Enhancing Flagstaff’s Quality of Life Through Recreation 10 F L A G S T A F F, A R I Z O N A 2010 Cit y of Flagstaf f Annual Budget and Financial Plan 2009–2010 In Remembrance Mary Jo Jenkins, Management Services Director, retired on April 10, 2009. She worked for the City of Flagstaff for 21 years, starting as the City’s first Internal Auditor. As an Auditor, she established the City’s first formal internal control policy. During her tenure, she helped to establish the Coconino County Library District financing method that is viewed as a model for the entire state. She was also instrumental in the public outreach and successful voter approval for all bond and tax programs. Mary Jo enjoyed sharing her extensive financial knowledge by training Council members and Mayors as well as other politicians from around the state at a training event after every municipal election cycle sponsored by The League of Arizona Cities and Towns. She also traveled regularly to Phoenix to teach municipal budgeting to government employees through Government Finance Officers Association of Arizona (GFOAz). Her professional accomplishments include being a CPA, a former President of GFOAz, the Library Board and served on the Board of Directors for United Way of Northern AZ. Mary Jo loved her life in Flagstaff, her chocolate Labrador retrievers, flying with her husband, the beaches of Lake Powell, Mexico and wherever she would travel. She had a contagious laugh, broad smile and playful sense of humor. Mary Jo passed away on April 13, 2009 and will be truly missed. * * * Warren “Larry” McFarlane, a Parks Section employee retired on March 26, 2009. Larry worked for the City of Williams for 21 years and the City of Flagstaff for another 5 years. All of his municipal service was with the Parks & Recreation divisions. Larry and his wife Bonnie organized the Parks Little League in 1998 with the community naming the ball field “McFarlane Field” after them in 2001. Larry would often say “Those were the best years of our lives”. Larry loved playing the game of golf in which he was planning to do a lot more of it during his retirement. Unfortunately, Larry passed away on March 27, 2009. Larry was a loving husband, a wonderful father, a mentor and a true friend. All who knew him, for his bright smile, his magnetic personality and his great sense of humor, will truly miss Larry. Annual Budget and Financial Plan Fiscal Year 2009-2010 City of Flagstaff, Arizona CITY COUNCIL Sara Presler, Mayor Al White, Vice-Mayor Karla Brewster Coral Evans Joe Haughey Scott Overton Rick Swanson BUDGET TEAM Kevin Burke, City Manager James S. Wine, Deputy City Manager Ben Fisk, Deputy City Manager Mary Jo Jenkins, Management Services Director Barbara Goodrich, Finance Director Debbie Nichols, Finance Manager Shannon Anderson, Human Resources Manager Ladd Vagen, Information Technology Director PREPARED BY Patricia Aguayo, Account Clerk II Tricia Almendarez, Payroll Supervisor Stacey Brechler-Knaggs, Grants Manager Carol Hartz, Accountant I Lisa Nelson, Accountant I Debbie Nichols, Finance Manager Wanda Noffz, Accountant I Maryellen Pugh, Finance Manager Brandi Suda, Accountant II Annual Financial Plan i City of Flagstaff The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Flagstaff, Arizona for its annual budget for the fiscal year beginning July 1, 2008. 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 ............................................................................................................ x City of Flagstaff Organizational Chart .................................................................... xii TRANSMITTAL City Manager's Budget Message.......................................................................... xvii Mission Statement............................................................................................... xxiii BUDGET OVERVIEW Financial Resources Available ............................................................................... 1 Total Appropriations ................................................................................................ 1 Operating Expenditures by Division ........................................................................ 2 Budget Format and Process Format .......................................................................................................... 3 Process ........................................................................................................ 6 Budget Calendar........................................................................................... 6 Assumptions and Strategies Economic Overview and Revenue Forecast................................................. 7 Expenditures ................................................................................................ 9 Fund Summaries General Fund.............................................................................................. 10 Highway User Revenue Fund..................................................................... 11 Transportation Fund ................................................................................... 12 Library Fund ............................................................................................... 13 BBB Funds ................................................................................................. 14 Other Funds ............................................................................................... 17 Enterprise Funds ........................................................................................ 18 Five-Year Projections by Fund .............................................................................. 21 Revenues General Fund.............................................................................................. 23 Special Revenue Funds BBB ....................................................................................................... 27 Highway User Revenue Fund................................................................ 28 Enterprise Funds ................................................................................... 29 Capital Budget Relationship between Operating and Capital Budget ................................. 31 Capital Improvement Plan .......................................................................... 32 Capital Plan Implications ............................................................................ 33 Debt Debt Capacity ............................................................................................. 34 Current Debt Position ................................................................................. 34 Debt Service ............................................................................................... 35 Annual Financial Plan iii City of Flagstaff POLICIES AND PROCEDURES Fiscal Policies General....................................................................................................... 37 Enterprise Funds ........................................................................................ 37 Real Estate Proceeds Fund........................................................................ 38 Debt Performance ...................................................................................... 38 Debt Management ...................................................................................... 38 Fund Balances and Reserves .................................................................... 38 Expenditure Limitation Control ................................................................... 39 Budget Policies........................................................................................... 39 Revenue Distribution .................................................................................. 40 Operating Budget Impact............................................................................ 40 Minimum Levels of Capital Investment ....................................................... 40 Non-Recurring Revenues ........................................................................... 40 ISSUES AND UPDATES Personal Service Costs Compensation ............................................................................................ 41 Benefits ...................................................................................................... 41 Classification .............................................................................................. 41 Reorganizations.......................................................................................... 42 Organizational Studies ............................................................................... 42 Retitles/Reclasses/Reranges/Rezones ...................................................... 43 MidYear Changes/Salary Adjustments ....................................................... 44 Position Additions/Deletions ....................................................................... 45 Personnel Staff Reductions ........................................................................ 46 Cost Allocation ...................................................................................................... 47 Fleet Management ................................................................................................ 48 Five-Year Information Systems ............................................................................. 49 FINANCIAL SUMMARIES Total Resources and Appropriations Summary .......................................... 53 Tax Levy ..................................................................................................... 54 Revenues Other Than Property Taxes ....................................................... 55 Other Financing Sources and Interfund Transfers...................................... 59 Grant Revenues ......................................................................................... 64 Appropriations by Fund .............................................................................. 67 Appropriations by Department .................................................................... 70 Operating Capital........................................................................................ 73 Capital Improvement Program.................................................................... 75 Debt Service ............................................................................................... 77 Five-Year Plans .......................................................................................... 78 Summary of All Fiscal Activity................................................................... 102 DEPARTMENTAL DETAIL GENERAL ADMINISTRATION ........................................................................... 103 City Manager (01)..................................................................................... 105 City Clerk (02)........................................................................................... 108 Human Resources (04) ............................................................................ 113 Annual Financial Plan iv City of Flagstaff Risk Management (05) ............................................................................. 117 City Attorney (07)...................................................................................... 120 Information Technology (08)..................................................................... 123 Flagstaff Municipal Court (65) .................................................................. 127 MANAGEMENT SERVICES ............................................................................... 133 Customer Service (06).............................................................................. 135 Purchasing (09) ........................................................................................ 138 Tax, Licensing, & Revenue (10) ............................................................... 141 Finance and Budget (13) .......................................................................... 145 COMMUNITY DEVELOPMENT .......................................................................... 149 Capital Improvements (03) ....................................................................... 151 Metropolitan Planning Organization (14) .................................................. 155 Community Development Administration (15) .......................................... 158 Planning & Services Development (16) .................................................... 160 Engineering (17) ....................................................................................... 168 Housing (19) ............................................................................................. 174 Community Redevelopment (31) .............................................................. 178 FIRE DEPARTMENT .......................................................................................... 179 Fire (21).................................................................................................... 181 POLICE DEPARTMENT ..................................................................................... 187 Police (22) ................................................................................................ 189 Police Grants (23)..................................................................................... 195 PUBLIC WORKS................................................................................................. 197 USGS Maintenance (20) .......................................................................... 199 Public Works Administration (25).............................................................. 202 Parks (26)................................................................................................. 205 Fleet Services (27) ................................................................................... 208 Cemetery (28)........................................................................................... 213 Facilities Maintenance (29)....................................................................... 215 Street Maintenance and Repairs (32)....................................................... 218 Environmental Services (41) .................................................................... 221 COMMUNITY ENRICHMENT ............................................................................. 227 Library Services/Library Grants (11 & 12) ................................................ 229 Recreation Services (30) .......................................................................... 233 ECONOMIC VITALITY ........................................................................................ 237 Community Investments/Economic Development (18/78) ........................ 239 Community Design (1807)........................................................................ 244 Airport (38) ............................................................................................... 247 Arts and Science (71) ............................................................................... 250 Beautification (73)..................................................................................... 251 Tourism – Convention and Visitors Bureau (84) ....................................... 252 Visitor Services (85) ................................................................................. 254 Annual Financial Plan v City of Flagstaff UTILITIES ........................................................................................................... 257 Utilities Administration (42)....................................................................... 259 Lake Mary Water Treatment Plant (47) .................................................... 262 Customer Service (48).............................................................................. 266 Water Distribution (49).............................................................................. 267 Booster Stations (50)................................................................................ 270 Wildcat Wastewater Treatment Plant (53) ................................................ 272 Wastewater Collection (54) ...................................................................... 276 Wastewater Monitoring (55) ..................................................................... 279 Rio de Flag Reclaimation Plant (56) ......................................................... 282 Stormwater (98)........................................................................................ 285 NON-DEPARTMENTAL ...................................................................................... 289 Council and Commissions (63)................................................................. 290 Contributions to Other Agencies (64) ....................................................... 291 Non-Departmental (66)............................................................................. 292 NAIPTA (No. Az. Intergovernmental Public Trans. Authority) (97) ........... 293 CAPITAL IMPROVEMENT PROGRAM FY 2010 Capital Improvement Program .............................................................. 297 Schedule of Capital Improvements – FY 2009-2010........................................... 298 FY 2010 Capital Project Descriptions.................................................................. 314 Operating Budget Impact .................................................................................... 319 Capital Improvement Program Summary ............................................................ 320 Schedule of Capital Program Listing ................................................................... 321 Financing the Capital Plan .................................................................................. 330 General Obligation (G.O.) Bonds.............................................................. 330 Highway User Revenue (HURF) Bond ..................................................... 330 Junior Lien Bonds Payable From Highway User Tax Revenues .............. 330 Water and Sewer Revenue Bonds ........................................................... 330 Special Improvement/Assessment Districts.............................................. 331 Municipal Facilities Corporation (MFC) Bonds ......................................... 331 Certificates of Participation....................................................................... 331 Lease Financing ....................................................................................... 331 Grants....................................................................................................... 331 Intergovernmental Agreements (IGA)....................................................... 332 State Revolving Loan Fund ...................................................................... 332 Pay-As-You-Go Financing ........................................................................ 332 Unfunded Capital Improvements .............................................................. 333 Annual Financial Plan vi City of Flagstaff COMMUNITY PROFILE Community Profile ............................................................................................... 337 Principal Taxpayers Tax Year 2008 .................................................................... 342 Property Tax Rates – Direct and Overlapping..................................................... 342 Retail Sales Tax Rates-Direct and Overlapping .................................................. 343 Miscellaneous Statistics ...................................................................................... 344 Bonded Debt-Interest/Coupon Rate by Issue and Year ...................................... 346 Percent of Net General Bonded Debt to Secondary Assessed Value and Net General Bonded Debt per Capita....................................................... 347 Total Bonds Payable-Last Five Fiscal Years....................................................... 347 Consumer Price Index......................................................................................... 348 APPENDICES A-Authorized Personnel/Positions Summary....................................................... 349 B-City of Flagstaff Pay Plan ................................................................................ 362 C-Resolution for Budget Adoption....................................................................... 379 D-Ordinance for Property Tax Levy..................................................................... 380 E-Full-Cost Plan Summary of Allocation Basis.................................................... 381 F-Council Goals .................................................................................................. 383 G-Glossary .......................................................................................................... 384 H-List of Acronyms.............................................................................................. 388 Annual Financial Plan vii City of Flagstaff CITY OF FLAGSTAFF, ARIZONA DIVISION SUMMARY CROSS REFERENCE INDEX IN DIVISON NUMBER ORDER # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 18 19 20 21 22 23 25 26 27 28 29 30 31 32 38 41 42 47 48 49 50 53 54 55 56 Annual Financial Plan DIVISION PAGE City Manager ............................................................................................ 105 City Clerk .................................................................................................. 108 Capital Improvement ................................................................................ 151 Human Resources.................................................................................... 113 Risk Management..................................................................................... 117 Customer Service ..................................................................................... 135 City Attorney ............................................................................................. 120 Information Technology ............................................................................ 123 Purchasing ............................................................................................... 138 Tax, Licensing, & Revenue....................................................................... 141 Library Services........................................................................................ 229 Library Grants........................................................................................... 232 Finance and Budget ................................................................................. 145 Metropolitan Planning Organization (MPO) .............................................. 155 Community Development Administration.................................................. 158 Planning & Services Development ........................................................... 160 Engineering .............................................................................................. 168 Community Investment............................................................................. 239 Community Design (1807) ........................................................................ 244 Housing .................................................................................................... 174 USGS Maintenance.................................................................................. 199 Fire Department........................................................................................ 181 Police Department .................................................................................... 189 Police Grants ............................................................................................ 195 Public Works Administration ..................................................................... 202 Parks ........................................................................................................ 205 Fleet Services........................................................................................... 208 Cemetery.................................................................................................. 213 Facilities Maintenance .............................................................................. 215 Recreation ................................................................................................ 233 Community Redevelopment ..................................................................... 178 Street Maintenance and Repairs .............................................................. 218 Airport....................................................................................................... 247 Environmental Services............................................................................ 221 Utilities Administration .............................................................................. 259 Lake Mary Water Treatment Plant............................................................ 262 Utilities – Customer Service ..................................................................... 266 Water Distribution ..................................................................................... 267 Booster Stations ....................................................................................... 270 Wildcat Wastewater Treatment Plant ....................................................... 272 Wastewater Collection.............................................................................. 276 Wastewater Monitoring............................................................................. 279 Rio de Flag Reclaimation Plant ................................................................ 282 viii City of Flagstaff 63 64 65 66 71 73 78 84 85 97 98 Annual Financial Plan Council and Commissions ........................................................................ 290 Contributions to Other Agencies............................................................... 291 Flagstaff Municipal Court.......................................................................... 127 Non-Departmental .................................................................................... 292 Arts and Science ..................................................................................... 250 Beautification ............................................................................................ 251 Economic Development Administration .................................................... 239 Tourism - CVB .......................................................................................... 252 Visitor Services......................................................................................... 254 NAIPTA .................................................................................................... 293 Stormwater ............................................................................................... 285 ix 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 2010. Budget Overview - The overview provides an overview of the key policy issues, priorities and strategies which shaped the fiscal year 2010 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 2009, 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 projectplanning 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. Annual Financial Plan x City of Flagstaff 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) 7745281 extension 3201. This budget document may also be viewed on the City of Flagstaff website, www.flagstaffaz.gov, in Adobe Acrobat format. Annual Financial Plan xi City of Flagstaff Annual Financial Plan xii City of Flagstaff 01 11 Recreation 30 Engineering 17 26 Fleet 27 Facilities 29 Streets 32 18 Airport 38 Economic Development 78 Tourism 84/85 41 Sustainability 41 Environmental Svcs Parks 25 18/38/78/84/85 Community Investment Public Works Economic Vitality 19 Housing Library 16 30 Planning and Development Community Enrichment 15 02 Community Development City Clerk 01 IT Finance 13 49 and 52 10 Field Services Revenue 47 09 Water Production Purchasing 42 06 Water Resources Customer Service 42 09 Utility Engineering Mgt Services 42 22 Utilities Support Services 21 22 Fire Suppresion Patrol 21 22 Fire Prevention Police 21 08 Fire 04 HR 98 Stormwater 55 Industrial Waste 53 Waste Water Treatment 05 01 01 Real Estate Utilities, Service, and Safety Community Enhancement Risk Management Governmental Relations Judges 01 01 City Administration City Council Communications City Attorney Citizens of Flagstaff CITY OF FLAGSTAFF CITY COUNCIL GOALS PUBLIC SAFETY Increase the visibility and availability of public safety services, through best practices and maximizing resources, to prevent crime and fires. FAMILY, YOUTH & COMMUNITY Improve opportunities for all members of our community to actively participate, invest and feel a part of a high quality of life community. AFFORDABLE HOUSING Facilitate an environment where housing opportunities, both in acquiring and sustaining, match the income diversity of our community. Facilitate a regulatory, market and where necessary, assisted housing environment to match the income continuum of Flagstaff. FACILITIES & BASIC SERVICES Identify and provide the desired or current service levels and accompanying facilities of basic municipal services. COMMUNITY SUTAINABILITY Encourage the community and operate the government in a manner that sustains economic vitality, environmental protection, and social inclusion so that current and future residents and visitors may enjoy the same or better quality of life. 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. 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. Vice-Mayor Al White Councilmember Al White was first elected to the Flagstaff City Council in May 2000 and re-elected in 2004 and 2008. 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 xiii City of Flagstaff City Council CITY COUNCIL GOALS FISCAL HEALTH (Management Goal) 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. 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 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 Undergradate 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 and a current precinct committee person. Councilmember Coral Evans Councilmember Coral Evans was elected to a fouryear 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. Annual Financial Plan xiv City of Flagstaff Councilmember Joe Haughey Joe and his wife Liz moved to Flagstaff in 1979 to live and raise their four children. They have 13 grandchildren. Joe worked in law enforcement for 11 years before moving to Flagstaff to be a part of a smaller community and for the great outdoor recreational opportunities in and around Flagstaff. Joe is an outdoorsman and family man who enjoys boating, fishing, backpacking and hiking. He is also a private pilot. Joe owned several businesses in town before going on the road for 17 years as a sales consultant serving clients in Northern Arizona, New Mexico, and Southwest Colorado. Joe now works as a realtor at Valerie Caro and Joe Haughey Real Estate. He shares “A Common Goal” with his daughter; that is to be involved in many volunteer organizations. As a Councilmember, Joe brings a wealth of practical, common sense and business experience to the table. As a longtime resident, with deep roots in the community, he is working to improve everyone’s quality of life in Flagstaff. Joe feels that Flagstaff is a special town. 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. He currently 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; a nonprofit 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 xv City of Flagstaff Annual Financial Plan xvi City of Flagstaff City of Flagstaff June 30, 2009 Dear Mayor and City Council, It is with considerable process and deliberation that I submit to you the Final FY2010 Budget. How we spend the public’s money is our most important business. This has never been more true than when it shrinks by over $19 million in just two short fiscal years. Flagstaff, Arizona, the United States and the world are experiencing staggering economic decline. The speed and the connectivity of the decline are unprecedented. Flagstaff, for only the second time in 44 years, is experiencing a decline in its sales tax revenue. Moreover, this decline is 6 times worse than the 1978-1979 decline. Flagstaff unemployment has risen from 4.6% in February of last year to 7.0% this year. This translates into almost 2,000 people who have lost jobs in our community. Construction permits totaled 395 in 2008, off 23% from 2007 and 48% from our peaks in 2005 and 2006. Not surprisingly, unemployment in the construction industry is over 13.5%. This is troublesome as 15% of our General Fund sales tax comes from the construction sector (historically). At the state level, their revenue declines are much worse as they are unable to cut fast enough to keep up with the reduction in revenue. Their FY2009 budget required a $1.5 billion dollar cut at adoption. Since then, the economic conditions have continued to decline so there is another $3 billion cut anticipated for next year. These are mind-numbing figures. It is in this context that we were forced to reduce our base expenditures in the General Fund by $11.5 million versus FY2009. In addition, $4.5 million in expenditures were cut in FY2009 by implementing a hiring freeze and having all General Fund divisions reduce their operating budgets by 5%. To achieve the reductions for FY2010, we have reduced approximately 75 positions in the General Fund and over 90 positions city-wide. This is combined with reducing contractuals and commodities (the line items that pay for non-personnel expenses) to the bare minimum. Together, this will definitely result in declines in service levels, some areas more than others. Despite this, there is no change in hours of operations for City Hall, any recreation center, Flagstaff libraries or parks. Staffing levels have been preserved for police patrol and fire suppression. The ratio of personnel to permits and plan submittals will remain the same in Community Development. We will actually see new programs in utilities as years of significant capital investments come on-line in this fiscal year. Despite significant cuts the City is not shutting down. As community members read through the budget book, please examine the New Initiatives and Goals section associated with each Division and Section. While we may not be offering many new programs or services, we still have ambitious goals to accomplish with the personnel and budget remaining. It is easy to get caught up in all the things we “won’t” be able to do in FY2010 and forget all the positive things we “can” do with the significant resources remaining. Readers will also notice in this document, new performance measures. Flagstaff had a robust set of measures but they were heavily weighted toward “input-” and “output–type” measures rather than “outcomes.” In short, input measures tell the community a lot about workload. They measure things such as how many people registered for a class or how many miles of road were swept. 211 West Aspen Avenue, Flagstaff, Arizona 86001 Main & TDD (928) 774-5281, Arizona Relay 7-1-1, Fax (928) 779-7696 Output measures tell the reader how efficiently a service was conducted, such as how many calls were handled per dispatcher or how much it cost to produce a million gallons of potable water. Outcome measures tell the community how effective we were in accomplishing the purpose of the program or service. For instance, the crime rate can tell us how effective we are at police services. The size of a forest fire can tell us how effective our wildland mitigation efforts are working. All of these measures are necessary to better determine if we are accomplishing community goals and spending the publics’ money wisely. Another important part of this recommended budget is the ongoing conversation regarding compensation. In FY 2009, Council permitted funding of a compensation study. In that study it was found that Flagstaff positions are paid approximately 19.1% below the market average. This is concerning and somewhat worse than expected. Moreover, salaries and benefits are being decreased in order to reduce layoffs and preserve high priority programs and services. These are difficult choices, but necessary in order to balance the FY 2010 budget and preserve highly desired programs and services. Despite the 1.2% pay-cut, employees and I are very appreciative of your willingness to offset that with three paid floating holidays. Restoring the pay-cut and eliminating those floating holiday’s is a priority for the 2011 budget. Additionally, Leadership, in conjunction with the EAC and HR will be developing a compensation study implementation plan to identify how we achieve market salary wages over the long term. The benefits of this pay-cut are that they save additional dollars to be used for services or personnel that would otherwise be cut. These “add-backs” include the following:  Three (3) patrol officers dedicated to the Sunnyside neighborhood  The Fire Training Officer  A Information Technology position at the LEAF facility shared by City and County Police and Fire services  Assignment pay to most positions in the Police Department. Other significant budget add-backs that have other independent funding sources include:  A Call-Taker position in dispatch  $70,000 associated with various recreation programs The following table designates, by tiers, the detail of all budget “add-backs” and their funding source. In summary, this has been, and will continue to be, a very challenging budget. While we have preserved numerous public safety functions and other Council goals, there are still significant cuts across the organization. The cooperation and creativity of the Council and staff has, to achieve this balanced budget, is a proud accomplishment. Thanks again for your ongoing support. Sincerely, Kevin Burke City Manager Annual Financial Plan xviii City of Flagstaff FY 2010 TIERED BUDGET “ADD-BACKS” Tier 1: Ongoing General Fund Sources: Eliminate merit Eliminate deferred compensation subsidy Fund balance decrease from 15% to 12% Increase user fees Total Sources - Tier 1 $ $ 1,000,000 500,000 500,000 500,000 2,500,000 Uses: Public Safety - Police - 13 patrol officers Public Safety - Police - 1 Court officer Public Safety - Police - 1 Animal control officer Public Safety - Police - Retention pay Public Safety - Police - Humane Shelter contract Public Safety - Police - 1 Dispatcher Public Safety - Fire - 3 Firefighters Public Safety - Fire - Summer fuel crew Public Safety - City Attorney - Full prosecution services Public Safety - City Attorney - 0.25 City attorney admin Public Safety - Court - Restore public defender contract Public Safety - Court - 0.8 FTE Court Probation officer Public Safety - Court - 1.0 FTE Court personnel Basic Services - Streets - De-icer program Basic Services - Administrative - League Dues Basic Services - Administrative - Contributions Basic Services - Administrative - Sales Tax Auditor Basic Services - Administrative - Switchboard 0.5 FTE Basic Services - Administrative - 1.0 HR Generalist Basic Services - Fleet - 1.0 Mechanic Total Uses - Tier 1 Annual Financial Plan xix $ $ 942,500 72,500 59,005 270,000 175,000 53,500 90,000 40,000 92,500 50,000 20,000 47,332 35,746 160,000 30,000 100,000 180,000 22,295 60,000 50,970 2,551,348 City of Flagstaff Tier II - Ongoing Sources: Reduce Arts & Science transfer Reduce Library transfer Reduce salary/planned deferral/other compensation 1.1% Restore audit revenue FLSA changes Sick industrial changes Total Sources - Tier II $ $ 20,000 60,000 440,000 100,000 25,000 25,000 670,000 Uses: Public Safety - Police - 3 Sunnyside officers Public Safety - Police - LEAF Support contract Public Safety - Police - Restore part of assignment pay Public Safety - Fire - 1 Training Battalion Chief Affordable Housing - Planning - Housing planning capacity through position transfer Basic Services - Parks - Restored FUTS & Streetscape Maint $ $ Other various ongoing Sources: Public Safety - Fire - Eliminate assignment pay - arson Public Safety - Fire - Eliminate other ongoing $ 217,000 60,000 92,000 10,000 294,000 673,000 $ 21,600 38,400 60,000 Public Safety - Fire - Information technology at LEAF $ 60,000 Public Safety - Police - Eliminate assignment pay - Motor Public Safety - Police - Eliminate assignment pay - Accident $ $ 9,628 14,441 24,069 $ 25,000 Uses: Sources: Uses: Public Safety - Police - Restore balance of other assignment pay Annual Financial Plan xx City of Flagstaff Sources: Public Safety - Police - Revenue increase $ 50,000 Public Safety - Police - 1.0 FTE Call Taker $ 45,000 Basic Services - Cemetery - User Fees $ 12,000 Basic Services - Cemetery - Watering $ 12,000 Family, Youth - Recreation - Capital reduction Family, Youth - Recreation - Aquaplex reductions $ $ 40,000 10,000 50,000 $ 50,000 Uses Sources: Uses Sources: Uses Family, Youth - Recreation - Other program restoration Annual Financial Plan xxi City of Flagstaff General Fund - One time budget changes Sources: FY2010 Vacancy savings Operating capital Fleet FY2009 reduction in library transfer Fund balance from 18% to 15% City contribution to state budget Transfer from self insurance trust $ $ 200,000 271,000 233,000 100,000 1,200,000 400,000 40,000 2,444,000 Uses: Basic Services - Streets - Restore street sweeping Basic Services - Administrative - Video streaming for P&Z mtg Basic Services - All - Fund FY2009 and FY2010 retirements Basic Services - All - Fund minimal one time requests Basic Services - All - Fund State contribution or DPS Basic Services - All - Reserve for potential revenue decreases Basic Services - Fiscal Health - Fund grant assistant 1 year Economic Development - Auto sales tax rebate Economic Development - Fund Cardinals Public Safety - Fire - Partial restore Fire OT General Fund - Other revenue dependent Sources: Grant funding $ $ 13,000 3,000 400,000 50,000 1,200,000 500,000 60,000 100,000 40,000 100,000 2,466,000 $ 217,500 $ 217,500 $ 58,549 $ 52,149 6,400 58,549 Uses: Public Safety - Police - FBI & Marshall officers Public Safety - Police - Overtime Public Safety - Police - 1 DARE Officer General Fund/Other fund Sources: Increased County funding for Flagstaff libraries Uses: Family, Youth - Library - no 7 p.m. closure Family, Youth - Library - Restore 0.25 Branch Clerk $ Annual Financial Plan xxii City of Flagstaff M I S S I O N The Mission of the City of Flagstaff is to enhance the quality of life of its citizens while protecting the values of our community. V I S I O N 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. V A L U E S As employees we hold ourselves accountable to these values: A C C O U N T A B I L I T Y We value accountability. R E S P O N S I V E N E S S We value addressing our customers’ concerns. Q U A L I T Y We provide high-quality customer service. P R O F E S S I O N A L I S M We are honest, responsible, accountable, highly-trained, and cost conscious. T E A M W O R K We are a team in partnership with citizens and other agencies for a better Flagstaff. P R O B L E M S O L V I N G We solve problems in a creative, open-minded, and professional manner. Annual Financial Plan xxiii City of Flagstaff Annual Financial Plan xxiv City of Flagstaff requirements, capital needs, debt burden, and strong reserves for future needs and contingencies. BUDGET OVERVIEW The City of Flagstaff FY 2010 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 2010; Debt Structure; and the Fund Balances, which are the operating framework of the Financial Plan. FINANCIAL RESOURCES AVAILABLE Sales/Franchise Taxes Grant Revenue State Revenue BBB Tax Transportation Tax Highway User Tax Other Financing Sources Property Taxes Enterprises (A) Other Revenue (B) Fund Balances $ $ (A) Enterprises: Water Wastewater Airport Environmental Services Stormwater Utility $ $ (B) Other Revenue: Licenses and Permits County Vehicle Tax Charges for Services Fines and Forfeits County Contribution Interest on Investments LTAF/Misc Revenue $ $ Enterprises (A) Property Taxes 19.6% 7.3% Enterprises (A) 19.6% 9.4% 9.8% 7.4% 3.0% 5.5% 3.8% 13.6% 7.3% 19.6% 13.8% 6.8% 100.0% General Administration Management Services BBB (A) Community Development Economic Vitality Community Enrichment Fire/Police Utilities Public Works Airport Environmental Services Stormwater Non Departmental Reserves/Contingencies 11,656,833 7,972,942 1,560,316 11,968,972 1,306,298 34,465,361 7,278,584 3,242,905 8,273,234 8,318,293 477,559 10,402,228 27,066,767 23,312,590 25,474,194 7,786,189 11,345,640 8,455,786 29,791,675 4,180,000 175,405,644 $ 1,476,201 2,550,000 3,910,737 1,242,929 6,449,810 1,504,798 7,053,977 24,188,452 (A) BBB Tax Funds: Beautification Tourism Economic Development Arts and Science $ Other Revenue Fund Balances 13.8% 6.8% Utilities 13.3% Fund Balances 6.8% Public Works 14.5% Airport 4.4% Fire/Police 15.4% Sales/ Franchise Taxes 9.4% Sales/ Franchise Taxes 9.4% BBB Tax BBB Tax 3.0% 3.0% 4.1% 1.8% 4.7% 4.7% 0.3% 5.9% 15.4% 13.3% 14.5% 4.4% 6.5% 4.8% 17.0% 2.6% 100.0% 4,918,306 1,630,262 987,869 736,797 8,273,234 $ Environ Svcs 6.5% Comm Enrich 5.9% Stormwater 4.8% Econ Vitality 0.3% Grant Revenue 9.8% Grant Revenue 9.8% State Revenue 7.4% State Revenue Non-Dept 17.0% Comm Dev 4.7% BBB 4.7% 7.4% Mgmt Svcs 1.8% Gen Admin 4.1% Contingencies 2.6% "WHERE THE MONEY GOES TO" $175,405,644 "WHERE THE MONEY COMES FROM" $175,405,644 Annual Financial Plan $ Other Revenue 13.8% Property Taxes 7.3% Other Financing Sources 13.6% Other Financing Sources 13.6%Highway User Highway UserTax Tax 3.8% Transportation 3.8% Tax 5.5% Transportation Tax 5.5% 16,322,529 17,221,238 13,041,194 5,223,146 9,721,245 6,662,309 23,852,440 12,745,057 34,465,361 24,188,452 11,962,673 175,405,644 TOTAL APPROPRIATIONS 1 City of Flagstaff The following graphs depict the major classifications of appropriation for the total 2009-2010 budget and expenditures by major types. TOTAL APPROPRIATIONS Operations Equipment Capital Improvement Projects Debt Service Reserves/Contingencies $ $ OPERATING EXPENDITURES BY DIVISION 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 division budgets are presented to include section budgets and Divisional (organizational structure) responsibilities as defined by the City Code. 98,667,304 4,658,804 50,019,114 17,880,422 4,180,000 175,405,644 TOTAL APPROPRIATIONS (all funds) Operations 56.2% Operations 56.2% Equipment 2.7% Equipment 2.7% Capital Improv Projects Capital Improv 28.5% Projects 28.5% Reserves/ Reserves/ Contingcs Contingcs 2.4% 2.4% Debt Service Debt Service 10.2% 10.2% EXPENDITURES BY TYPE Personal Services Contractual Commodities Capital OPERATING BUDGET * General Administration Community Development Management Services Economic Vitality Community Enrichment Fire Police Public Works Utilities Non-Departmental * Exclusive of Debt Service $ 59,145,813 57,334,029 9,076,256 49,849,546 175,405,644 Police 16.5% $ 17,880,422 Public Works 16.0% Utilities 11.3% Fire 9.8% Community Enrichment 10.5% EXPENDITURES BY TYPE (all funds) Contractual 32.7% Capital 28.4% $ 7,278,584 8,272,293 3,242,905 4,815,963 10,351,948 9,628,298 16,307,325 15,758,255 11,179,102 11,832,631 98,667,304 OPERATING BUDGET $ Personal Services 33.7% $ Economic Vitality 4.9% Commodities 5.2% NonDepartmental 11.9% Management Services 3.3% Community Development 8.4% General Admin 7.4% General Administration activities comprise 7.4% of the budget ($7.3 million). The sections within this Division provide for the overall management and administration of the City, as well as enforcement of municipal laws through legal support and the courts. This division consists of City Manager, City Clerk, City Attorney, City Court, Human Resources, Risk Management and Information Technology. Community Development (CD) comprises 8.4% of the operating budget ($8.3 million). The services in this Division include Planning & Development Services, Engineering, Capital Improvements, Housing, MPO (Metropolitan Planning Organization), Community Redevelopment Services, FUTS Annual Financial Plan 2 City of Flagstaff (Flagstaff Urban Trail System) and CD Administration. The services provided by these divisions meet the current needs of the community and plan for the future. supply and proper waste disposal. The Stormwater Utility is also included here. Non-Departmental operations comprise 11.9% of the budget ($11.8 million) exclusive of $5.4 million debt service. Some sections are contractual in nature and include Contributions to Other Agencies. The Council and Commission and Non-departmental budgets account for expenditures that benefit City operations as a whole. Management Services comprises 3.3% of the operating budget ($3.2 million). The division encompasses those activities that provide administrative support and services including financial services, purchasing, customer service, and sales tax. BUDGET FORMAT AND PROCESS Fire Department services comprise 9.8% of the operating budget ($9.6 million). The Division’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. The budget and financial plan for the City of Flagstaff is the policy document that reflects the goals and objectives of the City Council. These goals and objectives are implemented through the policies and priorities established by the Council as well as the various Boards and Commissions appointed by Council. The Office of the City Manager is then responsible for implementing these policies and priorities utilizing the allocation of financial resources. The annual review process provides the community an opportunity to evaluate the services provided to the citizens of the community. Programs are identified, evaluated, and the scope of service provided is defined. The staffing level needed to provide the service level deemed appropriate by Council is determined. Additionally, funding requirements and level of effort to be provided are established. Police Department activities comprise 16.5% of the operating budget ($16.3 million). Public safety programs provide personal safety in the community by promoting a community free of crime and assured response in emergency situations. Public Works activities are provided by seven sections that account for 16.0% of the operating budget ($15.8 million), excluding the debt service requirements for streets ($2.3 million), Fourth Street ($2.3 million), and USGS facility ($0.5 million). The services provided include environmental service operations, cemetery operations, maintenance of all public facilities and public infrastructure including streets and parks, fleet services, and transportation services. FORMAT The Division Detail presents each operating activity at the Section level with a Section mission, description of programs, specific goals and objectives for FY 2010, major accomplishments in FY 2009, and performance indicators that measure the efficiency and/or effectiveness at the program level. Economic Vitality activities comprise 4.9% of the operating budget ($4.8 million) excluding debt service requirements for Airport ($0.3 million) and Business Incubator ($0.3 million). The division includes the following sections: Community Investment, Tourism and Visitor Center, Airport, Arts and Science, Urban Design, Streetscape, and Economic Development. 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 2008, the Estimated Actual for FY 2009, and the Adopted Budget for FY 2010. 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. Community Enrichment activities comprise 10.5% of the operating budget ($10.4 million) excluding debt service requirements for Recreation ($35 thousand). The division provides the following services: recreation services and operations of the City/County public library system. Utilities Division comprises 11.3% of the operating budget ($11.2 million), excluding $6.3 million debt service requirements. Six sections within water operations and six sections within wastewater operations provide services that promote a clean and healthy community by providing a safe water Annual Financial Plan 3 City of Flagstaff Within each Fund there may be several Divisions. Divisions also may encompass several Funds. The Division level is the legal level of budget authority. Categories presented are:     Personal Services (salaries, fringe benefits, internal labor, et al) Contractual (professional services, utilities, maintenance, rents, debt service, et al) Commodities (small equipment, parts, office supplies, operating supplies, et al) Capital Outlay (professional services, land, buildings, street, water and sewer construction, equipment, et al) Divisions are groups of Sections that serve a similar function with the City. In addition, within each Section are Programs, which capture all expenditures, related to an activity, cost center, or location of operation within a section. The following table represents the structure for the City. 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. Annual Financial Plan 4 City of Flagstaff Annual Financial Plan 5 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 DIVISIONS Management Services Administration Tax, Licensing & Revenue Finance & Budget City Clerk Information Technology Municipal Court Risk Management City Attorney Human Resources Customer Service Management Services City Manager General Administration Housing and Community Services Metropolitan Planning Organization Engineering Housing and Community Services Development Services Capital Improvements Administration Community Development Fire Fire Police Police Environmental Services Street Maintenance & Repairs Cemetery Facilities Maintenance Fleet Parks Administration Public Works Illustration of Relationship between Funds, Divisions, and Sections Airport Arts & Science Economic Development Beautification Convention & Visitors Bureau Visitor Services Community Investment Economic Vitality Recreation Library Recreation Community Enrichment Stormwater Administration Lake Mary Water Treatment Plant Water Distribution Services Booster Stations Wastewater Treatment Plants Wastewater Collection Wastewater Monitoring Utilities G.O. Bond Fund Secondary Property Tax Special Assessment Perpetual Care Capital Projects Bond Real Estate Proceeds Transit 4th Street Overpass Safe to School Safety Improvements Non-departmental Contributions Council and Commission Non-departmental information in accordance with state reporting requirements as mandated by statute. Expenditures are reported at both the fund level and the Division level for operational control purposes. BUDGET PROCESS Budget Process Flowchart: Program Managers/ Employee Input BUDGET CALENDAR Section Managers BUDGET CALENDAR Division Heads Budget Review Team City Manager Deputy City Manager (2) Mngment Srvcs Director Finance Director Human Resources Director Info Tech Director Finance Manager Review of City Manager's Proposed Budget Div. Heads/Employees Advisory Committee City Council Budget Work Session Public Hearing Property Tax Level Adoption (As needed) Adoption of Tentative Budget Adoption of Final Budget (One Week) December Budget Module available to all Divisions January 8 Capital improvement and equipment requests reviewed by Capital Improvements and Purchasing February 23 March 6 Review with Department Heads and City Manager March Personnel review of reclassification requests completed April 27 - 29 Council Study Sessions Proposed Budget available to public June 2 Tentative budget and tax levy hearing Tentative budget adoption June 16 Truth in taxation hearing Final budget and tax levy hearing Final budget adoption June 17 Notify Property Tax Oversight Commission of Compliance with Truth in Taxation July 28 Adopt Property Tax Levy (After 1st Public Hearing) Property Tax Levy Adoption (After 2nd Public Hearing)  Implementation of Budget  Presentation:  The Transmittal provides a summary of the key policy issues, priorities, and strategies that shaped the budget as framed by the City Manager.  The Budget Overview summarizes financial resources and expenditures along with fund summaries and an overview of selected revenues.  Policies and Procedures provide an overview of both fiscal and budgetary practice.  Budget Issues were prepared for Council review and discussion during their Fall and Spring retreat and the budget study sessions.  The Financial Summaries section includes various schedules utilizing revenue and expenditure classifications and tax levy Annual Financial Plan   The Division Detail section provides both narrative and financial data. The budget commentary provides an explanation of significant budget changes for FY 2010. The Capital Improvement Plan (CIP) for FY 2010 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 6 City of Flagstaff to preparation of the budget. The City Council holds Study Sessions in April. The Council reviews and discusses all personnel recommendations, capital equipment recommendations, and the capital improvement plan. The Council arrives at a consensus for all decisions needed. The Study Sessions provide the opportunity for City management, departments and the public to offer information and recommendations to the City Council. ASSUMPTIONS AND STRATEGIES ECONOMIC OVERVIEW AND REVENUE FORECAST The City of Flagstaff has had negative economic indicators since approximately December 2007. All local and state shared sales tax, construction revenues, state shared income tax, and highway user (gas tax) revenues have decreased. Housing sales have decreased and the median home price has decreased moderately. Our community partners in both the public, private, and governmental sectors have experienced closure, staffing layoffs or furloughs, and declining revenues. A number of new projects anticipated to build the retail sector have been delayed or canceled due to the lack of available capital. The economic analysts for our local and state region give mixed messages on when the recovery may start. 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 16, 2009. State law requires the operating budget to be all-inclusive. Therefore, the budget includes provisions for contingent revenues, e.g., Passengers Facility Charges, and expenditures that cannot be accurately determined when the budget is adopted, e.g., grants. The Resolution adopting the annual budget requires Council authorization for any expenditure from contingencies, as well as transfer of budget authority between departments. The City collects three different retail sales taxes: The first is a 1% tax on all general sales, except for food. This is a general purpose tax that benefits the General Fund. 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 ten years to be validated and this tax next expires in 2014. Currently, the City anticipates having the sales tax extension to 2024 on the 2010 ballot. 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. Local sales tax declines have been realized every month since December 2007 in comparison to the same month in the prior year except for April 2008. Overall business activity has decreased 10.7%. While every local sales tax sector has experienced reductions, the two industries with the greatest impact are construction with a 29.4% decrease and auto sales with a 35.0% decrease. Construction and auto sales represent 20% and 8% respectively of all sales tax receipts. Overall local sales tax estimates are more than $5 million dollars less for FY2010 than what had been projected for the same fiscal year a year ago. 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 ($175,405,644). Certain exclusions are allowed by the state [e.g., bond proceeds, debt service, grants] in computing the Expenditure Limitation ($121,801,614), and this total cannot be exceeded. The second tax is a 0.721% sales tax on the same types of general sales; however, the tax is restricted in use to certain transportation projects. The four components of this tax include Safety th Improvements, Street Improvements, 4 Street Overpass, and Transit. The transportation tax components expire in 2020. As this funding shifts from construction to maintenance, the City will pursue a permanent component to this tax. As similar sales are taxed with this source, revenue declines follow the same trends as the general sales tax. Budget authority can be transferred between line items within a Section. At year-end, Division budgets are reviewed and budget authority is transferred from contingencies by Resolution as necessary. 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 total appropriation is not exceeded. Annual Financial Plan 7 City of Flagstaff The third tax is a Bed, Board, and Beverage (BBB) tax that collects an additional 2% for motel rooms/campgrounds, restaurants, and bars. Thus tax is restricted in use to certain economic, arts, beautification, recreation or tourism activities. The BBB tax expires in 2013. Currently the City anticipates the renewal to 2023 to be on the May 2010 ballot. Tourism is a major industry for our sector and overall sales have been consistently decreasing on a monthly basis since approximately July 2008 when the gas prices were peaking. Overall revenue decreases indicate an 8% decline. actually realize a 4% rate decrease from $0.6803 to $0.6547 per $100 of assessed value. Another area of concern that will impact FY2011 is the results of the 2010 federal census count. In the 2000 census, the U.S. Federal Census determined that the City had only grown by approximately 200 people from the 1995 special census. Even though the City of Flagstaff could demonstrate the federal census was incorrect, the Census Bureau declined to make any adjustment. As noted earlier, as State funds are distributed by a community’s relative share of total state population, this cost the City in excess of $2 million dollars in reduced funding that took a number of years to recoup. 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 student enrollment. Flagstaff’s greatest challenge is that while 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 approximately 1.25%. A combination of all the revenue declines noted positioned the General Fund at a 19% or $13 million dollar deficit as planning for FY2010 began. Each General Fund division was directed to make 19% cuts based on their FY2009 base budget, based on a programmatic overview of service provision. This exercise resulted in 109 positions in the General Fund to be eliminated as well as drastic cuts in many contractual and commodity categories. The City Manager and Council worked on an add-back priority list and will fund programs/positions as dollars become available. This City Manager has identified $2.5 million dollars to date to fund add backs through the elimination of the merit increase for fiscal year 2010, reduction in benefits, usage of fund balance, and user fee increases. The first tier add-back restored approximately 27 positions, primarily in public safety. The State has experienced similar or greater revenue declines as the City. Construction, tourism, and auto sales are the three hardest hit industries. In addition to sales tax declines, the distribution of personal income tax is not meeting stated projections and are reduced by approximately 14% for FY2010. All other funds went through the same exercise to balance to available revenues so that all funds would be in balance. Highway user revenue (gas tax) funds are projected to end FY2009 at 19% ($1.5 million) under budget and flat for FY2010. These revenues are distributed based on a fairly complex Arizona Department of Transportation formula, based on part on the amount of fuel purchased in our region. As fuel prices have decreased, we anticipate Flagstaff tourism to increase as we are a popular drive destination for Las Vegas, Los Angeles, and Phoenix; however that trend is not yet evident in our monthly receipts. The City is actively pursuing Federal stimulus dollars on a number of levels. To date, the City has received $587,000 in Energy Efficiency Block Grant funds, approximately $300,000 to fund Police overtime, and $167,000 in CDBG dollars. The City is also funding its’ own local stimulus plan. Projects include $4.5 million for local street overlay, $250,000 for an advertising campaign, and construction assistance for affordable housing stimulus. Property tax revenues continue to see slight increases even though property tax valuation has decreased. This occurs as there is an approximate 18 – 24 month lag in home valuation and property tax assessment payment. The City anticipates reduced property tax valuation to occur in FY2011. As the State of Arizona caps the primary property tax increases on an annual basis, homeowners will Annual Financial Plan The City is confident that it will successfully emerge from this recession and will continue to positively grow the City within available resources to assure long-term viability. 8 City of Flagstaff Council Guidelines – The budget guidelines set forth by the City Manager were formulated based on Council concerns and goals. EXPENDITURES The adopted budget is based on fiscal restraint consistent with conservative and sustainable revenue estimates. The base budget approach has required operational cost reviews and redistributions of all Departments. The Council developed five priorities that encompass the areas of Affordable Housing, Public Safety, Family, Youth and Community, Facilities and Basic Services, and Community Sustainability. City leadership also added fiscal health as a primary goal. 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. Budget review includes:  Estimated Actual Expenditures FY 2009. Sections were asked to estimate expected expenditures by line item for FY 2009. Overages and underages (and reasons, theretofore) were used to adjust the recommended budget for various line items in FY 2010. This resulted in a reduction of a substantial number of line items to meet 19% budget reductions.  Staffing Requests/Increases in Level of Service. Divisions are required to provide narratives for increases in service levels and addition of staff. Generally, new staff additions are encouraged to have an independent funding source, or are needed to maintain current service levels. There were no staff additions for FY 2010  Fleet Management. All fleet equipment replacement requests were reviewed and prioritized by the Fleet Management Committee within financial parameters.  Information Systems. Information Technology staff reviewed hardware and software needs. Funding was decreased and future needs have been reprioritized.  Capital Improvements. The Capital Improvement staff reviewed all requests of capital projects or public improvements that require time charge outs from that section.  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. Fund Balance – The carry forward 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 2010 is estimated at $6,689,347 in the General Fund. A general fund balance equal to 15% of general fund revenues has been City practice, but due to the current economic conditions, the City has reduced the policy fund balance to 12% of ongoing revenue. The General Fund balance is currently budgeted at 13%. The FY 2010 budget anticipates to use excess fund balances to fund some ongoing operations for a two year period as the economy recovers. In addition, a portion of the current fund balance represents carryforward of expenditures in equipment and capital projects. The General Fund was challenged with a 19% projected shortfall due to state and local revenue declines. The City has reduced programs resulting in staff layoffs across the organization, as well as forgoing staff raises for the year, reducing benefits and decreasing contractual and commodity expense across the board. All funds experienced reductions to some degree and balanced within available resources. Annual Financial Plan 9 City of Flagstaff REVENUES/OTHER SOURCES Licenses and permits Grants Local taxes Intergovernmental Fines and forfeits Fund Balance, net of Transfers Fund Balance for Carryovers Charges for services Primary Property Tax Interest Miscellaneous FUND SUMMARIES GENERAL FUND The General Fund includes all City operations, except enterprise activities (operations which are to be self-sustaining), 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 (Metropolitan Planning Organization, MPO). EST ACTUAL FY2009 $ 1,379,997 1,205,014 17,139,557 17,844,546 1,135,509 21,553,498 1,490,800 2,758,437 4,914,271 650,000 1,740,517 $ 71,812,146 GENERAL FUND REVENUES/OTHER SOURCES Intergovt'l Rev 27.0% Fines/Forfeits 2.0% Local Taxes 26.7% Total resources available for General Fund expenditures for FY 2010 are $61.0 million including the estimated beginning fund balance of $18.7 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. Fund Balance 16.6% Grants 4.1% Charges for Services 6.3% Prim Prop Tax 8.4% Lic & Permits 2.4% Misc Rev 5.4% General Fund total appropriations compared to yearend estimates have increased by 2.3%. This increase is due to the carryover of several large capital projects. Operating expenditures decreased an average of 13% to balance the General Fund to available resources. Interest 1.1% EST ACTUAL BUDGET FY2009 FY 2010 $ 6,363,109 $ 7,278,584 5,605,848 4,462,098 4,353,231 3,242,905 9,681,493 10,251,298 17,062,489 16,815,469 9,686,272 6,523,505 (192,646) 203,209 477,559 3,214,735 26,125 500,000 1,875,000 $ 53,085,921 $ 54,344,362 APPROPRIATIONS General Administration Community Development Management Services Fire Police Public Works Non-departmental Economic Vitality Community Enrichment Utilities Contingencies General Fund revenue/other sources compared to the year-end estimates have decreased by 15.0%. The City is anticipating reduction in all major revenue categories due to the local, state, and national economic downturn. Categorically, the hardest hit areas are construction, auto sales, and tourism. GENERAL FUND TOTAL APPROPRIATIONS Police 30.9% Fire 18.9% The financial position of the General Fund remains balanced and in tune with the community need. Pub Works 12.0% Mgmt Svcs 6.0% Non-dept 0.4% Econ Vit 0.9% Comm Dev 8.2% Gen Admin 13.4% Annual Financial Plan BUDGET FY 2010 $ 1,476,201 2,486,515 16,322,529 16,451,194 1,242,929 10,107,476 1,365,000 3,859,391 5,113,881 650,000 1,958,593 $ 61,033,709 10 Cont'gcy 3.4% Comm Enrich 5.9% City of Flagstaff APPROPRIATIONS General Administration Community Development Management Services Public Works Economic Vitality Non-departmental Contingency SPECIAL REVENUE FUNDS HIGHWAY USER REVENUE FUND The Highway User Revenue Fund (HURF) is mainly supported by transportation related taxes distributed to the Cities and Counties by the State. $ HURF appropriations have been significantly affected due to decreased revenue receipts. Revenue has decreased by 17.6% comparing the FY2009 budget to the FY2010 budget. Pub Works 93.0% Appropriations total $20.6 million in FY 2010 and major projects budgeted include the annual pavement maintenance program, Stimulus Overlay Program, Ponderosa Parkway, and Industrial Drive. However, a number of projects have had to be delayed or eliminated to balance this fund. REVENUES/OTHER RESOURCES HURF $ LTAF (lottery) Fund Balance Transfers (net) Grants Interest Other Financing Sources Miscellaneous $ $ 168,593 752,512 247,240 19,165,672 24,774 139,124 100,000 20,597,915 STREET TOTAL APPROPRIATIONS Non-dept 0.7% Econ Vit 0.1% Cont'gcy 0.5% Mgmt Svcs 1.2% Comm Dev 3.7% Gen Admin 0.8% 6,662,309 300,246 1,808,943 5,557,552 765,600 36,000 4,500,000 1,376,327 21,006,977 STREET REVENUES/OTHER RESOURCES HURF 31.7% LTAF 1.4% Fund Bal 8.6% Misc 6.6% Other Fin. Srcs. 21.4% Annual Financial Plan Interest 0.2% Grants 3.6% Transfers 26.5% 11 City of Flagstaff TRANSPORTATION FUND REVENUES/OTHER RESOURCES Local Taxes $ 9,721,245 Fund Bal, net of Transfers (5,442,538) Interest 99,000 $ 4,377,707 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. Projects 4th Street Overpass Safe-to-School, Pedestrian and Bike Traffic Flow and Safety Improvements Transit Service Enhancements Totals TRANSPORTATION REVENUES/OTHER RESOURCES Local Taxes 99.0% Interest 1.0% Budget FY 2010 Revenues $ 2,157,280 1,078,640 2,507,838 3,977,487 $ 9,721,245 APPROPRIATIONS/TRANSFERS General Administration $ Management Services Economic Vitality Non-Departmental $ Appropriations total $6.5 million in FY 2010. Appropriations are comprised of $3.8 million for transit operations, and $2.3 million for debt service. Transfers include $3.6 million to the HURF Fund for Safety and Street Improvements and $475,000 to fund FUTS projects in Beautification. The tax rate for transportation is 0.721%. TRANSPORTATION TOTAL APPROPRIATIONS/ TRANSFERS This fund has also experienced significant declines due to the reduction in sales tax receipts. Projects have been delayed or eliminated to balance the budget. Gen Admin 1.1% Non-Dept 95.5% Econ Vit 0.4% Annual Financial Plan 72,840 197,948 27,959 6,222,361 6,521,108 12 Mgmt Svc 3.0% City of Flagstaff LIBRARY FUND APPROPRIATIONS General Admin Economic Vitality Management Services Community Enrichment Public Works Non-Departmental Contingencies The City operates a joint City-County Public Library with auxiliary programs in outlying county locations and bookmobile services. $6.4 million of the funding for library operations comes from the library district tax. $ $ During 1997, the County, in concert with the affected entities throughout, developed a new funding formula for the distribution of the tax. The formula provides a base amount for all entities and the distribution of any additional monies as directed by the Library Council with affirmation by the County Board of Supervisors. 142,628 23,208 171,125 7,187,493 105,112 110,950 100,000 7,840,516 LIBRARY TOTAL APPROPRIATIONS Comm Enr 91.7% REVENUES/OTHER RESOURCES Library District Tax $ 6,449,810 Fund Balance 626,643 Transfers (net) 932,519 Interest 50,000 Grants 25,000 Miscellaneous 20,809 $ 8,104,781 Public Works 1.3% Cont's 1.3% Non-Dept 1.4% Gen Admin 1.8% Mgmt Svcs Econ Vit 2.2% 0.3% LIBRARY REVENUES/OTHER RESOURCES Library District Tax 79.6% Misc 0.3% Grants 0.3% Interest 0.6% Transfers 11.5% Annual Financial Plan Fund Balance 7.7% 13 City of Flagstaff Beautification Fund: Total resources available for Beautification Fund activities amount to $6.7 million including carryovers and approved grants. Expenditures from this fund are primarily for capital improvements. (See the CIP Section for project list.) 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 $ Grants Fund Balance Interest Transfers (net) $ 9.5% 20.0% 30.0% 33.0% 7.5% 1,044,629 1,845,000 3,127,179 83,227 589,261 6,689,296 BEAUTIFICATION REVENUES/OTHER RESOURCES Since inception, the City has experienced a continual growth in BBB revenues. Revenue for fiscal year 2010 is anticipated to have a growth of 1.0% over 2009 year end estimates, however, FY2009 receipts are 6.2% under budget. Activities funded with the revenues have made operating adjustments necessary to reflect a balanced budget to the reduced sales tax receipts and these changes will be reflected within each five-year plan. Fund Bal 46.8% Interest 1.2% Grants 27.6% Trans. (net) 8.8% BBB Tax 15.6% APPROPRIATIONS Community Development Economic Vitality Reserve $ $ 1,948,256 2,970,050 10,000 4,928,306 BEAUTIFICATION TOTAL APPROPRIATIONS Reserve 0.2% Comm Dev 39.5% Econ Vit 60.3% Annual Financial Plan 14 City of Flagstaff Tourism Fund: Total resources available in FY 2010 are $1.7 million. The total appropriations are $1.7 million, which includes a $50,000 reserve for contingencies. Arts & Science Fund: Total resources available for Arts & Science activities are $786,271, including estimated revenues from the BBB tax of $391,736. Expenditures include contributions to local organizations of $289,750 and Art in Public Places of $273,984. The Flagstaff Cultural Partners Agency contribution for Administrative expense is $69,825. Expenditures include ongoing marketing. 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. REVENUES/OTHER RESOURCES BBB Tax $ Fund Bal, net of Transfers Interest $ REVENUES/OTHER RESOURCES BBB Tax $ 1,566,944 Fund Balance 50,334 Interest 1,000 Retail Sales 65,047 Transfers (Net) (9,437) Miscellaneous 14,442 $ 1,688,330 APPROPRIATIONS Economic Vitality Reserve $ $ APPROPRIATIONS General Administration Reserve $ 391,736 384,912 9,623 786,271 736,797 10,000 746,797 $ ARTS & SCIENCE REVENUES/OTHER RESOURCES Fund Bal 49.0% 1,630,262 50,000 1,680,262 BBB Tax 49.8% Interest 1.2% TOURISM REVENUES/OTHER RESOURCES Fund Bal 3.0% BBB Tax 92.8% Interest 0.1% Misc 0.8% Annual Financial Plan Transfers -0.6% Retail Sales 3.9% 15 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 $1.1 million with all monies from BBB dedicated tax for economic development and a general fund contribution of $449,000 to support the business incubator. Recreation Fund: There are no appropriations in FY 2010 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. REVENUES/OTHER RESOURCES BBB Tax $ 1,723,638 Fund Bal, net of Transfers (1,530,019) $ 193,619 APPROPRIATIONS Public Works $ $ - REVENUES/OTHER RESOURCES Lease Revenues $ 91,800 BBB Tax 496,199 Fund Balance 48,647 Transfers 449,000 Interest 5,000 $ 1,090,646 RECREATION REVENUES/OTHER RESOURCES BBB Tax 100.0% APPROPRIATIONS Economic Vitality Reserve $ $ 987,869 25,000 1,012,869 ECONOMIC DEVELOPMENT REVENUES/OTHER RESOURCES Fund Bal 4.5% BBB Tax 45.5% Transfers 41.2% Lease Rev 8.4% Annual Financial Plan 16 Interest 0.4% City of Flagstaff OTHER FUNDS Housing and Community Services: 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). This fund finances activities in conjunction with the CDBG program and affordable housing activities. There is $3.6 million appropriated to this activity for FY 2010. Expenditures in this fund include $1.3 million for land acquisition, and $600,000 in state grants activities and $191,000 for Community Homebuyer Assistance Program. The MPO has appropriated $425,826 for this program for FY 2010. 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. REVENUES/OTHER RESOURCES Grants $ Transfers Miscellaneous $ APPROPRIATIONS Community Development Non-Departmental Contingency $ $ REVENUES/OTHER RESOURCES Grants $ 1,855,040 Fund Balance 1,663,992 Transfers 215,074 $ 3,734,106 296,526 24,300 105,000 425,826 HOUSING AND COMMUNITY SERVICES REVENUES/OTHER RESOURCES Fund Bal 44.6% 288,419 37,407 100,000 425,826 Grants 49.7% Transfers 5.7% MPO REVENUES/OTHER RESOURCES Transfers 5.7% APPROPRIATIONS Community Development Non-Departmental Misc 24.7% $ $ Grants 69.6% 3,567,776 43,684 3,611,460 HOUSING AND COMMUNITY SERVICES TOTAL APPROPRIATIONS/ TRANSFERS Comm Dev 98.8% Non-Depart 1.2% Annual Financial Plan 17 City of Flagstaff Real Estate Proceeds: The Real Estate Proceeds fund is currently restricted to the purchase of real estate. There are no appropriations for FY2010. REVENUES/OTHER RESOURCES Fund Balance $ Interest $ 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 $26.9 million. Resources include $11.7 million in water revenues and $8.0 million in sewer revenues. 435,030 14,350 449,380 APPROPRIATIONS Non-Departmental - $ REAL ESTATE PROCEEDS REVENUES/OTHER RESOURCES Fund Bal 96.8% The Utilities Fund has experienced significant user fee declines and had to reduce ongoing operational activity to assure a balanced budget. Interest 3.2% Water Operations: Total appropriations relating to direct costs for the water operations are $15.3 million. Water fees are the major source of revenue supporting water operations. Bond funds support well development and future water rights. Revenue estimates total $11.7 million for water sales. A rate increase was approved effective July 2009 to help repay debt service for bond projects. REVENUES/OTHER RESOURCES Water Revenues $ Sewer Revenues Fund Bal, net of Transfers Bond Proceeds Grant Revenue Interest $ 11,656,833 7,972,942 10,502,447 1,527,440 334,571 173,000 32,167,233 UTILITIES REVENUES/OTHER RESOURCES Sewer Revenues 24.8% Fund Bal 32.6% Water Revenues 36.2% Interest 0.7% Annual Financial Plan 18 Grant Revenue 1.0% Bond Proceeds 4.7% City of Flagstaff Wastewater Operations: Total appropriations relating to the direct costs for the wastewater operations are $8.0 million. Wastewater (sewer) fees are the major source of revenue supporting wastewater operations. Revenue estimates total $8.0 million in wastewater service charges. A rate increase was approved effective July 2009 to help repay debt service for bond projects. APPROPRIATIONS General Administration Economic Vitality Management Services Public Works Non-departmental Water Utilities Sewer Utilities Contingency $ $ 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 postclosure landfill costs, the City is setting aside legally restricted funds to insure sufficient funds will be available to meet these requirements. 620,084 63,941 1,037,074 51,228 393,271 15,291,403 8,021,187 1,400,000 26,878,188 REVENUES/OTHER RESOURCES Environmental Svcs Revenue $ 11,968,972 Intergovernmental Revenues 587,100 Fund Bal, net of Transfers 3,199,344 Interest 204,603 Miscellaneous 27,300 $ 15,987,319 ENVIRONMENTAL SERVICES REVENUES/OTHER RESOURCES UTILITIES TOTAL APPROPRIATIONS Gen Admin 2.3% Econ Vitality 0.2% Sewer Utilities 29.8% Misc. 0.2% Cont'gcy 5.2% Water Utilities 56.9% Non-dept 1.5% Intergov'tal Rev 3.7% Environ Svcs Rev 74.9% Fund Bal 20.0% Interest 1.2% Mgmt Svcs 3.9% Pub Works 0.2% APPROPRIATIONS General Administration Economic Vitality Management Services Public Works Non-departmental Contingency ENVIRONMENTAL SERVICES FUND: Total financial resources are $15.9 million. User fees are the major revenue source of solid waste disposal operations. The user fees are comprised of eight major customer services areas (residential sanitation, curbside recycling, commercial sanitation, hoist and haul, landfill dumping, inert materials pit, environmental, and commercial recycling) with different rates for each category based on cost of service. $ $ 337,504 52,346 479,591 11,724,305 316,973 500,000 13,410,719 ENVIRONMENTAL SERVICES TOTAL APPROPRIATIONS Pub Works 87.4% Mgmt Svcs 3.6% Econ Vit 0.4% Gen Admin Cont'gcy 2.5% 3.7% Annual Financial Plan 19 Non-dept 2.4% 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 sq. ft. of impervious area. A rate increase has been approved for FY 2010. 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 $8.1 million: $1.5 million for operations, $0.3 million for debt and $6.4 million in capital outlay. Primarily FAA and ADOT grants will fund the capital improvements. The general fund will subsidize the fund with $231,000 for capital improvements including matching funds for grants. This year, of the $6.36 million in capital improvements, FAA and ADOT are funding $6.0 million. Total revenues/other resources include a transfer of $7.3 million from the general fund for the Rio de Flag project. Total appropriations of $8.6 million include the operational components of NPDES implementation, general drainage maintenance, and the Rio de Flag including related parking. REVENUES/OTHER RESOURCES Airport Revenues $ 1,560,316 Grants 6,025,886 Fund Balance 2,518 Transfers (net) 196,433 Miscellaneous 342,093 $ 8,127,246 REVENUES/OTHER RESOURCES Stormwater Revenues $ 1,306,298 Fees & Charges 51,346 Fund Balance 554,990 Transfers (net) 6,975,310 Interest 11,100 $ 8,899,044 AIRPORT REVENUES/OTHER RESOURCES Grants 74.1% STORMWATER REVENUES/OTHER RESOURCES Airport Revenues 19.2% Misc. 4.3% Transfers (net) 78.4% Transfers 2.4% Interest 0.1% Stormwater Rev 14.7% Fees/Chgs 0.6% Fund Bal 6.2% APPROPRIATIONS General Administration Economic Vitality Management Services Public Works Non-departmental $ $ 66,443 7,793,788 57,198 117,860 89,443 8,124,732 APPROPRIATIONS General Admin Community Development Management Services Public Works Utilities Non-departmental Economic Vitality Contingency AIRPORT TOTAL APPROPRIATIONS Pub Works 1.5% Econ Vit 95.9% $ $ Non-dept 1.1% 26,002 37,503 32,987 13,579 8,455,786 18,779 3,773 10,000 8,598,409 STORMWATER TOTAL APPROPRIATIONS Gen Admin Mgmt Svcs 0.8% 0.7% Utilities 98.3% Cont'gcy 0.3% Gen Admin 0.3% Econ Vit Non-dept 0.0% 0.2% Comm Dev Pub Wks Mgmt Svcs 0.3% 0.2% 0.4% Annual Financial Plan 20 City of Flagstaff fund balance and non-recurring revenues. Such projects include redevelopment, and Rio de Flag flood control. 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. LIBRARY The five-year plan for Library shows the ability to fund ongoing operations costs with funding from the City, through revenue transfers, and the County, through Library District Taxes. The Library fund balance decreased by 58% due to planned expenditures at both the branch and affiliate libraries. HIGHWAY USER This fund is devoted to the maintenance, improvement, 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 77% due to planned expenditures for the completion of various capital projects and decreased HURF revenue projections. 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 one-time expenditure commitments. TRANSPORTATION The five-year projections are located in the Financial Summary section, Schedule 11. The following narratives present the highlight of the forecasts by funds: 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 NAIPTA. Other projects are funded through revenue transfers to the fund where the projects are budgeted. In 2008, voters approved a rate increase for transit services for a new rate of 0.721%. The fund balance decreases by 42% due to planned expenditures for the completion of various capital projects and decreased Transportation tax revenues. The fund balance is negative due to a th one-year extension in the 4 Street land sale. GENERAL BEAUTIFICATION The preparation of the five-year plan is a cooperative effort between division heads, section heads, and budget staff to assure projections are based in current program needs and revenue estimates are achievable. The primary purpose of the General Fund five-year projections is to assure that ongoing revenues are meeting or exceeding ongoing expenditures. Ongoing expenditures include debt service, fleet replacements, information system replacement and upgrades, an allocation for capital, and projected changes in personnel. As financial conditions change in the City, the five-year projections are continually updated to balance the ongoing sources and uses of funds. The primary sources for this fund include BBB taxes, 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 44% due to planned expenditures for the completion of various capital projects. The BBB revenue is scheduled to end in 2013, and will be put before the voters prior to that time to extend the tax. The General Fund balance decreases by 64% as the City is currently funding several projects with Annual Financial Plan 21 City of Flagstaff The Real Estate Proceed fund balance increases by 3% due to anticipated interest earnings. ECONOMIC DEVELOPMENT This fund is balanced with ongoing revenues from BBB taxes and General Fund transfers. The BBB revenue is scheduled to end in 2013, and will be put before the voters prior to that time to extend the tax. Ongoing expenditures support a number of efforts focused on business attraction, retention, work force development, and the business incubator. The Economic Development fund balance increases by 60% in 2011 due to increased lease revenues. HOUSING AND COMMUNITY SERVICES 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 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 planned expenditures. TOURISM This fund is balanced with ongoing revenues from BBB taxes and ongoing expenditures related to tourism promotion and visitor center services. Based on projected revenue, this fund can maintain existing operations levels. The Tourism fund balance decreases by 84% due to planned expenditures. The BBB revenue is scheduled to end in 2013, and will be put before the voters prior to that time to extend the tax. METRPOLITAN PLANNING ORGANIZATION This fund is 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. ARTS AND SCIENCE This fund is balanced with ongoing revenues from BBB taxes and ongoing expenditures related to contributions to agencies for projects related to awareness of arts and science in our community. The BBB revenue is scheduled to end in 2013, and will be put before the voters prior to that time to extend the tax. The Arts and Science fund balance decreases by 90% due to planned expenditures for public art. The Arts and Science fund balance increases until 2013, however, this may change if unique opportunities to invest in arts and sciences projects occur. GENERAL OBLIGATION BOND This fund is used to track the debt service payments on General Obligation Bonds. This five-year plan shows the City is meeting the requirements for future debt service payments. SECONDARY PROPERTY TAX This fund is used for tracking of secondary property tax revenue and the subsequent transfer to other funds to make debt service requirements. The fiveyear 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 19% 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 349% as the fund has recovered from a planned negative balance. As the fund accumulates reserves, new capital projects will be scoped and constructed. The BBB revenue is scheduled to end in 2013, and will be put before the voters prior to that time to extend the tax. SPECIAL ASSESSMENT BOND This fund is set up for repayment of bonds issued for special assessment districts. The City currently has two districts. The Bow and Arrow Estates special assessment will be final 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 99% due to the planned retirement of debt, and the beginning of Aspen Sawmill debt payments. 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. Annual Financial Plan 22 City of Flagstaff fund balance remains relatively flat due to the General Fund subsidy. 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 12% as expenditures will not be budgeted until there is adequate fund balance to pay for ongoing expenditures. 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 three 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, and related increase of user fees that will coincide with the construction of a new cell. The Environmental Services fund balance decreases by 24% to fund anticipated capital expenditures and the contingency funding. CAPITAL PROJECTS BOND 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 99% due to planned capital expenditures. 2. The Municipal Facilities Corp fund balance increases by 362% due to the timing of receiving bond proceeds. 3. The GO Bond Funded Projects fund balance decreases by 30% due to the timing of bond proceeds and sale of real estate. STORMWATER This enterprise fund oversees City issues related to drainage and associated federal requirements. Ongoing operating expenditures are paid for with Stormwater revenues and user fees. A rate increase was approved in FY 2007, with annual increases through 2011. The rate increase is to selffund capital improvements and increase inspection efforts as required by NPDES. The Stormwater fund balance decreases by 46% due to planned capital expenditures. WATER AND WASTEWATER REVENUES As a City enterprise fund, this fund is managed on a self-sustaining 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 five-year projections, the City uses a rate model to balance future operations and capital requirements with anticipated revenues over a tenyear period. The Water and Wastewater fund balance decreases by 39% due to the planned completion of capital projects. Historical Trend Information for Select Revenues 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. AIRPORT This fund is responsible for the operations at Flagstaff Pulliam Airport. The majority of future revenues are grants related to continued expansion and capital improvements at the airport. A second airline began service June, 2008 as the runway expansion was completed. It is the goal of the Airport Fund to become totally self-sustaining through additional Airpark developments. The capital improvement plan is based on annual updates to ADOT and FAA. The City General Fund currently makes a transfer to the Airport Fund to cover the match portion of capital grants awarded. The Airport Annual Financial Plan 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 23 City of Flagstaff 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. CITY SALES TAX (TRANSACTION PRIVILEGE TAX) Legal Authority: City Code, Title 3, Chapter 5, (Ordinance 1491) Primary property taxes generally change on an annual basis for two reasons: new construction that is added to the tax rolls and the reassessment of existing property. New construction added over $16 million dollars to the assessed valuation for FY 2010 and accounts for 50.8% of the increase. 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. PRIMARY PROPERTY TAX FY: AMOUNT 03-04 04-05 05-06 06-07 07-08 08-09 09-10 $ % CHANGE 3,307,485 3,618,849 4,141,281 4,353,660 4,656,831 4,914,271 5,113,881 These numbers are sales tax revenues only; audit assessments and penalty and interest revenues are combined with these numbers on Schedule 3. The decrease in revenues for FY 2009 was driven by decreases in construction, tourism, and retail sales. Revenue projections in these three categories remains weak for FY 2010 and no recovery for the fiscal year is currently anticipated. 1.5% 9.4% 14.4% 5.1% 7.0% 5.5% 4.1% PRIMARY PROPERTY TAX MILLIONS 6.0 5.0 CITY SALES TAX 4.0 FY: 3.0 03-04 04-05 05-06 06-07 07-08 08-09 09-10 2.0 1.0 04 05 06 07 08 09 10 FISCAL YEAR ACTUAL EST ACTUAL BUDGET AMOUNT $ % CHANGE 11,917,786 12,500,038 14,054,056 15,109,645 15,721,269 14,440,121 13,440,121 3.6% 4.9% 12.4% 7.5% 4.0% -8.1% -6.9% CITY SALES TAX REVENUES 19.0 MILLIONS 17.0 15.0 13.0 11.0 9.0 04 05 06 07 08 09 10 FISCAL YEAR ACTUAL Annual Financial Plan 24 EST ACTUAL BUDGET City of Flagstaff STATE SALES TAX STATE INCOME TAX (REVENUE SHARING) Legal Authority: Arizona Revised Statutes Section 42 - 1341 (D) Legal Authority: Arizona Revised Statutes Section 43 - 244 (B) Description: A half-cent (.5%) portion of the fivecent (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. 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 two-year 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. The sales tax revenue projected for FY 2010 reflects the economic downturn at the state level due to the declines in residential construction, retail, auto sales, and tourism. Recovery in FY 2010 is not anticipated at this time. Fiscal Year 2010 experienced a large decrease as the State received 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 2010. The large decrease in FY 2010 is driven by a reduction in the income tax rate coupled with decreased corporate and personal income tax revenue. FY 2011 revenue is based on the 2009 tax year, so no recovery is anticipated. STATE SALES TAX FY: AMOUNT 03-04 04-05 05-06 06-07 07-08 08-09 09-10 $ % CHANGE 4,449,982 4,900,116 5,652,335 5,815,473 5,623,144 5,351,746 5,191,194 7.6% 10.1% 15.4% 2.9% -3.3% -4.8% -3.0% STATE INCOME TAX MILLIONS STATE SALES TAX 7.0 FY: 6.0 03-04 04-05 05-06 06-07 07-08 08-09 09-10 5.0 4.0 3.0 2.0 04 05 06 07 08 09 10 AMOUNT $ % CHANGE 4,777,145 4,918,476 5,655,642 6,946,680 8,610,567 9,152,800 7,850,000 -14.0% 3.0% 15.0% 22.8% 24.0% 6.3% -14.2% FISCAL YEAR ACTUAL EST ACTUAL STATE INCOME TAX BUDGET 10.0 MILLIONS 9.0 8.0 7.0 6.0 5.0 4.0 3.0 04 05 06 07 08 09 10 FISCAL YEAR ACTUAL Annual Financial Plan 25 EST ACTUAL BUDGET City of Flagstaff FRANCHISE TAX FINES & FORFEITURES Legal Authority: Flagstaff Charter and City Code Article XII Legal Authority: Arizona Revised Statutes, Rules of Criminal Procedure City Code, Title 1, Chapter 15, Section 8 Arizona Public Service (APS): Ordinance 360 (expires 8-21-2011), 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 12-312016). 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. 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., AT & T, NPG Cable, MCI, US Sprint, and Central Corp; these entities are currently taxed at 2%, except NPG Cable that is taxed at 5%. The increase in FY 2006 was due to the inception of the FARE program. Revenues vary on an annual basis dependent on the mix of criminal and civil cases handled by the court system in any particular year. FINES & FORFEITURES The growth rate for franchise tax revenue in FY 2010 is due to normal growth in consumer accounts. A renegotiated franchise agreement with APS is anticipated to go before the voters in May 2010. FY: 03-04 04-05 05-06 06-07 07-08 08-09 09-10 FRANCHISE AMOUNT 03-04 04-05 05-06 06-07 07-08 08-09 09-10 $ % CHANGE 1,957,830 1,925,231 1,947,699 2,001,795 2,243,051 2,399,436 2,519,408 9.8% -1.7% 1.2% 2.8% 12.1% 7.0% 5.0% 984,492 1,069,562 1,332,101 1,181,278 1,240,222 1,135,509 1,242,929 -5.5% 8.6% 24.5% -11.3% 5.0% -8.4% 9.5% FINES & FORFEITURES FRANCHISE TAX MILLIONS $ % CHANGE 1,400 THOUSANDS FY: AMOUNT 2.6 2.4 2.2 2.0 1.8 1.6 1.4 1.2 1.0 1,250 1,100 950 800 650 500 04 05 06 07 08 09 10 FISCAL YEAR ACTUAL 04 05 06 07 08 09 EST ACTUAL BUDGET 10 FISCAL YEAR ACTUAL Annual Financial Plan EST ACTUAL BUDGET 26 City of Flagstaff AUTO IN LIEU TAX SPECIAL REVENUE FUNDS Legal Authority: Arizona Revised Statutes Section 28 - 1591 (c) BBB FUNDS BED, BOARD & BOOZE TAX 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. Legal Authority: Ordinance 1902, Approved by voters March 1996, extended by vote to March 31, 2013. 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. Revenues had been steadily increasing due to the sales boosts in auto sales due to 0% financing and other offered incentives. Collections began normalizing in 2008. Collections decreased in 2009 due to the severe slump in the auto industry. Auto in Lieu tax is received on a declining scale over a 5year period based on the automobile value until it stabilizes at the depreciated amount. As fewer new vehicles have entered the grid, overall revenue decreased. With the opening of the Auto Mall, and a local sales tax rebate for energy efficient cars, a slight increase is projected for FY-2010. 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 2010 reflects an increase of 1.0% as minimal growth in tourism is expected for Northern Arizona. BBB FY: AUTO IN LIEU TAX FY: AMOUNT 03-04 04-05 05-06 06-07 07-08 08-09 09-10 $ 03-04 04-05 05-06 06-07 07-08 08-09 09-10 % CHANGE 2,427,367 2,461,425 2,655,653 2,792,404 2,758,307 2,500,000 2,550,000 AMOUNT 2.1% 1.4% 7.9% 5.1% -1.2% -9.4% 2.0% $ % CHANGE 4,072,344 4,317,063 4,463,359 4,970,795 5,106,427 5,171,432 5,223,146 6.4% 6.0% 3.4% 11.4% 2.7% 1.3% 1.0% BED, BOARD & BOOZE TAX 6.0 5.5 MILLIONS AUTO IN LIEU TAX 3.0 MILLIONS 2.5 2.0 1.5 5.0 4.5 4.0 3.5 3.0 04 1.0 06 07 08 09 10 FISCAL YEAR 0.5 0.0 05 04 05 06 07 08 09 ACTUAL 10 EST ACTUAL BUDGET FISCAL YEAR ACTUAL Annual Financial Plan EST ACTUAL BUDGET 27 City of Flagstaff HIGHWAY USER REVENUE FUND LOCAL TRANSPORTATION ASSISTANCE HIGHWAY USER TAX Legal Authority: Arizona Revised Statutes Sections 5 - 522, 40 - 1101, and 40 – 1102 Legal Authority: Arizona Revised Statutes Section 28 - 1598 (B.4), (For method of distribution see ARS 28-1598 (D.3) 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 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 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. LTAF The large decrease in FY2009 is due to State appropriation for Department of Public Safety Services (DPS) and decreased sales due to record gas prices. FY: 03-04 04-05 05-06 06-07 07-08 08-09 09-10 The City expects only a small increase in HURF revenues in FY-2010 based on projections provided by the Arizona Department of Transportation. HURF AMOUNT 03-04 04-05 05-06 06-07 07-08 08-09 09-10 $ $ % CHANGE 6,975,351 7,171,383 7,436,000 7,855,427 7,422,359 6,531,676 6,662,309 % CHANGE 313,868 313,843 300,246 293,502 284,747 300,246 300,246 -0.4% 0.0% -4.3% -2.2% -3.0% 5.4% 0.0% LTAF (LOTTERY) -5.8% 2.8% 3.7% 5.6% -5.5% -12.0% 2.0% 400 THOUSANDS FY: AMOUNT 350 300 250 200 150 100 04 HIGHWAY USER TAX 05 06 07 08 09 10 FISCAL YEAR 8.0 ACTUAL EST ACTUAL BUDGET MILLIONS 7.5 7.0 6.5 6.0 04 05 06 07 08 09 10 FISCAL YEAR ACTUAL Annual Financial Plan EST ACTUAL BUDGET 28 City of Flagstaff assure adequate user charges; proposed rate changes effectuate in January. TRANSPORTATION TAX Legal Authority: Resolution 2004-48, approved by voters May 2000. The decrease in FY 2004 through FY 2005 is because of water restrictions due to a drought year. A rate increase has been approved for FY 2010 which was based on utilities rate model and debt issues to cover voter approved projects. Description: The Transportation tax was approved by voters to address four transportation issues. This tax was approved for a period of twenty years. The tax helps pay for a 4th Street overpass, safety improvements, street improvements, and transit services. The transportation tax is assessed on the same goods and services as the City’s general sales tax. The current tax rate is .721%. A small decrease is anticipated in overall Transportation tax revenue because of local economic downturn. WATER FY: 03-04 04-05 05-06 06-07 07-08 08-09 09-10 TRANSPORTATION TAX AMOUNT 03-04 04-05 05-06 06-07 07-08 08-09 09-10 $ % CHANGE 7,228,565 7,898,607 8,251,863 9,345,864 9,623,142 10,021,900 9,721,245 9.5% 9.3% 4.5% 13.3% 3.0% 4.1% -3.0% $ % CHANGE 9,511,860 9,268,194 9,727,199 9,816,624 10,360,082 10,588,022 10,704,468 -0.3% -2.6% 5.0% 0.9% 5.5% 2.2% 1.1% WATER SALES 11.0 10.0 MILLIONS FY: AMOUNT 9.0 8.0 7.0 TRANSPORTATION TAX 6.0 11.0 04 06 07 08 09 10 FISCAL YEAR 10.0 MILLIONS 05 ACTUAL 9.0 EST ACTUAL BUDGET 8.0 7.0 04 05 06 07 08 09 10 FISCAL YEAR ACTUAL EST ACTUAL BUDGET ENTERPRISE FUNDS WATER SALES Legal Authority: City Code, Title 7, Chapter 3, Section 11 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 Annual Financial Plan 29 City of Flagstaff WASTEWATER SERVICE CHARGES ENVIRONMENTAL SERVICES Legal Authority: City Code, Title 7, Chapter 2, Section 39 Legal Authority: City Code, Title 7, Chapter 4, Sections 8-9 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: Environmental Services disposal service revenue is comprised of solid waste collection charges, hoist and haul fees, landfill dumping charges, inert materials landfill fees, environmental service fees, and residential and commercial recycling. Service charges for residential and commercial customers are based on size of container and frequency of pickup. Hoist and haul is based on a cost per pull plus tonnage. Receipts from fees charged for dumping at the City Landfill are based on tonnage. The environmental service fee is a fixed monthly charge. The revenue projections include a flat (0.00%) factor for population and consumption changes along with an approved 2.2% rate increase. This is a result of issuing voter approved debt for the Wildcat Plant upgrade. The increase in revenues for FY 2010 reflects a rate increase effective mid-year FY2009 and is planned to escalate by five percent per year over the next three years. ENVIRONMENTAL SERVICES WASTEWATER FY: AMOUNT 03-04 04-05 05-06 06-07 07-08 08-09 09-10 $ FY: % CHANGE 5,716,062 5,664,796 5,773,014 5,884,159 6,266,404 6,548,388 6,692,465 AMOUNT 03-04 04-05 05-06 06-07 07-08 08-09 09-10 -1.4% -0.9% 1.9% 1.9% 6.5% 4.5% 2.2% $ % CHANGE 8,200,102 8,833,909 9,666,478 9,811,052 10,507,477 11,411,895 11,968,972 6.8% 7.7% 9.4% 1.5% 7.1% 8.6% 4.9% WASTEWATER (SEWER) CHARGES 7.0 ENVIRONMENTAL SERVICES REVENUES 6.0 5.5 MILLIONS MILLIONS 6.5 5.0 4.5 4.0 04 05 06 07 08 09 10 FISCAL YEAR ACTUAL EST ACTUAL 14.0 13.0 12.0 11.0 10.0 9.0 8.0 7.0 6.0 04 BUDGET 05 06 07 08 09 10 FISCAL YEAR ACTUAL Annual Financial Plan 30 EST ACTUAL BUDGET City of Flagstaff AIRPORT STORMWATER Legal Authority: City Code, Title 8, Chapter 6, Sections 1-8 Legal Authority: City Code, Title 12, Chapter 2, Section 3 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 $2.89 PFC charge is collected from the ticket sales of passengers embarking from Pulliam. 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 actual revenue increase of 68.5% was due to the new stormwater rate of $0.92 per ERU. It covered 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 static at $1.30. The increases from FY 2004 through FY 2010 (with the exception of 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. Revenue is down in FY2009 due to hanger/tie down vacancies and decreased passenger travel during the economic slump. STORMWATER FY: 03-04 04-05 05-06 06-07 07-08 08-09 09-10 AIRPORT AMOUNT 03-04 04-05 05-06 06-07 07-08 08-09 09-10 $ % CHANGE 941,623 1,019,147 1,188,512 1,202,763 1,312,143 1,244,353 1,560,316 2.4% 8.2% 16.6% 1.2% 9.1% -5.2% 25.4% 483,090 535,819 540,495 910,976 1,081,282 1,199,224 1,306,298 0.0% 10.9% 0.9% 68.5% 18.7% 10.9% 8.9% 1,500 AIRPORT REVENUES 1,600 THOUSANDS $ % CHANGE STORMWATER REVENUES THOUSANDS FY: AMOUNT 1,400 1,300 1,100 900 700 500 300 04 1,200 05 06 07 08 09 10 FISCAL YEAR 1,000 ACTUAL 800 EST ACTUAL BUDGET 600 04 05 06 07 08 09 10 FISCAL YEAR ACTUAL EST ACTUAL CAPITAL BUDGET BUDGET RELATIONSHIP BETWEEN OPERATING AND CAPITAL BUDGET 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 Annual Financial Plan 31 City of Flagstaff programs which generally are of an on-going nature); however, the two processes are interrelated. CAPITAL IMPROVEMENT PLAN What is a Capital Improvement Plan? A Capital Improvement Plan is a multi year, longrange study of the construction and/or the acquisition of high cost assets that have an extended useful life usually greater than five years. A long-range plan is needed because of the lead times required to adequately finance, design and/or plan, budget, and implement construction or acquisition of the capital project needs of a community. The operations and maintenance of major capital facilities and infrastructure can significantly impact the operating budget and, must be considered prior to 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. 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 right-of-way acquisition. 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 included a new water resource impact fee. 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. 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. What does a CIP provide?  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.  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.  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 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. Annual Financial Plan 32 City of Flagstaff   design costs as well as to provide for contingencies. Budgetary controls. Operating cash flow projections on a project basis serves as a check and balance on a project's progress both in terms of the time schedule and expenditures to date compared with percentage completion. Minimize disruption to citizens. By looking at the overall impact of the proposed CIP in any given year, the disruption of services or inconvenience imposed by construction activity in a locale can be kept to a minimum. For example, citizen complaints can be minimized by not scheduling the chip sealing of a major arterial street concurrently with ongoing construction on immediately adjacent streets. Additionally, a comprehensive review of multiple projects to ensure adequate coordination can minimize multiple disruptions in a given area. Streets/Transportation – The City currently has 622 miles of paved streets, as well as an additional 16 miles of alleys and 12 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 and Ponderosa Parkway. There are a total of 26 Streets Transportation projects scheduled at a budgeted cost of $12.7 million. HURF revenues fund $3.2 million of these projects with Transportation Tax funding $4.0 million. BBB Funds – Projects include Beautification, Tourism and Recreation funding. These projects include Southside Plan, Woodland/Beulah Medians and continuing our connectivity of FUTS Trails. This year Federal and State grants will provide funding of $1.8 million. 22 projects are scheduled at a budgeted cost of $4.8 million for FY 2010. FY 2010 CAPITAL IMPROVEMENT PLAN The City budget for FY 2010 includes capital improvement projects totaling $50.0 million. This amount includes $21.6 million in carryover items that have been budgeted. Project funding is comprised of the following: $10.4 million in grants primarily for airport improvements, automotive training school, and beautification projects. $14.2 million in general obligation (G.O.) bonds and capital leases for the construction of Fire Stations, and FUTS open space and other projects that were approved by the voters in the 2004 General Election. 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 tenyear 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. Utilities Fund – Major projects for Water production and distribution include $1.8 million for future water rights acquisition and $1.7 million for water wells. Eleven water projects and seven wastewater projects are scheduled at a combined budget of $6.1 million for FY 2010. Airport Fund – Two projects are scheduled at a budgeted cost of $5.9 million for FY 2010. The projects include taxiway reconstruction and pavement marking installation. Environmental Services Fund - This year’s CIP includes 1 project for a total cost of $300,000 for proposed retrofit at the MRF for glass recycling. 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. Stormwater Fund – The Stormwater fund completed its sixth year of operations as a new utility fund for the City of Flagstaff. 3 projects are budgeted in this fund with a cost of $7.7 million in FY 2010. These projects include; drainage spot improvement and the Rio De Flag Drainage Project. General Government – Eleven projects are scheduled for FY 2010 for a total of $12.5 million. Projects included in this category are several of the projects authorized by voters in the May 2004 election. These include, Fire Fighting Facilities and open space acquisition. Also included in this category is the Aspen Place at Sawmill Development and Automotive Training School. Annual Financial Plan 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 33 City of Flagstaff entering into other long-term commitments, i.e., affordability factors. DEBT DEBT CAPACITY 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 and per capita debt has actually declined. In May 2004, voters authorized sale of bonds to implement 10 new projects totaling $155.2M that will be phased in over the next 10 years. The next bond election is slated for November 2010. The City’s legal debt margin, shown on the following page, demonstrates adequate capacity to complete the capital projects passed with the May 2004 bond election and proposed for the November 2010 election. Projects will be initiated over time through issuing new debt within capacity as old debt retires. CURRENT DEBT POSITION 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 2010 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. The City's underlying bond rating for general obligation bonds is presently "AA" 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. 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. 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. 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. Transportation Taxes: In the May 2000 election, the voters approved a transportation tax that started at 0.51% and increased incrementally to 0.601%. The City Council approved an increase of 0.064% in the transit portion of the tax effective September 1, 2001, that increased the tax rate to 0.574%. The City Council approved another increase to the transit tax of 0.027% effective July 1, 2003 which increased the total transportation tax to 0.601%. In May 2008, the voters approved an additional tax increase for transit of 0.12%, raising the total transportation tax to 0.721%. Annual Financial Plan 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. 34 City of Flagstaff 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. DEBT SERVICE At July 1, 2009, the total actual indebtedness is $133.1 million. FY 2010 annual debt payments are projected to be $15.7 million. At the start of the fiscal year, July 1, 2009, the City's 20% general obligation debt of $35,105,000 is well below the legal limit of $182,432,885. The City has no outstanding general obligation debt in the 6% category. Thus, the full allowable debt margin of $54,729,866 is available. The following table illustrates the total actual indebtedness through the life for all currently outstanding debt. 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. Principal 2010 $ 10,376,914 2011 10,744,535 2012 11,219,573 2013 9,284,206 2014 7,726,743 2015 7,302,577 2016 7,380,350 2017 7,100,123 2018 7,267,535 2019 7,592,667 2020 7,921,070 2021 6,007,873 2022 6,253,215 2023 5,323,430 2024 3,729,283 2025 3,762,638 2026 3,799,704 2027 3,407,410 2028 1,861,462 2029 1,165,000 2030 1,220,000 2031 1,285,000 2032 1,345,001 $ 133,076,309 Legal Debt Limitations are assessed at 6% and 20% of the assessed valuation of real property. The 20% category includes water, sewer, artificial lighting, parks, open space, recreational facilities, public safety, law enforcement, fire and emergency services, and street and transportation facilities. The 6% category includes everything else. The following table reflects City capacity in each category. General Obligation Debt July 1, 2009 20% Limitation (Water, Sewer, Lighting, Open Spaces, Recreation, and Fire Facilites Purpose Debt) Assessed Valuation $ 912,164,425 Allowable 20% Debt 20% Debt Outstanding Allowable Debt Margin $ 182,432,885 (35,105,000) $ 147,327,885 Interest $ $ 5,306,720 4,899,629 Total $ 15,683,634 15,644,164 4,468,543 15,688,116 4,008,810 3,626,357 13,293,016 11,353,100 3,307,400 3,011,061 10,609,977 10,391,412 2,687,817 9,787,940 2,394,429 2,088,103 9,661,964 9,680,770 1,767,593 1,440,792 9,688,663 7,448,665 1,217,663 7,470,878 987,951 806,921 6,311,381 4,536,204 677,038 4,439,676 551,351 423,540 4,351,055 3,830,950 308,128 221,625 2,169,590 1,386,625 162,000 1,382,000 99,375 33,624 1,384,375 1,378,625 44,496,470 $ 177,572,779 6% Limitation (All Other General Obligation Debt) Assessed Valuation $ 912,164,425 Allowable 6% Debt 6% Debt Outstanding Allowable Debt Margin $ 54,729,866 $ 54,729,866 Annual Financial Plan 35 City of Flagstaff Annual Financial Plan 36 City of Flagstaff The City's sales tax is used to meet the general operating needs of the City. An additional two cents ($.02) BBB tax has been levied on lodging, restaurant, and bar services. This latter tax has been designated for enhancing the quality of life through Beautification projects, Economic Development, Tourism efforts, Arts & Science contributions, and Recreation projects. POLICIES AND PROCEDURES FISCAL POLICIES The City balances current revenues against current expenditures (balanced budget approach) in all funds on an annual basis. Additionally, all City funds must balance these funds on an on-going basis for a minimum of five years. Both operational and capital efforts must be sustainable to assure continuity of service to citizens. The City has dedicated ($.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. The City's goal is to maintain a minimum general fund balance of 12%. The budgeted fund balance for FY 2010 is 14%. 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. 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 selfsustaining operations. The rate models include all capital costs and routine maintenance items. The water and wastewater fund is in the 3rd year of a three year plan to increase rates. A new rate model study will be conducted in the fall of 2009 to assess future rate adjustments. The Environmental Services fund implemented a rate increase for FY 2009 and has a 5% annual escalator for commercial and residential refuse, commercial and curbside recycling, and tipping fees thru FY2013. As a matter of policy, the City will raise the landfill fee to an amount higher than the tipping fee at the Material Recovery Facility (MRF) to encourage recycling. For the Enterprise Funds, the annual budget is prepared on a basis that differs from GAAP because state law requires capital purchases and debt service payments to be budgeted as expenses, and bond proceeds and grants that are to be utilized are to be budgeted as revenues. As a matter of general policy, the City of Flagstaff attempts to realize the following goals and objectives: The stormwater program has scheduled a series of increases from FY 2007 to FY 2011 to fund increased operational and needed capital improvements. GENERAL The City maintains a moderate property tax rate. The secondary property tax rate relates directly to voter-approved 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. Annual Financial Plan An Environmental Services reserve will be determined and evaluated annually to provide funding for costs of landfill closure. The City’s goal is to maintain enterprise fund balances in excess of 10% due to the fluctuations of usage not in the control of the departments. 37 City of Flagstaff REAL ESTATE PROCEEDS FUND DEBT MANAGEMENT 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 will not pledge General Fund taxing authority to secure long-term debt except when marketability can be significantly enhanced. At least 25% of capital outlay (including capital equipment acquisition) will be funded on a pay-asyou go basis. The City will fund on a pay-as-you-go basis as much as possible rather than using debt financing. 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:    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. 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. Annual Financial Plan 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 twelve percent (12%) in the General Fund and ten percent (10%) in the Special Revenue and Enterprise Operating 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:     Economic uncertainties Assurance against vagaries and uncertainties in the bond market Cash flow requirements (60 days operating revenues) Adequate contingencies A Landfill Sinking Fund has been established to provide for future closure and environmental regulation requirements and equipment needs. For closure costs, amounts are legally designated for future construction needs in order to insure financial 38 City of Flagstaff compliance. Current estimates are almost $15 million. The landfill rates include an allocation to the sinking fund. The City will utilize a number of different fund types to segregate the financial activity within the City either due to regulatory reasons or as designated internally. The fund classifications are Governmental funds, Proprietary funds and Fiduciary funds. 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 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. 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:   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. BUDGET POLICIES  Budget Basis of Accounting – The accounting and budgeting systems for the City are in accordance with Generally Accepted Accounting Principles (GAAP) format, with minimal variances between the two systems. Budget basis for enterprise funds differ primarily due to state laws. The major differences are as follows:       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. Annual Financial Plan General Fund - The chief operating fund that accounts for all activity not accounted for somewhere else. The General Fund currently encompasses the activities of General Administration, Management Services, Community Development, Public Safety, and Non-Departmental expenditures. Special Revenue Funds – Accounts for certain revenue sources that are set-aside for a specific purpose. Special Revenue Funds currently in existence are the Library, Highway User Revenue, Transportation, Beautification, Economic 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.  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 39 City of Flagstaff outside the government. funds. The City has no fiduciary projects include Safe-To-School Projects, urban links, streets widening, and gateway development. Budgetary control accounts are maintained in the general ledger system at a line item level to track estimated revenues, appropriations, and encumbrances. 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. 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. Balanced revenue and expenditure forecasts will be prepared to examine the City's ability to absorb operating costs due to possible changes in the economy, service demands and capital improvements. The forecast will encompass five years and will be updated annually. An analysis of impact on cost-of-service will also be undertaken by the City staff to determine if any changes to fees and charges should be recommended to Council. 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. MINIMUM LEVELS OF CAPITAL INVESTMENT The Street Improvement Program will strive to commit $1.5 million for annual capital maintenance of the street system which includes, approximately $125,000 for ADA compliance in the street system. Local Transportation Assistance Funds (LTAF) will be used to fund a portion of the annual streets maintenance program. 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. 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. 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. 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. NON-RECURRING REVENUES The City will balance operating revenues against operating expenditures. Any non-recurring revenues are budgeted for other one-time and/or nonrecurring expenditures. Should any non-recurring revenue source have ongoing operating implications, those considerations will be evaluated before the acceptance of such funding. 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. Transportation funds benefit four major categories: Fourth Street overpass, Street Improvements, Safety Improvements, and Transit. The Street and Safety Annual Financial Plan 40 City of Flagstaff increase will be absorbed by the Trust, thus there will be no increase passed on to the City or its employees this fiscal year. ISSUES AND UPDATES PERSONNEL SERVICE COSTS FY 2010’s budget reflects the continuation of the City of Flagstaff paying the full premium for the employee and reducing the subsidy for dependent health insurance by $60. Its current rate of $314.00 per month will become $254.00 per month beginning July 1, 2009. For FY 2010 the total budget for employee only health insurance is $4.0 million dollars, which is a decrease of 7.3% to all funds. The total cost of the dependent subsidy to the City is $0.9 million which is a decrease of 31.1% to all funds. COMPENSATION A market study was completed by The Waters Consulting Group as part of the Compensation Study and the results demonstrate the City is currently an average of 19.05% below market. The FY 2010 budget does not include a market or merit increase for classified and exempt employees due to the financial condition of the organization. The City’s pay plan was decreased by 1.2% beginning May 1, 2009, which saves approximately $500,000 in the general fund. Employees who do not elect dependent health insurance coverage normally receive $60 per month in deferred compensation, but this benefit will be suspended beginning July 1, 2009. The savings to all funds is approximately $380,000. 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 was decreased by 1.2% Dental insurance premiums, both employee only and dependent resulted in a rate increase of approximately 2.3%. The City pays 100% of employee coverage and employees pay 100% for dependent coverage. The cost to all funds is approximately $325,000. Hazardous Assignment Pay is paid to employees who perform demanding duties or duties with an unusual degree of responsibility, a heightened level of physical risk that is above the norm for the job, and where additional certification and/or continuing education is needed that is above and beyond the minimum requirements for the position. Assignment pay was also decreased by 1.2%. The Public Safety Personnel Retirement System (PSPRS) employer contribution will increase by 0.5% for Police and 1.7% for Fire in FY2010. The PSPRS employee contribution will remain 7.65% for the employee. The Arizona State Retirement System (ASRS) contribution will remain 9% for both the employer and employee. The ASRS long-term disability will be 0.4%, which is a 0.1% decrease in contribution rates. The cost to all funds is approximately $2.7 million for PSPRS and $2.6 million for ASRS. BENEFITS Fiscal year 2010 begins the seventeenth 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. 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. NAPEBT continues to fund a wellness program in an effort to control costs. This year NAPEBT held its first annual health fair. All of the insurance providers and various community medical providers and wellness vendors participated in the two day event. Employees were able to receive flu shots and wellness assessments free of charge. The premium increase for health insurance this year is 1.9%. 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. The 1.9% Annual Financial Plan If the audit and analysis indicates that an adjustment needs to be made to a position classification, Human Resources procedures allow for four types of changes. 41 City of Flagstaff 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. (3) Fire – An existing Fuel Management Leadworker was reclassified to an Assistant Fire Fuel Manager in order to increase efforts in firewise communities and code enforcement. (4) Human Resources – A HR Generalist position was added back during budget (replacing the HR Manager.) The Recruitment Specialist moved to HR Generalist and the Administrative Assistant moved to Recruitment Specialist. 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. (5) – Streets – Due to retirements and redistribution of duties and supervisory responsibilities: the Traffic Signal Tech was combined with the Maintenance Worker and reclassified to Streets Leadworker; the Maintenance Worker III Leadworker was combined with the Safety/Training Coordinator and reclassified to Streets Leadworker; and the Equipment Operator III Leadworker was retitled to Streets Leadworker. 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. (6) – Police Support Services – Due to the retirement of the Police Support Services Manager, duties were reassigned to a Police Records Supervisor and the position was reclassified to Police Support Services Supervisor. The audit can also show that the position is properly classified and/or titled and that no changes are needed. (7) – GIS – The GIS section was reduced by 1 FTE due to budget cuts. The GIS Specialist was reclassified to GIS Systems Analyst (replacing GIS Analyst Senior). One GIS Technician was reclassified to GIS Specialist and one GIS Technician remains. All requests from departments were submitted to Human Resources for review, and only those recommended for approval were forwarded to the Budget Team for inclusion in the FY2010 budget. Human Resources haves notified all division directors of the status of their requests, whether approved or disapproved. All approved changes will be effective as of July 1, 2009. ORGANIZATIONAL STUDIES No studies were necessary this year. Human Resources received a total of 27 requests for reclassifications/reranges and 8 requests for rezones. The following shows those that were approved: REORGANIZATIONS The following reorganizations have been completed: (1) Citywide – The City was reorganized to include cross-disciplinary cabinets and new reporting structures in order to achieve council priorities; become more outcome focused; improve communication/break down silos; identify efficiencies and customer service opportunities; strengthen management; and stimulate organizational pride. (2) Finance – The Finance section was reorganized in order to facilitate growth in their work program, to reduce the number of direct reports to the Finance Director, and to provide for better succession planning. Two existing Accountant IIs were reclassified to Finance Managers and the Finance Budget/Manager was reclassified to Finance Director. Annual Financial Plan 42 City of Flagstaff 7/1/09 RETITLES Old Title Range No. of Employees Effected New Title Fuel Management Officer Wildland Fire Manager 14 1 Assistant Fire Fuel Manager Assistant Wildland Fire Manager 11 2 Community Firewise Coordinator Wildland Fire Specialist II 9 1 Firefighter Fuel Management Tech Wildland Fire Specialist I 7 2 7/1/09 RECLASSIFICATIONS/RERANGES Old Title Old Range New Title New Range No. of Employees Effected Payroll Supervisor 10 Payroll Manager 13 1 Recreation Coordinator I 4 Recreation Coordinator II 6 2 Maintenance Worker III Leadworker 10 Facilities Maintenance Manager 12 1 Systems Administrator 8 Same 9 1 Landfill Leadworker 9 Landfill Supervisor 10 1 B21 1 Administrative Assistant (Fire) B13 Administrative Specialist (Fire) Warehouse Technician 7 Warehouse Specialist 8 1 Visitor Center Supervisor 11 Visitor Center Manager 12 1 Development Services Rep 7 Development Services Specialist 8 1 Publications Assistant 7 Publications Specialist 8 1 Recreation Coordinator II 6 1 New Zone No. of Employees Effected Administrative Assistant (Aquaplex) B11 7/1/09 REZONES Current Job Title Old Zone New Job Title Administrative Assistant B11 Administrative Assistant B12 1 Administrative Assistant B12 Administrative Assistant B13 1 Administrative Specialist B21 Administrative Specialist B22 1 Administrative Specialist B22 Administrative Specialist B23 1 Case Manager B51 Case Manager B52 1 Project Manager B51 Project Manager B52 1 Project Manager B52 Project Manager B53 2 Annual Financial Plan 43 City of Flagstaff Human Resources also received the following requests mid-year for new classifications, reclassifications, reranges and salary adjustments: MID YEAR CHANGES NEW CLASSIFICATIONS Title Range Sustainability Specialist 9 HVACR Technician 8 MID YEAR CHANGES RECLASSIFICATIONS/RERANGES Old Title Old Range New Title New Range No. of Employees Effected Inspector II 9 Inspection Supervisor 11 1 Traffic Engineer 14 Same 15 1 SALARY ADJUSTMENTS Parks Maintenance Workers (6) Salaries were increased by one step due to an inequity and compression created by a new hire’s rate of pay. Fire Captain (1) Salary was adjusted to address and inequity that occurred when another employee was promoted. Project Manager (1) Salary was adjusted to address and inequity that occurred when the employee was transferred between sections. Minimum Wage Adjustment Minimum wage adjusted to $7.25 comply with state law. Annual Financial Plan 44 City of Flagstaff POSITION ADDITIONS/DELETIONS Employees per 1000 Population 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. 1980 1985 1990 2000 2005 2009 * Population 34,743 38,247 45,857 52,894 61,185 64,693 Employees 422 470 527 685 743 819 City Employees per 1,000 Population A total of 88.8 FTE’s were cut across all funds for FY2010. The following detail highlights the five year historical staffing trend as well as the City’s calculation of City staff in comparison to population. 12.7 2009 12.1 2005 13.0 2000 11.5 1990 PERSONNEL IN EACH FUNCTION CATEGORY 5 YEAR HISTORICAL TREND 1985 12.3 1980 12.1 0.0 200.00 100.00 0.00 5.0 10.0 15.0 * Estimated census per July 1, 2008 Arizona Department of Economic Security Public Safety Public Works Comm Enrich General Admin Utilities Community Dev Mgmnt Services Econ Vitality 300.00 Emp/Pop 12.1 12.3 11.5 13.0 12.1 12.7 2006 2007 2008 2009 2010 Annual Financial Plan 45 City of Flagstaff FY2010 Personnel Staff Reductions FY2009 Authorized Personnel Section City Manager 8.5 Capital Improvement 14.5 Risk Management 3 Law 16.25 Information Technology 16 Management Services 12 Sales Tax 8.5 Library 53.77 Finance 14.14 Community Development Administration 3 Planning & Development Services 31 Engineering 25.5 Fire 101.75 Police 179 Parks 32.46 Fleet 15 Facilities Maintenance 12 Recreation 67.23 Streets Maintenance 41.06 Airport 10.5 Environmental Services 67.1 Utilities Administration 10.5 Lake Mary Water Plant 13 Water Distribution System 17 Wastewater Treatment Plant 13.5 Wastewater Monitoring 4 City Court 29.63 Economic Development 3 Tourism- Visitor Center 6.75 Total Annual Financial Plan 46 FY2010 Authorized Personnel 7.5 11 2 15 13 8.5 8 50.77 11.5 2.5 27.2 20 99 159 28.2 14 11 58.73 36.31 9.5 65.1 10 11 15 12.5 3 25.78 2 5.75 Personnel Reductions 1.0 3.5 1 1.25 3 3.50 0.5 3 2.64 .5 5.8 5.5 2.75 20 4.26 1 1 8.5 4.75 1 2 0.5 2 2 1 1 3.85 1 1 88.8 City of Flagstaff Annual Financial Plan 47 City of Flagstaff General Administration Community Development Management Services Public Works Economic Vitality Non-Departmental General Fund Services City Manager City Clerk Human Resources Risk Management Law Information Systems Management Services Customer Services Sales Tax Finance Community Dev Admin Engineering Community Investments Public Works Administration Mechanical Shop Facilities Maintenance Council & Commissions Non-Departmental Total General Fund PROVIDING SECTIONS $ $ $ $ 2,375,378 434,501 1,498,781 975,154 1,179,835 2,999,094 9,462,743 696,000 194,279 353,220 159,405 452,226 520,248 452,927 399,128 646,726 177,708 256,793 1,179,835 44,285 67,915 862,954 230,606 2,768,488 9,462,743 GENERAL 001 142,628 171,125 105,112 23,208 110,950 553,023 553,023 462 104,650 20,254 90,696 - 23,208 - 69,743 1,075 34,110 66,197 - 44,625 13,451 31,040 14,805 38,707 LIBRARY 030 168,593 752,512 247,240 214,983 24,774 139,124 1,547,226 1,547,226 752,512 24,774 136,549 59,790 18,644 21,620 117,504 - 42,716 13,141 24,094 13,149 41,319 34,174 58,133 962 120,117 68,028 HURF 40 72,840 197,948 27,959 93,287 392,034 392,034 24,399 68,888 - 27,959 - 12,681 1,008 150,685 33,574 - 7,264 46,630 - 7,996 10,950 TRANSPORTATION 041-044 CITY OF FLAGSTAFF Cost Allocation For Fiscal Year 2010 620,084 1,037,074 51,228 63,941 393,271 2,165,598 2,165,598 15,778 35,450 55,800 337,471 - 63,941 - 96,929 31,574 49,665 29,550 106,640 305,726 196,951 692,935 26,090 121,098 UTILITY 201 26,002 37,503 32,987 13,579 3,773 18,779 132,623 132,623 386 13,193 3,292 15,487 - 3,773 37,503 7,494 - 3,108 22,385 - 10,885 2,079 4,556 2,190 6,292 STORMWATER 210 66,443 57,198 117,860 7,599 89,443 338,543 338,543 7,599 22,905 4,328 90,627 6,632 82,811 - 13,002 3,948 7,260 3,929 12,674 25,630 11,065 41 16,527 29,565 AIRPORT 270 337,504 479,591 378,665 52,346 316,973 1,565,079 1,565,079 52,346 121,644 96,857 160,164 45,681 271,292 - 76,386 27,062 44,796 25,067 87,302 76,891 131,445 211,943 39,988 96,215 ENVIRON. SERVICES 280 3,809,472 1,224,516 3,721,944 1,856,581 1,383,435 4,160,921 16,156,869 16,156,869 988,539 296,484 514,631 255,359 791,790 962,669 936,053 930,349 786,645 1,068,897 177,708 1,046,808 1,383,435 325,383 245,516 1,285,682 408,284 3,752,637 TOTAL 1,434,094 790,015 2,223,163 881,427 203,600 1,161,827 6,694,126 6,694,126 790,015 203,600 281,098 177,601 422,728 177,678 984,149 - 292,539 102,205 161,411 95,954 339,564 442,421 483,126 930,349 387,517 422,171 TOTAL CHARGED OUT GF 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. 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, 2008. The City utilized the services of a consultant to prepare this year’s plan. The City also utilizes the cost allocation plan to calculate an indirect cost rate that is allowable in accordance with OMB A-87. The City will annually update the indirect cost rate based on actual expenditures, as required by OMB A-87. FLEET MANAGEMENT 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:  Preserving the environment  Purchasing environmentally compatible vehicles  Improving fuel efficiency  Conserving resources  Downsizing vehicles  Reducing green house emissions by using alternative energy  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:  Fleet Review committee reviewed 31 replacement requests. 80% were purchased as hybrids, diesels, E-85 Ethanol Flex-fueled as well as two fuel efficient pool vehicles.  Continued policy of purchasing diesel engines for 3/4 ton and larger trucks so as to operate on Biodiesel.  Purchased 9 E-85 (Ethanol) Flex-fueled vehicles for the Police department.  Interagency partnering with NAIPTA to purchase biodiesel from the City yard.  Reviewed utilization and analysis on SUV'S, Vans, and light duty pickups.  Provided Fleet Review committee members with training on the Fleet computer system.  Updated the five and ten year fleet equipment/vehicle plan using the H.T.E. fleet system.  Continued to monitor practical vehicle utilization and rotation. 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 operating expenditures; accounts payable activities have been allocated on the number of accounts payable transactions processed during FY 2008; and human resources activities have been allocated on the number of budgeted full-time equivalent positions served. In selecting an allocation base to be used, the objective has been to utilize a base for each service that is Annual Financial Plan 48 City of Flagstaff FLEET FISCAL YEAR 2010 REPLACEMENTS DIVISION 17 ENGINEERING PICKUP, 1/2 TON 4X4 EXT CAB (2) 22 POLICE PATROL SEDANS (6) 26 PARKS PICKUP, 3/4 TON 4X4 DIESEL W/UTIL TOTAL GENERAL FUND FLEET 38 AIRPORT SNOWBLOWER TOTAL AIRPORT FLEET AMOUNT $ DIVISION 41 ENVIRONMENTAL SERVICES MACK TOPLOADER TRANSMISSION FOR G8-77 RAPIDRAIL AUTOCAR SIDE LOADER (4) LANDFILL/BACKHOE 46,000 153,000 47,500        492,010 246,500 12,500 12,500 TOTAL FLEET REPLACEMENTS $ 751,010 FIVE-YEAR INFORMATION TECHNOLOGY PLAN 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. Fleet Committee reviewed 31 replacement requests and approved 19 for replacement. As a result of budget cuts, only 9 units will submitted to council for approval. Continue utilization study to reduce as many units from the fleet that are under-utilized. 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. Annual Financial Plan 267,010 15,000 110,000 100,000 TOTAL ENVIRONMENTAL SERVICES FLEET Proposed objectives for FY 2010 include:  AMOUNT 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. Items to consider        49 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 Data sharing and collaboration with public and private agencies City of Flagstaff FY2010 Acquisitions - $872,500 E-Government - $90,000 IT expenditures have decreased in FY2010 in line with the city-wide 19% decrease. Large purchases include the Microsoft Enterprise agreement and the next phase of VOIP implementation. Employee self-serve and video streaming were implemented in FY2009. The committee will continue to consider additional e-government opportunities. Public Safety - $244,700 PC and Network Replacements & Upgrades & GIS - $336,448 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 add the Police Department to the City email system. The budgeted amount will allow replacement of those pieces of end-user equipment that are four years old or older. Annual Financial Plan 50 City of Flagstaff Annual Financial Plan 51 City of Flagstaff 535,319 $ Total Expenditures - 535,319 345,117 190,202 - $ $ - 190,202 190,202 Expenditure Summary Replacement Program Local & Wide Area Network GIS E-Gov New Hardware & Software Purchases Public Safety Funding General Fund MIS allocation One time monies Carryover Grants Total Funding Total Expenditures Public Safety Police Upgrades Public Safety Equipment Add PD to City Email E citation Total Public Safety New Hardware & Software and Upgrades Work Order Management/HR Sales Tax Software Microsoft Enterprise Agreement VOIP Migration - next phase Hardware & Software Purchases Total New Hardware & Software - E-Gov 345,117 345,117 - $ Actual FY2008 GIS Hardware upgrades/replacement Software upgrades Total GIS Replacement Programs Replacement PC's and Printers Network equip Total - Replacement Programs IT Five Year Projections 3,004,600 510,981 10,000 20,000 2,189,619 274,000 914,060 914,060 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 525,580 300,000 225,580 - - 525,580 - 225,580 225,580 - - 300,000 300,000 Actual FY2009 1,543,648 316,448 20,000 90,000 872,500 244,700 - 1,543,648 199,700 45,000 244,700 185,000 100,000 587,500 872,500 90,000 10,000 10,000 20,000 173,000 143,448 316,448 Budget FY2010 770,000 310,000 20,000 30,000 210,000 200,000 - 770,000 200,000 200,000 35,000 175,000 210,000 30,000 10,000 10,000 20,000 70,000 240,000 310,000 FY2011 IT Five Year Projection FY2010 - 2015 782,300 310,000 20,000 30,000 216,300 206,000 - 782,300 206,000 206,000 36,050 180,250 216,300 30,000 10,000 10,000 20,000 70,000 240,000 310,000 FY2012 794,969 310,000 20,000 30,000 222,789 212,180 - 794,969 212,180 212,180 37,132 185,658 222,789 30,000 10,000 10,000 20,000 70,000 240,000 310,000 FY2013 808,018 310,000 20,000 30,000 229,473 218,545 - 808,018 218,545 218,545 38,245 191,227 229,473 30,000 10,000 10,000 20,000 70,000 240,000 310,000 FY2014 821,459 310,000 20,000 30,000 236,357 225,102 - 821,459 225,102 225,102 39,393 196,964 236,357 30,000 10,000 10,000 20,000 70,000 240,000 310,000 FY2015 Annual Financial Plan 52 City of Flagstaff Annual Financial Plan 53 TOTAL ALL FUNDS Stormwater Utility Environmental Services Airport Operating Enterprise Funds: Water and Wastewater Capital Projects Funds: Special Improvement District Municipal Facilities Corp G.O. Bonds Permanent Funds: Perpetual Care Debt Service Funds: G.O. Bond Fund Sec. Property Tax Special Assessment Bond 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 $ 42,824,226 554,990 3,358,297 2,518 8,659,657 1,291,971 (3,312,666) 4,053,630 129,519 348,355 2,355,611 96,951 626,643 1,808,943 (1,508,608) 3,127,179 48,647 50,334 384,912 (77,904) 435,030 1,663,992 - 18,726,225 163,442,971 1,368,744 12,787,975 7,928,295 21,664,786 477,635 17,500,000 3,407,248 15,982 7,710,876 1,404,650 6,545,619 13,640,482 9,820,245 2,972,856 592,999 1,647,433 401,359 1,723,638 14,350 1,855,040 401,526 49,561,233 FINANCING SOURCES 2009-2010 EARNINGS AT 7/1/2009 $ ESTIMATED REVENUES AND OTHER UNRESERVED FUND BALANCE/ RETAINED 28,817,134 7,338,290 - 313,000 3,801,355 27,300 - 3,470,772 - 1,260,910 6,142,953 120,000 1,085,000 449,000 229,074 24,300 4,555,180 IN OUT (28,817,134) (362,980) (158,953) (116,567) (1,958,565) (200,000) - (7,272,127) - (328,391) (585,401) (4,053,930) (495,739) (9,437) (1,452,115) (14,000) - (11,808,929) 2009-2010 INTERFUND TRANSFERS 206,267,197 8,899,044 15,987,319 8,127,246 32,167,233 1,769,606 14,187,334 7,288,178 145,501 3,819,127 2,794,360 1,501,601 8,104,781 21,006,977 4,377,707 6,689,296 1,090,646 1,688,330 786,271 193,619 449,380 3,734,106 425,826 61,033,709 RESOURCES AVAILABLE 2009-2010 TOTAL FINANCIAL 98,667,304 915,119 11,281,882 1,475,193 12,562,205 - - - 7,740,516 5,468,150 4,147,220 110,066 724,629 1,630,262 736,797 3,611,460 325,826 47,937,979 OPERATIONS 54,677,918 7,673,290 1,628,837 6,362,854 6,592,286 1,759,656 5,498,756 4,454,190 - - 12,696,810 109,430 4,808,240 - 3,093,569 CAPITAL OUTLAY (EQUIP/CIP) CITY OF FLAGSTAFF SUMMARY SCHEDULE OF ESTIMATED REVENUES AND EXPENDITURES/EXPENSES FISCAL YEAR 2009-2010 17,880,422 - - 286,685 6,323,697 - - 3,470,772 1,500,801 2,332,955 2,264,458 263,240 - 1,437,814 DEBT SERVICE 4,180,000 10,000 500,000 - 1,400,000 - - - 100,000 100,000 10,000 25,000 50,000 10,000 100,000 1,875,000 175,405,644 8,598,409 13,410,719 8,124,732 26,878,188 1,759,656 5,498,756 4,454,190 - 3,470,772 1,500,801 7,840,516 20,597,915 6,521,108 4,928,306 1,012,869 1,680,262 746,797 3,611,460 425,826 54,344,362 TOTAL RESERVES/ APPROPRIATIONS CONTINGENCIES 2009-2010 30,861,553 300,635 2,576,600 2,514 5,289,045 9,950 8,688,578 2,833,988 145,501 348,355 2,794,360 800 264,265 409,062 (2,143,401) 1,760,990 77,777 8,068 39,474 193,619 449,380 122,646 - 6,689,347 FUND BALANCE 6/30/2010 Schedule 1: Total Resoures and Apprproations Summary City of Flagstaff Schedule 2: Tax Levy CITY OF FLAGSTAFF EXPENDITURE LIMITATION AND TAX LEVY INFORMATION FISCAL YEAR 2009-2010 ESTIMATED FY 2008-2009 FY 2009-2010 Expenditure Limitation [Economic Estimates Commission] $ 121,801,614 $ 5,119,660 $ 5,119,660 7,631,176 12,750,836 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 2008-2009 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 2008-2009 Levy (2) Prior Years' Levies (3) Total Primary Property Taxes Collected $ B. Secondary Property Taxes: (1) FY 2007-2008 Levy (2) Total Secondary Property Taxes Collected 4,914,482 - 4,914,482 7,351,889 12,266,371 $ 4,914,482 37,711 4,952,193 7,351,889 7,351,889 C. Total Property Taxes Collected $ 12,304,082 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 0.6803 0.8366 1.5169 0.6547 0.8366 1.4913 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 54 City of Flagstaff Schedule 3: Revenues Other than Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2009 AND 2010 (WITH ACTUALS FOR FISCAL YEAR 2008) ACTUAL REVENUES 2007-2008 SOURCE OF REVENUES BUDGETED REVENUES 2008-2009 ESTIMATED ACTUAL REVENUES 2008-2009 BUDGETED REVENUES 2009-2010 CHANGE (BDGT-BDGT) % CHANGE GENERAL FUND Local taxes City Sales Tax Franchise Tax $ 16,180,864 2,243,051 18,915,121 2,399,436 14,740,121 2,399,436 13,803,121 2,519,408 (5,112,000) 119,972 -27.03% 5.00% Licenses and permits Business Licenses Building Permits Other Licenses and permits 36,370 1,329,598 449,094 45,295 1,795,628 339,332 40,000 1,000,000 339,997 81,000 1,040,000 355,201 35,705 (755,628) 15,869 78.83% -42.08% 4.68% Intergovernmental revenues State Income Tax Sharing State Shared Sales Tax County Vehicle License Tax Federal Grants State Grants Local Intergovernmental Agreements 8,610,567 5,623,144 2,758,307 968,825 731,953 668,153 9,014,800 5,534,381 2,706,080 1,065,901 270,361 1,012,160 9,152,800 5,351,746 2,500,000 946,151 258,863 840,000 7,850,000 5,191,194 2,550,000 2,170,177 316,338 860,000 (1,164,800) (343,187) (156,080) 1,104,276 45,977 (152,160) -12.92% -6.20% -5.77% 103.60% 17.01% -15.03% Charges for services General Government Parks & Recreation Public Safety Cemetery 411,765 650,035 1,131,628 112,375 936,237 1,239,493 990,939 126,912 464,221 1,251,339 925,189 117,688 1,227,432 1,429,010 1,067,377 135,572 Fines and forfeits Interest on investments Miscellaneous revenues Total General Fund 1,240,222 997,368 1,343,612 45,486,931 1,097,379 973,750 1,991,691 50,454,896 1,135,509 650,000 1,740,517 43,853,577 1,242,929 650,000 1,958,593 44,447,352 145,550 (323,750) (33,098) (6,007,544) 13.26% -33.25% -1.66% -11.91% 216,195 2,764,918 63,021 40,316 3,084,450 25,000 4,053,121 50,000 29,000 4,157,121 50,931 4,175,603 50,000 29,000 4,305,534 25,000 6,449,810 50,000 20,809 6,545,619 2,396,689 (8,191) 2,388,498 0.00% 59.13% 0.00% -28.24% 57.46% 250,000 7,422,359 180,000 8,083,215 250,000 6,531,676 765,600 6,662,309 585,600 (1,420,906) 325.33% -17.58% 284,747 190,900 2,173,910 10,321,916 300,246 95,000 4,792,636 13,451,097 300,246 12,866 7,094,788 300,246 36,000 1,376,327 9,140,482 (59,000) (3,416,309) (894,306) 0.00% -62.11% -71.28% -6.65% 9,623,142 304,265 1,524 9,928,931 13,295,319 162,000 5,000,000 18,457,319 10,021,900 159,000 646,000 10,826,900 9,721,245 99,000 9,820,245 (3,574,074) (63,000) (5,000,000) (8,637,074) -26.88% -38.89% -100.00% -46.79% 291,195 189,517 76,438 8,660 31.10% 15.29% 7.71% 6.82% 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 Total Highway User Revenue Fund TRANSPORTATION FUND Transportation Tax Interest on Investments Miscellaneous revenues Total Transportation Fund Annual Financial Plan 55 City of Flagstaff Schedule 3: Revenues Other than Property Taxes ACTUAL REVENUES 2007-2008 SOURCE OF REVENUES BEAUTIFICATION FUND Intergovernmental revenues State Grants BBB Tax Interest on investments Miscellaneous Total Beautification Fund ECONOMIC DEVELOPMENT FUND BBB Tax Miscellaneous Interest on investments Total Economic Development Fund TOURISM FUND 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 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 2008-2009 ESTIMATED ACTUAL REVENUES 2008-2009 BUDGETED REVENUES 2009-2010 CHANGE (BDGT-BDGT) % CHANGE 9,020 1,021,285 114,566 10,000 1,154,871 1,555,880 1,102,966 83,361 2,742,207 604,097 1,034,286 83,226 1,721,609 1,845,000 1,044,629 83,227 2,972,856 289,120 (58,337) (134) 230,649 18.58% -5.29% -0.16% 0.00% 8.41% 485,111 13,264 498,375 523,909 7,000 530,909 491,286 60,000 7,000 558,286 496,199 91,800 5,000 592,999 (27,710) 91,800 (2,000) 62,090 -5.29% 0.00% -28.57% 11.70% 1,531,928 71,100 16,776 18,123 1,637,927 1,654,449 75,000 20,500 127,856 1,877,805 1,551,430 65,047 7,436 14,354 1,638,267 1,566,944 65,047 1,000 14,442 1,647,433 (87,505) (9,953) (19,500) (113,414) (230,372) -5.29% -13.27% -95.12% -88.70% -12.27% 382,982 11,223 394,205 413,612 3,388 417,000 387,857 3,388 391,245 391,736 9,623 401,359 (21,876) 6,235 (15,641) -5.29% 184.03% -3.75% 1,685,121 19 1,060 1,686,200 1,819,894 1,819,894 1,706,573 1,706,573 1,723,638 1,723,638 (96,256) (96,256) -5.29% 0.00% 0.00% -5.29% 36,037 36,037 17,350 17,350 17,350 17,350 14,350 14,350 (3,000) (3,000) 0.00% -17.29% -17.29% 901,009 187,377 62,434 230,779 1,381,599 1,244,316 600,000 1,844,316 589,059 113,030 30,000 61,152 793,241 1,255,040 600,000 1,855,040 391,306 5,000 396,306 317,404 225,000 542,404 577,359 5,000 582,359 296,526 105,000 401,526 (20,878) (120,000) (140,878) -6.58% -53.33% -25.97% 30,520,817 45,857,422 29,636,152 35,115,547 (7,325,566) -15.97% 56 10,724 10,724 0.86% 0.00% 0.00% 0.00% 0.58% City of Flagstaff Schedule 3: Revenues Other than Property Taxes ACTUAL REVENUES 2007-2008 SOURCE OF REVENUES BUDGETED REVENUES 2008-2009 ESTIMATED ACTUAL REVENUES 2008-2009 BUDGETED REVENUES 2009-2010 CHANGE (BDGT-BDGT) % CHANGE DEBT SERVICE FUNDS SECONDARY PROPERTY TAX FUND Interest on investments Total Secondary Property Tax Fund $ 85,707 85,707 77,000 77,000 88,700 88,700 79,700 79,700 2,700 2,700 3.51% 3.51% SPECIAL ASSESSMENT BONDS Special Assessments Interest on investments Miscellaneous revenues Total Special Assessment Bonds 2,448 11,044 9 13,501 2,022 7,502 9,524 2,024 6,660 8,684 1,402,250 2,400 1,404,650 1,400,228 (5,102) 1,395,126 69249.65% -68.01% 0.00% 14648.53% TOTAL DEBT SERVICE FUNDS 99,208 86,524 97,384 1,484,350 1,397,826 1615.54% 1,130,800 847,635 523,000 - 382,000 - 82,248 - 1,978,435 170,000 693,000 382,000 82,248 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 - - (440,752) 2,576,384 2,135,632 1515.52% 308.17% 86,000 - 2,343,890 2,343,890 86,000 - SPECIAL IMPROVEMENT DISTRICT Interest on investments Miscellaneous Revenue Total Capital Projects Bond Funds 688,812 1,282,738 1,971,550 1,000 3,000,000 3,001,000 152,000 1,279,446 1,431,446 477,635 477,635 TOTAL CAPITAL PROJECTS FUNDS 6,293,875 3,780,000 1,813,446 3,559,883 PERPETUAL CARE FUND Contributions Interest on investments Total Perpetual Care Fund 16,200 3,349 19,549 19,380 3,528 22,908 12,240 2,202 14,442 12,485 3,497 15,982 (6,895) (31) (6,926) -35.58% -0.88% -30.23% TOTAL PERMANENT FUNDS 19,549 22,908 14,442 15,982 (6,926) -30.23% 10,031 11,615,472 7,763,234 430,015 66,240 19,884,992 655,503 194,000 13,714,953 8,500,479 356,000 23,420,935 27,672 11,629,720 7,809,768 175,000 19,642,160 334,571 11,656,833 7,972,942 173,000 20,137,346 (320,932) (194,000) (2,058,120) (527,537) (183,000) (3,283,589) -48.96% 3,000,000 3,000,000 (86,000) -84.27% 2,576,384 2,490,384 (1,000) (2,522,365) (2,523,365) 2,102,651 -100.00% 0.00% -100.00% -84.08% -84.08% 55.63% 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 57 -15.01% -6.21% -51.40% 0.00% -14.02% City of Flagstaff Schedule 3: Revenues Other than Property Taxes ACTUAL REVENUES 2007-2008 SOURCE OF REVENUES AIRPORT FUND OPERATING FUND Intergovernmental revenues Federal Grants State Grants Airport Revenues Interest on investments Miscellaneous revenues ESTIMATED ACTUAL REVENUES 2008-2009 BUDGETED REVENUES 2009-2010 CHANGE (BDGT-BDGT) % CHANGE 6,041,255 3,079,650 1,312,143 6,635 294,399 6,681,215 2,194,917 1,319,326 350,154 2,078,161 1,244,353 109,674 5,687,036 338,850 1,560,316 50 342,043 (994,179) (1,856,067) 240,990 50 (8,111) -14.88% -84.56% 18.27% 0.00% -2.32% AIRPARK FUND Interest on investments Total Airport Fund 18,816 10,752,898 10,545,612 3,432,188 7,928,295 (2,617,317) 0.00% -24.82% ENVIRONMENTAL SERVICES FUND Intergovernmental revenues Federal Grants Environmental Services Revenues Interest on investments Miscellaneous revenues Total Environmental Services Fund 73,020 10,507,477 503,305 31,273 11,115,075 146,600 13,386,951 199,613 13,733,164 59,217 11,411,895 186,256 13,862 11,671,230 587,100 11,968,972 204,603 27,300 12,787,975 440,500 (1,417,979) 4,990 27,300 (945,189) 300.48% -10.59% 2.50% 0.00% -6.88% 1,081,282 49,539 1,896 965 1,133,682 1,199,224 61,346 11,850 1,272,420 1,199,224 51,346 6,900 1,257,470 1,306,298 51,346 11,100 1,368,744 107,074 (10,000) (750) 96,324 8.93% -16.30% -6.33% 0.00% 7.57% 42,886,647 48,972,131 36,003,048 42,222,360 (6,749,771) -13.78% STORMWATER UTILITY Stormwater Utility Revenues Charges for Services Interest on investments Miscellaneous revenues Total Stormwater Utility Fund TOTAL ENTERPRISE FUNDS $ BUDGETED REVENUES 2008-2009 FIDUCIARY FUNDS VOLUNTEER FIREMEN'S PENSION FUND Interest on investments Total Volunteer Firemen's Pension Fund 4,879 4,879 - - - - 0.00% 0.00% TOTAL FIDUCIARY FUNDS 4,879 - - - - 0.00% TOTAL REVENUES Annual Financial Plan $ 125,311,906 149,173,881 58 111,418,049 126,845,474 (16,589,330) -11.12% 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 2009 - 2010 FUND GENERAL FUND PROCEEDS FROM OTHER FINANCING SOURCES $ SPECIAL REVENUE FUNDS Library Fund Highway User Revenue Fund Transportation Fund Beautification Fund Economic Development Tourism Fund Arts and Science Fund Recreation-BBB Fund Real Estate Proceeds Fund Housing & Community Services MPO Total Special Revenue Funds - 4,555,180 11,808,929 1,260,910 6,142,953 120,000 1,085,000 449,000 229,074 24,300 9,311,237 328,391 585,401 4,053,930 495,739 9,437 1,452,115 14,000 6,939,013 3,470,772 3,470,772 7,272,127 7,272,127 3,325,000 14,500,000 17,825,000 27,300 27,300 200,000 200,000 1,527,440 1,527,440 3,801,355 7,338,290 313,000 11,452,645 1,958,565 362,980 116,567 158,953 2,597,065 23,852,440 28,817,134 28,817,134 4,500,000 4,500,000 DEBT SERVICE FUNDS Secondary Property Tax Fund G.O. Bond Fund Total Debt Service Funds - CAPITAL PROJECTS FUNDS G.O. Bond Funded Projects Municipal Facilities Corporation Total Capital Projects Funds ENTERPRISE FUNDS Water and Wastewater Fund Stormwater Utility Airport Fund Environmental Services Fund Total Enterprise Funds TOTAL ALL FUNDS Annual Financial Plan $ INTERFUND TRANSFERS IN OUT 59 City of Flagstaff SCHEDULE OF TRANSFERS FISCAL YEAR 2009-2010 the Brownfield program plus operating expense and the city match of the EPA Brownfield grant. General Fund Transfers In: Stormwater Fund - $73,312 This transfer represents one FTE position. Library - $328,391 This transfer represents the APSES lease payment for $78,391 and Parking for $250,000. Transfers Out: Library Fund - $1,260,910 This is the operating transfer from the General Fund to the Library for general services. 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. Highway User Revenue Fund - $2,074,355 This is $1,801,355 for debt service, $160,000 for the de-icer program, $13,000 for the street sweeper program and $100,000 to offset the increase in indirect cost allocation. Beautification Fund - $495,739 This represents $440,538 for streetscape maintenance on projects previously constructed by BBB funds that are now maintained by the Parks division, $5,201 for the citywide publication and $50,000 for the 4th Street Redevelopment FTE. Transportation Fund - $120,000 This transfer is to assist in offsetting the overhead cost allocation in Transit. Tourism Fund - $9,437 This transfer includes $6,238 as a contribution towards the citywide publication, and $3,199 for the APSES lease payment. Economic Development - $449,000 This represents a transfer to assist expenditures related to the Incubator. Recreation-BBB Fund - $1,342,115 This transfer is a contribution to the maintenance of FUTS which is a Parks responsibility for $199,484, $917,631 for increased maintenance in the Parks budget related to additional field maintenance associated with Recreation Bond projects and $225,000 for the operation of Recreation Programs. in the Housing and Community Services Fund - $229,074 This transfer represents a $188,574 funding for a revolving loan source and $40,500 for affordable housing fees. MPO - $24,300 This transfer represents $20,250 to assist in the payment of the multi model planner position and $4,050 to assist in the payment of the Administration Assistant. Housing and Community Services Fund - $14,000 This transfer represents $14,000 to assist with the funding of a Housing Planner. Stormwater Fund - $7,338,290 Transfer funds for Rio de Flag project. Water and Wastewater Fund - $1,958,565 This is a transfer of $1,800,771 utility revenue through the General Fund to Highway User Revenue Fund for a payment of debt and $157,794 for the APSES lease payment. Airport Fund - $313,000 This transfer is for capital at the Airport. The Airport is an enterprise fund whose goal is to eventually eliminate any requirement for general fund transfers. Airport - $116,567 This is a transfer for $33,567 to assist with the APSES lease payment and $83,000 for excess of overhead cost allocation. Library Fund Transfers In: Environmental Services Fund - $131,653 This transfer represents $4,678 for advertising in the citywide publication, $4,810 for the APSES lease payment and $122,165 that supports one position in Annual Financial Plan General Fund - $1,260,910 This is the operating transfer from the General Fund to the Library for general services. 60 City of Flagstaff Transfers Out: from Street Improvement for Transportation funded projects. General Fund - $328,391 This transfer is for the APSES lease payment of $78,391 and for Parking for $250,000. Beautification Fund - $475,000 This transfer funds various FUTS and Streetscape projects within the multi-modal transportation projects. Highway User Revenue Fund Transfers In: Beautification Fund General Fund - $2,074,355 This is $1,801,355 for debt service, $160,000 for the de-icer program, $13,000 for the street sweeper program and $100,000 to offset the increase in indirect cost allocation. Transfers In: Highway User Revenue Fund - $500,000 This transfer is to support the Beaver/San Francisco Southside Project located Streetscape program. Transportation Tax - $475,000 This transfer funds various FUTS and Streetscape projects within the multi-modal transportation projects. Transportation Fund - $3,578,930 This is a transfer of the transportation tax to fund various transportation projects. Safety funding is $870,793 for miscellaneous projects. $2,708,137 is from Street Improvement for Transportation funded projects. Recreation-BBB Fund - $110,000 This transfer is for new FUTS construction. Stormwater Fund - $289,668 This transfer is for drainage maintenance. Transfers Out: General Fund - $495,739 This represents $440,538 for streetscape maintenance on projects previously constructed by BBB funds that are now maintained by the Parks division, $5,201 in support of the citywide publication, and $50,000 for the 4th Street Redevelopment FTE. Capital Projects Fund - $200,000 This transfer is for Fire Station #2 portion of Ponderosa Parkway construction. Transfers Out: General Fund - $85,401 This transfer is $70,000 for right-of-way maintenance completed by Parks staff and $15,401 for APSES repayment. Economic Development Fund Beautification Fund - $500,000 This transfer is to support the Beaver/San Francisco Southside Project. Transfers In: General Fund - $449,000 This represents a transfer to assist with the expenditures related to the Incubator plan. Transportation Fund Transfers In: Tourism Fund General Fund - $120,000 This transfer is to assist in offsetting the overhead cost allocation in Transit. 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. Transfers Out: HURF - $3,578,930 This is a transfer of the transportation tax to fund various transportation projects. Safety funding is $870,793 for miscellaneous projects. $2,708,137 is Annual Financial Plan 61 City of Flagstaff Recreation-BBB Fund Secondary Property Tax Fund Transfers Out: Transfers Out: General Fund - $1,342,115 This transfer is a contribution to the maintenance of FUTS which is a Parks responsibility $199,484. $917,631 for increased maintenance in the Parks budget related to additional field maintenance associated with Recreation Bond projects and $225,000 for the operation of Recreation Programs. G.O. Bond Fund - $3,470,772 A transfer of Secondary Property Taxes collected for repayment of general obligation bonds for Projects and BBB Recreation. Water and Wastewater Fund - $3,801,355 A transfer to Utilities for Secondary Property Taxes collected to support General Obligation Debt. Beautification Fund - $110,000 This transfer is for a new FUTS construction $110,000. Water and Wastewater Fund Transfers In: Housing and Community Services Fund Secondary Property Tax Fund - $3,801,355 A transfer to Utilities for Secondary Property Taxes collected to support the General Obligation Debt. Transfers In: General Fund - $229,074 This transfer represents a $188,574 funding for a revolving loan source and $40,500 for affordable housing fees. Transfers Out: General Fund - $1,958,565 This is a transfer of $1,800,771 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 Out: General Fund - $14,000 This transfer represents $14,000 to assist with the funding of a Housing Planner. Stormwater Fund Metro Planning Organization Fund Transfers In: Transfers In: General Fund - $7,338,290 This transfer is for the Rio de Flag Project. General Fund - $24,300 This transfer represents $20,250 to assist in the payment of the multi model planner position and $4,050 to assist in the payment of the Administration Assistant. Transfers Out: HURF - $289,668 This transfer is for drainage maintenance. General Fund - $73,312 This transfer is for the Rio de Flag Project. G.O. Bond Fund Transfers In: Airport Fund Secondary Property Tax Fund - $3,470,772 A transfer of Secondary Property Taxes collected for repayment of general obligation bonds for Projects and BBB Recreation. Annual Financial Plan Transfers In: General Fund - $313,000 This transfer is for capital at the Airport. 62 City of Flagstaff Capital Projects Fund - $27,300 This transfer is to assist with the preliminary study of the public works facility related to environmental service. Transfers Out: General Fund - $116,567 This is a transfer for $33,567 to assist with the APSES lease payment and $83,000 for excess of overhead cost allocation. Capital Projects Fund Environmental Services Fund Transfers In: Transfers Out: Environmental Services Fund - $27,300 This transfer is to assist with the preliminary planning of the public works facility related to environmental service. General Fund - $131,653 This transfer represents $4,678 for advertising in the citywide publication, $4,810 for the APSES lease payment and $122,165 that supports one position in the Brownfield program plus operating expense and the city match of the EPA Brownfield grant. Annual Financial Plan Transfers Out: Highway User Revenue Fund - $200,000 This is transfer is for Fire Station #2 portion of Ponderosa Parkway construction. 63 City of Flagstaff Schedule 5: Grant Revenues CITY OF FLAGSTAFF SCHEDULE OF GRANT REVENUES FISCAL YEAR 2009-2010 BUDGETED REVENUES 2008-2009 PROJECT NAME GENERAL FUND POLICE METRO (NORTHERN AZ STREET CRIMES TASK FORCE) POLICE GOHS - UNDERAGE DRINKING POLICE FY 08 HOMELAND SECURITY POLICE INTERNET CRIMES AGAINST CHILDREN POLICE NORTHERN ARIZONA 700 MHZ EQUIPMENT POLICE TSA - LAW ENFORCEMENT OFFICER POLICE FY 09 AATA - PROFESSIONAL TRAINING POLICE FY 09 AATA - PUBLIC AWARENESS POLICE COUNTER SUICIDE BOMBER POLICE FY 09FUSD - RESOURCE OFFICER POLICE SHLS - MULTI HIT BALLISTIC PLATE POLICE GOHS - IN CAR VIDEO POLICE GOHS - COLLISION TEAM TRAINING POLICE GOHS - DUI ENFORCEMENT POLICE GOHS - LIVESCAN FINGERPRINT MACHINE POLICE FY 10 FUSD - RESOURCE OFFICER POLICE FY 10 AATA - PROFESSIONAL TRAINING POLICE FY 10 AATA - PUBLIC AWARENESS POLICE ACJC - DUI ABATEMENT POLICE AZHLS - BUFFER ZONE PROTECTION POLICE AZHLS - BOMB TEAM TRAINING POLICE AZHLS - CALL TAKER STATION POLICE AZHLS - PORTABLE RADIOS POLICE WEED & SEED OVERTIME POLICE RECOVERY COPS GRANT POLICE RECOVERY BRYNE GRANT POLICE RECOVERY JAG POLICE BULLET PROOF VEST PROGRAM POLICE STATEWIDE GANG TASK FORCE POLICE GREAT GRANT POLICE AZ AUTO THEFT-WATCH YOUR CAR POLICE GOHS SELECTIVE TRAFFIC ENF POLICE HOMELAND SECURITY - BOMB EQUIP POLICE ACJC ANTI-GANG INITIATIVE POLICE GOHS DUI ENFORCEMENT POLICE WEED & SEED OVERTIME POLICE ED BRYNE MEMORIAL JAG POLICE ACJC DUI ABATEMENT FIRE GOHS RESCUE EQUIPMENT FIRE FY 07 HOMELAND SECURITY GRANT FIRE FY 08 HOMELAND SECURITY FIRE FY 07 ASSISTANCE TO FIREFIGHTERS FIRE FY 07 SAFER GRANT FIRE GLOBAL GRANT FIRE FY09 HOMELAND SECURITY FIRE FY09 ASSISTANCE TO FIREFIGHTERS FIRE FY09 SAFER GRANT FIRE FY 09 GOHS - EQUIPMENT COURT COURT WARRANT FEES COURT COURT INTERPRETER COURT TCPF/STATE JCEF - COURT TRAINING OFFICER COURT TCPF/LOCAL JCEF - COURT TRAINING OFFICER COURT TCPF MODIFY ATZEC COURT COURT IMPROVEMENT FEES COURT LOCAL JCEF - TRAINING COUNTY COURT COUNTY JCEF - INFORMATION SYSTEM TECH SUBTOTAL-GENERAL FUND Annual Financial Plan $ ESTIMATED REVENUES 2008-2009 BUDGETED REVENUES 2009-2010 CITY MATCH 2009-2010 BUDGETED GRANT REIMB % FUNDING 297,822 50,000 19,415 297,822 9,703 81,750 8,827 383,064 - - 100% 100% 100% 100% F/S F/S F S 56,808 - 58,974 56,809 2,128 7,096 35,684 48,924 - 1,026 18,846 29,200 20,760 26,400 - 100% 60% 100% 100% 100% 100% 100% 100% 100% 100% F F S S F L S S S S 96,877 5,000 48,049 20,055 20,055 37,302 50,137 32,408 10,000 40,000 120,000 160,000 113,850 36,724 28,410 2,784 96,877 144,228 5,000 93,503 192 4,875 14,373 35,979 40,000 2,500 64,456 - 13,441 55,000 2,128 8,808 13,500 80,000 7,750 175,000 110,460 9,883 145,000 72,500 311,417 171,446 20,018 33,530 140,000 200,000 96,000 25,000 65,745 - 9,487 24,170 50,000 24,000 - 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 50% 85% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 90% 100% 100% 80% 80% 100% 100% 100% S L S S S S S S S F/NP F F F F S F S F/S F F/S F/S F/NP F F/S S F F F F F S F F S L L 25,000 25,000 25,000 - 100% S 10,100 24,150 16,180 19,000 - 16,580 175,853 - - 100% 100% 100% 100% L L L L 34,100 1,336,262 32,350 1,205,014 33,160 2,486,515 100% L 64 107,657 City of Flagstaff Schedule 5: Grant Revenues BUDGETED REVENUES 2008-2009 PROJECT NAME 25,000 25,000 50,931 50,931 AUTOMOTIVE TRAINING CENTER FIRE STATIONS SUBTOTAL 170,000 170,000 - HURF HURF HURF FHWA-WB STEVES MALL INFRASTRUCTURE ATTPL- LAKE MARY IMPROVEMENTS SUBTOTAL 180,000 180,000 BEAUT BEAUT FUTS SIGNAGE FUTS/RIO NORTH-CRESCENT TO OBSR MESA TEA 21 - FUTS RIO TO SAN FRANCISCO (ROUND 9) TEA - 21 - US 89-RAILHEAD TO SNOWFLAKE HERITAGE GRANT - NEON CORRIDOR TEA 21 - RT 66 EAST - CC TO MALL TRAIL (ROUND 14) TEA 21 - BEAVER/SF SOUTHSIDE PLAN IMPLEMENTATION (ROUND 15) TEA 21 - WOODLANDS / BEULAH MEDIANS (ROUND 16) SUBTOTAL LIBRARY LIBRARY VARIOUS GRANTS SUBTOTAL CAPITAL CAPITAL BEAUT BEAUT BEAUT BEAUT BEAUT BEAUT HSG HSG HSG HSG HSG HSG HSG HSG HSG MPO MPO MPO MPO MPO UTIL UTIL UTIL UTIL UTIL UTIL 05/06 CDBG ENTITLEMENT 06/07 CDBG ENTITLEMENT 07/08 CDBG ENTITLEMENT 08/09 CDBG ENTITLEMENT 09/10 CDBG ENTITLEMENT FY 08 OWNER OCCUPED HOUSING EMERGENCY REPAIRS FY 08 OWNER OCCUPIED HOUSING REHAB FY 09 OWNER OCCUPED HOUSING EMERGENCY REPAIRS FY 09 OWNER OCCUPIED HOUSING REHAB SUBTOTAL FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION 2005 FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION 2007 FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION STP-CONSTR. 2007 FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION 2008 FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION 2009 SUBTOTAL FRANCIS SHORT POND PH. II FRANCIS SHORT POND PH. III AWPF-PICTURE CANYON RED GAP CITY HALL XERISCAPE INNER BASIN SOLAR RESTROOM SUBTOTAL Annual Financial Plan $ ESTIMATED REVENUES 2008-2009 250,000 250,000 BUDGETED REVENUES 2009-2010 CITY MATCH 2009-2010 BUDGETED GRANT REIMB % FUNDING 25,000 25,000 - 100% S 3,000,000 3,000,000 - 100% 100% F F 765,600 765,600 - 100% 100% 100% F/S F/S F/S - 20,000 - - 50% S - 84,097 - - 50% S - - - 100% S - 94% 94% F/S S - 94% S 500,000 100,000 500,000 - 500,000 - 455,880 - 345,000 500,000 - 500,000 703,000 41% S 703,000 94% S - 100% 100% 100% 100% 100% F F F F F 1,555,880 604,097 500,000 1,845,000 7,000 86,000 341,000 810,316 - 38,289 205,159 345,611 - 415,252 839,788 300,000 43,000 - - 100% F/S 300,000 70,030 - - 100% F/S 300,000 - 100% F/S 300,000 1,855,040 100% F/S - - - 1,844,316 702,089 42,092 42,092 - - 93% F/S 21,268 33,134 - - 93% F/S - 278,089 - - 93% F/S 254,044 224,044 29,706 - 93% F/S 317,404 577,359 266,820 296,526 - 93% F/S 29,543 275,960 194,000 300,000 50,000 849,503 27,672 27,672 2,475 29,543 302,553 334,571 - 100% 100% 100% 100% 100% 100% S S S F/S S S 65 City of Flagstaff Schedule 5: Grant Revenues BUDGETED REVENUES 2008-2009 PROJECT NAME AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT ENV LAND ACQUISITION (ADOT E6S44) LAND ACQUISITION (ADOT E1107) RUNWAY EXTENSION TERMINAL SECURITY - FAA TERMINAL SECURITY - ADOT BAG CLAIM EQUIPMENT - FAA NON REV. PARKING CONCEPT - FAA REHAB TAXIWAY WESTPLEX - FAA PAVEMENT MARKING INSTALL REHAB TAXIWAY RECONSTRUCT REHAB TAXIWAY WESTPLEX - ADOT SNOW REMOVAL AND SWEEPER EQUIPMENT - FAA SNOW REMOVAL AND SWEEPER EQUIPMENT - ADOT SUBTOTAL $ BROWNFIELD PETROLEUM ASSESSMENT (EPA) ENERGY EFFICIENCY/CONSERVATION SUBTOTAL ENV $ TOTAL Funding: ESTIMATED REVENUES 2008-2009 BUDGETED REVENUES 2009-2010 CITY MATCH 2009-2010 BUDGETED GRANT REIMB % FUNDING 1,012,500 1,012,500 1,118,625 28,218 174,082 3,935 4,884,573 128,541 40,725 245,474 1,050,693 140,724 3,935 - 338,850 5,230,245 - 4,525 55,300 7,407 4,946 37,650 275,276 - 90% 90% 95% 95% 2.5% 90% 90% 95% 90% 90% 2.5% S S F F S F F F F F S 500,000 536,045 456,791 11,542 95% F 13,158 8,876,132 2,017,596 6,025,886 396,646 2.50% S 146,600 146,600 59,217 59,217 587,100 587,100 75% 100% F/S F 15,301,097 5,493,975 17,221,238 1,207,303 L=Local, N/P=Non-Profit, S=State, F=Federal, F/S=Federal thru State, F&S=Federal and State Annual Financial Plan 66 City of Flagstaff Schedule 6: Appropriations by Fund CITY OF FLAGSTAFF SUMMARY BY DEPARTMENT OF EXPENDITURES/EXPENSES WITHIN EACH FUND COMPARISON OF FISCAL YEAR 2009 AND 2010 (WITH ACTUAL FOR FISCAL YEAR 2008) FUND/DEPARTMENT GENERAL FUND General Administration Community Development Management Services Fire Police Public Works Economic Vitality Community Enrichment Utilities Non-departmental Contingency Total General Fund ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2008-2009 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2008-2009 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2009-2010 CHANGE (BDGT-BDGT) % CHANGE 6,239,728 5,194,584 4,264,902 10,180,500 16,233,529 8,378,797 21,441 (734,256) (28,228) 49,750,997 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 6,363,109 5,605,848 4,353,231 9,681,493 17,062,489 9,686,272 26,125 (192,646) 500,000 53,085,921 7,278,584 4,462,098 3,242,905 10,251,298 16,815,469 6,523,505 477,559 3,214,735 203,209 1,875,000 54,344,362 408,707 (1,559,301) (1,367,080) (778,816) (1,118,980) (4,659,074) 477,559 3,214,735 (26,125) (4,371,500) 1,275,000 (8,504,875) 5.9% (25.9%) (29.7%) (7.1%) (6.2%) (41.7%) (100.0%) (95.6%) 212.5% (13.5%) 120,593 47,691 4,284,266 120,378 3,746 85,791 4,662,465 132,253 27,708 6,741,890 93,327 1,002 110,184 100,000 7,206,364 132,253 27,708 5,411,443 93,327 1,002 110,184 5,775,917 142,628 171,125 105,112 7,187,493 23,208 110,950 100,000 7,840,516 10,375 (27,708) (6,570,765) 11,785 7,187,493 23,208 (1,002) 766 634,152 7.8% (100.0%) (97.5%) 12.6% (100.0%) 0.7% 8.8% 238,262 934,490 259,130 15,689,059 3,620 270,626 17,395,187 193,821 791,706 187,242 24,642,182 1,723 260,572 100,000 26,177,246 193,821 791,706 187,242 18,352,127 1,723 260,572 19,787,191 168,593 752,512 247,240 19,165,672 24,774 139,124 100,000 20,597,915 (25,228) (39,194) 59,998 (5,476,510) 24,774 (1,723) (121,448) (5,579,331) (13.0%) (5.0%) 32.0% (22.2%) (100.0%) (46.6%) (21.3%) 2,070,983 3,585,167 5,656,150 2,076,108 3,721,110 5,797,218 2,001,526 3,661,102 5,662,628 72,840 197,948 27,959 6,222,361 6,521,108 72,840 (2,076,108) 197,948 27,959 2,501,251 723,890 (100.0%) 67.2% 12.5% 689,138 689,138 7,567,548 10,000 7,577,548 3,723,097 3,723,097 1,948,256 2,970,050 10,000 4,928,306 (5,619,292) 2,970,050 (2,649,242) (74.3%) (35.0%) 627,625 627,625 1,109,386 25,000 1,134,386 880,378 880,378 987,869 25,000 1,012,869 987,869 (1,109,386) (121,517) (100.0%) (10.7%) 1,876,452 1,876,452 2,021,685 100,000 2,121,685 2,202,334 2,202,334 1,630,262 50,000 1,680,262 (2,021,685) 1,630,262 (50,000) (441,423) (100.0%) (50.0%) (20.8%) ACTUAL EXPENDITURES/ EXPENSES 2007-2008 $ SPECIAL REVENUE FUNDS LIBRARY FUND General Administration Community Development Management Services Public Works Community Enrichment Economic Vitality Utilities Non-departmental Contingency HIGHWAY USER REVENUE FUND General Administration Community Development Management Services Public Works Economic Vitality Utilities Non-departmental Contingency TRANSPORTATION FUND General Administration Community Development Management Services Public Works Economic Vitality Non-departmental BEAUTIFICATION FUND Community Development Economic Vitality Reserve/Contingency ECONOMIC DEVELOPMENT FUND Economic Vitality Non-departmental Reserve/Contingency TOURISM FUND General Administration Economic Vitality Reserve/Contingency Annual Financial Plan 67 City of Flagstaff Schedule 6: Appropriations by Fund FUND/DEPARTMENT ARTS AND SCIENCE FUND General Administration Reserve/Contingency RECREATION-BBB FUND Public Works REAL ESTATE PROCEEDS FUND Non-departmental ACTUAL EXPENDITURES/ EXPENSES 2007-2008 $ 395,351 395,351 154 ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2008-2009 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2008-2009 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2009-2010 CHANGE (BDGT-BDGT) 734,852 10,000 744,852 385,296 385,296 736,797 10,000 746,797 1,945 1,945 - - 25,831 500,000 200,000 2,038,805 57,643 2,096,448 3,976,771 75,000 4,051,771 1,402,023 75,000 1,477,023 393,810 27,496 421,306 449,782 22,622 100,000 572,404 33,846,107 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 0.3% 0.3% - (500,000) (100.0%) 3,567,776 43,684 3,611,460 (408,995) (31,316) (440,311) (10.3%) (41.8%) (10.9%) 495,318 22,622 100,000 617,940 288,419 37,407 100,000 425,826 (161,363) 14,785 (146,578) (35.9%) 65.4% (25.6%) 55,883,474 40,711,804 47,365,059 (8,518,415) (15.2%) 3,271,258 3,320,142 3,017,646 3,470,772 150,630 4.5% 94,173 3,365,431 96,712 3,416,854 96,712 3,114,358 1,500,801 4,971,573 1,404,089 1,554,719 1,451.8% 45.5% 17,380,751 14,073,400 5,754,209 4,454,190 (9,619,210) (68.4%) 4,094,774 2,394,700 1,436,095 5,498,756 3,104,056 129.6% 13,111,887 34,587,412 11,157,312 27,625,412 9,606,707 16,797,011 1,759,656 11,712,602 (9,397,656) (15,912,810) (84.2%) (57.6%) 307,386 676,081 502,681 59,148 45,558,937 425,357 30,218 47,559,808 357,908 101,872 713,770 80,233 41,367,061 519,805 1,400,000 44,540,649 357,908 101,872 713,770 80,233 33,826,355 519,805 35,599,943 620,084 1,037,074 51,228 63,941 23,312,590 393,271 1,400,000 26,878,188 262,176 (101,872) 323,304 (29,005) 63,941 (18,054,471) (126,534) (17,662,461) 73.3% (100.0%) 45.3% (36.2%) (43.6%) (24.3%) (39.7%) 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 Economic Vitality Utilities Non-departmental Contingency Annual Financial Plan 68 City of Flagstaff Schedule 6: Appropriations by Fund FUND/DEPARTMENT AIRPORT FUND General Administration Community Development Management Services Public Works Economic Vitality Utilities Non-departmental Contingency ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2008-2009 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2008-2009 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2009-2010 41,380 20,586 110,960 12,079,634 642 79,327 (50) 12,332,479 39,188 9,923 85,308 11,316,310 373 88,839 11,539,941 39,188 9,923 85,308 3,867,749 373 88,839 4,091,380 66,443 57,198 117,860 7,793,788 89,443 8,124,732 27,255 (9,923) (28,110) (11,198,450) 7,793,788 (373) 604 (3,415,209) 69.5% (100.0%) (33.0%) (99.0%) (100.0%) 0.7% (29.6%) 186,315 118,426 264,823 12,651,550 182,200 301,520 16,877 13,721,711 204,079 54,687 286,160 14,556,997 175,853 303,680 500,000 16,081,456 204,079 54,687 286,160 11,260,143 175,853 303,680 12,284,602 337,504 479,591 11,724,305 52,346 316,973 500,000 13,410,719 133,425 (54,687) 193,431 (2,832,692) 52,346 (175,853) 13,293 (2,670,737) 65.4% (100.0%) 67.6% (19.5%) (100.0%) 4.4% (16.6%) 21,442 2,245,605 43,055 8,824 10,200 21,643 976 2,351,745 26,959 8,118,877 11,571 15,181 18,072 21,299 10,000 8,221,959 26,959 1,667,650 11,571 15,181 18,072 21,299 1,760,732 26,002 37,503 32,987 13,579 3,773 8,455,786 18,779 10,000 8,598,409 (957) (8,081,374) 21,416 (1,602) 3,773 8,437,714 (2,520) 376,450 (3.5%) (99.5%) 185.1% (10.6%) 46,689.4% (11.8%) 4.6% 75,965,743 80,384,005 53,736,657 57,012,048 (23,371,957) (29.1%) ACTUAL EXPENDITURES/ EXPENSES 2007-2008 $ ENVIRONMENTAL SERVICES FUND General Administration Community Development Management Services Public Works Economic Vitality Utilities Non-departmental Contingency STORMWATER UTILITY FUND General Administration Community Development Management Services Public Works Economic Vitality Utilities Non-departmental Contingency Total Enterprise Funds CHANGE (BDGT-BDGT) % CHANGE FIDUCIARY FUNDS VOLUNTEER FIREMEN'S PENSION Non-departmental Total Fiduciary Funds TOTAL ALL FUNDS Annual Financial Plan 223,843 223,843 $ 197,739,533 - - 230,158,982 69 167,445,751 - 175,405,644 - - 54,753,338 - (23.8%) City of Flagstaff Schedule 7: Appropriations by Department CITY OF FLAGSTAFF BUDGET BY DEPARTMENT AND DIVISIONS COMPARISON OF FISCAL YEAR 2009 AND 2010 (WITH ACTUAL FOR FISCAL YEAR 2008) ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2008-2009 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2008-2009 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2009-2010 913,187 398,339 2,684,288 1,507,451 500,938 235,525 1,458,157 418,295 8,116,180 1,070,403 324,531 2,910,942 1,721,028 581,885 261,088 1,597,580 424,105 8,891,562 969,909 301,666 2,681,574 1,616,055 590,653 203,252 1,771,387 430,947 8,565,443 897,880 406,198 2,462,933 1,463,618 493,646 197,381 1,356,928 7,278,584 (172,523) 81,667 (448,009) (257,410) (88,239) (63,707) (1,597,580) (424,105) 1,356,928 (1,612,978) (16.1%) 25.2% (15.4%) (15.0%) (15.2%) (24.4%) (100.0%) (100.0%) (18.1%) 262,237 3,392,091 (118,171) 545,630 2,038,805 1,112,797 667,848 1,503,912 3,706,504 1,949,646 180,667 226,606 281,865 395,351 393,810 16,539,598 282,136 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 32,589,529 301,888 2,675,535 (171,249) 1,936,925 1,402,023 862,749 680,373 263,117 647,242 3,711,520 1,951,108 174,635 2,256,090 1,292,372 385,296 495,318 18,864,942 288,275 2,279,073 (119,021) 1,698,879 314,892 3,567,776 1,948,256 288,419 10,266,549 6,139 (530,358) 54,802 (529,251) 314,892 (408,995) (875,525) (947,971) (306,760) (6,787,228) (3,846,110) (1,951,108) (175,077) (4,267,982) (1,176,233) (734,852) (161,363) (22,322,980) 2.2% (18.9%) (31.5%) (23.8%) (10.3%) (100.0%) (100.0%) (100.0%) (100.0%) (100.0%) (100.0%) (100.0%) (100.0%) (37.6%) (100.0%) (35.9%) (68.5%) 1,536,644 1,094,796 1,020,094 613,368 3,307,672 883,791 8,456,365 1,792,326 1,017,666 1,111,188 688,805 3,883,584 2,707,796 11,201,365 1,656,474 965,377 1,051,880 679,500 3,909,086 1,351,847 9,614,164 705,136 958,738 670,153 908,878 3,242,905 (1,792,326) (312,530) (152,450) (18,652) 908,878 (3,883,584) (2,707,796) (7,958,460) (100.0%) (30.7%) (13.7%) (2.7%) (100.0%) (100.0%) (71.0%) FIRE DEPARTMENT 10,180,500 11,030,114 9,681,493 10,251,298 (778,816) (7.1%) POLICE DEPARTMENT Police Police Grants TOTAL 15,398,953 834,576 16,233,529 17,139,939 794,510 17,934,449 16,136,937 925,552 17,062,489 15,083,670 1,731,799 16,815,469 (2,056,269) 937,289 (1,118,980) (12.0%) 118.0% (6.2%) DEPARTMENT/DIVISION GENERAL ADMINISTRATION City Manager City Clerk City Court Law Human Resources Risk Management Tourism - Gen. Admin. Visitor Services Information Technology TOTAL COMMUNITY DEVELOPMENT Community Development Admin. Planning & Development Services Capital Improvement Engineering Housing Community Redevelopment 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 MANAGEMENT SERVICES Information Systems Management Services Admin. Finance/Budget Sales Tax & Licensing Customer Service Library Library Grants TOTAL Annual Financial Plan ACTUAL EXPENDITURES/ EXPENSES 2007-2008 $ 70 CHANGE (BDGT-BDGT) % CHANGE City of Flagstaff Schedule 7: Appropriations by Department DEPARTMENT/DIVISION ACTUAL EXPENDITURES/ EXPENSES 2007-2008 PUBLIC WORKS Public Works Administration $ USGS Facilities Parks Fleet Services Cemetery Public Facilities Maintenance Recreation Street Maintenance & Repairs Street Const. & Reconstruction Transportation CIP Street & Highway User Rev Bonds Airport Debt Service - Airport Environmental Services Recreation-BBB TOTAL 281,600 981,414 2,819,575 58,185 292,510 1,674,585 2,270,928 4,613,598 3,585,461 5,511,394 1,813,965 11,303,861 647,534 12,397,705 154 48,252,469 ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2008-2009 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 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2008-2009 234,976 1,061,841 3,149,969 (3,795) 253,626 1,566,551 3,423,104 4,936,357 4,236,378 7,106,630 1,807,478 3,088,810 655,666 10,871,327 42,388,918 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2009-2010 CHANGE (BDGT-BDGT) 231,032 1,597,368 2,667,206 (857) 405,135 1,623,621 4,015,924 8,952,350 3,649,460 2,332,955 11,345,640 36,819,834 (29,613) 113,092 (659,977) 6,364 13,994 (552,085) (3,550,849) (1,667,259) 1,882,385 (6,166,812) 525,477 (10,537,371) (655,666) (2,822,541) (24,100,861) % CHANGE (11.4%) 7.6% (19.8%) (88.1%) 3.6% (25.4%) (100.0%) (29.3%) 26.6% (62.8%) 29.1% (100.0%) (100.0%) (19.9%) (39.6%) ECONOMIC VITALITY Community Investment Airport Debt Service - Airport Arts and Science Urban Design Streetscape Economic Development Tourism - Gen. Admin. Visitor Services TOTAL - - - 477,559 7,499,504 286,685 736,797 110,066 2,859,984 987,869 1,258,534 371,728 14,588,726 477,559 7,499,504 286,685 736,797 110,066 2,859,984 987,869 1,258,534 371,728 14,588,726 - COMMUNITY ENRICHMENT Library Library Grants Recreation TOTAL - - - 3,781,777 3,405,716 3,214,735 10,402,228 3,781,777 3,405,716 3,214,735 10,402,228 - 1,475,631 3,795,167 1,405,606 77,705 910,536 4,174,024 1,676,586 936,320 300,801 909,356 1,075,682 251,479 3,960,351 2,363,346 782,496 335,000 7,338,290 31,768,376 (26,251) (496,896) (995,696) (316,289) (109,385) (850,330) (5,680,267) (356,495) (357,900) (100,547) (215,975) (6,698,675) (2,721,324) 499,958 148,453 782,496 335,000 7,338,290 (9,821,833) 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 Stormwater Utility Stormwater Capital Drainage TOTAL Annual Financial Plan 1,294,869 3,439,993 966,106 1,694,720 66,668 1,938,693 4,121,774 1,708,011 1,052,901 322,559 955,896 23,083,646 1,373,977 2,573,410 1,187,563 45,780,786 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 71 1,529,794 3,956,330 948,791 1,486,807 247,212 951,887 4,606,314 1,690,124 1,016,541 364,129 975,993 7,166,649 2,481,148 3,451,012 3,176,772 34,049,503 City of Flagstaff (1.7%) (11.6%) (100.0%) (18.4%) (58.5%) (48.3%) (57.6%) (17.5%) (27.7%) (25.1%) (19.2%) (86.2%) (91.5%) 14.4% 6.7% (23.6%) Schedule 7: Appropriations by Department DEPARTMENT/DIVISION 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 Transportation 4th Street Debt Service Facility Improvement Debt TOTAL $ RESERVES/CONTINGENCIES GRAND TOTAL ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2008-2009 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2008-2009 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2009-2010 301,736.00 1,003,525 3,358,349 25,831 223,843 3,271,258 94,173 17,380,751 4,094,774 13,111,887 627,625 666,561 44,160,313 400,962 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 43,046,059 398,279 1,075,669 3,656,446 200,000 3,017,646 96,712 5,754,209 1,436,095 9,606,707 880,378 496,658 26,618,799 304,166 979,585 5,155,235 3,470,772 1,500,801 4,454,190 5,498,756 1,759,656 3,864,616 2,264,458 539,440 29,791,675 (96,796) (135,890) (3,192,992) (500,000) 150,630 1,404,089 (9,619,210) 3,104,056 (9,397,656) (1,109,386) 3,864,616 2,264,458 9,697 (13,254,384) 19,793 2,955,000 600,000 4,180,000 1,225,000 41.5% 197,739,533 230,158,982 167,445,751 175,405,644 (54,753,338) (23.8%) ACTUAL EXPENDITURES/ EXPENSES 2007-2008 $ CHANGE (BDGT-BDGT) % CHANGE 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 72 City of Flagstaff (24.1%) (12.2%) (38.2%) (100.0%) 4.5% 1,451.8% (68.4%) 129.6% (84.2%) (100.0%) 1.8% (30.8%) Schedule 8: Operating Capital CITY OF FLAGSTAFF SUMMARY OF OPERATING CAPITAL FISCAL YEAR 2009-2010 SECT # SECTION CARRYFWD 2008-2009 OPERATING CAPITAL 17 ENGINEERING 1/2 TON EXT CAB 4X4 PICKUP TRUCK 1/2 TON EXT CAB 4X4 PICKUP TRUCK 21 FIRE RESCUE VEHICLE AZ HOMELAND SECURITY EQUIPMENT GRANT ASSISTANCE TO FF GRANT GOVENERS OFFICE OF HIGHWAY SAFETY $ BUDGET 2009-2010 - 23,000 23,000 225,000 - 123,000 250,000 25,000 10,000 - 10,000 153,000 17,043 225,000 22 POLICE COPIER 6 - POLICE CRUISERS HIGH-VOLUME DIGITAL PHOTOCOPIER WITH COLLATOR, 23 POLICE DISPATCH REMODEL IN-CAR VIDEO PROGRAM LIVESCAN FINGERPRINT MACHINE COMMUNICATION EQUIPMENT - 175,000 29,200 13,441 110,460 26 PARKS 3/4 C&C 4X4 DIESEL PICKUP TRUCK W/UTIL SOIL RELIEVER ATTACHMENT REPLACEMENT TORO CORE PROCESSOR SOCCER GOALS REPLACEMENT STORAGE BINS REPLACEMENT FENCE REPLACEMENT SOF'FAL WOOD FIBER REPLACEMENT RESURFACE BASKETBALL COURTS - BUSHMASTER RESURFACE TENNIS COURTS - BUSHMASTER REPLACE WORK FABRIC & RAILING - BUSHMASTER SOD REPLACEMENT CHAINLINK FENCING - FOXGLEN - 47,500 35,000 25,000 11,275 10,000 15,000 17,600 27,000 28,000 32,400 15,750 6,900 29 FACILITIES NEW FACILITIES SET ASIDE FACILITIES MAINTENANCE SET ASIDE 340,000 500,000 340,000 30 RECREATION RECREATION IMPROVEMENTS - 15,000 32 STREET MAINT & REP 5- 10YD CINDER BOXES - 95,000 37 AIRPORT CAPITAL PROJECTS SNOW BLOWER - 468,333 38 AIRPORT SNOW BLOWER REPLACEMENT - 12,500 41 ENVIRONMENTAL SVCS AUTOCAR SIDE LOADER REPAIR RAPIDRAIL VS REPLACE AUTOCAR SIDE LOADER REPAIR RAPIDRAIL VS REPLACE ANNUAL SET ASIDE MACK TOPLOADER/REPLACEMENT SCALE - LOAD CELLS LANDFILL/BACKHOE GENERATOR DUMP TRUCK REFIT STORMWATER INFRASTRUCTURE STAKEBED TRUCK AUTOCAR SIDE LOADER REPAIR VS REPLACE VEHICLE AUTOCAR SIDE LOADER REPAIR VS REPLACE VEHICLE TOP LOADER SOUTH BOROUGH PIT 90,000 60,000 214,000 - 27,500 27,500 388,000 267,010 15,000 100,000 15,000 20,000 10,362 74,600 27,500 27,500 253,865 75,000 47 LAKE MARY WTR PLANT VECHICLE REPLACEMENT EQUIPMENT COMMUNICATION EQUIPMENT 29,463 4,042 59,560 29,463 4,042 59,560 51 WATER DISTRIBUTION IMPROV RADIO READ METERS - 200,000 54 WSWTR COLLECTION SEWER EQUIPMENT 56 RECLAIMED WATER CARBON FILTER 4,500 43,000 4,500 43,000 Annual Financial Plan 73 City of Flagstaff Schedule 8: Operating Capital SECT # 58 SECTION WW COLLECTION IMPROVEMENTS WATER REBATES - RECLAIMED TOTAL Annual Financial Plan CARRYFWD 2008-2009 OPERATING CAPITAL $ 74 BUDGET 2009-2010 - 110,000 1,079,565 4,658,804 City of Flagstaff Schedule 9: Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2009-2010 SECT # SECTION PROJECT CARRYFWD 2008-2009 BUDGET 2009-2010 24 CAPITAL PROJECTS FUND FIRE STATIONS AQUAPLEX FUTS/OPEN SPACE LAND ACQUISITION PUBLIC WORKS FACILITY USGS OFFICE/LAB BUILDING BUSINESS INCUBATOR AUTOMOTIVE TRAINING SCHOOL SCIENCE PARK SEWERMAIN 28 CEMETERY CEMETERY OFFICE ADDITION 33 STREET CONSTRUCTION RESERVE FOR IMPROVEMENTS MINOR TRANSPORTATION IMPROVEMENTS PRESIDIO ROUNDABOUT SIDEWALK REPLACEMENT PROGRAM STREET IMP PROGRAM OVERLAY PRG-LEASE FUNDED SUNNYSIDE PHASE V PONDEROSA PARKWAY 34 DRAINAGE RIO DE FLAG PROJECT RIO PARKING REPLACEMENT 35 4TH STREET OVERPASS FOURTH STREET CORRIDOR STUDY 37 AIRPORT CAPITAL PROJ PAVEMENT MARKING INSTALL REHAB TAXIWAY RECONSTRUCTION - 376,500 5,505,521 41 ENVIRONMENTAL SERVICES MRF RETROFIT FOR GLASS RECYCLING - 300,000 47 LAKE MARY WTR TRT PLANT INNER BASIN PIPELINE 40,000 40,000 51 BETTRMTS & IMP WATER DIST STONEHOUSE PUMPHOUSE LM ROAD UTILITY RELOCATE BENTON/ SAN FRANSICO ALLEY/ ELDEN WATERLINE BEAVER STREET WATER LINE RESERVE FOR IMPROVEMENTS 55,000 17,100 3,000 - 500,000 90,436 17,100 3,000 100,000 52 BTTRMTS & IMP WATER PROD TOWN WELL #5 FUTURE WATER ACQUISITIONS WATER PRODUCTION WELLS BD RAILROAD SPRINGS RESERVOIR CHLORINE DIOXIDE 77,632 1,127,362 828,030 500,000 36,000 77,632 1,822,362 1,738,030 500,000 36,000 57 WSTWTR TREATMENT IMP WILDCAT TREATMENT UPGRADES PICTURE CANYON RESERVE FOR IMPROVEMENTS 550,000 330,328 - 550,000 330,328 195,354 58 WSTWTR COLLECTION IMPRV XERISCAPE PROJECTS WESTSIDE INTERCEPTER IMPROVEMENTS BUSHMASTER RECLAIM LINE MALL RECYCLING BOOSTER 5,731 15,432 37,726 80,000 8,321 15,432 37,726 80,000 66 NON-DEPARTMENTAL REDEVELOPMENT 650,000 650,000 74 STREETSCAPE SPECIAL PROJ & UNPROGRAMMED HISTORIC FACADES NEON CORRIDOR ROUTE 66 EAST FUTS TRAIL REDEVELOPMENT OPPORTUNITY ROUTE 66 - SOUTH OF TRACKS SCREEN WOODLANDS/BEULAH MEDIANS SOUTHSIDE PLAN - BEAVER/SAN FRANCISCO ROUTE 66 NORTH SIDE STREETSCAPE FOURTH STREET CORRIDOR NORTH CHAMBER PLAZA 63,529 127,420 345,000 88,585 685,450 - 50,000 83,529 127,420 345,000 50,000 88,585 875,000 685,450 280,000 200,000 75,000 Annual Financial Plan 75 $ 2,264,371 9,500 2,122,106 - 2,295,284 9,500 2,122,106 27,300 1,954,000 44,756 3,000,000 500,000 140,000 140,000 - 40,000 100,000 35,000 15,000 2,215,494 3,670,000 776,856 2,100,000 6,138,290 750,000 6,138,290 1,200,000 109,430 109,430 City of Flagstaff Schedule 9: Capital Improvement Program SECTION FLAGSTAFF URBAN TRAIL PROJECT SPECIAL PROJECTS & UNPROGRAMMED FUTS SIGNING PROGRAM RIO NORTH - CRESCENT TO OBS MESA ROUTE 66 FUTS TRAIL HOSPITAL RIM FUTS TRAIL RIO NORTH FUTS TRAIL - BLUE WILLOW TO 180 COUNTRY CLUB FUTS TRAIL CEDAR FUTS TRAIL LINDA VISTA FUTS CONNECTOR SWITZER MESA FUTS TRAIL SWITZER CANYON FUTS TRAIL 92 TRANSPORTATION CIP MISCELLANEOUS SAFE TO SCHOOL PROJECT MISCELLANEOUS BIKE/PED COUNTRY CLUB DRIVE TRANSPORTATION PLANNING & PROGRAMMING HUNTINGTON DR IMPROVEMENT BEULAH BLVD EXTENSIONS DOWNTOWN RAIL CROSSING MODIFICATIONS RESERVE FOR IMPROVEMENTS LAKE MARY RD/FH 3 BRANNEN & GABEL PAVING WEST/SIXTH INTERSECTION INDUSTRIAL: FANNING TO EAGLE MOUNTAIN STEVES BLVD RAIL CROSSING LONE TREE RD OVERPASS STUDY TRAFFIC SIGNAL PROGRAM INDUSTRIAL - HUNTINGTON TO PURINA MALL RT 66 INFRASTRUCTURE 95 SPEC IMPRV DIST CAPITAL PROJ ASPEN PLACE AT SAWMILL 99 STORMWATER CAPITAL PROJ DRAINAGE SPOT IMPROVEMENT SECT # 75 Total Annual Financial Plan CARRYFWD 2008-2009 114,844 101,472 501,020 4,360 11,445 - BUDGET 2009-2010 50,000 350,000 424,272 598,179 60,000 4,360 11,445 240,000 10,000 100,000 100,000 2,180 2,496 139,960 85,055 15,852 526,551 855,720 115,504 80,000 - 100,000 100,000 2,180 100,000 2,496 497,200 139,960 125,000 85,055 80,681 526,551 855,720 124,317 215,000 297,500 222,800 175,000 1,759,656 1,759,656 40,000 335,000 21,553,137 50,019,114 $ 76 City of Flagstaff Schedule 10: Debt Service Requirements CITY OF FLAGSTAFF DEBT SERVICE REQUIREMENTS FISCAL YEAR 2009-2010 ORIGINAL ISSUE GENERAL FUND [20,30,80] Existing Debt: OTHER DEBT USGS-Series 12 Capital Lease - APSES Capital Lease - AquaPlex Cardio Equipment Proposed MFC Revenue Bonds - USGS Building Proposed Capital Lease - Fire Equipment $ STREETS FUND [36] Existing Debt: Jr. Lien Rev Bonds, Series '92 Proposed Capital Lease - Street Overlay 4TH STREET [87] 2003 MFC Revenue Bonds ECONOMIC DEVELOPMENT [78] Proposed MFC Revenue Bonds - Incubator SPECIAL ASSESSMENT DISTRICT [96] Existing Debt: Bow and Arrow Sawmill District WATER AND WASTEWATER FUND [59,60] Existing Debt: G.O. Bonds '97 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 2009 WIFA Revolving Debt - Water Feasibility Other debt - Lease Purchase - Co-Generators Proposed WIFA Revolving Loan - Future Water Rights AIRPORT FUND [39] Existing Debt: Other debt - Lease Purchase - Hangars Other debt - Loan - Hangars Annual Financial Plan $ PRINCIPAL INTEREST FISCAL CHARGES TOTAL REQUIREMENTS 4,700,000 3,800,000 100,000 10,500,000 359,540 19,459,540 2,695,000 2,345,942 84,351 5,125,293 335,000 395,010 31,512 30,848 792,370 125,614 75,983 3,768 420,000 11,934 637,299 3,240 1,665 3,240 8,145 463,854 472,658 35,280 423,240 42,782 1,437,814 5,580,000 4,500,000 10,080,000 4,865,000 4,865,000 1,520,000 530,000 2,050,000 280,135 280,135 1,220 1,600 2,820 1,801,355 531,600 2,332,955 25,000,000 25,000,000 18,930,000 18,930,000 1,400,000 1,400,000 860,200 860,200 4,258 4,258 2,264,458 2,264,458 60,000 60,000 200,000 200,000 3,240 3,240 263,240 263,240 4,000,000 4,000,000 GENERAL OBLIGATION BOND FUND [70,24] Existing Debt: G.O. Series 2001 Parks & Recreation G.O. Series 2006 Capital Projects Proposed G.O. Series Capital Projects Total Debt Service Requirements OUTSTANDING 07/01/2009 - 3,100,000 31,500,000 1,900,000 36,500,000 2,310,000 25,335,000 27,645,000 425,000 1,355,000 1,780,000 105,932 1,130,920 450,000 1,686,852 320 1,600 2,000 3,920 531,252 2,487,520 452,000 3,470,772 720,000 19,075,000 19,795,000 94,000 19,075,000 19,169,000 94,000 460,000 554,000 2,303 942,250 944,553 648 1,600 2,248 96,951 1,403,850 1,500,801 8,000,000 8,230,000 6,000,000 6,775,760 7,900,000 23,100,000 8,500,000 2,100,000 2,000,000 5,000,000 77,605,760 1,680,000 5,780,000 1,174,492 4,918,234 6,960,000 22,224,597 8,210,234 2,100,000 1,577,280 54,624,837 1,770,000 378,475 304,327 310,000 906,148 344,052 73,873 180,608 4,267,483 75,600 187,850 39,956 174,474 228,288 447,158 306,947 89,775 70,348 89,774 1,710,170 5,391 5,684 333,369 1,600 346,044 75,600 1,963,241 424,115 478,801 538,288 1,686,675 650,999 163,648 252,556 89,774 6,323,697 2,782,598 600,000 3,382,598 2,382,543 334,636 2,717,179 100,049 36,977 137,026 131,687 17,972 149,659 195,822,898 133,076,309 11,040,879 6,468,868 77 - 370,675 231,736 54,949 286,685 17,880,422 City of Flagstaff Annual Financial Plan 78 45,295 1,795,628 339,332 936,237 1,239,493 990,939 126,912 956,938 140,441 973,750 1,991,691 55,369,167 36,370 1,329,598 449,094 411,765 650,035 1,131,628 112,375 1,042,543 197,679 997,368 1,343,612 50,102,902 78,391 85,401 405,201 6,847 2,590 972,298 1,972,064 33,567 19,488 3,575,847 53,678,749 80,832,058 Transfers In Library HURF Beautification Tourism Visitor Center Recreation-BBB Real Estate Proceeds Community Redevelopment Utilities fund Airport Environmental Services Stormwater Total Transfers In Total Revenues & Transfers In City of Flagstaff Total Sources of Funds 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 9,014,800 5,534,381 2,706,080 1,065,901 270,361 1,012,160 8,610,567 5,623,144 2,758,307 968,825 731,953 668,153 24,888,804 18,915,121 4,914,271 2,399,436 27,153,309 16,180,864 4,615,971 2,243,051 $ Budget 2008-2009 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 2007-2008 77,365,102 53,648,159 78,391 85,401 433,948 6,847 2,590 1,128,807 1,126,000 1,965,272 33,567 19,488 4,880,311 650,000 1,740,517 48,767,848 961,188 174,321 464,221 1,251,339 925,189 117,688 40,000 1,000,000 339,997 9,152,800 5,351,746 2,500,000 946,151 258,863 840,000 14,740,121 4,914,271 2,399,436 23,716,943 Estimate 2008-2009 72,842,638 54,116,413 328,391 85,401 495,739 6,847 2,590 1,342,115 14,000 1,958,565 116,567 131,653 73,312 4,555,180 650,000 1,958,593 49,561,233 1,059,907 183,022 1,227,432 1,429,010 1,067,377 135,572 81,000 1,040,000 355,201 7,850,000 5,191,194 2,550,000 2,170,177 316,338 860,000 13,803,121 5,113,881 2,519,408 18,726,225 Budget 2009-2010 CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2010-2015 58,809,694 52,120,348 78,391 85,401 507,853 6,847 2,590 1,149,636 14,000 1,968,885 34,567 133,007 75,511 4,056,689 650,000 2,010,209 48,063,659 1,074,819 186,823 1,288,804 1,494,455 1,039,211 142,351 85,050 1,081,600 371,585 7,306,250 5,139,282 2,601,000 469,441 143,790 880,500 14,185,813 5,267,297 2,645,378 6,689,347 2010-2011 59,338,807 53,230,554 78,391 85,401 520,301 6,847 2,590 1,183,095 14,000 1,978,305 34,567 135,277 77,777 4,116,551 650,000 2,063,394 49,114,003 1,090,096 190,725 1,353,243 1,563,059 1,051,543 149,468 89,303 1,124,864 388,789 7,177,500 5,242,068 2,653,020 463,897 147,171 901,513 14,611,388 5,425,316 2,777,647 6,108,253 2011-2012 57,926,796 52,617,150 78,391 85,401 533,092 6,847 2,590 1,217,519 14,000 157,794 34,567 137,593 80,110 2,347,904 650,000 2,118,206 50,269,246 1,105,752 194,733 1,420,904 1,634,974 1,064,394 156,942 93,768 1,169,859 406,853 7,177,500 5,399,330 2,706,080 412,518 150,649 923,050 14,979,129 5,588,076 2,916,529 5,309,646 2012-2013 58,518,069 54,032,694 78,391 85,401 546,234 6,847 2,590 1,254,045 14,000 157,794 34,567 139,955 82,513 2,402,337 650,000 2,224,511 51,630,357 1,121,802 198,850 1,491,951 1,710,359 1,077,789 164,789 98,456 1,216,653 425,820 7,177,500 5,615,303 2,760,202 422,831 154,205 945,127 15,356,136 5,755,718 3,062,355 4,485,375 2013-2014 59,065,310 55,610,697 78,391 85,401 559,737 6,847 2,590 1,291,666 14,000 157,794 34,567 142,364 84,989 2,458,346 650,000 2,282,741 53,152,351 1,138,262 203,078 1,566,549 1,789,386 1,091,752 173,029 103,379 1,265,319 445,735 7,392,825 5,789,377 2,815,406 433,402 157,848 967,755 15,742,645 5,928,390 3,215,473 3,454,613 2014-2015 Schedule 11: Five-year Plans Annual Financial Plan 1,613,028 30,000 2,181,423 108,000 35,000 375,400 1,640,000 1,242,012 140,000 7,364,863 (3,436,366) 57,115,115 23,716,943 Transfers Out Library MPO Hurf Transit 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 Total Uses of Funds Ending Fund Balance 666,561 465,639 1,132,200 47,270,762 6,215,326 4,156,042 5,177,383 9,972,550 15,666,926 7,016,605 4,005,689 (28,973) (6,042,986) 46,138,562 615,964 535,319 1,328,207 2,479,490 $ $ Capital/CIP Fleet Information Technology Capital Improvement Projects Operating Capital Total Capital/CIP 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 2007-2008 79 8,730,066 75,532,216 322,000 75,000 20,000 25,000 375,400 700,000 690,000 6,787,228 91,950 12,682,979 (16,158,738) 1,758,653 30,000 1,807,748 518,100 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 18,726,225 58,638,877 322,000 75,000 20,000 25,000 375,400 403,000 946,034 5,552,956 (4,990,718) 1,548,774 30,000 1,807,748 525,580 589,434 1,054,098 2,169,112 528,958 462,774 991,732 50,916,809 6,363,109 4,353,231 5,566,476 9,467,493 16,690,762 8,666,732 4,110,847 500,000 (5,793,573) 49,925,077 Estimate 2008-2009 6,689,347 66,153,291 120,000 449,000 229,074 313,000 7,338,290 11,808,929 (12,036,878) 1,260,910 24,300 2,074,355 246,500 1,543,648 790,000 2,057,069 4,637,217 550,720 463,854 1,014,574 49,707,145 5,921,656 4,599,833 4,893,657 9,628,298 16,307,325 8,496,681 3,745,338 1,875,000 (6,775,217) 48,692,571 Budget 2009-2010 CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2010-2015 6,108,253 52,701,441 370,000 229,074 329,000 4,262,414 (581,093) 1,339,585 24,300 1,970,455 690,563 770,000 1,465,000 2,925,563 539,440 460,371 999,811 45,513,464 5,680,868 4,562,321 4,879,371 8,650,337 15,920,046 8,507,312 2,838,615 250,000 (6,775,217) 44,513,653 2010-2011 5,309,646 54,029,161 330,000 229,074 158,000 4,094,963 (798,607) 1,373,714 24,300 1,979,875 707,827 782,300 1,465,000 2,955,127 539,440 459,446 998,886 46,979,071 5,957,007 4,685,744 5,016,453 8,887,963 16,353,108 8,744,398 2,860,729 250,000 (6,775,217) 45,980,185 2011-2012 4,485,375 53,441,421 258,000 229,074 140,000 2,220,103 (824,271) 1,408,729 24,300 160,000 725,523 794,969 1,465,000 2,985,492 539,440 462,656 1,002,096 48,235,826 5,993,639 4,812,509 5,157,377 9,130,469 16,797,961 8,983,580 2,883,412 250,000 (6,775,217) 47,233,730 2012-2013 3,454,613 55,063,456 258,000 229,074 154,000 2,270,029 (1,030,762) 1,444,655 24,300 160,000 743,661 808,018 1,465,000 3,016,679 539,440 462,656 1,002,096 49,776,748 6,281,333 4,942,709 5,302,251 9,379,596 17,254,926 9,232,373 2,906,681 250,000 (6,775,217) 48,774,652 2013-2014 2,497,713 56,567,598 266,000 229,074 276,000 2,412,588 (956,901) 160,000 1,481,514 762,253 821,459 1,465,000 3,048,712 539,440 459,850 999,290 51,106,298 6,323,659 5,076,435 5,451,187 9,635,526 17,724,333 9,490,535 2,930,550 250,000 (6,775,217) 50,107,008 2014-2015 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 80 Ending Fund Balance $ 626,643 4,740,856 78,391 Transfer Out General Fund Total Uses of Funds 71,569 71,569 - 4,590,896 718,596 718,596 Library Capital Total Capital Reserves/Contingency Total Operating Expenditures County Wide Projects & Growth Subtotal County Wide Proj & Growth Departments Library Library Grants Indirect Costs Subtotal Departments 3,236,103 165,195 471,002 3,872,300 5,367,499 Total Sources of Funds Uses of Funds 1,613,028 1,613,028 Transfers In General Fund Total Transfers In 670,021 216,195 2,764,918 63,021 40,316 3,084,450 $ Revenues State Grants Library District Taxes Interest Revenue Miscellaneous Total Revenues Beginning Fund Balance Sources of Funds Actual 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 626,643 5,854,308 78,391 - - 5,775,917 1,300,916 1,300,916 3,909,086 50,931 514,984 4,475,001 6,480,951 1,548,774 1,548,774 50,931 4,175,603 50,000 29,000 4,305,534 626,643 Estimate 2008-2009 264,265 8,168,907 328,391 - 100,000 7,740,516 3,380,716 3,380,716 3,781,777 25,000 553,023 4,359,800 8,433,172 1,260,910 1,260,910 25,000 6,449,810 50,000 20,809 6,545,619 626,643 Budget 2009-2010 CITY OF FLAGSTAFF LIBRARY FUND FIVE YEAR PLAN 2010-2015 436,589 6,004,323 78,391 25,000 25,000 - 5,900,932 1,368,060 1,368,060 3,866,023 100,000 566,849 4,532,872 6,440,911 1,537,745 1,537,745 100,000 4,467,843 50,250 20,809 4,638,902 264,265 2010-2011 557,838 6,123,190 78,391 25,000 25,000 - 6,019,799 1,375,719 1,375,719 3,963,060 100,000 581,020 4,644,080 6,681,028 1,576,183 1,576,183 100,000 4,496,946 50,501 20,809 4,668,256 436,589 2011-2012 626,856 6,245,202 78,391 25,000 25,000 - 6,141,811 1,383,671 1,383,671 4,062,593 100,000 595,546 4,758,139 6,872,058 1,615,606 1,615,606 100,000 4,527,051 50,754 20,809 4,698,614 557,838 2012-2013 642,464 6,370,442 78,391 25,000 25,000 - 6,267,051 1,391,929 1,391,929 4,164,687 100,000 610,435 4,875,122 7,012,906 1,656,036 1,656,036 100,000 4,558,197 51,008 20,809 4,730,014 626,856 2013-2014 603,460 6,499,001 78,391 25,000 25,000 - 6,395,610 1,400,506 1,400,506 4,269,408 100,000 625,696 4,995,104 7,102,460 1,697,501 1,697,501 100,000 4,590,425 51,263 20,809 4,762,496 642,464 2014-2015 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 81 City of Flagstaff Ending Fund Balance Total Uses of Funds Transfers Out Beautification General Fund Total Transfers Out Debt Service Debt Service Total Debt Service Departments Operating Expenditures Indirect Cost Capital Expenditures Reserves/Contingencies Total Expenditures Uses of Funds Total Sources of Funds Transfers In General Fund Stormwater Capital Projects Transportation Tax Total Transfers in Highway User Revenues LTAF Interest Revenues Other Financing Sources Miscellaneous Revenues Total Revenues Revenues Intergovernmental Revenues Beginning Fund Balance Sources of Funds $ $ 5,645,340 17,480,588 85,401 85,401 1,813,965 1,813,965 3,637,886 1,870,769 10,072,567 15,581,222 23,125,928 2,181,423 129,797 3,580,899 5,892,119 7,422,359 284,747 190,900 2,173,910 10,321,916 250,000 6,911,893 Actual 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 8,083,215 300,246 95,000 4,792,636 13,451,097 180,000 3,785,483 Budget 2008-2009 1,808,943 20,164,294 291,702 85,401 377,103 1,807,478 1,807,478 4,187,633 1,700,348 12,091,732 17,979,713 21,973,237 1,807,748 268,081 370,650 6,786,630 9,233,109 6,531,676 300,246 12,866 7,094,788 250,000 5,645,340 Estimate 2008-2009 409,062 21,183,316 500,000 85,401 585,401 2,332,955 2,332,955 3,920,924 1,547,226 12,696,810 100,000 18,264,960 21,592,378 2,074,355 289,668 200,000 3,578,930 6,142,953 6,662,309 300,246 36,000 4,500,000 1,376,327 13,640,482 765,600 1,808,943 Budget 2009-2010 CITY OF FLAGSTAFF HIGHWAY USER FUND FIVE YEAR PLAN 2010-2015 582,125 13,239,609 85,401 85,401 2,342,055 2,342,055 3,953,506 1,485,907 5,372,740 10,812,153 13,821,734 1,970,455 296,910 2,676,000 4,943,365 6,795,556 300,246 8,000 1,365,505 8,469,307 - 409,062 2010-2011 1,412,280 13,492,070 85,401 85,401 2,351,475 2,351,475 4,045,539 1,523,055 5,486,600 11,055,194 14,904,350 1,979,875 304,332 3,278,800 5,563,007 6,931,467 300,246 12,000 1,515,505 8,759,218 - 582,125 2011-2012 1,635,925 13,095,643 85,401 85,401 531,600 531,600 4,140,011 1,561,131 6,777,500 12,478,642 14,731,568 160,000 311,941 4,083,500 4,555,441 7,070,096 300,246 28,000 1,365,505 8,763,847 - 1,412,280 2012-2013 956,762 11,827,496 85,401 85,401 531,600 531,600 4,236,986 1,600,159 5,373,350 11,210,495 12,784,258 160,000 319,739 3,123,850 3,603,589 7,211,498 300,246 33,000 7,544,744 - 1,635,925 2013-2014 377,632 13,170,060 85,401 85,401 531,600 531,600 4,336,531 1,640,163 6,576,365 12,553,059 13,547,692 160,000 327,733 4,320,065 4,807,784 7,463,900 300,246 19,000 7,783,146 - 956,762 2014-2015 Schedule 11: Five-year Plans Annual Financial Plan 82 3,580,899 139,000 375,000 4,094,899 1,949,646 9,751,049 663,750 Transfers Out Highway User Revenue Fund Capital Projects (Aquaplex) Beautification Fund Total Transfers Out Total Debt Service Total Use of Funds Ending Fund Balance 3,014,562 16,363,490 1,951,108 10,016,272 550,000 10,566,272 125,000 3,846,110 121,337 3,706,504 19,378,051 - 13,295,319 162,000 5,000,000 18,457,319 920,732 3,721,110 10,414,799 - 9,623,142 304,265 1,524 9,928,931 485,868 3,585,167 $ $ Budget 2008-2009 Departments Operating Indirect Costs Transit Capital Expenditures 4th Street Overpass Total Expenditures Uses of Funds Total Sources of Funds Transfers In General Fund Total Transfers In Revenues Sales Tax Interest Revenues Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2007-2008 (1,508,608) 12,999,258 1,951,108 6,786,630 550,000 7,336,630 50,418 3,711,520 3,661,102 11,490,649 - 10,021,900 159,000 646,000 10,826,900 663,749 Estimate 2008-2009 (2,143,401) 10,575,038 2,264,458 3,578,930 475,000 4,053,930 109,430 4,256,650 392,034 3,755,186 8,431,637 120,000 120,000 9,721,245 99,000 9,820,245 (1,508,608) Budget 2009-2010 3,178,567 9,488,278 2,259,700 2,676,000 490,000 3,166,000 4,062,578 231,835 3,830,743 12,666,844 - 9,721,245 89,000 5,000,000 14,810,245 (2,143,401) 2010-2011 CITY OF FLAGSTAFF TRANSPORTATION FUND FIVE YEAR PLAN 2010-2015 2,989,780 10,207,455 2,260,513 3,278,800 504,000 3,782,800 4,164,142 237,631 3,926,511 13,197,235 - 9,915,668 103,000 10,018,668 3,178,567 2011-2012 2,080,503 11,132,259 2,260,513 4,083,500 520,000 4,603,500 4,268,246 243,571 4,024,674 13,212,762 - 10,113,982 109,000 10,222,982 2,989,780 2012-2013 2,204,849 10,291,915 2,258,113 3,123,850 535,000 3,658,850 4,374,952 249,661 4,125,291 12,496,764 - 10,316,261 100,000 10,416,261 2,080,503 2013-2014 1,301,343 11,612,704 2,258,313 550,000 4,870,065 4,320,065 4,484,326 255,902 4,228,423 12,914,047 - 10,593,198 116,000 10,709,198 2,204,849 2014-2015 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 83 4,574,913 1,094,339 Total Uses of Funds Ending Fund Balance 405,201 405,201 Transfers Out General Fund Total Transfers Out 5,669,252 110,000 485,000 375,000 1,021,285 9,020 114,566 10,000 1,154,871 4,029,381 180,667 508,471 689,138 $ $ Departments General Operating CIP Reserves/Contingencies Total Expenditures Uses of Funds Total Sources of Funds Transfers In Transportation Tax-STS Highway User Revenue Arts and Science Recreation-BBB Fund Total Transfers In Revenues BBB Tax Revenue Intergovernmental Revenue Interest Earnings Miscellaneous Total Revenues Beginning Fund Balance Sources of Funds Actual 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 5,424,046 1,760,990 3,127,179 495,739 495,739 110,066 4,808,241 10,000 4,928,307 7,185,035 475,000 500,000 110,000 1,085,000 1,044,629 1,845,000 83,227 2,972,856 3,127,179 Budget 2009-2010 4,157,045 433,948 433,948 174,635 3,548,462 3,723,097 7,284,224 550,000 291,702 36,000 110,000 987,702 1,034,286 604,097 83,226 1,721,609 4,574,913 Estimate 2008-2009 445,032 3,225,593 507,853 507,853 112,818 2,604,922 2,717,740 3,670,625 490,000 110,000 600,000 1,065,522 181,570 62,544 1,309,636 1,760,990 2010-2011 CITY OF FLAGSTAFF BEAUTIFICATION FUND FIVE YEAR PLAN 2010-2015 655,801 3,075,939 520,301 520,301 115,638 2,440,000 2,555,638 3,731,740 504,000 110,000 614,000 1,097,488 1,540,000 35,220 2,672,708 445,032 2011-2012 1,782,726 (871,117) 253,493 496,234 496,234 121,492 1,165,000 1,286,492 911,609 535,000 110,000 645,000 13,116 13,116 253,493 2013-2014 2,171,621 483,092 483,092 118,529 1,570,000 1,688,529 2,425,114 520,000 110,000 630,000 1,130,412 8,901 1,139,313 655,801 2012-2013 (1,490,313) 1,284,266 509,737 509,737 124,530 650,000 774,530 (206,047) 550,000 110,000 660,000 5,070 5,070 (871,117) 2014-2015 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 84 647,626 311,979 Total Uses of Funds Ending Fund Balance $ 20,000 20,000 Transfer out Tourism Fund Total Transfers Out 182,277 1,134,386 - 263,240 263,240 27,500 25,000 871,146 627,626 - 177,415 88,000 50,000 4,400 70,000 167,000 16,831 220,000 25,000 - Debt Service Debt Service Total Debt Service Departments Administration Job Site Marketing/Partnerships Flagstaff 40 Science Fund NACOG NAU Business Ret & Work Force Develop Airport Consultant Incubator SEDI GFEC Business Attraction Capital Expenditures Reserve/Contingencies Total Expenditures 1,316,663 322,000 322,000 523,909 7,000 530,909 463,754 Budget 2008-2009 185,818 99,561 50,000 5,000 33,204 180,000 74,043 959,604 Total Sources of Funds Uses of Funds 108,000 108,000 Transfer In General Fund Total Transfer In 353,230 485,111 13,264 498,375 $ Revenue BBB Tax Revenue Incubator Lease Interest Income/Misc Rev. Total Revenues Beginning Fund Balance Sources of Funds Actual 2007-2008 48,647 880,378 - - 880,378 155,084 89,333 50,000 4,400 70,000 156,000 16,831 313,730 25,000 - 929,025 58,760 58,760 491,286 60,000 7,000 558,286 311,979 Estimate 2008-2009 77,777 1,012,869 - 263,240 263,240 62,622 50,000 4,400 70,000 91,942 311,800 20,000 113,865 25,000 749,629 1,090,646 449,000 449,000 496,199 91,800 5,000 592,999 48,647 Budget 2009-2010 83,494 968,042 - 263,240 263,240 64,308 50,000 4,400 70,000 86,833 294,050 20,000 115,210 704,802 1,051,536 370,000 370,000 506,123 93,636 4,000 603,759 77,777 2010-2011 CITY OF FLAGSTAFF ECONOMIC DEVELOPMENT FUND FIVE YEAR PLAN 2010-2015 60,682 972,627 - 263,240 263,240 66,040 50,000 4,400 70,000 86,833 295,531 20,000 116,583 709,387 1,033,309 330,000 330,000 521,307 95,509 3,000 619,816 83,494 2011-2012 27,732 927,316 - 263,240 263,240 67,818 4,400 70,000 86,833 297,042 20,000 117,982 664,076 955,047 258,000 258,000 536,946 97,419 2,000 636,365 60,682 2012-2013 ( 546,512) 932,111 - 263,240 263,240 69,645 4,400 70,000 86,833 298,582 20,000 119,410 668,871 385,599 258,000 258,000 99,367 500 99,867 27,732 2013-2014 ( 1,115,671) 937,014 - 263,240 263,240 71,521 4,400 70,000 86,833 300,154 20,000 120,866 673,774 ( 178,657) 266,000 266,000 101,355 500 101,855 ( 546,512) 2014-2015 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 85 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 298,839 1,885,889 9,437 9,437 1,845,064 31,388 1,876,452 2,184,728 20,000 20,000 Transfers In Economic Development Self Insurance Trust Fund General Fund Total Transfers In 526,801 1,531,928 13,583 16,776 71,100 4,540 1,637,927 $ $ BBB Tax Revenues Building Rental Revenue Interest on Investments Visitor Center Retail Sales Miscellaneous Revenues Total Revenues Revenues Begining Fund Balance Sources of Funds Actual 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 14,356 20,500 75,000 113,500 1,877,805 361,134 Budget 2008-2009 50,334 2,211,771 9,437 9,437 2,162,299 40,035 2,202,334 2,262,105 250,000 75,000 325,000 1,551,430 10,854 7,436 65,047 3,500 1,638,267 298,839 Estimate 2008-2009 8,068 1,689,699 9,437 9,437 1,630,262 50,000 1,680,262 1,697,767 - 1,566,944 10,854 1,000 65,047 3,588 1,647,433 50,334 Budget 2009-2010 10,461 1,678,992 9,437 9,437 1,669,555 1,669,555 1,689,453 - 1,598,283 11,125 68,299 3,678 1,681,385 8,068 2010-2011 CITY OF FLAGSTAFF TOURISM FUND FIVE YEAR PLAN 2010-2015 24,330 1,719,249 9,437 9,437 1,709,812 1,709,812 1,743,579 - 1,646,231 11,403 71,714 3,770 1,733,118 10,461 2011-2012 50,307 1,760,493 9,437 9,437 1,751,056 1,751,056 1,810,800 - 1,695,618 11,688 75,300 3,864 1,786,470 24,330 2012-2013 (1,656,436) 1,802,750 9,437 9,437 1,793,313 1,793,313 146,314 - 11,981 1,000 79,065 3,961 96,006 50,307 2013-2014 (3,403,125) 1,846,047 9,437 9,437 1,836,610 1,836,610 (1,557,078) - 12,280 83,018 4,060 99,358 (1,656,436) 2014-2015 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 86 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 $ 394,963 395,351 - 1,419 23,933 70,000 299,999 395,351 790,314 35,000 35,000 Transfers In General Fund Total Transfers In 361,109 382,982 11,223 394,205 $ Revenues BBB Tax Revenues Interest Income Total Revenues Beginning Fund Balance Sources of Funds Actual 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 384,912 421,296 36,000 36,000 654 6,142 73,500 305,000 385,296 806,208 20,000 20,000 387,857 3,388 391,245 394,963 Estimate 2008-2009 39,474 746,797 - 600 273,984 69,825 289,750 102,638 10,000 746,797 786,271 - 391,736 9,623 401,359 384,912 Budget 2009-2010 46,351 393,681 - 615 30,000 73,316 289,750 393,681 440,032 - 399,571 987 400,558 39,474 2010-2011 CITY OF FLAGSTAFF ARTS AND SCIENCE FUND FIVE YEAR PLAN 2010-2015 SUMMARY 58,808 400,260 - 630 30,000 76,982 292,648 400,260 459,067 - 411,558 1,159 412,717 46,351 2011-2012 77,131 407,051 - 646 30,000 80,831 295,574 407,051 484,183 - 423,905 1,470 425,375 58,808 2012-2013 ( 335,005) 414,065 - 662 30,000 84,873 298,530 414,065 79,060 - 1,928 1,928 77,131 2013-2014 ( 762,569) 419,188 - 679 30,000 86,995 301,515 419,188 ( 343,380) - ( 8,375) ( 8,375) ( 335,005) 2014-2015 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 87 1,871,741 (545,670) Total Uses of Funds Ending Fund Balance $ 972,298 789,289 110,000 1,871,587 154 154 1,326,071 Transfers Out General Fund GO Bond Fund Beautification Total Transfers Out Departments Capital Expenditures Total Expenditures Uses of Funds Total Sources of Funds 789,289 789,289 Transfers In Secondary Prop Tax Fund Total Transfers In (1,149,418) 1,685,121 19 1,060 1,686,200 $ Revenues Intergovernmental Revenue BBB Tax Revenue Interest on Investments Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 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 ( 77,904) 1,238,807 1,128,807 110,000 1,238,807 - 1,160,903 - 1,706,573 1,706,573 (545,670) Estimate 2008-2009 193,619 1,452,115 1,342,115 110,000 1,452,115 - 1,645,734 - 1,723,638 1,723,638 (77,904) Budget 2009-2010 693,993 1,259,636 1,149,636 110,000 1,259,636 - 1,953,630 - 1,758,111 1,900 1,760,011 193,619 2010-2011 CITY OF FLAGSTAFF BBB-RECREATION FUND FIVE YEAR PLAN 2010-2015 1,218,653 1,293,095 1,183,095 110,000 1,293,095 - 2,511,748 - 1,810,855 6,900 1,817,755 693,993 2011-2012 1,768,514 1,327,519 1,217,519 110,000 1,327,519 - 3,096,033 - 1,865,180 12,200 1,877,380 1,218,653 2012-2013 422,169 1,364,045 1,254,045 110,000 1,364,045 - 1,786,214 - 17,700 17,700 1,768,514 2013-2014 ( 975,297) 1,401,666 1,291,666 110,000 1,401,666 - 426,369 - 4,200 4,200 422,169 2014-2015 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 88 $ 592,680 25,831 Total Uses of Funds Ending Fund Balance - 18,304 7,527 25,831 Transfers Out General Fund Total Transfers Out Departments Operating Expenditrues Capital Expenditures Total Expenditures Uses of Funds 618,511 Transfers In Self Insurance Trust General Fund Total Transfers In Total Sources of Funds 582,474 36,037 36,037 $ Revenues Interest on Investments Total Revenues Beginning Fund Balance Sources of Funds Actual 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 435,030 1,326,000 1,126,000 1,126,000 200,000 200,000 1,126,000 25,000 1,151,000 1,761,030 17,350 17,350 592,680 Estimate 2008-2009 449,380 - - - 449,380 14,350 14,350 435,030 Budget 2009-2010 463,730 - - - 463,730 14,350 14,350 449,380 2010-2011 CITY OF FLAGSTAFF REAL ESTATE PROCEEDS FUND FIVE YEAR PLAN 2010-2015 479,080 - - - 479,080 15,350 15,350 463,730 2011-2012 494,430 - - - 494,430 15,350 15,350 479,080 2012-2013 509,780 - - - 509,780 15,350 15,350 494,430 2013-2014 525,130 - - - 525,130 15,350 15,350 509,780 2014-2015 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 89 Ending Fund Balance Total Uses of Funds Transfers Out General Fund Total Transfers Out Departments Operating Expenditures 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 $ $ 1,972,374 2,096,447 - 2,096,447 2,096,447 4,068,821 375,400 375,400 1,088,386 62,434 230,779 1,381,599 2,311,822 Actual 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 1,663,992 1,477,023 - 1,477,023 1,477,023 3,141,015 375,400 375,400 702,089 30,000 61,152 793,241 1,972,374 Estimate 2008-2009 122,646 3,625,460 14,000 14,000 3,611,460 3,611,460 3,748,106 229,074 229,074 1,855,040 1,855,040 1,663,992 Budget 2009-2010 108,646 1,484,264 14,000 14,000 1,470,264 1,470,264 1,592,910 229,074 229,074 1,241,190 1,241,190 122,646 2010-2011 CITY OF FLAGSTAFF HOUSING AND COMMUNITY SERVICES FUND FIVE YEAR PLAN 2010-2015 94,646 1,452,205 14,000 14,000 1,438,205 1,438,205 1,546,851 229,074 229,074 1,209,131 1,209,131 108,646 2011-2012 80,646 1,421,748 14,000 14,000 1,407,748 1,407,748 1,502,394 229,074 229,074 1,178,674 1,178,674 94,646 2012-2013 66,646 1,392,814 14,000 14,000 1,378,814 1,378,814 1,459,461 229,074 229,074 1,149,740 1,149,740 80,646 2013-2014 52,646 1,365,327 14,000 14,000 1,351,327 1,351,327 1,417,974 229,074 229,074 1,122,253 1,122,253 66,646 2014-2015 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 90 5,580 Ending Fund Balance - 393,810 27,496 421,306 426,886 30,000 30,000 391,306 5,000 396,306 580 421,306 $ $ 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 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 - 617,940 100,000 495,318 22,622 517,940 617,940 30,000 30,000 577,359 5,000 582,359 5,581 Estimate 2008-2009 - 425,826 100,000 288,419 37,407 325,826 425,826 24,300 24,300 296,526 105,000 401,526 - Budget 2009-2010 - 423,106 100,000 303,026 20,080 323,106 423,106 24,300 24,300 293,806 105,000 398,806 - 2010-2011 CITY OF FLAGSTAFF METRO PLANNING ORGANIZATION FUND FIVE YEAR PLAN 2010-2015 - 407,485 100,000 287,405 20,080 307,485 407,485 24,300 24,300 278,185 105,000 383,185 - 2011-2012 - 394,442 100,000 274,362 20,080 294,442 394,442 24,300 24,300 265,142 105,000 370,142 - 2012-2013 - 394,442 100,000 274,362 20,080 294,442 394,442 24,300 24,300 265,142 105,000 370,142 - 2013-2014 - 394,442 100,000 276,587 17,855 294,442 394,442 24,300 24,300 265,142 105,000 370,142 - 2014-2015 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 91 $ 348,355 3,271,258 Total Uses of Funds Ending Fund Balance 3,271,258 3,271,258 Debt Service Debt Service Total Debt Service Uses of Funds 3,619,613 Total Sources of Funds 348,355 789,289 2,481,969 3,271,258 $ Transfers In BBB- Recreation Secondary Property Tax Fund Total Transfers In Beginning Fund Balance Sources of Funds Actual 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 3,017,646 3,017,646 3,017,646 3,366,001 3,017,646 3,017,646 348,355 Actual 2008-2009 348,355 3,470,772 3,470,772 3,470,772 3,819,127 3,470,772 3,470,772 348,355 Budget 2009-2010 348,355 3,361,833 3,361,833 3,361,833 3,710,188 3,361,833 3,361,833 348,355 2010-2011 CITY OF FLAGSTAFF GENERAL OBLIGATION BOND FUND FIVE YEAR PLAN 2010-2015 348,355 6,686,871 6,686,871 6,686,871 7,035,226 6,686,871 6,686,871 348,355 2011-2012 348,355 7,069,671 7,069,671 7,069,671 7,418,026 7,069,671 7,069,671 348,355 2012-2013 348,355 7,109,671 7,109,671 7,109,671 7,458,026 7,109,671 7,109,671 348,355 2013-2014 348,355 7,876,177 7,876,177 7,876,177 8,224,531 526,308 7,349,869 7,876,177 348,355 2014-2015 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 92 $ 2,084,225 5,308,395 Total Uses of Funds Ending Fund Balance 2,481,969 789,289 223,172 1,813,965 5,308,395 Transfers Out G. O. Bond Fund Recreation - BBB Airport Utilities Total Transfers Out Uses of Funds 7,392,620 Total Sources of Funds 1,088,299 6,218,614 85,707 6,304,321 $ Revenues Secondary Property Taxes Interest Revenue Total Revenues Beginning Fund Balance Sources of Funds Actual 2007-2008 2,054,196 7,464,627 3,320,142 337,007 3,807,478 7,464,627 9,518,823 7,351,889 77,000 7,428,889 2,089,934 Budget 2008-2009 2,355,611 7,169,203 3,017,646 344,079 3,807,478 7,169,203 9,524,814 7,351,889 88,700 7,440,589 2,084,225 Estimate 2008-2009 2,794,360 7,272,127 3,470,772 3,801,355 7,272,127 10,066,487 7,631,176 79,700 7,710,876 2,355,611 Budget 2009-2010 3,335,112 7,172,924 3,361,833 3,811,091 7,172,924 10,508,036 7,631,176 82,500 7,713,676 2,794,360 2010-2011 CITY OF FLAGSTAFF SECONDARY PROPERTY TAX FUND FIVE YEAR PLAN 2010-2015 2,544,306 8,507,382 6,686,871 1,820,511 8,507,382 11,051,688 7,631,176 85,400 7,716,576 3,335,112 2011-2012 3,575,770 7,069,671 7,069,671 7,069,671 10,645,441 8,012,735 88,400 8,101,135 2,544,306 2012-2013 4,970,970 7,109,671 7,109,671 7,109,671 12,080,641 8,413,371 91,500 8,504,871 3,575,770 2013-2014 6,549,841 7,349,869 7,349,869 7,349,869 13,899,710 8,834,040 94,700 8,928,740 4,970,970 2014-2015 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 93 Ending Fund Balance 282,482 94,173 Total Uses of Funds 94,173 94,173 376,655 2,448 11,044 9 13,501 363,154 - $ $ 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 2007-2008 195,720 96,712 - 96,712 96,712 292,432 2,022 7,502 9,524 282,908 Budget 2008-2009 96,951 194,215 97,503 97,503 96,712 96,712 291,166 2,024 6,660 8,684 282,482 Estimate 2008-2009 800 1,500,801 - 1,500,801 1,500,801 1,501,601 1,402,250 2,400 1,404,650 96,951 Budget 2009-2010 800 1,403,625 - 1,403,625 1,403,625 1,404,425 1,403,625 1,403,625 800 2010-1011 CITY OF FLAGSTAFF SPECIAL ASSESSMENT BOND FUND FIVE YEAR PLAN 2010-2015 800 1,398,875 - 1,398,875 1,398,875 1,399,675 1,398,875 1,398,875 800 2011-2012 800 1,402,875 - 1,402,875 1,402,875 1,403,675 1,402,875 1,402,875 800 2012-2013 800 1,400,500 - 1,400,500 1,400,500 1,401,300 1,400,500 1,400,500 800 2013-2014 800 1,401,750 - 1,401,750 1,401,750 1,402,550 1,401,750 1,401,750 800 2014-2015 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 94 $ 115,077 - Total Uses of Funds Ending Fund Balance - Departments Operating Expenditures Total Expenditures Uses of Funds 115,077 Total Sources of Funds 95,528 16,200 3,349 19,549 $ Revenues Contributions Interest on Investments Total Revenues Beginning Fund Balance Sources of Funds Actual 2007-2008 140,796 - - 140,796 19,380 3,528 22,908 117,888 Budget 2008-2009 129,519 - - 129,519 12,240 2,202 14,442 115,077 Estimate 2008-2009 145,501 - - 145,501 12,485 3,497 15,982 129,519 Budget 2009-2010 163,619 - - 163,619 12,734 5,384 18,118 145,501 2010-2011 CITY OF FLAGSTAFF PERPETUAL CARE FUND FIVE YEAR PLAN 2010-2015 182,662 - - 182,662 12,989 6,054 19,043 163,619 2011-2012 202,669 - - 202,669 13,249 6,758 20,007 182,662 2012-2013 223,682 - - 223,682 13,514 7,499 21,013 202,669 2013-2014 245,743 - - 245,743 13,784 8,276 22,060 223,682 2014-2015 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 13,111,887 9,467,232 Total Uses of Funds Ending Fund Balance 22,579,119 688,812 1,282,738 1,971,550 20,607,569 12,128,995 982,892 13,111,887 $ $ Expenditures Aspen at Sawmill Capitalized Interest Expense Total Capital Expenditures Uses of Funds Total Sources of Funds Revenues Interest Income Developer Proceeds Total Revenues Beginning Fund Balance Sources of Funds Actual 2007-2008 95 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 1,759,656 9,950 1,291,971 1,759,656 1,759,656 1,769,606 477,635 477,635 1,291,971 Budget 2009-2010 9,606,707 8,650,957 955,750 9,606,707 10,898,678 152,000 1,279,446 1,431,446 9,467,232 Estimate 2008-2009 - 9,950 9,950 9,950 9,950 - 9,950 2010-2011 CITY OF FLAGSTAFF CAPITAL PROJECTS FUND SPECIAL IMPROVEMENT DISTRICT ASPEN AT SAWMILL FIVE YEAR PLAN 2010-2015 - - - - - - 2011-2012 - - - - - - 2013-2014 - - - - - 2012-2013 - - - - - - 2014-2015 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 4,094,774 (1,876,571) Total Uses of Funds Ending Fund Balance $ 6,203 4,088,571 4,094,774 Expenditures USGS Miscellaneous Buildings USGS Office/Lab Building Business Incubator Science Park Sewermain Automotive Training School Total Capital Expenditures Uses of Funds 2,218,203 Total Sources of Funds (125,687) 2,343,890 2,343,890 $ Revenues MFC Bond Proceeds Grant Revenue Interest Income Total Revenues Beginning Fund Balance Sources of Funds Actual 2007-2008 96 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 (3,312,666) 1,436,095 40,000 1,396,095 1,436,095 1,876,571 - (1,876,571) Estimate 2008-2009 8,688,578 5,498,756 1,954,000 44,756 500,000 3,000,000 5,498,756 14,187,334 14,500,000 3,000,000 17,500,000 (3,312,666) Budget 2009-2010 CITY OF FLAGSTAFF CAPITAL PROJECTS FUND MUNICIPAL FACILITIES CORP FIVE YEAR PLAN 2010-2015 312,578 14,050,000 14,050,000 14,050,000 14,362,578 5,500,000 174,000 5,674,000 8,688,578 2010-2011 320,578 - - 320,578 8,000 8,000 312,578 2011-2012 328,578 10,000,000 10,000,000 10,000,000 10,328,578 10,000,000 8,000 10,008,000 320,578 2012-2013 336,578 - - 336,578 8,000 8,000 328,578 2013-2014 344,578 10,000,000 10,000,000 10,000,000 10,344,578 10,000,000 8,000 10,008,000 336,578 2014-2015 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 97 17,380,749 9,436,949 Total Uses of Funds Ending Fund Balance 2,163,900 200,000 400,000 14,073,400 100,791 2,414 185,686 17,380,749 City of Flagstaff 3,123,112 14,444,050 370,650 370,650 8,892,000 2,417,500 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 3,969,887 13,121,971 26,817,698 139,000 139,000 847,635 1,130,800 1,978,435 24,700,263 - $ $ Transfers Out Transfer to HURF Total Transfers Out Expenditures Fire Stations Aquaplex 24-08 Aquatic Center FUTS/Open Space Acquisition Bond Funded Fire Equipuipment Adult Center Renovation Observatory Mesa Public Works Facility City Courthouse Parks Acquistion Fire Training Tower Fire Administration Offices Total Capital Expenditures Uses of Funds Total Sources of Funds Transfers In Environmental Services - PW facility General Fund - Aquaplex & Fire Transportation (Safety) Aquaplex Total Transfers In 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 2007-2008 4,053,630 6,124,859 370,650 370,650 65,000 359,540 614,314 5,754,209 3,725,883 989,472 10,178,489 - 359,540 382,000 741,540 9,436,949 Estimate 2008-2009 2,833,988 4,654,190 200,000 200,000 2,295,284 9,500 2,122,106 27,300 4,454,190 7,488,178 27,300 27,300 1,900,000 200,000 1,225,000 82,248 3,407,248 4,053,630 Budget 2009-2010 32,448,178 10,544,811 - 2,094,811 4,200,000 3,250,000 1,000,000 10,544,811 42,992,989 - 40,150,000 9,001 40,159,001 2,833,988 2010-2011 CITY OF FLAGSTAFF CAPITAL PROJECTS FUND GO BOND FUNDED PROJECTS FIVE YEAR PLAN 2010-2015 12,937,359 22,020,000 - 1,550,000 11,000,000 8,470,000 1,000,000 22,020,000 34,957,359 - 2,500,000 9,181 2,509,181 32,448,178 2011-2012 715,724 12,230,000 - 6,900,000 5,330,000 12,230,000 12,945,724 - 8,365 8,365 12,937,359 2012-2013 724,256 1,500,000 - 1,500,000 1,500,000 2,224,256 - 1,500,000 8,532 1,508,532 715,724 2013-2014 732,959 5,500,000 - 5,500,000 5,500,000 6,232,959 - 5,500,000 8,703 5,508,703 724,256 2014-2015 Schedule 11: Five-year Plans Annual Financial Plan 98 Ending Fund Balance $11,419,608 49,531,872 1,972,064 1,972,064 Transfers Out General Fund Total Transfers Out Total Uses of Funds 3,760,973 3,760,973 10,765,984 1,748,804 31,253,829 30,218 43,798,835 60,951,480 1,813,965 1,813,965 10,031 11,615,472 7,763,234 430,015 21,511,934 66,240 41,396,926 $17,740,589 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 Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 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 8,659,657 37,565,215 1,965,272 1,965,272 6,627,784 6,627,784 12,048,548 1,550,440 15,373,171 28,972,159 46,224,872 3,807,478 3,807,478 27,672 11,629,720 7,809,768 175,000 11,355,626 30,997,786 11,419,608 Estimate 2008-2009 5,289,045 28,836,753 1,958,565 1,958,565 6,323,697 6,323,697 10,396,607 2,165,598 6,592,286 1,400,000 20,554,491 34,125,798 3,801,355 3,801,355 334,571 11,656,833 7,972,942 173,000 1,527,440 21,664,786 8,659,657 Budget 2009-2010 6,690,617 24,389,419 1,968,885 1,968,885 6,045,134 6,045,134 10,465,700 2,219,700 3,690,000 16,375,400 31,080,036 3,811,091 3,811,091 11,782,800 8,065,100 132,000 2,000,000 21,979,900 5,289,045 2010-2011 CITY OF FLAGSTAFF WATER AND WASTEWATER FUND FIVE YEAR PLAN 2010-2015 4,989,272 25,233,756 1,978,305 1,978,305 6,082,851 6,082,851 10,727,400 2,275,200 4,170,000 17,172,600 30,223,028 1,820,511 1,820,511 12,018,500 8,226,400 167,000 1,300,000 21,711,900 6,690,617 2011-2012 3,909,887 22,859,085 157,794 157,794 5,508,528 5,508,528 10,995,663 2,332,100 3,865,000 17,192,763 26,768,972 - 12,258,900 8,390,800 125,000 1,005,000 21,779,700 4,989,272 2012-2013 5,229,182 19,841,505 157,794 157,794 3,552,821 3,552,821 11,270,490 2,390,400 2,470,000 16,130,890 25,070,687 - 12,504,100 8,558,700 98,000 21,160,800 3,909,887 2013-2014 4,152,928 22,691,453 157,794 157,794 3,551,177 3,551,177 11,552,282 2,450,200 4,980,000 18,982,482 26,844,382 - 12,754,300 8,729,900 131,000 21,615,200 5,229,182 2014-2015 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 99 City of Flagstaff Ending Fund Balance 1,763 12,366,046 Total Uses of Funds 12,332,479 360,849 231,736 54,949 647,534 1,151,286 381,134 10,152,525 11,684,945 12,367,809 849,516 223,172 385,000 1,255,000 2,712,688 9,120,905 1,184,720 6,635 289,930 4,469 127,423 10,734,082 (1,078,961) 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 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 2,518 4,124,947 33,567 33,567 4,091,380 368,981 231,736 54,949 655,666 1,233,928 346,904 1,854,882 3,435,714 4,127,465 344,079 410,000 754,079 2,017,596 1,219,451 106,449 3,225 24,902 3,371,623 1,763 Estimate 2008-2009 2,514 8,241,299 116,567 116,567 8,124,732 231,736 54,949 286,685 1,136,650 338,543 6,362,854 7,838,047 8,243,813 313,000 313,000 6,025,886 1,440,316 50 338,543 3,500 120,000 7,928,295 2,518 Budget 2009-2010 1,906 7,432,263 33,567 33,567 7,398,696 231,736 54,949 286,685 1,132,230 347,010 5,632,771 7,112,011 7,434,169 24,000 405,000 429,000 5,227,447 1,467,805 2,564 181,339 3,500 120,000 7,002,655 2,514 2010-2011 CITY OF FLAGSTAFF AIRPORT FUND FIVE YEAR PLAN 2010-2015 2,640 5,493,232 33,567 33,567 5,459,665 231,736 54,949 286,685 1,160,530 355,690 3,656,760 5,172,980 5,495,872 53,000 222,000 275,000 3,435,021 1,495,159 38 165,247 3,500 120,000 5,218,965 1,906 2011-2012 2,198 4,926,222 33,567 33,567 4,892,655 231,736 54,949 286,685 1,189,540 364,580 3,051,850 4,605,970 4,928,420 72,000 161,000 233,000 2,890,602 1,513,379 53 165,247 3,500 120,000 4,692,781 2,640 2012-2013 1,836 10,760,597 33,567 33,567 10,727,030 231,736 54,949 286,685 1,219,280 373,690 8,847,375 10,440,345 10,762,433 ( 1,000) 154,000 153,000 8,567,915 1,542,086 44 373,690 3,500 120,000 10,607,235 2,198 2013-2014 2,050 4,028,768 33,567 33,567 3,995,201 231,736 54,949 286,685 1,249,760 383,030 2,075,726 3,708,516 4,030,818 192,000 125,000 317,000 1,950,653 1,571,141 37 66,651 3,500 120,000 3,711,982 1,836 2014-2015 Schedule 11: Five-year Plans Annual Financial Plan 100 (1) $ 3,991,159 13,741,199 19,488 19,488 - 8,666,783 1,307,129 3,730,922 16,877 13,721,711 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 91,950 91,950 19,235,580 13,386,951 146,600 2,000,000 199,613 15,733,164 3,410,466 Budget 2008-2009 Excludes monies set aside for closure costs and capital reserve Ending Fund Balance (1) Total Uses of Funds Transfers out: General Fund Capital Projects Fund Total Transfers Out Debt Service Bonds Total Debt Service Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures Uses of Funds 140,000 140,000 17,732,357 Transfers In General Fund Total Transfers In Total Sources of Funds 6,477,282 10,507,477 73,020 503,305 31,273 11,115,075 $ Revenues Environmental Services Revenues Intergovernmental Revenues Other Financing Sources Interest on Investments Miscellaneous Revenues Total Revenues Beginning Fund Balance Sources of Funds Actual 2007-2008 3,358,297 12,304,092 19,490 19,490 - 9,514,076 1,413,275 1,357,251 12,284,602 15,662,389 11,411,895 59,217 186,256 13,862 11,671,230 3,991,159 Estimate 2008-2009 2,576,600 13,569,672 131,653 27,300 158,953 - 9,716,803 1,565,079 1,628,837 500,000 13,410,719 16,146,272 11,968,972 587,100 204,603 27,300 12,787,975 3,358,297 Budget 2009-2010 671,950 14,020,021 133,896 133,896 - 9,984,014 1,596,381 2,305,730 13,886,125 14,691,971 12,205,329 204,791 12,410,120 2,281,851 2010-2011 CITY OF FLAGSTAFF ENVIRONMENTAL SERVICES FUND FIVE YEAR PLAN 2010-2015 299,282 13,112,339 136,184 136,184 - 10,258,574 1,628,309 1,089,272 12,976,155 13,411,621 12,529,760 209,911 12,739,671 671,950 2011-2012 4,821,052 16,053,487 138,518 138,518 742,000 742,000 10,540,686 1,660,875 2,971,408 15,172,969 20,874,539 14,060,098 6,300,000 215,159 20,575,257 299,282 2012-2013 1,749,632 ( 17,707,267 140,899 140,899 1,321,000 1,321,000 10,830,555 1,694,093 3,720,720 16,245,368 19,456,899 14,415,309 220,538 14,635,847 4,821,052 2013-2014 507,768 ) 17,563,297 143,327 143,327 1,321,000 1,321,000 11,128,395 1,727,975 3,242,600 16,098,970 17,055,529 14,779,846 300,000 226,051 15,305,897 1,749,632 2014-2015 Schedule 11: Five-year Plans City of Flagstaff Annual Financial Plan 101 380,300 2,481,542 Total Uses of Funds $ 129,797 129,797 Transfers Out Transfer to General Fund HURF Total Transfers Out Ending Fund Balance 667,848 179,009 1,503,912 976 2,351,745 2,861,842 Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures Uses of Funds Total Sources of Funds 1,242,012 1,242,012 Transfers in General Fund Total Transfers in 486,148 1,081,282 47,617 1,922 1,896 965 1,133,682 $ Revenues Stormwater Revenues User Fees Permits Grants Interest Earnings Misc Total Revenues Beginning Fund Balance Sources of Funds Actual 2007-2008 105,209 8,546,959 325,000 325,000 554,991 2,028,813 268,081 268,081 680,373 170,000 910,359 1,760,732 2,583,804 8,652,168 947,971 170,000 7,093,988 10,000 8,221,959 946,034 946,034 1,199,224 50,936 410 6,900 1,257,471 380,300 Estimate 2008-2009 6,787,228 6,787,228 1,199,224 60,936 410 11,850 1,272,420 592,520 Budget 2008-2009 300,635 8,961,389 73,312 289,668 362,980 782,496 132,623 7,673,290 10,000 8,598,409 9,262,024 7,338,290 7,338,290 1,306,298 50,936 410 11,100 1,368,744 554,990 Budget 2009-2010 331,061 1,462,231 75,511 297,433 372,944 553,349 135,939 400,000 1,089,287 1,793,292 - 1,434,014 52,210 420 6,013 1,492,657 300,635 2010-2011 CITY OF FLAGSTAFF STORMWATER UTILITY FUND FIVE YEAR PLAN 2010-2015 381,410 1,516,527 1,489,040 358,114 80,110 312,491 392,601 581,106 142,820 400,000 1,123,927 1,897,938 - 1,477,367 54,853 442 7,162 1,539,823 358,114 2012-2013 77,777 304,869 382,646 567,057 139,337 400,000 1,106,394 1,847,154 - 1,455,527 53,515 431 6,621 1,516,094 331,061 2011-2012 400,538 1,544,711 82,513 320,303 402,816 595,504 146,391 400,000 1,141,895 1,945,250 - 1,499,534 56,224 453 7,628 1,563,839 381,410 2013-2014 392,568 1,573,609 84,989 328,311 413,299 610,259 150,051 400,000 1,160,309 1,966,177 - 1,499,534 57,630 464 8,011 1,565,639 400,538 2014-2015 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 2009 AND 2010 (WITH ACTUALS FOR FISCAL YEAR 2008) Actual 2007-2008 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 Economic Vitality Community Enrichment 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 2008-2009 Estimate 2008-2009 Budget 2009-2010 $ 113,989,273 157,658,425 271,647,698 75,703,182 191,940,042 267,643,224 73,908,168 136,361,809 210,269,977 42,824,226 163,442,971 206,267,197 8,116,177 8,456,365 14,589,952 10,180,500 16,233,529 45,325,331 42,019,813 5,540,909 19,793 150,482,369 8,891,562 11,201,365 30,638,421 11,030,114 17,934,449 57,869,277 35,914,923 11,234,810 2,955,000 187,669,921 8,565,443 9,614,164 16,913,834 9,681,493 17,062,489 39,463,000 27,421,719 6,179,824 600,000 135,501,966 7,278,584 3,242,905 10,266,549 10,251,298 16,815,469 31,335,327 14,038,801 10,402,228 25,444,678 12,556,781 4,180,000 145,812,620 3,271,258 666,561 1,949,646 1,813,965 647,534 94,173 465,639 3,760,973 12,669,749 3,320,142 505,743 1,951,108 1,807,478 263,240 655,666 125,500 96,712 462,774 5,675,286 14,863,649 3,017,646 528,958 1,951,108 1,807,478 655,666 95,360 462,774 6,627,784 15,146,774 3,470,771 550,720 2,264,458 2,332,955 263,240 286,685 1,500,801 887,094 6,323,698 17,880,422 34,587,412 34,587,412 197,739,530 27,625,412 27,625,412 230,158,982 16,797,011 16,797,011 167,445,751 11,712,602 11,712,602 175,405,644 (40,081,105) (38,218,940) (31,083,942) (11,962,673) 23,716,198 8,730,066 18,726,225 6,689,347 626,643 5,645,340 663,750 4,574,913 311,979 298,839 394,963 (545,670) 592,680 1,972,374 5,580 250,983 3,201,901 3,014,562 285,317 182,277 182,817 51,361 70,212 16,396 137,380 - 626,643 1,808,943 (1,508,608) 3,127,179 48,647 50,334 384,912 (77,904) 435,030 1,663,992 - 264,265 409,062 (2,143,401) 1,760,990 77,777 8,068 39,474 193,619 449,380 122,646 - 348,355 2,084,225 282,482 348,355 3,054,196 195,720 348,355 2,355,611 96,951 348,355 2,794,360 800 9,467,232 (1,876,571) 9,436,949 2,079,252 3,927,927 3,123,112 1,291,971 (3,312,666) 4,053,630 9,950 8,688,578 2,833,988 115,077 140,796 129,519 145,501 11,419,608 5,251,221 8,659,657 5,289,045 1,763 3,991,159 380,300 546 3,134,636 105,209 2,518 3,358,297 554,990 2,514 2,576,600 300,635 - - - - $ 73,908,168 37,484,242 42,824,226 30,861,553 102 City of Flagstaff GENERAL ADMINISTRATION DIVISION 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 the organization through the delivery of quality customer service; conducting fair and open municipal elections; providing broad organizational support; managing the City’s records management program and accessibility to public records; overseeing boards and commissions; and ensuring that official postings, notices, and related publishing’s meet legal compliance. The mission of the Human Resources Division is to be committed to creating a culture of inclusion and excellence by establishing fair and quality services. 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. The mission of the City Attorney's Office is to prosecute misdemeanor crimes occurring in the City and to provide high quality legal services to the Mayor, City Council and City departments in an ethical, timely, and cost effective manner. The mission of the Information Technology 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 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 in collaboration with other local agencies, public, private and non-profit 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. Annual Financial Plan 103 City of Flagstaff Annual Financial Plan 104 City of Flagstaff 01 11 Recreation 30 Engineering 17 26 Fleet 27 Facilities 29 Streets 32 18 Airport 38 Economic Development 78 Tourism 84/85 41 Sustainability 41 Environmental Svcs Parks 25 18/38/78/84/85 Community Investment Public Works Economic Vitality 19 Housing Library 16 30 Planning and Development Community Enrichment 15 02 Community Development City Clerk 01 IT Finance 13 49 and 52 10 Field Services Revenue 47 09 Water Production Purchasing 42 06 Water Resources Customer Service 42 09 Utility Engineering Mgt Services 42 22 Utilities Support Services 21 22 Fire Suppresion Patrol 21 22 Fire Prevention Police 21 08 Fire 04 HR 98 Stormwater 55 Industrial Waste 53 Waste Water Treatment 05 01 01 Real Estate Utilities, Service, and Safety Community Enhancement Risk Management Governmental Relations Judges 01 01 City Administration City Council Communications City Attorney Citizens of Flagstaff CITY OF FLAGSTAFF GENERAL ADMINISTRATION SECTION 01 CITY MANAGER MISSION FY 10 NEW INITIATIVES AND GOALS The mission of the City Manager’s office is to direct and coordinate City staff to provide effective, efficient, and equitable implementation of Council policies and programs; and to provide representation of City Council policies to citizens, other governmental agencies/jurisdictions and any other entity important to the accomplishment of directives established by the City Council.      PROGRAM DESCRIPTION  The City Manager is responsible for providing professional leadership in administering the programs and policies established by the Mayor and Council. The Manager informs and advises the Council on the affairs of the City, studies and proposes alternatives solutions to community needs for Mayor and Council consideration, prepares and implements the annual financial plan, and coordinates the activities of all Divisions/Sections under his authority to provide effective services at the lowest possible costs.       FY 09 ACCOMPLISHMENTS             Regular communication between Manager and Council. Implemented an organization wide restructuring, including creation of several cabinets. Participated in the first community outreach and awareness meeting for the Alliance for the Second Century. Streaming of City Council meetings. Participation in ongoing statewide and regional water issues. Prepared and received Council approval for the City Economic Recovery Program. Quiet Zones complete. Settlement of Lower Colorado River Water lawsuit. Responsive to Council requests. Provided recommendations to Council with options, diverse opinions, goal oriented and strategically thought out. Open communication with the Flagstaff community and employees.        Annual Financial Plan 105 Implement Economic Recover program, including a new program for Renewable Energy. Work with NAPITA to implement voter approved ballot initiatives. Strengthen working relationships between City and neighborhoods through a variety of programs and divisions. Monitor and communicate budgetary and financial issues with Council and community. Maintain and improve communication between Manager and Council. Develop and adopt a budget that aligns with the economic realities facing Flagstaff yet continues to deliver a robust compliment of services. Implement an economic stimulus program focused upon Council goals and consistent with Flagstaff’s financial structure. Make progress towards’ the community’s need for a snow play area. Pursue a national carrier to provide daily flights to an easterly destination. Develop a more strategic economic development model and plan. Implement an Independence Day fireworks program using close proximity pyrotechnics. Complete renovations and expansions to the Wildcat Wastewater Treatment Plant and begin delivering higher volumes of reclaimed water using less power. Commence planning for 2010 ballot issues including renewal of BBB tax, sales tax and the next bond issue. Implement a greater menu of e-government services including streaming, on-line payments, and on-line registration services. Implement a new set of performance measures that are outcome focused and connected to Council goals. Pursue settlement of the Little Colorado River litigation and secure the associated water supply, and water supply pipeline alignment associated with Red Gap Ranch. Ensure the update of the Regional Plan is underway and meeting pre-established milestones. Ensure the rewrite of the Land Development Code is underway and achieving pre-established milestones. Train horns are substantially more quiet through Flagstaff. Fire Station #3 is opened completing 75% of the station realignment initiative. City of Flagstaff GENERAL ADMINISTRATION   SECTION 01 The City and County Ft. Tuthill partnership has final plans, funding, and construction RFP completed. Rio de Flag Butler Tunneling Phase is completed and open channel phase is under construction.  CITY MANAGER Work with NAIPTA to implement voter approved ballot initiatives. PERFORMANCE MEASURES Council Priority: Fiscal Health, Public Safety, Family, Youth & Community, Community Sustainability, Affordable Housing and Facilities & Basic Services. Goal: Meet Council goals established in this Fiscal Year Objective: City Council will see results/progress in Council priorities through the Council Cabinets and other work groups established and facilitated by the City Manager. Type of Measure: Policy Outcome Tool: Evaluation by Council Frequency: Annually Scoring: 90 % Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Evaluation By Council N/A N/A 90% 95% Council Priority: Customer Service Goal: Respond to calls and e-mails within 24 to 36 hours of a business day. Objective: City Manager and staff are responsive to citizen issues and concerns Type of Measure: Outcome Tool: Staff will track response e-mails via computer folder, phone call response in data file. Frequency: Quarterly Scoring: 95% Trend:  FY 07 FY 08 FY 09 Measures: Actual Actual Estimate Data Report N/A N/A 75% FY 10 Proposed 95% Council Priority: Family, Youth & Community Goal: Flagstaff citizens participate in community activities and decision making opportunities because they have access to information about these activities and opportunities. Objective: Outreach and information dissemination by the City will increase citizen knowledge and involvement in the community. Type of Measure: Program Effectiveness Tool: Citizen Survey Frequency: Annually Scoring: 75% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Survey Results N/A N/A 75% 85% Annual Financial Plan 106 City of Flagstaff GENERAL ADMINISTRATION SECTION: SECTION 01 CITY MANAGER 01-CITY MANAGER EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2007-2008 $ 690,381 206,674 16,132 $ 913,187 Adopted Budget 2008-2009 $ 815,913 238,015 16,475 $ 1,070,403 Estimated Expenditures 2008-2009 $ 734,580 220,268 15,061 $ 969,909 Proposed Budget 2009-2010 $ 747,538 160,523 (10,181) $ 897,880 Budget-Budget Variance $ (68,375) (77,492) (26,656) $ (172,523) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION DISABILITY AWARENESS PUBLIC INFORMATION CUSTOMER SERVICE PROPERTY MANAGEMENT TOTAL $ 782,119 3,263 102,351 25,454 913,187 $ 879,948 8,105 132,100 50,250 1,070,403 $ 791,155 3,880 137,600 37,274 969,909 $ 711,393 3,550 71,500 14,000 97,437.00 897,880 $ (168,555) (4,555) (60,600) (36,250) (172,523) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 605,341 44,625 42,716 7,996 96,929 10,885 13,002 76,386 897,880 COMMENTARY: The City Manager's operating budget has decreased 16% and there are no capital expenditures. Personal Services decreases are due to a staffing reduction of 1 FTE (Intergovernmental Liaison position). In addition there are salary and benefit decreases. Contractual decreases are due to reductions in travel, advertising, and miscellaneous services. Commodities decreases are due to reductions in food and internal work order charges. There is no major capital (>$10,000) for this Section. Annual Financial Plan 107 City of Flagstaff GENERAL ADMINISTRATION SECTION 02 CITY CLERK MISSION FY 09 ACCOMPLISHMENTS The City Clerk’s office supports the values of the community and the organization through the delivery of quality customer service; conducting fair and open municipal elections; providing broad organizational support; managing the City’s records management program and accessibility to public records; overseeing boards and commissions; and ensuring that official postings, notices, and related publishing’s meet legal compliance.  PROGRAM DESCRIPTION FY 10 NEW INITIATIVES AND GOALS The City Clerk’s Office provides broad organizational support to the City of Flagstaff as well as ensures open and accessible government to the citizens of the City through the administration of the records management program, council meeting support, elections, codification, posting of notices; agenda preparation, policies and procedures, board and commission member training; and ensuring that all official notices and advertisings are legally compliant.         Conducted three board and commission member trainings sessions. Implemented the City Council’s new Rules of Procedure. Redesigned the Clerk’s WebPages. Processed a Referendum. Prepared a City Councilmember Handbook. Implemented the initial phase of customer service feedback cards for the Clerk’s Office. Implement an electronic customer service feedback card for the website. Finalize the City’s Policies and Procedures. Prepare for an aggressive election schedule through 2012 as follows:  2010 Mayor and Council election; renewal of BBB tax; renewal of Sales Tax  2011 Bond Election, APS Franchise Election  2012 Mayor and Council Election, Regional Plan PERFORMANCE MEASURES Council Priority: Affordable Housing; Community Sustainability; Fiscal Health; Family, Youth, and Community Goal: Internal organizational support and assistance to staff to help them meet their goals and objectives in efficiently and effectively working toward Council goals. Objective: Provide a superior level of detailed and complex customer service. Type of Measure: Complete staff summary reports and ordinances and resolutions that are in order; better turnaround time from the City Attorney’s Office as a result of quality documents presented for review; timely and effective presentations to Council. Tool: Expand the use of our customer service feedback card so that staff can provide helpful feedback. Frequency: Daily Scoring: 90% Trend:  Annual Financial Plan 108 City of Flagstaff GENERAL ADMINISTRATION Measures: The amount of time it takes staff to turn around information, to usher ordinances, resolutions, and staff summaries through the review process, to make a procedurally sound presentation to the Council Turnaround review time from the City Attorney’s Office Ratings received on customer service feedback cards. Where codification is required, the turnaround time and ease and efficiency in codification. SECTION 02 CITY CLERK FY 07 Actual N/A FY 08 Actual Improved FY 09 Estimate Within 30 days FY 10 Proposed Within 30 days N/A Within 10 days to 2 weeks Within 10 days of submittal Within 10 days from submittal N/A (To be implemented) Vastly Improved 50% 3’s or better Within one week 50% 4’s or better Within one week N/A This is a new performance measurement for which we hope to establish a baseline over the next two years. We want to streamline the process so that the majority of the time is spent on the front end of the process in making sure that documents are in the right format. The goal is to ensure that review time by the City Attorney’s Office is significantly decreased, staff summaries are not delayed beyond their target dates for Council meetings, and the documents can be incorporated into City Code with the click of a button. When the Clerk’s Office is bypassed on the front end, the City Attorney’s Office takes more time in the reviewing process and documents are generally not in good order when they come to the Clerk’s Office, causing additional delays, resubmittals, missing deadlines, and substantial work when updating City Code. We haven’t engaged in a measurement prior to 2008 even though we’re confident that there has been an increase in numbers on the front end of these projects. If staff comes to the City Clerk’s Office as the first step in writing their staff summaries and/or ordinances, resolutions, and code changes, we have observed that, upon submittal to the City Attorney’s Office, the packets are returned with little or no delay and frequently make the original agenda deadline. Our anecdotal conclusions are that this process is both pleasant and productive for staff and the Clerk’s Office, that staff summary packets come out of the City Attorney’s Office with few, if any, changes; that reviews take significantly less time; and that codification takes only minutes rather than days or weeks. We will be asking staff to complete survey cards evaluating the service we provide them and their satisfaction in getting through the process. Council Priority: Family, Youth, and Community, Community Sustainability Goal: The posting of all agendas on time. Objective: To conduct effective training that is meaningful to Board and Commission Members Type of Measure: Well attended training sessions. Tool: Participant Feedback Card Frequency: Bi-annually. Scoring: 35%+ 5 Ratings = Excellent; 30% “5” Ratings = Caution; Less than 30% “5” Ratings = Needs Reevaluation Trend:  Measures: The number of commissioners attending training The whole number of commissioners who have been trained The entire number of commissioners who need to attend training Ratings from Training Annual Financial Plan FY 07 Actual 40 n/a FY 08 Actual 44 110 FY 09 Estimate 48 115 FY 10 Proposed 48 120 n/a 69 64 59 n/a 86.3% rated at 4 or higher; 54.5% rated at 5. 50% at a 3 or higher 50% at a 4 or higher. 109 City of Flagstaff GENERAL ADMINISTRATION SECTION 02 CITY CLERK Office conducted three board and commission member training sessions. We can accommodate 24 commissioners during training, or a t of 48 in two sessions. In the combined two sessions in October, 26 individuals attended. Sign-ups were very low. We recommend conducting only two training sessions per year because the added session didn’t accomplish the goal of getting more commissioners to attend. We also instituted the use of feedback cards for the first time. Thus far, feedback has been very positive and tells us that we are hitting the mark with the information we are trying to convey. Almost unanimously, the classes were viewed as helpful, informative, and easy to understand. An overwhelming majority felt the length of the session is just right. 86.3% of the participants rated the training sessions as a 4 or higher. 54.5% of the respondents gave the highest rating of 5 to the training; 31.8% rated it as a 4. No one rated the training lower than a 3, although a scant few did not rate the training, but returned cards with comments. While these results are very high and will be hard to sustain, we will continue to look for ways to improve our sessions and see if we can nudge the numbers upward. Council Priority: Family, Youth, and Community, Fiscal Health, Facilities and Basic Services Goal: Elections Objective: To conduct an effective election by mail; increase voter turnout; increase probability of passage of ballot issues. Type of Measure: Voter Turnout Tool: Voter Registration Rolls Frequency: Bi-annually Scoring: 40%+ Turnout = Excellent; 35-38% Turnout = Good; 30-35% Turnout = Caution; less than 30% = Needs Trend:  Measures: FY04 Registered Voters Voter Turnout Percentage Actual Number of Voters Complaints Filed All Deadlines met 29,068 40.10% 11,650 0 100% FY 06 Actual 25,473 37.08% 9,445 0 100% FY 08 Actual 27,452 45.62% 12,523 0 100% FY 10 Estimate N/A N/A N/A N/A N/A 35,000 30,000 100% 25,000 200420062008 80% 20,000 15,000 Registered Voters 60% Actual Voters 40% 20% 10,000 0% 5,000 Deadlines Met 0 2004 Annual Financial Plan 2006 2008 2004 110 2006 2008 City of Flagstaff GENERAL ADMINISTRATION SECTION 02 CITY CLERK Council Priority: Fiscal Health, Affordable Housing, Facilities and Basic Services, Community Sustainability Goal: Council Agendas Objective: Quality Control--to prepare accurate, concise, and effective agendas for all types of City Council meetings. Type of Measure: Numbers and types of agendas, ordinances, resolutions, code changes, and staff summaries prepared, processed, and completed Tool: Timeliness of posting on both website and official posting place Frequency: Almost daily Scoring: 100% = Perfect; Less Than 100% = Needs More Attention Trend:  Measures: Open Meeting Law: 24 hr. required posting time No. of agendas posted in posting place No. of agendas posted to website No. of Council meeting agendas No. of work session agendas No. of executive session agendas No. of retreat agendas No. of public notices No. of addenda No. of staff summaries where assistance provided No. of ordinances reviewed, formatted/assistance provided No. of resolutions reviewed, formatted/assistance provided No. of City Code amendments where assistance provided No. of internal deadlines met No. of deadlines extended No. of staff summaries matching agenda item No. of changes to agenda process No. of rewrites to the Agenda Process Handbook FY 07 Actual 100% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A FY 08 Actual 100% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A FY 09 Estimate 99.7% 174 175 36 43 51 4 36 5 35 FY 10 Proposed 100% 175 175 28 35 50 3 45 5 N/A N/A N/A N/A 73 N/A N/A N/A 18 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 2 2 N/A N/A N/A N/A N/A The numbers in this program can be staggering as the Clerk’s Office is involved in every aspect of the agenda, from preparing Code changes, writing/editing ordinances and resolutions, providing assistance on staff summaries and agenda process, to the actual preparation of the agenda based on these documents, and providing guidance to staff on procedures and process. Many aspects of the agenda process are new for the coming year and have not been measured in the past. This year’s numbers will establish a baseline for coming years. Annual Financial Plan 111 City of Flagstaff GENERAL ADMINISTRATION SECTION: SECTION 02 CITY CLERK 02-CITY CLERK EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 254,813 129,969 13,557 $ 398,339 Adopted Budget 2008-2009 $ 286,664 26,100 2,570 9,197 $ 324,531 Estimated Expenditures 2008-2009 $ 286,062 13,786 1,818 $ 301,666 Proposed Budget 2009-2010 $ 270,876 132,837 2,485 $ 406,198 Budget-Budget Variance $ (15,788) 106,737 (85) (9,197) $ 81,667 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ELECTIONS TOTAL $ 288,321 110,018 398,339 $ 324,531 324,531 $ 301,666 301,666 $ 282,037 124,161 406,198 $ (42,494) 124,161 81,667 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 303,993 13,451 13,141 10,950 31,574 2,079 3,948 27,062 406,198 COMMENTARY: The City Clerks operation budget has decreased 29% with no capital expenditures. Personal Services include both salary and benefit decreases. Contractuals increases are due to one-time election expenditures offset by decreases in travel and registration. Commodities reflect no major changes from prior year. There is no major capital (>$10,000) for this division. Annual Financial Plan 112 City of Flagstaff Annual Financial Plan 113 City of Flagstaff Administration 01 1 HR Generalist Classification and Compensation 05 .75 Human Resources Analyst Benefits 04 1 Human Resources Benefits Specialist 01 1 Administrative Assistant 01 1 Administative Specialist Human Resources 04 1 Division Director (HR Director) Utilities, Services, & Safey 01 1 Deputy City Manager City Administration 01 1 City Manager HUMAN RESOURCES Recruitment 03 1 Human Resources Recruitment Specialist GENERAL ADMINISTRATION SECTION 4 MISSION  The Human Resources team is committed to creating a culture of inclusion and excellence by establishing fair and quality services.   PROGRAM DESCRIPTION Human Resources is responsible for all areas impacting employees and potential employees. These functions include Human Resources administration (policies, compliance, records, HRIS), recruitment and selection, employee relations, classification and compensation, benefits and wellness, and training and development.  FY 09 ACCOMPLISHMENTS   Facilitated Commission on Diversity Awareness public forums and preparation of a report of recommendations to Council. Created an alternate work schedule policy to respond to the need for work/life balance and flexibility. Partnered with NAPEBT to introduce an annual health fair, domestic partner benefit options and other added benefits. FY 10 NEW INITIATIVES   HUMAN RESOURCES  Successful implementation of the “H.T.E. Click2Gov Employee Self Serve” allowing employees to review demographic information, emergency contact information, dependent information, paid time off earned balances, yearto-date earnings, and obtain copies of pay check stubs. Conducted a training needs assessment, evaluated courses being offered, and implemented the workforce and leadership development training tracks. Conducted a compensation study that included the evaluation of compensation, benefits and pay plan administration and developed an implementation plan.     Develop and update policies and procedures that reflect the current organization structure, are easy to understand and administer and reflect best practices. Implement compensation policies and procedures that support the City’s philosophy. Revise the City’s 457 Deferred Compensation plan document to reflect current IRS regulations and compliment the State retirement plans. Evaluate the workforce and leadership training program and determine if additional development opportunities exist. Develop the menus in “H.T.E. Applicant Tracker” to simplify the recruitment process and reduce the amount of time to recruit for a position. Lead divisions in establishing Workforce Succession strategic plans to address anticipated changes in the workforce. Implement a 90-day follow up process for new hires. PERFORMANCE MEASURES Council Priority: Facilities & Basic Services 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. Type of Measure: Policy Outcome Tool: Human Resources data Frequency: Annually Scoring: 0-1 Complaints with 100% resolution is Progressing at or above expectations, 2-3 Complaints with 95% resolution is Caution, and 4 or more Complaints with 90% resolution is Need to Review. Trend:  Progressing at or above expectations Annual Financial Plan 114 City of Flagstaff GENERAL ADMINISTRATION Measures: Number of Employee Grievances Number of Grievances resolved Percent of Grievances resolved within defined timeframe Number of EEO Complaints Complaints with substantiated findings Corrections implemented SECTION 4 HUMAN RESOURCES FY 07 Actual N/A N/A N/A FY 08 Actual 1 1 100% FY 09 Estimate 1 1 100% FY 10 Proposed 0 0 100% 2 1 5 2 0 0 1 0 0 1 0 0 Council Priority: Facilities & Basic Services Goal: Provide a comprehensive and competitive compensation package that will attract, retain and motivate City employees. Objective: Provide equitable salary structures, market competitiveness, and increase retention. Type of Measure: Output Tool: Human Resources data Frequency: Annually Scoring: 20 or less class requests, 1-2 inequities and 10% below market are Progressing at or above; 21-30 class requests, 3-4 inequities and 15% below market are Caution; and 31 or more class requests, 5 or more inequities and 20% or more below market are Need to Review. Trend:  Need to Review/Caution FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Number of Classification Requests 45 35 37 30 Percent of Classification Requests approved 33 25 23 20 Number of pay inequities 2 3 6 1 Percent of pay inequities resolved 100% 100% 100% 100% Salaries compared to market 9.2227% 12.6094% 19.05% below 21% below below below Percent of salary adjustment 2.00% 0 0 2.00% Turnover 16.46% 11.18% 9.30% 9.00% Above/Below Local and State Government 0.56% 4.12% below 5.1% below 6.0% Turnover Rate above below Council Priority: Facilities & Basic Services Goal: Recruitment of qualified applicants. Objective: Provide recruitment services to City staff so they can recruit qualified applicants. Type of Measure: Program Outcome Tool: Human Resources data Frequency: Annually Scoring: 40 days or less to recruit and 95% agree is Progressing at or above, 41 to 65 days to recruit and 9490% agree is Caution and 66 or more days to recruit and less than 90% is Need to Review. Trend:  Caution FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Number of vacancies 220 236 25 20 Average time to complete the recruitment process 65 days 65 days 49 days 25 days Number of positions advertised multiple times 16 22 0 0 Number of positions advertised as open until filled 18 23 0 0 Rating of 90 day follow up N/A* N/A* N/A* 90% agree Annual Financial Plan 115 City of Flagstaff GENERAL ADMINISTRATION SECTION: SECTION 4 HUMAN RESOURCES 04-HUMAN RESOURCES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2007-2008 $ 417,635 54,323 28,980 $ 500,938 Adopted Budget 2008-2009 $ 468,110 87,725 26,050 $ 581,885 Estimated Expenditures 2008-2009 $ 491,084 66,616 32,953 $ 590,653 Proposed Budget 2009-2010 $ 423,927 41,519 28,200 $ 493,646 Budget-Budget Variance $ (44,183) (46,206) 2,150 $ (88,239) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION RECRUITMENT AND SELECTIO BENEFITS COMPENSATION AND CLASS. TRAINING & DEVELOPMENT DIVERSITY AWARENESS COMM TOTAL $ 347,450 58,398 655 92,997 1,438 500,938 $ 394,496 65,623 4,325 41,610 71,606 4,225 581,885 $ 395,474 66,884 2,850 66,897 42,025 16,523 590,653 $ 288,393 65,221 62,483 50,199 25,550 1,800 493,646 $ (106,103) (402) 58,158 8,589 (46,056) (2,425) (88,239) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 332,235 31,040 24,094 49,665 4,556 7,260 44,796 493,646 COMMENTARY: The Human Resources operating budget has decreased 15% and there are no capital expenditures. Personal Services include both salary and benefit decreases. Contractual decreases are due to reductions in education/training, advertising, and travel. Commodities increases are due to photo copying and office supplies. There is no major captial (>$10,000) for this division. Annual Financial Plan 116 City of Flagstaff GENERAL ADMINISTRATION SECTION 05 RISK MANAGEMENT MISSION FY 09 ACCOMPLISHMENTS The mission of Risk Management is to develop and maintain an integrated multi-disciplinary program for effective management of the City’s resources, assets and liabilities, to protect it’s employees, property and citizens, and enable the City to achieve its primary aims of enhanced quality of life and service to it’s citizens.      PROGRAM DESCRIPTION FY 10 NEW INITIATIVES AND GOALS Risk Management is responsible for control of risk and focuses on the protection of the City’s human, financial, and physical assets. The protection and well being of employees and the public is of utmost priority. A variety of services are provided to City staff including risk assessments, loss control site reviews, safety training, contract and policy review. Human, financial and physical assets provide us with the tools to accomplish the City’s mission of service to the public.     Liability Claims – 62 closed during calendar year 2008. $40,871 recovered from negligent 3rd parties. OSHA recordable injuries improved by 28%. Workers Comp lost work days improved by 69%. Completed rewrite of Loss Control & Safety manual in Easy-to-Read format. Adopt and implement rewritten Loss Control & Safety Manual. Conduct a training needs assessment. Partner with local and valley municipalities to utilize in-house training expertise and programs, minimizing the effects of shrinking budgets. Conduct customer service survey. PERFORMANCE MEASURES Council Priority: Fiscal Health Goal: To maximize the availability of City funds in productive, mission based activities by minimizing expenditures for accidents, injuries, and liability claims. Objective#1 : Reduce liability claim expenditures Type of Measure: Program effectiveness Tool: Risk management paid claims data Frequency: Quarterly review with Council Scoring: # of claims proceeding to litigation - Progressing less than 5%; Average 6-10%; Caution More than 10% Trend:  CY 07 CY 08 CY 09 CY 10 Measures: Actual Actual Estimate Proposed % of liability claims proceeding to litigation 9% 3% 5% 5% Annual Financial Plan 117 City of Flagstaff GENERAL ADMINISTRATION SECTION 05 RISK MANAGEMENT Objective: Reduce # of OSHA recordable injuries or illness as compared to previous year by stated % Type of Measure: Program effectiveness Tool: Risk management claims data Frequency: Annual Scoring: Progressing Reduce more than 10%, Average Reduce 0-10%, Caution Increase <10%, Trend:  CY 07 CY 08 CY 09 CY 10 Measures: Actual Actual Estimate Proposed Reduce # of recordable injury/illness claims as 14% 28% 7.5% 7.5% compared to previous year by stated % Council Priority: Facilities and Basic Services Goal: To be a valued resource to City staff, providing them assistance needed to perform their missions most efficiently. Objective: Provide assistance timely, competently, and in a format most useful to recipient. Type of Measure: Program effectiveness Tool: Internal survey measuring satisfaction. Frequency: Ongoing Scoring: Progressing 90%+ ; Average 70-90%; Caution <70% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Satisfaction % as based on received surveys n/a n/a n/a 85% Council Priority: Family, Youth, and Community Goal: A wide range of activities and events are available to community. Objective: Assist event producers in meeting City’s safety and insurance requirements contained in Event requirements. Type of Measure: Outcome Tool: Analysis of special event log Frequency: Annual Scoring: 95%+ progressing, Average, 85-95%, Caution, 85%Trend:  CY 07 CY 08 CY 09 CY 10 Measures: Actual Actual Estimate Proposed % of reviewed events receiving authorization n/a n/a 95% 95% Annual Financial Plan 118 City of Flagstaff GENERAL ADMINISTRATION SECTION: SECTION 05 RISK MANAGEMENT 05-RISK MANAGEMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2007-2008 $ 212,296 17,637 5,592 $ 235,525 Adopted Budget 2008-2009 $ 222,443 33,726 4,919 $ 261,088 Estimated Expenditures 2008-2009 $ 165,823 32,510 4,919 $ 203,252 Proposed Budget 2009-2010 $ 152,611 39,251 5,519 $ 197,381 Budget-Budget Variance $ (69,832) 5,525 600 $ (63,707) $ $ $ $ $ $ $ $ 197,381 197,381 $ $ $ 101,427 14,805 13,149 7,264 29,550 2,190 3,929 25,067 197,381 EXPENDITURES BY PROGRAM: ADMINISTRATION TOTAL 235,525 235,525 261,088 261,088 203,252 203,252 (63,707) (63,707) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ COMMENTARY: The Risk Management operating budget has decreased 24% with no capital expenditures. Personal Services decreases are due to a 1 FTE staffing reduction for a Safety/Risk Management Specialist. In addition, there are salary and benefit decreases. Contractual increase is due to additional consultant fees. Commodities increase is due to internal work order charges for the Cherry Building facility. There is no major capital (>$10,000) for this division. Annual Financial Plan 119 City of Flagstaff GENERAL ADMINISTRATION SECTION 07 CITY ATTORNEY MISSION FY 09 ACCOMPLISHMENTS The mission of the City Attorney's Office is to prosecute misdemeanor crimes occurring in the City and to provide high quality legal services to the Mayor, City Council and City departments in an ethical, timely, and cost effective manner.       PROGRAM DESCRIPTION  The Law Division assures the legality of the official business of the City of Flagstaff by providing legal advice and opinions to the Mayor and Council, the City 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 and other legal documents involving the City.    Handled a 7% overall increase in cases prosecuted. Handled a 2% overall increase in civil assignments. Increased victims’ services by 35%. Closed 71% of DUI cases within six months of opening case. Closed 69% of civil assignments within 30 days. Successfully commenced diverting cases to a Mental Health Court. Negotiated with developer and creditors of Presidio project to move project forward. Improved contract review process through increased communication and creation of new templates. Obtained convictions in all DUI cases tried to a jury. Successfully defended City in administrative hearings. FY 10 NEW INITIATIVES  None Criminal Cases CY05 CY06 CY07 CY 08 New Criminal Cases 3,604 3,740 4,024 4,341 Domestic Violence Cases 529 604 659 642 Driving Under the Influence (DUI) cases 679 723 686 567 Criminal Traffic Cases (excluding DUI) 623 567 555 584 Sales Tax Cases 39 28 22 28 1,334 1,370 1,587 1,885 Underage Alcohol 93 152 194 295 Drug/Drug paraphernalia cases 307 296 321 340 693 983 1,161 1,655 6,636 8,866 12,761 17,165 Other Cases Number of Victims Served Victims' Services Performed (FY stats) Cases Reviewed for Charging Referred by PD Not Available 223 449 332 Pre-trial Conferences Not Available 3,463 3,658 3,764 204 247 225 201 -1% 4% 7% 7% Pending DUI files at year end % Increase in New Criminal Cases from Prior Year: Annual Financial Plan 120 City of Flagstaff GENERAL ADMINISTRATION SECTION 07 CITY ATTORNEY CY 2005 CY 2006 CY 2007 CY 2008 200 220 275 233 Legal Opinions/Research 54 99 80 129 Ordinances/Resolutions 157 117 117 108 Real Estate 36 33 29 44 Claims/Litigation/Hearings 18 22 15 54 Public Records Requests Not Available 18 10 18 59 55 80 35 524 564 606 621 Requests for Legal Assistance Contracts (includes contracts, development agreements, grants, IGAs, bids) Miscellaneous Total: PERFORMANCE MEASURES Council Priority: Public Safety Goal: Protect citizens and crime victims through the timely and fair prosecution of State laws and City ordinances. Objective: Avoid a backlog of cases. Type of Measure: Program Efficiency Tool: Calculate the ratio of number of charges opened to the number closed annually. Frequency: Annually Scoring: 90+% Performing; 75-90% Warning; below 75% Unacceptable Trend:  CY 07 CY 08 CY 09 CY 10 Measures: Actual Actual Estimate Proposed Number of charges opened 8303 8335 8368 8401 Number of charges closed 7622 7618 7644 7679 For Calendar Year 08 our scoring was within the Performing range of 90+% Council Priority: Basic Services Goal: Promote the timely and lawful provision of City services. Objective: Provide satisfactory legal services within client-established deadlines Type of Measure: Program Effectiveness Tool: Survey Frequency: Annual Scoring: 90+% Performing; 75-90% Warning; Below 75% Needs Attention Trend:  CY 07 CY 08 Measures: Actual Actual Overall rating of meets or exceeds expectations Annual Financial Plan n/a 121 n/a CY 09 Estimate CY 10 Proposed 90% 90% City of Flagstaff GENERAL ADMINISTRATION SECTION: SECTION 07 CITY ATTORNEY 07-LAW EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 1,408,440 35,104 54,505 9,402 $ 1,507,451 $ $ Adopted Budget 2008-2009 1,627,162 50,678 43,188 1,721,028 Estimated Expenditures 2008-2009 $ 1,524,758 42,076 49,221 $ 1,616,055 $ $ Proposed Budget 2009-2010 1,410,060 27,748 25,810 1,463,618 Budget-Budget Variance $ (217,102) (22,930) (17,378) $ (257,410) EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COUNCIL, COMM & DEPT'S POLICE COURT TOTAL $ $ 232,742 667,382 607,327 1,507,451 $ $ 245,867 799,194 675,967 1,721,028 $ $ 147,854 750,793 717,408 1,616,055 $ $ 132,240 607,631 723,747 1,463,618 $ $ (113,627) (191,563) 47,780 (257,410) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 1,124,054 38,707 41,319 46,630 106,640 6,292 12,674 87,302 1,463,618 COMMENTARY: The City Attorney operating budget has decreased 15% and there are no capital expenditures. Personal Services decreases are due to 1.25 FTE staffing reductions that include a Senior Assistant City Attorney (1 FTE), and an Intern (.25 FTE). In addition, there are salary and benefit decreases. Contractual decreases are due to reductions in travel and registration. Commodities decrease is due to non-library books/subscriptions. There is no major capital (>$10,000) for this division. Annual Financial Plan 122 City of Flagstaff Annual Financial Plan 123 City of Flagstaff 1 IT Services Supervisor ITAC Operations 1 Application Support Specialist I 1 Application Support Specialist II 1 Database Analyst III 1 System Administrator 1 Systems and Applications Manager Systems and Applications Operations 1 Network Administrator 1 Senior Network Administrator Network Operations Information Technology 08 1 Division Director (IT Director) Utilities, Services, & Safey 01 1 Deputy City Manager City Administration 01 1 City Manager INFORMATION TECHNOLOGY 1 GIS Systems Analyst 1 GIS Specialist 1 GIS Technician 1 GIS Manager GIS Operations GENERAL ADMINISTRATION SECTION 08 INFORMATION TECHNOLOGY FY 09 ACCOMPLISHMENTS MISSION  The mission of the Division of Information Technology (DoIT) 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.         PROGRAM DESCRIPTION  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.   Maintained an average of 99.95% availability of services. Voice over IP telephony phase one completed. Voice over IP telephony phase two initiated. Added the Aquaplex and the new Fire Station 5 to the iFlag network. Implemented public access wireless access points: PulliamCafe, AqauplexCafe and CityHallCafe, FS1Cafe, FS3Cafe. Successfully transitioned to a stand-alone Division with the City’s reorganization. Established an Enterprise Agreement with Microsoft. Purchased and implemented FlagstaffAZ.gov domain. Migrated to Microsoft Exchange/Outlook platform for email. Together with the PIO, implemented Internet video streaming of Council meetings and work sessions. Migrated GIS system to new servers and applications. New terrain model and aerial photos if the City made available. FY 10 NEW INITIATIVES AND GOALS    Continue deployment of Voice over IP telephony phones throughout the City. Develop GIS web applications for specific areas. Evaluate off-site SAN data replication pilot project. PERFORMANCE MEASURES Goal: Ensure high availability of DoIT services Council Priority: Customer Service Objective: Achieve 99.97% uptime of DoIT Services Type of Measure: Program effectiveness Tool: Server and network monitoring software Frequency: 24x7x52, availability checks run every 3-5 minutes Scoring: 99.97% Trend: ↑ CY 07 CY 08 CY 09 CY 10 Measures: Actual Actual Estimate Proposed Percentage of uptime hours versus total hours 98% 99.95% 99.96% 99.97% Annual Financial Plan 124 City of Flagstaff GENERAL ADMINISTRATION SECTION 08 INFORMATION TECHNOLOGY Goal: Ensure a high level of satisfaction with DoIT Council Priority: Customer Service Services Objective: Achieve 95% customer rating of satisfactory or better Type of Measure: Program effectiveness Tool: Web survey Frequency: 2 times per month Scoring: 95% Trend: ↔ CY 07 CY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Percentage of customer surveys returned as N/A 95% 95% 95% described Goal: Ensure a high level of satisfaction with DoIT Council Priority: Customer Service Services Objective: Achieve 90% completion of work requests on or before due date Type of Measure: Program effectiveness Tool: Data extraction and reporting Frequency: 1 time per month Scoring: 90% Trend: ↑ CY 07 CY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Percentage of work requests completed on or 76% 86% 88% 90% before the due date Annual Financial Plan 125 City of Flagstaff GENERAL ADMINISTRATION SECTION: SECTION 08 INFORMATION TECHNOLOGY 08-INFORMATION TECHNOLOGY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 1,014,527 378,410 52,708 90,999 $ 1,536,644 $ $ Adopted Budget 2008-2009 1,130,865 585,861 75,600 1,792,326 Estimated Expenditures 2008-2009 $ 1,034,421 562,836 59,217 $ 1,656,474 $ $ $ $ Proposed Budget 2009-2010 973,079 355,489 28,360 1,356,928 Budget-Budget Variance $ (157,786) (230,372) (47,240) $ (435,398) EXPENDITURES BY PROGRAM: ADMINISTRATION SYSTEMS SERVICES NETWORK GIS TOTAL $ $ 356,750 133,794 189,612 538,797 317,691 1,536,644 $ $ 332,366 478,937 204,154 352,605 424,264 1,792,326 $ 327,263 473,891 191,294 336,416 327,610 1,656,474 $ 241,474 488,962 87,971 220,801 317,720 1,356,928 $ $ (90,892) 10,025 (116,183) (131,804) (106,544) (435,398) SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 914,507 34,174 305,726 25,630 76,891 1,356,928 COMMENTARY: The Information Technology operating budget has decreased 24% with no capital expenditures. Personal Services decreases are due to 3 FTE staffing reductions. In addition, there are salary and benefit decreases. Contractual decreases are due to reductions in maintenance, education, and other miscellaneous services. Commodities decreases are due to reductions in computer equipment and supplies. Annual Financial Plan 126 City of Flagstaff GENERAL ADMINISTRATION       SECTION 65  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), Rule 123 Committee, ECourt Committee, Limited Jurisdiction Case Management System Development Group (LJCMS), 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, Mental Health Court and Homeless Court. Implemented a reorganization of court staffing and responsibilities around changes in automation and case filing. Completed the first phase of a facility evaluation study. Moving to final site selection and eventual bond election for new courthouse. Implement an Electronic Document Management System (EDMS) in coordination with state and county criminal justice partners. Trained probation staff in the implementation of Evidence Based Sentencing.          FY 10 NEW INITIATIVES AND GOALS   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. Annual Financial Plan  127 FLAGSTAFF MUNICIPAL COURT Implement the use of case management teams to review case loads and develop accountability in the management of cases. Implement additional CourTool performance measures to review case management team effectiveness and overall court performance. Take the permanent changes implemented to expedite DUI through the DUI Case Management Plan and apply the lessons learned to all cases. Continue with the development of options for new facilities to improve work environment, community access and security at the Municipal Court. Create a viable option to present to the City Council for location, funding and construction of a new court facility. Study the nature and size of cases that are backlogged in the system, create an action plan through the reorganization process to reduce. Begin to use state FARE funds along with state Fill The Gap funds and local court improvement fees to help with additional case load and elimination of backlog cases. Work toward process and automation changes that will meet the requirements so that the electronic records may be designated as the official record of the court. Participate in the pilot and implementation of a new automated Limited Jurisdiction Case Management System (LJCMS). Participate in the department wide roll-out of handheld electronic citation devices at the Flagstaff Police Department. Participate in leadership development of court staff through the Court Leadership Institute of Arizona (CLIA) and the creation of individual professional development plans. Develop and implement a Strategic Plan for FY10 in cooperation with the Criminal Justice Coordinating Council. City of Flagstaff GENERAL ADMINISTRATION SECTION 65 FLAGSTAFF MUNICIPAL COURT PERFORMANCE MEASURES Municipal Court performance measures are based on the CourTools Trial Court Performance Measures developed by the National Center for State Courts. Ten core measures have been developed. The court is moving toward implementing all ten measures over the next several years. Council Priority: Public Safety Goal: Timely Adjudication of cases filed in the court. Objective: Meet or exceed case management standards and state average for limited jurisdiction courts. Type of Measure: Outcome Tool: Time to Disposition for all case types Frequency: Annual Scoring: Excluding warrant time: Green – 90%+ in 90 days, Yellow – 80% to 89% in 90 days, Red – Less than 80% in 90 days. Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Total cases cleared in 90 days excluding warrant 94% 95% 95% 94% time W Ex W Ex W Ex W Ex Cases completed in 0 – 30 days (08 State 51% 62% 54% 63% 54% 63% 53% 63% average = 44%) Cases completed in 31 – 60 days (08 State 20% 24% 22% 25% 22% 25% 20% 24% average = 23%) Cases completed in 61 – 90 days (08 State 7% 8% 6% 7% 6% 7% 6% 7% average = 11%) Cases completed in 91 – 120 days (08 State 4% 5% 4% 4% 4% 4% 4% 5% average = 11%) Cases completed 121+ days (08 State average = 18% 1% 14% 1% 14% 1% 17% 1% 11%) W - Time Cases completed in 0 – 30 days (08 State average = 44%) to disposition does not exclude time cases that were out on warrant status. 99% of 121+ day cases were on warrant. The high clearance rate in 121+ days reflects efforts by the court to clear old cases with an emphasis on pending DUIs. Ex - Excludes warrant status time, less than 1% of cases exceed 121+ days unless they are on warrant. Annual Financial Plan 128 City of Flagstaff GENERAL ADMINISTRATION SECTION 65 FLAGSTAFF MUNICIPAL COURT Council Priority: Public Safety Goal: Timely adjudication of cases filed in the court. Objective: Meet or exceed case management standards and state average for limited jurisdiction courts. Type of Measure: Outcome Tool: Clearance Rates for all case types Frequency: Annual Scoring: Green – 90%+, Yellow – 70% to 89%, Red – Below 70% . Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Clearance Rate 88.5% 87.8% 84.0% 88.0% Council Priority: Fiscal Accountability 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. Type of Measure: Output Tool: Collection of Monetary Penalties Frequency: Annual Scoring: Dollar Amount Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Amount of city general funds collected $1,314,057 $1,123,337 $1,100,000 $1,200,000 Amount of surcharges/state funds collected $2,133,668 $1,802,946 $1,900,000 $2,000,000 Amount of other local funds collected $379,756 $304,584 $450,000 $460,000 Total amount of fines/fees collected $3,827,481 $3,230,867 $3,450,000 $3,660,000 Amount of restitution paid $48,862 $45,231 $42,000 $44,000 Amount of bonds posted $777,110 $848,604 $550,000 $560,000 Total amount of pass-through funds $825,972 $893,835 $592,000 $604,000 Total all financial transactions $4,653,454 $4,124,702 $4,042,000 $4,264,000 Annual Financial Plan 129 City of Flagstaff GENERAL ADMINISTRATION SECTION 65 FLAGSTAFF MUNICIPAL COURT Council Priority: Family, Youth and Community Goal: To have the public perceive the court to be fair and accessible when they come to do business there. Objective: To have a majority of clients agree that the court treated them fairly and was accessible to them. Type of Measure: Outcome Tool: Survey of Access and Fairness of Court Frequency: Annual Scoring: Green – 70% or more agree or strongly agree, Yellow - 50% to 69% agree or strongly agree, Red – less than 50% agree or strongly agree. Trend: N/A FY 07 FY 08 FY 09 FY 10 Measures: Those that Agree or Strongly Agree Actual Actual Estimate Proposed That: ACCESS Finding the courthouse was easy. N/A 84% 84% 84% The forms I needed were clear and easy to N/A 81% 85% 85% understand. I felt safe in the courthouse. N/A 86% 86% 86% The court makes reasonable efforts to remove N/A 76% 80% 80% physical and language barriers to service. I was able to get my business done in a N/A 73% 74% 70% reasonable amount of time. Court staff paid attention to my needs. N/A 81% 80% 80% I was treated with courtesy and respect. N/A 88% 90% 90% I easily found the courtroom or office I needed. N/A 88% 88% 88% The court’s website was useful. (36% marked N/A 54% 60% 60% N/A) The court’s hours of operation made it easy for N/A 76% 76% 70% me to do my business. FAIRNESS The way my case was handled was fair. N/A 71% 71% 75% The judge listened to my side of the story before N/A 74% 75% 76% he or she made a decision. The judge had the information necessary to N/A 70% 75% 75% make good decisions about my case. I was treated the same as everyone else. N/A 78% 80% 80% As I leave the court I know what to do next about N/A 84% 85% 85% my case. Annual Financial Plan 130 City of Flagstaff GENERAL ADMINISTRATION SECTION: SECTION 65 FLAGSTAFF MUNICIPAL COURT 65-CITY COURT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 1,929,176 669,519 70,593 15,000 $ 2,684,288 $ $ Adopted Budget 2008-2009 2,112,464 709,021 65,457 24,000 2,910,942 Estimated Expenditures 2008-2009 $ 1,962,453 662,432 56,689 $ 2,681,574 $ $ Proposed Budget 2009-2010 1,838,759 558,826 65,348 2,462,933 Budget-Budget Variance $ (273,705) (150,195) (109) (24,000) $ (448,009) EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COURT SERVICES RECORDS MANAGEMENT COURT ENFORCEMENT WARRANT DIVISION COURT OPERATIONS TOTAL $ $ 1,252,083 627,309 475,882 329,014 2,684,288 $ $ 1,200,843 747,270 66,279 541,246 142,905 212,399 2,910,942 $ $ 1,249,631 646,323 278,412 504,008 2,000 1,200 2,681,574 $ $ 1,105,165 661,297 14,000 486,545 118,460 77,466 2,462,933 $ $ 2,462,933 2,462,933 $ $ (95,678) (85,973) (52,279) (54,701) (24,445) (134,933) (448,009) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The City Court operating budget has decreased 15% and there are no capital expenditures. Personal Services decreases are due to 3.85 FTE staffing reductions that include reducing .2 FTE for the Court Interpreter, 2 Court Judicial Specialists, .25 Pro-Tem Magistrate, and 1.4 Warrant officers. Of these positions, the Court Judicial Specialist and Warrants officer positions (2.0 FTE) were vacant, and the .25 Pro-Tem Magistrate is on an "as needed" basis. A reduction of hours for many of the employees comprised the remaining 1.85 positions. Contractual decreases are due to reductions in consulting fees, janitorial services, postage and freight, and other miscellaneous services. Commodities decreased slightly, primarily due to a reduction in office supplies. One-time expenditures for this division include the use of Court Improvement Fees of $175,853 to offset further budget cuts. There are no major capital (>$10,000) expenditures planned for this section. Annual Financial Plan 131 City of Flagstaff Annual Financial Plan 132 City of Flagstaff MANAGEMENT SERVICES DIVISION MISSION The mission of the Customer Service Section is to ensure accurate and timely billing of Water, Sewer, Trash, Recycling, and Stormwater Services. The mission of the Purchasing Section is to support the goals and objectives of the City by delivering consistent and professional procurement support to all employees, and assist in making best value procurement decisions while maintaining the highest ethical standards. The mission of the Tax, Licensing, and Revenue Section 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 Finance and Budget Section 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 133 City of Flagstaff Annual Financial Plan 134 City of Flagstaff 2 Auditor II 2 Collections Specialist 1 Accounts Spec 1 Admin Specialist 1 Admin Assistant 1 Tax Lic & Rev Admin 1 Purchasing Director 3 Senior Procurement Specialist .5 Buyer 1 Warehouse Specialist 1 Admin Specialist 1 Admin Assistant Tax Lic & Revenue 10 Purchasing Section 9 Finance 13 1 Finance Director 1 Payroll Manager 1 Grants Manager 1 Payroll Assistant Payroll 2 Accountant II 1 Finance Manager Budget Grants 1.5 Account Clerk I 1 Accounts Specialist 1 Accountant II 1 Finance Manager Accounting 1 Management Services Director Management Services 09 1 Deputy City Manager Utilities, Services, & Safey ## 1 City Manager City Administration 01 MANAGEMENT SERVICES 4 Meter Reader 1 Meter Reader Supervisor 2 Admin Spec 2.75 Admin Asst 1 Customer Svc Mgr Customer Service 6 MANAGEMENT SERVICES SECTION 06 MISSION  The mission of the Customer Service Section is to ensure accurate and timely billing of Water, Sewer, Trash, Recycling, and Stormwater Services. Also to provide cashiering services for the Utility Billings and other City Hall services.  PROGRAM DESCRIPTION Customer Service is responsible for meter reading, water and sewer billing, and collection of delinquent accounts including the disconnection and lock off of water service for unpaid billings and non-sufficient fund checks for the Utilities Department. Unusually high or low water consumption is investigated and inactive meters are monitored for possible consumption. This division is also responsible for cashiering operations for most City departments and for the calculation and collection of utility system fees for all new or added construction.    FY 09 ACCOMPLISHMENTS    Service Code Conversion – Revamped the services codes in the Billing Software. We combined thirty-seven service codes down to nine. These changes allowed us to use the billing system more efficiently. We also began using component services for trash and recycling which makes the changing of service more accurate and timely. Automated Customer Letters – Created templates within our billing system to automatically create a letter for the customer based on minimum data entries. Clean Up Returned Checks – Working with the Sales Tax Section to collect on returned checks that have been with our check collection agency. Work Order Conversion – Converted the Sungard Service Orders to Work Orders. This was to allow Environmental Services to begin using Work Orders to help them be more efficient in management of information of the section. Mail Processing Equipment – Purchased new hardware and software to help process daily mail from customers. This system will read the payment stubs and checks, then upload the payments into the cash receipts system. Images can be stored and the information can be sent to our bank for immediate processing. Landfill and Police Cashiering – Worked with these two sections to allow them to use the Sungard Cash Receipt system. This eliminates double entry and allows better reconciliation and research. Using the cash receipt system will also allow the acceptance of credit cards at these locations. Automate On-line Bill Pay – Worked with our bank to change customer on-line payments they make thru their bank from a check format to an electronic transfer. Money will be remitted to our bank sooner and a file will upload to cash receipts. Red Flag Requirements – Created an internal document for the City to follow as related to identity theft as required by the Fair and Accurate Credit Transactions Act of 2003. FY 10 NEW INITIATIVES AND GOALS    Annual Financial Plan CUSTOMER SERVICE 135 Participate in the rate study for the Utilities Division by providing data from billing system and reviewing recommendations to see if our system can handle any changes recommended. Work toward integration between the Sungard Land Management application and the City’s GIS Mapping application so that our information is more consistent. Continue to promote Paperless and Bank Drafting. City of Flagstaff MANAGEMENT SERVICES SECTION 06 CUSTOMER SERVICE PERFORMANCE MEASURES Council Priority: Fiscal Health Goal: Limit the amount of accounts written off. Objective: Timely collections of past due accounts and adequate deposits billed to reduce the amount of receivables written off. Type of Measure: Program Outcome Tool: Annual accounts presented to Council and written off. Frequency: Annual Scoring: <.20% Very Good, .20 to .30% Adequate, >.30% needs attention Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Annual write off of customer accounts, excluding $37,014 $39,784 $45,000 $50,000 bankruptcies Write offs as a percentage of total billed 0.16% 0.18% 0.20% 0.20% Council Priority: Facilities and Basic Services Goal: Provide timely and accurate billings. Objective: Limit the number of estimated read billings and send bills to customers in a timely manner. Type of Measure: Outcome Tool: Spreadsheet data for meter reading and billing calendar. Frequency: Monthly Scoring: Reading Estimate: <2% Exceeding, 2-5% Meeting, >5% Not Meeting Billing: 34+ bills sent=Meeting, <34 bills sent=Not Meeting Trend: Reading - , Billing -  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Percent of estimated meter reads .89% 4.66% 4.75% 2.50% Number of bills sent out within 34 days of prior 33 35 36 36 bill (36 total) Annual Financial Plan 136 City of Flagstaff MANAGEMENT SERVICES SECTION: SECTION 06 CUSTOMER SERVICE 06-CUSTOMER SERVICE EXPENDITURES BY CATEGORY: Actual Expenditures 2007-2008 $ $ - Adopted Budget 2008-2009 $ $ - Estimated Expenditures 2008-2009 $ $ - Proposed Budget 2009-2010 $ 581,738 278,440 48,700 $ 908,878 Budget-Budget Variance $ 581,738 278,440 48,700 $ 908,878 GENERAL ADMINISTRATION FIELD READING COLLECTION CUSTOMER SERVICE $ - $ - $ - $ 270,710 207,162 95,935 335,071 $ 270,710 207,162 95,935 335,071 TOTAL $ - $ - $ - $ 908,878 $ 908,878 $ (21,471) 1,075 962 1,008 692,935 22,385 41 211,943 908,878 PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL EXPENDITURES BY PROGRAM: SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ COMMENTARY: Customer Service was transferred to Management Services from Utilities due to the 2010 Citywide reorganization. The Customer Service operating budget has decreased 6% and there are no capital expenditures. Personal Services decreases are due to reduction in salaries and benefits. Contractuals and Commodities decreases are due to prior year one time items and 2010 budget reductions. There is no major capital (<$10,000) for this section. Annual Financial Plan 137 City of Flagstaff MANAGEMENT SERVICES SECTION 09  MISSION The mission of the Purchasing Section is to support the goals and objectives of the City by delivering consistent and professional procurement support to all employees, and assist in making best value procurement decisions while maintaining the highest ethical standards.  PURCHASING Disposed of surplus property through on-line and on-site auctions that have brought in $179,595 in revenues for the City. Developed and implemented a more comprehensive payment application form used for construction projects that allow for more internal control of payments to Contractors. FY 10 NEW INITIATIVES AND GOALS PROGRAM DESCRIPTION  The objectives of the Purchasing Section is to provide program support in maximizing value for purchase dollars spent through either an informal or formal solicitation process and contract management; satisfy purchasing requirements at the lowest overall cost consistent with quality and service levels required; maintain continuity of supplies in support of City-wide programs; and disposition of surplus property.     FY 09 ACCOMPLISHMENTS      Provided regularly scheduled training sessions for Purchasing/Inventory software module. Provided regularly scheduled training sessions for Procurement Card Program. Obtained professional purchasing certifications (five out of six Buyers obtained professional purchasing certifications). Drafted and implemented standard templates for the various solicitation documents, and set them up as “fillable” forms.  Develop a format for the City’s contract listing of goods, services, and construction and post to the City website. Implement a standardization program with certain product categories to achieve cost savings. Implement “On-line” bidding, where bids can be submitted electronically through an on-line bidding process. Conduct more “Joint Bidding” with other Municipalities to leverage purchases and obtain more competitive pricing. Provide periodic training sessions for City employees on City wide procurement rules and practices. Conduct “Reverse” Vendor Shows to educate our vendor community on “How To Do Business With The City”, and make them aware of upcoming purchases. Establish a Business Outreach Program to give under utilized local businesses the opportunity to participate in, and benefit from, the City’s procurement program. PERFORMANCE MEASURES Council Priority: Facilities and Basic Services Goal: Provide exemplary customer service for the procurement of goods, services and construction. Objective: To provide timely formal and informal solicitations, contract management, and vendor management. Type of Measure: Program Effectiveness Tool: Internal Customer Survey Frequency: Annually Scoring: 75%+ progressing (Average) Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Overall rating of meets or exceeds expectations N/A N/A 80% 90% Annual Financial Plan 138 City of Flagstaff MANAGEMENT SERVICES SECTION 09 PURCHASING Council Priority: Fiscal Health Goal: Provide cost effective procurement of goods, services, and construction. Objective: Identify and implement cost saving, and cost avoidance opportunities in the procurement of goods, services, and construction. Type of Measure: Program Efficiency Tool: Documented comparison of budgeted dollars to actual dollars expended. Frequency: Annually Scoring: .0005% - Progressing (Average), .0005% -- .00025%-Caution (Warning), .00025% and less-Need to Review Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Total cost savings and/or cost avoidance as a N/A N/A .0005% .0005% percentage of total expenses. Council Priority: Fiscal Health Goal: To be efficient and effective with small dollar purchases. Objective: Continue to utilize procurement card program for more efficient and effective purchases of small dollar maintenance, repair and operating supplies. Type of Measure: Program Efficiency Tool: Percentage of total purchases utilizing procurement cards. Frequency: Annually Scoring: 5%- Progressing (Average), 2.5% -- 5%-Caution (Warning), 2.5% and less- Need To Review Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Percentage of total purchase transactions utilizing 2% 4% 5% 10% procurement card vs. requisition/purchase order process. Annual Financial Plan 139 City of Flagstaff MANAGEMENT SERVICES SECTION: SECTION 09 PURCHASING 09-MANAGEMENT SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 1,001,030 56,422 19,483 17,861 $ 1,094,796 Adopted Budget 2008-2009 $ 939,889 62,686 15,091 $ 1,017,666 Estimated Expenditures 2008-2009 $ 899,859 52,055 13,463 $ 965,377 Proposed Budget 2009-2010 $ 668,337 29,718 7,081 $ 705,136 Budget-Budget Variance $ (271,552) (32,968) (8,010) $ (312,530) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PURCHASING MAIL SERVICES GRANT ADMINISTRATION WAREHOUSE PROPERTY MANAGEMENT TOTAL $ 189,884 698,581 28,456 1 81,937 95,937 1,094,796 $ 188,109 613,257 32,726 81,456 102,118 1,017,666 $ 184,188 569,084 30,864 79,970 101,271 965,377 $ 176,659 442,510 8,500 77,467 705,136 $ (11,450) (170,747) (24,226) (3,989) (102,118) (312,530) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 222,010 69,743 58,133 12,681 196,951 3,108 11,065 131,445 705,136 COMMENTARY: The Management Services operating budget has decreased 31% with no capital expenditures. Personal Services decreases are due to 3.5 FTE staffing reductions that include an Administrative Assistant (2 FTE), a Buyer (1.5 FTE), and relocating the Real Estate Manager to another division. In addition, there are salary and benefit decreases. Contractual decreases are due to reductions in travel, registration, and education. Commodities decreases are due to reductions in office supplies and equipment. There is no major capital (>$10,000) for this section. Annual Financial Plan 140 City of Flagstaff MANAGEMENT SERVICES SECTION 10 TAX, LICENSING, & REVENUE MISSION FY 10 NEW INITIATIVES AND GOALS The mission of the Tax, Licensing and Revenue section is to ensure compliance with the City’s Business License ordinances and assist the public so the tax reporting problems can be avoided.  Select a vendor to provide and set up a new tax and licensing software program that will enable our customers to apply for licenses, file sales tax returns and make payments online. Given the large cost of this project, it will depend on the budget situation for this to move forward. PROGRAM DESCRIPTION  Put out an RFQ and RFP for an outside party to manage the city’s cash investments. This has become a time-consuming project that could probably be done more efficiently by a business that specializes in investments. The investments would be limited to those currently allowed by the city investment policy. City staff would oversee the investments made by the outside party. The Tax, Licensing, and Revenue section is responsible for the licensing of new businesses and the processing of city sales tax returns. Staff also collects 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 delinquencies from utility billings, library accounts, City Court fines, parking tickets, miscellaneous city billings and NSF checks. Staff also bills monthly for the miscellaneous receivable accounts. This division also invests excess funds. FY 09 ACCOMPLISHMENTS    Processed 37,285 city sales tax returns. A 3.9% increase over FY 07. Performed 133 sales tax audits and reviews generating $413,265 in tax revenue. Issued 1,414 sales tax and business licenses. A decrease of 12% from CY 07. Annual Financial Plan 141 City of Flagstaff MANAGEMENT SERVICES SECTION 10 TAX, LICENSING, & REVENUE PERFORMANCE MEASURES Council Priority: Fiscal Health Goal: Provide sales tax education to new business owners. Objective: Conduct at least 5 seminars during the year. Type of Measure: Output and Outcome Tool: Output: Number of people that attend the seminars. The goal is 80 people per year, an average of 16 per seminar. Tool: Outcome: At least 90% of the seminar evaluations completed by the attendees show that the seminars provided information and instruction that was easy to follow and that the material presented was basic, but provided sufficient detail. Frequency: 5 per year Scoring: Progressing, 75 people attended which is over 90% of the goal. Trend:  The number of attendees has stayed more or less at this level for the past few years. Trend:  The seminars are increasingly meeting the needs of our customers. FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Output-The number of people attending the 80 75 75 75 seminars Outcome- At least 90% of attendees found the 73% 83% 91% 90% seminar useful, the presentation and the materials provided were easy to follow. Council Priority: Fiscal Health Goal: Maintain a high collection rate of sales tax and miscellaneous billing accounts. Objective: Keep write-offs below 1% of total revenue. Type of Measure: Program Outcome Tool: Evaluate the amount of write-offs taken to council each year. Frequency: Annually Scoring: Progressing Trend:  The amounts written-off remain well under the goal of 1% of revenues. FY 07 FY 08 Measures: Actual Actual Outcome-Sales tax write-offs as a percentage of 0.1% 0.4% revenue Outcome-Miscellaneous receivables as a 0.4% 0.1% percentage of revenue Annual Financial Plan 142 FY 09 Estimate 0.4% FY 10 Proposed 0.4% 0.4% 0.4% City of Flagstaff MANAGEMENT SERVICES SECTION 10 TAX, LICENSING, & REVENUE Council Priority: Fiscal Health Goal: Invest city funds with the goal of maximum return but keeping in mind that safety of the principal is more important than the return on that principal. Objective: Achieve a rate of return on investments outside the Local Government Investment Pool (LGIP) that exceeds the LGIP rate. Type of Measure: Program Outcome Tool: Compare rate of return on investments outside the LGIP with the rate of return at the LGIP. Frequency: Annually Scoring: Progressing Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Annual rate of return on investments outside 4.14% 4.202% 4.19% 3.0% LGIP LGIP annual rate of return 5.20% 3.99% 1.12% 1.5% Council Priority: Fiscal Health Goal: Have a sales tax audit program that is financially self-sustaining and performing enough audits and reviews to keep a high profile within the business community. Objective: Sales tax audit assessments will exceed the cost of operating an audit program and performing approximately 80 audits and reviews per year. Type of Measure: Program Outcome Tool: Compare sales tax audit assessments with the expenses required to have an audit function. Frequency: Annually Scoring: Average Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Audit assessments for the fiscal year 547,957 538,813 250,000 450,000 Audit program expenses 165,402 165,605 186,965 190,000 Number of audits and reviews performed 78 133 50 80 Annual Financial Plan 143 City of Flagstaff MANAGEMENT SERVICES SECTION: SECTION 10 TAX, LICENSING, & REVENUE 10-TAX, LICENSES, AND REVENUE COLLECTION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2007-2008 $ 557,329 38,376 17,663 $ 613,368 Adopted Budget 2008-2009 $ 623,545 44,951 20,309 $ 688,805 Estimated Expenditures 2008-2009 $ 624,645 38,284 16,571 $ 679,500 Proposed Budget 2009-2010 $ 616,027 37,784 16,342 $ 670,153 Budget-Budget Variance $ (7,518) (7,167) (3,967) $ (18,652) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION AUDIT COLLECTIONS LICENSING AND CLERICAL ACCOUNTS RECEIVABLE TOTAL $ 212,036 155,608 123,724 79,051 42,949 613,368 $ 220,665 186,965 138,410 82,691 60,074 688,805 $ 212,560 186,965 138,410 82,691 58,874 679,500 $ 234,575 169585 122895 88865 54233 670,153 13,910 (17,380) (15,515) 6,174 (5,841) (18,652) $ SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 282,336 34,410 120,117 150,685 26,090 16,527 39,988 670,153 COMMENTARY: The Sales Tax operating budget has decreased 3% with no capital expenditures. Personal Services decreases are due to .5 FTE staffing reductions for an Administrative Assistant offset by a proposed retirement. In addition, there are salary and benefit decreases. Contractual decreases are due to reductions in travel, registration, and education. Commodities decreases are due to reductions in office supplies and equipment. There is no major capital (>$10,000) for this section. Annual Financial Plan 144 City of Flagstaff MANAGEMENT SERVICES SECTION 13 MISSION  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.      PROGRAM DESCRIPTION  The Finance Division provides a variety of financial services to the Council and City staff. Services include accounts payable, special financial analysis, grant management, citywide switchboard operations, and performance reporting. FY 09 ACCOMPLISHMENTS  Beta Test site for the new H.T.E. Sungard Public Sector Grants Management software. Purchased new Grants Management software. Implemented new Performance Measurement Dashboard Form for City Management. Implemented new Performance Measurement report form for the Budget Document. Completed the US Department of Commerce, Economic Development Administration grant for the Northern Arizona Science, Technology & Clean Energy Center. Assisted the City Manager’s Office in the Structural Reorganization of City Personnel and Divisions. Reorganized the Finance/Budget division. FY 10 NEW INITIATIVES AND GOALS    FINANCE/BUDGET  Received the Government Finance Officers Association (GFOA) Distinguished Budget presentation award for Fiscal Year 2009 for the fifteenth year in a row. Received special recognition from the GFOA on our Fiscal Year 2009 budget document for performance measurements for the second year.  Implement new Grants Management Software. Acquire grants from the new ‘‘American Recovery and Reinvestment Act of 2009’’ (Economic Stimulus package). Evaluate automated switchboard opportunities and evaluate current phone trees within City of Flagstaff. Explore paperless payroll as a City policy decision. PERFORMANCE MEASURES Council Priority: 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. Type of Measure: Outcome Tool: Produce Documents and Submit for Review Frequency: Yearly Scoring: 100% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed GFOA Certificate of Achievement 100% 100% 100% 100% GFOA Distinguished Budget Presentation Award 100% 100% 100% 100% Annual Financial Plan 145 City of Flagstaff MANAGEMENT SERVICES SECTION 13 FINANCE/BUDGET Council Priority: 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. Type of Measure: Outcome Tool: Budget Document – Schedule of Grant Revenues Frequency: Yearly Scoring: $10 million or more Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Grant Revenue Received $13,086,793 $14,254,066 $15,301,097 $13,655,985 Council Priority: Fiscal Health Goal: Increase the number of vendors paid through ACH transactions Objective: Have a total of 50 vendors paid through ACH transactions Type of Measure: Output Tool: Vendor Setup Letter Frequency: Every Check-Run Scoring: 90% Trend:  FY 07 FY 08 Measures: Actual Actual Vendors registered for ACH payments 2 5 FY 09 Estimate 50 FY 10 Proposed 200 Council Priority: Fiscal Health Goal: Limit the number of single audit auditor findings. Objective: To have no audit findings on either the City general or single audit. Type of Measure: Outcome Tool: Single Audit Frequency: Yearly Scoring: 100% Trend:  FY 07 FY 08 Measures: Actual Actual City of Flagstaff control deficiencies 2 3 City of Flagstaff significant deficiencies 0 0 Single audit findings 0 2 FY 09 Estimate 0 0 0 FY 10 Proposed 0 0 0 Annual Financial Plan 146 City of Flagstaff SECTION: 13-FINANCE AND BUDGET EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2007-2008 $ 945,212 46,835 28,047 $ 1,020,094 Adopted Budget 2008-2009 $ 1,040,678 50,205 20,305 $ 1,111,188 Estimated Expenditures 2008-2009 $ 987,221 34,905 29,754 $ 1,051,880 Proposed Budget 2009-2010 $ 921,852 23,655 13,231 $ 958,738 Budget-Budget Variance $ (118,826) (26,550) (7,074) $ (152,450) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ACCOUNTING PAYROLL ACCTS PAYABLE/ RECEIVABLE BUDGET GRANTS ADMINISTRATION TOTAL $ 183,184 405,730 146,356 159,550 11,234 114,040 1,020,094 $ 214,482 464,329 138,055 172,869 4,000 117,453 1,111,188 $ 191,073 421,397 142,960 172,219 9,000 115,231 1,051,880 $ 135,193 371,218 133,406 144,612 5,536 168,773 958,738 $ (79,289) (93,111) (4,649) (28,257) 1,536 51,320 (152,450) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 536,567 66,197 68,028 33,574 121,098 7,494 29,565 96,215 958,738 COMMENTARY: The Finance and Budget operating budget has decreased 14% with no capital expenditures. Personal Services decreases are due to 2.64 FTE staffing reductions that include an Account Clerk (1.5 FTE), an Accountant (1 FTE), and an Intern (.14 FTE) offset by the addition of a one-time Grant Assistant (1 FTE). In addition, there are salary and benefit decreases. Contractual decreases are due to reductions in travel, registration, and education. Commodities decreases are due to reductions in copying, office supplies and equipment. There is no major capital (>$10,000) for this section. Annual Financial Plan 147 City of Flagstaff Annual Financial Plan 148 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION MISSION The missions of the Community Development Administration, Planning and Development Services, 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 Metropolitan Planning Organization is to provide innovative solutions and communications with the public, achieved through intellectual and professional integrity. 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 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. Annual Financial Plan 149 City of Flagstaff Annual Financial Plan 150 City of Flagstaff .5 Admin Specialist .38 Intern 1 Multi Modal Trans Planner 1 Metro Planning Org Mgr FMPO 1 Code Compliance Officer I 1 Code Compliance Officer II 1 Code Compliance Supervisor 1 Zoning Code Administrator 1 Comprehensive Planning Manager Community and Neighborhood Planner Code Administration 3 Inspector II 5 Inspector I 1 Inspection Supervisor 1 Building Inspection Section Mgr Bulding Inspection 4 Bldg Plans Examiners Comprehensive Planning 1 Development Svcs Spec 1 Development Svcs Supervisor 1 Associate Planner 5 Planning Development Manager Building Planning Review 1 Building Official-Project Review Section Mgr Development Review 1 Project Mgt Administrator 1 Comm Housing & Grants Admin 1 Housing Project Coordinator 1 Permanent Affordability Administrator 1 Comm Housing & Nbrhood Planner 1 Admin Assistant 1 Planning Director 2 Admin Specialist Housing 19 1 Community Housing Manager Planning and Development Services 16 1.5 Admin Specialist 1 Division D irector (CD ) Community Development 15 Community Enhancement ## 1 Deputy City Manager 1 City Manager City Administration 01 COMMUNITY DEVELOPMENT .50 Intern 3 Project Manager 1 Traffic Engineer Transportation Engineering 05 1 Project Manager 1 Capital Improvements Engineer Planning 7 Project Manager 1 Capital Improvements Engineer Delivery 1 Administrative Specialist Capital Improvements 03 1 Admin Specialist Engineering 17 1 City Engineer PW Inspection 3 Project Manager 1 Engineering Tech II 1 Engineering Tech III .5 Engineering Tech I 1 Engineering Tech Leadworker 1 Assistant City Engineer Private Development Engineering .5 Matl Tech Aide (Temp) 2 Matl Tech I 1 Matl Tech II 6 Engineering Inspector 1 Inspection Supervisor 1 Construction Manager COMMUNITY DEVELOPMENT SECTION 03  MISSION The Capital Improvements Program provides efficient and responsible management of resources in order to deliver a quality program and projects to improve the community of Flagstaff.   PROGRAM DESCRIPTION  The Capital Improvements Program coordinates the development of the City’s 5-year Capital Plan and provides individual project planning and delivery for Capital Improvements Projects. The Program is responsible for the efficient and effective project planning, programming (budget, schedule, scoping) and administration of design and construction services for City facilities and infrastructure while ensuring an appropriate level of public involvement and accountability.     FY 09 ACCOMPLISHMENTS          Completed City-wide preliminary master plan study and assessment. 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. 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 update for 2010–2014. Continued administration of initial consultant services for identification and evaluation of FUTS/Open Space acquisitions. Annual Financial Plan        151 CAPITAL IMPROVEMENTS Assisted in the identification of potential economic stimulus projects at both the local and Federal level. Provided project and contract administration services for the $18 M Aspen Place Special Improvement District Completed BNSF Railway agreements and contract documents for the implementation of Quiet Zones at grade crossings throughout Flagstaff. Completed project management services for the $16.5 M Flagstaff Aquaplex Facility – dedicated and opened August 2008. Continued Rio de Flag project coordination with Army Corps of Engineers including construction phase liaison for the Clay Ave. Detention Basin. Completed project management services for new Fire Station #5 – dedicated and opened July 2008. Completed Project management for Butler Ave medians and pedestrian enhancements at the NAU Conference Center and for the Butler Ave/S. Fourth St. Traffic Signal. Completed administration of design services for the paving of Industrial Dr. between Fanning Dr. and Eagle Mountain Dr. Continued project management services for the FUTS Crescent to Observatory Mesa and Blue Willow to Hwy 180 projects. Project management and design phase services for the Sixth Ave/West St. intersection improvements. Completed property rights acquisition and coordinated utility relocations with FHWA and US Forest Service for the $11 M Lake Mary Road Improvements project which is scheduled to begin construction in spring 2009. Provided project management and construction contract administration for the US 89 N. Streetscape project – scheduled for completion in April 2009. Provided project management services for substantial completion of Huntington Dr. Reconstruction – November 2008. Completed project management services for Sunnyside Ph IV and Ph IV-A Street and Utility improvements. Completed project management services for N. Arizona Center for Emerging Technologies – dedicated September 2008. City of Flagstaff COMMUNITY DEVELOPMENT       SECTION 03 Continued administration of design and construction phase services for Fire Stations #2 and #3. Completed pedestrian safety improvements at Navajo and Bonito Dr. and sidewalk replacements at Ft. Valley Rd. from Sechrist Elementary School to Stevanna Drive. Provided project management services for the Steves Rail Crossing Study, South Fourth St. Corridor Study and Lone Tree Overpass Study. Generated contract documents and consultation agreements to complete Lone Tree Overpass Study and Fourth St. Corridor Study, studies valued at $0.3 M. Initiated and advanced designs towards construction for 13 capital projects valued at $44.4M. Initiated construction documents or are under construction for 9 projects valued at $65.9M including: o USGS Bldg #2 Demolition o Fire Station #3 o Rio de Flag Detention Basis o Rio de Flag Butler tunnel o Lake Mary Road widening o US *9 streetscape o Railroad quiet zone modifications o Aspen Sawmill improvement district  Completed construction of 12 city projects valued at $24.9M including: o Fire Station #5 o NAST&CE, Business Incubator o Sunnyside Ph IV o Phoenix Avenue Parking Lot o East Flagstaff Traffic Interchange o Rio North FUTS o Visitor Center platform improvement o Fort Valley and Bonito Sidewalks o Huntington Drive improvements  Projects under warranty or moved into warranty, 11 valued at $59.7M including: o Fire Station #1 o Aquaplex o Marketplace intersection o Country Club landscaping o Butler Conference Center medians Annual Financial Plan CAPITAL IMPROVEMENTS FY 10 NEW INITIATIVES AND GOALS  Facilities and Public Safety Ensure development and completion of all public facilities and infrastructure, including Fire Stations, Quiet Zones/Wayside Horns and street improvements in a manner that promotes the effective delivery of basic services and assures the public safety.  Fiscal Health o Maintain well trained and team-centered staff. o Track continuous improvement of internal processes to ensure timely delivery of projects while complying with all policy and legal requirements. o Enhance recurring communication with internal clients and stakeholders and provide regular comprehensive project reporting.  Continue to ensure an appropriate level of public involvement and accountability.  Community Sustainability Continue facilitation of the capital planning process and five year capital program to assure the most effective allocation of the City’s capital resources.  Capital Project Delivery The forecast for projects that the Capital program expects to achieve major milestones encompasses 13 projects with a total City Value of $34.6 M and includes: Planning/Design – o Industrial Drive road improvements, Huntington to Nestle-Purina – Award design summer ’10. o Crescent to Observatory Mesa bridge FUTS – Complete Design Summer ’10. o Loan Tree Overpass – Award study and in progress. o Steves Fanning closure study – Report complete Fall ’10. Construction o Lake Mary Road Forest Highway 3 – Award contract and in construction through Dec ’10. o Woodlands Village Blvd medians – Award contract and in construction Ph I Summer ’10. o Downtown Southside improvements Award contract and in construction through Fall ’10. 152 City of Flagstaff COMMUNITY DEVELOPMENT o o o o SECTION 03 Route 66 Downtown FUTS - Award contract and in construction Spring ’10. Sunnyside Phase V improvements – Award contract and in construction Through Fall ’10. Industrial Drive road improvements, Fanning to Eagle Mountain Drive – Construction complete Dec 09. Brannen/Colorado Paving Construction complete Aug ’09. CAPITAL IMPROVEMENTS o o o Rio De Flagstaff Butler tunnel Construction complete through May ’10. Rio De Flagstaff Clay Basin Detention - Construction complete Summer ’09. Fire Station #3 - Construction complete Aug ’09. PERFORMANCE MEASURES Council Priority: Fiscal Health Goal: Fiscal Responsibility Objective: Deliver Capital projects within approved budgets Type of Measure: Program Outcome Tool: Aggregated data from a MS Access data base that tracks projects completed within +/- 5% of approved budget. Frequency: Quarterly (using a 12 month moving trend) Scoring: See above chart Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Percentage of projects completed within 5% of No Q1 - NA Q1 - 35% 90% authorized amount measurement Q2 -NA Q2 - 57% Q3 - 39% Q3 – Q4 - 43% Q4 Council Priority: Fiscal Health Goal: Fiscal Responsibility Objective: Deliver Capital projects within approved schedule Type of Measure: Program Outcome Tool: Aggregated data for projects completed as defined by the schedule at the time of Council award of construction. Frequency: Quarterly (using a 12 month moving trend) Scoring: See above chart Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Percentage of projects completed within 3 No Q1 – N/A Q1 – 77% 90% months of accepted schedule measurement Q2 – N/A Q2 – 93% Q3 - 57% Q3 Q4 - 47% Q4 Annual Financial Plan 153 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 03 CAPITAL IMPROVEMENTS Council Priority: Community Sustainability Goal: Effective establishment and allocation of capital resources to deliver community improvements based on Council priorities Objective: Coordination and development of a comprehensive, integrated 5 year capital program Type of Measure: Program Outcome Tool: Coordination with Divisions responsible for capital programs, number of projects active vs. budgeted Frequency: Annual Scoring: New measurement – no history Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Percentage of programmed projects No No 80% 85% implemented within 2 years of the project’s measurement measurement initially programmed starting year SECTION: 03-CAPITAL IMPROVEMENTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2007-2008 $ 673,650 110,203 (902,024) $ (118,171) Adopted Budget 2008-2009 $ 1,342,715 181,874 (1,698,412) $ (173,823) Estimated Expenditures 2008-2009 $ 1,242,729 95,820 (1,509,798) $ (171,249) Proposed Budget 2009-2010 $ 1,111,855 156,750 (1,387,626) $ (119,021) Budget-Budget Variance $ (230,860) (25,124) 310,786 $ 54,802 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PROJECT MANAGEMENT ADOT PROJECT COORDINATION UNPLANNED/UNPROGAMED WORK 5 YEAR CAPITAL PROG DEV TOTAL $ (171,669) (111,139) 16,439 6,816 141,382 (118,171) $ 128,074 (518,523) 17,901 198,725 (173,823) $ 152,261 (452,436) 17,901 7,340 103,685 (171,249) $ 96,100 (371,796) 12,099 144,576 (119,021) $ $ (119,021) (119,021) $ (31,974) 146,727 (5,802) (54,149) 54,802 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Capital Management operating budget has decreased 32% and there are no capital expenditures. Personal Services decreases are due to 3.5 FTE staffing reductions that includes one Engineering Technician, two Project Managers and .5 FTE of Intern. In addition, there are salary and benefit decreases. Contractuals and Commodities are reduced to minimum level in all line items. The Capital Management Section is allocated to the sections it provides services for based on an hourly rate percentage. All costs plus the administrative overhead assigned to the section are allocated. Annual Financial Plan 154 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 14 MISSION  The Metropolitan Planning Organization provides Innovative solutions and communications with the public, achieved through intellectual and professional integrity.     PROGRAM DESCRIPTION The transportation vision for the region is created by the FMPO partners actively engaging our stakeholders and public. The FMPO, with our partners and stakeholders, aggressively advances its plans and projects to fulfill that vision. FUTS Signage program design and implementation management. Significant role in drafting and team coordination on $855,000 federal grant to widen Lake Mary Rd. Hosted Safe Routes to School workshop in October. Successful Pedestrian Awareness Week. Significant role in drafting and team coordination on $135,000 Heritage Fund grant for Crescent FUTS bridge. FY 10 NEW INITIATIVES AND GOALS   FY 09 ACCOMPLISHMENTS  FLAGSTAFF MPO  Regional Transportation Plan update including innovations or advancements on community character, traffic & transportation modeling, land use projections, safety and project cost estimating. Information campaigns for federal, state, and local funding initiatives and/or legislation. Transition of FMPO Regional Transportation Plan update (c. 2009) with City/County Regional Plan effort. Coordination and support for state and local initiatives including Lone Tree Overpass study, Kachina Village plan, etc. PERFORMANCE MEASURES Council Priority: Facilities & Basic Services Goal: To maintain a transportation system performance monitoring and reporting system Objective: To annually educate policy makers, transportation system operators and the public on how successful transportation policies are being achieved through capital, land use and operations. Type of Measure: Program Outcome Tool: Report comprised of Citizen Survey (aspect of Cityscape effort); regional transportation model outputs. Frequency: Annual Scoring: Citizen Perception (77% - 10/06 trip diary survey: system meets travel needs); FMPO Executive Board acceptance Trend:  Board acceptance -  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Percent of regional residents finding N/A N/A 77% 80% transportation system meets their needs somewhat well or very well. Executive Board accepts findings of annual N/A N/A N/A 100% Performance Report Annual Financial Plan 155 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 14 FLAGSTAFF MPO Council Priority: Community Sustainability Goal: Achieve public support for federal, state and local funding or legislation to fulfill broader transportation policies. Objective: Develop and sustain 70% public support for transportation funding measures proposed by the state or city that comply with the FMPO regional transportation plan. Type of Measure: Outcome Tool: Survey (with city or other support); citizen comment forms Frequency: Quarterly Scoring: 90% (63/70) Trend:  (As information is disseminated, issues identified and responded to) FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Percent of city and/or regional residents N/A N/A N/A 70% supporting proposal Council Priority: Facilities & Basic Services Goal: Provide design level transportation system detail for use by city, county and state transportation staff and local development interests. Objective: Annually produce a regional transportation model that exceeds industry standards. Type of Measure: Program output Tool: Model output compared to industry standards for production-attraction balance, screen-line and functional classification on percent and root mean-square error basis. Frequency: Annually Scoring: 65% or less of the industry standard RMSE of 35. Trend:  (smaller is better) FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Root mean square error for roadway volumes 22/35 (62%) N/A 21/35 21/35 FMPO/Industry (60%) (60%) Non-auto mode share accuracy (based on trip Unknown Unknown 65% 68% diary survey (every 3-5 years) Annual Financial Plan 156 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 14 FLAGSTAFF MPO 14-MPO EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2007-2008 $ 215,249 200,123 (21,562) $ 393,810 Adopted Budget 2008-2009 $ 245,273 249,830 (45,321) $ 449,782 Estimated Expenditures 2008-2009 $ 237,292 305,522 (47,496) $ 495,318 Proposed Budget 2009-2010 $ 238,392 82,920 (32,893) $ 288,419 Budget-Budget Variance $ (6,881) (166,910) 12,428 $ (161,363) $ $ $ $ $ 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 $ 128,777 136 77,323 18,029 9,963 144,022 15,560 393,810 $ 215,382 30,000 204,400 449,782 $ 155,180 106,256 30,917 33,389 160,050 9,526 495,318 $ 231,419 3,000 54,000 288,419 $ $ 288,419 288,419 $ 16,037 (27,000) (150,400) (161,363) SOURCE OF FUNDING: METROPOLITAN PLANNING FUND COMMENTARY: The MPO operating budget has decreased 36% and there are no capital expenditures. Personal Services include both salary and benefit decreases. Contractual decrease are due to lower costs in Short Range Data Collection and Long Range Transport. Commodities decreases are due to the Contra Work Order Charges. There is no major capital (>$10,000) for this section. The MPO is a 100% grant reimbursed program. Annual Financial Plan 157 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 15 MISSION  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.       ADMINISTRATION CD Leadership Team and on-going excellence initiatives. AGTS Supervisor’s Academy Training. Project Delivery System Training. Rio de Flag Project Leadership. Partnership with Community Investment on numerous economic development projects. Leadership through 19% budget reduction. Performance Measurement enhancements. PROGRAM DESCRIPTION Community Development Administration provides leadership and vision for and coordinates the activities of the Engineering Section, the Housing Section and the Planning and Development Services Section. Administration also serves Community Development by coordinating issue resolution with other City Divisions and with external agencies. FY 10 NEW INITIATIVES AND GOALS          FY 09 ACCOMPLISHMENTS   Community Sustainability. Annual Division Retreat. Quarterly Staff Meetings. CD Leadership Team and on-going excellence initiatives. Project Delivery System Training (in-house). Rio de Flag Project Leadership. FUTS/Open Space Cabinet. IT Cabinet. Economic development project partnerships. Annual Division Retreat. Quarterly Staff Meetings. PERFORMANCE MEASURES Council Priority: Community Sustainability Goal: Create a built community that enhances the community’s character Objective: Ensure that developments within the City are creating a positive built environment. Type of Measure: Outcome Tool: Survey of C.D. clients Frequency: Annually Scoring: 75% of clients favorable Trend:  FY 07 FY 08 FY 09 Measures: Actual Actual Estimate Percentage of Community Development clients N/A N/A N/A and citizens who agree that a sampling of new development, capital and housing projects are positively affecting our built environment Annual Financial Plan 158 FY 10 Proposed 75% City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 15 ADMINISTRATION 15-COMMUNITY DEVELOPMENT ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2007-2008 $ 226,251 17,981 18,005 $ 262,237 Adopted Budget 2008-2009 $ 240,327 23,859 17,950 $ 282,136 Estimated Expenditures 2008-2009 $ 267,490 16,445 17,953 $ 301,888 Proposed Budget 2009-2010 $ 256,912 7,963 23,400 $ 288,275 Budget-Budget Variance $ 16,585 (15,896) 5,450 $ 6,139 $ $ $ $ $ $ $ $ 288,275 288,275 $ $ $ $ 288,275 288,275 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TOTAL 262,237 262,237 282,136 282,136 301,888 301,888 6,139 6,139 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Community Development operating budget has increased by 2% and there are no capital expenditures. Personal Services increases are due to the Citywide reorganization. In addition there are salary and benefit decreases, including reducing an Administrative Assistant from 1.0 FTE to a .5 FTE. Contractual decreases are due to decreased costs related to travel, education and training, advertising and memberships. Commodities increases are due to maintenance and contracts for high-tech machines/computers, plotters, and other equipment. There are no major capital (>$10,000) expenditures planned for this section. Annual Financial Plan 159 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 16 MISSION permits. The plan reviews provide detailed plan check to ensure compliance with applicable codes and ordinances. The mission of the Community Development Division 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 Safety and Inspection Program is primarily responsible for administering and enforcing the provisions of the various codes regulating horizontal and vertical construction, to ensure compliance with applicable codes and ordinances, on-site inspections, review and update of all codes to conform to current trends in the engineering and construction industry, and abatement of safety hazards and unsanitary conditions. PROGRAM DESCRIPTION The Planning & Development Services Section 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. This section is also responsible for processing changes to the Regional Plan and Land Development Code. Our customers include the general public, developers, trade groups, other city and county staff, the Planning and Zoning Commission, and the City Council. The Zoning Code Administration Program is responsible for ensuring fair and consistent interpretation and administration of the Land Development Code and providing timely updates and amendments to the code. For the current and upcoming fiscal years, the primary task will be continuing work on the comprehensive rewrite of the Land Development Code. In addition, the Code Compliance Program promotes the health, wellbeing, and general quality of life for the citizens of Flagstaff by ensuring compliance with relevant city codes. The Section is divided into five programs. The Current Planning Program is responsible for reviewing applications (such as site plans, rezoning, & plats). Staff applies the applicable city codes, such as the Land Development Code, and works with applicants, area residents, the Development Review Board, the Planning and Zoning Commission and the City Council to achieve the best results for all parties. The program also provides customer service to external and internal clients and is the information hub to the Community Development Division for all activities that are processed through the front counter. The Advance Planning is responsible for engaging the community to participate in developing comprehensive planning for preservation and growth of a sustainable Flagstaff through the creation, adoption and implementation of the Regional Plan, Neighborhood Plans, Area and Specific Plans, as well as providing technical assistance to city departments to ensure proposed developments, programs, policies and goals support the vision of the Regional Plan as adopted by City Council and ratified by Flagstaff citizens. The Building & Safety Program is primarily responsible for administering and enforcing the provisions of the various International model codes and energy code, adopting changes to Title 4 of City Code for building code amendments regulating horizontal and vertical construction and reviewing both residential and commercial construction plans to facilitate future development in the City of Flagstaff. Staff provides our clients with the highest level of progressive interpretation of requirements which assist in problem solving to achieve the clients’ goals for timely issuance of construction Annual Financial Plan PLANNING & SERVICES DEVELOPMENT FY 09 ACCOMPLISHMENTS     160 Scheduled, planned and began the Regional Land Use and Transportation Plan update process. Amend RLUTP and rezone Airport Parcel. Adopt the Lone Tree Corridor Specific Plan. Managed the Juniper Point TND. City of Flagstaff COMMUNITY DEVELOPMENT        SECTION 16  Authored and awarded 1 million dollars in ADOT grants for neighborhood beatification projects:  S. San Francisco and Beaver St.  Woodlands Village Medians Landscaping Master Plan Route 66 Conceptual Streetscape Plan Staff Liaison for Beautification and Public Art Commission developing five (5) Year Plan for Public Art Initiate La Plaza Vieja Neighborhood Plan study Established cooperative relations to work on 2010 census count. Began a phased neighborhood program to foster communication with the city and other neighborhood organizations which will be realized through (a) Neighborhood registration, (b) web-site, and (c) Speakers bureau.   NOTE: An (*) indicates Neighborhood Planning accomplishment performed under Section 1807.The latest revised International Building Code series were presented to Council and adopted through a series of Resolution/Ordinances to incorporate the 2007 City of Flagstaff Building Code Amendments. This included the first Energy Conservation code for the City of Flagstaff as well as making the necessary accreditation requirements for the Insurance Services Organization (ISO) that ranks the building communities performance every five years. This became effective on Jan 18 and Feb 22, 2008. A Development Review process was finalized, and the establishment of a single-point-ofcontact was implemented during the first part of the year. Staff is continuing to improve tracking processes and moved a dedicated Plans Examiner to the front counter operation of Community Development to assist clients with coordination of the permit process. The Planning and Development Services section continues to evolve and analyze the needs of the client; this process of reinventing itself has allowed the organization to be flexible and provide the needed services as the development and construction industry changes. Annual Financial Plan      161 PLANNING & SERVICES DEVELOPMENT Both Commercial and Residential Plan review now does a 72-hour initial review and has recently altered that process to eliminate the initial review for clients willing to discuss the project with a plans examiner first at a colocated office to City Hall. These one-on-one meetings provide very direct input to the client so they don't have to wait for a first-review comment letter (revisions). Update training and re-certification of Intergovernmental agreement (IGA) with the State of Arizona office of Manufactured Housing done with City Council and Mayor. This allows continued timely inspections for a nominal fee for new and re-located manufactured housing. Sustainability and Green Building continues as an emphasis in the building community. The Building Official, working the Coconino County's Sustainability Committee, meets monthly at Willow Bend to discuss strategies and disseminate information on projects. This has evolved over the past five years to include a Resource Directory, links between the City and County websites, a County sponsored "green building" review process and the inclusion of this joint checklist to be used in lieu of the Department of Energy RESCHECK program for residential submittals. Developed with citizen outreach and public meeting, three important processes to bring PV solar permits, thermal solar permits and Accessory Wind Energy Systems (wind turbines) into easy reach for owner-builders and contractors. Worked extensively with APS for the grid-interconnect system requirements. Trained inspectors for sustainability construction. Trained inspectors for energy code requirements. No on-the-job injuries. Developed a Business Manual for the Building Inspection Program. City of Flagstaff COMMUNITY DEVELOPMENT          SECTION 16  Adoption of amendments to the Land Development Code to increase height in the MH-E zoning district. 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. (This code received an Arizona Planning Association Award for best zoning ordinance and an Honorable Mention from the Form-Based Code Institute.) Adoption of comprehensive amendments to the Land Development Code to permit wind turbines in commercial and industrial zoning districts. 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 amendments to the Land Development Code to establish the Landmark Design Review Overlay District. Hired a consultant to assist with the rewrite of the Land Development Code. Phase 1 of the rewrite process will commence in February 2009. Improved relationships between neighborhood organizations and code compliance staff, (e.g. Plaza de Vieja). Organized a number of very successful neighborhood clean-ups in Southside and Plaza de Vieja. Completed overhaul of code compliance procedures and processes to ensure more timely and efficient customer service. Process major rezoning/regional plan amendment/CUP cases such as: Crestview, Clear Creek South Apartments, YMCA, Juniper Point: a TND development with regulating plan, form-based code and development agreement. St. Francis de Assisi Church rezoning and conditional use permit. Canyon Del Rio case could also require a plan amendment. Annual Financial Plan         PLANNING & SERVICES DEVELOPMENT Approved 216 single-family lots, 391 multi-family dwelling units, and 213,145 square feet of industrial development, 255,565 square feet of commercial development and 295 motel rooms. The Current Planning Program has and will continue to provide expertise to the Community Investment Division on several redevelopment and economic development projects such as Flagstaff Marketplace/Auto Park Development, Sawmill re-visions, Downtown Redevelopment, Fourth Street/City Property, annexation/rezoning and re-development project and Southside implementation. Implementing the Development Impact Fee system into the review process. Reviewed and processed 137 miscellaneous commercial building permits. Processed 17 lot split/combination permits. Updated and maintained the Land Information system and coordinated information with GIS. Reviewed and approved the Super Wal-Mart site plan. Completed the Current Planning & Front Counter Procedures and Processes manuals. Increased hours of front counter operations. FY 10 NEW INITIATIVES AND GOALS Public Safety:  Annual update of International Building Codes to balance increases in costs versus the public safety for new construction and additions (residential and commercial).  Conduct in-house training for consistency in building code enforcement and to enhance the inspector’s ability to make good decisions.  Continue with proactive and reactive code compliance to courteously enforce community values to foster clean, safe and orderly neighborhoods.  Implement a comprehensive report-writing program developed in cooperation with the Police Department to ensure tracking of timely, follow-up inspections and detailed recording of compliance history on a property. 162 City of Flagstaff COMMUNITY DEVELOPMENT    SECTION 16 Ensure that all code compliance officers are certified as zoning inspectors and property maintenance inspectors with the International Code Council (ICC). Continue to process developments that comply with all public safety and access standards. Continue to work with the Fire Department to promote forest resource reductions though the comprehensive stewardship process. Assist with the annual update of the Engineering Standards. With the rewrite of the Land Development Code, provide development standards that work in concert with public safety requirements.   assure that regulatory changes are executable in the field. Through the adoption of an updated zoning ordinance (Land Development Code), encourage sustainable economic vitality, environmental protection and social inclusion so that community residents and visitors can enjoy a better quality of life. Continue to implement the city’s lighting code to protect the quality of Flagstaff’s dark skies. Obtain bus stops/shelters through the development review process. Economic Vitality:  Through the eventual adoption of an updated Regional Plan, promote economic vitality through infill, new growth and development while ensuring compatible uses, compact development and location of appropriate sites to support economic opportunities.  Through the eventual adoption of a revised and updated Land Development Code, promote economic vitality through new growth and development.  Continue the streamline of the Development Review Board Process. Implemented and improved the single-point-of-contact system to provide clear and focused customer service in processing the various types of development proposals. Affordable Housing:  Through Regional Plan 2012 and Neighborhood Plans, actively promote and encourage the development of affordable housing opportunities.  Use the tools approved by City Council to work with developers to increase the number of new homes to be affordable in exchange for quantities of required resource protection and densities.  Through the Land Development Code rewrite, actively promote and encourage the development of affordable housing opportunities.  Obtain additional workforce housing through the rezoning process. Actively promote affordable housing opportunities in all residential projects being processed. Environmental Sustainability:  Engage the public, business community agencies and city/county departments to participate in the Regional Plan process to identify environmental sustainable goals, policies and strategies to incorporate in the Regional Plan.  The new Neighborhood Program website will have a link to provide guidance to the city’s environmental programs and information.  The Building & Safety program is constantly reviewing methods to include new building science into construction. In an effort to assist with environmentally friendly materials, alternate energy systems and life-cycle cost benefits, staff will work on new permitting processes to make it easier to install wind generators, solar PV and thermal systems and reviewing the requirements for better insulation and glazing. Community Sustainability:  Ensure that the on-going process to update the Regional Plan encourages sustainable economic vitality, environmental protection and social inclusion so that community residents, businesses and visitors can enjoy a community where they live, work, and play.  As an active participant on the SEDI board, Coconino County Sustainability Citizen advisory committee and the newly established Sustainability cabinet, work on enhancements and new recommendations for the updates to the International Energy Conservation Codes. Coordinate with Coconino County citizen building code review board, Northern Arizona Electrical Contractors Association and NABA to Annual Financial Plan PLANNING & SERVICES DEVELOPMENT 163 City of Flagstaff COMMUNITY DEVELOPMENT    SECTION 16 Educate inspectors and implement inspection techniques to include the new building sciences for sustainable construction, energy savings, solar photovoltaic and wind generation systems. Through the Land Development Code rewrite, actively promote and encourage sustainable development practices to protect and enhance Flagstaff’s unique natural environment. Continue to implement the resource protection standards of the Land Development Code that protect forest, steep slopes and rural floodplains.   Social Inclusion:  Foster the development of a safe, sustainable community by ensuring that the state-mandated Regional Plan 2012 involves a thorough, internal and external outreach program of departments, agencies, citizens, tourism and business community to understand issues and provide solutions by employing the latest land planning tools and policies that address the needs of the community.  Closely coordinate efforts with Land Development Code rewrite such that the newly created codes are consistent with and support the vision of the Regional Plan 2012.  Enhance implementation of the Neighborhood Program using the city’s web site and a speaker’s bureau.  traditional methods will also be employed, such as a virtual town meeting (streaming webcast), instant messaging, radio public service announcement/interview and websites (blog and city webpage). The Citizen Advisory Committee (CAC) will be composed of county and city residents who represent a community cross-section as recommended by the Council. The CAC will partner with staff to create the Regional Plan based upon the input from citizenry and the business community. Continue with the process of working with the public, business community and a consultant to rewrite the Land Development Code based on Smart Growth principles and sustainable development policies to ensure it is consistent with the Regional Plan and to make it simpler, easier to use and understandable. Numerous opportunities for public input and participation will be provided throughout this process. Develop a Community Oriented Code Compliance (COCC) initiative that will bring code officers in closer contact with community residents to educate them about code compliance issues and solicit their participation in caring for their communities. Facilities and Basic Services:  Based upon population projections and economic growth as well as input from public open houses and focus groups, assess current and future facilities and basic services needs to incorporate into the appropriate ‘elements’ found within the Regional Plan.  Provide inspections within 24 hours of inspection request. Family, Youth and Community  Outreach and community involvement is the cornerstone to create the Regional Plan 2012 and Neighborhood Plans so that the community feels vested in the vision and supports actions and policies to realize the plans. Not only will traditional outreach methods be utilized to notify and engage the public (e.g. newspaper ads, direct mailing and neighborhood meeting), non- Annual Financial Plan PLANNING & SERVICES DEVELOPMENT 164 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 16 PLANNING & SERVICES DEVELOPMENT PERFORMANCE MEASURES Council Priority: (A) Sustainability (Economic Vitality, Environment, and Affordable Housing) and (B) Family, Youth and Community plus Social Inclusion Goal: (A) Facilitate the creation and adoption of a community supported, innovative, and comprehensive updated Regional Land Use Plan, Land Development Code, and Energy Code. (B) Increase public awareness of and participation in the process. Objective: (A) Adoption of a new Regional Land Use Plan, Land Development Code and Energy Code, on schedule and within budget, that supports Economic Vitality, Environmental Enhancement, and Affordable Housing. (B) Significantly increase efforts for public awareness of and participation in determining the future “look and feel” of Flagstaff resulting in increased public support in the three processes and products. Type of Measure: (A) Output, (B) Policy outcome Tool: (A) Progress reports, (B) Weighted average of the following targets:  Groups invited: Target at 100% attendance and 100% participation.  General public: Larger meetings - target at 50/meetings at 50% participation. Focus group meetings target at 25/meetings at 75% participation. Frequency: Quarterly Scoring: (A) Percent completed to meet deadline, (B) New measure Trend: New measure CY 07 CY 08 CY 09 CY 10 Measures: (A) Actual Actual Estimate Proposed Regional Plan Milestones (Percent completed) N/A N/A 30% 75% Land Development Code Milestones (Percent N/A N/A 50% 100% completed) Energy Code (Percent completed) N/A N/A 100% 100% Measures: (B) Regional Plan (Percent scoring met in public and group awareness in project) Regional Plan (Percent scoring met in public and group participation in project) Land Development Code (Percent scoring met in public and group awareness in project) Land Development Code (Percent scoring met in public and group participation in project) Energy Code (Percent scoring met in public and group awareness in project) Energy Code(Percent scoring met in public and group participation in project) Annual Financial Plan CY 07 Actual CY 08 Actual CY 09 Estimate CY 10 Proposed N/A N/A 90% 95% N/A N/A 90% 95% N/A N/A 90% 95% N/A N/A 90% 95% N/A N/A 90% 95% N/A N/A 90% 95% 165 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 16 PLANNING & SERVICES DEVELOPMENT Council Priority: (A) Sustainability (Economic Vitality, Environment, and Affordable Housing) and (B) Family, Youth and Community plus Social Inclusion Goal: Timely process development applications through the Development Review Board, Planning & Zoning Commission and Council process while increasing public awareness in the process and support for the resultant built environment. Objective: (A) Approval of development proposals that support the City’s Economic Vitality, Environmental and Affordable Housing goals. (B) Determine support for resultant built environment. Type of Measure: (A) Output, (B)Policy outcome Tool: (A) Statistical counts, (B) Survey clients on overall success. Frequency: (A) Quarterly, (B) Annually Scoring: (A) New measure, (B) New measure Trend: New measure CY 07 CY 08 CY 09 CY 10 Measures: (A) Actual Actual Estimate Proposed Percent of development applications that meet N/A N/A 95% 100% two or more of Council policies. Measures: (B) Percent of built projects that meet scoring target. CY 07 Actual N/A CY 08 Actual N/A CY 09 Estimate 80% CY 10 Proposed 90% Council Priority: Public Safety Goal: Ensure safety of new construction. Objective: (A) Ensure building code and construction practices meet all safety requirements. (B) High customer satisfaction Type of Measure: (A) Output, (B) Policy outcome Tool: (A) Statistical counts, (B) Survey applicants on satisfaction with review process. Frequency: (A) Quarterly, (B) Annually Scoring: (A) New measure, (B) New measure Trend: New measure CY 07 CY 08 CY 09 CY 10 Measures: (A) Actual Actual Estimate Proposed Percent of error free plan reviews N/A N/A95% 98% Percent of error free building inspections N/A N/A95% 98% Measures: (B) Percent of contractor rating plan review as satisfactory or better Percent of builders rating building inspections as satisfactory or better Annual Financial Plan CY 07 Actual CY 08 Actual CY 09 Estimate CY 10 Proposed N/A N/A- 80% 90% N/A N/A- 85% 95% 166 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 16 PLANNING & SERVICES DEVELOPMENT 16-PLANNING & DEVELOPMENT SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 3,112,157 140,323 122,410 17,201 $ 3,392,091 Adopted Budget 2008-2009 $ 2,559,712 171,958 77,761 $ 2,809,431 Estimated Expenditures 2008-2009 $ 2,488,010 123,742 63,783 $ 2,675,535 Proposed Budget 2009-2010 $ 2,142,813 76,046 60,214 $ 2,279,073 Budget-Budget Variance $ (416,899) (95,912) (17,547) $ (530,358) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COUNCIL AND COMMISSIONS PRIVATE DEVELOPMENT ENGR TRAFFIC ENGINEERING PUBLIC WORKS INSPECTION MATERIALS TESTING SURVEY ADEQ PLAN APPROVAL ADVANCE PLANNING BUILDING PLANNING REVIEW BUILDING INSPECTION CODE COMPLIANCE DEVELOPMENT REVIEW TOTAL $ 288,561 3,453 327,247 628 530,844 223,629 107,931 33 894 525,502 778,065 955 604,349 3,392,091 $ 441,172 6,150 6,574 7,000 550,902 808,962 339,699 648,972 2,809,431 $ 325,644 3,163 111,674 428,043 785,000 255,673 766,338 2,675,535 $ 182,570 301,792 336,124 650,320 248,848 559,419 2,279,073 $ $ 2,279,073 2,279,073 $ (258,602) (6,150) (6,574) 294,792 (214,778) (158,642) (90,851) (89,553) (530,358) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Planning and Development Services operating budget has decreased by 19% and there are no capital expenditures. Personal Services decreases are due to 5.8 FTE staffing reductions that include an Associate Planner (1.0 FTE), a Development Services Representative (1.0 FTE), a Code Compliance Officer (1.0), a Case Manager (1.0) and a reduction in hours for the Building Inspection Section Manager, Supervisor, and Inspectors (1.8 FTE). In addition, there are salary and benefit decreases. Contractual decreases are due to reductions in consultant fees, telephone, equipment maintenance, travel and education, postage and freight, memberships, and other miscellaneous services. Commodities decreases are due to reductions in office equipment, printing/copying, office suppplies, food, awards, and books and subscriptions. One time expenditures for this division are for internal work requests and a Chase lease. There are no major capital (>$10,000) expenditures planned for this section. Annual Financial Plan 167 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 17 MISSION  The Community Development Division is a client focused team that enables quality development, reinvestment and conservation of the natural and built environment through publicly adopted policies.     PROGRAM DESCRIPTION The Engineering Section is made up of 4 Programs: Capital Improvements (see Section 03), Transportation, Engineering, Development Engineering & Survey and Engineering Inspection & Materials Testing.    FY 09 ACCOMPLISHMENTS Administration  Conducted Section staff meetings.  Responsive to needs of the Council, citizens, City Manager and Divisions/Sections.  Provided thorough reports to the City Manager.  Provided consistent leadership and support for the Engineering Section, including Capital Improvements.  Attended monthly meetings with FUSD’s Assistant Superintendent of Operations.  Attended bi-monthly meetings with ADOT District Engineer.  Attended 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 and Traffic Commission.    Supported the Traffic Commission to engage the public and provide forum for public input. Provided private and capital plan reviews on numerous projects. Addressed citizen complaints and responded with 63 new internal Work Orders for new or revised traffic control devices. Processed signage/striping improvements city wide. In conjunction with Public Works Division’s Street Section and GIS, developed a traffic sign inventory program to meet new federal requirements for minimum traffic sign retroreflectivity. Working with GIS to develop accident database accessible to Traffic Section and FMPO. With GIS assistance, developed comprehensive traffic volume count map accessible on the City’s web site. Assisted Mountain Line in revision of their routes and to add a new transfer facility in Downtown Core. Provided support for the Mountain View Village site plan and development proposal. Oversaw the analysis and design of two new traffic signals at Butler/Foxglenn and Country Club/Soliere. Drafted an Ordinance to allow residential neighborhood areas adjacent to the downtown area to establish permit parking districts. Development Engineering & Survey  Streamlined a number of internal processes to enhance productivity and customer service.  Provided support to promote completion of the Presidio in the Pines development.  Processed annual revisions to Engineering Design and Construction Standards and Specifications.  Developed a process manual and task descriptions for program employees.  Commenced AutoCAD drafting of as-built drawings.  Completed backlog of as-built drawings.  Resurrected and refined the Mr. Easement database easement program.  Implemented the Low Distortion Grid Projection coordinate system for survey monumentation.  Accepted right-of-way permit issuance responsibility. Transportation Engineering  Provided support for Wal-Mart Supercenter site plan and development proposal.  Provided support for development of Traditional Neighborhood Design (TND) chapter in Land Development Code and TND street standards.  Member of FMPO Technical Advisory Committee. Annual Financial Plan ENGINEERING 168 City of Flagstaff COMMUNITY DEVELOPMENT    SECTION 17 Updated infrastructure construction cost unit price database. Accepted additional plan review responsibilities for traffic and stormwater related designs. Provided training sessions and support to internal KIVA users. Transportation Engineering  In conjunction with the Public Works-Traffic Crews, and the FMPO; gather new traffic data for all the COF traffic signals and update/revisit the existing timing and coordination plans.  Continue to support the Traffic Commission and its advisory committees to engage the public and establish positive working relationships.  With GIS, develop comprehensive traffic volume count map and associated raw count data accessible on the City’s web site.  Initiate design of a new downtown traffic signal at Birch/Leroux as an in-house design project.  Work on the Transportation Element and related portions of the Regional Land Use Plan update. Engineering Inspection & Testing  No on-the-job staff injuries.  All inspectors attended and received competent person certification in Trench and Excavation Safety Training.  All inspectors attended and received competent person certification in Confined Space Training.  All staff received Traffic Control Work Zone and Flagger Training.  All inspectors attended ADA training for detectable warning tile installation.  2 Inspectors attended Construction of Quality Hot Mix Asphalt Pavement Training.  Continued five-year upgrade of Laboratory equipment.  Staff performed 15,308 off-site inspections.  95% of the inspections were performed on time.  There was only one minor warranty work item required in CY 2008.  34 major construction projects received a Final Letter of Acceptance.  Inspected 56 Private Development projects (including Flagstaff Mall Expansion and the Fourth Leg at Marketplace) and 19 Capital Improvement Projects (including Sunnyside IV and Huntington).  Provided additional materials testing for Public Works, Utilities and Parks Divisions.  There were no vehicle accidents. Development Engineering & Survey  Develop plan review guidelines for retaining walls, geotechnical reports, and engineering design reports.  Promote the full utilization of KIVA to other City staff.  Process annual revisions to Engineering Design and Construction Standards and Specifications.  Revise City’s Public Improvements Ordinance in unison with revisions to the Land Development Code  Prepare written instructions and training for the use of the FRED II drawing database by other City staff.  Revise the engineer’s estimate/assurance process.  Continue to streamline internal processes to enhance productivity and customer service.  Successfully transfer operation of the records management work tasks to the survey group.  Expand the information available on the City’s public website.  Increase plan review staff proficiency in traffic and stormwater engineering.  Develop comprehensive plan review checklists.  Assist the transportation program by sharing a project manager, when requested, up to 1,040 hours/year. FY 10 NEW INITIATIVES AND GOALS Administration  Provide consistent leadership and support for the Section.  Work closely with other Divisions/Sections to ensure thorough communication.  Ensure a well trained, team centered, client focused staff.  Increase the Engineering Section’s use of the City’s webpage. Annual Financial Plan ENGINEERING Engineering Inspection & Testing  Obtain American Concrete Institute training and certifications for two inspectors.  Continue to provide on time inspections and materials testing for both private development and capital improvements projects. 169 City of Flagstaff COMMUNITY DEVELOPMENT   SECTION 17  Obtain the next level of National Institute of Certified Engineering Technicians. Completion of Fire Station #3, YMCA, Quiet Zone/Wayside Horn installations, N. Highway 89 Streetscape Improvements and McMillan Mesa Village. ENGINEERING Replace 12 year old Stability Flow Machine (estimated 12 year life) used to test asphaltic concrete samples. PERFORMANCE MEASURES Council Priority: Public Safety Goal: In unison with FMPO, develop procedure to improve traffic & pedestrian safety on City roadways. Objective: Identify high accident locations, perform safety audits, prioritize and implement low cost improvements and evaluate before & after performance of the improvements. Type of Measure: Program Outcome Tool: Accident counts, safety audits and physical improvements Frequency: Annual, in conjunction with FMPO, Police and GIS. Note: actual annual totals are not available until 12-18 months past the 12/31 end of the year date. Scoring: New Measurement – No history Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Any crash rate for 100 million vehicle miles Not Not 350 350 traveled within the FMPO Region Measured Measured Council Priority: Community Sustainability Goal: In unison with FMPO, accurately predict traffic behavior associated with development/growth and maintain acceptable level of service (LOS D) on City roadways. Objective: Maintain comprehensive and accurate traffic model for current and full build out conditions for use in developing Traffic Impact Analyses and to predict capital improvements in advance of unacceptable levels of congestion. Type of Measure: Program Outcome Tool: Syncro (microscopic traffic simulation software) and field measurement Frequency: Annually Scoring: New Measurement – No history Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Travel time (in seconds) through the 89N corridor Not Not NB = 536.7 NB = 540 (Fanning Drive east to City limits) during the PM Measured Measured SB = 360.9 SB = 360 Peak Annual Financial Plan 170 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 17 ENGINEERING Council Priority: Community Sustainability Goal: Provide safe and functioning transportation, water, sewer and drainage systems for lasting use by our current and future residents. Objective: Ensure the installation of durable, well-designed, properly functioning infrastructure that remains acceptable at the end of the warranty period. Type of Measure: Program outcome Tool: Logged citizen and client phone calls and internal survey from City Divisions who are responsible for infrastructure maintenance. Frequency: Quarterly Scoring: New program – No history Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Percentage of projects without malfunctioning or Not Not 95% 98% underperforming infrastructure throughout the measured measured project’s design life Type of Measure: Program outcome Tool: Completed and processed variance forms and field change forms prepared Project Managers and Engineering Inspectors Frequency: Quarterly Scoring: New program – No history Trend:  FY 07 FY 08 Measures: Actual Actual Percentage of development projects completed Not Not with no required design variances to the City measured measured Engineering Standards or field changes to approved construction plans by Development Engineering FY 09 Estimate 95% FY 10 Proposed 98% Council Priority: Community Sustainability Goal: Provide safe and functioning transportation, water, sewer and drainage systems for lasting use by our current and future residents. Objective: Provide punctual and comprehensive customer service to ensure successful delivery of new infrastructure projects. Type of Measure: Output Tool: Tracking by program staff of number of sheets completed with specified amount of time Frequency: Quarterly Scoring: New program – No history Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Percentage of as-built drawings for new Not Not 90% 95% infrastructure completed within allotted time measured measured frame Annual Financial Plan 171 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 17 ENGINEERING Type of Measure: Output Tool: Tracking (KIVA) by program staff of review time for every application and number of times that it is met Frequency: Quarterly Scoring: New program – No history Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed On-time review of land development applications Not Not 83% 87% measured measured Council Priority: Community Sustainability Goal: Provide safe and functioning transportation, water, sewer and drainage systems for lasting use by our current and future residents. Objective: Increase the contractors understanding of the City of Flagstaff Standards through improved communication with external clients regarding approved plans & specifications in order to improve construction quality. Type of Measure: Output Tool: Daily Materials Laboratory Reports Frequency: Monthly Scoring: 75 – 90% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Not Not 95% 98% Percentage of Lab tests performed that pass measured measured appropriate criteria after the initial (1st ) test Type of Measure: Output Tool: Daily Inspection Reports Frequency: Monthly Scoring: 75 – 90% Trend:  Measures: Percentage of projects that do not have any corrective work issues that arise during the 1 year warranty period FY 07 Actual Not measured FY 08 Actual Not measured FY 09 Estimate 95% FY 10 Proposed 98% FY 07 Actual 38% FY 08 Actual 63% FY 09 Estimate 75% FY 10 Proposed 100% 63% 75% 88% 100% 60% 75% 75% 100% Type of Measure: Output Tool: Certification Awards Frequency: Annually Scoring: 90% + Trend:  Measures: Percentage of Inspection staff with Highway Construction Certifications Percentage of Inspection staff with Underground Utilities Certifications Percentage of Materials Testing Staff with Materials Testing Certifications Annual Financial Plan 172 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 17 ENGINEERING 17-ENGINEERING EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 503,783 25,019 16,828 $ 545,630 Adopted Budget 2008-2009 $ 2,011,076 84,434 47,120 85,500 $ 2,228,130 Estimated Expenditures 2008-2009 $ 1,732,839 90,590 74,124 39,372 $ 1,936,925 Proposed Budget 2009-2010 $ 1,578,431 37,559 36,889 46,000 $ 1,698,879 Budget-Budget Variance $ (432,645) (46,875) (10,231) (39,500) $ (529,251) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TRAFFIC BOARDS & COMMISSN TRAFFIC ENGINEERING PRIVATE DEVELOPMENT ENGR PUBLIC WORKS INSPECTION MATERIALS TESTING SURVEYING TOTAL $ 168,979 6,215 370,436 545,630 $ 294,296 1,200 450,836 427,464 659,250 261,700 133,384 2,228,130 $ 315,559 1,089 271,216 335,452 648,655 243,648 121,306 1,936,925 $ 143,997 204,167 563,255 604,400 183,060 1,698,879 $ (150,299) (1,200) (246,669) 135,791 (54,850) (78,640) (133,384) (529,251) SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND STORMWATER FUND $ $ 908,864 752,512 37,503 1,698,879 COMMENTARY: The Engineering (previously known as Community Improvement) operating budget has decreased 23% and capital expenditures total $46,000, resulting in an overall net decrease of 24%. Personal Services decreases are due to 5.5 FTE staffing reductions that include the following: Engineering Inspector (1.0 FTE), Engineering Technicians (1.5 FTE), Intern (.5 FTE), Material Technician Aide (.5 FTE), and Project Managers (2.0 FTE). In addition there are salary and benefit decreases. Contractual decreases are due to equipment maintenance, travel and education, advertising, memberships, postage and freight, and other miscellaneous services. Commodities decreases are due to computer and office equipment, small tools, books and subscriptions, uniforms, safety supplies, internal work order charges, and motor vehicle expenses. One-time expenditures for this division are for expected retirement payouts and internal work orders. Major capital (>$10,000) includes two extended cab pickup trucks ($23,000 per vehicle). Annual Financial Plan 173 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 19 MISSION Planning and Administration – Section 19  Coordinated efforts with Development Services to integrate housing planning early in the development process.  Created and implemented community wide housing education effort.  Completed, in partnership with the Arizona Rural Policy Institute and a community working group, a 10-year plan to end chronic homelessness.  Issued a Request for Proposals to identify an agency to construct, operate and manage a homeless shelter on City owned property.  Provided foreclosure training opportunities for the public.  Created and implemented Housing Incentive Policy.  Coordinated with local businesses to establish Employer Assistance Housing efforts.  Worked with Flagstaff Housing Authority on 5 and 10 year agency plans.  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  Participated in the Regional Plan and LDC rewrite processes.  Completed implementation of electronic loan and client tracking system. 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. PROGRAM DESCRIPTION The Housing Section administers the Community Development Block Grant Entitlement Program; provides technical assistance to non-profits 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; works to encourage development of affordable housing not related to policy; 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. Affordable Housing Development and Neighborhood Revitalization – Section 31  Provided funding and administrative oversight for the following grant funded programs to benefit the community:  Housing Acquisition/Rehabilitation  Flagstaff Homeless Shelter  Owner Occupied Housing Rehabilitation  ADOH Emergency Repair  ADOH Owner Occupied Housing Rehabilitation  Minor Rehabilitation of Sharon Manor  Catholic Charities Shelter Rehabilitation  Flagstaff Homebuyer Assistance Program  Housing Subsidy Grants  Housing Stabilization  IDA Matching Fund  Contract for Construction of Two Homes FY 09 ACCOMPLISHMENTS Planning and Administration – Section 31  Administered CDBG fund in a federally compliant manner, including the completion of:  Annual Action Plan  CAPER  Environmental Review Procedures  Subrecipeient monitoring  Fair Housing Education  All required reports and analysis  Received and administered two Arizona Department of Housing Grants for the Owner Occupied Housing Rehabilitation and Emergency Repair Programs. Annual Financial Plan HOUSING 174 City of Flagstaff COMMUNITY DEVELOPMENT     SECTION 19  Issued Request for Proposals for Izabel Homes vertical construction. Provided Housing Incentives to 3 projects, resulting in 73 units and 3 lots. Assisted in securing 56 units of Low Income Housing Tax Credit development. Provided down payment and closing cost assistance to 13 clients through the Community Homebuyer Assistance Program (CHAP). Affordable Housing Development Neighborhood Revitalization – Section 19            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. Facilitated the sale of 6 units in the Rio Homes development. Completed Development Agreement resulting in 61 permanently affordable apartments (20%) in the Woods at Clear Creek development. Finalized partnership with Habitat for Humanity Flagstaff to integrate 3 homes into the Community Land Trust Program. Completed Development Agreement resulting 12 permanently affordable units (10%) in the Crestview development. rd party development Completed first 3 agreement. Establishment of partnership with The Village at University Heights to utilize an affordability covenant providing 10 units of permanently affordable housing. First Community Land Trust Program homes sold and occupied. Worked with lenders to provide financing options for permanently affordable homes. Annual Financial Plan Conducted lender / appraiser trainings for permanently affordable homes. Continued implementation of Nexus Study recommendations as directed. Worked with interested businesses on the benefits and policy guidance of Employer Assisted Housing programs. FY 10 NEW INITIATIVES and   HOUSING       175 Increase awareness of incentives and work with residential and mixed-use developers on the benefits of including workforce housing in forthcoming developments. Administer all grant funding in fully compliant manner with funding source requirements. Assist and provide support for owners of permanently affordable units in compliance with City Council direction and programmatic intention. 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. Increase outreach and education to the public through the establishment of a list-serve for housing information and opportunities. Administer an effective and compliant Owner Occupied Housing Rehabilitation Program with State and Federal funds. Construct, in partnership with the development community, between one and four residential units designed for ownership. City of Flagstaff COMMUNITY DEVELOPMENT SECTION 19 HOUSING PERFORMANCE MEASURES Council Priority: Affordable Housing & Community Sustainability Goal: To maintain income diversity within the City of Flagstaff by providing housing opportunities. Objective: Produce, or cause to be produced, housing for identified target populations. Type of Measures: Output Tool: Statistical Counting Frequency: Quarterly Scoring: Unknown – New Measure Trend: Unknown – New Measure FY 07 FY 08 FY 09 Measures: Actual Actual Estimate Percentage of affordable housing units created N/A N/A 10% based on the number of total residential units created. Number of developer contributed permanently N/A N/A 5 affordable units. Percentage of affordable housing opportunities N/A N/A 8% created or delivered based on total housing units needed to reach 20% goal presented in the Nexus Study. Number of units created through the City program N/A N/A 5 with partnerships. Council Priority: Affordable Housing & Community Sustainability Goal: To maintain income diversity within the City of Flagstaff by providing housing opportunities. Objective: Community Outreach and Education Type of Measure: Outcome Tool: Attendee Survey Frequency: As outreach and education sessions occur, compiled quarterly Scoring: Unknown – New Measure Trend: Unknown – New Measure FY 07 FY 08 FY 09 Measures: Actual Actual Estimate Increase in citizen awareness and knowledge of N/A N/A 80% housing opportunities within Flagstaff FY 10 Proposed 10% 5 10% 5 FY 10 Proposed 80% Council Priority: Affordable Housing & Community Sustainability Goal: Address the economic and social needs of Flagstaff’s population through targeted programming and planning. Objective: Serve target populations through City funded or administered programs that produce a greater quality of life. Type of Measure: Program outcome Tool: Client Survey Frequency: Quarterly reports from programs and sub-recipients Scoring: Unknown – New Measure Trend: Unknown – New Measure FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Program effectiveness based on client satisfaction N/A N/A 85% 85% and impact on quality of life. Annual Financial Plan 176 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 19 HOUSING Council Priority: Affordable Housing & Community Sustainability Goal: Administer grant funding in full compliance with funding source requirements. Objective: Planning & Delivery Type of Measure: Outcome Tool: Compilation of evaluation reports Frequency: Annually, dependent on Federal and State feedback Scoring: Unknown – New Measure Trend: Unknown – New Measure FY 07 FY 08 Measures: Actual Actual Percentage of compliance achieved with N/A N/A requirements for grants received from the State and Federal governments. SECTION: FY 09 Estimate 100% FY 10 Proposed 100% 19-HOUSING EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2007-2008 $ $ - Adopted Budget 2008-2009 $ $ $ - $ Estimated Expenditures 2008-2009 $ $ - $ $ $ $ Proposed Budget 2009-2010 376,167 8,750 (70,025) 314,892 Budget-Budget Variance $ 376,167 8,750 (70,025) $ 314,892 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION LAND TRUST TOTAL $ - - $ $ - $ 229,581 85,311 314,892 $ $ 314,892 314,892 $ $ 229,581 85,311 314,892 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Housing (formerly a part of the Community Investment Division) operating budget had its initial budget of $314,892 loaded. This was a part of the Citywide reorganization. There are no capital expenditures planned. In addition, there are salary and benefit decreases. One-time expenditures for this division are for a credit for CDBG/ADOH Grants. There is no major capital (>$10,000) for this section. Annual Financial Plan 177 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 31 COMMUNITY REDEVELOPMENT 31-COMMUNITY REDEVELOPMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 104,845 1,294,844 27,274 611,842 $ 2,038,805 Adopted Budget 2008-2009 $ 71,774 3,900,097 4,900 $ 3,976,771 Estimated Expenditures 2008-2009 $ 72,264 1,147,492 2,849 179,418 $ 1,402,023 Proposed Budget 2009-2010 $ 69,553 3,421,423 76,800 $ 3,567,776 Budget-Budget Variance $ (2,221) (478,674) 71,900 $ (408,995) $ $ $ $ $ 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 CDBG ECONOMIC DEVELOPMEN CDBG CODE ENFORCE CDBE IDA MATCHING CDBG PUBLIC FACILITY REH CDBG HSG SUBSIDY GRANTS CDBG HSG STABILIZATION CDBG PUBLIC FACILITY OPS TOTAL $ 411,743 90,030 445,210 64,481 122,896 10,936 56,659 131,815 50,000 66,230 28,571 156,097 140,295 54,883 29,547 100,969 78,443 2,038,805 $ 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 $ 426,839 83,141 253,076 43,000 70,030 32,000 37,741 75,323 64,429 65,102 55,821 453 38,063 115,467 41,538 1,402,023 $ 190,708 81,253 1,265,184 300,000 300,000 300,528 112,500 288,750 120,000 65,200 30,000 180,000 164,090 121,313 48,250 3,567,776 $ $ 3,567,776 3,567,776 $ (259,292) (27,282) (142,772) 12,564 (23,000) (130,500) 83,750 (10,316) (64,800) 30,000 60,000 (21,910) 36,313 48,250 (408,995) SOURCE OF FUNDING: COMMUNITY REDEVELOPMENT FUND COMMENTARY: The Housing and Community Services operating budget has decreased 10% and there are no capital expenditures. Personal Services include both salary and benefit decreases. Contractuals decrease is due to decreases in Other Miscellaneous Services expense. Commodities increases are due to work orders charges for Housing staff time charged to state and federal grants. There is no major capital (>$10,000) for this section. Annual Financial Plan 178 City of Flagstaff FIRE DIVISION MISSION The mission of the Flagstaff Fire Division 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 179 City of Flagstaff Annual Financial Plan 180 City of Flagstaff Runbooks, Contract Fire Protection 2 Fire Inspector II Wildland Fire Specialist I 2.75 Wildland Fire Crew Member 1 Assistant Wildland Fire Manager Fuels 1 Wildland Fire Specialist II 1 Assistant Wildland Fire Manager Firewise Services 1 Wildland Fire Manager Wildland Fire Management Support Services (Records, M.I.S.) 7 Fire Captains 7 Fire Engineers 13 Fire Fighters 1 Battalion Chief 1 Battalion Chief 7 Fire Captains 7 Fire Engineers 13 Fire Fighters "B" SHIFT 7 Fire Captains 7 Fire Engineers 13 Fire Fighters 1 Battalion Chief "C" SHIFT -Health, Safety Fitness, Turnouts -Supplies, Apparatus, SCBA, Equipment, Station Maintenance -CISC, Hydrants, Dispatch, Communications 1 Battalion Chief "A" SHIFT Programs Training 1 Deputy Fire Chief 1 Deputy Fire Chief Fire Prevention (Inspection, Investigation, Development Review) Operations Administration 2 Admin Spec Emergency Management Fire 21 1 Division Director (Fire Chief) Utilities, Services, & Safety 01 1 Deputy City Manager City Administration 01 1 City Manager FIRE FIRE DEPARTMENT SECTION 21 MISSION FIRE FY 09 ACCOMPLISHMENTS 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.    Continued to develop communication system and moved toward FCC required narrow banding. Completed and deployed one additional new Fire Station. (Eastside, Station 3). Completed the construction of a new modular Training Tower and a classroom facility. PROGRAM DESCRIPTION The Fire Department is responsible for protecting life, property, and resources through the delivery of public safety services. Prevention, preparedness, mitigation, and response represent the core of the program efforts. The organized divisions include Administration, Prevention, Training, Operations, and Fuel Management. FY 10 NEW INITIATIVES AND GOALS       Deploy Rescue vehicle(s). As part of NFPA 1710 staffing levels. Build and deploy 1 Fire Station (replaces Station 2). Place a Rescue vehicle in service. Continue to migrate the Radio system to FFC requirements. Continue fuels treatment as budget allows. Shut down old Station 1 (7) as new station 2 is deployed. PERFORMANCE MEASURES Council Priority: Public Safety Goal: To provide the highest level of customer services. Objective: Monitor and increase Customer satisfaction. Type of Measure: Program Effectiveness Tool: Customer Satisfaction Survey Frequency: Quarterly Scoring: Percent received with and above satisfactory score. We will use the first year to set a standard. Trend: New program FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Customer Satisfaction N/A N/A N/A TBD Annual Financial Plan 181 City of Flagstaff FIRE DEPARTMENT SECTION 21 FIRE Council Priority: Public Safety Goal: To have all Fire Code violations corrected with 120 days of recognition. Objective: To ensure Fire Code violation are fixed or cleared. Type of Measure: Program Efficiency Tool: Using our Data Base system we can track violations and the clearing of them Frequency: Quarterly Scoring: Over 85% = progress, 84% to 70% = Caution, below 69% evaluate the program Trend:  (New program) FY 07 FY 08 FY 09 Measures: Actual Actual Estimate Correct, or refer to fire prevention 100% of fire 79% 75% 85% code violations found during quarterly engine company inspections within 120 days (Note: All fire code violations are ultimately corrected.) Council Priority: Public Safety Goal: Maintain a low level of Property loss due to fire. Objective: Limit fire loss to less than 2 tenths of a percent of Flagstaff’s full cash value. Type of Measure: Program Effectiveness Tool: The fire loss reporting system Frequency: Quarterly Scoring: .2 or below = progressing, .2 to .3 = Caution, more than .3 = revaluate the program. Trend:  (New program) FY 07 FY 08 FY 09 Measures: Actual Actual Estimate Limit fire loss to less than 2 tenths of a percent of ,189 .170 ,175 Flagstaff’s full cash value. (Note: Fire Loss includes contents not reflected in a property’s full cash value). FY 10 Proposed 85% FY 10 Proposed .175 Council Priority: Public Safety Goal: Provide Advance Life Support (ALS) to all areas of the City Objective: Track and maintain above 94% of days with ALS personnel operating in each fire station district. Type of Measure: Program Effectiveness Tool: Track via daily staffing rosters Frequency: Quarterly Scoring: 95% progress, 94% to 90% Caution, below 89% Evaluate the program Trend:  Measures: FY 07 FY 08 Actual Actual 97% 95% Station #1 (New Fire Station) 87% 94% Station #2 92% 99% Station #3 96% 97% Station #4 95% 89% Station #5 98% 97% Station #6 93% 100% Station #7 Annual Financial Plan 182 FY 09 Estimate 95% 95% 95% 95% 95% 95% 95% FY 10 Proposed 95% 95% 95% 95% 95% 95% 95% City of Flagstaff FIRE DEPARTMENT SECTION 21 FIRE Council Priority: Public Safety Goal: To complete 2 hours of training per day, per employee a total of 60 hour per person. Objective: To ensure our firefighters perform 60 hours of training per quarter as per ISO guidelines. Type of Measure: Program Effectiveness Tool: Reports from out\r record keeping system. Frequency: Quarterly Scoring: Over 60 hours = progressing. 59 to 45 denote Caution, below 44 triggers a Evaluation of the program. Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Number of training hours per person completed 265 262 240 240 this quarter in support of ISO guidelines. Council Priority: Public Safety Goal: Limit the amount of lost time line of duty injuries to .5 FTE’s per day. Objective: To maintain a level of less then .5 FTE’s of lost time due to line of duty injuries. Type of Measure: Outcome Tool: Review Accident Report Frequency: Quarterly Scoring: Below .5 Progressing, .6 to 3.8 Caution, 3.9 or more revaluate the program. Trend:  (New goal) FY 07 FY 08 FY 09 Measures: Actual Actual Estimate Limit the amount of lost time resulting from line of N/A N/A .1 duty injuries to .5 FTE’s per day. Council Priority: Public Safety Goal: Provide the quickest response to 911 emergency call. Objective: Achieve response time with NFPA 1710 standards Type of Measure: Program Efficiency Tool: Response time analysis in our database system. Frequency: Quarterly Scoring: 90% progressing,89%to 75% Caution, Below 74% revaluation of the program. Trend:  FY 07 FY 08 FY 09 Measures: Actual Actual Estimate The first arriving vehicle is on scene of an Not available. 66% 70% incident within 4 minutes, 90% on the time. The balance of the first alarm assignment on fire Not available 80% 80% calls arrives on scene within 8 minutes, 90% of the time. Companies initiate response within 1 minute of Not available 64% 70% receipt of the alarm, 90% of the time. Annual Financial Plan 183 FY 10 Proposed .5 FY 10 Proposed 70% 80% 70% City of Flagstaff FIRE DEPARTMENT SECTION 21 FIRE Council Priority: Public Safety Goal: Ensure the department is actively reducing Wildfire risk to the community. Objective: Complete 300 acres of combined treatment and limit wildfire size on treated and non treated property. Type of Measure: Program Effectiveness Tool: Database system has this reporting capability. Frequency: Quarterly Scoring: Relative to each goal actual numbers Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Complete 100 acres of tree thinning. N/A N/A N/A 100% Complete 200 acres of prescribed burning. N/A N/A N/A 100% Limit average wildfire size on treated property to N/A N/A N/A >5 Acers 5 acres or less. Limit average wildfire size on non-treated N/A N/A N/A >20 Acers property to 20 acres or less. Annual Financial Plan 184 City of Flagstaff FIRE DEPARTMENT SECTION: SECTION 21 FIRE 21-FIRE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 8,736,155 382,778 853,617 207,950 $ 10,180,500 Adopted Budget 2008-2009 $ 9,290,203 398,005 597,906 744,000 $ 11,030,114 Estimated Expenditures 2008-2009 $ 8,477,223 384,671 605,599 214,000 $ 9,681,493 $ $ $ $ $ $ Proposed Budget 2009-2010 8,813,209 400,720 414,369 623,000 10,251,298 Budget-Budget Variance $ (476,994) 2,715 (183,537) (121,000) $ (778,816) EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION FIRE PREVENTION TRAINING FIRE OPERATIONS FUEL MANAGEMENT PROGRAM GENERAL WILDFIRE RESPONSE HAZARD REDUCTION F/Y 2004 FIRE IMPROVE PREVENTION HAZARD FUEL REDUCTION HLS 05-HEAVY RESCUE UNIT 05 DHS FIRE PREV& SAFETY FYO6 GOHS RESCUE EQ. FY06 HLS Reg Deploy/Loca SFA-6/05 REDUCE HAZ FI SFA 6-07 RESTORING FIR 06-ASSIST TO FIREFIGHT 2007-FIRE EXTRACATION FY 07 HLS GRANTS FY 08 HLS Grants FY 07 ASST TO FIREFIGHTE FM GLOBAL FIRE PREVENTION FY 09 AZ HLS FY 09 Assist to FF FY09 SAFER GRANT FY09 GHOHS TOTAL $ 326,791 377,533 140,577 8,118,895 276,241 251,112 2,764 11,636 161 202,558 300 11,698 267,010 12,821 136,775 4,554 39,074 10,180,500 $ 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 $ 675,707 300,283 128,903 8,134,684 399,416 40,000 2,500 9,681,493 $ 924,679 277,120 120,564 7,902,692 491,243 140,000 250,000 120,000 25,000 10,251,298 $ $ 10,251,298 10,251,298 $ $ (128,458) (93,804) (8,216) (639,011) 178,844 (10,000) (253,171) (40,000) (120,000) (200,000) 140,000 250,000 120,000 25,000 (778,816) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Fire Department operating budget has decreased 6% and capital expenditures total $623,000 resulting in an overall net decrease of 7%. Personal Services decreases are due to 2.75 FTE staffing reductions that include 1 Fire Fighter Fuel Mgt Tech, 1 Fire Inspector II and .75 Fuel Mgt Crew Member. In addition there are salary and benefit decreases. Contractual increases are due to Utility Cost for Light and Power. Commodities decreases are due to Fire General Administration reduction in work order charges, Fire Prevention reductions in non library books and subscription and Fire Operations reduction in office supplies, safety supplies, gas and oil, and misc computer equipment. Major capital (>$10,000) is for possible grant funded FY 09 AZ Homeland Secuirty Fire Equipment ($123,000), FY 09 Assistance to FireFighters Equipment ($250,000), FY09 Governors Office of Highway Safety Fire Equipment ($25,000) and a carryforward for vehicle ($225,000). Annual Financial Plan 185 City of Flagstaff Annual Financial Plan 186 City of Flagstaff POLICE DIVISION MISSION The mission of the Flagstaff Police Division 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 187 City of Flagstaff Annual Financial Plan 188 City of Flagstaff Training 2 Police Officer (DARE) Citizen Volunteers Parking/Radar Graffiti Eradification Emergency Services Patrol 1 Police Detective Property Crimes 1 Police Sergeant 1 Admin Spec Agents As Assigned Metro Unit 1 Police Detective 1 Rotating Police Officer 1 Police Sergeant 1 Police Corporal 1 Animal Control Officer Police Officers As Assigned Reserves L Squad 1 Police Sergeant Police Officers As Assigned Selective Enforcement F Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned 1 Police Sergeant 1 Police Corporal Police Officers As Assigned E Squad Explosive Disposal 1 Police Sergeant 5 Police Detective Police Officers As Assigned 1 Police Sergeant 1 Police Corporal Police Officers As Assigned 1 Police Sergeant 1 Police Corporal Police Officers As Assigned Police Officers As Assigned B Squad Family Crime Team D Squad C Squad Hostage Negotiations 1 Police Sergeant 5 Police Detective 1 Rotating Police Officer B Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned A Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned Tactical Operations Patrol Squads Police Officers As Assigned 1 Admin Spec 3 Police Lieutenant A Squad 1 Police Lieutenant 1 Police Sergeant 1 Police Officer Criminal Investigations Community Relations/ Total Number Police Officers = 69 Total Commissioned Personnel = 107 Total Civilian Personnel= 52 Total Department Personnel = 159 1 Police Records Supervisor 10 Admin Spec Records 2 Admin Spec 1 Police Support Services Supv(Civilian) 1 Police Communications Manager 5 Police Emerg Comm Spec Supervisor 23 Police Emerg Comm Spec 2 Dispatch Call Taker Support Services Communications Support Services 1 Deputy Police Chief Operations 1 Deputy Police Chief 1 Sergeant Internal Investigation/ Administrative Services Police 22 1 Division Director (Police Chief) Utilities, Services, & Safey 01 1 Deputy City Manager City Administration 01 1 City Manager POLICE 1 Parking Control Officer 2 Evidence Technician 1 Property Control Coord 1 Police Special Svcs Supv (Civilian) Special Services POLICE SECTION 22 MISSION FY 09 ACCOMPLISHMENTS 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.         CORE VALUES We value life - preserving life is our highest priority. We value the Consitutution - it provides equal and enforceable standards for all. We value integrity - we recognize integrity as the basis for mutual respect and trust. We value service - by providing exemplary service we enhance our credibility and establish trust with the community. We value quality of life - we value our role in promoting an environment that enables people to preserve or enhance their quality of life through a partnership of shared responsibility and trust.  Four Officers for Sunnyside Neighborhood detail. Property Crimes Detective. Continued development of CompStat “Intelligence-led Policing” Program. 9% reduction in Part I Crimes 2007 to 2008. Dispatch Call Taker hired. Dispatch Training Supervisor promoted. New Property Control position filled. Electronic Citation Project progressed to field testing Citrix enhanced officer field report writing capability. FY 10 NEW INITIATIVES AND GOALS    PROGRAM DESCRIPTION The Police Division is responsible for promoting an exceptional quality of life within the Flagstaff community through a process of collaboration and teamwork with like minded individuals and organizations. We believe that protecting life and property, preserving the peace, and upholding the rights of individuals are among our highest priorities. We accomplish our mission through crime prevention, community policing programs, suspression of crime and the apprehension of criminal offenders. The Metro Narcotics Task Force, a multi-agency investigative unit, has helped to fight illegal drug use and associated crime in our community and is one of many State and Federal grants the Flagstaff Police Department has received. Annual Financial Plan POLICE   189 Implement new web-based services for crime mapping and reporting for more efficient and effective sharing of police related data. Use CompStat to help achieve national benchmark of 33 property crimes per 1,000 residents. Reduce violent crimes, allowing no more than the national benchmark of 4.8 per 1,000 residents. Reduce current police and dispatch turnover rate of 21% to no more than the national benchmark of 6% through retention pay and a focus on factors other than compensation (e.g. positive workplace, emphasis on mission/values, and public service) Recruit a non-paid Volunteer Coordinator to oversee volunteer program and increase hours contributed by volunteers. City of Flagstaff POLICE SECTION 22 POLICE PERFORMANCE MEASURES Council Priority: Public Safety Goal: Improve security for the citizens of Flagstaff by addressing the high rate of property crimes in our community. Objective: Reduce property crimes to achieve the national benchmark of no more than 33 per 1,000 residents through increased enforcement activities by patrol officers (based upon current staffing levels), crime prevention and education to include special operations details, proactive solutions such as target hardening and community outreach, and dealing with the root causes of crime. Type of Measure: Outcome Tool: Crime statistics Frequency: Monthly Scoring: 90%+ Progressing towards reduction in property crimes to meet national benchmark of 33 per 1,000 residents. Trend:  FY 07 FY 08 FY09 FY10 Measures: Actual Actual Estimate Proposed Value of Stolen Property $2,992,452 $2,461,303 $2,338,238 $2,221,326 Property Crimes per 1,000 residents 63 57 54 51 Graffiti Incidents 429 557 529 503 Volunteer Hours for Graffiti Eradication 129 174 183 192 *recent economic conditions coupled with any reductions in staffing of patrol officers may result in reversal of downward trend in property crimes Council Priority: Public Safety Goal: Improve security for the citizens of Flagstaff by addressing the high rate of property crimes in our community. Objective: Maintain the current outstanding clearance rate for property crimes in comparison to the national benchmark of 23% by identifying and aggressively pursuing prosecution of repeat offenders while maximizing use of Property Crimes detective to employ intelligence-led policing and effective communications with the business community and citizens to curtail the ability of criminals to pawn or sell stolen merchandise. Scoring: 90%+ Maintaining current clearance rate for property crimes that exceeds the national benchmark of 23%. Trend:  FY 07 FY 08 FY 09 FY10 Measures: Actual Actual Estimate Proposed Property Crimes Cleared 33% 37% 38% 39% Council Priority/Goal: Public Safety Goal: Promote traffic safety on Flagstaff's streets by identifying and targeting the causes of motor vehicle collisions and by providing a highly visable deterrent. Objective: Reduce traffic collisions and associated injuries by 5%, from FY07, through the identification targeting of collision-causing violations such as impaired driving, speed, red light and seat belt violations. Type of Measure: Outcome Tool: CompStat – Computer Statistics process Frequency: Monthly Scoring: 90%+ Progressing towards 5% reduction in traffic collisions Trend:  Annual Financial Plan 190 City of Flagstaff POLICE Measures: Traffic Citations Issued Warnings Issued Number of DUI Arrests Speed Citations Red Light Violation Citations Seat Belt/Child Restraint Citations All Collisions DUI Related Collisions SECTION 22 FY 07 Actual 11,274 10,358 992 1,596 458 442 3,379 139 POLICE FY 08 Actual 11,136 10,819 928 1,795 506 398 3,129 130 FY 09 Estimate 11,838 10,876 1,000 1,676 481 464 3,210 132 FY10 Proposed 11,838 10,876 1,000 1,676 481 464 3,210 132 Council Priority/Goal: Public Safety Goal: Improve community safety by collaborating with agency partners and the community, while fully utilizing all investigative resources, to ensure the apprehension of offenders, consistent and timely investigation, prosecution and disposition of all Part 1 crimes and domestic violence cases. Objective: In concert with agency partners like the state gang task force (GIITEM), the Criminal Justice Coordinating Council (CJCC) and the narcotics unit (METRO), detectives will work with the County Attorney’s Office to target repeat offenders for enhanced prosecution and thus maintain the current clearance rate for violent crime in comparison to the national benchmark of 60%. Type of Measure: Outcome Tool: CompStat – Computer Statistics process Frequency: Monthly Scoring: 90%+ Maintaining current clearance rate for violent crimes that exceeds the national benchmark of 60%. Trend:  FY 07 FY 08 FY09 FY10 Measures: Actual Actual Estimate Proposed Total cases assigned to Detectives 5,291 4,585 4,500 4,300 % of cases cleared 57% 60% 62% 63% Council Priority/Goal: Public Safety Goal: Improve community safety by collaborating with agency partners and the community, while fully utilizing all investigative resources, to ensure the apprehension of offenders, consistent and timely investigation, prosecution and disposition of all Part 1 crimes and domestic violence cases. Objective: Reduce part 1 violent crimes, including aggravated assault, allowing no more than the national benchmark of 4.8 per 1,000 residents through increased enforcement activities by patrol officers. (Based upon current staffing levels) Scoring: 90%+ Progressing towards reduction in Part One crimes to meet national benchmark of 4.8 per 1,000 residents. Trend:  FY 07 FY 08 FY09 FY10 Measures: Actual Actual Estimate Proposed Part 1 violent crimes per 1,000 residents 5.5 4.9 4.8 4.8 Aggravated Assault 205 175 166 158 *Recent economic conditions coupled with any reductions in staffing of patrol officers may result in reversal of downward trend in part one crimes. Annual Financial Plan 191 City of Flagstaff POLICE SECTION 22 POLICE Council Priority/Goal: Public Safety Goal: Improve community safety by collaborating with agency partners and the community, while fully utilizing all investigative resources, to ensure the apprehension of offenders, consistent and timely investigation, prosecution and disposition of all Part 1 crimes and domestic violence cases. Objective: Make full custody arrests in cases of domestic violence where sufficient probable cause exists. Scoring: 90%+ Progressing towards 2% increase in full custody arrests for domestic violence Trend:  FY 07 FY 08 FY09 FY10 Measures: Actual Actual Estimate Proposed % of Domestic Violence incidents where an 42% 52% 53% 54% arrest is made Council Priority/Goal: Public Safety Goal: Enhance quality of life for Flagstaff’s citizens by expanding our community policing philosophy of promoting partnerships of shared responsibility, support and trust with law abiding members of the community. Objective: Increase staff and citizen participation at least 5% in Community Policing programs such as Community Support Meetings, Neighborhood Watch, Citizens Police Academy and Volunteer Program. Type of Measure: Outcome Tool: Statistics Frequency: Monthly Scoring: 90%+ Progressing towards 5% increase in staff and citizen participation in CP programs Trend:  CY 07 CY 08 CY09 CY10 Measures: Actual Actual Estimate Proposed Volunteer Hours donated 2,286 2,016 2,117 2,223 Community Support Meetings N/AN/A 12 24 Council Priority/Goal: Public Safety Goal: Enhance quality of life for Flagstaff’s citizens by expanding our community policing philosophy of promoting partnerships of shared responsibility, support and trust with law abiding members of the community. Objective: Provide a high level of enforcement for substance abuse crimes such as methamphetamine and heroin abuse with at least a 5% increase in arrests. Scoring: 90%+ Progressing towards a %5 increase in arrests for dangerous drugs Trend:  CY 07 CY 08 CY09 CY10 Measures: Actual Actual Estimate Proposed Arrests for Dangerous Drugs 117 92 97 102 Council Priority/Goal: Public Safety Goal: Enhance quality of life for Flagstaff’s citizens by expanding our community policing philosophy of promoting partnerships of shared responsibility, support and trust with law abiding members of the community. Objective: Continue enforcement emphasis on crimes of public disorder, such as open container liquor violations through directed patrol efforts like Operation 40 with a resulting 5% reduction in public intoxicants. Scoring: 90%+ Progressing towards 5% reduction in public intoxicants Trend:  CY 07 CY 08 CY09 CY10 Measures: Actual Actual Estimate Proposed Contacts with Public Intoxicants 6,067 4,495 4,270 4,056 Annual Financial Plan 192 City of Flagstaff POLICE SECTION 22 Council Priority/Goal: Public Safety Goal: Continuously improve service to internal and external customers. Objective: Hold no more than 12% of total calls for service 20 minutes or longer. Type of Measure: Program Outcome Tool: Statistics Frequency: Monthly Scoring: 90%+ Progressing towards holding no more than 12% of total calls 20 minutes or longer Trend:  FY 07 FY 08 FY09 Measures: Actual Actual Estimate % of calls held 20 minutes or longer. 11% 10% 10% POLICE FY10 Proposed 10% Council Priority/Goal: Public Safety Goal: Continuously improve service to internal and external customers. Objective: Reduce number of founded complaints on employees by at least 5% with increased training and by encouraging staff to pursue their educational goals. Type of Measure: Program effectiveness Tool: Statistics Frequency: Monthly Scoring: 90%+ Progressing towards at least a 5% reduction in the number of founded complaints Trend:  FY 07 FY 08 FY09 FY10 Measures: Actual Actual Estimate Proposed Number of founded complaints from citizens 17 13 12 11 Council Priority/Goal: Public Safety Goal: Continuously improve service to internal and external customers. Objective: Improve customer service as indicated by at least an 80% positive rating on citizen feedback on Quality Assurance Questionnaires and Customer Service Surveys. Type of Measure: Program effectiveness Tool: Surveys Frequency: Monthly Scoring: 90%+ Progressing towards maintaining at least an 80% positive rating on citizen responses to surveys Trend:  FY 07 FY 08 FY09 FY10 Measures: Actual Actual Estimate Proposed % of positive responses to surveys N/A92% 80% 80% Annual Financial Plan 193 City of Flagstaff POLICE SECTION: SECTION 22 POLICE 22-POLICE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 12,762,669 1,622,606 639,219 374,459 $ 15,398,953 Adopted Budget 2008-2009 $ 14,523,330 1,627,623 627,771 361,215 $ 17,139,939 Estimated Expenditures 2008-2009 $ 13,847,701 1,665,222 327,287 296,727 $ 16,136,937 Proposed Budget 2009-2010 $ 13,104,315 1,406,828 392,484 180,043 $ 15,083,670 Budget-Budget Variance $ (1,419,015) (220,795) (235,287) (181,172) $ (2,056,269) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PATROL DETECTIVES RECORDS COMMUNICATIONS SPECIAL SERVICES CRIME PREVENTION & TRAINING TOTAL $ 1,984,164 8,414,294 1,483,948 621,840 1,743,625 1,014,082 137,000 15,398,953 $ 2,171,505 9,382,032 1,704,067 882,553 2,357,427 505,007 137,348 17,139,939 $ 1,655,607 9,107,375 1,584,335 942,333 2,267,326 455,214 124,747 16,136,937 $ 1,919,631 8,128,401 1,469,199 814,985 2,174,290 445,037 132,127 15,083,670 $ $ 15,083,670 15,083,670 $ (251,874) (1,253,631) (234,868) (67,568) (183,137) (59,970) (5,221) (2,056,269) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Police Departments operating budget has decreased 11% and captial expenditures total $180,043 with an overall net decrease of 12%. Personal Services decreases are due to 20 FTE staffing reductions that include (2) FTE Administrative Specialists, (1) Animal Control Officer, (1) FTE Evidence Technican, (2) FTE Police Emergency Communication Specialists, (12) FTE Police Officers, (1) FTE Police Support Service Manager and (1) FTE Property Control Coordinator. In addition there are salary and benefit decreases. Contractual decreases are due to reductions in medical fees, telephone, travel, lodging and meals, registration, education, rents and other miscellaneous services. Commodities decreased due to reductions in office supplies, miscellaneous computer equipment, office equipment, gas and oil, and other operating supplies. Major capital (>$10,000) includes (1) digital photocopier ($17,043), (6) police crusiers ($153,000) and a carryforward for a copier ($10,000). Annual Financial Plan 194 City of Flagstaff POLICE SECTION: SECTION 23 POLICE GRANTS 23-POLICE GRANTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 402,359 180,083 59,990 192,144 $ 834,576 $ $ Adopted Budget 2008-2009 507,881 156,591 31,989 98,049 794,510 Estimated Expenditures 2008-2009 $ 720,887 35,684 93,981 75,000 $ 925,552 $ $ Proposed Budget 2009-2010 1,323,886 28,510 51,302 328,101 1,731,799 Budget-Budget Variance $ 816,005 (128,081) 19,313 230,052 $ 937,289 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION METRO UNDERAGE DRINKING PREVEN FY08 HOMELAND SECURITY AZ INTERNET CRIME RICO FUNDS FOR METRO NO AZ 700/800 MHZ COMM. FY08-09 AATA PROF TRAIN FY08-09 AATA PUBLIC AWAR CTR SUICIDE BOMBER DETEC IGA-FUSD-RESOURCE OFFICE SHLS - MULTI HIT BALLAST GOHS - IN CAR VIDEO GOHS - COLLISION TEAM TR GOHS - DUI ENFORCEMENT SHLS - LIVESCAN FINGERPR FUSD - RESOURCE OFFICER AATA - PROF TRAINING AATGA - PUBLIC AWARENESS ACJC - DUI ABATEMENT AZ HLS FY08-09 WEED AND SEED COPS GRANT BRYNE GRANT RECOVERY JAG GRANT BULLET PROOF VEST 2005-HSG-EQ/BOMB STATEWIDE GANG TASK DHS 06 HOME LAND 2006 JAG PATRO OVERTIME 06/07 WEED & SEED 06 PSN-JUVENILE E 06 PSN-GUN INTELLIGENCE 06 SELECTIVE TRAFFIC E 05 DHS-COMM CONTROLLER NO. AZ. DUI TASK FORCE Annual Financial Plan $ 5,481 380,832 9,246 13,394 (69,250) (13,277) 12,612 9,459 128,660 (522) 9,617 21,255 13,392 3,598 (30) 103,568 17,225 $ 373,984 50,000 19,415 97,280 - 195 $ 310,000 16,000 81,750 73,974 2,128 8,808 35,684 55,000 9,786 2,321 161,131 - $ 383,064 1,026 18,846 29,200 20,760 26,400 13,441 55,000 2,128 8,808 13,500 373,210 9,883 145,000 72,500 311,417 22,622 171,446 - $ 9,080.00 (50,000.00) (19,415.00) 1,026.00 18,846.00 29,200.00 20,760.00 26,400.00 13,441.00 55,000.00 2,128.00 8,808.00 13,500.00 373,210.00 9,883.00 145,000.00 72,500.00 311,417.00 22,622.00 74,166.00 - City of Flagstaff POLICE SECTION 23 POLICE GRANTS EXPENDITURES BY PROGRAM: Actual Expenditures 2007-2008 AZ AUTO THEFT-WATCH CA 07-GOHS SEL TRAFFIC IN 07-AZ HOME LAND SECURI ACJC ANTI GANG INITIAT 07-GOHS DUI ENFORCEMEN 08-WEED & SEED OVERTIM 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 $ $ 86,509 6,306 150 37,461 8,192 8,008 1,700 40,495 495 834,576 Adopted Budget 2008-2009 $ $ 5,000 48,049 26,384 26,384 49,075 65,960 32,979 794,510 Estimated Expenditures 2008-2009 $ $ 90,555 21,606 925,552 Proposed Budget 2009-2010 $ $ 20,018 33,530 1,731,799 $ $ 1,731,799 1,731,799 Budget-Budget Variance $ $ (5,000) (48,049) (6,366) (26,384) (49,075) (32,430) (32,979) 937,289 SOURCE OF FUNDING: GENERAL FUND Annual Financial Plan 196 City of Flagstaff PUBLIC WORKS DIVISION MISSION 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 Park opportunities. The mission of the Parks Section is to provide exceptional facilities which are safe and aesthetically pleasing for the community in order to pursue family oriented and recreational activities that promote a healthy lifestyle. The mission of the Fleet Services Section vows to provide high quality, efficient maintenance services to City employees, and indirectly to Flagstaff citizens by keeping equipment in excellent condition. The Cemetery Division employees dedicate themselves to offering quality customer service in 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 Sections 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. The Environmental Services Section mission is to efficiently provide a comprehensive waste management and diversion program to the residents of Flagstaff. The Sustainability and Environmental Management Sections mission is to preserve and enhance the community and natural environment by implementing resource conservation and sustainability through leadership and education. Annual Financial Plan 197 City of Flagstaff Annual Financial Plan 198 City of Flagstaff 1 Parts Specialist 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 Cemetery 1 Cemetery Maint Spec 1 Maintenance Worker .75 Cemetery Caretaker .75 Maintenance Worker Temp Temps 4.31 Equipment Operator Temp Equipment 11 Equipment Operator Equipment Operation 1 Streets Leadworker 1 Admin Specialist 1 Project Manager 1 Admin Asst 1 Admin Specialist 1 Project Manager 1 Project Manager 6 Equipment Operator 1 Landfill Supervisor 1 Env Svcs Mgr - Landfill 2 Equipment Operator 1 Bin Maint Leadworker 13 Equipment Operator 1 ES Collection Supervisor (Residential) 12 Equipment Operator 1 Equipment Operator - Temp 1 ES Collection Supervisor (Commercial) 1 Env Svcs Mgr - Collections 1 Program Asst - Sales 2.5 Admin Assistant 1 Admin Specialist Supervisor Environmental Services 41 1 Env Svcs Opers Mgr Traffic 1 Traffic Signal Tech Asst .5 Intern Sign/Paint 3 Maintenance Worker Traffic/Sign & Paint 1 Streets Leadworker Street Sweeping 3 Equipment Operator Concrete 3 Maintenance Worker Training/Street Maintenance 1 Streets Leadworker 1 Streets Manager Streets (32) 1 Streets Superintendent 1 Facilities Maint Supervisor 9 Maintenance Worker Facilities Maint Division (29) 1 Facilities Maint Superintendent 1 Administrative Specialist 1 Assistant Public Works Director Public Works 25 1 Division Director Community Enhancement 01 1 Deputy City Manager City Administration 01 1 City Manager PUBLIC WORKS 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 Parks 26 1 Park Superintendent 1 Sustainability Specialist 1 Sustainability Manager 1 Program Asst 1 Env Code Enf Aide 1 Env Code Specialist 1 Conservation Manager 1 Env Asst .6 Env Aide 1 Env Prog Spec 1 Env Tech 1 Env Program Mgr Sustainability and Environmental 41 1 Sustainability and Environmental Manager PUBLIC WORKS SECTION 20 USGS MAINTENANCE MISSION FY 09 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.      Electrical Inspections at all USGS facilities. USGS-4 door repairs at shop area. USGS-4 HVAC server room improvements. USGS-4 Interior & Exterior painting. USGS-6 HVAC controls upgrade. FY 10 NEW INITIATIVES AND GOALS PROGRAM DESCRIPTION     Division 20 (USGS) 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 3, 4, 5 and 6. The Facilities and Parks Sections share responsibility for the maintenance. USGS-3 Courtyard Siding repairs. USGS-3 HVAC unit replacements (2 units). USGS-4 HVAC unit replacements (2 units). USGS-4 Flooring replacement work. PERFORMANCE MEASURES Council Priority: Facilities & Basic Services Goal: Facility assessment scores Objective: Track the maintenance work for all buildings in all areas (HVAC, plumbing, roofing, etc); objective is to maintain the building annual assessment scores above 90%. This guarantees safe, functional, and aesthetically pleasing facilities. Type of Measure: Output and Program Effectiveness Tool: Inspection assessment Frequency: Yearly Scoring: 90% + (average score of all buildings and assessment sections) Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Facility Assessment Average Score – Measures N/A N/A 85% 90% quality of staff work, quality, and effectiveness. Annual Financial Plan 199 City of Flagstaff PUBLIC WORKS SECTION 20 Council Priority: Facilities & Basic Services Goal: Capital improvement & repair projects Objective: Track the plan and completion of yearly improvements improvements. Type of Measure: Output Tool: Long range capital planning files Frequency: Yearly Scoring: 90% + (total completed / total planned) Trend:  FY 07 Measures: Actual Capital Improvement & Repair Project Planning & 75% Effectiveness USGS MAINTENANCE and repairs in regards to major leasehold FY 08 Actual 80% FY 09 Estimate 80% FY 10 Proposed 90% Council Priority: Facilities & Basic Services Goal: Work order dispatching Objective: Tracks the effectiveness and timeliness of the work orders dispatched and completed by city facilities staff for the USGS buildings. Type of Measure: Output Tool: Naviline – Work Orders Frequency: Yearly Scoring: 90% + (8-14 days following submittal of work order) Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Work Order Dispatching - Average # of days to N/A N/A N/A 90% close a work order / complete the job. Annual Financial Plan 200 City of Flagstaff PUBLIC WORKS SECTION: SECTION 20 USGS MAINTENANCE 20-USGS FACILITIES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 19,424 869,529 91,761 700 $ 981,414 Adopted Budget 2008-2009 $ $ 880,041 470,835 133,400 1,484,276 Estimated Expenditures 2008-2009 $ 1,980 825,830 138,564 95,467 $ 1,061,841 Proposed Budget 2009-2010 $ $ 1,260,818 336,550 1,597,368 Budget-Budget Variance $ 380,777 (134,285) (133,400) $ 113,092 EXPENDITURES BY PROGRAM: ADMINISTRATION MAINTENANCE-BLDG #2 BUILDING 6 USGS BUILDING 3 USGS BUILDING 4 USGS BUILDING 5 BUILDING #2 DEMO TOTAL $ $ 465,639 10,515 134,448 152,419 141,972 18,596 57,825 981,414 $ $ 462,774 7,738 162,428 449,944 176,087 61,805 163,500 1,484,276 $ $ 462,942 6,480 133,995 154,837 145,912 30,500 127,175 1,061,841 $ $ 887,094 168,715 303,259 177,609 60,691 1,597,368 $ $ 1,597,368 1,597,368 $ $ 424,320 (7,738) 6,287 (146,685) 1,522 (1,114) (163,500) 113,092 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The USGS Maintenance operating budget has decreased 8% and there are no capital expenditures. There are no personnel associated with this account. Work is provided through internal work order charges. Contractual decreases are due to a reduction of utility costs, maintenance, custodial and landfill. Commodities decreases are due to horticultural supplies, turf irrigation supplies, and reduced internal work order charges. One-time expenditures for this division are for internal work orders. There are no major capital (>$10,000) expenditures planned for this section. Annual Financial Plan 201 City of Flagstaff PUBLIC WORKS SECTION 25   MISSION 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 Park opportunities.     ADMINISTRATION Flat roof at the main library was replaced. Added 36 lane miles to the existing de-icer routes which included the East Flag T. I. Completed first annual City of Flagstaff Sustainability Report. 19% increase in customers at the HPC during the first half of FY09. Completed Facility Space Needs study. Implemented SCA Tissue Program. Cinder Lake Landfill will haul waste paper sludge and provide snow plowing services at SCA plant in Flagstaff. PROGRAM DESCRIPTION FY 10 NEW INITIATIVES AND GOALS Public Works Administration provides leadership and general direction for Environmental Services, Sustainability and Environmental Management, Transportation, Facilities and Parks Maintenance.     FY 09 ACCOMPLISHMENTS      Implemented electrical inspections at all USGS facilities. Public Works Safety Committee completed an update of the Public Works Safety Manual and distributed to all employees. Replaced 7,000 sq. ft. of sod at Wheeler Park. HVAC upgrades:  J. Lively Ice Rink – new chiller  Library – HVAC screen wall  City Hall – staff office heating coils Annual Financial Plan   202 Provide concept plans for a new Public Works Maintenance Facility. Complete Citizens Cemetery office addition Replace Sof’fall playground surface material at two parks. Complete Fire Systems updates at J. Lively Ice Rink, Main Library, City Court, Flagstaff Recreation Center, and Cogdill Recreation Center. Develop a preventative maintenance practice for cleaning and safeguarding de-icing equipment. Increase assistance to local businesses that are interested in adopting sustainable business practices. Administer street overlay stimulus package. City of Flagstaff PUBLIC WORKS SECTION 25 ADMINISTRATION PERFORMANCE MEASURES Council Priority: Fiscal Health Goal: Effective Vehicle Safety Program. Objective: Reduce Vehicular Accidents by 15% Type of Measure: Outcome Tool: Reports Using Excel Spreadsheets Frequency: Annual Scoring: 75% Trend:  Measures: Number of accidents compared to last year Number of miles driven Number of accidents per thousand miles FY 07 Actual 24 Accidents FY 08 Actual 20 Accidents FY 09 Estimate 17 Accidents 1,073,088 1 accident/ 44,172 miles 1,158,935 1 accident/ 57,947 miles 1,251,649 Reduce by 15% FY 10 Proposed 14.45 Accidents 1,251,649 Reduce by 15% Council Priority: Fiscal Health Goal: Develop bi-annual customer Service Survey for both internal and external customers Objective: To assist with evaluation of Public Works services as they relate to customer expectations Type of Measure: Program Outcome Tool: Customer Surveys Frequency: Bi-Annual Scoring: 90% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Develop and distribute 2 surveys per year to both N/A N/A Create Create internal and external customers. Surveys will internal external focus on the quality of service received from the survey and survey. various Public Works Sections distribute. Distribute 1 Analyze external results to and 1 identify the internal top areas for survey. improvement. Analyze Outline an results to action plan to identify the improve in top areas the areas for identified. improveme nt. Outline an action plan to improve in the areas identified. Annual Financial Plan 203 City of Flagstaff PUBLIC WORKS SECTION: SECTION 25 ADMINISTRATION 25-PUBLIC WORKS ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 260,508 10,194 4,898 6,000 $ 281,600 Adopted Budget 2008-2009 $ 341,444 13,489 (94,288) $ 260,645 Estimated Expenditures 2008-2009 $ 324,399 6,030 (95,453) $ 234,976 Proposed Budget 2009-2010 $ 296,776 4,217 (69,961) $ 231,032 Budget-Budget Variance $ (44,668) (9,272) 24,327 $ (29,613) $ $ $ $ $ $ $ $ 231,032 231,032 $ $ $ (50,066) 136,549 22,905 121,644 231,032 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TOTAL 281,600 281,600 260,645 260,645 234,976 234,976 (29,613) (29,613) SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ COMMENTARY: The Public Works Administration operating budget has decreased 11% and there are no capital expenditures. Personal Services include both salary and benefit decreases. Contractual decreases are due to equipment maintenance, travel, registration, postage/freight, and memberships. Commodities increases are due to a decrease in contra-work order charges, and an increase in work order charges. One-time expenditures for this section are for both internal work order charges and contra-work order charges. There are no major capital (>$10,000) expenditures planned for this section. Annual Financial Plan 204 City of Flagstaff PUBLIC WORKS SECTION 26 MISSION  The Parks Section is dedicated to providing exceptional facilities which are safe and aesthetically pleasing for the community in order to pursue family oriented and recreational activities that promote a healthy lifestyle.     PROGRAM DESCRIPTION  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 Section weed and tree management plan are also budgeted in this division.  PARKS Provided assistance for the completion of the East Flagstaff TI. Assumed ground maintenance of the new Phoenix Ave parking lot. Help coordinate the Disc Golf Tournament at McPherson Disc Golf Course. th Park Section hosted the 10 annual “Turf in the Pines Seminar”. Help coordinate the State Little League tournament at Continental Sports Complex. Help coordinate with relocating two hundred and seventy five Gunnison Prairie Dogs from the BBB landscaping projects along Rt. 66 Streetscape corridor with coordination with Habit Harmony, City of Flagstaff, Northern Arizona University, Santa Fe/Burlington Railroad and Arizona Game and Fish Wildlife Department. Help coordinate with the Flagstaff Rotary Club the re-roofing the building at the main entrance of Buffalo Park. FY 10 NEW INITIATIVES AND GOALS FY 09 ACCOMPLISHMENTS           Replaced of Sof’Fall playground surface material at McPherson Park and Thorpe Park Playground. Replaced the final two picnic shelters at Kiwanis Park. Chip seal, re-stripe, and repaired the parking lots at the Thorpe Park Softball Complex and the Thorpe Flag Monument. Replaced soccer goals at Killip School fields. Repaired two building roofs at the Parks Maintenance Yard. Coordinated and maintained landscaping installation at the Flagstaff Aquaplex. Installed 7,000 sq. ft of sod at Wheeler Park. Repaired/Removed vandalism at City Parks, at a total estimated cost of $34,525. Annual Financial Plan        205 Replacement of Sof’Fall playground surface material at Mobil Haven and Smokerise Park. Resurface two tennis courts and two basketball courts at Bushmaster Park. Replacement of chain link fence at the tennis and basketball courts at Bushmaster Park. Replace soccer goals at Foxglenn Park. Replacement of Turf Soil Reliever attachment. Replace two Park storage bins at the Kinlani Storage Yard site. Coordinate and maintain landscaping installation at the East Flagstaff TI. Replacement of out field fencing at Senior L.L. field. Add exterior chain link fencing to the wrought iron fence at Foxglenn Skate Park. City of Flagstaff PUBLIC WORKS SECTION 26 PARKS PERFORMANCE MEASURES Council Priority: Community Sustainability and Family, Youth & Community Goal: Enhance the quality of life for our community by providing comprehensive park resources, programs. Objective: Strive to maintain parks, trails, and beautification projects at the highest level of service. Type of Measure: Output and Program Outcome Tool: Annual Surveys of City Services and Work Schedules Frequency: Yearly Scoring: 75% Trend:  FY 07 FY 08 FY 09 Measures: Actual Actual Estimate BBB Landscape areas – Bi-weekly Irrigation 40% 40% 70% checks, litter control, prune 20% plant units per year or as needed, Bi-monthly rodent control, Monthly weed and noxious control and disease and insect control. Sports Field Turf Maintenance – Weekly Mowing 70% 70% 70% (during rain season twice per week), the following are done three times per year over seeding, top dressing; aeration – six time s per year; and fertilizing – four times per year. services and FY 10 Proposed 70% 70% Council Priority: Public Safety, Family, Youth & Community and Facilities & Basic Services 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. Type of Measure: Output and Program Outcome Tool: Inspection and Inspection Reports Frequency: Bi-weekly Scoring: 75% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Actual Proposed Conduct Bi-weekly safety inspections of parks 85% 85% 85% 85% and playground equipment Complete daily and weekly maintenance tasks at 70% 70% 70% 70% all park sites. Claims for accidents/injuries N/A N/A 0 0 Annual Financial Plan 206 City of Flagstaff PUBLIC WORKS SECTION 26 PARKS Council Priority: Public Safety and Facilities & Basic Services 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. Type of Measure: Outcome and Program Outcome Tool: Excel Worksheet Frequency: Monthly Scoring: 75% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Annual vandalism costs $25,000 $27,000 $30,000 $34,525 Respond time to correction 36 hrs. 36 hrs. 36 hrs. 24 hrs/75% SECTION: 26-PARKS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL $ $ Actual Expenditures 2007-2008 1,287,975 721,425 403,988 406,187 2,819,575 $ $ Adopted Budget 2008-2009 1,612,764 934,360 328,459 451,600 3,327,183 $ $ Estimated Expenditures 2008-2009 1,706,138 753,462 356,299 334,070 3,149,969 $ $ Proposed Budget 2009-2010 1,529,143 580,060 286,578 271,425 2,667,206 Budget-Budget Variance $ (83,621) (354,300) (41,881) (180,175) $ (659,977) 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 $ $ 138,820 765,811 40,320 424,594 131,481 61,243 41,405 1,005,766 70,164 139,971 2,819,575 $ $ 94,936 754,664 48,150 421,214 109,923 203,336 44,576 1,252,033 82,416 315,935 3,327,183 $ $ 56,627 782,797 49,563 411,283 101,207 159,440 62,265 1,118,059 74,501 334,227 3,149,969 $ $ 185,453 514,004 29,895 345,220 75,844 200,953 21,306 1,157,004 20,820 116,707 2,667,206 $ $ 2,667,206 2,667,206 $ $ 90,517 (240,660) (18,255) (75,994) (34,079) (2,383) (23,270) (95,029) (61,596) (199,228) (659,977) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Parks operating budget has decreased 17% and capital expenditures total $271,425 resulting in an overall net decrease of 20%. Personal Services decreases are due to 4.26 FTE staff reduction (Maintenance workers) along with reductions in salaries and benefits. Contractuals and Commodities decreases are due to across the board cuts to Parks operating budget and prior year one time items. Major capital (>$10,000) includes replacement items for various City parks, resurfacing basketball & tennis courts are Bushmaster Park and two replacement vehicles. Annual Financial Plan 207 City of Flagstaff PUBLIC WORKS SECTION 27  MISSION The mission of the Fleet Services Division vows to provide high quality, efficient maintenance services to City employees, and indirectly to Flagstaff citizens by keeping equipment in excellent condition.   FLEET SERVICES Maintained preventive maintenance services at 96.8% scheduled and ensured service was completed within the month scheduled. Technician productivity established at 90% and developed repair labor standards. Technicians inputted labor transactions and repair descriptions into the H.T.E. system. PROGRAM DESCRIPTION FY 10 NEW INITIATIVES AND GOALS To establish efficient and effective delivery of City fleets services by providing customer agencies with safe, reliable, economical, and environmentally sound transportation and related support services that are responsive to the needs of customer departments and that conserve vehicle value and equipment investment.      FY 09 ACCOMPLISHMENTS   Reduce preventive maintenance intervals to achieve budget savings of 50% (annually from four scheduled to two). Maintain technician productivity at 90% while using established labor rate standards as part of the employee performance evaluation. Keep comebacks to less than 1%. Continue technician data input to the H.T.E. system. Continue “Green Shop Policy” compliance with technician participation. Acquired computers for technicians in all work areas. Purchased two new vehicle lifts and one new Tig plasma welder. PERFORMANCE MEASURES Council Priority: Facilities and Basic Services Goal: Technicians to input repair data, maintain productivity at 90% using flat rate standards with less than 1% repair comebacks. Objective: To improve technician skills by measuring performance and reduce comebacks. Type of Measure: Output Tool: Supervisor Inspection, H.T.E. repair order system/customer feedback Frequency: Weekly Scoring: 99% (Average score of all technicians on completed repair orders) Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Average percentage of repair come backs per 1% 1% 1% 1% technician. Annual Financial Plan 208 City of Flagstaff PUBLIC WORKS SECTION 27 FLEET SERVICES Council Priority: Facilities and Basic Services Goal: To ensure department vehicles are serviced as scheduled using extended preventive maintenance intervals. Objective: To reduce department light duty vehicle preventive maintenance and maintenances costs by extending service intervals to 6 months or 4,000 miles creating a 50% savings. Type of Measure: Outcome Tool: Compare the number of completed services with scheduled services, H.T.E. fleet system Frequency: Monthly Scoring: 90% (Scheduled versus actual) Trend:  Measures: Percentage of completed scheduled preventive maintenance services. Annual Financial Plan FY 07 Actual 95% 209 FY 08 Actual 96.8% FY 09 Estimate 97% FY 10 Proposed 99% City of Flagstaff PUBLIC WORKS SECTION: SECTION 27 FLEET SERVICES 27-FLEET SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 156,735 112,337 (274,809) 63,922 $ 58,185 Adopted Budget 2008-2009 $ 134,523 129,881 (298,625) 27,000 $ (7,221) Estimated Expenditures 2008-2009 $ 151,054 114,480 (294,413) 25,084 $ (3,795) Proposed Budget 2009-2010 $ 247,934 89,851 (338,642) $ (857) Budget-Budget Variance $ 113,411 (40,030) (40,017) (27,000) $ 6,364 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION INVENTORY MANAGEMENT PREVENTIVE MAINTENANCE VEHICLE REPAIR POOL VEHICLES-CITY HALL POOL VEHICLES-SHOP OTHER SHOP WORK MOBILE MOUNTED GENERATOR TOTAL $ (9,381) 123,133 145,855 (350,483) 7,871 6,327 76,673 58,190 58,185 $ 19,333 138,516 151,162 (417,122) 10,665 8,050 82,175 (7,221) $ (6,045) 138,168 149,458 (384,800) 9,204 7,500 82,720 (3,795) $ (27,585) 62,658 124,147 (219,755) 4,500 55,178 (857) $ (46,918) (75,858) (27,015) 197,367 (6,165) (8,050) (26,997) 6,364 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ (178,458) 462 59,790 15,778 386 4,328 96,857 (857) COMMENTARY: The Fleet Services operating budget is a zero base budget meaning the division expects to recover ongoing operating expenditures plus administrative overhead through charges for services, markups on parts and fuel, and an environmental disposal fee. The current shop rate is $62.00 per hour and does not cover one-time and capital requests. Personal Services decreases are due to 1 FTE staffing reduction of a Parts Specialist, offset by labor charge outs to obtain a zero budget. In addition, there are salary and benefit decreases. Contractual decreases are due to reductions in utilities, travel, and registration. Commodities decreases are due to reductions in gas, parts, and computer software offset by fuel, parts, and environmental charge outs to obtain a zero budget. There is no major capital (>$10,000) expenditures for this section. Annual Financial Plan 210 City of Flagstaff PUBLIC WORKS SECTION 27 MISSION  Fleet Management is dedicated to sustaining and preserving resources by providing vehicles and equipment that maximizes fuel efficiencies, reduces green house gas and preserves the environment for the Citizens of Flagstaff.     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. Purchasing to include estimated MPG in all bids for vehicles and equipment. Fleet Committee reviewed 27 replacement requests and approved 22 replacements. Additionally five new requests were presented to the committee for approval for the SCA program. Continued to provide Naviline fleet computer system training for committee members. 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. Participated in the Valley of the Sun Clean Cities Coalition with other agencies dedicated to conserving and promoting the use of Alternative fuels. FY 10 NEW INITIATIVES AND GOALS    FY 09 ACCOMPLISHMENTS  FLEET MANAGEMENT Coordinate with the sustainability division to review each replacement or new addition that could be hybrids, diesels, ethanol (FFV’S).  Adopt the “Green Fleet Policies” as developed by the Sustainability Committee. Purchase as many flex fuel units as possible. Conduct a utilization system to reduce the fleet size coordinated with budget cuts. Purchase 85% of all replacement and new add sedans and light duty vehicles are fuel efficient. PERFORMANCE MEASURES Council Priority: Facilities and Basic Services Goal: Conduct a utilization study coordinated with budget cuts to reduce the number of fleet vehicles. Objective: To improve vehicle utilization by reducing unnecessary vehicles. Type of Measure: Identify units with usage less than 4,000 miles annually Tool: H.T.E. fleet system, Compare equipment totals before and after budget cuts, coordinate with the Fleet Review Committee Frequency: Semiannually Scoring: 90% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Percentage of vehicles that can be eliminated 0% 0% 0% 10% Annual Financial Plan 211 City of Flagstaff PUBLIC WORKS SECTION 27 FLEET MANAGEMENT Council Priority: Facilities and Basic Services Goal: Coordinate with Sustainability Section to develop a written “Green Fleet Policies.” Objective: Conserve energy and increase efficiency by providing written guidelines. Type of Measure: Outcome Tool: Meeting with the Sustainability Manager, Adopted policies Frequency: Quarterly Scoring: 90% (Total planned/total completed) Trend:  FY 07 FY 08 FY 09 Measures: Actual Actual Estimate Number of green fleet policies adopted N/A 1 3 Annual Financial Plan 212 FY 10 Proposed 4 City of Flagstaff PUBLIC WORKS SECTION 28 CEMETERY MISSION FY 09 ACCOMPLISHMENTS Citizen Cemetery employees dedicate themselves to offering quality customer service in a time of need and providing proper grounds maintenance that is aesthetically pleasing to the public.     Addition of new cemetery office. Planning, plotting, and landscaping of Citizens Section “N”. All complaints/concerns were addressed promptly. Addition of three donated granite benches throughout the cemetery. PROGRAM DESCRIPTION Under the direction of the Interim 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. FY 10 NEW INITIATIVES AND GOALS   Propose to take over all headstone setting throughout Citizen Cemetery. Completion of Cemetery office addition with separate office, greeting room, and public restrooms. PERFORMANCE MEASURES Council Priority: Community Sustainability Goal: Reduce the amount of reclaimed water used for irrigation. Objective: To maintain healthy grass while cutting water costs. Type of Measure: Program Effectiveness Tool: Efficiently monitor the quantity and quality of water usage. Frequency: Weekly/Seasonal Scoring: 75% Depending on Precipitation Trend:  FY 07 Measures: Actual Percentage used of Yearly Budget 80% FY 08 Actual 100% Council Priority: Facilities & Basic Services Goal: To provide better accommodations to the public and employees. Objective: To offer a greeting room with separate office, and public restrooms. Type of Measure: Policy Effectiveness Tool: Build better accommodations for the public. Frequency: Annually Scoring: 60% Trend:  FY 07 FY 08 Measures: Actual Actual Percentage of families that fit in current office 60% 60% Annual Financial Plan 213 FY 09 Estimate 75% FY 10 Proposed 100% FY 09 Estimate 100% FY 10 Proposed 100% City of Flagstaff PUBLIC WORKS SECTION 28 CEMETERY Council Priority: Familiy, Youth and Community Goal: To maintain a high level of quality service throughout the community, including families of Veterans, Masonics, and Odd Fellows. Objective: To upkeep grounds for the community, and those who have loved ones at Citizen Cemetery. Type of Measure: Outcome Tool: Effectively resolve citizen complaints and requests Frequency: Annually Scoring: 80% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Mowing turf sections every week 75% 80% 90% 70% Trimming of turf sections biweekly 50% 75% 75% 50% Pruning cemetery quarterly 50% 50% 80% 50% SECTION: 28-CEMETERY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 185,095 56,251 25,482 25,682 $ 292,510 Adopted Budget 2008-2009 $ 5,000 61,212 184,929 140,000 $ 391,141 Estimated Expenditures 2008-2009 $ 154,924 45,155 53,547 $ 253,626 Proposed Budget 2009-2010 $ 18,734 46,764 199,637 140,000 $ 405,135 Budget-Budget Variance $ 13,734 (14,448) 14,708 $ 13,994 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL SERVICES OPENING & CLOSING MAINTENANCE OF BUILDINGS MAINTENANCE OF GROUNDS TOTAL $ 27,907 47,570 10,313 206,720 292,510 $ 57,376 193,906 9,812 130,047 391,141 $ 83,108 52,986 8,946 108,586 253,626 $ 58,777 215,874 8,721 121,763 405,135 $ $ 405,135 405,135 $ 1,401 21,968 (1,091) (8,284) 13,994 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Cemetery operating budget has increased 4% and there are no capital expenditures. Personal Services increases are due to the Citywide reorganization. In addition, there are salary and benefit decreases associated with the individual positions. Contractual decreases are due to telephone, postage and freight, utilities, miscellaneous services, and internal work orders. Commodities increases are due to work order charges. One-time expenditures for this section are for internal work order requests. There are no major capital (>$10,000) expenditures planned for this section however, the Cemetery building addition from FY-2009 ($140,000) is on-going during FY-2010. Annual Financial Plan 214 City of Flagstaff PUBLIC WORKS SECTION 29  MISSION 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.    FACILITIES MAINTENANCE HVAC upgrades: J. Lively Ice Rink New chiller, Library HVAC screen wall, City Hall staff office heating coils. Security: Best Lock integration of the following facilities: Airport, Senior Center, NACET Incubator, Aquaplex, Coconino Warehouse. Construction Remodels: Housing section into old P&R offices, Ice Rink Party Room, Council office, Mayor’s office, and AA meeting space at Visitor Center. Roofing: Main Library flat roof replacement. PROGRAM DESCRIPTION Under the direction of the Assistant Public Works Director, the Public Facilities Maintenance Section is responsible for all maintenance and upgrades of all City buildings. FY 10 NEW INITIATIVES AND GOALS   FY 09 ACCOMPLISHMENTS      Completed over 25 major improvements and repairs. City Hall: Chambers lighting, chambers seating. Fire System Upgrades: City Hall, Coconino & City Warehouses, and Visitor Center. Electrical: Phoenix Bldg new service, J. Lively Ice rink upgraded service.   Fire System Upgrades: J. Lively Ice Rink, Main Library (minimal modifications), City Court, Flag. Rec. Center, Cogdill Rec. Center. Security: Best Lock integration of the following facilities: City Hall, City Court, Cherry Building. Roofing: TBD based on budget cuts (if approved: Phoenix Building repairs, GIS, Cherry, FAA). HVAC: TBD based on budget cuts (if approved: Airport Terminal #5 & #6, Cogdill Gym, Visitor Center). Preventive Maintenance Planning in all disciplines. PERFORMANCE MEASURES Council Priority: Facilities & Basic Services Goal: Facility assessment scores. Objective: Track the maintenance work for all buildings in all areas (hvac, plumbing, roofing, etc); objective is to maintain the building annual assessment scores above 90%. This guarantees safe, functional, and aesthetically pleasing facilities. Type of Measure: Output and Program Effectiveness Tool: Inspection Assessment Frequency: Yearly Scoring: 90% + (Average score of all buildings and assessment sections) Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Facility Assessment Average Score – Measures N/A N/A 85% 90% quality of staff work, quality, and effectiveness. Annual Financial Plan 215 City of Flagstaff PUBLIC WORKS SECTION 29 FACILITIES MAINTENANCE Council Priority: Facilities & Basic Services Goal: Capital Improvement & Repair Projects Objective: Track the plan and completion of yearly improvements and repairs in regards to major leasehold improvements. Type of Measure: Output Tool: Long range capital planning files Frequency: Yearly Scoring: 90% + (Planned vs Actual) Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Capital Improvement & Repair Project Planning 75% 80% 80% 90% & Effectiveness Council Priority: Facilities & Basic Services Goal: Preventive Maintenance Productivity Objective: Track the productivity, effectiveness, and timeliness of the preventive maintenance work orders dispatched and completed by city facilities staff for all city buildings. Type of Measure: Output Tool: Naviline – Work Orders Frequency: Yearly Scoring: 90% + (Planned vs Actual) Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Work Order PM Dispatching – Planned PMs N/A N/A N/A 90% dispatched vs. Actual PMs completed. Council Priority: FACILITIES & BASIC SERVICES Goal: Maintenance Productivity Objective: This tracks the productivity and timeliness of work orders turn-around time by city facilities staff for all jobs. Type of Measure: Output Tool: Naviline – Work Orders Frequency: Yearly Scoring: 90% + (0-7 days: 90%, 8-14 days: 80%, >15 days: 70%) Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Work Order Dispatching – Dispatch Date to N/A N/A N/A 90 Completion Date. Annual Financial Plan 216 City of Flagstaff PUBLIC WORKS SECTION: SECTION 29 FACILITIES MAINTENANCE 29-PUBLIC FACILITIES MAINTENANCE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 485,724 323,883 501,983 362,995 $ 1,674,585 $ $ Adopted Budget 2008-2009 729,646 257,742 796,318 392,000 2,175,706 Estimated Expenditures 2008-2009 $ 653,329 278,767 613,610 20,845 $ 1,566,551 $ $ $ $ Proposed Budget 2009-2010 686,846 626,617 (29,842) 340,000 1,623,621 Budget-Budget Variance $ (42,800) 368,875 (826,160) (52,000) $ (552,085) EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CUSTODIAL SERVICE STRUCTURAL & OTHER MAINT. MAINT-MECH,ELECT & PLUMB MILLIGAN HOUSE PREVENTATIVE MAINTENANCE APS BUILDING RIO PROPERTIES MURDOCK PHOENIX BUILDING TOTAL $ $ 338,599 97,729 867,514 313,576 20,237 21,148 15,179 597 6 1,674,585 $ $ 478,868 102,757 1,404,000 145,831 17,018 18,232 9,000 2,175,706 $ 468,716 85,894 717,591 233,220 19,198 103 807 25,738 11 15,273 1,566,551 $ 228,682 83,510 964,000 281,676 14,364 36,441 14,948 1,623,621 $ $ (250,186) (19,247) (440,000) 135,845 (2,654) 18,209 5,948 (552,085) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 1,200,893 104,650 18,644 35,450 13,193 90,627 160,164 1,623,621 COMMENTARY: The Public Facilities Maintenance operating budget has decreased 28% and capital expenditures total $340,000 resulting in an overall net decrease of 25%. Personal Services decreases are due to 1.0 FTE staffing reductions that include an HVACR Technician. In addition there are salary and benefit decreases. Contractual increases are due to the maintenance of the buildings and structures. Commodities decreases are due to a decrease in internal work orders, gas and oil, motor vehicle and machine parts, janitorial cleaning supplies, and a major reduction in structual and other maintenance. This line item was reduced to $20,000 in contingency funds. One-time expenditures for this division are for work order charges and contra-work order charges. Major capital (>$10,000) includes a carry-forward from FY-2009 for $340,000 for Fire/Life Safety and Office Improvements. Annual Financial Plan 217 City of Flagstaff PUBLIC WORKS SECTION 32 MISSION  In the Public Works Division, and within the Street Section, we feel an obligation to this community in which we live and work. We understand our responsibility is to the citizens. New ideas, preparation and planning are the basis for development and innovation.     PROGRAM DESCRIPTION  The Street Section is responsible for maintenance of paved and unpaved streets within the City. We provide these services: street sweeping, snow & ice control, regulatory sign maintenance, asphalt repair, drainage maintenance, street light and traffic signal maintenance. FY 09 ACCOMPLISHMENTS   All targeted areas of severe asphalt deficiencies were addressed with skin-patches last summer. With a second phase added to the street maintenance program, temporary crews were able to stay ahead of contractor overlay and chipseal work. Purchase and replace 3 ten-wheel dump trucks. Through field inspections Streets developed a punch list of substandard work at the East T.I. that are still being addressed. Signal Techs reviewed plan submittals and assisted with the construction plans of a new traffic signal at Butler and Sawmill. Added 36 lane miles to existing de-icer routes which included the East T.I. (Total 168 L.M.). FY 10 NEW INITIATIVES AND GOALS   STREETS Hired a seasonal drainage maintenance crew which exposed and cleaned most the open drainage channels within the City. Excavated over 6,000 c.y. of dirt in constructing a detention basin to catch runoff from McMillan Mesa in an effort to prevent flooding at Coconino H.S.  With the deletion of a zone 3 position in sign and paint, we will re-organize internally to keep the integrity of the paint and sign shop intact. Assist with constructing new traffic signals at Lonetree / Butler, Lonetree / Franklin, and Cedar / Gemini. Develop a preventative maintenance practice for cleaning and safeguarding de-icing equipment. PERFORMANCE MEASURES Council Priority: Public Safety & Quality of Life Goal: Maintain snow priorities within set timeframes. Objective: 0 – 3” 1st priorities. 2nd priorities residential plowing 3-8” within 12 hrs., 8-12” within 18 hrs., 12+ within 36 hrs. Type of Measure: Clearing Streets within timeframes Tool: Inspections by Leadworkers, filling all routes (available equipment) Frequency: Each snowfall Scoring: 96% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Complete 2nd priorities while maintaining 1st 95% 94% 96% 98% priorities. Annual Financial Plan 218 City of Flagstaff PUBLIC WORKS SECTION 32 Council Priority: Public Safety Goal: Shoulder streets without curb & gutters. Objective: Complete west side in 09 & east in 10 Type of Measure: Shoulder west side while maintaining washouts on east side. Tool: Provide proper flagging/barricading and public announcements. Frequency: Quarterly (June – September) Scoring: 75% Trend:  FY 07 FY 08 Measures: Actual Actual Haul and screen material used to prevent edge 90% 50% cracking and shoulder drop off. STREETS FY 09 Estimate 90% FY 10 Proposed 95% Council Priority: Public Safety Goal: Coverage time for pothole repair. Objective: Patch all reported potholes within 24hrs. of notification Type of Measure: Provide coverage to west and east sides once monthly while responding to all calls. Tool: Tracking operator logs Frequency: Daily Scoring: 96% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Complete all areas of city within a 2 month period. 95% 96% 97% 97% Annual Financial Plan 219 City of Flagstaff PUBLIC WORKS SECTION: SECTION 32 STREETS 32-STREET MAINTENANCE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 2,189,328 459,071 989,487 984,439 $ 4,622,325 $ $ Adopted Budget 2008-2009 2,660,782 718,273 951,528 1,352,600 5,683,183 Estimated Expenditures 2008-2009 $ 2,460,862 649,201 1,073,670 752,624 $ 4,936,357 $ $ Proposed Budget 2009-2010 2,427,328 715,726 777,870 95,000 4,015,924 Budget-Budget Variance $ (233,454) (2,547) (173,658) (1,257,600) $ (1,667,259) 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 $ $ 184,117 324,797 1,018,251 318,247 2,061,041 129,796 362 331,030 254,684 4,622,325 $ 300,803 366,640 1,178,327 427,524 2,181,884 249,440 1,900 355,770 620,895 5,683,183 $ $ $ 142,468 372,590 1,290,072 372,219 1,819,670 268,081 1,892 355,000 314,365 4,936,357 $ $ 289,872 352,968 850,425 370,082 1,283,566 289,668 1,900 368,770 208,673 4,015,924 $ $ 4,015,924 4,015,924 $ $ (10,931) (13,672) (327,902) (57,442) (898,318) 40,228 13,000 (412,222) (1,667,259) SOURCE OF FUNDING: HIGHWAY USER REVENUE FUND COMMENTARY: The Streets Maintenance operating budget has decreased 9% and capital expenditures total $95,000 resulting in an overall a net decrease of 29%. Personal Services decreases are due to 4.75 FTE staffing reductions that include 3.75 FTE of Equipment Operators Temps and one Maintenance Worker. In addition, there are salary and benefit decreases. Contractuals decreases are due to cuts in landfill fees. Commodities decreases are due to cuts in miscellaneous computer equipments, equipment rentals, and other operating supplies. Major Capital (>$10,000) includes cinder boxes. Annual Financial Plan 220 City of Flagstaff PUBLIC WORKS SECTION 41 MISSION  The Environmental Services Section mission it to efficiently provide a comprehensive waste management and diversion program to the residents of Flagstaff.   PROGRAM DESCRIPTION The Environmental Services section provides the citizens of Flagstaff with quality customer service, timely refuse and recycling collections and sound landfill management practices. The section works toward cost efficient operations while considering the benefit and development of additional waste diversion programs that will sustain landfill resources.     FY 09 ACCOMPLISHMENTS    Existing Grades, Remaining Airspace and Landfill life. The implementation of a new GPS unit has allowed Engineering Staff to quickly and accurately assess the following data: o Models have been developed to show existing topography of the landfill working face and soil borrow pits. o The model compares the current elevations to the final closure elevations. o This data will also demonstrate the the grades of newly compacted municipal solid waste. o Engineering Staff has been using the data to assess the availability of airspace and remaining soil. Stormwater Pollution Prevention Plan (SWPPP), Emergency Response Plan (ERP) and Spill Prevention Countermeasures Control Plan (SPCC). These are working documents that will serve as a useful safety, training and informational tool for employees at Cinder Lake Landfill. Training. Hazardous Waste First Responder Training has been attended by Engineering and Compliance Staff. Annual Financial Plan     ENVIRONMENTAL SERVICES 2008 Air Quality Analysis. Cinder Lake Landfill is required to undergo air quality sampling for Non Methane Organic Compounds (NMOC Department of Environmental Quality for review on 1/14/09. Landfill staff applied Road Improvements. asphalt millings to approximately 600 linear feet of road ways. Landfill Staff Goal Setting. Administrative staff and operators worked separately on developing goals that will address safety, productivity and customer. Operational Benchmarks. Performance benchmarks have been established to provide landfill to get feedback on their performance. Implemented SCA Program. Cinder Lake Landfill will haul paste paper sludge and provide snow plowing services at the SCA plant in Flagstaff. Operator cross-training. Collections operators cross trained with landfill personnel to provide coverage when needed. Manager, Supervisor and Lead collections staff cross trained with landfill personnel in order to provide coverage in the case of emergency or as needed. Public Works Yard. Environmental Services calculated and drafted a plan for a future Public Works Yard. Routing Efficiencies. Re-structuring was developed in each program to increase productivity and decrease costs and fuel use. Cross training of the administrative assistant’s within the Environmental Services and Cinder Lake Landfill office and scale house procedures. Built and integrated an Excel spread sheet for the commercial and residential routes, increasing productivity and reducing fuel cost. FY 10 NEW INITIATIVES AND GOALS   221 Monitor, track and forecast trash compaction rates, landfill sequencing, airspace and cover usage to estimate landfill life and on site cover exhaustion. Resolution with ADEQ on future development of the south borrow pit. City of Flagstaff PUBLIC WORKS   SECTION 41  Collections scheduling. Experiment with collection schedules to equipment needs and fuel usage, identifying further cost savings to the Section. Cross training. Develop a schedule of operator cross training to ensure operational flexibility, efficiency and coverage while enhancing response and customer service levels.  ENVIRONMENTAL SERVICES Downtown Trash/Recycling. Develop alternative strategies for the collection of trash and recyclable materials in high visibility areas such as Heritage Square and the Choi’s public parking area. Implement customer call back program to insure our customer service satisfaction reaches our goal of 100%. PERFORMANCE MEASURES Council Priority: Facilities and Basic Services Goal: Develop a customer profile system Objective: Track waste stream by commercial customer. Identify potentials for additional waste diversion programs. Improve customer relations. Identify other means to educate customers on alternative services. Improve safety. Type of Measure: Output Tool: Council Reports VIA memos and meetings. Monthly Activity Report implementation Frequency: Monthly Scoring: 50-70% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Profile system approved and ready for N/A N/A N/A 50% implementation Council Priority: Environmental Sustainability Goal: Increase capture of recyclable materials, reduced fuel use and carbon footprint Objective: Diversion of recyclables from the current waste stream; collaborate with FFD to capture slash pile green waste, reducing burning and utilizing green waste as alternative daily cover at the Cinder Lake Landfill. Type of Measure: Output Tool: Tonnage reports, operator performance tracking system, fuel usage reports, route audits. Frequency: Monthly, quarterly, annually Scoring: 75% Trend:  CY08 Residential program diversion rate 28.3%; Commercial program diversion rate 15.2%; Combined 20.5% FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed N/A N/A N/A 75% Annual Financial Plan 222 City of Flagstaff PUBLIC WORKS SECTION 41 ENVIRONMENTAL SERVICES Council Priority: Facilities and Basic Services Goal: Establish measure unit for tracking our customer service calls. Objective: Track customer’s response to our service requests within a 24hr period. Type of Measure: Program Outcome Tool: Graph designed to equate the flow of timeliness of response and service satisfaction. Frequency: Daily call backs and monthly graph Scoring: 80-90% Trend:  FY 07 FY 08 FY 09 Measures: Actual Actual Estimate Environmental Service Customer Service Survey N/A N/A N/A SECTION: FY 10 Proposed 90% 41-ENVIRONMENTAL SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 4,093,473 3,527,418 1,671,416 2,995,721 $ 12,288,028 $ $ $ $ Adopted Budget 2008-2009 4,530,417 3,960,629 1,846,838 3,830,297 14,168,181 $ $ Estimated Expenditures 2008-2009 4,358,389 3,235,796 1,919,891 1,357,251 10,871,327 $ $ Proposed Budget 2009-2010 4,308,037 3,680,279 1,728,487 1,628,837 11,345,640 Budget-Budget Variance $ (222,380) (280,350) (118,351) (2,201,460) $ (2,822,541) EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION RESIDENTIAL COLLECTION COMMERCIAL COLLECTION SANITARY LANDFILL BIN MAINT-RESIDENTIAL BIN MAINT-COMMERCIAL HOIST & HAUL LANDFILL OUTSIDE CONTRAC RECYCLING - CURBSIDE COLL INERT MATERIAL LANDFILL COMMERCIAL RECYCLING CONSERVATION EDUCATION SUSTAINABLILITY ENVIRONMENTAL MANAGEMENT CONSERVATION COMMERCIAL SALES LANDFILL SITE IMP 06 EPA BRNFLD ASSESSME 06 ADEQ PHOENIX AVE SR GREENHOUSE GAS GRANT ENERGY EFF/CONSERVATION DEBT SERVICE TOTAL $ 593,179 2,379,168 2,589,958 2,379,074 92,399 221,106 946,862 846,473 573,929 608,968 (600) 106,024 447,039 380,041 4,708 1,599 18,874 39,146 60,081 12,288,028 $ 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 7,960 80,000 84,213 125,500 14,168,181 $ $ 504,064 1,742,298 2,086,171 2,402,800 96,472 154,994 494,966 656,162 918,209 30,324 612,484 204,018 485,841 394,598 22,585 65,341 10,871,327 $ $ 573,568 1,762,036 2,363,849 2,080,100 146,628 114,674 393,156 291,650 1,240,098 806,208 179,904 474,715 323,994 7,960 587,100 11,345,640 $ $ 11,345,640 11,345,640 $ $ 86,835 (485,202) 149,712 (441,895) (33,945) 7,673 (690,016) (355,512) (962,227) (1,800) (85,485) (49,018) (77,262) (181,786) (80,000) (84,213) 587,100 (125,500) (2,822,541) SOURCE OF FUNDING: ENVIRONMENTAL SERVICES FUND COMMENTARY: The Environmental Services operating budget has decreased 6% and capital expenditures total $1,628,837 resulting in an overall net decrease of 20%. Personal Services decreases are due to two FTE staff reduction. In addition there are salary and benefit decreases. Contractuals and commodities decreases are due to decreased costs related to education, training and overall reduction of services requested. One-time expenditures for this division are for internal work requests. 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 223 City of Flagstaff PUBLIC WORKS SECTION 41  MISSION The Sustainability and Environmental Management Section’s mission is to preserve and enhance the community and natural environment by implementing resource conservation and sustainability through leadership and education.  PROGRAM DESCRIPTION The Sustainability and Environmental Management Section 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 we work to incorporate sustainable practices into our own operations to reduce greenhouse gas emissions. The Conservation Program includes Environmental Code Enforcement, organization of anti-litter campaigns and volunteer clean-ups, and outreach and education regarding recycling and composting. 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 Product Center located at the Cinder Lake Landfill for the collection of hazardous wastes from residents and small businesses of Coconino County and the City of Flagstaff, and residents from Sedona.      FY 09 ACCOMPLISHMENTS     Completed first Annual City of Flagstaff Sustainability Report. Completion of municipal sustainability policies: Sustainable Fleet, Sustainable Purchasing, Paper Use Efficiency, Anti-idling. Initiated successful education and outreach campaigns to promote community sustainability and climate management. The small business waste program has been operating at the Hazardous Products Center (HPC) for over 1.5 years and over 100 businesses have participated in the program. Annual Financial Plan For the first half of FY 09 the number of customers utilizing the HPC increased by 19% compared to the previous year and the amount of hazardous waste brought to the HPC increased by 25% compared to the previous year. These numbers exceeded projected growth rates of 5%. Characterized the extent of environmental contamination on BNSF property below Paramount Petroleum to determine the volume of environmental contamination requiring removal prior to construction of the Rio De Flag Flood Control project. Exceeded expectations for Adopt-An-Avenue volunteer group participation (25% increase), and community cleanup projects completed (28% increase). Achieved a 32% increase in household glass recycled. The Recycled Art Exhibition was nominated for a Viola Award. FY 10 NEW INITIATIVES AND GOALS   SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT   224 Increase assistance to local businesses that are interested in adopting sustainable business practices. Increasing use of and tonnage collected at the Hazardous Products Center including the Small Business Program. Improve anti-litter campaigns, volunteer participation, and litter cleanups including shopping cart collection and return by volunteer groups. Continue to ensure environmental regulatory compliance of city projects, buildings, and work activities. Continue work on the popular annual Recycled Art Exhibition, which was recently nominated for a Viola Award. Complete Sustainability Plans and policies for the municipality and the community and continue outreach and education in all areas of community sustainability: social, economical, and environmental. Continue enforcement of the Litter, Abandoned Vehicle, Solid Waste, and Safe Sidewalk codes as efficiently as possible. City of Flagstaff PUBLIC WORKS SECTION 41 SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT PERFORMANCE MEASURES Council Priority: Community Sustainability and Family, Youth and Community Goal: Organizational and community-wide Sustainability Plan that promotes a sustainable Flagstaff, where the social well-being of current and future citizens is supported by a vibrant economy and a self renewing, healthy environment. Objective: Develop and implement Sustainability Plan that addresses the following elements: waste prevention, resource conservation, climate management and quality of life. Develop and implement organizational-wide sustainability policies that promote organizational sustainability while setting an example to the Flagstaff community. Work with Sustainability Commission and Flagstaff community to develop community sustainability goals. Develop and implement effective education and outreach efforts that provide accountable and accurate information to the organization and Flagstaff community. Type of Measure: Program effectiveness Tool: Benchmarks, metrics and community input Frequency: Annual Scoring: 90% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Sustainability Plan N/A 25% 50% 100% Climate Action Climate Protection Software N/A N/A 50% 100% Database Outreach Plan N/A N/A 50% 100% Outreach Database N/A N/A 100% 100% Council Priority: Family, Youth and Community Goal: Increase citizen participation and personal investment in maintaining a litter-free community. Objective: Involve a wide array of community members and organizations in an annual City-wide litter cleanup event (15 Minute Makeover). Type of Measure: Input Tool: Website registration tracking Frequency: Annual Scoring: 95% Trend: N/A – new initiative FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Participation by age groups N/A N/A N/A 6 Participation by organizations/groups N/A N/A 88 100 Participation by neighborhoods N/A N/A N/A 12 Total persons participated N/A N/A 4,225 5,000 Annual Financial Plan 225 City of Flagstaff PUBLIC WORKS SECTION 41 SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT Council Priority: Community Sustainability Goal: Preserve and enhance the natural environment and extend the life of the landfill by providing an option for residents and small businesses to recycle and properly dispose of hazardous wastes at the Hazardous Products Center (HPC). Objective: Increase usage of the Hazardous Products Center by 5% annually. Type of Measure: Program outcome Tool: Track number of customers, hazardous waste disposal tonnage, and start a new customer survey. Frequency: Quarterly and summarize annually Scoring: 75% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Number of residential visitors to the HPC 2,598 2,935 3,231 3,390 Number of active small business waste 20 76 85 89 customers Residential hazardous waste tonnage including 75 tons* 129 tons 152 tons 160 tons electronics Small business waste tonnage including n/a 31 tons 36 tons 38 tons electronics * Reporting did not include weight of recycled electronics in 2007. Annual Financial Plan 226 City of Flagstaff COMMUNITY ENRICHMENT DIVISION MISSION The mission of the Flagstaff City-Coconino County Pubic Library is to enhance the quality of life for citizens by providing services, materials, programs, Internet access and electronic resources that will meet the diverse needs of adult and youth residents as well as tourists of Flagstaff and Coconino County. The mission of Recreation Services is to enrich the lives of our community by providing exceptional opportunities for families and individuals of all abilities to participate in programs valuable to sustaining a healthy lifestyle. Annual Financial Plan 227 City of Flagstaff Annual Financial Plan 228 City of Flagstaff 1 Library Manager 1 Library Asst II 1 Cataloging Asst 3.375 Library Asst I 1.75 Library Clerk .25 Library COE Aide Technical Services 1.25 Library Clerk .875 Library Asst I .375 Library Clerk (Temp) 1 Library Asst I 2 Library Asst I .50 Library Clerk (Temp) Grand Canyon Forest Lakes County Correctional Facility 1 Library Asst I .25 Library Asst I (Temp) 1 Library Asst II 2 Library Asst I 1 Library Clerk 1 Library Clerk (Temp) Tuba City County Bookmobile 1 Library Manager 1 Library Manager 1 Library Supv 1 Library Asst II 2 Librarian 6.5 Library Asst I 3.38 Library Clerk I 2 Library Page 2.75 Library Asst I (Temp) 1.425 Library Clerk I Temp 1 Library Page Temp East Flag Outreach Services 1.63 Admin Spec .45 Library Clerk Temp 2 Library Info Systems Coord 1 Network Administrator 1 Application Support Specialist II Public Services Administration Information Systems Library 11/12 1 Library Director Community Enrichment 30 1 Division Director Community Enhancement 01 1 Deputy City Manager City Administration 01 1 City Manager 1 Recreation Supervisor 3 Rec Coordinator II Aquaplex 5 Sr Rec Coord 1 Rec Coord II 5.5 Rec Coord I 36.98 Temps Programs/Facilities 1 Sr Rec Coordinator 1 Rec Coord II .25 Intern Community Events 1 Admin Specialist 1 Admin Asst Recreation 30 1 Recreation Superintendent COMMUNITY ENRICHMENT SERVICES COMMUNITY ENRICHMENT SECTION 11/12 MISSION The mission of the Flagstaff City-Coconino County Pubic Library is to enhance the quality of life for citizens by providing services, materials, programs, Internet access and electronic resources that will meet the diverse needs of adult and youth residents as well as tourists of Flagstaff and Coconino County.     PROGRAM DESCRIPTION  We support this mission by providing an informational gateway in a supportive environment. Professional assistance in researching and accessing information is offered. The Library’s collections support many areas of interest: culture, business, education, literacy, life-long learning, general and local history, genealogy, government, and leisure reading. The Library also serves as a community center for dissemination of ideas and communication. It is dedicated to freedom of access for all within established library policies.      LIBRARY SERVICES Arts, Coconino Literacy Volunteers to provide a free series of 7 Sunday adult/family programs of musical storytelling. Educational resources for youth to assist teachers, parents and homeschoolers. Completed a Flagstaff telephone directory digitization project. Library participated in the Coconino County Fair, the Division’s Halloween Harvest and Winter Wonderland events. Bookmobiles participated in City and County events. Collaborated with the Arizona Humanities Center on the Navajo Code Talkers of World War II program. Enhanced library’s bandwidth from 3 Mbps to 8 Mbps. Replaced public computers at the EFCL. Hired new county IT Applications Support Specialist. Increased County Wide library computer count to 275. Revised Disaster Recovery Plan. FY 10 NEW INITIATIVES AND GOALS FY 09 ACCOMPLISHMENTS               East Flagstaff Community Library (EFCL) broke all past records on visitor counts, computer usage and circulation. Increased stats at Main library. Received grant for 24 laptops for EFCL to use for in-house check out. Began free computer classes at EFCL. Reduced noise levels and improved security in the Main library IT office (construction project). Replaced Main library’s flat roofs and skylights. Main library partnered with America Reads to give patrons the opportunity to receive tutoring in the library. Provided several adult lecture programs through the Arizona Humanities Council. Staff attended Disaster Recovery training for libraries and library materials, workshop on Working With Individuals with Mental Illness in the Library Setting, and workshop on Literacy Every Child Ready to Read. Received grants totaling over 60K. Stories to Life, partnering with Flagstaff Symphony, Theatrikos, Coconino Center for the Annual Financial Plan          229 Enhance bandwidth from 8 Mbps to 10 Mbps. Replace servers at the Main library. Create new parking area in the City Warehouse facility for bookmobiles. Enhance promotions and public interest in the One Book Arizona Project. Apply for LSTA and other grants for materials and programming. Replace several library study tables through the Library Foundation Center. Promote the library’s Foundation Center Collection- grants for the public. Partner with the Arizona State Library on the Arizona Centennial Anniversary project. Develop plans for county computer network, library web presence and continuity across the county Create family oriented free library programs via grant funding. Enhance bookmobile programming to seniors and schools. Increase collaboration with COF IT and Alliance Partnership. City of Flagstaff COMMUNITY ENRICHMENT SECTION 11/12 LIBRARY SERVICES PERFORMANCE MEASURES Council Priority: Family, Youth & Community Goal: Provide positive opportunities for educational, cultural and leisure activities for all ages. Objective: Offer special programming for children, youth, adults & seniors. Type of Measure: Outcome & Output Tool: Customer surveys; patron feedback Frequency: Daily, Monthly, Quarterly, Annually (ongoing) Scoring: 95% Trend:  FY 07 FY 08 FY 09 Measures: Actual Actual Estimate Customer satisfaction with programs offered at NA NA 97% the Library Number of programs offered 807 908 1010 Number of participants in programs 22,922 24,866 28,443 FY 10 Proposed 99% 1045 30,448 Council Priority: Family, Youth & Community Goal: Provide exceptional customer service. Objective: To meet the informational needs, requests and desires of library patrons. Type of Measure: Outcome Tool: Customer Surveys, customer questions and feedback, number of people utilizing the library and its resources Frequency: Daily, Monthly, Quarterly, Annually (ongoing) Scoring: 95% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Customers pleased with their Library experience NA NA 98% 100% Council Priority: Family, Youth, & Community Goal: Provide access to computers and a wide variety of materials to enhance the quality of life for the community. Objective: Select, acquire, prepare, and maintain quality resources in different formats for use by the public Type of Measure: Outcome Tool: Surveys, Customer Feedback Frequency: Daily, Weekly, Quarterly, Annually (ongoing) Scoring: 75% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Customers believe that having access to library NA NA 96% 98% resources enhances their quality of life Annual Financial Plan 230 City of Flagstaff COMMUNITY ENRICHMENT SECTION: SECTION 11/12 LIBRARY SERVICES 11-LIBRARY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 2,359,870 446,153 430,080 71,569 $ 3,307,672 $ $ $ $ Adopted Budget 2008-2009 2,722,912 544,710 615,962 3,883,584 $ $ Estimated Expenditures 2008-2009 2,734,456 557,996 616,634 3,909,086 $ $ Proposed Budget 2009-2010 2,490,311 467,979 823,487 3,781,777 Budget-Budget Variance $ (232,601) (76,731) 207,525 $ (101,807) 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 TOTAL $ 535,282 715,413 1,282,677 64,223 40,992 55,851 170,654 2,166 363,910 257 67,520 8,727 3,307,672 $ 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 $ $ 561,829 783,269 1,632,420 68,606 64,869 88,203 197,492 5,500 401,181 1,879 88,513 15,325 3,909,086 $ $ 467,409 762,404 1,547,000 69,655 86,016 92,019 229,348 15,500 387,022 1,850 105,229 18,325 3,781,777 $ $ 3,781,777 3,781,777 $ $ (106,454) (20,866) (72,692) 1,049 22,852 3,816 42,268 10,000 (5,443) 20,663 3,000 (101,807) SOURCE OF FUNDING: LIBRARY FUND COMMENTARY: The Library operating fund has decreased 3% with no capital expenditures. Personal Services decreases are due to 3 FTE staffing reductions that include a Library Clerk I Temporary (.6 FTE), a Library Clerk I (.5 FTE), a Library Assistant I (.5 FTE), a Library Page Temporary (.25 FTE), and a Library Assistant I Temporary (1.15 FTE). In addition, there are salary and benefit decreases. Contractual decreases are due to reductions in maintenance, rent, and postage. Commodities increases in circulated materials, office and operating supplies are offset by decreases in subscriptions and office equipment. One-time commodities expenses are for internal work order charges, and compuer equipment. There is no major capital (>$10,000) for this section. Annual Financial Plan 231 City of Flagstaff COMMUNITY ENRICHMENT SECTION: SECTION 11/12 LIBRARY SERVICES 12-LIBRARY GRANTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2007-2008 $ 74,436 585,526 223,829 $ 883,791 $ $ $ $ Adopted Budget 2008-2009 138,509 2,417,444 151,843 2,707,796 Estimated Expenditures 2008-2009 $ 138,509 1,140,809 72,529 $ 1,351,847 $ $ $ $ Proposed Budget 2009-2010 139,882 3,118,634 147,200 3,405,716 Budget-Budget Variance $ 1,373 701,190 (4,643) $ 697,920 EXPENDITURES BY PROGRAM: COUNTY WIDE PROJECTS PLANNING FOR PARTNERSHIP BABY BOOMER GRANT SNR STORYTIME & BOOKMOBILE 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 TELEPHONE DIRECTORY PRES BRANCH OUT W LIBRARY STATE GRANT IN AID 08-09 FY 10 STATE GRANT IN AID TOTAL $ 718,596 49,921 866 21,710 2,666 237 25,000 51,753 6,000 5,000 2,000 42 883,791 $ 2,682,796 25,000 2,707,796 $ 1,300,916 4,547 9,254 12,130 25,000 1,351,847 $ 3,380,716 25,000 3,405,716 $ $ 3,405,716 3,405,716 $ $ 697,920 (25,000) 25,000 697,920 SOURCE OF FUNDING: LIBRARY FUND Annual Financial Plan 232 City of Flagstaff COMMUNITY ENRICHMENT SECTION 30 MISSION  Recreation Services enriches the lives of our community by providing exceptional opportunities for families and individuals of all abilities to participate in programs valuable to sustaining a healthy lifestyle.  PROGRAM DESCRIPTION  Recreation staff is responsible for the management and operation of the Flagstaff Aquaplex, the Thorpe Park Community and Senior Center, the Jay Lively Ice Arena, Flagstaff Recreation Center, Cogdill Recreation Center, and numerous sports fields. Special community events and use permits are coordinated for organizations and individuals; recreational activities and classes are programmed for all ages and abilities, and sports are facilitated for both youth and adults. All Recreation administrative functions and master plan management are also budgeted in this section.     FY 09 ACCOMPLISHMENTS          Successful opening of the Flagstaff Aquaplex, exceeding expectations by serving over 40,000 customers for free tours, 23,000 paid daily admissions, and 2090 passes purchased, generating approximately $310,000 in revenue the first 3 1/2 months of operation. Completion of a revised Special Events Application Packet. Coordination of a Laser Light Show and Symphony Performance for the Fourth of July celebration. Renewal of the Intergovernmental Agreement with Flagstaff Unified School District (FUSD) for Fields and Facilities. Facilitated the Youth Town Hall at the Flagstaff Recreation Center. Construction of a rental Party Room at Jay Lively Ice Arena. Approval of Revised User Fee Schedule. APRA Outstanding Facility Award in the State of Arizona for the Thorpe Park Softball Complex. The Aquaplex received "Best of Flagstaff" in 2008 from the Daily Sun for "Best Entertainment for Kids" Annual Financial Plan RECREATION SERVICES An estimated 22,000 people attended Special Community Events put on by the Division, to include Soar Into Spring, Concerts in the Park, Halloween Harvest, Children’s Music and Art Festival, and Winter Wonderland. Facility improvements to Jay Lively Activity Center including; Construction of new birthday/meeting room, installation of new sound and PA system, and installation of natural rock siding to the front of the building. Facility improvements to Cogdill Recreation Center including; new gym floor, construction of an equipment check out window in main office, new carpeting in the game room and new basketball hoops. Facility improvements to Flagstaff Recreation Center including; new carpeting, construction of new windows on the exterior of the building and new exhaust fans. Creation of two new community events – “Flagstaff Rising Star” and the “Children’s Music and Art Festival”. Creation of new Performance Measures, including the tools to gather data. Created new Mission Statement to reflect the reorganization from Parks and Recreation to Recreation Services. FY 10 NEW INITIATIVES AND GOALS         233 Extension of ice at Jay Lively to include summer months (ice will now be available all 12 months). Expand the volunteer base and community partnerships to offer low cost programming. Initiate additional facility improvements to Jay Lively Activity Center. Implement Customer Satisfaction Survey. Initiate new performance measures. New chiller and generator for Jay Lively Activity Center. Host the ASA (Arizona Softball Association) girls invitational softball tournament which will have over 60 out-of-town teams participating. Meet or exceed cost recovery directives for the Flagstaff Aquaplex, while increasing programs, services, rentals, and pass holder sales. City of Flagstaff COMMUNITY ENRICHMENT  SECTION 30 RECREATION SERVICES Increase attendance at signature community event via expanded marketing and innovative programming. PERFORMANCE MEASURES Council Priority: Family, Youth & Community Goal: Superior customer service in the deliverance of recreational programs and services. Objective: Professional, knowledgeable, outgoing, and friendly staff. Type of Measure: Process Outcome (new measure) Tool: Customer comment cards & feedback (weighted at 30%), Program surveys (weighted at 40%), Direct staff observations (weighted at 10%), and staff performance evaluations (weighted at 20%). Frequency: Daily, Monthly, Quarterly & Yearly Scoring: 75% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Results of the culmination of participant surveys, NA NA 75% 85% observations and performance, with a Target rating of 100% of staff rated good or excellent. Council Priority: Family, Youth & Community Goal: Customer satisfaction with programs & services. Objective: Provide quality recreation programs and services that create positive leisure experiences for all participants Type of Measure: Program Outcome Tool: City of Flagstaff Citizen Survey, customer feedback, program surveys Frequency: Daily, Monthly, Quarterly & Yearly Scoring: 75% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Results of the culmination of participant surveys, 48% 53% 65% 75% with a Target rating of 90% of the overall experience rated good or excellent – target is also impacted by high percentage of respondents unfamiliar with the service. Annual Financial Plan 234 City of Flagstaff COMMUNITY ENRICHMENT SECTION 30 RECREATION SERVICES Council Priority: Fiscal Health Goal: Fiscal Accountability – Revenue and Expenses of all Recreation Programs  Assessment of the Flagstaff Aquaplex completed separately due to higher cost recovery directives  Prior to FY2010 cost recovery of youth and adult programming was not assessed separately Objective: Adequate revenue generated to meet cost recovery expectations and self sufficiency percentages. Type of Measure: Outcome Tool: Program planning sheets, program evaluation worksheets, temporary employee hourly tracking, and Quarterly Budget Reports Frequency: Quarterly, Annually Scoring: 60% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Cost recovery of 100% of adult programs 37% 50% 50% 100% following established philosophy; line item expenses within 2% of budgeted expenditures. Council Priority: Fiscal Health Goal: Fiscal Accountability – Revenue and Expenses of all Recreation Programs (Assessment of the Flagstaff Aquaplex completed separately due to higher cost recovery directives) Objective: Adequate revenue generated to meet cost recovery expectations and self sufficiency percentages. Type of Measure: Outcome Tool: Program planning sheets, program evaluation worksheets, temporary employee hourly tracking, and Quarterly Budget Reports Frequency: Quarterly, Annually Scoring: 60% Trend:  FY 08 Actual NA FY 09 Estimate 50% FY 10 Proposed 100% Council Priority: Fiscal Health Goal: Fiscal Accountability – Flagstaff Aquaplex Objective: Adequate revenue generated to meet cost recovery expectations. Type of Measure: Outcome Tool: Monthly Budget Reports Frequency: Quarterly, Annually Scoring: 65% Trend:  FY 07 FY 08 Measures: Actual Actual Annual Cost Recovery Rate between 50% - 70% NA NA FY 09 Estimate 75% FY 10 Proposed 70% Measures: Cost recovery of 50% for youth programs following established philosophy; line item expenses within 2% of budgeted expenditures. Annual Financial Plan FY 07 Actual NA 235 City of Flagstaff COMMUNITY ENRICHMENT SECTION 30 RECREATION SERVICES Council Priority: Family ,Youth and Community Goal: Expand community wide events for residents and visitors. Objective: Increase attendance at signature community event via expanded marketing and innovative programming. Type of Measure: Process outcome (new measure) Tool: Direct staff observation, tracking via participant clicker device, and vendor surveys. Frequency: Quarterly, Annually Scoring: 60% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Participation growth NA NA NA 20% SECTION: 30-RECREATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 1,546,111 465,490 227,560 31,767 $ 2,270,928 $ $ Adopted Budget 2008-2009 2,141,662 955,013 399,174 55,000 3,550,849 Estimated Expenditures 2008-2009 $ 2,133,648 842,414 398,042 49,000 $ 3,423,104 $ $ Proposed Budget 2009-2010 1,919,999 934,668 345,068 15,000 3,214,735 Budget-Budget Variance $ (221,663) (20,345) (54,106) (40,000) $ (336,114) EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ATHLETIC PROGRAMS PARKS & RECR COMMISSION AQUATICS MURDOCK CENTER FLAGSTAFF RECREATION CNTR ADULT CENTER COGDILL CENTER YOUTH COMMISSION JAY LIVELY ACTIVITY CENTR COMMUNITY SERVICES/EVENTS AFTER SCHOOL ANCHOR PROG RECREATION GRANTS AQUAPLEX TOTAL $ $ 594,666 202,596 1,016 146,476 1,283 291,012 215,418 202,678 3,245 444,619 83,811 3,087 81,021 2,270,928 $ $ 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 $ $ 674,973 254,697 988 158,974 872 310,208 247,605 261,797 5,329 458,050 100,839 112 264 948,396 3,423,104 $ $ 478,424 232,569 231,629 212,991 208,565 5,435 419,971 100,708 1,324,443 3,214,735 $ $ 3,214,735 3,214,735 $ $ (223,132) (19,206.00) (2,220.00) (192,902.00) (80,879.00) (105,474.00) (52,550.00) (5,000.00) (32,000.00) 377,356.00 (336,114) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Recreation operating budget has decreased 8% and have capital expenditures of $15,000. Personal Services decreases are due to 8.5 FTE staffing reductions for various Temporary positions. In addition, there are salary and benefit decreases. Contractual decreases are due to reductions in travel, utilities, and other miscellaneous services. Commodities decreases are due to reductions in office equipment, copying, and uniforms. There is no major capital (>$10,000) expenditures for this section. Annual Financial Plan 236 City of Flagstaff ECONOMIC VITALITY DIVISION MISSION The mission of the Community Investment Section is to retain and strengthen existing local businesses while helping to grow and attract innovative companies for sustainable economic health. The Airport Section mission dedicates its efforts to provide quality service for the evergrowing transportation needs of our community. The mission of The Arts and Science Section is to deploy Bed, Board, and Booze tax monies efficiently and effectively to create, enhance, and preserve the cultural heritage of Flagstaff. The mission of the Economic Development Section 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 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 237 City of Flagstaff Annual Financial Plan 238 City of Flagstaff 1 Public Relations Associate 2 Sales Associate 1 Sales Manager 1 Marketing Manager 2 Publications Specialist Sales Marketing and PR Visitor Center 85 4.25 Admin Assistant .5 Admin Specialist 1 Visitor Center Manager .5 Maint Worker (Temp) 3 Airport Service Worker I 3 Airport Service Worker II 1 Airport Operations Supervisor Administrative Specialist 1 Airport Director 1 CVB Director 1 Administrative Specialist Airport 38 CVB 84/85 1 Business Retn and Exp Mgr 1 Administrative Specialist 1 Division Director (Economic Vitality) Economic Vitality 18/38/78/84 1 Deputy City Manager Community Enhancement 01 1 City Manager City Administration 01 ECONOMIC VITALITY 1 Economic Analyst 1 Community Investment Director Community Investment 18/78 1 Brownfield Specialist Brownfields 1 Community Planner 1 Planning and Community Design Mgr Business Redev & Brownfields ECONOMIC VITALITY SECTION 18/78 COMMUNITY INVESTMENTS/ ECONOMIC DEVELOPMENT MISSION  Retain and strengthen existing local businesses while helping to grow and attract innovative companies for sustainable economic health.    PROGRAM DESCRIPTION Promote sustainable retail, commercial, and 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 preserves quality of life, fosters a culture that embraces growth and change, and allows access to intellectual resources, including qualified and talented employees; and developing connections between businesses, people, and the organizations that can help take them to the next level including educational institutions.      FY 09 ACCOMPLISHMENTS        Visited more than 50 local companies to gauge economic health of the community and to assist in maintaining a sustainable business climate. Created University to Business Connection program, creating a stronger partnership between NAU, City of Flagstaff, and local businesses. Successfully completed first project. Created, in partnership with CCC, a free computer class based upon feedback on computer skills needed by local employers. Due to demand, a second, free class was held. Offered, in partnership with CCC, a free workforce readiness workshop. Offered, in partnership with CCC & SBDC, a customer service tune up workshop for local businesses. Four auto dealers opened in the Flagstaff Auto Park including Honda, Toyota/Scion, Mazda and Nissan. Completed video shoot for the Economic Report shown on Fox Business, CNN, and in other strategically chosen media markets. Annual Financial Plan      239 Marketing efforts featured in Square Foot Magazine, AZ Real Estate, and Site Selection magazine. Launched FlagstaffProspector.com, a commercial real estate resource. Phase Two of Aspen Place at the Sawmill is under construction with five signed tenant leases. Signed agreement for the sale of 32 acres on Route 66 to the Hawkins Companies for the development of a retail village. Completed GPLET agreement with Joy Cone, resulting in the preservation of 150 jobs and $6 million in additional investment. Completed GPLET Amendment with Nestle Purina that resulted in $40 million addition and new jobs. Completed lease with FedEx for land at the Air Park, resulting in $4 million investment, preservation of 30 jobs and the addition of 14 new jobs. Accepted bid by Beaver Street Brewery to enter into a lease agreement for the Copeland Lumber Building which will result in a $2.6 million investment and 36 new FTE jobs. Completed Regional Land Use change for 32 acres at the Air Park to allow business park development. Opened the $5.5 million Northern Arizona Center for Emerging Technologies on McMillan Mesa. The 10,000 square foot incubator offers wet and dry lab space for emerging companies. Signed a lease with the Plaza Companies for the development of up to 200,000 square feet of commercial space on McMillan Mesa adjacent to the incubator. Developed WorkInFlagstaff.com in cooperation with the Arizona Department of Commerce REDI Program to assist resident and local employers with job matching and to help in the trailing spouse issue. Updated CityofInnovation.com to ensure that customers can find relevant information about Flagstaff. Marketed Flagstaff in cooperation with the Arizona Department of Commerce and local bioscience companies at BIO2009 in Atlanta. City of Flagstaff ECONOMIC VITALITY  SECTION 18/78 COMMUNITY INVESTMENTS/ ECONOMIC DEVELOPMENT  Marketed Flagstaff to potential tenants at the International Council of Shopping Center trade shows in Las Vegas and San Diego that resulted in several new locates; promoted Flagstaff at the Medical Device & Manufacturing trade show.    FY10 NEW INITIATIVES AND GOALS      Continue to enhance appearance, relevance, and functionality of CityofInnovation.com website. Increase marketing of FlagstaffProspector.com and enhance its use as both a business expansion and attraction tool. Continue and expand B3 (Building Bridges to Businesses) Program to survey existing companies to monitor expansion and contraction of local business. Strengthen our community partnerships to provide seamless and robust workforce development programs. Continue to increase our partnership with NAU’s College of Engineering and Franke Business College to build the University to Business Connection program to its full potential.       Continue to work with the Aspen Group to secure tenants and complete Phases 2 and 3 of Aspen Place at the Sawmill. Assist in securing tenants in order to continue construction of the Science Park. Continue to market WorkInFlagstaff.com as a tool to address the trailing spouse issue. Increase efforts to utilize NAEDAC as a source for solutions to Flagstaff’s economic development issues. Work with Westcor to complete Phase 2 of the Flagstaff Mall and Marketplace expansion as the economy begins an upturn. Pursue additional community partners in order to secure automotive training facility grant. Continue marketing available parcels at Flagstaff Auto Park. Increase marketing efforts of local and state incentives available to existing and relocating companies. Secure at least one new ground lease at the Air Park. Ensure job creation requirements of the EDA grant are met. PERFORMANCE MEASURES Council Priority: Community Sustainability Goal: Create an environment that retains and expands local businesses in Flagstaff. Objective: Enhance outreach efforts by providing tools and programs for existing businesses. Type of Measure: Program outcome Tool: Marketing and utilization of programs through Arizona Department of Commerce, trend analysis through B3, marketing and utilization of City-sponsored programs, and staff advocate on behalf of local companies. ]Frequency: Regular contact via phone and email, and in-person business visits (biweekly), City of Innovation (monthly); e-newsletter (quarterly). Scoring: Retaining 95% of Flagstaff major employers (75 or more employees). Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Local businesses retained and/or expanded N/A N/A N/A 95% Annual Financial Plan 240 City of Flagstaff ECONOMIC VITALITY SECTION 18/78 COMMUNITY INVESTMENTS/ ECONOMIC DEVELOPMENT Council Priority: Fiscal Health and Community Sustainability Goal: Create an environment that is attractive to appropriate new companies. Objective: Market aggressively to targeted sectors identified through NAEDAC (Northern Arizona Economic Development Advisory Committee) incentive policy. Type of Measure: Program outcome Tool: City of Innovation site, Flagstaff prospector site, trade shows, advertising and other marketing pieces/brochures, Arizona department of Commerce, enhanced relationships with Site Selectors, and generating appropriate leads through existing companies. Frequency: Meetings with existing companies (monthly), trade shows (approximately quarterly), various site updates (monthly) and the e-newsletter (quarterly) Scoring: Respond to 100% of appropriate leads through/from Arizona department of Commerce, site locaters, and existing companies. Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Appropriate new business leads responded to N/A N/A N/A 100% Number of current listings on Prospector Site N/A N/A N/A 80% Council Priority: Fiscal Health and Community Sustainability Goal: Sustain existing development projects Objective: Facilitate and support existing developments, developers, leasing agents, and funders by supporting them through the DRB process and assistance in locating appropriate tenants. Type of Measure: Policy Outcome/Program Outcome Tool: Incentive Policies, Development Review Process, LDC Frequency: E-newsletter to site location firms (quarterly), Business Meetings (monthly); ICSC (bi-annually). Scoring: Based on DRB approvals of projects/tenants, 80% of building permits to be issued for viable developments and signed leases Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Sustaining existing projects underway N/A N/A N/A 80% Annual Financial Plan 241 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 18 COMMUNITY INVESTMENTS 18-COMMUNITY INVESTMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2007-2008 $ 926,480 172,825 13,492 $ 1,112,797 $ $ Adopted Budget 2008-2009 792,894 55,031 27,600 875,525 Estimated Expenditures 2008-2009 $ 795,043 44,996 22,710 $ 862,749 $ $ $ $ Proposed Budget 2009-2010 411,082 53,514 12,963 477,559 Budget-Budget Variance $ (381,812) (1,517) (14,637) $ (397,966) EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION $ COMMUNITY DESIGN CODE ADMINISTRATION REINVESTMENT AND ECONOMIC DEVEL HOUSING COMMISSIONS LAND TRUST PROGRAM BROWNFIELDS TOTAL $ 458,700 136,254 231,807 11,344 192,266 2 82,424 1,112,797 $ $ 315,507 137,234 5,180 312,413 1,200 103,991 875,525 $ 408,236 154,126 46,586 156,134 1,000 96,667 862,749 $ 314,620 68,505 4,330 400 89,704 477,559 $ $ (887) (68,729) (850) (312,413) (800) (103,991) 89,704 (397,966) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 273,959 23,208 24,774 27,959 63,941 3,773 7,599 52,346 477,559 COMMENTARY: The Community Investment operating budget has decreased 45% and there are no capital expenditures. Personal Services decreases are due to the Citywide reorganization. In addition there are salary and benefit decreases. Contractual decreases are due to travel and education, advertising, and memberships. Commodities decreases are due to computer and office equipment, computer software, supplies, copying/printing, and food. One-time expenditures for this division are for consultant fees. There are no major capital (>$10,000) expenditures planned for this section. Annual Financial Plan 242 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 78 ECONOMIC DEVELOPMENT 78-ECONOMIC DEVELOPMENT GENERAL ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 105,787 491,908 29,930 $ 627,625 Adopted Budget 2008-2009 $ 177,415 895,471 9,000 27,500 $ 1,109,386 Estimated Expenditures 2008-2009 $ 150,900 720,878 8,600 $ 880,378 Proposed Budget 2009-2010 $ 198,148 751,331 38,390 $ 987,869 Budget-Budget Variance $ 20,733 (144,140) 29,390 (27,500) $ (121,517) $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION $ INCUBATOR PROGRAM MARKETING CONTRIBUTIONS PARTNERSHIP TRAINING BUSINESS RETENTION & EXPANSIO BUSINESS ATTRACTION REDI GRANT DEBT SERVICE TOTAL $ 293,064 180,000 99,561 55,000 627,625 $ 221,746 220,000 88,000 234,400 82,000 263,240 1,109,386 $ 171,915 313,730 84,333 224,400 81,000 5,000 880,378 $ 62,622 311,800 74,400 161,942 113,865 263,240 987,869 $ $ 987,869 987,869 $ (159,124) 91,800 (88,000) (160,000) (82,000) 161,942 113,865 (121,517) SOURCE OF FUNDING: ECONOMIC DEVELOPMENT FUND COMMENTARY: The Economic Development operating budget has decreased 9% and there are no capital expenditures. Personal Services increases are due to the Citywide reorganization. As part of the reorganization, the vacant Business Attraction Manager position (1.0 FTE) was eliminated. In addition, there are salary and benefit decreases. Contractual decreases are due to consultant fees, utility savings, custodial services, contributions to agencies, and other contractual services. Commodities increases are due to internal work requests and promotional materials. One-time expenditures for this division are for consultant fees and internal work requests. There are no major capital (>$10,000) expenditures planned for this section. Annual Financial Plan 243 City of Flagstaff ECONOMIC VITALITY SECTION 1807 COMMUNITY DESIGN COMMUNITY DESIGN & REDEVELOPMENT – 1807 (Includes Division 71 – Arts and Science Fund and Division 73 – Beautification General Administration) Redevelopment – This program facilitates infill, redevelopment, revitalization, and preservation within targeted areas through policy development, planning, infrastructure development, and other community investment projects. Program staff also assists property owners and developers with planning, design, and permit processing. MISSION The Community Design and Redevelopment Program creates, enhances, and preserves the sense of place, the built and natural environment, and the cultural heritage of Flagstaff by implementing the community’s vision for character and design, the environment, resources, and economic sustainability. Brownfields – The Brownfields Program is dedicated to revitalization of abandoned, idled, or underused commercial and industrial properties with real or perceived environmental contamination. Program staff assists property owners and developers by providing technical assistance, grants, and resource information for site assessment, clean-up, and redevelopment. PROGRAM DESCRIPTION The mission of the Community Design and Redevelopment Program is accomplished through a series of programs described as follows: Arts and Sciences – This program involves the selection and installation of public art and funding for cultural arts within the community. Program staff works with the Beautification and Public Art Commission for public art and with Flagstaff Cultural Partners for cultural arts. FY 09 ACCOMPLISHMENTS  Community Design – This program generates and executes beautification projects as well as generating demonstrative design work for economic development, the Design Review Board, heritage preservation, and capital improvements, as well as other internal and external customers. Program staff works with the Beautification and Public Art Commission for beautification projects.    Design Review – Program staff serves as a member of the Design Review Board, providing design review, comments, and conditions, to assure that public and private development is consistent with the community’s vision and meets design and aesthetic standards.  Heritage Preservation – Sustaining heritage and cultural resources, through preservation and re-use, is the focus of this program. Work includes inventories, landmark and historic district formation and maintenance, design review, and impact analysis. Program staff works with the Historic Preservation Commission on heritage preservation efforts.  Annual Financial Plan    244 Fully performed all ongoing programmatic work including (but not limited to) Streetscape, FUTS, and FCP financial planning, developing demonstrative designs, design review, and commission staffing. Worked with Flagstaff Cultural Partners to rewrite grant application and granting policies. Working with BBB partners, developed BBB logo and implemented widespread use of the logo. Landscape Standards for Right-of-ways was approved by the Council – design section by Community Design & Redevelopment Program. In cooperation with ADOT, completed the third of three community Gateway Signs (Pulliam Exit I-17). Working with the neighborhood residents, completed beautification and public art project: Plaza Vieja Gateway. With external and internal assistance, moved the Southside Plan Implementation project (S.F. and Beavers Streets) to construction phase. Based on community input, initiated Woodlands / Beulah Medians beautification and sidewalk completion project. Working with the State Historic Preservation Office, completed inventory and listing of the Southside National Register Historic District. City of Flagstaff ECONOMIC VITALITY      SECTION 1807 Completed Route 66 Preservation / Neon Corridor project at the East Flagstaff Traffic Interchange with input from local, state, and national interest groups. Working with the downtown business owners and residents, and the City Manager’s Office, completed Central Business District Parking Study. Initiated Fourth Street Corridor Study, assisted by the Sunnyside Neighborhood Association, the Chamber of Commerce, and area businesses and residents; coordinated with Capital Improvement staff study of the south portion. Completed several projects assisting Economic Development staff including annexations, rezoning cases, and similar development facilitation activities. Continued community outreach and education concerning identification of brownfield sites. COMMUNITY DESIGN FY 10 NEW INITIATIVES AND GOALS      Complete major projects initiated in prior year, specifically, 4th Street Corridor Study North and Central Business District Parking Study. Downtown Parking Study is expected to lead to continued development of the Downtown Management Plan. Submit for Council adoption an Infill Incentives Program. Install a significant piece of public art. Further develop Brownfields Program; complete current grant including producing a redevelopment plan and a GIS data base layer; and, application for next EPA Petroleum Assessment Grant; and, identify and secure clean-up funding. PERFORMANCE MEASURES Council Priority: Fiscal Health and Community Sustainability and Family, Youth, and Community Goal: Improve citizens’ quality of life through the work of the Commissions and allocation of funding to projects and organizations. Objective: Effectiveness of Commissions (Historic Preservation Commission, Beautification and Public Art Commission, Flagstaff Cultural Partners) review of projects and allocation of funds. Type of Measure: Outcome Tool: Level of citizen satisfaction with actions and projects as determined by community survey(s), either web based, printed, or phone. Frequency: Annual Scoring: 75% - Percent satisfaction. Trend:   FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Citizen satisfaction with allocations by N/A N/A 75% 75% Commissions Annual Financial Plan 245 City of Flagstaff ECONOMIC VITALITY SECTION 1807 COMMUNITY DESIGN Council Priority: Community Sustainability and Family, Youth, and Community Goal: Preserve and further enhance the look and feel of Flagstaff’s unique quality of place for visitors and residents. Objective: Review private and public projects to ensure the highest quality of new development for Flagstaff through redesign, where appropriate, that reflects Flagstaff Type of Measure: Output (or process) Tool: Engineering Standards, LDC amendments, Regional Land Use and Transportation Plan amendments, Capital projects, Beautification projects. Frequency: Ongoing Scoring: 80% - Percent satisfaction as determined by community survey(s), either web based, printed, or phone. Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Number of projects review and implemented with N/A N/A N/A 80% positive change Annual Financial Plan 246 City of Flagstaff ECONOMIC VITALITY SECTION 38 MISSION  The Airport Section is dedicated to providing quality air service to meet the ever-growing transportation needs of northern Arizona.   AIRPORT Replaced 16-year old passenger baggage claim carousel with new, larger version – greatly improved layout and passenger access to checked bags. Hired three Flag PD officers to enhance terminal security, especially during passenger screening. Enjoyed a discrepancy-free annual FAA Certification and Safety Inspection. PROGRAM DESCRIPTION The Airport Section operates and maintains Flagstaff Pulliam Airport. The Airport is certificated as a nonhub air carrier and general aviation airport by the Federal Aviation Administration (FAA). Responsibilities of the section include administration, safety, operations, and maintenance of all buildings and pavements with federal mandates to provide aircraft rescue/firefighting, medical first response and security. Other services are provided through lease agreements with the direct service providers (i.e., airlines, car rental agencies, fixed base operator and other concessionaires). The Airport Section is also partnering with the Economic Development staff to expand development of the Airport Business Park. FY 10 NEW INITIATIVES AND GOALS       FY 09 ACCOMPLISHMENTS    Reached agreement with Horizon Air to provide commercial air service between FLG and LAX. Completed the terminal secure hold room expansion. Annual Financial Plan  247 Continue to meet passenger air travel needs for both reliability and choice using at least two different air carriers. Seek opportunities to expand Flagstaff’s air service direct destination choices, especially to the north and/or east. Seek additional Business Park revenue and employment opportunities through new business lease agreements. Effectively minimize airport operations and maintenance costs to preserve budget dollars. Continue to enhance airport snow removal capability to minimize both the number and length of runway closures during snow events. Maintain full occupancy of airport general aviation hangar and shade storage facilities to maximize aircraft storage revenues. Plan and host a no-fee airport open house to increase community awareness of their Airport’s capabilities, functions and equipment. Plan and host a major airport-related conference in Flagstaff (Arizona Airports Association or AzAA). City of Flagstaff ECONOMIC VITALITY SECTION 38 AIRPORT PERFORMANCE MEASURES Council Priority: Facilities and Basic Services Goal: Ensure all of the airport’s operational and facility tasks function in concert to promote and support reliable commercial air travel. Objective: Reduce commercial flight cancellations through effective runway and taxiway maintenance, timely snow removal operations and periodic maintenance of airfield navigation aids. Type of Measure: Program Outcome Tool: Air carrier flight activity and landing reports, daily operations inspection logs, published Notices to Airmen and passenger comment forms. Frequency: Monthly Scoring: 5% or less cancelled – Progressing, average. 5+ to 7% cancelled – Caution, warning. More than 7% cancelled, Need to review, discuss. Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Percentage of scheduled commercial flights 4.4% 5.1% 2.0% 3.0% cancelled Council Priority: Community Sustainability Goal: Provide a safe and secure environment where air passengers have multiple travel destination choices at affordable prices. Objective: Grow commercial air travel to and from Flagstaff in the form of increased enplanements. Type of Measure: Program Effectiveness Tool: Air carrier flight activity and landing reports, passenger comment cards, CVB, Visitor Center and Chamber of Commerce feedback. Frequency: Measured monthly; reported annually. Scoring: 3% growth or more – Progressing, average. Less than 3% to zero growth – Caution, warning. Any annual decline – Need to review, discuss. Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Percentage change in annual passenger +12.6% -1.2% +57.0% +3% enplanements Council Priority: Public Safety Goal: Meet or exceed FAA requirements for Aircraft Rescue Firefighting and on-airport medical responses. Objective: Consistently arrive at the scene within three minutes of alert notification Type of Measure: Program Effectiveness Tool: Air Traffic Control tower logs, Airport incident report forms, daily operations inspection checklists/logs. Frequency: Measured monthly; reported annually Scoring: 100% of responses within 3 minutes – Progressing, average. 99.9% to 97% response success – Caution, warning. Less than 97% of responses within 3 minutes – Need to review, discuss. Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Percentage of emergency call responses within 3 100% 100% 100% 100% minutes Annual Financial Plan 248 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 38 AIRPORT 38-AIRPORT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL $ $ Actual Expenditures 2007-2008 631,963 314,560 204,813 1,151,336 Adopted Budget 2008-2009 $ 675,201 350,741 223,662 526,316 $ 1,775,920 Estimated Expenditures 2008-2009 $ 677,119 358,289 198,520 529,821 $ 1,763,749 Proposed Budget 2009-2010 $ 639,390 334,193 163,067 12,500 $ 1,149,150 Budget-Budget Variance $ (35,811) (16,548) (60,595) (513,816) $ (626,770) $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION SAFETY AND SECURITY SNOW CONTROL MAINT BLDGS AND GROUNDS MAINT RUNWAY & TAXIWAY AIRPORT COMMISSION LAW ENFORCEMENT OFFICER UNISOURCE GRANT TOTAL $ $ 386,236 130,010 93,375 394,512 70,717 215 76,271 1,151,336 $ 407,692 139,913 467,093 488,836 272,086 300 1,775,920 $ 393,268 142,854 479,444 458,190 288,443 300 1,250 1,763,749 $ 415,538 124,707 107,540 403,627 97,438 300 1,149,150 $ $ 1,149,150 1,149,150 $ 7,846 (15,206) (359,553) (85,209) (174,648) (626,770) SOURCE OF FUNDING: AIRPORT FUND COMMENTARY: The Airport operating budget has decreased 9% and capital expenditures total $12,500, resulting in an overall net decrease of 35%. Personal Services decreases are due to 1 FTE staffing reductions that include an Airport Service Worker I. In addition, there are salary and benefit decreases. Contractual decreases are due to reductions in medical fees, legal fees, maintenance on equipment and rolling stock, travel and education, and equipment rentals. Commodities decreases are due to reductions in computer equipment and software, office equipment, motor vehicle parts, books and subscriptions, awards, uniforms, tires/tubes, maintenance of buildings and structures, small tools, horticultural supplies, and state and highway repair materials and supplies. One-time expenditures for this division are for consultant fees and internal work order charges. Major capital (>$10,000) includes $12,500 for snow removal equipment. Annual Financial Plan 249 City of Flagstaff ECONOMIC VITALITY SECTION 71 MISSION ARTS AND SCIENCE For planning purposes, the administration and implementation of the programs and activities of this section are combined with Section 73 – Beautification General Administration and Section 18, Program 1807 – Community Design and Redevelopment and are planned comprehensively. See Section 18, Program 1807 for greater detail. The Arts and Science Fund deploys Bed, Board, and Beverage Tax monies efficiently and effectively to create, enhance, and preserve the cultural heritage of Flagstaff. PROGRAM DESCRIPTION The arts and science fund utilizes dedicated Bed, Board, and Beverage Tax monies to support the operations of local arts, science, and cultural organizations, and their projects, as well as to install public art within the community. Grant funding of organizations and their projects is provided by a contractor, currently Flagstaff Cultural Partners, and overseen by program staff. Public art includes an indoor art program that utilizes City owned facilities, currently including City Hall, the Adult Center, the Pulliam Airport Terminal building, and the Aquaplex for display. Permanent outdoor art pieces are installed at various locations throughout the City. FY 09 ACCOMPLISHMENTS  See Section 18, Program 1807. FY 10 NEW INITIATIVES AND GOALS  See Section 18, Program 1807. PERFORMANCE MEASURES See Section 18, Program 1807. SECTION: 71-ARTS AND SCIENCE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2007-2008 $ 1,789 391,112 2,450 $ 395,351 Adopted Budget 2008-2009 $ $ $ $ 731,002 3,850 734,852 Estimated Expenditures 2008-2009 $ 127 380,769 4,400 $ 385,296 Proposed Budget 2009-2010 $ $ $ $ 733,155 3,642 736,797 Budget-Budget Variance $ 2,153 (208) $ 1,945 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CONTRACTUAL SERVICES PUBLIC ARTWORK FCP ADMINISTRATION TOTAL $ 1,419 299,999 23,933 70,000 395,351 $ 103,938 305,000 252,414 73,500 734,852 $ 654 305,000 6,142 73,500 385,296 $ 103,238 289,750 273,984 69,825 736,797 $ $ 736,797 736,797 $ $ (700) (15,250) 21,570 (3,675) 1,945 SOURCE OF FUNDING: ARTS AND SCIENCE FUND COMMENTARY: The Arts and Science operating budget has maintained at a constant level and there are no capital expenditures. Personal Services are handled through internal charge outs and are included in Commodities. One-time expenditures for this division are for internal work requests. There are no major capital (>$10,000) expenditures planned for this section. Annual Financial Plan 250 City of Flagstaff ECONOMIC VITALITY SECTION 73 MISSION BEAUTIFICATION For planning purposes, the administration and implementation of the programs and activities of this section are combined with Section 71 – Art and Science Funds and Section 18, Program 1807 – Community Design and Redevelopment and are planned comprehensively. See Section 18, Program 1807 for greater detail. The Beautification General Administration program deploys Bed, Board, and Beverage Tax monies efficiently and effectively to create, enhance, and preserve the sense of place, the built and natural environment, of Flagstaff. PROGRAM DESCRIPTION FY 09 ACCOMPLISHMENTS The Beautification General Administration program oversees the expenditures of Bed, Board, and Beverage Tax monies that are dedicated to beautification. This includes Beautification and Public Art Commission staff support, beautification projects generated under the Community Design program, and other activities related to the development of the community.  See Section 18, Program 1807. FY 10 NEW INITIATIVES AND GOALS  See Section 18, Program 1807. PERFORMANCE MEASURES See Section 18, Program 1807. SECTION: 73-BEAUTIFICATION GENERAL ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2007-2008 $ 161,671 14,054 4,942 $ 180,667 $ $ $ $ Adopted Budget 2008-2009 158,252 13,225 3,600 175,077 Estimated Expenditures 2008-2009 $ 158,252 12,575 3,808 $ 174,635 $ $ $ $ Proposed Budget 2009-2010 105,016 3,150 1,900 110,066 Budget-Budget Variance $ (53,236) (10,075) (1,700) $ (65,011) EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COMMISSION TOTAL $ 179,760 907.00 180,667 $ 172,877 2,200 175,077 $ 172,531 2,104 174,635 $ 109,366 700 110,066 $ $ 110,066 110,066 $ $ (63,511) (1,500) (65,011) SOURCE OF FUNDING: BEAUTIFICATION FUND COMMENTARY: The Beautification operating budget has decreased 37% and there are no capital expenditures. Personal Services include both salary and benefit decreases. Contractual decreases are due to reductions in travel, registration, and advertising. Commodities decrease are due to reductions in subscriptions and software. There is no major capital (>$10,000) for this section. Annual Financial Plan 251 City of Flagstaff ECONOMIC VITALITY SECTION 84 MISSION  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.   PROGRAM DESCRIPTION  The Flagstaff Convention and Visitors Bureau (CVB) is charged with administering tourism programs for the City of Flagstaff and receives 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 creation and maintenance of partnership opportunities locally and regionally.   CONVENTION AND VISITORS BUREAU Lowell Observatory, Little America, Fairfield Inn and the Flagstaff Visitor Center as survey sites. Conducted conversion study that focuses on the effectiveness of CVB collateral material. Conducted Winter Visitor Study in cooperation with Arizona Snowbowl and Flagstaff Nordic Center. Garnered significant media coverage, including MSN.com, Good Morning America, Jamie Oliver Show, Weather Channel and Diner’s, Drive-ins and Dives, as well as named “One of America’s Prettiest Towns” by Forbes Traveler. Developed and implemented social media plan to increase Flagstaff CVB presence on key sites such as Twitter, Facebook and You Tube. Successfully launched My Flagstaff email campaign which now has over 1,300 subscribers to date. Published city-wide Conference Calendar for use by restaurants and hotels for planning purposes. FY 10 NEW INITIATIVES AND GOALS  FY 09 ACCOMPLISHMENTS         Received ‘Platinum’ Hermes Creative Award for the Flagstaff Destination Video. Received ’Gold’ Hermes Creative Award for Flagstaff CVB Media and Sales kits. Received ‘Award of Distinction’ Communicator Award for the Flagstaff Destination Video. Promoted new Horizon Air service to/from Los Angeles International Airport. Launched ‘Fly Flagstaff’ promotion in coordination with Flagstaff and Sedona Chambers of Commerce to promote use of Pulliam Airport for travel. Increased number meeting leads sent by 120% and room nights requested by 185% over same period of time (July 1-Jan. 15). Developed new sales and marketing efforts to reach the Japanese travel market and hosted education forum for stakeholders regarding the Japanese market and CVB efforts. Conducted Flagstaff Visitor Study in partnership with the Arizona Office of Tourism, featuring Annual Financial Plan         252 Enhance CVB’s tracking capabilities of marketing pieces, specifically with online / interactive marketing. Develop Flagstaff Visitor Profile based on information gathered in FY09 studies. Develop communication program that includes quarterly emails to niche markets. Enhance and refine use of contact database software to increase marketing capabilities and stakeholder involvement. Produce new fulfillment piece incorporating 5day itineraries and general Flagstaff information into one publication. Streamline fulfillment requests to reduce both printing and postage costs. Increase exposure of Flagstaff as a filming location. Continue educating local community regarding benefits of tourism and hospitality industry. Continue exploring and increase awareness of sustainable tourism opportunities. City of Flagstaff ECONOMIC VITALITY SECTION 84 CONVENTION AND VISITORS BUREAU PERFORMANCE MEASURES Council Priority: Community Sustainability and Fiscal Health Goal: Provide the community resources that meet or exceed expectations through increased BBB revenues. Objective: Increase awareness of Flagstaff to maintain strong travel patterns and increase shoulder/off-season travel. Type of Measure: Outcome Tool: Room night bookings generated through leads, RevPAR and occupancy reports, restaurant/bar sales, attraction visitation, media coverage and AVE, reach and frequency of marketing, website visits, fulfillment request/distribution and e-marketing/social media subscribers. Frequency: Monthly Scoring: 75% - BBB revenues at or above projection Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Bed Board and Booze (BBB) Tax revenues $4,976,376 $5,101,947 $5,300,000 $5,400,000 SECTION: 84-TOURISM GENERAL ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 641,267 650,302 166,588 $ 1,458,157 $ $ $ $ Adopted Budget 2008-2009 685,955 721,824 162,301 27,500 1,597,580 Estimated Expenditures 2008-2009 $ 684,580 929,281 157,526 $ 1,771,387 $ $ $ $ Proposed Budget 2009-2010 617,086 524,772 116,676 1,258,534 Budget-Budget Variance $ (68,869) (197,052) (45,625) (27,500) $ (339,046) EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION MARKETING AND PROMOTION SALES PUBLIC RELATIONS FILM OFFICE ECONOMIC STIMULUS ADVERTISING TOTAL $ 696,969 711,532 42,738 6,918 1,458,157 $ 770,737 668,460 108,233 44,600 5,550 1,597,580 $ 755,968 613,539 98,250 48,180 5,450 250,000 1,771,387 $ 656,902 487,140 77,657 31,495 5,340 1,258,534 $ $ 1,258,534 1,258,534 $ $ (113,835) (181,320) (30,576) (13,105) (210) (339,046) SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Tourism operating budget has decreased 21% and there are no capital expenditures. Personal Services include both salary and benefit decreases. Contractual decreases are due to reductions in maintenance, advertising, and travel. Commodities decreases are due to reductions in computer equipment, promotional materials, and copying. There is no major capital (>$10,000) for this section. Annual Financial Plan 253 City of Flagstaff ECONOMIC VITALITY SECTION 85 VISITOR SERVICES MISSION FY 09 ACCOMPLISHMENTS The mission of the Visitor Center is to introduce and educate visitors about the vast tourism opportunities within Flagstaff and the surrounding areas, and to increase the frequency of visits to Flagstaff and length of stay.     PROGRAM DESCRIPTION The Flagstaff Visitor Center (VC) opened in the Historic Train Station in 1994. Until March 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 Visitors Bureau (CVB). The Visitor Center was successfully transitioned to the CVB in the spring of 2003 with existing staff becoming city employees.   FY 10 NEW INITIATIVES AND GOALS     Annual Financial Plan Updated train platform through paver replacement or repair and leveling of the surface. Implemented Visitor Center Customer Service Survey. Partnered with Community Investment Redevelopment Section to distribute Downtown Parking Survey. Enhanced Historic Tours program through purchase of period costumes, increased frequency of tours and the addition of a Route 66 self-guided tour. Upgraded facility through restroom improvements, remodel of meeting space on second floor and new trash/recycle receptacles. Expanded customer service programs, including the sale of Red Rock Passes. 254 Develop full concierge services at the Visitor Center. Develop new Route 66 El Pueblo Centennial Center as part of a public/private partnership with the El Pueblo Motel owner. Continue to enhance Historic Tours program. Coordinate efforts with multiple divisions to facilitate FUTS trail project through property. City of Flagstaff ECONOMIC VITALITY SECTION 85 VISITOR SERVICES PERFORMANCE MEASURES Council Priority: Community Sustainability and Family, Youth & Community Goal: Provide excellent customer service which meets and exceeds the City of Flagstaff’s mission. Objective: Enhance existing customer service programs to encourage visitors to stay longer and/or revisit Flagstaff Type of Measure: Program Effectiveness Tool: Customer service surveys, fulfillments, walk-in visitation, tour program attendance Frequency: Monthly Scoring: 95% - Percentage of survey respondents with satisfaction rating of 4 or above on scale or 1 to 5 (5 being highest) Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Visitor Center Customer Service Survey N/A N/A 700 / 95% 800 / 95% (# surveys/% satisfaction) SECTION: 85-VISITOR SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 307,327 75,945 36,159 1,200 $ 420,631 $ $ Adopted Budget 2008-2009 296,535 79,766 47,804 424,105 Estimated Expenditures 2008-2009 $ 273,390 95,206 40,351 22,000 $ 430,947 $ $ $ $ Proposed Budget 2009-2010 251,285 77,936 42,507 371,728 Budget-Budget Variance $ (45,250) (1,830) (5,297) $ (52,377) EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TRAIN STATION OPERATIONS VSTR CNTR PAVER R INFORMATION CENTER ENHAN TOTAL $ $ 305,212 81,695 31,388 2,336 420,631 $ $ 321,670 102,435 424,105 $ 291,601 99,311 40,035 430,947 $ 272,260 99,468 371,728 $ $ 371,728 371,728 $ $ (49,410) (2,967) (52,377) SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Visitor Center's operating budget has decreased 12% and there is no major capital expenditures. Personal Services decreases are due to a 1 FTE staffing reduction for an Administrative Specialist. Contractual decreases are due to reductions in advertising and maintenance. Commodities decreases are due to reductions in operating and materials supplies. There is no major capital (>$10,000) for this section. Annual Financial Plan 255 City of Flagstaff Annual Financial Plan 256 City of Flagstaff UTILITIES DIVISION MISSION The mission of the Utilities Section 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. 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 257 City of Flagstaff Annual Financial Plan 258 City of Flagstaff 1 Plant Specialist 2 MSW-Plant Tech 1 Maint Spec 1 Water Services Specialist 8 MSW-Water Services Tech Wastewater Collection 54 1 Water Services Specialist 10 MSW-Water Services Tech 1 Water/Sewer Utility Locator 1 Maint Wkr 1 Maint Wkr (Temp) 4 Plant Specialist 6 MSW-Plant Tech 1.5 Equip Oper II Temp Rio De Flag WWTP 56 Water Distribution 49 1 Field Service Manager 1 Wastewater Treatment Manager Wildcat WWTP 53 Field Services 49 & 54 Wastewater Operations 53 & 56 1 Instrumentation Electrical Specialist 3 MSW - Operations 1 Laboratory Specialist 1 MSW - Laboratory 1 Maintenance Specialist 1 Operations Specialist 2 MSW - Maintenance Lake Mary Wells, Woody Mt Wells, North Reservoirs, Inner Basin, and Water Treatment & Booster Stations 47 & 50 1 Water Production Manager Water Treat/Prod 47 .5 Program Assistant 1 Water Conservation Manager 1 GIS Systems Analyst 1 Water Resources Manager Water Resources 42 .5 Program Assistant 1 Project Manager 2 Indust Waste Insp 1 Indust Waste Supv Stormwater Management 98 .5 Intern 1 Floodplain Inspector 2 Project Manager 1 Stormwater Services Analyst 1 Stormwater Program Manager Industrial Waste Monitoring Division 55 1 Utilities Engineering Manager Utilities Engineering 42 1 Utilities Plan Reviewer 2 Administrative Spec 1 Utilities Director Utilities 42 1 Deputy City Manager Utilities, Services, & Safey 01 1 City Manager City Administration 01 UTILITIES UTILITIES SECTION 42 Provides regulatory permit administration for NPDES, APP, Reuse Emergency Operations and Safety Programs as required. Reviews new developments and represents the Department on a multitude of various committeees. Provides all clerical services for the Department and Utilities GIS services for the City. MISSION The mission of the Utilities Division 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 09 ACCOMPLISHMENTS    PROGRAM DESCRIPTION  Coordinate activities of the Utilities Division including Production, Distribution, Wastewater Water Collection, Treatment, Reclaimed Water Distribution, Booster Stations, Industrial Waste, Backflow and Stormwater Program. Administers water resources, water conservation program, safety program, water commission activities, City Change order committee, and acts as a Forest Service liasion. Provides representation for the City of Flagstaff to various planning groups such as the Technical Advisory group for the Coconino Plateu 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 improvement 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. Investigates customer, staff, and City Council inquiries and follows up on complaints. Annual Financial Plan ADMINISTRATION     Completed Wildcat Hill Wastewater Treatment Plant Improvements enabling the plant to provide grade A+ reclaimed water. Completed construction of Stonehouse Well. Completed Benton Avenue water and sewer improvements. Completed Bushmaster Park reclaimed water line replacement. Completed Reclaim Booster pump and looping of class A+ reclaimed water system. Completed Buffalo Park Water Tank repainting. Updated Utilities Capital Improvement program. Red Gap Pipeline Feasibility and Alignment Study by Jacobs Engineering. FY 10 NEW INITIATIVES AND GOALS          259 New Utility Water Rate Study and Financial Model. Begin construction of Fort Tuthill well waterline and pump house. New Utility Rate Increase. Water, Sewer and Reclaim Master plans. Complete Red Gap Pipeline Feasibility Study. Water Resources Element Master Plan. Reclaimed Water Policy. Flagstaff Area Water Adequacy Hydrology Study. Landscape Code Modification (LDC). City of Flagstaff UTILITIES SECTION 42 ADMINISTRATION PERFORMANCE MEASURES Council Priority: Public Safety Goal: Provide safe work environment for utility department employees Objective: No employee accidents resulting in injury or Lost Time accidents(LTA’s). Type of Measure: Outcome Tool: Risk management tracking of recordable incidents. Frequency: Daily, Monthly, Quarterly and Yearly Scoring: 50-70% Trend:  FY 07 FY 08 Measures: Actual Actual Number of Accidents resulting in Injury 1 0 Number of Lost Time Accidents 1 0 FY 09 Estimate 0 0 FY 10 Proposed 0 0 Council Priority: Facilities and Basic Services Goal: Maintain adequate customer service levels for the citizens of Flagstaff. Objective: Exceed customer’s water and wastewater service expectations, reduce water outage hours (repairs), and reduce number of service complaints. Type of Measure: Outcome Tool: Maintenance repair costs, CMMS and customer survey Frequency: Daily Scoring: 50-70% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Number of customer complaints 131 144 140 100 Number of complaints resolved 131 144 140 100 Number of compliments received 40 47 50 50 Customer Survey Rating N/A N/A N/A N/A Council Priority: Community Sustainability Goal: Provide uninterrupted water and sewer service to the citizens of Flagstaff. Objective: Insure water and sewer infrastructure is adequate for new development to occur. Assist our clients and customers with application questions and communicate utility requirements early in the permit process. Type of Measure: Output Tool: KIVA software to track reviews, Division reports Frequency: Monthly Scoring: 50-70% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Number of Development Review Board plans 353 350 120 130 reviewed Number of water and sewer impact analysis 14 17 12 12 performed Capital Projects Managed 14 17 9 7 Per capita water use GPCD 116 120 124 116 Annual Financial Plan 260 City of Flagstaff UTILITIES SECTION 42 ADMINISTRATION Council Priority: Fiscal Health Goal: Provide a rate structure to meet the financial needs of the utility. Objective: Update rates on a regular basis. Maintain utility infrastructure necessary to adequately meet current and future community needs. Type of Measure: Outcome Tool: Financial Revenue Reports Frequency: Monthly Scoring: 95% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Review Rates with internal rate model Yes Yes Yes Yes Update rate model to accommodate system No No No Yes changes Water Revenues % Actual vs Budget 97% 95% 93% 99% Sewer Revenues % Actual vs Budget 96% 92% 95% 99% SECTION: 42-UTILITIES ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 941,473 339,659 39,559 1,294 $ 1,321,985 Adopted Budget 2008-2009 $ 935,260 474,049 64,573 28,000 $ 1,501,882 Estimated Expenditures 2008-2009 $ 938,631 564,167 26,996 $ 1,529,794 Proposed Budget 2009-2010 $ 921,525 519,231 34,875 $ 1,475,631 Budget-Budget Variance $ (13,735) 45,182 (29,698) (28,000) $ (26,251) $ $ $ $ $ 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 TOTAL $ 782,403 196 5,700 8,498 14,248 215,100 1,849 121,274 91,192 5,738 1,479 8,160 66,148 1,321,985 $ 871,248 2,795 7,285 18,070 8,648 257,654 191,474 103,538 34,395 6,775 1,501,882 $ 1,025,224 3,931 7,285 21,424 7,648 215,277 139,275 93,611 15,508 611 1,529,794 $ 986,812 75 7,285 3,648 212,244 112,096 91,866 5,139 52,205 4,261 1,475,631 $ $ 1,475,631 1,475,631 $ 115,564 (2,720) (18,070) (5,000) (45,410) (79,378) (11,672) 5,139 17,810 (2,514) (26,251) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Utilities Administration operating budget has decreased 0% and there are no capital expenditures. Personal Services decreases of 1% are due to .50 FTE staffing reduction of a Water Conservation Enforcement Aide. In addition, there are salary and benefit decreases offset with the cost of a retirement pay out. Contractual increases are due to legal fees increase of $215,000 offset by budget cuts in travel, registration, education/training and prior year one time expenditure. The decrease in Commodities is due to prior year one time items. There is no major capital (>$10,000) for this section. Annual Financial Plan 261 City of Flagstaff UTILITIES SECTION 47 LAKE MARY WATER TREATMENT PLANT MISSION FY 09 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.      Start up of chlorine dioxide pre-treatment of surface water in late July. This provides effective removal of disinfection byproducts and dissolved manganese. RMP requirement removed from Res. Filtration Plant to reduce costs. Developed and implemented a simple Quality Assurance program for treatment chemicals. Treated surface water with GAC for taste and odor during an unplanned ongoing algal bloom in Lake Mary. Drilled one new well (Stonehouse), equipped Ft. Tuthill and Sinagua wells increasing water production capacity by approximately 2.2 million gallons per day. PROGRAM DESCRIPTION The Lake Mary Water Treatment Plant provides conventional surface water treatment for water from upper Lake Mary. Staff is responsible for the operation of the Water Plant and all other water production facilities including: Lake Mary Wellfield, Woody Mountain Wellfield, the Inner Basin wells and springs, local wells and the Reservoir Filtration Plant. Staff also operates and maintains system water tanks and booster stations (Division 50). The State certified Compliance Lab provides analysis for process control and water sampling for compliance. This division cost effectively produces water that meets all safe Drinking Water Act requirements. It manages the quantity of stored water to provide flows to customers, with an adequate reserve for fire fighting. It teaches public awareness of the water system through educational programs and demonstrations. Annual Financial Plan FY 10 NEW INITIATIVES AND GOALS    262 Provide FY 09 service level (minimum to meet demand) at a minimum budget with two new deep wells, increased power and chemical costs, and increased sampling and testing requirements. Possibly install taste and odor treatment at the Lake Mary Plant - funds permitting. Possibly begin a 12 month study of Lake Mary to determine the cause of taste and odor – funds permitting. City of Flagstaff UTILITIES SECTION 47 LAKE MARY WATER TREATMENT PLANT PERFORMANCE MEASURES Council Priority: Public Safety Goal: Reduce injury accidents. Objective: Reduce the number of employee accidents by increasing safety awareness through training. Type of Measure: Outcome Tool: Quarterly Reports Frequency: Daily, Monthly, Quarterly and Yearly Scoring: 90% = ≤ 1 injury accident, 75-90% = 2-3 injury accidents, 75% = 3-5 injury accidents Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Injury Accidents 0 2 1 0 Non-Injury Accidents 0 0 1 0 Lost Work Days 0 0 1 0 Sick Time (% of total) 2.8 2.5 2.5 2.5 Safety Training (hr/person) 11 4.2 15 20 Council Priority: Public Safety Goal: Provide safe drinking water to citizens of Flagstaff Objective: Reduce the amount of violations. Continue to provide the best quality water by meeting or exceeding all requirements. Type of Measure: Outcome Tool: Monitoring and instrumentation readings, laboratory testing Frequency: Daily, Monthly, Quarterly and Yearly Scoring: 90% = ≤ 1 monitoring violation, 75-90% = 2 monitoring violations, 75% = > 2 monitoring violations or 1 violation requiring 30 day public notice. Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Number of Safe Drinking Water Act Violations 0 0 1 0 Annual Financial Plan 263 City of Flagstaff UTILITIES SECTION 47 LAKE MARY WATER TREATMENT PLANT Council Priority: Facilities & Basic Services, & Fiscal Health Goal: Provide uninterrupted water service to the citizens of Flagstaff. Objective: Provide FY 09 service level (minimum to meet demand) at a minimum budget with two new deep wells, increased power and chemical costs, and increased sampling and testing requirements. Production demand divided by production capacity will be measured daily. The highest daily percentage is given. Type of Measure: Outcome Tool: Section Reports Frequency: Monthly Scoring: Cost per 1000 gals to produce 90%= ≤ $1.50/1000 gals, 75-90% = $1.58/1000 gals, 75% = $1.65/1000 gals. Trend:  Scoring: Production demand as a percent of production capacity Green= ≤ 90%, Yellow = 90 – 95%, Red = >95%. Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Gallons produced in MG 2,564 MG 2,810 MG 2,787 MG 2,800 MG Cost per 1000 gallons to produce 1.33 1.17 1.33 1.50 Actual vs Projected Power Costs to Produce $0.65/0.59 $0.59/0.55 $0.62/0.61 $0.69 1000 gallons Production Percent of Demand – Lowest Day 71.76 86.54 56.57 <90% Council Priority: Community Sustainability Goal: Reduce the number of complaints in the highest water production related category. Objective: Minimize complaints for taste and odor by optimizing blending from different water sources and/or switching to well water during lake algal blooms. Tool: Customer Complaint Forms Frequency: Daily Scoring: 90% = ≤ 22 complaints, 75-90% = 37 complaints, 75% = 55 complaints Trend: *  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Number of customer complaints 22 37 * 55 * 55 Number of complaints resolved 22 37 55 55 Number of compliments received 0 0 0 0 * Note – Complaint tracking included only site visits until January 2009. All telephone, verbal, and site visits are now included. The number recorded is anticipated to increase, but is considered more appropriate for measurement purposes and continuous improvement. Annual Financial Plan 264 City of Flagstaff UTILITIES SECTION: SECTION 47 LAKE MARY WATER TREATMENT PLANT 47-WATER PRODUCTION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 735,607 2,345,639 346,137 12,610 $ 3,439,993 Adopted Budget 2008-2009 $ 887,220 2,395,322 376,278 633,243 $ 4,292,063 Estimated Expenditures 2008-2009 $ 802,539 2,669,102 471,010 13,679 $ 3,956,330 Proposed Budget 2009-2010 $ 698,209 2,489,385 474,508 133,065 $ 3,795,167 Budget-Budget Variance $ (189,011) 94,063 98,230 (500,178) $ (496,896) $ $ $ $ $ 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 $ 510,312 368,824 201,679 51,213 182,813 8,860 654 12,558 48,289 824,001 321,823 701,941 45,078 139,338 22,610 3,439,993 $ 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 $ 733,086 423,512 252,898 77,871 197,280 8,860 1,596 15,000 25,738 630,769 516,301 883,103 48,170 115,375 26,771 3,956,330 $ 674,336 441,498 233,248 64,582 161,264 8,860 15,000 86,515 720,539 346,911 851,260 66,174 76,980 48,000 3,795,167 $ $ 3,795,167 3,795,167 $ 101,816 85,232 (21,494) (3,764) (45,803) (41,000) (63,335) 163,626 (219,842) (50,305) (2,334) (16,255) (383,438) (496,896) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Lake Mary Water Treatment Plant operating budget has no significant increase/decrease over prior year and capital expenditures total $133,065. Personal Services decreases are due to 2 FTE staffing reductions (one Mechanical Maintenance Work I and one MSW Maintenance Worker) along with reductions in salaries, benefits, and overtime. Contractual increases are due to increases in utilities offset by budget reductions in travel, registration, and education/training. Commodities increases are due to increase in chemical. Major capital (>$10,000) of $133,065 is for a replacement vehicle, SCADA equipment, and inner basin pipeline. Annual Financial Plan 265 City of Flagstaff UTILITIES SECTION: SECTION 48 CUSTOMER SERVICE 48-CUSTOMER SERVICE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 594,875 247,802 26,998 96,431 $ 966,106 Adopted Budget 2008-2009 $ 608,906 297,790 64,000 25,000 $ 995,696 Estimated Expenditures 2008-2009 $ 605,050 278,693 47,048 18,000 $ 948,791 Proposed Budget 2009-2010 $ $ - Budget-Budget Variance $ (608,906) (297,790) (64,000) (25,000) $ (995,696) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION FIELD READING COLLECTION CUSTOMER SERVICE TOTAL $ 234,791 294,115 95,770 341,430 966,106 $ 315,283 228,509 103,813 348,091 995,696 $ 281,000 210,717 97,139 359,935 948,791 $ - $ $ - $ (315,283) (228,509) (103,813) (348,091) (995,696) SOURCE OF FUNDING: NO SOURCE OF FUNDING COMMENTARY: Customer Service has been transferred from Utilities to Management Services (Section 06) for 2010. Annual Financial Plan 266 City of Flagstaff UTILITIES SECTION 49 Completed the Distribution service truck replacements with diesel engines, improving fuel economy and lowering emissions.  Completed 92 fire hydrant repairs throughout the City.  Depending on future development, the Utility Locator will perform approximately 4,500 utility locates, so far without any lines damaged.  Workers received a multitude of hands on training, and classes in safety and in the Distribution perations, management procedures and skills. Currently completing approx. 506 training hours in safety, technical, computer and administration. Training was acquired from special classes, in house and tailgate sessions.  MISSION The mission of the Utilities Department / Water Distribution Section is to professionally and cost effectively provide water services that meet the present and future environmental, health and safety needs of the community and our co-workers. PROGRAM DESCRIPTION The 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. FY 10 NEW INITIATIVES AND GOALS   FY 09 ACCOMPLISHMENTS       The final completion and Walk-Thru of all underground utility relocations for the East Flagstaff Traffic Interchange. Distribution system unaccounted water loss is less than 6% (5.1%). It is believed this was reduced from last year due to meter replacement program and main line replacement program (C.I.P.) There is no data prior 2008. The completion of the installation of approx. 800' of water line, including four valves, two fire hydrants and a vertical realignment due to a storm drain crossing for the Wildcat Hill Fire Training Facility for the Flagstaff Fire Department. The completion of a challenging State (ADOT) required vertical realignment of a 12" water main for the Pine Springs - Switzer Canyon Project on W. Route 66 near Kit Carson. Assisting ADOT and completion of a vertical alignment of a 12" water main on Highway 180 near the Res. Plant. due to underground storm drain conflicts. Completed the installation of an 8" Fire Service Meter for N.A.U. off of Lone Tree Rd. near the Kiln Site. Annual Financial Plan WATER DISTRIBUTION        267 Stay within budget reductions and keep the same level of service. Assemble a fire hydrant and dead end line Flushing Program to insure water quality, dependent upon 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 and speed of main line isolation. Multi-skilled Work Force will focus on being more specialized thus creating a stronger devotion to Utilities future. Keep increasing the skills of our Multi Skilled Workers through training, hands on training, cross training, management procedures and skills, and revising skill blocks (addendums). A field work order system with or with-out real time, or wireless. Incorporate GPS for new lines, fire hydrants and valves during new construction and walkthroughs. Download information into GIS. Replace the 8" fire service meter and vault at the BIA Dormitory. City of Flagstaff UTILITIES SECTION 49 WATER DISTRIBUTION PERFORMANCE MEASURES Council Priority: Facilities & Basic Services (Water Quality Issues / Complaints / Outage time) Goal: Provide good safe and reliable drinking water to citizens of Flagstaff / Reduce water outage time hrs. Objective: Reduce infrastructure problems that result in water quality issues by properly operating (fire department) and maintaining water distribution system, Return ample water pressure to public A.S.A.P. Type of Measure: Outcome Tool: Monitoring and instrumentation readings, laboratory testing Frequency: Daily, Monthly, Quarterly and Yearly Scoring: (5.1%) Acceptable Water loss. ( -7% /acceptable, - 8% /high risk, greater then 8% is unacceptable.) Trend: average FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Number of Dirty Water / Clarity No History No History 50 50 (see Section (see Section (Many fire #42) #42) dept. issues) Number of High/Low Pressure problems 0 0 10 10 Number of Low Chlorine residuals 0 0 2 2 Number of Taste and Odor 0 0 10 10 Number of cloudy water / air in the lines 0 0 4 4 Damages 0 0 0 0 Number of compliments 15 15 Total Water Outage Time in hours No Past Hist. No Past Hist. 1800 1550 a. Scheduled 400 150 b. Un-Scheduled 1400 1400 c. Isolation time (estimate) 30 min. 30 min. d. Unaccounted water loss 6.72% of 5.1%. of 5.1%. of (meter accuracy, hydrant flushing, leaks/breaks, production production production etc. Council Priority: Public Safety Goal: Reduce accidents and maintain high safety standards. Objective: To communicate the importance of safety and loss control through our safety program Type of Measure: Outcome Tool: Risk management tracking of recordable incidents Frequency: Daily, Monthly, Quarterly and Yearly Scoring: low–accidents, ( -1.25% -2% -2.5% /low to high) Trend: Average FY 07 FY 08 FY 09 Measures: Actual Actual Estimate Number of Injury Accidents 0 1 1 Number of Lost Time Accidents 0 0 0 Sick time % of Total 0 0 1.6% Safety Training 0 0 500hrs (38.5 per.) Annual Financial Plan 268 FY 10 Proposed 1 0 1.6% 500hrs. (38.5 per.) City of Flagstaff UTILITIES SECTION: SECTION 49 WATER DISTRIBUTION 49-WATER DISTRIBUTION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 1,051,035 358,638 285,047 $ 1,694,720 Adopted Budget 2008-2009 $ 1,121,449 74,106 336,340 190,000 $ 1,721,895 Estimated Expenditures 2008-2009 $ 1,109,310 47,287 330,208 2 $ 1,486,807 Proposed Budget 2009-2010 $ 947,077 51,350 407,179 $ 1,405,606 Budget-Budget Variance $ (174,372) (22,756) 70,839 (190,000) $ (316,289) $ $ $ $ $ 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 $ 173,152 352,174 385,809 101,259 234,368 251,494 165,744 30,720 1,694,720 $ 194,919 338,715 526,922 30,438 162,625 339,565 90,683 38,028 1,721,895 $ 220,551 263,603 393,193 29,913 153,375 299,709 91,683 34,780 1,486,807 $ 185,465 205,087 349,749 33,904 143,820 363,707 89,468 34,406 1,405,606 $ $ 1,405,606 1,405,606 $ (9,454) (133,628) (177,173) 3,466 (18,805) 24,142 (1,215) (3,622) (316,289) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: Water Distribution operating budget has decreased 8% and there are no capital expenditures. Personal Services decreases are due to 2.0 FTE staffing reductions (1.0 Admin Specialist and 1.0 MSW-Water Services Tech) along with reductions in salaries, benefits, and overtime. Contractual decreases are due to budget cuts for telephone, travel, education/training, and registration. Commodity increases are due water and sewer parts. There is no major capital (>$10,000) for this section. Annual Financial Plan 269 City of Flagstaff UTILITIES SECTION 50 BOOSTER STATIONS MISSION FY 09 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.   Christmas Tree Reservoir cleaned and inspected. Solar Bee circulators were installed in the Main and Christmas Tree reservoirs to improve water quality. FY 10 NEW INITIATIVES AND GOALS  Clean and inspect the Woody Mountain clarifier and possibly the Raw Water Pump Station wet well. PROGRAM DESCRIPTION This program 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 flow when booster pumps are not running or pumped flow is inadequate to keep up with demand. PERFORMANCE MEASURES Council Priority: Facilities & Basic Services Goal: Keep facilities operational and aesthetically pleasing while maintaining water quality. Objective: Clean and inspect inside of the Woody Mountain Clarifier and the Raw Water Pump Station wet well if funds permit. Type of Measure: Outcome Tool: Inspection Frequency: Annual Scoring: 90% if 2 tanks can be cleaned, 75-90% if one tank can be cleaned, 75% if no tanks are cleaned Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Tanks Cleaned (diving contract) 1 2 1 1 Annual Financial Plan 270 City of Flagstaff UTILITIES SECTION: SECTION 50 BOOSTER STATIONS 50-BOOSTER STATIONS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 31,231 34,877 560 $ 66,668 Adopted Budget 2008-2009 $ 50,600 46,490 90,000 $ 187,090 Estimated Expenditures 2008-2009 $ 36,122 50,600 46,490 114,000 $ 247,212 Proposed Budget 2009-2010 $ 32,830 42,150 2,725 $ 77,705 Budget-Budget Variance $ 32,830 (8,450) (43,765) (90,000) $ (109,385) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ZONE A KINLANI UNIVERSITY HIGHLANDS #1 AIRPORT BOOSTER AMBERWOOD BOOSTER RAILROAD SPRINGS BOOSTER TOTAL $ 39,229 1,527 1,271 3,742 2,619 18,280 66,668 $ 57,765 90,350 2,275 2,050 3,200 5,550 25,900 187,090 $ 93,887 114,350 2,275 2,050 3,200 5,550 25,900 247,212 $ 39,830 250 1,675 1,600 3,200 5,300 25,850 77,705 $ $ 77,705 77,705 $ (17,935) (90,100) (600) (450) (250) (50) (109,385) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Booster Station operating budget has decreased 20% and there are no capital expenditures. Personal Services increases are due to a change in internal charge outs. Contractuals decreases are due to budget reductions in building maintenance. Commodity decreases are due to prior year one time expense. There is no major capital (>$10,000) for this section. Annual Financial Plan 271 City of Flagstaff UTILITIES SECTION 53 WILDCAT WASTEWATER TREATMENT PLANT MISSION FY 09 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, and submit all required state and federal monitoring reports accurately and on time.        PROGRAM DESCRIPTION The Wildcat Hill Wastewater Plant is a 6 million gallon-per-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. Continued construction on plant upgrade. Plant Staff has performed well under construction conditions. Have worked well with the contractors and have maintained a good working relationship with everyone involved. New process on line. Continue to maintain solids handling on one digester. Start up of new Co – Generator. Personal has remained active in community support. FY 10 NEW INITIATIVES AND GOALS     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. Cut our budget and meet the goals set. PERFORMANCE MEASURES Council Priority: 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. Type of Measure: Outcome Tool: Laboratory testing Frequency: Daily, Monthly, Quarterly and Yearly Scoring: 75% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Number of NPDES permit violations (within plant 0 10 0 0 design) Number of NPDES permit violations(beyond 2 4 0 0 plant capabilities) Annual Financial Plan 272 City of Flagstaff UTILITIES SECTION 53 WILDCAT WASTEWATER TREATMENT PLANT Council Priority: Family, Youth & Community Goal: Provide a good quality of life for our customers, neighbors, and employees. Objective: Reduce the number of complaints and injuries. Type of Measure: Outcome Tool: Reports received from customers Frequency: Daily Scoring: 75% Trend:  Measures: Number of complaints/odors etc. Number of on the job lost time accidents / injuries. FY 07 Actual 0 3 FY 08 Actual 2 0 FY 09 Estimate 0 0 FY 10 Proposed 0 0 Council Priority: Facilities & Basic Services Goal: Exceed the expectations of our customers. Objective: Continue to provide services that meet or exceed all Federal, State and City requirements. Type of Measure: Input Tool: Flow measurements Frequency: Daily Scoring: 50-75% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Gallons of influent treated (billions). 1.22 1.28 1.45 1.35 Gallons of septage treated (millions). 1.78 1.665 1.80 1.80 Gallons of reclaim water sold (millions). 410.2 357.7 415.0 415.0 Gallons of grease treated (thousands). 413,350 477,165 420,000 450,000 Gallons of interceptor sludge (thousands). 44,005 40,725 55,000 45,000 Dry metric tons of solids/sludge injected. 1,007.37 1,163.26 1,100 1,200 Council Priority: Community Sustainability Goal: Promote the use of reclaim water. Objective: Increase the number of customers using reclaim water Type of Measure: Input Tool: New permits administered Frequency: Quarterly / Yearly Scoring: 50-75% Trend:  FY 07 Measures: Actual Number of new reuse permits administered. 25 Annual Financial Plan 273 FY 08 Actual 13 FY 09 Estimate 20 FY 10 Proposed 20 City of Flagstaff UTILITIES SECTION 53 Council Priority: Co-Generation Efficiency Goal: Run Co-Generation at 100% power on digester gas. Objective: Reduce demand on public utilities by utilizing available digester gas. Type of Measure: Outcome Tool: Meters on digester and natural gas at Co-Gen. Frequency: Quarterly / Yearly Scoring: <50% Trend:  FY 07 FY 08 Measures: Actual Actual Digester gas / Natural gas N/A N/A WILDCAT WASTEWATER TREATMENT PLANT FY 09 Estimate <50% FY 10 Proposed 80% Council Priority: Fiscal Health Goal: Maintain financial responsibility that meets or exceeds the City of Flagstaff expectations. Objective: Maintain cost per thousand to treat. Type of Measure: Outcome Tool: Financial Reports Frequency: Monthly Scoring: 50% Trend:  FY 07 FY 08 FY 09 Measures: Actual Actual Estimate Cost per thousand to treat (influent). $1.27 $1.48 $1.20 FY 10 Proposed $1.20 Annual Financial Plan 274 City of Flagstaff UTILITIES SECTION: SECTION 53 WILDCAT WASTEWATER TREATMENT PLANT 53-WILDCAT WASTEWATER TREATMENT PLANT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 858,355 580,477 242,210 171,368 $ 1,852,410 Adopted Budget 2008-2009 $ 939,227 704,299 358,553 31,002 $ 2,033,081 Estimated Expenditures 2008-2009 $ 825,427 581,456 283,240 1 $ 1,690,124 Proposed Budget 2009-2010 $ 796,222 609,150 271,214 $ 1,676,586 Budget-Budget Variance $ (143,005) (95,149) (87,339) (31,002) $ (356,495) $ $ $ $ $ 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 $ 115,364 718,861 748,788 172,289 56,001 2,873 38,234 1,852,410 $ 168,824 879,072 733,241 209,771 850 10,053 1,500 29,770 2,033,081 $ 95,674 718,942 645,097 183,833 644 8,462 1,200 36,272 1,690,124 $ 137,220 726,389 590,197 192,930 650 1,700 400 27,100 1,676,586 $ $ 1,676,586 1,676,586 $ (31,604) (152,683) (143,044) (16,841) (200) (8,353) (1,100) (2,670) (356,495) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: Wastewater Treatment Plant operating budget decreased by 16% and there are no capital expenditures. Personal Services decreases are due to a one FTE staffing reduction (Multi Skilled Worker) and reductions in salaries, benefits, and overtime. Contractuals/Commoditiies decreases are due to budget reductions in machinery/equipment and maintenance. There is no major capital ( $10 000) f thi ti Annual Financial Plan 275 City of Flagstaff UTILITIES SECTION 54 WASTEWATER COLLECTION Collections and Distribution operations, management procedures and skills. Completing approx. 492 training hours in safety, technical, computer and administration. Training was acquired from special classes, in house and tailgate sessions.  21 line repairs averaging 7 repairs per 100 miles of pipe (roughly 300 miles of pipe).  In house construction of new root foaming unit. MISSION The mission of the Utilities Division / Wastewater Collections Section is to professionally and cost effectively provide sewer services that meet the present and future environmental, health, and safety needs of the community and our co-workers. PROGRAM DESCRIPTION The Wastewater Collections system operators safely and efficiently operate, maintain and repair all wastewater collection and reclaim distribution mains and manholes. Eliminating or reducing health hazards, system failures, customer complaints and property damage throughout our community. FY 10 NEW INITIATIVES AND GOALS    FY 09 ACCOMPLISHMENTS  Over 105,000 ft. of sewer line treated with chemical root control, all scheduled through the CMMS.  The televising of new subdivisions and existing lines. 15000 ft of sewer lines.  Cleaned 877,000 ft. of existing sewer lines.  Blockages continue to go down due to scheduled PM, using jet/cut cleaning and chemical treatment techniques. In 2008 the number of sewer blockages was 25% less than 2007, and in 2009 we forecast 15% less than 2008.  Workers received a multitude of hands on training, and classes in safety and in the Annual Financial Plan    276 Stay within budget reductions and keep the same level of service. Continue to reduce the number of blockages every year. Reduce chemical root control to 50,000 ft. addressing the higher problem areas, point repairs as deemed necessary, increase scheduled cut cleaning procedures to compensate for decrease in chemical root control. Keep increasing the skills of our Multi Skilled Workers through training, hands on training, cross training, management procedures and skills, and revising skill blocks (addendums). A field work order system with or without real time, or wireless. Incorporate GPS into televising of new lines and walkthroughs, download into GIS. City of Flagstaff UTILITIES SECTION 54 WASTEWATER COLLECTION PERFORMANCE MEASURES Council Priority: Fiscal Health, Customer Service & Public Safety Goal: Exceed Customers sewer service expectation. Objective: Reduce the number Sanitary Sewer system backups through proper maintenance and inspection procedures. Type of Measure: Outcome Tool: CMMS Maintenance tracking system Frequency: Monthly, Quarterly and Yearly Scoring: low / Blockages per quarter 5-7-9 (low to high), claims 10,000, 15,000, 20,000 (low to high) Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Number of Main line blockages 28 26 (approx) 21 21 1/2 of these are City Courts) Number of Main line blockage claims 3 at a cost of 0 0 0 $1030 Number of Main line cleaning claims (jetting) 6 at a cost of 8 at a cost of 4 4 $7677 $729 (2 current) Council Priority: Public Safety Goal: Reduce accidents and maintain high safety standards. Objective: To communicate the importance of safety and loss control through our safety program. Type of Measure: Outcome Tool: Risk management tracking of recordable incidents. Frequency: Daily, Monthly, Quarterly and Yearly Scoring: high / above average injuries this year (1, 2, 3) low to high Trend:  FY 07 FY 08 FY 09 Measures: Actual Actual Estimate Number of Accidents resulting in Injury 2 0 4 Number of Lost Time Accidents 1 0 2 Annual Financial Plan 277 FY 10 Proposed 2 1 City of Flagstaff UTILITIES SECTION: SECTION 54 WASTEWATER COLLECTION 54-WASTEWATER COLLECTION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 709,608 21,568 167,151 $ 898,327 Adopted Budget 2008-2009 $ 760,167 46,372 254,791 232,890 $ 1,294,220 Estimated Expenditures 2008-2009 $ 756,194 27,870 216,976 15,501 $ 1,016,541 Proposed Budget 2009-2010 $ 700,969 30,520 200,331 4,500 $ 936,320 Budget-Budget Variance $ (59,198) (15,852) (54,460) (228,390) $ (357,900) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION SERVICE CONNECTIONS PREVENTIVE MAINTENANCE TV INSPECT & HYDRO-CLEAN CORRECTIVE MAINTENANCE RECLAIMED WATER LINE TOTAL $ 236,831 43,397 333,693 171,423 96,753 16,230 898,327 $ 308,823 187,649 411,475 200,937 168,561 16,775 1,294,220 $ 293,856 54,700 393,112 169,337 89,311 16,225 1,016,541 $ 254,807 50,307 357,354 159,954 101,302 12,596 936,320 $ $ 936,320 936,320 $ (54,016) (137,342) (54,121) (40,983) (67,259) (4,179) (357,900) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Collection operating budget has decreased 12% and capital expenditures total $4,500. Personal Services decreases are due to reduction in salaries, benefits and overtime. Commodities decreases are due to budget reductions in chemicals, maintenance and prior year onetime expenditures. Major Capital (>$10,000) is a carry forward for equipment. Annual Financial Plan 278 City of Flagstaff UTILITIES SECTION 55 WASTEWATER MONITORING MISSION FY 09 ACCOMPLISHMENTS To cost effectively protect the water supply from contamination while educating the public on how to reduce cross contamination into the drinking water system. To cost effectively protect the wastewater collection system environment from harmful materials that could adversely affect the collection crew and POTW personnel as well as the POTW and collection system.  Inspected new and existing businesses as required by ADEQ and EPA to assure compliance with the pretreatment and cross connection control programs.  Re-permitted Flagstaff Medical Center when their prior wastewater discharge permit expired.  Collaborated with Nestle Purina on designing and installing a new grease interceptor.  Collaborated with City of Flagstaff collection department and businesses on reducing grease discharges from private commercial properties before they created a problem. PROGRAM DESCRIPTION This section provides monitoring, permitting, and reporting of industrial and commercial wastewater discharges into the City of Flagstaff’s 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 10 NEW INITIATIVES AND GOALS      Cost effectively run the pretreatment and cross connection control programs with less staff without compromising the programs and their effectiveness. Identify any new categorical facilities and permit them as necessary per ADEQ and EPA regulations. Revise computer tracking program to work more efficiently. Modify NAU's wastewater discharge permit to include any facilities that either no longer require sampling or now require sampling. Re-permit Nestle Purina in early 2010. PERFORMANCE MEASURES Council Priority: Customer Service Goal: Protect wastewater treatment facilities from possible damage from business & industrial discharges. Objective: Inspect all businesses connected to City of Flagstaff water system for pretreatment needs. Type of Measure: Output Tool: Inspections Frequency: Daily Scoring: 75% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed # of blockages/Notice of Violations (NOV’s) issued 1 1 1 0 # resulting in sewer line cleaning 2 2 2 2 Annual Financial Plan 279 City of Flagstaff UTILITIES SECTION 55 WASTEWATER MONITORING Council Priority: Quality of Life & Customer Service Goal: Protect city drinking water. Objective: Protect water quality and prevent cross connections into water system. Type of Measure: Outcome Tool: Testing and installation of Backflow prevention assemblies Frequency: Daily Scoring: 75% - (more inspections of businesses to educate resulting in fewer problems) Trend:  FY 07 FY 08 FY 09 Measures: Actual Actual Estimate # of backflow prevention assemblies tested 2318 2166 2170 % of bpa’s tested that failed 7% 9% 8% Water quality violations due to bpa failing 0 0 0 FY 10 Proposed 2200 8% 0 Council Priority: Public Safety & Customer Service Goal: Prevent harmful and illegal discharges into collection system Objective: Prevent damage and upsets of the wastewater collection system that could harm equipment or personnel. Type of Measure: Outcome Tool: Notifications, Inspections Frequency: Daily Scoring: 75% - (fewer problems due to better communication and education with the public) Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed # of Industry and plant samples analyzed 2926 2287 2075 2100 # of NOV’s written to industries 1 3 0 0 # of NOV’s written to commercial sites 0 28 0 0 Annual Financial Plan 280 City of Flagstaff UTILITIES SECTION: SECTION 55 WASTEWATER MONITORING 55-WASTEWATER MONITORING EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 232,545 71,461 18,553 $ 322,559 Adopted Budget 2008-2009 $ 263,260 90,531 19,557 28,000 $ 401,348 Estimated Expenditures 2008-2009 $ 269,998 75,573 18,558 $ 364,129 Proposed Budget 2009-2010 $ 208,021 79,088 13,692 $ 300,801 Budget-Budget Variance $ (55,239) (11,443) (5,865) (28,000) $ (100,547) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION NPDES MONITORING INDUSTRIAL WASTE MONITOR HAZARDOUS WASTE BACKFLOW X CONN. CONTROL TOTAL $ 149,344 48,747 65,312 41 59,115 322,559 $ 209,060 58,309 72,009 61,970 401,348 $ 174,139 55,572 72,072 62,346 364,129 $ 112,191 57,541 70,641 60,428 300,801 $ $ 300,801 300,801 $ (96,869) (768) (1,368) (1,542) (100,547) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Monitoring operating budget has decreased 19% and there are no capital expenditures. Personal Services decreases are due to a 1.0 FTE staffing reduction for an Administrative Assistant along with reductions in salaries, benefits and overtime. Contractual/Commodities decreases are due to budget reductions in training and registration. There is major Capital (>$10,000) for this Annual Financial Plan 281 City of Flagstaff UTILITIES SECTION 56 RIO DE FLAG RECLAIM PLANT MISSION FY 09 ACCOMPLISHMENTS To provide wastewater reclamation that exceeds all federal, state and reuse requirements in a safe and cost-effective 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.     Ran full treatment plant for the summer of 2008. Utilized additional filtration capacity to help meet high summer demand for reclaim water. Completed rehab work on Buffalo Park Reclaim Storage Tank. Maintain service levels with reduced staffing. FY 10 NEW INITIATIVES AND GOALS Work closely with WCH to provide reclaim water that meets customer demand at the lowest cost.  Provide an overall reduction in our budget while maintaining current staffing levels.  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 nonpotable uses. Landscape irrigation is the principal use of reclaim water but water is also used for nonpotable commercial and industrial uses. Excess reclaim water is released to the Rio de Flag wash for riparian enhancement. This semi-automated treatment facility used advanced technology to produce non-potable water that is rated as Grade A+ by the State of Arizona. The program monitors product water quality as well as downstream water quality. Staff is also responsible for pumping the water into the citywide distribution system and maintaining the reclaim water storage facilities at Buffalo Park. PERFORMANCE MEASURES Council Priority: 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. Type of Measure: Outcome Tool: Laboratory Analysis Frequency: Daily, Weekly, Monthly, Quarterly, Annual Scoring: 50% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Number of Permit Violations 0 2 0 0 Annual Financial Plan 282 City of Flagstaff UTILITIES SECTION 56 RIO DE FLAG RECLAIM PLANT Council Priority: Community Sustainability 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, thereby offsetting the demands for potable water. Type of Measure: Program Outcome Tool: Plant Flow Reports Frequency: Monthly Scoring: 75% Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Gallons of Wastewater Treated (millions) 686.4 826.8 800.0 800.0 Gallons of Reclaim Water Reused (millions) 319.8 349.6 300.0 300.0 Council Priority: Fiscal Health Goal: Maintain operations, maintenance and lab budgets within the projected amounts. Objective: Control our costs while maintaining service levels at existing levels Type of Measure: Program Outcome Tool: Financial Reports Frequency: Monthly Scoring: 50% Trend:  FY 07 FY 08 FY 09 Measures: Actual Actual Estimate Cost/thousand gallons of reclaimed water $1.33 $1.29 $1.28 produced Council Priority: Family, Youth & Community Goal: Provide a good quality of life for our customers, neighbors, and employees. Objective: Reduce the number of complaints and injuries. Type of Measure: Outcome Tool: Reports received from customers Frequency: Daily Scoring: 75% Trend:  FY 07 FY 08 Measures: Actual Actual Number of complaints/odors etc. 0 0 Number of on-the-job lost time accidents/injuries. 0 0 Annual Financial Plan 283 FY 09 Estimate 0 0 FY 10 Proposed $1.25 FY 10 Proposed 0 0 City of Flagstaff UTILITIES SECTION: SECTION 56 RIO DE FLAG RECLAIM PLANT 56-RIO DE FLAG WASTEWATER TREATMENT PLANT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 349,640 505,497 93,887 6,872 $ 955,896 $ $ $ $ Adopted Budget 2008-2009 371,207 556,700 147,224 50,200 1,125,331 Estimated Expenditures 2008-2009 $ 320,775 557,859 91,366 5,993 $ 975,993 $ $ $ $ Proposed Budget 2009-2010 315,704 437,800 112,852 43,000 909,356 Budget-Budget Variance $ (55,503) (118,900) (34,372) (7,200) $ (215,975) EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PLANT OPERATIONS PLANT MAINTENANCE LAB-PROCESS CONTROL-MONTR RECLAIMED CONNECTIONS TOTAL $ 112,484 601,886 140,891 100,065 570 955,896 $ 121,699 634,485 239,320 129,827 1,125,331 $ 66,908 671,984 147,742 89,359 975,993 $ 98,154 509,701 205,156 96,345 909,356 $ $ 909,356 909,356 $ $ (23,545) (124,784) (34,164) (33,482) (215,975) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Rio de Flag Treatment Plant operating budget decreased by 19% and capital expenditures total $43,000 resulting in an overall net decrease of 19%. Personal Services decreases are due to reduction in salaries, benefits, and overtime. Contractual/Commodities decreases are due to budget reductions in utilities, equipment, chemicals, maintenance and repairs. Major capital (>$10,000) of $43,000 is for a carbon filter. Annual Financial Plan 284 City of Flagstaff UTILITIES SECTION 98 STORMWATER Recommended & Introduced a Low Impact Development Program, as well as developed the related design manual, facilitated & presented multiple public outreach venues to elicit stake holder & community support. Contemporized the appearance and improved access to the stormwater section website. MISSION The mission of the Stormwater Section is to promote the public health, safety and general welfare, to minimize public and private losses due to flood conditions within the City of Flagstaff, and to comply with the applicable floodplain and stormwater regulations.  PROGRAM DESCRIPTION The Stormwater Section includes: administration, utility management, engineering/hydrology technical support, master planning, customer service, data collection, field inspection, and plan review components. FY 10 NEW INITIATIVES AND GOALS       FY 09 ACCOMPLISHMENTS      Completed Four Drainage Improvement Projects for a program cost of $145,146. Launch Phase 2 of the Stormwater Master Plan. Completed the majority of the drainage system inventory. Completed the first 5-year NPDES permit in compliance with state & federal standards. Ensured that construction projects met regulatory requirements.  LID launch & implementation. Negotiate permit terms for the renewed NPDES permit. Develop a Stormwater Management Plan that will comply with the renewed permit. Begin Phase 3 of the Stormwater Master Plan. Move up one rating classification in the Community Rating System (CRS) program if cost effective. Develop a comprehensive Drainage Maintenance Plan, including inventory, inspection and scheduling. PERFORMANCE MEASURES Council Priority: Public Safety Goal: Personnel safety: No accidents, injuries or job related illnesses; utilize safety training. Objective: Safe vehicle operating and equipment handling with no injuries or work related sick days. Type of Measure: Communication & feedback, injury reports; employee health & safety Tool: Verbal, e-mail, phone contact; on-going safety training Frequency: Annual employee training Scoring: 100% - Section participation Trend:  FY 07 FY 08 FY 09 Measures: Actual Actual Estimate a. No on-the-job injuries or accidents N/A N/A 100% b. No on-the-job non-injury accidents N/A N/A 100% c. No job related lost work days N/A N/A 100% d. No job related sick time (% of total) N/A N/A 100% e. Safety training (4 hrs/person) N/A N/A 100% Annual Financial Plan 285 FY 10 Proposed 100% 100% 100% 100% 100% City of Flagstaff UTILITIES SECTION 98 STORMWATER Council Priority: Facilities & Basic Services Goal: Respond to Drainage Complaints within 24 hrs. of receiving complaint. Notify customer when a solution has been determined -- usually within two weeks. Minimize flood damages and maximize responsiveness to citizen need during periods of potential flood hazard. Objective: Provide excellent internal and external customer service in response to any drainage issues or concerns that develop. Provide timely responses to requests for information and assistance. Monitor areas of known drainage issues and develop a strategy for implementing corrective measures when fiscally possible. Type of Measure: Direct communication (phone, in person or e-mail) with affected customers. Tool: Verbal, e-mail, phone contact; site visit, field inspection Frequency: As received Scoring: 100% - Follow through whether solution is possible or not. Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed a. Complaints received N/A N/A 39 30 Complaints resolved N/A N/A 30 30 c. No public infrastructure damages N/A N/A 100% 100% d. No damages/claims to private property N/A N/A 100% 100% Council Priority: Public Safety Goal: Drainage Channel Maintenance Program - Coordinate & oversee internal projects performed by streets channel maintenance crew as well as routine infrastructure maintenance. Objective: Monitor areas of known drainage issues and develop a strategy for implementing corrective measures where fiscally possible. Type of Measure: Direct communication (phone, in person or e-mail) with streets supervisor and/or affected customers. Tool: Field verification Frequency: As drainage issues are received & resolved. Scoring: 100% - Follow through whether solution is possible or not Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Annual miles of channels cleaned N/A N/A 3 3 Percent of catch basins & culverts cleaned N/A N/A 100% 100% Percent of inventory cleaned N/A N/A 75% 75% Annual Financial Plan 286 City of Flagstaff UTILITIES SECTION: SECTION 98 STORMWATER 98-STORMWATER UTILITY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2007-2008 $ 536,507 125,224 7,917 $ 669,648 Adopted Budget 2008-2009 $ 525,134 406,749 16,088 $ 947,971 Estimated Expenditures 2008-2009 $ 491,758 168,502 20,113 $ 680,373 Proposed Budget 2009-2010 $ 481,561 289,475 11,460 $ 782,496 Budget-Budget Variance $ (43,573) (117,274) (4,628) $ (165,475) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ENG. & MASTER PLANNING OPERATIONS TOTAL $ 267,493 93,909 308,246 669,648 $ 261,231 355,690 331,050 947,971 $ 245,959 113,656 320,758 680,373 $ 262,858 267,034 252,604 782,496 $ $ 782,496 782,496 $ 1,627 (88,656) (78,446) (165,475) SOURCE OF FUNDING: STORMWATER UTILITY FUND COMMENTARY: The Stormwater Utility operating budget has decreased 17% and there are no capital expenditures. Personal Services decreases are due to 1.0 FTE staffing reductions that include a Project Manager. In addition there are salary and benefit decreases. Contractual decreases are primarily due to reductions in consultant fees. In addition there were reductions in equipment maintenance, travel, education and training, and advertising and memberships. Commodities decreases are due to reductions in equipment, books and subscriptions, software and food. One-time expenditures for this division are for consultant fees for website management and FEMA revisions, and for Masterplanning. There are no major capital (>$10,000) expenditures planned for this section. See the Stormwater Capital section for related projects. Annual Financial Plan 287 City of Flagstaff Annual Financial Plan 288 City of Flagstaff NON-DEPARTMENTAL MISSION Non-Departmental accounts for all sections which are not under the direct supervision of a division head or whose operations are contractual in nature. These include: The mission of the Council and Commission Section 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 Section 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 Section 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 Transit Section 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 289 City of Flagstaff NON DEPARTMENTAL SECTION 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 the 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. SECTION: 63-COUNCIL AND COMMISSIONS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2007-2008 $ 163,801 95,112 42,823 $ 301,736 $ $ $ $ Adopted Budget 2008-2009 236,387 111,618 52,957 400,962 Estimated Expenditures 2008-2009 $ 242,036 100,601 55,642 $ 398,279 $ $ $ $ Proposed Budget 2009-2010 217,074 71,600 15,492 304,166 Budget-Budget Variance $ (19,313) (40,018) (37,465) $ (96,796) EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION BOARDS AND COMMISSIONS TOTAL $ 295,188 6,548 301,736 $ 391,342 9,620 400,962 $ 391,379 6,900 398,279 $ 299,866 4,300 304,166 $ $ (91,476) (5,320) (96,796) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 126,488 20,254 21,620 24,399 55,800 3,292 6,632 45,681 304,166 COMMENTARY: The Council and Commissions operating budget has decreased 24% and there are no capital expenditures. Personal Services include both salary and benefit decreases. Contractual decreases are due to reductions in registration, memberships, and advertising. Commodities decreases are due to reductions in copying, promotional materials, and food. There are no major capital (>$10,000) expenditures for this section. Annual Financial Plan 290 City of Flagstaff NON-DEPARTMENTAL SECTION 64 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.citizens. The City is a major contributor SECTION: CONTRIBUTIONS TO OTHER AGENCIES 64-CONTRIBUTIONS TO OTHERS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL TOTAL Actual Expenditures 2007-2008 $ 1,003,525 $ 1,003,525 Adopted Budget 2008-2009 $ $ 1,115,475 1,115,475 Estimated Expenditures 2008-2009 $ 1,075,669 $ 1,075,669 Proposed Budget 2009-2010 $ $ 979,585 979,585 Budget-Budget Variance $ (135,890) $ (135,890) EXPENDITURES BY PROGRAM: HEALTH & SOC SERVICES OTHER CONTRIBUTIONS TOTAL $ $ 342,465 661,060 1,003,525 $ $ 342,390 773,085 1,115,475 $ $ 342,390 733,279 1,075,669 $ $ 302,624 676,961 979,585 $ $ 979,585 979,585 $ $ (39,766) (96,124) (135,890) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Contributions to Others operating budget has decreased 12% and there are no capital expenditures. Contributions are as follows: United Way $302,624; Greater Flagstaff Forest Partnership $25,500; High Altitude Training $25,500; FACTS $319,757; Weed & Seed $5,950; Youth Coalition $21,250; NACOG Rural Transportation $4,494, Intake Triage $100,000, Cardinals $40,000, Rural Policy Institute $50,000, Emergency Housing $20,000, Victim Witness 44,625, NACASA $16,885, and Sister Cities $3,000. Annual Financial Plan 291 City of Flagstaff NON-DEPARTMENTAL SECTION 66 (mainframe computer). Costs of this division are allocated to the respective departments based on a cost-allocation formulation. PROGRAM DESCRIPTION This division accounts for all expenditures that are not specifically allocable to individual divisions or programs, e.g. property and liability insurance, unemployment insurance, audit fees, and capital equipment that benefit various departments SECTION: NON-DEPARTMENTAL 66-NON-DEPARTMENTAL EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2007-2008 $ 85,585 2,716,329 433,833 122,602 $ 3,358,349 $ $ $ $ Adopted Budget 2008-2009 78,382 3,977,470 2,995,375 1,297,000 8,348,227 Estimated Expenditures 2008-2009 $ 121,777 2,563,496 477,206 493,967 $ 3,656,446 $ $ Proposed Budget 2009-2010 (163,713) 2,676,800 1,492,148 1,150,000 5,155,235 Budget-Budget Variance $ (242,095) (1,300,670) (1,503,227) (147,000) $ (3,192,992) EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION EMPLOYEE BENEFITS INSURANCE CONSULTANTS COPY CENTER REDEVELOPMENT TOTAL $ 885,744 80,217 908,000 393,553 (16,016) 1,105,481 3,358,349 $ 3,407,500 76,000 915,500 1,380,570 3,657 2,565,000 8,348,227 $ $ 843,031 73,329 908,000 265,704 (12,899) 1,579,281 3,656,446 $ $ 2,060,248 75,500 589,200 915,500 (6,213) 1,521,000 5,155,235 $ $ (1,347,252) (500) (326,300) (465,070) (9,870) (1,044,000) (3,192,992) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 4,171,086 90,696 117,504 68,888 337,471 15,487 82,811 271,292 5,155,235 COMMENTARY: The Non-Departmental operating budget has decreased 43% and capital expenditures total $1,150,000 resulting in an overall net decrease of 38%. 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 decreases are related to the elimination or reduction of funding for information technology projects. Major capital (>$10,000) includes a $500,000 set aside for future facility development and $650,000 for redevelopment opportunities. Annual Financial Plan 292 City of Flagstaff NON-DEPARTMENTAL SECTION 97  MISSION Getting you where you want to go. Our Vision: To create the Finest Transportation Experience making NAIPTA services an Excellent Choice for Northern Arizona Communities. Reverse Vision and Mission NAIPTA Added 4 new ecoPass programs, over 3,600 pass holders at 6 different employers. Mountain Lift Para-Transit  Successfully increased awareness of Taxi Voucher program and increased use of programs, creating a cost saving for the regular para-transit service. Service provides more flexibility to customers and is more cost efficient.  Continued to improve trips per service hour – increasing efficiency of service and decreasing the cost of the program.  Improved on-time service from 94% to 98% without sacrificing trips or service.  Connected service to residents outside City, improving service options and mobility.  Created a Para-transit Advisory Committee to examine and evaluate services, identifying areas that require further consideration or improvement to best meet needs of community and customers. PROGRAM DESCRIPTION The Transit Division collects the portion of the transportation tax that is designated for Transit activities. Northern Arizona Intergovernmental Public Transportation Authority (NAIPTA) administers the Transit program per the Intergovernmental Agreement (IGA) between the City and NAIPTA. FY 09 ACCOMPLISHMENTS   Raised awareness of public regarding public transportation and importance to Community through Public Education campaign and successfully obtained public support for 5 ballot initiatives, increasing transit tax by .00125%. Began construction of new Administrative and Maintenance facility for Public Transit vehicles and services at 3773 N Kaspar Dr. FY 10 NEW INITIATIVES AND GOALS   Mountain Line Fixed Route:  Expanded service on October to add Route 7 – offering 30 minute frequency from Sunnyside area to Phoenix Transfer Center.  Improved on time performance of 4 of 5 routes with October expansion and changes.  Increased ridership by 18% from 899,201 to projected 1,098,400  Improved average numbers of riders per day from 2,464 to projected 3,009  Maintained customer satisfaction by evaluating feedback regarding routes, stops, shelters, and on time performance.  Continued to provide travel training program through community groups and schools to improve customer familiarity and comfort with using public transit, routes and vehicles. Annual Financial Plan     293 Continue building public awareness of the benefits of transit, including affordable living, mobility for those with no alternatives, and less environmental impact that single-occupancyvehicle traffic. Continue increasing ridership and use of public transportation. Continue to build on mobility options by expansion of taxi voucher program as well as travel training programs. Completion of Transit Facility development and construction with staff occupancy and in-house maintenance program. Improved Customer Service center in new facility that encourages use of passes and ticket sales. Build Transit Spine and prepare for launch of Mountain Links system. City of Flagstaff NON-DEPARTMENTAL SECTION 97 NAIPTA PERFORMANCE MEASURES Council Priority: Community Sustainability Goal: Increase use of Public Transit System. Objective: 2.5% increase of riders using existing services and routes. Provide reliable alternative to singleoccupancy vehicle use for commuting trips. Type of Measure: Program efficiency Tool: Calculation of data, customer survey Frequency: Quarterly Scoring: 90%+ progressing Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Total Ridership 731,377 899,201 1,098,400 1,125,860 Average Riders per Day 2,032 2,464 3,009 3,084 On time performance 95% 88% 91% 95% Council Priority/Goal: Fiscal Health Goal: Maintain operational cost per hour Objective: Identify efficiencies to maintain and control costs, ( i.e. Bring maintenance of vehicles in house and prevent mark up cost of outside vendor). Improve farebox return by preventing fraudulent use of passes, tickets, and transfers as well as increasing fares proportionate to ridership increase. Type of Measure: Program efficiency Tool: Calculation of data, customer survey Frequency: Quarterly Scoring: 100% progressing Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Operational Cost per Hour $72.81 $86.21 $81.01 $74.78 Adminstrative Cost per Hour NA $21.08 $15.38 $13.47 Farebox Return 18% 16% 14% 16% Council Priority/Goal: Family, Youth, and Community/Community Sustainability Goal: Evaluation of Updated 5 Year Transportation Plan and efforts to truth with community needs for growth and development. Objective: Implementation of service increases as approved by voting public and consistent with community needs. Type of Measure: Output Tool: Calculation of data Frequency: Quarterly/Annual Scoring: 75 – 90% average Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Service Hours 34,974 36,252 37,058 50,598 Revenue Miles 520,856 544,030 544,030 676,029 Annual Financial Plan 294 City of Flagstaff NON-DEPARTMENTAL SECTION 97 NAIPTA Council Priority/Goal: Facilities and Basic Services Goal: Develop and construct Transit Facility on property at 3773 E Kaspar Dr, Flagstaff. Objective: Use existing structure to develop a transit facility that allows for internal maintenance, improved storage that restores life of vehicles, and provides customer service center to improve ticket and pass sales. Type of Measure: Outcome Tool: Schedule for construction, calculation of data Frequency: Semi-annual Scoring: 75 – 90% average Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Construction of site/Remodel of Facility/Move In 15% 90% 100% complete complete complete Increase customer use of tickets and passes 33% 36% 40% 45% versus cash fare Council Priority/Goal: Community Sustainability Goal: Improve customer satisfaction to a 6 on a scale of 1 to 7, or extremely satisfied. Objective: Complete annual customer satisfaction evaluation of both existing and potential customers to identify satisfaction and barriers for potential customers. Use results to evaluate services and implement improvements. Type of Measure: Program outcome Tool: Customer survey Frequency: Semi-annual Scoring: 90% progressing Trend:  FY 07 FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Proposed Customer Satisfaction Score 5.72 5.73 5.9 6.1 Annual Financial Plan 295 City of Flagstaff NON-DEPARTMENTAL SECTION: SECTION 97 NAIPTA 97-TRANSIT EXPENDITURES BY CATEGORY: Actual Expenditures 2007-2008 PERSONAL SERVICES CONTRACTUAL TOTAL $ Adopted Budget 2008-2009 $ 3,721,110 3,721,110 Estimated Expenditures 2008-2009 $ 3,661,102 $ 3,661,102 $ $ 3,721,110 3,721,110 $ $ $ $ 3,210,083 3,210,083 $ $ 3,210,083 3,210,083 Proposed Budget 2009-2010 $ 3,755,186 3,755,186 Budget-Budget Variance $ 34,076 $ 34,076 $ $ 3,755,186 3,755,186 $ $ $ $ 3,755,186 3,755,186 $ EXPENDITURES BY PROGRAM: TRANSIT TOTAL 3,661,102 3,661,102 34,076 34,076 SOURCE OF FUNDING: TRANSPORTATION FUND COMMENTARY: The Transit budget has increased by 1% this fiscal year. This is due to increased costs related to new transit tax propositions that passed in FY09. 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 296 City of Flagstaff Expenditure totals may be shown as inflated or noninflated costs depending on whether the scope of work or funding amount is the determining factor. CAPITAL IMPROVEMENTS FY 2010 CAPITAL IMPROVEMENT PROGRAM 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 Capital Improvement Program (CIP) for FY 2010 represents a $50.0 million investment of public funds in infrastructure and public facilities. The project mix has changed from prior years to 50.8% of the funding being provided on the pay-as-you-go basis versus 47.2% in FY 2009. The major projects in this year’s budget are Aspen Place at Sawmill, Fire Stations, Rio De Flag project, FUTS/Open Space Acquisition, and Automotive Training School. This year’s capital improvement program is funded 28.4% through debt financing including the Water and Wastewater projects, Aspen Sawmill, FUTS/Open Space and Fire Stations. The grant funding of 20.8% is primarily for airport expansion, beautification, and the Automotive Training School. 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. The following pages provided listing of the Capital Improvement projects along with a map to show the location of the improvements. 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 25.0% 25.4% 9.6% 9.8% 2.4% 11.8% 0.6% 15.4% 100.0% $ Sources of funding are categorized in three categories as shown below: 12,502,602 12,711,240 4,808,240 4,924,560 1,217,161 5,882,021 300,000 7,673,290 50,019,114 $ Pay-As-You-Go Debt Grants PROGRAM CATEGORIES $ 25,422,277 14,182,742 10,414,095 50,019,114 Pay-As-You-Go 50.8% BBB 9.6% Debt 28.4% Water 9.8% Stormwater Utility 15.4% $ SOURCES OF FUNDING Streets / Transportation 25.4% General Government 25.0% 50.8% 28.4% 20.8% 100.0% Wastewater 2.4% Environmental Services 0.6% Annual Financial Plan Grants 20.8% Airport 11.8% 297 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2009-2010 GENERAL GOVERNMENT APPROPRIATIONS DIV 1 24 2 24 3 24 4 24 5 24 6 24 7 24 8 24 9 28 10 66 11 95 PROJECT FIRE STATIONS AQUAPLEX FUTS/OPEN SPACE LAND ACQUISITION PUBLIC WORKS FACILITY USGS OFFICE/LAB BUILDING BUSINESS INCUBATOR AUTOMOTIVE TRAINING SCHOOL SCIENCE PARK SEWERMAIN CEMETERY OFFICE ADDITION REDEVELOPMENT ASPEN PLACE AT SAWMILL TOTAL GENERAL GOVERNMENT CARRYOVER FY 2009 $ 2,264,371 9,500 2,122,106 140,000 650,000 1,759,656 $ 6,945,633 BUDGET FY 2010 2,295,284 9,500 2,122,106 27,300 1,954,000 44,756 3,000,000 500,000 140,000 650,000 1,759,656 12,502,602 BONDS 2,295,284 9,500 2,122,106 1,954,000 44,756 500,000 1,759,656 $ 8,685,302 GRANTS SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 DIV 24 24 24 24 24 24 24 24 28 66 95 PROJECT FIRE STATIONS AQUAPLEX FUTS/OPEN SPACE LAND ACQUISITION PUBLIC WORKS FACILITY USGS OFFICE/LAB BUILDING BUSINESS INCUBATOR AUTOMOTIVE TRAINING SCHOOL SCIENCE PARK SEWERMAIN CEMETERY OFFICE ADDITION REDEVELOPMENT ASPEN PLACE AT SAWMILL TOTAL GENERAL GOVERNMENT Annual Financial Plan $ 298 3,000,000 3,000,000 OTHER 27,300 140,000 650,000 817,300 TOTAL 2,295,284 9,500 2,122,106 27,300 1,954,000 44,756 3,000,000 500,000 140,000 650,000 1,759,656 12,502,602 City of Flagstaff 66 BE U BL VD H BL VD LA A MILTON RD TE 17 I N TE RST RO U TE RD JO LL Y 1 80 E8 9A 9 SW IT Z E FOREST 8 5 AVE 11 E 66 RD 1 (#2) UT LAK E MARY RO 6 R D A AV E CE BU AVE ST 40 DU N E AT ST ER ER TL T IN 2 A RI L DR LOCKETT RD NTAL D R NE 1 (#3) E UT RO 66 N TR Y 7 E M PIRE AVE 1 2 5 6 7 8 9 11 3 4 10 24 24 24 24 24 24 28 95 24 24 66 ROUTE 66 UNMAPPED PROJECTS FUTS/OPEN SPACE LAND ACQUISITION PUBLIC WORKS FACILITY REDEVELOPMENT FIRE STATIONS (#2, #3) AQUAPLEX USGS OFFICE/LAB BUILDING BUSINESS INCUBATOR AUTOMOTIVE TRAINING SCHOOL SCIENCE PARK SEWER MAIN CEMETARY OFFICE ADDITION ASPEN PLACE AT SAWMILLL ProjectTitle CITY OF FLAGSTAFF FY 09/10 GENERAL GOVERNMENT SECTIONS 24, 28, 66, & 95 SectionID ProjectID SECTIONS 24,28,66,& 95 U CO STATE RO UT N H FR SAN HU MP HR EY SS BEA T V E R ST ANC ISC OS T E 299 W DS V IL L A G E WOODL A N PO Y W DR LONE TREE RD ON BLV D ANY HU DR N TO Annual Financial Plan RC N TI NG A LE I L VA I 89 WA Y GH HI HW HIG T ST NT FOURTH CO FO R CLUB DR City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2009-2010 STREETS/TRANSPORTATION APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 DIV 33 33 33 33 33 33 33 33 35 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 PROJECT RESERVE FOR IMPROVEMENTS MINOR TRANSPORTATION IMPROVEMENTS PRESIDIO ROUNDABOUT SIDEWALK REPLACEMENT PROGRAM STREET IMP PROGRAM OVERLAY PRG-LEASE FUNDED SUNNYSIDE PHASE V PONDEROSA PARKWAY FOURTH STREET CORRIDOR STUDY MISCELLANEOUS SAFE TO SCHOOL PROJECT MISCELLANEOUS BIKE/PED COUNTRY CLUB DRIVE TRANSPORTATION PLANNING & PROGRAMMING HUNTINGTON DR IMPROVEMENT BEULAH BLVD EXTENSIONS DOWNTOWN RAIL CROSSING MODIFICATIONS RESERVE FOR IMPROVEMENTS LAKE MARY RD/FH 3 BRANNEN & GABEL PAVING WEST/SIXTH INTERSECTION INDUSTRIAL: FANNING TO EAGLE MOUNTAIN STEVES BLVD RAIL CROSSING LONE TREE RD OVERPASS STUDY TRAFFIC SIGNAL PROGRAM INDUSTRIAL - HUNTINGTON TO PURINA MALL RT 66 INFRASTRUCTURE TOTAL STREETS AND TRANSPORTATION CARRYOVER FY 2009 $ 109,430 2,180 2,496 139,960 85,055 15,852 526,551 855,720 115,504 80,000 $ 1,932,748 BUDGET FY 2010 40,000 100,000 35,000 15,000 2,215,494 3,670,000 776,856 2,100,000 109,430 100,000 100,000 2,180 100,000 2,496 497,200 139,960 125,000 85,055 80,681 526,551 855,720 124,317 215,000 297,500 222,800 175,000 12,711,240 HURF 40,000 100,000 35,000 15,000 2,215,494 776,856 3,182,350 TRANSPORTATION 200,000 109,430 100,000 100,000 2,180 100,000 2,496 497,200 139,960 125,000 85,055 80,681 526,551 855,720 124,317 215,000 297,500 222,800 175,000 3,958,890 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 DIV 33 33 33 33 33 33 33 33 35 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 92 PROJECT RESERVE FOR IMPROVEMENTS MINOR TRANSPORTATION IMPROVEMENTS PRESIDIO ROUNDABOUT SIDEWALK REPLACEMENT PROGRAM STREET IMP PROGRAM OVERLAY PRG-LEASE FUNDED SUNNYSIDE PHASE V PONDEROSA PARKWAY FOURTH STREET CORRIDOR STUDY MISCELLANEOUS SAFE TO SCHOOL PROJECT MISCELLANEOUS BIKE/PED COUNTRY CLUB DRIVE TRANSPORTATION PLANNING & PROGRAMMING HUNTINGTON DR IMPROVEMENT BEULAH BLVD EXTENSIONS DOWNTOWN RAIL CROSSING MODIFICATIONS RESERVE FOR IMPROVEMENTS LAKE MARY RD/FH 3 BRANNEN & GABEL PAVING WEST/SIXTH INTERSECTION INDUSTRIAL: FANNING TO EAGLE MOUNTAIN STEVES BLVD RAIL CROSSING LONE TREE RD OVERPASS STUDY TRAFFIC SIGNAL PROGRAM INDUSTRIAL - HUNTINGTON TO PURINA MALL RT 66 INFRASTRUCTURE TOTAL STREETS AND TRANSPORTATION Annual Financial Plan $ $ 300 BONDS 3,670,000 300,000 3,970,000 OTHER 1,600,000 1,600,000 TOTAL 40,000 100,000 35,000 15,000 2,215,494 3,670,000 776,856 2,100,000 109,430 100,000 100,000 2,180 100,000 2,496 497,200 139,960 125,000 85,055 80,681 526,551 855,720 124,317 215,000 297,500 222,800 175,000 12,711,240 City of Flagstaff 3 T E 66 B E U BL VD L AH MILTON RD RD 16 JO 10 15 18 E 19 SW IT Z FOREST OS T ISC ANC FR SAN 8 24 AVE 23 E MAR Y R TE 16 LA KE IN T R OU 7 66 R DA AV E E AT ST CE RD 40 20 DR N 14 BU T R LE TO Y 1 80 BL VD ROU 89A STATE ROUT E PO TE RSTAT E IN H U M BEAPHRE VER YS S ST T W HN DS V IL L A G E WOOD L A N BLVD 301 17 LL R E AVE N I TR 22 S DU 9 AL DR LOCKETT RD 21 6 E 6 UT RO NTAL D R NE 16 25 NT 12 RY E M PIRE AVE 33 33 33 33 33 92 92 92 33 33 33 35 92 92 92 92 92 92 92 92 92 92 92 92 92 92 ROU TE 66 1 2 4 5 6 11 13 17 3 7 8 9 10 12 14 15 16 18 19 20 21 22 23 24 25 26 UNMAPPED PROJECTS RESERVE FOR IMPROVEMENTS MINOR TRANSPORTATION IMPROVEMENTS SIDEWALK REPLACEMENT PROGRAM STREET IMP PROGRAM OVERLAY PRG-LEASE FUNDED MISCELLANEOUS BIKE/PED TRANSPORTATION PLANNING & PROGRAMMING RESERVE FOR IMPROVEMENTS PRESIDIO ROUNDABOUT SUNNYSIDE PHASE V PONDEROSA PARKWAY FOURTH STREET CORRDIOR STUDY MISCELLANEOUS SAFE TO SCHOOL PROJECT COUNTRY CLUB DRIVE HUNTINGTON DR IMPROVEMENT BEULAH BLVD EXTENSION DOWNTOWN RAIL CROSSING MODIFICATIONS LAKE MARY RD/FH 3 BRANNEN & GABEL PAVING WEST/SIXTH INTERSECTION INDUSTRIAL: FANNING TO EAGLE MOUNTAIN STEVES BLVD RAIL CROSSING LONE TREE RD OVERPASS STUDY TRAFFIC SIGNAL PROGRAM INDUSTRIAL - HUNTINGTON TO PURINA MALL RT 66 INFRASTRUCTURE ProjectTitle CITY OF FLAGSTAFF FY 09/10 STREETS & TRANSPORTATION SECTIONS 33, 35, & 92 26 SectionID ProjectID SECTIONS 33, 35 & 92 CLUB DR W ND LONE TREE RD YO H U N CA N G R TI N Annual Financial Plan Y I A LE I L VA T NT 89 WA Y GH HW HI H IG RT FOURTH S CO FO U CO City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2009-2010 BBB APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 DIV 74 74 74 74 74 74 74 74 74 74 74 75 75 75 75 75 75 75 75 75 75 75 PROJECT SPECIAL PROJ & UNPROGRAMMED HISTORIC FACADES NEON CORRIDOR ROUTE 66 EAST FUTS TRAIL REDEVELOPMENT OPPORTUNITY ROUTE 66 - SOUTH OF TRACKS SCREEN WOODLANDS/BEULAH MEDIANS SOUTHSIDE PLAN - BEAVER/SAN FRANCISCO ROUTE 66 NORTH SIDE STREETSCAPE FOURTH STREET CORRIDOR NORTH CHAMBER PLAZA SPECIAL PROJECTS & UNPROGRAMMED FUTS SIGNING PROGRAM RIO NORTH - CRESCENT TO OBS MESA ROUTE 66 FUTS TRAIL HOSPITAL RIM FUTS TRAIL RIO NORTH FUTS TRAIL - BLUE WILLOW TO 180 COUNTRY CLUB FUTS TRAIL CEDAR FUTS TRAIL LINDA VISTA FUTS CONNECTOR SWITZER MESA FUTS TRAIL SWITZER CANYON FUTS TRAIL TOTAL BBB CARRYOVER FY 2009 $ 63,529 127,420 345,000 88,585 685,450 114,844 101,472 501,020 4,360 11,445 $ 2,043,125 BUDGET FY 2010 50,000 83,529 127,420 345,000 50,000 88,585 875,000 685,450 280,000 200,000 75,000 50,000 350,000 424,272 598,179 60,000 4,360 11,445 240,000 10,000 100,000 100,000 4,808,240 BBB 50,000 83,529 127,420 50,000 88,585 375,000 185,450 280,000 200,000 75,000 1,514,984 TRANSPORTATION 50,000 350,000 424,272 98,179 60,000 4,360 11,445 240,000 100,000 1,338,256 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 DIV 74 74 74 74 74 74 74 74 74 74 74 75 75 75 75 75 75 75 75 75 75 75 PROJECT SPECIAL PROJ & UNPROGRAMMED HISTORIC FACADES NEON CORRIDOR ROUTE 66 EAST FUTS TRAIL REDEVELOPMENT OPPORTUNITY ROUTE 66 - SOUTH OF TRACKS SCREEN WOODLANDS/BEULAH MEDIANS SOUTHSIDE PLAN - BEAVER/SAN FRANCISCO ROUTE 66 NORTH SIDE STREETSCAPE FOURTH STREET CORRIDOR NORTH CHAMBER PLAZA SPECIAL PROJECTS & UNPROGRAMMED FUTS SIGNING PROGRAM RIO NORTH - CRESCENT TO OBS MESA ROUTE 66 FUTS TRAIL HOSPITAL RIM FUTS TRAIL RIO NORTH FUTS TRAIL - BLUE WILLOW TO 180 COUNTRY CLUB FUTS TRAIL CEDAR FUTS TRAIL LINDA VISTA FUTS CONNECTOR SWITZER MESA FUTS TRAIL SWITZER CANYON FUTS TRAIL TOTAL BBB Annual Financial Plan $ $ 302 GRANTS 345,000 500,000 500,000 500,000 1,845,000 OTHER 10,000 100,000 110,000 TOTAL 50,000 83,529 127,420 345,000 50,000 88,585 875,000 685,450 280,000 200,000 75,000 50,000 350,000 424,272 598,179 60,000 4,360 11,445 240,000 10,000 100,000 100,000 4,808,240 City of Flagstaff 18 0 66 B E BL VD 14 LA H TA RS TE N I U 7 RD 17 11 M ILTON RD JO 8 15 FOREST 16 AVE LA KE 22 E 66 FOURTH ST 40 9 E R AT T T HU N S AVE R R E TE BU T L IN T OU 21 10 19 R D A AV E MARY R D CE N Y BL VD RO U TE E ROUTE 89A ST AT PO W N H 17 TE H U M BEAPHRE VER YS S ST T LONE TREE RD BLV D 303 LL DS V IL L A G E WOODL A N E U ND A RI 6 ST L 20 DR LOCKETT RD 3 NTAL D R NE 18 4 NT RY E M PIRE AVE 74 74 74 75 75 74 74 74 74 74 74 74 74 75 75 75 75 75 75 75 75 75 1 2 5 12 13 3 4 6 7 8 9 10 11 14 15 16 17 18 19 20 21 22 ROU TE 66 UNMAPPED PROJECTS SPECIAL PROJ & UNPROGRAMMED HISTORIC FACADES REDEVELOPMENT OPPORTUNITY SPECIAL PROJ & UNPROGRAMMED FUTS SIGNING PROGRAM NEON CORRIDOR ROUTE 66 EAST FUTS TRAIL ROUTE 66 - SOUTH OF TRACKS SCREENING WOODLANDS/BEULAH MEDIANS SOUTHSIDE PLAN - BEAVER/SAN FRANCISCO ROUTE 66 NORTH SIDE STREETSCAPE FOURTH STREET CORRIDOR NORTH CHAMBER PLAZA RIO NORTH - CRESCENT TO OBS MESA ROUTE 66 FUTS TRAIL HOSPITAL RIM FUTS TRAIL RIO NORTH FUTS TRAIL - BLUE WILLOW TO 180 COUNTRY CLUB FUTS TRAIL CEDAR FUTS TRAIL LINDA VISTA FUTS CONNECTOR SWITZER MESA FUTS TRAIL SWITZER CANYON FUTS TRAIL ProjectTitle CITY OF FLAGSTAFF FY 09/10 BBB FUNDED PROJECTS SECTIONS 74, & 75 SectionID ProjectID SECTIONS 74 & 75 CLUB DR W D R TO G IN Annual Financial Plan Y I A LE I 89 W AY GH HI HW HIG AL T V NT F OR CO CO U City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2009-2010 WATER APPROPRIATIONS DIV 1 47 2 51 3 51 4 51 5 51 6 51 7 52 8 52 9 52 10 52 11 52 PROJECT INNER BASIN PIPELINE STONEHOUSE PUMPHOUSE LM ROAD UTILITY RELOCATE BENTON/ SAN FRANSICO ALLEY/ ELDEN WATERLINE BEAVER STREET WATER LINE RESERVE FOR IMPROVEMENTS TOWN WELL #5 FUTURE WATER ACQUISITIONS WATER PRODUCTION WELLS BD RAILROAD SPRINGS RESERVOIR CHLORINE DIOXIDE TOTAL WATER CARRYOVER FY 2009 $ 40,000 55,000 17,100 3,000 77,632 1,127,362 828,030 500,000 36,000 $ 2,684,124 BUDGET FY 2010 40,000 500,000 90,436 17,100 3,000 100,000 77,632 1,822,362 1,738,030 500,000 36,000 4,924,560 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 DIV 47 51 51 51 51 51 52 52 52 52 52 PROJECT INNER BASIN PIPELINE STONEHOUSE PUMPHOUSE LM ROAD UTILITY RELOCATE BENTON/ SAN FRANSICO ALLEY/ ELDEN WATERLINE BEAVER STREET WATER LINE RESERVE FOR IMPROVEMENTS TOWN WELL #5 FUTURE WATER ACQUISITIONS WATER PRODUCTION WELLS BD RAILROAD SPRINGS RESERVOIR CHLORINE DIOXIDE TOTAL WATER Annual Financial Plan 304 OPERATING 40,000 500,000 90,436 17,100 3,000 100,000 77,632 1,127,362 905,590 500,000 36,000 $ 3,397,120 $ BONDS 695,000 832,440 1,527,440 TOTAL 40,000 500,000 90,436 17,100 3,000 100,000 77,632 1,822,362 1,738,030 500,000 36,000 4,924,560 City of Flagstaff 9 2 1 80 RO U TE 66 10 B E U BL VD LA H BL VD MILTON RD 5 R STAT E TE Y R OUTE 8 9A RD JO 4 11 S WI T ZE FOREST AVE 3 7 E 66 RD 40 ND 9 E AT ST R TE IN BUTLER AVE MAR Y R T OU R DA AV E LA KE CE US TR IAL DR LOCKETT RD I NTAL D R NE 6 E 6 UT RO NT RY E M PIRE AVE 2 3 4 5 7 9 10 11 1 6 8 51 51 51 51 52 52 52 52 47 51 52 SectionID ProjectID SECTIONS 47, 51 & 52 CLUB DR ST AT E W 305 HN DS VIL LA G E WOODL AN IN HU M PH RE YS ST BEA VER SA N S T FR AN CIS CO ST LONE TREE RD A 17 BLVD Y LL DR E ON H AN Y PO W DR Annual Financial Plan N LE RC U NT IN GT O L VA I 89 WA Y GH HW HI HI G T T NT FOURTH S CO R FO C OU City of Flagstaff UNMAPPED PROJECTS INNER BASIN PIPLINE RESERVE FOR IMPROVEMENTS FUTURE WATER ACQUISITIONS STONEHOUSE PUMPHOUSE LM ROAD UTILITY RELOCATE BENTON/SAN FRANSISCO ALLEY/ELDEN WATERLINE BEAVER STREET WATER LINE TOWN WELL #5 WATER PRODUCTION WELLS BD RAILROAD SPRINGS RESERVOIR CHLORINE DIOXIDE ProjectTitle CITY OF FLAGSTAFF FY 09/10 WATER SYSTEMS SECTIONS 47, 51, & 52 ROU TE 66 SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2009-2010 WASTEWATER APPROPRIATIONS 1 2 3 4 5 6 7 DIV 57 57 57 58 58 58 58 CARRYOVER FY 2009 $ 550,000 330,328 5,731 15,432 37,726 80,000 $ 1,019,217 PROJECT WILDCAT TREATMENT UPGRADES PICTURE CANYON RESERVE FOR IMPROVEMENTS XERISCAPE PROJECTS WESTSIDE INTERCEPTER IMPROVEMENTS BUSHMASTER RECLAIM LINE MALL RECYCLING BOOSTER TOTAL WASTEWATER BUDGET FY 2010 550,000 330,328 195,354 8,321 15,432 37,726 80,000 1,217,161 SOURCES OF FUNDING 1 2 3 4 5 6 7 DIV 57 57 57 58 58 58 58 PROJECT WILDCAT TREATMENT UPGRADES PICTURE CANYON RESERVE FOR IMPROVEMENTS XERISCAPE PROJECTS WESTSIDE INTERCEPTER IMPROVEMENTS BUSHMASTER RECLAIM LINE MALL RECYCLING BOOSTER TOTAL WASTEWATER Annual Financial Plan OPERATING $ 550,000 330,328 195,354 8,321 15,432 37,726 80,000 $ 1,217,161 306 BONDS - TOTAL 550,000 330,328 195,354 8,321 15,432 37,726 80,000 1,217,161 City of Flagstaff ROU TE 66 R OUTE 8 9A B E U BL VD LA 5 H RD JO 4 S W IT ZE FOREST HU M BEAPHRE YS V E R S T ST ANC ISC OS T 18 0 BL VD MILTON RD R STAT E TE IN AVE E 66 6 RD B UTLER AV E UT RO R DA AV E LA KE M AR Y CE TI NG Y E AT ST R E T IN 40 U ND RI ST AL DR LOCKETT RD I NTAL D R NE 6 E 6 UT RO NT RY 7 E M PIRE AVE CLUB DR 1 2 4 5 6 7 3 57 57 58 58 58 58 57 1 2 ROU TE 66 UNMAPPED PROJECTS RESERVE FOR IMPROVEMENTS WILDCAT TREATMENT UPGRADES PICTURE CANYON XERISCAPE PROJECTS WESTSIDE INTERCEPTER IMPROVEMENTS BUSHMASTER RECLAIM LINE MALL RECYCLING BOOSTER ProjectTitle CITY OF FLAGSTAFF FY 09/10 WASTEWATER SYSTEMS SECTIONS 57 & 58 SectionID ProjectID SECTIONS 57 & 58 U ST AT E W H N FR SAN LONE TREE RD LL 307 E DS VIL L A G E W Y PO WOODL AN 17 B LVD ON U N AN Y H Annual Financial Plan DR A N LE RC TO L VA I 89 WA Y GH HW HI HIG RT ST NT FOURTH CO FO CO DR City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2009-2010 AIRPORT APPROPRIATIONS 1 2 DIV PROJECT 37 PAVEMENT MARKING INSTALL 37 REHAB TAXIWAY RECONSTRUCTION TOTAL AIRPORT CARRYOVER FY 2009 $ $ - BUDGET FY 2010 376,500 5,505,521 5,882,021 OPERATING $ $ - GRANTS 338,850 5,230,245 5,569,095 SOURCES OF FUNDING 1 2 DIV PROJECT 37 PAVEMENT MARKING INSTALL 37 REHAB TAXIWAY RECONSTRUCTION TOTAL AIRPORT Annual Financial Plan 308 OTHER 37,650 275,276 312,926 TOTAL 376,500 5,505,521 5,882,021 City of Flagstaff 89A TE Annual Financial Plan R OU 2 1 309 37 37 1 2 SectionID ProjectID SECTION 37 PAVEMENT MARKING INSTALL REHAB TAXIWAY RECONSTRUCTION ProjectTitle CITY OF FLAGSTAFF FY 09/10 AIRPORT SECTION 37 RY STA TE MA INTERSTATE 17 LA KE RD City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2009-2010 ENVIRONMENTAL SERVICES APPROPRIATIONS 1 DIV PROJECT 41 MRF RETROFIT FOR GLASS RECYCLING TOTAL ENVIRONMENTAL SERVICES CARRYOVER FY 2009 $ $ - BUDGET FY 2010 300,000 300,000 OPERATING $ 300,000 $ 300,000 TOTAL 300,000 300,000 SOURCES OF FUNDING 1 DIV PROJECT 41 MRF RETROFIT FOR GLASS RECYCLING TOTAL ENVIRONMENTAL SERVICES Annual Financial Plan 310 City of Flagstaff ROU 0 B EU BL VD LA H MILTON RD RD JO SW IT Z E FOREST AVE LA KE TE 66 IN RD 1 B UTLER AV E R OU R D A AV E MARY CE NG 18 TE 66 E ROUTE 89A ST AT BL VD E TE R STAT IN HU MP HR EYS ST BEA V E R ST ANC ISC OS T W HN FR SAN LONE TREE RD LL 311 E DS V IL L A G E W Y PO WOODL AN 17 B LVD ON N TI A NY H U E AT ST R TE DR N Annual Financial Plan RC TO AY HW 40 U ND ST R L IA DR LOCKETT RD I I NTAL D R NE E UT RO 66 89 HW AY NT RY E M PIRE AVE HI G H IG LE ST NT FOURTH CO AL T V FO R CO CLUB DR 41 ROUTE 66 1 MRF RETROFIT FOR GLASS RECYCLING ProjectTitle CITY OF FLAGSTAFF FY 09/10 ENVIRONMENTAL SERVICES SECTION 41 SectionID ProjectID SECTION 41 U DR City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2009-2010 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 2009 $ 6,138,290 750,000 40,000 $ 6,928,290 BUDGET FY 2010 6,138,290 1,200,000 335,000 7,673,290 OPERATING $ 335,000 $ 335,000 GEN FUND 6,138,290 1,200,000 7,338,290 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 312 TOTAL 6,138,290 1,200,000 335,000 7,673,290 City of Flagstaff T E 66 B E U BL VD LA H MILTON RD 1 80 BL VD Y RD 2 3 JO LONE TREE RD LL E ROU E 89 A STATE RO UT W HN FOREST ST BE A V ER SA ST NF RA NC ISC O W 313 PO DS V IL L A G E WOODL A N BLVD 3 AVE E 66 B UTLE R AV E UT RO R DA AV E LAKE M A RY RD 1 CE H U 40 DU N ST R L IA DR LOCKETT RD TE TA RS E T IN N TO G Annual Financial Plan NT IN A Y I E LL VA DR I NTAL D R NE 6 E 6 UT RO 89 WA Y NT RY CLUB DR 34 34 99 1 2 3 SectionID ProjectID SECTIONS 34,99 3 E M PIRE AVE GH HW HI H IG RT ST NT FOURTH CO FO CO U City of Flagstaff RIO DE FLAG PROJECT RIO PARKING REPLACEMENT DRAINAGE SPOT IMPROVEMENT ProjectTitle CITY OF FLAGSTAFF FY 09/10 STORMWATER SECTIONS 34, 99 ROU TE 66 10. 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 2010 PROJECT DESCRIPTIONS GENERAL GOVERNMENT 1. Fire Stations: Completion of Fire Stations #2 and #3 to replace existing facilities and improve response times as authorized at general election 2004. 2. Aquaplex: Completion of warranty period for the new 51,000 square foot Recreation Center including leisure pool, fitness area and gym as authorized in May 2004. 11. Aspen Place at Sawmill: Completion of construction phase 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: Acquisition of core open space for FUTS trails as well as for protection of critical open space lands as authorized in May 2004. STREETS/TRANSPORTATION 1. Reserve for Improvements: Annual allocation for unanticipated street improvements and/or City participation in projects of other agencies (i.e.: ADOT, BNSF, NAU). 4. Public Works Facility: Development of new Public Works administrative and operations facility including City shop and equipment services. Subject to funding authorization. 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. 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. 6. Business Incubator: Completion of the warranty period for the NASTEC regional business incubator facility with grant assistance from EDA creating partnerships and assisting in the development of new businesses. 3. Presidio Roundabout: Modification of existing roundabout and approaches at Woody Mountain Rd. to improve traffic flow. 4. Sidewalk Replacement Program: Provides replacement of curb, gutter and sidewalk in cases where property owners contribute 50% of replacement costs. 7. Automotive Training School: This grant dependent partnership with CCC would construct a shop and classroom facility for training in automotive repair technology. Partnership may be expanded to include of workforce training opportunities. 5. Street Improvement Program: City-wide annual pavement maintenance consisting of crack sealing, seal coating and asphalt overlay and ADA sidewalk compliance. 8. Science Park Sewermain: Funding allocation for any public sewer main extension required to facilitate development of the Science Park complex in accordance with the private development master ground lease. 6. Overlay Program - Lease Funded: One-time appropriation for advancing City-wide pavement maintenance to minimize pavement deterioration and to enhance local economic recovery. 9. Cemetery Office Addition: The current cemetery is connected to the caretaker’s residence and is 10’ x 20’. The proposed new office addition is to move the office out of the caretaker’s residence and add a 24’ x 38’, addition onto the maintenance shed. This will allow enough room to meet with families and add restrooms. Annual Financial Plan 7. Sunnyside Phase V: Street reconstruction including full curb, gutter and sidewalk improvements at portions of Third Avenue, Second Avenue, Main Street or First Street. 314 City of Flagstaff 8. Ponderosa Parkway: City participation in design and construction of arterial roadway improvements north of Route 66 opposite Enterprise Rd. to facilitate access to the new Fire Station No. 2 and development at the south end of McMillan Mesa. 16. 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. 17. 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). 9. Fourth Street Corridor Study - South: Preliminary study to identify transportation and safety related improvements that may be warranted for South Fourth St. from Butler Ave. to I-40 overpass. 10. Miscellaneous Safe to School: As authorized by the Transportation Program 2000, generally includes traffic control and pedestrian improvements to enhance safety and accessibility in the vicinity of public school facilities. Some projects include City participation in F.U.S.D. projects that involve modifications and improvements located within the public right-of-way. 18. 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. 19. Brannen and Gabel Paving: Completion construction services for the paving of Brannen Avenue and Gabel Street in the Southside neighborhood north of Butler Ave. 11. Miscellaneous Bike Pedestrian Project: Bicycle and pedestrian type of improvements funded by the Safety portion of the Transportation Program 2000. 20. West Sixth Intersection: Intersection and pedestrian improvements at the intersection of West Street and Sixth Avenue in the Sunnyside Neighborhood. 12. Country Club Drive Warranty phase services for Landscape improvements at the Country Club drive median between Soliere Avenue and Bonito Street. 21. Industrial Drive/Fanning to Eagle Mountain: Completion of construction services for the paving of Industrial Dr. from Fanning Drive to Eagle Mountain Drive. 13. 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 major street improvements funded by local transportation sales tax. 22. 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. 14. Huntington Dr Improvements Phase II: Completion of 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. 24. Traffic Signal Program: Transportation tax appropriation for the installation of new traffic signals at existing intersections as warranted. 15. 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. Annual Financial Plan 25. Industrial – Huntington to Purina: Design, construction documents and right-of-way acquisition for paving of Industrial Dr. from Huntington Dr. to Ralston Purina Dr. 315 City of Flagstaff 26. Mall Route 66 Infrastructure: City contribution via development agreement for E. Route 66 improvements associated with the Flagstaff Market Place expansion. BBB 9. Route 66 North Side Streetscape: Implementation of prototype streetscape design beginning with El Pueblo Motel. Project serves as incentives for preservation and as demonstration of the previously developed concept theme for enhancement of Route 66. 1. Special Projects and Un-programmed Work: Covers small emergent items of work, such as minor project enhancements and streetscape projects, plant replacements, irrigation system repairs, and other miscellaneous beautification needs. 10. Fourth Street Corridor Study - North: This study seeks to address community concerns for public safety and aesthetics addressing traffic issues, the lack of pedestrian facilities, and the need for beautification. Capital improvements recommended by the study are currently unfunded. 2. Historic Facades and Signs Grant Program: A very successful program to assist property owners with preservation of historic properties, buildings, and signs. Distribution overseen by Historic Preservation Commission. 11. Chamber Plaza: Separated from the adjacent trail project, this project involves the enhancement of the southwest corner of the Beaver Street and Route 66 intersection which serves as a downtown focal point and gateway between the south and north sides. 3. Neon Corridor / RT 66 Preservation Project: Part of 1936 Route 66 preserved in place under E Flag TI Project that will have neon era theme enhancements including a FUTS trail connection, landscaping, interpretive signage, a rest area, and public art. 12. Special Projects and Unprogrammed Work: Covers small emergent items of work, such as minor trail projects and repairs, and other miscellaneous trail needs. 13. FUTS Signing Program: Comprehensive program to install regulatory, directional, trailhead, and boundary, signs along the entire FUTS system. 4. Route 66 East FUTS Trail: Concrete urban trail along the north side of Route 66; completes a missing segment of trail between the Country Club overpass and Mall Way. 14. Rio North FUTS Trail: Continues the existing FUTS trail along the Rio de Flag north from downtown to Cheshire; includes a pedestrian and bicycle bridge over the Rio at Crescent Drive. 5. Redevelopment Opportunities: Annual fund contribution for various emergent redevelopment opportunities as identified by City Council. 6. Route 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. 15. Route 66 FUTS Trail: Short section of paved FUTS trail along the south side of Route 66 through downtown from San Francisco to Beaver. 7. Woodlands / Beulah Medians: Landscaping and irrigation for the existing Woodlands and Beulah medians in order to enhance a significant community gateway road and to comply with Engineering Standards. Includes constructing missing sidewalks. 16. Rio North FUTS Trail – Blue Willow to 180: Northern section of FUTS trail will help complete trail from Cheshire to downtown. 17. Hospital Rim FUTS Trail: Aggregate-surfaced trail will provide a connection between Beaver Street and the intersection of Fort Valley Road and Forest Avenue. 8. Southside Plan Implementation (Beaver/SF Streetscapes): Provide beautification, traffic, pedestrian, and bicycle improvements at South Beaver and San Francisco Streets. This would be a second phase of “Southside Traffic Improvements” (Street/Transportation #7). Annual Financial Plan 18. Country Club FUTS Trail: Completes a missing section of concrete trail along the east side of Country Club Drive across the I-40 overpass. 316 City of Flagstaff 19. Cedar FUTS Trail: Two short segments of concrete trail will complete the Cedar Trail, which follows the south side of Cedar Avenue from Turquoise Drive to the Arizona Trail on top of McMillan Mesa. Most of this trail is under construction as part of the private Mesa development. 6. Reserve for Improvements: Annual reserve for unanticipated line replacements, oversizing and participation with developers that may occur during the fiscal year. 7. Town Well #5: Drill and equip wells at locations to be determined within the City of Flagstaff corporate boundary. 20. Linda Vista FUTS Connector: Provides a trail connection between the east end of Linda Vista Avenue and the Winifred Ranch Trail at Kaspar Drive. 8. Future Water Acquisition: Acquisition of water rights, water ranch, or development of the Redwall Aquifer. 21. Switzer Mesa FUTS Trail: Aggregate trail across the top of McMIllan Mesa, from Forest Avenue on the northwest to the Arizona Trail on the southeast. More than half of this trail is under construction as part of private development on the Mesa. 9. Water Production Wells: Design, drilling, equipping and construction of well buildings and water system connections. 10. Railroad Springs Reservoir: Participation with the developer of the Presidio Project to upsize the reservoir from 500,000 to 1,000,000 gallons. 22. Switzer Canyon FUTS Trail: Concrete trail follows an open space corridor along the east side of Turquoise Drive between Forest Avenue and Switzer Canyon Drive. The north end of this trail was constructed as part of the Summit Center, and another segment is under construction as part of the YMCA project. 11. Chlorine Dioxide: New, additional type of disinfection system for the Lake Mary plant to comply with regulatory requirements WASTEWATER 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. WATER 1. Inner Basin Pipeline: Replace approximately 14 miles of 14" & 16" concrete pipe with 16" ductile iron pipe. City crews replace approximately 1/2 mile of pipe per year. 2. Picture Canyon: Realign Rio de Flag channel to original configuration. 2. Stonehouse Pumphouse: Construct a pumphouse for the new Stonehouse well and connect the new stonehouse well to the City distribution system. 3. Reserve for Improvements: Annual reserve for unanticipated line replacement, oversizing. 4. Xeriscape Project: Xeriscape planting around the 1.9 acre Rio well site as a community educational demonstration area. 3. Lake Mary Utility Relocate: Various utility relocates on Lake Mary Road from water plant to cattle guard to accommodate Forest Service road widening project. 5. Westside Interceptor Improvements: Construct 1700 LF of new 18” sewer in Thompson St. to accommodate future growth. 4. Benton/ San Francisco Alley / Elden Water Line: Replace old undersized waterline and old deteriorated sewer line in the L-shaped alley between Benton Ave and S. San Francisco St. 6. Bushmaster Reclaim Line: Replacement of a 6-inch reclaim main linking the Wildcat Plant with Buffalo Park storage reservoir with a 12inch main. 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 Annual Financial Plan 7. Wildcat Hill Recycling Booster: A reclaimed water booster station located at the WCH plant to lift reclaimed water from Wildcat Plant to the Buffalo Park Tank. 317 City of Flagstaff AIRPORT STORMWATER 1. Pavement Marking Install – Restripe the parallel taxiway and runway to refresh paint that has faded and been scraped off due to plowing. 1. Rio De Flag Project: City participation in Army Corps of Engineers flood control project to mitigate potential flood damage and facilitate redevelopment in central business district. 2. Rehab Taxiway Reconstruction – Mill and overlay or otherwise replace old existing pavement on Taxiway A from approximately mid-field south to the approach end of Runway 03. Some minor drainage improvements are anticipated as well. Replace old runway light system wiring and install buried conduit to protect the system from burrowing animals or other intrusion. 2. Rio Parking Replacement: General fund contribution for replacement of parking spaces lost to the Rio Project. 3. Drainage Spot Improvement Program: Annual allocation of Stormwater Utility funds to mitigate certain localized flooding problems. ENVIRONMENTAL SERVICES 1. MRF Retrofit for Glass Recycling: The City is in negotiations with Norton Environmental to retrofit the MRF to handle glass in the commingled curbside recycling. This money would be used seed money in the negotiations to get the project off the ground. Annual Financial Plan 318 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 Fire Stations and Business Incubator 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 Stormwater TOTAL FY 2010 $ 256,000 66,300 2,600 772,000 5,000 1,101,900 FY 2011 FY 2012 FY 2013 FY 2014 385,400 113,800 19,300 1,406,300 5,100 82,000 2,011,900 556,500 116,600 33,000 1,441,500 5,200 11,000 93,300 2,257,100 570,400 121,600 34,500 1,477,500 5,300 32,800 95,600 2,337,700 1,338,000 124,600 44,600 1,519,600 5,400 34,600 98,000 3,164,800 3,100 2,600 THOUSANDS Stormwater Environmental Services 2,100 Airport Beautification/Parks Streets Operating Facilities 1,600 Water/Wastewater 1,100 600 Annual Financial Plan 319 City of Flagstaff Annual Financial Plan 320 City of Flagstaff Ending Balance $ - 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 Expenditures General Government Streets/Transportation BBB Utilities: Water Utilities: Wastewater Airport Environmental Services Stormwater Utility Total Expenditures - 37,971,662 10,324,544 43,124,350 91,420,556 $ Resources Debt Grants Pay-as-you-go Total Resources Beginning Balance Budget 2008-2009 - 16,430,695 11,393,426 3,588,497 5,390,715 9,244,920 1,325,061 106,800 910,359 48,390,473 20,401,138 2,851,248 25,138,087 48,390,473 - Estimate 2008-2009 - 12,502,602 12,711,240 4,808,240 4,924,560 1,217,161 5,882,021 300,000 7,673,290 50,019,114 14,182,742 10,414,095 25,422,277 50,019,114 - Budget 2009-2010 - 24,604,761 4,872,740 2,604,922 2,150,000 100,000 5,632,771 375,000 400,000 40,740,194 26,604,761 5,409,017 8,726,416 40,740,194 - Budget 2010-2011 - 22,020,000 4,401,600 2,440,000 2,250,000 400,000 3,656,760 400,000 35,568,360 23,320,000 4,975,021 7,273,339 35,568,360 - Budget 2011-2012 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM SUMMARY FISCAL YEARS 2010-2015 - 22,230,000 5,577,500 1,570,000 2,245,000 100,000 3,051,850 70,000 400,000 35,244,350 23,235,000 2,890,602 9,118,748 35,244,350 - Budget 2012-2013 - 1,500,000 4,653,350 1,165,000 850,000 100,000 8,847,375 400,000 17,515,725 1,500,000 8,567,915 7,447,810 17,515,725 - Budget 2013-2014 - 15,500,000 5,784,365 650,000 3,360,000 100,000 2,075,726 300,000 400,000 28,170,091 15,500,000 1,950,653 10,719,438 28,170,091 - Budget 2014-2015 - - 127,883,120 60,621,093 23,569,130 29,587,362 21,649,541 37,157,289 1,153,600 17,277,637 318,898,772 147,215,303 45,432,442 126,251,027 318,898,772 Total Plan Annual Financial Plan 321 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 USGS Facilities - Replacement Business Incubator Science Park Sewermain Automotive Training School Observatory Mesa Parks Acquisition Public Works Facility City Courthouse Aspen At Sawmill General Government General Fund Cemetery House Rebuild Redevelopment USGS Building 2 Demo 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 $ 28,595,062 $ Budget 2008-2009 16,430,695 - 3,725,883 614,314 359,540 989,472 65,000 40,000 1,396,095 8,650,957 493,967 95,467 Esimate 2008-2009 12,502,602 - 27,300 1,759,656 2,295,284 9,500 2,122,106 1,954,000 44,756 500,000 3,000,000 140,000 650,000 - Budget 2009-2010 24,604,761 - 2,094,811 14,050,000 1,000,000 4,200,000 3,250,000 9,950 - Budget 2010-2011 22,020,000 - 1,550,000 1,000,000 11,000,000 8,470,000 - - Budget 2011-2012 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2010-2015 22,230,000 - 10,000,000 6,900,000 5,330,000 - - Budget 2012-2013 1,500,000 - 1,500,000 - - Budget 2013-2014 15,500,000 - 10,000,000 5,500,000 - - Budget 2014-2015 114,788,058 - 8,115,978 614,314 359,540 998,972 5,237,106 16,044,000 20,000,000 1,440,851 500,000 3,000,000 5,500,000 2,000,000 22,127,300 17,050,000 10,420,563 140,000 1,143,967 95,467 Total Plan Annual Financial Plan 322 City of Flagstaff FUTS Special Projects & Unprogrammed Work FUTS Signing Program Rt 66 East - CC to Mall Trail ATA - Rt 66 to McMillan Mesa FUTS & ATA McMesa Trailhead Rio North - Crescent to Observatory Mesa Rt 66 FUTS Trail - Rio North to San Fran. 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 Country Club Trail - 66 to Cortland Sixth Avenue Connector Brannen Connector Museum Connector Cedar Trail - Turquoise Dr to AZ Trail Linda Vista Connector Switzer Mesa Trail - Forest to AZ Trail Switzer Canyon Trail Switzer Canyon Birch to Forest Arrowhead Connector Downtown Underpass BBB FUNDS Beautification Streetscape Special Projects & Unprogrammed Work Historic Facades City Gateway Signs Neon Corridor 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 North Side Streetscape Rt 66 Enterprise to Arrowhead Fourth St. Corridor North Chamber Plaza Future projects - BPAC to determine $ 75,000 294,844 520,180 50,000 50,000 322,800 556,100 300,000 300,000 591,440 270,385 258,920 55,000 - 50,000 83,529 40,278 180,000 997,245 200,000 287,500 100,000 150,000 1,269,250 45,000 30,000 25,000 40,000 250,000 - Budget 2008-2009 50,000 180,000 106,274 129,208 55,080 560,164 4,000 258,920 55,000 - 27,167 20,000 40,334 20,926 997,245 144,001 200,000 150,000 160,010 45,000 30,000 25,133 40,000 250,000 - Estimate 2008-2009 50,000 350,000 345,000 424,272 598,179 60,000 4,360 11,445 240,000 10,000 100,000 100,000 - 50,000 83,529 127,420 50,000 88,585 875,000 685,450 280,000 200,000 75,000 Budget 2009-2010 50,000 75,000 121,570 60,000 100,000 60,000 175,000 50,000 1,218,352 500,000 Budget 2010-2011 50,000 100,000 50,000 540,000 175,000 500,000 500,000 Budget 2011-2012 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2010-2015 50,000 200,000 250,000 20,000 50,000 - 500,000 Budget 2012-2013 50,000 20,000 50,000 - 500,000 Budget 2013-2014 50,000 - - Budget 2014-2015 350,000 605,000 572,844 300,000 553,480 653,259 300,000 120,000 564,524 655,445 258,920 40,000 55,000 240,000 70,000 100,000 100,000 350,000 100,000 550,000 77,167 103,529 40,334 148,346 997,245 194,001 200,000 88,585 1,025,000 2,063,812 45,000 30,000 25,133 40,000 530,000 200,000 75,000 2,000,000 Total Plan Annual Financial Plan 323 City of Flagstaff El Paso Trail Realignmt @ Mall Tfr Ctr Picture Canyon Mall to County Lonetree-Butler-Sinclair Wash Walnut - Florence Underpass Sheep Crossing-Ponderosa Tr-Soldiers Tr High Ctry Tr. Wild West - Lk Mary Rd Hilltop Connector Marshall Tr-Fort Valley-Rio North Tr Woodlands Tr - Rt 66 - Santa Fe West Tr Lake Mary - Wild West to JW Powell Tourism Visitor Center Pavers Total BBB FUTS (continued) $ 3,588,497 40,035 7,392,471 - Estimate 2008-2009 - Budget 2008-2009 4,808,240 - - Budget 2009-2010 2,604,922 - 75,000 70,000 50,000 - Budget 2010-2011 2,440,000 - 500,000 25,000 - Budget 2011-2012 1,570,000 - 175,000 100,000 25,000 100,000 100,000 - Budget 2012-2013 1,165,000 - 50,000 100,000 75,000 120,000 100,000 100,000 Budget 2013-2014 650,000 - 150,000 150,000 300,000 Budget 2014-2015 40,035 16,826,659 75,000 200,000 70,000 550,000 200,000 350,000 100,000 220,000 200,000 400,000 Total Plan Annual Financial Plan 324 City of Flagstaff Total Streets/Transportation Transportation Fourth Street Overpass Fourth Street Corridor Study Misc Safe to School Misc Bike/Ped Country Club Drive Transportation Planning & Programing Huntington Drive Improvements East Flagstaff Gateway Beulah Blvd. Extension Downtown Rail Crossing Modifications Reserve for Improvements Lake Mary Rd/FH 3 Industrial Drive/Fanning Wash Butler Ave Widening (City Portion Only) Branden & Gabel Paving West/Sixth Intersection Industrial Drive-Fanning to Eagle Mtn Drive Industrial Drive-Huntington to Purina Dodge Ave Diverter Steves Blvd Rail X-ing Study Butler Ave/Conference Cntr Medians New Traffic Signal PGM West Arrowhead Improvements Mall Rt 66 Infrastructure Lone Tree Overpass Study Streets/Transportation Streets Railhead 4th Leg at 89N Minor Transportation Improvements Presidio Roundabout Sidewalk Replacement Program Overlay (HURF Funded) Overlay (Bonded Project) Southside Traffic Improvements Sunnyside Phase IV Sunnyside Phase IVA Sunnyside Phase V Traffic Signal Modification Bus Pullouts Ponderosa Parkway Reserve for Improvements $ $ 17,011,237 125,000 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 73,000 125,000 15,000 2,854,265 1,530,700 2,295,000 20,000 180,000 50,000 Budget 2008-2009 11,393,426 12,578 37,840 85,703 82,713 3,276 176,700 2,811,787 520,000 525,920 370,050 115,004 1,406,830 11 1,000 197,223 122,051 434,369 83,405 9,500 96,119 23,658 41,311 4,857 74,300 14,950 2,548,407 30,000 6,861 6,941 1,437,364 56,972 7,526 48,200 Estimate 2008-2009 12,711,240 109,430 100,000 100,000 2,180 100,000 2,496 497,200 139,960 125,000 85,055 80,681 526,551 855,720 222,800 124,317 297,500 175,000 215,000 100,000 35,000 15,000 2,215,494 3,670,000 776,856 2,100,000 40,000 Budget 2009-2010 4,872,740 100,000 100,000 100,000 468,600 137,800 1,238,000 - 100,000 15,000 1,362,500 1,210,840 40,000 Budget 2010-2011 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2010-2015 4,401,600 100,000 100,000 100,000 144,700 302,500 2,000,000 - 100,000 15,000 1,499,400 40,000 Budget 2011-2012 5,577,500 100,000 100,000 100,000 151,900 3,100,000 - 125,000 15,000 1,835,600 50,000 Budget 2012-2013 4,653,350 100,000 100,000 100,000 159,500 700,000 332,750 1,100,000 - 125,000 15,000 1,871,100 50,000 Budget 2013-2014 5,784,365 100,000 100,000 100,000 500,000 167,500 970,965 1,850,000 - 125,000 15,000 1,805,900 50,000 Budget 2014-2015 49,394,221 12,578 147,270 685,703 682,713 5,456 776,700 2,814,283 520,000 1,991,720 510,010 1,001,404 1,491,885 970,976 1,000 277,904 648,602 1,290,089 2,856,205 9,500 220,436 23,658 932,750 7,438,000 175,000 256,311 4,857 749,300 35,000 104,950 13,138,401 3,700,000 6,861 6,941 1,437,364 2,044,668 7,526 2,100,000 318,200 Total Plan Annual Financial Plan 325 City of Flagstaff Water/Wastewater Water Waterline Relocations - LM Waterline Relocations Stonehouse Pumphouse Sunnyside Improvements Colorado Street Waterline Relocation Ponderosa Trails to Airport W/L Benton/SF Alley/Elden Waterline San Francisco Alley Waterline Beaver Street WL (Phoenix/Dupont) Mall Infrastructure Inner Basin Pipeline Roof Replacement-Chlorine Storage Water Infrastruction Replacement Reserve Town Well #5 Railroad Springs Reservior Red Gap Improvements (Grant) Water Production Wells LM Wellfield-LM#2 12" Pipeline Future Water Rights LM Well #7 Bldg and Power Chlorine Dioxide Cheshire Tank Upgrade Raw Water Pump Station VFD Upgrade Well Pumphouse Buildings City Hall Xeriscape Inner Basin Solar Restrooms Water System Master Plan Total Water $ $ 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 100,000 77,632 500,000 1,738,030 1,822,362 36,000 4,924,560 31,251 2,951 3,597,239 972,638 7,000 9,000 5,390,715 245,545 240,000 - 91,828 3,991 90,436 500,000 17,100 3,000 40,000 - Budget 2009-2010 189,272 Estimate 2008-2009 150,000 2,000,000 2,150,000 - Budget 2010-2011 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2010-2015 150,000 1,300,000 800,000 2,250,000 - Budget 2011-2012 40,000 100,000 150,000 1,005,000 150,000 800,000 2,245,000 Budget 2012-2013 300,000 150,000 400,000 850,000 Budget 2013-2014 1,710,000 300,000 150,000 1,200,000 3,360,000 Budget 2014-2015 279,708 500,000 1,801,828 3,991 262,645 40,000 3,000 240,000 40,000 700,000 881,251 77,632 500,000 2,951 5,335,269 7,100,000 407,000 45,000 1,200,000 150,000 1,600,000 21,170,275 Total Plan Annual Financial Plan 326 City of Flagstaff Total Water And Wastewater Wastewater WC Treatment Upgrade/Rec Conn WC Hill Replacement Barscreens Picture Canyon Co-Generation Equipment Reclaim Hydrants Phoenix Sewer (Beaver/SF) South Beaver Street Sewer West Side Interceptor Improvements Bushmaster Reclaim Line Clay Avenue Wash Detention Basin McMillan Mesa Sewer Upsize Mall Infrastructure Mall Reclaim Booster Buffalo Pk Tk Sewer Master Plan Xeriscape Projects Reserve Total Wastewater $ $ 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 14,635,635 6,745,100 27,672 101,000 204 748,274 250,000 50,000 240,000 610,000 350,000 2,670 120,000 9,244,920 Estimate 2008-2009 6,141,721 550,000 330,328 15,432 37,726 80,000 8,321 195,354 1,217,161 Budget 2009-2010 2,250,000 100,000 100,000 Budget 2010-2011 2,650,000 300,000 100,000 400,000 Budget 2011-2012 2,345,000 100,000 100,000 Budget 2012-2013 950,000 100,000 100,000 Budget 2013-2014 3,460,000 100,000 100,000 Budget 2014-2015 32,432,356 7,295,100 300,000 358,000 101,000 204 15,432 786,000 250,000 50,000 240,000 690,000 350,000 10,991 815,354 11,262,081 Total Plan Annual Financial Plan 327 City of Flagstaff Airport Land Acquisition Runway Extension Glycol Recovery Projects Non-Revenue Parking Concept Non-Revenue Parking Rehab/Reconstruct Taxiway "A" Terminal Security Enhancements Baggage Claim Equipment Terminal Access Rd Reconstruct Pulliam Dr Pavement Marking Install Rehab Taxiway Reconstruction Apron Reconstruction Pavement Maintenance Future Projects - ADOT Future Projects - FAA Total Airport $ $ 2,250,000 9,051 5,141,656 1,177,500 183,244 8,761,451 Budget 2008-2009 45,250 16,806 8,881 1,105,993 148,131 1,325,061 Esimate 2008-2009 5,505,521 376,500 5,882,021 Budget 2009-2010 2,250,000 3,159,061 223,710 5,632,771 Budget 2010-2011 3,433,050 223,710 3,656,760 Budget 2011-2012 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2010-2015 2,878,732 173,118 3,051,850 Budget 2012-2013 8,847,375 8,847,375 Budget 2013-2014 170,726 250,000 555,000 1,100,000 2,075,726 Budget 2014-2015 2,295,250 16,806 170,726 8,881 8,847,375 5,505,521 1,105,993 148,131 3,159,061 376,500 6,311,782 620,538 250,000 555,000 1,100,000 30,471,564 Total Plan Annual Financial Plan 328 City of Flagstaff Environmental Services Maintenance Building - Project #414800 Methane Gas Collection Wells Road Extension Cinderlake Landfill Site Entry Sinclair Pit Closure Fueling Station-Project #414501 MRF Retrofit for Glass Recycling Total Environmental Services $ $ 175,000 30,000 15,000 1,800 80,000 301,800 Budget 2008-2009 75,000 30,000 1,800 106,800 Estimate 2008-2009 300,000 300,000 Budget 2009-2010 100,000 275,000 375,000 Budget 2010-2011 - Budget 2011-2012 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2010-2015 70,000 70,000 Budget 2012-2013 - Buget 2013-2014 300,000 300,000 Budget 2014-2015 175,000 300,000 100,000 1,800 275,000 300,000 1,151,800 Total Plan Annual Financial Plan 329 City of Flagstaff Stormwater Utility Drainage Spot Improvement Rio De Flag Rio Parking Replacement Total Stormwater Utility $ $ 306,760 6,037,228 750,000 7,093,988 Budget 2008-2009 263,117 647,242 910,359 Estimate 2008-2009 335,000 6,138,290 1,200,000 7,673,290 Budget 2009-2010 400,000 400,000 Buget 2010-2011 400,000 400,000 Budget 2011-2012 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2010-2015 400,000 400,000 Budget 2012-2013 400,000 400,000 Budget 2013-2014 400,000 400,000 Budget 2014-2015 2,598,117 6,785,532 1,200,000 10,583,649 Total Plan interest, cannot exceed 50% of the HURF distribution received for the most recent twelve month period by the City. FINANCING THE CAPITAL PLAN The major sources of financing capital improvements in the upcoming fiscal year are: Operating Funds Debt Financing Grants JUNIOR LIEN BONDS PAYABLE FROM HIGHWAY USER TAX REVENUES 50.8% 28.4% 20.8% 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 $4.9 million is outstanding as of July 1, 2009. The City may issue any combination of junior and senior lien bonds as long as the coverage requirements are satisfied. Approximately $26.2 million in capacity is currently available in junior lien bonds or as senior lien bonds. The rating agencies (Standard and Poors' Corp. and Moody Investors, Inc.) view 15% from operating funds as highly favorable. The City currently is financing 50.8% 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 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, recreational facilities, public safety, law enforcement, fire and emergency services, and street and transportation facilities. For all other generalpurpose improvements, the City may issue up to 6% of its secondary assessed valuation. The City has elected to use this option. $35.1 million is outstanding on July 1, 2009, and the City has $54.7 million in available capacity at the 6% debt margin and $147.3 million in available capacity at the 20% debt margin as of July 1, 2009. HIGHWAY BOND USER REVENUE WATER AND SEWER REVENUE BONDS 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 $7.5 million outstanding at July 1, 2009. The $6.8 million remaining authorization was sold in FY 2003 through the Water Infrastructure Financing Authority (WIFA), with $4.9 million 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, $41.6 have been issued, with $39.5 outstanding at July 1, 2009. (HURF) 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 Annual Financial Plan 330 City of Flagstaff SPECIAL IMPROVEMENT/ASSESSMENT DISTRICTS 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. The City will be issuing Certificates of Participation to fund the local economic stimulus package which includes the Street Overlay Program. Special improvements/assessments are a means of financing services or capital improvements that benefit specific property owners more than the general public. Majority consent must be obtained from the property owners within the designated geographic assessment district. These property owners are then levied a supplemental property tax assessment for their share of the costs of the improvements. The City is currently assessing two districts. MUNICIPAL FACILITIES CORPORATION (MFC) BONDS 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, 2009 is $2 million. 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 equipment that is needed by the entity. Ordinarily, all operation and maintenance costs are the responsibility of the lessee (borrower). 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. 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. 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 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 $2.7 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 $18.9 million is still outstanding. Annual Financial Plan 331 City of Flagstaff Another loan program available through the State is the Arizona State Transportation Board's Airport Revolving Loan Program. The loans are provided for airport-related construction projects not eligible for federal funding or under other programs and are designed to improve airport self-sufficiency. 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. PAY AS YOU GO FINANCING 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). 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. INTERGOVERNMENTAL AGREEMENTS (IGA) The City is currently funding 50.8% 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. 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. STATE REVOLVING LOAN FUND 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. Annual Financial Plan 332 City of Flagstaff UNFUNDED CAPITAL PROJECTS The following is a list of projects that currently do not have a funding source and are therefore unfunded or partially unfunded City capital projects at this time. This list is updated annually as changes in funding occur as well as changes in priorities for the City. Estimated Cost GENERAL GOVERNMENT Police Department Police Admin. Facility Expansion Joint City/County Evidence Storage $ 2,500,000 1,500,000 Fire Department Fire Dept. Administration Facility 800,000 Municipal Facilities Permanent City Records Facility City Hall Annex Downtown Parking Garage TBD 3,750,000 7,300,000 ECONOMIC VITALITY Community Investment/Streetscape N. Fourth St. Corridor Improvements TBD Tourism/Visitor Services Visitor Center Platform Reconstruction 323,000 COMMUNITY ENRICHMENT Recreation Aquaplex Expansion Cogdill Recreation Center Structural Renovations Indoor Basketball Court Cogdill Rec. Center Enclosed Tennis Courts/Flag Rec Center Flagstaff Soccer Complex - Christiansen Parcel Jay Lively Activity Center Improvements Snow Play Area Annual Financial Plan 333 7,500,000 800,000 1,000,000 500,000 4,000,000 1,500,000 5,640,000 City of Flagstaff Estimated Cost PUBLIC WORKS Parks Arroyo Park Improvements Buffalo Park Improvements Bushmaster Park Land/Expansion Cheshire Park Improvements Christensen Park Development Clay Basin West Park Development Continental Regional Park Phase I Continental Regional Park Phase II Joe Montalvo Park Improvements Lake Mary Regional Park Development McPherson Park Improvements Thorpe Park Improvements Phase II Wheeler Park Re-Design Woodlands Village Park Land Acquisition Ft. Tuthill Park Land Acquisition $ 1,302,500 1,263,800 1,894,200 3,386,300 2,877,500 6,630,000 22,726,200 8,840,300 986,600 14,098,800 1,579,700 4,709,700 1,084,600 3,160,400 TBD Cemetery Cemetery Entrance Cemetery Expansion 680,000 TBD Streets Sunnyside Neighborhood Improvements Unfunded Street Pavement Preservation Historic E. Rte 66 Overlay/Rehab 7,440,000 12,250,000 3,250,000 TRANSPORTATION Lone Tree Corridor Rte 66 to Butler Ave Butler Ave to Pine Knoll Pine Knoll to J Wesley Powell Blvd Milton Rd. Corridor Improvements Riordan Ranch St. Backage Rd. Yale/Plaza Way/Metz Walk Backage Rd. Beulah Blvd - Airport T.I. to L. Mary Rd. Fourth St./I-40 Overpass & Roadway J. Wesley Powell Blvd - Airport to L. Mary Rd. Woody Mtn Loop - Rte 66 to I-17 I-17/Woody Mtn Rd Traffic Interchange J. Wesley Powell Blvd - L. Mary Rd. to S. Fourth St. E. Butler Ave Extension to Section 20 Empire Ave. Extension to E. Rte 66 E. Rte 66 Reconstruction - Country Club to Wildcat Annual Financial Plan 334 40,000,000 3,800,000 47,900,000 13,000,000 2,000,000 3,000,000 14,000,000 10,000,000 8,000,000 28,000,000 23,300,000 25,000,000 15,000,000 10,700,000 10,000,000 City of Flagstaff Estimated Cost URBAN TRAILS JWP - Lonetree to ATA Arizona Trail Trailhead Bow & Arrow Trail - Lone Tree to AZ Trail Fourth Street Trail - Huntington to Butler Foxglenn Trail - Rio South Trail to Harold Ranch Rd. Santa Fe West Trail - Walnut to Rio $ 500,000 50,000 75,000 600,000 600,000 1,050,000 UTILITIES Water Sunnyside Waterline Replacements Fort Tuthill 16" Waterline Loop N. San Francisco Alley Service Rep Rio De Flag Waterline relocations West/Center Street 2650ft Franklin WL Replacement Mohawk Dr. Waterline Colorado Street Waterline Relocation Grand Canyon Ave 14" Waterline Replacement Beaver St.Waterline (Phoenix to Dupont) Aspen Waterline (Sitgreaves/Aztec) Tombstone Ave./Alley Waterline Park St.Waterline (Santa Fe to Dale) Pinal/Papago Alley Waterline Elm St. Waterline RFP/Turquoise WL 2,530,700 2,200,000 120,000 1,500,000 1,000,000 653,000 220,000 75,000 596,600 218,000 400,000 200,000 400,000 185,000 230,000 1,750,000 Wastewater Backup Generator at Rio Cherry Hill Sewer Replacement Rio Flood Project-sewerline relocations Ellery Sewer Interceptor Replacement West Side Interceptor Improvements S.Beaver St Sewer Phoenix Sewer (Beaver/SF) San Francisco Sewer Replacement-NORTH Hillside Sewer Replacement Terrace/Birch Sewer Circle View Sewer San Francisco Sewer Replacement-Phoenix to Butler Lower Greenlaw Sewer 400,000 400,000 1,000,000 380,000 700,000 142,000 202,000 105,500 143,000 623,000 270,000 400,000 320,000 Stormwater Rio de Flag Parking Replacement (partially funded) Rio de Flag Flood Control (partially funded) TOTAL UNFUNDED PROJECTS Annual Financial Plan 3,800,000 9,386,000 $ 335 422,398,400 City of Flagstaff Annual Financial Plan 336 City of Flagstaff Annual Financial Plan 337 City of Flagstaff 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 278 days without precipitation each year, so it is not 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 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. 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. Daily Max. Daily Min. Precipitation January February March April May June July August September October November December 42.1 44.9 50.1 58.5 67.9 77.9 81.6 79.0 73.5 63.4 51.6 43.5 15.2 18.0 22.4 28.0 34.3 41.7 50.8 49.7 41.9 31.4 22.4 16.7 2.09 2.02 2.08 1.27 0.60 0.46 2.44 2.75 1.93 1.48 1.60 2.01 Year (average) 61.2 31.0 20.72 Source: Western Regional Climate Center (Jan. 1893-Dec 2008) Economic Information 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 year-round 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 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 80.4 inches, much to the enjoyment of skiers, ice skaters and Annual Financial Plan Average 338 City of Flagstaff Population Flagstaff Coconino County Arizona 1990 45,857 96,591 3,665,228 2000 52,894 116,320 5,130,632 2008 64,693 135,613 6,629,455 Growth Indicators Business Licenses Retail Sales Primary Net Assessed Value 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 food; SCA Tissue, manufacturer of tissue paper; and Joy Cone, manufacturer of ice cream cones. Business Licenses 2,251 2,148 1,706 1,151 561 431 349 151 152 184 113 107 20 17 9,341 34,589 1,582 4.6% 223,050,141 399,244,815 852,415,274 Cultural Opportunities and Scenic Attractions 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. 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, forming the core of the Symphony's season, with 2008 37,016 1,706 4.6% Source: Arizona Department of Economic Security Annual Financial Plan 9,341 1,884,139,784 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 2008, NAU offered 93 Bachelor, 46 Master, 8 Doctorate, and 1 Professional degrees along with 30 Undergraduate and 20 Graduate certificates. Top enrollment for its 22,507 students (14,766 of which were enrolled at the Flagstaff campus) are Elementary Education, Hotel & Restaurant Management, Biology, Nursing, and Management. 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. 26,111 1,604 6.1% 5,440 1,238,195,104 Coconino County Community College offers 36 associate degrees and 33 certificate programs, as well as continuing education courses and special programs for small businesses. In the fall of 2008, enrollment was 4,615 students (3,866 of which were enrolled at the two Flagstaff campus). 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 431 licensed businesses generating BBB tax revenues (an additional 2% sales tax). 2000 4,000 (est.) 631,835,742 Flagstaff Unified School District #1 has 9 elementary schools, 4 middle schools, 2 alternative schools, 4 magnet schools, and 3 high schools. In addition to the public school system, there are 11 charter schools and 4 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. Total sales generated by Flagstaff businesses reached $3.16 billion in FY 2009. 1990 2009 Education Source: City of Flagstaff, Tax, Licensing, and Revenue Division Labor Force Data (Annual Average) Civilian Labor Force Unemployed Unemployment Rate 2000 Sources: AZ Department of Revenue; City of Flagstaff June 2009 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 1990 339 City of Flagstaff 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 the 1500-seat Ardrey Auditorium on the campus of Northern Arizona University. Community Facilities Flagstaff offers a wide range of community and cultural facilities, including: City Recreational Facilities: Basketball Courts Disc Golf Course Horseshoe Courts Ice Rink/Activity Center Off Leash Areas-Bark Parks Parks-Developed Parks-Undeveloped Playgrounds Racquetball Courts Ramadas Recreation Centers Skate Tracks Soccer Fields Softball/Baseball Fields Tennis Courts Volleyball Courts 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 2009. 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 educational activities. The Observatory offers daily-guided tours and evening programs. Other Facilities: Arboretum Art Galleries Bowling Alleys Fairgrounds/Race Track Libraries Movie Screens Museums Outdoor Amphitheater Observatories Ski Resort/Nordic Center Swimming Pools Symphony Orchestra 1 13 1 1 5 11 5 2 3 2 2 1 Transportation Flagstaff is a major crossroads for the west. Interstates 17 and 40 provide road access to major west coast markets, including San Francisco, Las Vegas, Albuquerque, El Paso, Los Angeles, San Diego, parts of Mexico, and of course, Phoenix and Tucson. US Highway 89 provides access to the states north of Arizona and Highway 180 provides access to the Grand Canyon. 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. 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. Annual Financial Plan 19 2 12 1 2 27 4 20 4 11 3 2 4 17 17 6 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. 340 City of Flagstaff 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. 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 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. Medical Flagstaff has an extensive array of medical facilities and resources in the areas of traditional, integrative and alternative healthcare. Flagstaff Medical Center is the Northern Arizona Regional referral center for trauma, cancer, rehabilitation, cardiac care, high-risk maternal/fetal, MRI/CT scans, and more. More than 200 physicians are on active staff at the hospital, representing 50 medical specialties. 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 th Flagstaff area 4 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. 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 crosscountry 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. Hikers, joggers, and mountain bikers will find miles of trails, which range from gentle grades to extremely difficult terrain. The outdoor sportsman will find opportunities for hunting and fishing. The individual committed to an exercise routine, which includes running, or walking will find a 2-mile track complete with a 20-station Vita Course at Buffalo Park, a woodland area atop a mesa with spectacular views of the San Francisco Peaks. For those who enjoy organized team sports, the City has adult and youth leagues for softball, baseball, basketball, soccer, ice hockey, and volleyball throughout the year. Additional recreation amenities include the skateboard park and disc golf course, which provide year-round recreational opportunities. Annual Financial Plan 341 City of Flagstaff City of Flagstaff, Arizona Principal Taxpayers Tax Year 2008 As a Percentage Total Taxpayer Type of Business Arizona Public Service Company Utility W L Gore & Associates Inc. Manufacturer of the City Total Assessed Secondary Valuation Assessed Valuation $ 14,243,932 1.62% 12,795,365 1.46% Qwest Corporation Utility 7,678,953 0.87% Nestle Purina Petcare Company Distribution/Retail 4,847,800 0.55% Lone Tree Investments, LLC Residential Developer 5,595,500 0.64% Flagstaff Mall Associated Ltd. Partnership Shopping Center 4,458,459 0.51% Cone Company George & Thomas DBA Manufacturing 3,876,908 0.44% Little America Refining Co. Hotel/Tourism 3,660,311 0.42% Flagstaff Medical Center Inc. Hospital 3,505,923 0.40% UniSource Energy Corporation Utility 3,221,618 0.37% 63,884,769 7.28% Total Principal Taxpayers $ Source: Arizona Department of Revenue, Central Information Services City of Flagstaff, Arizona Property Tax Rates Direct and Overlapping Governments Last Ten Fiscal Years Fiscal Year 2000 City $ School Community District College County State Total 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 1.5519 4.7713 0.4865 0.7588 - 7.5685 2009 1.5169 4.8334 0.4643 0.7603 - 7.5749 Note: Tax rates are per $100 assessed valuation. Annual Financial Plan 342 City of Flagstaff City of Flagstaff, Arizona Sales Tax Rates Direct and Overlapping Governments Last Ten Fiscal Years June 30 City Sales Tax 2000 1.0000 % 2001 City Transportation Tax City BBB Tax County Sales Tax State Sales Tax Total - 2.0000 0.8000 5.0000 8.8000 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 2009 1.0000 0.7210 2.0000 1.1250 5.6000 10.4460 Annual Financial Plan 343 % 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, 2009 Merit System Exempt Temporary Elected Officials Total Payroll for the Year Ending 2008: Fire Protection Number of Stations Number of Employees (FTE) FY 2010 Police Protection Number of Employees (FTE) FY 2010 Number of Employees (FTE) FY 2009 Number of Calls for Service per Annual Report-12/31/08 Ave. Patrol Officers for 24 hour period Vehicular Patrol Units Coconino County Jail Prisoner Capacity $ 611 154 265 7 45,979,242 7 99.00 161 181 Pulliam Airport 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 4 3 3 4 11 3 1 1 Number of Students (Fall 2008): Flagstaff Unified School District Charter Private (Fall 2004) Northern Arizona University Flagstaff Campus All Locations Coconino Community College Flagstaff Campuses (2) All Locations 52,933 30.0 33 594 1 125 11 61 48 344 26 4 706.18 49.00 10,938 1,355 534 14,766 22,507 4,130 4,905 City of Flagstaff City of Flagstaff, Arizona Miscellaneous Statistics Sales Tax Retail Sales Last 10 Fiscal Years: 2008 2007 2006 2005 2004 2003 2002 2001 2000 1999 Population Census Population Count-Last Five Censuses: $ Total Sales Tax Revenue for Fiscal Year 2008 $ 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 2,043,103,670 1,896,091,014 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 2008** 2007** 2006** 2005** 2004** 2003** 2000 1995* 1990 1985* 1980 *Special Census **Estimate 15,734,346 64,693 64,200 62,030 61,185 61,270 61,030 52,894 52,701 45,854 38,247 34,743 2000 Census Information: Age Distribution of Population for Urbanized Areas Only 1-4 Years 5-17 Years 18-64 Years 65+ Years 18,371 5,010 8 2 6 4 Number of Housing Units Average Persons per Housing Unit Average Family Size Median Household Income Per Capita Income (2000) 25 9 2 4,292 5,937 49,024 4,181 63,434 25,648 2.61 3.14 47,289 23,276 $ $ 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 345 City of Flagstaff City of Flagstaff, Arizona Bonded Debt Interest/Coupon Rate by Issue and Year Fiscal Year 1992 Revenue Street and Highway 5.900 % 5.900 5.500 - 2010 2011 2012 2013 2014 Fiscal Year 2001 Certificates of Participation USGS 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 4.550 % 4.550 4.600 4.625 4.750 4.750 4.750 - 1997 G.O. Public Safety, Parks, Water 1999 Special Assessment Bow & Arrow 4.500 - 2003 G.O. Parks, Water 4.900 - 2003 Revenue 4th Street 3.250 3.250 3.250 3.250 - 3.250 3.750 4.000 4.000 4.000 4.000 5.000 5.250 5.250 5.250 5.250 - 346 2001 G.O. Parks & Rec 4.500 4.500 4.500 4.650 4.750 2006 G.O. Fire, FUTS, Acquatic/Multi 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 - 2007 Special Assessment Sawmill 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 Fiscal Year Population (1) 1999 59,945 2000 52,894 ** $ Secondary Gross Less Net Debt to Net Bonded Assessed Bonded Current Bonded Assessed Debt Per Value (2) Debt Portion Debt Value Capita 362,625,557 $ 385,566,202 45,333,746 $ 40,904,461 4,465,000 4,405,000 $ 40,868,746 11% 36,499,461 9% $ 681.77 690.05 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 2008 64,693 877,964,376 39,865,000 4,760,000 35,105,000 4% 542.64 (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 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 2009 39,865,000 11,537,135 23,000,000 19,257,000 93,659,135 $ 100,000,000 $ 80,000,000 Special Assessment Other $ 60,000,000 Revenue $ 40,000,000 General Obligation $ 20,000,000 $2005 Annual Financial Plan 2006 2007 2008 347 2009 City of Flagstaff City of Flagstaff, Arizona United States Consumer Price Index 10-Year Historical Trend - June Versus June Non-Seasonally Adjusted 2000 June 172.4 Percent Change 3.7% 2001 178.0 3.2% 2002 2003 179.9 1.1% 2004 183.7 2005 189.7 2.1% 3.3% 2006 194.5 2.5% 2007 202.9 2008 208.4 4.3% 2009 218.8 2.7% 215.7 5.0% -1.4% CONSUMER PRICE INDEX 10 YEAR HISTORICAL TREND - JUNE 240.0 220.0 200.0 180.0 160.0 140.0 120.0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2007 2008 2009 CONSUMER PRICE INDEX 10 YEAR HISTORICAL TREND - PERCENT CHANGE 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 0.0% 2000 2001 2002 2003 2004 2005 2006 -1.0% -2.0% Source: Tax, Licensing, and Revenue Division Annual Financial Plan 348 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION 2005-2006 2006-2007 2007-2008 2008-2009 Reductions 2009-2010 Adopted 2009-2010 CITY MANAGER Admin Specialist Assistant to City Mgr (Communications) Assistant to City Mgr (Govt'al Relations) Assistant to City Mgr (Real Estate) City Manager Deputy City Manager Executive Admin Assistant Executive Assistant PIO - Management Assistant Total 0 0 0 0 1 2 1 1 1 6 0 0 0 0 1 2 1 1 1 6 0 0 0 0 1 2 1 1 1 6 0.5 1 1 1 1 2 1 1 0 8.5 0 0 -1 0 0 0 0 0 0 -1 0.5 1 0 1 1 2 1 1 0 7.5 CITY CLERK City Clerk City Records Technician Deputy City Clerk Executive Admin Assistant Total 1 0 1 1 3 1 1 1 1 4 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 Technician IV Intern Project Manager Senior Project Manager Total 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 2 0 0 1 0.5 10 0 13.5 0 0 0 0 -1 -0.5 -2 0 -3.5 1 2 0 0 0 0 8 0 11 HUMAN RESOURCES Admin Assistant Admin Specialist Division Director (HR) Human Resources Analyst Human Resources Benefit Spec. Human Resources Director Human Resources Generalist Human Resources Manager Human Resources Specialist Human Resources Supervisor Human Resources Recrt Spec Total 1 1 0 0.5 0 1 0 0 1 1 0 5.5 1 1 0 0.5 1 1 0 1 1 0 0 6.5 1 1 0 0.5 1 1 0 1 0 0 1 6.5 1 1 1 0.75 1 0 0 1 0 0 1 6.75 0 0 0 0 0 0 1 -1 0 0 0 0 1 1 1 0.75 1 0 1 0 0 0 1 6.75 0 1 0 1 2 0 1 1 1 3 0 1 1 1 3 1 0 1 1 3 0 0 0 -1 -1 1 0 1 0 2 RISK MANAGEMENT Assistant to City Manager (Risk Mgt) Risk Manager Insurance Claim Specialist Safety/Risk Management Specialist Total Annual Financial Plan 349 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION 2005-2006 2006-2007 2007-2008 2008-2009 Reductions 2009-2010 Adopted 2009-2010 CUSTOMER SERVICE Admin Asst Admin Spclst Customer Srvc Manager Meter Reader Meter Reader Supervisor Total 2.5 2 1 4 1 10.5 2.5 2 1 4 1 10.5 2.75 2 1 4 1 10.75 2.75 2 1 4 1 10.75 0 0 0 0 0 0 2.75 2 1 4 1 10.75 LAW Admin Asst Admin Spclst Admin Spec Supervisor Asst City Attorney 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 4 1 1 1 0.25 0 0 3 13.25 1 2 0 0 3 1 1 1 0.25 0 1 4 14.25 1 2 1 4 0 1 1 0 0.25 1 0 5 16.25 1 2 1 4 0 1 1 0 0.25 1 0 5 16.25 0 0 0 0 0 0 0 0 -0.25 0 0 -1 -1.25 1 2 1 4 0 1 1 0 0 1 0 4 15 0 0 1 1 0 0 1 0 0 1 1 0 1 1 2 1 1 1 1 0 0 1 14 1 0 0 1 0 0 1 1 1 1 2 1 0 1 2 1 1 0 0 0 1 1 16 1 1 0 1 0 1 1 0 1 0 2 0 0 1 2 1 1 0 1 1 1 0 16 1 1 0 1 1 1 1 0 1 0 2 0 0 0 2 1 1 0 1 1 1 0 16 0 0 0 0 0 -1 0 0 0 0 0 0 0 0 -2 0 0 0 0 0 0 0 -3 1 1 0 1 1 0 1 0 1 1 1 0 0 0 0 1 1 0 1 1 1 0 13 INFORMATION TECHNOLOGY Application Support Specialist I Application Support Specialist II Computer Tech II Database Analyst III Division Director (IT) GIS Analyst Senior GIS Manager GIS Programmer Analyst GIS Specialist GIS System Analyst GIS Technician Software Specialist Series Administrator IT Director IT Services Specialist IT Services Supervisor Network Administator Senior GIS Technician Senior Network Administrator System and Applications Mgr System Administrator Window System Administrator Total Annual Financial Plan 350 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION 2005-2006 2006-2007 2007-2008 2008-2009 Reductions 2009-2010 Adopted 2009-2010 MANAGEMENT SERVICES Admin Asst Admin Spclst Buyer Contract Specialist Division Director (Mgmt Services) Management Services Director Purchasing Director Real Estate Manager Senior Buyer Senior Procurement Specialist Warehouse Technician Total 2.5 1 1 1 0 1 1 1 2 0 1 11.5 2.5 1 1 1 0 1 1 1 2 0 1 11.5 3 1 2 0 0 1 1 1 0 3 1 13 3 1 2 0 1 0 1 Transfer 0 3 1 12 -2 0 -1.5 0 0 0 0 0 0 0 0 -3.5 1 1 0.5 0 1 0 1 0 0 3 1 8.5 SALES TAX Accounts Receivable Specialist Accounts Specialist Admin Assistant Admin Specialist Auditor II Collections Specialist Revenue Collector Tax Licensing & Revenue Adm Total 1 0 2.5 0 2 0 2 1 8.5 1 0 2.5 0 2 0 2 1 8.5 1 0 2.5 0 2 1 1 1 8.5 0 1 1.5 1 2 2 0 1 8.5 0 0 -0.5 0 0 0 0 0 -0.5 0 1 1 1 2 2 0 1 8 LIBRARY - CITY/GRANTS Admin Specialist Application Support Specialist II Librarian Library Assistant I Library Assist. I (temp) Library Assistant II Library Cataloging Assistant Library Clerk I Library Clerk I (temp) Library COE Aide Library Director Library Inf. Syst. Coord. Library Inf. Tech. Coord. Library Manager Library Page Library Page (temp) Library Staff: Sunday Library Supervisor Network Administrator Total 1.5 0 1 13.5 2.75 3 1 5.5 2 0.25 1 2 0 2 1.5 1 0 2 0 40 1.5 0 1 14.38 2.75 3 1 6.5 2.75 0.25 1 2 0 3 2 1 0 1 0 43.13 1.5 0 2 16.01 2.75 3 1 7.38 3.25 0.25 1 0 2 3 2 1 0 1 0 47.14 1.63 1 2 16.76 3 3 1 7.38 3.75 0.25 1 0 2 3 2 1 3 1 1 53.77 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 -3 0 0 -3 1.63 1 2 16.76 3 3 1 7.38 3.75 0.25 1 0 2 3 2 1 0 1 1 50.77 Annual Financial Plan 351 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION 2005-2006 2006-2007 2007-2008 2008-2009 Reductions 2009-2010 Adopted 2009-2010 FINANCE Account Clerk I Account Clerk II Accountant I Accountant II Accounts Payable Specialist Accounts Specialist Finance/Budget Manager Finance Director Finance Manager Grants Manager Intern Payroll Assistant Payroll Manager Payroll Specialist Payroll Supervisor Total 2 0 1 4 1 0 1 0 0 1 0 1 0 1 0 12 2 1 1 4 1 0 1 0 0 1 0.14 1 0 0 1 13.14 2 1 1 5 1 0 1 0 0 1 0.14 1 0 0 1 14.14 2 1 1 3 0 1 0 1 2 1 0.14 1 0 0 1 14.14 -0.5 -1 -1 0 0 0 0 0 0 0 -0.14 0 0 0 0 -2.64 1.5 0 0 3 0 1 0 1 2 1 0 1 1 0 0 11.5 FMPO Intern Administrative Specialist Metro Planning Org Manager Multi modal Planner Total 0.25 0 1 1 2.25 0.25 0.5 1 1 2.75 0.38 0.5 1 1 2.88 0.38 0.5 1 1 2.88 0 0 0 0 0 0.38 0.5 1 1 2.88 1 1 0 2 1 1 0 2 2 1 0 3 2 0 1 3 -0.5 0 0 -0.5 1.5 0 1 2.5 2 0 0 1 0 0 0 4 1 0 0 0 0 0 1 0 1 2 0 0 2 1 0.5 1 1 2 0 1 1 1 0 3 5 1 0 0 0 0 0 1 0 1 2 0 0 2 1 0.5 1 1 2 1 1 0 1 1 4 5 0 2 1 1 0 0 Transfer 0 0 2 0 0 0 0 Transfer Transfer Transfer 2 0 1 0 1 1 3 5 0 1 1 1 0 1 0 0 0 2 0 1 0 0 0 0 0 0 0 -1 0 0 0 0 -1 0 -1 0 0 0 0 0 0 0 -1 0 0 0 0 0 0 0 2 0 0 0 1 1 3 0 0 0 1 1 1 1 0 1 0 0 1 1 0 0 0 0 0 COMMUNITY DEVELOPMENT ADMIN Admin Spcialist Community Development Dir. Division Director (CD) Total PLANNING & DEVELOPMENT SERVICES Admin Spclst Advanced Planning Manager Associate Planner Building & Develp Services Dir Building Inspection Mgr Building Offical Mgr Building Plans Examiner Case Manager City Engineer Code Compliance Officer I Code Compliance Officer II Code Compliance Supervisor Comm/Neighborhood Planner Comprehensive Planning Manager Construction Manager Current Planning Mgr Development Services Director Development Services Rep Development Services Specialist Development Services Supervisor Engineering Project Manager I Engineering Project Manager II Engineering Technician I p-time Engineering Technician II Engineering Technician III Annual Financial Plan 352 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION 2005-2006 2006-2007 2007-2008 2008-2009 Reductions 2009-2010 Adopted 2009-2010 PLANNING & DEVELOPMENT SERVICES (cont.) Engineering Technician IV Inspector I Inspector II Inspection Supervisor Material Tech I (temp) Materials Tech. I Materials Tech. II Planning Development Mgr. Planning Director Plans Examiner Project Management Admin. Zoning Code Administrator Total 1 9 4 1 0.5 2 1 0 0 4 1 0 41 1 9 6 1 0.5 2 1 0 0 1 1 0 46 Transfer 5 4 Transfer Transfer Transfer Transfer 0 1 0 1 1 33 0 5 3 1 0 0 0 0 1 0 1 1 32 0 -1.4 -0.3 -0.1 0 0 0 0 0 0 0 0 -5.8 0 3.6 2.7 0.9 0 0 0 4 1 0 0 1 27.2 ENGINEERING Admin Spclst Assistant City Engineer City Engineer Community Improvement Director Construction Manager Engineering Inspector Engineering Project Manager Engineering Technician I p-time Engineering Technician II Engineering Technician III Engineering Technician IV Engineering Tech Leadworker Inspector I Inspector II Inspection Supervisor Intern Material Tech Aide Materials Tech I Materials Tech II Project Manager Traffic Engineer Traffic Project Manager II Transportation Intern Total 1 0 0 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0.25 5.25 1 0 0 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 2 0.25 6.25 1 1 1 0 1 0 0 0.5 1 1 1 0 4 2 1 0.5 0.5 2 1 6 1 0 0 25.5 1 1 1 0 1 6 0 0.5 1 1 0 1 0 0 1 0.5 0.5 2 1 6 1 0 0 25.5 0 0 0 0 0 -1 0 -0.5 -1 0 0 0 0 0 0 -0.5 -0.5 0 0 -2 0 0 0 -5.5 Transfer 1 1 0 1 5 0 0 0 1 0 1 0 0 1 0 0 2 1 5 1 0 0 20 Annual Financial Plan 353 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION 2005-2006 2006-2007 2007-2008 2008-2009 Reductions 2009-2010 Adopted 2009-2010 COMMUNITY INVESTMENT Admin Spclst Associate Planner Brownfield Specialist 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 Economic Analyst Housing Manager Housing Planner Housing Project Coordinator Housing and CD Specialist Land Trust Manager Long Range Planner Planning & Community Design Mgr Redevelopment Program Mgr. Redevelopment Mgr. (Eff. 2010-2012) Zoning Enforce. Officer Zoning Code Enf Official Total 2 1 0 1 0 0 0 0 0 0 1 0 0 0 0 1 1 0 1 1 1 0 1 0 1 1 13 2 1 0 1 2 1 1 1 0 0 1 0 1 0 0 1 1 0 0 1 1 1 1 0 0 0 17 2 0 0 Transfer Transfer Transfer Transfer 1 1 1 1 1 1 1 0 0 0 1 0 1 0 1 0 0 0 0 12 1 0 0 0 0 0 0 Transfer Transfer Transfer 1 1 1 0 1 0 0 Transfer 0 Transfer 0 1 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 1 0 1 0 0 0 0 0 0 0 1 Transfer 1 0 Transfer 0 0 0 0 0 0 1 0 1 0 0 6 DOWNTOWN MANGEMENT Downtown Manager Parking Ambassador Park Maintenace Total 0 0 0 0 0 0 0 0 1 0 0 1 1 3 1 5 0 0 0 0 1 3 1 5 HOUSING Admin Spclst Comm. Housing & Grants Adm. (Grant Funded) Community Housing Manager Community Housing/NeighPlanner Housing Project Coordinator (Grant Funded) Land Trust Manager Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 6 0 0 0 0 0 0 0 1 1 1 1 1 1 6 Annual Financial Plan 354 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION FIRE Admin Asst Admin Spclst Asst. Fire Chief Asst. Fire Fuel Mgr Asst. Fuel Mgr. Asst. Wildland Fire Mgr. Community Firewise Coordinator Deputy Fire Chief Division Director (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 Wildland Fire Manager Wildland Fire Mgt Crew Member Wildland Fire Specialist I Wildland Fire Specialist II Total POLICE Admin Asst Admin Spclst Animal Control Officer Deputy Police Chief Dispatch Admin Call Taker Division Director (Police Chief) 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 Sergeant Police Special Serv. Sup Police Support Serv. Mgr. Property Control Coord Total Annual Financial Plan 2005-2006 2006-2007 2007-2008 2008-2009 Reductions 2009-2010 Adopted 2009-2010 1 1 2 0 1 0 0 0 0 3 21 1 21 36 0 2 1 1 0 1 2.75 1 2 0 0 0 0 97.75 1 1 2 0 1 0 0 0 0 3 21 1 21 39 0 2 1 1 0 1 2.75 1 2 0 0 0 0 100.75 1 1 0 1 0 0 1 2 0 4 21 1 21 39 2 3 0 0 1 0 2.75 1 0 0 0 0 0 101.75 1 1 0 2 0 0 1 2 1 4 21 0 21 39 2 3 0 0 1 0 2.75 0 0 0 0 0 0 101.75 0 0 0 0 0 0 0 0 0 0 0 0 0 0 -1 -1 0 0 0 0 -0.75 0 0 0 0 0 0 -2.75 0 2 0 0 0 2 0 2 1 4 21 0 21 39 0 2 0 0 0 0 0 0 0 1 2 1 1 99 10 4 2 2 0 0 25 4 2 1 1 1 17 0 0 0 5 65 1 0 12 1 1 1 155 10 4 2 2 0 0 25 4 3 1 1 1 18 0 0 0 4 68 1 0 12 1 1 1 159 10 4 2 2 1 0 0 0 3 1 1 1 18 25 5 0 5 77 1 0 12 1 1 2 172 0 15 2 2 2 1 0 0 3 1 0 1 19 25 0 5 4 81 0 2 12 1 1 2 179 0 -2 -1 0 0 0 0 0 -1 0 0 0 0 -2 0 0 0 -12 0 0 0 0 -1 -1 -20 0 13 1 2 2 1 0 0 2 1 0 1 19 23 0 5 4 69 0 2 12 1 0 1 159 355 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION 2005-2006 2006-2007 2007-2008 2008-2009 Reductions 2009-2010 Adopted 2009-2010 POLICE GRANTS Admin Spclst Police Officer Police Sergeant Total 1 3 1 5 1 3 1 5 1 0 1 2 1 0 1 2 0 0 0 0 1 0 1 2 PUBLIC WORKS ADMINISTRATION Admin Spclst Assistant Public Works Director Division Director (Public Works) Project Manager Public Works Director Senior Project Manager Total 1 0 0 0 1 1 3 1 0 0 0 1 1 3 1 1 0 0 1 1 4 1 1 1 1 0 0 4 0 0 0 0 0 0 0 1 1 1 1 0 0 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 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 5.46 25 0 0 0 0 1 1 32.46 -2.26 -2 0 0 0 0 0 0 -4.26 3.2 23 0 0 0 0 1 1 28.2 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 1 0 0 1 1 1 2 4 2 1 1 1 15 1 0 1 1 0 0 3 4 2 1 1 1 15 -1 0 0 0 0 0 0 0 0 0 0 0 -1 0 0 1 1 0 0 3 4 2 1 1 1 14 FACILITIES MAINTENANCE Custodian/Attendant Facility Maintenance Manager Facilities Maintenance Superintendent Facilities Maintenance Supervisor Facility Maint. Supt. HVACR Technician Maintenance Worker Maintenance Worker I Maintenance Worker II Maintenance Worker III Maintenance Worker III - HVAC Maintenance Worker III-Lead Total 1 0 0 0 1 0 0 2 3 2 0 0 9 1 1 0 0 0 0 0 2 3 1 1 1 10 1 1 0 0 0 0 0 2 5 2 0 1 12 0 0 1 0 0 1 9 0 0 0 0 1 12 0 0 0 0 0 -1 0 0 0 0 0 0 -1 0 0 1 1 0 0 9 0 0 0 0 0 11 Annual Financial Plan 356 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION 2005-2006 2006-2007 2007-2008 2008-2009 Reductions 2009-2010 Adopted 2009-2010 RECREATION Admin Asst Admin Spclst Division Director (Comm Enhancement) Intern Parks & Recreation Manager Parks & Recreation Director Recreation Coord. I Recreation Coordinator II Recreation Manager Recreation Supervisor Recreation Supt. Recreation Temporaries Senior Recreation Coordinator Total 1 1 0 0.25 1 0 6.5 2 0 0 1 21.03 7 40.78 1 1 0 0.25 1 0 6.5 2 0 0 1 21.32 8 42.07 2 1 0 0.25 0 1 7.5 2 1 0 1 45.48 6 67.23 2 1 1 0.25 0 0 7.5 2 0 1 1 45.48 6 67.23 0 0 0 0 0 0 0 0 0 0 0 -8.5 0 -8.5 1 1 1 0.25 0 0 5.5 5 0 1 1 36.98 6 58.73 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 Leadworker Streets Manager Street Superintendent Street Supervisor Supervisor of Operations Traffic Signal Technician Traffic Signal Technician Ass't Transportation and Maint Mgr Total 1 0 1 0 5.5 0 0 3 8 3 0 1 0 4 2 2 1 0.75 0 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 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 0 1 1 0 1 1 Transfer 40.56 1 0.75 1 1 0 8.06 14 0 0 0 0.5 0 8 0 0 0 1 0.75 1 0 1 1 0 0 1 1 0 41.06 0 0 0 0 0 -3.75 0 0 0 0 0 0 -1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 -4.75 1 0.75 1 0 0 4.31 14 0 0 0 0.5 0 7 0 0 0 1 0.75 0 3 1 1 0 0 0 1 0 36.31 Annual Financial Plan 357 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION 2005-2006 2006-2007 2007-2008 2008-2009 Reductions 2009-2010 Adopted 2009-2010 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 0.5 0 10.0 1 0 1 1 4 3 0 0 0.5 10.5 1 1 0 1 4 3 0 0 0.5 10.5 0 0 0 0 -1 0 0 0 0 -1 1 1 0 1 3 3 0 0 0.5 9.5 ENVIRONMENTAL SERVICES Admin Asst Admin Spclst Admin Spclst Supervisor Bin Maint./Equip. Oper. Bin Maint. Leadworker Brownfield Specialist Brownfield Program Ass't Code Enforcement Aide Conservation Manager Environmental Aide Environmental Assistant Environmental Code Enf Aide Environmental Code Officer Environmental Code Specialist Environ Operations Manager 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 Landfill Equip Operator I Landfill Equip Operator II Landfill Equip Operator III Landfill Equip Operator III - Lead Landfill Maint Operator Landfill Supervisor 2.5 2 0 2 0 1 1 0 1 0 1.5 0 1 0 1 1 1 0 1 1 2 1 1 0 1 1 2 11 9 0 0 0 1 1 3 0 1 0 2.5 2 0 2 0 1 1 1 1 0.6 1.5 0 1 0 1 1 1 1 1 1 2 0 1 0 2 1 4 11 10 1 0 0 1 2 3 0 1 0 2.5 1 1 1 1 1 1 0 1 0.6 1.5 1 0 1 0 0 1 1 0 0 2 0 1 0 2 1 4 11 0 0 11 1 1 2 2 1 1 0 3.5 1 1 0 1 1 1 0 1 0.6 1 1 0 1 0 1 1 0 0 0 2 0 1 38 2 1 0 0 0 0 0 1 0 0 0 1 0 0 0 0 0 0 0 0 -1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 -1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3.5 1 1 0 1 Transfer 0 0 1 0.6 1 1 0 1 0 1 1 0 0 0 2 0 1 37 2 1 0 0 0 0 0 1 0 0 0 0 0 1 Annual Financial Plan 358 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION 2005-2006 2006-2007 2007-2008 2008-2009 Reductions 2009-2010 Adopted 2009-2010 ENVIRONMENTAL SERVICES(Cont.) Program Asst Project Manager Project Manager II Sustainability and Env Mgr Sustainability Manager Sustainability Specialist Sustainability Coordinator Total 2 0 1 0 0 0 0 54 2 0 1 0 0 0 1 62.6 2 2 0 1 1 0 0 61.6 2 2 0 1 1 1 0 68.1 0 0 0 0 0 0 0 -2 2 2 0 1 1 1 0 65.1 UTILITIES ADMINISTRATION Admin Spclst Assistant Utilities Director Division Director (Utilities) GIS System Analyst Project Manager Utilities Director Utilities Engineer Utilities Engineering Manager Utilities Plan Reviewer Utilities Program Assistant Utilities Senior Project Manager Water Conservation Manager Water Conservation Enforcement Aide Water Resource Manager Total 2 1 0 1 0 1 1 0 0 1 1 1 0.5 0 9.5 2 1 0 1 0 1 1 0 0 1 1 1 0.5 0 9.5 2 0 0 1 0 1 0 1 0 1 1 1 0.5 1 9.5 2 0 1 1 0 0 0 1 1 1 1 1 0.5 1 10.5 0 0 0 0 0 0 0 0 0 0 0 0 -0.5 0 -0.5 2 0 1 1 1 0 0 1 1 1 0 1 0 1 10 LAKE MARY WATER PLANT Instrument Tech Instrumentation/Electrical Spec Lab Director/Chemist Laboratory Specialist Laboratory Tech Maintenance Specialist Mech. Maint. Wkr I (temp) Mech. Maint. Wkr. III Mech. Maint. Wkr. IV MSW MSW Operations MSW Laboratory MSW Maintenance Operations Specialist Plant Operator Water Production Manager Water Treat/Prod Chf Operator Total 1 0 1 0 1 0 1 2 1 0 0 0 0 0 3 1 1 12 1 0 1 0 1 0 1 2 1 0 0 0 0 0 3 1 1 12 0 1 0 1 0 1 1 0 0 0 3 1 3 1 0 1 0 13 0 1 0 1 0 1 1 0 0 0 3 1 3 1 0 1 0 13 0 0 0 0 0 0 -1 0 0 0 0 0 -1 0 0 0 0 -2 0 1 0 1 0 1 0 0 0 0 3 1 2 1 0 1 0 11 WATER DISTRIBUTION SYSTEM Admin Specialist Field Services Manager Field Services Supervisor Maintenance Worker - Temp Maintenance Worker I MSW - Water Services Tech Water Services Specialist Water Services Tech Water/Sewer Util. Locator Total 0 0 1 1 1 0 1 10 0 14 0 0 1 1 1 0 1 12 1 17 0 1 0 1 1 0 1 12 1 17 1 1 0 1 1 11 1 0 1 17 -1 0 0 0 0 -1 0 0 0 -2 0 1 0 1 1 10 1 0 1 15 Annual Financial Plan 359 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION WASTEWATER TREATMENT PLANT Equip Operator II Temp MSW - Plant Tech Plant Specialist Plant Tech-Multi-Skilled Wrk Wastewater Treatment Manager Total 2005-2006 2006-2007 2007-2008 2008-2009 Reductions 2009-2010 Adopted 2009-2010 1.5 0 4 7 1 13.5 1.5 0 4 7 1 13.5 1.5 7 4 0 1 13.5 1.5 7 4 0 1 13.5 0 -1 0 0 0 -1 1.5 6 4 0 1 12.5 WASTEWATER COLLECTION MSW- Water Services Tech Water Services Specialist Water Services Tech Total 0 1 8 9 0 1 8 9 8 1 0 9 8 1 0 9 0 0 0 0 8 1 0 9 WASTEWATER MONITORING Administrative Specialist Industrial Waste Inspector Industrial Waste Supervisor Total 0 2 1 3 0.5 2 1 3.5 0.5 2 1 3.5 1 2 1 4 -1 0 0 -1 0 2 1 3 RECLAIMED WASTEWATER TREATMENT PLANT Maintenance Specialist MSW - Laboratory Tech MSW - Plant Tech Plant Specialist Plant Tech Multi-Skilled Wrk Total 0 0 0 1 3 4 0 0 0 1 3 4 1 0 2 1 0 4 1 1 1 1 0 4 0 0 0 0 0 0 1 1 1 1 0 4 9 3.25 0 1 1 0 1 1 0 0 1 2 0 0 0 1.75 1 2 0 0.5 2 26.5 9 3.25 0 1 1 0 1 1 0 0 1 2 0 0 0 1.75 1 2 0 0.5 2 26.5 0 0 0 1 2 0 1 1 8 1.63 1 3 0 1 0.5 1.75 1 0 2 0.75 2 27.63 0 0 2 0 0 1 0 1 9 1.63 1 3 1 1 0.5 1.75 1 0 2 0.75 3 29.63 0 0 0 0 0 0 0 -0.2 -2 0 0 0 0 0 0 0 0 0 0 -0.25 -1.4 -3.85 0 0 2 0 0 1 0 0.8 7 1.63 1 3 1 1 0.5 1.75 1 0 2 0.5 1.6 25.78 CITY COURT Admin Asst Admin Spclst Collection Specialist Court Administrator Court Collection Specialist Court Info Systems Coordinator Court Info Systems Spec Court Interpreter Court Judicial Specialist Court Services Super Court Training Specialist Deputy Court Administrator Division Director (Court) Executive Admin Asst (Judicial) Jury Services Specialist Magistrate Presiding Magistrate Probation Officer Probation Service Officer Pro-Tem Magistrate Warrant Officer Total Annual Financial Plan 360 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION 2005-2006 2006-2007 2007-2008 2008-2009 Reductions 2009-2010 Adopted 2009-2010 BEAUTIFICATION Urban Design Planner Total 1 1 0 0 0 0 0 0 0 0 0 0 ECONOMIC DEVELOPMENT Business Attraction Manager Business Retention & Expansion Mgr Economic Analyst Total 0 0 0 0 0 0 0 0 1 1 0 2 1 1 0 2 -1 0 0 -1 0 1 1 2 TOURISM Admin Spclst CVB Director Division 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 0 1 0 1 0 0 0 1 0 2 0 1 8 1 1 0 1 0 1 1 0 0 1 0 2 0 1 9 1 1 0 0 1 1 1 1 0 1 2 0 1 0 10 1 0 1 0 1 1 1 0 1 1 2 0 1 0 10 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 0 1 0 2 0 1 0 2 0 1 0 10 TOURISM-VISITOR CENTER Admin Asst Admin Spclst Visitor Center Manager Visitor Center Supervisor Total 3.25 1.5 0 1 5.75 4.25 1.5 0 1 6.75 4.25 1.5 0 1 6.75 4.25 1.5 0 1 6.75 0 -1 0 0 -1 4.25 0.5 1 0 5.75 STORMWATER Floodplain Inspector Intern Project Manager Project Manager I Project Manager II Stormwater Manager Stormwater Program Manager Stormwater Service Analyst Total 1 0.5 0 2 1 1 0 1 6.5 1 0.5 0 2 1 1 0 1 6.5 1 0.5 0 3 0 0 1 1 6.5 1 0.5 3 0 0 0 1 1 6.5 0 0 0 0 0 0 0 0 0 1 0.5 2 0 0 0 1 1 5.5 766.03 811.69 876.18 906.52 -87.80 818.72 GRAND TOTALS Annual Financial Plan 361 City of Flagstaff Annual Financial Plan Acct Clrk I Cemetery Caretaker Dispatch Call Taker Engineering Tech (p/t) Meter Reader Parking Control Officer Property Control Coord Recreation Coord I 10421 10423 10422 10400 10416 10407 10410 10419 4 A-1-3 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 # 9.3082 744.66 1613.42 19361.06 10.7283 858.26 1859.57 22314.86 11.6491 931.93 2019.18 24230.13 13.4353 1074.82 2328.79 27945.42 Min Step 1 9.7188 777.50 1684.59 20215.10 11.1832 894.66 1938.42 23261.06 12.1595 972.76 2107.65 25291.76 14.0234 1121.87 2430.72 29168.67 Step 2 10.1070 808.56 1751.88 21022.56 11.6491 931.93 2019.18 24230.13 12.6810 1014.48 2198.04 26376.48 14.6224 1169.79 2534.55 30414.59 Step 3 10.5176 841.41 1823.05 21876.61 12.1152 969.22 2099.97 25199.62 13.2023 1056.18 2288.40 27460.78 15.1994 1215.95 2634.56 31614.75 Step 4 10.9169 873.35 1892.26 22707.15 12.5811 1006.49 2180.72 26168.69 13.7126 1097.01 2376.85 28522.21 15.8096 1264.77 2740.33 32883.97 11.3274 906.19 1963.42 23560.99 13.0582 1044.66 2263.42 27161.06 14.2453 1139.62 2469.19 29630.22 16.3865 1310.92 2840.33 34083.92 11.7268 938.14 2032.65 24391.74 13.5240 1081.92 2344.16 28129.92 14.7556 1180.45 2557.64 30691.65 16.9744 1357.95 2942.23 35306.75 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 12.1262 970.10 2101.87 25222.50 13.9901 1119.21 2424.95 29099.41 15.2770 1222.16 2648.01 31776.16 17.5736 1405.89 3046.09 36553.09 Step 8 12.5700 1005.60 2178.80 26145.60 14.4672 1157.38 2507.65 30091.78 15.7319 1258.55 2726.86 32722.35 18.1283 1450.26 3142.24 37706.86 Step 9 City of Flagstaff Pay Plan (with 1.2% decrease - 5/1/09) 2080 Hours Step 10 Step 11 Step 12 Step 13 Appendix B - City of Flagstaff Pay Plan 362 City of Flagstaff Annual Financial Plan 363 10741 10748 10742 10714 10731 10739 10705 10740 10709 10700 10734 10717 10746 10702 10749 7 B-2-3 R07 107 10725 10600 10634 10601 10627 10636 10637 10632 10609 10638 10630 10614 10635 6 B-2-2 R06 10500 5 B-2-1 Range Pos # Airport Service Worker II Bin Maint Leadworker Brownfield Program Assistant Development Svs Rep Engineering Tech III Environmental Assistant Evidence Tech Executive Admin Asst Library Cataloging Asst Mechanic I Payroll Assistant Program Assistant Traffic Signal Technician Asst Water/Sewer Utility Locator Wildland Fire Specialist I Account Clerk II Airport Service Worker I Animal Control Officer Engineering Tech II Environmental Aide Env Code Enforcement Aide GIS Technician Materials Tech I Parts Specialist Rec Coordinator II Service Writer IT Services Specialist previous amount with 5% N Police Emerg Comm Spec 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 Library Assistant I Position Title 15.8983 1271.86 2755.71 33068.46 15.8983 16.6932 16.6932 1335.46 2893.49 34721.86 15.2604 1220.83 2645.14 31741.63 15.8983 1271.86 2755.71 33068.46 14.1010 1128.08 2444.17 29330.08 14.5337 1162.70 2519.17 30230.10 Min Step 1 16.5085 17.3339 17.3339 1386.71 3004.54 36054.51 15.8545 1268.36 2748.11 32977.36 16.5085 1320.68 2861.47 34337.68 14.6447 1171.58 2538.41 30460.98 15.0995 1207.96 2617.25 31406.96 Step 2 17.1076 17.9630 17.9630 1437.04 3113.59 37363.04 16.4254 1314.03 2847.07 34164.83 17.1076 1368.61 2965.32 35583.81 15.1772 1214.18 2630.71 31568.58 15.6432 1251.46 2711.49 32537.86 Step 3 17.7066 18.5919 18.5919 1487.35 3222.60 38671.15 17.0193 1361.54 2950.01 35400.14 17.7066 1416.53 3069.14 36829.73 15.7097 1256.78 2723.01 32676.18 16.2089 1296.71 2809.54 33714.51 Step 4 18.3280 19.2444 19.2444 1539.55 3335.70 40028.35 17.6019 1408.15 3051.00 36611.95 18.3280 1466.24 3176.85 38122.24 16.2755 1302.04 2821.09 33853.04 16.7637 1341.10 2905.71 34868.50 19.0824 1526.59 3307.62 39691.39 18.9161 19.8619 19.8619 1588.95 3442.73 41312.75 18.1727 1453.82 3149.93 37799.22 18.9161 1513.29 3278.79 39345.49 16.8081 1344.65 2913.40 34960.85 17.3073 1384.58 2999.93 35999.18 19.5373 20.5142 20.5142 1641.14 3555.79 42669.54 18.7668 1501.34 3252.91 39034.94 19.5373 1562.98 3386.47 40637.58 17.3406 1387.25 3005.70 36068.45 17.8731 1429.85 3098.00 37176.05 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 20.1254 21.1317 21.1317 1690.54 3662.83 43953.94 19.3376 1547.01 3351.85 40222.21 20.1254 1610.03 3488.40 41860.83 17.8952 1431.62 3101.83 37222.02 18.4168 1473.34 3192.25 38306.94 Step 8 20.7355 21.7723 21.7723 1741.78 3773.87 45286.38 19.9084 1592.67 3450.79 41409.47 20.7355 1658.84 3594.15 43129.84 18.4279 1474.23 3194.17 38330.03 18.9604 1516.83 3286.47 39437.63 Step 9 City of Flagstaff Pay Plan (with 1.2% decrease - 5/1/09) 2080 Hours 21.3456 22.4129 22.4129 1793.03 3884.90 46618.83 20.5142 1641.14 3555.79 42669.54 21.3456 1707.65 3699.90 44398.85 18.9604 1516.83 3286.47 39437.63 19.5373 1562.98 3386.47 40637.58 22.2665 1781.32 3859.53 46314.32 21.9448 23.0420 23.0420 1843.36 3993.95 47927.36 21.0733 1685.86 3652.71 43832.46 21.9448 1755.58 3803.77 45645.18 19.4596 1556.77 3373.00 40475.97 20.0698 1605.58 3478.77 41745.18 Step 10 Step 11 Step 12 Step 13 Appendix B - City of Flagstaff Pay Plan City of Flagstaff Annual Financial Plan 10846 10814 R08 108 10849 10827 10839 10845 10819 10848 10831 10826 10836 10852 10805 10820 10842 10854 10851 10812 10810 10843 10807 10808 10837 10809 10850 10841 10829 10840 10853 10803 20801 20802 8 B-2-4 Range Pos # 364 Accounts Specialist Buyer Cemetery Maint Specialist City Records Technician Code Compliance Officer I Collections Specialist Court Interpreter Database Analyst I (Series) Deputy City Clerk Development Services Specialist Engineering Tech IV Environmental Tech Floodplain Inspector HR Recruitment Specialist HVACR Technician Industrial Waste Insp Inspector I Legal Assistant Library Assistant II Mechanic II Meter Reader Supervisor Probation Service Officer Public Relations Associate Publications Specialist Sr Recreation Coordinator Utilities Program Assistant Warehouse Specialist Welder Executive Asst Sales Associate N Application Support Specialist I N GIS Specialist N N N N N N N N N N N N N N N N N N N N N N N N N N N N E E Position Title 18.6608 1492.86 3234.54 38814.46 19.5938 1567.50 3396.26 40755.10 18.6608 1492.86 3234.54 38814.46 Min Step 1 20.3278 1626.22 3523.49 42281.82 19.3598 1548.78 3355.70 40268.38 Step 2 21.0733 1685.86 3652.71 43832.46 20.0698 1605.58 3478.77 41745.18 Step 3 21.8071 1744.57 3779.90 45358.77 20.7687 1661.50 3599.91 43198.90 Step 4 22.5526 1804.21 3909.12 46909.41 21.4787 1718.30 3722.97 44675.70 22.3886 1791.09 3880.69 46568.29 23.2866 1862.93 4036.34 48436.13 22.1777 1774.22 3844.13 46129.62 24.0322 1922.58 4165.58 49986.98 22.8878 1831.02 3967.22 47606.62 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 24.7778 1982.22 4294.82 51537.82 23.5979 1887.83 4090.30 49083.63 Step 8 25.5116 2040.93 4422.01 53064.13 24.2968 1943.74 4211.45 50537.34 Step 9 City of Flagstaff Pay Plan (with 1.2% decrease - 5/1/09) 2080 Hours 26.2572 2100.58 4551.25 54614.98 25.0069 2000.55 4334.53 52014.35 26.1163 2089.30 4526.83 54321.90 27.0376 2163.01 4686.52 56238.21 25.7501 2060.01 4463.35 53560.21 Step 10 Step 11 Step 12 Step 13 Appendix B - City of Flagstaff Pay Plan City of Flagstaff Annual Financial Plan 365 11021 11015 11020 11023 11019 11017 11016 11011 11018 11025 11012 11026 11004 11008 11027 21002 11013 11022 10 B-2-6 R10 111 11 B-3-2 110 10 B-3-1 11109 11104 11108 11100 21108 21109 10946 10934 10903 R09 109 10909 10937 10944 10923 10920 10950 10945 10936 10907 10941 10952 10900 10942 10948 10947 10909 10933 10951 10916 10953 20903 9 B-2-5 Range Pos # Accountant I Brownfield Specialist Code Compliance Officer II Court Training Specialist Database Analyst II (Series) Engineering Tech Leadworker Environmental Code Specialist Environmental Program Specialist Fire Inspector II HR Benefits Specialist HR Generalist Inspector II Insurance Claims Specialist Jury Services Specialist Mechanic III Leadworker Police Caseworker Safety/Risk Mgt Specialist Sustainability Specialist Warrants Officer Wildland Fire Specialist II Librarian Associate Planner Building Plans Examiner Court IS Coordinator Engineering Inspector Recreation Supervisor Senior Procurement Specialist Administrative Specialist Supervisor Airport Operations Supervisor Court Services Supervisor Development Svs Supervisor Env Svcs Collection Supervisor Landfill Supervisor Maint Worker III Ldwkr Materials Tech II Streets Leadworker Library Supervisor N N N N E E Assistant Wildland Fire Manager Inspection Supervisor Parks Supervisor Police Corporal/Detective Police Spec Services Supervisor Police Support Services Supervisor N IT Services Supervisor N Police Emerg Comm Spec Supervisor N N N N N N N N N N N N N N N E N Application Support Specialist II N Network Administrator N Police Officer N N N N N N N N N N N N N N N N N N N N E Position Title 20.5468 1643.74 3561.45 42737.34 21.7490 1739.92 3769.83 45237.92 22.8990 1831.92 3969.16 47629.92 22.5217 1801.74 3903.76 46845.14 20.7133 1657.06 3590.31 43083.66 19.7813 1582.50 3428.76 41145.10 20.7704 1661.63 3600.20 43202.43 20.7133 1657.06 3590.31 43083.66 19.7813 1582.50 3428.76 41145.10 Min Step 1 22.5762 1806.10 3913.21 46958.50 23.7643 1901.14 4119.15 49429.74 21.5011 1720.09 3726.86 44722.29 21.5626 1725.01 3737.52 44850.21 21.5011 1720.09 3726.86 44722.29 20.5358 1642.86 3559.54 42714.46 Step 2 23.4264 1874.11 4060.58 48726.91 24.6518 1972.14 4272.98 51275.74 22.3109 1784.87 3867.22 46406.67 22.3547 1788.38 3874.81 46497.78 22.3109 1784.87 3867.22 46406.67 21.2902 1703.22 3690.30 44283.62 Step 3 24.2535 1940.28 4203.94 50447.28 25.5172 2041.38 4422.98 53075.78 23.0986 1847.89 4003.76 48045.09 23.1585 1852.68 4014.14 48169.68 23.0986 1847.89 4003.76 48045.09 22.0557 1764.46 3822.99 45875.86 Step 4 25.0923 2007.38 4349.33 52191.98 26.3826 2110.61 4572.98 54875.81 23.8974 1911.79 4142.22 49706.59 23.9507 1916.06 4151.45 49817.46 23.8974 1911.79 4142.22 49706.59 22.8102 1824.82 3953.77 47445.22 24.9625 1997.00 4326.83 51922.00 25.9195 2073.56 4492.71 53912.56 27.2480 2179.84 4722.99 56675.84 27.3700 2189.60 4744.13 56929.60 24.6852 1974.82 4278.77 51345.22 23.7365 1898.92 4114.33 49371.92 24.7427 1979.42 4288.73 51464.82 24.6852 1974.82 4278.77 51345.22 23.5645 1885.16 4084.51 49014.16 26.7464 2139.71 4636.04 55632.51 28.1243 2249.94 4874.88 58498.54 25.4728 2037.82 4415.29 52983.42 25.5350 2042.80 4426.07 53112.80 25.4728 2037.82 4415.29 52983.42 24.3190 1945.52 4215.29 50583.52 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 27.5852 2206.82 4781.43 57377.22 28.9786 2318.29 5022.96 60275.49 26.2716 2101.73 4553.74 54644.93 26.3387 2107.10 4565.37 54784.50 26.2716 2101.73 4553.74 54644.93 25.0845 2006.76 4347.98 52175.76 Step 8 28.4123 2272.98 4924.80 59097.58 29.8663 2389.30 5176.83 62121.90 27.0593 2164.74 4690.28 56283.34 27.1308 2170.46 4702.67 56432.06 27.0593 2164.74 4690.28 56283.34 25.8389 2067.11 4478.74 53744.91 Step 9 City of Flagstaff Pay Plan (with 1.2% decrease - 5/1/09) 2080 Hours 29.2627 2341.02 5072.20 60866.42 30.7316 2458.53 5326.81 63921.73 27.8692 2229.54 4830.66 57967.94 27.9113 2232.90 4837.96 58055.50 27.8692 2229.54 4830.66 57967.94 26.5822 2126.58 4607.58 55290.98 29.3781 2350.25 5092.20 61106.45 30.0083 2400.66 5201.44 62417.26 31.6081 2528.65 5478.74 65744.85 32.2183 2577.46 5584.51 67014.06 28.5793 2286.34 4953.75 59444.94 27.6917 2215.34 4799.89 57598.74 28.6569 2292.55 4967.20 59606.35 28.5793 2286.34 4953.75 59444.94 27.2923 2183.38 4730.67 56767.98 Step 10 Step 11 Step 12 Step 13 Appendix B - City of Flagstaff Pay Plan City of Flagstaff Annual Financial Plan 366 R13 113 13 C-4-2 R12 21338 21348 21324 21340 21320 21339 21337 21319 21326 21328 21347 21341 21335 21332 21333 21349 21346 21344 21321 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 E N 112 21246 21245 21253 21252 21257 21248 21264 21261 21266 21263 21260 21225 21201 21207 21236 21240 21259 21255 21265 21262 21267 21238 21243 21241 21203 21249 11301 N 12 C-4-1 Range Pos # Asst to City Mgr (Communications) Asst to City Mgr (Gov'tal Relations) Asst to City Mgr (Real Estate) Building Inspection Section Mgr Client Service Administrator City Clerk Comm & Nbrhood Planner Comm Hsng & Nbrhood Planner Construction Manager Customer Service Manager Environmental Services Manager Grants Manager HR Manager Land Trust Program Manager Multi Modal Transportation Planner Payroll Manager Streets Manager Business Retentn & Expansn Mgr GIS Manager Systems & Applications Mgr Accountant II Auditor II Code Compliance Supervisor Comm Hsng & Grants Administr Community Planner I Conservation Manager Economic Analyst Environ Program Manager Facilities Maintenance Supervisor Fleet Manager Housing Project Coordinator Human Resources Analyst Industrial Waste Supv Library Manager Marketing Manager Public Relations Manager Sales Manager Sustainability Manager System Administrator Utilities Plan Reviewer Visitor Center Manager Water Conservation Manager Database Analyst III GIS Systems Analyst Library Info Sys Coord Senior Network Administrator Police Sergeant Position Title 26.8862 2150.90 4660.27 55923.30 24.6962 1975.70 4280.67 51368.10 25.9388 2075.10 4496.06 53952.70 25.6059 2048.47 4438.36 53260.27 23.8309 1906.47 4130.69 49568.27 23.5202 1881.62 4076.83 48922.02 Min Step 1 26.8152 2145.22 4647.97 55775.62 24.6518 1972.14 4272.98 51275.74 Step 2 27.7027 2216.22 4801.80 57621.62 25.4617 2036.94 4413.36 52960.34 Step 3 28.5793 2286.34 4953.75 59444.94 26.2827 2102.62 4555.67 54668.02 Step 4 29.4779 2358.23 5109.50 61314.03 27.1037 2168.30 4697.97 56375.70 30.3433 2427.46 5259.51 63114.06 27.9246 2233.97 4840.26 58083.17 32.9263 2634.10 5707.23 68486.70 24.6962 1975.70 4280.67 51368.10 31.2309 2498.47 5413.36 64960.27 31.3584 2508.67 5435.46 65225.47 28.7346 2298.77 4980.66 59767.97 28.8067 2304.54 4993.16 59917.94 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 32.1073 2568.58 5565.27 66783.18 29.5556 2364.45 5122.97 61475.65 Step 8 33.0060 2640.48 5721.04 68652.48 30.3766 2430.13 5265.28 63183.33 Step 9 City of Flagstaff Pay Plan (with 1.2% decrease - 5/1/09) 2080 Hours 33.8713 2709.70 5871.03 70452.30 31.1975 2495.80 5407.57 64890.80 34.7588 2780.70 6024.86 72298.30 32.0074 2560.59 5547.95 66575.39 35.6353 2850.82 6176.79 74121.42 32.8285 2626.28 5690.27 68283.28 38.9664 3117.31 6754.18 81050.11 35.7979 2863.83 6204.97 74459.63 36.5672 2925.38 6338.31 76059.78 37.1109 2968.87 6432.56 77190.67 33.5828 2686.62 5821.02 69852.22 34.0932 2727.46 5909.49 70913.86 Step 10 Step 11 Step 12 Step 13 Appendix B - City of Flagstaff Pay Plan City of Flagstaff Annual Financial Plan R15 115 15 C-5-1 21524 21502 21517 21522 21527 21513 21514 21518 21521 21503 21519 21512 21520 21500 21528 21525 21526 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 21428 21433 21437 21429 21425 21410 21434 21419 21412 21435 21409 21431 21426 21424 21436 21432 N 14 C-4-3 Range Pos # Assistant City Engineer Building Official - Proj Rev Sctn Mgr Community Housing Manager Comm Reinvest & Eco Dev Mgr Finance Manager 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 Traffic Engineer Utilities Engineering Manager Water Resources Manager Asst to City Mgr (Risk Mgt) Comprehensive Planning Manager Deputy Court Administrator Facilities Mainenance Supt Field Service Manager Fleet Management Supt Parks Superintendent Police Communications Manager Police Support Svc Manager Recreation Superintendent Streets Superintendent Urban Design Planner Wastewater Treatment Mgr Water Production Manager Wildland Fire Manager Zoning Code Administrator Position Title 367 31.2198 2497.58 5411.43 64937.18 30.3876 2431.01 5267.18 63206.21 29.7331 2378.65 5153.74 61844.85 29.5112 2360.90 5115.27 61383.30 29.1229 2329.83 5047.97 60575.63 Min Step 1 31.4860 2518.88 5457.57 65490.88 30.5096 2440.77 5288.33 63459.97 Step 2 32.5732 2605.86 5646.02 67752.26 31.5193 2521.54 5463.35 65560.14 Step 3 33.6715 2693.72 5836.39 70036.72 32.5289 2602.31 5638.34 67660.11 Step 4 34.7588 2780.70 6024.86 72298.30 33.5385 2683.08 5813.34 69760.08 35.8572 2868.58 6215.25 74582.98 34.5369 2762.95 5986.40 71836.75 38.7160 3097.28 6710.77 80529.28 36.9444 2955.55 6403.70 76844.35 36.8724 2949.79 6391.21 76694.49 35.5576 2844.61 6163.32 73959.81 35.6742 2853.93 6183.52 74202.23 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 38.0317 3042.54 6592.16 79105.94 36.5561 2924.49 6336.39 76036.69 Step 8 39.1300 3130.40 6782.53 81390.40 37.5657 3005.26 6511.39 78136.66 Step 9 City of Flagstaff Pay Plan (with 1.2% decrease - 5/1/09) 2080 Hours 40.2284 3218.27 6972.92 83675.07 38.5754 3086.03 6686.40 80236.83 41.3045 3304.36 7159.45 85913.36 39.5849 3166.79 6861.38 82336.59 42.4029 3392.23 7349.84 88198.03 40.5834 3246.67 7034.46 84413.47 46.2122 3696.98 8010.11 96121.38 43.4679 3477.43 7534.44 90413.23 44.0116 3520.93 7628.68 91544.13 41.6041 3328.33 7211.38 86536.53 42.2254 3378.03 7319.07 87828.83 Step 10 Step 11 Step 12 Step 13 Appendix B - City of Flagstaff Pay Plan City of Flagstaff Annual Financial Plan 368 22300 213 26 22601 F-10-2 126 23 E-9-1 123 TOTAL CLASSIFICATIONS E City Manager E Deputy City Manager E E 20 E-8-1 120 22 E-8-3 122 Airport Director Assistant Public Works Director City Engineer Community Investment Director Finance Director Library Director Magistrate (appointed) Planning Director Purchasing Director Deputy Fire Chief Deputy Police Chief E Deputy City Attorney E E E E E E E E E E E E 21 E-8-2 121 Position Title E Capital Imp Engineer E CVB Director E Environ Services Operations Mgr 19 D-6-3 119 R18 21804 21723 21720 21722 21714 21724 21701 15300 21721 21707 21805 21801 17 D-6-1 117 18 D-6-2 118 21602 21607 21614 16 C-5-2 116 Range Pos # 35.8572 2868.58 6215.25 74582.98 37.6501 3012.01 6526.02 78312.21 37.3217 2985.74 6469.09 77629.14 40.1174 3209.39 6953.68 83444.19 42.3475 3387.80 7340.23 88082.80 46.8518 3748.14 8120.98 97451.74 51.0538 4084.30 8849.33 106191.90 54.6178 4369.42 9467.09 113605.02 31.8632 2549.06 5522.95 66275.46 34.3483 2747.86 5953.71 71444.46 Min Step 1 Step 2 Step 3 Step 4 44.9934 3599.48 7798.87 93586.38 47.2431 3779.45 8188.80 98265.65 46.8463 3747.70 8120.02 97440.20 50.9568 4076.54 8832.50 105989.94 54.4127 4353.02 9431.54 113178.42 60.2095 4816.76 10436.32 125235.76 65.6042 5248.34 11371.39 136456.74 70.9989 5679.90 12306.46 147677.50 39.5073 3160.58 6847.92 82175.08 43.1185 3449.48 7473.88 89686.48 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 Step 8 Step 9 City of Flagstaff Pay Plan (with 1.2% decrease - 5/1/09) 2080 Hours 54.1297 4330.38 9382.48 112589.78 56.8362 4546.90 9851.61 118219.30 56.3708 4509.66 9770.94 117251.26 61.7960 4943.68 10711.31 128535.68 66.4779 5318.23 11522.84 138274.03 73.5672 5885.38 12751.65 153019.78 80.1545 6412.36 13893.45 166721.36 87.3798 6990.38 15145.83 181749.98 47.1513 3772.10 8172.89 98074.70 51.8887 4151.10 8994.04 107928.50 Step 10 Step 11 Step 12 Step 13 Appendix B - City of Flagstaff Pay Plan City of Flagstaff 10813 N Firefighter 10905 N Fire Engineer 11300 N Fire Captain R29 13 C-4-2 213 Position Title 8 B-2-4 208 Range Pos # 13.3292 1492.87 3234.55 38814.63 14.8361 1661.64 25854.38 43202.72 18.5278 2075.11 4496.08 53952.95 Min Step 1 13.8284 1548.78 3355.69 40268.30 15.4018 1725.00 26840.20 44850.04 19.1537 2145.21 4647.96 55775.57 Step 2 14.3357 1605.60 3478.80 41745.56 15.9677 1788.38 27826.38 46497.94 19.7877 2216.22 4801.82 57621.78 Step 3 14.8349 1661.51 3599.94 43199.23 16.5419 1852.69 28827.02 48170.01 20.4138 2286.35 4953.75 59444.99 Step 4 15.3420 1718.30 3722.99 44675.90 17.1077 1916.06 29813.02 49817.62 21.0557 2358.24 5109.52 61314.20 15.8412 1774.21 3844.13 46129.57 17.6735 1979.43 30799.02 51465.23 21.6738 2427.47 5259.51 63114.11 16.3483 1831.01 3967.19 47606.25 18.2392 2042.79 31784.85 53112.55 22.3078 2498.47 5413.36 64960.31 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 16.8556 1887.83 4090.29 49083.51 18.8135 2107.11 32785.66 54784.91 22.9338 2568.59 5565.27 66783.23 Step 8 17.3548 1943.74 4211.43 50537.18 19.3792 2170.47 33771.49 56432.23 23.5758 2640.49 5721.06 68652.73 Step 9 17.8621 2000.56 4334.54 52014.44 19.9367 2232.91 34743.02 58055.67 24.1938 2709.71 5871.03 70452.35 Step 10 City of Flagstaff Pay Plan (with 1.2% decrease - 5/1/09) 2912 Hours 18.3930 2060.02 4463.37 53560.42 20.4692 2292.55 35670.99 59606.31 24.8277 2780.70 6024.86 72298.26 Step 11 25.4538 2850.83 6176.79 74121.47 Step 12 26.1194 2925.37 6338.31 76059.69 Step 13 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 369 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 2784.57 33414.78 2519.17 1285.18 16.0648 2 (LI#2) 30230.10 1162.70 14.5337 1 (L1#1) 3101.83 37222.02 3101.83 1431.62 17.8952 3 (LI#3) 37222.02 2784.57 33414.78 2519.17 30230.10 17.8952 3 (LI#3) 1431.62 16.0648 2 (LI#2) 1285.18 1162.70 14.5337 1 (L1#1) 41029.87 3419.16 1578.07 19.7259 4 (LII#1) 41029.87 3419.16 1578.07 19.7259 4 (LII#1) 45483.57 3790.30 1749.37 21.8671 5 (LII#2) 45483.57 3790.30 1749.37 21.8671 5 (LII#2) City of Flagstaff Pay Plan (with 1.2% decrease - 5/1/09) Skill Based Pay 50583.52 4215.29 1945.52 24.3190 6 (LII#3) 50583.52 4215.29 1945.52 24.3190 6 (LII#3) 56767.98 4730.67 2183.38 27.2923 7 (Max) 56767.98 4730.67 2183.38 27.2923 7 (Max) Appendix B - City of Flagstaff Pay Plan 370 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 371 Step 1 #REF! 10.86 1859.57 22314.86 Step 1 #REF! 10.86 1859.57 22314.86 Step 1 10.7283 858.26 1859.57 22314.86 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! #REF! #REF! #REF! 13.8998 14.4284 14.9568 15.4854 16.0140 16.5426 17.0712 17.5997 18.1283 11.39 11.93 12.46 13.00 13.53 1111.98 1154.27 1196.54 1238.83 1281.12 1323.41 1365.70 1407.98 1450.26 1951.20 2042.82 2134.43 2226.05 2317.67 2409.30 2500.92 2592.51 2684.14 2775.76 2867.38 2959.01 3050.61 3142.24 23414.35 24513.84 25613.12 26712.61 27812.10 28911.58 30011.07 31110.14 32209.63 33309.12 34408.61 35508.10 36607.38 37706.86 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! 12.3140 12.8426 13.3712 13.8998 14.4284 14.9568 15.4854 16.0140 16.5426 #REF! #REF! #REF! 11.39 11.93 985.12 1027.41 1069.70 1111.98 1154.27 1196.54 1238.83 1281.12 1323.41 17.28 17.81 18.35 1951.20 2042.82 2134.43 2226.05 2317.67 2409.30 2500.92 2592.51 2684.14 2775.76 2867.38 2959.01 3050.61 3142.24 23414.35 24513.84 25613.12 26712.61 27812.10 28911.58 30011.07 31110.14 32209.63 33309.12 34408.61 35508.10 36607.38 37706.86 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 11.2569 11.7855 12.3140 12.8426 13.3712 13.8998 14.4284 14.9568 #REF! #REF! #REF! #REF! #REF! #REF! 900.55 942.84 985.12 1027.41 1069.70 1111.98 1154.27 1196.54 15.67 16.21 16.74 17.28 17.81 18.35 1951.20 2042.82 2134.43 2226.05 2317.67 2409.30 2500.92 2592.51 2684.14 2775.76 2867.38 2959.01 3050.61 3142.24 23414.35 24513.84 25613.12 26712.61 27812.10 28911.58 30011.07 31110.14 32209.63 33309.12 34408.61 35508.10 36607.38 37706.86 Zone 1 City of Flagstaff Pay Plan (with 1.2% decrease - 5/1/09) 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 14.27 1128.08 2444.17 29330.08 Step 1 14.27 1128.08 2444.17 29330.08 Step 1 14.1010 1128.08 2444.17 29330.08 372 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 14.84 15.41 15.97 16.54 17.11 17.4626 18.0229 18.5832 19.1434 19.7038 20.2640 1172.90 1217.72 1262.55 1307.37 1352.19 1397.01 1441.83 1486.66 1531.47 1576.30 1621.12 2541.29 2638.39 2735.53 2832.63 2929.75 3026.85 3123.97 3221.09 3318.19 3415.33 3512.43 30495.50 31660.72 32826.35 33991.57 35156.99 36322.21 37487.63 38653.06 39818.27 40983.90 42149.12 Zone 3 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 14.84 15.41 15.7819 16.3421 16.9024 17.4626 18.0229 18.5832 19.1434 19.7038 20.2640 1172.90 1217.72 1262.55 1307.37 1352.19 1397.01 1441.83 1486.66 1531.47 1576.30 1621.12 2541.29 2638.39 2735.53 2832.63 2929.75 3026.85 3123.97 3221.09 3318.19 3415.33 3512.43 30495.50 31660.72 32826.35 33991.57 35156.99 36322.21 37487.63 38653.06 39818.27 40983.90 42149.12 Zone 2 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 14.6613 15.2215 15.7819 16.3421 16.9024 17.4626 18.0229 18.5832 19.38 19.94 20.51 1172.90 1217.72 1262.55 1307.37 1352.19 1397.01 1441.83 1486.66 1531.47 1576.30 1621.12 2541.29 2638.39 2735.53 2832.63 2929.75 3026.85 3123.97 3221.09 3318.19 3415.33 3512.43 30495.50 31660.72 32826.35 33991.57 35156.99 36322.21 37487.63 38653.06 39818.27 40983.90 42149.12 Zone 1 City of Flagstaff Pay Plan (with 1.2% decrease - 5/1/09) Broad Banding Administrative Specialist Step 13 20.8243 1665.94 3609.55 43314.54 Step 13 21.08 1665.94 3609.55 43314.54 Step 13 21.08 1665.94 3609.55 43314.54 Step 14 Step 15 21.3845 21.9448 1710.76 1755.58 3706.65 3803.77 44479.76 45645.18 Step 14 Step 15 21.64 22.21 1710.76 1755.58 3706.65 3803.77 44479.76 45645.18 Step 14 Step 15 21.64 22.21 1710.76 1755.58 3706.65 3803.77 44479.76 45645.18 Appendix B - City of Flagstaff Pay Plan 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 20.02 1582.50 3428.76 41145.10 Step 1 20.02 1582.50 3428.76 41145.10 Step 1 19.7813 1582.50 3428.76 41145.10 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 20.88 21.73 22.59 23.44 24.30 24.8499 25.6947 26.5396 27.3842 28.2290 29.0738 29.9185 30.7633 31.6081 1650.10 1717.67 1785.26 1852.83 1920.42 1987.99 2055.58 2123.17 2190.74 2258.32 2325.90 2393.48 2461.06 2528.65 3575.21 3721.62 3868.05 4014.47 4160.90 4307.32 4453.75 4600.20 4746.59 4893.03 5039.46 5185.87 5332.31 5478.74 42902.50 44659.47 46416.66 48173.63 49930.82 51687.79 53444.98 55202.37 56959.14 58716.32 60473.50 62230.48 63987.66 65744.85 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 20.88 21.73 22.3157 23.1604 24.0052 24.8499 25.6947 26.5396 27.3842 28.2290 29.0738 30.28 31.14 31.99 1650.10 1717.67 1785.26 1852.83 1920.42 1987.99 2055.58 2123.17 2190.74 2258.32 2325.90 2393.48 2461.06 2528.65 3575.21 3721.62 3868.05 4014.47 4160.90 4307.32 4453.75 4600.20 4746.59 4893.03 5039.46 5185.87 5332.31 5478.74 42902.50 44659.47 46416.66 48173.63 49930.82 51687.79 53444.98 55202.37 56959.14 58716.32 60473.50 62230.48 63987.66 65744.85 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 20.6262 21.4709 22.3157 23.1604 24.0052 24.8499 25.6947 26.5396 27.72 28.57 29.43 30.28 31.14 31.99 1650.10 1717.67 1785.26 1852.83 1920.42 1987.99 2055.58 2123.17 2190.74 2258.32 2325.90 2393.48 2461.06 2528.65 3575.21 3721.62 3868.05 4014.47 4160.90 4307.32 4453.75 4600.20 4746.59 4893.03 5039.46 5185.87 5332.31 5478.74 42902.50 44659.47 46416.66 48173.63 49930.82 51687.79 53444.98 55202.37 56959.14 58716.32 60473.50 62230.48 63987.66 65744.85 Zone 1 City of Flagstaff Pay Plan (with 1.2% decrease - 5/1/09) Broad Banding Specialists Appendix B - City of Flagstaff Pay Plan 373 City of Flagstaff Annual Financial Plan Pos # Position Title 81101 E Laboratory Spec Pos # Position Title 81102 E Laboratory Spec Pos # Position Title 81103 E Laboratory Spec Band B41 Band B42 Band B43 Step 1 41145.10 Step 1 41145.10 Min 41145.10 Step 2 Step 3 Step 4 Step 5 Step 6 Min 42992.98 44840.85 46688.51 48536.18 50384.05 52231.71 Step 2 Step 3 Min 42992.98 44840.85 46688.51 Mid 48536.18 Zone 1 Mid 54079.79 Zone 2 Mid 59622.99 Zone 3 Max 67014.06 Max Step 13 Step 14 Step 15 61470.86 63318.53 65166.40 67014.06 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 55927.46 57775.12 59622.99 61470.86 63318.53 65166.40 67014.06 City of Flagstaff Pay Plan (with 1.2% decrease - 5/1/09) Broad Banding Specialist (Exempt) Appendix B - City of Flagstaff Pay Plan 374 City of Flagstaff Annual Financial Plan 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 Band B53 Step 1 48922.02 Step 1 48922.02 Min 48922.02 Step 2 Step 3 Step 4 Step 5 Step 6 Min 51701.10 54480.19 57259.28 60038.37 62817.25 65596.34 Step 2 Step 3 Min 51701.10 54480.19 57259.28 Zone 1 Mid 60038.37 Zone 2 Mid 68375.42 Zone 3 Mid 76712.69 Max 87828.83 Max Step 13 Step 14 Step 15 79491.57 82270.86 85049.95 87828.83 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 71154.51 73933.60 76712.69 79491.57 82270.86 85049.95 87828.83 City of Flagstaff Pay Plan (with 1.2% decrease - 5/1/09) Broad Banding Managers (Exempt) Appendix B - City of Flagstaff Pay Plan 375 City of Flagstaff Annual Financial Plan 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 R61 Band R62 Band R63 Step 1 63604.32 Step 1 63604.32 Min 63604.32 Step 2 Step 3 Step 4 Step 5 Step 6 Min 66416.90 69229.47 72041.84 74854.21 77666.78 80479.15 Step 2 Step 3 Min 66416.90 69229.47 72041.84 Mid 74854.21 Zone 1 Mid 83291.73 Zone 2 Zone 3 Mid 91728.83 Max 102978.51 Max Step 13 Step 14 Step 15 94541.20 97353.57 100166.14 102978.51 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 86103.89 88916.26 91728.83 94541.20 97353.57 100166.14 102978.51 City of Flagstaff Pay Plan (with 1.2% decrease - 5/1/09) Broad Banding Assistant City Attorney Appendix B - City of Flagstaff Pay Plan 376 City of Flagstaff Annual Financial Plan Pos # Position Title 81501 E Sr. Asst. City Atty Pos # Position Title 81502 E Sr. Asst. City Atty Pos # Position Title 81503 E Sr. Asst. City Atty Band R71 Band R72 Band R73 Mid 78762.11 Zone 1 Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Min 64937.18 68393.10 71849.44 75305.57 78762.11 82218.45 85674.37 Step 1 Step 2 Step 3 Min 64937.18 68393.10 71849.44 75305.57 Min 64937.18 Mid 89130.91 Zone 2 Zone 3 Mid 99499.92 Max 113324.85 Max Step 13 Step 14 Step 15 102956.05 106412.38 109868.51 113324.85 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 92587.25 96043.58 99499.92 102956.05 106412.38 109868.51 113324.85 City of Flagstaff Pay Plan (with 1.2% decrease - 5/1/09) Broad Banding Sr. Asst. City Attorney Appendix B - City of Flagstaff Pay Plan 377 City of Flagstaff Annual Financial Plan Pos # Position Title 81602 N Equipment Operator 81702 N Maintenance Worker Band B82 0.012 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! 1074.82 2328.79 27945.42 Step 1 #REF! 1074.82 2328.79 27945.42 Step 1 13.4353 1074.82 2328.79 27945.42 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! 17.32 17.97 18.62 19.27 19.9168 20.5649 21.2132 21.8613 22.5094 23.1575 23.8057 24.4539 25.1020 25.7501 1126.67 1178.53 1230.38 1282.23 1334.09 1385.94 1437.78 1489.64 1541.50 1593.34 1645.19 1697.06 1748.90 1800.75 1852.60 1904.46 1956.31 2008.16 2060.01 2441.12 2553.48 2665.83 2778.17 2890.52 3002.86 3115.20 3227.55 3339.91 3452.25 3564.58 3676.95 3789.29 3901.63 4013.97 4126.32 4238.68 4351.01 4463.35 29293.47 30641.73 31989.98 33338.03 34686.29 36034.34 37382.38 38730.64 40078.90 41426.94 42774.99 44123.46 45471.50 46819.55 48167.60 49515.86 50864.11 52212.16 53560.21 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! 15.38 16.03 16.6761 17.3242 17.9723 18.6205 19.2687 19.9168 20.5649 21.2132 21.8613 22.5094 1126.67 1178.53 1230.38 1282.23 1334.09 1385.94 1437.78 1489.64 1541.50 1593.34 1645.19 1697.06 1748.90 1800.75 2441.12 2553.48 2665.83 2778.17 2890.52 3002.86 3115.20 3227.55 3339.91 3452.25 3564.58 3676.95 3789.29 3901.63 29293.47 30641.73 31989.98 33338.03 34686.29 36034.34 37382.38 38730.64 40078.90 41426.94 42774.99 44123.46 45471.50 46819.55 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 14.0834 14.7316 15.3798 16.0279 16.6761 17.3242 17.9723 18.6205 19.2687 #REF! #REF! #REF! #REF! #REF! 1126.67 1178.53 1230.38 1282.23 1334.09 1385.94 1437.78 1489.64 1541.50 1593.34 1645.19 1697.06 1748.90 1800.75 2441.12 2553.48 2665.83 2778.17 2890.52 3002.86 3115.20 3227.55 3339.91 3452.25 3564.58 3676.95 3789.29 3901.63 29293.47 30641.73 31989.98 33338.03 34686.29 36034.34 37382.38 38730.64 40078.90 41426.94 42774.99 44123.46 45471.50 46819.55 Zone 1 City of Flagstaff Pay Plan (with 1.2% decrease - 5/1/09) Broad Banding Equipment Operator/Maintenance Worker Appendix B - City of Flagstaff Pay Plan 378 City of Flagstaff Appendix C – Resolution for Budget Adoption RESOLUTION NO. 2009-28 A RESOLUTION FOR THE ADOPTION OF THE BUDGET FOR FISCAL YEAR 20092010; 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 2, 2009 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 2, 2009, 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 28, 2009, 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 2009-2010. 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 16, 2009. PASSED AND ADOPTED by the City Council and approved by the Mayor of the City of Flagstaff this 16th day of June, 2009. /s/ Sara Presler MAYOR ATTEST: /s/ Margie Brown CITY CLERK APPROVED AS TO FORM: /s/ Patricia J. Boomsma CITY ATTORNEY Annual Financial Plan 379 City of Flagstaff Appendix D – Ordinance for Property Tax Levy ORDINANCE NO. 2009-23 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, 2010, AND DECLARING AN EMERGENCY. WHEREAS, by the provisions of State law, the ordinance levying taxes for fiscal year 2009-2010 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 0.6547 for the fiscal year ending on the 30th day of June, 2010. 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, 2010. 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 28, 2009. th PASSED AND ADOPTED by the City Council and approved by the Mayor of the City of Flagstaff this 28 day of July, 2009. /s/ Sara Presler MAYOR ATTEST: /s/ Margie Brown CITY CLERK APPROVED AS TO FORM: /s/ Patricia Boomsma CITY ATTORNEY Annual Financial Plan 380 City of Flagstaff Appendix E- Full Cost Plan Summary of Allocation Basis Full-Cost Plan Summary of Allocation Basis Public Information Officer-Personal services of units supervised or served. Building Use: City Hall-Gross square feet of assigned spaces. Coconino Warehouse-Gross square feet of assigned space. APS Building-Gross square feet of assigned space. Single Use-Value of building utilized. City Clerk: Agenda Process-Total operating expenses. Records Management-Number of boxes stored. Citywide support-Number of FTE’s per department. Other Services-Total operating expenses. City Attorney: Civil Division-FY 2007 requests for legal services. Council-Direct allocation to Council. 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. Human Resources: Recruitment-Number of FTE’s served, Police at 1.5. Training/Benefits-Number of full-time equivalent positions served, excluding temporaries. Non-Departmental General Admin: Personal-Number of full-time equivalent positions served including temporaries. Fiscal-Total operating expenses. 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 Employee Benefits: Services-Personal services of units supervised or served. Management Services Administration: Department Admin-Total expenditures. 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 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. Management Services Mail Services: Mail Services-FY 2007 mail charges. Non-Departmental Consultants: Audit & Fiscal-Total operating expenses of units served. Management Services Warehouse: Warehouse Services-Cost of items issued through warehouse. Council & Commissions: Council-Total operating expenses. Management Services Property Mgmt: Property Management Services-Estimated effort spent on projects. 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. Annual Financial Plan Non-Departmental Copy Center: Copy Center Services-Actual copy center charges. Information Systems: General Support-Number of personal computers supported. GIS-Relative effort for departments supported. 381 City of Flagstaff Appendix E- Full Cost Plan Summary of Allocation Basis 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. Fleet Services: Services-Charges for services provided by Public Works Mechanical Shop. 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. Sales Tax & Licensing: Collections-Estimated level of effort provided by Collections. Accounts Receivable-Estimated level of effort provided by Accounts Receivable. Other-Direct allocation to General Fund-Other. Community Development Admin: Department Administration-Level of effort provided. Administrative Assistant-Level of effort provided. Community Improvements: Administration-Level of administrative effort. Traffic-Direct allocation to Highway User. Public Works Administration: Director-Estimated effort expended by Public Works Director. Secretary-Estimated effort expended by Public Works Director’s Secretary. Community Investments: Planning Services-Total operating expenses. Housing-Direct allocation to-other. Codes-Direct allocation to-other. 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. Annual Financial Plan Contributions: United Way-Total expenditures. 382 City of Flagstaff Appendix F – Council Goals The FY 2010 City Council Priorities are as follows: PUBLIC SAFETY Increase the visibility and availability of public safety services, through best practices and maximizing resources, to prevent crime and fires. FAMILY, YOUTH & COMMUNITY Improve opportunities for all members of our community to actively participate, invest and feel a part of a high quality of life community. AFFORDABLE HOUSING Facilitate an environment where housing opportunities, both in acquiring and sustaining, match the income diversity of our community. Facilitate a regulatory, market and where necessary, assisted housing environment to match the income continuum of Flagstaff. FACILITIES & BASIC SERVICES Identify and provide the desired or current service levels and accompanying facilities of basic municipal services. COMMUNITY SUTAINABILITY Encourage the community and operate the government in a manner that sustains economic vitality, environmental protection, and social inclusion so that current and future residents and visitors may enjoy the same or better quality of life. FISCAL HEALTH (Management Goal) 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. Annual Financial Plan 383 City of Flagstaff Appendix G - Glossary BONDS PROCEEDS – Debt issuances derived from the sale of bonds for the purpose of constructing major capital facilities. 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. 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. ACTIVITY – The purpose/activity or group of subactivities within a function/program for which the city is responsible. 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. ADOPTED BUDGET – Formal action made by City Council that sets the spending limits for the fiscal year. BUDGET MESSAGE – The opening section of the budget that provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the current and previous fiscal years, and recommendations regarding the financial policy for the coming period. 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. 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 – Those items valued over $5,000 with a life expectancy of at least three years. 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 APPROPRIATION – An authorization granted by the City Council to make expenditures and to incur obligations for purposes specified in the Appropriation Ordinance. CAPITAL OUTLAY – Expenditures that result in the acquisition of or addition to fixed assets. ARB – Accident Review Board – A committee comprised of City Employees from various departments designated to review employee accidents that result in property damage. 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. ASSESSED VALUATION – A valuation set upon real estate or other property by the County Assessor and the State as a basis for levying taxes. (Primary or Secondary) CARRYFORWARD – Any equipment, contractual, commodity, or capital project that has been previously approved by the Mayor and Council but for various reasons has not been implemented on schedule. Under the State laws and generally accepted accounting principals only those costs relating to work actually done on or before the last day of the fiscal year can be reflected on the financial statements of that fiscal year. To avoid having to charge the project costs estimated to be incurred in a subsequent fiscal year as an unbudgeted item for that year and, therefore, a violation of State budget law, such project and the associated projected costs are included in the subsequent year's budget. BALANCED BUDGET – A budget in which current revenues equal current expenditures. The State or local government may set the legal requirements for a balanced budget. BOND – A written promise to pay a specified sum of money, called the face value or principal amount, at a specified date or dates in the future, called the maturity date(s), together with periodic interest at a specific rate. BOND FUNDS – Are used to account for the purchase or construction of major capital facilities that are not financed by other funds. The use of bond funds is necessary to demonstrate that bond proceeds are spent only in amounts and for purposes authorized. Annual Financial Plan COMMODITIES – Expendable items used by operating or construction activities. Examples include office supplies, repair and replacement parts for equipment, fuels and lubricants, etc. 384 City of Flagstaff Appendix G - Glossary 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. Economic Estimates Commission, based on population growth and inflation, sets this limit. 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. CONTINGENCY – Monies set aside as carryover to the following fiscal year, but which can be used to finance unforeseen expenditures of the various operating funds. FIT – Flagstaff Interagency Taskforce for Safe Housing – an interagency team with the purpose of identifying and correcting unsafe housing and living conditions in the Flagstaff area. CONTRACTUAL SERVICES – Contracted service used for operating or construction activities. Examples include Legal Fees, Postage & Freight, Rents, Utilities, and Debt Service costs. FIXED ASSETS – Assets of a long-term character that is intended to continue to be held or used, such as land, buildings, machinery, furniture and other equipment. COST CENTER – An organizational budget and/or operating unit within each City division or department. FUND – An independent fiscal and accounting entity with a self-balancing set of accounts recording cash and/or other resources, together with all related liabilities, for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations. DEBT SERVICE – Payment of principal, interest, and related service charges on obligations resulting from the issuance of bonds. DEBT SERVICE FUND REQUIREMENTS – The amounts of revenue that must be provided for a Debt Service Fund so that all principal and interest payments can be made in full on schedule. FUND BALANCE – Fund balance is the excess of assets over liabilities and reserves and is, therefore, also known as surplus funds. 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. GENERAL ADMINISTRATION DEPARTMENT – Refers to the following group of Divisions: City Manager, City Clerk, Capital Management, Law, City Court, Tourism Administration, and Visitor Services. EMT - Executive Management Team - Team members selected from throughout the organization to participate in process improvement regarding organizational development. GENERAL FUND – A fund used to account for all general-purpose transactions of the City that do not require a special type of fund. ENCUMBRANCES – Obligations in the form of purchase orders, or contracts, which are chargeable to an appropriation and for which a part of the appropriation is reserved. They cease to be encumbered when the obligations are paid or otherwise liquidated. GENERAL GOVERNMENT REVENUE – The revenues of a government other than those derived from and retained in an enterprise fund. ENTERPRISE FUND – An Accounting entity established to account for the acquisition, operation and maintenance of governmental facilities, and services which are entirely or predominately self-supporting. GENERAL OBLIGATION BONDS – (G.O.) Bonds that finance a variety of public projects such as streets, buildings, and improvements. The repayment of these bonds is usually made from secondary property taxes. ESTIMATED REVENUE – The amount of projected revenue to be collected during the fiscal year. GOAL – A statement of broad direction, purpose or intent based on the needs of the community. A goal is general and timeless; that is, it is not concerned with a specific achievement in a specific time period. EXPENDITURE/EXPENSE – This term refers to the outflow of funds paid for an asset obtained or goods and services obtained. GRANT – A contribution by the state or federal government or other agency to support a particular function. EXPENDITURE LIMITATION – The Arizona State Legislature imposed constitutional amendment that limits the annual expenditures of all municipalities. The Annual Financial Plan 385 City of Flagstaff Appendix G - Glossary INTERFUND TRANSFER – Amounts transferred from one fund to another. 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. 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. 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. PRIMARY TAXES & VALUES – Primary or "limited" values are used to calculate primary property taxes which are collected to fund the maintenance and operation of school districts, community college districts, counties, cities and state government. Primary values and taxes are both "limited" as to how much they can increase if no changes have been made to the property. NON-DEPARTMENTAL – Refers to the following Divisions: Contributions to Other Agencies, G.O.B.-Debt Service, Council & Commissions, Non-Departmental, Real Estate Proceeds, Firemen's Pension, Special Assessments and Transit. 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-RECURRING REVENUE – Revenue which is a one-time receipt or which is not received on a continual basis. PROPERTY TAX LEVY – The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. NRFP – North Reservoir Filtration Plant PRV – Pressure reduction valve OBJECTIVES – A statement of specific measurable outcomes that contribute toward accomplishing the departmental mission. PUBLIC WORKS DEPARTMENT – Refers to the following Divisions: Airport, Facilities Maintenance, Cemetery, Mechanical Shop, Parks and Recreation, Environmental Services and Streets. OPERATING BUDGET – A budget for general expenditures such as salaries, utilities, and supplies. PURCHASED CAPITAL OUTLAY – Acquisition of any item of capital that is complete in and of itself when it is purchased. 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. OUTSIDE AGENCIES – Refers to organizations, which are not associated with or can be allocated to any particular Department. RESERVES – Account that records a portion of the fund equity that must be segregated for some future use and that is, therefore, not available for further appropriation or expenditure. PERFORMANCE INDICATORS – Measures used to evaluate the performance of a program or activity. Effectiveness and efficiency are two types of "outcome" performance indicators. RESTRICTED REVENUES – Are legally restricted for a specific purpose by the Federal, State, and local government. PERSONAL SERVICES – All employers costs related to compensating employees of the City of Flagstaff, including employee fringe benefit costs such as City portion of retirement, social security, and health and industrial insurance. REVENUES – Amounts estimated to be received from taxes and other sources during the fiscal year. SECONDARY PROPERTY TAXES – Ad valorem taxes or special property assessments used to pay the principal and interest charges on any bonded indebtedness or other lawful long-term obligation issued or incurred for a specific purpose by a municipality. PERSONNEL SERVICES – Expenditures for salaries, wages and fringe benefits of a government's employees. Annual Financial Plan 386 City of Flagstaff Appendix G - Glossary 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. TAX RATE – The amount of tax levied for each $100 of assessed valuation. URBAN DESIGN – Refers to the following group of Divisions: Beautification-General Administration, Streetscape, Flagstaff Urban Trails System, Rehabilitation Projects, and Reserve-Beautification. 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. UTILITIES DEPARTMENT – Refers to the following Divisions: Betterments & Improvements Water District, Betterments & Improvements Water Production, Debt Service-Sewer, Debt Service-Water, Lake Mary Water Plant, Meter Reading, North Reservoirs, Utilities Administration, Wastewater Collection, Wastewater Collection Improvements, Wastewater Monitoring, Wastewater Treatment Improvements, Wastewater Treatment Plant, Water Distribution System, Woody Mountain Wells, and Reclaimed Plant. STREET AND HIGHWAY BONDS – Bonds that are secured by the City's Highway User Revenues and used for the construction of street, highway and related capital projects. TAX LEVY – The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. Annual Financial Plan 387 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 Americans with Disabilities Act Arizona Department of Environmental Quality Arizona Department of Commerce Arizona Department of Transportation Arizona Department of 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 Comprehensive 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 Annual Financial Plan 388 City of Flagstaff Appendix H – List of Acronyms ACRONYMS Acronym Description FCP FEMA FHA 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 Flagstaff Cultural Partners Federal Emergency Management Agency Flagstaff Housing Authority 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 Annual Financial Plan 389 City of Flagstaff Appendix H – List of Acronyms ACRONYMS Acronym Description MIS MOU MPO MRF MSW NACOG 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 Management Information Systems Memorandum of Understanding Metropolitan Planning Organization Materials Recovery Facility Municipal Solid Waste Northern Arizona Council of Government 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 390 City of Flagstaff Cit y of Flagstaf f 211 West Aspen Avenue Flagstaf f, Arizona 86001 w w w.flagstaf f. az .gov