 2,945,000 - 10,000 500,000 - 1,400,000 - - 240,000 10,000 25,000 50,000 10,000 100,000 100,000 500,000 226,894,525 14,400 8,997,583 13,187,288 11,686,041 - 52,499,087 24,968,369 - 3,111,708 91,447 4,994,017 25,581,703 4,734,373 9,552,128 646,400 1,872,828 631,487 4,809,145 150,000 4,362,961 1,016,417 53,987,143 TOTAL RESERVES/ APPROPRIATIONS CONTINGENCIES 2006-2007 58,665,053 207,406 303,277 2,759,198 11,217 89,441 24,002,547 9,213,483 105,685 17,586 1,062,834 355,253 174,013 3,394,807 4,648,771 103,008 244,890 29,753 34,000 69,232 683,962 63,738 - 11,090,952 FUND BALANCE 6/30/2007 Schedule 1: Total Resources and Appropriations Summary City of Flagstaff Schedule 2: Tax Levy CITY OF FLAGSTAFF EXPENDITURE LIMITATION AND TAX LEVY INFORMATION FISCAL YEAR 2006-2007 ESTIMATED FY 2005-2006 Expenditure Limitation [Economic Estimates Commission] FY 2006-2007 $ 105,535,929 Total Estimated Expenditures Subject to Expenditure Limitation 1. Maximum Allowable Primary Property Tax Levy [ARS 42-17051.A] rev 6/06 HB 2876 $ 2. Amount Received from Primary Property Taxation in FY 2005-2006 in Excess of the Sum of that Year's Maximum Allowable Primary Property Tax Levy [ARS 42-17102.A.18] $ 3. Property Tax Levy Amounts A. Primary Property Taxes B. Secondary Property Taxes C. Total Property Tax Levy Amount $ $ 4. Property Taxes Collected (Estimated) A. Primary Property Taxes: (1) FY 2005-2006 Levy (2) Prior Years' Levies (3) Total Primary Property Taxes Collected $ B. Secondary Property Taxes: (1) FY 2005-2006 Levy (2) Prior Years' Levies (3) Total Secondary Property Taxes Collected C. Total Property Taxes Collected 9,474,877 $ 4,392,959 $ 4,392,959 5,222,056 9,615,015 -0- 4,195,460 4,879,862 9,075,322 $ 4,111,551 60,779 4,172,330 4,879,862 -04,879,862 $ 9,052,192 5. Property Tax Rates A. City of Flagstaff Tax Rate: (1) Primary Property Tax Rate (2) Secondary Property Tax Rate (3) Total City Tax Rate 0.7861 0.8766 1.6627 0.7563 0.8366 1.5929 B. Special Assessment District Tax Rates: As of the date of the proposed budget, the city was operating one special assessment district for which secondary property taxes are levied. For information pertaining to this districts and its' tax rates, please contact the Finance Department at City Hall. * Includes actual property taxes collected as of the date the proposed budget was prepared plus estimated property tax collections for the remainder of the fiscal year. Annual Financial Plan 50 City of Flagstaff Schedule 3: Revenues Other Than Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2006 AND 2007 (WITH ACTUALS FOR FISCAL YEAR 2005) ACTUAL REVENUES 2004-2005 SOURCE OF REVENUES BUDGETED REVENUES 2005-2006 ESTIMATED ACTUAL REVENUES 2005-2006 BUDGETED REVENUES 2006-2007 CHANGE (BUDG-BUDG) % CHANGE GENERAL FUND Local taxes City Sales Tax Franchise Tax $ 12,976,931 1,925,231 13,072,172 1,850,000 14,115,905 1,850,000 15,333,155 1,961,250 2,260,983 111,250 17.30% 6.01% Licenses and permits Business Licenses Building Permits Other Licenses and permits 30,335 1,741,938 291,445 39,128 1,854,886 241,225 39,128 2,300,000 488,560 41,084 2,300,000 246,699 1,956 445,114 5,474 5.00% 24.00% 2.27% Intergovernmental revenues State Income Tax Sharing State Shared Sales Tax County Vehicle License Tax Federal Grants State Grants Local Intergovernmental Agreements 4,918,476 4,900,116 2,461,425 173,482 1,110,117 557,820 5,535,781 5,181,305 2,550,000 1,298,218 443,609 570,575 5,535,781 5,681,000 2,550,000 1,244,334 407,406 570,575 6,771,938 5,965,050 2,601,000 2,026,196 723,337 584,840 1,236,157 783,745 51,000 727,978 279,728 14,265 22.33% 15.13% 2.00% 56.08% 63.06% 2.50% Charges for services General Government Parks & Recreation Public Safety Cemetery 339,182 553,680 498,505 127,060 217,276 505,651 667,187 128,828 353,276 490,701 713,710 128,828 728,440 568,158 609,993 135,269 Fines and forfeits Interest on investments Miscellaneous revenues Total General Fund 1,069,562 597,205 1,258,255 35,530,765 993,119 500,000 1,060,878 36,709,838 998,519 693,000 1,161,290 39,322,013 1,009,701 511,798 1,632,131 43,750,039 LIBRARY FUND Intergovernmental revenues State Grants County Aid 44,792 2,036,500 25,000 2,993,396 36,072 2,125,984 3,101,501 (25,000) 108,105 -100.00% 3.61% Interest on investments Miscellaneous revenues Total Library Fund 39,571 36,496 2,157,359 21,000 354,000 3,393,396 30,000 114,000 2,306,056 21,000 269,000 3,391,501 (85,000) (1,895) 0.00% -24.01% -0.06% 2,000,000 7,171,383 1,336,240 7,436,000 818,690 7,436,000 137,510 7,659,080 (1,198,730) 223,080 -89.71% 3.00% 313,843 300,246 300,246 300,246 165,963 659,099 10,310,288 41,000 3,451,347 12,564,833 206,000 150,000 8,910,936 194,000 3,820,000 12,110,836 511,164 62,507 (57,194) 6,441 16,582 11,798 571,253 7,040,201 235.26% 12.36% -8.57% 5.00% 1.67% 2.36% 53.85% 19.18% SPECIAL REVENUE FUNDS HIGHWAY USER REVENUE FUND Intergovernmental revenues Federal Grants Highway User Tax Local Transportation Assistance Funds Interest on investments Miscellaneous revenues Total Highway User Revenue Fund Annual Financial Plan 51 153,000 368,653 (453,997) 0.00% 373.17% 10.68% -3.61% City of Flagstaff Schedule 3: Revenues Other Than Property Taxes ACTUAL REVENUES 2004-2005 SOURCE OF REVENUES TRANSPORTATION FUND Intergovernmental revenues Federal Grants Transportation Tax Interest on Investments Miscellaneous revenues Total Transportation Fund ESTIMATED ACTUAL REVENUES 2005-2006 BUDGETED REVENUES 2006-2007 CHANGE (BUDG-BUDG) % CHANGE 8,123,048 231,000 6,000,000 14,354,048 8,251,863 268,000 6,000,000 14,519,863 8,746,589 211,000 8,957,589 623,541 (20,000) (6,000,000) (5,396,459) 2,423,512 69,642 4,817,744 2,394,232 857,996 36,565 13,100 907,661 863,378 48,097 13,100 3,348,087 895,747 48,097 13,100 1,026,586 931,577 49,300 5,798,621 68,199 1,203 (13,100) 2,450,534 7.90% 2.50% -100.00% 73.19% 407,548 7,072 414,620 410,105 3,915 414,020 410,105 3,915 414,020 442,499 3,544 446,043 32,394 (371) 32,023 7.90% -9.48% 7.73% 1,286,995 40,410 14,711 35,384 1,377,500 1,295,068 40,000 20,500 40,895 1,396,463 1,343,620 40,000 20,500 25,000 1,429,120 50,000 1,397,365 42,000 21,013 25,000 1,535,378 50,000 102,297 2,000 513 (15,895) 138,915 0.00% 7.90% 5.00% 2.50% -38.87% 9.95% 321,749 4,968 326,717 323,767 11,948 335,715 335,905 6,700 342,605 349,341 6,857 356,198 25,574 (5,091) 20,483 7.90% -42.61% 6.10% 5,040 550,000 843,641 (550,000) -100.00% 1,442,775 61,927 15,073 1,524,815 1,424,574 55,900 2,030,474 1,477,982 52,400 2,374,023 1,537,101 39,400 1,200,000 2,776,501 112,527 (16,500) 1,200,000 746,027 7.90% -29.52% 0.00% 36.74% REAL ESTATE PROCEED FUND Real Estate Revenues Interest on investments Miscellaneous revenues Total Real Estate Proceeds Fund 1,669,521 155,008 2,533 1,827,062 47,350 47,350 47,350 47,350 1,200,000 47,350 1,247,350 1,200,000 1,200,000 HOUSING AND COMMUNITY SVCS FUND Intergovernmental revenues Federal Grants State Grants Interest on investments Miscellaneous revenues Total Community Redevelopment Fund 664,208 44,551 677,266 1,386,025 1,584,768 728,880 2,313,648 947,741 60,228 208,302 1,216,271 1,852,729 1,852,729 BEAUTIFICATION FUND Intergovernmental revenues State Grants BBB Tax Interest on investments Miscellaneous revenues Total Beautification Fund ECONOMIC DEVELOPMENT FUND BBB Tax Interest on investments Total Economic Development Fund TOURISM FUND Intergovernmental revenues State Grants BBB Tax Retail Sales Interest on investments Miscellaneous revenues Total Tourism Fund ARTS AND SCIENCE FUND BBB Tax Interest on investments Total Arts and Science Fund RECREATION-BBB FUND Intergovernmental revenues State Grants BBB Tax Interest on investments Miscellaneous revenues Total Recreation-BBB Fund Annual Financial Plan $ 7,898,607 369,375 6,504 8,274,486 BUDGETED REVENUES 2005-2006 - 52 - 267,961 (728,880) (460,919) 0.00% 7.68% -8.66% -100.00% -37.60% 98.79% 0.00% 0.00% 0.00% 2534.32% 16.91% -100.00% 0.00% 0.00% -19.92% City of Flagstaff Schedule 3: Revenues Other Than Property Taxes ACTUAL REVENUES 2004-2005 SOURCE OF REVENUES METRO PLANNING ORGANIZATION FUND Intergovernmental revenues Federal Grants Miscellaneous revenues Total Metro Planning Organization Fund TOTAL SPECIAL REVENUE FUNDS $ BUDGETED REVENUES 2005-2006 ESTIMATED ACTUAL REVENUES 2005-2006 BUDGETED REVENUES 2006-2007 314,739 32,500 347,239 609,666 25,000 634,666 352,878 352,878 746,417 245,000 991,417 28,853,772 40,832,700 32,939,708 39,464,163 300 300 400 400 300 300 CHANGE (BUDG-BUDG) 136,751 220,000 356,751 (1,368,537) % CHANGE 22.43% 880.00% 56.21% -3.35% DEBT SERVICE FUNDS GENERAL OBLIGATION BONDS FUND Interest on investments Total G. O. Bond Fund - SECONDARY PROPERTY TAX FUND Interest on investments Total Secondary Property Tax Fund 23,189 23,189 38,800 38,800 72,000 72,000 39,300 39,300 28,034 219,297 247,331 270,520 18,880 29,118 47,998 87,098 15,908 15,843 31,751 104,151 13,126 16,055 29,181 68,781 (5,754) (13,063) (18,817) (18,317) SPECIAL ASSESSMENT BONDS Interest on investments Miscellaneous revenues Total Special Assessment Bonds TOTAL DEBT SERVICE FUNDS - 0.00% 0.00% 500 500 1.29% 1.29% -30.48% -44.86% -39.20% -21.03% CAPITAL PROJECTS FUNDS CAPITAL PROJECTS BOND FUND Miscellaneous Total Capital Projects Bond Fund TOTAL CAPITAL PROJECTS FUNDS - - - 700,396 700,396 700,396 700,396 700,396 700,396 0.00% 0.00% 0.00% 17,787 836 18,623 18,623 15,881 682 16,563 16,563 28,000 1,400 29,400 29,400 28,560 1,428 29,988 29,988 12,679 746 13,425 13,425 79.84% 109.38% 81.05% 81.05% 43,053 10,435,046 7,239,183 623,803 53,210 18,394,295 19,200 11,150,500 7,853,000 528,000 19,550,700 19,200 34,500 11,167,404 7,813,778 629,338 19,664,220 57,765 11,598,026 7,973,600 254,000 19,883,391 (19,200) 57,765 447,526 120,600 (274,000) 332,691 -100.00% PERMANENT FUNDS PERPETUAL CARE FUND Contributions Interest on investments Total Perpetual Care Fund TOTAL PERMANENT FUNDS ENTERPRISE FUNDS WATER AND WASTEWATER FUND OPERATING FUND Intergovernmental revenues State Grants Federal Grants Water Revenues Sewer Revenues Interest on Investments Miscellaneous revenues Total Water and Wastewater Fund Annual Financial Plan 53 4.01% 1.54% -51.89% 0.00% 1.70% City of Flagstaff Schedule 3: Revenues Other Than Property Taxes ACTUAL REVENUES 2004-2005 SOURCE OF REVENUES AIRPORT FUND OPERATING FUND Intergovernmental revenues Federal Grants State Grants $ BUDGETED REVENUES 2005-2006 ESTIMATED ACTUAL REVENUES 2005-2006 BUDGETED REVENUES 2006-2007 CHANGE (BUDG-BUDG) 2,510,372 742,690 6,074,916 2,216,627 810,946 42,687 8,463,426 222,994 Airport Revenues Interest on investments Miscellaneous revenues 1,019,147 7,725 174,265 1,213,404 257,337 1,188,512 8,000 167,448 1,264,725 334,877 51,321 77,540 4.23% 0.00% 30.13% AIRPARK FUND Interest on investments Miscellaneous revenues Total Airport Fund 13,480 494,988 4,962,667 11,500 9,773,784 14,000 2,231,593 11,100 10,297,122 (400) 523,338 -3.48% 0.00% 5.35% ENVIRONMENTAL SERVICES FUND Intergovernmental revenues State Grants Environmental Services Revenues Interest on investments Miscellaneous revenues Total Environmental Services Fund 123,339 8,833,909 234,017 84,207 9,275,472 75,000 8,760,817 82,000 8,917,817 9,477,715 117,808 9,812 9,605,335 200,000 9,617,577 120,753 9,938,330 125,000 856,760 38,753 1,020,513 166.67% 9.78% 47.26% 0.00% 11.44% 1,394 535,819 128,012 37,075 352 702,652 33,335,086 949,836 65,320 3,254 1,018,410 39,260,711 550,178 65,160 11,913 627,251 32,128,399 999,374 66,790 22,827 1,088,991 41,207,834 49,538 1,470 19,573 70,581 1,947,123 0.00% 5.22% 2.25% 601.51% 0.00% 6.93% 4.96% 5,296 296 5,592 5,592 4,300 4,300 4,300 6,000 6,000 6,000 5,400 5,400 5,400 1,100 1,100 1,100 25.58% 0.00% 25.58% 25.58% 98,014,358 116,911,210 104,529,671 125,226,601 8,315,391 7.11% STORMWATER UTILITY Intergovernmental revenues State Grants Stormwater Utility Revenues Charges for Services Interest on investments Miscellaneous revenues Total Stormwater Utility Fund TOTAL ENTERPRISE FUNDS 2,388,510 (1,993,633) % CHANGE 39.32% -89.94% FIDUCIARY FUNDS VOLUNTEER FIREMEN'S PENSION FUND Interest on investments Miscellaneous revenues Total Volunteer Firemen's Pension Fund TOTAL FIDUCIARY FUNDS TOTAL REVENUES Annual Financial Plan $ 54 City of Flagstaff Schedule 4: Transfers and Proceeds from Other Sources CITY OF FLAGSTAFF SUMMARY BY FUNDING OF OTHER FINANCING SOURCES AND INTERFUND TRANSFERS FISCAL YEAR 2006-2007 FUND GENERAL FUND PROCEEDS FROM OTHER FINANCING SOURCES $ INTERFUND TRANSFERS IN OUT - 5,293,765 12,964,340 - 328,391 85,401 8,034,297 175,201 9,437 1,685,639 2,881,000 13,199,366 5,366,920 5,366,920 SPECIAL REVENUE FUNDS Library Fund Highway User Revenue Fund Transportation Fund Beautification Fund Economic Development Tourism Fund Arts and Science Fund Recreation-BBB Fund Real Estate Proceeds Fund Housing & Community Services MPO Total Special Revenue Funds - 1,445,706 9,200,020 1,526,000 131,000 35,000 1,817,936 341,953 25,000 14,522,615 DEBT SERVICE FUNDS G.O. Bond Fund Secondary Property Tax Fund Total Debt Service Funds - 3,111,708 3,111,708 CAPITAL PROJECTS FUNDS Capital Projects Bond Fund Total Capital Projects Funds ENTERPRISE FUNDS Water and Wastewater Fund Stormwater Utility Airport Fund Airpark Fund Environmental Services Fund Total Enterprise Funds TOTAL ALL FUNDS Annual Financial Plan $ 4,365,599 4,365,599 1,100,000 1,100,000 46,600,000 46,600,000 2,411,086 7,042,458 1,434,024 32,500 10,920,068 2,568,880 135,000 33,567 660,595 19,488 3,417,530 50,965,599 34,948,156 34,948,156 55 - City of Flagstaff SCHEDULE OF TRANSFERS FISCAL YEAR 2006-2007 Highway User Revenue Fund - $2,680,723 This is $2,410,723 for debt service, and $270,000 for cost allocation offset. General Fund Transfers In: Economic Development - $131,000 This represents a transfer to assist in the payment of Incubator. Library - $328,391 This transfer represents $250,000 for a contribution to a parking solution on the Municipal Campus and $78,391 for the APSES lease payment. Arts and Science Fund - $35,000 This transfer is for $25,000 to support Contributions to Agencies, and $10,000 represents a contribution for Art in Public Places. Highway User Revenue Fund - $85,401 This transfer is $70,000 for right-of-way maintenance completed by Parks staff and $15,401 for the APSES lease payment. Recreation-BBB Fund - $650,000 This transfer assists in the Thorpe Park renovations. Beautification Fund - $175,201 This represents $170,000 for streetscape maintenance on projects previously constructed by BBB funds that are now maintained by the Parks division and $5,201 for the citywide publication. Housing and Community Services Fund - $341,953 This transfer represents a $150,000 funding for a revolving loan source, $175,400 funding for land acquisition related to affordable housing development, $3,000 for affordable housing fees, and $13,553 for code enforcement. Tourism Fund - $9,437 This transfer includes $6,238 as a contribution towards the citywide publication, and $3,199 for the APSES lease payment. MPO - $25,000 This transfer is to assist in the payment of the multi model planner position. Recreation-BBB Fund - $947,400 This transfer entails three separate actions 1) a contribution to the maintenance of FUTS which is a Parks responsibility $135,400; 2) $794,598 for increased maintenance in the Parks budget related to additional field maintenance associated with Recreation Bond projects; 3) $17,402 for Skate park liability. Stormwater Fund - $7,042,458 Transfer funds for Rio de Flag project. Airport Fund - $580,000 This transfer is for the general operations in the amount of $357,000 and $223,000 for capital at the Airport. The Airport is an enterprise fund whose goal is to eventually eliminate any requirement for general fund transfers. Real Estate Proceeds - $1,126,000 This transfer is for City redevelopment efforts. Environmental Services - $32,500 This transfer is to pad for the Sustainability position. Water and Wastewater Fund - $2,568,880 This is a transfer of $2,411,086 utility revenue through the General Fund to Highway User Revenue Fund for a payment of debt and $157,794 for the APSES lease payment. Library Fund Airport - $33,567 This is a transfer for the APSES lease payment. Transfers In: General Fund - $1,445,706 This is the operating transfer from the General Fund to the Library for general services. Environmental Services Fund - $19,488 This transfer represents $4,678 for advertising in the citywide publication and $14,810 for the APSES lease payment. Transfers Out: General Fund - $328,391 This transfer is $250,000 for a contribution to a parking solution in the Municipal Campus and $78,391 for the APSES lease payment. Transfers Out: Library Fund - $1,445,706 This is the operating transfer from the General Fund to the Library for general services. Annual Financial Plan 56 City of Flagstaff This transfer funds various FUTS and Streetscape projects of $1,100,000 within the multi-modal transportation projects. The Streetscape projects include: Route. 66 Country Club to Mall and US 89 Railhead to Snowflake. The FUTS projects include: Fort Valley Trail, Special Projects, Santa Fe West, McMillan Mesa, and Route 66 Rio North Trail. Also, includes a transfer of $316,000 for portion of the East Flagstaff TI. Highway User Revenue Fund Transfers In: General Fund - $2,680,723 This is $2,410,723 from the General Fund to Highway User Revenue Fund for payment of debt, and $270,000 for cost allocation offset. Transportation Fund - $6,384,297 This is a transfer of the transportation tax to fund various transportation projects. Safety funding is $916,552 from Safe to School monies is for miscellaneous projects. $5,267,745 is from Street Improvement for Transportation funded projects and $200,000 in Street Improvement for Street Maintenance. Recreation-BBB Fund - $110,000 This transfer is for new FUTS construction -$110,000. Transfers Out: General Fund - $175,201 This represents $170,000 for streetscape maintenance on projects previously constructed by BBB funds that are now maintained by the Parks division and $5,201 in support of the citywide publication. Stormwater Fund - $135,000 This transfer is for drainage maintenance. Transfers Out: Economic Development Fund General Fund - $85,401 This transfer is $70,000 for right-of-way maintenance completed by Parks staff and $15,401 for APSES repayment. Transfers In: General Fund - $131,000 This represents a transfer to assist in the payment of the Incubator plan. Transportation Fund Transfers Out: Tourism Fund HURF - $6,384,297 This is a transfer of the transportation tax to fund various transportation projects. Safety funding is $916,552 from Safe to School monies is for miscellaneous projects. $5,267,745 is from Street Improvement for Transportation funded projects and $200,000 in Street Improvement for Street Maintenance. Transfers Out: General Fund - $9,437 This transfer includes $6,238 as a contribution towards the citywide publication and $3,199 for the APSES lease payment. Beautification Fund - $1,416,000 This transfer funds various FUTS and Streetscape projects of $1,100,000 within the multi-modal transportation projects. The Streetscape projects include: Route. 66 Country Club to Mall and US 89 Railhead to Snowflake. The FUTS projects include: Fort Valley Trail, Special Projects, Santa Fe West, McMillan Mesa, and Route 66 Rio North Trail. Also, includes a transfer of $316,000 for portion of the East Flagstaff TI. Arts & Science Fund Transfers In: General Fund - $35,000 This transfer is for $25,000 to support Contributions to Agencies, and $10,000 represents a contribution for Art in Public Places. BBB Recreation - $234,000 This transfer funds assist with the Thorpe Park project. Recreation-BBB Fund Transfers In: Beautification Fund General Fund - $650,000 Contribution to help fund Thorpe Park. Transfers In: Transportation Fund - $234,000 This transfer is to assist on the Thorpe Park project. Transportation Tax - $1,416,000 Annual Financial Plan 57 City of Flagstaff Real Estate Proceeds Fund - $655,000 Sale of real estate to help fund Thorpe Park. G.O. Bond Fund Transfers In: Secondary Property Tax Fund - $278,936 This transfer is to assist in the repayment of G.O. Bonds due to a shortfall in estimated BBB Tax revenues. Recreation-BBB Fund - $628,239 To pay the debt service on the Parks and Recreation Bonds. Transfers Out: Secondary Property Tax Fund - $2,483,469 A transfer of Secondary Property Taxes collected for repayment of Library and Public Safety bonds. General Fund - $947,400 This transfer entails three separate actions 1) a contribution to the maintenance of FUTS which is a Parks responsibility $135,400; 2) $794,598 for increased maintenance in the Parks budget related to additional field maintenance associated with Recreation Bond projects; 3) $17,402 for skate park liability. Secondary Property Tax Fund Transfers Out: Beautification Fund - $110,000 This transfer is for a new FUTS construction - $110,000. Recreation-BBB Fund - $278,936 This transfer is to assist in the repayment of G.O. Bonds due to a shortfall in estimated BBB Tax revenues. G.O. Bond Fund - $628,239 To pay the debt service on the Parks and Recreation Bonds. G.O. Bond Fund - $2,483,469 There is a transfer of Secondary Property Taxes collected for repayment of Library and Public Safety bonds. Real Estate Proceeds Water and Wastewater Fund - $2,411,086 A transfer to Utilities for Secondary Property Taxes collected to support General Obligation Debt. Transfers Out: General Fund - $1,126,000 This transfer is for City redevelopment efforts. Airport Fund - $193,429 There is a transfer for Secondary Property Taxes collected for repayment of a portion of the Airport debt service; the remainder is funded with Passenger Facility Charges. BBB Recreation - $655,000 This transfer is to assist with the Thorpe Park project. Capital Projects Fund - $1,100,000 This transfer is to assist with the Adult Center renovation. Capital Projects Fund Transfers In: Housing and Community Services Fund Capital Projects Fund - $1,100,000 This transfer is to assist with the Adult Center renovation. Transfers In: General Fund - $341,953 This transfer represents a $150,000 funding for a revolving loan source, $175,400 funding for land acquisition related to affordable housing development, $3,000 for affordable housing fees, and $13,553 for code enforcement. Water and Wastewater Fund Transfers In: Metro Planning Organization Fund Secondary Property Tax Fund - $2,411,086 A transfer to Utilities for Secondary Property Taxes collected to support the General Obligation Debt. Transfers In: Transfers Out: General Fund - $25,000 This transfer is to assist in the payment of the multi modal planner. General Fund - $2,568,880 This is a transfer of $2,411,086 utility revenue to the General Fund; these funds are subsequently transferred Annual Financial Plan 58 City of Flagstaff to Highway User Tax Fund for a payment of debt and $157,794 for the APSES lease payment. Airpark Fund - $660,595 This transfer of funds is for a match on the ADOT grant for land acquisition and city contribution toward pavement maintenance. Stormwater Fund Transfers Out: Transfers In: General Fund - $33,567 This is a transfer for the APSES lease payment. General Fund - $7,042,458 This transfer funds for the Rio de Flag Project. Transfers Out: Airpark Fund HURF - $135,000 This transfer is for drainage maintenance. Transfers Out: Airport Fund - $660,595 This transfer of funds is for a match on the ADOT grant for land acquisition and a City contribution toward pavement maintenance. Airport Fund Transfers In: Environmental Services Fund General Fund - $580,000 This transfer is for the general operations in the amount of $357,000 and $223,000 for capital at the Airport. The Airport is an enterprise fund whose goal is to eventually eliminate any requirement for general fund transfers. Transfers In: General Fund - $32,500 This transfer funds the Sustainability position. Secondary Property Tax Fund - $193,429 There is a transfer for Secondary Property Taxes collected for repayment of a portion of the Airport debt service; the remainder is funded with Passenger Facility Charges. Annual Financial Plan Transfers Out: General Fund - $19,488 This transfer represents $4,678 for advertising in the citywide publication and $14,810 for debt servicing related to APSES lease payment. 59 City of Flagstaff Schedule 5: Grant Revenues CITY OF FLAGSTAFF SCHEDULE OF GRANT REVENUES FISCAL YEAR 2006-2007 PROJECT NAME GENERAL FUND POLICE METRO (NORTHERN AZ STREET CRIMES $ TASK FORCE) POLICE WEED AND SEED POLICE GANG RESISTANCE EDUCATION TRAINING (GREAT) POLICE LOCAL LAW ENFORCEMENT BLOCK GRANT (LLEBG) POLICE COMMUNITY ORIENTED POLICING POLICE COPS UNIVERSAL HIRING POLICE GOVERNOR'S OFFICE OF HWY SAFETY 2005 POLICE GOVERNOR'S OFFICE OF HWY SAFETY 2006 POLICE DUI ENFORCEMENT 2004 POLICE BULLET PROOF VEST PROGRAM POLICE FORENSIC SCIENCES POLICE HOMELAND SECURITY BOMB ROBOT POLICE HOMELAND SECURITY POLICE FIRE PRVENTION - ATV'S POLICE BURGLARY & ST CRIME REDUCTION POLICE DIRECTED PATROL GANG POLICE STATEWIDE GANG TASK POLICE CJEF DIGITAL EQUIPMENT POLICE 2006 ACJC DUI POLICE GRANT FUNDED ATV'S POLICE 2006 DPS ICAC POLICE PSN GUN & INTELLIGENT SUPP POLICE PSN JUVENILE ED POLICE 2005 HGS - BOMB VEHICLE POLICE 2006 DHS HOME LAND SECURITY POLICE 2006 GREAT GRANT POLICE 2006 JAG PATROL OVERTIME POLICE 2005 WEED & SEED POLICE 2006 PSN JUVENILE EDUCATION POLICE 2006 PSN GUN INTELLIGENCE POLICE E-CITATION (in 6601-3008) FIRE HAZARD FUEL REDUCTION FY 03 FIRE HOMELAND SECURITY EQUIPMENT FIRE FIRE IMPROVEMENT PREVENTION FIRE HAZARD FUEL REDUCTION FY 04 FIRE HOMEOWNER & COMMUNITY ACTION FIRE HAZARD FUEL REDUCTION FY04 FIRE FIRE - HEAVY RESCUE UNIT FIRE DHS FIRE PREV & SAFETY FIRE GOHS RESCUE EQUIPMENT COURT COURT IMPROVEMENT FEES COURT COURT WARRANT FEES COURT COURT INTERPRETER COURT TCPF - MODIFY AZTEC COURT TCPF/STATE JCEF FY 01/02 - COURT TRAINING OFFICER COURT TCPF/LOCAL JCEF FY 01/02 - COURT TRAINING OFFICER COURT LOCAL JCEF - COMPUTERS COURT LOCAL JCEF - TRAINING COUNTY COURT COUNTY JCEF - INFORMATION SYSTEM TECH COURT LOCAL TIME PMT. - INFORMATION SYSTEM TECH. SUBTOTAL-GENERAL FUND LIBRARY STATE GRANT-IN-AID 2005 SUBTOTAL Annual Financial Plan BUDGETED REVENUES 2005-2006 378,932 50,000 ESTIMATED REVENUES 2005-2006 $ 378,932 50,000 BUDGETED REVENUES 2006-2007 $ 283,627 6,000 CITY MATCH 2006-2007 $ BUDGETED GRANT REIMB % FUNDING - 100% 100% F/S F/NP 45,353 45,353 - - 100% F 45,000 131,086 150,000 45,000 131,086 150,000 - - 90% 100% 75% F F F 42,410 42,410 - - 100% F/S 57,856 20,000 14,525 7,500 164,428 100,000 17,546 118,000 46,384 54,744 10,000 48,219 60,240 20,270 25,000 57,856 20,000 14,525 7,500 164,428 100,000 17,546 46,384 54,744 10,000 78,930 60,240 26,000 50,000 57,490 8,292 6,804 10,000 7,570 50,000 30,000 14,000 11,639 34,000 19,106 75,806 425,000 46,717 20,000 30,000 17,500 25,000 118,000 71,313 50,000 100,750 936,718 35,640 5,300 40,000 58,560 26,780 - 100% 100% 50% 100% 100% 100% 100% 100% 100% 75% 100% 100% 100% 100% 100% 100% 100% 100% 100% 90% 100% 100% 100% 100% 50% 50% 50% 50% 50% 50% 100% 100% 100% 100% 100% 100% 100% F/S S F F F/S F/S S S S S S S S S F/S F/S F F F F F F/S F/S S F F F S S S F F S L L L S 24,028 25,000 25,000 - 100% S 11,228 25,000 22,198 9,378 22,428 9,612 25,000 22,989 - 100% 100% 100% L L L 25,940 22,000 22,660 - 100% L 25,940 1,741,827 22,000 1,651,740 22,660 2,749,533 100% L 25,000 25,000 36,072 36,072 100% S 60 - 8,292 2,532 2,222 71,313 50,000 100,750 - 235,109 - City of Flagstaff Schedule 5: Grant Revenues BUDGETED REVENUES 2005-2006 PROJECT NAME HURF HURF HURF HURF HURF BEAUT BEAUT BEAUT BEAUT BEAUT BEAUT BEAUT BEAUT BEAUT BEAUT BEAUT FEDERAL HIGHWAY ADMIN. (BUS PULLOUTS/EMPIRE REPAY) FLAGSTAFF MALL, DODGE AVE EXT. (ECONONMIC STRENGTHS) HOMELAND SECURITY, BARRICADE TRAILER LED LAMP REPLACEMENTS FHWA-ARROWHEAD & FANNING SUBTOTAL FUTS SIGNAGE FUTS - TUNNEL SPRINGS TRAIL (RR SPRINGS TO OBS MESA) FUTS - MCMILLAN MESA FUTS/RIO NORTH-BLUE WILLOW TEA - 21 - US 89-RAILHEAD TO SNOWFLAKE TEA - 21 - FT VALLEY TR-SECHRIST TO FREMONT TEA-21 - E. FLAG TI & PROJECT OPPORTUNITY ADOT TEA-21 - RT 66 RIO NORTH TO SAN FRANCISCO EFTI-ADOT FUNDING-SECTION 115/117 EFTI-MPO-FHWA GRANT TEA 21 - W VILLAGE TO WALNUT BSNF SUBTOTAL $ ESTIMATED REVENUES 2005-2006 BUDGETED REVENUES 2006-2007 CITY MATCH 2006-2007 BUDGETED GRANT REIMB % FUNDING 1,045,240 288,690 - - 100% F/S 250,000 250,000 - - 100% S 21,000 20,000 1,336,240 21,000 20,000 239,000 818,690 - 100% 100% 100% F/S S F/S 167,744 50% S 167,744 $ 137,510 137,510 - 167,744 60,768 95,000 8,874 60,768 - 95,000 95,000 50% 37% 50% S S S 500,000 - 500,000 31,915 94% F/S 500,000 - 500,000 31,915 94% F/S 1,100,000 70,213 31,915 31,915 229,043 94% F/S 94% 100% 100% 94% F/S F/S F/S F/S - 37% 50% S S 1,100,000 2,423,512 69,642 $ 500,000 1,240,000 215,000 500,000 4,817,744 BBB-REC BBB-REC THORPE PARK PHASE I RENOVATION BMX PARK/6TH STREET SUBTOTAL 550,000 550,000 550,000 293,641 843,641 HSG HSG HSG HSG HSG HSG 02/03 CDBG ENTITLEMENT 03/04 CDBG ENTITLEMENT 04/05 CDBG ENTITLEMENT 05/06 CDBG ENTITLEMENT 06/07 CDBG ENTITLEMENT OWNER OCCUPIED HOUSING REHABHOME EMERGENCY REPAIR PROG-HTF STATE GRANTS SUBTOTAL 188,581 123,000 390,226 882,961 - 88,581 22,141 281,162 555,857 - 100,000 100,859 109,064 327,104 815,702 - 100% 100% 100% 100% 100% F F F F F 419,990 308,890 2,313,648 947,741 400,000 1,852,729 - 100% 100% 100% F/S F/S S HSG HSG MPO MPO MPO MPO MPO MISC GRANT REVENUE FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION 2004 FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION 2005 FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION 2006 FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION 2007 SUBTOTAL UTIL UTIL UTIL UTIL INNER BASIN COMPOSTING TOILET XERISCAPE DEMONSTRATION GARDEN WATERLESS URINALS SYSTEM VULNERABILITY SUBTOTAL AIRPT MASTER PLAN UPDATE (AIP 22/AIP 25/AIP 26/ADOT MATCH) CONSTRUCT ARFF BLDG (AIP 23/AIP 24/ADOT MATCH) JWP WIDENING (AIP 27/ADOT MATCH) DESIGN/CONSTR RUNWAY EXT., SAFETY AREA RW21 (AIP XX/ADOT MATCH) AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT PERIMERTER ROAD LAND ACQUISITION LAND ACQUISITION FY 01 (ADOT E1107) SUBTOTAL ENV BROWNFIELD LAND RECYCLING SUBTOTAL TOUR TRAIN STATION RESTORATION SUBTOTAL Funding: 265,573 - - - 93% F/S 68,290 - - - 93% F/S 23,379 93% F/S - 93% F/S 275,803 102,075 - $ TOTAL - 310,613 250,803 - 609,666 352,878 435,804 746,417 32,802 56,181 93% F/S 19,200 19,200 19,200 34,500 53,700 19,950 37,815 57,765 19,950 19,950 60% 50% 50% 100% F/S F F F/S 57,318 154,635 - - 97.50% F&S 162,009 - 181,152 507,462 12,571 815,349 588 20,907 97.50% 97.50% F&S F&S 6,020,216 1,026,000 1,026,000 8,291,543 10,384 853,633 6,922,500 936,000 8,686,420 177,500 24,000 198,995 97.50% 97.50% 90% 90% F&S F&S S S 75,000 75,000 - 200,000 200,000 - 75% F/S - - 50,000 50,000 - 100% S 17,385,636 $ 5,627,737 $ 19,298,118 $ 739,278 L=Local, N/P=Non-Profit, S=State, F=Federal, F/S=Federal thru State, F&S=Federal and State Annual Financial Plan 61 City of Flagstaff Schedule 6: Appropriations by Fund FUND/DEPARTMENT GENERAL FUND General Administration Community Development Management Services Fire Police Public Works Utilities Non-departmental Contingency Total General Fund ACTUAL BUDGETED ACTUAL BUDGETED EXPENDITURES/ EXPENDITURE/ EXPENDITURES/ EXPENDITURE/ EXPENSES EXPENSE EXPENSES EXPENSE CHANGE 2004-2005 2005-2006 2005-2006 2006-2007 (BUDG-BUDG) $ 4,428,295 $ 3,305,113 3,440,945 7,351,936 12,309,873 6,015,078 37,878 (1,509,061) 5,822 35,385,879 5,200,940 4,105,404 3,503,470 8,655,551 14,297,667 6,775,498 28,757 1,935,270 530,000 45,032,557 $ 5,002,598 $ 3,641,191 3,359,661 8,429,695 14,184,373 6,439,942 28,757 (1,740,756) 280,000 39,625,461 5,780,417 4,912,169 4,098,404 10,223,592 15,546,867 8,434,929 14,932 4,475,833 500,000 53,987,143 $ % CHANGE 579,477 806,765 594,934 1,568,041 1,249,200 1,659,431 (13,825) 2,540,563 (30,000) 8,954,586 11.1% 19.7% 17.0% 18.1% 8.7% 24.5% (48.1%) 131.3% (5.7%) 19.9% SPECIAL REVENUE FUNDS LIBRARY FUND General Administration Community Development Management Services Public Works Utilities Non-departmental Contingency HIGHWAY USER REVENUE FUND General Administration Community Development Management Services Public Works Utilities Non-departmental Contingency TRANSPORTATION FUND Community Development Non-departmental BEAUTIFICATION FUND Community Development Reserve/Contingency ECONOMIC DEVELOPMENT FUND Non-departmental Reserve/Contingency TOURISM FUND General Administration Reserve/Contingency Annual Financial Plan $ 81,895 45,594 3,271,046 69,178 901 54,930 3,523,544 98,387 48,518 4,276,495 73,733 884 66,322 100,000 4,664,339 98,387 48,518 3,118,685 73,733 884 66,322 3,406,529 113,206 50,242 4,565,601 80,077 1,195 83,696 100,000 4,994,017 14,819 1,724 289,106 6,344 311 17,374 329,678 15.1% 3.6% 6.8% 8.6% 35.2% 26.2% 7.1% 140,443 813,791 215,471 12,012,728 1,818 182,393 3,478 13,370,122 247,091 890,966 246,583 24,134,851 3,289 228,892 100,000 25,851,672 247,091 890,966 246,583 13,770,788 3,289 228,892 15,387,609 230,386 884,940 205,898 23,906,500 3,503 250,476 100,000 25,581,703 (16,705) (6,026) (40,685) (228,351) 214 21,584 (269,969) (6.8%) (0.7%) (16.5%) (0.9%) 6.5% 9.4% (1.0%) 10,913,947 1,864,004 12,777,951 12,113,285 2,630,156 14,743,441 12,113,285 3,250,000 15,363,285 1,971,940 2,762,433 4,734,373 (10,141,345) 132,277 (10,009,068) (83.7%) 5.0% 1,276,079 1,276,079 5,544,432 10,000 5,554,432 1,744,732 1,744,732 9,542,128 10,000 9,552,128 3,997,696 3,997,696 72.1% 72.0% 405,624 405,624 474,400 25,000 499,400 414,400 414,400 621,400 25,000 646,400 147,000 147,000 31.0% 29.4% 135,206 135,206 8.0% 7.8% 1,206,562 1,206,562 $ 1,687,622 50,000 1,737,622 62 $ 1,463,487 1,463,487 $ 1,822,828 50,000 1,872,828 $ City of Flagstaff Schedule 6: Appropriations by Fund FUND/DEPARTMENT ACTUAL BUDGETED ACTUAL BUDGETED EXPENDITURES/ EXPENDITURE/ EXPENDITURES/ EXPENDITURE/ EXPENSES EXPENSE EXPENSES EXPENSE CHANGE 2004-2005 2005-2006 2005-2006 2006-2007 (BUDG-BUDG) ARTS AND SCIENCE FUND General Administration Reserve/Contingency % CHANGE 325,798 325,798 403,391 10,000 413,391 341,500 341,500 621,487 10,000 631,487 218,096 218,096 54.1% 52.8% 1,155,915 3,415,552 1,745,987 4,809,145 1,393,593 40.8% 262,725 2,501,900 200,000 150,000 (2,351,900) (94.0%) 986,134 33,516 1,019,650 4,806,625 4,806,625 1,524,611 1,524,611 4,362,961 4,362,961 (443,664) (443,664) (9.2%) (9.2%) 331,284 30,955 362,239 508,002 51,664 100,000 659,666 340,430 37,447 377,877 776,417 52.8% (100.0%) 240,000 1,016,417 268,415 (51,664) 140,000 356,751 35,686,209 64,848,040 41,970,017 58,351,459 (6,496,581) (10.0%) GENERAL OBLIGATION BONDS FUND Non-departmental 1,762,246 3,451,761 3,451,879 3,111,708 (340,053) (9.9%) SPECIAL ASSESSMENT BONDS FUND Non-departmental Total Debt Service Funds 298,998 2,061,244 94,545 3,546,306 94,145 3,546,024 91,447 3,203,155 (3,098) (343,151) (3.3%) (9.7%) 970,005 970,005 10,692,520 10,692,520 2,014,039 2,014,039 24,968,369 24,968,369 RECREATION-BBB FUND Public Works REAL ESTATE PROCEEDS FUND Non-departmental HOUSING AND COMMUNITY SERVICES FUND Community Development Non-departmental METRO PLANNING ORG FUND Community Development Non-departmental Contingency Total Special Revenue Funds 54.1% DEBT SERVICE FUNDS CAPITAL PROJECT FUNDS CAPITAL PROJECTS BOND FUND Non-departmental Total Capital Projects Funds 14,275,849 14,275,849 133.5% 133.5% 12,788 56,488 118,950 3,615 (5,893,282) 47,472 (5,653,969) 4.7% 8.7% 23.2% 8.3% (10.7%) 14.0% (9.7%) ENTERPRISE FUNDS WATER AND WASTEWATER FUND General Administration Community Development Management Services Public Works Utilities Non-departmental Contingency Annual Financial Plan $ 221,209 670,558 478,507 44,849 19,827,922 304,144 21,547,189 $ 273,877 649,464 512,516 43,796 54,933,755 339,648 1,400,000 58,153,056 63 $ 273,877 649,464 512,516 43,796 28,467,020 339,648 30,286,321 $ 286,665 705,952 631,466 47,411 49,040,473 387,120 1,400,000 52,499,087 $ City of Flagstaff Schedule 6: Appropriations by Fund UND/DEPARTMENT ACTUAL BUDGETED ACTUAL BUDGETED EXPENDITURES/ EXPENDITURE/ EXPENDITURES/ EXPENDITURE/ EXPENSES EXPENSE EXPENSES EXPENSE CHANGE 2004-2005 2005-2006 2005-2006 2006-2007 (BUDG-BUDG) AIRPORT FUND General Administration Community Development Management Services Public Works Utilities Non-departmental Contingency ENVIRONMENTAL SERVICES FUND General Administration Community Development Management Services Public Works Utilities Non-departmental Contingency STORMWATER UTILITY FUND General Administration Community Development Management Services Public Works Utilities Non-departmental Contingency Total Enterprise Funds % CHANGE 33,085 25,226 89,656 7,152,726 401 75,075 7,376,169 31,404 17,892 78,734 10,796,969 297 58,443 10,983,739 31,404 17,892 78,734 3,022,882 297 58,443 3,209,652 47,792 30,046 91,181 11,419,581 725 96,716 11,686,041 16,388 12,154 12,447 622,612 428 38,273 702,302 52.2% 67.9% 15.8% 5.8% 144.1% 65.5% 6.4% 149,706 108,158 204,687 8,386,738 103,227 174,458 16,529 9,143,503 171,465 106,151 237,227 10,103,926 120,501 165,072 500,000 11,404,342 171,465 106,151 237,227 8,839,647 120,501 165,072 278,500 9,918,563 168,627 120,107 217,261 11,813,101 150,338 217,854 500,000 13,187,288 (2,838) 13,956 (19,966) 1,709,175 29,837 52,782 1,782,946 (1.7%) 13.1% (8.4%) 16.9% 24.8% 32.0% 15.6% 10,656 845,551 12,928 6,184 7,315 13,396 558 896,588 38,963,449 15,651 10,266,370 36,060 7,974 8,167 23,001 10,000 10,367,223 90,908,360 15,651 1,814,340 36,060 7,974 8,167 23,001 1,905,193 45,319,729 18,381 8,873,710 49,373 8,273 9,812 28,034 10,000 8,997,583 86,369,999 2,730 (1,392,660) 13,313 299 1,645 5,033 (1,369,640) (4,538,361) 17.4% (13.6%) 36.9% 3.7% 20.1% 21.9% (13.2%) (5.0%) 7,200 7,200 14,400 14,400 7,200 7,200 14,400 14,400 FIDUCIARY FUNDS VOLUNTEER FIREMEN'S PENSION Non-departmental Total Fiduciary Funds TOTAL ALL FUNDS Annual Financial Plan $ 113,073,986 $ 215,042,183 64 $ 132,482,470 $ 226,894,525 - $ 11,852,342 - 5.5% City of Flagstaff Schedule 7: Appropriations by Department DEPARTMENT/DIVISION GENERAL ADMINISTRATION City Manager City Clerk City Court Law Human Resources Risk Management Tourism - Gen. Admin. Visitor Services TOTAL COMMUNITY DEVELOPMENT Community Development Admin. Development Services Capital Improvement Community Improvements Housing and Community Svcs Community Investment Stormwater Utility Stormwater Capital Drainage Transportation Debt Service-4th Street Urban Design Streetscape Flag Urban Trails System Arts and Science Metro Planning Organization TOTAL ACTUAL EXPENDITURES/ EXPENSES 2004-2005 ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2005-2006 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2005-2006 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2006-2007 CHANGE % (BUDG-BUDG) CHANGE $ $ $ $ $ 801,569 256,792 1,912,538 914,929 416,460 126,007 832,493 374,069 5,634,857 872,431 306,384 2,239,776 1,149,243 481,427 151,679 1,138,494 549,128 6,888,562 848,508 294,400 2,088,482 1,147,396 475,360 148,452 1,110,493 352,994 6,466,085 924,294 285,132 2,456,668 1,337,574 548,135 228,614 1,237,365 585,463 7,603,245 51,863 (21,252) 216,892 188,331 66,708 76,935 98,871 36,335 714,683 5.9% (6.9%) 9.7% 16.4% 13.9% 50.7% 8.7% 6.6% 10.4% 8,794 416,991 (66,880) 114,796 (443,664) 333,064 35,281 (678,976) (746,340) (9,986,568) (22,500) 23,979 2,048,521 1,925,196 218,096 268,415 (6,551,795) 3.1% 15.2% 31.1% 29.0% (9.2%) 36.8% 3.7% (71.2%) (9.0%) (78.3%) (1.1%) 30.1% 78.2% 67.7% 54.1% 52.8% (16.2%) 220,590 239,494 94,478 40,372 372,663 (85,513) 882,084 16.9% 30.2% 11.1% 7.3% 12.5% (7.2%) 11.5% 311,477 1,149,789 (190,048) 988,813 986,134 1,045,082 414,366 425,046 10,738,351 2,039,600 36,702 134,678 1,104,699 325,798 331,284 19,841,771 282,037 2,736,709 (215,102) 396,244 4,806,625 905,516 956,729 953,976 8,307,239 12,751,841 1,991,600 79,571 2,621,220 2,843,641 403,391 508,002 40,329,239 248,040 2,543,018 (311,377) 440,118 1,524,611 721,392 532,092 733,662 500,160 13,371,685 1,991,600 90,026 269,192 1,385,514 341,500 340,430 24,721,663 290,831 3,153,700 (281,982) 511,040 4,362,961 1,238,580 992,010 275,000 7,560,899 2,765,273 1,969,100 103,550 4,669,741 4,768,837 621,487 776,417 33,777,444 MANAGEMENT SERVICES Information Systems Management Services Admin. Finance/Budget Sales Tax & Licensing Library Library Grants TOTAL 1,373,282 750,447 800,027 517,189 2,688,710 476,391 6,606,046 1,308,354 791,819 852,987 550,310 2,986,859 1,186,732 7,677,061 1,258,864 754,710 831,901 514,186 2,610,389 405,392 6,375,442 1,528,944 1,031,313 947,465 590,682 3,359,522 1,101,219 8,559,145 FIRE DEPARTMENT 7,351,936 8,655,551 8,429,695 10,223,592 1,568,041 18.1% 11,557,628 752,245 12,309,873 13,013,766 1,283,901 14,297,667 13,117,689 1,066,684 14,184,373 14,279,361 1,267,506 15,546,867 1,265,595 (16,395) 1,249,200 9.7% (1.3%) 8.7% POLICE DEPARTMENT Police Police Grants TOTAL Annual Financial Plan 65 City of Flagstaff Schedule 7: Appropriations by Department DEPARTMENT/DIVISION ACTUAL EXPENDITURES/ EXPENSES 2004-2005 ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2005-2006 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2005-2006 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2006-2007 CHANGE % (BUDG-BUDG) CHANGE $ $ $ $ PUBLIC WORKS Public Works Administration $ USGS Facilities Parks Fleet Services Cemetery Public Facilities Maintenance Recreation Street Maintenance & Repairs Street Const. & Reconstruction Transportation CIP Street & Highway User Rev Bonds Airport Debt Service - Airport Environmental Services Recreation-BBB TOTAL 211,514 687,194 2,170,735 78,848 157,149 823,498 1,886,140 2,986,362 1,633,413 4,845,432 2,398,830 6,602,625 473,927 8,192,552 1,155,915 34,304,134 UTILITIES Administration Lake Mary Water Plant Customer Service Water Distribution System Booster Stations Betterments & Imp. Water Dist Betterments & Imp. Water Prod Wastewater Treatment Wastewater Collection Wastewater Monitoring Reclaim Water Plant Wastewater Treatment Imp Wastewater Collection Imp Debt Service - Water Debt Service - Sewer TOTAL 1,003,012 2,475,498 613,004 1,018,917 81,062 3,260,373 297,233 1,470,580 818,699 273,259 859,550 1,401,208 2,464,517 2,142,910 1,799,640 19,979,462 1,337,153 4,030,151 785,822 1,210,836 76,356 3,900,991 19,157,014 1,674,881 1,148,459 472,521 930,059 14,546,535 1,137,087 1,839,110 2,848,675 55,095,650 1,316,648 3,285,815 748,284 1,206,185 75,132 1,489,982 8,644,803 1,497,575 740,856 405,611 972,905 2,495,753 1,066,062 2,457,080 2,226,224 28,628,915 NON-DEPARTMENTAL Council & Commissions Contributions to Other Agencies Non-Departmental Real Estate Proceeds Firemen's Pension G.O. Bond - Debt Service Special Assessments Bonds Capital Projects Bond Economic Development Facility Improvement Debt TOTAL 227,157 710,336 2,311,009 262,725 7,200 1,762,246 298,998 970,005 405,624 64,220 7,019,520 233,791 787,053 5,677,423 2,501,900 14,400 3,451,761 94,545 10,692,520 474,400 494,993 24,422,786 26,387 2,835,000 RESERVES/CONTINGENCIES GRAND TOTAL $ 113,073,986 $ 231,938 931,547 2,266,889 124,456 207,705 954,363 2,058,600 3,675,925 5,236,583 12,650,431 2,417,785 10,080,778 648,824 9,939,291 3,415,552 54,840,667 215,042,183 $ 309,159 718,798 2,262,474 78,419 179,240 862,790 2,029,062 2,679,501 4,884,621 3,634,754 2,417,785 2,306,691 648,824 8,675,012 1,745,987 33,433,117 38,732 366,322 423,091 (90,331) 9,624 651,476 260,517 754,631 (638,787) (366,134) (6,699) 693,472 (68,710) 1,645,035 1,393,593 5,065,832 16.7% 39.3% 18.7% (72.6%) 4.6% 68.3% 12.7% 20.5% (12.2%) (2.9%) (0.3%) 6.9% (10.6%) 16.6% 40.8% 9.2% 1,174,301 4,053,890 836,629 1,487,398 90,852 4,980,751 12,058,180 1,712,065 1,375,364 332,154 896,307 13,703,070 1,361,133 3,562,630 1,596,254 49,220,978 (162,852) 23,739 50,807 276,562 14,496 1,079,760 (7,098,834) 37,184 226,905 (140,367) (33,752) (843,465) 224,046 1,723,520 (1,252,421) (5,874,672) (12.2%) 0.6% 6.5% 22.8% 19.0% 27.7% (37.1%) 2.2% 19.8% (29.7%) (3.6%) (5.8%) 19.7% 93.7% (44.0%) (10.7%) 225,852 747,064 2,035,108 200,000 7,200 3,451,879 94,145 2,014,039 414,400 494,993 9,684,680 303,837 966,190 8,388,910 150,000 14,400 3,111,708 91,447 24,968,369 621,400 495,494 39,111,755 70,046 179,137 2,711,487 (2,351,900) (340,053) (3,098) 14,275,849 147,000 501 14,688,969 30.0% 22.8% 47.8% (94.0%) (9.9%) (3.3%) 133.5% 31.0% 0.1% 60.1% 558,500 2,945,000 132,482,470 $ 270,670 1,297,869 2,689,980 34,125 217,329 1,605,839 2,319,117 4,430,556 4,597,796 12,284,297 2,411,086 10,774,250 580,114 11,584,326 4,809,145 59,906,499 226,894,525 $ 110,000 3.9% 11,852,342 5.5% This schedule includes the entire budgetary responsibility of the division without regard to funding source. Operating revenue transfers provide the level of accountability for division managers and department heads. Annual Financial Plan 66 City of Flagstaff Schedule 8: Operating Capital CITY OF FLAGSTAFF SUMMARY OF OPERATING CAPITAL FISCAL YEAR 2006-2007 DIV # DIVISION OPERATING CAPITAL CARRYFWD 2005-2006 9 MANAGEMENT SERVICES FOLDER/INSERTER SKYLIGHTS (20) 11 LIBRARY SERVICES LIBRARY VAN LIBRARY PALSMOBILE LIBRARY BOOKMOBILE 16 DEVELOPMENT SERVICES REPLACE E2-16, 1/2 TON 4 X 4 PICKUP PICKUP EXTENDED CAB 4 X 4 REPLACE E2-20, 3/4 TON 4 X 4 PICKUP DRYING OVEN ACER DRILL REPLACE I2-1, HYBRID SUV REPLACEI2-16, HYBRID SUV REPLAC I2-50, HYBRID SUV NEW VEHICLE FOR INSPECTOR 1 - 19,675 20,000 19,675 8,000 5,000 29,000 29,000 29,000 20,000 18 COMMUNITY INVESTMENT HONDA CIVIC HONDA CIVIC - CODE ENFORCEMENT HONDA CIVIC - CODE ENFORCEMENT - 24,000 23,000 23,000 21 FIRE TYPE 1 ENGINE CARRY FORWARD FROM FY 06 REPLACE F2-17, BRONCO REPLACE F2-08, 3/4 TON CHEVY TRUCK HURST RESCUE TOOL CHANNEL 7 BASE STATION REPLACEMENT NAGELLAN DW 7000 MODEM AND SATELLITE VIDEO CONFERENCING CAMERAS ALL TERRAIN QUAD DHS HEAVY RESCUE UNIT GOHS RESCUE EQUIPMENT 22 POLICE REPLACE 6 PATROL SEDANS POLICE VEHICLE PRISONER VAN CARGO BOX INTOXILYZER KUSTOM IN-CAR VIDEO SYSTEM HYBRID SUV ADMINISTRATIVE VEHICLES COPIER STAIRWELL ENCLOSER EVIDENCE STORAGE - 136,200 33,570 37,500 22,716 7,236 24,768 82,000 11,749 7,243 13,012 23 POLICE GRANTS BOMB VEHICLE DHS TACTICAL OPERATION VEHICLE PERSONAL PROTECTIVE GEAR SMART ZONE COMM. UPGRADE DIGITAL RECORDER & CAMERAS ATV'S INTERNET CRIMES AGAINST CHILDREN - 75,806 320,000 5,000 100,000 50,000 14,000 11,639 24 CAPITAL PROJECTS FUND FIRE TRUCK QUINT SCBA EQUIPMENT 25 PUBLIC WORKS ADMIN Annual Financial Plan $ - BUDGET 2006-2007 $ 125,000 200,000 404,500 - 900,000 400,000 HYBRID SUV REPLACEMENT FOR PLANNER 67 - 20,000 50,000 20,500 125,000 200,000 404,500 24,500 27,650 25,000 8,500 6,000 14,000 13,500 936,718 5,300 900,000 400,000 29,000 City of Flagstaff Schedule 8: Operating Capital DIV # 26 DIVISION PARKS OPERATING CAPITAL CARRYFWD 2005-2006 BUDGET 2006-2007 WOOD FIBER REPLACEMENT BASKETBALL COURT RESUFACING - CHESHIRE RESURFACE TENNIS COURT AT CHESHIRE PARK FLAG POLE RESTORATION AIR COMPRESSOR WATER TANK TRAILER 14' TILT TRAILER SKID STEER TRACTOR UTILITY VEHICLE THORPE FENCE CHESHIRE FENCE SKID STEER TRACTOR 1/2 TON PICKUP 1/2 TON PICKUP - 15,000 9,500 12,600 20,000 18,500 6,100 7,200 32,000 20,000 67,100 14,400 32,000 17,500 17,500 27 FLEET SERVICES FRONT GATE REPLACEMENT FOR CITY YARD RESURFACE LOWER SHOP FLOOR AIR EXHAUST SYSTEM - LOWER SHOP IRON WORKER MACHINE - 8,125 10,000 10,000 6,000 29 FACILITIES 4 X 4 PICKUP EXTENDED CAB - 26,000 30 RECREATION CARPET/TILE REPLACEMENT - FLAG REC INTERIOR PAINTING - FLAG REC PART. PAINT - INT/EXT - JAY LIVELY DOOR REPLACEMENT - JAY LIVELY THORPE PARK SCOREBOARDS - 13,000 11,300 6,400 5,000 11,000 32 STREET MAINT & REP SWEEPRITE MODEL 4400 10 WHEEL DUMP TRUCK LOADER LOADER 10 WL DUMP TRUCK SNOW WING 10 WHEEL DUMP TRUCK SLIDE FOR WATER TANK ECONLITE TS2 TRAFFIC CONGTROL CABINET ATSI BIU TESTER ONE TON UTILITY TRUCK - 190,000 165,000 146,000 146,000 165,000 8,000 165,000 25,000 17,000 7,000 45,000 38 AIRPORT MOWING TRACTOR 4 X 4 3/4 TON PICKUP WITH SNOWPLOW - 57,900 28,000 41 ENVIRONMENTAL SVCS PICK UP TRUCK COPIER REPLACE G8-64 SIDE LOADER REAR LOADER TOP LOADER ROLL OFF TRUCK LITTER FENCE EXTENSIONS LANDFILL CLOSURE COSTS REFURBISH G8-24 DOZER 3/4 TON 4X4 PICKUP ROLL OFF TRUCK PORTABLE LITTER FENCING REPLACE G8-50 - BIN MAINTENACE TRUCK REPLACE G8-1 - ROLL OFF TRUCK RAPID RAIL TOP LOADER GENERATOR ROAD EXTENSION WIRELESS ANTENNA SIDE LOADER TOP LOADER TOP LOADER 12,000 195,000 195,000 195,000 22,000 7,784 215,000 185,000 230,000 175,000 36,000 500,000 145,000 25,000 25,000 30,000 60,000 175,000 195,000 220,000 10,000 5,000 12,000 195,000 195,000 215,000 Annual Financial Plan 68 City of Flagstaff Schedule 8: Operating Capital DIV # DIVISION OPERATING CAPITAL CARRYFWD 2005-2006 BUDGET 2006-2007 42 UTILITY ADMIN WILDLIFE VIEWING AREA EQUIPMENT 10,780 47 LAKE MARY WTR PLANT POLYMER FEED PUMP ALUM/CAUSTIC FEED PUMP TURBIDIMETERS (3) W/CONTROLLER UPPER LAKE MARY DAM IMPROVEMENTS. COMPOSTING TOILET. BOOM TRUCK REPLACEMENT SNOW PLOW 32,000 - 7,000 8,000 8,000 20,000 32,000 60,000 5,500 48 CUSTOMER SERVICE MOBILE ITRON I-74 DATA COLLECTOR 6,000 37,500 49 WATER DISTRIBUTION 1/2 TON 4X4 TRUCK (2) 4 X 4 UTILITY BED SERVICE TRUCK W/HYDRAULIC CRANE 4 X 4 UTILITY BED SERVICE TRUCK W/HYDRAULIC CRANE UTILITY BED REPLACEMENT & HYDRAULIC CRANE 19,730 22,280 50,000 69,730 50,000 22,280 51 WATER DISTRIBUTION IMPRV RADIO METERS - 309,000 52 WATER PRODUCTION IMPRV WATER QUALITY MONITORS COMPUTER EQUIPMENT - 240,000 62,661 54 WSWTR COLLECTION HYDRO-VAC SEWER CLEANER HYDRO-VAC SEWER CLEANER SKID MOUNTED ROOT FOAMER 200,000 190,000 33,050 260,000 260,000 33,050 56 RECLAIMED WATER SUBMERSIBLE PROPELLER PUMP - 25,500 57 WW TREATEMENT IMPROVEMENTS WW SYSTEM OPTIMIZER SOFTWARE - 30,000 58 WW COLLECTION IMPROVEMENTS REBATE - RECLAIMED H2O - 110,000 65 CITY COURT BULLET PROOFING JUDGES BENCHES/CLERICAL AREA - 10,000 66 NON-DEPARTMENTAL COPIER W/NETWORK OPTIONS 10,000 60,000 67 REAL ESTATE LAND ACQUISITION COSTS - 150,000 TOTAL Annual Financial Plan $ 69 3,150,340 10,780 $ 10,781,867 City of Flagstaff Schedule 9: Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2006-2007 DIV # DIVISION PROJECT 24 CAPITAL PROJECTS FUND FIRE STATIONS AQUATIC/MULTI GEN CENTER FUTS/OPEN SPACE LAND ACQ USGS OFFICE/LAB BUILDING BUSINESS INCUBATOR ADULT CENTER RENOVATION 33 STREET CONSTRUCTION CUMMINGS STREET RAILHEAD 4TH LEG AT 89N RESERVE FOR IMPROVEMENTS SIDEWALK REPLACEMENT PROG STREET IMP PROGRAM SUNNYSIDE PH.4 TRAFFIC SIGNAL MODIFICA RT 66 BUS PULLOUTS SOUTHSIDE TRAFFIC IMPROVEMENTS 34 DRAINAGE RIO DE FLAG FLOOD CONTROL RIO PARKING REPLACEMENT 35 4TH STREET OVERPASS FOURTH ST RAIL CROSSING 37 AIRPORT CAPITAL PROJ GLYCOL RECOVERY APRON ARE GLYCOL RECOVERY GEN AVIAT AIRPORT SIGNAGE UPGRADE JWP/PULLIAM WIDENING DESIGN/CONSTR RUNWAY EXT. ECHO-FOXTROT DRAINANGE ARFF BUILDING PERIMETER ROAD CONSTRUCTIONS CARRYFWD 2005-2006 $ BUDGET 2006-2007 3,118,030 55,172 1,403,453 - $ 8,985,654 7,856,295 1,422,321 1,000,680 3,364,919 1,038,500 82,932 282,878 409,507 4,960 - 82,932 557,348 50,000 15,000 1,915,724 1,439,282 100,000 137,510 300,000 6,360,899 1,200,000 6,360,899 1,200,000 2,840 2,840 4,683,235 - 98,461 297,265 45,000 836,256 7,100,000 219,869 13,159 960,000 41 ENVIRONMENTAL SERVICES LANDFILL SITE IMPROVEMENT RESIDENTIAL DROP OFF BIODIESEL PUMPING STATION OFFICE BUILDING IMPROVEMENTS MAINTENANCE BUILDING 81,164 14,000 187,452 485,473 80,000 81,164 14,000 187,452 485,473 47 LAKE MARY WATER PLANT LAND ACQUISITION INNER BASIN PIPELINE WATER PLANT REMODEL RESERVOIR FILTRATION PLANT ROOF 301,000 193,125 17,780 20,000 401,000 193,125 17,780 51 BETTRMTS & IMP WATER DIST TALKINGTON/LYNN/ELZBTH WL SUNNYSIDE W/L PH IV (UF) CC COLLEGE/NAU WATERLINE LM ROAD UTILITY RELOCATE SUNNYSIDE WL PH V (UF) FRANKLIN WATERLINE RESERVE FOR IMPS (UF) 555,011 557,046 327,108 10,626 557,046 61,796 923,288 1,269,546 452,108 10,626 1,658,447 232,336 125,400 52 BTTRMTS & IMP WATER PRODUCTIONTOWN WELL #5 FUTURE WATER ACQUISITIONS WATER PRODUCTION WELLS BD RAILROAD SPRINGS RESRVIOR LM WELL #7 BLDG AND POWER CHLORINE DIOXIDE LM WELLFIED -LM#2 12" LTESWTR EVALUATION SOLAR BEES-2 UPPR LK MARY USGS SURVEY 7,079,775 2,172,681 507,454 170,000 - 110,000 7,114,700 3,003,000 507,454 200,000 110,000 389,365 60,000 100,000 161,000 Annual Financial Plan 70 City of Flagstaff Schedule 9: Capital Improvement Program DIV # 57 58 DIVISION WSTWTR TREATMENT IMP WSTWTR COLLECTION IMPRV PROJECT CARRYFWD 2005-2006 BUDGET 2006-2007 WC UPGRADE/RECLAIM CON(UF WC PRIMARY TANK PIPE HNGR WC DIGESTER PIPE REPLACE WC PRIMARY COATING WC PRIMARY REBUILD WC SEPTAGE TREATMENT PICTURE CANYON GREASE TREATMENT SOLAR BEES WILDCAT CRACK SEAL 12,000,000 60,000 115,928 173,891 374,427 316,650 - 12,000,000 60,000 115,928 173,891 374,427 316,650 150,000 400,000 50,000 32,174 RECLAIM HYDRANTS XERISCAPE PROJECTS WALGREENS SEWER REPLACE HUNTINGTON SEWER UPSIZE CONTINENTAL OUTFALL SEWER BUFFALO PK TK RESERVE FOR IMPS (UF) 160,000 50,000 61,072 - 130,000 50,000 268,072 303,544 237,717 170,000 91,800 66 NON-DEPARTMENTAL REDEVELOPMENT LAND ACQUISITION 2,095,053 3,221,053 74 STREETSCAPE SPECIAL PROJECTS HISTORIC FACADES & SIGNS CITY GATEWAY SIGNS NEON CORRIDOR US 89 RAILHEAD TO SNOWFLK REDEVELOPMENT OPPORTUNITY E FLAG TI ADOT CORRIDOR 68,650 40,000 972,498 1,166,285 50,000 118,650 80,000 60,000 1,069,648 100,000 3,191,443 75 FLAGSTAFF URBAN TRAIL SPECIAL PROJECTS SIGNAGE PROGRAM PRIVATE DEVELOPMENT MCMILLIAN MESA TRAILHEAD RIO N CRESENT TO OBS MESA FUTS FT VALLEY SECH-FREMT McMILLIAN MESA SYSTEM RT66-RIO N TO SAN FRAN SANTA FE-W VILLAGE-WALNUT SANTA FE W-WALNUT TO RIO RIO NORTH BLUE WILLOW TO 180 LIL A 335,488 150,000 231,315 535,650 75,268 35,094 183,000 124,703 130,000 - 58,000 335,488 150,000 50,000 262,400 538,851 78,877 596,439 910,743 1,410,142 353,019 24,878 85 VISITOR SERVICES VISITOR CENTER REPAIRS/REMODEL 199,537 199,537 91 RECREATION-BBB TAX THORPE PARK 1,747,965 4,809,145 92 TRANSPORTATION CIP MISC SAFE TO SCHOOL PROJ MISC BIKE/PED COUNTRY CLUB DRIVE TRANS. PLANNING & PROG. HUNTINGTON DR IMPROVEMENT EAST FLAGSTAFF GATEWAY BEULAH BLVD EXTENSIONS DNTN RAIL CROSSING MODIF RESERVE FOR IMPROVEMENTS LAKE MARY RD/FH 3 BUTLER/FOURTH ST SIGNAL I-40/FOURTH STREET TI PLANNING STUDIES COMMERCE AVE PAVING PRESTON RD PAVING INDUSTRIAL DR/FANNING WAS BUTLER AVE WIDENING BRANDEN & GABEL PAVING WEST/SIXTH INTERSECTION INDUSTRIAL: FANNING TO EA 160,496 409,271 70,000 145,175 1,548,188 6,100,000 554,000 662,785 25,000 45,795 237,807 50,000 274,702 95,559 470,064 552,570 49,662 106,291 726,932 99 STORMWATER CAPITAL PROJECTS DRAINAGE SPOT IMPROVEMENT SIXTH AVENUE DETENTION BASIN ISABEL AFFORDABLE HOUSING DRAINAGE 121,810 348,839 26,000 35,171 665,888 6,099,464 63,175 45,795 165,637 50,000 274,702 95,559 393,113 368,633 61,038,703 $ 108,458,991 Total Annual Financial Plan $ 71 250,000 5,000 20,000 City of Flagstaff Schedule 10: Debt Service Requirements CITY OF FLAGSTAFF DEBT SERVICE REQUIREMENTS FISCAL YEAR 2006-2007 ORIGINAL ISSUE GENERAL FUND [20] Existing Debt: OTHER DEBT USGS-Series 12 Capital Lease - APSES $ 295,000 357,222 652,222 164,199 113,772 277,970 3,240 500 3,740 462,439 471,494 933,933 5,580,000 9,375,000 14,955,000 5,580,000 4,085,000 9,665,000 1,940,000 1,940,000 341,673 127,913 469,586 1,500 1,500 343,173 2,067,913 2,411,086 25,000,000 25,000,000 21,990,000 21,990,000 1,000,000 1,000,000 964,600 964,600 4,500 4,500 1,969,100 1,969,100 3,100,000 720,000 31,500,000 4,615,599 39,935,599 3,100,000 720,000 29,055,000 32,875,000 465,000 1,180,000 1,645,000 141,001 22,238 1,300,969 1,464,208 195 2,305 2,500 141,001 487,433 2,483,274 3,111,708 720,000 720,000 340,000 340,000 76,000 76,000 14,799 14,799 648 648 91,447 91,447 924,240 8,000,000 13,808,000 8,230,000 6,000,000 6,775,760 46,600,000 90,338,000 534,340 1,680,000 6,203,000 7,075,000 2,236,830 5,770,075 23,499,245 409,726 1,653,000 675,000 342,335 274,108 3,354,169 36,676 75,600 310,154 228,250 76,097 204,693 862,500 1,793,971 650 300 1,590 500 6,711 994 10,745 447,052 75,900 1,964,744 903,750 425,142 478,801 863,494 5,158,884 2,062,000 2,782,598 600,000 5,444,598 927,000 2,651,651 433,993 4,012,644 247,000 84,809 31,295 363,104 46,346 146,927 23,654 216,927 83 0 0 83 293,429 231,736 54,949 580,114 $ 184,893,197 99,456,442 9,030,495 5,202,061 23,716 14,256,272 GENERAL OBLIGATION BOND FUND [70,24] Existing Debt: G.O. Series 2001 Parks & Recreation G.O. Series 2003 Refunding G.O. Series 2006 Capital Projects Proposed MFC Bonds AIRPORT FUND [39] Existing Debt: G.O. Series 2001 Other debt - Lease Purchase - Hangars Other debt - Loan - Hangars Total Debt Service Requirements Annual Financial Plan FISCAL TOTAL CHARGES REQUIREMENTS 3,620,000 3,454,552 7,074,552 4TH STREET [87] Existing Debt: 2003 MFC Revenue Bonds WATER AND WASTEWATER FUND [59,60] Existing Debt: G.O. Series '91B G.O. Bonds '97 G.O. Series 2001 G.O. Series 2003 Wastewater Revolving Debt - 1992 (WIFA) 2002 Water Revenue Bonds (WIFA) Proposed Water Revenue Bonds INTEREST 4,700,000 3,800,000 8,500,000 STREETS FUND [36] Existing Debt: Jr. Lien Rev Bonds, Series '92 Series 2003 Revenue Bonds SPECIAL ASSESSMENT DISTRICT [96] Existing Debt: Bow and Arrow (002) OUTSTANDING 07/01/2006 PRINCIPAL 72 City of Flagstaff Annual Financial Plan 500,000 1,060,878 40,779,435 597,205 1,258,255 39,149,614 61,059 167,201 6,238 591,418 2,398,830 4,678 3,229,424 Transfers In Library HURF Beautification Tourism Visitor Center Recreation-BBB Real Estate Proceeds Utilities fund Airport Environmental Services Total Transfers In 73 42,379,038 64,251,476 Total Revenues & Transfers In Total Sources of Funds City of Flagstaff 67,340,762 44,814,390 328,391 85,401 170,201 6,847 2,590 812,891 2,575,579 33,567 19,488 4,034,955 39,128 1,854,886 241,225 30,335 1,741,938 291,445 865,423 127,696 5,535,781 5,181,305 2,550,000 1,298,218 443,609 570,575 4,918,476 4,900,116 2,461,425 173,482 1,110,117 557,820 943,252 126,310 13,072,172 4,069,597 1,850,000 12,976,931 3,618,849 1,925,231 217,276 505,651 667,187 128,828 22,526,372 339,182 553,680 498,505 127,060 $ 21,872,438 Budget 2005-2006 Revenues Taxes Sales Tax Property Tax Franchise Fees Intergovernmental Revenues State Shared Income Tax State Shared Sales Tax Auto Lieu Tax Federal Grants State Grants County IGA License & Permits Business Licenses Building Permits Other Licenses and Permits Charges for Services General Government Parks and Recreation Public Safety Cemetery Fines & Forfeitures Court Fines Other Fines Other Revenue Interest Earnings Miscellaneous Total Revenues Beginning Fund Balance Sources of Funds Actual 2004-2005 71,159,869 47,219,407 78,391 85,401 170,201 6,847 2,590 753,000 2,575,579 33,567 19,488 3,725,064 693,000 1,161,290 43,494,343 865,423 133,096 353,276 490,701 713,710 128,828 39,128 2,300,000 488,560 5,535,781 5,681,000 2,550,000 1,244,334 407,406 570,575 14,115,905 4,172,330 1,850,000 23,940,462 Estimate 2005-2006 78,042,435 53,697,875 328,391 85,401 175,201 6,847 2,590 947,400 1,126,000 2,568,880 33,567 19,488 5,293,765 511,798 1,632,131 48,404,110 879,193 130,508 728,440 568,158 609,993 135,269 41,084 2,300,000 246,699 6,771,938 5,965,050 2,601,000 2,026,196 723,337 584,840 15,333,155 4,654,071 1,961,250 24,344,560 Budget 2006-2007 CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2007-2012 62,685,607 51,594,655 78,391 85,401 180,301 6,847 2,590 990,222 1,970,366 33,567 19,488 3,367,173 524,593 1,316,492 48,227,481 893,357 133,395 764,863 616,833 703,220 142,033 43,138 2,000,000 257,696 7,320,465 6,263,303 2,653,020 290,718 254,431 599,461 16,622,837 4,817,346 2,010,281 11,090,952 2007-2008 61,699,515 54,032,843 78,391 85,401 185,554 6,847 2,590 1,044,049 1,962,991 33,567 19,488 3,418,878 537,708 1,295,394 50,613,965 907,931 136,360 803,105 642,878 706,576 149,135 45,295 2,080,000 269,243 7,810,936 6,451,202 2,706,080 297,986 243,777 614,448 17,869,421 4,985,953 2,060,538 7,666,672 2008-2009 64,385,309 55,889,680 78,391 85,401 190,965 6,847 2,590 1,086,779 1,958,565 33,567 19,488 3,462,592 551,150 1,322,094 52,427,087 922,932 139,405 843,261 670,129 710,066 156,592 47,560 2,163,200 281,368 8,342,080 6,644,738 2,760,202 305,436 151,428 629,809 18,513,125 5,160,461 2,112,051 8,495,629 2009-2010 67,355,145 57,616,111 78,391 85,401 196,537 6,847 2,590 1,118,390 1,968,885 33,567 19,488 3,510,096 564,929 1,349,476 54,106,015 938,380 142,532 885,423 698,645 673,695 164,422 49,938 2,249,728 294,099 8,592,342 6,850,725 2,815,406 313,072 155,327 645,554 19,216,392 5,341,077 2,164,852 9,739,034 2010-2011 68,978,020 58,574,922 78,391 85,401 202,278 6,847 2,590 1,150,911 1,978,305 33,567 19,488 3,557,778 579,052 1,227,558 55,017,145 954,294 145,745 929,694 728,495 677,471 172,643 52,435 2,339,717 307,466 8,592,342 6,850,725 2,871,714 320,899 159,431 661,693 19,698,783 5,528,015 2,218,973 10,403,098 2011-2012 Schedule 11: Five-year Plans Annual Financial Plan 74 235,901 711,672 200,243 674,705 1,822,521 1,174,937 15,000 2,398,830 65,000 35,000 375,400 450,000 410,968 4,925,135 2,068,024 Transfers Out Library MPO Hurf Beautification Economic Development Arts and Science Recreation -BBB Real Estate Proceeds Housing and Community Svcs Airport Stormwater Environmental Services Total Transfers Out Excess revenues over expenditures - - 64,220 464,389 528,609 33,563,358 4,230,488 3,422,935 3,458,837 7,252,065 11,884,761 5,070,462 2,493,284 5,821 (4,783,904) 33,034,749 Capital/CIP Fleet Information Technology Capital Improvement Projects Operating Capital Total Capital/CIP Revised service Levels New Staffing and revised service levels AMC staffing AMC revenue AMC operating Total Revised Service Levels Debt Service Leases Bonds Total Debt Service Total Operating Budget Uses of Funds Departments General Administration Management Services Community Development Fire Police Public Works Non-Departmental Contingency Less Indirect Charges Total Department Expenditures Actual 2004-2005 1,204,310 25,000 4,187,785 85,650 50,000 35,000 150,000 375,400 339,500 7,820,318 14,272,963 (12,396,077) 1,095,325 1,079,000 37,243 587,574 2,799,142 - 470,993 463,839 934,832 40,138,362 5,177,440 3,503,470 4,010,404 7,841,381 13,761,970 6,069,884 3,538,214 530,000 (5,229,233) 39,203,530 Budget 2005-2006 1,204,310 25,000 4,187,785 85,650 12,000 35,000 150,000 375,400 218,000 1,096,704 7,389,849 204,097 878,611 714,100 37,243 778,888 2,408,842 - 470,993 463,839 934,832 37,216,619 4,981,143 3,353,707 3,547,080 7,870,664 13,487,114 5,669,891 2,307,204 280,000 (5,215,016) 36,281,787 Estimate 2005-2006 1,445,706 25,000 2,680,723 131,000 35,000 650,000 341,953 580,000 7,042,458 32,500 12,964,340 (13,253,608) 1,041,216 2,060,754 3,221,053 2,191,466 8,514,489 - 471,494 462,439 933,933 45,472,654 5,770,417 4,028,404 4,662,819 8,757,924 14,594,428 7,547,265 4,341,130 500,000 (5,663,666) 44,538,721 Budget 2006-2007 CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2007-2012 1,470,532 30,000 2,081,423 186,000 35,000 328,400 562,000 3,258,360 65,000 8,016,715 (3,424,280) 384,329 1,338,174 535,000 320,000 2,577,503 350,000 1,153,567 (500,000) 469,000 1,472,567 491,532 462,399 953,931 42,952,150 5,936,306 4,134,753 4,650,389 8,962,528 14,686,339 6,744,535 2,297,035 250,000 (5,663,666) 41,998,219 2007-2008 1,504,514 30,000 1,804,723 176,000 35,000 328,400 558,000 500,000 66,950 5,003,587 828,958 421,917 880,000 535,000 360,000 2,196,917 758,750 1,185,290 (500,000) 481,898 1,925,938 512,422 459,534 971,956 44,077,444 6,071,118 4,181,003 4,837,622 9,331,698 15,271,867 6,992,142 1,833,704 250,000 (5,663,666) 43,105,488 2008-2009 1,544,681 30,000 1,800,135 165,000 35,000 328,400 671,000 4,574,216 1,243,405 331,466 924,734 535,000 320,000 2,111,200 1,277,719 1,217,886 (500,000) 495,150 2,490,754 512,422 460,614 973,036 45,470,105 6,330,918 4,294,154 4,969,133 9,588,119 15,686,823 7,186,969 1,854,619 250,000 (5,663,666) 44,497,069 2009-2010 1,585,956 30,000 1,810,455 154,000 35,000 328,400 598,000 4,541,811 664,064 949,363 969,734 535,000 280,000 2,734,097 1,709,662 1,251,377 (500,000) 508,766 2,969,805 512,422 460,371 972,793 46,706,334 6,403,136 4,410,369 5,104,222 9,851,592 16,113,065 7,388,748 1,876,075 250,000 (5,663,666) 45,733,541 2010-2011 1,628,369 30,000 1,819,875 151,000 35,000 328,400 629,000 4,621,644 (137,453) 1,019,009 1,018,434 535,000 280,000 2,852,443 1,756,677 1,285,790 (500,000) 522,757 3,065,225 512,422 459,446 971,868 48,173,063 6,674,316 4,529,733 5,242,987 10,122,311 16,550,900 7,596,528 1,898,086 250,000 (5,663,666) 47,201,195 2011-2012 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 23,940,462 Ending Fund Balance $ 40,311,014 - Total Uses of Funds One Time Projects Land Acquisition/Facility Needs LERDS and Construction Total One Time Projects Actual 2004-2005 8,235,242 59,105,520 2,095,053 (200,000) 1,895,053 Budget 2005-2006 24,344,560 46,815,310 (200,000) (200,000) Estimate 2005-2006 - 11,090,952 66,951,483 Budget 2006-2007 CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2007-2012 - 7,666,672 55,018,935 2007-2008 - 8,495,629 53,203,886 2008-2009 - 9,739,034 54,646,275 2009-2010 - 10,403,098 56,952,047 2010-2011 - 10,265,645 58,712,375 2011-2012 Schedule 11: Five-year Plans 75 City of Flagstaff Annual Financial Plan 76 Ending Fund Balance Total Uses of Funds Transfer Out General Fund Library Capital Contingency Total Operating Expenditures County Wide Projects & Growth Subtotal County Wide Proj & Growth Departments Library Library Grants Indirect Costs Subtotal Departments $ 633,768 3,523,544 - 241,885 - 3,281,659 431,601 431,601 2,446,825 44,790 358,443 2,850,058 4,157,312 Total Sources of Funds Uses of Funds 1,174,937 1,174,937 Transfers In General Fund Total Transfers In 825,016 44,792 2,036,500 39,571 36,496 2,157,359 $ Revenues State Grants Library District Taxes Interest Earnings Miscellaneous Total Revenues Beginning Fund Balance Sources of Funds Actual 2004-2005 458,564 4,992,730 328,391 325,000 100,000 4,239,339 1,161,732 1,161,732 2,661,859 25,000 390,748 3,077,607 5,451,294 1,204,310 1,204,310 25,000 2,993,396 21,000 354,000 3,393,396 853,588 Budget 2005-2006 659,214 3,484,920 78,391 1,108 - 3,405,421 369,320 369,320 2,609,281 36,072 390,748 3,036,101 4,144,134 1,204,310 1,204,310 36,072 2,125,984 30,000 114,000 2,306,056 633,768 Estimate 2005-2006 174,013 5,322,408 328,391 345,500 100,000 4,548,517 1,101,219 1,101,219 3,014,022 433,276 3,447,298 5,496,421 1,445,706 1,445,706 3,101,501 21,000 269,000 3,391,501 659,214 Budget 2006-2007 CITY OF FLAGSTAFF LIBRARY FUND FIVE YEAR PLAN 2007-2012 170,816 3,907,652 78,391 25,000 - 3,804,261 264,325 264,325 2,995,827 100,000 444,108 3,539,935 4,078,468 1,470,532 1,470,532 100,000 2,283,922 21,000 29,000 2,433,922 174,013 2007-2008 179,299 3,982,195 78,391 25,000 - 3,878,804 266,567 266,567 3,057,026 100,000 455,211 3,612,237 4,161,494 1,504,514 1,504,514 100,000 2,336,164 21,000 29,000 2,486,164 170,816 2008-2009 192,488 4,069,955 78,391 25,000 - 3,966,564 268,865 268,865 3,131,108 100,000 466,591 3,697,699 4,262,442 1,544,681 1,544,681 100,000 2,388,462 21,000 29,000 2,538,462 179,299 2009-2010 209,132 4,160,129 78,391 25,000 - 4,056,738 271,220 271,220 3,207,262 100,000 478,256 3,785,518 4,369,261 1,585,956 1,585,956 100,000 2,440,817 21,000 29,000 2,590,817 192,488 2010-2011 227,949 4,252,783 78,391 25,000 - 4,149,392 273,634 273,634 3,285,546 100,000 490,212 3,875,758 4,480,732 1,628,369 1,628,369 100,000 2,493,231 21,000 29,000 2,643,231 209,132 2011-2012 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 77 Ending Fund Balance Total Uses of Funds 8,970,750 13,506,181 75,000 61,059 136,059 Transfers Out Storm Water General Fund Total Transfers Out 2,813,106 1,502,607 6,652,101 3,478 10,971,292 22,476,931 2,398,830 47,000 4,845,432 7,291,258 2,000,000 7,171,383 313,843 165,963 659,099 10,310,288 4,875,385 2,398,830 2,398,830 $ $ Debt Service Debt Service Total Debt Service Departments Operating Expenditures Indirect Cost Capital Expenditures Reserves/Contingencies Total Expenditures Uses of Funds Total Sources of Funds Transfers In General Fund Stormwater Fourth Street Transportation Tax Total Transfers in Revenues Intergovernmental Revenues Highway User Revenues LTAF Interest Revenues Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2004-2005 3,106,687 26,987,073 850,000 285,401 1,135,401 2,417,785 2,417,785 3,159,925 1,770,948 18,403,014 100,000 23,433,887 30,093,760 4,187,785 135,000 200,005 5,575,051 10,097,836 1,876,326 7,436,000 300,246 41,000 2,911,261 12,564,833 7,431,091 Budget 2005-2006 7,751,055 16,323,010 850,000 85,401 935,401 2,417,785 2,417,785 2,603,809 1,770,948 8,595,067 12,969,824 24,074,065 4,187,785 135,000 200,000 1,669,599 6,192,379 818,690 7,436,000 300,246 206,000 150,000 8,910,936 8,970,750 Estimate 2005-2006 3,394,807 25,667,104 85,401 85,401 2,411,086 2,411,086 3,351,556 1,757,968 17,961,093 100,000 23,170,617 29,061,911 2,680,723 135,000 6,384,297 9,200,020 137,510 7,659,080 300,246 194,000 3,820,000 12,110,836 7,751,055 Budget 2006-2007 3,934,970 15,227,644 85,401 85,401 1,811,423 1,811,423 3,437,603 1,801,917 7,991,300 100,000 13,330,820 19,162,614 2,081,423 135,000 4,277,300 6,493,716 7,888,852 300,246 85,000 1,000,000 9,274,091 3,394,807 2007-2008 CITY OF FLAGSTAFF HIGHWAY USER FUND FIVE YEAR PLAN 2007-2012 3,809,981 14,735,668 85,401 85,401 1,804,723 1,804,723 3,526,379 1,846,965 7,372,200 100,000 12,845,544 18,545,649 1,804,723 135,000 4,147,200 6,086,915 8,125,518 300,246 98,000 8,523,764 3,934,970 2008-2009 3,343,860 15,434,368 85,401 85,401 1,800,135 1,800,135 3,607,093 1,893,139 7,948,600 100,000 13,548,832 18,778,228 1,800,135 135,000 4,268,600 6,203,726 8,369,284 300,246 95,000 8,764,521 3,809,981 2009-2010 3,777,644 13,242,869 85,401 85,401 1,810,455 1,810,455 3,689,946 1,940,467 5,616,600 100,000 11,347,013 17,020,513 1,810,455 135,000 2,726,600 4,672,045 8,620,362 300,246 84,000 9,004,608 3,343,860 2010-2011 4,411,477 14,779,250 85,401 85,401 1,819,875 1,819,875 3,774,995 1,988,979 7,010,000 100,000 12,873,974 19,190,727 1,819,875 135,000 4,035,000 5,989,864 8,878,973 300,246 94,000 150,000 9,423,219 3,777,644 2011-2012 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 78 2,039,600 18,623,383 11,897,873 Total Debt Service Total Use of Funds Ending Fund Balance 10,121,685 12,751,841 8,874,347 10,738,351 2,387,142 21,243,492 1,991,600 5,775,051 175,000 550,000 6,500,051 2,630,156 23,630,634 - 8,123,048 231,000 6,000,000 14,354,048 9,276,586 Budget 2005-2006 1,864,004 30,521,256 250,000 250,000 7,898,607 369,375 6,504 8,274,486 21,996,770 4,845,432 1,000,000 5,845,432 $ $ Transfers Out Highway User Revenue Fund Stormwater Beautification Fund BBB-Recreation Total Transfers Out Departments Operating Transit Capital Expenditures 4th Street Overpass Total Expenditures Uses of Funds Total Sources of Funds Transfers In Beautification Total Transfers In Revenues Sales Tax Bond Proceeds Interest Revenues Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2004-2005 8,459,852 17,957,884 1,991,600 1,869,599 175,000 550,000 2,594,599 10,121,685 13,371,685 3,250,000 26,417,736 - 8,251,863 268,000 6,000,000 14,519,863 11,897,873 Estimate 2005-2006 4,648,771 12,768,670 1,969,100 6,384,297 1,416,000 234,000 8,034,297 2,840 2,765,273 2,762,433 17,417,441 - 8,746,589 211,000 8,957,589 8,459,852 Budget 2006-2007 5,287,598 9,305,340 5,855,404 9,378,151 1,946,850 4,787,200 4,827,300 1,947,100 4,237,200 550,000 2,644,101 2,644,101 15,233,556 - 9,966,957 129,000 10,095,957 5,137,599 2008-2009 4,277,300 550,000 2,530,940 2,530,940 14,592,939 - 9,638,202 121,000 9,759,202 4,833,737 2007-2008 CITY OF FLAGSTAFF TRANSPORTATION FUND FIVE YEAR PLAN 2007-2012 6,798,877 9,667,833 2,260,200 4,818,600 4,268,600 550,000 2,589,033 2,589,033 16,466,711 - 10,465,306 146,000 10,611,306 5,855,405 2009-2010 9,244,479 8,735,968 2,259,700 3,276,600 2,726,600 550,000 3,199,668 3,199,666 17,980,448 - 10,988,570 193,000 11,181,570 6,798,878 2010-2011 10,498,004 10,045,181 2,260,513 4,585,000 4,035,000 550,000 3,199,668 3,199,666 20,543,186 - 11,061,707 237,000 11,298,707 9,244,479 2011-2012 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 79 2,365,413 1,893,280 Total Uses of Funds Ending Fund Balance 167,201 250,000 200,000 617,201 36,702 1,239,377 1,276,079 Transfers Out General Fund Transportation Stormwater Total Transfers Out Departments General Operating CIP Reserves/Contingencies Total Expenditures Uses of Funds 4,258,694 Total Sources of Funds 857,997 36,565 13,100 907,661 2,241,032 1,000,000 110,000 1,110,000 $ $ Transfers In General Fund Transportation Tax-STS Safety Recreation-BBB Fund Total Transfers In Revenues Intergovernmental Revenue BBB Tax Revenue Interest Earnings Miscellaneous Total Revenues Beginning Fund Balance Sources of Funds Actual 2004-2005 430,058 6,289,633 170,201 565,000 735,201 79,571 5,464,861 10,000 5,554,432 6,719,691 85,650 550,000 143,000 778,650 2,423,512 863,378 48,097 13,100 3,348,087 2,592,954 Budget 2005-2006 2,505,716 1,914,933 170,201 170,201 90,026 1,654,706 1,744,732 4,420,649 85,650 550,000 250,000 143,000 1,028,650 69,642 895,747 48,097 13,100 1,026,586 2,365,413 Estimate 2005-2006 103,008 9,727,329 175,201 175,201 103,550 9,438,578 10,000 9,552,128 9,830,337 1,100,000 316,000 110,000 1,526,000 4,817,744 931,577 49,300 5,798,621 2,505,716 Budget 2006-2007 379,798 2,289,609 180,301 287,500 467,801 106,139 1,715,669 1,821,808 2,669,407 550,000 110,000 660,000 743,633 1,024,734 50,532 87,500 1,906,399 103,008 2007-2008 CITY OF FLAGSTAFF BEAUTIFICATION FUND FIVE YEAR PLAN 2007-2012 459,387 1,696,735 185,554 287,500 473,054 108,792 1,114,889 1,223,681 2,156,122 550,000 110,000 660,000 1,064,529 51,795 1,116,324 379,798 2008-2009 448,491 1,829,866 190,965 287,500 478,465 111,512 1,239,889 1,351,401 2,278,356 550,000 110,000 660,000 1,105,879 53,090 1,158,969 459,387 2009-2010 709,795 1,603,227 196,537 287,500 484,037 114,300 1,004,890 1,119,190 2,313,022 550,000 110,000 660,000 1,150,114 54,417 1,204,531 448,491 2010-2011 923,785 1,680,655 202,278 202,278 117,158 1,361,219 1,478,377 2,604,440 550,000 110,000 660,000 1,178,867 55,778 1,234,645 709,795 2011-2012 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 80 Ending Fund Balance 302,627 405,624 Total Uses of Funds 708,251 65,000 65,000 407,548 7,072 414,620 228,631 380,008 21,216 4,400 405,624 $ $ Departments GFEC Rural Economic Conference Telecom Partnership Training Funds NACOG Incubator Reserve/Contingencies Total Operating Expenses Uses of Funds Total Sources of Funds Transfer In General Fund Total Transfer In Revenue BBB Tax Revenue Interest Income/Misc Rev. Total Revenues Beginning Fund Balance Sources of Funds Actual 2004-2005 256,737 499,400 398,000 50,000 22,000 4,400 25,000 499,400 756,137 50,000 50,000 410,105 3,915 414,020 292,117 Budget 2005-2006 314,247 414,400 398,000 12,000 4,400 414,400 728,647 12,000 12,000 410,105 3,915 414,020 302,627 Estimate 2005-2006 244,890 646,400 378,000 25,000 4,400 214,000 25,000 646,400 891,290 131,000 131,000 442,499 3,544 446,043 314,247 Budget 2006-2007 244,466 676,400 367,000 4,400 305,000 676,400 920,866 186,000 186,000 486,749 3,227 489,976 244,890 2007-2008 CITY OF FLAGSTAFF ECONOMIC DEVELOPMENT FUND FIVE YEAR PLAN 2007-2012 243,654 685,400 376,000 4,400 305,000 685,400 929,054 176,000 176,000 505,651 2,937 508,588 244,466 2008-2009 242,230 694,400 385,000 4,400 305,000 694,400 936,630 165,000 165,000 525,292 2,684 527,976 243,654 2009-2010 240,614 704,400 395,000 4,400 305,000 704,400 945,014 154,000 154,000 546,304 2,480 548,784 242,230 2010-2011 239,428 714,400 405,000 4,400 305,000 714,400 953,828 151,000 151,000 560,000 2,214 562,214 240,614 2011-2012 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 81 Ending Fund Balance Total Uses of Funds Transfers Out General Fund Total Transfers Out Departments Operating Expenditures Capital Expenditures Reserve/Contingencies Total Expenditures Uses of Funds $ 503,257 1,212,800 6,238 6,238 1,147,307 59,255 1,206,562 1,716,057 Total Sources of Funds 338,557 1,286,995 14,711 35,384 40,410 1,377,500 $ Revenues Intergovernmental Revenues BBB Tax Revenues Interest on Investments Miscellaneous Revenues Visitor Center Retail Sales Total Revenues Begining Fund Balance Sources of Funds Actual 2004-2005 220,890 1,747,059 9,437 9,437 1,434,641 252,981 50,000 1,737,622 1,967,949 1,295,068 20,500 40,895 40,000 1,396,463 571,486 Budget 2005-2006 376,640 1,555,737 9,437 9,437 1,429,318 116,982 1,546,300 1,932,377 1,343,620 20,500 25,000 40,000 1,429,120 503,257 Estimate 2005-2006 29,753 1,882,265 9,437 9,437 1,623,291 199,537 50,000 1,872,828 1,912,018 50,000 1,397,365 21,013 25,000 42,000 1,535,378 376,640 Budget 2006-2007 CITY OF FLAGSTAFF TOURISM FUND FIVE YEAR PLAN 2007-2012 18,632 1,639,486 9,437 9,437 1,630,049 1,630,049 1,658,118 1,537,102 21,538 25,625 44,100 1,628,365 29,753 2007-2008 31,651 1,678,421 9,437 9,437 1,668,984 1,668,984 1,710,072 1,596,793 22,076 26,266 46,305 1,691,440 18,632 2008-2009 70,334 1,718,306 9,437 9,437 1,708,869 1,708,869 1,788,640 1,658,818 22,628 26,923 48,620 1,756,989 31,651 2009-2010 138,183 1,759,164 9,437 9,437 1,749,727 1,749,727 1,897,347 1,725,171 23,194 27,596 51,051 1,827,012 70,334 2010-2011 211,126 1,801,020 9,437 9,437 1,791,583 1,791,583 2,012,146 1,768,300 23,774 28,286 53,604 1,873,964 138,183 2011-2012 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 82 $ 238,184 325,798 Total Uses of Funds Ending Fund Balance 798 45,000 280,000 325,798 563,982 Departments General Operating Public Art FCP Administration Contribution to Other Agencies Reserve Total Expenditures Uses of Funds Total Sources of Funds 35,000 35,000 Transfers In General Fund Total Transfers In 202,265 321,749 4,762 206 326,717 $ Revenues BBB Tax Revenues Interest Income Miscellanous Total Revenues Beginning Fund Balance Sources of Funds Actual 2004-2005 196,285 413,391 2,448 75,943 45,000 280,000 10,000 413,391 609,676 35,000 35,000 323,767 11,948 335,715 238,961 Budget 2005-2006 274,289 341,500 900 15,600 45,000 280,000 341,500 615,789 35,000 35,000 335,905 6,700 342,605 238,184 Estimate 2005-2006 34,000 631,487 9,531 280,831 46,125 285,000 10,000 631,487 665,487 35,000 35,000 349,341 6,857 356,198 274,289 Budget 2006-2007 38,428 415,697 9,769 73,650 47,278 285,000 415,697 454,125 35,000 35,000 384,275 850 385,125 34,000 2007-2008 CITY OF FLAGSTAFF ARTS AND SCIENCE FUND FIVE YEAR PLAN 2007-2012 39,920 433,667 10,014 80,193 48,460 295,000 433,667 473,587 35,000 35,000 399,198 961 400,159 38,428 2008-2009 41,471 449,152 10,264 84,217 49,672 305,000 449,152 490,623 35,000 35,000 414,705 998 415,703 39,920 2009-2010 43,129 465,672 10,520 89,238 50,913 315,000 465,672 508,801 35,000 35,000 431,293 1,037 432,330 41,471 2010-2011 44,208 477,074 10,783 89,104 52,186 325,000 477,074 521,282 35,000 35,000 442,075 1,078 443,153 43,129 2011-2012 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 83 591,418 609,972 110,000 1,311,390 2,467,305 2,617,806 Transfers Out General Fund Debt Service Beautification Total Transfers Out Total Uses of Funds Ending Fund Balance $ 1,155,915 1,155,915 5,085,111 Departments Operating Expenditures Capital Expenditures Total Expenditures Uses of Funds Total Sources of Funds 262,924 262,924 Transfers In General Fund Secondary Prop Tax Fund Real Estate Proceeds Transportation - Safety General Fund Total Transfers In 3,297,372 5,040 1,442,775 61,927 15,073 1,524,815 $ Revenues Intergovernmental Revenue BBB Tax Revenue Interest on Investments Other Financing Sources Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2004-2005 72,030 5,022,517 812,891 651,074 143,000 1,606,965 3,415,552 3,415,552 5,094,547 270,811 270,811 550,000 1,424,574 55,900 2,030,474 2,793,262 Budget 2005-2006 1,969,579 3,293,061 753,000 651,074 143,000 1,547,074 1,745,987 1,745,987 5,262,640 270,811 270,811 843,641 1,477,982 52,400 2,374,023 2,617,806 Estimate 2005-2006 69,232 6,494,784 947,400 628,239 110,000 1,685,639 4,809,145 4,809,145 6,564,016 278,936 655,000 234,000 650,000 1,817,936 1,537,101 39,400 1,200,000 2,776,501 1,969,579 Budget 2006-2007 109,236 1,939,511 990,222 789,289 110,000 1,889,511 50,000 50,000 2,048,747 287,303 287,303 1,690,812 1,400 1,692,212 69,232 2007-2008 CITY OF FLAGSTAFF BBB-RECREATION FUND FIVE YEAR PLAN 2007-2012 280,624 1,883,207 1,044,049 529,158 110,000 1,683,207 200,000 200,000 2,163,831 295,922 295,922 1,756,473 2,200 1,758,673 109,236 2008-2009 428,013 1,987,711 1,086,778 530,933 110,000 1,727,711 260,000 260,000 2,415,724 304,800 304,800 1,824,700 5,600 1,830,300 280,624 2009-2010 567,048 2,081,197 1,118,389 526,808 110,000 1,755,197 326,000 326,000 2,648,245 313,944 313,944 1,897,688 8,600 1,906,288 428,013 2010-2011 725,921 2,120,919 1,150,911 527,008 110,000 1,787,919 333,000 333,000 2,846,840 323,362 323,362 1,945,130 11,300 1,956,430 567,048 2011-2012 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 84 153,607 262,725 $ 2,470,924 Total Uses of Funds Ending Fund Balance 2,501,900 - - 2,501,900 Transfers Out BBB Rec Capital Projects Fund General Fund Total Transfers Out 724 262,725 1,126,000 1,175,900 200,000 2,501,900 2,655,507 150,000 150,000 47,350 47,350 - 2,458,157 Total Operating Budget 262,001 2,733,649 1,827,062 1,669,521 155,008 2,533 906,587 262,725 $ Budget 2005-2006 Departments General Administration Redevelopment Acquisitions Acquisition of Open Spaces Fire Dept Property Acq Total Expendirues Uses of Funds Total Sources of Funds Transfers In General Fund Total Transfers In Total Revenues Sale of Property Interest on Investments Miscellaneous Revenues Beginning Fund Balance Sources of Funds Actual 2004-2005 2,467,612 200,662 - 200,662 662 200,000 200,662 2,668,274 150,000 150,000 47,350 47,350 - 2,470,924 Estimate 2005-2006 683,962 3,031,000 655,000 1,100,000 1,126,000 2,881,000 150,000 150,000 150,000 3,714,962 - 1,247,350 1,200,000 47,350 - 2,467,612 Budget 2006-2007 704,312 725,662 - - - - - - - - 725,662 - 21,350 21,350 - 704,312 2008-2009 - - - - - 704,312 - 20,350 20,350 - 683,962 2007-2008 CITY OF FLAGSTAFF REAL ESTATE PROCEEDS FUND FIVE YEAR PLAN 2007-2012 747,012 - - - - - - - 747,012 - 21,350 21,350 - 725,662 2009-2010 768,362 - - - - - - - 768,362 - 21,350 21,350 - 747,012 2010-2011 790,712 - - - - - - - 790,712 - 22,350 22,350 - 768,362 2011-2012 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 85 Ending Fund Balance 2,164,957 1,019,648 Total Uses of Funds 3,184,605 375,400 375,400 664,208 44,551 402,054 275,212 1,386,025 1,423,180 1,019,648 1,019,648 $ $ Departments Operating Expenditures Operating Capital Total Expenditures Uses of Funds Total Sources of Funds Transfers In General Fund Total Transfers In Revenues Intergovernmental Revenues Interest on Investments Sale of Real Property Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2004-2005 118,023 4,806,625 4,806,625 4,806,625 4,924,648 375,400 375,400 2,313,648 2,313,648 2,235,600 Budget 2005-2006 2,232,017 1,524,611 1,524,611 1,524,611 3,756,628 375,400 375,400 947,741 60,228 208,302 1,216,271 2,164,957 Estimate 2005-2006 63,738 4,362,961 4,362,961 4,362,961 4,426,699 341,953 341,953 1,852,729 1,852,729 2,232,017 Budget 2006-2007 63,738 1,372,263 1,372,263 1,372,263 1,436,001 328,400 328,400 1,043,863 1,043,863 63,738 2007-2008 CITY OF FLAGSTAFF HOUSING AND COMMUNITY SERVICES FUND FIVE YEAR PLAN 2007-2012 63,738 1,372,263 1,372,263 1,372,263 1,436,001 328,400 328,400 1,043,863 1,043,863 63,738 2008-2009 63,738 1,372,263 1,372,263 1,372,263 1,436,001 328,400 328,400 1,043,863 1,043,863 63,738 2009-2010 63,738 1,372,263 1,372,263 1,372,263 1,436,001 328,400 328,400 1,043,863 1,043,863 63,738 2010-2011 63,738 1,372,263 1,372,263 1,372,263 1,436,001 328,400 328,400 1,043,863 1,043,863 63,738 2011-2012 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 86 - Ending Fund Balance 0 331,284 30,955 362,239 362,239 15,000 15,000 314,739 32,500 347,239 - 362,239 $ $ Total Uses of Funds Contingency Departments Operating Expenditures Indirect Grant Cost Total Expenditures Uses of Funds Total Sources of Funds Transfers In General Fund Total Transfers In Revenues Intergovernmental Revenue Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2004-2005 - - 659,666 100,000 508,002 51,664 559,666 659,666 25,000 25,000 609,666 25,000 634,666 Budget 2005-2006 - - 377,878 0 340,430 37,448 377,878 377,878 25,000 25,000 352,878 0 352,878 Estimate 2005-2006 - - 1,016,417 240,000 740,220 36,197 776,417 1,016,417 25,000 25,000 746,417 245,000 991,417 Budget 2006-2007 - - 477,452 100,000 366,699 10,753 377,452 477,452 30,000 30,000 342,452 105,000 447,452 2007-2008 CITY OF FLAGSTAFF METRO PLANNING ORGANIZATION FUND FIVE YEAR PLAN 2007-2012 - - 420,803 100,000 310,050 10,753 320,803 420,803 30,000 30,000 285,803 105,000 390,803 2008-2009 - - 395,803 100,000 285,050 10,753 295,803 395,803 30,000 30,000 260,803 105,000 365,803 2009-2010 - - 395,803 100,000 285,050 10,753 295,803 395,803 30,000 30,000 260,803 105,000 365,803 2010-2011 - - 395,803 100,000 285,050 10,753 295,803 395,803 30,000 30,000 260,803 105,000 365,803 2011-2012 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 87 16,886 1,762,246 Total Uses of Funds Ending Fund Balance 1,762,246 1,762,246 Debt Service Debt Service Total Debt Service Uses of Funds 1,779,132 Total Sources of Funds - 12,224 609,972 1,156,936 1,766,908 $ $ Transfers In BBB- Recreation Secondary Property Tax Fund Total Transfers In Revenues Interest Revenue Total Revenues Beginning Fund Balance Sources of Funds Actual 2004-2005 12,824 3,451,761 3,451,761 3,451,761 3,464,585 651,074 2,800,687 3,451,761 300 300 12,524 Budget 2005-2006 17,286 3,451,879 3,451,879 3,451,879 3,469,165 651,074 2,800,805 3,451,879 400 400 16,886 Estimate 2005-2006 17,586 3,111,708 3,111,708 3,111,708 3,129,294 628,239 2,483,469 3,111,708 300 300 17,286 Budget 2006-2007 17,986 4,196,258 4,196,258 4,196,258 4,214,244 789,289 3,406,969 4,196,258 400 400 17,586 2007-2008 CITY OF FLAGSTAFF GENERAL OBLIGATION BOND FUND FIVE YEAR PLAN 2007-2012 18,386 3,940,327 3,940,327 3,940,327 3,958,713 529,158 3,411,169 3,940,327 400 400 17,986 2008-2009 18,886 4,291,852 4,291,852 4,291,852 4,310,738 530,933 3,760,919 4,291,852 500 500 18,386 2009-2010 19,386 4,286,833 4,286,833 4,286,833 4,306,219 526,808 3,760,025 4,286,833 500 500 18,886 2010-2011 19,886 4,288,871 4,288,871 4,288,871 4,308,757 527,008 3,761,863 4,288,871 500 500 19,386 2011-2012 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 88 $ 1,958,725 4,022,820 Total Uses of Funds Ending Fund Balance 1,156,936 262,924 204,864 2,398,096 4,022,820 Transfers Out G. O. Bond Fund Recreation - BBB Airport Utilities Total Transfers Out Uses of Funds 5,981,545 Total Sources of Funds 1,101,996 4,856,360 23,189 4,879,549 $ Revenues Secondary Property Taxes Interest Revenue Total Revenues Beginning Fund Balance Sources of Funds Actual 2004-2005 1,130,640 5,751,422 2,800,687 270,811 262,139 2,417,785 5,751,422 6,882,062 4,879,862 38,800 4,918,662 1,963,400 Budget 2005-2006 1,168,398 5,742,189 2,800,805 270,811 252,788 2,417,785 5,742,189 6,910,587 4,879,862 72,000 4,951,862 1,958,725 Estimate 2005-2006 1,062,834 5,366,920 2,483,469 278,936 193,429 2,411,086 5,366,920 6,429,754 5,222,056 39,300 5,261,356 1,168,398 Budget 2006-2007 799,153 5,770,240 3,406,969 287,303 263,396 1,812,572 5,770,240 6,569,393 5,483,159 23,400 5,506,559 1,062,834 2007-2008 CITY OF FLAGSTAFF SECONDARY PROPERTY TAX FUND FIVE YEAR PLAN 2007-2012 774,791 5,802,979 3,411,169 295,922 290,691 1,805,197 5,802,979 6,577,770 5,757,317 21,300 5,778,617 799,153 2008-2009 969,484 5,866,490 3,760,919 304,800 1,800,771 5,866,490 6,835,974 6,045,183 16,000 6,061,183 774,791 2009-2010 1,447,366 5,885,060 3,760,025 313,944 1,811,091 5,885,060 7,332,426 6,347,442 15,500 6,362,942 969,484 2010-2011 2,225,844 5,905,736 3,761,863 323,362 1,820,511 5,905,736 8,131,580 6,664,814 19,400 6,684,214 1,447,366 2011-2012 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 89 $ 480,313 298,998 Total Uses of Funds Ending Fund Balance 298,998 - Debt Service Bonds Departments Operating Expense Uses of Funds 779,311 Total Sources of Funds 531,980 218,500 28,034 797 247,331 $ Revenues Special Assessments Interest on Investments Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2004-2005 423,413 94,545 94,145 400 517,958 29,118 18,880 47,998 469,960 Budget 2005-2006 417,519 94,545 94,145 400 512,064 15,843 15,908 31,751 480,313 Estimate 2005-2006 355,253 91,447 91,447 - 446,700 16,055 13,126 29,181 417,519 Budget 2006-2007 289,808 93,975 93,575 400 383,783 17,322 11,208 28,530 355,253 2007-2008 CITY OF FLAGSTAFF SPECIAL ASSESSMENT BOND FUND FIVE YEAR PLAN 2007-2012 221,215 95,810 95,410 400 317,025 18,589 8,628 27,217 289,808 2008-2009 149,708 97,351 96,951 400 247,059 19,857 5,987 25,844 221,215 2009-2010 153,408 - - - 153,408 3,700 3,700 149,708 2010-1011 157,208 - - - 157,208 3,800 3,800 153,408 2011-2012 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 90 $ 46,297 - Total Uses of Funds Ending Fund Balance - Departments Operating Expenditures Total Expenditures Uses of Funds 46,297 Total Sources of Funds 27,674 17,765 836 22 18,623 $ Revenues Contributions Interest on Investments Miscellaneous Total Revenues Beginning Fund Balance Sources of Funds Actual 2004-2005 60,475 - - 60,475 15,881 682 16,563 43,912 Budget 2005-2006 75,697 - - 75,697 28,000 1,400 29,400 46,297 Estimate 2005-2006 105,685 - - 105,685 28,560 1,428 29,988 75,697 Budget 2006-2007 136,273 - - 136,273 29,131 1,457 30,588 105,685 2007-2008 CITY OF FLAGSTAFF PERPETUAL CARE FUND FIVE YEAR PLAN 2007-2012 167,472 - - 167,472 29,714 1,486 31,200 136,273 2008-2009 199,296 - - 199,296 30,308 1,515 31,824 167,472 2009-2010 231,756 - - 231,756 30,914 1,546 32,460 199,296 2010-2011 264,865 - - 264,865 31,533 1,577 33,109 231,756 2011-2012 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 91 Ending Fund Balance ($970,104) 970,104 Total Uses of Funds - - - 970,104 970,104 $ Departments Capital Expenditures Total Expenditures Uses of Funds Total Sources of Funds Transfers In Total Transfers Revenues Bond Proceeds MFC Bond Proceeds Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2004-2005 19,840,518 10,692,520 10,692,520 10,692,520 30,533,038 - 31,000,000 505,477 31,505,477 ( 972,439) Budget 2005-2006 28,015,857 2,014,039 2,014,039 2,014,039 30,029,896 - 31,000,000 31,000,000 ( 970,104) Estimate 2005-2006 9,213,483 24,968,369 24,968,369 24,968,369 34,181,852 1,100,000 1,100,000 4,365,599 700,396 5,065,995 28,015,857 Budget 2006-2007 16,056,821 16,136,000 16,136,000 16,136,000 32,192,821 - 11,500,000 11,249,000 230,337 22,979,337 9,213,483 2007-2008 CITY OF FLAGSTAFF CAPITAL PROJECTS FUND FIVE YEAR PLAN 2007-2012 3,451,241 13,007,000 13,007,000 13,007,000 16,458,241 - 401,421 401,421 16,056,821 2008-2009 6,354,280 14,138,000 14,138,000 14,138,000 20,492,280 - 4,787,758 12,167,000 86,281 17,041,039 3,451,241 2009-2010 6,513,137 - - 6,513,137 - 158,857 158,857 6,354,280 2010-2011 5,175,965 14,659,000 14,659,000 14,659,000 19,834,965 - 13,159,000 162,828 13,321,828 6,513,137 2011-2012 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 92 Ending Fund Balance $ 20,955,932 23,946,019 2,398,830 2,398,830 Transfers Out General Fund Total Transfers Out Total Uses of Funds 3,942,550 3,942,550 Debt Service Bonds Total Debt Service Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures 8,288,637 1,567,727 7,748,275 17,604,639 44,901,951 Total Sources of Funds Uses of Funds 2,398,830 2,398,830 Transfers In Debt Service Fund Water & Sewer Bond Fund Total Transfers In 24,108,826 43,053 10,435,046 7,239,183 623,803 53,210 18,394,295 $ Revenues Intergovernmental Water Revenues Wastewater Revenues Interest Revenues Bond Proceeds Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2004-2005 28,979,456 60,728,635 2,575,579 2,575,579 4,687,785 4,687,785 10,219,333 1,657,406 40,188,532 1,400,000 53,465,271 89,708,091 2,417,785 2,417,785 19,200 11,150,500 7,853,000 528,000 46,600,000 66,150,700 21,139,606 Budget 2005-2006 10,176,037 32,861,900 2,575,579 2,575,579 4,683,304 4,683,304 9,806,252 1,657,406 14,139,359 25,603,017 43,037,937 2,417,785 2,417,785 53,700 11,167,404 7,813,778 629,338 19,664,220 20,955,932 Estimate 2005-2006 24,002,547 55,067,967 2,568,880 2,568,880 5,158,884 5,158,884 10,367,715 1,878,109 33,694,379 1,400,000 47,340,203 79,070,514 2,411,086 2,411,086 57,765 11,598,026 7,973,600 254,000 46,600,000 66,483,391 10,176,037 Budget 2006-2007 7,555,215 39,512,045 1,970,366 1,970,366 6,150,627 6,150,627 10,598,602 1,925,100 18,867,350 31,391,052 47,067,260 1,812,572 1,812,572 12,298,756 8,353,385 600,000 21,252,141 24,002,547 2007-2008 CITY OF FLAGSTAFF WATER AND WASTEWATER FUND FIVE YEAR PLAN 2007-2012 6,615,447 24,498,513 1,962,991 1,962,991 6,281,139 6,281,139 10,839,783 1,973,200 3,441,400 16,254,383 31,113,960 1,805,197 1,805,197 13,044,249 8,520,300 189,000 21,753,549 7,555,215 2008-2009 3,377,271 27,199,647 1,958,565 1,958,565 6,134,251 6,134,251 11,110,831 2,022,500 5,973,500 19,106,831 30,576,918 1,800,771 1,800,771 13,305,000 8,690,700 165,000 22,160,700 6,615,447 2009-2010 1,729,593 25,978,369 1,968,885 1,968,885 6,165,627 6,165,627 11,388,457 2,073,100 4,382,300 17,843,857 27,707,962 1,811,091 1,811,091 13,571,000 8,864,600 84,000 22,519,600 3,377,271 2010-2011 1,524,356 24,953,148 1,978,305 1,978,305 6,203,977 6,203,977 11,673,166 2,124,900 2,972,800 16,770,866 26,477,504 1,820,511 1,820,511 13,842,400 9,042,000 43,000 22,927,400 1,729,593 2011-2012 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 93 Ending Fund Balance Total Uses of Funds Transfers Out General Fund Total Transfers Out Debt Service Bonds Leases Loans Total Debt Service Departments Operating Expenditures Indirect Cost Capital Expenditures Total Expenditures Uses of Funds Total Sources of Funds Transfers In Airpark Fund Secondary Prop Tax Fund General Fund-Operating General Fund-Capital Total Transfers In Revenues Intergovernmental Revenues Airport Revenues Interest Revenue Recovery of Indirect Costs Miscellaneous Revenues Passenger Facility Charges Loan/Lease Proceeds Total Revenues Beginning Fund Balance Sources of Funds $ $ 371,266 7,376,167 - 303,110 115,868 54,949 473,927 906,968 299,617 5,695,655 6,902,240 7,747,433 40,516 184,831 283,000 167,000 675,347 3,253,062 900,868 7,725 152,657 21,608 118,279 2,782,598 7,236,797 (164,711) Actual 2004-2005 6,838 11,017,306 33,567 33,567 362,139 231,736 54,949 648,824 967,740 254,137 9,113,038 10,334,915 11,024,144 368,000 262,139 171,000 168,500 969,639 8,291,543 1,113,404 254,137 3,200 100,000 9,762,284 292,221 Budget 2005-2006 10,779 3,243,219 33,567 33,567 362,139 231,736 54,949 648,824 909,493 254,137 1,397,198 2,560,828 3,253,998 140,000 248,139 234,000 43,000 665,139 853,633 1,074,512 8,000 163,098 4,350 114,000 2,217,593 371,266 Estimate 2005-2006 11,217 11,719,608 33,567 33,567 293,429 231,736 54,949 580,114 1,118,340 331,677 9,655,910 11,105,927 11,730,825 660,595 193,429 357,000 223,000 1,434,024 8,686,420 1,164,725 331,677 3,200 100,000 10,286,022 10,779 Budget 2006-2007 11,381 16,280,473 33,567 33,567 363,396 231,736 54,949 650,081 1,080,664 339,970 14,176,191 15,596,825 16,291,854 55,000 263,396 221,000 341,000 880,396 13,780,536 1,176,535 339,970 3,200 100,000 15,400,241 11,217 2007-2008 CITY OF FLAGSTAFF AIRPORT FUND FIVE YEAR PLAN 2007-2012 10,863 6,640,396 33,567 33,567 369,050 231,736 54,949 655,735 1,102,624 348,470 4,500,000 5,951,094 6,651,259 36,241 290,691 407,000 151,000 884,932 4,312,500 1,197,716 163,171 3,200 78,359 5,754,946 11,381 2008-2009 10,798 11,247,622 33,567 33,567 231,736 54,949 286,685 1,130,190 357,180 9,440,000 10,927,370 11,258,420 252,000 419,000 671,000 9,021,000 1,226,015 326,342 3,200 10,576,557 10,863 2009-2010 11,209 10,540,367 33,567 33,567 231,736 54,949 286,685 1,158,450 366,110 8,695,555 10,220,115 10,551,576 253,000 345,000 598,000 8,351,000 1,262,236 326,342 3,200 9,942,778 10,798 2010-2011 11,435 3,538,477 33,567 33,567 231,736 54,949 286,685 1,187,410 375,260 1,655,555 3,218,225 3,549,912 546,000 83,000 629,000 1,572,500 1,282,721 51,282 3,200 2,909,703 11,209 2011-2012 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan $ 864,936 40,516 Total Uses of Funds Ending Fund Balance 40,516 40,516 Transfers Out Airport Fund Total Transfers Out Uses of Funds 905,452 Total Sources of Funds 396,984 494,988 13,480 508,468 $ Revenues Sale of Property Interest on Investments Total Revenues Beginning Fund Balance Sources of Funds Actual 2004-2005 410,489 368,000 368,000 368,000 778,489 11,500 11,500 766,989 Budget 2005-2006 738,936 140,000 140,000 140,000 878,936 14,000 14,000 864,936 Estimate 2005-2006 89,441 660,595 660,595 660,595 750,036 11,100 11,100 738,936 Budget 2006-2007 35,741 55,000 55,000 55,000 90,741 1,300 1,300 89,441 2007-2008 CITY OF FLAGSTAFF AIRPARK FUND FIVE YEAR PLAN 2007-2012 0 36,241 36,241 36,241 36,241 500 500 35,741 2008-2009 - - - 2009-2010 0 0 0 - - - 2010-2011 0 0 0 - - - 2011-2012 0 0 0 Schedule 11: Five-year Plans 94 City of Flagstaff Annual Financial Plan 95 (1) $ $ 5,627,877 9,148,164 4,678 4,678 6,349,814 934,422 1,842,721 16,529 9,143,486 14,776,041 15,000 15,000 123,339 8,833,909 471,820 234,017 84,207 9,747,292 5,013,749 Excludes monies set aside for closure costs. Ending Fund Balance (1) Total Uses of Funds Transfers out: General Fund Total Transfers Out Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures Uses of Funds Total Sources of Funds Transfers In Stormwater Utility Fund General Fund Total Transfers In Revenues Intergovernmental Revenues Environmental Services Revenues Other Financing Sources Interest on Investments Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2004-2005 3,879,090 11,423,830 19,488 19,488 6,851,007 965,051 3,088,284 500,000 11,404,342 15,302,920 - 75,000 8,760,817 700,000 82,000 9,617,817 5,685,103 Budget 2005-2006 5,995,144 9,938,051 19,488 19,488 7,087,818 965,051 1,587,194 278,500 9,918,563 15,933,195 - 9,477,715 700,000 117,808 9,812 10,305,335 5,627,860 Estimate 2005-2006 2,759,198 13,206,776 19,488 19,488 7,858,453 1,102,962 3,725,873 500,000 13,187,288 15,965,974 32,500 32,500 200,000 9,617,577 120,753 9,938,330 5,995,144 Budget 2006-2007 1,522,339 11,281,679 19,488 19,488 8,071,898 1,133,293 2,057,000 11,262,191 12,804,018 65,000 65,000 9,856,049 123,772 9,979,821 2,759,198 2007-2008 CITY OF FLAGSTAFF ENVIRONMENTAL SERVICES FUND FIVE YEAR PLAN 2007-2012 583,236 12,233,592 19,488 19,488 8,291,645 1,164,459 2,758,000 12,214,104 12,816,828 66,950 66,950 10,100,673 1,000,000 126,866 11,227,539 1,522,339 2008-2009 514,254 10,550,635 19,488 19,488 8,519,665 1,196,482 815,000 10,531,147 11,064,889 - 10,351,615 130,038 10,481,653 583,236 2009-2010 723,759 10,532,829 19,488 19,488 8,753,956 1,229,385 530,000 10,513,341 11,256,588 - 10,609,045 133,289 10,742,334 514,254 2010-2011 591,144 11,142,371 19,488 19,488 8,994,690 1,263,193 865,000 11,122,883 11,733,515 - 10,873,135 136,621 11,009,756 723,759 2011-2012 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 96 595,650 955,689 Total Uses of Funds $ 15,000 47,000 62,000 Transfers Out Environmental Services HURF Total Transfers Out Ending Fund Balance 411,467 56,618 425,046 558 893,689 1,551,338 Departments Operating Expenditures Indirect Costs Operating Capital Capital Expenditures Reserves/Contingencies Total Expenditures Uses of Funds Total Sources of Funds 410,968 200,000 75,000 685,968 Transfers in General Fund BBB-Beautification 4th Street HURF Total Transfers in 162,719 535,819 127,337 675 1,394 37,075 352 702,652 $ Revenues Stormwater Revenues User Fees Permits Grants Interest Earnings Misc Total Revenues Beginning Fund Balance Sources of Funds Actual 2004-2005 216,753 10,502,223 135,000 135,000 926,729 139,279 30,000 9,261,215 10,000 10,367,223 10,718,976 7,820,318 565,000 175,000 850,000 9,410,318 949,836 64,910 410 3,254 1,018,410 290,248 Budget 2005-2006 1,304,411 2,040,193 135,000 135,000 513,002 139,279 19,090 1,233,822 1,905,193 3,344,604 1,096,704 175,000 850,000 2,121,704 550,178 64,910 250 11,913 627,251 595,650 Estimate 2005-2006 303,277 9,132,583 135,000 135,000 992,010 159,674 7,835,899 10,000 8,997,583 9,435,860 7,042,458 7,042,458 999,374 66,533 257 22,827 1,088,991 1,304,411 Budget 2006-2007 181,663 4,897,655 135,000 135,000 798,129 163,666 3,800,860 4,762,655 5,079,318 3,258,360 287,500 3,545,860 1,156,413 68,196 263 5,307 1,230,180 303,277 2007-2008 CITY OF FLAGSTAFF STORMWATER UTILITY FUND FIVE YEAR PLAN 2007-2012 59,872 2,167,965 135,000 135,000 817,608 167,757 1,047,600 2,032,965 2,227,837 500,000 287,500 787,500 1,185,324 69,901 270 3,179 1,258,674 181,663 2008-2009 176,726 1,697,318 135,000 135,000 837,564 171,951 552,802 1,562,318 1,874,044 287,500 287,500 1,453,699 71,649 277 1,048 1,526,672 59,872 2009-2010 303,716 1,727,368 135,000 135,000 858,010 176,250 558,108 1,592,368 2,031,084 287,500 287,500 1,490,041 73,440 284 3,093 1,566,858 176,726 2010-2011 441,257 1,470,633 135,000 135,000 878,956 180,656 276,020 1,335,633 1,911,890 - 1,527,292 75,276 291 5,315 1,608,174 303,716 2011-2012 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan Ending Fund Balance 217,606 7,200 Total Uses of Funds 224,806 5,296 296 5,592 219,214 7,200 7,200 $ $ Departments Operating Expenditures Total Expenditures Uses of Funds Total Sources of Funds Revenues Interest on Investments Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2004-2005 206,593 14,400 14,400 14,400 220,993 4,300 4,300 216,693 Budget 2005-2006 216,406 7,200 7,200 7,200 223,606 6,000 6,000 217,606 Estimate 2005-2006 207,406 14,400 14,400 14,400 221,806 5,400 5,400 216,406 Budget 2006-2007 198,206 14,400 14,400 14,400 212,606 5,200 5,200 207,406 2007-2008 CITY OF FLAGSTAFF FIREMEN'S PENSION FUNDS FIVE YEAR PLAN 2007-2012 188,806 14,400 14,400 14,400 203,206 5,000 5,000 198,206 2008-2009 179,106 14,400 14,400 14,400 193,506 4,700 4,700 188,806 2009-2010 169,206 14,400 14,400 14,400 183,606 4,500 4,500 179,106 2010-2011 159,006 14,400 14,400 14,400 173,406 4,200 4,200 169,206 2011-2012 Schedule 11: Five-year Plans 97 City of Flagstaff Annual Financial Plan 98 City of Flagstaff GENERAL ADMINISTRATION DEPARTMENT MISSION It is the mission of the City Manager's office to direct and coordinate City staff to provide effective, efficient, and equitable implementation of Council policies and programs; and to provide representation of City Council policies to citizens, other governmental agencies/jurisdictions and any other entity important to the accomplishment of directives established by the City Council. The mission of the City Clerk’s office is to support the values of the community and to administer and safeguard the integrity of the municipal governing process by: conducting fair and open municipal elections; overseeing the timely and accurate accumulation, organization, dissemination, and accessibility to public records; and ensuring legal compliance of all official postings, public notices, and related advertising. The mission of the Human Resources Division is to support the City of Flagstaff’s commitment to enhancing partnerships with the citizens of our community by providing dependable service, addressing customer’s concerns (both externally and internally), providing high-quality public service, and creating a work environment where initiative, teamwork, and creativity are encouraged and valued. The mission of the Risk Management Division is to develop and maintain an integrated multidisciplinary program for effective management of the City’s resources, assets, and liabilities to protect its employees, property, and citizens and enable the City to achieve its primary aims of enhanced quality of life and service to its citizens. The mission of the City Attorney's office is to provide competent and sound legal advice and representation in matters involving or affecting the City. The mission of the employees of the Flagstaff Municipal Court is to foster a positive and productive environment that promotes the efficient and effective administration of justice. The mission of the Convention and Visitors Bureau is to develop, promote, and maintain Flagstaff as a year-round visitor destination with professional visitor services that will benefit the community economically, environmentally, and socially. The mission of Visitor Services is to introduce and educate visitors about the vast tourism opportunities within Flagstaff and the surrounding areas, and to increase the frequency of visits and length of stay to Flagstaff. Annual Financial Plan 99 City of Flagstaff Annual Financial Plan 100 City of Flagstaff GENERAL ADMINISTRATION DIVISION 01 CITY MANAGER MISSION FY 06 ACCOMPLISHMENTS The mission of the City Manager’s office is to direct and coordinate City staff to provide effective, efficient, and equitable implementation of Council policies and programs; and to provide representation of City Council policies to citizens, other governmental agencies/jurisdictions and any other entity important to the accomplishment of directives established by the City Council. 9 9 9 9 PROGRAM DESCRIPTION The City Manager is responsible for providing professional leadership in administering the programs and policies established by the Mayor and Council. The Manager informs and advises the Council on the affairs of the City, studies and proposes alternative solutions to community needs for Mayor and Council consideration, prepares and implements the annual financial plan, and coordinates the activities of all Departments/Divisions under his authority to provide effective services at the lowest possible costs. Facilitated two successful City Council Budget Retreats and one Staff Retreat. City Manager held two all-city meetings with staff to facilitate discussion of current events within the City. Compiled weekly reports from the City Manager to the Community which are available for public access on the City website. Key City initiatives and activities provided in Cityscape quarterly. City website used as an important tool for citizens to access latest information on city issues, decision making and programs. Assisted in coordination of May 06 proposition information efforts. Assisted with communication on January winter weather problems and solutions. FY 07 NEW INITIATIVES ¾ ¾ ¾ A member of the City Manager's staff will meet with each new employee within three months of hire. Improve e-government capabilities of City website and its use in emergency situations. Continually improving customer service to all constituents. PERFORMANCE MEASURES Council Priority/Goal: QUALITY OF LIFE Goal: Timely dissemination of information on programs, activities and issues. Objective: Provide, through a variety of mediums, timely and consistent information to the public about City issues, programs and services. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Number of live and taped television reports in a year. 50 50 50 50 reports/year reports/year reports/year reports/year Number of live and taped radio reports in a year. 100 100 100 100 reports/year reports/year reports/year reports/year Special Sunday inserts in the Arizona Daily Sun. 0 15 20 20 Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Provide direction and support of the Utilities Department, Legal Department, regional partners, and Federal and State agencies to developing long-range water acquisition policies. Objective: Development of long-range water acquisition policies. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Implement long range water acquisition policy N/A N/A 6/30/07 6/30/07 Annual Financial Plan 101 City of Flagstaff GENERAL ADMINISTRATION DIVISION 01 Council Priority/Goal: CUSTOMER SERVICE Goal: Promote and provide excellent customer service to constituents. Objective: Act responsively to the customers of the City Manager's Office CY 04 Measures: Actual Return phone calls to citizens within 24 hours. N/A Provide solutions to citizen's problems directly without N/A unnecessarily transfering calls to other departments. Provide the same responses to internal customers N/A CITY MANAGER CY 05 Actual N/A N/A CY 06 Estimate yes yes CY 07 Proposed yes yes N/A yes yes Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Support the City's Leadership Development Program to ensure a smooth transition in key leadership positions throughout the organization. Objective: Develop and partake in succession planning program. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Sucessful transiition for 90% of leadership positions N/A N/A 90% 90% Council Priority/Goal: COLLABORATION Goal: Working with CD and our Economic Development community partners, develop a set of comprehensive economic development policies and procedures to include a process to administer economic incentives. Objective: Work collaboratively with GFEC to develop policies and procedures to administer economic incentives CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Implementation of policies and procedures N/A N/A 6/30/07 6/30/07 Council Priority/Goal: COLLABORATION Goal: Ensure the effective coordination of the various Workforce Housing initiatives being examined by various community agencies, governmental agencies and City staff. Objective: Development & successful implementation of workforce housing initiatives. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Passage of Prop 404 May 2006 election N/A N/A Yes Yes Implementation of initiatves N/A N/A 6/30/07 6/30/07 Council Priority/Goal: COLLABORATION Goal: Coordiantion of regional communicators to work on local issues that can impact community. Objective: Become educated and trained and prepare communication plans for emergencies. CY 04 CY 05 CY 06 Measures: Actual Actual Estimate At least four meetings of all area PIO's in a year 2 2 4 Develop a regional communication plan for area emergencies 0 0 0 Participate in at least two emergency training drills in a year 1 2 2 CY 07 Proposed 4 1 2 Council Priority/Goal: CUSTOMER SERVICE Goal: Maintain high level of internal and external customer service. Objective: Assist with consistent customer service orientation and training of new and existing employees. CY 04 CY 05 CY 06 Measures: Actual Actual Estimate 2 to 4 training session a year 0 2 4 Develop additional staff as customer service trainers 0 0 0 Annual citizen survey of city services 1 1 1 CY 07 Proposed 4 2 1 Annual Financial Plan 102 City of Flagstaff GENERAL ADMINISTRATION DIVISION 01 CITY MANAGER EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 637,943 152,538 11,088 $ 801,569 Adopted Budget 2005-2006 $ 675,301 185,355 11,775 $ 872,431 Estimated Expenditures 2005-2006 $ 680,026 148,029 20,453 $ 848,508 Proposed Budget 2006-2007 $ 714,524 197,145 12,625 $ 924,294 Budget-Budget Variance $ 39,223 11,790 850 $ 51,863 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION DISABILITY AWARENESS TEEN WORKS PUBLIC INFORMATION CUSTOMER SERVICE TOTAL $ 681,413 1,215 97,999 20,942 801,569 $ 719,721 4,110 104,550 44,050 872,431 $ 729,401 7,858 88,500 22,749 848,508 $ 768,514 4,480 104,550 46,750 924,294 $ 48,793 370 2,700 51,863 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 528,569 48,757 101,862 124,052 8,822 20,534 91,698 924,294 COMMENTARY: The City Manager's operating budget has increased 6% and there are no capital expenditures. Personal services increase is due to a 9% pay plan adjustment and increases in ASRS, health insurance, and dental insurance. Contractuals increase is due to travel, lodging, meals and advertising due to increased costs. Commodities reflects no major increase/decrease. There is no major capital (>$10,000) for this division. Annual Financial Plan 103 City of Flagstaff GENERAL ADMINISTRATION DIVISION 02 CITY CLERK MISSION FY 06 ACCOMPLISHMENTS The mission of the City Clerk’s office is to support the values of the community and to administer and safeguard the integrity of the municipal governing process by: conducting fair and open municipal elections, overseeing the timely and accurate accumulation, organization, dissemination, and accessibility to public records; and ensuring legal compliance of all official postings, public notices, and related advertising. 9 9 9 9 9 9 Conducted May 2006 General Election (March Primary Cancelled) Continued Training for New Members of the City Clerk's Division Redesigned and reinitiated Board and Commission Member Training Conducted Training for Staff Liaisons to Boards and Commissions Expanded Website Service Continued Working on the standardization, publishing, and distribution of the revised City Policy Manual PROGRAM DESCRIPTION As required by the City Charter, the City Clerk maintains the official documents of the City, such as council meeting minutes, ordinances (including codification), resolutions, deeds, contracts, easements, rights-of-way, and leases. The City Clerk conducts all City elections, coordinates the Council’s boards and commissions; conducts board and commission member training and maintains the board and commission member handbook; prepares the Council meeting, work session, and executive session agendas; oversees the City’s record management program; oversees and maintains City’s policies and procedures; administers the City Council/City Clerk postings on the website; and ensures legal requirements regarding official posting, public notices, publishing, and advertising are met. FY 07 NEW INITIATIVES ¾ ¾ ¾ ¾ ¾ Update the Board and Commissions Section of City Code Train 75-85% of the City's Board and Commission Members Continue Expansion of Website Services Conduct Possible 2007 Special Election Finalize the City Policy Manual PERFORMANCE MEASURES Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Training of new staff members Objective: To provide training opportunities pertinent to staff needs. CY 04 Measures: Actual The City Clerk has attended the AMCA Clerks' Academy, N/A AMCA Annual Conference, and Elections Training and participated in leadership talent development training The Deputy City Clerk has attended the AMCA Clerk’s N/A Institute, AMCA Annual Conference, and Elections Training; and additional miscellaneous training has been budgeted for The Executive Administrative Assistant has a budget for local, N/A training of her choice Annual Financial Plan 104 CY 05 Actual N/A CY 06 Estimate Completed by 6/30/06 CY 07 Proposed N/A N/A Completed by 6/30/06 N/A N/A N/A By 6/30/07 City of Flagstaff GENERAL ADMINISTRATION DIVISION 02 CITY CLERK Council Priority/Goal: Fiscal Health, Affordable Housing, Capital Improvement, Quality of Life, Customer Service Goal: Conducted May, 2006 General Election Objective: To conduct the General Election in compliance with all laws and present ballot questions to the voters in a clear and concise way. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Received Justice Department Pre-clearance N/A N/A Completed N/A by 6/30/06 All notices were translated and published in accordance with N/A N/A 100% N/A established timelines No complaints of election irregularities were received N/A N/A 100% 100% Council Priority/Goal: Organizational Support Goal: Board and Commission Member Training Objective: Redesign and Reinitiate Board and Commission Member Training CY 04 Measures: Actual Board and Commission Member Handbook updated and N/A distributed to all Boards and Commission members and Staff Liaison and posted on the City's website as a fully linked document Board and Commission member training and Staff Liaison N/A training redesigned Two Board and Commission member training sessions N/A Conducted and One Staff Liaison training conducted Annual Financial Plan 105 CY 05 Actual N/A CY 06 Estimate 100% CY 07 Proposed N/A N/A 100% N/A N/A 100% N/A City of Flagstaff GENERAL ADMINISTRATION DIVISION 02 CITY CLERK EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 175,323 80,045 1,424 $ 256,792 Adopted Budget 2005-2006 $ 186,016 115,713 4,655 $ 306,384 Estimated Expenditures 2005-2006 $ 193,784 95,268 5,348 $ 294,400 Proposed Budget 2006-2007 $ 252,696 23,351 9,085 $ 285,132 Budget-Budget Variance $ 66,680 (92,362) 4,430 $ (21,252) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ELECTIONS TOTAL $ 190,782 66,010 256,792 $ 212,484 93,900 306,384 $ 211,022 83,378 294,400 $ 285,132 285,132 $ 72,648 (93,900) (21,252) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 182,731 9,513 29,451 33,457 1,549 5,689 22,742 285,132 COMMENTARY: The City Clerk's operating budget has decreased 7% with no capital expenditures. Personal Services increase is due to a 1.0 FTE staffing addition for a Deputy City Clerk. In addition, there is a 9% pay plan adjustment and increases in ASRS, health insurance, and dental insurance. Contractuals decrease is due to prior year one-time election expenditures. Commodities increase is due to computer, office equipment and supplies for the new FTE. There is no major capital (>$10,000) for this division. Annual Financial Plan 106 City of Flagstaff GENERAL ADMINISTRATION DIVISION 04 MISSION 9 9 The mission of the Human Resources division is to support the City of Flagstaff’s commitment to enhancing partnerships with the citizens of our community by providing dependable service, addressing customer’s concerns (both externally and internally), providing highquality public service, and creating a work environment where initiative, teamwork, and creativity are encouraged and valued. 9 9 9 9 HUMAN RESOURCES Broad Banded Project Manager Positions. Paramedics were rolled into the assignment pay process as part of the three-year phase in for assignment pay. Mechanic's tool allowance was increased from $300 to $600 (paid on a reimbursement basis). Revised the Drug and Alcohol policy for non-CLD employees. Revised the Acting Pay and Residency Ordinance. Developed and presented workshops on "Positive Corrective Action" and "EPA Training." PROGRAM DESCRIPTION FY 07 NEW INITIATIVES Human Resources is responsible for all areas impacting employees and potential employees. These functions include recruitment and selection, employee grievance and appeals resolution, classification and compensation, organizational development, employee development and training, employee benefits and services, and equal employment opportunity and affirmative action. ¾ ¾ ¾ FY 06 ACCOMPLISHMENTS 9 9 9 ¾ ¾ Implemented the Leadership Talent Development Program. Addressed the areas for improvement that were identified in the Climate Survey. Implemented Skill Base Pay at Lake Mary. ¾ ¾ ¾ Integrate the Leadership Talent and Development Program (LTDP) into the City's processes and procedures. Integrate competency profiles that were identified in the LTDP into the interview process and move toward behavioral interviewing. Develop a formal mentoring program to assist new employees in becoming familiar with the City processes and culture. Develop a city-wide "Standby'' Policy. Automate the FMLA component in City's computerized system. Implement a triple option health care plan. Develop an Ethics Policy. Develop more in-house training to meet the needs of new employees. PERFORMANCE MEASURES Council Priority/Goal: CUSTOMER SERVICE Goal: Determine a base-line regarding employee opinions on topics related to career opportunities, job satisfaction, pay and benefits, supervision etc. Objective: Address the issues that were identified in the Climate Survey and measure improvements by conducting a survey in FY 07-08. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Identify 4 areas for improvement by 6/30/06 N/A N/A 6/30/06 N/A Implement at least 2 recommendations N/A 1 2 2 Council Priority/Goal: CUSTOMER SERVICE Goal: Develop guidelines so that employees understand the importance of maintaining the highest standards of personal integrity, truthfulness, honesty, and fairness in carrying out their public duties. Objective: Develop an Ethics policy. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Ethics policy is developed by 6/30/07 N/A N/A 6/30/07 6/30/07 Annual Financial Plan 107 City of Flagstaff GENERAL ADMINISTRATION DIVISION 04 HUMAN RESOURCES Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Address the need for succession planning Objective: Develop a program to identify employees who can assume leadership roles as needed across a broad spectrum of the organization. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Train managers and supervisors in all departments - "Setting a 1 3 2 1 Climate for Development" (number of departments) Provide career development for employees who are interested N/A 60 60 40 in assuming leadership roles - "Taking Charge of Your Own Career Development" (number of participants) Council Priority/Goal: ORGANIZATION SUPPORT Goal: Maintain a compensation and benefits system that is internally equitable and externally competitive within the financial capability of the City. Objective: Align salaries with market and offer health insurance options for employees. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Provide a salary structure that aligns with market 3% 5% 9% 2% Provide health insurance options for employees by 1/07 N/A N/A 1/07 1/07 Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Professional Development Objective: Identify and develop training programs to enhance employees' professional development. CY 04 CY 05 CY 06 Measures: Actual Actual Estimate Develop at least two workshops to address employee N/A 2 2 development Annual Financial Plan 108 CY 07 Proposed 2 City of Flagstaff GENERAL ADMINISTRATION DIVISION 04 HUMAN RESOURCES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 317,080 60,376 39,004 $ 416,460 Adopted Budget 2005-2006 $ 375,969 79,604 25,854 $ 481,427 Estimated Expenditures 2005-2006 $ 369,722 79,777 25,861 $ 475,360 Proposed Budget 2006-2007 $ 442,690 79,420 26,025 $ 548,135 Budget-Budget Variance $ 66,721 (184) 171 $ 66,708 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION RECRUITMENT AND SELECTION COMPENSATION AND CLASS. TRAINING & DEVELOPMENT DIVERSITY AWARENESS COMM. TOTAL $ 266,740 63,885 85,637 198 416,460 $ 318,645 66,492 200 94,565 1,525 481,427 $ 313,578 66,892 50 93,765 1,075 475,360 $ 386,732 62,425 1,000 96,453 1,525 548,135 $ 68,087 (4,067) 800 1,888 66,708 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND $ $ 441,217 27,109 24,232 45,117 3,674 6,786 548,135 COMMENTARY: The Human Resources operating budget has increased 14% and there are no capital expenditures. Increase in Personal Services is due to 1.0 FTE staffing addition for an HR Benefits Specialist. In addition, there is a 9% pay plan adjustment and increases in ASRS, health insurance, and dental insurance. One-time Contractual expenditures include $1,200 Advertising for new position and Citywide recruitment brochures of $1,500 for job fairs. One-time Commodities expenditures include $3,400 for office/computer equipment and office supplies for new position and $1,500 supplies for job fairs. There is no major capital (>$10,000) for this division. Annual Financial Plan 109 City of Flagstaff GENERAL ADMINISTRATION DIVISION 05 MISSION 9 The mission of the Risk Management division is to develop and maintain an integrated multi-disciplinary program for effective management of the City’s resources, assets and liabilities, to protect its employees, property, and citizens and enable the City to achieve its primary aims of enhanced quality of life and service to its citizens. 9 9 9 9 RISK MANAGEMENT $29,700 was collected from negligent 3rd parties in calendar year 2005. Trained over 300 employees in a variety of safety oriented classes. Workers compensation frequency rates improved by 10% - the lowest annual total in 5 years. Workers compensation severity as measured by lost time cases improved by 47% - the lowest annual total in 5 years. Public Works safety committee formalized. PROGRAM DESCRIPTION FY 07 NEW INITIATIVES The Risk Management division is responsible for control of risk and focuses on the protection of the City’s human, financial and physical assets. The protection and wellbeing of employees and the public is of utmost priority and financial and physical assets provide us with the tools to accomplish the City’s mission of service to it’s citizens. ¾ ¾ ¾ ¾ Update insurance and indemnification manual for distribution and implementation. Develop additional in-house training tailored to meet department needs. Support, train and empower departmental safety committees. Implement new performance measurements to allow for improved ICMA benchmarking. FY 06 ACCOMPLISHMENTS 9 Liability claims - 57 closed during calendar year 2005 PERFORMANCE MEASURES Council Priority/Goal: PUBLIC SAFETY Goal: To provide a safer working environment for employees Objective: Reduce injury by educating employees in proper safety procedures. CY 04 Measures: Actual Number of OSHA compliance and general safety training N/A classes presented Percent increase in number of safety training classes. N/A Percent increase in number of employees trained N/A Annual Financial Plan 110 CY 05 Actual N/A CY 06 Estimate 15 CY 07 Proposed 24 N/A N/A N/A N/A 10% 10% City of Flagstaff GENERAL ADMINISTRATION DIVISION 05 RISK MANAGEMENT Council Priority/Goal: PUBLIC SAFETY Goal: To provide a safer environment for the general public and employees on City premises. Objective: Reduce frequency and severity of injury and loss by performing safety inspections and implementing recommendations. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Number of safety inspections and ergonomic evaluations 13 12 28 24 Conduct Accident Review Board meetings 9 8 11 11 Number of recommendations promulgated from ARB and 25 safety committees Reduce number of workers compensation claims as compared 0% Down 10% 7.5 7.5 to previous year by stated % Measure success of Return to Work & Sick Industrial program Down by Down by No greater No greater by number of lost workdays as compared to ICMA benchmark 35% 12% than 5% than 5% variance. variance. Council Priority/Goal: CUSTOMER SERVICE Goal: To be responsive to internal customers needs and requests. Objective: Respond to internal customers in a timely manner. CY 04 Measures: Actual Number of documents reviewed for risk transfer or risk N/A assessment including contracts, certificates and events Percent of risk assessments conducted within 3 days of N/A original request Percent of loss control and insurance issues resolved within 3 N/A days for all requests Council Priority/Goal: CUSTOMER SERVICE Goal: To be responsive to external customers needs. Objective: Respond to external customers needs in a timely manner. CY 04 Measures: Actual Average number of calendar days from receipt of complete N/A claim to claim closure (Non-litigated) Percent of complete non-litigation citizen claims closed within N/A 30 days Annual Financial Plan 111 CY 05 Actual N/A CY 06 Estimate N/A CY 07 Proposed 120 N/A N/A 90% N/A N/A 90% CY 05 Actual 38 CY 06 Estimate 25 CY 07 Proposed 25 N/A 80% 80% City of Flagstaff GENERAL ADMINISTRATION DIVISION 05 RISK MANAGEMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 119,515 4,472 2,020 $ 126,007 Adopted Budget 2005-2006 $ 130,619 18,475 2,585 $ 151,679 Estimated Expenditures 2005-2006 $ 131,371 14,775 2,306 $ 148,452 Proposed Budget 2006-2007 $ 198,194 21,735 8,685 $ 228,614 Budget-Budget Variance $ 67,575 3,260 6,100 $ 76,935 $ $ $ $ $ $ $ $ 228,614 228,614 $ $ $ 171,943 8,627 15,403 19,843 1,209 3,301 8,288 228,614 EXPENDITURES BY PROGRAM: ADMINISTRATION TOTAL 126,007 126,007 151,679 151,679 148,452 148,452 76,935 76,935 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ COMMENTARY: Risk Management operating budget has increased 51% and there are no capital expenditures. Personal Services increase is due to 1.0 FTE staffing addition for Insurance Claims Specialist. In addition, there is a 9% pay plan adjustment and increases in ASRS, health insurance, and dental insurance. Contractual and Commodities increases are due to computer/office equipment, office supplies, and AIC certification for new position. There is no major capital (>$10,000) for this division. Annual Financial Plan 112 City of Flagstaff GENERAL ADMINISTRATION DIVISION 07 CITY ATTORNEY Manager, the City departments, and the City’s boards and commissions. This division represents the City in civil litigation and represents the City and the State of Arizona in criminal misdemeanor cases occurring within the City limits. This division also prepares or reviews all contracts, ordinances, resolutions or other legal documents involving the City. MISSION The mission of the City Attorney’s office is to provide competent and sound legal advice and representation in matters involving or affecting the City. PROGRAM DESCRIPTION The Law Division assures the legality of the official business of the City of Flagstaff by providing legal advice and opinions to the Mayor and Council, the City FY 06 ACCOMPLISHMENTS CUSTOMER SERVICE / ORGANIZATIONAL SUPPORT Requests for Legal Assistance 2004 2005 Contracts (includes contracts, development agreements, grants, IGAs) Legal Opinions/Research Ordinances/Resolutions Real Estate Claims/Litigation/Hearings Miscellaneous 90 35 124 19 17 77 200 54 157 36 18 59 362 524 Total: 9 A primary goal of the City Attorney’s Office is to support the work of City Departments. As the above chart indicates, the requests for legal assistance are numerous and growing. There has been a 31% increase in overall requests, with a 35% increase in requests for research/legal opinions, a 55% increase in contract review of all types, a 47% increase in real Annual Financial Plan property work, and a 21% increase in ordinances and resolutions reviewed. In addition, the Office responds to telephone and email requests for routine legal guidance within a day or two, and sooner when possible. Of the 524 formal requests for legal assistance made in 2005, 90% have been completed and 10% are continuing projects. 113 City of Flagstaff GENERAL ADMINISTRATION DIVISION 07 CITY ATTORNEY PUBLIC SAFETY Criminal Cases CY03 CY04 CY05 New Criminal Cases Domestic Violence Cases Driving under the influence (DUI) cases Criminal Traffic Cases (excluding DUI) Sales Tax Cases Other Cases Underage Alcohol Drug/Drug paraphernalia cases Undesignated Cases Cases Involving a Victim Pending DUI files at year end 3,840 693 699 662 26 1,185 182 N/A 393 685 218 3,637 607 697 572 27 1,229 179 326 0 622 187 3,604 529 679 623 39 1,334 93 307 0 693 204 4,743 4,446 -7% 4,501 1% Total: % Increase from Prior Year: 9 Not Available life” issues for our community. Prosecutors work with Zoning and Clean ‘n Green enforcement officers to charge, prosecute and seek abatement of those types of violations, many of which arise under the City’s Land Development Code, Building Code and Litter Ordinance. Vigorous enforcement of the City’s and State’s laws is a necessary part of preserving public safety in the City. The City Attorney’s Office handles the prosecution of misdemeanor offenses in Municipal Court, as well as notifying victims of the progress of the case and informing victims of their rights. The above chart shows numbers for some of the types of cases the Office prosecutes. The Office also handles criminal conflict cases from other agencies such as the Coconino County Attorney’s Office and the Sedona and Williams City Attorney’s Offices, and certain felony cases that the Coconino County Attorney’s Office declines to prosecute as felonies and refers to be prosecuted as misdemeanors, such as assault, theft, criminal damage, harassment, and possession of methamphetamine paraphernalia. In addition to prosecuting all criminal cases in Flagstaff Municipal Court, prosecutors also become involved in civil traffic cases upon request from the Police Department or if there is an attorney representing the defendant. Prosecutors also handle all criminal and civil traffic appeals from the Municipal Court to the Superior Court. ECONOMIC DEVELOPMENT 9 The City Attorney’s Office has been actively involved in supporting staff’s negotiations and drafting documents in economic development activities with Northern Arizona University and other entities, including a conference center and a business incubator project. AFFORDABLE HOUSING 9 The City Attorney’s Office has drafted documents for the creation of the City’s land trust for affordable housing, has provided legal research and advice concerning incentives and options for funding lowincome and workforce housing, and responded to legal concerns raised by staff, council and the workforce housing policy task force. The Office has also negotiated and drafted the development agreement for Schultz Pass Meadows which includes a workforce housing component, and has been involved in ongoing negotiations for enforcement of the affordable housing provisions of other development agreements. The Office also reviews numerous requests for charging that come to the Office on a weekly basis from police officers and citizens, and draft and file complaints or decline charging as appropriate. The Office also coordinates with Coconino County Drug Court to enroll appropriate candidates into that program. QUALITY OF LIFE 9 Some of the more time intensive cases the Prosecutors handle are those involving nuisance type violations of City ordinances—usually “quality of Annual Financial Plan 114 City of Flagstaff GENERAL ADMINISTRATION DIVISION 07 CITY ATTORNEY COLLABORATION 9 The City Attorney’s Office has drafted and reviewed numerous intergovernmental agreements with other public entities, including the Arizona Department of Transportation, Coconino County, Northern Arizona University, fire districts, and school districts. The Office also participated in strategic planning for Coconino County Courts and regional emergency response training. In addition, the City Prosecutor has been actively involved in regional criminal justice issues through participation in the Coconino County Criminal Justice Integration Project, the Coconino County Criminal Justice Coordinating Council, the Arizona Criminal Misdemeanor Issues Group and the development of a mental health court program for Flagstaff Municipal Court—a first in Coconino County. PLANNING FOR GROWTH 9 The City Attorney’s Office has worked with the Community Development Department in providing legal advice, support, and reviewing documents and ordinances concerning the implementation of the Regional Plan through an Intergovernmental Agreement with Coconino County, the amendment of the Regional Plan concerning large development projects, and the re-designation of areas designated Planning Reserve areas. The Office has also negotiated several development agreements and participated in enforcement of existing agreements to ensure that future development is built as planned. FISCAL RESPONSIBILITY 9 The City Attorney’s Office has been seeking to limit the City’s expenditures on outside legal counsel by doing more of the human resources work in-house, handling certain negotiations and hearings, and by hiring a new attorney to coordinate claims review and supervise outside litigation. The Office is also seeking to streamline its review of real property, procurement, and alternative delivery construction contracts by developing and updating standard processes and forms, with the purposes of ensuring legal compliance, reducing review times, and achieving cost savings. FY 07 NEW INITIATIVES ¾ ¾ ¾ Create policies and procedures for public records requests and retention Rewrite of the Land Development Code Emergency Response – legal manual PERFORMANCE MEASURES Council Priority/Goal: AFFORDABLE HOUSING Goal: Support the City’s Housing Programs Objective: Create legal documents and provide support to Community Development for the launching of the City’s Community Land Trust in FY 2007. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Approval of the land lease N/A N/A N/A Complete by 6/30/07 Approval of the eligibility regulations N/A N/A N/A Complete by 6/30/07 Develop contract documents for development project N/A N/A N/A Complete by 6/30/07 Annual Financial Plan 115 City of Flagstaff GENERAL ADMINISTRATION DIVISION 07 CITY ATTORNEY Council Priority/Goal: CAPITAL IMPROVEMENTS Goal: Provide legal support to improve efficiencies in contract delivery Objective: Create templates and update existing agreements and processes for procurements and alternative delivery methods. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Create templates for Rio de Flag project N/A N/A N/A Complete by 6/30/07 Develop contracts/procedures for Job Order Contracting N/A N/A N/A Complete by 6/30/07 Review/update/standardize existing agreements and N/A N/A N/A Complete processes by 6/30/07 Council Priority/Goal: CUSTOMER SERVICE Goal: Maintain Open Records in a legally sustainable manner Objective: 1. Provide public records access to external customers 2. Provide privacy protections 3. Provide guidance on the collection and release of records to internal customers CY 04 CY 05 Measures: Actual Actual Develop new policies and schedules for maintenance, release, N/A N/A redaction, and destruction of records Create forms for requests and responses N/A N/A N/A Council Priority/Goal: PLANNING FOR GROWTH Goal: Provide legal support for the City’s planning efforts in a timely and effective manner Objective: 1. Create template development agreement 2. Provide legal review and support for rewrite of the Land Development Code CY 04 CY 05 Measures: Actual Actual Creation of form agreement N/A N/A CY 06 Estimate N/A Percentage completion of Code rewrite N/A N/A CY 06 Estimate N/A 50% Council Priority/Goal: PUBLIC SAFETY Goal: Support the public safety efforts of the police and fire departments Objective: 1. Prepare legal documents and procedures for Emergency Response events 2. Prosecute in a timely manner misdemeanor cases where the defendant appears CY 04 CY 05 CY 06 Measures: Actual Actual Estimate Create a handbook that includes laws, procedures, and forms N/A N/A N/A for major emergency events Percentage of DUI cases closed within three months of first N/A N/A 90% pretrial conference Annual Financial Plan 116 CY 07 Proposed Complete by 6/30/07 Complete by 6/30/07 CY 07 Proposed Complete by 6/30/07 100% CY 07 Proposed Complete by 6/30/07 90% City of Flagstaff GENERAL ADMINISTRATION DIVISION 07 CITY ATTORNEY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 865,575 26,504 22,850 $ 914,929 Adopted Budget 2005-2006 $ 1,068,788 35,430 45,025 $ 1,149,243 Estimated Expenditures 2005-2006 $ 1,074,381 35,573 37,442 $ 1,147,396 Proposed Budget 2006-2007 $ 1,259,039 41,410 37,125 $ 1,337,574 Budget-Budget Variance $ 190,251 5,980 (7,900) $ 188,331 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COUNCIL, COMM & DEPT'S POLICE COURT TOTAL $ 97,407 402,719 414,803 914,929 $ 296,044 412,547 440,652 1,149,243 $ 253,678 459,824 433,894 1,147,396 $ 234,864 594,610 508,100 1,337,574 $ (61,180) 182,063 67,448 188,331 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 1,134,232 19,200 59,438 64,196 3,127 11,482 45,899 1,337,574 COMMENTARY: The City Attorney operating budget has increased 16% and there are no capital expenditures. Personal Services increase is due to a reclass for Assistant City Attorney-Prosecutor to a Prosecutor II. In addition, there is a 9% pay plan adjustment and increases in ASRS, health insurance, and dental insurance. Contractuals increase is due to increased costs for registration and memberships. Commodities decreased due to prior year one-time expenditures. There is no major capital (>$10,000) for this division. Annual Financial Plan 117 City of Flagstaff GENERAL ADMINISTRATION DIVISION 65 MISSION The mission of the employees of the Flagstaff Municipal Court is to foster a positive and productive environment that promotes the efficient and effective administration of justice. 9 9 9 PROGRAM DESCRIPTION 9 The Municipal Court is responsible for the adjudication and disposition of all local code violations, criminal traffic, civil traffic, and criminal misdemeanor cases that occur within the Flagstaff City limits in a prompt, judicious, and effective manner. The Court is accountable to the Arizona Supreme Court through the Superior Court of Coconino County in judicial and operational matters and reports to the City regarding financial and administrative matters not unique to Court operations. 9 9 9 9 FY 06 ACCOMPLISHMENTS 9 9 9 9 9 9 9 9 9 Through active case management adjudicated 90% of all cases within 90 days including warrants (exceeds ABA standard). Complied with all Rules of Court and Statutory case handling requirements. Provided accurate information to the public. Gave information on over 20,000 specific case inquiries and participated in ongoing statistical reporting. All public court case information has been made available through an online data warehouse. All court staff has completed orientation and training requirements of Arizona Judiciary and we have reported timely. All court staff completed customer service training geared toward specific needs for court staff to maintain balance of individual service and upholding court orders and legal requirements. Sent all cases with outstanding court orders for enforcement action (notice, warrant, suspension, registration hold, tax intercept, and FARE collections). Total dollar amount greater than $10.5M. Processed over $2M in financial transactions, complied with Minimum Accounting Standards and reported timely. Increased use of FARE program to include all tax intercept cases and automated transfer of these types of cases. Completed and published Self-Evaluation tool in cooperation with the Limited Jurisdiction Court Annual Financial Plan FLAGSTAFF MUNICIPAL COURT Administrators Association that includes operational standards for courts of limited jurisdiction. Completed security evaluation of facilities. Renewed the court strategic planning agenda and held stakeholder retreat to develop and publish the Justice 2025 strategic plan. Participated in review groups for the development and implementation of a new statewide case management system (CMS). Expanded electronic transfer process of case information beyond citations to including booking information and long form complaints (court integration program). Participated with Arizona Chief Justices’ Committee on Electronic Courts. Participated in the establishment of and curriculum development for the Court Leadership Institute of Arizona (CLIA to be implemented in FY 07). Participated in Arizona Chief Justices’ DUI Committee to reduce disposition time of DUI cases. Participated in numerous collaboration efforts including the Limited Jurisdiction Court (LJC) Committee a subcommittee of the Arizona Judicial Council (AJC), the Criminal Justice Coordinating Committee (CJCC – local), the Court Automation Coordinating Committee (CACC), the Commission on Technology (COT), Criminal Justice Integration Committee (CJI), Legislative Update Conference, Limited Jurisdiction Court Administrators Association (LJCAA), Arizona Court Association (ACA), Justice 2025 Strategic Planning Summit, and regular state and local meetings with criminal justice partners. FY 07 NEW INITIATIVES ¾ ¾ ¾ ¾ ¾ ¾ 118 Work through the Criminal Justice Coordinating Council to implement a Mental Health Court at the Flagstaff Municipal Court. Continue with the development of options for new facilities to improve community access and security at the Municipal Court. Implement recommendations of security evaluation. Expand collection efforts through FARE and other avenues. See FARE revenues become more stable. Publish electronic court filing standards through the Electronic Court Committee. Use standards as basis of local e-court system that would improve access by allowing customers to electronically file and track cases. Participate in the evaluation and modifications of a new Case Management System (CMS) for limited jurisdiction courts throughout the state (pilot to be completed in FY 07). City of Flagstaff GENERAL ADMINISTRATION ¾ DIVISION 65 Provide first classes of the Court Leadership Institute of Arizona. ¾ FLAGSTAFF MUNICIPAL COURT Develop and implement Strategic Plan for FY 07 based on the Justice 2025 Strategic Plan for Coconino County Courts. PERFORMANCE MEASURES Council Priority/Goal: PUBLIC SAFETY Goal: Timely adjudication of all cases filed before the Court. Objective: Exceed ABA standards and state average for limited jurisdiction courts. CY 04 CY 05 Measures: Actual Actual Total number of charges filed 21,004 21,229 Cases completed in 0 - 30 days (state average = 53%) 55% 59% Cases completed in 31 -60 days (state average = 25%) 27% 25% Cases completed in 61 - 90 days (state average = 9%) 8% 7% Cases completed in 91 - 120 days (state average = 7%) 4% 3% Cases completed 121+ days (state average = 6%) 6% 6% CY 06 Estimate 21,500 57% 26% 8% 3% 6% CY 07 Proposed 21,700 57% 26% 8% 3% 6% Council Priority/Goal: FISCAL RESPONSIBILITY Goal: Consistent and accurate collection of fines imposed and other funds collected by the Municipal Court. Objective: Accurately account for all funds and increase financial compliance. CY 04 CY 05 CY 06 Measures: Actual Actual Estimate Amount of city general funds collected $1,031,878 $1,165,400 $1,075,000 Amount of surcharges/state funds collected $967,731 $1,427,033 $950,000 Amount of other local funds collected $299,585 $228,380 $240,000 Total amount of fines/fees collected $2,299,194 $2,820,813 $2,265,000 Amount of restitution paid Amount of bonds posted Total amount of pass-through funds Annual Financial Plan $38,055 $421,328 $459,383 119 $43,320 $483,405 $526,725 $44,000 $490,000 $534,000 CY 07 Proposed $1,100,000 $975,000 $250,000 $2,325,000 $45,000 $500,000 $545,000 City of Flagstaff GENERAL ADMINISTRATION DIVISION 65 FLAGSTAFF MUNICIPAL COURT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 1,452,968 385,463 66,348 7,759 $ 1,912,538 Adopted Budget 2005-2006 $ 1,521,112 639,141 56,023 23,500 $ 2,239,776 Estimated Expenditures 2005-2006 $ 1,523,753 489,744 53,530 21,455 $ 2,088,482 Proposed Budget 2006-2007 $ 1,666,403 704,240 76,025 10,000 $ 2,456,668 Budget-Budget Variance $ 145,291 65,099 20,002 (13,500) $ 216,892 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TRIALS & ARRAIGNMENTS RECORDS MANAGEMENT COURT COLLECTIONS TOTAL $ 783,083 426,219 411,492 291,744 1,912,538 $ 1,030,093 428,420 474,921 306,342 2,239,776 $ 916,902 439,522 454,361 277,697 2,088,482 $ 1,047,003 555,473 465,845 388,347 2,456,668 $ $ 2,456,668 2,456,668 $ 16,910 127,053 (9,076) 82,005 216,892 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The City Court operating budget has increased 10% and capital expenditures total $10,000 resulting in an overall net increase of 10%. Personal Services increase is due to a 9% pay plan adjustment and increases in ASRS, health insurance, and dental insurance. One-time Contractual increase includes $25,000 for Integration Program and $74,000 for development of Electronic Filing. One-time Commodity increase of $25,000 is for Security equipment for new Security Personnel position. Major capital (>$10,000) include $10,000 to bullet proof Judges benches and clerical area. Annual Financial Plan 120 City of Flagstaff GENERAL ADMINISTRATION DIVISION 84 MISSION 9 The mission of the Convention and Visitors Bureau is to develop, promote, and maintain Flagstaff as a yearround visitor destination with professional visitor services that will benefit the community economically, environmentally, and socially. 9 9 9 PROGRAM DESCRIPTION 9 9 The Flagstaff Convention and Visitors Bureau is charged with administering tourism programs for the City of Flagstaff and receives an allocation of 30% of the BBB tax collected. Programs include marketing to tour operators, travel agents, meeting planners, group coordinators and individual leisure travelers; as well as development of public outreach and educational programs, media relations and media coverage. The CVB is also responsible for the creation and maintenance of partnership opportunities locally and regionally. 9 ¾ ¾ ¾ FY 06 ACCOMPLISHMENTS 9 Partnered with Chamber of Commerce and Northern Arizona University in securing the Arizona Cardinals return to Flagstaff for Training Camp, July/August 2006 Dramatic increase in fulfillment requests and collateral distribution Created strong in-house marketing campaign with consistent look and message Printed translated brochures (5-day Explorer Guide in French, German and Spanish) Increased media coverage regionally and nationally In coordination with Page/Lake Powell and Williams, hosted 48 freelance writers through SATW (Society of American Travel Writers) May, 2006 Developed tracking methods for advertisements, sales and public relations FY 07 NEW INITIATIVES ¾ 9 TOURISM - CVB Expand reach to promising secondary markets (ie Texas, Chicago) Increase feature articles in regional markets on a more consistent basis Develop and launch new website Enhance existing sales and marketing programs Increased sales leads to stakeholders, specifically midweek and shoulder/off-season Successfully bid and awarded the Governor's Rural Development Conference, August 2006 PERFORMANCE MEASURES Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Increase BBB revenues Objective: Maintain existing strong travel patterns on weekends and in high season, and increase occupancy midweek and in shoulder and off-seasons to improve average length of stay. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Track number of room night leads N/A 13,628 20,500 30,000 Hotel occupancy percentage; revpar figures 64.4% / 65.0% / 66.5% / 68.0% / $39.30 $42.43 $45.50 $49.00 Survey market segments and visitor origins N/A N/A N/A N/A Council Priority/Goal: COLLABORATION AND FISCAL HEALTH Goal: Facilitate partnerships with state agencies (ie AOT, ATA) and other trade associations (ie NTA, MPI) Objective: Regularly attend meetings to ensure high visibility of the Flagstaff CVB on a statewide level; and pursue all funding opportunities through agency collaboration CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed AOT TEAM grant revenue received (FY actuals) $14,000 $19,764 $30,000 $40,000 Annual Financial Plan 121 City of Flagstaff GENERAL ADMINISTRATION DIVISION 84 TOURISM - CVB Council Priority/Goal: QUALITY OF LIFE AND ECONOMIC DEVELOPMENT Goal: Increase awareness of Flagstaff by portraying the many artistic, cultural and recreational offerings. Objective: Aggressively advertise in key markets and pursue all media opportunities to complement advertising strategies. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Track fulfillment requests, collateral distribution 11,968 22,384 30,000 45,000 Place AEV (advertising equivalency values) on all media N/A N/A $2 million $3 million coverage Number of website visits (unique visits) 387,989 440,860 500,000 750,000 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 408,421 280,813 143,259 $ 832,493 Adopted Budget 2005-2006 $ 469,928 503,918 134,415 30,233 $ 1,138,494 Estimated Expenditures 2005-2006 $ 466,135 503,616 129,784 10,958 $ 1,110,493 Proposed Budget 2006-2007 $ 552,443 548,572 136,350 $ 1,237,365 Budget-Budget Variance $ 82,515 44,654 1,935 (30,233) $ 98,871 $ $ $ $ $ 39,917 27,075 31,429 $ 98,871 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION MARKETING AND PROMOTION PUBLIC RELATIONS FILM OFFICE TOTAL $ 461,560 365,927 5,006 832,493 $ 551,151 581,543 5,800 1,138,494 $ 527,122 577,321 6,050 1,110,493 $ 591,068 608,618 31,429 6,250 1,237,365 $ $ 1,237,365 1,237,365 SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Tourism operating budget has increased 12% and there are no capital expenditures resulting in an overall net increase of 9%. Personal Services increases are due to (1) FTE staffing addition that include a Publications Associate. In addition, there is a 9% pay plan adjustment and increases in Arizona State Retirement, health insurance, and dental insurance. Contractual increases are due to travel, education and training, memberships and trade show registrations. Commodities increases are due to copying, printing, office supplies, computer software and food. One-time expenditures for this division are to recreate a new website ($30,000), advertising for new positions, computer equipment and software, office equipment and a market survey for NAU. Annual Financial Plan 122 City of Flagstaff GENERAL ADMINISTRATION DIVISION 85 VISITOR CENTER MISSION FY 06 ACCOMPLISHMENTS The mission of the Visitors Center is to introduce and educate visitors about the vast tourism opportunities within Flagstaff and the surrounding areas, and to increase the frequency of visits to Flagstaff and length of stay. 9 9 9 9 PROGRAM DESCRIPTION The Flagstaff Visitor Center (VC) opened in the Historic Train Station in 1994. Until March of 2003, the VC was operated by the Flagstaff Chamber of Commerce; funded by the City of Flagstaff. The Flagstaff Tourism Commission sought an expanded mission for the VC and determined the operation would be more cohesive under the direction of the Flagstaff Convention and Visitor Bureau (CVB). The VC was successfully transitioned to the CVB with existing staff becoming city employees. 9 9 Produced and distributed Flagstaff Discovery Passport brochure featuring seven area attractions Developed new programs and on-site presentations for visitors with National Park Service and Forest Service. Implemented tracking methods for walk-ins and fulfillment requests Distributing multiple new brochures (including Visitor Guide, 5-day Explorer in English, French, German, Spanish) to enhance visitor experience Dramatic increase in walk-ins and fulfillment requests Secured $50,000 grant from the Arizona Office of Tourism for the platform paver project FY 07 NEW INITIATIVES ¾ ¾ ¾ Position Visitor Center as primary resource to local community and stakeholders Expand exhibits at Flagstaff and Phoenix airports and area welcome centers Develop Visitor Center satellite kiosks PERFORMANCE MEASURES Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Increase the frequency of visitors to Flagstaff and length of stay Objective: Encourage visitation through promotion of area attractions and related services and amenities CY 04 CY 05 CY 06 Measures: Actual Actual Estimate Distribution/Redemption of fulfillment piece (Discovery N/A 6,450/94 15,000/250 Passport brochure) Number of walk-ins at Visitor Center 68,320 85,345 100,000 Number of fulfillment requests 11,968 22,384 30,000 Council Priority/Goal: CUSTOMER SERVICE Goal: Provide excellent customer service which meets and exceeds the City of Flagstaff's mission Objective: Enhance existing customer service programs to both internal and external customers CY 04 CY 05 CY 06 Measures: Actual Actual Estimate Survey of visitor experience at Visitor Center in coordination N/A N/A 2,000 with the Arizona Office of Tourism (based on FY) Annual Financial Plan 123 CY 07 Proposed 18,000/500 110,000 45,000 CY 07 Proposed N/A City of Flagstaff GENERAL ADMINISTRATION DIVISION 85 VISITOR CENTER EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 238,387 60,863 16,414 58,405 $ 374,069 Adopted Budget 2005-2006 $ 268,304 60,252 14,832 205,740 $ 549,128 Estimated Expenditures 2005-2006 $ 248,863 69,690 11,230 23,211 $ 352,994 Proposed Budget 2006-2007 $ 303,192 73,563 14,675 194,033 $ 585,463 Budget-Budget Variance $ 34,888 13,311 (157) (11,707) $ 36,335 $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION $ TRAIN STATION OPERATIONS VISITOR CENTER REMODEL VSTR CNTR PAVER REPLACEMENT TOTAL $ 267,918 67,919 38,232 374,069 $ 251,979 74,401 222,748 549,128 $ 257,193 72,590 23,211 352,994 $ 306,023 79,903 199,537 585,463 $ $ 585,463 585,463 $ 54,044 5,502 (222,748) 199,537 36,335 SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Visitor Centers operating budget has increased 14% and capital expenditures total $ 194,033 resulting in an overall net increase of 7%. Personal Services increases are due to two part-time staffing additions that include two half time Administrative Assistants. One of these positions will move from half-time to full-time. In addition there is a 9% pay plan adjustment and increases in Arizona State Retirement, health insurance, and dental insurance. Contractual increases are due to advertising, credit card bank service fees, Visitor Center maintenance and custodial services. Commodities decreases are due to a reduction of various operating supplies and services. One time expenditures are advertising for position adds. Major capital (>$ 10,000) is for removal and replacement of paver platforms ($199,537 including labor) of which $50,000 is grant funded. Annual Financial Plan 124 City of Flagstaff MANAGEMENT SERVICES MISSION The mission of the Management Services Department is threefold as a provider of internal service functions, library services, and enforcement of the sales tax code. The mission of the internal service functions are to provide services to all City divisions and employees which will assist the users in making informed decisions and reasonably allocating resources. As an enforcement division, sales tax provides services to citizens and businesses that ensure compliance with all licensing, sales tax, audit, and collection codes. The mission of the Information Systems Division is to ensure City staff has the necessary resources (hardware/software) to access available data and geographical information which will assist staff in making informed decisions and to ensure the City’s data resources are protected through sound security and disaster recovery management methodologies. Information Systems provides system analysis, software development, and product evaluation. The mission of the Tax, Licensing, and Revenue Division is to ensure compliance with the City's Business License ordinances and assist the public so that tax-reporting problems can be avoided. The mission of the Flagstaff City-County Public Library is to provide residents of the City of Flagstaff and Coconino County with access to available recorded knowledge, which will assist them to meet their informational, recreational, educational, and cultural needs. The Library staff will deliver services to users in a professional, timely, and courteous manner. The mission of the Finance and Budget Division is to ensure that City's financial resources are protected through sound financial management, including allocation of resources consistent with community goals and providing timely, accurate, and reliable information that will assist in making informed decisions. Annual Financial Plan 125 City of Flagstaff Annual Financial Plan 126 City of Flagstaff MANAGEMENT SERVICES DIVISION 08 INFORMATION SYSTEMS MISSION FY 06 ACCOMPLISHMENTS The mission of the Information Services Division is to ensure City staff has the necessary resources (hardware/software) to access available data and geographical information which will assist staff in making informed decisions and to ensure the City’s data resources are protected through sound security and disaster recovery management methodologies. Information Systems provides system analysis, software development, and product evaluation. 9 9 9 9 9 Reorganized IS to more effectively meet the City's needs Deployed new infrastructure to better serve Internet facing products, saving the City >$20,000/year Replaced aging email system Improved remote connectivity (still not ideal) Work order management system deployed FY 07 NEW INITIATIVES PROGRAM DESCRIPTION ¾ ¾ This Division provides design, development, and operational assistance in meeting the management information needs of the City Council and staff. These objectives are met through various computer applications, which are modified, maintained, and updated on an ongoing basis to provide accurate information in a timely manner. ¾ Full documentation of deployed systems. Re-examination of all maintenance contracts and deployed software. Develop IT SLA PERFORMANCE MEASURES Council Priority/Goal: CUSTOMER SERVICE Goal: Achieve an increasing level of customer satisfaction Objective: Perform baseline performance measurement survey, follow late in year with same CY 04 CY 05 CY 06 Measures: Actual Actual Estimate Percentage of end users receiving satisfactory service from IT n/a n/a 60% CY 07 Proposed 90% Council Priority/Goal: CUSTOMER SERVICE Goal: Maintain replacement schedule for computers Objective: Replace minimum of 100 end user machines CY 04 Actual n/a Measures: Number of end user machines replaced CY 05 Actual n/a Council Priority/Goal: CUSTOMER SERVICE Goal: Timely response to work order requests Objective: 4 hour response time to all incoming work orders during business hours CY 04 CY 05 Measures: Actual Actual Percentage of work orders responded to within 4 hours via n/a n/a email Annual Financial Plan 127 CY 06 Estimate 80 CY 07 Proposed 100 CY 06 Estimate 60% CY 07 Proposed 100% City of Flagstaff MANAGEMENT SERVICES DIVISION 08 INFORMATION SYSTEMS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 771,900 442,331 148,963 10,088 $ 1,373,282 Adopted Budget 2005-2006 $ 886,440 369,214 52,700 $ 1,308,354 Estimated Expenditures 2005-2006 $ 811,357 383,513 58,040 5,954 $ 1,258,864 Proposed Budget 2006-2007 $ 993,911 465,633 69,400 $ 1,528,944 Budget-Budget Variance $ 107,471 96,419 16,700 $ 220,590 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION AS 400 CLIENT SERVICES LAN/WAN GIS TOTAL $ 346,665 212,784 254,401 257,992 301,440 1,373,282 $ 318,467 149,386 304,246 176,942 359,313 1,308,354 $ 520,641 94,914 204,563 164,435 274,311 1,258,864 $ 372,589 93,866 184,025 527,537 350,927 1,528,944 $ 54,122 (55,520) (120,221) 350,595 (8,386) 220,590 SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND ENVIRONMENTAL SERVICES FUND $ $ 1,096,062 33,729 293,752 25,297 80,104 1,528,944 COMMENTARY: The Information Technology operating budget has increased 17% and there are no capital expenditures. Personal Services increases are due to 2 FTE staffing additions that include a GIS Technician and a Software Specialist. In addition there is a 9% pay plan adjustment and increases in Arizona State Retirement, health insurance, and dental insurance. Contractuals increase are due to travel & training, consulting fees, computer maintenance, programming, data lines and GIS building expenses. Commodities increases are Computer Equipment & Software and Office Supplies. One-time expenditures include advertising, office and computer equipment. Annual Financial Plan 128 City of Flagstaff MANAGEMENT SERVICES DIVISION 09 MISSION ¾ The mission of the Management Services Department is threefold as a provider of internal service functions, library services, and enforcement of the sales tax code. The mission of the internal service functions are to provide services to all City divisions and employees which will assist the users in making informed decisions and reasonably allocating resources. As an enforcement division, sales tax provides services to citizens and businesses that ensure compliance with all licensing, sales tax, audit, and collection codes. ¾ ¾ ¾ ¾ ¾ ¾ The Management Services Division is responsible for the general administration of Finance/Budget, Sales Tax, Information Systems, and Library Divisions. The Purchasing function and Real Estate Management function are also within this division. ¾ ¾ ¾ ¾ FY 06 ACCOMPLISHMENTS ¾ ¾ Prepared the Sales and transit tax initiatives for voter approval in May 2006. Sold $31.5 million in General obligation bonds to carryout the 2004 bond projects. Maintained the city's bond rating at A+ by S & P and A-1 by Moody's Continued work with the CID on project reporting and budgeting. FY 07 NEW INITIATIVES PROGRAM DESCRIPTION ¾ MANAGEMENT SERVICES ¾ Implemented an electronic interface between the bank and our accounting system to streamline the processing of our procurement card transactions Set up an Internet Site with Bank of America, which allows us to manage, view, and download our procurement card transactions. Set up email notification within the Purchasing application, through the use of email we are now able to notify internal customers of requisitions that need their review and approval. ¾ ¾ Implement On Line vendor registration Develop and adopt a City Procurement Code Provide training programs for users of the financial applications. Work with Accounts Payable in performing an account payable review look to sreamline the application. Electronically transmit purchase orders. Work with the CID to identify maintenance impact of capital projects. Implement the recommendations of our software vendor to improve the efficiency of the systems. Continue to work leadership talent development program to enhance staff's ability to move up in the City. Improve communications among staff on status of property acquisitions Maintain fiscal health by analyzing financial capacity of all funds and rate adjustments when necessary. PERFORMANCE MEASURES Council Priority/Goal: FISCAL HEALTH Goal: Work Smarter Objective: Through use of the City's Procurement card application promote cost effective method to make and administer small dollar purchases. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Percentage of total purchases made by Procurement Card 2% 3% 4% 5% Annual Financial Plan 129 City of Flagstaff MANAGEMENT SERVICES DIVISION 09 MANAGEMENT SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 687,943 46,699 7,883 7,922 $ 750,447 Adopted Budget 2005-2006 $ 736,731 46,088 9,000 $ 791,819 Estimated Expenditures 2005-2006 $ 699,005 46,056 9,649 $ 754,710 Proposed Budget 2006-2007 $ 893,318 58,445 9,550 70,000 $ 1,031,313 Budget-Budget Variance $ 156,587 12,357 550 70,000 $ 239,494 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PURCHASING MAIL SERVICES BOND & SURETY ADMIN WAREHOUSE PROPERTY MANAGEMENT TOTAL $ 168,801 374,323 35,594 5,687 83,383 82,659 750,447 $ 184,833 408,181 28,524 83,743 86,538 791,819 $ 183,747 385,527 29,755 65,067 90,614 754,710 $ 258,945 448,329 108,488 122,663 92,888 1,031,313 $ 74,112 40,148 79,964 38,920 6,350 239,494 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 628,096 33,338 114,374 170,746 11,873 24,149 48,737 1,031,313 COMMENTARY: The Management Services operating budget has increased 21% and capital expenditures total $70,000 resulting in an overall net increase of 24%. Personal Services increases are due to a 9% pay plan adjustment and increases in Arizona State Retirement, health insurance, and dental insurance. Contractual increases are due to travel & training, general office expenses and contract database. Commodities expenses are for gas and food, office supplies, various operating supplies. One time expenditure is for a laptop $2,000. Major capital includes one replacement folder/inserter ($20,000) and replacement of skylights ($50,000). Annual Financial Plan 130 City of Flagstaff MANAGEMENT SERVICES DIVISION 10 TAX, LICENSING, & REVENUE MISSION FY 06 ACCOMPLISHMENTS The mission of the Tax, Licensing and Revenue division is to ensure compliance with the City’s Business License ordinances and assist the public so that tax-reporting problems can be avoided. 9 9 9 Processed 34,171 city sales tax returns. A 4% increase over FY 04 Performed 68 sales tax audits and reviews Issued 1,129 Sales Tax licenses and 455 Occupational Business licenses PROGRAM DESCRIPTION FY 07 NEW INITIATIVES The Tax, Licensing, and Revenue division is responsible for the licensing of new businesses and the collection of delinquent sales tax and business license accounts. Division staff disseminates City and State sales tax information to the taxpayers. This division is responsible for the collection of delinquent utility billings, delinquent library accounts, City Court fines, parking tickets, miscellaneous city billings and NSF checks. Staff has the responsibility to bill for the miscellaneous receivable accounts. This division also invests excess funds as allowed by the City Investment Policy. ¾ ¾ ¾ ¾ ¾ Conduct at least 5 seminars for new taxpayers. Invite the Arizona Department of Revenue to also participate. Perform at least 60 sales tax audits and reviews. Maintain write-off percentages below 0.5% of sales tax revenues and 0.5% of miscellaneous billings for various city services. Begin conversion to a new sales tax software program that will allow taxpayers to do business with the city on-line. This includes applying for licenses and reporting and paying city sales tax. Maintain a rate of return on investments that exceeds the rate of return from the State Treasurer’s LGIP fund. PERFORMANCE MEASURES Council Priority/Goal: CUSTOMER SERVICE Goal: Provide taxpayer education seminars Objective: Conduct at least 5 seminars during the year CY 04 Actual 5 122 Measures: Number of seminars held Number of attendees CY 05 Actual 5 66 Council Priority/Goal: FISCAL HEALTH Goal: Maintain a high collection rate of sales tax and miscellaneous billing accounts Objective: Keep write-offs below 1.0% of annual billings CY 04 CY 05 Measures: Actual Actual Sales tax write-offs as a percentage of sales tax revenue 0.5% 0.1% Miscellaneous receivables write-offs as a percentage of 0.4% 0.3% billings Annual Financial Plan 131 CY 06 Estimate 5 120 CY 07 Proposed 5 120 CY 06 Estimate 0.4% 0.4% CY 07 Proposed 0.4% 0.4% City of Flagstaff MANAGEMENT SERVICES DIVISION 10 TAX, LICENSING, & REVENUE Council Priority/Goal: FISCAL HEALTH Goal: Invest city funds Objective: Maintain a rate of return that exceeds the state Local Government Investment Pool (LGIP) CY 04 CY 05 CY 06 Measures: Actual Actual Estimate Return on investments compared to return on same amount 111.1% 23.3% -16.0% with LGIP CY 07 Proposed 10.0% EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 473,130 30,175 13,884 $ 517,189 Adopted Budget 2005-2006 $ 495,294 40,336 14,680 $ 550,310 Estimated Expenditures 2005-2006 $ 474,611 28,470 11,105 $ 514,186 Proposed Budget 2006-2007 $ 534,434 40,800 15,448 $ 590,682 Budget-Budget Variance $ 39,140 464 768 $ 40,372 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION AUDIT COLLECTIONS LICENSING AND CLERICAL ACCOUNTS RECEIVABLE TOTAL $ 150,232 152,130 98,983 68,465 47,379 517,189 $ 158,522 155,147 106,205 74,144 56,292 550,310 $ 117,642 155,147 106,205 74,144 61,048 514,186 $ 180,875 165,402 111,758 83,034 49,613 590,682 $ 22,353 10,255 5,553 8,890 (6,679) 40,372 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 483,563 16,700 1,029 23,202 26,662 39,526 590,682 COMMENTARY: The Sales Tax operating budget has increased 7% and there are no capital expenditures. Personal Services increases are due to a 9 % pay plan adjustment and increases in Arizona State Retirement, health insurance, and dental insurance. Contractual increases are for office equipment maintenance, postage & freight and training. Commodities increases are for office furniture. Annual Financial Plan 132 City of Flagstaff MANAGEMENT SERVICES DIVISION 11/12 MISSION ƒ The mission of the Flagstaff City-County Public Library is to provide residents of the City of Flagstaff and Coconino County with access to available recorded knowledge, which will assist them to meet their informational, recreational, educational, and cultural needs. The Library staff will deliver services to users in a professional, timely, and courteous manner. ƒ PROGRAM DESCRIPTION ƒ The City-County Library is a jointly funded public library administered by the City of Flagstaff and financed by both the City of Flagstaff and Coconino County. The Library provides residents of the City and County with access to available recorded knowledge that will assist them in meeting their informational, recreational, educational, and cultural needs. The Library staff is committed to delivering services to users in a professional, timely and courteous manner. ƒ ¾ FY 06 ACCOMPLISHMENTS ƒ Bill Landau sought out funding in order to purchase hundreds of books for the increasingly busy East Flagstaff Community Library. This library also has an active and energetic Teen Council. We have increased the number and variety of programs and workshops for the public at our libraries in Flagstaff and in Tuba City: these include book discussion groups and programs such as Geographic Information Systems, Youth Access, Tuba City Family Literacy, Get Real, Get Fit, Early Literacy, Family Wellness, and Parent/Child Play and Learn @ the Library. We had 1536 young people register for the Summer Reading program, which is the highest number to date. In addition, 3215 young people participated in 152 group visits to the Library. Staff successfully worked to raise funding to help replace our ancient and decrepit bookmobiles. FY 07 NEW INITIATIVES ¾ ƒ LIBRARY The Library continues to nurture our partnership with Coconino Community College. We have assisted their staff in installing and configuring equipment so that they can begin circulating materials on our SIRSI automation system, and we have started working on a planning document together. Our IT staff has inventoried public computing equipment and attended a workshop to qualify for new for replacement equipment throughout the County from the Bill and Melinda Gates Foundation. They also installed 3M Security Gates to prevent theft of the collection at East Flagstaff Community Library ¾ ¾ ¾ ¾ Our updated and redesigned Web site will be up in a few months. As there are many retirements coming up, we would like to work on staff development and training this year. We will continue to create programming for seniors and expand our early literacy programming. IT staff will continue to seek E-Rate funding to offset the cost of telecommunications in the libraries. We are hoping to add new formats of materials, specifically ebooks and downloadable audiobooks. Maricopa County Library District and the Arizona State Library will assist us with a pilot program this year. The library staff will continue to seek out funding opportunities made by grant making organizations to enhance collections and improve services. PERFORMANCE MEASURES Council Priority/Goal: QUALITY OF LIFE Goal: Have a wide variety of materials available for the public to use. Objective: Select materials for purchase on a monthly basis. CY 04 Measures: Actual Materials circulated to the public at Main Library and its 420,430 branches Annual Financial Plan 133 CY 05 Actual 404,804 CY 06 Estimate 412,900 CY 07 Proposed 421,158 City of Flagstaff MANAGEMENT SERVICES DIVISION 11/12 LIBRARY Council Priority/Goal: QUALITY OF LIFE Goal: To continue to have a large number of people use and enjoy the library system. Objective: Increase the number of people using the libraries on a yearly basis. CY 04 CY 05 Measures: Actual Actual Number of people entering libraries 308,288 362,849 CY 06 Estimate 370,105 CY 07 Proposed 374,807 Council Priority/Goal: QUALITY OF LIFE Goal: Provide quality informational services to people of all ages. Objective: Provide successful responses to reference questions on a daily basis. CY 04 CY 05 Measures: Actual Actual Number of reference questions successfully answered 74,377 59,907 CY 06 Estimate 61,105 CY 07 Proposed 62,327 Council Priority/Goal: QUALITY OF LIFE Goal: Provide computers for the use of the public. Objective: Keep computers and software updated and in good working order. CY 04 Measures: Actual Number of computer sessions 60,715 CY 05 Actual 80,657 CY 06 Estimate 83,076 CY 07 Proposed 85,568 Council Priority/Goal: FISCAL HEALTH Goal: Ensure that materials are available for the public. Objective: Notices concerning overdue materials are sent out on a weekly basis. CY 04 CY 05 Measures: Actual Actual Notices sent requesting that material be returned promptly 16,338 17,518 CY 06 Estimate 17,256 CY 07 Proposed 16,998 Council Priority/Goal: QUALITY OF LIFE Goal: Provide simple, logical access to library materials. Objective: Catalog all new materials as they are received. CY 04 Actual 8,529 CY 05 Actual 9,705 CY 06 Estimate 9,947 CY 07 Proposed 10,195 Council Priority/Goal: QUALITY OF LIFE Goal: Provide adequate number of materials for users (per capita). Objective: Select new materials for purchase on a monthly basis. CY 04 Measures: Actual Per capita number of materials 3.6 CY 05 Actual 3.72. CY 06 Estimate 3.76 CY 07 Proposed 3.8 Council Priority/Goal: QUALITY OF LIFE Goal: Ensure that young people are using and enjoying the libraries. Objective: Provide special programming for young people. CY 04 Measures: Actual Number of special programs 410 CY 05 Actual 414 CY 06 Estimate 434 CY 07 Proposed 455 Measures: Materials cataloged Annual Financial Plan 134 City of Flagstaff MANAGEMENT SERVICES DIVISION 11/12 LIBRARY Division 11-Library Operating EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 1,762,564 356,446 308,027 261,673 $ 2,688,710 Adopted Budget 2005-2006 $ 1,861,158 372,360 428,341 325,000 $ 2,986,859 Estimated Expenditures 2005-2006 $ 1,865,204 393,475 350,602 1,108 $ 2,610,389 Proposed Budget 2006-2007 $ 2,102,133 430,767 481,122 345,500 $ 3,359,522 Budget-Budget Variance $ 240,975 58,407 52,781 20,500 $ 372,663 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TECHNICAL SERVICES PUBLIC SERVICES COUNTY JAIL COUNTY BOOKMOBILE FOREST LAKES LIBRARY TUBA CITY LIBRARY SUPAI LIBRARY EAST FLAGSTAFF LIBRARY OUTREACH GRAND CANYON MAIN LIBRARY AUTOMATION E. FLAG COMMUNITY TOTAL $ 628,650 577,207 991,596 48,536 27,640 33,018 109,257 2,132 260,138 9,830 706 2,688,710 $ 386,445 651,694 1,413,212 48,000 42,050 67,985 150,074 5,500 211,024 10,875 2,986,859 $ 457,879 642,142 1,014,084 47,664 31,636 37,577 117,808 5,500 246,097 9,350 652 2,610,389 $ 453,631 682,787 1,563,830 54,174 44,386 71,819 153,005 5,500 256,371 1,550 61,394 11,075 3,359,522 $ $ 3,359,522 3,359,522 $ 67,186 31,093 150,618 6,174 2,336 3,834 2,931 45,347 1,550 61,394 200 372,663 SOURCE OF FUNDING: LIBRARY FUND COMMENTARY: The Library operating budget has increased 13% and capital expenditures total $345,500 resulting in an overall net increase of 12%. Personal Services increases are due to 3.25 FTE staffing additions that include 1.5 FTE's for Flagstaff, and 1.75 FTE's to staff the Grand Canyon Library. In addition there is a 9% pay plan adjustment and increases in Arizona State Retirement, health insurance and dental insurance. Contractual increases are due to utility increases and equipment maintenance costs. Commodities increases are primarily due to increases in the East Flagstaff branch to establish an appropriate circulation and subscription budget. Major capital (>$10,000) includes a replacement Library van ($20,500) and two bookmobiles ($325,000) carried forward from FY2006. Annual Financial Plan 135 City of Flagstaff MANAGEMENT SERVICES DIVISION 11/12 LIBRARY Division 12-Library Grants EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 81,355 244,762 150,274 $ 476,391 Adopted Budget 2005-2006 $ 75,941 1,085,791 25,000 $ 1,186,732 Estimated Expenditures 2005-2006 $ 77,348 273,157 54,887 $ 405,392 Proposed Budget 2006-2007 $ 87,485 813,734 200,000 $ 1,101,219 Budget-Budget Variance $ 11,544 (272,057) 175,000 $ (85,513) $ $ $ $ $ EXPENDITURES BY PROGRAM: COUNTY WIDE PROJECTS STATE GRANT-IN-AID YOUTH ACCESS-TUBA FAMILY PLACE GRANT STATE GRANT-IN-AID LITERACY BEGINS @ HOME STATE GRANT IN AID 2006 GET FIT GRANT BLDG A NEW GEN OF READERS GATES STAY CONNECTED TOTAL $ 431,601 1,983 6,119 4,852 24,354 7,482 476,391 $ 1,161,732 25,000 1,186,732 $ 369,320 160 25,000 1,700 2,000 7,212 405,392 $ 1,101,219 1,101,219 $ $ 1,101,219 1,101,219 $ (60,513) (25,000) (85,513) SOURCE OF FUNDING: LIBRARY FUND Annual Financial Plan 136 City of Flagstaff MANAGEMENT SERVICES DIVISION 13 FINANCE AND BUDGET MISSION FY 06 ACCOMPLISHMENTS The mission of the Finance/Budget division is to ensure that City’s financial resources are protected through sound financial management, including allocation of resources consistent with community goals and providing timely, accurate, and reliable information that will assist in making informed decisions. 9 9 9 9 Received the GFOA distinguished Budget presentation award for the twelfth year in a row. Received GFOA Certificate of Achievement for Excellence in Financial Reporting for the tenth year in a row. Converted to a New Budget System. Implemented Laser Printers for Accounts/Payable and Payroll Checks. PROGRAM DESCRIPTION The Finance Division provides a variety of financial services to the Council and City staff. Services include accounting and financial reporting, budgeting, payroll, accounts payable, special financial analysis, grant management, citywide switchboard operations, and performance reporting. FY 07 NEW INITIATIVES ¾ ¾ Develop a new Performance Measurement System reporting process for FY 06-07. To Implement a Work Order System PERFORMANCE MEASURES Council Priority/Goal: FISCAL HEALTH Goal: To maintain external validation of appropriate budget and year end financial reporting. Objective: Maintain the Government Finance Officer’s Association (GFOA) Certificate of Achievement of Excellence in Financial Reporting and the GFOA Distinguished Budget Presentation Award. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed GFOA Certificate of Achievement Yes Yes Yes Yes GFOA Distinguished Budget Presentation Award Yes Yes Yes Yes Council Priority/Goal: FISCAL HEALTH Goal: Continue to maintain budgeted grant revenue levels. Objective: To apply and receive grant revenue in the amount of approximately $10 million per Fiscal Year. CY 04 CY 05 CY 06 Measures: Actual Actual Estimate Grant Revenue Received $3,218,639 $8,368,413 $17,385,413 Annual Financial Plan 137 CY 07 Proposed $10,000,000 City of Flagstaff MANAGEMENT SERVICES DIVISION 13 FINANCE AND BUDGET EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 748,177 30,334 21,516 $ 800,027 Adopted Budget 2005-2006 $ 777,452 56,735 18,800 $ 852,987 Estimated Expenditures 2005-2006 $ 777,112 34,335 20,454 $ 831,901 Proposed Budget 2006-2007 $ 860,555 68,205 18,705 $ 947,465 Budget-Budget Variance $ 83,103 11,470 (95) $ 94,478 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ACCOUNTING PAYROLL ACCTS PAYABLE/ RECEIVABLE BUDGET GRANTS ADMINISTRATION TOTAL $ 117,358 314,424 142,953 133,693 4,552 87,047 800,027 $ 157,040 327,042 128,170 148,039 5,025 87,671 852,987 $ 160,572 318,713 117,522 141,926 5,024 88,144 831,901 $ 192,150 361,545 134,105 158,000 4,000 97,665 947,465 $ 35,110 34,503 5,935 9,961 (1,025) 9,994 94,478 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 590,647 54,822 56,766 143,766 12,203 40,370 48,891 947,465 COMMENTARY: The Finance operating budget has increased 11% and there are no capital expenditures. Personal services increases are due to 1.13 FTE staffing additions that include (1) Account Clerk II and a part-time intern. In addition there is a 9% pay plan adjustment and increases in Arizona State Retirement, health insurance, and dental insurance. Contractuals increases are due to Performance measure development, travel and training, computer equipment and software, memberships and subscriptions and postage. Commodities decreases are due to reduction in office supplies, office equipment and copy/printing expenses. One-time expenditures for this division are consultant for infrastructure valuation ($25,000), Personal Data Assistants for the Finance Manager and the CIP accountant, payroll assistance training, books and subscriptions. Annual Financial Plan 138 City of Flagstaff COMMUNITY DEVELOPMENT DEPARTMENT MISSION The missions of the Community Development Administration, Development Services, Community Investment, and Community Improvements Divisions are to be client focused teams that enable quality development, reinvestment, and conservation of the natural and built environment through publicly adopted policies. The mission of the Capital Improvements Division is to provide efficient and responsible management of resources in order to deliver a quality program and projects that improve the community of Flagstaff. The mission of the Metropolitan Planning Organization is to work with regional partners to produce a transportation system that positively influences community character, enhances the way we experience our environment, and improves our ability to interact with the people and places necessary to our lives. The mission of the Housing and Community Services Division is to provide community/neighborhood based planning and affordable housing opportunities for residents of Flagstaff, in particular elements of Flagstaff’s workforce and low to moderate income families so they can continue to thrive in decent housing, a suitable living environment, and enjoy economic opportunity. The mission of the Stormwater Division is to promote the public health, safety, and general welfare to minimize public and private losses due to flood conditions within the City of Flagstaff and to comply with the applicable stormwater regulations. Annual Financial Plan 139 City of Flagstaff Annual Financial Plan 140 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 03 MISSION 9 The Capital Improvements Section provides efficient and responsible management of resources in order to deliver a quality program and projects to improve the community of Flagstaff. 9 9 PROGRAM DESCRIPTION 9 9 The Capital Improvement Section of the Community Improvements Division produces the City’s 5-year Capital Program, provides project planning and program delivery for Capital Improvement Projects. The Division is responsible for the project planning, programming, design, and construction of the City facilities and infrastructure in a comprehensive fashion while ensuring an appropriate level of public involvement. 9 9 9 9 9 FY 06 ACCOMPLISHMENTS 9 9 9 9 9 9 9 9 9 9 9 9 9 9 Coordination of property acquisition with ADOT for the FUTS 180/Ft. Valley Trail project. Fourth Street rail crossing project scheduled for completion by August 2006. Empire Ave. extension construction and right of way acquisition completed. Sunnyside neighborhood improvements PHIII-B completed. West/Arrowhead corridor study completed. Lone Tree Rd. corridor study substantially completed. Fire station relocation design/build contracts awarded. Aquatic/Multigenerational Center preliminary programming study completed. Design and CM atrisk contracts awarded. Continued Rio de Flag project management services and coordinated public process to determine open or closed channel improvements, utility relocations, and property acquisition. Sixth Ave. detention/BMX Park project completed. Talkington water main and Huntington Drive improvements contracted for design completion. Cedar Ave. urban trail bridge contracted for completion by August 2006. Annual Financial Plan 9 9 9 9 9 9 CAPITAL IMPROVEMENTS Continued development and design services administration for the West Route 66 urban trail project from west village easterly to central downtown area including railroad under crossing and ped/bicycle bridge over Milton Ave. Provided project coordination with ADOT for the east Flagstaff traffic interchange and project enhancements. Continued project management for Thorpe Park improvements scheduled for construction in 2006. Completed design of Fanning Wash improvements. Completed rail crossing quiet zones study and contracted design services. Initiated preliminary design and feasibility study for potential roadway improvement district at East Flagstaff Industrial Park. Participated in project definition for first phase of bond-funded USGS facility replacements. Completed Arrowhead bus stop improvements. Coordinated citywide up-dates to the capital program data base and review by budget committee. Started construction of the paver replacement at the Visitors Center/BNSF Railroad. Participation of engineering standards committee. Continued development and clarification of project management manual procedures. Completed contract template for consultant services required for CM at-risk project delivery. Continued regular communication of project status through city manager's weekly reports. Conducted public meetings to ensure opportunities for public participation and input. 95% of staff participation at departmental and divisional team-building opportunities. Continued project management for the Lake Mary Road improvements. Contracted design services for the FUTS Crescent to Observatory Mesa and Blue Willow to Hwy 180 projects. FY 07 NEW INITIATIVES ¾ ¾ ¾ 141 Well-trained and equipped team-centered staff. Continued improvement of capital project and capital work program delivery. Continued facilitation of the capital planning process and 5-year capital improvements program. City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 03 CAPITAL IMPROVEMENTS PERFORMANCE MEASURES Council Priority/Goal: CAPITAL IMPROVEMENT Goal: Be fiscally responsible. Objective: Deliver Capital Improvements Projects within approved budgets. Measures: Percentage of projects completed within 5% of the approved budget. CY 04 Actual 69% CY 05 Actual 70% CY 06 Estimate 40% CY 07 Proposed 75% CY 04 Actual 84% CY 05 Actual 80% CY 06 Estimate 55% CY 07 Proposed 80% CY 04 Actual yes CY 05 Actual no CY 06 Estimate yes CY 07 Proposed yes CY 04 Actual 75% CY 05 Actual 75% CY 06 Estimate 70% CY 07 Proposed 80% Council Priority/Goal: CAPITAL IMPROVEMENT Goal: Be timely/responsive. Objective: Deliver Capital Improvements projects in a timely manner. Measures: Percentage of projects completed within accepted schedule. Council Priority/Goal: CAPITAL IMPROVEMENT Goal: Be well-planned/coordinated. Objective: Facilitation of Capital Improvements five year plan. Measures: Adoption of a five year plan. Council Priority/Goal: CAPITAL IMPROVEMENT Goal: Improve strategic initiates. Objective: Working smarter. Measures: Percentage of completed identified strategic initiates. Annual Financial Plan 142 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 03 CAPITAL IMPROVEMENTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ (293,974) 89,217 14,709 $ (190,048) Adopted Budget 2005-2006 $ (338,632) 96,330 27,200 $ (215,102) Estimated Expenditures 2005-2006 $ (430,772) 93,683 25,712 $ (311,377) Proposed Budget 2006-2007 $ (405,195) 97,813 25,400 $ (281,982) Budget-Budget Variance $ (66,563) 1,483 (1,800) $ (66,880) $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION $ PROJECT MANAGEMENT ADOT PROJECT COORDINATION UNPLANNED/UNPROGAMED WORK 5 YEAR CAPITAL PROG DEV TOTAL $ (593,579) 326,938 12,559 6,488 57,546 (190,048) $ (729,302) 454,452 6,706 53,042 (215,102) $ (687,305) 313,228 10,000 16,000 36,700 (311,377) $ (1,190,304) 808,890 7,917 91,515 (281,982) $ $ (281,982) (281,982) $ (461,002) 354,438 1,211 38,473 (66,880) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Capital Management operating budget has decreased 31% and there are no capital expenditures. Increases in Personal Services charge outs are due to a 9% pay plan adjustment and increases in Arizona State Retirement, health insurance, and dental insurance. There is no major capital (>$10,000) for this division. The Capital Management Division is allocated to the divisions it provides services for based on an hourly rate percentage. All costs plus the administrative overhead assigned to the division are allocated. Annual Financial Plan 143 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 14 MPO MISSION FY 06 ACCOMPLISHMENTS The FMPO will work with our regional partners to produce a transportation system that positively influences community character, enhances the way we experience our environment, and improves our ability to interact with the people and places necessary to our lives. 9 9 9 Hiring of multi-modal planner Adoption of new City-County IGA regarding FMPO Completion of calibrated 2004 base year 24-hour and PM hour traffic model and build-out forecast. FY 07 NEW INITIATIVES PROGRAM DESCRIPTION ¾ The Flagstaff area’s Cooperative, Comprehensive, and Continuing (“3C”) Urban Transportation Planning Program is conducted by the FMPO through the administration and support of the City of Flagstaff, Coconino County, and the Arizona Department of Transportation (ADOT), in cooperation with state and federal agencies, including the U.S. Department of Transportation (USDOT), Federal Highway Administration (FHWA), and Federal Transit Administration (FTA). ¾ ¾ Existing Land Use data set and maintenance procedures Future Land Use scenario modeling capabilities Annual "State of Transportation" Report. PERFORMANCE MEASURES Council Priority/Goal: COLLABORATION Goal: To assure coordination of transportation policies, plans and projects across member agencies. Objective: Communicate regularly with member agencies collectively and individually. CY 04 CY 05 CY 06 Measures: Actual Actual Estimate Monthly meetings with TAC, Executive Board and Mgmt Cmte N/A N/A 70% At least one quarterly meeting with each partner agency N/A N/A 25% CY 07 Proposed 90% 90% Council Priority/Goal: PLANNING FOR GROWTH Goal: To assist the region in the visualization and measurement of existing, planned and alternative land use scenarios. Objective: Cooperative development of standards, data and maintenance procedures for a regional base and future year land use models. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Relevant department heads are aware of the initiative and N/A N/A 50% 100% have adopted needed procedures for model upkeep. Successful test of model upkeep procedures N/A N/A N/A 85% Council Priority/Goal: PLANNING FOR GROWTH Goal: Annual update of regional traffic model Objective: Successful incorporation of new land use data into well-calibrated model CY 04 CY 05 Measures: Actual Actual Production of 2006 base year model calibrated to industry N/A N/A standards Annual Financial Plan 144 CY 06 Estimate 100% CY 07 Proposed 100% City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 14 Council Priority/Goal: CUSTOMER SERVICE Goal: To actively provide valuable information and receive input from our public and agency customers. Objective: To develop and institute customer satisfaction surveys tailored to each agency/stakeholder. CY 04 CY 05 CY 06 Measures: Actual Actual Estimate Percent or score on survey tool across several questions N/A N/A N/A MPO CY 07 Proposed 85% Council Priority/Goal: CUSTOMER SERVICE Goal: To actively provide valuable information and receive input from our public and agency customers on transportation issues of concern to the community. Objective: 1. To provide outreach to the larger community through a variety of media. 2. To work with City and County public information staff on refining current survey tools to more effectively gauge public attitudes and achieve a 60% public satisfaction level. 3. To produce an annual report on transportation conditions and disseminate it through a public forum. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Number of news releases, articles and other media releases N/A N/A N/A 5 Percent public satisfaction with transportation N/A N/A N/A 30% facilities/services Percent satisfied with report and forum N/A N/A N/A 85% Annual Financial Plan 145 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 14 MPO EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 96,385 229,841 5,058 $ 331,284 Adopted Budget 2005-2006 $ 146,921 352,797 8,284 $ 508,002 Estimated Expenditures 2005-2006 $ 148,766 181,222 10,442 $ 340,430 Proposed Budget 2006-2007 $ 164,621 596,546 15,250 $ 776,417 Budget-Budget Variance $ 17,700 243,749 6,966 $ 268,415 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PUBLIC PLAN DEVEL SHORT RANGE PLANNING PROG TRANSPORTATION IMP SHORT RANGE DATA COLLECTN LONG RANGE TRANSIT PLAN LONG RANGE TRANSPORT PLAN LONG RANGE "OTHER" TRANSP TRAFFIC ENGR GUIDANCE TOTAL $ 56,929 4 213,012 (77) 2,484 38,835 19,630 467 331,284 $ 169,005 168,466 23,000 82,700 64,831 508,002 $ 118,382 103,600 88,200 30,248 340,430 $ 229,068 230,969 48,000 41,380 227,000 776,417 $ $ 776,417 776,417 $ 60,063 62,503 25,000 (41,320) 162,169 268,415 SOURCE OF FUNDING: METROPOLITAN PLANNING FUND COMMENTARY: The MPO operating budget has increased 53% and there are no capital expenditures. Personal Services increases are due to .5 FTE staffing addition which is an assistant position. In addition there is a 9% pay plan adjustment and increases in Arizona State Retirement, health insurance, and dental insurance. Contractual increases are due to higher consulting costs from the anticipated completion of a number of studies in FY2007. Commodities increases are due to computer equipment and software costs. There is no major capital (>$10,000) for this division. The MPO is a 100% grant reimbursed program. Annual Financial Plan 146 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 15 MISSION 9 CREATING COMMUNITY TOGETHER. We are a client-focused team that enables quality development, reinvestment, and conservation of the natural and built environment through publicly adopted policies. 9 9 9 9 9 9 9 9 9 9 PROGRAM DESCRIPTION The Community Development Administration Division provides leadership and vision for and coordinates the activities of the Community Improvements, Community Investment and Development Services Division. Administration also serves C.D. by coordinating issue resolution with other City Departments and external agencies. ADMINISTRATION Fourth Street Railroad Crossing Right-of-Way Acquisition Open Meeting Law Compliance Training in Department Departmental Leadership Team Created with ongoing leadership training All supervisors trained in "Positive Corrective Action and Documentation" by HR AGTS Supervisor's Academy training for staff City Hall Offices Filing system implemented Project Manager and Case Manager Broadbanding New telephone tree system up and running well Completed reorganization and Office restructuring Consolidated CD Library Comprehensive Coordinated Divisional Budgeting FY 07 NEW INITIATIVES ¾ FY 06 ACCOMPLISHMENTS 9 9 9 9 9 Department is almost fully staffed NAU Conference Center team Federal EDA $2.5M Grant team Ruskin Land Exchange Negotiations team Rio de Flag Management ¾ All major unplanned and unprogrammed staff requests to be reviewed and approved by Department Director Integrated Office Management for CD to tie in all Divisions, provide better customer and system support PERFORMANCE MEASURES Council Priority/Goal: CUSTOMER SERVICE Goal: Provide On-going Leadership and Management Training Objective: Professionally Lead and Managed Department Focused on our Clients CY 04 Actual N/A N/A Measures: Provide Leadership and Management Training Completed Division Work as Programmed Annual Financial Plan 147 CY 05 Actual N/A N/A CY 06 Estimate 100% 50% CY 07 Proposed 100% 75% City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 15 ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 278,902 21,756 10,819 $ 311,477 Adopted Budget 2005-2006 $ 185,472 81,090 15,475 $ 282,037 Estimated Expenditures 2005-2006 $ 191,886 39,450 16,704 $ 248,040 Proposed Budget 2006-2007 $ 215,081 59,300 16,450 $ 290,831 Budget-Budget Variance $ 29,609 (21,790) 975 $ 8,794 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COUNCIL AND COMMISSIONS TOTAL $ 240,348 71,129 311,477 $ 282,037 282,037 $ 248,040 248,040 $ 290,831 290,831 $ $ 290,831 290,831 $ 8,794 8,794 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Community Development operating budget has increased by 3% and there are no capital expenditures. Personal Services increases are due to a 9% pay plan adjustment and increases in Arizona State Retirement, health insurance, and dental insurance. Contractuals decreases are due to lower Miscellaneous Services, Training, and Travel expenses. Commodities increases are due primarily to increase Office Supplies expense. There is no major capital (>$10,000) for this division. Annual Financial Plan 148 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 16 DEVELOPMENT SERVICES The Public Works Inspection and Materials Testing Lab Section is responsible for providing construction inspection and materials testing services to the other City Departments, as well as to private development contractors. This section is responsible for the inspection and testing of infrastructure improvements that will eventually become City property. They are also responsible for coordinating, communicating and interfacing with the different groups involved with constructing projects throughout the City. MISSION The mission of the Community Development Department is to be a client focused team that enables quality development, reinvestment, and conservation of the natural and built environment through publicly adopted policies. PROGRAM DESCRIPTION The Development Services Division is responsible for working closely with applicants and the general public to process cases from the conceptual idea stage through formal applications, building plan review, building inspection, and finally occupancy approval. Our customers include the general public, developers, trade groups, other City and County staff, the Planning and Zoning Commission, and the City Council. FY 06 ACCOMPLISHMENTS Planning for Growth and Customer Service 9 Administer the Development Review Board Process. The Project Management Section will provide assistance to the Development Services Director in implementing a new Development Review Board process which includes quicker contact with applicants, quicker turn-around for smaller projects, more predictable time-tables, early screening of applications, clear approval conditions, early notification of issues, a DRB consent agenda, and a helpful “omnibus” case manager. 9 Implement a single-point of contact system to provide excellent customer service in processing the various types of development proposals. The Project Management Section reviewed a total of 327 concept and site plan proposals throughout the review period. 9 Continued review of miscellaneous building permits. The Project Management Section provided timely review of approximately 54 miscellaneous building permits during the fiscal year. 9 Continued processing of lot-split requests. The Project Management Section processed 36 lot splits during the fiscal year. 9 Assisted the Information Services to implement the new Development Review Board process within KIVA. This effort will include the auditing of all permits to assure seamless customer service throughout the various permitting processes. 9 Provided a complete and comprehensive review of over 300 plans submitted. The new Development Review Board process will streamline various processes and permits. This will allow the sharing of information City wide. 9 Administered the Design Review Guidelines ordinance. A complete and comprehensive ordinance review was completed this year and only a few minor updates and revisions were The Division is divided into four sections. The Program Management Section is responsible for reviewing applications (such as site plans, rezoning, & plats). Staff applies the applicable City codes, such as the Land Development Code, and works with applicants, area residents, the Development Review Board, the Planning and Zoning Commission and the City Council to achieve the best results for all parties. The Project Review Section is primarily responsible for administering and enforcing the provisions of the various codes regulating engineering, horizontal and vertical construction, surveying and reviewing plans to facilitate future development in the City of Flagstaff. Responsibilities include guidance for developers and investors to facilitate the ordered growth of the City of Flagstaff. Staff provides detailed plan check to ensure compliance with applicable codes and ordinances, on site inspections, review and update of all codes to conform to current trends in the engineering and construction industry, and abatement of safety hazards and unsanitary conditions. The Project Inspection Section is primarily responsible for administering and enforcing the provisions of the various codes regulating horizontal and vertical construction, to ensure compliance with applicable codes and ordinances, on-site inspections, review and update of all codes to conform to current trends in the engineering and construction industry, and abatement of safety hazards and unsanitary conditions. Annual Financial Plan 149 City of Flagstaff COMMUNITY DEVELOPMENT 9 9 9 9 9 9 9 9 9 9 9 9 DIVISION 16 recommended to the Zoning Administration Section. This revision will be included within the next update. Provide assistance to Zoning Administration Section. The Project Management Section has provided expertise and suggested amendments to the LDC and will further assist in the re-write of the LDC and any interim revision program. Reviewed and redesigned of a wide variety of repetitive review processes (engineering and building plans), adoption of new International Building Codes, 2003 edition, authoring an ordinance to include Flagstaff specific requirements, reinstatement of ISO ranking, and the establishment of a new residential KIVA process which included .75 FTE of zoning enforcement requirements by the residential plans examiners. Incorporated a 72 hour turn-around time for initial residential submittals and initiating the re-chartering of KIVA software for the upcoming year. A private consultant, Wasatch, has been secured to review all in-house processes using the KIVA software and to make recommendations for improvements. The critical portions of engineering review and building review have been incorporated into the new Development Review process which provides applicants with clear guidance on how to process applications. The single-point-of-contact aspects are located within the Project management Section, yet the design participation and team effort to putting this new process into affect was a part of a team effort that required input from the other two sections within Development Services. The project Review Section has moved all of the monthly statistical reports to the City of Flagstaff website to provide a wider audience the information needed to made development decisions. A total of 24 major construction projects received a Final Letter of Acceptance from the City Engineer. Inspected 47 major private development projects and 13 capital improvement projects. No warranty work was required on any of the construction projects last year. 93% of inspections were performed within 24 hours from time of request. 2003 International Codes, 2005 National Electric Code, and City amendments were adopted. Performed approximately 49,500 inspections (198/day) last year. Building and Fire Code Board of Appeals reestablished and participating in code issues and adoptions. Annual Financial Plan DEVELOPMENT SERVICES Economic Development/Redevelopment 9 Provided expertise on several redevelopment and economic development projects such as Small Business Incubator, Downtown Gateway West, Flagstaff Mall Expansion and Auto Park, Sawmill and Southside implementation. 9 Processed applications for Villagio Montana commercial/residential, Mall and Marketplace, Canyon del Rio mixed use, St Francis de Assisi Church rezoning, Rio Homes affordable housing subdivision, and Presidio in the Pines development. 9 Continue to provide assistance to the Housing Section to provide work force housing projects. Currently processing various plats within Rio Homes and discussing affordable housing with the various rezoning applications. 9 Submitted comments concerning proposed developments with the County Planning Division as agreed with the regional mutual review system. The Section also receives comments from the County on proposals adjacent to the City Limits. FY 06 ADDITIONAL ACCOMPLISHMENTS 9 9 9 9 Analyzed and prepared a proposal to fully upgrade and implement KIVA computer permit tracking system in the FY07 budget as directed by the City Council. Worked with other City divisions and departments to integrate all input into the Development Review Board using the revised process and a single-pointof-contact Case Manager. Serve as the City’s representative on the Government Affairs Committee of NABA. Modified the Fire Code to regulate condo conversions. FY 07 NEW INITIATIVES Enhance Customer Service while Accommodating Growth ¾ Refine the new Development Review Process with an annual assessment. ¾ Augment the single-point-of-contact staff role with the Development Services Division. ¾ Continue to process miscellaneous building permits, lot-split request and perform the duties related to Land Information Management. 150 City of Flagstaff COMMUNITY DEVELOPMENT ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ DIVISION 16 Implement the revised and updated KIVA LIS/Permit tracking software proposed with this budget. This will include very quick turn around on DRB actions, field inspection reporting, monitoring review times and real time knowledge of the status of projects within the review cycle. Review of Wasatch consultant (hired in March 2006) recommendation of the existing KIVA software LIS and permitting system and business practices will be incorporated into improving how the Division reviews and builds a supportable annual work programs. The expected outcome is to provide customers with consistent requirements and tracking of business processing. Provide assistance to the Community Investment Division (Zoning Administration) on amendments to the Land Development Code and any re-write effort. Continue to participate in the City/County mutual review system. Review and process sign permit applications. Provide enhanced Planner of the Day services to the general public by telephone and front counter services. Review the Design Review Guidelines for possible additions and deletions. Use wireless access to result inspections as they are done. Acquire the remote inspector module to KIVA to eliminate double work and perform more daily inspections. Upgrade to new tablet style computers to result inspections to stop double work by inspectors. Provide better customer service by performing 95% of inspections within 24 hours of request. Aide in implementing Council adopted initiatives resulting from the Housing Affordability Task Force. Provide assistance to implement the Regional Plan. Annual Financial Plan ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ 151 DEVELOPMENT SERVICES Analyze the completion of the first annual review of the Engineering Standards and the feedback from the professional community on how these changes affect the ability of applicants to consistently process plans for development. The private design professional community is working closely with the City Engineer to provide feedback and refine these standards for developers. A more detailed review of the Engineering Plan check process, commercial process, and completion of the residential processes should minimize confusion from management to any participant in the review process of what an individual project's status is. As Development Services transitions to the singlepoint-of-contact and the need for each individual Department or Agency's conditions or comments are made for project approval, the refinement of the computer programs for tracking and participation by each reviewer will be crucial to assuring timely processing and issuing of a wide variety of permits. Continue to coordinate work with private groups such as NABA to improve customer service and the quality of new development. Process completely and in a timely manner such anticipated large cases as Villagio Montana, Sawmill, Canyon del Rio, Presidio in the Pines, and the Mall. Complete the modification of developer prepared “as-built” plans. Increase training and certifications for inspectors, plan reviewers, and lab technicians. Complete procedural manuals for each process within Development Services Division. Support adoption of revised development fees. Support adoption of impact fees. City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 16 DEVELOPMENT SERVICES PERFORMANCE MEASURES Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Provide specific detailed information that indicates type of construction (commercial, residential, misc.) and development projects that are being executed within the City of Flagstaff on a monthly (statistical) report. Objective: Detail the projected growth of construction and the location within the MPO for construction trends and provide this information through activity reports, website information and interaction by clients using web based permitting information. The detailed statistic report is available currently by request. Once an enhanced LIS system is completed and made web-based, it would be desireable for individuals (customers) to find where construction permits are issued by reviewing a City map through the internet. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Number of of new single family residential permits issued 300 281 295 495 Number of Multi-family permits issued (duplexes, triplexes, 20 88 232 250 townhouses) Number of manufactured housing permits issued 180 100 55 100 Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Provide specific detailed information on the type and quantity of land uses being approved though the Development Review Process. Objective: Provide a baseline of development activity/information within the community and the specific locations within our community. This information will assist our clients and customers with an actual projection of growth and market conditions. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Number of single family residential lots approved N/A 1,305 1,300 1,500 Number of cases reviewed by the Development Review Board N/A 327 360 370 Amount of single-family residential lots approved N/A 1,254 1,250 1,450 Number of multi-family residential project approved N/A N/A 100 150 Square footage of commercial approved N/A N/A 600,000 200,000 Square footage of industrial approved N/A N/A 50,000 50,000 Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Provide the ability to anticipate building construction (both residential and commercial) by tracking the types of engineering permits and Platting processes that are approved through DRB as well as the actual issuance of engineering and building permits. Objective: Detail the time line between when permit applications are made and when the permits are issued and keep track of number of plats being requested during a given year. A key element of planning for growth is to be able to estimate the time for reviews and what areas of review are the most difficult to complete. Staff will be able to track and measure this through several construction seasons so that better information is provided to the client. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Track the time between when an application is submitted and when the applicant is notified of critical requirements that may delay processing of the application (this will require training (Unk) (Unk) 4 3 and revamping how we currently use the KIVA permit software and enhancement requested)-measured in day Track the time from when an applicant is notified of problems (Unk) (Unk) 15 12 and when the applicant makes the required corrections Track the total time from application to when the permit is (Unk) (Unk) 25 22 available for issuance (construction start is separate) Annual Financial Plan 152 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 16 DEVELOPMENT SERVICES Objective: Detail the projected growth of construction and the location within the MPO for construction trends and provide this information through activity reports, website information and interaction by clients using web based permitting information. Once an enhanced LIS system is completed and made web-based, it would be desirable for individuals (customers) to find where construction permits are issued by reviewing a City map through the internet. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Number of commercial/industrial building permits processed 32 38 45 50 (separate tracking of square footage included) Number of apartment/condo units permitted 6 265 350 (Unk) Number of major/minor tenant improvement projects permitted 85 88 N/A 100 Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Track the amount of land consumed (Acres) by residential development as well the number of units, which will provide average density on a yearly basis. This information will be a tool to project our land supply and planning growth boundary changes. Objective: Within the New Development Review Process and the new permit within KIVA, this above data will be capture for reporting next year. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Acres approved for residential lots N/A N/A N/A N/A Council Priority/Goal: CUSTOMER SERVICE Goal: The ability to measure how well we are servicing our clients is often boiled down to "time is money". A majority of the regulatory review done by the Project Review Section is best received when clients know about problems early in the process and can then get corrections made in a timely manner. The goal of measuring these times would be to provide feedback to both the client and the reviewers on where to improve the processes and thereby provide quality products. Objective: The objective is to provide initial feedback on all types of permits within 72 hours. Depending upon quality of the submittal, review requirements, capacity of the system and ability to communicate requirements early. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Percentage of applicants called within 72 hours of submittal 0 (Unk) 90% 95% Percentage of positive/negative comments from survey 0 (Unk) 15/5% 35/5% Percentage of complaints versus number of customers served 0 (Unk) 8% 5% Council Priority/Goal: CUSTOMER SERVICE Goal: To be able to provide the building community inspections in a time frame that will not hinder the progress of the project. Objective: To conduct 95% of inspections on the day requested. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Percentage of inspection requests conduced on day N/A N/ 95% 95% requested Council Priority/Goal: CUSTOMER SERVICE Goal: To have KIVA permits signed off. Objective: To get all old and new permits that have been finalized signed off in KIVA so as to give the correct status of the project. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Have all permits in KIVA that have been finalized or passed N/A N/A 95% 100% indicated as done Annual Financial Plan 153 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 16 DEVELOPMENT SERVICES Council Priority/Goal: CUSTOMER SERVICE Goal: Insure that the inspectors and contractors have timely and accurate testing. Objective: Accurate field and lab testing. CY 04 Measures: Actual Good Positive feedback from the inspectors and contractors reports Number of tests performed N/A CY 05 Actual Good reports 12,500 CY 06 Estimate Good reports 13,000 Council Priority/Goal: CUSTOMER SERVICE Goal: Promote safety by keeping Lab personnel safe in the field and in the lab. Objective: Proper training of Lab personnel. CY 04 Measures: Actual Number of injuries in the field and in the lab None CY 05 Actual None CY 06 Estimate None CY 07 Proposed Good reports 13,500 CY 07 Proposed None Council Priority/Goal: CAPITAL IMPROVEMENT Goal: Inspect and test 90% of the Capital Improvement projects. Objective: Provide additional support services for those projects that require inspection services in the city right-of-way or easement. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Percentage of Capital projects that staff actually inspect N/A 86% 88% 90% Number of inspections conducted N/A 11,000 13,000 13,000 Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Encourage education and training by supporting the National Institute of Certified Engineering Technician certifications. Objective: Ensure that staff is trained to achieve the goals of the City now and in the future. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Number of Highway Construction certifications. 4 4 5 6 Number of Underground Utilities certifications. 4 4 5 6 Number of Materials Testing certifications. 4 4 4 5 Annual Financial Plan 154 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 16 DEVELOPMENT SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 962,481 110,638 57,752 18,918 $ 1,149,789 Adopted Budget 2005-2006 $ 2,404,860 143,264 93,585 95,000 $ 2,736,709 Estimated Expenditures 2005-2006 $ 2,211,333 145,447 92,127 94,111 $ 2,543,018 Proposed Budget 2006-2007 $ 2,696,442 164,830 113,078 179,350 $ 3,153,700 Budget-Budget Variance $ 291,582 21,566 19,493 84,350 $ 416,991 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COUNCIL AND COMMISSIONS PRIVATE DEVELOPMENT ENGR TRAFFIC ENGINEERING PUBLIC WORKS INSPECTION MATERIALS TESTING SURVEY STORMWATER MANAGEMENT ADEQ PLAN APPROVAL BUILDING PLANNING REVIEW BUILDING INSPECTION CODE ENFORCEMENT DEVELOPMENT REVIEW TOTAL $ 148,105 278 231,413 214,684 356,422 100,264 98,228 20 375 1,149,789 $ 1,624,346 5,750 328,840 2,080 384,997 179,898 118,324 34 4,150 59,840 1,350 27,100 2,736,709 $ 394,567 1,684 295,248 7,334 382,552 165,249 122,941 20 4 371,388 516,496 13,084 272,451 2,543,018 $ 114,642 5,750 331,893 594,141 241,537 143,393 11,597 493,024 734,008 483,715 3,153,700 $ (1,509,704) 3,053 (2,080) 209,144 61,639 25,069 11,563 488,874 674,168 (1,350) 456,615 416,991 SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND $ $ 1,848,714 729,403 537,965 37,618 3,153,700 COMMENTARY: The Development Services operating budget has increased 13% and capital expenditures total $179,350 resulting in an overall net increase of 15%. Personal Services increases are due to 4 FTE staffing additions that include Inspector I, Inspector II, Associate Planner, and Case Manager. In addition there is a 9% pay plan adjustment and increases in Arizona State Retirement, health insurance, and dental insurance. Contractuals increases are due to increases in Telephone, Advertising, Training, and Travel expenses. Commodity increases are due to Gas & Oil and Miscellaneous Computer Equipment . Major capital (>$10,000) includes hybrid vehicle and equipment replacements as well as a hybrid vehicle for the new Inspector I position. Annual Financial Plan 155 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 17 MISSION 9 The Community Development Department is a client focused team that enables quality development, reinvestment and conservation of the natural and built environment through publicly adopted policies. 9 PROGRAM DESCRIPTION 9 The Community Improvements organizational Division is made up of 4 sections: Capital Improvements, Flagstaff Metropolitan Planning Organization, Stormwater Management and Traffic Engineering. Division 17 is responsible for general administration of all sections and includes Traffic Engineering. COMMUNITY IMPROVEMENTS Completion of the Dodge Avenue Traffic Diversion (neighborhood preservation) Study and adoption of the recommended Improvement Plan. Optimized the operation of individual City traffic signals for fall/winter/spring (school in session) traffic conditions, and synchronized City traffic signals along City street corridors for the same conditions. The improvement to the flow of traffic on Butler Avenue near NAU was noted by users. Modified the signing and pavement markings at the intersections of Butler Avenue with Beaver Street and Milton Road, and at Woodlands Village Boulevard with Beulah Boulevard, improving the operation of the heavy turn movements at these locations. FY 07 NEW INITIATIVES FY 06 ACCOMPLISHMENTS 9 9 9 9 9 9 9 ¾ Conducted Division chartering to develop team centered approach to balanced scorecard measures (performance measures). Conducted Bi-monthly Division meetings. Responsive to needs of the citizens, Council, Manager, and City Departments/Divisions. Provided thorough weekly reports to the City Manager. Provided consistent leadership and support for the Division. Provided internal support for completion of the Lone Tree Corridor Study, the Villagio-Montaña Regional Land Use and Master Plan revision, and the Blue Cross/Blue Shield Walking and Biking Map. Wrote, and had adopted by Council, ordinances to: 1) Prohibit smoking in sidewalk cafes on public right of way; and 2) Modify the City's snow removal parking regulations to improve enforceability and to accommodate the changes in state laws governing tavern operating hours. ¾ ¾ ¾ ¾ ¾ ¾ ¾ Develop strategic initiatives, complete and meaningful performance measures and implementation strategies for FY 2008. Continue to support Boards, Commissions and their sub-committees to engage the public and establish positive working relationships. Provide consistent leadership and support for the Division. Work closely with other Divisions to ensure thorough Departmental Comminication. Ensure a well-trained/equipped Team-Centered staff. Increase use of the City's web page. Work with ADOT, and FMPO to acquire accurate clocks for each controller cabinet to provide a common time source for synchronization in order to improve coordination between the City and State traffic signal systems. Design and implement a summer (school-out/tourist season) synchronization plan for the City traffic signals. PERFORMANCE MEASURES Council Priority/Goal: CUSTOMER SERVICE Goal: Develop traffic service request tracking system and service categorization & prioritization scheme. Objective: A service request tracking system and service categorization & prioritization scheme will allow staff to better track, categorize and prioritize service requests and customer complaints. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Implement traffic service request tracking system and service 70% 70% 85% 100% categorization & prioritization scheme. Annual Financial Plan 156 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 17 COMMUNITY IMPROVEMENTS Council Priority/Goal: CUSTOMER SERVICE Goal: Encourage employees to receive training specific to technical job requirements, project delivery, customer service, supervisory skills, governmental management. Objective: Training staff in team building and process development/management skills will enhance our ability to provide excellent customer service. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Current staff trained in project delivery systems. 100% 80% 100% 100% Council Priority/Goal: QUALITY OF LIFE/PUBLIC SAFETY Goal: Design and implement optimized summer-conditions (school-out/tourist season) timing plans for all 32 City traffic signals. Objective: Improve traffic signal operations to reduce delays and congestion at individual intersections on City streets. CY 04 CY 05 CY 06 CY 07 Measures: For all City traffic signals: Actual Actual Estimate Proposed Completion of necessary intersection turning movement N/A N/A * 32 of 32 N/A studies Design of intersection timing plans. N/A N/A * 32 of 32 N/A Installation of plans, and fine-tuning of intersection timings. N/A N/A * 32 of 32 N/A * Optimized signal timing plans for the school year traffic patterns were installed in 100% of City Traffic Signals in CY 04 and 05. Council Priority/Goal: QUALITY OF LIFE/PUBLIC SAFETY Goal: Design and implement summer-conditions synchronization plans for arterial and collector corridors on the City street system. Objective: Improve traffic system operations to reduce delays and congestion along corridors on the City streets that have closely spaced traffic signals. CY 04 CY 05 CY 06 CY 07 Measures: For 9 identified corridors Actual Actual Estimate Proposed Completion of necessary link and intersection traffic counts. N/A N/A * 5 of 9 Remaining corridors 4 of 9 Design of individual system timing plans. N/A N/A * 5 of 9 4 of 9 Installation of plans, and fine-tuning of offsets and cycle splits. N/A N/A * 5 of 9 4 of 9 Corridor synchronization plans for the school year traffic patterns were installed in 100% of City Traffic Signals in CY 04 and 05. Annual Financial Plan 157 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 17 COMMUNITY IMPROVEMENTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 881,164 45,213 45,030 17,406 $ 988,813 Adopted Budget 2005-2006 $ 378,509 9,335 8,400 $ 396,244 Estimated Expenditures 2005-2006 $ 413,040 13,275 13,803 $ 440,118 Proposed Budget 2006-2007 $ 471,325 19,615 20,100 $ 511,040 Budget-Budget Variance $ 92,816 10,280 11,700 $ 114,796 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ON-SITE FIELD INSPECTION PLAN REVIEW TRAFFIC BOARDS & COMMISSN TRAFFIC ENGINEERING TOTAL $ 335,992 472,781 180,040 988,813 $ 154,624 1,400 240,220 396,244 $ 159,648 18,326 6,844 1,400 253,900 440,118 $ 181,005 3,353 326,682 511,040 $ $ 511,040 511,040 $ 26,381 1,953 86,462 114,796 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Community Improvement operating budget has increased 29% and there are no capital expenditures. Personal Services increases are due to 1 FTE staffing addition which is the PM II-Traffic position. In addition there is a 9% pay plan adjustment and increases in Arizona State Retirement, health insurance, and dental insurance. Contractuals increases are due to increases in Travel, Telephone, and Training expenses. Commodities increases are due to increases in Computer Hardware, Software, and other Equipment expenses.There is no major capital (>$10,000) for this division. Annual Financial Plan 158 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 COMMUNITY INVESTMENT ADVANCE PLANNING 9 Amended Regional Plan to allow for land use, transportation and infrastructure planning separate from the rezoning process. 9 Amended the Regional Plan Planning Reserve Area (PRA) in southwest part of the city to designate specific land uses and major transportation roadways. 9 The Flagstaff Community Housing Policy Task Force completed its mission and compiled a list of recommendations for City Council consideration. 9 Lone Tree Road Corridor --The Planning component of the Lone Tree Road Corridor was provided by Advanced Planning staff, including impacts on existing and proposed neighborhoods and developments; access and connectivity; environmental impacts; compatibility of uses; and mitigation and alleviation of detrimental conditions. MISSION We are a client-focused team that enables quality development, reinvestment and conservation of the natural and built environment through publicly adopted policies. PROGRAM DESCRIPTION Advanced Planning - The Community Investment Division prepares, plans and implements programs and projects for the City’s future growth and development in a manner that preserves our region’s livability, sense of community and the natural environment. The Division works to ensure that Flagstaff has a compact land use pattern that provides for Open Space, Land Use and Growth Management, Housing and Neighborhoods, Commercial Development, Industry and Employment, Infill and Reinvestment and the Cost of Development. FY 07 NEW INITIATIVES ¾ FY 06 ACCOMPLISHMENTS ¾ 9 Advanced Planning Section: 9 Regional Plan Implementation: 9 Expansion of the Flagstaff Urban Trail System (FUTS) Program Continued 9 State Parks grant funding approved for FUTS signs. 9 Blue Cross Blue Shield FUTS Map completed and printed. ¾ ¾ Area planning for PRAs to include remaining lands within Urban Growth Boundary Assist other city departments prepare master plans in accordance with Regional Plan Undertake Digital Comprehensive Planning and analysis for build-out areas of the City Undertake master planning for area along Lone Tree Road Corridor adjacent to Kinsey School PERFORMANCE MEASURES Council Priority/Goal: CAPITAL IMPROVEMENT Goal: Infrastructure and public services will be provided in an efficient, equitable and effective manner. Objective: Produce departmental master plans for services provided. CY 04 CY 05 CY 06 Measures: Actual Actual Estimate Through the CIC (Capital Improvements Committee), city N/A N/A YES departments will prepare master plans in accordance with Regional Plan policies and strategies and expected urban growth boundary build-out. If digital comprehensive planning is used as a tool to prepare N/A N/A 25% growth scenarios and enable analysis of policies relating to development and infrastructure decisions, it will assist in the use of model-based land use planning. Departmernt master planning is undertaken. N/A N/A 25% Annual Financial Plan 159 CY 07 Proposed YES 50% 50% City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 COMMUNITY INVESTMENT Council Priority/Goal: PLANNING FOR GROWTHGoal: Greater Flagstaff will have a compact land use pattern within a well-defined boundary that shapes growth in a manner that preserves the region's natural environment, livability, and sense of community. Flagstaff will continue to offer the primary types of housing design developments that have defined its land use patterns: the conventional and traditional neighborhood scale which provides a choice of housing types and supporting non-residential uses within walking distances. Objective: Continue neighborhood and area planning in the City and designate land use categories to PRA's. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed The State Land Department and the City undertake planning N/A N/A 25% 75% of State Planning Reserve Areas in the city using digital comprehensive planning. Advanced Planning Section, FMPO and other city N/A N/A 25% 50% departments prepare area plans for PRAs using digital comprehensive planning. PRAs are re-designated to land use categories. N/A N/A 25% 75% Council Priority/Goal: QUALITY OF LIFE Goal: High standards will be maintained for protection and improvement of the region's quality of life offered by its natural and cultural, historic and archaeological resources and its natural environment. Objective: Support Congressional legislative effort for a study to protect lands adjacent to Walnut Canyon. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Adjacent Walnut Canyon land study is funded and undertaken. N/A N/A Yes Yes Council Priority/Goal: PLANNING FOR GROWTH Goal: Prioritize and continue implementation of the policies, plans and projects in the Regional Plan. Objective: Develop a methodology and timeframe that addresses the policies and strategies in the Regional Plan and how they have been or can be implemented and start prioritized implementation. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Implementaiton Matrix is prepared N/A N/A 100% N/A Policies and strategies are prioritized N/A N/A 100% N/A Strategy(ies) implementation begun N/A N/A 10% 20% Council Priority/Goal: PLANNING FOR GROWTH Goal: Prioritize and continue implementation of the policies, plans and projects in the Regional Plan. Objective: Determine the alignment and its impacts for the proposed Lone Tree Road Corridor to complete its extension between Route 66 and John Wesley Powell Boulevard. by planning for the Lone Tree Road Corridor in the area adjacent to Kinsey School CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed All stakeholders (NAU, School District & USFS) agree to plan N/A N/A 100% N/A An area plan is prepared N/A N/A 25% 75% An area plan is adopted by the City Council N/A N/A N/A 100% Annual Financial Plan 160 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 COMMUNITY INVESTMENT ZONING ADMINISTRATION MISSION 9 9 Review liquor license applications for compliance. Review property maintenance codes from other jurisdictions for ordinance adoption. Retain consultant to study Development/Impact Fees Code Administration - To promote health, well being, and general quality of life for the citzens of Flagstaff through enforcement of relevant City Codes. 9 PROGRAM DESCRIPTION FY 07 NEW INITIATIVES Code Enforcement Development Code. - Enforcement of the Land ¾ ¾ ¾ FY 06 ACCOMPLISHMENTS 9 9 9 9 9 9 ¾ ¾ Transfer the zoning review portion of single-family permits to the Development Services Division. Transfer sign permit applications and review to the Development Services Division. Establish lighting inventory database. Start pro-active enforcement programs. Review temporary use permit applications for compliance. Review zoning verification request locations for compliance. ¾ ¾ ¾ ¾ Create a computer database for code violations and tracking. Identify pro-active enforcement priorities. Provide input on the adoption of a Property Maintenance Code. Initiate property inspections utilizing CDBG funding. Create a Code Enforcement policies and procedures manual. Standardize violation notices, reports and records. Obtain Code Enforcement Officers certification. Create Code Enforcement web site page. Rewrite of Land Development Code PERFORMANCE MEASURES Council Priority/Goal: QUALITY OF LIFE Goal: Obtain specialized enforcement computer program Objective: Ability to track and report code enforcement actions Measures: Ability to log and track enforcement cases Ability to create reports of enforcement actions Ability to report on problem areas and specific violations and maintain database linked to parcels CY 04 Actual N/A N/A N/A CY 05 Actual N/A N/A N/A CY 06 Estimate N/A N/A N/A CY 04 Actual N/A N/A N/A CY 05 Actual N/A N/A N/A CY 06 Estimate N/A N/A N/A CY 07 Proposed yes yes yes Council Priority/Goal: QUALITY OF LIFE Goal: Increase pro-active inspection programs Objective: Decrease client reactive complaints Measures: Establish daily commercial complex maintenance inspections Establish annual industrial complex maintenance inspections Establish other priority violation inspections Annual Financial Plan 161 CY 07 Proposed yes yes yes City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 COMMUNITY INVESTMENT Council Priority/Goal: QUALITY OF LIFE Goal: Create Property Maintenance Code Objective: Adopt code enforcing property maintenance standards Measures: Provide input for enforceability of proposed code CY 04 Actual N/A CY 05 Actual N/A CY 06 Estimate N/A CY 07 Proposed yes CY 04 Actual N/A N/A N/A CY 05 Actual N/A N/A N/A CY 06 Estimate N/A N/A N/A CY 07 Proposed yes yes yes CY 04 Actual N/A N/A N/A CY 05 Actual N/A N/A N/A CY 06 Estimate N/A N/A N/A CY 07 Proposed yes yes yes CY 04 Actual N/A N/A N/A CY 05 Actual N/A N/A N/A CY 06 Estimate N/A N/A N/A CY 07 Proposed yes yes yes CY 04 Actual N/A CY 05 Actual N/A CY 06 Estimate N/A CY 07 Proposed yes N/A N/A N/A N/A N/A N/A yes yes CY 04 Actual N/A N/A N/A CY 05 Actual N/A N/A N/A CY 06 Estimate N/A N/A N/A CY 07 Proposed yes yes yes Council Priority/Goal: QUALITY OF LIFE Goal: Residential property maintenance inspection program Objective: Inspect residential properties utilizing CBDG funding Measures: Establish inspection boundaries Establish violation parameters Establish documentation requirements for CDBG funding Council Priority/Goal: QUALITY OF LIFE Goal: Policy and procedures manual Objective: Create clear and direct system for enforcement Measures: Create standard procedures for violation actions Create time lines for enforcement actions Create officer protocol for enforcement actions Council Priority/Goal: QUALITY OF LIFE Goal: Standardization of documents Objective: Standardize reports, notices and letters Measures: Create form letter database Create standard violation notices Create standard court report for prosecution Council Priority/Goal: QUALITY OF LIFE Goal: Officer certification Objective: Recognized officer certification Measures: Certified Housing and property maintenance inspector certificate Certified Zoning Enforcement Officer Certified Code Enforcement Officer Council Priority/Goal: QUALITY OF LIFE Goal: Enforcement web site page Objective: Provide clients information Measures: Provide information on violation types and corrections Provide clients information on City enforcement unit Provide on-line complaint form Annual Financial Plan 162 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 COMMUNITY INVESTMENT COMMUNITY REINVESTMENT 9 Marketed Flagstaff at ICSC in Palm Springs and Las Vegas, ULI in Los Angelas MISSION Community Reinvestment - Redevelop the community to reinvest and rebuild itself for sustainable economic health. FY 07 NEW INITIATIVES ¾ ¾ PROGRAM DESCRIPTION Commercial Development, Industry and Employment, Infill and Reinvestment. ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ FY 06 ACCOMPLISHMENTS 9 Mall started construction 9 Incubator project kept in Flagstaff and moved to USGS campus 9 Auto Technical Training School being planned with Coconino Community College 9 Auto Park has 10 confirmed tenants 9 Completion of Southside Plan 9 Established revised reporting procedures and working relationship with GFEC Creation of Downtown Parking District Formation of Downtown Business Improvement District Begin Southside Plan Implementation Stratagies Planning for Fourth Street Redevelopment Development of Milton Road as a City Gateway Route 66 Heritage Corridor Planned Establish "Infill Incentive Districts" USGS Campus Redevelopment Science and Technology Park developer selected Sawmill District under construction Assist in Brownfields Land Recycling Program Promote Flagstaff at ICSC Las Vegas, ICSC Palm Springs, and ULI Denver PERFORMANCE MEASURES Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Promote Downtown as a cultural and shopping destination Objective: Provide a well-managed Parking District Measures: Establish a Parking Meter Zone Identify Public Parking areas with a signs and map, available at CVB, downtown kiosks, and web site. Identify a Public Parking Garage site with proposed funding CY 04 Actual N/A N/A CY 05 Actual N/A N/A CY 06 Estimate N/A N/A CY 07 Proposed 100% 100% N/A N/A N/A YES CY 04 Actual N/A CY 05 Actual N/A CY 06 Estimate N/A N/A N/A N/A CY 07 Proposed YES 100% YES 100% Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Promote Downtown as a cultural and shopping destination Objective: Establish a Business Improvement District (BID) Measures: Proposed BID has support from at least 51% of downtown business owners within boundary set by property owners. BID is legally established Annual Financial Plan 163 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 COMMUNITY INVESTMENT Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Establish Fourth Street as a culturally rich retail and business corridor. Objective: Identify redevelopment opportunities in Fourth Street overpass corridor. CY 04 CY 05 Measures: Actual Actual RFQ sent out for south sites at Fourth Street and Route 66 N/A N/A Pursue opportunities for Fourth Street Corridor N/A N/A Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Stimulate Southside retail and services Objective: Implementation of 2005 Southside Plan stratagies for redevelopment. CY 04 CY 05 Measures: Actual Actual Propose an Overlay District for Southside District - establish N/A N/A design guidelines and incentives for proper infill and adaptive re-use Identify underutilized sites and pursue proper redevelopment N/A N/A Encourage and protect small scale businesses N/A N/A CY 06 Estimate Yes 100% N/A CY 07 Proposed N/A Yes 100% CY 06 Estimate Yes CY 07 Proposed N/A Yes Yes Yes Yes Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Establish Milton Road as a Gateway to the Community Objective: Make Milton Road aesthetically pleasing with quality retail and hospitality choices to serve tourists and locals. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Work with Transportation Planning/FMPO and Urban Design N/A N/A Yes N/A to create a visual representation of what Milton Road could be. Identify underutilized sites and propose future uses N/A N/A Yes Yes Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Establish Route 66 as a Heritage Corridor Objective: Preserve and redevelop Route 66 to attract the Heritage Tourist CY 04 Measures: Actual Work with community and property owners to develop a Route N/A 66 Heritage Corridor Plan - design guidelines and incentives for quality retail, service, and cultural amenities Encourage a Route 66 Business Association N/A Develop a package of federal, state and local incentives for N/A historic preservation and restoration of existing structures. CY 05 Actual N/A CY 06 Estimate 50% CY 07 Proposed 50% N/A N/A Yes Yes N/A Yes CY 04 Actual N/A CY 05 Actual N/A CY 06 Estimate 100% CY 07 Proposed N/A N/A N/A 100% N/A N/A N/A 100% Yes Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Promote redevelopment in underutilized neighborhoods Objective: Establish 'Infill Incentive Districts' Measures: White paper on which neighborhoods fit criteria of "Infill Incentive Districts" with proposed incentives Public Education process of Infill Incentive Districts in targeted areas Propose ordinance for Infill Incentive Districts Annual Financial Plan 164 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 COMMUNITY INVESTMENT Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Construct USGS Science and Technology Park Objective: Ongoing Project Measures: USGS S&T Park under construction Incubator Building finished and occupied CY 04 Actual N/A N/A CY 05 Actual N/A N/A CY 06 Estimate N/A N/A CY 07 Proposed Yes Yes CY 04 Actual N/A CY 05 Actual N/A CY 06 Estimate Yes CY 07 Proposed Yes CY 05 Actual N/A CY 06 Estimate Yes CY 07 Proposed N/A Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Fully-leased Sawmill District Objective: Assist on retail attraction Measures: Direct incoming retail queries to developer Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Assist in establishing the Brownfields Land Recycling Program Objective: Identify future redevelopment opportunities CY 04 Measures: Actual Work with Environmental Services to identify all potential N/A Brownfield sites Annual Financial Plan 165 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 COMMUNITY INVESTMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 961,203 58,201 25,678 $ 1,045,082 Adopted Budget 2005-2006 $ 675,141 178,575 51,800 $ 905,516 Estimated Expenditures 2005-2006 $ 587,728 77,121 56,543 $ 721,392 Proposed Budget 2006-2007 $ 912,630 195,450 60,500 70,000 $ 1,238,580 Budget-Budget Variance $ 237,489 16,875 8,700 70,000 $ 333,064 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION DEVELOPMENT REVIEW ADVANCED PLANNING ZONING ADMINISTRATION REDEVELOPMENT HOUSING COMMISSIONS LAND TRUST PROGRAM TOTAL $ 263,892 359,282 91,450 184,285 95,417 49,917 839 1,045,082 $ 566,073 92,685 81,794 137,072 1,600 26,292 905,516 $ 298,037 9,336 101,684 131,973 45,754 48,436 313 85,859 721,392 $ 432,752 157,602 149,136 77,397 333,664 1,600 86,429 1,238,580 $ (133,321) 64,917 67,342 77,397 196,592 60,137 333,064 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 706,478 50,242 155,537 167,987 8,183 30,046 120,107 1,238,580 COMMENTARY: The Community Investment operating budget has increased 29% and capital expenditures total $70,000 resulting in an overall net increase of 37%. Personal Services increases are due to 3 FTE staffing additions that include Code Supervisor, Planner, and Code Officer. In addition there is a 9% pay plan adjustment and increases in Arizona State Retirement, health insurance, and dental insurance. Contractuals increases are due to Advertising and Travel expenses. Commodities increases are due to Computer, Office Equipment, and Printing Expenses. Major capital (>$10,000) includes Honda Civic Hybrids for the new positions. Annual Financial Plan 166 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 31 MISSION Planning and Administration – Division 18 9 Attended the Institute for Community Economics Land Trust for Affordable Housing Conference and training; 9 Utilized technical assistance from HUD to form Community Land Trust Program in the City of Flagstaff. 9 Participated in community planning efforts, including: • Northern Arizona Homelessness Task Force / Rural Continuum of Care • Community-wide efforts to create a detox center. 9 Draft of Sunnyside Neighborhood Revitalization Strategy approved by SNA Board of Directors. The mission of the Housing Section of the Community Investment Division is to provide community/ neighborhood-based planning and affordable housing opportunities for residents of Flagstaff, in particular, elements of Flagstaff’s workforce and low to moderate income families, so they can continue to thrive in decent housing, a suitable living environment and enjoy economic opportunity. PROGRAM DESCRIPTION Affordable Housing Development and Neighborhood Conservation – Division 31 9 Provided funding and administrative oversight for the following programs to benefit the community: • Housing rehabilitation /Acquisition; • New housing construction for sale to low/moderate household; • Completed public improvements for sixteen (16) Land Trust Program homes; • Homebuyer education and assistance; • Housing stabilization assistance; • Job training assistance for residents of Sunnyside; • Rehabilitation of two structures in Sunnyside for use as an emergency homeless shelter and transitional housing units; • Operational assistance to Sharon Manor Transitional Housing Complex; • Youth crisis intervention and stabilization program; The City Housing Section of the Community Investment Division administers the Community Development Block Grant Entitlement Program; provides technical assistance to neighborhood organizations; designs and implements new affordable and workforce housing programs as funding allows, such as the Community Land Trust Program; provides information to the community and City Council as requested on affordable and workforce housing issues; and facilitates public participation in the creation of numerous community planning documents. FY 06 ACCOMPLISHMENTS Planning and Administration – Division 31 9 Administered CDBG fund in a federally compliant manner including: • Completed 2006/2011 Consolidated Plan and received Council and HUD approval; • Completed 2006/2007 Annual Action Plan and received Council and HUD approval; • Completed Analysis of Impediments to Fair Housing and received Council approval and HUD review; • Completed 2006/2007 Request For Proposals process; • Completed CDBG Consolidated Annual Performance and Evaluation Report and received satisfactory performance evaluation from HUD; • Conducted on site sub-recipient monitoring; • Conducted Environmental Review procedures as required; • Met HUD spending requirements; • Provided loan servicing to prior Housing Program clients; • Participated in and completed CDBG Integrated Disbursement Information System (IDIS); Annual Financial Plan HOUSING AND COMMUNITY SERVICES Affordable Housing Development and Neighborhood Conservation – Division 18 9 Created and implemented public educational campaign for workforce housing; 9 Provided staff support to the Housing Policy Task Force; 9 Provided public education for Proposition 404; 9 Determined implementation strategy for neighborhood plans; 9 Provided oversight of contract for fiscal impact fee study; 9 Met with developers to incorporate workforce housing units into upcoming developments in the City of Flagstaff where appropriate; 9 Created Community Land Trust Program for Affordable Housing; 167 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 31 Worked with lenders to provide financing options for Land Trust Program Homes 9 Developed post purchase support measures; 9 Development Agreement for Rio Homes and Ponderosa Homes produced the following: • 20 homes sold to low/moderate income households. • Sandstone Highlands Senior Housing Project completed and occupied. • Construction started on Timber Trails Apartments (completion scheduled for November 30, 2006). HOUSING AND COMMUNITY SERVICES FY 07 NEW INITIATIVES 9 ¾ ¾ ¾ ¾ Employer Assisted Housing Program. Targeted neighborhood planning. Analyze and implement strategies from the Housing Policy Task Force when appropriate. In-house home-buying counseling and assistance program PERFORMANCE MEASURES Council Priority/Goal: AFFORDABLE HOUSING Goal: Provide a variety of housing opportunities for citizens of Flagstaff Objective: 1. Produce, or cause to be produced, housing for sale to identifed target populations. 2. Assist Flagstaff's workforce in reaching homeownership through a variety of programs. 3. Preserve Flagstaff's current housing stock through housing rehabilitation of health and safety hazards. 4. Provide progressive neighborhood/housing planning. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Produce new affordable homes for Flagstaff's workforce N/A N/A 25 units 30 units through the Land Trust Program and public/private partnerships. Provide homeownership assistance to designated target N/A N/A 15 owners 15 owners populations. Address health and safety hazards in homes owned and N/A N/A 6 homes 8 homes occupied by low/moderate income persons. Implement an Employer Assisted Housing Program. N/A N/A Yes Yes Work with developers to incorporate workforce housing units N/A Yes Yes Yes into upcoming developments in the City of Flagstaff where appropriate. Complete market analyses for potiential community housing N/A N/A Yes Yes sites. Maintain compliance with Federal funding sources. Yes Yes Yes Yes Complete and enter into development agreements for Yes Yes Yes Yes workforce and/or community housing. Council Priority/Goal: AFFORDABLE HOUSING Goal: Address the economic and social needs of Flagstaff's population thorugh targeted programming and planning. Objective: Participate in community planning efforts and provide programs where appropriate. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Participate in community planning efforts (Contiuum of Care; Yes Yes Yes Yes Detox center planning; Annual Action Plan; etc) Partner to provide targeted programs to assist with economic Yes Yes Yes Yes and social needs where not addressed by other resources. Annual Financial Plan 168 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 31 HOUSING AND COMMUNITY SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 51,567 924,745 2,897 6,925 $ 986,134 Adopted Budget 2005-2006 $ 96,476 4,705,249 4,900 $ 4,806,625 Estimated Expenditures 2005-2006 $ 78,370 1,441,341 4,900 $ 1,524,611 Proposed Budget 2006-2007 $ 212,232 4,131,829 18,900 $ 4,362,961 Budget-Budget Variance $ 115,756 (573,420) 14,000 $ (443,664) $ $ $ $ $ EXPENDITURES BY PROGRAM: REVOLVING LOAN GEN FUND CDBG ENTITLEMENT ADMIN LAND ACQUISITION-GF AZ HOUSING TRUST FUNDS HOME GRANT AFFORDABLE HOUSING DEVELP CDBG-REHAB OF ACQ HOMES CDBG-NEIGH REV/HSG CONSTR CDBG-PUBLIC IMPROVEMENTS CDBG HOUSING REHAB CDBG MISC PROJECTS CDBG HOME BUYERS ASSIST CDBG ECONOMIC DEVELOPMENT LAND TRUST DEVELOPMENT CDBG CODE ENFORCE CDBE IDA MATCHING TOTAL $ 223,851 63,082 298 58,389 61,403 277,782 121,277 129,811 50,241 986,134 $ 450,000 198,403 1,748,577 308,890 419,990 200,000 100,000 188,726 382,981 207,000 258,558 200,000 93,500 50,000 4,806,625 $ 450,000 198,353 80,000 39,867 182,981 132,776 195,962 187,000 25,778 31,894 1,524,611 $ 450,000 196,920 1,843,679 200,000 200,000 203,000 207,000 142,232 260,858 127,918 164,863 182,832 18,106 135,553 30,000 4,362,961 $ $ 4,362,961 4,362,961 $ (1,483) 95,102 (108,890) (219,990) 3,000 107,000 (46,494) (122,123) (79,082) (93,695) (17,168) (93,500) (31,894) 135,553 30,000 (443,664) SOURCE OF FUNDING: COMMUNITY REDEVELOPMENT FUND COMMENTARY: The Housing and Community Services operating budget has decreased 9% and there are no capital expenditures. Personal Services increases due to a 9% pay plan adjustment and increases in Arizona State Retirement, health insurance, and dental insurance. Contractuals decrease is due to decreases in Other Miscellaneous Services expense. Commodities increases are due to Computer and Equipment expenses. There is no major capital (>$10,000) for this division. Annual Financial Plan 169 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 71 ARTS AND SCIENCE the Visitors Center. Art pieces are loaned by artists at no cost and nominal installation costs are funded by the General Fund. Outdoor and indoor public art programs are overseen by the Flagstaff Public Art Advisory Committee. A Staff Liaison is provided including various additional duties associated with Committee programs and projects including urban design for outdoor installations. Staff time for Division 71 is provided by Division 73, with administrative assistance from Division 18. MISSION The Community Development Department is a clientfocused team that enables quality development, reinvestment, and conservation of the natural and built environment through publicly adopted policies. PROGRAM DESCRIPTION Art & Science - The City contracts with Flagstaff Cultural Partners, Inc., a community based non-profit organization, for the administration and delivery of grant funds for the development, co-ordination, and support of arts, culture, and science programs. Grants include organizations delivering art, dance, heritage resources, literature, music, theater, and other programs to the community. Staff provides for administration of the contract including quarterly payments and annual review. Public Art Outdoor Program - This program provides for recommendations to the City Council for the selection, placement, and installation of art pieces in community settings. Funding, when approved by the City Council, comes from allocations within Capital Improvement project budgets. Indoor Program - This program provides for the selection, placement, and installation of art pieces in public buildings including City Hall, Pulliam Airport, and FY 06 ACCOMPLISHMENTS 9 9 9 9 9 Installation of “Motion” at Pulliam Airport. Installation of “Unification” at Foxglenn Park. Intergovernmental Agreement (IGA) with Coconino Community College for the installation of “Untitled”. Airport mobile repaired and re-installed. Annual Indoor Art Program. FY 07 NEW INITIATIVES ¾ See Goals and Objectives PERFORMANCE MEASURES Council Priority/Goal: QUALITY OF LIFE Goal: To provide support for a variety of art, culture, and science programs. Objective: Deliver grant funds to organizations that deliver such programs to the community. CY 04 CY 05 CY 06 Actual Actual Estimate Measures: Contract with Flagstaff Cultural Partners, Inc. to provide Unk. Yes Yes continuing services and grant delivery. CY 07 Proposed Council Priority/Goal: QUALITY OF LIFE Goal: To enhance the character of the natural and built environment by inclusion of public art. Objective: Provide outdoor art in community settings. CY 04 CY 05 Measures: Actual Actual Installation of significant art piece associated with the N/A N/A restoration of the El Pueblo Motor Court. Planning and/or installation of additional pieces per the Unk. Yes direction of the Beautification Commission. CY 06 Estimate N/A CY 07 Proposed Yes Yes Yes Annual Financial Plan 170 Yes City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 71 ARTS AND SCIENCE Council Priority/Goal: QUALITY OF LIFE Goal: To enhance the character of public facilities by inclusion of public art. Objective: Provide indoor art at public facilities. CY 04 Measures: Actual Provide annual indoor art program for installations at City Hall, Yes Pulliam Airport, and the Visitors Center. CY 05 Actual Yes CY 06 Estimate Yes CY 07 Proposed Yes EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 760 325,003 35 $ 325,798 Adopted Budget 2005-2006 $ 2,591 400,050 750 $ 403,391 Estimated Expenditures 2005-2006 $ 341,050 450 $ 341,500 Proposed Budget 2006-2007 $ 15,219 605,718 550 $ 621,487 Budget-Budget Variance $ 12,628 205,668 (200) $ 218,096 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CONTRACTUAL SERVICES PUBLIC ARTWORK FCP ADMINISTRATION TOTAL $ 38 280,000 760 45,000 325,798 $ 2,448 280,000 75,943 45,000 403,391 $ 900 280,000 15,600 45,000 341,500 $ 9,531 285,000 280,831 46,125 621,487 $ $ 621,487 621,487 $ 7,083 5,000 204,888 1,125 218,096 SOURCE OF FUNDING: ARTS AND SCIENCE FUND COMMENTARY: The Arts & Science operating budget has increased 54% and there are no capital expenditures. Personal Services increases are due to the internal charge outs of the Urban Designer. In addition there is a 9% pay plan adjustment and increases in Arizona State Retirement, health insurance, and dental insurance. Contractual increase is due to fund balance made available for the public art work program. There is no major capital (>$10,000) for this division. Annual Financial Plan 171 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 73 BEAUTIFICATION ADMIN The Community Development Department is a clientfocused team that enables quality development, reinvestment, and conservation of the natural and built environment through publicly adopted policies. with environmental (natural and built) aspects of the Land Development Code. Finally, the general administration of Division 71 is provided by Division 73. Details of these responsibilities can be seen under "Program Description" for that division. PROGRAM DESCRIPTION FY 06 ACCOMPLISHMENTS The Beautification General Administration Division/Urban Design Section of Community Investment performs a variety of functions related to the quality of natural and built environment of the City of Flagstaff. These functions include urban design, and oversight of BBB Tax funds allocated for beautification projects and Flagstaff Urban Trail System projects. For beautification and FUTS projects, responsibilities include financial and physical planning, inter-agency coordination, design guidelines, design services, project delivery, and ongoing maintenance. Much is performed by contract with other agencies including the Flagstaff Metropolitan Planning Organization, and outside consultants. Urban design services range in scale from details to whole neighborhoods. Includ beautification and FUTS projects, and some captial projects as needed for demonstrative purposes for both public and private development. Urban designs also serve as a component of, and implementation of, various district planning efforts. Staff liaison for both the Historic Preservation Commission and the Open Spaces Commission is provided out of this Division, including various additional duties for Commission programs and projects. Historic Preservation Commission Staff responsibilities also include minor sign reviews and Section 106 reviews for all Federal and State projects. Division 73 Staff participates in the Development Review Board, with responsibility for review of public and private projects in terms of beautification efforts, Commission efforts, other planning efforts such as districts and transportation systems, and consistency 9 MISSION 9 9 9 9 9 9 9 9 9 Construction of a City Gateway Sign on US 89 at the City limit. Significant contribution to, and implementation of, new design guidelines for landscaping of rights-ofway. Development of alternative design for Rio de Flag Flood Control Project. Designs of alternative development for two workforce housing projects (approximately 150 units). Design of alternative development to preserve a significant historic property. Preparation of designs in support of business attraction, development, and retention efforts. Conceptual design of comprehensive Heritage Preservation Program. Conflict resolution, empowerment, and renewed focus of the Open Spaces Commission. Agendas and Minutes for Community Development Department. Regular participation in Development Review Board Processes. FY 07 NEW INITIATIVES ¾ Continue FY 06 programs and accomplishments (all relatively new). PERFORMANCE MEASURES Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Support business attraction, development, and retention efforts of Community Investment Division. Objective: Produce demonstrative designs in a timely manner. CY 04 CY 05 CY 06 Measures: Actual Actual Estimate Received/used by Community Investment staff as needed. N/A N/A Yes Annual Financial Plan 172 CY 07 Proposed Yes City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 73 BEAUTIFICATION ADMIN EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 21,499 10,490 4,713 $ 36,702 Adopted Budget 2005-2006 $ 65,771 11,400 2,400 $ 79,571 Estimated Expenditures 2005-2006 $ 76,526 11,400 2,100 $ 90,026 Proposed Budget 2006-2007 $ 87,275 12,025 4,250 $ 103,550 Budget-Budget Variance $ 21,504 625 1,850 $ 23,979 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COMMISSION TOTAL $ 36,702 36,702 77,371 2,200 79,571 $ $ 88,026 2,000 90,026 $ 101,350 2,200 103,550 $ $ 103,550 103,550 $ 23,979 23,979 SOURCE OF FUNDING: BEAUTIFICATION FUND COMMENTARY: The Beautification operating budget has increased 30% and there are no capital expenditures. Personal Services increases are due to a 9% pay plan adjustment and increases in Arizona State Retirement, health insurance, and dental insurance. Commodities increases are due to the request of specialized software and increases in memberships and non-library books. There is no major capital ($10,000) for this division. Annual Financial Plan 173 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 98 STORMWATER MISSION FY 06 ACCOMPLISHMENTS The mission of the Stormwater Division is to promote the public health, safety and general welfare, to minimize public and private losses due to flood conditions within the City of Flagstaff, and to comply with the applicable floodplain and stormwater regulations. 9 9 9 9 Completed the Utility Fee Credit Manual as adopted by Council Completed Utility Rate Increase Developed procedures for various elements of the stormwater Work Program Initiated Stormwater Master Plan Phase 1; Hydrology PROGRAM DESCRIPTION The Stormwater Department includes: administration, utility management, engineering/hydrology technical support, master planning, customer service, data collection, field inspection, and plan review components. FY 07 NEW INITIATIVES ¾ ¾ ¾ Develop stormwater quality measures for consideration by Council Complete Phase 1 Master Plan and begin Phase 2; Floodplain Mapping Install 2 new gaging stations PERFORMANCE MEASURES Council Priority/Goal: PUBLIC SAFETY Goal: Respond in a timely manner to requests or needs of citizens, Council, Manager, and City departments and divisions. Objective: Timely responses to requests for information and assistance CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Respond to Floodplain Status citizen requests within 48 hours 100% 100% 100% 100% Respond to Grading Inspection requests within 48 hours 80% 85% 85% 100% Resond to misc. other requests within 48 hours 100% 100% 100% 100% Council Priority/Goal: PUBLIC SAFTEY Goal: Ensure that the construction of projects meets the minimum standard required by the City. Objective: Review all drainage plans for consistency with the Stormwater Design Manual CY 04 CY 05 CY 06 Measures: Actual Actual Estimate All review comments are per the Design Manual 100% 100% 100% Council Priority/Goal: PUBLIC SAFETY Goal: Maintain and/or improve Community Rating System (CRS) standing Objective: Monitor and maintain eligible CRS activites CY 04 Measures: Actual Maintain or improve CRS ranking yes Annual Financial Plan 174 CY 05 Actual yes CY 06 Estimate yes CY 07 Proposed 100% CY 07 Proposed yes City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 98 STORMWATER Council Priority/Goal: PUBLIC SAFETY Goal: Meet Development Services adopted time frames for civil reviews Objective: Perform drainage reviews on time CY 04 Measures: Actual On time reviews 60% CY 05 Actual 80% CY 06 Estimate 90% CY 07 Proposed 95% EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 355,990 40,999 17,377 $ 414,366 Adopted Budget 2005-2006 $ 420,978 489,998 15,753 30,000 $ 956,729 Estimated Expenditures 2005-2006 $ 418,020 36,643 58,339 19,090 $ 532,092 Proposed Budget 2006-2007 $ 457,135 507,722 27,153 $ 992,010 Budget-Budget Variance $ 36,157 17,724 11,400 (30,000) $ 35,281 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ENG. & MASTER PLANNING OPERATIONS REGULATION/ENFORCEMENT TOTAL $ 205,303 10,102 198,961 414,366 $ 277,271 341,559 307,344 30,555 956,729 $ 203,866 5,106 292,457 30,663 532,092 $ 343,945 336,477 311,588 992,010 $ $ 992,010 992,010 $ 66,674 (5,082) 4,244 (30,555) 35,281 SOURCE OF FUNDING: STORMWATER UTILITY FUND COMMENTARY: The Stormwater Utility operating budget has increased 7% and there are no capital expenditures resulting in an overall net increase of 4%. Capital for Drainage and Stormwater Capital are captured in Divisions 34 and 99. Personal Services increase is due to a 9% pay plan adjustment and increases in ASRS, health insurance, and dental insurance. Contractuals increase is due to maintenance of equipment, education/training and advertising. Commodities increase is due to computer software and equipment. One-time expenditures for Contractuals include consulting services for Fanning ($50,000), maintenance of equipment ($14,260), and additional education. One-times for Commodities include software programs, software license renew ($12,565) and field notebook computer ($3,000). There is no major capital (>$10,000) for this division. Annual Financial Plan 175 City of Flagstaff Annual Financial Plan 176 City of Flagstaff FIRE DEPARTMENT MISSION The mission of the Flagstaff Fire Department is to responsibly protect values at risk in our community. We do this by protecting life, property, and community resources through preparation, prevention, response and mitigation. Annual Financial Plan 177 City of Flagstaff Annual Financial Plan 178 City of Flagstaff FIRE DIVISION 21 FIRE Fire Prevention 9 Completed over 2000 commercial fire inspections 9 Provided fire safety presentation to 12 public elementary schools. Fuel Management 9 Hired a new Community FireWise Coordinator 9 Completed Fuel Management projects, which provided for the thinning of 636 acres and prescribed burning of 886 acres. 9 Completed 574 Home Assessments Disaster Management 9 Completed three multi-agency drills 9 Adopted City/County Multi-Hazard Mitigation Plan 9 Assisted in the development of the City/County Emergency Operation Plan 9 Conducted EOC Training and Mock Exercises MISSION The mission of the Flagstaff Fire Department is to responsibly protect values at risk in our community. We do this by protecting life, property, and community resources through preparation, prevention, response, and mitigation. PROGRAM DESCRIPTION The Fire Department is responsible for protecting life, property, and resources through the delivery of public safety services. Prevention, preparedness, mitigation, and response represent the core of the program efforts. The organized divisions include Administration, Prevention, Training, Operations, and Fuel Management. . FY 07 NEW INITIATIVES ¾ FY 06 ACCOMPLISHMENTS ¾ Aministration 9 Awarded contract to construct new fire station #1 9 Aquired property for new fire station #5 9 Implemented contract to provide fire and medical services to Flagstaff Ranch Fire District. Operations 9 Received Homeland Security Grants in the amount of $215,000 for the purchase of Special Operations 9 Equipment and Self Contained Breathing Packs. 9 Awarded a Homeland Security Grant in the amount of $940,000 to deploy a Heavy Rescue Truck. 9 Trained five new recruit firefigthters and assigned them to the opeations division. ¾ ¾ ¾ ¾ ¾ ¾ Incrementally increase staffing levels to comply with NFPA 1710 Purchase, equip, and deploy a Type 1 Engine, an 85' aerial platform, and a grant funded Heavy Rescue Truck Increase Special Operation assignments to support the program Train and certify additional personnel in Advanced Life Support, and as Hazardous Material and Technical Rescue Technicians. Develop redundancy withing our communications system Develop community evacuation plan Fully activate and test the Emergency Operations Center Establish reliable response time data in our recording system PERFORMANCE MEASURES Council Priority/Goal: PUBLIC SAFETY Goal: To provide public safety services and programs directed toward customer care and community protection, with an emphasis on customer service. Objective: 1. To correct 100% of fire code violations found during annual commercial inspections. 2. To review plan checks within 10 working days after receipt 100% of the time. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Fire code violations corrected 95% 89% 95% 95% Plan reviews completed within 10 days after receipt 100% 100% 96% 98% Annual Financial Plan 179 City of Flagstaff FIRE DIVISION 21 FIRE Council Priority/Goal: PUBLIC SAFETY Goal: To provide basic and advanced life support pre-hospital care for emergency medical patients in conjuntion with our community partners. Objective: To track the percent of days ALS personnel operate in each district. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Station #1 N/A 98% 98% 98% Station #2 N/A 97% 97% 97% Station #3 N/A 93% 94% 94% Station #4 N/A 93% 93% 93% Station #5 N/A 93% 94% 94% Station #6 N/A 91% 92% 92% Council Priority/Goal: PUBLIC SAFETY Goal: To prepare,operate, and respond to emergencies, which meets community expectations and complies with National Fire Protection Agency and OSHA standards. Objective: OBJ #1: To complete 240 hours of training annually for each firefighter. OBJ #2: To have the first due company travel to fire and ems incidents within 4 minutes, 90% of the time. OBJ #3: To have the balance of first alarm fire assignments travel to the scene within 8 minutes, 90% of the time. OBJ #4: To have emergency events dispatched within 1 minute of receipt of alarm, 90% of the time. OBJ #5: Companies to initiate response within 1 minute of recipt of a call, 90% of the time. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Complete 240 hours of annual training per firefighter 258 hours 264 hours 264 hours 240 hours First due company to the scene of fire and EMS within 4 N/A N/A 4 minutes 4 minutes minutes, 90% of the time Balance of first alarm assignments on the scene within 8 N/A N/A 8 minutes 8 minutes minutes, 90% of the time. 1 minute 1 minute Emergency events dispatched within 1 minute of receipt of call, 90% of the time. 1 minute 1 minute Companies to respond within 1 minute of receipt of call, 90% of the time. Council Priority/Goal: PUBLIC SAFETY Goal: To provide the necessary leadership and management to accomplish the organizations's mission, goals, and objectives in an effective manner. Objective: To manage the department budget within approved funding levels 100% of the time. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Manage budget within apporved funding levels 97.5% 98.8% 100% 98% Council Priority/Goal: PUBLIC SAFETY Goal: To provide a Disaster Management Program designed to prepare and protect the community from both man made and natural disasters Objective: 1. Plan, conduct, and evaluate 1 wildfire field exercise. 2. Plan, conduct, and evaluate 1 WMD drill. 3. Plan, conduct, and evaluate 1 muti-agency drill. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Wildfire exercise 2 completed 2 completed 1completed 1 exercise WMD drill 2 completed 1 completed 1completed 1 drill Multi-agency drill 1 completed 2 completed 1completed 1 drill Annual Financial Plan 180 City of Flagstaff FIRE DIVISION 21 FIRE Council Priority/Goal: PUBLIC SAFETY Goal: To provide the necessary Fuel Management to minimize the risk of a catastrophic wildfire and promote forest health in our community. Objective: 1. Review,and complete plans totaling 700 acres per year 2. Complete 700 acres of thining per year 3. Complete 750 acres of prescribed burning per year CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Plans completed 1472 acres 834 acres 1006 acres 0 acres Acres Thinned 680 acres 606 acres 636 acres 700 acres Acres burned 1016 acres 823 acres3 869 acres 750 acres Annual Financial Plan 181 City of Flagstaff FIRE DIVISION 21 FIRE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 6,596,968 278,548 376,549 99,871 $ 7,351,936 Adopted Budget 2005-2006 $ 7,179,407 271,544 390,430 814,170 $ 8,655,551 Estimated Expenditures 2005-2006 $ 7,148,256 269,866 452,542 559,031 $ 8,429,695 Proposed Budget 2006-2007 $ 7,915,814 354,645 487,465 1,465,668 $ 10,223,592 Budget-Budget Variance $ 736,407 83,101 97,035 651,498 $ 1,568,041 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION FIRE PREVENTION TRAINING FIRE OPERATIONS NAU FIRE GRANT II STATE FIRE ASSISTANT FUEL MANAGEMENT PROGRAM FOREST HEALTH RESTORATION STATE FIRE ASST-I HAZARD FUEL RED. F/Y 2004 HAZARD REDUCTION F/Y 2004 FIREWISE EDUCATION F/Y 03 FIRE IMPROVE PREVENTION HMOWNER & COMM. ACTION 04 HAZARD FUEL REDUCTION FIRE EXTRACTION EQUIPMENT WILDFIRE THREAT RATING HOMELAND SECURITY GRANT HLS-PORTABLE RADIOS 2005 ASSIST.TO FIREFIGHTERS HLS-RESPITORY PROTECTION HLS 05-HEAVY RESCUE 05 DHS FIRE PREV& FYO6 GOHS RESCUE 06 CERT.ARBORIST TOTAL $ 495,392 231,411 101,513 6,170,535 225 141,415 87,488 4,942 7,468 96,863 2,650 150 5,100 6,784 7,351,936 $ 1,170,447 285,775 114,451 6,570,305 65,502 244,643 51,626 96,782 10,000 2,500 43,520 8,655,551 $ 1,103,873 281,695 110,929 6,285,859 215,358 46,600 93,450 500 15,000 41,858 27,021 45,550 162,002 8,429,695 1,000,560 271,304 111,249 6,836,769 33,840 591,326 149,386 50,000 201,500 936,718 35,640 5,300 $ 10,223,592 $ (169,887) (14,471) (3,202) 266,464 (65,502) 33,840 346,683 (51,626) 52,604 (10,000) 47,500 201,500 (43,520) 936,718 35,640 5,300 1,568,041 SOURCE OF FUNDING: GENERAL FUND $ 10,223,592 $ 10,223,592 COMMENTARY: The Fire Department operating budget has increased 12% and capital expenditures total $651,498 resulting in an overall net increase of 18%. Personal Services increases are due to the addition of 3.0 firefighters, a 9% pay plan adjustment and increases in retirement, health insurance and dental insurance. Contractuals increases are due to medical fees, subscriptions, physicals and drug testing, counseling, maintenance contracts, education and training. Commodities increases are due to fuel, equipment, motor and machine parts, safety supplies, food, office and computer supplies. One-time expenditures for this division is for a mobile station and portable radio replacements, to fund retirement vacancy hiring, training, various operating supplies and rescue equipment. Major capital (>10,000) included rescue tool for new Quint ($25,000), Type 1 engine (carry forward) ($404,500), (2) vehicles ($53,150), communicaion equipment ($14,500), computer hardware ($14,000), (1) all terrain quad ($13,500) and grant funded heavy rescue unit ($936,718). Annual Financial Plan 182 City of Flagstaff POLICE DEPARTMENT MISSION The mission of the Flagstaff Police Department is to protect and preserve life, property, public order, and the rights of the individual by providing exemplary service through the establishment of a partnership of shared responsibility, support, and trust with law abiding members of the community. Annual Financial Plan 183 City of Flagstaff Annual Financial Plan 184 City of Flagstaff POLICE DIVISION 22 MISSION 9 The mission of the Flagstaff Police Department is to protect and preserve life, property, public order, and the rights of the individual by providing exemplary service through the establishment of a partnership of shared responsibility, support, and trust with law abiding members of the community. 9 PROGRAM DESCRIPTION The Police Department is responsible for protecting life and property, preserving the peace, and protecting the rights of individuals. These are accomplished through crime prevention, Community Block Watch Programs, repression of crime, and the apprehension of criminal offenders. The Metro Task Force is funded by a state grant for a multi-agencey investigative unit. This grant funds one supervisor and one secretarial position. This is one of many State and Federal grants the Flagstaff Police Department has received. 9 9 POLICE Mobile Data Terminals were brought up on line in all the patrol cars. These terminals will allow the officers to communicate car to car, or car to dispatch via computer, freeing up valuable radio air time thus improving the Department's communication capabilities. The Department received a computerized driving simulator from AZ POST. The simulator will be an invaluable training tool where officers can improve their driving skills through a wide variety of situations and conditions. The goal will be to make the officers more competent and safe while conducting pursuits and their day to day driving. The Department faired very well during last year's ICMA Performance Measurement Survey results, especially in the area of citizen satisfaction. Of all the agencies that participated, this agency was rated the highest with 71% of the citizens surveyed describing their contact with the department as being excellent. The capabilities of the Tactical Operations Unit have been enhanced by partnering with the Sheriff's Office, who will assign five deputies to the team. The additional personnel will make the unit more self-sufficient and capable of handling simultaneous missions. FY 06 ACCOMPLISHMENTS 9 9 9 The P.R.I.D.E. Block Watch program conducted 138 meetings during the year, with over 48 neighborhoods and business organizations participating. Numerous neighborhood clean-up projects, educational programs, youth activities and other projects dealing with quality of life issues were conducted. Citizen patrols have been developed and utilized in several of the neighborhoods. Additional programs such as the Crime Free Multi Housing Program have remained very active with landlords and property managers. The majority of productivy goals for the Operations Section were achieved. Over 1000 DUI and 8,709 criminal arrests were made. In addition, just under 25,000 traffic citations and warnings were issued, while handling over 58,000 calls for service. The community also experienced a slight 2% drop in serious part 1 crimes. Two Citizen Police Academies were conducted with over 80 participants graduating. Over 250 citizens have been trained for the Citizen Emergency Response Teams in a partnership with the Sheriff's Office. In addition two GREAT Youth Summer Camps were held during the summer for approximately 60 local youths along with numerous other special events such as National Night Out, Jam Zones, and Teen Night. Annual Financial Plan FY 07 NEW INITIATIVES ¾ ¾ ¾ 185 The current growth and future plans for additional development in the southwest quadrant of the City has necessitated the need to create an additional beat in that area. This realignment will require additional officers to patrol and will be critical if the Department is to maintain adequate services for the area. The Department needs to reorganize its evidence processing procedures, assigning an additional person to this detail. Storage and processing of this property has become extremely troublesome, requiring storage at several off sight locations. The additional personnel is required to address the growing backlog of property. It is also believed that due to the sensitive nature of some of this property, this problem creates a liability concern for the City. Creation of a Crime Free Hotel/Motel program would educate innkeepers as to how to better protect their establishments and create a network for sharing information on current criminal activity. City of Flagstaff POLICE ¾ DIVISION 22 Reorganizing the ability of the Department to develop and track intelligence on homeland security issues, gangs and drug activity will be a high priority. A more formalized process will be developed in partnership with surrounding agencies with the goal of improving this process. ¾ POLICE Train and develop Crisis Incident Teams (CIT) to more effectively deal with the mentally ill. The goal will be to train approximately one third of the patrol section in the CIT concept. In addition NARBA is attempting to seek funding so the CIT Officers can refer a mentally ill person to a mental health provider 24/7. PERFORMANCE MEASURES Council Priority/Goal: PUBLIC SAFETY Goal: Enhance the safety of Flagstaff's streets by targeting causes of motor vehicle collisions and providing a highly visable deterrent and proactive solutions. Objective: 1. Increase traffic enforcement in high collision locations by identifying & targeting collision causing violations. 2. Continued emphasis on arresting intoxicated drivers. 3. Promote seat belt and child restraint use with a combination of education and enforcement. 4. Utilze Speed Monitoring Traliers, Project T.R.A.P., Motorcycle Patrols, and other resources in selected areas. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Traffic Citations Issued 13,366 13,640 14,000 14,500 Warnings Issued 11,207 11,313 11,600 12,000 Traffic Accidents 3,601 3,473 3,200 3,000 Council Priority/Goal: QUALITY OF LIFE / PUBLIC SAFETY Goal: Expand our community policing philosphy by promoting a community partnership of trust, support and responsiveness and by providing timely response and quality service to the citizens of Flagstaff. Objective: 1. Respond to emergency calls in five minutes or less. 2. Hold no more than 12% of total calls for service for 20 minutes or longer. 3. Maintain current level of responsive P.R.I.D.E. Block Watch programs while attempting to increase citizen participation. 4. Provide a high level of enforcement for substance abuse related crimes such as DUI. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed % of calls held 20 minutes or longer. 13% 12% 12% 11% Number of DUI Arrests 1,006 1,002 1,010 1,020 Number of Block Watch meetings held 118 138 140 145 Council Priority/Goal: CUSTOMER SERVICE Goal: Improve service to internal and external customers Objective: 1. Improve our property and evidence management systems. 2. Promote our community policing philosophy and customer service through continued training of personnel CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Items of evidence received 16,355 17,750 18,500 19,000 Items of evidence disposed 6,886 7,200 9,000 12,000 Total training hours 19,417 20,750 21,000 22,000 Annual Financial Plan 186 City of Flagstaff POLICE DIVISION 22 POLICE Council Priority/Goal: PUBLIC SAFETY/COLLABORATION Goal: Utilize all investigative resources, ensure consistent and timely investigation and dispostion of all assigned cases. Objective: 1. Promote a positive, proactive liaison with other criminal justice entities. 2. Target repeat offenders for enhanced prosecution. 3. Make full custody arrests in cases of domestic violence (DV) where sufficient probable cause exists. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Total cases assigned to Detectives 6,344 6,373 6,400 6,500 % of cases cleared 60% 54% 55% 55% % of DV calls were an arrest is made 39% 37% 39% 40% Council Priority/Goal: PLANNING FOR GROWTH Goal: Implement strategic planning for technology and information systems for the short term (5 years) and long term (510 years) Objective: 1. Continue to improve radio system area coverage 2. Work with user agencies to identify and implement communication needs. 3. Evaluate new technologies to assist field operations. 4. Continue participation in the County/City Criminal Justice Intergration Initiative (CJI). CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed User group meetings 12 12 12 12 Completion of 5 year plan for LEAF IT No No Yes Yes Complete and obtain CJI funding from Council/Board No Yes Yes Yes Annual Financial Plan 187 City of Flagstaff POLICE DIVISION 22 POLICE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 9,741,761 1,098,015 429,112 288,740 $ 11,557,628 Adopted Budget 2005-2006 $ 10,985,766 1,156,273 507,504 364,223 $ 13,013,766 Estimated Expenditures 2005-2006 $ 10,909,119 1,246,740 599,335 362,495 $ 13,117,689 Proposed Budget 2006-2007 $ 11,929,677 1,297,583 676,107 375,994 $ 14,279,361 Budget-Budget Variance $ 943,911 141,310 168,603 11,771 $ 1,265,595 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PATROL DETECTIVES RECORDS COMMUNICATIONS SPECIAL SERVICES CRIME PREVENTION & TRAIN DIS RECOVERY POLI TOTAL 1,466,990 5,976,301 1,224,393 542,449 1,511,539 726,309 105,754 3,893 $ 11,557,628 2,037,887 6,656,636 1,279,128 613,459 1,502,177 810,122 114,357 $ 13,013,766 2,110,108 6,721,094 1,281,978 597,469 1,486,238 805,316 115,486 $ 13,117,689 2,504,781 7,163,446 1,408,621 608,113 1,687,026 882,059 25,315 $ 14,279,361 $ 466,894 506,810 129,493 (5,346) 184,849 71,937 (89,042) 1,265,595 SOURCE OF FUNDING: GENERAL FUND $ 14,279,361 $ 14,279,361 COMMENTARY: The Police Departments operating budget has increased 10% and capital expenditures total $ 375,994 resulting in an overall net increase of 10%. Personal Services increases are due to (4) staffing additions that include (1) Evidence Technician and (3) Police Officers. In addition there is a 9% pay plan adjustment and increases in retirement, health insurance and dental insurance. Contractuals increases are due to computer maintenance, rent, advertising, computer maintenance, motorola console, infrastructure maintenance, annual contract with the county and contribution to the Humane Society. Commodities increases are due to fuel costs, office supplies, various operating supplies, uniforms, office and computer equipment. One-time expenditures for this division are computer and communication equipment, satellite telephones, storage cabinets, personal protective equipment, office supplies and furniture. Major capital (>$10,000) includes (6) police vehicles ($136,200) (2) Administration vehicles ($49,500) and (1) copier ($11,749) (3) additional Hybrid cars approved by council ($32,500). Annual Financial Plan 188 City of Flagstaff POLICE DIVISION 23 POLICE GRANTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 393,661 149,593 72,619 136,372 $ 752,245 Adopted Budget 2005-2006 $ 596,591 341,632 174,204 171,474 $ 1,283,901 Estimated Expenditures 2005-2006 $ 474,753 176,504 80,663 334,764 $ 1,066,684 Proposed Budget 2006-2007 $ 413,747 180,194 97,120 576,445 $ 1,267,506 Budget-Budget Variance $ (182,844) (161,438) (77,084) 404,971 $ (16,395) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION METRO AZ INTERNET CRIME COPS UNIVERSAL HIRING 03 RICO FUNDS FOR ME LLEBG POLICE GRANT - 2004 GREAT GRANT 2003 - 2004 DUI ENFORCEMENT 2 ANTI-TERRORIST TA LLEBG 2003 PUBLIC AWARENESS HOMELAND SECURITY GRANT CLICK IT OR TICKE 2003 DUI O/T POLI WEED & SEED 2003 DRIVING SIMULATOR BULLET PROOF VEST TRAFFIC CRASH REC PROFESSIONAL TRAI SMART VMS SIGN TR DRINK, DRIVE, LOS 2005 DUI ENFORCEM 2005 GOHS GRANT 2006 GOHS GRANT 2006 DUI ENFORCEM HLS 04-EMERGENCY FYO4 HOM SEC/BOMB POLICE QUADS GRAN FORENSIC TRAINING 2005 LLEBG 2005 - 2006 GREAT 2005 COPS UNIVERS 2005 COPS HOMELAN 2004 WEED & SEED 2005 CLICK IT OR PSN-GUN & INTELLI PSN-JUVENILE ED/P 2005-HSG-EQ/BOMB BURGLARY & ST CRI DIRECTED PATROL G STATEWIDE GANG TA Annual Financial Plan 2,219 288,774 1,416 118,942 (2,241) 4,368 44,434 434 14,622 34,264 (157) 30,678 (1,650) 39,139 113,520 7,358 1,887 1,212 22,852 2,263 10,320 8,484 2,143 6,964 - 44,908 379,181 130,670 29,049 42,410 57,856 20,000 164,428 17,546 7,500 45,000 45,353 150,000 100,000 50,000 - 189 90,416 311,218 5,493 227 5,582 13,880 11,676 46,088 164,428 45,000 72,272 10,400 16,000 4,000 162,900 94,364 22,451 339,316 16,584 57,490 6,000 34,000 19,106 75,806 6,804 10,000 10,093 (22,457) (39,865) (130,670) (12,465) (42,410) (366) (20,000) (164,428) (17,546) (7,500) (45,000) (45,353) (150,000) (100,000) (44,000) 34,000 19,106 75,806 6,804 10,000 10,093 City of Flagstaff POLICE EXPENDITURES BY PROGRAM: DUI O6 POLICE GRA DHS 06 HOME LAND 06 CJEF-DIGITAL E 2006 GREAT GRANT 2006 JAG PATRO OV 2006 ACJC DUI 2005 WEED & SEED 06 PSN-JUVENILE E 06 PSN-GUN INTELL GRANT FUNDED ATV' 2006 DPS ICAC TOTAL DIVISION 23 Actual Expenditures 2004-2005 $ 752,245 Adopted Budget 2005-2006 $ 1,283,901 POLICE GRANTS Estimated Expenditures 2005-2006 $ 12,740 1,066,684 Proposed Budget 2006-2007 $ 425,000 50,000 46,717 20,000 30,000 30,000 17,500 25,000 14,000 11,639 1,267,506 $ $ 1,267,506 1,267,506 Budget-Budget Variance $ 425,000 50,000 46,717 20,000 30,000 30,000 17,500 25,000 14,000 11,639 (16,395) SOURCE OF FUNDING: GENERAL FUND Annual Financial Plan 190 City of Flagstaff PUBLIC WORKS DEPARTMENT MISSION The Public Works Department, consisting of the Airport, Cemetery, Environmental Services, Facilities Maintenance, Fleet Services, Parks & Recreation, and Streets Divisions, dedicate their efforts to provide customer service oriented, quality based, cost efficient services to the citizens of Flagstaff and their fellow City employees. The Parks and Recreation Division strives to bring our community together by providing exceptional opportunities for families and individuals to enjoy our outdoor environment and to participate in programs valuable to sustaining a healthy lifestyle. The Fleet Services Division vows to provide high quality, efficient maintenance services to City employees, and indirectly to Flagstaff citizens by keeping equipment in excellent condition. The Cemetery Division employees dedicate themselves to offering quality customer service in a time of need; providing proper grounds maintenance that is aesthetically pleasing to the public. The Facilities Maintenance mission is dedicated to providing quality service by keeping all City facilities maintained in the best condition possible through teamwork. The Airport and Streets Divisions dedicate their efforts to provide quality service for the ever-growing transportation needs of our community. The Environmental Services Division is comprised of a valuable team of professionals committed to providing the greater Flagstaff community with progressive management, strategies that emphasize customer service, environmental management, waste reduction, refuse and recycling correction, and sound landfill management. In partnership with citizens and agencies we embrace the concepts of sustainability, pollution prevention, and conservation of energy and natural resources. Annual Financial Plan 191 City of Flagstaff Annual Financial Plan 192 City of Flagstaff PUBLIC WORKS DIVISION 20 USGS MAINTENANCE MISSION FY 06 ACCOMPLISHMENTS Facilities Maintenance is dedicated to providing quality service, by keeping all City facilities maintained in the best condition possible through teamwork. 9 Facility Assessments completed on Building 3 only. FY 07 NEW INITIATIVES PROGRAM DESCRIPTION ¾ The USGS Maintenance Division accounts for the costs associated with the USGS facilities owned by the City and leased by the GSA. The City currently has responsibility for Buildings 2, 3, and 6. The City will assume responsibility for Buildings 4 and 5 in 2006, giving the City the responsibility for the full campus. The Facilities and Parks Division share responsibility for the maintenance. ¾ ¾ Complete Four (4) Facility Assessments on all Buildings (except Building 2 scheduled for demolition). Including 3,4,5, & 6. Develop Capital Improvement Long Range Plans for each building. Establish Preventive Maintenance Schedules for the following: Roofing, Flooring, HVAC, Electrical, Painting, Plant Equipment, and Overhead Doors. PERFORMANCE MEASURES Council Priority/Goal: CAPITAL IMPROVEMENTS Goal: Complete one Facility Assessments for each USGS facility for a total of 4. Objective: Complete Facility Assessments. CY 04 CY 05 Measures: Actual Actual Complete one per quarter (4 of 4 buildings-USGS-3, 4, 5, and N/A N/A 6). Council Priority/Goal: CAPITAL IMPROVEMENTS Goal: Develop Capital Improvement Plans for each building for a total of four. Objective: Develop Capital Improvement Plans. CY 04 Measures: Actual Complete one plan per quarter (4 buildings). N/A CY 05 Actual N/A CY 06 Estimate 1 CY 07 Proposed 4 CY 06 Estimate N/A CY 07 Proposed 4 Council Priority/Goal: QUALITY OF LIFE Goal: Establish Preventative Maintenance schedules for HVAC, Roofing, Electrical, Painting, Plant Eq, Flooring, and Overhead Doors. Objective: Establish PM schedules. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Complete PM schedules for each facility before 2008 budget. N/A N/A N/A 7 Annual Financial Plan 193 City of Flagstaff PUBLIC WORKS DIVISION 20 USGS MAINTENANCE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 12,438 670,613 4,143 $ 687,194 Adopted Budget 2005-2006 $ 20,708 685,539 225,300 $ 931,547 Estimated Expenditures 2005-2006 $ 20,708 682,790 15,300 $ 718,798 Proposed Budget 2006-2007 $ 30,735 991,849 275,285 $ 1,297,869 $ $ $ 462,439.00 21,750.00 139,539.00 304,900.00 163,871.00 80,370.00 125,000.00 $ 1,297,869 Budget-Budget Variance $ 10,027 306,310 49,985 $ 366,322 EXPENDITURES BY PROGRAM: ADMINISTRATION MAINTENANCE-BLDG #2 BUILDING 6 USGS BUILDING 3 USGS BUILDING 4 USGS BUILDING 5 BUILDING #2 DEMO TOTAL $ 464,839 33,291 114,121 74,943 687,194 $ 463,839 54,350 119,216 294,142 931,547 $ 463,839 50,065 120,752 84,142 718,798 $ $ (1,400) (32,600) 20,323 10,758 163,871 80,370 125,000 366,322 SOURCE OF FUNDING: GENERAL FUND $ $ 1,297,869 1,297,869 COMMENTARY: The USGS operating budget has increased 39% and there are no capital expenditures. Personal Services increases are due to a 9% pay plan adjustment and increases in Arizona State Retirement, health insurance, and dental insurance. Contractual increases are due to demolition of building #2 and improvements to building #'s 4 and 5. Commodity increases are due to Materials and Supplies expenses for building #'s 3, 4, 5, and 6. There is no major capital (>$10,000) for this division. Annual Financial Plan 194 City of Flagstaff PUBLIC WORKS DIVISION 25 ADMINISTRATION MISSION FY 06 ACCOMPLISHMENTS The Public Works Department dedicates its efforts to provide customer service oriented, quality based, cost efficient services to the citizens of Flagstaff and their fellow City employees. 9 9 PROGRAM DESCRIPTION This division is responsible for the general administration of all the Public Works divisions, including the Airport, Cemetery, Environmental Services, Facilities Maintenance, Fleet Services, Parks and Recreation, and Streets. 9 Twenty-six employees received City Manager's Excellence Awards: Humphreys Award - Mindy Meyers; Agassiz Awards - Ben Fisk for Quality, Rebecca Sayers for Professionalism, Ron Long for Responsiveness, Collection Crew for Teamwork. Longevity continues to be celebrated by employees: nine - 5 years, five - 10 years, five - 15 years, two 20 years, one - 36 years, and 1 retired with thirtyseven years of service. Public Works successfully coordinated the City United Way Campaign exceeding our goal of $40,000! FY 07 NEW INITIATIVES ¾ Establish a multidivisional Safety Task Force with Facilities Maintenance to ensure workplace safety and OSHA compliance. PERFORMANCE MEASURES Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Effective Safety Program. Objective: No lost-time injury accidents Measures: Amount of time lost due to injury accidents. CY 04 Actual 7 days lost CY 05 Actual 4 days lost 386,880 hours of work <0.0186% 399,880 hours of work <0.008 CY 04 Actual 34 accidents 850,000 miles 1 accident / 25,000 miles CY 05 Actual 40 accidents 920,000 miles 1 accident / 23,000 miles CY 06 Estimate 10 days lost* CY 07 Proposed 0 days lost CY 06 Estimate 34 accidents CY 07 Proposed 28 -15% -15% * 6 Days Lost/Accident as of February 2006 Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Effective Vehicle Safety Program. Objective: Reduce Vehicular Accidents by 15%. Measures: Number of accidents compared to last year. Number of accidents per thousand miles Annual Financial Plan 195 City of Flagstaff PUBLIC WORKS DIVISION 25 ADMINISTRATION Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Increase employee knowledge and certification. Objective: Better trained workforce; increase job enrichment, reduce turnover except for retirement. CY 04 CY 05 CY 06 Measures: Actual Actual Estimate Number of classes taken. 322 176 200 Number of new certifications earned/maintained (baseline). N/A / N/A 74/337 20/411 CY 07 Proposed 225 20/461 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 198,467 6,505 6,542 $ 211,514 Adopted Budget 2005-2006 $ 219,013 6,028 6,897 $ 231,938 Estimated Expenditures 2005-2006 $ 275,528 26,261 7,370 $ 309,159 Proposed Budget 2006-2007 $ 226,795 9,750 5,125 29,000 $ 270,670 Budget-Budget Variance $ 7,782 3,722 (1,772) 29,000 $ 38,732 $ $ $ $ $ $ $ $ 270,670 270,670 $ $ $ 55,901 79,452 80,941 45,382 88,446 350,122 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TOTAL 211,514 211,514 231,938 231,938 309,159 309,159 38,732 38,732 SOURCE OF FUNDING: GENERAL FUND LIBRARY HIGHWAY USER REVENUE FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ COMMENTARY: The Public Works Administration operating budget has increased 4% and capital expenditures total $29,000 resulting in an overall net increase of 17%. Personal Services increases are due to a 9% pay plan adjustment and increases in Arizona State Retirement, health insurance, and dental insurance. Contractuals increases are due to an increase in Other Miscellaneous Services expense. Commodities decreases are due to a decrease in Miscellaneous Computer expense. Major capital (>$10,000) includes the replacement of a vehicle with a hybrid. Annual Financial Plan 196 City of Flagstaff PUBLIC WORKS DIVISION 26 MISSION 9 The Parks and Recreation Division strives to bring our community together by providing exceptional opportunities for families and individuals to enjoy our outdoor environment and to participate in programs valuable to sustaining a healthy lifestyle. 9 9 9 PROGRAM DESCRIPTION 9 Parks staff is responsible for the maintenance and management of parks and sports fields; school fields improved by BBB funds; HURF right-of-ways, BBB Streetscapes, FUTS trails, downtown areas, grounds at City buildings, including recreation centers, library, City Hall, and USGS, and snow removal from City owned parking lots and designated City sidewalks and alleyways. The Parks and Recreation weed and tree management plan are also budgeted in this division. Completed Thomas and Christensen School field improvements Introduced and released three species of weevils to aid in the control of diffuse knapweed - biological release Completed the final phase of demolition work at the Thorpe Park Softball Complex in preparation for the 1996 Bond Project Improvements Resurfaced tennis courts and replaced net posts and screens at Flagstaff Recreation Center (4 courts) Replaced net posts and screens at Thorpe Park tennis courts (4 courts) FY 07 NEW INITIATIVES ¾ ¾ ¾ ¾ ¾ FY 06 ACCOMPLISHMENTS 9 9 PARKS Construction of a 2.2 acre Freestyle BMX facility Assisted with planning and installation of a new 18hole Disc Golf Course in McPherson Park Replacement of softfall materials at Bushmaster, McPherson, Smokerise, and Cheshire Parks Resurfacing of basketball courts at Cheshire Park Fence replacement at the North Softball Field at Thorpe Park Fence replacement at Cheshire Park Oversight and coordination of the landscape installation at Thorpe Park and the new Aquatic/Multi-generational Center PERFORMANCE MEASURES Council Priority/Goal: QUALITY OF LIFE Goal: Enhance the quality of life for our community by providing comprehensive park resources, services and programs Objective: Maintain parks, trails, and beautification projects at the highest level of service CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed BBB Landscape areas 40% 40% 40% 50% Parks 70% 70% 70% 70% Sportsfields 75% 75% 80% 82% Council Priority/Goal: PUBLIC SAFETY Goal: Maintain safe parks through active involvement in an integrated public safety system Objective: Identify and complete maintenance upgrades and inspections at all parks and park amenities CY 04 CY 05 CY 06 Measures: Actual Actual Estimate Conduct Bi-weekly safety inspections of parks and playground 85% 85% 85% equipment Complete daily and weekly maintenance tasks at all park 70% 70% 70% areas Maintain number of professional certifications for inspections 6 12 50 and maintenance applications Annual Financial Plan 197 CY 07 Proposed 85% 70% 55 City of Flagstaff PUBLIC WORKS DIVISION 26 PARKS Council Priority/Goal: QUALITY OF LIFE Goal: Decrease park vandalism Objective: Implement a tracking and response log that will identify annual vandalism costs, locations and frequencies, and types, in order to develop prevention procedures to address and deter future acts CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Annual vandalism costs $27,285 $24,988 $25,000 $23,000 Respond time to correction 48 hrs. 36 hrs. 24 hrs. 24 hrs. Prevention measures implemented 40% 43% 45% 47% EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 983,384 596,405 333,455 257,491 $ 2,170,735 Adopted Budget 2005-2006 $ 1,122,497 721,590 326,802 96,000 $ 2,266,889 Estimated Expenditures 2005-2006 $ 1,189,638 686,181 342,084 112,165 $ 2,330,068 Proposed Budget 2006-2007 $ 1,227,488 793,375 379,717 289,400 $ 2,689,980 Budget-Budget Variance $ 104,991 71,785 52,915 193,400 $ 423,091 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMIN PARK GROUNDS MAINT. PARK BLDGS & FAC MAINT. BBB-STREETSCAPE/MEDIAN RIGHT OF WAYS/MEDIAN FUTS TRAIL SYSTEM HERITAGE SQUARE MAINT BBB RECREATION FIELDS DOWNTOWN MAINTENANCE NON-PARKS GROUNDS/LANDSCA DISASTER RECOVERY FRANCIS SHORT POND GRANT TOTAL $ 128,080 723,977 22,546 187,531 61,059 71,089 39,875 624,694 49,377 131,373 111,259 19,875 2,170,735 $ 145,300 567,386 27,669 220,286 84,038 112,133 41,795 887,199 63,631 117,452 2,266,889 $ 111,923 559,273 33,326 210,177 96,253 120,291 41,424 869,022 71,239 115,749 75,195 26,196 2,330,068 $ 178,985 747,476 28,869 230,393 87,038 124,491 63,851 1,007,272 95,590 126,015 2,689,980 $ $ 2,689,980 2,689,980 $ 33,685 180,090 1,200 10,107 3,000 12,358 22,056 120,073 31,959 8,563 423,091 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Parks operating budget has increased 11% and capital expenditures total $289,400 resulting in an overall net increase of 19%. Personal Services increases are due to 1 FTE staffing addition that includes Maintenance Worker I positon. Contractuals increases are due to increases in Rent, Utilities, Travel, and Other Miscellaneous Services. Commodities increases are due to increases in Operating Supplies and Gas & Oil expenses. Major capital (>$10,000) includes $15,000 for wood fiber replacement, $12,600 for resurfacing a tennis court, $18,500 for an air compressor, $64,000 for two skid steer tractors, $81,500 for fence repair, $20,000 for flagpole restoration, and $35,000 for replacement of two 1/2 ton pickups. Annual Financial Plan 198 City of Flagstaff PUBLIC WORKS DIVISION 27 MISSION 9 The Fleet Services Division vows to provide high quality, efficient maintenance services to City employees, and indirectly to Flagstaff citizens by keeping equipment in excellent condition. 9 FLEET SERVICES Kept mechanic productivity at 90% to ensure proficiency and timely repairs and maintain break even labor charge out. Study and development of needs assessment by HTE from users input and enhancements to better serve customers needs. PROGRAM DESCRIPTION FY 07 NEW INITIATIVES To establish efficient and effective delivery of City fleets services by providing customer agencies with safe, reliable, economical, and environmentally sound transportation and related support services that are responsive to the needs of customer departments and that conserve vehicle value and equipment investment. ¾ ¾ ¾ ¾ FY 06 ACCOMPLISHMENTS 9 9 ¾ Provided users with monthly and quarterly fuel and operations reports. Conducted an annual customer service satisfaction survey and benchmark tracking of data to improve service levels. Analyze H.T.E. City needs assessment and improve services, efficiencies and implement user comments. Improve 50,000 mile extensive preventive maintenance program by scheduling tune ups. Develop extensive vehicle safety check lists for services performed at the preventive maintenance shop. Keep technician comeback repairs to less than 1% for all technicians. Monitor vehicle utilization to ensure light duty fleet meets established utilization criteria and rotate under-utilized vehicles when practical. PERFORMANCE MEASURES Council Priority/Goal: CUSTOMER SERVICE Goal: To ensure user department vehicles/equipment are serviced as scheduled. Objective: To complete preventative maintenance (PM) appointments within the month scheduled. CY 04 CY 05 CY 06 Measures: Actual Actual Estimate Percentage of completed scheduled PM services 91% 93% 95% CY 07 Proposed 97% Council Priority/Goal: CUSTOMER SERVICE Goal: To establish heavy equipment repair time standards. Objective: To standardize technician time charged to replace various components (i.e. brooms, brakes and tires). CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Identify and track 12 types of components and repair N/A 1 6 12 Council Priority/Goal: CUSTOMER SERVICE Goal: Continue to maintain quality repair services. Objective: To keep technician repair come backs to less than one percent. CY 04 Measures: Actual Percentage of come backs per technician N/A Annual Financial Plan 199 CY 05 Actual N/A CY 06 Estimate 1% CY 07 Proposed 1% City of Flagstaff PUBLIC WORKS DIVISION 27 FLEET SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 135,780 117,004 (173,936) $ 78,848 Adopted Budget 2005-2006 $ 134,708 92,914 (183,416) 80,250 $ 124,456 Estimated Expenditures 2005-2006 $ 146,447 111,579 (258,026) 78,419 $ 78,419 Proposed Budget 2006-2007 $ 168,984 111,728 (280,712) 34,125 $ 34,125 Budget-Budget Variance $ 34,276 18,814 (97,296) (46,125) $ (90,331) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION INVENTORY MANAGEMENT PREVENTIVE MAINTENANCE VEHICLE REPAIR POOL VEHICLES-CITY HALL POOL VEHICLES-SHOP OTHER SHOP WORK SHOP IMPROVEMENTS TOTAL $ 67,878 70,630 136,240 (268,204) 6,083 5,655 60,554 12 78,848 $ 43,993 73,398 115,396 (211,934) 9,500 27,000 67,103 124,456 $ 16,901 76,780 121,157 (236,601) 10,728 25,149 64,305 78,419 $ (16,400) 85,333 124,318 (247,680) 10,000 7,300 71,254 34,125 $ (60,393) 11,935 8,922 (35,746) 500 (19,700) 4,151 (90,331) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ (175,585) 625 66,427 23,977 34 3,491 115,156 34,125 COMMENTARY: The Fleet Services operating budget is a $0 base budget meaning the division expects to recover ongoing operating expenditures through charges for services and markups on parts and fuel. Shop rate is currently $49.00 per hour and does not cover one-time and capital requests. Personal Services increase are due to a 9% pay plan adjustment and increases in Arizona State Retirement, health insurance, and dental insurance. Contractuals increases is due to increases in Utilities expense. Commodity increases are due to higher markups to cover higher parts and fuel expenses. Major capital (>$10,000) includes $10,000 to resurface the lower shop floor and $10,000 for an air exhaust system. Annual Financial Plan 200 City of Flagstaff PUBLIC WORKS DIVISION 28 MISSION 9 9 Citizen Cemetery employees dedicate themselves to offering quality customer service in a time of need and providing proper grounds maintenance that is aesthetically pleasing to the public. 9 9 CEMETERY The purchase of Cemetery Mapping and software. Met with Flagstaff Masonic Lodge #7 on Upgrading Mason D Section. Met with American Legion on Upgrading of VeteranC Section. Worked with Church and youth organization on community projects. PROGRAM DESCRIPTION FY 07 NEW INITIATIVES Under the direction of the Transportation and Maintenance Manager, the City maintains Citizens Cemetery performing services related to opening/closing of graves, lot sales, record keeping, facility and grounds maintenance. The Cemetery also provides opening/closing services for the Calvary Cemetery. ¾ ¾ ¾ ¾ FY 06 ACCOMPLISHMENTS 9 Continue working with Flagstaff Masoic Lodge #7 on Upgradeing Mason D and E Section. Continue working with American Legion on Upgrading of Veteran-C Section. Grounds up-keep (Mowing turf section once per week, Trimming Turf Section once every two weeks, edging every fourth week). Cost Comparison of Cemetery fees other Arizona cemetery. The purchase of a new riding mower uder the estimate budget. PERFORMANCE MEASURES Council Priority/Goal: CUSTOMER SERVICE Goal: Upgrade of section Mason-D and Veteran-C Objective: To enhance these sections to a more aesthetically looking section. CY 04 Measures: Actual Irrigation System installed (Started talks 2005) N/A CY 05 Actual 50 CY 06 Estimate 50 CY 07 Proposed 100 CY 05 Actual 50 25 CY 06 Estimate 75 50 CY 07 Proposed 75 75 CY 05 Actual 75 CY 06 Estimate 75 CY 07 Proposed 100 Council Priority/Goal: CUSTOMER SERVICE Goal: Grounds Up-Keep of turf Section Objective: Mow and Triming turf section in a timely matter CY 04 Actual 50 50 Measures: Mowing turf section every week Trimming of Grass Seciton every week Council Priority/Goal: FISCAL HEALTH Goal: Cemetery Cost Comparison Objective: Measurement of our fees in comparison of other cemetery in AZ CY 04 Measures: Actual Fees Comparison 11/25/06 50 Annual Financial Plan 201 City of Flagstaff PUBLIC WORKS DIVISION 28 CEMETERY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 95,424 39,372 6,425 15,928 $ 157,149 Adopted Budget 2005-2006 $ 100,768 55,130 33,807 18,000 $ 207,705 Estimated Expenditures 2005-2006 $ 98,480 51,019 12,734 17,007 $ 179,240 Proposed Budget 2006-2007 $ 120,249 57,905 39,175 $ 217,329 Budget-Budget Variance $ 19,481 2,775 5,368 (18,000) $ 9,624 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL SERVICES OPENING & CLOSING MAINTENANCE OF BUILDINGS MAINTENANCE OF GROUNDS TOTAL $ 1,905 58,839 4,459 91,946 157,149 $ 23,025 51,880 4,500 128,300 207,705 $ 1,731 49,204 5,069 123,236 179,240 $ 23,025 55,714 6,075 132,515 217,329 $ $ 217,329 217,329 $ 3,834 1,575 4,215 9,624 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Cemetery operating budget has increased 15% and there are no capital expenditures. Personal Services increases are due to a 9% pay plan adjustment and increases in Arizona State Retirement, health insurance, and dental insurance. Contractuals increases are due to increases in Telephone and Utilities expenses. Commodities decreases are due to decreases in Computer Equipment and Software expense. There is no major capital (>$10,000) for this division. Annual Financial Plan 202 City of Flagstaff PUBLIC WORKS DIVISION 29 FACILITIES MAINTENANCE MISSION FY 06 ACCOMPLISHMENTS Facilities Maintenance is dedicated to providing quality service, by keeping all City facilities maintained in the best condition possible through teamwork. 9 PROGRAM DESCRIPTION FY 07 NEW INITIATIVES Under the direction of the Transportation & Maintenance Manager, the Public Facilities Maintenance division is responsible for all maintenance and upgrades of all City buildings. ¾ ¾ ¾ Develop and complete Facility Assessments for each City building owned or leased (32 total excludes Utilities). Develop and maintain Preventive Maintenance (PM) programs for the following: HVAC, Electrical, Overhead Doors, Roofing, Flooring, Plant Equipment, and Painting. Develop Long Range Capital Improvement Plans. Implement a new Work Order system, track and improve measures. PERFORMANCE MEASURES Council Priority/Goal: CAPITAL IMPROVEMENTS Goal: Complete Facility Assessments on 32 City buildings each year. Objective: Complete Facility Assessments. CY 04 Measures: Actual Assessments completion (8 per quarter). N/A Work dispatched and completed (8 per quarter). N/A CY 05 Actual N/A N/A CY 06 Estimate 20 20 CY 07 Proposed 32 32 Council Priority/Goal: QUALITY OF LIFE Goal: Develop and maintain PM programs for the following: HVAC, Elect, OHD, Roofs, Floors, Plant Equip, & Paint. Objective: Develop and maintain PM programs. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Complete PM schedules before 2008 budget. N/A N/A 3 7 (Complete one every two months) Council Priority/Goal: CAPITAL IMPROVEMENTS Goal: Develop Long Range Capital Improvements Plan used for 10-year budget planning. Objective: Develop Long Range Capital Improvements. CY 04 CY 05 Measures: Actual Actual Complete entire plan before 2008 budget. N/A N/A Complete 2007 Major repair projects (as approved & listed) N/A N/A (Complete 2 per month) Council Priority/Goal: CUSTOMER SERVICE Goal: Implement Work Order system used for work dispatching and controls. Objective: Implement Work Order system. CY 04 Measures: Actual Work Order system implementation N/A Annual Financial Plan 203 CY 05 Actual N/A CY 06 Estimate 0 0 CY 07 Proposed 1 21 CY 06 Estimate 0 CY 07 Proposed 1 City of Flagstaff PUBLIC WORKS DIVISION 29 FACILITIES MAINTENANCE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 303,480 351,450 60,453 108,115 $ 823,498 Adopted Budget 2005-2006 $ 319,848 226,601 379,889 28,025 $ 954,363 Estimated Expenditures 2005-2006 $ 316,580 244,784 250,608 50,818 $ 862,790 Proposed Budget 2006-2007 $ 361,843 210,143 1,007,853 26,000 $ 1,605,839 Budget-Budget Variance $ 41,995 (16,458) 627,964 (2,025) $ 651,476 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CUSTODIAL SERVICE STRUCTURAL & OTHER MAINT. MAINT-MECH,ELECT & PLUMB BEAVER ST ANNEX MILLIGAN HOUSE APS BUILDING ASPEN - ANDY'S MURDOCK MISC. IMPROV. CIT TOTAL $ 243,626 83,500 307,505 171,695 21 10,934 2,362 2,543 1,300 12 823,498 $ 294,258 87,183 406,215 150,677 7,380 8,200 450 954,363 $ 280,295 87,560 239,142 228,171 10,920 9,230 2,651 4,821 862,790 $ 464,832 91,216 912,159 121,435 8,237 5,660 2,300 1,605,839 $ 170,574 4,033 505,944 (29,242) 857 5,660 (5,900) (450) 651,476 SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 1,497,252 35,397 23,434 8,239 16,344 25,173 1,605,839 COMMENTARY: The Facilities Maintenance operating budget has increased 71% and capital expenditures total $26,000 resulting in an overall net increase of 68%. Personal Services increases are due to 1 FTE staffing addition for the Maintenance Worker III position. In addition there is a 9% pay plan adjustment and increases in Arizona State Retirement, health insurance, and dental insurance. Contractual decrease is due to lower Consulting expenses . Commodity increases are due to increased Materials & Supplies, Equipment, and Gas & Oil expenses. Major capital (> $10,000) includes a replacement vehicle. Annual Financial Plan 204 City of Flagstaff PUBLIC WORKS DIVISION 30 MISSION 9 9 The mission of the Parks and Recreation Division is to bring our community together by providing exceptional opportunities for families and individuals to enjoy our outdoor environment and to participate in programs valuable to sustaining a healthy lifestyle. 9 RECREATION Revision of the Special Event Permit Package Received APRA Awards for (1.) Outstanding Community and Neighborhood Event Award for "Soar Into Spring!" and (2.) Outstanding Partnership with the Media Award Secured federal funding through the Weed and Seed Grant Initiative for tutoring and employment services at Cogdill Recreation Center PROGRAM DESCRIPTION FY 07 NEW INITIATIVES Recreation staff is responsible for the management and operation of two community centers, an adult center, an ice arena, two swimming pools, and numerous sports fields. Special event and use permits are coordinated for organizations and individuals; “leisure learning” activities are programmed for all ages and abilities, and sports are facilitated for both adults and youth. All Parks and Recreation administrative functions and master plan management are also budgeted in this division. ¾ ¾ ¾ ¾ ¾ ¾ FY 06 ACCOMPLISHMENTS ¾ 9 Coordinated focus groups and community workshops for the Thorpe Park Improvement Project and Aquatic/Multi-generational Center; developed a business proforma, programming, site selection and preliminary design for the Aquatic/Multi-generational Center Completion of Facility Management Plans for all park facilities Coordinate the design and construction of the Aquatic/Multi-generational Center Coordinate the design and construction of the Adult Center renovation project Implementation of RecTrac upgrades to include credit card processing and online registration Development of conceptual design for land use planning of McMillan Mesa Facilitate IGA renewals for shared use with FUSD for pool, fields and facilities Explore options for a joint City/County Recreation, Parks and Open Space Master Plan PERFORMANCE MEASURES Council Priority/Goal: COLLABORATION Goal: Continued partnerships Objective: Strength and enhance recreation services through new and continuing partnerships with other community agencies that optimize the delivery of services to citizens CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Participation with FUSD through shared facility IGA's yes yes yes yes Participation with County services for Senior Nutrition yes yes yes yes Participation with AZ Nutrition Network to provide youth yes yes yes yes classes Annual Financial Plan 205 City of Flagstaff PUBLIC WORKS DIVISION 30 RECREATION Council Priority/Goal: CAPITAL IMPROVEMENT Goal: Plan, design, improve and construct community recreational facilities Objective: Implement the Recreation Capital Program by completing the design and construction of identified recreation projects CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Freestyle BMX Facility no no yes yes Thorpe Park Improvement Project no no yes yes Aquatic/Multi-generational Center no no no yes Council Priority/Goal: FISCAL HEALTH Goal: Promote sound fiscal health by addressing cost recovery levels of recreational programs and services Objective: Maintain self-sufficiency percentages CY 04 CY 05 CY 06 Measures: Actual Actual Estimate Improve gross revenue $572,800 $561,492 $455,100 Improve self-sufficiency percentage 33% 29% 23% Annual review of fees and charges yes yes yes CY 07 Proposed $850,400 37% yes Council Priority/Goal: QUALITY OF LIFE Goal: Enhance the quality of life for the community by providing comprehensive recreation programs and services Objective: Increase and/or expand the number of new events and programs annually CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Senior programs, services, events 3 3 3 3 Adult programs, services, events 0 3 2 4 Youth programs, services, events 1 3 2 3 Annual Financial Plan 206 City of Flagstaff PUBLIC WORKS DIVISION 30 RECREATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 1,239,875 372,349 175,223 98,693 $ 1,886,140 Adopted Budget 2005-2006 $ 1,403,670 426,845 208,585 19,500 $ 2,058,600 Estimated Expenditures 2005-2006 $ 1,353,426 421,790 206,043 47,803 $ 2,029,062 Proposed Budget 2006-2007 $ 1,574,902 457,510 240,005 46,700 $ 2,319,117 Budget-Budget Variance $ 171,232 30,665 31,420 27,200 $ 260,517 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ATHLETIC PROGRAMS PARKS & RECR COMMISSION AQUATICS MURDOCK CENTER FLAGSTAFF RECREATION CNTR ADULT CENTER COGDILL CENTER YOUTH COMMISSION JAY LIVELY ACTIVITY CENTR COMMUNITY SERVICES/EVENTS AFTER SCHOOL ANCHOR PROG RECREATION GRANTS DISASTER RECOVERY FACILITIES ADA CO TOTAL $ 505,977 142,018 900 156,330 31 265,490 157,046 157,479 360,279 56,650 8,603 72,035 3,302 1,886,140 $ 431,650 206,457 2,070 209,409 285,440 233,076 192,115 10,435 432,620 55,328 2,058,600 $ 531,428 155,820 840 183,870 297,003 220,740 180,941 10,370 388,605 55,120 2,900 1,425 2,029,062 $ 650,792 228,815 2,220 168,446 318,997 229,064 199,035 10,435 433,491 77,822 2,319,117 $ $ 2,319,117 2,319,117 $ 219,142 22,358 150 (40,963) 33,557 (4,012) 6,920 871 22,494 260,517 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Recreation operating budget has increased 11% and capital expenditures total $46,700 resulting in an overall net increase of 13%. Personal Services increase is due to 1.24 FTE staffing additions that include a Senior Recreation Coordinator for the MuliGen facility. Contractuals increases are due to increases in Janitorial, Utilities, and Other Miscellaneous Services expenses. Commodities increases are due to Computer and Other Equipment expenses. Major capital (>$10,000) is $13,000 for Flag Rec carpet/tile replacement and $11,300 interior painting. Annual Financial Plan 207 City of Flagstaff PUBLIC WORKS DIVISION 32 MISSION 9 The Streets Division dedicates its efforts to provide quality service for the ever-growing transportation needs of our community. 9 9 STREET MAINTENANCE AND REPAIRS Applied & received grant from Homeland Security a barricade trailer. Was involved in the Francis Short Pond restoration Completed the Tunnel Springs FUTS construction FY 07 NEW INITIATIVES PROGRAM DESCRIPTION ¾ The Street Division is responsible for maintenance to paved and unpaved streets within the City. Providing street sweeping, snow and ice control, striping, regulatory sign maintenance, pothole patching, drainage maintenance, streetlight and traffic signal maintenance. ¾ ¾ ¾ ¾ Purchase new 10-wheel dumptruck with the addition of a side wing plow for use on 89N & E. Rte 66. Develop a sign inventory program using an Intern to collect and input data. Maintain current level of service with the addition of ADOT turnbacks ie, 89N and E. Rte. 66 Develop specs, evaluate and purchase two new front end loaders Develop specs and purchase new street sweeper FY 06 ACCOMPLISHMENTS 9 9 Installed reclaimed water line to Public Works wash rack. Incorporated into our maintenance routine Pavement Management Software PERFORMANCE MEASURES Council Priority/Goal: CUSTOMER SERVICE Goal: Maintain Sweeping Standards Objective: Keep residential streets swept bi-monthly and respond to accidents within 45 minutes CY 04 CY 05 CY 06 Measures: Actual Actual Estimate Minimize downtown on sweepers 96% 80% 95% Clean oil spills & traffic accidents 98% 90% 90% CY 07 Proposed 95% 90% Council Priority/Goal: PUBLIC SAFETY Goal: Response Time for Pothole Repair Objective: Repair potholes with 24 hours of notice CY 04 Actual 90% 25% CY 05 Actual 95% 55% CY 06 Estimate 95% 70% CY 07 Proposed 100% 85% Council Priority/Goal: PUBLIC SAFETY Goal: All Highway painting will be refreshed throughout the Spring & Summer Program Objective: Complete all street painting by September 1, 2006 CY 04 CY 05 Measures: Actual Actual Red & Yellow Curbs (1/2 the city) 90% 90% Refresh bike symbols 10% 20% CY 06 Estimate 95% 20% CY 07 Proposed 100% 50% Measures: Inspect and dispatch patch unit & followup Complete all 5 patch areas of city within 2 month period Annual Financial Plan 208 City of Flagstaff PUBLIC WORKS DIVISION 32 STREET MAINTENANCE AND REPAIRS Council Priority/Goal: PUBLIC SAFETY Goal: Maintain dirt roads in a safe passable condition Objective: Grade dirt streets twice monthly CY 04 Actual 90% Measures: Grade dirt streets bi-monthly CY 05 Actual 90% CY 06 Estimate 90% CY 07 Proposed 95% EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 1,742,007 452,560 618,539 173,256 $ 2,986,362 Adopted Budget 2005-2006 $ 1,955,048 476,687 728,190 516,000 $ 3,675,925 Estimated Expenditures 2005-2006 $ 1,592,499 375,894 635,416 75,692 $ 2,679,501 Proposed Budget 2006-2007 $ 2,046,876 473,290 831,390 1,079,000 $ 4,430,556 Budget-Budget Variance $ 91,828 (3,397) 103,200 563,000 $ 754,631 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION STREET CLEANING SNOW CONTROL SIGN,SIGNAL,MARK & LIGHT STREET MAINTENANCE DRAINAGE WAY MAINTENANCE TRAINING STREET LIGHTS TRAFFIC SIGNAL MAINTENANC DISASTER RECOVERY WESTRIDGE ROADS TOTAL $ 223,562 256,439 495,472 275,863 1,098,231 163,132 725 271,711 178,362 22,351 514 2,986,362 $ 276,497 306,913 963,571 334,290 1,208,779 134,439 1,900 282,770 166,766 3,675,925 $ 104,532 328,273 299,786 327,378 1,115,938 137,050 1,649 216,645 148,250 2,679,501 $ 412,905 495,372 1,180,104 361,602 1,245,106 163,872 1,900 282,770 286,925 4,430,556 $ $ 4,430,556 4,430,556 $ 136,408 188,459 216,533 27,312 36,327 29,433 120,159 754,631 SOURCE OF FUNDING: HIGHWAY USER REVENUE FUND COMMENTARY: The Streets Maintenance operating budget has increased 6% due to increase in personnel costs for market increases and other employee benefits such as medical and dental insurance increases and costs associated with one new FTE. Other increases are due to increase in cost of petroleum, concrete and utilities. Capital has increased due to carry forward of vehicles and machinery that will not be purchased by June 30th. Annual Financial Plan 209 City of Flagstaff PUBLIC WORKS DIVISION 38 MISSION 9 The Airport Division dedicates its efforts to provide quality service for the ever-growing transportation needs of our community. 9 9 9 PROGRAM DESCRIPTION The Airport Division operates and maintains Flagstaff Pulliam Airport. The Airport is certificated as a non-hub air carrier and general aviation airport by the Federal Aviation Administration (FAA). Responsibilities of the division include administration, safety, operations, and maintenance of all buildings and pavements with federal mandates to provide aircraft rescue/fire-fighting, medical response, and security. Other services are provided through lease agreements with the direct service providers, (i.e. airlines, car rental agencies, fixed base operators, and other concessionaires). The division is also developing the Airport Business Park. ¾ ¾ ¾ FY 06 ACCOMPLISHMENTS 9 Completed new Airport Master Plan, FAR Part 150 Noise Impact Study. Completed construction of new airport operations and fire facility. Completed runway extension Environmental Assessement with a finding of no significant impact from the FAA. Private development in the Airport Business Park included the construction of Pulliam LLC phases 3&4, lease and construction of the FBI facility, and sale of land to Air Zona for construction of an engineering company. FY 07 NEW INITIATIVES ¾ 9 AIRPORT ¾ Lease additional property in the Airpark for private development. Complete reconstruction of John Wesley Powell Blvd. from Shamrell Blvd. to Pulliam Drive. Design runway extension and acquire grant for its construction. Rent additional office space on airport and in terminal building to increase revenue. Complete fibre optic cable installation in airpark and terminal building. Completed construction of aircraft storage hangars thus reducing the number of aircrafts forced to be stored outdoors and increasing based aircrafts. Completed overlay of the airport runway utilizing an ADOT grant. The project will preserve the surface and enhance safety. PERFORMANCE MEASURES Council Priority/Goal: PUBLIC SAFETY Goal: Meet FAA regulations for Aircraft Rescue/Fire Fighting and medical responses Objective: Respond within 3 minutes. CY 04 CY 05 Measures: Actual Actual Percentage of calls responded to within 3 minutes. 100 100 CY 06 Estimate 100 CY 07 Proposed 100 Council Priority/Goal: PUBLIC SAFETY Goal: Keep the airport open and maintain safe operations during snow events Objective: Commence snow removal operations on time and have the airport opened by 07:00 during snow events. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Percentage of time airport opened by 07:00 99 100 100 100 Annual Financial Plan 210 City of Flagstaff PUBLIC WORKS DIVISION 38 AIRPORT Council Priority/Goal: CUSTOMER SERVICE Goal: Keep airport facilites and equipment operational. Objective: Commence or complete repairs within 24 hours of notification CY 04 Measures: Actual Percent of time repairs are completed or commenced within 90 24 hours of notification CY 05 Actual 100 CY 06 Estimate 100 CY 07 Proposed 100 CY 05 Actual +5 CY 06 Estimate +5 CY 07 Proposed +5 Council Priority/Goal: FISCAL HEALTH Goal: Increase airport revenues Objective: Lease additional space on airport CY 04 Actual +9 Measures: Percentage of airport revenue increases EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 549,639 269,021 88,308 664,291 $ 1,571,259 Adopted Budget 2005-2006 $ 584,501 277,657 105,582 $ 967,740 Estimated Expenditures 2005-2006 $ 571,049 242,100 96,344 $ 909,493 Proposed Budget 2006-2007 $ 673,261 316,017 129,062 85,900 $ 1,204,240 Budget-Budget Variance $ 88,760 38,360 23,480 85,900 $ 236,500 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION SAFETY AND SECURITY SNOW CONTROL MAINT BLDGS AND GROUNDS MAINT RUNWAY & TAXIWAY AIRPORT COMMISSION DISASTER RECOVERY TOTAL $ 476,560 104,844 52,193 269,989 75,077 585,607 6,989 1,571,259 $ 430,823 75,706 61,147 325,925 73,039 1,100 967,740 $ 409,167 74,641 61,079 291,015 73,291 300 909,493 $ 469,299 115,414 86,480 436,614 96,133 300 1,204,240 $ $ 1,204,240 1,204,240 $ 38,476 39,708 25,333 110,689 23,094 (800) 236,500 SOURCE OF FUNDING: AIRPORT FUND COMMENTARY: The Airport operating budget has increased 16% and capital expenditures total $85,900 resulting in an overall net increase of 24%. Personal Services increases are due to .5 FTE staffing addition that include the Maintenance Worker II position. In addition there is a 9% pay plan adjustment and increases in Arizona State Retirement, health insurance, and dental insurance. Contractuals increases are due to increases in Maintenance, Custodial, and Rent expenses. Commodities increases are due to Equipment, Motor Vehicle, Materials & Supplies, and Other Operating Supplies expenses. Major capital (>$10,000) includes $57,900 for a mowing tractor and $28,000 for a pick up with snow plow. Annual Financial Plan 211 City of Flagstaff PUBLIC WORKS DIVISION 41 MISSION 9 The Environmental Services division is comprised of a valuable team of professionals committed to providing the greater Flagstaff community with progressive management strategies that emphasize customer service, environmental management, waste reduction, refuse and recycling collection, and sound landfill management. In partnership with citizens and agencies, we embrace the concepts of sustainability, pollution prevention and conservation of energy and natural resources. 9 9 9 9 9 9 9 9 9 PROGRAM DESCRIPTION The Environmental Services division provides the citizens of Flagstaff the best refuse and recycling service; a progressive, community-based conservation program, and an Environmental Management and Landfill program that strive to be models in the industry. We accomplish our goals through a team of professionals committed to collaboration, excellent customer service, and the value of our community’s quality of life. 9 9 ¾ FY 06 ACCOMPLISHMENTS 9 9 9 9 9 9 Facilitated the renewal of a 10-year IGA with the City of Prescott for the delivery of recyclables. Facilitated the creation of a 10 year IGA with NAU for the collection of a trash and recyclables from campus. Met the annual minimum recycling tonnage to Norton environmental for the first time since the programs inception. Prepared $403,300 of grant proposals to the U.S. EPA and Arizona Department of Environmental Quality for Brownfield redevelopment projects. Initiated Brownfield site assessment activities for the Downtown Gateway East Project. Towed over 100 junked or abandoned vehicles from residential properties, sponsored over 40 voluntary cleanups, and removed over 15 abandoned transient camps within City limits. Completed Compost Market Analysis to define project parameters and meet potential market outlets. Annual Financial Plan Awarded new Industrial Hygiene and Environmental Consulting Services contracts. Awarded new hazardous waste disposal contract for household and city-generated hazardous wastes.· Remediation of the flooding event at the landfill in January of 2005. Extension and realignment of landfill haul road. Reconstruction and reinforcement of Phase I of the 25-foot litter fence. Construction of Phase III of the 25-foot litter fence. Hosted SWANA State collections/landfill Road E O. Installation of upgraded Auto Scale software. Completed the emergency tree limb removal from City streets and businesses. Tracked and documented information from Emergency Cleanup for reimbursement by FEMA and State agencies of $131,530. Awarded the City Manager's Excellence Agassiz Award for Teamwork. Created a safety awareness program to reduce the number of chargeable accidents. FY 07 NEW INITIATIVES ¾ 9 ENVIRONMENTAL SERVICES ¾ ¾ ¾ ¾ ¾ ¾ ¾ 212 Implementation of the Route 66 Central Corridor Brownfield Inventory and Assessment. Development and implementation of a City of Flagstaff Sidewalk Maintenance Enforcement Program. Creation of new Small Business Waste Acceptance Program for the proper disposition of hazardous waste for small local businesses. Develop Landfill Residential Drop Off Center Standard Operating Procedures. Develop and implement an Equipment Maintenance Facility/Fuel Station Operating Plan in conjunction with Fleet Services. Develop and implement a new comprehensive landfill construction sequencing plan. Increase and expand the employee development program. Improve on customer service components. Combine landfill and collections personnel resources to provide 7 day phone coverage. City of Flagstaff PUBLIC WORKS DIVISION 41 ENVIRONMENTAL SERVICES PERFORMANCE MEASURES Council Priority/Goal: QUALITY OF LIFE Goal: Increase the overall tonnage of recyclable and hazardous materials collected by the Environmental Services Division. Objective: Increase tonnages collected from Flagstaff residents and businesses by 5% annually. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Residential recycling tonnage 4,721 tons 5,299 tons 5,563 tons 5,842 tons Commercial recycling tonnage 4,392 tons 4,653 tons 4,885 tons 5,130 tons Hazardous waste tonnage including electronics 83 tons 91 tons 95 tons 99 tons Council Priority/Goal: PUBLIC SAFETY Goal: Create and implement a Safety Awareness Program. Objective: Decrease number of chargeable accidents by 25% annually. CY 04 Measures: Actual Chargeable Accidents 7 CY 05 Actual 4 CY 06 Estimate 3 CY 07 Proposed 2 Council Priority/Goal: FISCAL HEALTH Goal: Develop and implement an Equipment Maintenance Facility/Fuel Station Operating Plan in conjunction with Fleet Services. Objective: Reduce landfill expenses associated with equipment maintenance and fueling. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Reduce fuel costs by installing a tank and using Red Dye N/A N/A $ -16,000 $ -50,000 diesel. Reduce costs associated with maintenance of equipment. N/A N/A $ -5,000 $ -15,000 Council Priority/Goal: PLANNING FOR GROWTH Goal: Develop and implement a new comprehensive landfill construction sequencing plan. Objective: Identify expected alternate and on-site daily cover volumes; identify remaining airspace; calculate waste compaction rates; project waste volume growth and cost analysis per ton by waste product; build a Profit/Loss statement. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Provide numbers for projections for a short term and long term N/A N/A 100% N/A operating plan for the landfill. Council Priority/Goal: CUSTOMER SERVICE Goal: Establish and meet new timeline standards for complaints, service requests and phone calls. Objective: Improve on customer service standards to increase Customer Service Satisfaction score from 88% to 93%. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Reduce complaint call response time to 24 hours. N/A N/A 100% N/A Reduce average service request time to 48 hours N/A N/A 100% N/A Increase phone coverage to hours of operation for City hall N/A N/A 100% N/A and Saturday and Sunday coverage. Annual Financial Plan 213 City of Flagstaff PUBLIC WORKS DIVISION 41 ENVIRONMENTAL SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 2,836,619 3,007,163 1,038,580 1,211,342 $ 8,093,704 Adopted Budget 2005-2006 $ 3,169,949 2,638,031 1,043,691 3,087,620 $ 9,939,291 Estimated Expenditures 2005-2006 $ 3,217,176 2,666,675 1,203,967 1,587,194 $ 8,675,012 Proposed Budget 2006-2007 $ 3,710,361 2,815,026 1,333,066 3,725,873 $ 11,584,326 Budget-Budget Variance $ 540,412 176,995 289,375 638,253 $ 1,645,035 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION RESIDENTIAL COLLECTION COMMERCIAL COLLECTION SANITARY LANDFILL BIN MAINT-RESIDENTIAL BIN MAINT-COMMERCIAL HOIST & HAUL RECYCLING-LANDFILL HOUSEHOLD HAZ WASTE COLL RECYCLING - CURBSIDE COLL INERT MATERIAL LANDFILL COMMERCIAL RECYCLING TREE DEBRIS REMOV BROWNFIELD CONSERVATION EDUCATION ENVIRONMENTAL MANAGEMENT ENVIRONMENTAL CODE ENFORC COMMERCIAL SALES COUNTY - HOIST AND HAUL PW YARD FIRE DAMAGE REPL LANDFILL SITE IMP MRF ENTRY IMPROVE TOTAL $ 504,200 1,587,705 1,493,436 1,554,206 31,788 60,595 245,438 100,260 117,272 733,568 17,667 419,179 80,446 17 56,100 196,007 67,117 3,982 1,071 70,911 479,540 273,199 8,093,704 $ 778,519 1,659,323 1,874,198 2,737,789 75,134 103,754 276,634 97,608 168,513 771,415 48,395 660,104 120,454 101,002 247,415 110,974 8,060 100,000 9,939,291 $ 746,919 1,533,602 1,556,421 2,177,447 45,604 85,470 285,763 97,911 160,201 787,445 30,052 435,976 114,952 91,280 221,951 103,680 8,060 192,278 8,675,012 980,821 2,270,586 2,272,021 2,564,962 72,977 175,773 494,221 105,380 195,990 839,733 38,832 922,505 132,857 78,570 237,490 113,648 7,960 80,000 $ 11,584,326 $ 202,302 611,263 397,823 (172,827) (2,157) 72,019 217,587 7,772 27,477 68,318 (9,563) 262,401 12,403 (22,432) (9,925) 2,674 (100) (100,000) 80,000 1,645,035 SOURCE OF FUNDING: ENVIRONMENTAL SERVICES FUND $ 11,584,326 $ 11,584,326 COMMENTARY: The Environmental Services operating budget has increased 15% and capital expenditures total $3,725,873 resulting in an overall net increase of 17%. Personal Services increases are due to new staffing, the 9% pay plan adjustment and increases in Arizona State Retirement, health insurance, and dental insurance. Contractuals increases are due to increased costs related to utilities, education and training. Commodities increases are due to increases in fuel costs and fleet related charges. One-time expenditures for this division are mainly capital items. Major capital (>$10,000) includes capital equipment, as well as capital improvements ongoing at the landfill. Refer to Schedules 8 and 9 for a detailed listing. Annual Financial Plan 214 City of Flagstaff UTILITIES DEPARTMENT MISSION The mission of the Utilities Department is to professionally and cost effectively provide water and wastewater services that meet the present and future environmental, health, and safety needs of the community and our co-workers. We are committed to a goal of 100% customer satisfaction. This will be achieved by a dedication to exceed customer expectations by continuously improving our operations. We value our co-workers and strive to maintain high motivation by providing an environment that encourages improvement and teamwork. Annual Financial Plan 215 City of Flagstaff Annual Financial Plan 216 City of Flagstaff UTILITIES DIVISION 42 ADMINISTRATION permits as required. Reviews new developments and represents the Department on a multitude of various committees. Provides all clerical services for the Department and Utilities GIS services for the City. MISSION The mission of the Utilities Department is to professionally and cost effectively provide water and wastewater services that meet the present and future environmental, health, and safety needs of the community and our co-workers. We are committed to a goal of 100% customer satisfaction. This will be achieved by a dedication to exceed customer expectations by continuously improving our operations. We value our co-workers and strive to maintain high motivation by providing an environment that encourages improvement and teamwork. FY 06 ACCOMPLISHMENTS 9 9 9 9 9 PROGRAM DESCRIPTION 9 Coordinates activities of the Utilities Department. Administers the department safety program, water conservation program, Water Commission activities, City Change Order Committee, and acts as Forest Service liaison. Provides representation for the City of Flagstaff to various planning groups such as the Technical Advisory Group for the Coconino Plateau Water Advisory Council and the Technical Advisory Committee for the National Park service/U.S. Forest Service Lake Mary Watershed planning group. Reviews proposed water legislation and provides input to Council and legislators. Represents the City of Flagstaff on the Northern Arizona Water Users Association. Assesses Utilities capital improvements needs, prioritizes needs, and provides project management engineering services for capital improvement projects. Administers water and sewer computer modeling activities for the City and new developments. Provides Blue Stake locating services. Investigates customer, staff, and City Council inquiries and follows up on complaints. Provides permit administration for NPDES, APP, Reuse, and other 9 9 9 9 Purchased Red Gap Ranch to be available as a future sorce of water supply to the City of Flagstaff. Updated Utilities Capital Improvement Program Hired a Program Administrator for NAMWUA. Received Water Conservation Award from the Bureau of Reclamation Revised Recapture Ordinance and presented to various stakeholders and City Council Developed a Water Acquisition Impact Fee and presented to City Council Updated Capacity Fees and presented to City Council Filled division head vacancies in Industrial Waste, Customer Service, and Wastewater Treatment. Completed construction of City's obligation for reclaimed water system to serve Flagstaff Mall Brought together the Navajo and Hopi as a consortium with Flagstaff to discuss groundwater issues FY 07 NEW INITIATIVES ¾ ¾ ¾ Establish management for Red Gap Ranch Continue groundwater development program Resolve cost problems with the Wildcat Wastewater Improvement Project and begin construction. PERFORMANCE MEASURES Council Priority/Goal: PLANNING FOR GROWTH Goal: Provide uninterrupted water and sewer service to the citizens of Flagstaff Objective: Insure water and sewer infrastructure is adequate for new development CY 04 CY 05 Measures: Actual Actual Water and sewer impact analyses performed 19 16 Capital projects managed 14 18 Number of system-wide water curtailments 0 0 Per capita water use 121 117 Annual Financial Plan 217 CY 06 Estimate 16 18 0 117 CY 07 Proposed 16 18 0 117 City of Flagstaff UTILITIES DIVISION 42 Council Priority/Goal: FISCAL HEALTH Goal: Provide a rate structure to meet the financial needs of the utility Objective: Update rates on a regular basis CY 04 Measures: Actual Review rates with internal rate model Yes Update rate model to accomodate system changes No Update user fees, impact fees Yes ADMINISTRATION CY 05 Actual Yes No Yes CY 06 Estimate Yes Yes Yes CY 07 Proposed Yes No Yes Council Priority/Goal: CUSTOMER SERVICE Goal: Exceed customer's water and wastewater service expectations Objective: Reduce water outage hours (repairs) and number of public sewer blockages CY 04 CY 05 Measures: Actual Actual Water outage hours 1,724 1705 Public sewer blockages 41 32 CY 06 Estimate 1,700 28 CY 07 Proposed 1,650 24 CY 06 Estimate 0 0 CY 07 Proposed 0 0 Council Priority/Goal: PUBLIC SAFETY Goal: Provide safe drinking water and wastewater Objective: No permit violations CY 04 Actual 5 1 Measures: Number drinking water violations Number wastewater permit violations Annual Financial Plan 218 CY 05 Actual 6 1 City of Flagstaff UTILITIES DIVISION 42 ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 709,101 217,413 46,263 21,691 $ 994,468 Adopted Budget 2005-2006 $ 771,162 499,194 56,017 10,780 $ 1,337,153 Estimated Expenditures 2005-2006 $ 789,397 464,646 62,605 $ 1,316,648 Proposed Budget 2006-2007 $ 845,190 267,576 50,755 10,780 $ 1,174,301 Budget-Budget Variance $ 74,028 (231,618) (5,262) $ (162,852) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION WATER COMMISSION CITY WTR SYSTEM ANALYSIS FIXED ASSET INVENTORY CITY SWR SYSTEM ANALYSIS ENGINEERING BLUE STAKE WATER CONSERVATION GIS-UTILITIES WILDLIFE VIEWING AREA TOTAL $ 538,828 600 10,736 4,349 316,528 14,700 102,931 5,796 994,468 $ 749,537 3,055 5,816 14,816 13,187 302,185 (1,789) 163,407 76,159 10,780 1,337,153 $ 736,500 2,795 8,487 14,816 12,705 363,781 (2,209) 167,960 11,813 1,316,648 $ 595,245 2,795 7,585 16,186 9,690 294,446 (4,875) 153,054 89,395 10,780 1,174,301 $ $ 1,174,301 1,174,301 $ (154,292) (260) 1,769 1,370 (3,497) (7,739) (3,086) (10,353) 13,236 (162,852) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Utilities Administration operating budget has decreased 12% and capital expenditures total $10,780, resulting in an overall decrease of 12%. Personal Services increases are due to a 9% pay plan adjustment, and increases in ASRS, health insurance, and dental insurance. Contractual decreases are primarily due to prior year consulting and legal fees. The small decrease in Commodities is due to prior year one-time items. One-time items in this division are $4,650 for Sewer Gen software upgrade, $10,000 for Wildlife Viewing Area, and $8,775 for VB Programming training. Annual Financial Plan 219 City of Flagstaff UTILITIES DIVISION 47 LAKE MARY WATER TREATMENT PLANT MISSION FY 06 ACCOMPLISHMENTS The mission of the Utilities Department is to professionally and cost effectively provide water and wastewater services that meet the present and future environmental, health, and safety needs of the community and our co-workers. We are committed to a goal of 100% customer satisfaction. This will be achieved by a dedication to exceed customer expectations by continuously improving our operations. We value our co-workers and strive to maintain high motivation by providing an environment that encourages improvement and teamwork. 9 9 9 9 9 9 PROGRAM DESCRIPTION 9 The Lake Mary Water Treatment Plant provides conventional surface water treatment for waters from Upper Lake Mary. Staff is responsible for the operation of the Water Plant and all other water production facilities including: Lake Mary Wellfield, Woody Mountain Wellfield, the Inner Basin wells and springs, local wells, and the Reservoir Filtration Plant. Staff also operates and maintains system water tanks and booster stations (Division 50). The State certified Compliance Lab provides analysis for process control and water sampling for compliance. This Division cost effectively produces water that meets all Safe Drinking Water Act requirements. It manages the quantity of stored water to provide flows to customers, with an adequate reserve for fire fighting. It teaches public awareness of the water system through educational programs and demonstrations. Cost savings and groundwater recharge accomplished by maximizing Surface water due to Lake Mary being full. APSES implements cost saving strategies by retrofiting motors and lights throughout the Production System. Reservoirs on Shultz Pass Rd. are rehabed to comply with State requirements. Performed major overhaul of flocculation section of treatment basin #2. Rehabbed motor control center at WM #5 and LM #2. Installed new aeration line in Upper Lake Mary for Lake mixing and manganese control. Purchased electric car for plant site trips, highly successful. FY 07 NEW INITIATIVES ¾ ¾ ¾ ¾ Implement Skill Based Pay (multi skilled workers) for Production staff. Have all groundwater sources functional and anticipate using them predominately due to poor winter. Update and upgrade SCADA system for State compliance and long term reliability. Rio Well operational with added function in the building of dispensing reclaim water. PERFORMANCE MEASURES Council Priority/Goal: PUBLIC SAFETY Goal: Insure all instrumentation and reporting devices are working properly Objective: Reduce the amount of monitoring violations CY 04 Measures: Actual Number of tests performent 1256 Number of Safe Drinking Water Violations (monitoring) 5 Annual Financial Plan 220 CY 05 Actual 1590 3 CY 06 Estimate 1500 3 CY 07 Proposed 1550 0 City of Flagstaff UTILITIES DIVISION 47 LAKE MARY WATER TREATMENT PLANT Council Priority/Goal: CAPITAL IMPROVEMENT Goal: Replace aged infrastructure that becomes inoperative and lessens supply. Objective: Install Inner Basin pipe CY 04 CY 05 Measures: Actual Actual Feet of pipe installed 4110 3160 CY 06 Estimate 2640 CY 07 Proposed 2640 Council Priority/Goal: PLANNING FOR GROWTH Goal: Expand current supply network for increased capacity Objective: New wells, booster stations, rehabilitated wells, increased efficiency CY 04 Measures: Actual Expanded capacity 1 New and reconditioned wells 1 Booster stations and tanks 1 CY 05 Actual 0 1 0 CY 06 Estimate 1 1 1 CY 07 Proposed 2 1 1 Council Priority/Goal: QUALITY OF LIFE Goal: Water as a good value: Cost conscious, environmentally aware. Objective: CY 04 Measures: Actual Gallons produced 2688 Cost per 1000 gallons to produce 1.04 CY 05 Actual 2658 .94 CY 06 Estimate 2700 1.15 CY 07 Proposed 3000 1.2 Annual Financial Plan 221 City of Flagstaff UTILITIES DIVISION 47 LAKE MARY WATER TREATMENT PLANT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 593,330 1,373,710 323,000 185,458 $ 2,475,498 Adopted Budget 2005-2006 $ 715,493 2,144,320 283,313 887,025 $ 4,030,151 Estimated Expenditures 2005-2006 $ 684,661 1,891,235 337,300 372,619 $ 3,285,815 Proposed Budget 2006-2007 $ 700,701 2,267,820 312,964 772,405 $ 4,053,890 Budget-Budget Variance $ (14,792) 123,500 29,651 (114,620) $ 23,739 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION WATER TREATMENT OPERATION CHEMICAL ANALYSIS BLDGS & GROUNDS MAINT EQUIPMENT MAINTENANCE USFS LAKE MARY CONTRACT UPPER LAKE MARY DAM IMP SEDMNTION BASIN MODS (90) SCADA TRACKING FOXGLEN WELL CONTINENTAL WELL LOCAL WELLS LAKE MARY WELLFIELDS WOODY MOUNTAIN WELLFIELD NORTH RESERVOIRS INNER BASIN DEVELOPMENT INNER BASIN PIPELINE TOTAL $ 380,660 242,299 182,975 64,469 195,470 8,860 3,156 28,855 130 54 390,703 264,798 616,099 28,372 54,042 14,556 2,475,498 $ 414,569 267,924 229,855 272,190 212,325 8,860 21,000 15,000 25,350 543,416 614,244 834,597 73,265 135,524 362,032 4,030,151 $ 425,181 328,124 230,790 85,164 275,178 8,860 20,983 15,000 20,458 514,302 530,495 644,500 60,385 100,195 26,200 3,285,815 $ 430,532 286,744 253,714 257,459 156,068 8,860 21,000 15,000 35,350 556,416 449,493 881,563 63,467 210,809 427,415 4,053,890 $ $ 4,053,890 4,053,890 $ 15,963 18,820 23,859 (14,731) (56,257) 10,000 13,000 (164,751) 46,966 (9,798) 75,285 65,383 23,739 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Lake Mary Water Treatment Plant operating budget has increased 4% and capital expenditures total $772,405 resulting in an overall increase of 1%. Personal Services has decreased due to a retirement payout and new staff replacement. This decrease was partially offset by a 9% pay plan adjustment and increases in ASRS, health insurance, and dental insurance. Contractuals increase is due to utilities, gas & oil, and consultants. Commodities increases are due to chemicals, various pieces of equipment, and materials for road repairs. One-time expenditures for this division are consultants ($15,000) to solve re-occurring trending problems. Major capital (>$10,000) includes $60,000 boom truck, $20,000 Lake Mary Wellfields, $32,000 Composting Toilets, $20,000 Upper Lake Mary Dam Rehab, $401,000 Inner Basin Pipeline, $193,125 Water Plant Remodel & $17,780 for Reservoir Filtration Plant Roof. Annual Financial Plan 222 City of Flagstaff UTILITIES DIVISION 48 CUSTOMER SERVICE low water consumption is investigated and inactive meters are monitored for possible consumption. This division is also responsible for cashiering operations for most City departments and for the calculation and collection of utility system fees for all new or added construction. MISSION The mission of the Utilities Department is to professionally and cost effectively provide water and wastewater services that meet the present and future environmental, health, and safety needs of the community and our co-workers. We are committed to a goal of 100% customer satisfaction. This will be achieved by a dedication to exceed customer expectations by continuously improving our operations. We value our co-workers and strive to maintain high motivation by providing an environment that encourages improvement and teamwork. FY 06 ACCOMPLISHMENTS 9 9 9 Expanded the acceptance of credit card payment to other City services. Installed bill scanners at all Cashier windows. Only one injury accident during calendar year 2005. PROGRAM DESCRIPTION Customer Service is responsible for meter reading, water and sewer billing, and collection of delinquent accounts including the disconnection and lock off of water service for unpaid billings and non-sufficient fund checks for the Utilities Department. Unusually high or FY 07 NEW INITIATIVES ¾ ¾ Purchase new data collector to improve the electronic reading of meters and identify the meters that may be faulty and not providing a signal. Set up Inter-department billing to charge other City accounts directly from the Utility system, thus discontinuing the need for Accounts Payable to process a check. PERFORMANCE MEASURES Council Priority/Goal: FISCAL HEALTH Goal: Limit the amount of accounts written off. Objective: Timely collections of past due accounts and adequate deposits to reduce amount of receivables to write off. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Collection activity (delinquent accounts/total accounts) 3.2 % 2.9% 4.0 % 4.0 % Annual write off of customer accounts, excluding bankruptcies $43,150 $36,853 $35,000 $35,000 Write offs as a percentage of total billed 0.21% 0.17% 0.20% 0.20% Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Provided employees with proper training for safety and technical aspect of their positions. Objective: We will improve our employees' safety records and knowledge by providing the necessary training. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Safety training hours provided to staff 38 23 75 75 Technical/Computer training provided to staff 196 61 200 200 Number of injury accidents 3 1 0 0 Annual Financial Plan 223 City of Flagstaff UTILITIES DIVISION 48 CUSTOMER SERVICE Council Priority/Goal: CUSTOMER SERVICE Goal: Provide timely and accurate billings. Objective: Reduce estimated meter reads and bill in a timely manner. CY 04 Measures: Actual Percent of estimated meter reads 2.93% Number of cycle bills sent out within 34 days of prior bill. n/a (36 total cycles) Average number of days between bills n/a CY 05 Actual 8.11% 35 CY 06 Estimate 2.90% 36 CY 07 Proposed 2.00% 36 30.44 31.00 31.00 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 463,848 121,582 27,574 $ 613,004 Adopted Budget 2005-2006 $ 508,437 171,690 99,695 6,000 $ 785,822 Estimated Expenditures 2005-2006 $ 507,335 157,675 83,274 $ 748,284 Proposed Budget 2006-2007 $ 524,039 202,590 72,500 37,500 $ 836,629 Budget-Budget Variance $ 15,602 30,900 (27,195) 31,500 $ 50,807 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION FIELD READING COLLECTION CUSTOMER SERVICE TOTAL $ 123,959 149,508 67,466 272,071 613,004 $ 212,947 202,934 76,762 293,179 785,822 $ 231,945 172,110 81,916 262,313 748,284 $ 201,178 244,439 81,480 309,532 836,629 $ (11,769) 41,505 4,718 16,353 50,807 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 14,932 1,195 3,503 656,124 9,812 725 150,338 836,629 COMMENTARY: The Customer Service operating budget has increased 2% and capital expenditures total $37,500 resulting in an overall net increase of 6%. Personal Services increases are due to a 9% pay plan adjustment and increases in ASRS, health insurance, and dental insurance. Contractuals increases are due to credit card fees. Commodities decreases are due to prior year 1 time expenditure for software. One-time items are $4,500 for Security system for cashier area and $2,500 for design work for the in house bill printing. The capital of $37,500 is for a data collector. Annual Financial Plan 224 City of Flagstaff UTILITIES DIVISION 49 MISSION The mission of the Utilities Department/ Water Distribution Division is to professionally and cost effectively provide water services that meet the present and future environmental, health and safety needs of the community and our co-workers. ƒ ¾ PROGRAM DESCRIPTION The Water Distribution system operators safely and efficiently operate, maintain and repair all water distribution lines, fire hydrants, pressure reducing stations and meters, supplying each customer with a sufficient volume of water at adequate pressures, throughout our varying elevations and pressure zones. Achieved our goal of installing 2000 radio read meters throughout our community. Enhancing customer service by providing a safe, estimate free billing process, while increasing our overall efficiency and lowering operating costs. Continued to update our water and sewer atlas, our CMMS (Computer Maintenance management System) and the GIS system, giving our city staff the most up to date information when planning, designing and dealing with scheduled and emergency repair projects. FY 07 NEW INITIATIVES ¾ FY 06 ACCOMPLISHMENTS ¾ WATER DISTRIBUTION ¾ Worked with public and private engineers, contractors and customers, coordinating a wide variety of public and private development projects including: The Butler Ave waterline, Empire Ave Extension, Sunnyside Phase III A, Amberwood Booster Station and the 4th St. Railroad Crossing Phase II. ¾ Continued improvement of our skill base pay system, developing and adding new skill blocks and the associated training criteria to develop a more efficient and multi-skilled workforce. A mainline flushing program that isolates and flushes over 404.4 miles of transmission and distribution mains, to improve water quality and our systems efficiency. A fire hydrant maintenance program that paints, inspects, maintains and repairs over 4,217 fire hydrants at least once per year. PERFORMANCE MEASURES Council Priority/Goal: CUSTOMER SERVICE Goal: Exceed customer service expectations. Objective: To make sure all of our customers needs, questions and concerns have been addressed in a timely manner. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Number of complaints and responses. 201 217 220 220 Council Priority/Goal: FISCAL HEALTH Goal: Reduce accidents and maintain high safety standards. Objective: To communicate the importance of safety and loss control through our safety programs. CY 04 CY 05 CY 06 Measures: Actual Actual Estimate Number of loss time accidents. 0 0 0 CY 07 Proposed 0 Council Priority/Goal: PLANNING AND GROWTH Goal: Set new water meters in a timely manner for contractors, developers and homeowners, keeping up with the rapid growth of our community. Objective: Meters are paid for and our crews have them installed within 10 working days. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Number of new meter installations 546 337 500 600 Annual Financial Plan 225 City of Flagstaff UTILITIES DIVISION 49 WATER DISTRIBUTION Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Continue to develop a multi-skilled work force through skill base pay. Objective: To develop a multi-skilled work force by developing and updating training criteria and crew rotation training schedules.To strengthen teamwork within the division. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Number of employees that have completed skill blocks and 7 5 6 7 received additonal pay for the new skill they have learned and demonstrated an proficiency in. EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 766,141 66,027 186,533 216 $ 1,018,917 Adopted Budget 2005-2006 $ 808,258 54,196 236,232 112,150 $ 1,210,836 Estimated Expenditures 2005-2006 $ 863,573 53,685 218,787 70,140 $ 1,206,185 Proposed Budget 2006-2007 $ 988,571 58,656 248,161 192,010 $ 1,487,398 Budget-Budget Variance $ 180,313 4,460 11,929 79,860 $ 276,562 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION WATER SYS MAINT-OPERATION MAIN & SERVCE LINE REPAIR MAIN EXT-FIRE HYDR/VALVE VALVE & FIRE HYDR MAINT METER INSTALLATION METER REPAIR & TESTING TOTAL $ 149,445 153,526 226,730 67,708 107,217 195,151 119,140 1,018,917 $ 134,601 187,675 287,012 115,847 132,355 227,551 125,795 1,210,836 $ 137,559 188,488 283,632 97,476 139,279 231,363 128,388 1,206,185 $ 117,807 299,389 292,147 143,012 193,528 286,014 155,501 1,487,398 $ $ 1,487,398 1,487,398 $ (16,794) 111,714 5,135 27,165 61,173 58,463 29,706 276,562 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Water Distribution operating budget has increased 18% and capital expenditures total $192,010 resulting in an overall net increase of 23%. Personal Services increases are due to 2.0 FTE staffing additions that include 2 new Water Services Technicians. In addition, there is a 9% pay plan adjustment and increases in ASRS, health insurance, and dental insurance The increase in Contractuals is due to utilities, education/training, and equipment rentals. Commodities increase is due to small tools, gas and oil, materials and supplies for street and highway, and other equipment under $5,000. Major capital (>$10,000) of $192,010 is for two replacement 4x4 utility bed service trucks with hydraulic crane and hydraulic pump circuit along with two 1 1/2 ton trucks for the new FTE's. Annual Financial Plan 226 City of Flagstaff UTILITIES DIVISION 50 BOOSTER STATIONS Storage tanks provide pressure and flow during periods of time when pumps are not running or there is no power. MISSION The mission of the Utilities Department is to professionally and cost effectively provide water and wastewater services that meet the present and future environmental, health, and safety needs of the community and our co-workers. We are committed to a goal of 100% customer satisfaction. This will be achieved by a dedication to exceed customer expectations by continuously improving our operations. We value our co-workers and strive to maintain high motivation by providing an environment that encourages improvement and teamwork. FY 06 ACCOMPLISHMENTS 9 9 University Highlands tank is painted. Chesire tank interior is inspected and cleaned. FY 07 NEW INITIATIVES ¾ PROGRAM DESCRIPTION Provides for the operation and maintenance of Booster Stations and Storage Tanks . Booster Stations increase water pressure for domestic and fire service outside of the normal pressure zones of the distribution system (higher elevations.) Perform analysis on Zone A+ to qualify and quantify adequacy of supply. May need additional circuit breaker to run pumps in tandem and additional storage due to build-out in zone. PERFORMANCE MEASURES Council Priority/Goal: OUALITY OF LIFE Goal: Keep facilities operational and esthetically pleasing Objective: Paint and clean interiors CY 04 Actual 0 2 Measures: Tanks painted Tanks cleaned (diving contract) Annual Financial Plan 227 CY 05 Actual 1 2 CY 06 Estimate 1 2 CY 07 Proposed 1 1 City of Flagstaff UTILITIES DIVISION 50 BOOSTER STATIONS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 32,411 39,626 1,229 7,796 $ 81,062 Adopted Budget 2005-2006 $ 35,581 37,150 3,625 $ 76,356 Estimated Expenditures 2005-2006 $ 35,581 36,200 3,351 $ 75,132 Proposed Budget 2006-2007 $ 28,791 58,636 3,425 $ 90,852 Budget-Budget Variance $ (6,790) 21,486 (200) $ 14,496 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ZONE A KINLANI UNIVERSITY HIGHLANDS #1 AIRPORT BOOSTER AMBERWOOD BOOSTER RAILROAD SPRINGS BOOSTER KINLANI II TOTAL $ 38,090 1,121 8,457 3,064 10,619 19,711 81,062 $ 42,781 350 3,525 1,800 2,700 3,550 20,450 1,200 76,356 $ 42,781 350 2,550 1,600 3,701 3,700 20,450 75,132 $ 40,377 14,350 2,775 1,800 2,700 4,450 24,400 90,852 $ $ 90,852 90,852 $ (2,404) 14,000 (750) 900 3,950 (1,200) 14,496 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Booster Station operating budget has increased 19% and there are no capital expenditures. The decrease in Personal Services is based on amount of charges from other divisions. Contractuals increase is due to Maintenance-Building/Structures and Utilities. One-time expenditures are $4,386 for main reservoir diving services and $14,000 to paint the Cheshire tank. Annual Financial Plan 228 City of Flagstaff UTILITIES DIVISION 53 WILDCAT WASTEWATER TREATMENT PLANT 9 Started sending treated grease to digesters, has reduced loading to the system. 9 No major Primary sludge settling problems, resulting in reduced overtime and chemical consumption. 9 Plant personal have been more productive in housekeeping, resulting in safety award for plant staff. 9 Great sludge injection year, staff doubled the lbs. of solids injected from the previous year, due to better operation of ponds, and better operation of the sludge injection as a whole. 9 Reduced the cost to treat by (24) cents per thousand gallons of influent from previous year. MISSION Provide wastewater treatment and reclaim water that meets or exceeds all federal and state permit requirements, Minimize treatment cost per unit of treated wastewater, Maintain State Certified Laboratory Standards, Encourage use of reclaim water by Fairfield golf courses and contractors, Submit all required state and federal monitoring reports accurately and on time. PROGRAM DESCRIPTON The Wildcat Hill Wastewater Plant is a 6 million gallonper- day advanced treatment facility. This program is responsible for the day-to-day operation and maintenance, as well as the pumping of treated wastewater to the Fairfield golf courses and contractors. The plant operates a State-certified laboratory, which performs the majority of the required routine lab analysis. FY 07 NEW INITIATIVES ¾ ¾ Continue to encourage the use of reclaimed water. Promote a culture of pride in ownership of our facility. Exceed the expectations of our customers, by educating and being involved in public activities. 9 FY 06 ACCOMPLISHMENTS 9 Reintroduction of the Tickling Filters Solid Contact mode has reduced the Total Suspended Solids and Bio Chimical Oxygen Demand before the sand filters and early indications show a reduction of Nitrogen. PERFORMANCE MEASURES Council Priority/Goal: CUSTOMER SERVICE Goal: Exceed the expectations of our customers. Objective: Continue to provide services that meet or exceed all Federal, State and City requirements. CY 04 CY 05 CY 06 Measures: Actual Actual Estimate Gallons of influent treated (billions). 1.35 1.56 1.60 Gallons of septage treated (millions). 1.28 1.37 1.40 Gallons of reclaim water sold (millions). 447,347 102.7 450.0 Gallons of grease treated (thousands). 269,940 354,400 350,000 Gallons of interceptor sludge (thousands). 49,550 60,500 60,000 Dry metric tons of solids/sludge injected. 559.74 1,014.14 1,020 Annual Financial Plan 229 CY 07 Proposed 1.65 1.45 455.0 360,000 65,000 1,025 City of Flagstaff UTILITIES DIVISION 53 WILDCAT WASTEWATER TREATMENT PLANT Council Priority/Goal: FISCAL HEALTH Goal: Maintain financial responsibility that meets or exceeds the City of Flagstaff expectations. Objective: Maintain cost per thousand to treat. CY 04 CY 05 CY 06 Measures: Actual Actual Estimate Cost per thousand to treat (influent). $ 1.20 avg. $ 0.96 avg. $ 1.05 avg. CY 07 Proposed $ 1.10 avg Council Priority/Goal: PUBLIC SAFETY Goal: Develop and maintain public security. Objective: Continue to provide the best quality effluent by meeting or exceeding all requirements. CY 04 CY 05 CY 06 Measures: Actual Actual Estimate Number of NPDES permit violations (within plant design) 0 1 0 Number of NPDES permit violations(beyond plant capabilities) 1 2 0 CY 07 Proposed 0 0 Council Priority/Goal: PLANNING FOR GROWTH Goal: Promote the use of reclaim water. Objective: Increase the number of customers using reclaim water. CY 04 Measures: Actual Number of new reuse permits administered. 45 CY 05 Actual 14 CY 06 Estimate 20 CY 07 Proposed 20 Council Priority/Goal: QUALITY OF LIFE Goal: Provide a good quality of life for our customers, neighbors, and employees. Objective: Reduce the number of complaints and injuries. CY 04 CY 05 Measures: Actual Actual Number of complaints /odors ect. 0 1 Number of on the job lost time due to accidents / injuries. 0 0 CY 06 Estimate 0 0 CY 07 Proposed 0 0 Annual Financial Plan 230 City of Flagstaff UTILITIES DIVISION 53 WILDCAT WASTEWATER TREATMENT PLANT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 643,119 505,189 295,556 26,716 $ 1,470,580 Adopted Budget 2005-2006 $ 840,878 525,244 300,859 7,900 $ 1,674,881 Estimated Expenditures 2005-2006 $ 650,766 589,813 256,996 $ 1,497,575 Proposed Budget 2006-2007 $ 838,305 540,208 333,552 $ 1,712,065 Budget-Budget Variance $ (2,573) 14,964 32,693 (7,900) $ 37,184 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION WC-PLANT OPERATIONS WC-PLANT MAINTENANCE WC-LAB-PROC CNTRL-MONITOR WC-SEPTAGE WC-WH RIO MAINTENANCE WC-DRYING BEDS OPERATIONS WC-SLUDGE INJECTION DISASTER RECOVERY TOTAL $ 110,531 535,685 633,628 101,639 20,262 5,555 61,952 1,328 1,470,580 $ 260,357 516,922 641,241 145,702 27,579 6,112 1,750 75,218 1,674,881 $ 133,538 522,105 646,329 105,681 12,150 4,683 2,764 70,325 1,497,575 $ 211,543 655,137 585,745 183,902 850 4,342 2,300 68,246 1,712,065 $ $ 1,712,065 1,712,065 $ (48,814) 138,215 (55,496) 38,200 (26,729) (1,770) 550 (6,972) 37,184 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Treatment Plant operating budget increased by 3% and there are no capital expenditures resulting in an overall increase of 2%. Personal Services decrease is due to employee turnover and rehire pay level. Contractuals increase is due to utilities. Commodities increase is due to chemicals, safety supplies and machinery & equipment parts. One-time items in the division is a $15,000 replacement of existing fibergall grating around the chlorine contact basins. Annual Financial Plan 231 City of Flagstaff UTILITIES DIVISION 54 WASTEWATER COLLECTION 9 Using the most efficient work practices to date our preventative maintenace program has reduced the number of sewer main line bockages by 25%. 9 Continued to update our water and sewer atlas, our CMMS (Computer Maintenance management System) and the GIS system, giving our city staff the most up to date information when planning, designing and dealing with scheduled and emergency repair projects. MISSION The mission of the Utilities Department/ Wastewater Collection Division is to professionally and cost effectively provide water services that meet the present and future environmental, health and safety needs of the community and our co-workers. PROGRAM DESCRIPTION The Wastewater Collection system operators safely and efficiently operate, maintain and repair all wastewater collection and reclaim distribution mains and manholes. Eliminating or reducing health hazards, system failures, customer complaints and property damage throughout our community. FY 07 NEW INITIATIVES ¾ ¾ FY 06 ACCOMPLISHMENTS ¾ 9 Worked with public and private engineers, contractors and customers, coordinating a wide variety of public and private development projects including: The Butler Ave waterline, Empire Ave Extension, Sunnyside Phase III A and the 4th St. Railroad Crossing Phase II. Continued improvement of our skill base pay system, developing and adding new skill blocks and the associated training criteria to develop a more efficient and multi-skilled workforce. A mainline chemical root control project that will double the number of feet of sewer lines that we currently treat. Continue to implement and update our CMMS (Computer Maintenance Management System) Improving the efficiency and effectiveness of our field crews. PERFORMANCE MEASURES Council Priority/Goal: CUSTOMER SERVICE Goal: Exceed customer service expectations. Objective: Elminate or reduce health hazards, system failures, customer complaints and property damage. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Number of main line blockages 45 34 30 30 Council Priority/Goal: FISCAL HEALTH Goal: Reduce accidents and maintain high safety standards. Objective: To communicate the importance of safety and loss control through our safety programs. CY 04 CY 05 CY 06 Measures: Actual Actual Estimate Number of loss time accidents. 1 0 0 CY 07 Proposed 0 Council Priority/Goal: PLANNING AND GROWTH Goal: Encourage the use of reclaim water throughout the community. Objective: To expand our reclaim distribution system by installing distribution mains, services and fire hydrants. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Number of miles of reclaim waterlines 14.7 15.7 16.5 17.5 Annual Financial Plan 232 City of Flagstaff UTILITIES DIVISION 54 WASTEWATER COLLECTION Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Continue to develop a multi-skilled work force through skill base pay. Objective: To develop a multi-skilled work force by developing and updating training criteria and crew rotation training schedules.To strengthen teamwork within the division. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Number of employees that have completed skill blocks and received additional pay for the new skills they have learned 3 5 7 8 and demonstrated an profciency in. EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 452,258 32,926 94,589 238,926 $ 818,699 Adopted Budget 2005-2006 $ 534,508 23,710 167,191 423,050 $ 1,148,459 Estimated Expenditures 2005-2006 $ 539,966 37,340 163,550 $ 740,856 Proposed Budget 2006-2007 $ 618,470 21,504 182,340 553,050 $ 1,375,364 Budget-Budget Variance $ 83,962 (2,206) 15,149 130,000 $ 226,905 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION SERVICE CONNECTIONS PREVENTIVE MAINTENANCE TV INSPECT & HYDRO-CLEAN CORRECTIVE MAINTENANCE RECLAIMED WATER LINE TOTAL $ 160,816 13,231 474,707 93,022 69,394 7,529 818,699 $ 190,296 13,102 546,406 316,512 69,782 12,361 1,148,459 $ 175,496 15,848 323,157 126,593 86,958 12,804 740,856 $ 211,918 15,494 679,836 377,686 76,715 13,715 1,375,364 $ $ 1,375,364 1,375,364 $ 21,622 2,392 133,430 61,174 6,933 1,354 226,905 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Collection operating budget has increased 13% and capital expenditures total $553,050 for a net increase of 20%. Personal Services increases are due to a 9% pay plan adjustment and increases in ASRS, health insurance, and dental insurance. Contractuals decrease is due increased charge outs to other departments. Commodities increase is due to materials and supplies for street and highway repairs along with gas and oil increases. Major capital (>$10,000) includes $520,000 for 2 hydro-vac vehicles. Annual Financial Plan 233 City of Flagstaff UTILITIES DIVISION 55 WASTEWATER MONITORING 9 Joy Cone and Nestle Purina were issued new discharge permits in as a result of the expiration of their prior permits. 9 Assisted permitted industries in updating their slug load plans. 9 Surcharge and mass loading fees are now being calculated monthly instead of annually. The industries have expressed their satisfaction with this new process as it enables them to make any necessary process and pretreatment corrections as soon as possible. 9 The City of Flagstaff Industrial Waste Division conducted two sampling training seminars. One was for industry personnel only. The other was at TriState for industry and pretreatment purveyors. MISSION The mission of the Utilities Department is to professionally and cost effectively provide water and wastewater services that meet the present and future environmental, health, and safety needs of the community and our co-workers. We are committed to a goal of 100% customer satisfaction. This will be achieved by a dedication to exceed customer expectations by continuously improving our operations. We value our co-workers and strive to maintain high motivation by providing an environment that encourages improvement and teamwork. PROGRAM DESCRIPTION This division provides monitoring, permitting, and reporting of industrial and commercial wastewater discharges into the City sewer system to assure compliance with Local, State and Federal mandated pretreatment regulations and to prevent upset at the City’s wastewater treatment plants. Other activities include administration of the City’s cross-connection control program, wastewater monitoring, and seepage control. FY 07 NEW INITIATIVES ¾ ¾ Perform additional sampling as recommended by Malcolm Pirnie on both Wastewater Treatment Plants and Industries for BOD and TSS quarterly. Perform additional sampling for Copper on drinking water samples during wastewater sampling events at Industries Wastewater Treatment Plants to build a database for these analyzes in preparation for the next Local Limit Study as recommended by Malcolm Pirnie. FY 06 ACCOMPLISHMENTS 9 Worked with Malcolm Pirnie on a Local Limit Study. Results of this study will be available in July 2006. PERFORMANCE MEASURES Council Priority/Goal: PUBLIC SAFETY Goal: Protect water supply from possible cross-connections. Objective: Inspect all businesses connected to City of Flagstaff water system for potential cross-connections. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Number of businesses inspected for potential cross 1,237 1,387 1,400 1,400 connections. Percent of backflow devices that failed. 10% 2-6% 6% 5% Number of backflow devices tests logged. 1,561 1,874 1,900 1,950 Annual Financial Plan 234 City of Flagstaff UTILITIES DIVISION 55 WASTEWATER MONITORING Council Priority/Goal: COLLABORATION Goal: Inspect all businesses and industries that have connections to the City of Flagstaff collection system. Objective: Inspect all businesses and industries for pretreatment options and educate them on pollution prevention techniques. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Number of pretreatment businesses inspected. 1,237 1,387 1,400 1,400 Number of compliance samples analyzed. 4,222 10,245 3,020 3,020 Council Priority/Goal: CUSTOMER SERVICE Goal: Provide informational responses to our internal and external customers. Objective: Communicate with customers as efficiently and effectively to answer their questions, CY 04 CY 05 CY 06 Measures: Actual Actual Estimate Contacts through calls, letters, & e-mails to customers. 3,350 4,236 4,400 PERFORMANCE INDICATORS 1,200 1,462 8,918 1,000 10% 1,237 1,561 4,222 1,237 10% CY05 EST. 1,300 1,600 4,000 1,300 10% CY03 Number of businesses inspected for potential cross connection Number of backflow device tests logged Number of compliance samples analyzed Number of pre-treatment business inspections Percent of failed back flow tests CY 07 Proposed 4,450 CY04 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 197,944 52,589 15,406 7,320 $ 273,259 Adopted Budget 2005-2006 $ 204,516 252,548 15,457 $ 472,521 Estimated Expenditures 2005-2006 $ 207,590 182,564 15,457 $ 405,611 Proposed Budget 2006-2007 $ 217,616 95,081 19,457 $ 332,154 Budget-Budget Variance $ 13,100 (157,467) 4,000 $ (140,367) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION NPDES MONITORING INDUSTRIAL WASTE MONITOR HAZARDOUS WASTE BACKFLOW X CONN. CONTROL TOTAL $ 107,306 46,606 77,750 4,295 37,302 273,259 $ 299,812 53,899 86,037 4,339 28,434 472,521 $ 220,928 53,899 86,037 4,339 40,408 405,611 $ 150,548 42,040 124,748 14,818 332,154 $ $ 332,154 332,154 $ (149,264) (11,859) 38,711 (4,339) (13,616) (140,367) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Monitoring operating budget has decreased 30% and there are no capital expenditures. Personal Services increases are due to a .50 FTE staffing addition for an Administrative Assistant. In addition, there is a 9% pay plan adjustment and increases in ASRS, health insurance, and dental insurance. Contractuals decrease is related to prior year one-time expenditure. Commodities increase is due to one-time computer and office equipment for new personnel. Annual Financial Plan 235 City of Flagstaff UTILITIES DIVISION 56 RIO DE FLAG RECLAIM PLANT is also responsible for pumping the water into the citywide distribution system and maintaining the reclaim water storage facilities at Buffalo Park. MISSION To provide wastewater reclamation that exceeds all federal, state and reuse requirements in a safe and costeffective manner. To submit all required regulatory reports on time without exception. To promote the use of reclaim water for all approved uses throughout the City of Flagstaff and vacinity. To educate the public on issues related to water reclamation, water conservation, and sustainable use. FY 06 ACCOMPLISHMENTS 9 The Rio de Flag WRP has provided reclaimed water to SCA Tissue for the past 12 months, and is now able to treat the discharge flow from SCA. 9 Provided 319 Million Gallons of reclaimed water for beneficial reuse during calendar year 2005. 9 Consistently produced final effluent that met all state and federal permit requirements. PROGRAM DESCRIPTION The Rio de Flag Water Reclamation Facility processes wastewater flow from the western half of the city and reclaims water for a variety of non-potable uses. Landscape irrigation is the principal use of reclaim water but water is also used for non-potable commercial and industrial uses. Excess reclaim water is released to the Rio de Flag wash for riparian enhancement. This semiautomated treatment facility uses advanced technology to produce non-potable water that is rated as Grade A+ by the state of Arizona. The program monitors product water quality as well as downstream water quality. Staff FY 07 NEW INITIATIVES ¾ Implement cost-effective asset management practices to minimize the life-cycle cost of this facility. PERFORMANCE MEASURES Council Priority/Goal: PUBLIC SAFETY Goal: Provide wastewater treatment that meets or exceeds criteria for Federal, State & Water Reuse Permits Objective: Production and distrubution of reclaimed water that is safe for its intended use. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Number of Permit Violations 0 0 0 0 Council Priority/Goal: PLANNING FOR GROWTH Goal: Promote and encourage use of reclaimed water through education and PR programs. Schedule tours and provide information in a timely manner. Objective: Promote the use of reclaimed water where appropriate, there by off setting the demands for potable water. CY 04 CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Proposed Gallons of reclaimed water produced (millions) 693 745 755 755 Gallons of reclaimed water reused (millions) 305 319 330 340 Annual Financial Plan 236 City of Flagstaff UTILITIES DIVISION 56 RIO DE FLAG RECLAIM PLANT Council Priority/Goal: FISCAL HEALTH Goal: Maintain operations, maintenance and lab budgets within the projected amounts. Objective: Control our costs while maintaining service levels at existing levels CY 04 CY 05 Measures: Actual Actual Cost/thousand gallons of reclaimed water produced $1.09 CY 06 Estimate $1.15 CY 07 Proposed $1.20 Council Priority/Goal: QUALITY OF LIFE Goal: Respond to complaints within 24 hours. Objective: Minimize complaints resulting from the operation of the Rio de Flag WRP. CY 04 CY 05 Measures: Actual Actual Number of complaints (odors, etc.) 0 0 CY 06 Estimate 0 CY 07 Proposed 0 EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 298,475 469,724 91,351 $ 859,550 Adopted Budget 2005-2006 $ 276,083 535,526 118,450 $ 930,059 Estimated Expenditures 2005-2006 $ 341,144 514,320 117,441 $ 972,905 Proposed Budget 2006-2007 $ 284,822 464,565 121,420 25,500 $ 896,307 Budget-Budget Variance $ 8,739 (70,961) 2,970 25,500 $ (33,752) $ $ $ $ 16,137 111,842 24,514 (76,345) (109,900) $ (33,752) EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION $ PLANT OPERATIONS PLANT MAINTENANCE LAB-PROCESS CONTROL-MONITOR RECLAIMED CONNECTIONS DIS RECOVERY RIO TOTAL $ 65,890 466,093 125,021 84,049 117,341 1,156 859,550 $ 54,782 471,871 164,861 128,645 109,900 930,059 $ 138,352 448,541 165,038 97,548 109,900 13,526 972,905 $ 70,919 583,713 189,375 52,300 896,307 $ $ 896,307 896,307 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Rio de Flag Treatment Plant operating budget decreased by 6% and capital expenditures total $25,500 resulting in an overall net decrease of 4%. Personal Services increase is due to a 9% pay plan adjustment and increases in ASRS, health insurance, and dental insurance. Contractuals decrease is due to Rebates-Reclaimed H20 Connections being moved to Div 58. Commodities increase are due to miscellaneous computer equipment, office equipment and chemicals. One-time expenditures for this division are $996 for Emergency Response Drill (Rio), $1,250 purchase of 2 monitors for SCADA system, $26,500 for costs involved with anticipated rate increase, and $12,500 for purchase of Anthracite Coal for Dual Media Filters. Major capital (>$10,000) includes $25,500 Submersible Propeller Pump. Annual Financial Plan 237 City of Flagstaff Annual Financial Plan 238 City of Flagstaff NON-DEPARTMENTAL Non-Departmental accounts for all divisions which are not under the direct supervision of a department head or whose operations are contractual in nature. These include: The mission of the Council and Commission Division of the City of Flagstaff is to enhance the quality of life of its citizens while supporting the values of its community. The Contributions to Other Agencies Division accounts for contractual agreements with outside agencies that provide services to Flagstaff’s citizens. The City is a major contributor to United Way, arts and cultural agencies whose activities benefit the citizens of Flagstaff, and other Alliance partnerships. The Non-Departmental Division accounts for all expenditures that are not specifically allocable to individual divisions or programs, e.g. property and liability insurance, unemployment insurance, audit fees, and capital equipment that benefit various departments (mainframe computer). Costs of this division are allocated to the respective departments based on a cost-allocation formulation. The Firemen’s Pension Division accounts for the distribution of retirement benefits to beneficiaries covered under the Volunteer Firemen’s Pension Trust Fund. Volunteer firefighters who are vested after 25 years and upon reaching retirement age or disabled receive a pension based on past volunteer service. The Economic Development Division is responsible for the administration of economic development programs. The City contracts these services. Activities include development and implementation of strategies to recruit new basic sector employers to the community, retention and expansion of existing basic sector employers, and the promotion of the Flagstaff area as an excellent location for business relocation. Economic development is funded by the BBB tax. The Transit Division collects the portion of the transportation tax that is earmarked for Transit activities. Coconino County administers the Transit program per the Intergovernmental Agreement (IGA) between the City and the County. Annual Financial Plan 239 City of Flagstaff NON-DEPARTMENTAL DIVISION 63 COUNCIL AND COMMISION City Council enacts local legislation, assesses community needs; sets the tax rate; determines and develops policies for the City Manager to implement and adopts budgets. The Council appoints the City Manager, City Attorney, Court Magistrates and individuals to various boards, commissions, and committees. MISSION The mission of the City of Flagstaff is to enhance the quality of life of its citizens while supporting the values of its community. PROGRAM DESCRIPTION This division is the legislative branch of the City of Flagstaff’s Council-Manager form of Government. The EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 116,114 80,451 30,592 $ 227,157 Adopted Budget 2005-2006 $ 117,034 82,852 33,905 $ 233,791 Estimated Expenditures 2005-2006 $ 116,930 77,827 31,095 $ 225,852 Proposed Budget 2006-2007 $ 171,592 94,915 37,330 $ 303,837 Budget-Budget Variance $ 54,558 12,063 3,425 $ 70,046 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION BOARDS AND COMMISSIONS TOTAL $ 223,405 3,752 227,157 $ 229,881 3,910 233,791 $ 221,392 4,460 225,852 $ 299,277 4,560 303,837 $ 69,396 650 70,046 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 173,289 12,119 38,622 41,071 2,022 7,695 29,019 303,837 COMMENTARY: The Council and Commissions operating budget has increased 30% are there are no capital expenditures. Personal Services increases are due to 3 council members receiving scheduled increases as designated for the 2006 election. Contractual increases reflect costs associated with travel ($6,000) and registration ($1,500) as well as membership costs ($3,171). Commodities reflect a slight increase in gas and oil ($528) as well as promotional materials ($1,057). Annual Financial Plan 240 City of Flagstaff NON-DEPARTMENTAL DIVISION 64 CONTRIBUTIONS TO OTHER AGENCIES PROGRAM DESCRIPTION FY 07 NEW INITIATIVES This division accounts for contractual agreements with outside agencies that provide services to Flagstaff’s citizens. The City is a major contributor to United Way, arts and cultural agencies whose activities benefit the citizens of Flagstaff, and other Alliance partnerships. ¾ Maintained or increased funding to agencies through prolonged period of fiscal restraint. EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 710,336 $ 710,336 Adopted Budget 2005-2006 $ 787,053 $ 787,053 Estimated Expenditures 2005-2006 $ 747,064 $ 747,064 Proposed Budget 2006-2007 $ 966,190 $ 966,190 Budget-Budget Variance $ 179,137 $ 179,137 $ $ $ $ $ EXPENDITURES BY PROGRAM: HEALTH & SOC SERVICES OTHER CONTRIBUTIONS TOTAL $ 311,264 399,072 710,336 $ 311,264 475,789 787,053 $ 311,264 435,800 747,064 $ 342,390 623,800 966,190 $ $ 966,190 966,190 $ 31,126 148,011 179,137 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Contributions to Others operating budget has increased 23% and there are no capital expenditures. Contributions are as follows: United Way $342,390; Greater Flagstaff Forest Partnership $20,000; High Altitude Sports Training $30,000; FACTS $354,000; Weed & Seed $7,000; Youth Coalition $25,000; Emergency Housing $25,000; NACOG Rural Transportation $4,300, Intake Triage $100,000, Cardinals $55,000, and File of Life $3,500 (1X). Annual Financial Plan 241 City of Flagstaff NON-DEPARTMENTAL DIVISION 66 NON-DEPARTMENTAL various departments (mainframe computer). Costs of this division are allocated to the respective departments based on a cost-allocation formulation. PROGRAM DESCRIPTION This division accounts for all expenditures that are not specifically allocable to individual divisions or programs, e.g. property and liability insurance, unemployment insurance, audit fees, and capital equipment that benefit EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 70,029 1,518,700 456,606 265,674 $ 2,311,009 Adopted Budget 2005-2006 $ 79,020 2,474,350 1,019,000 2,105,053 $ 5,677,423 Estimated Expenditures 2005-2006 $ 71,002 1,637,568 315,818 10,720 $ 2,035,108 Proposed Budget 2006-2007 $ 75,828 3,027,500 2,004,529 3,281,053 $ 8,388,910 Budget-Budget Variance $ (3,192) 553,150 985,529 1,176,000 $ 2,711,487 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION EMPLOYEE BENEFITS INSURANCE CONSULTANTS COPY CENTER REDEVELOPMENT GRANT PASS THRU'S DOWNTOWN REDEVELOPMENT APSES APS TRAINING ROOM TOTAL $ 900,922 980,471 279,640 7,159 123,636 14,788 4,038 355 2,311,009 $ 1,281,350 49,000 915,500 518,000 16,520 798,000 2,099,053 5,677,423 $ 593,930 45,378 915,500 337,500 9,800 133,000 2,035,108 $ 2,767,254 69,000 915,500 432,000 61,103 4,144,053 8,388,910 $ 1,485,904 20,000 (86,000) 44,583 3,346,053 (2,099,053) 2,711,487 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 7,455,562 71,577 211,854 346,049 26,012 89,021 188,835 8,388,910 COMMENTARY: The Non-Departmental operating budget has increased 43% and capital expenditures total $3,281,053 resulting in an overall net increase of 48%. Personal Services decreases are due to a slight decrease in the charge out rate. Contractual increases are due to funding events, telecom, housing commission and the BBB task force. Commodities increases are related to information services expenditures that have been carried over into FY2007, and new sales tax software ($500,000). Major capital (>$10,000) includes a network color copier ($60,000) and redevelopment ($3,221,053). Annual Financial Plan 242 City of Flagstaff NON-DEPARTMENTAL DIVISION 68 FIREMEN’S PENSION retirement age or disabled receive a pension based on past volunteer service. PROGRAM DESCRIPTION This division accounts for the distribution of retirement benefits to beneficiaries covered under the Volunteer Firemen’s Pension Trust Fund. Volunteer firefighters who are vested after 25 years and upon reaching EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 7,200 $ 7,200 Adopted Budget 2005-2006 $ 14,400 $ 14,400 Estimated Expenditures 2005-2006 $ 7,200 $ 7,200 Proposed Budget 2006-2007 $ 14,400 $ 14,400 Budget-Budget Variance $ $ - $ $ $ $ $ $ $ $ 14,400 14,400 $ $ $ $ 14,400 14,400 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TOTAL 7,200 7,200 14,400 14,400 7,200 7,200 - SOURCE OF FUNDING: FIREMEN'S PENSION FUND COMMENTARY: The Firemen's Pension operating budget increased by 0%. Annual Financial Plan 243 City of Flagstaff NON-DEPARTMENTAL DIVISION 78 ECONOMIC DEVELOPMENT existing basic sector employers, and the promotion of the Flagstaff area as an excellent location for business relocation. Economic development is funded by the BBB tax. PROGRAM DESCRIPTION This division, responsible for the administration of Economic Development programs, is a contracted service. Activities include development and implementation of strategies to recruit new basic sector employers to the community, retention and expansion of EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 405,624 $ 405,624 Adopted Budget 2005-2006 $ 474,400 $ 474,400 Estimated Expenditures 2005-2006 $ 414,400 $ 414,400 Proposed Budget 2006-2007 $ 621,400 $ 621,400 Budget-Budget Variance $ 147,000 $ 147,000 $ $ $ $ $ 5,000 214,000 (50,000) $ 147,000 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION INCUBATOR PROGRAM CONTRIBUTIONS TELECOM PARTNERSHIP TRAINING TOTAL $ 380,008 4,400 21,216 405,624 $ 398,000 4,400 50,000 22,000 474,400 $ 398,000 4,400 12,000 414,400 $ 403,000 214,000 4,400 621,400 $ $ 621,400 621,400 SOURCE OF FUNDING: ECONOMIC DEVELOPMENT FUND COMMENTARY: The Economic Development operating budget has increased 31% and there are no capital expenditures. Contractual increases are due to additional funding to GFEC totalling ($403,000) and the Incubator program ($214,000). Annual Financial Plan 244 City of Flagstaff NON-DEPARTMENTAL DIVISION 97 TRANSIT administers the Transit program per the Intergovernmental Agreement (IGA) between the City and the County. PROGRAM DESCRIPTION This division collects the portion of the transportation tax that is earmarked for Transit activities. Coconino County EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2004-2005 $ 1,864,004 $ 1,864,004 Adopted Budget 2005-2006 $ 2,630,156 $ 2,630,156 Estimated Expenditures 2005-2006 $ 3,250,000 $ 3,250,000 Proposed Budget 2006-2007 $ 2,762,433 $ 2,762,433 Budget-Budget Variance $ 132,277 $ 132,277 $ $ $ $ $ $ $ $ 2,762,433 2,762,433 $ $ $ $ 2,762,433 2,762,433 EXPENDITURES BY PROGRAM: TRANSIT TOTAL 1,864,004 1,864,004 2,630,156 2,630,156 3,250,000 3,250,000 132,277 132,277 SOURCE OF FUNDING: TRANSPORTATION FUND COMMENTARY: The Transit budget has increased by 5% this fiscal year. This is due to increased costs including but not limited to liability insurance, rents and employee benefits. The City contracts with the County to run the Transit System. We contribute monthly based on the appropriated budget. Annual Financial Plan 245 City of Flagstaff Annual Financial Plan 246 City of Flagstaff In May 2004 voters approved 10 bond projects totaling $155.2 million. These projects will be phased in over a 10-year period and budgeted on a cash flow basis. CAPITAL IMPROVEMENTS FY 2007 CAPITAL IMPROVEMENT PROGRAM Expenditure totals may be shown as inflated or noninflated costs depending on whether the scope of work or funding amount is the determining factor. The Capital Improvement Program (CIP) for FY 2007 represents a $108.5 million investment of public funds in infrastructure and public facilities. The project mix has changed from prior years to 47% of the funding being provided on the pay-as-you-go basis versus 46.6% in FY 2006. The major projects in this year’s budget are East Flag Gateway, Fire Stations, Rio De Flag project, Aquatic/Multi Gen Center, Business Incubator, and Wildcat Plant Upgrades. This year’s capital improvement program is funded 41.3% through debt financing including the Water and Wastewater projects, Aquatic/Multi Gen Center and Fire Stations authorized by voters in May 2004. The grant funding of 11.7% is primarily for airport expansion, beautification, and streets. The Five-Year Capital Improvement Plan (multi-year, long-range study of construction and/or acquisition of high cost items with an extended useful life) is prepared separately from the Annual Budget and Financial Plan. The latest version of this plan can be found on the city website under Finance and Budget. The following pages provided listing of the Capital Improvement projects along with a map to show the location of the improvements. The City Geographic Information System program provided the maps. Funded projects in the five-year Capital Improvement Program fall into the following eight broad categories: General Government Streets / Transportation BBB Water Wastewater Airport Environmental Services Stormwater Utility 24.8% 15.6% 13.3% 15.7% 13.8% 8.8% 0.8% 7.2% 100.0% $ $ Sources of funding are categorized in three categories as shown below: Pay-As-You-Go Debt Grants 26,889,422 16,884,933 14,447,260 17,059,175 14,924,203 9,570,010 848,089 7,835,899 108,458,991 47.0% 41.3% 11.7% 100.0% PROGRAM CATEGORIES Airport 8.8% Environmental Environmental Services Services 0.8% 0.8% Stormwater Utility 7.2% $ $ 51,011,236 44,747,569 12,700,186 108,458,991 SOURCES OF FUNDING General Government 24.8% Pay-As-You-Go 47.0% Wastewater 13.8% Wastewater 13.8% Water Water 15.7% 15.7% Annual Financial Plan BBB 13.3% Streets / Transportation 15.6% Grants 11.7% 247 Debt 41.3% City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2006-2007 GENERAL GOVERNMENT APPROPRIATIONS 1 2 3 4 5 6 7 DIV 24 24 24 24 24 24 66 CARRYOVER FY 2006 3,118,030 55,172 1,403,453 PROJECT FIRE STATIONS AQUATIC/MULTI GEN CENTER FUTS/OPEN SPACE LAND ACQ USGS OFFICE/LAB BUILDING BUSINESS INCUBATOR ADULT CENTER RENOVATION REDEVELOPMENT LAND ACQUISITION TOTAL GENERAL GOVERNMENT 2,095,053 $ 6,671,708 BUDGET FY 2007 8,985,654 7,856,295 1,422,321 1,000,680 3,364,919 1,038,500 3,221,053 $ 26,889,422 SOURCES OF FUNDING 1 2 3 4 5 6 7 DIV 24 24 24 24 24 24 66 GENERAL FUND PROJECT FIRE STATIONS MULTI GEN CENTER FUTS/OPEN SPACE LAND ACQ USGS OFFICE/LAB BUILDING BUSINESS INCUBATOR ADULT CENTER RENOVATION REDEVELOPMENT LAND ACQUITISION TOTAL GENERAL GOVERNMENT Annual Financial Plan $ 248 - BONDS 8,985,654 7,856,295 1,422,321 1,000,680 3,364,919 22,629,869 OTHER 1,038,500 3,221,053 4,259,553 TOTAL 8,985,654 7,856,295 1,422,321 1,000,680 3,364,919 1,038,500 3,221,053 26,889,422 City of Flagstaff ROU TE 66 " IN T GE ER #6 - 24 ADULT CENTER RENOVATION #1 - 24 FIRE STATIONS 89 A " MILTON RD JO LONE TREE RD CE D FOREST AVE INCUBATOR " #5 - 24 " BUSINESS #4 - 24 USGS OFFICE/LAB BUILDING AR AV E " " #1 - 24 FIRE STATIONS FOURTH ST AVE IN E AT ST R R LD TE A RI ST DU LOCKETT RD BU ER TL " #2 - 24 ACQUATIC/MULTI GEN CENTER #7 - 66 REDEVELOPMENT LAND ACQUISITION (DOWNTOWN) " #1 - 24 FIRE STATIONS 40 NT RO UTE 6 6 Number 3 7 D City of Flagstaff 1 inch equals 6,500 feet City Limits ° Local Road; Private Right of Way; Ramp; Forest Service; NAU Primary Road; Primary/Major Hwy; Secondary/Minor Hwy Interstate Legend Division Name 24 FUTS/OPEN SPACE LAND ACQ 66 REDEVELOPMENT LAND ACQUISITION ADDITIONAL CITY WID E PROJECTS - UNM APPED ENT IN R AL D " EMPIRE AVE #1 - 24 FIRE STATIONS Y CLUB COUNTR DR STATE ROU T E W ST A TE 17 YR N AR H EM PO 249 B LV D 180 L ND A WOO DLABLVSD V I L L LA K EL IN Annual Financial Plan RD CO 9 WA Y8 HI GH Y WA GH LE Y FORT VAL W HI GENERA L GOVERNM EN T PRO JECTS CAPITAL IM PR OVEM ENT PROGRAM FY 2006-2007 SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2006-2007 STREETS/TRANSPORTATION APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 DIV 33 33 33 33 33 33 33 33 33 35 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 PROJECT CUMMINGS STREET RAILHEAD 4TH LEG AT 89N RESERVE FOR IMPROVEMENTS SIDEWALK REPLACEMENT PROG STREET IMP PROGRAM SUNNYSIDE PH.4 TRAFFIC SIGNAL MODIFICA RT 66 BUS PULLOUTS SOUTHSIDE TRAFFICE IMPROVEMENTS FOURTH ST RAIL CROSSING MISC SAFE TO SCHOOL PROJ MISC BIKE/PED COUNTRY CLUB DRIVE TRANS. PLANNING & PROG. HUNTINGTON DR IMPROVEMENT EAST FLAGSTAFF GATEWAY BEULAH BLVD EXTENSIONS DNTN RAIL CROSSING MODIF RESERVE FOR IMPROVEMENTS LAKE MARY RD/FH 3 BUTLER/FOURTH ST SIGNAL I-40/FOURTH STREET TI PLANNING STUDIES COMMERCE AVE PAVING PRESTON RD PAVING INDUSTRIAL DR/FANNING WAS BUTLER AVE WIDENING BRANDEN & GABEL PAVING WEST/SIXTH INTERSECTION INDUSTRIAL: FANNING TO EA TOTAL STREETS AND TRANSPORTATION CARRYOVER FY 2006 82,932 282,878 409,507 4,960 2,840 121,810 348,839 26,000 35,171 665,888 6,099,464 63,175 45,795 165,637 50,000 274,702 95,559 393,113 368,633 $ 9,536,903 BUDGET FY 2007 82,932 557,348 50,000 15,000 1,915,724 1,439,282 100,000 137,510 300,000 2,840 160,496 409,271 70,000 145,175 1,548,188 6,100,000 554,000 662,785 25,000 45,795 237,807 50,000 274,702 95,559 470,064 552,570 49,662 106,291 726,932 16,884,933 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 DIV 33 33 33 33 33 33 33 33 33 35 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 PROJECT CUMMINGS STREET RAILHEAD 4TH LEG AT 89N RESERVE FOR IMPROVEMENTS SIDEWALK REPLACEMENT PROG STREET IMP PROGRAM SUNNYSIDE PH.4 TRAFFIC SIGNAL MODIFICA RT 66 BUS PULLOUTS SOUTHSIDE TRAFFIC IMPROVEMENTS FOURTH ST RAIL CROSSING MISC SAFE TO SCHOOL PROJ MISC BIKE/PED COUNTRY CLUB DRIVE TRANS. PLANNING & PROG. HUNTINGTON DR IMPROVEMENT EAST FLAGSTAFF GATEWAY BEULAH BLVD EXTENSIONS DNTN RAIL CROSSING MODIF RESERVE FOR IMPROVEMENTS LAKE MARY RD/FH 3 BUTLER/FOURTH ST SIGNAL I-40/FOURTH STREET TI PLANNING STUDIES COMMERCE AVE PAVING PRESTON RD PAVING INDUSTRIAL DR/FANNING WAS BUTLER AVE WIDENING BRANDEN & GABEL PAVING WEST/SIXTH INTERSECTION INDUSTRIAL: FANNING TO EA TOTAL STREETS AND TRANSPORTATION Annual Financial Plan HURF 82,932 557,348 50,000 15,000 1,715,724 1,439,282 100,000 TRANSPORTATION GRANTS BONDS OTHER 200,000 137,510 300,000 $ 4,260,286 250 2,840 160,496 409,271 70,000 145,175 1,548,188 554,000 662,785 25,000 45,795 237,807 50,000 274,702 95,559 470,064 552,570 49,662 106,291 726,932 6,387,137 6,100,000 137,510 - 6,100,000 TOTAL 82,932 557,348 50,000 15,000 1,915,724 1,439,282 100,000 137,510 300,000 2,840 160,496 409,271 70,000 145,175 1,548,188 6,100,000 554,000 662,785 25,000 45,795 237,807 50,000 274,702 95,559 470,064 552,570 49,662 106,291 726,932 16,884,933 City of Flagstaff ROU TE 66 HI 89 A STATE ROU T E #17 - 92 BEULAH BLVD EXTENSIONS W JO LONE TREE RD L EL " IN R TE E AT ST " " " " RI ST DU AL DR " " " " #8 - 33 RT 66 BUS PULLOUTS #13 - 92 COUNTRY CLUB DRIVE Number 3 4 5 7 11 12 14 18 19 Division 33 33 33 33 92 92 92 92 92 Name RESERVE FOR IMPROVEMENTS SIDEWALK REPLACEMENT PROG STREET IMP PROGRAM TRAFFIC SIGNAL MODIFICA MISC SAFE TO SCHOOL PROJ MISC BIKE/PED TRANS. PLANNING & PROG. DNTN RAIL CROSSING MODIF RESERVE FOR IMPROVEMENTS 1 inch equals 6,500 feet City Limits ° Local Road; Private Right of Way; Ramp; Forest Service; NAU Primary Road; Primary/Major Hwy; Secondary/Minor Hwy Interstate Legend ADDITIONAL CITY WIDE PROJECTS - UNMAPPED #21 - 92 BUTLER/FOURTH ST SIGNAL #23 - 92 COMMERCE AVE PAVING #16 - 92 EAST FLAGSTAFF GATEWAY EMPIRE AVE #24 - 92 PRESTON RD PAVING #22 - 92 I-40/FOURTH STREET TI PLANNING STUDIES " " " " #2 - 33 RAILHEAD 4TH LEG AT 89N #1 - 33 CUMMINGS STREET #26 - 92 BUTLER AVE WIDENING #15 - 92 HUNTINGTON DR IMPROVEMENT " H UN T #20 - 92 LAKE MARY RD/FH 3 40 R #6 - 33 SUNNSIDE #28 - 92 PH. 4 " WEST/SIXTH INTERSECTION" #29 - 92 INDUSTRIAL: FANNING TO EA #10 - 33 FOURTH ST RAIL CROSSING ST BEA V E RS S AN T FR A NC IS C O #27 - 92 BRANDEN & GABEL PAVING #9 - 33 SOUTHSIDE TRAFFIC IMPROVEMENTS YR N AR H EM W 251 LA K PO 180 B LV D 6 O IN UT G E TO 6 FOURTH ST Annual Financial Plan RD DR LE Y FORT VAL N IN 9 WA Y8 Y WA GH HI GH #25 - 92 INDUSTRIAL DR/FANNING WASH STREETS / TRANSPORTATION PROJECTS CAPITAL IMPROVEMENT PROGRAM FY 2006-2007 D City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2006-2007 BBB APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 DIV 74 74 74 74 74 74 74 75 75 75 75 75 75 75 75 75 75 75 75 85 91 PROJECT SPECIAL PROJECTS HISTORIC FACADES & SIGNS CITY GATEWAY SIGNS NEON CORRIDOR US 89 RAILHEAD TO SNOWFLK REDEVELOPMENT OPPORTUNITY E FLAG TI ADOT CORRIDOR SPECIAL PROJECTS SIGNAGE PROGRAM PRIVATE DEVELOPMENT MCMILLIAN MESA TRAILHEAD RIO N CRESENT TO OBS MESA FUTS FT VALLEY SECH-FREMT McMILLIAN MESA SYSTEM RT66-RIO N TO SAN FRAN SANTA FE-W VILLAGE-WALNUT SANTA FE W-WALNUT TO RIO RIO N. BLUE WILLOW TO 180 LIL A AZ TRAIL TO HEROLD VISITOR CENTER REPAIRS/REMODEL THORPE PARK TOTAL BBB CARRYOVER FY 2006 68,650 40,000 972,498 1,166,285 335,488 150,000 231,315 535,650 75,268 35,094 183,000 124,703 130,000 199,537 1,747,965 $ 5,995,453 BUDGET FY 2007 50,000 118,650 80,000 60,000 1,069,648 100,000 3,191,443 58,000 335,488 150,000 50,000 262,400 538,851 78,877 596,439 910,743 1,410,142 353,019 24,878 199,537 4,809,145 14,447,260 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 DIV 74 74 74 74 74 74 74 75 75 75 75 75 75 75 75 75 75 75 75 85 91 PROJECT SPECIAL PROJECTS HISTORIC FACADES & SIGNS CITY GATEWAY SIGNS NEON CORRIDOR US 89 RAILHEAD TO SNOWFLK REDEVELOPMENT OPPORTUNITY E FLAG TI ADOT CORRIDOR SPECIAL PROJECTS SIGNAGE PROGRAM PRIVATE DEVELOPMENT MCMILLIAN MESA TRAILHEAD RIO N CRESENT TO OBS MESA FUTS FT VALLEY SECH-FREMT McMILLIAN MESA SYSTEM RT66-RIO N TO SAN FRAN SANTA FE-W VILLAGE-WALNUT SANTA FE W-WALNUT TO RIO RIO N BLUE WILLOW TO 180 LIL A AZ TRAIL TO HEROLD VISITOR CENTER REPAIRS/REMODEL THORPE PARK TOTAL BBB Annual Financial Plan BBB 50,000 118,650 80,000 60,000 444,648 100,000 320,443 58,000 167,744 50,000 262,400 538,851 78,877 96,439 310,743 685,142 353,019 24,878 199,537 $ 3,999,371 252 TRANSPORTATION GRANTS 125,000 500,000 316,000 2,555,000 OTHER 167,744 150,000 500,000 600,000 225,000 500,000 234,000 $ 1,650,000 550,000 $ 4,772,744 4,025,145 $ 4,025,145 TOTAL 50,000 118,650 80,000 60,000 1,069,648 100,000 3,191,443 58,000 335,488 150,000 50,000 262,400 538,851 78,877 596,439 910,743 1,410,142 353,019 24,878 199,537 4,809,145 14,447,260 City of Flagstaff ROU TE 66 " IN T GE ER MILTON RD " FOREST AVE JO 66-RIO N TO SAN FRAN " " #15 - 75 RT T #11 - 75 MCMILLAN MESA TRAILHEAD " #14 75 MCMILLAN MESA SYSTEM #20 - 85 VISITOR CENTER REPAIRS/REMODEL #3 - 74 CITY GATEWAY SIGNS D #3 - 74 CITY GATEWAY " SIGNS #3 - 74 CITY GATEWAY SIGNS " #17 - 75 SANTA FE W-WALNUT TO RIO " #21 - 91 THORPE PARK #12 - 75 RIO " N CRESENT TO OBS MESA #16 - 75 " SANTA FE-W VILLAGE-WALNUT E 89 A " SECH-FREMT LONE TREE RD BU ER TL FOURTH ST #19 - 75 LIL A AZ TRAIL TO HEROLD H UN 66 TE RO U DR N IN G TO #3 - 74 CITY " GATEWAY SIGNS #18 - 75 RIO N BLUE " #13 - 75 FUTS WILLOW TO 180 FT VALLEY AVE IN E AT ST R R LD TE A RI ST DU 40 #7 - 74 E FLAG TI ADOT CORRIDOR " RO UTE 6 6 #3 - 74 CITY GATEWAY SIGNS #3 - 74 CITY GATEWAY " SIGNS EMPIRE AVE " Number 1 2 4 6 8 9 10 Division 74 74 74 74 75 75 75 Name SPECIAL PROJECTS HISTORIC FACADES & SIGNS NEON CORRIDOR REDEVELOPMENT OPPORTUNITY SPECIAL PROJECTS SIGNAGE PROGRAM PRIVATE DEVELOPMENT City of Flagstaff 1 inch equals 6,500 feet City Limits ° Local Road; Private Right of Way; Ramp; Forest Service; NAU Primary Road; Primary/Major Hwy; Secondary/Minor Hwy Interstate Legend ADDITIONAL CITY WID E PROJECTS - UNM APPED ENT IN R AL D " #5 - 74 US 89 RAILHEAD TO SNOWFLK Y CLUB COUNTR DR STATE ROU T W ST A TE 17 YR N AR H EM PO B LV D 253 L ND A WOO DLABLVSD V I L L LA K EL IN Annual Financial Plan NT 180 RD CO 9 WA Y8 HI GH Y WA GH LE Y FORT VAL W HI BBB FUNDED PROJECTS CAPITAL IM PR OVEM ENT PROGRAM FY 2006-2007 SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2006-2007 WATER APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 DIV 47 47 47 47 51 51 51 51 51 51 51 52 52 52 52 52 52 52 52 52 52 CARRYOVER FY 2006 PROJECT LAND ACQUISITION INNER BASIN PIPELINE WATER PLANT REMODEL RESERVOIR FILTRATION PLANT ROOF TALKINGTON/LYNN/ELZBTH WL SUNNYSIDE W/L PH IV (UF) CC COLLEGE/NAU WATERLINE LM ROAD UTILITY RELOCATE SUNNYSIDE WL PH V (UF) FRANKLIN WATERLINE RESERVE FOR IMPS (UF) TOWN WELL #5 FUTURE WATER ACQUISITIONS WATER PRODUCTION WELLS BD RAILROAD SPRINGS RESRVIOR LM WELL #7 BLDG AND POWER CHLORINE DIOXIDE LM WELLFIED -LM#2 12" LTESWTR EVALUATION SOLAR BEES-2 UPPR LK MARY USGS SURVEY TOTAL WATER 301,000 193,125 17,780 555,011 557,046 327,108 10,626 557,046 61,796 7,079,775 2,172,681 507,454 170,000 12,510,448 BUDGET FY 2007 20,000 401,000 193,125 17,780 923,288 1,269,546 452,108 10,626 1,658,447 232,336 125,400 110,000 7,114,700 3,003,000 507,454 200,000 110,000 389,365 60,000 100,000 161,000 17,059,175 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 DIV 47 47 47 47 51 51 51 51 51 51 51 51 52 52 52 52 52 52 52 52 52 PROJECT LAND ACQUISITIONS INNER BASIN PIPELINE WATER PLANT REMODEL RESERVOIR FILTRATION PLANT ROOF TALKINGTON/LYNN/ELZBTH WL SUNNYSIDE W/L PH IV (UF) CC COLLEGE/NAU WATERLINE LM ROAD UTILITY RELOCATE SUNNYSIDE WL PH V (UF) FRANKLIN WATERLINE RESERVE FOR IMPS (UF) TOWN WELL #5 FUTURE WATER ACQUISITIONS WATER PRODUCTION WELLS BD RAILROAD SPRINGS RESRVIOR LM WELL #7 BLDG AND POWER CHLORINE DIOXIDE LM WELLFIED -LM#2 12" LTESWTR EVALUATION SOLAR BEES-2 UPPR LK MARY USGS SURVEY TOTAL WATER Annual Financial Plan OPERATING 20,000 401,000 193,125 17,780 923,288 1,269,546 452,108 10,626 1,658,447 232,336 125,400 110,000 BONDS 7,114,700 3,003,000 507,454 200,000 110,000 389,365 60,000 100,000 161,000 $ 6,941,475 254 $ 10,117,700 TOTAL 20,000 401,000 193,125 17,780 923,288 1,269,546 452,108 10,626 1,658,447 232,336 125,400 110,000 7,114,700 3,003,000 507,454 200,000 110,000 389,365 60,000 100,000 161,000 $ 17,059,175 City of Flagstaff ROU TE 66 HI " #15 - 52 RAILROAD SPRINGS RESERVOIR E 89 A E IN T GE R MILTON RD " YR " #1 - 47 LAND ACQUISITION #8 - 51 LM ROAD UTILITY RELOCATE T " #6 - 51 SUNNYSIDE W/L PH IV (UF) H UN #9 - 51 SUNNYSIDE WL PH V (UF) #7 - 51 CC COLLEGE / NAU WATERLINE #3 - 47 WATER PLANT "" REMODEL #17 - 52 CHLORINE DIOXIDE D JO I #10 - 51 FRANKLIN WATERLINE SW FOREST AVE #5 - 51 TALKINGTON / LYNN / ELZBTH WL RO IN G TO #4 - 47 RESERVOIR FILTRATION PLANT ROOF " BU FOURTH ST ER TL AVE IN E AT ST R R LD TE A RI ST DU LOCKETT RD 40 EMPIRE AVE RO UTE 6 6 Number 2 11 12 13 14 16 18 19 20 21 Division 47 51 52 52 52 52 52 52 52 52 Name INNER BASIN PIPELINE RESERVE FOR IMPS (UF) TOWN WELL #5 FUTURE WATER ACQUISITIONS WATER PRODUCTION WELLS BD LM WELL #7 BLDG AND POWER LM WELLFIELD - LM#2 12" LTESWTR EVALUATION SOLAR BEES-2 UPPER LK MARY USGS SURVEY LK MARY City of Flagstaff 1 inch equals 6,500 feet City Limits ° Local Road; Private Right of Way; Ramp; Forest Service; NAU Primary Road; Primary/Major Hwy; Secondary/Minor Hwy Interstate Legend ADDITIONAL CITY WID E PROJECTS - UNM APPED ENT IN R AL D Y CLUB COUNTR DR STATE ROU T W AR N L ST A TE 17 HU M BE A HR VER P E STST Y S SA N F RA NC ISC OS T EL 255 EM W ND A WOO DLABLVSD V I L L LA K H N YO PO 66 UT E DR N Annual Financial Plan IN 180 RD AN NT CO 9 WA Y8 HI GH Y WA GH LE Y FORT VAL ER C TZ D R B LV D " WATER PROJECTS CAPITAL IM PR OVEM ENT PROGRAM FY 2006-2007 SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2006-2007 WASTEWATER APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 DIV 57 57 57 57 57 57 57 57 57 57 58 58 58 58 58 58 58 CARRYOVER FY 2006 12,000,000 60,000 115,928 173,891 374,427 316,650 PROJECT WC UPGRADE/RECLAIM CON(UF WC PRIMARY TANK PIPE HNGR WC DIGESTER PIPE REPLACE WC PRIMARY COATING WC PRIMARY REBUILD WC SEPTAGE TREATMENT PICTURE CANYON GREASE TREATMENT SOLAR BEES WILDCAT CRACK SEAL RECLAIM HYDRANTS XERISCAPE PROJECTS WALGREENS SEWER REPLACE HUNTINGTON SEWER UPSIZE CONTINENTAL OUTFALL SEWER BUFFALO PK TK RESERVE FOR IMPS (UF) TOTAL WASTEWATER BUDGET FY 2007 12,000,000 60,000 115,928 173,891 374,427 316,650 150,000 400,000 50,000 32,174 130,000 50,000 268,072 303,544 237,717 170,000 91,800 14,924,203 160,000 50,000 61,072 13,311,968 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 DIV 57 57 57 57 57 57 57 57 57 57 58 58 58 58 58 58 58 PROJECT WC UPGRADE/RECLAIM CON(UF WC PRIMARY TANK PIPE HNGR WC DIGESTER PIPE REPLACE WC PRIMARY COATING WC PRIMARY REBUILD WC SEPTAGE TREATMENT PICTURE CANYON GREASE TREATMENT SOLAR BEES WILDCAT CRACK SEAL RECLAIM HYDRANTS XERISCAPE PROJECTS WALGREENS SEWER REPLACE HUNTINGTON SEWER UPSIZE CONTINENTAL OUTFALL SEWER BUFFALO PK TK RESERVE FOR IMPS (UF) TOTAL WASTEWATER Annual Financial Plan OPERATING $ 256 60,000 115,928 173,891 374,427 316,650 150,000 400,000 50,000 32,174 130,000 50,000 268,072 303,544 237,717 170,000 91,800 2,924,203 BONDS 12,000,000 $ 12,000,000 TOTAL 12,000,000 60,000 115,928 173,891 374,427 316,650 150,000 400,000 50,000 32,174 130,000 50,000 268,072 303,544 237,717 170,000 91,800 $ 14,924,203 City of Flagstaff ROU TE 66 HI IN T GE ER JO E W LONE TREE RD E 89 A SW I FOREST AVE " CE #16 - 58 BUFFALO PK TK T " TE R S TE TA #14 - 58 HUNTINGTON SEWER UPSIZE IN " LOCKETT RD #13 - 58 WALGREENS SEWER RPLACE H UN RA DA V E 40 NT #15 58 CONTINENTAL OUTFALL SEWER EMPIRE AVE RO UTE 6 6 1 - 57 WC UPGRADE/RECLAIM CON (UF) 2 - 57 WC PRIMARY TANK PIPE HNGR 3 - 57 WC DEGESTER PIPE REPLACE 4 - 57 WC PRIMARY COATING 5 - 57 WC PRIMARY REBUILD 6 - 57 WC SEPTAGE TREATMENT 7 - 57 PICTURE CANYON 8 - 57 GREASE TREATMENT 9 - 57 SOLAR BEES 10 - 57 WILDCAT CRACK SEAL WILD CAT WAS TEWATER FA CILITY Number 11 12 17 Division Name 58 RECLAIM HYDRANTS 58 XERISCAPE PROJECTS 58 RESERVE FOR IMPS (UF) ON NY D City of Flagstaff 1 inch equals 6,500 feet City Limits ° Local Road; Private Right of Way; Ramp; Forest Service; NAU Primary Road; Primary/Major Hwy; Secondary/Minor Hwy Interstate Legend ADDITIONAL CITY WID E PROJECTS - UNM APPED ENT IN R AL D " COUNTRY CLUB DR STATE ROU T HU M BE A HR VER P E STST Y S SA N F RA NC ISC OS T PO MILTON RD ST A TE 17 YR H AR W 257 EM N 180 B LV D ND A WOO DLABLVSD V I L L LA K LL 66 TE RO U DR N Annual Financial Plan RD IN G TO LE Y FORT VAL A ER C TZ D R CO 9 WA Y8 HI GH Y WA GH WA STEWATER PROJECTS CAPITAL IM PR OVEM ENT PROGRAM FY 2006-2007 SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2006-2007 AIRPORT APPROPRIATIONS 1 2 3 4 5 6 7 DIV 37 37 37 37 37 37 37 CARRYOVER FY 2006 PROJECT GLYCOL RECOVERY APRON ARE GLYCOL RECOVERY GEN AVIAT AIRPORT SIGNAGE UPGRADE JWP/PULLIAM WIDENING DESIGN/CONSTR RUNWAY EXT. ECHO-FOXTROT DRAINANGE ARFF BUILDING PERIMETER ROAD CONSTRUCTION TOTAL AIRPORT 4,683,235 $ 4,683,235 BUDGET FY 2007 98,461 297,265 45,000 836,256 7,100,000 219,869 13,159 960,000 $ 9,570,010 SOURCES OF FUNDING 1 2 3 4 5 6 7 DIV 37 37 37 37 37 37 37 PROJECT GLYCOL RECOVERY APRON ARE GLYCOL RECOVERY GEN AVIAT AIRPORT SIGNAGE UPGRADE JWP/PULLIAM WIDENING DESIGN/CONSTR RUNWAY EXT. ECHO-FOXTROT DRAINANGE ARFF BUILDING PERIMETER ROAD CONSTRUCTION TOTAL AIRPORT Annual Financial Plan OPERATING 98,461 297,265 45,000 41,814 117,081 219,869 588 960,000 $ 1,780,078 258 GRANTS OTHER 794,442 6,982,919 12,571 $ 7,789,932 $ - TOTAL 98,461 297,265 45,000 836,256 7,100,000 219,869 13,159 960,000 $ 9,570,010 City of Flagstaff S O UTH PARK R D R AD DS HW City of Flagstaff ER IDGE DR PINE DEL DR MUN EC LD O SE N 9A HW Y8 TO 89A I17 SB TO HW Y I NT ER STAT #4 - 37 JWP/PULLIAM WIDENING JO SH A PO W N H MR LV D " EL LB BL VD W EL L E 17 I17 N B LI #7 - 37 ARFF BUILDING " " BE #3 - 37 AIRPORT SIGNAGE UPGRADE #6 - 37 ECHO-FOXTROT DRAINAGE " LN AN MM GR U 259 IR Annual Financial Plan AC STATE ROUTE 89A E DR SN PL E M CES R PU G SA LIA R T RA O L PU LN FR O Number 1 2 1 inch equals 1,000 feet ° Division Name 37 GLYCOL RECOVERY APRON ARE 37 GLYCOL RECOVERY GEN AVIAT ADDITIONAL CITY WID E PROJECTS - UNM APPED #5 - 37 DESIGN/CONSTR RUNWAY EXT. N P IN AIRPORT PROJECTS CAPITAL IM PR OVEM ENT PROGRAM E AV R E FY 2006-2007 I T L TR Y SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2006-2007 ENVIRONMENTAL SERVICES APPROPRIATIONS 1 2 3 4 5 DIV 41 41 41 41 41 CARRYOVER FY 2006 PROJECT LANDFILL SITE IMPROVEMENT RESIDENTIAL DROP OFF BIODIESEL PUMPING STATION OFFICE BUILDING IMPROVEMENTS MAINTENANCE BUILDING TOTAL ENVIRONMENTAL SERVICES 81,164 14,000 187,452 485,473 768,089 BUDGET FY 2007 80,000 81,164 14,000 187,452 485,473 $ 848,089 OPERATING 80,000 81,164 14,000 187,452 485,473 $ 848,089 TOTAL 80,000 81,164 14,000 187,452 485,473 $ 848,089 $ SOURCES OF FUNDING 1 2 3 4 5 DIV 41 41 41 41 41 PROJECT LANDFILL SITE IMPROVEMENT RESIDENTIAL DROP OFF BIODIESEL PUMPING STATION OFFICE BUILDING IMPROVEMENTS MAINTENANCE BUILDING TOTAL ENVIRONMENTAL SERVICES Annual Financial Plan 260 City of Flagstaff ROU TE 66 HI IN T GE ER #4 - 41 OFFICE BUILDING IMPROVEMENTS " JO E W LONE TREE RD MILTON RD E 89 A SW I H UN RA DA V E T BU FOURTH ST IN E AT ST R R LD TE A RI ST DU LOCKETT RD AVE ER TL 66 TE RO U DR N FOREST AVE CE 40 NT RO UTE 6 6 Number 1 2 3 5 Division 41 41 41 41 Name LANDFILL SITE IMPROVEMENT RESIDENTIAL DROP OFF BIODIESEL PUMPING STATION MAINTENANCE BUILDING ON NY D City of Flagstaff 1 inch equals 6,500 feet City Limits ° Local Road; Private Right of Way; Ramp; Forest Service; NAU Primary Road; Primary/Major Hwy; Secondary/Minor Hwy Interstate Legend ADDITIONAL CITY WID E PROJECTS - UNM APPED CINDER LAKES LANDFILL PROJE CTS ENT IN R AL D Y CLUB COUNTR DR STATE ROU T HU M BE A HR VER P E STST Y S SA N F RA NC ISC OS T PO ST A TE 17 YR H AR W 261 EM N 180 B LV D ND A WOO DLABLVSD V I L L LA K LL IN Annual Financial Plan RD IN G TO LE Y FORT VAL A ER C TZ D R CO 9 WA Y8 HI GH Y WA GH EMPIRE AVE ENVIRONM EN TAL SERVICES PRO JECTS CAPITAL IM PR OVEM ENT PROGRAM FY 2006-2007 SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2006-2007 STORMWATER UTILITY APPROPRIATIONS 1 2 3 4 5 DIV 34 34 99 99 99 CARRYOVER FY 2006 6,360,899 1,200,000 PROJECT RIO DE FLAG FLOOD CONTROL RIO PARKING REPLACEMENT DRAINAGE SPOT IMPROVEMENT SIXTH AVENUE DETENTION BASIN ISABEL AFFORDABLE HOUSING DRAINAGE TOTAL STORMWATER UTILITY $ 7,560,899 BUDGET FY 2007 6,360,899 1,200,000 250,000 5,000 20,000 $ 7,835,899 SOURCES OF FUNDING 1 2 3 4 5 DIV 34 34 99 99 99 PROJECT RIO DE FLAG FLOOD CONTROL RIO PARKING REPLACEMENT DRAINAGE SPOT IMPROVEMENT SIXTH AVENUE DETENTION BASIN ISABEL AFFORDABLE HOUSING DRAINAGE TOTAL STORMWATER UTILITY Annual Financial Plan OPERATING $ 250,000 5,000 20,000 275,000 262 GEN FUND 6,360,899 1,200,000 OTHER 7,560,899 - TOTAL 6,360,899 1,200,000 250,000 5,000 20,000 7,835,899 City of Flagstaff RO UTE 66 GE MILTON RD Y RD JO #2 RIO PARKING #1 RIO DE FLAG REPLACEMENT FLOOD CONTROL ST AT A 89 TE " SW IT FOREST AVE UT T LA KE M ARY H UN RO RD BU R TE E AT ST 40 TR US ND I D AL LOCKETT RD AVE ER TL IN #4 SIXTH AVENUE DETENTION BASIN " " CEDAR AVE #5 IZABEL AFFORDABLE HOUSING DRAINAGE R NT EMPIRE AVE RO U TE 6 6 Number 3 ON NY R CA ZE D R NDS WOO DL ABLVDV IL L A City of Flagstaff 1 inch equals 6,500 feet City Limits ° Local Road; Private Right of Way; Ramp; Forest Service; NAU Primary Road; Primary/Major Hwy; Secondary/Minor Hwy Interstate Legend Division Name 99 DRAINAGE SPOT IMPROVEMENT PROGRAM ADDITIONAL CITY WIDE PROJECTS - UNMAPPED ENT IN R AL D C CLU B OUNTRY DR ER OU W N H LONE TREE RD L EL W 263 PO Annual Financial Plan HU MP RE BEA SH VETR Y S SA S N T FRA NC IS C OS T 80 B LV D LE E I 66 N G TO N DR AL TV I FOR CO 9 WA Y8 1 AY HW HI GH HI G STORMWATER PROJECTS CAPITAL IMPROVEMENT PROGRAM FY 2006-2007 6. Sunnyside PH IV: Street and drainage construction throughout Sunnyside neighborhood in conjunction with utility replacements. Annual O&M costs are estimated to be $500. FY 2007 PROJECT DESCRIPTIONS GENERAL GOVERNMENT 7. Traffic Signal Modification: Minor improvements such as turn lanes and signal upgrades at 3 locations. 1. Fire Stations Bond 2004: Fire station relocation as authorized bond 2004 Bond Program. 2. Aquatic / Multi-Generational Center: Construction of approximately 50 square feet. Recreation center including leisure pool, fitness area and gym as well as facilities for meeting and recreational classes. Building will be located on NE corner of Fourth Street and Industrial. 8. Route 66 Bus Pullouts: Construction of Bus Pullouts, shelter pad, right of way as needed and reconstruction of sidewalks. 9. Southside Traffic Improvements: Provide traffic, pedestrian and/or bicycle improvements at South Beaver and San Francisco Streets. This will mitigate the effects of one-way traffic and is consistent with the Southside Redevelopment Plan. 3. FUTS/Open Space Acquisition: Acquire approximately 750 acres of core open space for FUTS trails as well as for protection of critical open space lands. 10. Fourth Street Rail Crossing: The connections of the existing Fourth Street from Route 66 to Huntington/Industrial Drive via a grade separated crossing. 4. USGS Office / Lab Building: Construction of USGS building that will in turn be leased back to GSA. 5. Business Incubator: Develop regional business incubator facility with grant assistance from EDA creating partnership and assisting in the creation of new business. 11. Miscellaneous Safe to School: As authorized by the transportation program 2000, generally includes traffic control and pedestrian improvements to enhance safety and accessibility in the vicinity of public school facilities. Some projects include City participation in F.U.S.D. projects that involve modifications and improvements located within the public right-of-way. 6. Adult Center Renovation: Renovate the existing facility at Thorpe Park to enhance service provided to community. 7. Redevelopment Land Acquisition: Purchase of property for redevelopment opportunities. 12. Miscellaneous Bike Pedestrian Project: Pedestrian improvements including Pine Knoll Drive and walk from Skydome Drive to Lone Tree Road and Woodlands Village Blvd sidewalk from West Route 66 to Forest Meadows Drive. STREETS/TRANSPORTATION 1. Cummings Street: Improvements related to the East Flagstaff Interchange improvements made by ADOT. 13. Country Club Drive: Landscape improvement for the Country Club drive median. 14. Transportation Planning and Programming: Review by the Capital Improvement Program Committee and the Citizens Transportation Advisory Committee allows for community wide transportation projects to be identified and prioritized based on needs assessment and public input. Transportation projects include pedestrian bikeways, urban trails and safe to school improvements. Projects that define the 5-year Capital Improvement Program have been identified and coordination process will be reviewed and updated on an annual basis. 2. Railhead 4th Leg at 89N: Provide intersection improvements opposite the relocated mall entrance and access for existing business located at the northwest side of US 89N. 3. Reserve for Improvements: Annual allocation for unprogrammed street improvements and/or City participation in projects of other agencies (i.e.: ADOT, BNSF, NAU). 4. Annual Sidewalk Replacement Program: Provides replacement of curb, gutter and sidewalk in cases where property owners contribute 50% of replacement costs. 15. Huntington Dr Improvements Phase II: This project will provide curb, gutter and asphalt pavement for Huntington Drive. This project will complete improvements for Huntington Drive that existed between the Butler Enterprise and Fourth Street Railroad crossing projects. 5. Annual Street Maintenance: Annual crack sealing, seal coating and asphalt overlay and ADA sidewalk compliance. Annual Financial Plan 264 City of Flagstaff 25. Industrial Drive/Fanning Wash Improvements: In conjunction with the ADOT East Flagstaff Traffic Interchange Project, Identify and provide drainage facilities for the Fanning Drive wash at Industrial Drive to facilitate the conveyance of flood waters and surface drainage. 16. East Flagstaff Gateway: New roadway and realignment construction complements the East Flagstaff Gateway area redevelopment. Connecting Dodge Avenue to old Route 66 and providing additional access to the Mall via a new “loop” road that provides major connectors between old Route 66 and US 89, enhances traffic flow and provides infrastructure improvements to the existing industrial park. Preliminary design, site assessment and construction costs have been developed in conjunction with the approval of a Letter of Agreement between the City of Flagstaff and the developer enacted March 2003. 26. Butler Ave Widening: This is a corridor study for widening of Butler Avenue between Little America Hotel and Sinagua Heights. 27. Branden and Gabel Paving: Provide engineering, design services and construction documents for the paving of Brandon Ave. and Gabel St. in the Southside neighborhood. 17. Beulah Blvd R/W: Land and right-of-way acquisition for the future extension of Beulah Blvd from Forest Meadows Drive to Yale Street at University Avenue as authorized by Transportation Program 2000. 28. West Sixth Intersection: Intersection, pedestrian and traffic signal improvements. 18. Downtown Rail Crossing Modifications: Study to determine construction requirements necessary to eliminate train whistle noise pollution. 29. Industrial Drive/Fanning to Eagle Mountain: Provide engineering and construction services for the paving of Industrial Dr. from Fanning to Eagle Mountain Drive. 19. Reserve for Improvements: Annual allocation of transportation tax revenues for unidentified transportation related improvements and/or City participation in transportation related improvements of other agencies (i.e. ADOT, NAU, FMPD). BBB 1. Special Projects (Neighborhoods): Annual program covering small projects, such as plant replacements as needed, miscellaneous projects, such as historic façade improvements, Twin Arrows sign, Route 66 street light design and partnered contributions throughout the City. Also includes some Clean and Green projects. 20. Lake Mary Road/FH-3: Interagency project including City, County and Federal highways to provide safety improvements at Lake Mary Road (Forest Highway 3) including reconstruction from Walapai Drive to southern city limits to provide pavement widening and shoulder improvements. 2. Historic Facades Signs: Part of downtown historic improvements projects includes improvements to buildings and purchase of the Twin Arrow Signs. 21. Butler Ave/Fourth St Signal: Installation of a new traffic signal at the intersection of Butler Avenue and south Fourth Street expected to be warranted with the completion of the Fourth Street rail crossing project and proposed land development South of Butler Avenue. 3. City Gateways: Design and construct gateway monument sign installation s at major entries into City, and freeway corridor improvements as desired and approved 22. I-40/Fourth Street Study: Traffic system modeling and feasibility study to identify traffic circulation advantages and benefits that may be associated with an I-40 traffic interchange at Fourth Street. 4. Neon Corridor: Part of Route 66 street light design conception. 5. US 89 Streetscape – Railhead to Snowflake: This project will provide approximately 6,500 linear feet of 10-foot wide concrete, multi-use path along US 89 N from Railhead Avenue to snowflake. The path is a joint project of the City of Flagstaff and ADOT. 23. Commerce Avenue Paving: Provide strip paving at existing Commerce Avenue east of Dodge Avenue I order to minimize maintenance costs associated with existing unpaved roadway. Surfacing of existing uppaved streets and roadways was included as an element of the transportation program 2000. 6. Redevelopment Opportunities: Annual contribution for redevelopment projects, such as Route 66 or other redevelopment opportunities as identified by City Council. 24. Preston Road Paving: Provide strip paving at Preston Avenue from Commerce Avenue to Empire Avenue I order to minimize maintenance costs associated with existing unpaved streets and roadways was included an element of the transportation program 2000. Annual Financial Plan 7. East Flag TI Corridor Enhancements: Gateway, bicycle and pedestrian enhancements associated with ADOTS East Flag TI reconstruction. 265 City of Flagstaff 8. Special Projects: Project located throughout the City related to the Urban Trail System. WATER 1. Land Acquisition: Property acquisition. 9. Sign Program: Beautification portion of Route 66 neon signs. 2. Inner Basin Pipeline: Replace approximately 14 miles of concrete pipe with iron pipe city crews replace approximately ½ mile each year. 10. Private Development: Donation for development of FUTS trail within Catholic Church development plan. 3. Water Plant Remodel: Construct Multi-use conference room, upgrade existing restroom to meet ADA requirements and add additional restroom. 11. McMillian Mesa Trailhead: The Arizona trail passes through McMillian Mesa. This trailhead will serve as the point where these two trails intersect. 4. Reservoir Filtration Plant Roof: Repair damaged roof for chlorine storage area. 12. Rio North Trail - Crescent to Observatory Mesa: This project will provide a link to the Blue Willow portion of the FUTS trail. 5. Talkington/Lynn/Elizabeth Waterline: Replace approximately 1,800 feet of 2 inch galvanized mains with 8 inch PVC main. 13. Ft Valley Trail – Sechrist to Freemont: US 180, northeast side, Sechrist school to Valley Crest. 14. McMillan Mesa System: Providing a link between FUTS and Arizona Trail Systems. 6. Sunnyside: Replacement of undersized waterlines in Sunnyside. Project includes drainage, sewer, sidewalks, and street improvements. 15. Rt 66 Trail - Rio North Trail to San Francisco: Trail located along reconstruction realignment from Birth to San Francisco including a crossing under BNSF tracks. 7. CC College/NAU Waterline: Approximately 1,600 feet of 12 inch waterline from Coconino Community College to the NAU system to be located in Lone Tree Road. 16. Santa Fe Trail – West Village to Walnut: New bike/pedestrian under crossing at Walnut and a new steal bridge on the north side of railroad at Sitgreaves. 8. Lake Mary Road Utility Relocates: Various utility relocates to accommodate Forest Service road widening project located between Lake Mary Road from water plant to cattle guard. 17. Santa Fe Trail – Walnut to Rio: South side o BNSF west to railroad bridge to observatory mesa to west end of Rio north trail. Includes mitigations at Railroad Bridge. 9. Sunnyside Phase V: Replacement of undersized waterlines in Sunnyside. Project includes drainage, sewer, sidewalk, and street improvements in locations where waterlines are being replaced. 18. Rio Blue Willow to Hwy 180: This project will provide a link for the FUTS over the Rio de Flag canyon on the Museum of Northern Arizona property. 10. Franklin Waterline: Replacement of galvanized pipe with PVC pipe and add fire hydrant location: Franklin Avenue from Beaver to Lone Tree Road. 11. Reserve for Improvements: Annual reserve for unanticipated line replacements and over sizing that may occur. 19. Lil A Arizona Trail to Herold: Link FUTS trail from Little America to Arizona Trail System. (Herold Road). 12. Town Well #5: Equipment for the Rio de Flag well. 20. Visitor Center Repairs/Remodel: Replace pavers along backside of Visitor Center and Amtrak Station. Current pavers are broken, chipped, uneven and a safety hazard. 13. Future Water Acquisition: Acquisition of water rights, water ranch, or development of the Redwall Aquifer. 21. Thorpe Park Improvements: Thorpe Park Master Plan, and Phase I renovation project to improve existing softball fields, restroom, parking, walkways, lighting, multi-purpose field, etc. (central section of park). It is anticipated that the majority of Phase I construction funds will be used to improve the lighting and ensure accessibility. 14. Water Wells: Design, drilling, and equipping of additional water wells authorized by voters in the May 2004 general election. 15. Railroad Springs Reservoir: Participation with the developer of the Presidio Project to upsize the reservoir from 500,000 gallons to 1,000,000 gallons. 16. Well House and Power for Lake Mary Well #7: Equip Lake Mary well number 7 and run power to it. Annual Financial Plan 266 City of Flagstaff 13. Walgreen’s Sewer Replace: Upsize approximately 1000’ of sewer to handle capacity requirements. 14. Huntington Drive Sewer Upsize: Upsize sewer from MH8-006 to R-002. 15. Continental Outfall Sewer: Upsize line between manholes MH#17-008 downstream to MH17-001. 17. Chlorine Dioxide: A water treatment system project. 18. LM Wellfield #2: Design and construct 12” pipeline from LM #2 to raw water pump station. 19. LTESWTR Evaluation: Long term enhanced service water treatment rule requiring ultra violet disinfection process to eliminate the crypto-sporrideum. 16. Buffalo Park Tank: Paint Buffalo Park reservoir. 20. Solar Bees – 2 Upper Lake Mary: Two solar powered asrators. 17. Reserve for Improvements: Annual reserve for unanticipated line replacements, over sizing, and development participation that may occur. 21. USGS Survey: Monitoring water inflow into Lake Mary. AIRPORT 1. Glycol Recovery Apron: Provide recovery system fro glycol and other particulates due to deicing and washing of airplanes on the tarmac. WASTEWATER 1. WC Upgrade/Reclaim Extensions: Upgrade plant to include nitrogen removal. Class A reclaimed water, extend reclaim lines, change filters at Rio Plant, additional sludge digester and SSB at Wildcat. 2. Glycol Recovery Gen Aviation: Provide recovery system fro glycol and other particulates in the vicinity of terminal area. 2. WC Primary Tank Pipe Hangar: Replacement of rusted pipe hangars in the Primary clarifiers. 3. Airport Signage Upgrade: Replacement update of way finding signs at airport. 3. WC Digester Piping Replacement: Replacement of gas piping throughout the plant. 4. JWP / Pulliam Widening: Widening of John Wesley Powell between Shamrell and Pulliam Drive. 4. Primary Clarifier Coating: Apply protective coating to interior walls of two digesters. Includes raising the floating covers. 5. Design Runway Extension: Construct new parallel taxiway north fro terminal to the end of runway 21. Install appropriate lighting and marking, approximately 4,000 feet by 50 feet. Install new connecting taxiways and remove old taxiway pavements. Annual O&M costs estimated to be $10,000. 5. Rebuild Primary Clarifier Mechs: Upgrade of SCADA system for plant. 6. Septage Treat Pkg PLT: Replacement of sludge removal dredge. Used to remove sludge from stabilization basins. Annual O&M costs estimated to be $4,000. and 6. Echo-Foxtrot Drainage: Correct drainage issues in the vicinity of the Echo Foxtrot hangars. 7. Picture Canyon: Realign Rio de Flag channel to original configuration. 7. ARFF Building: Construct airport rescue/fire facility with equipment bay administrative area, access road, and parking lot. 8. Grease Treatment: A new treatment system at Wildcat Hill. ENVIRONMENTAL SERVICES 9. Solar Bees: Solar powered water aerators for Lake Mary and Wilcat Ponds. 1. Landfill Site Improvements: This project is do purchase a fuel storage tank and fueling system. 10. WC Crackseal/Chipseal: Crackseal and chipseal access road to plant. 2. Residential Drop Off: This will provide an alternative dumping site for residents. 11. Reclaim Hydrants: Install five hydrants on the reclaimed water system for construction and fire fighting. 3. Biodiesel Pumping Station: Fueling station to better assist in the Landfill operations. 4. Office Building Improvements: Various office space renovations and building improvements. 12. Xeriscape Project: Installation of low water use landscaping. 5. Maintenance Building: Provide a space for landfill operations and maintenance of landfill equipment. Annual Financial Plan 267 City of Flagstaff STORMWATER 1. Rio De Flag Flood Control: In conjunction with the US Army Corps of Engineers, the project consist of design and construction of flood damage reduction improvements on the Rio de Flag and Clay Avenue wash as identified in the Feasibility Study and Environmental Impact Study. 2. Rio Parking Replacement: Replacement of parking spaces lost to the Rio Project. 3. Drainage Spot Improvement Program: As the result of recent flooding citywide. Stormwater staff is proposing a spot improvement program to mitigate certain localized flooding problems. 4. Sixth Avenue Detention Basin: Design and construction of a multi-use detention facility. 5. Isabel Affordable Housing Drainage: Reconstruct existing open channel drainage to underground culvert(s) leading into the Sixth Avenue detention basin. Annual Financial Plan 268 City of Flagstaff Annual Financial Plan 269 City of Flagstaff - 109,052,065 Total Expenditures Ending Balance 14,026,716 28,008,699 9,103,161 23,046,978 15,621,594 9,053,038 930,664 9,261,215 49,488,718 11,022,928 48,540,419 109,052,065 - Expenditures General Government Streets/Transportation BBB Utilities: Water Utilities: Wastewater Airport Environmental Services Stormwater Utility Resources Debt Grants Pay-as-you-go Total Resources Beginning Balance Budget 2005-2006 - 39,586,415 2,251,944 18,641,060 2,722,810 9,710,652 3,552,354 1,397,198 76,575 1,233,822 3,554,764 3,617,278 32,414,373 39,586,415 Estimate 2005-2006 - 108,458,991 26,889,422 16,884,933 14,447,260 17,059,175 14,924,203 9,570,010 848,089 7,835,899 44,747,569 12,700,186 51,011,236 108,458,991 - Budget 2006-2007 - 61,375,270 16,671,000 7,436,300 1,715,669 5,835,350 11,739,900 14,176,191 3,800,860 23,749,000 15,018,314 22,607,956 61,375,270 - Budget 2007-2008 - 29,532,489 13,542,000 7,027,200 1,114,889 1,230,700 1,070,100 4,500,000 1,047,600 3,458,200 2,144,880 23,929,409 29,532,489 - Budget 2008-2009 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM SUMMARY FISCAL YEARS 2007-2012 - 38,169,491 14,673,000 7,313,600 1,239,889 1,789,100 3,161,100 9,440,000 552,802 18,629,758 7,995,000 11,544,733 38,169,491 - Budget 2009-2010 - 18,819,352 535,000 4,691,600 1,004,889 734,800 2,599,400 8,695,555 558,108 8,875,000 9,944,352 18,819,352 - Budget 2010-2011 - 29,590,482 15,194,000 6,150,000 1,361,219 1,264,500 3,688,600 1,655,555 276,608 13,159,000 2,107,500 14,323,982 29,590,482 Budget 2011-2012 - - 285,946,075 87,504,422 49,503,633 20,883,815 27,913,625 37,183,303 48,037,311 848,089 14,071,877 103,743,527 48,840,880 133,361,668 285,946,075 Total Plan Annual Financial Plan 270 City of Flagstaff Total General Government Real Estate Proceeds Land Acquisition Redevelopment Land Acquisition Fire Department Land Acquisiton General Fund Bond Fund USGS Bond 2004 Fire Stations Aquatic/Multi-Gen Center Aquatic Center FUTS/Open Space Acquisitions USGS Office/Lab Business Incubator Adult Center Renovation Observatory Mesa Parks Acquisition General Government GENERAL FUND Police/Sheriff Facility Facilities Redevelopment Parks (ADA Compliance) 12,672,440 1,175,900 1,126,000 200,000 505,477 3,915,166 878,503 1,257,804 1,481,294 - 2,095,053 37,243 Budget 2005-2006 2,251,944 662 200,000 15,029 797,128 823,331 123,510 77,841 75,000 40,700 61,500 - - 37,243 Estimate 2005-2006 26,889,422 - 8,985,654 7,856,295 1,422,321 1,000,680 3,364,919 1,038,500 3,221,053 - Budget 2006-2007 16,671,000 - 11,249,000 2,150,000 1,237,000 500,000 1,000,000 135,000 - 400,000 Budget 2007-2008 13,542,000 - 2,007,000 4,500,000 5,500,000 1,000,000 135,000 - 400,000 Budget 2008-2009 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2007-2012 14,673,000 - 12,167,000 471,000 1,500,000 - 135,000 - 400,000 Budget 2009-2010 535,000 - - 135,000 - 400,000 Budget 2010-2011 15,194,000 - 13,159,000 1,500,000 - 135,000 400,000 Budget 2011-2012 87,504,422 36,575,000 13,613,654 7,856,295 5,737,000 4,922,321 1,000,680 3,364,919 1,038,500 5,500,000 2,000,000 2,000,000 3,221,053 675,000 Total Plan Annual Financial Plan 271 City of Flagstaff Transportation 4th Street Overpass Misc Safe to School Misc Bike/Ped Soliere Avenue Country Club Drive Dirt Streets Program Transportation Planning & Programing Empire Avenue Extension Lone Tree Road Study Huntington Drive Improvements East Flagstaff Gateway Beulah Blvd. Extension Downtown Pavers Street Light Luminaire Replacement Downtown Rail Crossing Modifications Reserve for Improvements Lake Mary Rd/FH 3 Butler Ave./4th Street Signal I-40/Fourth St TI Planning Studies Lone Tree Road Reconstruction Commerce Ave. Paving Preston Road Paving Industrial Drive/Fanning Wash Butler Ave Widening Streets/Transportation Streets Cummings Street Railhead 4th Leg at 89N E. Route 66 - CC to Walnut Curb, Gutter, Sidewalk Overlay Enterprise/Butler Reconstruction Southside Traffic Improvements ADA Compliance Sunnyside Sunnyside Phase III-B Sunnyside Phase 4 Traffic Signal Modification Bus Pullouts Reserve for Improvements 10,121,685 219,894 406,839 36,500 161,671 278,835 22,526 848,888 7,599,464 583,000 75,000 100,000 128,175 25,000 60,707 200,637 58,375 469,794 171,727 406,815 401,263 235,000 348,430 75,000 15,000 2,134,630 176,649 1,449,667 429,507 322,700 50,000 Budget 2005-2006 10,121,685 98,084 58,000 14,269 10,500 184 126,500 665,155 60,000 183,000 1,500,000 583,000 75,000 50,215 65,000 2,500 12,000 35,000 25,000 25,015 13,702 32,630 65,555 38,843 2,409,814 1,700 333,766 3,550 1,691,153 20,000 317,740 2,500 Estimate 2005-2006 2,840 160,496 409,271 70,000 145,175 1,548,188 6,100,000 554,000 662,785 25,000 45,795 237,807 50,000 274,702 95,559 470,064 552,570 82,932 557,348 15,000 1,915,724 300,000 1,439,282 100,000 137,510 50,000 Budget 2006-2007 75,000 770,000 525,800 290,000 25,000 1,043,000 - 15,000 2,075,000 200,000 1,044,000 25,000 Budget 2007-2008 75,000 497,200 25,000 3,000,000 - 15,000 2,075,000 965,000 25,000 Budget 2008-2009 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2007-2012 75,000 968,600 25,000 3,000,000 - 15,000 2,125,000 900,000 180,000 25,000 Budget 2009-2010 75,000 1,100,000 25,000 - - 15,000 2,125,000 25,000 Budget 2010-2011 25,000 500,000 - 60,000 - - 15,000 2,275,000 25,000 Budget 2011-2012 2,840 160,496 409,271 70,000 505,175 2,318,188 6,100,000 3,645,600 952,785 150,000 45,795 237,807 50,000 500,000 274,702 95,559 470,064 7,595,570 82,932 557,348 90,000 12,590,724 500,000 2,909,000 1,439,282 100,000 317,510 175,000 Total Plan Annual Financial Plan 272 City of Flagstaff Branden & Gabel Paving West/Sixth Intersection Industrial Drive-Fanning to Eagle Mtn Drive Steves Blvd Rail X-ing Study Brannen Ave. Paving Butler Ave. Bike Lanes Gabel Street Paving New Traffic Signal PGM No Name Street Paving Thorpe Road Edge Improvements Country Club/Oakmont West Arrowhead Improvements Total Streets/Transportation Streets/Transportation (continued) 28,008,699 - 395,321 Budget 2005-2006 18,641,060 Estimate 2005-2006 49,662 106,291 726,932 16,884,933 Budget 2006-2007 250,000 7,436,300 600,000 40,000 160,000 230,000 68,500 Budget 2007-2008 100,000 7,027,200 250,000 Budget 2008-2009 7,313,600 Budget 2009-2010 250,000 1,076,600 4,691,600 Budget 2010-2011 600,000 2,650,000 6,150,000 Budget 2011-2012 49,662 706,291 766,932 160,000 230,000 68,500 500,000 250,000 100,000 600,000 3,726,600 49,503,633 Total Plan Annual Financial Plan 273 City of Flagstaff Visitor Center Repairs/Remodel Thorpe Park RECREATION FUTS-Special Projects(Development Agreements) FUTS-Signage FUTS-Private Development FUTS-McMillian Mesa Trailhead FUTS-Rio North - Cresent to Observatory Mesa Tr FUTS-Fort Valley Trail (Sechrist to Fremont) FUTS-Tunnel Springs Trail FUTS-Mc Millan Mesa (Bridge) FUTS-Rt66 Tr Rio North Tr to San Francisco FUTS-Lonetree Tr-Sawmill Rd Sinclair Wash Tr FUTS-Santa Fe -West Village to Walnut BNSF FUTS-Santa Fe West -Walnut to Rio N - ADOT FUTS-Hospital Rim Trail FUTS-Rio North - Blue Willow to Hwy 180 FUTS-Little A - Az Trail to Herold Rn Rd FUTS-Lone Tree Sinclair to Arroyo Park Trail FUTS -Lone Tree Butler to Sinclair Wash FUTS-Lake Mary Zuni Trail to JWP FUTS-JWP Spur JWP To Bow & Arrow Trail FUTS-JWP Lone Tree To AZ Trail FUTS-Switzer Mesa Turquoise to Ponderosa Pk FUTS-Bow & Arrow CCC to Az Trail FUTS-Fort Valley Trail (Kendrick to Sechrist) Unprogrammed Work Special Projects Historic Facades Route 66 Streetlight Design Twin Arrow Signs City Gateways Signs Openspace Restoration Neon Sign Program Route 66 - Elden To San Francisco (Incl 2 Spot) Route 66 East - Country Club to Mall Trail Route 66 - Enterprise To Arrowhead II Route 66-Enterprise/Butler US 89 Railhead to Snowflake Redevelopment Opportunity Fund E Flag TI Adot Corridor Rio Wetlands and Public Acess TOURISM BBB Beautification 2,699,087 8,203,948 - 282,315 893,360 540,737 76,152 210,000 214,135 141,454 - 335,488 150,000 25,000 118,650 30,000 25,000 40,000 40,000 30,000 79,072 1,048,498 50,000 1,175,000 - Budget 2005-2006 951,122 2,722,810 116,982 65,268 - 45,000 125,000 32,383 902,205 41,058 2,000 27,000 145,000 600 - 38,110 50,000 30,000 25,000 40,000 1,367 76,000 8,715 - Estimate 2005-2006 4,809,145 14,447,260 199,537 58,000 335,488 150,000 50,000 262,400 538,851 78,877 596,439 910,743 1,410,142 353,019 24,878 - 50,000 118,650 80,000 60,000 1,069,648 100,000 3,191,443 - Budget 2006-2007 1,715,669 - 384,889 53,514 300,000 500,000 25,000 25,000 327,266 - 25,000 50,000 25,000 - Budget 2007-2008 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2007-2012 1,114,889 - 384,889 100,000 450,000 25,000 1,239,889 - 384,889 450,000 225,000 25,000 25,000 - 50,000 25,000 - 50,000 25,000 25,000 - 25,000 30,000 Budget 2009-2010 25,000 30,000 Budget 2008-2009 1,004,889 - 384,889 225,000 25,000 25,000 - 215,000 50,000 25,000 - 25,000 30,000 Budget 2010-2011 1,361,219 - 500,000 25,000 25,000 - 681,219 50,000 25,000 - 25,000 30,000 Budget 2011-2012 262,400 538,851 78,877 596,439 2,450,299 1,410,142 100,000 353,019 78,392 300,000 900,000 500,000 450,000 500,000 125,000 199,537 4,809,145 20,883,815 243,650 80,000 120,000 60,000 681,219 215,000 1,069,648 350,000 3,316,443 183,000 662,754 150,000 Total Plan Annual Financial Plan 274 City of Flagstaff Wasterwater Wildcat Crackseal Primary Tank Pipe Hnge-WC WC Treatment Upgrade/Rec Conn Replacement Dredge Rio Plant Clear/Skim Modifier Water/Wastewater Water Purch of Property Rights-Watershed Inner Basin Pipeline Renovation of Chlorine Storage Roof Replacement-Chlorine Storage Mall Infrastructure Waterline Relocations Black Barts/Sinagua Hts Waterline Foxgelnn/Skyview Waterline Sunnyside Improvements Mohawk Dr Waterline Elm Street Waterline CC College/NAU Waterline Ponderosa Trails to Airport W/L Talkington/Lynn/Elizabeth Waterline Benton/SF Alley/Elden Waterline Franklin Waterline (Beaver/Lone Tree) N. San Francisco Alley Waterline Park Street Waterline (Santa Fe/Dale) Aspen Waterline (Sitgreaves/Aztec) RFP/Turqouise Waterline Beaver Street WL (Phoenix/Dupont) Pinal/Papago Alley Waterline SCADA Reserve Town Well #5 East Reservior Demolition Railroad Springs Reservior Water Production Wells Woody Mtn Arsenic Removal LM Wellfield-LM#2 12" Pipeline LTESWTR Evaluation Gas Chromatograph Flocculator Drive Assemblies Clarifier Drive Assemblies Solar Bees Future Water Rights LM Well #7 Bldg and Power LM USGS Survey Chlorine Dioxide TOTAL WATER 32,174 60,000 12,701,482 100,000 20,000 301,001 200,000 20,000 766,000 319,063 1,335,083 349,905 700,144 121,796 400,000 85,000 507,454 2,273,031 448,501 15,000,000 200,000 23,046,978 Budget 2005-2006 32,174 2,323,328 69,592 20,000 6,875 2,220 766,000 8,000 2,765 3,023 185,302 25,892 130,000 60,000 400,000 50,000 100,350 7,920,225 30,000 9,710,652 Estimate 2005-2006 32,174 60,000 12,000,000 - 20,000 401,000 193,125 17,780 10,626 2,927,993 452,108 923,288 232,336 125,400 110,000 507,454 3,003,000 389,365 60,000 100,000 7,114,700 200,000 161,000 110,000 17,059,175 Budget 2006-2007 9,550,000 195,600 - 20,000 72,200 117,800 189,500 129,200 5,306,650 5,835,350 Budget 2007-2008 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2007-2012 - 20,000 405,700 69,500 301,200 301,200 133,100 1,230,700 Budget 2008-2009 - 20,000 1,632,000 137,100 1,789,100 Budget 2009-2010 - - 413,200 495,900 1,264,500 190,000 145,400 - 319,600 157,700 141,200 96,300 734,800 20,000 - Budget 2011-2012 20,000 - Budget 2010-2011 96,522 120,000 36,574,810 195,600 169,592 120,000 401,000 193,125 17,780 10,626 2,927,993 72,200 117,800 452,108 405,700 923,288 189,500 232,336 69,500 301,200 301,200 1,632,000 319,600 157,700 190,000 811,400 110,000 507,454 8,309,650 389,365 60,000 96,300 413,200 495,900 100,000 7,114,700 200,000 161,000 110,000 27,913,625 Total Plan Annual Financial Plan 275 City of Flagstaff TOTAL WATER AND WASTEWATER Water/Wastewater - Continued Wasterwater Wildcat Digester Pipe Replace Wildcat Primary rebuild Wildcat Septage Treatment Wildcat Primary Clarifier Coating Wildcat Piping Replacement Wildcat Blast and Mortar Wash Rio Plant SCADA Rio Plant Chipseal Wildcat Crackseal & SSBs Coat Wildcat Digestors Wildcat Crackseal Paint Buffalo Park Reservoir Expand Reclaimed System Reclaimed Storage Wildcat Landscaping Primary Pump Station Replace Picture Canyon Grease Treatment Solar Bees Mall Infrastructure SCA Reclaim/Sewer Xeriscape Projects Arrowhead/Mt. View Sewer Reclaim Hydrants Walgreens Sewer Replacement Huntington/Old Pit Sewer Upsize Rio Outfall Continental Outfall Sewer Mike's Pike Sewer Terrace/Birch Sewer Lower Greenlaw Sewer Phoenix Sewer (Beaver/SF) South Beaver Street Sewer Upper Greenlaw Phase II West Side Interceptor Improvements Circle View Sewer San Fransico Sewer Replace Hillside Sewer Replacement Cherry Hill Sewer Replacement N Sunnyside Sewer Replacement Buffalo Pk Tk Reserve Total Wastewater 38,668,572 725,883 374,427 316,650 173,891 766,000 100,000 50,000 131,967 89,120 15,621,594 Budget 2005-2006 13,263,006 766,000 270,000 2,105 89,155 3,552,354 Estimate 2005-2006 31,983,378 115,928 374,427 316,650 173,891 150,000 400,000 50,000 50,000 130,000 268,072 303,544 237,717 170,000 91,800 14,924,203 Budget 2006-2007 17,575,250 119,400 153,700 63,700 106,100 742,600 214,000 202,700 297,600 94,500 11,739,900 Budget 2007-2008 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2007-2012 2,300,800 147,300 97,400 1,070,100 31,700 62,600 145,700 332,000 253,400 - Budget 2008-2009 4,950,200 179,100 154,600 787,900 159,900 759,000 1,020,300 100,300 3,161,100 Budget 2009-2010 4,953,100 106,400 3,688,600 313,800 122,300 114,200 463,700 1,337,200 103,300 2,599,400 3,334,200 1,194,100 2,388,100 - Budget 2011-2012 46,400 98,500 - Budget 2010-2011 65,096,928 841,811 748,854 633,300 347,782 372,800 153,700 179,100 31,700 62,600 300,300 46,400 98,500 1,194,100 2,388,100 63,700 106,100 150,000 400,000 50,000 1,532,000 370,000 100,000 2,105 261,967 268,072 303,544 1,530,500 237,717 214,000 534,700 297,600 147,300 159,900 759,000 1,020,300 313,800 122,300 114,200 463,700 1,337,200 170,000 771,975 37,183,303 Total Plan Annual Financial Plan 276 City of Flagstaff Airport Master Plan Update Relocation 80 x 100 Hangar Land Acquisition West Hangar Area Taxiline Reconstruct East Parallel Taxiway South East Parallel Taxiway North Grnd Transp JWP/Pulliam Widening Design/Constr ARFF Safety Area Rehab RW3 Runway Extension Perimeter Road Construction Aircraft Washrack Pavement Maintenance Future Projects - ADOT Future Projects - FAA Echo Foxtrot Drainage TOTAL AIRPORT 534,171 189,628 10,651 140,000 169,589 6,174,581 140,000 1,397,198 360,878 - 288,868 - 9,113,038 161,870 Estimate 2005-2006 60,000 2,280,000 Budget 2005-2006 - 219,869 9,570,010 7,100,000 960,000 440,726 836,256 13,159 - Budget 2006-2007 14,176,191 7,626,191 6,000,000 550,000 Budget 2007-2008 4,500,000 - 3,500,000 1,000,000 Budget 2008-2009 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2007-2012 9,440,000 - 7,000,000 1,300,000 1,140,000 Budget 2009-2010 8,695,555 555,555 - 7,000,000 1,140,000 Budget 2010-2011 - 555,555 1,100,000 1,655,555 Budget 2011-2012 2,280,000 4,050,000 8,000,000 8,300,000 836,256 13,159 14,726,191 6,960,000 440,726 1,111,110 1,100,000 219,869 48,037,311 Total Plan Annual Financial Plan 277 City of Flagstaff 830,664 Total Environmental Services 378,974 150,000 157,546 267,456 7,107,239 1,200,000 9,261,215 Stormwater Utility 6th Avenue Detention Walnut Meadows Izabel Affordable Hsg Drainage Drainage Spot Improvement Rio De Flag Rio Parking Replacement Total Stormwater Utility Budget 2005-2006 49,500 - 130,664 848,089 187,452 485,473 14,000 81,164 80,000 Budget 2006-2007 - - - Budget 2007-2008 1,233,822 426,116 150,000 157,546 500,160 - Estimate 2005-2006 7,835,899 5,000 20,000 250,000 6,360,899 1,200,000 Budget 2006-2007 3,800,860 255,000 3,545,860 - Budget 2007-2008 1,047,600 260,100 787,500 - Budget 2008-2009 - - - Budget 2008-2009 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2007-2012 76,575 12,548 14,527 200,000 500,000 Estimate 2005-2006 Environmental Services Office Building Improvements Maintenance Building - Project #414800 Biodiesel Pumping Station Cinderlake Landfill Residential Dropoff Fueling Station-Project #414501 Budget 2005-2006 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2007-2012 552,802 265,302 287,500 - Budget 2009-2010 - - - Budget 2009-2010 558,108 270,608 287,500 - Buget 2010-2011 - - - Budget 2010-2011 276,608 276,608 - Budget 2011-2012 - - - Budget 2011-2012 14,071,877 5,000 20,000 1,577,618 11,269,259 1,200,000 Total Plan 848,089 81,164 80,000 187,452 485,473 Total Plan JUNIOR LIEN BONDS PAYABLE FROM HIGHWAY USER TAX REVENUES FINANCING THE CAPITAL PLAN The major sources of financing capital improvements in the upcoming fiscal year are: Operating Funds Debt Financing Grants In order for the City to issue junior lien bonds, the City must have received Highway Users Tax Revenues in the twelve months preceding the issuance of the bonds in an amount equal to 1.5 times the highest annual debt service requirements (principal and interest) on all HURF bonds outstanding. Additionally, if coverage is not at least two times the highest debt service requirements, then the proposed bonds must bear a rating at the time of the issuance of “A” or better by one of the nationally recognized rating agencies. The City issued $5.6 million of junior lien bonds in FY 1993 and $5.6 million is outstanding as of July 2, 2006. The City may issue any combination of junior and senior lien bonds as long as the coverage requirements are satisfied. Approximately $26.4 million in capacity is currently available in junior lien bonds or as senior lien bonds. 47.0% 41.3% 11.7% The rating agencies (Standard and Poors' Corp. and Moody Investors, Inc.) view 15% from operating funds as highly favorable. The City currently is financing 46.6% of its CIP out of operating funds. However, because of large funding requirements, debt financing still continues to be the major source of financing for capital improvements. A brief description of the major types of financing available and limitations as to use is presented below. GENERAL OBLIGATION (G.O.) BONDS WATER AND SEWER REVENUE BONDS Bonds issued as general obligations of the City are secured by the full faith and credit of the City through its power to tax. In order for bonds to be issued, voter authorization must be obtained. Debt service (payment of principal and interest) is to be paid from the proceeds of ad valorem taxes, i.e., property taxes. The Arizona Constitution and State Statutes limit the indebtedness that a jurisdiction may incur by the type of project constructed. The City can issue G.O. bonds up to 20% of the secondary assessed valuation for projects involving water, sewer, artificial lighting, parks, open space, and recreational facilities. For all other generalpurpose improvements, the City may issue up to 6% of its secondary assessed valuation. $49 million is outstanding on July 1, 2006, and the City has $23.2 million in available capacity at the 6% debt margin and $89.6 million in available capacity at the 20% debt margin as of July 1, 2006. In addition to water/sewer G.O. bonds, the City can sell bonds that pledge utility revenues. Debt service requirements are paid from the net revenue derived by the City from the operations of its water and sewer system after provision has been made for the payment from such revenues of the reasonable and necessary expenses of the operation and maintenance of such systems. Therefore, there is no legal limitation on indebtedness that can be incurred; rather, there is only the practical limitations imposed by what the utility rate structures will support. The $40.7 million authorized by voters in November 1990 can be either G.O. bonds or revenue bonds. G.O. bonds accounted for $33.9 million of the issuance. The $6.8 million remaining authorization was sold in FY 2003 through the Water Infrastructure Financing Authority (WIFA). The City is pledging the revenue of its water and wastewater system. HIGHWAY USER REVENUE (HURF) BOND SPECIAL IMPROVEMENT/ASSESSMENT DISTRICTS The State distributes a share of the motor vehicle fuel tax to cities based partially on population (50% of allocation) and partially on jurisdiction of origin. This special revenue source can only be used for maintenance or construction of streets and highways. Special revenue bonds can be issued for construction of street projects, with the gas tax revenues pledged as a source of debt repayment. The annual total debt service, both principal and interest, cannot exceed 50% of the HURF distribution received for the most recent twelve month period by the City. Annual Financial Plan Special improvements/assessments are a means of financing services or capital improvements that benefit specific property owners more than the general public. Majority consent must be obtained from the property owners within the designated geographic assessment district. These property owners are then levied a supplemental property tax assessment for their share of the costs of the improvements. The City is currently assessing two districts. 278 City of Flagstaff MUNICIPAL FACILITIES (MFC) BONDS equipment that is needed by the entity. Ordinarily, all operation and maintenance costs are the responsibility of the lessee (borrower). CORPORATION The Flagstaff Municipal Facilities Corporation, Inc. (MFC) is a not for profit corporation over which the City exercises significant oversight authority. It was formed to assist the City in acquiring land and constructing improvements thereon, constructing and acquiring improvements upon land owned by the City, and in any other way incurring expenses to improve the use of presently owned facilities, or as they may be expanded in the future. The City Charter requires that to construct projects, with the exception of utilities, public safety and street facilities in excess of $1 million require voter approval. The $1 million limit is adjusted annually by the consumer price index at July 1 of each year. The estimated amount July 1, 2006 is $2 million. The lease terms are generally structured such that the rental payments are sufficient to meet debt service costs as well as any administrative expenses. Usually a reserve fund is set-aside at inception as security to obtain a competitive interest rate. Typically, lease financing is used for acquisition of major capital equipment, e.g., computer systems, fire apparatus, which are very expensive and have a useful life greater than five years but typically are not expected to have a useful life as long as the terms of bonds issued. GRANTS The Corporation finances various projects for the benefit of the City by issuing MFC bonds. Bonds may be issued without voter approval and without limitation as to interest rate or amount. The City enters into a rental lease agreement with the corporation sufficient to service the debt on the MFC bonds. The bonds are made marketable by assuring, prior to entering into any lease agreement with the MFC, the City will maintain an excise, transaction privilege, and franchise tax base at least three times the maximum annual debt service. Grants are contributions of cash or other assets from another governmental entity to be used or expended for a specified purpose, activity, or facility. Grants can be either capital grants or operating grants. Capital grants are for the acquisition or construction of fixed assets and usually require some local effort match. All other grants are considered operating grants. Grants have specific compliance requirements including prescribing the activities allowed and not allowed, eligibility requirements, matching level of effort or earmarking requirements, reporting requirements, and special provisions to be taken into consideration. Most municipalities in Arizona have utilized this method of financing to construct major public projects such as municipal complexes, civic centers, and sports complexes. In September 1997, voters approved $4.7 million in MFC Bonds for the construction of a facility to be leased by USGS. The City issued these bonds in FY 2001 and $3.6 million is still outstanding. In May 2000, the City received voter authorization to issue $25 million in bonds for the construction of an overpass at 4th Street. The City issued these bonds in FY 2004, and $22.0 million is still outstanding. The current expansion at Pulliam Airport is being financed with proceeds from the sale of airpark property and ADOT and FAA grants. Major funding for the City's various affordable housing programs is provided through HOME and Community Development Block grants. The City has also received major funding for a streetscape project under the ISTEA (Intermodal Surface Transportation Efficiency) grant. Block Grant Programs: The Federal government distributes grant funds under eight omnibus block grant programs. With the 1995 Census, HUD designated Flagstaff as an Entitlement Community. This designation allows the City to receive funding directly from HUD. These funds will be used primarily for low income housing repair and construction and infrastructure in low-income neighborhoods. CERTIFICATES OF PARTICIPATION This type of financing is often used for lease purchases and is very similar to bond financing. An official statement for the certificates is prepared, which very closely resembles bond-offering statements. Proceeds from the certificates are remitted through a trust and per the lease agreement to the lessor. Lease payments are made to the trustee who then remits the appropriate funds to the certificate holders. Additionally, the trust holds an assignment agreement with the lessor to protect the investors. Certificates of Participation are often brokered through private placements to hold down issuance costs. INTERGOVERNMENTAL AGREEMENTS (IGA) Infrastructure needs may, at times, overlap different jurisdictional boundaries. Jurisdictions then often enter into an IGA for the construction and proportionally shared payment of the project. One jurisdiction will act as primary lead agent for project management purposes. The Transportation Regional Plan and Storm Drainage Master Plan, in particular, may often require coordinated efforts between the City, Arizona Department of Transportation (ADOT) and Coconino County. LEASE FINANCING Under this type of debt financing, a governmental entity enters into a contractual arrangement with the issuer to construct or otherwise acquire facilities and/or Annual Financial Plan 279 City of Flagstaff STATE REVOLVING LOAN FUND PAY AS YOU GO FINANCING Arizona has established a revolving fund empowered to accept Federal capitalization grants for publicly owned wastewater treatment projects pursuant to the Federal Water Pollution Control Act and Water Quality Act. In order to qualify for the Federal monies, the State must match a 20% contribution into the fund. The WIFA that issues bonds that are then lent to different governmental entities to finance projects, manages Arizona’s fund. Projects are submitted to WIFA for review, and prioritization. Based on this compilation, projects are then eligible for funding. The City previously received a $6 million loan from these funds for the reclaimed water distribution system. The WIFA board approved an additional loan of $6.8 million in water improvements. The City has applied for funding on the May 18 capital project ballot items. Projects funded on a pay as you go basis derive their financing from current revenue streams or prior savings that have been kept in fund balance. This method of financing eliminates the need for borrowing and thereby preserves debt capacity for other purposes. Costs are lower because non-debt financing does not incur interest costs. The major drawbacks of pay as you go financing include inadequacy of funds available (taxes, reserves); erratic impact on rate structures (water/sewer rates); legislative approval (formation of improvement district); and political difficulties (impact fees or other exactions). The City is currently funding 47% of capital improvements on a pay as you go basis. Capital improvements that are considered ongoing improvements and maintenance required expenditures are built into the rate structure of the two enterprise funds (Utilities and Environmental Services). Additionally, the City has sinking reserve funds for landfill closure. Another loan program available through the State is the Arizona State Transportation Board's Airport Revolving Loan Program. The loans are provided for airportrelated construction projects not eligible for federal funding or under other programs and are designed to improve airport self-sufficiency. The City received a $600,000 loan from these funds for the construction of an additional hangar. Annual Financial Plan 280 City of Flagstaff Annual Financial Plan 281 City of Flagstaff surprising that our residents love the great outdoors, and the mild climate encourages year-round outdoor activities. Flagstaff Community Profile Flagstaff, Arizona is located at the intersection of Interstate 17 and Interstate 40, and is the largest city in Northern Arizona. The city is also the regional center and county seat for Coconino County, the second largest county in the 48 contiguous states. The City of Flagstaff, becoming a town in 1894, incorporated as a city in 1928, and currently comprising of just over 64 square miles, is nestled at the base of the San Francisco Peaks and surrounded by one of the largest pine forests on earth. Flagstaff drew its name from a very tall pine tree made into a flagpole in 1876 to celebrate our nation’s centennial. At nearly 7,000 feet, Flagstaff is also one of the highest elevation cities in the United States. The city is a year-round mecca for visitors and many Arizonans maintain second homes here. Climate Average Average Temperature Month History In 1855 Lieutenant Beale, in surveying a road from the Rio Grande in New Mexico to Fort Tejon in California, passed over the spot where Flagstaff now stands. While camping at the Eastern extremity of the present town, the lieutenant had his men cut the limbs from a straight pine tree in order to fly the United States flag. Daily Max. Daily Min. Precipitation January February March April May June July August September October November December 42.6 45.1 49.9 58.0 67.7 78.0 81.9 79.0 73.8 63.6 51.0 43.7 16.0 18.1 21.9 27.1 33.8 41.1 50.3 49.1 41.3 31.0 22.1 16.4 2.05 2.10 2.22 1.30 0.68 0.49 2.49 2.88 1.94 1.60 1.73 1.94 Year (average) 61.2 30.7 21.42 Source: Western Regional Climate Center (Jan. 1950-Dec. 2005) Economic Information The town’s first recognized permanent settler, Thomas F. McMillan, arrived in 1876 and built a cabin at the base of Mars Hill. During the 1880’s Flagstaff began to grow, opening its first post office and welcoming the booming railroad industry. The town had timber, sheep and cattle and by 1886 Flagstaff was the biggest city on the main line between Albuquerque and the West Coast. Flagstaff is a governmental, educational, transportation, cultural and commercial center. Government is one of the largest employment sectors. Tourism is also a large employer as the city sees over 5,000,000 visitors a year. In addition, the City houses Northern Arizona University and other scientific and high tech research and development industries. In 1894, Dr. Percival Lowell chose Flagstaff, due to its great visibility, as the site for the now famous Lowell Observatory. Thirty-six years later, Pluto was discovered through the observatory’s telescopes. The Arizona Teacher’s College began in 1899, later becoming Northern Arizona University (1966). During the 1920’s, Route 66 was built right through town making Flagstaff a popular tourist stop. Flagstaff was incorporated as a city in 1928. NAU, the largest employer in the City, has a major economic impact annually. The campus is used yearround and hosts many professional athletes, e.g., Arizona Cardinals and Phoenix Suns, and Olympic athletes that choose Flagstaff as training site because of the climate, altitude, and available facilities. The University, in partnership with the City of Flagstaff and the State of Arizona, has institutionalized this with the development of the High Altitude Sports Training Center. The Center invites athletes worldwide to train at our 7,000 feet elevation, which has proven to offer a competitive advantage. The Center offers facilities, health assessments, and other services to these international athletes. Today, Flagstaff is a community rich with cultural diversity, beauty and history, as well as amazing educational, recreational and scientific opportunities. Weather Population Flagstaff Coconino County Arizona Flagstaff enjoys four distinct seasons. Moderate summer temperatures average twenty degrees less than Phoenix, and are punctuated with afternoon rain showers in July and August. The winter brings an average annual snowfall of 99.5 inches, much to the enjoyment of skiers, ice skaters and snowboarders. As the snow thaws into spring, blooming wildflowers are abundant and fragrant along Flagstaff’s many hiking trails. Autumn is highlighted with the changing of the aspen leaves that transform the surrounding mountains into a golden tapestry of color. Flagstaff averages 282 days without precipitation each year, so it is not Annual Financial Plan 1990 45,857 96,591 3,665,228 2000 52,894 116,320 5,130,632 2005 61,185 130,530 6,044,985 Sources: Arizona Department of Economic Security and U.S. Census Bureau Five business and industrial parks are situated with excellent access to the Interstates (I-40 and I-17). One additional site resides within 15 miles of the City limits. Major manufacturers include W.L. Gore & Associates (of Gortex renown), manufacturer of medical equipment; Nestle Purina Petcare Products, manufacturer of pet 282 City of Flagstaff opportunities for children in kindergarten to high school. The schools specialize in everything from specific learning styles to programs focused on the Arts. food; SCA Tissue, manufacturer of tissue paper; and Joy Cone, manufacturer of ice cream cones. June 2006 Business Licenses Misc. Retail Construction Contracting Service Related (Business Licenses) Rentals Home Furnishings BBB Auto Sales, Parts, etc. Advertising, Publishing, and Printing Food Stores Building Materials Franchise Accounts Clothing Stores Drug and Liquor Stores General Merchandising Stores Total Coconino County Community College offers 31 associate degrees and 33 certificate programs, as well as continuing education courses and special programs for small businesses. In the fall of 2005, enrollment was 4,382 students (3,722 of which were enrolled at the two Flagstaff campus). 2,073 1,871 1,605 836 489 382 327 166 155 147 111 93 16 18 8,289 Flagstaff's commitment to education is enhanced by Northern Arizona University's contribution to the community. Established in 1899, NAU is one of Arizona's three state universities. In the fall of 2005, NAU offered 94 Bachelor, 47 Master, 8 Doctorate, and 1 Professional degrees along with 30 Undergraduate and 12 Graduate certificates. Top enrollment for its 18,779 students (12,634 of which were enrolled at the Flagstaff campus) are Elementary Education, Business Preparation, Hotel & Restaurant Management, Criminal Justice, and Counseling-Human Relations. Source: City of Flagstaff, Tax, Licensing, and Revenue Division Cultural Opportunities and Scenic Attractions Total sales generated by Flagstaff businesses reached $3.28 billion in FY 2006. Flagstaff serves as the cultural hub of Northern Arizona. Because arts and cultural activities enhance the quality of life and have an economic impact, the City supports these endeavors. Funding support for these activities comes from the Bed, Board and Booze tax, and the General Fund. The Flagstaff Cultural Partners will disburse these funds. Throughout the year, there are art shows, festivals, live theater performances, and Native American arts and crafts exhibits to satisfy the most ardent enthusiast. Tourism is a year-round industry attracting skiers in the winter, vacationers in the summer, and sightseers viewing the aspen turning gold in the fall. Non-city residents provided an estimated 50% of the sales tax revenue. The City has 382 licensed businesses generating BBB tax revenues (an additional 2% sales tax). Major private employers in the Flagstaff area are Nestle Purina, W. L. Gore & Associates, SCA Tissue, Sturner and Klien, Walgreens Distribution, and Joy Cone. Major public employers in the Flagstaff area are Coconino County, Northern Arizona University, City of Flagstaff, Flagstaff Unified School District, and the U.S. Forest Service. Labor Force Data (Annual Average) Civilian Labor Force Unemployed Unemployment Rate 1990 2000 26,111 1,604 6.1% 34,589 1,582 4.6% The Flagstaff Symphony Orchestra is a non-profit corporation dedicated to bringing world-class musical performances to their audiences, and to providing innovative programs in music education for youth across northern Arizona. The FSO conducts six concerts from September through April form the core of the Symphony's season, with additional Young People's Concerts for children in the Flagstaff Unified School District, and a Lollipop concert in December for families with young children. Regular concerts are held in 1500seat Ardrey Auditorium on the campus of Northern Arizona University. 2005 33,929 1,236 3.6% Source: Arizona Department of Economic Security Growth Indicators Business Licenses Retail Sales Primary Net Assessed Value 1990 2000 2005 4,000 (est.) 631,835,742 5,440 1,238,195,104 7,716 1,749,149,158 223,050,141 399,244,815 580,848,798 Lowell Observatory was founded in 1894 by Boston mathematician Percival Lowell. Best known for the discovery of Pluto, Lowell Observatory is also where astronomer V.M. Slipher gathered the first evidence that the universe is expanding. The Observatory also maintains a vigorous education and outreach program, headquartered in the Steele Visitor Center on Mars Hill. Each year, about 70,000 people visit the Observatory to learn about astronomy by participating in multimedia programs, private and school programs, special events, and other educational activities. The Observatory offers daily-guided tours and evening programs. Sources: AZ Department of Revenue; City of Flagstaff Education Flagstaff Unified School District #1 has 9 elementary schools, 3 middle schools, 2 alternative schools, 5 magnet schools, and 3 high schools. In addition to the public school system, there are 10 charter schools and 8 private schools. These schools provide educational Annual Financial Plan 283 City of Flagstaff Arizona and Highway 180 provides access to the Grand Canyon. The Museum of Northern Arizona offers internationally recognition exhibits in archeology, ethnology, geology, biology, and fine art of the Colorado Plateau. Four especially notable exhibitions, which attract national and international visitors, include the annual Zuni, Hopi, Navajo, and Hispanic Exhibitions with contemporary and traditional pottery, weaving, jewelry, and sand paintings, as well as native artist demonstrations and traditional dance. Approximate Drive Times from Flagstaff: Grand Canyon, AZ 2 Hours Lake Powell, AZ 3 Hours Nogales, AZ 4 1/2 Hours Phoenix, AZ 2 1/4 Hours Sedona, AZ 1 Hour Tucson, AZ 3 3/4 Hours Albuquerque, NM 4 1/2 Hours El Paso, TX 8 Hours Las Vegas, NV 4 1/4 Hours Los Angeles, CA 6 1/2 Hours The Coconino Center for the Arts, operated by the Flagstaff Cultural Partners, serves as the cultural center of the Flagstaff community. The 4000 square foot gallery features diverse rotating exhibitions showcasing local and regional artists, craftspeople, and Flagstaff students. Contemporary fine crafts, western art, and special science programs are also held throughout the year. The intimate 200-seat theater offers musical concerts, readings, theater performances, and other presentations. Burlington Northern Santa Fe Railway serves the city of Flagstaff with more than 100 trains passing through town daily. Amtrak also services Flagstaff twice daily connecting with Los Angeles and Chicago. Bus services are available for within the city (Mountain Line), intra and interstate (Greyhound), and several tour guide companies provided service around Northern Arizona. In addition, there are several taxicab companies. The Pine Mountain Amphitheater at Fort Tuthill County Park features outdoor concerts and dance performances from May through September. The events feature local and regional artists, as well as nationally and internationally acclaimed artists. Flagstaff Pulliam Airport, located four miles south of downtown Flagstaff on I-17, provides frequent daily flights to and from Phoenix Sky Harbor International Airport, where national and international connections can be made. Known as the “City of Seven Wonders,” Flagstaff attracts millions of tourists each year due to its easy access to such scenic destinations as the Grand Canyon, Sunset Crater, Oak Creek Canyon, Meteor Crater, Walnut Canyon, Wupatki National Monument, and the San Francisco Peaks. Additionally, the City is committed to the development of a non-motorized urban trail network (FUTS), which will interconnect virtually all areas of the City when completed and will serve as an important transportation element as well as a recreation amenity. The current draft of the proposed City/County regional plan shows an estimated 55 miles of FUTS. The City has completed approximately 33.8 miles to date. Community Facilities Flagstaff offers a wide range of community and cultural facilities, including: City Recreational Facilities: Recreation Centers Parks-Developed Parks-Undeveloped Tennis Courts Racquetball Courts Ramadas Softball/Baseball Fields Ice Rink/Activity Center Playgrounds Skate Tracks Soccer Fields Disc Golf Course Basketball Courts Volleyball Courts Horseshoe Courts Off Leash Areas-Bark Parks BMX Facility 3 27 4 17 4 11 17 1 20 2 4 2 19 6 12 2 1 Other Facilities: Museums Art Galleries Libraries Swimming Pools Bowling Alleys Symphony Orchestra Ski Resort Movie Screens Fairgrounds/Race Track Outdoor Amphitheater 5 12 3 2 1 1 1 12 1 1 Medical Flagstaff has an extensive array of medical facilities and resources in the areas of traditional, integrative and alternative healthcare. Flagstaff Medical Center is the Northern Arizona Regional referral center for trauma, cancer, rehabilitation, cardiac care, high-risk maternal/fetal, MRI/CT scans, and more. More than 190 physicians are on active staff at the hospital, representing 31 medical specialties. Recreation The City is surrounded within and without by coniferous forests, which allow for an array of outdoor sports and camping and backpacking opportunities. Downhill skiers enjoy 32 runs down the San Francisco Peaks, just 14 miles from downtown Flagstaff. Groomed trails at the Flagstaff Nordic Center provide over 40 kilometers of cross-country skiing. Endless miles can be skied on the hundreds of miles of forest service roads. Flagstaff even sponsors the annual Winter Festival that includes dog sled races. Transportation Flagstaff is a major crossroads for the west. Interstates 17 and 40 provide road access to major west coast markets, including San Francisco, Las Vegas, Albuquerque, El Paso, Los Angeles, San Diego, parts of Mexico, and of course, Phoenix and Tucson. US Highway 89 provides access to the states north of Annual Financial Plan 284 City of Flagstaff composting, and environmentally sound landfill management to meet the City's long-term disposal needs. In addition, several new programs are embracing the concepts of sustainability, restoration, and conservation, such as renewable energy and fuels, Brownfield Land Recycling, and sustainable building. Water conservation programs include a reclaimed water treatment plant and related distribution lines to transport water to large irrigation water users, as well as a lowflow toilet rebate program. The city initiated a year round water use policy that restricts the times and day outside irrigation is allowed. The toilet rebate program has been extended to commercial and industrial users as well as residential customers. In addition, the city is considering incentives for installation of waterless urinals, hot water re-circulators, turf reduction, washing machines, and pre-rinse spray valves. The City has also initiated a program for the use of rain barrels. Additionally, the City provides funding support to not-forprofit organizations such as the Resource Center for Environmental Education and the Museum of Northern Arizona. Hikers, joggers, and mountain bikers will find miles of trails, which range from gentle grades to extremely difficult terrain. The outdoor sportsman will find opportunities for hunting and fishing. The individual committed to an exercise routine, which includes running, or walking will find a 2-mile track complete with a 20-station Vita Course at Buffalo Park, a woodland area atop a mesa with spectacular views of the San Francisco Peaks. For those who enjoy organized team sports, the City has adult and youth leagues for softball, baseball, basketball, soccer, ice hockey, and volleyball throughout the year. Additional recreation amenities include the skateboard park and disc golf course, which provide year-round recreational opportunities. Environmental Focus Flagstaff citizens realize that the quality of life enjoyed in this mountain community is intricately related to the preservation of our environment. The City has dedicated considerable resources to a variety of environmental issues and local conservation efforts. The Environmental Services Division works to ensure that all residents of Flagstaff are provided with a clean, safe, and ecologically sound environment. More specifically, the programs are focused on waste management strategies that emphasize waste reduction and recycling, Table IX City of Flagstaff, Arizona Principal Taxpayers Tax Year 2005 Taxpayer Arizona Public Service Company W L Gore & Associates Inc. Qwest Corporation Nestle Purina Petcare Company Walgreen Arizona Drug Co. Little America Refining Co. Cone Company George & Thomas DBA Flagstaff Mall Associated Ltd. Partnership UniSource Energy Corporation Woodlands Plaza Hotel LTD Partnership Total Principal Taxpayers Other Taxpayers Total Secondary Assessed Valuation Net Assessed Valuation Type of Business Utility Manufacturer Utility Manufacturer Distribution/Retail Hotel/Tourism Manufacturing Shopping Center Utility Hotel/Tourism $ $ 11,202,424 10,109,600 9,580,227 4,171,498 3,867,713 3,830,418 3,317,484 3,250,000 2,538,753 2,403,225 54,271,342 502,409,245 556,680,587 As a Percentage of the City Total Secondary Assessed Valuation 2.01% 1.82% 1.72% 0.75% 0.69% 0.69% 0.60% 0.58% 0.46% 0.43% 9.75% 90.25% 100.00% Source: Arizona Department of Revenue, Central Information Services Annual Financial Plan 285 City of Flagstaff City of Flagstaff, Arizona Property Tax Rates Direct and Overlapping Governments Last Ten Fiscal Years Fiscal Year City School Community District College County State Total 1996 1.7983 6.7903 0.3728 1.1472 0.4700 10.5786 1997 1.8283 6.5237 0.3784 1.1386 - 9.8690 1998 1.7127 6.6634 0.3869 1.1168 - 9.8798 1999 1.7127 6.5477 0.3952 1.1094 - 9.7650 2000 1.7127 6.5585 0.5947 1.1444 - 10.0103 2001 1.7127 6.6885 0.5724 1.1336 - 10.1072 2002 1.7127 6.6741 0.5717 1.0951 - 10.0536 2003 1.7127 6.7590 0.5809 1.1941 - 10.2467 2004 1.7127 6.3679 0.5775 1.2369 - 9.8950 2005 1.7127 5.7236 0.5660 1.2212 - 9.2235 Note: Tax rates are per $100 assessed valuation. City of Flagstaff, Arizona Sales Tax Rates Direct and Overlapping Governments Last Ten Fiscal Years June 30 City Sales Tax City Transportation Tax City BBB Tax County Sales Tax State Sales Tax Total 1997 1.0000 - 2.0000 0.5000 5.0000 8.5000 1998 1.0000 - 2.0000 0.8000 5.0000 8.8000 1999 1.0000 - 2.0000 0.8000 5.0000 8.8000 2000 1.0000 - 2.0000 0.8000 5.0000 8.8000 2001 1.0000 0.5100 2.0000 0.8000 5.6000 9.9100 2002 1.0000 0.5745 2.0000 0.8000 5.6000 9.9745 2003 1.0000 0.5745 2.0000 0.9250 5.6000 10.0995 2004 1.0000 0.6010 2.0000 0.9250 5.6000 10.1260 2005 1.0000 0.6010 2.0000 0.9250 5.6000 10.1260 2006 1.0000 0.6010 2.0000 0.9250 5.6000 10.1260 Annual Financial Plan 286 City of Flagstaff City of Flagstaff, Arizona Miscellaneous Statistics Date of Incorporation May 26, 1894 Elections Last Municipal Election May 2006 Number of Registered Voters Number of Votes Cast % of Registered Voters that Voted Last Special Election May 2005 Number of Registered Voters Number of Votes Cast % of Registered Voters that Voted Date Charter Adopted October 3, 1958 Date of Latest Charter Amendment June 29, 1998 25,473 9,445 37.08% 28,704 17,182 59.86% Form of Government Council, City Manager Parks and Recreation Number of Developed Parks Number of Un-developed Parks Park Acreage Flagstaff Urban Trail System-Miles Area - Square Miles June 2006 - 64.66 Infrastruture Miles of Streets Miles of Alleys Miles of Sidewalks Miles of Waterlines Miles of Reclaim Waterlines Miles of Sewer Storm Sanitary Number of Street Lights Number of Fire Hydrants Number of Manholes 219.08 10.15 157.22 370.03 15.21 42.81 250.55 3,037 2,598 6,496 Employees as of June 30, 2006 Merit System Exempt Temporary Elected Officials Total Payroll for the Year Ending 2006: Fire Protection Number of Stations Number of Employees (FTE) Police Protection Number of Employees (FTE) Number of Calls for Service per Annual Report-12/31/05 Ave. Patrol Officers for 24 hour period Vehicular Patrol Units Coconino County Jail Prisoner Capacity $ 546 143 210 7 36,415,519 6 100.75 164 58,328 20.2 24 560 Fixed Base Operators Locally Based Aircraft Tiedowns Enclosed Hangars Open Hangars Annual Financial Plan Number of Other Facilities: Recreation Centers Tennis Courts Racquetball Courts Ramadas Softball/Baseball Fields Ice Rink/Activity Center Playgrounds Skate Tracks Soccer Fields Disc Golf Course Basketball Courts Volleyball Courts Horseshoe Courts Off Leash Areas-Bark Parks Swimming Pools (School Owned) BMX Facility 3 17 4 11 17 1 20 2 4 2 19 6 12 2 2 1 Education Number of Schools: Public Elementary Public Middle School Public High School Alternative Schools Magnet Schools Charter Schools Private Schools Community College (Coconino) University (Northern Arizona) 9 3 3 2 5 10 8 1 1 Number of Students (Fall 2005): Flagstaff Unified School District Charter Private (Fall 2003) Northern Arizona University Flagstaff Campus All Locations Coconino Community College Flagstaff Campuses (2) All Locations Pulliam Airport 1 125 29 64 48 287 27 4 704.54 33.82 11,222 1,606 343 12,634 18,779 3,722 4,382 City of Flagstaff City of Flagstaff, Arizona Miscellaneous Statistics Sales Tax Retail Sales Last 10 Fiscal Years: 2005 $ 2004 2003 2002 2001 2000 1999 1998 1997 1996 Total Sales Tax Revenue for Fiscal Year 2005 $ Utility Enterprise Total Active Accounts on June 30, 2006 Water Average Gallons/Household/Month Plants Capacity (Million Gallons per Day): Water Treatment Plant Reservoir Filtration Plant Wildcat Hill Plant Rio de Flag Reclaim Plant Number of Facilities: Wells Reservoirs Reclaimed Reservoirs Population Census Population Count-Last Five Censuses: 2005** 2004** 2003** 2002** 2001** 2000 1995* 1990 1985* 1980 *Special Census **Estimate 1,749,149,158 1,593,931,781 1,458,775,346 1,404,232,492 1,324,735,136 1,238,195,104 1,117,197,604 1,065,133,746 1,016,570,260 965,100,588 12,671,202 2000 Census Information: Age Distribution of Population for Urbanized Areas Only 1-4 Years 5-17 Years 18-24 Years 25-44 Years 45-64 Years 65+ Years 18,122 5,872 8 2 6 4 25 9 2 Number of Housing Units Average Persons per Housing Unit Average Family Size Median Household Income Per Capita Income (2000) $ $ 61,185 61,270 61,030 59,160 57,700 52,894 52,701 45,854 38,247 34,743 3,546 9,288 11,487 16,111 8,309 4,153 52,894 21,396 2.59 3.13 37,146 18,637 2000 Census information available at the following websites: http://www.census.gov/census2000/states/az.html http://www.de.state.az.us/links/economic/webpage/index.html Annual Financial Plan 288 City of Flagstaff City of Flagstaff, Arizona Bonded Debt Interest/Coupon Rate by Issue and Year Fiscal Year 1991 CAB's Sewer 1992 Revenue Street and Highway 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2018 2020 2021 6.750 - 9.500 7.750 5.900 5.900 5.500 - Fiscal Year 2001 Certificates of Participation USGS 2003 G.O. Parks, Water 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2018 2020 2021 4.000 4.150 4.350 4.550 4.550 4.600 4.625 4.750 4.750 4.750 - 3.000 3.250 3.250 3.250 3.250 3.250 3.250 - Annual Financial Plan 1997 G.O. Public Safety, Parks, Water 1999 Special Assessment Bow & Arrow 4.500 - 4.900 4.900 4.900 4.900 - 2003 Revenue Street and Highway 3.000 3.250 3.250 - 289 2003 Revenue 4th Street 2.250 5.000 3.000 3.250 3.750 4.000 4.000 4.000 4.000 5.000 5.250 5.250 5.250 5.250 - 2001 G.O. Parks & Rec 4.375 4.500 4.500 4.500 4.500 4.650 4.750 - 2001 G.O. Water, Sewer Airport 5.000 5.000 5.000 - 2006 G.O. Fire, FUTS, Acquatic/Multi 5.000 5.000 4.500 4.250 4.125 4.125 5.000 5.000 5.250 5.250 5.250 4.375 4.500 4.500 4.125 City of Flagstaff Table XII City of Flagstaff, Arizona Percent of Net General Bonded Debt to Secondary Assessed Value and Net General Bonded Debt Per Capita Last Ten Fiscal Years Percent of Net Bonded Fiscal Year Secondary Gross Less Net Debt to Net Bonded Assessed Bonded Current Bonded Assessed Debt Per Value (2) Debt Portion Debt Value Capita Population (1) 1996 53,966 294,100,721 39,830,151 3,595,000 36,235,151 12% 671.44 1997 55,885 310,066,911 53,809,898 4,371,000 49,438,898 16% 884.65 1998 58,145 340,743,258 49,470,273 4,170,000 45,300,273 13% 779.09 1999 59,945 362,625,557 45,333,746 4,465,000 40,868,746 11% 681.77 2000 52,894 ** 385,566,202 40,904,461 4,405,000 36,499,461 9% 690.05 2001 57,700 408,592,733 36,537,570 2,805,000 33,732,570 8% 584.62 2002 59,160 429,030,400 36,873,231 2,888,505 33,984,726 8% 574.45 2003 61,030 464,257,886 34,012,849 3,570,000 30,442,849 7% 498.82 2005 61,145 556,680,587 26,784,064 3,915,000 22,869,064 4% 374.01 2004 61,270 501,655,440 30,967,902 3,920,000 27,047,902 5% 441.45 (1) Arizona Department of Economic Security projected population increases except 2000, which are official census figures. (2) From County Assessors Office. ** Census estimates exceeded actual 2000 census results. FY2000 adjusted to reflect population per U.S. Census official results City of Flagstaff, Arizona Total Bonds Payable Last Five Fiscal Years 2002 36,873,231 17,760,000 4,700,000 1,188,000 60,521,231 General Obligation Revenue Other Special Assessment Total Bonds Payable 2003 34,012,849 23,295,760 4,700,000 944,000 62,952,609 2004 30,937,849 46,327,329 4,445,000 685,000 82,395,178 2005 26,580,000 43,660,440 4,180,000 685,000 75,105,440 2006 22,665,000 40,579,792 3,905,000 415,000 67,564,792 90,000,000 80,000,000 70,000,000 60,000,000 Special Assessment 50,000,000 Other 40,000,000 Revenue 30,000,000 General Obligation 20,000,000 10,000,000 2002 Annual Financial Plan 2003 2004 2005 290 2006 City of Flagstaff City of Flagstaff, Arizona United States Consumer Price Index 10-Year Historical Trend - June Versus June Flagstaff Area, Non-Seasonally Adjusted 1996 June 156.7 Percent Change 2.8% 1997 160.3 2.3% 1998 163.0 1.7% 1999 2000 166.2 2001 172.4 2.0% 3.7% 2002 178.0 3.2% 2003 179.9 2004 183.7 1.1% 2005 189.7 2.1% 194.5 3.3% 2.5% CONSUMER PRICE INDEX 10 YEAR HISTORICAL TREND - JUNE FLAGSTAFF AREA 200.0 190.0 180.0 170.0 160.0 150.0 140.0 130.0 120.0 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2004 2005 CONSUMER PRICE INDEX 10 YEAR HISTORICAL TREND - PERCENT CHANGE FLAGSTAFF AREA 4.0% 3.5% 3.0% 2.5% 2.0% 1.5% 1.0% 0.5% 0.0% 1996 1997 1998 1999 2000 2001 2002 2003 Source: Tax, Licensing, and Revenue Division Annual Financial Plan 291 City of Flagstaff Annual Financial Plan 292 City of Flagstaff Appendix A – Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary DIVISION Current New Request Adopted 2005-2006 2006-2007 2006-2007 2002-2003 2003-2004 2004-2005 1 2 1 1.25 1 6.25 1 2 1 1 1 6 1 2 1 1 1 6 1 2 1 1 1 6 0 0 0 0 0 0 1 2 1 1 1 6 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 0 1 0 1 1 2 1 4 CAPITAL IMPROVEMENTS Admin Spclst CIP Director Capital Improvements Engineer Eng Project Manager I Eng Project Manager II Engineering Techinician IV Intern Management Assistant -PIO Senior Project Manager Total 1 1 2 3 2 2 0.5 1 6 18.5 1 1 2 3 2 1 0.5 0 5 15.5 1 0 2 2 3 1 0.5 0 5 14.5 0 0 2 2 3 1 0.5 0 5 13.5 0 0 0 0 0 0 0 0 0 0 0 0 2 2 3 1 0.5 0 5 13.5 HUMAN RESOURCES Admin Assistant Admin Specialist Human Resources Analyst Human Resources Benefit Spec. Human Resources Director Human Resources Intern Human Resources Manager Human Resources Specialist Human Resources Supervisor Total 1 1 0.75 0 0 0 1 1 0 4.75 1 1 0.75 0 0 0 1 1 0 4.75 1 1 1 0 0 0 1 1 1 6 1 1 0.5 0 1 0 0 1 1 5.5 0 0 0.5 1 0 0.15 0 0 0 1.65 1 1 0.5 1 1 0 0 1 1 6.5 1 1 0 0 0 2 1 1 0 0 0 2 0 1 0 0 1 2 0 1 0 0 1 2 0 0 1 1 0 2 0 1 0 1 1 3 1 2 1 2 1 4 1 0 0 0.25 0 0 12.25 1 2 1 2 1 4 1 0 0 0.25 0 0 12.25 1 2 1 2 1 4 1 0 0 0.25 0 0 12.25 1 2 0 0 0 4 1 1 1 0.25 0 3 13.25 0 0 0 0 0 -1 0 1 0 0 1 0 1 1 2 0 0 0 3 1 1 1 0.25 1 3 13.25 CITY MANAGER City Manager Deputy City Manager Executive Admin Assistant Executive Assistant PIO - Management Assistant Total CITY CLERK City Clerk Deputy City Clerk Executive Admin Assistant Total RISK MANAGEMENT Risk Management Assistant Risk Manager Risk Management Admin. Asst Insurance Claim Specialist Safety/Risk Management Specialist Total LAW Admin Asst Admin Spclst Asst City Attny-Chief Prosecuter Asst City Attorney-Civil I Asst City Attorney-Civil II Asst City Attny-Prosecution City Attorney Deputy City Atorney Executive Assistant/Paralegal Intern Prosecuter II Senior Ass't City Attorney Total Annual Financial Plan 293 City of Flagstaff Appendix A – Authorized Personnel/Position Summary DIVISION Current New Request Adopted 2005-2006 2006-2007 2006-2007 2002-2003 2003-2004 2004-2005 INFORMATION TECHNOLOGY Client Service Administrator Computer Tech I Computer Tech II Data Base Analyst GIS Manager GIS System Analyst GIS Technician Software Specialist Series Administrator Info. Sys. Customer Svc. Rep. Information Systems Mgr. Intern IT Director IT Services Specialist IT Services Supervisor IT Systems Manager Network Administator Network Analyst Programmer/Analyst I Senior GIS Technician Senior Network Administrator Window System Administrator Total 1 1 1 1 1 1 1 0 0 1 1 0.75 0 0 0 0 0 1 1 1 0 0 12.75 1 1 1 1 1 1 1 0 0 1 1 0 0 0 0 0 0 1 1 1 0 0 12 1 2 1 1 1 1 1 0 0 1 1 0 0 0 0 0 0 1 1 1 0 0 13 0 0 1 1 1 1 1 0 1 0 0 0 1 2 1 0 1 0 0 1 1 1 14 0 0 0 0 0 0 1 1 0 0 0 0 0 1 0 1 0 0 0 0 0 0 4 0 0 1 1 1 1 2 1 1 0 0 0 1 2 1 0 1 0 0 1 1 1 16 MANAGEMENT SERVICES Admin Asst Admin Spclst Buyer Contracts Assistant Contract Specialist Mail/Duplication Aide Management Services Director Purchasing Director Real Estate Manager Senior Buyer Storekeeper Warehouse Clerk Warehouse Technician Total 1.5 2 1 1 0 1 1 1 1 2 1 0 0 12.5 1.5 2 1 0 1 1 1 1 1 2 1 0 0 12.5 1.5 1 1 0 1 1 1 1 1 2 1 0 0 11.5 2.5 1 1 0 1 0 1 1 1 2 0 0 1 11.5 0 0 0 0 0 0 0 0 0 0 0 0.5 0 0.5 2.5 1 1 0 1 0 1 1 1 2 0 0 1 11.5 SALES TAX Account Clerk II Accounts Receivable Specialist Admin Assistant Auditor II Revenue Collector Tax Licensing & Revenue Adm Total 1 0 2.5 2 2 1 8.5 1 0 2.5 2 2 1 8.5 1 0 2.5 2 2 1 8.5 0 1 2.5 2 2 1 8.5 0 0 0 0 0 0 0 0 1 2.5 2 2 1 8.5 1.5 1 12.75 2.75 2 1 6.25 1.5 0.25 1 2 2 0 1.5 1 13 2.75 2 1 6.5 1.5 0.25 1 2 2 0 1.5 1 13.5 2.75 3 1 5.5 2 0.25 1 2 2 0 1.5 1 13.5 2.75 3 1 5.5 2 0.25 1 2 2 0 0 1 0.88 0 0 0 1 0.75 0 0 0 0 1 1.5 1 14.38 2.75 3 1 6.5 2.75 0.25 1 2 3 0 LIBRARY - CITY/GRANTS Admin Specialist Librarian Library Assistant I Library Assist. I (temp) Library Assistant II Library Cataloging Assistant Library Clerk I Library Clerk I (temp) Library COE Aide Library Director Library Inf. Syst. Coord. Library Manager Library Manager/Outreach Services Annual Financial Plan 294 City of Flagstaff Appendix A – Authorized Personnel/Position Summary DIVISION Current New Request Adopted 2005-2006 2006-2007 2006-2007 2002-2003 2003-2004 2004-2005 2 1.5 2 39.5 1.5 1.5 2 39.5 1.5 1 2 40 1.5 1 2 40 0.5 0 0 5.13 2 1 1 43.13 0 0 0 1 4 2 1 1 1 0 1 1 0 12 0 0 0 1 4 2 1 1 1 0 1 1 0 12 2 0 0 1 4 0 1 1 1 0 1 1 0 12 2 0 0 1 4 0 1 1 1 0 1 1 0 12 0 1 1 0 0 0 0 0 0 0.14 0 0 0 2.14 2 1 0 1 4 0 1 1 1 0.14 1 0 1 13.14 MPO Intern Administrative Assistant Metro Planning Org Manager Multi modal Planner Transportation Planner Total 0.25 0 0 0 1 1.25 0.25 0 0 0 1 1.25 0.25 0 0 0 1 1.25 0.25 0 1 1 0 2.25 0 1 0 0 0 1 0.25 0.5 1 1 0 2.75 COMMUNITY DEVELOPMENT ADMIN Admin Spcialist Community Development Dir. Deputy Community Development Dir. Development Services Rep Development Services Supv Switchboard Operator Total 2 1 0 2 1 1.25 7.25 2 1 0 Transfer 0 0 3 2 1 1 0 0 0 4 1 1 0 0 0 0 2 0 0 0 0 0 0 0 1 1 0 0 0 0 2 DEVELOPMENT SERVICES Admin Asst Admin Spclst Associate Planner Building & Develp Services Dir Building and Safety Manager Building Inspection Section Mgr Building Plans Examiner Case Manager City Engineer Construction Manager Development Review Planner Development Services Director Development Services Rep Engineering Project Manager I Engineering Project Manager II Engineering Technician I p-time Engineering Technician II Engineering Technician III Engineering Technician IV Inspector I Inspector II Inspection Supervisor Material Tech I (temp) Materials Tech. I Materials Tech. II 0.75 1 0 0 0 0 0 0 1 1 0 0 0 0 0 0.5 1 1 2 4 2 0 0.75 1.75 1 0.75 1 0 0 0 0 0 0 1 1 0 0 0 0 0 0.5 1 1 2 4 2 0 1.5 1 1 0 1 Transfer Transfer Transfer 0 0 0 1 1 Transfer Transfer Transfer Transfer Transfer 0.5 1 1 2 4 1 1 1.5 1 1 0 2 0 1 1 0 0 4 1 1 0 1 2 2 1 0.5 1 1 1 9 4 1 0.5 2 1 1 0 2 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 1 1 0 0 0 0 0 2 1 1 0 1 3 5 1 1 0 1 2 2 1 0.5 1 1 1 9 5 1 0.5 2 1 Library Page Library Page (temp) Library Supervisor Total FINANCE Account Clerk I Account Clerk II Accounting Manager Accountant I Accountant II Acct. Clrk/Switchbd Oper. Accts Payable Specialist Finance/Budget Manager Grants Manager Intern Payroll Assistant Payroll Specialist Payroll Supervisor Total Annual Financial Plan 295 City of Flagstaff Appendix A – Authorized Personnel/Position Summary Current New Request Adopted 2005-2006 2006-2007 2006-2007 DIVISION 2002-2003 2003-2004 2004-2005 Planner Plans Examiner Private Dev. Eng. Project Mgr. I Project Mgr. II Project Management Admin. Stormwater Manager Software Analyst/Database Admin Survey Party Chief Survey/Mapping Superv. Traffic Eng. Mgr. Traffic Projects & R/W Mgr. Total 0 0 1 4 2 0 1 0 1 1 1 1 29.75 0 0 1 2 1 0 Transfer 0 1 1 1 1 25.75 Transfer Transfer 1 2 1 0 0 0 0 0 1 1 23 0 4 0 0 0 1 0 0 0 0 0 0 42 0 0 0 0 1 0 0 1 0 0 0 0 8 0 1 0 0 0 1 0 0 0 0 0 0 45 COMMUNITY IMPROVEMENTS Admin Spclst Building & Safety Manager Building & Develp Services Dir Community Improvement Director Development Services Rep Engineering Project Manager Engineering Tech IV Inspector I Inspector II Traffic Eng. Mgr. Traffic Project Manager II Transportation Intern Plans Examiner Total 1 0 1 0 Transfer 0 0 4 3 0 0 0 3 12 1 1 1 0 2 0 0 4 3 0 0 0 3 15 1 1 1 Transfer 2 0 Transfer 5 3 Transfer 0 0 3 16 1 0 0 1 0 1 0 0 0 1 1 0.25 0 5.25 0 0 0 0 0 0 0 0 0 0 1 0 0 1 1 0 0 1 0 1 0 0 0 1 2 0.25 0 6.25 COMMUNITY INVESTMENT Admin Spclst Associate Planner Community Code Officer II Community Code Supervisor Community Housing Counselor Community Investment Director Community Planner Current Planner Development Review Planner Housing Manager Housing Planner Housing and Grants Admin.A264 Housing and CD Specialist Land Trust Manager Long Range Planner Planner Planning Director Planning Technician Redevelopment Program Mgr. Community Code Administrator Zoning Enforce. Officer Community Code Officer Zoning Code Enf Official Total 1 3 0 0 0 0 0 1 1 0 1 0 1 0 1 2 1 1 1 0 1 0 1 16 1 3 0 0 0 0 0 1 1 0 1 0 1 0 1 2 1 1 1 0 1 0 1 16 1 3 0 0 0 Transfer 0 1 1 1 1 0 1 0 1 2 1 0 1 0 1 0 1 16 2 1 0 0 0 1 0 0 0 1 1 0 1 1 1 0 0 0 1 1 1 0 1 13 0 0 1 1 1 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5 2 1 1 1 0 1 1 0 0 1 1 1 0 1 1 0 0 0 1 1 0 2 0 16 FIRE Admin Asst Admin Spclst Air Technician Asst. Fire Chief Asst. Fuel Mgr. Fire Battalion Chief Fire Captain 1 1 0 2 1 3 21 1 1 0 2 1 3 21 1 1 0 2 1 3 21 1 1 0 2 1 3 21 0 0 1 0 0 0 0 1 1 0 2 1 3 21 Annual Financial Plan 296 City of Flagstaff Appendix A – Authorized Personnel/Position Summary DIVISION Current New Request Adopted 2005-2006 2006-2007 2006-2007 2002-2003 2003-2004 2004-2005 1 21 36 2 0 1 0 1 2.75 3 0 96.75 1 21 36 2 0 1 0 1 2.75 3 0 96.75 1 21 36 2 0 1 0 1 2.75 1 2 96.75 1 21 36 2 0 1 1 1 2.75 1 2 97.75 0 0 9 0 1 0 0 0 0 0 0 11 1 21 39 2 0 1 1 1 2.75 1 2 100.75 9.5 4 2 0.5 0.75 2 23.5 3 1 1 1 1 1 1 17 2 3 58 1 11 1 1 1 146.25 10 4 2 0 0 2 22 4 0 2 1 1 1 1 17 2 3 61 1 11 1 1 1 148 10 4 2 0 0 2 22 4 0 2 1 0 1 1 17 0 4 64 1 11 1 1 1 149 10 4 2 0 0 2 25 4 0 2 1 0 1 1 17 0 5 65 1 12 1 1 1 155 0 0 1 0 0 0 0 0 0 1 0 0 0 0 1 0 0 6 0 0 0 0 1 10 10 4 2 0 0 2 25 4 0 3 1 0 1 1 17 0 5 68 1 12 1 1 1 159 POLICE GRANTS Admin Spclst Police Officer Police Seargent Total 1 0 1 2 1 0 1 2 1 Transfer 1 2 1 3 1 5 0 0 0 0 1 3 1 5 PUBLIC WORKS ADMINISTRATION Admin Spclst Public Works Director Senior Project Manager Total 1 1 0 2 1 1 1 3 1 1 1 3 1 1 1 3 0 0 0 0 1 1 1 3 PARKS Inventory Mgmt Specialist III Maintenance Worker Maintenance Worker I Maintenance Worker II Maintenance Worker III Maintenance Worker III Leadworker Parks Supt. Total 0 6.25 7 8 1 1 1 24.25 0 5 6 8 1 1 1 22 0 7 6 8 1 1 1 24 0 6.75 7 9 1 1 1 25.75 1 0.69 2 0 0 0 0 3.69 0 6.75 8 9 1 1 1 26.75 Fire Chief Fire Engineer Fire Fighter Fire Inspector II Fire Management Analyst Fire Training Officer FireWise Coordinator Fuel Management Officer Fuel Mgt. Crew Member Fuel Mgt. Leadworker Fuel Management Technicians Total POLICE Admin Asst Admin Spclst Animal Control Officer Assist. Records Clerk-COE COE Aide (clerical) Deputy Police Chief Emerg Comm Specialist Emerg Comm Speclst - ldwkr Evidence Clerk Evidence Technician Parking Control Officer Police Caseworker Police Chief Police Communications Mgr Police Corporal/Det. Police Info System Tech Police Lieutenant Police Officer Police Records Leadworker Police Sergeant Police Special Serv. Sup Police Support Serv. Mgr. Property Control Coord Total Annual Financial Plan 297 City of Flagstaff Appendix A – Authorized Personnel/Position Summary DIVISION Current New Request Adopted 2005-2006 2006-2007 2006-2007 2002-2003 2003-2004 2004-2005 FLEET SERVICES Administrative Assistant Buyer I Fleet Mgmt. Supt. Fleet Supervisor Mechanic Aide Mechanic I Mechanic II Service Writer Welder Total 0 1 1 1 1 3 6 1 1 15 0 1 1 1 1 2 6 1 1 14 0 1 1 1 1 2 6 1 1 14 0 1 1 1 1 2 6 1 1 14 0.5 0 0 0 0 0 1 0 0 1.5 0 1 1 1 1 2 6 1 1 14 FACILITIES MAINTENANCE Custodian/Attendant Facility Maintenance Manager Facility Maint. Supt. Maintenance Worker I Maintenance Worker II Maintenance Worker III Maintenance Worker III - HVAC Maintenance Worker III-Lead Recreation Mech. Maint. Worker Total 1 0 1 1 4 2 0 0 1 10 1 0 1 1 4 2 0 0 1 10 1 0 1 1 3 2 0 0 0 8 1 0 1 2 3 2 0 0 0 9 0 0 0 0 0 -1 1 1 0 1 1 1 0 2 3 1 1 1 0 10 RECREATION Admin Asst Admin Spclst Intern Parks & Recreation Manager Parks & Recreation Director Parks Project Manager Recreation Coord. I Recreation Coordinator II Recreation Supt. Recreation Supervisor Recreation Temporaries Senior Recreation Coordinator Total 0.75 1 0.25 0 1 1 7 2 1 0 27.25 8 49.25 0.75 1 0.25 0 1 Transfer 7 2 1 0 24.75 7 44.75 0 1 0.25 0 1 0 6.5 2 1 0 20.2 7 38.95 1 1 0.25 1 0 0 6.5 2 1 0 21.03 7 40.78 0 0 0 0 0 0 0 0 0 2 1.81 1 4.81 1 1 0.25 1 0 0 6.5 2 1 0 21.32 8 42.07 STREET MAINTENANCE & REPAIRS Admin Spclst Administrative Assistant Cemetery Maint. Specialist Equip. Oper. III LDWKR Equip. Opers. various temps Equipment Operator I Equipment Operator II Equipment Operator III Intern Leadworker/Training Coord. Maint. Wkr. I Maint. Wkr. II Maint. Wkr. III Maint. Wkr. III LDWKR Maint. Worker temp Street Superintendent Street Supervisor Street Supervisor / Maintenance Supervisor of Operations Traffic Signal Technician Traffic Signal Technician Ass't Transportation and Maint Mgr Total 1 0 1 1 2.5 6 8 3 0 1 4 2 2 1 0.75 1 1 0 0 1 0 0 36.25 1 0 1 1 5.5 3 8 3 0 1 4 2 2 1 0.75 1 1 0 0 1 0 0 36.25 1 0 1 1 5.5 3 8 3 0 1 4 2 2 1 0.75 1 1 0 0 1 0 0 36.25 1 0 1 0 5.5 3 8 3 0 1 4 2 2 1 0.75 1 0 0 1 1 0 1 36.25 0 0.5 0 0 0 0 0 0 1 0 2.12 0 0 0 0 0 0 1 0 0 1 0 5.62 1 0 1 0 5.5 3 8 3 0 1 3 3 2 1 0.75 1 0 0 1 1 1 1 37.25 Annual Financial Plan 298 City of Flagstaff Appendix A – Authorized Personnel/Position Summary DIVISION Current New Request Adopted 2005-2006 2006-2007 2006-2007 2002-2003 2003-2004 2004-2005 AIRPORT Admin Spclst Airport Manager Airport Operations Supv Airport Service Worker I Airport Service Worker II Equip. Operator II temp Maintenance Wrks I Temp Total 1 1 1 3 3 0.5 0 9.5 1 1 1 3 3 0.5 0 9.5 1 1 1 3 3 0.5 0 9.5 1 1 1 3 3 0.5 0 9.5 0 0 0 0 1 0 0.5 1.5 1 1 1 3 3 0.5 0.5 10 ENVIRONMENTAL SERVICES Admin Asst Admin Spclst Bin Maint./Equip. Oper. Brownfield Operations Brownfield Specialist Brownfield Program Ass't Code Enforcement Aide Conservation Coordinator Conservation Manager Environmental Aide Environmental Code Officer Environ Operations Manager Environ Program Manager Environ Supervisor Environ Svcs Collection Super Environ Svc Equip Oper I Environmental Assistant Environmental Program Specialist Environmental Project Manager Environmental Project Specialist Environmental Services Director Environmental Services Mgr Environmental Technician Equipment Oper. I - Temp. ES Equip. Oper. II ES Equip. Oper. III-Commercial ES Equip. Oper. III-Relief Driver ES Training & Safety Coord Landfill Equip Operator I Landfill Equip Operator II Landfill Equip Operator III Landfill Maint Operator Program Asst Project Manager II Substainability Coordinator Total 2 2 1 0 0 0 0 1 0 0 1 0 1 1 0 2 0 1 0 1 1 3 0.5 1 9 8 0 1 1 1 3 1 1.5 1 0 45 2 2 1 0 0 0 0 1 0 0 1 0 1 1 0 2 0 1 0 1 1 3 1 1 9 8 0 1 1 1 3 1 1.75 1 0 45.75 2 2 1 2 0 0 0 1 0 0 1 1 1 1 0 2 1.5 1 0 1 1 2 1 1 11 8 0 1 2 1 3 1 1.75 1 0 52.25 2.5 2 2 0 1 1 0 0 1 0 1 1 1 1 1 2 1.5 1 0 1 1 2 1 1 11 9 0 0 1 1 3 1 2 1 0 54 0 0 0 0 0 0 1 0 0 0.6 0 0 0 0 1 2 0 0 0 0 0 0 0 0 0 1 1 0 0 1 0 0 0 0 1 8.6 2.5 2 2 0 1 1 1 0 1 0.6 1 1 1 0 2 4 1.5 1 1 1 1 2 1 1 11 10 1 0 1 2 3 1 2 1 1 62.6 2 1 0 1 1 1 1 0 0 0 0 1 8 2 1 0 1 1 1 1 0 0 1 0 1 9 2 1 1 1 0 1 1 1 0 1 0.5 1 10.5 2 1 1 0 0 1 1 1 1 1 0.5 1 10.5 0 0 0 0 0 0 0 0 0 0 0 0 0 2 1 1 0 0 1 1 1 1 1 0.5 1 10.5 UTILITIES ADMINISTRATION Admin Spclst Assistant Utilities Director GIS System Analyst Plant Supervisor Program Asst Utilities Director Utilities Engineer Utilities Program Assistant Utilities Senior Project Manager Water Conservation Manager Water Conservation Enforcement Aid Water/Sewer Util. Locator Total Annual Financial Plan 299 City of Flagstaff Appendix A – Authorized Personnel/Position Summary DIVISION Current New Request Adopted 2005-2006 2006-2007 2006-2007 2002-2003 2003-2004 2004-2005 LAKE MARY WATER PLANT Instrument Tech Lab Director/Chemist Laboratory Tech Mech. Maint. Wkr I (temp) Mech. Maint. Wkr. III Mech. Maint. Wkr. IV Plant Operator Plant Supervisor Water Production Manager Water Treat/Prod Chf Operator Total 1 1 1 1 2 1 3 1 0 1 12 1 1 1 1 2 1 3 1 0 1 12 1 1 1 1 2 1 3 1 0 1 12 1 1 1 1 2 1 3 0 1 1 12 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 2 1 3 0 1 1 12 CUSTOMER SERVICE Admin Asst Admin Spclst Customer Srvc Manager Meter Reader Meter Reader Supervisor Meter Reader Supervisor/Collections Total 4 1 1 4 1 0 11 3.5 1 1 4 1 0 10.5 2.5 2 1 4 1 0 10.5 2.5 2 1 4 1 0 10.5 0 0 0 0 0 0 0 2.5 2 1 4 1 0 10.5 WATER DISTRIBUTION SYSTEM Field Services Supervisor Maintenance Worker - Temp Maintenance Worker I Maintenance Worker II Maintenance Worker III Maintenance Worker III-LDWKR Meter Service Tech. Utility Service Supr. Water Services Specialist Water Services Tech Total 0 1 5 1 4 1 1 1 0 0 14 0 1 5 1 4 1 1 1 0 0 14 0 1 1 0 0 0 0 1 1 10 14 1 1 1 0 0 0 0 0 1 10 14 0 0 0 0 0 0 0 0 0 2 2 1 1 1 0 0 0 0 0 1 12 16 1.5 1 1 1 1 1 1 2 2 0 1 0 1 0 13.5 1.5 0 0 0 0 0 0 0 0 5 1 10 0 0 17.5 1.5 0 0 0 0 0 0 0 0 4 1 7 0 0 13.5 1.5 0 0 0 0 0 0 0 0 4 0 7 0 1 13.5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1.5 0 0 0 0 0 0 0 0 4 0 7 0 1 13.5 3 1 2 1 1 0 0 8 3 1 2 1 Transfer 0 0 7 0 0 0 0 0 1 6 7 0 0 0 0 0 1 8 9 0 0 0 0 0 0 0 0 0 0 0 0 0 1 8 9 WASTEWATER TREATMENT PLANT Equip. Operator II temp Instrument Technician Lab Director/Chemist Lab Technician Mech. Maint. Wkr II Mech. Maint. Wkr III Mech. Maint. Wkr. IV Mech. Maint. Worker I Plant Operator Plant Specialist Plant Supervisor Plant Tech-Multi-Skilled Wrk Senior Plant Operator Wastewater Treatment Manager Total WASTEWATER COLLECTION Maintenance Wkr. I Maintenance Wkr. II Maintenance Wkr. III Maintenance Wkr. III-Leadworker Utilities Service Supr. Water Services Specialist Water Services Tech Total Annual Financial Plan 300 City of Flagstaff Appendix A – Authorized Personnel/Position Summary DIVISION Current New Request Adopted 2005-2006 2006-2007 2006-2007 2002-2003 2003-2004 2004-2005 0 2 1 3 0 2 1 3 0 2 1 3 0 2 1 3 0.5 0 0 0.5 0.5 2 1 3.5 Transfer Transfer Transfer Transfer 0 0 Transfer 0 0 0 0 0 1 3 0 4 0 0 0 0 1 3 0 4 0 0 0 0 0 0 0 0 0 0 0 0 1 3 0 4 10 2.25 1 1 1 1 0 1 2 1.75 1 0.75 0.5 2 25.25 10 2.25 1 1 1 1 0 1 2 1.75 1 2 0.5 2 26.5 10 2.25 1 1 1 1 0 1 2 1.75 1 2 0.5 2 26.5 9 3.25 1 1 1 1 0 1 2 1.75 1 2 0.5 2 26.5 2 0 0 0 0 0 3 0 0 1 0 0 0 0 6 9 3.25 1 1 1 1 0 1 2 1.75 1 2 0.5 2 26.5 BEAUTIFICATION Urban Design Planner Total 1 1 1 1 1 1 1 1 0 0 1 1 TOURISM Admin Spclst CVB Director CVB Manager Marketing Assistant Publications Associate Publication Specialist Public Relations Assistant Public Relations Associate Public Relations Manager Sales and Marketing Assistant Sales Marketing & Associate Sales & Marketing Manager Total 1 0 1 0 0 0 0 1 0 0 2 1 6 1 0 1 1 0 0 0 1 0 0 1 1 6 1 1 0 1 0 0 0 1 1 0 2 1 8 1 1 0 1 1 0 0 0 1 0 2 1 8 0 0 0 0 0 1 0.5 0 0 0.5 0 0 2 1 1 0 1 1 1 0 0 1 0 2 1 9 TOURISM-VISITOR CENTER Admin Asst Admin Spclst Visitor Center Supervisor Total 0 0 0 0 3.25 1.5 1 5.75 3.25 1.5 1 5.75 3.25 1.5 1 5.75 1 0 0 1 4.25 1.5 1 6.75 STORMWATER Clerical Temp Floodplain Inspector Intern Project Manager I Project Manager II Stormwater Manager Stormwater Service Analyst Total 0 0 0 0 0 0 0 0 0.25 0 0.5 2 1 1 1 5.75 0 0 0 2 1 1 1 5 0 1 0.5 2 1 1 1 6.5 0 0 0 0 0 0 0 0 0 1 0.5 2 1 1 1 6.5 741.25 739.00 743.45 768.03 91.64 809.69 WASTEWATER MONITORING Asministrative Specialist Industrial Waste Inspector Industrial Waste Supervisor Total RECLAIMED WASTEWATER TREATMENT PLANT Instrument Technician 1 Lab Technician 1 Mech. Maint. Wkr. III 1 Plant Operator 1 Plant Specialist 0 Plant Tech Multi-Skilled Wrk 0 Senior Plant Operator 1 Total 5 CITY COURT Admin Asst Admin Spclst Court Administrator Court Collection Specialist Court Info Systems Spec Court Interpreter Court Security Officer Court Training Specialist Deputy Court Administrator Magistrate Presiding Magistrate Probation Officer Pro-Tem Magistrate Warrant Officer Total GRAND TOTALS Annual Financial Plan 301 City of Flagstaff Annual Financial Plan 10600 10634 10601 10602 10627 10625 10607 10632 10635 10626 10615 10610 10609 10630 10614 6 B-2-2 5 B-2-1 N N N N N N N N N N N N N N N Account Clerk II Airport Service Worker I Animal Control Officer BIN Maint/Equip Oper Engineering Tech II Env Svcs Equip Oper II - Residential Equipment Oper II GIS Technician IT Services Specialist Landfill Equip Oper I Landfill Maint Oper Maintenance Wkr II Materials Tech I Rec Coordinator II Service Writer Acct Clrk I Engineering Tech (p/t) Equipment Oper I Maintenance Wkr I Mechanic Aide Meter Reader Parking Control Officer Property Control Coord Recreation Coord I Env Svcs Equip Oper I - Bulky Library Assistant I 10421 10400 10418 10406 10403 10416 10407 10410 10419 10502 10500 4 A-1-3 N N N N N N N N N N N N Library Clerk I 10302 3 A-1-2 N Custodian/Attendant N Library Page N 10103 10100 Position Title 2 A-1-1 1 A-1-0 Range Pos # 13.8539 1108.31 2401.34 28816.11 14.2790 1142.32 2475.03 29700.32 9.1451 731.61 1585.15 19021.81 10.5403 843.22 1826.99 21923.82 11.4450 915.60 1983.80 23805.60 13.1999 1055.99 2287.98 27455.79 Min Step 1 14.3880 1151.04 2493.92 29927.04 14.8349 1186.79 2571.38 30856.59 9.5484 763.87 1655.06 19860.67 10.9872 878.98 1904.45 22853.38 11.9464 955.71 2070.71 24848.51 13.7776 1102.21 2388.12 28657.41 Step 2 14.9112 1192.90 2584.61 31015.30 15.3690 1229.52 2663.96 31967.52 9.9299 794.39 1721.18 20654.19 11.4450 915.60 1983.80 23805.60 12.4587 996.70 2159.51 25914.10 14.3662 1149.30 2490.14 29881.70 Step 3 15.4344 1234.75 2675.30 32103.55 15.9249 1273.99 2760.32 33123.79 10.3332 826.66 1791.09 21493.06 11.9028 952.22 2063.15 24757.82 12.9710 1037.68 2248.31 26979.68 14.9330 1194.64 2588.39 31060.64 Step 4 15.9903 1279.22 2771.65 33259.82 16.4699 1317.59 2854.78 34257.39 10.7256 858.05 1859.10 22309.25 12.3606 988.85 2142.50 25710.05 13.4724 1077.79 2335.22 28022.59 15.5325 1242.60 2692.30 32307.60 16.5135 1321.08 2862.34 34348.08 17.0040 1360.32 2947.36 35368.32 11.1289 890.31 1929.01 23148.11 12.8293 1026.34 2223.75 26684.94 13.9956 1119.65 2425.90 29110.85 16.0993 1287.94 2790.55 33486.54 17.0367 1362.94 2953.03 35436.34 17.5599 1404.79 3043.72 36524.59 11.5213 921.70 1997.03 23964.30 13.2871 1062.97 2303.10 27637.17 14.4970 1159.76 2512.81 30153.76 16.6770 1334.16 2890.68 34688.16 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 17.5817 1406.54 3047.49 36569.94 18.0940 1447.52 3136.29 37635.52 11.9137 953.10 2065.04 24780.50 13.7449 1099.59 2382.45 28589.39 15.0093 1200.74 2601.61 31219.34 17.2656 1381.25 2992.70 35912.45 Step 8 2006-2007 City of Flagstaff Pay Plan 2080 Hours 18.1049 1448.39 3138.18 37658.19 18.6281 1490.25 3228.87 38746.45 12.3497 987.98 2140.61 25687.38 14.2136 1137.09 2463.69 29564.29 15.4562 1236.50 2679.07 32148.90 17.8106 1424.85 3087.17 37046.05 Step 9 18.6281 1490.25 3228.87 38746.45 19.1949 1535.59 3327.12 39925.39 19.1186 1529.49 3313.89 39766.69 19.7181 1577.45 3417.80 41013.65 Step 10 Step 11 Step 12 Step 13 Appendix B – City of Flagstaff Pay Plan 302 City of Flagstaff Annual Financial Plan 303 108 8 B-2-4 107 7 B-2-3 10834 10844 10827 10839 10819 10835 10831 10826 10836 10805 10820 10800 10842 10812 10810 10822 10843 10807 10804 10808 10837 10809 10841 10838 10814 10829 10940 10803 20801 20800 10744 10741 10742 10735 10714 10731 10739 10732 10737 10705 10740 10738 10728 10709 10706 10700 10734 10704 10703 10725 10747 10717 10713 10745 10746 10743 10702 Range Pos # N N N N N N N N N N N N N N N N N N N N N N N N N N N N E E N N N N N N N N N N N N N N N N N N N N N N N N N N N E Min Step 1 Accounts Receivable Specialist 15.6197 Airport Service Worker II 1249.58 Brownfield Program Assistant 2707.41 Court Collections Specialist 32488.98 Development Svs Rep Engineering Tech III Environmental Assistant Environmental Code Officer Env Svcs Equip Oper III - Commercial Evidence Tech Executive Admin Asst Firefighter Fuel Mgt Tech Landfill Equip Oper II Library Cataloging Asst Marketing Assistant Mechanic I Payroll Assistant Planning Tech Plant Operator Police Emerg Comm Spec Publications Assistant Program Assistant Revenue Collector System Administrator Traffic Signal Technician Asst Warehouse Technician Water/Sewer Utility Locator 15.6197 1249.58 2707.41 32488.98 Accounts Payable Specialist 18.3338 Application Support Specialist 1466.70 Buyer 3177.86 Cemetery Maint Specialist 38134.30 Comm Code Enfrcmnt Officer Court Info Systems Specialist Court Interpreter Database Analyst I (Series) Deputy City Clerk Engineering Tech IV Environmental Tech Equip Oper III Floodplain Inspector Industrial Waste Insp Inspector I Landfill Equip Oper III Legal Assistant Library Assistant II Maintenance Wkr III Mechanic II Meter Reader Supervisor Probation Service Officer Publications Specialist Sales and Marketing Associate Sr GIS Technician Sr Recreation Coordinator Utilities Program Assistan Welder Executive Asst 18.3338 Public Relations Associate 1466.70 3177.86 38134.30 Position Title 19.0205 1521.64 3296.89 39562.64 16.2192 1297.54 2811.33 33735.94 Step 2 19.7181 1577.45 3417.80 41013.65 16.8078 1344.62 2913.35 34960.22 Step 3 20.4048 1632.38 3536.83 42441.98 17.3964 1391.71 3015.38 36184.51 Step 4 21.1024 1688.19 3657.75 43892.99 18.0068 1440.54 3121.18 37454.14 21.9962 1759.70 3812.67 45752.10 18.7480 1499.84 3249.65 38995.84 21.7891 1743.13 3776.78 45321.33 18.5845 1486.76 3221.31 38655.76 22.4867 1798.94 3897.69 46772.34 19.1949 1535.59 3327.12 39925.39 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 23.1843 1854.74 4018.61 48223.34 19.7726 1581.81 3427.25 41127.01 Step 8 2006-2007 City of Flagstaff Pay Plan 2080 Hours 23.8710 1909.68 4137.64 49651.68 20.3721 1629.77 3531.16 42373.97 Step 9 24.5686 1965.49 4258.56 51102.69 20.9716 1677.73 3635.08 43620.93 25.6586 2052.69 4447.49 53369.89 21.8763 1750.10 3791.89 45502.70 25.2989 2023.91 4385.14 52621.71 21.5602 1724.82 3737.10 44845.22 Step 10 Step 11 Step 12 Step 13 Appendix B – City of Flagstaff Pay Plan City of Flagstaff Annual Financial Plan 304 11011 11003 11012 11013 11002 11004 11008 11010 21002 11105 11100 11101 11104 11107 21108 21107 10 B-3-1 11 B-3-2 111 110 11015 11014 10909 10911 10937 10939 10931 10923 10920 10936 10907 10924 10941 10925 10900 10942 10938 10934 10915 10903 10914 10933 10918 10943 10929 10916 20903 10 B-2-6 109 9 B-2-5 Range Pos # Accountant I Associate Planner Brownfield Specialist Community Firewise Coordinator Contract Specialist Court Training Specialist Database Analyst II (Series) Environmental Program Specialist Fire Inspector II Fuel Management Leadworker HR Benefits Specialist HR Recruitment Specialist Inspector II Insurance Claims Specialist Landfill EOIII Leadworker Network Administrator Police Emerg Comm Spec Ldwkr Police Officer Police Records Leadworker Safety/Risk Mgt Specialist Senior Buyer Software Specialist Traffic Signal Technician Warrants Officer Librarian N N N N N E E N N N N N N N N E Assistant Fire Fuel Manager Police Corporal/Detective Fleet Supervisor Inspection Supervisor Plans Examiner Supervisor Police Spec Services Supervisor Visitor Center Supervisor Airport Operations Supervisor Equip Oper III Ldwkr Env Svcs Collection Supervisor IT Services Supervisor Ldwkr/Training Coord Maint Worker III Ldwkr Materials Tech II Water Treat/Prod Chf Op Library Supervisor N Building Plans Examiner N Payroll Supervisor N N N N N N N N N N N N N N N N N N N N N N N N E Position Title 22.1270 1770.16 3835.35 46024.16 20.1868 1614.94 3499.05 41988.54 22.4976 1799.81 3899.58 46795.01 19.4347 1554.78 3368.68 40424.18 20.3503 1628.02 3527.39 42328.62 20.3503 1628.02 3527.39 42328.62 19.4347 1554.78 3368.68 40424.18 Min Step 1 23.3478 1867.82 4046.95 48563.42 21.1242 1689.94 3661.53 43938.34 21.1242 1689.94 3661.53 43938.34 20.1759 1614.07 3497.16 41965.87 Step 2 24.2198 1937.58 4198.10 50377.18 21.9199 1753.59 3799.45 45593.39 21.9199 1753.59 3799.45 45593.39 20.9171 1673.37 3625.63 43507.57 Step 3 25.0700 2005.60 4345.47 52145.60 22.6938 1815.50 3933.59 47203.10 22.6938 1815.50 3933.59 47203.10 21.6692 1733.54 3755.99 45071.94 Step 4 25.9202 2073.62 4492.83 53914.02 23.4786 1878.29 4069.62 48835.49 23.4786 1878.29 4069.62 48835.49 22.4104 1792.83 3884.47 46613.63 26.8903 2151.22 4660.99 55931.82 24.5250 1962.00 4251.00 51012.00 26.7704 2141.63 4640.20 55682.43 23.3206 1865.65 4042.24 48506.85 24.2525 1940.20 4203.77 50445.20 24.2525 1940.20 4203.77 50445.20 23.1516 1852.13 4012.94 48155.33 27.6315 2210.52 4789.46 57473.52 25.0264 2002.11 4337.91 52054.91 25.0264 2002.11 4337.91 52054.91 23.8928 1911.42 4141.42 49697.02 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 28.4708 2277.66 4934.94 59219.26 25.8112 2064.90 4473.94 53687.30 25.8112 2064.90 4473.94 53687.30 24.6449 1971.59 4271.78 51261.39 Step 8 2006-2007 City of Flagstaff Pay Plan 2080 Hours 29.3428 2347.42 5086.09 61033.02 26.5851 2126.81 4608.08 55297.01 26.5851 2126.81 4608.08 55297.01 25.3861 2030.89 4400.26 52803.09 Step 9 30.1930 2415.44 5233.45 62801.44 27.3808 2190.46 4746.01 56952.06 27.3808 2190.46 4746.01 56952.06 26.1164 2089.31 4526.84 54322.11 31.6536 2532.29 5486.62 65839.49 28.8632 2309.06 5002.95 60035.46 31.0541 2484.33 5382.71 64592.53 27.2064 2176.51 4715.78 56589.31 28.0784 2246.27 4866.92 58403.07 28.0784 2246.27 4866.92 58403.07 26.8140 2145.12 4647.76 55773.12 Step 10 Step 11 Step 12 Step 13 Appendix B – City of Flagstaff Pay Plan City of Flagstaff Annual Financial Plan 305 113 13 C-4-2 21330 21340 21320 21339 21326 21328 21336 21303 21321 21341 21319 21335 21332 21333 21338 21324 21331 E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E N 112 21246 21245 21248 21243 21234 21250 21209 21254 21230 21232 21241 21252 21225 21201 21203 21207 21231 21222 21240 21223 21236 21249 21237 21238 21251 11301 N 12 C-4-1 Range Pos # Asst City Atty - Prosecutor Building Inspection Section Mgr Client Service Administrator City Clerk Construction Manager Customer Service Manager Development Case Manager II Engineering Project Manager II GIS Manager Grants Manager Housing Planner HR Manager Land Trust Manager Multi Modal Transportation Planner Public Info Officer - Mgt Asst Real Estate Manager Traffic Engineering Project Mgr Accountant II Auditor II Conservation Manager Database Analyst III Deputy Court Administrator Development Case Manager I Engineering Project Manager I Environ Project Manager Environ Project Specialist Environ Services Manager GIS Systems Analyst Housing and Grants Administrator Human Resources Analyst Industrial Waste Supv Library Info Sys Coord Library Manager Network Analyst II Parks Superintendent Public Relations Manager Recreation Superintendent Sales and Marketing Manager Senior Network Administrator Stormwater Services Analyst Water Conservation Manager Windows System Administrator Police Sergeant Position Title 25.4842 2038.74 4417.26 53007.14 25.1572 2012.58 4360.58 52326.98 23.4132 1873.06 4058.29 48699.46 23.1080 1848.64 4005.39 48064.64 Min Step 1 26.3453 2107.62 4566.52 54798.22 24.2198 1937.58 4198.10 50377.18 Step 2 27.2173 2177.38 4717.67 56611.98 25.0155 2001.24 4336.02 52032.24 Step 3 28.0784 2246.27 4866.92 58403.07 25.8221 2065.77 4475.83 53709.97 Step 4 28.9613 2316.90 5019.96 60239.50 26.6287 2130.30 4615.64 55387.70 29.8115 2384.92 5167.33 62007.92 27.4353 2194.82 4755.45 57065.42 30.6835 2454.68 5318.47 63821.68 30.8089 2464.71 5340.20 64082.41 28.2310 2258.48 4893.37 58720.48 28.3019 2264.15 4905.66 58867.85 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 31.5446 2523.57 5467.73 65612.77 29.0376 2323.01 5033.18 60398.21 Step 8 2006-2007 City of Flagstaff Pay Plan 2080 Hours 32.4275 2594.20 5620.77 67449.20 29.8442 2387.54 5172.99 62075.94 Step 9 33.2777 2662.22 5768.13 69217.62 30.6508 2452.06 5312.81 63753.66 34.1497 2731.98 5919.28 71031.38 31.4465 2515.72 5450.73 65408.72 35.0108 2800.86 6068.54 72822.46 32.2531 2580.25 5590.54 67086.45 35.9264 2874.11 6227.24 74726.91 36.4605 2916.84 6319.82 75837.84 32.9943 2639.54 5719.01 68628.14 33.4957 2679.66 5805.92 69671.06 Step 10 Step 11 Step 12 Step 13 Appendix B – City of Flagstaff Pay Plan City of Flagstaff Annual Financial Plan 306 17 D-6-1 117 16 C-5-2 116 115 15 C-5-1 21502 21516 21517 21515 21513 21514 21518 21503 21519 21512 21500 21602 21607 21610 21601 21612 21611 21706 21710 21713 21714 21712 21715 21711 21718 21716 21701 15300 21707 E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E E N 114 21404 21430 21432 21422 21429 21425 21410 21420 21405 21419 21412 21418 21428 21427 21406 21417 21414 21431 21416 21423 21426 21424 N 14 C-4-3 Range Pos # Blding & Development Svcs Dir City Engineer Community Housing Manager Environ Svcs Operations Mgr Fire Battalion Chief (40) Fire Battalion Chief (56) Metropolitan Planning Org Mgr Police Lieutenant Project Management Admin Stormwater Program Mgr Tax License/Revenue Adm Capital Imp Engineer Convention/Visitor Bureau Dir Finance/Budget Manager Parks & Recreation Mgr Senior Asst City Attorney Transportation & Maintenance Mgr Asst Fire Chief Asst Utilities Director Community Improvements Dirctr Community Investment Director Court Administrator Development Services Director Environ Svc Director Human Resources Director IT Director Library Director Magistrate (appointed) Purchasing Director Airport Manager Asst. City Atty - Prosecutor II Community Code Administrator Environ Program Manager Facility Maintenance Manager Field Service Manager Fleet Management Supt Fuel Manager Long Range Planner Police Communications Manager Police Support Svc Manager Redevelopment Program Mgr Risk Manager Senior Development Case Manager Senior Project Manager Survey/Mapping Supv Traffic Engineering Mgr Urban Design Planner Utilities Engineer Utilities Sr. Project Manager Wastewater Treatment Mgr Water Production Manager Position Title 33.7464 2699.71 5849.38 70192.51 31.3048 2504.38 5426.17 65113.98 29.8551 2388.41 5174.88 62098.61 29.2120 2336.96 5063.41 60760.96 28.9940 2319.52 5025.63 60307.52 28.6125 2289.00 4959.50 59514.00 Min Step 1 30.9342 2474.74 5361.93 64343.14 29.9750 2398.00 5195.67 62348.00 Step 2 32.0024 2560.19 5547.08 66564.99 30.9669 2477.35 5367.60 64411.15 Step 3 33.0815 2646.52 5734.13 68809.52 31.9588 2556.70 5539.53 66474.30 Step 4 34.1497 2731.98 5919.28 71031.38 32.9507 2636.06 5711.45 68537.46 35.2288 2818.30 6106.33 73275.90 33.9317 2714.54 5881.49 70577.94 42.3629 3389.03 7342.90 88114.73 38.8149 3105.19 6727.92 80734.99 36.2970 2903.76 6291.48 75497.76 36.2262 2898.09 6279.20 75350.39 34.9345 2794.76 6055.31 72663.76 35.0490 2803.92 6075.15 72901.82 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 37.3652 2989.22 6476.63 77719.62 35.9155 2873.24 6225.35 74704.24 Step 8 2006-2007 City of Flagstaff Pay Plan 2080 Hours 38.4443 3075.54 6663.68 79964.14 36.9074 2952.59 6397.28 76767.39 Step 9 39.5234 3161.87 6850.72 82208.67 37.8993 3031.94 6569.21 78830.54 40.5807 3246.46 7033.99 84407.86 38.8912 3111.30 6741.14 80893.70 41.6598 3332.78 7221.03 86652.38 39.8722 3189.78 6911.18 82934.18 50.9793 4078.34 8836.41 106036.94 46.3250 3706.00 8029.67 96356.00 42.7062 3416.50 7402.41 88828.90 43.2403 3459.22 7494.99 89939.82 40.8750 3270.00 7085.00 85020.00 41.4854 3318.83 7190.80 86289.63 Step 10 Step 11 Step 12 Step 13 Appendix B – City of Flagstaff Pay Plan City of Flagstaff Annual Financial Plan 22601 26 F-10-2 126 22 E-8-2 122 22103 22101 22106 22100 22102 22105 22200 22201 15200 21804 21801 21 E-8-1 121 20 D-7-1 120 19 D-6-3 119 18 D-6-2 118 Range Pos # Community Dev Director Fire Chief Management Svcs Director Police Chief Public Works Director Utilities Director City Attorney Deputy City Manager E City Manager E E E E E E E E E E Presiding Magistrate (appointed) E Deputy City Attorney E Deputy Police Chief Position Title 46.0307 3682.46 7978.65 95743.86 53.6607 4292.86 9301.19 111614.26 35.2288 2818.30 6106.33 73275.90 36.6676 2933.41 6355.72 76268.61 39.4144 3153.15 6831.83 81981.95 41.6053 3328.42 7211.59 86539.02 Min Step 1 Step 2 Step 3 Step 4 59.1543 4732.35 10253.41 123040.95 69.7546 5580.37 12090.79 145089.47 44.2050 3536.40 7662.20 91946.30 46.0253 3682.02 7977.71 95732.52 50.0637 4005.10 8677.71 104132.50 53.4591 4276.72 9266.24 111194.82 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 Step 8 2006-2007 City of Flagstaff Pay Plan 2080 Hours Step 9 72.2779 5782.23 12528.17 150338.03 85.8484 6867.87 14880.39 178564.67 53.1811 4254.49 9218.06 110616.69 55.3829 4430.63 9599.70 115196.43 60.7130 4857.04 10523.59 126283.04 65.3128 5225.02 11320.89 135850.62 Step 10 Step 11 Step 12 Step 13 Appendix B – City of Flagstaff Pay Plan 307 City of Flagstaff Annual Financial Plan 11300 N Fire Captain 13 213 Position Title 10905 N Fire Engineer 9 209 Range Pos # 10813 N Firefighter Position Title 8 208 Range Pos # e e Min 13.0956 1466.71 3177.87 38134.39 13.8819 1554.77 3368.67 40424.09 18.2030 2038.74 4417.26 53007.14 Min Step 1 13.5861 1521.64 3296.89 39562.72 14.4113 1614.07 3497.14 41965.71 18.8181 2107.63 4566.53 54798.31 Step 2 14.0843 1577.44 3417.79 41013.48 14.9407 1673.36 3625.61 43507.32 19.4409 2177.38 4717.66 56611.90 Step 3 14.5748 1632.38 3536.82 42441.82 15.4780 1733.54 3755.99 45071.94 20.0560 2246.27 4866.92 58403.07 Step 4 15.0732 1688.20 3657.76 43893.16 16.0074 1792.83 3884.46 46613.55 20.6867 2316.91 5019.97 60239.67 Step 5 16.0619 1798.93 3897.69 46772.25 17.0662 1911.41 4141.40 49696.77 21.9167 2454.67 5318.45 63821.43 Step 7 Mid 5-11 Mid 12+ 15.5637 1743.13 3776.79 45321.49 16.5368 1852.12 4012.93 48155.16 21.2939 2384.92 5167.32 62007.84 Step 6 Mid 5-11 Mid 12+ 16.5603 1854.75 4018.63 48223.59 17.6035 1971.59 4271.78 51261.39 22.5318 2523.56 5467.72 65612.60 Step 8 2006-2007 City of Flagstaff Pay Plan 2912 Hours 17.0508 1909.69 4137.66 49651.93 18.1329 2030.88 4400.25 52803.00 23.1625 2594.20 5620.77 67449.20 Step 9 17.5490 1965.49 4258.56 51102.69 18.6546 2089.32 4526.85 54322.20 23.7697 2662.21 5768.11 69217.37 Step 10 18.0707 2023.92 4385.16 52621.88 19.1528 2145.11 4647.75 55772.95 24.3927 2731.98 5919.30 71031.54 Step 11 25.0078 2800.87 6068.56 72822.71 Step 12 25.6618 2874.12 6227.26 74727.16 Step 13 Appendix B – City of Flagstaff Pay Plan 308 City of Flagstaff Annual Financial Plan 10905 10903 9 B-2-5 9 B-2-5 Range Pos # N Police Officer N Fire Engineer 14.5760 1632.51 3537.10 42445.29 20.4064 1632.52 3537.11 42445.39 Min Position Title Step 1 15.1319 1694.77 3672.00 44064.00 21.1847 1694.77 3672.02 44064.16 Step 2 15.6877 1757.03 3806.89 45682.69 21.9630 1757.04 3806.91 45682.95 Step 3 16.2519 1820.22 3943.79 47325.54 22.7527 1820.22 3943.79 47325.54 Step 4 16.8078 1882.47 4078.68 48944.23 23.5309 1882.47 4078.69 48944.31 Step 5 17.3636 1944.73 4213.58 50562.92 24.3092 1944.74 4213.59 50563.10 Step 6 17.9195 2006.98 4348.47 52181.61 25.0874 2006.99 4348.49 52181.87 Step 7 Mid 5-11 Mid 12+ 18.4837 2070.17 4485.37 53824.46 25.8771 2070.17 4485.37 53824.46 Step 8 19.0395 2132.42 4620.26 55443.15 26.6554 2132.43 4620.27 55443.24 Step 9 2006-2007 City of Flagstaff Pay Plan 5% Add Pay 19.5873 2193.79 4753.19 57038.31 27.4222 2193.78 4753.18 57038.22 20.1104 2252.37 4880.14 58561.60 28.1547 2252.38 4880.15 58561.78 Step 10 Step 11 Step 12 Step 13 Appendix B – City of Flagstaff Pay Plan 309 City of Flagstaff Annual Financial Plan MSW - Water Services Technician 90201 N Position Title MSW - Plant Technician 90101 N Pos # SB1 MSW - Laboratory MSW - Operations MSW - Maintenance 90301 N 90401 N 90501 N Lake Mary Water Treatment Plant Range Pos # Position Title SB1 Range 32829.06 29700.32 2735.75 32829.06 29700.32 1262.66 15.7832 2475.03 1142.32 14.2790 2 2735.75 2475.03 1 1262.66 15.7832 2 (LI#2) 1142.32 14.2790 1 (L1#1) 36569.94 3047.49 1406.54 17.5817 3 36569.94 3047.49 1406.54 17.5817 3 (LI#3) 40310.82 3359.23 1550.42 19.3802 4 40310.82 3359.23 1550.42 19.3802 4 (LII#1) 2006-2007 City of Flagstaff Pay Plan Skill Based Pay 44686.51 3723.88 1718.71 21.4839 5 44686.51 3723.88 1718.71 21.4839 5 (LII#2) 49697.02 4141.42 1911.42 23.8928 6 49697.02 4141.42 1911.42 23.8928 6 (LII#3) 55773.12 4647.76 2145.12 26.8140 7 55773.12 4647.76 2145.12 26.8140 7 (Max) Appendix B – City of Flagstaff Pay Plan 310 City of Flagstaff Annual Financial Plan Pos # Position Title 80103 N Admin Assistant Pos # Position Title 80102 N Admin Assistant Band B12 Band B13 Pos # Position Title 80101 N Admin Assistant Band B11 Step 1 #REF! #REF! #REF! #REF! Step 1 #REF! #REF! #REF! #REF! Step 1 10.5403 843.22 1826.99 21923.82 Step 2 #REF! #REF! #REF! #REF! Step 2 #REF! #REF! #REF! #REF! Step 3 #REF! #REF! #REF! #REF! Step 3 #REF! #REF! #REF! #REF! Step 4 #REF! #REF! #REF! #REF! Step 5 #REF! #REF! #REF! #REF! Step 6 #REF! #REF! #REF! #REF! 311 Step 15 #REF! #REF! #REF! #REF! Step 15 #REF! #REF! #REF! #REF! Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 13.6577 14.1809 14.6932 15.2164 15.7287 16.2519 16.7751 17.2874 17.8106 1092.62 1134.47 1175.46 1217.31 1258.30 1300.15 1342.01 1382.99 1424.85 2367.33 2458.02 2546.82 2637.51 2726.31 2817.00 2907.68 2996.48 3087.17 28408.02 29496.27 30561.86 31650.11 32715.70 33803.95 34892.21 35957.79 37046.05 Zone 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 12.0990 12.6222 13.1345 13.6577 14.1809 14.6932 15.2164 15.7287 16.2519 16.77 17.29 967.92 1009.78 1050.76 1092.62 1134.47 1175.46 1217.31 1258.30 1300.15 1341.70 1383.24 2097.16 2187.85 2276.65 2367.33 2458.02 2546.82 2637.51 2726.31 2817.00 2907.01 2997.02 25165.92 26254.18 27319.76 28408.02 29496.27 30561.86 31650.11 32715.70 33803.95 34884.11 35964.27 Zone 2 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 11.0635 11.5758 12.0990 12.6222 13.1345 13.6577 14.1809 14.6932 15.21 15.73 16.25 16.77 17.29 885.08 926.06 967.92 1009.78 1050.76 1092.62 1134.47 1175.46 1217.00 1258.55 1300.09 1341.63 1383.18 1917.67 2006.47 2097.16 2187.85 2276.65 2367.33 2458.02 2546.82 2636.83 2726.85 2816.86 2906.87 2996.89 23012.08 24077.66 25165.92 26254.18 27319.76 28408.02 29496.27 30561.86 31642.01 32722.17 33802.33 34882.49 35962.65 Zone 1 2006-2007 City of Flagstaff Pay Plan Broad Banding Administrative Assistant Appendix B – City of Flagstaff Pay Plan City of Flagstaff Annual Financial Plan Pos # Position Title 80203 N Admin Specialist Pos # Position Title 80202 N Admin Specialist Band B22 Band B23 Pos # Position Title 80201 N Admin Specialist Band B21 Step 1 #REF! #REF! #REF! #REF! Step 1 #REF! #REF! #REF! #REF! Step 2 #REF! #REF! #REF! #REF! Step 2 #REF! #REF! #REF! #REF! Step 3 #REF! #REF! #REF! #REF! Step 3 #REF! #REF! #REF! #REF! Step 4 #REF! #REF! #REF! #REF! Step 5 #REF! #REF! #REF! #REF! Step 6 #REF! #REF! #REF! #REF! Step 15 #REF! #REF! #REF! #REF! Step 15 #REF! #REF! #REF! #REF! Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 17.1566 17.7125 18.2575 18.8134 19.3584 19.9143 20.4593 21.0152 21.5602 1372.53 1417.00 1460.60 1505.07 1548.67 1593.14 1636.74 1681.22 1724.82 2973.81 3070.17 3164.63 3260.99 3355.46 3451.81 3546.28 3642.63 3737.10 35685.73 36842.00 37975.60 39131.87 40265.47 41421.74 42555.34 43711.62 44845.22 Zone 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 15.5107 16.0557 16.6116 17.1566 17.7125 18.2575 18.8134 19.3584 19.9143 20.46 21.02 1240.86 1284.46 1328.93 1372.53 1417.00 1460.60 1505.07 1548.67 1593.14 1637.18 1681.22 2688.52 2782.99 2879.34 2973.81 3070.17 3164.63 3260.99 3355.46 3451.81 3547.22 3642.63 32262.26 33395.86 34552.13 35685.73 36842.00 37975.60 39131.87 40265.47 41421.74 42566.68 43711.62 Zone 2 Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 13.8539 14.4098 14.9548 15.5107 16.0557 16.6116 17.1566 17.7125 18.2575 18.81 19.36 19.91 20.46 21.01 1108.31 1152.78 1196.38 1240.86 1284.46 1328.93 1372.53 1417.00 1460.60 1504.64 1548.67 1592.71 1636.74 1680.78 2401.34 2497.70 2592.17 2688.52 2782.99 2879.34 2973.81 3070.17 3164.63 3260.04 3355.46 3450.87 3546.28 3641.69 28816.11 29972.38 31105.98 32262.26 33395.86 34552.13 35685.73 36842.00 37975.60 39120.54 40265.47 41410.41 42555.34 43700.28 Zone 1 2006-2007 City of Flagstaff Pay Plan Broad Banding Administrative Specialist Appendix B – City of Flagstaff Pay Plan 312 City of Flagstaff Annual Financial Plan Pos # 80501 80601 80701 80301 80401 Pos # 80502 80602 80702 80302 80402 Pos # 80503 80603 80703 80303 80403 Band B31 Band B32 Band B33 313 N N N N N N N N N N N N N N N Position Title Inst/Electrical Spec Maintenance Spec Operations Spec Plant Specialist Water Services Spec Position Title Inst/Electrical Spec Maintenance Spec Operations Spec Plant Specialist Water Services Spec Position Title Inst/Electrical Spec Maintenance Spec Operations Spec Plant Specialist Water Services Spec Step 1 #REF! #REF! #REF! #REF! Step 1 #REF! #REF! #REF! #REF! Step 2 #REF! #REF! #REF! #REF! Step 2 #REF! #REF! #REF! #REF! Step 3 #REF! #REF! #REF! #REF! Step 3 #REF! #REF! #REF! #REF! Step 4 #REF! #REF! #REF! #REF! Step 5 #REF! #REF! #REF! #REF! Step 6 #REF! #REF! #REF! #REF! Step 15 #REF! #REF! #REF! #REF! Step 15 #REF! #REF! #REF! #REF! Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 24.4160 25.2444 26.0728 26.9012 27.7296 28.5689 29.3973 30.2257 31.0541 1953.28 2019.55 2085.82 2152.10 2218.37 2285.51 2351.78 2418.06 2484.33 4232.11 4375.70 4519.29 4662.87 4806.46 4951.94 5095.53 5239.12 5382.71 50785.28 52508.35 54231.42 55954.50 57677.57 59423.31 61146.38 62869.46 64592.53 Zone 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 21.9199 22.7592 23.5876 24.4160 25.2444 26.0728 26.9012 27.7296 28.5689 29.40 30.23 3799.45 3944.93 4088.52 4232.11 4375.70 4519.29 4662.87 4806.46 4951.94 2351.91 2418.31 45593.39 47339.14 49062.21 50785.28 52508.35 54231.42 55954.50 57677.57 59423.31 5095.80 5239.66 45593.39 47339.14 49062.21 50785.28 52508.35 54231.42 55954.50 57677.57 59423.31 61149.62 62875.93 Zone 2 Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 19.4347 20.2631 21.0915 21.9199 22.7592 23.5876 24.4160 25.2444 26.0728 26.90 27.73 28.56 29.39 30.22 1554.78 1621.05 1687.32 1753.59 1820.74 1887.01 1953.28 2019.55 2085.82 2152.22 2218.62 2285.01 2351.41 2417.81 3368.68 3512.27 3655.86 3799.45 3944.93 4088.52 4232.11 4375.70 4519.29 4663.14 4807.00 4950.86 5094.72 5238.58 40424.18 42147.25 43870.32 45593.39 47339.14 49062.21 50785.28 52508.35 54231.42 55957.73 57684.05 59410.36 61136.67 62862.98 Zone 1 2006-2007 City of Flagstaff Pay Plan Broad Banding Plant Specialist/Water Services Specialist Appendix B – City of Flagstaff Pay Plan City of Flagstaff Appendix C – Resolution for Budget Adoption RESOLUTION NO. 2006-51 A RESOLUTION FOR THE ADOPTION OF THE BUDGET FOR FISCAL YEAR 20062007; AND DECLARING AN EMERGENCY. WHEREAS, in accordance with the provisions of Title 42, Chapter 17, Articles 1 - 5, A.R.S., the City Council did, on June 20, 2006 make an estimate of the different amounts required to meet the public expenditures/expenses for the ensuing year, also an estimate of revenues from sources other than direct taxation, and the amount to be raised by taxation upon real and personal property within the City of Flagstaff; and WHEREAS, in accordance with said sections of said Title, and following due public notice, the Council met on June 20, 2006, at which meeting any taxpayer was privileged to appear and be heard in favor of or against any of the proposed expenditures/expenses or tax levies; and WHEREAS, it appears that publication has been duly made as required by law, of said estimates together with a notice that the City Council would meet on July 24, 2006, in the Council Chambers at City Hall for the purpose of hearing taxpayers and making tax levies as set forth in said estimates; and WHEREAS, it appears that the sums to be raised by taxation, as specified therein, do not in the aggregate amount exceed that amount as computed in A.R.S. 42-17051 (A); NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF FLAGSTAFF AS FOLLOWS: SECTION 1. That said estimates of revenues and expenditures shown on the accompanying schedules as now increased, reduced or changed be and the same are hereby adopted as the budget of the City of Flagstaff for Fiscal Year 2006-2007. SECTION 2. Emergency Clause and Effective Date. The immediate operation of the provisions of this Resolution is necessary for the preservation of the public peace, health, and safety of the City. Therefore, an emergency is hereby declared to exist, and this Resolution is enacted as an emergency measure and will be in full force and effect from and after its passage and adoption by the Council of the City, as required by law. This Resolution shall take effect on July 10, 2006. PASSED AND ADOPTED by the City Council and approved by the Mayor of the City of Flagstaff this 10th day of July , 2006. /s/ Joseph C. Donaldson MAYOR ATTEST: /s/ Margie Brown CITY CLERK APPROVED AS TO FORM: /s/ Patricia J. Boomsma CITY ATTORNEY Annual Financial Plan 314 City of Flagstaff Appendix D – Ordinance for Property Tax Levy ORDINANCE NO. 2006-20 AN ORDINANCE LEVYING UPON THE ASSESSED VALUATION OF THE PROPERTY WITHIN THE CITY OF FLAGSTAFF, ARIZONA, SUBJECT TO TAXATION A CERTAIN SUM UPON EACH ONE HUNDRED DOLLARS ($100.00) OF VALUATION SUFFICIENT TO RAISE THE AMOUNT ESTIMATED TO BE REQUIRED IN THE ANNUAL BUDGET, LESS THE AMOUNT ESTIMATED TO BE RECEIVED FROM OTHER SOURCES OF REVENUE; PROVIDING FUNDS FOR VARIOUS BOND REDEMPTIONS, FOR THE PURPOSE OF PAYING INTEREST UPON BONDED INDEBTEDNESS AND PROVIDING FUNDS FOR GENERAL MUNICIPAL EXPENSES, ALL FOR THE FISCAL YEAR ENDING THE 30TH DAY OF JUNE, 2007, AND DECLARING AN EMERGENCY. WHEREAS, by the provisions of State law, the ordinance levying taxes for fiscal year 2006-2007 is required to be finally adopted not later than the third Monday in August; and WHEREAS, the County of Coconino is the assessing and collecting authority for the City of Flagstaff, the Clerk is hereby directed to transmit a certified copy of this ordinance to the County Assessor and the Board of Supervisors of the County of Coconino, Arizona; NOW, THEREFORE, BE IT ORDAINED BY THE COUNCIL OF THE CITY OF FLAGSTAFF AS FOLLOWS: SECTION 1. There is hereby levied on each one hundred dollars ($100.00) of the assessed value of all property, both real and personal within the corporate limits of the City of Flagstaff, except such property as may be by law exempt from taxation, a primary property tax rate of 0.7563 for the fiscal year ending on the 30th day of June, 2007. If this tax rate exceeds the maximum levy allowed by law, the Board of Supervisors of the County of Coconino is hereby authorized to reduce the levy to the maximum allowable by law after providing notice to the City. SECTION 2. In addition to the rate set in Section 1 hereof, there is hereby levied on each one hundred dollars ($100.00) of the assessed value of all property, both real and personal within the corporate limits of the City of Flagstaff, except such property as may be by law exempt from taxation, a secondary property tax rate of .8366 for the fiscal year ending June 30, 2007. SECTION 3. Failure by the county officials of Coconino County, Arizona, to properly return the delinquent list, any irregularity in assessments or omissions in the same, or any irregularity in any proceedings shall not invalidate such proceedings or invalidate any title conveyed by any tax deed; failure or neglect of any officer or officers to timely perform any of the duties assigned to him or to them shall not invalidate any proceedings or any deed or sale pursuant thereto, the validity of the assessment or levy of taxes or of the judgement of sale by which the collection of the same may be enforced shall not affect the lien of the City of Flagstaff upon such property for the delinquent taxes unpaid thereon; overcharge as to part of the taxes or of costs shall not invalidate any proceedings for the collection of taxes or the foreclosure of the lien thereon or a sale of the property under such foreclosure; and all acts of officers de facto shall be valid as if performed by officers dejure. SECTION 4. All ordinances and parts of ordinances in conflict herewith are hereby repealed. SECTION 5. Emergency Clause and Effective Date. The immediate operation of the provisions of this Ordinance is necessary for the preservation of the public peace, health and safety of the City. Therefore, an emergency is hereby declared to exist, and this Ordinance is enacted as an emergency measure and will be in full force and effect from and after its passage and adoption by the Council of the City, as required by law, and it is hereby exempt from the referendum provisions of the Constitution and laws of the State of Arizona. The tax levies imposed by this Ordinance shall take effect July 24, 2006. PASSED AND ADOPTED by the City Council and approved by the Mayor of the City of Flagstaff this 24th day of July, 2006 /s/ Joseph C. Donaldson MAYOR ATTEST: /s/ Margie Brown CITY CLERK APPROVED AS TO FORM: /s/ Patricia Boomsma CITY ATTORNEY Annual Financial Plan 315 City of Flagstaff Appendix E – Full Cost Plan Summary of Allocation Basis Deputy Fiscal-Total expenses, capital at 10%, of units served. PIO-Personal services of units supervised or served. Full-Cost Plan Summary of Allocation Basis Building Use: City Hall-Gross square feet of assigned spaces. Coconino Warehouse-Gross square feet of assigned spaces. Single Use-Value of building utilized. City Clerk: Agenda Process-Total expenses, capital at 10%, of units served. Records Management-Number of boxes stored. Elections-Direct allocation to elections. Other Services-Total expenses, capital at 10%, of units served. Equipment Use: General-Inventory value of assigned equipment. Computers-Inventory value of assigned equipment. Vehicles-Inventory value of assigned equipment. ND Computer-Number of personal computers supported. City Attorney: Civil Division-Total expenses, capital at 10%, of units served. Criminal & Other-Direct allocation to City Attorney-Other ND General Admin: Personal-Number of permanent full-time equivalent positions served. Fiscal-Total expenses, capital at 10%, of units served. Consultants-Direct allocation to City Manager or GFOther. Single Use-Actual expense by department. Other-Direct allocation to ND General Admin-Other. Human Resources: Recruitment-Number of FTE’s served, Fire & Police weighted. Training/Benefits-Number of permanent full-time equivalent positions served. Risk Management: Safety-Number of full-time equivalent positions served. Claims-Total expenditures, capital at 10%, of units served. ND Employee Benefits: Services-Personal services of units supervised or served. ND Insurance: General Liability-Total expense less capital of units served. Auto Liability-Premium by department. Property Liability-Premium by department. Contractor Equipment-Premium calculation by item of equipment. Data Processing-Number of personal computers supported. Employee Related-Number of full time equivalent positions served. City Hall-Gross square feet of assigned space. City Liability-Total expense, capital at 10% of units served. Single Items-Actual cost per premium schedule. Management Services Admin: Department Admin-Personal services of units supervised or served. Management Services Purchasing: General Purchases-Number of encumbrances per division. Large Projects-Estimated effort expended on larger projects. Contract Admin-Expenditures of contract administered. Management Services Mail Services: Services-Number of minutes processing mail. Management Services Warehouse: Services-Cost of items issued through warehouse. ND Consultants: Audit & Fiscal-Total expenses of units served. Other Services-Direct allocation to ND ConsultantsOther. Management Services Property Mgmt: Services-Estimated effort spent on projects. Management Services Financial Services: Services-Total expenses, capital at 10%, of units served. Council & Commissions: Council-Total expenses, capital at 10% of units served. Boards-Total expenses of units served. ND Copy Center: Services-Actual copy center charges for twelve months. City Manager: City Admin Personnel-Personal services of units supervised or served. City Admin Fiscal-Total expenses, capital at 10%, of units served. Deputy Personnel-Personal services of units supervised or served. Annual Financial Plan Information Systems: General Support-Number of personal supported. GIS-Effort for departments supported. 316 computers City of Flagstaff Appendix E – Full Cost Plan Summary of Allocation Basis Mechanical Shop: Services-Charges for services provided by Public Works Mechanical Shop. Finance: Accounting/Budget-Number of adjusting journal entries. Accounts Payable-Number of Accounts Payable transactions. Payroll-Number of payroll checks issued. Switchboard-Number of full-time equivalent positions served. Grants-Number of grants with Federal grants weighted at 1.5. Customer Services: City Support-Total expenses, capital at 10%, of units served. Deposit Assistance-Number of cash receipts transactions processed. Enterprise-Budgeted revenue of Utilities, Environmental Services, and Stormwater. Field Reading-Direct allocation to Utilities. Sales Tax & Licensing: Collections-Estimated level of effort provided by Collections. Accounts Receivable-Estimated level of effort provided by Accounts Receivable. Other-Direct allocation to General Fund-Other. Community Development Admin: Departments Served-Personal services supervised or served. units Engineering: Traffic Engineer-Direct allocation to Highway User Fund. General Fund Other-Percentage of hour spent on projects. Building Permit-Direct allocation to General Fund-Other. Other-Dollar value of permits fees. Public Works Administration: Director-Estimated effort expended by Public Works Director. Secretary-Estimated effort expended by Public Works Director’s Secretary. Public Facilities Maintenance: City Hall Custodial-Gross square feet of assigned space. Other Custodial-Number of restrooms maintained. Preventive Maintenance-Gross square footage of assigned space maintained. Special Maintenance-Planned hours spent on various projects. City Hall Maintenance-Gross square feet of assigned space. City Hall Utilities-Gross square feet of assigned space. Beaver Street Annex-Direct allocation to Other. Milligan House-Direct allocation to Tourism. Annual Financial Plan of Planning: Planning Services-Total expenses, capital at 10%, of units served. Housing-Direct allocation to Planning-Other. Contributions: United Way-Total expenses by fund, less capital. Others-Direct allocation to Contributions 317 City of Flagstaff Appendix F – Council Goals Council Goals The City of Flagstaff Council undertook a tremendous effort in FY 2002 to develop citywide goals. The goals are reviewed and updated annually at the Council Fall Retreat by staff and Council. Cross-departmental teams identify specific objectives from the goals that develop work programs to set the base from which all divisions develop their FY 2007 budget. All divisions had to identify their objectives within one of the goal areas. The following list highlights the ten major areas established by Council and the complete work plan ensues. ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ Economic Development /Redevelopment Fiscal Health Public Safety Affordable Housing Capital Improvements Customer Service Planning for Growth Collaboration Quality of Life Annual Financial Plan 318 City of Flagstaff Appendix F – Council Goals ECONOMIC DEVELOPMENT/REDEVELOPMENT GOAL STATEMENT: ECONOMIC DEVELOPMENT/ REDEVELOPMENT Maintain and strengthen Flagstaff as the regional center for retail, employment, and hospitality while enhancing the quality of life for our residents. FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Entrepreneurial Development Work with Northern Arizona Technology and Business Incubator to develop start-up technology businesses to provide higher paying jobs in the future. RESPONSIBILITY Community Investment FY2006 Status Update: x Apply to EDA for grant for new incubator to be located on USGS Campus x Complete IGA with NACOG for EDA grant x Issue RFP for incubator operation x Receive award from EDA FY 2007 x Complete IGA with NAU for referrals x Issue RFP for operation x Retain architect for Incubator x Retain contractor for construction x Begin construction Strategy: Redevelopment Marketing Community Investment Begin an aggressive marketing campaign in national trade magazines to raise awareness about the advantages of our community to potential developers, lenders, investors and tenants. A lifestyle theme will be used to appeal to specific retailers and corporations. FY2006 Status Update: x Ad campaign continues highlighting various projects in Shopping Centers Today and Urban Land. x Staff attended the annual International Shopping Center Conferences in Las Vegas and Palm Springs. FY 2007 Same Annual Financial Plan 319 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT: ECONOMIC DEVELOPMENT/ REDEVELOPMENT FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Strategy: East Flagstaff Gateway Area RESPONSIBILITY Community Investment Complete a Redevelopment Area Plan for this area that can serve as an anchor and gateway for the City. The plan will include stabilization and rebuilding of the existing industrial area into a more “park like” setting. The Mall expansion may include additional retail offerings, housing, and possibly an auto mall. All of this will strengthen the community’s tax base while serving as an economic engine for additional redevelopment in the area. FY2006Status Update: x Mall expansion and Auto Park under construction x Space reservations for the entire Auto Park. x Finalizing tenant mix and final Auto Dealer layouts FY2007: x Working with the Auto Dealers/Manufacturers in cooperation with the CCC on a training facility x First phase of project opened by Fall 2007 Community Investment Strategy: Sawmill Work with the developer to create plans for a mixed-use neighborhood center that may also include some regional business or headquarters. Project should serve as an anchor on Butler Avenue and eventual link and Gateway to the Southside and NAU. FY2006 Status Update: x Final zoning and development agreement approved FY2007: x Construction began Community Investment Strategy: USGS Continue to address new employment base opportunities and fund campus Master Plan improvements. FY2006 Status Update: x GSA approves expansion x Architect retained FY 2007 x First phase of designed and bid Annual Financial Plan 320 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT: ECONOMIC DEVELOPMENT/ REDEVELOPMENT FY 2007 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY Stragegy: GFEC CD is working with GFEC to incorporate strategies that normally would have been a part of the FY2006-07 Council goal strategies into GFEC’s annual contract. The GFEC annual contract automatically renews each year. The City is currently in the 3rd of a 5 year contract. From this point forward, staff recommends to bring to Council for consideration an annual contract modification that has the year’s scope of services and associated payment schedule. This will allow staff to administer the contract in a much more effective manner in that the City will be able to accurately track and monitor GFEC’s progress and make associated quarterly payments based upon work performed. Annual Financial Plan 321 City of Flagstaff Appendix F – Council Goals FISCAL HEALTH GOAL STATEMENT FISCAL HEALTH The City of Flagstaff shall maintain good fiscal health through sound financial management and fiscal integrity. The City shall maintain written polices that provide for a balanced budget that meets the vast array of community needs, that ensure that resources are available to meet future need, allows for community infrastructure to be maintained at adequate levels and other sound financial practices. Discussion: The Council recognizes that the vision and intentions of the policy makers exceeds the economic realities. In order to accomplish the plans of shaping a Flagstaff that stays true to it’s quality of life interests, the strategy must include the creation of community wealth through economic development, redevelopment, the creation of new revenues and the leveraging of financial assets. FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Capital Improvements – work with CIP to develop comprehensive plan of infrastructure needs RESPONSIBILITY CIP, PW, Finance, Utilities FY2006 Status Update: x Five year CIP published. x Mapped all projects x Completed database for division input and reporting Expenditure control – consider development of incentives versus penalties relative to year-end expenditures. Finance/Budget team FY2006 Status Update: - Same for FY2006 x Efforts to develop will be ongoing. Fee Policies – Develop a policy of mandatory fee reviews including frequency and responsibility. Finance FY2006 Status Update: x Policy completed x Policy yet to be reviewed by internal committee Work Smarter –In an effort to reduce redundant work and paper work, explore electronic opportunities, i.e., online contracts, faxing of purchase orders. EMT coordinating committee FY2006 Update: With new iSeries box, will reinstate ability to fax purchase orders. Online RFP’s currently available. Laser printing is being implemented. Currently looking at Rec Trac, and Click 2 Gov. New Revenues – Implement fee recommendations from 2002 user fee study. Finance FY2006 Status Update: Cable franchise under negotiation Proposal from Community development to be considered by council Impact fees – Implement impact fee recommendations as desired. Planning FY2006 Status Update: The impact fee analysis is under contract for and update. The study should be completed by June 2006. Leverage grants – Find grants for the city projects and programs. Finance FY2006 Status Update The City budgeted $17,756,771 for 67 grants for FY2006. Annual Financial Plan 322 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT FISCAL HEALTH FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Stormwater Utility – Finalize the policies and fee structure as presented to council in May 2005 budget. RESPONSIBILITY Engineering, Utilities, Finance FY2006 Status Update: The Stormwater advisory committee and staff have presented a phased fee implementation to council for consideration. Council should take final action during March 2006, for a May implementation. Cost allocation – Implement new cost allocation methodology and start process of including overhead recovery in grants. Finance FY2006 Status Update: Both the full cost and OMB A 87 cost plans are updated on an annual basis based on the previous years actual numbers as shown on the CAFR. Public Private Partnerships – look for ongoing opportunities to coordinate infrastructure development to meet the needs of both parties. – In process with NAU and reclaimed line construction on the campus PW, Utilities, engineering, Administration FY2006 Status Update: x Ongoing work with NAU for extension of reclaimed lines on the campus and financial participation on the construction of a conference center. Utilities Optimization program - Continue implementation, a program designed to reduce job redundancy and incorporate better technology. Utilities FY2006 Status Update: x Implementation extended to appropriate divisions. ICMA benchmarking- formalize budget and decision process to consider comparative data. Budget team FY2006 Status Update: ICMA Center for Performance Management data has been submitted through the fiscal year ended June 30, 2005. However, after careful consideration of the comparative data available through ICMA-CPM, the City is looking to turn its’ efforts inward for FY2007. A staff member will work with each division to determine measures that are meaningful and will be tracked and reported on consistently over time. Annual Financial Plan 323 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT FISCAL HEALTH FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Credit Cards – Implement the credit card program citywide to reduce cost of processing. RESPONSIBILITY Purchasing FY2006 Status Update: Customer Service in City Hall is accepting credit cards for any City service. The Court, Police Department and Visitor Center also accept credit cards. The next step in credit card processing is to accept payments at additional remote locations. Software and hardware is currently being purchased by the Recreation Division as the next step in credit card acceptance/processing throughout the City. Bond Program – based on an unfunded needs develop a bond program and financing alternatives for various city projects Finance, CIP, PW, FY2006 Status Update: Work is underway to look at opportunities to finance replacement of city facilities, public works yard, city court, records storage, and additional office space to accommodate city staff. Sales Tax – remove the expiration clause on the City 1% Sales Tax to create revenue stability FY2006 Status Update: x This item has been placed on the May 2006 ballot. x Maintenance -- Incorporate reduced maintenance as capital criteria Finance CIP, PW, Utilities, Finance FY2006 Status Update: x All capital projects continue to be reviewed to assess increased or reduced maintenance expenditures Investments - Invest excess City fund and achieve a rate higher than the Arizona State Treasurer’s Pool, current funds outside the pool earn 3.95% outside the fund, LGIP at 2.16% Finance FY2005 Status Update: x Approximately 18% of the City’s funds are in the LGIP, realizing an average year to date return or 3.47%. The remaining 82% of the City’s funds are invested in government backed securities and CD’s with an average rate of return of 3.22%. The total return is averaging 3.27%, which is up from the average of 2.6% last year. Software -- Integrate software systems with the financial mainframe to the extent possible. Courts, Recreation, Finance FY2006 Status Update: x The City software vendor performed a system wide review of use and capabilities. A report will be forthcoming shortly. Annual Financial Plan 324 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT FISCAL HEALTH FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Sustainability -- Identify operational impacts of capital projects and other decisions to incorporate a sustainability analysis. RESPONSIBILITY All departments, Finance FY2006 Status update: x Policy on new city buildings under review. Bond ratings -- Maintain accounting standards and reporting to ensure good bond ratings. Finance. FY2006 Status Update: x Bond ratings maintained at A or A+ by Standard and Poor’s x Bond ratings maintained at Aaa3 or A-1 by Moody’s Investor Services Tax base – Consider policies that increase the tax base through annexation and redevelopment BBB Tax – extend the BBB tax beyond the current 2013 expiration FY2006 Status Update: In the fall retreat Council directed staff to form a task force to examine the tax for consideration by the public on the ballot in the general election of 2008. Tax increase strategies – Pursue strategies to fund current and/or future City services through: ❏ Sales tax code FY2006 Status Update: Staff is preparing the code changes as directed by council in their fall retreat. These included the elimination of the land deduction, single unit rental of real property elimination, Bond issues – Time capital projects approved May 2004 so that bond issuances are timed resulting in no overall increase to the secondary property tax rate. FY2006 Status Update: Bonds will be sold in March 2006. The resulting debt service will not impact the 2007 rates and the City was able to reduce the secondary rate in 2006, transferring .05 to the primary rate and reducing the overall rate .05. Annual Financial Plan 325 City of Flagstaff Appendix F – Council Goals PUBLIC SAFETY GOAL STATEMENT PUBLIC SAFETY The goal is to promote and maintain a safe community through an integrated public safety system that addresses underlying issues affecting public safety, health and quality of life. Discussion: The City Council recognizes that the role of public safety encompasses a broad array of interrelated activities. Public order and quality of life issues must be addressed on a broad front through a partnership of shared responsibility and trust between Police, Fire, other city departments, civic organizations and community. Community safety and well-being must be built from within each neighborhood and cannot be imposed from the outside. The integrated approach of using all available resources of private enterprise, government, civic organizations and neighborhoods, each accepting shared responsibility in the optimal use of public safety services that will result in an enhanced quality of life for the community. Annual Financial Plan FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Continue to improve upon the coordination and team approach of focusing Police, Fire, Planning & Zoning, Environmental Management, Legal and Health Services to efficiently address safety and health needs. RESPONSIBILITY All FY2006 Status Update: x The Fire and IS departments have been working with County IS to enhance the interface between the CAD system and the Fire Department’s Fire House Management software.. x GroupWise accounts were established for remaining fire department program managers and key individuals. All fire personnel involved with managing programs or key projects have been issued GroupWise. x The Police and Fire joint communications committee met throughout the year to enhance emergency dispatch and technical operations of the 911 Center. x The Police and Fire Department as well as Environmental Management participated in several disaster exercises. Participants included members of all City departments as well as other governments agencies x The Police Department encouraged all City departments to participate in Block Watch forums to better enhance the partnership between City government and community members. x Police Department members have been asked to address officers at the squad level to coordinate City efforts. Clean & Green to continue the abandoned vehicle and litter control programs in partnership with block watch and neighborhood organizations. Clean & Green Police FY 2006 Status Update: x Police participated with Clean and Green in numerous neighborhood clean-up projects and graffiti removal within budget restrictions, in conjunction with the Sunnyside, Southside & Old Town neighborhoods. x Environmental Code Enforcement (Clean & Green) continues to coordinate the abandoned vehicle and litter control programs in cooperation with Police. 326 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT PUBLIC SAFETY FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Push decision-making down to the lowest competent level to increase efficiency. The City Manager’s office leads the effort to communicate with all the staff current issues facing the City. RESPONSIBILITY All FY2006 Status Update: x The Fire Department is using an internal fire station design team staffed with operational personnel to establish fire station design parameters. x The Fire Department fleet deployment provided input to the departments design team with regard to apparatus bay space needs for the new fire stations. x The Fire Department is participating in a Capital Improvement Chartering Team to increase communication effectiveness for the procurement and development of the fire stations approved under the May 2004 bond program. x Beat meetings attended by police officers & supervisors where employees identify neighborhood issues and concerns and develop plans to solve problems. Development of Com-Stat Crime Analysis to identify criminal patterns and assist in developing strategies. x Police communication shift meetings are used as a conduit for in-service training and problem identification. Promote the PRIDE Block Watch Program as a forum for the promotion and nurturing of a partnership of shared responsibility and trust with Police, Fire, government and residents, to identify and address those issues that are adverse to public safety and quality of life. All FY 2006 Status Update: x Approximately 138 Block Watch meetings were held by the Police Department. Forty-eight Block Watch Groups participated. x Quarterly Block Watch Captains Meetings were held. x Two Citizen Police Academies were held, with approximately 80 people graduating. x Citizen police patrols have been formed and utilized in several neighborhoods. Annual Financial Plan 327 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT PUBLIC SAFETY FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Continue participation in after school programs as well as those during school hours that offer opportunities for education, mentoring and value building. RESPONSIBILITY Police Fire Parks & Recreation FY2006 Status Update: x The Fire Department Public Education clown program completed fire safety shows to 12 elementary schools. x The Dare and Great programs continue as the primary prevention programs in the public schools. x Police are in the process of developing a partnership with the YMCA in conducting after school and summer time programs. x Two summer camps were presented to Junior High Students through the GREAT Summer Camp Program. x “Adopt a School” program was initiated by the police, where each officer was assigned a school in his or her beat to devote special attention by conducting close patrols and working closing with staff and students. x Police have held regularly scheduled meetings with high and middle school administrators for the purpose of sharing information on potential gang activity. x Several gang and drug educational presentations were given to school teachers. Continue partnering of Police, Fire and Parks & Recreation in joint ventures such as Teen Night, the Teen Leadership Academy, GREAT Camp, and other positive youth programs. Parks & Recreation Police Fire FY2006 Status Update: x The Police and Fire Department served on the Victims Witness DUI Impact Panel, sponsored by Coconino County. x GREAT CAMP, Jam Zones, Celebrate Youth Day, and National Night Out were examples of programs completed while with other City Departments. Review Park security issues, as well as the impact of alcohol on Park Use and Permit Policies. Police Parks & Recreation Fire FY 2006 Status Update: x Parks are constantly monitored for violations and compliance. x Permits are scrutinized to ensure adequate security and compatibility. x Police in partnership with 4th St. merchants attempted to gain compliance from liquor stores in the Bushmaster Park area not to sale alcohol to public intoxicants. x Police have continued to participate in community efforts for development of a Detox Center. Annual Financial Plan 328 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT PUBLIC SAFETY FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Continue participation in United Way partnerships such as the Sunnyside and Southside Neighborhood Associations, Success by Six, and Weed & Seed, to address social issues and foster neighborhood responsibility RESPONSIBILITY All FY 2006 Status Update: x Efforts are ongoing, police participation in many neighborhood based projects, such as “Wood for Warmth” community clean up projects, numerous celebration events, & assisting in home restoration projects. x Police maintain representatives on the Weed & Seed, Sunnyside and Southside Neighborhood Associations’ Boards. Use every opportunity and community forum to educate residents of their responsibility to contribute to the well being of their neighborhood, community and country, by participating in the identification and resolution of those social and economic issues that adversely affect crime, the fear of crime, public health and overall quality of life. All FY2006 Status Update: x The Fire Department conducted approximately 541 wildfire safety home assessments in the Bow & Arrow and University Heights neighborhoods. x The Police Department continues to offer an array of forums, or are willing participate in such, to communicate the Mission of the Department and of the City. x Homeland Security and related issues continue to be a priority of the Police and Fire Departments. x The Fire Department completed 2000 commercial occupancy inspections. x The Fire Department completed a citywide neighborhood wildfire threat assessment to educate property owners on how to create a Fire Wise neighborhood. x The Fire Department developed and displayed six movie promotional slides dealing with wildfire mitigation recommendations at area theaters. x The Fire Department will continue to pursue grants, contracts, and donations, and reimbursements to enhance public safety. x The Fuel Management Division of the Fire Department completed: x 1. Planning – 1006 Acres x 2. Thinning - 636 Acres x 3. RX Burns - 869 Acres x The Fire Department tested and maintained 3000 City fire hydrants to insure operability and compliance with ISO standards. x The Fire Department completed annual pump testing on all apparatus with water pumping capability. Annual Financial Plan 329 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT PUBLIC SAFETY FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Staff, train and equip City Public Safety to contend with the realized demand for service within the community. RESPONSIBILITY Fire Police FY2006 Status Update: x The Fire Department trained three (3) additional personnel as Technical Rescue Technicians. x Fire hired a new Community Fire Wise Coordinator to act as a neighborhood Liaison. x The Fire Department was notified of a Homeland Security Grant in the amount of $940,000 to deploy a state Heavy Rescue Unit. x x Five new police officer positions were secured through last year’s budget process. These officers are in the process of being trained and will be assigned to work during those times where calls for service are at their peak, in order to provide better service and reduce response times. The Communication Center has made significant progress in recruitment and retention of staff. Improve the City’s drainage conveyance system to mitigate the effects of stormwater flooding and to remove our citizens from the Regulatory Floodplain. x A database has been established to track and document flooding complaints received by city staff in order to identify potential drainage conveyance system upgrades. x Staff is conducting the comprehensive Stormwater Master Plan that will result in a prioritized Capital Improvement Program designed to mitigate flooding and remove our citizens from the Regulatory Floodplain. x The Stormwater Section also participates in the FEMA Flood Insurance Program, providing services to the community and making Flood Insurance available to the community. x The Stormwater Section provides services to new development in our community to insure that flooding will not occur throughout the development and insure that downstream impacts of stormwater runoff are mitigated. Compliance with the federally mandated Nation Pollutant Discharge Elimination System (NPDES) Program, comply with the requirements of the City’s NPDES Permit to improve stormwater quality in the community. Annual Financial Plan 330 Community Improvements; Stormwater Management Section City of Flagstaff Appendix F – Council Goals GOAL STATEMENT PUBLIC SAFETY FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Adequately respond to realize demand for emergency services and prepare for the potential demands associated with disaster management. RESPONSIBILITY All FY2006 Status Update: x The Fire Department hosted a Special Operations deployment exercise in January 2006. The event showcased Special Operations apparatus, equipment, and teams with the State. The Flagstaff, Glendale, and Show Low Fire Departments participated in the deployment exercise along with area law enforcement. x A new City/County Emergency Operations plan was prepared and adopted. x The Emergency Operations Center (EOC) has been activated twice to conduct drills and staff training. x A 100% funded grant was obtained to develop a joint citycounty hazardous mitigation plan. The contract has been finalized and a draft plan has been received for final review. x The Fire Department conducted a simulated high-rise fire drill with area partners and local law enforcement at NAU. The Police and Fire Departments are working in concert with the Ponderosa Fire Advisory Council (PFAC) to develop a Wildland Fire Emergency Operation Plan for the Great Flagstaff area. x The Fire Department, as the lead agency within the PFAC, secured a Homeland Security Grant to purchase 30 programmable portable radios for use within the greater Flagstaff area on emergency incidents. x Police Officer’s obtained personal protective equipment through a grant and additional training was conducted on homeland defense. x Police obtained a grant for $162,000 for the purchase of a new truck for the Department’s Bomb Disposal Team. x Joint disaster drill was conducted simulating a downed airliner. Police have partnered with the Sheriff’s Office in the development and training of Community Emergency Response Teams (CERT). Approximately 200 citizens have been trained thus far, with quarterly meetings being held to insure graduates remain prepared to respond in event of an emergency. x Annual Financial Plan 331 City of Flagstaff Appendix F – Council Goals AFFORDABLE HOUSING GOAL STATEMENT AFFORDABLE HOUSING Maintain current data on housing market conditions, trends and issues. Ensure the full benefit of such data is available to the City and the general public for use in market studies, grant applications and petitions for national and state policy changes. Ensure housing plans remain current, accurate and in concert with all other City plans including the Regional Plan. FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Write and obtain HUD approval of the 2006-2011 Consolidated Plan. RESPONSIBILITY Community Investment Division FY2006 Status Update: x Submission deadline May 15, 2006. Maintain a close working/planning relationship with the new Arizona Department of Housing Community Investment Division FY2006 Status Update: x Efforts ongoing Update Affordable Housing Gap Analysis in Arizona Department of Housing Format. Community Investment Division FY2006 Status Update: x Target completion for submittal of 2006-2011 Consolidated Plan in 2006 Revise Sunnyside Neighborhood Revitalization Strategy per HUD direction to include more social service and economic development strategies and investigate new staff needs associated with a higher level of neighborhood services. Community Investment Division FY2006 Status Update: x Worked with the Sunnyside Neighborhood Association to complete the Revitalization Strategy. FY 2007 x Sunnyside Neighborhood Association adopted by City Council Develop policy recommendations to City Council for addressing identified affordable housing problems. Successfully Implement affordable housing policy as mandated by Council. Annual Financial Plan Successfully implement the LDC based affordable housing incentive Ordinance (No. 2001-14) Community Investment Division Through the Affordable Housing Policy Task Force, explore regulatory revisions and options. Present findings to City Council. FY2006 Status Update: x Rio Homes delivers first 10 units to families x Met with Arizona Multi Family Housing Association to explore opportunities x Housing Policy Task Force recommendations presented to City Council FY 2007 x Worked with Code Administration section on rewriting of Land Development Code to promote workforce housing 332 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT AFFORDABLE HOUSING Maintain current knowledge of state of the art housing program and policy initiatives undertaken successfully by other jurisdictions. Develop new private for-profit and non-profit resources. FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Through the formation of the Community Land Trust for Affordable Housing, incorporate successful strategies employed by existing land trusts. RESPONSIBILITY Community Investment Division FY2006 Status Update: x Community Committees formed and input received on creation of Land Trust Program x Land Trust ground lease and program guidelines developed x First Land Trust Project land purchased on Fort Valley FY 2007 x Issuance of SOQ/RFP for first Land Trust construction Research successful housing initiatives conducted by municipalities with similar housing market conditions. Community Investment Division FY2006 Status Update: x Successful programs from other cities being explored for feasibility with Fannie Mae FY 2007 x Creation of employer assisted housing program Make City land available for affordable rental housing developments where appropriate. Community Investment Division FY2006 Status Update: x Sandstone Highlands Senior Community received Certificate of Occupancy and Timber Trails Apartments located on previously City owned property awarded tax credits and under development FY 2007 x Projects completed and occupied Significantly reduce the substandard housing stock Continue to fund and coordinate owner occupied housing rehabilitation programs Community Investment Division FY2006 Status Update: x 5 emergency repairs and 3 minor rehabilitation completed x 5 emergency repairs and 3 minor repairs underway x Contract and funding for 14 emergency repair and 8 minor repair FY 2007 x 14 emergency repairs and 8 minor repairs Increase the supply of entry level owner occupied homes available to low, moderate and middle income households Annual Financial Plan Partner with both private and non-profit buildings to build entry level homes Community Investment Division FY2006 Status Update: x 1 new single family unit completed 333 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT AFFORDABLE HOUSING FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Coordinate partnerships with private developers to build residential and mixed use subdivisions on City owned with a variety of housing types and a minimum of 20% being entry level affordable RESPONSIBILITY Community Investment Division FY2006 Status Update: x Rio Homes construction underway x Sandstone Highlands Senior Community and Timber Trails Apartments located on previously City owned property awarded tax credits and under development Increase the amount of homeownership among low and moderate income households in Flagstaff Continue to fund and coordinate: x Non-profit homebuyers assistance programs providing education and loans for down payment and closing costs x Non-profit acquisition/rehabilitation programs converting vacant and renter occupied homes into home ownership Community Investment Division FY2006 Status Update: x Homebuyer assistance programs continue to assist Flagstaff residents with first time home ownership x Acquisition/rehabilitation project completed and sold FY 2007 x Program begins equity sharing and brought in house Use the sale proceeds from Ponderosa Homes and Rio Homes to purchase more property for affordable housing. Community Investment Division FY2006 Status Update: x Property identification underway x Shultz Pass acquired FY 2007 x Additional property acquired for development Incorporate affordable housing components in appropriate redevelopment projects using excellent design and maximizing the livability of area functions. Annual Financial Plan Incorporate a variety of housing types and affordability in the residential portion of redevelopment projects Community Investment Division FY2006 Status Update: x Efforts ongoing 334 City of Flagstaff Appendix F – Council Goals CAPITAL IMPROVEMENTS GOAL STATEMENT CAPITAL IMPROVEMENTS Plan, program, design and construct public works infrastructure and facilities improvements through a structured, efficient and transparent process ensuring scarce public resource expenditure for the greatest benefit to the community; creating a built environment shaped through citizen involvement and reflecting community pride. Discussion: The City Council realizes the importance of delivering all Capital Improvement projects on time and on budget through a structured program ensuring public funds are leveraged, through partnerships when appropriate, for the greatest benefit of the community. Programmed capital infrastructure expenditures facilitate a planned growth, economic development and protect existing community investments. Allocating resources through a coordinated planning and Annual Financial Plan FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Plan: Define each project’s elements and costs through a holistic, concept-level engineering and planning effort, which engages our citizens. FY 2006 Status Update: x Resumed the Capital Improvements Committee to identify and incorporate the planning necessary to accommodate the 2001 Flagstaff Area Regional Land Use and Transportation Plan. x Integrate Capital Improvements that will be constructed via Development Agreements. x USGS Science Park x Continued project prospectus/definition development x Steves Blvd. Rail Crossing Study. Program: Provide clear information and rationale to match available revenues with prioritized projects funded through the adopted 5-Year Capital Improvements Program. FY2006 Status Update: x Assist with FUTS 5-year program definition and priority x Coordinate 5-year CIP Update for 2007 – 2011 x Developed funding scenario for 2004 Bond Projects x Northern Arizona Technology & Business Incubator (NATBI) x Butler Widening East of Little America x Completed Rio de Flag Flood Control upper reach open verses closed decision 335 RESPONSIBILITY CI Committee Capital Improvements Community Development Stormwater Mgmt Traffic Engr. Public Works Utilities FMPO Real Estate Mgmt Environmental Services Capital Improvements Financial Services FMPO Traffic Engr. Stormwater Mgmt Utilities CI Committee Budget Committee Citizens Transportation Advisory Committee Public Works Real Estate Mgmt Environmental Services Grants Mgr. City of Flagstaff Appendix F – Council Goals GOAL STATEMENT CAPITAL IMPROVEMENTS engineering process with high levels of public involvement assures our community is shaped in alliance with citizen support. Partnerships with other public and private entities enhance our ability to leverage resources. Annual Financial Plan FY 2007 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY Design: Develop project plans and specifications with continued involvement of the community and project partners. Capital Improvements Funding Dept. Maintaining Department Community Development Contract Administration Real Estate Mgmt Environmental Services Grants Mgr. FY 2006 Status Update: • Coordination of property acquisition with ADOT for the FUTS 180/Ft. Valley Trail project. • Initiated preliminary design and feasibility study for potential roadway improvement district at East Flagstaff Industrial Park. • West/Arrowhead corridor study completed. • Lone Tree Rd. corridor study substantially completed. • Fire station relocation design/build contracts awarded. • Aquatic/Multigenerational Center preliminary programming study completed. Design and CM at-risk contracts awarded. • Continued Rio de Flag project management services and coordinated public process to determine open or closed channel improvements, utility relocations, and property acquisition. • Talkington water main and Huntington Drive improvements contracted for design completion. • Continued development and design services administration for the West Route 66 urban trail project from West Village easterly to central downtown area including railroad under crossing and ped/bicycle bridge over Milton Ave. • Completed design of Fanning Wash improvements. • Completed rail crossing quiet zones study and contracted design services. • Completed the design of the paver replacement of the Visitors Center/BNSF Railroad. • Contracted design services for the FUTS Crescent to Observatory Mesa and Blue Willow to Hwy 180 projects. • Continued project management for the Lake Mary Road improvements. • Completed design services and contract documents for Thorpe Park Improvements. • Butler Ave/Fourth St. traffic signal design contracted and in progress. Completion of design services and contract documents for US 89 Streetscape. 336 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT CAPITAL IMPROVEMENTS FY 2007 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY Construct: Deliver a final product that is cost effective with a quality of workmanship that ensures a lasting value for our citizens. Capital Improvements Funding Department Inspection Services Purchasing Contracts Management Grants Mgr. FY2006 Status Update: x Fourth St Rail Crossing Phase II completed x Sunnyside neighborhood improvements PHIII-B completed. x Sixth Ave. detention/BMX Park project completed. x US 180/Ft. Valley Trails projects scheduled for completion in 2006. x Cedar Ave. urban trail bridge contracted for completion by June 2006. x Completed contract template for consultant services required for CM at-risk project delivery. x Continued project management for Thorpe Park improvements scheduled for construction in 2006. x Completed Arrowhead bus stop improvements. x Butler Ave Transmission Mains completed. x Empire Ave Extension construction & R/W completed. x South Beaver Safe-to-School completed. Public Involvement: Engage citizens through meaningful public dialogue and involvement ensuring consideration of their input and providing a full understanding of project impacts. FY2006 Status Update: x Continued public forums and open house meetings. x Weekly reports provide on-going status of all CID projects x Capital Improvements web page updates x Public notice and media releases of traffic impacts Process Improvements: Continuous improvement of our internal process to ensure the most timely delivery of projects while ensuring compliance to all legal/policy requirements. FY2006 Status Update: x Prospectus document development x Schedule-based work program x Continuous monitoring of schedule and cost x Comprehensive 5-year CIP and annual updates x Thorough project scope development x Team chartering x Project Manager’s Manual x Internal project review process x Quarterly Project Financial Reports x Alternative project delivery methods Annual Financial Plan 337 Capital Improvements Funding Depts. Public Information Officer FMPO CTAC Contracts Administration Capital Improvements Risk Management Attorney’s Office Purchasing Real Estate Mgmt Env. Services City of Flagstaff Appendix F – Council Goals CUSTOMER SERVICE COMMITTEE GOAL STATEMENT CUSTOMER SERVICE COMMITTEE Continue to instill a positive customer service culture throughout the organization and with each employee of the City in the delivery of service both externally and internally. Discussion: The City Council recognizes the importance of partnership with the citizens of our community, specifically in staff providing good customer service, while building positive working relationships with the community. The Customer Service Committee implements, revises, and/or reviews internal policies and practices to ensure, improve and strengthen customer service and relationships with the citizens. FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Training: Continue to provide ongoing customer service training for all employees to ensure they understand and demonstrate good customer service and that they are aware they are always in the public eye. RESPONSIBILITY Human Resources, Customer Service Committee FY 2006 Status Update: • The Customer Service Committee continues to provide the “ART of Customer Service” training to all new employees on a quarterly basis since this is now mandatory training. FY 2007 Goals: • The Customer Service Committee will determine other training needed to promote excellent customer service. Employee Services: Provide information on HR services to current employees and applicants through the use of technology. Human Resources FY 2006 Status Update: • All Human Resources forms were placed on the intranet. • NAPEBT is developing a website that lists all the benefits for each entity. Both internal and external customers will be able to access this information. FY 2007 Goals: • Place all City job descriptions on the City web site so that potential as well as current employees have access to these documents. Performance Evaluations: The current performance evaluation form now includes a section that addresses customer service. This holds supervisors and employees accountable for providing good customer service both externally and internally. Training has been provided to supervisors on an ongoing basis to ensure that employees are properly rated in this area. Human Resources, Customer Service Committee FY 2006 Status Update: • Provided one-on-one training with new supervisors regarding performance training. FY 2007 Goals: • Due to the number of new managers and supervisors recently hired performance management training will be provided to address completing a thorough and informative performance evaluation and professional development. Annual Financial Plan 338 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT CUSTOMER SERVICE COMMITTEE FY 2007 AND FUTURE WORK PROGRAM STRATEGIES New Employee Orientation: Provide all new employees with an overview of expectations regarding customer service. RESPONSIBILITY Human Resources Department Heads FY 2006 Status Update: • A video was created to promote customer service and is shown to all new employees during new employee orientation. • The importance of wearing the nametag is emphasized during new employee orientation. • The “Supervisor’s New Employee Orientation Checklist” form was updated so that the supervisor, also, emphasizes to the new employee the importance of wearing his/her nametag. Determine the “Climate” of the City: Survey employees in order to get a base line regarding employee opinions on topics related to career opportunities, commitment, job satisfaction, pay and benefits, supervision, etc. Customer Service Committee, Public Relations FY 2006 Status Update: • Focus groups from each department were created to address the results of the climate survey. Each group had to identify two or three areas that needed improvement and come up with recommendations. FY 2007 Goals: • Continue to address areas for improvement as identified by the climate survey. • Conduct a follow-up survey in 07-08 to measure effectiveness of changes made. Recognition/Award Program: Annually recognize annually employees who have provide outstanding customer service. FY 2006 Status Update: • The City Manager’s Excellence Award program and 7K award program was implemented this year and was positively received by all employees. FY 2007 Goals: • Provide new managers and supervisors information regarding the entire recognition/award program to include WOWs, QSIs as well as the City Manager’s Excellence Award program and the 7K award program. Annual Financial Plan 339 Customer Service Committee, Human Resources, Manager’s Award Committee City of Flagstaff Appendix F – Council Goals GOAL STATEMENT CUSTOMER SERVICE COMMITTEE FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Annual Renewal Celebration: Celebrate each year to remind all employees of the importance of good customer service as well as highlighting accomplishments and successes related to good customer service. RESPONSIBILITY Human Resources FY 2006 Status Update: • Quarterly events were planned to let employees know they are valued. These were events such as the Halloween party, winter holiday celebration, the annual City Manager’s Excellence picnic, etc. have been incorporated into the Human Resources program. Ethics: Develop guidelines so that employees understand the importance of maintaining the highest standards of personal integrity, truthfulness, honesty, and fairness in carrying out their public duties. FY 2006 Status Update: • The Ethics Policy was not developed this year since the emphasis has been placed on addressing the results of the climate survey. FY 2007 Goals: • Develop an Ethics Policy so that employees understand the ethical standards of conduct so that they may fulfill their commitment to the community in providing the best service. Annual Financial Plan 340 Customer Service Committee, City Manager, Deputy City Managers, Department Heads, EAC City of Flagstaff Appendix F – Council Goals FUTURE GROWTH GOAL STATEMENT: PLANNING FOR GROWTH To shape growth, with the involvement of the community, in a manner that preserves our region’s natural environment, livability and sense of community. FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Regional Plan Policies—Neighborhood & Area Planning: Adhere to the policies in the Regional Plan that contain growth and promote the creation of quality traditional neighborhoods. Prepare area and/or master plans for various districts and neighborhoods to assist in implementing mixed-use developments, affordable housing, higher densities and walkable neighborhoods. RESPONSIBILITY • Community Investment Division Goals FY 2006: 1. Completed Regional Plan Amendment for Villaggio Montana Goals FY 2007 1. Complete two major plan amendments in reaction to developer submittals Identify & Enhance Neighborhoods: Through implementation of Design Review Guidelines and the development of a comprehensive Gateways program, identify and enhance neighborhoods and build a higher quality and more livable community. Goals FY 2006: 1. Designed and constructed first community gateways to help promote, preserve and maintain the livability of our neighborhoods. 2. New landscape standards created and adopted for City projects. • Community Investment Division • Community Improvements Division • Public Works • Parks Goals FY 2007 1. Build second gateway 2. Implement a Property Maintenance Ordinance. Annual Financial Plan 341 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT: PLANNING FOR GROWTH FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Visual Quality of Community: Enhance and improve the function and appearance of the community and continue to support local non-profits who strive to develop their outreach and build our community’s dynamic cultural base. FY 2006 Status Update: • Acquisition of Public Art proposed to City Council for placement at CCC, Foxglenn Park and Airport • Public art is displayed at City Hall, Airport and Visitors Center • Repair of art work and reinstallation at Airport RESPONSIBILITY • Community Investment Division • Community Improvements Division • Public Works • Development Services Division Goals FY 2007: 1. Design Review administration ongoing. 2. Continue to improve the visual quality of Flagstaff’s environment through a variety of enhancement projects. 3. Flagstaff Cultural Partners is provided an operating budget and arts project budget to support a variety of public art projects throughout the community. 4. Streetscape 5-year capital program budgeted and scheduled. 5. Major public art piece planned to recognize community contributions by various parties. Annual Financial Plan 342 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT: PLANNING FOR GROWTH Continued growth pressures in Flagstaff require the need to better manage and control development. Addressing inefficient land use patterns. Flagstaff will continue to grow. The community’s natural resources and its growing economy make it reasonable to believe that growth is an inexorable force. Consideration of how to shape it is the most productive way to harness the positives of growth and minimize the negatives. Clarity about what we want the community to become as it grows and proactive adoption of policies to guide it in that direction are the primary tools. Flagstaff residents have very strong views about the future of Flagstaff and must be consulted and engaged as partners in shaping that future. FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Regional Plan Policies--Redevelopment: Continue to use the Regional Plan as a decision-making guide to support reinvestment and redevelopment in the city’s established areas. FY2006 Status Update: Reinvestment and redevelopment projects underway: 1. Final East Gateway/Mall Expansion, including an Auto Park, approved by City Council 2. Proposed Conference Center and Hotel at NAU approved with IGA with NAU 3. USGS Science and Technology Park RFQ issued. 4. USGS expansion approved by GSA 5. FBI Building at Air Park under construction RESPONSIBILITY • Community Investment Division • Development Services Division • Planning & Zoning Commission • City Council Furtherance of Goals FY2007: 1. USGS Phase 1 Construction begun 2. USGS Development Agreement with developer for Science & Technology Park Regional Plan Policies—Historic Properties: Protect our historic properties and actively work to preserve historic sites so that future generations will better understand and appreciate our rich heritage. • Community Investment Division FY 2006 Status Update: 1. Four historic preservation grants approved 2. Worked on the preservation of the El Pueblo Motel 3. Route 66 National Register Nomination prepared by the National Park Service 4. Apply for State Historic Preservation Grant for $10,000 Goals FY2007: 1. Implement Historic Preservation Program. 2. Work on preservation of a number of areas including the Thorpe Park Neighborhood. 3. Implement grant requirements 4. Complete update survey of Southside for National Register Listing, Annual Financial Plan 343 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT: PLANNING FOR GROWTH FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Open Spaces/FUTS: Through open space retention, reclamation and planned acquisition continue to preserve the natural environment and heritage for our residents and future generations. Use various means to protect open spaces. Obtain designated open spaces through land exchanges, fee title acquisitions, regulatory provisions, conservation easements, and development incentives. RESPONSIBILITY • • Community Investment Division Development Services Division FY2006 Status Update: 1. On-going development projects with FUTS components: • San Francisco de Asis • Switzer Village • Elden Heights • Hospital Rim • Farmhouse Estates • Flagstaff Market Place/Auto Park • Pine Canyon FY 2007 x Identify open space for acquisition and begin process for acquisition x Complete Open Space Management Plan FUTS: Continue to work towards the completion of the FUTS primary spine and expand neighborhood links. Use of bond funds to purchase links. • Primary Flagstaff Urban Trail Projects prioritized: 1. Rio North Trail--Coconino Estates to Grand Canyon Trust 2. Lone Tree Trail--Sinclair Wash Trail to Arroyo Park Trail 3. Rio North Trail--Blue Willow to Hwy 190 4. Lone Tree Trail--Butler to Sinclair Wash Trail 5. Little A Trail--AZ Trail to Herold Ranch Rd 6. Lake Mary Trail--—Zuni Trail to JWP Trail 7. Route 66 East Trail--Country Club Trail to The Mall Trail 8. Bow & Arrow Trail--Coconino Community College to AZ Trail 9. Santa Fe West Trail--West Village to Walnut 10. Santa Fe West Trail--Walnut to Rio North Trail 11. JWP Trail--Lone Tree Trail to AZ Trail 12. AZ Trail--Route 66 East Trail to Switzer Mesa Trail • • • • Community Investment Division Community Improvements Division Development Services Division Management Services Department Public Works Department Secondary FUTS Projects prioritized: 1. Hospital Rim Trail 2. JWP Spur Trail--JWP Trail to Bow & Arrow Trail 3. Southside Rio Trail 4. Switzer Mesa Trail--Turquoise to Ponderosa Park Furtherance of Goals FY2007: A FUTS staff group has been formed to develop a FUTS Master Plan with maps, trail segments; types of trail; miles completed; ownership; classification; design, right-of-way and construction status; funding allocations; and maintenance costs. Annual Financial Plan 344 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT: PLANNING FOR GROWTH With a finite supply of land, we have to provide for the region’s growth in a manner that balances growth and conservation. FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Annexation: Through the development plan review process, regulatory controls, and creation and establishment of appropriate programs, master plans and incentives, and the pursuit of private/public partnerships, adhere to the policies in the Regional Plan. Proceed with land planning and annexation process as feasible, to include lands in Urban Growth Boundary limits RESPONSIBILITY • Development Services Division • Community Investment Division FY2007 1. Westside annexation plan 2. Fort Valley annexation plan Delivery of public facilities and services more effectively. Public Facility Needs: Finance public facility needs created by new development. FY2006 Status Update: 1. Complete Impact Fee Study 2. Begin Community Economic Sustainability Study o Community Investment Division o Development Services Division FY2007: 1. Adopt Impact Fees 2. Complete Economic Study 3. Development Fees Land Development Code: Amend as needed for compliance with the Regional Plan, including development of Traditional Neighborhood Design guidelines, development criteria and standards for the Business Park Zoning District and Mixed use zoning, and additional lighting standards for Astronomical Zone. • Community Investment Division • Development Services Division • City Attorney FY2006 Status Update: 1. Participate in Housing Task Force 2. Review opportunities and models for new Land Development Code 3. Review Property Maintenance Code options. FY2007: 1. Pursue development of Form Base Code to be phased in on all new developments 2. Begin phase in of Form Based Code in older sections of City over the next four years. Annual Financial Plan 345 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT: PLANNING FOR GROWTH FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Multi-modal Transportation System: Adhere to the policies in the Regional Plan that advance a multi-modal transportation system. Examine and evaluate existing transportation conditions and needs and future growth and development impacts on the city’s transportation system. RESPONSIBILITY • Community Improvements Division • FMPO FY2006 Status Update: 1. 5-year Transit Plan updated 2. Fourth Street and East Flagstaff T.I. in or nearing construction phase 3. West Street and Lone Tree Corridor studies completed. FY2007: Update the FMPO Regional Transportation Plan and Transportation Element of the Flagstaff Regional Land Use and Transportation Plan in collaboration with the Community Investment Division. Annual Financial Plan 346 City of Flagstaff Appendix F – Council Goals COLLABORATION GOAL STATEMENT COLLABORATION Strengthen the community by strengthening partnerships with sovereign nations, public, non-profit and private agencies. Develop collaborative goals, through all levels of the organization, based upon common interests with these agencies to optimize the use of community resources and the delivery of services to the citizens of Flagstaff. FY 2007 AND FUTURE WORK PROGRAM STRATEGIES External relations: Department Heads/Division Heads to seek and strengthen ties with other agencies to obtain benefits for the community from shared resources, ideas, and funding. RESPONSIBILITY CM, DCMs, DHs FY2006 Status Update: x Developed new and strengthened existing relationships with State and Federal agencies including: ADWR, AOT, ADOT, ADEQ, ADOC, USFS, and Interior among others. x Developed community approach to affordable housing including non-profit agencies, NAU, State Housing Dept, Policy Task Force and Land Trust. Internal relations: Develop internal process for the review and discussion of potential interdepartmental, inter-division relationships to support collaborative efforts. Integrate the collaborative process into the routine work of the organization by developing processes and time frames during the budgetary and legislative cycles. CM, DCMs DHs FY2006 Status Update: x Implementation has resulted in successes including: bond program; organizational budget and structure development; economic development (including tourism and arts); redevelopment. Policy development: Develop resources, through entities such as NAU, to identify strategies that address rural and regional issues on a broad scale. Encourage other agencies with common goals, such as other cities, Sovereign Nations, counties, and state and federal agencies to discuss and/or negotiate various issues using these strategies. CM, DCMs, DHs FY2006 Status Update: x Development and annual update of Alliance Policy statement. x Continued pursuit of external funding for Rural Policy Institute; NAMWUA; Forest Partnership; workforce housing; workforce development; education. Alliance Work Program: Strengthen the commitment to the existing collaborative structure of the Alliance to obtain maximum benefits in areas such as telecommunications, health care for employees, afterschool programs and community mediation services. CM, DCMs, DHs FY2006 Status Update: x Strengthened relationships and refined objectives to update or develop policy positions; address broader community and regional issues; identified and analyzed service purchase and consolidation opportunities e.g. IS/IT; maintenance; Parks, Recreation and Open Space; criminal justice; workforce development; housing; telecom. Annual Financial Plan 347 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT COLLABORATION FY 2007 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY Municipal Policy Statement: Refine policy statement development for internal and external use. Council, CM, DCMs FY2006 Status Update: x Policy statement updated and adopted annually. Relationships with regional partners: Formalize meetings and development of policies, as well as clarify outcome expectations with regional partners. CM, DCMs, DHs FY2006 Status Update: x Continuing to develop relationships as the basis for future work program formalization: water; transportation; tourism, housing; forest health. Annual Financial Plan 348 City of Flagstaff Appendix F – Council Goals QUALITY OF LIFE GOAL STATEMENT QUALITY OF LIFE To enhance the quality of life for our community, we will assure comprehensive programs that allow for balanced resource development and protection, that include cultural components that cross generational boundaries and strive to create cost effective and proactive approaches to meet the social, physical and economic needs of our citizenry as we celebrate Flagstaff’s heritage, diversity and vast aesthetic appeal. Consideration will be given to quality of life preservation and enhancement in all City actions and appropriations towards open space, neighborhood and historical preservation, land acquisition, facility and park development, environmental impact and controls, view shed retention and other community identified values in order to retain the essential and appropriate balance when considering issues related to growth and development and the related economic implications. Discussion: The City will incorporate the responsibility for enhancing quality of life as a component of every policy decision, appropriation, and governmental initiative and will always strive for a balance between growth, economic development and quality of life. Annual Financial Plan FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Environment: Through funding from ADEQ we will implement a permanent household hazardous waste program, which will be available to residents year round. Expand the HHW program to include conditionally exempt small businesses. RESPONSIBILITY Environmental Services FY 2006 Status Update: The permanent facility opened in 2002 and has been a highly used program by the citizens of the City and Coconino County. Staff is recommending a new Small Business Waste Acceptance Program for Fiscal Year 07. Environment: Continue to support and expand our successful community wide recycling program and increase the number of businesses participating in the program. Increase the materials being diverted from the landfill by expanding the types of materials accepted for recycling as markets are developed and work to develop a municipal composting program. Environmental Services FY 2006 Status Update: The recycling program continues to grow with 32 new commercial recycling accounts in the last year. A new, longterm IGA was created with Northern Arizona University for collection of all of the campus’s recyclables, which is a significant benefit to the City’s recycling program. The Material Recovery Facility is processing an average of 1,250 tons of recyclables per month. Work continues on researching the financial feasibility of a municipal composting effort, including feedstock and marketability studies and operation options. Environment: Continue to support and fund the fuel management efforts in cooperation with our regional partners. Fire Department FY 2006 Status Update: See Public Safety 349 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT QUALITY OF LIFE We will recognize the diversity of our community both culturally and generationally and will strive to preserve the aesthetic values and well as our environment while promoting citizen awareness and participation. FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Environment: Continue to develop water resources in a manner consistent with long-term needs and resource sustainability as well as continue to develop and implement cooperative agreements with regional partners. RESPONSIBILITY Utilities Expand the use of reclaimed water resources throughout the community and continue to educate our community of the value of our water resources so that we can all make educated resource decisions. FY 2006 Status Update: • Red Gap Ranch was purchased for $7.9 million to serve as a source of water supply for the future. • The Arizona Water Infrastructure Finance Authority approved a loan to reimburse the City for the ranch with the condition that a conceptual schedule be submitted to identify the various phases of implementation of the ranch as a working water supply for Flagstaff. • A new rate structure to require growth to pay the debt service for the ranch has been developed and will be presented to the Council in summer of 2006. • The Rio de Flag well is in the process of being equipped to be a functional component of the Flagstaff system. Neighborhoods: Through the Clean & Green Committee, we will continue to listen to our citizen representatives and develop on-the-ground neighborhood conservation efforts. Environmental Services FY 2006 Status Update: • Another substantial increase in community participation was realized this fiscal year, with the addition of 14 new volunteer groups and organizations, bringing the total number of participating groups to 72. In addition, staff worked closely with several neighborhood groups and associations to promote City programs and develop revitalization efforts. • The Brownfield Land Recycling Program submitted several grant applications for Petroleum and Hazardous Substance assessments in the Rt. 66 and Southside area. In addition, strong relationships have been formed with various state and federal agencies associated with brownfield redevelopment. Cultural Heritage: Continue to serve as a repository for our community’s media based historic materials. Library FY 2006 Status Update: • Staff continues to add historic materials to the library collections. Annual Financial Plan 350 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT QUALITY OF LIFE FY 2007 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY Youth & Elderly: Continue to invest in out-of-school services and programs for children; preteen and teen service opportunities, skill development, and diversion, adaptive recreation programs, inclusive recreation programs, and services for senior citizens. Parks & Recreation Pursue multi-use/multi-generational recreation facility construction and program enhancement to meet citizen needs as established in the Master Plan and future bond initiatives. FY 2006 Status Update: • Core programming continues with additional opportunities for partnerships explored to supplement offerings. Senior Olympics was added to Adult Center programming with a successful first event. • Implemented additional programs as allocated in FY06 budget. • Increased City’s funding of FACTS out-of-school program. • Secured Council approved funding for future expansion of the existing Adult Center. • Held public input phase for Aquatic/Multi-generational Center 2004 Bond Project(s), identifying facility amenities and location. Youth & Elderly: Continue to provide a wide variety of youth and elderly services and will continue to develop it technical, multi-media format of service delivery. Library Staff will work to secure grant funding to improve technology based information systems and programming. FY 2006 Status Update: • Funding has been secured to provide after school and Family Learning and Literacy programs. • Outreach Services is developing a project to provide more services to the elderly. Annual Financial Plan 351 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT QUALITY OF LIFE FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Parks & Recreation: Through completion of the ’96 bond initiative, residents and visitors benefit from parks and recreation facilities, which offer improved amenities that promote quality of life through physical, social, and instructional programming. RESPONSIBILITY Parks & Recreation & Community Development Community-wide priorities will be reviewed and selected through Master Plan updates for development and inclusion in future bond initiatives. FY 2006 Status Update: 1996 Bond Projects: • The Thorpe Park Improvement Project is the last of the 1996 Bond projects. Construction is slated to begin in spring/summer 2006. • Initiated construction of BMX Park. Facility is slated to open in spring 2006. 2004 Bond Projects: • Aquatic Center • Multi-Generational Center • Lake Mary Park – Phase II land acquisition (and two other smaller parcels). • Consolidated Aquatic Center and Multi-Generational Center into one project per community input process. Events and Image: Continue to improve the quality of special events for residents and visitors compatible with the image and marketing of Flagstaff as a home and destination. Parks & Recreation CVB Planning Staff will continue teamwork with community partners to market and produce seasons of celebration, consistent with appropriate Flagstaff images. FY 2006 Status Update: • Parks and Recreation continues to provide year-round special events through the Community Events program area. Received Arizona Parks and Recreation Association “Outstanding Special Event” award for Soar Into Spring event. This office also processes special event permits for outside organizations to provide special events. • Staff will continue to serve on image and event committee. • Banner display in the Downtown area continues to inform residents and visitors of upcoming community events. Annual Financial Plan 352 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT QUALITY OF LIFE FY 2007 AND FUTURE WORK PROGRAM STRATEGIES Parks and Recreation: Continue to improve and protect outdoor public recreation resources through education and interaction with park and trail users. RESPONSIBILITY Parks & Recreation Explore the possibility of park ranger program through use of both paid staff and volunteers. FY 2006 Status Update: • Park Ranger programs would still be beneficial to meet this goal. No paid positions have been pursued due to budget conditions. Parks and Recreation: Through the use of available technology, manage botanical and archeological park resources. Expand use of GIS/GPS technology to create and maintain resource databases and adopt strategic management plans for tree, weed, and archaeological programs. Parks & Recreation FY 2006 Status Update: • All tree and weed inventory databases were lost in the hardware “crash”. Staffing levels are not such that regeneration of this information is possible at this time. FY07 budget proposal will address this need with request of a permanent Inventory Management Specialist. Annual Financial Plan 353 City of Flagstaff Appendix G – Glossary BNSF – Company GLOSSARY ACCRUAL BASIS OF ACCOUNTING – A method of accounting in which revenues are recorded when measurable and earned, and expenditures (or expenses) are recognized when a good or service is used. Northern Santa Fe Railroad BOND – A written promise to pay a specified sum of money, called the face value or principal amount, at a specified date or dates in the future, called the maturity date(s), together with periodic interest at a specific rate. ACTIVITY – The purpose/activity or group of subactivities within a function/program for which the city is responsible. BOND FUNDS – Are used to account for the purchase or construction of major capital facilities that are not financed by other funds. The use of bond funds is necessary to demonstrate that bond proceeds are spent only in amounts and for purposes authorized. ADA – Americans with Disabilities Act ADOPTED BUDGET – Formal action made by City Council that sets the spending limits for the fiscal year. BONDS PROCEEDS – Debt issuances derived from the sale of bonds for the purpose of constructing major capital facilities. ADOT – Arizona Department of Transportation BUDGET – A financial plan consisting of an estimate of proposed expenditures and their purposes for a given period and the proposed means of financing them. ALLOCATION – Assigning one or more items of cost or revenue to one or more segments of an organization according to benefits received, responsibilities, or other logical measures of use. BUDGETARY CONTROL – The control of management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of authorized appropriations and available revenues. ANNUALIZED COSTS – Operating costs incurred at annual rates for a portion of the prior fiscal year and which must be incurred at similar rates for the entire 12 months of the succeeding fiscal year. BUDGET MESSAGE – The opening section of the budget that provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the current and previous fiscal years, and recommendations regarding the financial policy for the coming period. AOT – Arizona State Office of Tourism APP – Aquifer Protection Permit APPROPRIATION – An authorization granted by the City Council to make expenditures and to incur obligations for purposes specified in the Appropriation Ordinance. CAPITAL – Those items valued over $5,000 with a life expectancy of at least three years. ARB – Accident Review Board – A committee comprised of City Employees from various departments designated to review employee accidents that result in property damage. CAPITAL IMPROVEMENT PROGRAM BUDGET – The appropriation of bonds or operating revenue for improvements to city facilities including buildings, streets, water and sewer lines, and parks. ASSESSED VALUATION – A valuation set upon real estate or other property by the County Assessor and the State as a basis for levying taxes. (Primary or Secondary) CAPITAL OUTLAY – Expenditures that result in the acquisition of or addition to fixed assets. CAPITAL PROJECT – Any project having assets of significant value and having a useful life of three years or over. Capital projects include the purchase of land for design, engineering and construction of buildings and infrastructure items such as streets, bridges, drainage, street lighting, water system, etc. Capital projects are permanent attachments intended to remain to the land. ATP – Administrative/Technical Personnel AWWA – American Water and Wastewater Association BALANCED BUDGET – A budget in which current revenues equal current expenditures. The State or local government may set the legal requirements for a balanced budget. CARRYFORWARD – Any equipment, contractual, commodity, or capital project that has been previously approved by the Mayor and Council but for various reasons has not been implemented on schedule. Under the State laws and generally accepted accounting principals only those costs relating to work actually done BBB – Revenue derived from a two percent (2%) excise tax on hotels (bed), restaurants (board) and, bar receipts (booze), therefore, the "BBB" tax. Annual Financial Plan Burlington 354 City of Flagstaff Appendix G – Glossary DOJ – Department of Justice on or before the last day of the fiscal year can be reflected on the financial statements of that fiscal year. To avoid having to charge the project costs estimated to be incurred in a subsequent fiscal year as an unbudgeted item for that year and, therefore, a violation of State budget law, such project and the associated projected costs are included in the subsequent year's budget. DPS – Department of Public Safety – The enforcement division of the Arizona State Highway department. DRB – Development Review Board EMT - Executive Management Team - Team members selected from throughout the organization to participate in process improvement regarding organizational development. CCC – Coconino Community College CDBG – Community Development Block Grant – A source of grant funding for housing projects and other redevelopment projects. ENCUMBRANCES – Obligations in the form of purchase orders, or contracts, which are chargeable to an appropriation and for which a part of the appropriation is reserved. They cease to be encumbered when the obligations are paid or otherwise liquidated. CIP – Capital Improvement program COMMODITIES – Expendable items used by operating or construction activities. Examples include office supplies, repair and replacement parts for equipment, fuels and lubricants, etc. ENTERPRISE FUND – An Accounting entity established to account for the acquisition, operation and maintenance of governmental facilities, and services which are entirely or predominately self-supporting. COMMUNITY DEVELOPMENT DEPARTMENT – Refers to the following group of Divisions: Community Development Administration, Building Inspection, Engineering, Planning, Urban Design, Housing and Community Services, Metropolitan Planning Organization, Arts & Science, Drainage and Transportation. ESTIMATED REVENUE – The amount of projected revenue to be collected during the fiscal year. EXPENDITURE/EXPENSE – This term refers to the outflow of funds paid for an asset obtained or goods and services obtained. EXPENDITURE LIMITATION – The Arizona State Legislature imposed constitutional amendment that limits the annual expenditures of all municipalities. The Economic Estimates Commission based on population growth and inflation sets this limit. CONTINGENCY – Monies set aside as carryover to the following fiscal year, but which can be used to finance unforeseen expenditures of the various operating funds. CONTRACTUAL SERVICES – Contracted service used for operating or construction activities. Examples include Legal Fees, Postage & Freight, Rents, Utilities, and Debt Service costs. FAA – Federal Aviation Administration COST CENTER – An organizational budget and/or operating unit within each City division or department. FCP – Flagstaff Cultural Partners – Created by the Alliance to establish local arts, cultural and science programs. CSR – Customer Service Representative FHWA – Federal Highway Administration CTAC – Citizens Transportation Advisory Committee DEBT SERVICE – Payment of principal, interest, and related service charges on obligations resulting from the issuance of bonds. FISCAL YEAR – A 12-month period of time to which the Annual Budget applies and at the end of which a governmental unit determines its financial position and the results of its operations. For the City of Flagstaff, it is July 1, through June 30. DEBT SERVICE FUND REQUIREMENTS – The amounts of revenue that must be provided for a Debt Service Fund so that all principal and interest payments can be made in full on schedule. FIT – Flagstaff Interagency Taskforce for Safe Housing – an interagency team with the purpose of identifying and correcting unsafe housing and living conditions in the Flagstaff area. DEPARTMENT – A major administrative division of the City that indicates overall management responsibility for an operation or group of related operations within a functional area. FIXED ASSETS – Assets of a long-term character that is intended to continue to be held or used, such as land, buildings, machinery, furniture and other equipment. FMLA – Family Medical Leave Act Annual Financial Plan 355 City of Flagstaff Appendix G – Glossary GRANT – A contribution by the state or federal government or other agency to support a particular function. FMPO – Flagstaff Metropolitan Planning Organization FTA – Federal Transit Administration HURF – Highway User Revenue Fund – Highway user revenues are a gasoline tax collected by the state and distributed to counties and cities based on the county of origin and population. These revenues are to be used for Highways and Streets maintenance and construction. FTE – Full-Time Equivalent – A position, permanent or temporary, based on 2,080 hours per year. Part-time positions are converted for budget purposes to a decimal equivalent of a full-time position based on 2,080 hours per year. For example, a part time employee working 520 hours would be equivalent to .25 of a full time position. INTERFUND TRANSFER – Amounts transferred from one fund to another. FUND – An independent fiscal and accounting entity with a self-balancing set of accounts recording cash and/or other resources, together with all related liabilities, for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations. JCEF – Judicial Collection Enforcement Fund LEAF – Law Enforcement Administrative Facility – A shared facility between Coconino County and the City of Flagstaff. LERRDS – Corps of Engineers acronym for, “Lands, Easements, Rights-of-way, Relocations, and Disposals.” FUND BALANCE – Fund balance is the excess of assets over liabilities and reserves and is, therefore, also known as surplus funds. LMWTP – Lake Mary Water Treatment Plant FUNDS CARRIED FORWARD – The balance of operating funds brought forward from prior years. MANAGEMENT SERVICES DEPARTMENT – Refers to the following group of Divisions: Human Resources, Information Services, Management Services Administration, Finance/Budget, Sales Tax & Licensing, and Library division. FUTS – Flagstaff Urban Trail System – A multi-modal trail system used by pedestrian commuters, runners, bicyclists, hikers, and cross-country skiers. The interconnected trails link virtually every area of the city and will provide a continuous link to the Arizona Trail, connecting the borders of Mexico and Utah. MIS – Management Information Systems MODIFIED ACCRUAL ACCOUNTING – Basis of accounting required for use by governmental funds in which revenues are recognized in the period in which they become available and measurable, and expenditures are recognized at the time a liability is incurred. GAAP - Generally Accepted Accounting Principles – Financial accounting and reporting conventions, rules, and procedures that a business entity must use in preparing external financial statements. GENERAL ADMINISTRATION DEPARTMENT – Refers to the following group of Divisions: City Manager, City Clerk, Capital Management, Law, City Court, Tourism Administration, and Visitor Services. MPO – Metropolitan Planning Organization MRF – Materials Recovery Facility – A processing operation to sort, process and resale bulk recyclable materials collected from residential and commercial customers. The facility opened in 1998 through a publicprivate partnership. GENERAL FUND – A fund used to account for all general-purpose transactions of the City that do not require a special type of fund. NAPEBT – Northern Arizona Public Employees Benefit Trust – A joint venture combining the purchasing power for health insurance; members include the City of Flagstaff, Coconino County, Flagstaff Unified School District, and Coconino Community College. GENERAL GOVERNMENT REVENUE – The revenues of a government other than those derived from and retained in an enterprise fund. GENERAL OBLIGATION BONDS – (G.O.) Bonds that finance a variety of public projects such as streets, buildings, and improvements. The repayment of these bonds is usually made from secondary property taxes. NAU – Northern Arizona University NFPA – National Fire Protection Association GOAL – A statement of broad direction, purpose or intent based on the needs of the community. A goal is general and timeless; that is, it is not concerned with a specific achievement in a specific time period. Annual Financial Plan NON-DEPARTMENTAL – Refers to the following Divisions: Contributions to Other Agencies, G.O.B.-Debt Service, Council & Commissions, Non-Departmental, 356 City of Flagstaff Appendix G – Glossary PRIMARY TAXES & VALUES – Primary or "limited" values are used to calculate primary property taxes which are collected to fund the maintenance and operation of school districts, community college districts, counties, cities and state government. Primary values and taxes are both "limited" as to how much they can increase if no changes have been made to the property. NON-DEPARTMENTAL – Refers to the following Divisions: Contributions to Other Agencies, G.O.B.-Debt Service, Council & Commissions, Non-Departmental, Real Estate Proceeds, Firemen's Pension, Special Assessments and Transit. NON-RECURRING REVENUE – Revenue which is a one-time receipt or which is not received on a continual basis. PROGRAM – A group of related functions or activities performed by a division where there is a desire to budget and identify expenditures independently of other activities within the division. NPDES – National Pollutant Discharge Elimination System PROPERTY TAX LEVY – The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. NRFP – North Reservoir Filtration Plant OBJECTIVES – A statement of specific measurable outcomes that contribute toward accomplishing the departmental mission. PRV – Pressure reduction valve PUBLIC WORKS DEPARTMENT – Refers to the following Divisions: Airport, Facilities Maintenance, Cemetery, Mechanical Shop, Parks and Recreation, Environmental Services and Streets. OPERATING BUDGET – A budget for general expenditures such as salaries, utilities, and supplies. OPERATING REVENUE – Resources derived from recurring revenue sources used to finance recurring operating expenditures and pay-as-you-go capital expenditures. OSHA – Occupational, Administration Safety, and PURCHASED CAPITAL OUTLAY – Acquisition of any item of capital that is complete in and of itself when it is purchased. Health RECURRING REVENUES – Revenue sources available on a constant basis to support operating and capital budgetary needs. OUTSIDE AGENCIES – Refers to organizations, which are not associated with or can be allocated to any particular Department. RESERVES – Account that records a portion of the fund equity that must be segregated for some future use and that is, therefore, not available for further appropriation or expenditure. PERFORMANCE INDICATORS – Measures used to evaluate the performance of a program or activity. Effectiveness and efficiency are two types of "outcome" performance indicators. RESTRICTED REVENUES – Are legally restricted for a specific purpose by the Federal, State, and local government. PERSONAL SERVICES – All employers costs related to compensating employees of the City of Flagstaff, including employee fringe benefit costs such as City portion of retirement, social security, and health and industrial insurance. RFP – REQUEST FOR PROPOSAL – A request for an offer, by one party to another, based on a requested scope of services. RSL – REVISED SERVICE LEVEL – A request for appropriation above the targeted base budget of the division. These may be for one-time purchases or ongoing expenditures. PERSONNEL SERVICES – Expenditures for salaries, wages and fringe benefits of a government's employees. PFAC – Ponderosa Fire Advisory Council PIT – Project Implementation Team – A team comprised of City employees to ensure that the Capital Improvement Project process is expedient with the goal of getting work done in a timely manner and within the appropriated budget. REVENUES – Amounts estimated to be received from taxes and other sources during the fiscal year. POLICE DEPARTMENT – Refers to both Police and Police Grant Divisions. SECONDARY PROPERTY TAXES – Ad valorem taxes or special property assessments used to pay the principal and interest charges on any bonded Annual Financial Plan SCADA – Supervisory and Control Data Acquisition. This is a program used by the Utilities Department. 357 City of Flagstaff Appendix G – Glossary indebtedness or other lawful long-term obligation issued or incurred for a specific purpose by a municipality. TAX RATE – The amount of tax levied for each $100 of assessed valuation. SECONDARY TAXES & VALUES – Secondary, or "full cash" values are synonymous to market values. They are used to calculate secondary property taxes to support voter-approved budget overrides, bond issues and other debt service, such as special districts. TEA-21 – Transportation Equity Act for the 21st Century URBAN DESIGN – Refers to the following group of Divisions: Beautification-General Administration, Streetscape, Flagstaff Urban Trails System, Rehabilitation Projects, and Reserve-Beautification. SID – Special Improvement District USDOT – United States Department of Transportation SPECIAL REVENUE FUND - Fund used to account for revenues from specific taxes or other earmarked revenue sources that by law are designated to finance particular functions or activities of government. USFS – United States Forest Service USGS – United States Geological Survey UTILITIES DEPARTMENT – Refers to the following Divisions: Betterments & Improvements Water District, Betterments & Improvements Water Production, Debt Service-Sewer, Debt Service-Water, Lake Mary Water Plant, Meter Reading, North Reservoirs, Utilities Administration, Wastewater Collection, Wastewater Collection Improvements, Wastewater Monitoring, Wastewater Treatment Improvements, Wastewater Treatment Plant, Water Distribution System, Woody Mountain Wells, and Reclaimed Plant. STREET AND HIGHWAY BONDS – Bonds that are secured by the City's Highway User Revenues and used for the construction of street, highway and related capital projects. STS – Safe To School. TAX LEVY – The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. WIFA – Water Infrastructure Financing Authority Annual Financial Plan 358 City of Flagstaff Appendix H – List of Acronyms ACRONYMS Acronym Description ADA ADEQ ADOC ADOT ADWR ALS AOC AOT APSES ARFF ARS ASE ATP ATV AWWA BBB BLS BMP BNSF CAD CAFR CAPER CCC CCCY CCSO CD CDBG C.E.R.T. CID CIP CMS COL CPM CSI CSR CTAC CVB CY DBA DBM DES DOJ DPS DRB DUI EAC EEO/AA EOC ERU FAA FAM FARE FBI FCP FEMA FHA Americans with Disabilities Act Arizona Department of Environmental Quality Arizona Department of Commerce Arizona Department of Transportation Arizona Department Water Resources Advance Life Support Administrative Office of the Courts Arizona State Office of Tourism Arizona Public Service Environmental Services Aircraft Rescue and Firefighting Arizona Revised Statutes Automotive Service Excellence Administrative/Technical Personnel All Terrain Vehicle American Water Works Association Bed, Board, and Booze Tax Basic Life Support Best Management Practices Burlington Northern Santa Fe Railroad Company Computer Assisted Drafting Comprehension Annual Financial Report Consolidated Annual Performance Evaluation Report Coconino Community College Coconino Coalition for Children and Youth Coconino County Sheriff’s Office Community Development Community Development Block Grant Citizen Emergency Response Teams Capital Improvement Division Capital Improvement Plan/Projects Case Management System Cost of Living Center for Performance Measurement Construction Specifications Institute Customer Service Representative Citizens Transportation Advisory Committee Convention and Visitor Bureau Calendar Year Downtown Business Alliance Decision Band Method Department of Economic Security Department of Justice Department of Public Safety Development Review Board Driving Under the Influence Employee Advisory Committee Equal Employment Opportunity / Affirmative Action Emergency Operations Center Equivalent Runoff Unit Federal Aviation Administration Familiarization Tour Fines/Fees and Restitution Enforcement Program Federal Bureau of Investigation Flagstaff Cultural Partners Federal Emergency Management Agency Flagstaff Housing Authority Annual Financial Plan 359 City of Flagstaff Appendix H – List of Acronyms ACRONYMS Acronym Description FHS FHWA FMLA FMPO FPD FRC FSO FTA FTE FUSD FUTS FY GAAP GASB GFEC GFFP GFOA GIS GMBA GO GREAT GSA HASTC HHPCC HIPAA HRM HUD HURF ICMA IGA ICSC IDIS ISO ISTEA IT JCEF J.T.T.F. LAN LDC LEAF LEED LEPC LERRDS LLEBG LMWTP LTAF LTCS MAS MDC MFC MIS MOU MPO MRF MSW NACOG Flagstaff High School Federal Highway Administration Family Medical Leave Act Flagstaff Metropolitan Planning Organization Flagstaff Police Department Flagstaff Recreation Center Flagstaff Symphony Orchestra Federal Transit Administration Full-Time Equivalent Flagstaff Unified School District Flagstaff Urban Trail System Fiscal Year Generally Accepted Accounting Principles Government Accounting Standards Board Greater Flagstaff Economic Council Greater Flagstaff Forest Partnership Government Finance Officers Association Geographic Information System Government Management and Budgetary Accounting General Obligation Gang Resistance Education and Training Government Services Administration High Altitude Sports Training Complex Household Hazardous Products Collection Center Health Insurance Portability and Accountability Act Hotel/Restaurant Management Housing and Urban Development Highway User Revenue Fund International City/County Management Association Intergovernmental Agreement International Centre for Sustainable Cities Integrated Disbursement Information System Insurance Service Organization Intermodal Surface Transportation Efficiency Information Technology Judicial Collection Enhancement Fund Joint Terrorism Task Force Local Area Network Land Development Code Law Enforcement Administrative Facility Leadership in Energy and Environment Design Local Emergency Planning Committee Lands, Easements, Rights-of-way, Relocations, and Disposals Local Law Enforcement Block Grant Lake Mary Water Treatment Plant Local Transportation Assistance Funds Lone Tree Corridor Study Minimum Accounting Standards Mobile Data Computers Municipal Facilities Corporation Management Information Systems Memorandum of Understanding Metropolitan Planning Organization Materials Recovery Facility Municipal Solid Waste Northern Arizona Council of Government Annual Financial Plan 360 City of Flagstaff Appendix H – List of Acronyms ACRONYMS Acronym Description NAMC NAPEBT NATBI NAU NAUPD ND NFPA NPDES NSF O&M OD OMB OSHA P&Z PC PFAC PFC PIO POPTAC POTW PR PW RFP ROW RPI RSL SCADA SID STS SUV TCEF TEA-21 TIP TND UCR USACE USDOT USFS USGBC USGS VC VRC WIFA WMD Northern Arizona Marketing Coalition Northern Arizona Public Employees Benefit Trust Northern Arizona Technology and Business Incubator Northern Arizona University Northern Arizona University Police Department Non-Departmental National Fire Protection Association National Pollutant Discharge Elimination System Non Sufficient Funds Operations and Maintenance Organizational Development Office of Management and Budget Occupational, Safety, and Health Administration Planning and Zoning Personal Computer Ponderosa Fire Advisory Council Passenger Facility Charge Public Information Officer Population Technical Advisory Committee Public Owned Treatment Works Public Relations Public Works Request for Proposal Right of Way Rural Policy Institute Revised Service Level Supervisory and Control Data Acquisition Special Improvement District Safe-to-School Sport Utility Vehicle Traffic Citation Progressive Fund Transportation Equity Act for the 21st Century Tax Intercept Program Traditional Neighborhood Design Uniform Crime Report United Stated Army Corp of Engineers United States Department of Transportation United States Forest Service United States Green Building Council United States Geological Survey Visitor Center Vacancy Review Committee Water Infrastructure Financing Authority Weapons of Mass Destruction Annual Financial Plan 361 City of Flagstaff Annual Financial Plan 362 City of Flagstaff City of Flagstaff 211 W e s t A s p e n A v e n u e Fl a g s t a f f, A r i z o n a 8 6 0 01 w w w. f l ag s t af f. a z . g ov