FL AGSTAFF, 2009 AR IZONA Expanding Flagstaff’s Horizons with Access to the World Cit y of Flagstaf f Annual Budget and Financial Plan 2008–2009 Annual Budget and Financial Plan Fiscal Year 2008-2009 City of Flagstaff, Arizona CITY COUNCIL Sara Presler, Mayor Al White, Vice-Mayor Scott Overton Joseph P. Haughey Rick Swanson Karla Brewster Coral Evans BUDGET TEAM Kevin Burke, City Manager James S. Wine, Deputy City Manager Mary Jo Jenkins, Management Services Director Barbara Goodrich, Budget and Finance Manager Shannon Anderson, Human Resources Director PREPARED BY Beth Beauregard, Accountant II Carol Hartz, Accountant I Stacey Brechler-Knaggs, Grants Manager Nancy Miguel, Accountant I Debbie Nichols, Accountant II Mareyellen Pugh, Accountant II Brandi Suda, Accountant II Jennifer Westerman, Account Clerk 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, 2007. 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 ............................................................................................................ 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................................................................................... 38 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......................................................................................... 40 Reclasses, Reranges, Retitles, Rezones.................................................... 40 Reorganizations .......................................................................................... 43 Position Additions/Deletions ....................................................................... 43 Cost Allocation.......................................................................................................46 Fleet Management................................................................................................. 46 Five-Year Information Technology......................................................................... 48 2008 Updates ........................................................................................................ 50 2009 Issues ........................................................................................................... 52 FINANCIAL SUMMARIES Total Resources and Appropriations Summary .......................................... 55 Tax Levy ..................................................................................................... 55 Revenues Other Than Property Taxes ....................................................... 57 Transfer and Proceeds from Other Sources ............................................... 61 Grant Revenues..........................................................................................66 Appropriations by Fund............................................................................... 69 Appropriations by Department .................................................................... 72 Operating Capital ........................................................................................ 74 Capital Improvement Program .................................................................... 77 Debt Service ............................................................................................... 79 Five-Year Plans ..........................................................................................80 Summary of All Fiscal Activity................................................................... 104 DEPARTMENTAL DETAIL GENERAL ADMINISTRATION............................................................................ 105 City Manager (01) ..................................................................................... 107 City Clerk (02) ........................................................................................... 111 Human Resources (04)............................................................................. 114 Risk Management (05).............................................................................. 119 City Attorney (07) ...................................................................................... 122 Annual Financial Plan iv City of Flagstaff Flagstaff Municipal Court (65)................................................................... 128 Tourism - CVB (84) ................................................................................... 131 Visitor Services (85).................................................................................. 134 MANAGEMENT SERVICES................................................................................ 137 Information Technology (08) ..................................................................... 139 Management Services (09)....................................................................... 141 Tax, Licensing, & Revenue (10)................................................................ 145 Library (11 & 12) ....................................................................................... 147 Finance and Budget (13) .......................................................................... 151 COMMUNITY DEVELOPMENT .......................................................................... 155 Capital Improvement (03) ......................................................................... 157 Metropolitan Planning Organization (14)................................................... 160 Community Development Administration (15)........................................... 163 Planning and Development Services (16)................................................. 165 Engineering (17) ....................................................................................... 175 Community Investment (18)...................................................................... 180 Housing and Community Services (31)..................................................... 190 Arts and Science (71) ............................................................................... 194 Beautification Admin (73).......................................................................... 196 Stormwater (98) ........................................................................................ 198 FIRE DEPARTMENT........................................................................................... 201 Fire (21) .................................................................................................... 203 POLICE DEPARTMENT...................................................................................... 209 Police (22)................................................................................................. 211 Police Grants (23) ..................................................................................... 214 PUBLIC WORKS ................................................................................................. 217 USGS Maintenance (20)........................................................................... 219 Public Works Administration (25) .............................................................. 221 Parks (26) ................................................................................................. 224 Fleet Services (27).................................................................................... 227 Cemetery (28) ........................................................................................... 232 Facilities Maintenance (29) ....................................................................... 234 Recreation (30) ......................................................................................... 236 Street Maintenance and Repairs (32) ....................................................... 240 Airport (38)................................................................................................ 243 Environmental Services (41)..................................................................... 245 UTILITIES............................................................................................................ 251 Utilities Administration (42) ....................................................................... 253 Lake Mary Water Treatment Plant (47)..................................................... 256 Customer Service (48) .............................................................................. 259 Water Distribution (49) .............................................................................. 262 Booster Stations (50) ................................................................................ 264 Wildcat Wastewater Treatment Plant (53) ................................................ 266 Wastewater Collection (54)....................................................................... 269 Wastewater Monitoring (55)...................................................................... 271 Rio de Flag Reclaim Plant (56) ................................................................. 273 Annual Financial Plan v City of Flagstaff NON-DEPARTMENTAL ...................................................................................... 275 Council and Commissions (63) ................................................................. 276 Contributions to Other Agencies (64)........................................................ 277 Non-Departmental (66) ............................................................................. 278 Firemen's Pension (68) ............................................................................. 279 Economic Development (78)..................................................................... 280 Transit (97) ............................................................................................... 281 CAPITAL IMPROVEMENT PROGRAM FY 2009 Capital Improvement Program .............................................................. 283 Schedule of Capital Improvements – FY 2008-2009 ........................................... 284 FY 2009 Capital Project Descriptions .................................................................. 300 Operating Budget Impact..................................................................................... 305 Capital Improvement Program Summary ............................................................ 306 Schedule of Capital Improvement Program Listing.............................................. 307 Financing the Capital Plan................................................................................... 336 General Obligation (G.O.) Bonds.............................................................. 316 Highway User Revenue (HURF) Bond...................................................... 316 Junior Lien Bonds Payable From Highway User Tax Revenues............... 316 Water and Sewer Revenue Bonds............................................................ 316 Special Improvement/Assessment Districts .............................................. 316 Municipal Facilities Corporation (MFC) Bonds.......................................... 317 Certificates of Participation ....................................................................... 317 Lease Financing .......................................................................................317 Grants ....................................................................................................... 317 Intergovernmental Agreements (IGA) ....................................................... 317 State Revolving Loan Fund....................................................................... 318 Pay-As-You-Go Financing ........................................................................ 318 COMMUNITY PROFILE Community Profile ............................................................................................... 320 Principal Taxpayers Tax Year 2007..................................................................... 323 Property Tax Rates – Direct and Overlapping ..................................................... 324 Retail Sales Tax Rates-Direct and Overlapping .................................................. 324 Miscellaneous Statistics ...................................................................................... 325 Bonded Debt-Interest/Coupon Rate by Issue and Year....................................... 327 Percent of Net General Bonded Debt to Secondary Assessed Value and Net General Bonded Debt per Capita ....................................................... 328 Total Bonds Payable-Last Five Fiscal Years ....................................................... 328 Consumer Price Index ......................................................................................... 329 APPENDICES A-Authorized Personnel/Positions Summary ....................................................... 331 B-City of Flagstaff Pay Plan................................................................................. 344 C-Resolution for Budget Adoption ....................................................................... 361 D-Ordinance for Property Tax Levy ..................................................................... 362 E-Full-Cost Plan Summary of Allocation Basis .................................................... 363 F-Council Goals................................................................................................... 365 G-Glossary .......................................................................................................... 412 H- List of Acronyms ............................................................................................. 416 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 ............................................................................................ 107 City Clerk .................................................................................................. 111 Capital Improvement................................................................................. 157 Human Resources .................................................................................... 114 Risk Management ..................................................................................... 119 City Attorney ............................................................................................. 122 Information Technology ............................................................................ 139 Management Services Administration....................................................... 141 Tax, Licensing, & Revenue ....................................................................... 145 Library....................................................................................................... 147 Library Grants ........................................................................................... 150 Finance and Budget.................................................................................. 151 Metropolitan Planning Organization (MPO) .............................................. 160 Community Development Administration .................................................. 163 Planning and Development Services ........................................................ 165 Engineering............................................................................................... 175 Community Investment ............................................................................. 180 USGS Maintenance .................................................................................. 219 Fire Department ........................................................................................ 203 Police Department .................................................................................... 211 Police Grant .............................................................................................. 214 Public Works Administration ..................................................................... 221 Parks......................................................................................................... 224 Fleet Services ........................................................................................... 227 Cemetery .................................................................................................. 232 Facilities Maintenance .............................................................................. 234 Recreation ................................................................................................ 236 Housing and Community Services ............................................................ 190 Street Maintenance & Repairs .................................................................. 240 Airport ....................................................................................................... 243 Environmental Services ............................................................................ 245 Utilities Administration............................................................................... 253 Lake Mary Water Treatment Plant ............................................................ 256 Customer Service ..................................................................................... 259 Water Distribution ..................................................................................... 262 Booster Stations ....................................................................................... 264 Wildcat Wastewater Treatment Plant........................................................ 266 Wastewater Collection .............................................................................. 269 Wastewater Monitoring ............................................................................. 271 Rio de Flag Wastewater Treatment Plant ................................................. 273 Council & Commissions ............................................................................ 276 Contributions to Other Agencies ............................................................... 277 Flagstaff Municipal Court .......................................................................... 128 Annual Financial Plan vii City of Flagstaff 66 68 71 73 78 84 85 97 98 Non-Departmental..................................................................................... 278 Firemen's Pension .................................................................................... 279 Arts and Science ...................................................................................... 194 Beautification Admin ................................................................................. 196 Economic Development Administration .................................................... 280 Tourism - CVB .......................................................................................... 131 Visitor Services ......................................................................................... 134 Transit....................................................................................................... 281 Stormwater ............................................................................................... 198 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 2008, 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 Capital Stormwater Management MPO Planning Engineering Community Investment 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. 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 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 Mayor Sara Presler Mayor Presler was elected to office in May 2008. She is an energetic, positive, Flagstaff professional. Sara was raised in rural Arizona, and moved to Flagstaff in 1997. After completing law school, she accepted a public defense attorney position in downtown Flagstaff with Coconino County. Sara represented the needs of children, the mentally ill and lowincome clients in the justice system. Sara currently teaches Business Law & Ethics for Northern Arizona University and serves as Legal Aid Counsel for students. Sara and her husband, Scott, truly love Flagstaff. Scott works for the W.A. Franke College of Business at NAU. Together, they enjoy artistic and cultural events in Flagstaff and hiking throughout northern Arizona with their dog, Shadow. As Mayor of Flagstaff, Presler‘s approach is a citizen-centered focus that emphasizes relationship building and community development to address pressing concerns such as the environment, managed growth, and transportation. Mayor Presler is focused on solutions for Flagstaff around innovative economic development; preserving the Flagstaff we love; and, ensuring an effective process Vice-Mayor Al White Councilmember Al White was first elected to the Flagstaff City Council in May 2000 and re-elected in 2004 serving two years as Vice-Mayor, and has been re-elected in 2008 and will again serve two years as Vice-Mayor. 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 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 Karla Brewster Councilmember Karla was elected to a four year term on the Flagstaff City Council in May 2008. A native of Oregon, Karla lived most of her life in the Phoenix area until moving to Flagstaff in 1998 where she enjoys working with people and diversity. She earned degrees are from Arizona State University, B.A. in Education, and University of Northern Colorado, M.A. in Education. She has been a teacher, both elementary and at the community college level, and served at John C. Lincoln hospital as an administrative secretary in the volunteer services program. Karla is currently an administrative assistant at Northern Arizona University in the office of the Vice Provost for Undergrad Studies. She is the president of the Democratic Women of Northern Arizona, president-elect of Classified Staff Advisory Council at NAU, past president of the Organization of Administrative Support Staff at NAU, current precinct committee person. Councilmember Coral Evans Councilmember Coral Evans was elected to a four-year term in May 2008. She is the third generation of her family to live in Flagstaff. Her family originally located in Flagstaff in 1929. Coral has a Master’s degree in Business Administration, a Bachelor of Science Degree in Business Management and a Masters-level certificate in Public Management. She is the executive director of two nonprofit organizations (the Sunnyside Neighborhood Association, Inc. & the Southside Community Association, Inc.). She is a member of the Coconino County Workforce Investment Board (appointed position) and a member of the Chamber of Commerce – Community Development subcommittee. Recognitions include the Athena award. Her specific areas of interest for the City include well-planned & sustainable economic development, workforce development & education, workforce & affordable housing and transportation, traffic-management and roads. Councilmember Evans believes that City Government should be accessible, accountable and approachable. She is committed to ensuring that Flagstaff has a balanced approach to decision-making that is participatory and inclusive. 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 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 Joe Haughey Councilmember Joe Haughey was elected to the Flagstaff City Council in May 2002 and reelected in May 2006. He and his daughter Valerie are realtors. In his 30 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. Councilmember Scott Overton Councilmember Scott Overton was elected to the Flagstaff City Council in May 2006 and served as the Vice-Mayor from 2006-2008. 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. Councilmember 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. 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 directed 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 over 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. Annual Financial Plan xiii City of Flagstaff Annual Financial Plan xiv City of Flagstaff City of Flagstaff June 30, 2008 Dear Mayor and City Council: It is with great consideration that I submit to you my first Manager’s Recommended Budget. How we spend the public’s money is our most important business. This proposal is for FY 2008-2009 with an eye towards our financial future for the next five years. I arrive at a time of significant financial uncertainty across the state of Arizona and the nation. For Flagstaff, our financial picture is a bit brighter than our peer cities due to our economic development efforts of the past few years, CITY SALES TAX but is also susceptible to any financial stagnation in the retail, FY: AMOUNT % CHANGE tourism and/or construction segments that fund our municipal 11,500,467 3.3% 02-03 corporation. 03-04 04-05 05-06 06-07 07-08 08-09 11,917,786 12,500,038 14,054,056 15,109,645 16,720,191 18,440,121 3.6% 4.9% 12.4% 7.5% 10.7% 10.3% CITY SALES TAX REVENUES 19.0 MILLIONS The economic development work associated with Aspen Place at Sawmill, the Incubator, the expansion of the Flagstaff Mall, the auto-mall, and the contributions to the High Country Conference Center and now the State’s capital infusion into Northern Arizona University, position Flagstaff to grow new revenue generators while other generators may stabilize or falter. These efforts shift construction associated revenues from the stalled residential market to the commercial market and offer greater retail opportunities for consumers and replacement revenue for governments. Our current estimate is a growth in sales tax revenue of approximately 10%. The following graph illustrates our historical and anticipated city sales tax growth: 17.0 15.0 13.0 11.0 9.0 03 04 05 06 07 08 09 The introduction of new non-stop air service to Southern FISCAL YEAR California is another economic development effort that will ACTUAL EST ACTUAL BUDGET assist in out-of-state bookings to Flagstaff and the new conference center which will in turn lead to greater tourism related expenditures also known as Bed, Board & Booze (BBB) revenue. This air service also serves as an important business retention program as some of our largest employers, W.L. Gore and Northern Arizona University among them, have greater access to their customers and partners and feel less pull towards the Valley for establishing business operations. All of this being said, the greatest uncertainty when developing the proposed budget was the fiscal health of the State. Now that a state budget has been adopted, we have a better idea of its impact upon Flagstaff. The City of Flagstaff budgeted an amount of state shared sales tax that is equivalent to what the state has budgeted. The state has budgeted $137,000 more in state shared income tax than we originally budgeted. However, the amount of Highway User Revenue Funds (HURF) to be shared will decrease $500,000 - $600,000. Staff will need to confer with Council on how this shortfall will be addressed. It is our intent to absorb as much as possible within this earmarked fund and not look to the General Fund for changes. We had already projected state revenue sharing conservatively to the point that it offset much of the anticipated growth in sales tax at the local level setting our overall revenue growth for the General Fund at only 3% (excluding the Aquaplex and sales tax triggers). 211 West Aspen Avenue, Flagstaff, Arizona 86001 Main & TDD (928) 774-5281, Arizona Relay 7-1-1, Fax (928) 779-7696 Given these financial conditions, the Council Adopted Budget focuses upon meeting existing and previously made commitments first and foremost while addressing pressures to preserve existing service levels increases. Furthermore, departments were asked to compare their requests for new dollars against the lowest 1% priority from within their base budget in order to determine if there are trade-offs in expenditures that better address current program delivery. Lastly, departments and the Budget Team identified how existing programs, as well as new requests, help advance the five Council priorities of Economic Development, Affordable Housing, Facilities, Water Resources, and Competitive Employee Compensation. I will highlight these efforts later in the message under Council Goals. Existing Commitments In the General Fund, our revenue forecasts translate into approximately $2.2 million in new revenue. Unfortunately, state and federal mandates as well as existing commitments to programs reduce this amount fairly quickly. New ongoing revenue Other budget changes Total available $2,200,000 300,000 $2,500,000 Police PSPRS Fire PSPRS Keeping Employees Whole Energy Increases Aquaplex Gas & Oil Increases Airport Security Cost Allocation Reduction ($ ($ ($ ($ ($ ($ ($ ($ Available Ongoing $ 400,000) 250,000) 645,000) 100,000) 600,000) 50,000) 200,000) 250,000) 5,000 The Public Safety Personnel Retirement System (PSPRS) plan is experiencing severe financial difficulties for numerous reasons including poor returns and increased benefits during peak returns. Consequently, employer contributions to PSPRS will increase significantly. This, combined with merit increases and other benefit cost increases, will keep employees whole (meaning their take-home pay does not decrease in FY ‘09). Keeping employees whole is critical as we continue to face rising turnover due to uncompetitive wages and the high cost of living in Flagstaff. Additionally, inflation associated with energy and oil continues to impact our budget. While numerous conservation efforts are in place and expanding, our overall energy consumption will grow in 2008-2009 primarily attributable to the Aquaplex opening in August 2008. This is a sizeable new facility. While its energy demands have been mitigated through green technology, these are not sufficient to have a net neutral effect on our bottom line. Airport security is an issue in which we have minimal control. As the nation continues to function under a Homeland Security level orange, we are required to provide someone with arresting powers at the airport during times of Transportation Security Administration (TSA) screening. This has been accomplished, with temporary approval by the Federal Aviation Administration (FAA), through overtime assignments by the police department or by pulling existing personnel off their beat to monitor the screening. With additional flights and pressure by the FAA to fully comply, we must add four new police officers to meet the requirements. This could certainly be accomplished by a reassignment of existing police personnel, but this would reduce the strengthened efforts that have been made in recent years to combat above average property crime and focus resource on community policing in the Sunnyside Neighborhood. The last item, Cost Allocation Reduction, is an internal administrative measure that results in a real dollar decrease to the General Fund. As you know, much of our administrative overhead is appropriated in the General Fund. This includes the City Manager’s Office, Finance, Human Resources, Information Technology etc. These administrative costs are charged to other funds based upon a formula. A recent reassessment of these charges found that the General Fund was overcharging other funds by approximately $250,000. The good news is that this provides additional revenue for those other funds. The bad news is that the General Fund, with the greatest array of programs and services, has fewer discretionary dollars to meet new demands. Another existing commitment, whose funding will come from the General Fund, but is tied to an earmarked revenue source, is the Downtown Management Plan. The Downtown manager and ambassadors are funded from meter revenue. I consider this an existing commitment, but not one that is impacting our ongoing funds. Annual Financial Plan xvi City of Flagstaff Due to these commitments, the amount of ongoing funds available in the General Fund is extremely limited. Personnel considerations should be funded with ongoing dollars in order to avoid the organizational and program instability that comes with constant hiring and terminations based upon the availability of one time money. Consequently, we focused personnel expenditures on requests that were addressing the growth of existing services or programs (such as dispatch call taker or park maintenance) and internal reorganizations that looked to increase efficiency and effectiveness. In total, there was sufficient ongoing dollars to add 3.75 FTE in the General Fund not including the police officers. There is also three new paramedic and four new phlebotomist assignment pay slots funded. Another General Fund personnel expenditure that I would like to call attention to is the addition of fire fighters in conjunctions with the SAFER grant. Due to the extreme limitation in ongoing dollars we were not in a position to accept what might have been a grant award of six full time fire fighters. This is a five-year grant in which the federal government pays approximately 35% of our fire fighter’s salary. I believe we can sustain three new fire fighters. Unfortunately, due to the inflexibility of the grant, we were not able to reduce our request to three. However, we have submitted a new application for the current SAFER grant cycle in which awards are anticipated prior to November. On this basis, $60,000 in ongoing funds has been earmarked in this budget to provide Flagstaff’s match to a SAFER three-person award. If the grant is not received, we will look to use the $60,000 to hire three non-grant funded firefighters in the fourth quarter of this budget. Moreover, $200,000 in one-time money in the Fleet Fund has been recommended for a Rescue Unit that would be available in February 2009 and $125,000 in one time money from the Real-Estate fund has been allocated to the Fire Training Center. To address the remaining non-personnel requests for revised services level (RSLs) increases, we had to turn to one-time revenue. In some cases these were capital expenditures such as vehicles or facility related, but in most cases these were ongoing expenditures in which the department must re-request the full amount next year or face a cut in the service. In total, there is $580,000 in ongoing RSL’s that are funded with one-time dollars. While some may find this use of one-time dollars lacks the more conservative nature needed to address our situation, I found the expenditures necessary to address the growing demand for existing programs and services. We continue to see added acreage in parks, medians, rights-of-way, and the Flagstaff Urban Trails System (FUTS) from already committed capital projects. Computer software maintenance agreements have inflated either by increased licenses or other terms but are essential to keeping our programs up and running. Related to the topic of computers, our use of technology and technology infrastructure is lagging and needs a boost. One-time dollars have been appropriated to assist in improving various aspects such as transactional e-government (for example permits, parks & recreation registration, forms submittals, etc.), push technology (most commonly known in Blackberry’s), and office automation (copiers/scanners & document imaging). These will increase employee efficiency and make city services more accessible & convenient. Council Goals In February, the City Council conducted a mini-retreat in which it identified numerous worthy programs and services meriting consideration as top city priorities. After some voting, five priorities emerged. These were Economic Development, Affordable Housing, Facilities, Water Resources, and Competitive Employee Compensation. The Council further refined these goals to provide staff some focus and identify the overall desired outcome of the efforts. This work is articulated as follows: Economic Development – How can we facilitate an increase in the Annual Median Income (AMI)? How can we maximize investments (Conference Center, Sawmill, Mall, Airport, the Incubator)? What can we do to enhance the opportunities for business development? How do we build on our strengths to create anchor industries and bring budding ideas to the market? How do we encourage public/private partnerships? How do we align the labor supply with labor demand? Affordable Housing – How can we facilitate an increased supply of homes between $150,000 - $280,000 (80-150% of Annual Median Income (AMI))? Facilities – How do we remedy inefficient, out-grown facilities that are not in the public eye? How do we develop appropriate facilities in a strategic manner that recognizes competition for bond money, priorities of the organization and is supportive by the community? Annual Financial Plan xvii City of Flagstaff Water Resources – How do we secure our water future for the next 100 years? How do we increase demand and supply for reclaimed water? Compensation – How do we retain and attract employees in order to serve the needs of our community? How do we ensure internal and external equity amongst employees? How do we incentivize performance? How can we mitigate the impact of housing costs? Many of these efforts are underway and don’t require significant, if any, new funding. Council and this community have made substantial investments in economic development, affordable housing and water resources in recent years. As a result, we have personnel developing and implementing programs to answer many of the questions posed above. Not just in paper but in actions. Some examples of progress towards these goals that is anticipated in Fiscal Year 2008-2009 include: Economic Development ™ The opening of the Northern Arizona Science, Technology and Clean Energy Center (the incubator) with an anticipated occupancy of greater that 80% ™ New air service between Flagstaff and Los Angeles; ™ Work Force Development including funding of the “WorkKeys” program in partnership with CCC, the County, NAU and private companies; ™ The implementation of the University to Business Connection Program in partnership with Northern Arizona University; ™ Ongoing support to implement the Northern Arizona Bioscience Roadmap including financial support of Science Foundation Arizona in partnership with the Flagstaff 40; ™ Visitations to at least three businesses per month to understand their business retention and expansion needs, and using existing programs or developing new ones to meet those needs; ™ Major expansion of Nestle Purina PetCare facility; ™ Upgrading of the CityofInnovation.com Web site to create a single source portal for local businesses seeking assistance and for companies looking to relocate; ™ Creation of an online database system to track trade show attendance, leads generated and necessary follow up related to business attraction and business retention and expansion; ™ New Partnership with the Arizona Department of Commerce to promote the Flagstaff Innovation Park and the available land at the airpark to site selectors and potential relocating companies; ™ Plans for a new retail development at Fourth Street and Route 66, a new public/private partnership. Affordable Housing ™ Development of 16 units on Izabel North in FY 08-09; ™ Development of 22-26 units in Schultz Pass possible in FY 08-09; ™ Continue work on Development Agreement for development the J.W. Powell property, resulting in a minimum of 125 units; ™ Completion of the Rio Homes project, bringing the unit total to 30; ™ Development of partnerships for employer assisted housing programs; ™ Continued partnerships with the private development community for workforce housing units; ™ Work to address homelessness with a broad community discussion and program implementation plan; ™ Completion of set-aside policy rewrite. Water Resources ™ Award contract for feasibility study of Red Gap Ranch Pipeline; ™ Complete analysis of Flagstaff Water Adequacy program; ™ Bring four new wells on-line ; ™ Negotiate groundwater allocation at Red Gap; ™ Continue involvement in the Western Navajo Pipeline discussions; ™ Participation in regional water partnership groups. Annual Financial Plan xviii City of Flagstaff Facilities ™ Complete Municipal Court Space Study; ™ Complete City Space Needs Study & Facilities Master Plan; ™ Identify site for Public Works Maintenance Facility; ™ Construct Cemetery office building in order to meet with families indoors; ™ Construct Fire Station 3; ™ Award Contract for Fire Station 2; ™ Determine & Fund Fire Administration location; ™ Purchase & locate Fire Training facility; ™ Complete Parking garage Feasibility Study. Compensation ™ Articulate management and Council commitment to competitive compensation; ™ Conduct a compensation study to remove assortment of disjointed fixes; ™ Move employee wages closer to middle of the market; ™ Identify measures to stop immediate losses of police and dispatch personnel. Below I will provide more details regarding the compensation proposals encompassed in this budget, but I first want to call your attention to an important related point regarding accomplishing the Council’s priorities. It would be very easy as the City Manager to point to the various departments or divisions who are dedicated to these particular goals (ex. Community Investment for Economic Development and Affordable Housing), but we must orient the entire organizations towards making progress on these five goals. As you read the material in the budget, you will find individual department, division and section efforts towards these goals under the caption FY-09 New Initiatives. As we make this format a part of our annual budget process, I believe the coordination and ideas will strengthen and become more prominent and tangible. Compensation The City of Flagstaff as a municipal corporation is a service organization. In other words, we primarily provide services. Retaining and attracting personnel is key to providing the services this community demands. The disparity between housing costs and income have been a significant factor in increasing our turnover and impeding our recruitment efforts in many positions. Moreover, our most recent compensation survey indicated that our wages are anywhere from 6-12% below the market average. Therefore, more attention must be focused on taking care of the people we have before adding new positions. However, as noted above, we have very limited on-going funds available for FY 09. Therefore, I am proposing the following compensation efforts: 1) Keeping Employees Whole Under the section entitled existing commitments, I called out the significant monetary contributions that the city must make to the Public Safety Personnel Retirement System. This $650,000 enables the existing benefits to remain untouched. The second item entitled “keeping employees whole” budgets a 3.2% merit or step increase for all eligible employees, plus any increase in benefit costs which is another $645,000 commitment from the General Fund, $875,000 citywide. 2) 1% Market Increase In our initial budget projections, we anticipated a health and dental insurance rate increase of ten percent. The actual increase came in at 1.8% for health and a decrease of over 9% on dental. The difference between that projected amount and the actual cost was enough to award a 1% market increase city wide. This is a $375,000 ongoing expenditure to the General Fund, $485,000 citywide. Compensation $650,000 , 26% $875,000 , 35% $500,000 , 20% $485,000 , 19% 3) Good Faith Bonus Items one and two above will not be sufficient to stave off turnover, particularly for patrol officers and dispatchers that Merit PSRS Good Faith Market are in high demand state and nation-wide and in which the competition has become particularly fierce. We are aware of double digit increases in police salaries in the Valley and signing bonuses greater than $10,000 in that same market. Therefore, we are proposing taking $500,000 in one time dollars and paying for one year a 5% retention pay to all patrol officers, dispatchers and 2% to corporals (estimated cost $250,000) and then providing a one-time good Annual Financial Plan xix City of Flagstaff faith bonus to all other employees mid-fiscal year (December 2008). The good faith bonus would be staggered depending upon tenure with a maximum of $400. Neither of these tools may be sufficient to completely stop the migration to better paying jobs in other communities, but they help and they show an acknowledgement of the situation and a commitment to explore long term compensation strategies. 4) Market Triggers This is a new concept for the City of Flagstaff. Much of our revenue forecasts are conservative not only due to the economic uncertainty statewide, but many of the new revenue producers (the Sawmill, the Mall expansion, the Auto Mall, and the Conference Center) are not yet developed. We are also bringing in new stores in which we do not have a proven revenue history to rely upon. Consequently, we have projected conservatively. The market triggers say that if revenue come in higher than projected, we will dedicate those first ongoing dollars to compensation increases (i.e. getting the base salary closer to the middle of the market). In short, we have established a revenue benchmark for state and local sales tax revenue reflecting June 2008 through December 2008 sales. For every 2% we exceed that benchmark, a 1% market increase will be awarded on the first pay period in April 2009, for a maximum of a 2% market increase. This is not retro-active. Both the benchmark and the actual receipt will be verified by our external auditors to ensure impartiality. While this concept it new, it is not unproven. We used this concept in the city of Boulder to get through a recession and the rebuild of the regional mall. The program was very successful and bought credibility with employees and eventually market competitiveness. I believe both will come true here. It further demonstrates a clear commitment to our employees that compensation is a high priority. Combined, I believe these four efforts, along with the compensation study, will put us on a stronger path towards reduced turnover and competitive attraction efforts. They may also raise the AMI which will lead to more housing opportunities for our employees. Other Funds Obviously, the financial picture of the City includes many other funds that are impacted by compensation decisions and current economic conditions. Most of our special revenue funds are closely tied to the economy. This would include the BBB and transportation funds. These funds support ongoing operations associated with tourism, economic development, transit, and provide the financial engine to build essential infrastructure in the community such as roads and trails that contribute to the City’s quality of place. BBB revenue in 2008-2009 is expected to rise minimally. The City’s HURF funds are dependent on the fuel sales statewide and have been decreased for FY 09. This compounds the challenge to adequately meet the ongoing and growing demands of maintaining our roadways including the overlay program. With flat revenues and significant inflation of road construction materials, these programs will make smaller and smaller increments of progress. All three of the enterprise funds received modest rate increase in 2008 and some are planned for 2009. The Water and Sewer fund has depleted most of the cash reserves to pay for the Wildcat Hill Plant upgrade and has had to make adjustments in their capital plan. As noted above, the City is also investing heavily in meeting long-term water demand. The timing of these investments is appropriate as state laws have changed and negotiations with state, federal and Indian parties continue. From an operating stand-point, energy costs to pump and treat water continue to erode our efficiency. While pumping water from Upper Lake Mary is cheaper than pumping from wells, the increase in power costs are minimizing that benefit. The Environmental Services fund will present several opportunities for Council consideration. These include glass recycling, the environmental service fee and continuation of alternative daily cover at the landfill. Stormwater is still in the infant stage as a utility and continues with their work program to maintain compliance with federal storm water requirements. Conclusion In summary, this budget primarily maintains the existing programs and services while meeting commitments made by previous acquisitions, capital projects or program expansions. Our economic development efforts will be more important than ever as we attempt to mitigate any economic downturn in the Flagstaff economy. The State’s budget woes will have a material impact on our budget and combined with a local revenue slowdown could even result in cuts during the subsequent fiscal year. Consequently, we need to be guided by caution in this upcoming year. Annual Financial Plan xx City of Flagstaff Despite these sour notes, we will see the fruit of much labor come on line as the Aquaplex opens, FUTS trails and open space are acquired, affordable housing units are constructed, and previously hired police personnel hit the streets with their training complete. We must keep in mind that the existing budget and personnel can and will continue to improve our community and make “Flagstaff a sustainable, safe and vibrant community retaining the character, high quality of life and charm of a small town.” Kevin Burke City Manager Annual Financial Plan xxi City of Flagstaff The City of Flagstaff Service At A Higher Elevation Mission The Mission of the City of Flagstaff is to enhance the quality of life of its citizens while protecting the values of our community. Vision The City of Flagstaff will be a sustainable, safe and vibrant community retaining the character, high quality of life and charm of a small town. Flagstaff will offer economic opportunities, educational choices, attainable housing, a protected environment and cultural and career opportunities to a diverse population Values Our Values As employees we hold ourselves accountable to these values: Accountability We value accountability. Responsiveness We value addressing our customers’ concerns. Quality We provide high-quality customer service Professionalism We are honest, responsible, accountable, highly-trained, and cost conscious. Teamwork We are a team in partnership with citizens and other agencies for a better Flagstaff. Problem Solving We solve problems in a creative, open-minded, and professional manner. 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 2009 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 2009; 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 21,314,557 15,301,097 14,549,181 5,514,830 13,295,320 8,083,215 30,500,000 12,266,160 38,120,933 32,994,749 38,218,940 230,158,982 $ $ Other Revenue 14.3% Property Taxes 5.3% (A) BBB Tax Funds: Beautification Tourism Economic Development Arts and Science Fire/Police 12.6% Fund Balances 16.6% $ 3.0% 2.0% 2.9% 5.0% 7.1% 12.6% 18.1% 15.4% 4.9% 6.2% 3.5% 18.2% 1.1% 100.0% 7,567,548 2,021,685 1,109,386 734,852 11,433,471 Utilities 18.1% Comm Dev 7.1% Public Works 15.4% BBB 5.0% Airport 4.9% Library 2.9% Environ Svcs 6.2% Mgmt Svcs 2.0% State Revenue 6.3% BBB Tax 2.4% Gen Admin 3.0% Contingencies 1.1% Non-Dept 18.2% Stormwater 3.5% "WHERE THE MONEY GOES TO" $230,158,982 "WHERE THE MONEY COMES FROM" $230,158,982 Annual Financial Plan 6,869,877 4,609,985 6,591,380 11,433,471 16,245,170 28,964,563 41,590,209 35,559,477 11,193,037 14,168,181 8,041,959 41,936,673 2,955,000 230,158,982 $ Grant Revenue 6.6% Transportation Tax 5.8% $ $ Sales/ Franchise Taxes 9.3% Other Financing Sources 13.3% Highway User Tax 3.5% General Administration Management Services Library BBB (A) Community Development Fire/Police Utilities Public Works Airport Environmental Services Stormwater Non Departmental Reserves/Contingencies 2,180,255 2,706,080 3,354,927 1,097,379 4,053,121 2,677,842 16,925,145 32,994,749 $ Enterprises (A) 16.6% 9.3% 6.6% 6.3% 2.4% 5.8% 3.5% 13.3% 5.3% 16.6% 14.3% 16.6% 100.0% 13,714,953 8,500,479 1,319,326 13,386,951 1,199,224 38,120,933 $ (B) Other Revenue: Licenses and Permits County Vehicle Tax Charges for Services Fines and Forfeits County Contribution Interest on Investments LTAF/Misc Revenue TOTAL APPROPRIATIONS 1 City of Flagstaff budgets and Departmental (organizational structure) responsibilities as defined by the City Code. The following graphs depict the major classifications of appropriation for the total 2008-2009 budget and expenditures by major types. TOTAL APPROPRIATIONS Operations Equipment Capital Improvement Projects Debt Service Reserves/Contingencies $ $ OPERATING BUDGET * General Administration Community Development Management Services Fire Police Public Works Utilities Non-Departmental 110,702,948 9,263,079 91,420,556 15,817,399 2,955,000 230,158,982 TOTAL APPROPRIATIONS (all funds) Operations Operations 48.1% 48.1% * Exclusive of Debt Service Equipment Equipment 4.0% 4.0% Debt Service Debt Service 6.9% 6.9% EXPENDITURES BY TYPE Personal Services Contractual Commodities Capital $ 15,817,399 Management Services 10.1% General Admin 8.0% Fire 9.3% NonDepartmental 8.8% $ $ 64,625,875 57,604,792 12,438,171 95,490,144 230,158,982 Personal Services 28.1% Police 15.8% Utilities 11.2% Public Works 16.2% General Administration activities comprise 8.0% of the budget ($8.8 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) Contractual 25.0% Community Development comprises 20.6% of the operating budget ($22.9 million), excluding the debt service requirements for Fourth Street ($1.9 million). The services in this Department include Planning & Development Services, Engineering, 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. Commodities 5.4% Capital 41.5% OPERATING EXPENDITURES BY DEPARTMENT Management Services comprises 10.1% of the operating budget ($11.2 million). The department encompasses those activities that provide administrative support and services including financial services, purchasing, information systems, sales tax, and real 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 $ 8,830,865 22,853,690 11,201,365 10,286,114 17,475,185 17,895,405 12,394,271 9,766,053 110,702,948 Community Development 20.6% Capital Improv Capital Projects Improv 39.7% Projects 39.7% Reserves/ Reserves/ Contingcs Contingcs 1.3% 1.3% $ 2 City of Flagstaff estate. The 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 9.3% of the operating budget ($10.3 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 2009, major accomplishments in FY 2008, and performance indicators that measure the efficiency and/or effectiveness at the program level. Police Department activities comprise 15.8% of the operating budget ($17.5 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 2007, the Estimated Actual for FY 2008, and the Adopted Budget for FY 2009. 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 16.2% of the operating budget ($17.9 million), excluding the debt service requirements for streets ($1.8 million), Airport ($0.6 million), USGS facility ($1.0 million) and Environmental Services ($0.2 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 11.2% of the operating budget ($12.4 million), excluding $5.5 million debt service requirements. Six divisions within water operations and six 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 8.8% of the budget ($9.7 million) exclusive of $4.8 million debt service. Some divisions are contractual in nature and include Contributions to Other Agencies, and Economic Development. The Council and Commission and Nondepartmental 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 Risk Management City Attorney Municipal Court 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 Engineering 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 Cemetery Facilities Maintenance Recreation 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 BUDGET PROCESS BUDGET CALENDAR Budget Process Flowchart: BUDGET CALENDAR 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 Budget Review Team City Manager Deputy City Manager (2) Mngment Srvcs Director Finance/Budget Manager Human Resources Dir. December Budget Module available to all Divisions January 15 Capital improvement and equipment requests reviewed by Capital Improvements and Purchasing March 3 March 25 Review with Department Heads and City Manager March Personnel review of reclassification requests completed April 22 - 24 Council Study Sessions Proposed Budget available to public City Council Budget Work Session June 3 Tentative budget and tax levy hearing Tentative budget adoption June 17 Truth in taxation hearing Final budget and tax levy hearing Final budget adoption (After 1st Public Hearing) June 18 Notify Property Tax Oversight Commission of Compliance with Truth in Taxation Property Tax Levy July 22 Adopt Property Tax Levy (One Week) Adoption of Tentative Budget Adoption (After 2nd Public Hearing) Implementation of Budget ƒ ƒ 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 ƒ 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 2009. The Capital Improvement Plan (CIP) for FY 2009 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. 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 5 City of Flagstaff strength is reflected positively through the growth in local sales tax, and property tax, however, state shared revenues are faltering. Economic weaknesses are apparent in our community in 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. improvement plan. The Council arrives at a consensus for all decisions needed. The Study Sessions provide the opportunity for City management, departments and the public to offer information and recommendations to the City Council. 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 17, 2008. 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 0.721% 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 an additional 2% 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 in 2010. The transportation tax has four separate components. The transit portion of this tax expires in 2010 and the City worked with the Northern Arizona Intergovernmental Public Transit Authority (NAIPTA) to have this portion of the tax extended. The May 2008 election extended the transit portion of the tax by 10 years and also increased the base from 0.175% to 0.295% realizing an approximate $2.2 million increase for transit services. The total transportation tax increased from 0.601% to 0.721%. All transportation tax components will now 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 million. The Adopted Budget reflects the total funds appropriated ($230,158,982). Certain exclusions are allowed by the state [e.g., bond proceeds, debt service, grants] in computing the Expenditure Limitation ($118,190,325), and this total cannot be exceeded. 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. Local sales tax has been bolstered in recent years by construction activity and steady increases in most retail categories. The construction activity had primarily been in the residential sector but this past year has seen an extreme downturn. The City is seeing regeneration in a number of commercial projects. The overall budgeted increase in local sales tax is 11.2%. Individual components of the increase include 17.2% primarily in commercial construction, 17.0% in general merchandise sales due to the Mall and Aspen Sawmill openings, and 16.3% in auto sales due to the new Auto Mall. ASSUMPTIONS AND STRATEGIES ECONOMIC FORECAST OVERVIEW AND REVENUE The City is also anticipating a 1.2% increase in the Bed, Board, and Beverage (BBB) tax. This increase is primarily due to the growth in our local tourism industry. The City of Flagstaff continues to have mixed economic indicators for the coming Fiscal Year. Economic Annual Financial Plan 6 City of Flagstaff 2008, the Arizona State Legislature is looking at additional reductions in sales tax revenue distributions, and the City anticipates having to make additional budget cuts to accommodate. Indicators such as the Revenue per Available Room (RevPAR) reach new levels every quarter. These estimates include some impact from a Conference Center to be completed on the Northern Arizona University (NAU) Campus in 2008. Minimal estimates have 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 income tax is currently held statutorily at a minimum base level for FY 2009 but decreases are anticipated for all years following due to tax cuts implemented in 2007. The statutory base is currently at risk as the state looks to balance their budget. This could decrease City revenue by approximately $200,000 in FY2009. Income and population growth have not sustained the state income tax as previously anticipated. The City continues to budget these funds conservatively. 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 5.5% in FY2009. 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 $0.7153 to $0.6803, realizing an annual savings of $10.50 to a $300,000 home. There is also a pending lawsuit from the Qwest Corporation seeking past and future relief on assets they assert have been overvalued. There is no estimate at this time of the impact to the City should Qwest be successful in this suit. Highway user tax revenues are projected to end the year under budget and to be flat in FY 2009. The latest news from the State decreases the amount shared with cities and counties which could translate into an approximate $500,000 decrease to the City. These revenues are distributed based on a fairly complex Arizona Department of Transportation formula, based in 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 drive-time destination for surrounding communities including Phoenix and Las Vegas. In addition, 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. 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 1.26%. 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 experiencing extreme shortfall in state sales tax and state income tax. State sales tax collections are currently 1.7% behind last years collections. State sales tax projections were reduced by an additional $780,000 for the FY2009 budget year as of April 2008. The City addressed this revenue shortfall by reducing certain one-time expenditures. As of June Annual Financial Plan 7 City of Flagstaff EXPENDITURES As noted in the revenue section, while the budget is currently balanced the City may need to react quickly to the changing State environment. The City will proactively work on solutions to these issues throughout the budget year. 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. Council Guidelines – The budget guidelines set forth by the City Manager were formulated based on Council concerns and goals. 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. The Council developed ten goals that encompass the areas of Affordable Housing, Economic Development and Redevelopment, Capital Improvement, Public Safety, Customer Service, Quality of Life, Fiscal Health, Organizational Support, Collaboration, and Planning for Growth. These were refined into the five priorities described in the City Manager’s Message. 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 2009 is estimated at $8,730,066 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 16.2%. ƒ The FY 2009 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. ƒ 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 4.2% increase for FY 2009. The City will also fund increases in the public safety retirement system. ƒ ƒ 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. Annual Financial Plan ƒ 8 Estimated Actual Expenditures FY 2008. Divisions were asked to estimate expected expenditures by line item for FY 2008. Overages and underages (and reasons, theretofore) were used to adjust the recommended budget for various line items in FY 2009. 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. City of Flagstaff General Fund total appropriations compared to year-end estimates have increased by 24.0%. 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 2009 are $71.6 million including the beginning fund balance of $24.9 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 General Fund revenue/other sources compared to the year-end estimates have decreased by 5.3%. The City is anticipating growth in City sales tax, and charges for services due to the opening of the Aquaplex in late summer 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 FY2008 $ 1,805,863 2,433,991 19,660,368 18,265,335 1,117,737 21,827,058 1,593,259 1,917,227 4,726,831 1,025,000 1,188,275 $ 75,560,944 EST ACTUAL BUDGET FY2008 FY 2009 $ 6,107,552 $ 6,869,877 5,102,679 6,021,399 4,389,208 4,609,985 26,684,092 28,964,563 8,561,702 11,182,579 21,441 26,125 (194,534) 4,574,709 600,000 $ 50,672,140 $ 62,849,237 Pub Safety 46.1% Mgmt Svcs 7.3% Comm Dev 9.6% Pub Works 17.8% Gen Admin 10.9% BUDGET FY 2009 $ 2,180,255 1,336,262 21,314,557 18,267,421 1,097,379 14,719,336 1,490,800 3,293,581 4,914,271 973,750 1,991,691 $ 71,579,303 Cont'gcy 1.0% Non-dept 7.3% Utilities 0.0% GENERAL FUND REVENUES/OTHER SOURCES Intergovt'l Rev 25.5% Fines/Forfeits 1.5% Local Taxes 29.8% Fund Balance 20.6% Grants 1.9% Charges for Services 4.6% Lic & Permits 3.0% Misc Rev 4.8% Annual Financial Plan Interest 1.4% Prim Prop Tax 6.9% 9 City of Flagstaff HIGHWAY USER REVENUE FUND TRANSPORTATION 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 3,785,483 Transfers (net) 12,142,567 Grants 180,000 Interest 95,000 Miscellaneous 4,792,636 $ 29,379,147 STREET REVENUES/OTHER RESOURCES Fund Bal 12.9% Misc 16.4% Interest 0.3% Projects 4th Street Overpass Safe-to-School, Pedestrian and Bike Traffic Flow and Safety Improvements Transit Service Enhancements Totals LTAF 1.0% HURF 27.5% Transfers 41.3% Grants 0.6% Appropriations total $5.8 million in FY 2009. Appropriations are comprised of $3.7 million for transit operations, and $2.0 million for debt service. Transfers include $10.0 million to the HURF Fund for Safety and Street Improvements and $550,000 to fund FUTS projects in Beautification. The tax rate for transportation is .721%. The Highway User Revenue Fund (HURF) is mainly supported by transportation related taxes distributed to the Cities and Counties by the State. Appropriations total $26.2 million in FY 2009. 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 $ $ REVENUES/OTHER RESOURCES Local Taxes $ 13,295,320 Fund Bal, net of Transfers (9,645,540) Interest 162,000 Misc. Revenue 5,000,000 $ 8,811,780 193,821 791,706 187,242 24,642,182 1,723 260,572 100,000 26,177,246 STREET TOTAL APPROPRIATIONS Pub Works 94.1% Budget FY 2009 Revenues $ 2,950,420 1,475,204 3,429,860 5,439,836 $ 13,295,320 TRANSPORTATION REVENUES/OTHER RESOURCES Fund Balance 0.0% Local Taxes 72.0% Utilities 0.0% Interest 0.9% Misc. Revenue 27.1% Non-dept 1.0% Cont'gcy 0.5% Mgmt Svcs 0.7% Annual Financial Plan Comm Dev 3.0% Gen Admin 0.7% 10 City of Flagstaff APPROPRIATIONS/TRANSFERS Transit $ Fourth Street Overpass Debt Service $ The City operates a joint City-County Public Library with auxiliary programs in outlying county locations and bookmobile services. $4.1 million of the funding for library operations comes from the library district tax. 3,721,110 125,000 1,951,108 5,797,218 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. TRANSPORTATION TOTAL APPROPRIATIONS/ TRANSFERS Debt Service 33.6% Transit 64.2% Fourth Street Overpass 2.2% APPROPRIATIONS General Admin Community Development Management Services Public Works Utilities Non-Departmental Contingencies $ $ LIBRARY FUND REVENUES/OTHER RESOURCES Library District Tax $ Fund Balance Transfers (net) Interest Grants Miscellaneous $ 132,253 27,708 6,741,890 93,327 1,002 110,184 100,000 7,206,364 LIBRARY TOTAL APPROPRIATIONS 4,053,121 1,869,964 1,430,262 50,000 25,000 29,000 7,457,347 Pub Works 1.3% Mgmt Svcs 93.6% Utilities 0.0% Non-Dept 1.5% LIBRARY REVENUES/OTHER RESOURCES Comm Dev 0.4% Cont'gcs Gen Admin 1.4% 1.8% Library District Tax 54.4% Fund Balance 25.1% Misc 0.3% Grants 0.3% Interest 0.7% Annual Financial Plan Transfers 19.2% 11 City of Flagstaff Tourism Fund: Total resources available in FY 2009 are $2.3 million. The total appropriations are $2.1 million, which includes a $100,000 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 $ 1,654,449 Fund Bal, net of Transfers 426,697 Interest 20,500 Retail Sales 75,000 Miscellaneous 127,856 $ 2,304,502 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 2009 is anticipated to have a growth of 1.2%. 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 $ $ 2,021,685 100,000 2,121,685 TOURISM REVENUES/OTHER RESOURCES Fund Bal 18.5% BBB Tax 71.8% Beautification Fund: Total resources available for Beautification Fund activities amount to $7.8 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) $ $ Interest 0.9% Misc 5.5% 1,102,966 1,555,880 4,566,904 83,361 553,754 7,862,865 Retail Sales 3.3% 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. 7,567,548 10,000 7,577,548 BEAUTIFICATION REVENUES/OTHER RESOURCES Fund Bal 58.1% Interest 1.1% Grants 19.8% BBB Tax 14.0% Annual Financial Plan Trans. (net) 7.0% 12 City of Flagstaff Recreation Fund: There are no appropriations in FY 2009 for Recreation Fund activities. 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. Through regular economic growth, however, the fund balance is again starting to accumulate. Recreation staff will be preparing and prioritizing future capital projects appropriate to this funding Arts & Science Fund: Total resources available for Arts & Science activities are $796,213. Expenditures include contributions to local organizations and Art in Public Places. Contributions to Other Agencies are $305,000 and Art in Public Places has $252,414 that is derived from a 1% allocation from citywide eligible capital project expenditures. Administrative expense of $73,500 is paid to the Flagstaff Cultural Partners. Revenues received from the BBB tax are estimated to be $413,612. REVENUES/OTHER RESOURCES BBB Tax $ Fund Bal, net of Transfers Interest $ APPROPRIATIONS Community Development Reserve REVENUES/OTHER RESOURCES BBB Tax $ 1,819,894 Fund Bal, net of Transfers (1,749,682) $ 70,212 413,612 379,213 3,388 796,213 APPROPRIATIONS Public Works $ $ 734,852 10,000 744,852 $ $ - RECREATION REVENUES/OTHER RESOURCES ARTS & SCIENCE REVENUES/OTHER RESOURCES BBB Tax 100.0% Fund Bal 47.6% BBB Tax 51.9% Annual Financial Plan Interest 0.5% 13 City of Flagstaff Economic Development Fund: This fund continues to focus on business retention and attraction as well as workforce development. In addition, the City funds the 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 $1,316,663 with all monies from BBB dedicated tax for economic development and a general fund contribution of $322,000 to support the business incubator. 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 $ APPROPRIATIONS Community Development Non-Departmental Contingency REVENUES/OTHER RESOURCES BBB Tax $ 523,909 Fund Balance 463,754 Transfers 322,000 Interest 7,000 $ 1,316,663 APPROPRIATIONS Non Departmental Reserve $ $ $ Transfers 5.2% 1,109,386 25,000 1,134,386 Misc 39.3% Grants 55.5% Fund Bal 35.2% The MPO has appropriated $572,404 for this program for FY 2009. 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. BBB Tax 39.8% Annual Financial Plan 449,782 22,622 100,000 572,404 MPO REVENUES/OTHER RESOURCES ECONOMIC DEVELOPMENT REVENUES/OTHER RESOURCES Interest 0.5% $ 317,404 30,000 225,000 572,404 Transfers 24.5% 14 City of Flagstaff Real Estate Proceeds: The Real Estate Proceeds fund is currently restricted to the purchase of real estate. The appropriations total is $0.5 million for FY 2009 for facility development. Housing and Community Services: This fund finances activities in conjunction with the CDBG program and affordable housing activities. There is $4.1 million appropriated to this activity for FY 2009. Expenditures in this fund include $1.4 million for land acquisition, $1.3 million in CDBG related activities, and $600,000 in state grants activities and $450,000 for Community Homebuyer Assistance Program. REVENUES/OTHER RESOURCES Fund Balance $ Transfers Interest $ REVENUES/OTHER RESOURCES Grants $ 1,844,316 Fund Balance 1,969,435 Transfers 375,400 $ 4,189,151 APPROPRIATIONS Community Development $ $ APPROPRIATIONS Non-Departmental REAL ESTATE PROCEEDS REVENUES/OTHER RESOURCES 4,051,771 4,051,771 Fund Bal 91.8% Transfers 9.0% Transfers 4.8% Interest 3.4% Grants 44.0% Annual Financial Plan 500,000 500,000 $ HOUSING AND COMMUNITY SERVICES REVENUES/OTHER RESOURCES Fund Bal 47.0% 474,046 25,000 17,350 516,396 15 City of Flagstaff Wastewater Operations: Total appropriations relating to the direct costs for the wastewater operations are $18.4 million. Wastewater (sewer) fees are the major source of revenue supporting wastewater operations. Bonds will fund future water rights, water production wells, and completion of major improvements to the Wildcat Wastewater Treatment Facility. Revenue estimates total $8.5 million in wastewater service charges. A rate increase was approved for FY 2009 to help repay debt service for bond projects. ENTERPRISE FUNDS 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 $44.5 million. Resources include $13.7 million in water revenues and $8.5 million in sewer revenues. APPROPRIATIONS General Administration Community Development Management Services Public Works Non-departmental Water Utilities Sewer Utilities Contingency Water Operations: Total appropriations relating to direct costs for the water operations are $23.0 million. Water fees are the major source of revenue supporting water operations. Bond funds support well development and land acquisition. Revenue estimates total $13.7 million for water sales. A rate increase was approved for FY 2009 to help repay debt service for bond projects. $ Comm Dev 0.2% Sewer Utilities 41.3% Cont'gcy 3.1% Mgmt Svcs 1.6% Gen Admin 0.8% Water Utilities 51.6% UTILITIES REVENUES/OTHER RESOURCES Water Revenues 27.5% 357,908 101,872 713,770 80,233 519,805 22,982,734 18,384,327 1,400,000 44,540,649 UTILITIES TOTAL APPROPRIATIONS REVENUES/OTHER RESOURCES Water Revenues $ 13,714,953 Sewer Revenues 8,500,479 Fund Bal, net of Transfers 15,070,935 Bond Proceeds 11,300,000 Grant Revenue 849,503 Interest 356,000 $ 49,791,870 Sewer Revenues 17.1% $ Non-dept 1.2% Pub Works 0.2% Fund Bal 30.3% Interest 0.7% Annual Financial Plan Bond Proceeds Grant 22.7% Revenue 1.7% 16 City of Flagstaff 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. ENVIRONMENTAL SERVICES FUND: Total financial resources are $19.2 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. REVENUES/OTHER RESOURCES Environmental Svcs Revenue $ 13,386,951 Fund Bal, net of Transfers 3,482,928 Interest 199,613 Other Financing Sources 2,000,000 Grants 146,600 $ 19,216,092 APPROPRIATIONS General Administration Community Development Management Services Public Works Utilities Non-departmental Contingency $ $ 204,079 54,687 286,160 14,556,997 175,853 303,680 500,000 16,081,456 ENVIRONMENTAL SERVICES REVENUES/OTHER RESOURCES ENVIRONMENTAL SERVICES TOTAL APPROPRIATIONS Environ Svcs Rev 69.7% Fund Bal 18.1% Grants 0.8% Annual Financial Plan Other 10.4% Pub Works 90.5% Mgmt Svcs 1.8% Interest 1.0% Comm Dev 0.3% Gen Admin 1.3% 17 Cont'gcy 3.1% Utilities Non-dept 1.1% 1.9% City of Flagstaff 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 2009. 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 and Los Angeles. Total appropriations are $11.5 million: $1.6 million for operations, $655,666 for debt and $9.3 million in capital outlay. Primarily FAA and ADOT grants will fund the capital improvements. REVENUES/OTHER RESOURCES Airport Revenues $ 1,319,326 Grants 8,876,132 Fund Balance 1,435 Transfers (net) 993,440 Miscellaneous 350,154 $ 11,540,487 REVENUES/OTHER RESOURCES Stormwater Revenues $ 1,199,224 Fees & Charges 61,346 Fund Balance 592,520 Transfers (net) 6,462,228 Interest 11,850 $ 8,327,168 AIRPORT REVENUES/OTHER RESOURCES STORMWATER REVENUES/OTHER RESOURCES Grants 76.9% Transfers (net) 77.6% Airport Revenues 11.4% Misc. 3.1% Transfers 8.6% $ $ APPROPRIATIONS General Admin Community Development Management Services Public Works Utilities Non-departmental Contingency 39,188 9,923 85,308 11,316,310 373 88,839 11,539,941 26,959 8,118,877 11,571 15,181 18,072 21,299 10,000 8,221,959 STORMWATER TOTAL APPROPRIATIONS Mgmt Svcs 0.1% Comm Dev 98.6% Non-dept 0.8% Annual Financial Plan $ $ Utilities 0.0% Mgmt Svcs 0.7% Fees/Chgs 0.7% Total revenues/other resources include transfer of $6.8 million from the general fund for the Rio de Flag project. Total appropriations of $8.2 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% Stormwater Rev 14.4% Fund Bal 7.1% The general fund will continue to subsidize operations at $292,000 this year with an additional $398,000 for capital improvements including matching funds for grants. This year, of the $9.3 million in capital improvements, FAA and ADOT are funding $8.9 million. The secondary property tax fund will transfer $337,007 to cover debt service not paid with passenger facility charges. APPROPRIATIONS General Administration Community Development Management Services Public Works Utilities Non-departmental Interest 0.2% Cont'gcy 0.3% Comm Dev Gen Admin 0.3% 0.1% 18 Pub Wks 0.2% Non-dept 0.3% Gen Admin 0.3% Utilities 0.2% City of Flagstaff through revenue transfers, and the County, through Library District Taxes. The Library fun balance decreases by 87% due to planned expenditures at both the branch and affiliate Library. FIVE-YEAR PROJECTIONS BY FUND The City updates five-year plans annually during the budget process. These plans are an 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 revenue and expenditure issues have been incorporated into the projections including local and state revenue trends, compensation, and the operational impact 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 an adequate fund balance. The HURF fund balance decreases by 15% due to planned expenditures for the completion of various capital projects. 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. 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 Transportation fund balance increases by 227% due to the 2008 voter approved rate increase for transit services that will generate an additional $2.2 million in revenue. The preparation of the five-year plan is a cooperative effort between department heads, division heads, and budget staffs to assure projections are based in current program needs and revenue estimates are achievable. 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 Beautification fund balance decreases by 94% due to planned expenditures for the completion of various capital projects. The five-year projections are located in the Financial Summary section, Schedule 11. The following narratives present the highlight of the forecasts by funds: 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. 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, work force development, and the business incubator. The Economic Development fund balance decreases by 61% due to planned one-time expenditures focused on economic development efforts. The General Fund balance decreases by 65% as 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. 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. The Tourism fund balance decreases by 49% due to planned one-time expenditures related to the roll-out of a new airline service to the Flagstaff area. 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 ARTS AND SCIENCE SECONDARY PROPERTY TAX 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 Arts and Science fund balance decreases by 87% as this fund has been accumulating reserve for public art and it is anticipated that selections will be made in FY2009. 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. The Secondary Property tax fund balance increases by 32% due to the overall increase in assessed values for the city. RECREATION-BBB This fund is used for the improvements to city and school recreational parks and fields. In addition, maintenance cost related to the improved parks and fields, maintenance of FUTS trails, debt service of bonds issued for improvements, and a transfer for construction of new FUTS trails are funded with ongoing revenues. The Recreation – BBB fund balance increases by 114% as the fund has recovered from a planned negative balance. As the fund accumulates reserves, new capital projects will be scoped and constructed. SPECIAL ASSESSMENT BOND This fund is set up for repayment of bonds issued for special assessment district. The City currently has two districts. The Bow and Arrow Estates special assessment will be paid in 2010. The newly formed Aspen Sawmill district will realize its first receipts and payments in FY 2010. The Special Assessment Bond fund balance decreases by 31% due to the planned retirement of debt. REAL ESTATE PROCEEDS This fund is used for one-time revenues and expenditures related to sale and acquisition of property. As the City sells additional properties, those funds will be restricted for a similar purchase of land as intended with the original land acquisition. The Real Estate Proceed fund balance decreases by 97% due to planned expenditures on facilities. PERPETUAL CARE This fund is currently used for the tracking of contributions related to long-term maintenance at the City owned cemetery. The fund balance increases by 19% as expenditures will not be budgeted until there is adequate fund balance to pay for ongoing expenditures. HOUSING AND COMMUNITY SERVICES CAPITAL PROJECTS BOND 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. The Housing and Community Services fund balance decreases by 93% due to the scheduled completion of various housing work programs. 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 is for 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. This fund currently has three components: 1. The Aspen at Sawmill project fund balance decreases by 80% due to planned capital expenditures. 2. The Municipal Facilities Corp fund balance increases by 189% due to the timing of receiving bond proceeds. 3. The GO Bond Funded Projects fund balance decreases by 67% for planned capital expenditures. METRPOLITAN PLANNING ORGANIZATION 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. WATER AND WASTEWATER As a City enterprise fund, this fund is managed on a selfsustaining basis. 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 fiveyear projections, the City uses a rate model to balance future operations and capital requirements with 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. Annual Financial Plan 20 City of Flagstaff anticipated revenues over a ten-year period. The Water and Wastewater fund balance decreases by 63% due to planned capital expenditures. REVENUES AIRPORT GENERAL FUND Historical Trend Information for Select Revenues 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. A second airline began service June 2008. 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. The Airport fund balance decreases by 62% due to normal fluctuations of the transfer from the General Fund. PROPERTY TAX RECEIPTS CURRENT, PRIMARY Legal Authority: Arizona Revised Statutes Section 42-45 (B) based on the State Constitution Article 9, Section 18. Revised through HB2876, June 2006. Description: The property tax is levied each year on or before the third Monday in August based on full cash value of the assessed property as determined by the Coconino County Assessors' Office. 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. ENVIRONMENTAL SERVICES This enterprise fund is self-sustaining through user fees. The five-year projection anticipates a rate escalator of five percent per year over the next five years. This 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. PRIMARY PROPERTY TAX STORMWATER FY: 02-03 03-04 04-05 05-06 06-07 07-08 08-09 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. The Stormwater fund balance decreases by 82% due to planned capital expenditures. AMOUNT 3,258,732 3,307,485 3,618,849 4,141,281 4,353,660 4,656,831 4,914,271 % CHANGE 7.4% 1.5% 9.4% 14.4% 5.1% 7.0% 5.5% PRIMARY PROPERTY TAX 5.0 MILLIONS FIREMEN’S PENSION All funds were distributed in FY2008 and the fund was closed. 4.0 3.0 2.0 1.0 03 04 05 06 07 08 09 FISCAL YEAR ACTUAL EST ACTUAL BUDGET Primary property taxes generally change on an annual basis for two reasons: new construction that is added to Annual Financial Plan 21 City of Flagstaff increases in retail from the Flagstaff Mall expansion, the Auto Mall expansion, and the completion of both the Conference Center and Aspen Sawmill. the tax rolls and the reassessment of existing property. New construction added over $24 million dollars to the assessed valuation for FY 2009 and accounts for 3.5% of the increase. STATE SALES TAX CITY SALES TAX (TRANSACTION PRIVILEGE TAX) Legal Authority: Arizona Revised Statutes Section 42 1341 (D) Legal Authority: City Code, Title 3, Chapter 5, (Ordinance 1491) 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. Tax currently sunsets 2014. 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 0.721% transportation tax. The sales tax revenue projected for FY 2009 reflects the economic downturn at the state level due to the residential construction and overall housing market slump. CITY SALES TAX FY: 02-03 03-04 04-05 05-06 06-07 07-08 08-09 AMOUNT 11,500,467 11,917,786 12,500,038 14,054,056 15,109,645 16,720,191 18,440,121 % CHANGE 3.3% 3.6% 4.9% 12.4% 7.5% 10.7% 10.3% STATE SALES TAX FY: 02-03 03-04 04-05 05-06 06-07 07-08 08-09 CITY SALES TAX REVENUES 17.0 7.0 13.0 6.0 11.0 9.0 % CHANGE 1.5% 7.6% 10.1% 15.4% 2.9% 8.6% -12.4% STATE SALES TAX 15.0 MILLIONS MILLIONS 19.0 AMOUNT 4,136,724 4,449,982 4,900,116 5,652,335 5,815,473 6,314,381 5,534,381 03 04 05 06 07 08 09 FISCAL YEAR ACTUAL EST ACTUAL 5.0 4.0 3.0 2.0 BUDGET 03 04 05 06 07 08 09 FISCAL YEAR ACTUAL 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. EST ACTUAL BUDGET 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 2008 was driven by increases in construction, tourism, and retail sales. Construction remains strong, primarily in commercial. The revenue projection for FY 2009 anticipates larger 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 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 2009. The increase in FY 2008 was set as a base for FY 2009 to hold cities harmless as the result of a state tax cut. The base available for distribution is less however, which decreases the city share in FY 2010 and following. The growth rate for franchise tax revenue in FY 2009 is due to normal growth in consumer accounts. 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 FY: 02-03 03-04 04-05 05-06 06-07 07-08 08-09 STATE INCOME TAX AMOUNT 5,557,918 4,777,145 4,918,476 5,655,642 6,946,680 8,616,976 9,014,800 % CHANGE 0.6% -14.0% 3.0% 15.0% 22.8% 24.0% 4.6% FRANCHISE TAX STATE INCOME TAX 10.0 9.0 MILLIONS % CHANGE -0.4% 9.8% -1.7% 1.2% 2.8% 14.2% 5.0% 2.4 2.2 MILLIONS FY: 02-03 03-04 04-05 05-06 06-07 07-08 08-09 AMOUNT 1,783,098 1,957,830 1,925,231 1,947,699 2,001,795 2,285,177 2,399,436 8.0 7.0 2.0 1.8 1.6 1.4 1.2 1.0 03 04 05 06 07 08 09 FISCAL YEAR ACTUAL 6.0 EST ACTUAL BUDGET 5.0 4.0 3.0 03 04 05 06 07 08 09 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 2008 and 2009 reflect normalized collections. Revenues had been steadily increasing due to the sales boosts in auto sales due to 0% financing and other offered incentives. Collections are normalizing in 2008 with a slight bump anticipated due to sales at the Auto Mall. FINES & FORFEITURES FY: 02-03 03-04 04-05 05-06 06-07 07-08 08-09 AMOUNT 1,042,133 984,492 1,069,562 1,332,101 1,181,278 1,117,737 1,097,379 % CHANGE 11.8% -5.5% 8.6% 24.5% -11.3% -5.4% -1.8% AUTO IN LIEU TAX FY: 02-03 03-04 04-05 05-06 06-07 07-08 08-09 1,100 950 AUTO IN LIEU TAX 800 2.5 650 500 % CHANGE 31.9% 2.1% 1.4% 7.9% 5.1% -5.0% 2.0% 3.0 03 04 05 06 07 08 MILLIONS THOUSANDS FINES & FORFEITURES AMOUNT 2,378,467 2,427,367 2,461,425 2,655,653 2,792,404 2,653,020 2,706,080 09 FISCAL YEAR ACTUAL EST ACTUAL 2.0 1.5 1.0 0.5 BUDGET 0.0 03 04 05 06 07 08 09 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) 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. 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. 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 2009 reflects an increase of 1.2% as minimal growth in tourism is expected for Northern Arizona. The City expects a 3.5% increase in HURF revenues for FY 2009 based on projections provided by the League of Arizona Cities and Towns. BBB FY: 02-03 03-04 04-05 05-06 06-07 07-08 08-09 AMOUNT 3,826,975 4,072,344 4,317,063 4,463,359 4,970,795 5,450,366 5,514,830 % CHANGE 2.1% 6.4% 6.0% 3.4% 11.4% 9.6% 1.2% HURF FY: 02-03 03-04 04-05 05-06 06-07 07-08 08-09 % CHANG E -4.7% -5.8% 2.8% 3.7% 5.6% -0.6% 3.5% HIG HW AY USER TAX 9.0 8.5 03 04 05 06 07 08 MILLIONS MILLIONS BED, BOARD & BOOZE TAX 6.0 5.5 5.0 4.5 4.0 3.5 3.0 AM O UNT 7,408,116 6,975,351 7,171,383 7,436,000 7,855,427 7,809,870 8,083,215 09 FISCAL YEAR 8.0 7.5 7.0 6.5 6.0 03 04 05 06 07 08 09 FISCAL YEAR ACTUAL Annual Financial Plan 25 EST ACTUAL BUDGET 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. Prior to FY 2009, the tax rate was .601%. In May of 2008, voters approved a new tax rate of .721% Anticipated increased revenues are due to the expansion of the Flagstaff Mall and the increase in the tax rate. 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 LTAF FY: 02-03 03-04 04-05 05-06 06-07 07-08 08-09 AMOUNT 315,026 313,868 313,843 300,246 293,502 300,246 300,246 FY: 02-03 03-04 04-05 05-06 06-07 07-08 08-09 % CHANGE 4.9% -0.4% 0.0% -4.3% -2.2% 2.3% 0.0% % CHANGE 6.7% 9.5% 9.3% 4.5% 13.3% 7.2% 32.7% TRANSPORTATION TAX LTAF (LOTTERY) 14.0 400 350 MILLIONS THOUSANDS AMOUNT 6,602,604 7,228,565 7,898,607 8,251,863 9,345,864 10,022,211 13,295,320 300 250 200 12.0 10.0 8.0 150 100 6.0 03 04 05 06 07 08 09 03 Annual Financial Plan EST ACTUAL 05 06 07 08 09 FISCAL YEAR FISCAL YEAR ACTUAL 04 BUDGET ACTUAL 26 EST ACTUAL BUDGET 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. 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. The revenue projections include a 2.0% factor due to population and consumption changes. A rate increase has been approved for FY 2009. 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 2009 which was based on utilities rate model and debt issues to cover voter approved projects. WASTEWATER WATER FY: 02-03 03-04 04-05 05-06 06-07 07-08 08-09 AMOUNT 9,537,409 9,511,860 9,268,194 9,727,199 9,816,624 11,415,000 11,899,453 FY: 02-03 03-04 04-05 05-06 06-07 07-08 08-09 % CHANGE -3.5% -0.3% -2.6% 5.0% 0.9% 16.3% 4.2% AMOUNT 5,796,821 5,716,062 5,664,796 5,773,014 5,884,159 6,271,881 6,685,179 % CHANGE 0.5% -1.4% -0.9% 1.9% 1.9% 6.6% 6.6% WASTEWATER (SEWER) CHARGES 7.0 WATER SALES 6.5 MILLIONS MILLIONS 12.0 11.0 10.0 9.0 8.0 5.5 5.0 4.5 7.0 6.0 6.0 4.0 03 04 05 06 07 08 Annual Financial Plan EST ACTUAL 04 05 06 07 08 09 FISCAL YEAR FISCAL YEAR ACTUAL 03 09 ACTUAL EST ACTUAL BUDGET BUDGET 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: 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. 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. The increases from FY 2003 through FY 2009 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. The increase in revenues for FY 2009 represents expected increases related to residential and commercial collection which reflect a rate increase effective mid-year FY2008 and is planned to escalate by five percent per year over the next five years. AIRPORT FY: 02-03 03-04 04-05 05-06 06-07 07-08 08-09 ENVIRONMENTAL SERVICES AMOUNT 7,680,008 8,200,102 8,833,909 9,666,478 9,811,052 10,921,128 13,386,951 % CHANGE 29.6% 6.8% 7.7% 9.4% 1.5% 11.3% 22.6% 1,400 MILLIONS ENVIRONMENTAL SERVICES REVENUES 14.0 13.0 12.0 11.0 10.0 9.0 8.0 7.0 6.0 % CHANGE 10.2% 2.4% 8.2% 16.6% 1.2% 6.4% 3.1% AIRPORT REVENUES THOUSANDS FY: 02-03 03-04 04-05 05-06 06-07 07-08 08-09 AMOUNT 919,915 941,623 1,019,147 1,188,512 1,202,763 1,279,644 1,319,326 1,200 1,000 800 600 03 04 05 06 07 08 09 FISCAL YEAR ACTUAL 03 04 05 06 07 08 EST ACTUAL BUDGET 09 FISCAL YEAR ACTUAL Annual Financial Plan EST ACTUAL BUDGET 28 City of Flagstaff The operations and maintenance of major capital facilities and infrastructure can significantly impact the operating budget and, must be considered prior to approval and commencement of acquisition of a particular capital asset. In the capital improvement plan for the City, various components have greater impact on the operating budget than other elements and, may even override operating budget constraints, e.g., mandatory environmental regulatory compliance. STORMWATER STORMWATER FY: 02-03 03-04 04-05 05-06 06-07 07-08 08-09 AMOUNT 483,090 535,819 540,495 910,976 1,076,000 1,199,224 % CHANGE 0.0% 0.0% 10.9% 0.9% 68.5% 18.1% 11.5% 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. STORMWATER REVENUES THOUSANDS 1,300 1,100 900 700 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. 500 300 03 04 05 06 07 08 09 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 2009 approved rate is $1.12 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 OPERATING CAPITAL IMPROVEMENT PLAN What is a Capital Improvement Plan? A Capital Improvement Plan is a multi year, long-range study of the construction and/or the acquisition of high cost assets that have an extended useful life usually greater than five years. A long-range plan is needed because of the lead times required to adequately finance, design and/or plan, budget, and implement construction or acquisition of the capital project needs of a community. 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. Annual Financial Plan 29 City of Flagstaff Planning in one or two-year increments has proven to be inadequate because of the complexity of projects and the public input process, as well as the design time needed for engineering plans, specifications, and rightof-way acquisition. FY 2009 CAPITAL IMPROVEMENT PLAN The City budget for FY 2009 includes capital improvement projects totaling $91.4 million. This amount includes $31.9 million in carryover items that have been budgeted. Project funding is comprised of the following: $10.3 million in grants primarily for airport improvements, business incubator and beautification projects. $38.0 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. $43.1 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 – twelve projects are scheduled for FY 2009 for a total of $28.6 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 Sunnyside Street Improvements. There are a total of 24 Streets Transportation projects scheduled at a budgeted cost of $17 million. HURF revenues fund $6.8 million of these projects with Transportation Tax funding $9.9 million. 30 City of Flagstaff Property Tax: Servicing general obligation debt over the previous five years is shown in the community profile section. The table shows that debt as a percentage of assessed valuation has not fluctuated significantly and per capita debt has actually declined. In May 2004, voters authorized sale of bonds to implement 10 new projects totaling $155.2M. These projects will be phased in over the next 10 years. 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 $1.6 million. 28 projects are scheduled at a budgeted cost of $7.4 million for FY 2009. Utilities Fund – Major projects for Water production and distribution include $3.8 million for future water rights acquisition and $4.4 million for water wells. Major projects for Wastewater plants and collection include $7.2 million for Wildcat plant upgrade/reclaim extensions. 19 water projects and 11 wastewater projects are scheduled at a combined budget of $22.3 million for FY 2009. 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 increase 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. Airport Fund – Five projects are scheduled at a budgeted cost of $8.7 million for FY 2009. The projects include land acquisition and terminal security enhancements. 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. Environmental Services Fund - This year’s CIP includes 5 projects for a total cost of $301,800. 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 $7.1 million in FY 2009. These projects include; drainage spot improvement and the Rio De Flag Drainage Project. 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. In May 2008, voters approved an increase of .12 % in the transportation tax; effective July 1, 2008 the new transportation tax rate is .721%. 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. 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, 2008 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 $ $ $ 878,781,823 175,756,365 (39,514,000) 136,242,365 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 $ $ $ 878,781,823 52,726,909 (351,000) 52,375,909 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, 2008, the total actual indebtedness is $141.3 million. FY 2009 annual debt payments are projected to be $14.9 million. Under current state statutes, the City's General Obligation bonded debt issuances are subject to a legal limitation based on 6% of assessed valuation of real property for general purposes, e.g., buildings, land acquisition, street and highway construction and a limitation of 20% on assessed valuation of real property for public works projects, e.g., water, sewer, sanitation, parks, and open space. At the start of the fiscal year, July 1, 2008, the City's 20% general obligation debt of $39,514,000 is well below the legal limit of $175,756,365. The City's 6% general obligation debt of $351,000 is also well below the legal limit of $52,726,909. The following table illustrates the total actual indebtedness through the life for all currently outstanding debt. Annual Financial Plan FY 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 33 Principal 9,332,173 10,374,303 10,737,451 11,222,347 9,301,701 7,740,091 7,311,595 7,384,844 7,099,890 7,262,366 7,582,343 7,905,359 5,986,536 6,226,002 5,290,981 3,689,524 3,716,185 3,746,260 3,354,349 1,110,000 1,165,000 1,220,000 1,285,000 1,345,000 $ 141,389,300 Interest 5,583,344 5,509,418 5,094,111 4,654,701 4,184,461 3,791,079 3,460,847 3,152,881 2,817,642 2,511,883 2,192,799 1,859,130 1,518,761 1,281,638 1,037,495 841,583 696,357 554,850 410,724 278,500 221,625 162,000 99,375 33,629 $ 51,948,833 Total 14,915,517 15,883,721 15,831,562 15,877,048 13,486,162 11,531,170 10,772,442 10,537,725 9,917,532 9,774,249 9,775,142 9,764,489 7,505,297 7,507,640 6,328,476 4,531,107 4,412,542 4,301,110 3,765,073 1,388,500 1,386,625 1,382,000 1,384,375 1,378,629 $ 193,338,133 City of Flagstaff Annual Financial Plan 34 City of Flagstaff and bar services. This latter tax has been designated for enhancing the quality of life through Beautification projects, Economic Development, Tourism efforts, Arts & Science contributions, and Recreation projects. POLICIES AND PROCEDURES FISCAL POLICIES 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 has dedicated ($.00721) sales tax for transportation purposes, which will expire in 2020. 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. 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. The City's goal is to maintain a minimum general fund balance of 15%. The budgeted fund balance for FY 2009 is 16.2%. 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 completed in FY2007 with rate increases approved by Council. 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. The stormwater program has scheduled a series of increases from FY 2007 to FY 2011 to fund increased operational and needed capital improvements. As a matter of general policy, the City of Flagstaff attempts to realize the following goals and objectives: GENERAL An Environmental Services reserve will be determined and evaluated annually to provide funding for costs of landfill closure. 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. 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. 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, Annual Financial Plan 35 City of Flagstaff A feasibility analysis will be undertaken in-house for proposed long-term financing to determine current and future budgetary impact and reliability of revenue stream to support both debt service requirements and 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 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. Financing will not exceed the useful life of the infrastructure improvement. 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 Enterprise Funds. Five percent (5%) is considered the minimum level necessary to maintain the City's credit worthiness (bond rating). However, a more stringent level is recommended so as to provide for: ƒ ƒ ƒ ƒ A Landfill Sinking Fund has been established to provide for future closure and environmental regulation requirements and equipment needs. For closure costs, amounts are legally designated for future construction needs in order to insure financial compliance. Current estimates are almost $15 million. The landfill rates include an allocation to the sinking fund. DEBT MANAGEMENT The City will not pledge General Fund taxing authority to secure long-term debt except when marketability can be significantly enhanced. EXPENDITURE LIMITATION CONTROL 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 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. Annual Financial Plan Economic uncertainties Assurance against vagaries and uncertainties in the bond market Cash flow requirements (60 days operating revenues) Adequate contingencies 36 City of Flagstaff 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. ƒ 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. 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 ƒ 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. 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. ƒ 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, reflect how well the City met its budget plan at the legal level of control which, is at the department level. 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: General Fund - The chief operating fund that accounts for all activity not accounted for 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 City has no fiduciary funds. 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 somewhere else. The General Fund currently encompasses the activities of General Administration, Management Services, Community Development, Public Safety, and Non-Departmental expenditures. Special Revenue Funds – Accounts for certain revenue sources that are set-aside for a specific purpose. Special Revenue Funds currently in existence are the Library, Highway User Revenue, Transportation, Beautification, Economic 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. 37 City of Flagstaff 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. REVENUE DISTRIBUTION 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. An analysis of impact on cost-of-service will also be undertaken by the City staff to determine if any changes to fees and charges should be recommended to Council. MINIMUM LEVELS OF CAPITAL INVESTMENT Local Transportation Assistance Funds (LTAF) will be used to fund a portion of the annual streets maintenance program. 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 $15 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. Annual Financial Plan 38 City of Flagstaff ISSUES AND UPDATES • PERSONNEL SERVICE COSTS • COMPENSATION • The FY 2009 budget includes a market adjustment of 1% to the City’s pay plan for classified employees. The cost of the market adjustment is approximately $335,000 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 has reviewed this recommendation and has provided a separate recommendation. All existing and newly hired employees who are active between June 29, 2008 and June 13, 2009 are eligible. The one year good faith pay will be calculated using the employees base pay, not including overtime. The one year good faith pay will appear separately on the pay check and will be effective on July 18, 2008. A one-time good faith payment to all other full-time and part-time classified and exempt employees: • In addition, the average merit that classified staff will be eligible for is 3.2% costing approximately $500,000. This amount is less than last year due to 13.28% (15.88% classified and 3.18% Exempt) of employees being topped out. • • The exempt pay plan for employees is still open range, which means exempt employees do not receive an automatic market adjustment. The market adjustment is included with merit and any pay increase is based on performance. Exempt employees will be eligible to receive an average 4.2% merit increase. The total salary cost for merit increases for exempt employees is estimated to be $525,000 to all funds. • 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. Each of the skill blocks will be adjusted by the 1% market. All full-time and part-time classified and exempt employees (except Police Officers, PECS, PECS-Leadworker and Call Taker) who are actively employed or on an approved Military or FMLA leave during November 30, and December 13, 2008 are eligible. Part-time employees’ one-time payment will be pro-rated based on the number of hours they work per year (annual hours in status position). The one-time good faith payment will be tiered. Employees with less than one year of service will receive $100 (hired after 11/1/07), one to three years of service will receive $200 (hired between 11/1/07 and 10/31/05) and employees with three or more years of service will receive $400 (hired on or before 11/1/05). These one-time payments will not be grossed up and will be effective on December 19, 2008. The cost to all funds for the good faith pay is $500,000. The second component of the additional compensation is the addition of a market increase based on revenue triggers. The revenue triggers will be based on the adjusted local sales tax and state shared sales tax budgeted amount and the actual receipts collected between June and December of 2008. The reports will be received in January of 2009, which is the most comprehensive time to capture local sales tax, since it includes those businesses that file annually, monthly and quarterly. Before the calculations are completed an outside audit will be conducted to validate the projection methodology. For every 2% of receipts that exceed the budgeted amount, all employees will receive an additional 1% market increase up to a maximum of 2% total. Any market increase will be added to compensation in April of 2009 and this addition will not be retroactive. Assignment pay will be also be adjusted by the 1% market increase. Based on the market analysis conducted in November of 2007, the City is currently an average of 8.90% below market (average of 12.6090% Actual to Mid, 7.9768% Mid to Mid and 6.1138% Actual to Actual). The budget has been prepared with two additional compensation components, good faith pay and an additional market increase based on revenue triggers. The good faith pay will include: 5% additional one year pay for all Police Officer and Dispatch (PECS, PECS – Leadworker, Call Taker) employees and 2% for all Corporal/Detectives Annual Financial Plan 39 City of Flagstaff The compensation package planned in this year’s budget addresses three issues: • • • CLASSIFICATION 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. The City Council and Leadership’s commitment to keeping employees whole as well as moving towards market; The market analysis results; and Maintaining fiscal health and sustainability of the City’s budget. BENEFITS Fiscal year 2009 begins the sixteenth year the City has participated in the joint purchasing of health insurance through Northern Arizona Public Employees Benefit Trust (NAPEBT). NAPEBT includes four voting members: Coconino County, Flagstaff Unified School District, Coconino Community College, and the City of Flagstaff and three non-voting members: Flagstaff Housing Authority, NAIPTA and the County Accommodation School. 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. 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. NAPEBT continues to fund a wellness program in an effort to control costs. This year all members completed a wellness inventory and have begun to identify additional wellness efforts that could be implemented in order to positively impact the NAPEBT plan. 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. The premium increase for health insurance this year is 1.8%. This is well below national trend for plans similar to the City’s, which is approximately 10-15%. 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. 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. FY 2009’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. For FY 2009 the total budget for employee only health insurance is $4.3 million dollars, which is an increase of 5.1% to all funds. The total cost of the dependent subsidy to the City is $1.3 million which is relatively flat compared to last year. The audit can also show that the position is properly classified and/or titled and that no changes are needed. All requests from departments were submitted to Human Resources for review, and only those recommended for approval were forwarded to the Budget Review Committee for inclusion in the FY 2009 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, 2008. Employees who do not elect dependent health insurance coverage receive $60 per month in deferred compensation. The cost to all funds is approximately $380,000. Human Resources received a total of 24 requests for reclassifications/reranges and 14 requests for rezones. The following shows those that were approved: Dental insurance premiums, both employee only and dependent resulted in a rate decrease of approximately 9.5%. The City pays 100% of employee coverage and employees pay 100% for dependent coverage. The cost to all funds is approximately $325,000. Annual Financial Plan 40 City of Flagstaff 7/1/08 RECLASSIFICATIONS/RERANGES Old Title Old Range New Title New Range No. of Employees Effected Accounts Receivable Specialist 7 Accounts Specialist 8 1 Associate Planner 9 No Change 10 1 Equipment Operator III 8 Safety/Training Coordinator 9 1 PECS Leadworker 9 PECS Supervisor 10 5 Records Leadworker 9 Records Supervisor 10 1 Administrative Specialist – Records B21 Records Supervisor 10 1 Administrative Assistant – Records B11-B13 B21 12 Administrative Specialist – Records Inspector II 9 Engineering Inspector 10 2 Inspector I 8 Engineering Inspector 10 4 Court Collection Specialist 7 Collection Specialist 8 2 Revenue Collector 7 Collection Specialist 8 1 Parks Superintendent 12 No Change 14 1 Recreation Superintendent 12 No Change 14 1 Fleet Services Supervisor 11 Fleet Manager 12 1 Streets Supervisor 12 Streets Manager 13 1 Environmental Services Manager 12 No Change 13 2 Airport Manager 14 Airport Director 17 1 Landfill Maintenance Operator 6 Equipment Operator B81 1 Equipment Operator I 4,5 Equipment Operator B81 10 Equipment Operator II 6,7 Equipment Operator B82 22 Equipment Operator III 7,8 Equipment Operator B83 19 Maintenance Worker I 4 Maintenance Worker B81 18 Maintenance Worker II 6 Maintenance Worker B82 18 Maintenance Worker III 8 Maintenance Worker B83 6 Public Relations Assistant 7 Public Relations Associate 8 1 Annual Financial Plan 41 City of Flagstaff 7/1/08 REZONES Current Job Title Old Zone New Job Title New Zone No. of Employees Effected Administrative Specialist 2 No Change 3 3 Instrumentation/Electrical Specialist 1 No Change 2 1 Maintenance Specialist 1 No Change 2 1 Plant Specialist 2 No Change 3 1 Plant Specialist 1 No Change 2 1 Operations Specialist 1 No Change 2 2 Assistant City Attorney 1 No Change 2 2 Project Manager 1 No Change 2 2 Project Manager 2 No Change 3 1 Sr. Assistant City Attorney 1 No Change 2 1 Human Resources also received the following requests mid-year for reclassifications, reranges and salary adjustments: MID YEAR CHANGES RECLASSIFICATIONS/RERANGES Old Title Old Range New Title New Range No. of Employees Effected Mechanic Aide 4 Mechanic I 7 1 Custodian Attendant 1 Maintenance Worker I 4 1 Court IS Specialist 8 Court IS Coordinator 10 1 Building Plans Examiner 10 Front Counter Supervisor 10 1 SALARY ADJUSTMENTS Hiring Salary for CDL Drivers Accelerated pay during first year of employment and added one-time bonus to address pay compression and inequity. Hiring Salary for Dispatchers Adjusted hiring salary to address recruitment efforts. Adjusted existing employees’ salaries to maintain equity with new hiring salary. Retention Pay for Reinvestment and Economic Development Manager 10% retention pay due to recruitment difficulties. Hiring Salary for Administrative Assistants (Records) Adjusted hiring salary to address recruitment efforts. Adjusted existing employees’ salaries to maintain equity with new hiring salary. Supplemental Pay for Senior Assistant City Attorney 5% for assuming higher level duties. Minimum Wage Adjustment Minimum wage adjusted to comply with state law. Annual Financial Plan 42 City of Flagstaff REORGANIZATIONS The following reorganizations have been completed: ORGANIZATIONAL STUDIES The following studies have been conducted: (1) Community Development – Based on City Council priorities for economic development and housing, Code Administration and Planning were moved from Community Investment to Development Services. The Development Services section was re-titled to Planning and Development Services. Building Inspection was moved under the Building Official. Public Works Inspection and Private Development Engineering were moved from Development Services to Community Improvement. The Community Improvement Division was re-titled to Engineering. Also, the Private Development Engineering Manager was changed to Assistant City Engineer. (1) Public Works employees in ranges 12 and up with be evaluated. (2) Maintenance Workers will be evaluated for broad banding. (3) Equipment Operators will be evaluated for broad banding. (4) Police Dispatch and Records will be evaluated for reorganization. POSITION ADDITIONS/DELETIONS In preparing budget requests for FY 2009, 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 (2) Engineering – To emphasize the department’s role in the development review process, the Private Development Section was changed to the Development Engineering Section, changing an existing position to Assistant City Engineer in order to enforce the single point of contact concept. A review of the Personnel Table of Organization (see Appendix Section), provides complete detail, including staffing request changes that are reclassification requests and transfers of personnel between divisions to accommodate changing program needs. (3) Parks and Recreation – In order to consolidate programs, two existing Sr. Recreation Coordinator positions (Aquatics and Aquaplex) were combined to create one new managerial position, Recreation Manager – Aquaplex. A total of 29.8 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. (4) Utilities – The Assistant Utilities Director position was eliminated. In its place, a Water Resources Manager was created and the Utilities Engineer was reclassified to Utilities Engineering Manager. The Water Service Technician – MSW has been reclassified to an Administrative Specialist. PERSONNEL IN EACH FUNCTION CATEGORY 5 YEAR HISTORICAL TREND There is a reorganization that has been approved to be implemented during FY 2009: (1) Building Inspectors – The addition of a Building Inspection Supervisor to provide for additional field supervision. 300.00 Public Safety Public Works Mgmnt Services General Admin Utilities Community Dev 200.00 100.00 0.00 2005 2006 2007 2008 2009 Annual Financial Plan 43 City of Flagstaff 1980 1985 1990 2000 2005 2008 * Population 34,743 38,247 45,857 52,894 61,185 64,200 Employees 422 470 527 685 743 906 Water/wastewater (1.0) An instrumentation tech/electrician is being added to the Rio de Flag plant to service the technology that is in the plant. Emp/Pop 12.1 12.3 11.5 13.0 12.1 14.1 Court (1.0) A warrant officer may be added to provide service through a county IGA to county residents. Maintaining Service Levels: City Employees per 1,000 Population 14.1 2008 12.1 2005 13.0 2000 Library (2.63) The Library is adding 0.13 FTE (5 hours a week) to central services to provide better coverage. Library Assistant time is increasing both for outreach services and the bookmobile to meet current demand. The Tuba City Library is adding 0.5 FTE Library Clerk temp time to meet their existing need. A network analyst is also being added to continue to meet the need for the ever expanding usage of computers throughout all the northern Arizona branches. 11.5 1990 1985 12.3 12.1 1980 0.0 Human Resources (0.25) The Human Resources division is increasing staff time for an existing position to better address growing city needs. 5.0 10.0 15.0 * Estimated census per Arizona Department of Economic Security Police (1.0) One additional dispatch call taker has been added to supplement this service level. Increased Service Levels: Staffing increases that are related to new programs include: Parks (1.46) Parks maintenance time is being added for FUTS trail, streetscape, recreation fields, and the East Flagstaff Interchange. City Manager (1.0) The City is adding an Intergovernmental Liaison to specifically respond to emerging governmental issues on a timely, ongoing basis. Environmental Services (0.5) Environmental services is adding administrative assistant temp time for six months to respond to heavy call volume during May to October annually. Library (4.0) One Application Support Specialist position is being added to either create or enhance the city/county library web presence. 3.0 FTE’s have been added to open the downtown library branch on Sundays. Water/Wastewater (0.5) Administrative time to an existing position is being increased to meet current work load. Downtown Management (4.0) Should the Downtown Management Plan and metered parking be approved, the City will fund 3.0 FTE Parking Ambassadors and an additional maintenance position. Court (1.0) A Court Judicial Specialist is being added to meet current work load needs. Decreased Service Levels: Police (6.0) Four officers are being added to provide a constant presence at the Flagstaff Pulliam Airport per FAA guidelines. In addition, two records clerks are being added to respond to the new legislation and restricted fee related to impound management. Planning & Development Services (-1.0) Due to an existing vacancy and higher priority needs, one Code Compliance Officer position has been eliminated. Streets (0.5) A half time intern position is being added for two years to conduct a sign inventory. Environmental Services (6.0) Environmental Services is adding 1.0 FTE bin maintenance/equipment operator to facilitate glass recycling should the city add that service. In addition, 4.0 FTE equipment operators may be added to service two new contracts should those contracts be obtained by the City. Another 1.0 FTE is being added to enhance the sustainability program and to meet the city’s commitments to this priority. Annual Financial Plan 44 City of Flagstaff Annual Financial Plan 45 City of Flagstaff $ 26,125 1,564,276 244,587 1,987,090 975,198 3,998,280 8,769,431 BY DEPARTMENT General Administration $ Community Developmen Management Services Public Works Non-Departmental $ Utility Fund Services Customer Services 34,314 426,924 17,213 2,535,631 202,882 635,469 138,759 328,294 345,767 115,987 92,713 167,090 54,451 40,322 70,190 6,708 431,474 398,465 523,319 633,832 46,536 793,695 134,967 130,610 113,977 1,118,283 141,484 8,769,431 59,277 1,365,578 632,325 General Fund Services Building Use Equipment Use Non-Departmental General Administration Employee Benefits Insurance Consultants 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 Mainten Mechanical Shop Community Devel Admi Development Services Community Improvemen Community Investments Contributions Total General Fund CENTRAL SERVICE GENERAL 001 $ $ $ 1,002 132,253 150,510 93,327 137,892 513,982 35,576 2,767 35,942 1,750 76,034 20,111 50,318 9,297 31,431 29,603 11,604 9,190 36,440 11,385 967 316 58,299 57,785 34,426 92,433 894 27,708 14,039 513,982 LIBRARY 030 $ $ $ 1,723 193,822 726,897 187,242 265,283 325,381 1,698,625 89,198 3,384 79,366 8,746 180,693 47,042 61,539 17,364 73,518 26,923 14,478 21,496 38,993 807 3,748 15,160 187 80,392 16,632 89,399 818 128,392 17,126 119,764 726,897 64,809 32,838 1,698,625 HURF 040-044 $ (223,148) 357,909 713,770 80,233 621,676 $ 1,773,588 $ 14,141 208,393 6,745 158,743 6,224 394,245 73,942 122,670 32,218 115,562 60,503 26,955 33,789 119,976 3,785 67,162 5,793 1,280 231,784 303,782 141,991 36,213 44,009 36,224 101,872 51,618 1,773,588 UTILITIES 201 $ $ $ City of Flagstaff, Arizona FY2009 Full Cost Plan Analysis of Fund Allocation by Service 18,072 26,959 72,037 11,571 15,181 26,181 151,928 4,845 6,270 663 3,219 286 15,283 3,543 12,904 1,579 5,538 5,066 1,872 1,619 1,791 280 13 113 3,816 7,754 14,404 777 72,037 4,881 2,473 151,928 STORMWTR 210 $ $ $ 373 39,188 85,308 123,273 98,762 346,531 21,219 786 53,962 642 76,609 7,202 14,291 2,965 11,256 7,572 3,104 3,291 6,383 327 1,047 2,507 13 13,568 18,858 26,810 26,072 26,315 88,358 8,600 9,923 5,028 346,531 AIRPORT 270 $ $ $ 175,853 204,078 286,160 388,817 358,367 1,237,422 54,291 105,039 3,748 69,982 3,216 236,277 39,694 68,166 16,128 62,036 41,268 16,481 18,139 77,315 2,429 3,230 776 101,888 68,691 72,802 42,779 97,657 130,901 160,258 54,687 27,709 1,237,422 ENVIRON. SERVICES 280 $ $ $ $ - 2,518,485 1,043,521 3,421,651 1,941,311 5,566,539 14,491,507 132,554 1,365,578 632,325 465,695 52,407 828,138 38,077 3,514,772 394,415 965,357 218,309 627,635 516,702 190,481 180,238 447,988 73,464 116,488 93,650 9,394 921,222 806,428 919,861 774,140 298,901 1,180,926 461,485 130,610 912,911 1,382,163 275,189 14,491,507 TOTAL 73,277 465,695 18,093 401,214 20,864 979,141 191,533 329,888 79,550 299,341 170,935 74,494 87,525 280,898 19,013 76,166 23,460 2,686 489,748 407,963 396,542 140,308 252,365 387,231 326,518 798,934 263,880 133,705 5,722,076 954,209 798,934 1,434,561 966,113 1,568,259 $ 5,722,076 $ $ TOTAL CHARGED OUT - GF number of budgeted full-time equivalent positions served. COST ALLOCATION The cost allocation plan has been developed utilizing a methodology that is in accordance with generally accepted accounting principles (GAAP). Incorporated within GAAP are three basic principles related to the allocation of central service support costs to operating departments that have been adhered to in the preparation of the cost allocation plan. First, costs should be necessary and reasonable for proper performance of a program. Second, costs should be charged or allocated to programs in accordance with relative benefits received. A program should only be charged for services it utilizes or benefits from, and should only be charged in relation to benefits derived from the service. Third, costs should be accorded consistent treatment as either direct or indirect. A cost should not be charged to a program as a direct cost if any other cost incurred for the same purpose in like circumstances have been allocated to the program as indirect costs. The methodology accommodates detailed analysis of all service areas through the provisions of a structure that identifies total costs (both direct and indirect) by activity and allocates/assigns costs to benefiting services utilizing a base that appropriately represents the level of benefit provided or derived from each activity by each service. The cost allocation is based on actual expenditures for the fiscal year ending June 30, 2007. The City utilized the services of a consultant to prepare this year’s plan. Due to new allocation methodologies, some departmental share of cost allocation significantly increased or decreased. The City will now hold any department at a maximum 10% change to even out annual fluctuations. Overall, the allocation from the General Fund decreased by approximately $250,000. 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. 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. FLEET MANAGEMENT Fleet Management is dedicated to sustaining and preserving resources by providing vehicles and equipment that maximizes fuel efficiencies, reduces greenhouse gas and 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: • METHODOLOGY A multiple allocation base methodology has been utilized to prepare the Plan. This methodology acknowledges that the utilization of central administration and support (indirect) services by users varies by type of service. The cost of each indirect service or activity of a service is allocated to users based on an appropriate allocation base related to the service performed. For example, general accounting has been allocated to users based on total budgeted expenditures; accounts payable activities have been allocated on the number of accounts payable transactions processed during FY 2007; and human resources activities have been allocated on the Annual Financial Plan • • • • 46 Fleet Review committee reviewed 33 replacement requests and 19 new additions to the fleet. 79% were purchased as hybrids, diesels, E-85 Ethanol FFV'S, one electric vehicle, and two propane forklifts. Adopted policy of purchasing diesel engines for 3/4 ton and larger trucks so as to operate on Biodiesel. Purchased 11 E-85 (Ethanol) Flex-fueled vehicles for the Police department. Interagency partnering with Coconino County, NAU, ADOT, Forest Service that brought the availability of Ethanol to Flagstaff. Reviewed utilization and analysis on SUV'S, Vans, and light duty pickups. City of Flagstaff • • • Provided Fleet Review committee members with training on the Fleet computer system. Develop five and ten year fleet equipment/vehicle plan using the H.T.E. fleet system. Continued to monitor practical vehicle utilization and rotation. FLEET FISCAL YEAR 2009 REPLACEMENTS DIVISION AMOUNT 17 ENGINEERING PICKUP, 1/2 TON 4X4 EXT CAB (3) $ 66,000 22 POLICE PATROL SEDANS (8) 192,000 HYBRID COMP. SUV 27,500 26 PARKS PICKUP, 3/4 TON DIESEL WITH PLOW (2) 92,000 TRACTOR MODEL 4720 40,000 VERMEER TRENCHER 19,600 29 FACILITIES MAINTENANCE PICKUP, 3/4 TON 4X2 DIESEL 32,000 65 MUNICIPAL COURT SEDAN, E85 24,000 66 NON-DEPARTMENTAL SUBCOMPACT SEDAN (2) 25,000 518,100 TOTAL GENERAL FUND FLEET 32 STREET MAINT. & REPAIR 10 WHEEL DUMP (3) PATCH TRUCK AERIAL BUCKET TRUCK 2 1/2 YARD LOADER TOTAL HURF FLEET DIVISION 38 AIRPORT RUNWAY SWEEPER TOTAL AIRPORT FLEET 42 UTILITIES ADMINISTRATION HYBRID SUV 49 WATER DISTRIBUTION 6 YARD DUMP TRUCK PICKUP, 1 TON DIESEL WITH LADDER 53 WASTEWATER TREATMENT PLANT COMP. PICKUP * PICKUP, 1 TON 4X4 DIESEL 54 WASTEWATER COLLECTION 2 TON 4X4 DUMP TRUCK DIESEL 6 YARD DUMP TRUCK 55 WASTEWATER MONITORING HYBRID SUV TOTAL UTILITIES FLEET 615,000 186,000 196,000 286,000 1,283,000 41 ENVIRONMENTAL SERVIC HYBRID COMP. SEDAN PICKUP, 1 1/2 TON DIESEL WITH LIFT REAR LOADER TOPLOADER TOTAL ENVIRONMENTAL SERVICES FLEET * RETAIN S5002 TOTAL FLEET REPLACEMENTS Proposed objectives for FY 2009 include: • • • • • Coordinate with the sustainability division to develop written “green fleet” policies to conserve precious resources. Coordinate with the sustainability division to review each replacement or new addition that could be hybrids, diesels, Ethanol (FFV'S). Coordinate with Purchasing to include estimated MPG estimates in all bids for vehicles and equipment. Annual Financial Plan • • • 47 AMOUNT 146,000 146,000 28,000 130,000 60,000 31,000 70,000 130,000 28,000 477,000 27,500 60,000 209,090 214,000 510,590 $ 2,934,690 Fleet Committee reviewed 44 replacement requests and approved 41 for replacement. Additional 12 new requests were presented to the committee for approval. Continue to provide Naviline fleet computer system training for committee members. To purchase 80% of all replacement and new additions that will be hybrids, FFV'S, diesels, and more fuel efficient vehicles that are lower emissions and reduces greenhouse gasses. Participate in the Valley of the Sun Clean Cities Coalition of other agencies dedicated to conserving and promoting the use of alternative fuels. City of Flagstaff Five-Year Information Technology Plan E-Government - $60,000 The City of Flagstaff’s IT Division will continue to refresh end-user equipment as well as servers and other equipment on a four-year rotation schedule. The goal is to continually improve the quality of service which 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 on-line registration for Parks and Recreation events. Staff will work on the implementation of employee self-service, forms which can be filled in and submitted electronically, online vendor registration, public access to permit information and a new web based integrated applicant tracking system. The committee will continue to consider additional egovernment opportunities. Items to consider • • • • • • • E-Government initiatives Replacement of old telephone system with voice over IP in a 3-4 year phased approach Implementation of a Wi-Fi mesh network covering downtown Flagstaff Selection & installation of permitting software replacement Continuation of disaster recovery planning including real time off-site data replication with the County Plan for city-wide imaging solution New software or upgrades to existing software $2,189,619 Monies (including carryover) used for upgrading existing software to newest versions and/or ensuring we are properly licensed. New software purchases funded from these funds may include Microsoft Exchange and SharePoint and modules for enhancing existing applications. Data sharing and collaboration with public and private agencies The City has a legacy software system for the collection of sales tax. In order to better meet today’s customer needs we need to replace the existing software. Staff has been exploring alternatives and has 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 FY2009. FY2009 Acquisitions IT expects some large expenditures in FY2009 in the areas of software and telephony upgrades. IT will be continuing to deploy replacement PCs at a measured pace. Voice over IP phase two will be implemented. Migration to Microsoft Exchange and implementation of Microsoft SharePoint is anticipated. Additional data storage capacity needs to be purchased. The existing permitting software has reached its end of life. Staff is exploring whether KIVA/Acela is the product for the City or whether a better alternative is available. The city has allocated $300,000 for this software. The city is also exploring an automated time entry system for the City. PC Replacements & Upgrades - $270,981 Staff will work with the City manager’s office on a Citizen Resource Management system. The Human Resources department uses software for its Leadership Training Development Program which was developed in-house. Staff will work with HR to explore whether there is software available which will better serve those needs. The budgeted amount will allow replacement of those pieces of end-user equipment that are four years old or older. Infrastructure - $240,000 Included are the purchase of additional storage capacity, server enhancements, server refreshes and new tape backup equipment. Annual Financial Plan Public Safety - $274,000 The police departments Information Technology needs include PC and laptop replacement, server upgrades, and replacement of Mobile Digital computers, (MDC’s) in police and fire vehicles. Software includes additional licenses for MS Office and new software for forensics. This year there are monies to train staff on the server based database engine, Oracle, which is used by the Intergraph software dispatch system. 48 City of Flagstaff Annual Financial Plan 49 City of Flagstaff Expenditure Summary Replacement Program Local & Wide Area Network GIS E-Gov New Hardware & Software Purchases Public Safety Total Expenditures 386,461 340,645 101,621 828,727 1,022,556 798,603 223,953 828,727 Total Expenditures Funding General Fund MIS allocation One time monies Carryover Grants Total Funding 101,621 101,621 Public Safety Police Upgrades Public Safety Equipment E citation Total Public Safety 340,645 340,645 - E-Gov New Hardware & Software and Upgrades Work Order Management/HR Sales Tax Software Hardware & Software Purchases Total New Hardware & Software - 386,461 386,461 Actual FY2007 GIS Hardware upgrades/replacement Software upgrades Total GIS Replacement Programs Replacement PC's and Printers Network equip Total - Replacement Programs MIS Five Year Projections 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 10,019 20,000 180,000 306,000 516,019 870,533 1,000,000 810,086 2,680,619 516,019 149,000 157,000 306,000 80,000 100,000 180,000 - 10,000 10,000 20,000 10,019 10,019 Estimate FY2008 450,000 20,000 30,000 150,734 274,000 924,734 959,763 914,060 510,981 10,000 60,000 2,189,619 274,000 3,044,600 959,763 924,734 310,000 40,000 30,000 252,734 337,000 969,734 1,007,751 1,007,751 969,734 212,000 125,000 337,000 252,734 252,734 150,734 150,734 149,000 125,000 274,000 - 30,000 30,000 10,000 40,000 70,000 240,000 310,000 FY2011 - 30,000 10,000 10,000 20,000 130,000 320,000 450,000 FY2010 914,060 3,044,600 149,000 125,000 274,000 1,000,000 1,189,619 2,189,619 60,000 5,000 5,000 10,000 270,981 240,000 510,981 Budget FY2009 MIS Five Year Projection FY2009 - 2014 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 310,000 40,000 30,000 352,734 390,700 1,123,434 1,166,598 1,166,598 1,123,434 265,700 125,000 390,700 352,734 352,734 - 30,000 30,000 10,000 40,000 70,000 240,000 310,000 FY2014 All four facilities are being delivered via design/build contracts with FCI Constructors and managed by the Capital Improvements staff. 2008 UPDATES E-Government The City website continues to grow every year in enhancements, services, and its use by citizens and visitors. The entire City website has been updated, staff have been trained on how to update, and enhancements to the site have been added to improve citizen access to information. In addition, form changes are being made to provide for on-line completion rather than just a download. Additional storage has been purchased to accommodate better retention of City Council meeting information. Flagstaff Aquaplex In 2007 there were more than 1,574,000 visits to the City of Flagstaff Website as compared with 1,200,000 in 2006. We had over 22 million hits on the website in 2007 with over 15 million hits in 2006. On average, 4,313 people visit our site per day – in 2006 that number was 3,422. And, the average hits per day are now more than 61,000 – with 42,000 in 2006. The top pages frequented in 2007 were: the city home page, job openings and job status, community profile, the airport, the Calendar, Parks & Recreation, bids, community resource links and the staff directory. With all structural elements complete and most mechanical systems currently being installed, this facility is scheduled for completion by August 2008 at a total project cost of $16.7 million. Construction services are provided by Haydon Building Corp. The City’s new aquatics and multi-generational recreation center consists of nearly 52,000 square feet of multi-functional amenities including aquatics features, gymnasium, aerobics and fitness space and an indoor track. Upon completion, the new facility will provide the primary administrative offices for the Parks and Recreation Division and is destined to be the premier recreational facility for the community. Rio de Flag Flood Control Project On November 4, 2007 a new Water Resources Development Act bill was passed which reauthorized the Rio de Flag project to $54 million. This will allow the project to proceed with property acquisition, final design and award of the construction of the main stem. Capital Projects Up-Dates The City and the Corps met in January and have agreed the first area to construct of the Main Stem channel improvements should be between Butler Avenue and San Francisco Street. The Corps has requested $8,000,000 for Federal Fiscal Year 2009 for this area. This project has $3,500,000 in federal funds currently available which may be enough to tunnel underneath Butler Avenue and install the new box culvert. The Executive Team is meeting on April 4th to decide whether to proceed with construction of this first phase of the Main Stem this year. Fire Stations Relocation Projects The projects consist of the replacement and relocation of Fire Station facilities as authorized at the general election in May 2004 to improve response times and to maximize the effectiveness of the City’s fire and emergency response resources. Fire Station No. 1, located on Thompson Drive, has been completed and dedicated as of August 2007. The 8,000 square foot facility has recently been recognized for its architectural design elements and has been completed at a total project cost of $ 4.1 million. The Corps submitted 60% construction plans to the City for review in March 2008. These plans will enable the City’s consultants to resume their design of utility relocations and right-of-way plans. Fire Station No. 2 is currently under design and will be located at the southerly end of McMillan Mesa. The facility will include Battalion Chief office space and is scheduled for completion late in 2009 or early 2010 at a total project cost of $ 5.85 million. The Clay Avenue Wash Detention Basin is 17% complete and is scheduled to resume construction by the end of April and be completed by September 2008. Fire Station No. 3 is also in the design phase and is to be located on Nestle Purina Dr. east of the Country Club overpass. The 9,300 square foot facility is scheduled for completion in the spring of 2009 at a total cost of $ 4.5 million. The amount currently in the City of Flagstaff budget for Fiscal Year 08/09 (July 1 – June 30) for the Rio de Flag Flood Control project is $6,037,228. Aspen Place at the Sawmill Fire Station No. 5 located on Ft. Valley Rd. is currently in construction with a scheduled completion of July 2008 at a total cost of $ 3.9 million. Annual Financial Plan A special improvement district administered by the City, the Aspen Place project involves forty acres of mixeduse residential and retail development at the intersection of Butler Ave and Lone Tree Rd. The project includes 50 City of Flagstaff the re-alignment of a portion of Lone Tree Rd. in accordance with the City’s regional plan and associated traffic improvements along Butler Ave. Through the development agreement, the City has contracted and is administering the $17 million in public and private infrastructure necessary to support the proposed development. The first phase of the project is expected to be completed by June 2008 with final completion in December 2009. Huntington Drive Reconstruction This project consists of roadway improvements including roadway reconstruction, additional curb/gutter/sidewalk, and a multi-trunkline storm water drainage system on Huntington Drive between Enterprise Road and Bronco Way. City Council awarded the Construction Manager at Risk construction phase contract to Austin Bridge & Road in the amount of $3,841,889 at the April 1 council session. Construction is to begin in mid-April and is scheduled to be complete by October 2008. Northern Arizona Science, Technology and Clean Energy Center Funded by a combination of a Dept. of Commerce Economic Development grant and Flagstaff Municipal Facilities Corporation bonds, the 10,000 square foot facility will provide lab and office space for the development of new technologies and regional businesses. The Science, Technology and Clean Energy Center will be the anchor for the research park located adjacent to the USGS campus, is currently under construction and is scheduled for completion in August 2008 at an estimated construction cost of $ 4.5 million. Wastewater Improvements The project consists of upgrades to the Wildcat Hill Waste Water Treatment Plant to improve the effluent quality to Class A+ standards. This $29 million dollar project is 65% complete and ahead of the project schedule. The completion date is now estimated to be February 2009. This project is part of the 2004 bond election. Rail Crossing Modifications Water Production Wells The City’s Rail Crossing Modifications project will provide safety improvements at each of the five at-grade rail crossings to allow for the elimination of train horns throughout the City. The crossing modifications must be in compliance with federal rail safety standards and are subject to review and approval by the Arizona Dept. of Transportation, Arizona Corporation Commission and BNSF Railway. Detailed plans of the proposed modifications are currently being reviewed by the appropriate agencies and completion of the project is scheduled for November 2008. This project consists of the drilling and equipping of up to four deep potable water wells. The Fort Tuthill well drilling has been completed. The Dog Pound well drilling is substantially complete. The next two wells should be completely drilled by January 2009. All of the wells still need to be equipped and connected to the City distribution system. This $8.5 million dollar project is about 22% complete. Full project completion is not expected until 2010. This project is part of the 2004 bond election. Facility Space Planning Update Lake Mary Rd/Forest Highway 3 The initial phases of the space planning study have been completed which include: • Survey of each department • Creation of the Steering Group and the Focus Group • Completion all department interviews Through a cooperative effort with Coconino County, the Flagstaff Metropolitan Planning organization, the Federal Highway Administration and U.S. Forest Service, a jointly funded project has been developed to widen Lake Mary Road from John Wesley Powell Blvd. to the City limits and to provide guardrail, turn lane and turnout improvements between Lake Mary and the Mormon Lake overlook. The project has been designed and will be administered by the Central Federal Highways Lands Division and will correct existing roadway shoulder and clear zone deficiencies on the roadway portion located within City limits. The current construction estimate for the project is $ 13.9 million with an anticipated bid advertisement in the spring of 2009. Construction activities are expected to commence during the season of 2009 with completion occurring in 2010. Annual Financial Plan Future efforts include accumulation the results of both the Steering and Focus groups so that the consultant can analyze the operational, financial, and facility information. A final report is expected in the summer of 2008. Chemical De-icing Update The City of Flagstaff tested the use of a chemical de-icer on city maintained roads for this past winter season. The de-icer performed as expected by preventing ice formations and allowing for snow pack to be more easily removed. In addition, sweeper clean up of project route 51 City of Flagstaff new staff and open the Downtown Library branch for 4 hours on Sunday’s at a cost of approximately $130,000. areas was minimal; accident rates appear to be reduced however ADOT has not as yet released accident statistics; regulated contaminants did not exceed state limits, corrosion was found on spreader units but regular cleaning minimized efforts; and concrete spalding was not visible in route areas. Signal Synchronization Update As traffic congestion continues to be a source of frustration for Flagstaff residents, a report was prepared to identify efforts to further improve the performance of regional traffic signals. Prior efforts include the installation of geographic positioning satellite (GPS) clocks in relevant signal control cabinets to prevent clocks from slipping and to develop new timing plans. While these efforts have helped, the City continues to be challenged by irregular train schedules, poor signal spacing, and weak directional traffic splits which all contribute against progression of traffic. In addition, City traffic signals are under two jurisdictions – the Arizona Department of Public Safety (25 signals) and the City of Flagstaff (42 signals). The report indicated that additional staffing be funded to keep the timing plans current as the other areas (trains, signal spacing and directional splits) have no ready solution and/or are cost prohibitive to implement. Additional staffing was not approved in the FY2009 budget, so timing plans will be adapted as conditions in various control zones change. Chemical de-icers performed as expected and future use in recommended. FY2009 Issues Compensation Study The ability to attract and retain quality employees has become more challenging over the last several years. The City has been addressing the issue through creating a stair step pay structure, reducing the number of steps in broad branding, providing market increases and increasing the pay plan by nine percent. Even with all of the pay adjustments the City has made over the years, the City’s overall pay structure remains an average of 8.9% below market. The City’s current turnover rate is 11.18% City wide; however, some of the hard to fill positions struggle to retain employees with turnover rates reaching as high as 40%. The number of positions being opened two to five times or being advertised as open until filled has increased over the last few years demonstrating the difficulty the organization is having in recruiting qualified applicants. Pedestrian Safety at the Intersection of Route 66 and 4th Street Concerns have been raised about pedestrian safety and friendliness at the intersection of 4th Street and Route 66 and the issue is if improvements can be made to mitigate these concerns. The organization has begun addressing this problem by adding retention pay; hiring above midpoint or giving more than the standard 6% for promotions; and utilizing hiring incentives such as moving expenses, temporary housing and extra paid time off. The original design anticipated that pedestrians and trail users would need to be accommodated safely on all legs of the intersection. It is also noted that both pedestrian and vehicle volumes will continue to increase. As this occurs, operational mitigation techniques are available and could be readily implemented as needed. Operational mitigation techniques include increase the signal timing so that crossing time is increased for pedestrians; right on red could be restricted to vehicles; additional pedestrian warning signs and yield signs could be installed, and/or high visibility crosswalks could be installed. A comprehensive compensation study will be conducted to evaluate the City’s current pay structure, policies, procedures, practices, recruitment and retention issues and provide recommendations the organization may use to create specific strategies and long term compensation goals. Main (Downtown) Library Open on Sunday Homelessness planning 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. Homelessness continues to be an issue in communities around the country and Flagstaff is no exception. The Housing section within the City works to address this issue in two ways: 1) Planning and 2) Service Partnership. The Main library has been closed on Sundays for five years as the result of a prior budget decision. There have been numerous requests for the Library to reopen. In analyzing the best way to provide the service several alternatives were explored including adding new staff and hours or reducing existing hours and moving staff. In the final analysis it has been recommended to hire Annual Financial Plan Planning efforts include working with the local Continuum of Care group which is comprised of local agencies and entities that coordinate efforts within the community. In addition, the Arizona Rural Policy 52 City of Flagstaff Institute, in partnership with the City is providing a relevant sample of best practices throughout rural and urban communities that address chronic homelessness. County Transfer Station Hauling Service partnership efforts include the City’s continued support of facility rehabilitation and maintenance serving homeless and special needs populations; operational assistance to increase the capacity of organizations serving homeless and special needs populations; participation in special events providing outreach and direct services to the homeless population of Flagstaff; and homelessness prevention through eviction and foreclosure prevention and move-in assistance. Coconino County approached the City of Flagstaff to provide transportation of solid waste from the County transfer stations to the City landfill. The City currently receives the County tonnage at the landfill and the City would like to continue to receive or revenues would be decreased. This program would require additional equipment and operators, but the rates established through an intergovernmental agreement would assure payback on the equipment purchases as well as cover the operational program costs. The City will move forward with exploring this opportunity with the County. Police Retention Environmental Management Fee Police Departments across Arizona are experiencing increased rates of staff turnover and Flagstaff is no exception. Turnover rates in 2007 for the entire police department, police dispatchers, and police record clerks were 18%, 40% and 30%, respectively. This has both negative operational and financial impacts. The length and cost of training for both police officers and dispatchers is prohibitive. The current environmental management fee is set at $2 per month on each water bill the City sends, generating approximately $459,000 annually. Current expenses for the Sustainability and Environmental Management Division (SEMD) are over $1 million annually, so the deficit is currently supported by other Environmental Management activity. For the SEMD to become self supporting, the monthly fee would need to be increased to approximately $5 per bill in FY2009 and over the next five years, to $6 per bill. A review of this fee proposal is also part of the overall City user fee study. A future recommendation will be made to Council after such time that the user fee consultants complete their findings. The main reason for this turnover is that the City of Flagstaff is not offering a competitive wage when compared to other state city or state entities. Over the past two years, the Flagstaff Police Department has sought to improve retention through non-compensation incentives including engendering a strong commitment to our organizational mission and values for human life, exemplary service, integrity, and quality of life; to increase employee involvement in management and leadership by and engaging them in problem solving. While this has helped, it has not stemmed the outflow. The City of Flagstaff included 5% retention pay to police officers and dispatch and a 2.0% to corporals / detectives for FY2009 as a stop gap measure and will fully explore this issue in the compensation study previously presented. Annual Financial Plan Glass Recycling The City of Flagstaff is interested in providing an effective residential glass recycling program as well as creating a resource for use at the landfill. Two options for curbside service were proposed including a subscription service which would charge a monthly fee to those residents that enrolled and a universal service which would provide service to 100% of our citizens. The Council has recommended the City pursue a subscription service strategy. 53 City of Flagstaff Annual Financial Plan 54 City of Flagstaff Annual Financial Plan 55 TOTAL ALL FUNDS Stormwater Utility Environmental Services $ 75,703,182 592,520 3,410,466 1,435 14,228,729 Enterprise Funds: Water and Wastewater Airport Operating 10,235,564 (4,363,373) 9,574,162 117,888 Capital Projects Funds: Special Improvement District Municipal Facilities Corp G.O. Bonds Permanent Funds: Perpetual Care 348,355 2,089,934 282,908 Debt Service Funds: G.O. Bond Fund Sec. Property Tax Special Assessment Bond 24,888,804 1,869,964 3,785,483 920,732 4,566,904 463,754 361,134 395,213 (510,875) 474,046 1,969,435 - $ 191,940,042 1,272,420 15,733,164 10,545,612 34,720,935 3,001,000 10,686,000 7,293,000 22,908 7,428,889 9,524 4,157,121 13,451,097 18,457,320 2,742,207 530,909 1,877,805 417,000 1,819,894 17,350 1,844,316 542,404 55,369,167 FINANCING SOURCES 2008-2009 EARNINGS AT 7/1/2008 Special Revenue Funds: Library Highway User Revenue Transportation Beautification Economic Development Tourism Arts & Science Recreation-BBB Real Estate Proceeds Housing and Comm Svcs Metro Planning Org General Fund ESTIMATED REVENUES AND OTHER UNRESERVED FUND BALANCE/ RETAINED 34,851,541 6,787,228 91,950 1,027,007 2,807,478 700,000 - 3,320,142 - 1,758,653 12,519,670 987,702 322,000 75,000 20,000 25,000 375,400 30,000 4,004,311 IN OUT (34,851,541) (325,000) (19,488) (33,567) (1,965,272) (370,650) - (6,464,627) - (328,391) (377,103) (10,566,272) (433,948) (9,437) (36,000) (1,238,807) - (12,682,979) 2008-2009 INTERFUND TRANSFERS 267,643,224 8,327,168 19,216,092 11,540,487 49,791,870 13,236,564 6,322,627 17,196,512 140,796 3,668,497 3,054,196 292,432 7,457,347 29,379,147 8,811,780 7,862,865 1,316,663 2,304,502 796,213 70,212 516,396 4,189,151 572,404 71,579,303 RESOURCES AVAILABLE 2008-2009 TOTAL FINANCIAL 110,702,948 1,117,971 11,625,659 1,596,508 13,794,711 - - - 7,106,364 6,030,931 3,721,110 175,077 818,646 1,994,185 734,852 4,051,771 472,404 57,462,759 OPERATIONS 100,683,635 7,093,988 3,830,297 9,287,767 23,670,652 10,203,562 2,394,700 14,073,400 - - 18,238,837 125,000 7,392,471 27,500 27,500 500,000 - 3,817,961 CAPITAL OUTLAY (EQUIP/CIP) CITY OF FLAGSTAFF SUMMARY SCHEDULE OF ESTIMATED REVENUES AND EXPENDITURES/EXPENSES FISCAL YEAR 2008-2009 15,817,399 - 125,500 655,666 5,675,286 953,750 - - 3,320,142 96,712 1,807,478 1,951,108 263,240 - 968,517 DEBT SERVICE 2,955,000 10,000 500,000 - 1,400,000 - - - 100,000 100,000 10,000 25,000 100,000 10,000 100,000 600,000 230,158,982 8,221,959 16,081,456 11,539,941 44,540,649 11,157,312 2,394,700 14,073,400 - 3,320,142 96,712 7,206,364 26,177,246 5,797,218 7,577,548 1,134,386 2,121,685 744,852 500,000 4,051,771 572,404 62,849,237 TOTAL RESERVES/ APPROPRIATIONS CONTINGENCIES 2008-2009 37,484,242 105,209 3,134,636 546 5,251,221 2,079,252 3,927,927 3,123,112 140,796 348,355 3,054,196 195,720 250,983 3,201,901 3,014,562 285,317 182,277 182,817 51,361 70,212 16,396 137,380 - 8,730,066 FUND BALANCE 6/30/2009 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 2008-2009 ESTIMATED FY 2007-2008 FY 2008-2009 Expenditure Limitation [Economic Estimates Commission] $ 118,190,325 $ 4,914,271 $ 4,914,271 7,351,889 12,266,160 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 2007-2008 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 2007-2008 Levy (2) Prior Years' Levies (3) Total Primary Property Taxes Collected $ B. Secondary Property Taxes: (1) FY 2006-2007 Levy (2) Total Secondary Property Taxes Collected 4,656,831 - 4,656,831 6,279,004 10,935,835 $ 4,989,271 20,000 5,009,271 6,279,004 6,279,004 $ C. Total Property Taxes Collected 11,288,275 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 0.7153 0.8366 1.5519 0.6803 0.8366 1.5169 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 56 City of Flagstaff Schedule 3: Revenues Other Than Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2008 AND 2009 (WITH ACTUALS FOR FISCAL YEAR 2007) ACTUAL REVENUES 2006-2007 SOURCE OF REVENUES BUDGETED REVENUES 2007-2008 ESTIMATED ACTUAL REVENUES 2007-2008 BUDGETED REVENUES 2008-2009 CHANGE (BDGT-BDGT) % CHANGE GENERAL FUND Local taxes City Sales Tax Franchise Tax $ 15,812,845 2,001,795 17,035,426 2,285,177 17,375,191 2,285,177 18,915,121 2,399,436 1,879,695 114,259 11.03% 5.00% Licenses and permits Business Licenses Building Permits Other Licenses and permits 33,401 1,939,665 465,533 43,138 2,000,000 341,750 43,138 1,438,104 324,621 45,295 1,795,628 339,332 2,157 (204,372) (2,418) 5.00% -10.22% -0.71% Intergovernmental revenues State Income Tax Sharing State Shared Sales Tax County Vehicle License Tax Federal Grants State Grants Local Intergovernmental Agreements 6,946,680 5,815,474 2,792,404 1,483,103 366,233 721,797 8,616,976 6,314,381 2,653,020 1,924,105 310,868 750,000 8,616,976 6,314,381 2,653,020 2,136,693 297,298 680,958 9,014,800 5,534,381 2,706,080 1,065,901 270,361 1,012,160 397,824 (780,000) 53,060 (858,204) (40,507) 262,160 4.62% -12.35% 2.00% -44.60% -13.03% 34.95% Charges for services General Government Parks & Recreation Public Safety Cemetery 622,082 620,173 852,156 121,915 1,155,874 661,730 796,751 120,868 272,607 614,817 908,935 120,868 936,237 1,239,493 990,939 126,912 (219,637) 577,763 194,188 6,044 -19.00% 87.31% 24.37% 5.00% Fines and forfeits Interest on investments Miscellaneous revenues Total General Fund 1,181,278 1,263,235 855,558 43,895,327 1,045,673 973,750 1,467,981 48,497,468 1,117,737 1,025,000 1,188,275 47,413,796 1,097,379 973,750 1,991,691 50,454,896 51,706 523,710 1,957,428 4.94% 0.00% 35.68% 4.04% 134,349 2,502,814 67,607 269,731 2,974,501 3,294,271 50,000 29,000 3,373,271 169,526 3,848,555 50,000 29,000 4,097,081 25,000 4,053,121 50,000 29,000 4,157,121 25,000 758,850 783,850 0.00% 23.04% 0.00% 0.00% 23.24% 0.00% 0.00% SPECIAL REVENUE FUNDS LIBRARY FUND Intergovernmental revenues State Grants County Aid Interest on investments Miscellaneous revenues Total Library Fund HIGHWAY USER REVENUE FUND Intergovernmental revenues Federal Grants Highway User Tax Local Transportation Assistance Funds Interest on investments Miscellaneous revenues Private Contributions Total Highway User Revenue Fund 18,421 7,855,427 8,083,215 7,809,870 180,000 8,083,215 180,000 - 293,502 352,712 334,621 8,854,683 300,246 316,000 8,699,461 300,246 184,374 1,488,413 9,782,903 300,246 95,000 4,792,636 13,451,097 (221,000) 4,792,636 (41,000) 0.00% -69.94% 0.00% 0.00% -0.47% TRANSPORTATION FUND Transportation Tax Interest on Investments Miscellaneous revenues Total Transportation Fund 9,345,864 316,110 87,851 9,749,825 10,088,031 175,000 5,000,000 15,263,031 10,022,211 296,810 1,524 10,320,545 13,295,320 162,000 5,000,000 18,457,320 3,207,289 (13,000) 3,194,289 31.79% -7.43% 0.00% 20.93% Annual Financial Plan 57 City of Flagstaff Schedule 3: Revenues Other Than Property Taxes ACTUAL REVENUES 2006-2007 SOURCE OF REVENUES BEAUTIFICATION FUND Intergovernmental revenues State Grants BBB Tax Interest on investments Total Beautification Fund ECONOMIC DEVELOPMENT FUND BBB Tax Interest on investments Total Economic Development Fund TOURISM FUND Intergovernmental revenues State Grants BBB Tax Retail Sales Interest on investments Miscellaneous revenues Total Tourism Fund ARTS AND SCIENCE FUND BBB Tax Interest on investments Total Arts and Science Fund RECREATION-BBB FUND Intergovernmental revenues State Grants BBB Tax Interest on investments Miscellaneous revenues Total Recreation-BBB Fund REAL ESTATE PROCEED FUND Real Estate Revenues Interest on investments 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 METRO PLANNING ORGANIZATION FUND Intergovernmental revenues Federal Grants Miscellaneous revenues Total Metro Planning Organization Fund TOTAL SPECIAL REVENUE FUNDS Annual Financial Plan $ BUDGETED REVENUES 2007-2008 ESTIMATED ACTUAL REVENUES 2007-2008 BUDGETED REVENUES 2008-2009 CHANGE (BDGT-BDGT) 143,292 992,024 118,428 1,253,744 1,176,377 1,090,073 50,546 2,316,996 419,497 1,090,073 83,361 1,592,931 1,555,880 1,102,966 83,361 2,742,207 471,211 15,765 486,976 517,785 8,000 525,785 517,785 12,000 529,785 523,909 7,000 530,909 6,124 (1,000) 5,124 1.18% -12.50% 0.97% 1,488,033 57,664 25,154 38,950 1,609,801 50,000 1,635,110 70,000 23,500 17,030 1,795,640 1,635,110 70,000 20,000 27,856 1,752,966 1,654,449 75,000 20,500 127,856 1,877,805 (50,000) 19,339 5,000 (3,000) 110,826 82,165 -100.00% 1.18% 7.14% -12.77% 650.77% 4.58% 372,009 10,886 382,895 408,777 8,382 417,159 408,777 11,000 419,777 413,612 3,388 417,000 4,835 (4,994) (159) 1.18% -59.58% -0.04% 524,868 1,647,518 12,198 13,345 2,197,929 1,798,621 1,798,621 1,712,398 1,712,398 1,819,894 1,819,894 19,350 19,350 1,000,000 46,772 1,046,772 17,350 17,350 (2,000) (2,000) 0.00% -10.34% -10.34% 763,579 90,882 411,591 1,266,052 1,295,066 666,000 1,961,066 712,796 400,000 70,000 207,737 1,390,533 1,244,316 600,000 1,844,316 (50,750) (66,000) (116,750) -3.92% -9.91% 0.00% 0.00% -5.95% 364,424 364,424 740,659 155,000 895,659 541,538 5,000 546,538 317,404 225,000 542,404 (423,255) 70,000 (353,255) -57.15% 45.16% -39.44% 29,140,830 37,066,039 33,192,229 45,857,423 - 58 379,503 12,893 32,815 425,211 % CHANGE 21,273 21,273 3,998,748 32.26% 1.18% 64.92% 18.35% 0.00% 1.18% 0.00% 0.00% 1.18% 10.79% City of Flagstaff Schedule 3: Revenues Other Than Property Taxes ACTUAL REVENUES 2006-2007 SOURCE OF REVENUES BUDGETED REVENUES 2007-2008 ESTIMATED ACTUAL REVENUES 2007-2008 BUDGETED REVENUES 2008-2009 CHANGE (BDGT-BDGT) % CHANGE DEBT SERVICE FUNDS SECONDARY PROPERTY TAX FUND Interest on investments Total Secondary Property Tax Fund $ 76,972 76,972 49,700 49,700 74,400 74,400 77,000 77,000 27,300 27,300 54.93% 54.93% SPECIAL ASSESSMENT BONDS Interest on investments Miscellaneous revenues Total Special Assessment Bonds 16,670 2,946 19,616 11,608 16,000 27,608 12,944 2,335 15,279 7,502 2,022 9,524 (4,106) (13,978) (18,084) -35.37% -87.36% -65.50% TOTAL DEBT SERVICE FUNDS 96,588 77,308 89,679 86,524 9,216 11.92% 1,428,803 - 692,000 - 700,000 865,000 523,000 - 1,428,803 692,000 1,565,000 170,000 693,000 2,576,384 2,407,384 0.00% 347.89% - 86,000 86,000 0.00% - 86,000 2,576,384 2,662,384 100.00% CAPITAL PROJECTS FUNDS G.O. BONDS PROJECTS Interest on investments Miscellaneous Revenue Intergovernmental revenues Federal Grants Total G.O. Bonds Projects MUNICIPAL FACILITIES CORP Interest on investments Intergovernmental revenues Grant Revenues Total Municipal Facilities Corp - - (169,000) - -24.42% 232,524 232,524 2,576,384 2,576,384 32,709 32,709 11,000,000 11,000,000 600,000 600,000 1,000 3,000,000 3,001,000 1,000 (8,000,000) (7,999,000) 0.00% -72.73% -72.72% 1,694,036 14,268,384 2,165,000 3,780,000 (2,929,232) -20.53% PERPETUAL CARE FUND Contributions Interest on investments Total Perpetual Care Fund 19,460 3,296 22,756 29,131 3,849 32,980 19,000 3,360 22,360 19,380 3,528 22,908 (9,751) (321) (10,072) -33.47% -8.34% -30.54% TOTAL PERMANENT FUNDS 22,756 32,980 22,360 22,908 (10,072) -30.54% 59,123 11,213,226 7,948,279 897,255 38,232 20,156,115 305,960 5,139 12,880,882 8,612,684 424,000 22,228,665 30,000 5,139 13,032,950 8,051,881 550,000 8,500 21,678,470 194,000 655,503 13,714,953 8,500,479 356,000 23,420,935 (111,960) 650,364 834,071 (112,205) (68,000) 1,192,270 -36.59% SPECIAL IMPROVEMENT DISTRICT Interest on investments Miscellaneous Revenue Total Capital Projects Bond Funds TOTAL CAPITAL PROJECTS FUNDS 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 59 6.48% -1.30% -16.04% 0.00% 5.36% City of Flagstaff Schedule 3: Revenues Other Than Property Taxes ACTUAL REVENUES 2006-2007 SOURCE OF REVENUES AIRPORT FUND OPERATING FUND Intergovernmental revenues Federal Grants State Grants Airport Revenues Interest on investments Miscellaneous revenues ESTIMATED ACTUAL REVENUES 2007-2008 BUDGETED REVENUES 2008-2009 CHANGE (BDGT-BDGT) % CHANGE 8,632,269 1,202,763 3,097 343,380 6,594,207 3,080,407 1,267,164 326,854 6,371,529 3,079,650 1,279,644 315,329 6,681,215 2,194,917 1,319,326 350,154 87,008 (885,490) 52,162 23,300 1.32% -28.75% 4.12% 0.00% 7.13% AIRPARK FUND Interest on investments Total Airport Fund 32,929 10,214,438 1,400 11,270,032 20,000 11,066,152 10,545,612 (1,400) (724,420) -100.00% -6.43% ENVIRONMENTAL SERVICES FUND Intergovernmental revenues Federal Grants State Grants Environmental Services Revenues Interest on investments Miscellaneous revenues Total Environmental Services Fund 74,153 9,811,052 601,814 32,730 10,519,749 90,400 10,061,827 222,005 10,374,232 90,400 10,921,128 194,744 11,206,272 146,600 13,386,951 199,613 13,733,164 146,600 (90,400) 3,325,124 (22,392) 3,358,932 0.00% -100.00% 33.05% -10.09% 0.00% 32.38% 910,976 107,858 11,798 30 1,030,662 1,056,491 89,757 12,746 1,158,994 1,076,006 59,850 9,723 1,145,579 1,199,224 61,346 11,850 1,272,420 142,733 (28,411) (896) 113,426 13.51% -31.65% -7.03% 0.00% 9.79% 41,920,964 45,031,923 45,096,473 48,972,131 STORMWATER UTILITY Stormwater Utility Revenues Charges for Services Interest on investments Miscellaneous revenues Total Stormwater Utility Fund TOTAL ENTERPRISE FUNDS $ BUDGETED REVENUES 2007-2008 3,940,208 8.75% FIDUCIARY FUNDS VOLUNTEER FIREMEN'S PENSION FUND Interest on investments Total Volunteer Firemen's Pension Fund - 6,163 6,163 - - (6,163) (6,163) -100.00% -100.00% TOTAL FIDUCIARY FUNDS - 6,163 - - (6,163) -100.00% TOTAL REVENUES Annual Financial Plan $ 116,770,501 144,980,265 60 127,979,537 149,173,882 6,960,133 4.80% 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 2008 - 2009 FUND GENERAL FUND PROCEEDS FROM OTHER FINANCING SOURCES $ INTERFUND TRANSFERS IN OUT - 4,004,311 12,682,979 SPECIAL REVENUE FUNDS Library Fund Highway User Revenue Fund Transportation Fund Beautification Fund Economic Development Tourism Fund Arts and Science Fund Recreation-BBB Fund Real Estate Proceeds Fund Housing & Community Services MPO Total Special Revenue Funds - 1,758,653 12,519,670 987,702 322,000 75,000 20,000 25,000 375,400 30,000 16,113,425 328,391 377,103 10,566,272 433,948 9,437 36,000 1,238,807 12,989,958 DEBT SERVICE FUNDS Secondary Property Tax Fund G.O. Bond Fund Total Debt Service Funds - 3,320,142 3,320,142 6,464,627 6,464,627 CAPITAL PROJECTS FUNDS G.O. Bond Funded Projects Municipal Facilities Corporation Total Capital Projects Funds 6,600,000 10,600,000 17,200,000 700,000 700,000 370,650 370,650 ENTERPRISE FUNDS Water and Wastewater Fund Stormwater Utility Airport Fund Environmental Services Fund Total Enterprise Funds 11,300,000 2,000,000 13,300,000 2,807,478 6,787,228 1,027,007 91,950 10,713,663 1,965,272 325,000 33,567 19,488 2,343,327 30,500,000 34,851,541 34,851,541 TOTAL ALL FUNDS Annual Financial Plan $ 61 City of Flagstaff SCHEDULE OF TRANSFERS FISCAL YEAR 2008-2009 Economic Development - $322,000 This represents a transfer to assist in the expenditures related to the Incubator. General Fund Transfers In: Tourism - $75,000 This transfer is to fund advertising for the new airline service, Horizon Air, at the Pulliam Airport. 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 - $20,000 This transfer is for $10,000 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. Real Estate Proceeds Fund - $25,000 This is for the acquisition of open space. Beautification Fund - $433,948 This represents $428,747 for streetscape maintenance on projects previously constructed by BBB funds that are now maintained by the Parks division and $5,201 for the citywide publication. Housing and Community Services Fund - $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. 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 - $1,128,807 This transfer is a contribution to the maintenance of FUTS which is a Parks responsibility for $237,903 with $890,904 for increased maintenance in the Parks budget related to additional field maintenance associated with Recreation Bond projects. Stormwater Fund - $6,787,228 Transfer funds for Rio de Flag project. Airport Fund - $690,000 This transfer is for the general operations in the amount of $292,000 and $398,000 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 - $1,965,272 This is a transfer of $1,807,478 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 - $91,950 This transfer represents $66,950 to support the Sustainability position and $25,000 to support the KYOTO Protocol Program. 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. Capital Project Funds - $700,000 This transfer is to assist with the Fire Administration stations. Transfers Out: Library Fund Library Fund - $1,758,653 This is the operating transfer from the General Fund to the Library for general services. Transfers In: General Fund - $1,758,653 This is the operating transfer from the General Fund to the Library for general services. Highway User Revenue Fund - $1,807,478 This is $1,804,723 for debt service. Annual Financial Plan 62 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 Transfers In: Transportation Tax - $550,000 This transfer funds various FUTS and Streetscape projects within the multi-modal transportation projects. General Fund - $1,807,478 This is $1,807,478 from the General Fund to Highway User Revenue Fund for payment of debt. Arts & Science - $36,000 This transfer is to support the Beaver/San Francisco Southside Project located Streetscape program. Transportation Fund - $10,016,272 This is a transfer of the transportation tax to fund various transportation projects. Safety funding is $1,634,774 for miscellaneous projects. $8,381,498 is from Street Improvement for Transportation funded projects. Recreation-BBB Fund - $110,000 This transfer is for new FUTS construction -$110,000. Highway User Revenue Fund - $291,702 This transfer is to support the Beaver/San Francisco Southside Project located Streetscape program. Transfers Out: General Fund - $433,948 This represents $428,747 for streetscape maintenance on projects previously constructed by BBB funds that are now maintained by the Parks division and $5,201 in support of the citywide publication. Stormwater Fund - $325,000 This transfer is for drainage maintenance. Capital Projects Fund - $370,650 This transfer is for reimbursement of Fire Station #2 land. Economic Development Fund Transfers Out: Transfers In: General Fund - $85,401 This transfer is $70,000 for right-of-way maintenance completed by Parks staff and $15,401 for APSES repayment. General Fund - $322,000 This represents a transfer to assist with the expenditures related to the Incubator plan. Beautification Fund - $291,702 This transfer is to support the Beaver/San Francisco Southside Project located Streetscape program. Tourism Fund Transfers In: Transportation Fund Tourism - $75,000 This transfer is to fund advertising for the new airline service, Horizon Air, at the Pulliam Airport. Transfers Out: HURF - $10,016,272 This is a transfer of the transportation tax to fund various transportation projects. Safety funding is $1,634,774 for miscellaneous projects. $8,381,498 is from Street Improvement for Transportation funded projects. Transfers Out: General Fund - $9,437 This transfer includes $6,238 as a contribution towards the citywide publication and $3,199 for the APSES lease payment. Beautification Fund - $550,000 This transfer funds various FUTS and Streetscape projects within the multi-modal transportation projects. Annual Financial Plan 63 City of Flagstaff Arts & Science Fund G.O. Bond Fund Transfers In: Transfers In: General Fund - $20,000 This transfer is for $10,000 to support Contributions to Agencies, and $10,000 represents a contribution for Art in Public Places. Secondary Property Tax Fund - $3,470,142 A transfer of Secondary Property Taxes collected for repayment of general obligation bonds for Projects and BBB Recreation. Transfers Out: Secondary Property Tax Fund Beautification Fund - $36,000 This transfer is to support the Beaver/San Francisco Southside Project located Streetscape program. Transfers Out: G.O. Bond Fund - $3,470,142 A transfer of Secondary Property Taxes collected for repayment of general obligation bonds for Projects and BBB Recreation. Recreation-BBB Fund Transfers Out: Water and Wastewater Fund - $2,807,478 A transfer to Utilities for Secondary Property Taxes collected to support General Obligation Debt. General Fund - $1,128,807 This transfer is a contribution to the maintenance of FUTS which is a Parks responsibility $237,903. $890,904 for increased maintenance in the Parks budget related to additional field maintenance associated with Recreation Bond projects. Airport Fund - $337,007 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. Beautification Fund - $110,000 This transfer is for a new FUTS construction - $110,000. Water and Wastewater Fund Real Estate Proceeds Transfers In: Transfers In: Secondary Property Tax Fund - $2,807,478 A transfer to Utilities for Secondary Property Taxes collected to support the General Obligation Debt. Real Estate Proceeds - $25,000 This transfer is for acquisition of open space. Transfers Out: Housing and Community Services Fund General Fund - $1,965,272 This is a transfer of $1,807,478 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. Transfers In: 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. Stormwater Fund Transfers In: Metro Planning Organization Fund General Fund - $6,787,228 This transfer is for the Rio de Flag Project. Transfers In: Transfers Out: 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. Annual Financial Plan HURF - $325,000 This transfer is for drainage maintenance. 64 City of Flagstaff Airport Fund Transfers Out: Transfers In: 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. General Fund - $690,000 This transfer is for the general operations in the amount of $292,000 and $398,000 for capital at the Airport. The Airport is an enterprise fund whose goal is to eventually eliminate any requirement for general fund transfers. Capital Projects Fund Secondary Property Tax Fund - $337,007 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. General Fund - $700,000 This transfer is to assist with the Fire Administration station. Transfers Out: Transfers Out: General Fund - $33,567 This is a transfer for the APSES lease payment. Highway User Revenue Fund - $370,650 This transfer is for reimbursement of Fire Station #2 land. Transfers In: Environmental Services Fund Transfers In: General Fund - $91,950 This transfer represents $66,950 to support the Sustainability position, $25,000 to support the KYOTO Protocal Program. Annual Financial Plan 65 City of Flagstaff Schedule 5: Grant Revenues CITY OF FLAGSTAFF SCHEDULE OF GRANT REVENUES FISCAL YEAR 2008-2009 PROJECT NAME GENERAL FUND POLICE METRO (NORTHERN AZ STREET CRIMES TASK FORCE) $ POLICE FY 08 HOMELAND SECURITY POLICE INTERNET CRIMES AGAINST CHILDREN POLICE BULLET PROOF VEST PROGRAM POLICE STATEWIDE GANG TASK 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 ED BRYNE MEMORIAL JAG POLICE ACJC DUI ABATEMENT POLICE TSA - LAW ENFORCEMENT OFFICER FIRE FIRE VARIOUS GRANTS FIRE HAZARD FUEL REDUCTION FY04 FIRE FIRE - HEAVY RESCUE UNIT FIRE GOHS RESCUE EQUIPMENT FIRE SFA 06/07 REDUCE HAZ FIRE FIRE SFA 06/07 RESTORING FIRE FIRE 08 HOMELAND SECURITY EQUIPMENT FIRE FY 05 ASSISTANCE TO FIREFIGHTERS EXHAUST SYSTEM FIRE GOHS EXTRACTION EQUIPMENT FIRE FY 05 ASSISTANCE TO FIREFIGHTERS EXERCISE EQUIPMENT FIRE FY 07 HOMELAND SECURITY GRANT FIRE FY 08 HOMELAND SECURITY FIRE FY 07 ASSISTANCE TO FIREFIGHTERS FIRE FY 07 SAFER GRANT COURT COURT WARRANT FEES COURT COURT INTERPRETER COURT TCPF/STATE JCEF FY 01/02 - COURT TRAINING OFFICER COURT TCPF/LOCAL JCEF FY 01/02 - COURT TRAINING OFFICER 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 LIBRARY LIBRARY VARIOUS GRANTS SUBTOTAL CAPITAL CAPITAL EDA-BUSINESS INCUBATOR FIRE STATIONS SUBTOTAL HURF FHWA-WB STEVES SUBTOTAL Annual Financial Plan BUDGETED REVENUES 2007-2008 ESTIMATED REVENUES 2007-2008 484,486 5,000 7,219 25,000 25,000 5,000 177,200 50,000 50,000 20,000 20,000 37,200 77,750 300,000 120,000 2,500 120,000 484,486 5,000 7,219 25,000 25,000 5,000 177,200 50,000 50,000 20,000 20,000 37,200 212,588 77,750 300,000 120,000 2,500 120,000 220,000 5,500 220,000 5,500 200,000 50,448 27,580 200,000 50,448 27,580 25,000 BUDGETED REVENUES 2008-2009 BUDGETED GRANT REIMB % FUNDING 17,096 29,614 - 100% 100% 100% 50% 85% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 60% 50% 100% 100% 50% 50% 100% F/S F S F S S S S F/S F F/S S F/S F/NP F F/S F S F S S S F/S - 50% 100% F F/S 40,000 120,000 160,000 113,850 36,724 28,410 12,650 - 100% 100% 100% 100% 90% 100% 100% F F F F F L L 25,000 25,000 - 100% S 9,850 23,560 9,850 23,560 10,100 24,150 - 100% 100% L L 23,340 33,110 34,100 - 100% L 23,340 100,000 2,234,973 100,000 2,433,991 1,336,262 59,360 100% 100% L F/S 169,526 169,526 25,000 25,000 - 100% S - 170,000 170,000 - 70% 100% F F - 180,000 180,000 - 100% F/S 2,576,384 2,576,384 - 66 297,822 50,000 19,415 96,877 5,000 48,049 20,055 20,055 37,302 50,137 32,408 56,808 10,000 - CITY MATCH 2008-2009 - City of Flagstaff Schedule 5: Grant Revenues BUDGETED REVENUES 2007-2008 PROJECT NAME BEAUT BEAUT BEAUT BEAUT BEAUT BEAUT BEAUT BEAUT HSG HSG HSG HSG HSG HSG HSG MPO FUTS SIGNAGE FUTS/RIO NORTH-CRESCENT TO OBSR MESA TEA - 21 - US 89-RAILHEAD TO SNOWFLAKE TEA 21 - SANTA FE WEST-WALNUT TO RIO N. ADOT (ROUND 11) AZ STATE PARKS-CERTIFIED LOCAL GOVERNMENT HERITAGE GRANT - NEON CORRIDOR TEA 21 - RT 66 EAST - CC TO MALL TRAIL (ROUND 14) TEA 21 - BEAVER/SF SOUTHSIDE PLAN IMPLEMENTATION (ROUND 15) SUBTOTAL 03/04 CDBG ENTITLEMENT 04/05 CDBG ENTITLEMENT 05/06 CDBG ENTITLEMENT 06/07 CDBG ENTITLEMENT 07/08 CDBG ENTITLEMENT 08/09 CDBG ENTITLEMENT STATE GRANTS-HOUS REHAB & EMERGENCY REPAIR SUBTOTAL $ ESTIMATED REVENUES 2007-2008 BUDGETED REVENUES 2008-2009 CITY MATCH 2008-2009 BUDGETED GRANT REIMB % FUNDING 331,377 331,377 - - 50% S 35,000 35,000 - - 50% S 500,000 - - 94% F/S 300,000 - - 94% F/S 10,000 - 10,000 - 100,000 6,382 100% 94% S S - 43,120 455,880 28,202 94% S 1,176,377 419,497 500,000 1,555,880 703,000 737,584 41% S 6,627 43,373 122,850 290,684 831,532 - 5,372 112,850 285,542 309,032 - 7,000 86,000 341,000 810,316 - 100% 100% 100% 100% 100% 100% F F F F F F 666,000 1,961,066 400,000 1,112,796 600,000 1,844,316 - 100% S 70,000 69,470 42,092 - 93% F/S 25,803 25,803 - - 93% F/S 66,856 64,136 21,268 - 93% F/S - - 93% F/S 500,000 - 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 SUBTOTAL 341,000 216,987 237,000 740,659 165,142 541,538 254,044 317,404 - 93% F/S UTIL UTIL UTIL UTIL UTIL UTIL XERISCAPE DEMONSTRATION GARDEN FRANCIS SHORT POND PH. III AWPF-PICTURE CANYON RED GAP CITY HALL XERISCAPE INNER BASIN SOLAR RESTROOM SUBTOTAL 5,139 30,000 275,960 311,099 5,139 30,000 35,139 29,543 275,960 194,000 300,000 50,000 849,503 - 50% 100% 100% 100% 100% 100% F S S F/S S S AIRPT AIRPT AIRPT CONSTRUCT ARFF BLDG - FAA CONSTRUCT ARFF BLDG - ADOT DESIGN/CONSTR RUNWAY EXT., SAFETY AREA RW21 - FAA 15,422 757 - - - 95.00% 2.50% F S - - 95.00% F AIRPT DESIGN/CONSTR RUNWAY EXT., SAFETY AREA RW21 - ADOT AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT LAND ACQUISITION (ADOT E6S44) LAND ACQUISITION (ADOT E1107) TERMINAL SECURITY - FAA TERMINAL SECURITY - ADOT BAG CLAIM EQUIPMENT - FAA NON REV. PARKING CONCEPT - FAA REHAB TAXIWAY WESTPLEX - FAA REHAB TAXIWAY WESTPLEX - ADOT TSA - LAW ENFORCEMENT OFFICER SNOW REMOVAL AND SWEEPER EQUIPMENT - FAA SNOW REMOVAL AND SWEEPER EQUIPMENT - ADOT SUBTOTAL MPO MPO MPO MPO AIRPT Annual Financial Plan 6,578,785 6,244,704 3,079,650 - 3,079,650 74,560 11,570 40,695 - - 9,674,614 9,451,179 67 1,012,500 1,012,500 1,118,625 28,218 174,082 3,935 4,884,573 128,541 - 112,500 112,500 28,218 9,162 4,909 128,542 - 2.50% 90% 90% 95.00% 2.50% 90% 90% 95% 2.50% 60.00% S S S F S F F F S F 500,000 13,158 95.00% F 13,158 8,876,132 408,989 2.50% S City of Flagstaff Schedule 5: Grant Revenues BUDGETED REVENUES 2007-2008 PROJECT NAME ENV TOUR BROWNFIELD PETROLEUM ASSESSMENT (EPA) SUBTOTAL TRAIN STATION RESTORATION SUBTOTAL $ TOTAL Funding: $ ESTIMATED REVENUES 2007-2008 90,400 90,400 90,400 90,400 50,000 50,000 - 18,815,572 14,254,066 BUDGETED REVENUES 2008-2009 146,600 146,600 15,301,097 CITY MATCH 2008-2009 BUDGETED GRANT REIMB % FUNDING 48,866 48,866 75% F/S - 100% S 1,254,799 L=Local, N/P=Non-Profit, S=State, F=Federal, F/S=Federal thru State, F&S=Federal and State Annual Financial Plan 68 City of Flagstaff Schedule 6: Appropriations by Fund CITY OF FLAGSTAFF SUMMARY BY DEPARTMENT OF EXPENDITURES/EXPENSES WITHIN EACH FUND COMPARISON OF FISCAL YEAR 2008 AND 2009 (WITH ACTUAL FOR FISCAL YEAR 2007) 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 2007-2008 2007-2008 2008-2009 2006-2007 $ CHANGE (BDGT-BDGT) % CHANGE 5,446,166 5,080,378 3,739,717 9,217,704 14,913,159 7,015,684 14,932 (473,332) 67,370 45,021,778 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 6,107,552 5,102,679 4,389,208 10,684,777 15,999,315 8,561,702 21,441 (194,534) 50,672,140 6,869,877 6,021,399 4,609,985 11,030,114 17,934,449 11,182,579 26,125 4,574,709 600,000 62,849,237 429,888 737,577 48,110 (106,138) 1,333,135 1,681,019 4,684 (606,855) 100,000 3,621,420 6.7% 14.0% 1.1% (1.0%) 8.0% 17.7% 21.8% (11.7%) 20.0% 6.1% 113,206 50,242 3,927,482 80,077 1,195 83,696 4,255,898 120,593 47,691 4,617,335 120,378 3,746 85,791 100,000 5,095,534 120,593 47,691 4,053,649 120,378 3,746 85,791 4,431,848 132,253 27,708 6,741,890 93,327 1,002 110,184 100,000 7,206,364 11,660 (19,983) 2,124,555 (27,051) (2,744) 24,393 2,110,830 9.7% (41.9%) 46.0% (22.5%) (73.3%) 28.4% 41.4% 230,386 884,940 205,898 14,699,314 3,503 250,476 16,274,517 238,262 934,490 259,130 29,276,306 3,620 270,626 100,000 31,082,434 238,262 934,490 259,130 18,002,851 3,620 270,626 19,708,979 193,821 791,706 187,242 24,642,182 1,723 260,572 100,000 26,177,246 (44,441) (142,784) (71,888) (4,634,124) (1,897) (10,054) (4,905,188) (18.7%) (15.3%) (27.7%) (15.8%) (52.4%) (3.7%) (15.8%) 4,357,069 2,528,331 6,885,400 2,381,358 3,641,410 6,022,768 2,081,706 3,441,410 5,523,116 2,076,108 3,721,110 5,797,218 (305,250) 79,700 (225,550) (12.8%) 2.2% 1,491,119 1,491,119 6,430,718 10,000 6,440,718 1,135,207 1,135,207 7,567,548 10,000 7,577,548 1,136,830 1,136,830 17.7% 17.7% 546,156 546,156 682,035 25,000 707,035 507,261 507,261 1,109,386 25,000 1,134,386 427,351 427,351 62.7% 60.4% 1,563,392 1,563,392 1,960,076 50,000 2,010,076 1,929,196 1,929,196 2,021,685 100,000 2,121,685 61,609 50,000 111,609 3.1% 100.0% 5.6% 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 69 City of Flagstaff Schedule 6: Appropriations by Fund FUND/DEPARTMENT ADOPTED ESTIMATED PROPOSED ACTUAL BUDGETED ACTUAL BUDGETED EXPENDITURES/ EXPENDITURE/ EXPENDITURES/ EXPENDITURE/ EXPENSES EXPENSE EXPENSES EXPENSE 2007-2008 2007-2008 2008-2009 2006-2007 ARTS AND SCIENCE FUND General Administration Reserve/Contingency $ RECREATION-BBB FUND Public Works REAL ESTATE PROCEEDS FUND Non-departmental 331,197 331,197 678,680 10,000 688,680 4,410,614 - 420,673 420,673 2,236 734,852 10,000 744,852 - 3,367 150,000 179,200 500,000 1,372,783 48,481 1,421,264 4,536,468 39,500 4,575,968 2,059,316 49,000 2,108,316 367,301 34,003 401,304 744,052 44,067 150,000 938,119 37,584,228 GENERAL OBLIGATION BONDS FUND Non-departmental SPECIAL ASSESSMENT BONDS FUND Non-departmental Total Debt Service Funds HOUSING AND COMMUNITY SERVICES FUND Community Development Non-departmental METRO PLANNING ORG FUND Community Development Non-departmental Contingency Total Special Revenue Funds CHANGE (BDGT-BDGT) 56,172 56,172 - % CHANGE 8.3% 8.2% - 350,000 233.3% 3,976,771 75,000 4,051,771 (559,697) 35,500 (524,197) (12.3%) 89.9% (11.5%) 527,118 50,000 577,118 449,782 22,622 100,000 572,404 (294,270) (21,445) (50,000) (365,715) (39.5%) (48.7%) (39.0%) 57,711,332 36,523,150 55,883,474 (1,827,858) (3.2%) 3,113,275 3,274,072 3,274,072 3,320,142 46,070 1.4% 91,446 3,204,721 93,525 3,367,597 95,525 3,369,597 96,712 3,416,854 3,187 49,257 3.4% 1.5% 6,152,426 21,026,383 17,180,101 14,073,400 (6,952,983) (33.1%) 333,477 4,382,887 4,237,686 2,394,700 (1,988,187) (45.4%) 1,268,521 7,754,424 30,111,279 55,520,549 10,972,005 32,389,792 11,157,312 27,625,412 (18,953,967) (27,895,137) (62.9%) (50.2%) 286,665 705,952 631,466 47,411 25,952,865 387,120 31,105 28,042,584 307,386 676,081 502,681 59,148 57,780,288 425,357 1,400,000 61,150,941 307,386 676,081 502,681 59,148 46,579,002 425,357 48,549,655 357,908 101,872 713,770 80,233 41,367,061 519,805 1,400,000 44,540,649 50,522 (574,209) 211,089 21,085 (16,413,227) 94,448 (16,610,292) 16.4% (84.9%) 42.0% 35.6% (28.4%) 22.2% (27.2%) DEBT SERVICE FUNDS CAPITAL PROJECT FUNDS G.O. BONDS FUNDED PROJECTS FUND Non-departmental MUNICIPAL FACILITIES CORP FUND Non-departmental SPECIAL IMPROVEMENT DISTRICT 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 70 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 2007-2008 2007-2008 2008-2009 2006-2007 $ 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 (BDGT-BDGT) % CHANGE 47,792 30,046 91,181 11,732,976 725 96,716 (180) 11,999,256 41,380 20,586 110,960 13,220,324 642 79,327 13,473,219 41,380 20,586 110,960 12,600,421 642 79,327 12,853,316 39,188 9,923 85,308 11,316,310 373 88,839 11,539,941 (2,192) (10,663) (25,652) (1,904,014) (269) 9,512 (1,933,278) (5.3%) (51.8%) (23.1%) (14.4%) (41.9%) 12.0% (14.3%) 168,627 120,107 217,261 9,409,850 150,338 217,854 13,418 10,297,455 186,315 118,426 264,823 13,497,223 182,200 301,520 500,000 15,050,507 186,315 118,426 264,823 13,164,914 182,200 301,520 175,400 14,393,598 204,079 54,687 286,160 14,556,997 175,853 303,680 500,000 16,081,456 17,764 (63,739) 21,337 1,059,774 (6,347) 2,160 1,030,949 9.5% (53.8%) 8.1% 7.9% (3.5%) 0.7% 6.8% 18,381 2,829,748 49,373 8,273 9,812 28,034 662 2,944,283 21,442 8,140,621 43,055 8,824 10,200 21,643 10,000 8,255,785 21,442 2,304,422 43,055 8,824 10,200 21,643 2,409,586 26,959 8,118,877 11,571 15,181 18,072 21,299 10,000 8,221,959 5,517 (21,744) (31,484) 6,357 7,872 (344) (33,826) 25.7% (0.3%) (73.1%) 72.0% 77.2% (1.6%) (0.4%) 53,283,578 97,930,452 78,206,155 80,384,005 (17,546,447) (17.9%) 7,200 7,200 214,400 214,400 214,400 214,400 (214,400) (214,400) (100.0%) (100.0%) 146,855,929 273,972,147 201,375,234 FIDUCIARY FUNDS VOLUNTEER FIREMEN'S PENSION Non-departmental Total Fiduciary Funds TOTAL ALL FUNDS Annual Financial Plan $ 71 - 230,158,982 - 43,813,165 (16.0%) City of Flagstaff Schedule 7: Appropriations by Department CITY OF FLAGSTAFF BUDGET BY DEPARTMENT AND DIVISIONS COMPARISON OF FISCAL YEAR 2008 AND 2009 (WITH ACTUAL FOR FISCAL YEAR 2007) ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2007-2008 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2007-2008 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2008-2009 1,081,490 256,956 2,151,035 1,263,131 512,657 180,897 1,178,146 385,246 7,009,558 990,639 492,858 2,551,077 1,595,684 562,049 247,682 1,421,158 538,918 8,400,065 973,081 473,062 2,503,736 1,541,844 375,055 240,774 1,437,341 491,855 8,036,748 1,070,403 324,531 2,910,942 1,721,028 581,885 261,088 1,597,580 424,105 8,891,562 79,764 (168,327) 359,865 125,344 19,836 13,406 176,422 (114,813) 491,497 8.1% (34.2%) 14.1% 7.9% 3.5% 5.4% 12.4% (21.3%) 5.9% 261,590 3,383,884 (258,798) 489,714 1,372,783 1,203,988 594,856 2,189,091 4,915,253 1,970,147 128,361 163,558 1,199,200 331,197 367,301 18,312,125 266,262 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 31,763,284 260,901 3,399,255 (227,231) 563,089 2,059,316 1,106,665 660,949 255,814 1,313,814 3,571,758 1,951,358 208,663 322,576 603,968 420,673 527,118 16,998,686 282,136 2,809,431 (173,823) 2,228,130 3,976,771 875,525 947,971 306,760 6,787,228 3,846,110 1,951,108 175,077 4,267,982 3,124,489 734,852 449,782 32,589,529 15,874 (640,440) 72,677 1,666,031 (559,697) (376,565) (53,737) (33,240) 62,160 (225,300) (250) 69,177 1,615,531 (547,878) 56,172 (294,270) 826,245 6.0% (18.6%) (29.5%) 296.4% (12.3%) (30.1%) (5.4%) (9.8%) 0.9% (5.5%) (0.0%) 65.3% 60.9% (14.9%) 8.3% (39.5%) 2.6% MANAGEMENT SERVICES Information Systems Management Services Admin. Finance/Budget Sales Tax & Licensing Library Library Grants TOTAL 1,236,764 956,866 945,522 600,565 3,143,987 678,635 7,562,339 1,731,822 1,143,104 1,043,977 642,972 3,554,074 970,458 9,086,407 1,639,947 1,106,056 1,015,542 627,663 3,334,096 626,750 8,350,054 1,792,326 1,017,666 1,111,188 688,805 3,883,584 2,707,796 11,201,365 60,504 (125,438) 67,211 45,833 329,510 1,737,338 2,114,958 3.5% (11.0%) 6.4% 7.1% 9.3% 179.0% 23.3% FIRE DEPARTMENT 9,217,704 11,136,252 10,684,777 11,030,114 (106,138) (1.0%) 13,672,833 1,240,326 14,913,159 15,658,768 942,546 16,601,314 15,099,430 899,885 15,999,315 17,139,939 794,510 17,934,449 1,481,171 (148,036) 1,333,135 9.5% (15.7%) 8.0% 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. Planing & Development Services Capital Improvement Engineering 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 2006-2007 $ 72 CHANGE (BDGT-BDGT) % CHANGE City of Flagstaff Schedule 7: Appropriations by Department DEPARTMENT/DIVISION ACTUAL EXPENDITURES/ EXPENSES 2006-2007 ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2007-2008 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2007-2008 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2008-2009 CHANGE (BDGT-BDGT) % CHANGE PUBLIC WORKS Public Works Administration $ USGS Facilities Parks Fleet Services Cemetery Public Facilities Maintenance Recreation Street Maintenance & Repairs Street Const. & Reconstruction Transportation CIP Street & Highway User Rev Bonds Airport Debt Service - Airport Environmental Services Recreation-BBB TOTAL 275,949 894,161 2,377,648 101,511 134,712 1,347,371 1,884,332 3,992,092 1,454,263 6,657,141 2,413,053 11,089,492 578,267 9,181,075 4,410,614 46,791,681 256,625 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 64,948,688 255,411 1,002,197 2,929,580 18,151 361,174 1,540,020 2,455,169 4,733,057 4,346,325 6,943,943 1,814,885 11,822,070 650,112 12,911,069 2,236 51,785,399 260,645 1,484,276 3,327,183 (7,221) 391,141 2,175,706 3,550,849 5,683,183 7,069,965 9,816,272 1,807,478 10,537,371 655,666 14,168,181 60,920,695 4,020 193,496 236,091 (7,221) 16,904 287,930 949,799 537,531 1,237,863 (6,503,370) (6,791) (1,904,602) 5,554 924,803 (4,027,993) 1.6% 15.0% 7.6% 4.5% 15.3% 36.5% 10.4% 21.2% (39.8%) (0.4%) (15.3%) 0.9% 7.0% (6.2%) 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 1,146,623 3,599,162 759,559 1,297,790 91,155 2,857,303 1,246,245 1,533,948 1,342,424 287,011 876,936 4,954,949 1,004,935 3,211,429 1,923,901 26,133,370 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 1,449,944 3,529,605 982,630 1,743,864 95,908 2,072,050 4,284,459 1,754,657 1,022,603 326,435 975,382 22,256,000 1,369,500 3,141,506 1,796,308 46,800,851 1,501,882 4,292,063 995,696 1,721,895 187,090 1,760,866 9,854,291 2,033,081 1,294,220 401,348 1,125,331 7,774,357 2,972,803 3,460,393 2,214,893 41,590,209 87,993 149,215 23,870 (21,970) 91,182 (3,288,540) (3,366,859) 309,183 238,670 66,065 147,793 (11,567,297) 647,948 (49,238) 120,057 (16,411,928) 6.2% 3.6% 2.5% (1.3%) 95.1% (65.1%) (25.5%) 17.9% 22.6% 19.7% 15.1% (59.8%) 27.9% (1.4%) 5.7% (28.3%) NON-DEPARTMENTAL Council & Commissions Contributions to Other Agencies Non-Departmental Real Estate Proceeds Firemen's Pension G.O. Bond - Debt Service SID-Debt G.O. Bond Funded Projects Municipal Facilities Corp Special Improvement District Economic Development Facility Improvement Debt TOTAL 283,080 954,157 3,510,186 3,367 7,200 3,113,275 91,446 6,152,426 333,477 1,268,521 546,156 540,327 16,803,618 307,270 1,033,110 9,291,381 150,000 214,400 3,274,072 93,525 21,026,383 4,382,887 30,111,279 682,035 612,658 71,179,000 291,948 1,033,110 3,946,038 179,200 214,400 3,274,072 95,525 17,180,101 4,237,686 10,972,005 507,261 612,658 42,544,004 400,962 1,115,475 8,348,227 500,000 3,320,142 96,712 14,073,400 2,394,700 11,157,312 1,109,386 529,743 43,046,059 93,692 82,365 (943,154) 350,000 (214,400) 46,070 3,187 (6,952,983) (1,988,187) (18,953,967) 427,351 (82,915) (28,132,941) 30.5% 8.0% (10.2%) 233.3% (100.0%) 1.4% 3.4% (33.1%) (45.4%) (62.9%) 62.7% (13.5%) (39.5%) 112,375 2,855,000 175,400 2,955,000 146,855,929 273,972,147 201,375,234 230,158,982 RESERVES/CONTINGENCIES GRAND TOTAL $ 100,000 (43,813,165) 3.5% (16.0%) 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 73 City of Flagstaff Schedule 8: Operating Capital CITY OF FLAGSTAFF SUMMARY OF OPERATING CAPITAL FISCAL YEAR 2008-2009 DIV # DIVISION CARRYFWD 2007-2008 OPERATING CAPITAL 2 CITY CLERK HEAVY DUTY SHREDDER 17 ENGINEERING 4X4 EXCAB PICKUP 4X4 EXCAB PICKUP 4X4 EXCAB PICKUP CONCRETE BREAKER 21 FIRE RESCUE VEHICLE RESCUE VEHICLE POSSIBLE 2008 GOHS GRANT 08 HOMELAND SECURITY EQUIPMENT GRANT 05 FIREFIGHTERS EXERCISE EQUIPMENT GRANT VIDEO CONFERENCE EQUIPMENT 22 POLICE REPLACEMENT PHOTOCOPIER FOR ADMINISTRATION. 1X 4 EA CRUISERS FLT APP, REPL P2140, 141, 149, 1X 4 EA CRUISERS FLT APP, REPL P2151, 153, 154, 1X - NON FLEET - 4 NEW AIRPORT POLICE - BG 3/31 (5) IN-CAR DIGITAL VIDEO/AUDIO RECORDING SYSTEM 1X HYBRD COMP SUV, FWD, FLT APP-FLT FNDD REPL P 1X 4-DR SEDAN, FLT APP-NOT FLT FUNDED NEW ADDIT 1X 4-DR SEDAN, FLT APP-NOT FLT FUNDED NEW ADDIT LIVE SCAN FINGERPRINT SYSTEM FOR RECORDS SECTIO FORD ESCAPE HYBRID 23 POLICE GRANTS 26 - 9,197 - 22,000 22,000 22,000 19,500 200,000 14,000 200,000 200,000 10,000 120,000 200,000 14,000 26,800 11,000 96,000 96,000 24,000 26,475 27,500 20,000 20,000 13,440 26,800 FY08 AZ HOMELAND SECURITY GRANT FY08 GOHS DIGITAL IN-CAR CAMERA SYSTEMS - 50,000 48,049 PARKS TRACTOR MODEL 4720 FLT APP-FLT FNDD REPL P3TRENCHER VERM RT200 FLT APP-FLT FNDD REPL P3 V-SNOW BLADES FOR PLOW TRUCKS JUMPING JACK TAMPER 3/4 TN C&C 4X4 W/LOW SVC BODY, DSL, REPL P3SOCCER GOAL REPLACEMENT 3/4-TON C&C 4X4 DSL, FLT APP-FLT FND REPL P3 MWII EAST FLAG TI SOFTBALL WOOD FIBER KIWANIS PARK TABLE KINLANI STORAGE PHASE II FLAG MONUMENT REPAIRS THORPE PARK METAL ROOF TENNIS COURT RESURFACE BASKETBALL COURT RESURFACE LEVEL BALLFIELDS SOD REPLACEMENT THORPE SOFTBALL PARKING LOT REPAIR DESIGN SIGNAGE - 40,000 19,600 9,100 3,400 46,000 11,000 46,000 47,000 16,800 15,000 20,000 5,000 14,000 22,700 20,000 13,000 15,000 65,000 23,000 27 FLEET SERVICES 10,000 LB. TWO POST MOHAWK LIFT AVAILABLE UNDER 10,000 LB. 2 POST MOHAWK LIFT REPLACEMENT TIG PLASMA WELDER - 8,500 8,500 10,000 29 FACILITIES 1X 3/4 TN REG C&C, 4X2 DSL W/SVC BODY REPL M2-1 NEW FACILITIES SET ASIDE - 32,000 360,000 Annual Financial Plan 74 $ BUDGET 2008-2009 City of Flagstaff Schedule 8: Operating Capital DIV # DIVISION OPERATING CAPITAL 30 RECREATION VOLLEYBALL STANDARDS BREAK AWAY BASES BACKBOARDS INFLATABLE MOVIE MULTIMEDIA PROJECTOR WALL MATS - COGDILL GYM MATS - COGDILL TOUCH SCREEN - JAY LIVELY ICE DECALS PORTABLE SOUND SYSTEM & CASE TUFF STORAGE SHED KAYAKS FLOOR COVERING - FLAG REC SUN PATIO - ADULT CENTER FLOOR COVERING - COGDILL CENTER FLOOR COVERING - JAY LIVELY 32 STREET MAINT & REP 10 WHL DUMP TRUCK, FLT APP-HURF FND REPL S310 WHL DUMP TRUCK, FLT APP-HURF FND REPL S31 PATCH TRUCK, FLT APP-HURF FNDD REPL S3-10 10 WHL DUMP TRK, FLT APP-HURF FNDD REPL S3-1 2-1/2 YD LOADER FLT APP-HURF FNDD REPL S3-17 3/4-TON 4X2 CREWCAB P/U, FLT APP-NEW ADDITIO DUST ABATEMENT STORAGE TANK - REPL UPS UNIT 5-TON AER/BCKET TRK FLT APP-HURF FND REPL S3 TRAFFIC SIGNAL CONTROL CABINET 38 AIRPORT 5-YD LOADER RUNWAY SWEEPER 41 ENVIRONMENTAL SVCS 1X BACKHOE 4X4, FLT APP-ENT FUND, NEW ADDITION REAR LOADER LOADER LANDFILL CLOSURE ANNUAL SETASIDE 1X 1-1/2 TON 4X4, REG CAB, C&C, REPL. G8-6 STORMWATER INFRASTRUCTURE CINDER SPREADER BIN STORAGE LYSIMETER OPTIONS COUNTY TRANSFER STATION - ROLLOFF COUNTY TRANSFER STATION - ROLLOFF COUNTY TRANSFER STATION - PUP TRAILER SCA NEW CONTRACT - TRACTOR SCA NEW CONTRACT - TRACTOR SCA NEW CONTRACT - TRAILER SCA NEW CONTRACT - TRAILER SCA NEW CONTRACT - USED LOADER GLASS RECYCLE PROPOSAL SIDELOADER GLASS RECYCLE EQUIPMENT CARTS 1X TOPLOADER, FLT APP-ENT FUNDED, REPL. G8-72 CONSTRUCTION IMPRV TO CONTAINER AREA 1X COMP SEDAN, HYBRID FLT APP-ENT FNDD REPL. G8 TRAILER FOR ROLLOFF TRUCK WATER TENDER METHANE MITIGATION LITTER FENCING 42 UTILITY ADMIN COMP SUV HYBRD AWD, FLT APP-ENT FND REPL. W2 47 LAKE MARY WTR PLANT FORKLIFT, RECONDITIONED KOMATSU, YR 2000 OR LAT UPPER LAKE MARY DAM REHAB SCADA REPLACE VEH W2-051 Annual Financial Plan 75 CARRYFWD 2007-2008 BUDGET 2008-2009 - 4,500 3,700 3,000 3,250 1,600 1,176 2,750 4,500 1,524 3,700 3,500 4,000 2,500 7,000 5,800 2,500 3,900 - 205,000 205,000 186,000 205,000 286,000 32,000 15,200 3,900 196,000 18,500 - 380,316 146,000 24,907 125,000 40,000 21,000 90,000 209,090 80,000 500,000 60,000 10,000 10,000 24,000 30,000 188,000 188,000 36,500 135,000 135,000 45,000 45,000 145,000 250,000 880,000 214,000 15,500 27,500 24,907 125,000 40,000 21,000 - 28,000 125,000 29,463 15,000 40,000 125,000 29,463 City of Flagstaff Schedule 8: Operating Capital DIV # DIVISION CARRYFWD 2007-2008 OPERATING CAPITAL BUDGET 2008-2009 48 CUSTOMER SERVICE REMITTANCE PROCESSING AND ELECTRONIC CHECK - 25,000 49 WATER DISTRIBUTION 1-TON 4X4 EXCAB, DIESEL P/U, REPL. W2-37 6 YD DUMP TRK, FLT APP-ENT FNDD, REPL. W2-71 - 60,000 130,000 50 BOOSTER STATIONS SOLARBEE CIRCULATORS - 90,000 51 WATER DISTRIBUTION IMPROV RADIO METER INSTALL - 200,000 52 BETTRMTS & IMP WATER PROD WATER SYSTEM OPTIMIZATION - 61,850 53 WASTEWATER TREATMENT PLANT 1-TON 4X4 C&C, FLT APP-ENT FNDD REPL. S2-18 - 31,002 54 WSWTR COLLECTION 6 YD DUMP TRK, FLT APP-ENT FNDD, REPL. S4-39 2-TON 4X4 REG CAB/CHAS W/DIESEL REPL. S4-9 SKID MOUNT FOAMING UNIT 32,890 130,000 70,000 32,890 55 WSTWTR MONITORING COMP SUV AWD HYBRD, FLT APP-ENT FND REPL. S5 - 28,000 56 RECLAIMED WATER REPLACEMENT - INFLUENT WETWELL RECIRCULATING PU REPLACEMENT - LABORATORY GLASSWARE WASHER - 43,000 7,200 57 WW TREATEMENT IMPROVEMENTS WWATER SYS OPTIMIZE RIO CLARIFIER CONCRETE REPAIRS 75,000 74,700 75,000 58 WSTWTR COLLECTION IMPRV WATER REBATES - 110,000 65 CITY COURT POLICE INTRCPTR FLT APPR, FLT FNDED, REPL A2 - 24,000 66 NON-DEPARTMENTAL 2 EA SUBCOMP SEDANS, USED, REPL A2-10 & A2-68 GATOR FOR DOWNTOWN MGMT PLAN VOIP 100,000 25,000 22,000 100,000 78 ECON DEV GEN ADMIN SUV HYBRID - 27,500 84 TOURISM GEN ADMIN COMP SUV, HYBRID FWD - 27,500 817,960 9,263,079 TOTAL Annual Financial Plan $ 76 City of Flagstaff Schedule 9: Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2008-2009 DIV # DIVISION PROJECT CARRYFWD 2007-2008 $ 1,900,720 1,788,351 1,268,237 542,742 - BUDGET 2008-2009 24 CAPITAL PROJECTS FUND FIRE STATIONS AQUAPLEX FUTS/OPEN SPACE LAND ACQ FIRE TRAINING TOWER FIRE ADMIN OFFICES USGS OFFICE/LAB BUILDING BUSINESS INCUBATOR 8,892,000 2,417,500 2,163,900 200,000 400,000 1,023,600 1,371,100 28 CEMETERY CEMETERY HOUSE REBUILD - 140,000 29 FACILITIES USGS BUILDING 2 DEMO - 133,400 33 STREET CONSTRUCTION RESERVE FOR IMPROVEMENTS MINOR TRANSPORTATION IMPR SIDEWALK REPLACEMENT PROG STREET IMP PROGRAM SUNNYSIDE PH IVA SUNNYSIDE PH V RT 66 BUS PULLOUTS TRAFFIC SIGNAL MODIFICATION 34 DRAINAGE RIO DE FLAG PROJECT RIO PARKING REPLACEMENT 35 4TH STREET OVERPASS FOURTH ST CORRIDOR STUDY 37 AIRPORT CAPITAL PROJ LAND ACQUISITION TERMINAL SECURITY ENHANCE TERMINAL ENHANCEMENTS (BAGGAGE CLAIM) PARKING LOT CONCEPT DESIGN REHAB TAXIWAY WESTPLEX 41 ENVIRONMENTAL SERVICES 47 20,000 50,000 125,000 15,000 2,854,265 1,530,700 2,295,000 180,000 20,000 6,037,228 750,000 6,037,228 750,000 - 125,000 48,774 4,142 - 2,250,000 1,177,500 183,244 9,051 5,141,656 ROAD EXTENSION CINDERLAKE LANDFILL SITE ENTRY LANDFILL FUELING STATION MAINTENANCE BUILDING SINCLAIR PIT CLOSURE 175,000 1,800 30,000 15,000 80,000 175,000 1,800 LAKE MARY WTR TRT PLANT INNER BASIN PIPELINE ROOF REPLACEMENT - CHLORINE STORAGE 401,000 17,780 401,000 22,780 51 BETTRMTS & IMP WATER DIST COLORADO ST WL AIRPORT TO PONDEROSA TRAIL WATERLINE RELOCATION LM ROAD UTILITY RELOCATE BENTON/SAN FRANCISCO/ELDEN WATER LINE BEAVER ST WATER LINE RESERVE FOR IMPS (UF) 220,000 - 55,000 422,000 97,939 450,000 220,000 200,000 115,927 52 BTTRMTS & IMP WATER PROD FUTURE WATER ACQUISITIONS WATER PRODUCTION WELLS BD RAILROAD SPRINGS RESERVOIR CITY HALL XERISCAPE PROJECT LM WELLFIED -LM#2 12" RED GAP IMPROVEMENTS WATER SYSTEM MASTER PLAN INNER BASIN RESTROOM CHLORINE DIOXIDE TOWN WELL #5 2,000,000 1,300,000 303,441 75,000 3,800,000 4,400,000 500,000 300,000 100,000 224,000 50,000 40,000 303,441 75,000 Annual Financial Plan 77 City of Flagstaff Schedule 9: Capital Improvement Program DIV # DIVISION PROJECT 57 WSTWTR TREATMENT IMP WC UPGRADE/RECLAIM CONFLUENCE PICTURE CANYON SEWER MASTER PLAN 58 WSTWTR COLLECTION IMPRV BUSHMASTER RECLAIM LINE CLAY AVE WASH DETENTION BASIN MCMILLAN MESA SEWER UPSIZE MALL RECL BOOSTER PHOENIX SEWER S. BEAVER ST. SEWER RESERVE FOR IMPS (UF) BUFFALO PARK TANK RECLAIM HYDRANTS CARRYFWD 2007-2008 - BUDGET 2008-2009 7,292,097 307,560 25,000 212,610 260,000 90,000 300,000 21,500 968,000 212,610 50,000 790,000 201,713 142,034 176,946 300,000 21,500 1,150,000 1,150,000 66 NON-DEPARTMENTAL REDEVELOPMENT 67 REAL ESTATE PROCEEDS REDEVELOPMENT - 500,000 74 STREETSCAPE SPECIAL PROJ & UNPROGRAMM HISTORIC FACADES CITY GATEWAY SIGNS NEON CORRIDOR RT 66 E. CC TO MALL TRAIL US 89 RAILHEAD TO SNOWFLK REDEVELOPMENT OPPORTUNITY RIO DE FLAG USACE PROJECT RT 66 S OF TRACKS SCREEN WOODLANDS/BEULAH MEDIANS BEAVER/SF SOUTHSIDE PLAN RT 66 N EL PUEBLO MOTEL CITY HALL FLOWER BEDS PLAZA VIEJA GATEWAY CITY GATEWAY LANDSCAPING RT 66 N SIDE STREETSCAPE - 50,000 83,529 40,278 180,000 520,180 997,245 200,000 287,500 100,000 150,000 1,269,250 45,000 30,000 25,000 40,000 250,000 75 FLAGSTAFF URBAN TRAIL SPECIAL PROJECTS & UNPROG SIGNAGE PROGRAM ATA-RT 66 TO MCMILLAN MES FUTS & ATA MCMESA TRAILHE RIO N CRESENT TO OBS MESA RT66-RIO N TO SAN FRAN SANTA FE-W VILLAGE-WALNUT SANTA FE W-WALNUT TO RIO RIO N. BLUE WILLOW TO 180 COUNTRY CLUB TRAIL - 66 TO CORTLAND SIXTH AVE CONNECTOR MUSEUM CONNECTOR - 75,000 294,844 50,000 50,000 322,800 556,100 300,000 300,000 591,440 270,385 258,920 55,000 92 TRANSPORTATION CIP MISC SAFE TO SCHOOL PROJ MISC BIKE/PED TRANS. PLANNING & PROG. HUNTINGTON DR IMPROVEMENT BEULAH BLVD EXTENSIONS DOWNTOWN RAIL CROSSING MODIF RESERVE FOR IMPROVEMENTS LAKE MARY RD/FH 3 INDUSTRIAL DR/FANNING WAS BRANNEN & GABEL PAVING WEST/SIXTH INTERSECTION INDUSTRIAL: FANNING TO EAGLE MOUNTAIN STEVES BLVD RAIL CROSSING BUTLER/CONF CNTR MEDIANS LONE RD TREE OVERPASS STUDY 109,829 424,943 653,600 219,367 90,525 536,649 1,164,130 155,718 - 75,789 492,400 261,737 2,330,400 525,800 655,785 125,000 1,427,752 838,200 250,000 704,021 1,838,423 175,365 42,600 73,000 95 SPEC IMPRV DIST CAPTIAL PROJ ASPEN PLACE AT SAWMILL 9,637,132 10,203,562 99 STORMWATER CAPITAL PROJ DRAINAGE SPOT IMPROVEMENT Total Annual Financial Plan - $ 78 31,880,218 306,760 91,420,556 City of Flagstaff Schedule 10: Debt Service Requirements CITY OF FLAGSTAFF DEBT SERVICE REQUIREMENTS FISCAL YEAR 2008-2009 ORIGINAL ISSUE GENERAL FUND [20,80] Existing Debt: OTHER DEBT USGS-Series 12 Capital Lease - APSES Purposed Capital Lease - Cardio 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 ECONOMIC DEVELOPMENT [78] Proposed MFC Revenue Bonds SPECIAL ASSESSMENT DISTRICT [96] Existing Debt: Bow and Arrow Sawmill District ENVIRONMENTAL SERVICES [41] Proposed Capital Lease - Equipment AIRPORT FUND [39] Existing Debt: G.O. Series 2001 Other debt - Lease Purchase - Hangars Other debt - Loan - Hangars Annual Financial Plan $ INTEREST FISCAL CHARGES TOTAL REQUIREMENTS 3,015,000 2,727,932 5,742,932 320,000 381,990 701,990 139,534 89,003 32,300 260,837 3,240 2,450 5,690 462,774 473,443 32,300 968,517 5,580,000 9,375,000 14,955,000 5,230,000 1,095,000 6,325,000 365,000 1,095,000 1,460,000 308,423 35,587 344,010 1,220 2,248 3,468 674,643 1,132,835 1,807,478 25,000,000 25,000,000 19,985,000 19,985,000 1,055,000 1,055,000 891,850 891,850 4,258 4,258 1,951,108 1,951,108 60,000 60,000 200,000 200,000 3,240 3,240 263,240 263,240 - 3,100,000 720,000 31,500,000 6,600,000 41,920,000 2,715,000 26,635,000 29,350,000 405,000 1,300,000 1,705,000 124,157 1,186,170 300,000 1,610,327 320 895 1,600 2,000 4,815 529,477 895 2,487,770 302,000 3,320,142 720,000 19,075,000 19,795,000 182,000 19,075,000 19,257,000 88,000 88,000 6,712 953,750 960,462 2,000 2,000 96,712 953,750 1,050,462 - 125,500 125,500 - 2,000,000 2,000,000 WATER AND WASTEWATER FUND [59,60] Existing Debt: G.O. Bonds '97 G.O. Series 2001 G.O. Series 2003 Wastewater Revolving Debt - 1992 (WIFA) 2002 Water Revenue Bonds (WIFA) 2006 WIFA Revolving Loan - Water 2007 WIFA Revolving Debt - Wastewater 2008 WIFA Revolving Debt - Water Other debt - Lease Purchase - Co-Generators Proposed WIFA Revolving Loan - Future Water Rights PRINCIPAL 4,700,000 3,800,000 100,000 8,600,000 10,600,000 10,600,000 GENERAL OBLIGATION BOND FUND [70,24] Existing Debt: G.O. Series 2001 Parks & Recreation G.O. Series 2003 Refunding G.O. Series 2006 Capital Projects Proposed G.O. Series Capital Projects Total Debt Service Requirements OUTSTANDING 07/01/2008 - 125,500 125,500 8,000,000 13,808,000 8,230,000 6,000,000 6,775,760 7,900,000 23,100,000 8,500,000 2,000,000 7,100,000 91,413,760 1,680,000 2,349,000 6,135,000 1,540,515 5,212,135 7,265,000 23,100,000 8,500,000 1,749,875 57,531,525 2,349,000 355,000 366,023 293,901 305,000 172,595 3,841,519 75,600 117,450 199,388 52,408 184,901 238,292 631,563 95,625 78,360 150,000 1,823,587 1,892 2,605 5,683 10,180 75,600 2,468,342 556,993 424,114 478,802 543,292 631,563 95,625 250,955 150,000 5,675,286 2,062,000 2,782,598 600,000 5,444,598 351,000 2,477,230 369,613 3,197,843 351,000 94,687 34,977 480,664 17,550 137,049 19,972 174,571 431 431 368,981 231,736 54,949 655,666 219,728,358 141,389,300 9,392,173 6,391,144 34,082 15,817,399 79 City of Flagstaff Annual Financial Plan 80 78,894,838 78,391 85,401 175,201 6,847 2,590 900,915 2,570,847 33,567 19,488 3,873,247 Transfers In Library HURF Beautification Tourism Visitor Center Recreation-BBB Real Estate Proceeds Utilities fund Airport Environmental Services Total Transfers In $ 973,750 1,467,981 53,154,299 1,263,235 855,558 48,348,780 Total Sources of Funds 900,642 145,031 1,006,987 174,291 52,222,028 1,155,874 661,730 796,751 120,868 622,082 620,173 852,156 121,915 Total Revenues & Transfers In 43,138 2,000,000 341,750 33,401 1,939,665 465,533 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 8,616,976 6,314,381 2,653,020 1,924,105 310,868 750,000 6,946,680 5,815,474 2,792,404 1,483,103 366,233 721,797 25,968,653 17,035,426 4,656,831 2,285,177 26,672,810 15,812,845 4,453,454 2,001,795 $ Budget 2007-2008 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 2006-2007 83,995,783 56,842,474 78,391 85,401 405,201 6,847 2,590 972,298 1,126,000 1,972,064 33,567 19,488 4,701,847 1,025,000 1,188,275 52,140,627 943,750 173,987 272,607 614,817 908,935 120,868 43,138 1,438,104 324,621 8,616,976 6,314,381 2,653,020 2,136,693 297,298 680,958 17,375,191 4,726,831 2,285,177 27,153,309 Estimate 2007-2008 84,262,282 59,373,478 328,391 85,401 433,948 6,847 2,590 1,128,807 1,965,272 33,567 19,488 4,004,311 973,750 1,991,691 55,369,167 956,938 140,441 936,237 1,239,493 990,939 126,912 45,295 1,795,628 339,332 9,014,800 5,534,381 2,706,080 1,065,901 270,361 1,012,160 18,915,121 4,914,271 2,399,436 24,888,804 Budget 2008-2009 CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2009-2014 67,368,094 58,638,027 78,391 85,401 445,739 6,847 2,590 1,117,115 1,958,565 33,567 19,488 3,747,703 973,750 2,048,845 54,890,324 970,445 142,919 983,049 1,295,296 1,001,215 133,257 47,560 1,867,453 354,936 8,627,147 5,744,687 2,760,202 445,710 137,028 1,036,464 18,739,253 5,061,699 2,519,408 8,730,066 2009-2010 64,678,324 60,622,418 78,391 85,401 457,853 6,847 2,590 1,149,636 1,968,885 33,567 19,488 3,802,658 973,750 2,107,986 56,819,760 984,284 145,455 1,032,202 1,353,777 971,941 139,920 49,938 1,942,151 371,320 8,816,944 6,192,773 2,815,406 434,940 140,497 1,061,376 19,426,173 5,213,550 2,645,378 4,055,906 2010-2011 63,440,302 62,382,478 78,391 85,401 470,301 6,847 2,590 1,183,095 1,978,305 33,567 19,488 3,857,985 973,750 2,169,192 58,524,493 998,468 148,048 1,083,811 1,415,074 983,138 146,916 52,435 2,019,837 388,524 8,816,944 6,192,773 2,871,714 427,999 144,151 1,086,910 20,457,204 5,369,957 2,777,647 1,057,824 2011-2012 62,421,028 65,139,695 78,391 85,401 483,092 6,847 2,590 1,217,519 157,794 33,567 19,488 2,084,689 973,750 2,232,545 63,055,006 1,013,011 150,702 1,138,001 1,479,322 994,830 154,262 55,057 2,100,630 406,588 9,081,452 6,384,749 2,929,148 320,723 108,340 1,113,083 20,971,230 8,531,055 2,916,529 (2,718,667) 2012-2013 63,931,999 67,618,157 78,391 85,401 496,234 6,847 2,590 1,254,145 157,794 33,567 19,488 2,134,457 973,750 2,347,942 65,483,700 1,027,927 153,417 1,194,902 1,546,660 1,007,039 161,975 57,810 2,184,655 425,555 9,353,896 6,582,676 2,987,731 328,741 111,590 1,139,910 21,498,183 9,336,987 3,062,355 (3,686,158) 2013-2014 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 81 51,741,529 27,153,309 Total Uses of Funds Ending Fund Balance 1,445,706 25,000 2,683,053 67,000 35,000 341,953 238,000 705,000 1,146,539 32,500 6,719,751 480,499 Transfers Out Library MPO Hurf Economic Development Tourism Arts and Science Real Estate Proceeds Housing and Community Svcs Capital Projects Fund Airport Stormwater Environmental Services Total Transfers Out Excess revenues over expenditures - 540,327 462,439 1,002,766 42,238,493 5,410,665 3,729,743 4,879,994 8,984,302 13,948,983 6,144,276 3,816,544 67,370 (5,746,150) 41,235,727 751,237 828,727 1,203,321 2,783,285 $ $ Capital/CIP Fleet Information Technology Capital Improvement Projects Operating Capital Total Capital/CIP Revised service Levels Ongoing service efforts Aquaplex operating Total Revised Service Levels Debt Service Leases Bonds Total Debt Service Total Operating Budget Departments General Administration Management Services Community Development Fire Police Public Works Non-Departmental Contingency Less Indirect Charges Total Department Expenditures Uses of Funds Actual 2006-2007 9,785,172 73,163,627 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 6,439,989 4,441,875 5,268,822 10,034,152 16,058,630 8,175,721 6,652,642 500,000 (6,041,414) 51,530,417 Budget 2007-2008 24,888,804 59,106,979 1,613,028 30,000 2,181,423 108,000 35,000 150,000 375,400 350,000 1,839,682 1,612,306 140,000 8,434,839 (2,264,505) 337,659 516,019 50,000 1,980,810 2,884,488 - 612,658 465,639 1,078,297 47,787,652 6,092,552 4,370,208 5,087,679 9,997,240 15,335,605 7,274,100 4,608,818 (6,056,847) 46,709,355 Estimate 2007-2008 8,730,066 75,532,216 1,758,653 30,000 1,807,748 322,000 75,000 20,000 25,000 375,400 700,000 690,000 6,787,228 91,950 12,682,979 (16,158,738) 518,100 3,004,600 1,423,400 1,876,461 6,822,561 - 505,743 462,774 968,517 56,026,676 6,836,680 4,609,985 5,935,899 10,286,114 17,475,185 9,488,505 5,619,364 600,000 (5,793,573) 55,058,159 Budget 2008-2009 CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2009-2014 4,055,906 63,312,188 1,810,688 30,000 1,800,135 449,000 20,000 375,400 319,000 1,126,503 93,959 6,024,685 (4,674,160) 673,720 924,734 1,465,000 3,063,454 400,000 200,000 600,000 529,743 460,614 990,357 53,624,049 7,009,245 4,651,903 6,098,040 10,418,488 17,469,137 9,479,062 3,051,390 250,000 (5,793,573) 52,633,692 2009-2010 1,057,824 63,620,500 1,856,628 30,000 1,810,455 370,000 20,000 375,400 352,000 96,027 4,910,510 (2,998,082) 690,563 969,734 1,065,000 2,725,297 820,000 205,500 1,025,500 529,743 460,371 990,114 54,959,193 7,000,156 4,777,795 6,268,335 10,704,115 17,943,978 9,740,552 3,077,721 250,000 (5,793,573) 53,969,079 2010-2011 (2,718,667) 66,158,969 1,903,757 30,000 1,819,875 330,000 20,000 375,400 591,000 98,158 5,168,190 (3,776,491) 707,827 1,018,434 1,065,000 2,791,261 1,261,000 211,151 1,472,151 529,743 459,446 989,189 56,727,367 7,387,628 4,907,097 6,443,377 10,997,574 18,431,738 10,009,604 3,104,733 250,000 (5,793,573) 55,738,178 2011-2012 (3,686,158) 66,107,186 1,952,108 30,000 258,000 20,000 375,400 430,000 100,353 3,165,861 (967,490) 725,523 1,069,434 1,065,000 2,859,957 1,724,050 216,958 1,941,008 529,743 462,656 992,399 58,140,360 7,383,825 5,039,903 6,623,300 11,297,709 18,932,767 10,281,587 3,132,443 250,000 (5,793,573) 57,147,961 2012-2013 (4,749,388) 68,681,387 2,001,711 30,000 258,000 20,000 375,400 530,000 102,613 3,317,724 (1,063,230) 743,661 1,123,434 1,065,000 2,932,095 2,210,253 222,924 2,433,177 529,743 462,656 992,399 59,998,391 7,786,649 5,176,307 6,808,242 11,606,039 19,447,429 10,564,029 3,160,870 250,000 (5,793,573) 59,005,992 2013-2014 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 82 Ending Fund Balance Total Uses of Funds Transfer Out General Fund Library Capital Reserves/Contingency Total Operating Expenditures County Wide Projects & Growth Subtotal County Wide Proj & Growth Departments Library Library Grants Indirect Costs Subtotal Departments $ 670,094 4,334,289 78,391 267,760 - 3,988,138 544,361 544,361 2,876,152 134,349 433,276 3,443,777 5,004,383 Total Sources of Funds Uses of Funds 1,445,706 1,445,706 Transfers In General Fund Total Transfers In 584,176 134,349 2,502,814 67,607 269,731 2,974,501 $ Revenues State Grants Library District Taxes Interest Earnings Miscellaneous Total Revenues Beginning Fund Balance Sources of Funds Actual 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 1,869,964 4,510,239 78,391 70,748 - 4,361,100 457,224 457,224 3,263,348 169,526 471,002 3,903,876 6,380,203 1,613,028 1,613,028 169,526 3,848,555 50,000 29,000 4,097,081 670,094 Estimate 2007-2008 250,983 7,534,755 328,391 - 100,000 7,106,364 2,682,796 2,682,796 3,883,584 25,000 514,984 4,423,568 7,785,738 1,758,653 1,758,653 25,000 4,053,121 50,000 29,000 4,157,121 1,869,964 Budget 2008-2009 CITY OF FLAGSTAFF LIBRARY FUND FIVE YEAR PLAN 2009-2014 371,486 5,975,788 78,391 25,000 - 5,872,397 1,433,515 1,433,515 3,811,023 100,000 527,859 4,438,882 6,347,274 1,810,707 1,810,707 100,000 4,106,584 50,000 29,000 4,285,584 250,983 2009-2010 508,397 6,114,738 78,391 25,000 - 6,011,347 1,462,064 1,462,064 3,908,228 100,000 541,055 4,549,283 6,623,135 1,856,647 1,856,647 100,000 4,216,001 50,000 29,000 4,395,001 371,486 2010-2011 617,161 6,256,627 78,391 25,000 - 6,153,236 1,490,702 1,490,702 4,007,953 100,000 554,581 4,662,534 6,873,788 1,903,777 1,903,777 100,000 4,282,614 50,000 29,000 4,461,614 508,397 2011-2012 696,403 6,401,533 78,391 25,000 - 6,298,142 1,519,431 1,519,431 4,110,265 100,000 568,446 4,778,711 7,097,936 1,952,128 1,952,128 100,000 4,349,647 50,000 29,000 4,528,647 617,161 2012-2013 ` 744,708 6,549,533 78,391 25,000 - 6,446,142 1,548,253 1,548,253 4,215,232 100,000 582,657 4,897,889 7,294,241 2,001,732 2,001,732 100,000 4,417,107 50,000 29,000 4,596,107 696,403 2013-2014 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 83 Ending Fund Balance $ 6,911,893 16,359,918 85,401 85,401 Transfers Out Beautification General Fund Total Transfers Out Total Uses of Funds 2,413,053 2,413,053 2,944,181 1,757,968 9,159,315 13,861,464 23,271,811 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 2,683,053 135,000 1,816,413 4,634,466 Transfers In General Fund Stormwater Capital Projects Transportation Tax Total Transfers in 9,782,662 18,421 7,855,427 293,502 352,712 334,621 8,854,683 $ Revenues Intergovernmental Revenues Highway User Revenues LTAF Interest Revenues Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 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 3,785,483 19,794,380 85,401 85,401 1,814,885 1,814,885 3,693,974 1,870,769 12,329,351 17,894,094 23,579,863 2,181,423 241,927 4,461,717 6,885,067 7,809,870 300,246 184,374 1,488,413 9,782,903 6,911,893 Estimate 2007-2008 3,201,901 26,554,349 291,702 85,401 377,103 1,807,478 1,807,478 4,330,583 1,700,348 18,238,837 100,000 24,369,768 29,756,250 1,807,748 325,000 370,650 10,016,272 12,519,670 180,000 8,083,215 300,246 95,000 4,792,636 13,451,097 3,785,483 Budget 2008-2009 1,679,810 14,043,908 85,401 85,401 1,800,135 1,800,135 4,432,608 1,742,857 5,882,907 100,000 12,158,372 15,723,717 1,800,135 333,125 1,642,200 3,775,451 8,366,128 300,246 80,000 8,746,365 3,201,901 2009-2010 CITY OF FLAGSTAFF HIGHWAY USER FUND FIVE YEAR PLAN 2009-2014 471,346 14,801,750 85,401 85,401 1,810,455 1,810,455 4,537,337 1,786,428 6,482,129 100,000 12,905,894 15,273,096 1,810,455 341,453 2,440,200 4,592,098 8,658,942 300,246 42,000 9,001,188 1,679,810 2010-2011 (1,372,945) 18,979,360 85,401 85,401 1,819,875 1,819,875 4,644,841 1,831,089 10,498,154 100,000 17,074,084 17,606,414 1,819,875 349,989 5,540,963 7,710,816 8,962,005 300,246 12,000 150,000 9,424,251 471,346 2011-2012 (2,273,522) 16,604,389 85,401 85,401 - 4,755,194 1,876,866 9,786,928 100,000 16,518,988 14,330,868 358,739 5,803,164 6,161,891 9,275,676 300,246 (34,000) 9,541,922 (1,372,945) 2012-2013 (3,240,851) 17,491,594 85,401 85,401 - 4,868,472 1,923,788 10,513,933 100,000 17,406,193 14,250,743 367,708 6,313,000 6,680,695 9,600,324 300,246 (57,000) 9,843,570 (2,273,522) 2013-2014 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 84 1,816,413 1,416,000 234,000 3,466,413 1,970,147 10,351,813 1,117,267 Transfers Out Highway User Revenue Fund Capital Projects (Aquaplex) Beautification Fund BBB-Recreation Total Transfers Out Total Debt Service Total Use of Funds Ending Fund Balance 828,857 15,338,752 1,951,358 8,801,984 139,000 375,000 9,315,984 430,000 4,071,410 2,386,922 4,915,253 16,167,609 10,088,031 175,000 5,000,000 15,263,031 904,578 3,641,410 11,469,080 9,345,864 316,110 87,851 9,749,825 1,719,255 2,528,331 $ $ Budget 2007-2008 Departments Operating Transit Capital Expenditures 4th Street Overpass Total Expenditures Uses of Funds Total Sources of Funds Revenues Sales Tax Interest Revenues Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2006-2007 920,732 10,517,080 1,951,358 4,479,964 139,000 375,000 4,993,964 130,348 3,571,758 3,441,410 11,437,812 10,022,211 296,810 1,524 10,320,545 1,117,267 Estimate 2007-2008 3,014,562 16,363,490 1,951,108 10,016,272 550,000 10,566,272 125,000 3,846,110 3,721,110 19,378,052 13,295,320 162,000 5,000,000 18,457,320 920,732 Budget 2008-2009 8,499,045 7,767,009 2,260,200 1,642,200 550,000 2,192,200 3,314,609 3,314,609 16,266,055 13,158,246 75,000 13,233,246 3,032,809 2009-2010 CITY OF FLAGSTAFF TRANSPORTATION FUND FIVE YEAR PLAN 2009-2014 14,503,346 7,850,630 2,259,700 2,440,200 550,000 2,990,200 2,600,730 2,600,728 22,353,977 13,642,932 212,000 13,854,932 8,499,045 2010-2011 18,223,527 11,017,224 2,260,513 5,540,963 550,000 6,090,963 2,665,748 2,665,746 29,240,752 14,375,406 362,000 14,737,406 14,503,346 2011-2012 22,093,766 11,346,069 2,260,513 5,803,164 550,000 6,353,164 2,732,392 2,732,390 33,439,836 14,761,309 455,000 15,216,309 18,223,527 2012-2013 - 29,107,307 8,696,113 2,258,113 5,888,000 550,000 6,438,000 - 2,800,700 37,803,421 15,157,655 552,000 15,709,655 22,093,766 2013-2014 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 85 $ 4,029,381 1,666,320 Total Uses of Funds Ending Fund Balance 175,201 175,201 Transfers Out General Fund Total Transfers Out Departments General Operating CIP Reserves/Contingencies Total Expenditures 128,361 1,362,758 1,491,119 5,695,701 Total Sources of Funds Uses of Funds 1,100,000 316,000 110,000 1,526,000 Transfers In Transportation Tax-STS Highway User Revenue Arts and Science Recreation-BBB Fund Total Transfers In 2,915,957 992,024 143,292 118,428 1,253,744 $ Revenues BBB Tax Revenue Intergovernmental Revenue Interest Earnings Miscellaneous Total Revenues Beginning Fund Balance Sources of Funds Actual 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 1,090,073 1,176,377 50,546 2,316,996 4,168,067 Budget 2007-2008 4,566,904 1,540,408 405,201 405,201 208,663 926,544 1,135,207 6,107,312 375,000 110,000 485,000 1,090,073 419,497 83,361 1,592,931 4,029,381 Estimate 2007-2008 285,317 8,011,496 433,948 433,948 175,077 7,392,471 10,000 7,577,548 8,296,813 550,000 291,702 36,000 110,000 987,702 1,102,966 1,555,880 83,361 2,742,207 4,566,904 Budget 2008-2009 292,287 1,924,542 445,739 445,739 179,454 1,299,350 1,478,804 2,216,829 550,000 110,000 660,000 1,180,174 91,338 1,271,512 285,317 2009-2010 CITY OF FLAGSTAFF BEAUTIFICATION FUND FIVE YEAR PLAN 2009-2014 241,486 1,979,294 457,853 457,853 183,940 1,337,500 1,521,440 2,220,779 550,000 110,000 660,000 1,262,786 5,706 1,268,492 292,287 2010-2011 260,392 1,998,119 470,301 470,301 188,539 1,339,279 1,527,818 2,258,511 550,000 110,000 660,000 1,351,180 5,846 1,357,026 241,486 2011-2012 216,711 2,100,227 483,092 483,092 193,252 1,423,883 1,617,135 2,316,938 550,000 110,000 660,000 1,391,715 4,830 1,396,545 260,392 2012-2013 (4,623,884) 5,505,803 496,234 496,234 198,084 4,811,486 5,009,570 881,919 550,000 110,000 660,000 5,208 5,208 216,711 2013-2014 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 86 353,230 Ending Fund Balance - 8,625 149,634 372,920 14,977 546,156 899,386 67,000 67,000 471,211 15,765 486,976 345,410 546,156 $ $ Total Uses of Funds Transfer out Tourism Fund Total Transfers Out Departments Administration Job Site Marketing/Partnerships Flagstaff 40 Science Fund NACOG NAU Business Ret & Work Force Develop Airport Consultant Incubator SEDI GFEC Rural Economic Conference Capital Expenditures Reserve/Contingencies Total Expenditures Uses of Funds Total Sources of Funds Transfer In General Fund Total Transfer In Revenue BBB Tax Revenue Interest Income/Misc Rev. Total Revenues Beginning Fund Balance Sources of Funds Actual 2006-2007 257,955 707,035 - 170,635 100,000 50,000 4,400 127,000 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 463,754 527,261 20,000 20,000 125,692 104,000 50,000 4,400 5,000 33,169 185,000 507,261 991,015 108,000 108,000 517,785 12,000 529,785 353,230 Estimate 2007-2008 182,277 1,134,386 - 177,415 88,000 50,000 4,400 70,000 167,000 16,831 483,240 25,000 27,500 25,000 1,134,386 1,316,663 322,000 322,000 523,909 7,000 530,909 463,754 Budget 2008-2009 186,090 1,010,769 - 182,294 74,825 50,000 4,400 70,000 84,050 545,200 1,010,769 1,196,859 449,000 449,000 560,582 5,000 565,582 182,277 2009-2010 CITY OF FLAGSTAFF ECONOMIC DEVELOPMENT FUND SUMMARY 5 YEAR PLAN 2009-2014 139,959 1,019,954 - 187,307 76,696 50,000 4,400 70,000 86,151 545,400 1,019,954 1,159,913 370,000 370,000 599,823 4,000 603,823 186,090 2010-2011 90,694 1,024,076 - 192,458 78,613 50,000 4,400 70,000 88,305 540,300 1,024,076 1,114,770 330,000 330,000 641,811 3,000 644,811 139,959 2011-2012 25,252 983,442 - 197,751 80,578 4,400 70,000 90,513 540,200 983,442 1,008,694 258,000 258,000 658,000 2,000 660,000 90,694 2012-2013 ( 714,004) 997,757 - 203,189 82,593 4,400 70,000 92,775 544,800 997,757 283,752 258,000 258,000 500 500 25,252 2013-2014 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 87 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 Total Sources of Funds Transfers In Economic Development General Fund Total Transfers In Revenues BBB Tax Revenues Interest on Investments Miscellaneous Revenues Visitor Center Retail Sales Total Revenues Begining Fund Balance Sources of Funds $ $ 526,801 1,572,829 9,437 9,437 1,523,243 40,149 1,563,392 2,099,630 - 1,488,033 25,154 38,950 57,664 1,609,801 489,829 Actual 2006-2007 218,984 2,019,513 9,437 9,437 1,818,440 141,636 50,000 2,010,076 2,238,497 - 1,635,110 23,500 67,030 70,000 1,795,640 442,857 Budget 2007-2008 361,134 1,938,633 9,437 9,437 1,835,860 93,336 1,929,196 2,299,767 20,000 20,000 1,635,110 20,000 27,856 70,000 1,752,966 526,801 Estimate 2007-2008 182,817 2,131,122 9,437 9,437 1,994,185 27,500 100,000 2,121,685 2,313,939 75,000 75,000 1,654,449 20,500 127,856 75,000 1,877,805 361,134 Budget 2008-2009 179,129 1,902,264 9,437 9,437 1,892,827 1,892,827 2,081,393 - 1,770,260 21,013 28,553 78,750 1,898,576 182,817 2009-2010 CITY OF FLAGSTAFF TOURISM FUND FIVE YEAR PLAN 2009-2014 258,957 1,947,842 9,437 9,437 1,938,405 1,938,405 2,206,799 - 1,894,178 21,538 29,267 82,688 2,027,670 179,129 2010-2011 430,088 1,994,537 9,437 9,437 1,985,100 1,985,100 2,424,625 - 2,026,771 22,076 29,999 86,822 2,165,668 258,957 2011-2012 660,361 2,042,376 9,437 9,437 2,032,939 2,032,939 2,702,737 - 2,128,110 22,628 30,748 91,163 2,272,649 430,088 2012-2013 ( 1,280,596) 2,091,390 9,437 9,437 2,081,953 2,081,953 810,794 - 23,194 31,517 95,721 150,433 660,361 2013-2014 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 88 Ending Fund Balance Total Uses of Funds Transfers Out Beautification Total Transfers Out Departments General Operating Public Art FCP Administration Contribution to Other Agencies To Be Determined by BPAC Reserve Total Expenditures Uses of Funds Total Sources of Funds $ 361,109 331,197 - 799 ( 446) 45,844 285,000 331,197 692,306 35,000 35,000 Transfers In General Fund Total Transfers In 274,411 372,009 10,886 382,895 $ Revenues BBB Tax Revenues Interest Income Total Revenues Beginning Fund Balance Sources of Funds Actual 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 395,213 420,673 - 8,680 41,993 70,000 300,000 420,673 815,886 35,000 35,000 408,777 11,000 419,777 361,109 Estimate 2007-2008 51,361 780,852 36,000 36,000 1,300 252,414 73,500 305,000 102,638 10,000 744,852 832,213 20,000 20,000 413,612 3,388 417,000 395,213 Budget 2008-2009 54,703 460,508 - 1,333 30,000 77,175 305,000 47,000 460,508 515,210 20,000 20,000 442,565 1,284 443,849 51,361 2009-2010 CITY OF FLAGSTAFF ARTS AND SCIENCE FUND FIVE YEAR PLAN 2009-2014 57,216 492,400 - 1,366 30,000 81,034 315,000 65,000 492,400 549,615 20,000 20,000 473,545 1,368 474,913 54,703 2010-2011 60,854 524,485 - 1,400 30,000 85,085 325,000 83,000 524,485 585,339 20,000 20,000 506,693 1,430 508,123 57,216 2011-2012 61,960 539,775 - 1,435 30,000 89,340 335,000 84,000 539,775 601,735 20,000 20,000 519,360 1,521 520,881 60,854 2012-2013 ( 386,768) 470,278 - 1,471 30,000 93,807 345,000 470,278 83,509 20,000 20,000 1,549 1,549 61,960 2013-2014 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 89 900,915 628,239 110,000 1,639,154 6,049,768 (1,138,739) Transfers Out General Fund GO Bond Fund Beautification Total Transfers Out Total Uses of Funds Ending Fund Balance $ 4,410,614 4,410,614 4,911,029 Departments Capital Expenditures Total Expenditures Uses of Funds Total Sources of Funds 278,936 1,125,000 234,000 1,637,936 Transfers In Secondary Prop Tax Fund Real Estate Proceeds Transportation - Safety Total Transfers In 1,075,164 524,868 1,647,518 12,198 13,345 2,197,929 $ Revenues Intergovernmental Revenue BBB Tax Revenue Interest on Investments Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 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 ( 510,875) 1,875,037 972,298 790,503 110,000 1,872,801 2,236 2,236 1,364,162 790,503 790,503 1,712,398 1,712,398 (1,138,739) Estimate 2007-2008 70,212 1,238,807 1,128,807 110,000 1,238,807 - 1,309,019 - 1,819,894 1,819,894 (510,875) Budget 2008-2009 791,783 1,227,115 1,117,115 110,000 1,227,115 - 2,018,898 - 1,947,286 1,400 1,948,686 70,212 2009-2010 CITY OF FLAGSTAFF BBB-RECREATION FUND FIVE YEAR PLAN 2009-2014 1,631,542 1,259,636 1,149,636 110,000 1,259,636 - 2,891,179 - 2,083,596 15,800 2,099,396 791,783 2010-2011 2,600,493 1,293,095 1,183,095 110,000 1,293,095 - 3,893,588 - 2,229,446 32,600 2,262,046 1,631,542 2011-2012 3,290,208 1,327,519 1,217,519 110,000 1,327,519 - 4,617,727 - 1,965,234 52,000 2,017,234 2,600,493 2012-2013 1,991,963 1,364,045 1,254,045 110,000 1,364,045 - 3,356,008 - 65,800 65,800 3,290,208 2013-2014 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 90 $ 582,474 2,228,367 Total Uses of Funds Ending Fund Balance 1,125,000 1,100,000 2,225,000 3,367 3,367 Transfers Out BBB - Rec Capital Projects Fund General Fund Total Transfers Out Departments Operating Expenditrues Capital Expenditures Total Expenditures Uses of Funds 2,810,841 Transfers In General Fund Total Transfers In Total Sources of Funds 2,704,390 17,405 89,046 106,451 $ Revenues Real Estate Revenues Interest on Investments Miscellaneous Total Revenues Beginning Fund Balance Sources of Funds Actual 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 474,046 1,305,200 1,126,000 1,126,000 29,200 150,000 179,200 150,000 150,000 1,779,246 1,000,000 46,772 1,046,772 582,474 Estimate 2007-2008 16,396 500,000 - 500,000 500,000 25,000 25,000 516,396 17,350 17,350 474,046 Budget 2008-2009 26,746 - - - 26,746 10,350 10,350 16,396 2009-2010 CITY OF FLAGSTAFF REAL ESTATE PROCEEDS FUND FIVE YEAR PLAN 2009-2014 37,096 - - - 37,096 10,350 10,350 26,746 2010-2011 48,446 - - - 48,446 11,350 11,350 37,096 2011-2012 59,796 - - - 59,796 11,350 11,350 48,446 2012-2013 71,146 - - - 71,146 11,350 11,350 59,796 2013-2014 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 91 Ending Fund Balance 2,311,818 1,421,264 Total Uses of Funds 3,733,082 341,953 341,953 763,579 90,882 411,591 1,266,052 2,125,077 1,421,264 1,421,264 $ $ Departments Operating Expenditures Total Expenditures Uses of Funds Total Sources of Funds Transfers In General Fund Total Transfers In Revenues Intergovernmental Revenues Interest on Investments Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 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 1,969,435 2,108,316 2,108,316 2,108,316 4,077,752 375,400 375,400 1,112,796 70,000 207,737 1,390,533 2,311,818 Estimate 2007-2008 137,380 4,051,771 4,051,771 4,051,771 4,189,151 375,400 375,400 1,844,316 1,844,316 1,969,435 Budget 2008-2009 137,380 1,554,960 1,554,960 1,554,960 1,692,340 375,400 375,400 1,179,560 1,179,560 137,380 2009-2010 CITY OF FLAGSTAFF HOUSING AND COMMUNITY SERVICES FUND FIVE YEAR PLAN 2009-2014 137,380 1,525,982 1,525,982 1,525,982 1,663,362 375,400 375,400 1,150,582 1,150,582 137,380 2010-2011 137,380 1,498,453 1,498,453 1,498,453 1,635,833 375,400 375,400 1,123,053 1,123,053 137,380 2011-2012 137,380 1,472,300 1,472,300 1,472,300 1,609,680 375,400 375,400 1,096,900 1,096,900 137,380 2012-2013 137,380 1,447,455 1,447,455 1,447,455 1,584,835 375,400 375,400 1,072,055 1,072,055 137,380 2013-2014 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 92 580 Ending Fund Balance - 367,301 34,003 401,304 401,884 25,000 25,000 364,424 364,424 12,460 401,304 $ $ 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 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 - 577,118 - 527,118 50,000 577,118 577,118 30,000 30,000 541,538 5,000 546,538 580 Estimate 2007-2008 - 572,404 100,000 449,782 22,622 472,404 572,404 30,000 30,000 317,404 225,000 542,404 - Budget 2008-2009 - 523,106 100,000 403,026 20,080 423,106 523,106 30,000 30,000 388,106 105,000 493,106 - 2009-2010 CITY OF FLAGSTAFF METRO PLANNING ORGANIZATION FUND FIVE YEAR PLAN 2009-2014 - 423,106 100,000 303,026 20,080 323,106 423,106 30,000 30,000 288,106 105,000 393,106 - 2010-2011 - 423,106 100,000 303,026 20,080 323,106 423,106 30,000 30,000 288,106 105,000 393,106 - 2011-2012 - 423,106 100,000 303,026 20,080 323,106 423,106 30,000 30,000 288,106 105,000 393,106 - 2012-2013 - 423,106 100,000 303,026 20,080 323,106 423,106 30,000 30,000 288,106 105,000 393,106 - 2013-2014 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 93 $ 348,355 3,113,275 Total Uses of Funds Ending Fund Balance 3,113,275 3,113,275 Debt Service Debt Service Total Debt Service Uses of Funds 3,461,630 Total Sources of Funds 350,155 628,239 2,483,236 3,111,475 $ Transfers In BBB- Recreation Secondary Property Tax Fund Total Transfers In Beginning Fund Balance Sources of Funds Actual 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 348,355 3,274,072 3,274,072 3,274,072 3,622,427 790,503 2,483,569 3,274,072 348,355 Estimate 2007-2008 348,355 3,320,142 3,320,142 3,320,142 3,668,497 3,320,142 3,320,142 348,355 Budget 2008-2009 348,355 4,291,852 4,291,852 4,291,852 4,640,207 4,291,852 4,291,852 348,355 2009-2010 CITY OF FLAGSTAFF GENERAL OBLIGATION BOND FUND FIVE YEAR PLAN 2009-2014 348,355 4,286,833 4,286,833 4,286,833 4,635,188 4,286,833 4,286,833 348,355 2010-2011 348,355 4,288,871 4,288,871 4,288,871 4,637,226 4,288,871 4,288,871 348,355 2011-2012 348,355 4,284,671 4,284,671 4,284,671 4,633,026 4,284,671 4,284,671 348,355 2012-2013 348,355 4,287,671 4,287,671 4,287,671 4,636,026 4,287,671 4,287,671 348,355 2013-2014 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 94 $ 1,088,299 5,368,654 Total Uses of Funds Ending Fund Balance 2,483,236 278,936 193,429 2,413,053 5,368,654 Transfers Out G. O. Bond Fund Recreation - BBB Airport Utilities Total Transfers Out Uses of Funds 6,456,953 Total Sources of Funds 1,192,085 5,187,896 76,972 5,264,868 $ Revenues Secondary Property Taxes Interest Revenue Total Revenues Beginning Fund Balance Sources of Funds Actual 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 2,089,934 5,351,769 2,483,569 790,503 263,427 1,814,270 5,351,769 7,441,703 6,279,004 74,400 6,353,404 1,088,299 Estimate 2007-2008 3,054,196 6,464,627 3,320,142 337,007 2,807,478 6,464,627 9,518,823 7,351,889 77,000 7,428,889 2,089,934 Budget 2008-2009 3,760,756 7,092,623 4,291,852 2,800,771 7,092,623 10,853,379 7,719,483 79,700 7,799,183 3,054,196 2009-2010 CITY OF FLAGSTAFF SECONDARY PROPERTY TAX FUND FIVE YEAR PLAN 2009-2014 4,850,789 7,097,924 4,286,833 2,811,091 7,097,924 11,948,713 8,105,457 82,500 8,187,957 3,760,756 2010-2011 7,337,537 6,109,382 4,288,871 1,820,511 6,109,382 13,446,919 8,510,730 85,400 8,596,130 4,850,789 2011-2012 12,077,533 4,284,671 4,284,671 4,284,671 16,362,204 8,936,267 88,400 9,024,667 7,337,537 2012-2013 17,264,442 4,287,671 4,287,671 4,287,671 21,552,113 9,383,080 91,500 9,474,580 12,077,533 2013-2014 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 95 Ending Fund Balance 363,154 91,446 Total Uses of Funds 91,446 91,446 454,600 2,927 16,670 19 19,616 434,984 - $ $ Transfers Out General Fund Total Transfers Out Departments Debt Service Total Debt Service Uses of Funds Total Sources of Funds Revenues Special Assessments Interest on Investments Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2006-2007 306,801 93,525 - 93,525 93,525 400,326 16,000 11,608 27,608 372,718 Budget 2007-2008 282,908 95,525 - 95,525 95,525 378,433 2,335 12,926 18 15,279 363,154 Estimate 2007-2008 195,720 96,712 - 96,712 96,712 292,432 2,022 7,502 9,524 282,908 Budget 2008-2009 - 1,602,870 102,317 102,317 1,500,553 1,500,553 1,602,870 1,402,250 4,900 1,407,150 195,720 2009-2010 CITY OF FLAGSTAFF SPECIAL ASSESSMENT BOND FUND FIVE YEAR PLAN 2009-2014 - 1,403,625 - 1,403,625 1,403,625 1,403,625 1,403,625 1,403,625 - 2010-1011 - 1,398,875 - 1,398,875 1,398,875 1,398,875 1,398,875 1,398,875 - 2011-2012 - 1,402,875 - 1,402,875 1,402,875 1,402,875 1,402,875 1,402,875 - 2012-2013 - 1,400,500 - 1,400,500 1,400,500 1,400,500 1,400,500 1,400,500 - 2013-2014 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 96 Ending Fund Balance Total Uses of Funds Departments Operating Expenditures Total Expenditures Uses of Funds $ 95,528 - - 95,528 Total Sources of Funds 72,772 19,460 3,296 22,756 $ Revenues Contributions Interest on Investments Miscellaneous Total Revenues Beginning Fund Balance Sources of Funds Actual 2006-2007 137,012 - - 137,012 29,131 3,849 32,980 104,032 Budget 2007-2008 117,888 - - 117,888 19,000 3,360 22,360 95,528 Estimate 2007-2008 140,796 - - 140,796 19,380 3,528 22,908 117,888 Budget 2008-2009 165,773 - - 165,773 19,768 5,209 24,977 140,796 2009-2010 CITY OF FLAGSTAFF PERPETUAL CARE FUND FIVE YEAR PLAN 2009-2014 192,070 - - 192,070 20,163 6,134 26,297 165,773 2010-2011 219,742 - - 219,742 20,566 7,107 27,673 192,070 2011-2012 248,850 - - 248,850 20,978 8,130 29,108 219,742 2012-2013 279,455 - - 279,455 21,397 9,207 30,605 248,850 2013-2014 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 1,268,521 20,607,569 Total Uses of Funds Ending Fund Balance $ 1,268,521 1,268,521 Expenditures Aspen at Sawmill Capitalized Interest Expense Total Capital Expenditures Uses of Funds 21,876,090 Total Sources of Funds - 19,075,000 46,707 32,709 2,721,674 21,876,090 $ Revenues Bond Proceeds Bond Premium Interest Income Developer Proceeds Total Revenues Beginning Fund Balance Sources of Funds Actual 2006-2007 97 50,225 30,111,279 30,111,279 30,111,279 30,161,504 20,000,000 11,000,000 31,000,000 (838,496) Budget 2007-2008 10,235,564 10,972,005 9,989,113 982,892 10,972,005 21,207,569 600,000 600,000 20,607,569 Estimate 2007-2008 2,079,252 11,157,312 10,203,562 953,750 11,157,312 13,236,564 1,000 3,000,000 3,001,000 10,235,564 Budget 2008-2009 2,131,252 - - 2,131,252 52,000 52,000 2,079,252 2009-2010 CITY OF FLAGSTAFF CAPITAL PROJECTS FUND SPECIAL IMPROVEMENT DISTRICT ASPEN AT SAWMILL FIVE YEAR PLAN 2009-2014 2,184,252 - - 2,184,252 53,000 53,000 2,131,252 2010-2011 2,239,252 - - 2,239,252 55,000 55,000 2,184,252 2011-2012 2,295,252 - - 2,295,252 56,000 56,000 2,239,252 2012-2013 2,352,252 - - 2,352,252 57,000 57,000 2,295,252 2013-2014 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 98 (125,687) Ending Fund Balance $ 333,477 3,742 329,735 333,477 Total Uses of Funds Total Capital Expenditures USGS Office/Lab Building Business Incubator Expenditures USGS Miscellaneous Buildings Uses of Funds 207,790 Total Sources of Funds (24,734) 232,524 232,524 $ Revenues MFC Bond Proceeds Grant Revenue Interest Income Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2006-2007 3,445,309 4,382,887 580,600 3,802,287 4,382,887 7,828,196 5,500,000 2,576,384 8,076,384 (248,188) Budget 2007-2008 (4,363,373) 4,237,686 8,569 4,229,117 4,237,686 (125,687) - (125,687) Estimate 2007-2008 3,927,927 2,394,700 1,023,600 1,371,100 2,394,700 6,322,627 10,600,000 86,000 10,686,000 (4,363,373) Budget 2008-2009 CITY OF FLAGSTAFF CAPITAL PROJECTS FUND MUNICIPAL FACILITIES CORP FIVE YEAR PLAN 2009-2014 4,025,927 - - 4,025,927 98,000 98,000 3,927,927 2009-2010 4,126,927 10,000,000 10,000,000 10,000,000 14,126,927 10,000,000 101,000 10,101,000 4,025,927 2010-2011 4,229,927 - - 4,229,927 103,000 103,000 4,126,927 2011-2012 4,335,927 10,000,000 10,000,000 10,000,000 14,335,927 10,000,000 106,000 10,106,000 4,229,927 2012-2013 4,443,927 - - 4,443,927 108,000 108,000 4,335,927 2013-2014 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 99 6,152,426 24,700,263 Total Uses of Funds Ending Fund Balance $ - 298 3,062,621 1,835,203 48,424 60,125 1,145,163 592 6,152,426 30,852,689 Transfers Out Transfer to HURF Total Transfers Out Expenditures General Administration Fire Stations Aquaplex FUTS/Open Space Acquisition Bond Funded Fire Equipuipment Adult Center Renovation Observatory Mesa Parks Acquistion Fire Training Tower Fire Administration Offices Total Capital Expenditures Uses of Funds Total Sources of Funds 238,000 1,100,000 1,338,000 Transfers In General Fund - Aquaplex & Fire Transportation (Safety) Aquaplex Real Estate Proceeds Fund Total Transfers In 28,085,886 1,428,803 1,428,803 $ Revenues Bond Proceeds APSES Lease Proceeds-Aquaplex Sale of Knowles Property Fire Fire Equip Lease Proceeds Fire Grants Sale of Fire Stations Interest Income Total Revenues Beginning Fund Balance Sources of Funds Actual 2006-2007 1,536,422 21,026,383 - 6,369,250 13,296,908 1,360,225 21,026,383 22,562,805 350,000 139,000 489,000 704,000 704,000 21,369,805 Budget 2007-2008 9,574,162 17,180,101 - 4,345,788 11,698,398 173,501 360,000 2,414 600,000 17,180,101 26,754,263 350,000 139,000 489,000 665,000 200,000 700,000 1,565,000 24,700,263 Estimate 2007-2008 3,123,112 14,444,050 370,650 370,650 8,892,000 2,417,500 2,163,900 200,000 400,000 14,073,400 17,567,162 700,000 700,000 5,000,000 300,000 170,000 1,300,000 523,000 7,293,000 9,574,162 Budget 2008-2009 557,612 2,603,500 - 103,500 1,500,000 1,000,000 2,603,500 3,161,112 - 38,000 38,000 3,123,112 2009-2010 CITY OF FLAGSTAFF CAPITAL PROJECTS FUND GO BOND FUNDED PROJECTS FIVE YEAR PLAN 2009-2014 (364,388) 1,000,000 - 1,000,000 1,000,000 635,612 - 78,000 78,000 557,612 2010-2011 749,612 1,500,000 - 1,500,000 1,500,000 2,249,612 2,600,000 2,600,000 14,000 14,000 (364,388) 2011-2012 749,612 - - - 749,612 - - 749,612 2012-2013 (6,231,388) 7,000,000 - 1,500,000 5,500,000 7,000,000 768,612 - 19,000 19,000 749,612 2013-2014 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 100 Ending Fund Balance $17,657,707 30,613,431 2,570,847 2,570,847 Transfers Out General Fund Total Transfers Out Total Uses of Funds 5,135,330 5,135,330 10,240,323 1,878,109 10,757,717 31,105 22,907,254 48,271,138 2,413,053 2,413,053 59,123 11,213,226 7,948,279 897,255 7,900,000 2,000,000 38,232 30,056,115 $15,801,970 Debt Service Bonds Total Debt Service Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures Uses of Funds Total Sources of Funds Transfers In Debt Service Fund Total Transfers In Revenues Intergovernmental Water Revenues Wastewater Revenues Interest Revenues Bond Proceeds Lease Proceeds Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 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 14,228,729 50,521,719 1,972,064 1,972,064 4,937,814 4,937,814 11,140,798 1,748,804 30,722,239 43,611,841 64,750,447 1,814,270 1,814,270 35,139 13,032,950 8,051,881 550,000 23,600,000 8,500 45,278,470 17,657,707 Estimate 2007-2008 5,251,221 46,505,921 1,965,272 1,965,272 5,675,286 5,675,286 12,244,271 1,550,440 23,670,652 1,400,000 38,865,363 51,757,142 2,807,478 2,807,478 849,503 13,714,953 8,500,479 356,000 11,300,000 34,720,935 14,228,729 Budget 2008-2009 5,120,791 27,835,337 2,958,565 2,958,565 6,402,765 6,402,765 12,285,872 1,589,200 4,598,935 18,474,007 32,956,128 2,800,771 2,800,771 14,199,411 8,823,725 131,000 1,750,000 24,904,136 5,251,221 2009-2010 CITY OF FLAGSTAFF WATER AND WASTEWATER FUND FIVE YEAR PLAN 2009-2014 3,961,870 29,631,412 2,968,885 2,968,885 6,543,840 6,543,840 12,593,167 1,628,900 5,896,620 20,118,687 33,593,282 2,811,091 2,811,091 14,483,300 9,000,100 128,000 2,050,000 25,661,400 5,120,791 2010-2011 2,251,784 27,582,397 1,978,305 1,978,305 6,897,147 6,897,147 12,908,089 1,669,600 4,129,256 18,706,945 29,834,181 1,820,511 1,820,511 14,772,800 9,180,000 99,000 24,051,800 3,961,870 2011-2012 1,709,110 28,189,648 157,794 157,794 6,346,700 6,346,700 13,230,791 1,711,300 6,743,063 21,685,154 29,898,758 - 15,068,300 9,363,400 56,000 3,159,274 27,646,974 2,251,784 2012-2013 1,283,737 36,185,042 157,794 157,794 4,377,315 4,377,315 13,561,591 1,754,100 16,334,242 31,649,933 37,468,779 - 15,369,600 9,550,700 43,000 10,796,369 35,759,669 1,709,110 2013-2014 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 101 Ending Fund Balance (1,078,961) 12,032,823 Total Uses of Funds 11,999,256 291,582 231,736 54,949 578,267 1,013,519 331,677 10,075,793 11,420,989 10,953,862 193,429 257,000 448,000 898,429 8,632,269 1,091,788 3,097 331,677 11,703 110,975 10,181,509 (126,076) 33,567 33,567 $ $ Transfers Out General Fund Total Transfers Out Total Expenditures 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 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 1,435 12,886,883 33,567 33,567 12,853,316 363,427 231,736 54,949 650,112 1,180,073 381,134 10,641,997 12,203,204 12,888,318 850,700 230,745 421,000 1,418,682 2,921,127 9,451,179 1,159,644 310,679 4,650 120,000 11,046,152 ( 1,078,961) Estimate 2007-2008 546 11,573,508 33,567 33,567 11,539,941 368,981 231,736 54,949 655,666 1,249,604 346,904 9,287,767 10,884,275 11,574,054 337,007 292,000 398,000 1,027,007 8,876,132 1,287,352 346,904 3,250 31,974 10,545,612 1,435 Budget 2008-2009 261 9,437,722 33,567 33,567 9,404,155 231,736 54,949 286,685 1,182,690 355,580 7,579,200 9,117,470 9,437,983 105,000 214,000 319,000 7,365,240 1,394,367 355,580 3,250 9,118,437 546 2009-2010 CITY OF FLAGSTAFF AIRPORT FUND FIVE YEAR PLAN 2009-2014 586 5,336,982 33,567 33,567 5,303,415 231,736 54,949 286,685 1,212,260 364,470 3,440,000 5,016,730 5,337,568 262,000 90,000 352,000 3,350,500 1,429,204 202,353 3,250 4,985,307 261 2010-2011 586 4,432,118 33,567 33,567 4,398,551 231,736 54,949 286,685 1,242,560 373,580 2,495,726 4,111,866 4,432,704 345,000 246,000 591,000 2,250,000 1,464,339 123,529 3,250 3,841,118 586 2011-2012 519 6,133,104 33,567 33,567 6,099,537 231,736 54,949 286,685 1,273,630 382,920 4,156,302 5,812,852 6,133,623 277,000 153,000 430,000 4,003,172 1,490,733 205,882 3,250 5,703,037 586 2012-2013 256 3,923,767 33,567 33,567 3,890,200 231,736 54,949 286,685 1,305,470 392,490 1,905,555 3,603,515 3,924,023 422,000 108,000 530,000 1,797,500 1,528,048 64,706 3,250 3,393,504 519 2013-2014 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 102 (1) 6,477,282 10,316,943 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 10,061,827 90,400 222,005 10,374,232 6,261,383 Budget 2007-2008 Excludes monies set aside for closure costs and capital reserve Ending Fund Balance (1) Total Uses of Funds 19,488 19,488 Transfers out: General Fund Total Transfers Out 7,591,909 1,102,962 1,589,162 13,422 10,297,455 16,794,226 32,500 32,500 9,811,052 74,153 601,814 32,730 10,519,749 6,241,976 - $ $ Debt Service Bonds Total Debt Service Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures Uses of Funds Total Sources of Funds Transfers In General Fund Total Transfers In Revenues Environmental Services Revenues Intergovernmental Revenues Other Financing Sources Interest on Investments Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2006-2007 3,410,466 14,413,088 19,490 19,490 - 8,883,070 1,307,129 4,027,999 175,400 14,393,598 17,823,554 140,000 140,000 10,921,128 90,400 194,744 11,206,272 6,477,282 Estimate 2007-2008 3,134,636 16,100,944 19,488 19,488 125,500 125,500 10,212,384 1,413,275 3,830,297 500,000 15,955,956 19,235,580 91,950 91,950 13,386,951 146,600 2,000,000 199,613 15,733,164 3,410,466 Budget 2008-2009 2,791,095 14,375,240 19,488 19,488 251,000 251,000 10,351,622 1,441,541 2,311,589 14,104,752 17,166,335 94,709 94,709 13,732,387 204,603 13,936,990 3,134,636 2009-2010 CITY OF FLAGSTAFF ENVIRONMENTAL SERVICES FUND FIVE YEAR PLAN 2009-2014 2,325,332 16,616,652 19,488 19,488 251,000 251,000 10,636,293 1,470,372 4,239,499 16,346,164 18,941,984 97,550 97,550 14,143,621 1,700,000 209,718 16,053,339 2,791,095 2010-2011 165,660 20,259,308 19,488 19,488 251,000 251,000 10,928,791 1,499,779 7,560,250 19,988,820 20,424,968 100,476 100,476 14,584,200 3,200,000 214,961 17,999,161 2,325,332 2011-2012 350,829 ( 15,186,964 19,488 19,488 451,000 451,000 11,229,333 1,529,775 1,957,368 14,716,476 15,537,793 103,491 103,491 15,048,307 220,335 15,268,642 165,660 2012-2013 106,408 ) 16,208,574 19,488 19,488 451,000 451,000 11,538,141 1,560,371 2,639,574 15,738,086 16,102,166 106,595 106,595 15,418,899 225,843 15,644,742 350,829 2013-2014 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 103 Ending Fund Balance Total Uses of Funds Transfers Out HURF Total Transfers Out Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures Uses of Funds Total Sources of Funds $ 486,148 3,079,283 135,000 135,000 594,856 159,674 2,189,091 662 2,944,283 3,565,430 1,146,539 1,146,539 Transfers in General Fund Total Transfers in 1,388,229 910,976 102,593 5,265 11,798 30 1,030,662 $ Revenues Stormwater Revenues User Fees Permits Grants Interest Earnings Misc Total Revenues Beginning Fund Balance Sources of Funds Actual 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 592,520 2,651,513 241,927 241,927 660,949 179,009 1,569,628 2,409,586 3,244,033 1,612,306 1,612,306 1,076,006 59,450 400 9,723 1,145,579 486,148 Estimate 2007-2008 105,209 8,546,959 325,000 325,000 947,971 170,000 7,093,988 10,000 8,221,959 8,652,168 6,787,228 6,787,228 1,199,224 60,936 410 11,850 1,272,420 592,520 Budget 2008-2009 161,916 2,460,666 333,125 333,125 606,788 174,250 1,346,503 2,127,541 2,622,582 1,126,503 1,126,503 1,325,886 62,460 420 2,104 1,390,870 105,209 2009-2010 CITY OF FLAGSTAFF STORMWATER UTILITY FUND FIVE YEAR PLAN 2009-2014 221,728 1,441,892 341,453 341,453 621,833 178,606 300,000 1,100,439 1,663,621 - 1,434,014 64,021 431 3,238 1,501,705 161,916 2010-2011 277,441 1,470,312 349,989 349,989 637,251 183,071 300,000 1,120,322 1,747,753 - 1,455,527 65,622 442 4,435 1,526,025 221,728 2011-2012 328,632 1,499,440 358,739 358,739 653,052 187,648 300,000 1,140,700 1,828,072 - 1,477,367 67,262 453 5,549 1,550,630 277,441 2012-2013 374,854 1,529,293 367,708 367,708 669,246 192,339 300,000 1,161,585 1,904,147 - 1,499,534 68,944 464 6,573 1,575,515 328,632 2013-2014 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 2008 AND 2009 (WITH ACTUALS FOR FISCAL YEAR 2007) Actual 2006-2007 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 Economic Development Airport Environmental Services Special Assessment Districts USGS Utilities Total Debt Service Other Activities Capital Projects Bond Funds 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: Special Improvement District Municipal Facilities Corp G.O. Bonds 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 Budget 2007-2008 Estimate 2007-2008 Budget 2008-2009 $ 103,135,028 158,269,439 261,404,467 97,018,363 221,128,100 318,146,463 114,548,538 162,529,878 277,078,416 75,703,182 191,940,042 267,643,224 7,009,558 7,562,339 16,341,978 9,217,704 14,913,159 43,337,922 20,998,040 5,304,146 112,375 124,797,221 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 8,036,748 8,350,054 15,047,328 10,684,777 15,999,315 48,854,763 41,863,037 6,171,957 175,400 155,183,379 8,891,562 11,201,365 30,638,421 11,030,114 17,934,449 57,869,277 35,914,923 10,281,060 2,955,000 186,716,171 3,113,275 540,327 1,970,147 2,413,053 578,267 91,446 462,439 5,135,330 14,304,284 3,274,072 612,658 1,951,358 1,814,269 650,112 93,525 465,639 5,604,467 14,466,100 3,274,072 612,658 1,951,358 1,814,885 650,112 95,525 465,639 4,937,814 13,802,063 3,320,142 505,743 1,951,108 1,807,478 263,240 655,666 125,500 1,050,462 462,774 5,675,286 15,817,399 7,754,424 7,754,424 146,855,929 55,520,549 55,520,549 273,972,147 32,389,792 32,389,792 201,375,234 27,625,412 27,625,412 230,158,982 11,413,510 (52,844,047) (38,845,356) (38,218,940) 27,153,309 9,785,172 24,888,804 8,730,066 670,094 6,911,893 1,117,267 4,029,381 353,230 526,801 361,109 (1,138,739) 582,474 2,311,818 580 244,795 4,837,909 828,857 124,144 257,955 218,984 98,750 (422,370) 642,740 23,238 - 1,869,964 3,785,483 920,732 4,566,904 463,754 361,134 395,213 (510,875) 474,046 1,969,435 - 250,983 3,201,901 3,014,562 285,317 182,277 182,817 51,361 70,212 16,396 137,380 - 348,355 1,088,299 363,154 350,155 2,072,156 306,801 348,355 2,089,934 282,908 348,355 3,054,196 195,720 20,607,569 (125,687) 24,700,263 50,225 3,445,309 1,536,422 10,235,564 (4,363,373) 9,574,162 2,079,252 3,927,927 3,123,112 95,528 137,012 117,888 140,796 17,657,707 17,583,282 14,228,729 5,251,221 (1,078,961) 830,700 6,477,282 486,148 623 1,705,620 346,537 1,435 3,410,466 592,520 546 3,134,636 105,209 218,964 - - - $ 114,548,538 44,174,316 75,703,182 37,484,242 104 City of Flagstaff GENERAL ADMINISTRATION DEPARTMENT MISSION It is 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 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 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. Human Resources works to position the City as a quality employer within the community through recruitment and retention tactics, a comprehensive and affordable compensation and benefits package and a well-trained staff 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 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. 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 105 City of Flagstaff Annual Financial Plan 106 City of Flagstaff 1 Intergovernmental Liaison 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 1 HR Benefits Specialist 1 HR Recruitment Specialist .75 HR Analyst 1 Admin Asst 1 Admin Spec 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 Associate 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 MISSION 9 9 9 9 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 Finished transition of new Utilities Director. Facilitated Council budget priorities retreat. Implemented Cityfest. Coordinated development of a new web site. FY 09 NEW INITIATIVES ¾ ¾ 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. ¾ ¾ ¾ ¾ ¾ ¾ FY 08 ACCOMPLISHMENTS 9 9 CITY MANAGER Working with staff and Council, explore options and alternatives to strengthen the City’s Governmental Relations program. Assist coordination between Leadership, Budget, Human Resources staff, and EAC in the examination of compensation issues and alternatives. Initiate an outreach program between the City Manager and key community stakeholders. Begin review of organizational design and structure. Working with Alliance partners, develop and implement a communication plan to better inform citizens about the Alliance. Assist E-Gov team with developing/implementing technology improvements, including video streaming of Council meetings. Initiate an audit of current City communication methods. Develop a City communications plan with strategies to address opportunities found in audit and to address Council priorities. Hired a new Utilities Director. Hired a new Human Resources Director. 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 06 CY 07 CY 08 CY 09 Actual Actual Estimate Proposed Measures: Number of live and taped television reports in a year 50 15 48 48 Number of live and taped radio reports in a year 100 100 100 100 Special Sunday inserts in the Arizona Daily Sun 9 10 15 N/A Annual Financial Plan 107 City of Flagstaff GENERAL ADMINISTRATION DIVISION 01 CITY MANAGER Council Priority/Goal: QUALITY OF LIFE Goal: Improve and simplify citizen access to city information and services. Objective: Develop and implement and plan to increase online services to citizens via the city web site. CY 06 CY 07 CY 08 Actual Actual Estimate Measures: Plan with needed online service developed in CY 08 N/A N/A 100% Video streaming of Council Work Session are available to N/A N/A 100% staff and citizens Survey citizens on knowledge and use of online service and N/A N/A 100% information Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Provide direction and support of the Utilities Department, Legal Department, regional State agencies to developing long-range water acquisition and use policies and strategies. Objective: Development of long-range water acquisition and use policies and strategies. CY 06 CY 07 Measures: Actual Actual Receive approval of acquisition and use policies for strategies 0 50% from the appropriate authority, Colorado Plateau, Water Resources or City Council 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 06 Measures: Actual Return phone calls to citizens, staff and Council within 24 95% hours Provide solutions to citizen's problems directly without 80% unnecessarily transferring calls to other departments Provide the same responses to internal customers 99% CY 09 Proposed N/A N/A N/A partners, and Federal and CY 08 Estimate 50% CY 09 Proposed 90% CY 07 Actual 98% CY 08 Estimate 100% CY 09 Proposed 100% 95% 100% 100% 100% 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 06 CY 07 Measures: Actual Actual Successful transition for 50% of leadership positions 100% 100% in key leadership positions CY 08 Estimate 100% CY 09 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 key stakeholders to develop policies and procedures to administer economic incentives. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Implementation of policies and procedures 0% 80% 100% N/A Annual Financial Plan 108 City of Flagstaff GENERAL ADMINISTRATION DIVISION 01 CITY MANAGER Council Priority/Goal: QUALITY OF LIFE Goal: Coordination of regional communicators to work on local issues that can impact community. Objective: Be knowledgeable, participate in training and update as needed communication plans for emergencies. CY 06 CY 07 CY 08 CY 09 Actual Actual Estimate Proposed Measures: At least four meetings of all area PIO's in a year 3 5 8 4 Develop a regional communication plan for area emergencies 1/2 1 Yes N/A Participate in at least two emergency training drills in a year 2 actuals 2 1 2 Council Priority/Goal: FISCAL HEALTH Goal: Inform/educate citizens and residents of northern Arizona about the Alliance of the 2nd Century. Objective: Citizens and residents to have a better understanding of local leadership cooperation, partnerships and financial benefits to citizens and the community. CY 06 CY 07 CY 08 CY 09 Actual Actual Estimate Proposed Measures: Completed communication plan from Alliance PIO’s. N/A N/A 100% N/A Implementation of communication plan through media N/A N/A 50% 100% outreach and to citizens groups Citizen survey shows greater understanding of Alliance and its N/A N/A 100% 100% function and benefits 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 06 CY 07 CY 08 Measures: Actual Actual Estimate 2 to 4 training session a year 4 4 4 Develop additional staff as customer service trainers trained 4 Train 4 10 Annual citizen survey of city services 1 0 1 Council Priority/Goal: AFFORDABLE HOUSING Goal: Citizens are knowledgeable about the City’s Affordable Housing efforts. Objective: Coordinate with Affordable Housing staff on the planning and timely release of information services and new initiatives. CY 06 CY 07 CY 08 Measures: Actual Actual Estimate 2 to 4 meetings a year with housing staff to plan/update N/A N/A 2 outreach methods Immediate response to housing staff requests for N/A N/A 100% dissemination of information to the community/citizens Survey citizens on knowledge of housing services N/A N/A 1 CY 09 Proposed 2 N/A 1 on programs, CY 09 Proposed 4 100% 1 Council Priority/Goal: CAPITAL IMPROVEMENTS Goal: Citizens are knowledgeable about current projects and future planning efforts. Objective: Support Capital Improvements staff on the timely release of information on current work program and citizen outreach for feedback on future projects. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Immediate response to capital staff requests for writing and/or N/A N/A 100% 100% dissemination of information to the community/citizens about projects and project impacts. Assist staff as requested on community outreach meetings in N/A N/A 100% 100% the planning of future projects. Annual Financial Plan 109 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 2006-2007 $ 848,175 217,781 15,534 $ 1,081,490 Adopted Budget 2007-2008 $ 728,269 249,195 13,175 $ 990,639 Estimated Expenditures 2007-2008 $ 735,948 216,437 20,696 $ 973,081 Proposed Budget 2008-2009 $ 815,913 238,015 16,475 $ 1,070,403 Budget-Budget Variance $ 87,644 (11,180) 3,300 $ 79,764 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION DISABILITY AWARENESS PUBLIC INFORMATION CUSTOMER SERVICE TOTAL $ 941,671 1,793 117,211 20,815 1,081,490 $ 822,984 8,105 109,300 50,250 990,639 $ 835,689 9,192 108,200 20,000 973,081 $ 879,948 8,105 132,100 50,250 1,070,403 $ 56,964 22,800 79,764 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 740,515 50,318 61,539 122,670 12,904 14,291 68,166 1,070,403 COMMENTARY: The City Manager's operating budget has increased 8% and there are no capital expenditures. Personal Services increases are due to a (1) FTE Intergovernmental Liaison position. In addition, there is a 1% market adjustment, expected merit adjustments, and a small increase in health insurance. Contractual decreases are due to a one time prior year cost to search for new City Manager. Commodities reflect no major increase/decrease. There is no major capital (>$10,000) for this division. Annual Financial Plan 110 City of Flagstaff GENERAL ADMINISTRATION DIVISION 02 CITY CLERK MISSION FY 08 ACCOMPLISHMENTS The mission of the City Clerk’s office is to support the values of the community and to administer and safeguard the integrity of the municipal governing process by: conducting fair and open municipal elections, overseeing the timely and accurate accumulation, organization, dissemination, and accessibility to public records; and ensuring legal compliance of all official postings, public notices, and related advertising. 9 9 9 9 9 9 9 Conducted two Board and Commission member training sessions and one staff training session. Conducted the March, 2008 Primary and May, 2008 General Elections. Completed the Initial Review and Organization of the City’s Policies and Procedures. Continued Training for Members of the City Clerk’s Division. Catalogued Records and Updated Retention Schedules for about 40% of City Departments. Continued the expansion of Website Services. Hired Assistant for the Mayor and Council. 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 09 NEW INITIATIVES ¾ ¾ ¾ ¾ ¾ Finalize the City’s Policies and Procedures. Continue Expansion of Website Services to Meet New Legal Mandates. Begin the groundwork for a Full Service Records Facility and Initial Planning. Hire a 1/2 FTE to take on Records Warehouse Activities. Revise and Update the Board and Commission Member Handbook. PERFORMANCE MEASURES Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Training of new staff members. Objective: To provide training opportunities pertinent to staff needs. CY 06 Measures: Actual The City Clerk has attended the AMCA Clerks' Academy, 100% AMCA Annual Conference, and Elections Training and Completed participated in leadership training The Deputy City Clerk has attended the AMCA Clerk’s 100% Institute, AMCA Annual Conference, and Elections Training; Completed and additional miscellaneous training has been budgeted The Executive Administrative Assistant has a budget for local, 0% training of her choice and was enrolled in the Leadership Completed Talent Development Program prior to leaving the City Annual Financial Plan 111 CY 07 Actual 100% Completed CY 08 Estimate 100% by 06/30/08 CY 09 Proposed 100% by 6/30/09 66% Completed 100% by 06/30/08 66% Completed 0% Completed 100% by 06/30/08 40% Complete 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, 2008 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Received Justice Department Pre-clearance 100% Off Election 100% by 100% by Completed Year 6/30/08 06/30/09 All notices were translated and published in accordance with 100% Off Election 100% by 100% by established timelines Completed Year 6/30/08 06/30/09 No complaints of election irregularities were received 100% Off Election By 100% by Success Year 06/30/08 06/30/09 Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Board and Commission Member Training. Objective: Redesign and Reinitiate Board and Commission Member Training. CY 06 Measures: Actual Board and Commission Member Handbook updated and 100% distributed to all Boards and Commission members and Staff Completed Liaison and posted on the City's website as a fully linked document Board and Commission member training and Staff Liaison 100% training redesigned Completed Two Board and Commission member training sessions 100% Conducted and One Staff Liaison training conducted Completed Annual Financial Plan 112 CY 07 Actual 100% Completed CY 08 Estimate 100 % By 06/30/08 CY 09 Proposed 100% By 06/30/09 100% Ongoing 100% Completed 100 % By 06/30/08 100% By 06/30/08 100% By 06/30/09 100% 06/30/09 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 2006-2007 $ 219,513 29,687 6,577 1,179 $ 256,956 Adopted Budget 2007-2008 $ 263,672 215,651 13,535 $ 492,858 Estimated Expenditures 2007-2008 $ 260,318 205,759 6,985 $ 473,062 Proposed Budget 2008-2009 $ 286,664 26,100 2,570 9,197 $ 324,531 Budget-Budget Variance $ 22,992 (189,551) (10,965) 9,197 $ (168,327) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ELECTIONS TOTAL $ 256,956 256,956 $ 302,948 189,910 492,858 $ 283,152 189,910 473,062 $ 324,531 324,531 $ 21,583 (189,910) (168,327) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 244,981 9,297 17,363 32,218 1,579 2,965 16,128 324,531 COMMENTARY: The City Clerks operation budget has decreased 36% with capital expenditures of $9,197 resulting in an overall net decrease of 34%. Personal Services increase is for a 1% market adjustment, expected merit adjustments and a small increase in health insurance. Contractuals decreases are due to prior year one-time election expenditures. Commodities decreased due to higher costs for office furniture in prior year. There is no major capital (>$10,000) for this division. Annual Financial Plan 113 City of Flagstaff GENERAL ADMINISTRATION DIVISION 04 MISSION 9 The mission of the Human Resources division is to support the City of Flagstaff’s commitment to enhancing partnerships 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. Human Resources works to position the City as a quality employer within the community through recruitment and retention tactics, a comprehensive and affordable compensation and benefits package and a well-trained staff. 9 9 9 9 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. 9 9 9 9 FY 08 ACCOMPLISHMENTS 9 9 9 9 9 9 9 9 9 9 Used the results of the survey conducted in 2007 and identified ways to improve and promote excellent customer service such as creating awareness and additional training. Identified two methods to communicate and explain what “excellent customer service” is this year. A link was created on the City’s intranet for the Customer Service Committee communication and a quarterly news bulletin was established. Evaluated the probationary period for Police Officers and updated the policy to reflect changes. Provided five Ethics training sessions as of January 2008 and trained 262 employees. The training was created to increase the awareness and understanding on how the recently approved Ethics Policy applies to them. Implemented an informal training program to help integrate new employees into the organization. Promote the Leadership Talent Development Program (LTDP) citywide and four courses as part of the program. Evaluated the effectiveness of the program and the City has promoted from within 65% of the time versus 35% of employees are hired from the outside. Annual Financial Plan 9 9 HUMAN RESOURCES Conducted a market analysis in October 2007 to ensure salaries are within market. In addition, conducted salary surveys for Magistrates, City Council, GIS and assignment pay. Completed the broad banding of Project Managers, Court Judicial Specialists and Attorneys in order to address classification and compensation issues. Revised compensation for Police, Dispatch, CDL drivers, and Attorneys to improve recruitment and retention. Implemented an orientation for supervisors and managers. Provided two training sessions and 65 employees participated. Provided development opportunities to employees such as Powerful Business Writing, Technical Writing Skills, Peer to Boss, Supervisor’s Academy, Computer training (Excel, Word, Access and PowerPoint), Media Relations, and Drug & Alcohol Awareness Training for Supervisors. Updated the Continuing Education Policy, so more employees can benefit from the program. Researched and implemented a policy on Veteran’s Preference. Implemented “H.T.E. HR Net, Applicant Tracker, and Click2Gov Applications” in order to support the organization with personnel and training records management and recruitment efforts. Implemented a procedure in order to comply with the new E-Verification requirements. Increased the number of face-to-face exit interviews. Completed a position control audit. Participated in an IRS audit and completed all items that needed to be updated in order to address areas of concern. Updated the Take Home Vehicle policy and procedure in order to meet IRS requirements. Created and implemented an FLSA policy to address deductions from Exempt employee’s paychecks. FY 09 NEW INITIATIVES ¾ ¾ ¾ 114 Using the results of the survey conducted in 2007 identify ways to address the importance of internal customer service and provide training on conflict resolution. Work with Payroll/Finance to implement “H.T.E. Click2Gov Employee Self Serve”, so employees will be able to see their payroll deductions and benefits online. Continue to evaluate the new HR application installed this year “H.T.E. HR Net, Applicant Tracker and Click2Gov Applications” in order to determine City of Flagstaff GENERAL ADMINISTRATION DIVISION 04 FY 09 NEW INITIATIVES-cont. ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ additional ways to provide services through the use of technology. Evaluate the evaluation intervals and probationary period for the Court, Fire and Dispatch divisions. Conduct a follow Climate Survey in October 2008 to measure effectiveness of changes made since the last survey was conducted in 2005. Provide Ethics training for all new employees. Evaluate the current courses offered in the Leadership Talent Development Program (LTDP) to ensure they are meeting the organization’s needs. Based on the feedback from the training needs survey and review of the LTDP program, consider adding a second part to the LTDP program. Implement a recruitment incentive policy/program in order to improve recruitment and retention. Review positions that are receiving retention pay to determine if it is still necessary or what other actions may be taken. ¾ ¾ ¾ ¾ ¾ ¾ HUMAN RESOURCES Review the City’s current pay structure and the Compensation policy to ensure it is still meeting the organization’s goals and objectives. Conduct training needs survey. Based on the results of the needs survey, evaluate the courses being offered and add or change as necessary in order to meet the goals and objectives of the organization. Consider the addition of a customer satisfaction survey that would be sent out by HR annually in order to measure how successful we are meeting the needs of our customers. Work with others in the organization to create a pandemic flu policy. Work with the new City Manager to identify additional goals, priorities and other training; on organization wide strategic planning; and on workforce planning. Review the organizational structure to capitalize on organizational effectiveness and efficiency. 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Identify 4 areas for improvement by 6/30/06 3 3 Completed Completed Implement at least 2 recommendations 3 2 2 Completed 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Ethics policy is developed by 6/30/07 Yes Completed Completed Completed Provide Ethics training to all employees by 6/30/08 10% 34% 100% Completed Provide Ethics training to all new employees each year N/A N/A 200 200 (number of participants) Annual Financial Plan 115 City of Flagstaff GENERAL ADMINISTRATION DIVISION 04 HUMAN RESOURCES Council Priority/Goal: CUSTOMER SERVICE Goal: Continue to evaluate the new HR applications installed this year “H.T.E. HR Net, Applicant Tracker and Click2Gov Applications” in order to determine additional ways to provide services through the use of technology. Objective: Develop new ways to provide customer service using new HR applications. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Identify 2 areas for improvement by 6/30/08 N/A N/A 2 2 Implement at least 1 recommendation each year N/A N/A 1 1 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 06 CY 07 Measures: Actual Actual Train managers and supervisors in all departments - "Setting a 1 (Fire) 1 Climate for Development" (number of departments) Provide career development for employees who are interested 28 14 in assuming leadership roles - "Taking Charge of Your Own Career Development" (number of participants) as needed across a broad CY 08 Estimate Completed CY 09 Proposed Completed 15 15 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Provide a salary structure that aligns with market 9% 2% 1% Unknown Provide health insurance options for employees by 1/07 3 Options No Change No Change Tiers Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Professional Development. Objective: Identify and develop training programs to enhance employees' professional development. CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Develop at least two workshops to address employee 3 3 2 development CY 09 Proposed 2 Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Review the City’s Employee Handbook and HR Administrative policies to ensure they are meeting the goals and objectives of the organization. Continue to review the policies until all policies have been evaluated within the last two years. Objective: Identify policies to be updated or created to support the organization. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Identify at least three policies to update or create until all N/A N/A 3 2 policies have been reviewed within the last two years Annual Financial Plan 116 City of Flagstaff GENERAL ADMINISTRATION DIVISION 04 HUMAN RESOURCES Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Conduct an annual HR satisfaction survey to determine if we are meeting the needs of the organization and our customers. Objective: Ensure we are meeting the needs of the organization and our customers by measuring their satisfaction and making adjustments were needed. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Rating of 80% or higher with improvement each following year N/A N/A 80% 85% Identify two areas of improvement annually N/A N/A 2 2 Implement at least on recommendation each year N/A N/A 1 1 Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Maintaining a work environment that is free of discrimination, harassment, intimidation and retaliation. Objective: Preventing and correcting unlawful discrimination and harassment in employment policies, procedures, practices and operations. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Number of EEO Complaints N/A 2 1 Unknown Complaints with substantiated findings N/A 1 Unknown Unknown Corrections implemented N/A 5 Unknown Unknown Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Recruitment & Retention Objective: Increase retention and limit the amount of time spent recruiting quality applicants for open vacancies. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Number of Vacancies 231 220 210 Unknown Average time frame to fill a position Unknown Unknown 10 weeks Unknown Number of positions advertised multiple times 5 16 10 Unknown Number of positions advertised as open until filled Unknown 18 24 Unknown Turnover rate 16.46% 11.18% 13% Unknown Above/Below Local and State Government Rate 0.56% 4.12% Unknown Unknown above below Annual Financial Plan 117 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 2006-2007 $ 425,786 58,899 26,491 1,481 $ 512,657 Adopted Budget 2007-2008 $ 460,884 78,140 23,025 $ 562,049 Estimated Expenditures 2007-2008 $ 303,269 56,058 15,728 $ 375,055 Proposed Budget 2008-2009 $ 468,110 87,725 26,050 $ 581,885 Budget-Budget Variance $ 7,226 9,585 3,025 $ 19,836 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION RECRUITMENT AND SELECTION BENEFITS COMPENSATION AND CLASS. TRAINING & DEVELOPMENT DIVERSITY AWARENESS COMM. TOTAL $ 428,653 2,928 80,114 962 512,657 $ 399,887 58,575 800 98,562 4,225 562,049 $ 261,982 39,323 800 68,725 4,225 375,055 $ 394,496 65,623 4,325 41,610 71,606 4,225 581,885 $ (5,391) 7,048 4,325 40,810 (26,956) 19,836 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 410,950 29,603 26,923 60,503 5,066 7,572 41,268 581,885 COMMENTARY: The Human Resources operating budget has increased 4% and there are no capital expenditures. Increase in Personal Services is for .25 Human Resources Generalist position. In addition, there is a 1% market adjustment, expected merit adjustments, and a small increase in health insurance. Commodities increase reflects additional costs for benefits. There is no major captial (>$10,000) for this division. Annual Financial Plan 118 City of Flagstaff GENERAL ADMINISTRATION DIVISION 05 RISK MANAGEMENT MISSION FY 08 ACCOMPLISHMENTS The mission of the Risk Management division is to develop and maintain an integrated multi-disciplinary program for effective management of the City’s resources, assets and liabilities, to protect its employees, property, and citizens and enable the City to achieve its primary aims of enhanced quality of life and service to its citizens. 9 9 9 9 9 9 Successfully managed and negotiated ADOSH citywide general inspection. Liability claims – 78 closed during calendar year 2007. $26,700 was recovered from negligent 3rd parties Trained over 500 employees in a variety of safety oriented classes. Work Comp Frequency rates improved by 14%. Accident review board procedures rewritten and adopted. 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 09 NEW INITIATIVES ¾ ¾ ¾ ¾ Conduct job hazard analysis citywide. Implement safety performance standards. Mandatory defensive driver training for employees assigned City vehicles. Conduct customer service survey of claimants. 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 06 Measures: Actual Number of OSHA compliance and general safety training 15 classes presented Percent increase in number of safety training classes N/A Number of employees trained N/A Annual Financial Plan 119 CY 07 Actual 36 CY 08 Estimate 45 CY 09 Proposed 45 240% 412 125% 515 115% 600 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Number of safety inspections and ergonomic evaluations 16 19 30 30 Conduct Accident Review Board meetings 11 7 8 9 Number of recommendations promulgated from ARB and N/A 167 36 30 safety committees Reduce number of workers compensation claims as compared Down 10% Up 27% Down 10% Down 10% to previous year by stated % Measure success of Return to Work & Sick Industrial program Down by Exceeds Does not Does not by number of lost workdays per FTE as compared to ICMA 12% Benchmark exceed exceed benchmark Up 236% benchmark benchmark by greater by greater than 5%. 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 06 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 06 Measures: Actual Average number of calendar days from receipt of complete 26 claim to claim closure (Non-litigated) Percent of complete non-litigation citizen claims closed within 58% 30 days Council Priority/Goal: FISCAL HEALTH Goal: Reduce the frequency and severity of public entity liability claims. Objective: Reduce liability claim expenditures. FYE 06 Measures: Actual Total payments for investigation, defense and settlement of 623,983 liability claims including insurance carrier contribution Less than 10% of liability claims proceeding to litigation 18% + No more than 10 claims per 10,000 population 9 (Population estimated 61,185) Annual Financial Plan 120 CY 07 Actual 519 CY 08 Estimate 400 CY 09 Proposed 300 81% 90% 95% 62% 80% 80% CY 07 Actual 25 CY 08 Estimate 25 CY 09 Proposed 25 64% 75% 75% FYE 07 Actual 204,230 FY E08 Estimate 364,934 FYE 09 Proposed 275,000 9% 11 + 11% + 10 9% 10 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 2006-2007 $ 153,583 19,434 7,880 $ 180,897 Adopted Budget 2007-2008 $ 214,553 29,694 3,435 $ 247,682 Estimated Expenditures 2007-2008 $ 209,962 27,082 3,730 $ 240,774 Proposed Budget 2008-2009 $ 222,443 33,726 4,919 $ 261,088 Budget-Budget Variance $ 7,890 4,032 1,484 $ 13,406 $ $ $ $ $ $ $ $ 261,088 261,088 $ $ $ 186,594 11,604 14,478 26,955 1,872 3,104 16,481 261,088 EXPENDITURES BY PROGRAM: ADMINISTRATION TOTAL 180,897 180,897 247,682 247,682 240,774 240,774 13,406 13,406 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ COMMENTARY: The Risk Management operating budget has increased 5% with no captial expenditures. Personal Services increase is for a 1% market adjustment, expected merit adjustments, and a small increase in health insurance. Contractual increases are one-time costs for additional training. Increases in Commodities are for one-time work order charges for the Cherry Building facility. There is no major capital (>$10,000) for this division. Annual Financial Plan 121 City of Flagstaff GENERAL ADMINISTRATION DIVISION 07 CITY ATTORNEY MISSION PROGRAM DESCRIPTION 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. 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 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. FY 08 ACCOMPLISHMENTS CUSTOMER SERVICE / ORGANIZATIONAL SUPPORT Requests for Legal Assistance CY 2004 CY 2005 CY 2006 CY 2007 Contracts (includes contracts, development agreements, grants, IGAs, bids) 90 200 220 275 Legal Opinions/Research 35 54 99 80 Ordinances/Resolutions 124 157 117 117 Real Estate 19 36 33 29 Claims/Litigation/Hearings 17 18 22 15 Public Records Requests Not Available Not Available 18 10 77 59 55 80 362 524 564 606 Miscellaneous Total: 9 83% have been completed and 17% are continuing projects. 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 20% increase in requests for contract review, and a 31% increase in miscellaneous requests which may include: human resources/personnel issues, policy and procedure review, city code violations and/or enforcement issues, form review or creation, surety/assurance approvals, and garnishments. 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 606 formal requests for legal assistance made in 2007, Annual Financial Plan 122 9 In an effort to streamline City processes, the City Attorney’s Office has worked to create and update contract templates and worked with the Procurement Department to standardize procurement processes. 9 Provided support and documentation for the City’s real estate negotiations and acquisition, including the Yavapai Land Exchange, land trust properties, a land swap for a fire station, and a variety of eminent domain actions. City of Flagstaff GENERAL ADMINISTRATION DIVISION 07 CITY ATTORNEY PUBLIC SAFETY Criminal Cases CY04 CY05 CY06 CY07 New Criminal Cases 3,637 3,604 3740 4024 Domestic Violence Cases Driving Under the Influence (DUI) cases Criminal Traffic Cases (excluding DUI) Sales Tax Cases Other Cases Underage Alcohol Drug/Drug paraphernalia cases 607 697 572 27 1,533 179 326 529 679 623 39 1,334 93 307 604 723 567 28 1,370 152 296 659 686 555 22 1,587 194 321 Cases Involving a Victim Victims' Services Performed (FY stats) Cases Reviewed for Charging Referred by PD Pre-trial Conferences Pending DUI files at year end 622 Not Available 693 6,636 Not Available Not Available Not Available Not Available 187 204 983 8,866 223 3,463 247 1161 12,761 449 3,658 225 -6% -1% 4% 7% % Increase in New Criminal Cases from Prior Year: 9 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 9 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 9 The City Attorney’s Office has been actively involved in supporting staff’s negotiations, working with outside counsel, and drafting documents in economic development activities including the technology and incubator projects, the conference center, expansion of existing businesses, expanded airport service and leases, and redevelopment projects at the former sawmill site and the Mall. AFFORDABLE HOUSING 9 The Office also reviews numerous requests for charging that come to the Office on a weekly basis from police officers and citizens, and draft and file complaints or decline charging as appropriate. The Office also coordinates with Coconino County Drug Court to enroll appropriate candidates into that program. Annual Financial Plan 9 123 The City Attorney’s Office has reviewed RFPs and numerous contracts related to housing issues, has provided legal research and advice concerning incentives and options for funding low-income and workforce housing, prepared leases, and responded to legal concerns raised by staff and council concerning the legality of a variety of proposals for increasing the affordable housing stock in the City. City of Flagstaff GENERAL ADMINISTRATION DIVISION 07 COLLABORATION SUSTAINABILITY 9 CITY ATTORNEY The City Attorney’s Office has worked with the Utilities Division on matters related to increasing the City’s water supply. In addition, the Office participates in the Sustainability Leadership Team which is working to develop, promote, and administer sustainable internal operations within the City of Flagstaff. The Office also assisted in implementing an agreement between the City and the Northern Arizona Renewable Energy Purchasing Group, which works to promote the use of renewable energy by governments in northern Arizona. 9 The City Attorney’s Office has drafted and reviewed numerous intergovernmental agreements with other public entities. In addition, the City Prosecutor has been actively involved in regional criminal justice issues through participation in the Coconino County Criminal Justice Integration Project, the Coconino County Criminal Justice Coordinating Council, the Arizona Criminal Misdemeanor Issues Group, and the development of a mental health court program for Flagstaff Municipal court -- a first in Coconino County. PLANNING FOR GROWTH 9 9 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 project. FY 09 NEW INITIATIVES ¾ ¾ The Office has worked on a number of amendments to the Land Development Code, including the creation of the Traditional Neighborhood Design District and amendments to the adult use, sign, and accessory dwelling unit regulations. ¾ Property Maintenance Ordinance: creation, adoption and enforcement. Housing Initiatives: legal issues concerning development of land trust properties, financing, and homeless shelter. Land Development Code revisions. 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. FY 06 FY 07 FY 08 FY 09 Measures: Actual Actual Estimate Proposed Approval of the land lease --Completed N/A N/A Approval of the eligibility regulations --Completed N/A N/A Develop contract documents for development project --Completed N/A N/A Objective: 1. Support initial construction of land trust units. 2. Support additional housing initiatives. CY06 Actual ----- Measures: RFP and Contract for land trust project Land lease documents for specific projects Annual Financial Plan 124 CY 07 Actual 1 1 CY 08 Estimate 2 2 CY 09 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 06 FY 07 FY 08 FY 09 Measures: Actual Actual Estimate Proposed Create templates for Rio de Flag project --On Hold N/A N/A Develop contracts/procedures for Job Order Contracting --Abandoned N/A N/A Review/update/standardize existing agreements and --Several 2 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 06 FY 07 FY 08 Measures: Actual Actual Estimate Develop new policies and schedules for maintenance, release, --Distributed Completed redaction, and destruction of records for Review Create forms for requests and responses --Distributed Completed for Review FY 09 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. CY06 CY 07 CY 08 Measures: Actual Actual Estimate Contact Client and establish timeline within 3 days --88% 90% Meet Client agreed deadlines --92% 90% Project Completion within 30 days --65% 70% CY 09 Proposed 90% 90% 70% 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 for a for legal discussions. CY06 CY 07 CY 08 Measures: Actual Actual Estimate Trainings provided --4 5 Forms created --15 10 Interdepartmental meetings held --80 80 CY 09 Proposed 5 10 80 Annual Financial Plan 125 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 06 FY 07 FY 08 Measures: Actual Actual Estimate Creation of form agreement --Completed N/A Percentage completion of Code rewrite --25% 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 CY06 Actual ----- CY 07 Actual Completed 0 CY 08 Estimate N/A 1 CY 09 Proposed N/A N/A --- Completed N/A N/A 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. FY06 FY 07 FY 08 Measures: Actual Actual Estimate Create a handbook that includes laws, procedures, and forms N/A Completed N/A for major emergency events (update as needed) Percentage of DUI cases closed within six months of first 80% 85% 90% pretrial conference Percentage of DUI cases closed within four months of first Not Not 80% pretrial conference available available Annual Financial Plan 126 FY 09 Proposed N/A 100% FY 09 Proposed N/A 95% 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 2006-2007 $ 1,196,733 29,750 36,648 $ 1,263,131 Adopted Budget 2007-2008 $ 1,493,369 48,650 53,665 $ 1,595,684 Estimated Expenditures 2007-2008 $ 1,423,924 41,445 68,475 8,000 $ 1,541,844 Proposed Budget 2008-2009 $ 1,627,162 50,678 43,188 $ 1,721,028 Budget-Budget Variance $ 133,793 2,028 (10,477) $ 125,344 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COUNCIL, COMM & DEPT'S POLICE COURT TOTAL $ 163,234 626,898 472,999 1,263,131 $ 330,778 657,307 607,599 1,595,684 $ 294,994 626,883 619,967 1,541,844 $ 245,867 799,194 675,967 1,721,028 $ (84,911) 141,887 68,368 125,344 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 1,421,687 31,431 73,518 115,562 5,538 11,256 62,036 1,721,028 COMMENTARY: The City Attorney operating budget has increased 8% and there are no capital expenditures. Personal Services increase is for a 1% market adjustment, expected merit adjustments, a small increase in health insurance and an Attorney position reclassification. There are no significant Contractual variances and the Commodities decrease is due to prior year one-time expenditures. There is no major capital (>$10,000) for this division. Annual Financial Plan 127 City of Flagstaff GENERAL ADMINISTRATION DIVISION 65 MISSION The mission of the employees of the Flagstaff Municipal Court is to foster a positive and productive environment that promotes the efficient and effective administration of justice. 9 9 PROGRAM DESCRIPTION The Municipal Court is responsible for the adjudication and disposition of all criminal misdemeanor, criminal traffic, local code violations 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. 9 9 9 9 9 FY 08 ACCOMPLISHMENTS 9 9 9 9 9 9 9 9 9 9 Through active case management adjudicated 90% of all cases within 90 days including time a case spent out on a warrant (exceeds ABA standard and state average of 83% for municipal courts). 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 have completed the orientation and training requirements of the Arizona Judicial Branch and we have reported timely. Processed over $3.8M in financial transactions, have complied with the Arizona Supreme Court Minimum Accounting Standards and reported timely. Completed an external audit of financial operations. Increased use of the Fines Fees And Restitution Enforcement (FARE) program including tax intercept cases. Updated a court Self-Evaluation tool in cooperation with the Limited Jurisdiction Court Administrators Association that includes operational standards for limited jurisdiction courts. Implemented recommended security measures. Worked with FPD in establishing security procedures for the courthouse. Renewed the court strategic planning agenda for 08. Worked with the Criminal Justice Coordinating Annual Financial Plan 9 9 9 9 9 9 128 FLAGSTAFF MUNICIPAL COURT Council in developing coordinated plans for the criminal justice system in the county. Participated in the development, review and implementation of a new statewide automated case management system (CMS). The CMS for Superior Courts has been established, the system for limited jurisdiction courts is continuing its development. Expanded electronic transfer process of case information beyond citations to including booking information and long form complaints (court integration program). Funded the implementation of handheld electronic citation units at the Flagstaff Police Department through Judicial Collection Enforcement Funds (JCEF). Participated with Arizona Chief Justices’ Committee on Electronic Courts. Participated with the Chief Justices’ Advisory Committee on public access to court records. Participated in the development of curriculum and as faculty for the Court Leadership Institute. Participated in Arizona Chief Justices’ DUI Committee to reduce disposition time of DUI cases. Helped to develop statewide process that became part of a Supreme Court administrative order. Implemented a pilot DUI case management plan to reduce the time needed to process DUI cases. Coordinated this effort with a county wide DUI case processing plan. Participated in collaboration efforts with numerous groups including the Limited Jurisdiction Court (LJC) Committee a subcommittee of the Arizona Judicial Council, the Criminal Justice Coordinating Council (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. Evaluated effectiveness and continued operation of specialty courts to meet the needs of defendants with cases in the court including a DUI/Drug Court and a Mental Health Court. Implemented a reorganization of court staffing and responsibilities around changes in automation and case filing. Implemented pre-trial services for weekend and holiday initial appearances to help judges make more informed release decisions. Began a facility evaluation study. Anticipate completion of this study prior to the end of FY 08. Received additional funding through Fill The Gap, FARE fees, and other non-general fund sources. City of Flagstaff GENERAL ADMINISTRATION DIVISION 65 FY 09 NEW INITIATIVES ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ Continue to manage the courts case load not only meeting all legal requirements as given in rule and statute, but exceed accepted standards of time to disposition on both a national and statewide basis. Implement permanent changes to expedite DUI cases through an evaluation of the DUI Case Management Plan pilot. Continue with the development of options for new facilities to improve work environment, community access and security at the Municipal Court. Create viable options to present to the City Council for a new court facility. Begin to use state FARE funds along with state Fill The Gap funds to help with additional case load. Publish electronic court filing standards through the Elecronic Court Committee. Implement changes in court operations to allow the standards to be used at the Flagstaff Municipal Court. Work toward rule changes to allow the electronic records to be the official record of the court. Participate in the pilot and implementation of a new automated Case Management System (CMS). ¾ ¾ ¾ ¾ ¾ ¾ ¾ FLAGSTAFF MUNICIPAL COURT Participate in the department wide roll-out of handheld electronic citation devices at the Flagstaff Police Department. Train staff in the implementation of Evidence Based Sentencing. Examine the need for additional specialty courts including a Homeless Court. Expand enforcement efforts the the implementation of an automated calling system for defendants who Fail to Appear (FTA) or Fail to Comply (FTC). Expand the Warrant Officer Division through an agreement with Flagstaff Justice Court to enforce warrants on a broader basis. Participate in leadership development of court staff through the Court Leadership Institute of Arizona (CLIA). Develop and implement a Strategic Plan for 09 in cooperation with the Criminal Justice Coordinating Council. Implement an Electronic Document Management System (EDMS) in coordination with state and county criminal justice partners. PERFORMANCE MEASURES Council Priority/Goal: PUBLIC SAFETY Goal: Timely adjudication of all cases filed before the Court. Objective: Meet or exceed ABA standards and state average for limited jurisdiction courts. CY 06 CY 07 Measures: Actual Actual Total number of charges filed 20,896 18,866 Cases completed in 0 - 30 days (07 state average = 51%) 60% 61% Cases completed in 31 -60 days (07 state average = 23%) 22% 22% Cases completed in 61 - 90 days (07 state average = 9%) 7% 7% Cases completed in 91 - 120 days (07 state average = 11%) 4% 4% Cases completed 121+ days (07 state average = 7%) 7% 6% Time to disposition does not exclude time cases were out on warrant status. Annual Financial Plan 129 CY 08 Estimate 20,000 60% 22% 8% 4% 6% CY 09 Proposed 20,000 59% 22% 8% 4% 7% City of Flagstaff GENERAL ADMINISTRATION DIVISION 65 FLAGSTAFF MUNICIPAL COURT 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 06 CY 07 CY 08 Measures: Actual Actual Estimate Amount of city general funds collected $1,049,891 $1,007,948 $1,050,000 Amount of surcharges/state funds collected $1,552,517 $1,716,033 $1,800,000 Amount of other local funds collected $222,271 $348,999 $400,000 Total amount of fines/fees collected $2,824,679 $3,072,980 $3,250,000 Amount of restitution paid Amount of bonds posted Total amount of pass-through funds Total all financial transactions DEPARTMENT: DIVISION: $35,114 $487,909 $523,023 $3,347,702 $38,514 $737,986 $776,500 $3,849,480 $40,000 $500,000 $540,000 $3,790,000 CY 09 Proposed $1,100,000 $1,900,000 $450,000 $3,450,000 $42,000 $550,000 $592,000 $4,042,000 GENERAL ADMINISTRATION 65-CITY COURT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2006-2007 $ 1,570,051 493,345 52,138 35,501 $ 2,151,035 $ $ Adopted Budget 2007-2008 1,778,026 721,526 51,525 2,551,077 Estimated Expenditures 2007-2008 $ 1,806,141 629,584 53,011 15,000 $ 2,503,736 Proposed Budget 2008-2009 $ 2,112,464 709,021 65,457 24,000 $ 2,910,942 Budget-Budget Variance $ 334,438 (12,505) 13,932 24,000 $ 359,865 $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COURT SERVICES RECORDS MANAGEMENT COURT ENFORCEMENT WARRANT DIVISION COURT OPERATIONS TOTAL $ $ 1,008,845 519,221 341,261 281,708 2,151,035 $ $ 1,242,514 571,775 446,236 290,552 2,551,077 $ 1,225,882 542,343 445,138 290,373 2,503,736 $ 1,200,843 747,270 66,279 541,246 142,905 212,399 2,910,942 $ $ 2,910,942 2,910,942 $ (41,671) 175,495 (379,957) 250,694 142,905 212,399 359,865 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The City Court operating budget has increased 13% and capital expenditures total $24,000 resulting in an overall net increase of 14%. Personal Services increases are due to a 1% market adjustment, expected merit adjustments, a small increase in health insurance and an addition of (2) FTE's. One-time expenditures include $71,463 increased costs with integration project, $20,000 FTA Call Program, $19,000 Electronic Document Mgmt System and $20,000 Public Defender contract. Major capital (>$10,000) includes $24,000 for a police intercepter. Annual Financial Plan 130 City of Flagstaff GENERAL ADMINISTRATION DIVISION 84 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. 9 9 TOURISM - CVB well as “Top Adventure Town” designation by National Geographic Adventure Magazine Increased number of journalist visits (approximately 45) through partnership with AOT and other group press trips Hosted three press trips with a total of ten media outlets utilizing thematic concepts (Route 66 and Place-based foods) PROGRAM DESCRIPTION FY 09 NEW INITIATIVES 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. ¾ ¾ ¾ ¾ ¾ FY 08 ACCOMPLISHMENTS 9 9 9 9 9 9 9 9 9 Received “Economic Engine of Arizona” award. In coordination with five area hotels, expanded sales efforts and promoted winter travel to Flagstaff from northern Mexico. Introduced new ad campaign reflective of our new branding efforts. Developed and launched new CVB website. Implemented new e-marketing tool “My Flagstaff” to promote travel during shoulder and off-seasons. Produced comprehensive sales kits and CD-rom versions for sales, film, and public relations. Introduced new online customer relationship management program, SimpleView, including new lead tracking mechanisms for staff. Implemented new tracking reports for stakeholders, specific to tour groups. Garnered significant media coverage, including Ellen DeGeneres Show, Sunset and Figure Magazines, as Annual Financial Plan ¾ ¾ ¾ ¾ 131 Actively utilize e-mail database to further promote events and encourage travel to Flagstaff during shoulder and off-seasons. Produce three new collateral pieces (5-day Explorer guide on hiking trails, new Japanese 5-day Explorer guide, and additional special interest brochure). Conduct conversion study that focuses on the effectiveness of CVB collateral materials and visitation to our area. Increase story pitch efforts resulting in more feature articles within targeted locations (ie new direct flight destinations from Flagstaff Pulliam Airport). Increase exposure of Flagstaff as a filming location, creation of a locations photo/contact database, and creation of a Flagstaff Production Guide. Continue educating local community regarding benefits of the tourism and hospitality industry through press release distribution, National Tourism Week programming, TV and radio interviews, and community involvement. Continue exploring and evaluating sustainable tourism opportunities through SEDI and City of Flagstaff’s sustainability program. Expand tour and travel sales efforts into northern Mexico; and, develop new sales and marketing programs to reach the Japanese market. Increase sales and marketing efforts in the meetings and conference market; generate leads for the High Country Conference Center and other stakeholders. 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Track number of leads/room nights 141/31,974 172/31,259 150/35,000 175/38,000 Hotel occupancy percentage; revpar figures 64.9% / 67.2% / 69.5% / 72.5%/ $46.31 $51.70 $55.00 $59.00 Track percentage of increase/decrease of BBB revenues up 8.3% up 4.7% up 5% up 7% Council Priority/Goal: COLLABORATION AND FISCAL HEALTH Goal: Facilitate partnerships with state agencies (ie AOT, ATA) and other trade associations (ie NTA, MPI). Objective: Regularly attend meetings to ensure high visibility of the Flagstaff CVB on a statewide level; and pursue all funding opportunities through agency collaboration. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed AOT TEAM grant revenue received (based on FY actual) $31,957 $31,982 $28,114 $29,000 Number of shows, sales missions & training sessions 12 13 23 25 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Track fulfillment requests, collateral distribution 31,395 30,946 33,000 35,000 Place AVE (advertising value equivalency) on all media $3.25 $2.5 $3.25 $3.5 coverage million million million million Number of website visits (unique visits) 340,000 335,367 385,672 443,522 (figs. not available for June and July; new ISP as of August) Annual Financial Plan 132 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 2006-2007 $ 510,298 532,823 135,025 $ 1,178,146 Adopted Budget 2007-2008 $ 641,799 611,694 167,665 $ 1,421,158 Estimated Expenditures 2007-2008 $ 620,371 649,270 167,700 $ 1,437,341 Proposed Budget 2008-2009 $ 685,955 721,824 162,301 27,500 $ 1,597,580 Budget-Budget Variance $ 44,156 110,130 (5,364) 27,500 $ 176,422 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION MARKETING AND PROMOTION SALES PUBLIC RELATIONS FILM OFFICE TOTAL $ 549,352 589,153 35,056 4,585 1,178,146 $ 686,799 684,609 43,500 6,250 1,421,158 $ 672,421 715,170 43,500 6,250 1,437,341 $ 770,737 668,460 108,233 44,600 5,550 1,597,580 $ $ 1,597,580 1,597,580 $ 83,938 (16,149) 108,233 1,100 (700) 176,422 SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Tourism operating budget has increased 10% and capital expenditures total $27,500 resulting in an overall increase of 12%. Personal Services increases are for a 1% market adjustment, expected merit adjustments, and a small increase in health insurance. Contractual increases are due to travel, education and training, memberships for trade shows, plus a one-time expenditure for additional advertising for new and exisiting markets. Commodities reflect no major increase/decrease. Major capital (>$10,000) includes (1) hybrid vehicle ($27,500). Annual Financial Plan 133 City of Flagstaff GENERAL ADMINISTRATION DIVISION 85 MISSION 9 The mission of the Visitors Center is to introduce and educate visitors about the vast tourism opportunities within Flagstaff and the surrounding areas, and to increase the frequency of visits to Flagstaff and length of stay. 9 9 9 9 PROGRAM DESCRIPTION The Flagstaff Visitor Center (VC) opened in the Historic Train Station in 1994. Until March of 2003, the VC was operated by the Flagstaff Chamber of Commerce, 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. Implemented pilot program for taking on-site reservations/bookings for area attractions. Received endorsement by the Mangums to continue with the historic downtown walking tours. Successfully expanded the walking tour program, including new “Haunted Tour” brochure. Upgraded Visitor Center services, including expansion of brochure library, installation of world time clocks, and enhanced retail offerings. Substantial increase in walk-ins; surpassed CY06 by 19,000 people. FY 09 NEW INITIATIVES ¾ ¾ ¾ ¾ ¾ FY 08 ACCOMPLISHMENTS 9 VISITOR CENTER Continue upgrading overall appearance of Visitor Center. Enhance customer service/programs (including retail offerings, Red Rock and National Park passes, as well as concierge services). Expand tour programs with related collateral pieces. Further promote Discovery Passport program by developing stronger relationships with stakeholders. Create additional special interest brochures based on local resident and visitor feedback. Developed new rotating displays featuring area attractions and events. 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 06 CY 07 CY 08 Measures: Actual Actual Estimate Distribution/Redemption of fulfillment piece (Discovery 4,136/155 6,997/220 8,500/400 Passport brochure) (brochures not available June-Aug) Number of walk-ins at Visitor Center 100,244 119,315 125,000 Number of fulfillment requests 34,132 33,195 38,000 Annual Financial Plan 134 CY 09 Proposed 10,000/500 135,000 42,000 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 06 CY 07 CY 08 Measures: Actual Actual Estimate Survey of visitor experience at Visitor Center in coordination 21 N/A (not an N/A with the Arizona Office of Tourism (based on FY) Flagstaff ongoing responses AOT out of 488 program; statewide for FY06 only) DEPARTMENT: DIVISION: CY 09 Proposed N/A GENERAL ADMINISTRATION 85-VISITOR SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2006-2007 $ 285,932 75,720 86,194 5,055 $ 452,901 $ $ Adopted Budget 2007-2008 321,048 79,645 18,285 119,940 538,918 Estimated Expenditures 2007-2008 $ 325,756 84,207 15,752 66,140 $ 491,855 Proposed Budget 2008-2009 $ 296,535 79,766 47,804 $ 424,105 Budget-Budget Variance $ (24,513) 121 29,519 (119,940) $ (114,813) $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TRAIN STATION OPERATIONS VSTR CNTR PAVER R TOTAL $ $ 348,453 64,299 40,149 452,901 $ $ 307,867 89,415 141,636 538,918 $ 314,564 83,955 93,336 491,855 $ 321,670 102,435 424,105 $ $ 424,105 424,105 $ 13,803 13,020 (141,636) (114,813) SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Visitor Centers operating budget has increased 1% and there is no major capital expenditures resulting in an overall decrease of 21%. Personal Servcies decreased due to one-time internal engineering in prior year. Contractuals reflect no major increase/decrease. Commodities increases are mainly for one-time facility maintenance cost of the Visitor Center. There is no major capital (>$10,000) for this division. Annual Financial Plan 135 City of Flagstaff Annual Financial Plan 136 City of Flagstaff MANAGEMENT SERVICES MISSION The mission of the Information Systems Division is to enable City staff to make informed decisions by providing: The desktop, network, server, electronic storage and telephony infrastructure technology that provides access to the City's available electronic data and geographical information; Helpdesk, software, hardware, system analysis, software development, and product evaluation support services. To ensure that the City’s network infrastructure and data resources are protected through sound security and disaster recovery management methodologies. The mission of the Purchasing Division is to support the goals and objectives of the City by delivering consistent and professional procurement support to all employees. The Purchasing Division will act as a liaison between the external marketplace and internal users to arrive at best value procurement decisions while maintaining the highest ethical standards. The Purchasing Division will honor and comply with all laws, rules, and policies governing the purchasing function. The purchasing division will strive to develop quality based partnerships with highly performing suppliers to ensure the most appropriate equipment, materials and supplies are being purchased through valid compliant and competitive contracts. All members of the Purchasing Division will work as a team in delivering the highest possible customer service. The mission of the Real Estate Program is to provide assistance and support services to other Departments in the acquisition, sale, leasing and management of real property necessary for utilization of the City’s Housing program, Capital Improvements, Economic Development and Collaboration with other local agencies, public private and non-profit. The program also provides guidance in planning of projects affecting property and facilities 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 137 City of Flagstaff Annual Financial Plan 138 City of Flagstaff 1 GIS Manager 1 GIS Analyst Senior 1 GIS Specialist 2 GIS Tech GIS 1 Network Administrator 1 Senior Network Administrator Public Services 1.63 Admin Spec 1 Library Manager 1 Library Asst II 1 Cataloging Asst 2.88 Library Asst I .25 Library COE Aide Technical Services 2 Library Asst II 2 Library Asst I 6 Library Clerk I 2 Library Page 1 Library Page Temp Circulation 2 Library Manager 1 Library Supv 2 Librarian 11.28 Library Asst I 1.38 Library Clerk I 3.00 Library Asst I Temp 3.75 Library Clerk I Temp 1 Library Director Library Div (11,12) 2 Library Info Systems Coord 1 Senior Network Administrator 1 Application Support Specialist II 1 Application Support Specialist I 1 Application Support Specialist II 1 System Administrator 1 Database Analyst III 1 Systems and Applications Manager 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 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 Warehouse Technician 1 Admin Specialist 3 Admin Assistant 1 Purchasing Director Purchasing Section (09) 1 Real Estate Mgr Real Estate Section (09) 2 Auditor II 2 Collections Specialist 1 Accounts Spec 1 Admin Specialist 1.5 Admin Assistant 1 Tax Lic & Rev Admin Tax Lic & Revenue (10) MANAGEMENT SERVICES DIVISION 08 INFORMATION TECHNOLOGY MISSION FY 08 ACCOMPLISHMENTS The mission of the Information Technology Division is: ƒ To enable City staff to make informed decisions by providing: ƒ The desktop, network, server, electronic storage and telephony infrastructure technology that provides access to the City's available electronic data and geographical information; ƒ Helpdesk, software, hardware, system analysis, software development, and product evaluation support services. ƒ To ensure that the City’s network infrastructure and data resources are protected through sound security and disaster recovery management methodologies. 9 9 9 9 9 9 9 9 9 Completed construction of the initial phase of the iFlag fiber optic network with NPG cable. Increased network/server monitoring capabilities. Continued PC & Server upgrade/refresh program. Rewrote all Information Technology Policies. Implemented “Pulliam Café” at the airport terminal and “City Hall Café” at City Hall – free wireless internet access for the public. Provided Library with Internet access via the iFlag Initiated off-site SAN data replication pilot project with County IT. Implemented reorganization of IT Division & filled vacant positions. Implemented phase one of Voice over IP telephony. PROGRAM DESCRIPTION FY 09 NEW INITIATIVES This Division provides the infrastructure and operational assistance to meet the information technology needs of the City Council and City staff to better serve the citizens. These objectives are met through various computer desktop and server hardware, software applications, network and telephony hardware, and security. Technology is maintained and updated on an ongoing basis to provide accurate information in a secure and timely manner. ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ Maintain high availability of IT services. Continue expansion of the iFlag network. Continue to support City staff in support of Council initiatives. Implement a Wi-Fi mesh network in downtown Flagstaff. Implement phase two of Voice over IP telephony. Enhance on-line eGoverment offerings, including permitting and GIS information. Enhance Citizen Relationship Management offerings. Ensure KIVA permitting is either replaced or has extended support. Evaluate off-site SAN data replication pilot project. PERFORMANCE MEASURES Council Priority/Goal: CUSTOMER SERVICE Goal: Timely completion of help desk tasks. Objective: Complete 95% of help desk tasks submitted which require 25 effort-hours or less within 3 weeks. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Percentage of help desk tasks as described completed N/A N/A 95% 95% w/i 3 weeks Annual Financial Plan 139 City of Flagstaff MANAGEMENT SERVICES DIVISION 08 INFORMATION TECHNOLOGY Council Priority/Goal: CUSTOMER SERVICE Goal: A high level of customer satisfaction. Objective: Achieve 95% customer satisfaction rating of satisfactory or better. CY 06 CY 07 Measures: Actual Actual Percentage of customer surveys returned as described N/A N/A CY 08 Estimate 95% CY 09 Proposed 96% CY 08 Estimate 98.5% CY 09 Proposed 99% Council Priority/Goal: CUSTOMER SERVICE Goal: Maintain high availability of IT services. Objective: Achieve 98% uptime of IT services. Measures: Percentage of uptime hours versus unplanned downtime hours DEPARTMENT: DIVISION: CY 06 Actual N/A CY 07 Estimate 98% MANAGEMENT SERVICES 08-INFORMATION SYSTEMS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2006-2007 $ 874,246 303,160 59,358 $ 1,236,764 Adopted Budget 2007-2008 $ 1,078,663 482,409 70,750 100,000 $ 1,731,822 Estimated Expenditures 2007-2008 $ 1,055,030 524,447 60,470 $ 1,639,947 Proposed Budget 2008-2009 $ 1,130,865 585,861 75,600 $ 1,792,326 Budget-Budget Variance $ 52,202 103,452 4,850 (100,000) $ 60,504 $ $ $ $ $ EXPENDITURES BY PROGRAM: ADMINISTRATION SYSTEMS SERVICES NETWORK GIS TOTAL $ 284,150 128,466 171,111 349,444 303,593 1,236,764 $ 622,771 112,139 195,902 442,113 358,897 1,731,822 $ 502,562 130,274 192,059 427,613 387,439 1,639,947 $ 332,366 478,937 204,154 352,605 424,264 1,792,326 $ (290,405) 366,798 8,252 (89,508) 65,367 60,504 SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 1,384,363 16,632 303,782 18,858 68,691 1,792,326 COMMENTARY: The Information Technology operating budget has increased 10% with no capital expenditures. Personal Services increase is for a 1% market adjustment, expected merit adjustments, and a small increase in health insurance. There is an increase in Contractuals of $103,452 for computer maintenance of which $46,000 is a one-time expenditure. Increase in Commodities are for one-time general maintenance work for the GIS building and the remainder is for necessary office and equipment supplies. Annual Financial Plan 140 City of Flagstaff MANAGEMENT SERVICES DIVISION 09 PURCHASING PURCHASING - 0902 MISSION 9 The mission of the Purchasing Division is to support the goals and objectives of the City by delivering consistent and professional procurement support to all employees. The Purchasing Division will act as a liaison between the external marketplace and internal users to arrive at best value procurement decisions while maintaining the highest ethical standards. The Purchasing Division will honor and comply with all laws, rules, and policies governing the purchasing function. The purchasing division will strive to develop quality based partnerships with highly performing suppliers to ensure the most appropriate equipment, materials and supplies are being purchased through valid compliant and competitive contracts. All members of the Purchasing Division will work as a team in delivering the highest possible customer service 9 9 9 9 FY 09 NEW INITIATIVES ¾ ¾ ¾ PROGRAM DESCRIPTION The objectives of the Purchasing Division is to provide program support in maximizing value for purchase dollars spent; satisfy purchasing requests at the lowest overall cost to the City; maintain continuity of supply in support of City-wide programs; procure improvements, material goods and services at the lowest cost consistent with quality and service levels required; avoidance of duplication, waste and obsolescence. ¾ ¾ ¾ ¾ ¾ FY 08 ACCOMPLISHMENTS 9 9 Drafted and implemented a standard template for solicitation documents. Developed a draft Purchasing Policy and Procedures Manual. Developed a draft city-wide Procurement Code Manual. Implemented and utilizing Electronic Fund Transfer (EFT) for payments to vendors. Migrated to the Contract Assistant (Enterprise Version) for monitoring all contracts. Implement and utilize Electronic Data Interchange (EDI) for submitting purchase orders to our vendors. Develop and implement additional website services (i.e., on-line bidding, vendor information, contract information). Conduct quarterly vendor workshops on “How to do business with the City” and educate them on the “Formal Solicitation Process”. Conduct monthly training sessions for employees on the “Purchasing Process”. Expand professional development opportunities for purchasing staff. Work with purchasing staff to develop goals and objectives for obtaining professional purchasing certifications. Implement a standardization program with certain product categories to achieve cost savings. Provide an overview of purchasing related processes at the new employee orientation sessions. Provided regularly scheduled training sessions for Purchasing/Inventory software module. Provided regularly scheduled training sessions for Procurement Card Program. 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 06 CY 07 CY 08 Measures: Actual Actual Estimate Percentage of total purchase transactions made by 4% 4% 10% Procurement Card vs. requisition/purchase order process Annual Financial Plan 141 CY 09 Proposed 20% City of Flagstaff MANAGEMENT SERVICES DIVISION 09 PURCHASING Council Priority/Goal: CUSTOMER SERVICE Goal: Develop Purchasing Department policy and procedures manual. Objective: To provide standardization and continuity in the delivery of best practices when conducting a purchasing related function. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Leadership Team approval, auditor's approval N/A N/A Draft Approved Completed and Adopted Council Priority/Goal: FISCAL HEALTH/CUSTOMER SERVICE Goal: Amend City Charter to increase threshold dollar amount for formal bid process. 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Council approval N/A N/A Council Voter Approved Approval Resolution Council Priority/Goal: FISCAL HEALTH Goal: Develop and implement Expense Management Team. Objective: Team will identify and implement cost saving/cost avoidance opprtunities within the City of Flagstaff. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Total annual savings/cost avoidance as a percentage of total N/A 2% 4% 5% FF&E and supply expenses Team is established N/A N/A Yes Yes 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Survey sent to all customers to identify percentage of N/A 70% 90% 95% customers receiving, at minimum, satisfactory service from the Purchasing Department Annual Financial Plan 142 City of Flagstaff MANAGEMENT SERVICES DIVISION 09 PROPERTY MANAGEMENT PROPERTY MANAGEMENT - 0910 FY 08 ACCOMPLISHMENTS MISSION 9 The mission of the Real Estate Program is to provide assistance and support services to other Departments in the acquisition, sale, leasing and management of real property necessary for utilization of the City’s Housing program, Capital Improvements, Economic Development and Collaboration with other local agencies, public private and non-profit. The program also provides guidance in planning of projects affecting property and facilities 9 9 9 9 9 9 Acquired right of way for the Flagstaff Mall expansion. Acquired Fire Station Site 5. Acquired housing property on Highway 180. Assisted in exchange of right of way and open space on McMillan Mesa. Acquired FUTS trail easements and right of way for Fort Valley system. Leased City building to community group and school. Acquired and leased City building for homeless shelter. PROGRAM DESCRIPTION The Real Estate program provides oversight to assure transaction management in the conveyance of real property and leasing of City owned property and facilities. The program provides advice on project schedules requiring acquisition and use of property rights, along with providing property information to departments. This program performs the negotiation and acquisition for properties identified for various projects. The sale, leasing or exchange of excess properties is coordinated with legal review and procurement standards along with a City wide overview. FY 09 NEW INITIATIVES ¾ ¾ ¾ ¾ ¾ ¾ ¾ Expand services to assist in meeting the growing needs and goals of the City. Acquire Open Space properties. Acquire FUTS Trail parcels and easements. Acquire right of way for Capital projects. Collaboration with local agencies for use of City property. Provide guidance on Northern Arizona Land Exchange. Assist Housing in expanding affordable and sustainable housing. PERFORMANCE MEASURES Council Priority/Goal: Economic Development Goal: Acquire properties and assist in right of way changes for project completion. Objective: Acquire right of way for realignment of Railhead Avenue and abandon excess for Flagstaff Mall expansion. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Complete right of way acquisitions within project schedule Abandon right of way of realigned streets Assess collateral for bonding infrastructure Completed Completed Completed Council Priority/Goal: Housing Goal: Assist in acquiring and preparing properties for City wide housing projects. Objective: Acquisition of property and prepare title for leased projects. CY 06 CY 07 Measures: Actual Actual Big Corner acquisition of property for housing West Street property Annual Financial Plan 143 CY 08 Estimate Completed CY 09 Proposed Completed City of Flagstaff MANAGEMENT SERVICES DIVISION 09 PROPERTY MANAGEMENT Council Priority/Goal: Public Safety Goal: Provide strategic locations for Fire Stations for better response. Objective: Acquire new sites for the relocation of fire Station Sites. CY 06 Measures: Actual Acquisition of Fire Station Sites CY 07 Actual 25% CY 08 Estimate 50% CY 09 Proposed 100% CY 07 Actual CY 08 Estimate Completed Completed Completed CY 09 Proposed Completed Council Priority/Goal: Planning for Growth Goal: Development of Regional Transportation Plan. Objective: Acquire property for transportation project. CY 06 Actual Measures: FUTS Trail acquisition Lake Mary Road project Huntington Drive DEPARTMENT: DIVISION: MANAGEMENT SERVICES 09-MANAGEMENT SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2006-2007 $ 864,834 62,429 19,629 9,974 $ 956,866 Adopted Budget 2007-2008 $ 1,036,279 62,280 24,545 20,000 $ 1,143,104 Estimated Expenditures 2007-2008 $ 1,007,981 57,805 21,270 19,000 $ 1,106,056 Proposed Budget 2008-2009 $ 939,889 62,686 15,091 $ 1,017,666 Budget-Budget Variance $ (96,390) 406 (9,454) (20,000) $ (125,438) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PURCHASING MAIL SERVICES WAREHOUSE PROPERTY MANAGEMENT TOTAL $ 161,744 568,258 42,772 89,803 94,289 956,866 $ 343,896 542,608 62,550 98,038 96,012 1,143,104 $ 314,198 539,863 62,455 95,778 93,762 1,106,056 $ 188,109 613,257 32,726 81,456 102,118 1,017,666 $ (155,787) 70,649 (29,824) (16,582) 6,106 (125,438) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 527,918 58,299 80,392 231,784 3,817 13,568 101,888 1,017,666 COMMENTARY: The Management Services operating budget has decreased 9% with no capital expenditures resulting in an overall net decrease of 11%. Personal Services decreased due to one-time retirement payout. Contractuals reflect no major increase/decrease. Commodities decreased in office and computer equipment expenses. Capital decreased $20,000 due to a prior year one-time purchase. There is no major capital (>$10,000) for this division. Annual Financial Plan 144 City of Flagstaff MANAGEMENT SERVICES DIVISION 10 MISSION 9 9 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 TAX, LICENSING, & REVENUE Performed 78 sales tax audits and reviews. Issued 1,265 sales tax licenses, a 4.2% increase over FY 06. Issued 418 business licenses, an 11.4% decrease from FY 06. FY 09 NEW INITIATIVES PROGRAM DESCRIPTION ¾ The Tax, Licensing, and Revenue division is responsible for the licensing of new businesses and the collection of delinquent sales tax and business license accounts. Division staff disseminates City and State sales tax information to the taxpayers. This division is responsible for the collection of delinquent utility billings, delinquent library accounts, City Court fines, parking tickets, miscellaneous city billings and NSF checks. Staff has the responsibility to bill for the miscellaneous receivable accounts. This division also invests excess funds as allowed by the City Investment Policy. ¾ ¾ Select a vendor to provide and set up a new tax and licensing program that will enable our customers to apply for licenses, file sales tax returns and make payments online. Staff will process applications and issue permits for the Residential Permit Parking Districts. Will also collect delinquent parking tickets issued in the districts. Staff will collect the delinquent parking tickets issued under the Downtown Management Plan. May also be involved with processing the cash that is in the pay stations and the credit cards used to pay for parking. FY 08 ACCOMPLISHMENTS 9 Processed 35,884 city sales tax returns. increase over FY 06. A 3.3% PERFORMANCE MEASURES Council Priority/Goal: CUSTOMER SERVICE Goal: Provide taxpayer education seminars. Objective: Conduct at least 5 seminars during the year. CY 06 Actual 5 70 Measures: Number of seminars held Number of attendees CY 07 Actual 5 80 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 06 CY 07 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 0.1% 0.1% billings Annual Financial Plan 145 CY 08 Estimate 5 85 CY 09 Proposed 5 90 CY 08 Estimate 0.3% 0.3% CY 09 Proposed 0.3% 0.3% City of Flagstaff MANAGEMENT SERVICES DIVISION 10 TAX, LICENSING, & REVENUE Council Priority/Goal: FISCAL HEALTH Goal: Invest city funds. Objective: Maintain a rate of return that exceeds the state Local Government Investment Pool (LGIP). CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Annual rate of return on investments outside LGIP 3.84% 4.42% 4.3% LGIP annual rate of return 3.96% 5.20% 4.3% DEPARTMENT: DIVISION: CY 09 Proposed 4.0% 3.8% MANAGEMENT SERVICES 10-TAX, LICENSES, AND REVENUE COLLECTION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2006-2007 $ 547,274 35,038 18,253 $ 600,565 Adopted Budget 2007-2008 $ 572,297 50,480 20,195 $ 642,972 Estimated Expenditures 2007-2008 $ 575,938 34,850 16,875 $ 627,663 Proposed Budget 2008-2009 $ 623,545 44,951 20,309 $ 688,805 Budget-Budget Variance $ 51,248 (5,529) 114 $ 45,833 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION AUDIT COLLECTIONS LICENSING AND CLERICAL ACCOUNTS RECEIVABLE TOTAL $ 189,426 174,194 113,279 75,255 48,411 600,565 $ 218,371 176,197 117,749 76,570 54,085 642,972 $ 207,663 176,000 117,000 76,000 51,000 627,663 $ 220,665 186,965 138,410 82,691 60,074 688,805 $ 2,294 10,768 20,661 6,121 5,989 45,833 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 548,497 34,426 818 36,213 26,072 42,779 688,805 COMMENTARY: The Sales Tax operating budget has increased 7% with no capital expenditures. Personal Services increase is for a 1% market adjustment, expected merit adjustments, a small increase in health insurance and also due to a transfer of a temporary employee from Contractual to Personal Services. Commodities reflect no major increase/decrease. There is no major capital (>$10,000) for this division. Annual Financial Plan 146 City of Flagstaff MANAGEMENT SERVICES DIVISION 11/12 MISSION 9 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 Collaborated with the Coconino County Community Services on Small Business class instructions. Branch Library broke circulation and door count records. Received a $56,599 State Library LSTA grant to purchase laptop computers, books, furniture & shelving. Received funds from Forest Highlands, the GeoFund and Flagstaff Community Foundation. Library participated in the 4th of July parade. East Flagstaff library staff awarded the City Managers Award for excellent teamwork. Two staff completed (3 year) Library Institute. Staff participated in the Flagstaff Leadership Development Program. Pearl Yazzie became Tribal Library Chair. Staff evaluated 200 boxes of City department records for historical documents and retention. 9 9 9 9 9 PROGRAM DESCRIPTION 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 9 FY 09 NEW INITIATIVES ¾ ¾ FY 08 ACCOMPLISHMENTS ¾ 9 9 9 9 9 9 9 9 9 9 9 9 Partnered with City IT Department & NAU on fiber; increased bandwidth from 1.5mb to 3mb. Partnered with APS on Earth Day READ Program. Partnered for the first time with senior living facilities to begin a new story time program for seniors. Began a “Tween” Book Club for ages 8 to 11, and a Teen Scene program at the Main Library. Partnered as a Cooperating Collection with the Foundation Center on Grant information for public. We added an additional professional librarian position, first time in ten years. Installed 11 computers and PC Reservation at Williams Community Library. Set up an extension program to the Lower Moencopi Hopi community. For the first time, we held a Special needs story time and crafts program at the EFCL. Started Club 23, a 2nd and 3rd grade reading club. Friends of the Library helped with costs to expand storage of circulating materials. Collaborated with Police Department on 2 Summer Reading Programs, “Get a Clue at Your Library.” Annual Financial Plan LIBRARY ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ 147 Augment bandwidth 3mb to 8mb; continue .partnership with City IT Department & NAU. Add new IT positions and implement web presence and online catalog continuity across the county libraries. Enhance library website, facilitate online registration for library programs and business. Implement wireless internet connection at East Flagstaff Community Library. Replace all EFCL computers and start laptop computer checkout in the building. Begin computer classes at the EFCL. Enhance customer service by adding Branch Teen Library Assistant and increasing perm and temp hours at Main. Start the America Reads tutoring program. Send staff to training to write a new Disaster Recovery Book. Begin work on refurbishing woodwork throughout Main library building. Make plans to utilize technology being initiated by the National Library Services for the Blind and Physically Handicapped. Install WiFi network at Main. Replace servers at Main. Update to Office Suite 2007 across the county. City of Flagstaff MANAGEMENT SERVICES DIVISION 11/12 LIBRARY PERFORMANCE MEASURES Council Priority/Goal: QUALITY OF LIFE Goal: Have a wide variety of materials available for customer satisfaction. Objective: Select customer requested and other materials for purchase on a monthly basis. CY 06 CY 07 Measures: Actual Actual Materials checked out by the public from the Main Library and 831,713 848,347 its branches CY 08 Estimate 865,313 CY 09 Proposed 882,619 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 06 CY 07 Measures: Actual Actual Number of people using the libraries 715,194 729,497 CY 08 Estimate 740,439 CY 09 Proposed 755,248 Council Priority/Goal: CUSTOMER SERVICE Goal: Provide qualtiy customer service to people of all ages. Objective: Provide successful responses to customer questions on a daily basis. CY 06 CY 07 Measures: Actual Actual Customers satisfied 72,409 73,134 CY 08 Estimate 74,231 CY 09 Proposed 75,716 Council Priority/Goal: QUALITY OF LIFE Goal: Provide computer use and computer help for the public. Objective: Keep computers and software updated and in good working order. CY 06 Measures: Actual Number of customers accommodated 155,505 CY 07 Actual 158,615 CY 08 Estimate 161,787 CY 09 Proposed 165,023 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 06 Measures: Actual Per capita number of materials 3.75 CY 07 Actual 3.77 CY 08 Estimate 3.79 CY 09 Proposed 3.81 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 06 Measures: Actual Number of special popular programs 820 CY 07 Actual 897 CY 08 Estimate 942 CY 09 Proposed 970 Annual Financial Plan 148 City of Flagstaff MANAGEMENT SERVICES DEPARTMENT: DIVISION: DIVISION 11/12 LIBRARY MANAGEMENT SERVICES 11-LIBRARY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2006-2007 $ 2,110,557 397,162 368,508 267,760 $ 3,143,987 Adopted Budget 2007-2008 $ 2,464,644 459,510 504,920 125,000 $ 3,554,074 Estimated Expenditures 2007-2008 $ 2,374,542 463,795 425,011 70,748 $ 3,334,096 Proposed Budget 2008-2009 $ 2,722,912 544,710 615,962 $ 3,883,584 Budget-Budget Variance $ 258,268 85,200 111,042 (125,000) $ 329,510 $ $ $ $ $ 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 $ 399,993 670,869 1,264,666 54,318 202,667 48,338 141,396 4,851 313,288 627 31,526 11,448 3,143,987 $ 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 $ 580,919 735,994 1,263,455 66,176 41,229 57,175 150,979 5,500 354,400 1,550 62,294 13,825 600 3,334,096 $ 573,863 783,270 1,619,692 68,606 63,164 88,203 187,080 5,500 392,465 1,850 84,566 15,325 3,883,584 $ $ 3,883,584 3,883,584 $ (29,942) 62,075 230,846 2,106 11,114 3,116 14,232 34,163 300 1,500 329,510 SOURCE OF FUNDING: LIBRARY FUND COMMENTARY: The Library operating fund has increased 13% with no capital expenditures. Personal Services increases are due to 3.63 staffing additions that include: 0.13 Administration Specialist, 0.75 Library Assistant I, 0.25 Library Assistant I (temporary), and 0.5 for a Library Clerk I (temporary), (1) FTE App Support Specialist I, and (1) FTE Network Analyst II. In addition, the council approved a Sunday opening for the downtown branch which adds another 3.0 FTE's Compensation includes a 1% market adjustment, expected merit adjustments, and a small increase in health insurance. Contractual increases are due to utilities, travel and education, equipment maintenance costs, a one-time expense of $10,575 to improve the noise level in the IT/Automation office, $20,000 to refurbish the woodwork throughout the main library, and $900 for carpet cleaning. Commodities ongoing increases are for office supplies, operating expenses and subscriptions. One-time commodities expenses are for general facility maintenance of the Main and East Flag libraries $32,293, plus circulated materials of $113,811. Included also as one-time costs are office and computer equipment of $11,050. There is no major capital (>$10,000) for this division. Annual Financial Plan 149 City of Flagstaff MANAGEMENT SERVICES DEPARTMENT: DIVISION: DIVISION 11/12 LIBRARY MANAGEMENT SERVICES 12-LIBRARY GRANTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2006-2007 $ 85,676 283,884 309,075 $ 678,635 Adopted Budget 2007-2008 $ 76,724 813,734 80,000 $ 970,458 Estimated Expenditures 2007-2008 $ 76,724 357,489 192,537 $ 626,750 Proposed Budget 2008-2009 $ 138,509 2,417,444 151,843 $ 2,707,796 Budget-Budget Variance $ 61,785 1,603,710 71,843 $ 1,737,338 $ $ $ $ $ EXPENDITURES BY PROGRAM: COUNTY WIDE PROJECTS STATE GRANT-IN-AID STATE GRANT IN AID 2006 GET FIT GRANT 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 2007 2007-08 St Grant in Aid C.O.O.L. FCF GRANT FOREST HIGHLANDS GRANT GEO FUND GRANT TOTAL $ 544,361 486 25 926 6,312 79 19,134 24,191 52,800 3,225 2,334 24,762 678,635 $ 970,458 970,458 $ 457,224 49,921 866 21,236 2,666 238 25,000 56,599 6,000 5,000 2,000 626,750 $ 2,682,796 25,000 2,707,796 $ $ 2,707,796 2,707,796 $ 1,712,338 25,000 1,737,338 SOURCE OF FUNDING: LIBRARY FUND Annual Financial Plan 150 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 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. 9 9 FINANCE AND BUDGET Met with Finance staff in a retreat to evaluate the current work program. Reassigned staff duties to better accommodate overall functionality and specifically grants. Assisted with contract retention set up. Updated and trained on a new City travel policy. Accelerated Council Budget hearings to occur annually in April to assure a June budget adoption. Created a Special Event Committee to define special events and structure payment requests for both one-time and ongoing needs. With the assistance of facilities, reorganized the switchboard space to house three employees (an increase of one). Facilitated efforts to assure the Business Incubator were completed within funding deadlines. Provided grant training to all City staff. FY 09 NEW INITIATIVES FY 08 ACCOMPLISHMENTS 9 9 9 9 9 9 9 9 9 ¾ Received the Government Finance Officers Association (GFOA) Distinguished Budget presentation award for the fourteenth year in a row. Received special recognition from the GFOA on our budget document for performance measures. Received the GFOA Certificate of Achievement for Excellence in Financial Reporting for the twelfth year in a row. Implemented new GASB regulations in financial reporting. Assisted with the continued implementation of the Human Resource interface module. Assisted with the implementation of Work Orders and continue to problem solve issues. Eliminated most modifications from HTE for both payroll and GMBA. Issued a Cost Allocation/User Fee RFP and have successfully completed all studies. Facilitated an IRS audit for payroll, human resources, accounts payable, and purchasing. Findings were minimal. Annual Financial Plan ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ 151 Reorganization of Finance/Budget staff to accommodate changing work priorities. Implement Grant Management software, potential of beta testing software, as available from HTE. Issue RFP’s for Audit Services, Credit Card Services, and other services as appropriate. Fully implement electronic payments to vendors. Continue to bring forth need for city-wide imaging solution. Fully implement Employee Self Serve, a web-based service for City employees to have look up capability on their personal salary and withholding information. Research time –entry solutions for City divisions. Distribute a survey to Council and staff to evaluate the City budget process. Distribute a survey to staff to evaluate and rate all services provided by Finance & Budget. City of Flagstaff MANAGEMENT SERVICES DIVISION 13 FINANCE AND BUDGET 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 06 CY 07 CY 08 CY 09 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Grant Revenue Received $5,627,737 $12,552,603 $10,000,000 $10,000,000 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 06 Measures: Actual Vendors registered for ACH payments 2 CY 07 Actual 5 CY 08 Estimate 5 CY 09 Proposed 200 Council Priority/Goal: FISCAL HEALTH Goal: Limit the number of management letter and/or single audit auditor findings. Objective: To have no audit findings on either the City general or single audit. FYE 06 FYE 07 Measures: Actual Actual City of Flagstaff control deficiencies 2 3 City of Flagstaff significant deficiencies 0 0 Single audit findings 0 2 FY E08 Estimate 0 0 0 FYE 09 Proposed 0 0 0 Annual Financial Plan 152 City of Flagstaff MANAGEMENT SERVICES DEPARTMENT: DIVISION: DIVISION 13 FINANCE AND BUDGET MANAGEMENT SERVICES 13-FINANCE AND BUDGET EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2006-2007 $ 865,370 58,623 21,529 $ 945,522 Adopted Budget 2007-2008 $ 965,067 53,105 25,805 $ 1,043,977 Estimated Expenditures 2007-2008 $ 942,077 47,026 26,439 $ 1,015,542 Proposed Budget 2008-2009 $ 1,040,678 50,205 20,305 $ 1,111,188 Budget-Budget Variance $ 75,611 (2,900) (5,500) $ 67,211 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ACCOUNTING PAYROLL ACCTS PAYABLE/ RECEIVABLE BUDGET GRANTS ADMINISTRATION TOTAL $ 192,958 345,131 146,456 150,550 7,226 103,201 945,522 $ 199,967 420,307 142,386 165,744 4,000 111,573 1,043,977 $ 199,263 390,131 148,417 159,551 6,300 111,880 1,015,542 $ 214,482 464,329 138,055 172,869 4,000 117,453 1,111,188 $ 14,515 44,022 (4,331) 7,125 5,880 67,211 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 714,646 57,785 89,400 141,991 7,754 26,810 72,802 1,111,188 COMMENTARY: The Finance and Budget operating budget has increased 6% with no capital expenditures. Personal Services increase is for a 1% market adjustment, expected merit adjustments, a small increase in health insurance and costs associated with a reorganization. Contractual decreases are mainly due to the reduction of training. Commodities decreases are a reduction of costs for office and computer equipment. There is no major capital (>$10,000) for this division. Annual Financial Plan 153 City of Flagstaff Annual Financial Plan 154 City of Flagstaff COMMUNITY DEVELOPMENT DEPARTMENT MISSION The missions of the Community Development Administration, Planning and Development Services, Community Investment, and Engineering 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 Improvement Section 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 Traffic Engineering Section is to enhance the mobility of our citizens and visitors by providing a safe, efficient, well balanced, multimodal transportation system, through the application of sound transportation engineering, planning, safety and design principles. 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 Community Investment Division is to retain and strengthen existing local businesses while helping to grow and attract innovative companies. Redevelop the community to reinvest and rebuild itself for sustainable economic health. The mission of the Housing Section is to provide enabling programs and policies for decent housing, a suitable living environment and economic opportunity to the residents of Flagstaff, in particular Flagstaff’s workforce and low / moderate income households thus fostering a diverse and sustainable community. The mission of the Stormwater Management Section is to promote the public health, safety and general welfare, to minimize public and private losses due to flood conditions, to reduce the cost of flood insurance and to comply with applicable floodplain and stormwater regulations. Annual Financial Plan 155 City of Flagstaff Annual Financial Plan 156 City of Flagstaff Advanced Planning 1 Advanced Planning Manager Development Review 1 Project Mgt Administrator 5 Development Case Mgr 1 Associate Planner 1 Development Svcs Supervisor 2 Development Svcs Rep Code Administration 1 Zoning Code Administrator 1 Code Complaince Supervisor 1 Code Compliance Officer II 1 Code Compliance Officer I Building Inspection 1 Building Inspection Section Mgr 4 Inspector II 5 Inspector I Building Planning Review 1 Building Official-Project Review Section Mgr 3 Bldg Plans Examiners Private Development Engineering 1 Assistant City Engineer 3 Project Manager 1 Engineering Tech II 1 Engineering Tech Leadworker 1 Engineering Tech III .5 Engineering Tech I PW Inspection 1 Construction Manager 1 Inspection Supervisor 6 Engineering Inspector 1 Matl Tech II 2 Matl Tech I .5 Matl Temp Stormwater Management 1 Stormwater Program Manager 1 Stormwater Services Analyst 3 Project Manager 1 Floodplain Inspector .5 Intern MPO Traffic Engineering 1 Traffic Engineer 3 Project Manager .50 Intern 1 Metro Planning Org Mgr 1 Multi Modal Trans Planner .5 Admin Assistant .38 Intern Capital Improvements 2 Capital Improvements Engineer 10 Project Manager 1 Engineering Tech IV .5 Intern 1 Admin Specialist 1 City Engineer 1 Planning Director 2 Admin Specialist Engineering (17) Planning and Development Services (16) 2 Administrative Specialist 1 CD Director 1 City Manager Community Development Community Investment (18) 1 Economic Analyst 1 Business Attraction Manager 1 Business Retention & Expansion Manager 1 Planning & Community Design Manager 1 Comm & Nbrhood Planner 1 Community Planner I Planning & Community Design Reinvestment & Economic Development Housing Planning 1 Community Housing Manager 1 Comm Housing & Nbrhood Planner 1 Land Trust Program Manager 1 Housing Project Coordinator 1 Community Housing & Grants Administrator 2 Admin Specialist 1 Community Investment Director COMMUNITY DEVELOPMENT DIVISION 03 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. 9 9 9 PROGRAM DESCRIPTION The Capital Improvements Section produces the City’s 5-year Capital program and provides project planning and delivery for Capital Improvements Projects. The Section is responsible for the project planning, programming and administration of design and construction services for the City facilities and infrastructure while ensuring an appropriate level of public involvement. 9 9 9 9 9 FY 08 ACCOMPLISHMENTS 9 9 9 9 9 9 9 9 9 9 9 9 9 Initiated City-wide preliminary master plan study and assessment. Re-assigned senior staff resources to enhance interdepartmental planning relationships. Continued to facilitate monthly Capital Improvements Committee meetings to provide internal review and oversight. Continued facilitation of and staff support to the Citizens Transportation Advisory Committee. Facilitated the identification and budgeting of annual operating and maintenance costs associated with infrastructure and facility improvements. Continued project definition and development efforts through project scoping and concept DRB review. Completed E. Flagstaff Industrial Area Feasibility Study and preliminary design for potential roadway improvement district. Contributed to the facilitation of the fall Council Retreat to address near and long term capital needs. Maintained City-wide data base of capital projects for funding division input and up-dates. Coordinated internal review of proposed 5 year plans for each functional area within the City of Flagstaff and 5-year CIP up-date for 2009 – 2013. Provided support for Congressional reauthorization of WRDA funding for Rio de Flag Flood Control project. Continued administration of initial consultant services for identification and evaluation of FUTS/Open Space acquisitions. Coordinated GIS mapping services for up-date of 5 year capital program and mapping of current public Annual Financial Plan 9 9 9 9 9 9 9 9 9 9 9 9 9 157 CAPITAL IMPROVEMENTS and private projects administered by the Community Development Department. Administered Design/Build contracts for new Fire Station projects. Continued project management and administration of design services for Quiet Zones and Wayside Horns. Assisted in coordination of activities and Council actions necessary for the formation and implementation of the Aspen/Sawmill Improvement District. Continued Rio de Flag project coordination with Army Corps of Engineers including construction phase liaison for the Clay Ave. Detention Basin. Project management for Butler Ave medians and pedestrian enhancements at the NAU Conference Center. Initiated design phase project management services for the paving of Brannen Ave. and Colorado St. Project management and design phase services for the Sixth Ave/West St. Intersection improvements. Continued project management services for the FUTS Crescent to Observatory Mesa and Blue Willow to Hwy 180 projects. Continued project coordination with FHWA and US Forest Service for the Lake Mary Road improvements project. Administered design services for the paving of Industrial Dr. between Fanning Dr. and Eagle Mountain Dr. Completion of design services and contract documents for US 89 Streetscape. Continued administration of the design services contract for the Huntington Dr. Reconstruction project and completed selection and award of Construction Manager at Risk services for the design phase. Assisted Community Investment Division in design for the first phase of the Southside Redevelopment. Completed administration of design services for the 4th Leg of Railhead Avenue-Hwy 89N intersection (Name to change to ’Marketplace Dr.’). Adult Center Renovations completed spring 2007. Fire Station #1 completed July 2007. Fourth St/Butler Ave Traffic Signal completed. Fire Station #5 under construction and scheduled for completion July 2008. Sunnyside Neighborhood Improvements Phase IV under construction and scheduled for completion April 2008. Aquaplex (Aquatics/Multi-generational) recreation facility under construction and scheduled for completion August 2008. Northern Arizona Center for Emerging Technologies under construction. City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 03 FY 08 ACCOMPLISHMENTS-cont 9 9 9 9 9 9 9 9 CAPITAL IMPROVEMENTS FY 09 NEW INITIATIVES Provided liaison services for ADOT East Flagstaff Traffic Interchange project. Aspen Place at the Sawmill public and private improvements under construction with phased completions scheduled for 2008 and 2009. Sixth Ave. Detention Basin Spillway completed December 2007. Clay Ave. Wash Detention Basin under construction and scheduled for completion spring 2008. Provided liaison services for ADOT US 180/Ft. Valley Multi-purpose paths project. Woodlands Village Blvd Sidewalks project completed. Huntington Dr. Reconstruction scheduled for construction May through November 2008. Killip Elementary and Country Club Dr. Median landscaping projects completed. ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ Completion of Aquaplex Recreational Facility, Fire Station #5, Aspen Place at the Sawmill Phase I, Huntington Dr. Reconstruction, N. Az. Center for Emerging Technologies and Quiet Zone/Wayside Horn installations. Maintain well trained and team-centered staff. Continuous improvement of internal processes to ensure timely delivery of projects while complying with all legal and policy requirements. Continue facilitation of the capital planning process and five year capital improvement program. Support of functional master plans development. Enhance recurring communication with internal clients and funding Divisions. Provide regular comprehensive project reports. Continue facilitation of Capital Improvements Committee, Citizens Transportation Advisory Committee and functional master plan development. Ensure appropriate public involvement for projects administered by the Capital Improvements Section. PERFORMANCE MEASURES Council Priority/Goal: CAPITAL IMPROVEMENT Goal: Be fiscally responsible. Objective: Deliver Capital Improvements Projects within approved budgets. CY 06 Measures: Actual Percentage of projects managed within 5% of total authorized 75% project amount Council Priority/Goal: CAPITAL IMPROVEMENT Goal: Be timely/responsive. Objective: Deliver Capital Improvements projects in a timely manner. CY 06 Measures: Actual Percentage of projects managed within 3 months of accepted 65% schedule CY 07 Actual 80% CY 08 Estimate 65% CY 09 Proposed 75% CY 07 Actual 72% CY 08 Estimate 67.5% CY 09 Proposed 75% CY 07 Actual Yes CY 08 Estimate Yes CY 09 Proposed Yes Council Priority/Goal: CAPITAL IMPROVEMENT Goal: Be well-planned/coordinated. Objective: Facilitation of Capital Improvement five year plan. CY 06 Actual Yes Measures: Adoption of five year capital plan Annual Financial Plan 158 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 03 CAPITAL IMPROVEMENTS Council Priority/Goal: CAPITAL IMPROVEMENT Goal: Enhance project delivery. Objective: Develop strategic initiatives. CY 06 Actual N/A Measures: Number of strategic initiatives developed DEPARTMENT: DIVISION: CY 07 Actual N/A CY 08 Estimate 3 CY 09 Proposed 5 GENERAL ADMINISTRATION 03-CAPITAL IMPROVEMENTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2006-2007 $ (377,017) 105,747 12,472 $ (258,798) Adopted Budget 2007-2008 $ (453,624) 181,224 25,900 $ (246,500) Estimated Expenditures 2007-2008 $ (390,467) 139,686 23,550 $ (227,231) Proposed Budget 2008-2009 $ 1,342,715 181,874 (1,698,412) $ (173,823) Budget-Budget Variance $ 1,796,339 650 (1,724,312) $ 72,677 $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION $ PROJECT MANAGEMENT ADOT PROJECT COORDINATION UNPLANNED/UNPROGAMED WORK 5 YEAR CAPITAL PROG DEV TOTAL $ (740,803) 375,529 15,117 14,390 76,969 (258,798) $ (1,552,328) 1,084,719 11,376 209,733 (246,500) $ (796,585) 363,454 18,200 9,000 178,700 (227,231) $ 128,074 (518,523) 17,901 198,725 (173,823) $ $ (173,823) (173,823) $ 1,680,402 (1,603,242) 6,525 (11,008) 72,677 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Capital Management operating budget has decreased 29% and there are no capital expenditures. Increases in Personal Services is due to a 1% pay plan adjustment, expected merit increases, and a small increase in health insurance. Our internal charge outs are processed differently due to implentation of a new work order system. This accounts for the year to year variances by program. 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 159 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 14 MPO MISSION FY 08 ACCOMPLISHMENTS The Flagstaff Metropolitan Planning Organization will work with our regional partners to produce a transportation system that positively influences community character, enhances the way we experience our environment, and improves our ability to interact with the people and places necessary to our lives. 9 9 9 9 9 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). 9 9 9 9 9 9 Hosted and set-up National Safe Routes to School Train the Trainer Workshop. Produced with ADOT a Coordinated Human Resources Transportation Plan. Contributed to “Building A Quality Arizona (bqAZ) Statewide Transportation Reconnaissance Study” conducted by the MPO/COG Director’s Association and ADOT. Completed Route Transfer Study. Completed Fourth Street Traffic Interchange Feasibility Study completion. Contributed to Townsend-Winona Corridor Study completed by Coconino County. Contributed to 5-Year Transit Plan update completed by NAIPTA. Launched Regional Transportation Plan update. Launched www.flagstaffmpo.org website! Submitted $660,000 Alternative Transportation for Parks and Public Lands grant application. Collaborated with NAIPTA on the 5-Year Transit Plan update. FY 09 NEW INITIATIVES ¾ ¾ ¾ Regional Transportation Plan completion. Arizona State Transportation Planning Framework and Northern Region Planning Framework participation. Federal Highway Bill reauthorization review and response. 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 06 CY 07 CY 08 Measures: Actual Actual Estimate Regular meetings with TAC, Executive Board and Mgmt. 20/28 23/23 16/18 Committee One 1/4-ly meeting with each partner agency (+NAIPTA in ’08) N/A 12 14/16 CY 09 Proposed 28/30 15/16 Objective: Effectuate appropriate levels of public involvement for 100% of tasks in the FMPO Work Program. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Public involvement Plan developed for 100% of tasks N/A N/A 100% 100% Public Involvement Plan implemented 100% for each task N/A N/A 90% 100% Annual Financial Plan 160 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 14 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 06 CY 07 Measures: Actual Actual Production of previous year base year model calibrated to N/A 0% industry standards MPO CY 08 Estimate 100% CY 09 Proposed 100% 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Relevant department heads are aware of the initiative and N/A 60% 75% 100% have adopted needed procedures for model upkeep Successful test of model upkeep procedures N/A 40% 80% 90% Council Priority/Goal: PLANNING FOR GROWTH/ECONOMIC DEVELOPMENT/AFFORDABLE HOUSING Goal: Through the regional transportation planning process develop a series of performance metrics reflect the influence of transportation on a broad array of community objectives. Objective: To isolate and track measures such as “vehicle miles of travel,” “percent low and moderate households within ¼ mile of a bus stop,” against publicly-adopted policy targets. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed To be established by the Regional Transportation Plan N/A N/A 25% 100% Annual Financial Plan 161 City of Flagstaff COMMUNITY DEVELOPMENT DEPARTMENT: DIVISION: DIVISION 14 MPO COMMUNITY DEVELOPMENT 14-MPO EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2006-2007 $ 165,251 192,597 9,453 $ 367,301 Adopted Budget 2007-2008 $ 201,881 535,146 7,025 $ 744,052 Estimated Expenditures 2007-2008 $ 200,951 319,662 6,505 $ 527,118 Proposed Budget 2008-2009 $ 245,273 249,830 (45,321) $ 449,782 Budget-Budget Variance $ 43,392 (285,316) (52,346) $ (294,270) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PUBLIC PLAN DEVELOPMENT SHORT RANGE PLANNING PROG SHORT RANGE DATA COLLECTN LONG RANGE TRANSIT PLAN LONG RANGE TRANSPORT PLAN LONG RANGE "OTHER" TRANSP TOTAL $ 123,396 151,999 19,454 44,461 11,426 16,565 367,301 $ 227,552 187,500 22,000 67,000 240,000 744,052 $ 177,131 326 156,225 25,000 77,704 69,833 20,899 527,118 $ 215,382 30,000 204,400 449,782 $ $ 449,782 449,782 $ (12,170) (187,500) 8,000 (67,000) (35,600) (294,270) SOURCE OF FUNDING: METROPOLITAN PLANNING FUND COMMENTARY: The MPO operating budget has decreased 40% and there are no capital expenditures. Personal Services increases are due to a 1% pay plan adjustment, expected merit adjustments and a small increase in health insurance. Contractual decrease are due to lower costs in Short Range Planning and Long Range Transport. Commodities decreases are due to a change in how the internal charge outs are handled and the new work order system. There is no major capital (>$10,000) for this division. The MPO is a 100% grant reimbursed program. Annual Financial Plan 162 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 15 ADMINISTRATION MISSION FY 08 ACCOMPLISHMENTS CREATING COMMUNITY TOGETHER. We are a client-focused team that enables quality development, reinvestment, and conservation of the natural and built environment through publicly adopted policies. 9 9 9 9 9 9 9 9 PROGRAM DESCRIPTION The Community Development Administration Division provides leadership, vision, and coordinates the activities of the Engineering Division, Community Investment, and Planning & Development Services Division. Community Development Administration also services C.D. by coordinating issue resolution with other City Departments and external agencies. Department Corporate Games Retreat. CD Leadership Team Retreat and on-going excellence initiatives. AGTS Supervisor’s Academy Training. Project Delivery System Training. Offices for all new staff – APS Expansion. BioScience Accomplishment. Closed GFEC Contract. Member N. Arizona BioScience Roadmap Comm. FY 09 NEW INITIATIVES ¾ ¾ ¾ Continue BioScience Advancements. Continue Leadership Development in CD. Communications and Culture Focus. PERFORMANCE MEASURES Council Priority/Goal: ECONOMIC DEVELOPMENT AND HOUSING Goal: Provide On-going Departmental Leadership and Management Training, Develop Effective Partnership, Maintain Positive Client Relations. Objective: Professionally Lead and Managed Department Focused on our Clients. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed On-going and annual training for Department’s Leadership 100 100 100 100 Team members Create Opportunities for Meaningful Partnerships n/a n/a n/a Ongoing Ensure timely, educational responses to Clients n/a n/a n/a Ongoing Annual Financial Plan 163 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 2006-2007 $ 211,004 37,440 13,146 $ 261,590 Adopted Budget 2007-2008 $ 224,462 23,850 17,950 $ 266,262 Estimated Expenditures 2007-2008 $ 224,621 20,175 16,105 $ 260,901 Proposed Budget 2008-2009 $ 240,327 23,859 17,950 $ 282,136 Budget-Budget Variance $ 15,865 9 $ 15,874 $ $ $ $ $ $ $ $ 282,136 282,136 $ $ $ $ 282,136 282,136 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TOTAL 261,590 261,590 266,262 266,262 260,901 260,901 15,874 15,874 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Community Development operating budget has increased by 6% and there are no capital expenditures. Personal Services increases are due to a 1% pay plan adjustment, expected merit adjustments, and a small increase in health insurance. Contractual and Commodities had little to no change over 2008 budget. There is no major capital (>$10,000) for this division. Annual Financial Plan 164 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 16 PLANNING AND DEVELOPMENT SERVICES To ensure that the regulations of the Code are complied with and enforced. To promote health, well being, and general quality of life for the citizens of Flagstaff by seeking compliance with relevant city codes. Compliance is the goal. For the current fiscal year this means starting implementation of the Property Maintenance Ordinance. 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. The Project Management section advises the City Manager, City Council, Planning & Zoning Commission, and various city commissions on all matters relating to Flagstaff’s growth and development. It administers, implements, and enforces the Land Development Code (LDC), and the Flagstaff Regional Land Use and Transportation Plan. This section provides single-pointof-contact service to both our clients and our various customers. PROGRAM DESCRIPTION The Planning and 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. The division is also responsible for drafting new zoning and subdivision codes and rewriting the Regional Land Use and Transportation Plan. Our customers include the general public, developers, trade groups, other City and County staff, the Planning and Zoning Commission, and the City Council. The Advanced Planning section is responsible for redrafting and reviewing proposed amendments and interpreting the Regional land Use and Transportation Plan. The Division is divided into five sections: FY 08 ACCOMPLISHMENTS The Project Review section is primarily responsible for administering and enforcing the provisions of the various codes regulating engineering, horizontal and vertical construction, and building plan review. Responsibilities include guidance for developers and investors to facilitate the ordered growth of the city of Flagstaff. Economic Development/Redevelopment 9 The Building Inspection section is primarily responsible for administering and enforcing the provisions of the various codes regulating horizontal and vertical construction, ensuring 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. 9 The Code Administration section (which moved under the Planning and Development Services Division in mid2007) provides two essential functions: To provide amendments as necessary to the Land Development Code and ensure fair and consistent interpretation and administration of the code. For the current fiscal year this means continuing work on the comprehensive rewrite of the Land Development Code. Annual Financial Plan 165 Developed a Sustainable Building Program with the adoption of the 2006 Edition International Energy Conservation Code and the City of Flagstaff 2007 Building Code Amendments. The program was coordinated with Coconino County Building Department and the City of Flagstaff Public Works sustainability manager for consolidating and integrating efforts. Amended Title 4 of the city code by producing Resolution 2007-61 and Ordinance 2007-47 which brought a new family of building codes to the city of Flagstaff for code compliance. Working closely with Coconino County Building Department and Board of Supervisors to adopt these new building codes, the City and the County will now be using the same rules for construction for the first time since the adoption of the 1997 Uniform Building Codes. The project was closely coordinated with the Northern Arizona Builders Association and a local Citizen Advisory Committee to bring GREEN building practices to Flagstaff. City of Flagstaff COMMUNITY DEVELOPMENT 9 9 9 9 9 9 9 9 9 9 9 9 9 DIVISION 16 Provided complete code review for more than 314 residential building permits, with more than 166 being issued for $35,992,606 in value. Although this number is less than last year’s total (based upon economic factors in the second mortgage market), the plan reviews were thorough and timely. Commercial plan review has more than doubled since the previous year, with 67 permits valued at $37,488,949 being issued. Commercial tenant improvement permits have also increased to $16,365,482 for 97 permits during the same period of time. Adoption of amendments to the Land Development Code to promote housing affordability based on the recommendations of the Housing Policy Task Force. Adoption of a new Traditional Neighborhood District ordinance as a new Chapter 10-17 of the Land Development Code with related amendments to the City Engineering Standards. Adoption of comprehensive amendments to the Subdivision Regulations, Chapter 10-11 of the Land Development Code. Adoption of amendments to the Land Development Code needed to ensure consistency with recent revisions to the Arizona Revised Statutes and applicable case law regarding such issues as adult oriented businesses, non-conforming signs, adoption of a Historic Preservation District, and revised findings for review and approval of conditional use permits. Adoption of a final round of Land Development Code amendments to address numerous, important, known deficiencies and problem areas, such as temporary signs and storage containers. Completed an RFQ for the comprehensive rewrite of the zoning and subdivision codes. Completion of phase 1 installation of new software to track code compliance cases with training for the code compliance staff. Completion of a Baseline Condition Survey for the Sunnyside and Plaza Vieja neighborhoods. Complete overhaul of code compliance procedures and processes to ensure more timely and efficient customer service. Through slow and patient work, all mercury vapor lights in the city have been eliminated, and numerous other non-compliant light fixtures have been removed. Continued the administration of the Development Review Board process. The Project Management section provided leadership and administration to the Planning & Development Services Director in the Annual Financial Plan 9 9 9 9 9 9 9 9 PLANNING AND DEVELOPMENT SERVICES refinement of the Development Review Board process. The process also implemented a singlepoint-of-contact to provide excellent customer service in processing the various types of development proposals. The Project Management section reviewed a total of 353 concept and site plan proposals. Continued review of miscellaneous building permits. The Project Management section provided timely review of approximately 78 miscellaneous building permits during the fiscal year. Continued to process lot-split requests. The Project Management section processed 32 lot splits during the fiscal year. Assisted the Information Services to implement the new Subdivision Process within Kiva. This effort will include the auditing of all permits to assure seamless customer service throughout the various permitting processes. Continued 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 citywide. This has been strongly supported by the development community. Continued to administer the Design Review Guidelines ordinance. Provided assistance to the Code Administration section by providing expertise and suggested amendments to the LDC and will further assist the Zoning Administration section in the re-write of the LDC and any interim revision program. Completed review and Council adoption of Juniper Point Regional Plan Amendment using new TND designs. Planning for Growth and Customer Service 9 9 166 The Project Review section played a major role in establishing the technical code compliance guidelines and negotiated compromising positions that affected the Traditional Neighborhood Design (TND) ordinance and modifications to the Land Development Code. Developed procedures for increased installation requests for solar panel permits (including coordination with APS for interconnect agreements). City of Flagstaff COMMUNITY DEVELOPMENT 9 9 9 9 9 9 9 9 DIVISION 16 Smoothly transferred the five plans examiners and Building Official from city hall offices to a new location at the old APS (Cherry Ave. building) during the height of the construction season. This move allowed for the expansion of services within Community Development that needed direct access to other departments within city hall. Assisted with the development of the building code requirements and additional definitions with Title 4 of the city code for Accessory Dwelling Units (ADUs). This was merged into a code adoption for both the Land Development Code zoning requirements and the International Residential Code requirements. Successfully implemented and trained inspectors on the use of the off-line remote inspector. Successfully trained inspectors on the use of the Tablet PC’s. These units have eliminated the double work inspectors previously performed. Processed major rezoning cases such as: Juniper Point, a TND development with regulating plan, form based code and development agreement; Canyon del Rio development with specific plan; St Francis de Assisi Church rezoning and conditional use permit; Presidio in the Pines modifications. The Project Management section has and will continue 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, Forth Street/City Property Annexation/Rezoning and Redevelopment Project and Southside implementation. Continue to provide assistance to the Housing Section to provide work-force housing projects. The Project Management section is currently discussing affordable housing with the various rezoning, site plan, and subdivision applications. Project Management section has submitted comments concerning proposed developments with the County Planning Division as agreed with the regional mutual review system. The section also receives comments from the County on proposals adjacent to the city limits. 9 9 9 9 9 9 9 9 9 9 9 9 FY 08 ADDITIONAL ACCOMPLISHMENTS 9 9 Reorganization of the Project Review section to include proposing the re-ranging of front counter staff, adding a front counter supervisor (plans examiner for small projects) and a senior building inspector/supervisor. Although the splitting of the Annual Financial Plan 9 9 167 PLANNING AND DEVELOPMENT SERVICES section between city hall and the Cherry Ave. building has been advantageous for city employees, there have been some technical challenges with the two locations. Assistance of the front counter in making “on-the-spot” decisions will be greatly enhanced once this proposal is completed. Began training plans examiners on energy inspections and smart building science techniques. Coordinated the inclusion of the International Fire Codes and the editing of the International Urban Wildland Interface Code for the City of Flagstaff. These efforts were closely coordinated with the Fire Department and the Project Management section (Planning) to assure compatibility. This effort completes the “family” of model code adoptions for the city of Flagstaff and assures continued high rankings for the Insurance Service Organization fiveyear renewal effort. Continued participation in the automated permit tracking software development and migration to either a web-based system or new software. Continuing education was completed for all the plans examiners and the inspection staff through AZBO in Prescott and Tucson, Arizona. Completed the ICC certification for the front counter staff as the second Planning and Development Services Representative became a Plan Technician. Enrolled an employee in the AGTS Supervisor’s Academy as part of an ongoing tutoring and mentoring program to provide upward mobility for existing employees. Continued an active roll with the Willow Bend Citizens Advisory Committee to discuss future developments of sustainable buildings, building science, LEED requirements for city-funded structures, and US GREEN incorporation to the permit process. Began training inspectors on energy efficiency inspections and smart building techniques. All completed permits have been signed off in Kiva. No on-the-job injuries. Refinement of the single-point-of-contact system in concert with a new development review process. All of the Development Case Managers received and completed Form Based Code training from Form Based Code Institute. Assisted in the creation of the TND zoning district and standards as well as the TND street standards. Reviewed and approved the Small Business Incubator. Assisted in the LDC amendments including the subdivision amendments. City of Flagstaff COMMUNITY DEVELOPMENT 9 DIVISION 16 In the process of reviewing the Super Wal-Mart site plan. ¾ Planning Commission The Commission has reviewed 31 items from January 2007 through January of 2008. They approved several redevelopment projects, new developments, and residential subdivisions. Some of the more interesting cases included: ¾ ¾ 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 conversion to condominiums. McMillan mesa estates t-plat/rezone. ¾ ¾ The Commission is also represented on the Open Spaces Commission, Board of Adjustment, Water Commission and the Transportation Advisory Committee. ¾ 9 9 9 9 9 ¾ ¾ ¾ ¾ ¾ ¾ FY 09 NEW INITIATIVES ¾ Economic Development/Housing/Sustainability ¾ ¾ ¾ Complete the web-based initiative and seek funding for a permit system which will interact with GIS, Coconino County over-lays and data bases, and provide for more on-line capability and access for our clients. Integrate a voice-activated construction inspection system to take inspections, translate (must be bilingual) information automatically into the data base and report results when completed. This system is seen as being used by building inspectors, zoning compliance officers and the utility billing department (water/sewer/garbage collection). Continue to expand the single-point-of-contact philosophy for the Development Review Board process with the Capital Improvements Division (City Engineer section) by assuring a smooth transition from the entitlement phase of development to the engineering construction and building construction phases. This will take the developer and their contractor through the legal authorization for use to Annual Financial Plan ¾ ¾ ¾ ¾ ¾ ¾ 168 PLANNING AND DEVELOPMENT SERVICES the physical construction stages and Certificate of Occupancy completion for a project. Implement the Sustainable Building Program through educational out-reach into the community (from the owner-builder, designer, contractor and design professional levels). Complete the last phases of the Engineering “super permit” to include the tracking of capital projects. Purchase telephone server to receive and input inspection requests into Kiva and relay notification of inspection results. Continue in-house training to instill confidence and Consistency in code enforcement and empower inspection personnel to make good decisions at the job site. Develop a new inspector training program. Train inspectors for the new energy code and sustainability. Work on a Dual Career track for the inspectors. Seek consensus on streamlining the current multidepartment field inspection functions. Work with a consultant to rewrite the Land Development Code to ensure its consistency with the Regional Plan and to make it simpler and easier To use and understand. Numerous opportunities for public input and participation will be provided throughout this process. Develop an implementation schedule for the new Property Maintenance Ordinance. As the Division migrates to a new permit tracking software program, it is essential that training for the code officers must be provided. Ensure that all code compliance officers are certified as zoning inspectors and property maintenance inspectors with the International Code Council (ICC). Engage section staff more fully in the goals and objectives of the CD Leadership Team by, for example, empowering them to take appropriate risks and share the Leadership Team’s successes. Develop a program to ensure that all closed code compliance cases and sign permit applications are scanned into Laser Fiche. Strengthen relationships with other enforcement agencies within the city, particularly with regard to implementation of the Property Maintenance Ordinance. Seek citywide consensus on streamlining the civil hearing officer positions currently in several departments. Provide assistance to the Community Code Administration section on amendments to the Land Development Code and the re-write effort. City of Flagstaff COMMUNITY DEVELOPMENT ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ PLANNING AND DEVELOPMENT SERVICES DIVISION 16 Refining the new Development Review process and improving the single-point-of-contact with all City departments. Provide Project Management section staff assistance to revising and updating the KIVA LIS/Permit Tracking software to be in line with the new plat process. Participate in the selection of a new permit tracking software if budget is approved. Review and process sign permit applications. Continue to provide planner-of-the-day services to the general public by telephone and front counter services. Review the Design Review Guidelines for possible additions and deletions. Begin process of reexamining the Regional Land Use and Transportation Plan. Coordinate with county and online process. Hire consultant to prepare multi-functional Master Plans. Begin process leading to 2010 census. Compensation ¾ Continue to create solutions to difficulty in filling vacant positions. Common problems relate to high housing cost and difficulty in spouse finding a job. Facilities ¾ Continue working with Facilities director to consolidate Community Development staff in a single location in order to improve efficiency and customer service. Regional Water Issues ¾ ¾ Implement water conservation building techniques. Promote more efficient site design through Traditional Neighborhood Design and density techniques. 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Number of of new single family residential permits issued 217 105 215 350 Number of Multi-family permits issued (duplexes, triplexes, 200 71 150 215 townhouses) Number of manufactured housing permits issued 52 61 45 50 Annual Financial Plan 169 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 16 PLANNING AND DEVELOPMENT SERVICES 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 furthermore, the specific locations within our community. This information will assist our clients and customers with an actual projection of growth and market conditions. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Number of single family residential lots approved 1706** 136 206 200 Number of cases reviewed by the Development Review Board 302 353 350 350 Number of multi-family residential units approved 445** 48 0 0 **Condo conversions Industrial square footage approved – 81,445 Commercial square footage approved – 671,081 Commercial Construction Square Footage – 498,145 square feet Note: Residential markets were slower this year. However, commercial construction was extremely strong. The commercial numbers listed above do not include the NAU conference center/hotel or other building at NAU. 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 06 CY 07 CY 08 CY 09 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; 3.5 3 2 delay processing of the application (this will require training 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, 14 14 18 and when the applicant makes the required corrections 7-27 days Track the total time from application to when the permit is Manually, 39 40 30 available for issuance (construction start is separate) 15-31 days 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Number of commercial/industrial building permits processed 35 67 75 75 (separate tracking of square footage included) Number of apartment/condo units permitted 256 0 150 150 Number of major/minor tenant improvement projects permitted 108 102 115 121 Annual Financial Plan 170 City of Flagstaff COMMUNITY DEVELOPMENT PLANNING AND DEVELOPMENT SERVICES DIVISION 16 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. Measures: Percentage of applicants called within 72 hours of submittal CY 06 Actual 95% CY 07 Actual 96% CY 08 Estimate 98% CY 09 Proposed 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 98% of inspections on the day requested. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Percentage of inspection requests conducted on day 93% 95% 98% 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Have all permits in KIVA that have been finalized or passed 60% 100% 100% 100% indicated as done Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Officer Certification. Objective: Recognized officer certification. CY 06 Actual N/A CY 07 Actual N/A CY 08 Estimate 1 officer certified N/A N/A 1 other officer to complete CY 06 Actual Yes CY 07 Actual Incomplete CY 08 Estimate Incomplete Establish bi-annual inspections of industrial districts N/A Incomplete Incomplete Establish other priority violation inspections Code officers to spend a min. of 4 hours per day in the field, 60% of the time Yes N/A Ongoing N/A Ongoing Target not achieved Measures: Certified Housing and Property Maintenance Inspector Certified Zoning Enforcement Officer CY 09 Proposed 2-3 officers to be certified 2-3 officers to be certified Council Priority/Goal: QUALITY OF LIFE Goal: Increase pro-active inspection programs. Objective: Decrease client reactive complaints. Measures: Establish daily inspections of commercial districts Annual Financial Plan 171 CY 09 Proposed Will be completed Will be completed Ongoing Targeted City of Flagstaff COMMUNITY DEVELOPMENT PLANNING AND DEVELOPMENT SERVICES DIVISION 16 Council Priority/Goal: QUALITY OF LIFE Goal: Provide timely response to all requests for code enforcement service. Objective: Decrease delays and improve customer service satisfaction. CY 06 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 CY 07 Actual Met 90% of the time Met 90% of the time CY 08 Estimate Meet 90% of the time Meet 90% of the time Council Priority/Goal: QUALITY OF LIFE Goal: Adopt a Property Maintenance Ordinance. Objective: Ensure that all buildings and properties are maintained to ensure safe occupancy. CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Establish documentation requirements for CDBG funding Started Ongoing Completed Provide staff support for implementation of the proposed code N/A Will be Will be completed completed Council Priority/Goal: CUSTOMER SERVICE Goal: Policy and procedures manual. Objective: Create clear and direct procedures and systems for ensuring compliance with the Code. CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Create standard procedures for violation actions N/A Started Completed Create time lines for enforcement actions N/A Started Completed Create officer protocol for enforcement actions N/A N/A Will be completed CY 09 Proposed Meet 90% of the time Meet 90% of the time CY 09 Proposed N/A Ongoing CY 09 Proposed Reevaluate Reevaluate Ongoing Council Priority/Goal: CUSTOMER SERVICE Goal: Standardization of documents. Objective: Standardize reports, notices and letters. Measures: Create form letter database Create standard violation notices CY 06 Actual Started Started CY 07 Actual Completed Completed CY 08 Estimate Reevaluate Reevaluate CY 09 Proposed Ongoing Ongoing CY 06 Actual N/A CY 07 Actual N/A CY 08 Estimate N/A N/A N/A N/A N/A N/A Completed CY 09 Proposed Will be completed Will be completed Reevaluate Council Priority/Goal: CUSTOMER SERVICE Goal: Develop a code compliance/enforcement web page. Objective: Provide citizens with code enforcement information. Measures: Provide information on violation types and corrections Provide clients with information on the code compliance section Provide an on-line complaint form Annual Financial Plan 172 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 16 PLANNING AND DEVELOPMENT SERVICES Council Priority/Goal: CUSTOMER SERVICE Goal: Obtain specialized enforcement computer program. Objective: Ability to track and report code enforcement actions. Measures: Ability to log and track compliance/enforcement cases Ability to create reports on compliance/enforcement actions Ability to report on problem areas and specific violations and maintain database linked to parcels CY 06 Actual N/A N/A N/A CY 07 Actual Completed Completed Completed CY 08 Estimate Completed Completed Completed CY 09 Proposed Ongoing Ongoing Ongoing Council Priority/Goal: CUSTOMER SERVICE Goal: Provide timely updates and amendments to the Land Development Code based on the input of staff and citizens. Objective: Ensure that citizens and staff are informed of proposed amendments and completed updates. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Engage staff and citizens in the process of drafting Land N/A N/A Will be Ongoing Development Code amendments completed Commence Phase 1 of a major rewrite of the Land N/A N/A Will be Ongoing Development Code completed Encourage public participation in the Land Development Code N/A N/A Will be Ongoing rewrite through appropriate outreach techniques completed Council Priority/Goal: QUALITY OF LIFE Goal: Promote a better “built” environment. Objective: Ensure a high quality of all new buildings in terms of sustainability, aesthetics, and energy conservation. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Number of builders engaging in better building techniques N/A N/A N/A N/A Number of suppliers stocking sustainable material N/A N/A N/A N/A Survey public on raising the bar on better “built” environment N/A N/A N/A N/A for new construction Annual Financial Plan 173 City of Flagstaff COMMUNITY DEVELOPMENT DEPARTMENT: DIVISION: PLANNING AND DEVELOPMENT SERVICES DIVISION 16 COMMUNITY DEVELOPMENT 16-PLANNING & DEVELOPMENT SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2006-2007 $ 2,893,571 164,329 149,959 176,025 $ 3,383,884 Adopted Budget 2007-2008 $ 3,078,948 201,917 154,006 15,000 $ 3,449,871 Estimated Expenditures 2007-2008 $ 3,030,917 199,669 153,669 15,000 $ 3,399,255 Proposed Budget 2008-2009 $ 2,559,712 171,958 77,761 $ 2,809,431 Budget-Budget Variance $ (519,236) (29,959) (76,245) (15,000) $ (640,440) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COUNCIL AND COMMISSIONS PRIVATE DEVELOPMENT ENGR TRAFFIC ENGINEERING PUBLIC WORKS INSPECTION MATERIALS TESTING SURVEY STORMWATER MANAGEMENT ADEQ PLAN APPROVAL ADVANCE PLANNING BUILDING PLANNING REVIEW BUILDING INSPECTION CODE COMPLIANCE DEVELOPMENT REVIEW TOTAL $ 201,123 1,236 376,495 422 561,424 225,987 127,505 7 14,374 541,827 843,772 489,712 3,383,884 $ 115,080 5,750 376,799 596,419 241,075 130,483 12,299 617,031 779,440 575,495 3,449,871 $ 36,548 5,750 372,979 605,670 241,410 136,872 12,332 632,536 780,096 575,062 3,399,255 $ 343,161 6,150 6,574 105,011 550,902 808,962 339,699 648,972 2,809,431 $ $ 2,809,431 2,809,431 $ 228,081 400 (376,799) (596,419) (241,075) (123,909) (12,299) 105,011 (66,129) 29,522 339,699 73,477 (640,440) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Planning and Development Services operating budget has decreased 18% and there are no capital expenditures. Personal Services decrease are due to the reorganization in the Community Development Department with 14 less positions in Planning and Development Services. In addition there is a 1% pay plan adjustment, expected merit adjustments, and a small increase in health insurance. Overall, Contractuals and Commodities decreases are due to the reorganization. There is no major capital (>$10,000) for this division. Annual Financial Plan 174 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 17 ENGINEERING DIVISION MISSION FY 09 NEW INITIATIVES 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. ¾ ¾ ¾ ¾ ¾ PROGRAM DESCRIPTION The Engineering Division is made up of 6 sections: Capital Improvements (see Division 03); Stormwater Management (see Division 98), Flagstaff Metropolitan Planning Organization (see Division 14), Public Works Inspection & Materials Testing, Development Engineering & Surveying and Traffic Engineering. Division 17 is home for administration of all sections listed above and includes the Traffic Engineering, Development Engineering, Survey, Public Works Inspection and Materials Testing programs. Traffic Engineering FY 08 ACCOMPLISHMENTS 9 9 9 9 Administration 9 FY 08 ACCOMPLISHMENTS 9 9 9 9 9 9 9 9 9 9 9 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. Attended monthly meetings with FUSD’s Chief Financial Officer. Attended bi-monthly meetings with ADOT District Engineer. Attend quarterly Executive meetings with US Army Corps of Engineers for the Rio de Flag Flood Control Project. Member of Capital Improvements and Change Order Committees (internal staff committees). Member of FMPO Technical Advisory Committee. Attended Council Meetings & Work Sessions, Development Review Board, FMPO Executive Board, Traffic Commission, Pedestrian & Bike Advisory Committees, Citizens Transportation Advisory Committee, and Stormwater Advisory Committee. Annual Financial Plan Develop strategic initiatives, performance measures and implementation strategies for FY10. Provide consistent leadership and support for the Division. Work closely with other Departments/Divisions to ensure thorough communication. Ensure a well trained, team centered staff. Increase the Division’s use of the City’s web page. 9 9 9 9 9 9 9 9 175 Provide support for Juniper point master plan and zoning application. Provide support for Wal-Mart Supercenter site plan and development proposal. Provide design and signal inspection support for Mall infrastructure construction. Installation of variable speed limit signs on Butler Avenue at Knoles Elementary and Sinagua High School. Design and construction of traffic signal improvements at Beulah Boulevard/McConnell Drive and at Fourth Street/7th Avenue. Provide Support for development of Traditional Neighborhood Design (TND) chapter in Land Development Code and TND street standards. Design and installation of trial traffic diverter for traffic calming in Bow and Arrow neighborhood. Member of FMPO Technical Advisory Committee. Take over programming and coordination of eight ADOT traffic signals on N. Highway 89 as part of the EFTI route transfer agreement. Construction and turn on of four new City traffic signals at Fourth Street/Butler Ave., Market Place Dr./Mall Way, Butler Ave./Lone Tree Rd., and Butler Ave./Sawmill Dr. Support the Traffic Commission to engage the public and provide forum for public input. Provided Private and Capital Plan Reviews on numerous projects. Address citizen complaints. Process signage/striping improvements city wide. City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 17 FY 09 NEW INITIATIVES ¾ ¾ ¾ ¾ ¾ In conjunction with Public Works Department’s Street Division and GIS, develop a traffic sign inventory program to meet new federal requirements for minimum traffic sign retro-reflectivity. Continue to support the Traffic Commission and its advisory committees to engage the public and establish positive working relationships. Working with GIS to develop accident database accessible to Traffic Section and FMPO. With GIS, develop comprehensive traffic volume count map accessible on the City’s web site. ¾ ¾ FY 08 ACCOMPLISHMENTS 9 9 9 9 9 9 9 9 9 FY 08 ACCOMPLISHMENTS 9 9 9 9 9 9 9 Annual revision to the City of Flagstaff Engineering Design and Construction Standards and Specifications. Developed a new Chapter of the Standards “Traditional Neighborhood Design (TND) Thoroughfare Standards”. Revised Engineering Grading Permit Application and Certification Forms. Revised Engineering Plan Review Process Sheet. Provided support for Juniper Point’s master plan and zoning application. Provided support for Wal-Mart Supercenter site plan and development proposal. Supported efforts of the Employee Advisory Committee (EAC) by assignment of a staff member from the Section. Supported efforts to develop a permit tracking software replacement by assignment of a staff member to the Kiva Replacement Committee. 9 9 9 9 9 9 9 ¾ ¾ ¾ Continue annual revisions of the City of Flagstaff Engineering Design and Construction Standards and Specifications. Annual Financial Plan No on the job injuries. Trench Safety Awareness training. Asbestos Awareness training. Began five-year upgrade of lab equipment. Confined Space Entry training. Staff performed 14,773 of-site inspections. 95% of the inspections were performed on time. There was no warranty work required in CY 2007. 34 major construction projects received a Final Letter of Acceptance. Inspected 54 Private Development projects and 19 City Capital projects. Continued on time testing of projects. Provided testing for 12 Capital Projects and 32 on site projects. Provided testing for the Landfill. Provided testing for Utilities Department. Finished testing Market Place at the Mall expansion. Provided testing for the NAU Conference Center. FY 09 NEW INITIATIVES FY 09 NEW INITIATIVES ¾ Revise Title 18 “Landscaping Standards for Rights of Way” of the Engineering Standards. Develop an employee manual for Development Engineering. Combine all public improvement permits into a Single permit (from 4 permits to 1 permit). Public Works Inspection & Materials Testing Development Engineering & Surveying 9 ENGINEERING DIVISION 176 Obtain American Concrete Institute training for Materials Testing staff. Continue to provide on time inspections and materials testing of both private and capital projects. Continue to provide materials testing for other Departments. City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 17 ENGINEERING DIVISION PERFORMANCE MEASURES Council Priority/Goal: QUALITY OF LIFE/PUBLIC SAFETY Goal: Design and implement optimized summer-conditions (school-out/tourist season) timing plans for all 40 City traffic signals. Objective: Improve traffic signal operations to reduce delays and congestion at individual intersections on City streets. CY 06 CY 07 CY 08 CY 09 Measures: For all City traffic signals: Actual Actual Estimate Proposed Completion of necessary intersection turning movement 16 of 34 30 of 40 35 of 40 40 of 40 studies Design of intersection timing plans 0 of 34 10 of 40 35 of 40 40 of 40 Installation of plans, and fine-tuning of intersection timings 0 of 34 10 of 40 35 of 40 40 of 40 * 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 06 CY 07 CY 08 CY 09 Measures: For 10 identified corridors Actual Actual Estimate Proposed Completion of necessary link and intersection traffic counts 5 of 9 6 of 10 6 of 10 8 of 10 Design of individual system timing plans 5 of 9 6 of 10 6 of 10 8 of 10 Installation of plans and fine-tuning of offsets and cycle splits 0 of 9 1 of 10 6 of 10 8 of 10 *Corridor synchronization for the school year traffic patterns at all City Traffic Signals in CY 04 and 05. 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 citizen complaints. CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Develop and implement a traffic service request tracking 85% 85% 100% system and service categorization & prioritize scheme staff to better CY 09 Proposed N/A Council Priority/Goal: PUBLIC SAFETY Goal: Reduce crashes at high accident locations on City streets. Objective: Identify high accident locations, perform safety audits, implement low cost improvements, program capital improvements, and track ‘before and after’ performance of the improvements. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Annually: Review 3-yr running average accident rates at Complete Complete highest accident locations NA NA Prioritize these locations and perform safety audits of 3 NA NA NA 3 locations highest locations Implement signing, marking and/or signal timing NA NA NA 3 locations improvements at these locations Submit request for Capital Improvements Section to program NA NA NA 3 locations major construction improvements Review accident rates to assess the effect of the NA NA NA Begin CY improvements 2010 Annual Financial Plan 177 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 17 ENGINEERING DIVISION DEVELOPMENT ENGINEERING PERFORMANCE MEASURES Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Make annual revisions to the Engineering Design and Construction Standards and Specifications. Objective: To provide up to date Engineering Standards and Specifications for the City of Flagstaff that include state of the art practices and procedures for design, construction methods, and materials of public improvements that also reflect the needs and desires of the community. Measures: Adopt revisions to the Standards by the end of each calendar year Council Priority/Goal: REGIONAL WATER ISSUES Goal: Complete revisions to the Standards for Landscaping in the public Right of Way. Objective: To provide at set of standards that will provide the City with landscaping in the rights of way that is aesthetically appealing, compliments the surrounding environment, minimizes the effort needed for maintenance, and that specifies plants that require a minimal amount of water to grow. Measures: Complete revisions to the Landscaping Standards along with the annual revisions to the Engineering Standards Council Priority/Goal: CUSTOMER SERVICE Goal: Insure that the inspectors and contractors have timely and accurate testing. Objective: Accurate field and lab testing. CY 06 CY 07 Measures: Actual Actual Number of lab tests performed 9,811 11,000 CY 08 Estimate 13,000 CY 09 Proposed 13,500 Council Priority/Goal: CUSTOMER SERVICE Goal: Promote safety by keeping Lab personnel safe in the field and in the lab. Objective: Adequately trained Lab personnel. CY 06 CY 07 Measures: Actual Actual Number of injuries in the field and in the lab None None CY 08 Estimate None CY 09 Proposed None Council Priority/Goal: CUSTOMER SERVICE Goal: Develop a service tracking system of actual night work performed in the City Right of Way and easements. Objective: The objective is to determine future staffing needs for permitted work after normal working hours. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Number of nights that require public works inspections and N/A N/A 10 20 materials testing 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 or easement. CY 06 Measures: Actual Percentage of Capital projects that staff inspect 92% Number of inspections conducted 12,961 Annual Financial Plan 178 inspection services in the city right-of-way CY 07 Actual 92% 14,773 CY 08 Estimate 90% 15,000 CY 09 Proposed 90% 15,500 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 17 ENGINEERING DIVISION 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 goals of the city now and in the future. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Number of Highway Construction certifications 3 3 4 5 Number of Underground Utilities certifications 5 5 6 7 Number of Materials Testing certifications 4 4 6 6 DEPARTMENT: DIVISION: COMMUNITY DEVELOPMENT 17-ENGINEERING EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2006-2007 $ 424,988 37,245 27,481 $ 489,714 Adopted Budget 2007-2008 $ 517,934 27,815 16,350 $ 562,099 Estimated Expenditures 2007-2008 $ 519,334 27,005 16,750 $ 563,089 Proposed Budget 2008-2009 $ 2,011,076 84,434 47,120 85,500 $ 2,228,130 Budget-Budget Variance $ 1,493,142 56,619 30,770 85,500 $ 1,666,031 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TRAFFIC BOARDS & COMMISSN TRAFFIC ENGINEERING PRIVATE DEVELOPMENT ENGR PUBLIC WORKS INSPECTION MATERIALS TESTING SURVEYING TOTAL $ 171,548 2,028 316,138 489,714 $ 182,210 11,459 368,430 562,099 $ 183,900 11,459 367,730 563,089 $ 294,296 1,200 450,836 427,464 659,250 261,700 133,384 2,228,130 $ 112,086 (10,259) 82,406 427,464 659,250 261,700 133,384 1,666,031 SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND STORMWATER FUND $ $ 1,429,196 726,897 72,037 2,228,130 COMMENTARY: The Engineering (previous known as Community Improvement) operating budget has increased 281% and capital expenditures total $85,500 resulting in an overall net increase of 296%. Personal Services increases are due the Community Development Department reorganization with 19 additional staff in this division. In addition there is a 1% pay plan adjustment, expected merit adjustments, and a small increase in health insurance. Overall, Contractuals and Commodities increases are due to the reorganization. Major capital (>$10,000) includes three pickup trucks and a concrete breaker. Annual Financial Plan 179 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 COMMUNITY INVESTMENT COMMUNITY DESIGN - 1807 Beautification: 9 Initiated implementation of the Southside Plan through streetscape redevelopment plans for San Francisco and Beaver Streets. 9 Beautification project; landscaping; Industrial Dr. 9 Beautification project; landscaping; Woodlands and Buelah medians. 9 Beautification component; Butler Medians Project. MISSION The Community Design Section provides detail for, and implements, the community’s vision for the built and natural environment, thus improving the quality of life for the citizens of Flagstaff. PROGRAM DESCRIPTION Flagstaff Urban Trail System: 9 Development of a FUTS Master Plan. The Community Design Section provides detail for, and implements, the community’s vision for the built and natural environment as articulated in the Flagstaff Area Regional Land Use and Transportation Plan. This work includes discovery and documentation, ongoing review and maintenance, and specifically the development of general and specific implementation plans, oversight for compliance in other plans and instruments, as well as general advocacy for, and education about, the community’s vision. Heritage Preservation: 9 Creation of the Townsite Historic Design Review Overlay District and the Landmarks Design Review Overlay District. 9 Route 66 Motel Preservation Outreach. 9 Initiated Cultural Resource Sensitivity Mapping. Neighborhood Planning: 9 Initiation of a planning process for the Plaza Vieja Neighborhood. 9 Specific Plan for the Lone Tree Corridor. 9 Initiation of a corridor plan for Butler Avenue. 9 Initiation of Character District identification. The work of this section is divided into two general scales; a neighborhood and district scale, and an urban design scale. One might describe these, respectively, as planning and design 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 of the Regional Plan 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. Open Space: 9 Development and approval of an Open Space Acquisition Plan (2004 Bond). 9 Initiated development of an Open Space Management Plan. Finally, Division 71 and 73 work load is grouped with Division 1807 to provide a comprehensive overview of the Community Design Section. Details of these responsibilities can be seen under "Program Description" for that division. Urban Design: 9 Development of various demonstrative concept plans to promote historic preservation, economic development, affordable housing and private development that meets the goals of the community. 9 Rezoning and annexation of City owned parcels at Fourth and Route 66. 9 Rezoning for the Science Park parcels. 9 Construction of two City Gateway Signs. 9 Repair Plan for downtown pavers. 9 Contributing to the development of the NAIPTA Downtown Transfer Center and World Headquarters. FY 08 ACCOMPLISHMENTS Arts & Sciences: 9 Update of Flagstaff Cultural Partners contract and grant policies and procedures. 9 Indoor art installed at three City facilities. 9 Worked with Beautification and Public Art Commission (BPAC) to establish charter, roles, and responsibilities, and basic policies. 9 Initiated development of a Beautification and Pubic Art Annual Plan (Start of 5-year Plan). Annual Financial Plan 180 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 FY 09 NEW INITIATIVES ¾ ¾ ¾ Continue with above (Not repeated here for brevity). Beautification and Pubic Art Annual plan developed to Five-year Plan and various projects per the plan. Development of FUTS Capital Reserve Plan. ¾ ¾ ¾ ¾ COMMUNITY INVESTMENT Designate various public and private properties to the Landmarks Design Review Overlay District. Open Space acquisitions. Complete Central Business District Parking Study. McMillan Mesa Open Space Park plan development PERFORMANCE MEASURES Council Priority/Goal: QUALITY OF LIFE, PLANNING FOR GROWTH, and ECONOMIC DEVELOPMENT Goal: As a basic component of economic development, to enhance the quality of life for our community and based on publicly adopted policies, we will deliver planning, plans, and projects that will provide high quality places to live, work and shop, that enhance the aesthetics of the community, and that balance development needs with the conservation of the natural and built environment, while simultaneously planning for growth according to this goal. Objective: Deliver planning for Arts and Sciences, Public Art, Beautification, and FUTS. CY 06 CY 07 CY 08 CY 09 Measures (Typically No. of Plans): Actual Actual Estimate Proposed Provide contract management for Arts and (4) Payments (4) Payments, (4) Payments (4) Payments Sciences (Flagstaff Cultural Partners) Contract, and and Annual and Annual Grant Policies. Audit Audit Provide planning on a 5-year basis for Public (0) (0) (1) (1) Art Provide coordinated planning on a 5-year basis (1) (1) (1) (1) for Beautification (Linked to FUTS planning) Provide coordinated planning on a 5-year basis (1) (1) (1) (1) for FUTS (Linked to Beautification planning) Objective: Deliver community plans that implement the community’s vision for the built and natural environment. CY 06 CY 07 CY 08 CY 09 Measures (Typically % Complete): Actual Actual Estimate Proposed Lone Tree Corridor Study (Specific Plan) 50%1 75% 100% N/A Southside Historic District National Register 50%1 75% 100% N/A Listing Open Space Bond – Property Acquisition Plan 0% 75% 100% N/A Route 66 Northside Conceptual Streetscape N/A 75% 100% N/A FUTS Master Plan N/A 50% 100% N/A Butler Avenue Corridor Study (Specific Plan) N/A 50% 75% 100% Open Space Management Plan N/A 50% 75% 100% Central Business District Parking Study N/A N/A 75% 100% (See also Emergent Work) Plaza Vieja Neighborhood Plan N/A N/A 50% 100% (Includes Clay Avenue Corridor) Cultural Resource Sensitivity Mapping N/A N/A 50% 75% FUTS Capital Reserve Study N/A N/A 20% 40% Character Districts (possibly as Specific N/A 10% 30% 30%2 Plans) Local Historic District Formation (per existing (0) of (7) (1) of (7) (1) of (6) (0) of (6) 2 National Register Historic Districts) Heritage Preservation Program N/A 10% 20% 20%3 1 Project inherited at this level of development. On lower priority pending further study of Proposition 207 impacts. Annual Financial Plan 181 2 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 COMMUNITY INVESTMENT Objective: Project Delivery (Implementing the community’s vision for the built and natural environment). CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Provide Indoor Art for City properties as desired (3) of (3) (3) of (3) (3) of (3) Deliver installed art works for current year projects for N/A N/A 75% of public art Planned Projects Deliver conceptual designs for current year projects N/A N/A 75% of for beautification projects (Note: Delivery of Planned documents / construction by Capital Improvements) Projects Deliver conceptual designs for current year projects N/A N/A 75% of for urban trails (Note: Delivery of documents / Planned construction by Capital Improvements) Projects McMillan Mesa Open Space Park 15% 20% 30% (See also Emergent Work) Complete Complete Complete Loaner project management (0) Projects (2) Projects (2) Projects Provide demonstrative designs for Development (1) Project (2) Project (1) Project Review Board projects as needed Provide demonstrative designs for Heritage Resource (0) Projects (3) Projects (2) Projects Preservation projects as needed Provide concept / feasibility designs for affordable (2) Projects (2) Projects (1) Project housing projects as needed Provide concept / feasibility designs for economic (2) Projects (0) Projects (2) Projects development projects as needed CY 09 Proposed (3) of (3) 75% of Planned Projects 75% of Planned Projects 75% of Planned Projects Per Council Direction (0) Project (1) Project (1) Project (1) Project (2) Projects Objective: Deliver regulations that implement the community’s vision for the built and natural environment. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Landscape Standards for Right-of-ways - N/A N/A 100% N/A Update Complete Engineering Standards - Update 100% 100% 100% 100% Participation Participation Participation Participation Design Standards and Guidelines for (0) Sets (1) Set (1) Set (0) Sets4 Historic Districts Parking Lot Design Standards and Guidelines 0% Complete 0% Complete 0% Complete 50% Complete LDC Design Review Guidelines - Update 0% Complete 0% Complete 0% Complete 50% Complete Objective: Project Regulation (Implementing the community’s vision for the built and natural environment). CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Provide design review, resource protection, and 100% of 100% of 100% of 100% of Regional Plan comments for Development Review Agenda Agenda Agenda Agenda Board (Approx. 260) (Approx. 260) (Approx. 260) (Approx. 260) Provide design review, resource protection, and 100% of 100% of 100% of 100% of Regional Plan comments, and Consent Calendar Agenda Agenda Agenda Agenda Approvals, for Historic Preservation Commission (Approx. 40) (Approx. 40) (Approx. 40) (Approx. 40) Provide design review, resource protection, and 100% of 100% of 100% of 100% of Regional Plan comments for capital projects of other Submitted Submitted Submitted Submitted City agencies Projects Projects Projects Projects (Approx. 6) (Approx. 6) (Approx. 6) (Approx. 6) 3 On hold pending further study of Proposition 207 impacts. On hold pending further study of Proposition 207 impacts. Annual Financial Plan 182 4 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 Provide design review and resource protection comments for external various agencies as a part of Section 106 (Heritage Resources) project reviews 100% of Submitted Projects (Approx. 6) COMMUNITY INVESTMENT 100% of Submitted Projects (Approx. 3) 100% of Submitted Projects (Approx. 3) Objective: Promote Heritage Resource Preservation through delivery of financial incentives. CY 06 CY 07 Measures: Actual Actual Issue grants through Historic Facades and Signs Grant (8) Grants (2) Grants Program Assist property owners with National Register Listing (0) Listings (0) Listings (Provides access to Grants, Income Tax Credits, and Property Tax Reductions) 100% of Submitted Projects (Approx. 3) CY 08 Estimate (6) Grants CY 09 Proposed (4) Grants (2) Listings (1) Listing Objective: Public Involvement (Implementing the community’s vision for the built and natural environment). CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Provide Staff support for Commissions and Committees 100% 100% 100% (Beautification and Public Art Commission, Bicycle Advisory (5) of (5) (5) of (5) (5) of (5) Committee, Historic Preservation Commission, Open Spaces Commission, and Pedestrian Advisory Committee) and, Commission satisfaction measure via survey N/A N/A > 75% Provide planning and project outreach as needed (4) Events (6) Events (12) Events Provide public education (Work Programs, Processes, and (0) Events (1) Event (2) Events Objectives) Provide public general awareness (Work Programs, (1) Service (2) Service (2) Service Processes, and Objectives) Activity Activities Activities CY 09 Proposed 100% (5) of (5) > 75% (12) Events (1) Event (2) Service Activities Objective: Emergent Work (Any of the above). CY 06 Actual 30% Time Measures: Absorb various emergent work items (Any of the above) CY 07 Actual 10% Time CY 08 Estimate 30% Time CY 09 Proposed 20% Time Objective: Resultant “high quality places to live, work and shop, that enhance the aesthetics of the community, and that balance development needs with the conservation of the natural and built environment.” CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Customer satisfaction measure via survey of citizens N/A N/A > 50% > 50% Customer satisfaction measure via survey of the City Council N/A N/A > 67% > 67% Council Priority/Goal: AFFORDABLE HOUSING Goal: Towards seeking quality affordable housing, the reader is referred to the comprehensive overview of the Community Design Section above. And, recognizing the more direct project contributions of the Community Design Section to affordable housing, please note the concept / feasibility plans for affordable housing included above. Objective: See objectives of “Quality of Life” above. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Applicable measures from “Quality of Life” above See above. See above. See above. See above. Annual Financial Plan 183 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 COMMUNITY INVESTMENT COMMUNITY REINVESTMENT AND ECONOMIC DEVELOPMENT - 1809 MISSION 9 9 9 9 Community Reinvestment and Economic Development Retain and strengthen existing local businesses while helping to grow and attract innovative companies. Redevelop the community to reinvest and rebuild itself for sustainable economic health. Bestjobinflagstaff.com opened. Sale of six auto park lots. Three new auto brands to the market. Opening of first phase of Mall. FY 09 INITIATIVES Concentration on companies and programs dealing with BioSciences, Technology and Clean Energy/Sustainable Businesses while retaining and expanding existing businesses PROGRAM DESCRIPTION Promote sustainable retail, commercial, industrial development that enhances employment and revenues for the City by: providing critical information and programs needed by businesses to survive and thrive; developing and cultivating infrastructure that includes quality of life, a culture that embraces growth and change, and access to intellectual resources, including qualified and talented employees; and developing connections between businesses and the people and organizations that can help take them to the next level including educational institutions. ¾ ¾ ¾ ¾ ¾ ¾ ¾ FY 08 ACCOMPLISHMENTS 9 9 9 9 9 9 9 9 9 Started Economic Development Program. Formed the Northern Arizona Economic Development Advisory Committee. Created “CityofInnovation.com” as gateway. Started Business Retention and Expansion Program. Started Business Attraction Program. Held two roundtables on Workforce issues. Completed new GPLET for Nestle Purina which will add 100,000 SF and new jobs. Opened first phase of Mall expansion. Started construction on Aspen Place at the Sawmill second phase and opening of New Frontiers. Annual Financial Plan ¾ ¾ ¾ ¾ ¾ ¾ ¾ 184 B3 Program Business Retention Program in cooperation with Arizona Public Service. Workforce outreach program in cooperation with Northern Arizona University and Coconino Community College. University to Business Program supporting local business with marketing, business planning and proof of concept support. Business Attraction Program. Incubator construction completed and building occupied. Downtown Management District running. Urban Design completed for major Downtown project. Parking Garage feasibility analysis completed. Marketing of www.bestjobsinflagstaff.com site. Construction of next phase at Mall. Completion of next phase of Auto Park. Automotive Training Facility feasibility completed. Updated www.cityofinnovation website as gateway portal for economic and business programs including resources. Update video on community. City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 COMMUNITY INVESTMENT PERFORMANCE MEASURES Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Promote Downtown as a cultural and shopping destination. Objective: Provide a well-managed Downtown District. Measures: Establish a Parking Meter Zone Identify Public Parking areas with signs and a map, available at CVB, downtown kiosks, and web site Preparea Parking Study for the Central Business District with proposed funding; possible start to implementation CY 06 Actual N/A CY 07 Actual N/A Ongoing CY 08 Estimate 1st Phase Installed Completed CY 09 Proposed 2nd Phase installed N/A In Process See 1807 See 1807 See 1807 See 1807 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 06 CY 07 Measures: Actual Actual RFQ sent out for south sites at Fourth Street and Route 66 RFQ Developer issued selected and Development Application Submitted CY 08 Estimate Annexation, Land Use change, and Rezone completed and DA completed CY 09 Proposed First Phase of Project under construction CY 08 Estimate Planning CY 09 Proposed Planning RFP issued for Lumberyard See 1807 Developer Selected and Project under construction See 1807 CY 07 Actual Planning CY 08 Estimate Planning CY 09 Proposed Planning Planning Organization established Planning ongoing Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Stimulate Southside retail and services. Objective: Implementation of 2005 Southside Plan strategies for redevelopment. CY 06 CY 07 Measures: Actual Actual Propose an Overlay District for Southside District - establish Planning Planning design guidelines and incentives for proper infill and adaptive re-use Identify underutilized sites and pursue proper Planning Planning redevelopment Southside Street Improvements See 1807 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 06 Measures: Actual Work with community and property owners to develop a Planning Route 66 Heritage Corridor Plan - design guidelines and incentives for quality retail, service, and cultural amenities Encourage a Route 66 Business Association Planning Develop a package of federal, state and local incentives for historic preservation and restoration of existing structures Annual Financial Plan 185 Planning See 1807 Planning Planning City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 COMMUNITY INVESTMENT 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 CY 06 Actual Completed CY 07 Actual N/A CY 08 Estimate N/A CY 09 Proposed N/A ongoing ongoing ongoing Ongoing Public discussion Public discussion Ordinance Adopted Infill Districts Implemented CY 08 Estimate Rezoned, Lease Signed and tenants identified Building opened and operational CY 09 Proposed Construction Underway, first phase opened Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Development of Innovation Park as anchor for innovative companies. Objective: Ongoing Project. CY 06 Measures: Actual Creation of a Science and Technology Park Developer chosen CY 07 Actual Development Application Submitted Development of a Science, Technology and Clean Energy Center Grant Awarded A/E Plans completed and bid Use of the Science, Technology and Clean Energy Center as a center of innovation and excellence that creates an environment that grows local innovation N/A Funding of Operator and virtual incubation Ten companies reviewed and building occupied by leading edge companies Local venture funding identified to assist in the growth of innovative start-up companies N/A N/A Initial meeting and strategy for screening and identification of companies Building occupied with qualified companies Program makes revenue requirements while incubating innovative companies Private funding structure created and implemented Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Retention and Expansion of Local Business Objective: Meet with local businesses to assess need Measures: Business Retention and Expansion Visits and assessment of needs and deliver of information and assistance Annual Financial Plan 186 CY 06 Actual N/A CY 07 Actual N/A CY 08 Estimate 30 visits CY 09 Proposed 50 visits City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 COMMUNITY INVESTMENT Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Retention and Expansion of Local Business. Objective: Workforce Development. Measures: Development and funding of program in cooperation with CCC and NAU Identification of local company(ies) to partner with and evaluate positions, training needs and hiring of properly trained employees to reduce turnover CY 06 Actual N/A CY 07 Actual N/A CY 08 Estimate Programs Created Programs created and trial launched with company/user of services CY 09 Proposed Funded N/A N/A CY 06 Actual N/A CY 07 Actual N/A CY 08 Estimate 3 Trade Shows with 50 leads CY 09 Proposed Wage level and number of jobs increased by relocation of at least one company CY 06 Actual N/A CY 07 Actual N/A CY 09 Proposed Funded N/A N/A CY 08 Estimate Programs Created 3 companies identified and included in program 10% drop in turnover at trial company based on data Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Higher wage jobs for the community. Objective: Bring new high wage jobs. Measures: Leads developed, responded to and possible site visits by companies with ultimate conversion of one lead to a company locate Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Retention and Expansion of Local Business. Objective: Connection of Business to University. Measures: Development of University to Business Program Identification of local companies to partner with in cooperation with institution and implementation of critical business review, business plan, marketing, proof of concept and retaining of two to three student interns to work with company to finalize new product development and introduction Annual Financial Plan 187 Students employed and concepts tested and possibly implemented depending on market outcome City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 18 COMMUNITY INVESTMENT Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Higher wage jobs for the community. Objective: Market opportunities for former residents. CY 06 Actual N/A Measures: Website in cooperation with NAU and CCC Alumni office and incorporating CItyofInnovation as another gateway site and linkage to bestjobsinflagstaff site for job opportunities CY 07 Actual N/A CY 08 Estimate Operational and generating hits CY 09 Proposed Site seen as a gateway for people interested in returning to Flagstaff CY 08 Estimate 5-user companies Redevelopment of the site CY 09 Proposed 15-user companies Update and tracking of number of hits and time spend on site as measure of performance Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Business Retention and Expansion. Objective: Workforce Availability. Measures: Users of Bestjobsinflagstaff along with new listserve for local business issues Use of CityofInnovation website as a gateway to other services and information Annual Financial Plan CY 06 Actual N/A CY 07 Actual N/A N/A N/A 188 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 2006-2007 $ 929,216 142,835 107,578 24,359 $ 1,203,988 Adopted Budget 2007-2008 $ 1,125,120 80,770 46,200 $ 1,252,090 Estimated Expenditures 2007-2008 $ 888,562 171,196 46,907 $ 1,106,665 Proposed Budget 2008-2009 $ 792,894 55,031 27,600 $ 875,525 Budget-Budget Variance $ (332,226) (25,739) (18,600) $ (376,565) $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION $ COMMUNITY DESIGN CODE ADMINISTRATION REINVESTMENT AND ECONOMIC DE HOUSING COMMISSIONS LAND TRUST PROGRAM TOTAL $ 653,065 106,457 210,238 82,302 115,970 35,956 1,203,988 $ 367,239 127,040 238,857 163,656 267,036 1,600 86,662 1,252,090 $ 222,407 127,566 240,900 168,662 268,118 1,600 77,412 1,106,665 $ 251,868 137,234 68,819 312,413 1,200 103,991 875,525 $ (115,371) 10,194 (238,857) (94,837) 45,377 (400) 17,329 (376,565) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 611,645 27,708 64,809 101,872 4,881 9,923 54,687 875,525 COMMENTARY: The Community Investment operating budget has decreased 30% and there are no capital expenditures. Personal Services decreases are due to the Community Development Department reorganization where 4 FTE staffing in Code Administration are moving to Planning and Development Services . In addition, there is a 1% pay plan adjustment, expected merit adjustments, and a small increase in health insurance. Contractuals and Commodities decreases are due to the reorganization. There is no major capital (>$10,000) for this division. Annual Financial Plan 189 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 31 HOUSING AND COMMUNITY SERVICES AFFORDABLE HOUSING - 1810 MISSION 9 The mission of the Housing Section is to provide enabling programs and policies for decent housing, a suitable living environment and economic opportunity to the residents of Flagstaff, in particular Flagstaff’s workforce and low / moderate income households thus fostering a diverse and sustainable community. 9 9 Planning and Administration – Division 18 9 PROGRAM DESCRIPTION 9 The Housing Section administers the Community Development Block Grant Entitlement Program; provides technical assistance groups in the community seeking Federal or State funding to provide services for low or moderate income members of the community; designs and implements new affordable housing programs as funding allows, such as the Community Land Trust Program; works with the greater housing community to develop City policies encouraging private sector solutions for affordable housing; provides information to the community and City Council as requested on affordable and workforce housing issues; and facilitates public participation or provides support for numerous community planning processes and documents. 9 9 9 9 9 9 9 FY 08 ACCOMPLISHMENTS 9 Planning and Administration – Division 31 9 9 9 9 9 9 9 9 9 9 Received State Housing Hero Award – Innovate Partnerships – for Community Housing Policy Task Force efforts. Received Arizona Chapter of National Association of Housing and Redevelopment Officials award for Program Innovation of the Year in Community Development. Administered CDBG fund in a federally compliant manner. Completed 2007/2008 Annual Action Plan and received Council and HUD approval. Completed 2007/2008 CDBG 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. Annual Financial Plan Provided loan servicing to prior Housing Program clients. Continuing education of staff on HUD policies and procedures. Formalized loan tracking and procedures – augmented post purchase counseling. 9 9 9 9 9 9 9 9 9 190 Coordinated efforts with Development Services to integrate housing planning early in the development process. Created and implemented community wide housing education effort. Grant awarded from ADOH for emergency repair and owner occupied housing rehabilitation. Utilized technical assistance and partnership opportunities with Fannie Mae. Participated in community planning efforts, including: Northern Arizona Homelessness Task Force/Rural Continuum of Care. Initiated partnership with Arizona Rural Policy Institute to create 10-year plan to end chronic homelessness. Participated in community efforts to open homeless shelters. Established administrative setup and implementation of Land Trust Program. Provided foreclosure training opportunities for the public. Completed project management of contract and process for Nexus Study. Worked with developer to bring first cooperative housing to Flagstaff. Created and implemented Workforce Housing Incentive Policy. Integrated Smart Growth concepts into housing programs, where appropriate. Increased workforce housing opportunities through economic development. Coordinated with three local businesses to establish Employer Assistance Housing efforts. Maintained ongoing relationship with Flagstaff Housing Authority as staff liaison. Created Development Agreements and tools to ensure that three developments have permanent workforce housing. Entered into planning process with successful respondents for John Wesley Powell site and 202 site. Established Community Land Trust Advisory Committee. Completed analysis of City owned properties. City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 31 FY 09 NEW INITIATIVES Affordable Housing Development and Neighborhood Revitalization – Division 31 ¾ 9 9 9 Provided funding and administrative oversight for the following programs to benefit the community; Housing Acquisition/Rehabilitation: Flagstaff Homeless Shelter Owner Occupied Housing Rehabilitation Minor Rehab of Sharon Manor HALO House Retro Fit Flagstaff Homebuyer Assistance Program Housing Subsidy Grants Housing Stabilization Flagstaff Senior Services IDA Matching Fund Acquisition & Rehabilitation Contract for Construction of Two Homes Completed public improvements for Community Land Trust Program properties (Schultz Pass and Izabel Homes), resulting in site preparation for approximately 36 workforce housing units. Phase II Izabel Homes vertical construction RFP conducted and identified successful respondent for construction of 16 units. ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ Affordable Housing Development and Neighborhood Revitalization – Division 18 ¾ Continued to implement recommendations from the Community Housing Policy Task Force. Ongoing planning efforts with developers to incorporate workforce housing units into upcoming developments in the City of Flagstaff – where appropriate. First Community Land Trust Program homes sold and occupied. Worked with lenders to provide financing options for Land Trust Program Homes. Conducted lender / appraiser trainings for Community Land Trust Program. Developed post purchase support measures. Two RFPs issued for Community Land Trust Program developments. Met with major community employers to discuss Employer Assisted Housing opportunities. ¾ 9 9 9 9 9 9 9 9 ¾ ¾ ¾ ¾ Annual Financial Plan HOUSING AND COMMUNITY SERVICES 191 Implementation of Nexus Study recommendations as directed. Provide non-duplicative educational opportunities related to workforce housing issues. Work with community partners to create shelter options for the homeless. Work with community partners to create and implement a 10-year plan to end chronic homelessness. Work with private sector partners to construct Community Land Trust Program homes. Provide policy guidance on workforce housing opportunities for all interested – clients, stakeholders, and developers. Increase awareness of incentives and work with residential and mixed-use developers on the benefits of including workforce housing in forthcoming developments. Work with interested businesses on the benefits and policy guidance of Employer Assisted Housing programs. Administer Council approved Community Development Block Grant (CDBG) programs. Administer two Housing Rehabilitation and Emergency Repair grants funded by the Arizona Department of Housing. Administer Federal and State grant programs and reporting. Assist and provide support for homeowner members of the Community Land Trust Program in compliance with City Council direction and programmatic intention. Develop and refine policies and procedures to ensure effective programmatic implementation including: • protection of City assets • balanced benefit to homeowners and the community • non-intrusive support for homeowners, • a fair and efficient process, and • consistent utilization of community partners. Identify and pursue potential partnerships which could result in additional units either in the Community Land trust Program or providing permanent affordability through a legally sounds mechanism. Work with internal staff to develop workforce housing on City of Flagstaff land for inclusion in the Community Land Trust Program. City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 31 HOUSING AND COMMUNITY SERVICES 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 identified 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Produce new affordable homes for Flagstaff's workforce N/A 9 Approx. 26 Approx. 41 through the Land Trust Program and public/private partnerships Provide homeownership assistance to designated target 14 24 24 24 populations Provide homeownership education to designated target 75 130 130 populations Address health and safety hazards in homes owned and 6 8 10 10 occupied by low/moderate income persons Assist local employers with creation and implementation of N/A 3 3 3 Employer Assisted Housing efforts 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 Yes Draft Complete / address community sustainability completed Implement Maintain 100% compliance with Federal funding sources 100% 100% 100% 100% Complete and enter into development agreements for Yes Yes Yes Yes workforce and/or community housing Assist in increasing the supply of rental housing 71 64 Support provided Support provided Council Priority/Goal: WORKFORCE HOUSING Goal: Address the economic and social needs of Flagstaff's population through 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Participate in community planning efforts (Continuum 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 Provide non-duplicative educational opportunities related to workforce housing issues Annual Financial Plan 192 N/A On going On going Ongoing 4 4 4 City of Flagstaff COMMUNITY DEVELOPMENT DEPARTMENT: DIVISION: DIVISION 31 HOUSING AND COMMUNITY SERVICES COMMUNITY DEVELOPMENT 31-HOUSING AND COMMUNITY SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2006-2007 $ 165,728 1,113,622 21,319 72,114 $ 1,372,783 Adopted Budget 2007-2008 $ 214,239 4,317,329 4,900 $ 4,536,468 Estimated Expenditures 2007-2008 $ 142,239 1,313,261 4,900 598,916 $ 2,059,316 Proposed Budget 2008-2009 $ 71,774 3,900,097 4,900 $ 3,976,771 Budget-Budget Variance $ (142,465) (417,232) $ (559,697) $ $ $ $ $ EXPENDITURES BY PROGRAM: REVOLVING LOAN GEN FUND CDBG ENTITLEMENT ADMIN LAND ACQUISITION-GF AZ HOUSING TRUST FUNDS HOME GRANT WORKFORCE HSG INCENTIVES WORKFORCE 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 LAND TRUST DEVELOPMENT CDBG CODE ENFORCE CDBE IDA MATCHING CDBG PUBLIC FACILITY REH CDBG HSG SUBSIDY GRANTS CDBG HSG STABILIZATION TOTAL $ 410,696 107,275 78,060 32 36,417 3,638 299,943 92,029 82,354 115,004 11,783 135,552 1,372,783 $ 450,000 112,000 1,817,538 300,000 366,000 252,964 94,400 176,850 100,000 85,000 205,684 145,000 3,000 139,000 30,000 117,032 142,000 4,536,468 $ 260,000 112,000 530,120 300,000 100,000 15,000 71,400 83,850 50,000 66,230 48,000 132,684 132,000 67,000 30,000 19,032 42,000 2,059,316 $ 450,000 108,535 1,407,956 300,000 300,000 287,964 23,000 243,000 205,000 130,316 130,000 120,000 186,000 85,000 3,976,771 $ $ 3,976,771 3,976,771 $ (3,465) (409,582) (66,000) 35,000 (71,400) 66,150 (100,000) 120,000 (75,368) (15,000) (3,000) (139,000) (30,000) 2,968 44,000 85,000 (559,697) SOURCE OF FUNDING: COMMUNITY REDEVELOPMENT FUND COMMENTARY: The Housing and Community Services operating budget has decreased 12% and there are no capital expenditures. Personal Services decreases due to the Code Enforcement Officers no longer being funded with CDBG grant monies. Contractuals decrease is due to decreases in Other Miscellaneous Services expense. Commodities are unchanged over the prior year budget There is no major capital (>$10,000) for this division. Annual Financial Plan 193 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 71 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 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. 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 PROGRAM DESCRIPTION The work of the Art & Science program has three parts, Cultural Arts and Sciences, Outdoor Public Art, and Indoor Public Art. Finally, Division 71 work load is grouped with Division 1807 to provide a comprehensive overview of the Community Design Section. Details of these responsibilities can be seen under "Program Description" for that division. 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. FY 08 ACCOMPLISHMENTS 9 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. Annual Financial Plan ARTS AND SCIENCE See Division 1807 FY 09 NEW INITIATIVES ¾ 194 See Division 1807 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 TOTAL Actual Expenditures 2006-2007 $ 231 330,953 13 $ 331,197 Adopted Budget 2007-2008 $ 11,948 666,182 550 $ 678,680 Estimated Expenditures 2007-2008 $ 11,948 406,560 2,165 $ 420,673 Proposed Budget 2008-2009 $ 731,002 3,850 $ 734,852 Budget-Budget Variance $ (11,948) 64,820 3,300 $ 56,172 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CONTRACTUAL SERVICES PUBLIC ARTWORK FCP ADMINISTRATION TOTAL $ 799 285,000 (446) 45,844 331,197 $ 8,680 300,000 300,000 70,000 678,680 $ 8,680 300,000 41,993 70,000 420,673 $ 103,938 305,000 252,414 73,500 734,852 $ $ 734,852 734,852 $ 95,258 5,000 (47,586) 3,500 56,172 SOURCE OF FUNDING: ARTS AND SCIENCE FUND COMMENTARY: The Arts & Science operating budget has increased 8% and there are no capital expenditures. Personal Services decreases are due to a change in how the internal charge outs are handled in the new work order system and are now included in Commodities. Contractual increase is due to carryforward for the public art work program that is expected to be expended in 2009. There is no major capital (>$10,000) for this division. Annual Financial Plan 195 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 73 BEAUTIFICATION ADMIN 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 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, Division 73 work load is grouped with Division 1807 to provide a comprehensive overview of the Community Design Section. 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 08 ACCOMPLISHMENTS 9 See Division 1807 FY 09 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 program. Annual Financial Plan ¾ 196 See Division 1807 City of Flagstaff COMMUNITY DEVELOPMENT DEPARTMENT: DIVISION: DIVISION 73 BEAUTIFICATION ADMIN COMMUNITY DEVELOPMENT 73-BEAUTIFICATION GENERAL ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2006-2007 $ 104,977 21,810 1,574 $ 128,361 Adopted Budget 2007-2008 $ 89,075 13,225 3,600 $ 105,900 Estimated Expenditures 2007-2008 $ 189,258 15,305 4,100 $ 208,663 Proposed Budget 2008-2009 $ 158,252 13,225 3,600 $ 175,077 Budget-Budget Variance $ 69,177 $ 69,177 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COMMISSION TOTAL $ 127,996 365.00 128,361 $ 103,700 2,200 105,900 $ 205,883 2,780 208,663 $ 172,877 2,200 175,077 $ $ 175,077 175,077 $ 69,177 69,177 SOURCE OF FUNDING: BEAUTIFICATION FUND COMMENTARY: The Beautification operating budget has increased 65% and there are no capital expenditures. Personal Services increases are due to a 1% market adjustment, expected merit adjustments, and a small increase in health insurance. In addition, the allocation of internal staff is the majority of the personal increase. There is no major capital ($10,000) for this division. Annual Financial Plan 197 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION 98 MISSION 9 The mission of the Stormwater Management Section is to promote the public health, safety and general welfare, to minimize public and private losses due to flood conditions, to reduce the cost of flood insurance and to comply with applicable floodplain and stormwater regulations. 9 9 9 9 9 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. ¾ FY 08 ACCOMPLISHMENTS 9 9 9 9 Completed development of a Stream Team inventory and assessment of city watercourses. Completed the Drainage System Inventory. Initiated stormwater quality Best Management Practices (BMP’s). Ensure that private & capital construction projects meet the standard required by the City. Delivered $200,000 worth of Drainage Improvement Projects. Successfully continue to work with the Stormwater Advisory Committee (SWAC) in critical path areas for Stormwater. FY 09 NEW INITIATIVES ¾ 9 9 STORMWATER Initiated Phase II of the Stormwater Master Plan. Developed process for enforcement of Illicit Discharge Ordinance. Developed and implemented Drainage Improvement Program. Achieved full FEMA regulatory compliance and obtained a Community Rating System Classification of 7. FEMA has agreed to develop specific criteria for levee-like structures, rather than treat them like levees. However, there is concern regarding what the criteria will look like. Staff has sent a letter to FEMA more involvement in the development and review of the criteria. Achieved compliance with National Pollutant Discharge Elimination System (NPDES) Permit. ¾ ¾ ¾ ¾ ¾ ¾ Continue delivery of Drainage Improvement program. Research the renewed NPDES permit requirements to develop a Stormwater Management Plan that will ensure compliance with permit conditions. Complete Phase II of the Stormwater Master Plan. Complete stormwater quality Low Impact Development program. Implement the recommendations of the Stream Team for watercourse restoration and preservation Maintain FEMA CRS Class 7 rating. Continue to research Low Impact Development and how to introduce this concept to the community as well as revise the appropriate codes. Continue to work with the SWAC in the program development and implementation. Particularly in the near future with the LID concept. 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 06 CY 07 Measures: Actual Actual Respond to Floodplain Status citizen requests within 48 hours 100% 100% Respond to Grading Inspection and illicit discharge report 90% 95% requests within 48 hours Respond to Drainage Complaints within 24 hours Annual Financial Plan 198 and City Departments and CY 08 Estimate 100% 100% CY 09 Proposed 100% 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 7, which provides a 15% discount on flood insurance premiums for those citizens required to carry flood insurance. Current goal is to maintain the newly improved rating while evaluating operations to identify the appropriateness of achieving an additional class rating up-grade. Objective: Monitor and maintain eligible CRS activities. CY 06 CY 07 CY 08 CY 09 Actual Actual Estimate Proposed Maintain CRS ranking (the lower the rating; the better the Yes, (Class Yes (Class Class 7 Class 7 score). In FY 09, staff will assess feasibility of moving to next 8) 7) class. Council Priority/Goal: PUBLIC SAFETY Goal: Meet Development Services adopted time frames for civil reviews. Objective: Perform drainage reviews on time. CY 06 Measures: Actual On time reviews 80% Council Priority/Goal: PUBLIC SAFETY Goal: Reduce flooding and manage stormwater. Objective: Utilize available funding to complete drainage projects in FY09. CY 06 Measures: Actual % of budget spent # of projects on time # of completed projects within budget CY 07 Actual 80% CY 08 Estimate 80% CY 09 Proposed 90% CY 07 Actual CY 08 Estimate CY 09 Proposed 90% 90% 5 Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Remove properties from the regulatory floodplain resulting in redevelopment potential. Objective: Complete Phase II of the Stormwater Master Plan which will ultimately provide for a capital program list for projects that will remove properties from the floodplain. CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Complete Phase II of the Master Plan improvements CY 09 Proposed 100% Council Priority/Goal: REGIONAL WATER ISSUES Goal: Complete the Low Impact Development (LID) project that will result in requirements for the re-use and infiltration of stormwater in new developments. Objective: Adoption, by Council, of new regulations for requirements to re-use and infiltrate stormwater. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Adoption of LID Ordinance 100% Council Priority/Goal: REGIONAL WATER ISSUES Goal: Obtain and comply with USEPA National Pollutant Discharge Elimination System (NPDES) Permit. Objective: To implement Best Management Practices (BMP’s) pursuant to the Permit conditions, resulting in pollutant removal from stormwater and minimizing pollutant impacts to groundwater resources. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Compliance with USEPA NPDES Permit required in Permit 100% Year I Annual Financial Plan 199 City of Flagstaff COMMUNITY DEVELOPMENT DEPARTMENT: DIVISION: DIVISION 98 STORMWATER COMMUNITY DEVELOPMENT 98-STORMWATER UTILITY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2006-2007 $ 500,856 54,042 41,686 $ 596,584 Adopted Budget 2007-2008 $ 495,129 489,291 17,288 $ 1,001,708 Estimated Expenditures 2007-2008 $ 511,629 139,198 10,122 $ 660,949 Proposed Budget 2008-2009 $ 525,134 406,749 16,088 $ 947,971 Budget-Budget Variance $ 30,005 (82,542) (1,200) $ (53,737) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ENG. & MASTER PLANNING OPERATIONS TOTAL $ 287,082 18,957 290,545 596,584 $ 365,418 322,356 313,934 1,001,708 $ 323,473 32,410 305,066 660,949 $ 261,231 355,690 331,050 947,971 $ $ 947,971 947,971 $ (104,187) 33,334 17,116 (53,737) SOURCE OF FUNDING: STORMWATER UTILITY FUND COMMENTARY: The Stormwater Utility operating budget has decreased 5% and there are no capital expenditures, resulting in an overall net decrease of 5%. Capital for Drainage and Stormwater are captured in Divisions 34 and 99. Personal Services increases are due to a 1% market adjustment, expected merit adjustments, and a small increase in health insurance. Contractuals decreases are due to moving a non operating expenditure to the appropriate Capital Project (DRIP). Commodities have no significant changes. One-time expenditures include rain gages, website redesign, Fanning Dr. LOMR, and the Stormwater Master Plan. There is no major capital (>$10,000) for this division. Annual Financial Plan 200 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 201 City of Flagstaff Annual Financial Plan 202 City of Flagstaff Records, M.I.S Inspection, Investigation, Development Review 1 Fuel Manager 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 Management Programs Runbooks, Contract Fire Protection 3 Fire Inspector II Fire Prevention Code Support Services Fire Prevention "A" SHIFT 7 Fire Captains 7 Fire Engineers 14 Fire Fighters 6 Fire Stations 1 Battalion Chief "C" SHIFT 7 Fire Captains 7 Fire Engineers 14 Fire Fighters 6 Fire Stations 1 Battalion Chief "B" SHIFT 7 Fire Captains 7 Fire Engineers 14 Fire Fighters 6 Fire Stations 1 Battalion Chief 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 Asst Emergency Management 1 Deputy Fire Chief 1 Admin Spec 1 Fire Chief Fire Department (21) 1 Deputy City Manager 1 City Manager Fire FIRE DIVISION 21 FIRE MISSION Fire Prevention 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. 9 9 9 Implemented three new inspection programs: hood system inspections, haz-mat permitting, and special population inspection. Updated the local Fire Code to the most contemporary edition. Adopted a Wildland Urban Interface Code. Fuel Management PROGRAM DESCRIPTION 9 9 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. 9 9 9 9 Established two FireWise neighborhoods. Hired first winter seasonal crew and one new Fire Technician. Completed 1500 acres of forest treatment to reduce fire threat. Contined working with various mutli-party community collaboratives. Utilized over 1000 hrs of volunteer labor. Received national FireWise Leadership Award. Disaster Management FY 08 ACCOMPLISHMENTS 9 Aministration 9 9 9 9 Received an Assistance to Firefighter Grant for Vehicle exhaust extraction systems in the stations. Completed two new Fire Station construction projects. (Westside and Ft. Valley Road.) Completed the Fire Department Strategic Plan. 9 Received grants for technology upgrades to the Emergency Operations Center (EOC). Developed a Senior Level Leadership Steering Group to plan EOC Operations and Training. Held at least two EOC Training Exercises. FY 09 NEW INITIATIVES Operations ¾ 9 9 9 Deployed a Type 1 Engine, an 85' aerial platform, and a grant funded Heavy Rescue Truck. Increased Special Operation assignments to support the program. Developed our communications system and continue to move toward narrow banding ¾ ¾ ¾ ¾ Annual Financial Plan 203 Deploy Rescue vehicle(s) as part of NFPA 1710 staffing levels. Develop communication system and move toward FCC require narrow banding. Complete one additional new Fire Station construction project. (Eastside) Design one additional new Fire Station construction project (Mid-Town). Complete the construction of a new modular Training Tower. City of Flagstaff FIRE DIVISION 21 FIRE 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Fire code violations corrected 90% 85% 85% 85% Plan reviews completed within 10 days after receipt 87% 85% 85% 95% 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Station #1 100% 97% 98% 98% Station #2 98% 97% 98% 98% Station #3 96% 91.5% 98% 98% Station #4 96% 95.5% 98% 98% Station #5 96% 94.5% 98% 98% Station #6 97% 98% 98% 98% Station #7 N/A 93% 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Complete 240 hours of annual training per firefighter 320 240 240 240 First due company to the scene of fire and EMS within 4 47% 50% 60% 60 minutes, 90% of the time Balance of first alarm assignments on the scene within 8 N/A *85 *87 87 minutes, 90% of the time. Emergency events dispatched with 1 minute of receipt of call, 84% *85 *85 85 90% of the time. Companies to respond within 1 minute of receipt of call, 90% 75% *85 *90 85 of the time. * Dependent on the capabilities of the CAD data management software to load into the FD records system properly. Annual Financial Plan 204 City of Flagstaff FIRE DIVISION 21 FIRE 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Manage budget within apporved funding levels 98.2% 98.6% 98% 98% Council Priority/Goal: PUBLIC SAFETY Goal: To provide a Disaster Management Program designed to prepare and protect the community from 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 06 CY 07 CY 08 Measures: Actual Actual Estimate Wildfire exercise 2 completed 2 2 WMD drill 1 completed 1 1 Multi-agency drill 2 completed 2 2 both man made CY 09 Proposed 2 1 2 Council Priority/Goal: PUBLIC SAFETY Goal: To provide quality fire suppression services ensuring the least amount of fire related dollar losses to our citizens. Objective: To monitor the dollar loss estimates on a yearly basis. CY 06 Actual $.837 Measures: Maintain annual property loss figures. CY 07 Actual $1.08 CY 08 Estimate $1.0 CY 09 Proposed $1.0 Council Priority/Goal: PUBLIC SAFETY Goal: To provide the necessary programs and activities to minimize the risk of a catastrophic wildfire, promote forest health, create a FireWise environment, and promote community well-being in -and-adjacent to the City. Objective: 1. Conduct specialized training for Fuel Crew: 200-FTE, 80-Seasonal. 2. Complete 450 acres of thinning. 3. Complete 800 acres of prescribed burning. 4. Manage 500 hrs of volunteer labor. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Plans completed 585 0 0 0 Acres Thinned 1195 1001 450 450 Acres Burned (Rx Fire) 800 935 800 800 Training Hours – FTE N/A 638 200 200 – Seasonal crew 570 80 80 Manage 500 hrs of volunteer labor 1154 1324 500 500 Annual Financial Plan 205 City of Flagstaff FIRE DIVISION 21 FIRE Council Priority/Goal: PUBLIC SAFETY Goal: To measure the effectiveness of Fire Inspections through decreased fire occurrences in inspectable buildings. Objective: To monitor the amount of structure fires in Inspected buildings. Measures: Number of inspected buildings experiencing a fire event CY 06 Actual CY 07 Actual CY 08 Estimate CY 09 Proposed unavailable 33 30 30 Council Priority/Goal: PUBLIC SAFETY Goal: To identify and track appropriate metric designed to track effectiveness of Hazard Mitigation forest treatments. Objective: 1. # ignitions on treated/non-treated property. 2. Final fire size on treated/non-treated property. Measures: New Measurement Program # ignitions on treated/non-treated property Final fire size on treated/non-treated property Annual Financial Plan 206 CY 06 Actual CY 07 Actual CY 08 Estimate CY 09 Proposed NA NA NA NA Unk Unk Unk Unk City of Flagstaff FIRE DEPARTMENT: DIVISION: DIVISION 21 FIRE FIRE 21-FIRE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2006-2007 $ 8,025,237 363,467 595,598 233,402 $ 9,217,704 Adopted Budget 2007-2008 $ 9,003,132 407,955 623,065 1,102,100 $ 11,136,252 Estimated Expenditures 2007-2008 $ 8,829,060 403,509 764,671 687,537 $ 10,684,777 $ $ $ $ $ $ Proposed Budget 2008-2009 9,290,203 398,005 597,906 744,000 11,030,114 Budget-Budget Variance $ 287,071 (9,950) (25,159) (358,100) $ (106,138) EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION FIRE PREVENTION TRAINING FIRE OPERATIONS NAU FIRE GRANT II STATE FIRE ASSISTANT FUEL MANAGEMENT PROGRAM GENERAL WILDFIRE RESPONSE HAZARD REDUCTION F/Y 2004 FIREWISE EDUCATION F/Y 03 FIRE IMPROVE PREVENTION HMOWNER & COMM. ACTION 04 HAZARD FUEL REDUCTION 2005 ASSIST.TO FIREFIGHTERS HLS 05-HEAVY RESCUE UNIT 05 DHS FIRE PREV& SAFETY FYO6 GOHS RESCUE EQ. 06 CERT.ARBORIST TRAININ 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 04 HLS FIRE STATION - GE DEP HOME SEC EXERC EQUIP FY 07 HLS GRANTS FY 08 HLS Grants FY 07 ASST TO FIREFIGHTE TOTAL $ 369,393 313,552 129,981 7,554,383 237 292,635 84,328 (95) (1) 25,000 163,108 4,994 210,941 132 39,925 5,569 4,209 19,413 9,217,704 $ 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 $ (258,130) 373,374 188,066 8,243,113 74,360 33,840 330,622 40,812 3,510 2,000 374,210 300,000 300 468,200 5,000 120,000 275,000 5,500 105,000 10,684,777 $ 1,053,137 370,924 128,780 8,541,703 312,399 10,000 253,171 40,000 120,000 200,000 11,030,114 $ $ 11,030,114 11,030,114 $ $ (629,427) 13,039 (851) 1,268,675 (74,360) (33,840) 28,456 (155,501) (300,000) 10,000 13,171 (5,000) (120,000) (275,000) (5,500) (200,000) 40,000 120,000 200,000 (106,138) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Fire Department operating budget has increased 3% and capital expenditures total $744,000 resulting in an overall net decrease of 1%. Personal Services increases are due to the addition of 3.0 Firefighters plus one-time overtime costs of $45,500. In addition, there is a 1% market adjustment, expected merit adjustments, and a small increase in health insurance. Contractual decreases are due to reduction in Fire Prevention. Commodities decreases are due to prior year one-time expenditures. Major capital (>$10,000) is for (1) rescue fire truck ($200,000), as well as possible grant funded Fire Equipment ($330,000). Capital carry forward are Video equipment ($14,000) and (1) Rescue Vehicle ($200,000). Annual Financial Plan 207 City of Flagstaff Annual Financial Plan 208 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 209 City of Flagstaff Annual Financial Plan Citizen Volunteers Parking/Radar Graffiti Eradification 1 Police Officer Emergency Services 1 Police Detective Property Crimes 1 Police Sergeant 1 Admin Spec Agents As Assigned Metro Unit 1 Police Detective 1 Rotating Police Officer Family Crime Team B Squad Reserves 1 Police Sergeant 1 Police Corporal 2 Animal Control Officers Police Officers As Assigned 5 Police Emerg Comm Spec Supervisor 25 Police Emerg Comm Spec 2 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 2 Police Records Supervisor 12 Admin Spec Records 2 Admin Spec Support Services Sect 1 Police Support Services Mgr (Civilian) Communications Sect Support Services 1 Deputy Police Chief 1 Police Communications Manager (Civilian) Total Number Police Officers = 81 Total Commissioned Personnel = 118 Total Civilian Personnel= 61 Total Department Personnel = 181 L Squad 1 Police Sergeant Police Officers As Assigned 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 1 Police Sergeant 5 Police Detective Police Officers As Assigned C Squad Explosive Disposal A 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 5 Police Detective 1 Rotating Police Officer 1 Admin Spec Patrol 3 Police Lieutenant 1 Sergeant Internal Investigation/ Administrative Services 1 Police Chief Police Department (22) 1 Police Lieutenant Operations 1 Deputy Police Chief 1 City Manager Police 1 Deputy City Manager Criminal Investigations Training Coordinator 1 Police Sergeant Community Relations/ Crime Prevention 2 Police Officers (DARE) 210 City of Flagstaff POLICE DIVISION 22 MISSION 9 9 POLICE Property Crime Detective. Compstat “Intelligence-led Policing” Program Initiated. Over 10% reductions in Part I Crimes 2006 to 2007. Dispatch Call Taker hired. Dispatch Training Supervisor promoted. New Property Control position filled. Electronic Citation Project Initiated. The mission of the Flagstaff Police Department is to protect and preserve life, property, public order, and the rights of the individual by providing exemplary service through the establishment of a partnership of shared responsibility, support, and trust with law abiding members of the community. 9 9 9 9 9 PROGRAM DESCRIPTION FY 09 NEW INITIATIVES The Police Department is responsible for protecting life and property, preserving the peace, and protecting the rights of individuals through crime prevention, Community Policing programs, repression of crime and the apprehension of criminal offenders. The Metro Narcotics Task Force, a multi-agency investigative unit, is one of many State and Federal grants the Flagstaff Police Department has received. ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ Continue to improve Compstat Program. Improve retention of Officers and Dispatchers. Two additional Dispatch Call Takers. Salary adjustments for Officers and Dispatchers. New Volunteer Coordinator Position. Outsource Background Investigations. Traffic Unit. Pay Adjustments and additional staff in Records . Additional Specialty Pay Positions. School Resource Officers. Maintain ratio of 1.7 officers to 1,000 citizens. FY 08 ACCOMPLISHMENTS 9 Six Officers for Sunnyside. 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 the state and the national average. Reduce property crime by establishing programs and community partnerships designed to reduce opportunities for crime and enhance identification of suspects. Objective: 1. Reduce property crimes committed by stepped up enforcement, 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Larceny Theft Crimes 3,360 3,095 3,000 2,850 Burglaries/Vehicle Thefts 691 594 560 530 Value of Stolen Property $3,853,745 $2,969,281 $2,850,000 $2,750,000 Property Crimes Cleared 31% 33% 35% 37% Property Crimes per 100,000 - Flagstaff (trending 7% down) 7289 6793 6318 5876 Property Crimes per 100,000 – State (trending 4% down) 4838 4628 4443 4265 Property Crimes per 100,000 – Nation (trending 3% down) 3430 3335 3235 3138 Graffiti Incidents 385 429 400 380 Volunteer Hours on Graffiti Eradication 213 129 250 300 Annual Financial Plan 211 City of Flagstaff POLICE DIVISION 22 POLICE Council Priority/Goal: PUBLIC SAFETY/TRAFFIC Goal: Enhance the safety of Flagstaff's streets by identifying then targeting the causes of motor vehicle collisions and by providing a highly visible deterrent. Objective: 1. Increase traffic enforcement in high collision locations by identifying & targeting collision-causing violations such as speed and red light violations. Use CompStat tools for more timely tracking of collision locations/causes and increase media attention and 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. Use Volunteer Coordinator to increase volunteer hours donated to enhance traffic enforcement efforts. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Traffic Citations Issued 11,906 11,274 12,000 12,500 Warnings Issued 10,746 10,358 10,850 11,400 All Collisions 3,374 3,379 3,200 3,050 DUI related Collisions 109 124 118 112 Seat Belt Citations Red Light Violation Citations Speed Citations Volunteer Hours donated 435 446 1,905 2,548 442 458 1,596 2,280 460 480 1,680 3,050 480 500 1,750 3,600 Council Priority/Goal: PUBLIC SAFETY/QUALITY OF LIFE Goal: Expand our community policing philosophy 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 Community Policing programs such as PRIDE (Partnership Responsible for Improving Daily Environment), Block Watch and Citizens Police Academy. 3. Provide a high level of enforcement for substance abuse crimes such as DUI and Methamphetamine abuse. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed % of calls held 20 minutes or longer 11% 11% 11% 11% Number of DUI Arrests 1,043 992 1,000 1,000 Arrests for Dangerous Drugs 119 117 125 132 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 educational goals. Improve mentoring of new officers to ensure they understand Department philosophy and are involved in Community Policing projects. 2. Continuously improved customer service as indicated by citizen feedback on PD Quality Assurance Questionnaires and NAU Social Science Research Lab Survey. 2. Increase the ratio of evidence/property items received to items purged to free up storage space. 3. Decrease vehicle out-of-service hours by outsourcing fleet management tasks such as the build-out of new cruisers and maintenance/shop work. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Annual Training Hours 22,107 25,415 27,000 28,000 Ratio of evidence items received to items purged 1 to 1 1 to 1 1 to 1.5 1 to 1.5 Annual Financial Plan 212 City of Flagstaff POLICE DIVISION 22 POLICE Council Priority/Goal: PUBLIC SAFETY/COLLABORATION Goal: Utilize all investigative resources; ensure consistent and timely investigation and disposition of all assigned cases. Objective: 1. Target repeat offenders for enhanced prosecution. 2. Make full custody arrests in cases of domestic violence where sufficient probable cause exists. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Total cases assigned to Detectives 6,070 5,291 5,025 4,775 % of cases cleared 53% 57% 60% 63% % of Domestic Violence incidents where an arrest is made 42% 42% 45% 47% DEPARTMENT: DIVISION: POLICE 22-POLICE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2006-2007 $ 11,396,922 1,346,417 590,004 339,490 $ 13,672,833 Adopted Budget 2007-2008 $ 12,978,664 1,505,541 681,879 492,684 $ 15,658,768 Estimated Expenditures 2007-2008 $ 12,434,325 1,492,864 706,357 465,884 $ 15,099,430 Proposed Budget 2008-2009 $ 14,523,330 1,627,623 627,771 361,215 $ 17,139,939 Budget-Budget Variance $ 1,544,666 122,082 (54,108) (131,469) $ 1,481,171 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PATROL DETECTIVES RECORDS COMMUNICATIONS SPECIAL SERVICES CRIME PREVENTION & TRAIN TOTAL $ 1,788,985 7,295,522 1,458,568 578,051 1,578,119 850,269 123,319 13,672,833 $ 2,584,930 8,032,112 1,452,879 667,438 1,856,319 938,385 126,705 15,658,768 $ 2,122,355 8,055,784 1,471,116 633,068 1,757,178 937,224 122,705 15,099,430 $ 2,171,505 9,382,032 1,704,067 882,553 2,357,427 505,007 137,348 17,139,939 $ $ 17,139,939 17,139,939 $ (413,425) 1,349,920 251,188 215,115 501,108 (433,378) 10,643 1,481,171 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Police Departments operating budget has increased 11% and captial expenditures total $361,215 with an overall net increase of 9%. Personal Services increases are due to the addition of (2) FTE Administrative Assistant Records Impound, (1) Disptach Administrative Call Taker, and (4) Police Officers. In addition, there is a 1% market adjustment, expected merit adjustments, and a small increase in health insurance. Contractual increases are for ongoing LEAF costs and pre-employment expenses. Commodities decreased due to prior year onetime expenditures. Major capital (>$10,000) includes (1) copier ($11,000), (9) police vehicles ($216,000), (5) in-car recording systems ($26,475), (3) Detective Vehicles ($67,500), and (1) fingerprint system ($13,440). Annual Financial Plan 213 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 2006-2007 $ 493,995 95,688 25,507 625,136 $ 1,240,326 Adopted Budget 2007-2008 $ 358,038 389,440 145,068 50,000 $ 942,546 Estimated Expenditures 2007-2008 $ 627,614 29,713 44,732 197,826 $ 899,885 Proposed Budget 2008-2009 $ 507,881 156,591 31,989 98,049 $ 794,510 Budget-Budget Variance $ 149,843 (232,849) (113,079) 48,049 $ (148,036) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION METRO DOMESTIC ABUSE-DOJ FY08 HOMELAND SECURITY AZ INTERNET CRIME RICO FUNDS FOR ME LLEBG POLICE GRANT - 2004 2004 WEED & SEED BULLET PROOF VEST DRINK, DRIVE, LOSE GRANT 2006 GOHS GRANT FYO4 HOM SEC/BOMB 2005 LLEBG 2005 - 2006 GREAT 2004 WEED & SEED PSN-GUN & INTELLIGENCE PSN-JUVENILE ED/P 2005-HSG-EQ/BOMB BURGLARY & ST CRIME DIRECTED PATROL GANG STATEWIDE GANG TASK DHS 06 HOME LAND 2006 JAG PATRO OVERTIME 2006 ACJC DUI 06/07 WEED & SEED 06 PSN-JUVENILE E 06 PSN-GUN INTELLIGENCE 06 SELECTIVE TRAFFIC E WATCH YOUR CAR POLICE 05 DHS-COMM CONTROLLER 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 Annual Financial Plan 14,246 261,826 (1,892) 156 1,487 4,213 104 43 20,279 28,318 (4,160) 9,019 (4,829) 13,245 240,102 3,173 4,167 168,315 329,460 20,436 26,400 16,318 21,402 27,040 4,279 4,707 545 7,526 - 29,222 484,486 5,000 14,438 25,000 25,000 5,000 177,200 50,000 50,000 20,000 20,000 37,200 214 18,778 361,455 16,000 11,875 102,470 9,617 29,600 20,756 3,724 103,568 17,473 94,258 14,950 26,000 - 373,984 50,000 19,415 97,280 5,000 48,049 26,384 26,384 49,075 (29,222) (110,502) 50,000 14,415 (14,438) 97,280 (25,000) (25,000) (129,151) (50,000) (23,616) (20,000) 6,384 11,875 City of Flagstaff POLICE DIVISION 23 POLICE GRANTS EXPENDITURES BY PROGRAM: Actual Expenditures 2006-2007 CLICKET OR TICKET GRANT 08-ED BYRNE MEMORIAL(JAG METH-PREVENTION/TREATMEN 07/08 PUBLIC AWARENESS 07/08 PROFESS TRAIN GRAN ACJC DUI ABATEMENT 07/08 GOHS-OUT OF STATE TRAVEL TOTAL $ 3,807 20,594 1,240,326 Adopted Budget 2007-2008 $ 942,546 Estimated Expenditures 2007-2008 $ 25,477 7,922 7,767 1,700 26,000 495 899,885 Proposed Budget 2008-2009 $ 65,960 32,979 794,510 $ $ 794,510 794,510 Budget-Budget Variance $ 65,960 32,979 (246,975) SOURCE OF FUNDING: GENERAL FUND Annual Financial Plan 215 City of Flagstaff Annual Financial Plan 216 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 USGS Maintenance Division mission, through Facilities Maintenance will ensure, through effective building maintenance programs and long range planning, that all US Geological Survey (USGS) facilities are safe, secure, efficient, reliable, clean, code compliant, aesthetically pleasing, and environmentally friendly for all USGS and public users. 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 efficient maintenance, refueling capabilities and support services to all departments as well as indirectly to the citizens of Flagstaff by keeping vehicle and equipment in a safe and reliable condition that maximizes City resources The Fleet Management Division is dedicated to sustaining and preserving resources by providing vehicles and equipment that maximizes fuel efficiencies, reduces green house gases and preserves the environment for the citizens of Flagstaff. The Cemetery Division employees dedicates themselves to offering quality customer service in time of need by being compassionate and provide proper grounds maintenance that is aesthetically pleasing to the public. The Facility Maintenance will ensure, through effective building maintenance programs and long range planning, that city buildings are safe, secure, efficient, reliable, clean, code compliant, aesthetically pleasing, and environmentally friendly for all users. The Streets Maintenance and Repairs Divisions mission is to provide the citizens of Flagstaff with a maintained and safe transportation system. We seek to render cost effective and competent service to the citizens of Flagstaff, striving to be responsive to the citizen's requests and concerns and handle them in a timely manner. Major functions of the division include: snow removal, sign & striping, street sweeping, drainage maintenance, traffic signal & streetlight repairs as well as overall street maintenance. The Airport Divisions mission dedicates its efforts to provide quality service for the evergrowing transportation needs of our community. The Environmental Services Divisions mission is to efficiently provide a comprehensive waste management and diversion program to the residents of Flagstaff. Annual Financial Plan 217 City of Flagstaff Cemetery 1 Cemetery Maint Spec 1 Maintenance Worker .75 Cemetery Caretaker .75 Maintenance Worker Temp Annual Financial Plan 218 City of Flagstaff 1 Maintenance Worker Leadworker 10 Maintenance Worker Facilities Maint Division (29) 1 Facilities Maint Superintendent 1 Parts Specialist 1 Buyer 1 Welder 2 Mechanic III Leadworker 4 Mechanic II 3 Mechanic I 1 Service Writer 1 Fleet Manager Fleet Services (27) 1 Fleet Mgt Supt 1 Administrative Specialist 1 Assistant Public Works Director Street Sweeping 4 Equipment Operator Traffic 1 Traffic Signal Tech 1 Traffic Signal Tech Asst .5 Intern Concrete 1 Maintenance Worker Leadworker 3 Maintenance Worker Snow Temps 8.06 Equipment Operator Temp Sign & Paint 4 Maintenance Worker 1 Admin Specialist 1 Airport Operations Supervisor 3 Airport Svc Wkr II 4 Airport Svc Wkr I .5 Maintenance Worker Temp Street Maintenance 10 Equipment Operator 1 Safety/Training Coordinator 1 Equipment Operator Leadworker 1 Streets Manager Streets (32) 1 Streets Superintendent Airport Division (38) 1 Airport Director 1 Admin Specialist 1 Project Manager Public Works Department 1 Public Works Director 1 Deputy City Manager 1 City Manager Public Works 3 Admin Assistant 1 Admin Specialist 1 Admin Specialist Supervisor 1 Equipment Operator Leadworker 6 Equipment Operator 2 Project Manager 1 Env Svcs Mgr - Landfill Cinder Lake Landfill Inert Landfill Administration (Landfill) 2 ES Collection Supervisor 28 Equipment Operator 1 Bin Maint Leadworker 1 Equipment Operator - 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 1 Recreation Supervisor 6 Sr Rec Coord 7.5 Rec Coord I 45.73 Temps BBB/Streetscapes 4 Maintenance Worker 1 Maintenance Worker Temp Medians/ROWs 1 Maintenance Worker .37 Maintenance Worker Temp Civic Sites 2 Maintenance Worker .12 Maintenance Worker Temp Heritage Square & Downtown 1 Maintenance Worker .78 Maintenance Worker Temp FUTS 1 Maintenance Worker 1.88 Maintenance Worker Temp Streetscapes/FUTS/Downtown/Civic 1 Maintenance Worker BBB Recreation 10 Maintenance Worker .31 Maintenance Worker Temp Park Grounds & Facilities 2 Maintenance Worker 1 Maintenance Worker Temp Park Grounds & Facilities/BBB Recreation 1 Maintenance Worker 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 Sustainability Specialist 1 Conservation Manager 1 Brownfield Specialist 1 Brownfield Program Asst 1 Env Code Specialist 1 Env Code Enf Aide 1 Program Spec - Environmental 1 Env Program 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 08 ACCOMPLISHMENTS Facilities Maintenance will ensure, through effective building maintenance programs and long range planning, that all US Geological Survey (USGS) facilities are safe, secure, efficient, reliable, clean, code compliant, aesthetically pleasing, and environmentally friendly for all USGS and public users. 9 9 Roofing repairs at USGS-3, USGS-4, and USGS-5. Exterior painting at USGS-3, USGS-4, and USGS-5. FY 09 NEW INITIATIVES ¾ ¾ ¾ PROGRAM DESCRIPTION Electrical Inspections at all USGS facilities. USGS-3 siding repairs in the courtyard. HVAC improvements at USGS-3 and USGS-4. The USGS Division 20 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 in 2008), 3, 4, 5 and 6.The Facilities and Parks Division share responsibility for the maintenance. PERFORMANCE MEASURES Council Priority/Goal: CAPITAL IMPROVEMENTS Goal: Facility Assessment average scores to be at a minimum 90%. Objective: To maintain Facility standards to 90% acceptable in all inspection areas. CY 06 CY 07 Measures: Actual Actual Average score for all sections maintained at a minimum 90% N/A* N/A* * new performance measurement standard CY 08 Estimate N/A* CY 09 Proposed 90 Council Priority/Goal: CAPITAL IMPROVEMENTS Goal: Develop and Revise yearly a Capital Improvement Plan for each building for a total of four. Objective: Capital Improvement Plans. CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Complete one plan per quarter (4 buildings) N/A N/A 4 CY 09 Proposed 4 Council Priority/Goal: QUALITY OF LIFE Goal: Maintain Preventive Maintenance schedules for HVAC, Roofing, Electrical, Painting, Plant, Eq, Overhead Doors. Objective: Maintain PM schedules. CY 06 CY 07 CY 08 Measures: Actual Actual Estimate PM schedules for each facility, except HVAC N/A 1 2 The HVAC program was developed in 2006 Annual Financial Plan 219 Flooring, and CY 09 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 2006-2007 $ 10,875 787,613 95,673 $ 894,161 Adopted Budget 2007-2008 $ 34,022 958,058 298,700 $ 1,290,780 Estimated Expenditures 2007-2008 $ 33,416 862,461 103,620 2,700 $ 1,002,197 Proposed Budget 2008-2009 $ 880,041 470,835 133,400 $ 1,484,276 Budget-Budget Variance $ (34,022) (78,017) 172,135 133,400 $ 193,496 $ $ $ $ $ EXPENDITURES BY PROGRAM: ADMINISTRATION MAINTENANCE-BLDG #2 BUILDING 6 USGS BUILDING 3 USGS BUILDING 4 USGS BUILDING 5 BUILDING #2 DEMO TOTAL $ 493,420 9,966 116,499 153,723 100,773 19,780 894,161 $ 465,639 18,684 141,041 345,200 132,922 62,294 125,000 1,290,780 $ 465,639 15,295 136,778 156,620 133,125 27,000 67,740 1,002,197 $ 462,774 7,738 162,428 449,944 176,087 61,805 163,500 1,484,276 $ $ 1,484,276 1,484,276 $ (2,865) (10,946) 21,387 104,744 43,165 (489) 38,500 193,496 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The USGS operating budget has increased 5%. Personal Services decreases are due to changes with the allocation of internal labor and a 1% market adjustment, expected merit adjustments, and a small increase in health insurance. Contractual decreases are due to completion of projects. Commodity increases are due to the change in the allocation of internal labor that is now in commodities. Major capital for this division is related to building and construction, refer to Schedule 8 & 9 for details. Annual Financial Plan 220 City of Flagstaff PUBLIC WORKS DIVISION 25 MISSION 9 The mission of Public Works Administration is to direct and coordinate the efforts of Public Works Programs in providing cost efficient, quality based services to the Citizens of Flagstaff. By ensuring a well trained, safety conscience work staff we strive to improve the quality of life in Flagstaff through sustainable, affordable, efficient maintenance programs and enhanced transportation and recreation opportunities. 9 9 9 ADMINISTRATION Conducted a baseline inventory of current sustainable activities within municipal operations. Provided E85 (ethanol gasoline) for purchase through Carter Cardlock. Implemented Chemical De-Icer Pilot Program for snow removal. Completed facility improvements at Flagstaff Recreation Center, Cogdill Recreation Center and Jay Lively Activity Center. FY 09 NEW INITIATIVES PROGRAM DESCRIPTION ¾ Public Works Administration provides leadership and general direction for the Airport, Environmental Services, Sustainability and Environmental Management, Transportation and Facilities Maintenance and Parks and Recreation Divisions. ¾ ¾ ¾ ¾ FY 08 ACCOMPLISHMENTS 9 9 9 9 9 Implemented re-organization which included new Assistant Public Works Director position and new Sustainability and Environmental Management Division. Completed major Runway Extension Project. Negotiated new Air Service Agreement with Horizon Air. Received approval from ADEQ to use crushed glass for alternative daily cover. Established new rates for Environment Services programs. ¾ ¾ ¾ ¾ Re-focus efforts of Public Works Safety Committee to review Vehicle Safety Policies and Procedures for all Divisions. Complete Facilities Space Needs Study with recommendations/options for improvements/new facilities for Council consideration. Provide location options and conceptual plans for new Public Works Maintenance Facility. Initiate Curbside Glass Recycling Program. Develop and implement a community-wide Sustainability and Climate Management Awareness and Education Campaign. Planning, plotting and landscaping of Citizens Section “N” at Cemetery. Initiate maintenance and snow removal for east side Traffic Interchange and Market Place additions. Implement new Fourth of July Celebration Activity: laser light show and Symphony performance. Secure funding for terminal security enhancements in anticipation of second air carrier start up. PERFORMANCE MEASURES Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Emphasize Personal Development Training Opportunities. Objective: Establish Public Works Succession Plan/Training Program. CY 06 Measures: Actual Coordinate specific development needs with training N/A opportunities Annual Financial Plan 221 CY 07 Actual N/A CY 08 Estimate N/A New Program CY 09 Proposed Identify Succession Planspecific training schools City of Flagstaff PUBLIC WORKS DIVISION 25 ADMINISTRATION Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Effective Vehicle Safety Program. Objective: Reduce Vehicular Accidents by 15%. CY 06 Actual 29 accidents 993,600 miles 1 accident/ 34,262 miles Measures: Number of accidents compared to last year Number of accidents per thousand miles CY 07 Actual 24 accidents 1,073,088 miles Reduce 15% CY 08 Estimate 20 accidents 1,158,935 miles Reduce 15% CY 09 Proposed 17 accidents 1,119,653 miles Reduce 15% 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 06 CY 07 CY 08 Measures: Actual Actual Estimate Anticipate 1 Number of surveys per year N/A Public survey to be Works Admin. has sent out in Fall of 08. a new Survey will Admin. concentrate Specialist on who has predominantly been summer assigned activities the task of developing a Customer Service Survey to better identify concerns with Public Works Services Annual Financial Plan 222 CY 09 Proposed Anticipate 2 surveys for 09, one in spring to focus on winter services and one in fall to concentrate on summer services 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 2006-2007 $ 235,008 8,215 5,379 27,347 $ 275,949 Adopted Budget 2007-2008 $ 231,808 13,983 4,834 6,000 $ 256,625 Estimated Expenditures 2007-2008 $ 232,448 12,818 4,145 6,000 $ 255,411 Proposed Budget 2008-2009 $ 341,444 13,489 (94,288) $ 260,645 Budget-Budget Variance $ 109,636 (494) (99,122) (6,000) $ 4,020 $ $ $ $ $ $ $ $ 260,645 260,645 $ $ $ 8,280 128,393 26,315 97,657 260,645 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TOTAL 275,949 275,949 256,625 256,625 255,411 255,411 4,020 4,020 SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ COMMENTARY: The Public Works Administration operating budget has increased 4%. Personal Services increases are due to a 1% market adjustment, expected merit adjustments, and a small increase in health insurance. Contractuals decreases are due to budget restaints. Commodities decreases are due to a change in the work order system and the way internal labor is allocated. There is no major capital (>$10,000). Annual Financial Plan 223 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 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. 9 9 PARKS Completed outfield fencing at the Thorpe Park Minor Little League field. Completed concrete and metal coping repairs at Bushmaster Park. Completed tree trimming within the 15 blocks of the downtown. Provided assistance for the completion of the Thorpe Park Softball Complex. Provided assistance on the installation of fully shielded light fixtures at the Thorpe Tennis Courts. Repaired FUTS trails damaged by the heavy rains in July and August. Utilization of the MaxiCom Central Irrigation Control System, which promotes sound water management; 86.55 acres of turf area utilizing 87% reclaimed water and 13% potable water. 77% of citizens surveyed in the City of Flagstaff Citizen Survey (April 2007) rated Parks at Excellent/Good. Since 2001, Parks has been rated between 76% - 80% favorable in the Citizen Survey. FY 09 NEW INITIATIVES FY 08 ACCOMPLISHMENTS 9 9 9 9 9 9 9 9 9 ¾ Resurfaced one tennis court and two basketball courts at Ponderosa Park. Repaired/Removed vandalism at City Parks, at a total estimated cost of $28,835. Replaced basketball concrete slabs at Cheshire and McPherson Parks. Replaced Sof’Fall playground surface material at Smokerise, Cheshire, and Kiwanis Parks. Chip sealed, re-striped and repaired the parking lot at Bushmaster Park. Installed solar lighting, split rail fencing, repaired malapai rock plaque area and sidewalks surrounding the Thorpe Park Flag Monument. Replaced the wooden dowel fence with a wrought iron fence at Cheshire Park. Replaced two picnic table shelters at Kiwanis Park. Installed cover lids on all downtown trash receptacles. Annual Financial Plan ¾ ¾ ¾ ¾ ¾ ¾ ¾ 224 Replacement of Sof’Fall playground surface material at McPherson Park. Replacement of the final two picnic shelters at Kiwanis Park. Resurface two tennis courts and two basketball courts at Bushmaster Park. Chip seal, re-stripe, and repair the parking lots at the Thorpe Park Softball Complex and the Thorpe Flag Monument. Replace soccer goals at Killip School fields. Repair two building roofs at the Parks Maintenance Yard. Replace two Park storage bins at the Kinlani Storage Yard site. Coordinate and maintain landscaping installation at the Flagstaff Aquaplex. City of Flagstaff PUBLIC WORKS DIVISION 26 PARKS PERFORMANCE MEASURES Council Priority/Goal: FACILITIES Goal: Enhance the quality of life for our community by providing comprehensive park resources, services and programs Objective: Strive to maintain parks, trails, and beautification projects at the highest level of service (Level 1). CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed BBB Landscape areas 40% 40% 40% 50% Parks 70% 70% 70% 70% Sports fields 70% 70% 70% 70% Council Priority/Goal: FACILITIES 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; develop highly trained and certified parks staff to ensure professional performance. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Conduct Bi-weekly safety inspections of parks and playground 85% 85% 85% 85% equipment Complete daily and weekly maintenance tasks at all park 70% 70% 70% 70% areas Maintain number of professional certifications for all Parks 43 53 60 65 employees for inspections and maintenance applications Council Priority/Goal: FACILITIES 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Annual vandalism costs $23,825 $25,000 $27,000 $30,000 Respond time to correction 36 hrs. 36 hrs. 36 hrs. 24 hrs. Prevention measures implemented 45% 45% 50% 50% Annual Financial Plan 225 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 2006-2007 $ 1,078,758 671,984 379,830 247,076 $ 2,377,648 Adopted Budget 2007-2008 $ 1,366,765 872,405 431,222 420,700 $ 3,091,092 Estimated Expenditures 2007-2008 $ 1,366,518 750,095 417,904 395,063 $ 2,929,580 Proposed Budget 2008-2009 $ 1,612,764 934,360 328,459 451,600 $ 3,327,183 Budget-Budget Variance $ 245,999 61,955 (102,763) 30,900 $ 236,091 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMIN PARK GROUNDS MAINT. PARK BLDGS & FAC MAINT. BBB-STREETSCAPE/MEDIAN RIGHT OF WAYS/MEDIAN FUTS TRAIL SYSTEM HERITAGE SQUARE MAINT BBB RECREATION FIELDS DOWNTOWN MAINTENANCE NON-PARKS GROUNDS/LANDSCA TOTAL $ 181,522 747,652 27,313 246,896 65,674 94,474 62,288 789,104 53,954 108,771 2,377,648 $ 174,028 779,113 42,265 384,770 151,966 149,009 66,133 1,083,106 93,044 167,658 3,091,092 $ 182,247 756,327 43,162 377,096 143,211 141,754 44,071 990,293 100,640 150,779 2,929,580 $ 94,936 754,664 48,150 421,214 109,923 203,336 44,576 1,252,033 82,416 315,935 3,327,183 $ $ 3,327,183 3,327,183 $ (79,092) (24,449) 5,885 36,444 (42,043) 54,327 (21,557) 168,927 (10,628) 148,277 236,091 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Parks operating budget has increased 8% and capital expenditures total $451,600 resulting in an overall net increase of 8%. Personal Services increase is due to a additional staff, expected merit adjustments, and a small increase in health insurance. Contractuals increase is due to increases in Rent, Utilities, Travel, and Other Miscellaneous Services. Commodities decreases are due to prior year one time expenditures. Major capital (>$10,000) includes various vehicles/equipment, Thorpe Park softball parking lot repair, and tennis court/basketball court resurfacing. Annual Financial Plan 226 City of Flagstaff PUBLIC WORKS DIVISION 27 FLEET SERVICES MISSION FY 08 ACCOMPLISHMENTS The Fleet Services Division vows to provide efficient maintenance, refueling capabilities and support services to all departments as well as indirectly to the citizens of Flagstaff by keeping vehicle and equipment in a safe and reliable condition that maximizes City resources. 9 9 9 9 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. Improved shop building working conditions with a recoated floor and replaced the overhead air exhaust system. Light duty labor repair standards were implemented. E85 (ethanol gasoline) purchases for City and other municipal agencies became available at Carter Cardlock. Completed the H.T.E. business plan and reviewed recommendations. FY 09 NEW INITIATIVES . ¾ Train technicians to use Naviline (fleet software) to input labor and check historical data. ¾ Maintain technician productivity at 90% while utilizing established repair standards. ¾ Procure computers for technicians in all work areas. ¾ Further training on EPA and storm water regulations and mandates. 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 06 CY 07 CY 08 Measures: Actual Actual Estimate Percentage of completed scheduled PM services 95% 95% 98% CY 09 Proposed 97% Council Priority/Goal: CUSTOMER SERVICE Goal: To establish heavy equipment repair time standards. Objective: To standardize technician time charged to replace various components (i.e. brooms, brakes and tires). CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Identify and track 12 types of components and repair for each 4 4 4 5 type of equipment 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 06 Measures: Actual Percentage of come backs per technician 1% Annual Financial Plan 227 CY 07 Actual 1% CY 08 Estimate 1% CY 09 Proposed 1% City of Flagstaff PUBLIC WORKS DIVISION 27 FLEET SERVICES 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 06 CY 07 CY 08 Measures: Actual Actual Estimate Percentage of completed monthly mechanic labor 91% 91% 92% 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 06* CY 07* Measures: Actual Actual Number of joint classes, schools and seminars 5 4 *Total gallons 56,514.9 134,265.78 Revenue income $3,956.05 $9,399 * County 54,204.2 gallons unleaded in 2007 * NAIPTA Transit 79,958 gallons biodiesel in 2007 *Nature Conservancy 626 gallons biodiesel in 2007 Annual Financial Plan 228 CY 08 Estimate 7 145,000 $10,150 CY 09 Proposed 90% CY 09 Proposed 8 150,000 $10,500 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 2006-2007 $ 192,646 112,642 (265,373) 61,596 $ 101,511 Adopted Budget 2007-2008 $ 158,100 131,115 (295,215) 6,000 $ - Estimated Expenditures 2007-2008 $ 173,251 135,946 (297,046) 6,000 $ 18,151 Proposed Budget 2008-2009 $ 134,523 129,881 (298,625) 27,000 $ (7,221) Budget-Budget Variance $ (23,577) (1,234) (3,410) 21,000 $ (7,221) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION INVENTORY MANAGEMENT PREVENTIVE MAINTENANCE VEHICLE REPAIR POOL VEHICLES-CITY HALL POOL VEHICLES-SHOP OTHER SHOP WORK TOTAL $ (59,079) 107,021 135,671 (212,462) 10,715 32,410 87,235 101,511 $ 92,038 122,188 141,245 (452,021) 10,665 8,050 77,835 - $ 111,664 120,252 137,095 (449,601) 10,647 8,050 80,044 18,151 $ 19,333 138,516 151,162 (417,122) 10,665 8,050 82,175 (7,221) $ (72,705) 16,328 9,917 34,899 4,340 (7,221) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ (333,739) 894 119,765 36,224 777 8,600 160,258 (7,221) COMMENTARY: The Fleet Services operating budget is a negative base budget meaning the division expects to recover ongoing operating expenditures plus administrative overhead through charges for services and markups on parts and fuel. Shop rate is currently $62.00 per hour and does not cover one-time and captial requests. Personal Services decreased due to one-time retirement costs plus labor cost adjustments on new hires. Contractuals and Commodities reflect no major increase/decrease. Major capital (>$10,000) (1) replacement TIG Plasma Welder ($10,000). Annual Financial Plan 229 City of Flagstaff PUBLIC WORKS DIVISION 27 MISSION 9 Fleet Management is dedicated to sustaining and preserving resources by providing vehicles and equipment that maximizes fuel efficiencies, reduces green house gases and preserves the environment for the citizens of Flagstaff 9 9 9 FLEET MANAGEMENT Interagency partnering with Coconino County, NAU, ADOT, Forest Service that brought the availability of Ethanol to Flagstaff. Reviewed utilization and analysis on SUV'S, Vans, and light duty pickups. Provided Fleet Review committee members with training on the Fleet computer system. Develop five and ten year fleet equipment/vehicle plan using the H.T.E. fleet system. PROGRAM DESCRIPTION Fleet Management consists of line workers and supervisors representing major departments that are dedicated to maximizing vehicle and equipment life, retaining units as long as economically possible and replacing units that have met or exceeded useful life. The committee identifies replacement and additional units that are more fuel efficient and environmentally friendly. FY 09 NEW INITIATIVES ¾ ¾ ¾ ¾ FY 08 ACCOMPLISHMENTS ¾ 9 9 9 Fleet Review committee reviewed 33 replacement requests and 19 new additions to the fleet. 79% were purchased as hybrids, diesels, E-85 Ethanol FFV'S, one electric vehicle, and two propane forklifts. Adopted policy of purchasing diesel engines for 3/4 ton and larger trucks so as to operate on Biodiesel. Purchased 11 E-85 (Ethanol) Flex-fueled vehicles for the Police department ¾ ¾ Coordinate with the sustainability division to review each replacement or new addition that could be hybrids, diesels, Ethanol (FFV'S). Coordinate with Purchasing to include estimated MPG estimates in all bids for vehicles and equipment. Fleet Committee reviewed 44 replacement requests and approved 41 for replacement. Additional 12 new requests were presented to the committee for approval. Continue to provide Naviline fleet computer system training for committee members. To purchase 80% of all replacement and new additions that will be hybrids, FFV'S, diesels, and more fuel efficient vehicles that are lower emissions and reduces greenhouse gasses. Participate in the Valley of the Sun Clean Cities Coalition of other agencies dedicated to conserving and promoting the use of Alternative fuels. PERFORMANCE MEASURES Council Priority/Goal: CUSTOMER SERVICE Goal: To promote the increase usage of clean, efficient and environmentally friendly hybrids. Objective: To identify vehicle replacements adaptable as hybrids. CY 06 CY 07 Measures: Actual Actual Actual number of replacement/additional units that can be 3 8 purchased as hybrids. CY 08 Actual 20 CY 09 Proposed 24 Council Priority/Goal: CUSTOMER SERVICE Goal: To promote the increased usage of clean diesel engines on vehicles ¾ and larger. Objective: To identify vehicle replacements and additions that are adaptable to biodiesel and other alternative fuels. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Percentage of replacement/additional units that can be 11% 50% 75% 80% purchased to run on biodiesel or other alternative fuels. Annual Financial Plan 230 City of Flagstaff PUBLIC WORKS DIVISION 27 FLEET MANAGEMENT Council Priority/Goal: CUSTOMER SERVICE Goal: To coordinate with the Sustainability Division to develop written “green fleet policies” to conserve energy, preserve the environment and improve vehicle efficiencies. Objective: To develop and adopt green fleet policies. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Number of policies developed and adopted. N/A N/A 0 3 Annual Financial Plan 231 City of Flagstaff PUBLIC WORKS DIVISION 28 CEMETERY MISSION FY 08 ACCOMPLISHMENTS Citizens Cemetery employees dedicates themselves to offering quality customer service in time of need by being compassionate and provide proper grounds maintenance that is aesthetically pleasing to the public. 9 9 9 9 The completion of upgrade to Veterans Section “C”. The completion of upgrade to Masonic Section “D”. All complaints/concerns were addressed promptly. Addition of donated foliage and granite bench in Citizens Section “G”. PROGRAM DESCRIPTION FY 09 NEW INITIATIVES Under the direction of the Assistant Public Works Director, the City maintains Citizens Cemetery performing services related to opening/closing of graves, lot sales, record keeping, facility and grounds maintenance. The Cemetery also provides opening/closing services for the Calvary Cemetery. ¾ ¾ Planning, plotting, and landscaping of Citizens Section “N”. Planning for new chip seal to all cemetery asphalt roads. PERFORMANCE MEASURES Council Priority/Goal: CUSTOMER SERVICE Goal: Planning, plotting, and landscaping of Citizens Section “N”. Objective: To prepare Citizens Section “N” to be available for reservations and interments. CY 06 CY 07 Measures: Actual Actual Mapping and new foliage 50% 50% CY 08 Estimate 75% CY 09 Proposed 100% CY 07 Actual 75% 50% CY 08 Estimate 75% 75% CY 09 Proposed 90% 80% CY 07 Actual 100% CY 08 Estimate 100% CY 09 Proposed 100% CY 07 Actual 100% CY 08 Estimate 100% CY 09 Proposed 100% Council Priority/Goal: CUSTOMER SERVICE Goal: Grounds Up-Keep of turf Section. Objective: Mow and Trimming turf section in a timely matter. CY 06 Actual 50% 25% Measures: Mowing turf section every week Trimming of Grass Section every week Council Priority/Goal: FISCAL HEALTH Goal: Cemetery Cost Comparison. Objective: Measurement of our fees in comparison of other cemetery in AZ. CY 06 Measures: Actual Fees Comparison 100% Council Priority/Goal: FISCAL HEALTH Goal: Cemetery Fee Structure. Objective: Review Current Fee Structure. CY 06 Actual NA Measures: Fee Structure Reviewed Annual Financial Plan 232 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 2006-2007 $ 91,338 32,851 10,523 $ 134,712 Adopted Budget 2007-2008 $ 135,782 167,880 37,575 33,000 $ 374,237 Estimated Expenditures 2007-2008 $ 175,795 120,999 37,380 27,000 $ 361,174 Proposed Budget 2008-2009 $ 5,000 61,212 184,929 140,000 $ 391,141 Budget-Budget Variance $ (130,782) (106,668) 147,354 107,000 $ 16,904 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL SERVICES OPENING & CLOSING MAINTENANCE OF BUILDINGS MAINTENANCE OF GROUNDS TOTAL $ 2,284 42,902 5,385 84,141 134,712 $ 23,025 60,858 9,070 281,284 374,237 $ 50,091 50,033 10,565 250,485 361,174 $ 57,376 193,906 9,812 130,047 391,141 $ $ 391,141 391,141 $ 34,351 133,048 742 (151,237) 16,904 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Cemetery operating budget has decreased 26%. Personal Services decreases are due to a change in the work order system and the allocation of internal labor that is now presented with commodities. Personal Services also witness a 1% market adjustment and increases in health and dental insurance. Contractuals decreases are due to prior year one-time expenditures. Commodities increases are due to reallocation of internal labor. Major capital (>$10,000) for this division is related to improvements. Annual Financial Plan 233 City of Flagstaff PUBLIC WORKS DIVISION 29 FACILITIES MAINTENANCE MISSION FY 08 ACCOMPLISHMENTS Facilities Maintenance will ensure, through effective building maintenance programs and long range planning, that city buildings are safe, secure, efficient, reliable, clean, code compliant, aesthetically pleasing, and environmentally friendly for all users. 9 9 9 9 PROGRAM DESCRIPTION 9 9 Under the direction of the Assistant Public Works Director, the Public Facilities Maintenance division is responsible for all maintenance and upgrades of all City buildings. 9 Completed over 35 major capital repairs and improvements throughout the city. Staffing additions, staffing development, dispatching improvements. City Hall improvements: Chambers, office remodels, roofing replacement, HVAC upgrades. Other improvements: Cherry building office remodels, Airport fire protection system upgrades. Airport remodel. HVAC upgrades: Flagstaff Recreation Center, Airport terminal, City Court, and Visitor Center. Prosecutor’s Building remodel. FY 09 NEW INITIATIVES ¾ ¾ ¾ Staffing Certifications, training & development. Capital improvements and repairs throughout. Preventive Maintenance planning. PERFORMANCE MEASURES Council Priority/Goal: CAPITAL IMPROVEMENTS Goal: Facility Assessment average scores to be at a minimum 90%. Objective: To maintain Facility standards to 90% acceptable in all inspection areas. CY 06 CY 07 Measures: Actual Actual Average score for all sections maintained at a minimum 90% N/A* N/A* * new performance measurement standard 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 06 CY 07 Measures: Actual Actual Complete PM schedules before 2008-9 Fiscal year 1 3 (Complete one every 4 months) CY 08 Estimate N/A* CY 09 Proposed 90 CY 08 Estimate 3 CY 09 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Complete plans: Painting and Roofing 0 1 2 2 Complete 2007 Major repair projects (as approved & listed) 10 25 35 25 (Complete 2 per month) Annual Financial Plan 234 City of Flagstaff PUBLIC WORKS DIVISION 29 FACILITIES MAINTENANCE Council Priority/Goal: ORGANIZATIONAL SUPPORT Goal: Develop trained staff to support Facilities Maintenance needs. Send key staff to 5 development workshops per year, one per major task item as follows: HVAC, Plumbing, Electrical, Aquatics, and Facilities Management. Objective: Develop knowledgeable Facilities staff. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Training/Workshop Certifications. 0 2 6 5 DEPARTMENT: DIVISION: PUBLIC WORKS 29-PUBLIC FACILITIES MAINTENANCE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2006-2007 $ 378,256 232,451 711,119 25,545 $ 1,347,371 Adopted Budget 2007-2008 $ 431,131 245,717 849,028 361,900 $ 1,887,776 Estimated Expenditures 2007-2008 $ 421,836 258,316 497,968 361,900 $ 1,540,020 Proposed Budget 2008-2009 $ 729,646 257,742 796,318 392,000 $ 2,175,706 Budget-Budget Variance $ 298,515 12,025 (52,710) 30,100 $ 287,930 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CUSTODIAL SERVICE STRUCTURAL & OTHER MAINT. MAINT-MECH,ELECT & PLUMB MILLIGAN HOUSE APS BUILDING RIO PROPERTIES MURDOCK PHOENIX BUILDING TOTAL $ 341,221 99,451 583,048 272,544 13,886 25,358 8,043 3,820 1,347,371 $ 486,507 96,996 1,134,800 138,144 18,415 6,199 6,715 1,887,776 $ 379,976 90,425 789,886 240,204 16,420 15,612 6,900 597 1,540,020 $ 478,868 102,757 1,404,000 145,831 17,018 18,232 9,000 2,175,706 $ (7,639) 5,761 269,200 7,687 (1,397) (6,199) 11,517 9,000 287,930 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 1,788,475 92,433 17,126 44,009 14,404 88,358 130,901 2,175,706 COMMENTARY: The Facilities Maintenance operating budget has increased 17% and capital expenditures total $392,000. Personal Services increases are due to 1 FTE staffing reclassification for the Maintenance Worker I position as well as implementation of work orders. In addition, there is a 1% market adjustment, expected merit adjustments, and a small increase in health insurance . Commodity decreases are due to a change in the allocation of internal labor with the work order system. Major capital (> $10,000) includes a replacement vehicle and increase in facility setaside. Annual Financial Plan 235 City of Flagstaff PUBLIC WORKS DIVISION 30 RECREATION 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 PROGRAM DESCRIPTION 9 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 Created three new large community events – The Daddy/Daughter Ball, “Touch a Truck” and the “Picture This” Photography Contest. Implemented POST (Parks, Open Spaces and Trails) volunteer program. Participated on the Northern Arizona Winter Recreation Task force to provide direction and guidance for quality snow play opportunities in Northern Arizona; created a new Winter Recreation brochure for general distribution. Hosted twelve pieces of public art work in Thorpe Park Community and Senior Center. Facilitated Youth Town Hall at the Radisson Hotel. Completed facility improvements at Flagstaff Recreation Center, Cogdill Recreation Center and Jay Lively Activity Center to include new carpeting, painting, gym re-finishing, locker room flooring, shower dri-decking, and parking lot chip sealing. FY 09 NEW INITIATIVES FY 08 ACCOMPLISHMENTS 9 9 9 9 9 9 9 Completion of the Thorpe Park Improvement Project. Implemented RecTrac Upgrades to include credit card processing. Implementation of online registration. Coordinated the on-going construction of the Aquaplex with the construction Manager at Risk (CMAR) team. Received State APRS award for Outstanding facility for “The Basin” BMX facility. Conducted a “Call to Artists” for the public art to be included at the Aquaplex. Installed Class IV lighting fixtures at the Thorpe Park Tennis Courts in partnership with the Lowell Observatory. ¾ ¾ ¾ ¾ ¾ The opening and staffing of the Aquaplex. Facilitate Intergovernmental Agreement (IGA) renewals for shared use with Flagstaff Unified School District (FUSD) for pools, fields and facilities. Implementation of the new Special Events Application packet with Probationary Process. Initiate additional facility improvements for Jay Lively, Cogdill, and Flagstaff Recreation Centers. Coordination of a Laser Light Show and Symphony performance for July 4th. PERFORMANCE MEASURES Council Priority/Goal: FACILITIES 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 06 CY 07 CY 08 CY 09 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 Participation with the Northern Arizona Winter Recreation Yes Yes Yes Yes Task force to provide direction and guidance for quality snow play opportunities in Northern Arizona Annual Financial Plan 236 City of Flagstaff PUBLIC WORKS DIVISION 30 RECREATION Council Priority/Goal: FACILITIES 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Flagstaff Aquaplex No No Yes Yes Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Promote sound fiscal health by addressing cost recovery levels of recreational programs and services. Objective: Maintain self-sufficiency percentages. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Improve gross revenue $527,353 $620,173 $999,758 $1,055,880 Improve self-sufficiency percentage 23% 37% 50% 52% Annual review of fees and charges Yes Yes Yes Yes Review of Special Event application packet and fees No No Yes Yes Council Priority/Goal: ECONOMIC DEVELOPMENT Goal: Enhance the quality of life for the community by providing comprehensive recreation programs and services that also serve to address Divisional Cost Recovery. Objective: Increase and/or expand the number of new events and programs annually. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Senior programs, services, events 3 5 4 new proposed 5 new proposed • Instant • Tennis Piano • Astronomy • Instant • Canine Guitar Agility • Photography • Water Contest Resistanc • S.T.A.R. e Training program • Climbing Wall Adult programs, services, events 2 5 10 new proposed 5 new proposed • Photography • Tennis Contest • Astronomy • Water • Canine Workout Agility • Adult • Aquaplex Swimming Fitness Lessons Classes • Open Scuba • Climbing • Lap Swim Wall 16+ • Badminton • Faux Painting • Jay Lively Theme Skates Annual Financial Plan 237 City of Flagstaff PUBLIC WORKS Youth programs, services, events Annual Financial Plan DIVISION 30 2 5 238 RECREATION 11 new proposed • Baby Signs • Photography Contest • Daddy Daughter Ball • Touch-aTruck • Inflatable Fun Nite • Teen Night at FHS Pool • Jay Lively Theme Skates • Baseball Clinics • Basketball Clinics • Outdoor Adventures • Fishing Derby 10 new proposed • Tennis • Teen Idol • Astronomy • Tot Classes • Creative Play • Cardio For Kids • Climbing Wall • Kidz Kayak • Themed Party Packages • Babysitting 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 2006-2007 $ 1,343,265 339,626 154,036 47,405 $ 1,884,332 Adopted Budget 2007-2008 $ 1,702,103 627,531 238,816 32,600 $ 2,601,050 Estimated Expenditures 2007-2008 $ 1,652,379 532,287 244,503 26,000 $ 2,455,169 Proposed Budget 2008-2009 $ 2,141,662 955,013 399,174 55,000 $ 3,550,849 Budget-Budget Variance $ 439,559 327,482 160,358 22,400 $ 949,799 $ $ $ $ $ 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 YOUTH SPORTS PROGRAMS COMMUNITY SERVICES/EVENTS RECREATION GRANTS AQUAPLEX TOTAL $ 457,650 182,313 375 138,576 1,316 270,485 214,707 177,068 6,123 362,990 (78) 61,340 8,883 2,584 1,884,332 $ 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 $ 460,056 221,722 2,220 192,847 191 386,993 259,119 193,450 10,485 522,585 137,187 1,814 66,500 2,455,169 $ 701,556 251,775 2,220 192,902 312,508 318,465 261,115 10,435 451,971 100,815 947,087 3,550,849 $ $ 3,550,849 3,550,849 $ 62,123 30,863 5,830 (231) 5,019 61,653 62,210 (65,274) (16,372) (14,040) 818,018 949,799 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Recreation operating budget has increased 36% and capital expenditures total $55,000 resulting in an overall net increase of 37%. Personal Services increases are mainly due to the Aquaplex salaries being added for FY 2009. In addition, there is a 1% market adjustment, expected merit adjustments, and a small increase in health insurance. The increases in Contractuals and Commodities are due to adding the Aquaplex expenditures. There is no major capital (>$10,000). Annual Financial Plan 239 City of Flagstaff PUBLIC WORKS DIVISION 32 STREET MAINTENANCE AND REPAIRS MISSION FY 08 ACCOMPLISHMENTS The primary mission of the Flagstaff Street Division is to provide the citizens of Flagstaff with a maintained and safe transportation system. We seek to render cost effective and competent service to the citizens of Flagstaff, striving to be responsive to the citizen's requests and concerns and handle them in a timely manner. Major functions of the division include: snow removal, sign & striping, street sweeping, drainage maintenance, traffic signal & streetlight repairs as well as overall street maintenance. 9 9 9 9 9 Awarded bids for a new 5 cy loader and three 10wheel trucks. (all replacements, except one 10wheel truck which is an additional purchase). Added a new 3rd party CDL tester. Installed 4 UPS systems at the new East TI intersections. Jersey barriers installed at Butler / 4th as road guards. Initiate a chemical de-icer program for snow removal FY 09 NEW INITIATIVES PROGRAM DESCRIPTION ¾ Street’s is responsible for keeping our city streets safe and passable for the motoring public, pedestrian and bike lane traffic. We are available 24/7 for emergency snow removal, street sweeping, road grading and dust abatement, concrete replacement and repair, traffic signal maintenance and timing issues at 42 intersections, guard rail repair, signing and painting operations, pavement marking installation, asphalt paving and deficiency repair, truck and semi-truck hauling, storm drain inspection and cleaning, and quarterly street light inspections. ¾ ¾ Provide labor, equipment, and materials necessary to maintain 12 additional lane miles at the East Traffic Interchange. These facilities will require additional equipment, labor and material to maintain an acceptable service level. Reconstruct signalized intersections at Beulah/ McConnell and Cedar / Lockett which will improve traffic movements and standardize our traffic system. Replace three older 10-wheel trucks, an aerial bucket truck and a patch unit. These vehicles will be needed to maintain performance measures and current service standards. PERFORMANCE MEASURES Council Priority/Goal: PUBLIC SAFETY Goal: Shoulder streets without curb and gutter. Objective: Shoulder the east side of town in 08 and the west side in 09. CY 06 Measures: Actual Haul and screen material & shoulder 1/2 streets without curb 50% and gutter. This is important in preventing lateral asphalt deterioration and creating potholes which undermine the road base Annual Financial Plan 240 CY 07 Actual 90% CY 08 Estimate 95% CY 09 Proposed 100% City of Flagstaff PUBLIC WORKS DIVISION 32 Council Priority/Goal: PUBLIC SAFETY Goal: Paint 1/2 of all red/yellow curbs and bike lane symbols. Objective: Complete the east side of Flagstaff CY 08 and the west side in 09. CY 06 Measures: Actual Red/yellow curbs (1/2 the city). Visible “no parking” zones are 50% created to protect pedestrians in school zones and open access to targeted areas Refresh bike symbols (1/2 the city). Refreshed markings for on-road bicycle and vehicle traffic aids in safely sharing the road for all parties STREET MAINTENANCE AND REPAIRS CY 07 Actual 95% CY 08 Estimate 100% CY 09 Proposed 100% 50% 95% 100% 100% CY 06 Actual 60% CY 07 Actual 75% CY 08 Estimate 90% CY 09 Proposed 95% Council Priority/Goal: PUBLIC SAFETY Goal: Coverage time line for pothole repair. Objective: Patch areas of city 10 days per month. Measures: Complete all areas of the city within a 2 month period. Extends life of existing asphalt Council Priority/Goal: CUSTOMER SERVICE Goal: Maintain sweeping standards. Objective: Keep residential streets swept bi-monthly on summer schedules and once monthly during the winter. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Maintain summer sweep routes. Arterials weekly, residential’ 75% 85% 90% 95% bi-monthly Maintain winter residential areas during storm breaks. Less 90% 95% 60% 75% dust and a clean community Council Priority/Goal: PUBLIC SAFETY Goal: Improve pedestrian safety. Objective: Install safety grounding for downtown pedestrian lighting pull boxes. CY 06 CY 07 Measures: Actual Actual Ground all downtown pedestrian lights for pedestrian safety. n/a new Annual Financial Plan 241 CY 08 Estimate 90% CY 09 Proposed 100% City of Flagstaff PUBLIC WORKS DEPARTMENT: DIVISION: DIVISION 32 STREET MAINTENANCE AND REPAIRS PUBLIC WORKS 32-STREET MAINTENANCE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2006-2007 $ 1,760,508 410,383 773,290 1,047,911 $ 3,992,092 Adopted Budget 2007-2008 $ 2,345,556 544,314 1,175,723 1,080,059 $ 5,145,652 Estimated Expenditures 2007-2008 $ 2,079,163 546,442 1,068,369 1,039,083 $ 4,733,057 Proposed Budget 2008-2009 $ 2,660,782 718,273 951,528 1,352,600 $ 5,683,183 Budget-Budget Variance $ 315,226 173,959 (224,195) 272,541 $ 537,531 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION STREET CLEANING SNOW CONTROL SIGN,SIGNAL,MARK & LIGHT STREET MAINTENANCE DRAINAGE WAY MAINTENANCE TRAINING STREET LIGHTS TRAFFIC SIGNAL MAINTENANC TOTAL $ 153,103 508,152 1,138,214 343,675 1,182,533 153,352 1,187 318,220 193,656 3,992,092 $ 386,069 352,446 981,604 386,801 2,101,755 241,927 1,900 345,770 347,380 5,145,652 $ 483,919 342,503 963,136 359,024 1,756,702 241,927 1,403 330,540 253,903 4,733,057 $ 300,803 366,640 1,178,327 427,524 2,181,884 249,440 1,900 355,770 620,895 5,683,183 $ $ 5,683,183 5,683,183 $ (85,266) 14,194 196,723 40,723 80,129 7,513 10,000 273,515 537,531 SOURCE OF FUNDING: HIGHWAY USER REVENUE FUND COMMENTARY: The Streets Maintenance operating budget has increased 7% and capital expenditures total $1,352,600 resulting in an overall net increase of 10%. Personal Services increases are due to a 1% market increase, expected merit adjustments, and a small increase in health insurance. Other increases are due to increase in cost of petroleum, concrete and utilities. Annual Financial Plan 242 City of Flagstaff PUBLIC WORKS DIVISION 38 AIRPORT MISSION FY 08 ACCOMPLISHMENTS The Airport Division dedicates its efforts to provide quality service for the ever-growing transportation needs of our community. 9 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. Extended Runway 3/21 by 1800’ (to 8800’). Hired new Airport Manager and Operations Supervisor. Enjoyed a discrepancy-free annual FAA Certification and Safety inspection. Increased passenger enplanements 9.2% to 45,866. Initiated an Air Service study to determine FLG passenger travel patterns and needs. FY 09 NEW INITIATIVES ¾ ¾ ¾ ¾ Attract a second commercial air carrier to FLG. Expand the terminal secure hold room by 150%. Replace existing baggage claim carousel. Hire three Flag PD officers for passenger screening and enhanced terminal security. PERFORMANCE MEASURES Council Priority/Goal: PUBLIC SAFETY Goal: Meet FAA regulations for Aircraft Rescue/Fire Fighting and medical responses Objective: Consistently respond within 3 minutes. CY 06 CY 07 Measures: Actual Actual Percentage of calls responded to within 3 minutes. 100% 100% CY 08 Estimate 100% CY 09 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 06 CY 07 CY 08 CY 09 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 facilities and equipment operational. Objective: Commence or complete repairs within 24 hours of notification. CY 06 Measures: Actual Percent of time repairs are completed or commenced within 100% 24 hours of notification Annual Financial Plan 243 CY 07 Actual 100% CY 08 Estimate 100% CY 09 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 06 Actual +11% Measures: Percentage of airport revenue increases CY 07 Actual +11% CY 08 Estimate +12% CY 09 Proposed +12% Council Priority/Goal: CUSTOMER SERVICE Goal: Increase passenger enplanements by 3% each year. Objective: Encourage increased commercial air travel through improved customer service, marketing and improvements. CY 06 CY 07 CY 08 Measures: Actual Actual Estimate Annual passenger enplanements (actual numbers) 41996 45743 69736 Percentage change from previous calendar year +1.9% +8.9% +52.5% DEPARTMENT: DIVISION: Airport facility CY 09 Proposed 83416 +19.6% PUBLIC WORKS 38-AIRPORT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL $ $ Actual Expenditures 2006-2007 606,760 307,293 99,646 84,769 1,098,468 Adopted Budget 2007-2008 $ 734,504 334,954 165,997 $ 1,235,455 Estimated Expenditures 2007-2008 $ 723,261 324,214 132,598 $ 1,180,073 Proposed Budget 2008-2009 $ 675,201 350,741 223,662 526,316 $ 1,775,920 Budget-Budget Variance $ (59,303) 15,787 57,665 526,316 $ 540,465 $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION SAFETY AND SECURITY SNOW CONTROL MAINT BLDGS AND GROUNDS MAINT RUNWAY & TAXIWAY AIRPORT COMMISSION LAW ENFORCEMENT OFFICER TOTAL $ $ 526,217 88,872 39,948 365,994 76,969 468 1,098,468 $ 492,138 120,337 78,715 448,182 95,783 300 1,235,455 $ 422,205 121,837 77,147 396,447 96,500 300 65,637 1,180,073 $ 407,692 139,913 467,093 488,836 272,086 300 1,775,920 $ $ 1,775,920 1,775,920 $ (84,446) 19,576 388,378 40,654 176,303 540,465 SOURCE OF FUNDING: AIRPORT FUND COMMENTARY: The Airport operating budget has increased 1% and capital expenditures total $526,316 resulting in an overall net increase of 44%. Personal Services decrease is due to the law enforcement officers needed at the airport are now included in the police department budget. In addition, there is a 1% market adjustment, expected merit adjustments, and a small increase in health insurance. Contractuals increases are due to increases in Utilities, Custodian Services, and Maintance - Other. Commodities increases are due to gas & oil, tires and tubes, and other operating supplies expenses. Major capital (>$10,000) includes ($146,000) for a runway sweeper and ($380,316) for a 5 yard loader. Annual Financial Plan 244 City of Flagstaff PUBLIC WORKS DIVISION 41 MISSION To efficiently provide a comprehensive waste management and diversion program to the residents of Flagstaff. 9 9 9 PROGRAM DESCRIPTION The Environmental Services division provides the citizens of Flagstaff with quality customer 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 9 ENVIRONMENTAL SERVICES 2006 to 40,420 in 2007. These gains were possible because of increased compaction and uniform cell construction. Total airspace savings is 8,645 CY. Successfully passed ADEQ Solid Waste Bi-Annual Inspection. Implemented Supervisor On-call rotation to provide 7 day a week customer service. Re-Routes of Commercial and Residential trash collection to improve efficiency, safe fuel and labor hours. Increased services including specialized collection in high density infill areas. Development of safety parameters for Environmental Services, including Standard Operating Procedures and Job Hazard Analysis. Expansion of Recycling collections including increased glass collection via community drop off locations and increased pre-baled cardboard collection. FY 08 ACCOMPLISHMENTS 9 9 9 9 9 9 9 9 9 9 9 9 9 Utilized new survey instrumentation Total Station to obtain data related to compaction and landfill sequencing. Coordination with Northern Arizona University College of Engineering and Natural Sciences to propose conceptual ideas for future development of Cinder Lake Landfill. Acquisition of a GPS unit for the analysis of compaction rates, sequencing, airspace and cover usage at the Landfill. (Projected by June 30) Construction standards implemented for the proper construction of daily landfill cells handle solid waste. Submitted a proposal to ADEQ for the use of crushed glass as an alternative daily cover. Initiated the drafting of a Health and Safety Plan for the Division. Constructed an All Weather Area for Freon Evacuation activities. Landfill Safety Program was successful in accounting for 0 chargeable accidents at landfill from January 1, 2007 to December 31, 2007. Completely automated all customer transactions in the scale house. Developed and implemented comprehensive Litter Management Plan. Revised Solid Waste Ordinance. Chip Seal existing asphalt parking and asphalt roadways. (Projected by June 30). Reduced Paper Sludge (ADC) usage by 8% from 65,320 CY in 2006 to 59,905 CY in 2007. Reduced Daily Coverage usage by 7% from 43,650 CY in Annual Financial Plan FY 09 NEW INITIATIVES ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ 245 Monitoring of compaction rates, landfill sequencing, airspace and cover usage. 5 year renewal of the National Pollutant Discharge Elimination System (NPDES) Permit. Non Methane Organic Compounds (NMOC) analysis to be completed as per the ADEQ Tier II requirements. Resolution with ADEQ on future development of the south borrow pit. Proposed solutions to improve the monitoring network on the existing landfill footprint. Continue to gain efficiencies by improving on daily cell construction uniformity and increased compaction. These efficiencies will gain the operations an additional 10% reduction in cover usage. Initiate residential curbside glass recycling. Increase green/wood waste collection by 75%, diverting product from waste stream and providing alternative daily cover for the Cinder Lake Landfill. Expanded service in Hoist and Haul program 4107 to include county transfer stations. Route restructuring to increase productivity/efficiency by 15%. Begin same day collections service for the City of Flagstaff residential trash and recycling. City of Flagstaff PUBLIC WORKS DIVISION 41 ENVIRONMENTAL SERVICES PERFORMANCE MEASURES Council Priority/Goal: Economic Development Goal: Continue to increase our solid waste diversion from the landfill. Objective: Increase our solid waste diversion rate by 1.7% annually. CY 06 CY 07 Measures: Actual Actual Total tons delivered to our landfill from all sources 152234tons 157408tons Total tons delivered to our landfill-Flagstaff Programs only* 76502 tons 74389 tons Tonnage diverted from our landfill Flagstaff Programs** 10380 tons 12531 tons Diversion rate as a 1.7% - Flagstaff Programs only 13.6% 16.9% * Paper sludge and inert material not included ** Recycle material (includes glass), wood waste (does not include one time event in winter of 2006), 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 06 Measures: Actual Chargeable Accidents 3 CY 07 Actual 6 CY 08 Estimate 160960tons 72901 tons 13535 tons 18.6% CY 09 Proposed 164179tons 71443 tons 14559 tons 20.4% CY 08 Estimate 3 CY 09 Proposed 1.5 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Reduce fuel costs by installing a tank and using Red Dye 0 0 $15,000 $50,000 diesel Council Priority/Goal: Facilities Goal: Develop and implement a new comprehensive landfill construction sequencing plan. Objective: Identify expected alternate and on-site daily cover volumes; identify remaining airspace; calculate waste compaction rates; project waste volume growth and cost analysis per ton by waste product. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Provide numbers for projections for a short term and long 25% 50% 75% 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Reduce complaint call response time to 24 hours 75% 100% N/A Reduce average service request time to 48 hours Increase phone coverable hours of operation for City Hall 50% Completed N/A and Saturday and Sunday coverage Implemented Customer Call Back Program for the purpose 50% 75% 100% of verifying customer satisfaction Annual Financial Plan 246 City of Flagstaff PUBLIC WORKS DIVISION 41 ENVIRONMENTAL SERVICES SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT MISSION The Environmental Code Enforcement Program 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 9 9 PROGRAM DESCRIPTION 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 contaminated 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. The Environmental Education Program 9 9 9 9 9 FY 08 ACCOMPLISHMENTS 9 The Sustainability Program 9 Added 2 more glass recycling drop off locations available to the public. Provided 3 compost workshops to the public at the community garden and 2 workshops at the Sustainable Living Fair. Performed waste audits in the Sunnyside Neighborhood. Distributed Spanish/English recycling information for January Utility bills and had cart hangers printed for residential recycling bins in Spanish/English for distribution in the spring. The Environmental Management Program 9 9 Currently sponsors 47 Adopt-an-Avenue volunteer groups. Is on track to tow 100 abandoned/junked vehicles this fiscal year through the Vehicle Removal Program. Increased the outreach and enforcement of snow and ice removal from sidewalks. In December 2007 and January 2008, approximately 300 businesses have been directly contacted and over 40 Notices of Violation were issued. Conducted a greenhouse gas inventory and developed a climate management plan. Conducted a baseline inventory of current sustainable activities within municipal operations. 9 The small business waste program has been operating at the Hazardous Products Center (HPC) for a year and over 50 businesses are participating in the program. Reduced hazardous waste disposal costs for the disposal of spent fuels and set up a contract to obtain revenue for used oil and antifreeze. Began accepting household hazardous wastes from City of Sedona residents located within Yavapai County. Coordinated the removal of asbestos-containing building materials (ACBMs) at United States Geological Survey Building 2 prior to demolition of the building. The Brownfield Program Other accomplishments 9 Obtained three volunteers for the Route 66 Central Corridor EPA grant project. 9 Was awarded an additional $38,963 from ADEQ for work at 116 West Phoenix Avenue. 9 Participated in the formation of the Arizona Chapter of the National Brownfield Association. 9 Annual Financial Plan 9 247 Completed Northern Arizona Renewable Energy Purchasing Group Memorandum of Understanding. Implemented purchase of renewable energy from APS in July 2008. Joined the Coconino County Sustainable Economic Development Board of Directors and participated in the Energy Efficiency and Renewable Energy Action Team. City of Flagstaff PUBLIC WORKS DIVISION 41 FY 09 NEW INITIATIVES ¾ ¾ ¾ ¾ ¾ ¾ Develop and implement a community-wide sustainability and climate management awareness and educational campaign. Continue coordination with other City departments to increase program awareness and collaborative projects in all program areas, but especially in Sustainability, Brownfields, and Environmental Code Enforcement. Review current codes and research ways to increase the aesthetic and safety standards to which residents and business are held. Coordinate with Environmental Services to develop and implement a Bulk Pick-up Service for MultiFamily Residences to reduce litter and illegal dumping complaints. Research creation of a Snow Removal Assistance Program for property owners who cannot clean sidewalks due to age, health, or disability. ¾ ¾ ¾ ENVIRONMENTAL SERVICES Research creation of a shoe recycling program in coordination with other City departments, NAU, ASU and the City of Tempe. Continue to enhance the Environmental Management safety program which includes the Hazardous Products Center (HPC) so that there are no work related accidents. Expand advertising efforts so that the public is more aware of the HPC as the preferred disposal option for household and small business hazardous wastes. Provide public outreach to inform residents and business owners of asbestos-containing building materials (ACBM), the hazards associated with disturbing ACBMs, how to comply with regulations, and proper disposal options for ACBMs. PERFORMANCE MEASURES Council Priority/Goal: QUALITY OF LIFE Goal: : Development and successful implementation of a long-term Sustainability Plan that identifies near, mid and long term goals to make city operations and the Flagstaff community more sustainable (economically, environmentally and socially). Objective: Develop Sustainability and Climate Management Plans. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Develop Sustainability Plan N/A 50% 100% Ongoing updating and measuring Develop Climate Management Plan and a series of N/A 25% 100% Ongoing indicators to measure progress of the Sustainability Plan updating and and conduct indicator baseline measuring Council Priority/Goal: COLLABORATION Goal: Effective collaboration with all sectors of the community. Objective: Increase cross-sector partnerships to raise awareness about sustainability and climate management. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Develop and implement a successful community lecture N/A 50% 100% N/A series Conduct sector specific education/professional development N/A 15% 100% N/A events Annual Financial Plan 248 City of Flagstaff PUBLIC WORKS DIVISION 41 ENVIRONMENTAL SERVICES Council Priority/Goal: QUALITY OF LIFE Goal: Increase volunteer participation in environmental community service projects. Objective: Increase number of community service projects by 10%. (Increased percentage due to Aide position.) CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Number of projects 47 70 77 85 Council Priority/Goal: QUALITY OF LIFE Goal: Extend regular Bulk Service to Multi-Family Residences. Objective: Decrease the amount of illegal dumping and positively impact safety improvements. CY 06 Measures: Actual Identify property managers/owners interested in a pilot study N/A Collaborate with Environmental Services to create a work N/A plan for the future City-wide service community appearance through health and CY 07 Actual 2 25% Council Priority/Goal: QUALITY OF LIFE Goal: Provide recycling and source reduction opportunities for the community Objective: Increase options for the public to conserve resources. CY 06 CY 07 Measures: Actual Actual Compost bins distributed to City residents 200 152 Increase types of recyclable materials accepted at the N/A N/A Material Recovery Facility CY 08 Estimate 4 75% CY 08 Estimate 175 Started accepting additional plastics for recycling CY 09 Proposed Completed 100% CY 09 Proposed 200 Increase glass recycling opportunities 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 06 CY 07 CY 08 Measures: Actual Actual Estimate Household hazardous waste tonnage including electronics 110 tons 138 tons 145 tons Small business waste program (began April 2007) N/A 29 Tons 32 tons Hazardous waste and electronics tonnage CY 09 Proposed 152 tons 34 tons Council Priority/Goal: PUBLIC SAFETY Goal: Provide a safe working environment for city personnel and the public at the Hazardous Products Center. Conduct regular staff safety meetings. Objective: Eliminate preventable accidents. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Number of Safety Meetings NA 3 12 12 Number of accidents that were preventable 1 2 0 0 Annual Financial Plan 249 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 2006-2007 $ 3,480,015 3,215,643 1,514,134 715,416 $ 8,925,208 Adopted Budget 2007-2008 $ 3,975,141 3,275,267 1,507,141 4,485,829 $ 13,243,378 Estimated Expenditures 2007-2008 $ 4,025,503 3,213,463 1,644,104 4,027,999 $ 12,911,069 Proposed Budget 2008-2009 $ 4,530,417 3,960,629 1,846,838 3,830,297 $ 14,168,181 Budget-Budget Variance $ 555,276 685,362 339,697 (655,532) $ 924,803 $ $ $ $ $ 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 LANDFILL OUTSIDE CONTRAC RECYCLING - CURBSIDE COLL INERT MATERIAL LANDFILL COMMERCIAL RECYCLING BROWNFIELD CONSERVATION EDUCATION SUSTAINABLILITY ENVIRONMENTAL MANAGEMENT CONSERVATION COUNTY - HOIST AND HAUL LANDFILL SITE IMP 06 ADEQ PHOENIX AVE SR GREENHOUSE GAS GRANT DEBT SERVICE MRF ENTRY IMPROVE TOTAL $ 650,972 1,456,993 1,788,595 1,898,303 66,005 100,856 324,662 93,066 123,928 759,155 729 634,191 88,772 57,583 229,020 86,757 25 139 49,621 482,488 8,925,208 $ 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 80,000 13,243,378 $ 588,380 2,617,583 2,786,997 2,387,605 65,103 153,153 725,281 1,327,926 6,200 1,125,341 135,825 481,480 410,420 38,963 15,000 12,911,069 $ 486,733 2,247,238 2,214,137 2,521,995 180,573 107,001 1,083,172 647,162 2,202,325 1,800 891,693 228,922 551,977 505,780 80,000 125,500 14,168,181 $ $ 14,168,181 14,168,181 $ (101,647) (510,679) (295,037) (292,022) 119,526 (37,277) 492,324 647,162 997,333 (16,201) (410,770) 61,686 65,381 85,711 125,500 924,803 SOURCE OF FUNDING: ENVIRONMENTAL SERVICES FUND COMMENTARY: The Environmental Services operating budget has increased 18% and capital expenditures total $3,830,297 resulting in an overall net increase of 7%. Personal Services increases are due to new staffing, as well as a 1% market adjustment, expected merit adjustments and a small increase in health insurance. Contractuals increases are due to increased costs related to utilities, education, and training. Commodities increases are due to increases in fuel costs and fleet related charges. One-time expenditures for this division are mainly capital items. Major capital (>$10,000) includes capital equipment, as well as capital improvements ongoing at the landfill. Refer to Schedules 8 and 9 for a detailed listing. Annual Financial Plan 250 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 251 City of Flagstaff Annual Financial Plan 252 City of Flagstaff 1 Plant Specialist 2 MSW-Plant Tech 1 Maint Spec Rio De Flag WWTP (56) Wildcat WWTP (53) 4 Plant Specialist 7 MSW-Plant Tech 1.5 Equip Oper II Temp Wastewater Operations (53 & 56) 1 Wastewater Treatment Manager Wastewater Collection (54) 1 Water Services Specialist 8 MSW-Water Services Tech Water Distribution (49) 1 Water Services Specialist 11 MSW-Water Services Tech 1 Water/Sewer Utility Locator 1 Administrative Specialist 1 Maint Wkr 1 Maint Wkr Temp Field Services Div (49) & (54) 1 Field Service Manager 1 Instrumentation - Electrical Specialist 3 MSW - Operations 1 Laboratory Specialist 1 MSW - Laboratory 1 Maintenance Specialist 1 Operations Specialist 3 MSW - Maintenance 1 MSW 1 Mech Maint Wkr I Temp 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 1 Meter Reader Supervisor 2 Admin Spec 2.75 Admin Asst 4 Meter Reader Customer Service Division (48) 1 Customer Svc Mgr Clerical Support 2 Administrative Spec Utilities Department (42) 1 Utilities Director 1 Deputy City Manager City Manager Utilities .5 Program Assistant .5 Water Conservation Enforcement Aide 1 Project Manager 1 Water Conservation Manager 2 Indust Waste Insp 1 Admin Specialist Industrial Waste Monitoring Division (55) 1 Indust Waste Supv .5 Program Assistant 1 Utilities Plan Reviewer 1 Utilities Engineering Manager 1 GIS Systems Analyst 1 Water Resources Manager UTILITIES DIVISION 42 ADMINISTRATION permits as required. Reviews new developments and represents the Department on a multitude of various committees. Provides all clerical services for the Department and Utilities GIS services for the City. MISSION The mission of the Utilities Department is to professionally and cost effectively provide water and wastewater services that meet the present and future environmental, health, and safety needs of the community and our co-workers. We are committed to a goal of 100% customer satisfaction. This will be achieved by a dedication to exceed customer expectations by continuously improving our operations. We value our co-workers and strive to maintain high motivation by providing an environment that encourages improvement and teamwork. FY 08 ACCOMPLISHMENTS 9 9 9 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 developments. Provides Blue Stake locating services. Investigates customer, staff, and City Council inquiries and follows up on complaints. Provides permit administration for NPDES, APP, Reuse, and other 9 9 Updated Utilities Capital Improvement Program. Started Wildcat Improvements. Completed construction of 2 new wells. 2 new wells under construction. Updated stock wells and ponds at Red Gap. Completed first year of grazing lease. Completed construction of LM Well No. 7. Chlorine Dioxide Building const. completed. Rio Well Landscaping completed. Construction of 1 new well Building and ties to existing. Reconstruction of 2 sewer segments at Continental and Bulter. Millian House Xeriscape Project. FY 09 NEW INITIATIVES ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ City Hall Lawn Project. Picture Canyon project. Wildcat Hill construction. Buffalo Park Tank repainting. Bushmaster Park Reclaim Line. 2004 Well bond project. Red Gap Pipeline and Water Adequacy Study. Water, Sewer and Reclaim Master plans. 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 06 CY 07 Measures: Actual Actual Water and sewer impact analyses performed 12 16 Capital projects managed 14 14 Number of system-wide water curtailments 0 0 Per capita water use 122 116 Annual Financial Plan 253 CY 08 Estimate 18 17 0 120 CY 09 Proposed 18 17 0 116 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 06 Measures: Actual Review rates with internal rate model Yes Update rate model to accommodate system changes Yes Update user fees, impact fees Yes ADMINISTRATION CY 07 Actual 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 06 CY 07 Measures: Actual Actual Water outage hours 1310 2553 Public sewer blockages 28 34 CY 08 Estimate Yes No No CY 09 Proposed Yes Yes Yes CY 08 Estimate 1900 30 CY 09 Proposed 2000 30 CY 08 Estimate 0 0 CY 09 Proposed 0 0 Council Priority/Goal: PUBLIC SAFETY Goal: Provide safe drinking water and wastewater. Objective: No permit violations. CY 06 Actual 3 0 Measures: Number drinking water violations Number wastewater permit violations Annual Financial Plan 254 CY 07 Actual 0 1 City of Flagstaff UTILITIES DEPARTMENT: DIVISION: DIVISION 42 ADMINISTRATION UTILITIES 42-UTILITIES ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2006-2007 $ 882,567 224,360 38,937 22 $ 1,145,886 $ $ $ $ Adopted Budget 2007-2008 1,003,349 358,925 51,615 1,413,889 Estimated Expenditures 2007-2008 $ 1,016,634 387,216 46,094 $ 1,449,944 $ $ $ $ Proposed Budget 2008-2009 935,260 474,049 64,573 28,000 1,501,882 Budget-Budget Variance $ (68,089) 115,124 12,958 28,000 $ 87,993 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 FRANCIS SHORT POND PH II FRANCES SHORT POND PHIII DISCOVER A WATERSHED GRN RED GAP OPER & LAND MGMT WILDLIFE VIEWING AREA TOTAL $ 621,464 2,122 7,355 3,166 7,287 306,179 (3,986) 103,225 87,987 2,700 8,387 1,145,886 $ 718,498 2,795 5,700 18,070 3,648 314,047 260,795 90,336 1,413,889 $ 679,269 2,770 7,285 18,070 11,640 465,856 214,112 14,030 33,912 3,000 1,449,944 $ 871,248 2,795 7,285 18,070 8,648 257,654 191,474 103,538 34,395 6,775 1,501,882 $ $ 1,501,882 1,501,882 $ $ 152,750 1,585 5,000 (56,393) (69,321) 13,202 34,395 6,775 87,993 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Utilities Administration operating budget has increased 4% and capital expenditures total $28,000, resulting in an overall increase of 6%. Personal Services include a 1% market adjustment, expected merit adjustments and a small increase in health insurance. Overall, Personal Services decreased due to a budgeted retirement payout in FY 2008. Contractual increases are primarily due to consulting and legal fees. The increase in Commodities is due to office supplies and promotional material. One-time items in this division are $5,000 for sewer gems software, $10,000 for flow measurement consultant, $100,000 for new rate model, and $7,000 for trimble unit. Major capital (>$10,000) of $28,000 is for an SUV hybrid AWD. Annual Financial Plan 255 City of Flagstaff UTILITIES DIVISION 47 LAKE MARY WATER TREATMENT PLANT system through 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. educational programs and FY 08 ACCOMPLISHMENTS ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ ¾ 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. 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 LM #7 complete, well produces 140 gpm. Bathometric report completed by USGS. Data concentrator and Win 911 installed – SCADA. Leak on 27” raw water line repaired. Rio Well gravel removed from inside casing. Replaced four (4) pumps/motors out of 22 wells. Distribution pumps from Shop and Interchange replaced. RMP audit complete for Res. Filtration Plant. Well drilling at Fort Tuthill and Dog Pound. Risk Management Plan 5 year update completed. FY 09 NEW INITIATIVES ¾ ¾ ¾ ¾ ¾ ¾ ¾ Chlorine Dioxide as a pre-treatment disinfectant to meet Stage II Disinfection By-products Rule. Four (4) wells drilled. Employee parking lot and equipment shade. ULM Dam headwall and abutment repaired. Replacement of switchgear at two (2) well sites. Roof modifications at Res Plant. Landscape of Rio Well. 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 06 Measures: Actual Number of tests performed 1339 Number of Safe Drinking Water Violations (monitoring) 3 Annual Financial Plan 256 CY 07 Actual 1347 0 CY 08 Estimate 1400 0 CY 09 Proposed 1400 0 City of Flagstaff UTILITIES DIVISION 47 LAKE MARY WATER TREATMENT PLANT Council Priority/Goal: CAPITAL IMPROVEMENT Goal: Replace aged infrastructure that becomes inoperative, lessens supply, and compromises water quality. Objective: Install Inner Basin pipe from Screen Box to Weatherford Box. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Feet of pipe installed 0 2460 2500 2500 New infrastructure: Chlorine Dioxide Bldg 0 0 1 0 Council Priority/Goal: PLANNING FOR GROWTH Goal: Expand current supply network for increased capacity. Objective: New wells, booster stations, rehabilitated wells, increased efficiency. CY 06 Measures: Actual Expanded capacity 0 New and reconditioned wells 1 Booster stations and tanks 0 CY 07 Actual 330 gpm 2 0 CY 08 Estimate 500 gpm 1 1 CY 09 Proposed 1500 gpm 3 0 CY 07 Actual 2,894 MG 1.31 CY 08 Estimate 2,980 MG 1.50 CY 09 Proposed 3,000 MG 1.50 Council Priority/Goal: QUALITY OF LIFE Goal: Water as a good value. Objective: Cost conscious, environmentally aware. CY 06 Actual 2,787 MG 1.22 Measures: Gallons produced Cost per 1000 gallons to produce Annual Financial Plan 257 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 2006-2007 $ 662,142 2,642,598 270,084 24,337 $ 3,599,161 Adopted Budget 2007-2008 $ 808,106 2,246,062 327,232 761,448 $ 4,142,848 Estimated Expenditures 2007-2008 $ 808,106 2,246,062 327,232 148,205 $ 3,529,605 Proposed Budget 2008-2009 $ 887,220 2,395,322 376,278 633,243 $ 4,292,063 Budget-Budget Variance $ 79,114 149,260 49,046 (128,205) $ 149,215 $ $ $ $ $ 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 $ 468,970 251,493 226,526 231,315 101,807 8,860 947 2,442 40,532 821,505 405,732 862,133 50,305 105,350 21,245 3,599,161 $ 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 $ 609,210 312,861 213,110 61,766 165,697 8,860 1,000 15,000 23,850 553,145 447,736 862,954 45,243 180,188 28,985 3,529,605 $ 572,520 356,266 254,742 68,346 207,067 8,860 41,000 15,000 149,850 556,913 566,753 901,565 68,508 93,235 431,438 4,292,063 $ $ 4,292,063 4,292,063 $ (36,690) 43,405 41,632 6,580 11,907 1,000 3,768 119,017 38,611 5,485 (86,953) 1,453 149,215 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Lake Mary Water Treatment Plant operating budget has increased 8% and capital expenditures total $633,243 resulting in an overall increase of 4%. Personal Services increases are due to a 1% market adjustment, expected merit adjustments and a small increase in health insurance. Contractuals increases are due to consultants and equipment maintenance. Commodities increases are due to gas, oil and various pieces of equipment. One-time expenditures for this division are $18,800 for pre/post clearwell analyzer and various items for equipment maintenance. Major capital (>$10,000) includes $15,000 forklift, $5,000 roof modifications, $401,000 pipeline construction, $40,000 dam/spillway repair, and $125,000 SCADA enhancements. Annual Financial Plan 258 City of Flagstaff UTILITIES DIVISION 48 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. 9 9 9 PROGRAM DESCRIPTION Customer Service is responsible for meter reading, water and sewer billing, and collection of delinquent accounts including the disconnection and lock 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. 9 CUSTOMER SERVICE new billing service. We were able to use an existing contract that the City of Tucson awarded. Began offering customer the opportunity to discontinue receiving paper bills with our ENotification option of our utility billing software. This became available once we switched our bill printing services. Sent out a Request for Proposals to purchase new meter reading equipment. Current equipment was becoming out dated and support services were discontinuing. With upgrades to the meter technology it was necessary to replace the equipment. Worked with our billing software company, Sungard HTE, to review how the City currently does business using their software. Many changes were recommended the Business Analysis which the City will begin to implement. Primary focus will be on efficiencies and improved billing solutions for Environmental Services. Began the process of cross training with key individuals within Customer Service. By shifting job duties and increase hours, we are able to provide much needed support in the areas of Billing and Collections. FY 09 NEW INITIATIVES ¾ FY 08 ACCOMPLISHMENTS 9 9 9 9 Helped enforce water restrictions by having the meter readers report illegal use to the Water Conservation Manager. Began clean up of address file by correcting the use of address fields such as apartment numbers and street suffixes. Also turned on the Street Dictionary program of the software. Supported Environmental Service with implementing rate increases. Changed bill printing services to DataProse. First with the support of our Information Technology Division, we analyzed existing bill print service with APS to see if they could make the changes needed to better user our software. We realized it would be very costly to make the modifications needed. It turned out that we would be better served with a Annual Financial Plan ¾ ¾ 259 Purchase equipment to more efficiently post payments by mail. The City spends many hours each day running tapes and entering payments. This system would streamline it into a process that should take less than 1 hour. Payments may also be converted into ACH transmissions which would eliminate creating a deposit for the bank. Staff time would be freed up to work on other division duties. Put out a bid or request for proposal related to credit card services. With the growing number of customers using their credit cards to make payments, the City needs to make sure it is getting the lowest rates possible. Review annual write off accounts to see if the City should change the amount of deposits on accounts, specifically renter deposit. Also analyze what other Arizona cities policies are for deposits. City of Flagstaff UTILITIES DIVISION 48 CUSTOMER SERVICE 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Collection activity (delinquent accounts/total accounts) 3.3% 3.2% 3.5% 3.5% Annual write off of customer accounts, excluding bankruptcies $37,014 $39,784 $43,600 $45,000 Write offs as a percentage of total billed 0.16% 0.18% 0.19% 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Safety training hours provided to staff 26 19.5 40 40 Technical/Computer training provided to staff 152 214 200 150 Number of injury accidents 2 1 1 1 Council Priority/Goal: CUSTOMER SERVICE Goal: Provide timely and accurate billings. Objective: Reduce estimated meter reads and bill in a timely manner. CY 06 Measures: Actual Percent of estimated meter reads 0.15% Number of cycle bills sent out within 34 days of prior bill 34 (36 total cycles) Average number of days between bills 30.28 Annual Financial Plan 260 CY 07 Actual 1.16% 34 CY 08 Estimate 2.50% 36 CY 09 Proposed 2.50% 36 30.47 31.00 31.00 City of Flagstaff UTILITIES DEPARTMENT: DIVISION: DIVISION 48 CUSTOMER SERVICE UTILITIES 48-CUSTOMER SERVICE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2006-2007 $ 534,018 199,816 25,725 $ 759,559 Adopted Budget 2007-2008 $ 570,986 259,890 64,450 76,500 $ 971,826 Estimated Expenditures 2007-2008 $ 573,393 270,730 41,307 97,200 $ 982,630 Proposed Budget 2008-2009 $ 608,906 297,790 64,000 25,000 $ 995,696 Budget-Budget Variance $ 37,920 37,900 (450) (51,500) $ 23,870 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION FIELD READING COLLECTION CUSTOMER SERVICE TOTAL $ 170,035 191,019 88,374 310,131 759,559 $ 235,457 295,629 97,145 343,595 971,826 $ 236,560 307,270 95,350 343,450 982,630 $ 315,283 228,509 103,813 348,091 995,696 $ 79,826 (67,120) 6,668 4,496 23,870 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 26,125 1,002 1,723 772,548 18,072 373 175,853 995,696 COMMENTARY: The Customer Service operating budget has increased 8% and capital expenditures total $25,000 resulting in an overall net change of 2%. Personal Services increase are due to a 1% market adjustment, expected merit adjustments and a small increase in health insurance. Contractuals increase are due to and increase in credit card fees. Commodities has no major increase/decrease. Major capital (>$10,000) of $25,000 is for remittance processing and electronic check conversion software and equipment. Annual Financial Plan 261 City of Flagstaff UTILITIES DIVISION 49 MISSION 9 9 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 PROGRAM DESCRIPTION 9 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 FY 08 ACCOMPLISHMENTS ¾ 9 9 9 9 An estimated 268 training hours for 13 co-workers. Four new employees received their Grade One certification in Water Distribution through A.D.E.Q. Replaced outdated fire service meter and vault at Museum of Northern Az. Installation of 761 Radio read meters. Initiated service trucks replacements with diesel engines, improving fuel economy and lowering carbon emissions. Painted approx 93 fire hydrants, with Eagle Scout volunteers. Division Utility Locator has performed approx. 4336 utility locates with no hit lines. FY 09 NEW INITIATIVES ¾ 9 WATER DISTRIBUTION The completion of underground utility relocations for the East Flagstaff Traffic Interchange Project. Distribution System Unaccounted Water Loss is less than 1% (.95%). The completion of underground utility work for Phase 1 of the Westcor Mall Expansion (The Marketplace). The purchase of a plasma-cutting unit, reducing radio read meter lid cost by approx. 75%. ($3 to $6,000.00 saved annually). 1500 ft. of pipe and fire hydrant installed at Red Gap Ranch headquarters. ¾ ¾ ¾ ¾ Assemble a Fire Hydrant Flushing Program depending on next year’s water supply. Reduce the amount of unaccounted water loss, through meter replacement and leak detection. Valve Maintenance Crew to ensure proper valve location and operation during scheduled and emergency main line work to limit the amount of customers affected. Multi Skilled Work Force will focus on being more specialized thus creating a stronger devotion to Utilities future. Paint 100+ Fire Hydrants with or without the aid of Community Volunteers. Replace the BIA Dormitory 8” fire service meter and vault. Continue Radio Read meter installation project. 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Number of complaints and responses 165 174 200 200 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 06 CY 07 CY 08 Measures: Actual Actual Estimate Number of loss time accidents 0 0 0 Annual Financial Plan 262 CY 09 Proposed 0 City of Flagstaff UTILITIES DIVISION 49 WATER DISTRIBUTION 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. Comments: Meter set quantity varies depending on the condition of the economy, which this past year has been down. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Number of new meter installations 464 344 350 350 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 06 Measures: Actual Number of employees that have completed skill blocks and 4 received additional pay for the new skill they have learned and demonstrated an proficiency in DEPARTMENT: DIVISION: training criteria and crew rotation training CY 07 Actual 5 CY 08 Estimate 5 CY 09 Proposed 5 UTILITIES 49-WATER DISTRIBUTION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2006-2007 $ 973,109 43,821 274,299 6,561 $ 1,297,790 Adopted Budget 2007-2008 $ 1,100,723 63,549 263,084 316,509 $ 1,743,865 Estimated Expenditures 2007-2008 $ 1,130,024 49,599 248,258 315,983 $ 1,743,864 Proposed Budget 2008-2009 $ 1,121,449 74,106 336,340 190,000 $ 1,721,895 Budget-Budget Variance $ 20,726 10,557 73,256 (126,509) $ (21,970) $ $ $ $ $ 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 $ 314,632 181,872 290,344 78,862 137,541 216,758 77,781 1,297,790 $ 322,001 346,054 286,375 104,853 207,072 316,952 159,693 865 1,743,865 $ 332,976 354,580 334,135 103,353 201,282 259,686 158,037 (185) 1,743,864 $ 194,919 338,715 526,922 30,438 162,625 339,565 90,683 38,028 1,721,895 $ $ 1,721,895 1,721,895 $ (127,082) (7,339) 240,547 (74,415) (44,447) 22,613 (69,010) 37,163 (21,970) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Water Distribution operating budget has increased 7% and capital expenditures total $190,000 resulting in an overall net decrease of 1%. Personal Services increases are due to a 1% market adjustment, expected merit adjustments and a small increase in health insurance. The increase in Contractuals is due to education/training and equipment rentals. Commodities increase is due to gas and oil, materials and supplies for street and highway, safety supplies, and water/sewer parts. Major capital (>$10,000) of $190,000 is for one replacement 4x4 ext cab pickup and a 16 yard dump truck. Annual Financial Plan 263 City of Flagstaff UTILITIES DIVISION 50 BOOSTER STATIONS flow when booster pumps are not running or pumped flow is inadequate to keep up with demand. 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 08 ACCOMPLISHMENTS 9 9 9 Kinlani tank exterior painted by Southwest Industrial Coatings. Graffiti on RR Springs tank painted over. Paradise and RFP clearwell cleaned and inspected. FY 09 NEW INITIATIVES PROGRAM DESCRIPTION ¾ 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 tanks provide pressure and ¾ SolarBee circulators in Main and Xmas Tree reservoirs to improve water quality. Clean and inspect Xmas Tree Reservoir and Airport Booster Station tank. PERFORMANCE MEASURES Council Priority/Goal: OUALITY OF LIFE Goal: Keep facilities operational and esthetically pleasing while maintaining water quality. Objective: Paint outside of tanks (Cheshire or RR Springs). Clean and inspect inside of tanks (Xmas Tree, Airport) CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Tanks painted 0 1 1 1 Tanks cleaned (diving contract) 1 2 2 2 Annual Financial Plan 264 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 2006-2007 $ 35,064 55,666 425 $ 91,155 Adopted Budget 2007-2008 $ 30,803 61,680 3,425 $ 95,908 Estimated Expenditures 2007-2008 $ 30,803 61,680 3,425 $ 95,908 Proposed Budget 2008-2009 $ 50,600 46,490 90,000 $ 187,090 Budget-Budget Variance $ (30,803) (11,080) 43,065 90,000 $ 91,182 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ZONE A KINLANI UNIVERSITY HIGHLANDS #1 AIRPORT BOOSTER AMBERWOOD BOOSTER RAILROAD SPRINGS BOOSTER TOTAL $ 46,671 7 13,495 1,450 3,093 4,536 21,903 91,155 $ 42,583 14,350 2,275 2,050 3,200 5,550 25,900 95,908 $ 42,583 14,350 2,275 2,050 3,200 5,550 25,900 95,908 $ 57,765 90,350 2,275 2,050 3,200 5,550 25,900 187,090 $ $ 187,090 187,090 $ 15,182 76,000 91,182 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Booster Station operating budget has increased 1% and capital expenditures total $90,000 resulting in an overal net increase of 95%. Personal Services decreases are due to a change in how the internal chargouts are handled in the new work order system that are now included in Commodities. Contractuals decrease is due to prior year one-times. One-time expenditures are $7,500 for main reservoir diving services. Major capital (>$10,000) of $90,000 is for Solarbee Circulators. Annual Financial Plan 265 City of Flagstaff UTILITIES DIVISION 53 WILDCAT WASTEWATER TREATMENT PLANT MISSION FY 08 ACCOMPLISHMENTS 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 9 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. Started construction on plant upgrade. Have performed well under construction conditions. We have worked well with the contractors and have maintained a good working relationship with everyone involved. New sand filters installed. Have maintained solids handling on one digester for half of the year during construction. Key personal has increased in state certification status. Personal has remained active in community support. FY 09 NEW INITIATIVES ¾ ¾ ¾ Continue to meet and exceed the challenges ahead for our facility upgrade. Run on the Co – generator unit that was installed, to save money and meet the budget. Provide a safe and clean environment for our employees and customers. 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 06 CY 07 CY 08 Measures: Actual Actual Estimate Gallons of influent treated (billions) 1.32 1.22 1.35 Gallons of septage treated (millions) 1.76 1.78 1.80 Gallons of reclaim water sold (millions) 408.0 410.2 415.0 Gallons of grease treated (thousands) 381,265 413,350 415,000 Gallons of interceptor sludge (thousands) 35,500 44,005 50,000 Dry metric tons of solids/sludge injected 1,163.54 1,007.37 1,100 CY 09 Proposed 1.45 1.80 415.0 420,000 55,000 1,100 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 06 CY 07 CY 08 Measures: Actual Actual Estimate Cost per thousand to treat (influent) $ 1.10 avg. $1.27 $1.20 CY 09 Proposed $1.20 Annual Financial Plan 266 City of Flagstaff UTILITIES DIVISION 53 WILDCAT WASTEWATER TREATMENT PLANT 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 06 CY 07 CY 08 Measures: Actual Actual Estimate Number of NPDES permit violations (within plant design) 0 0 0 Number of NPDES permit violations(beyond plant capabilities) 0 2 0 CY 09 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 06 Measures: Actual Number of new reuse permits administered 28 CY 07 Actual 25 CY 08 Estimate 25 CY 09 Proposed 20 Council Priority/Goal: QUALITY OF LIFE Goal: Provide a good quality of life for our customers, neighbors, and employees. Objective: Reduce the number of complaints and injuries. CY 06 CY 07 Measures: Actual Actual Number of complaints /odors ect 0 0 Number of on the job lost time due to accidents / injuries 0 3 CY 08 Estimate 0 0 CY 09 Proposed 0 0 Annual Financial Plan 267 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 2006-2007 $ 770,198 477,857 285,893 $ 1,533,948 Adopted Budget 2007-2008 $ 866,690 491,236 338,972 27,000 $ 1,723,898 Estimated Expenditures 2007-2008 $ 865,881 572,144 289,662 26,970 $ 1,754,657 Proposed Budget 2008-2009 $ 939,227 704,299 358,553 31,001 $ 2,033,080 Budget-Budget Variance $ 72,537 213,063 19,581 4,001 $ 309,182 $ $ $ $ $ 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 $ 85,301 603,432 604,085 165,740 (486) 2,832 73,044 1,533,948 $ 155,663 599,965 671,327 204,917 850 6,561 3,500 81,115 1,723,898 $ 82,526 715,250 715,021 186,050 600 5,500 1,300 48,410 1,754,657 $ 168,824 879,071 733,241 209,771 850 10,053 1,500 29,770 2,033,080 $ $ 2,033,080 2,033,080 $ 13,161 279,106 61,914 4,854 3,492 (2,000) (51,345) 309,182 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Treatment Plant operating budget increased by 18% and capital expenditures total $31,001 resulting in an overall increase of 18%. Personal Services increases are due to a 1% market adjustment, expected merit adjustments and a small increase in health insurance. Contractuals increases are due to utilities. Commodities increases are due to lab supplies and machinery & equipment parts. Major Capital (>$10,000) of $31,002 is for a 1 ton 4 x 4 truck. Annual Financial Plan 268 City of Flagstaff UTILITIES DIVISION 54 WASTEWATER COLLECTION 9 25% less blockages due to PM and chemical treatment techniques. 9 Additional Hydro-Vac put into service to clean and maintain Sewer System (better response time, and backup due to equipment failure). 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. FY 09 NEW INITIATIVES PROGRAM DESCRIPTION ¾ 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 FY 08 ACCOMPLISHMENTS ¾ 9 Chemical root control expansion from 46,000’ to over 90,000’ all scheduled through the CMMS. 9 Televising 93,000 ft of new and existing sewer lines. 9 Co-Workers received approx. 136 hrs of training. 9 24 line repairs averaging 8 repairs per 100 miles of pipe. Continue to reduce the number of blockages every year. (Through increase chemical root control, cut cleaning, and point repairs). Keep increasing the skills of our Multi Skilled Workers through training, hands on training, cross training, and revising skill blocks (addendums). Incorporating the use of trench less line repair (fewer roadway cuts). Up-date chemical root foam application system, (to increase the handling safety, chemical efficiency and productivity). Upgrade recording and data storage method on Sewer Closed Caption TV system. (Eliminating paper files) PERFORMANCE MEASURES Council Priority/Goal: CUSTOMER SERVICE Goal: Exceed customer service expectations. Objective: Eliminate or reduce health hazards, system failures, customer complaints and property damage. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Number of main line blockages 28 28 28 20 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 06 CY 07 CY 08 Measures: Actual Actual Estimate Number of loss time accidents 0 0 0 CY 09 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Number of miles of reclaim waterlines 16.5 17.25 18 18 Annual Financial Plan 269 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 06 Measures: Actual Number of employees that have completed skill blocks and 8 received additional pay for the new skills they have learned and demonstrated an proficiency in DEPARTMENT: DIVISION: training criteria and crew rotation training CY 07 Actual 7 CY 08 Estimate 6 CY 09 Proposed 9 UTILITIES 54-WASTEWATER COLLECTION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2006-2007 $ 664,101 33,541 124,391 520,391 $ 1,342,424 Adopted Budget 2007-2008 $ 655,886 19,954 201,820 177,890 $ 1,055,550 Estimated Expenditures 2007-2008 $ 657,231 25,175 195,197 145,000 $ 1,022,603 Proposed Budget 2008-2009 $ 760,167 46,372 254,791 232,890 $ 1,294,220 Budget-Budget Variance $ 104,281 26,418 52,971 55,000 $ 238,670 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION SERVICE CONNECTIONS PREVENTIVE MAINTENANCE TV INSPECT & HYDRO-CLEAN CORRECTIVE MAINTENANCE RECLAIMED WATER LINE TOTAL $ 169,532 21,058 705,479 362,752 78,752 4,850 1,342,424 $ 258,707 48,677 418,530 164,604 149,692 15,340 1,055,550 $ 247,889 43,427 390,633 172,404 151,610 16,640 1,022,603 $ 308,823 187,649 411,475 200,937 168,561 16,775 1,294,220 $ $ 1,294,220 1,294,220 $ 50,116 138,972 (7,055) 36,333 18,869 1,435 238,670 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Collection operating budget has increased 21% and capital expenditures total $232,890 for a net increase of 23%. Personal Services increases are due to a 1% market adjustment, expected merit adjustments and a small increase in health insurance. Contractuals increases are due to increased charge outs to other departments. Commodities increases are due to gas and oil increases and machine vehicle parts. Major capital (>$10,000) includes $130,000 dump truck, $70,000 for a 2 ton 4x4 regular cab dump body, and $32,890 root foaming unit. Annual Financial Plan 270 City of Flagstaff UTILITIES DIVISION 55 WASTEWATER MONITORING MISSION FY 08 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 Inspected new and existing businesses as required by EPA and ADEQ to ensure that they are in compliance with the pretreatment and cross connection control programs. 9 This division has worked with industries to reduce Fats, Oils and Greases (FOGs) from being discharged into the wastewater collection system. 9 Established a new office contact person to work with the businesses on ensuring their backflow prevention assemblies are tested in a timely manner by approved testers. 9 The Industrial Waste Division personnel developed a protocol to distribute information found during inspections that pertain to the City’s storm water program. The information is given to the appropriate City of Flagstaff storm water personnel so that they can enforce the code and educate the public on a program that they have jurisdiction over. PROGRAM DESCRIPTION This division provides monitoring, permitting, and reporting of industrial and commercial wastewater discharges into the City sewer system to assure compliance with Local, State and Federal mandated pretreatment regulations and to prevent upset at the City’s wastewater treatment plants. Other activities include administration of the City’s cross-connection control program, wastewater monitoring, and seepage control. FY 09 NEW INITIATIVES ¾ Modify the wastewater code for the Fats, Oils and Grease program to comply with the format EPA and ADEQ has recommended; reducing and keeping these types of materials out of the collection system and waste water treatment plants. 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Number of businesses inspected for potential cross 1574 1656 1600 1650 connections Percent of backflow devices that failed 5 - 7% 7 – 10% 10 % 10 % Number of backflow devices tests logged 1804 2136 2150 2200 Annual Financial Plan 271 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Number of pretreatment businesses inspected 1574 1656 1600 1650 Number of compliance samples analyzed 3179 2542 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 06 CY 07 CY 08 Measures: Actual Actual Estimate Contacts through calls, letters, & e-mails to customers 3179 4607 3200 PERFORMANCE INDICATORS 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 DEPARTMENT: DIVISION: CY05 Actual 1387 1874 10,245 1387 2 - 6% CY06 Actual 1574 1804 3179 1574 5 - 7% CY 09 Proposed 3250 CY 07 Actual 1656 2136 2542 1656 7 - 10% UTILITIES 55-WASTEWATER MONITORING EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2006-2007 $ 195,739 73,080 18,192 $ 287,011 Adopted Budget 2007-2008 $ 225,095 90,631 19,557 $ 335,283 Estimated Expenditures 2007-2008 $ 223,560 80,800 22,075 $ 326,435 Proposed Budget 2008-2009 $ 263,260 90,531 19,557 28,000 $ 401,348 Budget-Budget Variance $ 38,165 (100) 28,000 $ 66,065 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION NPDES MONITORING INDUSTRIAL WASTE MONITOR BACKFLOW X CONN. CONTROL TOTAL $ 142,355 33,878 100,745 10,033 287,011 $ 154,168 28,000 152,121 994 335,283 $ 140,134 53,278 72,326 60,697 326,435 $ 209,060 58,309 72,009 61,970 401,348 $ $ 401,348 401,348 $ 54,892 30,309 (80,112) 60,976 66,065 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Monitoring operating budget has increased 11% and capital expenditures total $28,000 for a net increase of 20%. Personal Services increases are due to a .50 FTE staffing addition for an Administrative Assistant as well as a 1% market adjustment, expected merit adjustments, and a small increase in health insurance. Major Capital (>$10,000) includes $28,000 for AWD SUV Hybrid. Annual Financial Plan 272 City of Flagstaff UTILITIES DIVISION 56 RIO DE FLAG RECLAIM PLANT 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. MISSION To provide wastewater reclamation that exceeds all federal, state and reuse requirements in a safe and costeffective manner. To submit all required regulatory reports on time without exception. To promote the use of reclaim water for all approved uses throughout the City of Flagstaff and vicinity. To educate the public on issues related to water reclamation, water conservation, and sustainable use. FY 08 ACCOMPLISHMENTS 9 Ran full treatment plant for the summer of 2007. 9 Additional filtration capacity added as part of the wastewater plant improvements. 9 Completed rehab work on Buffalo Park Reclaim Storage Tank. PROGRAM DESCRIPTION The Rio de Flag Water Reclamation Facility processes wastewater flow from the western half of the city and reclaims water for a variety of non-potable uses. Landscape irrigation is the principal use of reclaim water but water is also used for non-potable commercial and industrial uses. Excess reclaim water is released to the Rio de Flag wash for riparian enhancement. This semiautomated treatment facility uses advanced technology to produce non-potable water that is rated as Grade A+ FY 09 NEW INITIATIVES ¾ ¾ To enhance the maintenance program at Rio by reinstating the Instrumentation Specialist position. Provide training opportunities for Wildcat Hill staff in the activated sludge treatment system. 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 distribution of reclaimed water that is safe for its intended use. CY 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Number of Permit Violations 0 3 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 06 CY 07 CY 08 CY 09 Measures: Actual Actual Estimate Proposed Gallons of reclaimed water produced (millions) 677 783 760 780 Gallons of reclaimed water reused (millions) 317 366 350 360 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 06 CY 07 Measures: Actual Actual Cost/thousand gallons of reclaimed water produced 1.16 1.16 Annual Financial Plan 273 CY 08 Estimate 1.20 CY 09 Proposed 1.25 City of Flagstaff UTILITIES DIVISION 56 RIO DE FLAG RECLAIM PLANT 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 06 CY 07 Measures: Actual Actual Number of complaints (odors, etc.) 0 0 DEPARTMENT: DIVISION: CY 08 Estimate 0 CY 09 Proposed 0 UTILITIES 56-RIO DE FLAG WASTEWATER TREATMENT PLANT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2006-2007 $ 320,792 439,739 90,258 26,147 $ 876,936 Adopted Budget 2007-2008 $ 351,370 498,190 120,978 7,000 $ 977,538 Estimated Expenditures 2007-2008 $ 364,450 507,640 96,420 6,872 $ 975,382 Proposed Budget 2008-2009 $ 371,207 556,700 147,224 50,200 $ 1,125,331 Budget-Budget Variance $ 19,837 58,510 26,246 43,200 $ 147,793 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PLANT OPERATIONS PLANT MAINTENANCE LAB-PROCESS CONTROL-MONTR RECLAIMED CONNECTIONS TOTAL $ 105,206 496,547 169,237 105,946 876,936 $ 120,567 574,217 171,130 111,624 977,538 $ 108,899 599,918 151,665 114,330 570 975,382 $ 121,699 634,485 239,320 129,827 1,125,331 $ $ 1,125,331 1,125,331 $ 1,132 60,268 68,190 18,203 147,793 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Rio de Flag Treatment Plant operating budget increased by 11% and capital expenditures total $50,200 resulting in an overall net increase of 15%. Personal Services increases are due to a 1% market adjustment, expected merit adjustments, a small increase in health insurance. Contractuals increases are due to increases in utilities. Commodities increases are due to miscellaneous computer equipment, office equipment, and vehicle/machine parts. One-time expenditures for this division are $30,000 for contractual activated carbon change-out of two primary odor control towers, $5,000 for purchase/installation of day tank system, and $4,000 for replacement parts for UV system pump . Major capital (>$10,000) includes $43,000 for recirculating pumps. Annual Financial Plan 274 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 and 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 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 275 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. DEPARTMENT: DIVISION: NON-DEPARTMENTAL 63-COUNCIL AND COMMISSIONS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2006-2007 $ 160,504 82,736 39,840 $ 283,080 Adopted Budget 2007-2008 $ 159,702 103,618 43,950 $ 307,270 Estimated Expenditures 2007-2008 $ 159,402 92,533 40,013 $ 291,948 Proposed Budget 2008-2009 $ 236,387 111,618 52,957 $ 400,962 Budget-Budget Variance $ 76,685 8,000 9,007 $ 93,692 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION BOARDS AND COMMISSIONS TOTAL $ 276,383 6,697 283,080 $ 296,880 10,390 307,270 $ 284,159 7,789 291,948 $ 391,342 9,620 400,962 $ 94,462 (770) 93,692 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 209,429 20,111 47,041 73,942 3,543 7,202 39,694 400,962 COMMENTARY: The Council and Commissions operating budget has increased 30% and there are no capital expenditures. Personal Services increase is for approved increases as members are elected. Contractual increases are one-time costs associated with telephone ($3,400) and memberships of ($10,460). Commodities reflect a slight increase in gas and oil ($256), and one-time costs for photo copying ($9,785), as well as promotional materials ($5,006). There is also a decrease of ($5,000) from prior years computer equipment and software purchases. Annual Financial Plan 276 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 TOTAL Actual Expenditures 2006-2007 $ 954,157 $ 954,157 Adopted Budget 2007-2008 $ 1,033,110 $ 1,033,110 Estimated Expenditures 2007-2008 $ 1,033,110 $ 1,033,110 Proposed Budget 2008-2009 $ 1,115,475 $ 1,115,475 Budget-Budget Variance $ 82,365 $ 82,365 $ $ $ $ $ EXPENDITURES BY PROGRAM: HEALTH & SOC SERVICES OTHER CONTRIBUTIONS TOTAL $ 342,750 611,407 954,157 $ 342,390 690,720 1,033,110 $ 342,390 690,720 1,033,110 $ 342,390 773,085 1,115,475 $ $ 1,115,475 1,115,475 $ 82,365 82,365 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Contributions to Others operating budget has increased 8% and there are no capital expenditures. Contributions are as follows: United Way $342,390; Greater Flagstaff Forest Partnership $30,000; High Altitude Training $30,000; FACTS $364,420; Weed & Seed $7,000; Youth Coalition $25,000; NACOG Rural Transportation $4,300, Intake Triage $100,000, Cardinals $55,000, and Rural Policy Institute $50,000, Emergency Housing Funds $20,000, Victim Witness (1X) $52,500, NACASA (1X) $19,865 and Willow Bend $15,000 (1X). Annual Financial Plan 277 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 2006-2007 $ 74,842 2,536,353 695,218 203,773 $ 3,510,186 Adopted Budget 2007-2008 $ 80,387 5,284,100 2,628,394 1,298,500 $ 9,291,381 Estimated Expenditures 2007-2008 $ 82,343 3,268,177 449,259 146,259 $ 3,946,038 Proposed Budget 2008-2009 $ 78,382 3,977,470 2,995,375 1,297,000 $ 8,348,227 Budget-Budget Variance $ (2,005) (1,306,630) 366,981 (1,500) $ (943,154) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION EMPLOYEE BENEFITS INSURANCE CONSULTANTS COPY CENTER REDEVELOPMENT TOTAL $ 1,386,675 63,407 908,000 331,574 55,927 764,603 3,510,186 $ 2,959,919 73,000 915,500 1,300,000 50,662 3,992,300 9,291,381 $ 781,935 62,288 915,500 523,000 42,594 1,620,721 3,946,038 $ 3,407,500 76,000 915,500 1,380,570 3,657 2,565,000 8,348,227 $ 447,581 3,000 80,570 (47,005) (1,427,300) (943,154) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 7,235,381 90,073 213,531 445,863 17,756 81,637 263,986 8,348,227 COMMENTARY: The Non-Departmental operating budget has decreased 12% and capital expenditures total $1,297,000 resulting in an overall net decrease of 10%. Personal Services decreases are due to a change in the allocation methodologies. Contractual decreases are due to the completion of several larger consulting agreements. Commodities increases are related to information technology projects that have been carried forward to the FY2009 budget year. Major capital (>$10,000) include a Gator for the downtown area ($22,000), two replacement vehicles ($25,000), the voice over internet protocol ($100,000) and redevelopment ($1,150,000). Annual Financial Plan 278 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 TOTAL Actual Expenditures 2006-2007 $ 7,200 $ 7,200 Adopted Budget 2007-2008 $ 214,400 214,400 Estimated Expenditures 2007-2008 $ 214,400 $ 214,400 Proposed Budget 2008-2009 $ $ - Budget-Budget Variance $ (214,400) $ (214,400) $ $ 214,400 214,400 $ $ $ $ - $ $ $ $ - $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TOTAL $ $ 7,200 7,200 214,400 214,400 (214,400) (214,400) SOURCE OF FUNDING: FIREMEN'S PENSION FUND COMMENTARY: The Firemen's Pension fund was closed in FY 2008. Annual Financial Plan 279 City of Flagstaff NON-DEPARTMENTAL DIVISION 78 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. 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 DEPARTMENT: DIVISION: ECONOMIC DEVELOPMENT NON-DEPARTMENTAL 78-ECONOMIC DEVELOPMENT GENERAL ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2006-2007 $ 546,156 $ 546,156 Adopted Budget 2007-2008 $ 162,135 516,400 3,500 $ 682,035 Estimated Expenditures 2007-2008 $ 105,435 388,826 13,000 $ 507,261 Proposed Budget 2008-2009 $ 177,415 895,471 9,000 27,500 $ 1,109,386 Budget-Budget Variance $ 15,280 379,071 5,500 27,500 $ 427,351 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION INCUBATOR PROGRAM MARKETING CONTRIBUTIONS PARTNERSHIP TRAINING DEBT SERVICE TOTAL $ 427,897 109,634 8,625 546,156 $ 220,635 180,000 100,000 181,400 682,035 $ 158,861 185,000 104,000 59,400 507,261 $ 221,746 220,000 88,000 234,400 82,000 263,240 1,109,386 $ $ 1,109,386 1,109,386 $ 1,111 40,000 (12,000) 53,000 82,000 263,240 427,351 SOURCE OF FUNDING: ECONOMIC DEVELOPMENT FUND COMMENTARY: The Economic Development operating budget has increased 59% and capital expenditures total $27,500 resulting in an overall net increase of 63%. Contractual increases are due to debt service payments for the Incubator construction ($263,240) and the Incubator operation ($40,000). Major capital (>$10,000) includes the purchase of a hybrid vehicle. Annual Financial Plan 280 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 TOTAL Actual Expenditures 2006-2007 $ 2,528,331 $ 2,528,331 Adopted Budget 2007-2008 $ 3,641,410 $ 3,641,410 Estimated Expenditures 2007-2008 $ 3,441,410 $ 3,441,410 Proposed Budget 2008-2009 $ 3,721,110 $ 3,721,110 Budget-Budget Variance $ 79,700 $ 79,700 $ $ $ $ $ $ $ $ 3,721,110 3,721,110 $ $ $ $ 3,721,110 3,721,110 EXPENDITURES BY PROGRAM: TRANSIT TOTAL 2,528,331 2,528,331 3,641,410 3,641,410 3,441,410 3,441,410 79,700 79,700 SOURCE OF FUNDING: TRANSPORTATION FUND COMMENTARY: The Transit budget has increased by 2% this fiscal year. This is due to increased costs including but not limited to liability insurance, rents, and employee benefits. The City contracts with NAIPTA to run the Transit System. We contribute monthly based on the budget appropriated by the NAIPTA Board and the City Council. Annual Financial Plan 281 City of Flagstaff Annual Financial Plan 282 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 2009 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 2009 represents a $91.4 million investment of public funds in infrastructure and public facilities. The project mix has changed from prior years to 47.2% of the funding being provided on the pay-as-you-go basis versus 41.1% in FY 2008. 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 41.5% through debt financing including the Water and Wastewater projects, Aquaplex and Fire Stations authorized by voters in May 2004. The grant funding of 11.3% is primarily for airport expansion, beautification, and 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. 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 31.3% 18.6% 8.1% 12.9% 11.5% 9.6% 0.3% 7.7% 100.0% $ $ Pay-As-You-Go Debt Grants 28,595,062 17,011,237 7,392,471 11,777,087 10,487,460 8,761,451 301,800 7,093,988 91,420,556 $ $ 43,124,350 37,971,662 10,324,544 91,420,556 SOURCES OF FUNDING PROGRAM CATEGORIES Streets / Transportation 18.6% General Government 31.3% 47.2% 41.5% 11.3% 100.0% Pay-As-You-Go 47.2% Debt 41.5% BBB 8.1% Water 12.9% Stormwater Utility 7.7% Environmental Services 0.3% Annual Financial Plan Airport 9.6% Wastewater 11.5% Grants 11.3% 283 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2008-2009 GENERAL GOVERNMENT APPROPRIATIONS DIV 1 24 2 24 3 24 4 24 5 24 6 24 7 24 8 28 9 29 10 66 11 67 12 95 PROJECT FIRE STATIONS AQUAPLEX FUTS/OPEN SPACE LAND ACQ FIRE TRAINING TOWER FIRE ADMIN OFFICES USGS OFFICE/LAB BUILDING BUSINESS INCUBATOR CEMETERY HOUSE REBUILD USGS BUILDING 2 DEMO REDEVELOPMENT REDEVELOPMENT ASPEN PLACE AT SAWMILL TOTAL GENERAL GOVERNMENT CARRYOVER BUDGET FY 2008 FY 2009 $ 1,900,720 8,892,000 1,788,351 2,417,500 1,268,237 2,163,900 200,000 400,000 542,742 1,023,600 1,371,100 140,000 133,400 1,150,000 1,150,000 500,000 9,637,132 10,203,562 $ 16,287,182 $ 28,595,062 SOURCES OF FUNDING DIV 1 24 2 24 3 24 4 24 5 24 6 24 7 24 8 28 9 29 10 66 11 67 12 95 PROJECT FIRE STATIONS AQUAPLEX FUTS/OPEN SPACE LAND ACQ FIRE TRAINING TOWER FIRE ADMIN OFFICES USGS OFFICE/LAB BUILDING BUSINESS INCUBATOR CEMETERY HOUSE REBUILD USGS BUILDING 2 DEMO REDEVELOPMENT REDEVELOPMENT ASPEN PLACE AT SAWMILL TOTAL GENERAL GOVERNMENT Annual Financial Plan GENERAL FUND $ 140,000 133,400 1,150,000 500,000 $ 1,923,400 284 BONDS 8,892,000 2,417,500 2,163,900 200,000 400,000 1,023,600 1,371,100 - GRANTS - OTHER - 10,203,562 26,671,662 - - TOTAL 8,892,000 2,417,500 2,163,900 200,000 400,000 1,023,600 1,371,100 140,000 133,400 1,150,000 500,000 10,203,562 28,595,062 City of Flagstaff R OU TE 66 180 LA BL VD H AT ST ER T IN U BE 1 (#1) 1 (#5) RD JO H 8 N SA AY BL VD RD MILTON S ZE AVE B UTLER 10 W IT FOREST ST CO NCIS FRA LONE TREE RD AV E 7 T IN MAR Y 2 TE TA S ER AVE RD 1 (#2), 5 LA KE RO D AR E UT 6 CE 66 HW 89A TE R OU STA TE O P 17 E HU BEAMPHR VER EYS ST ST W 285 N VILLA G E L S WOODLAND EL Y W DR B LV D G TI N N N HU R D N TO N 40 S DU TR L IA DR LOCKETT RD I Annual Financial Plan YO E6 UT RO TAL D EN R TIN ON H IG CA N C LE 6 HI 4 R OUT E 66 FIRE STATION #1, #2, #3, #5 RELOCATIONS AQUAPLEX FIRE TRAINING TOWER FIRE ADMIN OFFICES USGS OFFICE/LAB BUILDING BUSINESS INCUBATOR CEMETERY HOUSE REBUILD ASPEN PLACE AT SAWMILL UNMAPPED PROJECTS FUTS/OPEN SPACE LAND ACQUISITIONS REDEVELOPMENT 1 2 4 5 6 7 8 10 3 9 24 24 24 24 24 24 28 95 24 67 ProjectTitle CITY OF FLAGSTAFF FY 08/09 GENERAL GOVERNMENT DIVISIONS 24, 28, 67, & 95 DivisionID ProjectID DIVISIONS 24,28,67,& 95 1 (#3) E M PIRE AVE 89 AY GH W DR UNTRY CLUB L VA CO RT FO R City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2008-2009 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 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 PROJECT RESERVE FOR IMPROVEMENTS MINOR TRANSPORTATION IMPR SIDEWALK REPLACEMENT PROG STREET IMP PROGRAM SUNNYSIDE PH IVA SUNNYSIDE PH V RT 66 BUS PULLOUTS TRAFFIC SIGNAL MODIFICATION FOURTH ST CORRIDOR STUDY MISC SAFE TO SCHOOL PROJ MISC BIKE/PED TRANS. PLANNING & PROG. HUNTINGTON DR IMPROVEMENT BEULAH BLVD EXTENSIONS DOWNTOWN RAIL CROSSING MODIF RESERVE FOR IMPROVEMENTS LAKE MARY RD/FH 3 INDUSTRIAL DR/FANNING WAS BRANNEN & GABEL PAVING WEST/SIXTH INTERSECTION INDUSTRIAL: FANNING TO EAGLE MOUNTAIN STEVES BLVD RAIL CROSSING BUTLER/CONF CNTR MEDIANS LONE RD TREE OVERPASS STUDY TOTAL STREETS AND TRANSPORTATION CARRYOVER FY 2008 $ 20,000 109,829 424,943 653,600 219,367 90,525 536,649 1,164,130 155,718 $ 3,374,761 BUDGET FY 2009 50,000 125,000 15,000 2,854,265 1,530,700 2,295,000 180,000 20,000 125,000 75,789 492,400 261,737 2,330,400 525,800 655,785 125,000 1,427,752 838,200 250,000 704,021 1,838,423 175,365 42,600 73,000 17,011,237 HURF 50,000 125,000 15,000 2,854,265 1,530,700 2,295,000 20,000 6,889,965 TRANSPORTATION 125,000 75,789 492,400 261,737 2,330,400 525,800 655,785 125,000 1,427,752 838,200 250,000 704,021 1,838,423 175,365 42,600 73,000 9,941,272 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 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 PROJECT RESERVE FOR IMPROVEMENTS MINOR TRANSPORTATION IMPR SIDEWALK REPLACEMENT PROG STREET IMP PROGRAM SUNNYSIDE PH IVA SUNNYSIDE PH V RT 66 BUS PULLOUTS TRAFFIC SIGNAL MODIFICATION FOURTH ST CORRIDOR STUDY MISC SAFE TO SCHOOL PROJ MISC BIKE/PED TRANS. PLANNING & PROG. HUNTINGTON DR IMPROVEMENT BEULAH BLVD EXTENSIONS DOWNTOWN RAIL CROSSING MODIF RESERVE FOR IMPROVEMENTS LAKE MARY RD/FH 3 INDUSTRIAL DR/FANNING WAS BRANNEN & GABEL PAVING WEST/SIXTH INTERSECTION INDUSTRIAL: FANNING TO EAGLE MOUNTAIN STEVES BLVD RAIL CROSSING BUTLER/CONF CNTR MEDIANS LONE RD TREE OVERPASS STUDY TOTAL STREETS AND TRANSPORTATION Annual Financial Plan $ $ 286 GRANTS 180,000 180,000 TOTAL 50,000 125,000 15,000 2,854,265 1,530,700 2,295,000 180,000 20,000 125,000 75,789 492,400 261,737 2,330,400 525,800 655,785 125,000 1,427,752 838,200 250,000 704,021 1,838,423 175,365 42,600 73,000 17,011,237 City of Flagstaff R OU TE 66 AY 180 H T TA RS E NT LA I U BE BL VD BL VD 14 MILTON RD RD 15 8 JO 10 H N 23 SA WI TZ 24 E AVE B UTLER 19 S FOREST AV E 15 D AR TE LA KE 17 R OU 20 CE 66 HW 89A TE R OU STA TE P 17 E H U BEAMPHR VER EYS ST ST W N ST O ISC FRA NC LONE TREE RD W O 287 B LV D S VILLA G E WOODLAND L DR EL T IN MAR Y 13 7 E AT ST ER AVE 6 5 TO G TI N H N UN R RD D Annual Financial Plan N H IG YO 40 I 15 22 I TR US ND LOCKETT RD AL DR 21 E6 UT RO TAL D EN R TIN ON Y CA N C 6 HI 18 33 33 33 33 35 92 92 92 1 2 3 4 9 11 12 16 5 6 7 8 10 13 14 15 17 18 19 20 21 22 23 24 66 ProjectTitle UNMAPPED PROJECTS RESERVE FOR IMPROVEMENTS MINOR TRANSPORTATION IMPROVEMENTS SIDEWALK REPLACEMENT PROGRAM STREET IMPROVEMENT PROGRAM FOURTH ST CORRIDOR STUDY MISC BIKE/PED TRANSPORATION PLANNING & PROGRAMMING RESERVE FOR IMPROVEMENTS SUNNYSIDE PHASE IVA SUNNYSIDE PHASE V RT 66 BUS PULLOUTS TRAFFIC SIGNAL MODIFICATION MISC SAFE TO SCHOOL PROJECT HUNTINGTON DR IMPROVEMENTS BEULAH BLVD EXTENSIONS DOWNTOWN RAIL CROSSING MODIFICATIONS LAKE MARY RD / FH3 INDUSTRIAL/FANNING WASH BRANNEN & GABRIEL PAVING WEST ST/SIXTH AVE INTERSECTION INDUSTRIAL DRIVE - FANNING TO EAGLE MTN IMPRVMTS STEVES BLVD RAIL CROSSING BUTLER CONFERENCE CENTER MEDIANS LONE TREE RD OVERPASS STUDY DivisionID ProjectID DIVISIONS 33, 35 & 92 33 33 33 33 92 92 92 92 92 92 92 92 92 92 92 92 R OUT E CITY OF FLAGSTAFF FY 08/09 STREETS & TRANSPORTATION DIVISIONS 33, 35, & 92 E M PIRE AVE 89 AY GH W DR LE UNTRY CLUB L VA CO F ORT R City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2008-2009 BBB 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 DIV 74 74 74 74 74 74 74 74 74 74 74 74 74 74 74 74 75 75 75 75 75 75 75 75 75 75 75 75 PROJECT SPECIAL PROJ & UNPROGRAMM HISTORIC FACADES CITY GATEWAY SIGNS NEON CORRIDOR RT 66 E. CC TO MALL TRAIL US 89 RAILHEAD TO SNOWFLK REDEVELOPMENT OPPORTUNITY RIO DE FLAG USACE PROJECT RT 66 S OF TRACKS SCREEN WOODLANDS/BEULAH MEDIANS BEAVER/SF SOUTHSIDE PLAN RT 66 N EL PUEBLO MOTEL CITY HALL FLOWER BEDS PLAZA VIEJA GATEWAY CITY GATEWAY LANDSCAPING RT 66 N SIDE STREETSCAPE SPECIAL PROJECTS & UNPROG SIGNAGE PROGRAM ATA-RT 66 TO MCMILLAN MES FUTS & ATA MCMESA TRAILHE RIO N CRESENT TO OBS MESA RT66-RIO N TO SAN FRAN SANTA FE-W VILLAGE-WALNUT SANTA FE W-WALNUT TO RIO RIO N. BLUE WILLOW TO 180 COUNTRY CLUB TRAIL - 66 TO CORTLAND SIXTH AVE CONNECTOR MUSEUM CONNECTOR TOTAL BBB CARRYOVER FY 2008 $ $ - BUDGET FY 2009 50,000 83,529 40,278 180,000 520,180 997,245 200,000 287,500 100,000 150,000 1,269,250 45,000 30,000 25,000 40,000 250,000 75,000 294,844 50,000 50,000 322,800 556,100 300,000 300,000 591,440 270,385 258,920 55,000 7,392,471 BBB $ 50,000 83,529 40,278 80,000 64,300 497,245 200,000 287,500 100,000 150,000 45,000 30,000 25,000 40,000 250,000 75,000 294,844 50,000 50,000 322,800 171,731 250,000 240,000 591,440 270,385 258,920 55,000 $ 4,572,972 TRANSPORTATION 315,298 384,369 699,667 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 DIV 74 74 74 74 74 74 74 74 74 74 74 74 74 74 74 74 75 75 75 75 75 75 75 75 75 75 75 75 PROJECT SPECIAL PROJ & UNPROGRAMM HISTORIC FACADES CITY GATEWAY SIGNS NEON CORRIDOR RT 66 E. CC TO MALL TRAIL US 89 RAILHEAD TO SNOWFLK REDEVELOPMENT OPPORTUNITY RIO DE FLAG USACE PROJECT RT 66 S OF TRACKS SCREEN WOODLANDS/BEULAH MEDIANS BEAVER/SF SOUTHSIDE PLAN RT 66 N EL PUEBLO MOTEL CITY HALL FLOWER BEDS PLAZA VIEJA GATEWAY CITY GATEWAY LANDSCAPING RT 66 N SIDE STREETSCAPE SPECIAL PROJECTS & UNPROG SIGNAGE PROGRAM ATA-RT 66 TO MCMILLAN MES FUTS & ATA MCMESA TRAILHE RIO N CRESENT TO OBS MESA RT66-RIO N TO SAN FRAN SANTA FE-W VILLAGE-WALNUT SANTA FE W-WALNUT TO RIO RIO N. BLUE WILLOW TO 180 COUNTRY CLUB TRAIL - 66 TO CORTLAND SIXTH AVE CONNECTOR MUSEUM CONNECTOR TOTAL BBB Annual Financial Plan 288 GRANTS 100,000 455,880 500,000 500,000 1,555,880 OTHER 453,952 50,000 60,000 563,952 TOTAL 50,000 83,529 40,278 180,000 520,180 997,245 200,000 287,500 100,000 150,000 1,269,250 45,000 30,000 25,000 40,000 250,000 75,000 294,844 50,000 50,000 322,800 556,100 300,000 300,000 591,440 270,385 258,920 55,000 7,392,471 City of Flagstaff 15 3 3 R OU TE 66 15 10 LA BL VD 14 H AT ST ER T IN U BE 23 21 RD JO 11 24 H 8 22 13 S ZE AVE B UTLER W IT FOREST AV E D AR TE CE LA KE 19 U RO 16 20 12 E AT ST R TE IN 27 AVE MAR Y RD 40 DU N AL RI ST LOCKETT RD 9 DR TIN TAL D EN R G HI 26 5 E M PIRE AVE 3 4 5 6 8 9 10 11 12 13 14 15 16 19 20 21 22 23 24 25 26 27 28 1 2 7 17 18 74 74 74 74 74 74 74 74 74 74 74 74 74 75 75 75 75 75 75 75 75 75 75 74 74 74 75 75 DivisionID ProjectID DIVISIONS 74 & 75 6 E6 UT RO 4 15 89 HW AY DR 25 I 28 RD 15 180 BL VD MILTON 17 E 66 AY LONE TREE RD TO G TI N HW 89A TE RO U S TA TE O P W N SA N HU M P HR EYS ST BEA VER S FRA T NCIS CO ST B LV D 289 L DS VILLA G E WOODLAN EL DR W N HU N R D N Annual Financial Plan YO ON Y CA N C LE UNTRY CLUB G L VA CO HI RT FO R City of Flagstaff 3 15 R OUT E UNMAPPED PROJECTS SPECIAL PROJECTS & UNPROGRAMMED HISTORIC FACADES REDEVELOPMENT OPPORTUNITY SPECIAL PROJECTS & UNPROGRAMMED SIGNAGE PROGRAM CITY GATEWAY SIGNS NEON CORRIDOR FUTS - RT 66 E. CC TO MALL TRAIL FUTS - US 89 RAILHEAD TO SNOWFLAKE RIO DE FLAG USACE PROJECT RT 66 S OF TRACKS SCREEN WOOLANDS / BEULAH MEDIANS BEAVER / SAN FRAN SOUTHSIDE PLAN RT 66 EL PUEBLO MOTEL CITY HALL FLOWER BEDS PLAZA VIEJA GATEWAY CITY GATEWAY LANDSCAPING ROUTE 66 N SIDE STREETSCAPE RUTS - ATA - RT 66 TO MCMILLAN MESA FUTS - ATA MCMILLAN MESA TRAILHEAD FUTS - RIO NORTH TRAIL - CRESENT TO OBS MESA FUTS - RT 66 - RIO NORTH TRAIL TO SAN FRANCISCO FUTS - SANTA FE TRAIL - W VILLAGE TO WALNUT FUTS - SANTA FE TRAIL - WALNUT TO RIO FUTS - RIO NORTH TRAIL - BLUE WILLOW TO 180 FUTS - COUNTRY CLUB TRAIL - 66 TO CORTLAND FUTS - SIXTH AVE CONNECTOR FUTS - MUSEUM CONNECTOR ProjectTitle 66 CITY OF FLAGSTAFF FY 08/09 BBB FUNDED PROJECTS DIVISIONS 74, & 75 6 3 SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2008-2009 WATER APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 DIV 47 47 51 51 51 51 51 51 51 52 52 52 52 52 52 52 52 52 52 PROJECT INNER BASIN PIPELINE ROOF REPLACEMENT - CHLORINE STORAGE COLORADO ST WL AIRPORT TO PONDEROSA TRAIL WATERLINE RELOCATION LM ROAD UTILITY RELOCATE BENTON/SAN FRANCISCO/ELDEN WATER LINE BEAVER ST WATER LINE RESERVE FOR IMPS (UF) FUTURE WATER ACQUISITIONS WATER PRODUCTION WELLS BD RAILROAD SPRINGS RESERVOIR CITY HALL XERISCAPE PROJECT LM WELLFIED -LM#2 12" RED GAP IMPROVEMENTS WATER SYSTEM MASTER PLAN INNER BASIN RESTROOM CHLORINE DIOXIDE TOWN WELL #5 TOTAL WATER CARRYOVER FY 2007 $ 401,000 17,780 220,000 2,000,000 1,300,000 303,441 75,000 $ 4,317,221 BUDGET FY 2008 401,000 22,780 55,000 422,000 97,939 450,000 220,000 200,000 115,927 3,800,000 4,400,000 500,000 300,000 100,000 224,000 50,000 40,000 303,441 75,000 11,777,087 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 DIV 47 47 51 51 51 51 51 51 51 52 52 52 52 52 52 52 52 52 52 PROJECT INNER BASIN PIPELINE ROOF REPLACEMENT - CHLORINE STORAGE COLORADO ST WL AIRPORT TO PONDEROSA TRAIL WATERLINE RELOCATION LM ROAD UTILITY RELOCATE BENTON/SAN FRANCISCO/ELDEN WATER LINE BEAVER ST WATER LINE RESERVE FOR IMPS (UF) FUTURE WATER ACQUISITIONS WATER PRODUCTION WELLS BD RAILROAD SPRINGS RESERVOIR CITY HALL XERISCAPE PROJECT LM WELLFIED -LM#2 12" RED GAP IMPROVEMENTS WATER SYSTEM MASTER PLAN INNER BASIN RESTROOM CHLORINE DIOXIDE TOWN WELL #5 TOTAL WATER Annual Financial Plan OPERATING 401,000 22,780 55,000 422,000 97,939 450,000 220,000 200,000 115,927 500,000 300,000 100,000 224,000 50,000 40,000 303,441 75,000 $ 3,577,087 $ 290 BONDS 3,800,000 4,400,000 8,200,000 TOTAL 401,000 22,780 55,000 422,000 97,939 450,000 220,000 200,000 115,927 3,800,000 4,400,000 500,000 300,000 100,000 224,000 50,000 40,000 303,441 75,000 11,777,087 City of Flagstaff 8 R OU TE 9 66 180 2 LA H AT ST ER T IN U BE BL VD RD MILTON AY BL VD 8 RD JO 10 H 15 * * 5 S ZE AVE B UTLER 1 W IT FOREST 4 AV E D AR TE 16 LA KE 3 U RO CE 66 HW 89A TE R OU STA TE W N LONE TREE RD L EL 17 E HU MP BEA H VERREYS ST SAN S F T RAN CIS CO ST W 291 O DS VILLA G E WOODLAN P DR B LV D E AT ST R TE IN AVE G TI N N N MAR Y HU R RD D N TO Annual Financial Plan 40 ND T US AL RI DR LOCKETT RD I G YO 6 E M PIRE AVE 89 HI G HW AY DR 1 2 3 4 * 5 8 9 10 15 16 6 7 11 12 13 14 51 51 51 51 51 51 52 52 52 52 52 51 52 52 52 52 52 DivisionID ProjectID DIVISIONS 51 & 52 E6 UT RO TAL D EN R TIN ON Y CA N C LE UNTRY CLUB HI L VA CO RT FO R City of Flagstaff 66 UNMAPPED PROJECTS RESERVE FOR IMPROVEMENTS (UF) FUTURE WATER ACQUISITIONS LAKE MARY WELLFIELD - LM WELL #2 12" LINE RED GAP RANCH IMPROVEMENTS WATER SYSTEM MASTER PLAN INNER BASIN RESTROOM COLORADO STREET WATERLINE AIRPORT TO PONDEROSA TRAILS WATERLING ADOT WATERLINE RELOCATION LAKE MARY ROAD UTILITY RELOCATION BENTON/SAN FRANCISCO/ELDEN WATERLINE BEAVER STREET WATERLINE WATER PRODUCTION WELLS BD RAILROAD SPRINGS RESERVOIR CITY HALL XERISCAPE PROJECT CHLORINE DIOXIDE TOWN WELL #5 ProjectTitle CITY OF FLAGSTAFF FY 08/09 WATER SYSTEMS DIVISIONS 51 & 52 R OUT E SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2008-2009 WASTEWATER APPROPRIATIONS DIV 1 57 2 57 3 57 4 58 5 58 5 58 6 58 7 58 8 58 9 58 10 58 11 58 PROJECT WC UPGRADE/RECLAIM CONFLUENCE PICTURE CANYON SEWER MASTER PLAN BUSHMASTER RECLAIM LINE CLAY AVE WASH DETENTION BASIN MCMILLAN MESA SEWER UPSIZE MALL RECL BOOSTER PHOENIX SEWER S. BEAVER ST. SEWER RESERVE FOR IMPS (UF) BUFFALO PARK TANK RECLAIM HYDRANTS TOTAL WASTEWATER CARRYOVER FY 2008 $ 212,610 260,000 90,000 300,000 21,500 $ 884,110 BUDGET FY 2009 7,292,097 307,560 25,000 968,000 212,610 50,000 790,000 201,713 142,034 176,946 300,000 21,500 10,487,460 OPERATING $ 4,192,097 31,600 25,000 968,000 212,610 50,000 790,000 201,713 142,034 176,946 300,000 21,500 $ 7,111,500 BONDS 3,100,000 3,100,000 SOURCES OF FUNDING 1 2 3 4 5 5 6 7 8 9 10 11 DIV 57 57 57 58 58 58 57 57 58 58 58 58 PROJECT WC UPGRADE/RECLAIM CONFLUENCE PICTURE CANYON SEWER MASTER PLAN BUSHMASTER RECLAIM LINE CLAY AVE WASH DETENTION BASIN MCMILLAN MESA SEWER UPSIZE MALL RECL BOOSTER PHOENIX SEWER S. BEAVER ST. SEWER RESERVE FOR IMPS (UF) BUFFALO PARK TANK RECLAIM HYDRANTS TOTAL WASTEWATER Annual Financial Plan 292 GRANT 275,960 275,960 TOTAL 7,292,097 307,560 25,000 968,000 212,610 50,000 790,000 201,713 142,034 176,946 300,000 21,500 10,487,460 City of Flagstaff R OU TE 5 66 180 LA H AT ST ER T IN U BE BL VD RD MILTON AY BL VD HW 89A TE R OU STA TE JO 8 11 H 7 S ZE AVE B UTLER W IT FOREST AV E D AR E CE LA KE T R OU 10 66 RD O P W N 17 E HU BEAMPHR VER EYS ST ST N SA LONE TREE RD ST CO B LV D 293 L DS VILLA G E WOODLAN EL DR W E AT ST R TE IN AVE G NCIS FRA R MAR Y RD D N TO TI N N N HU U 40 ND R ST L IA DR LOCKETT RD I Annual Financial Plan * 6 E M PIRE AVE 89 HI G HW AY DR R OUT E 66 WC UPGRADE / RECLAIM CONFLUENCE PICTURE CANYON BUSHMASTER RECLAIM LINE CLAY AVE WASH DETENTION BASIN MCMILLAN MESA SEWER UPSIZE MALL RECLAIM BOOSTER PHOENIX ST SEWER S. BEAVER ST SEWER BUFFALO PARK RECLAIM TANK RECLAIM WATER HYDRANTS UNMAPPED PROJECTS SEWER MASTER PLAN RESERVE FOR IMPROVEMENTS (UF) 1 2 4 5 * 6 7 8 10 11 3 9 57 58 ProjectTitle CITY OF FLAGSTAFF FY 08/09 WASTEWATER SYSTEMS DIVISIONS 57 & 58 6 1 2 57 57 58 58 58 58 58 58 58 58 DivisionID ProjectID DIVISIONS 57 & 58 E6 UT RO TAL D EN R 4 TIN G YO ON Y CA N C LE UNTRY CLUB HI L VA CO RT FO R City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2008-2009 AIRPORT APPROPRIATIONS 1 2 3 4 5 DIV 37 37 37 37 37 PROJECT LAND ACQUISITION TERMINAL SECURITY ENHANCE TERMINAL ENHANCEMENTS (BAGGAGE CLAIM) PARKING LOT CONCEPT DESIGN REHAB TAXIWAY WESTPLEX TOTAL AIRPORT CARRYOVER FY 2008 $ 48,774 4,142 $ 52,916 BUDGET FY 2009 2,250,000 1,177,500 183,244 9,051 5,141,656 8,761,451 OPERATING $ $ - GRANTS 2,025,000 1,100,508 174,082 5,013,114 8,312,704 SOURCES OF FUNDING 1 2 3 4 5 DIV 37 37 37 37 37 PROJECT LAND ACQUISITION TERMINAL SECURITY ENHANCE TERMINAL ENHANCEMENTS (BAGGAGE CLAIM) PARKING LOT CONCEPT DESIGN REHAB TAXIWAY WESTPLEX TOTAL AIRPORT Annual Financial Plan 294 OTHER 225,000 76,992 9,162 9,051 128,542 448,747 TOTAL 2,250,000 1,177,500 183,244 9,051 5,141,656 8,761,451 City of Flagstaff Annual Financial Plan 295 City of Flagstaff STA TE R OU TE 8 9A 7 INTE RST ATE 1 5 4 2 3 37 37 37 37 37 1 2 3 4 5 DivisionID ProjectID DIVISION 37 LAND ACQUISITION TERMINIAL SECURITY ENHANCEMENT TERMINAL ENHANCEMENTS (BAGGAGE CLAIM) PARKING LOT CONCEPT DESIGN REHAB TAXIWAY WESTPLEX ProjectTitle CITY OF FLAGSTAFF FY 08/09 AIRPORT DIVISION 37 1 SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2008-2009 ENVIRONMENTAL SERVICES APPROPRIATIONS 1 2 3 4 5 DIV 41 41 41 41 41 PROJECT ROAD EXTENSION CINDERLAKE LANDFILL SITE ENTRY LANDFILL FUELING STATION MAINTENANCE BUILDING SINCLAIR PIT CLOSURE TOTAL ENVIRONMENTAL SERVICES CARRYOVER FY 2008 $ 175,000 1,800 $ 176,800 BUDGET FY 2009 30,000 15,000 80,000 175,000 1,800 301,800 OPERATING $ 30,000 15,000 80,000 175,000 1,800 $ 301,800 TOTAL 30,000 15,000 80,000 175,000 1,800 301,800 SOURCES OF FUNDING 1 2 3 4 5 DIV 41 41 41 41 41 PROJECT ROAD EXTENSION CINDERLAKE LANDFILL SITE ENTRY LANDFILL FUELING STATION MAINTENANCE BUILDING SINCLAIR PIT CLOSURE TOTAL ENVIRONMENTAL SERVICES Annual Financial Plan 296 City of Flagstaff Annual Financial Plan 297 City of Flagstaff 2 3 1 DivisionID ProjectID ProjectTitle DIVISION 41 41 1 ROAD EXTENSION 41 2 CINDLAKE LANDFILL SITE ENTRY 41 3 LANDFILL FUELING STATION CITY OF FLAGSTAFF FY 08/09 ENVIRONMENTAL SERVICES DIVISION 41 SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2008-2009 STORMWATER UTILITY APPROPRIATIONS 1 2 3 DIV PROJECT 34 RIO DE FLAG PROJECT 34 RIO PARKING REPLACEMENT 99 DRAINAGE SPOT IMPROVEMENT TOTAL STORMWATER UTILITY CARRYOVER FY 2008 $ 6,037,228 750,000 $ 6,787,228 BUDGET FY 2009 6,037,228 750,000 306,760 7,093,988 OPERATING $ 306,760 $ 306,760 GEN FUND 6,037,228 750,000 6,787,228 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 298 OTHER - TOTAL 6,037,228 750,000 306,760 7,093,988 City of Flagstaff R OU TE 66 180 H T TA RS E NT LA I U BE BL VD RD MILTON AY BL VD 2 3 RD JO 1 H ST ST SAN LONE TREE RD B LV D W IT 3 S FOREST ZE AVE 3 D AR TE LA KE R OU CE 66 HW 89A TE R OU STA TE O P 17 E HU BEAMPHR VER EYS W N ST CO CIS FRA N L 299 EL DS VILLA G E WOODLAN W E AT ST R TE IN AVE G TI N N N MAR Y HU R RD D N TO Annual Financial Plan 40 ND T US AL RI DR LOCKETT RD I G TL E E6 UT RO AV E TAL D EN R TIN ON Y YO C LE 6 E M PIRE AVE 89 HI G HW AY DR UNTRY CLUB HI L VA 34 34 99 1 2 3 DivisionID ProjectID DIVISIONS 34,99 CO RT FO R CA N BU R DR City of Flagstaff 66 RIO DE FLAG PROJECT RIO PARKING REPLACEMENT DRAINAGE SPOT IMPROVEMENT ProjectTitle CITY OF FLAGSTAFF FY 08/09 STORMWATER DIVISIONS 34, 99 R OUT E 9. 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. FY 2009 PROJECT DESCRIPTIONS GENERAL GOVERNMENT 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. 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. 10. 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. 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. 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). 4. Fire Training Tower: Development and construction of a new training facility and classroom setting that replaces the old fire training facility at Fire Station #3 located at (4800 Railhead Ave), which is slated to be torn down for the Eastside Redevelopment Project. 2. 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. 5. Fire Administration Offices: Development and construction of a 4800 square foot new fire administration facility that connects to new fire station #2. Incorporates additional office space needed for fire department staff, and provides additional office space within city hall for other city departments. 3. Sidewalk Replacement Program: Provides replacement of curb, gutter and sidewalk in cases where property owners contribute 50% of replacement costs. 6. 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. 4. Street Improvement Program: City-wide annual pavement maintenance consisting of crack sealing, seal coating and asphalt overlay and ADA sidewalk compliance. 7. 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. 5. 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. 8. Cemetery Office Addition: - The current cemetery office is connected to the caretaker’s residence and is 10’x20’. The proposed new office addition is to move the office out of the caretaker’s residence and add a 24’x38, addition onto the maintenance shed. This will allow enough room to meet with families and add restrooms. 6. Sunnyside Phase V: Street reconstruction including full curb, gutter and sidewalk improvements at portions of Third Avenue, Second Avenue, Main Street or First Street. 7. Route 66 Bus Pullouts: Provide coordination with ADOT and Flagstaff Metropolitan Planning Organization for FMPO funded bus pullout for westbound Route 66 at Steves Blvd. 8. Fourth Street Corridor Study: Preliminary study to identify transportation and safety related improvements that may be warranted in the vicinity of the Fourth St. railroad overpass. Annual Financial Plan 300 City of Flagstaff 9. 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 2009, projects include completion of sidewalk replacement of the west side of Ft. Valley Road between the Sechrist Elementary School crosswalk and Stevanna Way. 17. 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. 10. Miscellaneous Bike Pedestrian Project: Pedestrian improvements including sidewalk construction in the vicinity of Navajo Dr., Bonito St. and Thorpe Rd. 19. West Sixth Intersection: Intersection and pedestrian improvements at the intersection of West Street and Sixth Avenue in the Sunnyside Neighborhood. 11. Transportation Planning and Programming: Community wide transportation planning services for 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. 20. Industrial Drive/Fanning to Eagle Mountain: Provide engineering and construction services for the paving of Industrial Dr. from Fanning Drive to Eagle Mountain Drive. 12. 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. 22. 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. 18. Brannen and Gabel Paving: Provide engineering design and construction services administration for the paving of Brannen Avenue and Gabel Street in the Southside neighborhood. 21. 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. 23. Lone Tree Road Overpass Study: Preliminary study to identify alternatives, impacts and costs associated with an additional railroad overpass and new roadway connection between Route 66 and Butler Ave as identified by the Regional Plan and Lone Tree Corridor Study. 13. 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. BBB 14. 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. 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. 15. 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). 2. Historic Facades: Very successful grant program to assist property owners with preservation of historic buildings and signs. Distribution overseen by Historic Preservation Commission. 16. Lake Mary Rd/Forest Hwy 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. Annual Financial Plan 3. City Gateway Signs: Construct gateway monument signs at major entries into City. 301 City of Flagstaff 16. RT 66 North Side Streetscape: Implementation of protype streetscape design beginning with El Pueblo Motel. 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. 17. Special Projects and Unprogrammable Work: Covers small emergent items of work, such as minor trail projects and repairs, and other miscellaneous trail needs. 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. Signage Program: Comprehensive program to install regulatory, directional, trailhead, boundary, and interpretive signs along the entire FUTS system. 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. 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. 20. FUTS and ATA McMillan Mesa Trailhead: Trailhead improvements fro Arizona Trail on McMillan Mesa on south side of Cedar Avenue. 7. Redevelopment Opportunities: Annual contribution for redevelopment projects, such as Route 66 or other redevelopment opportunities as identified by City Council. 21. 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. 8. Rio de Flag USACE Project: Gateway, bicycle, and pedestrian enhancements, and landscaping associated with USACE Rio de Flag reconstruction. 22. RT 66 – Rio N to San Francisco: Short section of paved FUTS trail along the south side of Route 66 through downtown. 9. 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. 23. 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. 10. 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. 24. 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. 11. 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). 25. Rio N Blue Willow to 180: Northern section of FUTS trail will help complete trail from Cheshire to downtown. 12. 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. 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. City Hall Flower Beds: Design installation and maintenance of decorative landscaping surrounding City Hall. 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. 14. Plaza Vieja Gateway: Beautification project for Plaza Vieja neighborhood. 15. City Gateway Landscaping: Gateway project for City Gateways. Annual Financial Plan Gateway 28. Museum Connector: Trail connects Museum of Northern Arizona west building to Rio North Trail. Beautification 302 City of Flagstaff 12. Red Gap Improvements: Provide funding for well and stock tank improvements necessary for range management. These improvements are separate from water acquisition bond funds. WATER 1. Colorado Street W/L: Provide design and construction of replacement water main associated with Lone Tree realignment project. 13. Water System Master Plan: Based on the City’s projected land use plan, evaluate our existing water system infrastructure, resources and future needs. Develop and define a water system plan, including guidelines, policies and procedures 2. Airport to Ponderosa Trail: Provide design and construction of new 12” diameter water main from the Airport to Ponderosa Trails Subdivision. This will allow a second phase of waterline improvements to the new Fort Tuthill well/pump house. 14. Inner Basin Restroom: Grant-funded project in cooperation with the U.S.F.S. to construct public restroom facilities in the inner basin city watershed on the San Francisco Peaks. 3. Waterline Relocation: Provide 300K in funding to USDOT and Forest Service for various water line relocations required due to the Lake Mary Road widening project. WASTEWATER 4. Lake Mary Utility Relocate: Various utility relocates on Lake Mary Road from water plant to cattle guard to accommodate Forest Service road widening project. 1. 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. Beaver Street Water Line: Provide design and construction of replacement water main associated with the Southside Traffic Improvement plan. This project will replace the existing water line on Beaver Street between Phoenix and Dupont Avenue. 2. Picture Canyon: Realign Rio de Flag channel to original configuration. 3. Sewer Master Plan: Based on the City’s projected land use plan, evaluate our existing sewer system infrastructure, treatment plant capacity and future needs. Develop and define a sewer system plan, including guidelines, policies and procedures. 6. Reserve for Improvements: Annual reserve for unanticipated line replacements, oversizing and participation with developers that may occur during the fiscal year. 4. Bushmaster Reclaim Line: Replacement of a 6inch reclaim main linking the Wildcat Plant with Buffalo Park storage reservoir with a 12-inch main. 7. Future Water Acquisition: Acquisition of water rights, water ranch, or development of the Redwall Aquifer. 5. McMillan Mesa Sewer Upsize: The City’s portion of sewer main upsizing in Foxglenn Park caused in part by the McMillian Subdivision project. 8. Water Production Wells: Design, drilling, equipping and construction of well buildings and water system connections. 6. 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. 9. Railroad Springs Reservoir: Participation with the developer of the Presidio Project to upsize the reservoir from 500,000 gallons to 1,000,000 gallons. 7. Phoenix Sewer: Provide design and construction of replacement sewer main associated with the Southside Traffic Improvement plan. This project will replace 875 ft the existing sewer line on Phoenix Avenue between San Francisco and Beaver Street. 10. City Hall Xeriscape Project: Grant-funded project in cooperation with Lowell Observatory to remove water-intensive turf on the south side of City Hall and replace with an attractive public area utilizing low water consumptive landscaping. 8. S. Beaver Street Sewer: Provide design and construction of replacement sewer main associated with the Southside Traffic Improvement plan. This project will replace the existing sewer line on Beaver Street between Phoenix and Dupont Avenue. 11. Lake Mary Wellfield – L/M #2: Provide design and construction of 12” diameter pipeline from Lake Mary well #2 to the Raw Water Pump station. The existing line is exposed to freezing during the winter and runs through the dam. The new route will allow operation during the winter months. Annual Financial Plan 9. Reserve for Improvements: Annual reserve for unanticipated line replacements, oversizing. 303 City of Flagstaff AIRPORT ENVIRONMENTAL SERVICES 1. Land Acquisition: Acquire parcel of Forest Service land located inside Airports Rwy 21 runway protection zone. Land purchase proposed under the Townsite Act. 1. Road Extension: Add and maintain service roads inside the landfill. 2. Cinder Lake Landfill Site Entry: Improvements to the main entrance at the landfill. 2. Terminal Security Enhancements: Expand existing terminal secure hold room from 1900 square feet to 4900 square feet to accommodate increase passenger loads. STORMWATER 3. Terminal Enhancements: Redesign layout and purchase new baggage claim conveyor hardware to accommodate increased passenger loads. 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. 4. Parking Lot Concept Design: Examine parking alternatives to expand capacity from the existing 296 spaces. Explore an option to build a multi-level parking structure in one of the existing parking lots. 2. Rio Parking Replacement: Replacement of parking spaces lost to the Rio Project. 3. Drainage Spot Improvement Program: As the result of recent flooding citywide. Stormwater staff is proposing a spot improvement program to mitigate certain localized flooding problems. 5. Rehab Taxiway Westplex: Evaluate, design and rebuild existing taxilanes between and around hangars and shades. Construct drainage improvements throughout. Annual Financial Plan 304 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. 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 and graph shows the operating impact by project type and includes compounded increases due to expected project phases. 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 FY 2009 $ $ 1,487,100 66,966 18,693 244,654 56,476 11,000 1,884,889 FY 2010 FY 2011 FY 2012 FY 2013 1,487,500 70,124 19,206 306,470 113,454 12,000 2,008,754 1,487,900 73,410 19,831 311,297 119,112 82,000 2,093,550 1,488,280 76,754 20,426 315,238 124,705 84,460 2,109,863 1,562,694 80,324 21,447 331,000 130,940 86,994 2,213,399 2,200 Environmental Services Airport Water/Wastewater Beautification/Parks Streets Operating Facilities THOUSANDS 2,000 1,800 1,600 1,400 1,200 1,000 Annual Financial Plan 2009 2010 2011 2012 305 2013 City of Flagstaff Annual Financial Plan 306 City of Flagstaff Ending Balance $ - 56,870,549 22,581,744 6,466,454 18,509,336 21,158,309 11,206,518 371,164 7,065,068 144,229,142 Expenditures General Government Streets/Transportation BBB Utilities: Water Utilities: Wastewater Airport Environmental Services Stormwater Utility Total Expenditures - 71,514,686 13,401,196 59,313,260 144,229,142 $ Resources Debt Grants Pay-as-you-go Total Resources Beginning Balance Budget 2007-2008 - 33,574,464 11,420,616 926,544 6,532,223 23,519,500 10,641,997 35,000 3,892,677 90,543,021 22,717,132 13,401,196 54,424,693 90,543,021 - Estimate 2007-2008 - 28,595,062 17,011,237 7,392,471 11,777,087 10,487,460 8,761,451 301,800 7,093,988 91,420,556 37,971,662 10,324,544 43,124,350 91,420,556 - Budget 2008-2009 - 2,603,500 4,714,907 1,299,350 2,085,927 1,983,008 7,579,200 450,000 785,471 21,501,363 6,675,701 9,021,000 5,804,662 21,501,363 - Budget 2009-2010 - 11,000,000 5,497,129 1,337,500 1,762,869 1,820,423 3,440,000 1,600,000 300,000 26,757,921 2,337,120 7,851,000 16,569,801 26,757,921 - Budget 2010-2011 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM SUMMARY FISCAL YEARS 2009-2014 - 1,500,000 8,738,154 1,339,279 1,141,120 2,094,271 2,495,726 5,000,000 300,000 22,608,550 4,685,686 1,572,500 16,350,364 22,608,550 - Budget 2011-2012 - 10,000,000 9,146,928 1,423,883 4,895,905 2,165,428 4,156,302 70,000 300,000 32,158,446 6,116,619 1,572,500 24,469,327 32,158,446 - Budget 2012-2013 - 7,000,000 9,809,933 4,811,486 5,385,927 10,948,315 1,905,000 300,000 40,160,661 4,500,000 6,572,500 29,088,161 40,160,661 - Budget 2013-2014 - - 94,273,026 66,338,904 18,530,513 33,581,058 53,018,405 38,979,676 7,456,800 12,972,136 325,150,518 85,003,920 50,315,240 189,831,358 325,150,518 Total Plan Annual Financial Plan 307 City of Flagstaff Total General Government Real Estate Proceeds Land Acquisition General Fund Bond Fund Fire Stations Fire Training Tower Fire Admin Offices Bond Funded Fire Equipment Aquaplex FUTS/Open Space Acquisitions USGS Office/Lab Business Incubator Adult Center Renovation Observatory Mesa Parks Acquisition Aspen At Sawmill General Government GENERAL FUND Cemetery House Rebuild Redevelopment USGS Building 2 Demo 150,000 6,369,250 13,296,908 1,360,225 580,600 3,802,287 30,111,279 1,200,000 - $ 56,870,549 $ Budget 2007-2008 33,574,464 150,000 4,468,530 600,000 360,000 11,508,557 91,988 67,858 4,534,513 2,414 10,590,604 1,200,000 - Estimate 2007-2008 28,595,062 500,000 8,892,000 200,000 400,000 2,417,500 2,163,900 1,023,600 1,371,100 10,203,562 140,000 1,150,000 133,400 Budget 2008-2009 2,603,500 - 1,000,000 - 103,500 1,500,000 - - Budget 2009-2010 11,000,000 - 10,000,000 1,000,000 - - Budget 2010-2011 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2009-2014 1,500,000 - 1,500,000 - - Budget 2011-2012 10,000,000 - 10,000,000 - - Budget 2012-2013 7,000,000 - 1,500,000 5,500,000 - - Budget 2013-2014 650,000 94,273,026 13,464,030 800,000 400,000 360,000 13,926,057 6,755,888 21,091,458 5,905,613 2,414 5,500,000 2,000,000 20,794,166 140,000 2,350,000 133,400 Total Plan Annual Financial Plan 308 City of Flagstaff Total BBB BEAUTIFICATION Streetscape 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 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 City Hall Flower Beds Plaza Vieja Gateway City Gateway Landscapint Rt 66 N Side Streetscape Rt 66 Enterprise to Arrowhead FUTS Special Projects & Unprogrammed Work Signage Program ATA - Rt 66 to McMillan Mesa FUTS & ATA McMesa Trailhead RIO North - Crescent to Observatory Mesa Fort Valley (Sechrist to Fremont) 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 Little A - ATA to Herold Rn Rd Sixth Avenue Connector Brannen Connector Museum Connector Switzer Canyon Birch to Forest Picture Canyon Mall to County Sinclair Wash to Arroyo Park JWP Lone Tree to ATA Lake Mary Zuni Trail to JWP JWP Spur to Bow & Arrow Trail Fourth Street Huntington to Butler AZ Trail Rt 66 to Switzer Mesa Trail TOURISM Visitor Center Pavers 25,000 327,306 64,010 34,939 90,563 1,465 60,685 - 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 55,000 141,636 926,544 54,720 20,000 35,000 30,000 20,895 47,344 50,000 9,520 25,000 97 30,000 - Estimate 2007-2008 50,000 148,650 80,000 210,000 507,866 1,030,935 150,000 100,000 150,000 150,000 75,000 - $ 6,466,454 $ Budget 2007-2008 7,392,471 75,000 294,844 50,000 50,000 322,800 556,100 300,000 300,000 591,440 270,385 258,920 55,000 - 50,000 83,529 40,278 180,000 520,180 997,245 200,000 287,500 100,000 150,000 1,269,250 45,000 30,000 25,000 40,000 250,000 - Budget 2008-2009 1,299,350 50,000 200,000 200,000 100,000 36,850 75,000 - 50,000 50,000 287,500 250,000 - Budget 2009-2010 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2009-2014 1,337,500 50,000 325,000 325,000 - 50,000 50,000 287,500 250,000 - Budget 2010-2011 1,339,279 50,000 300,000 351,779 - 50,000 50,000 287,500 250,000 - Budget 2011-2012 1,423,883 50,000 150,000 453,883 370,000 - 50,000 50,000 300,000 Budget 2012-2013 4,811,486 50,000 396,486 870,000 1,400,000 300,000 900,000 275,000 370,000 150,000 - 50,000 50,000 - Budget 2013-2014 18,530,513 350,000 622,150 200,000 50,000 386,810 34,939 646,663 1,580,348 1,176,779 100,000 652,125 270,385 396,486 258,920 36,850 55,000 870,000 1,400,000 300,000 75,000 900,000 275,000 740,000 150,000 - 354,720 103,529 75,278 210,000 541,075 1,044,589 500,000 1,150,000 109,520 175,000 1,269,347 75,000 30,000 25,000 40,000 1,000,000 300,000 Total Plan Annual Financial Plan 309 City of Flagstaff Transportation Fourth Street Overpass Fourth Street Corridor Study Misc Safe to School Misc Bike/Ped Country Club Drive Transportation Planning & Programing 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 Lone Tree Road Reconstruction Commerce Ave. Paving Preston Road Paving Industrial Drive/Fanning Wash Streets/Transportation Streets Railhead 4th Leg at 89N Minor Transportation Improvements Sidewalk Replacement Program Overlay Southside Traffic Improvements Sunnyside Phase IV Sunnyside Phase IVA Sunnyside Phase V Annual Bridge Maintenance Traffic Signal Modification Bus Pullouts Deicer Storage Facility Reserve for Improvements $ 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 130,348 188,949 220,583 107,145 114,710 1,258 1,867,747 2,682,226 554,520 176,245 25,000 23,643 58,932 7,968 559,527 42,250 8,218 1,294,661 176,032 2,071,937 4,700 139,000 50,000 Estimate 2007-2008 125,000 75,789 492,400 261,737 2,330,400 525,800 655,785 125,000 1,427,752 838,200 125,000 15,000 2,854,265 1,530,700 2,295,000 20,000 180,000 50,000 Budget 2008-2009 200,000 200,000 120,000 497,200 125,000 - 125,000 15,000 2,982,707 150,000 50,000 Budget 2009-2010 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2009-2014 200,000 200,000 120,000 468,600 125,000 - 125,000 15,000 3,116,929 50,000 Budget 2010-2011 200,000 200,000 120,000 125,000 970,963 125,000 15,000 3,257,191 50,000 Budget 2011-2012 200,000 200,000 120,000 125,000 970,964 125,000 15,000 3,403,764 50,000 Budget 2012-2013 200,000 200,000 120,000 500,000 125,000 500,000 - 125,000 15,000 3,556,933 50,000 Budget 2013-2014 130,348 125,000 1,264,738 1,712,983 107,145 976,447 1,258 4,198,147 2,682,226 2,546,120 832,030 775,000 1,451,395 58,932 500,000 2,788,095 559,527 792,250 98,218 20,466,450 176,032 2,071,937 1,530,700 2,295,000 4,700 159,000 180,000 150,000 350,000 Total Plan Annual Financial Plan 310 City of Flagstaff Butler Ave Widening (City Portion Only) Branden & Gabel Paving West Street Corridor West/Sixth Intersection Industrial Drive-Fanning to Eagle Mtn Drive East Flag Improvement District Dodge Ave Diverter Steves Blvd Rail X-ing Study Butler Ave/Conference Cntr Medians New Traffic Signal PGM Country Club/Oakmont West Arrowhead Improvements Lone Tree Overpass Study Penstock Ave Paving Total Streets/Transportation Streets/Transportation (continued) $ 293,360 298,500 645,000 1,344,823 160,000 360,500 22,581,744 Budget 2007-2008 7,500 90,757 1,840 100,498 138,461 22,427 7,500 12,000 534,034 11,420,616 Estimate 2007-2008 250,000 704,021 1,838,423 175,365 42,600 73,000 17,011,237 Budget 2008-2009 250,000 4,714,907 Budget 2009-2010 1,076,600 5,497,129 Budget 2010-2011 250,000 775,000 2,650,000 8,738,154 Budget 2011-2012 1,287,200 2,650,000 9,146,928 Budget 2012-2013 3,700,000 250,000 468,000 9,809,933 Budget 2013-2014 4,994,700 340,757 1,840 804,519 1,976,884 22,427 7,500 187,365 576,634 750,000 775,000 6,376,600 73,000 468,000 66,338,904 Total Plan Annual Financial Plan 311 City of Flagstaff Water/Wastewater Water Purch of Property Rights-Watershed Inner Basin Pipeline Roof Replacement-Chlorine Storage Waterline Relocations - LM Waterline Relocations 27" Pipeline Replacement (LM to Town) Sunnyside Improvements Mohawk Dr Waterline Colorado Street Waterline Relocation Ponderosa Trails to Airport W/L Benton/SF Alley/Elden Waterline Franklin Waterline (Beaver/Lone Tree) Aspen Waterline (Sitgreaves/Aztec) RFP/Turqouise Waterline Beaver Street WL (Phoenix/Dupont) Pinal/Papago Alley Waterline SCADA Inner Basin Pipeline Roof Replacement-Chlorine Storage Reserve Tombstone Ave/Alley Waterline Walapai Dr Alley Waterline Thomas Park Waterline Water Loadout Facility Town Well #5 Railroad Springs Reservior Red Gap Improvements (Grant) Water Production Wells LM Wellfield-LM#2 12" Pipeline LTESWTR Evaluation Flocculator Drive Assemblies Clarifier Drive Assemblies Future Water Rights LM Well #7 Bldg and Power Chlorine Dioxide Water System Optimization Cheshire Tank Upgrade City Hall Xeriscape Historic Structure Renovations Inner Basin Solar Restrooms Lake Mary Watershed Forest Thinning Water System Master Plan TOTAL WATER 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 20,000 11,565 1,637,758 40,000 230,000 20,000 3,500,000 100,000 292,900 303,441 376,559 6,532,223 Estimate 2007-2008 450,000 97,939 55,000 422,000 220,000 200,000 401,000 22,780 115,927 75,000 500,000 224,000 4,400,000 100,000 3,800,000 303,441 300,000 40,000 50,000 11,777,087 Budget 2008-2009 20,000 115,927 200,000 1,750,000 2,085,927 Budget 2009-2010 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2009-2014 20,000 275,649 136,023 115,927 415,270 700,000 100,000 1,762,869 Budget 2010-2011 20,000 400,000 159,135 115,927 346,058 100,000 1,141,120 Budget 2011-2012 20,000 2,000,000 1,710,000 318,270 115,927 200,000 260,000 171,708 100,000 4,895,905 Budget 2012-2013 20,000 2,000,000 1,000,000 1,750,000 115,927 200,000 200,000 100,000 5,385,927 Budget 2013-2014 120,000 461,565 97,939 4,000,000 4,347,758 40,000 55,000 422,000 450,000 400,000 1,750,000 475,649 136,023 477,405 401,000 22,780 715,562 200,000 260,000 171,708 200,000 75,000 500,000 224,000 7,900,000 100,000 200,000 346,058 415,270 5,650,000 292,900 606,882 700,000 676,559 200,000 40,000 400,000 50,000 33,581,058 Total Plan Annual Financial Plan 312 City of Flagstaff Wastewater TOTAL WATER AND WASTEWATER Wildcat Crackseal WW Plant Expansion WC Treatment Upgrade/Rec Conn Expand Reclaimed System Picture Canyon Wildcat Upgrade (Non-Bond) Co-Generation Equipment Plasma Linear Recycler Sewer Canyone Sewer Replace Reclaim Hydrants 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 Mall Reclaim Booster Reclaim Storage 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 Sewer Master Plan Reserve Total Wastewater 20,000,000 2,000,000 3,500 517,000 557,000 51,000 56,000 260,000 70,000 5,000 23,519,500 30,051,723 $ 39,667,645 Estimate 2007-2008 32,174 15,000,000 307,560 803,720 2,000,000 800,000 25,000 419,646 363,117 100,000 342,092 150,000 50,000 300,000 370,000 95,000 21,158,309 $ Budget 2007-2008 22,264,547 7,292,097 307,560 21,500 201,713 142,034 968,000 212,610 50,000 790,000 300,000 25,000 176,946 10,487,460 Budget 2008-2009 4,068,935 700,000 201,713 320,000 674,349 86,946 1,983,008 Budget 2009-2010 3,583,292 200,000 1,153,477 380,000 86,946 1,820,423 Budget 2010-2011 3,235,391 700,000 423,000 700,000 184,325 86,946 2,094,271 Budget 2011-2012 7,061,333 1,159,274 270,714 105,494 143,000 400,000 86,946 2,165,428 Budget 2012-2013 16,334,242 7,796,369 1,000,000 65,000 2,000,000 86,946 10,948,315 Budget 2013-2014 86,599,463 8,955,643 27,292,097 1,000,000 307,560 2,000,000 65,000 25,000 517,000 1,400,000 557,000 201,713 623,000 320,000 201,713 142,034 674,349 51,000 1,724,000 212,610 50,000 1,050,000 2,184,325 270,714 105,494 143,000 400,000 1,153,477 380,000 370,000 25,000 616,676 53,018,405 Total Plan Annual Financial Plan 313 City of Flagstaff Airport Land Acquisition Design/Constr ARFF Runway Extension Perimeter Road Construction Glycol Recovery Projects Non-Revenue Parking Concept Rehab/Reconstruct Taxiway "A" Aircraft Washrack Terminal Security Enhancements Baggage Claim Equipment Terminal Access Rd Reconstruct Pulliam Dr Pavement Maintenance Future Projects - ADOT Future Projects - FAA Echo Foxtrot Drainage TOTAL AIRPORT 16,936 11,173,459 3,780 12,343 $ 11,206,518 $ Budget 2007-2008 10,551,334 12,179 78,484 10,641,997 Estimate 2007-2008 2,250,000 9,051 5,141,656 1,177,500 183,244 8,761,451 Budget 2008-2009 7,579,200 7,579,200 Budget 2009-2010 3,440,000 3,440,000 Budget 2010-2011 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2009-2014 170,726 2,325,000 2,495,726 Budget 2011-2012 4,000,000 156,302 4,156,302 Budget 2012-2013 250,000 555,000 1,100,000 1,905,000 Budget 2013-2014 2,250,000 10,551,334 7,579,200 170,726 4,021,230 8,581,656 1,255,984 183,244 2,325,000 406,302 555,000 1,100,000 38,979,676 Total Plan Annual Financial Plan 314 City of Flagstaff Environmental Services Maintenance Building - Project #414800 Biodiesel Pumping Station Cinderlake Landfill Residential Dropoff Methane Gas Collection Wells Road Extension Cinderlake Landfill Site Entry Sinclair Pit Closure Landfill Site Improvements Fueling Station-Project #414501 New Public Work Yard Total Environmental Services $ $ 175,000 14,000 81,164 13,000 8,000 80,000 371,164 Budget 2007-2008 14,000 13,000 8,000 35,000 Estimate 2007-2008 175,000 30,000 15,000 1,800 80,000 301,800 Budget 2008-2009 200,000 250,000 450,000 Budget 2009-2010 100,000 1,500,000 1,600,000 Budget 2010-2011 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2009-2014 1,800,000 3,200,000 5,000,000 Budget 2011-2012 70,000 70,000 Budget 2012-2013 - Buget 2013-2014 175,000 14,000 1,900,000 1,700,000 113,000 15,000 9,800 250,000 80,000 3,200,000 7,456,800 Total Plan Annual Financial Plan 315 City of Flagstaff Stormwater Utility 6th Avenue Detention Drainage Spot Improvement Rio De Flag Rio Parking Replacement Total Stormwater Utility $ $ 340,000 5,975,068 750,000 7,065,068 Budget 2007-2008 86 312,428 3,580,163 3,892,677 Estimate 2007-2008 306,760 6,037,228 750,000 7,093,988 Budget 2008-2009 220,000 115,471 450,000 785,471 Budget 2009-2010 300,000 300,000 Buget 2010-2011 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2009-2014 300,000 300,000 Budget 2011-2012 300,000 300,000 Budget 2012-2013 300,000 300,000 Budget 2013-2014 86 2,039,188 9,732,862 1,200,000 12,972,136 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 $5.2 million of junior lien bonds in FY 1993 and $5.5 million is outstanding as of July 1, 2008. The City may issue any combination of junior and senior lien bonds as long as the coverage requirements are satisfied. Approximately $44.3 million in capacity is currently available in junior lien bonds or as senior lien bonds. 47.2% 41.5% 11.3% The rating agencies (Standard and Poors' Corp. and Moody Investors, Inc.) view 15% from operating funds as highly favorable. The City currently is financing 47.2% 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. $39.8 million is outstanding on July 1, 2008, and the City has $52.3 million in available capacity at the 6% debt margin and $136.2 million in available capacity at the 20% debt margin as of July 1, 2008. 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 $10.1 million outstanding at July 1, 2008. The $6.8 million remaining authorization was sold in FY 2003 through the Water Infrastructure Financing Authority (WIFA), with $5.2 millions outstanding at July 1, 2008. The City is pledging the revenue of its water and wastewater system. Of the $46.6 million authorized by voters in 2004, $39.5 have been issued, with $38.8 outstanding at July 1, 2008. HIGHWAY USER REVENUE (HURF) BOND SPECIAL IMPROVEMENT/ASSESSMENT DISTRICTS The State distributes a share of the motor vehicle fuel tax to cities based partially on population (50% of allocation) and partially on jurisdiction of origin. This special revenue source can only be used for maintenance or construction of streets and highways. Special revenue bonds can be issued for construction of street projects, with the gas tax revenues pledged as a source of debt repayment. The annual total debt service, both principal and interest, cannot exceed 50% of the HURF distribution received for the most recent twelve month period by the City. Annual Financial Plan Special improvements/assessments are a means of financing services or capital improvements that benefit specific property owners more than the general public. Majority consent must be obtained from the property owners within the designated geographic assessment district. These property owners are then levied a supplemental property tax assessment for their share of the costs of the improvements. The City is currently assessing one district with a second expected to be completed by July 1, 2009. 316 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, 2008 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 $3.0 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 $19.9 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 317 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. 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). 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 is currently funding 47.2% 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. Annual Financial Plan 318 City of Flagstaff Annual Financial Plan 319 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 45.2 49.8 58.1 67.8 78.1 81.9 79.0 73.8 63.5 51.1 43.8 15.9 18.2 21.9 27.2 33.9 41.2 50.4 49.1 41.3 31.0 22.1 16.4 2.01 2.05 2.19 1.28 0.67 0.49 2.52 2.88 1.93 1.62 1.70 1.91 Year (average) 61.2 30.7 21.24 Source: Western Regional Climate Center (Jan. 1950-April. 2007) 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 97.9 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 2007 64,200 134,898 6,338,755 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 320 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 2008 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 35 associate degrees and 32 certificate programs, as well as continuing education courses and special programs for small businesses. In the fall of 2007, enrollment was 4,344 students (3,656 of which were enrolled at the two Flagstaff campus). 2,215 2,115 1,710 1,100 549 414 348 153 155 170 119 98 19 17 9,182 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 2007, NAU offered 93 Bachelor, 46 Master, 8 Doctorate, and 1 Professional degrees along with 30 Undergraduate and 20 Graduate certificates. Top enrollment for its 21,352 students (13,989 of which were enrolled at the Flagstaff campus) are Elementary Education, Hotel & Restaurant Management, Business/Management, Biology, and Counseling-Human Relations. Source: City of Flagstaff, Tax, Licensing, and Revenue Division Total sales generated by Flagstaff businesses reached $3.40 billion in FY 2008. 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 414 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. 2007 34,941 1,015 2.9% Source: Arizona Department of Economic Security Growth Indicators Business Licenses Retail Sales Primary Net Assessed Value 1990 2000 2008 4,000 (est.) 631,835,742 5,440 1,238,195,104 8,972 1,894,126,077 223,050,141 399,244,815 722,368,245 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, 4 magnet schools, and 3 high schools. In addition to the public school system, there are 9 charter schools and 4 Annual Financial Plan 321 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 33 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 322 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 City of Flagstaff, Arizona Principal Taxpayers Tax Year 2008 of the City Total Valuation Assessed Valuation Assessed Taxpayer Type of Business Secondary Arizona Public Service Company Utility W L Gore & Associates Inc. Manufacturer Walgreen Arizona Drug Co. Manufacturing 5,463,047 9,023,179 1.39% Nestle Purina Petcare Company Distribution/Retail 4,642,491 0.71% Qwest Corporation $ As a Percentage Total Utility 13,254,392 2.04% 12,589,351 1.93% 0.84% Flagstaff Mall Associated Ltd. Partnership Shopping Center 4,460,032 Cone Company George & Thomas DBA Manufacturing 4,097,948 0.63% 0.52% Little America Refining Co. Hotel/Tourism Hospital 3,360,975 UniSource Energy Corporation Utility 2,940,469 0.45% 63,676,657 9.79% Flagstaff Medical Center Inc. Total Principal Taxpayers 3,844,773 0.69% $ 0.59% Source: Arizona Department of Revenue, Central Information Services Annual Financial Plan 323 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 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 0.7521 - 8.7728 2008 1.5929 5.9009 0.5269 0.7521 - 8.7728 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 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 2008 1.0000 0.6010 2.0000 1.1250 5.6000 10.3260 Annual Financial Plan 324 City of Flagstaff City of Flagstaff, Arizona Miscellaneous Statistics Date of Incorporation May 26, 1894 Elections Last Municipal Election May 2008 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 27,452 12,523 45.62% 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, 2008 Merit System Exempt Temporary Elected Officials Total Payroll for the Year Ending 2008: Fire Protection Number of Stations Number of Employees (FTE) Police Protection Number of Employees (FTE) Number of Calls for Service per Annual Report-12/31/07 Ave. Patrol Officers for 24 hour period Vehicular Patrol Units Coconino County Jail Prisoner Capacity $ 617 154 247 7 43,095,756 6 101.75 181 56,866 27.0 32 562 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 4 9 4 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 1 125 11 61 48 325 27 4 704.54 33.82 11,166 1,672 534 13,989 21,352 3,656 4,344 City of Flagstaff City of Flagstaff, Arizona Miscellaneous Statistics Sales Tax Retail Sales Last 10 Fiscal Years: 2007 2006 2005 2004 2003 2002 2001 2000 1999 1998 Total Sales Tax Revenue for Fiscal Year 2007 $ Utility Enterprise Total Active Accounts on June 30, 2008 Water Single Family 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: 2007** 2006** 2005** 2004** 2003** 2000 1995* 1990 1985* 1980 *Special Census **Estimate 2,004,544,814 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 15,367,821 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 18,849 5,456 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) $ $ 64,200 62,030 61,185 61,270 61,030 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 326 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 2009 2010 2011 2012 2013 2014 7.750 5.900 5.900 5.500 - 4.500 - Fiscal Year 2001 Certificates of Participation USGS 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Annual Financial Plan 4.350 4.550 4.550 4.600 4.625 4.750 4.750 4.750 - 2003 G.O. Parks, Water 3.250 3.250 3.250 3.250 3.250 - 1999 Special Assessment Bow & Arrow 4.900 4.900 - 2003 Revenue Street and Highway 3.250 - 327 2001 G.O. Parks & Rec 4.500 4.500 4.500 4.500 4.650 4.750 2003 Revenue 4th Street 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 - 2006 G.O. Fire, FUTS, Acquatic/Multi 2007 Special Assessment Sawmill 4.250 4.125 4.125 5.000 5.000 5.250 5.250 5.250 4.375 4.500 4.500 4.125 4.125 4.000 3.250 - 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 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 Secondary Gross Less Net Debt to Net Bonded Assessed Bonded Current Bonded Assessed Debt Per Value (2) Debt Portion Debt Value Capita Fiscal Year Population (1) 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 2007 64,200 750,538,367 44,540,000 4,675,000 39,865,000 5% 620.95 (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 2004 30,937,849 46,327,329 4,445,000 685,000 82,395,178 General Obligation Revenue Other Special Assessment Total Bonds Payable 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 2008 44,540,000 13,220,967 24,315,000 19,339,000 101,414,967 120,000,000 100,000,000 80,000,000 Special Assessment Other 60,000,000 Revenue General Obligation 40,000,000 20,000,000 2004 Annual Financial Plan 2005 2006 2007 328 2008 City of Flagstaff City of Flagstaff, Arizona United States Consumer Price Index 10-Year Historical Trend - June Versus June Non-Seasonally Adjusted 1999 June 166.2 Percent Change 2.0% 2000 172.4 3.7% 2001 178.0 3.2% 2002 2003 179.9 2004 183.7 1.1% 2.1% 2005 189.7 3.3% 2006 194.5 2007 202.9 2.5% 208.4 4.3% 2008 218.1 2.7% 4.6% CONSUMER PRICE INDEX 10 YEAR HISTORICAL TREND - JUNE 240.0 220.0 200.0 180.0 160.0 140.0 120.0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2007 2008 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% 1999 2000 2001 2002 2003 2004 2005 2006 Source: Tax, Licensing, and Revenue Division Annual Financial Plan 329 City of Flagstaff Annual Financial Plan 330 City of Flagstaff Appendix A – Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary DIVISION 2004-2005 2005-2006 2006-2007 2007-2008 New Request Adopted 2008-2009 2008-2009 CITY MANAGER City Manager Deputy City Manager Executive Admin Assistant Executive Assistant PIO - Management Assistant Intergovernmental Liaison Total 1 2 1 1 1 0 6 1 2 1 1 1 0 6 1 2 1 1 1 0 6 1 2 1 1 1 0 6 0 0 0 0 0 1 1 1 2 1 1 1 1 7 CITY CLERK City Clerk City Records Technician Deputy City Clerk Executive Admin Assistant Total 1 0 1 1 3 1 0 1 1 3 1 1 1 1 4 1 1 1 1 4 0 0 0 0 0 1 1 1 1 4 CAPITAL IMPROVEMENTS Admin Spclst Capital Improvements Engineer Eng Project Manager I Eng Project Manager II Engineering Techinician IV Intern Project Manager Senior Project Manager Total 1 2 2 3 1 0.5 0 5 14.5 0 2 2 3 1 0.5 0 5 13.5 0 2 2 3 1 0.5 0 5 13.5 0 2 0 0 1 0.5 10 0 13.5 0 0 0 0 0 0 0 0 0 0 2 0 0 1 0.5 10 0 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 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 1 1 0.5 1 1 1 0 0 1 6.5 0 0 0.25 0 0 0 0 0 0 0.25 1 1 0.75 1 1 1 0 0 1 6.75 RISK MANAGEMENT Risk Manager Insurance Claim Specialist Safety/Risk Management Specialist Total 1 0 1 2 1 0 1 2 1 1 1 3 1 1 1 3 0 0 0 0 1 1 1 3 Annual Financial Plan 331 City of Flagstaff Appendix A – Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary DIVISION 2004-2005 2005-2006 2006-2007 2007-2008 New Request Adopted 2008-2009 2008-2009 LAW Admin Asst Admin Spclst Admin Spec Supervisor Asst City Attorney Asst City Attny-Chief Prosecuter Asst City Attorney-Civil I Asst City Attorney-Civil II Asst City Attny-Prosecution City Attorney Deputy City Atorney Executive Assistant/Paralegal Intern Legal Assistant Prosecuter II Senior Ass't City Attorney Total 1 2 0 0 1 2 1 4 1 0 0 0.25 0 0 0 12.25 1 2 0 0 0 0 0 4 1 1 1 0.25 0 0 3 13.25 1 2 0 0 0 0 0 3 1 1 1 0.25 0 1 4 14.25 1 2 1 4 0 0 0 0 1 1 0 0.25 1 0 5 16.25 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 2 1 4 0 0 0 0 1 1 0 0.25 1 0 5 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 Analyst Senior 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 System and Applications Mgr System Administrator Window System Administrator Total 0 0 1 2 1 1 0 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 0 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 0 1 1 1 1 2 1 0 0 0 1 2 1 1 0 0 0 0 0 1 1 16 1 1 0 0 0 1 1 1 0 1 0 2 0 0 0 0 1 2 1 1 0 0 0 1 1 1 0 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 0 1 1 0 0 0 1 1 1 0 1 0 2 0 0 0 0 1 2 1 1 0 0 0 1 1 1 0 16 Annual Financial Plan 332 City of Flagstaff Appendix A – Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary DIVISION 2004-2005 2005-2006 2006-2007 2007-2008 New Request Adopted 2008-2009 2008-2009 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 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 3 1 2 0 0 1 1 1 0 3 0 1 13 0 0 0 3 1 2 0 0 1 1 1 0 3 0 1 13 SALES TAX Account Clerk II Accounts Receivable Specialist Accounts Specialist Admin Assistant Auditor II Collections Specialist Revenue Collector Tax Licensing & Revenue Adm Total 1 0 0 2.5 2 0 2 1 8.5 0 1 0 2.5 2 0 2 1 8.5 0 1 0 2.5 2 0 2 1 8.5 0 1 0 2.5 2 1 1 1 8.5 0 0 0 0 0 0 0 0 0 0 0 1 2.5 2 2 0 1 8.5 LIBRARY - CITY/GRANTS Admin Specialist Librarian Library Assistant I Library Assistant I, Bookmobile Library Assist. I (temp) Library Assistant II Library Cataloging Assistant Library Clerk I Library Clerk I (temp) Library COE Aide Library Director App Support Specialist II Library Inf. Syst. Coord. Library Inf. Tech. Coord. Library Manager Library Page Library Page (temp) Library Staff: Sunday Library Supervisor Network Analyst II Total 1.5 1 13.5 0 2.75 3 1 5.5 2 0.25 1 0 2 0 2 1.5 1 0 2 0 40 1.5 1 13.5 0 2.75 3 1 5.5 2 0.25 1 0 2 0 2 1.5 1 0 2 0 40 1.5 1 14.38 0 2.75 3 1 6.5 2.75 0.25 1 0 2 0 3 2 1 0 1 0 43.13 1.5 2 16.01 0 2.75 3 1 7.38 3.25 0.25 1 0 0 2 3 2 1 0 1 0 47.14 0.13 0 0.75 0.0 0.25 0 0 0 0.5 0 0 1 0 0 0 0 0 3 0 1 6.63 1.63 2 16.76 0 3 3 1 7.38 3.75 0.25 1 1 0 2 3 2 1 3 1 1 53.77 Annual Financial Plan 333 0 0 0 0 0 0 0 0 0 City of Flagstaff Appendix A – Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary DIVISION 2004-2005 2005-2006 2006-2007 2007-2008 New Request Adopted 2008-2009 2008-2009 FINANCE Account Clerk I Account Clerk II Accountant I Accountant II Accounts Payable Specialist Accounts Specialist Finance/Budget Manager Grants Manager Intern Payroll Assistant Payroll Specialist Payroll Supervisor Total 2 0 1 4 1 0 1 1 0 1 1 0 12 2 0 1 4 1 0 1 1 0 1 1 0 12 2 1 1 4 1 0 1 1 0.14 1 0 1 13.14 2 1 1 5 1 0 1 1 0.14 1 0 1 14.14 0 0 0 0 0 0 0 0 0 0 0 0 0 2 1 1 5 0 1 1 1 0.14 1 0 1 14.14 MPO Intern Administrative Assistant Metro Planning Org Manager Multi modal Planner Transportation Planner Total 0.25 0 0 0 1 1.25 0.25 0 1 1 0 2.25 0.25 0.5 1 1 0 2.75 0.38 0.5 1 1 0 2.88 0 0 0 0 0 0 0.38 0.5 1 1 0 2.88 2 1 1 4 1 1 0 2 1 1 0 2 2 1 0 3 0 0 0 0 2 1 0 3 2 0 0 1 1 0 0 0 4 1 0 0 0 1 0 1 2 2 1 0.5 1 1 2 0 1 1 0 1 0 3 5 1 0 0 0 1 0 1 2 2 1 0.5 1 1 2 1 1 0 0 1 1 4 5 0 2 1 1 Transfer 0 0 2 0 0 Transfer Transfer Transfer 0 0 0 0 0 0 0 0 0 0 -1 0 0 0 0 0 0 0 0 0 0 0 2 1 1 0 0 1 1 4 5 0 1 1 1 0 0 0 2 0 0 0 0 0 COMMUNITY DEVELOPMENT ADMIN Admin Spcialist Community Development Dir. Deputy Community Development Dir. Total PLANNING & DEVELOPMENT SERVICES Admin Spclst 1 Advanced Planning Manager 0 Associate Planner Transfer Building & Develp Services Dir Transfer Building and Safety Manager Transfer Building Inspection Section Mgr 0 Building Offical-Proj Rev Sctn Mgr 0 Building Plans Examiner 0 Case Manager 0 City Engineer 1 Code Compliance Officer I 0 Code Compliance Officer II 0 Code Compliance Supervisor 0 Construction Manager 1 Development Review Planner Transfer Development Services Director Transfer Development Services Rep Transfer Engineering Project Manager I Transfer Engineering Project Manager II Transfer Engineering Technician I p-time 0.5 Engineering Technician II 1 Engineering Technician III 1 Annual Financial Plan 334 City of Flagstaff Appendix A – Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary DIVISION 2004-2005 2005-2006 2006-2007 2007-2008 New Request Adopted 2008-2009 2008-2009 PLANNING & DEVELOPMENT SERVICES (cont.) Engineering Technician IV 2 Inspector I 4 Inspector II 1 Inspection Supervisor 1 Material Tech I (temp) 1.5 Materials Tech. I 1 Materials Tech. II 1 Planner Transfer Planning Director 0 Plans Examiner Transfer Private Dev. Eng. 1 Project Mgr. I 2 Project Mgr. II 1 Project Management Admin. 0 Traffic Eng. Mgr. 1 Traffic Projects & R/W Mgr. 1 Transportation Planner 0 Zoning Code Administrator 0 Total 23 1 9 4 1 0.5 2 1 0 0 4 0 0 0 1 0 0 0 0 42 1 9 6 1 0.5 2 1 0 0 1 0 0 0 1 0 0 0 0 46 Transfer 5 4 Transfer Transfer Transfer Transfer 0 1 0 Transfer 0 0 1 0 0 0 1 33 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 -1 0 5 4 0 0 0 0 0 1 0 0 0 0 1 0 0 0 1 32 ENGINEERING Admin Spclst Assistant City Engineer Building & Safety Manager Building & Develp Services Dir City Engineer Community Improvement Director Construction Manager Development Services Rep Engineering Inspector Engineering Project Manager Engineering Technician I p-time Engineering Technician II Engineering Technician III Engineering Technician IV Engineering Tech IV Inspector I Inspector II Inspection Supervisor Intern Material Tech Aide Materials Tech I Materials Tech II Project Manager Traffic Eng. Mgr. Traffic Project Manager II Transportation Intern Plans Examiner Total 1 0 0 0 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0.25 0 5.25 1 0 0 0 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 2 0.25 0 6.25 1 1 0 0 1 0 1 0 0 0 0.5 1 1 1 0 4 2 1 0.5 0.5 2 1 6 1 0 0 0 25.5 0 0 0 0 0 0 0 0 1 1 0 0 1 0 1 0 6 0 0.5 1 1 1 0 0 0 1 0.5 0.5 2 1 6 1 0 0 0 25.5 Annual Financial Plan 1 0 1 1 0 Transfer 0 2 0 0 0 0 0 0 Transfer 5 3 0 0 0 0 0 0 Transfer 0 0 3 16 335 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 City of Flagstaff Appendix A – Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary DIVISION COMMUNITY INVESTMENT Admin Spclst Associate Planner Community Code Administrator Community Code Enf Officer Community Code Officer II Community Code Enf Supervisor Community Housing & Grants Adm Community Housing Manager Community Housing/NeighPlanner Community Investment Director Comm/Neighborhood Planner Community Planner Comm Reinvestment/ED Mgr Current Planner Development Review Planner Housing Manager Housing Planner Housing Project Coordinator Housing and CD Specialist Land Trust Manager Long Range Planner Planner Planning & Community Design Mgr Planning Director Redevelopment Program Mgr. Zoning Enforce. Officer Zoning Code Enf Official Total DOWNTOWN MANGEMENT Downtown Manager Parking Ambassador Park Maintenace Total FIRE Admin Asst Admin Spclst Asst. Fire Chief Asst. Fire Fule Mgr 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 Training Officer FireWise Coordinator Fuel Manager Fuel Management Officer Fuel Mgt. Crew Member Fuel Mgt. Leadworker Fuel Management Technicians Suppport Services Coordinator Total Annual Financial Plan 2004-2005 2005-2006 2006-2007 2007-2008 New Request Adopted 2008-2009 2008-2009 1 3 0 0 0 0 0 0 0 Transfer 0 0 0 1 1 1 1 0 1 0 1 2 0 1 1 1 1 16 2 1 1 0 0 0 0 0 0 1 0 0 0 0 0 1 1 0 1 1 1 0 0 0 1 1 1 13 2 1 1 2 1 1 1 0 0 1 0 1 0 0 0 1 1 0 0 1 1 0 1 0 1 0 0 17 2 0 Transfer Transfer Transfer Transfer 1 1 1 1 1 1 1 0 0 0 0 1 0 1 0 0 1 0 0 0 0 12 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 2 0 0 0 0 0 1 1 1 1 1 1 1 0 0 0 0 1 0 1 0 0 1 0 0 0 0 12 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 0 3 1 4 1 3 1 5 1 1 2 0 1 0 0 3 21 1 21 36 0 2 1 0 0 1 2.75 1 2 0 96.75 1 1 2 0 1 0 0 3 21 1 21 36 0 2 1 1 0 1 2.75 1 2 0 97.75 1 1 2 0 1 0 0 3 21 1 21 39 0 2 1 1 0 1 2.75 1 2 0 100.75 1 1 0 1 0 1 2 4 21 1 21 39 2 3 0 0 1 0 2.75 1 0 0 101.75 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 1 0 1 2 4 21 1 21 39 2 3 0 0 1 0 2.75 1 0 0 101.75 336 City of Flagstaff Appendix A – Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary DIVISION POLICE Admin Asst Admin Asst Records Impound Admin Spclst Admin Spclst Volunteer Coord Animal Control Officer Deputy Police Chief Dispatch Admin Call Taker Emerg Comm Specialist Emerg Comm Speclst - ldwkr Evidence Technician Parking Control Officer Police Chief Police Communications Mgr Police Corporal/Det. Police Emerg Comm Specialist Police Emerg Comm Speclst - ldwkr Police Emerg Comm Speclst Sup. Police Lieutenant Police Officer Police Records Leadworker Police Records Supervisor Police Records Temp/COE Police Sergeant Police Special Serv. Sup Police Support Serv. Mgr. Property Control Coord Total 2004-2005 2005-2006 2006-2007 2007-2008 New Request Adopted 2008-2009 2008-2009 10 0 4 0 2 2 0 22 4 2 1 1 1 17 0 0 0 4 64 1 0 0 11 1 1 1 149 10 0 4 0 2 2 0 25 4 2 1 1 1 17 0 0 0 5 65 1 0 0 12 1 1 1 155 10 0 4 0 2 2 0 25 4 3 1 1 1 18 0 0 0 4 68 1 0 0 12 1 1 1 159 10 0 4 0 2 2 1 0 0 3 1 1 1 18 25 5 0 5 77 1 0 0 12 1 1 2 172 0 2 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 4 0 0 0 0 0 0 0 7 0 0 15 0 2 2 2 0 0 3 1 1 1 18 25 0 5 5 81 0 2 0 12 1 1 2 179 1 Transfer 1 2 1 3 1 5 1 3 1 5 1 0 1 2 0 0 0 0 1 0 1 2 PUBLIC WORKS ADMINISTRATION Admin Spclst Assistant Public Works Director Public Works Director Senior Project Manager Total 1 0 1 1 3 1 0 1 1 3 1 0 1 1 3 1 1 1 1 4 0 0 0 0 0 1 1 1 1 4 PARKS Maintenance Worker - Temps Maintenance Worker Maintenance Worker I Maintenance Worker II Maintenance Worker III Maintenance Worker III Leadworker Parks Supt. Parks Supervisor Total 7 0 6 8 1 1 1 0 24 6.75 0 7 9 1 1 1 0 25.75 6.75 0 8 9 1 1 1 0 26.75 8 0 11 8 2 0 1 1 31 -2.54 0 2 2 0 0 0 0 1.46 5.46 25 0 0 0 0 1 1 32.46 POLICE GRANTS Admin Spclst Police Officer Police Sergeant Total Annual Financial Plan 337 City of Flagstaff Appendix A – Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary DIVISION 2004-2005 2005-2006 2006-2007 2007-2008 New Request Adopted 2008-2009 2008-2009 FLEET SERVICES Buyer Buyer I Fleet Manager Fleet Mgmt. Supt. Fleet Supervisor Mechanic Aide Mechanic I Mechanic II Mechanic III Leadworker Parts Specialist Service Writer Welder Total 0 1 0 1 1 1 2 6 0 0 1 1 14 0 1 0 1 1 1 2 6 0 0 1 1 14 0 1 0 1 1 1 2 6 0 0 1 1 14 1 0 0 1 1 1 2 4 2 1 1 1 15 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1 1 0 1 2 4 2 1 1 1 15 FACILITIES MAINTENANCE Custodian/Attendant Facility Maintenance Manager Facility Maint. Supt. Maintenance Worker Maintenance Worker I Maintenance Worker II Maintenance Worker III Maintenance Worker III - HVAC Maintenance Worker III-Lead Total 1 0 1 0 1 3 2 0 0 8 1 0 1 0 2 3 2 0 0 9 1 1 0 0 2 3 1 1 1 10 1 1 0 0 2 5 2 0 1 12 0 0 0 0 0 0 0 0 0 0 1 1 0 9 0 0 0 0 1 12 RECREATION Admin Asst Admin Spclst Intern Parks & Recreation Manager Parks & Recreation Director Parks Project Manager Recreation Coord. I Recreation Coordinator II Recreation Manager Recreation Supt. Recreation Temporaries Senior Recreation Coordinator Total 0 1 0.25 0 1 0 6.5 2 0 1 20.2 7 38.95 1 1 0.25 1 0 0 6.5 2 0 1 21.03 7 40.78 1 1 0.25 1 0 0 6.5 2 0 1 21.32 8 42.07 2 1 0.25 0 1 0 7.5 2 1 1 45.48 6 67.23 0 0 0 0 0 0 0 0 0 0 0 0 0 2 1 0.25 0 1 0 7.5 2 1 1 45.48 6 67.23 Annual Financial Plan 338 City of Flagstaff Appendix A – Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary DIVISION STREET MAINTENANCE & REPAIRS Admin Spclst Cemetary Caretaker Cemetery Maint. Specialist Equip. Oper. III LDWKR Equip. Opers. various temps Equip. Opers. Snow temps Equipment Operator Equipment Operator I Equipment Operator II Equipment Operator III Intern Leadworker/Training Coord. Maintenance Worker Maint. Wkr. I Maint. Wkr. II Maint. Wkr. III Maint. Wkr. III LDWKR Maint. Worker temp Safety/Training Coordinator Streets Manager Street Superintendent Street Supervisor Supervisor of Operations Traffic Signal Technician Traffic Signal Technician Ass't Transportation and Maint Mgr Total 2004-2005 2005-2006 2006-2007 2007-2008 New Request Adopted 2008-2009 2008-2009 1 0 1 1 5.5 0 0 3 8 3 0 1 0 4 2 2 1 0.75 0 0 1 1 0 1 0 0 36.25 1 0 1 0 5.5 0 0 3 8 3 0 1 0 4 2 2 1 0.75 0 0 1 0 1 1 0 1 36.25 1 0 1 0 5.5 0 0 3 8 3 0 1 0 3 3 2 1 0.75 0 0 1 0 1 1 1 1 37.25 1 0.75 1 1 0 8.06 0 4 8 3 0 0 0 3 3 2 1 0.75 0 0 1 1 0 1 1 Transfer 40.56 0 0 0 0.5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.5 1 0.75 1 1 0 8.06 14 0 0 0 0.5 0 8 0 0 0 1 0.75 1 1 1 0 0 1 1 0 41.06 AIRPORT Admin Spclst Airport Director Airport Manager Airport Operations Supv Airport Service Worker I Airport Service Worker II Equip. Operator II temp Maintenance Wrks I Temp Maintenance Wrks - Snow Total 1 0 1 1 3 3 0.5 0 0 9.5 1 0 1 1 3 3 0.5 0 0 9.5 1 0 1 1 3 3 0.5 0.5 0 10.0 1 0 1 1 4 3 0 0 0.5 10.5 0 0 0 0 0 0 0 0 0 0 1 1 0 1 4 3 0 0 0.5 10.5 ENVIRONMENTAL SERVICES Admin Asst Admin Spclst Admin Spclst Supervisor Bin Maint./Equip. Oper. Bin Maint/Equip. Oper. II Bin Maint. Leadworker Brownfield Operations Brownfield Specialist Brownfield Program Ass't Code Enforcement Aide Conservation Coordinator Conservation Manager Environmental Aide Environmental Assistant Environmental Code Enf Aide Environmental Code Officer Environmental Code Specialist Environ Operations Manager 2 2 0 1 0 0 2 0 0 0 1 0 0 1.5 0 1 0 1 2.5 2 0 2 0 0 0 1 1 0 0 1 0 1.5 0 1 0 1 2.5 2 0 2 0 0 0 1 1 1 0 1 0.6 1.5 0 1 0 1 2.5 1 1 1 0 1 0 1 1 0 0 1 0.6 1.5 1 0 1 0 0.5 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 3 1 1 0 0 1 0 1 1 0 0 1 0.6 1.5 1 0 1 0 Annual Financial Plan 339 0 0 0 0 0 0 City of Flagstaff Appendix A – Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary DIVISION 2004-2005 2005-2006 2006-2007 2007-2008 New Request Adopted 2008-2009 2008-2009 ENVIRONMENTAL SERVICES(Cont.) Environ Program Manager Environmental Program Specialist Environmental Project Manager Environmental Project Specialist Environmental Services Director Environmental Services Mgr Environmental Supervisor Environmental Technician Equipment Operator ES Collection Super ES Equip. Oper I - Temp ES Equip. Oper I ES Equip. Oper. II ES Equip. Oper. III-Commercial ES Equip. Oper. III-Relief Driver ES Equip. Oper. III ES Operations Mgr ES Training & Safety Coord 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 Specialist Sustainability Manager Substainability Coordinator Total 1 1 0 1 1 2 1 1 0 0 1 2 11 8 0 0 0 1 2 1 3 0 1 1.75 0 1 0 0 0 0 52.25 1 1 0 1 1 2 1 1 0 1 1 2 11 9 0 0 0 0 1 1 3 0 1 2 0 1 0 0 0 0 54 1 1 1 1 1 2 0 1 0 2 1 4 11 10 1 0 0 0 1 2 3 0 1 2 0 1 0 0 0 1 62.6 0 1 1 0 0 2 0 1 0 2 1 4 11 0 0 11 1 0 1 2 2 1 1 2 2 0 1 0 1 0 61.6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4 0 0 0 0 0 0 0 0 0 0 0 1 0 0 6.5 0 1 1 0 0 2 0 1 38 2 1 0 0 0 0 0 1 0 0 0 0 1 0 2 2 0 1 1 1 0 68.1 UTILITIES ADMINISTRATION Admin Spclst Assistant Utilities Director GIS System Analyst Plan Reviewer Plant Supervisor Utilities Director Utilities Engineer Utilities Engineering Manager Utilities Program Assistant Utilities Senior Project Manager Water Conservation Manager Water Conservation Enforcement Aide Water Resource Manager Water/Sewer Util. Locator Total 2 1 1 0 1 1 1 0 1 0 1 0.5 0 1 10.5 2 1 1 0 0 1 1 0 1 1 1 0.5 0 1 10.5 2 1 1 0 0 1 1 0 1 1 1 0.5 0 0 9.5 2 0 1 0 0 1 0 1 1 1 1 0.5 1 0 9.5 0 0 0 1 0 0 0 0 0 0 0 0 0 0 1 2 0 1 1 0 1 0 1 1 1 1 0.5 1 0 10.5 Annual Financial Plan 340 City of Flagstaff Appendix A – Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary DIVISION 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 Operations MSW Laboratory MSW Maintenance Operations Specialist Plant Operator Plant Supervisor Water Production Manager Water Treat/Prod Chf Operator Total CUSTOMER SERVICE Admin Asst Admin Spclst Customer Srvc Manager Meter Reader Meter Reader Supervisor Total WATER DISTRIBUTION SYSTEM Field Services Manager Field Services Supervisor Maintenance Worker - Temp Maintenance Worker I 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 MSW- Water Services Tech Water Services Specialist Water Services Tech Total Annual Financial Plan 2004-2005 2005-2006 2006-2007 2007-2008 New Request Adopted 2008-2009 2008-2009 1 0 1 0 1 0 1 2 1 0 0 0 0 3 1 0 1 12 1 0 1 0 1 0 1 2 1 0 0 0 0 3 0 1 1 12 1 0 1 0 1 0 1 2 1 0 0 0 0 3 0 1 1 12 0 1 0 1 0 1 1 0 0 3 1 3 1 0 0 1 0 13 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1 0 1 1 0 0 3 1 3 1 0 0 1 0 13 2.5 2 1 4 1 10.5 2.5 2 1 4 1 10.5 2.5 2 1 4 1 10.5 2.75 2 1 4 1 10.75 0 0 0 0 0 0 2.75 2 1 4 1 10.75 0 0 1 1 1 1 10 0 14 0 1 1 1 0 1 10 0 14 0 1 1 1 0 1 12 1 17 1 0 1 1 0 1 12 1 17 0 0 0 0 0 0 0 0 0 1 0 1 1 0 1 12 1 17 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 1.5 7 4 0 0 1 13.5 0 0 0 0 0 0 0 1.5 7 4 0 0 1 13.5 0 1 6 7 0 1 8 9 0 1 8 9 8 1 0 9 0 0 0 0 8 1 0 9 341 City of Flagstaff Appendix A – Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary DIVISION New Request Adopted 2008-2009 2008-2009 2006-2007 2007-2008 0 2 1 3 0.5 2 1 3.5 0.5 2 1 3.5 0.5 0 0 0.5 1 2 1 4 0 0 1 3 4 0 0 1 3 4 1 2 1 0 4 0 0 0 0 0 1 2 1 0 4 10 2.25 0 1 1 1 1 0 0 1 2 0 0 1.75 1 2 0 0.5 2 26.5 9 3.25 0 1 1 1 1 0 0 1 2 0 0 1.75 1 2 0 0.5 2 26.5 9 3.25 0 1 1 1 1 0 0 1 2 0 0 1.75 1 2 0 0.5 2 26.5 0 0 0 1 2 1 1 8 1.63 1 3 1 0.5 1.75 1 0 2 0.75 2 27.63 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 1 2 0 0 2 1 0 1 1 9 1.63 1 3 1 0.5 1.75 1 0 2 0.75 3 29.63 BEAUTIFICATION Urban Design Planner Total 1 1 1 1 0 0 0 0 0 0 0 0 ECONOMIC DEVELOPMENT Business Attraction Manager Business Retention & Expansion Mgr Total 0 0 0 0 0 0 0 0 0 1 1 2 0 0 0 1 1 2 TOURISM Admin Spclst CVB Director Marketing Assistant Marketing Manager Publications Assistant Publication Specialist Public Relations Assistant Public Relations Associate Public Relations Manager Sales Associate Sales Marketing & Associate Sales Manager Sales & Marketing Manager Total 1 1 1 0 0 0 1 0 1 0 2 0 1 8 1 1 1 0 1 0 0 0 1 0 2 0 1 8 1 1 1 0 1 1 0 0 1 0 2 0 1 9 1 1 0 1 1 1 1 0 1 2 0 1 0 10 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 1 1 1 0 1 1 2 0 1 0 10 WASTEWATER MONITORING Asministrative Specialist Industrial Waste Inspector Industrial Waste Supervisor Total 2004-2005 2005-2006 0 2 1 3 RECLAIMED WASTEWATER TREATMENT PLANT Maintenance Specialist 0 MSW - Plant Tech 0 Plant Specialist 1 Plant Tech Multi-Skilled Wrk 3 Total 4 CITY COURT Admin Asst Admin Spclst Collection Specialist Court Administrator Court Collection Specialist Court Info Systems Spec Court Interpreter Court Judicial Specialist Court Services Super Court Training Specialist Deputy Court Administrator Executive Admin Asst (Judicial) Jury Services Specialist Magistrate Presiding Magistrate Probation Officer Probation Service Officer Pro-Tem Magistrate Warrant Officer Total Annual Financial Plan 342 City of Flagstaff Appendix A – Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary DIVISION TOURISM-VISITOR CENTER Admin Asst Admin Spclst Visitor Center Supervisor Total STORMWATER Floodplain Inspector Intern Project Manager I Project Manager II Stormwater Manager Stormwater Program Manager Stormwater Service Analyst Total GRAND TOTALS Annual Financial Plan 2004-2005 2005-2006 2006-2007 2007-2008 New Request Adopted 2008-2009 2008-2009 3.25 1.5 1 5.75 3.25 1.5 1 5.75 4.25 1.5 1 6.75 4.25 1.5 1 6.75 0 0 0 0 4.25 1.5 1 6.75 0 0 2 1 1 0 1 5 1 0.5 2 1 1 0 1 6.5 1 0.5 2 1 1 0 1 6.5 1 0.5 3 0 0 1 1 6.5 0 0 0 0 0 0 0 0 1 0.5 3 0 0 1 1 6.5 743.45 768.03 811.69 876.18 29.84 906.02 343 City of Flagstaff Annual Financial Plan 10600 10634 10601 10602 10627 10636 10637 10632 10635 10609 10638 10630 10614 6 B-2-2 5 B-2-1 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 Environmental Aide Env Code Enforcement Aide GIS Technician IT Services Specialist Materials Tech I Parts Specialist Rec Coordinator II Service Writer Acct Clrk I Cemetery Caretaker Dispatch Call Taker Engineering Tech (p/t) Meter Reader Parking Control Officer Property Control Coord Recreation Coord I Library Assistant I 10421 10423 10422 10400 10416 10407 10410 10419 10500 4 A-1-3 N N N N N N N N N N Library Clerk I 10302 3 A-1-2 N Library Page N 10100 Position Title 2 A-1-1 1 A-1-0 Range Pos # 14.2723 1141.78 2473.87 29686.38 14.7102 1176.82 2549.77 30597.22 9.4213 753.70 1633.03 19596.30 10.8586 868.69 1882.16 22585.89 11.7906 943.25 2043.70 24524.45 13.5985 1087.88 2357.07 28284.88 Min Step 1 14.8226 1185.81 2569.25 30831.01 15.2829 1222.63 2649.04 31788.43 9.8368 786.94 1705.05 20460.54 11.3190 905.52 1961.96 23543.52 12.3072 984.58 2133.25 25598.98 14.1937 1135.50 2460.24 29522.90 Step 2 15.3615 1228.92 2662.66 31951.92 15.8332 1266.66 2744.42 32933.06 10.2298 818.38 1773.17 21277.98 11.7906 943.25 2043.70 24524.45 12.8350 1026.80 2224.73 26696.80 14.8000 1184.00 2565.33 30784.00 Step 3 15.9005 1272.04 2756.09 33073.04 16.4058 1312.46 2843.67 34124.06 10.6453 851.62 1845.19 22142.22 12.2623 980.98 2125.47 25505.58 13.3627 1069.02 2316.20 27794.42 15.3840 1230.72 2666.56 31998.72 Step 4 16.4732 1317.86 2855.35 34264.26 16.9673 1357.38 2941.00 35291.98 11.0495 883.96 1915.25 22982.96 12.7339 1018.71 2207.21 26486.51 13.8792 1110.34 2405.73 28868.74 16.0016 1280.13 2773.61 33283.33 17.0122 1360.98 2948.78 35385.38 17.5175 1401.40 3036.37 36436.40 11.4650 917.20 1987.27 23847.20 13.2168 1057.34 2290.91 27490.94 14.4183 1153.46 2499.17 29990.06 16.5855 1326.84 2874.82 34497.84 17.5512 1404.10 3042.21 36506.50 18.0902 1447.22 3135.63 37627.62 11.8692 949.54 2057.33 24687.94 13.6883 1095.06 2372.64 28471.66 14.9348 1194.78 2588.70 31064.38 17.1806 1374.45 2977.97 35735.65 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 Step 8 18.1126 1449.01 3139.52 37674.21 18.6405 1491.24 3231.02 38772.24 12.2735 981.88 2127.41 25528.88 14.1600 1132.80 2454.40 29452.80 15.4626 1237.01 2680.18 32162.21 17.7870 1422.96 3083.08 36996.96 2008-2009 City of Flagstaff Pay Plan 2080 Hours 18.6517 1492.14 3232.96 38795.54 19.1907 1535.26 3326.39 39916.66 12.7227 1017.82 2205.27 26463.22 14.6429 1171.43 2538.10 30457.23 15.9230 1273.84 2759.99 33119.84 18.3485 1467.88 3180.41 38164.88 Step 9 19.1907 1535.26 3326.39 39916.66 19.7746 1581.97 3427.60 41131.17 19.6960 1575.68 3413.97 40967.68 20.3136 1625.09 3521.02 42252.29 Step 10 Step 11 Step 12 Step 13 Appendix B – City of Flagstaff Pay Plan 344 City of Flagstaff Annual Financial Plan 108 8 B-2-4 107 7 B-2-3 10849 10846 10827 10839 10845 10819 10848 10831 10826 10836 10805 10820 10842 10814 10812 10810 10843 10807 10808 10837 10809 10850 10841 10838 10829 10847 10840 10803 20801 10741 10748 10742 10735 10714 10731 10739 10705 10740 10738 10709 10700 10734 10725 10747 10717 10713 10746 10743 10702 Range Pos # N N N N N N N N N N N N N N N N N N N N N N N N N N N N E N N N N N N N N N N N N N N N N N N N N E Accounts Specialist Application Support Specialist I Buyer Cemetery Maint Specialist City Records Technician Code Compliance Officer I Collections Specialist Court Interpreter Database Analyst I (Series) Deputy City Clerk Engineering Tech IV Environmental Tech Floodplain Inspector GIS Specialist Industrial Waste Insp Inspector I Legal Assistant Library Assistant II Mechanic II Meter Reader Supervisor Probation Service Officer Public Relations Associate Publications Specialist Sales Associate Sr Recreation Coordinator System Administrator Utilities Program Assistant Welder Executive Asst Airport Service Worker II Bin Maint Leadworker Brownfield Program Assistant Court Collection Specialist Development Svs Rep Engineering Tech III Environmental Assistant Evidence Tech Executive Admin Asst Firefighter Fuel Mgt Tech Library Cataloging Asst Mechanic I Payroll Assistant Police Emerg Comm Spec Publications Assistant Program Assistant Revenue Collector Traffic Signal Technician Asst Warehouse Technician Water/Sewer Utility Locator Position Title 345 18.8875 1511.00 3273.83 39286.00 16.0914 1287.31 2789.18 33470.11 18.8875 1511.00 3273.83 39286.00 16.0914 1287.31 2789.18 33470.11 Min Step 1 19.5949 1567.59 3396.45 40757.39 16.7090 1336.72 2896.23 34754.72 Step 2 20.3136 1625.09 3521.02 42252.29 17.3154 1385.23 3001.34 36016.03 Step 3 21.0210 1681.68 3643.64 43723.68 17.9217 1433.74 3106.43 37277.14 Step 4 21.7396 1739.17 3768.20 45218.37 18.5506 1484.05 3215.44 38585.25 22.6605 1812.84 3927.82 47133.84 19.3142 1545.14 3347.79 40173.54 22.4471 1795.77 3890.83 46689.97 19.1458 1531.66 3318.61 39823.26 23.1658 1853.26 4015.41 48184.86 19.7746 1581.97 3427.60 41131.17 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 Step 8 23.8845 1910.76 4139.98 49679.76 20.3698 1629.58 3530.77 42369.18 2008-2009 City of Flagstaff Pay Plan 2080 Hours 24.5919 1967.35 4262.60 51151.15 20.9873 1678.98 3637.80 43653.58 Step 9 25.3106 2024.85 4387.17 52646.05 21.6049 1728.39 3744.85 44938.19 26.4335 2114.68 4581.81 54981.68 22.5369 1802.95 3906.40 46876.75 26.0629 2085.03 4517.57 54210.83 22.2113 1776.90 3849.96 46199.50 Step 10 Step 11 Step 12 Step 13 Appendix B – City of Flagstaff Pay Plan City of Flagstaff Annual Financial Plan 346 111 11 B-3-2 110 10 B-3-1 11105 11100 11104 11108 21108 21107 11021 11015 11020 11023 11014 11019 11017 11016 11011 11018 11022 11003 11012 11013 11002 11004 11008 11022 11024 21002 10 B-2-6 109 10909 10946 10937 10944 10939 10923 10920 10950 10945 10936 10907 10924 10941 10925 10900 10942 10948 10938 10947 10934 10909 10903 10933 10949 10929 10916 20903 9 B-2-5 Range Pos # 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 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 E Assistant Fire Fuel Manager Police Corporal/Detective Inspection Supervisor Parks Supervisor Police Spec Services Supervisor Visitor Center Supervisor Associate Planner Building Plans Examiner Court IS Coordinator Engineering Inspector Payroll Supervisor Recreation Manager Senior Procurement Specialist Administrative Specialist Supervisor Airport Operations Supervisor Court Services Supervisor Development Svs Supervisor Equip Oper III Ldwkr Env Svcs Collection Supervisor IT Services Supervisor Ldwkr/Training Coord Maint Worker III Ldwkr Materials Tech II Police Emerg Comm Spec Ldwkr Police Records Ldwkr Library Supervisor Accountant I Application Support Specialist II Brownfield Specialist Code Compliance Officer II Community Firewise Coordinator Court Training Specialist Database Analyst II (Series) Engineering Tech Leadworker Environmental Code Specialist Environmental Program Specialist Fire Inspector II Fuel Management Leadworker HR Benefits Specialist HR Recruitment Specialist Inspector II Insurance Claims Specialist Jury Services Specialist Landfill EOIII Leadworker Mechanic III Leadworker Network Administrator Police Caseworker Police Officer Safety/Risk Mgt Specialist Safety/Training Coordinator Traffic Signal Technician Warrants Officer Librarian Position Title 20.7964 1663.71 3604.71 43256.51 23.1771 1854.17 4017.36 48208.37 22.7952 1823.62 3951.17 47414.02 20.9649 1677.19 3633.92 43606.99 20.0216 1601.73 3470.41 41644.93 20.9649 1677.19 3633.92 43606.99 20.0216 1601.73 3470.41 41644.93 Min Step 1 24.0529 1924.23 4169.17 50030.03 21.7622 1740.98 3772.11 45265.38 21.7622 1740.98 3772.11 45265.38 20.7852 1662.82 3602.77 43233.22 Step 2 24.9512 1996.10 4324.87 51898.50 22.5819 1806.55 3914.20 46970.35 22.5819 1806.55 3914.20 46970.35 21.5488 1723.90 3735.13 44821.50 Step 3 25.8271 2066.17 4476.70 53720.37 23.3792 1870.34 4052.39 48628.74 23.3792 1870.34 4052.39 48628.74 22.3236 1785.89 3869.42 46433.09 Step 4 26.7030 2136.24 4628.52 55542.24 24.1877 1935.02 4192.53 50310.42 24.1877 1935.02 4192.53 50310.42 23.0872 1846.98 4001.78 48021.38 25.2657 2021.26 4379.39 52552.66 27.5789 2206.31 4780.34 57364.11 27.7024 2216.19 4801.75 57620.99 24.9850 1998.80 4330.73 51968.80 24.0248 1921.98 4164.30 49971.58 24.9850 1998.80 4330.73 51968.80 23.8507 1908.06 4134.12 49609.46 28.4659 2277.27 4934.09 59209.07 25.7822 2062.58 4468.91 53626.98 25.7822 2062.58 4468.91 53626.98 24.6144 1969.15 4266.50 51197.95 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 Step 8 29.3306 2346.45 5083.97 61007.65 26.5907 2127.26 4609.05 55308.66 26.5907 2127.26 4609.05 55308.66 25.3892 2031.14 4400.79 52809.54 2008-2009 City of Flagstaff Pay Plan 2080 Hours 30.2290 2418.32 5239.69 62876.32 27.3880 2191.04 4747.25 56967.04 27.3880 2191.04 4747.25 56967.04 26.1527 2092.22 4533.13 54397.62 Step 9 31.1049 2488.39 5391.52 64698.19 28.2077 2256.62 4889.33 58672.02 28.2077 2256.62 4889.33 58672.02 26.9051 2152.41 4663.55 55962.61 29.7349 2378.79 5154.05 61848.59 31.9920 2559.36 5545.28 66543.36 32.6096 2608.77 5652.33 67827.97 28.9264 2314.11 5013.91 60166.91 28.0280 2242.24 4858.19 58298.24 28.9264 2314.11 5013.91 60166.91 27.6238 2209.90 4788.13 57457.50 Step 10 Step 11 Step 12 Step 13 Appendix B – City of Flagstaff Pay Plan City of Flagstaff Annual Financial Plan 347 113 13 C-4-2 21340 21343 21344 21320 21339 21337 21319 21326 21328 21347 21321 21341 21335 21332 21333 21338 21324 21346 21342 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 112 21246 21245 21253 21252 21257 21248 21243 21234 21261 21263 21258 21241 21260 21225 21201 21203 21207 21236 21231 21240 21259 21249 21237 21255 21262 21238 11301 N 12 C-4-1 Range Pos # Building Inspection Section Mgr Business Attraction Manager Business Retentn & Expansn Mgr Client Service Administrator City Clerk Comm & Nbrhood Planner Comm Hsng & Nbrhood Planner Construction Manager Customer Service Manager Environmental Services Manager GIS Manager Grants Manager HR Manager Land Trust Program Manager Multi Modal Transportation Planner Mgt Asst-PIO Real Estate Manager Streets Manager Systems & Applications Mgr Accountant II Auditor II Code Compliance Supervisor Comm Hsng & Grants Administr Community Planner I Conservation Manager Database Analyst III Deputy Court Administrator Environ Program Manager Fleet Manager GIS Analyst Senior GIS Systems Analyst Housing Project Coordinator Human Resources Analyst Industrial Waste Supv Library Info Sys Coord Library Manager Marketing Manager Network Analyst II Public Relations Manager Sales Manager Senior Network Administrator Stormwater Services Analyst Sustainability Manager Utilities Plan Reviewer Water Conservation Manager Police Sergeant Position Title 26.2538 2100.30 4550.66 54607.90 25.9169 2073.35 4492.26 53907.15 24.1203 1929.62 4180.85 50170.22 23.8059 1904.47 4126.36 49516.27 Min Step 1 27.1409 2171.27 4704.42 56453.07 24.9512 1996.10 4324.87 51898.50 Step 2 28.0392 2243.14 4860.13 58321.54 25.7710 2061.68 4466.97 53603.68 Step 3 28.9264 2314.11 5013.91 60166.91 26.6019 2128.15 4611.00 55331.95 Step 4 29.8359 2386.87 5171.56 62058.67 27.4329 2194.63 4755.04 57060.43 30.7118 2456.94 5323.38 63880.54 28.2638 2261.10 4899.06 58788.70 31.6102 2528.82 5479.10 65749.22 31.7393 2539.14 5501.47 66017.64 29.0836 2326.69 5041.16 60493.89 29.1566 2332.53 5053.82 60645.73 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 Step 8 32.4973 2599.78 5632.87 67594.38 29.9146 2393.17 5185.20 62222.37 2008-2009 City of Flagstaff Pay Plan 2080 Hours 33.4069 2672.55 5790.53 69486.35 30.7455 2459.64 5329.22 63950.64 Step 9 34.2827 2742.62 5942.33 71308.02 31.5764 2526.11 5473.24 65678.91 35.1810 2814.48 6098.04 73176.48 32.3962 2591.70 5615.34 67384.10 36.0681 2885.45 6251.80 75021.65 33.2272 2658.18 5759.38 69112.58 37.0113 2960.90 6415.29 76983.50 37.5616 3004.93 6510.68 78128.13 33.9907 2719.26 5891.72 70700.66 34.5073 2760.58 5981.27 71775.18 Step 10 Step 11 Step 12 Step 13 Appendix B – City of Flagstaff Pay Plan City of Flagstaff Annual Financial Plan 348 17 D-6-1 117 16 C-5-2 116 115 15 C-5-1 21524 21502 21517 21522 21513 21514 21518 21521 21503 21519 21512 21520 21500 21525 21526 21602 21607 21614 21610 21723 21720 21722 21714 21712 21718 21716 21701 15300 21719 21721 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 N 114 21433 21429 21425 21410 21420 21434 21419 21412 21435 21428 21409 21414 21431 21423 21426 21424 21432 N 14 C-4-3 Range Pos # Assistant City Engineer Building Official - Proj Rev Sctn Mg Community Housing Manager Comm Reinvest & Eco Dev Mgr Fire Battalion Chief (40) Fire Battalion Chief (56) Metropolitan Planning Org Mgr Planning & Community Design Mgr Police Lieutenant Project Management Admin Stormwater Program Mgr Sustainability and Environ Mgr Tax License/Revenue Adm Utilities Engineering Manager Water Resources Manager Capital Imp Engineer Convention/Visitor Bureau Dir Environ Services Operations Mgr Finance/Budget Manager Airport Director Assistant Public Works Director City Engineer Community Investment Director Court Administrator Human Resources Director IT Director Library Director Magistrate (appointed) Parks and Recreation Director Planning Director Purchasing Director Advanced Planning Manager Facilities Mainenance Supt Field Service Manager Fleet Management Supt Fuel Manager Parks Superintendent Police Communications Manager Police Support Svc Manager Recreation Superintendent Risk Manager Streets Superintendent Traffic Engineering Mgr Urban Design Planner Utilities Sr. Project Manager Wastewater Treatment Mgr Water Production Manager Zoning Code Administrator Position Title 35.1810 2814.48 6098.04 73176.48 33.9458 2715.66 5883.94 70607.26 36.2927 2903.42 6290.73 75488.82 34.9564 2796.51 6059.11 72709.31 37.3931 2991.45 6481.47 77777.65 37.3202 2985.62 6468.84 77626.02 35.9895 2879.16 6238.18 74858.16 36.1075 2888.60 6258.63 75103.50 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 90775.78 34.0805 2726.44 5907.29 70887.44 32.9240 2633.92 5706.83 68481.92 Step 4 72312.24 32.9688 2637.50 5714.59 68575.10 31.9021 2552.17 5529.70 66356.37 Step 3 39.9871 3198.97 6931.10 83173.17 43.6422 3491.38 7564.65 31.8684 2549.47 5523.86 66286.27 30.8802 2470.42 5352.57 64230.82 Step 2 32.2502 2580.02 5590.03 67080.42 34.7655 2781.24 6026.02 30.7567 2460.54 5331.16 63973.94 30.0942 2407.54 5216.33 62595.94 29.8696 2389.57 5177.40 62128.77 29.4766 2358.13 5109.28 61311.33 Min Step 1 Step 8 38.4936 3079.49 6672.22 80066.69 37.0001 2960.01 6413.35 76960.21 2008-2009 City of Flagstaff Pay Plan 2080 Hours 39.6053 3168.42 6864.92 82379.02 38.0220 3041.76 6590.48 79085.76 Step 9 40.7170 3257.36 7057.61 84691.36 39.0439 3123.51 6767.61 81211.31 41.8062 3344.50 7246.41 86956.90 40.0657 3205.26 6944.72 83336.66 42.9179 3433.43 7439.10 89269.23 41.0763 3286.10 7119.89 85438.70 109239.31 47.7240 3817.92 8272.16 99265.92 52.5189 4201.51 9103.28 43.9959 3519.67 7625.96 91511.47 44.5462 3563.70 7721.34 92656.10 42.1094 3368.75 7298.96 87587.55 42.7383 3419.06 7407.97 88895.66 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 22 E-8-2 122 Community Dev Director Fire Chief Management Svcs Director Police Chief Public Works Director Utilities Director City Attorney Deputy City Manager Presiding Magistrate (appointed) Deputy City Attorney Deputy Fire Chief Deputy Police Chief Position Title E City Manager E E E E E E E E 22103 22101 22106 22100 22102 22105 22200 22201 21 E-8-1 121 E E E E E E 15200 21804 21805 21801 20 D-7-1 120 118 19 D-6-3 119 18 D-6-2 Range Pos # 47.4208 3793.66 8219.61 98635.26 55.2812 4422.50 9582.07 114984.90 36.2927 2903.42 6290.73 75488.82 37.7750 3022.00 6547.67 78572.00 40.6047 3248.38 7038.15 84457.78 42.8618 3428.94 7429.38 89152.54 Min Step 1 Step 2 Step 3 Step 4 60.9408 4875.26 10563.07 126756.76 71.8612 5748.90 12455.93 149471.20 45.5399 3643.20 7893.58 94723.00 47.4153 3793.22 8218.65 98623.72 51.5757 4126.06 8939.78 107277.36 55.0736 4405.88 9546.09 114552.98 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 2008-2009 City of Flagstaff Pay Plan 2080 Hours Step 8 Step 9 74.4607 5956.86 12906.52 154878.26 88.4411 7075.29 15329.79 183957.49 54.7871 4382.97 9496.43 113957.17 57.0555 4564.44 9889.62 118675.44 62.5466 5003.73 10841.41 130096.93 67.2853 5382.82 11662.79 139953.42 Step 10 Step 11 Step 12 Step 13 Appendix B – City of Flagstaff Pay Plan 349 City of Flagstaff Annual Financial Plan 1.01 10813 N Firefighter 10905 N Fire Engineer 11300 N Fire Captain 9 B-2-5 209 13 C-4-2 213 Position Title 8 B-2-4 208 Range Pos # 13.4911 1511.00 3273.84 39286.08 14.3012 1601.73 3470.42 41645.09 18.7528 2100.31 4550.68 54608.15 Min Step 1 13.9964 1567.60 3396.46 40757.52 14.8466 1662.82 3602.77 43233.30 19.3863 2171.27 4704.41 56452.91 Step 2 14.5098 1625.10 3521.04 42252.54 15.3920 1723.90 3735.13 44821.50 20.0280 2243.14 4860.13 58321.54 Step 3 15.0151 1681.69 3643.66 43723.97 15.9455 1785.90 3869.44 46433.30 20.6617 2314.11 5013.91 60166.87 Step 4 15.5283 1739.17 3768.20 45218.41 16.4909 1846.98 4001.79 48021.50 21.3114 2386.88 5171.57 62058.80 16.0336 1795.76 3890.82 46689.84 17.0363 1908.07 4134.14 49609.71 21.9370 2456.94 5323.38 63880.54 16.5469 1853.25 4015.38 48184.57 17.5817 1969.15 4266.49 51197.91 22.5787 2528.81 5479.10 65749.17 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 17.0603 1910.75 4139.97 49679.59 18.1352 2031.14 4400.81 52809.70 23.2123 2599.78 5632.85 67594.22 Step 8 2008-2009 City of Flagstaff Pay Plan 2912 Hours 17.5656 1967.35 4262.59 51151.03 18.6806 2092.23 4533.16 54397.91 23.8621 2672.56 5790.54 69486.44 Step 9 18.0790 2024.85 4387.17 52646.05 19.2179 2152.40 4663.54 55962.52 24.4877 2742.62 5942.35 71308.18 Step 10 18.6164 2085.04 4517.58 54210.96 19.7313 2209.91 4788.13 57457.55 25.1293 2814.48 6098.04 73176.52 Step 11 25.7630 2885.46 6251.82 75021.86 Step 12 26.4366 2960.90 6415.28 76983.38 Step 13 Appendix B – City of Flagstaff Pay Plan 350 City of Flagstaff Annual Financial Plan 10905 10903 9 B-2-5 9 B-2-5 Range Pos # N Police Officer N Fire Engineer 15.0163 1681.82 3643.94 43727.34 21.0227 1681.82 3643.93 43727.18 Min Position Title Step 1 15.5889 1745.96 3782.91 45394.97 21.8245 1745.96 3782.91 45394.88 Step 2 16.1616 1810.10 3921.89 47062.58 22.6262 1810.10 3921.89 47062.58 Step 3 16.7428 1875.20 4062.91 48754.97 23.4398 1875.18 4062.89 48754.74 Step 4 17.3154 1939.33 4201.88 50422.58 24.2416 1939.33 4201.87 50422.45 17.8881 2003.47 4340.85 52090.20 25.0432 2003.46 4340.83 52089.93 18.4608 2067.61 4479.81 53757.81 25.8451 2067.61 4479.83 53757.85 19.0420 2132.70 4620.85 55450.19 26.6587 2132.70 4620.83 55450.02 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 Step 8 19.6146 2196.84 4759.82 57117.81 27.4603 2196.83 4759.79 57117.50 Step 9 2008-2009 City of Flagstaff Pay Plan 5% Add Pay 20.1788 2260.02 4896.72 58760.65 28.2504 2260.03 4896.73 58760.74 20.7179 2320.41 5027.54 60330.43 29.0050 2320.40 5027.54 60330.38 Max Step 10 Step 11 Step 12 Step 13 Appendix B – City of Flagstaff Pay Plan 351 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 2818.38 33820.59 2549.77 30597.22 1300.79 16.0989 14.5646 1176.82 16.2599 14.7102 2 (LI#2) 33820.59 30597.22 1 (L1#1) 1300.79 2818.38 1176.82 16.0989 14.5646 2549.77 16.2599 2 (LI#2) 14.7102 1 (L1#1) 37674.21 3139.52 1449.01 17.9333 18.1126 3 (LI#3) 37674.21 3139.52 1449.01 17.9333 18.1126 3 (LI#3) 41528.24 3460.69 1597.24 19.7678 19.9655 4 (LII#1) 41528.24 3460.69 1597.24 19.7678 19.9655 4 (LII#1) 2008-2009 City of Flagstaff Pay Plan Skill Based Pay 46036.02 3836.33 1770.62 21.9136 22.1327 5 (LII#2) 46036.02 3836.33 1770.62 21.9136 22.1327 5 (LII#2) 51197.95 4266.50 1969.15 24.3707 24.6144 6 (LII#3) 51197.95 4266.50 1969.15 24.3707 24.6144 6 (LII#3) 57457.50 4788.13 2209.90 27.3503 27.6238 7 (Max) 57457.50 4788.13 2209.90 27.3503 27.6238 7 (Max) Appendix B – City of Flagstaff Pay Plan 352 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 10.75 868.69 1882.16 22585.89 Step 1 10.75 868.69 1882.16 22585.89 Step 1 10.8586 868.69 1882.16 22585.89 353 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 Step 15 11.28 11.81 12.34 12.87 13.40 14.0686 14.6036 15.1385 15.6735 16.2085 16.7435 17.2785 17.8135 18.3485 911.49 954.29 997.09 1039.89 1082.69 1125.49 1168.29 1211.08 1253.88 1296.68 1339.48 1382.28 1425.08 1467.88 1974.89 2067.62 2160.36 2253.09 2345.82 2438.56 2531.29 2624.01 2716.74 2809.47 2902.21 2994.94 3087.67 3180.41 23698.69 24811.49 25924.29 27037.09 28149.89 29262.69 30375.49 31488.08 32600.88 33713.68 34826.48 35939.28 37052.08 38164.88 Zone 3 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 Step 15 11.28 11.81 12.4636 12.9986 13.5336 14.0686 14.6036 15.1385 15.6735 16.2085 16.7435 17.11 17.64 18.17 911.49 954.29 997.09 1039.89 1082.69 1125.49 1168.29 1211.08 1253.88 1296.68 1339.48 1382.28 1425.08 1467.88 1974.89 2067.62 2160.36 2253.09 2345.82 2438.56 2531.29 2624.01 2716.74 2809.47 2902.21 2994.94 3087.67 3180.41 23698.69 24811.49 25924.29 27037.09 28149.89 29262.69 30375.49 31488.08 32600.88 33713.68 34826.48 35939.28 37052.08 38164.88 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 Step 15 11.3936 11.9286 12.4636 12.9986 13.5336 14.0686 14.6036 15.1385 15.52 16.05 16.58 17.11 17.64 18.17 911.49 954.29 997.09 1039.89 1082.69 1125.49 1168.29 1211.08 1253.88 1296.68 1339.48 1382.28 1425.08 1467.88 1974.89 2067.62 2160.36 2253.09 2345.82 2438.56 2531.29 2624.01 2716.74 2809.47 2902.21 2994.94 3087.67 3180.41 23698.69 24811.49 25924.29 27037.09 28149.89 29262.69 30375.49 31488.08 32600.88 33713.68 34826.48 35939.28 37052.08 38164.88 Zone 1 2008-2009 City of Flagstaff Pay Plan Broad Banding Administrative Assistant Appendix B – City of Flagstaff Pay Plan City of Flagstaff Annual Financial Plan Pos # Position Title 80203 N Admin Specialist 80803 N Court Judicial Specialist Pos # Position Title 80202 N Admin Specialist 80802 N Court Judicial Specialist Band B22 Band B23 Pos # Position Title 80201 N Admin Specialist 80801 N Court Judicial Specialist Band B21 Step 1 14.13 1141.78 2473.87 29686.38 Step 1 14.13 1141.78 2473.87 29686.38 Step 1 14.2723 1141.78 2473.87 29686.38 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 Step 15 14.69 15.25 15.82 16.38 16.94 17.6747 18.2418 18.8089 19.3759 19.9431 20.5101 21.0772 21.6442 22.2113 1187.15 1232.51 1277.89 1323.25 1368.62 1413.98 1459.34 1504.71 1550.07 1595.45 1640.81 1686.18 1731.54 1776.90 2572.16 2670.44 2768.76 2867.04 2965.33 3063.61 3161.91 3260.21 3358.49 3456.80 3555.08 3653.38 3751.66 3849.96 30865.95 32045.31 33225.09 34404.45 35584.02 36763.38 37942.94 39122.51 40301.87 41481.65 42661.01 43840.58 45019.94 46199.50 Zone 3 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 14.69 15.25 15.9736 16.5406 17.1077 17.6747 18.2418 18.8089 19.3759 19.9431 20.5101 20.87 1187.15 1232.51 1277.89 1323.25 1368.62 1413.98 1459.34 1504.71 1550.07 1595.45 1640.81 1686.18 2572.16 2670.44 2768.76 2867.04 2965.33 3063.61 3161.91 3260.21 3358.49 3456.80 3555.08 3653.38 30865.95 32045.31 33225.09 34404.45 35584.02 36763.38 37942.94 39122.51 40301.87 41481.65 42661.01 43840.58 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 14.8394 15.4064 15.9736 16.5406 17.1077 17.6747 18.2418 18.8089 19.18 19.75 20.31 20.87 1187.15 1232.51 1277.89 1323.25 1368.62 1413.98 1459.34 1504.71 1550.07 1595.45 1640.81 1686.18 2572.16 2670.44 2768.76 2867.04 2965.33 3063.61 3161.91 3260.21 3358.49 3456.80 3555.08 3653.38 30865.95 32045.31 33225.09 34404.45 35584.02 36763.38 37942.94 39122.51 40301.87 41481.65 42661.01 43840.58 Zone 1 2008-2009 City of Flagstaff Pay Plan Broad Banding Administrative Specialist Appendix B – City of Flagstaff Pay Plan 354 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 19.82 1601.73 3470.41 41644.93 Step 1 19.82 1601.73 3470.41 41644.93 Step 1 20.0216 1601.73 3470.41 41644.93 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 Step 15 20.67 21.52 22.36 23.21 24.06 25.1517 26.0068 26.8619 27.7168 28.5719 29.4269 30.2819 31.1369 31.9920 1670.14 1738.54 1806.94 1875.34 1943.74 2012.14 2080.54 2148.95 2217.34 2285.75 2354.15 2422.55 2490.95 2559.36 3618.63 3766.83 3915.03 4063.23 4211.45 4359.63 4507.85 4656.06 4804.25 4952.46 5100.66 5248.86 5397.06 5545.28 43423.54 45201.94 46980.34 48758.74 50537.34 52315.54 54094.14 55872.75 57650.94 59429.55 61207.95 62986.35 64764.75 66543.36 Zone 3 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 Step 15 20.67 21.52 22.5867 23.4417 24.2968 25.1517 26.0068 26.8619 27.7168 28.5719 29.4269 29.98 30.83 31.68 1670.14 1738.54 1806.94 1875.34 1943.74 2012.14 2080.54 2148.95 2217.34 2285.75 2354.15 2422.55 2490.95 2559.36 3618.63 3766.83 3915.03 4063.23 4211.45 4359.63 4507.85 4656.06 4804.25 4952.46 5100.66 5248.86 5397.06 5545.28 43423.54 45201.94 46980.34 48758.74 50537.34 52315.54 54094.14 55872.75 57650.94 59429.55 61207.95 62986.35 64764.75 66543.36 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 Step 15 20.8767 21.7317 22.5867 23.4417 24.2968 25.1517 26.0068 26.8619 27.44 28.29 29.14 29.98 30.83 31.68 1670.14 1738.54 1806.94 1875.34 1943.74 2012.14 2080.54 2148.95 2217.34 2285.75 2354.15 2422.55 2490.95 2559.36 3618.63 3766.83 3915.03 4063.23 4211.45 4359.63 4507.85 4656.06 4804.25 4952.46 5100.66 5248.86 5397.06 5545.28 43423.54 45201.94 46980.34 48758.74 50537.34 52315.54 54094.14 55872.75 57650.94 59429.55 61207.95 62986.35 64764.75 66543.36 Zone 1 2008-2009 City of Flagstaff Pay Plan Broad Banding Specialists Appendix B – City of Flagstaff Pay Plan 355 City of Flagstaff 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 Annual Financial Plan Band B43 Step 1 41644.93 Step 1 41644.93 Min 41644.93 Step 2 Step 3 Step 4 Step 5 Step 6 Min 43515.06 45385.39 47255.52 49125.65 50995.98 52866.11 Step 2 Step 3 Min 43515.06 45385.39 47255.52 Mid 49125.65 Zone 1 Mid 54736.66 Zone 2 Mid 60347.25 Zone 3 Max 67827.97 Max Step 13 Step 14 Step 15 62217.38 64087.50 65957.84 67827.97 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 56606.78 58476.91 60347.25 62217.38 64087.50 65957.84 67827.97 2008-2009 City of Flagstaff Pay Plan Broad Banding Specialist (Exempt) Appendix B – City of Flagstaff Pay Plan 356 City of Flagstaff Pos # Position Title 81201 E Dev Case Manager 81301 E Project Manager Pos # Position Title 81202 E Dev Case Manager 81302 E Project Manager Pos # Position Title 81203 E Dev Case Manager 81303 E Project Manager Band B51 Band B52 Annual Financial Plan Band B53 Step 1 49516.27 Step 1 49516.27 Min 49516.27 Step 2 Step 3 Step 4 Step 5 Step 6 Min 52329.06 55141.84 57954.83 60767.62 63580.19 66392.98 Step 2 Step 3 Min 52329.06 55141.84 57954.83 Zone 1 Mid 60767.62 Zone 2 Mid 69205.97 Zone 3 Mid 77644.32 Max Step 13 Step 14 80457.10 83270.10 86082.88 Max Step 10 Step 11 Step 12 Step 13 Step 14 72018.75 74831.54 77644.32 80457.10 83270.10 86082.88 2008-2009 City of Flagstaff Pay Plan Broad Banding Managers (Exempt) Appendix B – City of Flagstaff Pay Plan 357 City of Flagstaff Pos # Position Title 81401 E Asst. City Attorney Pos # Position Title 81402 E Asst. City Attorney Pos # Position Title 81403 E Asst. City Attorney Band B61 Band B62 Annual Financial Plan Band B63 Step 1 61311.33 Step 1 61311.33 Min 61311.33 Step 2 Step 3 Step 4 Step 5 Step 6 Min 64022.61 66733.68 69444.54 72155.62 74866.69 77577.76 Step 2 Step 3 Min 64022.61 66733.68 69444.54 Mid 72155.62 Zone 1 Mid 80288.83 Zone 2 Mid 88421.84 Zone 3 Max Step 13 Step 14 91132.91 93843.78 96554.85 Max Step 10 Step 11 Step 12 Step 13 Step 14 82999.70 85710.77 88421.84 91132.91 93843.78 96554.85 2008-2009 City of Flagstaff Pay Plan Broad Banding Assistant City Attorney Appendix B – City of Flagstaff Pay Plan 358 City of Flagstaff Annual Financial Plan Pos # Position Title 81501 N Sr. Asst. City Atty Pos # Position Title 81502 N Sr. Asst. City Atty Pos # Position Title 81503 N Sr. Asst. City Atty Band B71 Band B72 Band B73 Mid 75922.50 Zone 1 Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Min 62595.94 65927.47 69259.22 72590.75 75922.50 79254.24 82585.78 Step 1 Step 2 Step 3 Min 62595.94 65927.47 69259.22 72590.75 Min 62595.94 Mid 85917.73 Zone 2 Zone 3 Mid 95912.75 Max 109239.31 Max Step 13 Step 14 Step 15 99244.29 102576.03 105907.57 109239.31 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 89249.26 92581.01 95912.75 99244.29 102576.03 105907.57 109239.31 2008-2009 City of Flagstaff Pay Plan Broad Banding Sr. Assistant City Attorney Appendix B – City of Flagstaff Pay Plan 359 City of Flagstaff Annual Financial Plan Pos # Position Title 81602 N Equipment Operator 81702 N Maintenance Worker Band B82 1.01 Band Pos # Position Title B83 81603 N Equipment Operator 81703 N Maintenance Worker Pos # Position Title 81601 N Equipment Operator 81701 N Maintenance Worker Band B81 Step 1 #REF! 1087.88 2357.07 28284.88 Step 1 #REF! 1087.88 2357.07 28284.88 Step 1 13.5985 1087.88 2357.07 28284.88 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 Step 15 Step 16 Step 17 Step 18 Step 19 Step 20 #REF! #REF! #REF! #REF! #REF! 17.53 18.19 18.85 19.50 20.1587 20.8147 21.4708 22.1268 22.7828 23.4388 24.0948 24.7509 25.4069 26.0629 1140.36 1192.84 1245.33 1297.81 1350.29 1402.77 1455.25 1507.74 1560.22 1612.70 1665.18 1717.66 1770.14 1822.62 1875.10 1927.58 1980.07 2032.55 2085.03 2470.78 2584.49 2698.21 2811.92 2925.62 3039.33 3153.04 3266.76 3380.47 3494.17 3607.88 3721.61 3835.31 3949.02 4062.73 4176.43 4290.16 4403.86 4517.57 29649.36 31013.84 32378.53 33743.01 35107.49 36471.97 37836.45 39201.14 40565.62 41930.10 43294.58 44659.26 46023.74 47388.22 48752.70 50117.18 51481.87 52846.35 54210.83 Zone 3 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 Step 15 #REF! #REF! 15.57 16.22 16.8786 17.5346 18.1906 18.8467 19.5027 20.1587 20.8147 21.4708 22.1268 22.7828 1140.36 1192.84 1245.33 1297.81 1350.29 1402.77 1455.25 1507.74 1560.22 1612.70 1665.18 1717.66 1770.14 1822.62 2470.78 2584.49 2698.21 2811.92 2925.62 3039.33 3153.04 3266.76 3380.47 3494.17 3607.88 3721.61 3835.31 3949.02 29649.36 31013.84 32378.53 33743.01 35107.49 36471.97 37836.45 39201.14 40565.62 41930.10 43294.58 44659.26 46023.74 47388.22 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 Step 15 14.2545 14.9105 15.5666 16.2226 16.8786 17.5346 18.1906 18.8467 19.5027 #REF! #REF! #REF! #REF! #REF! 1140.36 1192.84 1245.33 1297.81 1350.29 1402.77 1455.25 1507.74 1560.22 1612.70 1665.18 1717.66 1770.14 1822.62 2470.78 2584.49 2698.21 2811.92 2925.62 3039.33 3153.04 3266.76 3380.47 3494.17 3607.88 3721.61 3835.31 3949.02 29649.36 31013.84 32378.53 33743.01 35107.49 36471.97 37836.45 39201.14 40565.62 41930.10 43294.58 44659.26 46023.74 47388.22 Zone 1 2008-2009 City of Flagstaff Pay Plan Broad Banding Equipment Operator and Maintenance Workers Appendix B – City of Flagstaff Pay Plan 360 City of Flagstaff Appendix C – Resolution for Budget Adoption RESOLUTION NO. 2008-28 A RESOLUTION FOR THE ADOPTION OF THE BUDGET FOR FISCAL YEAR 20082009; 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 3, 2008 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 3, 2008, 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 22, 2008, 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 2008-2009. 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 17, 2008. PASSED AND ADOPTED by the City Council and approved by the Mayor of the City of Flagstaff this 17th day of June, 2008. /s/ Sara Presler MAYOR ATTEST: /s/ Margie Brown CITY CLERK APPROVED AS TO FORM: /s/ Patricia J. Boomsma CITY ATTORNEY Annual Financial Plan 361 City of Flagstaff Appendix D – Ordinance for Property Tax Levy ORDINANCE NO. 2008-19 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, 2009, AND DECLARING AN EMERGENCY. WHEREAS, by the provisions of State law, the ordinance levying taxes for fiscal year 2008-2009 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 0.6803 for the fiscal year ending on the 30th day of June, 2009. 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, 2009. 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. Emergency Clause and Effective Date. The immediate operation of the provisions of this Ordinance is necessary for the preservation of the public peace, health and safety of the City. Therefore, an emergency is hereby declared to exist, and this Ordinance is enacted as an emergency measure and will be in full force and effect from and after its passage and adoption by the Council of the City, as required by law, and it is hereby exempt from the referendum provisions of the Constitution and laws of the State of Arizona. The tax levies imposed by this Ordinance shall take effect July 22, 2008. PASSED AND ADOPTED by the City Council and approved by the Mayor of the City of Flagstaff this 22nd day of July, 2008. /s/ Sara Presler MAYOR ATTEST: /s/ Margie Brown CITY CLERK APPROVED AS TO FORM: /s/ Patricia Boomsma CITY ATTORNEY Annual Financial Plan 362 City of Flagstaff Appendix E – Full Cost Plan Summary of Allocation Basis Full-Cost Plan Summary of Allocation Basis Other Services-Total operating expenses. 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 Attorney: Civil Division-FY 2007 requests for legal services. Council-Direct allocation to Council. Human Resources: Recruitment-Number of FTE’s served, Police at 1.5. Training/Benefits-Number of full-time equivalent positions served, excluding temporaries. 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. Risk Management: Risk Management-Number of full-time equivalent positions served. Safety-Number of full-time equivalent positions served. Claims-Total operating expenditures. Non-Departmental General Admin: Personal-Number of full-time equivalent positions served including temporaries. Fiscal-Total operating expenses. Management Services Administration: Department Admin-Total expenditures. Management Services Purchasing: General Purchases-Number of encumbrances per division. Large Projects-Estimated effort expended on larger projects. Contract Admin-Expenditures of contract administered. Mail-Direct allocation to Mail Services. Warehouse-Direct allocation to warehouse. Non-Departmental Employee Benefits: Services-Personal services of units supervised or served. Non-Departmental Insurance: General Liability-Total operating expenses. 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 per department. City Hall Insurance-Gross square feet of assigned space. City Liability-Total operating expense. Single Items-Actual cost per premium schedule. Management Services Mail Services: Mail Services-FY 2007 mail charges. Management Services Warehouse: Warehouse Services-Cost of items issued through warehouse. Management Services Property Mgmt: Property Management Services-Estimated effort spent on projects. Non-Departmental Consultants: Audit & Fiscal-Total operating expenses of units served. Non-Departmental Copy Center: Copy Center Services-Actual copy center charges. Council & Commissions: Council-Total operating expenses. Information Systems: General Support-Number of personal computers supported. GIS-Relative effort for departments supported. City Manager: City Administration-Personal services of units supervised or served. Deputy City Manager-Personal services of units supervised. Mayor/Council-Direct allocation to Council Community Development-Personal services Community Development. Public Information Officer-Personal services of units supervised or served. Finance: Accounting/Budget-Operating expenditures. Accounts Payable-Number of accounts payable transactions. Payroll-Number of payroll checks issued. Switchboard-Number of full-time equivalent positions per department. Grants-Number of grants with Federal grants weighted at 1.5. City Clerk: Agenda Process-Total operating expenses. Records Management-Number of boxes stored. Citywide support-Number of FTE’s per department. Annual Financial Plan 363 City of Flagstaff Appendix E – Full Cost Plan Summary of Allocation Basis Fleet Services: Services-Charges for services provided by Public Works Mechanical Shop. 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. Customer Services: City Support-Total expenditures excluding utilities. Deposit Assistance-Number of cash receipts transactions processed. Enterprise-Budgeted revenue of Utilities, Environmental Services, and Stormwater. Field Reading-Direct allocation to Utilities. Public Works Administration: Director-Estimated effort expended by Public Works Director. Secretary-Estimated effort expended by Public Works Director’s Secretary. Community Development Admin: Department Administration-Level of effort provided. Administrative Assistant-Level of effort provided. 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. APS Building Maintenance-Gross square feet. Milligan House-Direct allocation to Tourism. Rio Properties-Direct allocation to Stormwater. Murdoch Building-Direct allocation to Recreation. Community Improvements: Administration-Level of administrative effort. Traffic-Direct allocation to Highway User. Community Investments: Planning Services-Total operating expenses. Housing-Direct allocation to-other. Codes-Direct allocation to-other. Contributions: United Way-Total expenditures. Annual Financial Plan 364 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 2009 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 365 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 the allocation of public resources 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. FY 2009 AND FUTURE WORK PROGRAM STRATEGIES Plan: Define each project’s primary elements and costs through a holistic, concept-level engineering and planning effort, which engages our citizens. FY 2008 Status Update: x Initiated City-wide preliminary master plan assessment. x Filled staff position vacancy to support capital planning and programming effort. x Re-assigned senior staff resources to enhance interdepartmental planning relationships. x Continued to facilitate monthly Capital Improvements Committee meetings to provide internal review and oversight. x Facilitate integration of public infrastructure to be constructed via Development Agreements. x Facilitate the identification and budgeting of annual operating and maintenance costs associated with infrastructure and facility improvements. x Continued project definition and development efforts through project scoping and concept DRB review. x Completed E. Flagstaff Industrial Area Feasibility Study and preliminary design for potential roadway improvement district. x Supported preliminary corridor study for widening of Butler Ave between I-40 and Sinagua Heights subdivision. RESPONSIBILITY CI Committee Capital Improvements Planning and Development Services Community Investment Stormwater Mgmt. Traffic Engr. FMPO Public Works Utilities Real Estate Mgmt Environmental Services Annual Financial Plan 366 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT CAPITAL IMPROVEMENTS Comprehensively programmed infrastructure expenditures facilitate a planned growth, economic development and protect existing community assets. 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. Annual Financial Plan FY 2009 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. Assure that the 5-Year Capital Improvements Program is consistent with and reflects the objectives of the City’s publicly adopted Regional Land Use Plan. Capital Improvements FY 2008 Status Update: x Coordinate 5-year CIP Update for 2009 – 2013 x Contributed to the facilitation of the fall Council Retreat to address near and long term capital needs as well as to identify the opportunity of developing more comprehensive master plans. x Maintain City-wide data base of capital projects for funding division input and up-dates. x Provide conflict and coordination analysis for proposed projects. x Coordinated internal review of proposed 5 year plans for each functional area within the City of Flagstaff. x Facilitated the development and review of on-going operational costs associated with infrastructure improvements. x Provided support for Congressional reauthorization of WRDA funding for Rio de Flag Flood Control project. x Continued administration of initial consultant services for identification and evaluation of FUTS/Open Space acquisitions. x Coordinated GIS mapping services for up-date of 5 year capital program and mapping of current public and private projects administered by the Community Development Department. Community Investment 367 Mgmt. Services FMPO Traffic Engr . Stormwater Mgmt. Utilities CI Committee Budget Committee Citizens Transportation Advisory Committee Public Works Real Estate Mgmt Environmental Services Grants Mgr. City of Flagstaff Appendix F – Council Goals GOAL STATEMENT CAPITAL IMPROVEMENTS FY 2009 AND FUTURE WORK PROGRAM STRATEGIES Design: Administer development of project plans and specifications with continued involvement of project owners, partners and stakeholders. RESPONSIBILITY Capital Improvements Funding Dept. FY 2008 Status Update: • Administered Design/Build contracts for new Fire Station projects. • Continued project management and administration of design services for Quiet Zones and Wayside Horns project scheduled for completion November 2008. • Assisted in coordination of activities and Council actions necessary for the formation and implementation of the Aspen/Sawmill Improvement District. • Continued project management and design services administration for utility relocations and property acquisitions associated with the Rio de Flag project. • Continued Rio de Flag project coordination with Army Corps of Engineers including construction phase liaison for the Clay Ave. Detention Basin. • Project management for Butler Ave medians and pedestrian enhancements at the NAU Conference Center. • Initiated design phase project management services for the paving of Brannen Ave. and Colorado St. • Completed design phase services for the Sixth Ave Detention Basin Spillway. • Administered completion of design services contract of Aquatics/Multi-Generational Recreation Facility. • Project management and design phase services for the Sixth Ave/West St. Intersection improvements. • Completed the design of the paver replacement at the Visitors Center/BNSF Railroad. • Continued project management services for the FUTS Crescent to Observatory Mesa and Blue Willow to Hwy 180 projects. • Continued project coordination with FHWA and US Forest Service for the Lake Mary Road improvements project. • Administered design services for the paving of Industrial Dr. between Fanning Dr. and Eagle Mountain Dr. • Completion of design services and contract documents for US 89 Streetscape. • Continued administration of the design services contract for the Huntington Dr. Reconstruction project and completed selection and award of Construction Manager at Risk services for the design phase. • Assisted Community Investment Division in design for the first phase of the Southside Redevelopment. • Completed administration of design services for the 4th Leg of Railhead Avenue-Hwy 89N intersection (Name to change to ’Marketplace Dr.’). • Ft. Valley Rd. Sidewalk replacement between Sechrist Elem. School and Stevanna Dr. design completed. Annual Financial Plan 368 Maintaining Department Planning and Development Services Community Investment Contract Administration Real Estate Mgmt Environmental Services Grants Mgr. City of Flagstaff Appendix F – Council Goals GOAL STATEMENT CAPITAL IMPROVEMENTS FY 2009 AND FUTURE WORK PROGRAM STRATEGIES Construct: Deliver a final product that is cost effective with a quality of workmanship that ensures a lasting value for our citizens. FY 2008 Status Update: x Adult Center Renovations completed spring 2007. x Fire Station #1 completed July 2007. x Fourth St/Butler Ave Traffic Signal completed July 2007. x Fire Station #5 under construction and scheduled for completion June 2008. x Sunnyside Neighborhood Improvements Phase IV under construction and scheduled for completion April 2008. x Aquaplex (Aquatics/Multi-generational) recreation facility under construction and scheduled for completion August 2008. x Northern Arizona Center for Emerging Technologies under construction and scheduled for completion by summer 2008. x Aspen Place at the Sawmill public and private improvements under construction with phased completions scheduled for 2008 and 2009. x Sixth Ave. Detention Basin Spillway completed December 2007. x Crescent to Observatory Mesa FUTS trail under construction, scheduled for completion in the spring of 2008. x Clay Ave. Wash Detention Basin under construction and scheduled for completion spring 2008. x US 180/Ft. Valley Multi-purpose paths completed November 2007. x Woodlands Village Blvd Sidewalks and Killip Elementary School median landscaping completed. x Huntington Dr. Reconstruction scheduled for construction May through November 2008. Public Involvement: Provide opportunities for meaningful public input and involvement as well as access to current project and program information. FY2008 Status Update: x Continued public forums and open house meetings. x Wayside Horn demonstration. x Monthly project reports provide on-going status of all CID projects. x Website access to adopted capital budget and capital program. x Public notice and media releases of traffic impacts x Current project up-dates via City Manager’s Report. Annual Financial Plan 369 RESPONSIBILITY Capital Improvements Funding Department Inspection Services Purchasing Contracts Management Capital Improvements Funding Depts. . Public Information FMPO CTAC City of Flagstaff Appendix F – Council Goals GOAL STATEMENT CAPITAL IMPROVEMENTS FY 2009 AND FUTURE WORK PROGRAM STRATEGIES Process Improvements: Continuous improvement of our internal process to ensure the most timely delivery of projects while ensuring compliance with all legal/policy requirements. RESPONSIBILITY Contracts Administration Mgmt Services FY2008 Status Update: x Continued 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 Annual Fall Council Retreat for early input on capital program up-dates. x Thorough project scope development x Team chartering x Internal project review process including concept DRB submittals. x Quarterly Project Financial Reports x Utilization of alternative project delivery methods as appropriate. Annual Financial Plan 370 Capital Improvements 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. FY 2009 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 FY2008 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: Continue to participate in NAMWUA and AMWUA to study sate water issues including conservation and resources. 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; continue to advise the City on the development of the Lone Tree corridor; Northern Arizona Intergovernmental Public Transportation Authority; continue to collaborate with Coconino county, City of Sedona, City of Cottonwood, and Yavapai County on public transportation issues; and FY2008 Status Update continued: x CVB: Continued participation in quarterly sales, marketing and public relations meetings with the Arizona Office of Tourism (AOT), local stakeholders, other statewide agencies and industry partners to ensure successful statewide marketing programs; Director attends quarterly meetings and is a board member of Arizona Tourism Alliance (ATA) whose mission is to ensure the future growth and success of tourism through collective efforts, ATA and it’s partners work throughout the year to advocate, educate, and unite the tourism industry; Director holds an ex-officio position on the Flagstaff Cultural Partners board which serves as the re-granting organization for the City of Flagstaff art and science fund; CVB and Visitor Center staff coordinate efforts with the Winter Recreation Task Force to provide a first point of contact system and disseminate snowplay related information; and, CVB staff serves on multiple boards and associations throughout the city, state, and region as part of their ongoing work program. x Annual Financial Plan Work with NAU and its partners to market the High Country Conference Center 371 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT COLLABORATION FY 2009 AND FUTURE WORK PROGRAM STRATEGIES 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. RESPONSIBILITY CM, DCMs, DHs FY 2008 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. 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. CM, DCMs, DHs FY 2008 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 FY 2008 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 FY 2008 Status Update: x Continuing to develop relationships as the basis for future work program formalization: water; transportation; tourism, housing; forest health. Annual Financial Plan 372 City of Flagstaff Appendix F – Council Goals CUSTOMER SERVICE COMMITTEE GOAL STATEMENT CUSTOMER SERVICE COMMITTEE Continue to instill a positive customer service culture throughout the organization and with each employee of the City in the delivery of service both externally and internally. Discussion: The City Council recognizes the importance of partnership with the citizens of our community, specifically in staff providing good customer service, while building positive working relationships with the community. The Customer Service Committee implements, revises, and/or reviews internal policies and practices to ensure, improve and strengthen customer service and relationships with the citizens. FY 2009 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 2008 Status Update: • Used the results of the survey conducted in 2007 and identified ways to improve and promote excellent customer service such as creating awareness and additional training. • Identified two methods to communicate and explain what “excellent customer service” or “service at a higher elevation” is this year. A link was created on the City’s intranet for the Customer Service Committee communication and a quarterly news bulletin was established. • Addressed how the Committee and each department can recognize and celebrate individuals that have received WOWs, QSIs and 7K awards. FY 2009 Goals: • Using the results of the survey conducted in 2007 identify ways to address the importance of internal customer service and provide training on conflict resolution. • Work with the new City Manager to identify additional goals, priorities or other training. Employee Services: Provide information on HR services to current employees and applicants through the use of technology. Human Resources, Payroll FY 2009 Goals: • Through “H.T.E. Click2Gov Employee Self Serve” employees will be able to see their payroll deductions and benefits on line. • Continue to evaluate the new HR applications installed this year “H.T.E. HRNet, Applicant Tracker and Click2Gov Applications” in order to determine additional was to provide services through the use of technology. Annual Financial Plan 373 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT CUSTOMER SERVICE COMMITTEE FY 2009 AND FUTURE WORK PROGRAM STRATEGIES Performance Evaluations: Performance evaluations are currently completed at the three, six and twelve month intervals for all noncommissioned employees and the three, six, nine and twelve month intervals for all commissioned employees. RESPONSIBILITY Human Resources FY 2008 Status Update: • Reviewed the probationary period for Police Officers and updated the policy to reflect changes. FY 2009 Goals: • Evaluate the evaluation intervals and probationary period for the Court, Fire and Dispatch divisions. Determine the “Climate” of the City: Survey employees in order to get a base line regarding employee opinions on topics related to career opportunities, commitment, job satisfaction, pay and benefits, supervision, etc. Customer Service Committee, Human Resources, Public Relations FY 2008 Status Update: • Climate survey was postponed until FY 2009 after the new City Manager starts, since a substantial piece of the survey is rating the City Manager. FY 2009 Goals: • Conduct a follow-up survey in October 2008 to measure effectiveness of changes made. 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 2008 Status Update: • Provided five Ethics training sessions as of January 2008 and it included 262 employee. The training was created to increase awareness and understanding on how the recently approved Ethics Policy applies to them. FY 2009 Goals: • Provide Ethics training for all new employees Annual Financial Plan 374 Customer Service Committee, City Manager, Deputy City Manager, Department Heads, EAC 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. FY 2009 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 2008 Status Update: • Implemented an informal mentoring program to help integrate new employees into the organization. • Continued to promote and provide training in the Leadership Talent Development Program. • Evaluated the effectiveness of the program and as of May 2007 the City is promoting from within 65% of the time versus 35% of employees are hired from the outside. FY 2009 Goals: • Work with the new City Manager to identify additional goals, priorities or other training. • Evaluate the current courses offered in the Leadership Talent Development Program (LTDP) to ensure they are meeting the organizations needs. • Based on the feedback from the training needs survey and review of the LTDP program consider adding a second part to the LTDP program. 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 375 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT ORGANIZATION SUPPORT FY 2009 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. FY 2008 Status Update: • Conducted a market analysis in October 2007 to ensure salaries are within market. • In addition to the market analysis, HR completed Magistrate, Council, GIS and assignment pay salary surveys. • Completed broad banding of Project Managers, Court Judicial Specialist and Attorney to address classification and compensation issues. • Revised compensation for Police, Dispatch, CDL drivers and Attorneys to improve recruitment and retention. RESPONSIBILITY Human Resources, Compensation Committee, EAC, Department Heads, City Manager, Deputy City Manager, Budget Team FY 2009 Goals: • Continue to conduct a market analysis to ensure salaries are within market. • Implement a recruitment incentive policy/program in order to improve recruitment and retention. • Review positions that are receiving retention pay to determine if it is still necessary or what other actions can be taken. • Review the City’s current pay structure and the Compensation policy to ensure it is still meeting the organization’s goals and objectives. Annual Financial Plan 376 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT ORGANIZATION SUPPORT FY 2009 AND FUTURE WORK PROGRAM STRATEGIES 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. RESPONSIBILITY Human Resources, Department Heads, Budget Team FY 2008 Status Update: • Implemented an orientation for new supervisors and managers. Provided two training sessions and 65 employees participated. • Continued to provide development opportunities to employees such as Powerful Business Writing, Technical Writing Skills, Peer to Boss, Supervisor’s Academy, Computer Training (Excel, Word, Access and PowerPoint), Media Relations, and Drug & Alcohol Awareness Training for Supervisors. • Updated the Continuing Education policy, so more employees can benefit from the program. FY 2009 Goals: • Conduct a training needs survey. • Work with the new City Manager to identify additional goals, priorities or other training. • Based on the results of the needs survey, evaluate the courses currently being offered and add or change as necessary in order to meet the goals and objectives of the organization. • Continue to provide training that will enhance professional development. 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. Department Heads, Budget Team, Human Resources FY 2008 Status Update: • Completed research and currently implementing a policy on veteran preference. • Implemented “H.T.E. HRNet, Applicant Tracker, and Click2Gov Applications” in order to support the organization with personnel and training records management and recruitment efforts. • Implemented a procedure in order to comply with the new E-verification requirements. • Increased the number of face-to-face exit interviews. FY 2009 Goals: • Consider the addition of a customer satisfaction survey that would be sent out by HR annually in order to measure how successfully we are meeting the needs of our customers. • Continue to conduct face-to-face exit interviews and report out on an annual basis. Annual Financial Plan 377 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT ORGANIZATION SUPPORT FY 2009 AND FUTURE WORK PROGRAM STRATEGIES 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. RESPONSIBILITY City Manager, Deputy City Manager, Department Heads, EAC, Human Resources FY 2008 Status Update: • Completed a position control audit. • Participated in IRS audit and completed all items that needed to be updated in order to address concerns. • Updated the Take Home Vehicle policy and procedure in order to meet IRS requirements. • Created and implemented a FLSA policy to address deductions from Exempt employees paychecks. FY 2009 Goals: • Work with others in the organization to create a pandemic flu policy. • Work with the new City Manager on strategic planning organization wide. • Work with the new City Manager on workforce planning. • Review the organizational structure to capitalize on organizational effectiveness and efficiency. Annual Financial Plan 378 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 2009 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 FY 2008 Status Update: x Construction underway x Facility renamed Northern Arizona Science, Technology, and Clean Energy Center x Operator renamed NACET x Facility to open in August 2008 x 16 clients in the pipeline 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 2008 Status Update: x Four responses received x Developer selected Downtown Block FY 2009 Goals: x 4240 retained for feasibility analysis x Work with PO on possible expansion/relocation Strategy: Community Reinvestment Marketing Community Investment Begin an aggressive marketing campaign in national trade magazines to raise awareness about the advantages of our community to potential developers, lenders, investors and tenants. A lifestyle theme will be used to appeal to specific retailers and corporations. FY2008 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 San Diego x Staff attended the annual Urban Land Institute Conference in Las Vegas FY 2009 Goals: Same Annual Financial Plan 379 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT: ECONOMIC DEVELOPMENT/ REINVESTMENT FY 2009 AND FUTURE WORK PROGRAM STRATEGIES Strategy: East Flagstaff Gateway Area RESPONSIBILITY Community Investment Complete a Redevelopment Area Plan for this area that can serve as an anchor and gateway for the City. The plan will include stabilization and rebuilding of the existing industrial area into a more “park like” setting. The Mall expansion may include additional retail offerings, housing, and possibly an auto mall. All of this will strengthen the community’s tax base while serving as an economic engine for additional redevelopment in the area. FY 2008Status Update: x First Phase opened in October 2007 x Toyota Scion dealership under construction FY 2009 Goals: x Complete sale of last three lots in Auto Park x Major renovation of Mall x Develop plans for next Phase of Mall expansion 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. FY 2008 Status Update: x Improvement District under construction x New Frontiers under construction FY 2009 Goals: x Second phase under construction x New Frontiers opened Annual Financial Plan 380 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT: ECONOMIC DEVELOPMENT/ REINVESTMENT FY 2009 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY Community Investment Strategy: USGS Park Continue to address new employment base opportunities and fund campus Master Plan improvements. FY 2008 Status Update: x Worked through issues on Section 106 Review FY 2009 Goals: x Continue to work with USGS on GSA approval for lease and expansion FY 2008 Status Update: x Lease completed x Rezoning completed FY 2009 Goals: x Marketing in cooperation with the City for tenants x Preliminary construction begun 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 FY 2008 Status Update: x Worked with a Downtown Parking Committee that included major stakeholders and businesses to develop a parking strategy and master plan FY 2009 Goals: x Install parking management best practices x Provide overall Downtown management similar to a mall with unified marketing and management, maintenance and assist property owners on attracting compatible businesses Annual Financial Plan 381 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT: ECONOMIC DEVELOPMENT/ REINVESTMENT FY 2009 AND FUTURE WORK PROGRAM STRATEGIES Strategy: Economic Development RESPONSIBILITY Community Investment FY 2008 Status Update Launched new Economic Development Program including: • Hired Business Attraction Manager • Hired Business Retention Manager • Launched new partnerships with NAU and CCC including: Business Assistance Program Proof of Concept Program • Formed Northern Arizona Economic Development Advisory Committee • Held summit with workforce providers • Held summit with Employers on issues • Started new marketing program for Business Attraction including ads in: Site Selection Magazine Business Expansion San Diego Business Journal • Launched new website, www.cityofinnovation.com • Joined APS AZ Prospector program • Joined Site Location Network • Launched new jobs site, bestjobsinflagstaff.com • Responded to lead generations from ADOC • Joined the APS B3 Business Retention and Expansion Program • Visited employers regarding current business issues • Worked on development of local business expansion including: Nestle Purina Petcare, $40 million, 50 jobs, 100,000 square feet Federal Express, 6 acre expansion • Attended IEDC Training in: Business Retention & Expansion Business Attraction & Marketing Economic Development Planning • Attended and marketed Flagstaff at: MDM West Superbowl 2008 Governor’s Innovation Awards GreenBuild BIO2008 Global2008 FY 2009 Goals: Continue above programs with the addition of addressing concerns raised in BR&E visits including: • Workforce training programs • Completion of Nestle Purina project • Completion of expanded FedEx Ground Facility Annual Financial Plan 382 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 its 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 2009 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 FY 2008 Status Update: The Sustainability Program has implemented the Sustainability Leadership Team, comprised of representatives from all departments who work to assess departmental operations and implement changes to make them more sustainable and cost effective. In addition, staff continues to work closely with Purchasing staff to create and implement a Smart Purchasing Policy. Sustainability Program staff also continues to work with Fleet Management staff to implement changes in the Fleet Purchasing procedures to purchase more fuel efficient and alternative fuel vehicles. Housing – Assist with financial tools that will provide additional financial opportunities to achieve housing goals. Housing, City Administration, Finance FY 2008 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 FY 2008 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 FY2 008 Status Update: x Contracted with consultant to update City user fee study for all user fees in FY2008 x Beginning in FY2009, identified user fees will be reviewed on a three year rotating basis. Work Smarter –In an effort to reduce redundant work and paper work, explore electronic opportunities, i.e., online contracts. E Government Committee FY 2008 Status Update: The City has purchased software to provide online access to utility billing, vendor registration and employee access to payroll information. The City has implemented automated contract retainage, work orders, and electronic vendor payments. Annual Financial Plan 383 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT FISCAL HEALTH FY 2009 AND FUTURE WORK PROGRAM STRATEGIES New Revenues – Implement new fee recommendations. RESPONSIBILITY Finance FY 2008 Status Update: x The City has contracted with consultant to update City user fee study for all user fees in FY2008. Fees will be revised or implemented based on the consultant’s recommendation and Council’s acceptance of the study. Impact Fees – Implement impact fee recommendations as desired. Planning FY 2008 Status Update: The study will be forwarded to Council for consideration. Leverage Grants – Find grants for the city projects and programs. Finance FY 2008 Status Update The City budgeted $18,815,572 for 52 grants for FY2007. Cost Allocation – Continue cost allocation methodology and start process of including overhead recovery in grants. Finance FY 2008 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 FY2008 was 6.25% Public Private Partnerships – Look for ongoing opportunities to coordinate infrastructure development to meet the needs of both parties. PW, Utilities, Community Development, Administration FY 2008 Status Update: Working to coordinate infrastructure on the USGS campus with the Incubator, Science Park, USGS building replacements and private development. 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 FY 2008 Status Update: Provided training to all divisions regarding performance measures. Implemented on-line forms. The City received special performance measurement recognition in the FY2008 budget document from the Government Finance Officer’s Association. Annual Financial Plan 384 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT FISCAL HEALTH FY 2009 AND FUTURE WORK PROGRAM STRATEGIES Credit Cards – Implement the credit card program citywide to reduce cost of processing. RESPONSIBILITY Purchasing FY 2008 Status Update: Credit cards are accepted by Customer Service for all City services. Internet payments are accepted for charges reflected on the water bill. As the volume grows, the processing charges for the City have increased. The City will bid this service in FY2009. Bond Program – Based on an unfunded needs develop a bond program and financing alternatives for various city projects Finance, CIP, PW, FY 2008 Status Update: Staff is working with space needs consultant to develop long term options 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 FY 2008 Status Update: x The City will start an education effort in the community of the importance of this vital revenue source to the City. Current plans would be to place this initiative on the ballot in 2010. Maintenance -- Incorporate reduced maintenance as capital criteria CIP, PW, Utilities, Finance FY 2008 Status Update: x All capital projects continue to be reviewed to assess increased or reduced maintenance expenditures. x Current and future facility needs are being evaluated through a consultant to determine needed funding levels. Annual Financial Plan 385 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT FISCAL HEALTH FY 2009 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 FY 2008 Status Update: The inverted yield curve has subsided and the longer term securities are offering a higher rate of return than the short term securities. The sub-prime mortgage investments have hurt some state investment pools around the country that invested heavily in mortgage backed securities. The result has been runs on those funds as cities and counties have withdrawn their funds before the investment pools lose value. A review last fall of the Arizona State Treasurer’s list of investments showed that they began liquidating mortgage backed securities in the Spring of 2007 and now have an insignificant amount in mortgage backed securities in their portfolio. Interest rates have been declining since September 2007, a total of 2.25%. The city has increased the amount of funds in the State pool to 54% of the total funds available for investment because the State pool tends to lag behind the market. Thus, as interest rates decline, the State pool offers a better yield on short term investments. New purchases of federal agency securities have been those items that offer longer call protection and subsequently a higher yield than the State pool offers. However, as the yield rates continue to decline the maturity dates offered by the federal agencies to secure the higher yields is becoming too long. The goal is to invest in short term instruments, either the State pool or federal securities, so that cash is available to take advantage of the market when interest rates turn around. Software -- Integrate software systems with the financial mainframe to the extent possible. Courts, Recreation, Finance FY 2008 Status Update: The City has implemented both a Human Resource module and a Work Order System Module. FY2009 will bring the review and recommendation for software to replace the City Kiva system and a City-wide imaging solution. Operational impacts of capital projects -- Identify operational impacts of capital projects and other decisions to incorporate a sustainability analysis. All departments, Finance FY 2008 Status update: x Policy that all Capital Projects include the ongoing costs of operations. Annual Financial Plan 386 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT FISCAL HEALTH FY 2009 AND FUTURE WORK PROGRAM STRATEGIES Bond Ratings -- Maintain accounting standards and reporting to ensure good bond ratings. RESPONSIBILITY Finance. FY 2008 Status Update: x Bond ratings are at AA- or A+ by Standard and Poor’s x Bond ratings are at Aa3 or A-1 by Moody’s Investor Services Tax base – Consider policies that increase the tax base through annexation and redevelopment FY 2008 Status Update: Due to the passage of Proposition 207 in 2006, the City’s ability to annex property is limited. The City continues pursuit of the flood control project in downtown to encourage redevelopment. The project got reauthorized this year. BBB Tax – Extend the BBB tax beyond the current 2013 expiration FY 2008 Status Update: The City will start an education effort in the community of the importance of this vital revenue source to the City. Current plans would be to place this initiative on the ballot in 2010. 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. FY 2008 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. Arbitrage is not restricted on investments held to construction bonds. Annual Financial Plan 387 City of Flagstaff Appendix F – Council Goals WORKFORCE HOUSING GOAL STATEMENT WORKFORCE HOUSING FY 2009 AND FUTURE WORK PROGRAM STRATEGIES Write and obtain HUD approval of the 2008/2009 Annual Research and Planning Action Plan FY 2008 Status Update: Goal Statements RESPONSIBILITY Community Investment Division Submission deadline May 15, 2008 – on schedule to meet deadline x Fair Housing activities and outreach completed FY 2009 Goals: x Submission deadline May 15, 2009. x Maintain current information on housing market conditions, trends and issues, both locally and nationally. Ensure the information is available to the City and the general public. Maintain current knowledge of state of the art housing programs and policy initiatives undertaken successfully by other jurisdictions. Ensure housing plans remain current, accurate and in concert with other City plans including the Regional Plan. Maintain a close working/planning relationship with the new Arizona Department of Housing FY 2008 Status Update: x Attended Governor’s conference on Housing x Attended Qualified Allocation Plan meetings and provided input x Efforts on-going FY 2009 Goals: x Will attend ADOH functions Community Investment Division Update Affordable Housing Gap Analysis in Arizona Department of Housing Format Community Investment Division FY 2008 Status Update: x Nexus Study completed FY 2009 Goals: x Begin implementation of recommendations as directed by City Council Research successful housing initiatives conducted or sponsored by municipalities with similar housing market conditions. FY 2008 Status Update: x Research and scoping for City of Flagstaff employer assisted housing program x On-going meetings with Police Department to design information for employees x Meetings with other employers on-going as requested Community Investment Division FY 2009 Goals: x Implementation of employer assisted housing program if directed by Council Annual Financial Plan 388 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 2009 AND FUTURE WORK PROGRAM STRATEGIES Rewrite the LDC based affordable housing incentive Ordinance (Set-Aside Policy) RESPONSIBILITY Community Investment Division FY 2008 Status Update: x Housing Policy Task Force recommendations being implemented through the updating of the 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 2009 Goals: 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 2008 Status Update: x Rio Homes sold 20 permanently affordable units to qualified households x Public improvements completed for the Izabel Homes project– will result in 16 units x Request For Proposals for vertical construction for Izabel issued and awarded x Met with Arizona Multi Family Housing Association to explore rental opportunities FY 2009 Goals: x Issue two development Requests for Proposals 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 2008 Status Update: x Program implemented x First units of Land Trust Program Homes sold to qualified households FY 2009 Goals: x Issuance of 2 RFP for Community Land Trust Program construction Annual Financial Plan 389 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT WORKFORCE HOUSING FY 2009 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 2008 Status Update: x Rio Homes construction underway x RFP issued and awarded for John Wesley Powell property FY 2009 Goals: 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 2008 Status Update: x Homebuyer assistance programs continue to assist Flagstaff residents with first time home ownership x Acquisition/rehabilitation projects underway x Equity sharing implemented in eligible properties assisted with downpayment and closing costs FY 2009 Goals: x Continue homebuyer assistance programs x Research other viable tools to increase funds for programs Community Investment Division Make City land available for rental housing developments where appropriate. FY 2008 Status Update: x RFP issued for property identified to be used for lowincome senior rental housing via federal 202 program FY 2009 Goals: x Determine viability of incorporating rental properties into the Community Land Trust Program x Create timeline for implementation if viable Continue to fund and coordinate owner occupied housing rehabilitation programs Community Investment Division FY 2008 Status Update: x 5 emergency repairs and 3 minor rehabilitation completed x 5 emergency repairs and 3 minor repairs underway x Contract and funding for 14 emergency repair and 8 minor repair10 housing rehabilitation projects completed FY 2009 Goals: x 14 emergency repairs and 8 minor repairs10 housing rehabilitation projects to be completed Annual Financial Plan 390 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT WORKFORCE HOUSING Reduce the substandard housing stock in Flagstaff. FY 2009 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY Incorporate a variety of housing types and affordability in the residential portion of redevelopment projects Community Investment Division FY 2008 Status Update: x Efforts ongoing FY 2009 Goals: x Efforts to continue Enhance early and up-front involvement in the Development Services new project process FY 2008 Status Update: x Housing Planner integrated into Development Services process and is reviewing plans and meeting with developers where appropriate FY 2009 Goals: 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 2008 Status Update: x Efforts ongoing FY 2009 Goals: x Efforts to continue Incorporate workforce housing components in appropriate projects using excellent design and maximizing the livability of area functions. Annual Financial Plan 391 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT WORKFORCE HOUSING Educate the community on the role of housing in a sustainable community FY 2009 AND FUTURE WORK PROGRAM STRATEGIES Develop and cultivate community partnerships where appropriate and viable. RESPONSIBILITY Community Investment Division FY 2008 Status Update: x City of Flagstaff conducted a lender/realtor and appraiser training x Fannie Mae assisted community partners with designing employer assisted housing programs FY 2009 Goals: 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 2008 Status Update: x Other solutions, such as employer assisted housing, are being promoted to community partners where appropriate FY 2009 Goals: x Continue exploration of other best practice strategies and share ideas with community partners Annual Financial Plan 392 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 2009 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. FY 2008 Status Update: 1. Housing Element 20% completed (staff position vacant). 2. Transportation Element being revised under consultant contract with the FMPO. 3. Several minor amendments approved. FY 2009 Goals: 1. Initiate contract to perform several functional Master Plans. 2. Complete, with the County, outline of scope of work for updating the Regional Plan. 3. Complete Transportation Element. (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. FY 2008 Status Update: 1. Initiated documentation of Character Districts. 2. Continued implementation of Southside Plan with prototypical projects. 3. Initiate a planning process for the Plaza Vieja Neighborhood. FY 2009 Goals: 1. 2. Continued to document Character Districts. Continue implementation of Southside Plan with more City initiated projects and on private properties (possibly using Historic Facades & Signs grants). Continue planning process for the Plaza Vieja Neighborhood. Annual Financial Plan 393 RESPONSIBILITY • Planning & Development Services Division • Housing Section, Community Investment Division • Economic Development Section, Community Investment Division • Utilities Department • City Council • Planning and Zoning Commission • Flagstaff Metropolitan Planning Organization • Coconino County • ADOT • SLTD • State of Arizona • USFS • 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 2009 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. FY 2008 Status Update: 1. Continued development of the McMillan Mesa Open Space/Park Design. 2. Constructed third community Gateway Sign. 3. Processed Specific Plan for Lone Tree Corridor. 4. Initiated Butler Avenue corridor planning. 5. Processed annexation and zone change application for City parcels at Route 66 and Fourth Streets. 6. Processed zone change application for Science Park. 7. Developed Route 66 prototype and design guidelines. RESPONSIBILITY • Community Design Section, Community Investment Division • Development Services Division • Capital Improvements Division • City Council • Planning and Zoning Commission • Flagstaff Metropolitan Planning Organization FY 2009 Goals: 1. Develop Design Review Guidelines to provide clarity for current requirements and to address inadvertent outcomes. 2. Develop Character District 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. Continue Butler Avenue corridor planning. 5. Implement Route 66 prototype designs. Shape anticipated growth so that the development of housing serves the entire spectrum of Flagstaff citizens. (Continued) 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 FY 2008 Status Update: 1. Completed Community Economic Sustainability (Nexus) Study. FY 2009 Goals: 1. Implement recommendations of Community Economic Sustainability (Nexus) Study. Annual Financial Plan 394 • City Council • Planning and Zoning Commission City of Flagstaff Appendix F – Council Goals GOAL STATEMENT: PLANNING FOR GROWTH (Continued) FY 2009 AND FUTURE WORK PROGRAM STRATEGIES 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. FY 2008 Status Update: 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. RESPONSIBILITY • Housing Section, Community Investment Division • Development Services Division • City Council • Planning and Zoning Commission FY 2009 Goals: 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. 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. • Community Design Section, Community Investment Division FY 2008 Status Update: 1. Secured acquisition of all trial needs for the top 100 trails. 2. Beautification and Public Art Commission orientation, organization, and focus (Provides oversight for FUTS expenditures). 3. Continued development of prospectus documents for planned trails. 4. Continued trail construction per previously developed ranking and five-year plan. 5. Initiated “savings” for remaining primary trails (exceeds available funds per year). • Beautification and Public Art Commission • Flagstaff Metropolitan Planning Organization FY 2009 Goals: 1. Initiate Capital Reserve Study and “savings” for trail maintenance. 2. Continue trail construction per previously developed ranking and five-year plan. 3. Continue development of prospectus documents for planned trails. Annual Financial Plan 395 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT: PLANNING FOR GROWTH FY 2009 AND FUTURE WORK PROGRAM STRATEGIES (Continued) 1. Preserve the natural environment of Flagstaff and the community character derived from it. Open Space: Retain open space through acquisition (purchases, land trades, easements), private partnerships (incentives and regulation), and maintenance. Preserve the heritage resources of Flagstaff and the community character derived from it. RESPONSIBILITY Circulation System Needs: See Regional and Community Planning. FY 2008 Status Update: 1. Completed Open Space Acquisition Plan. 2. Completed development of Open Space Management Plan. • Community Design Section, Community Investment Division • Development Services Division FY 2009 Goals: 1. Assess and develop future function of Open Spaces Commission. • City Council • Planning and Zoning Commission • Open Spaces Commission Heritage Preservation: Actively work to protect and preserve heritage resources so that future generations will better understand and appreciate our rich heritage. • Community Design Section, Community Investment Division FY 2008 Status Update: 1. Completed establishment of third Historic Design Review Overlay District (Landmark) that serves as floating zone for individual properties. 2. Five Historic Facades and Signs Grants approved. 3. Preservation of the El Pueblo Motel continues. 4. Preservation efforts for the Pelota Court continue. 5. Completed Inventory update of Southside Historic District. • Development Services Division • City Council • Planning and Zoning Commission • Historic Preservation Commission FY 2009 Goals: 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 Southside Historic District National Register Listing. 4. Continue emergent preservation efforts (see also Neighborhood Planning & Urban Design). Annual Financial Plan 396 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 2009 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. FY 2008 Status Update: 1. Beautification and Public Art Commission orientation, organization, and focus (Provides oversight for beautification expenditures). 2. Initiated Woodland / Buelah Medians Landscaping Project. 3. Initiated landscape screening south of tracks (Industrial Drive). 4. Developed Beautification Five-year Plan. 5. Worked to enhance Landscape Standards for Right-ofways. 6. Worked with NAIPTA to develop NAIPTA World Headquarters. 7. Continued design review (DRB). RESPONSIBILITY • Community Design Section, Community Investment Division • City Council • Beautification and Public Art Commission FY 2009 Goals: 1. Initiate enhancement projects per Beautification Fiveyear Plan. 2. 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. FY 2008 Status Update: 1. Public art is displayed indoors at City Hall, the Airport, and the Adult Center. 2. Beautification and Public Art Commission orientation, organization, and focus (Provides oversight for public art expenditures). 3. Developed Public Art Five-year Plan. FY 2009 Goals: 1. Continue indoor art displays. 2. Initiate outdoor public art projects. (Continued) Cultural Arts & Sciences: Enhance the community’s quality of life through cultural arts and sciences. FY 2008 Status Update: 1. Flagstaff Cultural Partners distributed $300,000 in grants to various cultural arts and science entities. 2. Flagstaff Cultural Partners grant policies updated. FY 2009 Goals: 1. Flagstaff Cultural Partners to distribute grants to various cultural arts and science entities. Annual Financial Plan 397 • Community Design Section, Community Investment Division • City Council • Beautification and Public Art Commission • Community Design Section, Community Investment Division • City Council • Flagstaff Cultural Partners City of Flagstaff Appendix F – Council Goals GOAL STATEMENT: PLANNING FOR GROWTH FY 2009 AND FUTURE WORK PROGRAM STRATEGIES Continue planning and delivery of efficient and cost effective public facilities and services including appropriate assignment of costs to new development. 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. 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. Redevelopment: Initiate public and partnership economic development and re-development programs and projects and promote private industry initiation of same. Annual Financial Plan FY 2008 Status Update: 1. Initiated Capital Improvement Program Construction. 2. Juniper Point project development agreement being negotiated. 3. Butler Avenue project still being discussed with adjacent land owners. FY 2009 Goals: 1. Several functional Master Plans will be developed to examine current facilities & services to project future needs. FY 2008 Status Update: 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. FY 2009 Goals: 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. 398 RESPONSIBILITY • Public Works Department • Planning & 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 2009 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. FY 2008 Status Update: 1. Amendment to LDC adopted by Council. 2. A Traditional Neighborhood Design (TND) Zone, that includes Form-Based Codes, was adopted by Council 3. Juniper Point project will use the Form-Based Code Techniques. RESPONSIBILITY • Zoning Administration Section, Planning & Development Services Division • City Attorneys Office • City Council • Planning and Zoning Commission FY 2009 Goals: 1. Perform Phase I of a Land Development Code study to determine the opportunities and risks in performing a complete rewrite of the Code. 2. Make needed amendments to the LDC as required. Annual Financial Plan 399 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 the 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 is the optimal use of public safety services to enhance the quality of life for the community. Annual Financial Plan FY 2009 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 FY2008 Status Update: x The Fire and IS departments are working with County IS to obtain statistics from the CAD system and the Fire Department’s Fire House Management software. x The Dispatch User’s 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 The Police department continued to develop and strengthen its COMPSTAT program. This program analyzes crime and traffic trends and quality of life issues and develops weekly objectives to respond to these trends. Reductions in Part I crime and property crime suggest these efforts are successful. 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. Environmental Services/Code Enforcement continued the abandoned vehicle and litter control programs in partnership with block watch and neighborhood organizations. Environmental Services Police FY 2008 Status Update: x Police participated with Environmental Services 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. 400 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT PUBLIC SAFETY FY 2009 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 FY2008 Status Update: x The Fire Department has completed two of four Fire Station relocations. The remaining two stations will be relocated this year (2009). x A modular training tower is being designed and erected at the Wildcat Hill Wastewater Treatment plant. x The Fire Department Program/Project Management continues to empower employees by allowing them to manage critical areas of the department. 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 Compstat 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. Annual Financial Plan 401 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT PUBLIC SAFETY FY 2009 AND FUTURE WORK PROGRAM STRATEGIES Utilize the PRIDE Block Watch Program as a forum to promote and nurture a partnership of shared responsibility and trust with Police, Fire, government and residents and to identify and address issues that are adverse to public safety and quality of life. RESPONSIBILITY All FY 2008 Status Update: x Approximately 130 Block Watch meetings were held by the Police Department with 41 Block Watch Groups. x Block Watch Captains Meetings were held quarterly. x Two Citizen Police Academies were held, with approximately 70 people graduating. x Citizen police patrols have been formed and utilized in the Siler Homes neighborhood. 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 continued to train and develop Crisis Incident Teams (CIT) to more effectively deal with the mentally ill. Fifteen police employees are now trained in the program. Regular meetings occur between the Police Department and mental health providers. All police officers and dispatchers have received 4 hours of introductory training to CIT and the SMART card programs. In addition, NARBA received funding so CIT Officers can refer a mentally ill person to a mental health provider 24/7. x Implemented the “Smart Card” program in concert with CIT in order to improve the safety of our disabled citizens. x Officers worked closely with The Guidance Center to develop protocols for the Intake Triage Unit which opened in August 2007. Continue participation in after school programs as well as those during school hours that offer opportunities for education, mentoring and value building. Police Fire Parks & Recreation FY2008 Status Update: x The DARE and GREAT programs continue as the primary prevention programs in the public schools. 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 closely with staff and students. x Police have held regularly scheduled meetings with high school 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. x Officers worked closely with the Safe Kids Coalition to present several bicycle rodeos. Annual Financial Plan 402 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT PUBLIC SAFETY FY 2009 AND FUTURE WORK PROGRAM STRATEGIES RESPONSIBILITY Continue partnering of Police, Fire and Parks & Recreation in joint ventures such as Teen Night, the Teen Leadership Academy, GREAT Camp, Grad Night, and other positive youth programs. Parks & Recreation Courts Coconino County Police Fire FY2008 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 Police and Fire Department served on the Victim 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. x Police personnel administered the very successful annual Christmas Toy drive. x An Officer attends the peer driven Teen Court administered by the Juvenile Court. x Officers assist Parks and Recreation with the annual Grad Night to provide positive and safe activities for graduating High School Seniors. x Planning has started for two GREAT summer camps for Middle School students to be held this summer. Review Park security issues, as well as the impact of alcohol on Park Use and Permit Policies. Police Parks & Recreation Fire FY 2008 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 East side merchants attempted to gain compliance from liquor stores on Fourth Street not to sell alcohol to public intoxicants. One business voluntarily removed over 4000 bottles of liquor and reported success in reducing criminal activity in the vicinity with no detrimental impact in overall revenue. x The Police Department instituted a Park and Urban Trail program where volunteers help patrol these areas and call in suspicious activity. Volunteers have also assisted with handicap parking enforcement and graffiti eradication efforts. x Police Officers teamed with Parks and Rec employees to provide crime prevention and safety materials to youth attending the summer “Movies on the Square”. x The Fire Department Prevention Division continues to regulate fire use in parks during the wildfire season Annual Financial Plan 403 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT PUBLIC SAFETY FY 2009 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 2008 Status Update: x Police officers participate in many neighborhood based projects such as “Wood for Warmth” community clean up projects, numerous celebration events and assist in home restoration projects. x Police maintain representatives on the Weed & Seed, Sunnyside and Southside Neighborhood Association 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 FY2008 Status Update: x The Police Department continues to offer, or are willing participate in, an array of forums to communicate the Mission of the Department and the City. x Homeland Security and related issues continue to be a priority of the Police and Fire Departments. x Police personnel continued to foster relationships with the local builders associations through “Project Nail-Em” in an ongoing effort to reduce theft of construction materials and tools. x The Fire Department completed 2000 commercial occupancy inspections. 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 43 Public outreach presentations. 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 404 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT PUBLIC SAFETY FY 2009 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 FY2008 Status Update: x The Fire Department trained three (5) additional personnel as Technical Rescue Technicians. x The Fire Department has received, and has deployed a state Heavy Rescue Unit through a Homeland Security Grant in the amount of $940,000. x One additional Inspector was added to the Fire Department as part of the keeping up with workload due to growth. x The Communication Center continues to explore creative options to improve the recruitment, training and retention of staff. A salary adjustment was implemented in September 2007 in the hopes of improving both recruitment and retention in the Center. x A salary adjustment was implemented in November 2007 for Police records personnel to allow the police department to remain more competitive within the City for like jobs that don’t require shift work. x A Police recruitment and Retention Committee has been established to explore issues related to retention such as affordable housing programs and similar initiatives. x Police Officers broadcast a weekly safety or crime prevention message via local TV and radio stations. Annual Financial Plan 405 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT PUBLIC SAFETY FY 2009 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 FY2008 Status Update: Police and Fire Departments in conjunction with the Coconino County Local Emergency Planning Committee, have instituted an Emergency Operations Center committee to define future needs for the EOC. 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 greater Flagstaff area. x The Fire Department hosted a Special Operations deployment exercise at the Grand Canyon on September 2007. The event showcased Special Operations apparatus, equipment, and teams with the State. x The Emergency Operations Center (EOC) conducted 3 continuing education drills. x The Fire Department conducted a simulated high-rise fire drill with area partners and local law enforcement at NAU. x The Police Department received a Homeland Security grant to send one additional bomb technician through advanced training. x The Police Department continues to maintain a very active core group of 23 volunteers. These citizens perform a variety of police functions such as conducting the Citizen radar program, handicap parking enforcement and graffiti eradication. The Police Department will attempt to strengthen this program by requesting a Volunteer Coordinator in the FY09 budget. * Police continue their partnership with the Sheriff’s Office in the development and training of Community Emergency Response Teams (CERT). Approximately 300 citizens have been trained thus far, with quarterly meetings being held to insure graduates remain prepared to respond in event of an emergency. Annual Financial Plan 406 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. Annual Financial Plan FY 2009 AND FUTURE WORK PROGRAM STRATEGIES 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. RESPONSIBILITY Environmental Services, Sustainability and Environmental Management FY 2008 Status Update: The City added more commercial recycling accounts this year and continues to grow in tonnage volume. We lost the recycling tonnage from Prescott when they canceled our IGA, however through increased sales efforts, we are beginning to make up the lost tonnage. Work continues on researching the financial feasibility of a municipal composting effort, including feedstock and marketability studies and operation options. Staff continues to explore additional recycling markets to capture more of the recyclable material available in Flagstaff. Staff are also working to 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 2008 Status Update: See Public Safety 407 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT QUALITY OF LIFE 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. 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 2009 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 2008 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 newly formed Sustainability Commission (formerly Clean and Green Committee), we will continue to listen to our citizen representatives and develop on-the-ground neighborhood conservation efforts. Sustainability and Environmental Management FY 2008 Status Update: The Sustainability Commission has been formed and they are working on various community issues and projects including the City’s Sustainability Plan and an improved Earth Day celebration including a service project, lectures, informational booths, and interactive activities. 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 collaborated 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. In addition, Adopt-An-Avenue groups continue to join the program, providing more community and neighborhood clean-ups. Annual Financial Plan 408 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT QUALITY OF LIFE FY 2009 AND FUTURE WORK PROGRAM STRATEGIES Cultural Heritage: Continue to serve as a repository for our community’s media based historic materials. RESPONSIBILITY Library FY 2008 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 2008 Status Update: • Core programming continues with additional opportunities for partnerships explored to supplement offerings. • Implemented additional programs as allocated in FY08 budget. • Increased City’s funding of FACTS out-of-school program. • Aquatic/Multi-generational Center 2004 Bond Project (The Flagstaff Aquaplex) 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 2008 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 409 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT QUALITY OF LIFE FY 2009 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 2008 Status Update: 1996 Bond Projects: • The Thorpe Park Improvement Project was the last of the 1996 Bond projects. Construction began in spring 2006. Project was completed in summer 2007. 2004 Bond Projects: • Aquatic Center and Multi-Generational Center (Flagstaff Aquaplex) • Lake Mary Park – Phase II land acquisition (and two other smaller parcels). • Completed 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 2008 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 second 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 410 City of Flagstaff Appendix F – Council Goals GOAL STATEMENT QUALITY OF LIFE FY 2009 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 2008 Status Update: • Park Ranger programs would still be beneficial to meet this goal. No paid positions have been pursued due to budget conditions. • The P.O.S.T. Volunteer Program (Parks, Open Spaces and Trails) was initiated in the summer of 2007. 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 2008 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. FY09 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 411 City of Flagstaff Appendix G - 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. GLOSSARY ACCRUAL BASIS OF ACCOUNTING – A method of accounting in which revenues are recorded when measurable and earned, and expenditures (or expenses) are recognized when a good or service is used. 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. 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. 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) 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. COMMODITIES – Expendable items used by operating or construction activities. Examples include office supplies, repair and replacement parts for equipment, fuels and lubricants, etc. 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. BONDS PROCEEDS – Debt issuances derived from the sale of bonds for the purpose of constructing major capital facilities. Annual Financial Plan 412 City of Flagstaff Appendix G - Glossary 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. COMMUNITY DEVELOPMENT DEPARTMENT – Refers to the following group of Divisions: Community Development Administration, Building Inspection, Engineering, Planning, Urban Design, Housing and Community Services, Metropolitan Planning Organization, Arts & Science, Drainage and Transportation. 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. 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. CONTRACTUAL SERVICES – Contracted service used for operating or construction activities. Examples include Legal Fees, Postage & Freight, Rents, Utilities, and Debt Service costs. 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. COST CENTER – An organizational budget and/or operating unit within each City division or department. 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. DEBT SERVICE – Payment of principal, interest, and related service charges on obligations resulting from the issuance of bonds. 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 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. 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. FUNDS CARRIED FORWARD – The balance of operating funds brought forward from prior years. EMT - Executive Management Team - Team members selected from throughout the organization to participate in process improvement regarding organizational development. GENERAL ADMINISTRATION DEPARTMENT – Refers to the following group of Divisions: City Manager, City Clerk, Capital Management, Law, City Court, Tourism Administration, and Visitor Services. 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 FUND – A fund used to account for all general-purpose transactions of the City that do not require a special type of fund. 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. EXPENDITURE/EXPENSE – This term refers to the outflow of funds paid for an asset obtained or goods and services obtained. Annual Financial Plan 413 City of Flagstaff Appendix G - Glossary PERSONNEL SERVICES – Expenditures for salaries, wages and fringe benefits of a government's employees. GRANT – A contribution by the state or federal government or other agency to support a particular function. 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. INTERFUND TRANSFER – Amounts transferred from one fund to another. 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. POLICE DEPARTMENT – Refers to both Police and Police Grant Divisions. 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 NRFP – North Reservoir Filtration Plant PUBLIC WORKS DEPARTMENT – Refers to the following Divisions: Airport, Facilities Maintenance, Cemetery, Mechanical Shop, Parks and Recreation, Environmental Services and Streets. 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. OPERATING REVENUE – Resources derived from recurring revenue sources used to finance recurring operating expenditures and pay-as-you-go capital expenditures. RECURRING REVENUES – Revenue sources available on a constant basis to support operating and capital budgetary needs. 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. PERFORMANCE INDICATORS – Measures used to evaluate the performance of a program or activity. Effectiveness and efficiency are two types of "outcome" performance indicators. RESTRICTED REVENUES – Are legally restricted for a specific purpose by the Federal, State, and local government. 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. Annual Financial Plan 414 City of Flagstaff Appendix G - Glossary TAX RATE – The amount of tax levied for each $100 of assessed valuation. 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. URBAN DESIGN – Refers to the following group of Divisions: Beautification-General Administration, Streetscape, Flagstaff Urban Trails System, Rehabilitation Projects, and Reserve-Beautification. 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. 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. 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. 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. TAX LEVY – The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. Annual Financial Plan 415 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 416 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 417 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 418 City of Flagstaff Cit y of Flagstaf f 211 West Aspen Avenue Flagstaf f, Arizona 86001 w w w.flagstaf f. az .gov