Flagstaff, Arizona 2008 Protecting the Future of Flagstaff through Public Safety Cit y of Flagstaf f Annual Budget and Financial Plan 2 0 0 7– 2 0 0 8 Annual Budget and Financial Plan Fiscal Year 2007-2008 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 John Holmes, 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 Carol Hartz, Account Clerk II Stacey Brechler-Knaggs, Grants Manager 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, 2006. 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 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 and Revenue Forecast ................................................. 6 Expenditures................................................................................................. 8 Fund Summaries General Fund................................................................................................ 9 Highway User Revenue Fund ..................................................................... 10 Transportation Fund.................................................................................... 10 Library Fund................................................................................................ 11 BBB Funds.................................................................................................. 12 Other Funds................................................................................................ 14 Enterprise Funds ........................................................................................ 16 Five-Year Projections by Fund .............................................................................. 19 Revenues General Fund.............................................................................................. 21 BBB............................................................................................................. 25 Highway User Revenue Fund ..................................................................... 25 Enterprise Funds ........................................................................................ 27 Capital Budget Relationship between Operating and Capital Budget.................................. 29 Capital Improvement Plan........................................................................... 29 Capital Plan Implications............................................................................. 31 Debt Debt Capacity ............................................................................................. 32 Current Debt Position.................................................................................. 32 Debt Service ............................................................................................... 33 Annual Financial Plan iii City of Flagstaff POLICIES AND PROCEDURES Fiscal Policies General ....................................................................................................... 35 Enterprise Funds ........................................................................................ 35 Real Estate Proceeds Fund ........................................................................ 35 Debt Performance....................................................................................... 36 Debt Management ...................................................................................... 36 Fund Balances and Reserves..................................................................... 36 Expenditure Limitation Control.................................................................... 36 Budget Policies ........................................................................................... 37 Revenue Distribution................................................................................... 37 Contributions to Art in Public Places ........................................................... 38 Operating Budget Impact ............................................................................ 38 Minimum Levels of Capital Investment ....................................................... 38 Non-Recurring Revenues ........................................................................... 38 ISSUES AND UPDATES Personal Service Costs Pay Plan ..................................................................................................... 39 Health Insurance......................................................................................... 39 Reclasses, Reranges, Retitles, Rezones.................................................... 39 Reorganizations .......................................................................................... 41 Position Additions/Deletions ....................................................................... 41 Cost Allocation.......................................................................................................44 Fleet Management................................................................................................. 45 Five-Year Information Systems ............................................................................. 47 2007 Updates ........................................................................................................ 49 2008 Issues ........................................................................................................... 52 FINANCIAL SUMMARIES Total Resources and Appropriations Summary .......................................... 57 Tax Levy ..................................................................................................... 58 Revenues Other Than Property Taxes ....................................................... 59 Transfer and Proceeds from Other Sources ............................................... 63 Grant Revenues..........................................................................................68 Appropriations by Fund............................................................................... 71 Appropriations by Department .................................................................... 74 Operating Capital ........................................................................................ 76 Capital Improvement Program .................................................................... 78 Debt Service ............................................................................................... 80 Five-Year Plans ..........................................................................................81 Summary of All Fiscal Activity................................................................... 106 DEPARTMENTAL DETAIL GENERAL ADMINISTRATION............................................................................ 107 City Manager (01) ..................................................................................... 109 City Clerk (02) ........................................................................................... 112 Human Resources (04)............................................................................. 115 Risk Management (05).............................................................................. 118 City Attorney (07) ...................................................................................... 121 Annual Financial Plan iv City of Flagstaff Flagstaff Municipal Court (65)................................................................... 127 Tourism - CVB (84) ................................................................................... 130 Visitor Services (85).................................................................................. 133 MANAGEMENT SERVICES................................................................................ 135 Information Systems (08).......................................................................... 137 Management Services (09)....................................................................... 139 Tax, Licensing, & Revenue (10)................................................................ 142 Library (11 & 12) ....................................................................................... 144 Finance and Budget (13) .......................................................................... 148 COMMUNITY DEVELOPMENT .......................................................................... 151 Capital Improvement (03) ......................................................................... 153 Metropolitan Planning Organization (14)................................................... 156 Community Development Administration (15)........................................... 158 Development Services (16)....................................................................... 160 Community Improvements (17)................................................................. 167 Community Investment (18)...................................................................... 170 Housing and Community Services (31)..................................................... 180 Arts and Science (71) ............................................................................... 184 Beautification Admin (73).......................................................................... 187 Stormwater (98) ........................................................................................ 189 FIRE DEPARTMENT........................................................................................... 191 Fire (21) .................................................................................................... 193 POLICE DEPARTMENT...................................................................................... 197 Police (22)................................................................................................. 199 Police Grants (23) ..................................................................................... 203 PUBLIC WORKS ................................................................................................. 205 USGS Maintenance (20)........................................................................... 207 Public Works Administration (25) .............................................................. 209 Parks (26) ................................................................................................. 212 Fleet Services (27).................................................................................... 215 Cemetery (28) ........................................................................................... 218 Facilities Maintenance (29) ....................................................................... 220 Recreation (30) ......................................................................................... 222 Street Maintenance and Repairs (32) ....................................................... 225 Airport (38)................................................................................................ 227 Environmental Services (41)..................................................................... 229 UTILITIES............................................................................................................ 235 Utilities Administration (42) ....................................................................... 237 Lake Mary Water Treatment Plant (47)..................................................... 240 Customer Service (48) .............................................................................. 243 Water Distribution (49) .............................................................................. 245 Booster Stations (50) ................................................................................ 247 Wildcat Wastewater Treatment Plant (53) ................................................ 249 Wastewater Collection (54)....................................................................... 252 Wastewater Monitoring (55)...................................................................... 254 Rio de Flag Reclaim Plant (56) ................................................................. 257 Annual Financial Plan v City of Flagstaff NON-DEPARTMENTAL ...................................................................................... 259 Council and Commissions (63) ................................................................. 260 Contributions to Other Agencies (64)........................................................ 262 Non-Departmental (66) ............................................................................. 263 Firemen's Pension (68) ............................................................................. 264 Economic Development (78)..................................................................... 265 Transit (97) ............................................................................................... 266 CAPITAL IMPROVEMENT PROGRAM FY 2008 Capital Improvement Program .............................................................. 267 Schedule of Capital Improvements – FY 2007-2008 ........................................... 268 FY 2008 Capital Project Descriptions .................................................................. 284 Operating Budget Impact..................................................................................... 289 Capital Improvement Program Summary ............................................................ 290 Schedule of Capital Program Listing ................................................................... 291 Financing the Capital Plan................................................................................... 299 General Obligation (G.O.) Bonds.............................................................. 299 Highway User Revenue (HURF) Bond...................................................... 299 Junior Lien Bonds Payable From Highway User Tax Revenues............... 299 Water and Sewer Revenue Bonds............................................................ 299 Special Improvement/Assessment Districts .............................................. 299 Municipal Facilities Corporation (MFC) Bonds.......................................... 300 Certificates of Participation ....................................................................... 300 Lease Financing .......................................................................................300 Grants ....................................................................................................... 300 Intergovernmental Agreements (IGA) ....................................................... 300 State Revolving Loan Fund....................................................................... 301 Pay-As-You-Go Financing ........................................................................ 301 COMMUNITY PROFILE Community Profile ............................................................................................... 304 Principal Taxpayers Tax Year 2005..................................................................... 307 Property Tax Rates – Direct and Overlapping ..................................................... 308 Retail Sales Tax Rates-Direct and Overlapping .................................................. 308 Miscellaneous Statistics ...................................................................................... 309 Bonded Debt-Interest/Coupon Rate by Issue and Year....................................... 311 Percent of Net General Bonded Debt to Secondary Assessed Value and Net General Bonded Debt per Capita ....................................................... 312 Total Bonds Payable-Last Five Fiscal Years ....................................................... 312 Consumer Price Index ......................................................................................... 313 APPENDICES A-Authorized Personnel/Positions Summary ....................................................... 315 B-City of Flagstaff Pay Plan................................................................................. 329 C- Resolution for Budget Adoption ...................................................................... 343 D-Ordinance for Property Tax Levy ..................................................................... 344 E-Full-Cost Plan Summary of Allocation Basis .................................................... 345 F-Council Goals................................................................................................... 347 E-Glossary........................................................................................................... 394 F- List of Acronyms.............................................................................................. 398 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 ............................................................................................ 109 City Clerk .................................................................................................. 112 Capital Improvement................................................................................. 153 Human Resources .................................................................................... 115 Risk Management ..................................................................................... 118 City Attorney ............................................................................................. 121 Information Systems ................................................................................. 137 Management Services Administration....................................................... 139 Tax, Licensing, & Revenue ....................................................................... 142 Library....................................................................................................... 144 Library Grants ........................................................................................... 147 Finance and Budget.................................................................................. 148 Metropolitan Planning Organization (MPO) .............................................. 156 Community Development Administration .................................................. 158 Development Services .............................................................................. 160 Community Improvement.......................................................................... 167 Community Investment ............................................................................. 170 USGS Maintenance .................................................................................. 207 Fire Department ........................................................................................ 193 Police Department .................................................................................... 199 Police Grant .............................................................................................. 203 Public Works Administration ..................................................................... 209 Parks......................................................................................................... 212 Fleet Services ........................................................................................... 215 Cemetery .................................................................................................. 218 Facilities Maintenance .............................................................................. 220 Recreation ................................................................................................ 222 Housing and Community Services ............................................................ 180 Street Maintenance & Repairs .................................................................. 225 Airport ....................................................................................................... 227 Environmental Services ............................................................................ 229 Utilities Administration............................................................................... 237 Lake Mary Water Treatment Plant ............................................................ 240 Customer Service ..................................................................................... 243 Water Distribution ..................................................................................... 245 Booster Stations ....................................................................................... 247 Wildcat Wastewater Treatment Plant........................................................ 249 Wastewater Collection .............................................................................. 252 Wastewater Monitoring ............................................................................. 254 Rio de Flag Wastewater Treatment Plant ................................................. 257 Council & Commissions ............................................................................ 260 Contributions to Other Agencies ............................................................... 262 Flagstaff Municipal Court .......................................................................... 127 Annual Financial Plan vii City of Flagstaff 66 68 71 73 78 84 85 97 98 Non-Departmental..................................................................................... 263 Firemen's Pension .................................................................................... 264 Arts and Science ...................................................................................... 184 Beautification Admin ................................................................................. 187 Economic Development Administration .................................................... 265 Tourism - CVB .......................................................................................... 130 Visitor Services ......................................................................................... 133 Transit....................................................................................................... 266 Stormwater ............................................................................................... 189 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 2008. Budget Overview - The overview provides an overview of the key policy issues, priorities and strategies which shaped the fiscal year 2008 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 2007, 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 State Gov Liaison Alliance Local Gov/Agency Rel Regional Initiative Native American Liaison Rural State Relations Deputy City Mgr Deputy City Manager Fuel & Disaster Management Risk Management Water Conservation Water Operations Environmental Services Facilities Maintenance Sustainability & Environmental Streets Parks and Recreation Wastewater Operations Industrial Waste Cemetery Fleet Services Customer Service Utilities Department Support Services Patrol Criminal Investigations Community Relations/Crime Prevention/Training Coordination Airport Public Works Department Tax Licensing and Revenue Purchasing Library Information Technology Finance/Budget Police Department Fire Suppresion Human Resources Management Services Department Fire Prevention Fire Department Board and Commissions Stormwater Management Planning MPO Engineering Community Investment CIP Legal City Attorney Community Development Department Management Assistant/PIO City Manager City Clerk Administration Department City Court City Magistrates Special Committees City Council Citizens of Flagstaff City of Flagstaff Convention and Visitors Bureau Visitors Center 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. 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 was recently awarded an Honorary Doctorate Degree in Humane Letters from Northern Arizona University and he is the Founder of the Step-Up Scholarships at Coconino Community College for Youth with potential. 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 56-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 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. PLANNING FOR GROWTH 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. 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. 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, and the, Flagstaff Metropolitan Planning Organization. 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. In his 29 years in Flagstaff, Councilmember Haughey has been involved in many volunteer organizations. He is a graduate of the Flagstaff Leadership Program 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. CUSTOMER SERVICE 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 a number of boards and commission including the Open Spaces Commission. Councilmember Kelty has been involved in a variety of civic, youth and professional organizations since moving to Flagstaff ten years ago and is a graduate of the Flagstaff Leadership Program. 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 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 this is his second time serving a term on the Flagstaff City Council. Rick has worked at a corporation, W.L. Gore and Associates, he 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 and serviced as vice-mayor for two years. 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 Councilmember 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, Councilmember 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. Councilmember 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 Sustainability 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 April 12, 2007 Honorable Mayor, City Council, and Citizens of Flagstaff: I am pleased to present to you the proposed FY 2007 – 2008 budget for the City of Flagstaff. Focus on the Future On December 14 and 15, 2006, the Mayor and City Council held a “Focusing on the Future” retreat at Coconino Community College. The retreat had a number of objectives and expected results but one theme became clear. In the summary report, Dave Latshaw, the retreat facilitator, stated that it was evident that the “Council felt the need to assert themselves more affirmatively as a means of providing a higher level of elective leadership within the proper framework of the City Charter and the Council-manager form of government.” The Council also expressed a desire to have the “opportunity to play a more active, substantive and upfront role in shaping the City’s annual budget and in the formulation of the City’s annual goals.” As a result of this discussion, it was evident that we needed to immediately begin the 2007-08 Budget preparation process with a serious Council session to identify priorities for the up-coming fiscal year. The initial session was held as part of a review of the Focus on the Future Retreat on January 22, 2007. The Council discussed the base budget and indicated a desire to continue Employee Compensation as an on-going, high priority. The Council also wanted to make sure that adequate funds for the construction, opening and operation of the Aquaplex, the City’s new, 50,000 square foot recreation center, are included in the Budget. With these priorities identified, the Council listed some sixteen areas of emphasis and interest for the 200708 Fiscal Year. The Council Members were asked to vote on these priorities by giving each a vote ranging from 5 for high support to 1 for little support. The vote resulted in the following: Economic Development Police Services Housing Staffing to Meet Current Workload Legal Staffing Assure Public Works Has Adequate Funding for Community Assets Fire Services Airport Expansion CVB Marketing Campaign/Events Regional Water Issues Impact Fees Grant Assistance Transit Tax Election Education/ Cross Training Wireless Internet Connectivity Following this session, the staff went to work to prepare reports on various programs and options that would implement the Council’s policy guidance in the next fiscal year. Another retreat was held at the Kilted Kat on February 27 and 28 at which presentations and discussions were held on the areas identified in the January meeting. The result from this retreat has served as the basis for the 2007-08 Budget proposal and the key elements are described below. Compensation The proposed budget increases the personnel appropriation by $5.4 million, a 10% increase from FY 2007. This increase is comprised of: Compensation – 3.2% merit, 2% market, 5% assignment pay $2.0 million Retirement – State, Public Safety, Elected Officials Dependent Subsidy & Deferred Compensation Medical and dental insurance Additional positions and assignments $0.7 million $0.3 million $0.3 million $2.1 million Aquaplex The City of Flagstaff Aquaplex is currently scheduled to open on or around May 1, 2008. Staffing and operational costs have been included in the budget for this partial year. Total staffing addition included 1.0 FTE Recreation Leader in FY 2007. FY 2008 brings the addition of 24.2 temporaries and 4.0 FTE’s maintenance and administrative support. Full year revenue and expenditures have been anticipated in the five year outlook to assure ongoing general fund support for this signature project as provided for in the 2004 bond election. Economic Development Recruitment and Retention Creating new, high paying jobs through retention and expansion of existing businesses and attraction of new employers is the top priority of the City Council. There are many initiatives underway such as the Incubator Project and the Science Park, a project that includes 200,000 square feet of high tech office and lab facilities. Both of these projects are on McMillan Mesa next to the U.S.G.S. Complex. They compliment other research efforts that are or will be occurring at facilities such as the T-Gen Building at the Airport Industrial Park and the Applied Research Building on the Northern Arizona University Campus. These projects will need considerable attention in the coming years as the high tech sector grows in Flagstaff. We are recommending that a Business Attraction Specialist be added to the staff to increase our ability to work with our private, state and regional partners in bringing new high tech and other businesses to Flagstaff. The position will play a key role in increasing businesses on the McMillan Mesa, in the Airport Industrial Park and at other industrial properties in the community. Flagstaff is fortunate to have local businesses that are expanding operations creating more jobs. Working with existing companies to identify and address problems they might be facing is critical to our economic future. We are proposing to strengthen our business retention and retention efforts through a performance contract with an outside agency. Air Service Improved air service through U. S. Airways or other providers is essential to our future economic development. With the $18.9 million project to add 1800 feet to the existing runway under construction, we need to begin our discussions with air carriers to expand service to Flagstaff Pulliam Airport. Companies and institutions such as Gore, Ralston Purina, Northern Arizona University, Flagstaff Medical Center and the numerous federal and state agencies located in Flagstaff rely heavily on air service and frequently find it necessary to send employees to Phoenix for air service. Annual Financial Plan xvi City of Flagstaff More frequent flights and direct flights to another major airport would greatly improve service and aid the City’s economic development. The budget includes funds to hire a consultant familiar with the airline industry to assist with this effort. A Major Investment in Public Safety Police Another top priority is providing for the safety of the community. A recent survey of cities that compete with Flagstaff for new businesses demonstrated that Flagstaff has a higher incidence of crime than Bend, Oregon, Boulder, Colorado, Prescott, Arizona and Missoula, Montana. A disproportionate number of these crimes are occurring in the Sunnyside neighborhood / 4th Street business corridor. While this area has approximately 9% of the population, in all categories of crime except robbery, the incidence exceeded 9% in 2006. To address this situation, we are recommending that 6 officers be added to the Patrol Section to greatly increase police presence in this part of Flagstaff. The officers will work out of a police substation that will provide residents and businesses with better access to police services. As a result of these additional positions, minimum manning for the Patrol Section, on Tuesday through Sunday, will increase from 9 to 10, including the supervisor, to the benefit of the entire City. Flagstaff has twice the number of thefts per 100,000 residents compared to the state and the nation. Business owners, customers, visitors and residents of this community suffer from this criminal activity. Additional resources are needed to investigate these crimes. The Police Department is requesting and we are recommending a Detective position that would investigate property crimes. The Detective can provide educational programs on target hardening, increase crime analysis, identify trends and create a more pro active enforcement program. Pawn tracking, monitoring recycling operations and second hand stores will be an important part of this effort. A “pawn fee” could offset the cost of this position. Fire A Fire Station Relocation Analysis was completed in January, 2004. This study identified the best locations of fire stations to serve the community now and into the future. Consistent with the recommendations of this plan, the Fire Department is implementing a $16.7 million capital improve program to replace 4 of the 6 fire stations. Two do not need to be moved. Station# 1 is nearing completion and the contractor for Station # 5 will be given the Notice to Proceed in April. The General Fund is supplementing the funds for new station construction by providing $100,000 for furniture, fixtures and equipment for the two stations. In addition there is $150,000 for the lease purchase of fire apparatus. The budget includes 2 additional paramedic assignments to increase our medical response capability and a Fire Prevention Code position to enhance our plan check services. Three firefighter positions added in FY 2007 will be used to support growing back fill needs in the attempt to control escalating overtime costs. Dispatch The Flagstaff 911 Center serves three law enforcement agencies, five fire departments, and one ground EMS Group and is the primary answering point for Coconino County. This coming fiscal year, the Center will be implementing Emergency Medical Dispatch (EMD). In order to have a successful program of EMD, 2 new positions are being added. An Emergency Communications Leadworker will be coordinating the training of dispatchers. A more formal program will allow dispatchers to develop the skills needed to handle the multiple agencies served by the Center. It will also enable the Center to implement and maintain the EMD program and meet the goal of having a fully trained staff in this area. A Dispatch Call Taker will answer non-emergency calls during the busy, daytime hours. This additional support will allow the Dispatchers to focus more on the 911 calls and increase the time available for EMS calls with EMD. Housing Finding affordable housing continues to be a challenge for individuals moving into the community or attempting to move from a rental to home ownership. Providing affordable housing, especially for the workforce, is a high priority. A Project Annual Financial Plan xvii City of Flagstaff Coordinator and an Administrative Specialist are being proposed to be added to the Housing Section of Community development. These positions will enable affordable units to be created in a more timely manner and allow more time for planning and policy development. Some of the expected outcomes in the coming year include: • • • • • • • • • • • • • • • • • • • • Continue to write and obtain approval from the U.S. Department of Housing and Urban Development of the Annual Action Plan and the Consolidated Annual Performance Evaluation and Report (CAPER), as well as collect and report all the data required to be in compliance with the performance measurement system. Utilize results from Nexus Study to educate the community on job/housing linkage. Complete a Housing Element for the Regional Plan. Continue to participate in the Development Services processes to ensure workforce housing is included in developments as appropriate. Work with developers to incorporate workforce housing units into upcoming developments in the City of Flagstaff where appropriate. Research avenues to expand housing opportunities. Write, obtain Council approval and implement a Workforce Housing Incentive Ordinance (fka: Set-Aside Policy). Continue the implementation of Housing Policy Task Force recommendations. Incorporate sustainability benchmarks into projects. Integrate Smart Growth concepts where appropriate. Completion of Housing Policy to be included with the Housing Element for the Regional Plan. Complete the Rio Homes project, resulting in a total of 30 units being sold and owner occupied. Complete the Izabel Homes subdivision, resulting in 16 Community Land Trust Program homes. Issue 2 SOQ/RFP for Community Land Trust Program construction. Continue to work with the development community to promote workforce housing efforts and opportunities. Administer of Community Development Block Grant program and subrecipient contracts in federally compliant manner. Complete Mt. Elden Estates project. Develop post-purchase support program for permanently affordable homes. Implement outreach and community building efforts. Administer the Community Homebuyer Assistance Program (CHAP). Meeting Current Workload While the budget proposes significant increases in public safety, housing, legal services and economic development, we are recommending a number of positions to maintain the current level of internal and external customer service. These positions are: Internal Control: Fleet Parts Specialist Streets Equipment Operator Airport Maintenance Worker Community Growth Water Maintenance Service Worker Customer Service Representative Building Reviewer Budgetary Growth Accountant Buyer Warehouse Technician Public Safety Police Property Control Coordinator Police Dispatch Call Taker Magistrate Pro Tem Fire Prevention Code Supervisor Annual Financial Plan xviii City of Flagstaff Legal Services The City Attorney’s Office is currently facing two challenges. There has been significant growth in the number of DUI cases that require Prosecution. In 2006, the number of cases increased 4%. Perhaps more important is the fact that the Supreme Court is implementing requirements to speed the processing of these cases. This program will require increased staffing in the City Attorney’s Office and increased Magistrate time in the Municipal Court. The Budget includes the addition of a full time Prosecutor and 520 hours annually of a pro-tem magistrate in the Municipal Court. The City Attorney’s Office is experiencing an increased workload in legal work. Contracts, development and redevelopment projects with development agreements, IGA’s, coordination with outside counsel, planning and zoning issues are all increasing. In order to address this workload, an additional Senior Assistant City Attorney is included in the budget proposal. The City through an agreement with Coconino County is also adding weekend and holiday pre-trial services through an IGA with the Coconino County Adult Probation Department. Pre-trial services are important and help judges make educated decisions regarding release of potentially dangerous individuals as well as evaluate those who may take flight. It is hoped by having this staff available, costs will decrease holding as fewer individuals will be held over weekends and holidays. Sustainability Compliance with the U. S. Mayors Climate protection Agreement signed by the Mayor in September 2006, presents a real challenge to the Flagstaff community. The Kyoto Protocol target of a 7% greenhouse gas emission reduction by 2012 is aggressive and will require local, state and federal action to meet. The Sustainability Manager will be working to implement a Sustainability Program for the City of Flagstaff organization and for the community as a whole. The first phase is the preparation of a five year plan and that work is underway. Examples of the types of strategies that will be important include Energy efficiency - Increase residential, commercial, and industrial energy efficiency - Create residential, commercial and industrial incentives program - Strengthen and adopt energy efficiency codes and standards - Decrease Community Water Usage - Renewable Energy and Emissions Offset Strategies - Support and develop green power purchasing - Installation of renewable energy systems on City facilities - Contribute to emission offset funds - Create low interest loan program for residential solar energy systems Transportation - Increase the average fuel efficiency of municipal fleet - Reduce vehicle miles traveled by all municipal departments - Expand viable transportation alternatives for Flagstaff residents - Promote smart growth development strategies Waste Reduction & Recycling - Mandatory residential and commercial recycling program - Glass recycling and composting program development - Expand construction and demolition debris recycling - All sector waste diversion increase Annual Financial Plan xix City of Flagstaff A more detailed description of the elements of a plan is included in the Issue Paper prepared by the Sustainability Manager. Other Programs Land Development Update The proposed budget includes $250,000 to update of the Land Development Code. This code is over thirty years old and has been amended a number of times. It has caused problems because it is not consistent with state law in some cases. For example, the City is currently rehearing the proposal for a historic district because of this inconsistency. The development and construction industry as well as staff have difficulty interpreting the code and disputes can arise. A legal review is underway as the first step in the process. Increased Park Maintenance The City Council discussed the need to adequately maintain parks and roadway landscaping. We have added $150,000 to the existing budget of $135,000 to bring the total amount available to $285,000. These funds will be used for “safety” related park capital improvement projects. Facilities Considerable progress has been made in the maintenance of city buildings and facilities. However, much more needs to be done. The Facilities budget has been increased by $400,000 to $600,000 to specifically address maintenance needs. An additional $500,000 has been added to address overall space needs for the City. De-icing Program The Council has discussed the pros and cons of the use of the use of chemical de-icer on certain roads in Flagstaff and decided it would be appropriate to conduct a test. Funds in the amount of $150,000 have been included in the proposed budget for this purpose. Stormwater Drainage Maintenance In addition to the existing maintenance provided for drainage ways, the City will be addressing fire related issues along with flooding concerns due to litter and vegetation overgrowth that is left in drainage channels. The City has 26 miles of main channel within the city limits and another 10 miles of collector channels. A new program will begin in the spring of 2008 to clean approximately 2 – 4 miles annually in these channels depending on the overgrowth. This work is funded through the assessed stormwater fee and is provided by the city Streets division. Summary Overall the City has 7.7% budgetary growth as shown in the following chart: Annual Financial Plan xx City of Flagstaff Total Appropriations Millions 250 200 150 100 50 - 2004 2005 2006 2007 2008 Fiscal Year Capital Operations Debt Service Reserves/Contingencies In addition, staffing has grown by 64.7 FTE’s (8.0%) with the majority in growth in Public Works (Recreation) for the Aquaplex, followed by Public Safety. 2004 246.75 185.25 84.50 81.75 73.00 67.75 739.00 Public Safety Public Works Mgmnt Services General Admin Utilities Community Dev 2005 247.75 185.95 85.00 69.50 74.50 80.75 743.45 Fiscal Year 2006 257.75 192.28 86.00 70.00 76.50 85.50 768.03 2007 264.75 204.67 92.27 76.00 79.00 94.00 810.69 2008 275.75 241.14 98.78 80.13 80.25 99.38 875.43 PERSONNEL IN EACH FUNCTION CATEGORY 5 YEAR HISTORICAL TREND Public Safety 300.00 Public Works 250.00 Mgmnt Services 200.00 150.00 General Admin 100.00 Utilities 50.00 Community Dev 0.00 2004 2005 2006 2007 2008 As you can tell by reviewing the Council’s priorities and the recommendations we have made to support those priorities, this budget cannot be interpreted as a “caretaker” proposal. This budget will allow the City to progress in the coming year and grow in its reputation as one of the finest places to live, work and recreate in the United States! Respectfully Submitted, John Holmes Acting City Manager 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 requirements, capital needs, debt burden, and strong reserves for future needs and contingencies. BUDGET OVERVIEW The City of Flagstaff FY 2008 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 2008; Debt Structure; and the Fund Balances, which are the operating framework of the Financial Plan. 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 $ $ (B) Other Revenue: Licenses and Permits County Vehicle Tax Charges for Services Fines and Forfeits County Contribution Interest on Investments LTAF/Misc Revenue $ $ 19,320,603 18,815,572 14,931,357 5,450,366 10,088,031 8,083,215 65,200,000 10,935,835 33,879,048 34,424,073 52,844,047 273,972,147 TOTAL APPROPRIATIONS 6.9% 6.9% 5.4% 2.0% 3.7% 3.0% 23.8% 4.0% 12.4% 12.6% 19.3% 100.0% General Administration Management Services Library BBB (A) Community Development Fire/Police Utilities Public Works Airport Environmental Services Stormwater Non Departmental Reserves/Contingencies 12,880,882 8,612,684 1,267,164 10,061,827 1,056,491 33,879,048 $ 2,384,888 2,653,020 2,445,680 1,045,672 3,294,271 3,059,999 19,540,543 34,424,073 Other Revenue Enterprises (A) 12.6% Enterprises (A) 12.4% Other Revenue 12.4% 12.6% Property Taxes 4.0% Property Taxes 4.0% $ (A) BBB Tax Funds: Beautification Tourism Economic Development Arts and Science $ $ Fund Balances 19.3% Fund Balances 6,439,989 4,561,875 4,524,532 9,751,509 16,587,110 27,737,566 58,002,137 38,613,225 13,092,085 13,243,378 8,066,776 70,496,965 2,855,000 273,972,147 6,430,718 1,960,076 682,035 678,680 9,751,509 Utilities 21.2% 19.3% Public Works 14.1% Airport 4.8% Fire/Police 10.1% Sales/ Franchise Taxes 6.9% Sales/ Franchise Comm Dev 6.1% Taxes 6.9% Other Financing Sources Other Financing 23.8% Sources 23.8% Environ Svcs 4.8% BBB 3.6% Grant Revenue Grant Revenue 6.9% 6.9% Library 1.7% Mgmt Svcs 1.7% State Revenue Highway User Transportation 5.4% Highway User Tax Tax Transportation Tax BBB Tax 3.0% BBB Tax Tax 3.7% 3.0% 2.0% 2.0% 3.7% Non-Dept 25.7% Contingencies 0.9% Stormwater 2.9% Gen Admin 2.4% "WHERE THE MONEY GOES TO" $273,972,147 "WHERE THE MONEY COMES FROM" $273,972,147 Annual Financial Plan 2.4% 1.7% 1.7% 3.6% 6.1% 10.1% 21.2% 14.1% 4.8% 4.8% 2.9% 25.7% 0.9% 100.0% 1 City of Flagstaff The following graphs depict the major classifications of appropriation for the total 2007-2008 budget and expenditures by major types. TOTAL APPROPRIATIONS Operations Equipment Capital Improvement Projects Debt Service Reserves/Contingencies $ $ budgets and Departmental (organizational structure) responsibilities as defined by the City Code. OPERATING BUDGET * General Administration Community Development Management Services Fire Police Public Works Utilities Non-Departmental 102,727,930 9,768,975 144,154,142 14,466,100 2,855,000 273,972,147 TOTAL APPROPRIATIONS (all funds) Equipment 3.6% Operations 37.5% Operations 37.5% * Exclusive of Debt Service Capital Capital Improv Improv Projects Projects 52.6% 52.6% Reserves/ Reserves/ Contingcs Contingcs 1.0% 1.0% $ NonDepartmental 10.6% 59,365,787 53,466,716 11,479,175 149,660,469 273,972,147 Contractual Capital 19.5% 54.6% Commodities 4.2% Utilities 10.8% Public Works 21.0% Community Development comprises 15.6% of the operating budget ($16.0 million), excluding the debt service requirements for Fourth Street ($1.9 million). The services in this Department include Development Services, Community Improvements, Community Investments, 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. Personal Services 21.7% OPERATING EXPENDITURES BY DEPARTMENT Management Services comprises 8.6% of the operating budget ($8.8 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 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 Annual Financial Plan Fire 9.8% General Administration activities comprise 8.0% of the budget ($8.3 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) Capital 54.6% 14,466,100 Police 15.6% $ Contractual 19.5% $ Management Services 8.6% General Admin 8.0% Debt ServiceDebt Service 5.3% 5.3% Personal Commodities Services 4.2% 21.7% $ 8,258,429 15,977,040 8,841,407 10,034,152 16,058,630 21,621,660 11,094,258 10,842,354 102,727,930 Equipment 3.6% Community Development 15.6% EXPENDITURES BY TYPE Personal Services Contractual Commodities Capital $ 2 City of Flagstaff City/County public library system is also included within the department. requirements and level of effort to be provided are established. Fire Department services comprise 9.8% of the operating budget ($10.0 million). The Department's public 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 2008, major accomplishments in FY 2007, and performance indicators that measure the efficiency and/or effectiveness at the program level. Police Department activities comprise 15.6% of the operating budget ($16.1 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 2006, the Estimated Actual for FY 2007, and the Adopted Budget for FY 2008. 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 activities are provided by nine divisions that account for 21.0% of the operating budget ($21.6 million), excluding the debt service requirements for streets ($1.8 million), Airport ($0.6 million), and USGS facility ($0.5 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. 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) Utilities Department comprises 10.8% of the operating budget ($11.1 million), excluding $5.6 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. Non-Departmental operations comprise 10.6% of the budget ($10.8 million) exclusive of $4.0 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 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 PROCESS ƒ Budget Process Flowchart: Program Managers/ Employee Input Department Heads Review of City Manager's Proposed Budget Dept Heads/Employees Advisory Committee Public Hearing Property Tax Level Adoption (As needed) Adoption of Final Budget Division Managers ƒ ƒ Budget Review Team City Manager Deputy City Manager (2) Mngment Srvcs Director Finance/Budget Manager Human Resources Dir. ƒ both the fund level and the department level for operational control purposes. The Department Detail section provides both narrative and financial data. The budget commentary provides an explanation of significant budget changes for FY 2008. The Capital Improvement Plan (CIP) for FY 2008 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. ƒ BUDGET CALENDAR City Council Budget Work Session January Budget Module available to all Divisions February 2 Capital improvement and equipment requests reviewed by Capital Improvements and Purchasing March 1 March 16 Review with Department Heads and City Manager March Personnel review of reclassification requests completed (One Week) Adoption of Tentative Budget (After 1st Public Hearing) April 25 - 27 Council Study Sessions Proposed Budget available to public Property Tax Levy Adoption June 5 Public Hearing/Tentative Adoption of Proposed Budget Public Hearing on Tax Adoption June 8 Publish second notice of Public Hearing for Final Adoption June 15 Public Hearing on Budget and Final Adoption of Budget June 19 Notify Property Tax Oversight Commission of Compliance with Truth in Taxation July 30 Adopt Property Tax Levy (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 Annual Financial Plan Review and Approval: Issues presented during the review and approval period include discussion topics of the Council Spring retreat. The Spring retreat was held in February, 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 budget priorities. 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 April. The Council reviews and discusses the issue papers included in the Budget Review Book as well as all personnel recommendations, capital equipment recommendations, and the capital improvement plan. The Council arrives at a consensus for all decisions needed. The Study Sessions provide 5 City of Flagstaff two ways. First the average home price continues to increase beyond the means of the majority of middle class workers. Second, the community is increasingly dependent on tourism and those jobs based in the tourism industry are generally at the lower end of the wage scale. the opportunity for City management, departments and the public to offer information and recommendations to the City Council. 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 June 19, 2007. State law requires the operating budget to be allinclusive. 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. The City collects three different retail sales taxes. The first is a 1% tax on all general sales, except for food. This tax is a general purpose tax that benefits the General Fund. The City collects 0.601% on the same types of general sales; however the tax is restricted in use to certain transportation projects. The third tax the City collects is a Bed, Board, and Beverage tax that collects 2% additional for motel rooms/campgrounds, restaurants, and bars. The City of Flagstaff is the only City left in the State of Arizona that has a sunset clause on the General Sales Tax. This tax must go before the voters every 10 years to be revalidated. This tax next expires in 2014. The City unsuccessfully tried to have the sunset clause removed in 2004. The City is currently looking again to either have the sunset clause removed and/or to have the tax extended. The transportation tax has four separate components. The transit portion of this tax expires in 2010 and the City is working with the Northern Arizona Intergovernmental Public Transit Authority (NAIPTA) to have this portion of the tax extended before the expiration or the city/county transit system will have to dramatically decrease service provision. The balance of the transportation tax components expire in 2020. As this funding converts from construction to maintenance the City will pursue a permanent component to this tax. The 2% BBB tax expires in 2013. As this tax has also moved from construction to maintenance, it will be important to have it extended past the 2013 date. The City is working cooperatively with the local hoteliers and restaurateurs to evaluate the allocation and the continuation of this tax to best meet the community needs. Adoption: The City operates under the State Expenditure Limitation with a permanent adjustment to the base. The first 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. The City received voter approval in the May 2006 general election for a second adjustment to the expenditure limitation base. This permanent adjustment was effective for the FY 2007 budget year and increased the current expenditure limitation by approximately $25,000,000. The Adopted Budget reflects the total funds appropriated ($273,972,147). Certain exclusions are allowed by the state [e.g., bond proceeds, debt service, grants] in computing the Expenditure Limitation ($110,722,287), and this total cannot be exceeded. Local sales tax has been bolstered in recent years by construction activity and steady increases in most retail categories. While the construction activity has primarily been in the residential sector, the City is also seeing regeneration in a number of commercial projects that will come to fruition in FY 2008. The overall budgeted increase in local sales tax is 14.2%. Individual components of this increase include the completion of the Flagstaff Mall expansion which is major contributor to the anticipated 33.5% growth in General Merchandise receipts. The City also anticipates the opening of the Auto Mall which contributes to the 22.5% increase in auto sales. Construction will slow in comparison to previous years, however a 0.9% overall increase is budgeted. All other sales tax categories are anticipated to increase by 6.1%. 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 ECONOMIC FORECAST OVERVIEW AND REVENUE The City of Flagstaff continues to have mixed economic indicators for the coming Fiscal Year. Economic strength in reflected positively through the growth in local sales tax, property tax, and state shared revenues. Economic weaknesses are apparent in our community in Annual Financial Plan The City is also anticipating a 10.7% increase in the Bed, Board, and Beverage (BBB) tax. This increase is primarily due to the growth in our local tourism industry. Indicators such as the Revenue per Available Room 6 City of Flagstaff (RevPAR) reach new levels every quarter. These estimates do not include the impact from a Conference Center to be completed on the Northern Arizona University (NAU) Campus in FY2008. The estimates haven’t been included to date as NAU has only started taking reservations for further events and it is unknown at this time how successful they will be in filling their venue in the first year. State line item transfer in FY2009 should there be decreased receipts due to the decreased rates. The State analysis also indicates that the cities and towns will not see a negative impact on the amounts distributed to the overall state growth. The City of Flagstaff is not as optimistic as the State and is making appropriately conservative estimates to account for future revenue decreases. Property tax revenues were negatively impacted in FY2007 due to legislation that reset the maximum primary property tax base to the 2005 level. This legislation decreased the maximum allowable assessment for the City of Flagstaff in excess of $4 million dollars. The City is now held to annual increases of the value added by new construction and 2% on existing property, regardless of the change in assessed valuation. Property taxes will increase by 6% in FY2008. As assessed valuation increased at a much greater rate than the allowed 2% increase, the actual primary property tax rate will decrease from a mil rate of $0.7563 to $0.7153, realizing an annual savings of $12.30 to a $300,000 home. State sales tax collections and city sales tax collections are mirrored in a number of ways. The State is also recognizing increases in retail, contracting, and restaurant and bar uses. State sales tax distribution is anticipated to increase by 5.9% in FY2008. Highway user tax revenues are projected to end the year over budget and to have slight growth (3.5%) in FY2008. These revenues are distributed based on a fairly complex Arizona Department of Transportation formula, based on part on the amount of fuel purchased in our region. As fuel prices continue to increase, it is difficult to determine if Flagstaff will continue to be a large drivetime destination for surrounding communities including Phoenix and Las Vegas. State shared revenue consists of both a distribution of sales tax and income tax. These distributions are made based on a city or towns’ relative share of population in comparison with all other cities and towns. Except during census years, Flagstaff’s population is determined by the Arizona Department of Economic Security based on a number of factors including new homes and school enrollment. Flagstaff’s greatest challenge is that while the population is growing, it is growing at a slower rate than some of the other communities in the state. This has translated into a decreased proportionate share in the past. Currently the City is holding a steady population percentage in relationship to the rest of the state at 1.24%. In contrast to the positive indicators evidenced through revenue growth, the City must find ways to address the affordable housing crisis. Trends in housing prices in Flagstaff indicate that the average home price in 2000 was $170,372. The household income needed to purchase a house was $47,000 and the median Flagstaff household was only slightly under this at $45,500. In 2006, the average home price was $376,519. The household income needed to purchase this house is $95,000 but the median household income is only up to $54,200. While the housing market locally has stabilized, it has not decreased. The City in conjunction with a number of community partners offer a number of housing assistance programs, but for the majority of new residents to the area, the housing is unaffordable. In addition, the City is working on a land trust and requiring affordable housing components in new developments to help allay this problem. The City is concerned about the 2010 federal census count. In the 2000 census, the City experienced a U. S. Census determined that the City has only grown by approximately 200 people from the 1995 special census. Even though the City of Flagstaff could prove the federal census was incorrect, the Census Bureau declined to make any adjustments. This cost the City in excess of $2 million dollars in reduced funding that the City is only now recouping back to the FY2002 levels. This high cost of housing coupled with a lack of high level technical, manufacturing or administrative jobs also causes ‘brain drain’ from the community. With the location of one of the three major universities in our community and a well developed community college, Flagstaff has the ability to recruit for a wide array of higher level positions; however the community is challenged to recruit new business, in part due to the high cost of living. It is a very circular issue that the City works on from a number of perspectives. The State of Arizona is seeing an economic rebound. Both individual and corporate income tax collections are increasing. There is a two year lag between the collection of state income tax and the distribution to the cities and towns. Receipts collected by the state in calendar year 2005 are the amounts distributed for the City’s FY 2008 budget. The City is anticipating 27.2% growth for FY2008. This growth rate is not expected in the following year as the State of Arizona has reduced the income tax liability for individuals by 10% for calendar year 2006. The State has currently made an obligation to hold cities and towns harmless through a Annual Financial Plan 7 City of Flagstaff of Life, Fiscal Health, Organizational Collaboration, and Planning for Growth. 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. ƒ 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 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. ƒ 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 projected fund balance at the end of FY 2008 is estimated at $9,785,172 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 18.4%. ƒ ƒ The FY 2008 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. Support, Estimated Actual Expenditures FY 2007. Divisions were asked to estimate expected expenditures by line item for FY 2007. Overages and underages (and reasons, theretofore) were used to adjust the recommended budget for various line items in FY 2008. 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, or were needed to maintain current service levels. 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 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. The City of Flagstaff has dual challenges in expenditure funding. The first is operational growth due to accelerated personnel cost increases. The City is trying to keep salaries in line with other communities throughout the state, as determined by a market survey. The average employee will receive a 5.2% increase for FY 2008. The City will also fund increases in health insurance, dental insurance and retirement systems. The City has also had to use most of the reserves in most of the funds to be able to complete existing capital projects. Double digit cost increases have translated into numerous capital projects exceeding budget. 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 Annual Financial Plan 8 City of Flagstaff General Fund total appropriations compared to year-end estimates have increased by 29.1%. The appropriation growth is due to increases in salaries, benefits, insurance, and capital projects. 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). 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. APPROPRIATIONS General Administration Community Development Management Services Public Safety Public Works Utilities Non-departmental Contingencies Total resources available for General Fund expenditures for FY 2008 are $69.0 million including the beginning fund balance of $25.9 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. GENERAL FUND TOTAL APPROPRIATIONS Pub Safety 46.8% Mgmt Svcs 7.7% General Fund revenue/other sources compared to the year-end estimates have decreased by 4.0%. The City is anticipating growth in City sales tax, state shared revenues, grants, and new development review fees in FY 2008. The decrease in financial resources is due to increased transfers out to other funds in anticipation of capital project completion. 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 EST ACTUAL FY2007 $ 2,367,984 1,919,181 17,536,772 16,098,038 1,034,885 23,669,400 510,000 2,023,778 4,417,959 950,000 1,331,487 $ 71,859,484 EST ACTUAL BUDGET FY2007 FY 2008 $ 5,553,585 $ 6,439,989 4,822,294 5,283,822 3,961,551 4,561,875 24,363,341 27,737,566 7,662,217 9,501,560 14,932 21,441 (587,089) 5,181,564 100,000 500,000 $ 45,890,831 $ 59,227,817 Pub Works 16.0% Comm Dev 8.9% Gen Admin 10.9% BUDGET FY 2008 $ 2,384,888 2,234,973 19,320,603 18,334,377 1,045,672 14,265,161 1,593,529 2,355,923 4,656,831 973,750 1,847,282 $ 69,012,989 Utilities 0.0% Cont'gcy 1.0% Non-dept 8.7% GENERAL FUND REVENUES/OTHER SOURCES Grants 3.2% Local Taxes 28.0% Intergovt'l Rev 26.6% Lic & Permits 3.5% Fines/Forfeits 1.5% Misc Rev 2.7% Interest 1.4% Prim Prop Tax 6.7% Charges for Services 3.4% Annual Financial Plan Carryovers 2.3% Fund Balance 20.7% 9 City of Flagstaff 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 $ 8,083,215 LTAF (lottery) 300,246 Fund Balance 3,369,996 Fund Balance for Carryovers 12,710,953 Transfers (net) 11,139,933 Interest 316,000 $ 35,920,343 STREET REVENUES/OTHER RESOURCES Projects 4th Street Overpass Safe-to-School, Pedestrian and Bike Traffic Flow and Safety Improvements Transit Service Enhancements Totals Transfers 31% Carryover 35% Fund Bal 9% Interest 1% HURF 23% LTAF 1% Appropriations total $6.0 million in FY 2008. Appropriations are comprised of $2.3 million for transit operations, and $3.6 million for debt service. Transfers include $7.7 million to the HURF Fund for Safety and Street Improvements and $550,000 to fund FUTS projects in Beautification from Safety and Street Improvements. 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 $31.0 million in FY 2008. Projects budgeted includes the annual pavement maintenance program, and Sunnyside Street Improvements. APPROPRIATIONS General Administration Community Development Management Services Public Works Utilities Non-departmental Contingency $ $ Pub Works 94.2% 238,262 934,490 259,130 29,276,306 3,620 270,626 100,000 31,082,434 STREET TOTAL APPROPRIATIONS REVENUES/OTHER RESOURCES Local Taxes $ 10,088,031 Fund Bal, net of Transfers (8,411,406) Interest 175,000 Misc. Revenue 5,000,000 $ 6,851,625 TRANSPORTATION REVENUES/OTHER RESOURCES Fund Balance 0.0% Utilities 0.0% Non-dept 0.9% Cont'gcy 0.3% Mgmt Svcs 0.8% Annual Financial Plan Budget FY 2008 Revenues $ 2,685,669 1,342,829 3,122,087 2,937,446 $ 10,088,031 Local Taxes 66.1% Interest 1.1% Misc. Revenue 32.8% Gen Admin Comm Dev 0.8% 3.0% 10 City of Flagstaff APPROPRIATIONS/TRANSFERS Transit $ Fourth Street Overpass $ Debt Service $ APPROPRIATIONS General Admin Community Development Management Services Public Works Utilities Non-Departmental Contingencies 3,641,410 430,000 1,951,358 6,022,768 TRANSPORTATION TOTAL APPROPRIATIONS/ TRANSFERS $ $ Debt Service 41.6% 120,593 47,691 4,617,335 120,378 3,746 85,791 100,000 5,095,534 LIBRARY TOTAL APPROPRIATIONS Fourth Street Overpass 7.1% Transit 60.5% Pub Works 2.4% Mgmt Svcs 90.6% Utilities 0.1% Non-Dept 1.7% LIBRARY FUND Comm Dev 0.9% REVENUES/OTHER RESOURCES Library District Tax $ 3,294,271 Fund Balance 682,421 Transfers (net) 1,284,637 Interest 50,000 Miscellaneous 29,000 $ 5,340,329 Gen Admin 2.4% Cont'gcs 1.9% LIBRARY REVENUES/OTHER RESOURCES Library District Tax 61.7% Misc 0.5% Fund Balance 12.8% Interest 0.9% Transfers 24.1% The City operates a joint City-County Public Library with auxiliary programs in outlying county locations and bookmobile services. $3.3 million of the funding for library operations comes from the library district tax. 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. Annual Financial Plan 11 City of Flagstaff Tourism Fund: Total resources available in FY 2008 are $2.2 million. The total appropriations are $2.0 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 $ 1,635,110 Grant Revenues 50,000 Fund Bal, net of Transfers 433,420 Interest 23,500 Retail Sales 70,000 Miscellaneous 17,030 $ 2,229,060 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 2008 is anticipated to have a growth of 23.9%. 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 $ $ 1,960,076 50,000 2,010,076 TOURISM REVENUES/OTHER RESOURCES Beautification Fund: Total resources available for Beautification Fund activities amount to $6.9 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) $ $ Grant Rev. 2.2% BBB Tax 73.4% Fund Bal 19.4% Misc 0.8% 1,090,073 1,176,377 4,168,067 50,546 79,799 6,564,862 Retail Sales 3.1% 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. 6,430,718 10,000 6,440,718 BEAUTIFICATION REVENUES/OTHER RESOURCES Fund Bal 63.5% Interest 0.8% Grants 17.9% BBB Tax 16.6% Annual Financial Plan Trans. (net) 1.2% 12 City of Flagstaff Arts & Science Fund: Total resources available for Arts & Science activities are $787,430. Expenditures include contributions to local organizations and Art in Public Places. Contributions to Other Agencies are $300,000 and Art in Public Places has $300,000 that is derived from a 1% allocation from citywide eligible capital project expenditures and a one-time transfer of fund balance. Administrative expense of $70,000 is paid to the Flagstaff Cultural Partners. Revenues received from the BBB tax are estimated to be $408,777. REVENUES/OTHER RESOURCES BBB Tax $ Fund Balance Transfers Interest $ APPROPRIATIONS Community Development Reserve Recreation Fund: Total appropriations in FY 2008 for Recreation Fund activities are $0.0 million. 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. In 2008, the City Council elected to continue funding of maintenance and support debt service through property taxes without increasing the rate. REVENUES/OTHER RESOURCES BBB Tax $ 1,798,621 Fund Bal, net of Transfers (2,234,491) Interest 13,500 $ (422,370) 408,777 335,271 35,000 8,382 787,430 $ APPROPRIATIONS Public Works 678,680 10,000 688,680 $ $ $ - RECREATION REVENUES/OTHER RESOURCES ARTS & SCIENCE REVENUES/OTHER RESOURCES Interest 3.0% BBB Tax 97.0% Fund Bal 42.6% BBB Tax 51.9% Annual Financial Plan Interest 1.1% Fund Bal 0.0% Transfers 4.4% 13 City of Flagstaff Economic Development Fund: There will be a shift in Economic Development efforts in 2008. As a result of several studies about the local economy, more emphasis will be placed on retaining and expanding local businesses. This will be accomplished through new inhouse programs. Also, the region’s workforce was identified as a factor for both business retention and attraction. Current employers have reported that they are having difficulties finding qualified labor. A workforce development program will be initiated to meet these demands. In addition, the City is funding a business incubation program, structured to allow university professors and local entrepreneurs to work in a supportive environment to develop ideas into commercial business models. The City will continue to seek targeted industries to relocate to the community. Those industries will be complementary to existing businesses or will be supportive of community goals such as clean energy, sustainability or BioScience. Total resources allocated to this effort are $707,035 with all monies from BBB dedicated tax for economic development and a general fund contribution of $108,000 to support the business incubator. REVENUES/OTHER RESOURCES BBB Tax $ Fund Balance Transfers Interest $ APPROPRIATIONS Non Departmental Reserve $ $ OTHER FUNDS 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). REVENUES/OTHER RESOURCES Grants $ Transfers Miscellaneous Fund Balance $ APPROPRIATIONS Community Development Non-Departmental Contingency $ 744,052 44,067 150,000 938,119 MPO REVENUES/OTHER RESOURCES 517,785 331,205 108,000 8,000 964,990 Transfers 3.2% Grants 79.0% 682,035 25,000 707,035 Misc Fund 16.5% Balance 1.3% The MPO has appropriated $938,119 for this program for FY 2008. 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. ECONOMIC DEVELOPMENT REVENUES/OTHER RESOURCES BBB Tax 53.7% $ 740,659 30,000 155,000 12,460 938,119 Fund Bal 34.3% Interest 0.8% Annual Financial Plan Transfers 11.2% 14 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. Housing and Community Services: REVENUES/OTHER RESOURCES Grants $ 1,961,066 Fund Balance 2,262,740 Transfers 375,400 $ 4,599,206 APPROPRIATIONS Community Development $ $ REVENUES/OTHER RESOURCES Fund Balance $ Transfers Interest $ 4,575,968 4,575,968 APPROPRIATIONS Non-Departmental HOUSING AND COMMUNITY SERVICES REVENUES/OTHER RESOURCES Fund Bal 49.2% $ Transfers 8.2% 623,390 150,000 19,350 792,740 150,000 150,000 REAL ESTATE PROCEEDS REVENUES/OTHER RESOURCES Grants 42.6% Fund Bal 78.6% This fund finances activities in conjunction with the CDBG program and affordable housing activities. There is $4.5 million appropriated to this activity for FY 2008. Expenditures in this fund include $1.8 million for land acquisition, $1.9 million in CDBG related activities, and $666,000 in state grants activities. Annual Financial Plan Transfers 18.9% Interest 2.5% 15 City of Flagstaff ENTERPRISE FUNDS APPROPRIATIONS General Administration Community Development Management Services Public Works Non-departmental Water Utilities Sewer Utilities Contingency 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 $61.1 million. Resources include $12.9 million in water revenues and $8.6 million in sewer revenues. $ Sewer Utilities 51.1% Water Operations: Total appropriations relating to direct costs for the water operations are $26.5 million. Water fees are the major source of revenue supporting water operations. Bond funds support well development and land acquisition. Revenue estimates total $12.9 million for water sales. A rate increase was approved for FY 2008 to help repay debt service for bond projects along with a new water resource fee. Comm Dev 1.1% UTILITIES TOTAL APPROPRIATIONS Cont'gcy 2.3% Mgmt Svcs 0.8% Gen Admin 0.5% Water Utilities 43.4% Pub Works 0.1% Wastewater Operations: Total appropriations relating to the direct costs for the wastewater operations are $31.2 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 $8.6 million in wastewater service charges. A rate increase was approved for FY 2008 to help repay debt service for bond projects. UTILITIES REVENUES/OTHER RESOURCES Sewer Revenues 10.9% 307,386 676,081 502,681 59,148 425,357 26,536,997 31,243,291 1,400,000 61,150,941 Non-dept 0.7% REVENUES/OTHER RESOURCES Water Revenues $ 12,880,882 Sewer Revenues 8,612,684 Fund Bal, net of Transfers 16,805,558 Bond Proceeds 39,700,000 Grant Revenue 311,099 Interest 424,000 $ 78,734,223 Fund Bal 21.2% $ Bond Proceeds 50.2% Water Revenues 16.3% Annual Financial Plan Interest 1.0% Grant Revenue 0.4% 16 City of Flagstaff ENVIRONMENTAL SERVICES FUND: Total financial resources are $16.7 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. APPROPRIATIONS General Administration Community Development Management Services Public Works Utilities Non-departmental Contingency $ REVENUES/OTHER RESOURCES Environmental Svcs Revenue $ 10,061,827 Fund Bal, net of Transfers 6,381,895 Interest 222,005 Grants 90,400 $ 16,756,127 89.7% Mgmt Svcs 1.8% Comm Dev 0.8% Fund Bal 38.1% Grants 0.6% 186,315 118,426 264,823 13,497,223 182,200 301,520 500,000 15,050,507 ENVIRONMENTAL SERVICES TOTAL APPROPRIATIONS Pub Works ENVIRONMENTAL SERVICES REVENUES/OTHER RESOURCES Environ Svcs Rev 60.0% $ Gen Admin Cont'gcy 1.2% 3.3% Non-dept 2.0% Utilities 1.2% Interest 1.3% 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. Annual Financial Plan 17 City of Flagstaff 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 $13.4 million: $1.5 million for operations, $649,878 for debt and $11.2 million in capital outlay. Primarily FAA and ADOT grants will fund the capital improvements. 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. A rate increase has been approved for FY 2008. REVENUES/OTHER RESOURCES Airport Revenues $ 1,267,164 Grants 9,674,614 Fund Balance 453 Transfers (net) 2,204,757 Miscellaneous 326,854 $ 13,473,842 REVENUES/OTHER RESOURCES Stormwater Revenues $ 1,056,491 Fees & Charges 89,757 Fund Balance 637,296 Transfers (net) 6,806,032 Interest 12,746 $ 8,602,322 AIRPORT REVENUES/OTHER RESOURCES Grants 71.8% Airport Revenues 9.4% Misc. 2.4% Transfers 16.4% STORMWATER REVENUES/OTHER RESOURCES Transfers (net) 79.1% Fund Bal 0.0% Fund Bal 7.4% The general fund will continue to subsidize operations at $443,000 this year with an additional $1,462,000 for capital improvements including matching funds for grants. This year, of the $11.2 million in capital improvements, FAA and ADOT are funding $9.6 million and Airpark proceeds will fund $69,897. The secondary property tax fund will transfer $263,423 to cover debt service not paid with passenger facility charges. APPROPRIATIONS General Administration Community Development Management Services Public Works Utilities Non-departmental $ $ APPROPRIATIONS General Admin Community Development Management Services Public Works Utilities Non-departmental Contingency 41,380 20,586 110,960 13,220,324 642 79,327 13,473,219 21,442 8,140,621 43,055 8,824 10,200 21,643 10,000 8,255,785 STORMWATER TOTAL APPROPRIATIONS Mgmt Srvcs Pub Wks 0.10% 0.50% Non-dept 0.30% Non-dept 0.6% Annual Financial Plan $ $ Utilities 0.0% Mgmt Svcs 0.8% Fees/Chgs 1.0% Stormwater Rev 12.3% Total revenues/other resources include transfer of $6.8 million from the general fund for the Rio de Flag project. Total appropriations of $8.3 million include the operational components of NPDES implementation, general drainage maintenance, and the Rio de Flag including related parking. AIRPORT TOTAL APPROPRIATIONS Pub Works 98.1% Interest 0.2% Comm Dev 98.50% Comm Dev Gen Admin 0.3% 0.2% 18 Utilities 0.10% Cont'gcy 0.20% Gen Admin 0.30% City of Flagstaff through revenue transfers, and the County, through Library District Taxes. FIVE-YEAR PROJECTIONS BY FUND 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. HIGHWAY USER 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. 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 2007 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. 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. ECONOMIC DEVELOPMENT This fund is balanced with ongoing revenues from BBB taxes and General Fund transfers. Ongoing expenditures support a number of efforts focused on business attraction, retention, and work force development. The five-year projections are located in the Financial Summary section, Schedule 11. The following narratives present the highlight of the forecasts by funds: TOURISM This fund is balanced with ongoing revenues from BBB taxes and ongoing expenditures related to tourism promotion and visitor center services. Based on revenue growth, this fund can maintain existing operations levels. GENERAL 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. 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. 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. 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 LIBRARY The five-year plan for Library shows the ability to fund ongoing operations costs with funding from the City, Annual Financial Plan 19 City of Flagstaff 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. City owned cemetery. Expenditures will not be budgeted until fund balance is adequate enough to pay for ongoing expenditures. CAPITAL PROJECTS BOND 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. This fund is 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 scheduled to coincide with the retirement of other debt so the overall secondary property tax rate does not increase. 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. METRPOLITAN PLANNING ORGANIZATION AIRPORT This fund in used for transportation planning grants. It is currently estimated that grant revenues will remain consistent throughout the next five years. Some work is performed for internal customers and allocated through charge-outs. 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 Fund also makes a transfer to the Airport Fund to cover the match portion of capital grants awarded. 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 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. ENVIRONMENTAL SERVICES This enterprise fund is self-sustaining through user fees. The five-year projection includes a rate increase for FY 2008, which coincides 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. 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 and to self-fund capital improvements and increase inspection efforts as required by NPDES. Rates will continue to be increased annually from FY 2008 to 2011. SPECIAL ASSESSMENT BOND This fund is set up for repayment of bonds issued for special assessment district. The City currently has one such district which will be paid in FY 2010. PERPETUAL CARE This fund is currently used for the tracking of contributions related to long-term maintenance at the Annual Financial Plan 20 City of Flagstaff PRIMARY PROPERTY TAX FIREMEN’S PENSION This fund is maintained to pay eligible volunteer firemen monthly benefits. There are currently three beneficiaries who intend to distribute all proceeds in FY 2008 and close the fund. FY: 01-02 02-03 03-04 04-05 05-06 06-07 07-08 REVENUES Historical Trend Information for Select Revenues % CHANGE 7.8% 7.4% 1.5% 9.4% 14.4% 6.1% 6.0% PRIMARY PROPERTY TAX GENERAL FUND MILLIONS 5.0 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. 4.0 3.0 2.0 1.0 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. 02 03 04 05 06 07 08 FISCAL YEAR ACTUAL 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 previously 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 was subsequently approved in the November general election. This change decreased the City’s ability to assess property tax dramatically. Annual Financial Plan AMOUNT 3,033,114 3,258,732 3,307,485 3,618,849 4,141,281 4,392,959 4,656,831 EST ACTUAL BUDGET 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 $24 million dollars to the assessed valuation for FY2008 and accounts for 4% of the increase. 21 City of Flagstaff retail with both the Flagstaff Mall expansion and the Auto mall projects completed by mid-year. CITY SALES TAX (TRANSACTION PRIVILEGE TAX) Legal Authority: City Code, Title 3, Chapter 5, (Ordinance 1491) STATE SALES TAX Tax currently sunsets 2014. Legal Authority: Arizona Revised Statutes Section 42 1341 (D) 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. 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 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: 01-02 02-03 03-04 04-05 05-06 06-07 07-08 AMOUNT 11,135,228 11,500,467 11,917,786 12,500,038 14,054,056 14,700,000 16,785,426 % CHANGE 7.0% 3.3% 3.6% 4.9% 12.4% 4.6% 14.2% The sales tax revenue projected for FY 2008 reflects the continued economic rebound at the state level. STATE SALES TAX FY: 01-02 02-03 03-04 04-05 05-06 06-07 07-08 CITY SALES TAX REVENUES 15.0 % CHANGE -17.1% 1.5% 7.6% 10.1% 15.4% 5.5% 5.9% 13.0 STATE SALES TAX 11.0 7.0 9.0 7.0 02 03 04 05 06 07 MILLIONS MILLIONS 17.0 AMOUNT 4,076,034 4,136,724 4,449,982 4,900,116 5,652,335 5,965,050 6,314,381 08 FISCAL YEAR ACTUAL EST ACTUAL BUDGET 6.0 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. 02 03 04 05 06 07 08 FISCAL YEAR ACTUAL EST ACTUAL BUDGET 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. 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 2007 was driven by increases in construction, tourism, retail sales, and the change in deductions noted above. Construction remains strong, primarily in residential. The revenue projection for FY 2008 anticipates larger increases in Annual Financial Plan 22 City of Flagstaff STATE INCOME TAX (REVENUE SHARING) FRANCHISE TAX Legal Authority: Arizona Revised Statutes Section 43 244 (B) Legal Authority: Flagstaff Charter and City Code Article XII 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. 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. NPG: Resolution 2006-72 (expires 12-31-2016). The FY 2002 reduction is a direct result of the 2000 Census count, which was 10,000 less than previously projected. The growth rate for Franchise Tax revenue in FY 2008 is due to the renegotiated contract with NPG Cable. 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, NPG Cable, MCI, US Sprint, and Central Corp; these entities are currently taxed at 2% except NPG Cable that is taxed at 5%. FRANCHISE 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 decrease. The League of Arizona Cities and Towns provides the revenue estimates for FY 2008. The increase in FY 2008 is due to Flagstaff’s relative population has increased in comparison to the rest of the state. FY: 01-02 02-03 03-04 04-05 05-06 06-07 07-08 AMOUNT 1,790,846 1,783,098 1,957,830 1,925,231 1,947,699 2,186,772 2,285,177 FRANCHISE TAX STATE INCOME TAX AMOUNT 5,526,159 5,557,918 4,777,145 4,918,476 5,655,642 6,771,938 8,616,976 2.4 % CHANGE -14.1% 0.6% -14.0% 3.0% 15.0% 19.7% 27.2% MILLIONS FY: 01-02 02-03 03-04 04-05 05-06 06-07 07-08 % CHANGE 6.0% -0.4% 9.8% -1.7% 1.2% 12.3% 4.5% 2.2 2.0 1.8 1.6 1.4 1.2 1.0 02 03 04 05 06 07 08 FISCAL YEAR STATE INCOME TAX ACTUAL EST ACTUAL BUDGET 9.0 MILLIONS 8.0 7.0 6.0 5.0 4.0 3.0 2.0 02 03 04 05 06 07 08 FISCAL YEAR ACTUAL Annual Financial Plan EST ACTUAL BUDGET 23 City of Flagstaff FINES & FORFEITURES AUTO IN LIEU TAX Legal Authority: Arizona Revised Statutes, Rules of Criminal Procedure City Code, Title 1, Chapter 15, Section 8 Legal Authority: Arizona Revised Statutes Section 28 1591 (c) 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. 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. The increase in FY 2006 was due to the inception of the FARE program. Fiscal years 2007 and 2008 reflect normalized collections. Revenues have been steadily increasing due to the recent sales boosts in auto sales due to 0% financing and other offered incentives. FINES & FORFEITURES FY: 01-02 02-03 03-04 04-05 05-06 06-07 07-08 AMOUNT 931,950 1,042,133 984,492 1,069,562 1,332,101 1,034,885 1,045,672 % CHANGE 5.7% 11.8% -5.5% 8.6% 24.5% -22.3% 1.0% AUTO IN LIEU TAX FY: 01-02 02-03 03-04 04-05 05-06 06-07 07-08 1,100 AUTO IN LIEU TAX 950 800 650 500 % CHANGE -5.7% 31.9% 2.1% 1.4% 7.9% -2.1% 2.0% 3.0 THOUSANDS THOUSANDS FINES & FORFEITURES AMOUNT 1,803,900 2,378,467 2,427,367 2,461,425 2,655,653 2,601,000 2,653,020 02 03 04 05 06 07 08 FISCAL YEAR ACTUAL EST ACTUAL 2.5 2.0 1.5 1.0 0.5 0.0 BUDGET 02 03 04 05 06 07 08 FISCAL YEAR ACTUAL Annual Financial Plan 24 EST ACTUAL BUDGET City of Flagstaff BBB FUNDS HIGHWAY USER REVENUE FUND BED, BOARD & BOOZE TAX HIGHWAY USER TAX Legal Authority: Ordinance 1902, Approved by voters March 1996, extended by vote to March 31, 2013. Legal Authority: Arizona Revised Statutes Section 28 1598 (B.4), (For method of distribution see ARS 28-1598 (D.3) BBB FY: 01-02 02-03 03-04 04-05 05-06 06-07 07-08 AMOUNT 3,817,028 3,826,975 4,072,344 4,317,063 4,463,359 4,657,883 5,768,845 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. % CHANGE 1.8% 0.3% 6.4% 6.0% 3.4% 4.4% 23.9% BED, BOARD & BOOZE TAX HURF 6.0 FY: 01-02 02-03 03-04 04-05 05-06 06-07 07-08 MILLIONS 5.5 5.0 4.5 4.0 3.5 3.0 01 02 03 04 05 06 07 08 AMOUNT 7,771,416 7,408,116 6,975,351 7,171,383 7,436,000 7,659,080 8,083,215 % CHANGE -2.5% -4.7% -5.8% 2.8% 3.7% 3.0% 5.5% FISCAL YEAR HIGHWAY USER TAX 9.0 MILLIONS 8.5 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. 7.5 7.0 6.5 6.0 01 02 03 04 05 06 07 08 FISCAL YEAR ACTUAL 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 2008 reflects an increase of 23.9% as tourism increases in Northern Arizona. Annual Financial Plan 8.0 EST ACTUAL BUDGET 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 continues to experience an increase in HURF revenues. FY 2007 saw a 3% growth and a growth of 5.5% is anticipated in FY 2008. 25 City of Flagstaff LOCAL TRANSPORTATION ASSISTANCE TRANSPORTATION TAX Legal Authority: Arizona Revised Statutes Sections 5 522, 40 - 1101, and 40 – 1102 Legal Authority: Resolution 2004-48, approved by voters May 2000. 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. 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%. Anticipated increased revenues are due to the expansion of the Flagstaff Mall. 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, and will remain static. TRANSPORTATION TAX FY: 01-02 02-03 03-04 04-05 05-06 06-07 07-08 LTAF FY: 01-02 02-03 03-04 04-05 05-06 06-07 07-08 AMOUNT 300,246 315,026 313,868 313,843 300,246 300,246 300,246 % CHANGE -16.8% 4.9% -0.4% 0.0% -4.3% 0.0% 0.0% MILLIONS THOUSANDS 400 350 300 250 200 150 02 03 04 05 06 07 Annual Financial Plan EST ACTUAL 10.0 9.5 9.0 8.5 8.0 7.5 7.0 6.5 6.0 02 03 04 05 06 07 08 FISCAL YEAR 08 ACTUAL FISCAL YEAR ACTUAL % CHANGE 15.9% 6.7% 9.5% 9.3% 4.5% 6.0% 10.2% TRANSPORTATION TAX LTAF (LOTTERY) 100 AMOUNT 6,190,449 6,602,604 7,228,565 7,898,607 8,251,863 8,746,589 9,638,202 EST ACTUAL BUDGET BUDGET 26 City of Flagstaff ENTERPRISE FUNDS WASTEWATER SERVICE CHARGES WATER SALES Legal Authority: City Code, Title 7, Chapter 2, Section 39 Legal Authority: City Code, Title 7, Chapter 3, Section 11 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 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. WATER FY: 01-02 02-03 03-04 04-05 05-06 06-07 07-08 AMOUNT 9,880,753 9,537,409 9,511,860 9,268,194 9,727,199 10,212,526 10,763,082 % CHANGE -2.3% -3.5% -0.3% -2.6% 5.0% 5.0% 5.4% WASTEWATER WATER SALES FY: 01-02 02-03 03-04 04-05 05-06 06-07 07-08 MILLIONS 11.0 10.0 9.0 8.0 7.0 6.0 02 03 04 05 06 07 08 FISCAL YEAR ACTUAL EST ACTUAL AMOUNT 5,767,577 5,796,821 5,716,062 5,664,796 5,773,014 6,297,900 6,903,584 % CHANGE -2.4% 0.5% -1.4% -0.9% 1.9% 9.1% 9.6% WASTEWATER (SEWER) CHARGES 7.0 BUDGET MILLIONS 6.5 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. 5.5 5.0 4.5 4.0 02 03 04 05 06 07 08 FISCAL YEAR ACTUAL EST ACTUAL BUDGET The revenue projections include a 2.0% factor due to population and consumption changes. A rate increase has been approved for FY 2008. This is a result of issuing voter approved debt for the Wildcat Plant upgrade. The decrease in FY 2002 through FY 2005 is because of water restrictions due to a drought year. A rate increase has been approved for FY 2008 which was based on utilities rate model and debt issues to cover voter approved projects. Annual Financial Plan 6.0 27 City of Flagstaff ENVIRONMENTAL SERVICES AIRPORT Legal Authority: City Code, Title 7, Chapter 4, Sections 8-9 Legal Authority: City Code,Title 8,Chapter 6,Sections 1-8 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. 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. The increases from FY 2002 through FY 2008 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. ENVIRONMENTAL SERVICES FY: 01-02 02-03 03-04 04-05 05-06 06-07 07-08 AMOUNT 6,666,886 7,680,008 8,200,102 8,833,909 9,666,478 9,617,577 10,061,827 % CHANGE 29.6% 15.2% 6.8% 7.7% 9.4% -0.5% 4.6% AIRPORT FY: 01-02 02-03 03-04 04-05 05-06 06-07 07-08 ENVIRONMENTAL SERVICES REVENUES 11.0 AIRPORT REVENUES 9.0 1,300 8.0 THOUSANDS MILLIONS 10.0 7.0 6.0 5.0 % CHANGE 4.3% 10.2% 2.4% 8.2% 16.6% 6.4% 0.2% AMOUNT 834,941 919,915 941,623 1,019,147 1,188,512 1,264,725 1,267,164 02 03 04 05 06 07 08 FISCAL YEAR ACTUAL EST ACTUAL 1,100 900 700 500 BUDGET 02 03 04 05 06 07 08 FISCAL YEAR ACTUAL The increase in revenues for FY 2008 represents expected increases related to residential and commercial collection from prior years. A rate increase for FY 2008 is planned however it is not yet budgeted. Final rates are to be determined. Annual Financial Plan 28 EST ACTUAL BUDGET City of Flagstaff 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. STORMWATER STORMWATER FY: 01-02 02-03 03-04 04-05 05-06 06-07 07-08 AMOUNT 483,090 535,819 540,495 999,374 1,056,491 % CHANGE 0.0% 0.0% 0.0% 10.9% 0.9% 84.9% 5.7% 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 was updated in FY 2007 which resulted in an increase in user fees. This fee also includes a new water resource impact fee. THOUSANDS STORMWATER REVENUES 1,100 900 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. 700 500 300 02 03 04 05 06 07 08 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 commercial and residential customers. The first year of implementation was FY 2004 with a rate of $.53 per ERU. The FY 2007 estimated revenue increase of 84.9% is due to the new stormwater rate of $0.92 per ERU covers additional staff, additional costs related to the mandated NPDES permit activities, and a proposed Drainage Spot Improvement Program. The FY 2008 approved rate is $1.02 and will be increased by $.10 per year until FY 2011 when rate will be set at $1.30. BBB projects will have a significant impact on operating budget requirements. Streetscape and FUTS trail maintenance will require an ongoing level of effort to 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. CAPITAL BUDGET RELATIONSHIP BETWEEN AND CAPITAL BUDGET CAPITAL IMPROVEMENT PLAN OPERATING 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. 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. The operations and maintenance of major capital facilities and infrastructure can significantly impact the operating budget and, must be considered prior to 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 Annual Financial Plan 29 City of Flagstaff needed for engineering plans, specifications, and rightof-way acquisition. FY 2008 CAPITAL IMPROVEMENT PLAN The City budget for FY 2008 includes capital improvement projects totaling $144.1 million. This amount includes $33.2 million in carryover items that have been budgeted. Project funding is comprised of the following: $13.4 million in grants primarily for airport improvements, business incubator and beautification projects. $71.5 million in general obligation (G.O.) bonds and capital leases 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. $59.2 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. 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. You will find anticipated future operations and maintenance impacts as projects are completed in the Capital Improvement Project section of this budget book. 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 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. ƒ 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. ƒ 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. Annual Financial Plan 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. General Government – Seven projects are scheduled for FY 2008 for a total of $56.7 million. Projects included in this category are several of the projects authorized by voters in the May 2004 election. These include, Fire Fighting Facilities, an aquatic/multi-generational recreation center; and open space acquisition. Also included in this category is redevelopment land acquisition, a business incubator and The Aspen Place at Sawmill Development. 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 $22.5 million. HURF revenues fund $5.8 million of these projects with Transportation Tax funding $16.7 million. 30 City of Flagstaff BBB Funds – Projects include Beautification, Tourism and Recreation funding. These projects include MultiUse Path along Highway 180 and continuing our connectivity of FUTS Trails. This year Federal and State grants will provide funding of $1.1 million. 30 projects are scheduled at a budgeted cost of $6.4 million for FY 2008. CAPITAL PLAN IMPLICATIONS 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. Utilities Fund – Major projects for Water production and distribution include $7 million for future water rights acquisition and $4.5 million for water wells. Major projects for Wastewater plants and collection include $15 million for WC upgrade/reclaim extensions. 16 water projects and 17 wastewater projects are scheduled at a combined budget of $39.7 million for FY 2008. 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. Airport Fund – Four projects are scheduled at a budgeted cost of $11.2 million for FY 2008. The major project this year is the design for the Runway Extension and land acquisition. Utility Rate Structure: The Utility Rate Analysis was added in FY 2007. This rate model provides for major capital improvements, additional bond funding, and increased operating costs. A rate occurred in FY 2007 as a result of the updated Utility Rate Analysis. This increased fee also includes a new water resource impact fee. 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. Environmental Services Fund - This year’s CIP includes 6 projects for a total cost of $371,164. The largest project is the construction of a maintenance building at a cost of $175,000. Stormwater Fund – The Stormwater fund completed its third year of operations as a new utility fund for the City of Flagstaff. 3 projects are budgeted in this fund with a cost of $7.0 million in FY 2008. These projects include; drainage spot improvement and the Rio De Flag Drainage Project. 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. 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. Annual Financial Plan 31 City of Flagstaff 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 DEBT CAPACITY 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. 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. CURRENT DEBT POSITION 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. General Obligation Debt July 1, 2007 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, labor relations, and legal and political constraints evident in the organizational structure. Finally, assessment procedures are reviewed and property valuations are trended and analyzed. 20% Limitation (Water, Sewer, Lighting, Open Spaces, Recreation, and Fire Facilies Purpose Bonds) Assessed Valuation Allowable 20% Debt 20% Debt Outstanding Allowable Debt Margin $ $ $ 750,538,367 150,107,673 (43,860,000) 106,247,673 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. 6% Limitation (All Other General Obligation Bonds) Assessed Valuation Allowable 6% Debt 6% Debt Outstanding Allowable Debt Margin $ $ $ 750,538,367 45,032,302 (680,000) 44,352,302 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. Annual Financial Plan 32 City of Flagstaff DEBT SERVICE Schedule of Bonded Indebtedness-Current Debt Only At July 1, 2007, the total actual indebtedness is $99.7 million. FY 2008 annual debt payments are projected to be $14.4 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, open space, and Fire facilities as approved by voters in 2006. At the start of the fiscal year, July 1, 2007, the City's 20% general obligation debt of $43,860,000 is well below the legal limit of $150,107,673. The City's 6% general obligation debt of $680,000 is also well below the legal limit of $45,032,302. The following table illustrates the total actual indebtedness through the life for all currently outstanding debt. Annual Financial Plan FY 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 33 Principal 9,061,846 9,332,171 8,604,446 8,898,747 9,319,159 7,323,338 5,689,003 5,181,072 5,178,116 4,805,125 4,882,665 5,110,737 5,339,813 3,324,939 3,461,167 2,414,743 706,337 617,720 525,000 $ 99,776,144 Interest 4,312,107 3,902,408 3,507,261 3,158,525 2,788,347 2,390,183 2,071,900 1,819,854 1,593,216 1,342,641 1,125,069 897,763 659,659 418,717 285,082 148,816 65,255 36,932 17,220 $ 30,540,955 Total 13,373,953 13,234,579 12,111,707 12,057,272 12,107,506 9,713,521 7,760,903 7,000,926 6,771,332 6,147,766 6,007,734 6,008,500 5,999,472 3,743,656 3,746,249 2,563,559 771,592 654,652 542,220 $ 130,317,099 City of Flagstaff Annual Financial Plan 34 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 2008 is 18.4%. 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 indicated a rate increase for the next three years due to the initiation of voter approved bond projects. The fiveyear Environmental Services analysis indicated the rate increases are needed in the commercial and residential sectors 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 from FY 2007 to FY 2011 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 2008 proceeds are currently not scheduled. 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 35 City of Flagstaff to support both debt service requirements and operations. Council will review the financing program annually. DEBT PERFORMANCE 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: ƒ ƒ ƒ Financing will not exceed the useful life of the infrastructure improvement. 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 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. 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 Economic uncertainties Assurance against vagaries and uncertainties in the bond market Cash flow requirements (60 days operating revenues) Adequate contingencies 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. DEBT MANAGEMENT EXPENDITURE LIMITATION CONTROL The City will not pledge General Fund taxing authority to secure long-term debt except when marketability can be significantly enhanced. 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 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. 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 Annual Financial Plan 36 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, 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 Transportation, Beautification, Economic 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. 37 City of Flagstaff Local Transportation Assistance Funds (LTAF) will be used to fund a portion of the annual streets maintenance program. 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. 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. 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. 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. 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. 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. NON-RECURRING REVENUES 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. 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. 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. 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 Fund capital projects, debt service requirements are included in the rate projections. 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. 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. Annual Financial Plan 38 City of Flagstaff This year a three-option health insurance plan was offered to all employees in order to provide them the opportunity to make choices in the type of coverage and premiums that best met their needs. NAPEBT also funded a “wellness program” in an effort to control costs. ISSUES AND UPDATES PERSONAL SERVICE COSTS PAY PLAN The premium increase for health insurance this year is 5.29%. This is well below national trend for plans similar to the City’s, which is approximately 14%. One of the reasons NAPEBT is below trend is that NAPEBT is operating under an administrative contract which has provided the NAPEBT Trustees more flexibility in managing costs. In addition there has been more emphasis in educating employees through the “wellness” initiative. However, cost will continue to increase in the future due to prescriptions, technology, cost shifting based on government regulations, etc. as well as plan utilization (claims). The FY 2008 budget includes a market adjustment of 2% to the City’s pay plan for classified employees. The cost of the market adjustment is approximately $613,000 to all funds. This adjustment is based on a market analysis, which included the same markets as identified in previous surveys. The market data includes local, private and public sector information. The EAC supported this recommendation. In addition, the average merit that classified staff will be eligible for is 3.2% costing approximately $610,000. The exempt employee pay plan has not changed; it is still open range which means exempt employees do not receive an automatic market adjustment; and any pay increase is based on performance. Exempt employees will be eligible to receive on average a 5.2% merit increase. The total salary cost for merit increases for exempt employees is estimated to be $715,000 to all funds. FY 2008’s budget reflects the continuation of the City of Flagstaff paying the full premium for the employee and keeping the subsidy for dependent health insurance at its current rate of $314.00 per month. This increase was recommended by the Compensation Committee and supported by EAC. For FY 2008 the total budget for employee only health insurance is $4.1 million dollars, which is an increase of 8.3% to all funds. The total cost of the dependent subsidy to the City is $1.2 million which is an approximate increase of 17.3 % compared to last year. 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. A salary survey for all Assignment Pays was conducted this year and a 5% adjustment was made. The cost to all funds is approximately $20,000. Employees who do not elect dependent health insurance coverage are eligible for $60 per month in their deferred compensation. This in an increase of $10 per month and the cost to all funds is approximately $48,000. The Civil Attorney and Prosecutor positions in the Legal Department will be broad banded July 1, 2007, in order to increase productivity and efficiency as well as compensating employees for the added value they bring to the division. Dental insurance premiums, both employee only and dependent, resulted in a rate increase of approximately 4%. The City pays 100% of employee coverage and employees pay 100% for dependent coverage. No plan design changes were made for FY 2008. HEALTH INSURANCE RECLASSES, RERANGES, RETITLES, REZONES Fiscal year 2008 begins the fifteenth 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. 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 Human Resources Division then conducts an audit and evaluates the request utilizing Decision Band Method (DBM) methodology. This is the first year the Board of Trustees for NAPEBT have been operating under an administrative services contract, which a modified form of a self insured plan. This change was made in an effort to manage the continued increase in health insurance costs while still providing a competitive health package. Annual Financial Plan 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. 39 City of Flagstaff The audit can also show that the position is properly classified and/or titled and that no changes are needed. 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. 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 2008 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, 2007. 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 affects all employees in the classification, including single incumbent classifications. Some instances may include a title change. Human Resources received a total of 23 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. 4. REZONE – An individual within a broadband may be move to a higher-level zone within the broadband based on the employee’s performance. RERANGES Old Position Classification Old Range New Title New Range No. of Employees Effected Environmental Services Operation Manager 15 No Change 16 1 Contract Specialist 9 Senior Procurement Specialist 10 1 Application Specialist 8 Application Specialist II 9 1 Senior Buyer 9 Senior Procurement Specialist 10 2 Parks and Recreation Manager 16 Parks and Recreation Director 17 1 Network Administrator 9 Senior Network Administrator 12 1 Assistant Fire Chief 17 Deputy Fire Chief 18 2 Environmental Code Enforcement Officer 7 Environmental Code Specialist 9 1 Revenue Collector 7 Collections Specialist 8 1 Associate Planner 9 Community Planner I 12 1 B31 1 Plant Technician - MSW Annual Financial Plan SB1 Maintenance Specialist 40 City of Flagstaff REZONES Current Job Title Old Zone New Job Title New Zone No. of Employees Effected Administrative Specialist 1 No Change 2 1 Administrative Specialist 2 No Change 3 1 Administrative Assistant 1 No Change 2 4 Administrative Assistant 2 No Change 3 1 Development Case Manager 1 No Change 2 1 Development Case Manager 2 No Change 3 1 Water Service Specialist 2 No Change 3 1 REORGANIZATIONS Three mid-year reorganizations were implemented during FY 2007: (1) Community Investment Division The purpose of the reorganization was to reduce the number of direct reports to the Director and streamline processes and create efficiency. This resulted in creating four sections: Housing, Redevelopment, Community Code Administration, and Planning and Community Design. (2) Facilities Maintenance -This reorganization resulted in a Maintenance Worker II HVAC/Electrical and a Maintenance Worker IIICarpenter/Plumber providing an increase in employee skill/knowledge base, a reduction of outsourcing and promotional opportunities for employees. (3) Environmental Services - The Solid Waste Collection and Disposal and Environmental Management were split into two sections with the Sustainability Program moved under Environmental Management. The name of Environmental Management was changed to Sustainability and Environment Management Division. (2) IT Division - The reorganization of this Division will result in the operational side of the division being restructured and splitting the Operations Team into Network and Systems and Applications so that here are now four sections: GIS, Support, Network and Systems and Applications. This change would add clarity and streamline processes. (3) Courts – The major changes to this reorganization is the addition of another Deputy Court Administrator so that there are now three: Operation, Judicial Enforcement, and Court Services. It also creates two Court Supervisors one for the financial side and one for the services side. In addition a Jury Services Specialist position will be created and the Administrative Assistants will be changed to Judicial Services Specialists. This will address the increasing complexity of the cases, the changes in automation, specifically moving to Arizona Case Management System (CMS), integration of systems (new Electronic Court), and the Electronic Document Management System is being integrated with the CMS and will significantly change the way the court handles files. In addition there is new required training for court staff as well as Evidence Based Sentencing which will result in significant changes to post conviction requirements. This reorganization increases overall FTE’s by 0.83. The major reorganizations that will be implemented during FY 2008 are: (1) Public Works - The major change to this reorganization is to reduce the number of direct reports to the Public Works Director and create an Assistant Public Works Director similar to how the Utilities Department is organized. In addition a Parks Supervisor job has been created to assist in the day-to-day operation in the Parks Division. In Fleet Services two Mechanic III, Lead Worker positions were created in an effort to increase employee skill/knowledge base and provide promotional opportunities. The Environmental Services –Collections/Landfill Division re-organized all the administrative assistants and specialists so that all five of them would all report to an Administrative Supervisor. Annual Financial Plan POSITION ADDITIONS/DELETIONS In preparing budget requests for FY 2008, 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 review of the Personnel Table of Organization (see Appendix Section), provides complete detail, including 41 City of Flagstaff in economic development. Also, the City is anticipating the need for a Downtown Parking District and should that become a viable work program in FY2008, a Downtown Manager position will be filled. staffing request changes that are reclassification requests and transfers of personnel between divisions to accommodate changing program needs. A total of 64.7 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. Community Improvement (0.25) Ten additional hours per week of a traffic engineering intern have been added to assist with ongoing needs. Police (7.0) Six officers are being added to create an additional squad within the City to address increased response needs. An additional detective position has been added to address growing concerns with property crime and this position cost will be offset through the implementation of a new fee. PERSONNEL IN EACH FUNCTION CATEGORY 5 YEAR HISTORICAL TREND Public Safety 300.00 Public Works 250.00 Parks (3.25) Two FTE permanent and 0.83 FTE temporary time has been added to address growing maintenance needs for expanded inventory in the streetscape improvements. In addition, 0.36 FTE temporary time has been added to address a similar need for FUTS maintenance. The Parks Division is also adding approximately 125 hours per year for snow removal. Mgmnt Services 200.00 150.00 General Admin 100.00 Utilities 50.00 Community Dev 0.00 2004 2005 2006 2007 2008 Employees per 1000 Population 1980 1985 1990 1995 2000 2005 Population 34,743 38,247 45,857 52,701 52,894 62,371 Employees 422 470 527 612 685 875 Emp/Pop 12.1 12.3 11.5 11.6 13.0 14.0 Facilities (2.0) A Maintenance Worker II position is being added for specific assignment to the Aquaplex. A second Maintenance Worker II has been added that will have specialized expertise as an Electrician. Cemetery (2.19) The Cemetery is adding temporary staff on a one-time basis to work on an irrigation installation. City Employees per 1,000 Population 2005 14.0 1995 11.6 1990 11.5 1985 Library (4.01) 3.5 FTE’s permanent staff and 0.51 temporary staff hours have been added to address expanded needs at both the Flagstaff libraries and the branch libraries located throughout Coconino County 12.3 12.1 1980 0.0 Recreation (26.15) 2.0 FTE permanent staff and 24.15 temporary staff are being added for specific assignment to the Aquaplex. 13.0 2000 5.0 10.0 15.0 MPO (0.13) An additional 5 hours intern time per week has been added to facilitate a number of tasks as related to program management. * Estimated census per Arizona Department of Economic Security Increased Service Levels: Staffing increases that are related to new programs include: City Attorney (2.0) The City is adding a Senior Assistant City Attorney to address ongoing demand for contractual review, code development and other needs as directed by Council. A Prosecutor position is being added to handle anticipated increases in Driving Under the Influence (DUI) cases due to legislative changes. HURF (2.5) 2.5 FTE temporary staff have been added to address drainage clearance during the spring and summer seasons. This effort will be funded through a transfer from the Stormwater fund. Convention and Visitor’s Bureau (1.0) One full time permanent Marking Manager position has been added to address the growing need to respond to the growth in requests and outreach in the tourism industry. Community Investment (4.0) Two positions are being added to the Housing Division to address citywide issues in affordable housing and the administration of the growth in current programs. In addition, a Business Attraction Specialist is being added to supplement efforts Annual Financial Plan Maintaining Service Levels: Purchasing (1.5) The Purchasing division is adding 0.5 FTE to the Warehouse to provide coverage and is 42 City of Flagstaff Fleet (1.0) A Parts Specialist position has been added to maintain needs as evidenced through the overall growth in Fleet. adding 1.0 FTE Buyer to maintain timely response and updates to current contracts or other purchasing needs. Finance (1.0) The Finance department is adding 1.0 FTE Accountant II to meet current demands as dictated by both operational and capital growth. Court (0.25) Ten hours per week of Magistrate Pro Tem has been added to deal with a growing case load. Streets (1.06) The Streets Division is adding 1.0 FTE Equipment Operator I to assist with increasing maintenance to the City street inventory and approximately 125 hours per year is added to address snow removal needs on these same streets. Development Services (1.0) The City continues to experience high growth in the commercial sectors so an additional Plans Examiner is needed. Fire (1.0) A 1.0 Also in response to citywide growth, an additional position has been added to address fire prevention code issues. Water/Wastewater (1.25) One Maintenance Service Worker position has been added at the Lake Mary Water Treatment Plant and ten hours (0.25 FTE) per week has been added to assist with greater demands on Customer Service. Police (3.0) Two positions have been added to address greater response needs within dispatch services. In addition, a position has been added as a Property Control Coordinator to help track City property as retained by the Police Department. Airport (0.5) A current temporary employee will be increased to full time to address growing maintenance needs on existing runways. Annual Financial Plan 43 City of Flagstaff Annual Financial Plan 44 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 Administration Purchasing Mail Services Warehouse Property Management Financial Services Copy Center Management Services Information Systems Finance Sales Tax & Licensing Public Works Admin. Public Facilities Maintenance Mechanical Shop Community Devel Admin Development Services Community Improvements Community Investments Contributions Total General Fund CENTRAL SERVICE $ $ $ 21,441 1,453,836 2,690,712 1,628,852 685,778 3,555,790 10,014,968 2,437,311 124,126 374,713 150,184 475,268 355,085 98,586 132,055 35,160 30,298 67,816 75,685 22,882 363,896 241,647 431,316 591,993 138,382 477,580 69,816 61,736 2,516,326 112,650 714,449 279,904 10,014,968 GENERAL 001 $ $ 3,746 $ 3,620 238,262 865,988 259,130 164,641 339,128 $ 1,867,149 $ $ (221,849) 307,386 600,216 502,681 59,148 501,222 $ 1,970,653 52,327 5,092 43,954 4,449 22,590 3,615 132,027 256,235 90,815 23,604 41,956 17,192 600,216 75,865 71,021 1,970,653 100,911 2,182 2,811 21,132 20,396 939 148,371 48,496 61,106 1,157 96,206 3,286 65,149 304,785 561,203 68,502 33,832 1,867,149 13,396 751 6,838 1,114 22,099 56,133 14,571 119,875 503 24,726 22,965 10,130 467,256 $ 120,593 24,726 92,803 120,378 108,756 $ 467,256 318,142 36,194 118,367 32,096 84,323 50,399 22,201 UTILITIES 201 204,060 32,734 91,977 27,447 76,134 26,022 16,682 HURF 040-044 64,739 10,922 47,045 9,202 25,524 29,216 9,606 LIBRARY 030 City of Flagstaff, Arizona FY2008 Full Cost Plan Analysis of Fund Allocation by Service $ $ $ 10,200 21,442 70,073 43,055 8,824 25,415 168,809 1,083 722 10 3,337 1,123 600 6,875 36,180 8,403 421 13,642 56,431 3,772 6,175 168,809 13,661 1,807 9,234 1,511 4,192 4,937 1,568 STORMWTR 210 $ $ $ 642 41,380 10,673 110,960 128,239 89,240 380,492 7,340 2,086 792 2,952 423 13,593 64,432 32,935 88,923 34,601 4,715 10,673 9,913 8,823 380,492 65,777 4,727 16,047 3,971 11,018 7,317 3,027 AIRPORT 270 $ 182,200 186,315 61,399 264,823 253,845 358,547 $ 1,124,929 $ 16,980 768 62,854 63,045 93,096 45,828 100,930 47,375 105,540 61,399 57,027 30,792 1,124,929 40,191 1,981 2,934 243,588 27,140 90,546 22,849 63,382 9,538 ENVIRON. SERVICES 280 $ - 2,369,214 4,323,787 2,902,304 1,420,853 4,978,098 $ 15,994,256 $ 347,303 47,223 81,550 96,734 146,564 30,341 749,715 609,423 833,078 710,088 424,441 733,076 263,336 61,736 3,531,767 730,284 952,493 440,677 15,994,256 3,347,278 237,650 747,929 247,260 739,841 472,976 161,208 TOTAL $ $ 915,378 1,633,075 1,273,452 735,075 1,422,308 5,979,288 909,967 113,524 373,216 97,076 264,573 117,891 62,622 215,248 12,063 51,252 28,918 70,879 7,459 385,819 367,776 401,762 118,095 286,059 255,496 193,520 1,015,441 617,634 238,044 160,773 5,979,288 TOTAL CHARGED OUT - GF COST ALLOCATION FLEET MANAGEMENT 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, 2006. 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. Fleet Management is dedicated to sustaining Flagstaff’s resources by providing vehicles and equipment that maximizes fuel resources that preserves the environment for the Citizens of Flagstaff. Fleet Management has set the goals of: ƒ Preserving the environment ƒ Purchasing environmentally compatible vehicles ƒ Improving fuel efficiency ƒ Conserving resources ƒ Downsizing vehicles ƒ Reducing green house emissions by using alternative energy ƒ Rotating under-utilized vehicles Each piece of equipment submitted for review is evaluated by the Fleet Superintendent and fleet staff. Units are forwarded to the Fleet Review Committee that is comprised of a few supervisors and line workers familiar with equipment use and application. Based on the evaluated vehicle physical condition, fiscal year-todate costs, and probability of major component failure, units are recommended for retention or replacement. Recommendations are determined by Fleet Review Committee using strict budget funds and guidelines. This past fiscal year the Fleet committee had a very busy year. Some of the major accomplishments that occurred: ƒ ƒ ƒ METHODOLOGY ƒ 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. ƒ 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. Annual Financial Plan ƒ 45 Updated the five-year plan by incorporating replacement data from the H.T.E. fleet system. Provided hands-on-computer training to the Fleet Review Committee on accessing the H.T.E. fleet system for information. Updated vehicle replacement criteria to extend vehicle useful life to maximize financial resources. Purchased twelve hybrid vehicles this year, eight Ford Escapes and four Toyota Prius’. Reviewed 38 vehicle replacement requests, forwarded 35 on them to the Fleet Review Committee that were approved along with 11 new additions. o The police department received a new prisoner transport. o Utilities received two new vactors o Streets received three new dump trucks. o Environmental Services received three top loaders, four automated side loaders, two roll offs, and one rear loader ordered. o Parks will receive two replacement skid steer loaders. o The fire department will receive a Quint aerial truck, a heavy duty rescue vehicle and replacement pumper Continued to monitor practical vehicle utilization and rotation. City of Flagstaff ƒ Water 1 ½ ton utility trucks will have diesel engines. ƒ All ¾ ton and larger trucks will have diesel engines. FLEET FISCAL YEAR 2008 REPLACEMENTS DIVISION 22 POLICE HYBRID COMPACT FWD SUV COMPACT 4X4 P/U EXT CAB ANIMAL POLICE SEDANS (6) 26 PARKS 3/4 TON PICKUP WITH UTILITY 1 TON DUMP 4X2 DUEL R WHEEL 3/4 TON DIESEL PICKUP 3/4 TON DIESEL PICKUP 3/4 TON DIESEL PICKUP CROWN VIC SEDAN * 29 FACILITIES MAINTENANCE COMPACT 4X2 PICKUP 66 NON-DEPARTMENTAL HYBRID SEDAN HYBRID COMPACT SUV TOTAL GENERAL FUND FLEET 32 STREET MAINT. & REPAIR 10 WHEEL DUMP 10 WHEEL DUMP 5 YARD LOADER TOTAL HURF FLEET AMOUNT DIVISION 47 LK MARY WATER TREATMENT PLANT 1 TON FLATBED 48 CUSTOMER SERVICE COMPACT 4X4 PICKUP EXT CAB COMPACT 4X4 PICKUP EXT CAB 49 WATER DISTRIBUTION COMPACT 4X4 PICKUP EXT CAB 1 TON F 450 4X4 UTILITY WITH CRANE 53 WASTEWATER TREATMENT PLANT FORKLIFT 1 TON UTILITY 4X4 WITH CRANE 1 TON UTILITY 4X4 WITH JET RODDER $ 26,500 19,500 141,000 31,000 50,000 24,000 17,500 17,500 - TOTAL UTILITIES FLEET 26,000 27,500 397,400 200,000 200,000 366,000 766,000 Proposed objectives for FY 2008 include: ƒ ƒ 19,500 19,500 19,500 65,000 27,000 65,000 80,000 20,000 20,000 125,000 246,000 246,000 195,000 60,000 175,000 230,000 195,000 209,500 1,721,500 TOTAL FLEET REPLACEMENTS 3,209,400 ƒ ƒ 46 324,500 41 ENVIRONMENTAL SERVIC 1/2 TON 4X4 PICKUP 1/2 TON 4X4 PICKUP WATER TENDER AUTOMATED SIDELOADER AUTOMATED SIDELOADER RESIDENTIAL SIDELOADER BIN MAINTENANCE TRUCK ROLL OFF TRUCK TOPLOADER TOPLOADER TOPLOADER TOTAL ENVIRONMENTAL SERVICES FLEET ƒ Purchase hybrid vehicles and diesel pickups for approved replacement units if appropriate for user needs. Monitor maintenance and operations costs for fleet hybrid vehicles for comparisons to gasoline vehicles. Encourage fuel economy and efficiency with recommendations to down size vehicles appropriate for users’ job performance. Annual Financial Plan 29,000 16,900 * RETAIN P3069 ƒ AMOUNT Continue to analyze vehicle utilization and rotation recommendations to attain required miles/age criteria. Continue training for the Fleet Review Committee in accessing the H.T.E. fleet information system. Provide training to Fleet Services’ technicians to service and maintain hybrid vehicles. City of Flagstaff FIVE-YEAR IT PLAN E-Government $40,000 The City of Flagstaff’s short term IT plan focuses on continuing a 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. The City has completed the implementation of online utility billing access, and is in the process of implementing employee web access to payroll, online vendor registration, and a new web based integrated applicant/ tracking system. The committee will continue to consider additional e-government opportunities. Items to consider New Hardware/Software and Upgrades $2,153,619 • • Monies used for upgrading existing software to newest versions and/or ensuring we are properly licensed. New software purchases funded from these funds may include AutoCAD, Visio system and modules for enhancing existing applications. • • • • • • • Creation of IT plan E-Government initiatives, completion of click2gov applications. Build-out with NPG, and redundancy. Examination of permitting system options. Completion of aerial imagery of the city and surrounding area. Update of digital data standards for submission to the City. Continuation of disaster recovery planning. Plan for city-wide imaging solution. Data sharing with public and private agencies. 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 to accommodate a new system. This is based on what other cities have spent for new systems. Staff will continue look to purchase and implement a new system in FY2008. FY2008 Acquisitions The existing Kiva module is in need of a major upgrade. In working IT, staff will explore whether KIVA/Acela is the product for the City or whether a better alternative is available. The city has allocated $50,000 for start this process. The city is also exploring a automated time entry system for the City. Funds are allocated for training on the attorney “Damien” system, as system used by the judicial system in Flagstaff for tracking cases. Staff will work with the City managers office on a complaint tracking system. The financial enterprise solution H.T.E. has an integrated package; however the City Managers office needs to direct processes and procedures they would like to implement. Some large expenditures in FY2008 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. Replacements $161,000 • • Personal computers $95,000 – The budgeted amount should allow replacement of a of the remaining end-user equipment that is out of date. Network Equipment $66,000 – This replacement budget encompasses new server purchases as well as switch upgrades Public Safety $306,000 Special Projects • The police departments MIS needs include laptop replacement, network equipment upgrade, and replacement of Mobile Digital computers, (MDC’s) in police and fire vehicles. Software in the way of additional licenses for MS Office and Windows 2003 and new detective software is also included in the budget. This year there are monies to train staff on the Intergraph software platform, Oracle. WIFI $108,000 – These are carryover monies to explore the options for WIFI in the community. Annual Financial Plan 47 City of Flagstaff Annual Financial Plan 48 City of Flagstaff Expenditure Summary Replacement Program Local & Wide Area Network GIS E-Gov New Hardware & Software Purchases Public Safety Total Expenditures Funding General Fund MIS allocation One time monies Carryover Grants Total Funding Total Expenditures Public Safety Police Upgrades Public Safety Equipment E citation Total Public Safety New Hardware & Software and Upgrades Work Order Management/HR Sales Tax Software Hardware & Software Purchases Total New Hardware & Software $ $ 235,987 144,693 380,680 200,000 118,000 1,116,603 798,603 380,680 - 144,693 144,693 - - E-Gov 5,733 230,254 235,987 - $ Actual FY2006 GIS Hardware upgrades/replacement Software upgrades Total GIS Replacement Programs Replacement PC's and Printers Network equip Total - Replacement Programs MIS Five Year Projections $ $ $ 515,000 10,000 40,000 979,854 515,900 2,060,754 798,603 560,251 583,900 118,000 2,060,754 2,060,754 183,200 214,700 118,000 515,900 500,000 479,854 979,854 40,000 5,000 5,000 10,000 240,000 275,000 515,000 Budget FY2007 350,000 566,254 106,302 1,022,556 1,022,556 798,603 223,953 1,022,556 106,302 106,302 566,254 566,254 - - 350,000 350,000 Estimate FY2007 161,000 20,000 40,000 2,153,619 306,000 2,680,619 870,533 1,000,000 810,086 2,680,619 2,680,619 149,000 157,000 306,000 80,000 1,000,000 1,073,619 2,153,619 40,000 10,000 10,000 20,000 95,000 66,000 161,000 Budget FY2008 360,000 10,000 20,000 216,000 274,000 880,000 914,060 914,060 880,000 149,000 125,000 274,000 216,000 216,000 - 20,000 5,000 5,000 10,000 120,000 240,000 360,000 FY2009 MIS Five Year Projection FY2008 - 2013 450,000 20,000 30,000 150,734 274,000 924,734 959,763 959,763 924,734 149,000 125,000 274,000 150,734 150,734 - 30,000 10,000 10,000 20,000 130,000 320,000 450,000 FY2010 310,000 40,000 30,000 252,734 337,000 969,734 1,007,751 1,007,751 969,734 212,000 125,000 337,000 252,734 252,734 - 30,000 30,000 10,000 40,000 70,000 240,000 310,000 FY2011 310,000 40,000 30,000 284,734 353,700 1,018,434 1,058,139 1,058,139 1,018,434 228,700 125,000 353,700 284,734 284,734 - 30,000 30,000 10,000 40,000 70,000 240,000 310,000 FY2012 310,000 40,000 30,000 316,734 372,700 1,069,434 1,111,046 1,111,046 1,069,434 247,700 125,000 372,700 316,734 316,734 - 30,000 30,000 10,000 40,000 70,000 240,000 310,000 FY2013 As part of the contract with NPG Cable, the City’s partners (Coconino County, Flagstaff Unified School District, NAU, and Coconino Community College) have the ability to take advantage of similar terms with NPG Cable to create fiber networks for their use. 2007 Updates E-Government The City website continues to grow providing 24/7 access to City information and services. In 2006 there were more than 1.2 million visits to the City of Flagstaff Website as compared with 914,859 in 2005. We had over 15 ½ million hits on the website in 2006 with just under 12 million hits in 2005. On average, 3,422 people visit our site per day – in 2005 that number was 2,506. And, the average hits per day are now more than 42,000 -- we came close to 33,000 in 2005. The top pages frequented in 2006 were: the city home page, job openings and job status, community profile, linking to the CVB website, Pulliam Airport, Parks & Recreation, bids and current events. When completed, each city site connected through this network will have a faster, more reliable, more secure network connection to City Hall and the Internet, and will result in cost savings for network. Facility Planning Growth in City operations and personnel has created a serious problem with office space and facility needs throughout City operations. Over the past several years there have been numerous remodels in City Hall to accommodate new personnel. As City Hall has reached its capacity, departments have turned to off campus locations for office space. City personnel occupy approximately 12,000 to 13,000 square feet of office space in a combination of leased and owned space. Significant accomplishments for the past year include: • Adding HTE’s “Click 2 Gov” allowing us to provide online services to the public such as utility bill payments and access to other utility related information • Adding pages for Human Resources (not just job information), and • Keeping the community informed on significant fire event Three City locations are identified for demolition as part of the Downtown Redevelopment Project. While it may take a year to two years for this project to move forward, we must anticipate the need to relocate at least 55 employees requiring 12,000 to 13,000 square feet of office space. Fiscal Year 2008 improvements include: • Working on improvements to the City Home Page • A complete overhaul of the Public Works pages • An HTE Click 2 Gov vendor registration • Employee self serve and human resources applications • The development of on-line fill able forms • Public access to GIS • Coordination of the development of computer work stations at City Hall and other locations for the public to have access to the City website and online services. There are several options for short and long term solutions to this ongoing problem. 1. Rehabilitate additional space the City currently owns in the redevelopment area to resolve short term space needs. 2. Lease additional space to resolve short term needs 3. Build additional facilities or provide a major addition to the existing City Hall building to provide longer term solutions. The E-gov team and IT will also continue to explore the possibility of moving the website and its management/development in-house. There is a budget of $30,000 in Public Information and $40,000 in nondepartmental to facilitate maintenance and any additional E-gov activities. Funds have been budgeted to hire a space needs consultant to assist staff with the development of these options or create new ones for Council consideration. Facilities working closely with the Real Estate Manager and Finance are researching potential locations and funding options for Council consideration. Information Technology Housing Work Program The city’s network infrastructure was a varied combination of technologies. Working with NPG Cable of Flagstaff, The City is installing a fiber network between City Hall and all of its remote sites. The resulting network will be faster, more secure, more reliable, and will allow for future technology upgrades and enhancements. The cost of the installation of the fiber to each curb location was discounted and is split between the City and NPG. The cost of extending the fiber into each or the City’s sites is the responsibility of the City. The Housing Section will continue to implement an aggressive work program in Fiscal Year 2008. The addition of a Project Coordinator and Administrative Specialist will greatly impact housing program work program and allow existing staff to better address the program demands and meet community expectations. Annual Financial Plan The work program is divided into three major areas of focus: Research and Planning; Policy; and Housing. 49 City of Flagstaff • Research and Planning Key to this focus area is the identification and maintenance of data pertinent to housing in Flagstaff and nationally, the creation and implementation of plans, as well as development and project specific planning. • Continue to write and obtain approval from the U.S. Department of Housing and Urban Development of the Annual Action Plan and the Consolidated Annual Performance Evaluation and Report (CAPER), as well as collect and report all the data required to be in compliance with the performance measurement system. • Utilize results from Nexus Study to educate the community on job/housing linkage. • Complete a Housing Element for the Regional Plan. • Continue to participate in the Development Services processes to ensure workforce housing is included in developments as appropriate. • Work with developers to incorporate workforce housing units into upcoming developments in the City of Flagstaff where appropriate. • Research avenues to expand housing opportunities. Sustainability In September 2006 the City signed the U.S. Mayors Climate Protection Agreement (Kyoto Protocol). Under the Agreement, Flagstaff has committed to take the following three actions: - - Strive to meet or beat the Kyoto Protocol targets 7% greenhouse gas emission (GHG) reduction from 1990 levels by 2012; Urge the state and federal government to enact policies and programs to meet or beat the GHG reduction target suggested for the U.S. in the Kyoto Protocol; and Urge the U.S. Congress to pass the bipartisan greenhouse gas reduction legislation, which would establish a national emission trading system. To meet these goals, the Sustainability Program will contract for professional assistance to conduct a comprehensive greenhouse gas emission inventory, emission forecasting and development of climate mitigation strategies. These strategies will be the foundation for the City of Flagstaff’s Climate Action Plan and serve as a roadmap to Flagstaff’s climate protection goals. Policy The development and subsequent implementation of policy initiatives is critical to the success of the City of Flagstaff’s overall housing and economic development goals. • Write, obtain Council approval and implement a Workforce Housing Incentive Ordinance (fka: SetAside Policy). • Continue the implementation of Housing Policy Task Force recommendations. • Incorporate sustainability benchmarks into projects. • Integrate Smart Growth concepts where appropriate. • Completion of Housing Policy to be included with the Housing Element for the Regional Plan. • Participate in the creation of a city-wide property maintenance ordinance. Achieving the Climate Action Plan requires dedication, financial commitment, political will and participation from all sectors of the Flagstaff community. The Plan will have strict guidelines for measurable results. Measurables must be monitored frequently, documented and reported annually to decision makers and to the public. The City of Flagstaff has five years to comply with the Agreement; through effective leadership, conviction and commitment the City has an opportunity to succeed. Housing This focus area encompasses programmatic areas, as well as the implementation of previous planning efforts, resulting in the creation of housing opportunities. • Complete the Rio Homes project, resulting in a total of 30 units being sold and owner occupied. • Complete the Izabel Homes subdivision, resulting in 16 Community Land Trust Program homes. • Issue 2 SOQ/RFP for Community Land Trust Program construction. • Continue to work with the development community to promote workforce housing efforts and opportunities. • Administer of Community Development Block Grant program and subrecipient contracts in federally compliant manner. • Complete Mt. Elden Estates project. • Develop post-purchase support program for permanently affordable homes. • Implement outreach and community building efforts. Annual Financial Plan Administer the Community Homebuyer Assistance Program (CHAP). Other Project Updates APSES Energy Conservation Project. The solar project and associated walkway at City Hall has been completed. A public education and monitoring station will be installed in the lobby of City Hall to show, in real time, how much energy the solar panels are producing. Cogeneration project at Wildcat Hill Wastewater Treatment Plant (construction by APSES). This project was approved by Council in December 2006 and the cogeneration equipment was immediately ordered. However due to long lead times for this type of equipment, it its not scheduled to arrive until July 2007. Construction completion is expected to be in September or early October 2007. Wind turbine project at Cinder Lake Landfill. turbine is installed and operational 50 The City of Flagstaff gymnasium, locker rooms and showering facilities administrative offices, and a fitness area. This facility has an energy efficient heating, ventilation, and air conditioning system (HVAC) and the solar water heater and uses water conserving filtration for the pool. The total project authorization for the Aquaplex facility is currently $16,569,549 made up of the bond amount, interest earned, APSES lease funds, and additional approved by Council July 24, 2006 and April 3, 2007. This project is scheduled for completion in late summer of 2008, with an opening to be held as soon as possible thereafter. Glass recycling. Staff is working on several options to make glass recycling easier for the community. Currenlty residents must take their glass to drop-off centers around town in order for it to be recycled. City staff is currently in negotiations with Norton Environmental, the owner/operator of our Material Recovery Facility (MRF), to allow glass to be commingled in the same 90-gallon curbside recycling container that most residents already have. This would require upgrades and some operational changes to the MRF so staff is working closely with Norton to help resolve those issues. If this option does not prove feasible, staff will pursue grant funding from ADEQ to complete a pilot project for a specific neighborhood that would provide for separate curbside collection containers that would be collected separately by Environmental Services operators. Runway Extension Construction started with the mobilization of heavy equipment in March 2007. Earthwork, utility relocates and minor electrical work will continue outside the current perimeter fence until the airfield approach lights are decommissioned (May 18) to fill the area immediately off of the north end of the runway. The next major event will occur in mid-June when the first 1000’ of runway 21 will be closed to provide the FAA required construction safety area as work progresses inside the fence, ever closer to the existing asphalt. The shortened runway (6000’) will serve our air traffic until we are ready to open the extended section in early November 2007, resulting in the 8800’ runway need to service regional jets. Composting. Staff continues to research ways to develop on-site composting at the landfill to be used as an alternative daily cover. The City continues to evaluate alternatives and work toward understanding what the appropriate approvals from the Arizona Department of Environmental Quality would need to be. Capital Project Updates Thorpe Park Improvements Project The Thorpe Park Improvements project represents a six million dollar investment in the renovation of one of the City’s most popular regional park facilities. Originally authorized as part of the 1996 bond funded Parks Improvement program, the Thorpe Park renovations will be the last project of the 10 year program to be completed. Completion occurred in June 2007. Flagstaff Fire Stations Relocations Project City of Flagstaff voters approved the Fire Station Bond Program in May of 2004 for a total bond amount of $16.8 million. The bond program was originally slated to include the relocation of 4 Fire Stations with land, the purchase of new equipment, and the construction of a Training Center and Emergency Operations Center. Due to massive escalations in construction and land costs, program reductions were made to control budget costs. Reductions included; reducing station sizes, the elimination of the Training Center/EOC, consideration of a modular Training Tower in conjunction with partnering with NAU and Coconino Community Collage, and securing grants for the purchase of equipment. The current budget short fall for the delivery of the entire program is on the order of $1.4 million, however, the team is making progress on value engineering of the remaining stations and working to reduce all other costs associated with the program. Designed to accommodate a variety of activities and users, the project included four completely reconstructed softball fields suitable for tournament play, a new multipurpose field, restroom and concession facilities with adjacent plaza and site amenities including lighted walkways, urban trail improvements and parking. The project also includes electrical, irrigation and drainage infrastructure necessary to support the renovations. The Adult Center Addition and Renovation This project consisted of a major renovation for the Adult Center facility including a fitness room addition to the western side of the building. This project was funded through a combination of future BBB revenues, the General Fund portion of the Real Estate Proceeds Fund and the sale of City owned properties. The County contributed funding for kitchen. This project was completed March 2007. Construction continues on Fire Station No.1 located at 1972 S. Thompson Street. The Guaranteed Maximum Price for this station is $2.85 million as approved by Mayor and Council in August of 2006. Scheduled completion of the facility is July 2007. City staff continues to work with the Catholic Church to secure a site for Fire Station No.2 to be located on the proposed Enterprise Road extension north of Rt. 66. This station is currently programmed to have 4 apparatus bays and a Battalion Chief office. Total The Flagstaff Aquaplex The new state of the art recreation center is 51,441 square feet consisting of a multipurpose area for meeting and events, a babysitting room, a leisure pool, a Annual Financial Plan 51 City of Flagstaff Pursuant to Arizona Supreme Court Order, there is currently a pilot project underway to accelerate DUI case processing. The project involves eleven limited jurisdiction courts—Municipal and Justice Courts— throughout the state. The pilot project period is from April through June with anticipated completion in September. 2007. At the end of the trial period, the Supreme Court’s Order will apply to all limited jurisdiction courts in Arizona, including Flagstaff Municipal Court. anticipated area will be approximately 10,450 square feet with an estimated construction cost of approximately $4.4 million. Scheduled completion of the facility is November 2008 dependant on securing property rights. City staff continues to work with an interested developer to secure a site for Fire Station No.3. The site currently under consideration is located north of Railhead Avenue near the existing Fire Station No. 3. The station is currently programmed to have 3 apparatus bays with a total anticipated area of approximately 9,340 square feet, with an estimate construction cost of $3.4 million. Scheduled completion of the facility is June 2009 dependant on securing property rights. The Supreme Court’s objective is to resolve 90% of all DUI cases within four months of the date the charges were filed and 98% within six months. (In fiscal year 2006, 67% of the state’s DUI cases were resolved within four months and roughly 82% percent resolved within six months). Each court will be required to develop a DUI case processing plan in order to meet established performance standards. At a minimum, the DUI case processing plan shall contain: 1. Baseline information regarding time to disposition of DUI cases disposed during the current fiscal year 2. The goal of resolving 90 percent of DUI cases within 120 days from the date of filing to disposition, and 98 percent of the cases within 180 days 3. How the rules of procedure will be implemented and notice provided to affected parties/agencies 4. A description of how the court plans to manage its calendar to avoid scheduling conflicts 5. The court’s policy on continuances addressing common scheduling issues such as: a. Unknown schedules of all parties related to the case which may prevent scheduling firm dates; b. Attorneys scheduling multiple hearings on the same day in multiple locations; and c. The court automatically granting motions to continue; 6. The steps necessary to accomplish the case processing time goal; and 7. The time needed for the court to meet this time goal. Fire Station No. 5. will be located on the City’s north west side at 2525 N. Fort Valley Road. Council approved the Guaranteed Maximum Price for the construction of this station in March, 2007 in an amount not to exceed $2,9 million. Scheduled completion of the facility is March 2008. FY2008 Issues All Mail Ballot Election Elections are not an established Council priority; rather, they are statutorily required and dictated by the City of Flagstaff City Charter. The City is evaluating whether to conduct a Mail Ballot Election for the 2008 Primary and General Elections. A primary would only be conducted if there are sufficient candidates and general elections are only held in even numbered years. Mail ballot elections are elections with no polling places. Voters can vote by mail, drop their ballots off at a specified drop-off location, or vote in person at a designated voting area in the County Recorder’s Office. In order to meet the mandated performance standards, cases will need to be processed more quickly, meaning that all activity on a case is compacted into a shorter period of time. In order to keep up with the intensified workload, an additional prosecutor and additional magistrate time will be required. Some of the expected outcomes of an all mail ballot include: 1. Improved voter turnout 2. Cost savings as all mail elections are less expensive than traditional polling place elections 3. Automatically meeting early voting requirements 4. Reduces ability of political committees for confuse voters with early voting campaigns 5. Easier for shut-in and other limited access voters to vote 6. Takes less time to vote 7. Election results can be released an hour after the election day deadline closes 8. Proposition 200 has no effect on mail ballot elections 9. Voters do not have to request ballots 10. Cleans up voter registration rolls 11. It is easier to detect voter fraud. Downtown Management Program Downtown is challenged today by competition for the retail and restaurant dollar and a rental market that has higher rents. New competitors for Downtown will come on line in the next year including a renovated and expanded Mall along with Aspen Park at the Sawmill, a 150,000 square foot mixed use traditional neighborhood development. For Downtown Flagstaff to remain competitive, it must address: • Parking DUI Case Processing Annual Financial Plan 52 City of Flagstaff • • • to provide for additional marketing of the area and eventually could be used as one revenue stream for funding of a portion of a parking garage. Appearance Retail selection and variety Safety Many of the prime parking spots on a regular basis by employees working in the downtown area. After more than a year of public discussion, parking meters have been identified as a critical element of a parking management program for Downtown as well as employee parking lots, group purchasing of annual bus passes for employees and jurors, new bike racks, coordinated signage and creation of an enhanced pedestrian and bicycle area. Land Development Code Rewrite Preliminary analysis indicates parking meters would be priced at $1.00 per hour and enforcement would be Monday through Saturday from 7 a.m. until midnight, excluding major holidays. In addition, the Land Development Code is inconsistent with the Regional Plan and at least one section of the Land Development Code is inconsistent with applicable Arizona Revised Statutes. The staff along with a consultant will review the entire document to develop the necessary amendments to the Land Development Code to resolve any inconsistencies. At the same time, staff will also suggest revisions to address identified sections of the Code that require immediate amendment, such as the areas concerning political signs. This will conclude short term amendments to the existing Land Development Code until such time as a comprehensive rewrite is completed. While the Land Development Code includes many strengths (standards and procedures for resource preservation, historic preservation, and design guidelines), it is complicated to use, lacks consistency, and is out-of date as many sections of the Code are now over 20 years old. There has not been a major code rewrite since its passage in 1991. A “Pay and Display” meter is recommended that allows patrons to purchase time increments up to three hours using coin, bills and credit or debit cards. A meter token program is also proposed to be sold to merchants at a twenty percent discount. Parking meters or pay stations serve three purposes: 1. They create short-term parking close to retail and other businesses 2. They improve traffic circulation (minimizes the traffic friction caused by people searching for turnover parking) and economic vitality of the Downtown and Southside areas by maximizing the number of patron visits by car 3. They generate revenue for the City of Flagstaff for Parking Ambassadors, a Downtown Manager, meter repair and collections, sidewalk and street cleaning, and the potential for enhanced amenities like landscaping and banners The City looks to complete the comprehensive rewrite of the Land Development Code within approximately 2 years. This will be paid through a 5% increase in building permit fees. The end result of the project will be the adoption of a new easy-to-read and understand zoning ordinance that is consistent with the Regional Plan and Smart Growth policies, and that is developed with numerous opportunities for public input and participation. Science Park Development McMillan Mesa is home to a number City projects that create a science and research campus. Under Arizona Revised Statutes 28-885, Parking Ambassadors would act as Civilian Parking Enforcement Specialists, with state-of-the-art ticket machines. Ambassadors would also be connected to the Police Department’s central dispatch to allow them to report emergencies, Ambassadors will be visible and mobile on bikes or electric vehicles to not only monitor meters but available to provide assistance to Downtown visitors. Currently the City of Flagstaff in cooperation with the Northern Arizona Council of Governments and the Economic Development Administration is constructing a science and technology incubator. Construction is slated to begin September 2007 with substantial completion in August 2008. The 10,000 square foot complex will include offices and laboratory spaces. The tenant space is anticipated to include some wet land space, the ability to provide in-depth research for clean energy, and the inclusion of a “white board” conference room that will allow clients and potential funders to map out business strategies. The Downtown Manager will coordinate parking control, rentals, Ambassadors, cleaning along with assistance with tenant attraction. The Downtown team will be connected via radios to allow immediate response for cleaning or information and will have the ability to notify the Police should the need or situation arise. Downtown will be managed as if it were a Mall, allowing it to compete on many levels. The United State Geological Survey, already housed on the Mesa, is reviewing options for the redevelopment of its campus in cooperation with the General Services Administration and the City. The SmithGroup and As revenues increase from meter usage, this program will be self sustaining. Future revenues will be available Annual Financial Plan 53 City of Flagstaff Conservatively, annual revenue is projected to be $85,000. Johnson Walzer & Associates are updating the Plan to reflect the addition of the Incubator and changing some of the space requirements of the Survey to better reflect the needs of the organization given the current program direction. It is anticipated that the Survey will be looking for project funding in September 2008 for the campus redevelopment. Increasing Patrol Presence Residential development and population growth within the Sunnyside neighborhood and Fourth St. business corridor have resulted in increased crime and degradation of the quality of life for residents. Many of these offenses are perpetrated by gang members and their associates. This area accounts for a disproportionate share of major crime when compared to the rest of the city. Studies have shown that when the crime rate within a particular neighborhood exceeds its percentage population, quality of life deteriorates and residents may begin to perceive their neighborhood as “blighted”. Having six additional officers assigned to this area will allow the City to step up enforcement and work special projects designed to decrease gang and criminal activity such as vehicle burglaries and criminal damage. In addition, the City has a Memorandum of Understanding with the Plaza Companies and Higgins for the development of up to 200,000 square feet of science and technology space adjacent to the USGS Campus and the Incubator. The Plaza Companies will be back to the City at the end of 2007 with the results of their feasibility study. Utilities are a major challenge to the site, especially sewer. It is recommended that the City consider a capital project to extend sewer service to the site since it is some distance from the site. Also under consideration is the establishment of a police substation in the neighborhood. As feasibility of this option has been researched, it has been concluded that for a substation to have any significant impact on the surrounding neighborhood, it must be “open for business” more often than not. The six additional officers would be required to staff the substation seven days a week from at least 8 am until 10 pm. These officers would be available to take crime reports, provide police services to the community on a walk-in basis, and provide extra uniformed presence in the host business complex. If the assigned officer is away from the substation, a sign would be posted in the window advising citizens that the officer is momentarily away on other neighborhood business and to call a cell phone (which the officer will carry) for assistance. After 10 pm, officers could be utilized for extra vehicular, foot, or bicycle patrols along Fourth St. and in the Sunnyside neighborhood Property Crimes Flagstaff continues to experience a higher rate of property crime than state and national averages. As an example, Flagstaff has double the number of thefts per 100,000 inhabitants compared to the state and the nation. Property crimes negatively impact he quality of life for citizens living and working in Flagstaff and the economy as potential business owners and residents decide whether or not to relocate to our community. Each Detective carries a larger workload as their number of pending cases has increased in the past several years. In addition, advances in technology have led to property crimes becoming increasingly complex to investigate and prosecute. These factors leave investigators little time to do the proactive crime analysis work required to recognize and identify problem areas and possibly mitigate the impact of the aggravating factors/circumstances. To address these issues, the City has added a police detective whose primary responsibility will be to investigate property crimes and coordinate with other case detectives to educate the public on topics such as target hardening. He/she will direct an enhanced use of Crime Analysis tools to identify trends and problem areas, explore the institution of CompStat and Management by Objective (MBO) principles to address crime trends, and create additional partnerships with law-abiding citizens (such as the Crime-Free MultiHousing Program and “Project Nail-em”). Drainage Channel Maintenance Within the city limits there is approximately 26 miles of main channel with another 10 miles of small collector channels. The Streets Division currently checks the culverts inlet/outlets four times per year with cleaning scheduled if warranted. Preventive maintenance of open channels is a level of service that cannot be currently provided by the Streets Division. By employing a seasonal crew of four temporary Maintenance Workers I’s and one Equipment Operator III Crew Leader, the City estimates clearing approximately two miles of drainage channel per year on city easements and rightof-ways by removing overgrown weed beds and litter. The overgrowth cannot be removed from the banks due to erosion. Trimming back of the overgrowth will be very labor intensive. This new position would provide greater oversight of pawn brokers, second hand merchants and metals recyclers in the Flagstaff community, as a large percentage of stolen property ends up in these establishments for resale. This position will be paid for through proposed changes to the current Pawn Ordinance to include a $2 per transaction fee and a $1500 annual fee to operate a pawn shop. Annual Financial Plan 54 City of Flagstaff • Eliminate street closures. In addition to labor costs, there are landfill fees, safety supplies and miscellaneous equipment that would need to be purchased. Community Events Street division will work with the Stormwater division on prioritizing drainage channel maintenance with work commencing April 2008. The positive outcome of this work includes unrestricted water flows and an enhanced ability to control fire related issues that are the result of grass and weed growth. To provide the resident community and the tourist population with diversified events throughout the year, the City is looking to provide a structure for agencies/organizations to request funding for community events either on an ongoing or one-time basis. A staff group with representatives from Recreation, the Convention and Visitors Bureau, and Finance will be formed. Around July 2007, the group will present their recommendations to Council. Streets De-icing Program As the City looks to make city streets safer for increased vehicle traffic, we will begin a pilot program with the use of de-icing agents. Chemical de-icers will be applied to first priorities areas which include major arterials, designated collector streets, school and public transit bus routes, the downtown area, and hills. Positive impacts of using de-icing products include: • Reducing clogged catch basins and culverts • Less overtime paid for post storm ice problems • Decreased amounts of cinders on sidewalks will allow safer pedestrian traffic • Significant reduction in the total number of freeze/thaw cycles due to shade and icing, which causes damage to infrastructure • Fewer trips to the product yard translates into more lane miles being cleared in a given period of time. Negative aspects of using de-icers include: • Corrosion to equipment and possible environmental impacts to vegetation • De-icers become less effective at very low temperatures • Melting capacities diminish in the range of 0 to 10 degrees. To monitoring the environmental impact, the City’s Environmental Management Services will conduct soil, water, and de-icer sampling. The Street division will conduct two public outreach meetings, which will happen before the upcoming snow season. The costs associated with de-icers for a regular winter season is estimated at $150,000 with an offset provided as the City won’t have to clean up after the cinders. It is anticipated that a chemical de-icer will provide for: • Decreased accidents and property damage. • Significant reduction in roadway clean-up and particulate emissions caused by cinder dust. • Allow the Streets Division to increase levels of service, ie. sweeping residential areas, devoting more time to patching asphalt deficiencies, hauling snow piled in cul-de-sacs, and resolving drainage concerns caused by ice and snow in curb lines Annual Financial Plan 55 City of Flagstaff Annual Financial Plan 56 City of Flagstaff Annual Financial Plan 57 $ 97,018,363 208,237 Fiduciary Funds: Firemen's Pension TOTAL ALL FUNDS 637,296 6,261,383 Stormwater Utility Environmental Services Operating Airpark Proceeds 453 68,497 16,963,352 Enterprise Funds: Water and Wastewater Airport 20,283,121 104,032 350,155 1,095,221 372,718 12,460 682,421 16,080,949 904,578 4,168,067 331,205 442,857 335,271 (1,138,693) 623,390 2,262,740 25,968,653 221,128,100 6,163 1,158,994 10,374,232 11,268,632 1,400 61,928,665 39,780,384 32,980 6,328,704 27,608 895,659 3,373,271 8,699,461 15,263,031 2,316,996 525,785 1,795,640 417,159 1,798,621 19,350 1,961,066 53,154,299 SOURCES 2007-2008 AT 7/1/2007 $ FINANCING EARNINGS Capital Projects Funds: Capital Projects Bond Permanent Funds: Perpetual Care G.O. Bond Fund Sec. Property Tax Special Assessment Debt Service Funds: Metro Planning Org Special Revenue Funds: Library Highway User Revenue Transportation Beautification Economic Development Tourism Arts & Science Recreation-BBB Real Estate Proceeds Housing and Comm Svcs General Fund ESTIMATED REVENUES AND OTHER UNRESERVED FUND BALANCE/ RETAINED 33,641,737 - 7,047,959 140,000 2,238,324 - 1,814,270 489,000 - 3,274,072 - 30,000 1,613,028 11,225,334 485,000 108,000 35,000 790,503 150,000 375,400 3,825,847 IN OUT (33,641,737) - (241,927) (19,488) (33,567) (69,897) (1,972,064) - - (5,351,769) - - (328,391) (85,401) (9,315,984) (405,201) (9,437) (1,872,801) - (13,935,810) 2007-2008 INTERFUND TRANSFERS 318,146,463 214,400 8,602,322 16,756,127 13,473,842 - 78,734,223 60,552,505 137,012 3,624,227 2,072,156 400,326 938,119 5,340,329 35,920,343 6,851,625 6,564,862 964,990 2,229,060 787,430 (422,370) 792,740 4,599,206 69,012,989 AVAILABLE 2007-2008 RESOURCES TOTAL FINANCIAL 102,727,930 214,400 1,180,717 10,064,678 1,616,589 - 12,843,062 - - - 788,119 4,870,534 5,936,362 3,641,410 105,900 682,035 1,818,440 678,680 4,575,968 53,711,036 OPERATIONS 153,923,117 - 7,065,068 4,485,829 11,206,518 - 41,303,412 55,520,549 - - - 125,000 23,231,803 430,000 6,324,818 141,636 150,000 - 3,938,484 OUTLAY (EQUIP/CIP) CAPITAL CITY OF FLAGSTAFF SUMMARY SCHEDULE OF ESTIMATED REVENUES AND EXPENDITURES/EXPENSES FISCAL YEAR 2007-2008 14,466,100 - - - 650,112 - 5,604,467 - - 3,274,072 93,525 - 1,814,269 1,951,358 - 1,078,297 DEBT SERVICE TOTAL 2,855,000 - 10,000 500,000 - 1,400,000 - - - 150,000 100,000 100,000 10,000 25,000 50,000 10,000 - 500,000 273,972,147 214,400 8,255,785 15,050,507 13,473,219 - 61,150,941 55,520,549 - 3,274,072 93,525 938,119 5,095,534 31,082,434 6,022,768 6,440,718 707,035 2,010,076 688,680 150,000 4,575,968 59,227,817 RESERVES/ APPROPRIATIONS CONTINGENCIES 2007-2008 FUND 44,174,316 - 346,537 1,705,620 623 - 17,583,282 5,031,956 137,012 350,155 2,072,156 306,801 - 244,795 4,837,909 828,857 124,144 257,955 218,984 98,750 (422,370) 642,740 23,238 9,785,172 BALANCE 6/30/2008 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 2007-2008 ESTIMATED FY 2006-2007 Expenditure Limitation [Economic Estimates Commission] FY 2007-2008 $ 110,722,287 $ 4,656,831 $ 4,656,831 6,279,004 10,935,835 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 2006-2007 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 2006-2007 Levy (2) Prior Years' Levies (3) Total Primary Property Taxes Collected $ B. Secondary Property Taxes: (1) FY 2006-2007 Levy (2) Prior Years' Levies (3) Total Secondary Property Taxes Collected 4,392,959 -0- 4,392,959 5,222,056 9,615,015 $ 4,392,959 25,000 4,417,959 5,222,056 -05,222,056 $ C. Total Property Taxes Collected 9,640,015 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 0.7563 0.8366 1.5929 0.7153 0.8366 1.5519 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 58 City of Flagstaff Schedule 3: Revenues Other Than Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2007 AND 2008 (WITH ACTUALS FOR FISCAL YEAR 2006) ACTUAL REVENUES 2005-2006 SOURCE OF REVENUES BUDGETED REVENUES 2006-2007 ESTIMATED ACTUAL REVENUES 2006-2007 BUDGETED REVENUES 2007-2008 CHANGE (BUDG-BUDG) % CHANGE GENERAL FUND Local taxes City Sales Tax Franchise Tax $ 14,658,842 1,947,699 15,333,155 1,961,250 15,350,000 2,186,772 17,035,426 2,285,177 1,702,271 323,927 11.10% 16.52% Licenses and permits Business Licenses Building Permits Other Licenses and permits 35,866 2,318,201 480,439 41,084 2,300,000 246,699 41,084 2,000,000 326,900 43,138 2,000,000 341,750 2,054 (300,000) 95,051 5.00% -13.04% 38.53% Intergovernmental revenues State Income Tax Sharing State Shared Sales Tax County Vehicle License Tax Federal Grants State Grants Local Intergovernmental Agreements 5,655,642 5,652,335 2,655,653 1,027,669 917,332 420,426 6,771,938 5,965,050 2,601,000 2,026,196 723,337 584,840 6,771,938 5,965,050 2,601,000 1,292,382 626,799 760,050 8,616,976 6,314,381 2,653,020 1,924,105 310,868 750,000 1,845,038 349,331 52,020 (102,091) (412,469) 165,160 27.25% 5.86% 2.00% -5.04% -57.02% 28.24% Charges for services General Government Parks & Recreation Public Safety Cemetery 383,757 557,341 815,168 126,565 728,440 568,158 609,993 135,269 654,831 619,373 634,462 115,112 787,574 661,730 785,751 120,868 59,134 93,572 175,758 (14,401) 8.12% 16.47% 28.81% -10.65% Fines and forfeits Interest on investments Miscellaneous revenues Total General Fund 1,332,101 860,144 1,358,289 41,203,469 1,009,701 511,798 1,632,131 43,750,039 1,034,885 950,000 1,331,487 43,262,125 1,045,672 973,750 1,847,282 48,497,468 35,971 461,952 215,151 4,747,429 3.56% 90.26% 13.18% 10.85% LIBRARY FUND Intergovernmental revenues State Grants County Aid 28,808 2,040,924 3,101,501 160,165 2,427,066 3,294,271 192,770 0.00% 6.22% Interest on investments Miscellaneous revenues Total Library Fund 44,261 118,489 2,232,482 21,000 269,000 3,391,501 50,000 354,000 2,991,231 50,000 29,000 3,373,271 29,000 (240,000) (18,230) 138.10% -89.22% -0.54% 440,933 7,540,081 137,510 7,659,080 137,510 7,809,870 8,083,215 (137,510) 424,135 -100.00% 5.54% 304,341 300,246 300,246 300,246 273,406 84,603 8,643,364 194,000 3,820,000 12,110,836 278,000 5,000,000 13,525,626 316,000 8,699,461 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 59 - 0.00% 122,000 (3,820,000) (3,411,375) 62.89% -100.00% -28.17% City of Flagstaff Schedule 3: Revenues Other Than Property Taxes ACTUAL REVENUES 2005-2006 SOURCE OF REVENUES TRANSPORTATION FUND Intergovernmental revenues Federal Grants Transportation Tax Interest on Investments Miscellaneous revenues Total Transportation Fund 4,817,744 691,801 1,176,377 (3,641,367) -75.58% 984,972 50,546 1,090,073 50,546 1,006,648 931,577 49,300 5,798,621 1,727,319 2,316,996 158,496 1,246 (3,481,625) 17.01% 2.53% 0.00% -60.04% 437,501 10,946 448,447 442,499 3,544 446,043 467,862 15,000 482,862 517,785 8,000 525,785 1,386,992 33,800 17,932 55,945 1,494,669 50,000 1,397,365 42,000 21,013 25,000 1,535,378 1,477,459 70,000 23,500 25,157 1,596,116 50,000 1,635,110 70,000 23,500 17,030 1,795,640 ARTS AND SCIENCE FUND BBB Tax Interest on investments Miscellaneous revenues Total Arts and Science Fund 345,396 7,223 352,619 349,341 6,857 356,198 369,365 6,857 376,222 408,777 8,382 417,159 RECREATION-BBB FUND Intergovernmental revenues State Grants 263,773 BBB Tax Interest on investments Miscellaneous revenues Total Recreation-BBB Fund REAL ESTATE PROCEED FUND Real Estate Revenues Interest on investments Miscellaneous revenues Total Real Estate Proceeds Fund HOUSING AND COMMUNITY SVCS FUND Intergovernmental revenues Federal Grants State Grants Interest on investments Miscellaneous revenues Total Community Redevelopment Fund Annual Financial Plan 921,055 76,719 % CHANGE 9,252,080 TOURISM FUND Intergovernmental revenues State Grants BBB Tax Retail Sales Interest on investments Miscellaneous revenues Total Tourism Fund 8,874 CHANGE (BUDG-BUDG) 0.00% 15.34% -17.06% 0.00% 70.40% ECONOMIC DEVELOPMENT FUND BBB Tax Interest on investments Total Economic Development Fund 9,011,080 241,000 9,017,197 8,746,335 211,000 8,957,335 BUDGETED REVENUES 2007-2008 1,341,696 (36,000) 5,000,000 6,305,696 BBB Tax Interest on investments Miscellaneous revenues Total Beautification Fund 55,665 8,585,459 376,073 ESTIMATED ACTUAL REVENUES 2006-2007 10,088,031 175,000 5,000,000 15,263,031 BEAUTIFICATION FUND Intergovernmental revenues State Grants $ BUDGETED REVENUES 2006-2007 - 579,868 - 75,286 4,456 79,742 17.01% 125.73% 17.88% 237,745 28,000 2,487 (7,970) 260,262 0.00% 17.01% 66.67% 11.84% -31.88% 16.95% 59,436 1,525 60,961 17.01% 22.24% 0.00% 17.11% - 0.00% 1,492,661 71,450 25,488 1,853,372 1,537,101 39,400 1,576,501 1,625,204 39,400 2,244,472 1,798,621 1,798,621 261,520 (39,400) 222,120 17.01% -100.00% 0.00% 14.09% 89,473 1,200,000 47,350 1,247,350 1,200,000 80,000 19,350 1,280,000 19,350 (1,200,000) (28,000) (1,228,000) -100.00% -59.13% 0.00% -98.45% 685,429 1,852,729 - 926,199 1,961,066 108,337 - 5.85% 0.00% 64,645 261,044 1,011,118 1,852,729 80,546 291,676 1,298,421 1,961,066 108,337 0.00% 0.00% 5.85% 89,473 60 City of Flagstaff Schedule 3: Revenues Other Than Property Taxes ACTUAL REVENUES 2005-2006 SOURCE OF REVENUES METRO PLANNING ORGANIZATION FUND Intergovernmental revenues Federal Grants Miscellaneous revenues Total Metro Planning Organization Fund TOTAL SPECIAL REVENUE FUNDS $ BUDGETED REVENUES 2006-2007 ESTIMATED ACTUAL REVENUES 2006-2007 BUDGETED REVENUES 2007-2008 CHANGE (BUDG-BUDG) % CHANGE 355,389 355,389 746,417 245,000 991,417 347,012 347,012 740,659 155,000 895,659 (5,758) (90,000) (95,758) -0.77% -36.73% -9.66% 26,504,778 38,263,909 35,121,361 37,066,039 (1,197,870) -3.13% (300) (300) -100.00% -100.00% 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 80,700 80,700 SPECIAL ASSESSMENT BONDS Interest on investments Miscellaneous revenues Total Special Assessment Bonds TOTAL DEBT SERVICE FUNDS 300 300 - - 39,300 39,300 48,000 48,000 49,700 49,700 10,400 10,400 26.46% 26.46% 18,801 30,016 48,817 129,517 13,126 16,055 29,181 68,781 13,126 16,055 29,181 77,181 11,608 16,000 27,608 77,308 (1,518) (55) (1,573) 8,527 -11.56% -0.34% -5.39% 12.40% 703,000 700,396 230,000 704,000 3,604 0.51% 703,000 703,000 700,396 700,396 230,000 230,000 2,576,384 11,000,000 14,280,384 14,280,384 2,576,384 11,000,000 13,579,988 13,588,515 0.00% 0.00% 1938.90% 1940.12% 24,630 1,845 26,475 26,475 28,560 1,428 29,988 29,988 28,560 2,700 31,260 31,260 29,131 3,849 32,980 32,980 571 2,421 2,992 2,992 2.00% 169.54% 9.98% 9.98% 10,801 11,384,470 8,706,621 692,833 44,313 20,839,038 57,765 11,598,026 7,973,600 254,000 19,883,391 57,765 11,714,166 8,152,420 550,000 18,655 20,493,006 305,960 5,139 12,880,882 8,612,684 424,000 22,228,665 CAPITAL PROJECTS FUNDS CAPITAL PROJECTS BOND FUND Interest on investments Intergovernmental revenues Grant Revenues Miscellaneous Total Capital Projects Bond Funds TOTAL CAPITAL PROJECTS FUNDS 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 61 305,960 (52,626) 1,282,856 639,084 170,000 2,345,274 0.00% 11.06% 8.01% 66.93% 0.00% 11.80% City of Flagstaff Schedule 3: Revenues Other Than Property Taxes ACTUAL REVENUES 2005-2006 SOURCE OF REVENUES AIRPORT FUND OPERATING FUND Intergovernmental revenues Federal Grants State Grants ESTIMATED ACTUAL REVENUES 2006-2007 BUDGETED REVENUES 2007-2008 CHANGE (BUDG-BUDG) % CHANGE 802,172 177,439 8,463,426 222,994 6,756,357 1,442,783 6,594,207 3,080,407 (1,869,219) 2,857,413 -22.09% 1281.39% 1,356,742 8,253 70,665 1,264,725 334,877 1,300,254 6,194 337,277 1,267,164 326,854 2,439 (8,023) 0.19% 0.00% -2.40% 26,959 29,000 1,400 2,442,230 11,100 10,297,122 9,871,865 11,270,032 (9,700) 972,910 -87.39% 0.00% 9.45% ENVIRONMENTAL SERVICES FUND Intergovernmental revenues State Grants Environmental Services Revenues Interest on investments Miscellaneous revenues Total Environmental Services Fund 426 9,666,478 464,396 15,690 10,146,990 200,000 9,617,577 120,753 9,938,330 68,152 9,819,646 216,590 2,265 10,106,653 90,400 10,061,827 222,005 10,374,232 (109,600) 444,250 101,252 435,902 -54.80% 4.62% 83.85% 0.00% 4.39% STORMWATER UTILITY Intergovernmental revenues State Grants Stormwater Utility Revenues Charges for Services Interest on investments Miscellaneous revenues Total Stormwater Utility Fund TOTAL ENTERPRISE FUNDS 1,393 540,495 86,360 14,978 9 643,235 34,071,493 999,374 66,790 22,827 1,088,991 41,207,834 938,831 87,568 9,120 1,035,519 41,507,043 1,056,491 89,757 12,746 1,158,994 45,031,923 57,117 22,967 (10,081) 70,003 3,824,089 0.00% 5.72% 34.39% -44.16% 0.00% 6.43% 9.28% 6,650 181 6,831 6,831 5,400 5,400 5,400 5,400 5,400 5,400 6,163 6,163 6,163 763 763 763 14.13% 0.00% 14.13% 14.13% $ 102,645,563 124,026,347 120,234,370 144,992,265 20,974,445 16.91% Airport Revenues Interest on investments Miscellaneous revenues AIRPARK FUND Interest on investments Miscellaneous revenues Total Airport Fund $ BUDGETED REVENUES 2006-2007 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 62 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 2007 - 2008 FUND GENERAL FUND PROCEEDS FROM OTHER FINANCING SOURCES $ 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 DEBT SERVICE FUNDS G.O. Bond Fund Secondary Property Tax Fund Total Debt Service Funds INTERFUND TRANSFERS IN OUT - 3,825,847 13,935,810 - 1,613,028 11,225,334 485,000 108,000 35,000 790,503 150,000 375,400 30,000 14,812,265 328,391 85,401 9,315,984 405,201 9,437 1,872,801 12,017,215 - 3,274,072 3,274,072 5,351,769 5,351,769 CAPITAL PROJECTS FUNDS Capital Projects Bond Fund Total Capital Projects Funds 25,500,000 25,500,000 489,000 489,000 ENTERPRISE FUNDS Water and Wastewater Fund Stormwater Utility Airport Fund Airpark Fund Environmental Services Fund Total Enterprise Funds 39,700,000 39,700,000 1,814,270 7,047,959 2,238,324 140,000 11,240,553 1,972,064 241,927 33,567 69,897 19,488 2,336,943 65,200,000 33,641,737 33,641,737 TOTAL ALL FUNDS Annual Financial Plan $ 63 - City of Flagstaff SCHEDULE OF TRANSFERS FISCAL YEAR 2007-2008 Highway User Revenue Fund - $2,181,423 This is $1,811,423 for debt service, and $370,000 for cost allocation offset. General Fund Transfers In: Economic Development - $108,000 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. Housing and Community Services Fund - $375,400 This transfer represents a $150,000 funding for a revolving loan source, $175,400 funding for land acquisition related to affordable housing development, and $50,000 for affordable housing fees. Beautification Fund - $405,201 This represents $400,000 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. Capital Project Funds - $350,000 Aquaplex project. 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 - $30,000 This transfer represents $25,000 to assist in the payment of the multi model planner position and $5,000 to assist in the payment of the Administration Assistant. Recreation-BBB Fund - $972,298 This transfer is a contribution to the maintenance of FUTS which is a Parks responsibility $153,862. $818,436 for increased maintenance in the Parks budget related to additional field maintenance associated with Recreation Bond projects. Stormwater Fund - $7,047,959 This transfer includes $6,725,068 for the Rio de Flag project and $322,891 for the Stormwater Master Plan. Airport Fund - $1,905,000 This transfer is for the general operations in the amount of $443,000 and $1,462,000 for capital at the Airport. The Airport is an enterprise fund whose goal is to eventually eliminate any requirement for general fund transfers. Water and Wastewater Fund - $1,972,064 This is a transfer of $1,814,270 utility revenue through the General Fund to Highway User Revenue Fund for a payment of debt and $157,794 for the APSES lease payment. Environmental Services - $140,000 This transfer represents $65,000 to support the Sustainability position, $25,000 to support the KYOTO Protocal Program and $50,000 to do the carbon inventory. Airport - $33,567 This is a transfer for the APSES lease payment. Environmental Services Fund - $19,488 This transfer represents $4,678 for advertising in the citywide publication and $14,810 for the APSES lease payment. Library Fund Transfers Out: Transfers In: Library Fund - $1,613,028 This is the operating transfer from the General Fund to the Library for general services. General Fund - $1,613,028 This is the operating transfer from the General Fund to the Library for general services. Real Estate Proceeds Fund - $150,000 This is for the acquisition of open space. Annual Financial Plan 64 City of Flagstaff Transfers Out: Beautification Fund 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 In: Highway User Revenue Fund Recreation-BBB Fund - $110,000 This transfer is for new FUTS construction -$110,000. Transfers Out: Transportation Tax - $375,000 This transfer funds various FUTS and Streetscape projects within the multi-modal transportation projects. Transfers In: General Fund - $405,201 This represents $400,000 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. General Fund - $2,181,423 This is $1,811,423 from the General Fund to Highway User Revenue Fund for payment of debt, and $370,000 for cost allocation offset. Transportation Fund - $8,801,984 This is a transfer of the transportation tax to fund various transportation projects. Safety funding is $1,443,409 for miscellaneous projects. $7,158,575 is from Street Improvement for Transportation funded projects and $200,000 in Street Improvement for Street Maintenance. Economic Development Fund Stormwater Fund - $241,927 This transfer is for drainage maintenance. General Fund - $108,000 This represents a transfer to assist in the payment of the Incubator plan. Transfers In: Transfers Out: Tourism 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 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. Transportation Fund Transfers Out: Arts & Science Fund HURF - $8,801,984 This is a transfer of the transportation tax to fund various transportation projects. Safety funding is $1,443,409 for miscellaneous projects. $7,158,575 is from Street Improvement for Transportation funded projects and $200,000 in Street Improvement for Street Maintenance. 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. Beautification Fund - $375,000 This transfer funds various FUTS and Streetscape projects within the multi-modal transportation projects. Recreation-BBB Fund Capital Projects Funds - $139,000 $139,000 for safety improvements associated with the Aquaplex. Annual Financial Plan Transfers In: Secondary Property Tax Fund - $790,503 This transfer is to assist in the repayment of G.O. Bonds due to a shortfall in estimated BBB Tax revenues. 65 City of Flagstaff Transfers Out: Secondary Property Tax Fund General Fund - $972,298 This transfer is a contribution to the maintenance of FUTS which is a Parks responsibility $153,862. $818,436 for increased maintenance in the Parks budget related to additional field maintenance associated with Recreation Bond projects. Transfers Out: Recreation-BBB Fund - $790,503 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 - $2,483,569 There is a transfer of Secondary Property Taxes collected for repayment of Library and Public Safety bonds. Beautification Fund - $110,000 This transfer is for a new FUTS construction - $110,000. G.O. Bond Fund - $790,503 To pay the debt service on the Parks and Recreation Bonds. Water and Wastewater Fund - $1,814,270 A transfer to Utilities for Secondary Property Taxes collected to support General Obligation Debt. Real Estate Proceeds Airport Fund - $263,427 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. Transfers In: General Fund - $150,000 This transfer is for acquisition of open space. Capital Projects Fund Housing and Community Services Fund Transfers In: Transfers In: General Fund - $350,000 This transfer is to assist with the Aquaplex project. General Fund - $375,400 This transfer represents a $150,000 funding for a revolving loan source, $175,400 funding for land acquisition related to affordable housing development, and $50,000 for affordable housing fees. Transportation Safety - $139,000 This is do fund safety improvements associated with the Aquaplex. Metro Planning Organization Fund Water and Wastewater Fund Transfers In: Transfers In: General Fund - $30,000 This transfer represents $25,000 to assist in the payment of the multi model planner position and $5,000 to assist in the payment of the Administration Assistant. Secondary Property Tax Fund - $1,814,270 A transfer to Utilities for Secondary Property Taxes collected to support the General Obligation Debt. Transfers Out: General Fund - $1,972,064 This is a transfer of $1,814,270 utility revenue to the General Fund; these funds are subsequently transferred to Highway User Tax Fund for a payment of debt and $157,794 for the APSES lease payment. G.O. Bond Fund Transfers In: Recreation-BBB Fund - $790,503 To pay the debt service on the Parks and Recreation Bonds. Secondary Property Tax Fund - $2,483,569 A transfer of Secondary Property Taxes collected for repayment of Library and Public Safety bonds. Annual Financial Plan 66 City of Flagstaff Stormwater Fund Transfers Out: Transfers In: General Fund - $33,567 This is a transfer for the APSES lease payment. General Fund - $7,047,959 This transfer includes $6,725,068 for the Rio de Flag project and $322,891 for the Stormwater Master Plan. Airpark Fund Transfers Out: Transfers Out: HURF - $241,927 This transfer is for drainage maintenance. Airport Fund - $69,897 This transfer of funds is for a match on the ADOT grant towards the runway extension and other miscellaneous capital projects at the airport. Airport Fund Transfers In: Environmental Services Fund General Fund - $1,905,000 This transfer is for the general operations in the amount of $443,000 and $1,462,000 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 - $140,000 This transfer represents $65,000 to support the Sustainability position, $25,000 to support the KYOTO Protocal Program and $50,000 to do the carbon inventory. Secondary Property Tax Fund - $263,427 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. 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. Airpark Fund - $69,897 This transfer of funds is for a match on the ADOT grant towards the runway extension and other miscellaneous capital projects at the airport. Annual Financial Plan 67 City of Flagstaff Schedule 5: Grant Revenues CITY OF FLAGSTAFF SCHEDULE OF GRANT REVENUES FISCAL YEAR 2007-2008 PROJECT NAME GENERAL FUND POLICE METRO (NORTHERN AZ STREET CRIMES TASK FORCE) $ POLICE INTERNET CRIMES AGAINST CHILDREN POLICE BULLET PROOF VEST PROGRAM POLICE GOVERNOR'S OFFICE OF HWY SAFETY 2006 POLICE LOCAL LAW ENF BLOCK GRANT/JAG POLICE WEED AND SEED POLICE PSN GUN & INTELLIGENT SUPP POLICE PSN JUVENILE ED POLICE 2005 HGS - BOMB VEHICLE POLICE BURGLARY & ST CRIME REDUCTION POLICE DIRECTED PATROL GANG POLICE STATEWIDE GANG TASK POLICE 2006 DHS HOME LAND SECURITY POLICE CJEF DIGITAL EQUIPMENT POLICE 2006 GREAT GRANT POLICE 2006 JAG PATROL OVERTIME POLICE 2006 ACJC DUI POLICE 2005 WEED & SEED POLICE 2006 PSN JUVENILE EDUCATION POLICE 2006 PSN GUN INTELLIGENCE POLICE GRANT FUNDED ATV'S POLICE 2006 DPS ICAC POLICE NO AZ DUI TASK FORCE POLICE ENFORCEMENT UNDERAGE DRINKING POLICE AZ AUTO THEFT-WATCH YOUR CAR POLICE GOHS SELECTIVE TRAFFIC ENF POLICE HOMELAND SECURITY - BOMB EQUIP POLICE ACJC ANTI-GANG INITIATIVE POLICE ACJC DUI ABATEMENT POLICE GOHS DUI ENFORCEMENT POLICE WEED & SEED OVERTIME POLICE E-CITATION (in 6601-3008) FIRE FIRE VARIOUS GRANTS 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 FIRE SFA 06/07 REDUCE HAZ FIRE FIRE SFA 06/07 RESTORING FIRE FIRE 08 HOMELAND SECURITY EQUIPMENT FIRE ASSISTANCE TO FIREFIGHTERS EXHAUST SYSTEM FIRE GOHS EXTRACTION EQUIPMENT FIRE ASSISTANCE TO FIREFIGHTERS 2007EXERCISE 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. FACILITIES HLS BUILDING HARDWARE SUBTOTAL-GENERAL FUND Annual Financial Plan BUDGETED REVENUES 2006-2007 ESTIMATED REVENUES 2006-2007 BUDGETED REVENUES 2007-2008 CITY MATCH 2007-2008 BUDGETED GRANT REIMB % FUNDING 283,627 8,292 226,760 8,292 484,486 5,000 7,219 - 100% F/S 3,610 50% F 57,490 6,000 34,000 19,106 75,806 6,804 10,000 7,570 425,000 50,000 46,717 20,000 30,000 30,000 17,500 25,000 14,000 11,639 118,000 71,313 50,000 100,750 936,718 35,640 5,300 - 37,035 16,270 4,506 19,136 237,980 2,908 4,167 330,479 20,000 26,400 24,585 17,500 25,000 118,000 189,199 71,313 50,000 100,750 100,000 35,640 - 25,000 25,000 5,000 177,200 50,000 50,000 20,000 20,000 37,200 77,750 300,000 120,000 2,500 120,000 38,875 60,000 1,250 - 100% F/S 100% 100% 100% 100% 100% 100% 75% 100% 100% 100% 90% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 50% 50% 50% 100% 100% 100% 50% 50% 100% F/NP F/S F/S F S S S F S F F S F F/S F/S S S S S S F/S F F/S S F/S F/NP S S S S F F S S S F/S 110,000 - 50% 100% F F/S - - 220,000 5,500 40,000 58,560 26,780 - 40,000 58,560 26,780 - 200,000 50,448 27,580 - - 100% 100% 100% 100% L L L S 25,000 25,000 25,000 - 100% S 9,612 25,000 22,989 9,612 25,000 22,989 9,850 23,560 - 100% 100% 100% L L L 22,660 22,660 23,340 - 100% L 22,660 2,749,533 22,660 1,919,181 23,340 100,000 2,234,973 100% 100% L F/S 68 213,735 City of Flagstaff Schedule 5: Grant Revenues BUDGETED REVENUES 2006-2007 PROJECT NAME $ - LIBRARY STATE GRANTS-IN-AID SUBTOTAL CAPITAL EDA-BUSINESS INCUBATOR SUBTOTAL HURF FHWA-ARROWHEAD & FANNING SUBTOTAL 137,510 137,510 BEAUT BEAUT BEAUT BEAUT FUTS SIGNAGE FUTS - MCMILLAN MESA FUTS/RIO NORTH-BLUE WILLOW FUTS/RIO NORTH-CRESCENT TO OBSR MESA 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 - SANTA FE WEST-WALNUT TO RIO N. ADOT (ROUND 10) AZ STATE PARKS-CERTIFIED LOCAL GOVT 167,744 95,000 BEAUT BEAUT BEAUT BEAUT BEAUT BEAUT BEAUT BEAUT SUBTOTAL BBB-REC BBB-REC THORPE PARK PHASE I RENOVATION BMX PARK/6TH STREET SUBTOTAL HSG 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 07/08 CDBG ENTITLEMENT STATE GRANTS-HOUS REHAB & EMERGENCY REPAIR SUBTOTAL MPO MPO MPO UTIL UTIL UTIL UTIL FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION 2005 FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION 2006 FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION 2007 FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION STP-CONSTR. 2007 FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION 2008 FHWA - CONSTRUCTION FUNDS SUBTOTAL XERISCAPE DEMONSTRATION GARDEN HLS-SYSTEM VULNERABILITY FRANCIS SHORT POND PH. III AWPF-PICTURE CANYON SUBTOTAL Annual Financial Plan ESTIMATED REVENUES 2006-2007 160,165 160,165 - 137,510 137,510 $ BUDGETED REVENUES 2007-2008 CITY MATCH 2007-2008 - - 2,576,384 2,576,384 100% S 70% F 100% F/S 165,689 - 50% 37% 50% S S S 1,803,469 1,803,469 - - 95,000 - 331,377 - 96,801 35,000 17,500 50% S 500,000 - 500,000 30,000 94% F/S 500,000 - - - 94% F/S 1,100,000 - - - 94% F/S - - 94% 100% 100% F/S F/S F/S 300,000 30,000 94% F/S 10,000 1,176,377 47,500 100% S - 37% 50% S S - 500,000 1,240,000 215,000 500,000 - 500,000 - 4,817,744 691,801 - 550,000 29,868 579,868 - $ BUDGETED GRANT REIMB % FUNDING 100,000 100,859 109,064 327,104 815,702 - 100,000 94,232 65,691 148,678 497,598 - 6,627 43,373 122,850 290,684 831,532 - 100% 100% 100% 100% 100% 100% F F F F F F 400,000 1,852,729 20,000 926,199 666,000 1,961,066 - 100% S 310,613 145,058 70,000 - 93% F/S 25,803 - 93% F/S - - 260,804 156,954 66,856 1,806 93% F/S 175,000 45,000 341,000 - 93% F/S 746,417 347,012 237,000 740,659 16,590 19,831 38,227 93% 93% F/S F/S 19,950 37,815 57,765 19,950 37,815 57,765 5,139 30,000 275,960 311,099 2,569 2,569 50% 100% 100% 100% F F/S S S 69 City of Flagstaff Schedule 5: Grant Revenues BUDGETED REVENUES 2006-2007 PROJECT NAME AIRPT AIRPT AIRPT CONSTRUCT ARFF BLDG (AIP 23/AIP 24/ADOT MATCH) JWP WIDENING (AIP 27/ADOT MATCH) DESIGN/CONSTR RUNWAY EXT., SAFETY AREA RW21 (AIP 30/ADOT MATCH) AIRPT AIRPT AIRPT PERIMERTER ROAD LAND ACQUISITION (ADOT E ) LAND ACQUISITION (ADOT E1107) SUBTOTAL ENV BROWNFIELD PETROLEUM ASSESSMENT (EPA) SUBTOTAL TOUR TRAIN STATION RESTORATION SUBTOTAL $ TOTAL Funding: $ ESTIMATED REVENUES 2006-2007 BUDGETED REVENUES 2007-2008 CITY MATCH 2007-2008 BUDGETED GRANT REIMB % FUNDING 12,571 815,349 869 873,292 16,179 - 797 21,740 97.50% 97.50% F&S F&S 6,922,500 936,000 8,686,420 7,324,979 8,199,140 9,658,435 9,674,614 473,188 24,000 495,725 97.50% 97.50% 90% 90% F&S F&S S S 200,000 200,000 68,152 68,152 90,400 90,400 22,600 22,600 75% F/S 50,000 50,000 - 50,000 50,000 - 100% S 19,298,118 13,086,793 18,815,572 797,756 L=Local, N/P=Non-Profit, S=State, F=Federal, F/S=Federal thru State, F&S=Federal and State Annual Financial Plan 70 City of Flagstaff Schedule 6: Appropriations by Fund CITY OF FLAGSTAFF SUMMARY BY DEPARTMENT OF EXPENDITURES/EXPENSES WITHIN EACH FUND COMPARISON OF FISCAL YEAR 2007 AND 2008 (WITH ACTUAL FOR FISCAL YEAR 2006) FUND/DEPARTMENT GENERAL FUND General Administration Community Development Management Services Fire Police Public Works Utilities Non-departmental Contingency Total General Fund ADOPTED ESTIMATED PROPOSED ACTUAL BUDGETED ACTUAL BUDGETED EXPENDITURES/ EXPENDITURE/ EXPENDITURES/ EXPENDITURE/ EXPENSES EXPENSE EXPENSES EXPENSE CHANGE 2006-2007 2006-2007 2007-2008 (BUDG-BUDG) 2005-2006 $ 659,572 371,653 463,471 912,660 1,054,447 1,066,631 6,509 705,731 5,240,674 % CHANGE 4,927,289 3,741,609 3,346,831 9,543,318 13,802,613 6,099,044 28,757 1,024,807 53,326 42,567,594 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 5,553,585 4,822,294 3,961,551 9,213,982 15,149,359 7,662,217 14,932 (574,641) 100,000 45,903,279 6,439,989 5,283,822 4,561,875 11,136,252 16,601,314 9,501,560 21,441 5,181,564 500,000 59,227,817 11.4% 7.6% 11.3% 8.9% 6.8% 12.6% 43.6% 15.8% 9.7% 98,387 48,518 3,142,880 73,733 884 66,322 3,430,724 113,206 50,242 4,565,601 80,077 1,195 83,696 100,000 4,994,017 113,206 50,242 3,893,920 80,077 1,195 83,696 4,222,336 120,593 47,691 4,617,335 120,378 3,746 85,791 100,000 5,095,534 247,091 890,966 246,583 12,169,827 3,289 228,892 13,786,648 230,386 884,940 205,898 23,906,500 3,503 250,476 100,000 25,581,703 230,386 884,940 205,898 10,150,354 3,503 250,476 11,725,557 238,262 934,490 259,130 29,276,306 3,620 270,626 100,000 31,082,434 7,876 49,550 53,232 5,369,806 117 20,150 5,500,731 3.4% 5.6% 25.9% 22.5% 3.3% 8.0% 21.5% 12,255,485 3,290,923 15,546,408 1,971,940 2,762,433 4,734,373 4,148,087 2,365,365 6,513,452 2,381,358 3,641,410 6,022,768 409,418 878,977 1,288,395 20.8% 31.8% 1,314,702 1,314,702 9,542,128 10,000 9,552,128 1,437,348 1,437,348 6,430,718 10,000 6,440,718 (3,111,410) (3,111,410) (32.6%) (32.6%) 405,664 405,664 621,400 25,000 646,400 585,283 585,283 682,035 25,000 707,035 60,635 60,635 9.8% 9.4% 1,500,145 1,500,145 1,822,828 50,000 1,872,828 1,632,166 1,632,166 1,960,076 50,000 2,010,076 137,248 137,248 7.5% 7.3% 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 71 7,387 (2,551) 51,734 40,301 2,551 2,095 101,517 6.5% (5.1%) 1.1% 50.3% 213.5% 2.5% 2.0% City of Flagstaff Schedule 6: Appropriations by Fund FUND/DEPARTMENT ARTS AND SCIENCE FUND General Administration Reserve/Contingency ADOPTED ESTIMATED PROPOSED ACTUAL BUDGETED ACTUAL BUDGETED EXPENDITURES/ EXPENDITURE/ EXPENDITURES/ EXPENDITURE/ EXPENSES EXPENSE EXPENSES EXPENSE CHANGE 2006-2007 2006-2007 2007-2008 (BUDG-BUDG) 2005-2006 $ 351,392 351,392 621,487 10,000 631,487 350,362 350,362 2,076,719 4,809,145 4,411,026 6,007 150,000 10,000 150,000 1,426,398 63,003 1,489,401 4,362,961 4,362,961 1,502,711 1,502,711 4,536,468 39,500 4,575,968 336,317 31,612 367,929 776,417 240,000 1,016,417 347,012 25,000 372,012 40,275,739 58,351,459 GENERAL OBLIGATION BONDS FUND Non-departmental 3,356,997 SPECIAL ASSESSMENT BONDS FUND Non-departmental Total Debt Service Funds 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 678,680 10,000 688,680 - 57,193 57,193 (4,809,145) - % CHANGE 9.2% 9.1% (100.0%) - 173,507 39,500 213,007 4.0% 4.9% 744,052 44,067 150,000 938,119 (32,365) 44,067 (90,000) (78,298) (4.2%) (7.7%) 32,762,253 57,711,332 (640,127) (1.1%) 3,111,708 3,113,565 3,274,072 162,364 5.2% 94,146 3,451,143 91,447 3,203,155 91,447 3,205,012 93,525 3,367,597 2,078 164,442 2.3% 5.1% 2,713,647 2,713,647 24,968,369 24,968,369 9,804,128 9,804,128 55,520,549 55,520,549 30,552,180 30,552,180 122.4% 122.4% 273,877 649,464 512,516 43,796 24,048,519 339,648 29,032 25,896,852 286,665 705,952 631,466 47,411 49,040,473 387,120 1,400,000 52,499,087 286,665 705,952 631,466 47,411 25,015,216 387,120 27,073,830 307,386 676,081 502,681 59,148 57,780,288 425,357 1,400,000 61,150,941 DEBT SERVICE FUNDS CAPITAL PROJECT FUNDS CAPITAL PROJECTS BOND FUND Non-departmental Total Capital Projects Funds ENTERPRISE FUNDS WATER AND WASTEWATER FUND General Administration Community Development Management Services Public Works Utilities Non-departmental Contingency Annual Financial Plan 72 20,721 (29,871) (128,785) 11,737 8,739,815 38,237 8,651,854 7.2% (4.2%) (20.4%) 24.8% 17.8% 9.9% 16.5% City of Flagstaff Schedule 6: Appropriations by Fund FUND/DEPARTMENT AIRPORT FUND General Administration Community Development Management Services Public Works Utilities Non-departmental Contingency ADOPTED ESTIMATED PROPOSED ACTUAL BUDGETED ACTUAL BUDGETED EXPENDITURES/ EXPENDITURE/ EXPENDITURES/ EXPENDITURE/ EXPENSES EXPENSE EXPENSES EXPENSE CHANGE 2006-2007 2006-2007 2007-2008 (BUDG-BUDG) 2005-2006 $ 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 31,404 17,892 78,734 3,136,389 297 58,443 180 3,323,339 47,792 30,046 91,181 11,419,581 725 96,716 11,686,041 47,792 30,046 91,181 11,047,178 725 96,716 11,313,638 41,380 20,586 110,960 13,220,324 642 79,327 13,473,219 (6,412) (9,460) 19,779 1,800,743 (83) (17,389) 1,787,178 (13.4%) (31.5%) 21.7% 15.8% (11.4%) (18.0%) 15.3% 171,465 106,151 237,227 9,341,621 120,501 165,072 9,986 10,152,023 168,627 120,107 217,261 11,813,101 150,338 217,854 500,000 13,187,288 168,627 120,107 217,261 9,243,927 150,338 217,854 10,118,114 186,315 118,426 264,823 13,497,223 182,200 301,520 500,000 15,050,507 17,688 (1,681) 47,562 1,684,122 31,862 83,666 1,863,219 10.5% (1.4%) 21.9% 14.3% 21.2% 38.4% 14.1% 15,651 1,899,370 36,060 7,974 8,167 23,001 1,637 1,991,860 41,364,074 18,381 8,873,710 49,373 8,273 9,812 28,034 10,000 8,997,583 86,369,999 18,381 2,978,061 49,373 8,273 9,812 28,034 3,091,934 51,597,516 21,442 8,140,621 43,055 8,824 10,200 21,643 10,000 8,255,785 97,930,452 3,061 (733,089) (6,318) 551 388 (6,391) (741,798) 11,560,453 16.7% (8.3%) (12.8%) 6.7% 4.0% (22.8%) (8.2%) 13.4% 7,200 7,200 14,400 14,400 14,400 14,400 214,400 214,400 200,000 200,000 1,388.9% 1,388.9% 130,379,397 226,894,525 143,286,588 273,972,147 47,077,622 20.7% FIDUCIARY FUNDS VOLUNTEER FIREMEN'S PENSION Non-departmental Total Fiduciary Funds TOTAL ALL FUNDS Annual Financial Plan $ 73 City of Flagstaff Schedule 7: Appropriations by Department CITY OF FLAGSTAFF BUDGET BY DEPARTMENT AND DIVISIONS COMPARISON OF FISCAL YEAR 2007 AND 2008 (WITH ACTUAL FOR FISCAL YEAR 2006) ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2006-2007 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2006-2007 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2007-2008 822,782 267,786 2,057,941 1,146,094 482,905 149,781 1,126,680 373,465 6,427,434 924,294 285,132 2,456,668 1,337,574 548,135 228,614 1,237,365 585,463 7,603,245 1,077,726 268,814 2,170,653 1,295,201 546,551 194,640 1,228,818 403,348 7,185,751 990,639 492,858 2,551,077 1,595,684 562,049 247,682 1,421,158 538,918 8,400,065 259,637 2,675,609 (397,836) 443,107 1,426,398 761,092 486,708 1,364,236 13,556,808 1,989,600 79,951 148,188 1,086,563 351,392 336,317 24,567,770 290,831 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 33,777,444 290,317 3,132,695 (289,315) 511,040 1,502,711 1,177,557 623,050 28,228 2,280,982 4,543,552 1,969,900 118,461 726,817 592,070 350,362 347,012 17,905,439 266,262 3,449,871 (246,500) 562,099 4,536,468 1,252,090 1,001,708 340,000 6,725,068 4,071,410 1,951,358 105,900 2,652,451 3,672,367 678,680 744,052 31,763,284 MANAGEMENT SERVICES Information Systems Management Services Admin. Finance/Budget Sales Tax & Licensing Library Library Grants TOTAL 1,190,724 770,020 832,440 553,647 2,693,743 346,233 6,386,807 1,528,944 1,031,313 947,465 590,682 3,359,522 1,101,219 8,559,145 1,436,598 997,385 944,292 583,276 3,146,777 642,283 7,750,611 FIRE DEPARTMENT 9,543,318 10,223,592 12,899,949 902,664 13,802,613 14,279,361 1,267,506 15,546,867 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 POLICE DEPARTMENT Police Police Grants TOTAL Annual Financial Plan ACTUAL EXPENDITURES/ EXPENSES 2005-2006 $ 74 CHANGE (BUDG-BUDG) % CHANGE 66,345 207,726 94,409 258,110 13,914 19,068 183,793 (46,545) 796,820 7.2% 72.9% 3.8% 19.3% 2.5% 8.3% 14.9% (8.0%) 10.5% (24,569) 296,171 35,482 51,059 173,507 13,510 9,698 65,000 (835,831) 1,306,137 (17,742) 2,350 (2,017,290) (1,096,470) 57,193 (32,365) (2,014,160) (8.4%) 9.4% (12.6%) 10.0% 4.0% 1.1% 1.0% 23.6% (11.1%) 47.2% (0.9%) 2.3% (43.2%) (23.0%) 9.2% (4.2%) (6.0%) 1,731,822 1,143,104 1,043,977 642,972 3,554,074 970,458 9,086,407 202,878 111,791 96,512 52,290 194,552 (130,761) 527,262 13.3% 10.8% 10.2% 8.9% 5.8% (11.9%) 6.2% 9,213,982 11,136,252 912,660 8.9% 13,853,559 1,295,800 15,149,359 15,658,768 942,546 16,601,314 1,379,407 (324,960) 1,054,447 9.7% (25.6%) 6.8% City of Flagstaff Schedule 7: Appropriations by Department DEPARTMENT/DIVISION ACTUAL EXPENDITURES/ EXPENSES 2005-2006 ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2006-2007 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2006-2007 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2007-2008 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 322,718 672,276 2,088,294 36,476 170,245 873,654 1,935,381 2,792,875 4,475,375 2,330,517 2,416,933 2,415,957 653,065 9,176,986 2,076,719 32,437,471 270,670 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 59,906,499 275,815 958,335 2,547,123 140,344 165,080 1,445,549 2,129,971 3,899,827 2,032,849 1,622,927 2,411,986 10,401,265 580,696 9,015,152 4,411,026 42,037,945 256,625 1,290,780 3,091,092 374,237 1,887,776 2,601,050 5,145,652 5,832,102 16,319,642 1,814,269 12,441,973 650,112 13,243,378 64,948,688 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 1,276,701 3,011,369 721,989 1,264,606 66,039 647,696 8,407,256 1,515,111 719,854 363,115 913,995 1,688,325 395,629 1,770,141 1,448,588 24,210,414 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 1,144,077 3,507,765 785,257 1,285,071 78,452 2,360,172 1,615,577 1,581,612 1,342,435 308,373 874,928 5,279,890 546,454 3,212,023 1,273,635 25,195,721 1,413,889 4,142,848 971,826 1,743,865 95,908 5,049,406 13,221,150 1,723,898 1,055,550 335,283 977,538 19,341,654 2,324,855 3,509,631 2,094,836 58,002,137 NON-DEPARTMENTAL Council & Commissions Contributions to Other Agencies Non-Departmental Real Estate Proceeds Firemen's Pension G.O. Bond - Debt Service Special Improvement District SID-Debt Capital Projects Bond Economic Development Facility Improvement Debt TOTAL 236,375 715,740 2,052,374 6,007 7,200 3,356,997 94,146 2,713,647 405,664 3,321,259 12,909,409 303,837 966,190 8,388,910 150,000 14,400 3,111,708 91,447 24,968,369 621,400 495,494 39,111,755 287,211 944,173 3,424,115 10,000 14,400 3,113,565 838,496 91,447 8,965,632 585,283 473,458 18,747,780 307,270 1,033,110 9,291,381 150,000 214,400 3,274,072 30,111,279 93,525 25,409,270 682,035 612,658 71,179,000 94,161 2,945,000 100,000 2,855,000 130,379,397 226,894,525 143,286,588 273,972,147 RESERVES/CONTINGENCIES GRAND TOTAL $ CHANGE (BUDG-BUDG) % CHANGE 14,045 (7,089) 401,112 (34,125) 156,908 281,937 281,933 715,096 1,234,306 4,035,345 (596,817) 1,667,723 69,998 1,659,052 (4,809,145) 5,042,189 (5.2%) (0.5%) 14.9% (100.0%) 72.2% 17.6% 12.2% 16.1% 26.8% 32.8% (24.8%) 15.5% 12.1% 14.3% (100.0%) 8.4% 239,588 88,958 135,197 256,467 5,056 68,655 1,162,970 11,833 (319,814) 3,129 81,231 5,638,584 963,722 (52,999) 498,582 8,781,159 20.4% 2.2% 16.2% 17.2% 5.6% 1.4% 9.6% 0.7% (23.3%) 0.9% 9.1% 41.1% 70.8% (1.5%) 31.2% 17.8% 3,433 66,920 902,471 200,000 162,364 30,111,279 2,078 440,901 60,635 117,164 32,067,245 (90,000) 47,077,622 1.1% 6.9% 10.8% 1,388.9% 5.2% 2.3% 1.8% 9.8% 23.6% 82.0% (3.1%) 20.7% 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 75 City of Flagstaff Schedule 8: Operating Capital CITY OF FLAGSTAFF SUMMARY OF OPERATING CAPITAL FISCAL YEAR 2007-2008 DIV # DIVISION OPERATING CAPITAL 8 INFORMATION TECHNOLOGY VOICE MAIL REPLACEMENT 9 MANAGEMENT SERVICES MAIL METER MACHINE 11 LIBRARY BOOKMOBILE 16 DEVELOPMENT SERVICES REPLACEMENT OF PROCTOR MACHINE REPLACEMENT OF ASPHALT CONTENT GAUGE 21 FIRE FORD ESCAPE AWD FOR NEW CODE POSITION FLAG RANCH CONTRACT RESCUE VEHICLE GRANT FUND EQUIPMENT FOR HEAVY RESCUE STATION EMERGENCY POWER GENERATORS EXHAUST SYSTEMS AT THE FIRE STATIONS FIRE EXTRACATION EQUIPMENT - GRANT FUNDED VIDEO CONFERENCE CAMERAS EXERCISE EQUIPMENT 22 POLICE 6 EA CRUISERS REPL P2-129, 130, 131, 132, 139, 142 3 EA CRUISERS HYBRID COMPACT FWD SUV COMPACT 4X4 EXT CAB PU REPL P2109 FLT APPROVED NEW SQUAD VEHICLE NEW SQUAD VEHICLE CONTAINMENT UNIT FOR BED OF REPLACEMENT ANIMAL REFURBISH INTERIOR OF P2021, PD TACTICAL 4 EA IN-CAR DIGITAL VIDEO RECORDING SYSTEMS FORD ESCAPE HYBRID - PROPERTY DETECTIVE REPLACEMENT COPIER GEM ELECTRIC UTILITY VEHICLE GEM ELECTRIC UTILITY VEHICLE 2 - SQUAD VEHICLES 23 POLICE GRANTS 25 PUBLIC WORKS ADMIN CARRYFWD BUDGET 2006-2007 2007-2008 $ - 100,000 - 20,000 125,000 125,000 - 6,500 8,500 300,000 14,000 27,600 200,000 300,000 80,000 275,000 5,500 14,000 200,000 44,529 141,000 70,500 26,500 19,500 35,000 35,000 6,283 14,775 23,597 26,800 25,000 12,100 12,100 44,529 HLS - BOMB EQUIPMENT - 50,000 PW ADMIN OFFICE FURNITURE - 6,000 17,500 17,500 - 12,350 12,900 19,500 9,750 24,000 31,000 30,500 50,000 20,000 25,500 16,500 25,000 13,800 10,500 7,300 17,500 17,500 8,300 21,700 18,100 12,000 17,000 26 PARKS SOF'FALL ENGINEERED WOOD FIBER REPLACEMENT TENNIS COURT RESURFACING BASKETBALL COURT RESURFACING BASKETBALL COURT RESURFACING 3/4 TON REG CAB 4X2 W/DIESEL PU, REPL P3-69 3/4 TON REG CAB 4X2 W/DIESEL PU, REPL P3-7 3/4 TON CREW CAB 4X2 DIESEL PU 1 1/2 TON C&C REG CAB 4X2 W/DUMP W/DUAL REAR WHEEL UTILITY GATOR THORPE SOFTBALL COMPLEX FIELD GROOMER NEW AQUAPLEX MW POS VEHICLE SIGNAGE TABLE SHELTERS SWEEPER ATTACHMENT TORO SEEDER/THATCHER 3/4 TON PICKUP, REPL P3-74 3/4 TON PICKUP, REPL P3-65 CHESHIRE ROD IRON FENCE MCPHERSON CONCRETE PAD CHESHIRE CONCRETE PAD THORPE OUTFIELD FENCE THORPE PHASE I STORAGE BINS 27 FLEET SERVICES IRON WORKER - 6,000 28 CEMETERY TURF VACUM - 33,000 29 FACILITIES 10' DROP DECK UTILITY TRAILER 1/2 TON 4X2 REG CAB PU, REPL M2005 NEW AQUAPLEX MW POS VEHICLE NEW ELECTRICIAN POS VEHICLE ADDITIONAL FUNDING FOR FACILITY DEVELOPMENT - 12,000 16,900 16,500 16,500 300,000 30 RECREATION BUILDING HEATER FLOOR COVERING/CARPET IN HALLWAY, AC, KITCHEN OUTDOOR LIGHTING PAINT EXTERIOR FLOORING/DRI DECK/DASHER BOARD/ICE DECALS - 3,100 3,500 4,000 15,000 7,000 Annual Financial Plan 76 City of Flagstaff Schedule 8: Operating Capital DIV # DIVISION OPERATING CAPITAL 32 STREET MAINT & REP 10-WHL DUMP TRK REPL S3-151 PLOW & CINDER UNIT TO EQUIP. NEW TRUCK. 10 YARD SECONDARY CONTAINMENT FOR STIPING PAINT 10-WHL DUMP TRK REPL S3-102 5 YRD LOADER REPL S3-184 10-WHL DUMP TRK NON-POTABLE WATER TANK INSERT SPARE ECONOLITE TS2 TRAFFIC SIGNAL CABINET TRAFFIC CABINET AND TESTER 41 ENVIRONMENTAL SVCS 1/2 TON REGULAR CAB 4X4 PU, REPL G8-19 1/2 TON REG CAB 4X4 PU, REPL G8-29 RAPID RAIL, REPL G8-74 TOPLOADER REBUILD G8-69 WATER TENDER REPL G8043 5-YRD LOADER LANDFILL SCRAPER REPL G8-03 FIFTH WHEEL DOLLY COPIER GPS BACK PACK & BASE STATION PUP TRAILER FOR ROLL OFF TRUCK RAPID RAIL, REPL G8-67 TOP LOADER REPL G8-71 LANDFILL CLOSURE ANNUAL SET ASIDE METHANE MITIGATION LITTER FENCING REAR LOADER, REPL G8-79 WIRELESS ANTENNA RAPID RAIL REPL G8-65 RAPID RAIL REPL G8-62 ROPLOADER REPL G8-22 NEW TOP LOADER BIN TRUCK REPL G8-50 ROLL OFF TRUCK RAPID RAIL REPL G8-63 TOP LOADER REPL G8-72 TOP LOADER REPL G8-66 42 UTILITY ADMIN 47 CARRYFWD BUDGET 2006-2007 2007-2008 25,000 24,000 200,000 18,559 10,000 200,000 366,000 200,000 43,000 18,500 24,000 230,000 22,063 175,000 2,195 215,000 195,000 195,000 185,000 60,000 175,000 195,000 220,000 424,500 20,000 20,000 246,000 100,000 125,000 366,000 6,000 5,000 8,000 50,000 24,907 246,000 230,000 500,000 40,000 86,063 175,000 2,195 215,000 195,000 195,000 185,000 60,000 175,000 195,000 220,000 424,500 BOOM TRUCK REPLACEMENT 60,000 60,000 LAKE MARY WTR PLANT HYBRID COMPACT SUV FWD 1 TON 4X4 PU, C&C, DUAL RW, REPL W251 LAKE MARY REPAIR OF SPILLWAY & ABUTMENT LONG TERM SCADA ENHANCEMENTS, RADIO UPGRADES, AND BASIN PUMP SYSTEM COMPOSTING TOLIET 20,000 9,168 32,000 27,500 29,000 40,000 125,000 9,168 32,000 48 CUSTOMER SERVICE COMPACT 4X4 EXT CAB PU REPL W3-6 COMPACT 4X4 EXT CAB PU REPL W3-7 DATA COLLECTOR 37,500 19,500 19,500 37,500 49 WATER DISTRIBUTION COMPACT 4X4 EXT CAB PU REPL W3-5 POWER VAC WATER VALVE CLEANER 11/2 TON REGULAR CAB WITH UTILITY CRANE & BED REPLACEMENT VEHICLES REPLACE BED AND CRANE 2-1/2 TON TRUCKS 4X4 UTILITY BED SERVICE TRUCK - HYDRAULIC 17,426 7,426 7,426 - 19,500 30,000 65,000 57,427 19,730 57,426 67,426 51 WATER DISTRIBUTION IMPRV REPL OF OLD METERS WITH RADIO READ METERS OPS - 200,000 53 WASTEWATER TREATMENT PLAN REPL S2-2 W/FORKLIFT - 27,000 54 WSWTR COLLECTION 1 TON 4X4 PU, C&C & RODDER REPL S4-29 REPL 1 1/2 TON 4 X 4 W/SRVC BODY, CRANE AND HYDRAULICS SKID MOUNT FOAMING UNIT - 80,000 65,000 32,890 56 RECLAIMED WATER CHEMICAL FEED MIXING PUMP - 7,000 57 WW TREATEMENT IMPROVEMENTWASTEWATER SYSTEM OPTIMIZER HONEY MOSTER FOR WILDCAT SEPTAGE NEW RIO PLT SCREENING GRINDER 50,000 - 87,200 118,000 118,000 58 WW COLLECTION IMPROVEMENT REBATE RECLAIMED WATER - 110,000 66 NON-DEPARTMENTAL HYBRID SEDAN - REPL A263 HYBRID COMPACT SUV - REPL A266 FOUR NEW COPIERS - 26,000 27,500 45,000 67 REAL ESTATE PROCEEDS LAND ACQUISITON SETASIDE - 150,000 TOTAL Annual Financial Plan $ 3,102,233 77 9,768,975 City of Flagstaff Schedule 9: Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2007-2008 DIV # DIVISION PROJECT 24 CAPITAL PROJECTS FUND FIRE STATIONS AQUAPLEX FUTS / OPEN SPACE LAND ACQUISISTION USGS OFFICE / LAB BUILDING BUSINESS INCUBATOR ASPEN PLACE AT SAWMILL 33 STREET CONSTRUCTION RESERVE FOR IMPROVEMENTS RAILHEAD 4TH LEG AT 89N MINOR TRANSPORTATION IMPROVEMENT SIDEWALK REPLACEMENT PROGRAM STREET IMPROVEMENT PROGRAM SUNNYSIDE PHASE 4 TRAFFIC SIGNAL MODIFICATION SOUTHSIDE TRAFFIC IMP CARRYFWD 2006-2007 $ BUDGET 2007-2008 5,035,857 5,090,819 1,360,225 580,600 3,145,920 - 6,369,250 13,296,908 1,360,225 580,600 3,802,287 30,111,279 457,603 749,125 989,457 56,540 169,815 50,000 519,000 50,000 15,000 2,854,265 1,835,837 153,000 355,000 34 DRAINAGE RIO DE FLAG PROJECT RIO PARKING REPLACEMENT - 5,975,068 750,000 35 4TH STREET OVERPASS FOURTH STREET RAIL CROSSING - 430,000 37 AIRPORT CAPITAL PROJ ARFF BUILDING DESIGN/CONSTRUCTION RUNWAY EXTENSION ECHO - FOXTROT DRAINAGE AIRCRAFT WASHRACK 12,250 - 16,936 11,173,459 12,343 3,780 41 ENVIRONMENTAL SERVICES ROAD EXTENSION MAINATAINCE BUILDING PROJECT SINCLAIR PIT CLOSURE FUELING STATION PROJECT BIODIESEL PUMPING STATION CINDERLAKE LANDFILL RESIDENTIAL DROPOFF 80,000 14,000 81,164 13,000 175,000 8,000 80,000 14,000 81,164 47 LAKE MARY WATER PLANT LAKE MARY WELLFIELDS INNER BASIN PIPELINE ROOF REPLACEMENT - CHLORINE STORAGE - 20,000 401,000 17,780 51 BETTRMTS & IMP WATER DIST SUNNYSIDE W/L PHASE 4 LAKE MARY UTILITY RELOCATE FRANKLIN WATERLINE MOHAWK DRIVE WATERLINE REPLACEMENT BENTON / SF ALLEY / ELDEN WATERLINE RESERVE FOR IMPROVEMENTS 194,967 - 3,622,636 303,684 308,702 148,565 336,819 129,000 52 BTTRMTS & IMP WATER PRODUCTIONTOWN WELL #5 FUTURE WATER ACQUISITIONS WATER PRODUCTION WELLS RAILROAD SPRINGS RESERVIOR LAKE MARY WELL #7 CHLORINE DIOXIDE WATER SYSTEM OPTIMIZATION 500,000 80,000 110,000 34,350 75,000 7,181,800 4,500,000 500,000 280,000 610,000 74,350 57 WSTWTR TREATMENT IMP 32,174 31,600 - 32,174 15,000,000 307,560 803,720 75,000 2,000,000 800,000 Annual Financial Plan WILDCAT STREET REPAIRS WILDCAT TREATMENT UPGRADE PICTURE CANYON WILDCAT UPGRADE RIO CLARIFER CONCRETE REPAIRS CO-GENERATION EQUIPMENT PLASMA LINEAR RECYCLER 78 City of Flagstaff Schedule 9: Capital Improvement Program DIV # 58 DIVISION WSTWTR COLLECTION IMPRV PROJECT RECLAIM HYDRANTS HUNTINGTON SEWER UPSIZE CONTINENTAL OUTFALL SEWER BUFFALO PARK TANK WESTSIDE INTERCEPTER IMPROVEMENTS BUSHMASTER RECLAIM LINE CLAY AVENUE WASH DET BASIN MCMILLAN MESA SEWER UPSIZE MALL RECYCLING BOOSTER RESERVE FOR IMPROVEMENTS CARRYFWD 2006-2007 $ BUDGET 2007-2008 185,874 137,173 170,000 - 25,000 419,646 363,117 370,000 100,000 342,092 150,000 50,000 300,000 95,000 66 NON-DEPARTMENTAL REDEVELOPMENT - PARKING 1,200,000 1,200,000 74 STREETSCAPE SPECIAL PROJECTS HISTORIC FACADES CITY GATEWAY SIGNS NEON CORRIDOR RR 66 E CC TO MALL TRAIL US 89 RAILHEAD TO SNOWFLAKE REDEVELOPMENT OPPORTUNITY RT 66 - SOUTH OF TRACKS SCREEN WOODLANDS / BEULAH MEDIANS BEAVER / SF SOUTHSIDE PLAN RT 66 N EL PUEBLO MOTEL 98,650 80,000 60,000 1,030,935 100,000 - 50,000 148,650 80,000 210,000 507,866 1,030,935 150,000 100,000 150,000 150,000 75,000 75 FLAGSTAFF URBAN TRAIL SPECIAL PROJECTS SIGNAGE PROGRAM ATA RT 66 TO MCMILLAN MESA FUTS AND ATA MCMILLIAN MESA TRAILHEAD RIO N CRESCENT TO OBS MESA FUTS FT VALLEY SECHRIST - FREEMONT RT 66 - RIO N TO SAN FRANCISCO SANTA FE - W VILLAGE - WALNUT SANTA FE W - WALNUT TO RIO HOSPITAL RIM BEAVER TO FT. RIO N BLUE WILLOW TO 180 COUNTRY CLUB TRAIL - 66 TO CORTLAND SIXTH AVENUE CONNECTOR BRANNEN CONNECTOR MUSEUM CONNECTOR 335,488 150,000 50,000 150,797 9,094 551,261 300,000 300,000 304,542 - 50,000 662,754 150,000 50,000 202,611 9,094 617,978 300,000 300,000 100,000 608,775 270,385 258,920 36,850 55,000 85 VISITOR SERVICES VISITOR CENTER PAVER REPLACEMENT 141,636 141,636 92 TRANSPORTATION CIP MISC SAFE TO SCHOOL PROJECT MISC BIKE / PED COUNTRY CLUB DRIVE TRANS. PLANNING AND PROGRAM HUNTINGTON DR IMPROVEMENT EAST FLAGSTAFF GATEWAY BEULAH BLVD EXTENSION DOWNTOWN RAIL CROSSING MODIFICIATION RESERVE FOR IMPROVEMENTS LAKE MARY ROAD PHASE 3 BUTLER AVE/4TH STREET SIGNAL COMMERCE AVENUE PAVING PRESTON ROAD PAVING INDUSTRIAL DRIVE/FANNING WASH BUTLER AVENUE WIDENING BRANNEN AND GABEL PAVING WEST/SIXTH INTERSECTION INDUSTRIAL: FANNING TO EAGLE MOUNTAIN STEVES BLVD RAIL CROSSING BUTLER AVE/CONFERENCE CENTER MEDIANS 61,705 343,440 27,159 52,175 1,442,388 6,094,078 559,670 32,038 274,376 95,268 225,000 293,360 47,009 61,286 663,233 - 177,432 402,666 55,155 325,594 2,385,000 7,717,658 554,520 863,311 25,000 71,141 23,482 289,500 102,000 225,000 293,360 298,500 645,000 1,344,823 160,000 360,500 99 STORMWATER CAPITAL PROJECTS DRAINAGE SPOT IMPROVEMENT - 340,000 34,434,101 144,154,142 Total Annual Financial Plan $ 79 City of Flagstaff Schedule 10: Debt Service Requirements CITY OF FLAGSTAFF DEBT SERVICE REQUIREMENTS FISCAL YEAR 2007-2008 ORIGINAL ISSUE GENERAL FUND [20] Existing Debt: OTHER DEBT USGS-Series 12 Capital Lease - APSES Purposed Capital Lease - Fire Equipment $ STREETS FUND [36] Existing Debt: Jr. Lien Rev Bonds, Series '92 Series 2003 Revenue Bonds 4TH STREET [87] Existing Debt: 2003 MFC Revenue Bonds 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 SPECIAL ASSESSMENT DISTRICT [96] Existing Debt: Bow and Arrow (002) 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) 2006 WIFA Loan Other debt - Lease Purchase - Co-Generators Proposed Water Revenue Bonds Proposed Wastewater Revenue 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 $ OUTSTANDING 07/01/2007 PRINCIPAL INTEREST FISCAL CHARGES TOTAL REQUIREMENTS 4,700,000 3,800,000 1,100,000 9,600,000 3,325,000 3,097,330 6,422,330 310,000 369,398 140,000 819,398 152,399 101,595 253,994 3,240 1,665 4,905 465,639 472,658 140,000 1,078,297 5,580,000 9,375,000 14,955,000 5,580,000 2,145,000 7,725,000 350,000 1,050,000 1,400,000 341,673 69,712 411,385 636 2,248 2,884 692,309 1,121,960 1,814,269 25,000,000 25,000,000 20,990,000 20,990,000 1,005,000 1,005,000 942,100 942,100 4,258 4,258 1,951,358 1,951,358 3,100,000 720,000 31,500,000 35,320,000 3,100,000 255,000 27,875,000 31,230,000 385,000 255,000 1,240,000 1,880,000 141,001 8,287 1,241,970 1,391,258 894 1,920 2,814 526,001 264,181 2,483,890 3,274,072 720,000 720,000 264,000 264,000 82,000 82,000 10,877 10,877 648 648 93,525 93,525 924,240 8,000,000 13,808,000 8,230,000 6,000,000 6,775,760 7,900,000 2,000,000 15,000,000 23,100,000 91,738,000 1,680,000 4,550,000 6,400,000 1,894,495 5,495,967 7,560,000 1,914,812 29,495,274 2,201,000 265,000 353,981 283,832 295,000 164,937 3,563,750 75,600 227,504 208,000 64,451 194,969 247,968 86,019 400,000 525,000 2,029,511 2,681 1,814 6,711 11,206 75,600 2,431,185 474,814 425,143 478,801 542,968 250,956 400,000 525,000 5,604,467 2,062,000 2,782,598 600,000 5,444,598 680,000 2,566,842 402,698 3,649,540 329,000 89,612 33,085 451,697 33,996 142,124 21,864 197,984 431 431 363,427 231,736 54,949 650,112 182,777,598 99,776,144 9,201,845 5,237,109 27,146 14,466,100 80 City of Flagstaff Annual Financial Plan 81 879,193 130,508 511,798 1,632,131 48,404,110 1,058,591 273,510 860,144 1,358,289 45,412,074 52,030,023 75,970,485 Total Revenues & Transfers In Total Sources of Funds 78,391 85,401 170,201 9,437 796,536 2,574,727 33,567 19,488 3,767,748 728,440 568,158 609,993 135,269 383,757 557,341 815,168 126,565 Transfers In Library HURF Beautification Tourism Visitor Center Recreation-BBB Real Estate Proceeds Utilities fund Airport Environmental Services Total Transfers In 41,084 2,300,000 246,699 35,866 2,318,201 480,439 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 - 6,771,938 5,965,050 2,601,000 2,026,196 723,337 584,840 5,655,642 5,652,335 2,655,653 1,027,669 917,332 420,426 2,850,201 15,333,155 4,654,071 1,961,250 24,344,560 Budget 2006-2007 14,658,841 4,208,605 1,947,699 $ 23,940,462 Other Financing Source APSES Lease Proceeds 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 Other 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 2005-2006 78,922,616 52,723,451 78,391 85,401 175,201 6,847 2,590 947,000 1,126,001 2,568,880 33,567 19,488 5,043,366 - 950,000 1,331,487 47,680,085 899,311 135,574 654,831 619,373 634,462 115,112 41,084 2,000,000 326,900 6,771,938 5,965,050 2,601,000 1,292,382 626,799 760,050 15,350,000 4,417,959 2,186,772 26,199,165 Estimate 2006-2007 82,948,799 56,980,146 328,391 85,401 405,201 6,847 2,590 972,298 1,972,064 33,567 19,488 3,825,847 - 973,750 1,467,981 53,154,299 900,642 145,031 1,155,874 661,730 796,751 120,868 43,138 2,000,000 341,750 8,616,976 6,314,381 2,653,020 1,924,105 310,868 750,000 17,035,426 4,656,831 2,285,177 25,968,653 Budget 2007-2008 CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2008-2013 67,076,383 57,291,211 78,391 85,401 417,201 6,847 2,590 1,025,587 1,962,991 33,567 19,488 3,632,063 - 998,094 1,482,782 53,659,148 913,355 119,273 1,213,668 688,663 802,170 126,912 45,295 2,080,000 357,500 9,027,202 6,623,785 2,706,080 496,598 172,464 808,750 17,857,715 4,796,536 2,342,306 9,785,172 2008-2009 67,449,005 59,295,197 78,391 85,401 429,561 6,847 2,590 1,067,763 1,958,565 33,567 19,488 3,682,173 - 1,023,046 1,510,200 55,613,024 926,379 121,222 1,274,351 716,833 807,775 133,257 47,560 2,163,200 374,038 9,195,428 7,027,836 2,760,202 509,013 151,428 827,969 18,701,991 4,940,432 2,400,864 8,153,808 2009-2010 70,068,489 61,514,633 78,391 85,401 442,292 6,847 2,590 1,098,803 1,968,885 33,567 19,488 3,736,264 - 1,048,622 1,537,881 57,778,369 939,728 123,215 1,338,068 746,300 773,572 139,920 49,938 2,249,728 391,402 9,655,200 7,308,949 2,815,406 521,738 155,327 847,668 19,586,175 5,088,645 2,460,886 8,553,857 2010-2011 72,558,366 63,630,950 78,391 85,401 455,405 6,847 2,590 1,130,737 1,978,305 33,567 19,488 3,790,730 - 1,074,838 1,565,818 59,840,220 953,415 125,253 1,404,971 777,134 779,570 146,916 52,435 2,339,717 409,635 10,137,960 7,308,949 2,871,714 534,781 159,431 867,860 20,566,111 5,241,304 2,522,408 8,927,416 2011-2012 72,161,086 63,163,672 78,391 85,401 468,911 6,847 2,590 1,163,591 157,794 33,567 19,488 2,016,579 - 1,101,709 1,274,432 61,147,093 967,453 127,337 1,475,220 809,394 785,777 154,262 55,057 2,433,306 428,779 10,442,099 7,535,526 2,929,148 548,151 124,080 888,556 21,082,796 5,398,543 2,585,468 8,997,414 2012-2013 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 82 1,029,176 380,680 2,850,201 1,235,499 5,495,556 1,204,310 25,000 4,186,933 85,650 35,000 150,000 375,400 90,229 1,251,204 7,403,726 2,058,703 Transfers Out Library MPO Hurf Beautification Economic Development Arts and Science Recreation -BBB Real Estate Proceeds Housing and Community Svcs Capital Projects Fund Airport Stormwater Environmental Services Total Transfers Out Excess revenues over expenditures - Compensation adj's $1.1 M Fire FF&E - 10 year loan AMC staffing - 3 months AMC revenue AMC operating Total Revised Service Levels Capital/CIP Fleet Information Technology Capital Improvement Projects Operating Capital Total Capital/CIP - 471,058 463,839 934,897 37,072,038 13,367,130 5,424,039 2,623,809 53,326 (5,272,184) 36,137,141 4,905,834 3,340,877 3,629,116 8,065,194 Revised service Levels New Staffing and revised service le Debt Service Leases Bonds Total Debt Service Total Operating Budget Police Public Works Non-Departmental Contingency Less Indirect Charges Total Department Expenditures Uses of Funds Departments General Administration Management Services Community Development Fire Actual 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 14,324,568 7,547,265 4,341,130 883,528 (5,663,666) 44,538,721 5,770,417 4,028,404 4,662,819 8,644,256 Budget 2006-2007 1,430,473 25,000 2,680,723 67,000 35,000 341,953 238,000 772,000 1,440,482 32,500 7,063,131 (230,512) 998,642 1,022,556 1,254,568 3,275,766 - - 473,458 462,439 935,897 42,615,066 14,153,182 6,825,713 3,572,943 100,000 (5,701,113) 41,679,169 5,543,585 3,946,551 4,633,976 8,604,332 Estimate 2006-2007 1,613,028 30,000 2,181,423 108,000 35,000 150,000 375,400 350,000 1,905,000 7,047,959 140,000 13,935,810 (16,183,481) 499,900 2,680,619 1,200,000 2,238,584 6,619,103 - 612,658 465,639 1,078,297 52,608,714 16,058,630 8,175,721 6,652,642 500,000 (6,041,414) 51,530,417 6,439,989 4,441,875 5,268,822 10,034,152 Budget 2007-2008 CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2008-2013 1,613,326 30,000 1,804,723 176,000 35,000 375,400 630,000 2,184,135 91,950 6,940,534 (1,631,364) 421,917 880,000 400,000 1,065,000 2,766,917 400,000 1,200,000 (604,475) 995,525 638,696 459,534 1,098,230 48,219,599 15,927,653 7,486,703 3,236,961 250,000 (5,957,847) 47,121,369 6,263,108 4,412,823 5,438,968 10,063,000 2008-2009 1,656,522 30,000 1,800,135 165,000 35,000 375,400 770,000 93,959 4,926,016 400,049 331,466 924,734 400,000 1,065,000 2,721,200 820,000 1,233,000 (622,609) 1,430,391 638,696 460,614 1,099,310 49,817,542 16,360,102 7,694,253 3,267,924 250,000 (5,957,847) 48,718,232 6,645,264 4,532,235 5,586,494 10,339,807 2009-2010 1,700,911 30,000 1,810,455 154,000 35,000 375,400 641,000 96,027 4,842,793 373,560 949,363 969,734 400,000 1,065,000 3,384,097 1,261,000 1,266,908 (641,288) 1,886,620 638,696 460,371 1,099,067 51,027,563 16,804,305 7,909,084 3,299,678 250,000 (5,957,847) 49,928,496 6,606,146 4,654,882 5,738,023 10,624,225 2010-2011 1,746,527 30,000 1,819,875 151,000 35,000 375,400 730,000 98,158 4,985,960 69,998 1,019,009 1,018,434 400,000 1,065,000 3,502,443 1,724,050 1,301,747 (660,526) 2,365,271 638,696 459,446 1,098,142 52,707,278 17,260,583 8,130,254 3,332,243 250,000 (5,957,847) 51,609,136 7,002,910 4,780,852 5,893,668 10,916,473 2011-2012 1,793,405 30,000 148,000 35,000 375,400 751,000 100,353 3,233,158 (188,937) 729,806 1,069,434 400,000 1,065,000 3,264,240 2,210,253 1,337,546 (680,342) 2,867,456 638,696 462,656 1,101,352 53,987,755 17,729,260 8,353,100 3,365,640 250,000 (5,957,847) 52,886,403 6,968,004 4,910,233 6,053,540 11,214,473 2012-2013 Schedule 11: Five-year Plans City of Flagstaff 66,951,483 11,090,952 $ 26,199,165 Ending Fund Balance - 49,771,320 (200,000) (200,000) Budget 2006-2007 Total Uses of Funds One Time Projects Land Acquisition/Facility Needs LERDS and Construction Total One Time Projects Actual 2005-2006 - Annual Financial Plan 25,968,653 52,953,963 Estimate 2006-2007 - 9,785,172 73,163,627 Budget 2007-2008 CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2008-2013 - 8,153,808 58,922,575 2008-2009 - 8,553,857 58,895,148 2009-2010 - 8,927,416 61,141,073 2010-2011 - 8,997,414 63,560,952 2011-2012 - 8,808,477 63,352,609 2012-2013 Schedule 11: Five-year Plans 83 City of Flagstaff Annual Financial Plan 84 $ 78,391 Transfer Out General Fund Ending Fund Balance 561,445 3,509,115 62,892 Library Capital Total Uses of Funds - 3,367,832 317,425 317,425 Contingency Total Operating Expenditures County Wide Projects & Growth Subtotal County Wide Proj & Growth Departments Library Library Grants Indirect Costs Subtotal Departments 2,630,851 28,808 390,748 3,050,407 4,070,560 Total Sources of Funds Uses of Funds 1,204,310 1,204,310 Transfers In General Fund Total Transfers In 633,768 28,808 2,040,924 44,261 118,489 2,232,482 $ Revenues State Grants Library District Taxes Interest Earnings Miscellaneous Total Revenues Beginning Fund Balance Sources of Funds Actual 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 682,421 4,300,727 78,391 220,500 - 4,001,836 482,118 482,118 2,926,277 160,165 433,276 3,519,718 4,983,148 1,430,473 1,430,473 160,165 2,427,066 50,000 354,000 2,991,231 561,445 Estimate 2006-2007 244,795 5,423,925 328,391 125,000 100,000 4,870,534 970,458 970,458 3,429,074 471,002 3,900,076 5,668,720 1,613,028 1,613,028 3,294,271 50,000 29,000 3,373,271 682,421 Budget 2007-2008 CITY OF FLAGSTAFF LIBRARY FUND FIVE YEAR PLAN 2008-2013 331,834 4,331,907 78,391 25,000 - 4,228,516 253,295 253,295 3,392,444 100,000 482,777 3,975,221 4,663,741 1,613,326 1,613,326 100,000 2,626,620 50,000 29,000 2,805,620 244,795 2008-2009 420,162 4,425,779 78,391 25,000 - 4,322,388 255,261 255,261 3,472,281 100,000 494,846 4,067,127 4,845,942 1,656,522 1,656,522 100,000 2,678,586 50,000 29,000 2,857,586 331,834 2009-2010 508,434 4,522,241 78,391 25,000 - 4,418,850 257,276 257,276 3,554,356 100,000 507,217 4,161,573 5,030,675 1,700,911 1,700,911 100,000 2,730,601 50,000 29,000 2,909,601 420,162 2010-2011 595,267 4,621,361 78,391 25,000 - 4,517,970 259,342 259,342 3,638,731 100,000 519,897 4,258,628 5,216,629 1,746,527 1,746,527 100,000 2,782,667 50,000 29,000 2,961,667 508,434 2011-2012 679,238 4,723,218 78,391 25,000 - 4,619,827 261,459 261,459 3,725,473 100,000 532,894 4,358,367 5,402,456 1,793,405 1,793,405 100,000 2,834,784 50,000 29,000 3,013,784 595,267 2012-2013 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 85 9,782,653 14,911,106 Total Uses of Funds $ 200,000 850,000 85,401 1,135,401 Transfers Out General Fund Storm Water General Fund Total Transfers Out Ending Fund Balance 2,416,933 2,416,933 2,678,302 1,770,948 6,909,522 11,358,772 24,693,759 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 4,186,933 135,000 200,000 2,557,717 7,079,645 Transfers In General Fund Stormwater Fourth Street Transportation Tax Total Transfers in 8,970,750 $ 440,933 7,540,081 304,341 273,406 84,603 8,643,364 $ Revenues Intergovernmental Revenues Highway User Revenues LTAF Interest Revenues Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 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 16,080,949 11,865,980 85,401 85,401 2,411,986 2,411,986 3,015,870 1,757,968 4,594,755 9,368,593 27,946,929 2,680,723 135,000 1,822,927 4,638,650 137,510 7,809,870 300,246 278,000 5,000,000 13,525,626 9,782,653 Estimate 2006-2007 4,837,909 31,167,835 85,401 85,401 1,814,269 1,814,269 4,065,593 1,870,769 23,231,803 100,000 29,268,165 36,005,744 2,181,423 241,927 8,801,984 11,225,334 8,083,215 300,246 316,000 8,699,461 16,080,949 Budget 2007-2008 3,119,300 17,527,797 85,401 85,401 1,804,723 1,804,723 4,171,011 1,917,538 9,449,124 100,000 15,637,673 20,647,097 1,804,723 247,975 4,969,124 7,021,814 8,366,128 300,246 121,000 8,787,374 4,837,909 2008-2009 CITY OF FLAGSTAFF HIGHWAY USER FUND FIVE YEAR PLAN 2008-2013 2,195,960 15,812,020 85,401 85,401 1,800,135 1,800,135 4,268,808 1,965,476 7,592,200 100,000 13,926,484 18,007,980 1,800,135 254,175 3,797,200 5,851,501 8,658,942 300,246 78,000 9,037,179 3,119,300 2009-2010 2,104,521 15,974,865 85,401 85,401 1,810,455 1,810,455 4,369,196 2,014,613 7,595,200 100,000 14,079,009 18,079,386 1,810,455 260,529 4,495,200 6,566,174 8,962,005 300,246 55,000 9,317,251 2,195,960 2010-2011 2,162,850 15,757,498 85,401 85,401 1,819,875 1,819,875 4,472,245 2,064,978 7,214,999 100,000 13,852,222 17,920,348 1,819,875 267,042 3,950,000 6,036,906 9,275,676 300,246 53,000 150,000 9,778,922 2,104,521 2011-2012 1,146,100 16,105,027 85,401 85,401 - 4,578,024 2,116,602 9,225,000 100,000 16,019,626 17,251,127 273,718 4,860,000 5,133,706 9,600,324 300,246 54,000 9,954,570 2,162,850 2012-2013 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 86 19,276,993 $ 1,638,077 Total Use of Funds Ending Fund Balance 1,989,600 Total Debt Service 4,648,517 12,768,670 1,969,100 6,384,297 1,416,000 234,000 8,034,297 2,840 2,765,273 10,265,885 13,554,676 2,757,717 175,000 550,000 250,000 3,732,717 2,762,433 17,417,187 - 8,746,335 211,000 8,957,335 8,459,852 Budget 2006-2007 3,288,791 20,915,070 - 55,665 8,585,459 376,073 9,017,197 $ 11,897,873 Transfers Out Highway User Revenue Fund Capital Projects (Aquaplex) 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 Intergovernmental Revenue Sales Tax Bond Proceeds Interest Revenues Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2005-2006 904,578 9,985,579 1,969,100 1,822,927 1,416,000 234,000 3,472,927 2,178,187 4,543,552 2,365,365 10,890,157 - 9,011,080 241,000 9,252,080 1,638,077 Estimate 2006-2007 828,857 15,338,752 1,951,358 8,801,984 139,000 375,000 9,315,984 430,000 4,071,410 3,641,410 16,167,609 - 10,088,031 175,000 5,000,000 15,263,031 904,578 Budget 2007-2008 482,723 10,839,046 1,946,850 4,969,124 550,000 5,519,124 3,373,072 3,373,072 11,321,770 - 10,453,913 39,000 10,492,913 828,857 2008-2009 CITY OF FLAGSTAFF TRANSPORTATION FUND FIVE YEAR PLAN 2008-2013 1,502,126 10,009,369 2,260,200 3,797,200 550,000 4,347,200 3,401,969 3,401,969 11,511,496 - 10,952,966 21,000 10,973,966 537,530 2009-2010 3,026,797 10,001,080 2,259,700 4,495,200 550,000 5,045,200 2,696,180 2,696,178 13,027,878 - 11,475,751 50,000 11,525,751 1,502,127 2010-2011 5,731,362 9,426,261 2,260,513 3,950,000 550,000 4,500,000 2,665,748 2,665,746 15,157,624 - 12,055,827 75,000 12,130,827 3,026,797 2011-2012 7,855,358 10,402,905 2,260,513 4,860,000 550,000 5,410,000 2,732,392 2,732,390 18,258,264 - 12,383,902 143,000 12,526,902 5,731,362 2012-2013 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 87 Ending Fund Balance 2,527,297 1,484,754 Total Uses of Funds 79,802 1,234,751 1,314,553 4,012,051 85,650 161,340 250,000 143,000 639,990 8,874 921,055 76,719 1,006,648 2,365,413 170,201 170,201 $ $ Transfers Out General Fund Stormwater Total Transfers Out Departments General Operating CIP Reserves/Contingencies Total Expenditures Uses of Funds Total Sources of Funds 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 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 4,168,067 1,612,549 175,201 175,201 118,461 1,318,887 1,437,348 5,780,616 1,100,000 316,000 110,000 1,526,000 691,801 984,972 50,546 1,727,319 2,527,297 Estimate 2006-2007 124,144 6,845,919 405,201 405,201 105,900 6,324,818 10,000 6,440,718 6,970,063 375,000 110,000 485,000 1,176,377 1,090,073 50,546 2,316,996 4,168,067 Budget 2007-2008 313,025 1,963,249 417,201 417,201 108,548 1,437,500 1,546,048 2,276,273 550,000 110,000 660,000 200,000 1,208,768 83,361 1,492,129 124,144 2008-2009 CITY OF FLAGSTAFF BEAUTIFICATION FUND FIVE YEAR PLAN 2008-2013 328,060 1,914,742 429,561 429,561 111,261 1,373,920 1,485,181 2,242,803 550,000 110,000 660,000 1,267,295 2,483 1,269,778 313,025 2009-2010 603,273 1,719,049 442,292 442,292 114,043 1,162,714 1,276,757 2,322,322 550,000 110,000 660,000 1,328,001 6,260 1,334,261 328,060 2010-2011 973,218 1,691,017 455,405 455,405 116,894 1,118,719 1,235,613 2,664,236 550,000 110,000 660,000 1,394,401 6,561 1,400,962 603,273 2011-2012 2,335,818 738,727 468,911 468,911 119,816 150,000 269,816 3,074,545 550,000 110,000 660,000 1,429,261 12,065 1,441,326 973,218 2011-2013 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 88 Ending Fund Balance Total Uses of Funds Departments GFEC Rural Economic Conference Business Attraction Specialist Business Retention position Job Site Marketing/Partnerships Flagstaff 40 Science Fund Work Force Development NACOG Airport Consultant 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 $ $ 366,626 405,664 400,824 4,840 405,664 772,290 - 437,501 10,946 448,447 323,843 Actual 2005-2006 294,835 646,400 378,000 25,000 4,400 214,000 25,000 646,400 941,235 131,000 131,000 442,499 3,544 446,043 364,192 Budget 2006-2007 331,205 585,283 378,000 15,000 4,283 188,000 585,283 916,488 67,000 67,000 467,862 15,000 482,862 366,626 Estimate 2006-2007 257,955 707,035 80,635 90,000 100,000 50,000 127,000 4,400 50,000 180,000 25,000 707,035 964,990 108,000 108,000 517,785 8,000 525,785 331,205 Budget 2007-2008 243,717 771,402 74,352 92,475 100,000 50,000 130,175 4,400 320,000 771,402 1,015,120 176,000 176,000 574,165 7,000 581,165 257,955 2008-2009 CITY OF FLAGSTAFF ECONOMIC DEVELOPMENT FUND FIVE YEAR PLAN 2008-2013 237,438 779,245 76,397 95,018 100,000 50,000 133,429 4,400 320,000 779,245 1,016,682 165,000 165,000 601,965 6,000 607,965 243,717 2009-2010 239,943 787,294 78,498 97,631 100,000 50,000 136,765 4,400 320,000 787,294 1,027,238 154,000 154,000 630,800 5,000 635,800 237,438 2010-2011 262,727 795,557 80,657 100,316 100,000 50,000 140,184 4,400 320,000 795,557 1,058,283 151,000 151,000 662,340 5,000 667,340 239,943 2011-2012 290,688 804,038 82,875 103,075 100,000 50,000 143,689 4,400 320,000 804,038 1,094,727 148,000 148,000 679,000 5,000 684,000 262,727 2012-2013 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 89 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 $ 488,344 1,509,582 9,437 9,437 1,446,879 53,266 1,500,145 1,997,926 Total Sources of Funds 503,257 1,386,992 17,932 55,945 33,800 1,494,669 $ Revenues Intergovernmental Revenues BBB Tax Revenues Interest on Investments Miscellaneous Revenues Visitor Center Retail Sales Total Revenues Begining Fund Balance Sources of Funds Actual 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 442,857 1,641,603 9,437 9,437 1,592,872 39,294 1,632,166 2,084,460 1,477,459 23,500 25,157 70,000 1,596,116 488,344 Estimate 2006-2007 218,984 2,019,513 9,437 9,437 1,818,440 141,636 50,000 2,010,076 2,238,497 50,000 1,635,110 23,500 17,030 70,000 1,795,640 442,857 Budget 2007-2008 277,285 1,869,895 9,437 9,437 1,860,458 1,860,458 2,147,180 1,813,152 24,088 17,456 73,500 1,928,196 218,984 2008-2009 CITY OF FLAGSTAFF TOURISM FUND FIVE YEAR PLAN 2008-2013 383,768 1,914,217 9,437 9,437 1,904,780 1,904,780 2,297,985 1,900,943 24,690 17,892 77,175 2,020,700 277,285 2009-2010 540,832 1,959,618 9,437 9,437 1,950,181 1,950,181 2,500,450 1,992,002 25,307 18,339 81,034 2,116,682 383,768 2010-2011 756,132 2,006,124 9,437 9,437 1,996,687 1,996,687 2,762,256 2,091,602 25,940 18,797 85,085 2,221,424 540,832 2011-2012 981,456 2,053,764 9,437 9,437 2,044,327 2,044,327 3,035,220 2,143,892 26,589 19,267 89,340 2,279,088 756,132 2012-2013 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 90 $ 274,411 351,392 Total Uses of Funds Ending Fund Balance 351,392 470 25,922 45,000 280,000 625,803 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 238,184 345,396 7,223 352,619 $ Revenues BBB Tax Revenues Interest Income Miscellanous Total Revenues Beginning Fund Balance Sources of Funds Actual 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 335,271 350,362 350,362 9,531 10,831 45,000 285,000 685,633 35,000 35,000 369,365 6,857 376,222 274,411 Estimate 2006-2007 98,750 688,680 8,680 300,000 70,000 300,000 10,000 688,680 787,430 35,000 35,000 408,777 8,382 417,159 335,271 Budget 2007-2008 173,860 415,647 8,897 30,000 71,750 305,000 415,647 589,507 35,000 35,000 453,288 2,469 455,757 98,750 2008-2009 CITY OF FLAGSTAFF ARTS AND SCIENCE FUND FIVE YEAR PLAN 2008-2013 270,779 417,663 9,119 30,000 73,544 305,000 417,663 688,442 35,000 35,000 475,236 4,346 479,582 173,860 2009-2010 380,819 429,730 9,347 30,000 75,382 315,000 429,730 810,549 35,000 35,000 498,000 6,769 504,769 270,779 2010-2011 506,391 441,848 9,581 30,000 77,267 325,000 441,848 948,239 35,000 35,000 522,900 9,520 532,420 380,819 2011-2012 636,005 454,019 9,821 30,000 79,199 335,000 454,019 1,090,024 35,000 35,000 535,973 12,660 548,633 506,391 2012-2013 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 91 3,666,825 $ 1,075,164 Ending Fund Balance 796,536 650,570 143,000 1,590,106 Transfers Out General Fund GO Bond Fund Beautification Total Transfers Out Total Uses of Funds 2,076,719 2,076,719 Departments Operating Expenditures Capital Expenditures Total Expenditures Uses of Funds 4,741,989 270,811 270,811 Transfers In General Fund Secondary Prop Tax Fund Real Estate Proceeds Transportation - Safety General Fund Total Transfers In Total Sources of Funds 263,773 1,492,661 71,450 25,488 1,853,372 $ 2,617,806 Revenues Intergovernmental Revenue BBB Tax Revenue Interest on Investments Other Financing Sources Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 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 (1,138,693) 6,096,265 947,000 628,239 110,000 1,685,239 4,411,026 4,411,026 4,957,572 278,936 1,125,000 234,000 1,637,936 579,868 1,625,204 39,400 2,244,472 1,075,164 Estimate 2006-2007 ( 422,370) 1,872,801 972,298 790,503 110,000 1,872,801 - 1,450,431 790,503 790,503 1,798,621 1,798,621 (1,138,693) Budget 2007-2008 436,511 1,664,745 1,025,587 529,158 110,000 1,664,745 - 2,101,256 529,158 529,158 1,994,468 1,994,468 (422,370) 2008-2009 CITY OF FLAGSTAFF BBB-RECREATION FUND FIVE YEAR PLAN 2008-2013 1,364,185 1,708,696 1,067,763 530,933 110,000 1,708,696 - 3,072,881 530,933 530,933 2,091,037 14,400 2,105,437 436,511 2009-2010 2,385,684 1,735,611 1,098,803 526,808 110,000 1,735,611 - 4,121,295 526,808 526,808 2,191,202 39,100 2,230,302 1,364,185 2010-2011 3,512,009 1,767,745 1,130,737 527,008 110,000 1,767,745 - 5,279,754 527,008 527,008 2,300,762 66,300 2,367,062 2,385,684 2011-2012 4,299,752 1,799,899 1,163,591 526,308 110,000 1,799,899 - 6,099,651 526,308 526,308 1,965,234 96,100 2,061,334 3,512,009 2012-2013 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 92 Ending Fund Balance $ 2,704,390 6,007 - Transfers Out BBB - Rec Capital Projects Fund General Fund Total Transfers Out Total Uses of Funds 6,007 6,007 150,000 150,000 2,710,397 89,473 89,473 $ 2,470,924 Departments Operating Expenditrues Capital Expenditures Total Expenditures Uses of Funds Transfers In General Fund Total Transfers In Total Sources of Funds Revenues Real Estate Revenues Interest on Investments Miscellaneous Total Revenues Beginning Fund Balance Sources of Funds Actual 2005-2006 683,962 3,031,000 655,000 1,100,000 1,126,000 2,881,000 150,000 150,000 3,714,962 1,200,000 47,350 1,247,350 2,467,612 Budget 2006-2007 623,389 3,361,001 1,125,000 1,100,000 1,126,001 3,351,001 10,000 10,000 3,984,390 1,200,000 80,000 1,280,000 2,704,390 Estimate 2006-2007 642,740 150,000 - 150,000 150,000 150,000 150,000 792,740 19,350 19,350 623,390 Budget 2007-2008 663,090 - - - 663,090 20,350 20,350 642,740 2008-2009 CITY OF FLAGSTAFF REAL ESTATE PROCEEDS FUND FIVE YEAR PLAN 2008-2013 683,440 - - - 683,440 20,350 20,350 663,090 2009-2010 703,790 - - - 703,790 20,350 20,350 683,440 2010-2011 725,140 - - - 725,140 21,350 21,350 703,790 2011-2012 746,490 - - - 746,490 21,350 21,350 725,140 2012-2013 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 93 Ending Fund Balance 2,125,077 1,426,398 Total Uses of Funds 1,426,398 3,551,475 375,400 375,400 685,429 64,645 261,044 1,011,118 2,164,957 1,426,398 $ $ 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 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 2,262,740 1,502,711 1,502,711 1,502,711 3,765,451 341,953 341,953 926,199 80,546 291,676 1,298,421 2,125,077 Estimate 2006-2007 23,238 4,575,968 4,575,968 4,575,968 4,599,206 375,400 375,400 1,961,066 1,961,066 2,262,740 Budget 2007-2008 23,238 1,375,787 1,375,787 1,375,787 1,399,025 375,400 375,400 1,000,387 1,000,387 23,238 2008-2009 CITY OF FLAGSTAFF HOUSING AND COMMUNITY SERVICES FUND FIVE YEAR PLAN 2008-2013 23,238 1,345,768 1,345,768 1,345,768 1,369,006 375,400 375,400 970,368 970,368 23,238 2009-2010 23,238 1,317,249 1,317,249 1,317,249 1,340,487 375,400 375,400 941,849 941,849 23,238 2010-2011 23,238 1,290,157 1,290,157 1,290,157 1,313,395 375,400 375,400 914,757 914,757 23,238 2011-2012 23,238 1,264,419 1,264,419 1,264,419 1,287,657 375,400 375,400 889,019 889,019 23,238 2012-2013 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 94 12,460 Ending Fund Balance - 336,317 31,612 367,929 380,389 25,000 25,000 355,389 355,389 - 367,929 $ $ 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 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 12,460 372,012 - 347,012 25,000 372,012 384,472 25,000 25,000 347,012 347,012 12,460 Estimate 2006-2007 - 938,119 150,000 744,052 44,067 788,119 938,119 30,000 30,000 740,659 155,000 895,659 12,460 Budget 2007-2008 - - 397,803 100,000 280,062 17,741 297,803 397,803 30,000 30,000 262,803 105,000 367,803 2008-2009 CITY OF FLAGSTAFF METRO PLANNING ORGANIZATION FUND FIVE YEAR PLAN 2008-2013 - - 397,803 100,000 280,062 17,741 297,803 397,803 30,000 30,000 262,803 105,000 367,803 2009-2010 - - 397,803 100,000 280,062 17,741 297,803 397,803 30,000 30,000 262,803 105,000 367,803 2010-2011 - - 397,803 100,000 280,062 17,741 297,803 397,803 30,000 30,000 262,803 105,000 367,803 2011-2012 - - 397,803 100,000 280,062 17,741 297,803 397,803 30,000 30,000 262,803 105,000 367,803 2012-2013 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 95 350,155 3,136,911 Total Uses of Funds Ending Fund Balance 3,136,911 3,136,911 Debt Service Debt Service Total Debt Service Uses of Funds 3,487,066 Total Sources of Funds - 35,691 650,570 2,800,805 3,451,375 $ $ Transfers In BBB- Recreation Secondary Property Tax Fund Total Transfers In Revenues Interest Revenue Total Revenues Beginning Fund Balance Sources of Funds Actual 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 350,155 3,111,708 3,111,708 3,111,708 3,461,863 628,239 2,483,469 3,111,708 - 350,155 Estimate 2006-2007 350,155 3,274,072 3,274,072 3,274,072 3,624,227 790,503 2,483,569 3,274,072 - 350,155 Budget 2007-2008 350,155 3,940,327 3,940,327 3,940,327 4,290,482 529,158 3,411,169 3,940,327 - 350,155 2008-2009 CITY OF FLAGSTAFF GENERAL OBLIGATION BOND FUND FIVE YEAR PLAN 2008-2013 350,155 4,291,852 4,291,852 4,291,852 4,642,007 530,933 3,760,919 4,291,852 - 350,155 2009-2010 350,155 4,286,833 4,286,833 4,286,833 4,636,988 526,808 3,760,025 4,286,833 - 350,155 2010-2011 350,155 4,288,871 4,288,871 4,288,871 4,639,026 527,008 3,761,863 4,288,871 - 350,155 2011-2012 350,155 4,284,671 4,284,671 4,284,671 4,634,826 526,308 3,758,363 4,284,671 - 350,155 2012-2013 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 96 $ 1,192,085 5,735,516 Total Uses of Funds Ending Fund Balance 2,800,805 270,811 246,967 2,416,933 5,735,516 Transfers Out G. O. Bond Fund Recreation - BBB Airport Utilities Total Transfers Out Uses of Funds 6,927,601 Total Sources of Funds 1,965,578 4,881,323 80,700 4,962,023 $ Revenues Secondary Property Taxes Interest Revenue Total Revenues Beginning Fund Balance Sources of Funds Actual 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 1,095,221 5,366,920 2,483,469 278,936 193,429 2,411,086 5,366,920 6,462,141 5,222,056 48,000 5,270,056 1,192,085 Estimate 2006-2007 2,072,156 5,351,769 2,483,569 790,503 263,427 1,814,270 5,351,769 7,423,925 6,279,004 49,700 6,328,704 1,095,221 Budget 2007-2008 2,680,295 6,036,215 3,411,169 529,158 290,691 1,805,197 6,036,215 8,716,510 6,592,954 51,400 6,644,354 2,072,156 2008-2009 CITY OF FLAGSTAFF SECONDARY PROPERTY TAX FUND FIVE YEAR PLAN 2008-2013 3,563,474 6,092,623 3,760,919 530,933 1,800,771 6,092,623 9,656,097 6,922,602 53,200 6,975,802 2,680,295 2009-2010 4,789,382 6,097,924 3,760,025 526,808 1,811,091 6,097,924 10,887,306 7,268,732 55,100 7,323,832 3,563,474 2010-2011 6,369,169 6,109,382 3,761,863 527,008 1,820,511 6,109,382 12,478,551 7,632,169 57,000 7,689,169 4,789,382 2011-2012 10,157,275 4,284,671 3,758,363 526,308 4,284,671 14,441,946 8,013,777 59,000 8,072,777 6,369,169 2012-2013 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 97 434,984 94,146 Total Uses of Funds Ending Fund Balance 94,146 94,146 Debt Service Bonds Total Debt Service 529,130 48,817 30,016 18,801 480,313 - $ $ Departments Operating Expense Uses of Funds Total Sources of Funds Revenues Special Assessments Interest on Investments Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2005-2006 355,253 91,447 91,447 91,447 - 446,700 16,055 13,126 29,181 417,519 Budget 2006-2007 372,718 91,447 91,447 91,447 - 464,165 16,055 13,126 29,181 434,984 Estimate 2006-2007 306,801 93,525 93,525 93,525 - 400,326 16,000 11,608 27,608 372,718 Budget 2007-2008 236,119 95,810 95,410 95,410 400 331,929 16,000 9,128 25,128 306,801 2008-2009 CITY OF FLAGSTAFF SPECIAL ASSESSMENT BOND FUND FIVE YEAR PLAN 2008-2013 161,155 97,351 96,951 96,951 400 258,506 16,000 6,387 22,387 236,119 2009-2010 165,155 - - - 165,155 4,000 4,000 161,155 2010-1011 169,255 - - - 169,255 4,100 4,100 165,155 2011-2012 173,455 - - - 173,455 4,200 4,200 169,255 2012-2013 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 98 Ending Fund Balance Total Uses of Funds Departments Operating Expenditures Total Expenditures Uses of Funds $ 72,772 - - 72,772 Total Sources of Funds 46,297 24,630 1,845 26,475 $ Revenues Contributions Interest on Investments Miscellaneous Total Revenues Beginning Fund Balance Sources of Funds Actual 2004-2006 105,685 - - 105,685 28,560 1,428 29,988 75,697 Budget 2006-2007 104,032 - - 104,032 28,560 2,700 31,260 72,772 Estimate 2006-2007 137,012 - - 137,012 29,131 3,849 32,980 104,032 Budget 2007-2008 171,796 - - 171,796 29,714 5,069 34,783 137,012 2008-2009 CITY OF FLAGSTAFF PERPETUAL CARE FUND FIVE YEAR PLAN 2008-2013 208,460 - - 208,460 30,308 6,356 36,665 171,796 2009-2010 247,087 - - 247,087 30,914 7,713 38,627 208,460 2010-2011 287,762 - - 287,762 31,533 9,142 40,675 247,087 2011-2012 330,573 - - 330,573 32,163 10,647 42,810 287,762 2012-2013 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 99 Ending Fund Balance Total Uses of Funds $ 28,519,249 2,933,733 2,933,733 Total Expenditures 31,452,982 - 31,500,000 220,086 703,000 32,423,086 (970,104) 2,908,999 24,734 $ Departments 402 SID Capital Expenditures 403 GO Capital Expenditures 404 MFC Capital Expenditures Uses of Funds Total Sources of Funds Transfers In Total Transfers Revenues GO Bond Proceeds Bond Premium MFC Bond Proceeds SID Bond Proceeds Interest Revenues Grant Revenue Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2005-2006 4,847,884 24,968,369 24,968,369 20,602,770 4,365,599 29,816,253 1,100,000 1,100,000 700,396 700,396 - 28,015,857 Budget 2006-2007 20,283,121 9,804,128 9,804,128 838,496 8,742,178 223,454 30,087,249 1,338,000 1,338,000 230,000 230,000 28,519,249 Estimate 2006-2007 5,031,956 55,520,549 55,520,549 30,111,279 21,026,383 4,382,887 60,552,505 489,000 489,000 5,500,000 20,000,000 704,000 2,576,384 11,000,000 39,780,384 20,283,121 Budget 2007-2008 8,611,402 18,541,554 18,541,554 8,091,554 10,450,000 27,152,956 - 11,500,000 10,000,000 621,000 22,121,000 5,031,956 2008-2009 CITY OF FLAGSTAFF CAPITAL PROJECTS FUND FIVE YEAR PLAN 2008-2013 7,227,402 1,500,000 1,500,000 1,500,000 - 8,727,402 - 116,000 116,000 8,611,402 2009-2010 7,444,402 10,000,000 10,000,000 10,000,000 17,444,402 - 10,000,000 217,000 10,217,000 7,227,402 2010-2011 6,126,402 1,500,000 1,500,000 1,500,000 - 7,626,402 - 182,000 182,000 7,444,402 2011-2012 6,314,402 10,000,000 10,000,000 10,000,000 16,314,402 - 10,000,000 188,000 10,188,000 6,126,402 2012-2013 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 100 Ending Fund Balance $ 15,801,970 28,409,933 2,574,727 2,574,727 Transfers Out General Fund Total Transfers Out Total Uses of Funds 3,128,325 3,128,325 9,529,151 1,657,406 11,487,279 33,045 22,706,881 44,211,903 Debt Service Bonds Total Debt Service Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures Uses of Funds Total Sources of Funds 2,416,933 2,416,933 Transfers In Debt Service Fund Water & Sewer Bond Fund Total Transfers In 20,955,932 10,801 11,384,470 8,706,621 692,833 44,313 20,839,038 $ Revenues Intergovernmental Water Revenues Wastewater Revenues Interest Revenues Bond Proceeds Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 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 16,963,352 29,642,710 2,568,880 2,568,880 4,485,658 4,485,658 10,118,585 1,878,109 10,591,478 22,588,172 46,606,062 2,411,086 2,411,086 57,765 11,714,166 8,152,420 550,000 7,900,000 18,655 28,393,006 15,801,970 Estimate 2006-2007 17,583,282 63,123,005 1,972,064 1,972,064 5,604,467 5,604,467 11,094,258 1,748,804 41,303,412 1,400,000 55,546,474 80,706,287 1,814,270 1,814,270 311,099 12,880,882 8,612,684 424,000 39,700,000 61,928,665 16,963,352 Budget 2007-2008 6,901,183 36,108,796 1,962,991 1,962,991 6,281,139 6,281,139 11,347,734 1,792,500 14,724,432 27,864,666 43,009,979 1,805,197 1,805,197 14,079,823 9,101,677 440,000 23,621,500 17,583,282 2008-2009 CITY OF FLAGSTAFF WATER AND WASTEWATER FUND FIVE YEAR PLAN 2008-2013 6,097,532 27,417,186 1,958,565 1,958,565 6,134,251 6,134,251 11,631,443 1,837,300 5,855,627 19,324,370 33,514,718 1,800,771 1,800,771 15,187,186 9,452,578 173,000 24,812,764 6,901,183 2009-2010 6,425,635 27,467,488 1,968,885 1,968,885 6,165,627 6,165,627 11,922,282 1,883,200 5,527,494 19,332,976 33,893,123 1,811,091 1,811,091 16,190,800 9,641,700 152,000 25,984,500 6,097,532 2010-2011 8,858,344 26,598,102 1,978,305 1,978,305 6,203,977 6,203,977 12,220,357 1,930,300 4,265,163 18,415,820 35,456,446 1,820,511 1,820,511 17,214,600 9,834,700 161,000 27,210,300 6,425,635 2011-2012 19,089,318 28,536,169 157,794 157,794 5,630,577 5,630,577 12,525,783 1,978,600 8,243,415 22,747,798 47,625,487 - 17,559,000 10,031,500 221,000 10,955,643 38,767,143 8,858,344 2012-2013 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 101 (126,076) 3,354,476 Total Uses of Funds Ending Fund Balance 33,567 33,567 Transfers Out General Fund Total Transfers Out 3,320,909 Total Airport Budget 1,044,677 254,137 1,371,459 2,670,273 3,228,400 93,667 246,967 50,000 40,229 430,863 979,611 1,239,758 8,253 64,088 6,577 116,984 2,415,271 382,266 363,951 231,736 54,949 650,636 $ $ 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 Actual 2005-2006 11,217 11,719,608 33,567 33,567 11,686,041 293,429 231,736 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 453 11,346,737 33,567 33,567 11,313,170 293,543 231,736 54,949 580,228 1,113,935 331,677 9,287,330 10,732,942 11,347,190 664,971 193,430 435,000 337,000 1,630,401 8,199,140 1,200,254 6,194 331,677 5,600 100,000 9,842,865 ( 126,076) Estimate 2006-2007 623 13,506,786 33,567 33,567 13,473,219 363,427 231,736 54,949 650,112 1,235,455 381,134 11,206,518 12,823,107 13,507,409 69,897 263,427 443,000 1,462,000 2,238,324 9,674,614 1,167,164 323,604 3,250 100,000 11,268,632 453 Budget 2007-2008 13,798 10,980,348 33,567 33,567 10,946,781 369,050 231,736 54,949 655,735 1,148,214 37,316 9,105,516 10,291,046 10,994,146 269,050 327,000 303,000 899,050 8,802,878 1,188,345 3,250 100,000 10,094,473 623 2008-2009 CITY OF FLAGSTAFF AIRPORT FUND FIVE YEAR PLAN 2008-2013 76,996 11,011,260 33,567 33,567 10,977,693 231,736 54,949 286,685 1,176,920 74,088 9,440,000 10,691,008 11,088,256 351,000 419,000 770,000 9,021,000 1,216,644 3,250 63,564 10,304,458 13,798 2009-2010 76,673 9,750,690 33,567 33,567 9,717,123 231,736 54,949 286,685 1,206,340 84,098 8,140,000 9,430,438 9,827,363 352,000 289,000 641,000 7,851,000 1,255,117 3,250 9,109,367 76,996 2010-2011 76,299 3,581,725 33,567 33,567 3,548,158 231,736 54,949 286,685 1,236,500 369,418 1,655,555 3,261,473 3,658,024 647,000 83,000 730,000 1,572,500 1,275,601 3,250 2,851,351 76,673 2011-2012 76,604 3,623,155 33,567 33,567 3,589,588 231,736 54,949 286,685 1,267,410 379,938 1,655,555 3,302,903 3,699,759 668,000 83,000 751,000 1,572,500 1,296,710 3,250 2,872,460 76,299 2012-2013 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 102 Ending Fund Balance Total Uses of Funds Expenditures Transfers Out Airport Fund Total Transfers Out Uses of Funds $ 704,468 89,441 660,595 660,595 660,595 187,334 187,334 187,427 - 750,036 11,100 11,100 738,936 Budget 2006-2007 93 891,895 Total Sources of Funds 864,936 26,959 26,959 $ Revenues Sale of Property Interest on Investments Total Revenues Beginning Fund Balance Sources of Funds Actual 2005-2006 68,497 664,971 664,971 664,971 - 733,468 29,000 29,000 704,468 Estimate 2006-2007 - 69,897 69,897 69,897 - 69,897 1,400 1,400 68,497 Budget 2007-2008 2008-2009 CITY OF FLAGSTAFF AIRPARK FUND FIVE YEAR PLAN 2008-2013 - - - - - - - 2009-2010 - - - - - - - 2010-2011 - - - - - - - 2011-2012 - - - - - - - 2012-2013 - - - - - - - Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 103 Excludes monies set aside for closure costs. $ 6,241,976 Ending Fund Balance (1) (1) 10,161,525 19,488 19,488 6,835,325 965,051 2,331,675 9,986 10,142,037 16,403,501 - 426 9,666,478 628,651 464,396 15,690 10,775,641 $ 5,627,860 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 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 6,261,383 10,137,602 19,488 19,488 7,758,491 1,102,962 1,256,661 10,118,114 16,398,985 32,500 32,500 68,152 9,819,646 17,856 216,590 2,265 10,124,509 6,241,976 Estimate 2006-2007 1,705,620 15,069,995 19,488 19,488 8,757,549 1,307,129 4,485,829 500,000 15,050,507 16,775,615 140,000 140,000 90,400 10,061,827 222,005 10,374,232 6,261,383 Budget 2007-2008 CITY OF FLAGSTAFF ENVIRONMENTAL SERVICES FUND FIVE YEAR PLAN 2008-2013 350,436 11,984,914 19,488 19,488 8,800,511 1,343,075 1,821,840 11,965,426 12,335,350 91,950 91,950 10,310,225 227,555 10,537,780 1,705,620 2008-2009 - 11,242,644 19,488 19,488 9,042,527 1,380,010 800,619 11,223,156 11,242,644 93,959 93,959 10,565,005 233,244 10,798,249 350,436 2009-2010 - 12,161,439 19,488 19,488 9,291,195 1,417,960 1,432,796 12,141,951 12,161,439 96,027 96,027 10,826,337 1,000,000 239,075 12,065,412 - 2010-2011 - 11,437,607 19,488 19,488 9,546,701 1,456,954 414,464 11,418,119 11,437,607 98,158 98,158 11,094,397 245,052 11,339,449 - 2011-2012 - 11,720,896 19,488 19,488 9,809,235 1,497,020 395,153 11,701,408 11,720,896 100,353 100,353 11,369,365 251,178 11,620,543 - 2012-2013 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 104 $ 1,388,229 2,126,860 Total Uses of Funds Ending Fund Balance 135,000 135,000 Transfers Out Environmental Services HURF Total Transfers Out 3,515,089 1,251,204 175,000 850,000 2,276,204 540,495 86,045 315 1,393 14,978 9 643,235 595,650 486,708 139,279 19,090 1,345,146 1,637 1,991,860 $ Departments Operating Expenditures Indirect Costs Operating Capital Capital Expenditures Reserves/Contingencies Total Expenditures Uses of Funds Total Sources of Funds Transfers in General Fund BBB-Beautification 4th Street HURF Total Transfers in Revenues Stormwater Revenues User Fees Permits Grants Interest Earnings Misc Total Revenues Beginning Fund Balance Sources of Funds Actual 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 637,296 3,226,934 135,000 135,000 623,050 159,674 2,309,210 3,091,934 3,864,230 1,440,482 1,440,482 938,831 87,245 323 9,120 1,035,519 1,388,229 Estimate 2006-2007 346,537 8,497,712 241,927 241,927 1,001,708 179,009 7,065,068 10,000 8,255,785 8,844,249 7,047,959 7,047,959 1,056,491 89,426 331 12,746 1,158,994 637,296 Budget 2007-2008 423,750 3,383,328 247,975 247,975 632,836 183,484 2,319,033 3,135,353 3,807,079 2,184,135 2,184,135 1,177,475 91,662 339 6,931 1,276,407 346,537 2008-2009 CITY OF FLAGSTAFF STORMWATER UTILITY FUND FIVE YEAR PLAN 2008-2013 492,459 1,335,903 254,175 254,175 673,657 188,071 220,000 1,081,728 1,828,361 - 1,301,835 93,953 348 8,475 1,404,611 423,750 2009-2010 563,298 1,443,675 260,529 260,529 690,373 192,773 300,000 1,183,146 2,006,973 - 1,408,007 96,302 357 9,849 1,514,515 492,459 2010-2011 640,627 1,462,140 267,042 267,042 707,505 197,592 290,000 1,195,097 2,102,766 - 1,429,127 98,710 365 11,266 1,539,468 563,298 2011-2012 719,242 1,486,313 273,718 273,718 725,063 202,532 285,000 1,212,595 2,205,555 - 1,450,564 101,177 375 12,813 1,564,928 640,627 2012-2013 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 105 217,237 7,200 Total Uses of Funds Ending Fund Balance 7,200 7,200 224,437 6,650 182 6,831 217,606 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 2005-2006 207,406 14,400 14,400 14,400 221,806 5,400 5,400 216,406 Budget 2006-2007 208,237 14,400 14,400 14,400 222,637 5,400 5,400 217,237 Estimate 2006-2007 214,400 214,400 214,400 214,400 6,163 6,163 208,237 Budget 2007-2008 - 2008-2009 CITY OF FLAGSTAFF FIREMEN'S PENSION FUNDS FIVE YEAR PLAN 2008-2013 - - - - - - 2009-2010 - - - - - - 2010-2011 - - - - - - 2011-2012 - - - - - - 2012-2013 - - - - - - Schedule 11: Five-year Plans City of Flagstaff Schedule 12: Summary of all Fiscal Activity CITY OF FLAGSTAFF SUMMARY OF ALL FISCAL ACTIVITY FISCAL YEARS 2007 AND 2008 (WITH ACTUALS FOR FISCAL YEAR 2006) Sources of Funds Total Beginning Fund Balance Revenues Total Funds Available Use of Funds Departments General Administration Management Services Community Development Fire Police Public Works Utilities Non-Departmental Contingency Total Departments Debt Service G.O. Bonds Capital Leases 4th Street Street & Highway Revenue Bonds Airport Special Assessment Districts USGS Utilities Total Debt Service Other Activities Capital Projects Bond Fund Total Other Activities Total Appropriations Excess (Deficiency) of Revenues over Appropriations Ending Fund Balances General Fund Special Revenue Funds: Library HURF Transportation Beautification Economic Development Tourism Arts & Science Recreation Real Estate Proceeds Housing and Community Svc Metro Planning Org Debt Service Funds: G.O. Bond Fund Sec. Property Tax Special Assessment Capital Projects Funds: Capital Projects Bond Fund Permenant Funds Perpetual Care Enterprise Funds: Utilities Operating Airport Operating Airpark Proceeds Environmental Services Stormwater Utility Fiduciary Funds Firemen's Pension Total Ending Fund Balance Annual Financial Plan Actual 2005-2006 Budget 2006-2007 Estimate 2006-2007 Budget 2007-2008 $ 86,329,262 146,452,097 232,781,359 99,491,251 186,068,327 285,559,578 102,552,158 137,792,242 240,344,400 97,018,363 221,128,100 318,146,463 6,427,434 6,386,807 22,515,018 9,543,318 13,802,613 28,880,665 21,020,443 6,273,561 94,161 114,944,020 7,603,245 8,559,145 31,808,344 10,223,592 15,546,867 56,452,860 44,062,094 10,468,737 2,945,000 187,669,884 7,185,751 7,750,611 15,923,892 9,213,982 15,149,359 38,637,045 20,710,063 5,265,182 100,000 119,935,885 8,400,065 9,086,407 29,811,926 11,136,252 16,601,314 62,018,668 52,397,670 11,678,196 2,855,000 203,985,498 3,136,911 471,058 1,989,600 2,416,933 650,636 94,146 463,839 3,128,325 12,351,448 3,111,708 471,494 1,969,100 2,411,086 580,114 91,447 462,439 5,158,884 14,256,272 3,111,708 473,458 1,969,100 2,411,986 580,228 91,447 462,439 4,485,658 13,586,024 3,274,072 612,658 1,951,358 1,814,269 650,112 93,525 465,639 5,604,467 14,466,100 2,933,733 2,933,733 130,229,201 24,968,369 24,968,369 226,894,525 9,804,128 9,804,128 143,326,037 55,520,549 55,520,549 273,972,147 16,222,896 (40,826,198) (5,533,795) (52,844,047) 26,199,165 11,090,952 25,968,652 9,785,172 561,445 9,782,653 1,638,077 2,527,297 366,626 488,344 274,411 1,075,164 2,704,390 2,125,077 12,460 174,013 3,394,807 4,648,771 103,008 244,890 29,753 34,000 69,232 683,962 63,738 - 682,422 16,080,950 904,578 4,168,067 331,205 442,857 335,271 (1,138,693) 623,389 2,262,740 12,460 244,795 4,837,909 828,857 124,144 257,955 218,984 98,750 (422,370) 642,740 23,238 - 350,155 1,192,085 434,984 17,586 1,062,834 355,253 350,155 1,095,221 372,718 350,155 2,072,156 306,801 28,519,249 9,213,483 20,283,121 5,031,956 72,772 105,685 104,032 137,012 15,801,970 24,002,547 16,963,352 17,583,282 11,217 89,441 2,759,198 303,277 453 68,497 6,261,383 637,296 623 1,705,620 346,537 (126,076) 704,468 6,241,976 1,388,229 217,237 207,406 208,237 - $ 102,552,158 58,665,053 97,018,363 44,174,316 106 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 107 City of Flagstaff Annual Financial Plan 108 City of Flagstaff 1 Executive Admin Assistant External Affairs 1 Deputy City Manager 1 Insurance Claims Specialist 1 Safety/Risk Management Specialist Risk Management 1 Risk Manager 1 Executive Admin Asst 1 City Records Technician 1 Deputy City Clerk City Clerk Division 1 City Clerk Operational Reports Operations 1 Deputy City Manager 1 Management Asst - PIO .5 HR Analyst 1 Admin Asst 1 Admin Spec 1 HR Benefits Specialist 1 HR Recruitment Specialist 1 HR Manager Human Resources 1 HR Director 1 Executive Assistant 1 City Manager City Council Administration 2 Sales Associate 1 Sales Manager 1 Publications Assistant 1 Publications Specialist 1 Marketing Manager 1 Public Relations Assistant 1 Public Relations Manager 1 Admin Specialist CVB CVB Division 1 CVB Director 4.25 Admin Assistant 1.5 Admin Specialist 1 Visitor Center Supervisor Visitor Center GENERAL ADMINISTRATION DIVISION 01 CITY MANAGER FY 07 ACCOMPLISHMENTS MISSION Hired new Police Chief Hired new Public Works Director Facilitated a review of budget to ensure adequate funding for the Aquaplex, Adult Center, and Thorpe Park projects Created a self funded health and employee benefit trust and service as trustee. Facilitated community outreach meetings regarding a Police Officer involved shooting. Ethics training for Leadership Development program Community activities with Arizona Cardinals Team 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. 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. FY 08 NEW INITIATIVES Assist in the creation of a City sustainability program by ensuring City Council policy input and program overview. Initiate a coordinated effort with the community on air services expansion. Working with Poublic Works & Finance to develop a long range facility needs plan. Develop a plan to improve and enhance city visual communication and branding. Improve City written communication publication (Cityscape). Improve and market City website. 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Number of live and taped television reports in a year. 50 50 15 20 reports/year Number of live and taped radio reports in a year. 100 100 100 100 reports/year Special Sunday inserts in the Arizona Daily Sun. 15 9 10 15 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Implement long range water acquisition policy N/A 0 100% N/A Annual Financial Plan 109 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 05 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 06 Actual 95% 80% CY 07 Estimate 98% 95% CY 08 Proposed 100% 100% 99% 100% 100% Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Support the City's Leadership Development Program to ensure a smooth transition throughout the organization. Objective: Develop and partake in succession planning program. CY 05 CY 06 Measures: Actual Actual Sucessful transiition for 90% of leadership positions N/A 100% in key leadership positions CY 07 Estimate 100% CY 08 Proposed 100% 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Implementation of policies and procedures N/A 0% 80% 100% 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Passage of Prop 404 May 2006 election N/A 0% 0% 0% Implementation of initiatves N/A 0% 0% 0% 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 05 CY 06 CY 07 Measures: Actual Actual Estimate At least four meetings of all area PIO's in a year 2 3 5 Develop a regional communication plan for area emergencies 0 1/2 1 Participate in at least two emergency training drills in a year 2 2 actuals 2 CY 08 Proposed 56 NA 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 05 CY 06 CY 07 Measures: Actual Actual Estimate 2 to 4 training session a year 2 4 4 Develop additional staff as customer service trainers 0 trained 4 Train 4 Annual citizen survey of city services 1 1 1 CY 08 Proposed 4 Train 4 1 Annual Financial Plan 110 City of Flagstaff GENERAL ADMINISTRATION DEPARTMENT: DIVISION: DIVISION 01 CITY MANAGER GENERAL ADMINISTRATION 01-CITY MANAGER EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 647,811 158,107 16,864 $ 822,782 Adopted Budget 2006-2007 $ 714,524 197,145 12,625 $ 924,294 Estimated Expenditures 2006-2007 $ 865,214 200,783 11,729 $ 1,077,726 Proposed Budget 2007-2008 $ 728,269 249,195 13,175 $ 990,639 Budget-Budget Variance $ 13,745 52,050 550 $ 66,345 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION DISABILITY AWARENESS PUBLIC INFORMATION CUSTOMER SERVICE TOTAL $ 700,788 1,921 100,315 19,758 822,782 $ 768,514 4,480 104,550 46,750 924,294 $ 931,351 2,525 101,100 42,750 1,077,726 $ 822,984 8,105 109,300 50,250 990,639 $ 54,470 3,625 4,750 3,500 66,345 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 617,423 47,045 91,977 118,367 9,234 16,047 90,546 990,639 COMMENTARY: The City Manager's operating budget has increased 7% and there are no capital expenditures. Personal services includes a merit, market, retirement, health insurance and dental insurance increases. Contractuals increase is due to one-time expenditures for search for new City Manager. Commodities reflects no major increase/decrease. There is no major capital (>$10,000) for this division. Annual Financial Plan 111 City of Flagstaff GENERAL ADMINISTRATION DIVISION 02 MISSION CITY CLERK FY 07 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. Continued Training for Members of the City Clerk's Division Conducted Training for Staff Liaisons to Boards and Commissions Conducted Training Session for Board and Commission Member Training Incorporated New Website Posting Requirements into Work Program and Provided Staff Training Hired City Records Technician and Reactivated City's Records Management Program 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 08 NEW INITIATIVES Ensure that a minimum of 85-90% of the City's Board and Commission Members have Participated in Board and Commission Member Training Continue Expansion of Website Services Conduct 2008 Primary and General Elections Finalize the City Policy Manual Website Hosting of Laser fiche Documents PERFORMANCE MEASURES Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Training of new staff members Objective: To provide training opportunities pertinent to staff needs. CY 05 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 112 CY 06 Actual 100% Completed CY 07 Estimate 100% Completed CY 08 Proposed 100% by 06/30/08 100% Completed 66% Completed 100% by 06/30/08 0% Completed 0% Completed 100% by 06/30/08 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Received Justice Department Pre-clearance N/A 100% Off Election 100% by Completed Year 6/30/08 All notices were translated and published in accordance with N/A 100% Off Election 100% by established timelines Completed Year 6/30/08 No complaints of election irregularities were received N/A 100% Off Election By Success Year 06/30/08 Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Board and Commission Member Training Objective: Redesign and Reinitiate Board and Commission Member Training CY 05 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 113 CY 06 Actual 100% Completed CY 07 Estimate 100% Completed CY 08 Proposed 100 % By 06/30/08 100% Completed 100% Completed 100% Ongoing 100% Completed 100 % By 06/30/08 100% By 06/30/08 City of Flagstaff GENERAL ADMINISTRATION DEPARTMENT: DIVISION: DIVISION 02 CITY CLERK GENERAL ADMINISTRATION 02-CITY CLERK EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 189,087 75,205 3,494 $ 267,786 Adopted Budget 2006-2007 $ 252,696 23,351 9,085 $ 285,132 Estimated Expenditures 2006-2007 $ 234,818 23,351 9,587 1,058 $ 268,814 Proposed Budget 2007-2008 $ 263,672 215,651 13,535 $ 492,858 Budget-Budget Variance $ 10,976 192,300 4,450 $ 207,726 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ELECTIONS TOTAL $ 205,667 62,119 267,786 $ 285,132 285,132 $ 268,814 268,814 $ 302,948 189,910 492,858 $ 17,816 189,910 207,726 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 395,782 9,202 27,447 32,096 1,511 3,971 22,849 492,858 COMMENTARY: The City Clerk's operating budget has increased 73% with no capital expenditures. Personal Services includes a merit, market, retirement, health insurance and dental insurance increases. Contractuals increases are due to current year one-time election expenditures. Commodities increase are due to office equipment. There is no major capital (>$10,000) for this division. Annual Financial Plan 114 City of Flagstaff GENERAL ADMINISTRATION DIVISION 04 HUMAN RESOURCES Integrated competency profiles into the recruitment and interviewing process and moved towards behavioral based interviewing. Drafted a formal mentoring policy/program to help integrate new employees into the organization Conducted an open enrollment offering a three option health care plan requiring full participation. Provided “Wellness” programs such as flu shots, MOM, health screening, etc. Recruited and selected employees to participate in the Leadership Talent Development Program to ensure that all employees have an opportunity to participate. MISSION 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. PROGRAM DESCRIPTION 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. FY 08 NEW INITIATIVES Using the results of the survey conducted in 2007 identify ways to improve and promote excellent customer service. Identify a document/method to communicate and explain what “excellent customer service” or “service at a higher elevation” is. Provide Ethics training to all employees so they are aware and understand how the recently approved Ethics Policy applies to them. Implement a formal mentoring policy/program to help integrate new employees into the organization. Continue to promote and provide training in the Leadership Talent Development Program. Evaluate the effectiveness of the program and analyze statistically how many employees are promoting within versus hiring from the outside. Implement orientation training for new supervisors/managers. FY 07 ACCOMPLISHMENTS Customer Service Committee conducted an Internal Customer Service Survey to determine how and in what ways internal customer service could be improved. In an effort to define “excellent customer service” or “service at a higher elevation” a contest was held requesting employees to provide a definition to these phrases. Developed an Ethics Policy, Standby and Call-out Policy, and revised the Compensation Policy. 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Identify 4 areas for improvement by 6/30/06 N/A 3 0 4 Implement at least 2 recommendations 1 3 0 4 Annual Financial Plan 115 City of Flagstaff GENERAL ADMINISTRATION DIVISION 04 HUMAN RESOURCES 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Ethics policy is developed by 6/30/07 N/A Yes N/A N/A Provide Ethics training to all employees by 6/30/08 N/A 10% 50% 100% Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Address the need for succession planning Objective: Develop a program to identify employees who can assume leadership roles spectrum of the organization. CY 05 CY 06 Measures: Actual Actual Train managers and supervisors in all departments - "Setting a 3 1 (Fire) Climate for Development" (number of departments) Provide career development for employees who are interested 60 28 in assuming leadership roles - "Taking Charge of Your Own Career Development" (number of participants) as needed across a broad CY 07 Estimate 1 CY 08 Proposed N/A 30 30 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Provide a salary structure that aligns with market 5% 9% 2% Unknown Provide health insurance options for employees by 1/07 N/A 3 Options No Change 3 Tiers Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Professional Development Objective: Identify and develop training programs to enhance employees' professional development. CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Develop at least two workshops to address employee 2 3 2 development Annual Financial Plan 116 CY 08 Proposed Unknown City of Flagstaff GENERAL ADMINISTRATION DEPARTMENT: DIVISION: DIVISION 04 HUMAN RESOURCES GENERAL ADMINISTRATION 04-HUMAN RESOURCES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 402,535 48,451 31,919 $ 482,905 Adopted Budget 2006-2007 $ 442,690 79,420 26,025 $ 548,135 Estimated Expenditures 2006-2007 $ 443,793 79,054 23,704 $ 546,551 Proposed Budget 2007-2008 $ 460,884 78,140 23,025 $ 562,049 Budget-Budget Variance $ 18,194 (1,280) (3,000) $ 13,914 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION RECRUITMENT AND SELECTION COMPENSATION AND CLASS. TRAINING & DEVELOPMENT DIVERSITY AWARENESS COMM. TOTAL $ 384,351 29,806 10 67,962 776 482,905 $ 386,732 62,425 1,000 96,453 1,525 548,135 $ 387,729 62,500 500 94,338 1,484 546,551 $ 399,887 58,575 800 98,562 4,225 562,049 $ 13,155 (3,850) (200) 2,109 2,700 13,914 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND $ $ 444,158 29,216 26,022 50,399 4,937 7,317 562,049 COMMENTARY: The Human Resources operating budget has increased 3% and there are no capital expenditures. Increase in Personal Services includes a merit, market, retirement, health insurance and dental insurance increases. Decreases in contractual and commodities are due to prior year one-time expenditures for new position added. There is no major capital (>$10,000) for this division. Annual Financial Plan 117 City of Flagstaff GENERAL ADMINISTRATION DIVISION 05 RISK MANAGEMENT FY 07 ACCOMPLISHMENTS MISSION Awarded Municipal Safety Award for greatest improvement in Safety Results by AZ Governmental Safety Association. Liability claims - 49 closed during calendar year 2006 with total payout 46% less than prior 3yr average. $28,800 was collected from negligent 3rd parties iin calendar year 2006 Newly implemented safety committee identified over 100 hazards and eliminated many within 30 days. Trained over 400 employees in a varriety of safety oriented classes 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. PROGRAM DESCRIPTION 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. FY 08 NEW INITIATIVES Expand in-house training curriculum Create City Safe Driver manual and train city-wide. Train, distribute and implement insurance and indemnification manual. 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 05 Measures: Actual Number of OSHA compliance and general safety training N/A classes presented Percent increase in number of safety training classes. N/A Number of employees trained N/A Annual Financial Plan 118 CY 06 Actual 15 CY 07 Estimate 36 CY 08 Proposed 45 N/A N/A 240% 412 125% 515 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Number of safety inspections and ergonomic evaluations 12 16 19 30 Conduct Accident Review Board meetings 8 11 7 8 Number of recommendations promulgated from ARB and N/A N/A 167 36 safety committees Reduce number of workers compensation claims as compared Equal to Down 10% Up 27% Down 10% to previous year by stated % prior year Measure success of Return to Work & Sick Industrial program Down by Down by Exceeds Does not by number of lost workdays per FTE as compared to ICMA 23% 12% Benchmark exceed benchmark Up 236% benchmark by greater than 5%. 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 05 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 05 Measures: Actual Average number of calendar days from receipt of complete 38 claim to claim closure (Non-litigated) Percent of complete non-litigation citizen claims closed within N/A 30 days Annual Financial Plan 119 CY 06 Actual N/A CY 07 Estimate 519 CY 08 Proposed 400 N/A 81% 90% N/A 62% 80% CY 06 Actual 26 CY 07 Estimate 25 CY 08 Proposed 25 58% 64% 75% City of Flagstaff GENERAL ADMINISTRATION DEPARTMENT: DIVISION: DIVISION 05 RISK MANAGEMENT GENERAL ADMINISTRATION 05-RISK MANAGEMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 131,098 16,685 1,998 $ 149,781 Adopted Budget 2006-2007 $ 198,194 21,735 8,685 $ 228,614 Estimated Expenditures 2006-2007 $ 163,101 21,615 9,924 $ 194,640 Proposed Budget 2007-2008 $ 214,553 29,694 3,435 $ 247,682 Budget-Budget Variance $ 16,359 7,959 (5,250) $ 19,068 $ $ $ $ $ $ $ $ 247,682 247,682 $ $ $ 185,060 9,606 16,682 22,201 1,568 3,027 9,538 247,682 EXPENDITURES BY PROGRAM: ADMINISTRATION TOTAL 149,781 149,781 228,614 228,614 194,640 194,640 19,068 19,068 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 8% and there are no capital expenditures. Personal Services includes a merit, market, retirement, health insurance and dental insurance increases. Contractual increases are for utilities and custodial expenditures due to Risk Management relocating to the old APS building. Commodities decrease is due to one-time expenditures in prior year for new position. There is no major capital (>$10,000) for this division. Annual Financial Plan 120 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 advance the City’s vision by providing high quality legal services to the Mayor, City Council and City departments in an ethical, timely, and cost effective manner. 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 07 ACCOMPLISHMENTS CUSTOMER SERVICE / ORGANIZATIONAL SUPPORT Requests for Legal Assistance Contracts (includes contracts, development agreements, grants, IGAs, bids) Legal Opinions/Research Ordinances/Resolutions Real Estate Claims/Litigation/Hearings Public Records Requests Miscellaneous Total: CY 2005 CY 2006 90 35 124 19 17 200 54 157 36 18 77 59 220 99 117 33 22 18 55 362 524 564 Not Available Not Available In an effort to streamline City processes, the City Attorney’s Office has worked to create and update contract templates, particularly for capital projects and on-call/professional services, including Construction Manager at Risk contracts, Design/Build contracts, Professional Consulting Services contracts, Construction Hard Bid Contracts, and Bid Solicitation and Request for Proposal contracts. 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 7% increase in overall requests, with a 45% increase in requests for research/legal opinions, and a 9% increase in contract review of all types. In addition, the Office responds to telephone and email requests for routine legal guidance within a day or two (not tracked), and sooner when possible. Of the 564 formal requests for legal assistance made in 2006, 84% have been completed and 16% are continuing projects. Annual Financial Plan CY 2004 Supported the City’s efforts to finalize negotiations with NPG Cable Company for additional revenues and technological opportunities by working with outside counsel to review and complete the necessary agreements and ordinances. 121 City of Flagstaff GENERAL ADMINISTRATION DIVISION 07 CITY ATTORNEY PUBLIC SAFETY Criminal Cases CY03 CY04 CY05 CY06 New Criminal Cases 3,840 3,637 3,604 3740 Domestic Violence Cases 693 607 529 604 Driving Under the Influence (DUI) cases 699 697 679 723 Criminal Traffic Cases (excluding DUI) 662 572 623 567 Sales Tax Cases 26 27 39 28 1,185 1,533 1,334 1,370 182 N/A 179 326 93 307 152 296 685 622 693 983 Other Cases Underage Alcohol Drug/Drug paraphernalia cases Cases Involving a Victim Victims' Services Performed (FY stats) Not Available Not Available 6,636 9,094 Cases Reviewed for Charging Referred by PD Not Available Not Available Not Available 223 Pre-trial Conferences Pending DUI files at year end Not Available 218 Not Available 187 Not Available 204 3,463 247 Not Available -6% -1% 4% % Increase in New Criminal Cases from Prior Year: 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. QUALITY OF LIFE Some of the more time intensive cases the Prosecutors handle are those involving nuisance type violations of City ordinances -- usually “quality of life” issues for our community. Prosecutors work with Zoning and Clean and 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. ECONOMIC DEVELOPMENT The City Attorney’s Office has been actively involved in supporting staff’s negotiations and drafting documents in economic development activities including the NAU conference center, technology and incubator projects, and redevelopment projects at the former sawmill site and the Mall. AFFORDABLE HOUSING 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 participated in negotiating and drafting the settlement agreement with Lone Tree which includes a land donation for affordable housing, and the redesignation of areas designated Planning Reserve The Office also review 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. Annual Financial Plan 122 City of Flagstaff GENERAL ADMINISTRATION DIVISION 07 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. CITY ATTORNEY COLLABORATION The City Attorney’s Office has drafted and reviewed numerous intergovernmental agreements with other public entities. The Office also participated in emergency response planning, training, and on the City-County Emergency Operations Committee. 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. SUSTAINABILITY The City Attorney’s Office has drafted an Illicit Discharge Detection and Elimination ordinance, assisted in implementing the Thorpe Park softball field’s project, which includes fully-shielded lighting fixtures that are consistent with Dark Skies goals, and drafted a new waste/recycling IGA with FUSD. PLANNING FOR GROWTH The City Attorney’s Office has worked with the Community Development Department in providing legal advice, support, and reviewing documents and ordinances concerning several development projects, including the Juniper Point amendments to the General Plan and redevelopment of the former sawmill parcel. The Office has also participated in enforcement of existing agreements to ensure that future development is built as planned. FY 08 NEW INITIATIVES Hold regular trainings on legal issues identified as crucial Work with staff and the courts regarding civil code enforcement processes Support Council Housing initiatives Support Sustainability program Streamline Public Records review process 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. FY05 FY 06 FY 07 FY 08 Measures: Actual Actual Estimate Proposed Approval of the land lease ----Completed N/A Approval of the eligibility regulations ----Completed N/A Develop contract documents for development project ----Completed N/A Objective: 1. Support initial construction of land trust units 2. Support additional housing initiatives CY05 Actual ----- Measures: RFP and Contract for land trust project Land lease documents for specific projects Annual Financial Plan 123 CY06 Actual ----- CY 07 Proposed 1 1 CY 08 Proposed 2 2 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. FY 05 FY 06 FY 07 CY08 Measures: Actual Actual Estimate Proposed Create templates for Rio de Flag project ----On Hold N/A Develop contracts/procedures for Job Order Contracting ----Abandoned N/A Review/update/standardize existing agreements and ----Several 2 processes completed; ongoing updates 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 guidance on the collection and release of records to internal customers FY 05 FY 06 FY 07 Measures: Actual Actual Estimate Develop new policies and schedules for maintenance, release, ----Distributed redaction, and destruction of records for Review Create forms for requests and responses ----Distributed for Review FY 08 Proposed N/A N/A Goal: Increase customer satisfaction by improving timeliness Objective: 1. Track response and completion times to establish baseline 2. Make first contact with client within 3 days of receiving request for assistance 3. Complete small projects as quickly as possible CY05 Actual ------- Measures: Contact Client and establish timeline within 3 days Meet Client agreed deadlines Project Completion within 30 days CY06 Actual ------- CY 07 Proposed 85% 85% 50% CY 08 Proposed 90% 90% 50% Goal: Increase customer satisfaction by improving communication and consistency in response Objective: 1. Provide training on recurring legal issues 2. Create forms that embody legal and departmental needs 3. Establish regular fora for legal discussions CY05 Actual ------- Measures: Trainings provided Forms created Interdepartmental meetings held Annual Financial Plan 124 CY06 Actual ------- CY 07 Proposed 6 10 10 CY 08 Proposed 6 10 10 City of Flagstaff GENERAL ADMINISTRATION DIVISION 07 CITY ATTORNEY 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 FY 05 FY 06 FY 07 Measures: Actual Actual Estimate Creation of form agreement ----Completed Percentage completion of Code rewrite ----50% Measures: Provide training on land use law/exactions/regulatory takings Provide training on the uses of/limitations on development agreements Amend Ordinances to Promote Traditional Neighborhood Design CY05 Actual ----- CY06 Actual ----- CY 07 Proposed 2 2 CY 08 Proposed 2 1 --- --- 2 2 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 FY 05 CY 06 CY 07 Measures: Actual Actual Estimate Create a handbook that includes laws, procedures, and forms --N/A Completed for major emergency events Percentage of DUI cases closed within six months of first pretrial conference Annual Financial Plan --- 125 FY 08 Proposed N/A 100% 80% 85% CY 08 Proposed N/A (update as needed) 90% City of Flagstaff GENERAL ADMINISTRATION DEPARTMENT: DIVISION: DIVISION 07 CITY ATTORNEY GENERAL ADMINISTRATION 07-LAW EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 1,080,086 29,934 36,074 $ 1,146,094 Adopted Budget 2006-2007 $ 1,259,039 41,410 37,125 $ 1,337,574 Estimated Expenditures 2006-2007 $ 1,224,517 36,560 34,124 $ 1,295,201 Proposed Budget 2007-2008 $ 1,493,369 48,650 53,665 $ 1,595,684 Budget-Budget Variance $ 234,330 7,240 16,540 $ 258,110 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COUNCIL, COMM & DEPT'S POLICE COURT TOTAL $ 131,273 547,739 467,082 1,146,094 $ 234,864 594,610 508,100 1,337,574 $ 159,341 630,228 505,632 1,295,201 $ 330,778 657,307 607,599 1,595,684 $ 95,914 62,697 99,499 258,110 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 1,331,111 25,524 76,134 84,323 4,192 11,018 63,382 1,595,684 COMMENTARY: The City Attorney operating budget has increased 19% and there are no capital expenditures. Personal Services increases are due to position reclasses and addition of 2 FTE staffing that include a Senior Assistant City Attorney and Prosecutor. Contractual increases are due to new positions travel, lodging, meals, registration and memberships. Commodities increases are due to one-time computer and office equipment for new staff. There is no major capital (>$10,000) for this division. Annual Financial Plan 126 City of Flagstaff GENERAL ADMINISTRATION DIVISION 65 includes operational standards for limited jurisdiction courts. Implemented recommended security measures. Renewed the court strategic planning agenda for 07. 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. Participated in Arizona Chief Justices’ DUI Committee to reduce disposition time of DUI cases. Participated in collaboration efforts including the Limited Jurisdiction Court (LJC) Committee a subcommittee of the Arizona Judicial Council, the Criminal Justice Coordinating Committee (CJCC), the Court Automation Coordinating Committee (CACC), the Commission on Technology (COT), Criminal Justice Integration (CJI), Limited Jurisdiction Court Administrators Association (LJCAA), Arizona Court Association (ACA), Justice 2025, and state and local meetings with criminal justice partners. Established a Mental Health Court at the Flagstaff Municipal Court. 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. PROGRAM DESCRIPTION The Municipal Court is responsible for the adjudication and disposition of all local code violations, criminal misdemeanor, criminal traffic, and civil traffic 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. FY 07 ACCOMPLISHMENTS 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 in over 20,000 specific case inquiries and participated in ongoing statistical reporting. All public court case information is available through an online data warehouse. All court staff has completed orientation and training requirements of Arizona Judiciary and we have reported timely. 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). Processed over $3M in financial transactions complied with Minimum Accounting Standards and reported timely. Increased use of FARE program including tax intercept cases and automated transfer of these types of cases. Completed and published an updated SelfEvaluation tool in cooperation with the Limited Jurisdiction Court Administrators Association that Annual Financial Plan FLAGSTAFF MUNICIPAL COURT FY 08 NEW INITIATIVES Implement expedited DUI case processing plan. Continue with the development of options for new facilities to improve community access and security at the Municipal Court. Begin to use state FARE fees, see FARE revenues become more stable. Publish electronic court filing standards through the Electronic Court Committee. Participate in the pilot and implementation of a new Case Management System (CMS). Participate in new classes provided through the Court Leadership Institute of Arizona (CLIA). Develop and implement Strategic Plan for 08. Reorganize court staffing around changes in automation and case filing. Implement pre-trial services for weekend initials to help judges make more informed release decisions. 127 City of Flagstaff GENERAL ADMINISTRATION DIVISION 65 FLAGSTAFF MUNICIPAL COURT 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 05 CY 06 Measures: Actual Actual Total number of charges filed 21,229 20,896 Cases completed in 0 - 30 days (state average = 49%) 59% 60% Cases completed in 31 -60 days (state average = 24%) 25% 22% Cases completed in 61 - 90 days (state average = 9%) 7% 7% Cases completed in 91 - 120 days (state average = 12%) 3% 4% Cases completed 121+ days (state average = 6%) 6% 7% CY 07 Estimate 21,000 58% 24% 7% 4% 7% CY 08 Proposed 21,500 58% 24% 7% 4% 7% 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Amount of city general funds collected $1,165,400 $1,049,891 $1,050,000 $1,100,000 Amount of surcharges/state funds collected $1,427,033 $1,552,517 $1,600,000 $1,700,000 Amount of other local funds collected $228,380 $222,271 $225,000 $250,000 Total amount of fines/fees collected $2,820,813 $2,824,679 $2,875,000 $3,050,000 Amount of restitution paid $43,320 $35,114 $40,000 $42,000 Amount of bonds posted $483,405 $487,909 $490,000 $493,000 Total amount of pass-through funds $526,725 $523,023 $530,000 $535,000 Annual Financial Plan 128 City of Flagstaff GENERAL ADMINISTRATION DEPARTMENT: DIVISION: DIVISION 65 FLAGSTAFF MUNICIPAL COURT GENERAL ADMINISTRATION 65-CITY COURT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 1,517,551 468,593 50,342 21,455 $ 2,057,941 Adopted Budget 2006-2007 $ 1,666,403 704,240 76,025 10,000 $ 2,456,668 Estimated Expenditures 2006-2007 $ 1,621,070 466,457 73,126 10,000 $ 2,170,653 Proposed Budget 2007-2008 $ 1,778,026 721,526 51,525 $ 2,551,077 Budget-Budget Variance $ 111,623 17,286 (24,500) (10,000) $ 94,409 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TRIALS & ARRAIGNMENTS RECORDS MANAGEMENT COURT COLLECTIONS TOTAL $ 882,247 473,691 403,225 298,778 2,057,941 $ 1,047,003 555,473 465,845 388,347 2,456,668 $ 809,308 537,981 458,864 364,500 2,170,653 $ 1,242,514 571,775 446,236 290,552 2,551,077 $ $ 2,551,077 2,551,077 $ 195,511 16,302 (19,609) (97,795) 94,409 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The City Court operating budget has increased 4% and there are no capital expenditures. Personal Services increases are due to 1.13 FTE staffing additions that include .25 FTE magistrate Pro Tem Judge and .88 FTE due to reorganization. In addition there are merit, market, retirement, health insurance and dental insurance increases. Contractuals increase is due to an on-call interpreter contract with the County. Commodities decrease is due to prior year one-time expenditures. There is no major capital (>$10,000) for this division. Annual Financial Plan 129 City of Flagstaff GENERAL ADMINISTRATION DIVISION 84 TOURISM - CVB Through AOT grant funding, coordinated with other agencies in bringing the first-ever Smithsonian Culture Fest event to Flagstaff Hosted nearly 40 journalists; increased regional and national media coverage including Sports Illustrated, Wheel of Fortune, San Francisco Chronicle and others New rate/sign ordinance contributed to a 10.89% increase in RevPAR MISSION 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. PROGRAM DESCRIPTION The Flagstaff Convention and Visitors Bureau (CVB) 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. FY 08 NEW INITIATIVES Expand sales efforts into northern Mexico for individual and group markets; and, begin promotion of Flagstaff as a holiday destination for visitors from northern Mexico, specifically during the winter months Improve overall group visitation to the three major attractions based on the newly formed partnership Increase sales efforts promoting Flagstaff as a meetings and conference destination Develop consumer-oriented direct e-marketing programs through the new CVB website Increase story pitch efforts resulting in more feature articles and targeted publications Increase ad value of media mentions to over $3M in AVE (advertising value equivalency) Increase number of visiting journalists through creation of quarterly thematic Familiarization Tour(s) (FAM) programs Increase awareness of the tourism and hospitality industry through education and community outreach programs Increase exposure of Flagstaff as a filming location Create a web-based media kit for Public Relations (PR) Evaluate sustainable tourism opportunities through Coconino County's Sustainable Economic Development Initiative (SEDI) group FY 07 ACCOMPLISHMENTS Facilitated the execution of a highly successful Governor's Rural Development Conference Executed successful marketing campaign for the return of the Arizona Cardinals training camp Established new partnership program with three major attractions to increase group business More than doubled the number of group room night leads for tour/travel and meetings/conference markets Developed and launched new CVB website Initiated marketing effort to promote winter travel focusing on the new holiday décor and lights - calls increased by more than 34% in December, 2006 Partnered with a community nonprofit agency to secure additional AOT grant funding for marketing their event Created new collateral materials including special interest brochures, pocket folders, and COEs Annual Financial Plan 130 City of Flagstaff GENERAL ADMINISTRATION DIVISION 84 TOURISM - CVB 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Track number of room night leads 13,628 32,628 45,000 60,000 Hotel occupancy percentage; revpar figures 65.0% / 64.9% / 66% / 67.5% / $42.43 $46.33 $48.50 $51.00 Survey market segments and visitor origins N/A data not data not data not yet yet yet available available available 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; funding opportunities through agency collaboration CY 05 CY 06 CY 07 Measures: Actual Actual Estimate AOT TEAM grant revenue received (FY actual) $19,764 $31,957 $35,000 and pursue all CY 08 Proposed $40,000 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Track fulfillment requests, collateral distribution 22,384 31,395 40,000 50,000 Place AEV (advertising equivalency values) on all media N/A $2.4 million $3.25 $4 million coverage (through million 9/06) Number of website visits (unique visits) 440,860 340,000 400,000 500,000 (figs. not available for June and July; new ISP as of August) Annual Financial Plan 131 City of Flagstaff GENERAL ADMINISTRATION DEPARTMENT: DIVISION: DIVISION 84 TOURISM - CVB GENERAL ADMINISTRATION 84-TOURISM GENERAL ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 449,995 531,237 134,490 10,958 $ 1,126,680 Adopted Budget 2006-2007 $ 552,443 548,572 136,350 $ 1,237,365 Estimated Expenditures 2006-2007 $ 546,943 548,068 133,807 $ 1,228,818 Proposed Budget 2007-2008 $ 641,799 611,694 167,665 $ 1,421,158 Budget-Budget Variance $ 89,356 63,122 31,315 $ 183,793 $ $ $ $ $ 95,731 75,991 12,071 $ 183,793 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION MARKETING AND PROMOTION PUBLIC RELATIONS FILM OFFICE TOTAL $ 513,483 608,712 4,485 1,126,680 $ 591,068 608,618 31,429 6,250 1,237,365 $ 586,133 602,153 34,850 5,682 1,228,818 $ 686,799 684,609 43,500 6,250 1,421,158 $ $ 1,421,158 1,421,158 SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Tourism operating budget has increased 15% and there are not capital expenditures. Personal Service increases are due to 1 FTE staffing addition that includes Marketing Manager. In addition there are merit, market, retirement, health insurance and dental insurance increases. Contractuals increases are due to telephone, maintenance, building structures, travel, registration, education and training, postage and freight, memberships and marketing videos. Commodities increases are due to office supplies, computer software, books and subscription, promotional materials, food and copying/printing. One-time expenditures for this division are CVB repairs ($4,500), Marketing Video ($30,000) and Sales and Marketing Software ($18,000). There are no major capital (>$10,000). Annual Financial Plan 132 City of Flagstaff GENERAL ADMINISTRATION DIVISION 85 VISITOR CENTER Created new displays at VC promoting local forest service areas, FUTS trails, area attractions and other activities Created Ambassador Program to provide downtown tours to visiting groups Substantial increase in walk-ins; surpassed the 100,000 visitor walk-in mark in CY06 Substantial increase in fulfillment requests over CY05 Established VC as first point of contact for winter snowplay activities MISSION 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. 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, and 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 Visitor Center was successfully transitioned to the CVB in the spring of 2003 with existing staff becoming city employees. FY 08 NEW INITIATIVES Develop rotating display space/calendar to better promote area attractions Implement reservation capability within VC with local attraction(s) as pilot program to further explore additional visitor services Expand/enhance Ambassador Program Generate new ideas for special interest brochures based on local resident and visitor feedback Upgrade overall appearance of VC and enhance customer service/programs FY 07 ACCOMPLISHMENTS Created specific visitor services/gift shop areas within the VC building providing more focused customer service 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 05 CY 06 CY 07 Measures: Actual Actual Estimate Distribution/Redemption of fulfillment piece (Discovery 6,450/94 4,136/155 7,000/300 Passport brochure) (brochures not available June-Aug) Number of walk-ins at Visitor Center 85,345 100,244 107,000 Number of fulfillment requests 22,384 34,132 42,000 Annual Financial Plan 133 CY 08 Proposed 8,000/400 112,000 50,000 City of Flagstaff GENERAL ADMINISTRATION DIVISION 85 VISITOR CENTER 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 05 CY 06 CY 07 Measures: Actual Actual Estimate Survey of visitor experience at Visitor Center in coordination N/A 21 N/A (not an with the Arizona Office of Tourism (based on FY) Flagstaff ongoing responses AOT out of 488 program; statewide for FY06 only) DEPARTMENT: DIVISION: CY 08 Proposed N/A GENERAL ADMINISTRATION 85-VISITOR SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 253,732 71,706 20,971 27,056 $ 373,465 Adopted Budget 2006-2007 $ 303,192 73,563 14,675 194,033 $ 585,463 Estimated Expenditures 2006-2007 $ 306,170 75,268 15,375 6,535 $ 403,348 Proposed Budget 2007-2008 $ 321,048 79,645 18,285 119,940 $ 538,918 Budget-Budget Variance $ 17,856 6,082 3,610 (74,093) $ (46,545) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TRAIN STATION OPERATIONS VISITOR CENTER REMODEL VSTR CNTR PAVER R TOTAL $ 259,122 72,035 11,326 30,982 373,465 $ 306,023 79,903 199,537 585,463 $ 284,151 79,903 39,294 403,348 $ 307,867 89,415 141,636 538,918 $ $ 538,918 538,918 $ 1,844 9,512 (57,901) (46,545) SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Visitor Centers operating budget has decreases 7% and capital expenditures total $128,304 resulting in an overall net increase of 6%. Personal Services includes a merit, market, retirement, health insurance and dental insurance increases. Contractuals increases are due to credit card processing fee ($1,650), utilities ($2,251), custodial services ($1,829), equipment rental ($1,000) and appraisal fees ($1,000). Commodities increases are due to promotional materials ($1,120), copying and printing ($1,300), uniforms ($200), safety supplies ($100), new sign for building ($500) and horticultural supplies and related expenses ($200). Annual Financial Plan 134 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 135 City of Flagstaff Annual Financial Plan 136 City of Flagstaff 1 GIS Manager 1 GIS Programmer Analyst 1 GIS Specialist 2 GIS Tech GIS 1 Network Administrator 1 Senior Network Administrator 1 Application Support Specialist I 1 Application Support Specialist II 1 System Administrator 1 Library Manager 1 Library Asst II 1 Cataloging Asst 2.88 Library Asst I .25 Library COE Aide Technical Services Circulation 2 Library Asst II 2 Library Asst I 6 Library Clerk I 2 Library Page 1 Library Page Temp 1 Systems and Applications Manager 1 Database Analyst III Public Services 1.5 Admin Spec 2 Library Manager 1 Library Supv 2 Librarian 11.13 Library Asst I 1.38 Library Clerk I 2.75 Library Asst I Temp 3.25 Library Clerk I Temp 2 Library Info Systems Coord 1 Library Director Library Div (11,12) 2 IT Services Specialist 1 IT Services Supervisor 1 Information Technology Director 1 Finance/Budget Mgr 1 Grants Manager 5 Accountant II 1 Accountant I 1 Payroll Supervisor 1 Accounts Payable Specialist 1 Payroll Assistant 1 Account Clerk II 2 Account Clerk I .14 Intern Information Tech Div (08) Finance/Budget Div (13) 1 Management Svcs Director Management Services Dept (09) 1 Deputy City Manager 1 City Manager Management Services 3 Senior Procurement Specialist 2 Buyer 1.5 Warehouse Technician 1 Admin Specialist 2.5 Admin Assistant 1 Purchasing Director Purchasing Section (09) 1 Real Estate Mgr Real Estate Section (09) 2 Auditor II 1 Collections Specialist 1 Revenue Collector 1 Accounts Rec Spec 2.5 Admin Assistant 1 Tax Lic & Rev Admin Tax Lic & Revenue (10) MANAGEMENT SERVICES DIVISION 08 INFORMATION TECHNOLOGY MISSION FY 07 ACCOMPLISHMENTS The mission of the Information Technology Division is: To ensure that City staff has the necessary technology to access available data and geographical information which will assist staff in making informed decisions. To ensure that the City’s data resources are protected through sound security and disaster recovery management methodologies. To provide network, server, disk storage and telephony infrastructure, system analysis, software development, and product evaluation. 9 9 9 9 9 9 9 Hired a new IT Director (September) Completed CityNet negotiations with NPG cable (November) and began construction of the CityNet due for completion June 2007. Deployed new network/server monitoring software Implemented on-line utility payment Continued to upgrade PCs Citywide Upgraded storage environment Implemented regular preventative maintenance schedule for IT infrastructure FY 08 NEW INITIATIVES PROGRAM DESCRIPTION ¾ ¾ ¾ This Division provides the infrastructure and operational assistance to meet the information technology needs of the City Council, the citizens, and City staff. These objectives are met through various computer servers and applications, network and telephony hardware, software and security, which are maintained and updated on an ongoing basis to provide accurate information in a secure and timely manner. ¾ ¾ ¾ Continue to improve customer service Develop a disaster recovery/business continuity plan Develop telecommunication consolidation/upgrade plan Rewrite IT policies Increase network/server monitoring capabilities Replace aging servers 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 (Note: with the loss of the previous IT Director and hire of the new IT Director, the survey did not occur - this will be accomplished in the next FY). CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Percentage of end users receiving satisfactory service from IT N/A N/A 60% 90% Council Priority/Goal: CUSTOMER SERVICE Goal: Maintain replacement schedule for computers Objective: Replace minimum of 100 end user machines CY 05 Actual N/A Measures: Number of end user machines replaced CY 06 Actual 199 Council Priority/Goal: CUSTOMER SERVICE Goal: Timely response to work order requests Objective: First response within 4 hours of work orders submitted during business hours CY 05 CY 06 Measures: Actual Actual Percentage of work orders with a 4 hour response time N/A N/A Annual Financial Plan 137 CY 07 Estimate 199 CY 08 Proposed balance CY 07 Estimate 60% CY 08 Proposed 100% City of Flagstaff MANAGEMENT SERVICES DEPARTMENT: DIVISION: DIVISION 08 INFORMATION TECHNOLOGY MANAGEMENT SERVICES 08-INFORMATION SYSTEMS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 814,539 323,908 46,323 5,954 $ 1,190,724 Adopted Budget 2006-2007 $ 993,911 465,633 69,400 $ 1,528,944 Estimated Expenditures 2006-2007 $ 898,337 468,279 69,982 $ 1,436,598 Proposed Budget 2007-2008 $ 1,078,663 482,409 70,750 100,000 $ 1,731,822 Budget-Budget Variance $ 84,752 16,776 1,350 100,000 $ 202,878 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION AS 400 CLIENT SERVICES LAN/WAN GIS TOTAL $ 347,388 127,699 252,478 156,807 306,352 1,190,724 $ 372,589 93,866 184,025 527,537 350,927 1,528,944 $ 293,578 132,950 185,134 465,110 359,826 1,436,598 $ 622,771 112,139 195,902 442,113 358,897 1,731,822 $ 250,182 18,273 11,877 (85,424) 7,970 202,878 SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND ENVIRONMENTAL SERVICES FUND $ $ 1,364,046 48,496 256,235 63,045 1,731,822 COMMENTARY: The Information Technology operating budget has increased 7% and capital expenditures total $100,000 resulting in an overall net increase of 13%. Personal Services includes a merit, market, retirement, health insurance and dental insurance increase. Contractual increases are due to computer maintenance, general operating expenses, NAU internet fees. Commodities increases are due to computer software and general office expenses. One-time expenditures for this division are GIS building maintenance, computer maintenance. Major capital (>$10,000) includes Digital Network Telephone system ($100,000). Annual Financial Plan 138 City of Flagstaff MANAGEMENT SERVICES DIVISION 09 MANAGEMENT SERVICES MISSION FY 07 ACCOMPLISHMENTS 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. 9 9 9 Provided extensive training with regards to purchasing procedures. Provided extensive training with regards to our city wide procurement card program Implemented the ability to post bids to our city website. FY 08 NEW INITIATIVES ¾ ¾ PROGRAM DESCRIPTION ¾ The Management Services Department 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 Implement on-line vendor registration. Develop and adopt a Purchasing Department policy and procedures manual. Amend City Charter to increase threshold dollar amount for formal bid process. Develop and implement Expense Management Team to identify cost saving/cost avoidance opportunities within the City of Flagstaff Develop and adopt a City Procurement Code Continue Professional Development opportunities for each Buyer for future certification within the Purchasing profession. Achieve an increasing level of customer satisfaction. PERFORMANCE MEASURES Council Priority/Goal: FISCAL HEALTH Goal: Process Efficiency---Procurement Card Program (On-going) Objective: To provide a cost effective method to make and administer small dollar purchases. CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Percentage of total purchases made by Procurement Card 3% 4% 4% CY 08 Proposed 5% Council Priority/Goal: CUSTOMER SERVICE Goal: Implement on-line vendor registration (New FY 08) Objective: To allow for a more efficient, and effective means for our vendor community to register with the City of Flagstaff's Purchasing Department in order to be considered for future business and notified of bid solicitations. CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Percentage of vendor registrations completed on-line vs. N/A N/A 25% 25% download of vendor applications to be completed manually and forwarded back to the City either in person, mail, or fax. Annual Financial Plan 139 City of Flagstaff MANAGEMENT SERVICES DIVISION 09 MANAGEMENT SERVICES Council Priority/Goal: CUSTOMER SERVICE Goal: Develop Purchasing Department policy and procedures manual (New FY 08) Objective: To provide standardization and continuity in the delivery of best practices when conducting a purchasing related function. CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed PSP Committee approval, auditor's approval N/A N/A Yes Yes Council Priority/Goal: FISCAL HEALTH/CUSTOMER SERVICE Goal: Amend City Charter to increase threshold dollar amount for formal bid process (New FY 08) Objective: To increase threshold dollar amount, that requires formal bid process, while maintaining informal bid procedures to promote competition and procure goods and services at fair and reasonable prices. This will also allow us to be more efficient and effective with our purchasing process, and help minimize the time and "soft" dollar costs associated with conducting a formal bid process where we can sometimes spend a dollar in staff time to save a dime with the particular purchase. In addition, we will be able to conduct a more timely purchase of goods and services for our end users. CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Council approval N/A N/A Yes Yes Council Priority/Goal: FISCAL HEALTH Goal: Develop and implement Expense Management Team (New FY 08) Objective: Team will identify and implement cost saving/cost avoidance opprtunities within the City of Flagstaff. CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Total annual savings/cost avoidance as a percentage of total N/A N/A 2% 4% FF&E and supply expenses. Team is established. N/A N/A Yes N/A Council Priority/Goal: CUSTOMER SERVICE Goal: Achieve an increasing level of customer satisfaction. Objective: Continually increase customer satisfaction survey results through implementation of process improvements, better communication with departments, and quicker response time to customer's requests. CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed One survey, sent to all customers to identify percentage of N/A N/A 70% 90% customers receiving, at minimum, satisfactory service from the Purchasing Department. Annual Financial Plan 140 City of Flagstaff MANAGEMENT SERVICES DEPARTMENT: DIVISION: DIVISION 09 MANAGEMENT SERVICES MANAGEMENT SERVICES 09-MANAGEMENT SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 702,927 51,491 15,602 $ 770,020 Adopted Budget 2006-2007 $ 893,318 58,445 9,550 70,000 $ 1,031,313 Estimated Expenditures 2006-2007 $ 901,456 64,905 16,024 15,000 $ 997,385 Proposed Budget 2007-2008 $ 1,036,279 62,280 24,545 20,000 $ 1,143,104 Budget-Budget Variance $ 142,961 3,835 14,995 (50,000) $ 111,791 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PURCHASING MAIL SERVICES BOND & SURETY ADMIN WAREHOUSE PROPERTY MANAGEMENT TOTAL $ 172,689 402,206 28,510 6,244 70,569 89,802 770,020 $ 258,945 448,329 108,488 122,663 92,888 1,031,313 $ 238,241 523,471 58,045 84,265 93,363 997,385 $ 343,896 542,608 62,550 98,038 96,012 1,143,104 $ 84,951 94,279 (45,938) (24,625) 3,124 111,791 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 757,285 22,099 148,371 132,027 6,875 13,593 62,854 1,143,104 COMMENTARY: The Management Services operating budget has increased 16% and capital expenditures total $20,000 resulting in an overall net increase of 11%. Personal Services increases are due to 1.5 FTE staffing additions that include one Buyer and one-half Warehouse Technician. In addition there are merit, market, retirement, health insurance and dental insurance increases. Contractual increases are due to telephone, advertising and utilities. Commodities increases are due to office and computer equipment, office supplies, copying/printing and food. One-time expenditures for this division are retirement payout, computer and office equipment, advertising and telephone. Major capital (>$10,000) includes one mail meter machine ($20,000). Annual Financial Plan 141 City of Flagstaff MANAGEMENT SERVICES DIVISION 10 TAX, LICENSING, & REVENUE MISSION FY 07 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 9 PROGRAM DESCRIPTION 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. Processed 34,746 city sales tax returns. A 1.7% increase over FY 05. Performed 71 sales tax audits and reviews. Issued 1,214 Sales Tax licenses and 472 Occupational Business licenses. Consolidated all of Parking Ticket collections under the Revenue Collector. Our customers were not sure if payments should be made at the Court or City Hall. This consolidation removes that confusion for our customers. FY 08 NEW INITIATIVES ¾ ¾ ¾ Create an online fill able tax return. Set-up online payment capability for sales tax accounts. Along with the fill able form this will allow tax payers to file and pay sales tax returns online. Prepare RFP for a new sales tax software program. PERFORMANCE MEASURES Council Priority/Goal: CUSTOMER SERVICE Goal: Provide taxpayer education seminars Objective: Conduct at least 5 seminars during the year CY 05 Actual 5 66 Measures: Number of seminars held Number of attendees CY 06 Actual 5 70 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 05 CY 06 Measures: Actual Actual Sales tax write-offs as a percentage of sales tax revenue 0.1% 0.1% Miscellaneous receivables write-offs as a percentage of 0.3% 0.1% billings CY 07 Estimate 5 70 CY 08 Proposed 5 70 CY 07 Estimate 0.3% 0.3% CY 08 Proposed 0.3% 0.3% 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 05 CY 06 CY 07 Measures: Actual Actual Estimate Return on investments compared to return on same amount 23.3% (15.8%) (19.00%) with LGIP Annual Financial Plan 142 CY 08 Proposed 5.0% City of Flagstaff MANAGEMENT SERVICES DEPARTMENT: DIVISION: DIVISION 10 TAX, LICENSING, & REVENUE MANAGEMENT SERVICES 10-TAX, LICENSES, AND REVENUE COLLECTION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 503,703 37,491 12,453 $ 553,647 Adopted Budget 2006-2007 $ 534,434 40,800 15,448 $ 590,682 Estimated Expenditures 2006-2007 $ 536,507 31,549 15,220 $ 583,276 Proposed Budget 2007-2008 $ 572,297 50,480 20,195 $ 642,972 Budget-Budget Variance $ 37,863 9,680 4,747 $ 52,290 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION AUDIT COLLECTIONS LICENSING AND CLERICAL ACCOUNTS RECEIVABLE TOTAL $ 164,376 162,176 106,275 72,356 48,464 553,647 $ 180,875 165,402 111,758 83,034 49,613 590,682 $ 176,269 165,402 111,758 83,034 46,813 583,276 $ 218,371 176,197 117,749 76,570 54,085 642,972 $ 37,496 10,795 5,991 (6,464) 4,472 52,290 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 524,877 14,571 1,157 23,604 32,935 45,828 642,972 COMMENTARY: The Sales Tax operating budget has increased 9% and there are no capital expenditures. Personal Services includes a merit, market, retirement, health insurance and dental insurance increases. Contractual increases are due to postage rates, temporary personnel to scan tax returns into Laser Fiche. Commodities increases are due to photocopying, subscriptions, office supplies and software. One-time expenditures for this division are scanning tax returns on to laser fiche ($5,430). There is no major capital (>$10,000) for this division. Annual Financial Plan 143 City of Flagstaff MANAGEMENT SERVICES DIVISION 11/12 MISSION 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. 9 9 9 9 PROGRAM DESCRIPTION 9 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. 9 ¾ ¾ 9 9 9 information. Also included are links to websites that educate and inform. We now have a core collection of "Playaway" audio books. Book discussion groups for teens and adults are established and popular. We received funding from the Gates Foundation to replace computers in the public libraries throughout Coconino County. In collaboration with Dineh College, we have increased programming for young people in Tuba City. We had the largest participation to date in the Summer Reading Program with a total of 1616 registered at the Main and East Flagstaff libraries. Grand Canyon Community Library is now a branch of this Library system. FY 08 NEW INITIATIVES FY 07 ACCOMPLISHMENTS 9 LIBRARY ¾ ¾ We received 3 Library Services and Techology Act (LSTA) grants from the State Library for planning and to provide enhanced services. At the East Flagstaff Community Library, in addition to increased programming for children, we started scheduling programming for adults which was met with great success. We have established new internal accounting procedures to track the various grants, gifts and donations for our libraries. The Library website has been redesigned, and we now have Kids, Teens, and Parent/Educator page links that provide Library program and services ¾ ¾ ¾ In collaboration with the County Elections Office, complete the remodel of the Tuba City Public Library. Expand our website to provide online registration for the 2007 Summer Reading Program. Increase adult programming. Reevaluate our sources of online databases in order to become more cost effective. Get our new bookmobiles on the road and in service. Continue our collaborative efforts with organizations such as Coconino Community College, Nonprofit Resource Center of Northern Arizona, and the Community Council on Early Childhood Education and Development. 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 05 Measures: Actual Materials circulated to the public at Main Library and its 404,804 branches Annual Financial Plan 144 CY 06 Actual 831,713 CY 07 Estimate 848,347 CY 08 Proposed 865,313 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 05 CY 06 Measures: Actual Actual Number of people entering libraries 692,318 715,194 CY 07 Estimate 729,497 CY 08 Proposed 740,439 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 05 CY 06 Measures: Actual Actual Number of reference questions successfully answered 75,342 72,409 CY 07 Estimate 73,134 CY 08 Proposed 74,231 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 05 Measures: Actual Number of computer sessions 157,810 CY 07 Estimate 158,615 CY 08 Proposed 161,787 CY 07 Estimate 31,077 CY 08 Proposed 31,512 CY 06 Actual 155,505 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 05 CY 06 Measures: Actual Actual Notices sent requesting that material be returned promptly 36,270 30,678 Council Priority/Goal: QUALITY OF LIFE Goal: Provide simple, logical access to library materials. Objective: Catalog all new materials as they are received. CY 05 Actual 20,529 CY 06 Actual 18,884 CY 07 Estimate 20,029 CY 08 Proposed 20,529 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 05 Measures: Actual Per capita number of materials 3.72 CY 06 Actual 3.75 CY 07 Estimate 3.77 CY 08 Proposed 3.79 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 05 Measures: Actual Number of special programs 414 CY 06 Actual 820 CY 07 Estimate 897 CY 08 Proposed 942 Measures: Materials cataloged Annual Financial Plan 145 City of Flagstaff MANAGEMENT SERVICES DIVISION 11/12 LIBRARY Division 11 – Library Operating DEPARTMENT: DIVISION: MANAGEMENT SERVICES 11-LIBRARY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 1,914,743 381,250 333,750 64,000 $ 2,693,743 Adopted Budget 2006-2007 $ 2,102,133 430,767 481,122 345,500 $ 3,359,522 Estimated Expenditures 2006-2007 $ 2,101,729 406,318 418,230 220,500 $ 3,146,777 Proposed Budget 2007-2008 $ 2,464,644 459,510 504,920 125,000 $ 3,554,074 Budget-Budget Variance $ 362,511 28,743 23,798 (220,500) $ 194,552 $ $ $ $ $ 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 $ 385,457 639,735 1,102,690 54,512 73,962 48,647 121,292 1,866 257,547 7,424 611 2,693,743 $ 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 $ 404,928 691,536 1,369,811 55,466 31,788 51,202 155,445 5,500 332,460 1,219 35,874 11,548 3,146,777 $ 603,805 721,195 1,388,846 66,500 52,050 85,087 172,848 5,500 358,302 1,550 84,566 13,825 3,554,074 $ $ 3,554,074 3,554,074 $ 150,174 38,408 (174,984) 12,326 7,664 13,268 19,843 101,931 23,172 2,750 194,552 SOURCE OF FUNDING: LIBRARY FUND COMMENTARY: The Library operating budget has increased 14% and there are no capital expenditures. Personal Services increases are due to 4.01 FTE staffing additions that include positions at the Main Flagstaff branch, East Flagstaff, jail, Forest Lakes and Tuba City. In addition there are merit, market, retirement, health insurance and dental insurance increases. Contractuals increases are due to increases in postage, and overall maintenance needs. Commodities increases are due to gas and oil, and office supply increases. One-time expenditures for this division include shelf extensions for an expanded DVD collection and a disk cleaner for the East Flag branch. Major capital includes a carrover of $125,000 for the PALSmobile. Annual Financial Plan 146 City of Flagstaff MANAGEMENT SERVICES DIVISION 11/12 LIBRARY Division 12 – Library Grants DEPARTMENT: DIVISION: MANAGEMENT SERVICES 12-LIBRARY GRANTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 83,304 201,319 61,610 $ 346,233 Adopted Budget 2006-2007 $ 87,485 813,734 200,000 $ 1,101,219 Estimated Expenditures 2006-2007 $ 85,868 217,122 339,293 $ 642,283 Proposed Budget 2007-2008 $ 76,724 813,734 80,000 $ 970,458 Budget-Budget Variance $ (10,761) (120,000) $ (130,761) $ $ $ $ $ EXPENDITURES BY PROGRAM: COUNTY WIDE PROJECTS STATE GRANT-IN-AID STATE GRANT-IN-AID GET FIT GRANT BLDG A NEW GEN OF READERS GATES STAY CONNECTED PLANNING FOR PARTNERSH BABY BOOMER GRANT SNR STORYTIME & BOOKMO GATES COMPUTER REPLACE TUBA CITY HEALTH FAIR 2006 FOREST H'LANDS FO STATE GRANT IN AID 200 TOTAL $ 317,425 160 24,974 774 2,000 900 346,233 $ 1,101,219 1,101,219 $ 482,118 646 26 325 8,083 20,000 20,000 25,000 52,800 3,285 5,000 25,000 642,283 $ 970,458 970,458 $ $ 970,458 970,458 $ (130,761) (130,761) SOURCE OF FUNDING: LIBRARY FUND Annual Financial Plan 147 City of Flagstaff MANAGEMENT SERVICES DIVISION 13 MISSION 9 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 PROGRAM DESCRIPTION 9 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 ACCOMPLISHMENTS ¾ 9 9 9 Assisted with the initial implementation of the Work Order system. Completed the evaluation and addition of historical infrasturture assets to the City financial system Completed laser printing conversion for both W-2 and 1099 printing. Met with Purchasing staff in retreat to facilitate work processes and streamline operations through technology implementation. Received the Governor's Pride in Arizona Award through AZ Clean & Beautiful for the Frances Short Pond project Two staff attended the Western H.T.E. users group meeting FY 08 NEW INITIATIVES ¾ ¾ 9 FINANCE AND BUDGET Received the Government Finance Officer Association (GFOA) Distinguished Budget presentation award for the thirteenth year in a row. Received the GFOA Certificate of Achievement for Excellence in Financial Reporting for the eleventh year in a row. Successfully assisted with two open enrollment sessions for health insurance. Assisted with the implementation of the Human Resource Interface module ¾ ¾ ¾ Complete implementation of the work order system Streamline work processes to assist with year-end processes and completion of the annual audit and financial report production Continue work in performance measurement development Implement employee self service through the H.T.E. Click-2-Gov module Implement ACH payment to vendors on a wide-scale basis Enhance fraud protection for the City through the implementation of software enhancements 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 05 CY 06 CY 07 CY 08 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 05 CY 06 CY 07 Measures: Actual Actual Estimate Grant Revenue Received $8,368,413 $5,627,737 $15,000,000 Annual Financial Plan 148 CY 08 Proposed $10,000,000 City of Flagstaff MANAGEMENT SERVICES DIVISION 13 FINANCE AND BUDGET Council Priority/Goal: FISCAL HEALTH Goal: Increase the number of vendors paid through ACH transactions Objective: Have a total of 50 vendors paid through ACH transactions CY 05 Measures: Actual Vendors registered for ACH payments N/A DEPARTMENT: DIVISION: CY 06 Actual 2 CY 07 Estimate 5 CY 08 Proposed 50 MANAGEMENT SERVICES 13-FINANCE AND BUDGET EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 778,096 31,511 22,833 $ 832,440 Adopted Budget 2006-2007 $ 860,555 68,205 18,705 $ 947,465 Estimated Expenditures 2006-2007 $ 868,222 58,365 17,705 $ 944,292 Proposed Budget 2007-2008 $ 965,067 53,105 25,805 $ 1,043,977 Budget-Budget Variance $ 104,512 (15,100) 7,100 $ 96,512 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ACCOUNTING PAYROLL ACCTS PAYABLE/ RECEIVABLE BUDGET GRANTS ADMINISTRATION TOTAL $ 136,549 328,198 126,123 143,880 5,527 92,163 832,440 $ 192,150 361,545 134,105 158,000 4,000 97,665 947,465 $ 198,922 354,370 134,305 155,400 4,150 97,145 944,292 $ 199,967 420,307 142,386 165,744 4,000 111,573 1,043,977 $ 7,817 58,762 8,281 7,744 13,908 96,512 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 642,215 56,133 61,106 90,815 36,180 64,432 93,096 1,043,977 COMMENTARY: The Finance operating budget has increased 10% and there are no capital expenditures. Personal services increases are due to 1 FTE staffing additions that include an Accountant II. In addition there are merit, market, retirement, health insurance and dental insurance increases. Contractuals decreases are due to Infrastructure Valuation consultant budgeted in FY 2007 will not be expended ($25,000). Commodities increases are due to office and computer equipment, education and training and office supplies. There is no major capital (>$10,000) for this division. Annual Financial Plan 149 City of Flagstaff Annual Financial Plan 150 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 151 City of Flagstaff Annual Financial Plan 152 City of Flagstaff 1 City Engineer Stormwater Management 1 Stormwater Program Manager 1 Stormwater Services Analyst 3 Project Manager 1 Floodplain Inspector .5 Intern MPO 1 Metro Planning Org Mgr 1 Multi Modal Trans Planner .5 Adm in Assistant .38 Intern Code Administration 1 Community Code Administrator 1 Community Code Enforcement Field Supervisor 1 Comm Code Enf Officer II 2 Comm Code Enf Officer 1 Planning & Community Design Manager 1 Comm & Nbrhood Planner 1 Community Planner I 1 Business Retention and Expansion Manager Planning & Community Design 1 Business Attraction Manager PW Inspection 1 Construction Manager 1 Inspection Supervisor 2 Inspector II 4 Inspector I 1 Matl Tech II 2 Matl Tech I .5 Matl Temp Project Management 1 Advanced Planning Manager 1 Project Mgt Administrator 5 Development Case Mgr 1 Associate Planner 1 Traffic Engineering Mgr 3 Project Manager .50 Transportation Intern Capital Improvements 2 Capital Improvements Engineer 10 Project Manager 1 Engineering Tech IV .5 Intern Housing Planning 1 Community Housing Manager 1 Comm Housing & Nbrhood Planner 1 Land Trust Program Manager 1 Housing Project Manager 1 Community Housing & Grants Administrator Traffic Engineering 2 Admin Specialist 1 Community Reinvestment and Economic Development Manager Planning (16) Project Review 1 Building Inspection Section Mgr 4 Inspector II 5 Inspector I Building Inspection 1 Building Official-Project Review Section Mgr 1 Private Development Engineering Manager 3 Project Manager 5 Bldg Plans Examiners 2 Development Svcs Rep 1 Engineering Tech IV 1 Engineering Tech III 1 Engineering Tech II .5 Engineering Tech I 1 Planning Director 1 Admin Specialist 3 Admin Specialist Engineering (17) Community Investment (18) 1 Community Investment Director 1 Adm inistrative Specialist 1 CD Director 1 City Manager Community Development COMMUNITY DEVELOPMENT DIVISION 03 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 pedel bicycle bridge over Milton Ave. Assisted in establishing the Aspen/Sawmill Improvement District. Completed the design of the FUTS Rio North urban trail (San Francisco to Rt. 66). Completed the design of the Ft. Valley Sidewalk (Safe to School) project. Completed the design and construction of the Butler/Fourth Traffic Signal Project. Completed the design of the Woodland Village Sidewalk Project. Assisted in project definition of the Butler Widening Project. Continued development and design services administration for the Huntington Drive improvements. Provided project coordination with ADOT for the East Flagstaff Traffic Interchange and project enhancement. Completed rail crossing quiet zones study and contracted design services. Continued development and design services administration for the Industrial Road and Drainage Improvement Project. Project management on the proposed improvement associated with the East Flagstaff Industrial Park Improvement District. Completed the design of the US 89 North Streetscape. Participated in project definition for the Business Incubator facility. Participated in project definition for first phase of bond-funded USGS facility replacements. Coordinated citywide up-dates to the capital program database and review by the budget committee. Construction of the paver replacement at the Visitors Center for the BNSF Railroad scheduled for construction in 2008. Participation on the engineering standards review committee. Participated in the Southside Traffic Improvements Project. Continued development and clarification of project management manual procedures. Continued regular communication of project status through the City Manager's report. Conducted public meeting to ensure opportunities for public participation and input. 95% of staff participation at departmental and divisional team-building opportunities. MISSION 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. PROGRAM DESCRIPTION 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 Section 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. FY 07 ACCOMPLISHMENTS Fourth Street Overpass (rail crossing) project completed. Cedar Avenue urban trail bridge completed. Completetion of the Thorpe Park Improvements. Completion of the Adult Center remodel and addition. Sunnyside neighborhood improvements Phave IV is scheduled for constuction. Lone Tree Road corridor study completed. Guaranteed Maximum Price (GMP) awarded for the new Fire Station No. 1 (Thompson Street) with completion scheduled for July 2007. GMP scheduled for award for the new Fire Station No. 5 (Fort Valley Road) for March of 2007. The design of the Flagstaff Aquaplex has been completed and a GMP is scheduled for April 2007. Construction is scheduled to begin in May 2007 and be completed in January 2008. Continued Rio de Flag project management services; construction of the Clay Avenue Detention Basin scheduled for May of 2007, Completed the Talkington Water Line Replacement Project. Completed the construction of the FUTS Crescent to Observatory Mesa urban trail. Completed the design and property acquisition of the FUTS Blue Willow to Hwy 180 urban trail projects. Coordination of property acquisition and construction with ADOT for the FUTS 180 (Ft. Valley Trail) project. Annual Financial Plan CAPITAL IMPROVEMENTS 153 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 03 Continued coordination of the Lake Mary Road improvements. Adoption of the five year Capital Improvements Plan. CAPITAL IMPROVEMENTS FY 08 NEW INITIATIVES 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 improvement program. 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 05 Actual 70% CY 06 Actual 75% CY 07 Estimate 80% CY 08 Proposed 80% CY 05 Actual 80% CY 06 Actual 65% CY 07 Estimate 80% CY 08 Proposed 80% CY 05 Actual No CY 06 Actual Yes CY 07 Estimate Yes CY 08 Proposed Yes CY 05 Actual 75% CY 06 Actual 90% CY 07 Estimate 80% CY 08 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 Improvement 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 154 City of Flagstaff COMMUNITY DEVELOPMENT DEPARTMENT: DIVISION: DIVISION 03 CAPITAL IMPROVEMENTS GENERAL ADMINISTRATION 03-CAPITAL IMPROVEMENTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ (502,814) 87,998 16,980 $ (397,836) Adopted Budget 2006-2007 $ (405,195) 97,813 25,400 $ (281,982) Estimated Expenditures 2006-2007 $ (406,727) 98,926 18,486 $ (289,315) Proposed Budget 2007-2008 $ (453,624) 181,224 25,900 $ (246,500) Budget-Budget Variance $ (48,429) 83,411 500 $ 35,482 $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION $ PROJECT MANAGEMENT ADOT PROJECT COORDINATION UNPLANNED/UNPROGAMED WORK 5 YEAR CAPITAL PROG DEV TOTAL $ (831,252) 360,541 14,802 15,130 42,943 (397,836) $ (1,190,304) 808,890 7,917 91,515 (281,982) $ (705,017) 350,002 10,000 4,000 51,700 (289,315) $ (1,552,328) 1,084,719 11,376 209,733 (246,500) $ $ (246,500) (246,500) $ (362,024) 275,829 3,459 118,218 35,482 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Capital Management operating budget has decreased 64% and there are no capital expenditures. Personal Services includes a merit, market, retirement, health insurance and dental insurance increases. 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 155 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 14 MPO FY 07 ACCOMPLISHMENTS MISSION Hired Administrative Specialist Completed Trip Diary Survey Completed Fourth Street Traffic Interchange Feasibility Study Evaluated Juniper Point Regional Plan Amendment Expanded community outreach Launched Route Transfer Study Coordinated with NAIPTA on downtown transit service plan Townsend-Winona Corridor Study 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. PROGRAM DESCRIPTION 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). FY 08 NEW INITIATIVES Regional Transportation Plan update include ** Multimodal service levels ** Planning criteria development ** 20-year transportation capital projection ** Coordination with City, County, ADOT, NAIPTA planning efforts ** Significant public involvement effort 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 05 CY 06 CY 07 Measures: Actual Actual Estimate Bi-monthly meetings with TAC, Executive Board and Mgmt. N/A 20/28 20/25 Committee (changed to bi-monthly in January 07) At least one quarterly meeting with each partner agency N/A N/A 12 CY 08 Proposed 16/18 16 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Relevant department heads are aware of the initiative and N/A N/A 60% 100% have adopted needed procedures for model upkeep. Successful test of model upkeep procedures N/A N/A 40% 100% Annual Financial Plan 156 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 14 MPO 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 05 CY 06 Measures: Actual Actual Production of 2006 base year model calibrated to industry N/A N/A standards DEPARTMENT: DIVISION: CY 07 Estimate 0% CY 08 Proposed 100% COMMUNITY DEVELOPMENT 14-MPO EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 150,986 175,896 9,435 $ 336,317 Adopted Budget 2006-2007 $ 164,621 596,546 15,250 $ 776,417 Estimated Expenditures 2006-2007 $ 171,063 168,704 7,245 $ 347,012 Proposed Budget 2007-2008 $ 201,881 535,146 7,025 $ 744,052 Budget-Budget Variance $ 37,260 (61,400) (8,225) $ (32,365) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION SHORT RANGE PLANNING PROG SHORT RANGE DATA COLLECTN LONG RANGE TRANSIT PLAN LONG RANGE TRANSPORT PLAN LONG RANGE "OTHER" TRANSP TOTAL $ 118,744 103,949 86,114 4,961 22,549 336,317 $ 229,068 230,969 48,000 41,380 227,000 776,417 $ 124,177 118,067 25,454 48,000 14,414 16,900 347,012 $ 227,552 187,500 22,000 67,000 240,000 744,052 $ $ 744,052 744,052 $ (1,516) (43,469) (26,000) 25,620 13,000 (32,365) SOURCE OF FUNDING: METROPOLITAN PLANNING FUND COMMENTARY: The MPO operating budget has decreased 4% and there are no capital expenditures. Personal Services increases are due to .13 FTE staffing addition which is an Intern position. In addition there are merit, market, retirement, health insurance, and dental insurance increases. Contractual decreases are due to lower consulting costs resulting from fewer studies in the F/Y 2008 work program. Commodities decreases are due to computer equipment and software costs that were 1x RSL's in F/Y 2007. There is no major capital (>$10,000) for this division. The MPO is a mostly grant reimbursed program, the City and County supplement the MPO's budget with transfers of $30,000 and $5,000 respectively. Annual Financial Plan 157 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 15 ADMINISTRATION FY 07 ACCOMPLISHMENTS MISSION Lorman Training brought to Flagstaff "What you need to know about open meeting, public records & conflict of interest in Arizona. Department wide one day retreat. Large amount of filing warehoused to house new staff. Large amount of permits scanned and warehoused to help insure better customer service and additional room for new staff. AGTS Supervisor's Academy training for staff. Established CD Leadership Team. 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. 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. FY 08 NEW INITIATIVES Work with Mayor's Office on BioScience. Ensure focus on Economic Development and Housing; two of Council's top priorities Complete Leadership Team Initiatives to improve CD performance and communications 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 05 CY 06 Measures: Actual Actual Provide Leadership and Management Training N/A 100 Completed Division Work as Programmed N/A 80 Annual Financial Plan 158 CY 07 Estimate 100 80 CY 08 Proposed 100 80 City of Flagstaff COMMUNITY DEVELOPMENT DEPARTMENT: DIVISION: DIVISION 15 ADMINISTRATION COMMUNITY DEVELOPMENT 15-COMMUNITY DEVELOPMENT ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 205,022 37,788 16,827 $ 259,637 Adopted Budget 2006-2007 $ 215,081 59,300 16,450 $ 290,831 Estimated Expenditures 2006-2007 $ 212,422 59,495 18,400 $ 290,317 Proposed Budget 2007-2008 $ 224,462 23,850 17,950 $ 266,262 Budget-Budget Variance $ 9,381 (35,450) 1,500 $ (24,569) $ $ $ $ $ $ $ $ 266,262 266,262 $ $ $ $ 266,262 266,262 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TOTAL 259,637 259,637 290,831 290,831 290,317 290,317 (24,569) (24,569) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Community Development operating budget has decreased by 8% and there are no capital expenditures. Personal Services include a merit, market, retirement, health insurance, and dental insurance increase. Contractuals decreases are due to lower Consulting expenses and moving the funding for the sustainability position to Environmental Services. Commodities increases are due primarily to increase Office and Safety Supplies expenses. There is no major capital (>$10,000) for this division. Annual Financial Plan 159 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 07 ACCOMPLISHMENTS Economic Development/Redevelopment Sustainability and Green Building continues as an emphasis in the building community. The Building Official, working with the Coconino County’s Sustainability Committee, meets monthly to discuss strategies, disseminate information on projects, workshops, and guest lecturers in the Northern Arizona area. A drafted IGA with Coconino County and the City of Flagstaff is near completion and will cement the agreements to review work and issue permits for new construction. Public works has hired a full-time staff member to concentrate on making City facilities sustainable. Provided timely review of approximately 161 miscellaneous building permits during the fiscal year. Processed 29 lot splits during the fiscal year. The Planning & Zoning Commission has reviewed 37 items from July 1, 2005, through February of 2006. They approved several redevelopment projects, new development and residential subdivisions, including St. Francis de Assis Church plat; Sawmill tentative plat including development agreement amendment and forming an improvement district for the project; Pine Canyon subdivision plats and resolved the restricted access issues and obtained affordable housing site of approximately 27 acres; apartment conversions to condominiums; Marriot Courtyard and restaurant; Rio Homes affordable housing subdivision plats; Juniper Point regional plan amendment; Forest Springs town homes subdivision. Provided assistance to the Housing Section to provide work force housing projects. Currently processing plats within Rio Homes and discussing affordable housing with the various rezoning applications. 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 160 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 16 The new DRB process also implemented a singlepoint of contact to provide excellent customer service in processing the various types of development proposals. Continued to provide expertise to the Community Investment Division on several redevelopment and economic development projects such as Small Business Incubator, Flagstaff Mall Expansion and Auto Park, Sawmill and Southside implementation. From February 06 to February 07 a total of 1,760 single-family lots have been recorded. The apartment to condominium conversion accounted for 470 of the total lots. 399 multi-family residential projects were approved. For the calendar year 2006, 302 cases were reviewed by the Development Review Board. Continue to provide a complete and comprehensive review of all plans submitted. The new Development Review Board process streamlines various processes and permits. This will allow the sharing of information enterprise wide. Reviewed a total of 302 concept and site plan proposals throughout the review period. Submitted comments from the County on proposals adjacent to the City limits. Process major rezoning cases such as: Juniper Point, a Traditional Neighborhood Development (TND) development with specific plan; Canyon del Rio, TND development with specific plan; St. Francis de Assisi Church rezoning and conditional use permit; Presidio at the Pines West Development annexation/rezoning when requested by property owner with a petition for annexation. This case will also require a major plan amendment. Planning for Growth and Customer Service Staff performed 12,961 off-site inspections. 95% of the inspections were performed on time. There were no personal injuries to staff on the job sites. There was no warranty work required in 2006. 35 major construction projects received a Final Letter of Acceptance. Inspected 52 Private Development projects and 13 City Capital projects. Continued on time testing of projects. Provided testing for 9 City Capital projects and 20 on-site projects. Provided testing for Landfill. Provided testing for Utilities. The revisions to the Engineering Standards were codified by City Council and published in late December 2006. Additionally, after months of negotiations, ADEQ review parameters appear to be close to settlement. Both of these regulatory issues have been coordinated with the private engineering community and provide clarification and concurrence with Council and customer goals. A redesign of the Development Review Board (DBR) process was completed in November 2006 and is fully implemented. The concerns of the development community, Northern Arizona Building Association (NABA) and design professionals were instrumental in assuring that the new process was understood and responsive to customer needs. Staff is continuing the evolution of computer programs and tracking methodology to assure that the changes are helpful to the client. Both commercial and residential plan review now perform a 72-hour initial review to provide feedback to the applicant as soon as possible on the quality of their project submittal. Hired an additional Inspector I, total of 5, added one (1) Inspector II to fill for mall inspector. Annual Financial Plan DEVELOPMENT SERVICES FY 07 ADDITIONAL ACCOMPLISHMENTS Funding provided by Council allowed all of the building and sign permits to be digitally scanned under the Arizona State contract. This service will be put into full affect by mid-March 2007 and allow the rapid retrieval of permit data and certificates of occupancy from the front counter. Future goals will allow this information to be disseminated across the internet and allow users to find public permit information from a home computer or the public libraries. The upgraded KIVA 8.1.2 version was upgraded in mid-November, and the remote inspection module will be installed in January. Once staff has completed the business practices and procedures, the RFS module will be available. Purchased Accela Remote Inspector to eliminate some data entry and double work. Purchased Tablet PC’s to minimize data entry and input inspector results into the permitting software in the field through the Remote Inspector. No on-the-job injuries. Implementing the single point of contact system in concert with a new development review process. This effort will require overhaul of the KIVA permits related to our development processing. 161 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 16 Better coverage of construction jobs with additional lab techs. Establish a third party plan review contract with two or three vendors for surges in plan review expected over the next couple of years. Support the implementation of the emergency inspection on call system. Purchase telephone server to assist in requesting inspections and notification of inspection results. Develop in-house training to instill confidence and understanding of the codes, and help empower inspection personnel to make decisions at the job site. Develop a standard rating system to evaluate inspection personnel better. Provide assistance to the Community Investment Division (Community Code Administration) on amendments to the Land Development Code and any re-write effort. Provide assistance to revising and updating the KIVA LIS/Permit Tracking software to be in line with the new Review Process. Review and process sign permit applications. Track the amount of land consumed (Acres) by residential development as well the number of units, which will provide an average density on a yearly basis. This will be a tool to project our land supply and planning growth boundary changes. Within the New Development Review Process and the new permit within KIVA, this above data will be captured for reporting next year. Provide specific detailed information on the type and quantity of land uses being approved though the Development Review Process. Provide a baseline of development activity/information within the community and furthermore the specific locations within our community. This information will assist our clients and customers with an actual projection of growth and market conditions. Assist the Information Services to implement the new Development Review Process within Kiva. This effort will include the auditing of all permits to assure seamless customer service though out the various permitting processes. All of the Development Case Managers received Form Base Code training from Form Base Code Institute. A complete and comprehensive ordinance review was completed this year, and only a few minor updates and revisions were recommended to the Zoning Administration Section. This revision will be included within the next update. Provided expertise on amendments to the Land Development Code (LDC). Trench Safety Awareness training. Asbestos Awareness training. KIVA software permits tracking training. Defensive driving class. Started on five-year upgrade of lab equipment. Added an additional fulltime lab tech. Finished testing for Fourth Street. Started support for Mall testing. FY 08 NEW INITIATIVES Economic Development/Housing/Sustainability Fully integrate the new Affordable Housing initiatives into the Development Review Process. Research and implement a web access for all builders to access inspection results. Establish an informational Kioski within City Hall for a "self-help" center to allow users in a "read only" mode check on permits and inspection schedules. During the International Code review and updates to the City Code, Title 4, Staff will be including the 2006 International Energy Conservation Codes and amendments. The City is a partner with Coconino County, NAU, Coconino Community College and NABA on developing standards for LEED residential permitting, US Green Standards and seeking incentives for buildings to participate in the programs. Development of a software search to either replace the permit tracking software (KIVA) or enhance the existing capabilities of the program and expand its use to the internet. Goal would be to provide on-line application, review, and issuing of "over-the-counter" permits and payments of these permits. Refine the new Development Review Process and improving the single point of contact with input from NABA and others. Continue to provide Planner of the Day services to the general public by telephone and front counter services. Annual Financial Plan DEVELOPMENT SERVICES 162 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 16 DEVELOPMENT SERVICES PERFORMANCE MEASURES Council Priority/Goal: ECONOMIC DEVELOPMENT AND HOUSING 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Number of of new single family residential permits issued 281 217 250 350 Number of Multi-family permits issued (duplexes, triplexes, 88 200 245 295 townhouses) Number of manufactured housing permits issued 100 52 25 70 Council Priority/Goal: ECONOMIC DEVELOPMENT AND HOUSING 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Number of single family residential lots approved 1,305 1706 750* 850 Number of cases reviewed by the Development Review Board 327 302 350 375 Amount of single-family residential lots approved 1,254 1706 750 850 Number of multi-family residential project approved N/A 445 500 500 * Fewer condo conversions Council Priority/Goal: ECONOMIC DEVELOPMENT AND HOUSING 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 05 CY 06 CY 07 CY 08 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 Manually; 10 7 delay processing of the application (this will require training N/A 7-15 days 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 Manually, N/A 14 14 and when the applicant makes the required corrections 7-27 days Manually, Track the total time from application to when the permit is 45 40 N/A 15-31 days available for issuance (construction start is separate) Annual Financial Plan 163 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Number of commercial/industrial building permits processed 38 35 45 45 (separate tracking of square footage included) Number of apartment/condo units permitted 265 256 300 300 Number of major/minor tenant improvement projects permitted 88 108 115 115 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Percentage of applicants called within 72 hours of submittal N/A 95% 95% 98% 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Percentage of inspection requests conducted on day N/A 93% 95% 98% 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Have all permits in KIVA that have been finalized or passed N/A 60% 100% 100% indicated as done Council Priority/Goal: CUSTOMER SERVICE Goal: Insure that the inspectors and contractors have timely and accurate testing. Objective: Accurate field and lab testing. CY 05 CY 06 Measures: Actual Actual Number of lab tests performed 12,500 9,031 CY 07 Estimate 11,000 CY 08 Proposed 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 05 CY 06 Measures: Actual Actual Number of injuries in the field and in the lab None None CY 07 Estimate None CY 08 Proposed None Annual Financial Plan 164 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 16 DEVELOPMENT SERVICES 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Percentage of Capital projects that staff actually inspect 86% 87% 88% 90% Number of inspections conducted 11,000 12,961 13,500 14,000 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Number of Highway Construction certifications. 4 3 4 5 Number of Underground Utilities certifications. 4 5 6 7 Number of Materials Testing certifications. 4 4 4 4 Annual Financial Plan 165 City of Flagstaff COMMUNITY DEVELOPMENT DEPARTMENT: DIVISION: DIVISION 16 DEVELOPMENT SERVICES COMMUNITY DEVELOPMENT 16-DEVELOPMENT SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 2,308,327 148,296 106,455 112,531 $ 2,675,609 Adopted Budget 2006-2007 $ 2,696,442 164,830 113,078 179,350 $ 3,153,700 Estimated Expenditures 2006-2007 $ 2,637,444 192,627 138,665 163,959 $ 3,132,695 Proposed Budget 2007-2008 $ 3,078,948 201,917 154,006 15,000 $ 3,449,871 Budget-Budget Variance $ 382,506 37,087 40,928 (164,350) $ 296,171 $ $ $ $ $ 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 $ 328,003 1,138 303,323 7,606 452,991 188,540 97,642 20 402,736 551,405 13,084 329,121 2,675,609 $ 114,642 5,750 331,893 594,141 241,537 143,393 11,597 493,024 734,008 483,715 3,153,700 $ 99,001 5,750 332,184 592,651 240,940 149,855 8,346 493,557 727,572 482,839 3,132,695 $ 115,080 5,750 376,799 596,419 241,075 130,483 12,299 617,031 779,440 575,495 3,449,871 $ 438 44,906 2,278 (462) (12,910) 702 124,007 45,432 91,780 296,171 SOURCE OF FUNDING: GENERAL FUND LIBRARY HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT ENVIRONMENTAL SERVICES FUND $ $ 2,434,430 24,726 304,785 600,216 13,642 10,673 61,399 3,449,871 COMMENTARY: The Development Services operating budget has increased 15% and capital expenditures total $15,000 resulting in an overall net increase of 9%. Personal Services increases are due to 1 FTE staffing additions that include Plans Examiner - Commercial. In addition there are merit, market, retirement, health insurance, and dental insurance increases. Contractuals increases are due to increases in Maintenance, Advertising, Rent, and Travel expenses. Commodity increases are due to Books & Subscriptions, Office Equipment and Computer Equipment expenses. There is no major capital (>$10,000) for this division. Annual Financial Plan 166 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 17 COMMUNITY IMPROVEMENTS Managed the design of 3 new traffic signals or major upgrades at Butler/Fourth, McConnell/Buelah and Fourth/Cedar/Locket intersections Designed extension of the left turn lane on Butler Avenue at Fourth Street Extensive contact with neighborhoods making requests for traffic calming through the Traffic Commission (Bow and Arrow, Boulder Point Sparrow and Fourth) Designed and managed construction of the new Kinsey school crosswalk Coordinated traffic impacts associated with the NAU Conference Center Assisted with installation of new Mountain Line bus stops Member of the Flagstaff Metropolitan Planning Organization's Technical Advisory Committee MISSION 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. PROGRAM DESCRIPTION The Community Improvements organizational Division is made up of 3 sections: Capital Improvements, Stormwater Management and Traffic Engineering. Division 17 is responsible for general administration of all sections and includes Traffic Engineering. FY 07 ACCOMPLISHMENTS FY 08 NEW INITIATIVES Conducted Division chartering to enhance team building, process development and management skills Conducted Division staff meetings Responsive to needs of the Council, citizens, City Manager and departments/divisions Provided thorough reports to the City Manager Provided consistent leadership and support for the Division Provided internal support for Villagio Montano's Regional Land Uses and Master Plan revisions Provided support for Juniper Point concept plan Provided design services for public roadway components of the Mall, Auto Mall and Aspen Place at the Sawmill developments Completed design of the southerly Dodge Avenue traffic diverter Develop strategic initiatives and meaningful performance measures and implementation strategies for FY2009 Continue to support the Traffic Commission and its advisory 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 communication Ensure a well trained, team centered staff Increase the Divisions use of the City's web page Assist in developing Traditional Neighborhood Development street design standards Design and implement a summer (school-out/tourist season) synchronization plan for 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 track, categorize and prioritize service requests and customer complaints. CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Implement traffic service request tracking system and service 70% 85% 85% categorization & prioritization scheme. Annual Financial Plan 167 staff to better CY 08 Proposed 100% City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 17 COMMUNITY IMPROVEMENTS Council Priority/Goal: QUALITY OF LIFE/PUBLIC SAFETY Goal: Design and implement optimized summer-conditions (school-out/tourist season) timing plans for all 34 City traffic signals. Objective: Improve traffic signal operations to reduce delays and congestion at individual intersections on City streets. CY 05 CY 06 CY 07 CY 08 Measures: For all City traffic signals: Actual Actual Estimate Proposed Completion of necessary intersection turning movement N/A* 16 of 34 34 of 34 34 of 34 studies Design of intersection timing plans. N/A* 0 of 34 17 of 34 34 of 34 Installation of plans, and fine-tuning of intersection timings. N/A* 0 of 34 17 of 34 34 of 34 * Optimized signal timing for the school year traffic patterns at all 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 05 CY 06 CY 07 CY 08 Measures: For 9 identified corridors Actual Actual Estimate Proposed Completion of necessary link and intersection traffic counts. N/A* 5 of 9 7 of 9 9 of 9 Design of individual system timing plans. N/A* 5 of 9 7 of 9 9 of 9 Installation of plans and fine-tuning of offsets and cycle splits. N/A* 0 of 9 5 of 9 9 of 9 *Corridor synchronization for the school year traffic patterns at all City Traffic Signals in CY 04 and 05. Annual Financial Plan 168 City of Flagstaff COMMUNITY DEVELOPMENT DEPARTMENT: DIVISION: DIVISION 17 COMMUNITY IMPROVEMENTS COMMUNITY DEVELOPMENT 17-COMMUNITY IMPROVEMENTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 421,089 8,587 13,431 $ 443,107 Adopted Budget 2006-2007 $ 471,325 19,615 20,100 $ 511,040 Estimated Expenditures 2006-2007 $ 447,690 37,842 25,508 $ 511,040 Proposed Budget 2007-2008 $ 517,934 27,815 16,350 $ 562,099 Budget-Budget Variance $ 46,609 8,200 (3,750) $ 51,059 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ON-SITE FIELD INSPECTION PLAN REVIEW TRAFFIC BOARDS & COMMISSN TRAFFIC ENGINEERING TOTAL $ 162,733 18,326 6,844 269 254,935 443,107 $ 181,005 3,353 326,682 511,040 $ 180,907 3,448 326,685 511,040 $ 182,210 11,459 368,430 562,099 $ 1,205 8,106 41,748 51,059 SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND STORMWATER FUND $ $ 562,099 561,203 56,431 562,099 COMMENTARY: The Community Improvement operating budget has increased 10% and there are no capital expenditures. Personal Services increases are due to .25 FTE staffing addition which is the Intern - Traffic Engineering position. In addition there are merit, market, retirement, health insurance, and dental insurance increases. Contractuals increases are due to increases in Training, Travel, Telephone, and Maintenance expenses. Commodities decreases are due to 1X RSL's in Computer Hardware and Software in F/Y 2007. There is no major capital (>$10,000) for this division. Annual Financial Plan 169 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 COMMUNITY INVESTMENT PLANNING AND COMMUNITY DESIGN - 1807 Completed Community Economic Sustainability (Nexus) Study. BBB oversight commission re-established by creation of the Beautification and Public Art Commission. Ongoing FUTS construction per Five-year Plan. Lone Tree Corridor Study and Butler Corridor presented to City Council as Area Plans. Initiated acquisition of 105 acres of open space in conjunction with Juniper Point. Fully integrated heritage preservation into Development Review Board / project approval process to implement existing regulations. Completed establishment of second Historic Design Review Overlay District (Townsite). Public Art installed outdoors at Coconino Community College (CCC), Foxglenn Park, and the Airport. Flagstaff Cultural Partners distributed $285,000 in grants to various cultural arts and science entities. New Development Fees adopted. Impact Fees proposed per Impact Fee Study. Mall Expansion / Auto Park under construction. 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 The Planning and Community Design Section provides leadership and guidance in the development and maintenance of the community’s vision for the built and natural environment of Flagstaff. Development of the vision includes its discovery and documentation, and is accomplished by creating corresponding implementation plans for the goals, objectives, and policies of the community. Maintenance includes ongoing discovery, improvement and updates to the plans, the development of specific instruments of implementation, oversight for compliance in other plans and instruments, as well as general advocacy for, and education about, the community’s vision. The work of this section is divided into three general scales; a regional and city-wide scale, a neighborhood and district scale, and an urban design scale. One might describe these, respectively, as planning and design at a ten thousand foot elevation, at a one thousand foot elevation, and on the ground. Work at these scales provides a direct connection, or path, between the broad brush goals and implementation of the vision in the physical world. By so doing, the work of this section both maintains and creates the built and natural environment desired by the citizens of Flagstaff. FY 08 NEW INITIATIVES Develop Housing Element for the Regional Plan. Update and modernize the Circulation (Transportation) Element of the Regional Plan. Identify and document Character Districts. Planning for Planning Reserve Areas. Develop Design Review Guidelines to provide clarity for current requirements and to address inadvertent outcomes. Complete development and implement City wide Historic Preservation Program. Initiate development of a Historic Route 66 Heritage and Redevelopment District. Complete Inventory update of Southside Historic District and complete National Register Listing. Inventory “Aging Use” sites for Affordable and Workforce Housing opportunities. Develop Streetscape Five-year Plan. Continue development of Downtown Parking Program and District. Continue USGS Science and Technology Park development. FY 07 ACCOMPLISHMENTS Created permanent Regional Plan Amendment strategy and Land-use to facilitate high quality planning of truly traditional neighborhoods. Completed developer submitted Regional Plan Amendment for Juniper Point using new strategy. Initiated implementation of Southside Plan with prototypical projects. Fully integrated Planning & Community Design Section into Development Review Board / project approval process to implement Design Review Guidelines. Developed McMillan Mesa Open Space/Park Design. Annual Financial Plan 170 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 COMMUNITY INVESTMENT PERFORMANCE MEASURES Council Priority/Goal: AFFORDABLE HOUSING Goal: To insure that a variety of housing opportunities are available to a diverse population, especially those requiring entry level housing. Objective: Provide planning and community design services in support of the housing program. CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Produce, with community input, a Housing Element that N/A Initiated Continued Completed defines and documents the City’s housing policies. Evaluate existing housing conditions; plan, prioritize, and N/A Nexus Nexus N/A program needs for existing shortcomings and for anticipated Study Study growth. Initiated Completed Provide site design and architectural consultation as needed Done Done Continued Continued for potential housing projects. Council Priority/Goal: PLANNING FOR GROWTH Goal: To shape growth, with the involvement of the community, in a manner that preserves our region’s natural environment, livability and sense of community. Objective: General planning for growth through implementation and maintenance of the Regional Land Use and Transportation Plan. CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Update and modernize the Circulation (Transportation) N/A Initiated Continued Completed Element of the Regional Plan. Identify and document Character Districts. N/A Initiated Completed N/A Develop Design Review Guidelines to provide clarity for N/A N/A Initiated Continued current requirements and to address inadvertent outcomes. Identify Character District design needs (character), N/A N/A Initiated Continued document, and develop standards and guidelines. Objective: Plan Planning Reserve Areas Measures: Plan, with community input, one or two PRA areas. Two to four developers initiated Regional Plan Amendments anticipated. CY 05 Actual N/A N/A CY 06 Actual N/A N/A CY 07 Estimate Initiated Completed Objective: Preserve the livability and sense of community by preserving the heritage resources. CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Complete development and implement City wide Heritage N/A Initiated Continued Preservation Program. Initiate development of a Historic Route 66 Heritage and N/A N/A Initiated Redevelopment District. Complete Inventory update of Southside Historic District and N/A N/A Initiated complete National Register Listing. Inventory “Aging Use” sites for Affordable and Workforce N/A N/A Completed Housing opportunities. Annual Financial Plan 171 CY 08 Proposed Completed Completed CY 08 Proposed Completed Continued Completed N/A City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 COMMUNITY INVESTMENT Council Priority/Goal: PLANNING FOR GROWTH (Continued) Goal: To shape growth, with the involvement of the community, in a manner that preserves our region’s natural environment, livability and sense of community. Objective: Preserve the natural environment of Flagstaff and the community character derived from it by retaining open space through acquisition (purchases, land trades, easements), partnerships (incentives and regulation), and maintenance. CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Continue Open Space Inventory efforts. N/A Database Continued Continued sharing established with Stream Team Develop Open Space Management Plan. N/A Initiated Continued Completed Continue ongoing acquisition efforts. N/A 105 acres Continued Continued from Juniper Point 2.5 acres from Sandilin Continue participation in Picture Canyon and Walnut Canyon Continued Continued Continued Continued preservation efforts. Council Priority/Goal: QUALITY OF LIFE Goal: 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. Objective: Enhance the quality of life in Flagstaff by implementing neighborhood plans, streetscape and landscape projects, urban trails, and other special projects. CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Orient, organize, and focus Beautification and Public Art N/A N/A Completed N/A Commission. Develop Streetscape Five-year Plan (Div 74). N/A N/A Completed N/A Continue implementation of Southside Plan with more City N/A Initiated Continued Continued initiated projects and on private properties. Build third Gateway Sign (ADOT permitting). N/A N/A Initiated Completed Continue FUTS construction trails per five-year plan (Div 75). Continued Continued Continued Continued Continue development of Downtown Parking Program and Continued Continued Continued Continued District. Continue USGS Science and Technology Park development. N/A Initiated Continued Continued Objective: Enhance the quality of life in Flagstaff by providing expert professional input on the design of publicly and privately proposed projects addressing design review guidelines, historic preservation, and beautification. CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Continue Planning & Community Design Section participation Initiated Continued Continued Continued in Development Review Board / project approval process. Continue Planning & Community Design Section participation Initiated Continued Continued Continued in Capital Improvement project design process. Annual Financial Plan 172 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 COMMUNITY INVESTMENT CODE ADMINISTRATION - 1808 Code enforcement software acquired and initial implementation completed MISSION Code Administration - To promote health, well being, and general quality of life for the citzens of Flagstaff through enforcement of relevant City Codes. FY 08 NEW INITIATIVES Continue implementation of new enforcement computer program - Phase ll Resolve long-term enforcement issues in the community, such as storage containers and mercury vapor lights Continue to work with property owners to reduce non-conforming lights and signs in commercial areas Bring forward a Property Maintenance Ordinance for City Council discussion and possible adoption PROGRAM DESCRIPTION Code Enforcement Development Code. - Enforcement of the Land FY 07 ACCOMPLISHMENTS Section is now fully staffed with a supervisor and 3 code enforcement officers Three new hybrid vehicles, four tablet PCs and other equipment purchased PERFORMANCE MEASURES Council Priority/Goal: QUALITY OF LIFE Goal: Obtain specialized enforcement computer program Objective: Ability to track and report code enforcement actions CY 05 Actual N/A CY 06 Actual N/A Ability to create reports of enforcement actions N/A N/A Ability to report on problem areas and specific violations and maintain database linked to parcels N/A N/A CY 05 Actual N/A CY 06 Actual Yes Establish annual industrial complex maintenance inspections N/A N/A Establish other priority violation inspections Code officers to spend a min. of 4 hours per day in the field, 80% of the time N/A N/A Yes N/A Measures: Ability to log and track enforcement cases CY 07 Estimate Will be completed Will be completed Will be completed CY 08 Proposed Ongoing Ongoing Ongoing Council Priority/Goal: QUALITY OF LIFE Goal: Increase pro-active inspection programs Objective: Decrease client reactive complaints Measures: Establish daily commercial complex maintenance inspections Annual Financial Plan 173 CY 07 Estimate To be expanded Will be completed Ongoing Targeted CY 08 Proposed Ongoing Ongoing Ongoing Ongoing City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 Council Priority/Goal: QUALITY OF LIFE Goal: Provide timely response to all requests for code enforcement service. Objective: Decrease delays and improve customer service satsifaction CY 05 Measures: Actual Return all phone calls and acknowledge requests for service N/A within 24 hours Ensure first inspections are completed within 48 hours after N/A assignment 90% of the time COMMUNITY INVESTMENT CY 06 Actual N/A CY 07 Estimate Targeted CY 08 Proposed Ongoing N/A Targeted Ongoing Council Priority/Goal: QUALITY OF LIFE Goal: Create Property Maintenance Code Objective: Adopt code enforcing property maintenance standards CY 05 Actual N/A CY 06 Actual N/A CY 07 Estimate Will be completed CY 08 Proposed Ongoing CY 05 Actual N/A N/A CY 06 Actual N/A N/A CY 08 Proposed Reevaluate Ongoing N/A Started CY 07 Estimate Completed Will be completed Completed CY 05 Actual N/A CY 06 Actual Started CY 08 Proposed Ongoing N/A N/A Started N/A CY 07 Estimate Will be completed Completed Will be completed CY 05 Actual N/A CY 06 Actual Started CY 08 Proposed Ongoing Create standard violation notices N/A Started Create standard court report for prosecution N/A N/A CY 07 Estimate Will be completed Will be completed Will be completed Measures: Provide input for enforceability of proposed code 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 Reevaluate 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 Reevaluate Ongoing Council Priority/Goal: QUALITY OF LIFE Goal: Standardization of documents Objective: Standardize reports, notices and letters Measures: Create form letter database Annual Financial Plan 174 Ongoing Ongoing City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 COMMUNITY INVESTMENT Council Priority/Goal: QUALITY OF LIFE Goal: Officer Certification Objective: Recognized officer certification CY 05 Actual N/A CY 06 Actual N/A N/A 2 officers completed N/A N/A CY 05 Actual N/A Provide clients information on City enforcement unit Provide on-line complaint form Measures: Certified Housing and property maintenance inspector certificate Certified Zoning Enforcement Officer Certified Code Enforcement Officer CY 07 Estimate Will be completed 2 other officers to complete 4 officers certified CY 08 Proposed Ongoing CY 06 Actual N/A CY 07 Estimate N/A N/A N/A N/A N/A N/A Will be completed CY 08 Proposed Will be completed Will be completed Ongoing Ongoing Ongoing Council Priority/Goal: QUALITY OF LIFE Goal: Enforcement web site page Objective: Provide citizens with code enforcement information Measures: Provide information on violation types and corrections Annual Financial Plan 175 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 COMMUNITY INVESTMENT COMMUNITY REINVESTMENT - 1809 Flagstaff Auto Park under construction with four dealerships approved through the development review process City and NACOG awarded EDA Grant for Technology and Science Incubator to be built adjacent to USGS Campus Aspen Park at the Sawmill approved Developer selected for Science and Technology Park at USGS MISSION Community Reinvestment - Redevelop the community to reinvest and rebuild itself for sustainable economic health. PROGRAM DESCRIPTION Promote sustainable retail, commercial, industrial development that enhances employment and revenues for the City. FY 08 NEW INITIATIVES Route 66 Heritage Corridor Management of Downtown Construction and operation of the Incubator Construction and tenanting of the Science and Technology Park FY 07 ACCOMPLISHMENTS Flagstaff Mall expansion under construction with first phase scheduled to open in October 2007 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 05 Actual N/A N/A CY 06 Actual N/A In Process CY 07 Estimate Continue Ongoing CY 08 Proposed Completed Ongoing N/A Planning Ongoing Ongoing CY 05 Actual N/A CY 06 Actual Not supported by owners N/A CY 07 Estimate N/A CY 08 Proposed N/A N/A N/A 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 N/A 176 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 05 CY 06 Measures: Actual Actual RFQ sent out for south sites at Fourth Street and Route 66 N/A RFQ issued Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Stimulate Southside retail and services Objective: Implementation of 2005 Southside Plan stratagies for redevelopment. CY 05 CY 06 Measures: Actual Actual Propose an Overlay District for Southside District - establish N/A Planning design guidelines and incentives for proper infill and adaptive re-use Identify underutilized sites and pursue proper N/A Planning redevelopment Southside Street Improvements N/A Designer Selected 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 05 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 07 Estimate Developer selected CY 08 Proposed Rezone completed CY 07 Estimate Planning CY 08 Proposed Planning Planning Planning First Phase Constructed Second Phase Constructed CY 06 Actual Planning CY 07 Estimate Planning CY 08 Proposed Completed Planning Planning Planning Planning Completed Completed CY 05 Actual N/A CY 06 Actual Completed CY 07 Estimate N/A CY 08 Proposed N/A N/A ongoing ongoing ongoing N/A ongoing Adopted Using 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 177 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 COMMUNITY INVESTMENT Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Construct USGS Science and Technology Park Objective: Ongoing Project CY 05 Actual N/A Measures: USGS S&T Park under construction Incubator Building finished and occupied N/A CY 06 Actual Developer chosen Grant Awarded CY 07 Estimate Rezoning Approved A/E Plans completed and bid CY 08 Proposed Construction Begun Building opened and operational Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Fully-leased Sawmill District Objective: Assist on retail attraction CY 05 Actual N/A Measures: Direct incoming retail queries to developer Annual Financial Plan 178 CY 06 Actual Rezoning completed CY 07 Estimate Construction begun CY 08 Proposed First Phase open City of Flagstaff COMMUNITY DEVELOPMENT DEPARTMENT: DIVISION: DIVISION 18 COMMUNITY INVESTMENT COMMUNITY DEVELOPMENT 18-COMMUNITY INVESTMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 639,128 83,181 38,783 $ 761,092 Adopted Budget 2006-2007 $ 912,630 195,450 60,500 70,000 $ 1,238,580 Estimated Expenditures 2006-2007 $ 870,247 220,401 62,550 24,359 $ 1,177,557 Proposed Budget 2007-2008 $ 1,125,120 80,770 46,200 $ 1,252,090 Budget-Budget Variance $ 212,490 (114,680) (14,300) (70,000) $ 13,510 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION DEVELOPMENT REVIEW ADVANCED PLANNING ZONING ADMINISTRATION REDEVELOPMENT HOUSING COMMISSIONS LAND TRUST PROGRAM TOTAL $ 361,757 9,336 95,651 158,636 48,454 55,257 312 31,689 761,092 $ 432,752 157,602 149,136 77,397 333,664 1,600 86,429 1,238,580 $ 423,129 157,602 149,886 77,397 287,664 800 81,079 1,177,557 $ 367,239 127,040 238,857 163,656 267,036 1,600 86,662 1,252,090 $ (65,513) (30,562) 89,721 86,259 (66,628) 233 13,510 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 1,014,046 22,965 68,502 75,865 3,772 9,913 57,027 1,252,090 COMMENTARY: The Community Investment operating budget has increased 7% and there are no capital expenditures. Personal Services increases are due to 4 FTE staffing additions that include a Downtown Manager, Admin Specialist-Housing, Housing Project Manager, and Business Attraction Specialist. In addition there are merit, market, retirement, health insurance, and dental insurance increases. Contractuals decreases are due to 1X RSL Consulting expenses in F/Y 2007. Commodities increases are due to Copy, Printing, and Promotional Expenses. There is no major capital (>$10,000) for this division. Annual Financial Plan 179 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 31 COMMUNITY INVESTMENT AFFORDABLE HOUSING - 1810 Implemented new HUD performance measurements standards in all sub-recipient contracts and program administration. MISSION The Mission of Housing Section of the Community Investment Division is to provide community based planning and 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 build economic opportunity. Planning and Administration – Division 18 Attended the Institute for Community Economics Land Trust for Affordable Housing Conference and training. Coordinate efforts with Development Services to integrate housing planning early in the development process. Create the Housing Element within the Regional Land Use and Transportation Plan. Created and Implemented community wide housing education effort. Grant awarded from ADOH for emergency repair and housing rehabilitation. Utilized technical assistance and partnership opportunities with Fannie Mae for Employer Assisted Housing. Participated in community planning efforts, including: Northern Arizona Homelessness Task Force / Rural Continuum of Care. Participated in community efforts to open two temporary homeless shelters. Obtained client files for long term loan servicing. Completed administrative setup and implementation of Land Trust Program. PROGRAM DESCRIPTION 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 07 ACCOMPLISHMENTS Affordable Housing Development and Neighborhood Conservation – Division 31 Provided funding and administrative oversight for the following programs to benefit the community. Housing Acquisition/Rehabilitation; 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. Individual Development Accounts - homebuyer assistance savings accounts. Senior Senses - critial sensory aids not covered under Medicaid. Planning and Administration – Division 31 Administered CDBG fund in a federally compliant manner. Completed 2007/2008 Annual Action Plan and received Council and HUD approval. Completed 2007/2008 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). Staff obtained HUD Certified Income Verification Training. Continuing education of staff on HUD policies and procedures. Streamlined the 2007/2008 CDBG proposal process. Annual Financial Plan Affordable Housing Development and Neighborhood Conservation – Division 18 Implemented recommendations from the Community Housing Policy Task Force. Coordinated implementation efforts for neighborhood plans with Planning and Community Design. 180 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 31 Provided oversight of contract for fiscal impact fee study. Project management of contract and process for Nexus Study. Met with developers to incorporate workforce housing units into upcoming developments in the City of Flagstaff - where appropriate. First 9 Community Land Trust homes sold and occupied. Worked with lenders to provide financing options for Land Trust Program Homes. Developed post purchase support measures. Development Agreement for Rio Homes and Ponderosa Homes produced the following: 20 homes sold to low/moderate income households and construction completed on Timber Trails Apartments. Design and Planning underway for upcoming Land Trust Projects. Continued planning efforts with developers for workforce housing opportunities. Met with major community employers to discuss Employer Assisted Housing opportunities. Annual Financial Plan COMMUNITY INVESTMENT FY 08 NEW INITIATIVES Work with developer to bring first cooperative housing units to Flagstaff. Additional RFP's for land trust units to be issued. Formalize loan tracking and proceedures-augment our post purchase counseling Utilization of Nexus Study outcomes for Housing and Economic Developement Create and implement housing policy element in the Regional Plan. Creation and Implementation of Workforce Housing Incentive Policy. Integration of Smart Growth concepts into housing programs, where appropriate. Increase workforce housing opportunities through economic development. Provide greater economic opportunities through the creation of workforce housing. 181 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 31 COMMUNITY INVESTMENT PERFORMANCE MEASURES Council Priority/Goal: WORKFORCE 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 housing planning. 5. Assist in creating additional rental options for residents. CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Produce new affordable homes for Flagstaff's workforce N/A N/A 9 aprox. 40 through the Land Trust Program and public/private partnerships. Provide homeownership assistance to designated target N/A 14 18 15 populations. Address health and safety hazards in homes owned and N/A 6 8 10 occupied by low/moderate income persons. Implement an Employer Assisted Housing Program. N/A N/A on going on going Work with developers to incorporate workforce housing units Yes Yes Yes Yes into upcoming developments in the City of Flagstaff where appropriate. Complete market analyses including job housing linkage to N/A Yes by 6/1/07 Implement address community sustainability. 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. Assist in increasing the supply of rental housing N/A 71 64 Yes Council Priority/Goal: WORKFORCE 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. Objective: Maintain and strengthen Flagstaff as the regional center for retail, employment, and hospitality, while enhancing the quality of life for our residents. CY 05 CY 06 CY 07 CY 08 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. Utilize results from Nexus Study to educate the community on job/housing linkage. Annual Financial Plan 182 N/A N/A On going On going City of Flagstaff COMMUNITY DEVELOPMENT DEPARTMENT: DIVISION: DIVISION 31 COMMUNITY INVESTMENT COMMUNITY DEVELOPMENT 31-HOUSING AND COMMUNITY SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 87,523 1,186,291 3,826 148,758 $ 1,426,398 Adopted Budget 2006-2007 $ 212,232 4,131,829 18,900 $ 4,362,961 Estimated Expenditures 2006-2007 $ 208,659 1,285,702 8,350 $ 1,502,711 Proposed Budget 2007-2008 $ 214,239 4,317,329 4,900 $ 4,536,468 Budget-Budget Variance $ 2,007 185,500 (14,000) $ 173,507 $ $ $ $ $ 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 CDBG IDA MATCHING CDBG PUBLIC FACIL CDBG HSG SUBSIDY TOTAL $ 389,472 102,024 219,808 4 945 15,189 65,039 141,059 261,388 196,180 5,819 29,471 1,426,398 $ 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 $ 400,000 190,118 86,733 10,000 10,000 32 30,150 42,232 260,858 117,918 71,179 132,832 15,106 135,553 1,502,711 $ 450,000 112,000 1,817,538 300,000 366,000 252,964 176,850 100,000 94,400 85,000 205,684 145,000 3,000 139,000 30,000 117,032 142,000 4,536,468 $ $ 4,536,468 4,536,468 $ (84,920) (26,141) 100,000 166,000 49,964 (30,150) (42,232) (166,458) (42,918) 40,821 (37,832) (15,106) 3,447 117,032 142,000 173,507 SOURCE OF FUNDING: COMMUNITY REDEVELOPMENT FUND COMMENTARY: The Housing and Community Services operating budget has decreased 4% and there are no capital expenditures. Personal Services includes a merit, market, retirement, health insurance, and dental insurance increases. Contractuals decrease is due to decreases in Other Miscellaneous Services expense. Commodities decreases are due to 1X RSL's for Computer and Equipment expenses in F/Y 2007. There is no major capital (>$10,000) for this division. Annual Financial Plan 183 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 71 ARTS AND SCIENCE no cost and nominal installation costs are funded by the General Fund. 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 The Public Art programs are overseen by the Beautification and Public Art Commission. A Staff Liaison is provided including various additional duties associated with Commission programs and projects including urban design for outdoor installations. Staff time for Division 71 is provided by Division 73 and Division 18. The work of the Art & Science program has three parts, Cultural Arts and Sciences, Outdoor Public Art, and Indoor Public Art. FY 07 ACCOMPLISHMENTS Cultural Arts and Sciences - 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, coordination, 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. Updated and renewed contract with Flagstaff Cultural Partners, Inc. Public Art Program oversight commission reestablished by creation of the Beautification and Public Art Commission. Completed installation of public art at Coconino Community college (CCC), Foxglenn Park, and the Airport. Outdoor Public Art - 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. FY 08 NEW INITIATIVES Orient, organize, and focus Beautification and Public Art Commission. Continue indoor art displays. Initiate outdoor public art projects. Indoor Public Art - This program provides for the selection, placement, and installation of art pieces in public buildings including City Hall, Pulliam Airport, and the Visitors Center. Art pieces are loaned by artists at PERFORMANCE MEASURES Council Priority/Goal: QUALITY OF LIFE Goal: 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. Objective: Provide services by providing financial support for a variety of art, culture, and science programs. CY 05 CY 06 CY 07 CY 08 Actual Actual Estimate Proposed Measures: Contract with Flagstaff Cultural Partners, Inc. to provide Completed Completed Completed Completed continuing services and grant delivery. Annual Financial Plan 184 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 71 ARTS AND SCIENCE Council Priority/Goal: QUALITY OF LIFE (Continued) Goal: 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. Objective: Provide public art in community settings. CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Projects of the Planning and Community Design Section See 1807 See 1807 See 1807 See 1807 directly for this program but also in consideration of the intent Div / Prog Div / Prog Div / Prog Div / Prog and goals of this program. Orient, organize, and focus Beautification and Public Art N/A N/A Completed N/A Commission. Continue annual indoor art display program. Completed Not Completed Completed Completed: Staff time not available. Initiate outdoor public art projects. Completed Not Initiated Completed Completed: Commission not available. Annual Financial Plan 185 City of Flagstaff COMMUNITY DEVELOPMENT DEPARTMENT: DIVISION: DIVISION 71 ARTS AND SCIENCE COMMUNITY DEVELOPMENT 71-ARTS AND SCIENCE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 7,233 341,007 3,152 $ 351,392 Adopted Budget 2006-2007 $ 15,219 605,718 550 $ 621,487 Estimated Expenditures 2006-2007 $ 15,219 334,593 550 $ 350,362 Proposed Budget 2007-2008 $ 11,948 666,182 550 $ 678,680 Budget-Budget Variance $ (3,271) 60,464 $ 57,193 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CONTRACTUAL SERVICES PUBLIC ARTWORK FCP ADMINISTRATION TOTAL $ 470 280,000 25,922 45,000 351,392 $ 9,531 285,000 280,831 46,125 621,487 $ 9,531 285,000 10,831 45,000 350,362 $ 8,680 300,000 300,000 70,000 678,680 $ $ 678,680 678,680 $ (851) 15,000 19,169 23,875 57,193 SOURCE OF FUNDING: ARTS AND SCIENCE FUND COMMENTARY: The Arts & Science operating budget has decreased by 66% and there are no capital expenditures. Personal Services decreases are due to the internal charge outs of the Urban Designer. In addition there is a increase due to merit, market, retirement, health insurance and dental insurance. There is no major capital (>$10,000) for this division. Annual Financial Plan 186 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 73 BEAUTIFICATION ADMIN program. Staff also 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 with environmental (natural and built) aspects of the Land Development Code. MISSION We are a client-focused team that enables quality development, reinvestment and conservation of the natural and built environment through publicly adopted policies. Staff Liaisons for the Beautification and Public Art Commission, Historic Preservation Commission, and the Open Spaces Commission, is provided out of this Division, including various additional duties for Commission programs and projects. PROGRAM DESCRIPTION The work of Beautification General Administration is provided by the Planning and Community Design Section that performs a variety of functions related to the enhancing and maintaining the quality of natural and built environment of the City of Flagstaff. These functions include community, neighborhood, and urban design projects and include oversight of BBB Tax funds allocated for beautification projects and Flagstaff Urban Trail System projects. 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. For Beautification (Div 74) and FUTS (Div 75) 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. FY 07 ACCOMPLISHMENTS See Division 1807 FY 08 NEW INITIATIVES Internal planning and design services range in scale from details to whole neighborhoods, including Beautification and FUTS projects. Participation in public project design further implements the goals of this See Division 1807 PERFORMANCE MEASURES Council Priority/Goal: QUALITY OF LIFE Goal: 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. Objective: See also Division 1807 CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Projects of the Planning and Community Design Section See 1807 See 1807 See 1807 See 1807 directly for this program but also in consideration of the intent Div / Prog Div / Prog Div / Prog Div / Prog and goals of this program. Annual Financial Plan 187 City of Flagstaff COMMUNITY DEVELOPMENT DEPARTMENT: DIVISION: DIVISION 73 BEAUTIFICATION ADMIN COMMUNITY DEVELOPMENT 73-BEAUTIFICATION GENERAL ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 66,494 8,328 5,129 $ 79,951 Adopted Budget 2006-2007 $ 87,275 12,025 4,250 $ 103,550 Estimated Expenditures 2006-2007 $ 101,487 13,024 3,950 $ 118,461 Proposed Budget 2007-2008 $ 89,075 13,225 3,600 $ 105,900 Budget-Budget Variance $ 1,800 1,200 (650) $ 2,350 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COMMISSION TOTAL $ 79,951 79,951 101,350 2,200 103,550 $ $ 116,561 1,900 118,461 $ 103,700 2,200 105,900 $ $ 105,900 105,900 $ 2,350 2,350 SOURCE OF FUNDING: BEAUTIFICATION FUND COMMENTARY: The Beautification operating budget has increased 2% and there are no capital expenditures. Personal Services increases are due to merit, market, retirement, health insurance and dental insurance. There is no major capital ($10,000) for this division. Annual Financial Plan 188 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 98 STORMWATER Achieved compliance with National Pollutant Discharge Elimination System (NPDES) Permit Developed "Stream Team" to help inventory and assess city watercourses Completed the majority of the drainage system inventory Initiated stormwater quality Best Management Practices (BMPs) program to reuse and recharge stormwater Ensured that construction projects meet the standards required by the City MISSION The mission of the Stormwater Section 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. PROGRAM DESCRIPTION The Stormwater Section includes: administration, utility management, engineering/hydrology technical support, master planning, customer service, data collection, field inspection, and plan review components. FY 08 NEW INITIATIVES Continue development of Drainage Improvement Program Develop a Stormwater Management Plan (SWMP) that will comply with the renewed NPDES permit requirements Begin Phase 2 of the Stormwater Master Plan Complete stormwater quality Best Management Practices (BMPs) program Implement the recommendations of the Stream Team for watercourse restoration and preservation Move up one classification on the FEMA Community Rating System (Class 8 to Class 7) which will provide an additional discount to city residents for flood insurance FY 07 ACCOMPLISHMENTS Completed Phase 1 of the Stormwater Master Plan Implemented the new stormwater utility rate structure fully funding the Stormwater Management Program Completed Illicit Discharge Ordinance Developed and implemented Drainage Improvement Program Achieved full FEMA regulatory compliance and maintained Community Rating System classification. Added Floodplain Inspector position Began inspection program for Grading activities and Stormwater Pollution Prevention Plan (SWPPP) compliance PERFORMANCE MEASURES Council Priority/Goal: PUBLIC SAFETY Goal: Respond in a timely manner to requests or needs of citizens, Council, Manager, Divisions. Objective: Timely responses to requests for information and assistance CY 05 CY 06 Measures: Actual Actual Respond to Floodplain Status citizen requests within 48 hours 100% 100% Respond to Grading Inspection requests within 48 hours 85% 90% Respond to misc. other requests within 48 hours 100% 90% Annual Financial Plan 189 and City Departments and CY 07 Estimate 100% 100% 100% CY 08 Proposed 100% 100% 100% City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 98 STORMWATER Council Priority/Goal: PUBLIC SAFETY Goal: Maintain and/or improve Community Rating System (CRS) standing. The current rating is Class 8, which provides a 10% discount on flood insurance premiums for those citizens who are required to carry flood insurance. The lower the rating; the better the score. Each improvement in the rating class provides an additional 5% rate discount. By achieving a Class 7, this would provide a 15% discount on insurance premiums. Objective: Monitor and maintain eligible CRS activities CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Maintain or improve CRS ranking Yes Yes Yes Yes (Class 8) (Class 8) (Class 8) (Class 7) DEPARTMENT: DIVISION: COMMUNITY DEVELOPMENT 98-STORMWATER UTILITY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 433,523 28,166 27,109 $ 488,798 Adopted Budget 2006-2007 $ 457,135 507,722 27,153 $ 992,010 Estimated Expenditures 2006-2007 $ 509,566 55,905 57,579 $ 623,050 Proposed Budget 2007-2008 $ 495,129 489,291 17,288 $ 1,001,708 Budget-Budget Variance $ 37,994 (18,431) (9,865) $ 9,698 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ENG. & MASTER PLANNING OPERATIONS REGULATION/ENFORCEMENT TOTAL $ 245,359 7,507 235,824 108 488,798 $ 343,945 336,477 311,588 992,010 $ 284,828 9,500 328,722 623,050 $ 365,418 322,356 313,934 1,001,708 $ $ 1,001,708 1,001,708 $ 21,473 (14,121) 2,346 9,698 SOURCE OF FUNDING: STORMWATER UTILITY FUND COMMENTARY: The Stormwater Utility operating budget has increased 1% and there are no capital expenditures. Capital for Drainage and Stormwater Capital are captured in Divisions 34 and 99. Personal Services includes a merit, market, retirement, health insurance and dental insurance increase. Contractual and commodities decreases are due to prior year one-time expenditures. There is no major capital (>$10,000) for this division. Annual Financial Plan 190 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 191 City of Flagstaff Annual Financial Plan 192 City of Flagstaff Records, M.I.S Inspection, Investigation, Development Review 1 Fuel Manager Runbooks, Contract Fire Protection 2.75 Fuel Mgt Crew Member 1 Assistant Fire Fuel Manager 1 Fuel Management Leadworker 2 Fire Fighter Fuel Management Technician 1 Community Firewise Coordinator Fuel Management Fuel and Disaster Management Programs 2 Fire Inspector II Fire Prevention Code Support Services Fire Prevention 1 Battalion Chief "A" SHIFT 7 Fire Captains 7 Fire Engineers 13 Fire Fighters 6 Fire Stations 1 Battalion Chief "C" SHIFT 7 Fire Captains 7 Fire Engineers 13 Fire Fighters 6 Fire Stations 1 Battalion Chief "B" SHIFT 7 Fire Captains 7 Fire Engineers 13 Fire Fighters 6 Fire Stations 1 Admin Asst Training CISC, Hydrants, Dispatch, Communications Programs Supplies, Apparatus, SCBA, Equipment, Station Maintenance Health, Safety Fitness, T urnouts Programs 1 Battalion Chief Programs Operations 1 Deputy Fire Chief Administration 1 Admin Spec 1 Deputy Fire Chief 1 Fire Chief Fire Department (21) 1 Deputy City Manager 1 City Manager Fire FIRE DIVISION 21 FIRE Fire Prevention Completed over 2000 commercial fire inspections Provided fire safety presentations to 12 public elementary schools. 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. Fuel Management Completed Fuel Management projects, which provided for the thinning of 1195 acres and prescribed burning of 800 acres. Completed City Wide Hazard Assessment PROGRAM DESCRIPTION Disaster Management Completed three multi-agency drills Conducted multiple EOC Training Exercises 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. and Mock FY 08 NEW INITIATIVES Increase staffing levels to comply with NFPA 1710 Deploy a Type 1 Engine, an 85' aerial platform, and a grant funded Heavy Rescue Truck Open 2 new fire stations Increase Special Operation assignments to support the program Develop our communications system and move toward narrow banding Fully activate and test the Emergency Operations Center Establish reliable response time data in our recording system Adopt and institute new Fire Codes FY 07 ACCOMPLISHMENTS Aministration Construction of new fire station #1 is in progress. The property for new fire station #5 has been aquired and is ready for contruction. Aquired a contract to provide fire and medical services to Lockett Ranches. Operations Received Homeland Security Grants in the amount of $11,000 for Special Operations training. Received Govener’s Highway Safety Grant for $5,300 Hired a new Assistant Chief, 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Fire code violations corrected 89% 90% 85% 85% Plan reviews completed within 10 days after receipt 100% 87% 85% 80% Annual Financial Plan 193 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Station #1 98% 100% 98% 98% Station #2 97% 98% 98% 98% Station #3 93% 96% 98% 98% Station #4 93% 96% 98% 98% Station #5 93% 96% 98% 98% Station #6 91% 97% 98% 98% 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: #1. To complete 240 hours of training annually for each firefighter. #2. To have the first due company travel to fire and ems incidents within 4 minutes, 90% of the time. #3. To have the balance of first alarm fire assignments travel to the scene within 8 minutes, 90% of the time. #4. To have emergency events dispatched within 1 minute of receipt of alarm, 90% of the time. #5. Companies to initiate response within 1 minute of recipt of a call, 90% of the time. CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Complete 240 hours of annual training per firefighter 264 hours 320 240 240 First due company to the scene of fire and EMS within 4 N/A 47% 50% 60% minutes, 90% of the time Balance of first alarm assignments on the scene within 8 N/A N/A *85 *87 minutes, 90% of the time. Emergency events dispatched with 1 minute of receipt of call, N/A 84% *85 *85 90% of the time. Companies to respond within 1 minute of receipt of call, 90% N/A 75% *85 *90 of the time. * Dependent on the capabilities of the CAD data management software to load into the FD records system properly. 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Manage budget within apporved funding levels 98.8% 98.2 98 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Wildfire exercise 2 completed 2 completed 2 2 WMD drill 1 completed 1 completed 1 1 Multi-agency drill 2 completed 2 completed 2 2 Annual Financial Plan 194 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. Conduct 240 hours specialized training for the full time and seasonal Fuel Crews 2. Complete 700 acres of thining per year 3. Complete 750 acres of prescribed burning per year CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Plans completed 834 acres 585 0 0 Acres Thinned 606 acres 1195 700 700 Acres burned 823 acres 800 750 750 Training Hours (new) N/A N/A 240 240 Annual Financial Plan 195 City of Flagstaff FIRE DEPARTMENT: DIVISION: DIVISION 21 FIRE FIRE 21-FIRE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 7,269,455 317,116 484,288 1,472,459 $ 9,543,318 Adopted Budget 2006-2007 $ 7,802,146 354,645 487,465 1,465,668 $ 10,109,924 Estimated Expenditures 2006-2007 $ 7,877,574 291,323 435,435 609,650 $ 9,213,982 $ $ $ $ $ $ Proposed Budget 2007-2008 9,003,132 407,955 623,065 1,102,100 11,136,252 Budget-Budget Variance $ 1,200,986 53,310 135,600 (363,568) $ 1,026,328 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION FIRE PREVENTION TRAINING FIRE OPERATIONS NAU FIRE GRANT II STATE FIRE ASSISTANT FUEL MANAGEMENT PROGRAM FOREST HEALTH RESTORATION 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 HLS 05-HEAVY RESCUE 05 DHS FIRE PREV& FYO6 GOHS RESCUE 06 CERT.ARBORIST 06-FIRE EXTRACATION EQ SFA-6/05 REDUCE HAZ FI SFA 6-07 RESTORING FIR U&CF-ARBORIST TRAINING 2007-FIRE HLS 06-ASSIST TO FIREFIGHT 2007-FIRE EXTRACATION DEP HOME SEC EXER TOTAL $ 519,753 281,518 112,482 7,312,318 291,210 14,241 115,973 10,691 13,660 36,891 53,224 27,021 51,858 162,002 532,040 8,436 9,543,318 $ 886,892 271,304 111,249 6,836,769 33,840 591,326 149,386 50,000 201,500 936,718 35,640 5,300 10,109,924 $ 1,067,557 288,310 110,700 6,975,796 33,840 592,500 129,679 12,000 2,000 1,600 9,213,982 $ 1,682,564 357,885 129,631 7,273,028 74,360 33,840 283,943 155,501 300,000 240,000 5,000 120,000 275,000 5,500 200,000 11,136,252 $ $ 11,136,252 11,136,252 $ $ 795,672 86,581 18,382 436,259 74,360 (307,383) (149,386) (50,000) (45,999) (636,718) (35,640) (5,300) 240,000 5,000 120,000 275,000 5,500 200,000 1,026,328 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Fire Department operating budget has increased 14% and capital expenditures total $888,100 resulting in an overall net increase of 10%. Personal Services increases are due to 1 FTE staffing additions that include Fire Prevention Code. In addition there are merit, market, retirement, health insurance and dental insurance increases. Contractuals increases are due to consultant fees, telephone, travel, advertising and utilities. Commodities increases are due to office equipment, computers and other equipment, gas and oil, safety supplies, machinery equipment, motor vehicle and parts, copying/printing, horticultural supplies and uniforms. One-time expenditures for this division are retirement payouts, travel, registration, advertising, office equipment, computers and other equipment, telephone and utilities. Major capital (>$10,000) includes vehicle ($27,600), heavy rescue unit ($300,000), exhaust systems at fire stations ($275,000), grant funded fire equipment ($80,000) and rescue unit ($200,000). Annual Financial Plan 196 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 197 City of Flagstaff Annual Financial Plan 198 City of Flagstaff 2 Police Officers (DARE) Citizen Volunteers Parking/Radar Graffiti Eradification 1 Police Sergeant Community Relations/ Crime Prevention/ Training Coordination Emergency Services 1 Police Detective Property Crimes 1 Police Sergeant 1 Admin Spec Agents As Assigned Metro Unit 2 Police Detective 1 Rotating Police Officer Family Crime Team B Squad 1 Police Sergeant 1 Police Corporal 2 Animal Control Officers Police Officers As Assigned 5 Police Emerg Comm Spec Leadwkr 25 Police Emerg Comm Spec 1 Dispatch Call Taker Communications 1 Parking Control Officer 3 Evidence Technician 2 Property Control Coord Custodial Services 1 Police Special Svcs Supv (Civilian) Special Services 1 Police Records Leadwkr 1 Admin Spec 10 Admin Asst Records 2 Admin Spec Support Services Div 1 Police Support Services Mgr (Civilian) Communications Div Support Services 1 Deputy Police Chief 1 Police Communications Manager (Civilian) Total Number Police Officers = 72 Total Commissioned Personnel = 115 Total Civilian Personnel = 57 Total Department Personnel = 172 Reserves 1 Police Sergeant 1 Police Corporal Police Officers As Assigned 1 Police Sergeant 1 Police Corporal Police Officers As Assigned Selective Enforcement F Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned D Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned E Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned Explosive Disposal 1 Police Sergeant 4 Police Detective Police Officers As Assigned C Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned Patrol Squads B Squad Police Officers As Assigned Hostage Negotiations Tactical Operations Police Officers As Assigned A Squad 1 Police Sergeant 4 Police Detective 1 Rotating Police Officer A Squad 1 Police Lieutenant 1 Admin Spec Patrol 3 Police Lieutenant Criminal Investigations Operations 1 Deputy Police Chief 1 Sergeant Internal Investigation/ Administrative Services 1 Police Chief Police Department (22) 1 Deputy City Manager 1 City Manager Police POLICE DIVISION 22 POLICE Dispatch system to alert officers to residents who have special needs resulting from Seriously Mentally Ill (SMI) conditions. Reorganized the ability of the Department to develop and track intelligence on homeland security issues, gangs and drug activity. A more formalized process was developed in partnership with surrounding agencies with the goal of improving this process. The department maintained 48 Block Watch groups and conducted 130 meetings to address neighborhood concerns such as traffic, graffiti and other quality of life issues. Every officer in the Department is assigned at least one block watch or community program to coordinate. Sponsored several special events such as National Night Out, Jam Zones, Teen Nights and a Challenge Program for high school seniors. Over 80 participants graduated from the two Citizen Police Academies offered over the course of the year. The Volunteer Program is actively providing many services to the community to supplement current and additional patrol and departmental efforts. 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. 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, a multi-agency investigative unit, is one of many State and Federal grants the Flagstaff Police Department has received. FY 07 ACCOMPLISHMENTS FY 08 NEW INITIATIVES A new Communications Users Group, composed of Police, Sheriff, the City and several rural Fire Departments, Forest Service and Guardian staff met quarterly to develop strategic plans and determine future needs and opportunities for dispatch services. Law Enforcement staff and local building contractors partnered to develop a new “Project Nail-em” to open lines of communication to help prevent property crimes, recover stolen property, and identify and prosecute offenders. The Department reorganized its evidence processing procedures and was allocated an additional person this year to address the growing backlog of property. The efficiency of the storage and processing of property was increased by eliminating several off-site storage locations. Continued the Crime Free Hotel/Motel program to educate innkeepers as to how to better protect their establishments and create a network for sharing information on current criminal activity. Trained and developed 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, Northern Arizona Regional Behavioral Health Authority (NARBHA) received funding so the CIT officers can refer a mentally ill person to a mental health provider 24/7. In conjunction, we will be introducing the “Smart Card” program where addresses are registered in our Computer Aided Annual Financial Plan Increase our presence in the Sunnyside neighborhood including the Fourth Street business corridor with the possibility of establishing a new substation. Explore Beat realignments in order to more efficiently allocate current patrol staffing resources. Maintain staffing levels in those beats not subjected to realignment in order to provide optimal response to calls for police service. Enhanced use of Crime Analysis tools to identify trends and problem areas. Explore the institution of CompStat and Management by Objective (MBO) principles to address crime trends. Develop new programs and initiatives to combat serious property crimes. Develop a Property Crimes Detective position to specifically investigate property crimes trends and emphasize the identification and prosecution of repeat property crime offenders. Create additional partnerships with law-abiding citizens such as Crime-Free Multi-Housing and “Project Nail-em” to increase awareness of and help deter property crimes. Seek grant funding for special traffic details such as red light enforcement using spotter/enforcer. Initiate plans for Capital Improvement projects to increase the size of the LEAF facility and work with Coconino County Sheriff’s Office (CCSO) to design and construct an Evidence and Property Storage Facility. 199 City of Flagstaff POLICE DIVISION 22 POLICE Complete Phase II of Eastside Radio Initiative. Work with Communications user agencies to identify and implement communication needs and improve radio area coverage. Evaluate new technologies to enhance service to internal and external customers including e-citation, electronic Field Reporting and web-based citizen access to LEADS data. Offer Diversity and Conflict Management Training for all employees and “Seven Habits of Highly Effective People” for supervisory staff. Continue our positive, proactive liaison with other criminal justice entities with active participation in the County/City Criminal Justice Integration Initiative (CJI), the Coconino County Criminal Justice Coordinating Council and other initiatives. Improve the recruitment, retention and training of Communications staff by increased pay incentives and improved training. Explore the use of call-taker and Communications Training Coordinator positions. Explore out-sourcing fleet management tasks such as the build-out of new cruisers and maintenance/shop work. Identify potential funding streams to increase LEAF campus IT staff to address CAD mapping issues and enhance LEADS reporting options. Continue to improve the Pawn Detail with increased tracking and additional electronic tools to improve efficiency. Strengthen local ordinances on pawn and secondhand transactions and enforce more regular reporting. Continue participation with Coconino County Methamphetamine Task Force to explore community-wide initiatives to address the methamphetamine problem. Coordinate with the Criminal Justice Coordinating Council, local social service agencies and mental health providers to develop innovative homeless shelter options such as trans-structural or temporary shelter/housing for substance abusers, the homeless and the mentally ill. Explore partnership with FUSD to fund School Resource Officers and create an in-school silent witness program to elicit information on property crimes including criminal damage and graffiti. PERFORMANCE MEASURES Council Priority/Goal: PUBLIC SAFETY/PROPERTY CRIMES Goal: Enhance the security of Flagstaff’s citizens by addressing the high rate of property crimes in Flagstaff as compared to similar sized cities and the national average. Reduce property crime by establishing programs and community partnerships designed to reduce opportunities for crime and better identify suspects. Objective: 1. Reduce the number of property crimes committed by stepped up enforcement and education of public and special details (e.g. auto burglaries). 2. Increase the clearance rate for property crimes by identifying and aggressively pursuing prosecution of repeat offenders. 3. Increase hours committed to expedite graffiti removal. 4. Decrease graffiti and criminal damage crimes with stepped up enforcement and special projects. CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Larceny Theft Crimes 3,581 3,350 3,200 3,000 Burglaries/Vehicle Thefts 718 689 655 620 Value of Stolen Property $1,014,938 $1,266,756 $1,200,000 $1,000,000 Property Crimes Cleared 31% 32% 35% 40% Graffiti Incidents Investigated 322 329 330 340 Volunteer Hours on Graffiti Eradication 290 215 240 290 Annual Financial Plan 200 City of Flagstaff POLICE DIVISION 22 POLICE Council Priority/Goal: PUBLIC SAFETY/TRAFFIC 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 such as speed and red light violations. More timely tracking and media attention and increased use of Speed Monitoring Trailers, Project TRAP, Motorcycle Patrols, and other resources in selected areas. 2. Continued emphasis on arresting intoxicated drivers. 3. Increase seat belt and child restraint use with a combination of education and enforcement. 4. Increase the use of volunteer hours donated CY 05 CY 06 CY 07 CY 08 to enhance traffic enforcement efforts. Actual Actual Estimate Proposed Measures: Traffic Citations Issued 13,640 11,906 14,000 14,500 Warnings Issued 11,313 10,746 11,600 12,000 Traffic Accidents 3,473 3,374 3,200 3,000 Seat Belt Citations 583 313 500 600 Red Light Violations 626 417 600 700 Speed Citations 1,821 1,946 2,200 2,500 Volunteer Hours donated 2,808 2,548 3,000 3,500 Council Priority/Goal: PUBLIC SAFETY/QUALITY OF LIFE 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. Hold no more than 12% of total calls for service 20 minutes or longer. 2. Increase staff and citizen participation in PRIDE, Block Watch and other Community Policing programs. 3. Provide a high level of enforcement for substance abuse crimes such as DUI and Methamphetamine abuse. CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed % of calls held 20 minutes or longer. 13% 11% 10% 9% Number of DUI Arrests 998 1,043 1,050 1,060 Number of Block Watch meetings held 182 150 190 200 Arrests for Dangerous Drugs 58 77 100 130 Victim Witness Services call-outs for PD Cases 70 71 73 75 Council Priority/Goal: PUBLIC SAFETY/CUSTOMER SERVICE Goal: Improve service to internal and external customers Objective: 1. Promote Community Policing philosophy and customer service orientation with increased training and by encouraging staff to pursue their own educational goals. Improve mentoring of new officers to ensure they understand the philosophy and are involved in Community Policing projects. 2. Increase the ratio of evidence/property items received to items purged to free up storage space. 3. Explore the out sourcing of fleet management tasks such as the build out of new cruisers and maintenance/shop work. Increase staff in Property Control and size of fleet. CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Annual Training Hours 20,750 22,107 24,000 26,000 Ratio of evidence items received to items purged 2:1 1:1 1:2 1:3 Size of PD Fleet 25 26 30 31 Annual Financial Plan 201 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. Target repeat offenders for enhanced prosecution. 2. Make full custody arrests in cases of domestic CY 05 CY 06 CY 07 CY 08 violence where sufficient probable cause exists. Actual Actual Estimate Proposed Measures: Total cases assigned to Detectives 6,373 6,070 6,000 5,900 % of cases cleared 54% 54% 56% 58% % of DV calls where an arrest is made 37% 42% 45% 50% DEPARTMENT: DIVISION: POLICE 22-POLICE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 10,797,043 1,252,447 573,069 277,390 $ 12,899,949 Adopted Budget 2006-2007 $ 11,659,817 1,297,583 676,107 375,994 $ 14,009,501 Estimated Expenditures 2006-2007 $ 11,608,269 1,343,204 596,368 305,718 $ 13,853,559 Proposed Budget 2007-2008 $ 12,978,664 1,505,541 681,879 492,684 $ 15,658,768 Budget-Budget Variance $ 1,318,847 207,958 5,772 116,690 $ 1,649,267 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PATROL DETECTIVES RECORDS COMMUNICATIONS SPECIAL SERVICES CRIME PREVENTION & TRAIN TOTAL $ 1,703,409 6,771,693 1,371,606 571,312 1,540,209 775,589 166,131 12,899,949 $ 2,234,921 7,163,446 1,408,621 608,113 1,687,026 882,059 25,315 14,009,501 $ 2,033,430 7,189,164 1,406,823 602,293 1,631,566 863,125 127,158 13,853,559 $ 2,584,930 8,032,112 1,452,879 667,438 1,856,319 938,385 126,705 15,658,768 $ $ 15,658,768 15,658,768 $ 350,009 868,666 44,258 59,325 169,293 56,326 101,390 1,649,267 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Police Departments operating budget has increased 14% and capital expenditures total $448,155 resulting in an overall net increase of 10%. Personal Services increases are due to 13 FTE staffing additions that include (1) Dispatch Administrative Call Taker, (1) Emergency Communications Specialist, (1) Police Detective, (9) Police Officers and (1) Property Control Coordinator. Contractuals increases are due to computer equipment maintenance, travel, education and training, land and building rental, equipment maintenance, towing charges of abandoned vehicles, lab testing, transcription service, NAU radio contract and advertising. Commodities increases are due to office computer communicaton and other equipment, ammunition and related supplies and uniforms. One-time expenditures for this division are immunizations for officers, advertising, office, computer, communication and other equipment, ammunition and related supplies, safety supplies and office supplies. Major capital (>$10,000) includes (14) vehciles ($354,300), containment unit for animal control unit ($6,283), refurbish tactical operations equipment van ($12,775), (4) in-car digital video recording systems for police vehicles ($44,655), records copier ($25,000), (2) GEM electrical vehicles ($24,200) and Grant Funded HLS Bomb Equipment ($50,000). Annual Financial Plan 202 City of Flagstaff POLICE DEPARTMENT: DIVISION: DIVISION 23 POLICE GRANTS POLICE 23-POLICE GRANTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 491,526 126,479 126,566 158,093 $ 902,664 Adopted Budget 2006-2007 $ 413,747 180,194 97,120 576,445 $ 1,267,506 Estimated Expenditures 2006-2007 $ 395,144 104,755 105,442 690,459 $ 1,295,800 Proposed Budget 2007-2008 $ 358,038 389,440 145,068 50,000 $ 942,546 Budget-Budget Variance $ (55,709) 209,246 47,948 (526,445) $ (324,960) $ $ $ $ $ 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 HOMELAND SECURITY GRANT WEED & SEED 2003 BULLET PROOF VEST 2005 GOHS GRANT 2006 GOHS GRANT 2006 DUI ENFORCEM HLS 04-EMERGENCY FYO4 HOM SEC/BOMB 2005 LLEBG 2005 - 2006 GREAT 2004 WEED & SEED 2005 CLICK IT OR TICKET PSN-GUN & INTELLIGENCE PSN-JUVENILE ED/P 2005-HSG-EQ/BOMB BURGLARY & ST CRIME DIRECTED PATROL GANG STATEWIDE GANG TASK DUI O6 POLICE GRANT DHS 06 HOME LAND 06 CJEF-DIGITAL E 2006 GREAT GRANT 2006 JAG PATRO OVERTIME 2006 ACJC DUI 2005 WEED & SEED 06 PSN-JUVENILE E 06 PSN-GUN INTELLIGENCE GRANT FUNDED ATV 2006 DPS ICAC AZ INTERNET CRIMES CHI 06 SELECTIVE TRAFFIC E WATCH YOUR CAR POLICE 05 DHS-COMM CONTROLLER Annual Financial Plan 26,421 294,066 7,210 303 11,604 1,394 10,627 (227) 5,639 13,880 11,676 43,552 141,660 32,646 46,069 26,038 (206) 57,994 5,864 1,033 29,638 5,833 96,822 12,720 11,639 8,769 - 22,451 339,316 16,584 57,490 6,000 34,000 19,106 75,806 6,804 10,000 10,093 425,000 50,000 46,717 20,000 30,000 30,000 17,500 25,000 14,000 11,639 - 203 22,283 301,768 16,584 37,035 12,000 16,270 4,506 19,136 237,980 2,908 4,167 330,479 20,000 26,400 24,585 17,500 25,000 37,035 4,664 110,000 29,222 484,486 5,000 14,438 - 6,771 145,170 5,000 (2,146) (57,490) (6,000) (34,000) (19,106) (75,806) (6,804) (10,000) (10,093) (425,000) (50,000) (46,717) (20,000) (30,000) (30,000) (17,500) (25,000) (14,000) (11,639) - City of Flagstaff POLICE EXPENDITURES BY PROGRAM: 2006 AATIA SEMINAR NO. AZ. DUI TASK FORCE 07-ENF UNDERAGE DRINKI AZ AUTO THEFT-WATCH CA 07-GOHS SEL TRAFFIC IN 07-AZ HOME LAND SECURI ACJC ANTI GANG INITIAT ACJC DUI ABATEMENT 07-GOHS DUI ENFORCEMEN 08-WEED & SEED OVERTIM TOTAL DIVISION 23 Actual Expenditures 2005-2006 $ 902,664 POLICE GRANTS Adopted Budget 2006-2007 $ 1,267,506 Estimated Expenditures 2006-2007 $ 500 25,000 1,295,800 Proposed Budget 2007-2008 $ 25,000 25,000 5,000 177,200 50,000 50,000 20,000 20,000 37,200 942,546 $ $ 942,546 942,546 Budget-Budget Variance $ 25,000 25,000 5,000 177,200 50,000 50,000 20,000 20,000 37,200 (324,960) SOURCE OF FUNDING: GENERAL FUND Annual Financial Plan 204 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 205 City of Flagstaff Cemetery 1 Cemetery Maint Spec 1 Maint Worker I 1 Cemetery Caretaker .75 Maint Worker Temp Annual Financial Plan 206 City of Flagstaff 1 Maint Wkr III Leadworker 2 Maint Wkr III 5 Maint Wkr II 2 Maint Wkr I 1 Custodian/Attd Facilities Maint Division (29) 1 Facility Maint Manager 1 Parts Specialist 1 Buyer 1 Welder 2 Mechanic III Leadworker 6 Mechanic II 2 Mechanic I 1 Mech Aide 1 Service Writer 1 Fleet Supv Fleet Services (27) 1 Fleet Mgt Supt 1 Administrative Specialist 1 Assistant Public Works Director 1 Traffic Signal Tech Asst Traffic 1 Traffic Signal Tech 1 MWIII 1 MWII 1 MWI Concrete 1 MWIII Lead Snow Temps 3 EOI Temp 5.06 EO Temp 1 MW III 1 MW II 2 MW I Sign & Paint Street Sweeping 4 EO II 3 EOIII 4 EOII 4 EOI Street Maintenance 1 Equip Oper III Lead 1 Street Supervisor Streets (32) 1 Streets Superintendent 1 Airport Operations Supervisor 3.5 Airport Svc Wkr II 3 Airport Svc Wkr I .5 Equip Oper II Temp .5 Maint Wkr I Temp 1 Admin Specialist Airport Division (38) 1 Airport Manager 1 Admin Specialist 1 Project Manager Public Works Department 1 Public Works Director 1 Deputy City Manager 1 City Manager Public Works 1 Env Project Specialist 1 Sr. Project Manager 4 Admin Assistant 1 Admin Specialist 1 Admin Specialist Supervisor 3 Landfill Equip Oper III 2 Landfill Equip Oper II 1 Landfill Equip Oper I 1 Landfill Maint Oper .5 Environ Asst 1 Env Svcs Mgr - Landfill Cinder Lake Landfill Inert Landfill Administration (Landfill) 2 ES Collection Supervisor 10 ES Equip Oper III - Comm 11 ES Equip Oper II 4 ES Equip Oper I 1 Bin Maint Leadworker 2 Bin Maint/Equip Oper 1 ES Equip Oper III - Relief Driver 1 ES Equip Oper - Temp Park Maintenance 1 Park Superintendent 1 Env Svcs Mgr - Collections Residential Refuse/Recycling CommercialRefuse/Recycling Hoist and Haul Bulky Collection Bin Maintenance Community Events/Public Liaison 2 Rec Coord II .25 Intern Recreation Facilities/Programs 1 Recreation Superintendent 8 Sr Rec Coord 7.5 Rec Coord I 45.48 Temps BBB/Streetscapes 1 MWI 2 MWII 2.3 MW Temp Medians/ROWs 1 MWI .4 MW Temp Civic Sites 1 MWI .1 MW Temp Heritage Square & Downtown 1 MWI .8 MW Temp FUTS 1 MWI .9 MW Temp Streetscapes/FUTS/Downtown/Civic 1 MWIII BBB Recreation 5 MWII 3 MWI 2.5 MW Temp Park Grounds & Facilities 2 MWII 2 MWI 1 MW Temp Park Grounds & Facilities/BBB Recreation 1 MWIII 1 Parks Supervisor Administrative Office 1 Admin Specialist 2 Admin Asst Parks & Recreation Division (26/30/91) 1 Parks & Recreation Director 1 Program Asst - Sales Environmental Services Division (41) 1 Environmental Svcs Operations Manager 1 Sustainability Manager 1 Conservation Manager 1 Brownfield Specialist 1 Brownfield Program Asst 1 Env Code Specialist 1 Env Code Enf Aide 1 Program Asst - Environmental 1 Env Project Mgr 1 Env Prog Spec 1 Env Tech 1 Environ Asst .6 Environmental Aide Sustainability and Environmental Division 1 Sustainability and Environmental Manager PUBLIC WORKS DIVISION 20 USGS MAINTENANCE MISSION FY 07 ACCOMPLISHMENTS Facilities Maintenance is dedicated to providing quality service, by keeping all US Geological Survey (USGS) facilities maintained in the best condition possible through teamwork. 9 9 Facility Assessments completed on Building 3, 4, 5 and 6. Ten capital improvements completed in the following areas: roofing, HVAC and painting. PROGRAM DESCRIPTION FY 08 NEW INITIATIVES 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 (to be demolished), 3, 4, 5 and 6. The Facilities and Parks Division share responsibility for the maintenance. ¾ ¾ ¾ Complete Four (4) Facility Assessments on all Buildings (except Building 2 scheduled for demolition). Develop Capital Improvement Long Range Plans for each building. Develop 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 Assessment for each USGS facility for a total of four. Objective: Complete Facility Assessments. CY 05 CY 06 Measures: Actual Actual Complete one per quarter (4 of 4 buildings – USGS – 3, 4, 5, N/A N/A and 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 05 Measures: Actual Complete one plan per quarter (4 buildings). N/A CY 06 Actual N/A CY 07 Estimate 4 CY 08 Proposed 4 CY 07 Estimate N/A CY 08 Proposed 4 Council Priority/Goal: QUALITY OF LIFE Goal: Establish Preventive Maintenance schedules for HVAC, Roofing, Electrical, Painting, Plant. Eq, Overhead Doors. Objective: Establish PM schedules. CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Complete PM schedules for each facility, except HVAC. N/A N/A 1 The HVAC program was developed in 2006. Annual Financial Plan 207 Flooring, and CY 08 Proposed 7 City of Flagstaff PUBLIC WORKS DEPARTMENT: DIVISION: DIVISION 20 USGS MAINTENANCE PUBLIC WORKS 20-USGS FACILITIES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 11,541 643,048 17,687 $ 672,276 Adopted Budget 2006-2007 $ 30,735 991,849 275,285 $ 1,297,869 Estimated Expenditures 2006-2007 $ 11,761 748,794 197,780 $ 958,335 $ $ $ Proposed Budget 2007-2008 $ 34,022 958,058 298,700 $ 1,290,780 Budget-Budget Variance $ 3,287 (33,791) 23,415 $ (7,089) EXPENDITURES BY PROGRAM: ADMINISTRATION MAINTENANCE-BLDG #2 BUILDING 6 USGS BUILDING 3 USGS BUILDING 4 USGS BUILDING 5 BUILDING #2 DEMO TOTAL $ 463,839 24,173 122,865 61,399 672,276 $ 462,439 21,750 139,539 304,900 163,871 80,370 125,000 1,297,869 $ 462,439 8,812 126,076 214,294 99,182 47,532 958,335 $ 465,639.00 18,684.00 141,041.00 345,200.00 132,922.00 62,294.00 125,000.00 1,290,780 $ $ 1,290,780 1,290,780 $ $ 3,200 (3,066) 1,502 40,300 (30,949) (18,076) (7,089) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The USGS operating budget has decreased 1% and there are no capital expenditures. Personal services includes a merit, market, retirement, health insurance and dental insurance increase. Contractuals decreases are due to adjusted budgets for utilities and the demolition of building two. Commodities increases are due to the carryover of building renovations. Annual Financial Plan 208 City of Flagstaff PUBLIC WORKS DIVISION 25 ADMINISTRATION MISSION FY 07 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 9 9 Established a multidivisional Safety Committee with favorable success. One employee received a City Manager's Excellence Award: Agassiz for Responsiveness Longevity continues to be celebrated. New Sustainability Program. PROGRAM DESCRIPTION This division is responsible for the general administration of all the Public Works Divisions, including the Airport, Environmental Services, Sustainability & Environmental Management, Transportation/Maintenance (includes Cemetery, Facilities Maintenance, Fleet Services, and Streets), and Parks & Recreation. FY 08 NEW INITIATIVES ¾ ¾ Increase awareness for safety by continued efforts of Public Works Safety Committee. Refocus efforts to improve customer service through Quarterly Supervisors Meetings. PERFORMANCE MEASURES Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Effective Safety Program. Objective: No lost-time injury accidents CY 05 Actual Unknown Measures: Amount of time lost due to injury accidents. Unknown CY 06 Actual 209 days lost 1,672 lost hours/ 415,875 hours worked CY 07 Estimate 146 days lost Reduce by 30% CY 08 Proposed 102 days lost Reduce by 30% CY 05 Actual 40 accidents 920,000 miles 1 accident/ 23,000 miles CY 06 Actual 29 accidents 993,600 miles 1 accident/ 34,262 miles CY 07 Estimate 24 accidents 1,073,088 miles Reduce 15% CY 08 Proposed 20 accidents 1,158,935 miles Reduce 15% 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 209 City of Flagstaff PUBLIC WORKS DIVISION 25 ADMINISTRATION Council Priority/Goal: CUSTOMER SERVICE Goal: Develop biannual Customer Service Survey for both internal and external customers. Objective: To assist with evaluation of Public Works' services as they related to customer expectations. CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Number of surveys per year. N/A Public Works 2 surveys is under new per year administration. Objectives 75% have been re- approval evaluated to rating move towards providing better levels of service. Annual Financial Plan 210 CY 08 Proposed 2 surveys per yer 80% approval rating City of Flagstaff PUBLIC WORKS DEPARTMENT: DIVISION: DIVISION 25 ADMINISTRATION PUBLIC WORKS 25-PUBLIC WORKS ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 294,625 16,016 12,077 $ 322,718 Adopted Budget 2006-2007 $ 226,795 9,750 5,125 29,000 $ 270,670 Estimated Expenditures 2006-2007 $ 232,369 10,397 5,869 27,180 $ 275,815 Proposed Budget 2007-2008 $ 231,808 13,983 4,834 6,000 $ 256,625 Budget-Budget Variance $ 5,013 4,233 (291) (23,000) $ (14,045) $ $ $ $ $ $ $ $ 256,625 256,625 $ $ $ (29,434) 96,206 88,923 100,930 256,625 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TOTAL 322,718 322,718 270,670 270,670 275,815 275,815 (14,045) (14,045) SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ COMMENTARY: The Public Works Administration operating budget has increased 4% and capital expenditures total $6,000 resulting in a overall net decrease of 5%. Personal Services includes a merit, market, retirement, health insurance and dental insurance increase. Contractuals increases are due to increased travel and training needs. Commodities decreases are due to slight shifts in budgeted amounts to other line items. One-time expenditures for this division are for advertising and minor office equipment purchases. Annual Financial Plan 211 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, Heritage Square, 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. ¾ ¾ ¾ 9 9 9 Completed installation of a new backstop on the major field at Continental Sports Complex. Completed concrete and metal coping repairs at Foxglenn and Bushmaster Skate Parks. Resurfaced six (6) tennis courts and installed wind screens at Thorpe Park. Installed two handicap accessible ramps at Smokerise Park playground, additional surfacing materials to meet ADA requirements, and replaced a faulty pressure regulator that affected the irrigation system. Repaired FUTS trails damaged by heavy rains in August. FY 08 NEW INITIATIVES FY 07 ACCOMPLISHMENTS 9 PARKS San Francisco Peaks Weed Management Association visited several sites for "bug surveys" on populations of bio-controls released last year on City land. Repaired and removed vandalism at all City parks, at a total estimated cost of $23,825. Installed 300 yards of infield mix at Flagstaff Little League Senior field, which improved playability of the field and minimized maintenance costs. Completed demolition of the Parks Maintenance Yard in preparation of the Thorpe Park Improvement Project. ¾ ¾ Replacement of softfall material at McPherson Park, Smokerise Park, Cheshire Park and Kiwanis Park. Resurface three (3) basketball courts, two at Ponderosa Park and one at Cogdill Recreation Center; resurface one (1) tennis court at Ponderosa Park. Continue to research and implement safe, non-toxic chemicals to protect our environment and natural resources; work closely with San Francisco Peaks Weed Management Association (SFPWMA) on weed management of bio-control methodology. Maintain Thorpe Softball Complex to the highest standard. Coordinate with the Project Team on the construction of the Aquatic-Multigenerational Center, specifically with respect to landscaping and turf mainenance standards. 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed BBB Landscape areas 40% 40% 40% 40% Parks 70% 70% 70% 70% Sportsfields 75% 70% 70% 70% Annual Financial Plan 212 City of Flagstaff PUBLIC WORKS DIVISION 26 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 05 CY 06 CY 07 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 all Parks 12 43 53 employees for inspections and maintenance applications PARKS CY 08 Proposed 85% 70% 60 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Annual vandalism costs $24,988 $23,825 $25,000 $25,000 Respond time to correction 36 hrs. 36 hrs. 36 hrs. 36 hrs. Prevention measures implemented 43% 45% 45% 50% Annual Financial Plan 213 City of Flagstaff PUBLIC WORKS DEPARTMENT: DIVISION: DIVISION 26 PARKS PUBLIC WORKS 26-PARKS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 1,088,520 578,182 314,385 107,207 $ 2,088,294 Adopted Budget 2006-2007 $ 1,227,488 793,375 379,717 289,400 $ 2,689,980 Estimated Expenditures 2006-2007 $ 1,166,149 732,857 385,717 262,400 $ 2,547,123 Proposed Budget 2007-2008 $ 1,366,765 872,405 431,222 420,700 $ 3,091,092 Budget-Budget Variance $ 139,277 79,030 51,505 131,300 $ 401,112 $ $ $ $ $ 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 $ 117,792 485,305 34,811 208,870 107,872 101,741 41,076 782,181 52,318 121,800 25,796 8,732 2,088,294 $ 178,985 747,476 28,869 230,393 87,038 124,491 63,851 1,007,272 95,590 126,015 2,689,980 $ 188,546 744,167 28,980 231,903 72,805 107,450 65,578 929,593 69,339 108,762 2,547,123 $ 174,028 779,113 42,265 384,770 151,966 149,009 66,133 1,083,106 93,044 167,658 3,091,092 $ $ 3,091,092 3,091,092 $ (4,957) 31,637 13,396 154,377 64,928 24,518 2,282 75,834 (2,546) 41,643 401,112 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Parks operating budget has increased 11% and capital expenditures total $402,000 resulting in an overall net increase of 15%. Personal Services increases are due to 4.25 FTE staffing addition that includes Maintenance Worker I and Maintenance Worker - Temp positions. In addition there are merit, market, retirement, health insurance, and dental insurance increases. Contractuals increases are due to increases in Equipment Rent, Utilities, and Other Miscellaneous Services. Commodities increases are due to increases in Operating Supplies and Gas & Oil expenses. Major capital (>$10,000) includes $12,350 for wood fiber replacement, $12,900 for resurfacing a tennis court, $19,500 for resurfacing a basketball court, $20,000 for a field groomer, $25,500 for a gator tractor, and $152,000 for 5 vehicles, $61,900 for serveral table shelter replacements, $12,000 for Thorpe Minor fence, $17,000 for Thorpe storage bins and $10,500 for a sweeper attachment. Annual Financial Plan 214 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 9 FLEET SERVICES Monitor vehicle utilization to ensure light duty fleet meets established utilization criteria. Conducted customer service survey, analyze data and input and incorporate in H.T.E. needs assessment. Increased partnership with Northern Arizona Intergovernmental Public Transportation Authority (NAIPTA) for biodiesel usage. PROGRAM DESCRIPTION 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. FY 08 NEW INITIATIVES ¾ ¾ ¾ FY 07 ACCOMPLISHMENTS ¾ 9 9 9 Improve 50,000 mile extensive preventive maintenance program by scheduling tune-ups. Develop extensive vehicle safety checklists for services performed at the preventive maintenance shop. Kept technician comeback repairs to less than 1% for all technicians. ¾ Recommend 35% of replacement requests be hybrid or diesel 1 to 1 1/2 ton light duty category or smaller. To implement heavy equipment standards established in FY 06/07 for sweepers, commercial and residential sanitation trucks and light duty. Encourage NAIPTA, Northern Arizona University and Coconino County to partnership in an alternative fuels program. Conduct customer service survey, analyze data and coordinate requests with H.T.E. analysts to better provide reports requested by departments. Continue to improve technician productivity and review labor rates to ensure a break even budget for Fleet Services. 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 05 CY 06 CY 07 Measures: Actual Actual Estimate Percentage of completed scheduled PM services 93% 95% 97% CY 08 Proposed 98% 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Identify and track 12 types of components and repair for each 0 4 4 4 type of equipment. Annual Financial Plan 215 City of Flagstaff PUBLIC WORKS DIVISION 27 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 05 Measures: Actual Percentage of come backs per technician N/A FLEET SERVICES CY 06 Actual 1% CY 07 Estimate 1% . Council Priority/Goal: FISCAL HEALTH Goal: To ensure Fleet Services provides quality service and attains a “break even” budget. Objective: To maintain technician productivity at 90% and realized target charge outs for each technician. CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Percentage of completed monthly mechanic labor. 90% 91% 91% CY 08 Proposed 1% CY 08 Proposed 92% Council Priority/Goal: CUSTOMER SERVICE Goal: To promote the increase use of clean, efficient and environmentally friendly hybrid and other alternative fuel vehicles. Objective: To identify vehicle replacements adaptable to hybrids, diesel pickups 1 ton, 1 ½ tons that can operate on biodiesel fuel. CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Percentage of replacement/addition units that can be N/A 3 8 16 purchased as hybrids or diesel. Percentage of light duty fleet. N/A 11% 50% 75% Council Priority/Goal: COLLABORATION Goal: To increase training opportunities and provide fuel with Coconino County and NAIPTA. Objective: To share training expenses locally and to provide fuel. CY 05 CY 06 Measures: Actual Actual Number of joint classes, schools and seminars. 4 5 Total gallons 33,401 56,514.9 Revenue income $3,738 $3,956.05 * County 65,000 gallons * Transit 84,000 gallons ** County 65,000 gallons ** Transit 90,000 gallons Annual Financial Plan 216 CY 07 Estimate 6 149,000 $10,430 CY 08 Proposed 7 155,000 $10,850 City of Flagstaff PUBLIC WORKS DEPARTMENT: DIVISION: DIVISION 27 FLEET SERVICES PUBLIC WORKS 27-FLEET SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 134,792 97,766 (220,504) 24,422 $ 36,476 Adopted Budget 2006-2007 $ 168,984 111,728 (280,712) 34,125 $ 34,125 Estimated Expenditures 2006-2007 $ 237,127 116,829 (272,097) 58,485 $ 140,344 Proposed Budget 2007-2008 $ 158,100 131,115 (295,215) 6,000 $ - Budget-Budget Variance $ (10,884) 19,387 (14,503) (28,125) $ (34,125) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION INVENTORY MANAGEMENT PREVENTIVE MAINTENANCE VEHICLE REPAIR POOL VEHICLES-CITY HALL POOL VEHICLES-SHOP OTHER SHOP WORK TOTAL $ (21,026) 80,616 131,228 (242,313) 10,836 8,621 68,514 36,476 $ (16,400) 85,333 124,318 (247,680) 10,000 7,300 71,254 34,125 $ (52,103) 101,975 135,668 (135,506) 8,750 6,524 75,036 140,344 $ 92,038 122,188 141,245 (452,021) 10,665 8,050 77,835 - $ 108,438 36,855 16,927 (204,341) 665 750 6,581 (34,125) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ (193,520) 503 65,149 17,192 421 4,715 105,540 - 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. Personal Services decreased due to increased charge outs to other divisions caused by the shop rate from $49 to $62 in F/Y 2008. Fleet Services did ad 1 FTE a Parts Specialist position. In addition there are merit, market, retirement, health insurance, and dental insurance increases. Contractuals increases are due to increases in Utilities, Maintenance, Advertising, and Telephone expense. Commodity decreases are due to a $5 increase in the Environmental Services fee per work order. There is no major capital (>$10,000) for this division. Annual Financial Plan 217 City of Flagstaff PUBLIC WORKS DIVISION 28 CEMETERY MISSION FY 07 ACCOMPLISHMENTS 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 9 9 The installation of two donated granite benches in Citizens Section F. The installation of one donated expanded metal bench in Veteran Section K. Reclaimed water consumption was lower by 15% due to improved conservation measures. All complaints/concerns were addressed promptly. PROGRAM DESCRIPTION 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. FY 08 NEW INITIATIVES ¾ ¾ Continue working with Flagstaff Masonic Lodge #7 on upgrading Mason D & E sections. Coninue working with American Legion on upgrading the Veterans "C" section. PERFORMANCE MEASURES Council Priority/Goal: CUSTOMER SERVICE Goal: Upgrade of section Mason-D. Objective: To enhance this section to a more aesthetically looking section. CY 05 Measures: Actual Irrigation System installed (Started talks 2005) 50% CY 06 Actual 50% CY 07 Estimate 50% CY 08 Proposed 100% CY 06 Actual 50% 25% CY 07 Estimate 75% 50% CY 08 Proposed 75% 75% CY 06 Actual 100% CY 07 Estimate 100% CY 08 Proposed 100% CY 06 Actual NA CY 07 Estimate 100% CY 08 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 05 Actual 50% 25% 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 05 Measures: Actual Fees Comparison 11/25/06 75% Council Priority/Goal: FISCAL HEALTH Goal: Cemetery Fee Structure Objective: Review Current Fee Structure CY 05 Actual NA Measures: Fee Structure Reviewed Annual Financial Plan 218 City of Flagstaff PUBLIC WORKS DEPARTMENT: DIVISION: DIVISION 28 CEMETERY PUBLIC WORKS 28-CEMETERY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 101,060 43,182 8,996 17,007 $ 170,245 Adopted Budget 2006-2007 $ 120,249 57,905 39,175 $ 217,329 Estimated Expenditures 2006-2007 $ 105,811 42,972 16,297 $ 165,080 Proposed Budget 2007-2008 $ 135,782 167,880 37,575 33,000 $ 374,237 Budget-Budget Variance $ 15,533 109,975 (1,600) 33,000 $ 156,908 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL SERVICES OPENING & CLOSING MAINTENANCE OF BUILDINGS MAINTENANCE OF GROUNDS TOTAL $ 2,097 48,982 5,624 113,542 170,245 $ 23,025 55,714 6,075 132,515 217,329 $ 1,843 50,497 5,044 107,696 165,080 $ 23,025 60,858 9,070 281,284 374,237 $ $ 374,237 374,237 $ 5,144 2,995 148,769 156,908 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Cemetery operating budget has increased 57% and capital expenditures total $33,000 resulting in an overall net increase of 72%. Personal Services includes a merit, market, retirement, health insurance and dental insurance increase. Contractual increases are due to the addition of 2.19 FTE temp staff to complete irrigation installation and an refining well. Commodities decreases are due to prior year one-time budget commitments. Major capital (>$10,000) includes a replacement of the turf vacuum ($33,000). Annual Financial Plan 219 City of Flagstaff PUBLIC WORKS DIVISION 29 MISSION 9 Facilities Maintenance is dedicated to providing quality service, by keeping all City facilities maintained in the best condition possible through teamwork. 9 9 FACILITIES MAINTENANCE Completed over 25 capital improvement projects (new HVAC units, roof replacements, flooring replacements, etc.). Developed HVAC preventative maintenance program. Developed Roofing Long Range Capital Improvement Plan. PROGRAM DESCRIPTION Under the direction of the Transportation & Maintenance Manager, the Public Facilities Maintenance division is responsible for all maintenance and upgrades of all City buildings. FY 08 NEW INITIATIVES ¾ ¾ FY 07 ACCOMPLISHMENTS 9 Developed and completed Facility Assessments for each City building owned or leased (32 total excludes Utilities). ¾ Develop and maintain Preventive Maintenance programs for the following: Electrical, Overhead Doors, Roofing, Flooring, Plant Equipment and Painting. Develop Long Range Capital Improvement Plans for the following: HVAC, Roofing, Painting, Flooring, Electrical. 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 05 Measures: Actual Assessments completion (8 per quarter). N/A Work dispatched and completed (8 per quarter). N/A CY 06 Actual 12 12 Council Priority/Goal: QUALITY OF LIFE Goal: Develop and maintain three PM programs for HVAC, Plant Equipment, and Painting. Objective: Develop and maintain PM programs. CY 05 CY 06 Measures: Actual Actual Complete PM schedules before 2008-9 Fiscal year. N/A 1 (Complete one every 4 months). CY 07 Estimate 32 32 CY 08 Proposed 32 32 CY 07 Estimate 3 CY 08 Proposed 3 Council Priority/Goal: CAPITAL IMPROVEMENTS Goal: Develop Long Range Capital Improvement plans for HVAC and Flooring. Complete 25 major repairs per year. Objective: Develop Long Range Capital Improvements Plans and complete major repairs as approved. CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Complete plans: HVAC and Flooring. N/A 0 1 2 Complete 2007 Major repair projects (as approved & listed) N/A 10 25 25 (Complete 2 per month) Annual Financial Plan 220 City of Flagstaff PUBLIC WORKS DIVISION 29 FACILITIES MAINTENANCE Council Priority/Goal: CUSTOMER SERVICE Goal: Implement a Work Order system used for dispatching, work control, and facility work history controls. Objective: Implement Work Order system. CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Work Order system implementation N/A N/A 0 1 DEPARTMENT: DIVISION: PUBLIC WORKS 29-PUBLIC FACILITIES MAINTENANCE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 328,982 251,353 253,317 40,002 $ 873,654 Adopted Budget 2006-2007 $ 361,843 210,143 1,007,853 26,000 $ 1,605,839 Estimated Expenditures 2006-2007 $ 348,124 241,434 829,991 26,000 $ 1,445,549 Proposed Budget 2007-2008 $ 431,131 245,717 849,028 361,900 $ 1,887,776 Budget-Budget Variance $ 69,288 35,574 (158,825) 335,900 $ 281,937 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CUSTODIAL SERVICE STRUCTURAL & OTHER MAINT. MAINT-MECH,ELECT & PLUMB MILLIGAN HOUSE APS BUILDING RIO PROPERTIES MURDOCK TOTAL $ 255,926 86,813 227,124 269,871 12,486 12,530 3,511 5,393 873,654 $ 464,832 91,216 912,159 121,435 8,237 5,660 2,300 1,605,839 $ 340,200 91,148 719,074 250,912 12,452 21,820 5,876 4,067 1,445,549 $ 486,507 96,996 1,134,800 138,144 18,415 6,199 6,715 1,887,776 $ 21,675 5,780 222,641 16,709 10,178 539 4,415 281,937 SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 1,779,189 35,397 23,434 8,239 16,344 25,173 1,887,776 COMMENTARY: The Facilities Maintenance operating budget has decreased 3% and capital expenditures total $561,900 resulting in an overalll net increase of 18%. Personal Services increases are due to 2 FTE staffing additions that included 2 maintenance works (one of which is for the Aquaplex). In addition there are merit, market, retirement, health insurance and dental insurance increases. Contractuals increases are due to utility, custodial and maintenance cost increases. Commodities decreases are due to the previous year budget included carryforward funds to complete facility maintenance needs. One-time expenditures for this division are $20,000 for consulting fees for HVAC modification, interior design, and facility assessments. Major capital (>$10,000) includes a drop deck utility trailer ($12,000) vehicles ($49,900) and set aside for additional facility development ($300,000). Annual Financial Plan 221 City of Flagstaff PUBLIC WORKS DIVISION 30 MISSION 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 9 9 PROGRAM DESCRIPTION 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. 9 9 RECREATION Opened the completed BMX facility, "The Basin," with a Dedication Ceremony in May 2006. Received the Silver APS AzTec Award for "Soar Into Spring" radio advertisement. National Finalist for the 2006 Awards for Municipal Excellence from the National league of Cities for "the Basin" BMX facility. Initiated construction on the Thorpe Park Improvement Project to include four lighted softball fields, improvements to the multi-use field, combined restroom and concession building, plaza, walkways, pedestrian lighting, parking area, and major site infrastructure improvements. Completion of new IGA with County for use of the Adult Center for the Senior Nutrition Program. Development of a conceptual design for land use planning of McMillan Mesa in cooperation with the Open Spaces Commission and the Parks and Recreation Commission. FY 08 NEW INITIATIVES FY 07 ACCOMPLISHMENTS 9 9 9 ¾ ¾ Completed the design development for the AquaticMulti-Generational Center and began grading the construction site Initiated major renovations to the Adult Center, including a 4,000 square-foot fitness addition, enlarged kitchen, welcome center, covered walkway, enlarged craft room, enlarged meeting room, sundeck, and lobby. Completion February 2006. Initiated a Wheeler Park Development Study to include conceptual plans for a redesign of the park for better drainage and special event usage. ¾ ¾ Completion of the Thorpe Park Improvement Project. Facilitate Intergovermental Agreement (IGA) renewals for shared use with Flagstaff Unified School District (FUSD) for pools, fields and facilities. Implementation of RecTrac upgrades to include credit card processing and online registration. Coordinate the construction of the Aquatic/MultiGenerational Center with the Construction Manager At Risk (CMAR) team and open the facility in the Spring of 2008. 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 05 CY 06 CY 07 CY 08 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 222 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Freestyle BMX Facility No Yes Yes Yes Thorpe Park Improvement Project No Yes 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 05 CY 06 CY 07 Measures: Actual Actual Estimate Improve gross revenue $561,492 $527,353 $546,402 Improve self-sufficiency percentage 29% 23% 37% Annual review of fees and charges Yes Yes Yes CY 08 Proposed $999,758 50% 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Senior programs, services, events 3 3 5 6 Adult programs, services, events 3 2 5 15 Youth programs, services, events 3 2 5 15 Annual Financial Plan 223 City of Flagstaff PUBLIC WORKS DEPARTMENT: DIVISION: DIVISION 30 RECREATION PUBLIC WORKS 30-RECREATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 1,316,025 390,849 205,979 22,528 $ 1,935,381 Adopted Budget 2006-2007 $ 1,574,902 457,510 240,005 46,700 $ 2,319,117 Estimated Expenditures 2006-2007 $ 1,456,404 447,790 225,777 $ 2,129,971 Proposed Budget 2007-2008 $ 1,702,103 627,531 238,816 32,600 $ 2,601,050 Budget-Budget Variance $ 127,201 170,021 (1,189) (14,100) $ 281,933 $ $ $ $ $ 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 RECREATION GRANTS DISASTER RECOVERY MULTI-GENERATIONAL CEN TOTAL $ 501,818 161,979 1,680 146,289 274 296,406 207,143 180,248 10,419 363,978 54,853 10,118 176 1,935,381 $ 650,792 228,815 2,220 168,446 318,997 229,064 199,035 10,435 433,491 77,822 2,319,117 $ 600,725 181,525 142,337 794 290,675 215,283 198,815 10,486 423,064 54,034 10,027 26 2,180 2,129,971 $ 639,433 220,912 2,220 187,072 231 307,489 256,812 198,905 10,435 517,245 117,187 14,040 129,069 2,601,050 $ $ 2,601,050 2,601,050 $ (11,359) (7,903) 18,626 231 (11,508) 27,748 (130) 83,754 39,365 14,040 129,069 281,933 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Recreation operating budget has increased 13% and capital expenditures total $32,600 resulting in an overall net increase of 12%. Personal Services increase is due to 26.16 FTE staffing additions that include positions at the new Aquaplex facility. In addition there are merit, market, retirement, health insurance, and dental insurance increases. Contractuals increases are due to increases in Winter Wonderland/Holiday lighting and expenses for the new Aquaplex facility. Commodities increases are due expenses for the new Aquaplex facility. Major capital (>$10,000) includes $11,300 for exterior painting of Jay Lively. Annual Financial Plan 224 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 PROGRAM DESCRIPTION 9 The Street Division is responsible for maintenance of paved and unpaved streets within the City. We provide these services; street sweeping, snow and ice control, regulatory sign maintenance, pothole patching, drainage maintenance, streetlight and traffic signal maintenance. 9 STREET MAINTENANCE AND REPAIRS Awarded bids for two new front end loaders, three 10 wheel trucks and one street sweeper. (All replacements). Initiated a sign inventory system in conjunction with Geographical Information System (G.I.S.) Streets initiated the Pavement Management System ratings for the 07 Street Improvement Program, which encompasses the west side of Flagstaff. All signalized intersections have been retrofitted with ADA push buttons for pedestrian crossings. Added UPS (uninterrupted power supply) system traffic signals at 4th/Cedar. FY 08 NEW INITIATIVES ¾ FY 07 ACCOMPLISHMENTS ¾ 9 Major improvements to the Clay Avenue drainage system, the Thorpe/Cherry drainage system and the Univ. Heights Dr./I-40 drainage. ¾ Update signalized intersections at 89N/Empire and Smokerise with UPS units. Purchase a new loader, two 10 wheel trucks and a water tank insert (all replacements). Purchase an additional truck, plow and cinder unit. PERFORMANCE MEASURES Council Priority/Goal: PUBLIC SAFETY Goal: Shoulder streets without curb and gutter. Objective: Shoulder the west side of town in 07 and the east side in 08. CY 05 Measures: Actual Haul and screen material & shoulder 1/2 streets without curb 20% and gutter. Council Priority/Goal: PUBLIC SAFETY Goal: Paint 1/2 of all red/yellow curbs and bike lane symbols. Objective: Complete west side of Flagstaff CY 07 and the east side in 08. CY 05 Measures: Actual Red/yellow curbs (1/2 the city). 90% Refresh bike symbols (1/2 the city). 20% CY 06 Actual 50% CY 07 Estimate 70% CY 08 Proposed 80% CY 06 Actual 50% 50% CY 07 Estimate 50% 50% CY 08 Proposed 100% 100% CY 06 Actual 60% CY 07 Estimate 95% CY 08 Proposed 95% Council Priority/Goal: PUBLIC SAFETY Goal: Coverage time line for pothole repair. Objective: Patch areas of city 10 days per month. CY 05 Actual 55% Measures: Complete all areas of the city within a 2 month period. Annual Financial Plan 225 City of Flagstaff PUBLIC WORKS DIVISION 32 STREET MAINTENANCE AND REPAIRS Council Priority/Goal: CUSTOMER SERVICE Goal: Maintain sweeping standards. Objective: Keep residential streets swept bi-monthly on summer schedules and keep arterials, collectors and bike lanes swept 2 weeks after a winter storm subsides. CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Maintain summer sweep routes. 80% 75% 85% 90% Maintain winter sweep priorities. 90% 90% 95% 95% DEPARTMENT: DIVISION: PUBLIC WORKS 32-STREET MAINTENANCE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 1,613,030 439,106 664,309 76,430 $ 2,792,875 Adopted Budget 2006-2007 $ 2,046,876 473,290 831,390 1,079,000 $ 4,430,556 Estimated Expenditures 2006-2007 $ 1,676,105 504,503 835,262 883,957 $ 3,899,827 Proposed Budget 2007-2008 $ 2,345,556 544,314 1,175,723 1,080,059 $ 5,145,652 Budget-Budget Variance $ 298,680 71,024 344,333 1,059 $ 715,096 $ $ $ $ $ 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 TOTAL $ 224,109 338,194 277,133 311,070 1,044,027 138,537 775 299,505 147,135 12,390 2,792,875 $ 412,905 495,372 1,180,104 361,602 1,245,106 163,872 1,900 282,770 286,925 4,430,556 $ 263,116 555,938 917,672 337,377 1,101,719 170,950 1,150 318,801 233,104 3,899,827 $ 386,069 352,446 981,604 386,801 2,101,755 241,927 1,900 345,770 347,380 5,145,652 $ $ 5,145,652 5,145,652 $ (26,836) (142,926) (198,500) 25,199 856,649 78,055 63,000 60,455 715,096 SOURCE OF FUNDING: HIGHWAY USER REVENUE FUND COMMENTARY: The Streets Maintenance operating budget has increased 21% due to increase in personnel costs for market increases and other employee benefits such as medical and dental insurance increases and costs associated with new FTE's. Other increases are due to increase in cost of petroleum, concrete and utilities. Capital purchases include replacement equipment and equipment for new positions. Annual Financial Plan 226 City of Flagstaff PUBLIC WORKS DIVISION 38 AIRPORT MISSION FY 07 ACCOMPLISHMENTS The Airport Division dedicates its efforts to provide quality service for the ever-growing transportation needs of our community. 9 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. Discrepancy free annual Federal Aviation Administration (FAA) inspection Initiated planning and design of runway extension Terminal renovation in progress -- new interior paint and carpeting FBI building completed and occupied in Airport Business Park FY 08 NEW INITIATIVES ¾ ¾ ¾ Anticipate completing runway extension construction by late fall 2007 Seeking improved air service Complete terminal renovation with new passenger seating throughout 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 05 CY 06 Measures: Actual Actual Percentage of calls responded to within 3 minutes. 100% 100% CY 07 Estimate 100% CY 08 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Percentage of time airport opened by 07:00 100% 100% 100% 100% Council Priority/Goal: CUSTOMER SERVICE Goal: Keep airport facilites and equipment operational. Objective: Commence or complete repairs within 24 hours of notification CY 05 Measures: Actual Percent of time repairs are completed or commenced within 100% 24 hours of notification Annual Financial Plan 227 CY 06 Actual 100% CY 07 Estimate 100% CY 08 Proposed 100% City of Flagstaff PUBLIC WORKS DIVISION 38 AIRPORT Council Priority/Goal: FISCAL HEALTH Goal: Increase airport revenues Objective: Lease additional space on airport CY 05 Actual +5% Measures: Percentage of airport revenue increases DEPARTMENT: DIVISION: CY 06 Actual +11% CY 07 Estimate +11% CY 08 Proposed +12% PUBLIC WORKS 38-AIRPORT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL $ $ Actual Expenditures 2005-2006 564,280 267,037 213,180 1,044,497 Adopted Budget 2006-2007 $ 673,261 316,017 129,062 85,900 $ 1,204,240 Estimated Expenditures 2006-2007 $ 674,289 312,450 127,196 85,900 $ 1,199,835 Proposed Budget 2007-2008 $ 734,504 334,954 165,997 $ 1,235,455 Budget-Budget Variance $ 61,243 18,937 36,935 (85,900) $ 31,215 $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION SAFETY AND SECURITY SNOW CONTROL MAINT BLDGS AND GROUNDS MAINT RUNWAY & TAXIWAY AIRPORT COMMISSION TOTAL $ $ 420,037 85,252 45,532 306,064 187,612 1,044,497 $ 469,299 115,414 86,480 436,614 96,133 300 1,204,240 $ 473,807 121,314 84,730 420,911 98,773 300 1,199,835 $ 492,138 120,337 78,715 448,182 95,783 300 1,235,455 $ $ 1,235,455 1,235,455 $ 22,839 4,923 (7,765) 11,568 (350) 31,215 SOURCE OF FUNDING: AIRPORT FUND COMMENTARY: The Airport operating budget has increased 10% and there are no capital expenditures. Personal Services increases are due to .5 FTE staffing addition that include the Maintenance Worker II position. In addition there are merit, market, retirement, health insurance, and dental insurance increases. Contractuals increases are due to increases in Training, Travel, Maintenance, Custodial, and Utilities expenses. Commodities increases are due to replacing the terminal's furniture in Other Operating Supplies expenses. There is no major capital (>$10,000) for this division. Annual Financial Plan 228 City of Flagstaff PUBLIC WORKS DIVISION 41 MISSION 9 To efficiently provide a comprehensive waste management and diversion program to the residents of Flagstaff. 9 9 9 9 9 9 PROGRAM DESCRIPTION The Environmental Services division provides the citizens of Flagstaff with quality costomer service, timely refuse and recycling collection and sound landfill management practices. The Division works toward cost efficient operations while considering the benefit and development of additional waste diversion programs that will sustain landfill resources. 9 9 ENVIRONMENTAL SERVICES Cross-training of Environmental Services administrative staff at both collections and landfill Addressed and resolved lightining grounding issue on wireless tower and scales Upgraded FM wireless equipment Maintenance facility constructed Wind turbine operational Fueling station operational Extended resurfacing of asphalt millings on haul road Established a new rate structure for commercial and roll off accounts Extended our IGA with the FUSD for an additional 10 years FY 08 NEW INITIATIVES ¾ FY 07 ACCOMPLISHMENTS 9 9 9 9 9 9 ¾ ¾ Received an 88% satisfaction rating on the City of Flagstaff Citizen Servey conducted by NAU Installed new truck equipment to track orperatior's pre-trip and post-trip inspections to improve on safety and down time and reduce maintenance costs Performed residential and commercial route audits and restructured routes to improve productivity and customer service Implemented an in-house Safety Awareness Program Secured 5,000 cy asphalt millings for landfill improvements Added 120 feet of portable litter fencing and 400 linear feet to permanent 25 foot litter fence ¾ ¾ ¾ ¾ Reduce overall cost and industrial accidents in the bulk crew by 25% Increase wood waste diversion by 25% Expand and increase tonnage in commercial glass recycling program by 25% Analyze a pilot program for residential curbside glass recycling Analyze a pre-bail cardboard collection program Install collections and landfill software to effectively and efficiently run the daily operations Continue work to prepare for the building of a business model for a composting program PERFORMANCE MEASURES Council Priority/Goal: Quality of Life Goal: Increase the overall tonnage of recyclable materials by the Environmental Services Division Objective: Increase tonnage from Flagstaff residents and businesses by 5% annually CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Residential recycling tonnage 5,299 tons 5,527 tons 5,803 tons Commercial recycling tonnage 4,653 tons 5,073 tons 5,327 tons CY 08 Proposed 6,094 tons 5,593 tons Council Priority/Goal: Public Safety Goal: Work with employees to fine tune our Safety Awareness Program Objective: Decrease number of chargeable accidents by 25% annually CY 05 Measures: Actual Chargeable Accidents 4 CY 08 Proposed 1 Annual Financial Plan 229 CY 06 Actual 3 CY 07 Estimate 2 City of Flagstaff PUBLIC WORKS DIVISION 41 ENVIRONMENTAL SERVICES 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Reduce fuel costs by installing a tank and using Red Dye N/A 0 $-30,000 $-50,000 diesel Reduce costs associated with maintenance of equipment N/A 0 $-3,500 $-15,000 Council Priority/Goal: Planning for Growth Goal: Develop and implelment 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 business model for a composting program. CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Provide numbers for projections for a short term and long N/A 25% 50% 100% term 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Reduce complaint call response time to 24 hours N/A 75% 100% N/A Reduce average service request time to 48 hours Increase phone coverable hours of operation for City Hall N/A 50% 100% N/A and Saturday and Sunday coverage Annual Financial Plan 230 City of Flagstaff PUBLIC WORKS DIVISION 41 ENVIRONMENTAL SERVICES SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT MISSION 9 The mission of the Sustainability and Environmental Management Division is to preserve and enhance the environment by implementing natural resource conservation and sustainability through leadership and education. 9 PROGRAM DESCRIPTION 9 The Sustainability and Environmental Management Division is comprised of three main program areas: Sustainability, Conservation, and Environmental Management. We provide sustainability information and resources to city employees and the community and work to incorporate sustainable practices into our own operations and reduce greenhouse gas emissions. The Conservation program includes Brownfield Land Recycling, Environmental Code Enforcement, outreach and education regarding recycling and composting, and organizing anti-litter campaigns and volunteer clean-ups. Environmental Management works to ensure that all City operations are in compliance with federal and state regulations as they pertain to the environment, including asbestos, lead based paint, underground storage tanks, and petroleum contaiminated soils. They also manage the operations and compliance of the Hazardous Products Center located at Cinder Lake Landfill for the collection of hazardous wastes from residents and small businesses. 9 9 9 9 9 FY 07 ACCOMPLISHMENTS 9 9 9 FY 08 NEW INITIATIVES Initiated a new Sustainability Program with the hiring of a full-time permanent Sustainability Manager and set goals and priorities for the program with direction provided by the City Council and in collaboration with all City departments. Completed an Intergovernmental Agreement (IGA) with Coconino County to contribute to a joint Sustainable Building Program. Environmental Code Enforcement conducted outreach and education for snow and ice removal from sidewalks. This is the first year notices of violations were given out. A program recognizing individuals and businesses that were in compliance was also initiated. Annual Financial Plan The Environmental Program conducted composting workshops in the spring and continued with researching municipal composting for the City. The Brownfield Land Recycling Program continued with an Environmental Protection Agency (EPA) grant for community-wide petroleum assessment for the Route 66 corridor and an ADEQ grant for the 116 W. Phoenix property. Contractors were hired under both grants to conduct background research and a contractor was hired under the EPA grant for community outreach and public meetings. The Brownfield Land Recycling Program collaborated with other municipalities, contractors, and the National Brownfield Association to form an Arizona chapter of the National Brownfield Association. The Clean & Green Committee considered a new role in sustainability and is working to change their title and purpose to become a Sustainability Commission. There has been over 95% voluntary compliance for litter complaints after staff has contacted violators. The small business waste program was initiated at the Hazardous Products Center in Spring of 2007. Environmental Management coordinated asbestos abatement as part of the Adult Center renovation project and completed the project on-budget and ahead of schedule. Environmental Management obtained asbestos and lead-based paint surveys for USGS buildings 4 and 5 and provided asbestos awareness training to USGS employees that occupy the buildings. ¾ ¾ ¾ 231 Focus sustainability efforts on city operations and reducing greenhouse gas emissions. Identify areas of the City with large and small amounts of contamination in recycling. Recognize areas with small amounts of contamination and conduct intensive education/outreach for areas with high contamination. Enhance the existing safety program at the Hazardous Products Center to identify and budget for facility changes necessitated by increased participation in the Center's programs. City of Flagstaff PUBLIC WORKS DIVISION 41 ENVIRONMENTAL SERVICES PERFORMANCE MEASURES Council Priority/Goal: QUALITY OF LIFE Goal: Create and implement Sustainability Plan and Climate Protection Action Plan for the City of Flagstaff. Objective: Work collaboratively with Departments and the Sustainabilty Commission to identify short and long term goals to make City operations and the Flagstaff community more sustainable. CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Compose Sustainability Plan and identify carbon reduction N/A N/A Complete N/A strategies for the City. Develop Climate Protection Action Plan and a series of N/A N/A 25% Complete indicators to measure progress of the Sustainability Plan and conduct indicator baseline Council Priority/Goal: COLLABORATION Goal: Establish interdepartmental working group to coordinate integration of Sustainability Plan and Climate Protection Action Plan with City operations, activities and policies, and raise awareness among City staff. Objective: Convene Sustainability Leadership Team. CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Meet with all departments to discuss sustainability and N/A N/A Complete N/A carbon reduction strategies. Convene meetings N/A N/A Complete N/A Council Priority/Goal: QUALITY OF LIFE Goal: Increase volunteer participation in environmental community service projects. Objective: Increase number of environmental service projects by 5% anually. CY 05 CY 06 Measures: Actual Actual Number of projects 43 47 CY 07 Estimate 50 CY 08 Proposed 53 Council Priority/Goal: QUALITY OF LIFE Goal: Provide recycling and source reduction opportunities for the community Objective: Provide 150 - 300 affordable compost bins and proper training to City residents at least annually. CY 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Compost bins distributed to City residents 174 200 200 200 Council Priority/Goal: QUALITY OF LIFE Goal: Increase the overall tonnage of hazardous materials collected at the Hazardous Products Center. Objective: Increase tonnages collected from Flagstaff residents and businesses by 5% annually. CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Hazardous waste tonnage including electronics 91 tons 110 tons 116 tons New small business waste program starting in CY 07 N/A N/A unknown Annual Financial Plan 232 CY 08 Proposed 122 tons unknown City of Flagstaff PUBLIC WORKS DIVISION 41 ENVIRONMENTAL SERVICES Council Priority/Goal: CUSTOMER SERVICE Goal: To provide timely environmental assistance to other city departments and the public. Objective: To provide timely environmental assistance to other city departments and the public. CY 05 CY 06 CY 07 Measures: Actual Actual Estimate Respond to environmental requests from city personnel N/A 100% 100% within 24 hours. Where additional research is necessary, respond within three days. Return all phone calls/respond to request from citizens for N/A 100% 100% environmental information within 24 hours. Annual Financial Plan 233 CY 08 Proposed 100% 100% City of Flagstaff PUBLIC WORKS DEPARTMENT: DIVISION: DIVISION 41 ENVIRONMENTAL SERVICES PUBLIC WORKS 41-ENVIRONMENTAL SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 3,123,480 3,067,724 1,198,931 1,850,587 $ 9,240,722 Adopted Budget 2006-2007 $ 3,710,361 2,815,026 1,333,066 3,725,873 $ 11,584,326 Estimated Expenditures 2006-2007 $ 3,545,703 2,821,892 1,390,896 1,256,661 $ 9,015,152 Proposed Budget 2007-2008 $ 3,975,141 3,275,267 1,507,141 4,485,829 $ 13,243,378 Budget-Budget Variance $ 264,780 460,241 174,075 759,956 $ 1,659,052 $ $ $ $ $ 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 BROWNFIELD CONSERVATION EDUCATION SUSTAINABLILITY ENVIRONMENTAL MANAGEMENT ENVIRONMENTAL CODE ENFORC COMMERCIAL SALES COUNTY COMMERCIAL REFUSE COUNTY - HOIST AND HAUL PW YARD FIRE DAMAGE REPL LANDFILL SITE IMP 06 EPA BRNFLD ASSESSME 06 ADEQ PHOENIX AVE SR MRF ENTRY IMPROVE TOTAL $ 537,805 1,646,646 1,605,857 2,750,229 43,702 87,328 317,037 90,592 134,990 807,165 8,949 466,935 105,778 86,337 239,083 92,803 6,559 189 1,153 197,058 14,527 9,240,722 $ 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 $ 788,117 1,647,080 1,666,064 2,413,587 44,513 56,911 376,101 90,967 138,011 683,148 9,150 520,925 119,918 61,937 232,287 90,324 7,960 21,600 46,552 9,015,152 $ 588,380 2,757,917 2,509,174 2,814,017 61,047 144,278 590,848 1,204,992 18,001 1,302,463 167,236 486,596 420,069 7,960 80,000 90,400 13,243,378 $ $ 13,243,378 13,243,378 $ (392,441) 487,331 237,153 249,055 (11,930) (31,495) 96,627 (105,380) (195,990) 365,259 (20,831) 379,958 (132,857) (78,570) 167,236 249,106 306,421 90,400 1,659,052 SOURCE OF FUNDING: ENVIRONMENTAL SERVICES FUND COMMENTARY: The Environmental Services operating budget has increased 11% and capital expenditures total $4,485,829 resulting in an overall net increase of 14%. Personal Services includes merit, market, retirement, health insurance, and dental insurance increases. Contractuals increases are due to increased costs related to Utilities, Equipment Rental & Maintenance, and Consulting expenses. Commodities increases are due to increases in fuel costs and fleet related charges. 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 234 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 235 City of Flagstaff Annual Financial Plan 236 City of Flagstaff 5 Plant Specialist 10 MSW-Plant Tech 1.5 Equip Oper II Temp Water Operations Production, Treatment, & Distribution 1 Program Assistant Wastewater Collection (54) 1 Water Services Specialist 8 MSW-Water Services Tech Water Distribution (49) 1 Water Services Specialist 12 MSW-Water Services Tech 1 Water/Sewer Utility Locator 1 Maint Wkr I 1 Maint Wkr Tem p Field Services Div (49) & (54) 1 Field Service Manager Operations/Engineering 1 Asst Utilities Dir 1 Utility Engineer 1 Project Manager Wastewater Operations (53 & 56) 1 Wastewater Treatment Manager 1 GIS Systems Analyst Industrial Waste Monitoring Division (55) 1 Indust Waste Supv 2 Indust Waste Insp .5 Admin Specialist Customer Service Division (48) 1 Customer Svc Mgr 1 Meter Reader Supervisor 2 Admin Spec 2.75 Admin Asst 4 Meter Reader 1 Instrum entation - Electrical Specialist 4 MSW - Operations 1 Laboratory Specialist 1 MSW - Laboratory 1 Maintenance Specialist 1 Operations Specialist 2 MSW - Maintenance 1 MSW 1 Mech Maint Wkr I Tem p Lake Mary Wells, Woody Mt Wells, North Reservoirs, Inner Basin, and Water Treatment (47) Booster Stations (50) Water Treat/Prod (47) 1 Water Production Manager .5 Water Conservation Enforcement Aide 1 Water Conservation Manager Clerical Support 2 Administrative Spec Utilities Department (42) 1 Utilities Director 1 Deputy City Manager City Manager Utilities UTILITIES DIVISION 42 ADMINISTRATION 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 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 07 ACCOMPLISHMENTS 9 9 9 9 9 9 9 PROGRAM DESCRIPTION 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 9 9 9 9 Updated Utilities Capital Improvement Program New water & sewer fees adopted Value engineered Wildcat Plant Improvements Completed Lone Tree water line extension Completed Walgreen's sewer relocation Completed Rio Well Equipping Completed modifications to North Reservoirs for removal from State hazardous dams list Completed remodel of Lake Mary Water Plant Completed water quality study for ADEQ Leased Red Gap Ranch for grazing Completed 4,279 utility locates FY 08 NEW INITIATIVES ¾ ¾ ¾ Continue groundwater development program Continue Wildcat improvements project Complete LM Well No.7 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 05 CY 06 Measures: Actual Actual Water and sewer impact analyses performed 16 12 Capital projects managed 18 14 Number of system-wide water curtailments 0 0 Per capita water use 117 122 Annual Financial Plan 237 CY 07 Estimate 14 14 0 120 CY 08 Proposed 14 11 0 120 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 05 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 06 Actual Yes Yes Yes CY 07 Estimate Yes No Yes CY 08 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 05 CY 06 Measures: Actual Actual Water outage hours 1705 1310 Public sewer blockages 32 28 CY 07 Estimate 1400 30 CY 08 Proposed 1400 30 CY 07 Estimate 0 0 CY 08 Proposed 0 0 Council Priority/Goal: PUBLIC SAFETY Goal: Provide safe drinking water and wastewater Objective: No permit violations CY 05 Actual 6 1 Measures: 0Number drinking water violations Number wastewater permit violations Annual Financial Plan 238 CY 06 Actual 3 0 City of Flagstaff UTILITIES DEPARTMENT: DIVISION: DIVISION 42 ADMINISTRATION UTILITIES 42-UTILITIES ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 792,823 428,974 54,904 $ 1,276,701 $ $ $ $ Adopted Budget 2006-2007 845,190 267,576 50,755 10,780 1,174,301 Estimated Expenditures 2006-2007 $ 832,834 270,119 30,344 10,780 $ 1,144,077 Proposed Budget 2007-2008 $ 1,003,349 358,925 51,615 $ 1,413,889 Budget-Budget Variance $ 158,159 91,349 860 (10,780) $ 239,588 $ $ $ 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 $ 740,082 465 8,180 8,251 12,599 352,593 15,043 127,548 9,548 2,392 1,276,701 $ 595,245 2,795 7,585 16,186 9,690 294,446 (4,875) 153,054 89,395 10,780 1,174,301 $ 591,266 2,745 7,585 526 7,400 316,473 (2,759) 122,160 86,120 12,561 1,144,077 $ 718,498 2,795 5,700 18,070 3,648 314,047 260,795 90,336 1,413,889 $ $ 1,413,889 1,413,889 $ 123,253 (1,885) 1,884 (6,042) 19,601 4,875 107,741 941 (10,780) 239,588 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Utilities Administration operating budget has increased 22% and there are no capital expenditures. Personal Services includes a merit, market, retirement, health insurance and dental insurance increases plus a retirement payout. Contractual increases are due to one-time grants, Duckpond 100% reimbursable and Milligan Xeriscape 59% reimbursable. There is no major capital (>$10,000) for this division Annual Financial Plan 239 City of Flagstaff UTILITIES DIVISION 47 LAKE MARY WATER TREATMENT PLANT 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. 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 07 ACCOMPLISHMENTS 9 9 9 9 9 9 9 9 PROGRAM DESCRIPTION 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. LM # 2 Motor Control Center (MCC) replaced, new power from APS Skill Based Pay implemented Rio Well Building completed SolarBee circulators installed in Lake Mary Shop well has motors replaced twice Remodel building for conference room at LMWTP 50 MG Reservoirs are "notched" per Dam Safety Water Quality study: LT2, Stage 2, Copper study FY 08 NEW INITIATIVES ¾ ¾ ¾ ¾ ¾ LM #7 Building and power complete Inner Basin pipeline in Transwestern easement complete SolarBee circulators for Main and Xmas reservoirs Inner Bawin water to 2 MG reservoir Superisory Control And Data Acquistion (SCADA) system - long term enhancements 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 05 Measures: Actual Number of tests performed 1590 Number of Safe Drinking Water Violations (monitoring) 3 Annual Financial Plan 240 CY 06 Actual 1339 3 CY 07 Estimate 1500 2 CY 08 Proposed 1450 1 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 05 CY 06 Measures: Actual Actual Feet of pipe installed 3160 0 CY 07 Estimate 2460 CY 08 Proposed 2500 Council Priority/Goal: PLANNING FOR GROWTH Goal: Expand current supply network for increased capacity Objective: New wells, booster stations, rehabilitated wells, increased efficiency CY 05 Measures: Actual Expanded capacity 0 New and reconditioned wells 1 Booster stations and tanks 0 CY 06 Actual 0 1 0 CY 07 Estimate 0 1 1 CY 08 Proposed 0 1 1 CY 06 Actual 2800 1.22 CY 07 Estimate 2884 1.30 CY 08 Proposed 2970 1.35 Council Priority/Goal: QUALITY OF LIFE Goal: Water as a good value: Objective: Cost conscious, environmentally aware. CY 05 Actual 2658 .94 Measures: Gallons produced Cost per 1000 gallons to produce Annual Financial Plan 241 City of Flagstaff UTILITIES DEPARTMENT: DIVISION: DIVISION 47 LAKE MARY WATER TREATMENT PLANT UTILITIES 47-Water Production EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 615,205 1,973,401 327,810 94,953 $ 3,011,369 Adopted Budget 2006-2007 $ 700,701 2,267,820 312,964 772,405 $ 4,053,890 Estimated Expenditures 2006-2007 $ 716,915 2,247,718 310,674 232,458 $ 3,507,765 Proposed Budget 2007-2008 $ 808,106 2,246,062 327,232 761,448 $ 4,142,848 Budget-Budget Variance $ 107,405 (21,758) 14,268 (10,957) $ 88,958 $ $ $ $ $ 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 LOCAL WELLS LAKE MARY WELLFIELDS WOODY MOUNTAIN WELLFIELD NORTH RESERVOIRS INNER BASIN DEVELOPMENT INNER BASIN PIPELINE TOTAL $ 411,074 348,313 191,639 85,250 203,481 8,860 1,307 29,625 372,415 493,216 710,545 38,819 93,719 23,106 3,011,369 $ 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 $ 428,862 284,156 263,435 257,969 149,310 8,860 1,509 15,001 37,500 554,921 450,914 883,986 46,174 104,753 20,415 3,507,765 $ 609,210 312,861 213,110 61,766 195,160 8,860 41,000 15,000 148,850 553,145 447,736 862,954 63,023 180,188 429,985 4,142,848 $ $ 4,142,848 4,142,848 $ 178,678 26,117 (40,604) (195,693) 39,092 20,000 113,500 (3,271) (1,757) (18,609) (444) (30,621) 2,570 88,958 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Lake Mary Water Treatment Plant operating budget has increased 3% and capital expenditures total $761,448 resulting in an overall increase of 2%. Personal Services increases are due to one FTE staffing addition for MSW position. In addition, there is a retirement payout along with merit, market, retirement, health insurance and dental insurance increases. Contractual decrease is due to prior year onetime expenditure. Major capital (>$10,000) includes $27,500 compact Hybrid SUV, $29,000 1 ton 4 x 4 pickup, $20,000 Lake Mary repair, $125,000 SCADA enhancements, radio upgrades, $20,000 Lake Mary wellfields, $40,000 Dam Improvements, $60,000 Boom Truck, $32,000 composting toilet and $401,000 for pipe construction. Annual Financial Plan 242 City of Flagstaff UTILITIES DIVISION 48 CUSTOMER SERVICE MISSION FY 07 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 Installed Click2Gov for Internet services to allow customer to view account information and pay the water bills. 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 and for Customer Service to receipt payments. Purchased new data collection system to improve the electronic reading of meters and identify the meters that may be faulty and not providing a signal. Only 1 injury accident and 1 vehicular accident. Set up compound meter in billing system to eliminate old paper processing system. 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 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. FY 08 NEW INITIATIVES ¾ ¾ Make corrections to the system addressing file to be consistent with other applications within the City. Cross train more employees to provide back up support and maintain collection and billing timeliness and accuracy. 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Collection activity (delinquent accounts/total accounts) 2.9% 3.3% 3.5% 3.5% Annual write off of customer accounts, excluding bankruptcies $42,782 $37,014 $44,000 $45,000 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Safety training hours provided to staff 23 26 40 40 Technical/Computer training provided to staff 61 152 150 150 Number of injury accidents 1 2 1 0 Annual Financial Plan 243 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 05 Measures: Actual Percent of estimated meter reads 9.11% Number of cycle bills sent out within 34 days of prior bill. 35 (36 total cycles) Average number of days between bills 30.44 DEPARTMENT: DIVISION: CY 06 Actual 0.15% 34 CY 07 Estimate 3.00% 36 CY 08 Proposed 2.50% 36 30.28 31.00 31.00 UTILITIES 48-CUSTOMER SERVICE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 516,305 158,683 47,001 $ 721,989 Adopted Budget 2006-2007 $ 524,039 202,590 72,500 37,500 $ 836,629 Estimated Expenditures 2006-2007 $ 532,988 216,712 35,557 $ 785,257 Proposed Budget 2007-2008 $ 570,986 259,890 64,450 76,500 $ 971,826 Budget-Budget Variance $ 46,947 57,300 (8,050) 39,000 $ 135,197 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION FIELD READING COLLECTION CUSTOMER SERVICE TOTAL $ 196,165 175,367 82,371 268,086 721,989 $ 201,178 244,439 81,480 309,532 836,629 $ 185,250 203,150 85,857 311,000 785,257 $ 235,457 295,629 97,145 343,595 971,826 $ 34,279 51,190 15,665 34,063 135,197 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 3,503 791,321 9,812 725 150,338 971,826 COMMENTARY: The Customer Service operating budget has increased 12% and capital expenditures total $76,500 resulting in an overall net increase of 16%. Personal Services increases are due to .25 FTE staffing addition that includes an Administration Assistant. In addition there are merit, market, retirement, health insurance and dental insurance increases. Contractual increase are mainly due to $40,000 ongoing RSL for credit card fees and increase in postage rates. Commodities decrease is due to prior year one-time expenditures. One-time expenditures include $8,000 for security systems and $9,000 replacement of equipment. Major capital (>$10,000) includes two replacement 4 x 4 Ext Cab Pickups for $39,000 and $37,500 for meter reading equipment. Annual Financial Plan 244 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. 9 9 9 9 WATER DISTRIBUTION Fourth St. and Rt 66 project. TI (Country Club) overpass project at Hwy 89. Installed over 1000 Radio Read Water Meters. Updated the CMMS (Computer Maintenance Management System) & GIS (Geographical Information Systems) with past water information, while keeping up with current data. PROGRAM DESCRIPTION FY 08 NEW INITIATIVES 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. ¾ ¾ ¾ ¾ FY 07 ACCOMPLISHMENTS 9 Worked with Customers, Engineers, and Contractors with planning and problem solving. ¾ Fire Hydrant / valve maint. and flushing program to insure water quality and a trouble free system during scheduled and unscheduled system operations. Remove and replace the commercial and residential Fire Service Meters with up to date materials. Install between 1500 to 2000 Radio Read Meters, improving efficiency, and receive actual reads. Increase the skills of Multi Skilled Workers through training, hands on training, cross training, and revising skill blocks (addendums), A real time field work order and information system via wireless laptops. 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Number of complaints and responses. 217 165 200 220 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 05 CY 06 CY 07 Measures: Actual Actual Estimate Number of loss time accidents. 0 0 0 CY 08 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Number of new meter installations 337 466 600 700 Annual Financial Plan 245 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 schedules.To strengthen teamwork within the division. CY 05 Measures: Actual Number of employees that have completed skill blocks and 5 received additonal pay for the new skill they have learned and demonstrated an proficiency in. DEPARTMENT: DIVISION: training criteria and crew rotation training CY 06 Actual 4 CY 07 Estimate 5 CY 08 Proposed 5 UTILITIES 49-WATER DISTRIBUTION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 830,975 175,509 257,995 127 $ 1,264,606 Adopted Budget 2006-2007 $ 988,571 58,656 248,161 192,010 $ 1,487,398 Estimated Expenditures 2006-2007 $ 961,918 52,986 270,167 $ 1,285,071 Proposed Budget 2007-2008 $ 1,100,723 63,549 263,084 316,509 $ 1,743,865 Budget-Budget Variance $ 112,152 4,893 14,923 124,499 $ 256,467 $ $ $ $ $ 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 BLUE STAKE TOTAL $ 103,397 189,478 316,776 126,521 138,666 249,188 140,580 1,264,606 $ 117,807 299,389 292,147 143,012 193,528 286,014 155,501 1,487,398 $ 282,226 186,961 282,982 78,106 154,648 221,452 78,696 1,285,071 $ 322,001 346,054 286,375 104,853 207,072 316,952 159,693 865 1,743,865 $ $ 1,743,865 1,743,865 $ 204,194 46,665 (5,772) (38,159) 13,544 30,938 865 256,467 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Water Distribution operating budget has increased 10% and capital expenditures total $316,509 resulting in an overall net increase of 17%. Personal Services includes a merit, market, retirement, health insurance and dental insurance increases along with two retirement payouts. Contractual increases are due to increased telephone costs. Commodities increases are due to increased costs for street/highway repair materials, motor vehicle/machine parts and water/sewer parts. Major capital (>$10,000) includes one 4x4 ext cab pickup ($19,500), four service vehicles ($267,009) and a power-vac truck ($30,000). Annual Financial Plan 246 City of Flagstaff UTILITIES DIVISION 50 BOOSTER STATIONS tanks provide pressure and flow when pumps are not running. 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 07 ACCOMPLISHMENTS 9 9 9 Kinlani tank scheduled to be painted Main (12 MG) reservoir inspected and cleaned Railroad Springs Booster Stations electrically equipped to run pumps in tandum. FY 08 NEW INITIATIVES 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.) Storage ¾ ¾ ¾ Presidio/City tank at RR Springs (1 MG) Reservoir Filtration Plant and Paradise inspected and cleaned Cheshire tank painted PERFORMANCE MEASURES Council Priority/Goal: OUALITY OF LIFE Goal: Keep facilities operational and esthetically pleasing Objective: Paint and clean interiors CY 05 Actual 1 2 Measures: Tanks painted Tanks cleaned (diving contract) Annual Financial Plan 247 CY 06 Actual 0 1 CY 07 Estimate 1 2 CY 08 Proposed 1 1 City of Flagstaff UTILITIES DEPARTMENT: DIVISION: DIVISION 50 BOOSTER STATIONS UTILITIES 50-BOOSTER STATIONS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 31,305 32,049 2,685 $ 66,039 Adopted Budget 2006-2007 $ 28,791 58,636 3,425 $ 90,852 Estimated Expenditures 2006-2007 $ 28,791 46,236 3,425 $ 78,452 Proposed Budget 2007-2008 $ 30,803 61,680 3,425 $ 95,908 Budget-Budget Variance $ 2,012 3,044 $ 5,056 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ZONE A KINLANI UNIVERSITY HIGHLANDS #1 AIRPORT BOOSTER AMBERWOOD BOOSTER RAILROAD SPRINGS BOOSTER TOTAL $ 36,370 11 1,039 1,342 4,362 3,109 19,806 66,039 $ 40,377 14,350 2,775 1,800 2,700 4,450 24,400 90,852 $ 40,377 350 2,775 1,800 3,200 5,550 24,400 78,452 $ 42,583 14,350 2,275 2,050 3,200 5,550 25,900 95,908 $ $ 95,908 95,908 $ 2,206 (500) 250 500 1,100 1,500 5,056 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Booster Station operating budget has increased 6% and there are no capital expenditures. The increase in Personal Services is based on amount of charges from other divisions. Annual Financial Plan 248 City of Flagstaff UTILITIES DIVISION 53 MISSION 9 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. 9 9 9 9 9 9 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. 9 9 ¾ FY 07 ACCOMPLISHMENTS ¾ 9 Added a mixer to our primary effluent pump station to eliminate a grease matt. Record amount of solids injected into the Designated Land Disposal. Received the City managers award, bike to work week award, housekeeping award by utility safety committee and picture canyon cleanup wow award. Saved money on bio tower bearing rebuild after bio tower bearing failure. Also ran on one bio tower for months with no violations. Improved our landscaping around the plant. Waukesha engine was rebuilt. Reduced Chlorine and Sulfur dioxide consumption by using a new control mechanism. Painted equipment around the plant. Plant personel finished a record number of skill blocks. FY 08 NEW INITIATIVES ¾ 9 9 WILDCAT WASTEWATER TREATMENT PLANT Wildcat had 0 violations. Tied the Yaskawa electric pump to generator to save money. Installed new aerators at ponds which run on solar, removed (4) 15hp motors and have ruduced the potential for odor complaints. Continue to encourage and promote the use of reclaim water. Continue to promote a culture of pride in ownership of our facility. Meet and exceed the challenges ahead for our facility upgrade. 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 05 CY 06 CY 07 Measures: Actual Actual Estimate Gallons of influent treated (billions). 1.56 1.32 1.40 Gallons of septage treated (millions). 1.37 1.76 1.80 Gallons of reclaim water sold (millions). 402.7 408.0 410.0 Gallons of grease treated (thousands). 354,400 381,265 380,000 Gallons of interceptor sludge (thousands). 60,500 35,500 60,000 Dry metric tons of solids/sludge injected. 1,014.14 1,163.54 1,200 Annual Financial Plan 249 CY 08 Proposed 1.55 1.90 420.0 390,000 65,000 1,200 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 05 CY 06 CY 07 Measures: Actual Actual Estimate Cost per thousand to treat (influent). $ 0.96 avg. $ 1.10 avg. $1.12 CY 08 Proposed $1.15 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 05 CY 06 CY 07 Measures: Actual Actual Estimate Number of NPDES permit violations (within plant design) 1 0 0 Number of NPDES permit violations(beyond plant capabilities) 2 0 0 CY 08 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 05 Measures: Actual Number of new reuse permits administered. 14 CY 06 Actual 28 CY 07 Estimate 25 CY 08 Proposed 25 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 05 CY 06 Measures: Actual Actual Number of complaints /odors ect. 1 0 Number of on the job lost time due to accidents / injuries. 0 0 CY 07 Estimate 0 0 CY 08 Proposed 0 0 Annual Financial Plan 250 City of Flagstaff UTILITIES DEPARTMENT: DIVISION: DIVISION 53 WILDCAT WASTEWATER TREATMENT PLANT UTILITIES 53-WILDCAT WASTEWATER TREATMENT PLANT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 669,092 580,827 265,192 $ 1,515,111 Adopted Budget 2006-2007 $ 838,305 540,208 333,552 $ 1,712,065 Estimated Expenditures 2006-2007 $ 757,988 520,920 302,704 $ 1,581,612 Proposed Budget 2007-2008 $ 866,690 491,236 338,972 27,000 $ 1,723,898 Budget-Budget Variance $ 28,385 (48,972) 5,420 27,000 $ 11,833 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION WC-PLANT OPERATIONS WC-PLANT MAINTENANCE WC-LAB-PROC CNTRL-MONTR WC-SEPTAGE WC-WH RIO MAINTENANCE WC-DRYING BEDS OPERATIONS WC-SLUDGE INJECTION TOTAL $ 108,990 584,366 634,022 116,451 12,881 3,238 1,639 53,524 1,515,111 $ 211,543 655,137 585,745 183,902 850 4,342 2,300 68,246 1,712,065 $ 47,942 619,473 673,587 173,025 (261) 2,900 1,400 63,546 1,581,612 $ 155,663 599,965 671,327 204,917 850 6,561 3,500 81,115 1,723,898 $ $ 1,723,898 1,723,898 $ (55,880) (55,172) 85,582 21,015 2,219 1,200 12,869 11,833 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Treatment Plant operating budget decreased by 1% and capital expenditures total $27,000 resulting in an overall net increase of 1%. Personal Services includes a merit, market, retirement, health insurance and dental insurance increases. Contractual decreases are due to budget line item decreases for utilities - light and heat. Major capital (>$10,000) includes forklift replacement for $27,000. Annual Financial Plan 251 City of Flagstaff UTILITIES DIVISION 54 WASTEWATER COLLECTION 9 Updated the CMMS (Computer Maintenance Management System) & GIS (Geographical Information System) with past information, while keeping up with current data. 9 Reduced the number of Sewer blockages by 25%, through better equipment and processes. 9 Workers received a multitude of hands on training, and classes in safety, and Distribution systems. 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 FY 08 NEW INITIATIVES 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. ¾ ¾ ¾ Continue to reduce the number of blockages every year. (through increased chemical root control, cut cleaning, and point repairs) . Increase the skills of our Multi Skilled Workers through training, hands on training, cross training, revising skill blocks (addendums). A real time field work order and information system via wireless laptops. FY 07 ACCOMPLISHMENTS 9 Chemical root control on 46,000 ft. of sewer line. 9 The televising of new subdivisions and existing lines. 103,000 ft of sewer lines. 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Number of main line blockages 34 28 28 28 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 05 CY 06 CY 07 Measures: Actual Actual Estimate Number of loss time accidents. 0 0 0 CY 08 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Number of miles of reclaim waterlines 15.7 16.5 17.25 18 Annual Financial Plan 252 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 schedules.To strengthen teamwork within the division. CY 05 Measures: Actual Number of employees that have completed skill blocks and 5 received additional pay for the new skills they have learned and demonstrated an profciency in. DEPARTMENT: DIVISION: training criteria and crew rotation training CY 06 Actual 8 CY 07 Estimate 8 CY 08 Proposed 6 UTILITIES 54-WASTEWATER COLLECTION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 565,841 50,120 103,893 $ 719,854 Adopted Budget 2006-2007 $ 618,470 21,504 182,340 553,050 $ 1,375,364 Estimated Expenditures 2006-2007 $ 632,975 22,290 167,170 520,000 $ 1,342,435 Proposed Budget 2007-2008 $ 655,886 19,954 201,820 177,890 $ 1,055,550 Budget-Budget Variance $ 37,416 (1,550) 19,480 (375,160) $ (319,814) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION SERVICE CONNECTIONS PREVENTIVE MAINTENANCE TV INSPECT & HYDRO-CLEAN CORRECTIVE MAINTENANCE RECLAIMED WATER LINE TOTAL $ 157,322 13,727 363,100 72,942 89,652 23,111 719,854 $ 211,918 15,494 679,836 377,686 76,715 13,715 1,375,364 $ 159,426 16,714 685,169 385,848 85,627 9,651 1,342,435 $ 258,707 48,677 418,530 164,604 149,692 15,340 1,055,550 $ $ 1,055,550 1,055,550 $ 46,789 33,183 (261,306) (213,082) 72,977 1,625 (319,814) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Collection operating budget has increased 7% and capital expenditures total $177,890 for a net decrease of 23%. Personal Services includes a merit, market, retirement, health insurance and dental insurance increases. Contractuals decrease is due to increased charge outs to other departments. Commodities increase is due to increased costs for equipment, oil, gas, motor vehicles/machine parts. Major capital (>$10,000) includes $80,000 for replacement vehicle, $32,890 for foaming rig and $65,000 replacement 1 1/2 ton 4 x 4 with service body, crane and hydraulic lift. Annual Financial Plan 253 City of Flagstaff UTILITIES DIVISION 55 WASTEWATER MONITORING 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. Quality Pretreatment coordinator has reviewed and approved the proposed limits and has authorized the City of Flagstaff to submit a public notice of the new limits before they are presented to Council for adoption. 9 Re-permitted Joy Cone Company when their prior permit expired. 9 Performed additional sampling for Copper on drinking water samples during wastewater sampling events at Industries Wastewater Treatment Plants to build a database for this analyte in preparation for the next Local Limit Study as recommended by Malcolm Pirnie. PROGRAM DESCRIPTION FY 08 NEW INITIATIVES 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. ¾ MISSION ¾ ¾ Adopt the new local limits as recommended by Malcolm Pirnie in the Local Limit Study. Modify permits for all industries to include the new local limits. Perform additional sampling for pollutants of concern at Industries, Nonhazardous Liquid Waste, Domestic and Commercial (non-industrial) collection points and at the Wastewater Treatment Plants to build a database for these analytes in preparation for the next Local Limit Study as recommended by Malcolm Pirie. FY 07 ACCOMPLISHMENTS 9 Received results of the most recent Local Limits study. The Arizona Department of Environmental 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Number of businesses inspected for potential cross 1,387 1574 1590 1600 connections. Percent of backflow devices that failed. 2-6% 5-7% 10 % 10 % Number of backflow devices tests logged. 1,874 1804 1875 1900 Annual Financial Plan 254 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Number of pretreatment businesses inspected. 1,387 1574 1590 1600 Number of compliance samples analyzed. 10,245 3179 3180 3180 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 05 CY 06 CY 07 Measures: Actual Actual Estimate Contacts through calls, letters, & e-mails to customers. 4,236 3179 3180 PERFORMANCE INDICATORS CY04 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 Annual Financial Plan 255 1,237 1,561 4,222 1,237 10% CY05 1387 1874 10,245 1,387 2 - 6% CY 08 Proposed 3200 CY06 EST. 1400 1900 3020 1400 10% City of Flagstaff UTILITIES DEPARTMENT: DIVISION: DIVISION 55 WASTEWATER MONITORING UTILITIES 55-WASTEWATER MONITORING EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 192,679 155,732 14,704 $ 363,115 Adopted Budget 2006-2007 $ 217,616 95,081 19,457 $ 332,154 Estimated Expenditures 2006-2007 $ 197,404 92,886 18,083 $ 308,373 Proposed Budget 2007-2008 $ 225,095 90,631 19,557 $ 335,283 Budget-Budget Variance $ 7,479 (4,450) 100 $ 3,129 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION NPDES MONITORING INDUSTRIAL WASTE MONITOR HAZARDOUS WASTE BACKFLOW X CONN. CONTROL TOTAL $ 187,844 38,448 98,534 1,063 37,226 363,115 $ 150,548 42,040 124,748 14,818 332,154 $ 125,873 41,940 124,647 15,913 308,373 $ 154,168 28,000 152,121 994 335,283 $ $ 335,283 335,283 $ 3,620 (14,040) 27,373 (13,824) 3,129 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Monitoring operating budget has increased 1% and there are no capital expenditures. Personal Services includes a merit, market, retirement, health insurance and dental insurance increases. Contractuals decrease is related to prior year onetime expenditures. There is no major capital (>$10,000) for this division. Annual Financial Plan 256 City of Flagstaff UTILITIES DIVISION 56 RIO DE FLAG RECLAIM PLANT MISSION FY 07 ACCOMPLISHMENTS 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. 9 No permit violations. 9 Consistently produced a final effluent that met all state and federal permit requirements. 9 Rebuilt two influent pumps. 9 Rebuilt one reclaim pump. 9 Completed reclaim load station that utilizes an automated card reader. 9 Renewed the Air Quality Permit. PROGRAM DESCRIPTION FY 08 NEW INITIATIVES 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 is also responsible for pumping the water into the citywide distribution system and maintaining the reclaim water storage facilities at Buffalo Park. ¾ ¾ ¾ ¾ Have all reclaim load out stations converted to card readers. Continue proactive preventive maintenance program. Continue to develop the multi-skilled work force with active cross training, technical training, and skill block achievement Run full plant during summer months to meet the high reclaims demand. 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 05 CY 06 CY 07 CY 08 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 Public Relations 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 05 CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Proposed Gallons of reclaimed water produced (millions) 745 677 700 710 Gallons of reclaimed water reused (millions) 319 317 325 350 Annual Financial Plan 257 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 05 CY 06 Measures: Actual Actual Cost/thousand gallons of reclaimed water produced $1.09 1.16 CY 07 Estimate 1.15 CY 08 Proposed 1.18 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 05 CY 06 Measures: Actual Actual Number of complaints (odors, etc.) 0 0 CY 07 Estimate 0 CY 08 Proposed 0 DEPARTMENT: DIVISION: UTILITIES 56-RIO DE FLAG WASTEWATER TREATMENT PLANT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 298,826 500,802 114,367 $ 913,995 Adopted Budget 2006-2007 $ 284,822 464,565 121,420 25,500 $ 896,307 Estimated Expenditures 2006-2007 $ 325,541 429,175 94,065 26,147 $ 874,928 Proposed Budget 2007-2008 $ 351,370 498,190 120,978 7,000 $ 977,538 Budget-Budget Variance $ 66,548 33,625 (442) (18,500) $ 81,231 $ $ $ $ $ 49,648 (9,496) (18,245) 59,324 - $ 81,231 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PLANT OPERATIONS PLANT MAINTENANCE LAB-PROCESS CONTROL-MONTR RECLAIMED CONNECTIONS DIS RECOVERY RIO TOTAL $ 105,614 455,231 149,221 80,505 109,898 13,526 913,995 $ 70,919 583,713 189,375 52,300 896,307 $ 97,968 501,355 179,198 96,407 874,928 $ 120,567 574,217 171,130 111,624 977,538 $ $ 977,538 977,538 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Rio de Flag Treatment Plant operating budget increased by 11% and capital expenditures total $7,000 resulting in an overall net increase of 9%. Personal Services includes a merit, market, retirement, health insurance and dental insurance increases. Contractuals increases are due to increases in utilities, chemicals for disinfection of reclaimed water, equipment maintenance, misc. equipment and installation of additional snow guard rail on Administration Building (one-time expenditure). Major capital (>$10,000) includes $7,000 for chemical feed mixing pump. Annual Financial Plan 258 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 259 City of Flagstaff NON-DEPARTMENTAL DIVISION 63 COUNCIL AND COMMISSION MISSION PROGRAM DESCRIPTION The mission of the City of Flagstaff is to enhance the quality of life of its citizens while supporting the values of its community. This division is the legislative branch of the City of Flagstaff’s Council-Manager form of Government. The 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. Annual Financial Plan 260 City of Flagstaff NON-DEPARTMENTAL DEPARTMENT: DIVISION: DIVISION 63 COUNCIL AND COMMISSION NON-DEPARTMENTAL 63-COUNCIL AND COMMISSIONS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 125,447 82,374 28,554 $ 236,375 Adopted Budget 2006-2007 $ 171,592 94,915 37,330 $ 303,837 Estimated Expenditures 2006-2007 $ 171,367 73,455 42,389 $ 287,211 Proposed Budget 2007-2008 $ 159,702 103,618 43,950 $ 307,270 Budget-Budget Variance $ (11,890) 8,703 6,620 $ 3,433 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION BOARDS AND COMMISSIONS TOTAL $ 235,336 1,039 236,375 $ 299,277 4,560 303,837 $ 280,241 6,970 287,211 $ 296,880 10,390 307,270 $ (2,397) 5,830 3,433 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 193,746 10,922 32,734 36,194 1,807 4,727 27,140 307,270 COMMENTARY: The Council and Commissions operating budget has increased 1% are there are no capital expenditures. Personal Services decreases are due to a change in the Council in the 2006 election and the benefits selected. Contractual increases are due to advertising costs for Board and Commission vacancies and increased costs for various memberships. Commodities increase reflects a one time expenditure for an HP LaserJet Color Printer. Annual Financial Plan 261 City of Flagstaff NON-DEPARTMENTAL DIVISION 64 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. PROGRAM DESCRIPTION This division accounts for contractual agreements with outside agencies that provide services to Flagstaff’s DEPARTMENT: DIVISION: CONTRIBUTIONS TO OTHER AGENCIES NON-DEPARTMENTAL 64-CONTRIBUTIONS TO OTHERS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 2,504 713,236 $ 715,740 Adopted Budget 2006-2007 $ 966,190 $ 966,190 Estimated Expenditures 2006-2007 $ 944,173 $ 944,173 Proposed Budget 2007-2008 $ 1,033,110 $ 1,033,110 Budget-Budget Variance $ 66,920 $ 66,920 $ $ $ $ $ EXPENDITURES BY PROGRAM: HEALTH & SOC SERVICES OTHER CONTRIBUTIONS TOTAL $ 3,731 712,009 715,740 $ 342,390 623,800 966,190 $ 342,390 601,783 944,173 $ 342,390 690,720 1,033,110 $ 66,920 66,920 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 872,337 10,130 33,832 71,021 6,175 8,823 30,792 1,033,110 COMMENTARY: The Contributions to Others operating budget has decreased 0.3% and there are no capital expenditures. Contributions are as follows: United Way $342,390; Greater Flagstaff Forest Partnership $20,000; High Altitude Sports Training $40,000; FACTS $364,420; Weed & Seed $7,000; Youth Coalition $25,000; Emergency Housing $25,000; NACOG Rural Transportation $4,300, Intake Triage $100,000, Rural Policy Institute $50,000 and Cardinals $55,000. Annual Financial Plan 262 City of Flagstaff NON-DEPARTMENTAL DIVISION 66 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. 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 DEPARTMENT: DIVISION: NON-DEPARTMENTAL NON-DEPARTMENTAL 66-NON-DEPARTMENTAL EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 73,213 1,647,794 327,805 6,453 $ 2,055,265 Adopted Budget 2006-2007 $ 75,828 3,027,500 2,004,529 3,281,053 $ 8,388,910 Estimated Expenditures 2006-2007 $ 74,790 2,280,667 902,356 166,302 $ 3,424,115 Proposed Budget 2007-2008 $ 80,387 5,284,100 2,628,394 1,298,500 $ 9,291,381 Budget-Budget Variance $ 4,559 2,256,600 623,865 (1,982,553) $ 902,471 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION EMPLOYEE BENEFITS INSURANCE CONSULTANTS COPY CENTER REDEVELOPMENT GRANT PASS THRU'S APSES APS TRAINING ROOM TOTAL $ 570,427 68,329 915,245 436,658 (20,038) 42,524 35,212 560 6,348 2,055,265 $ 2,767,254 69,000 915,500 432,000 61,103 4,144,053 8,388,910 $ 1,299,465 59,522 908,000 534,215 59,967 562,946 3,424,115 $ 2,959,919 73,000 915,500 1,300,000 50,662 3,992,300 9,291,381 $ 192,665 4,000 868,000 (10,441) (151,753) 902,471 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 8,381,414 64,739 204,060 318,142 13,661 65,777 243,588 9,291,381 COMMENTARY: The Non-Departmental operating budget has increased 56% and capital expenditures total $1,298,500 resulting in an overall net increase of 11%. Personal Services includes a merit, market, retirement, health insurance and dental insurance increase. Contractuals increases are due to the contribution to the NAU conference center ($1.5 million) and the tentative formation of a Downtown Parking District ($368,300). Commodities increases are due to the carryover of Information Technology software and hardware purchases. One-time expenditures for this division include new sales software ($1 million) and Economic Development funds of $891,000. Major capital (>$10,000) includes 2 vehicles ($53,500), 4 new copiers ($45,000) and redevelopment for $1.2 million. Annual Financial Plan 263 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 DEPARTMENT: DIVISION: NON-DEPARTMENTAL 68-FIREMEN'S PENSION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 7,200 $ 7,200 Adopted Budget 2006-2007 $ 14,400 $ 14,400 Estimated Expenditures 2006-2007 $ 14,400 $ 14,400 Proposed Budget 2007-2008 $ 214,400 $ 214,400 Budget-Budget Variance $ 200,000 $ 200,000 $ $ $ $ $ $ $ $ 214,400 214,400 $ $ $ $ 214,400 214,400 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TOTAL 7,200 7,200 14,400 14,400 14,400 14,400 200,000 200,000 SOURCE OF FUNDING: FIREMEN'S PENSION FUND COMMENTARY: The Firemen's Pension operating budget increased by 1389%. The increase in Personal Services is due to a payout for 2008. Annual Financial Plan 264 City of Flagstaff NON-DEPARTMENTAL DIVISION 78 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 existing basic sector employers, and the promotion of DEPARTMENT: DIVISION: ECONOMIC DEVELOPMENT NON-DEPARTMENTAL 78-ECONOMIC DEVELOPMENT GENERAL ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 405,664 $ 405,664 Adopted Budget 2006-2007 $ 621,400 $ 621,400 Estimated Expenditures 2006-2007 $ 585,283 $ 585,283 Proposed Budget 2007-2008 $ 72,135 606,400 3,500 $ 682,035 Budget-Budget Variance $ 72,135 (15,000) 3,500 $ 60,635 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION INCUBATOR PROGRAM CONTRIBUTIONS TOTAL $ 400,824 4,840 405,664 $ 403,000 214,000 4,400 621,400 $ 393,000 188,000 4,283 585,283 $ 497,635 180,000 4,400 682,035 $ $ 682,035 682,035 $ 94,635 (34,000) 60,635 SOURCE OF FUNDING: ECONOMIC DEVELOPMENT FUND COMMENTARY: The Economic Development operating budget has increased 1% and there are no capital expenditures. Personal Services increases are due to 1 FTE staffing addition that includes Business Attraction Specialist. In addition there are merit, market, retirement, health insurance and dental insurance increases. Contractual decreases are due to GFEC reduced by ($11,000), Rural Economic Conference eliminated ($25,000) and Incubator program reduced ($34,000). Annual Financial Plan 265 City of Flagstaff NON-DEPARTMENTAL DIVISION 97 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 DEPARTMENT: DIVISION: TRANSIT NON-DEPARTMENTAL 97-TRANSIT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2005-2006 $ 3,290,923 $ 3,290,923 Adopted Budget 2006-2007 $ 2,762,433 $ 2,762,433 Estimated Expenditures 2006-2007 $ 2,365,365 $ 2,365,365 Proposed Budget 2007-2008 $ 3,641,410 $ 3,641,410 Budget-Budget Variance $ 878,977 $ 878,977 $ $ $ $ $ $ $ $ 3,641,410 3,641,410 $ $ $ $ 3,641,410 3,641,410 EXPENDITURES BY PROGRAM: TRANSIT TOTAL 3,290,923 3,290,923 2,762,433 2,762,433 2,365,365 2,365,365 878,977 878,977 SOURCE OF FUNDING: TRANSPORTATION FUND COMMENTARY: The Transit budget has increased by 32% 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 266 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 2008 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 2008 represents a $144.1 million investment of public funds in infrastructure and public facilities. The project mix has changed from prior years to 41.1% of the funding being provided on the pay-as-you-go basis versus 47% in FY 2007. The major projects in this year’s budget are Aspen Place at Sawmill, Aquaplex, Fire Stations, Rio De Flag project, Business Incubator, and Wildcat Plant Upgrades. This year’s capital improvement program is funded 49.6% through debt financing including the Water and Wastewater projects, Aquaplex and Fire Stations authorized by voters in May 2004. The grant funding of 9.3% is primarily for airport expansion, beautification, the Business Incubator. 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. Sources of funding are categorized in three categories as shown below: 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 39.3% 15.7% 4.5% 12.8% 14.7% 7.8% 0.3% 4.9% 100.0% $ $ Pay-As-You-Go Debt Grants 56,720,549 22,581,744 6,466,454 18,509,336 21,233,309 11,206,518 371,164 7,065,068 144,154,142 Airport 7.8% Wastewater 14.7% Water 12.8% BBB 4.5% Annual Financial Plan $ $ 59,238,260 71,514,686 13,401,196 144,154,142 SOURCES OF FUNDING PROGRAM CATEGORIES Environmental Services 0.3% 41.1% 49.6% 9.3% 100.0% Stormwater Utility 4.9% Pay-As-You-Go 41.1% General Government 39.3% Grants 9.3% Streets / Transportation 15.7% 267 Debt 49.6% City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2007-2008 GENERAL GOVERNMENT APPROPRIATIONS 1 2 3 4 5 6 7 DIV 24 24 24 24 24 24 66 PROJECT FIRE STATIONS AQUAPLEX FUTS / OPEN SPACE LAND ACQUISISTION USGS OFFICE / LAB BUILDING BUSINESS INCUBATOR ASPEN PLACE AT SAWMILL REDEVELOPMENT - PARKING TOTAL GENERAL GOVERNMENT CARRYOVER FY 2007 5,035,857 5,090,819 1,360,225 580,600 3,145,920 1,200,000 $ 16,413,421 $ BUDGET FY 2008 6,369,250 13,296,908 1,360,225 580,600 3,802,287 30,111,279 1,200,000 56,720,549 SOURCES OF FUNDING 1 2 3 4 5 6 7 DIV 24 24 24 24 24 24 66 PROJECT FIRE STATIONS AQUAPLEX FUTS / OPEN SPACE LAND ACQUISISTION USGS OFFICE / LAB BUILDING BUSINESS INCUBATOR ASPEN PLACE AT SAWMILL REDEVELOPMENT - PARKING TOTAL GENERAL GOVERNMENT Annual Financial Plan GENERAL FUND 1,200,000 $ 1,200,000 268 BONDS 6,369,250 13,296,908 1,360,225 580,600 1,225,903 20,000,000 42,832,886 GRANTS OTHER 2,576,384 10,111,279 2,576,384 10,111,279 TOTAL 6,369,250 13,296,908 1,360,225 580,600 3,802,287 30,111,279 1,200,000 56,720,549 City of Flagstaff 66 U BE 1(#1) LA H 7 IN JO INTE RSTATE 40 7 RD BL VD BL VD TE 1(#5) ER STATE R OU 180 O P H W N AY 89A RD ST ST T MILTON HU BEAMPHR VER EYS N SA LONE TREE RD S ZE 5 AV E 1(#2) 4 AVE B UTLER 6 W IT FOREST ST CO NCIS FRA B LV D 269 L D AR TE LA KE R OU CE 66 HW VILLA G E TE DS WOODLAN 17 R OU 2 E AT ST R TE IN AVE MAR Y RD 40 ND T US AL RI DR LOCKETT RD TAL D EN R N TR Y 1(#3) E M PIRE AVE 1 (#1) 1 (#2) 1 (#3) 1 (#5) 2 4 5 6 7 3 24 24 24 24 24 24 24 24 66 24 DivisionID ProjectID DIVISIONS 24 & 66 OU STA TE Y EL DR W G TI N N N HU D N TO Annual Financial Plan I G R LE YO TIN ON L VA R CA N C 89 GH WA Y HI HI RT FO C CLUB DR City of Flagstaff UNMAPPED PROJECTS FUTS / OPEN SPACE LAND ACQUISISTION FIRE STATION #1 RELOCATION FIRE STATION #2 RELOCATION FIRE STATION #3 RELOCATION FIRE STATION #5 RELOCATION AQUAPLEX USGS OFFICE / LAB BUILDING BUSINESS INCUBATOR ASPEN PLACE AT SAWMILL REDEVELOPMENT - PARKING ProjectTitle INTE RSTA TE 4 0 66 CITY OF FLAGSTAFF FY 07/08 GENERAL GOVERNMENT DIVISIONS 24, & 66 R OUTE SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2007-2008 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 35 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 PROJECT RESERVE FOR IMPROVEMENTS RAILHEAD 4TH LEG AT 89N MINOR TRANSPORTATION IMPROVEMENT SIDEWALK REPLACEMENT PROGRAM STREET IMPROVEMENT PROGRAM SUNNYSIDE PHASE 4 TRAFFIC SIGNAL MODIFICATION SOUTHSIDE TRAFFIC IMP FOURTH STREET RAIL CROSSING MISC SAFE TO SCHOOL PROJECT MISC BIKE / PED COUNTRY CLUB DRIVE TRANS. PLANNING AND PROGRAM HUNTINGTON DR IMPROVEMENT EAST FLAGSTAFF GATEWAY BEULAH BLVD EXTENSION DOWNTOWN RAIL CROSSING MODIFICIATION RESERVE FOR IMPROVEMENTS LAKE MARY ROAD PHASE 3 BUTLER AVE/4TH STREET SIGNAL COMMERCE AVENUE PAVING PRESTON ROAD PAVING INDUSTRIAL DRIVE/FANNING WASH BUTLER AVENUE WIDENING BRANNEN AND GABEL PAVING WEST/SIXTH INTERSECTION INDUSTRIAL: FANNING TO EAGLE MOUNTAIN STEVES BLVD RAIL CROSSING BUTLER AVE/CONFERENCE CENTER MEDIANS TOTAL STREETS AND TRANSPORTATION CARRYOVER FY 2007 457,603 749,125 989,457 56,540 169,815 61,705 343,440 27,159 52,175 1,442,388 6,094,078 559,670 32,038 274,376 95,268 225,000 293,360 47,009 61,286 663,233 $ 12,694,725 BUDGET FY 2008 50,000 519,000 50,000 15,000 2,854,265 1,835,837 153,000 355,000 430,000 177,432 402,666 55,155 325,594 2,385,000 7,717,658 554,520 863,311 25,000 71,141 23,482 289,500 102,000 225,000 293,360 298,500 645,000 1,344,823 160,000 360,500 22,581,744 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 35 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 PROJECT RESERVE FOR IMPROVEMENTS RAILHEAD 4TH LEG AT 89N MINOR TRANSPORTATION IMPROVEMENT SIDEWALK REPLACEMENT PROGRAM STREET IMPROVEMENT PROGRAM SUNNYSIDE PHASE 4 TRAFFIC SIGNAL MODIFICATION SOUTHSIDE TRAFFIC IMP FOURTH STREET RAIL CROSSING MISC SAFE TO SCHOOL PROJECT MISC BIKE / PED COUNTRY CLUB DRIVE TRANS. PLANNING AND PROGRAM HUNTINGTON DR IMPROVEMENT EAST FLAGSTAFF GATEWAY BEULAH BLVD EXTENSION DOWNTOWN RAIL CROSSING MODIFICIATION RESERVE FOR IMPROVEMENTS LAKE MARY ROAD PHASE 3 BUTLER AVE/4TH STREET SIGNAL COMMERCE AVENUE PAVING PRESTON ROAD PAVING INDUSTRIAL DRIVE/FANNING WASH BUTLER AVENUE WIDENING BRANNEN AND GABEL PAVING WEST/SIXTH INTERSECTION INDUSTRIAL: FANNING TO EAGLE MOUNTAIN STEVES BLVD RAIL CROSSING BUTLER AVE/CONFERENCE CENTER MEDIANS TOTAL STREETS AND TRANSPORTATION Annual Financial Plan HURF 50,000 519,000 50,000 15,000 2,854,265 1,835,837 153,000 355,000 5,832,102 270 TRANSPORTATION GRANTS BONDS OTHER 430,000 177,432 402,666 55,155 325,594 2,385,000 7,717,658 554,520 863,311 25,000 71,141 23,482 289,500 102,000 225,000 293,360 298,500 645,000 1,344,823 160,000 360,500 16,749,642 - - - TOTAL 50,000 519,000 50,000 15,000 2,854,265 1,835,837 153,000 355,000 430,000 177,432 402,666 55,155 325,594 2,385,000 7,717,658 554,520 863,311 25,000 71,141 23,482 289,500 102,000 225,000 293,360 298,500 645,000 1,344,823 160,000 360,500 22,581,744 City of Flagstaff R OU T E 66 180 BL VD 15 10 RD 7 JO 8 28 16 H 9 16 SA N LONE TREE RD AY 89A TE R OU STA TE RD MI LTON WIT Z E AVE B UTLER 24 S FOREST ST CO CIS FRA N HW BE U LA H BL VD H U BE AMPHR VE R EYS ST ST P 271 W DS VIL L A G E N WO ODL A N O W DR BLV D AV E DA R LA KE 18 E UT 16 RO 25 CE 66 AVE 6 MA RY RD 23 40 ND * T US RI DR 19 27 AL LOCKETT RD I E AT ST R TE IN 7 13 U N LL 16 TAL DR EN 22 26 N 11 TR Y 21 2 6 7 8 9 10 11 13 14 15 16 18 19 20 21 22 23 24 25 26 27 28 * 1 3 4 5 12 17 33 33 33 33 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 35 33 33 33 33 92 92 20 R OUTE UNMAPPED PROJECTS RESERVE FOR IMPROVEMENTS - STREETS MINOR TRANSPORTATION IMPROVEMENT SIDEWALK REPLACEMENT PROGRAM STREET IMPROVEMENT PROGRAM TRANS. PLANNING AND PROGRAM RESERVE FOR IMPROVEMENTS RAILHEAD 4TH LEG AT 89N SUNNYSIDE PHASE 4 TRAFFIC SIGNAL MODIFICATIONS SOUTHSIDE TRAFFIC IMPROVEMENTS MISC SAFE TO SCHOOL PROJECT MISC BIKE / PED COUNTRY CLUB DRIVE HUNTINGTON DR IMPROVEMENT EAST FLAGSTAFF GATEWAY BEULAH BLVD EXTENTION RAIL CROSSING MODIFICATION LAKE MARY ROAD PHASE 3 BUTLER AVE/4TH STREET SIGNAL COMMERCE AVENUE PAVING PRESTON ROAD PAVING INDUSTRIAL DRIVE / FANNING WASH BUTLER AVENUE WIDENING BRANNEN AND GABEL PAVING WEST / SIXTH INTERSECTION INDUSTRIAL: FANNING TO EAGLE MOUNTAIN STEVES BLVD RAIL CROSSING BUTLER AVE / CONFERENCE CENTER MEDIANS FOURTH STREET RAIL CROSSING ProjectTitle INTE RSTA TE 4 0 66 CITY OF FLAGSTAFF FY 07/08 STREETS & TRANSPORTATION DIVISIONS 33, 35, & 92 DivisionID ProjectID DIVISIONS 33, 35 & 92 14 2 E M PIRE AVE CLUB DR E N TO NG Annual Financial Plan NT I G DR Y YO H TIN LE AN ON L VA RC C 89 AY GH W HI HI RT FO C OU City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2007-2008 BBB APPROPRIATIONS 1 2 3 4 5 6 7 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 26 27 28 29 30 DIV 74 74 74 74 74 74 74 74 74 74 74 75 75 75 75 75 75 75 75 75 75 75 75 75 75 75 85 PROJECT SPECIAL PROJECTS HISTORIC FACADES CITY GATEWAY SIGNS NEON CORRIDOR RR 66 E CC TO MALL TRAIL US 89 RAILHEAD TO SNOWFLAKE REDEVELOPMENT OPPORTUNITY RT 66 - SOUTH OF TRACKS SCREEN WOODLANDS / BEULAH MEDIANS BEAVER / SF SOUTHSIDE PLAN RT 66 N EL PUEBLO MOTEL SPECIAL PROJECTS SIGNAGE PROGRAM ATA RT 66 TO MCMILLAN MESA FUTS AND ATA MCMILLIAN MESA TRAILHEAD RIO N CRESCENT TO OBS MESA FUTS FT VALLEY SECHRIST - FREEMONT RT 66 - RIO N TO SAN FRANCISCO SANTA FE - W VILLAGE - WALNUT SANTA FE W - WALNUT TO RIO HOSPITAL RIM BEAVER TO FT. RIO N BLUE WILLOW TO 180 COUNTRY CLUB TRAIL - 66 TO CORTLAND SIXTH AVENUE CONNECTOR BRANNEN CONNECTOR MUSEUM CONNECTOR VISITOR CENTER PAVER REPLACEMENT TOTAL BBB CARRYOVER FY 2007 98,650 80,000 60,000 1,030,935 100,000 335,488 150,000 50,000 150,797 9,094 551,261 300,000 300,000 304,542 141,636 $ 3,662,403 BUDGET FY 2008 50,000 148,650 80,000 210,000 507,866 1,030,935 150,000 100,000 150,000 150,000 75,000 50,000 662,754 150,000 50,000 202,611 9,094 617,978 300,000 300,000 100,000 608,775 270,385 258,920 36,850 55,000 141,636 6,466,454 SOURCES OF FUNDING 1 2 3 4 5 6 7 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 26 27 28 29 30 DIV 74 74 74 74 74 74 74 74 74 74 74 75 75 75 75 75 75 75 75 75 75 75 75 75 75 75 85 PROJECT SPECIAL PROJECTS HISTORIC FACADES CITY GATEWAY SIGNS NEON CORRIDOR RR 66 E CC TO MALL TRAIL US 89 RAILHEAD TO SNOWFLAKE REDEVELOPMENT OPPORTUNITY RT 66 - SOUTH OF TRACKS SCREEN WOODLANDS / BEULAH MEDIANS BEAVER / SF SOUTHSIDE PLAN RT 66 N EL PUEBLO MOTEL SPECIAL PROJECTS SIGNAGE PROGRAM ATA RT 66 TO MCMILLAN MESA FUTS AND ATA MCMILLIAN MESA TRAILHEAD RIO N CRESCENT TO OBS MESA FUTS FT VALLEY SECHRIST - FREEMONT RT 66 - RIO N TO SAN FRANCISCO SANTA FE - W VILLAGE - WALNUT SANTA FE W - WALNUT TO RIO HOSPITAL RIM BEAVER TO FT. RIO N BLUE WILLOW TO 180 COUNTRY CLUB TRAIL - 66 TO CORTLAND SIXTH AVENUE CONNECTOR BRANNEN CONNECTOR MUSEUM CONNECTOR VISITOR CENTER PAVER REPLACEMENT TOTAL BBB Annual Financial Plan $ BBB 50,000 148,650 80,000 210,000 507,866 206,141 150,000 100,000 150,000 150,000 75,000 50,000 331,377 150,000 50,000 167,611 9,094 617,978 300,000 100,000 608,775 270,385 258,920 36,850 55,000 141,636 4,975,283 272 TRANSPORTATION GRANTS 324,794 OTHER 500,000 331,377 35,000 300,000 $ 324,794 $ 1,166,377 $ - TOTAL 50,000 148,650 80,000 210,000 507,866 1,030,935 150,000 100,000 150,000 150,000 75,000 50,000 662,754 150,000 50,000 202,611 9,094 617,978 300,000 300,000 100,000 608,775 270,385 258,920 36,850 55,000 141,636 6,466,454 City of Flagstaff ROU TE 89A TE R OU S TA TE 66 180 3 11 21 18 I NT BL V ER D ST ATE 29 24 RD MILTON 3 BE U LA H BL VD RD 40 19 JO 12 22 H U BE AMPHR VE R EYS ST ST H 20 SAN AY N ZE AVE 28 B UTLER W IT 30 S FOREST 23 ST CO CIS FRA N LONE TREE RD W 273 PO VILLA G E W DS WOODLAN B LV D DR L AVE LA K E RO 16 D AR E UT CE 17 66 MA RY 13 TE TA S R TE IN 27 AVE RD ND T 40 US AL RI DR LOCKETT RD TIN TAL D EN R 10 4 N 5 TR Y H 26 E M PIRE AVE 6 3 4 5 6 10 11 12 13 16 17 18 19 20 21 22 23 24 26 27 28 29 30 1 2 7 14 15 74 74 74 74 74 74 74 74 75 75 75 75 75 75 75 75 75 75 75 75 75 85 74 74 74 75 75 INTE 66 0 ProjectTitle RSTA TE 4 CITY OF FLAGSTAFF FY 07/08 BBB FUNDED PROJECTS DIVISIONS 74, 75, & 85 R OUTE UNMAPPED PROJECTS SPECIAL PROJECTS HISTORIC FACADES REDEVELOPMENT OPPORTUNITY FUTS: SPECIAL PROJECTS FUTS: SIGNAGE PROGRAM CITY GATEWAY SIGNS NEON CORRIDOR RR 66 E CC TO MALL TRAIL US 89 RAILHEAD TO SNOWFLAKE RT 66 - SOUTH OF TRACKS SCREEN WOODLANDS / BEULAH MEDIANS BEAVER / SF SOUTHSIDE PLAN RT 66 N EL PUEBLO MOTEL FUTS: ATA RT 66 TO MCMILLAN MESA FUTS AND ATA MCMILLAN MESA TRAILHEAD RIO N CRESENT TO OBS MESA FUTS: FT VALLEY SECHRIST - FREEMONT FUTS: RT 66 - RIO N TO SAN FRANCISCO FUTS: SANTA FE - W VILLAGE - WALNUT FUTS: SANTA FE - W WALNUT TO RIO HOSPITAL RIM BEAVER TO FT. VALLEY RIO N BLUE WILLOW TO 180 COUNTRY CLUB TRAIL - 66 TO CORTLAND SIXTH AVENUE CONNECTOR BRANNEN CONNECTOR MUSEUM CONNECTOR VISITOR CENTER PAVER REPLACEMENT DivisionID ProjectID DIVISIONS 74, 75 & 85 CLUB DR EL G TI N N ON HU D N Annual Financial Plan TO HW I Y R LE ANY ON L VA RC C 89 WA Y IG H H IG RT FO C OU City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2007-2008 WATER APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 DIV 47 47 47 51 51 51 51 51 51 52 52 52 52 52 52 52 CARRYOVER FY 2007 PROJECT LAKE MARY WELLFIELDS INNER BASIN PIPELINE ROOF REPLACEMENT - CHLORINE STORAGE SUNNYSIDE W/L PHASE 4 LAKE MARY UTILITY RELOCATE FRANKLIN WATERLINE MOHAWK DRIVE WATERLINE REPLACEMENT BENTON / SF ALLEY / ELDEN WATERLINE RESERVE FOR IMPROVEMENTS TOWN WELL #5 FUTURE WATER ACQUISITIONS WATER PRODUCTION WELLS RAILROAD SPRINGS RESERVIOR LAKE MARY WELL #7 CHLORINE DIOXIDE WATER SYSTEM OPTIMIZATION TOTAL WATER 194,967 500,000 80,000 110,000 34,350 884,967 BUDGET FY 2008 20,000 401,000 17,780 3,622,636 303,684 308,702 148,565 336,819 129,000 75,000 7,181,800 4,500,000 500,000 280,000 610,000 74,350 18,509,336 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 DIV 47 47 47 51 51 51 51 51 51 52 52 52 52 52 52 52 PROJECT LAKE MARY WELLFIELDS INNER BASIN PIPELINE ROOF REPLACEMENT - CHLORINE STORAGE SUNNYSIDE W/L PHASE 4 LAKE MARY UTILITY RELOCATE FRANKLIN WATERLINE MOHAWK DRIVE WATERLINE REPLACEMENT BENTON / SF ALLEY / ELDEN WATERLINE RESERVE FOR IMPROVEMENTS TOWN WELL #5 FUTURE WATER ACQUISITIONS WATER PRODUCTION WELLS RAILROAD SPRINGS RESERVIOR LAKE MARY WELL #7 CHLORINE DIOXIDE WATER SYSTEM OPTIMIZATION TOTAL WATER Annual Financial Plan OPERATING 20,000 401,000 17,780 3,622,636 303,684 308,702 148,565 336,819 129,000 75,000 BONDS 7,181,800 4,500,000 $ 274 500,000 280,000 610,000 74,350 6,827,536 $ 11,681,800 $ TOTAL 20,000 401,000 17,780 3,622,636 303,684 308,702 148,565 336,819 129,000 75,000 7,181,800 4,500,000 500,000 280,000 610,000 74,350 18,509,336 City of Flagstaff 12 R OU TE AY 180 66 HW B LA EU BL VD H BL VD G 89A TE R OU RD E MILTON I RD 8 JO 7 INTE RSTATE 40 RSTAT SAN LONE TREE RD H 15 6 S E AVE B UTLER WI TZ FOREST ST O ISC NC FRA 5 AV E RO D AR E UT CE LA KE 4 E AT ST R TE IN AVE MA RY RD S 14 40 U ND IA L TR 1 DR LOCKETT RD I IN 12 TAL D EN R G N TR Y E M PIRE AVE 47 47 51 52 52 52 52 47 51 51 51 51 51 52 52 52 2 3 9 10 11 13 16 1 4 5 6 7 8 12 14 15 0 ProjectTitle INTE RSTA TE 4 66 CITY OF FLAGSTAFF FY 07/08 WATER SYSTEMS DIVISIONS 47, 51, & 52 R OUTE UNMAPPED PROJECTS INNER BASIN PIPELINE ROOF REPLACEMENT - CHLORINE STORAGE RESERVE TOWN WELL #5 FUTURE WATER ACQUISITION RAILROAD SPRINGS RESERVOIR WATER SYSTEM OPTIMIZATION LAKE MARY WELLFIELDS SUNNYSIDE W/L PHASE 4 LAKE MARY UTILITY RELOCATE FRANKLIN WATERLINE MOHAWK DRIVE WATERLINE REPLACEMENT BENTON/SF ALLEY/ELDEN WATERLINE WATER PRODUCTION WELLS LAKE MARY WELL #7 CHLORINE DIOXIDE SYSTEM DivisionID ProjectID DIVISIONS 47, 51, & 52 CLUB DR STA TE PO TE HU BEAMPHR VER EYS ST ST W N 275 EL L DS VILLA G E WOODLAN N 17 W DR BLV D 66 IN G NT ON HU D Annual Financial Plan N I TO Y R LE ANY NT L VA RC CO 89 HW AY H HI RT FO CO U City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2007-2008 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 58 58 58 58 58 58 58 58 58 58 CARRYOVER FY 2007 32,174 31,600 185,874 137,173 170,000 556,821 PROJECT WILDCAT STREET REPAIRS WILDCAT TREATMENT UPGRADE PICTURE CANYON WILDCAT UPGRADE RIO CLARIFER CONCRETE REPAIRS CO-GENERATION EQUIPMENT PLASMA LINEAR RECYCLER RECLAIM HYDRANTS HUNTINGTON SEWER UPSIZE CONTINENTAL OUTFALL SEWER BUFFALO PARK TANK WESTSIDE INTERCEPTER IMPROVEMENTS BUSHMASTER RECLAIM LINE CLAY AVENUE WASH DET BASIN MCMILLAN MESA SEWER UPSIZE MALL RECYCLING BOOSTER RESERVE FOR IMPROVEMENTS TOTAL WASTEWATER BUDGET FY 2008 32,174 15,000,000 307,560 803,720 75,000 2,000,000 800,000 25,000 419,646 363,117 370,000 100,000 342,092 150,000 50,000 300,000 95,000 21,233,309 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 58 58 58 58 58 58 58 58 58 58 PROJECT WILDCAT STREET REPAIRS WILDCAT TREATMENT UPGRADE PICTURE CANYON WILDCAT UPGRADE RIO CLARIFER CONCRETE REPAIRS CO-GENERATION EQUIPMENT PLASMA LINEAR RECYCLER RECLAIM HYDRANTS HUNTINGTON SEWER UPSIZE CONTINENTAL OUTFALL SEWER BUFFALO PARK TANK WESTSIDE INTERCEPTER IMPROVEMENTS BUSHMASTER RECLAIM LINE CLAY AVENUE WASH DET BASIN MCMILLAN MESA SEWER UPSIZE MALL RECYCLING BOOSTER RESERVE FOR IMPROVEMENTS TOTAL WASTEWATER Annual Financial Plan OPERATING $ 32,174 $ $ 307,560 $ 803,720 $ 75,000 $ $ 800,000 $ 25,000 $ 419,646 $ 363,117 $ 370,000 $ 100,000 $ 342,092 $ 150,000 $ 50,000 $ 300,000 $ 95,000 $ 4,233,309 276 BONDS OTHER 15,000,000 2,000,000 $ 15,000,000 $ 2,000,000 TOTAL 32,174 15,000,000 307,560 803,720 75,000 2,000,000 800,000 25,000 419,646 363,117 370,000 100,000 342,092 150,000 50,000 300,000 95,000 $ 21,233,309 City of Flagstaff R OU T E 66 AY 12 180 BL VD H LA U BE RD MI LTON HW 89A TE R OU STA TE RD JO P H W 277 BL VD HU BE AMPHR VE R EYS ST ST SA N LONE TREE RD S E AVE B UTLER WI TZ FOREST 5 AV E LA KE RO U DA R TE CE 66 AVE MA RY RD TE TA RS E T IN 40 ND T US RI AL DR LOCKETT RD 9 TAL DR EN 13 N TR Y H IG 10 E M PIRE AVE 2 57 57 57 57 58 58 58 58 58 57 57 57 58 58 58 58 58 3 4 6 7 8 11 14 15 17 1 2 5 9 10 12 13 16 R OUTE 66 ProjectTitle INTE RSTA TE 4 0 1 CITY OF FLAGSTAFF FY 07/08 WASTEWATER SYSTEMS DIVISIONS 54, 57, & 58 16 UNMAPPED PROJECTS PICTURE CANYON WASTEWATER IMPROVEMENTS NON-BOND FUNDED CO-GENERATION EQUIPMENT PLASMA LINEAR RECYCLER RECLAIM HYDRANTS BUFFALO PARK TANK CLAY AVENUE WASH DET BASIN MCMILLAN MESA SEWER UPSIZE RESERVE FOR IMPROVEMENTS WILDCAT CRACKSEAL/ACCESS CHIPSEAL WASTE WATER IMPROVEMENTS BOND RIO CONCRETE REPAIRS HUNTINGTON/OLD SEWER PLANT UPSIZE CONTINENTAL OUTFALL SEWER WESTSIDE INTERCEPTER IMPROVEMENTS BUSHMASTER RECLAIM LINE UPGRADE RECLAIM BOOSTER STATION DivisionID ProjectID DIVISIONS 54, 57 & 58 OU N DS VIL L A G E BLV D WO ODL A N LL Y E DR O W ST O ISC NC FRA N TO G IN H N UN T I Annual Financial Plan DR G TIN LE YO ON 89 HW AY HI L VA AN RC C RT FO C CLUB DR City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2007-2008 AIRPORT APPROPRIATIONS 1 2 3 4 DIV 37 37 37 37 PROJECT ARFF BUILDING DESIGN/CONSTRUCTION RUNWAY EXTENSION ECHO - FOXTROT DRAINAGE AIRCRAFT WASHRACK TOTAL AIRPORT CARRYOVER FY 2007 12,250 $ 12,250 $ BUDGET FY 2008 16,936 11,173,459 12,343 3,780 11,206,518 OPERATING 16,936 1,515,024 12,343 3,780 $ 1,548,083 GRANTS SOURCES OF FUNDING 1 2 3 4 DIV 37 37 37 37 PROJECT ARFF BUILDING DESIGN/CONSTRUCTION RUNWAY EXTENSION ECHO - FOXTROT DRAINAGE AIRCRAFT WASHRACK TOTAL AIRPORT Annual Financial Plan 278 OTHER 9,658,435 $ 9,658,435 $ - TOTAL 16,936 11,173,459 12,343 3,780 $ 11,206,518 City of Flagstaff 89A TE R OU RST ATE 17 Annual Financial Plan STA TE IN TE 3 4 1 279 1 2 3 4 ARFF BUILDING CONSTRUCT RUNWAY EXTENSION ECHO - FOXTROT DRAINAGE AIRCRAFT WASHRACK RY 37 37 37 37 ProjectTitle CITY OF FLAGSTAFF FY 07/08 AIRPORT DIVISION 37 MA DivisionID ProjectID DIVISION 37 2 L E AK RD City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2007-2008 ENVIRONMENTAL SERVICES APPROPRIATIONS 1 2 3 4 5 6 DIV 41 41 41 41 41 41 PROJECT ROAD EXTENSION MAINATAINCE BUILDING PROJECT SINCLAIR PIT CLOSURE FUELING STATION PROJECT BIODIESEL PUMPING STATION CINDERLAKE LANDFILL RESIDENTIAL DROPOFF TOTAL ENVIRONMENTAL SERVICES CARRYOVER BUDGET FY 2007 FY 2008 13,000 175,000 8,000 80,000 80,000 14,000 14,000 81,164 81,164 $ 175,164 $ 371,164 SOURCES OF FUNDING 1 2 3 4 5 6 DIV 41 41 41 41 41 41 PROJECT ROAD EXTENSION MAINATAINCE BUILDING PROJECT SINCLAIR PIT CLOSURE FUELING STATION PROJECT BIODIESEL PUMPING STATION CINDERLAKE LANDFILL RESIDENTIAL DROPOFF TOTAL ENVIRONMENTAL SERVICES Annual Financial Plan 280 OPERATING 13,000 175,000 8,000 80,000 14,000 81,164 $ 371,164 TOTAL 13,000 175,000 8,000 80,000 14,000 81,164 $ 371,164 City of Flagstaff Annual Financial Plan 281 City of Flagstaff 2 4 5 1 1 2 4 6 3 5 41 41 41 41 41 41 DivisionID ProjectID DIVISION 41 UNMAPPED PROJECTS SINCLAIR PIT CLOSURE - WOODY MTN ROAD BIODIESEL PUMPING STATION - PUBLIC WORKS YARD ROAD EXTENSION MAINTAINANCE BUILDING PROJECT FUELING STATION PROJECT CINDLAKE LANDFILL RESIDENTIAL DROPOFF ProjectTitle CITY OF FLAGSTAFF FY 07/08 ENIVRONMENTAL SERVICES CINDER LAKE LANDFILL DIVISION 41 SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2007-2008 STORMWATER UTILITY APPROPRIATIONS 1 2 3 CARRYOVER FY 2007 DIV PROJECT 34 RIO DE FLAG PROJECT 34 RIO PARKING REPLACEMENT 99 DRAINAGE SPOT IMPROVEMENT TOTAL STORMWATER UTILITY $ - BUDGET FY 2008 5,975,068 750,000 340,000 $ 7,065,068 SOURCES OF FUNDING 1 2 3 DIV PROJECT 34 RIO DE FLAG PROJECT 34 RIO PARKING REPLACEMENT 99 DRAINAGE SPOT IMPROVEMENT TOTAL STORMWATER UTILITY Annual Financial Plan OPERATING $ 340,000 340,000 282 GEN FUND 5,975,068 750,000 OTHER 6,725,068 - TOTAL 5,975,068 750,000 340,000 7,065,068 City of Flagstaff ROU TE 66 180 EU B LA BL VD H BL VD IN 2 RD S STT JO INTE RSTATE 40 1 H ST S ZE AVE B UTLER W IT 3 FOREST AVE 3 D AR TE LA K E U RO CE 66 CO AY O P W N W 89 A TE RO U R STATE TE HU BEAMPHR VER EYS N SA LONE TREE RD 3 AVE MARY TE TA RD RS TE IN G IN NCIS FRA L 283 EL DS VILLA G E WOODLA N STA TE RD MILTON 17 W DR BLV D N NT YO HU DR N Annual Financial Plan 40 D N T US A RI L DR LOCKETT RD I H TO EY CA N TAL D EN R TIN ON LL VA R C TR OU C E M PIRE AVE Y 34 34 99 1 2 3 DivisionID ProjectID DIVISIONS 34,99 N 89 AY W IG H HIG H RT FO CLUB DR City of Flagstaff RIO DE FLAG PROJECT RIO PARKING REPLACEMENT DRAINAGE IMPROVEMENT PROGRAM ProjectTitle INTE RSTA TE 4 0 66 CITY OF FLAGSTAFF FY 07/08 STORM WATER DIVISIONS 34, & 99 R OUTE GENERAL GOVERNMENT 3. Minor Transportation Improvement: Undesignated appropriation to fund street capacity, safety or operational improvements such as turn lanes, neighborhood traffic management devices and traffic signal modifications. 1. Fire Stations: Development and construction of four new fire stations to replace existing facilities and improve response times as authorized at general election 2004. 4. Sidewalk Replacement Program: Provides replacement of curb, gutter and sidewalk in cases where property owners contribute 50% of replacement costs. 2. Aquaplex: Development and construction of a new 51,000 square foot Recreation Center including leisure pool, fitness area and gym as well as facilities for meeting and recreational classes. Facility will be centrally located at the northeast corner of Fourth Street and Industrial Drive. 5. Street Improvement Program: City-wide annual pavement maintenance consisting of crack sealing, seal coating and asphalt overlay and ADA sidewalk compliance. FY 2008 PROJECT DESCRIPTIONS 6. Sunnyside Phase IV: Street and drainage construction with associated water main replacements in the Sunnyside neighborhood are bounded by Sixth Avenue, Main Street, Dortha Avenue and Center Street. 3. FUTS/Open Space Land Acquisition: Acquire approximately 750 acres of core open space for FUTS trails as well as for protection of critical open space lands. 7. Traffic Signal Modification: Modification and replacement of traffic signal equipment at the intersections of Beulah Blvd / Mc Connell Drive and at N. Fourth Street / Cedar Avenue. 4. USGS Office / Lab Building: Construction of combination office and lab space to replace existing USGS facilities that will in turn be leased back to GSA. 8. Southside Traffic Improvements: Provide traffic, and pedestrian improvements at South Beaver and San Francisco Streets in conjunction with implementation of the Southside Redevelopment. 5. Business Incubator: Develop 10,000 square foot regional business incubator facility with grant assistance from EDA creating partnerships and assisting in the development of new businesses. 9. Fourth Street Rail Crossing: The connections of the fourth Street from Route 66 to Huntington / Industrial Drive via a grade separated crossing. 6. Aspen Place at Sawmill: Improvement district funding for public infrastructure associated with a forty acre mixed-use redevelopment project located at the southeast corner of Butler Avenue and Lone Tree Road. 10. 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. For 2008, projects include completion of median and on-site landscaping at Killip Elementary School and sidewalk replacement of the west side of Ft. Valley Road between the Sechrist Elementary School crosswalk and Stevanna Way. 7. Redevelopment – Parking: The City has been working with the property owners in the downtown area on enhancing the amenities in the area. The City is proposing a project that would add parking meters to both the north and south side business areas and develop controlled parking lots for the employees, businesses and visitors alike. Property owners have expressed concerns with the lack of parking enforcement and turnover as one of the major obstacles for promotion of the downtown. 11. Miscellaneous Bike Pedestrian Project: Pedestrian improvements including sidewalk construction at Woodlands Village Blvd from West Route 66 to Forest Meadows Drive and at Navajo Drive and Bonito Street. STREETS/TRANSPORTATION 1. Reserve for Improvements: Annual allocation for unprogrammed street improvements and/or City participation in projects of other agencies (i.e.: ADOT, BNSF, NAU). 12. Country Club Drive: Landscape improvement for the Country Club drive median between Soliere Avenue and Bonito Street. 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. Annual Financial Plan 13. Transportation Planning and Programming: Community wide transportation planning services for 284 City of Flagstaff 21. Commerce Avenue Paving: Funding for strip paving at Commerce Avenue east of Dodge Avenue in order to minimize maintenance costs associated with existing unpaved roadway or City participation in potential improvement district to provide full with street and drainage improvements. the identification and prioritization of projects based on the regional plan, current needs and public input. Transportation projects include pedestrian, bikeways, urban trails, safety, capacity and street improvements. Includes the development and updating of the 5-year Transportation Program on an annual basis and staff support of the Citizens Transportation Advisory Committee. 22. Preston Road Paving: Funding for strip paving at Preston Avenue from Commerce Avenue to Empire Avenue in order to minimize maintenance costs associated with existing unpaved streets or City participation in potential improvement district to provide full width street and drainage improvements. 14. Huntington Dr Improvements Phase II: Provides roadway reconstruction including full width roadway improvements and drainage system. This project will complete improvements for Huntington Drive to service increased traffic volumes between the Fourth Street Rail Crossing project and the Butler Avenue / Enterprise Road Intersection. 23. Industrial Drive / Fanning Wash: 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. 15. 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. 24. Butler Ave Widening: Project development, in conjunction with private sector, of full arterial roadway and drainage improvements for Butler Avenue from I-40 to the Sinagua Heights subdivision. 25. Brannen and Gabel Paving: Provide engineering, design services and construction documents for the paving of Brannen Ave. and Gabel St. in the Southside neighborhood. 16. Beulah Blvd Extension: 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. 26. West Sixth Intersection: Intersection and pedestrian improvements at the intersection of West Street and Sixth Avenue in the Sunnyside Neighborhood. 17. Downtown Rail Crossing Modifications: Rail crossing modifications necessary to eliminate train horns at Beaver Street, San Francisco Street, Enterprise Road, Steves Blvd and Fanning Drive railroad crossings. 27. Industrial Drive/Fanning to Eagle Mountain: Provide engineering and construction services for the paving of Industrial Dr. from Fanning Drive to Eagle Mountain Drive. 28. Steves Blvd Rail Crossing: Traffic and safety study to determine the effects of a possible closure of the Steves Blvd rail crossing subsequent to the completion of the Fourth Street Rail overpass project. 18. 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). 29. Butler Avenue / Conference Center Medians: Medians for a large arterial street (Butler) to provide calming to this busy section when the conference center is completed. 19. Lake Mary Road Phase 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. BBB th 20. Butler Avenue / 4 Street 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. Annual Financial Plan 1. Special Projects: Covers small emergent items of work, such as minor streetscape projects, plant replacements, irrigation system repairs, art installation needs, and other miscellaneous beautification needs. 285 City of Flagstaff 2. Historic Facades: Very successful grant program to assist property owners with preservation of historic buildings and signs. Distribution overseen by Historic Preservation Commission. 14. Special Projects and Unprogrammable Work: Covers small emergent items of work, such as minor trail projects and repairs, and other miscellaneous trail needs. 3. City Gateway Signs: Construct gateway monument signs at major entries into City. 15. Signage Program: Comprehensive program to install regulatory, directional, trailhead, boundary, and interpretive signs along the entire FUTS system. 4. Neon Corridor / RT 66 Preservation Project: Part of 1936 Route 66 preserved in place under E Flag TI Project that will have enhancements including FUTS trail connection, landscaping, interpretive signage, rest area, and possibly some historic neon sign installations. 16. ATA RT 66 to McMillan Mesa: FUTS section of the Arizona Trail parallels the planned extension of Ponderosa Parkway from Route 66 to the top of McMillan Mesa. 17. FUTS and ATA McMillan Mesa Trailhead: Trailhead improvements fro Arizona Trail on McMillan Mesa on south side of Cedar Avenue. 5. RR 66 E CC to Mall Trail: FUTS Trail per Regional Land Use and Transportation Plan FUTS Trial Map along Route 66 connecting Country Club to the Flagstaff Mall. 18. Rio N Cresent to Obs Mesa: Continues the existing FUTS trail along the Rio de Flag north from downtown. Part of planned trail connection between Cheshire and downtown. 6. US 89 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. Project also includes landscaping of the trail area and the medians. 19. FUTS Ft Valley Sechrist – Freemont: Paved FUTS trail along east side of Fort Valley Road. 20. RT 66 – Rio N to San Francisco: Short section of paved FUTS trail along the south side of Route 66 through downtown. 7. Redevelopment Opportunities: Annual contribution for redevelopment projects, such as Route 66 or other redevelopment opportunities as identified by City Council. 21. Santa Fe – W Village – Walnut: FUTS trail along the south side of the BNSF tracks from Clay Avenue to Railroad Springs. Includes planned under crossing of tracks at Walnut Street. 8. East Flag TI ADOT Corridor: Gateway, bicycle and pedestrian enhancements, and landscaping associated with ADOTS East Flag TI reconstruction. 22. Santa Fe W – Walnut to Rio: FUTS trail follows north side of BNSF tracks from Colton Park to Walnut Street. Includes pedestrian/bicycle bridge across Milton Avenue on north side of railroad bridge. 9. Rio de Flag USACE Project: Gateway, bicycle, and pedestrian enhancements, and landscaping associated with USACE Rio de Flag reconstruction. 23. Hospital Rim Beaver to Ft. Valley: Short FUTS trail that connects Beaver Street and the intersection of Fort Valley and Forest Avenue. 10. RT 66 South of Tracks Screen: Landscaping for “Industrial Drive/Fanning to Eagle Mountain” (Street/Transportation #23) in order to comply with Engineering Standards and to screen industrial zone from Route 66. 24. Rio N Blue Willow to 180: Northern section of FUTS trail will help complete trail from Cheshire to downtown. 11. Woodlands / Beulah Medians: Landscaping for Woodlands and Beulah medians (completed) in order to comply with Engineering Standards, to replace dead plants, and to install needed irrigation. 25. Ft Valley Trail – Kend to Sechrist: Eight-foot asphalt pathway along the west side of Fort Valley Road. Will be built by ADOT. 12. Beaver / SF Southside Plan: Provide traffic, pedestrian and/or bicycle improvements at South Beaver and San Francisco Streets. This would be a second phase of “Southside Traffic Improvements” (Street/Transportation #7). 26. Country Club Trail – 66 to Cortland: Completes missing section of FUTS trail along the east side of Country Club Drive between Cortland Boulevard and the East Flag Traffic Interchange. 13. RT 66 N El Pueblo Motel: Hardscape and landscaping improvements demonstrating Route 66 streetscape concepts and possibilities and associated with historic preservation of the motel. 27. Sixth Avenue Connector: Trail connection from west side of the Sunnyside neighborhood to the Arizona Trail on top of McMillan Mesa. This connection is used informally. Annual Financial Plan 286 City of Flagstaff 28. Brannen Connector: FUTS trail access to Rio South Trail from mariposa Street in Brannen homes neighborhood. This connection is used informally. 12. Water Production Wells: Design, drilling, equipping and construction of well buildings and water system connections. 29. Museum Connector: Trail connects Museum of Northern Arizona west building to Rio North Trail. 13. Railroad Springs Reservoir: Participation with the developer of the Presidio Project to upsize the reservoir from 500,000 gallons to 1,000,000 gallons. 30. Visitor Center Paver Replacement: Replace pavers along backside of Visitor Center and Amtrak Station. Current pavers are broken, chipped, uneven and a safety hazard. 14. Lake Mary Well #7: Equip Lake Mary well number 7 and run power to it. 15. Chlorine Dioxide: The addition of Chlorine Dioxide at the head-works of the water plant to meet new regulations and to improve water quality coming from Lake Mary. WATER 1. Lake Mary Wellfields: Funds set aside in an account for future land acquisition. 16. Water System Optimization: Computer modeling of physical characteristics of the water system to predict and improve the operation of the system. 2. Inner Basin Pipeline: Replace approximately 14 miles of concrete pipe with iron pipe. City crews are replacing approximately ½ mile each year. WASTEWATER 3. Roof Replacement – Chlorine Storage: Replace roof on this building 4. Sunnyside W/L Phase undersized waterlines in includes drainage, sewer, improvements in locations being replaced. 1. Wildcat Street Repairs: Crack seal and chip-seal access road to plant. IV: Replacement of Sunnyside. Project sidewalk and street where waterlines are 2. Wildcat Treatment Upgrades: Construction of upgrades to the Wildcat Plant to replace obsolete and deteriorating equipment which will improve discharge and reclaimed water quality. 5. Lake Mary Utility Relocate: Various utility relocates on Lake Mary Road from water plant to cattle guard to accommodate Forest Service road widening project. 3. Picture Canyon: Realign Rio de Flag channel to original configuration. 4. Wildcat Upgrades: Improve to gas piping, grease treatment, primary clarifier and sludge pump at the Wildcat Wastewater Treatment Plant. 6. Franklin Waterline: Replacement of galvanized pipe with PVC pipe and add fire hydrant location: Franklin Avenue from Beaver to Lone Tree Road. 5. Rio Clarifier Concrete Repairs: Repair deteriorated concrete in the clarifiers above the water levels caused by sewer gases. 7. Mohawk Drive Waterline Replacement: Replace 380 feet of 2-inch pipe with 8-inch pipe and new service connections on Mohawk Drive from Pinal to Walapai. 6. Co-Generation Equipment: Is a reciprocating methane gas-fired engine which will generate and supply some of electrical power load for the plant. The methane gas is a by-product of the sludge digestion process. 8. Benton / SF Alley / Elden: Replace 900 feet of 2inch with 8-inch water-main and add fire hydrants on Benton and Elden. 9. Reserve for Improvements: Annual reserve for unanticipated line replacements, oversizing and participation with developers that may occur during the fiscal year. 7. Plasma Linear Recycler: This is a one-year pilot study to see if the unit is capable of cost effectively doing what it is purported to do; convert sewage sludge into a fully sterilized organic fertilizer and produce a bio-gas capable of fueling vehicles and equipment that run on natural gas. 10. Town Well #5: Equipping the well and building for the Rio well. 8. Reclaim Hydrants: Installation of fire hydrants on the reclaim system. 11. Future Water Acquisition: Acquisition of water rights, water ranch, or development of the Redwall Aquifer. Annual Financial Plan 9. Huntington Sewer Upsize: Upsize sewer from MH8-006 to R-002. 287 City of Flagstaff 10. Continental Outfall Sewer: Upsize line between manholes MH#17-008 downstream to MH17-001. ENVIRONMENTAL SERVICES 11. Buffalo Park Tank: Paint Buffalo Park reservoir. 1. Road Extension: Add and maintain service roads inside the landfill. 12. Westside Intercepter Improvements: Design of 1980 feet of undersized 8-inch sewer main with an 18-inch main near Railroad Springs Subdivision. 2. Maintenance Building Project: Provide a space for landfill operations and maintenance of landfill equipment. 13. Bushmaster Reclaim Line: Replacement of a 6inch reclaim main linking the Wildcat Plant with Buffalo Park storage reservoir with a 12-inch main. 3. Sinclair Pit Closure: Noxious weed abatement and remove fencing. 4. Fueling Station Project: This is above ground tank for off road vehicles. 14. Clay Avenue Wash Detention Basin: construction of a steel conduit beneath the proposed detention dam for a future casing pipe for a sewer main. 5. BioDiesel Pumping Station: Upgrade capacity to fill service truck. 15. McMillan Mesa Sewer Upsize: The City’s portion of sewer main upsizing in Foxglenn Park caused in part by the McMillian Subdivision project. 6. Cinder Lake Landfill Residential Drop Off: this will provide an alternative dumping site for residents. 16. Mall Recycling Booster: A reclaimed water booster station located near the new mall to lift reclaimed water from Wildcat Plant to the Buffalo Park Tank. STORMWATER 17. Reserve for Improvements: Annual reserve for unanticipated line replacements, oversizing. 1. Rio De Flag Project: City participation in Army corps of engineers flood control project to mitigate potential flood dame and facilitate redevelopment in central business district. AIRPORT 2. Rio Parking Replacement: Replacement of parking spaces lost to the Rio Project. 1. ARFF Building: Construct airport rescue/fire facility with equipment bay administrative area, access road, and parking lot. 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. 2. Design / Construction Runway Extension: Extend current Runway 3/21 and Taxiway “A” by 1800’ to the northeast. Construct new Runway Safety Area per FAA specifications. Relocate affected utilities and complete project drainage improvements. Relocate current airport perimeter fence, install upgraded airfield lighting and appropriate runway signs. Paint new pavement markings. 3. Echo-Foxtrot Drainage: Correct drainage issues in the vicinity of the Echo Foxtrot hangars. 4. Aircraft Washrack: Glycol Recover System. Annual Financial Plan 288 City of Flagstaff OPERATING BUDGET IMPACT The Capital Improvement Plan (CIP) identifies the costs required to construct City facilities and infrastructure. However, the completion of these projects creates effects in continuing costs that must be absorbed in the operating budget. These costs include new personnel, maintenance, and various utilities needs. As the City develops the Capital Improvement Plan (CIP), attempts are made to identify and plan for operating costs resulting from the projects undertaken. The graph shows the additional costs estimated to impact the operating budget as a direct result of the projects in CIP. The graph depicts compounding increases in operating costs due to expected phasing in of projects. 1,600,000 1,400,000 Operating Facilities Streets Beautification/Parks Water/Wastewater Airport Environmental Services 1,200,000 1,000,000 800,000 600,000 400,000 200,000 0 2008 2009 2010 2011 2012 Estimated Operating Costs Detail When analyzing the fiscal impacts of the CIP, city staff invests considerable time in evaluating the necessary operating elements of each project. Staffing levels, including position classification, are analyzed and determined. Equipment needs and the cost of operations and maintenance are also looked at and estimated. Inflationary impacts are also factored into future operating costs. The following table shows the operating impact by project type. A number of projects such as the Aquaplex are included in the costs below and will require funds for maintenance and operations. PROJECT TYPE Operating Facilities Streets Beautification/Parks Water/Wastewater Airport Environmental Services TOTAL Annual Financial Plan FY 2008 488,100 66,966 17,622 212,550 68,165 182,420 1,035,823 FY 2009 FY 2010 FY 2011 FY 2012 1,487,100 70,124 18,147 244,654 56,476 7,643 1,884,144 1,487,500 73,410 18,693 306,470 113,454 7,872 2,007,399 1,487,900 76,754 19,206 311,297 119,112 8,108 2,022,377 1,488,280 80,324 19,831 315,238 124,705 8,351 2,036,729 289 City of Flagstaff Annual Financial Plan 290 City of Flagstaff - 108,458,991 Total Expenditures Ending Balance 26,889,422 16,884,933 14,447,260 17,059,175 14,924,203 9,570,010 848,089 7,835,899 71,514,686 13,401,196 59,238,260 144,154,142 - 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 2006-2007 - 45,871,008 8,904,183 5,839,885 5,729,913 3,829,460 5,701,324 9,201,430 491,092 6,173,721 9,490,153 36,380,855 45,871,008 Estimate 2006-2007 - 144,154,142 56,720,549 22,581,744 6,466,454 18,509,336 21,233,309 11,206,518 371,164 7,065,068 71,514,686 13,401,196 59,238,260 144,154,142 - Budget 2007-2008 - 51,091,110 18,941,554 8,179,124 1,437,500 3,728,239 10,125,493 7,579,200 55,000 1,045,000 11,500,000 8,802,878 30,788,232 51,091,110 - Budget 2008-2009 - 23,588,447 8,400,000 6,812,200 1,373,920 2,607,100 2,025,227 1,140,000 1,010,000 220,000 9,021,000 14,567,447 23,588,447 - Budget 2009-2010 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM SUMMARY FISCAL YEARS 2008-2013 - 28,492,308 10,400,000 6,610,200 1,162,714 1,572,872 2,756,522 5,690,000 300,000 7,851,000 20,641,308 28,492,308 - Budget 2010-2011 - 24,051,537 1,900,000 6,215,000 1,118,719 1,085,863 2,106,400 11,335,555 290,000 1,572,500 22,479,037 24,051,537 - Budget 2011-2012 - 25,141,603 400,000 8,225,000 150,000 4,407,729 2,668,874 9,005,000 285,000 1,572,500 23,569,103 25,141,603 - Budget 2012-2013 - - 105,666,286 64,463,153 17,439,220 35,740,599 46,617,149 55,157,703 1,927,256 15,378,789 342,390,155 83,014,686 51,711,227 207,664,242 342,390,155 Total Plan Annual Financial Plan 291 City of Flagstaff 26,889,422 - Real Estate Proceeds Land Acquisition Total General Government - 8,985,654 7,856,295 1,422,321 1,000,680 3,364,919 1,038,500 3,221,053 General Fund Bond Fund Fire Stations Aquaplex FUTS/Open Space Acquisitions USGS Office/Lab USGS Misc Buildings Business Incubator Adult Center Renovation Observatory Mesa Parks Acquisition Aspen At Sawmill General Government GENERAL FUND Facilities Redevelopment Budget 2006-2007 8,904,183 838,496 3,949,797 2,765,476 46,768 4,455 218,999 1,079,600 592 Estimate 2006-2007 56,720,549 - 6,369,250 13,296,908 1,360,225 580,600 3,802,287 30,111,279 1,200,000 - Budget 2007-2008 18,941,554 - 7,091,554 10,450,000 1,000,000 - - 400,000 Budget 2008-2009 8,400,000 - 1,500,000 5,500,000 1,000,000 - - 400,000 Budget 2009-2010 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2008-2013 10,400,000 - 10,000,000 - - 400,000 Budget 2010-2011 1,900,000 - - 1,500,000 - 400,000 Budget 2011-2012 400,000 - 400,000 Budget 2012-2013 4,021,286 1,079,600 5,500,592 2,000,000 30,949,775 95,666,286 2,000,000 1,200,000 17,410,601 16,062,384 4,406,993 11,035,055 Total Plan Annual Financial Plan 292 City of Flagstaff 82,932 557,348 15,000 1,915,724 300,000 1,439,282 100,000 137,510 50,000 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 Streets/Transportation Streets Cummings Street Railhead 4th Leg at 89N E. Route 66 - CC to Walnut Minor Transportation Improvements Curb, Gutter, Sidewalk Overlay Enterprise/Butler Reconstruction Southside Traffic Improvements Sunnyside Sunnyside Phase III-B Sunnyside Phase 4 Sunnyside Phase VI Sunnyside Phase VII Traffic Signal Modification Bus Pullouts Reserve for Improvements Transportation 4th Street Overpass Misc Safe to School Sidewalk Thomas School Misc Bike/Ped Country Club Drive Transportation Planning & Programing Empire Avenue Extension Lone Tree Road Study Huntington Drive Improvements East Flagstaff Gateway Beulah Blvd. Extension 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 Budget 2006-2007 326 291 35,724 2,178,187 98,791 58,831 42,841 93,000 113 12,500 105,800 5,922 583,120 103,115 10,727 13,757 243,413 1,331 63,555 99,745 19,249 1,166,599 169,815 15 449,825 43,460 586 20,000 Estimate 2006-2007 430,000 177,432 402,666 55,155 325,594 2,385,000 7,717,658 554,520 863,311 25,000 71,141 23,482 289,500 102,000 225,000 519,000 50,000 15,000 2,854,265 355,000 1,835,837 153,000 50,000 Budget 2007-2008 75,000 497,200 25,000 - 150,000 2,100,000 525,800 25,000 200,000 350,324 125,000 - - 125,000 15,000 2,125,000 900,000 50,000 Budget 2009-2010 - - 125,000 15,000 2,075,000 965,000 180,000 50,000 Budget 2008-2009 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2008-2013 200,000 75,000 468,600 25,000 - 200,000 125,000 15,000 2,125,000 50,000 Budget 2010-2011 25,000 - 200,000 75,000 - 200,000 125,000 15,000 2,275,000 50,000 Budget 2011-2012 200,000 200,000 75,000 25,000 500,000 760,000 125,000 15,000 2,525,000 850,000 50,000 Budget 2012-2013 63,555 618,745 675,000 109,249 15,145,864 524,815 15 2,285,662 1,865,000 850,000 196,460 180,586 320,000 2,608,187 876,223 1,061,497 97,996 868,594 113 12,500 4,590,800 7,723,580 2,629,240 966,426 160,727 284,898 266,895 1,331 500,000 640,150 227,291 1,020,724 Total Plan Annual Financial Plan 293 City of Flagstaff Butler Ave Widening Branden & Gabel Paving West/Sixth Intersection Industrial Drive-Fanning to Eagle Mtn Drive East Flagstaff Improvement District Steves Blvd Rail X-ing Study Butler Ave/Conference Cntr Medians New Traffic Signal PGM No Name Street Paving Thorpe Road Edge Improvements Country Club/Oakmont West Arrowhead Improvements Total Streets/Transportation Streets/Transportation (continued) 16,884,933 552,570 49,662 106,291 726,932 - Budget 2006-2007 27,570 2,653 45,005 63,699 80,320 5,839,885 Estimate 2006-2007 22,581,744 293,360 298,500 645,000 1,344,823 160,000 360,500 Budget 2007-2008 8,179,124 250,000 1,043,000 - Budget 2008-2009 6,812,200 3,000,000 - Budget 2009-2010 250,000 1,076,600 6,610,200 2,000,000 - Budget 2010-2011 600,000 2,650,000 6,215,000 Budget 2011-2012 250,000 2,650,000 8,225,000 Budget 2012-2013 750,000 600,000 6,376,600 64,102,653 6,363,930 301,153 690,005 1,408,522 80,320 160,000 Total Plan Annual Financial Plan 294 City of Flagstaff Thorpe Park RECREATION Total BBB Visitor Center Pavers Special Projects & Unprogrammed Work Historic Facades City Gateway Signs Neon Corridor Rt 66 East - CC to Mall Trail US 89 Railhead to Snowflake Redevelopment Opportunity E Flag TI ADOT Corridor Rio De Flag USACE Project Enhance Rt 66 - South of the Tracks Screening Woodlands/Beulah Medians Beaver/SF Southside Plan Implementation Rt 66 Northside - El Pueblo Motel Special Projects & Unprogrammed Work Right of Way & Open Space Opportunity Signage Program ATA - Rt 66 to McMillan Mesa FUTS & ATA McMesa Trailhead RIO North - Crescent to Observatory Mesa Fort Valley (Sechrist to Fremont) McMillan Mesa (Bridge) E-Rio N to San Francisco Santa Fe - West Village to Walnut BNSF Santa Fe West - Walnut to Rio N - ADOT Hopsital Rim - Beaver to Ft Valley Rio North - Blue Willow to Hwy 180 Co Club Trail - 66 to Cortland Sixth Avenue Connector Brannen Connector Museum Connector TOURISM BBB Beautification - 5,729,913 4,411,026 - 50,000 2,015 111,603 7,500 302,578 45,178 14,120 10,599 48,477 - 50,000 20,000 38,776 618,041 - Estimate 2006-2007 6,466,454 - 141,636 50,000 148,650 80,000 210,000 507,866 1,030,935 150,000 100,000 150,000 150,000 75,000 50,000 662,754 150,000 50,000 202,611 9,094 617,978 300,000 300,000 100,000 608,775 270,385 258,920 36,850 55,000 Budget 2007-2008 1,437,500 - - 50,000 50,000 287,500 50,000 400,000 500,000 100,000 - Budget 2008-2009 - - 1,373,920 - 50,000 50,000 287,500 50,000 400,000 536,420 Budget 2009-2010 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2008-2013 - - 1,162,714 - 50,000 50,000 287,500 50,000 725,214 Budget 2010-2011 - - 1,118,719 - 50,000 681,219 50,000 287,500 50,000 - Budget 2011-2012 - - 150,000 - 50,000 50,000 50,000 - Budget 2012-2013 17,439,220 141,636 4,411,026 350,000 168,650 80,000 210,000 1,189,085 1,069,711 400,000 618,041 1,150,000 100,000 150,000 150,000 75,000 350,000 2,015 662,754 150,000 50,000 314,214 16,594 302,578 663,156 1,839,334 1,347,019 200,000 657,252 270,385 258,920 36,850 55,000 Total Plan Annual Financial Plan 295 City of Flagstaff Wastewater Wildcat Crackseal Primary Tank Pipe Hnge-WC WW Plant Expansion WC Treatment Upgrade/Rec Conn Replacement Dredge Rio Plant Clear/Skim Modifier Wildcat Digester Pipe Replace Wildcat Primary rebuild Water/Wastewater Water Purch of Property Rights-Watershed Inner Basin Pipeline Renovation of Chlorine Storage Roof Replacement-Chlorine Storage Waterline Relocations 27" Pipeline Replacement (LM to Town) 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 Tombstone Ave/Alley Waterline Walapai Dr Alley Waterline Thomas Park Waterline 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 Water System Optimization Cheshire Tank Upgrade Reserve for Improvements TOTAL WATER 32,174 60,000 12,000,000 115,928 374,427 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 5,213,060 - 20,000 193,126 3,000 629,965 476,961 900,842 40,404 799,755 2,000 400,000 60,000 84,201 38,164 20,000 161,000 42 3,829,460 Estimate 2006-2007 32,174 15,000,000 - 20,000 401,000 17,780 303,684 3,622,636 148,565 336,819 308,702 129,000 75,000 500,000 4,500,000 7,181,800 280,000 610,000 74,350 18,509,336 Budget 2007-2008 7,635,284 184,325 - 20,000 160,000 422,000 63,654 275,649 275,649 133,100 2,000,000 378,187 3,728,239 Budget 2008-2009 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2008-2013 - 20,000 1,450,000 137,100 1,000,000 2,607,100 Budget 2009-2010 - - 159,135 145,400 346,058 415,270 1,085,863 275,649 136,023 141,200 1,000,000 1,572,872 20,000 - Budget 2011-2012 20,000 - Budget 2010-2011 1,159,274 - 4,407,729 318,270 149,800 129,772 186,872 171,708 - 2,000,000 1,431,307 20,000 Budget 2012-2013 140,000 401,000 193,126 17,780 306,684 2,000,000 5,683,908 148,565 160,000 476,961 422,000 900,842 336,819 349,106 63,654 275,649 275,649 1,450,000 275,649 136,023 477,405 835,600 129,772 186,872 171,708 874,755 2,000 500,000 7,900,000 378,187 60,000 346,058 415,270 84,201 7,219,964 300,000 161,000 610,000 74,350 1,000,000 42 35,740,599 32,174 1,159,274 27,848,344 184,325 - Total Plan Annual Financial Plan 296 City of Flagstaff 9,719 5,701,324 9,530,784 31,983,378 TOTAL WATER AND WASTEWATER 338,170 45,721 12,844 - 5,650 46,160 30,000 170,000 91,800 14,924,203 316,650 173,891 150,000 400,000 50,000 50,000 130,000 268,072 303,544 237,717 - Estimate 2006-2007 Mall Reclaim Booster Reclaim Storage Expand Reclaim System Circle View Sewer San Fransico Sewer Replace Hillside Sewer Replacement Cherry Hill Sewer Replacement N Sunnyside Sewer Replacement Butler/Ellery Sewer Replacement Buffalo Pk Tk Reserve Total Wastewater 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 Wildcat Upgrade (Non-Bond) Rio Clarifer Concrete Repairs Co-Generation Equipment Plasma Linear Recycler 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 Bushmaster Reclaim Line Clay Avenue Wash Detention Basin McMillan Mesa Sewer Upsize Water/Wastewater (continued) Wastewater Budget 2006-2007 39,742,645 300,000 370,000 95,000 21,233,309 100,000 342,092 150,000 50,000 307,560 803,720 75,000 2,000,000 800,000 25,000 419,646 363,117 Budget 2007-2008 201,713 312,930 134,766 142,034 674,349 300,000 - 700,000 196,752 280,554 300,000 - 13,853,732 97,400 10,125,493 4,632,327 100,300 2,025,227 - - 28,981 57,289 500,000 159,135 - Budget 2009-2010 144,908 Budget 2008-2009 4,329,394 270,714 105,494 98,537 1,153,477 285,000 103,300 2,756,522 700,000 - - - 40,000 - Budget 2010-2011 - - - - 3,192,263 106,400 2,106,400 2,000,000 - Budget 2011-2012 - - - - 7,076,603 109,600 2,668,874 1,000,000 400,000 - Budget 2012-2013 82,357,748 300,000 2,000,000 1,000,000 270,714 105,494 98,537 400,000 1,153,477 285,000 370,000 621,719 46,617,149 30,000 25,000 338,170 465,367 1,400,000 375,961 201,713 509,682 280,554 134,766 142,034 674,349 100,000 942,092 150,000 50,000 2,000,000 144,908 159,135 28,981 40,000 57,289 313,210 46,160 1,303,720 Total Plan Annual Financial Plan 297 City of Flagstaff Airport 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 836,256 13,159 7,100,000 960,000 440,726 219,869 9,570,010 Budget 2006-2007 168 895,032 909 7,798,167 315,679 191,475 9,201,430 Estimate 2006-2007 12,343 11,206,518 16,936 11,173,459 3,780 Budget 2007-2008 7,579,200 7,579,200 Budget 2008-2009 1,140,000 1,140,000 Budget 2009-2010 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2008-2013 5,690,000 9,005,000 555,000 1,100,000 - - 555,555 1,100,000 11,335,555 7,350,000 8,320,000 1,360,000 - - Budget 2012-2013 - Budget 2011-2012 1,140,000 4,550,000 - Budget 2010-2011 2,280,000 168 4,550,000 8,320,000 8,710,000 895,032 17,845 18,971,626 7,579,200 319,459 1,110,555 2,200,000 203,818 55,157,703 Total Plan Annual Financial Plan 298 City of Flagstaff Stormwater Utility 6th Avenue Detention Izabel Affordable Hsg Drainage Drainage Spot Improvement Rio De Flag Rio Parking Replacement Total Stormwater Utility Environmental Services Office Building Improvements Maintenance Building - Project #414800 Biodiesel Pumping Station Cinderlake Landfill Residential Dropoff Cinderlake Landfill Building Road Extension Sinclair Pit Closure Landfill Site Improvements Fueling Station-Project #414501 Total Environmental Services 5,000 20,000 250,000 6,360,899 1,200,000 7,835,899 Budget 2006-2007 187,452 485,473 14,000 81,164 5,000 80,000 853,089 Budget 2006-2007 175,000 14,000 81,164 13,000 8,000 80,000 371,164 Budget 2007-2008 750,000 10,000 250,000 1,010,000 55,000 Budget 2009-2010 55,000 Budget 2008-2009 136,337 20,000 120,000 5,897,384 6,173,721 Estimate 2006-2007 340,000 5,975,068 750,000 7,065,068 Budget 2007-2008 145,000 450,000 450,000 1,045,000 Budget 2008-2009 220,000 220,000 Budget 2009-2010 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2008-2013 619 485,473 5,000 491,092 Estimate 2006-2007 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2008-2013 300,000 300,000 Buget 2010-2011 - Budget 2010-2011 290,000 290,000 Budget 2011-2012 - Budget 2011-2012 285,000 285,000 - Budget 2012-2013 - Budget 2012-2013 136,337 20,000 1,700,000 12,322,452 1,200,000 15,378,789 Total Plan 619 660,473 14,000 831,164 10,000 73,000 8,000 250,000 80,000 1,927,256 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 $5.5 million is outstanding as of July 1, 2007. The City may issue any combination of junior and senior lien bonds as long as the coverage requirements are satisfied. Approximately $48.2 million in capacity is currently available in junior lien bonds or as senior lien bonds. 41.1% 49.6% 9.3% The rating agencies (Standard and Poors' Corp. and Moody Investors, Inc.) view 15% from operating funds as highly favorable. The City currently is financing 41.1% 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. In 2006 voters approved a change to the calculation of municipal debt capacity, allowing cities to place projects concerning public safety, law enforcement, fire and emergency services, as well as street and transportation facilities under the 20% assessed valuation debt cap. The city has elected to use this option. $44.5 million is outstanding on July 1, 2007, and the City has $44.4 million in available capacity at the 6% debt margin and $106.2 million in available capacity at the 20% debt margin as of July 1, 2007. 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, with $13.3 million outstanding at July 1, 2007. The $6.8 million remaining authorization was sold in FY 2003 through the Water Infrastructure Financing Authority (WIFA), with $5.5 millions outstanding at July 1, 2007. The City is pledging the revenue of its water and wastewater system. SPECIAL IMPROVEMENT/ASSESSMENT DISTRICTS HIGHWAY USER REVENUE (HURF) BOND 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 one district with a second expected to be completed by July 1, 2007. 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 299 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, 2007 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 $3.3 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 $21.0 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 300 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 34.6% 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 301 City of Flagstaff Annual Financial Plan 302 City of Flagstaff Annual Financial Plan 303 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 304 City of Flagstaff private schools. These schools provide educational 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 2007 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 32 associate degrees and 33 certificate programs, as well as continuing education courses and special programs for small businesses. In the fall of 2006, enrollment was 4,561 students (3,754 of which were enrolled at the two Flagstaff campus). 2,100 1,984 1,966 999 502 381 334 152 150 167 111 92 18 16 8,972 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 2006, NAU offered 91 Bachelor, 47 Master, 8 Doctorate, and 1 Professional degrees along with 33 Undergraduate and 17 Graduate certificates. Top enrollment for its 20,562 students (13,443 of which were enrolled at the Flagstaff campus) are Elementary Education, Hotel & Restaurant Management, Business/Management, Criminal Justice, and Counseling-Human Relations. Source: City of Flagstaff, Tax, Licensing, and Revenue Division Total sales generated by Flagstaff businesses reached $3.30 billion in FY 2007. Cultural Opportunities and Scenic Attractions 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). 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 (Flagstaff Cultural Partners disburses these funds) and the General Fund. Throughout the year, there are art shows, festivals, live theater performances, and Native American arts and crafts exhibits to satisfy the most ardent enthusiast. Major private employers in the Flagstaff area are Flagstaff Medical Center, W. L. Gore & Associates, Walgreens Distribution, Grand Canyon Railway, SCA Tissue, Joy Cone, and Nestle Purina. Major public employers in the Flagstaff area are Northern Arizona University, Flagstaff Unified School District, Coconino County, City of Flagstaff, Coconino Community College, 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 seven 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 2006 4,000 (est.) 631,835,742 5,440 1,238,195,104 8,972 1,894,126,077 223,050,141 399,244,815 580,848,798 Lowell Observatory was founded in 1894 by Boston mathematician Percival Lowell and is 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 will soon be home to the Discovery Channel Telescope scheduled to open in 2007. Lowell 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 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 Annual Financial Plan 305 City of Flagstaff Highway 89 provides access to the states north of Arizona and Highway 180 provides access to the Grand Canyon. educational activities. The Observatory offers dailyguided tours and evening programs. The Museum of Northern Arizona offers permanent and changing exhibits in anthropology, biology, geology, and fine art of the Colorado Plateau. In addition, four festivals that 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 (FUTS), which will interconnect all areas of the City when completed and will serve as an important transportation element, as well as a recreation amenity. The Flagstaff Regional Land Use and Transportation Plan shows an estimated 100 miles of FUTS. The City has completed approximately 42 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 Medical 5 12 3 2 1 1 1 12 1 1 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 36 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 Annual Financial Plan 306 City of Flagstaff conservation strategies with an emphasis on recycling, anti-litter, waste reduction, safe disposal of hazardous products, environmental compliance, composting, sustainable community planning, climate management, energy efficiency, renewable energy and fuels, brownfield land recycling, and landfill management. 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. Water conservation programs include a reclaimed water treatment plant and related distribution lines to transport water to large irrigation water users, rebates and incentives, development of xeriscape demonstration gardens, and a year round water use policy that restricts the times and days outside irrigation is allowed. Rebates are offered for qualifying high efficiency toilets, efficient washing machines, hot water re-circulators, and turf removal/xeriscape projects. The City also sells rain barrels to residents. Additionally, an annual AZ Project WET Water Festival occurs in October for all Flagstaff area 4th grade school children. Making the most efficient use of the water we have means we do not have to find additional sources of water as often. 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. Sustainability and Environmental Focus Flagstaff citizens realize that the quality of life enjoyed in this mountain community is intricately related to the balance of societal, environmental, and economic considerations. As a result, the City of Flagstaff has dedicated considerable resources to a variety of sustainability, environmental, and conservation efforts. The Sustainability and Environmental Management Division works to ensure that all residents of Flagstaff are provided with a clean, safe, and ecologically sound community. Programs promote sustainability and Table IX City of Flagstaff, Arizona Principal Taxpayers Tax Year 2005 As a Percentage Net Taxpayer Type of Business Arizona Public Service Company Utility W L Gore & Associates Inc. Manufacturer $ Qwest Corporation of the City Total Assessed Secondary Valuation Assessed Valuation 11,202,424 2.01% 10,109,600 1.82% Utility 9,580,227 1.72% Nestle Purina Petcare Company Manufacturer 4,171,498 0.75% Walgreen Arizona Drug Co. Distribution/Retail 3,867,713 0.69% Little America Refining Co. Hotel/Tourism 3,830,418 0.69% Cone Company George & Thomas DBA Manufacturing 3,317,484 0.60% Flagstaff Mall Associated Ltd. Partnership Shopping Center 3,250,000 0.58% UniSource Energy Corporation Utility 2,538,753 0.46% Woodlands Plaza Hotel LTD Partnership Hotel/Tourism 2,403,225 0.43% Total Principal Taxpayers 54,271,342 Other Taxpayers Total Secondary Assessed Valuation $ 502,409,245 556,680,587 9.75% 90.25% 100.00% Source: Arizona Department of Revenue, Central Information Services Annual Financial Plan 307 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 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 2006 1.6627 6.0786 0.5525 1.2010 - 9.4948 2007 1.5929 5.9009 0.5269 1.2010 - 9.2217 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 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 2007 1.0000 0.6010 2.0000 1.1250 5.6000 10.3260 Annual Financial Plan 308 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 17,167 59.81% 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 2007 - 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 227.49 10.15 165.84 385.67 15.7315.7 44.17 265.00 3,107 2,743 6,906 Employees as of June 30, 2007 Merit System Exempt Temporary Elected Officials Total Payroll for the Year Ending 2007: Fire Protection Number of Stations Number of Employees (FTE) Police Protection Number of Employees (FTE) Number of Calls for Service per Annual Report-12/31/06 Ave. Patrol Officers for 24 hour period Vehicular Patrol Units Coconino County Jail Prisoner Capacity $ 583 148 217 7 39,503,274 6 101.75 174 55,464 24.3 31 562 Fixed Base Operators Locally Based Aircraft Tiedowns Enclosed Hangars Open Hangars Annual Financial Plan Number of Other Facilities: Basketball Courts BMX Facility Disc Golf Course Horseshoe Courts Ice Rink/Activity Center Off Leash Areas-Bark Parks Playgrounds Racquetball Courts Ramadas Recreation Centers Skate Tracks Soccer Fields Softball/Baseball Fields Swimming Pools (School Owned) Tennis Courts Volleyball Courts 19 1 2 12 1 2 20 4 11 3 2 4 17 2 17 6 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 2006): Flagstaff Unified School District Charter Private (Fall 2004) Northern Arizona University Flagstaff Campus All Locations Coconino Community College Flagstaff Campuses (2) All Locations Pulliam Airport 1 134 11 61 48 309 27 4 704.54 33.82 11,254 1,623 576 13,443 20,562 3,754 4,561 City of Flagstaff City of Flagstaff, Arizona Miscellaneous Statistics Sales Tax Retail Sales Last 10 Fiscal Years: 2006 $ 2005 2004 2003 2002 2001 2000 1999 1998 1997 Total Sales Tax Revenue for Fiscal Year 2006 $ Utility Enterprise Total Active Accounts on June 30, 2007 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: 2006** 2005** 2004** 2003** 2002** 2000 1995* 1990 1985* 1980 *Special Census **Estimate 1,894,126,077 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 14,101,670 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 18,758 5,600 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) $ $ 62,030 61,185 61,270 61,030 59,160 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 310 City of Flagstaff City of Flagstaff, Arizona Bonded Debt Interest/Coupon Rate by Issue and Year Fiscal Year 1992 Revenue Street and Highway 1997 G.O. Public Safety, Parks, Water 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 9.500 7.750 5.900 5.900 5.500 - 4.500 - Fiscal Year 2001 Certificates of Participation USGS 2003 G.O. Parks, Water 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 4.150 4.350 4.550 4.550 4.600 4.625 4.750 4.750 4.750 - 3.250 3.250 3.250 3.250 3.250 3.250 - Annual Financial Plan 1999 Special Assessment Bow & Arrow 4.900 4.900 4.900 - 2003 Revenue Street and Highway 3.250 3.250 - 311 2001 G.O. Parks & Rec 4.375 4.500 4.500 4.500 4.500 4.650 4.750 - 2003 Revenue 4th Street 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. Water, Sewer Airport 5.000 5.000 - 2006 G.O. Fire, FUTS, Acquatic/Multi 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 4.000 City of Flagstaff 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 Population (1) Secondary Gross Less Net Debt to Net Bonded Assessed Bonded Current Bonded Assessed Debt Per Value (2) Debt Portion Debt Value Capita 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 2004 61,270 501,655,440 30,967,902 3,920,000 27,047,902 5% 441.45 2005 61,145 556,680,587 26,784,064 3,915,000 22,869,064 4% 374.01 2006 62,030 624,199,899 49,169,726 4,629,726 44,540,000 7% 718.04 (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 2003 34,012,849 23,295,760 4,700,000 944,000 62,952,609 General Obligation Revenue Other Special Assessment Total Bonds Payable 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 2007 49,169,726 15,435,075 25,610,000 340,000 90,554,801 100,000,000 90,000,000 80,000,000 70,000,000 60,000,000 Special Assessment Other 50,000,000 Revenue 40,000,000 30,000,000 General Obligation 20,000,000 10,000,000 2003 Annual Financial Plan 2004 2005 2006 312 2007 City of Flagstaff City of Flagstaff, Arizona United States Consumer Price Index 10-Year Historical Trend - June Versus June Non-Seasonally Adjusted 1998 June 163.0 Percent Change 2.3% 1999 166.2 2.0% 2000 172.4 3.7% 2001 2002 178.0 2003 179.9 3.2% 1.1% 2004 183.7 2.1% 2005 189.7 2006 194.5 3.3% 202.9 2.5% 2007 208.4 4.3% 2.7% CONSUMER PRICE INDEX 10 YEAR HISTORICAL TREND - JUNE 220.0 210.0 200.0 190.0 180.0 170.0 160.0 150.0 140.0 130.0 120.0 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2006 2007 CONSUMER PRICE INDEX 10 YEAR HISTORICAL TREND - PERCENT CHANGE 5.0% 4.5% 4.0% 3.5% 3.0% 2.5% 2.0% 1.5% 1.0% 0.5% 0.0% 1998 1999 2000 2001 2002 2003 2004 2005 Source: Tax, Licensing, and Revenue Division Annual Financial Plan 313 City of Flagstaff Annual Financial Plan 314 City of Flagstaff Appendix A – Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary DIVISION New Request Adopted 2007-2008 2007-2008 2003-2004 2004-2005 2005-2006 2006-2007 CITY MANAGER City Manager Deputy City Manager Executive Admin Assistant Executive Assistant Management Assistant - PIO Total 1 2 1 1 1 6 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 CITY CLERK Aide to the City Council Aide to the Mayor City Clerk City Records Technician Deputy City Clerk Executive Admin Assistant Total 0 0 1 0 1 1 3 0 0 1 0 1 1 3 0 0 1 0 1 1 3 0 0 1 1 1 1 4 1 1 0 0 0 0 2 0 0 1 1 1 1 4 CAPITAL IMPROVEMENTS Admin Spclst CIP Director Capital Improvements Engineer Eng Project Manager I Eng Project Manager II Engineering Techinician IV Intern Senior Project Manager Project Manager Total 1 1 2 3 2 1 0.5 5 0 15.5 1 0 2 2 3 1 0.5 5 0 14.5 0 0 2 2 3 1 0.5 5 0 13.5 0 0 2 2 3 1 0.5 5 0 13.5 0 0 0 0 0 0 0 0 0 0 0 0 2 0 0 1 0.5 0 10 13.5 HUMAN RESOURCES Admin Assistant Admin Specialist Human Resources Analyst Human Resources Benefit Spec. Human Resources Director Human Resources Manager Human Resources Specialist Human Resources Supervisor Human Resources Recrt Spec Total 1 1 0.75 0 0 1 1 0 0 4.75 1 1 1 0 0 1 1 1 0 6 1 1 0.5 0 1 0 1 1 0 5.5 1 1 0.5 1 1 1 1 0 0 6.5 0 0 0 0 0 0 0 0 0 0 1 1 0.5 1 1 1 0 0 1 6.5 1 1 0 0 2 0 1 0 1 2 0 1 0 1 2 0 1 1 1 3 0 0 0 0 0 0 1 1 1 3 RISK MANAGEMENT Risk Management Assistant Risk Manager Insurance Claims Specialist Safety/Risk Management Specialist Total Annual Financial Plan 315 City of Flagstaff Appendix A – Authorized Personnel/Position Summary DIVISION New Request Adopted 2007-2008 2007-2008 2003-2004 2004-2005 2005-2006 2006-2007 LAW Admin Asst Admin Spclst Assistant City Attorney Asst City Attny-Chief Prosecutor Asst City Attorney-Civil I Asst City Attorney-Civil II Asst City Attny-Prosecution City Attorney Deputy City Attorney Executive Assistant/Paralegal Intern Legal Assistant Prosecutor II Senior Ass't City Attorney Total 1 2 0 1 2 1 4 1 0 0 0.25 0 0 0 12.25 1 2 0 1 2 1 4 1 0 0 0.25 0 0 0 12.25 1 2 0 0 0 0 4 1 1 1 0.25 0 0 3 13.25 1 2 0 0 0 0 3 1 1 1 0.25 0 1 4 14.25 0 0 0 0 0 0 1 0 0 0 0 0 0 1 2 1 2 4 0 0 0 0 1 1 0 0.25 1 0 6 16.25 INFORMATION TECHNOLOGY Application Support Specialist I Application Support Specialist II Client Service Administrator Computer Tech I Computer Tech II Database Analyst III GIS Manager GIS Programmer Analyst GIS Specialist GIS System Analyst GIS Technician Software Specialist Series Administrator Info. Sys. Customer Svc. Rep. Information Systems Mgr. IT Director IT Services Specialist IT Services Supervisor Network Administator Network Analyst Programmer/Analyst I Senior GIS Technician Senior Network Administrator Systems and Applications Mgr System Administrator Window System Administrator Total 0 0 1 1 1 1 1 0 0 1 1 0 0 1 1 0 0 0 0 1 1 1 0 0 0 0 12 0 0 1 2 1 1 1 0 0 1 1 0 0 1 1 0 0 0 0 1 1 1 0 0 0 0 13 0 0 0 0 1 1 1 0 0 1 1 0 1 0 0 1 2 1 1 0 0 1 1 0 0 1 14 1 0 0 0 0 1 1 1 1 1 2 1 0 0 0 1 2 1 1 0 0 0 0 0 1 1 16 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 0 0 1 1 1 1 0 2 0 0 0 0 1 2 1 1 0 0 0 1 1 1 0 16 Annual Financial Plan 316 City of Flagstaff Appendix A – Authorized Personnel/Position Summary DIVISION New Request Adopted 2007-2008 2007-2008 2003-2004 2004-2005 2005-2006 2006-2007 MANAGEMENT SERVICES Admin Asst Admin Spclst Buyer Contract Specialist Mail/Duplication Aide Management Services Director Purchasing Director Real Estate Manager Senior Buyer Senior Procurement Specialist Storekeeper Warehouse Technician Total 1.5 2 1 1 1 1 1 1 2 0 1 0 12.5 1.5 1 1 1 1 1 1 1 2 0 1 0 11.5 2.5 1 1 1 0 1 1 1 2 0 0 1 11.5 2.5 1 1 1 0 1 1 1 2 0 0 1 11.5 0 0 1 0 0 0 0 0 0 0 0 0.5 1.5 2.5 1 2 0 0 1 1 1 0 3 0 1.5 13 SALES TAX Account Clerk II Accounts Receivable Specialist Admin Assistant Auditor II Collections Specialist Revenue Collector Tax Licensing & Revenue Adm Total 1 0 2.5 2 0 2 1 8.5 1 0 2.5 2 0 2 1 8.5 0 1 2.5 2 0 2 1 8.5 0 1 2.5 2 0 2 1 8.5 0 0 0 0 0 0 0 0 0 1 2.5 2 1 1 1 8.5 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 Page Library Page (temp) Library Supervisor Total 1.5 1 13 2.75 2 1 6.5 1.5 0.25 1 2 2 1.5 1.5 2 39.5 1.5 1 13.5 2.75 3 1 5.5 2 0.25 1 2 2 1.5 1 2 40 1.5 1 13.5 2.75 3 1 5.5 2 0.25 1 2 2 1.5 1 2 40 1.5 1 14.38 2.75 3 1 6.5 2.75 0.25 1 2 3 2 1 1 43.13 0 1 1.63 0 0 0 0.88 0.5 0 0 0 0 0 0 0 4.01 1.5 2 16.01 2.75 3 1 7.38 3.25 0.25 1 2 3 2 1 1 47.14 Annual Financial Plan 317 City of Flagstaff Appendix A – Authorized Personnel/Position Summary DIVISION FINANCE Account Clerk I Account Clerk II Accountant I Accountant II Accounting Manager Acct. Clrk/Switchbd Oper. Accts Payable Specialist Finance/Budget Manager Grants Manager Intern Payroll Assistant Payroll Specialist Payroll Supervisor Total MPO Intern Administrative Assistant Metro Planning Org Manager Multi Modal Transportation Planner Transportation Planner Total 2004-2005 2005-2006 2006-2007 0 0 1 4 0 2 1 1 1 0 1 1 0 12 2 0 1 4 0 0 1 1 1 0 1 1 0 12 2 0 1 4 0 0 1 1 1 0 1 1 0 12 2 1 1 4 0 0 1 1 1 0.14 1 0 1 13.14 0 0 0 1 1 0 0 0 0 0 0 0 0 2 2 1 1 5 0 0 1 1 1 0.14 1 0 1 14.14 0.25 0 0 0 1 1.25 0.25 0 0 0 1 1.25 0.25 0 1 1 0 2.25 0.25 0.5 1 1 0 2.75 0.13 0 0 0 0 0.13 0.38 0.5 1 1 0 2.88 2 1 1 0 4 1 1 0 0 2 1 1 0 0 2 0 0 0 0 0 1 1 0 0 2 COMMUNITY DEVELOPMENT ADMIN Admin Specialist 2 Community Development Dir. 1 Deputy Comm Development Dir. 0 Development Services Rep Transfer Total 3 Annual Financial Plan New Request Adopted 2007-2008 2007-2008 2003-2004 318 City of Flagstaff Appendix A – Authorized Personnel/Position Summary DIVISION 2003-2004 2004-2005 2005-2006 2006-2007 PLANNING Admin Asst Admin Spclst Advanced Planning Manager Associate Planner Building & Develp Services Dir Building and Safety Manager Building Inspection Section Mgr Building Official-Proj Rev Sctn Mgr Building Plans Examiner Development 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 Planner Planning Director Plans Examiner Private Dev. Eng. Private Development Eng Mgr Project Manager 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 0.75 1 0 0 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 0 0 1 0 0 2 1 0 Transfer 0 1 1 1 1 25.75 0 1 0 Transfer Transfer Transfer 0 0 0 0 1 1 Transfer Transfer Transfer Transfer Transfer 0.5 1 1 2 4 1 1 1.5 1 1 Transfer 0 Transfer 1 0 0 2 1 0 0 0 0 0 1 1 23 0 2 0 0 1 1 0 0 0 4 1 1 0 1 2 2 1 0.5 1 1 1 9 4 1 0.5 2 1 0 0 4 0 0 0 0 0 1 0 0 0 0 0 0 42 0 2 0 1 1 0 1 0 3 5 1 1 0 1 2 2 1 0.5 1 1 1 9 6 1 0.5 2 1 0 0 1 0 0 0 0 0 1 0 0 0 0 0 0 46 Annual Financial Plan 319 New Request Adopted 2007-2008 2007-2008 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 1 0 2 1 1 0 0 1 1 4 5 0 Transfer 0 0 2 0 0 0.5 1 1 1 5 4 Transfer Transfer Transfer Transfer 0 1 0 0 1 3 0 0 1 0 0 0 0 0 0 35.5 City of Flagstaff Appendix A – Authorized Personnel/Position Summary DIVISION ENGINEERING Admin Spclst Building & Safety Manager Building & Develp Services Dir City Engineer Community Improvement Director Construction Manager Development Services Rep Engineering Project Manager Engineering Tech IV Inspector I Inspector II Inspection Supervisor Material Tech I (temp) Materials Tech. I Materials Tech. II Plans Examiner Project Manager Traffic Eng. Mgr. Traffic Project Manager II Transportation Intern Total COMMUNITY INVESTMENT Admin Spclst Associate Planner Business Retention & Expnsn Mgr Community Code Administrator Community Code Enf Officer Community Code Enf Officer II Community Code Enf Field Super Comm Housing & Grants Admin Community Housing Manager Community Housing/NeighPlanner Community Investment Director Comm/Neighborhood Planner Community Planner Comm Reinvestment/ED Mgr Current Planner Development Review Planner Downtown Manager Housing Associate Housing Clerk Housing Manager Housing Planner Housing Project Manager Housing and CD Specialist Land Trust Program Manager Long Range Planner Planner Planning & Community Design Mgr Planning Director Planning Technician Redevelopment Program Mgr. Zoning Enforcement Officer Zoning Code Enf Official Total Annual Financial Plan New Request Adopted 2007-2008 2007-2008 2003-2004 2004-2005 2005-2006 2006-2007 1 1 1 0 0 0 2 0 0 4 3 0 1.5 1 1 3 0 0 0 0 18.5 1 1 1 0 Transfer 0 2 0 Transfer 5 3 0 1.5 1 1 3 0 Transfer 0 0 19.5 1 0 0 0 1 0 0 1 0 0 0 0 0.5 2 1 0 0 1 1 0.25 5.25 1 0 0 0 1 0 0 1 0 0 0 0 0.5 2 1 0 0 1 2 0.25 9.75 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.25 0.25 1 0 0 1 0 1 0 0 0 4 2 1 0.5 2 1 0 3 1 0 0.5 18 1 3 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 0 0 0 1 0 1 0 1 2 0 1 1 1 1 1 16 1 3 0 0 0 0 0 0 0 0 Transfer 0 0 0 1 1 0 0 0 1 1 0 1 0 1 2 0 1 0 1 1 1 16 2 1 0 1 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 1 1 0 1 1 1 0 Transfer 0 0 1 1 1 13 2 1 0 1 2 1 1 1 0 0 1 0 1 0 0 0 0 0 0 1 1 0 0 1 1 0 1 0 0 1 0 0 17 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 0 0 1 0 0 0 0 0 0 0 0 0 0 5 3 0 1 1 2 1 1 1 1 1 1 1 1 1 0 0 1 0 0 0 0 0 0 1 0 0 1 0 0 1 0 0 20 320 City of Flagstaff Appendix A – Authorized Personnel/Position Summary DIVISION FIRE Admin Asst Admin Spclst Air Support Service Technician Asst. Fire Chief Assistant Fire Fuel Manager Asst. Fuel Mgr. Community Firewise Coordinator Deputy Fire Chief Fire Battalion Chief Fire Captain Fire Chief Fire Engineer Fire Fighter Fire Fighter Fuel Mgt Tech Fire Inspector II Fire Prevention Code Fire Training Officer FireWise Coordinator Fuel Manager Fuel Management Technicians Fuel Management Officer Fuel Mgt. Crew Member - Temp Fuel Mgt. Leadworker Total POLICE Admin Asst Admin Spclst Animal Control Officer Deputy Police Chief Dispatch Call Taker Emerg Comm Specialist Emerg Comm Speclst - ldwkr Evidence Technician Parking Control Officer Police Caseworker Police Chief Police Communications Mgr Police Corporal/Det. Police Emerg Comm Specialist Police Emerg Comm Speclst - Ldwkr 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 POLICE GRANTS Admin Spclst Police Officer Police Sergeant Total Annual Financial Plan New Request Adopted 2007-2008 2007-2008 2003-2004 2004-2005 2005-2006 2006-2007 1 1 0 2 0 1 0 0 3 21 1 21 36 0 2 0 1 0 0 0 1 2.75 3 96.75 1 1 0 2 0 1 0 0 3 21 1 21 36 0 2 0 1 0 0 2 1 2.75 1 96.75 1 1 0 2 0 1 0 0 3 21 1 21 36 0 2 0 1 1 0 2 1 2.75 1 97.75 1 1 0 2 0 1 0 0 3 21 1 21 39 0 2 0 1 1 0 2 1 2.75 1 100.75 0 0 1 0 0 0 0 0 0 0 0 0 6 0 0 1 0 0 0 0 0 0 0 8 1 1 0 0 1 0 1 2 4 21 1 21 39 2 2 1 0 0 1 0 0 2.75 1 101.75 10 4 2 2 0 22 4 2 1 1 1 1 17 22 4 2 3 61 1 11 1 1 1 174 10 4 2 2 0 22 4 2 1 0 1 1 17 22 4 0 4 64 1 11 1 1 1 175 10 4 2 2 0 25 4 2 1 0 1 1 17 25 4 0 5 65 1 12 1 1 1 155 10 4 2 2 0 25 4 3 1 0 1 1 17 25 4 0 5 68 1 12 1 1 1 188 0 0 0 0 1 0 1 0 1 0 0 0 1 0 1 0 0 6 0 0 0 0 1 12 10 4 2 2 1 0 0 3 1 0 1 1 18 25 5 0 5 77 1 12 1 1 2 172 1 0 1 2 1 Transfer 1 2 1 3 1 5 1 3 1 5 0 0 0 0 1 0 1 2 321 City of Flagstaff Appendix A – Authorized Personnel/Position Summary New Request Adopted 2007-2008 2007-2008 DIVISION 2003-2004 2004-2005 2005-2006 2006-2007 PUBLIC WORKS ADMINISTRATION Admin Spclst Assistant Public Works Director Project Manager Public Works Director Senior Project Manager Total 1 0 0 1 1 3 1 0 0 1 1 3 1 0 0 1 1 3 1 0 0 1 1 3 0 0 0 0 0 0 1 1 1 1 0 4 PARKS Maintenance Worker Maintenance Worker I Maintenance Worker II Maintenance Worker III Maintenance Worker III Leadworker Parks Supt. Parks Supervisor Total 5 6 8 1 1 1 0 22 7 6 8 1 1 1 0 24 6.75 7 9 1 1 1 0 25.75 6.75 8 9 1 1 1 0 26.75 1.25 2 0 1 0 0 0 4.25 8 11 8 2 0 1 1 31 FLEET SERVICES Buyer I Fleet Mgmt. Supt. Fleet Supervisor Mechanic Aide Mechanic I Mechanic II Mechanic III Leadworker Parts Specialist Service Writer Welder Total 1 1 1 1 2 6 0 0 1 1 14 1 1 1 1 2 6 0 0 1 1 14 1 1 1 1 2 6 0 0 1 1 14 1 1 1 1 2 6 0 0 1 1 14 0 0 0 0 0 0 0 1 0 0 1 1 1 1 1 2 4 2 1 1 1 15 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 3 2 0 0 0 8 1 0 1 2 3 2 0 0 0 9 1 1 0 2 3 1 1 1 0 10 0 0 0 0 2 0 0 0 0 2 1 1 0 2 5 1 1 1 0 12 0.75 1 0.25 0 1 Transfer 7 2 1 24.75 7 44.75 0 1 0.25 0 1 0 6.5 2 1 20.2 7 38.95 1 1 0.25 1 0 0 6.5 2 1 21.03 7 40.78 1 1 0.25 1 0 0 6.5 2 1 21.32 8 42.07 1 0 0 0 0 0 1 0 0 24.16 0 26.16 2 1 0.25 0 1 0 7.5 2 1 45.48 8 68.23 RECREATION Admin Asst Admin Spclst Intern Parks & Recreation Manager Parks & Recreation Director Parks Project Manager Recreation Coord. I Recreation Coordinator II Recreation Supt. Recreation Temporaries Senior Recreation Coordinator Total Annual Financial Plan 322 City of Flagstaff Appendix A – Authorized Personnel/Position Summary New Request Adopted 2007-2008 2007-2008 DIVISION 2003-2004 2004-2005 2005-2006 2006-2007 STREET MAINTENANCE & REPAIRS Admin Spclst Cemetery Maint. Specialist Cemetery Temps Equip. Oper. III LDWKR Equip. Opers. various temps Equipment Operator I Equipment Operator II Equipment Operator III Leadworker/Training Coord. Maint. Wkr. I Maint. Wkr. II Maint. Wkr. III Maint. Wkr. III LDWKR Maint. Worker temp Street Superintendent Street Supervisor Supervisor of Operations Traffic Signal Technician Traffic Signal Technician Ass't Transportation and Maint Mgr Total 1 1 0 1 5.5 3 8 3 1 4 2 2 1 0.75 1 1 0 1 0 0 36.25 1 1 0 1 5.5 3 8 3 1 4 2 2 1 0.75 1 1 0 1 0 0 36.25 1 1 0 0 5.5 3 8 3 1 4 2 2 1 0.75 1 0 1 1 0 1 36.25 1 1 0 0 5.5 3 8 3 1 3 3 2 1 0.75 1 0 1 1 1 1 37.25 0 0 2.19 0 2.56 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5.75 1 1 0 0 8.06 4 8 3 1 3 3 2 1 0.75 1 1 0 1 1 Transfer 39.81 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 0.5 10.0 0 0 0 0 0.5 0 0 0.5 1 1 1 3 3.5 0.5 0.5 10.5 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 Annual Financial Plan 323 City of Flagstaff Appendix A – Authorized Personnel/Position Summary DIVISION ENVIRONMENTAL SERVICES Admin Asst Admin Spclst Admin Spclst Supervisor Bin Maint./Equip. Oper. Bin Maint Supervisor Brownfield Operations Brownfield Specialist Brownfield Program Ass't Code Enforcement Aide Conservation Coordinator Conservation Manager Environ Aide Environ Assistant Environ Code Enf Aide Environ Code Officer Environ Code Specialist Environ Operations Manager Environ Program Manager Environ Program Specialist Environ Project Manager Environ Project Specialist Environ Services Director Environ Services Mgr Environ Supervisor Environ Technician ES Collection Super ES Equip Oper I ES Equip. Oper. II ES Equip. Oper. III-Commercial ES Equip. Oper. III-Relief Driver ES Operations Mgr ES Training & Safety Coord Equipment Oper. I - Temp. Landfill Equip Operator I Landfill Equip Operator II Landfill Equip Operator III Landfill Equip Operator III-Lead Landfill Maint Operator Program Asst Project Manager Project Manager II Sustainability and Env Mgr Sustainability Coordinator Sustainability Manager Sustainability Specialist Total Annual Financial Plan 2003-2004 2004-2005 2005-2006 2006-2007 2 2 0 1 0 0 0 0 0 1 0 0 0 0 1 0 0 1 1 0 1 1 3 1 1 0 2 9 8 0 0 1 1 1 1 3 0 1 1.75 0 1 0 0 0 0 45.75 2 2 0 1 0 2 0 0 0 1 0 0 1.5 0 1 0 1 1 1 0 1 1 2 1 1 0 2 11 8 0 0 1 1 2 1 3 0 1 1.75 0 1 0 0 0 0 52.25 2.5 2 0 2 0 0 1 1 0 0 1 0 1.5 0 1 0 1 1 1 0 1 1 2 1 1 1 2 11 9 0 0 0 1 1 1 3 0 1 2 0 1 0 0 0 0 54 2.5 2 0 2 0 0 1 1 1 0 1 0.6 1.5 0 1 0 1 1 1 1 1 0 2 0 1 2 4 11 10 1 0 0 1 1 2 3 0 1 2 0 1 0 1 0 0 61.6 324 New Request Adopted 2007-2008 2007-2008 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 2.5 1 1 1 1 0 1 1 0 0 1 0.6 1.5 1 0 1 0 0 1 1 1 0 2 0 1 2 4 11 10 1 1 0 1 1 2 2 1 1 2 1 0 1 0 1 0 61.6 City of Flagstaff Appendix A – Authorized Personnel/Position Summary DIVISION New Request Adopted 2007-2008 2007-2008 2003-2004 2004-2005 2005-2006 2006-2007 UTILITIES ADMINISTRATION Admin Spclst Assistant Utilities Director GIS System Analyst Plant Supervisor Program Asst Project Manager Utilities Director Utilities Engineer Utilities Program Assistant Utilities Senior Project Manager Water Conservation Manager Water Conservation Enforcement Aid Water/Sewer Util. Locator Total 2 1 0 1 1 0 1 1 0 0 1 0 1 9 2 1 1 1 0 0 1 1 1 0 1 0.5 1 10.5 2 1 1 0 0 0 1 1 1 1 1 0.5 1 10.5 2 1 1 0 0 0 1 1 1 1 1 0.5 1 10.5 0 0 0 0 0 0 0 0 0 0 0 0 transfer 0 2 1 1 0 0 1 1 1 1 0 1 0.5 0 9.5 LAKE MARY WATER PLANT Instrument Tech Instrumentation/Electrical Spec Lab Director/Chemist Laboratory Specialist Laboratory Tech Maintenance Specialist Mech. Maint. Wkr I (temp) Mech. Maint. Wkr. III Mech. Maint. Wkr. IV MSW MSW-Operations MSW-Laboratory MSW-Maintenance Operations Specialist Plant Operator Plant Supervisor Water Production Manager Water Treat/Prod Chf Operator Total 1 0 1 0 1 0 1 2 1 0 0 0 0 0 3 1 0 1 7 1 0 1 0 1 0 1 2 1 0 0 0 0 0 3 1 0 1 7 1 0 1 0 1 0 1 2 1 0 0 0 0 0 3 0 1 1 12 1 0 1 0 1 0 1 2 1 0 0 0 0 0 3 0 1 1 7 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 1 0 1 0 1 0 1 1 0 0 1 3 1 2 1 0 0 1 0 13 3.5 1 1 4 1 10.5 2.5 2 1 4 1 10.5 2.5 2 1 4 1 10.5 2.5 2 1 4 1 10.5 0.25 0 0 0 0 0.25 2.75 2 1 4 1 10.75 CUSTOMER SERVICE Admin Asst Admin Spclst Customer Srvc Manager Meter Reader Meter Reader Supervisor Total Annual Financial Plan 325 City of Flagstaff Appendix A – Authorized Personnel/Position Summary DIVISION WATER DISTRIBUTION SYSTEM Field Service Manager 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 Water/Sewer Util. Locator Total WASTEWATER TREATMENT PLANT Equip Operator II Temp MSW-Plant Tech Plant Specialist Plant Supervisor Plant Tech-Multi-Skilled Wrk Wastewater Treatment Manager Total WASTEWATER COLLECTION Maintenance Wkr. I Maintenance Wkr. II Maintenance Wkr. III Maintenance Wkr. III-Leadworker MSW - Water Services Tech Utilities Service Supr. Water Services Specialist Water Services Tech Total WASTEWATER MONITORING Administrative Specialist Industrial Waste Inspector Industrial Waste Supervisor Total 2004-2005 2005-2006 2006-2007 0 0 1 5 1 4 1 1 1 0 0 0 14 0 0 1 1 0 0 0 0 1 1 10 0 14 0 1 1 1 0 0 0 0 0 1 10 0 14 0 1 1 1 0 0 0 0 0 1 12 0 16 0 0 0 0 0 0 0 0 0 0 0 transfer 0 1 0 1 1 0 0 0 0 0 1 12 1 17 1.5 0 5 1 10 0 17.5 1.5 0 4 1 7 0 13.5 1.5 0 4 0 7 1 13.5 1.5 0 4 0 7 1 13.5 0 0 0 0 0 0 0 1.5 7 4 0 0 1 13.5 3 1 2 1 0 Transfer 0 0 7 0 0 0 0 0 0 1 6 7 0 0 0 0 0 0 1 8 9 0 0 0 0 0 0 1 8 9 0 0 0 0 0 0 0 0 0 0 0 0 0 8 0 1 0 9 0 2 1 3 0 2 1 3 0 2 1 3 0.5 2 1 3.5 0 0 0 0 0.5 2 1 3.5 0 0 0 0 0 1 3 0 4 0 0 0 0 0 1 3 0 4 0 0 0 0 0 1 3 0 4 0 0 0 0 0 0 0 0 0 0 0 0 3 0 1 0 0 4 RECLAIMED WASTEWATER TREATMENT PLANT Instrument Technician Transfer Lab Technician Transfer Mech. Maint. Wkr. III Transfer MSW - Plant Tech 0 Plant Operator Transfer Plant Specialist 0 Plant Tech Multi-Skilled Wrk 0 Senior Plant Operator Transfer Total 0 Annual Financial Plan New Request Adopted 2007-2008 2007-2008 2003-2004 326 City of Flagstaff Appendix A – Authorized Personnel/Position Summary DIVISION New Request Adopted 2007-2008 2007-2008 2003-2004 2004-2005 2005-2006 2006-2007 10 2.25 1 1 0 0 1 1 0 0 0 1 0 2 0 0 0 0 1.75 1 2 0 0.5 2 12.25 10 2.25 1 1 0 0 1 1 0 0 0 1 0 2 0 0 0 0 1.75 1 2 0 0.5 2 12.25 9 3.25 1 1 0 0 1 1 0 0 0 1 0 2 0 0 0 0 1.75 1 2 0 0.5 2 26.5 9 3.25 1 1 0 0 1 1 0 0 0 1 0 2 0 0 0 0 1.75 1 2 0 0.5 2 12.25 -9 -3.25 0 1 2 0.63 0 0 0 0 1 0 2 1 0 3 2 0.5 0 0 0 0 0.25 0 13.38 0 0 1 2 2 0.63 1 1 2 0 1 1 2 3 3 0 0 0.5 1.75 1 0 2 0.75 2 27.63 BEAUTIFICATION Urban Design Planner Total 1 1 1 1 Transfer 1 0 0 0 0 0 0 ECONOMIC DEVELOPMENT Business Attraction Specialist Total 0 0 0 0 0 1 0 0 1 1 1 1 TOURISM Admin Spclst CVB Director CVB Manager Marketing Assistant Marketing Manager Publications Assistant Publications Specialist Public Relations Assistant Public Relations Manager Sales Marketing & Associate Sales Associate Sales Manager Sales & Marketing Manager Total 1 0 1 1 0 0 0 1 0 1 0 0 1 6 1 1 0 1 0 0 0 1 1 2 0 0 1 8 1 1 0 1 0 1 0 0 1 2 0 0 1 8 1 1 0 1 0 1 1 0 1 2 0 0 1 9 0 0 0 0 1 0 0 0 0 0 0 0 0 1 1 1 0 0 1 1 1 1 1 0 2 1 0 10 TOURISM-VISITOR CENTER Admin Asst Admin Spclst Visitor Center Supervisor Total 3.25 1.5 1 5.75 3.25 1.5 1 5.75 3.25 1.5 1 5.75 4.25 1.5 1 6.75 0 0 0 0 4.25 1.5 1 6.75 CITY COURT Admin Asst Admin Spclst Court Administrator Court Collection Specialist Court Document Specialist Court Financial Supervisor Court Info Systems Spec Court Interpreter Court Judicial Specialist Court Security Officer Court Services Super Court Training Specialist Customer Service Specialist Deputy Court Administrator Executive Admin Asst (Judicial) Executive Judicial Assistant Judicial Service Representative Jury Services Specialist Magistrate Presiding Magistrate Probation Officer Probation Service Officer Pro-Tem Magistrate Warrant Officer Total Annual Financial Plan 327 City of Flagstaff Appendix A – Authorized Personnel/Position Summary DIVISION STORMWATER Clerical Temp Floodplain Inspector Intern Project Manager Project Manager I Project Manager II Stormwater Manager Stormwater Program Manager Stormwater Service Analyst Total GRAND TOTALS Annual Financial Plan New Request Adopted 2007-2008 2007-2008 2003-2004 2004-2005 2005-2006 2006-2007 0.25 0 0.5 0 2 1 1 0 1 5.75 0 0 0 0 2 1 1 0 1 5 0 1 0.5 0 2 1 1 0 1 6.5 0 1 0.5 0 2 1 1 0 1 6.5 0 0 0 0 0 0 0 0 0 0 0 1 0.5 3 0 0 0 1 1 6.5 737.00 741.45 741.53 811.69 81.80 876.43 328 City of Flagstaff Annual Financial Plan 10600 10634 10601 10602 10627 10637 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 N Account Clerk II Airport Service Worker I Animal Control Officer BIN Maint/Equip Oper Engineering Tech II Env Code Enforcement Aide 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 # 14.1310 1130.48 2449.37 29392.48 14.5646 1165.17 2524.53 30294.37 9.3280 746.24 1616.85 19402.24 10.7511 860.09 1863.52 22362.29 11.6739 933.91 2023.48 24281.71 13.4639 1077.11 2333.74 28004.91 Min Step 1 14.6758 1174.06 2543.81 30525.66 15.1316 1210.53 2622.81 31473.73 9.7394 779.15 1688.16 20257.95 11.2069 896.55 1942.53 23310.35 12.1853 974.82 2112.12 25345.42 14.0532 1124.26 2435.89 29230.66 Step 2 15.2094 1216.75 2636.30 31635.55 15.6764 1254.11 2717.24 32606.91 10.1285 810.28 1755.61 21067.28 11.6739 933.91 2023.48 24281.71 12.7079 1016.63 2202.70 26432.43 14.6535 1172.28 2539.94 30479.28 Step 3 15.7431 1259.45 2728.80 32745.65 16.2434 1299.47 2815.52 33786.27 10.5399 843.19 1826.92 21922.99 12.1409 971.27 2104.42 25253.07 13.2304 1058.43 2293.27 27519.23 15.2317 1218.54 2640.16 31681.94 Step 4 16.3101 1304.81 2827.08 33925.01 16.7993 1343.94 2911.88 34942.54 10.9401 875.21 1896.28 22755.41 12.6078 1008.62 2185.35 26224.22 13.7418 1099.34 2381.91 28582.94 15.8432 1267.46 2746.15 32953.86 16.8438 1347.50 2919.59 35035.10 17.3441 1387.53 3006.31 36075.73 11.3515 908.12 1967.59 23611.12 13.0859 1046.87 2268.22 27218.67 14.2755 1142.04 2474.42 29693.04 16.4213 1313.70 2846.36 34156.30 17.3774 1390.19 3012.08 36144.99 17.9111 1432.89 3104.59 37255.09 11.7517 940.14 2036.96 24443.54 13.5528 1084.22 2349.15 28189.82 14.7869 1182.95 2563.06 30756.75 17.0105 1360.84 2948.49 35381.84 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 17.9333 1434.66 3108.44 37301.26 18.4559 1476.47 3199.02 38388.27 12.1520 972.16 2106.35 25276.16 14.0198 1121.58 2430.10 29161.18 15.3095 1224.76 2653.65 31843.76 17.6109 1408.87 3052.56 36630.67 Step 8 2007-2008 City of Flagstaff Pay Plan 2080 Hours 18.4670 1477.36 3200.95 38411.36 19.0007 1520.06 3293.45 39521.46 12.5967 1007.74 2183.43 26201.14 14.4979 1159.83 2512.97 30155.63 15.7653 1261.22 2732.65 32791.82 18.1668 1453.34 3148.91 37786.94 Step 9 19.0007 1520.06 3293.45 39521.46 19.5788 1566.30 3393.66 40723.90 19.5010 1560.08 3380.17 40562.08 20.1125 1609.00 3486.17 41834.00 Step 10 Step 11 Step 12 Step 13 Appendix B – City of Flagstaff Pay Plan 329 City of Flagstaff Annual Financial Plan 330 108 8 B-2-4 107 7 B-2-3 10834 10844 10827 10839 10845 10819 10835 10831 10826 10836 10805 10820 10800 10842 10814 10812 10810 10822 10843 10807 10804 10808 10837 10809 10841 10838 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 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 15.9321 Airport Service Worker II 1274.57 Brownfield Program Assistant 2761.56 Court Collections Specialist 33138.77 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 15.9321 1274.57 2761.56 33138.77 Accounts Payable Specialist 18.7005 Application Support Specialist 1496.04 Buyer 3241.42 Cemetery Maint Specialist 38897.04 City Records Technician 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 GIS Specialist 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 Recreation Coordinator Utilities Program Assistant Welder Executive Asst 18.7005 Public Relations Associate 1496.04 3241.42 38897.04 Position Title 19.4009 1552.07 3362.82 40353.87 16.5436 1323.49 2867.56 34410.69 Step 2 20.1125 1609.00 3486.17 41834.00 17.1440 1371.52 2971.63 35659.52 Step 3 20.8129 1665.03 3607.57 43290.83 17.7443 1419.54 3075.68 36908.14 Step 4 21.5244 1721.95 3730.90 44770.75 18.3669 1469.35 3183.60 38203.15 22.4362 1794.90 3888.94 46667.30 19.1230 1529.84 3314.65 39775.84 22.2249 1777.99 3852.32 46227.79 18.9562 1516.50 3285.74 39428.90 22.9364 1834.91 3975.64 47707.71 19.5788 1566.30 3393.66 40723.90 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 23.6480 1891.84 4098.99 49187.84 20.1681 1613.45 3495.80 41949.65 Step 8 2007-2008 City of Flagstaff Pay Plan 2080 Hours 24.3484 1947.87 4220.39 50644.67 20.7795 1662.36 3601.78 43221.36 Step 9 25.0600 2004.80 4343.73 52124.80 21.3910 1711.28 3707.77 44493.28 26.1718 2093.74 4536.45 54437.34 22.3138 1785.10 3867.73 46412.70 25.8049 2064.39 4472.85 53674.19 21.9914 1759.31 3811.84 45742.11 Step 10 Step 11 Step 12 Step 13 Appendix B – City of Flagstaff Pay Plan City of Flagstaff Annual Financial Plan 331 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 10944 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 Code Enf Officer II 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 N E Position Title 22.5695 1805.56 3912.05 46944.56 20.5905 1647.24 3569.02 42828.24 22.9476 1835.81 3977.58 47731.01 19.8234 1585.87 3436.06 41232.67 20.7573 1660.58 3597.93 43175.18 20.7573 1660.58 3597.93 43175.18 19.8234 1585.87 3436.06 41232.67 Min Step 1 23.8148 1905.18 4127.90 49534.78 21.5467 1723.74 3734.76 44817.14 21.5467 1723.74 3734.76 44817.14 20.5794 1646.35 3567.10 42805.15 Step 2 24.7042 1976.34 4282.06 51384.74 22.3583 1788.66 3875.44 46505.26 22.3583 1788.66 3875.44 46505.26 21.3354 1706.83 3698.14 44377.63 Step 3 25.5714 2045.71 4432.38 53188.51 23.1477 1851.82 4012.27 48147.22 23.1477 1851.82 4012.27 48147.22 22.1026 1768.21 3831.12 45973.41 Step 4 26.4386 2115.09 4582.69 54992.29 23.9482 1915.86 4151.02 49812.26 23.9482 1915.86 4151.02 49812.26 22.8586 1828.69 3962.16 47545.89 27.4281 2194.25 4754.20 57050.45 25.0155 2001.24 4336.02 52032.24 27.3058 2184.46 4733.01 56796.06 23.7870 1902.96 4123.08 49476.96 24.7376 1979.01 4287.85 51454.21 24.7376 1979.01 4287.85 51454.21 23.6146 1889.17 4093.20 49118.37 28.1841 2254.73 4885.24 58622.93 25.5269 2042.15 4424.66 53095.95 25.5269 2042.15 4424.66 53095.95 24.3707 1949.66 4224.25 50691.06 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 29.0402 2323.22 5033.63 60403.62 26.3274 2106.19 4563.42 54760.99 26.3274 2106.19 4563.42 54760.99 25.1378 2011.02 4357.22 52286.62 Step 8 2007-2008 City of Flagstaff Pay Plan 2080 Hours 29.9297 2394.38 5187.81 62253.78 27.1168 2169.34 4700.25 56402.94 27.1168 2169.34 4700.25 56402.94 25.8938 2071.50 4488.26 53859.10 Step 9 30.7969 2463.75 5338.13 64057.55 27.9284 2234.27 4840.92 58091.07 27.9284 2234.27 4840.92 58091.07 26.6387 2131.10 4617.37 55408.50 32.2867 2582.94 5596.36 67156.34 29.4405 2355.24 5103.02 61236.24 31.6752 2534.02 5490.37 65884.42 27.7505 2220.04 4810.09 57721.04 28.6400 2291.20 4964.27 59571.20 28.6400 2291.20 4964.27 59571.20 27.3503 2188.02 4740.72 56888.62 Step 10 Step 11 Step 12 Step 13 Appendix B – City of Flagstaff Pay Plan City of Flagstaff Annual Financial Plan 332 113 13 C-4-2 21330 21340 21320 21339 21337 21319 21326 21328 21303 21321 21341 21335 21332 21333 21338 21324 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 112 21246 21245 21253 21252 21248 21243 21234 21209 21254 21230 21232 21256 21241 21225 21201 21203 21207 21231 21222 21240 21223 21236 21249 21237 21255 21238 21251 11301 N 12 C-4-1 Range Pos # Asst City Atty - Prosecutor Building Inspection Section Mgr Client Service Administrator City Clerk Comm & Nbrhood Planner Comm Hsng & Nbrhood Planner Construction Manager Customer Service Manager Engineering Project Manager II GIS Manager Grants Manager HR Manager Land Trust Program Manager Multi Modal Transportation Planner Public Info Officer - Mgt Asst Real Estate Manager Accountant II Auditor II Community Code Enf Field Superv Comm Hsng & Grants Administr Conservation Manager Database Analyst III Deputy Court Administrator Engineering Project Manager I Environ Project Manager Environ Project Specialist Environ Services Manager GIS Programmer Analyst GIS Systems Analyst 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 Sustainability Manager Water Conservation Manager Windows System Administrator Police Sergeant Position Title 25.9939 2079.51 4505.61 54067.31 25.6603 2052.82 4447.79 53373.42 23.8815 1910.52 4139.46 49673.52 23.5702 1885.62 4085.50 49026.02 Min Step 1 26.8722 2149.78 4657.85 55894.18 24.7042 1976.34 4282.06 51384.74 Step 2 27.7616 2220.93 4812.01 57744.13 25.5158 2041.26 4422.74 53072.86 Step 3 28.6400 2291.20 4964.27 59571.20 26.3385 2107.08 4565.34 54784.08 Step 4 29.5405 2363.24 5120.35 61444.24 27.1613 2172.90 4707.96 56495.50 30.4077 2432.62 5270.67 63248.02 27.9840 2238.72 4850.56 58206.72 31.2972 2503.78 5424.85 65098.18 31.4250 2514.00 5447.00 65364.00 28.7956 2303.65 4991.24 59894.85 28.8679 2309.44 5003.77 60045.24 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 32.1755 2574.04 5577.09 66925.04 29.6184 2369.47 5133.86 61606.27 Step 8 2007-2008 City of Flagstaff Pay Plan 2080 Hours 33.0761 2646.09 5733.19 68798.29 30.4411 2435.29 5276.46 63317.49 Step 9 33.9433 2715.46 5883.51 70602.06 31.2638 2501.10 5419.06 65028.70 34.8327 2786.62 6037.67 72452.02 32.0754 2566.03 5559.74 66716.83 35.7110 2856.88 6189.91 74278.88 32.8982 2631.86 5702.35 68428.26 36.6449 2931.59 6351.78 76221.39 37.1897 2975.18 6446.21 77354.58 33.6542 2692.34 5833.39 70000.74 34.1656 2733.25 5922.04 71064.45 Step 10 Step 11 Step 12 Step 13 Appendix B – City of Flagstaff Pay Plan City of Flagstaff Annual Financial Plan 333 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 21520 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 21418 21422 21429 21425 21410 21420 21419 21412 21428 21405 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 Sustainability and Environ 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 Community Reinvestment Manager Environ Program Manager Facility Maintenance Manager Field Service Manager Fleet Management Supt Fuel Manager Police Communications Manager Police Support Svc Manager Risk Manager Senior Community Planner 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 34.4213 2753.70 5966.36 71596.30 31.9309 2554.47 5534.69 66416.27 30.4522 2436.18 5278.38 63340.58 29.7962 2383.70 5164.67 61976.10 29.5739 2365.91 5126.14 61513.71 29.1848 2334.78 5058.70 60704.38 Min Step 1 31.5529 2524.23 5469.17 65630.03 30.5745 2445.96 5299.58 63594.96 Step 2 32.6424 2611.39 5658.02 67896.19 31.5862 2526.90 5474.94 65699.30 Step 3 33.7431 2699.45 5848.80 70185.65 32.5980 2607.84 5650.32 67803.84 Step 4 34.8327 2786.62 6037.67 72452.02 33.6097 2688.78 5825.68 69908.18 35.9334 2874.67 6228.46 74741.47 34.6103 2768.82 5999.12 71989.42 43.2101 3456.81 7489.75 89877.01 39.5912 3167.30 6862.48 82349.70 37.0229 2961.83 6417.30 77007.63 36.9507 2956.06 6404.78 76857.36 35.6332 2850.66 6176.42 74117.06 35.7500 2860.00 6196.66 74359.90 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 38.1125 3049.00 6606.17 79274.00 36.6338 2930.70 6349.86 76198.30 Step 8 2007-2008 City of Flagstaff Pay Plan 2080 Hours 39.2132 3137.06 6796.95 81563.46 37.6455 3011.64 6525.22 78302.64 Step 9 40.3139 3225.11 6987.74 83852.91 38.6573 3092.58 6700.60 80407.18 41.3923 3311.38 7174.67 86095.98 39.6690 3173.52 6875.96 82511.52 42.4930 3399.44 7365.45 88385.44 40.6696 3253.57 7049.40 84592.77 51.9989 4159.91 9013.14 108157.71 47.2515 3780.12 8190.26 98283.12 43.5603 3484.82 7550.45 90605.42 44.1051 3528.41 7644.88 91738.61 41.6925 3335.40 7226.70 86720.40 42.3151 3385.21 7334.62 88015.41 Step 10 Step 11 Step 12 Step 13 Appendix B – City of Flagstaff Pay Plan City of Flagstaff Annual Financial Plan 26 22601 F-10-2 126 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 21 E-8-1 121 22 E-8-2 122 E 20 D-7-1 120 22103 22101 22106 22100 22102 22105 22200 22201 Position Title E Presiding Magistrate (appointed) E Deputy City Attorney E Deputy Police Chief E 15200 21804 21801 19 D-6-3 119 18 D-6-2 118 Range Pos # 46.9513 3756.10 8138.23 97658.70 54.7339 4378.71 9487.21 113846.51 35.9334 2874.67 6228.46 74741.47 37.4010 2992.08 6482.84 77794.08 40.2027 3216.22 6968.47 83621.62 42.4374 3394.99 7355.82 88269.79 Min Step 1 Step 2 Step 3 Step 4 60.3374 4826.99 10458.49 125501.79 71.1497 5691.97 12332.61 147991.27 45.0891 3607.13 7815.44 93785.23 46.9458 3755.67 8137.27 97647.27 51.0650 4085.20 8851.27 106215.20 54.5283 4362.26 9451.57 113418.76 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 Step 8 2007-2008 City of Flagstaff Pay Plan 2080 Hours Step 9 73.7235 5897.88 12778.74 153344.88 87.5654 7005.23 15178.00 182136.03 54.2447 4339.58 9402.41 112828.98 56.4906 4519.25 9791.70 117500.45 61.9273 4954.18 10734.07 128808.78 66.6191 5329.53 11547.31 138567.73 Step 10 Step 11 Step 12 Step 13 Appendix B – City of Flagstaff Pay Plan 334 City of Flagstaff Annual Financial Plan 213 13 209 9 208 8 Position Title 11300 N Fire Captain 10905 N Fire Engineer 10813 N Firefighter Range Pos # 13.3575 13.0956 1496.04 3241.42 38897.04 14.1595 13.8819 1585.86 3436.04 41232.46 18.5671 18.2030 2079.52 4505.62 54067.40 Min Step 1 13.8578 13.5861 1552.07 3362.83 40353.91 14.6995 14.4113 1646.34 3567.08 42804.94 19.1945 18.8181 2149.78 4657.87 55894.38 Step 2 14.3660 14.0843 1608.99 3486.15 41833.79 15.2395 14.9407 1706.82 3698.12 44377.42 19.8297 19.4409 2220.93 4812.01 57744.09 Step 3 14.8663 14.5748 1665.03 3607.56 43290.67 15.7876 15.4780 1768.21 3831.12 45973.49 20.4571 20.0560 2291.20 4964.26 59571.08 Step 4 15.3747 15.0732 1721.97 3730.93 44771.13 16.3275 16.0074 1828.68 3962.14 47545.68 21.1004 20.6867 2363.24 5120.36 61444.36 Step 5 15.8750 15.5637 1778.00 3852.33 46228.00 16.8675 16.5368 1889.16 4093.18 49118.16 21.7198 21.2939 2432.62 5270.67 63248.06 Step 6 16.3831 16.0619 1834.91 3975.63 47707.59 17.4075 17.0662 1949.64 4224.22 50690.64 22.3550 21.9167 2503.76 5424.81 65097.76 Step 7 Mid 5-11 Mid 12+ 16.8915 16.5603 1891.85 4099.00 49188.05 17.9556 17.6035 2011.03 4357.23 52286.71 22.9824 22.5318 2574.03 5577.06 66924.75 Step 8 2007-2008 City of Flagstaff Pay Plan 2912 Hours 17.3918 17.0508 1947.88 4220.41 50644.92 18.4956 18.1329 2071.51 4488.27 53859.19 23.6258 23.1625 2646.09 5733.19 68798.33 Step 9 17.9000 17.5490 2004.80 4343.73 52124.80 19.0277 18.6546 2131.10 4617.39 55408.66 24.2451 23.7697 2715.45 5883.48 70601.73 Step 10 18.4321 18.0707 2064.40 4472.86 53674.28 19.5359 19.1528 2188.02 4740.71 56888.54 24.8806 24.3927 2786.63 6037.69 72452.31 Step 11 25.5080 25.0078 2856.90 6189.94 74279.30 Step 12 26.1750 25.6618 2931.60 6351.80 76221.60 Step 13 Appendix B – City of Flagstaff Pay Plan 335 City of Flagstaff Annual Financial Plan 10905 10903 9 B-2-5 9 B-2-5 Range Pos # N Police Officer N Fire Engineer 14.8675 1665.15 3607.84 43294.08 20.8146 1665.16 3607.86 43294.30 Min Position Title Step 1 15.4345 1728.66 3745.43 44945.19 21.6084 1728.67 3745.46 44945.41 Step 2 16.0015 1792.16 3883.03 46596.29 22.4022 1792.17 3883.05 46596.51 Step 3 16.5770 1856.62 4022.68 48272.16 23.2077 1856.62 4022.68 48272.08 Step 4 17.1439 1920.11 4160.25 49922.96 24.0015 1920.12 4160.27 49923.18 Step 5 17.7109 1983.62 4297.84 51574.07 24.7953 1983.63 4297.86 51574.29 Step 6 18.2779 2047.12 4435.43 53225.17 25.5892 2047.14 4435.46 53225.61 Step 7 Mid 5-11 Mid 12+ 18.8534 2111.58 4575.09 54901.05 26.3947 2111.57 4575.08 54900.95 Step 8 19.4204 2175.09 4712.68 56552.15 27.1885 2175.08 4712.67 56552.06 Step 9 2007-2008 City of Flagstaff Pay Plan 5% Add Pay 19.9791 2237.66 4848.26 58179.09 27.9706 2237.66 4848.24 58178.93 20.5127 2297.42 4977.75 59732.97 28.7178 2297.42 4977.76 59733.05 Step 10 Step 11 Step 12 Step 13 Appendix B – City of Flagstaff Pay Plan 336 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 33280.73 30294.37 2773.39 33280.73 30294.37 1280.03 16.0004 2524.53 1165.17 14.5646 2 2773.39 2524.53 1 1280.03 16.0004 2 (LI#2) 1165.17 14.5646 1 (L1#1) 36851.38 3070.95 1417.36 17.7170 3 36851.38 3070.95 1417.36 17.7170 3 (LI#3) 40422.04 3368.50 1554.69 19.4337 4 40422.04 3368.50 1554.69 19.4337 4 (LII#1) 2007-2008 City of Flagstaff Pay Plan Skill Based Pay 44598.62 3716.55 1715.33 21.4416 5 44598.62 3716.55 1715.33 21.4416 5 (LII#2) 49381.13 4115.09 1899.27 23.7409 6 49381.13 4115.09 1899.27 23.7409 6 (LII#3) 56888.62 4740.72 2188.02 27.3503 7 56888.62 4740.72 2188.02 27.3503 7 (Max) Appendix B – City of Flagstaff Pay Plan 337 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 10.7511 860.09 1863.53 22362.30 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! 338 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 13.9309 14.4645 14.9871 15.5207 16.0433 16.5769 17.1106 17.6331 18.1668 1114.47 1157.16 1198.97 1241.66 1283.46 1326.16 1368.85 1410.65 1453.34 2414.68 2507.18 2597.76 2690.26 2780.83 2873.34 2965.84 3056.41 3148.91 28976.18 30086.20 31173.09 32283.11 33370.01 34480.03 35590.05 36676.95 37786.97 Zone 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 12.3410 12.8746 13.3972 13.9309 14.4645 14.9871 15.5207 16.0433 16.5769 17.11 17.64 987.28 1029.97 1071.78 1114.47 1157.16 1198.97 1241.66 1283.46 1326.16 1368.53 1410.91 2139.10 2231.60 2322.18 2414.68 2507.18 2597.76 2690.26 2780.83 2873.34 2965.15 3056.96 25669.24 26779.26 27866.16 28976.18 30086.20 31173.09 32283.11 33370.01 34480.03 35581.79 36683.56 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 11.2848 11.8073 12.3410 12.8746 13.3972 13.9309 14.4645 14.9871 15.52 16.05 16.58 17.11 17.64 902.78 944.59 987.28 1029.97 1071.78 1114.47 1157.16 1198.97 1241.34 1283.72 1326.09 1368.47 1410.84 1956.03 2046.60 2139.10 2231.60 2322.18 2414.68 2507.18 2597.76 2689.57 2781.38 2873.20 2965.01 3056.83 23472.32 24559.22 25669.24 26779.26 27866.16 28976.18 30086.20 31173.09 32274.86 33376.62 34478.38 35580.14 36681.90 Zone 1 2007-2008 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 80201 N Admin Specialist Pos # Position Title 80202 N Admin Specialist Pos # Position Title 80203 N Admin Specialist Band B21 Band B22 Band B23 Step 1 #REF! #REF! #REF! #REF! Step 1 #REF! #REF! #REF! #REF! Step 1 14.1310 1130.48 2449.37 29392.43 Step 2 #REF! #REF! #REF! #REF! Step 2 #REF! #REF! #REF! #REF! Step 2 14.6980 1175.84 2547.65 30571.83 Step 3 #REF! #REF! #REF! #REF! Step 3 #REF! #REF! #REF! #REF! Step 3 15.2539 1220.31 2644.01 31728.10 Step 4 #REF! #REF! #REF! #REF! Step 4 15.8209 1265.67 2742.29 32907.50 Step 4 15.8209 1265.67 2742.29 32907.50 Step 5 #REF! #REF! #REF! #REF! Step 5 16.3768 1310.15 2838.65 34063.77 Step 5 16.3768 1310.15 2838.65 34063.77 Zone 1 Step 6 #REF! #REF! #REF! #REF! Step 6 16.9438 1355.51 2936.93 35243.17 Step 6 16.9438 1355.51 2936.93 35243.17 Step 7 17.4997 1399.98 3033.29 36399.44 Step 7 17.4997 1399.98 3033.29 36399.44 Step 7 17.4997 1399.98 3033.29 36399.44 Step 8 18.0668 1445.34 3131.57 37578.84 Step 8 18.0668 1445.34 3131.57 37578.84 Zone 2 Step 8 18.0668 1445.34 3131.57 37578.84 2007-2008 City of Flagstaff Pay Plan Broad Banding Administrative Specialist Step 9 18.6227 1489.81 3227.93 38735.11 Step 9 18.6227 1489.81 3227.93 38735.11 Step 9 18.6227 1489.81 3227.93 38735.11 Step 10 19.1897 1535.17 3326.21 39914.51 Step 10 19.1897 1535.17 3326.21 39914.51 Step 10 19.18 1534.73 3325.25 39902.95 Step 11 19.7456 1579.65 3422.57 41070.78 Zone 3 Step 11 19.7456 1579.65 3422.57 41070.78 Step 11 19.75 1579.65 3422.57 41070.78 Step 12 20.3126 1625.01 3520.85 42250.18 Step 12 20.3126 1625.01 3520.85 42250.18 Step 12 20.31 1624.56 3519.88 42238.62 Step 13 20.8685 1669.48 3617.20 43406.45 Step 13 20.87 1669.92 3618.17 43418.01 Step 13 20.87 1669.48 3617.20 43406.45 Step 14 21.4355 1714.84 3715.49 44585.85 Step 15 21.9914 1759.31 3811.84 45742.12 Appendix B – City of Flagstaff Pay Plan 339 City of Flagstaff Pos # 80501 80601 80701 80301 80401 Pos # 80502 80602 80702 80302 80402 Pos # 80503 80603 80703 80303 80403 Band B31 Band B32 Annual Financial Plan Band B33 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 1 19.8234 1585.87 3436.05 41232.66 Step 2 #REF! #REF! #REF! #REF! Step 2 #REF! #REF! #REF! #REF! Step 2 20.6684 1653.47 3582.52 42990.19 Step 3 #REF! #REF! #REF! #REF! Step 3 #REF! #REF! #REF! #REF! Step 3 21.5133 1721.07 3728.98 44747.73 Step 4 #REF! #REF! #REF! #REF! Step 4 22.3583 3875.44 46505.26 46505.26 Step 4 22.3583 1788.66 3875.44 46505.26 Step 5 #REF! #REF! #REF! #REF! Step 5 23.2144 4023.83 48285.92 48285.92 Step 5 23.2144 1857.15 4023.83 48285.92 Zone 1 Step 6 #REF! #REF! #REF! #REF! Step 6 24.0594 4170.29 50043.45 50043.45 Step 6 24.0594 1924.75 4170.29 50043.45 Step 7 24.9043 1992.35 4316.75 51800.99 Step 7 24.9043 4316.75 51800.99 51800.99 Step 7 24.9043 1992.35 4316.75 51800.99 Step 8 25.7493 2059.94 4463.21 53558.52 Step 8 25.7493 4463.21 53558.52 53558.52 Zone 2 Step 8 25.7493 2059.94 4463.21 53558.52 Step 9 26.5943 2127.54 4609.67 55316.05 Step 9 26.5943 4609.67 55316.05 55316.05 Step 9 26.5943 2127.54 4609.67 55316.05 2007-2008 City of Flagstaff Pay Plan Broad Banding Plant Specialist/Water Services Specialist Step 10 27.4392 2195.14 4756.13 57073.59 Step 10 27.4392 4756.13 57073.59 57073.59 Step 10 27.44 2195.26 4756.41 57076.89 Step 11 28.2842 2262.74 4902.59 58831.12 Zone 3 Step 11 28.2842 4902.59 58831.12 58831.12 Step 11 28.29 2262.99 4903.14 58837.73 Step 12 29.1403 2331.22 5050.98 60611.78 Step 12 29.1403 5050.98 60611.78 60611.78 Step 12 29.13 2330.71 5049.88 60598.56 Step 13 29.9852 2398.82 5197.44 62369.31 Step 13 29.99 2398.95 5197.72 62372.62 Step 13 29.98 2398.44 5196.62 62359.40 Step 14 30.8302 2466.42 5343.90 64126.85 Step 15 31.6752 2534.01 5490.36 65884.38 Appendix B – City of Flagstaff Pay Plan 340 City of Flagstaff Pos # Position Title 81201 E Dev Case Manager Pos # Position Title 81202 E Dev Case Manager Pos # Position Title 81203 E Dev Case Manager Band B51 Band B52 Annual Financial Plan Band B53 41232.66 41232.66 49025.93 57380.82 Mid 60165.79 Zone 1 65735.72 Mid 68520.68 Zone 2 2007-2008 City of Flagstaff Pay Plan Broad Banding Case Manager (Exempt) Mid 76875.57 Zone 3 79660.53 79660.53 79660.53 71305.64 71305.64 71305.64 71305.64 71305.64 71305.64 88015.42 #REF! #REF! Appendix B – City of Flagstaff Pay Plan 341 City of Flagstaff Annual Financial Plan Pos # Position Title 81101 E Laboratory Spec Pos # Position Title 81102 E Laboratory Spec Pos # Position Title 81103 E Laboratory Spec Band B41 Band B42 Band B43 41232.66 41232.66 41232.66 46787.72 Mid 48639.41 Zone 1 52342.78 Mid 54194.47 Zone 2 2007-2008 City of Flagstaff Pay Plan Broad Banding Laboratory Specialist (Exempt) 56046.16 56046.16 Mid 59749.53 Zone 3 56046.16 56046.16 61601.22 61601.22 56046.16 61601.22 56046.16 67156.28 #REF! #REF! Appendix B – City of Flagstaff Pay Plan 342 City of Flagstaff Appendix C – Resolution for Budget Adoption RESOLUTION NO. 2007-34 A RESOLUTION FOR THE ADOPTION OF THE BUDGET FOR FISCAL YEAR 2007-2008; 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 5, 2007 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 5, 2007, 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, 2007, 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 2007-2008. 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 June 19, 2007. PASSED AND ADOPTED by the City Council and approved by the Mayor of the City of Flagstaff this 19th day of June, 2007. /s/ Joseph C. Donaldson MAYOR ATTEST: /s/ Margie Brown CITY CLERK APPROVED AS TO FORM: /s/ Patricia J. Boomsma CITY ATTORNEY Annual Financial Plan 343 City of Flagstaff Appendix D – Ordinance for Property Tax Levy ORDINANCE NO. 2007-32 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, 2008. WHEREAS, by the provisions of State law, the ordinance levying taxes for fiscal year 2007-2008 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; 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 0.7153 for the fiscal year ending on the 30th day of June, 2008. 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, 2008. 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 judgment 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. That 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. SECTION 6. Effective Date. The tax levies imposed by this Ordinance shall take effect July 30, 2007. PASSED AND ADOPTED by the City Council and approved by the Mayor of the City of Flagstaff this 30th day of July, 2007. /s/ Joseph C. Donaldson MAYOR ATTEST: /s/ Margie Brown CITY CLERK APPROVED AS TO FORM: /s/ Patricia Boomsma CITY ATTORNEY Annual Financial Plan 344 City of Flagstaff Appendix E – Full Cost Plan Summary of Allocation Basis Public Information Officer-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 space. APS Building-Gross square feet of assigned space. 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 Non-Departmental General Admin: Personal-Number of permanent full-time equivalent positions served. Fiscal-Total expenses, capital at 10%, of units served. Single Use Equipment-Actual expense by department. Human Resources: Recruitment-Number of FTE’s served, Fire & Police weighted. Training/Benefits-Number of permanent full-time equivalent positions served. Non-Departmental Employee Benefits: Services-Personal services of units supervised or served. Risk Management: Safety-Number of full-time equivalent positions served. Claims-Total expenditures, capital at 10%, of units served. Non-Departmental Insurance: General Liability-Total expenses 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 Administration: Department Admin-Personal services supervised. units 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. Non-Departmental Consultants: Audit & Fiscal-Total expenses of units served. Other Services-Direct allocation to non-departmental consultants-other. Management Services Property Mgmt: Services-Estimated effort spent on projects. Council & Commissions: Council-Total expenses, capital at 10% of units served. Boards-Total expenses of units served. Management Services Financial Services: Services-Total expenses, capital at 10%, of units served. Non-Departmental 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. Deputy Fiscal-Total expenses, capital at 10%, of units served. Annual Financial Plan of Information Systems: General Support-Number of personal supported. GIS-Effort for departments supported. 345 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. of units Development Services: Building Plan Review-Total expenses with capital at 10% of units served. Development Services-Direct allocation to General Fund-Other. Public Works – Other-Dollar value of permits processed. Single Departments-Actual expense of divisions served. 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. General Maintenance-Work hours by division. 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. Community Improvements: Administration-Percentage of administrative effort. Traffic-Direct allocation to Public Works. Community Investments: Planning Services-Total expenses with 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 Annual Financial Plan 346 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 Capital Improvements Collaboration Customer Service and Organization Support Economic Development Fiscal Health Housing Planning Public Safety Quality of Life Annual Financial Plan 347 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 Annual Financial Plan FY 2008 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 2007 Status Update: x Reorganized the Capital Improvement Section to focus key individuals on planning and programming rather than have the entire Section perform on a “when time permits” fashion. x Continued to shape the resumed the Capital Improvements Committee to identify and incorporate “Facility Master Planning” to accommodate and provide modifications to the 2001 Flagstaff Area Regional Land Use and Transportation Plan. x Coordinate the re-establishment of the Capital Improvements Committee for internal over-site and review of the capital planning process. x Integrate Capital Improvements that will be constructed via Development Agreements. x Facilitate the identification and budgeting of annual operating and maintenance costs associated with infrastructure and facility improvements. x Suggested modifications to programmed FUTS projects to accommodate land acquisition issues. x Continued project prospectus/definition development 348 RESPONSIBILITY CI Committee Capital Improvements Community Development Stormwater Mgmt Traffic Engr. Public Works Utilities FMPO Real Estate Mgmt Environmental Services City of Flagstaff Appendix F – Council Goals GOAL STATEMENT CAPITAL IMPROVEMENTS infrastructure expenditures facilitate a planned growth, economic development and protect existing community investments. Allocating resources through a coordinated planning and 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. FY 2008 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY Program: Provide clear information and rationale to match available revenues with prioritized projects funded through the adopted 5-Year Capital Improvements Program. 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. FY 2007 Status Update: x x x x x x x x x x x x x Annual Financial Plan Analyzed remaining costs needed to Assist with FUTS 5-year program definition and priority Coordinate 5-year CIP Update for 2008 – 2012 Developed funding scenario for remaining 2004 Bond Projects. Northern Arizona Technology & Business Incubator (NATBI) Assisted in coordination of activities and Council actions necessary for the formation of the Aspen/Sawmill Improvement District. Coordination of Butler Widening (East of Little America). Convinced the USACE to redesign the Clay Ave. Wash Detention Basin (CAWDB) to avoid BNSF property acquisition issues. Obtained USACE waiver to allow the (CAWDB) to proceed to construction. Continued administration of initial consultant services for identification and evaluation of FUTS/Open Space acquisitions. Completed rail crossing quiet zones feasibility study and Wayside Horn demonstration. Staff report to Council scheduled for January 2007. Coordinated scoping and project definition for the Navajo Dr. and Bonito St. Pedestrian Improvements. Coordination for the paving of Industrial Drive (Fanning to Eagle Mountain). 349 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT CAPITAL IMPROVEMENTS FY 2008 AND FUTURE WORK PROGRAM STRATEGIES Design: Develop project plans and specifications with continued involvement of the community and project partners. FY 2007 Status Update: • Completed property acquisition with ADOT for the FUTS 180/Ft. Valley Trail project. • Conducted a feasibility study, including a preliminary design, for potential roadway improvement district at East Flagstaff Industrial Park. • Lone Tree Rd. corridor study substantially completed. • Fire station relocation design/build contracts awarded, and design completed for Fire Station No. 5. • Aquatic/Multigenerational Center preliminary programming study completed. Design and CM at-risk contracts awarded, and design is 60% completed. • Continued Rio de Flag project management services and coordinated public process to determine that a closed channel is preferred. Presented options to the Council and obtained a final decision. Continued to address issues associated with, utility relocations, coordination with BNSF, and property acquisition. • 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 the design of the paver replacement of the Visitors Center/BNSF Railroad. • Completed the design for the FUTS Crescent to Observatory Mesa and Blue Willow to Hwy 180 projects, and completed the property acquisition for the Crescent to Observatory Mesa segment. • 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 completed. • Completion of design services and contract documents for US 89 Streetscape. • Continued project management for the Huntington Dr. Reconstruction design services. • Assisted Community Investment Division in scoping and selection of consultant services for the first phase of the Southside Redevelopment project. • The design for the Adult Center remodeling was completed in October 2007. • Coordination for the Woodlands Village Blvd. Sidewalk. • The design of the 4th Leg of Railhead Avenue-Hwy 89A intersection (Name to change to “Via De Village Blvd) is scheduled to be completed in February 2007. • Design completed for the Ph IVA Sunnyside Improvements. • Annual Financial Plan 350 RESPONSIBILITY Capital Improvements Funding Dept. Maintaining Department Community Development Contract Administration Real Estate Mgmt Environmental Services Grants Mgr. City of Flagstaff Appendix F – Council Goals GOAL STATEMENT CAPITAL IMPROVEMENTS FY 2008 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. FY 2007 Status Update: x Fourth Street Rail Crossing Phase II completed. x Sunnyside neighborhood improvements PHIII-B completed. x Sixth Ave. detention/BMX Park project completed. x Crescent to Observatory Mesa FUTS trail under construction, scheduled for completion in the spring of 2007. x US 180/Ft. Valley Trails projects scheduled for completion in late summer of 2007. x Cedar Ave. urban pedestrian/bike FUTS bridge completed in November of 2006. x Project management for construction of Thorpe Park improvements, scheduled for completion in March 2007. x Project management services for construction of Talkington Dr./Lynn Dr. water main replacement completed in December 2006. x Completed Arrowhead bus stop improvements. x Adult Center remodeling is scheduled for completion in February of 2007. x Butler Avenue / Fourth Street Temporary Traffic Signal scheduled for completion in the Spring of 2007. x Public Involvement: Engage citizens through meaningful public dialogue and involvement ensuring consideration of their input and providing a full understanding of project impacts. FY2007 Status Update: x Continued public forums and open house meetings. x Monthly reports provide on-going status of all CID projects x Capital Improvements web page updates x Public notice and media releases of traffic impacts Annual Financial Plan 351 Capital Improvements Funding Depts. Public Information Officer FMPO CTAC City of Flagstaff Appendix F – Council Goals GOAL STATEMENT CAPITAL IMPROVEMENTS FY 2008 AND FUTURE WORK PROGRAM STRATEGIES Process Improvements: Continuous improvement of our internal process to ensure the most timely delivery of projects while ensuring compliance to all legal/policy requirements. FY2007 Status Update: x Prospectus document development x Schedule-based work program and monitoring of work program status x Continuous monitoring of schedule and cost x Comprehensive 5-year CIP and annual updates x Council presentation regarding status of Streets and Transportation program x Thorough project scope development x Team chartering x Project Manager’s Manual up-dated x Internal project review process x Quarterly Project Financial Reports x Alternative project delivery methods Annual Financial Plan 352 RESPONSIBILITY Contracts Administration Capital Improvements Risk Management Attorney’s Office Purchasing Real Estate Mgmt Env. Services 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. Annual Financial Plan FY 2008 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 FY2007 Status Update: x Developed new and strengthened existing relationships with Local State and Federal agencies including: Coconino Plateau Water Advisory Council: The Bureau of Reclamation completed the North Central Arizona Water Supply Study and presented an appraisal level report to the Council. The study is a preliminary evaluation of possible supply and pipeline alternatives that would address future water shortages on the Coconino County Plateau. The Council accepted the report and made a recommendation that authority be sought from Congress for a feasibility level study; Statewide Water Advisory Group: Three pieces of proposed water legislation were completed this year. Bill one would give counties and municipalities the authority to require new subdivisions show they have an adequate water supply before they would be approved. Bill two would establish a State water development fund to assist in funding large rural water projects (such as Red Gap Ranch). Bill three would prohibit drilling water wells when they could cause spreading plume of contaminated underground water; coordinated with The Guidance Center to plan and administer medical and detoxification services at The Intake Triage Clinic; work closely with mental health and developmental disabilities service providers to develop the cui5ls Intervention Team and smart card programs; FMPO: Collaboration with Councils of Government and Metropolitan Planning Organizations from across the state to forge a strategy to increase transportation funding; NAIPTA and FMPO are working closely to set a vision for transit through the downtown corridor; FMPO played a central role in evaluating the transportation needs and impacts of Juniper Point; FMPO advised the City on the development of the Lone Tree corridor; considerable work is being done by FMPO on planning, prioritizing, and programming the Flagstaff Urban Trail System from a comprehensive signing system to the design of critical linkages around town; Northern Arizona Intergovernmental Public Transportation Authority; collaborated with Coconino county on public transportation issues; and 353 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT COLLABORATION FY 2008 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY FY2007 Status Update continued: x CVB: participated in quarterly sales and public relations meetings with AOT staff and other industry partners to ensure successful statewide marketing programs; collaborated with multiple agencies within Northern Arizona on the first ever Smithsonian CultureFest programs at Coconino Center for the Arts which was funded in part by a grant though the AOT; public relation staff worked closely with Williams and Page/ Lake Powell staff as part of a regional grant program through the AOT; participated in quarterly Arizona Tourism Alliance meeting which is a non-profit organization whose mission is to ensure the future growth and success of tourism through collective efforts. ATA and its partners work throughout the year to advocate, educate, and unite the tourism industry; provide marketing assistance to a local non-profit agency for their annual event through the AOT TEAM grant program; sales staff created a new partnership to develop the group market with three major attractions: Lowell Observatory, Arboretum of Flagstaff, and Museum of Northern Arizona; CVB and Visitor Center staff coordinated efforts with the Winter Recreation Task Force to provide a first point of contact system and snowplay related information. x Developed community approach to affordable housing including non-profit agencies, NAU, State Housing Dept, Policy Task Force and Land Trust. CM, DCMs, DHs 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 FY2007 Status Update: x Development and annual update of Alliance Policy statement. x Continued pursuit of funding for Rural Policy Institute; education; Telecommunication x Completed agreements for International Network Master Plan; construction, and funding. Annual Financial Plan 354 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT COLLABORATION FY 2008 AND FUTURE WORK PROGRAM STRATEGIES 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; avts, and education. RESPONSIBILITY CM, DCMs, DHs FY2007 Status Update: x Strengthened relationships and refined objectives to update or develop policy positions; address broader community and regional issues; and funding for education particularly University research and Allied Health Program development. Municipal Policy Statement: Refine policy statement development for internal and external use. Council, CM, DCMs FY2007 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 FY2007 Status Update: x Continuing to develop relationships as the basis for future work program formalization: water; transportation; tourism, housing; forest health. Annual Financial Plan 355 City of Flagstaff Appendix F – Council Goals CUSTOMER SERVICE COMMITTEE GOAL STATEMENT CUSTOMER SERVICE COMMITTEE ontinue 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 2008 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 2007 Status Update: • The Customer Service Committee conducted an internal customer service survey to determine how and in what ways internal customer service could be improved. • In an effort to define “excellent customer service” or “service at a higher elevation” a contest was held requesting employees to provide a definition to these phrases. In other words what does “excellent customer service” or “service at a higher elevation” mean? FY 2008 Goals: • Using the results of the survey conducted in 2007 identify ways to improve and promote excellent customer service. • Identify a document/method to communicate and explain what “excellent customer service” or “service at a higher elevation” is. Employee Services: Provide information on HR services to current employees and applicants through the use of technology. Human Resources FY 2007 Status Update: • All City job descriptions have been placed on the City web site so that potential as well as current employees have access to these documents. FY 2008 Goals: • Through “click to gov” employees will be able to see their payroll deductions and benefits on line. 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 2007 Status Update: • Performance management training was provided to address completing a thorough and informative performance evaluation and professional development. Annual Financial Plan 356 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT CUSTOMER SERVICE COMMITTEE FY 2008 AND FUTURE WORK PROGRAM STRATEGIES 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. RESPONSIBILITY Customer Service Committee, Public Relations FY 2007 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 2008 Goals: • Conduct a follow-up survey in October 2007 to measure effectiveness of changes made. Recognition/Award Program: Annually recognize annually employees who have provided outstanding customer service. FY 2007 Status Update: • Provided 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. 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 2007 Status Update: • Developed 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. • Developed and presented Ethics training to the employees in the Leadership Talent Development Program. Customer Service Committee, Human Resources, Manager’s Award Committee Customer Service Committee, City Manager, Deputy City Managers, Department Heads, EAC FY 2008 Goals: • Provide Ethics training to all employees so they are aware and understand how the recently approved Ethics Policy applies to them. Annual Financial Plan 357 City of Flagstaff Appendix F – Council Goals ORGANIZATIONAL SUPPORT GOAL STATEMENT ORGANIZATION SUPPORT To ensure that the City of Flagstaff has the necessary organizational structure and staff who are trained to achieve the goals of the City, now and in the future. To develop and maintain compensation and benefits systems that allow the City as an employer to hire and retain a workforce that is recognized by the Council and public as committed public servants. Discussion: The City Council recognizes the importance of positioning the City as a quality employer within the community to enhance recruitment and retention of employees. To do so requires providing a compensation and benefit package to attract and retain qualified employees. The City further recognizes that to accomplish established goals requires a well-trained staff. An outcome of providing an excellent integrated and comprehensive level of service, and to ensure the continued long-term viability given that 20% of top management is eligible for retirement, succession planning will be implemented. Succession planning will be pursued to ensure the continuity of the City’s leadership talent by identifying and developing potential individuals so that excellent performance is preserved as well as enhanced, individual advancement is strengthened, and the City has the right leaders prepared for the right positions at the needed time. Annual Financial Plan FY 2008 AND FUTURE WORK PROGRAM STRATEGIES Succession Planning: Develop a “competency based” process that develops a group of high potential employees who can assume leadership roles as needed across a broad spectrum of the organization. RESPONSIBILITY City Manager Department Heads Human Resources FY 2007 Status Update: • Integrated the Leadership Talent Development Program in the City’s processes and procedures. • Integrated competency profiles into the recruitment and interviewing process and moved towards behavioral based interviewing. • Provide “Setting a Climate for Development” workshop for the Fire Department as part of the Leadership Talent Development Program. • Recruited and selected employees to participate in the Leadership Talent Development Program to ensure that all employees have an opportunity to participate. • Drafted a formal mentoring policy/program to help integrate new employees into the organization. FY 2008 Goals: • Implement a formal mentoring policy/program to help integrate new employees into the organization. • Continue to promote and provide training in the Leadership Talent Development Program. • Evaluate the effectiveness of the program and analyze statistically how many employees are promoting within versus hiring from the outside. 358 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT ORGANIZATION SUPPORT FY 2008 AND FUTURE WORK PROGRAM STRATEGIES Compensation and Benefits: Maintain a compensation and benefits system that is internally equitable and externally competitive within the financial capability of the City. This will include conducting a market survey annually to ensure the City’s salaries are within the market. RESPONSIBILITY Human Resources, Department Heads, City Manager, Budget Team FY 2007 Status Update • Project Manager positions were Broad Banded • Conducted market analysis in October rather than January to expedite the budget process. • Conducted an open enrollment offering a three option health care plan requiring full participation. • Provided “Wellness” programs such as flu shots, MOM, health screening, etc. • Updated the Acting Pay and Residency Requirement ordinances and developed a Citywide Standby policy. • Transferred the Housing Policy developed by the Compensation Committee to Community Development since it better fits with them. • Revised the Compensation and Classification Policy. • EAC and Management changed how they work together regarding compensation and benefits. They now review salary data and benefits as one component and recommend changes. FY 2008 Goals: • Continue to conduct a market analysis to ensure salaries are within market. Professional Development: In conjunction with succession planning, identify and develop training plans to enhance the employees’ knowledge, skills and abilities, potential for career growth, and leadership development. Human Resources, Department Heads, Budget Team FY 2007 Status Update: • Developed other forms of leadership training to enhance professional development, i.e. performance management, how to interview, corrective action, etc. • Developed orientation program for new supervisors/managers FY 2008 Goals: • Implement orientation training for new supervisors/managers. • Continue to provide leadership training that will enhance professional development. Annual Financial Plan 359 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT ORGANIZATION SUPPORT FY 2008 AND FUTURE WORK PROGRAM STRATEGIES Employee Support: Evaluate current and proposed programs to ensure adequate financial and organizational support to successfully accomplish the goals. Also ensure that employees understand and support the mission and values of the City. RESPONSIBILITY Department Heads, Budget Team Human Resources FY 2007 Status Update: • Completed the process of adding, “actively support and uphold the City’s stated mission and values” to all job descriptions. • Conduct “face-to-face” exit interviews. FY 2008 Goals: • Ensure there are funds to support training needs. Organizational Structure: Review the current organizational structure to determine relationships, organizational efficiency and effectiveness. Identify potential improvements considering new and existing programs. Review to include appropriate staffing levels and skill requirements. City Manager, Deputy City Manager for Operations, Human Resources FY 2007 Status Update: • The Community Investment Division was reorganized in an effort to reduce the number of direct reports to the Director and streamlines process and increase efficiency. • The Facilities Maintenance Section was reorganized to create efficiency and build capacity for better delivery of service. • The Environmental Services Division was reorganized which resulted in creating the Solid Waste Collection and Disposal Section and the Sustainability and Environmental Management Section. • The benefits function that was done in Payroll was moved to Human Resources in an effort to streamline processes and reduce redundancy. FY 2008 Goals: • Continue to review the organizational structure as part of succession planning to capitalize on organizational effectiveness and efficiency. Annual Financial Plan 360 City of Flagstaff Appendix F – Council Goals ECONOMIC DEVELOPMENT/REINVESTMENT GOAL STATEMENT: ECONOMIC DEVELOPMENT/ REINVESTMENT Maintain and strengthen Flagstaff as the regional center for retail, employment, and hospitality while enhancing the quality of life for our residents. FY 2008 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 FY2007Status Update: x Received final award from the EDA. x Contract awarded to JWA for design x Site preparation began x Construction contract awarded x Contract awarded for Incubator Operator FY 2008 x Begin construction Site Specific Redevelopment Attract new development to the City on City-owned sites or sites that have an impact on the entire community. Community Investment Fourth Street/Route 66 FY 2007 Status Update x Issued Request for Proposals x Preliminary letter of understanding entered into FY 2008 x Developer rezones property x Closes with the City of Flagstaff Downtown Block FY 2007 Status Update x Issued Request for Proposals FY 2008 x Developer chosen for the property Annual Financial Plan 361 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT: ECONOMIC DEVELOPMENT/ REINVESTMENT FY 2008 AND FUTURE WORK PROGRAM STRATEGIES Strategy: Community Reinvestment Marketing RESPONSIBILITY 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. FY2007 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. x Staff attended the annual Urban Land Institute Conference in Denver, CO and made contact with 50 developers FY 2008 Same Strategy: East Flagstaff Gateway Area 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. FY2007Status Update: x Mall expansion and Auto Park under construction x Space reservations for the Auto Park. x Tenants announced for retail FY2008: x Work with dealers to open in Fall and Spring x First phase of retail to open November 2007 x Mall to begin major renovation in early 2008 Annual Financial Plan 362 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT: ECONOMIC DEVELOPMENT/ REINVESTMENT FY 2008 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY 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. FY2007 Status Update: x Work with developer on Improvement District, tenants and financing FY2008: x First phase of retail to open including New Frontiers Community Investment Strategy: USGS Continue to address new employment base opportunities and fund campus Master Plan improvements. FY2007 Status Update: x Worked through issues on Section 106 Review FY 2008 x Continue to work with USGS on GSA approval for lease and expansion FY2007 Status Update: x Issued a Request for Proposals for private Science Park development adjacent to USGS x Developer selected and MOU entered into for one year x Lease negotiations begun FY 2008 x Lease approved by Council x Rezoning application submitted and approved x Marketing in cooperation with the City for tenants x Preliminary construction begun Annual Financial Plan 363 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT: ECONOMIC DEVELOPMENT/ REINVESTMENT FY 2008 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY Community Investment Strategy: Downtown Address issues related to Downtown’s continued economic viability since it is a major tourist attraction and the heart of the community. Issues include: On street parking; Employee parking; store turnover; events; street management; imaging FY2007 Status Update: x Worked with a Downtown Parking Committee that included major stakeholders and businesses to develop a parking strategy and master plan FY 2008 x Install parking management best practices FY2007 Status Update: x Worked with Downtown businesses on issues FY 2008 x Provide overall Downtown management similar to a mall with unified marketing and management and assist property owners on attracting compatible businesses Community Investment Strategy: 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. FY2007 Status Update: x Completed and approved by Council FY 2008 x Monthly reports to continue to be placed on web Annual Financial Plan 364 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 2008 AND FUTURE WORK PROGRAM STRATEGIES Sustainability – Work with Environmental Services staff to incorporate sustainable goods and processes in the procurement process. RESPONSIBILITY Environmental Services, Finance, Purchasing, Fleet FY2007 Statue Update: In conjunction with the Fleet Committee, the City is purchasing hybrid vehicles. Staff is working with the weed control vendor on environmentally friendly alternatives. Staff encouraged NAIPTA to purchase hybrid vehicles for future fleet. Housing – Assist with financial tools that will provide additional financial opportunities to achieve housing goals. Housing, City Administration, Finance FY2007 Statue Update: x Finance and housing staff continue to work together to determine financial needs as Council offers direction and definition related to housing goals Capital Improvements – work with CIP to develop comprehensive plan of infrastructure needs CIP, PW, Finance, Utilities FY2007 Status Update: x Five year CIP published. x Mapped all projects x Completed database for division input and reporting Fee Policies – Develop a policy of mandatory fee reviews including frequency and responsibility. Finance FY2007 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. FY2007 Status Update: The City has purchased software to provide online access to utility billing, vendor registration and employee access to payroll information. New Revenues – Implement new fee recommendations. E Government Committee Finance FY2007 Status Update: Cable franchise negotiations are final. Development fees implemented. Council approved sales tax changes to increase revenue. Annual Financial Plan 365 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT FISCAL HEALTH FY 2008 AND FUTURE WORK PROGRAM STRATEGIES Impact Fees – Implement impact fee recommendations as desired. RESPONSIBILITY Planning FY2007 Status Update: The study will be forwarded to Council for consideration on February 26, 2007. Leverage Grants – Find grants for the city projects and programs. Finance FY2007 Status Update The City budgeted $19,298,118 for 62 grants for FY2007. Cost Allocation – Continue cost allocation methodology and start process of including overhead recovery in grants. Finance FY2007 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. The indirect (OMB) rate for FY2007 was 4.89% Public Private Partnerships – Look for ongoing opportunities to coordinate infrastructure development to meet the needs of both parties. PW, Utilities, Community Development, Administration FY2007 Status Update: Working to coordinate infrastructure on the USGS campus with the Incubator, Science Park, USGS building replacements and private development. Utilities Optimization program - Continue implementation, a program designed to reduce job redundancy and incorporate better technology. Utilities FY2007 Status Update: Implementation extended to appropriate divisions. ICMA Benchmarking- formalize budget and decision process to consider comparative data. Budget team FY2007 Status Update: The City is no longer using ICMA for performance management benchmarking. Annual Financial Plan 366 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT FISCAL HEALTH FY 2008 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY Performance Measurement – develop an internal system to streamline performance reporting that will be used for various City needs, including performance based budgeting in the future FY2007 Status Update: x Utilizing an intern to meet with all City divisions on gather information on what divisions currently report on and to what audience. Credit Cards – Implement the credit card program citywide to reduce cost of processing. Purchasing FY2007 Status Update: In addition to accepting credit cards through Customer Service for any City related service, the City is also accepting payments over the internet for those services charged on a water bill. Bond Program – Based on an unfunded needs develop a bond program and financing alternatives for various city projects Finance, CIP, PW, FY2007 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 Finance FY2007 Status Update: x This item was defeated in May 2006 ballot. Maintenance -- Incorporate reduced maintenance as capital criteria CIP, PW, Utilities, Finance FY2007 Status Update: x All capital projects continue to be reviewed to assess increased or reduced maintenance expenditures. x Funded increased capital in Facilities. x Funded increased capital in Facilities and Parks and Recreation for deferred maintenance Annual Financial Plan 367 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT FISCAL HEALTH FY 2008 AND FUTURE WORK PROGRAM STRATEGIES Investments - Invest excess City fund and achieve a rate higher than the Arizona State Treasurer’s Pool. Current funds outside the pool earn 4.1%. The current return on the state pool is 5.2%. RESPONSIBILITY Finance FY2007 Status Update: The financial markets are offering a higher rate or return on short-term bonds than on long-term bonds. The state pool has been more active than usual in the short-term bond market and has significantly increased their rate of return in the past two years. The city portfolio has increased the percentage of investments in the state pool from 18% in December 2005 to 35% in December 2006 to take advantage of the higher rate of return. Software -- Integrate software systems with the financial mainframe to the extent possible. Courts, Recreation, Finance FY2007 Status Update: x The City software vendor performed a system wide review of use and capabilities. Staff is in the process of implementing those recommendations which include a Human Resource module and a Work Order System. Staff continues to work on training. Operational impacts of capital projects -- Identify operational impacts of capital projects and other decisions to incorporate a sustainability analysis. All departments, Finance FY2007 Status update: x Policy on new city buildings under review. Bond Ratings -- Maintain accounting standards and reporting to ensure good bond ratings. Finance. FY2007 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 FY2007 Status Update: A task force to examine the tax for consideration by the public for extension, potential increase and possible reallocation. Annual Financial Plan 368 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT FISCAL HEALTH FY 2008 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY Tax Increase Strategies – Pursue strategies to fund current and/or future City services through: x Sales tax code FY2007 Status Update: Council adopted changes to the city sales tax code that included the elimination of the land deduction in contracting, removal of the single unit/single tenant exemption for commercial rental of real property, and the removal of the franchise fee offset for utility services and telecommunications, 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. FY2007 Status Update: Bond issues are sold in alignment with time frames to complete capital projects to assure funds are available in a timely manner. The Secondary tax rate is evaluated annually to assure a steady rate over the various bond issues and retirements. Annual Financial Plan 369 City of Flagstaff Appendix F – Council Goals WORKFORCE HOUSING GOAL STATEMENT WORKFORCE HOUSING FY 2008 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY Write and obtain HUD approval of the 2007/2008 Annual Action Plan FY2007 Status Update: x Submission deadline May 15, 2007 – on schedule to meet deadline x Fair Housing activities and outreach completed FY 2008 x Submission deadline May 15, 2008. Community Investment Division Maintain a close working/planning relationship with the new Arizona Department of Housing FY 2007 Status Update: x Attended Governor’s conference on Housing x Utilized technical support from ADOH x Efforts on-going FY 2008 x Will attend ADOH functions Community Investment Division Update Affordable Housing Gap Analysis in Arizona Department of Housing Format Community Investment Division FY 2007 Status Update: x Nexus Study completed FY 2008 x Present recommendations to Council and begin implementation Research successful housing initiatives conducted or sponsored by municipalities with similar housing market conditions. FY 2007 Status Update: x Research and scoping for City of Flagstaff employer assisted housing program x Meetings with employers on-going x Successful programs from other cities being explored for feasibility with Fannie Mae FY 2008 x Implementation of employer assisted housing program Annual Financial Plan 370 Community Investment Division City of Flagstaff Appendix F – Council Goals GOAL STATEMENT WORKFORCE HOUSING Policy Goal Statements Develop policy recommendations for City Council to address identified workforce housing issues. Consider the full housing continuum in making policy and program recommendations. (Historically attention had focused on homeownership, however greater attention needs to be paid to the rental market and other continuum steps.) FY 2008 AND FUTURE WORK PROGRAM STRATEGIES Successfully implement the LDC based affordable housing incentive Ordinance (Set-Aside Policy) RESPONSIBILITY Community Investment Division FY 2007 Status Update: x Housing Policy Task Force recommendations being implemented through updating of Land Development Code to promote workforce housing and rewrite of incentive policy x Completion of Nexus Study x Began developing housing element for the Regional Land Use and Transportation Plan FY 2008 x Implement incentive policy x Complete housing element for the Regional Land Use and Transportation Plan x Continue implementation of Housing Policy Task Force recommendations Implement policies and programs as directed by City Council. Housing Goal Statements Increase entry level owner occupied housing opportunities available to workforce and low-income households Partner with both private and non-profit builders to build entry level homes FY 2007 Status Update: x Rio Homes sold 20 permanently affordable units to qualified households x Public improvements for the Izabel Homes project underway – will result in 16 units x Met with Arizona Multi Family Housing Association to explore opportunities FY 2008 x Establish beneficial partnership opportunities to continue providing housing opportunities Community Investment Division Through the formation of the Community Land Trust Program, incorporate successful strategies employed by existing land trusts. FY 2007 Status Update: x Program implemented x First 9 units of Land Trust Program Homes sold to qualified households FY 2008 x Issuance of 2 SOQ/RFP for Land Trust Program construction Annual Financial Plan 371 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT WORKFORCE HOUSING FY 2008 AND FUTURE WORK PROGRAM STRATEGIES Coordinate partnerships with private developers to build residential and mixed use subdivisions on City owned land with a variety of housing types and a minimum of 20% being entry level affordable RESPONSIBILITY Community Investment Division FY 2007 Status Update: x Rio Homes construction underway x Sandstone Highlands Senior Community and Timber Trails Apartments located on previously City owned property completed and occupied FY 2008 x Additional opportunities to be identified and planned Increase housing opportunities across the housing continuum 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 FY 2007 Status Update: x Homebuyer assistance programs continue to assist Flagstaff residents with first time home ownership x Acquisition/rehabilitation project completed and sold x Equity sharing implemented in eligible properties assisted with downpayment and closing costs FY 2008 x Continue homebuyer assistance programs x Research other viable tools to increase funds for programs Make City land available for rental housing developments where appropriate. Community Investment Division FY 2007 Status Update: x Sandstone Highlands Senior Community and Timber Trails Apartments located on previously City owned property completed and occupied FY 2008 x Determine viability of incorporating rental properties into the Community Land Trust Program x Create timeline for implementation if viable Use the sale proceeds from Ponderosa Homes and Rio Homes to purchase more property for workforce housing. Community Investment Division FY 2007 Status Update: x Additional properties being identified and assessed for viability FY 2008 x Additional property acquired for development Annual Financial Plan 372 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT WORKFORCE HOUSING Reduce the substandard housing stock in Flagstaff. FY 2008 AND FUTURE WORK PROGRAM STRATEGIES Continue to fund and coordinate owner occupied housing rehabilitation programs RESPONSIBILITY Community Investment Division FY2007 Status Update: x 10 housing rehabilitation projects completed FY 2008 x 10 housing rehabilitation projects to be completed Incorporate workforce housing components in appropriate projects using excellent design and maximizing the livability of area functions. Incorporate a variety of housing types and affordability in the residential portion of projects Community Investment Division FY 2007 Status Update: x Efforts ongoing FY 2008 x Efforts to continue Enhance early and up-front involvement in the Development Services new project process FY 2007 Status Update x Housing Planner integrated into Development Services process and is reviewing plans and meeting with developers where appropriate FY 2008 x Housing Planner involvement in review process to be refined as needed Maintain efforts to work with the development community to promote workforce housing efforts and opportunities FY 2007 Status Update: x Efforts ongoing FY 2008 x Efforts to continue Annual Financial Plan 373 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT WORKFORCE HOUSING Educate the community on the role of housing in a sustainable community FY 2008 AND FUTURE WORK PROGRAM STRATEGIES Develop and cultivate community partnerships where appropriate and viable. RESPONSIBILITY Community Investment Division FY 2007 Status Update: x Mayor’s Housing Summit held and new community partnerships identified x Housing Our Communities conducted a lender/realtor training x Fannie Mae assisted community partners with designing employer assisted housing programs FY 2008 x Community education to continue where appropriate x Additional partners to be identified Explore / promote solutions other than ‘board and nail’, such as economic opportunity, sustainability, and supportive services in order to create a suitable living environment. FY 2007 Status Update x Other solutions, such as employer assisted housing, are being promoted to community partners where appropriate FY 2008 x Continue exploration of other best practice strategies and share ideas with community partners Annual Financial Plan 374 City of Flagstaff Appendix F – Council Goals FUTURE GROWTH GOAL STATEMENT: PLANNING FOR GROWTH General planning for growth through implementation and maintenance of the Regional Land Use and Transportation Plan. FY 2008 AND FUTURE WORK PROGRAM STRATEGIES Regional & Community Planning: Appropriately shape growth and continue implementation of the Regional Plan through policy development and large scale public and private planning efforts to promote the creation of high quality truly traditional neighborhoods and build a higher quality and more livable community. Goals FY 2007: 1. Initiated development of a Housing Element for the Regional Plan. 2. Created permanent Regional Plan Amendment strategy and Land-use to facilitate high quality planning of truly traditional neighborhoods. 3. Completed developer submitted Regional Plan Amendment for Juniper Point using new strategy. 4. Initiated developer submitted Regional Plan Amendment for re-design of Canyon del Rio. Goals FY 2008: 1. Complete Housing Element for the Regional Plan. 2. Update and modernize the Circulation (Transportation) Element of the Regional Plan. 3. Two to four developer initiated Regional Plan Amendments anticipated. (Continued) Community & Neighborhood Planning: Plan and enhance the City, neighborhoods, and districts, to continue implementation of the Regional Plan, promote the creation, re-creation, and maintenance of high quality truly traditional neighborhoods, and build a higher quality and more livable community. Goals FY 2007: 1. Initiated implementation of Southside Plan with prototypical projects. 2. Further implementation of Southside Plan by incorporation into FUTS projects. Goals FY 2008: 1. Identify and document Character Districts. 2. One to two City initiated planning for Planning Reserve Areas anticipated. 3. Continue implementation of Southside Plan with more City initiated projects and on private properties (possibly using Historic Facades & Signs grants). Annual Financial Plan 375 RESPONSIBILITY • Planning and Community Design Section, Community Investment Division • Housing Section, Community Investment Division • Development Services Division • City Council • Planning and Zoning Commission • Flagstaff Metropolitan Planning Organization • Coconino County • ADOT • SLTD • State of Arizona • USFS • Planning and Community Design Section, Community Investment Division • Development Services Division • Capital Improvements Division • City Council • Planning and Zoning Commission • Flagstaff Metropolitan Planning Organization • SLTD • USFS City of Flagstaff Appendix F – Council Goals GOAL STATEMENT: PLANNING FOR GROWTH (Continued) FY 2008 AND FUTURE WORK PROGRAM STRATEGIES Neighborhood Planning & Urban Design: Plan and enhance the neighborhoods, districts, and special projects, to continue implementation of the Regional Plan, promote high quality and compact development, and build a higher quality and more livable community. Goals FY 2007: 1. Fully integrated Planning & Community Design Section into Development Review Board / project approval process to implement Design Review Guidelines. 2. Developed McMillan Mesa Open Space/Park Design. 3. Cedar Avenue Bridge aesthetic enhancements. 4. Constructed second community Gateway Sign. Goals FY 2008: 1. Develop Design Review Guidelines to provide clarity for current requirements and to address inadvertent outcomes. 2. Identify Character District design needs (character), document, and develop standards and guidelines. 3. Provide special project planning to demonstrate high quality planning and design, affordable and work force housing, historic preservation, and economic development/redevelopment opportunities. 4. Build third Gateway Sign (ADOT permitting). Annual Financial Plan 376 RESPONSIBILITY • Planning and Community Design Section, Community Investment Division • Development Services Division • Capital Improvements Division • City Council • Planning and Zoning Commission • Flagstaff Metropolitan Planning Organization City of Flagstaff Appendix F – Council Goals GOAL STATEMENT: PLANNING FOR GROWTH Shape anticipated growth so that the development of housing serves the entire spectrum of Flagstaff citizens. (Continued) (Continued) FY 2008 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY Housing Element: See Regional and Community Planning. • See Regional and Community Planning Housing Context: Evaluate existing housing conditions; plan, prioritize, and program needs for existing shortcomings and for anticipated growth. • Housing Section, Community Investment Division Goals FY 2007: 1. Completed Community Economic Sustainability (Nexus) Study. Goals FY 2008: 1. Implement recommendations of Community Economic Sustainability (Nexus) Study. Housing Development: Initiate public and partnership housing development programs and projects and promote private industry initiation of same with the focus being unmet needs within the current development patterns. Goals FY 2007: 1. Initiated development of Isabel Homes. 2. Secured commitment to Affordable Housing in association with Juniper Point. 3. Fully integrated Housing Section into Development Review Board / project approval process to establish early contact with private developers and to maximize opportunities. 4. Initiated design of Schulz Pass Meadows. • City Council • Planning and Zoning Commission • Housing Section, Community Investment Division • Development Services Division • City Council • Planning and Zoning Commission Goals FY 2008: 1. Complete Isabel Homes. 2. Initiate construction of Schultz Pass Meadows. 3. Continue to monitor for, and act on, opportunities arising from development applications. 4. Initiate one to two new housing projects that serve unmet needs. Annual Financial Plan 377 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT: PLANNING FOR GROWTH FY 2008 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY Continue planning and development of an efficient, cost effective, multi-modal Regional and City circulation system. Circulation (Transportation) Element: See Regional and Community Planning. • See Regional and Community Planning (Continued) FUTS: Continue development of the planned Flagstaff Urban Trail System. • Planning and Community Design Section, Community Investment Division Goals FY 2007: 1. Oversight commission re-established by creation of the Beautification and Public Art Commission. 2. Trail construction initiated: a. Fort Valley – Crescent to Observatory Mesa. b. US 89 – Marketplace to Snowflake. c. RT 66 – Country Club to Mall. 3. Trail construction secured by private development: a. Bow & Arrow Wash (Juniper Point) b. Lone Tree (Juniper Point) 4. Programmed remaining primary trails. 5. Identified and programmed secondary trails (exceeds five years). 6. Developed prioritization ranting strategy. • Beautification and Public Art Commission • Flagstaff Metropolitan Planning Organization Goals FY 2008: 1. Orient, organize, and focus Beautification and Public Art Commission. 2. Initiate construction of six connector and other trails per five-year plan. 3. Initiate “savings” for remaining primary trails (exceeds available funds per year). (Continued) Circulation System Needs: Evaluate existing circulation system conditions; plan, prioritize, and program needs for existing shortcomings and for anticipated growth. Goals FY 2007: 1. Fourth Street Over-crossing completed. 2. East Flagstaff T.I. under construction. 3. Lone Tree Corridor Study adopted as an Area Plan. 4. Bulter Avenue Corridor Improvements developed and adopted as an Area Plan. Goals FY 2008: 1. Initiate construction per Capital Five-year Plan. 2. Continue emergent circulation planning. Annual Financial Plan 378 • Planning and Community Design Section, Community Investment Division • Development Services Division • City Council • Planning and Zoning Commission • Flagstaff Metropolitan Planning Organization • Coconino County • ADOT City of Flagstaff Appendix F – Council Goals GOAL STATEMENT: PLANNING FOR GROWTH Preserve the natural environment of Flagstaff and the community character derived from it. FY 2008 AND FUTURE WORK PROGRAM STRATEGIES Open Space: Retain open space through acquisition (purchases, land trades, easements), private partnerships (incentives and regulation), and maintenance. Goals FY 2007: 1. Completed “Chartering” for Open Spaces Commission; resolved historical conflicts; moved Commission to very functional position. 2. Initiated acquisition of 105 acres of open space in conjunction with Juniper Point. 3. Initiated acquisition of additional large open space tract in conjunction with Canyon del Rio. 4. Initiated acquisition of three privately held desirable neighborhood open space parcels. 5. Initiated cooperative program with “Stream Team” for inventory database. RESPONSIBILITY • Planning and Community Design Section, Community Investment Division • Development Services Division • City Council • Planning and Zoning Commission • Open Spaces Commission Goals FY 2008: 1. Continue Open Space Inventory efforts. 2. Pursue acquisition of open space. 3. Continue to monitor for, and act on, opportunities arising from development applications. 4. Complete Open Space Management Plan. 5. Continue participation in regional natural environment issues such as Walnut Canyon and Picture Canyon. Preserve the heritage resources of Flagstaff and the community character derived from it. Heritage Preservation: Actively work to protect and preserve heritage resources so that future generations will better understand and appreciate our rich heritage. Goals FY 2007: 1. Fully integrated heritage preservation into Development Review Board / project approval process to implement existing regulations. 2. Completed establishment of second Historic Design Review Overlay District (Townsite). 3. Five Historic Facades and Signs Grants approved. 4. Preservation of the El Pueblo Motel underway. 5. Preservation of the Arrowhead Motel underway. 6. Preservation of the Pelota Court underway 7. Preservation of the Flagstaff Train Station (FRA). • Planning and Community Design Section, Community Investment Division • Development Services Division • City Council • Planning and Zoning Commission • Historic Preservation Commission Goals FY 2008: 1. Complete development and implement City wide Historic Preservation Program. 2. Initiate development of a Historic Route 66 Heritage and Redevelopment District. 3. Complete Inventory update of Southside Historic District and complete National Register Listing. 4. Inventory “Aging Use” sites for Affordable and Workforce Housing opportunities. 5. Continue emergent preservation efforts (see also Neighborhood Planning & Urban Design). Annual Financial Plan 379 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT: PLANNING FOR GROWTH Ensure that Flagstaff has a high quality built environment and that the development of Public and Cultural Arts is proportionate to planned growth. FY 2008 AND FUTURE WORK PROGRAM STRATEGIES Beautification: Enhance the appearance of the community and quality of life through high quality urban design, landscaping, architecture, and various enhancement projects. Goals FY 2007: 1. Oversight commission re-established by creation of the Beautification and Public Art Commission. Goals FY 2008: 1. Orient, organize, and focus Beautification and Public Art Commission. 2. Develop Streetscape Five-year Plan. 3. Initiate enhancement projects. 4. Coordinate with implementation of the Southside Plan (see also Community & Neighborhood Planning). (Continued) Public Art: Enhance the appearance of the community and quality of life through public art. Goals FY 2007: 1. Public Art installed outdoors at CCCC, Foxglenn Park, and the Airport. 2. Public art is displayed indoors at City Hall, the Airport, and the Visitors Center. 3. Oversight commission re-established by creation of the Beautification and Public Art Commission. RESPONSIBILITY • Planning and Community Design Section, Community Investment Division • City Council • Beautification and Public Art Commission • Planning and Community Design Section, Community Investment Division • City Council • Beautification and Public Art Commission Goals FY 2008: 1. Orient, organize, and focus Beautification and Public Art Commission. 2. Continue indoor art displays. 3. Initiate outdoor public art projects. (Continued) Cultural Arts & Sciences: Enhance the community’s quality of life through cultural arts and sciences. Goals FY 2007: 1. Flagstaff Cultural Partners distributed $285,000 in grants to various cultural arts and science entities. 2. Expired Flagstaff Cultural Partners contract updated and new contract established. Goals FY 2008: 1. Flagstaff Cultural Partners to distribute grants to various cultural arts and science entities. Annual Financial Plan 380 • Planning and Community Design Section, Community Investment Division • City Council • Flagstaff Cultural Partners City of Flagstaff Appendix F – Council Goals GOAL STATEMENT: PLANNING FOR GROWTH Continue planning and delivery of efficient and cost effective public facilities and services including appropriate assignment of costs to new development. FY 2008 AND FUTURE WORK PROGRAM STRATEGIES Public Facility and Services: Evaluate existing facilities and service conditions; plan, prioritize, and program needs for existing shortcomings and for anticipated growth including appropriate assignment of costs to new development. Goals FY 2007: 1. New Development Fees adopted. 2. Impact Fees per Impact Fee Study adopted. 3. Planned facilities and services associated with Juniper Point including appropriate assignment of costs. 4. Created Community Improvement District to pay for Sawmill District public improvements. Goals FY 2008: 1. Initiate construction per Capital Five-year Plan. 2. Create Community Improvement District to pay for Juniper Point public improvements. 3. Create Community Improvement District to pay for Butler Avenue public improvements. 4. Continue emergent facilities and service planning. Promote a higher quality and more livable community through economic development and re-development efforts that both demonstrate and achieve community goals, such as promoting employment, economic stability, revitalization, historic preservation, and other Regional Plan goals. Annual Financial Plan Redevelopment: Initiate public and partnership economic development and re-development programs and projects and promote private industry initiation of same. Goals FY 2007: 1. Mall Expansion / Auto Park under construction. 2. NAU Conference Center under construction. 3. FBI Building at Air Park completed. 4. USGS Science and Technology Park development initiated: Design work started for Incubator Project. 5. Downtown Parking Program and District initiated. Goals FY 2008: 1. Continue ongoing major / living wage employer attraction efforts. 2. Monitor downtown economic slump, provide assistance where possible. 3. Continue development of Downtown Parking Program and District. 4. Deploy re-development programs / plans to implement the Southside Plan. 5. Continue USGS Science and Technology Park development. 381 RESPONSIBILITY • Planning and Community Design Section, Community Investment Division • • Public Works Department • Development Services Division • Capital Improvements Division • • City Council • Planning and Zoning Commission • Economic Development and Re-development Section, Community Investment Division • Development Services Division • City Council • Planning and Zoning Commission City of Flagstaff Appendix F – Council Goals GOAL STATEMENT: PLANNING FOR GROWTH The primary tool for implementation of the Regional Plan is the Land Development Code which currently is not performing as needed. FY 2008 AND FUTURE WORK PROGRAM STRATEGIES Land Development Code: Amend as needed so that public and private development work provides the desired type, scale, and character of the natural and built environment and community character. Goals FY 2007: 1. Completed various critical amendments as recommended by the Housing Task Force. 2. Completed various critical amendments recommended by various City agencies, specifically including specific conflicts with the Regional Plan. 3. Created companion Zoning District to facilitate high quality planning of truly traditional neighborhoods. 4. Worked with Juniper Point developer on Form-based Code for that new district. RESPONSIBILITY • Zoning Administration Section, Community Investment Division • Development Services Division • City Council • Planning and Zoning Commission Goals FY 2008: 1. Pursue various amendments of the next level of critical priority with continued focus on Housing and Regional Plan conflicts. 2. Develop Form-based Codes for the Character Districts over the next four years. 3. Continue to pursue development of Form-based Code for new development areas. Annual Financial Plan 382 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 2008 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 FY2007 Status Update: x The Fire and IS departments have been working with County IS to obtain statistics from the CAD system and the Fire Department’s Fire House Management software. 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, Fire, Public Works and other City Departments participated in several disaster exercises 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. x Reorganized the ability of the Police Department to develop and track intelligence on homeland security issues, gangs and drug activity. A more formalized process was developed in partnership with surrounding agencies with the goal of improving this process. Clean & Green to continue the abandoned vehicle and litter control programs in partnership with block watch and neighborhood organizations. Clean & Green Police FY 2007 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. 383 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT PUBLIC SAFETY FY 2008 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 FY2007 Status Update: x The Fire Department is using an internal fire station design team staffed with operational personnel to coordinate 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 Police officers & supervisors attend Beat meetings with other COF employees to 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 2007 Status Update: x Approximately 130 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. x Police Department continued the Crime Free Hotel/Motel program to educate innkeepers as to how to better protect their establishments and create a network for sharing information on current criminal activity. x The Police department trained and developed 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 received funding so the CIT Officers can refer a mentally ill person to a mental health provider 24/7. x We are implementing the “Smart Card” program in concert with CIT in order to improve the safety of our disabled citizens. Annual Financial Plan 384 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT PUBLIC SAFETY FY 2008 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 FY2007 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 The DARE and GREAT programs continue as the primary prevention programs in the public schools. x Two summer camps were presented to Junior High Students through the GREAT Summer Camp Program. x “Adopt a School” program continued this year, 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 FY2007 Status Update: x The Police and Fire Department served on the Victims Witness DUI Impact Panel, sponsored by Coconino County. x Jam Zones, Celebrate Youth Day, and National Night Out were examples of programs completed 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 2007 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 385 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT PUBLIC SAFETY FY 2008 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 2007 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 FY2007 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 will continue to pursue grants, contracts, donations, and reimbursements to enhance public safety. x The Fuel Management Division of the Fire Department completed: x 1. Planning – 700 Acres x 2. Thinning - 1200Acres x 3. RX Burns - 600 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 386 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT PUBLIC SAFETY FY 2008 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 FY2007 Status Update: x The Fire Department trained three (5) additional personnel as Technical Rescue Technicians. x The Fire Department has received, and is proceeding to deploy a state Heavy Rescue Unit through a Homeland Security Grant in the amount of $940,000. x Three additional Firefighters were added to the Fire Department as part of the NFPA 1710 staffing plan. x The Communication Center continues to explore creative options to improve the recruitment, training 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 387 Community Improvements; Stormwater Management Section City of Flagstaff Appendix F – Council Goals GOAL STATEMENT PUBLIC SAFETY FY 2008 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 FY2007 Status Update: x The Fire Department hosted a Special Operations deployment exercise in Holbrook on October 2006. The event showcased Special Operations apparatus, equipment, and teams with the State. x The Emergency Operations Center (EOC) has been activated twice in disaster situations and conducted 3 continuing education drills. x A 100% funded grant was obtained to develop a joint citycounty hazardous mitigation plan. The Fire Department conducted a simulated high-rise fire drill with area partners and local law enforcement at NAU. x 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 purchased and received a new, grant-funded, $162,000 truck for the Department’s Bomb Disposal Team. In addition, we applied for and received a grant for a new Tactical Operations Team rescue vehicle. 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 388 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 2008 AND FUTURE WORK PROGRAM STRATEGIES Environment: The Hazardous Products Center (HPC) will begin accepting hazardous waste from small businesses in early 2007. Waste will be accepted from businesses that meet Conditionally Exempt Small Quantity Generator status which is defined as the generation of less than 220 pounds of hazardous waste per month. RESPONSIBILITY Sustainability and Environmental Management FY 2007 Status Update: The permanent HPC opened in 2002 and has been a highly used program by the citizens of the City and Coconino County. A small business waste program was developed and implemented this fiscal year. Outreach and education will be increased to ensure residents and small businesses know about the program and its services. 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, Sustainability and Environmental Management FY 2007 Status Update: The City added 28 commercial recycle accounts this past year and continues to grow in tonnage volume. The average monthly tonnage of material being processed at the Material Recovery Facility is 1,340 tons per month, up from 1,250 tons per month reported last year. We also renewed our IGA with the FUSD which secures that recyclable material for another ten years. Work continues on researching the financial feasibility of a municipal composting effort, including feedstock and marketability studies and operation options. Staff will explore inception of additional recycling efforts to capture more of the recyclable material available in Flagstaff. Staff will also identify areas of the city with high and low percentages of contamination and consider recognition of areas with low percentages of contamination and do intensive education and outreach for areas with high contamination. Environment: Continue to support and fund the fuel management efforts in cooperation with our regional partners. Fire Department FY 2007 Status Update: See Public Safety 389 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 2008 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 2007 Status Update: • A new water and wastewater rate structure was approved by the City Council that included an impact fee for the purchase of Red Gap Ranch and an additional tier for the water conservation rate structure to provide more incentive for conservation. • Value engineering has been completed and design is being finalized for the Wildcat Hill wastewater improvement project that will improve water quality at the Wildcat Hill Plant to A+ reclaimed water and allow both plants to supply the City’s main system. Construction will start in Spring of 2007. • The Bureau of Reclamation completed the Appraisal Study for the North Central Arizona Water Supply Study and it is anticipated to go on to the feasibility phase this year. • A grazing lease has been advertised and is anticipated to be awarded for the management of Red Gap Ranch Neighborhoods: Through the Clean & Green Committee, we will continue to listen to our citizen representatives and develop on-the-ground neighborhood conservation efforts. Sustainability and Environmental Management FY 2007 Status Update: The Clean & Green Committee is considering a new role in sustainability. They are working on a revised resolution to change their title to Sustainability Commission and update their mission and purpose. Current city programs now perform the original purpose and duties of the Clean & Green Committee and staff will ensure they continue. The Brownfield Land Recycling Program is continuing with an EPA grant for the Route 66 Corridor and an ADEQ grant for the Phoenix Avenue property. Staff is collaborating with other municipalities, contractors and the National Brownfield Association to form an Arizona Chapter of the National Brownfield Association. Environmental Code Enforcement is continuing cooperation with FPD to remove abandoned vehicles and will continue efforts to ensure timely removal of snow and cinders on sidewalks. Annual Financial Plan 390 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT QUALITY OF LIFE FY 2008 AND FUTURE WORK PROGRAM STRATEGIES Cultural Heritage: Continue to serve as a repository for our community’s media based historic materials. RESPONSIBILITY Library FY 2007 Status Update: • Staff continues to add historic materials to the library collections. 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 2007 Status Update: • Core programming continues with additional opportunities for partnerships explored to supplement offerings. • Implemented additional programs as allocated in FY07 budget. • Increased City’s funding of FACTS out-of-school program. • Completed the expansion and renovation of the existing Adult Center • Aquatic/Multi-generational Center 2004 Bond Project,, completion of design development and value engineering, with construction initiated in spring 2007. 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 2007 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 391 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT QUALITY OF LIFE FY 2008 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 2007 Status Update: 1996 Bond Projects: • The Thorpe Park Improvement Project is the last of the 1996 Bond projects. Construction began in spring 2006. Project is slated for completion in summer 2007. • 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). • Initiated Adult Center Renovation Project. 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 2007 Status Update: • Parks and Recreation continues to provide year-round special events through the Community Events program area. This office also processes special event permits for outside organizations to provide special events. • Initiated first phase of “Winter Wonderland” holiday décor throughout Flagstaff. • Banner display in the Downtown area continues to inform residents and visitors of upcoming community events. • CVB produces a Calendar of Events brochure highlighting the special events in Flagstaff. It is available to residents and visitors throughout the state. In their seasonal marketing efforts, the Flagstaff CVB lists various special events in print publications, radio, website, etc. Annual Financial Plan 392 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT QUALITY OF LIFE FY 2008 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 2007 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 2007 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 (Maintenance Worker III) that would oversee the Natural Resources/Open Spaces Division in a proposed Parks re-organization. Annual Financial Plan 393 City of Flagstaff Appendix G – Glossary GLOSSARY 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. 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. 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. ACTIVITY – The purpose/activity or group of subactivities within a function/program for which the city is responsible. 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. ADOPTED BUDGET – Formal action made by City Council that sets the spending limits for the fiscal year. 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. CAPITAL – Those items valued over $5,000 with a life expectancy of at least three years. 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. 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. APP – Aquifer Protection Permit CAPITAL OUTLAY – Expenditures that result in the acquisition of or addition to fixed assets. APPROPRIATION – An authorization granted by the City Council to make expenditures and to incur obligations for purposes specified in the Appropriation Ordinance. 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. ARB – Accident Review Board – A committee comprised of City Employees from various departments designated to review employee accidents that result in property damage. 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) 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 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. 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. 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. 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. COMMODITIES – Expendable items used by operating or construction activities. Examples include office supplies, repair and replacement parts for equipment, fuels and lubricants, etc. BONDS PROCEEDS – Debt issuances derived from the sale of bonds for the purpose of constructing major capital facilities. COMMUNITY DEVELOPMENT DEPARTMENT – Refers to the following group of Divisions: Community Development Administration, Building Inspection, Annual Financial Plan 394 City of Flagstaff Appendix G – Glossary 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. Engineering, Planning, Urban Design, Housing and Community Services, Metropolitan Planning Organization, Arts & Science, Drainage and Transportation. 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. 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. CONTRACTUAL SERVICES – Contracted service used for operating or construction activities. Examples include Legal Fees, Postage & Freight, Rents, Utilities, and Debt Service costs. 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. COST CENTER – An organizational budget and/or operating unit within each City division or department. 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. DEBT SERVICE – Payment of principal, interest, and related service charges on obligations resulting from the issuance of bonds. 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. FUND BALANCE – Fund balance is the excess of assets over liabilities and reserves and is, therefore, also known as surplus funds. FUNDS CARRIED FORWARD – The balance of operating funds brought forward from prior years. 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. GENERAL ADMINISTRATION DEPARTMENT – Refers to the following group of Divisions: City Manager, City Clerk, Capital Management, Law, City Court, Tourism Administration, and Visitor Services. EMT - Executive Management Team - Team members selected from throughout the organization to participate in process improvement regarding organizational development. GENERAL FUND – A fund used to account for all general-purpose transactions of the City that do not require a special type of fund. 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. GENERAL GOVERNMENT REVENUE – The revenues of a government other than those derived from and retained in an enterprise fund. 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. 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. ESTIMATED REVENUE – The amount of projected revenue to be collected during the fiscal year. 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. GRANT – A contribution by the state or federal government or other agency to support a particular function. 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. Annual Financial Plan INTERFUND TRANSFER – Amounts transferred from one fund to another. 395 City of Flagstaff Appendix G – Glossary POLICE DEPARTMENT – Refers to both Police and Police Grant Divisions. 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. 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. 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. 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. 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. PROPERTY TAX LEVY – The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. NON-RECURRING REVENUE – Revenue which is a one-time receipt or which is not received on a continual basis. 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. NRFP – North Reservoir Filtration Plant OBJECTIVES – A statement of specific measurable outcomes that contribute toward accomplishing the departmental mission. PURCHASED CAPITAL OUTLAY – Acquisition of any item of capital that is complete in and of itself when it is purchased. OPERATING BUDGET – A budget for general expenditures such as salaries, utilities, and supplies. RECURRING REVENUES – Revenue sources available on a constant basis to support operating and capital budgetary needs. OPERATING REVENUE – Resources derived from recurring revenue sources used to finance recurring operating expenditures and pay-as-you-go capital expenditures. 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. OUTSIDE AGENCIES – Refers to organizations, which are not associated with or can be allocated to any particular Department. RESTRICTED REVENUES – Are legally restricted for a specific purpose by the Federal, State, and local government. PERFORMANCE INDICATORS – Measures used to evaluate the performance of a program or activity. Effectiveness and efficiency are two types of "outcome" performance indicators. REVENUES – Amounts estimated to be received from taxes and other sources during the fiscal year. 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. SECONDARY PROPERTY TAXES – Ad valorem taxes or special property assessments used to pay the principal and interest charges on any bonded indebtedness or other lawful long-term obligation issued or incurred for a specific purpose by a municipality. PERSONNEL SERVICES – Expenditures for salaries, wages and fringe benefits of a government's employees. 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. 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. Annual Financial Plan 396 City of Flagstaff Appendix G – Glossary TAX RATE – The amount of tax levied for each $100 of assessed valuation. 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. URBAN DESIGN – Refers to the following group of Divisions: Beautification-General Administration, Streetscape, Flagstaff Urban Trails System, Rehabilitation Projects, and Reserve-Beautification. 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. 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. TAX LEVY – The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. Annual Financial Plan 397 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 398 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 399 City of Flagstaff Appendix H – List of Acronyms ACRONYMS Acronym Description NAIPTA 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 Intergovernmental Public Transit Authority 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 400 City of Flagstaff Cit y of Flagstaf f 211 West Aspen Avenue Flagstaf f, Arizona 86001 w w w.flagstaf f. az .gov