2011 F L A G S TA F F, Strengthening Flagstaff’s Economic Future With Sustainable Technologies A R I Z O N A Cit y of Flagstaf f Annual Budget and Financial Plan 2010 –2011 Annual Budget and Financial Plan Fiscal Year 2010-2011 City of Flagstaff, Arizona CITY COUNCIL Sara Presler, Mayor Celia Barotz, Vice-Mayor Art Babbott Karla Brewster Coral Evans Scott Overton Al White BUDGET TEAM Kevin Burke, City Manager James S. Wine, Deputy City Manager Ben Fisk, Deputy City Manager Barbara Goodrich, Management Services Director Rick Tadder, Finance Director Brandi Suda, Finance Manager Shannon Anderson, Human Resources Director Ladd Vagen, Information Technology Director PREPARED BY Tricia Almendarez, Payroll Manager Stacey Brechler-Knaggs, Grants Manager Carol Hartz, Accountant I Merle McCabe, Accountant I Debbie Nichols, Accountant II Wanda Noffz, Accountant I Maryellen Pugh, Finance Manager Brandi Suda, Finance Manger 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, 2009. 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 Budget Process ............................................................................................ 6 Budget Calendar........................................................................................... 6 Assumptions and Strategies Economic Overview and Revenue Forecast ................................................. 7 Expenditures .............................................................................................. 10 Fund Summaries General Fund.............................................................................................. 11 Highway User Revenue Fund ..................................................................... 12 Transportation Fund ................................................................................... 13 Library Fund ............................................................................................... 14 BBB Funds ................................................................................................. 15 Utilities Fund ............................................................................................... 19 Environmental Services Fund ..................................................................... 20 Airport Fund ................................................................................................ 21 Stormwater Fund ........................................................................................ 21 Five-Year Projections by Fund .............................................................................. 22 Revenues General Fund.............................................................................................. 25 BBB Funds ................................................................................................. 29 Highway User Revenue Fund ..................................................................... 29 Enterprise Funds ........................................................................................ 31 Capital Budget Relationship between Operating and Capital Budget ................................. 33 Capital Improvement Plan .......................................................................... 34 Capital Plan Implications ............................................................................ 35 Debt Debt Capacity ............................................................................................. 36 Current Debt Position ................................................................................. 36 Debt Service ............................................................................................... 37 Annual Financial Plan iii City of Flagstaff FY 2011 City Council Priorities.............................................................................. 38 POLICIES AND PROCEDURES Fiscal Policies General ....................................................................................................... 39 Enterprise Funds ........................................................................................ 39 Real Estate Proceeds Fund ........................................................................ 40 Debt Performance ...................................................................................... 40 Debt Management ...................................................................................... 40 Fund Balances and Reserves .................................................................... 41 Expenditure Limitation Control ................................................................... 41 Budget Policies ........................................................................................... 41 Revenue Distribution .................................................................................. 42 Operating Budget Impact ............................................................................ 42 Minimum Levels of Capital Investment ....................................................... 43 Non-Recurring Revenues ........................................................................... 43 ISSUES AND UPDATES Personal Service Costs Compensation ............................................................................................ 45 Benefits ...................................................................................................... 45 Classification .............................................................................................. 47 Reclasses, Reranges, Retitles, Rezones ................................................... 47 Reorganizations.......................................................................................... 48 Position Additions/Deletions ....................................................................... 50 Cost Allocation ...................................................................................................... 52 Fleet Management ................................................................................................ 53 Five-Year Information Technology Plan ................................................................ 54 FINANCIAL SUMMARIES Schedule 1: Total Resources and Appropriations Summary ...................... 63 Schedule 2: Tax Levy ................................................................................. 64 Schedule 3: Revenues Other Than Property Taxes ................................... 65 Schedule 4: Transfer and Proceeds from Other Sources ........................... 69 Schedule 5: Grant Revenues ..................................................................... 74 Schedule 6: Appropriations by Fund........................................................... 76 Schedule 7: Appropriations by Department ................................................ 79 Schedule 8: Operating Capital .................................................................... 82 Schedule 9: Capital Improvement Program ................................................ 83 Schedule 10: Debt Service ......................................................................... 85 Schedule 11: Five-Year Plans .................................................................... 86 General Fund ..................................................................................... 86 Library Fund ....................................................................................... 88 Highway User Fund ............................................................................ 89 Transportation Fund ........................................................................... 90 Beautification Fund ............................................................................. 91 Economic Development Fund ............................................................ 92 Tourism Fund ..................................................................................... 93 Arts and Science Fund ....................................................................... 94 Annual Financial Plan iv City of Flagstaff BBB-Recreation Fund......................................................................... 95 Real Estate Proceeds Fund ................................................................ 96 Housing and Community Services Fund ............................................ 97 Metro Planning Organization Fund ..................................................... 98 General Obligation Bond Fund ........................................................... 99 Secondary Property Tax Fund .......................................................... 100 Special Assessment Bond Fund ....................................................... 101 Perpetual Care Fund ........................................................................ 102 Special Improvement District Fund ................................................... 103 Capital Projects Fund (MFC) ............................................................ 104 Capital Projects Fund (GO Bond) ..................................................... 105 Water and Wastewater Fund ............................................................ 106 Airport Fund ...................................................................................... 107 Environmental Service Fund ............................................................ 108 Stormwater Utility Fund .................................................................... 109 Flagstaff Housing Authority Fund ..................................................... 110 Schedule 12: Summary of All Fiscal Activity ............................................. 111 DIVISION DETAIL GENERAL ADMINISTRATION ........................................................................... 113 City Manager (01) ..................................................................................... 115 Real Estate (0109).................................................................................... 117 City Clerk (0111)....................................................................................... 119 Human Resources (04) ............................................................................ 124 Risk Management (05) ............................................................................. 128 City Attorney (07)...................................................................................... 131 Information Technology (08) ..................................................................... 134 Flagstaff Municipal Court (65) .................................................................. 137 MANAGEMENT SERVICES ............................................................................... 145 Customer Service (06) .............................................................................. 147 Purchasing (09) ........................................................................................ 150 Tax, Licensing, & Revenue (10) ............................................................... 153 Finance/Budget (13) ................................................................................. 157 COMMUNITY DEVELOPMENT .......................................................................... 161 Capital Improvement (03) ......................................................................... 163 Flagstaff Metropolitan Planning Organization (MPO) (14) ........................ 167 Community Development Administration (15) .......................................... 170 Planning & Development Services (16) .................................................... 172 Engineering (17) ....................................................................................... 181 Housing (19) ............................................................................................. 188 Community Redevelopment (31) .............................................................. 192 FIRE… ................................................................................................................ 193 Fire (21) .................................................................................................... 195 POLICE ............................................................................................................... 201 Police (22) ................................................................................................ 203 Annual Financial Plan v City of Flagstaff Police Grants (23)..................................................................................... 210 PUBLIC WORKS ................................................................................................. 211 USGS Maintenance (20) .......................................................................... 213 Public Works Administration (25).............................................................. 215 Parks (26) ................................................................................................. 218 Fleet Services/Fleet Management (27)..................................................... 221 Cemetery (28)........................................................................................... 225 Facilities Maintenance (29) ....................................................................... 228 Street Maintenance (32) ........................................................................... 231 Solid Waste (41) ....................................................................................... 234 Sustainability and Environmental Management (43) ................................ 238 COMMUNITY ENRICHMENT ............................................................................. 243 Library (11 & 12) ....................................................................................... 245 Recreation Services (30) .......................................................................... 249 ECONOMIC VITALITY ........................................................................................ 255 Community Investments/Economic Development (18/78/71/73) .............. 257 Airport (38) ............................................................................................... 265 Arts and Science (71) ............................................................................... 268 Beautification (73)..................................................................................... 270 Convention and Visitors Bureau (84) ........................................................ 271 Visitor Services (85) ................................................................................. 273 UTILITIES ........................................................................................................... 275 Utilities Administration (42) ....................................................................... 277 Lake Mary Water Treatment Plant (47) .................................................... 280 Customer Service (48) .............................................................................. 284 Water Distribution (49) .............................................................................. 285 Booster Stations (50) ................................................................................ 288 Wildcat Wastewater Treatment Plant (53) ................................................ 290 Wastewater Collection (54) ...................................................................... 294 Industrial Waste (55) ................................................................................ 297 Rio de Flag Reclaim Plant (56) ................................................................. 300 Stormwater (98) ........................................................................................ 303 NON-DEPARTMENTAL ...................................................................................... 307 Council and Commissions (63) ................................................................. 308 Contributions to Other Agencies (64) ....................................................... 309 Non-Departmental (66) ............................................................................. 310 NAIPTA (97) ............................................................................................. 311 FLAGSTAFF HOUSING AUTHORITY ................................................................ 315 Flagstaff Housing Authority ...................................................................... 315 CAPITAL IMPROVEMENT PROGRAM FY 2011 Capital Improvement Program .............................................................. 319 Schedule of Capital Improvements – FY 2010-2011 ........................................... 320 Annual Financial Plan vi City of Flagstaff FY 2011 Capital Project Descriptions .................................................................. 336 Operating Budget Impact .................................................................................... 341 Capital Improvement Program Summary ............................................................ 342 Schedule of Capital Program Listing ................................................................... 343 Financing the Capital Plan .................................................................................. 351 General Obligation (G.O.) Bonds.............................................................. 351 Highway User Revenue (HURF) Bond ..................................................... 351 Junior Lien Bonds Payable from Highway User Tax Revenues ............... 351 Water and Sewer Revenue Bonds ........................................................... 351 Special Improvement/Assessment Districts .............................................. 352 Municipal Facilities Corporation (MFC) Bonds ......................................... 352 Certificates of Participation ....................................................................... 352 Lease Financing ....................................................................................... 352 Grants....................................................................................................... 353 Intergovernmental Agreements (IGA) ....................................................... 353 State Revolving Loan Fund ...................................................................... 353 Pay-As-You-Go Financing ........................................................................ 353 Unfunded Projects .................................................................................... 353 Unfunded Capital Projects................................................................................... 354 COMMUNITY PROFILE Community Profile ............................................................................................... 358 Principal Taxpayers Tax Year 2009 .................................................................... 362 Property Tax Rates – Direct and Overlapping ..................................................... 362 Retail Sales Tax Rates-Direct and Overlapping .................................................. 363 Miscellaneous Statistics ...................................................................................... 364 Bonded Debt-Interest/Coupon Rate by Issue and Year ...................................... 366 Percent of Net General Bonded Debt to Secondary Assessed Value and Net General Bonded Debt per Capita ....................................................... 367 Total Bonds Payable-Last Five Fiscal Years ....................................................... 367 Consumer Price Index ......................................................................................... 368 APPENDICES AAuthorized Personnel/Positions Summary ............................................... 369 BCity of Flagstaff Pay Plan ......................................................................... 382 CResolution for Budget Adoption ................................................................ 399 DOrdinance for Property Tax Levy .............................................................. 400 EFull cost Plan Summary of Allocation Basis ............................................. 401 FGlossary ................................................................................................... 403 GList of Acronymns ..................................................................................... 407 HUtilities Blank Slate ................................................................................... 410 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 19 20 21 22 23 25 26 27 28 29 30 31 32 38 41 42 43 47 48 49 50 53 54 55 56 Annual Financial Plan DIVISION PAGE City Manager ............................................................................................ 115 City Clerk .................................................................................................. 119 Capital Improvement ................................................................................ 163 Human Resources .................................................................................... 124 Risk Management..................................................................................... 128 Customer Service ..................................................................................... 147 City Attorney ............................................................................................. 131 Information Technology ............................................................................ 134 Purchasing ............................................................................................... 150 Tax, Licensing & Revenue ........................................................................ 153 Library ...................................................................................................... 245 Library Grants ........................................................................................... 245 Finance/Budget ........................................................................................ 157 Flagstaff Metropolitan Planning Organization (FMPO) ............................. 167 Community Development Administration .................................................. 170 Planning & Development Services ........................................................... 172 Engineering .............................................................................................. 181 Community Investment ............................................................................. 157 Housing .................................................................................................... 188 USGS Maintenance .................................................................................. 213 Fire Department........................................................................................ 195 Police Department .................................................................................... 203 Police Grants ............................................................................................ 210 Public Works Administration ..................................................................... 215 Parks ........................................................................................................ 218 Fleet Services/Management ..................................................................... 221 Cemetery .................................................................................................. 225 Facilities Maintenance .............................................................................. 228 Recreation Services ................................................................................. 249 Community Redevelopment ..................................................................... 192 Streets ...................................................................................................... 231 Airport ....................................................................................................... 265 Solid Waste .............................................................................................. 234 Utilities Administration .............................................................................. 277 Sustainability and Environmental Management ........................................ 238 Lake Mary Water Treatment Plant ............................................................ 280 Customer Service ..................................................................................... 284 Water Distribution ..................................................................................... 285 Booster Stations ....................................................................................... 288 Wildcat Wastewater Treatment Plant ....................................................... 290 Wastewater Collection .............................................................................. 294 Industrial Waste ........................................................................................ 297 Rio de Flag ReclaimPlant ......................................................................... 300 viii City of Flagstaff 63 64 65 66 71 73 78 84 85 97 98 Annual Financial Plan Council & Commissions ............................................................................ 308 Contributions to Other Agencies ............................................................... 309 Flagstaff Municipal Court .......................................................................... 137 Non-Departmental .................................................................................... 310 Arts and Science ..................................................................................... 268 Beautification ............................................................................................ 270 Economic Development............................................................................ 264 Convention and Visitors Bureau (CVB) .................................................... 271 Visitor Services ......................................................................................... 273 NAIPTA .................................................................................................... 311 Stormwater ............................................................................................... 303 Flagstaff Housing Authority ...................................................................... 315 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. Budget Overview - The overview provides an overview of the key policy issues, priorities and strategies which shaped the 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 the current fiscal year, 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) 2132215. This budget document may also be viewed in Adobe Acrobat format on the City of Flagstaff website, www.flagstaffaz.gov under the Finance and Budget section. Annual Financial Plan xi City of Flagstaff CITY ADMINISTRATION Annual Financial Plan Citizens of Flagstaff City Attorney City Council Judges City Administration 01 1 City Manager Communications 01 1 Asst to City Manager - Communications 1 Exec Asst 1 Intern (Temp FY11) Community Enhancement 01 1 Deputy City Manager .5 Executive Admin Asst Utilities, Service, and Safety 01 1 Deputy City Manager City Clerk 02 1 City Clerk Risk Management 05 1 Asst to City Manager - Risk Management xii 1 Deputy City Clerk 1 City Records Technician .75 Executive Admin Asst Real Estate 01 .75 Asst to City Manager - Real Estate .5 Admin Specialist Community Development 15 Community Enrichment 30 Economic Vitality 18/38/78/84/85 Public Works 25 1 Insurance Claims Specialist IT 08 HR 04 Fire 21 Police 22 Utilities 42 Mgt Services 09 City of Flagstaff City Council CITY COUNCIL GOALS Mayor Sara Presler Sara Presler, attorney and law teacher, brings a fresh perspective and dynamic energy to the City of Flagstaff. Presler is an ardent supporter of clean industry and education, and works with nonprofit groups, business leaders, elected officials and others at all levels of government on initiatives to improve the quality of life for Flagstaff residents. 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 Born in Buffalo Grove, Illinois and raised in rural Arizona, Presler has called Flagstaff home since 1997. Sara graduated Cum Laude, earning a Bachelor of Science degree in history and a minor in English from Northern Arizona University in 2002. After, earning her law degree from Michigan State University in 2005, she returned to Flagstaff to serve as a public defense attorney for Coconino County until 2008, defending the rights of parents, children, the mentally ill, and low income persons in the justice system. Sara's professional experiences include Legal Aid Services for students at Northern Arizona University. She has taught for six semesters at Northern Arizona University for the WA Franke College of Business. Sara is an attorney in private practice; with her office located in downtown Flagstaff. Sara was elected in 2008 and re-elected in 2010. Sara Presler has a strong commitment to public service and is involved in a number of local organizations. Vice-Mayor Celia Barotz Councilmember Celia Barotz was elected to the Flagstaff City Council for a four-year term in May 2010. Celia’s seven years of public service experience on a wide variety of local boards and commissions, including the Coconino County Planning & Zoning Commission, City of Flagstaff Planning & Zoning Commission, City of Flagstaff Water Commission, City of Flagstaff Open Spaces Commission, City of Flagstaff Board of Adjustment, and Mountain Line Citizen’s Review Commission, provide Celia with a solid foundation for service on the Flagstaff City Council. Celia’s professional experience includes practicing real estate and land use law, coordinating the Alternative Dispute Resolution (ADR) Program for Coconino County Superior Court in Flagstaff and mediating and arbitrating civil and family law cases. Celia manages an investment portfolio and has a consulting business. Celia earned a Bachelor of Science, cum laude, from the University of Vermont, and a Juris Doctor from Tulane University. She is a member of the Connecticut Bar. Celia’s recreational pursuits include exploring the Flagstaff Urban Trail System and hiking on the Colorado Plateau. She enjoys basket weaving, quilting, knitting, and practicing yoga. 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 Art Babbott Art served his first term on Flagstaff City Council from 2002-2006 and was recently re-elected in 2010. Art is a strong proponent of land use planning which maintain and enhance the characteristics that he believes makes Flagstaff different from other communities. He has B.A. in Political Science from Amherst College and an M.A. in Urban Affairs and Public Policy from the University of Delaware. Art is a small business owner who runs, with his wife Heather and daughter Lila, the Flagstaff Community Markets, a local farmers’ market. He is also one of the managing partners at Pine Mountain Amphitheater and was one of the founding members of the Orpheum Theater in Flagstaff. His experience as a business owner gives him a strong foundation in responsible fiscal planning. Art has served on the Coconino County Planning and Zoning Commission, was cochair of the Southwest Renewable Energy Fair and as a council member, served as council liaison to the Water Commission, the Flagstaff Housing Authority and the Coconino Water Advisory Council. Art believes strongly in forward thinking energy and water policy as well as ensuring that people of all income levels can live and thrive in Flagstaff. 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 Glendale, AZ until moving to Flagstaff in 1998 where she enjoys working with people and the diversity of Flagstaff. Karla’s concern in representing all citizens of Flagstaff has been to have a vision and provide the leadership for thoughtful, foresighted planning for Flagstaff in growth, open spaces, water, economic development and the incorporation of alternative energies. A balance of these important issues is necessary to maintain our quality of life, our sense of place in Flagstaff for today and for the future. 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 most of her life, 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 Academic Affairs. She is the president of the Democratic Women of Northern Arizona, past president-elect of Classified Staff Advisory Council at NAU, and past president of the Organization of Administrative Support Staff at NAU. She was in the first class of Glendale’s (AZ) Leadership Program. Annual Financial Plan xiv City of Flagstaff City Council Councilmember Coral Evans Councilmember Coral Evans was elected to a four-year term in May 2008. She is the third generation of her family to live in Flagstaff. Her family originally located in Flagstaff in 1929. Coral has a Master’s degree in Business Administration, a Bachelor of Science Degree in Business Management and a Masters-level certificate in Public Management. She is the executive director of two nonprofit organizations (the Sunnyside Neighborhood Association, Inc. & the Southside Community Association, Inc.). She is a member of the Coconino County Workforce Investment Board (appointed position) and a member of the Chamber of Commerce – Community Development subcommittee. Recognitions include the Athena award. Her specific areas of interest for the City include well-planned & sustainable economic development, workforce development & education, workforce & affordable housing, and transportation, traffic-management and roads. Councilmember Evans believes that city government should be accessible, accountable and approachable. She is committed to ensuring that Flagstaff has a balanced approach to decision-making that is participatory and inclusive. Councilmember Scott Overton Councilmember Scott Overton was elected to the Flagstaff City Council in May 2006, reelected in 2010, 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. Councilmember 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 Al White Councilmember Al White was first elected to the Flagstaff City Council in May 2000 and reelected 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 Annual Financial Plan xv City of Flagstaff Annual Financial Plan xvi City of Flagstaff City of Flagstaff June 30, 2010 Dear Mayor and Council: How we spend the public’s money is our most important business. How we spend it during the most severe recession since the Great Depression is even more critical. While there is a degree of desperation in preserving municipal services, there is also an opportunity for change. Some change is imperative as we must balance expenditures to projected revenues. Other changes represent a policy choice and this letter will help outline that choice for Council consideration. By charter, I am required to provide my professional recommendation to you as to how to meet your goals and objectives with the financial resources available. This document will provide that recommendation. PROBLEM STATEMENT As we budget for Fiscal Year 2011 (July, 1 2010 through June 30, 2011), we find ourselves in the midst of 26 straight months of declining sales tax revenue. The State operated almost the entirety of FY 2010 without an adopted balanced budget--instead operating in the red by over a billion dollars. Their inability to arrive at an adopted budget has meant continued uncertainty to the status of State Shared Revenue with cities. While they entertain various proposals that redirect voter approved percentage of State income tax and sales tax to cities, both revenue sources continue to contract at unprecedented rates further impacting the City’s ability to maintain programs and services. FY 2011’s budget challenges, State and locally, are compounded with the budget challenges from the previous years. To give you an idea of this compounding effect, take a look at the five year General Fund revenues that were budgeted in FY 2008 versus actual and current projections (excludes grants and miscellaneous revenues): General Fund FY2008 Act FY2009 Act FY2010 Est FY2011 Est As Budgeted in FY2008 Current Actuals and Estimates Change $49,451,345 $51,507,304 $53,442,383 $55,563,423 $47,058,511 ($2,392,834) $45,454,464 ($6,052,840) $41,800,614 ($11,641,769) $40,481,610 ($15,081,813) % Change 12% -14% ($35,169,256) As you can see from the chart above, the decreases projected for FY 2011 are stacked upon decreases from previous years. This cumulative effect results in a decrease of $35 million compared to what was expected or a 14% decline versus where we were just three years ago. Yet, if you look at: 1) the services the City provides, they have not changed noticeably; and 2) the level of service provided within these services, that has not changed noticeably either. This is because we have focused on preserving the aspects that are most visible to the public, while cutting those that are less visible. This makes logical sense, but as I will explain, it is not sustainable. 211 West Aspen Avenue, Flagstaff, Arizona 86001 Main & TDD (928) 774-5281, Arizona Relay 7-1-1, Fax (928) 779-7696 FY2011 BUDGET The Council Adopted Budget largely follows the discussions we had at the City Council retreat and follow-up in February. Moreover, each division consulted with their associated Boards or Commission for feedback. In the end, the final budget summarizes as follows:  Revenue increases were minimal and took the form of increases in the cost to nonresidents for fire services; increase to developers for lab fees; and the previously adopted increase in Solid Waste fees (2007).  We will see approximately 26 positions eliminated in this budget, but only six of those will come in the form of layoffs.  Public Safety services are largely in-tact. o All seven Fire Stations will be operating, but Station Seven (by the Furniture Barn) will run a rescue rather than an engine depending upon daily staffing. o Wildland Fire Management services continue through the use of grant funds and contracted labor but reduced 3 FTE. o All Police programs and staffing remains in-tact. o Animal Control services remain in place.  Recreation services experienced no cuts.  Community Development has taken above average cuts in-line with the decrease in work-load.  Reorganizations occurred in Management Services, Public Works, IT, and Courts to accommodate personnel reductions.  CVB maintains marketing levels despite personnel cut.  Riordan Mansion maintenance is funded with in-kind city labor funded by BBB Beautification dollars.  J. Lively will be rebuilt and possibly expanded.  Power costs increased yet power consumption remained flat to falling.  Created one time savings using Smartworks program.  Restored United Way funding by $70,000 to $270,000.  Restored the EcoPass, $7,600 for Council Travel, and $53,000 for Heritage Square maintenance and Downtown Street Sweeping  Restored Arts and Science grant funding While we were able to hold compensation flat for FY 2011, health benefits were decreased through the use of plan changes. Health insurance rates were proposed to increase by approximately 11% for FY 2011. As you know, we are part of a Trust which includes the County, FUSD, CCC, and NAIPTA. Collectively, the increase in health insurance could not be absorbed by the employers. So the benefits were reduced to lessen the increase in premiums. In anticipation of a large increase in health insurance, the Budget Team had set aside $300,000 in its initial planning to deal with any increases in benefit costs. Since the collective was not able to absorb the increase, we have used the $300,000 to restore six positions throughout the City for FY 2011. Unfortunately, I could not foresee a way that we could fully implement the new Property Maintenance Ordinance (PMO) program in FY 2011. We will certainly develop the ordinance; develop the court procedures to prosecute these offenders; and begin writing tickets; but we are down to two code enforcers in Community Development and one code enforcer in Sustainability and Environmental Management Services. Moreover, we have no increase in prosecutors or court staff to process these tickets and quite frankly went the opposite direction of reducing staff in these areas in FY 2010. So while we can, and will, put the PMO infrastructure in place, we must manage expectations that there will be a significant difference in service delivery because the personnel are not available. Annual Financial Plan xviii City of Flagstaff Similarly, we continue to be exposed to the interconnectedness of criminal justice activities. This recession has hit all governmental functions hard. The County Attorney’s office continues to face budget cuts and as a result they are redirecting some Class 6 felonies to Municipal Court (about 150-200 cases). This will result in increased case load for prosecutors, public defenders, and municipal court staff. Additionally, while we lost a total of 13 positions in the Police Department in FY 2010, Patrol was largely unchanged and in fact increased citations by 36% (from 11,203 to 15,271). This ripple effect was felt in the aforementioned agencies plus the county jail who are again facing decreases of their own. Also included in this budget is a redirection of stimulus dollars that were allocated to the auto industry in the form of waiving the 1% sales tax on the purchase of new or used vehicles to the construction industry to help incentivize new construction. We had previously allocated $100,000 to pay for the auto sales tax waiver. As of March, 2010 approximately 46 people had taken advantage of the program at a cost of approximately $8,000. Assuming another $2,000 gets used in the transition, we will redirect $90,000 to the construction stimulus program outlined at the budget retreat last year. The construction stimulus program originally did not take effect because we never had an adopted balanced State budget. This stimulus is intended to get projects that have already been reviewed by Community Development (and therefore our costs are already spent) to be picked up and started. If these incentives are enough to push a project over the hump, then the whole Flagstaff economy will benefit. The budget preserves most programs with minimal decreases in service levels; addresses some unique situations (J. Lively and Riordan Mansion); and balances the budget. It is, however, not sustainable past FY 2011 if revenues decline or even remain constant. A STRATEGIC CHOICE We know we must cut from FY 2010 base in order to operate with a budget that balances expenditures to revenues. But there are two distinct ways we can accomplish this. The most typical way is to reduce expenditures that have minimal short-term impacts and leave programs and services largely intact. This is the most typical because politically it is the most acceptable and has the least personnel impact. Each City program or service has a constituency (with the exception of overhead related functions). Any attempt to eliminate or reduce a program usually activates those constituents who use that service and would have their lives affected. Consequently, it is typical to make only those cuts that are absolutely necessary to keep the program or service alive until next year, when “hopefully” revenues will improve. This is what I term, the “hold your breath and hope” approach. As you saw above, this is how I have crafted the budget thus far. We, as a municipal corporation, do this all the time. We hold a position vacant and spread out the work assuming that when times get better we will fill that position. Or we agree to defer replacing a piece of equipment recognizing we’d rather be in the business operating an old piece of equipment versus being out of the business completely. The problem is, what happens when the revenue doesn’t return? How long before the maintenance costs on the equipment become more than the replacement costs? How long before a roof fails? How long can staff run at this higher pace with less pay? In short, we must look past the immediate fiscal year and say how do we build a sustainable ship for the longer haul? In this budget year, each Division Director and Section Head was asked to cut anywhere from 6.5% to 34% over the previous year budget which saw cuts as high as 22%. When asked if the budget they had developed was sustainable over the next three to five years if they got no more revenue, the answer was consistently “yes…with the exception of:”  Equipment – vehicles, tractors, graders, etc  Facilities – roofs, HVAC, custodial services, etc.  Infrastructure – streets, water lines, pumps, sewer lines, parks  Personnel – training, compensation (if other markets increase), uniforms, etc. Annual Financial Plan xix City of Flagstaff In other words, we can continue to provide this level of service from a workload standpoint, so long as the tools we rely upon don’t break. Moreover, in the short term, we believe the breakdown’s will be unremarkable in the first year (which was FY 2010) and stressed in the second year (FY 2011), but will come due in the third year and beyond. In the end, it is my determination that we cannot sustain the proposed level of programs and services for the long-run. So we have a choice to make: 1) do we budget at a level that minimizes visible impacts to programs and services and then re-evaluate next year and either cut deeper if needed or look at new revenue sources to accomplish the structural support (equipment, facilities, compensation) necessary to sustain that level of service; or 2) do we cut deeper now affecting services and increasing layoffs, but know that we are able to sustain that level of service for the long run? To answer this question, you need to know what the future looks like. Of course the degree of accuracy when looking into a crystal ball is murky at best. Very few saw the degree of decline that the State of Arizona and City of Flagstaff would experience starting in the fall of 2008, three months in advance let alone 3-5 years in advance. But we need to look out 3-5 years. Recognizing the limitations of my Bachelors degree in economics (the Master’s was in Public Administration), I will defer to others to provide predictions and use my knowledge to interpret the impacts of the forecast on this budget. Forecasts by the Federal Open Market Committee predict the national economy will grow around 2.8-3.5 percent during 2010 and between 3.5 and 4.5 percent in 2011 and 2012. Arizona economists consistently predict the State will grow slower than the national economy, but will still grow in calendar year 2010. Meanwhile, NAU economist Ron Gunderson’s forecast in November 2009 was no signs of the local economy recovery in 2010. NAU economist Dennis Foster at the same conference projected a local recovery could take as long as 5 years. This provides an interesting outlook for our municipal corporation. From a contractuals and commodities standpoint (equipment, fuel, computer hardware and software, etc), a growing national economy will insert a degree of price inflation back into expenditures; however, if the local economy remains flat, it becomes difficult to even keep up with 1-2% inflation. As a result, the cost of providing the same level of services for Flagstaff is not possible and cuts must be made. From a personnel standpoint, which is our most significant resource and expense, there is a question about worker mobility. Mobility within the state of Arizona is pretty high as demonstrated by the quick departure of police officers to Valley communities when pay differentials are minimal, but add in cost of living between Flagstaff and the Valley and the differential is more significant and more attractive to leave this area. But if the State economy continues to suffer, those in-state employment options become limited. However, if the national economy is rebounding much faster, the compensation and cost of living differential may become great enough to entice workers to move out of State. When this happens, our corporation struggles significantly as we are in a perpetual state of training new hires, which in turns means lower levels of customer service and in turn poorer performance. Maintaining competitive wages (that retain and attract quality workers) is the single most important structural element to a sustainable ship. No matter how small we might get; no matter how few programs we might offer; if we don’t have a quality workforce to deliver it, there will be continual dissatisfaction with the organization which will lead to constant turnover (including elected officials). These arguments would seem to lead us towards the obvious choice of #2: keep cutting and make the ship sustainable for the next 3-5 years. But what would that take? Annual Financial Plan xx City of Flagstaff Looking at the categories outlined above, here are some estimates to “maintain what we’ve got:” Equipment – Fleet (General Fund w/o fire engines)-$500,000/yr (FY11 Budget = $250,000) Fire Engines - $400,000/yr (FY11 Budget = $0) Solid Waste Equipment - $2 million/yr (FY11 Budget= $1.8 million) Utilities (vehicles and plants) - $1million per year (FY11 Budget = $0) IT Capital - $700,000/yr (FY11 Budget = $470,000) Infrastructure – Street preservation - $4 million/yr (FY11 Budget = $937,000) Water lines - $2 million/yr (FY11 Budget =$0) Sewer lines - $1 million/yr (FY11 Budget = $0) Water meters - $400,000/yr (FY11 Budget = $0) Future water supply for build-out - $200M - $600M Parks capital - $500,000/yr (FY11 budget = $250,000) Facilities – General Fund - $500,000/yr (FY11 Budget = $200,000) Custodial - $525,000/yr (FY11 Budget = $383,000) Parks Maintenance - $3 million/yr (FY11 Budget = $2.4 million) Personnel – Training and Travel - $1.3 million/yr (FY11 Budget = $647,619) Compensation (average 19% below market) - $6.3 million/yr to catch up Uniforms - Police $1,200 /person/yr - $224,000 (FY11 Budget = $112,000) - Fire $1,000/pers/yr (not including safety gear) - $100,000 (FY11 Budget = $0) Overtime (primarily Police, Fire and Snow removal) - $1.7M/year (FY11 Budget = $1.3M) Annual Financial Plan xxi City of Flagstaff The total deficit of these ongoing needs (not including future water supply or compensation) is approximately $11 million per year. For just the General Fund & BBB (Park Maintenance) it is approximately $6.5 million. To meet these ongoing structural support expenditures would take significant and severe expenditure cuts. If we look back at the items added back to the proposed budget during the February council retreat, deleting those items would save $1.7 million and have significant program and service impacts. To get to this larger number we would need to consider a cut equivalent to a half cent sales tax. To expound, our 1¢ sales currently generates about $13 million. This is equal to 27% of all the revenue in the General Fund. We know that if that went away today, we would be faced with eliminating about 3 out of every 10 jobs in the General Fund. The structural support expenses are equivalent to half these amounts. This would mean significant reductions in programs and service levels in core services such as Police, Fire, and Courts. Remember that just $1.7 million in cuts meant closing 2 fire stations, eliminating all police liaison positions, and no funding for warrants or public defenders in the Municipal Court. This is almost 4 times as severe a cut. Of course, the alternative is revenue enhancement. The decision between cuts and revenue enhancements (once efficiencies have been achieved) always comes back to the level of service debate. If the public demand for certain services are quite low, then the cuts may be acceptable. If the demand is high, the cuts become less acceptable and revenue enhancement becomes more viable. Given that the City Council has created a Budget Advisory Task Force to help provide guidance for the FY 2012 budget, it makes sense to defer these questions and these choices until that committee has had an opportunity to weigh in on them and provide their advice to Council and staff. Therefore, my recommendation on how to spend city dollars in FY 2011 is to stay with lesser cuts now and address the long term sustainability of this level of service with the Budget Task Force during this upcoming fiscal year. The details of the Council Adopted Budget are captured in the pages that follow. Sincerely, Kevin Burke City Manager Annual Financial Plan xxii City of Flagstaff The City of Flagstaff Service At A Higher Elevation Mission The Mission of the City of Flagstaff is to enhance the quality of life of its citizens while protecting the values of our community. Vision The City of Flagstaff will be a sustainable, safe and vibrant community retaining the character, high quality of life and charm of a small town. Flagstaff will offer economic opportunities, educational choices, attainable housing, a protected environment and cultural and career opportunities to a diverse population Values Our Values As employees we hold ourselves accountable to these values: Accountability We value accountability. Responsiveness We value addressing our customers’ concerns. Quality We provide high-quality customer service Professionalism We are honest, responsible, accountable, highly-trained, and cost conscious. Teamwork We are a team in partnership with citizens and other agencies for a better Flagstaff. Problem Solving We solve problems in a creative, open-minded, and professional manner. Annual Financial Plan 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 2011 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 2011; 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 Property Taxes Enterprises (A) Other Revenue (B) Fund Bal. & Other Financial Res. $ $ (A) Enterprises: Water Wastewater Airport Environmental Services Stormwater Utility Flagstaff Housing Authority $ $ (B) Other Revenue: Licenses and Permits Vehicle License Tax Charges for Services Fines and Forfeits Library District Tax Interest on Investments LTAF/Misc Revenue $ $ Property Taxes 6.7% 15,785,500 22,112,969 10,200,000 4,920,203 9,235,030 6,562,309 12,233,554 32,553,972 38,992,613 30,056,378 182,652,528 TOTAL APPROPRIATIONS 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 8.7% 12.1% 5.6% 2.7% 5.1% 3.6% 6.7% 17.8% 21.3% 16.4% 100.0% 10,403,400 7,151,500 1,642,679 10,809,131 1,406,262 1,141,000 32,553,972 $ (A) BBB Tax Funds: Beautification Tourism Economic Development Arts and Science 1,014,650 2,248,000 3,502,569 1,261,400 6,351,957 678,371 23,935,666 38,992,613 8,496,243 3,070,118 9,282,743 7,796,639 606,095 13,909,275 25,671,065 21,122,801 18,954,873 11,170,235 11,463,797 6,038,195 41,265,449 3,805,000 182,652,528 $ Utilities 11.6% Other Revenue (B) 21.3% 4.7% 1.7% 5.1% 4.3% 0.3% 7.6% 14.1% 11.6% 10.4% 6.1% 6.3% 3.3% 22.6% 1.9% 100.0% 6,087,009 1,552,628 969,634 673,472 9,282,743 $ Enterprises (A) 17.8% Highway User Tax 3.6% $ Public Works 10.4% Fire/Police 14.1% Airport 6.1% Environ Svcs 6.3% Stormwater 3.3% Transportation Tax 5.1% Comm Enrich 7.6% BBB Tax 2.7% Econ Vitality 0.3% Fund Bal. & Other Financial Res. 16.4% State Revenue 5.6% Grant Revenue 12.1% BBB 5.1% "WHERE THE MONEY COMES FROM" $182,652,528 Annual Financial Plan Non-Dept 22.6% Comm Dev 4.3% Sales/ Franchise Taxes 8.7% Contingencies 1.9% Mgmt Svcs 1.7% Gen Admin 4.7% "WHERE THE MONEY GOES TO" $182,652,528 1 City of Flagstaff The following graphs depict the major classifications of appropriation for the total 2010-2011 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. 102,006,368 3,749,326 54,195,439 18,896,395 3,805,000 182,652,528 TOTAL APPROPRIATIONS (all funds) OPERATING BUDGET * General Administration Community Development Management Services Economic Vitality Community Enrichment Fire Police Public Works Utilities Non-Departmental Operations 55.8% Operations 55.8% Equipment 2.1% Capital Capital Improv Improv Projects Projects 29.7% 29.7% Reserves/ Reserves/ Contingcs Contingcs 2.1% 2.1% Debt Service Debt Service 10.3% 10.3% * Exclusive of Debt Service $ $ 8,496,243 7,774,789 3,070,118 4,837,769 10,343,995 9,119,450 16,059,127 15,932,304 10,895,663 15,476,910 102,006,368 $ 18,896,395 OPERATING BUDGET EXPENDITURES BY TYPE Personal Services Contractual Commodities Capital $ $ 58,622,635 60,539,895 8,498,109 54,991,889 182,652,528 Police 15.7% Utilities 10.7% Fire 8.9% EXPENDITURES BY TYPE (all funds) Personal Services 32.1% Community Enrichment 10.1% NonDepartmental 15.4% Economic Vitality 4.7% Contractual 33.1% Management Services 3.0% Capital 30.1% Public Works 15.6% Community Development 7.6% General Admin 8.3% General Administration activities comprise 8.3% of the budget ($8.5 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. Commodities 4.7% Community Development (CD) comprises 7.6% of the operating budget ($7.8 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. wastewater operations provide services that promote a clean and healthy community by providing a safe water supply and proper waste disposal. The Stormwater Utility is also included here. Management Services comprises 3.0% of the operating budget ($3.1 million). The division encompasses those activities that provide administrative support and services including financial services, budgeting, purchasing, customer service, and sales tax. Non-Departmental operations comprise 15.4% of the budget ($15.5 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. Fire Department services comprise 8.9% of the operating budget ($9.1 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. BUDGET FORMAT AND PROCESS The budget and financial plan for the City of Flagstaff is the policy document that reflects the goals and objectives of the City Council. These goals and objectives are implemented through the policies and priorities established by the Council as well as the various Boards and Commissions appointed by Council. The Office of the City Manager is then responsible for implementing these policies and priorities utilizing the allocation of financial resources. The annual review process provides the community an opportunity to evaluate the services provided to the citizens of the community. Programs are identified, evaluated, and the scope of service provided is defined. The staffing level needed to provide the service level deemed appropriate by Council is determined. Additionally, funding requirements and level of effort to be provided are established. Police Department activities comprise 15.7% of the operating budget ($16.1 million). Public safety programs provide personal safety in the community by promoting a community free of crime and assured response in emergency situations. Public Works activities are provided by seven sections that account for 15.6% of the operating budget ($15.9 million), excluding the debt service requirements for streets ($2.3 million), Fourth Street ($2.3 million), and USGS facility ($1.9 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 Economic Vitality activities comprise 4.7% 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. The Division Detail presents each operating activity at the Section level with each Section’s Mission, Program Description, FY 2010 Accomplishments, FY 2011 New Initiatives and Goals, Performance Measures, and Financial Summary. The performance measures look at the efficiency and/or effectiveness at the program level. Community Enrichment activities comprise 10.1% of the operating budget ($10.3 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. 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 2009, the Estimated Actual for FY 2010, and the Adopted Budget for FY 2010 and FY 2011. Expenditures are shown by category as well as program. The comparatives in the Financial Summaries Section are presented at the fund level and the division level to aid section and program managers in budget tracking and accountability. Utilities comprises 10.7% of the operating budget ($10.9 million), excluding $6.4 million debt service requirements. There is one administrative section responsible for management of water, wastewater, and stormwater activities. Three sections within water operations and four sections within 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 Illustration of Relationship between Funds, Divisions, and Sections Annual Financial Plan DIVISIONS General Administration Management Services Community Development Fire Police Public Works Economic Vitality Community Enrichment City Manager Customer Service Administration Fire Police Administration Community Investment Recreation Human Resources Management Services Administration Tax, Licensing & Revenue Finance & Budget Capital Improvements Parks Contributions Development Services Fleet Non-departmental Engineering Cemetery Housing and Community Services Facilities Maintenance Utilities Non-departmental FUNDS Risk Management General Fund City Attorney Information Technology Council and Commission Municipal Court Library Library Street Maintenance & Repairs Highway User Revenue Transit 4th Street Overpass Safety Improvements Street Improvements Transportation Economic Development Beautification Convention & Visitors Bureau Visitor Services Economic Development Beautification Tourism 5 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 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 Administration Lake Mary Water Treatment Plant Water Distribution Services Booster Stations Wastewater Treatment Plants Wastewater Collection Wastewater Monitoring Water & Wastewater Airport Airport Environmental Services City of Flagstaff Stormwater Solid Waste Sustainability & Environmental Management Stormwater  BUDGET PROCESS Budget Process Flowchart: Program Managers/ Employee Input Section Managers Review  Division Heads Review Budget Team Review (Team Members Below)  Program Priority Review Div. Heads/Employees Advisory Committee City Council Budget Retreat 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  (2 Days)  The Financial Summaries section includes various schedules utilizing revenue and expenditure classifications and tax levy information in accordance with state reporting requirements as mandated by statute. Expenditures are reported at both the fund level and the Division level for operational control purposes. The Division Detail section provides both narrative and financial data. The budget commentary provides an explanation of significant budget changes for FY 2011. The Capital Improvement Plan (CIP) for FY 2011 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. (One Week) BUDGET CALENDAR December Budget Module available to all Divisions January 5 & 6 Program Priority Review with Budget Team and Division Managers January 8 Capital improvement and equipment requests reviewed by Capital Improvements and Purchasing February 4 & 5 Council Retreat February 22 March 5 Review with Department Heads and City Manager April 21 - 23 Council Study Sessions Proposed Budget available to public May 25 Tentative budget hearing and Tentative budget adoption June 8 Final budget hearing and Final budget adoption Truth in taxation hearing June 11 Notify Property Tax Oversight Commission of Compliance with Truth in Taxation July 27 Adopt Property Tax Levy (After 1st Public Hearing) Property Tax Levy Adoption (After 2nd Public Hearing) Implementation of Budget Budget Team: City Manager, Deputy City Managers (2), Management Services Director, Finance Director, Human Resources Director, Information Technology Director, and Budget Manager 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.  The Issues and Update section includes discussions on personnel costs, cost allocation, Fleet Management, IT Plan, and issue papers discussed during the budget study sessions. Annual Financial Plan Review and Approval: Issues presented during the review and approval period include discussion topics of the Council Spring retreat. The Spring retreat was held in February, to give city staff the opportunity to present major discussion points to 6 City of Flagstaff Council and the public. The goal is for Council to make policy decisions and direct staff in budget priorities. This provides adequate time for the Council to gather input on major budget issues prior to preparation of the budget. The City Council holds Work 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. is a corresponding increase/decrease in another fund so that the total appropriation is not exceeded. 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 continued to decrease. 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 8, 2010. State law requires the operating budget to be all-inclusive. Therefore, the budget includes provisions for contingent revenues 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. Voters approved and extension of the tax in May 2010. This tax next expires in 2024. 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. Based on business activity reported through January 2010, tax revenue from business activity for FY 2010 has decreased 10.3% as compared to a year ago. Almost all local sales tax sectors have experienced reduction in business activity. The three sectors with the greatest impact on tax revenue are construction with a 31.9% decrease, hospitality with a 4.8% decrease and retail sales with a 8.1% decrease. Construction, hospitality and retail sales represent 14%, 20% and 59% respectively of sales tax receipts. Overall local sales tax estimates are approximately $1 million dollars less for FY2011 than what had been projected 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. The Adopted Budget reflects the total funds appropriated ($182,652,528). Certain exclusions are allowed by the state [e.g., bond proceeds, debt service, grants] in computing the Expenditure Limitation ($125,293,759), 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 these funding shifts 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 Annual Financial Plan 7 City of Flagstaff 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. 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, and primary property taxes are based on limited assessed valuation. Property tax valuations have decreased for FY2011 as projected by the city. As the State of Arizona caps the primary property tax increases on an annual basis, homeowners will actually realize a 1% rate decrease from $0.6547 to $0.6479 per $100 of assessed value. The third tax is a Bed, Board, and Beverage (BBB) tax that collects an additional 2% for motel rooms/campgrounds, restaurants, and bars. This tax is restricted in use to certain economic, arts, beautification, recreation, or tourism activities. 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 is expected to decreases 5.6% over FY 2009 actual revenue. This tax must go before the voters every fifteen years to be validated. Voters approved and extension of the tax in May 2010. This tax next expires in 2028. 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%. Preliminary estimates of revenues and expenditures in the Fall of 2009 had predictions of a $3.5 million deficit in the General Fund. This represented a 6.5% cut to all divisions in the General Fund. Original direction was for all divisions to prepare their program budget based on the 6.5% cut. This exercise resulted in 57 positions in the General Fund to be eliminated (on top of the 82 positions in current year) plus further reductions in contractual and commodities. Revenue estimates were reviewed once again in January which resulted in a revised deficit of $6 million. The major changes were in city sales tax, state shared sales tax, user fees, and interest income. The Budget Team looked at other methods of balancing the difference from the first cuts. Some of the items included eliminating wage increases and merits, eliminating inflation increases for contractual and commodities, and a drastic reduction in annual funding for capital outlays such as fleet and facilities. The Budget Team also looks at potential further reductions in some divisions such as Community Development and sections such as Recreation. 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 distributions of personal income tax are not meeting stated projections. Our estimate for FY 2010 is 14% below the prior year actual and FY 2011 is projected to be 25% below the FY 2010 amount. Estimates are provided by the Joint Legislative Budget Committee. Highway user revenue (gas tax) funds are projected to end FY2010 slightly below budget and are expected to be flat for FY2011. 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. Annual Financial Plan This information was brought to the Council during the February retreat. Council gave the City Manager input of what they felt may be acceptable and helped identify add backs and cuts. A net of 15.5 positions were added back during this process. During Department Reviews the Budget Team reviewed proposals and firmed up the revenue 8 City of Flagstaff During Department Reviews the Budget Team reviewed proposals and firmed up the revenue estimates and looked at all funding options that may be available. After completion of the reviews, there was a net 10 positions that were funded for FY 2011 either on a one time or ongoing basis. This proposal was brought to the City Council during the April Budget Work Sessions by the City Manager. Council had then made a decision to use additional one-time funding to add back 6 full time positions for a one year basis. The City was very active in pursuing Federal stimulus dollars on a number of levels. To date, the City has been awarded; $587,100 in Energy Efficiency Block Grant funds; $311,417 to fund Police overtime; and $165,677 in CDBG dollars; $1,691,302 for 8 police officers our Metro program support; $542,500 for well development; $126,900 for brownfield cleanup; and $613,298 for our urban trail system. The City will continue to actively pursue this federal source of funding. 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. All other funds were expected to balance their 5year projected expenditures with any revenue changes. Annual Financial Plan 9 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 2010. Sections were asked to estimate expected expenditures by line item for FY 2010. Overage and underage amounts (and reasons, theretofore) were used to adjust the recommended budget for various line items in FY 2011.  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.  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 2011 is estimated at $5,656,587 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 effective during FY 2010 budget process. The General Fund balance is currently projected to be 33% (mostly related to carryover of capital projects) at the end of FY 2011 and 14% at the end of FY 2012. The FY 2011 budget anticipates using excess fund balances to fund some ongoing operations for the second of 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 11% 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 10 City of Flagstaff FUND SUMMARIES EST ACTUAL FY2010 $ 1,059,905 2,414,731 15,640,000 15,420,000 1,241,647 15,221,301 1,365,000 3,339,062 4,900,000 200,000 1,853,030 $ 62,654,676 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 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). BUDGET FY 2011 $ 1,014,650 2,769,586 15,785,500 13,298,000 1,261,400 9,936,641 836,587 3,471,980 5,005,000 250,000 6,602,898 $ 60,232,242 GENERAL FUND REVENUES/OTHER SOURCES Fines/Forfeits 2.1% Intergovt'l Rev 22.1% Total resources available for General Fund expenditures for FY 2011 are $60.2 million including the estimated beginning fund balance of $14.0 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 16.5% Local Taxes 26.2% Charges for Services 5.8% Grants 4.6% Lic & Permits 1.7% Prim Prop Tax 8.3% Misc Rev 12.3% Interest 0.4% EST ACTUAL BUDGET FY2010 FY 2011 $ 7,212,234 $ 8,496,243 4,286,515 3,802,064 3,013,284 3,070,118 10,163,897 9,419,450 16,660,908 16,251,615 4,978,419 7,092,127 (2,356,205) (2,392,216) 417,698 606,095 3,683,846 6,730,159 575,000 1,500,000 $ 48,635,596 $ 54,575,655 APPROPRIATIONS General Administration Community Development Management Services Fire Police Public Works Non-departmental Economic Vitality Community Enrichment Contingencies General Fund revenue/other sources compared to the year-end estimates have decreased by 3.9%. The City is anticipating reduction in all major revenue categories due to the local, state, and national economic downturn. Categorically, the areas most affected are construction, auto sales, and tourism. General Fund total appropriations compared to yearend estimates have increased by 12.2%. Overall operating expenditures decreased by 2.4% and capital expenditures increased by 30.3%. The increase in capital expense is due to the reconstruction of the Jay Lively Ice Rink that collapsed during the winter storms and is financed through insurance proceeds. GENERAL FUND TOTAL APPROPRIATIONS Police, 29.8% Pub Works, 13.0% Fire, 17.3% Non-dept, (4.4%) Mgmt Svcs, 5.6% The financial position of the General Fund remains balanced. Econ Vit, 1.1% Comm Dev, 7.0% Gen Admin, 15.6% Annual Financial Plan 11 Comm Enrich, 12.3% Cont'gcy, 2.7% City of Flagstaff SPECIAL REVENUE FUNDS APPROPRIATIONS HIGHWAY USER REVENUE FUND General Administration Community Development Management Services Public Works Economic Vitality Non-departmental Contingency 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 over the past two years. Revenue has decreased by 18.8% comparing the FY2009 budget to the FY2011 budget. $ Pub Works 90.7% Appropriations total $13.4 million in FY 2011 and major projects budgeted include the annual pavement maintenance program, Sunnyside Phase V and West Arrowhead Improvements. However, a number of projects have been delayed or eliminated to balance this fund. $ $ 162,907 689,931 123,758 12,125,410 36,623 131,405 100,000 13,370,034 HIGHWAY USER REVENUE TOTAL APPROPRIATIONS Econ Vit 0.3% Non-dept 1.0% Cont'gcy 0.7% Gen Admin Mgmt Svcs Comm Dev 1.2% 0.9% 5.2% REVENUES/OTHER RESOURCES HURF Fund Balance Transfers (net) Interest Miscellaneous $ 6,562,309 2,420,718 4,905,166 4,000 146,038 14,038,231 HIGHWAY USER REVENUE REVENUES/OTHER RESOURCES HURF 46.7% Misc 1.1% Interest 0.1% Transfers 34.9% Annual Financial Plan Fund Bal 17.2% 12 City of Flagstaff TRANSPORTATION FUND REVENUES/OTHER RESOURCES Local Taxes $ 9,235,030 Fund Balance 320,620 Interest 44,000 Miscellaneous 5,000,000 $ 14,599,650 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 63.3% Misc 34.2% Budget FY 2011 Revenues $ 2,049,382 1,024,691 2,382,407 3,778,550 $ 9,235,030 Interest 0.3% APPROPRIATIONS General Administration Management Services Economic Vitality Transfers (net) Non-Departmental Appropriations total $7.5 million in FY 2011. Appropriations are comprised of $4.7 million for transit operations, and $2.3 million for debt service. Transfers include $3.2 million to the HURF Fund for Safety and Street Improvements and $515,000 to fund FUTS projects in Beautification. The tax rate for transportation is 0.721%. Fund Balance 2.2% $ $ 58,784 323,165 38,240 3,734,405 7,047,444 11,202,038 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 0.5% Non‐Dept 63.0% Mgmt Svc 2.9% Transfers (net) 33.3% Annual Financial Plan 13 Econ Vit 0.3% 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. For 2011, additional money available is treated as a one-time funding increase. 147,710 37,938 156,025 7,179,116 98,152 111,066 100,000 7,830,007 LIBRARY TOTAL APPROPRIATIONS Public Works 1.3% Cont's 1.2% Comm Enr 91.7% REVENUES/OTHER RESOURCES Library District Tax $ 6,351,957 Fund Balance 727,912 Transfers (net) 850,560 Interest 26,980 Grants 74,214 Miscellaneous 20,474 $ 8,052,097 Non-Dept 1.4% Gen Admin 1.9% Mgmt Svcs 2.0% Econ Vit 0.5% LIBRARY REVENUES/OTHER RESOURCES Library District Tax 78.9% Misc 0.3% Grants 0.9% Interest 0.3% Transfers 10.6% Annual Financial Plan Fund Balance 9.0% 14 City of Flagstaff Beautification Fund: Total resources available for Beautification Fund activities amount to $7.2 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 and again in the 2010 general election. The BBB tax approved by voters will expire in 2028. The funds were allocated into the following percentages: Economic Development Beautification Tourism Recreation Arts & Science REVENUES/OTHER RESOURCES BBB Tax $ 984,041 Grants 1,784,194 Fund Balance 3,743,901 Interest 39,060 Transfers (net) 607,147 $ 7,158,343 9.5% 20.0% 30.0% 33.0% 7.5% BEAUTIFICATION REVENUES/OTHER RESOURCES Fund Bal 52.4% Revenue for FY 2011 is projected with no growth over 2010 year end estimates, however, FY2010 receipts are 5.8% 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. Interest 0.5% Grants 24.9% Trans. (net) 8.5% BBB Tax 13.7% APPROPRIATIONS Community Development Economic Vitality Reserve $ $ 2,493,239 3,593,770 10,000 6,097,009 BEAUTIFICATION TOTAL APPROPRIATIONS Reserve 0.2% Comm Dev 40.9% Econ Vit 58.9% Annual Financial Plan 15 City of Flagstaff Arts & Science Fund: Total resources available for Arts & Science activities are $759,992 including estimated revenues from the BBB tax of $369,015. Expenditures include: Public Art for $269,622, FCP Administration, and Grants to Other Agencies of $402,825. In addition, there is a $10,000 reserve for contingencies. Tourism Fund: Total resources available in FY 2011 are $1.7 million. The total appropriations are $1.6 million, which include $1.2 million for Tourism. Tourism includes General Administration, Marketing, Sales, Public Relations, Film Office, and Economic Stimulus Advertising. The Visitors Center programs account for $325,000. In addition, there is a $50,000 reserve for contingencies. REVENUES/OTHER RESOURCES BBB Tax $ Fund Bal, net of Transfers Interest $ 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. The Visitor Center programs include the Train Station Operations and General Administration. APPROPRIATIONS General Administration Contingency REVENUES/OTHER RESOURCES BBB Tax $ 1,476,061 Fund Balance 16,557 Retail Sales 65,047 Transfers (Net) 90,563 Miscellaneous 14,712 $ 1,662,940 APPROPRIATIONS Economic Vitality Contingency $ $ $ $ 369,015 387,106 3,871 759,992 673,472 10,000 683,472 ARTS & SCIENCE REVENUES/OTHER RESOURCES Fund Bal 50.9% BBB Tax 48.6% 1,552,628 50,000 1,602,628 Interest 0.5% TOURISM REVENUES/OTHER RESOURCES Fund Bal 1.0% BBB Tax 88.8% Retail Sales 3.9% Misc 0.9% Annual Financial Plan Transfers 5.4% 16 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 including a general fund contribution of $411,698 to support the business incubator operations and debt service. Recreation Fund: There are no appropriations in FY 2011 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. Due to the recent recession, City Council has reexamined the use of these funds and has now redirected $200,000 for FY 2011 to fund recreational programming via a transfer to the General Fund. Use of these revenues will be discussed again next year. REVENUES/OTHER RESOURCES BBB Tax $ 1,623,667 Interest $ 300 Fund Balance 54,573 $ 1,678,540 APPROPRIATIONS/TRANSFERS Transfers (net) $ $ REVENUES/OTHER RESOURCES Lease Revenues $ 92,718 BBB Tax 467,419 Fund Balance 129,222 Transfers (net) 411,698 Interest 1,292 $ 1,102,349 1,459,636 1,459,636 RECREATION REVENUES/OTHER RESOURCES Fund Balance 3.2% APPROPRIATIONS Economic Vitality Contingency BBB Tax 96.7% $ 969,634 25,000 994,634 $ Interest 0.1% ECONOMIC DEVELOPMENT REVENUES/OTHER RESOURCES Fund Bal 11.7% BBB Tax 42.4% Lease Rev 8.4% Annual Financial Plan 17 Transfers 37.3% Interest 0.2% City of Flagstaff Housing and Community Services Fund: This fund finances activities in conjunction with the CDBG program and affordable housing activities. There is $1.3 million appropriated to this activity for FY 2011. Expenditures in this fund include $630,000 in state grants activities. OTHER FUNDS Metropolitan Planning Organization Fund: This fund was established to account for funding derived from the area’s status as a designated Metropolitan Planning Organization (MPO). The MPO receives Federal funding administered through the Arizona Department of Transportation (ADOT). REVENUES/OTHER RESOURCES Grants $ 1,968,644 Fund Balance 1,769,454 $ 3,738,098 The MPO has appropriated $642,005 for this program for FY 2011. 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 $ $ HOUSING AND COMMUNITY SERVICES REVENUES/OTHER RESOURCES Transfers, 47.3% 514,285 22,720 105,000 642,005 Grants, 52.7% 521,925 20,080 100,000 642,005 APPROPRIATIONS/TRANSFERS Community Development $ Transfers (net) $ Non-Departmental $ MPO REVENUES/OTHER RESOURCES Transfers 3.5% HOUSING AND COMMUNITY SERVICES TOTAL APPROPRIATIONS/ TRANSFERS Transfers (net) 0.4% Comm Dev Non‐ 98.4% Depart 1.2% Misc 16.4% Grants 80.1% Annual Financial Plan 3,472,650 14,000 41,241 3,527,891 18 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 FY2011. REVENUES/OTHER RESOURCES Fund Balance $ Interest $ REVENUES/OTHER RESOURCES Water Revenues $ Sewer Revenues Fund Bal, net of Transfers Bond Proceeds Grant Revenue Interest $ 511,871 13,350 525,221 APPROPRIATIONS Non-Departmental UTILITIES REVENUES/OTHER RESOURCES - $ Sewer Revenues 26.8% REAL ESTATE PROCEEDS REVENUES/OTHER RESOURCES Fund Bal 22.7% Water Revenues 38.9% Fund Bal 97.5% Interest 0.5% Interest 2.5% Grant Revenue 1.1% APPROPRIATIONS General Administration Economic Vitality Management Services Public Works Non-departmental Water Utilities Wastwater Utilities Contingency ENTERPRISE FUNDS UTILITIES FUND The City's water and wastewater operations are operated as an Enterprise Fund activity, i.e., selfsustaining 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 $24.8 million. Resources include $10.4 million in water revenues and $7.2 million in sewer revenues. $ $ Bond Proceeds 10.0% 629,492 105,675 1,101,046 50,007 403,517 13,753,300 7,369,501 1,400,000 24,812,538 UTILITIES TOTAL APPROPRIATIONS Econ Gen Admin Vitality 2.5% 0.4% Wastewtr Utilities 29.7% Water Utilities 55.4% Cont'gcy 5.8% Non-dept 1.6% The City is currently reviewing the water and wastewater rate structure. The last rate increase occurred January 1, 2009. The next proposed rate increase is planned for January 1, 2011, pending council approval. Annual Financial Plan 10,403,400 7,151,500 6,060,471 2,672,826 302,553 121,000 26,711,750 19 Pub Works 0.2% Mgmt Svcs 4.4% City of Flagstaff Water Operations: Total appropriations relating to direct costs for the water operations are $13.8 million. Water fees are the major source of revenue supporting water operations. Bond funds support well development and future water rights. Revenue estimates total $10.4 million for water sales. REVENUES/OTHER RESOURCES Environmental Svcs Revenue $ 10,809,131 Fund Bal, net of Transfers 4,440,591 Grants 517,958 Interest 36,000 $ 15,803,680 Wastewater Operations: Total appropriations relating to the direct costs for the wastewater operations are $7.4 million. Wastewater (sewer) fees are the major source of revenue supporting wastewater operations. Revenue estimates total $7.2 million in wastewater service charges. ENVIRONMENTAL SERVICES REVENUES/OTHER RESOURCES Fund Bal 28.1% ENVIRONMENTAL SERVICES FUND Total financial resources are $15.8 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, and commercial recycling) with different rates for each category based on cost of service. Interest 0.2% APPROPRIATIONS General Administration Economic Vitality Management Services Public Works Non-departmental Contingency User fees are the major revenue source of sustainability and environmental management operations. The user fee is the environmental fee that is based on the cost of service. Currently, this revenue does not recover the cost of service. This shortage is funded by the solid waste division. $ $ 327,877 75,585 396,188 11,802,655 303,624 500,000 13,405,929 ENVIRONMENTAL SERVICES TOTAL APPROPRIATIONS 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. Annual Financial Plan Grants 3.3% Environ Svcs Rev 68.4% Pub Works 88.0% Mgmt Svcs 3.0% Econ Vit 0.6% Gen Admin 2.4% 20 Cont'gcy 3.7% Non-dept 2.3% City of Flagstaff AIRPORT FUND STORMWATER FUND Pulliam Airport is located four miles south of downtown Flagstaff and is staffed seventeen hours per day, seven days each week and provides airline service to Phoenix and Los Angeles. Total appropriations are $11.5 million: $1.5 million for operations, $0.3 million for debt and $9.7 million in capital outlay. Primarily FAA and ADOT grants will fund the capital improvements. 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 to $1.30 per Equivalent Rate Unit (ERU). June 1, 2010 was the last scheduled increase. An ERU is 1,500 sq. feet of impervious area. This year, of the $9.7 million in capital improvements, 99% are being funded by the FAA and ADOT. REVENUES/OTHER RESOURCES Airport Revenues $ 1,642,679 Grants 9,658,831 Fund Balance 1,335 Interest 2,539 Miscellaneous 367,524 $ 11,672,908 Total revenues/other resources of $6.4 million include a transfer of $4.6 million from the general fund for the Rio de Flag project. Total appropriations of $6.2 million include the operational components of NPDES implementation, general drainage maintenance, and the Rio de Flag including related parking. AIRPORT REVENUES/OTHER RESOURCES REVENUES/OTHER RESOURCES Stormwater Revenues $ 1,406,262 Fees & Charges 30,589 Fund Balance 656,859 Transfers (net) 4,271,555 Grants 8,400 Interest 2,693 $ 6,376,358 Grants 82.7% Airport Revenues 14.0% Misc. 3.1% Interest 0.1% Fund Balance 0.1% STORMWATER REVENUES/OTHER RESOURCES . APPROPRIATIONS/TRANSFERS General Administration $ Economic Vitality Management Services Public Works Transfers (net) Non-departmental $ Transfers (net) 66.9% 64,438 11,181,084 94,780 117,318 136,567 77,139 11,671,326 Grants 0.1% Interest 0.1% Fund Bal 10.3% Fees/Chgs 0.5% Stormwater Rev 22.1% AIRPORT TOTAL APPROPRIATIONS/TRANSFERS Non-dept 0.7% Econ Vit 95.7% Mgmt Svcs 0.8% Transfers (net) 1.2% Pub Works 1.0% Annual Financial Plan Gen Admin 0.6% 21 City of Flagstaff APPROPRIATIONS General Admin Community Development Management Services Public Works Utilities Non-departmental Economic Vitality Contingency $ $ based in current program needs and revenue estimates are achievable. 19,708 28,042 48,977 12,434 6,038,195 17,773 5,436 10,000 6,180,565 The five-year projections are located in the Financial Summary section, Schedule 11. The following narratives present the highlight of the forecasts by funds: GENERAL The primary purpose of the General Fund five-year projections is to assure that ongoing revenues are meeting or exceeding ongoing expenditures. Ongoing expenditures include debt service, fleet replacements, information system replacement and upgrades, an allocation for capital, and projected changes in personnel. As financial conditions change in the City, the five-year projections are continually updated to balance the ongoing sources and uses of funds. STORMWATER TOTAL APPROPRIATIONS Utilities 97.7% Pub Wks 0.2% Mgmt Svcs 0.8% Non-dept 0.3% Cont'gcy 0.2% Gen Admin 0.3% Comm Dev 0.4% Econ Vit 0.1% The General Fund balance decreases by 60% as the City is currently funding several projects with 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 69% due to planned expenditures at both the branch and the decrease in district tax revenue witnessed in declining property values. 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 72% 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 Transportation Fund is used to track revenues and expenditures related to a dedicated sales tax approved by voters. The construction of the 4th Street Overpass was completed in FY 2007. The ongoing funding of the transit system is operated by the NAIPTA. Other projects are funded through The preparation of the five-year plan is a cooperative effort between division heads, section heads, and budget staff to assure projections are Annual Financial Plan 22 City of Flagstaff 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 increase is substantially due to projected 4th Street land sales. construction of new FUTS trails are funded with ongoing revenues. The Recreation – BBB fund balance increases by 301% as the fund has recovered from a planned negative balance. As the fund accumulates reserves, new capital projects will be scoped and constructed. BEAUTIFICATION REAL ESTATE PROCEEDS 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 72% due to planned expenditures for the completion of various capital projects. This fund is used for one-time revenues and expenditures related to sale and acquisition of property. As the City sells additional properties, those funds will be restricted for a similar purchase of land as intended with the original land acquisition. The Real Estate Proceed fund balance increases by 3% due to anticipated interest earnings. HOUSING AND COMMUNITY SERVICES The BBB revenue for Beautification, Economic Development, Tourism, Arts and Science, and Recreation-BBB are scheduled to end in 2028, and will be put before the voters prior to that time to extend the tax. 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 increased by 88% due to planned expenditures. ECONOMIC DEVELOPMENT This fund is balanced with ongoing revenues from BBB taxes and General Fund transfers. Ongoing expenditures support a number of efforts focused on business attraction, retention, work force development, and the business incubator. The Economic Development Fund Balance decreases by 17% in 2012 due to a decrease in the General Fund transfer and a reduced beginning fund balance from FY-2011. 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. 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 increases due to reductions in personnel, contractuals and commodities. 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. 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 Arts and Science fund balance decreases by 80% due to planned expenditures for public art. 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 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 Annual Financial Plan 23 City of Flagstaff 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. The Airport Fund is approaching its goal of self-sufficiency beginning in FY 2012. 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 fund balance remains relatively flat due to careful controls of its expenditures in relationship to its revenues and the General Fund subsidy. level tax rate from year to year. The Secondary Property tax fund balance increases by 70% due to the decrease in the debt service assistance to the Utility Fund. SPECIAL ASSESSMENT BOND This fund is set up for repayment of bonds issued for special assessment districts. The Special Assessment Bond fund balance increased due to the planned retirement of debt, and the residual balance of this retired debt. 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 9% as the fund contributions increased and expenditures will not be budgeted until there is adequate fund balance. 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 two 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 47% to fund anticipated capital expenditures and contingency funding, as well as the shortfall within Sustainability and Environmental Management division. 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 100% due to planned capital expenditures. 2. The Municipal Facilities Corp fund balance increases by 222% due to the timing of receiving bond proceeds. 3. The GO Bond Funded Projects fund balance increases by $40.5 million due to the timing of G.O. bond proceeds. 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 FY 2010. The rate increase is to self-fund capital improvements and increase inspection efforts as required by NPDES. The Stormwater fund balance decreased 20% due to planned capital expenditures. WATER AND WASTEWATER 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 69% due to the planned completion of capital projects. AIRPORT This fund is responsible for the operations at Flagstaff Pulliam Airport. The majority of future Annual Financial Plan 24 City of Flagstaff REVENUES 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 $7 million dollars to the assessed valuation for FY 2011 and accounts for 31.4% of the increase. Historical Trend Information for Select Revenues GENERAL FUND PROPERTY TAX RECEIPTS CURRENT, PRIMARY PRIMARY PROPERTY TAX Legal Authority: Arizona Revised Statutes Section 42-45 (B) based on the State Constitution Article 9, Section 18. Revised through HB2876, June 2006. FY: 04-05 05-06 06-07 07-08 08-09 09-10 10-11 Description: The property tax is levied each year on or before the third Monday in August based on full cash value of the assessed property as determined by the Coconino County Assessors' Office. Receipts from primary property taxes levied by the City are deposited in the General Fund. No restrictions on usage apply to the primary property tax. State statute limits the annual increase to 2% plus the amount generated by construction. This legal restriction previously had no impact on the City as the City had levied less than 50% of the maximum allowed. For FY 2007, legislation was introduced through an omnibus bill and signed by the governor that changed the base amount to the amount assessed in tax year 2005. This was subsequently approved in the November general election. This change decreased the City’s ability to assess property tax dramatically. Annual Financial Plan AMOUNT $ % CHANGE 3,618,849 4,141,281 4,353,660 4,656,831 4,786,900 4,900,000 5,005,000 9.4% 14.4% 5.1% 7.0% 2.8% 2.4% 2.1% PRIMARY PROPERTY TAX MILLIONS 6.0 5.0 4.0 3.0 2.0 1.0 05 ACTUAL 25 06 07 08 09 10 FISCAL YEAR EST ACTUAL 11 BUDGET City of Flagstaff CITY SALES TAX (TRANSACTION PRIVILEGE TAX) STATE SALES TAX Legal Authority: Arizona Revised Statutes Section 42 - 1341 (D) Legal Authority: City Code, Title 3, Chapter 5, (Ordinance 1491) Description: A half-cent (.5%) portion of the 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. Tax currently sunsets November 2024. Description: The single largest revenue source for the City is obtained from a 1% tax on the sales of goods. The sale of food for home consumption is exempted from the tax. Additional sales taxes levies include a 2% tax on hotels, restaurants and bars (BBB Tax) and a 0.721% transportation tax. The sales tax revenue estimated 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 2011 is not anticipated at this time. 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 2010 was driven by decreases in construction, tourism, and retail sales. Revenue projections in these three categories remains weak for FY 2011 and no recovery for the fiscal year is currently anticipated. STATE SALES TAX FY: 04-05 05-06 06-07 07-08 08-09 09-10 10-11 CITY SALES TAX AMOUNT 04-05 05-06 06-07 07-08 08-09 09-10 10-11 $ % CHANGE 12,500,038 14,054,056 15,109,645 15,721,269 14,044,577 12,800,000 12,800,000 4.9% 12.4% 7.5% 4.0% -10.7% -8.9% 0.0% 4,900,116 5,652,335 5,815,473 5,623,144 4,868,072 4,300,000 4,300,000 10.1% 15.4% 2.9% -3.3% -13.4% -11.7% 0.0% 7.0 CITY SALES TAX REVENUES 6.0 5.0 4.0 3.0 2.0 19.0 MILLIONS $ % CHANGE STATE SALES TAX MILLIONS FY: AMOUNT 05 17.0 06 07 08 09 10 11 FISCAL YEAR 15.0 13.0 ACTUAL EST ACTUAL BUDGET 11.0 9.0 05 06 07 08 09 10 11 FISCAL YEAR ACTUAL Annual Financial Plan EST ACTUAL BUDGET 26 City of Flagstaff STATE INCOME TAX (REVENUE SHARING) FRANCHISE TAX Legal Authority: Arizona Revised Statutes Section 43 - 244 (B) Legal Authority: Flagstaff Charter and City Code Article XII Description: The City shares in 15.8% of the State income tax collected based on the population of the cities and towns as reported in the 2000 Census and adjusted by the annual DES POPTAC estimates. A 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. Arizona Public Service (APS): Resolution 2009-52 (expires 8-21-2036), 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: 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%. FY 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 has provided the revenue estimate for FY 2011. The large decrease in FY 2011 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. The growth rate for franchise tax revenue in FY 2010 is due to normal growth in consumer accounts. A renegotiated franchise agreement with APS went before the voters in May 2010 and successfully passed. The renegotiated agreement will allow the City to collect both a franchise fee and sales tax on electricity charges. Franchise tax had previously netted against sales tax receipts. This change will result in approximately $1,000,000 in additional sales and transportation tax revenue in FY 2012. STATE INCOME TAX FY: AMOUNT 04-05 05-06 06-07 07-08 08-09 09-10 10-11 $ FRANCHISE % CHANGE 4,918,476 5,655,642 6,946,680 8,610,567 9,149,290 7,850,000 5,900,000 FY: 3.0% 15.0% 22.8% 24.0% 6.3% -14.2% -24.8% AMOUNT 04-05 05-06 06-07 07-08 08-09 09-10 10-11 $ % CHANGE 1,925,231 1,947,699 2,001,795 2,243,051 2,479,028 2,500,000 2,625,000 -1.7% 1.2% 2.8% 12.1% 10.5% 0.8% 5.0% STATE INCOME TAX FRANCHISE TAX MILLIONS MILLIONS 9.0 7.0 5.0 3.0 05 06 07 08 09 10 11 2.6 2.4 2.2 2.0 1.8 1.6 1.4 1.2 1.0 05 FISCAL YEAR 06 07 08 09 10 11 FISCAL YEAR ACTUAL EST ACTUAL BUDGET ACTUAL Annual Financial Plan 27 EST ACTUAL BUDGET City of Flagstaff FINES & FORFEITURES AUTO IN LIEU TAX Legal Authority: Arizona Revised Statutes, Rules of Criminal Procedure City Code, Title 1, Chapter 15, Section 8 Legal Authority: Arizona Revised Statutes Section 28 - 1591 (c) Description: Twenty-five (25) percent of the net receipts from vehicle licensing collected by the State is returned to the cities and towns of licensing origin. The distribution is based on population in proportion to total population in incorporated areas. This revenue source can be used for any municipal purpose; therefore, revenues are deposited in the General Fund to support services and activities of the general government. Description: Revenues are derived from a multitude of fines and forfeitures that relate to fines ordered by the court magistrates and administrative charges for Traffic School. Other miscellaneous fees allowed include court reimbursements and court collection fees. The increase in FY 2006 was due to the inception of the FARE program. Revenues vary on an annual basis dependent on the mix of criminal and civil cases handled by the court system in any particular year. 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 and has continued due to the severe slump in the auto industry. Auto in Lieu tax is received on a declining scale over a 5-year period based on the automobile value until it stabilizes at the depreciated amount. As fewer new vehicles have entered the grid, overall revenue decreased. Even with the opening of the Auto Mall and a local sales tax rebate for energy efficient cars, revenues continued to decline for FY 2010 and are anticipated to continue for FY 2011, based on sales data extrapolated from sales tax reporting. The current year increase is anticipated due to the shift of certain cases from the County to the Municipal Court for adjudication. FINES & FORFEITURES FY: AMOUNT 04-05 05-06 06-07 07-08 08-09 09-10 10-11 $ % CHANGE 1,069,562 1,332,101 1,181,278 1,240,222 1,360,441 1,241,647 1,261,400 8.6% 24.5% -11.3% 5.0% 9.7% -8.7% 1.6% AUTO IN LIEU TAX FY: FINES & FORFEITURES 04-05 05-06 06-07 07-08 08-09 09-10 10-11 THOUSANDS 1,400 1,250 1,100 950 800 650 500 05 06 07 08 AMOUNT 09 10 $ % CHANGE 2,461,425 2,655,653 2,792,404 2,758,307 2,611,289 2,400,000 2,248,000 1.4% 7.9% 5.1% -1.2% -5.3% -8.1% -6.3% AUTO IN LIEU TAX 11 3.0 FISCAL YEAR EST ACTUAL MILLIONS 2.5 ACTUAL BUDGET 2.0 1.5 1.0 0.5 0.0 05 06 07 08 09 10 11 FISCAL YEAR ACTUAL Annual Financial Plan 28 EST ACTUAL BUDGET City of Flagstaff SPECIAL REVENUE FUNDS HIGHWAY USER REVENUE FUND BBB FUNDS HIGHWAY USER TAX BED, BOARD & BOOZE TAX Legal Authority: Arizona Revised Statutes Section 28 - 1598 (B.4), (For method of distribution see ARS 28-1598 (D.3) Legal Authority: Ordinance 1902, Reauthorized by voters May 2010, extended by vote to March 31, 2028. 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. Description: An additional city sales tax of 2% is charged on the services of hotels, restaurants and bars. The City has designated all of these revenues for the purposes of enhancing beautification, tourism, economic development, recreation, and arts & sciences. The decreases in revenues for FY 2009 and FY 2010 were driven by declines in the local and overall State economy. The BBB Revenue projection for FY 2011 reflects no increase due to the current overall State economy. 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. The City expects no increase in HURF revenues in FY-2011 based on projections provided by the Arizona Department of Transportation. BBB FY: AMOUNT 04-05 05-06 06-07 07-08 08-09 09-10 10-11 $ % CHANGE 4,317,063 4,463,359 4,970,795 5,106,427 5,031,189 4,920,203 4,920,203 6.0% 3.4% 11.4% 2.7% -1.5% -2.2% 0.0% HURF FY: AMOUNT 04-05 05-06 06-07 07-08 08-09 09-10 10-11 BED, BOARD & BOOZE TAX 6.0 $ % CHANGE 7,171,383 7,436,000 7,855,427 7,422,359 6,412,329 6,562,309 6,562,309 2.8% 3.7% 5.6% -5.5% -13.6% 2.3% 0.0% 5.0 HIGHWAY USER TAX 4.5 8.0 4.0 3.5 MILLIONS MILLIONS 5.5 3.0 05 06 07 08 09 10 11 FISCAL YEAR ACTUAL EST ACTUAL 7.5 7.0 6.5 6.0 BUDGET 05 06 07 08 09 10 11 FISCAL YEAR ACTUAL Annual Financial Plan 29 EST ACTUAL BUDGET City of Flagstaff LOCAL TRANSPORTATION ASSISTANCE TRANSPORTATION TAX Legal Authority: Arizona Revised Statutes Sections 5 - 522, 40 - 1101, and 40 – 1102 Legal Authority: Resolution 2004-48, approved by voters May 2000. Description: A portion of the lottery monies is distributed to cities and towns. Distribution is based on the population of a city as compared to the total populations of all the cities and towns. These funds must be used for transportation systems including street and highway projects and transit programs. Description: The Transportation tax was approved by voters to address four transportation issues. This tax was approved for a period of twenty years. The tax helps pay for a 4th Street overpass, safety improvements, street improvements, and transit services. The transportation tax is assessed on the same goods and services as the City’s general sales tax. The current tax rate is 0.721%. 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 have been swept by the State and the City does not expect to receive these funds in the future. Transportation Tax Rate Breakdown 4th Street Overpass Street Improvements Safety Improvements Transit Services Total LTAF FY: AMOUNT 04-05 05-06 06-07 07-08 08-09 09-10 10-11 $ % CHANGE 313,843 300,246 293,502 284,747 251,536 133,648 - 0.0% -4.3% -2.2% -3.0% -11.7% -46.9% -100.0% No increase is anticipated in overall Transportation tax revenue because of local economic downturn. TRANSPORTATION TAX FY: LTAF (LOTTERY) AMOUNT 04-05 05-06 06-07 07-08 08-09 09-10 10-11 400 THOUSANDS 0.160% 0.186% 0.080% 0.295% 0.721% 350 300 250 200 150 $ % CHANGE 7,898,607 8,251,863 9,345,864 9,623,142 10,020,213 9,235,030 9,235,030 9.3% 4.5% 13.3% 3.0% 4.1% -7.8% 0.0% 100 05 06 07 08 09 10 TRANSPORTATION TAX 11 FISCAL YEAR EST ACTUAL BUDGET MILLIONS ACTUAL 11.0 10.0 9.0 8.0 7.0 05 06 07 08 09 10 11 FISCAL YEAR ACTUAL Annual Financial Plan 30 EST ACTUAL BUDGET City of Flagstaff ENTERPRISE FUNDS WASTEWATER SERVICE CHARGES WATER SALES Legal Authority: City Code, Title 7, Chapter 2, Section 39 Legal Authority: City Code, Title 7, Chapter 3, Section 11 Description: The principal revenue for operating and managing the City's wastewater system is derived from revenues generated from wastewater (sewer) rates and user charges. Both residential and commercial customers are charged on the basis of water consumption. Residential customer charges are based on average water consumption for the proceeding winter months (Dec-Mar). All other customers are billed based on actual monthly water usage unless they can measurably separate which quantity of water does not reach the wastewater system. Description: The principal revenue for operating and managing the City's water system is derived from rates and charges for water services. Monthly water bills consist of a base charge for the amount of water consumed with an inverted rate structure for consumption levels above the base amount so as to encourage water conservation practices. The rates for each customer class are reviewed annually to assure adequate user charges. The last rate increase occurred January 2009. The revenue projections are expected to be flat for FY 2010 and 2011 due to two factors: 1) growth has slowed down substantially versus prior years and 2) no rate increases will occur at this time. Currently our rate model shows the need for a rate increase. This has not been reviewed or approved by council. The decrease in FY 2005 is because of water restrictions due to a drought year. Revenues in FY 2009 decreased again due to a wet summer season. We expect revenues to be flat for two reasons: 1) growth has slowed down substantially versus prior years and 2) no rate increases will occur at this time. Currently our rate model shows the need for a rate increase. This has not been reviewed or approved by council. WASTEWATER FY: 04-05 05-06 06-07 07-08 08-09 09-10 10-11 WATER FY: AMOUNT 04-05 05-06 06-07 07-08 08-09 09-10 10-11 $ % CHANGE 9,268,194 9,727,199 9,816,624 10,360,082 9,910,726 10,000,000 9,910,700 AMOUNT -2.6% 5.0% 0.9% 5.5% -4.3% 0.9% -0.9% $ % CHANGE 5,664,796 5,773,014 5,884,159 6,266,404 6,230,404 6,230,404 6,292,700 -0.9% 1.9% 1.9% 6.5% -0.6% 0.0% 1.0% WASTEWATER (SEWER) CHARGES 7.0 MILLIONS 6.5 WATER SALES MILLIONS 11.0 10.0 6.0 5.5 5.0 4.5 9.0 4.0 8.0 05 7.0 06 07 08 09 10 11 FISCAL YEAR 6.0 05 06 07 08 09 10 ACTUAL 11 EST ACTUAL BUDGET FISCAL YEAR ACTUAL Annual Financial Plan EST ACTUAL BUDGET 31 City of Flagstaff ENVIRONMENTAL SERVICES AIRPORT Legal Authority: City Code, Title 7, Chapter 4, Sections 8-9 Legal Authority: City Code, Title 8, Chapter 6, Sections 1-8 Description: Environmental Services disposal service revenue is comprised of solid waste collection charges, hoist and haul fees, landfill dumping charges, inert materials landfill fees, environmental service fees, and residential and commercial recycling. Service charges for residential and commercial customers are based on size of container and frequency of pickup. Hoist and haul is based on a cost per pull plus tonnage. Receipts from fees charged for dumping at the City Landfill are based on tonnage. The environmental service fee is a fixed monthly charge. Description: Airport revenue is derived from the rental of airplane hangars, tiedowns, tiedowns with electricity, and shades rented to various individuals and vendors. Landing fees are charged at a rate of $1.05/1,000 pounds based on gross certificate landing weight of aircraft. Rental revenue from terminal rent consists of space, concession and advertising fees. Revenues are collected from the sale and storage of aviation fuel. A $3.00 PFC charge is collected from the ticket sales of passengers embarking from Pulliam. The increases from FY 2004 through FY 2011 (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. The increase in revenues for FY 2011 reflects a rate increase effective mid-year FY2010 and is planned to escalate by five percent per year over the next two years. ENVIRONMENTAL SERVICES FY: AMOUNT 04-05 05-06 06-07 07-08 08-09 09-10 10-11 $ AIRPORT % CHANGE 8,833,909 9,666,478 9,811,052 10,507,477 11,133,973 10,584,400 10,809,131 FY: 7.7% 9.4% 1.5% 7.1% 6.0% -4.9% 2.1% AMOUNT 04-05 05-06 06-07 07-08 08-09 09-10 10-11 $ % CHANGE 1,019,147 1,188,512 1,202,763 1,312,143 1,208,633 1,576,577 1,642,679 8.2% 16.6% 1.2% 9.1% -7.9% 30.4% 4.2% ENVIRONMENTAL SERVICES REVENUES AIRPORT REVENUES 1,600 12.0 THOUSANDS MILLIONS 14.0 10.0 8.0 6.0 05 06 07 08 09 10 11 EST ACTUAL 1,200 1,000 800 600 FISCAL YEAR ACTUAL 1,400 05 06 07 08 09 10 11 FISCAL YEAR BUDGET ACTUAL Annual Financial Plan 32 EST ACTUAL BUDGET City of Flagstaff STORMWATER CAPITAL BUDGET Legal Authority: City Code, Title 12, Chapter 2, Section 3 RELATIONSHIP BETWEEN OPERATING AND CAPITAL BUDGET 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 rate increased by $0.10 per year, where it currently resides at $1.22 for FY 2010 and will increase to $1.30 in FY 2011, where it will remain static. The Five-Year Capital Improvement Plan (multi-year, long-range study of construction and/or acquisition of high cost items with an extended useful life) is prepared separately from the Annual Budget and Financial Plan (focus on municipal service delivery programs which generally are of an on-going nature); however, the two processes are interrelated. The operations and maintenance of major capital facilities and infrastructure can significantly impact the operating budget and, must be considered prior to approval and commencement of acquisition of a particular capital asset. In the capital improvement plan for the City, various components have greater impact on the operating budget than other elements and, may even override operating budget constraints, e.g., mandatory environmental regulatory compliance. STORMWATER FY: AMOUNT 04-05 05-06 06-07 07-08 08-09 09-10 10-11 $ % CHANGE 535,819 540,495 910,976 1,081,282 1,206,233 1,306,298 1,406,262 10.9% 0.9% 68.5% 18.7% 11.6% 8.3% 7.7% The Water and Wastewater Enterprise Fund's revenue structure is not 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. A rate study was completed in FY 2010 and will be presented to council in FY 2011. THOUSANDS STORMWATER REVENUES 1,500 1,300 1,100 900 700 500 300 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. 05 06 07 08 09 10 11 FISCAL YEAR ACTUAL Annual Financial Plan EST ACTUAL BUDGET 33 City of Flagstaff 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. 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 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. 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. 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. 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. Annual Financial Plan 34 City of Flagstaff FY 2011 CAPITAL IMPROVEMENT PLAN The City budget for FY 2011 includes capital improvement projects totaling $54.2 million. This amount includes $13.7 million in carryover items that have been budgeted. Project funding is comprised of the following: $10.6 million in grants primarily for airport improvements and beautification projects. $13.6 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 ten-year period with debt being issued in conjunction with the timing of each project. Each proposed project will be discussed below in its appropriate fund. Project listings are located in the Capital Improvement section of this book. 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 $1.1 million. 29 projects are scheduled at a budgeted cost of $5.9 million for FY 2011. 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. Environmental Services Fund - This year’s CIP includes three projects for a total cost of $385,000 for proposed retrofit at the MRF for glass recycling, stormwater infrastructure and maintenance building upgrades. Utilities Fund – Major projects for Water production and distribution include $1.5 million for well development and $1.0 million for Future Water Rights. 16 water projects and a wastewater project are scheduled at a combined budget of $4.3 million for FY 2011. Airport Fund – Four projects are scheduled at a budgeted cost of $9.3 million for FY 2011. The projects include taxiway reconstruction and pavement marking installation. Stormwater Fund – Three projects are budgeted in the Stormwater fund with a cost of $5.4 million in FY 2011. These projects include; drainage spot improvement and the Rio De Flag Drainage Project. General Government – Fifteen projects are scheduled for FY 2011 for a total of $23.5 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 are the Incubator Expansion, Science Park Sewermain, and Reconstruction of Jay Lively. CAPITAL PLAN IMPLICATIONS For a community to continue to grow and prosper, capital improvement needs must be balanced with the burden placed on its citizens to fund them. Therefore, the capital improvement program is evaluated in terms of its impact on a variety of factors such as property taxes, utility rates, and entering into other long-term commitments, i.e., affordability factors. Streets/Transportation – The City currently has 634 miles of paved streets, as well as an additional 14 miles of alleys and 14 miles of unpaved streets. Three major programs are funded in the CIP for the City’s streets and related infrastructure. These include an annual maintenance program of chip seal and overlay to extend the useful life of the existing street system; a streets/arterial improvement program to bring streets into current standards or widen to meet existing and anticipated traffic flow patterns; and capital projects including the Sunnyside Street Improvements and Ponderosa Parkway. There are a total of 19 Streets Transportation projects scheduled at a budgeted cost of $5.4 million. HURF revenues fund $2.0 million of these projects with Transportation Tax funding $2.7 million. Annual Financial Plan 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. 35 City of Flagstaff Utility Rate Structure: The City has contracted with an outside agency to review the Water and Wastewater rate structure and provided a new rate modeling program. The last rate increase occurred in January 2009. This rate model provides for major capital improvements, additional bond funding, and increased operating costs. The rate model has demonstrated a need for a rate increase which will be presented to council. If adopted, rates will increase in January 2011. 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. 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. 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. 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 and 2010, extending the tax to March 2028. Capital projects currently underway include streetscape along corridors, and the FUTS (Flagstaff Urban Trail System) connectivity and various recreation projects. 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. 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%. 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 DEBT CAPACITY 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 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. 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 Annual Financial Plan 36 City of Flagstaff 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. DEBT SERVICE At July 1, 2010, the total actual indebtedness is $131 million. FY 2011 annual debt payments are projected to be $16.6 million. At the start of the fiscal year, July 1, 2010, the City's 20% general obligation debt of $31,555,000 is well below the legal limit of $172,807,894. The City has no outstanding general obligation debt in the 6% category. Thus, the full allowable debt margin of $51,842,368 is available. The following table illustrates the total actual indebtedness through the life for all currently outstanding debt. General Obligation Debt July 1, 2010 20% Limitation (Water, Sewer, Lighting, Open Spaces, Recreation, and Fire Facilites Purpose Debt) Assessed Valuation $ 864,039,469 Allowable 20% Debt 20% Debt Outstanding Allowable Debt Margin $ 172,807,894 (31,555,000) 141,252,894 $ 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 6% Limitation (All Other General Obligation Debt) Assessed Valuation $ 864,039,469 Allowable 6% Debt 6% Debt Outstanding Allowable Debt Margin $ 51,842,368 51,842,368 Annual Financial Plan $ 37 $ $ Principal 11,378,717 11,869,980 9,945,826 8,409,561 8,006,575 8,105,510 7,846,421 8,034,946 8,386,161 8,745,616 6,268,435 6,519,752 5,595,900 4,012,638 4,051,827 4,099,667 1,820,776 2,182,785 1,660,545 1,460,000 1,285,000 1,345,001 131,031,639 $ $ Interest 5,212,718 4,768,193 4,291,262 3,890,134 3,551,922 3,234,446 2,888,667 2,570,793 2,237,997 1,888,622 1,543,106 1,311,989 1,074,118 884,766 746,189 611,651 473,875 348,105 250,853 173,101 99,375 33,624 42,085,506 Total $ 16,591,435 16,638,173 14,237,088 12,299,695 11,558,497 11,339,956 10,735,088 10,605,739 10,624,158 10,634,238 7,811,541 7,831,741 6,670,018 4,897,404 4,798,016 4,711,318 2,294,651 2,530,890 1,911,398 1,633,101 1,384,375 1,378,625 $ 173,117,145 City of Flagstaff FY 2011 CITY COUNCIL PRIORITIES: 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 policies that provide for a balanced budget that meets the vast array of community needs, which 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 38 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 projected fund balance for FY 2011 is 33% (primarily due to carryover of capital projects) and for FY 2012 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, Environmental Services Fund, and Stormwater Fund operations are managed on the basis that they must be self-sustaining operations. The rate models include all capital costs and routine maintenance items. A new rate model study was conducted in the FY 2010 to assess future rate adjustments. The Environmental Services fund implemented a rate increase for FY 2008 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 2006 to FY 2010 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. 39 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. 40 City of Flagstaff FUND BALANCES AND RESERVES BUDGET POLICIES 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: 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:      Economic uncertainties Assurance against vagaries and uncertainties in the bond market Cash flow requirements (60 days operating revenues) Adequate contingencies   A Landfill Sinking Fund has been established to provide for future closure and environmental regulation requirements and equipment needs. For closure costs, amounts are legally designated for future construction needs in order to insure financial compliance. Current estimates are almost $16 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. Annual Financial Plan 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.  41 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 City of Flagstaff  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. State budget process which will eliminate funding of a portion of the annual streets maintenance program. We do not currently see this funding being restored in the near future. Debt service requirements for General Obligation 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. 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.  BBB Funds are restricted to Beautification, Economic Development, Tourism, Arts & Science, and Recreation projects and programs. 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. 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 Waste and Wastewater, Airport, Environmental Services, and Stormwater. 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. Fiduciary funds are used when the City holds resources while acting as an agent for a party outside the government. The City has no fiduciary funds. Transportation funds benefit four major categories: Fourth Street overpass, Street Improvements, Safety Improvements, and Transit. The Street and Safety projects include Safe-To-School Projects, urban links, streets widening, and gateway development. Budgetary control accounts are maintained in the general ledger system at a line item level to track estimated revenues, appropriations, and encumbrances. The Comprehensive Annual Financial Report (CAFR) Statement of Revenues, Expenditures, and Changes in Fund Balance - Budget and Actual, reflect how well the City met its budget plan at the legal level of control which, is at the department level. In addition, while individually budgeted, the City combines the BBB funds for CAFR presentation. These include Beautification, Economic Development, Tourism, Arts & Science, and Recreation. Conversely, the City presents the Internal Service fund in the CAFR as unbudgeted. OPERATING BUDGET IMPACT The impact of capital improvements on the respective fund operating budgets is required for all capital projects. Costs are developed for first-year start-up costs as well as an annual operating cost estimate. For Enterprise Fund capital projects, debt service requirements are included in the rate projections. Balanced revenue and expenditure forecasts will be prepared to examine the City's ability to absorb operating costs due to possible changes in the economy, service demands and capital improvements. The forecast will encompass five years and will be updated annually. REVENUE DISTRIBUTION Highway Users Revenue Funds (HURF) will be used to fund a portion of the Annual Streets Maintenance Program (overlay, chip seal, reconstruction) at a level of effort that will strive to maintain the streets system based on availability of funding. A portion of HURF funds will also be appropriated each year for street and sidewalk improvements, streetlights, and Americans Disability Act (ADA) compliance. An analysis of impact on cost-of-service will also be undertaken by the City staff to determine if any changes to fees and charges should be recommended to Council. Local Transportation Assistance Funds (LTAF) funding has been eliminated for FY 2011 by the Annual Financial Plan 42 City of Flagstaff MINIMUM LEVELS OF CAPITAL INVESTMENT 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. The Street Improvement Program will strive to commit $1.5 million for annual capital maintenance of the street system which includes ADA compliance in the street system. 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. Sinking funds have been established for future landfill closure costs. Currently, it is estimated that $16 million will be needed over 30 years starting in the year of closure to finance the closure and environmental regulatory compliance costs for the landfill. Landfill requirements are built into the Environmental Services rate structure. Annual Financial Plan 43 City of Flagstaff Annual Financial Plan 44 City of Flagstaff  ISSUES AND UPDATES PERSONNEL SERVICE COSTS COMPENSATION The fiscal year 2011 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% on May 1, 2009 and will continue through fiscal year 2011, which saves approximately $505,952 in the general fund. An implementation team of section heads has been identified and the team has had an introductory meeting to discuss the goals and objectives of the assignment. The team’s recommendation will go through the Employee Advisory Committee and Leadership and those proposed changes will be forwarded to City Council. BENEFITS th Fiscal year 2011 begins the 18 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 two non-voting members: NAIPTA and the Accommodation School. Employees who are in the skill based pay plan are eligible for pay adjustments based on acquiring skills and knowledge that are associated with skill blocks. Each of the skill blocks will continue to be reduced by 1.2% 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 will continue to be reduced by 1.2%. NAPEBT continues to fund a wellness program in an effort to control costs. This year NAPEBT held its second 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 POP mobile was also added this year to promote prostate health. The Flagstaff Housing Authority compensation has decreased from FY2010 Budget to FY2011 by $37,251 due to salary being lower than the projected and a 0.75 decrease in full time equivalents. The total amount budgeted for compensation is $1,109,119. As part of the ongoing alignment of Housing Authority operations with City operations, a $30,000 reserve has been included in the Housing Authority budget to address any differences in pay between the Housing Authority and City. Any salaries that match the City pay scale will not be adjusted. The overall premium increase for health insurance is 10.98%. This increase was mitigated through plan design changes such as increases in the PPO deductible, office visit co-pays, emergency room access fees, urgent care co-pays, prescription drug increases in tiers II-IV and a decrease to the Buy Up out-of-network coinsurance. The base plan contribution rate has increased by two percent. There is $300,000 set aside in one time dollars to help off-set these increases in contribution rates and the cost of services. NAPEBT voted to allow an opt-out provision for fiscal year 2011. An employee may discontinue employee-only coverage with proof of group health insurance outside of the Trust. This provision will provide savings to the City, but will not provide an incentive to the employee to opt-out. COMPENSATION STUDY UPDATE The Compensation Study was completed this fiscal year and the Human Resources division has implemented the following recommendations based on the results of the study.  Retention pay was eliminated as an add-pay and was incorporated into new pay classifications, effecting Police, Fire, Information Technology and some positions in Legal.  A job analysis questionnaire was created to add the City’s values to each job description. This will promote the use of the City’s values when communicating job requirements and making hiring decisions. Annual Financial Plan The Trust’s decision to become self insured in 2007 has led to the lower premium increases experienced over the last three years. The overall increase for health insurance is still below the national trend of approximately 12-15%. The City will continue paying the full premium for the employee and $254 per month for dependent subsidy. The dependent subsidy was reduced effective July 1, 2009 and this will continue fiscal year 2011. The total budget for employee only 45 City of Flagstaff health insurance is $3.9 million dollars. The total cost of the dependent subsidy to the City is $898,779. eligible for the Public Safety Personnel Retirement System. The cost of the additional occupational AD&D is $541. The Flagstaff Housing Authority pays the full premium for the employee and 60% for dependent coverage. The budget for employee health insurance and the dependent subsidy is $158,534. The Flagstaff Housing Authority provides basic life and accidental death & dismemberment coverage in the amount of one times the employee’s annual salary to a maximum of $150,000. The total budgeted cost for this coverage is $2,085. City employees who do not elect dependent health insurance coverage normally receive $60 per month in deferred compensation, but this benefit was suspended beginning July 1, 2009 and will continue through fiscal year 2011. The savings to all funds is approximately $357,438. Employees of the City and the Housing Authority may choose to purchase additional group term life coverage for themselves or their dependents and the employee pays 100% of those premiums. The Public Safety Personnel Retirement System (PSPRS) employer contribution will increase by 0.17% for Police and decrease by 1.52% for Fire. The PSPRS employee contribution will remain 7.65% for the employee. The Arizona State Retirement System (ASRS) contribution will be 9.85%, which is an increase of 0.45% for both the employer and employee. The ASRS pension and health insurance benefit will be 9.6%, which is a 0.6% increase in contribution rates. The ASRS long-term disability will be 0.25%, which is a 0.15% decrease in contribution rates. The cost to all funds is approximately $2.6 million for PSPRS and $2.6 million for ASRS. The Flagstaff Housing Authority provides a deferred compensation benefit of $50 per month to employees who do not elect dependent coverage. The total cost for deferred compensation is $4,800. The City added another dental plan in an effort to provide 100% preventive care. The employees may choose between Plan A and Plan B. The dental insurance premiums for both plans resulted in a rate decrease of approximately 2%. The City pays 100% of employee coverage and employees pay 100% for dependent coverage. The cost to all funds is approximately $291,825. The Flagstaff Housing Authority provides Plan B to employees and will also experience a 2% decrease in the premium. The Housing Authority pays 100% of employee coverage and employees pay 100% of dependent coverage. The total cost for dental insurance is $12,027. The Flagstaff Housing Authority participates in the Arizona State Retirement System (ASRS) and the overall contribution increased by 0.45%. The total cost for ASRS is $108,226. The City provides a basic vision benefit for the employee and dependents. The employee does have a buy up option for employee and dependent coverage. The vision insurance premiums resulted in a rate decrease of approximately 4%. The cost to all funds is approximately $12,500. The City provides supplemental benefits to employees including the Employee Assistance Program, Repetitive Motion Therapy and the ECOpass. SUPPLEMENTAL BENEFITS All benefit-eligible employees are eligible to participate in the Employee Assistance Program (EAP). The program provides six sessions at no cost to the employee. The Flagstaff Housing Authority provides all employees and dependents with the buy up vision plan. Employees are also eligible for vision expense reimbursement of up to $150 per employee and $90 per insured dependent. The total cost of vision insurance has decreased by 4% and is budgeted for $2,272. There are two methods by which an employee may be referred to the City’s EAP. The first is selfreferral when the employee voluntarily calls or contacts the EAP. The second is a referral done by the supervisor when there is a documented performance problem. The EAP also responds to critical incidents, is the City’s DOT Substance Abuse Counselor and provides training on topics such as Dealing with Difficult Customers, Preventing Violence in the Workplace and Drug & Alcohol Training for Supervisors. The City provides a basic life and accidental death & dismemberment benefit in the amount of one times the employee’s annual salary to a maximum of $150,000. The cost of this benefit is $76,640. The Airport Service Workers receive an additional occupational accidental death & dismemberment (AD&D) benefit in the amount of two times the employee’s annual salary to a maximum of $150,000; since this group of employees is not Annual Financial Plan 46 City of Flagstaff The total amount budgeted for the Employee Assistance Program is $34,000, which includes $20,000 of one-time dollars. 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 Division Director believes that an employee(s) is functioning out of class on a regular basis or that job responsibilities have changed sufficiently, a request may be made for the Human Resources division to conduct a review. The Human Resources division then conducts an audit and evaluates the request utilizing Decision Band Method (DBM) methodology. The City provides a Repetitive Motion Therapy (RMT) benefit to all employees. The RMT sessions are for those employees who have previous, current, or are susceptible to a repetitive motion injury. Thus, priority for appointments is given in the following order.   All employees with current workman’s compensation claims or claims closed for less than one year have first priority when scheduling an appointment. However, employees with current workman’s comp claims who do not follow their prescribed course of treatments will not have priority when scheduling an appointment. All other employees who are susceptible to a repetitive motion therapy are eligible for one therapy session per week. If the audit and analysis indicates that an adjustment needs to be made to a position classification, Human Resources procedures allow for four types of changes. 1. RECLASS - An individual(s) within a classification is evaluated in regard to moving that person(s) from others in the same classification to a higher (or lower) classification. Some instances may include a title change. The total amount budgeted for Repetitive Motion Therapy is $12,000, which was reduced by approximately 67% this fiscal year. 2. RERANGE - A classification in a given pay range is evaluated in regard to moving that position classification to a higher (or lower) pay range. This affects all employees in the classification, including single incumbent classifications. Some instances may include a title change. The City provides an ECOpass to all benefit eligible employees. The ECOpass is a deeply discounted Mountain Line bus pass to the City which allows city employees to ride the buss for free. In FY2011 this supplemental benefit was scheduled to be suspended to save a total of $20,000 in the General Fund. During budget discussions with the Council in April, this benefit was added back. 3. RETITLE - A job title is evaluated in regard to changing the job title only. This does not affect pay. SUCCESSION PLANNING 4. REZONE – An individual within a broadband may be move to a higher-level zone within the broadband based on the employee’s performance. The Human Resources division has proposed a phased retirement program in efforts to provide succession planning for key personnel. The program would provide for substantial savings to the organization in reduced salary, payroll taxes, unemployment, workers compensation and the elimination of the Arizona State Retirement System employer contribution. The audit can also show that the position is properly classified and/or titled and that no changes are needed. All requests from divisions were submitted to the Human Resources division for review, and only those recommended for approval were forwarded to the Budget Team for inclusion in the FY2011 budget. The Human Resources division has notified all Division Directors of the status of their requests, whether approved or disapproved. All approved changes will be effective as of July 1, 2010. All employees eligible for normal retirement with Arizona State Retirement System and demonstrating above average performance are eligible for the phased retirement program. There must be a recommendation from the supervisor and an agreement between the Supervisor, Division Director, Deputy City Manager and the employee regarding the critical projects or succession steps that will be completed during the contract period. The contract period may be set a three months to one year with the ability to extend the period for one additional year. Annual Financial Plan The Human Resources division received a total of 11 requests for reclassifications/reranges and 10 requests for rezones. The following shows those that were approved: 47 City of Flagstaff 7/1/10 RECLASSIFICATIONS/RERANGES Old Title Equipment Operator (Zone 3) New Range No. of Employees Effected Env Services Leadworker 9 2 Old Range New Title B83 Inspector I 8 Building Inspector 10 2 Inspector II 9 Building Inspector 10 3 New Zone No. of Employees Effected 7/1/10 REZONES Current Job Title Old Zone New Job Title Administrative Assistant B11 Administrative Assistant B12 3 Administrative Assistant B12 Administrative Assistant B13 1 Administrative Specialist B21 Administrative Specialist B22 1 Administrative Specialist B22 Administrative Specialist B23 1 Project Manager B52 Project Manager B53 1 Water Services Specialist B32 Water Services Specialist B33 1 Human Resources also received the following requests mid-year for new classifications, reclassifications, reranges and salary adjustments: MID YEAR CHANGES NEW CLASSIFICATIONS Title Range Zoning Code Manager 12 th Downtown/4 Street Manager 12 SALARY ADJUSTMENTS Fire Captain (3) Promotional rates for those promoted directly from Firefighter to Fire Captain were adjusted (to a minimum of 11%) to provide more equitability in the Fire Captain rank. been reclassified to IT Analysts, the Applications and Systems Manager has been reclassified to an IT Operations Manager, the Senior Network Administrator has been reclassified to a IT Manager – Network and the Network Administrator has been reclassified to an IT Specialist – Network. The IT division has also added resources to project management as part of this reorganization. REORGANIZATIONS The following reorganizations have been completed:  Information Technology – The GIS function will begin reporting to the IT Director. A help desk technician has been added to the Information Technology Assistance Center in order to better meet the organization’s needs. The reorganization successfully created progression from the entry level technician to Specialist, Analyst and Administrator. The two IT Specialists in Applications and Systems have Annual Financial Plan  48 Library – The library will establish a Library Information Technology Services group utilizing existing library IT staff. One of the IT City of Flagstaff Coordinators will be reclassified as an IT Manager and assumed supervisory responsibility for all other library IT staff. The other IT Coordinator will be reclassified to an IT Analyst. Human Resources will conduct an additional organization study during FY 20102011 to analyze the remaining IT positions in the Library section.   Management Services – Many of the sections within Management Services have reorganized to build internal capacity to meet current and future City needs. The Tax and Revenue and Customer Service sections have merged. A Revenue Director position has been created to oversee the new section and the Customer Service Manager and Tax and License Administrator positions have been eliminated. One Auditor II full-time equivalent will be reclassified to an Auditor I. Two mid-level supervisory positions (Sales Tax Manager and Administrative Specialist Supervisor) have been created which allows for leadership development within the Division. The copy center and switchboard also moved from Purchasing and Finance to the new Revenue section. There was a slight reduction to the switchboard position. Fire – The Wildland Fire program eliminated two positions due to budget reductions. The Wildland Fire Manager will have three grant funded full-time equivalents, the Wildland Fire Leadworker, the Wildland Fire Specialist and a group of temporary employees (Wildland Fire Crew Members). The Fire Department has also eliminated the training Battalion Chief position.  – Community Community Development Development has eliminated the Building Inspection Manager, two Building Inspectors, , Materials Technician II, Engineering Tech Leadworker, Administrative Specialists (1.5 FTEs) and a Development Engineering Project Manager. The Construction Manager will assume direct supervision of the Material Lab due to the elimination of the Material Technician II. The Housing section realigned duties for the Land Trust Manager with the elimination of the Housing Project Manager. ORGANIZATIONAL STUDIES The Human Resources division conducted two organization studies this year. The Information Technology study included all positions within the Information Technology division. The Airport Service Worker study is regarding issues related specific to the level I and II positions. Public Works – The Public Works division has consolidated seven sections into three and has eliminated the Assistant Public Works Director position. The new sections will be the combination of Environmental Services and Fleet Services; Parks, Streets and Cemetery; and Sustainability and Environmental Manager and Facilities Maintenance. The three section heads have been classified, the Supervisors and Managers have been reclassified and there has been the creation of additional lead workers in the Parks program. There were reductions of personnel in Fleet and Parks. Annual Financial Plan  49 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 1995 2000 2005 2010 * A total of 25.65 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. Public Safety Public Works Comm Enrich General Admin Utilities Community Dev Housing Authority Mgmnt Services Econ Vitality Annual Financial Plan 2007 264.75 205.67 0.00 76.00 79.00 94.00 0.00 92.27 0.00 811.69 2010 267.00 159.09 110.43 73.88 70.50 69.58 0.00 38.75 38.25 827.48 Emp/Pop 12.1 12.3 11.5 11.6 13.0 12.1 11.7 City Employees per 1,000 Population 11.7 2010 12.1 2005 PERSONNEL IN EACH FUNCTION CATEGORY 5 YEAR HISTORICAL TREND Fiscal Year 2008 2009 275.75 282.75 241.89 250.35 0.00 0.00 80.13 83.88 80.25 81.75 99.38 102.38 0.00 0.00 98.78 105.41 0.00 0.00 876.18 906.52 Employees 422 470 527 612 685 743 765 Population 34,743 38,247 45,857 52,701 52,894 61,185 65,522 13.0 2000 11.6 1995 2011 260.00 153.59 110.43 72.68 68.50 61.88 23.50 39.00 35.75 825.33 11.5 1990 12.3 1985 12.1 1980 10.0 11.0 12.0 13.0 14.0 * Estimated census per July 1, 2009 Arizona Department of Economic Security 50 City of Flagstaff The table below lists each section with staff level reductions for FY2011: FY2010 Authorized Personnel 11.5 6.75 2 14.75 13 8.5 18.75 11.5 2.88 2.5 11 FY2011 Authorized Personnel 11.5 6.25 2 14.75 13 7 20 12 2.88 2 11 FY2011 Personnel Reductions 0 0.5 0 0 0 1.5 +1.25 +0.5 0 0.5 0 Section City Manager/City Clerk Human Resources Risk Management Law Information Technology Management Services – Purchasing Management Services – Revenue Management Services – Finance FMPO Community Development – Administration Community Development – Capital Improvement Community Development – Planning & Development Services 27.2 24 3.2 Community Development – Engineering 20 17 3 Community Development – Housing 6 5 1 Flagstaff Housing Authority 24.25 23.5 0.75 Fire 99 92 7 Police 168 168 0 Community Enrichment – Library 50.77 50.77 0 Community Enrichment – Recreation 59.66 59.66 0 Public Works – Administration 4 2.5 1.5 Public Works – Parks 28.2 27.2 1 Public Works – Fleet 14 13 1 Public Works – Facilities Maintenance 11 11 0 Public Works – Streets Maintenance 36.31 36.31 0 Public Works – Environmental Services 53.5 52.5 1 Public Works – SEMS 12.08 11.08 1 Utilities – Administration 10 9 1 Utilities – Water Production 11 11 0 Utilities – Water Distribution 15 14 1 Utilities – Wildcat Wastewater Treatment Plant 12.5 12.5 0 Utilities – Wastewater Collection 9 9 0 Utilities – Industrial Waste 3 3 0 Utilities – Rio Wastewater Treatment Plant 4 4 0 Utilities – Stormwater 6 6 0 City Court 25.88 25.18 0.7 Economic Vitality – Economic Development 2 2 0 Economic Vitality – Airport 9.5 9.5 0 Economic Vitality – Community Investment 6 5 1 Economic Vitality – CVB 10 9 1 Economic Vitality – Visitors Center 5.75 5.25 0.5 Total 846.73 820.33 26.40* *The total reductions for the City of Flagstaff is 25.65. The 26.40 includes the Flagstaff Housing Authority reductions of 0.75 FTEs. Annual Financial Plan 51 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF Cost Allocation For Fiscal Year 2011 GENERAL 001 PROVIDING SECTIONS 52 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 General Administration Community Development Management Services Public Works Economic Vitality Non-Departmental $ LIBRARY 030 HURF 40 STORMWATER 210 AIRPORT 270 ENVIRON. SERVICES 280 TOTAL TOTAL CHARGED OUT GF 12,481 2,856 7,417 3,143 12,386 26,155 36,555 18 28,766 29,441 10,849 12,830 4,776 99,712 7,158 69,981 72,586 20,191 48,935 21,404 86,297 78,464 56,673 194,015 58,349 87,151 75,585 69,890 106,890 162,078 49,870 253,754 848,974 223,601 513,795 210,132 824,237 986,941 1,000,632 963,147 807,223 1,051,113 180,737 2,365,355 1,048,390 339,601 270,946 1,330,904 469,072 3,584,561 268,582 79,152 169,951 84,889 354,326 454,016 498,996 936,226 407,352 401,365 25,230 59,463 5,797 1,511 4,496 1,697 6,207 21,816 20,937 6,224 28,042 5,436 427 12,007 3,587 14,186 1,407,288 504,882 2,289,737 132,370 364,524 1,442,132 17,019,361 6,691,824 162,907 689,931 123,758 262,664 36,623 131,405 1,407,288 58,784 323,165 38,240 84,693 504,882 629,492 1,101,046 50,007 105,675 403,517 2,289,737 19,708 28,042 48,977 12,434 5,436 17,773 132,370 64,438 94,780 117,318 10,849 77,139 364,524 327,877 396,188 338,858 75,585 303,624 1,442,132 3,607,680 2,546,092 3,822,115 1,941,451 1,048,390 4,053,633 17,019,361 1,410,916 717,973 2,243,939 879,433 310,346 1,129,217 6,691,824 45,396 11,090 35,241 12,669 43,314 47,382 1,291 41,621 65,731 37,938 510 97,642 25,031 86,035 41,246 9,964 24,019 10,992 41,813 34,873 57,571 1,043 884 64,260 689,931 36,623 179,085 65,983 17,596 24,163 107,242 $ 10,327,537 550,891 $ 2,196,764 1,828,119 1,578,176 1,062,018 738,044 2,924,416 10,327,537 147,710 156,025 98,152 37,938 111,066 550,891 13 7,672 UTILITY 201 91,063 25,868 49,843 27,544 120,650 314,524 227,663 717,877 35,976 119,530 105,675 17,412 32,595 69,723 333,794 580,392 144,449 343,844 125,243 469,911 532,925 501,636 26,921 399,871 649,748 180,737 1,647,382 738,044 77,796 74,948 909,274 264,310 2,660,106 $ TRANSPORTATION 041-044 - 7,440 43,659 - 51,336 1,045 241,756 29,028 - 38,240 - - 717,973 310,346 261,805 195,998 421,630 204,762 924,455 City of Flagstaff 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, 2009. 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-to-date 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 saw a large number of units being deferred for budget cuts. None the less, Fleet committee was very busy as follows: METHODOLOGY  A multiple allocation base methodology has been utilized to prepare the Plan. This methodology acknowledges that the utilization of central administration and support (indirect) services by users varies by type of service. The cost of each indirect service or activity of a service is allocated to users based on an appropriate allocation base related to the service performed. For example, general accounting has been allocated to users based on total budgeted expenditures; accounts payable activities have been allocated on the number of accounts payable transactions processed during FY 2009; and human resources activities have been allocated on the number of budgeted fulltime equivalent positions served.      In selecting an allocation base to be used, the objective has been to utilize a base for each service that is available and reasonably results in the Annual Financial Plan 53 Fleet Review committee reviewed 31 replacement requests. 90% were purchased as hybrids, diesels, E-85 Ethanol Flexfueled. Continued policy of purchasing diesel engines for 3/4 ton and larger trucks so as to operate on Biodiesel. Purchased 6 E-85 (Ethanol) Flex-fueled vehicles for the Police department. 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. City of Flagstaff FLEET FISCAL YEAR 2011 REPLACEMENTS DIVISION 17 ENGINEERING PICKUP TRUCK 22 POLICE PATROL SEDANS (2) FULL SIZE SUV (1) 26 PARKS PICKUP, 3/4 TON 4X4 DIESEL W/UTIL TOTAL GENERAL FUND FLEET DIVISION AMOUNT $ 41 ENVIRONMENTAL SERVICES REFURBISH G8018 COMPACTOR REFURBISH G8024 DOZER PAC RAT REFUSE TRUCK FUEL TANKER 21,850 48,000 33,500 49,500 152,850 950,000 32 STREET MAINTENANCE AND REPAIRS 1 TON DIESEL DUALLY W/UTIL 1 TON DIESEL CREW CAB W/UTIL 65,000 65,000 TOTAL FLEET REPLACEMENTS         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 and awarding bids to the most fuel efficient when possible. Continue to identify and to reduce units from the fleet that are under-utilized. To purchase 90% 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. Provide quarterly fleet system training to all City employees, if interested. Continue to participate in the Valley of the Sun Clean Cities Coalition of other agencies dedicated to conserving and promoting the use of alternative fuels and vehicles. 300,000 350,000 150,000 150,000 TOTAL ENVIRONMENTAL SERVICES FLEET TOTAL HURF FUND FLEET Proposed objectives for FY 2011 include: AMOUNT   130,000 $ 1,232,850 Implementation of Sales Tax Software Continuation of disaster recovery planning including real time off-site data replication Development of 5 year strategic plan Data sharing and collaboration with public and private agencies FY2011 Acquisitions - $696,556 IT expenditures have decreased in FY2011 in line with the city-wide 11% decrease. Large purchases include the Microsoft Enterprise agreement and the next phase of VOIP implementation. PC and Network Replacements & Upgrades $91,500 The budgeted amount will allow replacement of those pieces of end-user equipment on an as needed basis. E-Government - $10,000 Five-Year Information Technology Plan Implement the expansion of video streaming of council meetings to include television broadcast. The City of Flagstaff’s IT Division will continue to refresh end-user equipment as well as servers and other equipment on an as needed basis. 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. Public Safety - $189,700 The police departments Information Technology will be replaced on an as needed basis. Items to consider  Replacement of old telephone system with voice over IP in a 3-4 year phased approach Annual Financial Plan 54 City of Flagstaff IT Five Year Projection FY2011-2016 Annual Financial Plan IT Five Year Projections Replacement Programs Replacement PC's and Printers Network equip Total - Replacement Programs Actual FY2009 Budget FY2010 Actual FY2010 Budget FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 425,674 425,674 173,000 143,448 316,448 173,000 143,448 316,448 45,750 45,750 91,500 70,000 240,000 310,000 70,000 240,000 310,000 70,000 240,000 310,000 70,000 240,000 310,000 70,000 240,000 310,000 GIS Hardware upgrades/replacement Software upgrades Total GIS - 10,000 10,000 20,000 10,000 10,000 20,000 - 10,000 10,000 20,000 10,000 10,000 20,000 10,000 10,000 20,000 10,000 10,000 20,000 10,000 10,000 20,000 E-Gov - 90,000 90,000 10,000 30,000 30,000 30,000 30,000 30,000 152,371 152,371 185,000 100,000 587,500 872,500 185,000 100,000 587,500 872,500 20,000 90,000 50,000 90,000 185,000 95,750 113,456 52,350 696,556 20,000 138,750 116,860 275,610 20,000 138,750 120,365 279,115 20,000 138,750 123,976 282,726 20,000 127,696 147,696 20,600 131,527 152,127 - 199,700 45,000 244,700 199,700 45,000 244,700 117,700 45,000 10,000 10,000 7,000 189,700 121,231 121,231 124,868 124,868 128,614 128,614 132,472 132,472 136,447 136,447 578,045 1,543,648 1,543,648 987,756 756,841 763,983 771,340 640,168 648,573 - - - - - - - - - 425,674 152,371 578,045 316,448 20,000 90,000 872,500 244,700 1,543,648 316,448 20,000 90,000 872,500 244,700 1,543,648 91,500 10,000 696,556 189,700 987,756 310,000 20,000 30,000 275,610 121,231 756,841 310,000 20,000 30,000 279,115 124,868 763,983 310,000 20,000 30,000 282,726 128,614 771,340 310,000 20,000 30,000 147,696 132,472 640,168 310,000 20,000 30,000 152,127 136,447 648,573 New Hardware & Software and Upgrades Sales Tax Software Scheduling Software Automated Time Entry Parking Solution Microsoft Enterprise Agreement VOIP Migration - next phase Hardware & Software Purchases Equipment Total New Hardware & Software 55 Public Safety Police Upgrades Add PD to City Email PD MS Office PD Booking Photo Import PD POS Total Public Safety Total Expenditures Funding General Fund MIS allocation One time monies Carryover Grants Total Funding City of Flagstaff Expenditure Summary Replacement Program Local & Wide Area Network GIS E-Gov New Hardware & Software Purchases Public Safety Total Expenditures Transfer, SEDI, and SBDC working collaboratively to facilitate entrepreneurs into the market. FY 2011 ISSUES NEW ECONOMIC DEVELOPMENT MODEL Four of the Summit participants have verbally committed to funding this new model pending approval by their Board. The City is one of them. These Founders would each contribute $40,000 per year for three years. They are, City of Flagstaff, Coconino County, Flagstaff Chamber of Commerce, and Greater Flagstaff Economic Council (GFEC). It is anticipated that GFEC would dissolve with this action and transfer their assets and organization (i.e. Articles of Incorporation, bylaws and 501(c)(3) status) to ECoNA (obviously there are more specific legal actions that need to be taken but that would be the net effect). Along with financially supporting the Founding of this new organization, they want to earmark a portion of their assets for a micro-loan program. The City of Flagstaff staff conducted a Listening Tour associated with Economic Development (E.D.) activities. It was started this in February of 2009. This tour evolved into a series of “Summits” associated with trying to find a new model that was more inclusive, financially diverse, and kept the City in the business. The last point was important because the City is responsible for the BBB revenue earmarked for Economic Development; the City is the only one who can provide tax incentives as a E.D. tool (beside the State); and the City is one of the largest land owners in town and often business attraction and retention deals involve land. The Summits spent a great deal of time struggling with the governance issue. We would find a framework and then find a problem with that framework. Finally a small subcommittee took the key elements of the discussion and put together a concept. The Summit participants preferred the name Economic Collaborative of Northern Arizona (ECoNA) and we are now working under that title. All of the participants in these Summits have signedoff on the concept meaning they agreed with the concept and would take it back to their decision makers for consideration. That process has occurred during the month of April and May. Again, all parties to the Summit have signed-off on the concept and agreed to seek their agency’s participation in this new collaborative. We believe that the City must be in the Economic Development business, but that we will not succeed if we go it alone. Working in a collaborative arrangement maximizes our resources, includes public and private expertise, and diversifies the funding mechanism so that the activity can survive changes in any one participant. OUTSIDE LEGAL COUNSEL In summary, there are four tiers to this model. In Tier 1, there is an Advisory Council. Anyone would be welcome to participate at this Advisory Council level (by organization or by individual). At the start, the Advisory Council would consist of the 32 individuals representing 16 agencies that participated in the Summits, but would grow to those interested. The second tier would consist of an Executive Committee made up of a single representative from each of eight sectors of the economy—City, County, Small Business (Chamber of Commerce), Large Business, Education, Development, Utilities, and Non-Profits. Each would need to make a financial contribution to sit at the table and pick a single representative for that slot. The Executive Committee would manage an Executive Director and make appointments to the Economic Development Teams. The Executive Director would be responsible for coordinating and providing staff support to five Economic Development Teams –Business Attraction, Business Retention & Expansion, Workforce Development, Redevelopment and Economic Gardening. These teams are made up of agencies appointed by the executive Committee. For example, Economic Gardening may consist of NACET, NAU Tech Annual Financial Plan The City Charter (Article IV Section 4) states that the City Attorney is the City’s chief legal advisor and responsible for all legal matters. Given the staffing level and specialization required for certain legal matters, for years the City has utilized the services of contracted attorneys to assist the City Attorney’s office. The City Attorney has a system in place to track and monitors the legal activities of these contracted attorneys. However because the budget(s) for these outside Attorneys are not within the City Attorney Divisional budget, there is not a clear process to monitor the expenditures. Administrative Policy When a Division, other than the City Attorney or City Court Divisions, require the legal services of a contracted attorney, the request will be made in writing to the appropriate Deputy City Manager, with a copy to the City Attorney. Such requests will include: reason, funding source, estimated duration of the project/services, and approximate cost and budget for the services. The Deputy City Manager will consult with the City Attorney and approve, disapprove or amend the request and inform the 56 City of Flagstaff requesting division. It will be the responsibility of the Deputy City Manager to receive from the requesting Division regular reports as to the project cost and duration. Supervision of the contracted attorneys shall be by the City Attorney’s office. PROPERTY IMPACT MANAGEMENT ORDINANCE  For several years the City has considered adopting a Property Maintenance Ordinance (PMO) that would apply Citywide to provide for clear enforceable regulations for the maintenance and upkeep of all properties. Following a number of work sessions with the City Council on the PMO, and discussion with key stakeholders such as the League of Neighborhoods, staff has received very clear direction on the structure and content of the PMO, and how it should be applied and enforced in the community. There is also consensus that the PMO is important to the City Council and numerous members of the community, and hence as soon as staff has completed work on the adoption and implementation of the new zoning code, work will commence on the PMO.  However, in the medium to long term, there may be a community desire for more active enforcement and possibly for an expanded PMO. Under this scenario, even with a new civil hearing process in place, it is reasonable to assume that:  Possible Future Budget Impacts It is anticipated that the City Council will adopt the new zoning code in January 2011. At least three months will be needed thereafter to ensure that the new zoning code is implemented smoothly with training on the new code with staff, developers, designers, contractors and interested citizens, completion of desired user’s guides, completion of the new documentation for revised processes, etc. Thus, in April 2011 work on a PMO can commence in earnest with adoption anticipated in the late fall/winter of 2011.  In the short term assuming that the PMO is not aggressively enforced and City staff employs a more educational approach rather than achieving compliance through the courts, an additional Code Compliance Officer and an additional attorney will be needed to handle the increased work load resulting from the adoption of a PMO. However, in the medium to long term assuming a community desire for more active enforcement there is likely to be a need for additional Code Compliance Officers and there will be a potential impact on the City Prosecutor’s office and the Municipal Court. CONSTRUCTION STIMULUS Thus, at least for the first year of the PMO’s implementation, it is reasonable to assume the following: In January 2009, the idea of a local stimulus package was introduced by the City Manager. One of the tools in that package was a sales tax rebate program for new and used autos. That program was funded at $100,000 and rebates the 1% sales tax to There will be a need for one additional Code Compliance Officer in the Planning and Annual Financial Plan There will be a need for at least one additional Code Compliance Officer in the Planning and Development Services Section and possibly an additional Code Compliance Officer in the Sustainability and Environmental Management Division to enforce the PMO. There will be an increase in the number of civil cases for review and prosecution by the City Prosecutor’s office and the Municipal Court that may warrant an increase in staff, implementation of a night court, etc. Conclusion After adoption of the PMO, consistent with community desires and the City Council’s direction thus far, it is anticipated that the PMO will be phased in with City staff initially seeking compliance via education and employing a more lenient enforcement approach rather than achieving compliance through the courts. Also, staff will only respond to complaints rather than actively seek out possible violations. Minimal enforcement will result in minimal impact; significant enforcement will see significant impact.  Development Services Section to enforce the PMO. This will increase the size of the Code Compliance Program to a total of two individuals who between them should be able to handle the tasks associated with general code compliance and the implementation of the PMO through outreach and education, and employing a more lenient enforcement approach. There will an impact on the City Attorney’s office as there is a strong likelihood of many questions during the educational phase, and there will be a need to be getting geared up for the active enforcement phase. Thus there will be the need for hiring at a minimum one new attorney. It is not expected that there would be a significant impact on the Municipal Court at the inception of the PMO. 57 City of Flagstaff those who purchase an automobile in Flagstaff. Also introduced and presented was a construction stimulus proposal. This proposal would essentially waive building permit fees for new construction. The price tag and conditions associated with this program was $250,000 and was contingent upon the State adopting its balanced budget. This latter condition was because we had set aside contingency funds in the FY2010 budget to deal with and decrease in state shared revenue that might arise and that was how we would fund a construction stimulus program. maintenance of other projects associated with sports fields constructed by the 1996 Bond Election. The primary function of the BBB funding has long been considered a mechanism to construct parks and recreation capital projects. However, as construction occurs a greater portion of the tax dollars has been allocated towards the maintenance of these projects. Some of these capital projects have included Thorpe Park improvements ($6.3M), Foxglenn Park improvements ($2.7M), Continental Park improvements ($1.6M), school field improvements ($1.9M), and FUTS trail construction ($1.6M). At this time, the State just passed a balanced budget for FY2010 and we knew that decreases associated with State shared revenue will consume the entire contingency. Therefore the original funding source identified for the construction stimulus is not available. After transfers are completed for maintenance and construction, the ending fund balance is carried over and used for future unfunded projects, as determined by the Parks and Recreation Commission. For several years, the fund balance was in the negative, due to planned overdraws to fund projects such as the Thorpe improvements. As FY2010 progressed, there has been very low participation in the Auto Sales Tax Rebate program. As of March 31, 2010 there have been a total of 46 rebates and $7,821 spent. In 2008, the Parks and Recreation Commission prioritized their top unfunded capital projects with hopes to be able to acquire BBB revenues over the years to fund these projects. One of the primary responsibilities of the Commission is planning for future parkland acquisitions, improvements, and construction. At the March 24, 2010 meeting, the Commission was presented the proposal to transfer BBB capital money into recreation operational funding. In a unanimous vote, the Parks and Recreation Commission endorsed the transfer for the FY2011 only. They expressed a desire to have future transfers come before them annually for their review before making any recommendations to City Council. The City will now discontinue the Auto Rebate Program on May 1 and transfer the money to the Construction Stimulus program. Community Development staff developed the guidelines for the program. We will provide $80,000 in fee waivers for construction while allowing funding for any outstanding auto rebates to be processed. If there are surplus funds when that program is closed out, we could move it to the construction stimulus program. The $80,000 is only a third of the original program, but we believe it may be enough to influence this building season. BBB-RECREATION REVENUE TRANSFERS The BBB-Recreation portion of the City BBB tax is 33% or approximately $1.6 million dollars per year. The specific issue is the possible reallocation of the BBB funds earmarked for Parks and Recreation capital projects to be used to supplement other Recreation operating costs (programming) on an ongoing basis. An ongoing/annual transfer of $200,000 from the BBB-Recreation fund towards Recreation operations and programming would significantly reduce the accumulation of funding towards future Parks and Recreation capital projects. Overview While additional funding in recreation operations would be highly beneficial, particularly for those program areas and centers that have limited resources, there remains a significant impact towards planning for future capital projects in a community already deficient in its inventory of sports fields, new parkland acquisition, and community facilities. With millions of dollars worth of unfunded Parks and Recreation capital projects in the CIP database, transferring BBB funding into recreation Recommendation Within the BBB funding allocation there are three programs that are funded within Parks: Streetscapes/Medians, BBB Recreation Fields, and FUTS. The BBB Recreation Fields funding allocation amount is approximately $1.1 million annually, of which roughly $200,000 goes towards the maintenance of FUTS and the remainder is for Annual Financial Plan 58 City of Flagstaff operations would hinder our ability to strategically plan for the future by eliminating a key funding mechanism. Recreation programs would indeed benefit from the transfer, but at the cost of significantly reducing the accumulation of funding towards future Parks and Recreation capital projects. The City will transfer $200,000 to the General Fund to pay for Recreation programs in FY 2011. We will revisit the transfer during next budget cycle and provide a recommendation to the Parks and Recreation Commission in the Spring of 2011. The Downtown Management Plan Concept 2009 previously presented to the City Council, comprehensively addressed community stakeholders concerns with several effective but ambitious strategies. Notable features included:  The formation of a district (PBID for convenience) that could provide overall comprehensive management and that through assessment and parking revenues could provide district operational income and capital for garage construction.  A public/private partnership that would use municipal bonds to finance the garage construction and that split the construction cost between the PBID and the City as a whole with both portions reduced by potential grants.  A contract whereby the PBID would receive City funds currently dedicated to downtown maintenance, would be responsible for performing the work, and could supplement those funds with their own funds to enhance the maintenance.  Boundaries that formally united north downtown and south downtown as well as peripheral areas toward Columbus Avenue and Franklin Avenue. DOWNTOWN MANAGEMENT PLAN UPDATE The Downtown Management Plan seeks to address community stakeholders concerns regarding parking, enhanced downtown maintenance, and business support services in the Central Business District. The concerns with parking include managing the current parking supply efficiently so as to minimize the need of new parking, managing the spill-over affects of changes in downtown parking, and increasing the supply of public parking. Desires for enhanced maintenance needs include comprehensive management, capital maintenance, additional cleaning, and additional snow removal. Downtown businesses seek additional support including a Downtown Manager, ambassadors, common marketing, event and seasonal decoration planning, common trash service, and traditional business attraction and retention specialized and dedicated to downtown. Update Since the concept was presented to the City Council (August 25, 2009), additional community stakeholders were sought out and focus groups were convened to develop the various aspects of the plan in detail. The process involved approximately 75 people from all over the district, and City staff, and over 30 planning meetings were held between August 2009 and present. Some groups continue to meet though the work has been cut down to match current phased proposal. Over the same period of time, a series of public meetings were convened, with outreach designed to reach all parts of the district and with meetings conducted in various venues around the district. Proposal Goals The community stakeholders are proposing to phase the development and implementation of the Downtown Management Plan. The first phase would include the installation of approximately 60 new on-street parking spaces, instituting business and residential permit parking programs, the installation of parking meters, and increasing enforcement to cover all areas served and for more frequency. All of this phase occurs in north downtown. It is proposed that the revenues from parking (permits and meters) would cover program costs and that the surplus would be saved for future garage construction, lessening the amount financed. Some highlights of the work completed includes inventorying all services provided by the City and assigning costs to those services, developing and calculating budgets and potential assessments for services that were sought by the stakeholders, researching and discussing the merits of various district types that could be used, developing new onstreet parking plans, and developing three types of parking permit programs. Future phases include the formation of a business district, garage construction, an expanded parking management area, downtown maintenance, and business support services would all be developed and implemented at an unspecified later date as future phases. In arriving at the current proposal, to proceed with one limited phase, the Steering Committee had several things in mind:  Being a comprehensive plan, and the process being fully transparent, adds another notable Overview Annual Financial Plan 59 City of Flagstaff      feature – the concept is multi-faceted and detailed, and thus complicated. The Steering Committee expressed that they were having difficulty understanding it themselves much less communicating the plan to others in any simple terms. Staff has similarly struggled with balancing “transparency” and “simplicity” in light of the multi-faceted goals. The EDA grant, that would have covered about a third of the garage construction cost, was not accepted. However, two other grants (FTA) are currently being pursued that would cover 80% of the cost, with City owned land making up the remaining 20%. Responses to these applications could come at any time, but also could come as late as six months from now. The political realities of forming a PBID do not seem favorable right now. The limitations of Arizona law, in terms of possible district types and governance requirements, have been a particularly challenging discussion for the group. As well, businesses and property owners not involved in the development of the concept, and those in the peripheral areas, have not yet seen the advantages of such an organization or recognized the plan as more than a parking plan serving the core area. Both of these elements need more time for resolution. Continuing from there, the political realities of enacting an assessment, notably in light of the current economic circumstances, also did not seem favorable. The economic challenges currently facing businesses have been the subject of much discussion. Even businesses and property owners that have been engaged and involved have been struggling with the concept of volunteering to pay more taxes for any purpose. Steering Committee members had great concerns that the garage(s) would not be included in the upcoming bond election and that even if included, the bonds would not pass. Their discussion on this centered on the idea that a bond at a later date would separate this project from the tax renewals and the current bond effort, and that the savings of parking revenues in the intervening years would allow a future bond request for a lesser amount. Across all City Departments, staff support has been overwhelmingly positive in facilitation, participation, and the development of plan content. However, regardless of what staff, or how many, this leadership is (and will be) insufficient without numerous stakeholders, of varied interests, who can spread the vision and gain support in the community at large. Annual Financial Plan The fiscal impact of proceeding with only phase one at this time is entirely positive. The business plan shows that the costs of the services sought are significantly outweighed by the revenues generated from parking permits and meters and that saving up for a garage (or down payment) is quite feasible. RIORDAN MANSION STATE HISTORIC PARK Overview Due to the State’s dire budget situation and State Parks funds being ‘swept’, Riordan Mansion is slated for closure. Originally the Park was to be closed indefinitely beginning February 22; however, a number of community partners came forward with a proposal to keep the Park open and subsequently delayed the closure. Recently, the Arizona State Parks (ASP) board considered a proposal recommending that the Park be leased by the Arizona Historical Society, and operated by Northern Arizona Pioneer Historical Society (NAPHS) for three years. This recommendation is currently pending approval by the Arizona Historical Society. Additionally, Riordan Action Network (RAN) is providing a reliable funding source through donations and fundraising to support ongoing operations of the Park. Staff presented a recommendation on February 16 for Council consideration that included funding landscape maintenance and/or snow removal both in the current fiscal year ($10,000) and next fiscal year ($20,000). Our goal is to provide funding for Riordan Mansion State Historic Park (RMSHP) in FY11 for landscape maintenance and/or snow removal services as part of a greater community partnership which will allow the Park to remain open and continue providing valuable educational and visitor programs. We can achieve this by:    Working with other community partners to provide services to help offset the Park’s operating costs. Providing funding for landscape maintenance and/or snow removal services. Keeping Riordan Mansion open in order to provide valuable historic, arts, and cultural programming for residents and visitors alike. Fiscal Impact At the February 16 meeting, Council supported funding $10,000 this fiscal year towards landscape maintenance. These dollars will come from the BBB Beautification Fund, specifically the Redevelopment Opportunities budget. The Redevelopment 60 City of Flagstaff Opportunities budget has an allocation of $50,000 that in years past has been used primarily for concept drawings for economic development purposes; however, no funds have been spent in this line item year-to-date. This budget has been cut for next fiscal year and therefore not available to provided future funding. viewed as “lessons learned” exercise or best practices from reviewing other utilities. If Utilities could start from scratch, what practices should be implemented was asked from the Section Heads in Utilities and their comments summarized in the follow paragraphs. Additional detail of the Section Head’s responses can be found in the appendix. Four funding options were provided to council for the $20,000 needed for FY 2011. These options come from the BBB Beautification Fund Finance     The public wants to pay the “true cost of water” and does not want to jeopardize the quality or quantity of the City’s water supply or drainage systems. Utilities across the nation have been hesitant to request adequate funding. The Federal grants of the early Wastewater Treatment programs have skewed the true costs to maintain a water/wastewater and storm water systems. Utilities have relied on bonding and growth to fund the O&M of existing infrastructure. Utilities need to create sinking funds for replacement of equipment and infrastructure. Growth needs to be managed for both short term and long term impacts. Utility managers engineer systems with effective solutions in order to minimize rates or increasing costs. However, this short term thinking doesn’t pay off in the long term because eventually the bills come due. Good financial information and solid business based decisions are required. Lack of funding issues for a correct fix is not available so a substandard approach may be used for short term gain.. Utilizing a portion of the fund balance normally set-aside for Capital beautification projects. The annual allocation is approximately $450,000, and a portion of this is normally carried forward for larger projects. Notable projects currently being saved up for include streetscape improvements along Butler Avenue and streetscape improvements along the Fourth Street Corridor. The projects will be delayed or have the scope of work somewhat reduced. Two projects slated for construction this spring and into next fiscal year (Southside Streetscape Improvements and the Woodlands/Beulah Medians and Sidewalks) are also being funded through the above mentioned fund balance and could be reduced in scope or delayed. There are seven (7) Beautification and Public Art projects anticipated for next year. Although smaller in scope, these projects could be delayed or reduced in scope to allow for Riordan Mansion funding. They include: City Hall Flower Beds, Route 66 Northside Streetscape, Chamber Plaza, Wheeler Park Seasonal Lighting, City Hall Lawn – Xeriscape, Fourth Street Neighborhood Gateway, and Neighborhood Gardens. There are available funds in the Special Projects/Unprogrammed Work budget that could be utilized for Riordan Mansion. This approach would not impact any specific, planned, or committed projects, but would limit our ability to respond to other unforeseen needs next year. This line item has $50,000 allocated for such uses. Infrastructure/Engineering/Standards/Policies The public likes to see “long term thinking” when discussing long range water plans. They want to have policies and standards that treat everyone fairly and equally. Utility personnel respond to answer complaints where in most cases the systems were not built correctly as pipes not joined properly, inadequate design, construction was completed before being annexed or was annexed without standards in place, or someone knew someone and was allowed to install a substandard system. In most cases it is easier to do the construction work right the first time, it much harder to respond to complaints, and rebuild the construction after the area is developed. Decisions based on sound information are important. Data collection, record keeping and analyzing the information takes time and money but the costs of not having the information are greater. In most cases, the cost of design and the preliminary work is much cheaper then the construction. In many cases our utility infrastructure is over 60 years old and needs replacement. In fact 25 miles of the City’s water mains are between 60-100 years old and needs to be replaced as soon as possible. Flagstaff’s aging Staff recommended and council approved the last option above as the funding source for landscape maintenance and/or snow removal for Riordan Mansion in FY2011. UTILITIES BLANK SLATE The Utilities Department was asked to write up an issue paper to explain what the department would do differently if they were able to start from scratch and rebuild the utility system. This also could be Annual Financial Plan 61 City of Flagstaff infrastructure is not just a local problem. City of Flagstaff Utility has a planned system replacement and upgrade program that provides for annual main replacements. The Utility needs to replace over 415 miles of pipe in the next 40 years to renew the system. A planned annual increase in spending to accomplish this goal by 2050 will be proposed. Communication Sharing information with the public and staff is a crucial aspect of Utilities. Having an opportunity for outreach and education improves public opinion and allows for more educated discussions. Linking up with other regional partners for regional planning and emergency preparedness is an important element of a utility. The regional database for land information and general information sharing was an excellent suggestion between regional government entities. Becoming a great utility has much to do employees’ and customers’ need to understand the utilities vision, a strategy for getting there, and why it is important. Staff/Training The lack of funding over the last three years has caused a staff reduction from 76 people to 60. The demand for services and maintenance has not been reduced so there is a large amount of work that is going undone. Combining positions make it difficult maintain all functions including responding to grants, complying with grants and permits, and community outreach. Other positions as GIS coordinator, construction project manager, utilities and storm water plan reviewer pay for themselves and provide good customer service. Positions that should be considered in the future are water rights attorney, construction crew to rehabilitate water/sewer mains projects, and a business manager to manage finances and purchasing. Travel and training has been reduced over the past three years. Training is important to bring in new ideas and staying current with new technology and regulations. Training of existing personnel is cheaper and more productive than hiring new people without the system background. Looking Ahead As the water utility industry begins to move from the past and current economy, characterized by heavy reliance on Federal funding of wastewater and water treatment facilities, aging infrastructure and consumers who under value water, toward a new economy that includes less reliance on federal money for infrastructure, a smarter water system grid, increased use of renewable energy resources and active informed consumers. A great utility is a company that applies information to the water consumer, maximizing its reliability, affordability and sustainability from generation to end customers. Becoming a great utility requires more than just technology investments; it requires a real investment in people and processes. Technology Numerous technology items were discussed by sections. They included SCADA improvements, tracking of regulatory requirements, GIS applications, wireless devices to have mobile connections, and linking of technologies with other government entities. The investment of time and expenses for software/ hardware and training are difficult to budget for but invaluable in the long term payoff in time saving, quality decision making, record keeping and storage. Investments are needed in developing a smart water system grid measured by smart meters and automated information availability. Annual Financial Plan 62 City of Flagstaff General Fund UNRESERVED FUND BALANCE/ RETAINED ESTIMATED REVENUES AND OTHER EARNINGS AT 7/1/2010 FINANCING SOURCES 2010-2011 $ TOTAL FINANCIAL INTERFUND TRANSFERS 2010-2011 IN RESOURCES AVAILABLE 2010-2011 OUT OPERATIONS CAPITAL OUTLAY (EQUIP/CIP) TOTAL RESERVES/ APPROPRIATIONS CONTINGENCIES 2010-2011 DEBT SERVICE FUND BALANCE 6/30/2011 63 14,019,080 49,459,014 5,153,014 (8,398,866) 60,232,242 45,542,786 5,096,338 2,436,531 1,500,000 54,575,655 5,656,587 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 727,912 2,420,718 320,620 3,743,901 129,221 16,557 387,106 54,573 511,871 1,769,454 - 6,473,625 6,712,347 14,279,030 2,807,295 561,429 1,555,820 372,886 1,623,967 13,350 1,968,644 619,285 1,178,951 5,490,567 1,125,000 411,698 100,000 22,720 (328,391) (585,401) (3,734,405) (517,853) (9,437) (1,459,636) (14,000) - 8,052,097 14,038,231 10,865,245 7,158,343 1,102,348 1,662,940 759,992 218,904 525,221 3,724,098 642,005 7,730,007 5,288,747 5,203,675 152,194 715,456 1,552,628 673,472 3,513,891 542,005 5,621,169 5,934,815 - 2,360,118 2,263,958 254,178 - 100,000 100,000 10,000 25,000 50,000 10,000 100,000 7,830,007 13,370,034 7,467,633 6,097,009 994,634 1,602,628 683,472 3,513,891 642,005 222,090 668,197 3,397,612 1,061,334 107,714 60,312 76,520 218,904 525,221 210,207 - Debt Service Funds: G.O. Bond Fund Sec. Property Tax Special Assessment Bond 348,355 2,811,348 99,122 7,259,054 1,405,625 3,517,453 - (5,329,128) - 3,865,808 4,741,274 1,504,747 - - 3,517,453 1,405,625 - 3,517,453 1,405,625 348,355 4,741,274 99,122 157,042 14,750 - - 171,792 - - - - - 171,792 Capital Projects Funds: Special Improvement District Municipal Facilities Corp G.O. Bonds 26,210 49,204 2,702,841 4,687,000 55,545,508 - (500,000) 26,210 4,736,204 57,748,349 - 26,210 4,578,000 14,486,989 - - 26,210 4,578,000 14,486,989 158,204 43,261,360 Enterprise Funds: Water and Wastewater 6,218,265 20,651,279 1,811,675 (1,969,469) 26,711,750 12,579,709 4,460,983 6,371,846 1,400,000 24,812,538 1,899,212 1,335 11,671,573 63,000 (199,567) 11,536,341 1,502,448 9,745,625 286,686 - 11,534,759 1,582 4,540,071 11,363,089 10,000 (109,480) 15,803,680 10,958,659 1,947,270 - 500,000 13,405,929 2,397,751 Stormwater Utility 656,859 1,447,944 4,650,222 (378,667) 6,376,358 738,061 5,432,504 - 10,000 6,180,565 195,793 Flagstaff Housing Authority 636,248 5,976,462 - - 6,612,710 5,312,630 614,862 - - 5,927,492 685,218 42,347,913 206,468,976 23,534,300 (23,534,300) 248,816,889 102,006,368 57,944,765 18,896,395 3,805,000 182,652,528 66,164,361 Permanent Funds: Perpetual Care Airport Operating Environmental Services City of Flagstaff TOTAL ALL FUNDS $ Schedule 1: Total Resources and Appropriations Summary Annual Financial Plan CITY OF FLAGSTAFF SUMMARY SCHEDULE OF ESTIMATED REVENUES AND EXPENDITURES/EXPENSES FISCAL YEAR 2010-2011 Schedule 2: Tax Levy CITY OF FLAGSTAFF EXPENDITURE LIMITATION AND TAX LEVY INFORMATION FISCAL YEAR 2010-2011 ESTIMATED FY 2009-2010 FY 2010-2011 Expenditure Limitation [Economic Estimates Commission] $ 125,293,759 $ 5,268,981 $ 5,268,981 7,228,554 12,497,535 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 2009-2010 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 2009-2010 Levy (2) Prior Years' Levies (3) Total Primary Property Taxes Collected $ B. Secondary Property Taxes: (1) FY 2009-2010 Levy (2) Total Secondary Property Taxes Collected 5,119,660 - 5,119,660 7,631,176 12,750,836 $ 4,900,000 100,000 5,000,000 7,631,176 7,631,176 C. Total Property Taxes Collected $ 12,631,176 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 0.6547 0.8366 1.4913 0.6479 0.8366 1.4845 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 City Finance Department. * 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 64 City of Flagstaff Schedule 3: Revenues Other than Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2010 AND 2011 (WITH ACTUALS FOR FISCAL YEAR 2009) ACTUAL REVENUES 2008-2009 SOURCE OF REVENUES BUDGETED REVENUES 2009-2010 ESTIMATED ACTUAL REVENUES 2009-2010 BUDGETED REVENUES 2010-2011 CHANGE (BDGT-BDGT) % CHANGE GENERAL FUND Local taxes City Sales Tax Franchise Tax $ 14,384,321 2,479,028 13,803,121 2,519,408 13,140,000 2,500,000 13,160,500 2,625,000 (642,621) 105,592 -4.66% 4.19% Licenses and permits Business Licenses Building Permits Other Licenses and permits 36,126 1,104,822 236,482 81,000 1,040,000 355,201 80,000 750,000 229,905 84,000 690,000 240,650 3,000 (350,000) (114,551) 3.70% -33.65% -32.25% Intergovernmental revenues State Income Tax Sharing State Shared Sales Tax Vehicle License Tax Federal Grants State Grants Local Intergovernmental Agreements 9,149,290 4,868,072 2,611,289 1,087,713 273,067 930,132 7,850,000 5,191,194 2,550,000 2,170,177 316,338 860,000 7,850,000 4,300,000 2,400,000 2,054,246 360,485 870,000 5,900,000 4,300,000 2,248,000 2,374,506 395,080 850,000 (1,950,000) (891,194) (302,000) 204,329 78,742 (10,000) -24.84% -17.17% -11.84% 9.42% 24.89% -1.16% Charges for services General Government Parks & Recreation Public Safety Cemetery 166,621 1,449,214 1,297,588 110,252 1,227,432 1,429,010 1,067,377 135,572 631,799 1,278,013 1,307,500 121,750 761,200 1,298,080 1,285,700 127,000 (466,232) (130,930) 218,323 (8,572) -37.98% -9.16% 20.45% -6.32% Fines and forfeits Interest on investments Miscellaneous revenues Total General Fund 1,360,441 483,883 1,060,254 43,088,595 1,242,929 650,000 1,958,593 44,447,352 1,241,647 200,000 1,853,030 41,168,375 1,261,400 250,000 6,602,898 44,454,014 18,471 (400,000) 4,644,305 6,662 1.49% -61.54% 237.12% 0.01% 59,041 3,805,955 44,908 44,805 3,954,709 25,000 6,449,810 50,000 20,809 6,545,619 95,489 4,374,759 26,980 20,474 4,517,702 74,214 6,351,957 26,980 20,474 6,473,625 49,214 (97,853) (23,020) (335) (71,994) 196.86% -1.52% -46.04% -1.61% -1.10% 6,412,329 765,600 6,662,309 765,600 6,562,309 6,562,309 (765,600) (100,000) -100.00% -1.50% 251,536 60,275 (64,535) 6,659,605 300,246 36,000 1,376,327 9,140,482 133,648 16,000 1,311,113 8,788,670 4,000 146,038 6,712,347 (300,246) (32,000) (1,230,289) (1,197,846) -100.00% -88.89% -89.39% -13.10% 9,721,245 99,000 9,820,245 9,235,030 7,400 642,000 9,884,430 9,235,030 44,000 5,000,000 14,279,030 (486,215) (55,000) 5,000,000 4,458,785 -5.00% -55.56% 0.00% 45.40% 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 10,020,213 82,885 21,282 10,124,380 65 City of Flagstaff Schedule 3: Revenues Other than Property Taxes ACTUAL REVENUES 2008-2009 SOURCE OF REVENUES BEAUTIFICATION FUND Intergovernmental revenues State Grants BBB Tax Interest on investments Miscellaneous Total Beautification Fund ESTIMATED ACTUAL REVENUES 2009-2010 BUDGETED REVENUES 2010-2011 CHANGE (BDGT-BDGT) % CHANGE 588,474 1,010,341 75,230 150 1,674,195 1,845,000 1,044,629 83,227 2,972,856 714,723 984,041 43,000 414 1,742,178 1,784,194 984,041 39,060 2,807,295 (60,806) (60,588) (44,167) (165,561) -3.30% -5.80% -53.07% 0.00% -5.57% 3,225 479,912 60,000 7,224 550,361 496,199 91,800 5,000 592,999 467,419 90,900 5,547 563,866 467,419 92,718 1,292 561,429 (28,780) 918 (3,708) (31,570) -5.80% 1.00% -74.16% -5.32% 1,494,995 67,424 4,689 31,721 1,598,829 1,566,944 65,047 1,000 14,442 1,647,433 1,476,061 65,047 1,000 14,442 1,556,550 1,476,061 65,047 14,712 1,555,820 (90,883) (1,000) 270 (91,613) -5.80% 0.00% -100.00% 1.87% -5.56% 378,878 6,157 385,035 391,736 9,623 401,359 369,015 3,810 372,825 369,015 3,871 372,886 (22,721) (5,752) (28,473) -5.80% -59.77% -7.09% 1,667,063 1,667,063 1,723,638 1,723,638 1,623,667 435 1,624,102 1,623,667 300 1,623,967 (99,971) 300 (99,671) -5.80% 0.00% -5.78% 18,153 18,153 14,350 14,350 14,350 14,350 13,350 13,350 (1,000) (1,000) -6.97% -6.97% HOUSING AND COMMUNITY SVCS FUND Intergovernmental revenues Federal Grants State Grants Interest on investments Miscellaneous revenues Total Community Redevelopment Fund 498,121 108,774 25,446 231,623 863,964 1,255,040 600,000 1,855,040 634,621 621,820 10,000 53,943 1,320,384 1,338,644 630,000 1,968,644 83,604 30,000 113,604 6.66% 5.00% 0.00% 0.00% 6.12% METRO PLANNING ORGANIZATION FUND Intergovernmental revenues Federal Grants Miscellaneous revenues Total Metro Planning Organization Fund 484,413 5,000 489,413 296,526 105,000 401,526 289,273 5,000 294,273 514,285 105,000 619,285 217,759 217,759 73.44% 0.00% 54.23% 27,985,707 35,115,547 30,679,330 36,987,678 3,102,420 8.83% ECONOMIC DEVELOPMENT FUND Intergovernmental revenues State Grants 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 Total Recreation-BBB Fund REAL ESTATE PROCEED FUND Interest on investments Total Real Estate Proceeds Fund TOTAL SPECIAL REVENUE FUNDS Annual Financial Plan $ BUDGETED REVENUES 2009-2010 66 City of Flagstaff Schedule 3: Revenues Other than Property Taxes ACTUAL REVENUES 2008-2009 SOURCE OF REVENUES BUDGETED REVENUES 2009-2010 ESTIMATED ACTUAL REVENUES 2009-2010 BUDGETED REVENUES 2010-2011 CHANGE (BDGT-BDGT) % CHANGE DEBT SERVICE FUNDS SECONDARY PROPERTY TAX FUND Interest on investments Total Secondary Property Tax Fund SPECIAL ASSESSMENT BONDS Special Assessments Interest on investments Miscellaneous revenues Total Special Assessment Bonds TOTAL DEBT SERVICE FUNDS $ 56,633 56,633 79,700 79,700 29,504 29,504 30,500 30,500 (49,200) (49,200) -61.73% -61.73% 2,382 4,295 1,383 8,060 1,402,250 2,400 1,404,650 1,402,256 2,485 1,404,741 1,403,625 2,000 1,405,625 1,375 (400) 975 0.10% -16.67% 0.00% 0.07% 64,693 1,484,350 1,434,245 1,436,125 (48,225) -3.25% 389,042 389,042 82,248 82,248 32,790 32,790 11,770 8,933,738 8,945,508 (70,478) 8,933,738 8,863,260 -85.69% CAPITAL PROJECTS FUNDS G.O. BONDS PROJECTS Interest on investments Miscellaneous Revenue Total G.O. Bonds Projects MUNICIPAL FACILITIES CORP Intergovernmental revenues Grant Revenues Interest on investments Total Municipal Facilities Corp - 3,000,000 3,000,000 - 87,000 87,000 2,576,384 87,000 2,663,384 10776.26% 85.88% 0.00% SPECIAL IMPROVEMENT DISTRICT Interest on investments Miscellaneous Revenue Total Capital Projects Bond Funds 76,860 1,304,536 1,381,396 477,635 477,635 8,785 489,710 498,495 TOTAL CAPITAL PROJECTS FUNDS 1,770,438 3,559,883 531,285 9,032,508 PERPETUAL CARE FUND Contributions Interest on investments Total Perpetual Care Fund 13,325 1,996 15,321 12,485 3,497 15,982 25,420 1,224 26,644 12,734 2,016 14,750 249 (1,481) (1,232) 1.99% -42.35% -7.71% TOTAL PERMANENT FUNDS 15,321 15,982 26,644 14,750 (1,232) -7.71% 13,716 10,864,107 7,433,110 151,599 9,375 18,471,907 334,571 11,656,833 7,972,942 173,000 20,137,346 32,018 10,651,720 7,276,299 124,000 18,084,037 302,553 10,403,400 7,151,500 121,000 17,978,453 (32,018) (1,253,433) (821,442) (52,000) (2,158,893) -9.57% -10.75% -10.30% -30.06% 0.00% -10.72% 2,180,176 40,725 1,208,633 7,028 126,995 3,563,557 5,687,036 338,850 1,560,316 50 342,043 7,928,295 37,154 2,052,090 1,576,577 4,900 18,765 3,689,486 8,960,689 698,142 1,642,679 2,539 367,524 11,671,573 3,273,653 359,292 82,363 2,489 25,481 3,743,278 - (477,635) (477,635) 11,049,009 0.00% -100.00% -100.00% 310.38% PERMANENT FUNDS ENTERPRISE FUNDS WATER AND WASTEWATER FUND OPERATING FUND Intergovernmental revenues State Grants Water Revenues Sewer Revenues Interest on Investments Miscellaneous revenues Total Water and Wastewater Fund AIRPORT FUND OPERATING FUND Intergovernmental revenues Federal Grants State Grants Airport Revenues Interest on investments Miscellaneous revenues Total Airport Fund Annual Financial Plan 67 57.56% 106.03% 5.28% 4978.00% 7.45% 47.21% City of Flagstaff Schedule 3: Revenues Other than Property Taxes ACTUAL REVENUES 2008-2009 SOURCE OF REVENUES ENVIRONMENTAL SERVICES FUND Intergovernmental revenues Federal Grants Environmental Services Revenues Interest on investments Miscellaneous revenues Total Environmental Services Fund STORMWATER UTILITY Intergovernmental revenues Federal Grants Stormwater Utility Revenues Charges for Services Interest on investments Miscellaneous revenues Total Stormwater Utility Fund FLAGSTAFF HOUSING AUTHORITY FUNDS Intergovernmental revenues Rents and Other Tenant Income Miscellaneous revenues Total Stormwater Utility Fund TOTAL ENTERPRISE FUNDS TOTAL REVENUES Annual Financial Plan $ 69,448 11,133,973 160,380 124,920 11,488,721 1,206,233 35,202 5,801 (1,341) 1,245,895 BUDGETED REVENUES 2009-2010 ESTIMATED ACTUAL REVENUES 2009-2010 BUDGETED REVENUES 2010-2011 CHANGE (BDGT-BDGT) % CHANGE 587,100 11,968,972 204,603 27,300 12,787,975 262,569 10,584,400 37,400 291,281 11,175,650 517,958 10,809,131 36,000 11,363,089 (69,142) (1,159,841) (168,603) (27,300) (1,424,886) -11.78% -9.69% -82.40% -100.00% -11.14% 1,306,298 51,346 11,100 1,368,744 1,306,298 30,589 2,693 1,339,580 8,400 1,406,262 30,589 2,693 1,447,944 8,400 99,964 (20,757) (8,407) 79,200 0.00% 7.65% -40.43% -75.74% 0.00% 5.79% - - - 4,514,304 1,141,000 321,158 5,976,462 4,514,304 1,141,000 321,158 5,976,462 0.00% 0.00% 0.00% 0.00% 34,770,080 42,222,360 34,288,753 48,437,521 6,215,161 14.72% $ 107,694,834 126,845,474 108,128,632 140,362,596 20,323,795 16.02% 68 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 2010 - 2011 FUND GENERAL FUND PROCEEDS FROM OTHER FINANCING SOURCES $ INTERFUND TRANSFERS IN OUT - 5,153,014 8,398,866 SPECIAL REVENUE FUNDS Library Fund Highway User Revenue Fund Transportation Fund Beautification Fund Economic Development Tourism Fund Recreation-BBB Fund Housing & Community Services MPO Total Special Revenue Funds - 1,178,951 5,490,567 1,125,000 411,698 100,000 22,720 8,328,936 328,391 585,401 3,734,405 517,853 9,437 1,459,636 14,000 6,649,123 DEBT SERVICE FUNDS Secondary Property Tax Fund G.O. Bond Fund Total Debt Service Funds - 3,517,453 3,517,453 5,329,128 5,329,128 CAPITAL PROJECTS FUNDS G.O. Bond Funded Projects Municipal Facilities Corporation Total Capital Projects Funds 46,600,000 4,600,000 51,200,000 ENTERPRISE FUNDS Water and Wastewater Fund Stormwater Utility Airport Fund Environmental Services Fund Total Enterprise Funds TOTAL ALL FUNDS Annual Financial Plan $ - 500,000 500,000 2,672,826 2,672,826 1,811,675 4,650,222 63,000 10,000 6,534,897 1,969,469 378,667 199,567 109,480 2,657,183 53,872,826 23,534,300 23,534,300 69 City of Flagstaff SCHEDULE OF TRANSFERS FISCAL YEAR 2010-2011 payment and $89,992 that supports one position in the Brownfield program. General Fund Transfers In: Stormwater Fund - $79,780 This transfer represents one FTE position. Library - $328,391 This transfer represents the APSES $78,391 lease payment and $250,000 for the parking lot relocation project. Capital Projects Fund - $500,000 This transfer is to restore excess funds to the General Fund from the sale of fire stations. 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. Transfers Out: Library Fund - $1,178,951 This is the operating transfer from the General Fund to the Library for general services. Beautification Fund - $507,853 This represents $452,652 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. Highway User Revenue Fund - $1,972,275 This is $1,811,675 for debt service, $149,600 for the de-icer program and $11,000 for street sweeping. Economic Development - $411,698 This is a transfer to assist in the expenditures in the amounts of $301,698 for the Incubator, $40,000 for the Coordinating Council, $50,000 for the Science and $20,000 for the SEDI foundations. Tourism Fund - $9,437 This transfer includes $6,238 as a contribution towards the citywide publication, and $3,199 for the APSES lease payment. Tourism Fund - $100,000 This transfer of Economic Incentive Funds will encourage the investment of outside monies into the City financial base. Recreation-BBB Fund - $1,349,636 This transfer is a contribution to the maintenance of FUTS which is a Parks responsibility for $204,476, $945,160 for increased maintenance in the Parks budget related to additional field maintenance associated with Recreation Bond projects and $200,000 for the operation of Recreation Programs. MPO - $22,720 This transfer represents $18,934 to assist in the payment of the multi model planner position and $3,786 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 - $4,650,222 Transfer funds for Rio de Flag project. Water and Wastewater Fund - $1,969,469 This is a transfer of $1,811,675 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 - $63,000 This transfer is for a portion of the capital projects at the Airport. Library Fund Airport - $199,567 This is a transfer for $33,567 to assist with the APSES lease payment and $166,000 for excess of overhead cost allocation. Transfers In: General Fund - $1,178,951 This is the operating transfer from the General Fund to the Library for general services. Environmental Services Fund - $109,480 This transfer represents $4,678 for advertising in the citywide publication, $14,810 for the APSES lease Annual Financial Plan 70 City of Flagstaff Transfers Out: Beautification Fund General Fund - $328,391 This transfer represents the APSES $78,391 lease payment and $250,000 for the parking lot relocation project. Transfers In: Highway User Revenue Fund - $500,000 This transfer is to support the Beaver/San Francisco Southside Project located Streetscape program. Highway User Revenue Fund Transportation Tax - $515,000 This is $490,000 to fund various FUTS projects within the multi-modal transportation projects and $25,000 for the 4th Street North Study. Transfers In: General Fund - $1,972,275 This is $1,811,675 for debt service, $149,600 for the de-icer program and $11,000 for street sweeping. Recreation-BBB Fund - $110,000 This transfer is for new FUTS construction. Transportation Fund - $3,219,405 This is a transfer of the transportation tax to fund various transportation projects. Safety funding is $760,426 for miscellaneous projects. $2,458,979 is from Street Improvement for Transportation funded projects. Transfers Out: General Fund - $507,853 This represents $452,652 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. Stormwater Fund - $298,887 This transfer is for drainage maintenance. Transfers Out: Environmental Services - $10,000 This transfer is for water infrastructure work to be completed at the Izabel Community Agricultural site. 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: Transportation Fund General Fund - $411,698 This is a transfer to assist in the expenditures in the amounts of $301,698 for the Incubator, $40,000 for the Coordinating Council, $50,000 for the Science and $20,000 for the SEDI foundations. Transfers Out: Tourism Fund HURF - $3,219,405 This is a transfer of the transportation tax to fund various transportation projects. Safety funding is $760,426 for miscellaneous projects. $2,458,979 is from Street Improvement for Transportation funded projects. Transfers In: General Fund - $100,000 This transfer of Economic Incentive Funds will encourage the investment of outside monies into the City financial base Beautification Fund - $515,000 This is $490,000 to fund various FUTS projects within the multi-modal transportation projects and $25,000 for the 4th Street North Study. 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. Annual Financial Plan 71 City of Flagstaff Recreation-BBB Fund Secondary Property Tax Fund Transfers Out: Transfers Out: General Fund - $1,349,636 This transfer is a contribution to the maintenance of FUTS which is a Parks responsibility of $204,476. $945,160 is for increased maintenance in the Parks budget related to additional field maintenance associated with Recreation Bond projects and $200,000 is for the operation of Recreation Programs. G.O. Bond Fund - $3,517,453 A transfer of Secondary Property Taxes collected for repayment of general obligation bonds for Projects and BBB Recreation. Beautification Fund - $110,000 This transfer is for a new FUTS construction $110,000. Water and Wastewater Fund Water and Wastewater Fund - $1,811,675 A transfer to Utilities for Secondary Property Taxes collected to support General Obligation Debt. Transfers In: Secondary Property Tax Fund - $1,811,675 A transfer to Utilities for Secondary Property Taxes collected to support the General Obligation Debt. Housing and Community Services Fund Transfers Out: Transfers Out: General Fund - $14,000 This transfer represents $14,000 to assist with the funding of a Housing Planner. General Fund - $1,969,469 This is a transfer of $1,811,675 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. Metro Planning Organization Fund Transfers In: General Fund - $22,720 This transfer represents $18,934 to assist in the payment of the multi model planner position and $3,786 to assist in the payment of the Administration Assistant. Stormwater Fund G.O. Bond Fund Transfers Out: Transfers In: HURF - $298,887 This transfer is for drainage maintenance. Secondary Property Tax Fund - $3,517,453 A transfer of Secondary Property Taxes collected for repayment of general obligation bonds for Projects and BBB Recreation. General Fund - $79,780 This transfer represents one FTE position. Annual Financial Plan Transfers In: General Fund - $4,650,222 This transfer is for the Rio de Flag Project. 72 City of Flagstaff Airport Fund Transfers Out: Transfers In: General Fund - $109,480 This transfer represents $4,678 for advertising in the citywide publication, $14,810 for the APSES lease payment and $89,992 that supports one position in the Brownfield program plus operating expense and the city match of the EPA Brownfield grant. General Fund - $63,000 This transfer is for a portion of the capital projects at the Airport. Transfers Out: Capital Projects Fund General Fund - $199,567 This is a transfer for $33,567 to assist with the APSES lease payment and $166,000 for excess of overhead cost allocation. Transfers Out: General Fund - $500,000 This transfer is to restore excess funds to the General Fund from the sale of fire stations. Environmental Services Fund Transfers In: Beautification - $10,000 This transfer is for water infrastructure work to be completed at the Izabel Community Agricultural site. Annual Financial Plan 73 City of Flagstaff Schedule 5: Grant Revenues CITY OF FLAGSTAFF SCHEDULE OF GRANT REVENUES FISCAL YEAR 2010-2011 BUDGETED REVENUES 2009-2010 PROJECT NAME GENERAL FUND POLICE ACJC - RECOVERY METRO (NORTHERN AZ STREET CRIMES TASK FORCE) POLICE RICO FUNDS FOR METRO POLICE AZHLS - NORTHERN ARIZONA 700 MHZ EQUIPMENT POLICE TSA - LAW ENFORCEMENT OFFICER POLICE ACJC - GUN INTELLIGENCE POLICE AZHLS - MULTI HIT BALLISTIC PLATE POLICE GOHS - IN CAR VIDEO POLICE GOHS - COLLISION TEAM TRAINING POLICE GOHS - DUI ENFORCEMENT POLICE GOHS - LIVESCAN FINGERPRINT MACHINE POLICE FUSD - RESOURCE OFFICER POLICE AATA - FY10 PROFESSIONAL TRAINING POLICE AATA - FY 10 PUBLIC AWARENESS POLICE ACJC - DUI ABATEMENT POLICE AZHLS - BUFFER ZONE PROTECTION POLICE AZHLS - MT. ELDEN EMERGENCY POWER IMPROVEMENTS POLICE AZHLS - CALL TAKER STATION POLICE AZHLS - PORTABLE RADIOS POLICE SNA - WEED & SEED OVERTIME POLICE USDOJ - RECOVERY COPS GRANT POLICE BRYNE GRANT POLICE USDOJ - RECOVERY JAG OVERTIME/RADIOS POLICE POLICE POLICE POLICE FIRE FIRE FIRE COUNTY - CANNABIS ERADICAITON RICO - OVERTIME GOHS - FY 10 ACCIDENT RECONSTRUCTION EQUIPMENT DOJ - BULLET PROOF VEST PROGRAM ACJC - STATEWIDE GANG TASK FORCE ACJC - ANTI-GANG INITIATIVE GOHS - DUI ENFORCEMENT SNA - WEED & SEED OVERTIME USDOJ - FY09 ED BRYNE MEMORIAL JAG OVERTIME ACJC DUI ABATEMENT AZHLS - FY08 HOMELAND SECURITY AZHLS - FY09 HOMELAND SECURITY DHS - FY09 ASSISTANCE TO FIREFIGHTERS FIRE FIRE FIRE FIRE FIRE FIRE HLS - FY09 SAFER GRANT GOHS - FY09 EQUIPMENT AZSF - HAZARDOUS FUEL AZHLS - FY10 HLS GOHS - FY10 EQUIPMENT DHS - FY10 ASSISTANCE TO FIREFIGHTERS FIRE COURT COURT DHS - FY10 SAFER COURT WARRANT FEES TCPF/STATE JCEF - COURT TRAINING OFFICER TCPF/LOCAL JCEF - COURT TRAINING OFFICER COURT IMPROVEMENT FEES COUNTY JCEF - INFORMATION SYSTEM TECH POLICE POLICE POLICE POLICE POLICE POLICE COURT COURT COURT COURT COURT COURT TCPF/LOCAL JCEF - COMPUTERS COURT IGA COUNTY INFO SYSTEMS TECH SUBTOTAL-GENERAL FUND LIBRARY LIBRARY LIBRARY STATE GRANT IN AID YOUTH SERVICES GRANTS LIBRARY VARIOUS GRANTS SUBTOTAL CAPITAL DOL - AUTOMOTIVE TRAINING CENTER SUBTOTAL Annual Financial Plan $ ESTIMATED REVENUES 2009-2010 BUDGETED REVENUES 2010-2011 383,064 - 318,322 184,770 360,317 185,941 1,026 18,846 29,200 20,760 26,400 13,441 55,000 2,128 8,808 13,500 80,000 7,750 230,262 30,000 19,455 29,991 55,000 80,000 6,200 56,808 10,740 55,000 - 175,000 110,460 9,883 145,000 72,500 10,460 144,611 - 89,200 449,166 - 311,417 - 112,941 3,534 30,000 171,446 20,018 - CITY MATCH 2010-2011 100% 100% F/S 100% 76% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% F F S S S S S S L S S S S S - 100% 100% 100% 100% 100% S S F/NP F F 198,907 - - 100% 100% 100% F 3,800 150,057 43,921 4,153 11,526 7,051 3,855 167,809 30,000 8,000 3,855 41,952 - 100% 50% 75% 100% 100% 100% S F S F/S F/S F/NP 33,530 140,000 72,338 51,905 140,000 14,771 - - 100% 100% 100% 100% F S F S 200,000 96,000 25,000 - 200,000 96,000 25,000 - 96,941 150,000 10,000 - 100% 100% 100% 100% 100% 100% F F S S F/S S 65,745 65,745 120,000 360,000 67,060 - 100% 100% 100% F F L 25,000 25,000 25,750 - 100% S 16,580 175,853 33,160 16,580 220,000 33,160 16,990 94,025 33,990 - 100% 100% 100% L L L 2,486,515 2,414,731 84,690 50,000 22,575 2,769,586 100% 100% 100% L L L 25,000 70,489 95,489 25,000 49,214 74,214 - 100% 100% 100% S S S - - - 100% F 25,000 25,000 3,000,000 3,000,000 74 - BUDGETED GRANT REIMB % FUNDING 227,000 - 272,807 L City of Flagstaff Schedule 5: Grant Revenues BUDGETED REVENUES 2009-2010 PROJECT NAME HURF ATTPL- LAKE MARY IMPROVEMENTS SUBTOTAL BEAUT ADOT - TEA 21 - FUTS RIO TO SAN FRANCISCO (ROUND 9) ADOT - TEA 21 - RT 66 EAST - CC TO MALL TRAIL (ROUND 14) BEAUT BEAUT BEAUT BEAUT HSG HSG HSG HSG HSG HSG HSG HSG MPO $ ADOT - TEA 21 - BEAVER/SF SOUTHSIDE PLAN IMPLEMENTATION (ROUND 15) ADOT - TEA 21 - WOODLANDS / BEULAH MEDIANS (ROUND 16) ADOT - WALNUT - FLORENCE UNDERPASS (ROUND 11) SUBTOTAL HUD - 08/09 CDBG ENTITLEMENT HUD - 09/10 CDBG ENTITLEMENT HUD - 09/10 RECOVERY AZHUD - FY 09 OWNER OCCUPED HOUSING EMERGENCY REPAIRS AZHUD - FY 09 OWNER OCCUPIED HOUSING REHAB HUD - 10/11 CDBG ENTITLEMENT AZHUD - FY 10 OWNER OCCUPED HOUSING EMERGENCY REPAIRS AZHUD - FY 10 OWNER OCCUPIED HOUSING REHAB SUBTOTAL ESTIMATED REVENUES 2009-2010 BUDGETED REVENUES 2010-2011 CITY MATCH 2010-2011 BUDGETED GRANT REIMB % FUNDING 765,600 765,600 765,600 765,600 - - 100% F/S 500,000 516,303 16,044 - 100% S 345,000 100,000 366,570 26,845 94% S 500,000 - 500,000 30,222 94% S 500,000 98,420 401,580 54,824 94% S 1,845,000 714,723 500,000 1,784,194 30,222 142,113 94% S 415,252 674,937 164,851 356,642 245,659 32,320 78,432 372,514 122,671 - 100% 100% F F 300,000 310,910 - 100% F/S 300,000 - 310,910 - 765,027 - 100% 100% F/S F 300,000 - 100% F/S 330,000 1,968,644 - 100% F/S - 93% F/S - - - 1,855,040 1,256,441 29,706 11,098 ADOT - FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION 2008 ADOT - FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION 2009 ADOT - FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION 2010 SUBTOTAL 266,820 278,175 295,386 20,677 93% F/S 296,526 289,273 218,899 514,285 15,323 36,000 93% F/S UTIL UTIL UTIL AZG&F - FRANCIS SHORT POND PH. II AZG&F - FRANCIS SHORT POND PH. III AWPF - PICTURE CANYON SUBTOTAL 2,475 29,543 302,553 334,571 2,475 29,543 32,018 302,553 302,553 - 100% 100% 100% S S S STORM ADEQ - WATER QUALITY IMPROVEMENT GRANT SUBTOTAL 8,400 8,400 - 100% S S S F S F F MPO MPO AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT ADOT - LAND ACQUISITION (ADOT E6S44) ADOT - LAND ACQUISITION (ADOT E1107) FAA - RUNWAY EXTENSION ADOT - TERMINAL SECURITY FAA - PAVEMENT MARKING INSTALL FAA - REHAB TAXIWAY RECONSTRUCT FAA - SNOW REMOVAL AND SWEEPER EQUIPMENT FAA - TERMINAL ACCESS ROAD RECONSTRUCTION ADOT - TERMINAL ACCESS ROAD RECONSTRUCTION ADOT - PAVEMENT MAINTENANCE SUBTOTAL ENV DOE - ENERGY EFFICIENCY/CONSERVATION ENV NP - LIVING CITIES SUBTOTAL FHA FHA LOW INCOME PUBLIC HOUSING SECTION 8/MRO SRO SUBTOTAL - 1,026,044 1,026,045 37,155 - 338,850 5,230,245 456,791 - 430,498 338,850 5,230,245 37,650 275,276 90% 90% 95% 2.5% 95% 95% - 456,791 24,042 95% F - 2,843,155 157,953 95% F 22,371 517,292 2.5% 90% S S 6,025,886 2,089,244 157,953 201,339 9,658,831 587,100 587,100 262,569 262,569 248,958 269,000 517,958 - 100% 100% F N/P 1,379,527 3,134,777 4,514,304 - 100% 100% F F - $ TOTAL Funding: - - - 17,221,238 7,920,088 22,112,969 968,212 L=Local, N/P=Non-Profit, S=State, F=Federal, F/S=Federal thru State, F&S=Federal and State Annual Financial Plan 75 City of Flagstaff Schedule 6: Appropriations by Fund CITY OF FLAGSTAFF SUMMARY BY DIVISION OF EXPENDITURES/EXPENSES WITHIN EACH FUND COMPARISON OF FISCAL YEAR 2010 AND 2011 (WITH ACTUAL FOR FISCAL YEAR 2009) FUND/DIVISION 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 2009-2010 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2009-2010 6,299,595 5,215,368 4,175,574 10,272,153 17,536,946 9,306,421 26,125 (161,817) 711 52,671,076 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 7,212,234 4,286,515 3,013,284 10,163,897 16,660,908 4,978,419 417,698 3,683,846 (2,356,205) 575,000 48,635,596 8,496,243 3,802,064 3,070,118 9,419,450 16,251,615 7,092,127 606,095 6,730,159 (2,392,216) 1,500,000 54,575,655 132,253 27,708 4,744,074 93,327 1,002 110,184 5,108,548 142,628 171,125 105,112 7,187,493 23,208 110,950 100,000 7,840,516 142,628 171,125 105,112 5,039,501 23,208 110,950 5,592,524 193,821 791,706 187,242 19,403,702 1,723 260,572 20,838,766 168,593 752,512 247,240 19,165,672 24,774 139,124 100,000 20,597,915 4,556,606 4,556,606 ACTUAL EXPENDITURES/ EXPENSES 2008-2009 $ PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2010-2011 CHANGE (BDGT-BDGT) % CHANGE 1,217,659 (660,034) (172,787) (831,848) (563,854) 568,622 128,536 3,515,424 (2,595,425) (375,000) 231,293 16.7% (14.8%) (5.3%) (8.1%) (3.4%) 8.7% 26.9% 109.4% (1,277.2%) (20.0%) 0.4% 147,710 156,025 98,152 7,179,116 37,938 111,066 100,000 7,830,007 5,082 (15,100) (6,960) (8,377) 14,730 116 (10,509) 3.6% (8.8%) (6.6%) (0.1%) 63.5% 0.1% (0.1%) 168,593 752,512 247,240 14,032,047 24,774 139,124 15,364,290 162,907 689,931 123,758 12,125,410 36,623 131,405 100,000 13,370,034 (5,686) (62,581) (123,482) (7,040,262) 11,849 (7,719) (7,227,881) (3.4%) (8.3%) (49.9%) (36.7%) 47.8% (5.5%) (35.1%) 72,840 197,948 27,959 6,222,361 6,521,108 72,840 197,948 27,959 6,154,410 6,453,157 58,784 323,165 38,240 7,047,444 7,467,633 (14,056) 125,217 10,281 825,083 946,525 (19.3%) 63.3% 36.8% 13.3% 14.5% 2,233,961 2,233,961 1,948,256 2,970,050 10,000 4,928,306 1,281,431 1,419,487 2,700,918 2,493,239 3,593,770 10,000 6,097,009 629,673 629,673 987,869 25,000 1,012,869 766,128 766,128 969,634 25,000 994,634 (18,235) (18,235) (1.8%) (1.8%) 2,150,889 2,150,889 1,630,262 50,000 1,680,262 1,581,454 1,581,454 1,552,628 50,000 1,602,628 (77,634) (77,634) (4.8%) (4.6%) 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 76 544,983 623,720 1,168,703 28.0% 21.0% 23.7% City of Flagstaff Schedule 6: Appropriations by Fund FUND/DIVISION ARTS AND SCIENCE FUND Economic Vitality Reserve/Contingency REAL ESTATE PROCEEDS FUND Non-departmental HOUSING AND COMMUNITY SERVICES FUND Community Development Non-departmental ACTUAL EXPENDITURES/ EXPENSES 2008-2009 $ 383,063 383,063 138,312 ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2009-2010 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2009-2010 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2010-2011 736,797 10,000 746,797 366,653 366,653 673,472 10,000 683,472 - - - CHANGE (BDGT-BDGT) (63,325) (63,325) - % CHANGE (8.6%) (8.5%) - 1,348,314 41,358 1,389,672 3,567,776 43,684 3,611,460 1,551,887 36,183 1,588,070 3,472,650 41,241 3,513,891 (95,126) (2,443) (97,569) (2.7%) (5.6%) (2.7%) 479,296 23,630 502,926 288,419 37,407 100,000 425,826 298,234 37,407 335,641 521,925 20,080 100,000 642,005 233,506 (17,327) 216,179 81.0% (46.3%) 50.8% 37,932,416 47,365,059 34,748,835 42,201,313 (5,163,746) (10.9%) GENERAL OBLIGATION BONDS FUND Non-departmental 3,019,026 3,470,772 3,272,471 3,517,453 46,681 1.3% SPECIAL ASSESSMENT BONDS FUND Non-departmental Total Debt Service Funds 95,360 3,114,386 1,500,801 4,971,573 1,500,801 4,773,272 1,405,625 4,923,078 (95,176) (48,495) (6.3%) (1.0%) G.O. BONDS FUNDED PROJECTS FUND Non-departmental 5,427,196 4,454,190 2,990,637 14,486,989 MUNICIPAL FACILITIES CORP FUND Non-departmental 1,320,128 5,498,756 124,099 4,578,000 (920,756) (16.7%) 10,848,627 17,595,951 1,759,656 11,712,602 472,285 3,587,021 26,210 19,091,199 (1,733,446) 7,378,597 (98.5%) 63.0% 357,908 101,872 713,770 80,233 31,913,181 519,805 45,222 33,731,991 620,084 1,037,074 51,228 63,941 23,312,590 393,271 1,400,000 26,878,188 620,084 1,037,074 51,228 63,941 20,856,330 393,271 23,021,928 629,492 1,101,046 50,007 105,675 21,122,801 403,517 1,400,000 24,812,538 9,408 63,972 (1,221) 41,734 (2,189,789) 10,246 (2,065,650) 1.5% 6.2% (2.4%) 65.3% (9.4%) 2.6% (7.7%) METRO PLANNING ORG FUND Community Development Non-departmental Contingency Total Special Revenue Funds DEBT SERVICE FUNDS CAPITAL PROJECT FUNDS SPECIAL IMPROVEMENT DISTRICT FUND Non-departmental Total Capital Projects Funds 10,032,799 225.2% ENTERPRISE FUNDS WATER AND WASTEWATER FUND General Administration Community Development Management Services Public Works Economic Vitality Utilities Non-departmental Contingency Annual Financial Plan 77 City of Flagstaff Schedule 6: Appropriations by Fund FUND/DIVISION AIRPORT FUND General Administration Community Development Management Services Public Works Economic Vitality Utilities Non-departmental $ 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 FLAGSTAFF HOUSING AUTHORITY Non-departmental Annual Financial Plan ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2009-2010 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2010-2011 39,188 9,923 85,308 3,821,984 373 88,839 4,045,615 66,443 57,198 117,860 7,793,788 89,443 8,124,732 66,443 57,198 117,860 3,753,570 89,443 4,084,514 64,438 94,780 117,318 11,181,084 77,139 11,534,759 (2,005) 37,582 (542) 3,387,296 (12,304) 3,410,027 (3.0%) 65.7% (0.5%) 43.5% (13.8%) 42.0% 204,079 54,687 286,160 10,403,143 175,853 303,680 67,659 11,495,261 337,504 479,591 11,724,305 52,346 316,973 500,000 13,410,719 337,504 479,591 8,991,361 52,346 316,973 10,177,775 327,877 396,188 11,802,655 75,585 303,624 500,000 13,405,929 (9,627) (83,403) 78,350 23,239 (13,349) (4,790) (2.9%) (17.4%) 0.7% 44.4% (4.2%) (0.0%) 26,959 1,472,386 11,571 15,181 18,072 21,299 2,581 1,568,049 26,002 37,503 32,987 13,579 3,773 8,455,786 18,779 10,000 8,598,409 26,002 37,503 32,987 13,579 3,773 3,501,731 18,779 3,634,354 19,708 28,042 48,977 12,434 5,436 6,038,195 17,773 10,000 6,180,565 (6,294) (9,461) 15,990 (1,145) 1,663 (2,417,591) (1,006) (2,417,844) (24.2%) (25.2%) 48.5% (8.4%) 44.1% (28.6%) (5.4%) (28.1%) 5,927,492 5,927,492 - Total Enterprise Funds TOTAL ALL FUNDS ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2009-2010 ACTUAL EXPENDITURES/ EXPENSES 2008-2009 $ - - CHANGE (BDGT-BDGT) % CHANGE 50,840,916 57,012,048 40,918,571 61,861,283 4,849,235 8.5% 162,154,745 175,405,644 132,663,295 182,652,528 7,246,884 4.1% 78 City of Flagstaff Schedule 7: Appropriations by Department CITY OF FLAGSTAFF BUDGET BY DIVISION AND SECTIONS COMPARISON OF FISCAL YEAR 2010 AND 2011 (WITH ACTUAL FOR FISCAL YEAR 2009) ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2009-2010 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2009-2010 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2010-2011 871,900 288,897 2,845,672 1,589,365 517,850 185,911 1,717,290 433,599 8,450,484 897,880 406,198 2,462,933 1,463,618 493,646 197,381 1,356,928 7,278,584 855,092 398,906 2,511,339 1,395,855 504,436 188,431 1,358,175 7,212,234 1,524,807 2,533,266 1,501,355 480,432 185,021 2,271,362 8,496,243 626,927 (406,198) 70,333 37,737 (13,214) (12,360) 914,434 1,217,659 69.8% (100.0%) 2.9% 2.6% (2.7%) (6.3%) 67.4% 16.7% 306,180 2,500,731 (224,919) 1,807,535 1,348,314 825,841 648,731 129,905 616,832 2,607,256 1,949,350 102 288 102,288 1,390,900 740,773 383,063 479,296 15,612,076 288,275 2,279,073 (119,021) 1,698,879 314,892 3,567,776 1,948,256 288,419 10,266,549 284,458 2,225,666 (162,865) 1,620,124 319,132 1,551,887 1,281,431 298,234 7,418,067 258,264 2,060,392 (211,886) 1,445,136 250,158 3,472,650 2,493,239 521,925 10,289,878 (30,011) (218,681) (92,865) (253,743) (64,734) (95,126) 544,983 233,506 23,329 (10.4%) (9.6%) 78.0% (14.9%) (20.6%) (2.7%) 28.0% 81.0% 0.2% 1,517,084 986,553 1,019,421 652,516 3,522,752 1,070,812 8,769,138 705,136 958,738 670,153 908,878 3,242,905 640,375 894,315 612,999 865,595 3,013,284 649,914 882,907 688,129 849,168 3,070,118 (55,222) (75,831) 17,976 (59,710) (172,787) (7.8%) (7.9%) 2.7% (6.6%) (5.3%) FIRE 10,272,153 10,251,298 10,163,897 9,419,450 (831,848) (8.1%) POLICE Police Police Grants TOTAL 16,304,349 1,232,597 17,536,946 15,083,670 1,731,799 16,815,469 15,119,567 1,541,341 16,660,908 14,614,050 1,637,565 16,251,615 (469,620) (94,234) (563,854) (3.1%) (5.4%) (3.4%) DIVISION/SECTION 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 2008-2009 $ 79 CHANGE (BDGT-BDGT) % CHANGE City of Flagstaff Schedule 7: Appropriations by Department DIVISION/SECTION ACTUAL EXPENDITURES/ EXPENSES 2008-2009 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 Solid Waste Sustainability TOTAL 249,949 1,060,764 2,972,306 182 210,600 1,411,078 3,401,542 4,399,466 6,230,018 6,703,640 1,805,294 3,043,476 655,235 10,014,327 42,157,877 ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2009-2010 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2009-2010 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2010-2011 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 36,819,834 252,544 929,516 2,599,726 218,054 978,579 4,148,360 5,211,682 2,555,100 1,901,922 8,612,696 27,408,179 69,840 2,533,298 2,801,764 621 365,948 1,320,656 4,058,459 2,773,207 2,670,962 2,360,118 9,750,461 1,713,336 30,418,670 (161,192) 935,930 134,558 1,478 (39,187) (302,965) 42,535 (6,179,143) (978,498) 27,163 (1,595,179) 1,713,336 (6,401,164) (69.8%) 58.6% 5.0% (172.5%) (9.7%) (18.7%) 1.1% (69.0%) (26.8%) 1.2% (14.1%) (17.4%) CHANGE (BDGT-BDGT) % CHANGE 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 14,588,726 417,698 3,459,286 286,685 366,653 118,759 1,300,728 766,128 1,223,057 358,397 8,297,391 606,095 10,883,549 286,686 673,472 152,194 3,441,576 969,634 1,223,259 329,369 18,565,834 128,536 3,384,045 1 (63,325) 42,128 581,592 (18,235) (35,275) (42,359) 3,977,108 26.9% 45.1% 0.0% (8.6%) 38.3% 20.3% (1.8%) (2.8%) (11.4%) 27.3% COMMUNITY ENRICHMENT Library Library Grants Recreation TOTAL - 3,781,777 3,405,716 3,214,735 10,402,228 3,653,296 1,386,205 3,683,846 8,723,347 3,748,140 3,430,976 6,730,159 13,909,275 (33,637) 25,260 3,515,424 3,507,047 (0.9%) 0.7% 109.4% 33.7% 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 1,096,512 3,701,307 1,404,272 56,690 482,102 3,541,881 1,808,321 933,982 300,216 823,761 365,331 113,683 3,864,926 2,363,346 716,631 66,623 2,718,477 24,358,061 969,381 3,769,049 1,371,874 81,334 340,209 3,209,659 1,936,220 961,290 427,950 929,785 495,000 259,204 4,011,794 2,360,052 605,691 782,282 4,650,222 27,160,996 (506,250) (26,118) (33,732) 3,629 (570,327) (964,365) 259,634 24,970 127,149 20,429 (580,682) 7,725 51,443 (3,294) (176,805) 447,282 (2,688,068) (4,607,380) (34.3%) (0.7%) (2.4%) 4.7% (62.6%) (23.1%) 15.5% 2.7% 42.3% 2.2% (54.0%) 3.1% 1.3% (0.1%) (22.6%) 133.5% (36.6%) (14.5%) 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 1,195,009 3,440,955 913,308 1,339,131 198,758 962,883 5,036,005 2,133,486 1,025,881 352,893 933,580 7,216,184 2,155,698 2,959,040 2,273,518 32,136,329 80 City of Flagstaff Schedule 7: Appropriations by Department DIVISION/SECTION NON-DEPARTMENTAL Council & Commissions Contributions to Other Agencies Non-Departmental Real Estate Proceeds 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 Flagstaff Housing Authority TOTAL $ RESERVES/CONTINGENCIES GRAND TOTAL ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2009-2010 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2009-2010 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2010-2011 366,502 1,086,016 3,666,728 138,312 3,019,026 95,360 5,427,196 1,320,128 10,848,627 629,673 506,001 27,103,569 304,166 979,585 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 29,791,675 302,438 959,585 2,676,830 3,272,471 1,500,801 2,990,637 124,099 472,285 3,796,665 2,264,458 472,658 18,832,927 358,287 944,583 2,585,401 3,517,453 1,405,625 14,486,989 4,578,000 26,210 4,698,793 2,263,958 472,658 5,927,492 41,265,449 54,121 (35,002) (2,569,834) 46,681 (95,176) 10,032,799 (920,756) (1,733,446) 834,177 (500) (66,782) 5,927,492 11,473,774 17.8% (3.6%) (49.8%) 1.3% (6.3%) 225.2% (16.7%) (98.5%) 21.6% (0.0%) (12.4%) 38.5% 116,173 4,180,000 575,000 3,805,000 (375,000) (9.0%) 162,154,745 175,405,644 132,663,295 182,652,528 ACTUAL EXPENDITURES/ EXPENSES 2008-2009 $ CHANGE (BDGT-BDGT) 7,246,884 % CHANGE 4.1% 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 81 City of Flagstaff Schedule 8: Operating Capital CITY OF FLAGSTAFF SUMMARY OF OPERATING CAPITAL FISCAL YEAR 2010-2011 SECT # SECTION OPERATING CAPITAL CARRYFWD 2009-2010 21,850 21,850 - 150,000 150,000 COPIER FAX MACHINE FULL SIZE 4 X 4 SUV TWO POLICE SEDANS 10,000 4,737 - 10,000 4,737 33,500 48,000 23 POLICE GRANTS ACCIDENT RECONSTRUCTION SOFTWARE DISPATCH REMODEL 13,800 7,051 89,200 26 PARKS PU TRUCK 3/4 TON WITH PLOW AND TOOL BOX BUSHMASTER SKATE TRACK SURFACE REPAIRS CONTINENTAL FENCE REPLACEMENT FENCE REPAIRS FENCE REPLACEMENT LASER LEVEL BALL FIELDS SOD REPLACEMENT SOF'FAL ENGINEERED WOOD FIBER REPLACEMENT TENNIS COURT RESURFACING - 49,500 19,000 23,000 5,000 5,000 9,025 5,975 22,000 41,000 30 RECREATION GENERAL BUILDING IMPROVEMENTS - JAY LIVELY 15,000 30,000 32 STREET MAINT & REPAIRS 12,000 GALLON PLASTIC LIGNON STORAGE TANK MESSAGE BOARD PU TRUCK, 1 TON CREW CAB PU TRUCK, 1 TON CREW CAB REPLACE 6 SNOW PLOWS UTILITY BED - 15,000 15,000 40,000 50,000 47,000 10,000 37 AIRPORT CAPITAL PROJECTS SNOW BLOWER 38 AIRPORT 17 ENGINEERING 1/2 TON EXT CAB 4 X 4 PICKUP TRUCK 21 FIRE FIRE COMMUNICATION EQUIPMENT FIRE RESCUE VEHICLE 22 POLICE $ BUDGET 2010-2011 468,333 468,333 SNOW BLOWER REPLACEMENT 12,500 12,500 41 SOLID WASTE 1998 LANDFILL DOZER (REFURB) 2004 LANDFILL COMPACTOR (REFURB) ANNUAL SET ASIDE COMPUTER SOFTWARE UPDATE E.S. SOFTWARE SHARED WITH LANDFILL FLAT BED TRAILER FUEL TANKER MAP PLOTTER PAC RAT PYTHON ARMS/RAPID RAILS SOUTH BOROUGH PIT 55,000 64,270 350,000 300,000 388,000 10,000 75,000 10,000 150,000 10,000 150,000 55,000 64,270 47 LAKE MARY WATER PLANT JEEP REPLACEMENT SCADA EQUIPMENT FOR NEW WELL SITES 29,463 23,119 29,463 39,560 56 RECLAIMED WATER PLANT-RIO CARBON FILTER 11,500 11,500 58 WW COLLECTION IMPROVE RECLAIM REBATES - 110,000 MISCELLANEOUS EQUIPMENT AND REPAIRS - 614,862 FLAGSTAFF HOUSING AUTHORITY TOTAL Annual Financial Plan $ 82 729,572 3,749,326 City of Flagstaff Schedule 9: Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2010-2011 SECT # SECTION PROJECT 24 CAPITAL PROJECTS FUND 2010 POTENTIAL BOND PROJECTS FIRE STATIONS FIRE TRAINING TOWER FUTS/OPEN SPACE LAND ACQUISITION INCUBATOR EXPANSION JAY LIVELY-2ND SHEET ICE PRESIDIO SUBDIVISION SCIENCE PARK SEWERMAIN USGS 2010 SFO 26 PARKS ARROYO PARK IMPROVEMENTS 28 CEMETERY CEMETERY OFFICE ADDITION 30 RECREATION JAY LIVELY RECONSTRUCTION JAY LIVELY IMPROVEMENTS 33 STREET CONSTRUCTION MINOR TRANSPORTATION IMPROVEMENTS PONDEROSA PARKWAY RESERVE FOR IMPROVEMENTS SIDEWALK REPLACEMENT PROGRAM STREET IMPROVEMENT PROGRAM SUNNYSIDE PHASE V 34 DRAINAGE RIO DE FLAG PROJECT RIO PARKING REPLACEMENT 37 AIRPORT CAPITAL PROJECTS TERMINAL ACCESS ROAD RECONSTRUCT PULLIAM DRIVE APRON RECONSTRUCTION PAVEMENT MARKING INSTALLATION REHAB TAXIWAY RECONSTRUCT 41 ENVIRONMENTAL SERVICES MAINTENANCE BUILDING MRF RETROFIT FOR GLASS RECYCLING STORMWATER INFRASTRUCTURE 47 LAKE MARY WTR TRT PLANT INNER BASIN PIPELINE 51 BETTRMTS & IMP WATER DIST BENTON/SF ALLEY/ELDEN WL STONEHOUSE PUMPHOUSE LAKE MARY UTILITY RELOCATE RESERVE FOR IMPROVEMENTS 52 BETTRMTS & IMP WATER PRODUCTION CHLORINE DIOXIDE FUTURE WATER RIGHTS RAILROAD SPRINGS RESEVOIR WATER RESOURCES SUSTAINABILTY STUDY WATER WELLS PRODUCTION - BOND 57 WASTEWATER TREATMENT IMPRV PICTURE CANYON WC TREATMENT UPGRADE/REC CONN 58 WSTWTR COLLECTION IMRPV MALL RECLAIM BOOSTER RESERVE FOR IMPROVEMENTS WESTSIDE INTERCEPTOR IMPROVEMENTS XERISCAPE PROJECTS 66 NON-DEPARTMENTAL REDEVELOPMENT Annual Financial Plan 83 CARRYFWD 2009-2010 $ 563,557 1,222,106 140,000 - BUDGET 2010-2011 1,365,000 2,765,530 29,184 1,627,275 2,500,000 5,000,000 3,700,000 500,000 1,578,000 87,500 140,000 1,500,000 2,000,000 785,223 515,952 100,000 785,223 40,000 15,000 937,500 895,484 3,419,813 1,200,000 3,450,222 1,200,000 300,000 - 3,159,061 223,710 376,500 5,505,521 75,000 300,000 10,000 76,388 17,100 103,581 63,408 - 17,100 200,000 73,109 50,000 4,013 450,000 1,440,684 10,833 1,000,000 450,000 276,000 1,472,826 315,000 180,000 315,000 180,000 80,000 15,432 3,772 80,000 50,000 15,432 3,772 645,000 645,000 City of Flagstaff Schedule 9: Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2010-2011 SECTION SECT # 74 STREETSCAPE PROJECT 4TH STREET CORRIDOR IMPROVEMENTS 4TH STREET CORRIDOR NORTH - STUDY 4TH STREET NEIGHBORHOOD GATEWAY BUTLER MEDIANS PHASE III CITY HALL FLOWER BEDS CITY HALL LAWN HISTORIC FACADES NEIGHBORHOOD GARDENS NEON CORRIDOR / ROUTE 66 PRESERVATION PROJECT ROUTE 66 NORTH SIDE STREETSCAPE SOUTHSIDE PLAN - BEAVER SAN FRANCISCO SPECIAL PROJECTS & UNPROGRAMMED WORK WOODLANDS/BEULAH MEDIANS CARRYFWD 2009-2010 48,566 82,494 29,738 776,580 BUDGET 2010-2011 200,000 46,518 100,000 100,000 59,526 50,000 83,529 40,000 135,788 280,000 1,485,945 49,740 810,530 75 FLAGSTAFF URBAN TRAIL ARIZONA TRAIL-RT 66 TO MCMILLAN MESA ARROWHEAD CONNECTOR COUNTRY CLUB FUTS TRAIL DOWNTOWN UNDERPASS FLORENCE - WALNUT UNDERPASS FUTS SIGNAGE PROGRAM HOSPITAL RIM FUTS TRAIL LINDA VISTA FUTS CONNECTOR MALL TRANSFER CENTER TRAIL REALIGNMENT MUSEUM CONNECTOR RIO NORTH - CRESCENT BRIDGE ROUTE 66 EAST-COUNTRY CLUB TO MALL TRAIL ROUTE 66-RIO NORTH TO SAN FRANCISCO SIXTH AVE CONNECTOR SPECIAL PROJECTS & UNPROGRAMMED WORK SWITZER CANYON FUTS TRAIL 250,000 50,000 245,000 16,044 80,000 32,674 18,000 30,000 20,000 452,048 250,000 135,000 161,000 75,000 15,000 296,433 526,040 16,044 36,000 50,000 380,000 92 TRANSPORTATION CIP BEULAH BLVD EXTENSIONS BRANNEN & GABEL PAVING DOWNTOWN RAIL CROSSING MODIFICATIONS INDUSTRIAL - HUNTINGTON TO PURINA LAKE MARY RD/FOREST HIGHWAY 3 MALL RT 66 INFRASTRUCTURE MISCELLANEOUS BIKE/PEDESTRIAN IMPROVEMENTS MISCELLANEOUS SAFE TO SCHOOL PROJECT RESERVE FOR TRANSPORTATION IMPROVEMENTS TRAFFIC SIGNAL PROGRAM TRANSPORTATION PLANNING & PROGRAMMING WEST/ARROWHEAD IMPROVEMENT WEST/SIXTH INTERSECTION 416 38,500 15,582 297,108 5,000 468,600 416 21,318 38,500 17,520 175,000 100,000 100,000 125,000 304,608 115,000 1,200,000 5,000 95 SPEC IMPRV DIST CAPITAL PROJ ASPEN PLACE AT SAWMILL 26,210 26,210 99 STORMWATER CAPITAL PROJEC DRAINAGE SPOT IMPROVEMENT 268,377 782,282 $ 13,694,256 54,195,439 Total Annual Financial Plan 84 City of Flagstaff Schedule 10: Debt Service Requirements CITY OF FLAGSTAFF DEBT SERVICE REQUIREMENTS FISCAL YEAR 2010-2011 ORIGINAL ISSUE GENERAL FUND [20,21,30,80] Existing Debt: USGS-Series 12 Capital Lease - APSES Capital Lease - AquaPlex Cardio Equipment Certificates of Participation - Fire Equipment Proposed MFC Revenue Bonds - USGS Building $ STREETS FUND [36] Existing Debt: Jr. Lien Rev Bonds, Series '92 Certificates of Participation - Street Overlay 4TH STREET [87] 2003 MFC Revenue Bonds ECONOMIC DEVELOPMENT [78] GADA Revenue Bonds Series 2010A- Incubator 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 2010PBP Proposed G.O. Series Capital Projects SPECIAL ASSESSMENT DISTRICT [96] Existing Debt: 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 2010 WIFA Revolving Debt - Sinagua Well Improvements 2010 WIFA Revolving Debt - Fort Tuthill Well Improveme 2010 WIFA Revolving Debt - Local Aquifer Study 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 Total Debt Service Requirements Annual Financial Plan $ OUTSTANDING 07/01/2010 PRINCIPAL INTEREST FISCAL CHARGES TOTAL REQUIREMENTS 4,700,000 3,800,000 100,000 350,000 4,600,000 13,550,000 2,360,000 1,950,932 52,839 350,000 4,713,771 350,000 408,474 33,249 30,696 1,000,000 1,822,419 110,371 62,519 2,031 10,722 420,000 605,643 3,240 1,665 324 3,240 8,469 463,611 472,658 35,280 41,742 1,423,240 2,436,531 5,580,000 4,610,000 10,190,000 3,345,000 4,610,000 7,955,000 1,620,000 404,304 2,024,304 190,455 141,223 331,678 1,220 2,916 4,136 1,811,675 548,443 2,360,118 25,000,000 25,000,000 17,530,000 17,530,000 1,445,000 1,445,000 814,700 814,700 4,258 4,258 2,263,958 2,263,958 3,370,000 3,370,000 3,320,000 3,320,000 115,000 115,000 135,938 135,938 3,240 3,240 254,178 254,178 3,100,000 31,500,000 44,200,000 2,400,000 81,200,000 1,885,000 23,980,000 25,865,000 440,000 1,410,000 1,850,000 86,808 1,075,025 400,000 100,000 1,661,833 1,920 3,700 5,620 528,728 2,488,725 400,000 100,000 3,517,453 19,075,000 19,075,000 18,615,000 18,615,000 485,000 485,000 918,625 918,625 2,000 2,000 1,405,625 1,405,625 8,000,000 8,230,000 6,000,000 6 775 760 6,775,760 7,900,000 23,100,000 8,500,000 2,100,000 232,500 1,000,000 800,000 2,000,000 2,725,000 77,363,260 1,680,000 4,010,000 796,018 4 613 908 4,613,908 6,650,000 21,318,449 6,011,987 2,022,737 223,763 960,655 768,524 1,396,672 50,452,713 1,860,000 391,351 315 123 315,123 325,000 937,971 312,537 79,668 8,990 40,000 40,000 188,994 4,499,634 75,600 130,326 27,080 163 678 163,678 218,120 428,927 304,903 62,958 6,500 34,173 28,829 61,963 1,543,057 5,390 2,388 319,777 1,600 329,155 75,600 1,995,716 420,819 478 801 478,801 543,120 1,686,675 617,440 142,626 15,490 74,173 68,829 252,557 6,371,846 2,782,598 600,000 3,382,598 2,282,495 297,660 2,580,155 105,714 39,092 144,806 126,022 15,858 141,880 233,130,858 131,031,639 12,386,163 6,153,354 85 - 356,878 231,736 54,950 286,686 18,896,395 City of Flagstaff CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2011-2016 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Sources of Funds Beginning Fund Balance 86 $ 23,716,943 18,726,225 18,825,583 14,019,080 5,656,587 4,228,266 2,929,881 2,375,583 3,041,778 14,384,322 4,786,900 2,479,028 13,803,121 5,113,881 2,519,408 13,140,000 4,900,000 2,500,000 13,160,500 5,005,000 2,625,000 13,799,315 5,155,150 2,881,250 13,944,734 5,155,150 3,025,313 14,091,831 5,155,150 3,176,579 14,240,628 5,155,150 3,335,408 14,391,149 5,309,804 3,502,178 9,149,290 4,868,072 2,611,289 1 087 713 1,087,713 273,067 930,132 7,850,000 5,191,194 2,550,000 2 170 177 2,170,177 316,338 860,000 7,850,000 4,300,000 2,400,000 2 054 246 2,054,246 360,485 870,000 5,900,000 4,300,000 2,248,000 2 374 506 2,374,506 395,080 850,000 5,723,000 4,171,000 2,292,960 435 941 435,941 318,773 870,000 5,837,460 4,296,130 2,338,819 327,409 890,500 5,954,209 4,467,975 2,385,595 336,263 911,513 6,073,293 4,606,482 2,433,307 345,366 933,050 6,194,759 4,749,283 2,481,973 261,451 955,127 36,126 1,104,822 236,482 81,000 1,040,000 355,201 80,000 750,000 229,905 84,000 690,000 240,650 88,200 811,200 251,150 92,610 843,648 262,175 97,241 877,394 273,751 102,103 912,490 285,906 107,208 948,990 298,669 166 621 166,621 1,449,214 1,297,588 110,252 1,227,432 1 227 432 1,429,010 1,067,377 135,572 631 799 631,799 1,278,013 1,307,500 121,750 761 200 761,200 1,298,080 1,285,700 127,000 799 261 799,261 1,468,718 1,296,810 133,350 839 226 839,226 1,536,851 1,308,399 140,018 881 188 881,188 1,608,266 1,320,488 147,019 925 248 925,248 1,683,124 1,333,101 154,370 971 509 971,509 1,761,595 1,346,260 162,089 1,028,651 331,791 1,059,907 183,022 1,011,000 230,647 1,025,500 235,900 1,040,415 241,040 1,055,712 246,317 1,071,407 251,733 1,087,515 257,294 1,104,054 263,004 483 883 483,883 1,060,254 47,875,498 650 000 650,000 1,958,593 49,561,233 200 000 200,000 1,853,030 46,068,375 250 000 250,000 6,602,898 49,459,014 250 000 250,000 3,131,174 45,158,707 250 000 250,000 3,160,201 45,550,672 250 000 250,000 3,239,821 46,497,423 250 000 250,000 3,270,442 47,384,277 250 000 250,000 3,301,914 48,361,016 109,352 - - - - - - - - Transfers In Library HURF Beautification Tourism Visitor Center Recreation-BBB Real Estate Proceeds Community Redevelopment Utilities fund Airport Environmental Services Stormwater Capital Projects Fund Total Transfers In 78,391 85,401 433,948 6,847 2,590 1,128,807 1,126,000 1,965,272 33,567 19,488 4,880,311 328,391 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 78,391 85,401 451,260 6,847 2,590 1,342,115 14,000 1,958,565 33,567 223,603 73,312 4,269,651 328,391 85,401 507,853 6,847 2,590 1,349,636 14,000 1,969,469 199,567 109,480 79,780 500,000 5,153,014 78,391 85,401 520,301 6,847 2,590 1,383,095 14,000 1,978,305 89,567 110,975 80,578 4,350,050 78,391 85,401 483,092 6,847 2,590 1,417,519 14,000 157,794 69,567 112,805 81,384 2,509,389 78,391 85,401 496,234 6,847 2,590 1,454,045 14,000 157,794 33,567 114,671 82,197 2,525,737 39,196 77,701 509,737 6,543 1,295 1,491,666 14,000 78,897 256,784 109,170 83,019 2,668,007 70,000 523,612 6,238 1,530,416 14,000 103,706 83,850 2,331,822 Total Revenues & Transfers In 52,865,161 54,116,413 50,338,026 54,612,028 49,508,757 48,060,061 49,023,160 50,052,284 50,692,838 Total Sources of Funds 76,582,104 72,842,638 69,163,609 68,631,108 55,165,344 52,288,327 51,953,041 52,427,867 53,734,616 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 Other Financing Source Lease Proceeds Schedule 11: Five-year Plans Annual Financial Plan Actual 2008-2009 City of Flagstaff CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2011-2016 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Uses of Funds 87 City of Flagstaff Divisions General Administration g Management Services Community Development Fire Police Public Works Economic Vitality Community Enrichment Non-Departmental Contingency Less Indirect Charges Total Department Expenditures 6,299,595 4,175,574 5,179,859 10,133,408 17,076,427 8,345,472 4,050,626 711 (5,760,939) 49,500,733 7,278,584 3,242,905 4,578,765 9,628,298 16,307,325 5,296,946 314,892 3,199,735 3,745,338 1,875,000 (6,775,217) 48,692,571 7,212,234 3,013,284 4,286,515 9,488,992 16,368,951 4,091,766 417,698 3,183,846 3,223,586 575,000 (6,767,716) 45,094,156 7,548,612 3,070,118 3,780,214 9,119,450 16,059,127 4,721,254 606,095 3,200,159 3,243,271 1,500,000 (6,753,145) 46,095,155 7,005,906 3,072,445 3,732,952 8,481,533 14,938,732 6,239,190 607,708 3,206,404 3,030,914 250,000 (6,077,831) 44,487,954 6,917,978 3,074,784 3,728,607 8,485,618 14,947,065 6,257,219 609,328 3,212,681 3,015,096 250,000 (5,773,939) 44,724,437 7,019,612 3,077,134 3,724,278 8,489,723 14,955,440 6,278,563 610,957 3,218,988 2,999,199 250,000 (5,773,939) 44,849,955 6,931,754 3,079,496 3,719,966 8,493,849 14,963,856 6,302,820 612,594 3,225,328 2,983,222 250,000 (5,773,939) 44,788,946 7,033,457 3,081,871 3,715,670 8,497,995 14,972,315 6,313,098 614,239 3,231,699 2,967,166 250,000 (5,773,939) 44,903,571 Debt Service Leases Bonds Total Debt Service p g Budget g Total Operating 538,301 462,774 1,001,075 50,501,808 550,720 463,854 1,014,574 49,707,145 483,938 472,658 956,596 46,050,752 472,658 1,963,873 2,436,531 48,531,686 472,658 459,446 932,104 45,420,058 472,658 462,656 935,314 45,659,751 472,658 462,656 935,314 45,785,269 280,497 459,850 740,347 45,529,293 45,000 459,850 504,850 45,408,421 Capital/CIP Fleet Information Technology Capital Improvement Projects Operating Capital p Total Capital/CIP 449,621 578,045 466,608 674,994 , , 2,169,268 246,500 1,543,648 790,000 2,057,069 , , 4,637,217 257,570 715,267 500,000 1,112,007 , , 2,584,844 152,850 947,631 4,372,500 570,988 , , 6,043,969 286,670 972,461 445,000 , , 1,704,131 293,837 998,037 445,000 , , 1,736,874 301,183 1,024,379 445,000 , , 1,770,562 308,713 1,051,512 445,000 , , 1,805,225 316,431 1,079,459 445,000 , , 1,840,890 Transfers Out Library MPO Hurf 1,225,802 30,000 1,807,748 1,260,910 24,300 2,074,355 1,260,910 24,300 2,074,355 1,178,951 22,720 1,972,275 1,262,660 22,720 1,970,111 1,277,103 22,720 149,600 1,307,909 22,720 149,600 1,322,853 22,720 149,600 1,358,280 22,720 149,600 Transit Economic Development Tourism Arts and Science Real Estate Proceeds Housing and Community Svcs Airport Stormwater Environmental Services Total Transfers Out Excess revenues over expenditures 322,000 313,556 20,000 25,000 375,400 152,000 721,989 91,950 5,085,445 (4,891,360) 120,000 449,000 229,074 313,000 7,338,290 11,808,929 (12,036,878) 120,000 (223,183) 229,074 305,000 2,718,477 6,508,933 (4,806,503) 411,698 100,000 63,000 4,650,222 8,398,866 (8,362,493) 358,398 199,000 3,812,889 (1,428,321) 351,398 161,000 1,961,821 (1,298,385) 353,398 188,000 2,021,627 (554,298) 354,398 202,000 2,051,571 666,195 354,398 138,000 2,022,998 1,420,529 Total Uses of Funds 57,756,521 66,153,291 55,144,529 62,974,521 50,937,078 49,358,446 49,577,458 49,386,089 49,272,309 Ending Fund Balance $ 18,825,583 6,689,347 14,019,080 5,656,587 4,228,266 2,929,881 2,375,583 3,041,778 4,462,307 Schedule 11: Five-year Plans Annual Financial Plan Actual 2008-2009 Actual 2008-2009 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Sources of Funds Beginning Fund Balance $ 626,643 626,643 620,215 727,912 222,090 259,776 265,255 275,550 280,237 Revenues State Grants Library District Taxes Interest Revenue Miscellaneous Total Revenues 59,041 3,805,955 44,908 44,805 3,954,709 25,000 4,367,874 50,000 20,809 4,463,683 95,489 4,374,759 26,980 20,474 4,517,702 74,214 6,351,957 26,980 20,474 6,473,625 100,000 3,539,276 27,115 20,474 3,686,865 100,000 3,625,730 27,250 20,474 3,773,455 100,000 3,700,550 37,437 20,474 3,858,461 100,000 3,744,448 37,624 20,474 3,902,546 100,000 3,789,062 37,812 20,474 3,947,348 Transfers In General Fund Total Transfers In 1,225,802 1,225,802 1,260,910 1,260,910 1,260,910 1,260,910 1,178,951 1,178,951 1,262,660 1,262,660 1,277,103 1,277,103 1,307,909 1,307,909 1,332,853 1,332,853 1,358,280 1,358,280 Total Sources of Funds 5,807,154 6,351,236 6,398,827 8,380,488 5,171,615 5,310,334 5,431,625 5,510,949 5,585,865 Departments Library Library Grants Indirect Costs Subtotal Departments 3,522,752 59,042 514,984 4,096,778 3,781,777 25,000 553,023 4,359,800 3,653,296 95,489 553,023 4,301,808 3,748,140 74,214 550,891 4,373,245 3,649,137 100,000 523,346 4,272,483 3,740,793 100,000 536,430 4,377,223 3,834,793 100,000 549,841 4,484,634 3,931,203 100,000 563,587 4,594,790 4,030,082 100,000 577,677 4,707,759 County Wide Projects & Growth Subtotal County Wide Proj & Growth 1,011,770 1,011,770 3,380,716 3,380,716 1,290,716 1,290,716 3,356,762 3,356,762 560,965 560,965 564,464 564,464 568,050 568,050 571,727 571,727 575,495 575,495 5,108,548 7,740,516 5,592,524 7,730,007 4,833,448 4,941,687 5,052,685 5,166,517 5,283,254 Uses of Funds 88 Total Operating Expenditures Reserves/Contingency - Library Capital Total Capital - Transfer Out General Fund 78,391 328,391 78,391 5,186,939 8,168,907 620,215 264,265 Total Uses of Funds City of Flagstaff Ending Fund Balance (1) (1) $ 100,000 - Excludes monies restricted for branch libraries, expansion, and automation. - - - - - - - 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 328,391 78,391 78,391 78,391 39,196 - 5,670,915 8,158,398 4,911,839 5,045,078 5,156,076 5,230,712 5,308,254 727,912 222,090 259,776 265,255 275,550 280,237 277,611 - 100,000 - Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF LIBRARY FUND FIVE YEAR PLAN 2011-2016 Actual 2008-2009 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Sources of Funds Beginning Fund Balance $ Revenues Intergovernmental Revenues 5,645,340 - Highway User Revenues LTAF Interest Revenues Other Financing Sources Miscellaneous Revenues Total Revenues 89 Transfers In General Fund Stormwater Capital Projects Transportation Tax Total Transfers in Total Sources of Funds 1,808,943 (309,412) 2,420,718 - 668,197 - 669,486 - 814,335 - 889,004 - 270,367 765,600 765,600 6,412,329 251,536 60,275 (64,535) 6,659,605 6,662,309 300,246 36,000 4,500,000 1,376,327 13,640,482 6,562,309 133,648 16,000 4,629,066 1,311,113 13,417,736 6,562,309 4,000 146,038 6,712,347 6,693,556 7,000 1,515,505 8,216,061 6,827,427 7,000 1,365,505 8,199,932 6,963,975 8,000 1,365,505 8,337,480 7,207,714 9,000 7,216,714 - 7,462,985 1,807,748 239,473 370,650 6,183,640 8,601,511 2,074,355 289,668 200,000 3,578,930 6,142,953 2,074,355 234,193 200,000 2,253,537 4,762,085 1,972,275 298,887 3,219,405 5,490,567 1,981,111 306,359 3,413,143 5,700,613 160,600 314,018 4,997,843 5,472,461 160,600 321,869 2,467,943 2,950,412 160,600 329,915 1,998,693 2,489,194 160,600 338,163 4,789,343 5,288,092 20,906,457 21,592,378 17,870,409 14,623,632 14,584,871 14,341,879 12,102,227 10,594,913 13,021,445 3,687,683 1,700,348 13,645,441 19,033,472 3,920,924 1,547,226 12,696,810 100,000 18,264,960 4,056,970 1,547,226 7,858,172 13,462,368 3,881,459 1,407,288 5,621,169 100,000 11,009,916 3,971,583 1,370,347 6,119,100 11,461,030 4,064,095 1,404,605 7,425,000 12,893,700 4,159,059 1,439,720 4,980,600 10,579,379 4,256,539 1,475,713 3,966,150 9,698,402 4,356,602 1,512,606 6,640,900 12,510,108 1,805,294 1,805,294 2,332,955 2,332,955 1,901,922 1,901,922 2,360,118 2,360,118 2,368,954 2,368,954 548,443 548,443 548,443 548,443 548,443 548,443 548,443 548,443 291,702 85,401 377,103 500,000 85,401 585,401 85,401 85,401 500,000 85,401 585,401 85,401 85,401 85,401 85,401 85,401 85,401 77,701 77,701 70,000 70,000 21,215,869 21,183,316 15,449,691 13,955,435 13,915,385 13,527,544 11,213,223 10,324,546 13,128,551 409,062 2,420,718 668,197 669,486 814,335 889,004 270,367 7,459,984 3,000 Uses of Funds Departments Operating Expenditures Indirect Cost Capital Expenditures Reserves/Contingencies Total Expenditures Debt Service Debt Service Total Debt Service City of Flagstaff Transfers Out Beautification General Fund Total Transfers Out Total Uses of Funds Ending Fund Balance $ (309,412) (107,106) Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF HIGHWAY USER FUND FIVE YEAR PLAN 2011-2016 Actual 2008-2009 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Sources of Funds Beginning Fund Balance $ 663,749 (1,508,608) (502,116) 320,620 3,397,612 2,392,558 (449,135) (731,093) (576,461) 10,020,213 82,885 21,282 10,124,380 9,721,245 99,000 9,820,245 9,235,030 7,400 642,000 9,884,430 9,235,030 44,000 5,000,000 14,279,030 9,327,380 39,000 9,366,380 9,420,654 33,000 9,453,654 9,514,861 27,000 9,541,861 9,770,284 35,000 9,805,284 10,032,620 64,000 10,096,620 120,000 120,000 120,000 120,000 10,788,129 8,431,637 9,502,314 14,599,650 12,763,992 11,846,212 9,092,726 9,074,191 9,520,159 2,539,109 392,034 3,755,186 392,034 3,653,296 504,882 4,698,793 479,638 3,714,140 491,629 4,025,362 503,920 4,058,843 516,518 4,327,129 529,430 4,430,182 68,147 2,607,256 109,430 4,256,650 143,369 4,188,699 5,203,675 4,193,778 4,516,991 4,562,763 4,843,647 4,959,613 Transfers Out Highway User Revenue Fund Beautification Fund Total Transfers Out 6,183,640 550,000 6,733,640 3,578,930 475,000 4,053,930 2,253,537 475,000 2,728,537 3,219,405 515,000 3,734,405 3,413,143 504,000 3,917,143 4,997,843 520,000 5,517,843 2,467,943 535,000 3,002,943 1,998,693 550,000 2,548,693 4,789,343 550,000 5,339,343 Total Debt Service 1,949,350 2,264,458 2,264,458 2,263,958 2,260,513 2,260,513 2,258,113 2,258,313 2,260,913 11,290,246 10,575,038 9,181,694 11,202,038 10,371,434 12,295,347 9,823,819 9,650,653 12,559,869 320,620 3,397,612 2,392,558 Revenues Sales Tax Interest Revenues Miscellaneous Revenues Total Revenues Transfers In General Fund Total Transfers In - Total Sources of Funds - - - - - - Uses of Funds 90 Departments Operating Indirect Costs Transit Capital Expenditures 4th Street Overpass Total Expenditures Total Use of Funds Ending Fund Balance $ (502,116) (2,143,401) (449,135) (731,093) (576,461) (3,039,711) Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF TRANSPORTATION FUND FIVE YEAR PLAN 2011-2016 City of Flagstaff Actual 2008-2009 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Sources of Funds Beginning Fund Balance $ Revenues BBB Tax Revenue Intergovernmental Revenue Interest Earnings Miscellaneous Total Revenues Transfers In General Fund Transportation Tax-STS Highway User Revenue Arts and Science Recreation-BBB Fund Total Transfers In 3,127,179 4,568,901 3,743,901 1,061,334 411,476 430,203 961,512 1,571,750 1,010,341 588,474 75,230 150 1,674,195 1,044,629 1,845,000 83,227 2,972,856 984,041 714,723 43,000 414 1,742,178 984,041 1,784,194 39,060 2,807,295 993,881 300,000 37,440 1,331,321 1,003,820 800,000 10,620 1,814,440 1,013,858 4,120 1,017,978 1,023,997 4,300 1,028,297 1,034,237 9,610 1,043,847 550,000 291,702 36,000 110,000 987,702 475,000 500,000 110,000 1,085,000 475,000 110,000 585,000 515,000 500,000 110,000 1,125,000 504,000 110,000 614,000 520,000 110,000 630,000 535,000 110,000 645,000 550,000 110,000 660,000 550,000 110,000 660,000 7,236,810 7,185,035 6,896,079 7,676,196 3,006,655 2,855,916 2,093,182 2,649,809 3,275,596 102,288 2,131,673 2,233,961 110,066 4,808,240 10,000 4,928,306 118,759 2,582,159 2,700,918 152,194 5,934,815 10,000 6,097,009 109,874 1,965,004 2,074,878 112,621 1,830,000 1,942,621 115,436 520,000 635,436 118,322 450,000 568,322 121,280 600,000 721,280 433,948 433,948 495,739 495,739 451,260 451,260 507,853 10,000 517,853 520,301 520,301 483,092 483,092 496,234 496,234 509,737 509,737 523,612 523,612 2,667,909 5,424,045 3,152,178 6,614,862 2,595,179 2,425,712 1,131,670 1,078,059 1,244,892 4,568,901 1,760,991 3,743,901 1,061,334 411,476 430,203 961,512 1,571,750 2,030,705 91 4,574,913 Total Sources of Funds Uses of Funds Departments General Operating CIP Reserves/Contingencies Total Expenditures Transfers Out General Fund Enviromental Services Total Transfers Out Total Uses of Funds City of Flagstaff Ending Fund Balance $ Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF BEAUTIFICATION FUND FIVE YEAR PLAN 2011-2016 Actual 2008-2009 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Sources of Funds Beginning Fund Balance $ 311,979 48,647 554,667 129,222 107,715 65,429 81,537 99,614 118,673 Revenue BBB Tax Revenue Incubator Lease Grant Revenues Interest Income/Misc Rev. Total Revenues 479,912 60,000 3,225 7,224 550,361 496,199 91,800 5,000 592,999 467,419 90,900 5,547 563,866 467,419 92,718 1,292 561,429 472,094 93,645 1,077 566,816 476,814 94,582 654 572,050 481,582 95,527 815 577,925 486,398 96,483 582,881 491,262 97,448 588,709 Transfer In General Fund Total Transfer In 322,000 322,000 449,000 449,000 40,057 40,057 411,698 411,698 358,398 358,398 351,798 351,798 353,198 353,198 354,448 354,448 354,248 354,248 1,184,339 1,090,646 1,158,590 1,102,349 1,032,929 989,276 1,012,660 1,036,943 1,061,631 109,904 63,788 50,000 8,988 12,387 9,900 512 286,981 62,622 50,000 4,400 55,000 106,942 311,800 78,871 50,000 4,400 55,000 53,217 309,938 25,000 62,213 629,673 20,000 113,865 25,000 749,629 20,000 84,865 300 656,591 59,742 50,000 4,400 55,000 67,492 313,201 40,000 20,000 105,621 25,000 740,456 61,356 50,000 4,400 55,000 68,167 308,582 40,000 20,000 106,359 713,863 63,013 4,400 55,000 68,849 309,337 40,000 10,000 107,104 657,702 64,715 4,400 55,000 69,537 310,100 40,000 10,000 107,856 661,608 66,463 4,400 55,000 70,232 310,870 40,000 10,000 108,616 665,582 68,258 4,400 55,000 70,935 311,648 40,000 10,000 109,384 669,626 263,240 263,240 109,537 109,537 254,178 254,178 253,638 253,638 250,038 250,038 251,438 251,438 252,688 252,688 252,488 252,488 Total Sources of Funds Uses of Funds 92 Departments Administration Job Site Marketing/Partnerships Flagstaff 40 Science Fund NACOG NAU Business Ret & Work Force Develop Airport Consultant Incubator Coordinating Council SEDI Business Attraction Partnership Training Reserve/Contingencies Total Expenditures City of Flagstaff Debt Service Debt Service Total Debt Service - Transfer out General Fund Total Transfers Out - Total Uses of Funds Ending Fund Balance $ - 263,240 263,240 - - - - - - 629,673 1,012,869 1,029,368 994,634 967,501 907,740 913,046 918,270 922,113 554,667 77,777 129,222 107,715 65,429 81,537 99,614 118,673 139,517 Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF ECONOMIC DEVELOPMENT FUND FIVE YEAR PLAN 2011-2016 Actual 2008-2009 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Sources of Funds Begining Fund Balance $ 298,839 50,334 50,898 16,557 60,312 36,473 BBB Tax Revenues Building Rental Revenue Interest on Investments Visitor Center Retail Sales Miscellaneous Revenues Total Revenues 1,494,995 10,940 4,689 67,424 20,781 1,598,830 1,566,944 10,854 1,000 65,047 3,588 1,647,433 1,476,061 10,854 1,000 65,047 3,588 1,556,550 1,476,061 11,125 65,047 3,587 1,555,820 1,490,822 11,403 1,000 68,299 3,677 1,575,201 1,505,730 11,688 71,714 3,769 1,592,902 Transfers In Self Insurance Trust Fund General Fund Total Transfers In 238,556 75,000 313,556 (7,536) (71,307) (153,843) Revenues 93 Total Sources of Funds - - 100,000 100,000 - - 1,520,787 11,980 75,300 3,863 1,611,931 - 1,535,995 12,280 79,065 3,960 1,631,300 - 1,551,355 12,587 83,018 4,059 1,651,019 - 2,211,224 1,697,767 1,607,448 1,672,377 1,635,513 1,629,375 1,604,395 1,559,993 1,497,177 2,110,798 40,091 2,150,889 1,630,262 50,000 1,680,262 1,581,454 1,581,454 1,552,628 50,000 1,602,628 1,589,603 1,589,603 1,627,474 1,627,474 1,666,265 1,666,265 1,705,998 1,705,998 1,746,698 1,746,698 9,437 9,437 9,437 9,437 9,437 9,437 9,437 9,437 9,437 9,437 9,437 9,437 9,437 9,437 7,838 7,838 6,238 6,238 2,160,326 1,689,699 1,590,891 1,612,065 1,599,040 1,636,911 1,675,702 1,713,836 1,752,936 50,898 8,068 16,557 60,312 36,473 Uses of Funds Departments Operating Expenditures Capital Expenditures Reserve/Contingencies Total Expenditures Transfers Out General Fund Total Transfers Out Total Uses of Funds Ending Fund Balance $ (7,536) (71,307) (153,843) (255,759) Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF TOURISM FUND FIVE YEAR PLAN 2011-2016 City of Flagstaff Actual 2008-2009 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Sources of Funds Beginning Fund Balance $ Revenues BBB Tax Revenues Interest Income Total Revenues Transfers In General Fund Total Transfers In 394,963 384,912 380,934 387,106 76,520 56,572 36,483 13,205 ( 11,588) 378,878 6,157 385,035 391,736 9,623 401,359 369,015 3,810 372,825 369,015 3,871 372,886 372,705 765 373,470 376,432 566 376,998 380,196 365 380,561 383,998 383,998 387,838 387,838 20,000 20,000 Total Sources of Funds - - - - - - - - 799,998 786,271 753,759 759,992 449,991 433,570 417,044 397,203 376,250 49 3,663 73,500 305,000 851 383,063 600 273,984 69,825 289,750 , 102,638 10,000 746,797 150 6,928 69,825 289,750 366,653 100 269,622 69,825 333,000 925 10,000 683,472 103 30,000 73,316 290,000 393,419 105 30,000 76,982 290,000 397,087 108 30,000 80,831 292,900 403,839 110 30,000 82,852 295,829 408,791 113 30,000 86,995 298,787 415,895 Uses of Funds 94 Departments General Operating Public Art FCP Administration - 7104 Contribution to Other Agencies To Be Determined byy BPAC - 7101 Reserve Total Expenditures Transfers Out Beautification Total Transfers Out 36,000 36,000 Total Uses of Funds 419,063 746,797 366,653 683,472 393,419 397,087 403,839 408,791 415,895 380,934 39,474 387,106 76,520 56,572 36,483 13,205 ( 11,588) ( 39,645) Ending Fund Balance $ - - - - - - - - Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF ARTS AND SCIENCE FUND FIVE YEAR PLAN 2011-2016 SUMMARY City of Flagstaff Actual 2008-2009 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Sources of Funds Beginning Fund Balance $ (545,670) (77,904) (117,414) 54,573 218,904 366,813 497,396 608,717 699,646 Revenues BBB Tax Revenue Interest on Investments Total Revenues 1,667,063 1,667,063 1,723,638 1,723,638 1,623,667 435 1,624,102 1,623,667 300 1,623,967 1,639,904 1,100 1,641,004 1,656,303 1,800 1,658,103 1,672,866 2,500 1,675,366 1,689,595 3,000 1,692,595 1,706,491 3,500 1,709,991 Total Sources of Funds 1,121,393 1,645,734 1,506,688 1,678,540 1,859,908 2,024,916 2,172,762 2,301,312 2,409,636 Transfers Out General Fund Beautification Total Transfers Out 1,128,807 110,000 1,238,807 1,342,115 110,000 1,452,115 1,342,115 110,000 1,452,115 1,349,636 110,000 1,459,636 1,383,095 110,000 1,493,095 1,417,519 110,000 1,527,519 1,454,045 110,000 1,564,045 1,491,666 110,000 1,601,666 1,530,416 110,000 1,640,416 Total Uses of Funds 1,238,807 1,452,115 1,452,115 1,459,636 1,493,095 1,527,519 1,564,045 1,601,666 1,640,416 193,619 54,573 218,904 366,813 497,396 608,717 699,646 769,220 Uses of Funds 95 Ending Fund Balance $ (117,414) Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF BBB-RECREATION FUND FIVE YEAR PLAN 2011-2016 City of Flagstaff Actual 2008-2009 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Sources of Funds Beginning Fund Balance $ 592,680 435,030 497,521 511,871 525,221 538,571 551,921 565,271 578,621 18,153 18,153 14,350 14,350 14,350 14,350 13,350 13,350 13,350 13,350 13,350 13,350 13,350 13,350 13,350 13,350 13,350 13,350 1,126,000 25,000 1,151,000 1,761,833 449,380 511,871 525,221 538,571 551,921 565,271 578,621 591,971 138,312 138,312 - - - - - - - - Transfers Out General Fund Total Transfers Out 1,126,000 1,126,000 - - - - - - - - Total Uses of Funds 1,264,312 - - - - - - - - 497,521 449,380 511,871 525,221 538,571 551,921 565,271 578,621 591,971 Revenues Interest on Investments Total Revenues Transfers In Self Insurance Trust General Fund Total Transfers In Total Sources of Funds Uses of Funds 96 Departments Capital Expenditures Total Expenditures Ending Fund Balance $ Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF REAL ESTATE PROCEEDS FUND FIVE YEAR PLAN 2011-2016 City of Flagstaff Actual 2008-2009 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Sources of Funds Beginning Fund Balance $ 1,972,374 1,663,992 1,822,066 1,769,454 210,207 196,207 182,207 168,207 154,207 Revenues Intergovernmental Revenues Interest on Investments Miscellaneous Revenues Total Revenues 606,895 25,446 231,623 863,964 1,855,040 1,855,040 1,256,441 10,000 53,943 1,320,384 1,968,644 1,968,644 1,356,776 1,356,776 1,320,437 1,320,437 1,285,915 1,285,915 1,253,120 1,253,120 1,221,964 1,221,964 Transfers In General Fund Total Transfers In 375,400 375,400 229,074 229,074 229,074 229,074 3,211,738 3,748,106 3,371,525 3,738,098 1,566,983 1,516,644 1,468,122 1,421,327 1,376,171 1,389,672 1,389,672 3,611,460 3,611,460 1,588,070 1,588,070 3,513,891 3,513,891 1,356,776 1,356,776 1,320,437 1,320,437 1,285,915 1,285,915 1,253,120 1,253,120 1,221,964 1,221,964 14,000 14,000 14,000 14,000 14,000 14,000 14,000 14,000 14,000 14,000 14,000 14,000 14,000 14,000 14,000 14,000 1,389,672 3,625,460 1,602,070 3,527,891 1,370,776 1,334,437 1,299,915 1,267,120 1,235,964 1,822,066 122,646 1,769,454 210,207 196,207 182,207 168,207 154,207 140,207 Total Sources of Funds - - - - - - Uses of Funds 97 Departments Operating Expenditures Total Expenditures Transfers Out General Fund Total Transfers Out - Total Uses of Funds Ending Fund Balance $ Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF HOUSING AND COMMUNITY SERVICES FUND FIVE YEAR PLAN 2011-2016 City of Flagstaff Actual 2008-2009 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 - - - - - - Sources of Funds Beginning Fund Balance $ Revenues Intergovernmental Revenue Miscellaneous Revenues Total Revenues Transfers In General Fund Total Transfers In Total Sources of Funds 5,581 - 17,068 484,413 5,000 489,413 296,526 105,000 401,526 289,273 5,000 294,273 514,285 105,000 619,285 296,833 105,000 401,833 266,722 105,000 371,722 266,722 105,000 371,722 268,947 105,000 373,947 268,947 105,000 373,947 25 000 25,000 25,000 24 300 24,300 24,300 24 300 24,300 24,300 22 720 22,720 22,720 22 720 22,720 22,720 22 720 22,720 22,720 22 720 22,720 22,720 22 720 22,720 22,720 22 720 22,720 22,720 519,994 425,826 335,641 642,005 424,553 394,442 394,442 396,667 396,667 479,296 23,630 502,926 288,419 37,407 325,826 298,234 37,407 335,641 521,925 20,080 542,005 304,473 20,080 324,553 274,362 20,080 294,442 274,362 20,080 294,442 276,587 20,080 296,667 276,587 20,080 296,667 , 100,000 , 100,000 , 100,000 , 100,000 , 100,000 , 100,000 642,005 424,553 394,442 394,442 396,667 396,667 Uses of Funds 98 Departments Operating Expenditures Indirect Grant Cost Total Expenditures g y Contingency - Total Uses of Funds Ending Fund Balance 502,926 $ 17,068 , 100,000 425,826 - 335,641 - - - - - - - Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF METRO PLANNING ORGANIZATION FUND FIVE YEAR PLAN 2011-2016 City of Flagstaff Actual 2008-2009 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Sources of Funds Beginning Fund Balance $ 348,355 348,355 348,355 348,355 348,355 348,355 348,355 348,355 348,355 Transfers In Secondary Property Tax Fund Total Transfers In 3,019,026 3,019,026 3,470,772 3,470,772 3,272,471 3,272,471 3,517,453 3,517,453 6,436,871 6,436,871 6,819,671 6,819,671 6,859,671 6,859,671 7,099,869 7,099,869 7,142,085 7,142,085 Total Sources of Funds 3,367,381 3,819,127 3,620,826 3,865,808 6,785,226 7,168,026 7,208,026 7,448,223 7,490,439 Debt Service Debt Service Total Debt Service 3,019,026 3,019,026 3,470,772 3,470,772 3,272,471 3,272,471 3,517,453 3,517,453 6,436,871 6,436,871 6,819,671 6,819,671 6,859,671 6,859,671 7,099,869 7,099,869 7,142,085 7,142,085 Total Uses of Funds 3,019,026 3,470,772 3,272,471 3,517,453 6,436,871 6,819,671 6,859,671 7,099,869 7,142,085 348,355 348,355 348,355 348,355 348,355 348,355 348,355 348,355 348,355 Uses of Funds Ending Fund Balance $ Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF GENERAL OBLIGATION BOND FUND FIVE YEAR PLAN 2011-2016 99 City of Flagstaff Actual 2008-2009 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Sources of Funds Beginning Fund Balance $ 2,084,225 2,355,611 2,224,494 2,811,348 4,741,274 3,744,046 4,185,629 4,949,740 5,854,352 Revenues Secondary Property Taxes Interest Revenue Total Revenues 7,253,788 56,633 7,310,421 7,631,176 79,700 7,710,876 7,631,176 29,504 7,660,680 7,228,554 30,500 7,259,054 7,228,554 31,600 7,260,154 7,228,554 32,700 7,261,254 7,589,982 33,800 7,623,782 7,969,481 35,000 8,004,481 8,367,955 36,200 8,404,155 Total Sources of Funds 9,394,646 10,066,487 9,885,174 10,070,402 12,001,428 11,005,300 11,809,411 12,954,221 14,258,507 Transfers Out G. O. Bond Fund Airport Utilities Total Transfers Out 3,019,026 343,648 3,807,478 7,170,152 3,470,772 3,801,355 7,272,127 3,272,471 3,801,355 7,073,826 3,517,453 1,811,675 5,329,128 6,436,871 1,820,511 8,257,382 6,819,671 6,819,671 6,859,671 6,859,671 7,099,869 7,099,869 7,142,085 7,142,085 Total Uses of Funds 7,170,152 7,272,127 7,073,826 5,329,128 8,257,382 6,819,671 6,859,671 7,099,869 7,142,085 2,224,494 2,794,360 2,811,348 4,741,274 3,744,046 4,185,629 4,949,740 5,854,352 7,116,423 Uses of Funds 100 Ending Fund Balance $ Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF SECONDARY PROPERTY TAX FUND FIVE YEAR PLAN 2011-2016 City of Flagstaff Actual 2008-2009 Budget 2009-2010 Estimate 2009-2010 Budget 2010-1011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Sources of Funds Beginning Fund Balance $ Revenues Special Assessments Interest on Investments Miscellaneous Revenues Total Revenues Total Sources of Funds 282,482 96,951 195,182 99,122 99,122 99,122 99,122 99,122 99,122 2,382 4,295 1,383 8,060 1,402,250 2,400 1,404,650 1,402,256 2,485 1,404,741 1,403,625 2,000 1,405,625 1,398,875 1,398,875 1,402,875 1,402,875 1,400,500 1,400,500 1,401,750 1,401,750 1,396,625 1,396,625 290,542 1,501,601 1,599,923 1,504,747 1,497,997 1,501,997 1,499,622 1,500,872 1,495,747 95,360 95,360 1,500,801 1,500,801 1,500,801 1,500,801 1,405,625 1,405,625 1,398,875 1,398,875 1,402,875 1,402,875 1,400,500 1,400,500 1,401,750 1,401,750 1,396,625 1,396,625 Uses of Funds Debt Service Total Debt Service 101 Transfers Out General Fund Total Transfers Out - Total Uses of Funds Ending Fund Balance $ - - - - - - - - 95,360 1,500,801 1,500,801 1,405,625 1,398,875 1,402,875 1,400,500 1,401,750 1,396,625 195,182 800 99,122 99,122 99,122 99,122 99,122 99,122 99,122 Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF SPECIAL ASSESSMENT BOND FUND FIVE YEAR PLAN 2011-2016 City of Flagstaff Actual 2008-2009 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Sources of Funds Beginning Fund Balance $ Revenues Contributions Interest on Investments Total Revenues Total Sources of Funds 115,077 129,519 130,398 157,042 171,792 186,828 202,164 217,807 233,762 13,325 1,996 15,321 12,485 3,497 15,982 25,420 1,224 26,644 12,734 2,016 14,750 12,989 2,046 15,035 13,249 2,087 15,336 13,514 2,129 15,643 13,784 2,171 15,956 14,060 2,215 16,275 130,398 145,501 157,042 171,792 186,828 202,164 217,807 233,762 250,037 Uses of Funds 102 Departments Operating Expenditures Total Expenditures - - - - - - - - - Total Uses of Funds - - - - - - - - - Ending Fund Balance $ 130,398 145,501 157,042 171,792 186,828 202,164 217,807 233,762 250,037 Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF PERPETUAL CARE FUND FIVE YEAR PLAN 2011-2016 City of Flagstaff Actual 2008-2009 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Sources of Funds Beginning Fund Balance $ 9,467,232 1,291,971 - 26,210 - - - - - 76,860 76 860 1,304,536 1,381,396 477,635 477,635 8,785 8 785 489,710 498,495 - - - - - - 10,848,628 1,769,606 498,495 26,210 - - - - - Expenditures Aspen at Sawmill Capitalized Interest Expense Total Capital Expenditures 9,894,878 953,750 10,848,628 1,759,656 1,759,656 472,285 472,285 26,210 26,210 - - - - - Total Uses of Funds 10,848,628 1,759,656 472,285 26,210 - - - - - - 9,950 26,210 - - - - - - Revenues Interest I t t Income I Developer Proceeds Total Revenues Total Sources of Funds Uses of Funds 103 Ending Fund Balance $ Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF CAPITAL PROJECTS FUND SPECIAL IMPROVEMENT DISTRICT ASPEN AT SAWMILL FIVE YEAR PLAN 2011-2016 City of Flagstaff Actual 2008-2009 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Sources of Funds Beginning Fund Balance $ (3,312,666) (3,196,697) 14,500,000 3,000,000 17,500,000 (1,876,571) Expenditures USGS Miscellaneous Buildings USGS Office/Lab Building Business Incubator Incubator Expansion Science Park Sewermain Automotive Training School Total Capital Expenditures Total Uses of Funds Revenues MFC Bond Proceeds Grant Revenue Interest Income Total Revenues (1,876,571) 49,204 158,204 160,204 162,204 164,204 166,204 3,370,000 3,370,000 4,600,000 87,000 4,687,000 10,000,000 2,000 10,002,000 10,000,000 2,000 10,002,000 10,000,000 2,000 10,002,000 2,000 2,000 2,000 2,000 14,187,334 173,303 4,736,204 10,160,204 10,162,204 10,164,204 166,204 168,204 1,968 1,318,160 1,320,128 1,954,000 44,756 500,000 3,000,000 5,498,756 3,510 120,589 124,099 1,578,000 2 500 000 2,500,000 500,000 4,578,000 10,000,000 10,000,000 10,000,000 10,000,000 10,000,000 10,000,000 - - 1,320,126 5,498,756 124,099 4,578,000 10,000,000 10,000,000 10,000,000 - - (3,196,697) 8,688,578 49,204 158,204 160,204 162,204 164,204 166,204 168,204 - Total Sources of Funds Uses of Funds 104 Ending Fund Balance $ - Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF CAPITAL PROJECTS FUND MUNICIPAL FACILITIES CORP FIVE YEAR PLAN 2011-2016 City of Flagstaff Actual 2008-2009 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Sources of Funds Beginning Fund Balance $ Revenues Bond Proceeds Sale of Knowles Property Fire Fire Equip Lease Proceeds Sale of Fire Stations Interest Income Miscellaneous Revenues Total Revenues Transfers In Environmental Services - PW facility Total Transfers In Total Sources of Funds 105 4,053,630 4,028,145 2,702,841 43,261,360 37,542,429 49,404,329 20,194,829 14,243,239 389,042 389,042 1,900,000 200,000 1,225,000 82,248 3,407,248 200,000 350,000 991,262 32,790 1,574,052 46,600,000 233,738 11,770 8,700,000 55,545,508 790 790 44,390,000 371,900 44,761,900 1,000,000 490,500 1,490,500 1,500,000 198,410 1,698,410 5,500,000 138,910 5,638,910 - 27,300 27,300 291,281 291,281 - - - - - - 9,825,991 7,488,178 5,893,478 58,248,349 43,262,150 82,304,329 50,894,829 21,893,239 19,882,149 3,573,726 853,074 66,614 359 359,540 540 5,510 568,732 5,427,196 2,295,284 9,500 2,122,106 27,300 4,454,190 1,726,476 60,222 900,000 291,281 12,658 2,990,637 2,765,530 1,627,275 1,365,000 29,184 5,000,000 3 700 000 3,700,000 14,486,989 19,721 5,700,000 5,719,721 1,500,000 30,400,000 1,000,000 32,900,000 29,700,000 1,000,000 30,700,000 1,500,000 6,150,000 7,650,000 5,500,000 12,000,000 17,500,000 370,650 370,650 200,000 200,000 200,000 200,000 500,000 500,000 - - - - - 5,797,846 4,654,190 3,190,637 14,986,989 5,719,721 32,900,000 30,700,000 7,650,000 17,500,000 4,028,145 2,833,988 2,702,841 43,261,360 37,542,429 49,404,329 20,194,829 14,243,239 2,382,149 Uses of Funds Expenditures Fire Stations Aquaplex FUTS/Open Space Acquisition B dF Bond Funded d d Fi Fire E Equipuipment i i t Observatory Mesa Public Work Facility Study 2010 Potential Bond Projects Parks Acquistion Fire Training Tower Jay Lively-2nd Sheet Ice Presidio Subdivision Total Capital Expenditures City of Flagstaff 9,436,949 Transfers Out Transfer to HURF Transfer to General Fund Total Transfers Out Total Uses of Funds Ending Fund Balance $ Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF CAPITAL PROJECTS FUND GO BOND FUNDED PROJECTS FIVE YEAR PLAN 2011-2016 Actual 2008-2009 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2014-2016 Sources of Funds Beginning Fund Balance $ 11,419,608 8,659,657 6,192,485 6,218,265 1,899,212 121,842 13,716 10,864,107 7,433,110 151,599 8,190,755 9,375 26,662,662 334,571 11,656,833 7,972,942 173,000 1,527,440 21,664,786 32,018 10,651,720 7,276,299 124,000 3,120,881 21,204,918 302,553 10,403,400 7,151,500 121,000 2,672,826 20,651,279 10,507,400 7,223,000 47,000 1,300,000 19,077,400 10,612,500 7,295,300 1,005,000 18,912,800 3,807,478 3,807,478 3,801,355 3,801,355 3,801,355 3,801,355 1,811,675 1,811,675 1,820,511 1,820,511 41,889,748 34,125,798 31,198,758 28,681,219 22,797,123 19,034,642 17,151,260 18,248,585 19,445,851 11,306,760 1,550,440 15,597,011 45,222 28,499,433 10,396,607 2,165,598 6,592,286 1,400,000 20,554,491 9,997,976 2,165,598 4,630,082 16,793,656 10,289,972 2,289,737 4,460,983 1,400,000 18,440,692 10,392,900 2,175,300 1,530,000 14,098,200 10,496,900 2,229,700 1,125,000 13,851,600 10,602,000 2,285,400 120,000 13,007,400 10,708,000 2,342,500 120,000 13,170,500 10,815,200 2,401,100 120,000 13,336,300 Debt Service Bonds Total Debt Service 5,232,558 5,232,558 6,323,697 6,323,697 6,228,272 6,228,272 6,371,846 6,371,846 6,598,776 6,598,776 5,960,888 5,960,888 4,005,181 4,005,181 4,003,537 4,003,537 4,006,565 4,006,565 Transfers Out General Fund Total Transfers Out 1,965,272 1,965,272 1,958,565 1,958,565 1,958,565 1,958,565 1,969,469 1,969,469 1,978,305 1,978,305 157,794 157,794 157,794 157,794 78,897 78,897 35,697,263 28,836,753 24,980,493 26,782,007 22,675,281 19,970,282 17,170,375 17,252,934 17,342,865 6,192,485 5,289,045 6,218,265 1,899,212 121,842 995,651 2,102,986 Revenues Intergovernmental Water Revenues Wastewater Revenues Interest Revenues Bond Proceeds Miscellaneous Revenues Total Revenues Transfers In Debt Service Fund Total Transfers In 106 Total Sources of Funds - (935,640) 10,718,700 7,368,200 18,086,900 - (19,115) 10,825,900 7,441,800 18,267,700 - 995,651 10,934,100 7,516,100 18,450,200 - Uses of Funds Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures City of Flagstaff Total Uses of Funds Ending Fund Balance $ (935,640) (19,115) - Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF WATER AND WASTEWATER FUND FIVE YEAR PLAN 2011-2016 Actual 2008-2009 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Sources of Funds Beginning Fund Balance $ 107 1,763 2,518 1,686 1,335 1,582 1,572 1,790 1,839 1,709 Revenues Intergovernmental Revenues Airport Revenues Interest Revenue Recovery of Indirect Costs Miscellaneous Revenues Passenger Facility Charges Loan/Lease Proceeds Total Revenues 2,220,901 1,183,731 7,028 123,620 3,375 24,902 3,563,558 6,025,886 1,440,316 50 338,543 3,500 120,000 7,928,295 2,089,244 1,416,577 4,900 2,370 16,395 160,000 3,689,486 9,658,831 1,442,679 2,539 364,524 3,000 200,000 11,671,573 3,233,682 1,480,989 32 165,247 3,000 240,000 5,122,950 2,890,602 1,498,914 31 165,247 3,000 240,000 4,797,794 1,517,033 1,527,344 36 50,818 3,000 240,000 3,338,231 7,868,615 1,556,091 37 372,925 3,000 240,000 10,040,668 1,575,127 34 3,000 240,000 1,818,161 Transfers In Advanced PFC collections Airpark Fund Secondary Prop Tax Fund General Fund-Operating General Fund-Capital Total Transfers In 19,900 343,648 297,000 ( 145,000) 515,548 313,000 313,000 123,244 75,000 230,000 428,244 63,000 63,000 199,000 199,000 161,000 161,000 88,000 99,000 187,000 202,000 202,000 138,000 138,000 Total Sources of Funds 4,080,869 8,243,813 4,119,416 11,735,908 5,323,532 4,960,367 3,527,020 10,244,507 1,957,870 1,096,983 346,904 1,946,493 3,390,380 1,136,650 338,543 6,362,854 7,838,047 1,140,078 338,543 2,319,208 3,797,829 1,137,924 364,524 9,745,625 11,248,073 1,166,360 346,298 3,433,050 4,945,708 1,195,520 354,955 3,051,850 4,602,325 1,225,400 363,829 1,615,700 3,204,929 1,256,030 372,925 8,070,375 9,699,330 1,287,420 382,248 1,669,668 368,550 231,736 54,949 655,235 231,736 54,949 286,685 231,736 54,949 286,685 231,736 54,950 286,686 231,736 54,949 286,685 231,736 54,949 286,685 231,736 54,949 286,685 231,736 54,949 286,685 231,736 54,949 286,685 4,045,615 8,124,732 4,084,514 11,534,759 5,232,393 4,889,010 3,491,614 9,986,015 1,956,353 33,567 33,567 116,567 116,567 33,567 33,567 199,567 199,567 89,567 89,567 69,567 69,567 33,567 33,567 256,784 256,784 4,079,182 8,241,299 4,118,081 11,734,326 5,321,960 4,958,577 3,525,181 10,242,799 1,956,353 1,686 2,514 1,335 1,582 1,572 1,790 1,839 1,709 1,517 Uses of Funds Departments Operating Expenditures Indirect Cost Capital Expenditures Total Expenditures Debt Service Bonds Leases Loans Total Debt Service Total Expenditures City of Flagstaff Transfers Out General Fund Total Transfers Out Total Uses of Funds Ending Fund Balance $ - Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF AIRPORT FUND FIVE YEAR PLAN 2011-2016 Actual 2008-2009 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Sources of Funds Beginning Fund Balance $ 108 3,991,159 3,358,297 4,057,080 4,540,071 2,397,751 1,405,944 ( Revenues Environmental Services Revenues Intergovernmental Revenues Other Financing Sources Interest on Investments Miscellaneous Revenues Total Revenues 11,133,973 69,448 160,380 124,920 11,488,721 11,968,972 587,100 204,603 27,300 12,787,975 10,584,400 262,569 37,400 291,281 11,175,650 10,809,131 517,958 36,000 11,363,089 11,040,851 36,900 11,077,751 11,338,454 37,823 11,376,277 Transfers In General Fund Beautification Fund Total Transfers In Total Sources of Funds 91,950 91,950 15,571,830 16,146,272 15,232,730 10,000 10,000 15,913,160 13,475,503 8,563,387 1,413,275 1,450,940 67,659 11,495,261 9,716,803 1,565,079 1,628,837 500,000 13,410,719 7,953,595 1,565,079 659,101 10,177,775 9,516,527 1,442,132 1,947,270 500,000 13,405,929 8,999,881 1,370,025 1,588,373 11,958,279 749,958 ) ( 2,235,368 ) ( 2,852,434 ) 11,614,447 38,769 11,653,216 11,897,438 300,000 39,738 12,237,176 12,187,610 3,800,000 40,731 16,028,341 12,782,221 10,903,258 10,001,808 13,175,907 9,247,379 1,404,276 2,767,408 13,419,063 9,501,682 1,439,383 2,082,572 13,023,637 9,762,977 1,468,171 1,513,600 12,744,748 10,031,461 1,497,534 6,953,043 18,482,038 Uses of Funds Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures Debt Service Bonds Total Debt Service - Transfers out: General Fund Capital Projects Fund Total Transfers Out 19,488 Total Uses of Funds City of Flagstaff Ending Fund Balance (1) (1) $ - - - - - - - 163,000 163,000 19,488 131,653 27,300 158,953 223,603 291,281 514,884 109,480 109,480 111,280 111,280 113,116 113,116 114,989 114,989 109,494 109,494 104,037 11,514,749 13,569,672 10,692,659 13,515,409 12,069,559 13,532,179 13,138,626 12,854,242 18,749,075 4,057,080 2,576,600 4,540,071 2,397,751 2,235,368 ) ( 2,852,434 ) ( 5,573,168 ) Excludes monies set aside for closure costs and capital reserve 1,405,944 ( 749,958 ) ( 104,037 Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF ENVIRONMENTAL SERVICE FUND FIVE YEAR PLAN 2011-2016 Actual 2008-2009 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Sources of Funds Beginning Fund Balance $ Revenues Stormwater Revenues User Fees Permits Grants Interest Earnings Misc Total Revenues Transfers in General Fund Total Transfers in 109 Total Sources of Funds 380,300 554,990 540,661 656,859 195,793 221,512 253,982 293,501 317,415 1,206,233 34,902 300 5,801 (1,341) 1,245,895 1,306,298 50,936 410 11,100 1,368,744 1,306,298 29,989 600 2,693 1,339,580 1,406,262 29,989 600 8,400 2,693 1,447,944 1,455,527 30,739 615 3,916 1,490,796 1,477,367 31,507 630 4,430 1,513,935 1,499,534 32,295 646 5,080 1,537,555 1,499,534 33,102 662 5,870 1,539,169 1,499,534 33,930 679 6,348 1,540,491 721,989 721,989 7,338,290 7,338,290 2,718,477 2,718,477 4,650,222 4,650,222 2,348,184 9,262,024 4,598,718 6,755,025 1,686,589 1,735,447 1,791,537 1,832,670 1,857,907 648,732 170,000 746,737 2,581 1,568,050 782,496 132,623 7,673,290 10,000 8,598,409 716,631 132,623 2,785,100 3,634,354 605,691 132,370 5,432,504 10,000 6,180,565 581,939 125,752 370,000 1,077,691 596,248 128,895 360,000 1,085,143 610,910 132,118 350,000 1,093,028 625,933 135,421 340,000 1,101,354 641,327 138,806 310,000 1,090,133 239,472 239,472 73,312 289,668 362,980 73,312 234,193 307,505 79,780 298,887 378,667 80,578 306,808 387,386 81,384 314,938 396,322 82,198 322,811 405,009 83,020 330,881 413,901 83,850 339,649 423,499 1,807,522 8,961,389 3,941,859 6,559,232 1,465,077 1,481,465 1,498,036 1,515,254 1,513,632 540,661 300,635 656,859 195,793 221,512 253,982 293,501 317,415 344,274 - - - - - Uses of Funds Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures Transfers Out General Fund HURF Total Transfers Out Total Uses of Funds City of Flagstaff Ending Fund Balance $ Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF STORMWATER UTILITY FUND FIVE YEAR PLAN 2011-2016 Actual 2008-2009 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Sources of Funds Beginning Fund Balance $ 747,718 847,021 847,021 636,248 685,218 724,966 765,508 806,861 849,041 Revenues Intergovernmental Revenue Rents and Other Tenant Income Miscellaneous Revenues Total Revenues 4,441,403 935,134 79,180 5,455,717 4,902,869 953,000 64,256 5,920,125 4,411,830 1,108,602 314,819 5,835,251 4,514,304 1,141,000 321,158 5,976,462 4,604,591 1,163,820 317,381 6,085,792 4,696,682 1,187,096 323,729 6,207,507 4,790,616 1,210,838 330,204 6,331,658 4,886,428 1,235,055 336,808 6,458,291 4,984,157 1,259,756 343,544 6,587,457 Total Sources of Funds 6,203,435 6,767,146 6,682,272 6,612,710 6,771,010 6,932,473 7,097,166 7,265,152 7,436,498 Departments Operating Expenditures Indirect Costs Capital Expenditures Total Expenditures 4,885,544 470,870 5,356,414 5,072,594 402,562 5,475,156 5,345,071 700,953 6,046,024 5,312,630 614,862 5,927,492 5,418,885 627,159 6,046,044 5,527,263 639,702 6,166,965 5,637,809 652,496 6,290,305 5,750,565 665,546 6,416,111 5,865,577 678,857 6,544,434 Total Use of Funds 5,356,414 5,475,156 6,046,024 5,927,492 6,046,044 6,166,965 6,290,305 6,416,111 6,544,434 847,021 1,291,990 636,248 685,218 724,966 765,508 806,861 849,041 892,064 Uses of Funds 110 Ending Fund Balance $ Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF FLAGSTAFF HOUSING AUTHORITY FUNDS FIVE YEAR PLAN 2011-2016 City of Flagstaff Schedule 12 - Summary of All Fiscal Activity CITY OF FLAGSTAFF SUMMARY OF ALL FISCAL ACTIVITY FISCAL YEARS 2010 AND 2011 (WITH ACTUALS FOR FISCAL YEAR 2009) Actual 2008-2009 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 42,824,226 163,442,971 206,267,197 41,053,944 133,321,016 174,374,960 41,724,665 623,248 206,468,976 248,816,889 8,450,484 8,769,138 15,612,076 10,272,153 17,536,946 37,285,224 26,903,771 5,854,931 116,173 130,800,896 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 7,212,234 3,013,284 7,418,067 10,163,897 16,660,908 22,777,945 7,901,169 8,723,347 18,129,789 9,988,696 575,000 112,564,336 8,496,243 3,070,118 10,289,878 9,419,450 16,251,615 23,907,743 18,024,970 13,909,275 20,789,150 16,701,492 3,805,000 144,664,934 3,019,026 538,301 1,949,350 1,805,294 655,235 95,360 462,774 5,232,558 13,757,898 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 3,272,471 483,938 2,264,458 1,901,922 109,537 286,685 1,500,801 463,854 6,228,272 16,511,938 3,517,453 549,680 2,263,958 2,360,118 254,178 286,686 1,405,625 1,886,851 6,371,846 18,896,395 17,595,951 17,595,951 162,154,745 11,712,602 11,712,602 175,405,644 3,587,021 3,587,021 132,663,295 19,091,199 19,091,199 182,652,528 (32,874,869) (11,962,673) 657,721 23,816,448 18,825,583 6,689,347 14,019,080 5,656,587 620,215 (309,412) (502,116) 4,568,901 554,667 50,898 380,934 (117,414) 497,521 1,822,066 17,068 264,265 409,062 (2,143,401) 1,760,990 77,777 8,068 39,474 193,619 449,380 122,646 - 727,912 2,420,718 320,620 3,743,901 129,221 16,557 387,106 54,573 511,871 1,769,454 - 222,090 668,197 3,397,612 1,061,334 107,714 60,312 76,520 218,904 525,221 210,207 - 348,355 2,224,494 195,182 348,355 2,794,360 800 348,355 2,811,348 99,122 348,355 4,741,274 99,122 Sources of Funds Total Beginning Fund Balance $ 73,928,813 Flag. Hsg. Authority Beg. Fund Balance Revenues 129,279,876 Total Funds Available 203,208,689 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 Annual Financial Plan 111 City of Flagstaff Schedule 12 - Summary of All Fiscal Activity CITY OF FLAGSTAFF SUMMARY OF ALL FISCAL ACTIVITY FISCAL YEARS 2010 AND 2011 (WITH ACTUALS FOR FISCAL YEAR 2009) Actual 2008-2009 Capital Projects Funds: Special Improvement District Municipal Facilities Corp G.O. Bonds Permanent Funds Perpetual Care Enterprise Funds: Utilities Operating Airport Operating Environmental Services Stormwater Utility Flagstaff Housing Authority Total Ending Fund Balance Annual Financial Plan Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 9,950 8,688,578 2,833,988 26,210 49,204 2,702,841 158,204 43,261,360 130,398 145,501 157,042 171,792 6,192,485 5,289,045 6,218,265 1,899,212 124,930 4,057,080 540,661 - 2,514 2,576,600 300,635 - 1,335 4,540,071 656,859 - 1,582 2,397,751 195,793 685,218 $ 41,053,944 30,861,553 41,711,665 66,164,361 (3,196,697) 4,028,145 112 City of Flagstaff GENERAL ADMINISTRATION DIVISION MISSION It is the mission of the City Manager's office to direct and coordinate City staff to provide effective, efficient, and equitable implementation of Council policies and programs; and to provide representation of City Council policies to citizens, other governmental agencies/jurisdictions and any other entity important to the accomplishment of directives established by the City Council. The mission of the City Clerk’s office is to support the values of the community and 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 services, 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 employees of the Flagstaff Municipal Court is to foster a positive and productive environment that promotes the efficient and effective administration of justice. The mission of the Real Estate Program is to provide assistance and support services to other departments in the acquisition, sale, leasing and management of real property necessary for utilization of the City’s Housing program, Capital Improvements, Economic Development and Collaboration with other local agencies, public, private and non-profit. Annual Financial Plan 113 City of Flagstaff GENERAL ADMINISTRATION Citizens of Flagstaff Annual Financial Plan Court City Council Legal 1 Presiding Magistrate 1 City Attorney City Administration 1 City Manager Communications 1 Asst to City Manager - Communications 1 Division Director (Court Administrator) 1 Exec Asst 1 Deputy City Attorney 1 Intern (Temp FY11) 1.75 Magistrate .75 Pro Tem Magistrate 1 Sr. Asst City Atty Operations 1 Deputy Court Administrator Prosecution 1 Sr. Asst City Atty Community Enhancement 1 Deputy City Manager IT 1 Court IS Coordinator Probation Services 2 Probation Service Officer .5 Executive Admin Asst 4 Asst City Atty City Clerk 1 City Clerk Training Services 1 Court Training Specialist 2 Admin Specialist Records Services 1 Court Judicial Specialist 1 Deputy City Clerk 1.75 Admin Asst Judicial Enforcement 1 Deputy Court Administrator 1 City Records Technician Warrant Services 2 Warrants Officer .75 Executive Admin Asst 114 Real Estate .75 Asst to City Manager - Real Estate Fiscal Services .63 Court Services Supervisor .5 Admin Specialist Collection Services 2 Collections Specialist Jury Services .5 Jury Services Specialist Interpreter Services 1 Court Interpreter Court Services 1 Court Services Supervisor Team A 3.5 Court Judicial Specialist Team B 2.5 Court Judicial Specialist Team C 2 Court Judicial Specialist IT HR Information Technology 1 Division Director (IT Director) Human Resources 1 Division Director (HR Director) ITAC Operations 1 IT Supervisor 1.5 IT Technician Systems and Applications Operations 1 IT Operations Manager 1 Administrative Specialist 1 Administrative Assistant Administration 1 HR Generalist Recruitment .5 Human Resources Recruitment Specialist 1 IT Administrator Benefits 1 Human Resources Benefits Specialist 2.5 IT Analyst Classification and Compensation .75 Human Resources Analyst City of Flagstaff Network Operations 1 IT Manager 1 IT Specialist GIS Operations 1 IT Analyst 1 IT Specialist .5 IT Technician Project Management .5 IT Analyst 1 Sr. Asst City Atty 1 Legal Assistant Utilities, Service, and Safety 1 Deputy City Manager Fiscal Servies 1 Exec Admin Asst Court Services 1 Deputy Court Administrator Civil 1 Sr. Asst City Atty GENERAL ADMINISTRATION SECTION 01  MISSION 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 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.         Council Goals:    Housing – Established 61 new affordable housing units. Facilities & Basic Services – Successful stimulus street overlay project. Public Safety – Crime rate is down. Sustainability – Greenhouse Gas emissions down & waste diversion up. Family, Youth & Community – Successful inaugural year at the Aquaplex. Annual Financial Plan Effective communication with Council and employees. $3 Million acquired for Rio de Flag. Held two Townhalls and Cityfest. Made polling available for community feedback. Live streaming of Council Meetings, Special Meetings and all employee meetings. Developed Meet & Confer Ordinance. Economic Vitality Listening Tour. Bond Advisory Task Force established. Budget driven reorganizations. Wildcat Wastewater Treatment Plant expansion. Police storefront opened in Sunnyside. Red Gap feasibility study complete. Fourth of July and New Years fireworks. Successful management of second largest snow storm in Flagstaff history. FY 11 NEW INITIATIVES AND GOALS FY 10 ACCOMPLISHMENTS  Fiscal Health – Made mid-year (FY 08/09) cuts and balanced 09/10 budget. Other Accomplishments: PROGRAM DESCRIPTION  CITY MANAGER     115 Successful passage of Bond Projects. Successful passage of Sales Tax/BBB renewal. Cityscape RFP. Completion of new Fire Station #2. Little Colorado River water settlement. Train horns quieted. Rebuild Jay Lively Ice Rink. Continue to construct Rio de Flag flood control project. Conceptual Design of Municipal Services Facility. Continue progress on Downtown Management Plan. Identification of and plan for snow play area. Adoption of Local Preference Ordinance. City of Flagstaff GENERAL ADMINISTRATION SECTION 01 CITY MANAGER 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: Below Expectation, Partial Accomplishment, Substantial Accomplishment, Complete Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Evaluation By Council N/A Substantial Substantial Substantial 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: Below Expectation, Partial Accomplishment, Substantial Accomplishment, Complete Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Survey Results N/A Substantial Substantial Substantial Annual Financial Plan 116 City of Flagstaff GENERAL ADMINISTRATION SECTION 0109 REAL ESTATE MISSION FY 10 ACCOMPLISHMENTS The mission of the Real Estate Program is to provide assistance and support services to other Departments in the acquisition, sale, leasing and management of real property necessary for utilization of the City’s Housing program, Capital Improvements, Economic Development and Collaboration with other local agencies, public private and non-profit. The program also provides guidance in planning of projects affecting property and facilities.  Acquisition of right of way for Rio De Flag, Sale of Fire Stations 3 & 5, initiate direct purchase of lands in the Northern Arizona Land Exchange (NALEX), Fire Station 2 acquisition, Renewal of Homeless Shelter Lease FY 11 NEW INITIATIVES AND GOALS  Acquisition of Open Space, FUTS trail expansion, USGS facility expansion, Rio De Flag right of way, & complete purchase of lands in NALEX PROGRAM DESCRIPTION The Real Estate program provides oversight to assure transaction management in the conveyance of real property and leasing of City owned property and facilities. The program provides advice on project schedules requiring acquisition and use of property rights, along with providing property information to departments. This program performs the negotiation and acquisition for properties identified for various projects. The sale, leasing or exchange of excess properties is coordinated with legal review and procurement standards along with a City wide overview. PERFORMANCE MEASURES Council Priority: Facilities & Basic Services Goal: Flood Control Improvements Objective: Acquire right of way and easements for Rio De Flag Type of Measure: Output Tool: Process Frequency: Per project term Scoring: 90% Trend:  FY 08 Measures: Actual Complete acquisition of right of way 85% Annual Financial Plan 117 FY 09 Actual 90% FY 10 Actual 90% FY 11 Proposed 95% City of Flagstaff GENERAL ADMINISTRATION SECTION 0109 REAL ESTATE Council Priority: Planning for Growth Goal: Open Space & FUTS Objective: Acquire Open Space & FUTS easements Type of Measure: Output Tool: Process Frequency: Per project term Scoring: 95% Trend:  Measures: Complete acquisitions & easements Annual Financial Plan FY 08 Actual 85% 118 FY 09 Actual 90% FY 10 Actual 90% FY 11 Proposed 95% City of Flagstaff ADMINISTRATION SECTION 0111 MISSION FY 10 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.       CITY CLERK Doubled the number of Council meeting agenda packets prepared Supported the Bond Advisory Task Force Processed Meet and Confer Referendum Conducted the 2010 Primary and General Elections Participated as a member of the Bond Commiteee and Sales Tax Committee Updated Board and Commission Member Handbook PROGRAM DESCRIPTION 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. FY 11 NEW INITIATIVES AND GOALS     Update Citywide Policy and Procedures Manual Conduct November Bond Election Maintain/Increase Performance Standards Fully Implement Customer Survey Card PERFORMANCE MEASURES Council Priority: Family, Youth, and Community, Community Sustainability Goal: Conduct two Board and Commission Member training sessions. Objective: To present 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:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed The number of commissioners attending unknown 44 28 48 training The whole number of commissioners who unknown 110 98 110 have been trained The entire number of commissioners who unknown 69 63 59 need to attend training Ratings from Training unknown 86.3% rated at 4 92% at a 4 or 60% at 4 or or higher; 54.5% higher; 33-1/3% higher. rated at 5 rated at 5 Annual Financial Plan 119 City of Flagstaff ADMINISTRATION SECTION 0111 CITY CLERK 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: Biennually Scoring: 40%+ Turnout = Excellent; 35-38% Turnout = Good; 30-35% Turnout = Caution; less than 30% = Needs Trend:  Measures: FY 06 FY 08 FY 10 FY 11 Actual Actual Estimate Proposed Registered Voters 25,473 27,452 27,480 27,480 Voter Turnout Percentage 37.08% 45.62% 40% 42% Actual Number of Voters 9,445 12,523 TBD TBD Complaints Filed 0 0 TBD TBD All Deadlines met 100% 100% TBD TBD 35,000 30,000 25,000 20,000 Registered Voters Actual Voters 15,000 10,000 5,000 0 2004 2006 2008 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:  Annual Financial Plan 120 City of Flagstaff ADMINISTRATION SECTION 0111 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: FY 08 FY 09 FY 10 FY 11 Actual Actual Actual Proposed Open Meeting Law: 24 hr. required posting time 100% 99.7% 100% 100% No. of agendas posted in posting place 174 199 176 No. of agendas posted to website 175 199 176 No. of agenda packets not fully linked on website 4 0 Unknown No. of staff summaries where assistance provided 135 100 No. of corrections to agendas. Unknown Unknown 0 No. of agendas reposted due to errors Unknown Unknown 0 No. of deadlines extended 80% 75% 50% No. of staff summaries matching agenda item 50% 75% 90% The numbers associated with agenda preparation are substantial inasmuch 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. This year’s numbers establish a baseline for coming years. Annual Financial Plan 121 City of Flagstaff GENERAL ADMINISTRATION SECTION: SECTION 01 CITY MANAGER 01-CITY MANAGER EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 618,029 241,816 12,055 $ 871,900 Adopted Budget 2009-2010 $ 747,538 160,523 (10,181) $ 897,880 Estimated Expenditures 2009-2010 $ 694,508 152,920 7,664 $ 855,092 Proposed Budget 2010-2011 $ 1,292,967 248,446 (16,606) $ 1,524,807 Budget-Budget Variance $ 545,429 87,923 (6,425) $ 626,927 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION DISABILITY AWARENESS PUBLIC INFORMATION CUSTOMER SERVICE PROPERTY MANAGEMENT CITY CLERK - GEN ADMIN CITY CLERK - ELECTIONS TOTAL $ 701,404 4,213 139,764 26,519 871,900 711,393 3,550 71,500 14,000 97,437 897,880 $ $ 675,026 1,995 70,500 9,200 98,371 855,092 $ 978,366 3,319 60,000 10,000 117,262 260,860 95,000 1,524,807 $ 266,973 (231) (11,500) (4,000) 19,825 260,860 95,000 626,927 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 1,181,000 56,486 51,210 7,685 114,313 7,308 14,028 92,777 1,524,807 COMMENTARY: The City Manager's operating budget has increased 70% and there are no capital expenditures. Personal Services and Contractual increases are due to the merging of the City Clerk Division with the City Manager Division. Personal Services also include a 1X payout of retirement benefits for an Assistant to City Manager - Real Estate position and a 1X 1.0 FTE Intern position. Commodities decreases are due to reduction in internal work order charges. There is no major capital (>$10,000) for this Section. Annual Financial Plan 122 City of Flagstaff ADMINISTRATION SECTION: SECTION 02 CITY CLERK 02-CITY CLERK EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 275,016 12,979 902 $ 288,897 Adopted Budget 2009-2010 $ 270,876 132,837 2,485 $ 406,198 Estimated Expenditures 2009-2010 $ 263,969 132,837 2,100 $ 398,906 Proposed Budget 2010-2011 $ $ - Budget-Budget Variance $ (270,876) (132,837) (2,485) $ (406,198) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ELECTIONS TOTAL $ 288,897 288,897 $ 282,037 124,161 406,198 $ 274,745 124,161 398,906 $ - $ (282,037) (124,161) (406,198) $ (812,396) 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 City Clerk has been merged with City Manager (Section 01) for FY 2011. Annual Financial Plan 123 City of Flagstaff GENERAL ADMINISTRATION SECTION 04   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 (HRIS, records, policies, compliance, employee relations, training and development, workforce planning), recruitment, classification and compensation, and benefits and wellness.   FY 10 ACCOMPLISHMENTS   Developed the Meet and Confer Ordinance. Established compensation policies and procedures such as zone criteria checklist for rezones, inclusion of City values in job descriptions, updated the City’s FLSA overtime practices, and compensation implementation team. Evaluated and recommended changes to the City’s benefits in order to sustain a competitive total compensation package. FY 11 NEW INITIATIVES AND GOALS   HUMAN RESOURCES Develop new and update existing policies to keep current with changes in employment law, benefits and compensation. Implement compensation policies and procedures that support the City’s philosophy. Implement Meet and Confer processes outlined in the approved ordinance. Developed new and updated existing policies and procedures to reflect the organizational structure and best practices. Revised the City’s 457 Deferred Compensation plan document to reflect current IRS regulations and compliment the State retirement plans. Evaluate and implement the SmartWorks program to provide succession and the transfer of knowledge as key personnel retire. 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 Investigations with 100% resolution is Progressing at or above expectations, 2-3 Investigations with 95% resolution is Caution, and 4 or more Investigations with 90% resolution is Need to Review. Trend:  Need to Review Annual Financial Plan 124 City of Flagstaff GENERAL ADMINISTRATION SECTION 04 HUMAN RESOURCES FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Number of Employee Grievances 1 0 3 5 Number of Grievances resolved 1 0 3 5 Percent of Grievances resolved within defined 100% N/A 0% 100% timeframe Number of Investigations * 1 1 20 15 Investigations with substantiated findings 0 1 10 7 Corrections implemented 0 1 10 7 * One investigation may contain multiple complaints within the one investigation. This does not include employee relations solely dealing with progressive discipline. 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 10-14.99% below market are Progressing at or above; 2130 class requests, 3-4 inequities and 15-19.99% 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Number of Classification Requests 35 17 23 10 Percent of Classification Requests approved 25 17 19 10 Number of pay inequities 3 3 4 2 Percent of pay inequities resolved 100% 100% 100% Salaries compared to market 12.6094% 19.05% below 19.05% 19.05% below below** below Percent of salary adjustment 0% 0% 0% 0% Turnover 11.18% 8.71% 9.00%*** 9.00% Above/Below Government Turnover Rate* 4.12% below 6.79% below 6.5% below 6.5% below * Comparison based on Bureau of Labor Statistics: Job Openings and Labor Turnover Survey government ** Estimated based on a poll of the benchmark organizations. Most are staying flat this year with the exception of some decreases and negotiated Fire Department personnel increases. *** This estimate includes anticipated layoffs in Spring 2010 Annual Financial Plan 125 City of Flagstaff GENERAL ADMINISTRATION SECTION 04 HUMAN RESOURCES 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Number of vacancies * 236 124 233** 200 Average time to complete the recruitment process 65 days 52 days 40 days 40 days Number of positions advertised multiple times 22 2 1 1 Number of positions advertised as open until filled 23 20 15 15 Number of declinations N/A* N/A* 8 5 * Vacancies include miscellaneous recruitment efforts. ** The number of miscellaneous recruitment efforts has increased significantly with the temporary employees at the Aquaplex . Annual Financial Plan 126 City of Flagstaff GENERAL ADMINISTRATION SECTION: SECTION 04 HUMAN RESOURCES 04-HUMAN RESOURCES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2008-2009 $ 432,083 65,869 19,898 $ 517,850 Adopted Budget 2009-2010 $ 423,927 41,519 28,200 $ 493,646 Estimated Expenditures 2009-2010 $ 439,381 37,130 25,925 2,000 $ 504,436 Proposed Budget 2010-2011 $ 419,442 34,327 26,663 $ 480,432 Budget-Budget Variance $ (4,485) (7,192) (1,537) $ (13,214) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION RECRUITMENT AND SELECTION BENEFITS COMPENSATION AND CLASS TRAINING & DEVELOPMENT DIVERSITY AWARENESS COMM TOTAL $ 334,204 64,387 1,470 816 101,492 15,481 517,850 $ 288,393 65,221 62,483 50,199 25,550 1,800 493,646 $ 305,868 30,984 61,283 62,509 41,992 1,800 504,436 $ 298,092 33,317 63,401 62,989 20,950 1,683 480,432 $ 9,699 (31,904) 918 12,790 (4,600) (117) (13,214) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 310,481 35,241 24,019 49,843 4,496 7,417 48,935 480,432 COMMENTARY: The Human Resources operating budget has decreased 3% and there are no capital expenditures. Personal Services decreases are due to a 0.5 FTE Human Resources Recruitment Specialists position. 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 127 City of Flagstaff GENERAL ADMINISTRATION SECTION 05 RISK MANAGEMENT MISSION 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. FY 10 ACCOMPLISHMENTS    Liability Claims – 58 closed during calendar year 2009. $32,470 recovered from negligent 3rd parties. Arizona Governmental Safety Association Municipality Safety Award for greatest improvements in safety results. PROGRAM DESCRIPTION FY 11 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.    Provide acceptable service levels to internal and external customers. Offer training citywide expanding the delivery methods presently offered to users. 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 08 CY 09 CY 10 CY 11 Actual Measures: Actual Estimate Proposed % of liability claims proceeding to litigation 8% 7% 8% 8% # of closed litigated claims / total number of claims closed in calendar year Annual Financial Plan 5 / 62 128 4 / 58 5 / 64 5/ 64 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 08 CY 09 CY 10 CY 11 Measures: Actual Actual Estimate Proposed Reduce # of recordable injury/illness claims as 28% <12% 7.5% 7.5% compared to previous year by stated % Objective: Reduce number of injuries relative to hours worked. Type of Measure: Program effectiveness Tool: Risk management claims data/OSHA 300 report Frequency: Annual Scoring: Progressing Less than 3 per 100,000 hours worked, Average Reduce 3 to 4 Per, Caution Exceeding 4 injury per 100,000 hours worked Trend:  CY 08 CY 09 CY 10 CY 11 Measures: Actual Actual Estimate Proposed Number of recordable injury/illness claims per 3.28 3.36 3.25 3.10 100,000 hours worked. 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:  CY 08 CY 09 CY 10 CY 11 Measures: Actual Actual Actual 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 08 CY 09 CY 10 CY 11 Measures: Actual Actual Estimate Proposed % of reviewed events receiving authorization n/a 98% 95% 95% Annual Financial Plan 129 City of Flagstaff GENERAL ADMINISTRATION SECTION: SECTION 05 RISK MANAGEMENT 05-RISK MANAGEMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 165,317 18,343 2,251 $ 185,911 Adopted Budget 2009-2010 $ 152,611 39,251 5,519 $ 197,381 Estimated Expenditures 2009-2010 $ 152,312 33,000 3,119 $ 188,431 Proposed Budget 2010-2011 $ 152,391 28,730 3,900 $ 185,021 Budget-Budget Variance $ (220) (10,521) (1,619) $ (12,360) $ $ $ $ $ $ $ $ 185,021 185,021 $ $ $ 100,132 12,669 10,992 7,440 27,544 1,697 3,143 21,404 185,021 EXPENDITURES BY PROGRAM: ADMINISTRATION TOTAL 185,911 185,911 197,381 197,381 188,431 188,431 (12,360) (12,360) 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 6% with no capital expenditures. Personal Services decreases are due to a decrease in workman's compensation rate. Contractual decrease are due to reduction in consultant fees and education & training. Commodities increase is due to internal work order charges. There is no major capital (>$10,000) for this division. Annual Financial Plan 130 City of Flagstaff GENERAL ADMINISTRATION SECTION 07 CITY ATTORNEY MISSION FY 10 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.  Collaborated with the Police Department to establish a repeat offender program. Successfully represented the City in obtaining approval for the City's railroad quiet zone and wayside horns. Researched and successfully negotiated APS Franchise Agreement. Drafted a complex land exchange and cost sharing agreement for the construction of Ponderosa Parkway Protected the City’s interests in troubled development projects. Drafted legal documents for the Courtesy Snow Bank Removal Program for the Disabled. FY 11 NEW INITIATIVES AND GOALS   Acquire on-site access to Department of Public Safety criminal history information. Reduce outside counsel expenditures. Criminal Cases CY05 CY06 CY07 CY08 CY09 New Criminal Cases 3,604 3,740 4,024 4,341 4,681 Domestic Violence Cases 529 604 659 642 628 Driving Under the Influence (DUI) cases 679 723 686 567 586 Criminal Traffic Cases (excluding DUI) 623 567 555 584 850 Sales Tax Cases 39 28 22 28 28 1,334 1,370 1,587 1,885 1,829 Underage Alcohol 93 152 194 295 313 Drug/Drug paraphernalia cases 307 296 321 340 318 Other Cases City Code Violations (other than sales tax) Not Available Not Available Not Available Not Available 129 693 983 1,161 1,655 1,715 6,636 8,866 12,761 17,165 18,923 Not Available 223 449 332 205 204 247 225 201 263 -1% 4% 7% 7% 7% New cases per attorney: Not Available Not Available Not Available 868 936 New cases per support staff: Not Available Not Available Not Available 1,240 1,337 New cases for all Prosecution staff: Not Available Not Available Not Available 511 551 Cases Involving a Victim (FY stats) Victims' Services Performed (FY stats) Cases Reviewed for Charging Referred by PD Pending DUI files at year end % Increase in New Criminal Cases from Prior Year: Annual Financial Plan 131 City of Flagstaff GENERAL ADMINISTRATION SECTION 07 Requests for Legal Assistance CITY ATTORNEY CY 2006 CY 2007 CY 2008 CY 2009 Contracts (includes contracts, development agreements, grants, IGAs, bids) 220 275 233 193 Legal Opinions/Research 99 80 129 174 Ordinances/Resolutions 117 117 108 99 Real Estate 33 29 44 53 Claims/Litigation/Hearings 22 15 54 80 Public Records Requests 18 10 18 24 Miscellaneous 55 80 35 19 Total: 564 606 621 642 % Increase from Prior Year: 7% 7% 2% 3% Number of cases per attorney: Not Available Not Available 113 142 Number of cases per attorney and staff: Not Available Not Available 104 128 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 08 CY 09 CY 10 FY 11 Measures: Actual Actual Estimate Proposed Number of charges opened 8335 9021 9652 10,327 Number of charges closed 7618 7760 8303 9300 For Calendar Year 09 our scoring was within the Warning range of 75-90% 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 08 CY 09 Measures: Actual Actual Overall rating of meets or exceeds expectations Annual Financial Plan n/a 132 90% CY 10 Estimate FY 11 Proposed 90% 90% City of Flagstaff GENERAL ADMINISTRATION SECTION: SECTION 07 CITY ATTORNEY 07-CITY ATTORNEY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 1,504,088 27,064 58,213 $ 1,589,365 Adopted Budget 2009-2010 $ 1,410,060 27,748 25,810 $ 1,463,618 Estimated Expenditures 2009-2010 $ 1,346,774 23,347 25,734 $ 1,395,855 Proposed Budget 2010-2011 $ 1,446,457 28,138 26,760 $ 1,501,355 Budget-Budget Variance $ 36,397 390 950 $ 37,737 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COUNCIL, COMM & DEPT'S POLICE COURT TOTAL $ 155,480 717,896 715,989 1,589,365 $ 132,240 607,631 723,747 1,463,618 $ 114,107 592,266 689,482 1,395,855 $ 166,690 644,252 690,413 1,501,355 $ 34,450 36,621 (33,334) 37,737 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 1,147,029 43,314 41,813 43,659 120,650 6,207 12,386 86,297 1,501,355 COMMENTARY: The City Attorney operating budget has incerased 3% and there are no capital expenditures. Personal Services increases are due to a 1X funded position of Senior Assistant Attorney and the 1X payout of retirement benefits for the City Attorney position. Contractual increases are due to additions to travel, registration, and postage. Commodities increase is due to additions to non-library books/subscriptions and office supplies. There is no major capital (>$10,000) for this division. Annual Financial Plan 133 City of Flagstaff GENERAL ADMINISTRATION DIVISION 08 MISSION INFORMATION TECHNOLOGY FY 10 ACCOMPLISHMENTS  The mission of the Division of Information Technology (DoIT) is:  To enable City staff to make informed decisions by providing: o The desktop, network, server, electronic storage and telephony infrastructure technology that provides access to the City's available electronic data and geographical information; o Helpdesk services, 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.        Maintained an average of 99.90% availability of IT services Together with the PIO, continued to improve the streaming video system Implemented smart phones where appropriate Redesigned the City’s intranet Redesigned the City’s network file structure Added private wireless hotspots for City staff and added free public wireless internet access (in addition to Pulliam airport, City Hall, and the Aquaplex) at several more fire stations, the adult center, and the east side utilities facility Added a map gallery to the City’s internet site Together with Facilities Maintenance, permanently mounted a projector, speakers and a VoIP conference phone in the staff conference room FY 11 NEW INITIATIVES AND GOALS 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.       Continue deployment of Voice over IP telephony phones throughout the City Replace aging network core switches Improve disaster recovery capabilities Develop a 3-5 year IT Strategic Plan Implement new Sales Tax application Together with the PIO and NAU, enable television broadcasting of council meetings along with streaming Reestablish television broadcast of City Council meetings PERFORMANCE MEASURES Council Priority: Customer Service Goal: Ensure high availability of DoIT services 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 08 Measures: Average Percentage of uptime hours versus total hours 99.95% Annual Financial Plan 134 CY 09 Average 99.92% CY 10 Estimate 99.90% FY 11 Proposed 99.90% City of Flagstaff GENERAL ADMINISTRATION DIVISION 08 INFORMATION TECHNOLOGY Council Priority: Customer Service Goal: Ensure a high level of satisfaction with DoIT Services Objective: Achieve 95% customer rating of satisfactory or better Type of Measure: Program effectiveness Tool: Web survey Frequency: Random computer selection average of 43.5% of those work requests with an average survey return rate of 38.3% Scoring: 95% Trend:  CY 08 CY 09 Measures: Average Average Customer surveys returned with an overall rating 95% 94.68% of satisfactory or better that have been completed CY 10 Estimate 95% Council Priority: Customer Service Goal: Ensure a high level of satisfaction with DoIT Services Objective: Ensure that the backlog of uncompleted work requests is kept to a minimum Type of Measure: Program effectiveness Tool: Data extraction and reporting Frequency: yearly Scoring: 98% Trend:  CY 07 CY 08 CY 09 Measures: Actual Actual Actual Percentage of work requests completed versus 99.3% 98.7% 94.5% submitted Annual Financial Plan 135 FY 11 Proposed 95% CY 10 Proposed 96% City of Flagstaff GENERAL ADMINISTRATION SECTION: DIVISION 08 INFORMATION TECHNOLOGY 08-INFORMATION TECHNOLOGY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 1,000,277 461,004 55,803 $ 1,517,084 Adopted Budget 2009-2010 $ 973,079 355,489 28,360 $ 1,356,928 Estimated Expenditures 2009-2010 $ 973,095 358,746 26,334 $ 1,358,175 Proposed Budget 2010-2011 $ 915,740 396,094 959,528 $ 2,271,362 Budget-Budget Variance $ (57,339) 40,605 931,168 $ 914,434 $ $ $ $ $ EXPENDITURES BY PROGRAM: ADMINISTRATION APPLICATIONS SYSTEMS SERVICES NETWORK GIS IT NON-DEPARTMENTAL TOTAL $ 289,794 473,944 209,876 232,898 310,572 1,517,084 $ 241,474 488,962 87,971 220,801 317,720 1,356,928 $ 235,930 495,239 91,786 221,260 313,960 1,358,175 $ 170,991 362,398 190,661 151,549 215,794 159,663 1,020,306 2,271,362 $ (70,483) 362,398 (298,301) 63,578 (5,007) (158,057) 1,020,306 914,434 SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 1,817,346 34,873 314,524 26,155 78,464 2,271,362 COMMENTARY: The Information Technology operating budget has increased 67% with no capital expenditures. Personal Services decreases are due to the net of eliminating 1.0 FTE GIS Manager and 0.5 FTE GIS Technician positions for 1.5 FTE IT Technician position. Contractual increases are due to telephone, maintenance equipment upgrades, and addition of IT Non-Departmental items from Flagstaff Police Department and Flagstaff Fire Department. Commodities increases are due to computer equipment, communications equipment, and computer software. Annual Financial Plan 136 City of Flagstaff GENERAL ADMINISTRATION SECTION 65 MISSION  The mission of the employees of the Flagstaff Municipal Court is to foster a positive and productive environment that promotes the efficient and effective administration of justice.  PROGRAM DESCRIPTION  The Municipal Court is responsible for the adjudication and disposition of all local code violations, criminal misdemeanor, criminal traffic, and civil traffic cases that occur within the Flagstaff City limits in a prompt, judicious, fair and effective manner. The Court is accountable to the Arizona Supreme Court through the Superior Court of Coconino County in judicial and operational matters and reports to the City regarding financial and administrative matters not unique to Court operations.    FY 10 ACCOMPLISHMENTS       Through active case management adjudicated 96% of all cases within 90 days, 82% of all cases including time a case spent out on a warrant (exceeds state average of 79% for municipal courts). Complied with all Rules of Court and Statutory case handling requirements. Provided accurate information to the public in over 60,000 specific case inquiries, 53,000 visits by the public and participated in ongoing statistical reporting. All public court case information is available through an online data warehouse. All court staff have completed the orientation and training requirements of the Arizona Judicial Branch and we have reported timely. Processed over $M in financial transactions, have complied with the Arizona Supreme Court Minimum Accounting Standards and reported timely. Completed an external audit of financial operations. Implemented Homeless Court Program and protocols in coordination with local shelters. Annual Financial Plan     137 FLAGSTAFF MUNICIPAL COURT Updated a court Self-Evaluation tool in cooperation with the Limited Jurisdiction Court Administrators Association that includes operational standards for limited jurisdiction courts. Implemented the court strategic planning agenda for 09. Worked with the Criminal Justice Coordinating Council in developing coordinated plans for the criminal justice system in the county. Participated in the development, review and implementation of a new statewide automated case management system (CMS). The CMS for Superior Courts has been implemented, the system for limited jurisdiction courts is continuing its development. Used 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. Expanded electronic transfer process of case information including citations, booking information and long form complaints (court integration program CJI). Participated with Arizona Chief Justices’ Committee on Electronic Courts and implemented a process to provide for electronic filing. Participated with the Chief Justices’ Advisory Committee on public access to court records and implemented approved rule changes. Participated in the development of curriculum and as faculty for the Court Leadership Institute. Maintained the DUI case management plan to help reduce the time needed to process DUI cases. Coordinated this effort with a county wide DUI case processing plan. Participated in collaboration efforts with numerous groups including the Limited Jurisdiction Court (LJC) Committee a subcommittee of the Arizona Judicial Council, the Criminal Justice Coordinating Council (CJCC), the Court Automation Coordinating Committee (CACC), the Commission on Technology (COT), 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. City of Flagstaff GENERAL ADMINISTRATION      SECTION 65 Evaluated effectiveness and continued operation of specialty courts to meet the needs of defendants with cases in the court including the DUI/Drug Court, Mental Health Court. Implemented a reorganization of court staffing and responsibilities around changes in automation, case filing and budget changes. Completed the second phase of a facility evaluation study. Moving toward future site selection and eventual bond election for new courthouse. Implement an Electronic Document Management System (EDMS) in coordination with state and county partners. Redesigned the Court calendar to improve efficiencies in the Case Management Plan. Applied continuance and other policies modifications to all cases.        FY 11 NEW INITIATIVES     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. Get Supreme Court approval of local rules of procedure for civil cases that may be filed at the 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. Annual Financial Plan    138 FLAGSTAFF MUNICIPAL COURT 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 working through a voter approved bond. Develop RFP and design. Study the nature and size of cases that are backlogged in the system, create an action plan through the reorganization process to reduce. 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. Search for funds to allow full implementation of handheld electronic citation units at the Flagstaff Police Department through Judicial Collection Enforcement Funds (JCEF). Remodel the Court Collection Program based on possible budget cuts by implementing an automated workflow process through the Court’s EDMS. 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Total cases cleared in 90 days excluding 95% 96% 95% 94% warrant time W Ex W Ex W Ex W Ex Cases completed in 0 - 30 days (09 state 63 54% 63% 54% 63% 54% 53% 63% average = 46%) % Cases completed in 31 -60 days (09 state 25 22% 25% 21% 24% 22% 20% 24% average = 22%) % Cases completed in 61 - 90 days (09 state 6% 7% 8% 9% 6% 7% 6% 7% average = 11%) Cases completed in 91 - 120 days (09 state 4% 4% 4% 4% 4% 4% 4% 5% average = 8%) Cases completed 121+ days (09 state average 14% 1% 13% 0% 14% 1% 17% 1% = 13%) W - Time to disposition does not exclude time cases were out on warrant status. Almost 100% 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 139 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 state average for limited jurisdiction courts. Type of Measure: Outcome Tool: % of Closed Cases as Portion of All Cases Filed in FY 2009 Frequency: Annual Scoring: Green - Above Statewide Average, Yellow – Matches Statewide Average, Red – Below Statewide Average. Trend: ↑ Cases (Open vs. Closed) Statewide Cases (Open vs. Closed) Flagstaff Municipal OPEN (18%) OPEN (28%) CLOSED (72%) CLOSED (82%) The Flagstaff Municipal Court exceeded the Statewide average for Limited Jurisdiction Courts by 10%. 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 Rate for all case types Frequency: Annual Scoring: Green – 90%+, Yellow – 70% to 89%, Red – Below 70% . Trend: ↑ FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Clearance Rate 88% 91% 91% 90% Annual Financial Plan 140 City of Flagstaff GENERAL ADMINISTRATION Annual Financial Plan SECTION 65 141 FLAGSTAFF MUNICIPAL COURT City of Flagstaff GENERAL ADMINISTRATION SECTION 65 FLAGSTAFF MUNICIPAL COURT 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 and Fees Frequency: Annual Scoring: Dollar Amount Trend: → FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Amount of city general funds collected $1,123,337 $1,096,280 $1,100,000 $1,000,000 Amount of surcharges/state funds collected $1,802,946 $1,610,844 $1,700,000 $1,500,000 Amount of other local funds collected $304,584 $305,161 $300,000 $300,000 Total amount of fines/fees collected $3,230,867 $3,012,285 $3,100,000 $2,800,000 Amount of restitution paid $45,231 $40,791 $40,000 $38,000 Amount of bonds posted $848,604 $819,759 $800,000 $760,000 Total amount of pass-through funds $893,835 $860,550 $840,000 $798,000 Total all financial transactions $4,124,702 $3,872,835 $3,940,000 $3,598,000 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 the 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: ↑ Annual Financial Plan 142 City of Flagstaff GENERAL ADMINISTRATION SECTION 65 Measures: Those that Agree or Strongly Agree That: ACCESS Finding the courthouse was easy. The forms I needed were clear and easy to understand. I felt safe in the courthouse. The court makes reasonable efforts to remove physical and language barriers to service. I was able to get my business done in a reasonable amount of time. Court staff paid attention to my needs. I was treated with courtesy and respect. I easily found the courtroom or office I needed. The court’s website was useful. The court’s hours of operation made it easy for me to do my business. FAIRNESS The way my case was handled was fair. The judge listened to my side of the story before he or she made a decision. The judge had the information necessary to make good decisions about my case. I was treated the same as everyone else. As I leave the court I know what to do next about my case. FY 08 Actual FLAGSTAFF MUNICIPAL COURT FY 09 Actual FY 10 Estimate FY 11 Proposed 84% 87% 85% 85% 81% 83% 85% 85% 86% 87% 86% 86% 76% 81% 81% 82% 73% 81% 75% 70% 81% 88% 88% 54% 79% 85% 87% 48% 80% 90% 88% 60% 80% 90% 88% 60% 76% 80% 76% 70% 71% 76% 75% 75% 74% 77% 75% 76% 70% 73% 75% 75% 78% 81% 80% 80% 84% 85% 85% 85% Results are based only on those individuals responding to the appropriate question (“not applicable” or “no response” were excluded). Annual Financial Plan 143 City of Flagstaff GENERAL ADMINISTRATION SECTION: SECTION 65 FLAGSTAFF MUNICIPAL COURT 65-FLAGSTAFF MUNICIPAL COURT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 1,993,592 782,866 69,214 $ 2,845,672 Adopted Budget 2009-2010 $ 1,838,759 558,826 65,348 $ 2,462,933 Estimated Expenditures 2009-2010 $ 1,838,609 612,615 60,115 $ 2,511,339 Proposed Budget 2010-2011 $ 1,829,454 642,510 61,302 $ 2,533,266 Budget-Budget Variance $ (9,305) 83,684 (4,046) $ 70,333 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COURT SERVICES RECORDS MANAGEMENT COURT ENFORCEMENT WARRANT DIVISION COURT OPERATIONS TOTAL $ 1,369,461 668,035 274,949 531,050 1,475 702 2,845,672 $ 1,105,165 661,297 14,000 486,545 118,460 77,466 2,462,933 $ 1,113,055 715,259 193,502 472,745 5,300 11,478 2,511,339 $ 854,300 809,810 284,269 315,380 138,095 131,412 2,533,266 $ $ 2,533,266 2,533,266 $ (250,865) 148,513 270,269 (171,165) 19,635 53,946 70,333 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Flagstaff Municipal Court operating budget has increased by 3% overall. 1X increases were authorized for a Deputy court Administrator using Court Improvement Funds, a Court Judicial Specialist and for the Criminal Justice Integration program. Ongoing increases in contractuals were authorized for Janitorial services, Public Defender Services, and for Warrant Entry services. Through a reorganization, net reductions in personnel were limited to 0.7 total FTE after all 1X's were added. The positions affected by the reorganization/personnel reductions were as follows: Collection Specialist (-1.0 FTE), Court Judicial Specialist (-0.5 FTE), Deputy Court Administrator (-1.0 FTE), Executive Admin Asst (-1.0 FTE), Magristrate (-.12 FTE), Probation Services Officer (0.5 FTE), Court Interpreter (+0.1 FTE), Court Services Supervisor (+0.37 FTE), Deputy Court Administrator (+1.0 FTE funded for FY-2011 only), Jury Services Specialist (+0.5 FTE), Pro-Tem magistrate (+0.05 FTE), and a Warrant Officer (+0.4 FTE). Annual Financial Plan 144 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 145 City of Flagstaff MANAGEMENT SERVICES Annual Financial Plan City Administration 01 1 City Manager Utilities, Services, & Safey 01 1 Deputy City Manager Management Services 09 1 Management Services Director Purchasing Section 9 1 Purchasing Director 3 Senior Procurement Specialist 1 Warehouse Specialist 1 Admin Specialist Revenue 10 1 Revenue Director Customer Service 6 1 Admin Specialist Supervisor Finance 13 1 Finance Director Tax Licensing and Revenue 10 1 Tax Licensing Rev Manager Accounting Budget 1 Finance Manager 1 Finance Manager 146 1 Admin Spec 2.75 Admin Asst Copy Center 1 Admin Assistant 1 Accountant I 1 Auditor II 1 Auditor I 2 Collections Specialist 1 Admin Specialist 1 Admin Assistant 2 Accountant I 1 Accounts Specialist Switchboard .25 Admin Asst Meter Reading 6 1 Meter Reader Supervisor 4 Meter Reader 1 Accounts Spec 1 Account Clerk Grants Payroll 1 Grants Manager 1 Payroll Manager 1 Grants Specialist 1 Payroll Assistant City of Flagstaff MANAGEMENT SERVICES SECTION 06  MISSION The mission of the Customer Service Section is to strive to provide accurate and timely billing of Water, Sewer, Trash, Recycling, and Stormwater Services. To also be committed to providing excellent customer service to both our internal and external customers. To assist in all copier center needs as well as answer all incoming calls to the switchboard.  CUSTOMER SERVICE Automated On-line Bill Pay – Worked with our bank to change customer on-line payments they make through their bank from a check form to and electronic transfer. Money is now remitted to bank sooner and a file is uploaded to cash receipts. Reorganization – Work with Management Service Director and other section heads in restructuring the various sections within management services to minimize layoffs and reduce expenses over all. 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. In addition Customer Service operates the copy center and switchboard with the responsibilities of incoming and out going mail as well as any copier center needs for our internal customers as well as answering and directing any calls coming into the switchboard. FY 11 NEW INITIATIVES AND GOALS     FY 10 ACCOMPLISHMENTS    Work Order Conversion – Converted the Sungard Service Orders to Work Orders. This allowed 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. The system reads the payment stubs and checks, and then we upload the payments into the cash receipts system. Images can be stored and the information can be sent to our bank for immediate processing. Annual Financial Plan 147 Landfill and Police Cashiering – Work 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. Work toward integration between the Sungard Land Management application and the City’s GIS Mapping application so that our information is more consistent. Work with the Management Services Division to assure the transfer of switchboard and copy center services is effective and seamless to our customers. Continue to promote Paperless Billing & Bank Drafting. Convert remaining water meters to automated meter reads. 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Annual write off of customer accounts, excluding $39,784 $57,408 $50,000 $50,000 bankruptcies Write offs as a percentage of total billed 0.18% 0.25% 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: (FY08-FY10) <2% Exceeding, 2-5% Meeting, >5% Not Meeting (FY11) <15% Exceeding, 15-25% Meeting, >25% Not Meeting Billing: 34+ bills sent=Meeting, <34 bills sent=Not Meeting Trend: Reading - , Billing -  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Percent of estimated meter reads 4.66% 2.71% 4.50% 20.00% Number of bills sent out within 34 days of prior 35 36 36 36 bill (36 total) Annual Financial Plan 148 City of Flagstaff MANAGEMENT SERVICES SECTION: SECTION 06 CUSTOMER SERVICE 06-CUSTOMER SERVICE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2008-2009 $ $ - Adopted Budget 2009-2010 $ 581,738 278,440 48,700 $ 908,878 Estimated Expenditures 2009-2010 $ 531,628 299,970 29,170 4,827 $ 865,595 Proposed Budget 2010-2011 $ 510,298 302,995 35,875 $ 849,168 Budget-Budget Variance $ (71,440) 24,555 (12,825) $ (59,710) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION FIELD READING COLLECTION MAIL ROOM CUSTOMER SERVICE TOTAL $ - $ 270,710 207,162 95,935 335,071 908,878 $ 215,826 202,611 97,845 349,313 865,595 $ 254,016 202,119 88,482 8,500 296,051 849,168 $ (16,694) (5,043) (7,453) 8,500 (39,020) (59,710) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ (87,058) 1,291 1,043 1,045 717,877 20,937 18 194,015 849,168 COMMENTARY: Customer Service was transferred to Management Services from Utilities in the 2010 Citywide reorganization. The Customer Service operating budget has decreased 7% and there are no capital expenditures. Personal Services decreases are due to the Management Services reorganization Contractuals increases are to due increases in credit card fees. Commodities decreases are due to reductions in automotive parts and other miscellaneous equipment. There is no major capital (<$10,000) for this section. Annual Financial Plan 149 City of Flagstaff MANAGEMENT SERVICES SECTION 09 PURCHASING 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.    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.   Successful vendor and contract management that resulted in $147,000 in revenues back to the City. Successfully completed 2 auctions in the first 6 months of FY 2010 for the sale of surplus property that resulted in $60,249 in revenues back to the City. Implemented an “on-line” fillable vendor application form on our City’s website. All Buyers within the Purchasing Section have met various experience and educational requirements and have successfully passed rigorous purchasing related exams to obtain their professional purchasing certifications. Completed a City-wide draft Procurement Code Manual that is currently being reviewed by our City Attorney’s office. Successfully defended all formal protests filed with the City regarding a procurement process. FY 11 NEW INITIATIVES AND GOALS  FY 10 ACCOMPLISHMENTS     Conducted Business Outreach Program to educate our vendor community on “How To Do Business With The City of Flagstaff”. Conducted “Joint Bidding” with other Cities to leverage purchases and obtain more competitive pricing. Developed a format for the City’s list of contracts for goods, services, and construction and posted to the City’s website. Better standardization with the purchase of cell phones and office supplies that have resulted in cost savings and price protection. Annual Financial Plan    150 Centralize and manage all IGAs, development agreements, term contracts, and lease agreements within the “Contract Assistant Software” (Enterprise Version). Conduct training with internal customers on procurement rules and practices as it pertains to the City’s Procurement Code Manual. Implement more long-term contracts through a formal solicitation process to obtain more competitive pricing. Develop and implement a vendor performance database to track vendor performance on City contracts. City of Flagstaff MANAGEMENT SERVICES SECTION 09 PURCHASING 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Overall rating of meets or exceeds expectations n/a 80% 90% 92% 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: $50,000 - Progressing (Average), $35,000-Caution (Warning), $35,000 and less-Need to Review Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Total cost savings and/or cost avoidance n/a $35,000 $52,000 $60,000 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: 12%- Progressing (Average), 10% -- 12%-Caution (Warning), 10% and less- Need To Review Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Percentage of total purchase transactions utilizing 4% 5% 10% 15% procurement card vs. requisition/purchase order process. Annual Financial Plan 151 City of Flagstaff MANAGEMENT SERVICES SECTION 09 PURCHASING Council Priority: Fiscal Health Goal: To process requisitions into purchase orders within a 24 hour time period after requisitions have been approved. Objective: To make purchases for requested material goods, services and construction in a timely manner. Type of Measure: Program Efficiency Tool: Total or length of time. Frequency: Annually Scoring: Within 24 hrs.- Progressing (Average), 24hrs. – 36hrs.- Caution (Warning), More than 36 hrs.- Need To Review Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Length of time it takes to process a purchase n//a n/a n/a Within 24 order once a requisition has been approved. hrs. SECTION: 09-PURCHASING EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 920,640 49,220 16,693 $ 986,553 Adopted Budget 2009-2010 $ 668,337 29,718 7,081 $ 705,136 Estimated Expenditures 2009-2010 $ 605,492 26,560 8,323 $ 640,375 Proposed Budget 2010-2011 $ 618,263 25,427 6,224 $ 649,914 Budget-Budget Variance $ (50,074) (4,291) (857) $ (55,222) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PURCHASING MAIL SERVICES WAREHOUSE PROPERTY MANAGEMENT TOTAL $ 183,067 587,410 28,268 86,400 101,408 986,553 $ 176,659 442,510 8,500 77,467 705,136 $ 114,133 441,988 7,690 76,564 640,375 $ 161,577 411,645 76,692 649,914 $ (15,082) (30,865) (8,500) (775) (55,222) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 146,991 47,382 57,571 51,336 230,281 21,816 37,864 56,673 649,914 COMMENTARY: The Purchasing operating budget has decreased 8% with no capital expenditures. Personal Services decreases are due to .5 FTE staffing reduction of a Buyer position. In addition, there are small benefit increases. Contractual decreases are due to the Mail Services program budget moved to Customer Service section. Commodities decrease are due to reductions in office supplies. There is no major capital (>$10,000) for this section. Annual Financial Plan 152 City of Flagstaff MANAGEMENT SERVICES SECTION 10 MISSION  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.       PROGRAM DESCRIPTION The Tax, Licensing, and Revenue section is responsible for the licensing of new businesses and the processing of city sales tax returns. Staff also audits taxpayers for sales tax liability, collects delinquent sales tax and business license accounts. Division staff holds tax workshops and disseminates City and State sales tax information to the local 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 manages City’s daily cash needs and invests excess funds.       Processed 38,317 city sales tax returns for FY 10. This is an increase of 0.6% over FY 09. Issued 1,002 sales tax and business licenses in FY 10. Annual Financial Plan Performed 40 sales tax audits and reviews that generated $275,000 in additional tax revenue. Collected $1.7 million from delinquent miscellaneous revenue accounts. Managed collections for over 5,200 parking tickets totaling over $138,000. Collected for over 2,100 library delinquent accounts for over $97,000 in library fines. Collected delinquent sales tax of $1.2 million. Collected 4,056 delinquent tax returns. Pursued collections for over 200 non-sufficient funds checks. Miscellaneous revenue monthly billings averaged over 500 accounts and $1.2 million. Implemented billing process for Fire Department User Fees collection. Implemented Special Improvement District fees collection for Aspen Sawmill Development. FY 11 NEW INITIATIVES AND GOALS FY 10 ACCOMPLISHMENTS  TAX, LICENSING, & REVENUE 153 Implement new tax and licensing software program that will enable our taxpayers to apply for license, file sales tax returns, make payments and maintain account information online. Reposition our investment portfolio to achieve better overall returns in this low interest rate environment. 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 60 people per year, an average of 12 per seminar. Tool: Outcome: At least 90% of the seminar evaluations completed by the attendees show that the seminars provided information and instructions that were easy to follow and that the material presented was basic, but provided sufficient detail. Frequency: 5 per year Scoring: Declining Trend:  Due to downturn in new license applications the number of attendees has declined. Trend:  The seminars continue to meet the needs of our customers. FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Output-The number of people attending the 75 70 40 60 seminars Outcome- At least 90% of attendees found the 83% 91% 84% 80% 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 08 FY 09 FY 10 Measures: Actual Actual Estimate Outcome-Sales tax write-offs as a percentage of 0.4% 0.1% 0.32% revenue Outcome-Miscellaneous receivables as a 0.1% 0.1% 0.19% percentage of revenue Annual Financial Plan 154 FY 11 Proposed 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 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: Declining Trend:  Although declining compared to last year, investment returns remain well above LGIP and two year treasury notes average. FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Annual rate of return on investments outside 4.202% 4.05% 2.5% 2.5% LGIP LGIP annual rate of return 3.99% 1.22% 0.11% 0.11% Council Priority: Fiscal Health Goal: Have a sales tax audit program that is financially productive 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 70 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: Declining Trend:  Continuing to meet program objectives. FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Audit assessments for the fiscal year 538,813 275,967 275,000 350,000 Audit program expenses 165,605 164,424 176,714 155,058 Number of audits and reviews performed 133 60 40 70 Annual Financial Plan 155 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 2008-2009 $ 598,340 33,517 20,659 $ 652,516 Adopted Budget 2009-2010 $ 616,027 37,784 16,342 $ 670,153 Estimated Expenditures 2009-2010 $ 558,135 39,014 15,850 $ 612,999 Proposed Budget 2010-2011 $ 632,010 39,376 16,743 $ 688,129 Budget-Budget Variance $ 15,983 1,592 401 $ 17,976 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION AUDIT COLLECTIONS LICENSING AND CLERICAL ACCOUNTS RECEIVABLE TOTAL $ 211,139 164,424 140,086 83,705 53,162 652,516 $ 234,575 169,585 122,895 88,865 54,233 670,153 $ 169,180 176,714 122,895 88,865 55,345 612,999 $ 286,527 137,953 120,423 89,367 53,859 688,129 $ 51,952 (31,632) (2,472) 502 (374) 17,976 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 280,777 41,621 884 241,756 35,976 28,766 58,349 688,129 COMMENTARY: The Sales Tax operating budget has increased 3% with no capital expenditures. Personal Services increases are due to one-time temporary staffing for the implementation of new sales tax software. In addition, there are small benefit increases. Contractual increases are due to increases in travel and education. Commodities increases are due to increases in office supplies. There is no major capital (>$10,000) for this section. Annual Financial Plan 156 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, payroll, financial analysis, budget reporting, grant management, citywide switchboard operations, and performance reporting.   FY 10 ACCOMPLISHMENTS           Received the Government Finance Officers Association (GFOA) Distinguished Budget presentation award for Fiscal Year (FY) 2010 for the sixteenth consecutive year. Received special recognition from the GFOA on our FY 2010 budget document for performance measurements for the third consecutive year. Received the GFOA Certificate of Achievement in financial reporting for FY 2008 for the fifteenth consecutive year. Began submitting vendor payments thru Electronic Funds Transfers (EFT) and projecting 6% of payments made with this method. Completed Fiscal Year 2009 financial audit with new audit agency. Completed Fiscal Year 2009 financial audit with no major deficiencies. Offered employees an Employee Self Serve website to review payroll information including prior check inquiry, accruals inquiry, and “what if” calculations. Eliminated printing of employee direct deposit check stubs. American Recovery & Reinvestment Act Funding – grant application amount submitted $17,921,263 / amount awarded $4,038,194.    Attended a number of Recovery Act webinars & organized Recovery Team meetings for Grants Representatives administering recovery funding. Reviewed quarterly 1512 Recovery Reports, Worked with multi-agency team to submit a large Recovery Competitive Energy Efficiency Block Grant Application. Extensive work on receiving the COPS Hiring award for 6 new officers’ positions. Continued training and testing of the new Grants Administration Program Application. Completed an audit with the Government Accountability Office for Recovery Act funding. Submitted the Airport Capital Improvement 5Year Plan for 2011-2015. Presented the Economic Development Administration Grant proposal to NACOG Regional Council for the Downtown Parking Garage and prepared and submitted the grant application in the amount of $25 million. Presented information and direction in Council Executive Session regarding Airport project claim and submitted letter of request to FAA for settlement cost reimbursement. Presented Tribal Gaming Pass thru Proposal to the Yavapai-Apache Tribal Council. Received and updated quarterly performance reporting statistics for various divisions. Worked with IT Division to implement and improve the City’s phone system as we move to a voice over internet system. Assisted Management Services Director in the reorganization of our divisions. FY 11 NEW INITIATIVES AND GOALS       Annual Financial Plan FINANCE/BUDGET 157 Work with the Federal Housing Authority of Flagstaff (FHA) as their services and fiscal policies become aligned with the City of Flagstaff organization. Train and enhance use of the Sungard Grants Administration application. Complete Recovery Act funding projects on time and in compliance with grant terms & conditions. Continue to increase grant application submission and success on award approval. Implement time entry and schedule software for citywide use. Continue to explore paperless payroll as a City policy decision. City of Flagstaff MANAGEMENT SERVICES    SECTION 13 Work on citywide project to explore and possible implementation of a document imaging software. Improve budget processes to add efficiencies. Work with sections for improved and timely financial reporting thru automated reporting tools FINANCE/BUDGET such as QRep and Extended Reporting which the City has in place. 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed GFOA Certificate of Achievement 100% 100% 100% 100% GFOA Distinguished Budget Presentation Award 100% 100% 100% 100% Council Priority: Fiscal Health Goal: Continue to maintain budgeted grant revenue levels. Objective: To budget & apply for projected grant revenue in the amount of approximately $10 million per Fiscal Year. Type of Measure: Outcome Tool: Budget Document, Schedule of Grant Revenues, FY Grant Revenue Reconciliation, Grants Management Database Frequency: Yearly Scoring: $10 million or more Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Projected Grant Budgeted Revenue $18,815,572 $15,301,097 $17,221,239 $14,571,521 Actual Grant Revenue Received $14,995,764 $5,249,709 $10,000,000 $10,000,000 Grant Amounts Awarded During the Fiscal Year $5,812,317 $5,476,603 $7,000,000 $10,000,000 Council Priority: Fiscal Health Goal:. To apply and succeed in grant applications submitted Objective: Of the grants applied for expect successful awards on more that 50%. Type of Measure: Outcome Tool: Grants Management Database Scoring: > 60%=Exceeding, 50%-60%=Meeting, <50%=Needs Attention Trend:  FY 08 FY 09 Measures: Actual Actual Grants Applications Submitted 45 65 Grants Awarded 26 (58%) 44 (68%) Active Grants Worked During Fiscal Year 150 141 Annual Financial Plan 158 FY 10 Estimate 80 55 (68%) 163 FY 11 Proposed 70 42 (60%) 150 City of Flagstaff MANAGEMENT SERVICES SECTION 13 FINANCE/BUDGET Council Priority: Fiscal Health Goal: Increase the number of vendors paid through Electronic Funds Transfers. Objective: Continue to increase the percentage of EFT versus paper check payments. Type of Measure: Output Tool: Check Registers Frequency: Every Check-Run Scoring: >10% Very Good, 5%-10% Good, <5% Needs Attention Trend:  FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Vendors paid by EFT 0 23 75 Number of Payments Made by EFT 0 113 500 Percent of Total Payments 0.00% 1.25% 6.00% FY 11 Proposed 125 1,000 10.00% 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 08 FY 09 Measures: Actual Actual City of Flagstaff control deficiencies 3 0 City of Flagstaff significant deficiencies 0 0 Single audit findings 2 0 FY 11 Proposed 0 0 0 Annual Financial Plan 159 FY 10 Estimate 0 0 0 City of Flagstaff MANAGEMENT SERVICES SECTION: SECTION 13 FINANCE/BUDGET 13-FINANCE AND BUDGET EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 962,483 33,866 23,072 $ 1,019,421 Adopted Budget 2009-2010 $ 921,852 23,655 13,231 $ 958,738 Estimated Expenditures 2009-2010 $ 849,806 27,586 16,923 $ 894,315 Proposed Budget 2010-2011 $ 844,153 23,904 14,850 $ 882,907 Budget-Budget Variance $ (77,699) 249 1,619 $ (75,831) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ACCOUNTING PAYROLL ACCTS PAYABLE/ RECEIVABLE BUDGET GRANTS ADMINISTRATION TOTAL $ 183,877 414,923 140,050 159,676 7,384 113,511 1,019,421 $ 135,193 371,218 133,406 144,612 5,536 168,773 958,738 $ 92,091 360,694 135,426 144,947 6,146 155,011 894,315 $ 111,841 335,523 135,906 124,524 6,500 168,613 882,907 $ (23,352) (35,695) 2,500 (20,088) 964 (160) (75,831) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 481,542 65,731 64,260 29,028 119,530 6,224 29,441 87,151 882,907 COMMENTARY: The Finance and Budget operating budget has decreased 8% with no capital expenditures. Personal Services decreases are due to .25 FTE staffing reduction of an Account Clerk and limiting all Accountant positions to Accountant I positions. In addition, there are small benefit increases. There were small contractual and commodities increases for printing, copying and postage. There is no major capital (>$10,000) for this section. Annual Financial Plan 160 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION MISSION 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 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 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 161 City of Flagstaff COMMUNITY DEVELOPMENT Annual Financial Plan City Administration 01 1 City Manager Community Enhancement ## 1 Deputy City Manager Community Development 15 1 Division Director (CD) 8810 1 Admin Specialist 8810 Planning and Development Services 16 Housing 19 Engineering 17 1 Planning Director 8810 1 Housing Manager 8810 1 City Engineer 8810 1 Admin Specialist 1 Admin Specialist 8810 8810 Capital Improvements 03 Inspection and Testing 1 Construction Manager 9410 Current Planning Building Safety 1 Current Planning Manager 1 Building Official 1 Housing Planner 8810 8810 8810 1 Administrative Specialist 8810 3 Planning Development Manager 3 Bldg Plans Examiners 8810 8810 1 Permanent Affordability Administrator 9410 Delivery 8810 1 Capital Improvements Engineer 8810 162 1 Development Svcs Supervisor 1 Inspection Supervisor 8810 9410 1 Development Svcs Spec 5 Engineering Inspector 9410 1 Housing & Grants Admin 8810 7 Project Manager 2 Matl Tech I 8810 9410 Planning 5 Building Inspectors 8810 1 Inspection Supervisor 9410 1 Capital Improvements Engineer Comprehensive Planning Zoning Code Administration 1 Comprehensive Planning Manager 1 Zoning Code Administrator 8810 8810 8810 1 Project Manager 8810 Neighborhood Planner 1 Code Compliance Supervisor 8810 9410 Transportation Engineering 05 Development Engineering 1 Traffic Engineer 1 Assistant City Engineer 8810 8810 1 Code Compliance Officer II 9410 1 Project Manager 1 Engineering Tech III 8810 8810 1 Zoning Code Manager 8810 3 Project Manager 8810 FMPO 1 Metro Planning Org Mgr 8810 City of Flagstaff .5 Admin Specialist 8810 1 Multi Modal Trans Planner 8810 .38 Intern 8810 COMMUNITY DEVELOPMENT SECTION 03  Initiated construction or are under construction for 7 projects valued at $5.8M. Projects with construction percent completed (status as of 1/13/10) include: o Rio De Flag Butler Tunnel @ 51% o Lake Mary Rd. Utility @ 80% o Rt 66 South of Tracks beautification @ 92% o FUTS Rte 66 Downtown trail @ 69% o Rail crossing modifications @ 82% o West/Sixth intersection @ 86% o Industrial Dr. –Fanning to Eagle Mtn @ 92%  Construction completed with projects under warranty for 17 city projects valued at $65.0M include: o US 89 Streetscape o Aspen Sawmill o USGS Building Demolition o Fire station #3 o Fire station #5 o Aquaplex o Business Incubator NACET o Sunnyside single driveway improvement o Rio De Flag, Clay Basin o FUTS – Crescent – Cheshire (Observ Mesa) o FUTS – Rio North Blue Willow to 180 o Visitor Center paver replacement o Fort Valley sidewalk o Navajo/Bonito sidewalk o Huntington Dr Improvements PH II o Brannen & Colorado dirt St. paving o Steves Rail crossing study  Continued to facilitate monthly Capital Improvements Committee meetings to provide internal review and oversight.  Assisted in the development of proposed bond program for 2010 and provided support for the Bond Advisory Task Force.  Provided assistance for development of Regional Transportation Plan update.  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.  Maintained City-wide data base of capital projects for funding division input and up-dates.  Coordinated internal review of proposed 5 year plans for each functional area within the City of Flagstaff and 5-year CIP up-date for 2011–2016. 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 10 ACCOMPLISHMENTS  Engineered design documents in progress toward construction for 19 capital projects valued at $36.07M. Projects with design percent completed (status as of 1/13/10) include: o Fire station #2 @ 57% o Presidio Woody Mt. Roadway redesign @ 83% o Sunnyside PH V @ 58% o Ponderosa Parkway @ 95% o Rio De Flag Flood control @ 90% o Rio De Flag Utility, Lower reach @ 59% o Rio De Flag Downtown RR bridge @ 50% o Neon Corridor/E. Rte 66 historical @ 90% o Woodland Village Blvd Medians @ 71% o Southside Traffic improvements @ 86% o Rt. 66 Milton Pork Chop @ 90% o FUTS Crescent – Cheshire bridge @ 100% o FUTS Hospital rim @ 0%FUTS Florence St – Walnut St underpass @ 30% o Woodlands Village sidewalk south @ 3% o Industrial Dr – ‘the’ Fanning wash @ 43% Annual Financial Plan CAPITAL IMPROVEMENTS 163 City of Flagstaff COMMUNITY DEVELOPMENT             SECTION 03 Assisted in the identification of potential economic stimulus projects at both the local and Federal level. Provided project management services for the South Fourth St. Corridor Study and for Lone Tree Overpass Study. Facilitated monthly coordination meetings for Urban Streetscape and Urban Trails Programs. Initiated contract and construction phase for the Quiet Zone at grade crossings throughout Flagstaff. Continued Rio de Flag project coordination with Army Corps of Engineers including construction phase liaison for the Butler Tunnel. Continuous project management services for Fire Stations #2 and #3 and associated Ponderosa parkway. Construction administration services for the paving of Industrial Dr. between Fanning Dr. and Eagle Mountain Dr. Continued project management services for the FUTS projects. Project management and design phase services for the Sixth Ave/West St. intersection improvements. Ongoing delivery of FHWA and US Forest Service for the $11 M Lake Mary Road Improvements project. Provided project management and construction contract administration for the US 89 N. Streetscape project. Complimentary project management services for the design of Sunnyside Ph V Street improvements. while complying with all policy and legal requirements.  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.  Support public information program for potential bond projects and coordinate programming and implementation of projects that may be authorized in November 2010.  Provide assistance and expertise required for further development of USGS Campus and Science & Technology Facilities. Capital Project Delivery  The forecast for projects that the Capital program expects to achieve major milestones encompasses 14 projects with a total City Value of $20 M including: o Milton Rd Corridor study – Fall ‘10 o USGS SFO Office/Lab Buildings – Design Spring ‘11 o Bond 2010 project(s) – Fall ‘10 o Fourth St Corridor study – Complete Spring ‘11 o FUTS – ATA Rte 66 to Switzer Mesa - Design Spring ‘11 o FUTS – Country Club Rte 66 to Cortland Design Summer ‘11 o FUTS – Linda Vista Connector - Design summer ’10 o FUTS - Switzer Canyon Trail - Design Fall ‘10 o FUTS – Milton Site grave ADA walkway o FUTS – Arrowhead and 6th Connectors Design Fall ‘10 o Beulah Blvd Extension - Complete prospectus Fall ‘10 o Lone Tree overpass study – Complete study Spring ‘10 o West & Arrowhead reconstruction Design Spring ‘11 o NAIPTA/NAU Mt. Link Design Summer ‘10 FY 11 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  Maintain well trained and team-centered staff.  Track continuous improvement of internal processes to ensure timely delivery of projects Annual Financial Plan CAPITAL IMPROVEMENTS 164 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 03 CAPITAL IMPROVEMENTS 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: Dashboard – Yellow 80 – 90% Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Percentage of projects completed within 5% of 41 %, 65 %, (88 %) 90% (Two quarter (Four quarter (Two quarter authorized amount avg.) avg.) avg.) 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: Dashboard – Red < 80% Trend: / FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Percentage of projects completed within 3 52 %, 87.9 %, (76.4 %) 90% (Two quarter (Four quarter (Two quarter months of accepted schedule avg.) avg.) avg.) 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: Dashboard – Yellow 70 – 80% Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Percentage of programmed projects No implemented within 2 years of the project’s measurement 66% (70%) 75% initially programmed starting year Annual Financial Plan 165 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 03 CAPITAL IMPROVEMENTS 03-CAPITAL IMPROVEMENTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 1,311,107 82,538 (1,618,564) $ (224,919) Adopted Budget 2009-2010 $ 1,111,855 156,750 (1,387,626) $ (119,021) Estimated Expenditures 2009-2010 $ 1,113,186 86,340 (1,362,391) $ (162,865) Proposed Budget 2010-2011 $ 1,101,931 73,092 (1,386,909) $ (211,886) Budget-Budget Variance $ (9,924) (83,658) 717 $ (92,865) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PROJECT MANAGEMENT ADOT PROJECT COORDINATION UNPLANNED/UNPROGAMED WORK 5 YEAR CAPITAL PROG DEV BOND ELECTION DEVELOPMENT TOTAL $ 128,540 (462,614) 12,979 7,464 84,012 4,700 (224,919) $ 96,100 (371,796) 12,099 144,576 (119,021) $ 96,030 (367,368) 8,224 8,623 73,926 17,700 (162,865) $ 28,183 (416,799) 11,816 147,731 17,183 (211,886) $ $ (211,886) (211,886) $ (67,917) (45,003) (283) 3,155 17,183 (92,865) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Capital Improvements operating budget has increased 78% and there are no capital expenditures. Personal Services decreases are due to decrease in workman's compensation rate. Contractuals decreases are related to consultant fees which were one time funded in FY 2010. Commodities slight increase is a result in an increase in work order charges. 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 166 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 14 FLAGSTAFF MPO MISSION FY 10 ACCOMPLISHMENTS Innovative solutions and communications with the public define the FMPO as the leader for coordinating regional transportation and land use planning. Intellectual and professional integrity keep us there.     Regional Transportation Plan update completed Building a Quality Arizona statewide transportation vision completed with FMPO input Achieved FUTS objectives in design, acquisition, funding and construction Coordinated several federal pass-through grant programs for transit, human services transportation, and transportation enhancements 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. FY 11 NEW INITIATIVES    Snow Play Area transportation impacts and alternatives Roadway Maintenance Costing Tool Coordination and support for state and local initiatives like Regional Plan 2012, State Long Range Transportation Plan, Camp Navajo 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, other Frequency: Annual Scoring: Citizen Perception (77% - 10/06 trip diary survey: system meets travel needs); FMPO Executive Board acceptance Trend: Citizen Perception – Up ; Board acceptance – static  Measures: Percent of regional residents finding transportation system meets their needs somewhat well or very well. Executive Board accepts findings of annual Performance Report Annual Financial Plan FY 08 Actual n/a FY 09 Estimate 77% FY 10 Actual No cityscape survey n/a n/a 100% 167 FY 11 Estimate 80% Assumes survey 100% 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: Green = Progressing, Average Trend:  (Up as information is disseminated, issues identified and responded to) Measures: Percent of city and/or regional residents supporting proposal FY 08 Actual n/a FY 09 Actual n/a FY 10 Estimate 70% FY 11 Proposed n/a Council Priority: Community Sustainability Goal: Achieve increasing mode share for walk, bicycle, transit and carpool modes. Objective: Achieve a combined mode share of 25% for the region by 2040. Type of Measure: Outcome Tool: Trip Diary Survey (with city or other support); transit reports, bicycle commutes logged by Flagstaff Biking Organization Frequency: full survey every 3-5 years, annual tracking of other measures Scoring: Green = Progressing, Average, Yellow = static; Red = regressing Trend:  (Up –based on 1997 estimates and 2006 Trip Diary Survey Results Measures: Trip Diary Results Transit trips per capita Bike-to-work week registered commutes by bike FY 08 Actual n/a 14.2 2541 FY 09 Actual n/a 16.3 3380 FY 10 Estimate n/a 17.9 4056 FY 11 Proposed n/a 19.6 4867 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 (total error based on variance of model from counts) Frequency: annually Scoring: percent under industry standard Trend: Model RMSE - down  (smaller is better) Mode Share – down  (expect accuracy to lag between surveys) FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Root mean square error for roadway volumes n/a 20/35 20/35 19/35 FMPO/Industry (RMSE 35) Non-auto mode share accuracy (based on trip Unknown 70% 65% 60% diary survey every 3-5 years) Annual Financial Plan 168 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 14 FLAGSTAFF MPO 14-FLAGSTAFF MPO EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2008-2009 $ 237,237 288,761 (46,702) $ 479,296 Adopted Budget 2009-2010 $ 238,392 82,920 (32,893) $ 288,419 Estimated Expenditures 2009-2010 $ 238,392 88,606 (28,764) $ 298,234 Proposed Budget 2010-2011 $ 240,868 297,020 (26,963) 11,000 $ 521,925 Budget-Budget Variance $ 2,476 214,100 5,930 11,000 $ 233,506 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PUBLIC PLAN DEVELOPMENT SHORT RANGE PLANNING PROG TANSPORTATION IMPROV PLAN SHORT RANGE DATA COLLECTN LONG RANGE TRANSIT PLAN LONG RANGE TRANSPORT PLAN LONG RANGE "OTHER" TRANSP TOTAL $ 101,113 109,602 30,916 39,312 177,622 20,731 479,296 $ 231,419 3,000 54,000 288,419 $ 183,020 4,378 3,000 1,677 98,142 8,017 298,234 $ 188,625 9,000 176,000 700 30,000 117,600 521,925 $ $ 521,925 521,925 $ (42,794) 9,000 176,000 700 27,000 63,600 233,506 SOURCE OF FUNDING: METROPOLITAN PLANNING FUND COMMENTARY: The Flagstaff MPO operating budget has increased 77% and and capital expenditures total $11,000 resulting in an overall net increase of 81%. Personal Services include health insurance and dental insurance increases. Contractual increases are due to Winter Recreation Impact Sudy. Commodities decreases are due to the Contra Work Order Charges. Major capital (>$10,000) includes $11,000 assoicated with the Milton Study. The MPO is a 100% grant reimbursed program. Annual Financial Plan 169 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 15 CD ADMINISTRATION MISSION FY 10 ACCOMPLISHMENTS CREATING COMMUNITY TOGETHER. We are a client-focused team that enables quality development, reinvestment, and conservation of the natural and built environment through publicly adopted policies.      Aspen Place at Sawmill ID Constructed Flagstaff Housing Authority Integration Presidio in the Pines – Bonding Construction Fire Station Construction of 3rd Station CD Leadership Team and on-going excellence initiatives  Rio de Flag Project – Butler Tunnel and Value Engineering  Development Oversight Team to continually review process and outcomes  Downsizing Division to match workload 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 11 NEW INITIATIVES AND GOALS        Aspen Place at Sawmill Project Vitality Flagstaff Housing Authority Integration Presidio in the Pines Fire Station Construction of 4th Station CD Leadership Team and on-going excellence initiatives Rio de Flag Project – Phase 2A Construction and Scheduling/Funding/LRR Development Oversight Team to continually review process and outcomes 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 08 FY 09 FY 10 Measures: Actual Actual Estimate Percentage of Community Development clients N/A N/A 75% and citizens who agree that a sampling of new development, capital and housing projects are positively affecting our built environment Annual Financial Plan 170 FY 11 Proposed 75% City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 15 CD ADMINISTRATION 15-COMMUNITY DEVELOPMENT ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 277,015 8,389 20,776 $ 306,180 Adopted Budget 2009-2010 $ 256,912 7,963 23,400 $ 288,275 Estimated Expenditures 2009-2010 $ 253,095 14,563 16,800 $ 284,458 Proposed Budget 2010-2011 $ 230,246 16,790 11,228 $ 258,264 Budget-Budget Variance $ (26,666) 8,827 (12,172) $ (30,011) $ $ $ $ $ $ $ $ 258,264 258,264 $ $ $ $ 258,264 258,264 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TOTAL 306,180 306,180 288,275 288,275 284,458 284,458 (30,011) (30,011) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Community Development operating budget has decreased by 10% and there are no capital expenditures. Personal Services decreases are due a reduction of .5 FTE of an Administrative Specialist. Contractual increases are due to increased costs related to the maintenance of equipment. Commodities decreases are due to the reduction of office supplies and other operating supplies. There are no major capital (>$10,000) expenditures planned for this section. Annual Financial Plan 171 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 16 MISSION The Building Safety Program is primarily responsible for administering and enforcing the provisions of the various International model codes and energy codes. This entails adopting changes to the City’s Title 4 for building codes that regulate horizontal and vertical construction, reviewing and approving building permit applications for residential and commercial construction as well as providing inspection to ensure safe compliant construction. 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. PROGRAM DESCRIPTION The Zoning Code Administration Program is responsible for ensuring fair and consistent interpretation and administration of the City’s zoning code and providing timely updates and amendments to the code. For the current and upcoming fiscal years, the primary task will be completing work on the comprehensive rewrite of the Land Development Code, and ensuring its coordination with the Regional Plan. After the zoning code is completed and implemented, work will commence on the proposed Property Maintenance Ordinance. In addition, the Code Compliance Program promotes the health, well-being, and general quality of life for the citizens of Flagstaff by ensuring compliance with relevant city codes. 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 Section is divided into five programs. The Current Planning Program is responsible for administering, implementing and enforcing the Land Development Code (LDC) and the Flagstaff Regional Land Use and Transportation Plan. The Program provides single point of contact service to both our clients and our various customers. The Section also provide customer service to external and interal clients and is the imformation hub to the Community Development Division for all activities that a funneled though the front counter. The front courter recieves and deceminates various applications, reviews application for completeness, provides direct customer support to all, issues permits and reviews applications (such as site plans, rezoning, & plats). Annual Financial Plan PLANNING & DEVELOPMENT SERVICES The Advance Planning Program 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 and outside agencies 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. 172 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 16 FY 10 ACCOMPLISHMENTS            Current Planning continues to be the staff liaison and provide administration to the Planning and Zoning Commission. Current Planning spear headed the detailed leadership and administration to the Planning & Development Services Director in the refinement Development Review Board process. The process implemented and improved the singlepoint of contact to provide excellent customer service in processing the various types of development proposals. A newly Implemented Pre-Application process was initiated that allows our clients to get a basic, free and timely pre-development review with minimal information. This process is a direct response from our customers to obtain basic information prior to any substantial commitments by the applicants. Completed the Current Planning Business Practices manual. The manual fully documents all of the business processes, steps, requirements, and techniques related to Current Planning. The manual has been updated to account the new fee structures. Initiated a refinement tracking system of all permits, process and procedures related to the front counter. Audit all permit applications to maintain updated requirements, processing and procedures. The Current Planning Program reviewed a total of 89 concept and site plan proposals throughout the review period. Assisted with the detailed review of approximately 146 miscellaneous building permits during the fiscal year. Continue to process lot-slit request. The Current Planning Program Management processed 14 lot splits during the fiscal year. Assisted Information Services in implementing the new Fee Schedule within Kiva. This effort included the auditing of all permits within Planning, Engineering, Housing & Economic Vitality to assure seamless customer service though out the various permitting processes. Current Planning provided assistance to Zoning Administration Section. The Current Planning Program has provided expertise and suggests amendments to the LDC and will further assist Annual Financial Plan         173 PLANNING & DEVELOPMENT SERVICES the Zoning Administration Section in the re-write of the LDC and any interim revision program. Provide assistance to Comprehensive Planning Section with the updating of the Regional Land Use and Transportation Plan. Provide assistance to Regional Planning Core Team and the Citizen Advisory Commission as needed. Adoption of amendments to the Land Development Code to allow for a new offpremise sign at the Flagstaff Auto Mall. Following approval by the City Council in January 2009 of a contract with Opticos Design Inc. and their team, work has commenced in earnest on the comprehensive rewrite of the zoning code. Task 1 (Background Review and Initial Public Participation) and Task 2 (Documentation and Analysis) were completed in summer 2009, and Task 3 (Design Charrette) was completed by the end of the year. Work is now well underway with Task 4, code drafting and a complete public review draft is scheduled for release on June 1, 2010. Successful development of improved relationships between neighborhood organizations and code compliance staff, (e.g. Plaza de Vieja, Southside and Sunnyside). Completed updates to a comprehensive process and procedures manual for the code compliance program. Successful implementation of stronger working relationships with the Police Department and other City Divisions on compliance issues. Continue with the implementation of a proactive program to ensure compliance with the City’s lighting code to protect the quality of Flagstaff’s dark skies. City hosted a Lighting Forum in cooperation with the Flagstaff Dark Sky Coalition to educate business owners on the benefits of dark skies. Established and implemented the adopted 2009 City of Flagstaff Building Code amendments. This incorporated a full review and inclusion of all of the 2006 International Energy Conservation Code requirements into new construction [adoption has been stalled by an Arizona State wide moratorium on all new building code amendments for existing subdivisions for a period of two years]. City of Flagstaff COMMUNITY DEVELOPMENT              SECTION 16  A completed documentation of all work program processes has been completed and a goal for FY 11 will be to transfer the work information to a publicly available website for better customer service. Adoption of 2009 amendments to the 2006 International Building Codes, the 2006 International Energy Code with amendments and train both inspection/plan review staff and work out-reach training of local builders. No vehicle accidents for any of the assigned pick-up and hybrid inspection vehicles. No on the job injuries. Combined the continued in-house training making all inspectors conduct inspections in both the Residential and Commercial areas with the plans examiners. Performed 99% of all requested inspections within 24 hours of the request. Updated training and re-newel 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. Added new training for the inspection of safe installations of photovoltaic, solar thermal, and wind generation systems to include requirements by Arizona Public Service and State DOE sponsored plan review requirements. Developed a business practices manual to document the business practices of the building inspection section. Transitioned inspectors with in-house training with the Fire Inspectors to perform annual kitchen hood and commercial building fire sprinkler safety inspections due to reduction of personnel in Fire Department. Added inspection assistance to Public Works Division in performing detailed annual inspections of back-flow prevention devices and grease trap interceptors. Adjusted staffing due to workload changes, but through the process, management was able to secure a re-range for existing personnel and reinstate a 10% salary reduction for remaining staff. Established Citizens Advisory Committee and Steering Committee to provide guidance of the Regional Plan 2012 which was kicked- off. Annual Financial Plan      PLANNING & DEVELOPMENT SERVICES Public Participation Plan of the Regional Plan 2012 adopted and implemented with Open Houses and Focus Groups. Completed the La Plaza Vieja Neighborhood Plan for adoption Established Complete Count Committee for the Census 2010 which oversaw the outreach efforts to bring awareness of the Census 2010. Completed the NAU Town Gown Report. Comprehensive review of bond initiatives in respect to the Regional Plan. Project review in relation to the Regional Plan (i.e. Fourth Street, Downtown Parking Management, etc.) FY 10 ADDITIONAL ACCOMPLISHMENTS          174 Refinement of the single point of contact system in concert with the development review process. Conducted a single point of contact retreat. Conducted several lesson’s learned meeting with the team that resulted in further refinements. Implemented the new Development Fees into the review process. Implemented the Development Impact Fee system into the review process. Reviewed and approved the Super Walmart building permit. Manage and operated CD TV that inform our clients, customers and stakeholders of current events. Completed the Current Planning & Front Counter Procedures and Processes manual. Assisted Zoning Administration with an amendment to the LDC for auto park signage. Reviewed RSOQ for Planning/consulting services for Parks, Recreation and Open Space Organizational Master Plan. The Planning Commission has reviewed 22 items from January 2008 through January of 2009. They approved several redevelopment projects, new development and residential subdivisions. Some of the more interesting cases included: City of Flagstaff COMMUNITY DEVELOPMENT    SECTION 16 St Francis de Assisi Church Rezoning, including an associated development agreement amendment. Science Technology Park rezoning case. Worksessions on Land Development Code. The Commission also is represented on the Open Spaces Commission, Board of Adjustment, Water Commission and the Transportation Advisory Committee. be accomplished in advanced planning by a series of new initiates:   FY 11 NEW INITIATIVES AND GOALS   Public Safety: Continue with proactive and reactive code compliance to courteously enforce community values to foster clean, safe and orderly neighborhoods.    Continue with the implementation of a comprehensive report writing program developed in cooperation with the Police Department to ensure tracking of timely followup inspections and detailed recording of compliance history on a property.  Ensure that all code compliance officers are certified as Zoning Inspectors and Property Maintenance Inspectors with the International Code Council (ICC). Leverage community assets (i.e. NAU, Rural Policy Institute, interns), grant sources and technology (Decision Theater and/or Inhouse GIS) to provide planning analysis to optimize, test and achieve the primary goal. Creation and adoption of an Airport Area Plan allowing internal and external stakeholders to understand the potential and appropriate land uses for Flagstaff’s Welcome Mat. Adoption of the Butler Corridor Access Area Plan Serving as Steering Committee members for NAU Master Plan ensuring the compatibility with the Regional Plan 2012. Collaborative with FMPO’s Milton Corridor Study Collaboration with Economic Vitality proposals with long-range and neighborhood plans to foster new ideas and economic development opportunities are compatible with plans and community desires Implement at least 3 of 19 goals from the Town Gown Report in partnership and direction from the Mayor and the President of NAU’s offices Continue with the process of working with Opticos Design Inc. and their team 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 understand. Numerous opportunities for public input and participation will continue to be provided throughout this process. Continue to build and strengthen relationships with other enforcement agencies within the City. The Building and Inspection management offices will be combined and placed under one manager in the fall of 2010. The physical facilities have already been merged to provide better one-stop client services. A public forum process was initiated in January 2010 to review and prepare the 2010 Building Code Amendments that will eventually adopt the 2009 International Building Code series.  PLANNING & DEVELOPMENT SERVICES Continue to implement a Community Oriented Code Compliance (COCC) initiative that will bring code officers in closer contact with community residents to inform them about code compliance issues and solicit their participation in caring for their communities. Family, Youth and Community A primary goal is the drafting and creation of the Regional Plan 2012 for City Council approval and voter consideration in 2012. Much of this will Annual Financial Plan 175 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 16 Following successful completion and implementation of the new zoning code, commence work on a proposed Property Maintenance Ordinance.   PLANNING & DEVELOPMENT SERVICES Sustainability must be extended to the manmade environment and through the encouragement of using local materials, energy conservation requirements and better fire/life safety coordination, Planning and Development Services is providing superior facilities to meet current and future needs. Affordable Housing: Through the Land Development Code rewrite actively promote and encourage the development of affordable housing opportunities. New energy conservation efforts through new code changes are assuring that affordable housing will also be sustainable by assure that increasing energy costs are partially mitigated. Community Sustainability: Through the adoption of an updated zoning ordinance: encourage sustainable economic vitality, environmental protection and social inclusion so that community residents and visitors can enjoy a better quality of life. Continue with the implementation of a proactive program to ensure compliance with the City’s lighting code to protect the quality of Flagstaff’s dark skies.  Economic Vitality: Through the eventual adoption of a revised and updated Land Development Code, promote economic vitality through new growth and development.  Environmental Sustainability. Through the Land Development Code rewrite actively promote and encourage sustainable development practices to protect and enhance Flagstaff’s unique environment. City Council has amended Title 4 to adopt an aggressive energy conservation codes that will assure that existing resources are wisely used.  Facilities and Basic Services. Continue to implement a Community Oriented Code Compliance (COCC) initiative that will bring code officers in closer contact with community residents to inform them about code compliance issues and provide them with a high standard of basic municipal services. 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 annual review of Building/Energy Code. (B) Increase public awareness of and participation in the process. (C) 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) 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. (C) Approval of development proposals that support the City’s Economic Vitality, Environmental and Affordable Housing goals. (D) Determine support for resultant built environment. Annual Financial Plan 176 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 16 PLANNING & DEVELOPMENT SERVICES 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: ↔ CY 08 CY 09 CY 10 FY 11 Measures: (A) Actual Actual Estimate Proposed Regional Plan Milestones (Percent completed) 30% 50% 75% 90% Percent of development applications that meet N/A 95% 100% 100% two or more of Council policies Land Development Code Milestones (Percent 50% 95% 100% 100% completed) Energy Code (Percent completed) 100% 100% 100% 100% Measures: (B) Regional Plan (Percent scoring met in public & 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 & group awareness in project) Energy Code(Percent scoring met in public and group participation in project) Percent of built projects that meet scoring target CY 08 Actual CY 09 Actual CY 10 Estimate FY 11 Proposed 90% 95% 95% 95% 90% 95% 95% 95% 90% 95% 95% 95% 90% 95% 95% 95% 90% 95% 95% 95% 50% 90% 95% 95% N/A 80% 90% 95% Council Priority: Public Safety Goal: To courteously enforce community values within neighborhoods. Objective: Through education and community outreach foster clean, safe and orderly neighborhoods. Type of Measure: Program Outcome CY 08 Actual CY 09 Actual CY 10 Estimate FY 11 Proposed Measures: Participate in neighborhood clean-up efforts. N/A 50% 0% 100% Tool: Participation by staff Frequency: Min. 2 times per year [Lack of funding from the County, City and local neighborhood organizations resulted in no organized neighborhood clean-ups. However, outreach on the need for keeping neighborhoods, clean, safe and orderly continued.] Scoring: 50% Progressing Trend: ↓ Annual Financial Plan 177 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 16 PLANNING & DEVELOPMENT SERVICES CY 08 Actual N/A CY 09 Actual Ongoing CY 10 Estimate 100% FY 11 Proposed 100% CY 08 Measures: Actual Measure community response to COCC by N/A recording compliments and complaints. Tool: Survey or tracking of citizen contacts with staff Frequency: Monthly report Scoring: 75-90% Average Trend: ↔ CY 09 Actual Ongoing CY 10 Estimate 100% FY 11 Proposed 100% Measures: Meet with neighborhood groups to build stronger relationships. Tool: Meet with neighborhood residents Frequency: Min. 1 time per month Scoring: 90% Progressing Trend: ↑ 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 08 CY 09 CY 10 FY 11 Measures: (A) Actual Actual Estimate Proposed Percent of development applications that meet N/A 95% 100% 100% two or more of Council policies. Measures: (B) Percent of built projects that meet scoring target. Annual Financial Plan CY 08 Actual N/A 178 CY 09 Actual 80% CY 10 Estimate 90% FY 11 Proposed 90% City of Flagstaff COMMUNITY DEVELOPMENT SECTION 16 PLANNING & DEVELOPMENT SERVICES 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 08 CY 09 CY 10 FY 11 Measures: (A) Actual Actual Estimate Proposed Percent of error free plan reviews N/A95% 98% 98% Percent of error free building inspections N/A95% 98% 98% Measures: (B) Percent of contractor rating plan review as satisfactory or better Percent of builders rating building inspections as satisfactory or better CY 08 Actual CY 09 Actual CY 10 Estimate FY 11 Proposed N/A- 80% 90% 90% N/A- 85% 90% 90% Council Priority: Community Sustainability Goal: Provide development project applicants all the information needed at the earliest opportunity to secure approval of a quality project while providing for safe and functioning transportation, water, sewer and drainage systems for lasting use by current and future residents and visitors. Objective: Provide punctual and comprehensive client focused site plan review to enable quality development. Type of Measure: Program output Tool: Project tracking software/Program Manager analysis Frequency: Each application Scoring: Percentage of occurrence Trend: ↔ CY 08 CY 09 CY 10 FY 11 Measures: Actual Actual Estimate Proposed Percent of land development applications approved without “surprise” conditions when N/A90% 95% 95% conceptual site plan was not altered or modified by the applicant/developer. Type of Measure: Program output Tool: Project tracking software/Program Manager analysis Frequency: Each permit issued Scoring: Percentage of occurrence Trend: ↔ CY 08 Measures: Actual Percent of building & engineering permits issued without “surprise” construction plan conditions of N/Aapproval. Annual Financial Plan 179 CY 09 Actual CY 10 Estimate FY 11 Proposed 95% 90% 95% City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 16 PLANNING & DEVELOPMENT SERVICES 16-PLANNING & DEVELOPMENT SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 2,340,767 91,978 67,986 $ 2,500,731 Adopted Budget 2009-2010 $ 2,142,813 76,046 60,214 $ 2,279,073 Estimated Expenditures 2009-2010 $ 2,097,548 75,377 52,741 $ 2,225,666 Proposed Budget 2010-2011 $ 1,927,064 78,025 55,303 $ 2,060,392 Budget-Budget Variance $ (215,749) 1,979 (4,911) $ (218,681) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COUNCIL AND COMMISSIONS ADVANCE PLANNING BUILDING PLANNING REVIEW BUILDING INSPECTION CODE COMPLIANCE DEVELOPMENT REVIEW TOTAL $ 295,161 326 97,060 418,736 790,441 236,765 662,242 2,500,731 $ 280,581 203,781 336,124 650,320 248,848 559,419 2,279,073 $ 280,229 203,294 365,035 569,891 247,430 559,787 2,225,666 $ 276,921 222,642 258,835 529,795 339,830 432,369 2,060,392 $ $ 2,060,392 2,060,392 $ (3,660) 18,861 (77,289) (120,525) 90,982 (127,050) (218,681) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Planning and Development Services operating budget has decreased by 10% and there are no capital expenditures. Personal Services decreases are due to 4.2 FTE staffing reductions that include an Admin Specialist (1.0 FTE), Building Inspection Manager (1.0 FTE), Code Compliance Officer II (1.0 FTE), Inspectors (1.2 FTE). Contractual increases are due to advertising. Commodities decreases are primarily due to reductions in vehicle related maintenance expenses. One time expenditures for this division are for advertising, postage and freight, and copying/printing for LDC and Regional Plan. There are no major capital (>$10,000) expenditures planned for this section. Annual Financial Plan 180 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. Participated in ongoing improvements Community Development’s Single Point Contact development review process to of Transportation Engineering  Provided support for Traffic Impact Analysis’ for Wal-Mart Supercenter, Hawkins Properties, and Juniper Point  Member of FMPO Technical Advisory Committee  Supported the Traffic Commission to engage the public and provide forum for public input  The Traffic Commission completed hearings for long standing Neighborhood Traffic Calming Projects for Beal Road and the Bow and Arrow Neighborhood  Provided private and capital plan reviews on numerous projects  Addressed Citizen complaints in part with 44 new internal Work Orders for new or revised traffic control devices  Process signage and striping improvements city wide  Supported Risk Management in the defense of roadway related claims against the City  In cooperation with GIS, developed and updated a comprehensive crash database and mapping tool  Provided support for numerous Mountain Line Transit initiatives including the Downtown Transfer Center, Route 4 improvements and the Mountain Links Project  Implemented Traffic Signal timing plans for Butler Avenue, N Hwy 89 and Columbus Avenue corridors PROGRAM DESCRIPTION The Engineering Section is made up of 4 Programs: Capital Improvements (see Section 03), Transportation Engineering, Development Engineering and Engineering Inspection & Testing. FY 10 ACCOMPLISHMENTS Administration  Conducted Section staff meetings  Attended Program staff meetings  Toured completed, current and future projects with staff  Responsive to the needs of Council, citizens, City Manager and other Divisions/Sections  Provided consistent leadership and support for the Engineering Section  Attended monthly meetings with FUSD’s Assistant Superintendent of Operations  Attended bi-monthly meetings with ADOT’s District Engineer and staff  Attended quarterly Executive meetings with US Army Corps of Engineers for the Rio de Flag project  Met regularly with Purchasing Director and Assistant Public Works Director  Member of Capital Improvements and Change Order Committees  Member of the Development Review Board  Member of FMPO Technical Advisory Committee  Attended Council Meetings, Executive Sessions and Work Sessions  Attend Traffic Commission meetings  Established meaningful performance measures for the Engineering Section  Member of Community Development’s Development Oversight Team Annual Financial Plan ENGINEERING Development Engineering  Streamlined a number of internal processes to enhance productivity and customer service  Provided support to promote completion of the Presidio in the Pines development  Successfully transferred operation of the records management work tasks to the Survey & Mapping group  Developed comprehensive plan review checklists for use by project managers  Provided written instructions, training sessions and support to internal KIVA users  Assisted with preparation of the technical sections of the new Land Development Code 181 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 17  Engineering Inspection & Testing  There were no on the job injuries  The Materials Lab performed 5,865 individual tests  There was no warranty work required on any of the construction projects.  All staff attended and received competent person certifications in Trench and Excavation Safety Training  The Inspectors performed 12,081 inspections in the City right of way  All personnel attended Confined Space Training  27 major construction projects received a Final Letter of Acceptance  All staff attended the Blue Stake Seminar  Inspected 44 Private Development projects (including Courtyard by Marriott, McMillan Mesa Village and YMCA) and 17 Capital Improvement Projects (including Fire Station #3, Industrial Drive Reconstruction, West/Sixth Intersection Improvements and Sunnyside Phase IV)  Provided additional materials tests on-site for Public Works and Utilities projects  All of the inspectors attended Traffic Control Training     Work on the Transportation Element and related portions of the Regional Land Use Plan update Develop implementation strategies for some of the key elements of the recently completed Regional Transportation Plan In cooperation with the Flagstaff MPO, develop revised Traffic Impact Analysis guidelines for private development projects In coordination with the overall DMP, continue to find new opportunities for additional parking resources in and around the Downtown area Work with the Land Development Code re-write project to ensure the new elements in the LDC are consistent with our mission to provide a safe, balanced and efficient transportation system Development Engineering  Continue to streamline internal processes to enhance productivity and customer service  Continue to educate the development and consulting professionals community regarding code, processing, and construction requirements  Process revisions to Engineering Design and Construction Standards and Specifications  Assist IT with completion of GIS links to the documents currently filed in the FREDII database  Continue to expand the information available on the City’s public website FY 11 NEW INITIATIVES AND GOALS Administration  Provide leadership and support for the Engineering Section  Work closely with other Divisions and Sections to ensure thorough communication and coordinate work programs  Ensure a well trained, team centered, client focused staff  Increase Engineering Section’s use of the City’s webpage  Promote Leadership’s Culture and Values  Continue to improve citizen’s satisfaction with Engineering Section’s work outcome through defined performance measurement Engineering Inspection & Testing  Maintain the current levels of NICET (National Institute for Certification In Engineering Technologies) through continued education and some staff will have the opportunity to obtain the next levels of certification  Continue to provide timely inspections and materials tests for both private development and capital improvement projects  Completion of the FUTS – Route 66 Downtown Trail, Fort Tuthill Water/Sewer Phase I, Sunnyside Phase V, Foxglenn Well House, Ponderosa Parkway, Southside Traffic Improvements, Presidio in the Pines and The Ridge at Clear Creek  Continue to maintain a low amount of warranty work on the construction projects Transportation Engineering  Continue to support the Traffic Commission and its advisory committees to engage the public and establish positive working relationships Annual Financial Plan ENGINEERING 182 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 17 ENGINEERING PERFORMANCE MEASURES Council Priority: Public Safety Goal: In unison with FMPO, develop a 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. Scoring: green (<350) Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Reduce existing crash rate per 100 million Not Not vehicle miles traveled for all reported crash types 350 350 Measured Measured within the FMPO Region 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: green (<540 NB; <360 SB) Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Travel time (in seconds) through the 89N corridor Not NB = 536.7 NB = 540 NB = 540 (Fanning Drive east to City limits) during the PM Measured SB = 360.9 SB = 360 SB = 360 Peak Annual Financial Plan 183 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: yellow (95% - 85%) Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Percentage of projects without malfunctioning or Not 92.5% 95% 95% underperforming infrastructure throughout the 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: yellow (95% - 85%) Trend:  FY 08 FY 09 Measures: Actual Actual Percentage of development projects completed Not 85% with no required design variances to the City measured Engineering Standards or field changes to approved construction plans Annual Financial Plan 184 by Development Engineering FY 10 Estimate 88% FY 11 Proposed 90% 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: 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: red (<80%) Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Percentage of as-built drawings for new Not 66% 90% 95% infrastructure completed within allotted time measured frame 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: red (<80%) Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed On-time review of land development applications Not 71% 85% 85% measured Annual Financial Plan 185 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: 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: green (>95%) Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Not 95% 98% 98% Percentage of Lab tests performed that pass measured appropriate criteria after the initial (1st ) test Type of Measure: Output Tool: Daily Inspection Reports Frequency: Monthly Scoring: yellow (95% - 85%) Trend:  Measures: Percentage of projects that do not have any corrective work issues that arise during the 1 year warranty period FY 08 Actual Not measured FY 09 Actual 95% FY 10 Estimate 98% FY 11 Proposed 98% FY 08 Actual 63% FY 09 Actual 75% FY 10 Estimate 100% FY 11 Proposed 100% 75% 88% 100% 100% 75% 75% 33% 100% Type of Measure: Output Tool: Certification Awards Frequency: Annually Scoring: red (<85%) 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 186 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 17 ENGINEERING 17-ENGINEERING EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2008-2009 $ 1,641,601 77,218 53,207 35,509 $ 1,807,535 Adopted Budget 2009-2010 $ 1,578,431 37,559 36,889 46,000 $ 1,698,879 Estimated Expenditures 2009-2010 $ 1,534,256 35,864 45,854 4,150 $ 1,620,124 Proposed Budget 2010-2011 $ 1,343,038 46,827 33,421 21,850 $ 1,445,136 Budget-Budget Variance $ (235,393) 9,268 (3,468) (24,150) $ (253,743) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TRAFFIC BOARDS & COMMISSN TRAFFIC ENGINEERING PRIVATE DEVELOPMENT ENGR PUBLIC WORKS INSPECTION MATERIALS TESTING SURVEYING TOTAL $ 257,864 353 244,890 329,953 611,561 250,789 112,125 1,807,535 $ 143,997 204,167 563,255 604,400 183,060 1,698,879 $ 149,515 160,910 557,478 557,030 195,119 72 1,620,124 $ 139,606 163,415 435,555 579,889 126,671 1,445,136 $ (4,391) (40,752) (127,700) (24,511) (56,389) (253,743) SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND STORMWATER FUND $ $ 727,163 689,931 28,042 1,445,136 COMMENTARY: The Engineering operating budget has decreased 15%. There is a 1X carry-forward for a pickup truck capital expenditure from FY 2010 for $21,850. Personal Services decreases are due to 3.0 FTE staffing reductions that include the following: Engineering Tech Leadworker (1.0 FTE), Materials Tech II (1.0 FTE), and a Project Manager (1.0 FTE). Contractual increases are due to consultant fees, equipment maintenance, and utilities. Commodities decreases are due to vehicle-related reductions. One-time expenditures for this division are for equipment. Annual Financial Plan 187 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 19 MISSION FY 10 ACCOMPLISHMENTS (continued) Planning and Administration – Division 31  Active participation in local Continuum of Care  Entered into contract with BOTHANDS, Inc. for homebuyer /owner services.  Federal and State grant funds administered successfully 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. Planning and Administration – Division 19  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.         Lease on Home Alternatives building extended. Lease on property for construction of new fullservice shelter approved. Entered into contract for design services with Loven Contracting for Izabel Homes. Three homes at Izabel under construction City owned land inventory completed Annual Financial Plan Provided CDBG funding to benefit vulnerable populations as awarded by Council. Provided home repair assistance to moderateincome households though the Owner Occupied Housing Rehabilitation Program. FY 11 NEW INITIATIVES AND GOALS Affordable Housing Development and Neighborhood Revitalization – Division 19  CUP granted to Hope Cottage for overflow shelter beds Administration of 33 City of Flagstaff deed restricted and CLPT homes. Completed a full revision to the Incentive for Affordable Housing Policy. Affordable Housing Development and Neighborhood Revitalization – Division 31 FY 10 ACCOMPLISHMENTS   HOUSING  188 Continue to pursue additional funding to increase the number of affordable housing units available to the public. Pursue a 10% goal of affordable rental and ownership housing opportunities created based on total rental units receiving building plan approval Provide General Fund for continuation of the Community Homebuyer Assistance Program (CHAP) to provide homebuyer education and downpayment and closing cost assistance. Approval by HUD for the City’s 5-year Consolidated Plan and Analysis of Impediments to Fair Housing. 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 08 FY 09 FY 10 Measures: Actual Actual Estimate Percentage of affordable housing units created based on the number of total residential units N/A 10% 30% created. Number of developer contributed N/A 5 129 permanently affordable units. Percentage of affordable housing opportunities created or delivered based on total housing units N/A 8% 30% needed to reach 20% goal presented in the Nexus Study. Number of units created through the City program N/A 5 131* with partnerships. FY 11 Proposed 10% 187 10% 175* *It is anticipated that projects that have spent the past year + in the planning process will now be ready for construction. This includes 4 LIHTC projects, the Section 202 project, the initial phase of Izabel Homes, and an estimate of 10 units per year will be provided by private developers. 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 08 FY 09 FY 10 Measures: Actual Actual Estimate Increase in citizen awareness and knowledge of N/A 80% 80% housing opportunities within Flagstaff Annual Financial Plan 189 FY 11 Proposed 80% City of Flagstaff COMMUNITY DEVELOPMENT SECTION 19 HOUSING 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Program effectiveness based on client satisfaction N/A 85% 85% 85% and impact on quality of life. 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 08 FY 09 Measures: Actual Actual Percentage of compliance achieved with requirements for grants received from the State N/A 100% and Federal governments. Annual Financial Plan 190 FY 10 Estimate 100% FY 11 Proposed 100% City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 19 HOUSING 19-HOUSING EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ $ - Adopted Budget 2009-2010 $ 376,167 8,750 (70,025) $ 314,892 Estimated Expenditures 2009-2010 $ 379,967 7,091 (67,926) $ 319,132 Proposed Budget 2010-2011 $ 299,485 9,258 (58,585) $ 250,158 Budget-Budget Variance $ (76,682) 508 11,440 $ (64,734) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION LAND TRUST TOTAL $ - 229,581 85,311 314,892 $ $ 233,650 85,482 319,132 $ 228,719 21,439 250,158 $ $ 250,158 250,158 $ (862) (63,872) (64,734) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Housing operating budget has decreased 21% and there are no capital expenditures planned. Personal Services decreases are due to 1 FTE staffing reduction of Housing Project Coordinator. Contractuals increase are due to travel. Commodities increases are due to work order charges to ADOH/CDBG grants. There is no major capital (>$10,000) for this section. Annual Financial Plan 191 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 31 COMMUNITY REDEVELOPMENT 31-COMMUNITY REDEVELOPMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2008-2009 $ 72,323 1,065,380 25,887 184,724 $ 1,348,314 Adopted Budget 2009-2010 $ 69,553 3,421,423 76,800 $ 3,567,776 Estimated Expenditures 2009-2010 $ 68,518 1,398,249 76,800 8,320 $ 1,551,887 Proposed Budget 2010-2011 $ 66,759 3,335,991 69,900 $ 3,472,650 Budget-Budget Variance $ (2,794) (85,432) (6,900) $ (95,126) $ $ $ $ $ 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 ADOH LOAN REPAYMENT -HOME 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 DEVELOP CDBE IDA MATCHING CDBG PUBLIC FACILITY REHAB CDBG HSG SUBSIDY GRANTS CDBG HSG STABILIZATION CDBG PUBLIC FACILITY OPS CDBG-R OWNER OCCUPIED REHAB CDBG-R HOUSING STABILIZATION TOTAL $ 433,408 75,410 260,745 42,226 66,548 37,741 5,487 54,671 75,513 65,101 50,014 453 33,903 112,600 34,494 1,348,314 $ 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 $ 286,300 58,398 315,015 306,805 20,465 54,720 153,903 61,689 92,155 109,957 50,213 9,947 25,000 7,320 1,551,887 $ 97,659 1,265,184 300,000 330,000 280,063 228,432 153,477 15,000 200,000 40,000 174,405 87,000 141,614 37,145 106,743 15,928 3,472,650 $ (190,708) 16,406 30,000 (20,465) 115,932 (135,273) (105,000) 134,800 10,000 (5,595) (77,090) 20,301 (11,105) 106,743 15,928 (95,126) COMMENTARY: The Housing and Community Services operating budget has decreased 3% and there are no capital expenditures. Personal Services include changes in employee benefits. Contractuals decreases are due to reductions in the CHAPs program. Commodities decreases 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 192 City of Flagstaff FIRE DIVISION MISSION The mission of the Flagstaff Fire Division is to responsibly protect values at risk in our community, which are accomplished by protecting life, property, and community resources; through preparation, prevention, response and mitigation. Annual Financial Plan 193 City of Flagstaff FIRE Annual Financial Plan City Administration 01 1 City Manager Utilities, Services, & Safety 01 1 Deputy City Manager Fire 21 1 Division Director (Fire Chief) Emergency Management 2 Admin Spec Administration Operations 1 Deputy Fire Chief 1 Deputy Fire Chief Fire Prevention (Inspection, Investigation, Development Review) 2 Fire Inspector II Runbooks, Contract Fire Protection Programs Support Services (Records, M.I.S.) Wildland Fire Management -Health, Safety Fitness, Turnouts -Supplies, Apparatus, SCBA, Equipment, Station Maintenance -CISC, Hydrants, Dispatch, Communications 194 1 Wildland Fire Manager Fuels "A" SHIFT "B" SHIFT "C" SHIFT 1 Battalion Chief 1 Battalion Chief 1 Battalion Chief 1 Wildland Fire Leadworker 1 Wildland Fire Specialist I 1 Wildland Fire Crew Member 7 Fire Captains 7 Fire Engineers 13 Fire Fighters 7 Fire Captains 7 Fire Engineers 13 Fire Fighters 7 Fire Captains 7 Fire Engineers 13 Fire Fighters City of Flagstaff FIRE DEPARTMENT SECTION 21 MISSION FY 10 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.     FIRE Deployed Rescue vehicle (As able basis) Built and deployed 1 Fire station (replaces station 3) Continued to migrate the Radio system to FFC requirements Continued fuels treatment as budget allowed PROGRAM DESCRIPTION FY 11 NEW INITIATIVES AND GOALS 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.    Shut down old station 1 (7) as new station 2 is deployed Monitor our response data to identify budget reduction impact. Monitor Fuel treatments for grant compliance 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 an above satisfactory score. We will use the first year to set a standard. Trend: New program FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Customer Satisfaction N/A N/A 95% 95% Annual Financial Plan 195 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 08 FY 09 FY 10 Measures: Actual Actual Estimate Correct, or refer to fire prevention 100% of fire 75% 82% 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 08 FY 09 FY 10 Measures: Actual Actual Estimate Limit fire loss to less than 2 tenths of a percent of .170 ,003 .175 Flagstaff’s full cash value. (Note: Fire Loss includes contents not reflected in a property’s full cash value). FY 11 Proposed 85 FY 11 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 08 FY 09 Actual Actual 95% 94% Station #1 94% 97% Station #2 99% 98% Station #3 97% 95% Station #4 89% 89% Station #5 97% 94% Station #6 100% 94% Station #7 Annual Financial Plan 196 FY 10 Estimate 95% 95% 95% 95% 95% 95% 95% FY 11 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 our 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Number of training hours per person completed 262 88 per quarter 240 240 this year in support of ISO guidelines. Year=352 Council Priority: Public Safety Goal: Limit the amount of lost time due to 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 in Accident Report Frequency: Quarterly Scoring: Below .5 Progressing, .6 to 3.8 Caution, 3.9 or more revaluate the program. Trend:  (New goal) FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Limit the amount of lost time resulting from line of N/A .07 .5 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 data base system. Frequency: Quarterly Scoring: 90% progressing,89%to 75% Caution, Below 74% revaluation of the program. Trend:  FY 08 FY 09 FY 10 Measures: Actual Actual Estimate The first arriving vehicle is on scene of an 66% 65% 50% incident within 4 minutes, 90% on the time. The balance of the first alarm assignment on fire 80% 80% 70% calls arrives on scene within 8 minutes, 90% of the time. Companies initiate response within 1 minute of 64% 67% 70% receipt of the alarm, 90% of the time. Annual Financial Plan 197 FY 11 Proposed .5 FY 11 Proposed 50% 70% 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 250 acres of combined treatment and limit wildfire size on treated and non treated property Type of Measure: Program Effectiveness Tool: Data base system has this reporting capability. Frequency: Quarterly Scoring: Relative to each goal actual numbers Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Complete 100 acres of tree thinning. N/A N/A 100% 100% Complete 100 acres of pile burning, chipping, or removal (debris disposal) 100% 100% Complete 50 acres of broadcast burning (ecosystem health) 100% 100% Limit average wildfire size on treated property to 5 acres or less. >5 Acres >5 Acres Limit average wildfire size on non-treated property to 20 acres or less. >20 Acres >20 Acres Annual Financial Plan 198 City of Flagstaff FIRE DEPARTMENT SECTION: SECTION 21 FIRE 21-FIRE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2008-2009 $ 9,110,827 390,452 632,129 138,745 $ 10,272,153 Adopted Budget 2009-2010 $ 8,813,209 400,720 414,369 623,000 $ 10,251,298 Estimated Expenditures 2009-2010 $ 8,807,900 359,103 321,989 674,905 $ 10,163,897 Proposed Budget 2010-2011 $ 8,302,179 382,083 435,188 300,000 $ 9,419,450 Budget-Budget Variance $ (511,030) (18,637) 20,819 (323,000) $ (831,848) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION FIRE PREVENTION TRAINING FIRE OPERATIONS NAU FIRE GRANT II FUEL MANAGEMENT PROGRAM GENERAL WILDFIRE RESPONSE CAPITAL LEASE - ENGINE FY 07 HLS GRANTS FY 08 HLS GRANTS FM GLOBAL FIRE PREVENTION FY 08 GOHS-EXTR EQUIPMENT FY 09 AZ HLS FY 09 ASSIST TO FF FY 09 SAFER GRANT FY 09 GHOHS HAZARDOUS FUEL FY 10 AZ HLS GOHS FY 10 ASSIST TO FF FY 10 SAFER TOTAL $ 146,073 343,833 135,739 8,608,570 12 574,149 281,197 89,735 85,945 2,500 4,400 10,272,153 $ 924,679 277,120 120,564 7,902,692 491,243 140,000 250,000 120,000 25,000 10,251,298 $ 345,173 279,271 137,235 8,174,279 487,901 145,395 7,738 51,905 140,000 250,000 120,000 25,000 10,163,897 $ 825,095 290,614 10,303 7,292,419 192,336 41,742 96,941 150,000 10,000 150,000 360,000 9,419,450 $ $ 9,419,450 9,419,450 $ (99,584) 13,494 (110,261) (610,273) (298,907) 41,742 (140,000) (250,000) (120,000) (25,000) 96,941 150,000 10,000 150,000 360,000 (831,848) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Fire Department operating budget has decreased 5% and capital expenditures total $300,000 resulting in an overall net decrease of 8%. Personal Services decreases are due to 8.0 FTE staffing reductions that includes 2 Asst Wildland Fire Mgr, Fire Battalion Chief, 3 Fire Fighter, 1 Wildland Fire Mtg Crew Member and 1 Wildland Fire Specialist. 1X funded positions for FY 2011 include: 1-Wildland Fire Specialist, 3 Fire Captains, 3 Fire Engineers, and 4 Firefighters. Contractual decreases are due to utility cost for light and power. Commodities increases are due to multiple grants that have been applied for. Major capital (>$10,000) is for possible grant funded FY 10 AZ Homeland Security ($150,000) and FY 10 Assistance to FireFighters ($150,000). Annual Financial Plan 199 City of Flagstaff Annual Financial Plan 200 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 201 City of Flagstaff POLICE Annual Financial Plan City Administration 01 1 City Manager Utilities, Services, & Safey 01 1 Deputy City Manager Police 22 1 Division Director (Police Chief) Internal Investigation/ Administrative Services 1 Sergeant Operations Support Services 1 Deputy Police Chief 1 Deputy Police Chief Criminal Investigations Patrol 1 Police Lieutenant 3 Police Lieutenant Emergency Services Community Relations/ Support Services Communications Special Services 1 Police Sergeant 1 Police Support Services Supv(Civilian) 1 Police Communications Manager 1 Police Special Svcs Supv (Civilian) Training 1 Admin Spec 1 Police Officer 202 A Squad Tactical Operations 1 Police Sergeant 5 Police Detective 1 Rotating Police Officer Police Officers As Assigned B Squad Police Officers As Assigned 1 Police Sergeant 5 Police Detective Explosive Disposal Citizen Volunteers Parking/Radar Graffiti Eradification 8411 Hostage Negotiations 2 Police Officer (DARE) 2 Admin Spec Records 5 Police Emerg Comm Spec Supervisor 23 Police Emerg Comm Spec 2 Dispatch Call Taker 2 Evidence Technician 1 Property Control Coord 1 Police Records Supervisor 10 Admin Spec Police Officers As Assigned Family Crime Team Patrol Squads 1 Police Detective 1 Rotating Police Officer Metro Unit 1 Police Sergeant 1 Admin Spec Agents As Assigned A Squad B Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned 1 Police Sergeant 1 Police Corporal Police Officers As Assigned C Squad D Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned 1 Police Sergeant 1 Police Corporal Police Officers As Assigned Property Crimes 1 Police Detective E Squad F Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned 1 Police Sergeant 1 Police Corporal Police Officers As Assigned City of Flagstaff Selective E nforcement L Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned 1 Police Sergeant Police Officers As Assigned 1 Animal Control Officer Reser ves 1 Parking Control Officer Total Number Police O fficers = 69 Total Commissioned Personnel = 107 Total Civilian Personnel= 52 Total Department Personnel = 159 POLICE SECTION 22 POLICE MISSION FY 10 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.  FY 11 NEW INITIATIVES  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 Implemented new web-based services of crime mapping and police reports to improve customer service. CompStat & Intelligence-led policing emphasis has contributed to reduction in both property crime & violent crime rates. Hired non-paid Volunteer Coordinator to oversee volunteer program & increase hours contributed by volunteers. Introduced new youth outreach initiatives like “Night Court” basketball to reduce juvenile crime in neighborhoods. Projects “Party-poopers”, “Operation 40” and “R.O.P.E.” have reduced party related disturbances and criminal activity attributed to street drunks.    203 Formation of Flagstaff Retail Asset Protection Association (F.R.A.P.A.) as a partnership between local businesses and the police in order to reduce property crime. Strengthen the repeat offender program (R.O.P.E.) to identify top 15 misdemeanor offenders and develop strategies to reduce criminal activity by this group. Work with City Attorney & Community Enrichment Services to recommend adoption of “no alcohol without permit” policy in city parks. In conjunction with CompStat, adopt a management by objectives “MBO” approach to neighborhood problem solving. New anti-gang strategies to include better identification and tracking of known gang members. 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: 1. Reduce property crimes to achieve the national benchmark of no more than 34 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: Workload Tool: Crime statistics Frequency: Monthly Scoring: Meets/exceeds, progressing (trending) towards, or away from property crime reduction to meet national benchmark of 34 per 1,000 residents. Trend:  (progressing) FY 08 FY 09 FY10 FY11 Measures: Actual Actual Estimate Proposed Value of Stolen Property $2,461,303 $2,121,255 $2,015,192 $1,914,433 Property Crimes per 1,000 residents 57 49 47 45 Graffiti Incidents 557 310 503 478 Volunteer Hours for Graffiti Eradication 174 20* 192 192 *recent economic conditions coupled with any reductions in staffing of patrol officers may result in reversal of downward trend in property crimes (*does not incl. volunteer hrs. contributed by Juvenile Probation) Objective: 2. Maintain the current outstanding clearance rate for property crimes in comparison to the national benchmark of 22% 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: Meets/exceeds, progressing (trending) towards, or away from maintaining current clearance rate for property crimes that exceeds the national benchmark of 22%. Trend:  (exceeds) FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Property Crimes Cleared 37% 41% 39% 39% Annual Financial Plan 204 City of Flagstaff POLICE SECTION 22 POLICE 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: 1. Reduce traffic collisions and associated injuries by 5%, from FY07 (3,379), through the identification & targeting of collision-causing violations such as impaired driving, speed, red light and seat belt violations. Type of Measure: Output/Outcome Tool: CompStat – Computer Statistics process Frequency: Monthly Scoring: Meets/exceeds, progressing towards, or way from 5% reduction in traffic collisions. Trend:  (exceeds) FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Traffic Citations Issued 11,136 15,271 11,838 12,430 Warnings Issued 10,819 12,207 10,876 11,420 Number of DUI Arrests 928 898 1,000 1,000 Speed Citations 1,795 2,317 1,676 1,760 Red Light Violation Citations 506 718 481 505 Seat Belt/Child Restraint Citations 398 650 464 487 All Collisions 3,129 2,803 3,210 3,210 DUI Related Collisions 130 89 124 124 Annual Financial Plan 205 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: 1. 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: Workload/Outcome Tool: CompStat – Computer Statistics process Frequency: Monthly Scoring: Meets/exceeds, progressing towards, or away from maintaining current clearance rate for violent crimes that exceeds the national benchmark of 60%. Trend:  (meets) FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Total cases assigned to Detectives 4,585 4,169 4,300 4,300 % of cases cleared 60% 60% 60% 60% 2. Reduce part 1 violent crimes, including aggravated assault, allowing no more than the national benchmark of 4.0 per 1,000 residents through increased enforcement activities by patrol officers. (Based upon current staffing levels) Scoring: Meets/exceeds, progressing towards, or away from reduction in Part One crimes to meet national benchmark of 4.0 per 1,000 residents. Trend:  (progressing) FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Part 1 violent crimes per 1,000 residents 4.9 4.4 4.8 4.7 Aggravated Assault 175 184 175 174 *recent economic conditions coupled with any reductions in staffing of patrol officers may result in reversal of downward trend in part one crimes. 3. Make full custody arrests in cases of domestic violence where sufficient probable cause exists. Scoring: Meets/exceeds, progressing towards, or away from 2% increase from FY07 (42%) in full custody arrests for domestic violence Trend:  (meets) FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed % of Domestic Violence incidents where an 52% 45% 46% 47% arrest is made Annual Financial Plan 206 City of Flagstaff POLICE SECTION 22 POLICE 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: 1. 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: Meets/exceeds, progressing towards, or away from 5% increase in staff and citizen participation in CP programs Trend:  (meets) CY 08 CY 09 CY 10 CY 11 Measures: Actual Actual Estimate Proposed Volunteer Hours donated 2,016 1,812 1,903 1,903 Community Support Meetings 24 24 2. Provide a high level of enforcement for substance abuse crimes such as methamphetamine and heroin abuse with at least a 5% increase in arrests from FY08. Scoring: Meets/exceeds, progressing towards, or away from a %5 increase in arrests for dangerous drugs. Trend:  (exceeds) CY 08 CY 09 CY 10 CY 11 Measures: Actual Actual Estimate Proposed Arrests for Dangerous Drugs 92 104 109 109 3. 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 from FY08. Scoring: Meets/exceeds, progressing towards, or away from 5% reduction in public intoxicants. Trend:  (exceeds) CY 08 CY 09 CY 10 CY 11 Measures: Actual Actual Estimate Proposed Contacts with Public Intoxicants 4,495 3,810 3,810 3,620 Annual Financial Plan 207 City of Flagstaff POLICE SECTION 22 POLICE Council Priority/Goal: Public Safety Goal: Continuously improve service to internal and external customers. Objective: 1. Hold no more than 12% of total calls for service 20 minutes or longer. Type of Measure: Outcome Tool: Statistics Frequency: Monthly Scoring: Meets/exceeds, progressing towards, or away from holding no more than 12% of total calls 20 minutes or longer Trend:  (exceeds) FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed % of calls held 20 minutes or longer. 10% 7% 10% 10% 2. Reduce number of founded complaints on employees by at least 5% from FY07 (17) with increased training and by encouraging staff to pursue their educational goals. Type of Measure: Program effectiveness Tool: Statistics Frequency: Monthly Scoring: Meets/exceeds, progressing towards, or away from at least a 5% reduction in the number of founded complaints. Trend:  (exceeds) FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Number of founded complaints from citizens 13 13 13 13 3. 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: Meets/exceeds, progressing towards, or away from maintaining at least an 80% positive rating on citizen responses to surveys Trend:  (exceeds) FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed % of positive responses to surveys 92% 87% 85% 85% Annual Financial Plan 208 City of Flagstaff POLICE SECTION: SECTION 22 POLICE 22-POLICE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2008-2009 $ 14,278,192 1,564,039 183,568 278,550 $ 16,304,349 Adopted Budget 2009-2010 $ 13,104,315 1,406,828 392,484 180,043 $ 15,083,670 Estimated Expenditures 2009-2010 $ 13,088,535 1,494,497 371,229 165,306 $ 15,119,567 Proposed Budget 2010-2011 $ 12,882,582 1,255,467 379,764 96,237 $ 14,614,050 Budget-Budget Variance $ (221,733) (151,361) (12,720) (83,806) $ (469,620) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PATROL DETECTIVES RECORDS COMMUNICATIONS SPECIAL SERVICES CRIME PREVENTION & TRAINING TOTAL $ 1,992,376 9,219,882 1,720,968 736,131 2,039,839 463,487 131,666 16,304,349 $ 1,919,631 8,128,401 1,469,199 814,985 2,174,290 445,037 132,127 15,083,670 $ 1,315,747 8,594,237 1,709,060 744,544 2,241,373 399,021 115,585 15,119,567 $ 1,786,998 7,816,789 1,660,019 708,879 2,131,090 394,243 116,032 14,614,050 $ $ 14,614,050 14,614,050 $ (132,633) (311,612) 190,820 (106,106) (43,200) (50,794) (16,095) (469,620) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Police Departments operating budget has decreased 3% and captial expenditures total $96,237 with an overall net decrease of 3%. Personal Services decreases are due to two Police Officers being moved to Section 23 (Police Grants) and a 1X reallocation of position resources to fund training needs. 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) Full Size SUV ($33,500), (2) police crusiers ($48,000), $10,000 carryforward for photocopier, $4,737 carryforward for fax machine. Annual Financial Plan 209 City of Flagstaff POLICE SECTION: SECTION 23 POLICE GRANTS 23-POLICE GRANTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2008-2009 $ 426,627 137,209 486,792 181,969 $ 1,232,597 Adopted Budget 2009-2010 $ 1,323,886 28,510 51,302 328,101 $ 1,731,799 Estimated Expenditures 2009-2010 $ 850,004 173,396 391,290 126,651 $ 1,541,341 Proposed Budget 2010-2011 $ 1,360,081 158,106 23,127 96,251 $ 1,637,565 Budget-Budget Variance $ 36,195 129,596 (28,175) (231,850) $ (94,234) $ $ $ $ $ EXPENDITURES BY PROGRAM: METRO UNDERAGE DRINKING PREVENT FY08 HOMELAND SECURITY AZ INTERNET CRIME RICO FUNDS FOR METRO NO AZ 700/800 MHZ COMM. LEO GRANT ACJC GUN INTELLIGENCE FY08-09 AATA PROF TRAIN FY08-09 AATA PUBLIC AWARE CTR SUICIDE BOMBER DETEC IGA-FUSD-RESOURCE OFFICE SHLS - MULTI HIT BALLAST GOHS - IN CAR VIDEO GOHS - COLLISION TEAM TRAIN GOHS - DUI ENFORCEMENT SHLS - LIVESCAN FINGERPRNT 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 RECOVERY - METRO CANNABIS ERADICATION RICO/METRO OVERTIME FY10 GOHS/ACCIDENT EQUIP BULLET PROOF VEST STATEWIDE GANG TASK 07-AZ HOME LAND SECURITY ACJC ANTI GANG INITIATE 07-GOHS DUI ENFORCEMENT 08-WEED & SEED OVERTIME 08-ED BYRNE MEMORIAL(JAG) ACJC DUI ABATEMENT 07/08 TOTAL $ 306,282 6,755 81,734 4,908 62,876 80,356 268,223 12,705 2,272 7,096 35,684 54,672 13,500 22,781 6,726 187,581 7,536 7,813 21,190 31,367 10,540 1,232,597 $ 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 20,018 33,530 1,731,799 $ 184,770 230,262 30,000 19,455 29,991 55,000 96,660 144,611 112,941 318,322 3,534 30,000 3,800 150,057 43,921 4,153 11,526 72,338 1,541,341 $ 185,941 56,808 10,740 55,000 89,200 449,166 198,907 360,317 7,051 3,855 167,809 30,000 8,000 14,771 1,637,565 $ $ 1,637,565 1,637,565 $ (383,064) 185,941.00 (1,026.00) 56,808.00 (18,846.00) (29,200.00) (10,020.00) (26,400.00) (13,441.00) (2,128.00) (8,808.00) (13,500.00) (284,010.00) (9,883.00) 304,166.00 (72,500.00) (112,510.00) 360,317.00 7,051.00 (18,767.00) (3,637.00) (20,018) 30,000 8,000 (33,530) 14,771 (94,234) SOURCE OF FUNDING: GENERAL FUND Annual Financial Plan 210 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 and as economically as possible. The Cemetery Division employees dedicate themselves to offering quality customer service in time of need by being compassionate and providing 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 mission of the Street Section is to provide the citizens of Flagstaff with a safe transportation system within the City’s right of ways. As the Street Section maintains the current infrastructure, they continue to meet the current needs of expansion of the transportation system. 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 Section’s mission is to preserve and enhance the community and natural environment by implementing resource conservation and sustainability through leadership and education. Annual Financial Plan 211 City of Flagstaff PUBLIC WORKS Annual Financial Plan City Administration 01 1 City Manager Community Enhancement 01 1 Deputy City Manager Public Works 25 1 Division Director 1 Project Manager 1 Admin Specialist Solid Waste/Fleet Maintenance 41 1 PW Section Head Cemetery/Parks/Street Maintenance Sustainability/Environmental Management/Facility Maintenance 41 1 PW Section Head 1 PW Section Head 1 Admin Specialist Supervisor 1 Administrative Specialist 2.5 Admin Assistant Collections Landfill 1 Env Svcs Mgr 1 Env Svcs Mgr Streets 32 212 1 ES Collection Supervisor (Commercial) 1 ES Leadworker 11 Equipment Operator 1 Equipment Operator - Temp 1 Landfill Supervisor Concrete 3 Maintenance Worker 1 Project Manager 3 Equipment Operator Traffic/Sign & Paint 1 Env Tech 2 Sustainability Specialist 1 Env Prog Spec 1 Sustainability Assistant Park Grounds & Facilities/BBB Recreation 1 Maintenance Worker Leadworker Park Grounds & Facilities 2 Maintenance Worker 1 Maintenance Worker Temp Street Sweeping 1 ES Collection Supervisor (Residential) 1 Project Manager 1 Env Asst .6 Env Aide BBB Recreation 10 Maintenance Worker .31 Maintenance Worker Temp 1 Env Code Specialist 1 Streets Leadworker 1 ES Leadworker 12 Equipment Operator Streetscapes/FUTS/Downtown/Civic 1 Admin Specialist Sign/Paint 1 Maintenance Worker Leadworker 1 Env Code Technician 3 Maintenance Worker FUTS 1 Bin Maint Leadworker Traffic 1 Admin Asst 1 Traffic Signal Tech Asst .5 Intern Equipment Operation 1 Streets Leadworker 1 Program Asst - Sales Equipment 11 Equipment Operator 1 Fleet Manager Temps 4.31 Equipment Operator Temp City of Flagstaff 1 Service Writer 2 Mechanic Leadworker 4 Mechanic II 3 Mechanic I 1 Welder 1 Buyer 1 Maintenance Worker 1.88 Maintenance Worker Temp Facilities Maint Division 29 1 Facilities Maint Superintendent Heritage Square & Downtown 2 Equipment Operator Fleet Services 27 1 Sustainability Manager 1 Parks Manager Training/Street Maintenance 1 Streets Leadworker 6 Equipment Operator 1 Env Program Mgr Parks 26 1 Streets Manager 1 Maintenance Worker .78 Maintenance Worker Temp Civic Sites 2 Maintenance Worker .12 Maintenance Worker Temp Medians/ROWs 1 Maintenance Worker .37 Maintenance Worker Temp BBB/Streetscapes 4 Maintenance Worker 1 Maintenance Worker Temp Cemetery 1 Cemetery Maint Spec 1 Maintenance Worker .75 Cemetery Caretaker .75 Maintenance Worker Temp 1 Facilities Maint Manager 9 Maintenance Worker PUBLIC WORKS SECTION 20 USGS MAINTENANCE MISSION FY 10 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.    USGS panel/circuit labeling. USGS-6 North side snow-stop installation. USGS-6 HVAC controls improvements. FY 11 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-6 Server Room upgrades. USGS-3 HVAC unit replacements (2 units). USGS complex pavement chip/seal. 3% energy use reductions at all facilities. 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Facility Assessment Average Score – Measures N/A 85% 85% 90% quality of staff work, quality, and effectiveness. Council Priority: Facilities & Basic Services Goal: Work order dispatching Objective: Tracks the 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: 95% (1-5 days), 90% (6-10 days), 85% (10-15 days), 80% (15-20 days), 75% (+21 days) Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Work Order Dispatching - Average # of days to 95% 90% 85% 85% complete a work order. Note – this measure was taken from Qtr3 2008 and Qtr3 2009. Annual Financial Plan 213 City of Flagstaff PUBLIC WORKS SECTION: SECTION 20 USGS MAINTENANCE 20-USGS MAINTENANCE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2008-2009 $ 8,190 847,650 162,679 42,245 $ 1,060,764 Adopted Budget 2009-2010 $ 1,260,818 336,550 $ 1,597,368 Estimated Expenditures 2009-2010 $ 7,566 831,756 89,194 1,000 $ 929,516 Proposed Budget 2010-2011 $ 2,271,043 262,255 $ 2,533,298 Budget-Budget Variance $ 1,010,225 (74,295) $ 935,930 $ $ $ $ $ EXPENDITURES BY PROGRAM: ADMINISTRATION MAINTENANCE-BLDG #2 BUILDING 6 USGS BUILDING 3 USGS BUILDING 4 USGS BUILDING 5 BUILDING #2 DEMO TOTAL $ 462,968 5,143 171,410 180,238 142,457 28,872 69,676 1,060,764 $ 887,094 168,715 303,259 177,609 60,691 1,597,368 $ 463,854 6,900 174,550 139,656 121,967 22,000 589 929,516 $ 1,886,851 149,419 285,989 159,122 51,917 2,533,298 $ $ 2,533,298 2,533,298 $ 999,757 (19,296) (17,270) (18,487) (8,774) 935,930 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The USGS Maintenance operating budget has increased 59% due to the regular payment of Principal, Interest, and Agent Fees for the Bond Issue. There are no capital expenditures planned. There are no personnel associated with this account. Work is provided through internal work order charges. Reductions in Program Expenditures were a result of deferring workorder charges. Annual Financial Plan 214 City of Flagstaff PUBLIC WORKS SECTION 25 PW ADMINISTRATION MISSION FY 10 ACCOMPLISHMENTS 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.    Environmental Services obtained a 5-year extension of the conditional use permit issued by the USFS for the inert pit. Facility Maintenance completed upgrades to Flag. Recreation & Cogdill Centers. Parks Maintenance completed new park sign rules standards. FY 11 NEW INITIATIVES AND GOALS PROGRAM DESCRIPTION  Public Works Administration provides leadership and general direction for Environmental Services, Fleet Maintenance Sustainability and Environmental Management, Facility Maintenance, Street Maintenance, Citizen Cemetery, and Parks Maintenance.      Environmental Services – Implement Pac Rate route Facility Maintenance – Reduction of electrical usage by 3% at City Hall. Cemetery – Proposal to allow cemetery staff to be only ones to set headstones within cemetery. SEMS - Implement municipal sustainability policies such as energy efficiency/conservation, anti-idling, and resource conservation Park Maintenance – Concrete surface repairs to the skate track – Bushmaster Park Street Maintenance - Conduct a route analysis on snow plow routes for efficiencies. 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 Annual Financial Plan FY 08 Actual 20 Accidents FY 09 Actual 11 Accidents 1,158,935 1 accident/ 57,947 miles 1,089,228 1 accident/ 99,020 miles 215 FY 10 Estimate 18 Accidents 1,108,685 1 accident/ 61,593 miles FY 11 Proposed 12 Accidents 1,045,387 1 accident/ 87,115 miles City of Flagstaff PUBLIC WORKS SECTION 25 PW ADMINISTRATION 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: Annual Scoring: 90% Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Develop and distribute 2 surveys per year to both N/A N/A Create external Conduct 1 internal and external customers. Surveys will survey. Distribute 1 external focus on the quality of service received from the external and 1 internal survey in the various Public Works Sections survey. Analyze fall of 2010. results to identify the Work with top areas for Sections on improvement. Outline action plan to an action plan to increase in improve in the areas low rated identified. areas. Results N/A N/A Internal survey just recently completed. Results were between satisfactory and above average. Will be working on an action plan to increase in areas that were low. Annual Financial Plan 216 City of Flagstaff PUBLIC WORKS SECTION: SECTION 25 PW ADMINISTRATION 25-PUBLIC WORKS ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 346,650 (2,247) (94,454) $ 249,949 Adopted Budget 2009-2010 $ 296,776 4,217 (69,961) $ 231,032 Estimated Expenditures 2009-2010 $ 317,760 5,195 (70,411) $ 252,544 Proposed Budget 2010-2011 $ 135,200 4,601 (69,961) $ 69,840 Budget-Budget Variance $ (161,576) 384 $ (161,192) $ $ $ $ $ $ $ $ 69,840 69,840 $ $ $ (191,965) 179,085 12,830 69,890 69,840 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TOTAL 249,949 249,949 231,032 231,032 252,544 252,544 (161,192) (161,192) SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ COMMENTARY: The Public Works Administration operating budget has decreased 70% and there are no capital expenditures. Personal Services include both salary and benefit decreases by eliminating an Admin Specialist (.5 FTE), and the Assistant Public Works Director (1.0 FTE). Contractual increases are due to training costs. Commodities budget is unchanged from the prior year. There are no major capital (>$10,000) expenditures nor one time expenditures planned for this section. Annual Financial Plan 217 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 City’s Parks weed and tree management plan are also budgeted in this division.  PARKS Completed the new park sign rules standards. Helped coordinate with the Flagstaff Rotary Club for improvements of the picnic ramada, extension of the ramada cobblestone, installation of the sitting benches, repairs to the buffalo statue, restoring the entrance gates and a entrance sign to match the original design at Buffalo Park Helped coordinate the Foxglenn sewer line project. Staff installed nineteen holiday wreaths in the downtown area which was paid for by the Flagstaff Downtown Business Alliance. Provided assistance for the completion of the US HWY 89 North landscape, Medians/FUTS, Huntington Drive Phase II landscape, Sawmill Butler/Lonetree Medians, Industrial Drive Phase II landscape, Clay Ave/Milton Rd landscape project, Phoenix Ave Parking Lot, Cedar Trail and the Downtown Trail. FY 11 NEW INITIATIVES  FY 10 ACCOMPLISHMENTS             Replaced Sof’Fall playground surface material at Mobile Haven and Smokerise Park. Resurfaced two tennis courts and two basketball courts at Bushmaster Park. Replaced chain link fence at the tennis and basketball courts at Bushmaster Park. Replaced of Turf Soil Reliever attachment. Coordinated and maintained landscaping installation at the East Flagstaff TI. Replaced out field fencing at Thorpe Senior L.L. and Multi-purpose field. Replaced wooden dowel fence at Bushmaster Park and Mobile Haven Park with metal FUTS type fencing. Replaced fence fabric at Ponderosa Park and Cogdill Recreation Center playgrounds. Changed over the potable irrigation water service to reclaim irrigation water at Joel Montalvo Field. Repaired/Removed vandalism at City Parks, at a total estimated cost of $38,572. Replaced the Holiday tree at Heritage Square with a new tree with LED lights. Installed the new rules sign in Heritage Square Plaza. Annual Financial Plan            218 Replacement of Sof’Fall playground surface material at Ponderosa, Cogdill and Old Town Park. Resurface four tennis courts at Flagstaff Recreation Center. Replacement of chain link fence at the tennis courts at Flagstaff Recreation Center. Make concrete surface repairs to the skate track at Bushmaster Park. Replace the outfield fence on Field #1 at the Continental Sports Complex. Laser level and install infield mix on the infields at MEMS and Killips School and Field #4 at Continental Sports Complex. Replacement of chain link fence at Ponderosa and Guadalupe Park. Soccer goal replacements at Foxglenn Park. Replacement of wooden fencing with metal FUTS type fencing at University Heights and the FUTS Arizona trail. Replacement of the ramada roof at Ponderosa Park. Replacement of the infield sod on Field #4 at the Continental Sports Complex. 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: 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Conduct Bi-weekly safety inspections of parks 85% 85% 80% 80% and playground equipment Complete daily and weekly maintenance tasks 70% 70% 65% 60% at all park sites. Claims for accidents/injuries N/A 0 0 0 Council Priority: Community Sustainability and Family, Youth & Community Goal: Enhance the quality of life for our community by providing comprehensive park resources, services and programs. Objective: Strive to maintain parks, trails, and beautification projects at the highest level of service. Type of Measure: Output and Program Outcome Tool: Annual Surveys of City Services and Work Schedules Frequency: Yearly Scoring: 75% Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed BBB Landscape areas – Bi-weekly Irrigation 40% 70% 60% 40% 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 70% 70% 60% 50% Mowing (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. Annual Financial Plan 219 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, 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 08 FY 09 FY 10 Measures: Actual Actual Estimate Annual vandalism costs $27,000 $38,572 $30,000 Respond time to correction 36 hrs. 36 hrs. 24 hrs/75% SECTION: locations and FY 11 Proposed $30,000 36 hrs. 26-PARKS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2008-2009 $ 1,570,299 659,818 468,544 273,645 $ 2,972,306 Adopted Budget 2009-2010 $ 1,529,143 580,060 286,578 271,425 $ 2,667,206 Estimated Expenditures 2009-2010 $ 1,502,717 569,973 264,321 262,715 $ 2,599,726 Proposed Budget 2010-2011 $ 1,404,490 710,196 433,778 253,300 $ 2,801,764 Budget-Budget Variance $ (124,653) 130,136 147,200 (18,125) $ 134,558 $ $ $ $ $ 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/LANDSCPE SNOW PLAY AREA ARROYO PARK IMPROVEMENTS TOTAL $ 124,492 778,152 40,837 359,716 75,922 131,053 67,024 1,110,027 54,958 230,125 2,972,306 $ 185,453 514,004 29,895 345,220 75,844 200,953 21,306 1,157,004 20,820 116,707 2,667,206 $ 169,367 506,969 30,071 328,253 73,063 192,681 22,290 1,127,324 21,023 116,582 12,103 2,599,726 $ 136,496 546,829 29,785 452,000 80,971 204,476 64,627 1,007,236 16,776 175,068 87,500 2,801,764 $ $ 2,801,764 2,801,764 $ (48,957) 32,825 (110) 106,780 5,127 3,523 43,321 (149,768) (4,044) 58,361 87,500 134,558 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Parks operating budget has increased 6% and capital expenditures total $253,300 resulting in an overall net increase of 5%. Personal Services decreases are due to 1.0 FTE Parks Superintendent position. Contractuals and Commodities increases are due to increases to Parks operating budget for Streetscape and Heritage Square Maintenance. Major capital (>$10,000) includes replacement items for various City parks and upgrades to Arroyo Park. Annual Financial Plan 220 City of Flagstaff PUBLIC WORKS SECTION 27 MISSION  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 and as economically as possible.    FLEET SERVICES Monitored cost saving measures of outsourcing preventive maintenance services. Maintained overall mechanic productivity at 90.1% using established labor rate standards when applicable. Maintained scheduled preventive maintenance services at 98.6%. Most mechanics adding own labor on repair orders using the H.T.E. system. PROGRAM DESCRIPTION FY 11 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 10 ACCOMPLISHMENTS    Hired two replacement technicians. Reduced preventive maintenance intervals to achieve budget savings (annually from four scheduled to three). Reduce preventive maintenance intervals to achieve budget savings of 50% (annually from three scheduled to two). Provide the Fleet Committee with under utilized vehicle reports. Use the H.T.E. fleet computer system to provide preventive maintenance scheduling. Identify and streamline the customer service provided by Fleet Services to improve efficiencies. Expand fleet computer training to user sections to strengthen individual user effectiveness using the fleet information system. PERFORMANCE MEASURES Council Priority: Facilities and Basic Services Goal: Technicians to input repair data, maintain productivity at 90% using flat rate standards as applicable 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Average percentage of repair come backs per 1% 1% <1% <1% technician. Annual Financial Plan 221 City of Flagstaff PUBLIC WORKS SECTION 27 FLEET SERVICES Council Priority: Facilities and Basic Services Goal: To reduce number of light duty P/M interval from three to two per year. Objective: Extend P/M intervals and save sections 33% on P/M’s. Type of Measure: Outcome Tool: Compare the total number of P/M’s from three intervals to two and monitor cost effectiveness. Frequency: Quarterly Scoring: 33% fewer P/M’s and a 33% cost savings. Trend: ↓ FY 08 Actual 1415 Measures: Number of P/M’s scheduled and completed. SECTION: FY 09 Actual 1210 FY 10 Estimate 900 FY 11 Proposed 600 27-FLEET SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2008-2009 $ 288,384 99,744 (413,030) 25,084 $ 182 Adopted Budget 2009-2010 $ 247,934 89,851 (338,642) $ (857) Estimated Expenditures 2009-2010 $ 245,816 101,748 (347,564) $ - Proposed Budget 2010-2011 $ 250,130 92,651 (342,160) $ 621 Budget-Budget Variance $ 2,196 2,800 (3,518) $ 1,478 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION INVENTORY MANAGEMENT PREVENTIVE MAINTENANCE VEHICLE REPAIR POOL VEHICLES-CITY HALL POOL VEHICLES-SHOP OTHER SHOP WORK TOTAL $ (131,711) 182,828 139,556 (271,631) 10,304 4,612 66,224 182 $ (27,585) 62,658 124,147 (219,755) 4,500 55,178 (857) $ (29,599) 64,274 124,320 (218,603) 3,720 610 55,278 - $ (42,447) 71,043 125,097 (215,104) 4,500 57,532 621 $ (14,862) 8,385 950 4,651 2,354 1,478 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ (195,377) 510 65,983 17,412 427 4,776 106,890 621 COMMENTARY: The Fleet Services overall 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 Fleet Mgmt Supt., offset by labor charge outs to obtain a zero budget. Contractual increase are due to utilities. Commodities decreases are due to 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 222 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.  FLEET MANAGEMENT Continue to provide Naviline fleet computer system training to committee members. The Fleet Committee reviewed 31 replacement requests and approved 11 for replacement 90% purchased units were flex-fuel and diesel vehicles. FY 11 NEW INITIATIVES AND GOALS PROGRAM DESCRIPTION  Fleet Management consists of line workers and supervisors representing major divisions that are dedicated to maximizing vehicle and equipment life, retaining units as long as economically possible and replacing units that have met or exceeded useful life. The committee identifies replacement and additional units that are more fuel efficient and environmentally friendly.    FY 10 ACCOMPLISHMENTS    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 on all bids for vehicles and equipment and awarding bids to the most fuel efficient when possible. Continue to identify and to reduce units from the fleet that is under-utilized. To purchase 90% of all replacement and new additions that will be hybrids, FFV’s, diesels, and more fuel efficient with lower emissions to reduce greenhouse gasses. Coordinated with sustainability in developing “Green Fleet Policies” Purchased 6 E-85 flex fuel vehicles for the police department. Reduced fleet size by 16 under-utilized coordinated with budget cuts. PERFORMANCE MEASURES Council Priority: Facilities and Basic Services Goal: Conduct a utilization study coordinated with Fleet Services to reduce the number of under utilized fleet vehicles (cars, pickups, vans and SUV’s). Objective: To improve vehicle utilization by reducing unnecessary vehicles thus reducing divisions operation costs. 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: 100% Trend:  Annual Financial Plan 223 City of Flagstaff PUBLIC WORKS SECTION 27 Measures: Percentage of vehicles that can be eliminated or rotated FY 08 Actual 0% FLEET MANAGEMENT FY 09 Actual 0% FY 10 Estimate 5% (18 units) FY 11 Proposed 2% (6 units) Council Priority: Facilities and Basic Services Goal: Evaluate the fuel efficiency of all proposed fleet replacement or new additions requests that can be hybrids, FFV’s, or diesel. Objective: To conserve energy and increase usage of alternative fuels Type of Measure: On Going Tool: Coordination with the Fleet Review Committee and Sustainability Frequency: On going Scoring: 100% (Total eligible purchases) Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Percent of purchased vehicles that meet 70% 80% 85% 90% sustainability, conservation and energy standards. Annual Financial Plan 224 City of Flagstaff PUBLIC WORKS DIVISON 28 CEMETERY MISSION FY 10 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.     PROGRAM DESCRIPTION Under the direction of the 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. Planning and preparation of new cemetery office. Sell plots and perform interments in Citizens Section “N”. All complaints/concerns were addressed promptly. Addition of two donated granite benches throughout the cemetery. FY 11 NEW INITIATIVES     Propose to take over all headstone setting throughout Citizen Cemetery. Completion of Cemetery office addition with separate office, greeting room, and public restrooms. Addition of new cemetery office Work with the Masonic Lodge on their purchase of a new columbarium in Masonic Section “A”. PERFORMANCE MEASURES Council Priority: COMMUNITY SUSTAINABILITY Goal: Reduce the amount of gallons by 2% for reclaimed water usage. Objective: To maintain healthy grass while cutting water costs. Type of Measure: Program Effectiveness Tool: Efficiently monitor the quantity and quality of water usage in turf sections and personal plots. Frequency: Weekly/Seasonal Scoring: 90% Depending on Precipitation Trend: ← → FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Percentage used of Yearly Budget 100% 75% 95% Gallons Consumption 14,277,300 13,478,900 13,209,322 Reclaimed Water Cost $34,151.73 $32,847.85 $32,785.54 Annual Financial Plan 225 FY 11 Proposed 90% 12,945,136 $32,712.56 City of Flagstaff PUBLIC WORKS DIVISON 28 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 08 FY 09 Measures: Actual Actual Percentage of families that fit in current office 60% 60% CEMETERY FY 10 Estimate 60% FY 11 Proposed 100% 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% Pending Temporary Employee Trend: ← → FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Mowing turf sections every week 80% 85% 90% 80% Trimming of turf sections biweekly 75% 65% 75% 75% Pruning cemetery quarterly 50% 80% 70% 60% Annual Financial Plan 226 City of Flagstaff PUBLIC WORKS SECTION: DIVISON 28 CEMETERY 28-CEMETERY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2008-2009 $ 163,550 38,945 8,105 $ 210,600 Adopted Budget 2009-2010 $ 18,734 46,764 199,637 140,000 $ 405,135 Estimated Expenditures 2009-2010 $ 155,752 47,379 14,923 $ 218,054 Proposed Budget 2010-2011 $ 11,303 41,735 172,910 140,000 $ 365,948 Budget-Budget Variance $ (7,431) (5,029) (26,727) $ (39,187) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL SERVICES OPENING & CLOSING MAINTENANCE OF BUILDINGS MAINTENANCE OF GROUNDS TOTAL $ 52,828 42,529 6,547 108,696 210,600 58,777 215,874 8,721 121,763 405,135 $ $ 48,843 51,225 7,129 110,857 218,054 $ 48,865 196,554 9,034 111,495 365,948 $ $ 365,948 365,948 $ (9,912) (19,320) 313 (10,268) (39,187) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Cemetery operating budget has decreased 10%. Personal Services decreased due to the personnel being housed in another division, with all Cemetery functions billed through the work order system. Contractuals and Commodities were reduced overall to meet budget reduction requirements. Annual Financial Plan 227 City of Flagstaff PUBLIC WORKS SECTION 29 FACILITIES MAINTENANCE 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. FY 10 ACCOMPLISHMENTS  Electrical Panel Hazard Inspections: Airport, City Hall, Ice Rink.  Flagstaff Rec. aerobics room window upgrade.  Visitor Center exterior painting.  Cogdill exterior painting and new gym entry.  Visitor Center flat roof replacement.  Security-Best lock key systems: Ice Rink, Library, and Flagstaff Recreation. PROGRAM DESCRIPTION FY 11 NEW INITIATIVES AND GOALS 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.   MISSION   3% energy use reduction at City Hall. 3% reduction in contracts / commodities costs through process analysis and modifications. * Fire system upgrades: Ice Rink. * Security-Best lock key systems: Visitor Center, Milligan House, Cogdill Rec. * Pending funding availability. PERFORMANCE MEASURES Council Priority: Facilities & Basic Services Goal: facility assessment scores Objective: Track 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. Not all facilities are assessed each year; smaller sites are on a 2 or 3-year frequency. Type of Measure: Output and Program Effectiveness Tool: Inspection Assessment Frequency: Yearly, Bi-annual, Tri-annual. Scoring: 90% + (Average score of all buildings assessed within the reporting period) Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Facility Assessment Average Score – Measures 80% 85% 80% 90% quality of staff work, quality, and effectiveness. Annual Financial Plan 228 City of Flagstaff PUBLIC WORKS SECTION 29 FACILITIES MAINTENANCE Council Priority: Facilities & Basic Services Goal: Maintenance Productivity Objective: This tracks the timeliness of starting work orders. How many days elapse before a work order is actually started? Type of Measure: Output Tool: Naviline – Work Order Backlog Tracking Frequency: Yearly Scoring: 95% (0-5 days), 90% (6-10 days), 85% (11-14 days), 80% (15-20 days), 75% (21+ days) Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Work Order Dispatching – Work Request Date to N/A 5.4 (90%) 2.8 (95%) 2.5 (95%) Job Start Work date. Council Priority: FACILITIES & BASIC SERVICES Goal: Maintenance Productivity Objective: This tracks the timeliness of completing work orders. How many days on average does it take to finish a work order? Type of Measure: Output Tool: Naviline – Work Order Production/Effectiveness Frequency: Yearly Scoring: 95% (0-5 days), 90% (6-10 days), 85% (11-14 days), 80% (15-20 days), 75% (21+ days) Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Work Order Dispatching – Job Start Date to Job 8.6 (90%) 5.5 (90%) 4.8 (95%) 4.0 (95%) Finish Date. Annual Financial Plan 229 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 2008-2009 $ 619,110 299,653 475,949 16,366 $ 1,411,078 Adopted Budget 2009-2010 $ 686,846 626,617 (29,842) 340,000 $ 1,623,621 Estimated Expenditures 2009-2010 $ 608,132 289,816 (59,369) 140,000 $ 978,579 Proposed Budget 2010-2011 $ 688,842 727,774 (95,960) $ 1,320,656 Budget-Budget Variance $ 1,996 101,157 (66,118) (340,000) $ (302,965) $ $ $ $ $ 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 $ 299,213 95,528 645,092 305,907 17,978 103 1,063 29,051 11 17,132 1,411,078 $ 228,682 83,510 964,000 281,676 14,364 36,441 14,948 1,623,621 $ 302,047 84,485 265,501 279,297 15,620 200 18,672 12,757 978,579 $ 390,952 85,885 579,800 217,879 12,043 20,218 13,879 1,320,656 $ 162,270 2,375 (384,200) (63,797) (2,321) (16,223) (1,069) (302,965) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 899,026 97,642 17,596 32,595 12,007 99,712 162,078 1,320,656 COMMENTARY: The Public Facilities Maintenance budget has decreased 19% overall. There are no capital expenditures planned for FY 2011. Decreases in custodial, building maintenance, consultant fees, building materials and supply comprise the bulk of the reductions to meet the target budget. Annual Financial Plan 230 City of Flagstaff PUBLIC WORKS SECTION 32 MISSION The mission of the Street Section is to provide the citizens of Flagstaff with a safe transportation system within the City’s right of ways. As the Street Section maintains the current infrastructure, They continue to meet the current needs of expansion of the transportation system.     PROGRAM DESCRIPTION The Street Section is responsible for all of the multi model transportation system. Streets are solely responsible for every aspect of the system in regards of street maintenance, drainage, street sweeping, road grading, dust abatement, concrete replacement, repair, guardrail repair, signing and painting operations, pavement marking installation, asphalt paving, asphalt deficiency repair, hauling operations, drainage inspections and maintenance, street light inspections and urban trail maintenance.    FY 10 ACCOMPLISHMENTS   allowing Street Section employees to concentrate on other priorities. Replaced 5 snow plows, 3 10 wheel dump trucks, and 3 cinder boxes helping reduce cost of repairs to aged equipment. Street Improvement Program completed in the cost of 2.6 million dollars, reducing the amount of asphalt deficiencies. Replaced 1 signal cabinet and 9 signal controllers. Helped support special events by supplying th barricades to the 4 of July fireworks show and the pinecone drop on New Years Eve. Helped create the Xeriscape garden at Clay/Milton with other City Sections. \ Successful management of second largest snow storm in Flagstaff history. FY 11 NEW INITIATIVES AND GOALS   STREETS    As accomplished thru the Chemical De-Icer program, accident ratios have dropped 30% in 3 years during winter months. Pavement preservation stimulus program of 3.5 million dollars has reduced the amount of asphalt deficiencies. Hiring of summer temporary drainage crew to work on open channel, and all drainage repairs  Replace 4 Un-Interrupted Power supplies in signal cabinets. Replace dust abatement tank, Sign and Paint service truck and 6 snow plows with funds available from capital. Conduct a route analysis on snow plow routes. Conduct a route analysis on sweeper routes. Continue to lower accident rates on De-Icer routes. Establish sign inventory by collecting data and entering it into software that has been purchased. 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 after snowfall stops. Type of Measure: Clearing Streets within timeframes Tool: Inspections by Leadworkers, filling all routes (with available equipment) Frequency: Each snowfall Scoring: 96% Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Complete 2nd priorities while maintaining 1st 94% 96% 98% 98% priorities. Annual Financial Plan 231 City of Flagstaff PUBLIC WORKS SECTION 32 Council Priority: Public Safety Goal: Shoulder streets without curb & gutters Objective: Complete West side, spring of 10, East side spring of 11 Type of Measure: Shoulder West side while maintaining washouts on East side. Tool: Provide proper flagging/barricading and public announcements. Frequency: Spring/Fall Scoring: 95% Trend:  FY 08 FY 09 Measures: Actual Actual Place material on shoulders of roads without curb 50% 90% improvements to preserve roadways from deterioration. Approximately 100 miles per year are repaired. STREETS FY 10 Estimate 95% FY 11 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: 98% Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Patch potholes within 24 hours of notification. 96% 97% 97% 98% Council Priority: Public Safety Goal: Signal maintenance Objective: Insure proper operation and correct operational deficiencies. Type of Measure: Intersection operational level of service Tool: Preventive Maintenance and Inspections, Unscheduled repairs, Scheduled repairs (ie: software updates, replacement of components before failure) Frequency: Inspections 3 times annually, Corrective repairs as needed. Scoring: 80% Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Does the intersection meet operational standards n/a n/a 80% 75% at time of inspection. Annual Financial Plan 232 City of Flagstaff PUBLIC WORKS SECTION: SECTION 32 STREETS 32-STREET MAINTENANCE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2008-2009 $ 2,323,636 516,425 847,622 711,783 $ 4,399,466 Adopted Budget 2009-2010 $ 2,427,328 715,726 777,870 95,000 $ 4,015,924 Estimated Expenditures 2009-2010 $ 2,452,189 766,128 838,653 91,390 $ 4,148,360 Proposed Budget 2010-2011 $ 2,340,137 727,908 813,414 177,000 $ 4,058,459 Budget-Budget Variance $ (87,191) 12,182 35,544 82,000 $ 42,535 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION STREET CLEANING SNOW CONTROL SIGN,SIGNAL,MARK & LIGHT STREET MAINTENANCE DRAINAGE WAY MAINTENANCE TRAINING STREET LIGHTS TRAFFIC SIGNAL MAINTENANCE TOTAL $ (1,072,112) 342,951 2,139,821 332,812 1,787,474 239,636 1,955 340,980 285,949 4,399,466 $ 289,872 352,968 850,425 370,082 1,283,566 289,668 1,900 368,770 208,673 4,015,924 $ 179,730 362,904 1,046,396 341,449 1,439,845 234,193 1,900 368,770 173,173 4,148,360 $ 328,609 355,605 815,218 436,414 1,226,267 299,705 1,900 381,702 213,039 4,058,459 $ $ 4,058,459 4,058,459 $ 38,737 2,637 (35,207) 66,332 (57,299) 10,037 12,932 4,366 42,535 SOURCE OF FUNDING: HIGHWAY USER REVENUE FUND COMMENTARY: The Streets Maintenance operating budget has decreased 1% and capital expenditures total $177,000 resulting in an overall net increase of 1%. Personal Services decreased due to a retirement payout in FY2010 budget. In addition, there are small benefit increases. Contractuals increases are due to increases in electricity for streetlighting . Commodities increase are due to a decrease in the workorders requested by other sections. Major Capital (>$10,000) includes two pickup truck, six snow plows, a message board and a storage tank. Annual Financial Plan 233 City of Flagstaff PUBLIC WORKS SECTION 41 MISSION  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 10 ACCOMPLISHMENTS             Collections scheduling/re-routing resulting in improved safety, and efficiency. Overall productivity increases of 14.12% Diversion/collection of wood and green waste increased by 62.5%. Monitor, track and forecast trash compaction rates, landfill sequencing, and airspace and cover usage to estimate landfill life and on site cover exhaustion. Initiated meetings with ADEQ on potential alternatives to the future development of the south borrow pit. Successfully petitioned the Arizona Department of Environmental Quality to implement Wood Waste Pilot Study at the Cinderlakes Landfill. Developed Commercial Landfill Application process. Provided Operations staff a Solid Waste Association of North America 11 week “Landfill Operations in house Training Course” Provided Operations staff a Solid Waste Association of North America 7 week “Landfill Health and Safety in house Training Course” Conducted landfill slopes and erosion repairs. Prepared 4 acres of land in the expansion area at the landfill. Began landfill equipment fuel use and performance tracking. Annual Financial Plan  SOLID WASTE Obtained a five year extension of the conditional use permit issued by the United States Forest Service for the Dry Lakes Inert Materials pit. Conducted Noxious Weed abatement activities at the Sinclair Wash Inert Materials pit. Developed a schedule of staff cross training to ensure operational flexibility, efficiency and coverage while enhancing response and customer service levels. Downtown Trash/Recycling. Develop alternative strategies for the collection of trash and recyclables in high visibility areas such as dual use compactors& shared collection locations. Developed Pac Rat routes for high density areas, improving efficiency& safety. Developed Standard Operating Procedures & Job Hazard Analysis’ for Scale House Operations, the SCA program, and new equipment, improving efficiency and safety. Developed staff for career succession using NAU CTC, AGTS Supervisor’s Academy, and other training. Implemented sales lead program resulting in over $116,000 in new and ongoing commercial revenue. Implement customer call back program to move our customer service satisfaction toward our goal of 100%. FY 11 NEW INITIATIVES AND GOALS      234 CollectionsGlass recycling. Implement diversion & capture of residential glass through MRF retrofit to accept commingled materials or begin Residential subscription curbside glass collection. Collections- Implement same day collection services to improve service and operational efficiency. Collections- develop wood pallet collection program to further enhance commercial revenues and supplement materials for the ADEQ Wood Waste Pilot Study at Cinder Lakes Landfill. Landfill- implement Customer Waste Profile Program to track waste stream for additional diversion opportunities, extending Landfill life. Landfill/Collections- Establish a performance bench mark program for Administrative staff. City of Flagstaff PUBLIC WORKS    SECTION 41  Landfill-Increase average density by 10% in landfill cell construction by implementing a 12 week landfill compaction training program. Landfill-Examination of soil resources and future liner/cap construction. Landfill Gas Study. SOLID WASTE Landfill-Drainage improvements and Haul Road Extensions. PERFORMANCE MEASURES Council Priority: Facilities and Basic Services Goal: Initiate the Development of an Integrated Waste Management Plan. 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: 70-100% Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Profile system approved and ready for N/A N/A 50% 100% implementation Council Priority: Environmental Sustainability Goal: Increase capture of green & wood waste materials, reduced fuel use and carbon footprint Objective: Diversion of green & wood waste 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: 50- 75% Trend:  CY09 Combined Residential & Commercial program diversion rate 50.35% Measures: % increase of tonnage of green & wood waste material diverted from landfill over prior year Annual Financial Plan FY 08 Actual 20.5% 235 FY 09 Actual 50.35% FY 10 Estimate 50% FY 11 Proposed 65% City of Flagstaff PUBLIC WORKS SECTION 41 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: 75% Trend:  FY 08 FY 09 FY 10 Measures: Actual Actual Estimate % of completion of the graph/report tracking N/A N/A 75% system in service calls Council Priority: Environmental Sustainability Goal: Implement collection of residential glass for recycling. Objective: Diversion of as much as 3,000 tons per year, dependent on method of collection. Type of Measure: Output Tool: Graphs/ spreadsheets to track collection and tonnage data. Frequency: monthly Scoring: 25-50% Trend:  FY 08 FY 09 FY 10 Measures: Actual Actual Estimate % of 3,000 tons collected, dependent on N/A N/A N/A method of collection Annual Financial Plan 236 SOLID WASTE FY 11 Proposed 100% FY 11 Proposed 50% City of Flagstaff PUBLIC WORKS SECTION: SECTION 41 SOLID WASTE 41-SOLID WASTE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2008-2009 $ 4,089,200 3,457,721 1,598,851 856,099 $ 10,001,871 Adopted Budget 2009-2010 $ 4,308,037 3,680,279 1,728,487 1,628,837 $ 11,345,640 Estimated Expenditures 2009-2010 $ 3,653,856 3,014,079 1,275,660 669,101 $ 8,612,696 Proposed Budget 2010-2011 $ 3,244,209 2,983,344 1,575,638 1,947,270 $ 9,750,461 Budget-Budget Variance $ (1,063,828) (696,935) (152,849) 318,433 $ (1,595,179) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION RESIDENTIAL COLLECTION COMMERCIAL COLLECTION SANITARY LANDFILL BIN MAINT-RESIDENTIAL BIN MAINT-COMMERCIAL HOIST & HAUL LANDFILL OUTSIDE CONTRACT RECYCLING - CURBSIDE COLLCT INERT MATERIAL LANDFILL COMMERCIAL RECYCLING CONSERVATION EDUCATION SUSTAINABLILITY ENVIRONMENTAL MANAGEMENT CONSERVATION COMMERCIAL SALES LANDFILL SITE IMPROVEMENTS HH HAZARDOUS WASTE BUILD 06 EPA BRNFLD ASSESSMNT ENERGY EFF/CONSERVATION TOTAL $ 527,618 1,652,011 2,087,565 2,150,687 146,756 123,512 355,535 566,676 785,775 30,895 526,085 (640) 158,905 452,267 350,602 7,993 9,712 35 69,882 10,001,871 $ 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 $ 422,926 1,497,630 1,936,584 1,745,909 141,480 84,118 359,106 118,493 878,262 6,962 471,868 176,739 468,079 256,580 7,960 40,000 8,612,696 $ 574,981 1,867,162 2,061,121 2,763,830 20,522 69,356 412,051 155,347 1,221,322 2,500 594,309 7,960 9,750,461 $ $ 9,750,461 9,750,461 $ 1,413 105,126 (302,728) 683,730 (126,106) (45,318) 18,895 (136,303) (18,776) 2,500 (211,899) (179,904) (474,715) (323,994) (587,100) (1,595,179) SOURCE OF FUNDING: ENVIRONMENTAL SERVICES FUND COMMENTARY: The Environmental Services operating budget has decreased 20% and capital expenditures total $1,947,270 resulting in an overall net decrease of 14%. The major shift is related to the reorganization of this section with the new section of Substainablity and Environmnetal Management. Personal Services decreases are due to reorganization of positions. Contractuals and commodities decreases are due to decreased costs related to utilities related to decreased tonnage and overall reduction of services related to gas and fleet. 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 237 City of Flagstaff PUBLIC WORKS SECTION 43  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 projects, 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.  SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT Environmental Management began working with the City’s Housing Section to ensure Housing and Urban Development funded projects for residential homes are in compliance with asbestos regulations. Seven residential houses were sampled for asbestos during FY 10. Environmental Management coordinated the safe removal and proper disposal of regulated asbestos-containing building materials and leadbased paint from a city-acquired property in preparation for the construction of new Fire Station Number 2 near Route 66 and Enterprise. In November, Conservation Program staff partnered with SCA Tissue on a project for America Recycles Day. “SOS for Education” encouraged everyone to donate Surplus Office Supplies to local schools. During the week of November 16 – 20, 2009, collection boxes were available at City Hall, the Main & East Libraries, Staples, the Aquaplex, SCA Tissue, and at all Fire Stations. More than 850 items were donated for reuse including recycle/trash cans, pens, paperclips, file folders, pencils, note pads, paper and envelopes. SCA Tissue also made a cash donation of $700 to Flagstaff Unified School District to purchase copy paper. Litter Clean-Ups have increased from 67 during FY 07 to an estimate of 310 during FY 10. Litter complaints received from the public totaled 348 during FY 07 and are projected to decrease to a total of 164 for FY 10. The increased litter clean-ups have most likely resulted in the reduction in litter complaints. Two years of the 15-Minute Makeover may have also helped in reducing litter complaints. FY 10 ACCOMPLISHMENTS FY 11 NEW INITIATIVES AND GOALS    The Sustainability Program developed a residential energy efficiency program. Through programming, we reduced roughly 3,581,605 kilowatt hours and 6,780,000,000 pounds of carbon dioxide equivalents from being released in the atmosphere. The Sustainability Program secured Federal American Recovery and Reinvestment Act funding to expand the residential energy efficiency program. Annual Financial Plan  238 Develop and implement a Power Purchase Agreement project for the construction and use of renewable energy on City properties. If awarded by the Department of Energy (DOE), implement $9.5 Million expansion of the Residential Energy Efficiency Retrofit Program using funding from the DOE’s competitive Energy Efficiency and Conservation Block Grant program. City of Flagstaff PUBLIC WORKS   SECTION 43  Develop a Sustainable Business Guide to assist local businesses become more sustainable in their operations. Implement municipal sustainability policies such as energy efficiency/conservation, anti-idling, and resource conservation. SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT Environmental Code Enforcement will begin surveying the public on a regular basis to track opinions on the presence or absence of litter in the community. The initiative will help staff track the effectiveness of pro-active anti-litter programs. PERFORMANCE MEASURES Council Priority/Goal: Community Sustainability Goal: Promote the reduction of greenhouse gas emissions in the municipal organization and the Flagstaff community. Objective: Track progress in reducing greenhouse gas emissions as directed by Council Resolution 2006-58. Type of Measure: Input Tool: Energy consumption and fuel use. Frequency: Annual municipal inventory, every other year community inventory Scoring: Acceptable = any decrease in measures. Cautionary = a 1 to 15% increase in measures. Unacceptable = more than 15% increase in measures. Trend:  Measures: Municipal GHG emissions Municipal energy consumption Municipal fuel use FY 08 Actual N/A 55,832 MWh** 483,848 Gal.*** FY 09 Actual 54,152 MTCO2e* FY 10 Estimate 52,527 MTCO2e FY 11 Proposed 51,444 MTCO2e 61,090 MWh 59,257 MWh 58,0356 MWh 458,887 Gal. 435,943 Gal. 412,998 Gal. 1,900,900 MTCO2e 58,000,000 MWh 76,000,000 Gal. 1,805,855 MTCO2e 57,000,000 MWh 75,000,000 Gal. Community GHG emissions N/A N/A Community energy consumption N/A N/A Community fuel use N/A N/A *MTCO2e = Metric Tons of Carbon Dioxide equivalent. **MWh = Electric and natural gas consumption in megawatt hours. ***Gal. = Fleet and water pumping fuel consumption in gallons. Annual Financial Plan 239 City of Flagstaff PUBLIC WORKS SECTION 43 SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT Council Priority: Community Sustainability Goal: Increase energy efficiency and create/retain jobs in the Flagstaff community utilizing American Recovery and Reinvestment Act (ARRA) funds. Objective: Track the energy efficiency of program participants, creation/retention of jobs, and successful utilization of ARRA funding. Type of Measure: Program effectiveness Tool: Reports, participant information Frequency: Monthly and quarterly reports Scoring: Acceptable = any increase in energy savings and jobs created/retained as outlined in the goals of the ARRA funding request. Cautionary = a 1 to 30% decrease. Unacceptable = more than 30% decrease. Trend: N/A (new initiative) Measures: Number of participants GHG emissions Energy Savings Number of jobs created/retained FY 08 Actual N/A N/A FY 09 Actual N/A N/A N/A N/A N/A N/A FY 10 Estimate 250 1,088 MTCO2e 3,000 MWh 8 FY 11 Proposed 250 1,088 MTCO2e 3,000 MWh 6 Council Priority: Family, Youth and Community Goal: Evaluate the effectiveness of the Adopt-An-Avenue Program in maintaining a litter-free community. Objective: Survey citizens to evaluate the presence or absence of litter along city streets. Type of Measure: Program effectiveness Tool: To be determined: web-based survey, mailer, or available at City Hall and other city facilities Frequency: Twice per year Scoring: Acceptable = more than 40% of respondents think the sides of streets are very clear of litter. Cautionary = between 10 and 40% of respondents think the sides of streets are very clear of litter. Unacceptable = less than 10% of respondents think the sides of streets are very clear of litter. Trend: N/A (new initiative) Measures: (survey results) Sides of streets very clear of litter Sides of streets moderately littered Sides of streets very littered Annual Financial Plan FY 08 Actual N/A N/A N/A 240 FY 09 Actual N/A N/A N/A FY 10 Estimate 45% 45% 10% FY 11 Proposed 55% 35% 10% City of Flagstaff PUBLIC WORKS SECTION 43 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: Monitor participation and tonnage at the HPC to evaluate the effectiveness of the program. Type of Measure: Input Tool: Track number of customers and hazardous waste disposal tonnage. Frequency: Monthly with quarterly and annual reporting Scoring: Acceptable = increase or less than 10% decrease in participation and tonnage, Cautionary = 10 to 30% decrease in participation and/or tonnage, Unacceptable = more than 30% decrease in participation and/or tonnage. Trend: Stable for participation,  for hazardous waste disposal except electronics Measures: Number of residential visitors to the HPC Number of active small business waste customers Residential and Small business waste hazardous waste tonnage Residential and Small business waste electronics tonnage SECTION: FY 08 Actual 2,935 FY 09 Actual 3,047 FY 10 Estimate 2,860 FY 11 Proposed 3,000 76 65 70 73 72 tons 72 tons 82 tons 85 tons 88 tons 108 tons 60 tons 63 tons 43-SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ $ - Adopted Budget 2009-2010 $ $ $ $ - Estimated Expenditures 2009-2010 $ $ - Proposed Budget 2010-2011 $ 731,186 890,268 91,882 $ 1,713,336 Budget-Budget Variance $ 731,186 890,268 91,882 $ 1,713,336 $ $ $ EXPENDITURES BY PROGRAM: SUSTAINABILITY ENVIRONMENTAL MANAGEMENT CONSERVATION ENERGY EFF CONSER GRANT LIVING CITIES GRANT TOTAL $ - - $ $ - $ 246,395 500,051 209,373 488,517 269,000 1,713,336 $ $ 1,713,336 1,713,336 $ 246,395 500,051 209,373 488,517 269,000 1,713,336 SOURCE OF FUNDING: ENVIRONMENTAL SERVICES FUND COMMENTARY: The Sustainability and Environmnetal Management section was previously housed in section 41 - Solid Waste. Overall, this section operations decreased by 2%. The majority of the decrease is in personal services due to the sections reorganization. There is no capital for this section. Annual Financial Plan 241 City of Flagstaff Annual Financial Plan 242 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 243 City of Flagstaff COMMUNITY ENRICHMENT Annual Financial Plan City Administration 01 1 City Manager Community Enhancement 01 1 Deputy City Manager Community Enrichment 30 1 Division Director 8810 Library 11/12 1 Library Director Recreation 30 1 Recreation Superintendent 8810 9102 Information Systems Administration 1 Library IT Manager 1 Library IT Analyst 1 Network Administrator 1 Application Support Specialist II 1.63 Admin Spec .45 Library Clerk I Temp 1 Admin Specialist 1 Admin Asst 8810 8810 8810 244 Public Services Outreach Services 1 Library Manager 1 Library Manager 8810 8810 Programs/Facilities Community Events 5 Sr Rec Coord 1 Rec Coord II 5.5 Rec Coord I 36.98 Temps 1 Sr Rec Coordinator 1 Rec Coord II .25 Intern 9102 Circulation Adult Services 1 Library Asst II 1 Library Asst I 3.38 Library Clerk I I 2 Library Page 1.425 Library Clerk I I Temp 1 Library Page Temp 2 Librarian 2.5 Library Asst I 1.4 Library Asst I (Temp) 8810 8810 Aquaplex East Flag County Bookmobile 1 Recreation Supervisor 3 Rec Coordinator II 1 Library Asst II 2 Library Asst I 1 Library Clerk I 1 Library Clerk I (Temp) 1 Library Asst I .25 Library Asst I (Temp) 9102 8810 Youth Services 1 Library Supv 3 Library Asst I 1.35 Library Asst I (Temp) Forest Lakes Grand Canyon 1 Library Asst I .875 Library Asst I .375 Library Clerk I (Temp) 8810 8810 8810 Tuba City County Correctional Facility 2 Library Asst I .50 Library Clerk I (Temp) 1.25 Library Clerk I 8810 Technical Services 1 Library Manager 8810 Processing/Acquisitions City of Flagstaff 1 Library Asst II 2.25 Library Asst I 1.75 Library Clerk I 8810 .25 Library COE Aide 8810 8810 1 Library Cataloging Asst 1.125 Library Asst I 8810 8810 9102 COMMUNITY ENRICHMENT SERVICES SECTION 11/12  MISSION The mission of the Flagstaff City Coconino County Public Library is to provide a supportive environment for the community, enhancing their quality of life through services, materials, programs, Internet access and electronic resources that meet the diverse needs of residents of all ages as well as visitors to Flagstaff and Coconino County.       PROGRAM DESCRIPTION  We support this mission by providing a user-friendly information and communication gateway for our patrons. The Library’s print, electronic, and audiovisual collections support many areas of interest, including culture, business, education, literacy, entertainment, life-long learning, general and local history, genealogy, and government. The Library offers professional assistance in accessing information from a variety of sources and formats and provides Internet access and computers for public use. The Library also serves as a community center for the dissemination of ideas and the promotion of information literacy. We are dedicated to freedom of access for all while respecting established library policies.         FY 10 ACCOMPLISHMENTS         Flagstaff Public Library was voted the Best Public Agency in 2009. Main and East Flagstaff Community (EFC) libraries broke past records on visitor counts, computer usage, and circulation. Received grants totaling over 78K. Purchased Early Literacy Stations for EFCL, Grand Canyon, Tuba City, Fredonia, & Williams Libraries. Promoted early literacy by creating preschool subject-specific book boxes and purchasing interactive learning materials and kits through Every Child Ready to Read grant. Gained access to several new databases (Mango Languages, Learning Express Library, Discover Spanish, and A to Z Maps). Increased Main library’s bandwidth from 8 Mbps to 10 Mbps. Annual Financial Plan LIBRARY Set up wireless internet at EFCL, Main, Grand Canyon, Fredonia, Tuba City, & Williams libraries. Worked with Facilities on a new parking area for the bookmobiles in the City Warehouse. Enhanced bookmobile programming to seniors and schools. Replaced servers at the Main library. Created wireless internet laptop workstations. Offered more computer classes to the public, including one on one tutorials. Expanded adult programs and services and offer an adult oriented program monthly. Expanded youth-oriented services, offering more between, teen, and early literacy programs. Implemented first ‘green’ summer reading program and created more community partnerships. Purchased self-check machines for Main, EFCL, and Page Library. Received Broadband Technologies grant for 30 new laptops and 12 new desktop computers. EFCL was selected as one of the first libraries in the nation to display the Harry Potter’s World Exhibition. Page Library repaired roof & retiled bathroom. Page & Sedona moved to the Sirsi Dynix Symphony integrated library system. Sedona offered bilingual story times, computer classes and movies in Spanish. The Williams Library commissioned & completed a mural depicting local history. Upgraded catalog servers at Forest Lakes, Grand Canyon, Tuba City, Fredonia, and Williams Libraries. FY 11 NEW INITIATIVES AND GOALS        245 Create family oriented free library programs via grant funding. Increase bandwidth from 10 Mbps to 15 Mbps. Initiate cultural pass partnership between library and local cultural attractions. Modernize and improve the community room at Main. Provide more computers to the public to meet increasing need. Update library website to increase database usage and better promote Library services. Upgrade to the Sirsi Dynix Symphony ILS. City of Flagstaff COMMUNITY ENRICHMENT SERVICES    SECTION 11/12  Initiate the migration of the separate county library catalog databases onto one centralized catalog server. Install new carpeting at the Forest Lakes Library. Create an outdoor space for Wi-Fi users at the Grand Canyon Library.   LIBRARY Replace book drop receptacle at Tuba City Library. Install a self sign-up computer for internet access at the Williams Library. Create more efficient and ergonomic work spaces for volunteers and staff at Sedona. 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: 90% Trend:  FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Customer satisfaction with programs offered at the NA 94% 95% Library Number of programs offered 908 1037 1014 Number of participants in programs 24,866 23,643 25,044 FY 11 Proposed 99% 1025 26,045 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Customers pleased with their Library experience NA 96% 98% 99% Annual Financial Plan 246 City of Flagstaff COMMUNITY ENRICHMENT SERVICES SECTION 11 LIBRARY 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: 95% Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Customers believe that having access to library NA 95% 97% 99% resources enhances their quality of life SECTION: 11-LIBRARY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2008-2009 $ 2,471,105 494,088 554,409 3,150 $ 3,522,752 Adopted Budget 2009-2010 $ 2,490,311 467,979 823,487 $ 3,781,777 Estimated Expenditures 2009-2010 $ 2,514,689 459,629 678,978 $ 3,653,296 Proposed Budget 2010-2011 $ 2,438,641 477,172 832,327 $ 3,748,140 Budget-Budget Variance $ (51,670) 9,193 8,840 $ (33,637) $ $ $ $ $ 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 EAST FLAG COMMUNITY LIB TOTAL $ 513,397 749,078 1,406,834 67,130 67,320 57,552 170,479 2,222 401,613 388 69,857 16,897 (15) 3,522,752 $ 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 $ 465,053 766,171 1,362,599 69,655 86,019 92,019 229,348 15,500 441,528 1,850 105,229 18,325 3,653,296 $ 437,725 759,951 1,547,701 70,023 86,244 92,296 229,907 15,500 382,387 1,450 105,456 19,500 3,748,140 $ $ 3,748,140 3,748,140 $ (29,684) (2,453) 701 368 228 277 559 (4,635) (400) 227 1,175 (33,637) SOURCE OF FUNDING: LIBRARY FUND COMMENTARY: The Library operating fund has decreased 2% with no capital expenditures. Personal Services decreases are due to reductions in Public Services that include a shift in regular to temporary wages, a decrease in General Administration temporary wages, and savings from staff retirement. Contractual increases are due to increases in maintenance and utilities. Commodities increases represent increases in circulated materials 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 247 City of Flagstaff COMMUNITY ENRICHMENT SERVICES SECTION: SECTION 12 LIBRARY GRANTS 12-LIBRARY GRANTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 86,294 849,607 134,911 $ 1,070,812 Adopted Budget 2009-2010 $ 139,882 3,118,634 147,200 $ 3,405,716 Estimated Expenditures 2009-2010 $ 139,882 1,035,427 210,896 $ 1,386,205 Proposed Budget 2010-2011 $ 136,551 2,812,511 481,914 $ 3,430,976 Budget-Budget Variance $ (3,331) (306,123) 334,714 $ 25,260 $ $ $ $ $ EXPENDITURES BY PROGRAM: COUNTY WIDE PROJECTS C.O.O.L. TELEPHONE DIRECTORY PRES BRANCH OUT W LIBRARY CHILDREN L.O.V.E. STATE GRANT IN AID 08-09 FY 10 STATE GRANT IN AID YOUTH SERVICES GRANT EDGAR ALLAN POE GRANT EVERY CHILD READY TO READ READING STIMULAS LEARNING LECTURES BOOKMOBILE ENRICHMENT FY 11 STATE GRANT IN AID TOTAL $ 1,011,770 4,643 8,595 12,058 8,748 24,998 1,070,812 $ 3,380,716 25,000 3,405,716 $ 1,290,716 624 31 23,912 25,000 1,786 400 12,387 26,549 1,000 3,800 1,386,205 $ 3,356,762 49,214 25,000 3,430,976 $ $ 3,430,976 3,430,976 $ (23,954) (25,000) 49,214 25,000 25,260 SOURCE OF FUNDING: LIBRARY FUND Annual Financial Plan 248 City of Flagstaff COMMUNITY ENRICHMENT SERVICES 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 10 ACCOMPLISHMENTS           Met cost recovery directives for the Flagstaff Aquaplex, while increasing programs, services, rentals, and pass holder sales. The Aquaplex received the ARPA Outstanding Facility Award in the State of Arizona. 23 new programs and classes were introduced at the Flagstaff Aquaplex. Created an Inclement Weather Policy for the Aquaplex pool Recreation Services participated in “Drowning Impact Awareness Month” Jay Lively Activity Center has extended the available ice to 12 months (compared to 10 months in the past) The Youth Commission was re-organized to an Advisory Committee to allow more youth to participate. Recreation Superintendent as an active board member of ASCOT (Arizona State Commission on Trails) put on a trails workshop in Flagstaff with over 100 participants in attendance. Initiated steps in creation of a new Parks and Recreation and Open Space Master Plan. Annual Financial Plan  RECREATION SERVICES Recreation Services hosted the Capitol Christmas tree at the Aquaplex. Active contributors to Family, Youth and Community Cabinet, FUTS and Open Space th Cabinet, Snowplay Committee, and the 4 of July Celebration Committee. Contributors and played a major role facilitating public forums regarding the Regional Plan Update. The Recreation Superintendent was appointed the Staff Liaison to the Open Space Commission. Increased the number of special event permits issued to outside groups and organizations from 244 in FY08 to 314 in FY09. Implemented a new special event permit packet and new fee structure. Adult sports experienced significant growth in participation (basketball 25% and softball 15% or 360 teams). Flagstaff Recreation Center implemented a new program “Night Court” in partnership with FPD & CASA where teens play basketball once a month against FPD Officers. Thorpe Park Community and Senior Center increased Senior Olympics participation by 20% and introduced Archery and Table Tennis to the event. Thorpe Park Community and Senior Center implemented new volunteer and staff led classes including; Wii Bowling, Introduction to Spanish, Senior Aerobics and Beginning Bridge. Cogdill delivered over 250 gift bags and toys to local neighborhoods during their Holiday Gift Bag Extravaganza. FY 11 NEW INITIATIVES AND GOALS      249 Improve all marketing efforts to reach the greater Flagstaff community. Continue to expand the volunteer base and community partnerships to offer low cost/high quality programming. Coordinate efforts to rebuild Jay Lively Activity Center in a timely manner and ensure ice is available to the public as soon as possible. Meet or exceed cost recovery directives for the Flagstaff Aquaplex. Work with the Library to offer dynamic and quality “collaborative” programs. City of Flagstaff COMMUNITY ENRICHMENT SERVICES    SECTION 30  Maintain high level of customer satisfaction in a challenging economic climate. Offer a wide variety of high quality programming to the entire community at low or no cost. Increase revenue through great number of facility rentals. RECREATION SERVICES Enhance existing programs and implement new programs through community partners and sponsorships. PERFORMANCE MEASURES Council Priority: Family, Youth & Community Goal: Superior customer service in the delivery 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: 90% Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Target rating of 100% of staff assistance and Not available 75% 85% 90% performance rated good or excellent by customers. 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: 90% Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Results of the culmination of participant Not available 65% 87% 90% surveys, 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 250 City of Flagstaff COMMUNITY ENRICHMENT SERVICES 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: 85% Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Targeted cost recovery of 100% of adult Not available 50% 85% 90% programs following established philosophy. 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: 75% Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Targeted cost recovery of 50% for youth Not available 50% 65% 75% programs following established philosophy. 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: 90% Trend:  Measures: Annual Cost Recovery Rate between 50% 70% Annual Financial Plan FY 08 Actual Not available 251 FY 09 Actual Not available FY 10 Estimate 65% FY 11 Proposed 70% City of Flagstaff COMMUNITY ENRICHMENT SERVICES 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: 90% Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Participation growth Not available Not available 20% Additional 10% Annual Financial Plan 252 City of Flagstaff COMMUNITY ENRICHMENT SERVICES SECTION: SECTION 30 RECREATION SERVICES 30-RECREATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2008-2009 $ 2,042,726 831,524 376,512 150,780 $ 3,401,542 Adopted Budget 2009-2010 $ 1,919,999 934,668 345,068 15,000 $ 3,214,735 Estimated Expenditures 2009-2010 $ 1,914,893 910,595 358,358 500,000 $ 3,683,846 Proposed Budget 2010-2011 $ 1,951,123 887,028 362,008 3,530,000 $ 6,730,159 Budget-Budget Variance $ 31,124 (47,640) 16,940 3,515,000 $ 3,515,424 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ATHLETIC PROGRAMS PARKS & RECR COMMISSION AQUATICS MURDOCK CENTER FLAGSTAFF RECREATION CENTER THORPE PARK COMM/SEN CENTER COGDILL CENTER YOUTH COMMISSION JAY LIVELY ACTIVITY CENTER COMMUNITY SERVICES/EVENTS AFTER SCHOOL ANCHOR PROGRAMS RECREATION GRANTS DISASTER RECOVERY AQUAPLEX APS - GREENSAK BAGS GRANT AQUAPLEX-CAPITAL LEASES JAY LIVELY SNOW DISASTER TOTAL $ 585,854 255,958 83 140,811 929 326,821 241,164 225,013 5,748 409,081 93,458 112 611 1,115,546 353 3,401,542 478,424 232,569 231,629 212,991 208,565 5,435 419,971 100,708 1,324,443 3,214,735 $ $ 500,374 234,335 599 235,560 213,953 210,565 5,435 401,883 88,818 208 1,256,836 35,280 500,000 3,683,846 $ 488,453 241,529 237,505 193,437 196,213 5,380 434,630 89,396 1,308,336 35,280 3,500,000 6,730,159 $ $ 6,730,159 6,730,159 $ 10,029 8,960.00 5,876.00 (19,554.00) (12,352.00) (55.00) 14,659.00 (11,312.00) (16,107.00) 35,280.00 3,500,000.00 15,424 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Recreation operating budget has increased less than 1% and have capital expenditures of $3,530,000. Personal Services increase is due to moving prior year contractual cost to temp personnel. In addition, there are benefit increases. Contractual and commodities changes are due to reallocating expense from contractual to personal services and commodities. Major capital (>$10,000) expenditures include $30,000 for general building improvements at the ice rink ($15,000 is carrovery from prior year) and $3,500,000 for the ice rink reconstruction and improvements. For the entire $4 million over the two year period, $2 million is expected to come from insurance proceeds due to the collapsed roof during the January snow storm and the other $2 million is expected to be funded with contributions for improvements or expansion. Annual Financial Plan 253 City of Flagstaff Annual Financial Plan 254 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 Beverage tax monies efficiently and effectively to create, enhance, and preserve the cultural heritage of Flagstaff. The mission of Beautification General Administration is to deploy Bed, Board, and Beverage tax monies efficiently and effectively to create, enhance, and preserve the sense of place, both the built and natural environment, of Flagstaff. 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 255 City of Flagstaff ECONOMIC VITALITY Annual Financial Plan City Administration 01 1 City Manager Community Enhancement 01 1 Deputy City Manager Economic Vitality 18/38/78/84 1 Division Director (Economic Vitality) 8810 1 Administrative Specialist 8810 CVB 84/85 Airport 38 Community Investment 18/78 1 CVB Director 1 Airport Director 8810 8810 256 1 Administrative Specialist 1 Administrative Specialist 1 Business Retn and Exp Mgr 1 Economic Analyst 8810 8810 8810 8810 1 Community Design and Redevelopment Mgr 8810 Visitor Center 85 Marketing and PR 1 Marketing and PR Manager 2 Sales Associate 1 Visitor Center Manager 1 Airport Operations Supervisor 8810 8810 8810 7403 1 Community Planner 8810 2 Publications Specialist 8810 3 Airport Service Worker II .5 Admin Specialist 7403 8810 1 Public Relations Associate 8810 3.75 Admin Assistant 8810 3 Airport Service Worker I 7403 City of Flagstaff .5 Maint Worker (Temp) 7403 1 Downtown/4th Street Manager 8810 1 Brownfield Specialist 8810 ECONOMIC VITALITY SECTION 18/78 COMMUNITY INVESTMENT ECONOMIC DEVELOPMENT Includes 1801 (Community Investment General Administration), 78 (Business Retention and Expansion and Business Attraction) 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 high wage/low impact employment and increases revenues by providing support, analysis and programs for businesses; developing and cultivating infrastructure that preserves quality of life and allows access to intellectual resources; and, developing connections between businesses, people, and the organizations that can help take them to the next level.     FY 10 ACCOMPLISHMENTS        Assisted Southwest Windpower in the retention of their base operations in Flagstaff; and, provided workforce training opportunities. Worked with Prent Corporation to retain their facility in Flagstaff preserving more than 100 jobs. Nestle-Purina entered GPLET Agreement in 2003 with total FTE’s at 176 and an average wage of $48,323. As of CY09, they now employ 225 FTE’s at an average wage of $63,253. Completed GPLET agreement with the Orpheum Theater enhancing the vibrancy of the downtown retail/entertainment core. Added new Volkswagen dealership to the Flagstaff Auto Park. Hired commercial real estate marketing organization to actively market and recruit new dealers for the Flagstaff Auto Park. Revised the University to Business Connection program with NAU’s College of Engineering and W.A. Franke College of Business to align the program with the University’s academic year and take advantage of the Capstone project process. Annual Financial Plan      257 Established new client for University to Business program. Commenced construction of the Lumberyard Taproom and Grille at the former Copeland Lumber building resulting in a $2.6 million investment and 36 new FTE jobs. Identified and commenced interviews with over 90 business for the B3 (Building Bridges to Business) Program. Provided support and over 10 referrals to the Northern Arizona Center for Emerging Technologies (NACET). Facilitated USGS expansion on McMillan Mesa. Facilitated assignment of the lease with the developer for approximately 200,000 square feet of commercial space for the Science and Technology Park on McMillan Mesa. Conducted “Listening Tour” with key economic development stakeholders to gain a greater understanding of the needs, abilities and resources to revitalize the City’s economic development program. Revised Economic Development collateral materials and included the “Live, Work, Play” brand in new brochures and rack cards. Completed rework of the CityofInnovation.com website, highlighting the community’s advances in the sciences, renewable energy, and medical device manufacturing. Expanded FlagstaffProspector.com by adding the participation of 20 commercial brokers and/ or property owners, as well as Google Streets and enhanced demographic information. Completed Retail Analysis and presented results to community stakeholders and targeted companies at the International Council of Shopping Centers trade shows in Las Vegas and San Diego. Promoted Flagstaff at the Medical Device & Manufacturing trade show and Solar International trade show, as part of a coordinated statewide effort. Developed partnership with Greater Phoenix Economic Council (GPEC), Tucson Regional Economic Organization (TREO) and Greater Yuma Economic Corporation (GYEC) for targeted business attraction program. City of Flagstaff ECONOMIC VITALITY   SECTION 18/78 Conducted a wage study comparing Flagstaff to 12 other communities in the Southwest region and presented results to stakeholders. Worked with Sustainable Economic Development Initiative (SEDI) to measure economic sustainability and assisted in the development of a business plan for the proposed Workforce Training Center.    FY 11 NEW INITIATIVES AND GOALS         Broaden business retention and expansion efforts by conducting interviews with over 50 businesses and documenting critical performance standards by utilizing B3 as a data management tool to gauge economic activity and foster relationships between the City and local industry. Attend Medical Device & Manufacturing and Solar International trade shows to attract businesses that complement existing companies in an effort to build a transferrable workforce. Establish an additional company for the University to Business program. Build upon our community partnerships to identify and target needed workforce development programs. Develop additional employee recruiting materials that feature Flagstaff as an ideal place to live, work and play. Expand the "Business Toolbox" on the City of Innovation website to provide all necessary Annual Financial Plan     258 COMMUNITY INVESTMENT information and links to starting, relocating, or expanding a business in Flagstaff. Develop a database and collaborative marketing materials that identifies federal, state and local incentive programs available to businesses. Utilize enhanced demographic data to target compatible retail opportunities for various developments including Mall and Marketplace, Aspen Place and Mountain View Village. Lead the development process for the USGS expansion at McMillan Mesa. Work with NACET on facility expansion with the goal of making leasable space sustainable. Increase interest and awareness of the Airport Business Park and secure at least one ground lease. Market Auto Park to secure dealers and provide signage enhancements to improve dealer exposure. Continue our relationship with the statewide alliance (GPEC, TREO, GYEC) for targeted business attraction and meeting with a minimum of 10 companies interested in relocating to Northern Arizona. Implement Economic Development Coordinating Council as a result of the “Listening Tour” to further enhance the economic development community wide effort. Develop a baseline of primary sector economic activity in the greater Flagstaff region whereby overall industrial expansion or contraction can be measured. City of Flagstaff ECONOMIC VITALITY SECTION 18/78 COMMUNITY INVESTMENT PERFORMANCE MEASURES Council Priority: Community Sustainability Goal: Create an environment that retains and expands local businesses in Flagstaff. Objective: Monitor health of businesses in the community and provide tools and programs for existing businesses to improve their performance. Type of Measure: Program outcome Tools: Trend analysis through B3, City and State incentive programs, staff advocacy, workforce development tools, and other business performance programs. Frequency: Regular contact via phone, email, and in-person business visits, CityofInnovation.com updates, Quarterly e-newsletter. Scoring: Retaining 95% of Flagstaff’s major employers (75 or more employees). Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Actual Proposed Local businesses retained and/or expanded N/A N/A 100% 95% Council Priority: Fiscal Health and Community Sustainability Goal: Create an environment that is attractive to high wage/low impact companies. Objective: Market aggressively to targeted sectors and utilize incentive policies. Type of Measure: Policy/Program outcome Tools: Statewide Alliance, Arizona Department of Commerce, CityofInnovation.com, FlagstaffProspector.com, trade shows, advertising and other marketing pieces, and generating appropriate leads through existing companies. Frequency: Regular meetings with existing companies, planned trade shows, ongoing web site updates and quarterly e-newsletter. Scoring: Respond to 100% of appropriate leads through/from Arizona Department of Commerce, site locators, and existing companies. Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Actual Proposed Respond to appropriate new business leads N/A N/A 100% 100% Percentage of total commercial listings on N/A N/A 75% 85% Prospector site Council Priority: Fiscal Health and Community Sustainability Goal: Sustain existing development projects Objective: Facilitate and support existing developments, developers, leasing agents, and funders by providing assistance in locating appropriate tenants and helping to navigate the DRB process. Type of Measure: Program Outcome Tool: FlagstaffProspector.com, Development Review Process, LDC, Regional Plan, Incentive Policies, Retail Analysis and other data research Frequency: Quarterly e-newsletter to site location firms, regular business meetings, annual ICSC attendance. Scoring: Based on Economic Development staff contacts from committed projects/tenants, 80% of viable developments and signed leases transitioned to DRB process. Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Actual Proposed Transition viable projects to DRB process N/A N/A 80% 80% Number of current listings on Prospector site N/A N/A 75% 85% Annual Financial Plan 259 City of Flagstaff ECONOMIC VITALITY SECTION 18/71/73 COMMUNITY INVESTMENT COMMUNITY DESIGN & REDEVELOPMENT Includes 1807 (Community Design), 1815 (Brownfield Land Recycling Program), 71 (Arts and Science), and 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 Brownfield Land Recycling Program is dedicated to revitalization of abandoned, idle, 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 Community Design and Redevelopment Program is accomplished through a series of programs described as follows: Arts and Sciences – This program involves the preservation and enhancement of the aesthetic, scientific, and cultural environment of Flagstaff. Program staff works with the Beautification and Public Art Commission for public art and with Flagstaff Cultural Partners for support of local arts, science, and cultural activities and projects. FY 10 ACCOMPLISHMENTS   Community Design – This program generates and executes beautification projects, as well as provides demonstrative design work for economic development, the Design Review Board, heritage preservation, capital improvements, and 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   260 Installed outdoor public art notably a new community mural on Summit Street and the PAWS (Mountain Lion) Project. Installed various forms of indoor public art in four municipal facilities. Installed water-wise and aesthetic median landscaping along U.S. 89. Landscaped parcel at Milton and Clay Avenues as a neighborhood beautification project. Worked with staff and Walmart on design of supercenter to meet design standards. Approved second floor addition, two-story outbuilding, and other projects in Townsite Historic District. Listed Southside Historic District on the National Register of Historic Places. Completed painting for preservation and aesthetic maintenance of “Two Spot” the train. Completed CBD Parking Study and 2009 Concept Downtown Management Plan. Completed conceptual plans for the redevelopment of Fourth Street public realm. Initiated process, including stakeholder outreach, for update of redevelopment and infill policies and plans. City of Flagstaff ECONOMIC VITALITY   SECTION 18/71/73  Completed grant funded Brownfield Assessment Program and received additional grant for second program area. Completed grant funded Brownfield Sensitivity Map within GIS for planning purposes. Completed grant funded redevelopment plan and clean-up of Phoenix Avenue Brownfield.     FY 11 NEW INITIATIVES AND GOALS     Install significant public art piece (i.e. King’s House Mural). Install new streetscape on Beaver and San Francisco Streets (Southside). Install water-wise and aesthetic median landscaping along Beulah and Woodlands Village Blvd.  COMMUNITY INVESTMENT Continue to provide design assistance and excellent customer service in design review. Integrate heritage preservation into the Land Development Code. Develop final Downtown Management Plan and form merchant district. Seek capital for Fourth Street improvements, with possible formation of a merchant district. Present for Council consideration, redevelopment and infill policy and plan options, including Brownfield opportunities. Integrate Brownfields knowledge into project review information through GIS database. Expand program opportunities by identifying and securing Brownfield clean-up funding sources. PERFORMANCE MEASURES Council Priority: Family, Youth, and Community, Community Sustainability, and Fiscal Health Goal: Improve citizens’ quality of life, protect our natural and built environment, and utilize our resources efficiently by stimulating redevelopment and infill. Objective: Facilitate the stakeholder development of sustainable strategies for resource and operational management for Downtown and East Flagstaff. Type of Measure: Outcome Tool: Survey seeking stakeholder satisfaction with process, timeliness, and output. Frequency: Quarterly Scoring: Percent satisfaction. Trend:   FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Stakeholder satisfaction with facilitation and N/A N/A 80% 80% strategy development. Annual Financial Plan 261 City of Flagstaff ECONOMIC VITALITY SECTION 18/71/73 COMMUNITY INVESTMENT Council Priority: Public Safety, Family, Youth, and Community, Community Sustainability Goal: Remove existing environmental hazards, improve citizens’ quality of life, and protect our natural and built environment, by assisting in the clean-up of contaminated properties. Objective: Continue to provide community education, funding, and technical assistance for the identification, assessment, and clean-up of Brownfields. Type of Measure: Output Tool: Monitoring outcome. Frequency: Annual Scoring: Count Trend:   FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Number of customer properties with clean-up N/A N/A 5 5 completed or determined to not be required. Council Priority: Family, Youth, and Community Goal: Improve citizens’ quality of life through the preservation and enhancement of the aesthetic, scientific, and cultural environment of Flagstaff. Objective: Tangible, accessible preservation or enhancement programs or works in beautification, art, sciences, or cultural arts. Type of Measure: Output Tool: Monitoring outcome. Frequency: Quarterly Scoring: Count. Trend:   FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Number of programs or works N/A 32 32 32 Annual Financial Plan 262 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 18 COMMUNITY INVESTMENT 18-COMMUNITY INVESTMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 776,820 35,576 13,445 $ 825,841 Adopted Budget 2009-2010 $ 411,082 53,514 12,963 $ 477,559 Estimated Expenditures 2009-2010 $ 251,919 156,267 9,512 $ 417,698 Proposed Budget 2010-2011 $ 283,593 306,714 15,788 $ 606,095 Budget-Budget Variance $ (127,489) 253,200 2,825 $ 128,536 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COMMUNITY DESIGN REINVEST AND ECONOMIC DEV HOUSING COMMISSIONS LAND TRUST PROGRAM BROWNFIELDS BROWNFIELDS RT 66 CREOSOTE PIT SITE GREATER SUNNYSIDE REDEV TOTAL $ 320,236 192,276 41,706 178,960 92,663 825,841 $ 314,620 68,505 4,330 400 89,704 477,559 $ 159,920 65,805 2,451 78,905 102,117 8,500 417,698 $ 188,857 66,555 89,992 118,400 142,291 606,095 $ (125,763) (1,950) (4,330) (400) 288 118,400 142,291 128,536 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 295,749 37,938 36,623 38,240 105,675 5,436 10,849 75,585 606,095 COMMENTARY: The Community Investment operating budget has increased 27% as a result of two grants being approved. There are no capital expenditures. Personal Services decreases are from eliminating the Community Investment Director (1.0 FTE). Contractual & Commodities increases are due to the grant funded projects. There are no major capital (>$10,000) expenditures or one time expenditures planned for this section. Annual Financial Plan 263 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 78 ECONOMIC DEVELOPMENT 78-ECONOMIC DEVELOPMENT GENERAL ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 110,119 509,895 9,659 $ 629,673 Adopted Budget 2009-2010 $ 198,148 751,331 38,390 $ 987,869 Estimated Expenditures 2009-2010 $ 162,323 587,204 16,602 $ 766,129 Proposed Budget 2010-2011 $ 185,289 769,290 15,055 $ 969,634 Budget-Budget Variance $ (12,859) 17,959 (23,335) $ (18,235) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION INCUBATOR PROGRAM MARKETING CONTRIBUTIONS PARTNERSHIP TRAINING BUS RETENTION & EXPANSION BUSINESS ATTRACTION REDI GRANT DEBT SERVICE TOTAL $ 110,416 286,981 60,563 106,275 62,213 3,225 629,673 $ 62,622 311,800 74,400 161,942 113,865 263,240 987,869 $ 78,871 309,938 1 74,400 300 108,217 84,865 109,537 766,129 $ 59,742 313,201 114,400 122,492 105,621 254,178 969,634 $ $ 969,634 969,634 $ (2,880) 1,401 40,000 (39,450) (8,244) (9,062) (18,235) SOURCE OF FUNDING: ECONOMIC DEVELOPMENT FUND COMMENTARY: The Economic Development overall budget has decreased 2% and there are no capital expenditures budgeted. Reductions in budgeted expenditures include the areas memberships, travel, lodging & meals,work order charges, and promotional materials. The Contributions Program was increased for the Coordinating Council. Personnel Services reductions were due to the reclassification of the Business Retention & Expansion Manager position. Annual Financial Plan 264 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.    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, operation, and maintenance of all buildings, pavements and airfield lighting with federal mandates to provide aircraft rescue/firefighting, medical first response and area security. Certain segments of passenger and terminal security are also Airport responsibilities as outlined in Department of Homeland Security (DHS) and Transportation Security Administration (TSA) directives. 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 ACCOMPLISHMENTS    Gained FAA approval and worked with Mesa Air as they introduced regional jet service to Flagstaff Successfully worked with FAA airspace planners to publish four additional instrument approaches to FLG’s two runways Helped Community Investment reach agreement with FedEx to construct and occupy their large airpark ground sorting facility Annual Financial Plan Enjoyed another discrepancy-free annual FAA Certification and Safety Inspection Recognized as Arizona’s 2009 Airport of the Year by the state’s Aeronautics Division Selected for the FAA Western-Pacific Region 2009 Safety Award in competition with airports from Arizona, Nevada, California and Hawaii Set new airport records for total commercial enplanements (68,296 passengers) and flight cancellation reductions; a remarkably low 2.4% Successfully negotiated with Horizon Air to extend their commercial contract with FLG for an additional two years Hosted a hugely successful 2009 Armed Forces Day Open House FY 11 NEW INITIATIVES AND GOALS   AIRPORT  265 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 Streamline 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 third annual no-fee airport open house to increase community awareness of their airport’s capabilities, functions and equipment 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 regular 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 feedback. 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Percentage of scheduled commercial flights 5.1% 2.4% 2.5% 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Percentage change in annual passenger -1.2% +48.4% +3.3% +3.0% 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Percentage of emergency call responses within 3 100% 100% 100% 100% minutes Annual Financial Plan 266 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 38 AIRPORT 38-AIRPORT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2008-2009 $ 629,386 366,916 142,753 539,820 $ 1,678,875 Adopted Budget 2009-2010 $ 639,390 334,193 163,067 12,500 $ 1,149,150 Estimated Expenditures 2009-2010 $ 644,756 335,054 160,268 $ 1,140,078 Proposed Budget 2010-2011 $ 654,989 333,195 149,740 12,500 $ 1,150,424 Budget-Budget Variance $ 15,599 (998) (13,327) $ 1,274 $ $ $ $ $ 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 $ 395,684 116,833 451,837 461,191 242,837 156 9,086 1,250 1,678,875 $ 415,538 124,707 107,540 403,627 97,438 300 1,149,150 $ 409,657 125,539 95,818 411,410 97,354 300 1,140,078 $ 429,289 123,441 107,696 392,096 97,602 300 1,150,424 $ $ 1,150,424 1,150,424 $ 13,751 (1,266) 156 (11,531) 164 1,274 SOURCE OF FUNDING: AIRPORT FUND COMMENTARY: The Airport budget has remained level from FY-2010 and capital expenditures total $12,500. Personal Services increases are due to a retirement payout in the 1st quarter of FY2011. There are no staff reductions. Budget reductions were achieved in the Contractual and Commodities areas by reducing vehicle costs, supplies, maintenance, and workorder charges. Annual Financial Plan 267 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 18 (Community Design) and Section 73 (Beautification General Administration), and are planned comprehensively. See Section 18, Community Investment, 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 FY 10 ACCOMPLISHMENTS 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 administered by Flagstaff Cultural Partners, and overseen by program staff. Public art includes an indoor art program that utilizes City owned facilities including City Hall, Thorpe Park Community and Senior Center, Pulliam Airport Terminal building, and the Aquaplex for display. Permanent outdoor art pieces are installed at various locations throughout the City.  See Section 18, Community Investment. FY 11 NEW INITIATIVES AND GOALS  See Section 18, Community Investment. PERFORMANCE MEASURES See Section 18, Community Investment. Annual Financial Plan 268 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 71 ARTS AND SCIENCE 71-ARTS AND SCIENCE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 127 382,228 708 $ 383,063 Adopted Budget 2009-2010 $ 733,155 3,642 $ 736,797 Estimated Expenditures 2009-2010 $ 363,103 3,550 $ 366,653 Proposed Budget 2010-2011 $ 670,464 3,008 $ 673,472 Budget-Budget Variance $ (62,691) (634) $ (63,325) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CONTRACTUAL SERVICES PUBLIC ARTWORK FCP ADMINISTRATION TOTAL $ 900 305,000 3,663 73,500 383,063 103,238 289,750 273,984 69,825 736,797 $ $ 150 289,750 6,928 69,825 366,653 $ 1,025 333,000 269,622 69,825 673,472 $ $ 673,472 673,472 $ (102,213) 43,250 (4,362) (63,325) SOURCE OF FUNDING: ARTS AND SCIENCE FUND COMMENTARY: The Arts and Science overall budget has been reduced by 9%. Reductions reflect reduced funding for Public Art and BPAC determined allocations. There were Contractual increases for Contributions to Other Agencies over FY-2010. There are no capital expenditures planned for FY-2011. Annual Financial Plan 269 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 18 (Community Design) and Section 71 (Arts and Science Fund) and are planned comprehensively. See Section 18, Community Investment, 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, both the built and natural environment, of Flagstaff. FY 10 ACCOMPLISHMENTS PROGRAM DESCRIPTION  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, Community Investment. FY 11 NEW INITIATIVES AND GOALS  See Section 18, Community Investment. PERFORMANCE MEASURES See Section 18, Community Investment. SECTION: 73-BEAUTIFICATION GENERAL ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 92,595 7,058 2,635 $ 102,288 Adopted Budget 2009-2010 $ 105,016 3,150 1,900 $ 110,066 Estimated Expenditures 2009-2010 $ 104,995 12,200 1,564 $ 118,759 Proposed Budget 2010-2011 $ 104,114 46,905 1,175 $ 152,194 Budget-Budget Variance $ (902) 43,755 (725) $ 42,128 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COMMISSION WHEELER PARK LIGHTING RIORDAN MANSION TOTAL $ 102,021 267.00 102,288 $ 109,366 700 110,066 $ 108,509 250 10,000 118,759 $ 107,194 25,000 20,000 152,194 $ $ 152,194 152,194 $ (2,172) (700) 25,000 20,000 42,128 SOURCE OF FUNDING: BEAUTIFICATION FUND COMMENTARY: The Beautification operating budget has increased 38% and there are no capital expenditures. Personal Services decrease is due to a decrease in workman's compensation rate. Contractual increases are due to the addition of Wheeler Park Lighting and Riordan Mansion Operating Assistance. Commodities decrease are due to reductions in copying, office supplies, and promotional materials. There is no major capital (>$10,000) for this section. Annual Financial Plan 270 City of Flagstaff ECONOMIC VITALITY SECTION 84  MISSION The mission of the Convention and Visitors Bureau (CVB) 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 CVB is charged with administering tourism programs for the City of Flagstaff and receives an allocation of 30% of the BBB tax collected. Programs include marketing to tour operators, travel agents, meeting planners, group coordinators and individual leisure travelers, as well as development of public outreach and educational programs, media relations and media coverage. The CVB is also responsible for the creation and maintenance of partnership opportunities both locally and regionally.     FY 10 ACCOMPLISHMENTS        Developed Flagstaff Visitor Profile based on information gathered in the 2008-2009 Flagstaff Visitor Study. Conducted 2009-2010 Winter Visitor Study focusing on snow play market to supplement 2008-2009 downhill ski/snowboard Winter Visitor Study. Hosted CVB 20th Anniversary event in conjunction with first annual ‘Treasure Tourism Awards’ celebrating individuals and organizations in the Flagstaff tourism industry. Organized and promoted city-wide “3 for 2” campaign with emphasis on increasing multi-day winter visitation. Sales efforts in Japanese market resulted in four major tour operators adding multi-night Flagstaff itineraries to their product offerings. Secured Spotlight on the Southwest 2010 trade show, Governor’s Rural Regional Economic Development 2010 Conference, and Foundation of Robotics Research 2011 meeting. Seventy percent (70%) of meeting leads were converted to booked business in Flagstaff. Annual Financial Plan CONVENTION AND VISITORS BUREAU Jointly hosted Korean tour operator with San Juan County/Utah Visitor Services Department which created a new partnership to reach international markets interested in the southwest region Garnered significant media coverage including Arizona Highways, National Geographic Adventure, Backpacker, CBS Early Show, Sunset Magazine and The Vancouver Province. Utilized new technology for pitching media including: Pitchengine, Open Press, PR Log, and HARO (Help a Reporter Out) to reach increased number of media outlets. Developed several splash pages within the CVB website supporting specific promotions, including High Country Holidays, Fourth of July events, Arizona Cardinals Training Camp, Winter Recreation and “3 for 2” campaign. Increased Flagstaff’s social media presence and interaction with fans/followers on Twitter, Facebook and You Tube. Streamlined process for collecting email addresses for consumer marketing purposes and launched quarterly e-newsletter. Condensed library of Flagstaff HD video footage into usable b-roll format for use by media outlets. FY 11 NEW INITIATIVES       271 Increase number and quality of tour/travel room nights produced through CVB generated leads and assists. Secure an increased number of association, corporate and religious market meetings, generating room nights in Flagstaff. Expand Flagstaff’s message by seeking out and providing creative marketing opportunities that are available for stakeholder participation. Enhance the CVB website by implementing viable opportunities making the site more useful to consumers and converting them to visitors. Develop methods to effectively reach qualified “new media” (i.e. bloggers) in addition to current efforts with traditional media. Continue exploring and increasing 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 with 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 (revenue per available room) and occupancy reports, restaurant/bar sales, attraction visitation, media coverage and AVE (advertising value equivalent), reach and frequency of marketing, website visits, fulfillment request/distribution and e-marketing/social media subscribers. Frequency: Monthly Scoring: BBB revenues at or above projection Trend:  Measures: Bed Board and Booze (BBB) Tax revenues SECTION: FY 08 Actual $5,111,566 FY 09 Actual $5,027,519 FY 10 Estimate $4,932,148 FY 11 Proposed $5,100,000 84-CONVENTION AND VISITORS BUREAU EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 680,101 888,037 149,152 $ 1,717,290 Adopted Budget 2009-2010 $ 617,086 524,772 116,676 $ 1,258,534 Estimated Expenditures 2009-2010 $ 606,340 510,699 106,018 $ 1,223,057 Proposed Budget 2010-2011 $ 550,202 571,229 101,828 $ 1,223,259 Budget-Budget Variance $ (66,884) 46,457 (14,848) $ (35,275) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION MARKETING AND PROMOTION SALES PUBLIC RELATIONS FILM OFFICE ECON STIMULUS ADVERTISING TOTAL $ 746,533 583,566 101,977 43,294 3,364 238,556 1,717,290 $ 656,902 487,140 77,657 31,495 5,340 1,258,534 $ 641,022 479,000 73,920 25,365 3,750 1,223,057 $ 579,543 532,500 80,028 30,438 750 1,223,259 $ $ 1,223,259 1,223,259 $ (77,359) 45,360 2,371 (1,057) (4,590) (35,275) SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Convention and Visitors Bureau operating budget has decreased 3% overall and there are no capital expenditures budgeted. Reductions include the elimination of a Sales Manager (1.0 FTE). One-time budget increases in advertising, copy/printing, travel, lodging & meals, registration, and food were authorized. Annual Financial Plan 272 City of Flagstaff ECONOMIC VITALITY SECTION 85  MISSION 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 Located in the Historic Train Station, the Flagstaff Visitor Center is charged with providing local, state and regional information to visitors in order to enhance or extend their stay. The Visitor Center (VC) is funded through the Flagstaff Convention and Visitors Bureau (CVB) allocation of BBB tax collections. Programs include visitor services, train station operations, educational programs, and creation of local partnerships.       Increased number of Historic, Route 66 and Haunted tours offered, serving over 1,300 guests. Enhanced Historic Tours program by adding Route 66 tour during International Route 66 Days Festival. Continued facility upgrades including exterior paint and brick replacement/repair throughout the building. Annual Financial Plan Completed downtown Route 66 FUTS trail segment along north side of Historic Train Station property which included re-alignment of parking, placement of new signage, addition of heating element along trail for improved snow removal, and updated landscaping with xeriscape features. Upgraded exterior lighting for the Visitor Center and train platform to maintain historic quality of building in compliance with Federal Railroad Administration and Flagstaff Dark Skies lighting standards. FY 11 NEW INITIATIVES FY 10 ACCOMPLISHMENTS  VISITOR SERVICES   273 Increase walk-ins at the Visitor Center to meet or exceed 2006 levels (approx. 100,000). Participate in State of Arizona Centennial Celebrations, including creation of the ‘Centennial Walk’ along the north side of the building. Broaden awareness of Visitor Center services within the community and among state-wide partners. Increase recruitment efforts and use of volunteers at the Visitor Center in order to maintain or increase customer service levels. Improve visitor services through outreach efforts to ensure we are meeting customer expectations and fulfilling CVB and VC mission. Display historic Santa Fe Railroad baggage “float” which was donated by Amtrak. 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: Percentage of survey respondents with satisfaction rating of 4 or above on scale or 1 to 5 (5 being highest) and number of visitors that utilize the Visitor Center Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Visitor Center Customer Service Survey N/A 324/ 96% 500 / 96% 600 / 96% (# surveys/% satisfaction) Visitor Center Walk-ins 118,121 99,276 94,000 100,000 SECTION: 85-VISITOR SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2008-2009 $ 271,695 85,810 54,094 22,000 $ 433,599 Adopted Budget 2009-2010 $ 251,285 77,936 42,507 $ 371,728 Estimated Expenditures 2009-2010 $ 241,298 93,029 24,070 $ 358,397 Proposed Budget 2010-2011 $ 224,124 79,709 25,536 $ 329,369 Budget-Budget Variance $ (27,161) 1,773 (16,971) $ (42,359) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TRAIN STATION OPERATIONS VISITOR CENTER PAVER TOTAL $ 297,098 96,410 40,091 433,599 $ 272,260 99,468 371,728 $ 261,613 96,784 358,397 $ 244,144 85,225 329,369 $ $ 329,369 329,369 $ (28,116) (14,243) (42,359) SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Visitor Center's operating budget has decreased 11% and there are no major capital expenditures. Personal Services decreases are due to a staffing reduction for an Administrative Assistant (1.26 FTE), with an addition of a one time authorization for an Administrative Assistant (.76 FTE), for a net decrease of .5 FTE for 2011. The Contractual area had decreases in Custodial services to offset the increases in other Miscellaneous services (snow removal, landscaping, trash). Commodities decreases are primarily a result reduced work order charges. Annual Financial Plan 274 City of Flagstaff UTILITIES DIVISION MISSION The mission of the Utilities Section is to professionally and cost effectively provide water, storm-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 275 City of Flagstaff UTILITIES Annual Financial Plan City Administration 01 1 City Manager Utilities, Services, & Safey 01 1 Deputy City Manager Utilities 42 1 Division Director (Utilities) 2 Administrative Spec Wastewater Operations 53 & 56 1 Wastewater Treatment Manager Wildcat WWTP 53 Field Services 49 & 54 1 Field Service Manager Water Distribution 49 1 Water Services Specialist 276 1 Maintenance Specialist 4 MSW - Plant Tech 1.5 Equip Oper II Temp 11 MSW-Water Services Tech Wastewater Collection 54 1 Water Services Specialist 8 MSW-Water Services Tech Water Treat/Prod 47 1 Water Production Manager Lake Mary Wells, Woody Mt Wells, North Reservoirs, Inner Basin, and Water Treatment & Booster Stations 47 & 50 1 Instrumentation - Electrical Specialist 1 Laboratory Specialist 1 MSW - Laboratory 1 Operations Specialist Locator 1 Water/Sewer Utility Locator 1 Maintenance Specialist 2 MSW - Plant Tech 2 MSW - Maintenance 1 Laboratory Specialist 1 Operations Specialist City of Flagstaff 1 MSW - Plant Tech Rio De Flag WWTP 56 1 Plant Specialist 3 MSW-Plant Tech 3 MSW - Operations Water Resources 42 1 Water Resources Manager 1 GIS Systems Analyst Utilities Engineering 42 1 Utilities Engineering Manager 1 Utilities Plan Reviewer Stormwater Management 98 1 Stormwater Program Manager 1 Stormwater Services Analyst Industrial Waste Monitoring 55 1 Utilities Program Manager 1 Indust Waste Supv 2 Indust Waste Insp 1 Project Manager 2 Project Manager 1 Floodplain Inspector .5 Intern UTILITIES SECTION 42 MISSION 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. The mission of the Utilities Division is to professionally and cost effectively provide water, storm-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 10 ACCOMPLISHMENTS  Fort Tuthill Well Bldg. and Connections  Stonehouse Well and Testing  Sinagua Well and Connections  Sinagua Well WIFA Grant  Rio Well Landscaping  Continued Work on the Water Settlement  WIFA loan for legal fees  Red Gap/NCRS Water Storage Tanks  Completion of the Wildcat Hill WWTP  Rehabilitation Cedar Hill Tank  Continued Work on Picture Canyon  Red Gap Pipeline Feasibility Study  Bushmaster Reclaimed Line  McMillan Mesa/ Foxglenn sewer upsize  Lake Mary Road Water line Relocates  Water Commission Approval of Water Rate Study  Local Aquifer Study started PROGRAM DESCRIPTION Coordinate activities of the Utilities Division including Water Production, Distrubution, Wastewater Collection, Treatment, Reclaimed Water Distrubution, 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 UTILITIES ADMINISTRATION FY 11 NEW INITIATIVES AND GOALS      277 Continued Work on the Water Settlement Completion of Picture Canyon Completion of the Water Rate Study Red Gap Pipeline Feasibility Study Local Aquifer Study Completion City of Flagstaff UTILITIES SECTION 42 UTILITIES 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 08 FY 09 Measures: Actual Actual Number of Accidents resulting in Injury 0 0 Number of Lost Time Accidents 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 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 08 FY 09 Measures: Actual Actual Number of customer complaints 144 140 Number of complaints resolved 144 140 Number of compliments received 47 50 Customer Survey Rating None None FY 10 Proposed 0 0 FY 11 Proposed 0 0 water outage hours (repairs), FY 10 Proposed 100 100 50 88% FY 11 Proposed 100 100 50 90% 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Proposed Proposed Number of Development Review Board plans 350 120 130 60 reviewed Number of water and sewer impact analysis 17 12 12 6 performed Capital Projects Managed 17 9 7 5 Per capita water use GPCD 120 124 116 115 Annual Financial Plan 278 City of Flagstaff UTILITIES SECTION 42 UTILITIES 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Proposed Proposed Review Rates with internal rate model Yes Yes Yes Yes Update rate model to accommodate system No No Yes Yes changes Water Revenues % Actual vs Budget 95% 93% 99% 100% Sewer Revenues % Actual vs Budget 92% 95% 99% 100% SECTION: 42-UTILITIES ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 1,027,301 214,469 44,627 $ 1,286,397 Adopted Budget 2009-2010 $ 921,525 519,231 34,875 $ 1,475,631 Estimated Expenditures 2009-2010 $ 825,001 244,060 27,451 $ 1,096,512 Proposed Budget 2010-2011 $ 723,468 209,188 36,725 $ 969,381 Budget-Budget Variance $ (198,057) (310,043) 1,850 $ (506,250) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION WATER COMMISSION CITY WTR SYSTEM ANALYSIS FIXED ASSET INVENTORY CITY SWR SYSTEM ANALYSIS ENGINEERING WATER CONSERVATION GIS-UTILITIES FRANCIS SHORT POND PH II FRANCES SHORT POND PHIII RED GAP OPER & LAND MGMT TOTAL $ 757,392 3,831 7,293 29,431 9,840 213,979 124,556 94,460 33,646 11,969 1,286,397 $ 986,812 75 7,285 3,648 212,244 112,096 91,866 5,139 52,205 4,261 1,475,631 $ 739,959 100 7,285 4,440 208,555 26,939 90,916 14,057 4,261 1,096,512 $ 573,334 75 13,285 3,648 164,398 63,996 92,302 5,139 48,943 4,261 969,381 $ $ 969,381 969,381 $ (413,478) 6,000 (47,846) (48,100) 436 (3,262) (506,250) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Utilities Administration operating budget has decreased 34% and there are no capital expenditures. Personal Services decreases of 21% are due to holding two positions vacant for six months (pending January 1st rate increases) and the elimination of one position. In addition, there are benefit increases. Contractual decreases are due to legal fees decrease of $320,000, elimination of low flow water and turf rebates. The increase in Commodities is due communication equipment for video conferencing, printing, and office supplies. Theses are offset mostly with the elimination of promotional items for water conservation. There is no major capital (>$10,000) for this section. Annual Financial Plan 279 City of Flagstaff UTILITIES SECTION 47 MISSION  The mission of the Utilities Department is to professionally and cost effectively provide water and wastewater services that meet the present and future environmental, health, and safety needs of the community and our co-workers. We are committed to a goal of 100% customer satisfaction. This will be achieved by a dedication to exceed customer expectations by continuously improving our operations. We value our co-workers and strive to maintain high motivation by providing an environment that encourages improvement and teamwork.            PROGRAM DESCRIPTION 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.        FY 10 ACCOMPLISHMENTS   New Production Tuthill Well was installed, test pumped, equipped, completed and added to the system. New Production Sinaqua Well was cleaned, equipped, completed and added to the system. Foxglenn Wellhouse was modified for Sinagua Well addition Annual Financial Plan New Production Stonehouse Well was drilled, installed, test pumped and equipped. Lake Mary Well #9 was cleaned and converted from line-shaft to submersible. Lake Mary Well #8 had its motor rebuilt. Lake Mary Well #7 was re-equipped. Lake Mary Well #4 was cleaned & re-equipped Raw Water Pump Station Well Water Pump was overhauled/ rebuilt. Lake Mary Dam repairs were completed. Inner Basin Waterline Road was maintained and Inner Basin Wellhouses were weatherproofed. North Reservoir Filtration Plant skylights were repaired. Gates were replaced or installed at Woody Mountain, Lake Mary and FS533. Lake Mary Blower was overhauled/ rebuilt. Radios were replaced at Lake Mary and Woody Mountain Booster Station. Powdered Activated Carbon (PAC) system was installed at the Raw Water Pump Station for taste & odor mitigation. Contractors were assisted with Lake Mary Road construction. The Water Compliance Laboratory completed their Lake Study. Chlorine storage was reconfigured for the North Reservoir Filtration Plant and Lake Mary Water Treatment Plant minimizing Risk Management Plan requirements. Over one billion gallons of surface water was produced. FY 11 NEW INITIATIVES AND GOALS   LAKE MARY WATER TREATMENT PLANT  280 Replace switch gears at Lake Mary Well #4, Woody Mountain Well #7, or Woody Mountain Well #6. Pull and rehab Lake Mary Well #5 Reconfigure reclaim water lines at the Lake Mary Water Treatment Plant to inject upstream of Chlorine Dioxide System. Maintain system performance at minimal cost. 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Injury Accidents 2 1 0 0 Non-Injury Accidents 0 1 0 0 Lost Work Days 0 1 0 0 Sick Time (% of total) 2.5 2.5 2.5 2.5 Safety Training (hr/person) 4.2 15 10 10 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Number of Safe Drinking Water Act Violations 0 1 0 0 Annual Financial Plan 281 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Gallons produced in MG 2,810 MG 2,787 MG 2,800 MG 2,800 MG Cost per 1000 gallons to produce 1.17 1.33 1.50 1.50 Actual vs Projected Power Costs to Produce $0.59/0.55 $0.62/0.61 $0.69 $0.69 1000 gallons Production Percent of Demand – Lowest Day 86.54 56.57 <90% <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 1. Optimizing blending from different water sources and/or 2. Switching to well water during lake algal blooms and/or 3. Utilize new Powdered Activated Carbon (PAC) system for taste and odor mitigation. Tool: Customer Complaint Forms Frequency: Daily Scoring: 90% = ≤ 22 complaints, 75-90% = 37 complaints, 75% = 55 complaints Trend: *  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Number of customer complaints 37 * 55 * 55 * 55 Number of complaints resolved 37 55 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 282 City of Flagstaff UTILITIES SECTION: SECTION 47 LAKE MARY WATER TREATMENT PLANT 42-UTILITIES ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 1,027,301 214,469 44,627 $ 1,286,397 Adopted Budget 2009-2010 $ 921,525 519,231 34,875 $ 1,475,631 Estimated Expenditures 2009-2010 $ 825,001 244,060 27,451 $ 1,096,512 Proposed Budget 2010-2011 $ 723,468 209,188 36,725 $ 969,381 Budget-Budget Variance $ (198,057) (310,043) 1,850 $ (506,250) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION WATER COMMISSION CITY WTR SYSTEM ANALYSIS FIXED ASSET INVENTORY CITY SWR SYSTEM ANALYSIS ENGINEERING WATER CONSERVATION GIS-UTILITIES FRANCIS SHORT POND PH II FRANCES SHORT POND PHIII RED GAP OPER & LAND MGMT TOTAL $ 757,392 3,831 7,293 29,431 9,840 213,979 124,556 94,460 33,646 11,969 1,286,397 $ 986,812 75 7,285 3,648 212,244 112,096 91,866 5,139 52,205 4,261 1,475,631 $ 739,959 100 7,285 4,440 208,555 26,939 90,916 14,057 4,261 1,096,512 $ 573,334 75 13,285 3,648 164,398 63,996 92,302 5,139 48,943 4,261 969,381 $ $ 969,381 969,381 $ (413,478) 6,000 (47,846) (48,100) 436 (3,262) (506,250) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Utilities Administration operating budget has decreased 34% and there are no capital expenditures. Personal Services decreases of 21% are due to holding two positions vacant for six months (pending January 1st rate increases) and the elimination of one position. In addition, there are benefit increases. Contractual decreases are due to legal fees decrease of $320,000, elimination of low flow water and turf rebates. The increase in Commodities is due communication equipment for video conferencing, printing, and office supplies. Theses are offset mostly with the elimination of promotional items for water conservation. There is no major capital (>$10,000) for this section. Annual Financial Plan 283 City of Flagstaff UTILITIES SECTION: SECTION 48 CUSTOMER SERVICE 48-CUSTOMER SERVICE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2008-2009 $ 607,711 254,452 37,649 13,496 $ 913,308 Adopted Budget 2009-2010 $ $ - Estimated Expenditures 2009-2010 $ $ - Proposed Budget 2010-2011 $ $ - Budget-Budget Variance $ $ - $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION FIELD READING COLLECTION CUSTOMER SERVICE TOTAL $ 272,678 196,476 91,553 352,601 913,308 - $ $ - $ - $ $ - $ - 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 284 City of Flagstaff UTILITIES SECTION 49 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 ACCOMPLISHMENTS  Crewmembers located, cleaned and operated all valves through out the city, adjusted and repaired as needed.  Crewmembers isolated lines, flushed fire hydrants, cleaning our main lines in the commercial areas, such as in the areas of north downtown, south downtown, south Milton, W. Rt. 66, E. Butler Ave., Woodlands Blvd. These are areas that have a high amount of restaurants and hotels that may be financially and physically affected by dirty water when the Fire Department does their annual fire hydrant check program.  Crewmembers installed a new meter, backflow preventer, 120 ft of yard line, 2 outdoor farm hydrants with a 4 ft. gravel drainage ring around each hydrant for the Victory Garden on Bonito.  Crewmembers flushed dead end lines and areas of low chlorine and low demand and or flow to prevent the possibility of poor quality water.  Crewmembers installed a new 16” main line valve in front of the Summit Center located at 1485 N. Turquoise Dr. in order to shorten the isolation distance between valves.  During a 2 week period the Utilities Locater along with the help of 5 crewmembers located all of our water lines (mains and services) for the Rio De Flag / Army Corp of engineers flood project for design to assist as much as we could to get good precise information to the design engineering Annual Financial Plan WATER DISTRIBUTION firm. Crewmembers worked at the Flagstaff Arboretum removing an old 4” compound meter and vault that was not properly installed way back when. Crewmembers installed a new 2” meter that is better for the scenario in which water is being used. Crewmembers performed soil stratification test holes from Ft. Tuthill to J W Powell to gather soil test for boring a new water line under interstate. Crewmembers worked at Red Gap Ranch installing 4each, 5’000 gallon tanks and 8 each, 750 gal stock tanks with all piping, valves, drains, etc. per National Resources Conservation Service and City of Flagstaff request. Crewmembers put the 4” potable water meter back into service at the Continental Ball Fields. New tie in, backflow preventer, and abandoned previous supply. Crewmembers worked mostly at night on the Asphalt Overlay Projects through out the City to perform inspections of the valves and manhole insuring proper standards. There was approximately 46,250 ft of asphalt overlay that was inspected for utilities. FY 11 NEW INITIATIVES AND GOALS          285 Locate, clean and operate valves through out the city, adjust and repair as needed. Isolate lines, flush fire hydrants, clean our main lines. Areas that may that may be financially and physically affected by dirty water. Locate, adjust / repair, and flush dead end lines. Flush areas of low demand and/or flow to prevent poor water quality issues. Increased involvement in the fire hydrant check program that the Fire Department is currently performing. Continue to work on getting the CMMS system to a more workable state. GPS all infrastructure assets such as fire hydrants, valves, blow offs, air release, etc. Reduce the amount of unaccounted water loss through meter replacement. Replace the 6" fire service meter and vault at the BIA Dormitory and at Black Barts. City of Flagstaff UTILITIES  SECTION 49  Stay within budget reductions and keep the same level of service. WATER DISTRIBUTION Field Services to assist other Sections within Utilities as needed. 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 and maintaining water distribution system, return ample water pressure to public A.S.A.P. after downtime. Type of Measure: Outcome Tool: Monitoring and instrumentation readings, laboratory testing, complaints. 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 08 FY 09 FY 10 FY 11 Measures: (based on 6 months usage) Actual Actual Estimate Proposed Number of Dirty Water / Clarity - complaints No History 50 24 24 (Many (see (Many fire (Many fire dept. fire dept. Section dept. issues) issues) #42) issues) Number of High/Low Pressure - complaints 0 10 16 noted (the 16 breaks were to many to document) Number of Taste and Odor - complaints 0 10 28 28 Damages 0 0 0 0 Number of compliments 15 18 18 Total Water Outage Time in hours No History 1800 2775 2775 a. Scheduled 400 750 750 b. Un-Scheduled 1400 2025 2025 c. Isolation time (estimate - average ) 30 min. 30 min. 30 min. d. Unaccounted water loss 6.72% of 5.1%. of 10.1%. of 10.1% of (meter accuracy, hydrant flushing, leaks/breaks, production production production production new main line installation flushing, 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 08 FY 09 FY 10 Measures: (based on 6 months usage) Actual Actual Estimate Number of Injury Accidents 1 1 2 Number of Lost Time Accidents 0 0 0 Sick time % of Total 0 1.6% 2.2% Safety Training 0 500hrs 352hrs. (38.5 per.) (29.3 per.) Annual Financial Plan 286 FY 11 Proposed 2 2% 352 hrs. (29.3 per.) City of Flagstaff UTILITIES SECTION: SECTION 49 WATER DISTRIBUTION 49-WATER DISTRIBUTION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 992,279 27,519 319,333 $ 1,339,131 Adopted Budget 2009-2010 $ 947,077 51,350 407,179 $ 1,405,606 Estimated Expenditures 2009-2010 $ 970,451 67,200 366,621 $ 1,404,272 Proposed Budget 2010-2011 $ 926,376 63,400 382,098 $ 1,371,874 Budget-Budget Variance $ (20,701) 12,050 (25,081) $ (33,732) $ $ $ $ $ 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 $ 169,293 275,838 335,939 27,361 159,051 251,474 88,053 32,122 1,339,131 $ 185,465 205,087 349,749 33,904 143,820 363,707 89,468 34,406 1,405,606 $ 225,767 210,997 347,173 28,604 149,400 311,157 96,068 35,106 1,404,272 $ 162,757 225,375 312,096 31,586 133,095 373,351 98,191 35,423 1,371,874 $ $ 1,371,874 1,371,874 $ (22,708) 20,288 (37,653) (2,318) (10,725) 9,644 8,723 1,017 (33,732) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: Water Distribution operating budget has decreased 2% and there are no capital expenditures. Personal Services decreases are due to eliminating the temporary maintenance workers offset with some benefits increases. Contractual increase is due to the transfer of computer maintenance from another Utilities Section. Commodity decreases are due to a reduction in water and sewer parts. There is no major capital (>$10,000) for this section. Annual Financial Plan 287 City of Flagstaff UTILITIES SECTION 50 BOOSTER STATIONS MISSION FY 10 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.  PROGRAM DESCRIPTION FY 11 NEW INITIATIVES AND GOALS 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 low when booster pumps are not running or pumped flow is inadequate to keep up with demand.      Lake Mary Water Treatment Plant Backwash Tank, Railroad, and Kinlani Reservoir Storage Tanks had their cathodic protection serviced. Lake Mary Water Treatment Plant Clearwell was cleaned. A Water Quality Monitoring Panel was installed at the University Heights Booster Station. Distribution was assisted in the installment of stock tanks at Red Gap. Repairs on site were made to the 27” and 30” distribution lines and Distribution was assisted with system valving near Pine Canyon. Maintain system performance at minimal cost. 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Tanks Cleaned (diving contract) 2 1 1 1 Annual Financial Plan 288 City of Flagstaff UTILITIES SECTION: SECTION 50 BOOSTER STATIONS 50-BOOSTER STATIONS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 34,769 50,492 114,217 $ 199,478 Adopted Budget 2009-2010 $ 32,830 42,150 2,725 $ 77,705 Estimated Expenditures 2009-2010 $ 32,897 22,737 1,056 $ 56,690 Proposed Budget 2010-2011 $ 36,484 42,150 2,700 $ 81,334 Budget-Budget Variance $ 3,654 (25) $ 3,629 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ZONE A KINLANI UNIVERSITY HIGHLANDS #1 AIRPORT BOOSTER AMBERWOOD BOOSTER RAILROAD SPRINGS BOOSTER TOTAL $ 56,031 113,710 1,270 1,792 3,739 4,542 18,394 199,478 39,830 250 1,675 1,600 3,200 5,300 25,850 77,705 $ $ 45,341 1,300 2,000 3,100 4,949 56,690 $ 43,484 250 1,650 1,600 3,200 5,300 25,850 81,334 $ $ 81,334 81,334 $ 3,654 (25) 3,629 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Booster Station operating budget has increased 5% and there are no capital expenditures. Personal Services increases are due to a change in internal charge outs. Contractual expenses stayed flat. Commodities decreased by $25 for parts. There is no major capital (>$10,000) for this section. Annual Financial Plan 289 City of Flagstaff UTILITIES SECTION 53 WILDCAT WASTEWATER TREATMENT PLANT MISSION FY 10 ACCOMPLISHMENTS Provide wastewater treatment and reclaim water that meets or exceeds all federal and state permit requirements, Minimize treatment cost per unit of treated wastewater, Maintain State Certified Laboratory Standards, Encourage use of reclaim water by Fairfield golf courses and contractors, Submit all required state and federal monitoring reports accurately and on time         Plant upgrade complete. Co generation engine running on digester gas. Booster station on line to buffalo tank. 24 hr. access to reclaim water. Septage receiving grinding unit on line. New grease receiving station that treats more effectively and holds more volume. 5 year RMP update completed. AZPDES permit renewed. PROGRAM DESCRIPTION FY 11 NEW INITIATIVES AND GOALS 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, Buffalo tank and contractors. The plant operates a State-certified laboratory, which performs the majority of the required routine lab analysis.      Improve on Co-Generation. Improve customer service. Improve on water quality for our customers and the environment. Continue to cut costs where we can. Improve on solids handling and disposal. PERFORMANCE MEASURES Council Priority: Public Safety Goal: Provide wastewater treatment that meets or exceeds criteria for Federal, State & Water Reuse Permits Objective: Production and distrubution of reclaimed water that is safe for its intended use. Type of Measure: Outcome Tool: Laboratory testing Frequency: Daily, Monthly, Quarterly and Yearly Scoring: 1-2 = 90% 3-5 = 75% ≥6 = 50% Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Number of NPDES permit violations (within plant 10 1 0 0 design) Number of NPDES permit violations(beyond 4 0 0 0 plant capabilities) Annual Financial Plan 290 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: 1-2 = 90% 3-5 = 75% ≥6 = 50% Trend:  FY 08 FY 09 Measures: Actual Actual Number of complaints /odors ect. 2 0 Number of on the job lost time accidents / 0 0 injuries. FY 10 Estimate 0 0 FY 11 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: 50-65% of capacity = 100% 65-75% of capacity = 90% >75% of capacity = 75-50% Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Gallons of influent treated (billions). 1.28 1.21 1.19 1.22 Gallons of septage treated (millions). 1.665 1.76 2.30 1.90 Gallons of reclaim water sold (millions). 357.7 364.4 523 414.0 Gallons of grease treated (thousands). 477,165 524,980 475,000 493,000 Gallons of interceptor sludge (thousands). 40,725 31,400 21,840 31,500 Dry metric tons of solids/sludge injected. 1,163.26 549.31 1,012 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: >25 = 100% 20-25 = 90% 15-19 =75% Trend:  FY 08 Measures: Actual Number of new reuse permits administered. 13 Annual Financial Plan 291 FY 09 Actual 20 FY 10 Estimate 20 FY 11 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: Efficiency based on % digester gas. Trend:  FY 08 FY 09 Measures: Actual Actual Digester gas / Natural gas N/A <50% WILDCAT WASTEWATER TREATMENT PLANT FY 10 Estimate 80% FY 11 Proposed 100% 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: < $1.60 = 100% $1.60 - $1.80 = 90% >$1.80 = 75-50% Trend:  FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Cost per thousand to treat (influent). $1.48 $1.76 $1.80 FY 11 Proposed $1.50 Annual Financial Plan 292 City of Flagstaff UTILITIES SECTION: SECTION 53 WILDCAT WASTEWATER TREATMENT PLANT 53-WILDCAT WASTEWATER TREATMENT PLANT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 861,659 944,612 327,215 $ 2,133,486 Adopted Budget 2009-2010 $ 796,222 609,150 271,214 $ 1,676,586 Estimated Expenditures 2009-2010 $ 709,541 853,673 245,107 $ 1,808,321 Proposed Budget 2010-2011 $ 838,616 823,150 274,454 $ 1,936,220 Budget-Budget Variance $ 42,394 214,000 3,240 $ 259,634 $ $ $ $ $ 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 $ 127,843 1,100,520 656,379 201,376 481 3,833 43,054 2,133,486 $ 137,220 726,389 590,197 192,930 650 1,700 400 27,100 1,676,586 $ 102,411 956,731 534,578 170,115 494 1,000 42,992 1,808,321 $ 125,340 958,605 599,943 217,672 650 6,510 400 27,100 1,936,220 $ $ 1,936,220 1,936,220 $ (11,880) 232,216 9,746 24,742 4,810 259,634 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: Wastewater Treatment Plant operating budget increased by 15%, and there are no capital expenditures. Personal Services increases are due to skill based pay and benefit increases. Contractual increases are due to cost of utilities (electric $162,500 increase, water/sewer/trash $8,500 increase, and natural gas $60,000 increase). Commodities increases are due to work order charges and are offset slightly by equipment and operating supplies decreases. There is no major capital (>$10,000) for this section. Annual Financial Plan 293 City of Flagstaff UTILITIES SECTION 54 MISSION WASTEWATER COLLECTION Distribution System during storage tank maintenance downtime. Crewmembers worked with Rio crewmembers to replace sump pump within plant. Crewmembers excavated at the Wildcat Plant locating main line piping within facility. Installed a drain system for the Lake Mary Water Treatment Plant at one of there pump house sites (Delores). As part of a Homeland Security Grant. Televised much of the main sewer lines along the Rio De Flag Project to get accurate measurements of services and lateral lines (better engineering information). 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 11 NEW INITIATIVES AND GOALS    FY 10 ACCOMPLISHMENTS         Crewmembers using our larger hydro-jet cleaner mounted to skids (to keep the jetter in the center of pipe), cleaned the trunk line (46,000 linear feet of 27” through 42” pipe) from S. Lone Tree Rd. to the Wildcat Sewer Treatment Plant Crewmembers installed a new 6” tap, 6” service line, 4” meter and vault for Coconino County truck load out station located near Wildcat Wastewater Treatment Plant. Crewmembers vacuumed digested sludge at the Wildcat Wastewater Treatment plant due to an overflow at the facility (recovery/ cleanup). Crewmembers cleaned up a 2 acre area of overflow material, chlorinated, turned the soil, overlaid with new soil. Crewmembers located, removed existing, and rebuilt a missing manhole at the Sawmill Project that was in excess of 18 ft. deep. Crewmembers installed a 6” pressure relief valve within Rio De Flag Plant in order to maintain constant pressures within the Reclaim Annual Financial Plan     294 Stay within budget reductions and keep the same level of service. Continue to reduce the number of blockages every year. Increase the schedule of cutting and cleaning procedures to compensate for the decrease in chemical root control. Install new reclaim line for continental ball field. These consists of a tap on the existing reclaim main, 600’ of pipe and redo the plumbing to the PRV vault, and connecting the two main lines together at the end of Railhead, and also installing 10” meter and vault at the side of Country Club Rd. We will investigate the problem with the court house line (service calls) and work on resolving the problem, this has been on going for years, but has just gotten a lot worst in the last year. Schedule and clean Pine Canyon for the first sewer cleaning. Field Services to assist other Sections within Utilities as needed. 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: below FY 08 FY 09 FY 10 FY 11 Measures: (based on 6 months usage) Actual Actual Estimate Proposed Number of Main line blockages 26 (approx) 21(many of 21(many of 21(many of 1/2 of these these were these are City these will are City City Courts) Courts) be City Courts) Courts) Number of Manhole Overflows / Surface Spills 6 5 6 6 100 gal. or less Number of Manhole Overflows / Surface Spills 0 2 - (one 2 2 - (one each 101 gal. or more each at 300 at 200 gal. & gal. & 1500 500,000 gal. ) gal.) Number of Notice of Violations (NOV’s) 0 0 1 - (NOV) at 0 the end of Railhead Ave./ 500,000 gal. Number of Main line blockage claims: 0 0 0 0 Information comes from Risk Management for $.amount Number of Main line cleaning claims (jetting): 8 at a cost of 4 4 4 Information comes from Risk Management for $729 (2 current) (1 claim is $.amount $4102.08) 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 08 FY 09 FY 10 Measures: (based on 6 months usage) Actual Actual Estimate Number of Accidents resulting in Injury 0 4 2 Number of Lost Time Accidents Annual Financial Plan 0 2 295 1 FY 11 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 2008-2009 $ 724,660 67,158 215,723 18,340 $ 1,025,881 Adopted Budget 2009-2010 $ 700,969 30,520 200,331 4,500 $ 936,320 Estimated Expenditures 2009-2010 $ 705,547 42,400 186,035 $ 933,982 Proposed Budget 2010-2011 $ 743,247 39,930 178,113 $ 961,290 Budget-Budget Variance $ 42,278 9,410 (22,218) (4,500) $ 24,970 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION SERVICE CONNECTIONS PREVENTIVE MAINTENANCE TV INSPECT & HYDRO-CLEAN CORRECTIVE MAINTENANCE RECLAIMED WATER LINE TOTAL $ 303,492 50,768 420,397 166,473 70,594 14,157 1,025,881 $ 254,807 50,307 357,354 159,954 101,302 12,596 936,320 $ 265,891 50,407 347,904 163,754 94,330 11,696 933,982 $ 263,474 53,560 367,929 166,806 97,046 12,475 961,290 $ $ 961,290 961,290 $ 8,667 3,253 10,575 6,852 (4,256) (121) 24,970 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Collection operating budget has decreased 3%, and there are no capital expenditures. Personal Services increase is due to skill based pay and benefit increases. Contractual increases are due to maintenance of computers and equipment. Commodities decreases are due to gas and oil, street materials, and work order charges offset by a carryover of $4,500 for sewer equipment. There is no major capital (>$10,000) for this section. Annual Financial Plan 296 City of Flagstaff UTILITIES SECTION 55 INDUSTRIAL WASTE MISSION FY 10 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.  Updated Cross Connection Control ordinance to reference correct documents as well as provide more information to the customer.  Reduced the Fats, Oils and Greases (FOG) from being discharged into the sanitary sewer by working with a select industry.  Worked with building department inspectors when their work load diminished and the Industrials Waste Sections increased due to staff cuts and high turnover in the commercial sectors.  Developed a better procedure with the fire department for plan review on sites, both residential and commercial, that have fire sprinkler systems so the customer and builder is informed early in the project on backflow protection needs. 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 11 NEW INITIATIVES AND GOALS  Educate the businesses and industries on the updated cross connection codes. 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed # of blockages/Notice of Violations (NOV’s) issued 1 4 1 1 # resulting in sewer line cleaning 2 5 1 2 Annual Financial Plan 297 City of Flagstaff UTILITIES SECTION 55 INDUSTRIAL WASTE 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 08 FY 09 FY 10 Measures: Actual Actual Estimate # of backflow prevention assemblies tested 2166 2288 2300 % of bpa’s tested that failed 9% 10% 10% Water quality violations due to bpa failing 0 0 0 FY 11 Proposed 2300 10% 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed # of Industry and plant samples analyzed 2287 1827 1890 1890 # of NOV’s written to industries 3 0 0 0 # of NOV’s written to commercial sites 28 4 0 1 Annual Financial Plan 298 City of Flagstaff UTILITIES SECTION: SECTION 55 INDUSTRIAL WASTE 55-INDUSTRIAL WASTE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 265,627 71,439 15,827 $ 352,893 Adopted Budget 2009-2010 $ 208,021 79,088 13,692 $ 300,801 Estimated Expenditures 2009-2010 $ 207,736 78,888 13,592 $ 300,216 Proposed Budget 2010-2011 $ 210,303 204,088 13,559 $ 427,950 Budget-Budget Variance $ 2,282 125,000 (133) $ 127,149 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION NPDES MONITORING INDUSTRIAL WASTE MONITOR BACKFLOW X CONN. CONTROL LOCAL LIMITS STUDY TOTAL $ 167,817 50,435 73,704 60,937 352,893 $ 112,191 57,541 70,641 60,428 300,801 $ 111,218 57,638 70,738 60,622 300,216 $ 112,832 57,950 71,050 61,118 125,000 427,950 $ $ 427,950 427,950 $ 641 409 409 690 125,000 127,149 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Industrial Waste operating budget has increased 42% and there are no capital expenditures. Personal Services increase is due to benefit increases. Contractual increase is for a Local Limits study which will be about $250,000 over two years. Commodities remained flat. There is no major Capital (>$10,000) for this section. Annual Financial Plan 299 City of Flagstaff UTILITIES SECTION 56 RIO DE FLAG RECLAIM PLANT MISSION FY 10 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 vacinity. To educate the public on issues related to water reclamation, water conservation, and sustainable use.       Maintained service levels with reduced staffing. Replaced carbon in the odor control vessels. Rebuilt one influent pump. Rebuilt one reclaim pump. Installed 2 new chopper pumps. Modified operating procedure of the chopper pumps resulting in an annual energy savings of approximately $15,000. FY 11 NEW INITIATIVES AND GOALS 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 uses advanced technology to produce non-potable water that is rated as Grade A+ by the state of Arizona. The program monitors product water quality as well as downstream water quality. Staff is also responsible for pumping the water into the citywide distribution system and maintaining the reclaim water storage facilities at Buffalo Park.  Continue to 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. PERFORMANCE MEASURES Council Priority: Public Safety Goal: Provide wastewater treatment that meets or exceeds criteria for Federal, State & Water Reuse Permits Objective: Production and distrubution of reclaimed water that is safe for its intended use. Type of Measure: Outcome Tool: Laboratory Analysis Frequency: Daily, Weekly, Monthly, Quarterly, Annual Scoring: : 1-2 = 90% 3-5 = 75% ≥6 = 50% Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Number of Permit Violations 2 4 0 0 FY O9. These were due to exceeding the 24 hour 2.0 turbidity average. Annual Financial Plan 300 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, there by off setting the demands for potable water. Type of Measure: Program Outcome Tool: Plant Flow Reports Frequency: Monthly Scoring: 50-65% of capacity = 100% 65-75% of capacity = 90% >75% of capacity =75-50% Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Gallons of Wastewater Treated (millions) 826.8 791.8 715.0 715.0 Gallons of Reclaim Water Reused (millions) 349.6 281.6 300.0 300.0 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: < $1.20 = 100% $1.20 - $1.40 = 90% >$1.40 = 75-50% Trend:  FY 08 FY 09 FY 10 Measures: Actual Actual Estimate Cost/thousand gallons of reclaimed water $1.29 $1.17 $1.23 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: 1-2 = 90% 3-5 = 75% ≥6 = 50% Trend:  FY 08 FY 09 Measures: Actual Actual Number of complaints /odors ect. 0 0 Number of on the job lost time accidents / 0 0 injuries. Annual Financial Plan 301 FY 10 Estimate 0 0 FY 11 Proposed $1.27 FY 11 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 2008-2009 $ 316,501 500,771 69,425 46,883 $ 933,580 Adopted Budget 2009-2010 $ 315,704 437,800 112,852 43,000 $ 909,356 Estimated Expenditures 2009-2010 $ 289,479 430,957 73,935 29,390 $ 823,761 Proposed Budget 2010-2011 $ 336,044 477,200 105,041 11,500 $ 929,785 Budget-Budget Variance $ 20,340 39,400 (7,811) (31,500) $ 20,429 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PLANT OPERATIONS PLANT MAINTENANCE LAB-PROCESS CONTROL-MONTR TOTAL $ 73,973 583,807 201,973 73,827 933,580 $ 98,154 509,701 205,156 96,345 909,356 $ 68,968 510,256 154,592 89,945 823,761 $ 96,605 563,596 159,908 109,676 929,785 $ $ 929,785 929,785 $ (1,549) 53,895 (45,248) 13,331 20,429 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Rio de Flag Treatment Plant operating budget increased by 6%, and there are no capital expenditures. Personal Services increases are due to skill based pay and benefit increases. Contractual increase is for electricity. Commodities decrease is due work orders. Major capital (>$10,000) is carryover for carbon filter $11,500. Annual Financial Plan 302 City of Flagstaff UTILITIES SECTION 98  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.       Developed a Low Impact Development ordinance as well as the related design manual Awarded 238 additional CRS rating points for a total of 1850 points. 150 additional points are required to satisfy the next greater classification level, (Class 6). Completed Phase 2 of the Stormwater Master Plan Received ADEQ Grant for “Bark Park” water quality improvement FY 11 NEW INITIATIVES AND GOALS FY 10 ACCOMPLISHMENTS  STORMWATER   Completed two drainage improvement projects for a program cost of $245,000 Completed the drainage system inventory, GIS inventory layer & field inspections Received written verification from ADEQ that our NPDES program “satisfactorily complies with the AZPDES General Permit” Ensured that construction projects meet regulatory requirements    LID 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 & scheduling Develop Rainwater Harvesting Ordinance Revise Floodplain Management Ordinance 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 08 FY 09 FY 10 Measures: Actual Actual Estimate a. No on-the-job injuries or accidents 100% 100% b. No on-the-job non-injury accidents 100% 100% c. No job related lost work days 100% 100% d. No job related sick time (% of total) 100% 100% e. Safety training (4 hrs/person) NA 100% 100% Annual Financial Plan 303 FY 11 Proposed 100% 100% 100% 100% 100% City of Flagstaff UTILITIES SECTION 98 STORMWATER Council Priority: Facilities & Basic Services Goal: Respond to all 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. As well as 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 effected 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed a. Complaints received 39 30 40 Complaints resolved (for FY 2009, 9 of the 39 30 30 35 complaints require longer term solutions and are being researched & resolved) c. No public infrastructure damages (100% = no 100% 100% 100% damages; goal achieved) d. No damages/claims to private property (100% 100% 100% 100% = no damages; goal achieved) 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 effected customers. Tool: Field verification Frequency: As drainage issues are received & resolved. Scoring: 100% - Follow through whether solution is possible or not Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Annual miles of channels cleaned 3 3 3 Per cent of catch basins & culverts cleaned NA 100% 100% 100% Per cent of inventory cleaned NA 75% 75% 75% Annual Financial Plan 304 City of Flagstaff UTILITIES SECTION: SECTION 98 STORMWATER 98-STORMWATER UTILITY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2008-2009 $ 510,050 128,671 19,067 $ 657,788 Adopted Budget 2009-2010 $ 481,561 289,475 11,460 $ 782,496 Estimated Expenditures 2009-2010 $ 474,683 232,455 9,493 $ 716,631 Proposed Budget 2010-2011 $ 487,524 106,707 11,460 $ 605,691 Budget-Budget Variance $ 5,963 (182,768) $ (176,805) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ENG. & MASTER PLANNING OPERATIONS WATER QUALITY IMPR GRANT TOTAL $ 241,501 105,157 311,130 657,788 $ 262,858 267,034 252,604 782,496 $ 246,018 190,718 253,824 26,071 716,631 $ 255,743 76,316 265,232 8,400 605,691 $ $ 605,691 605,691 $ (7,115) (190,718) 12,628 8,400 (176,805) SOURCE OF FUNDING: STORMWATER UTILITY FUND COMMENTARY: The Stormwater Utility operating budget has decreased 23% overall, and there are no staffing reductions nor capital expenditures. Contractual reductions for Consultant Fees are due to the completion of this phase of the Master Planning project. The Operations Program increased for Temporary Employee salaries and a Quality Step Increase for an existing employee. Annual Financial Plan 305 City of Flagstaff Annual Financial Plan 306 City of Flagstaff NON-DEPARTMENTAL MISSION Non-Departmental accounts for all divisions which are not under the direct supervision of a department head or whose operations are contractual in nature. These include: The mission of the Council and Commission 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. NAIPTA administers the Transit program per the Intergovernmental Agreement (IGA) between the City and the NAIPTA. Annual Financial Plan 307 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 2008-2009 $ 222,522 92,783 51,197 $ 366,502 Adopted Budget 2009-2010 $ 217,074 71,600 15,492 $ 304,166 Estimated Expenditures 2009-2010 $ 217,074 67,900 17,464 $ 302,438 Proposed Budget 2010-2011 $ 272,366 73,460 12,461 $ 358,287 Budget-Budget Variance $ 55,292 1,860 (3,031) $ 54,121 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION BOARDS AND COMMISSIONS TOTAL $ 366,194 308 366,502 $ 299,866 4,300 304,166 $ 298,238 4,200 302,438 $ 357,437 850 358,287 $ 57,571 (3,450) 54,121 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 153,525 25,031 24,163 25,230 69,723 3,587 7,158 49,870 358,287 COMMENTARY: The Council and Commissions operating budget has increased 18% and there are no capital expenditures. Personal Services include both salary and benefit increases. Salary increases were approved by voters and this brings the remaining three Councilmember positions up to the approved amount. Contractual increases are due to an increase in travel and registration. Commodities decreases are due to reductions in copying and food. There are no major capital (>$10,000) expenditures for this section. Annual Financial Plan 308 City of Flagstaff NON-DEPARTMENTAL SECTION 64 The City is a major contributor to United Way, arts and cultural agencies whose activities benefit the citizens of Flagstaff, and other Alliance partnerships. PROGRAM DESCRIPTION This division accounts for contractual agreements with outside agencies that provide services to Flagstaff’s citizens. . SECTION: CONTRIBUTIONS TO OTHER AGENCIES 64-CONTRIBUTIONS TO OTHERS EXPENDITURES BY CATEGORY: CONTRACTUAL TOTAL Actual Expenditures 2008-2009 $ 1,086,016 $ 1,086,016 Adopted Budget 2009-2010 $ 979,585 $ 979,585 Estimated Expenditures 2009-2010 $ 959,585 $ 959,585 Proposed Budget 2010-2011 $ 944,583 $ 944,583 Budget-Budget Variance $ (35,002) $ (35,002) $ $ $ $ $ EXPENDITURES BY PROGRAM: HEALTH & SOC SERVICES OTHER CONTRIBUTIONS TOTAL $ 342,470 743,546 1,086,016 $ 302,624 676,961 979,585 $ 302,624 656,961 959,585 $ 270,000 674,583 944,583 $ $ 944,583 944,583 $ (32,624) (2,378) (35,002) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Contributions to Others operating budget has decreased 4% and there are no capital expenditures. Contributions are as follows: United Way $270,000; Humane Society $163,625; Greater Flagstaff Forest Partnership $19,925; FACTS $249,819; Weed & Seed $5,563; Youth Coalition $19,869; NACOG Rural Transportation $4,202, Intake Triage $75,000, Cardinals $31,264; Rural Policy Institute $25,000; Victim Witness $41,724; NACASA $15,787; Sister Cities $2,805; and carryover of Emergency Housing Funds $20,000. Annual Financial Plan 309 City of Flagstaff NON-DEPARTMENTAL SECTION 66 insurance, audit fees, and capital equipment that benefit various departments (mainframe computer). Costs of this division are allocated to the respective departments based on a cost-allocation formulation. PROGRAM DESCRIPTION This division accounts for all expenditures that are not specifically allocable to individual divisions or programs, e.g. property and liability insurance, unemployment SECTION: NON-DEPARTMENTAL 66-NON-DEPARTMENTAL EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2008-2009 $ 75,969 2,586,002 514,182 490,575 $ 3,666,728 Adopted Budget 2009-2010 $ (163,713) 2,676,800 1,492,148 1,150,000 $ 5,155,235 Estimated Expenditures 2009-2010 $ 38,645 1,987,077 648,108 3,000 $ 2,676,830 Proposed Budget 2010-2011 $ 47,624 1,966,777 (74,000) 645,000 $ 2,585,401 Budget-Budget Variance $ 211,337 (710,023) (1,566,148) (505,000) $ (2,569,834) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION EMPLOYEE BENEFITS INSURANCE CONSULTANTS COPY CENTER REDEVELOPMENT PBID DEVELOPMENT TOTAL $ 954,170 88,117 669,444 342,927 (47,551) 1,659,621 3,666,728 $ 2,060,248 75,500 589,200 915,500 (6,213) 1,521,000 5,155,235 $ 930,027 66,500 589,200 459,757 (15,355) 644,701 2,000 2,676,830 $ 134,500 77,500 608,674 544,103 (12,126) 1,232,750 2,585,401 $ (1,925,748) 2,000 19,474 (371,397) (5,913) (288,250) (2,569,834) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 1,660,946 86,035 107,242 59,463 333,794 14,186 69,981 253,754 2,585,401 COMMENTARY: The Non-Departmental operating budget has decreased 52% and capital expenditures total $645,000. Personal Services increases 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 moving the information technology hardware and software costs to Section 08. Major capital (>$10,000) is for redevelopment efforts. Annual Financial Plan 310 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. 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 11 NEW INITIATIVES AND GOALS   FY 10 ACCOMPLISHMENTS    Completed of new Administrative and Maintenance facility for Public Transit vehicles and services at 3773 N Kaspar Dr. Estimated to have cut cost per hour by 10% over FY2009. Move towards Hybrid Electric Fleet for Flagstaff area. Purchase of 3 additional hybrids completed. Received award of over $1,000,000 in ARRA funds for 100% funding of capital program. Purchased one of three new hybrids.     Mountain Line Fixed Route:  Expanded frequency on Route 4 – offering 20 minute peak service Monday thru Friday.  Realigned Route 2 to provide service in an unserved area along the East Route 66 corridor – traveling up Cummins, across Lynch and Kaspar Dr to serve Mobile Have, Mount Elden Hills, and our new facility.  Continued with implementation of route timing strategies to improve on time performance.  Projected to increase ridership by 8% from 1,041,360 to 1,122,124  Projected to increase average numbers of riders per day from 2,832 to projected 3,091 Annual Financial Plan Maintained customer satisfaction by evaluating feedback regarding routes, stops, shelters, and on time performance. 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 98% to 99.5% without sacrificing trips or service. PROGRAM DESCRIPTION  NAIPTA  311 Obtain additional funding from federal transit administration and other sources. Continue building public awareness of 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 travel training programs and available information on how to use the system. Increase awareness and use of electronic information, including route status and public information process. Improve Customer Service and encourage use of passes through improved sales outlets, including internet. 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Total Ridership 899,201 1,098,400 1,122,124 1,178,230 Average Riders per Day 2,464 3,009 3,091 3,246 On time performance 88% 91% 95% 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Operational Cost per Hour $86.21 $81.01 $71.84 $75.01 Adminstrative Cost per Hour $21.08 $15.38 $16.24 $15.56 Farebox Return 16% 14% 16% 20% 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Service Hours 36,252 37,058 46,767 47,508 Revenue Miles 544,030 544,030 637,076 647,170 Annual Financial Plan 312 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Construction of site/Remodel of Facility/Move In 15% 90% 100% n/a complete complete complete Increase customer use of tickets and passes 36% 40% 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 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Customer Satisfaction Score 5.73 5.9 6.1 6.3 SECTION: 97-NAIPTA EXPENDITURES BY CATEGORY: CONTRACTUAL TOTAL Actual Expenditures 2008-2009 $ 2,914,193 $ 2,914,193 Adopted Budget 2009-2010 $ 3,755,186 $ 3,755,186 Estimated Expenditures 2009-2010 $ 3,653,297 $ 3,653,297 Proposed Budget 2010-2011 $ 4,698,793 $ 4,698,793 Budget-Budget Variance $ 943,607 $ 943,607 $ $ $ $ $ $ $ $ 4,698,793 4,698,793 $ $ $ $ 4,698,793 4,698,793 EXPENDITURES BY PROGRAM: TRANSIT TOTAL 2,914,193 2,914,193 3,755,186 3,755,186 3,653,297 3,653,297 943,607 943,607 SOURCE OF FUNDING: TRANSPORTATION FUND COMMENTARY: The Transit budget has increased by 25% 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 313 City of Flagstaff Annual Financial Plan 314 City of Flagstaff CITY OF FLAGSTAFF FLAGSTAFF HOUSING AUTHORITY  MISSION The mission of the Flagstaff Housing Authority is to assist low income families with safe, decent, and affordable housing opportunities as they strive to improve the quality of their lives. The Flagstaff Housing Authority is committed to operating in an efficient, ethical, and professional manner. The Flagstaff Housing Authority will create and maintain partnerships with its clients and appropriate community organizations in order to accomplish this Mission.    PROGRAM DESCRIPTION The Flagstaff Housing Authority owns and manages 265 units of low-income public housing; administers 333 Section 8 Housing Choice Vouchers; manages Clark Homes, and 80 unit low-income, Section 8 New Construction development; and provides 12 Section 8 Certificates for the seriously mentally ill in partnership with the Guidance Center. FY 11 NEW INITIATIVES AND GOALS   FY 10 ACCOMPLISHMENTS    Successfully administered a $602,290 American Recovery and Reinvestment Act (ARRA) grant – energy efficient improvements to the low-income public housing units. Maintained Public Housing High Performer status from HUD. This system measures financial management, maintenance and physical plant and overall management the of public housing program. Annual Financial Plan Maintained High Performer status for the Section 8 Housing Choice Voucher Program. This program status reflects our excellent use of Section 8 resources, including a lease up rate over 98% for the year ended June 30, 2009. Continued to upgrade units, grounds and replace aging equipment by utilizing HUD’s Capital Fund Program. Increased resident interaction by providing regular meetings with staff; monthly BBQs at Siler Homes, Brannen Homes and Clark Homes; publishing a newsletter to help residents in education, employment, job training and youth services. Completed Fiscal Year 2009 financial audit with no findings, comments or deficiencies.   315 Continue to assist the Aztec Acres Corporation in obtaining approval from HUD for the development of 26 units of Section 202 Housing for the Elderly. Continue to maintain status of a High Performing Agency in both the Public Housing and Section 8 Housing Choice Voucher programs. Partner with the Guidance Center on funding for additional Section 8 assistance for the Seriously Mentally ill. Continue to use the Capital Fund Program for energy conservation. Pursue funding for additional low-income housing. City of Flagstaff CITY OF FLAGSTAFF FLAGTAFF HOUSING AUTHORITY PERFORMANCE MEASURES Council Priority: Facilities & Basic Services Goal: To maintain external validation of program management for Low Income Public Housing and Section 8 Housing Choice Voucher Programs under HUD’s assessment programs, known as PHAS and SEMAP, respectively. Objective: Maintain PHAS and SEMAP ratings at High Performer status. Type of Measure: Outcome Tool: HUD PHAS and SEMAP certification programs. Frequency: Yearly, based on fiscal year performance Scoring: 100% Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed PHAS High Performer 100% 100% 100% 100% SEMAP High Performer 100% 100% 100% 100% Council Priority: Fiscal Health Goal: Maintain zero audit finding status. Objective: To have no audit findings on either Flagstaff Housing Authority audit. Type of Measure: Outcome Tool: Audit Frequency: Yearly Scoring: 100% Trend:  FY 08 FY 09 Measures: Actual Actual Housing Authority control deficiencies 0 0 Housing Authority significant deficiencies 0 0 Housing Authority audit findings 0 0 Annual Financial Plan 316 FY 10 Estimate 0 0 0 FY 11 Proposed 0 0 0 City of Flagstaff CITY OF FLAGSTAFF SECTION: FLAGTAFF HOUSING AUTHORITY FLAGSTAFF HOUSING AUTHORITY (*) EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures (*) 2008-2009 $ 1,488,671 3,497,260 153,619 402,562 $ 5,542,112 Adopted Budget (*) 2009-2010 $ 1,581,990 3,592,215 101,256 402,562 $ 5,678,023 Estimated Expenditures (*) 2009-2010 $ 1,508,212 3,750,189 86,669 700,953 $ 6,046,024 Proposed Budget 2010-2011 $ 1,530,585 3,680,247 101,798 614,862 $ 5,927,492 Budget-Budget Variance $ (51,405) 88,031 543 212,300 $ 249,469 $ $ $ $ $ EXPENDITURES BY PROGRAM: LOW INCOME PUBLIC HOUSING SEC 8 HSG CHOICE VOUCHER/MRO NON-HUD PROGRAM TOTAL $ 2,222,044 3,039,557 280,511 5,542,112 $ 2,346,967 3,044,756 286,300 5,678,023 $ 2,456,112 3,306,645 283,267 6,046,024 $ 2,487,477 3,143,278 296,737 5,927,492 $ $ 5,927,492 5,927,492 $ 140,510 98,521 10,437 249,469 SOURCE OF FUNDING: FLAGSTAFF HOUSING AUTHORITY FUND COMMENTARY: (*) This is the first year that the Flagstaff Housing Authority (FHA) budget has been reveiwed and appoved by council. Amounts shown were provided by FHA for comparison purposes only. The Housing Authority Budget operating budget is increasing by 4%. Personal Services decreases are due to .75 FTE staffing reduction of a part time maintenance worker and temporary administrative clerk. Contractual expense increase is primarily due to anticipated increases in the cost of monthly housing assistance payments in the Section 8 Housing Choice Voucher program. Capital expenditures are projected at $614,862, an increase of $212,300 from budget year 2010; capital imprpovements are funded by HUD's Capital Grant program. Annual Financial Plan 317 City of Flagstaff Annual Financial Plan 318 City of Flagstaff City Council has selected 4 bond projects totaling $86.2 million for voters to vote on in November 2010. Projects include Municipal Court Courthouse, Municipal Services Maintenance Center, Public Safety/City Operations Communications Systems, and Street and Utilities Improvements. CAPITAL IMPROVEMENTS FY 2011 CAPITAL IMPROVEMENT PROGRAM The Capital Improvement Program (CIP) for FY 2011 represents a $54.2 million investment of public funds in infrastructure and public facilities. The project mix has changed from prior years to 55.5% of the funding being provided on the pay-as-you-go basis versus 50.8% in FY 2010. The major projects in this year’s budget are Fire Stations, Rio De Flag project, FUTS/Open Space Acquisition, and Jay Lively Reconstruction. This year’s capital improvement program is funded 25.0% through debt financing including the Water and Wastewater projects, FUTS/Open Space and Fire Stations. The grant funding of 19.5% is primarily for airport projects and Beautification. Expenditure totals may be shown as inflated or noninflated costs depending on whether the scope of work or funding amount is the determining factor. The Five-Year Capital Improvement Plan (multi-year, long-range study of construction and/or acquisition of high cost items with an extended useful life) is prepared separately from the Annual Budget and Financial Plan. The latest version of this plan can be found on the city website under Finance and Budget. The following pages provided listing of the Capital Improvement projects along with a map to show the location of the improvements. 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. 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 43.3% 10.0% 11.0% 6.7% 1.2% 17.1% 0.7% 10.0% 100.0% $ $ Sources of funding are categorized in three categories as shown below: 23,463,699 5,444,169 5,934,815 3,626,256 644,204 9,264,792 385,000 5,432,504 54,195,439 Pay-As-You-Go Debt Grants PROGRAM CATEGORIES $ $ 30,053,203 13,564,025 10,578,211 54,195,439 SOURCES OF FUNDING Streets / Transportation 10.0% General Government 43.3% 55.5% 25.0% 19.5% 100.0% Pay-As-You-Go 55.5% BBB 11.0% Debt 25.0% Stormwater Utility 10.0% Water 6.7% Environmental Services 0.7% Annual Financial Plan Airport 17.1% Grants 19.5% Wastewater 1.2% 319 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2010-2011 GENERAL GOVERNMENT APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 DIV 24 24 24 24 24 24 24 24 26 26 28 30 30 66 95 PROJECT 2010 POTENTIAL BOND PROJECTS FIRE STATIONS FIRE TRAINING TOWER FUTS/OPEN SPACE LAND ACQUISITION INCUBATOR EXPANSION JAY LIVELY-2ND SHEET ICE PRESIDIO SUBDIVISION SCIENCE PARK SEWERMAIN USGS 2010 SFO ARROYO PARK IMPROVEMENTS CEMETERY OFFICE ADDITION JAY LIVELY RECONSTRUCTION JAY LIVELY IMPROVEMENTS REDEVELOPMENT ASPEN PLACE AT SAWMILL TOTAL GENERAL GOVERNMENT CARRYOVER FY 2010 $ 563,557 1,222,106 140,000 645,000 26,210 $ 2,596,873 BUDGET FY 2011 1,365,000 2,765,530 29,184 1,627,275 2,500,000 5,000,000 3,700,000 500,000 1,578,000 87,500 140,000 1,500,000 2,000,000 645,000 26,210 23,463,699 BONDS $ 1,365,000 2,765,530 29,184 1,627,275 2,500,000 500,000 1,578,000 26,210 $ 10,391,199 OTHER 5,000,000 3,700,000 87,500 140,000 1,500,000 2,000,000 645,000 13,072,500 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 DIV 24 24 24 24 24 24 24 24 26 26 28 30 30 66 95 PROJECT 2010 POTENTIAL BOND PROJECTS FIRE STATIONS FIRE TRAINING TOWER FUTS/OPEN SPACE LAND ACQUISITION INCUBATOR EXPANSION JAY LIVELY-2ND SHEET ICE PRESIDIO SUBDIVISION SCIENCE PARK SEWERMAIN USGS 2010 SFO ARROYO PARK IMPROVEMENTS CEMETERY OFFICE ADDITION JAY LIVELY RECONSTRUCTION JAY LIVELY IMPROVEMENTS REDEVELOPMENT ASPEN PLACE AT SAWMILL TOTAL GENERAL GOVERNMENT Annual Financial Plan 320 TOTAL 1,365,000 2,765,530 29,184 1,627,275 2,500,000 5,000,000 3,700,000 500,000 1,578,000 87,500 140,000 1,500,000 2,000,000 645,000 26,210 23,463,699 City of Flagstaff 89 Annual Financial Plan 180 E M PIRE AVE 3 2 (#3) 5,8,9 CEDAR A VE INDUS T C O ST NC IS RA AL RI DR TIN ON C R BL VD BUTLER AV E LONE TREE RD V DS VILLA G E B L D 40 CITY OF FLAGSTAFF FY 10/11 GENERAL GOVERNMENT SECTIONS 24, 26, 28, 30, 66, & 95 E PO W W JO H N 17 LL BL VD B E U LA H TA L DR EN 10 MI LTON RD WOOD L AN 321 7 ON HUNTIN G T 15 11 TR Y 40 2 (#2) D 66 N NF SA HU MP H RE Y SS BEA T VER ST 66 CLUB DR AVE OU C FOURTH ST 6, 12, 13 FOREST 66 LOCKETT RD City of Flagstaff 89A LAKE M AR Y RD SectionID 24 24 24 24 24 24 26 26 28 30 30 95 ProjectID 2 3 5 6 7 8 9 10 11 12 13 15 24 24 66 1 4 14 Project Title FIRE STATIONS (#2, #3) FIRE TRAINING TOWER INCUBATOR EXPANSION JAY LIVELY-2ND SHEET ICE PRESIDIO SUBDIVISION SCIENCE PARK SEWERMAIN USGS 2010 SFO ARROYO PARK IMPROVEMENTS CEMETERY OFFICE ADDITION JAY LIVELY RECONSTRUCTION JAY LIVELY IMPROVEMENTS ASPEN PLACE AT SAWMILL UNMAPPED PROJECTS: 2010 POTENTIAL BOND PROJECTS FUTS/OPEN SPACE LAND ACQUISITION REDEVELOPMENT SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2010-2011 STREETS/TRANSPORTATION APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 DIV 33 33 33 33 33 33 92 92 92 92 92 92 92 92 92 92 92 92 92 PROJECT MINOR TRANSPORTATION IMPROVEMENTS PONDEROSA PARKWAY RESERVE FOR IMPROVEMENTS SIDEWALK REPLACEMENT PROGRAM STREET IMPROVEMENT PROGRAM SUNNYSIDE PHASE V BEULAH BLVD EXTENSIONS BRANNEN & GABEL PAVING DOWNTOWN RAIL CROSSING MODIFICATIONS INDUSTRIAL - HUNTINGTON TO PURINA LAKE MARY RD/FOREST HIGHWAY 3 MALL RT 66 INFRASTRUCTURE MISCELLANEOUS BIKE/PEDESTRIAN IMPROVEMENTS MISCELLANEOUS SAFE TO SCHOOL PROJECT RESERVE FOR TRANSPORTATION IMPROVEMENTS TRAFFIC SIGNAL PROGRAM TRANSPORTATION PLANNING & PROGRAMMING WEST/ARROWHEAD IMPROVEMENT WEST/SIXTH INTERSECTION TOTAL STREETS AND TRANSPORTATION CARRYOVER FY 2010 $ 785,223 515,952 416 38,500 15,582 297,108 5,000 $ 1,657,781 BUDGET FY 2011 100,000 785,223 40,000 15,000 937,500 895,484 468,600 416 21,318 38,500 17,520 175,000 100,000 100,000 125,000 304,608 115,000 1,200,000 5,000 5,444,169 HURF 100,000 40,000 15,000 937,500 895,484 1,987,984 TRANSPORTATION 468,600 416 21,318 38,500 17,520 175,000 100,000 100,000 125,000 304,608 115,000 1,200,000 5,000 2,670,962 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 DIV 33 33 33 33 33 33 92 92 92 92 92 92 92 92 92 92 92 92 92 PROJECT MINOR TRANSPORTATION IMPROVEMENTS PONDEROSA PARKWAY RESERVE FOR IMPROVEMENTS SIDEWALK REPLACEMENT PROGRAM STREET IMPROVEMENT PROGRAM SUNNYSIDE PHASE V BEULAH BLVD EXTENSIONS BRANNEN & GABEL PAVING DOWNTOWN RAIL CROSSING MODIFICATIONS INDUSTRIAL - HUNTINGTON TO PURINA LAKE MARY RD/FOREST HIGHWAY 3 MALL RT 66 INFRASTRUCTURE MISCELLANEOUS BIKE/PEDESTRIAN IMPROVEMENTS MISCELLANEOUS SAFE TO SCHOOL PROJECT RESERVE FOR TRANSPORTATION IMPROVEMENTS TRAFFIC SIGNAL PROGRAM TRANSPORTATION PLANNING & PROGRAMMING WEST/ARROWHEAD IMPROVEMENT WEST/SIXTH INTERSECTION TOTAL STREETS AND TRANSPORTATION Annual Financial Plan $ $ 322 OTHER 785,223 785,223 TOTAL 100,000 785,223 40,000 15,000 937,500 895,484 468,600 416 21,318 38,500 17,520 175,000 100,000 100,000 125,000 304,608 115,000 1,200,000 5,000 5,444,169 City of Flagstaff Annual Financial Plan 180 89 EMPIRE AVE 12 10 18 FOURTH ST I NDUS T HUNTI NG T ON TA L DR EN C DR DR N N 2 TIN 40 66 O SS T BE A V ER NF ST RA NC ISC O ST R EY SA PH HU M DR LONE TREE RD MILTON RD BUTLER AV E D 40 CITY OF FLAGSTAFF FY 10/11 STREETS & TRANSPORTATION SECTIONS 33, 92 H N W P O W EL L BL VD B E U LA H B LV D IT O NY LV L IA TR Y CLUB DR SW R CA ZE DS VILLA G E B WOODL A N 323 7 AVE UN R 8 9 66 6 CO FOREST LOCKETT RD CEDAR AVE 19 66 O J 89A 17 11 City of Flagstaff LAKE MA RY RD SectionID 33 33 92 92 92 92 92 92 92 92 ProjectID 2 6 7 8 9 10 11 12 18 19 33 33 33 33 92 92 92 92 92 1 3 4 5 13 14 15 16 17 Project Title PONDEROSA PARKWAY SUNNYSIDE PHASE V BEULAH BLVD EXTENSIONS BRANNEN & GABEL PAVING DOWNTOWN RAIL CROSSING MODIFICATIONS INDUSTRIAL - HUNTINGTON TO PURINA LAKE MARY RD/FOREST HIGHWAY 3 MALL RT 66 INFRASTRUCTURE WEST/ARROWHEAD IMPROVEMENT WEST/SIXTH INTERSECTION UNMAPPED PROJECTS: MINOR TRANSPORTATION IMPROVEMENTS RESERVE FOR IMPROVEMENTS SIDEWALK REPLACEMENT PROGRAM STREET IMPROVEMENT PROGRAM MISCELLANEOUS BIKE/PEDESTRIAN IMPROVEMENTS MISCELLANEOUS SAFE TO SCHOOL PROJECT RESERVE FOR TRANSPORTATION IMPROVEMENTS TRAFFIC SIGNAL PROGRAM TRANSPORTATION PLANNING & PROGRAMMING SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2010-2011 BBB APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 DIV 74 74 74 74 74 74 74 74 74 74 74 74 74 75 75 75 75 75 75 75 75 75 75 75 75 75 75 75 75 PROJECT 4TH STREET CORRIDOR IMPROVEMENTS 4TH STREET CORRIDOR NORTH - STUDY 4TH STREET NEIGHBORHOOD GATEWAY BUTLER MEDIANS PHASE III CITY HALL FLOWER BEDS CITY HALL LAWN HISTORIC FACADES NEIGHBORHOOD GARDENS NEON CORRIDOR / ROUTE 66 PRESERVATION PROJECT ROUTE 66 NORTH SIDE STREETSCAPE SOUTHSIDE PLAN - BEAVER SAN FRANCISCO SPECIAL PROJECTS & UNPROGRAMMED WORK WOODLANDS/BEULAH MEDIANS ARIZONA TRAIL-RT 66 TO MCMILLAN MESA ARROWHEAD CONNECTOR COUNTRY CLUB FUTS TRAIL DOWNTOWN UNDERPASS FLORENCE - WALNUT UNDERPASS FUTS SIGNAGE PROGRAM HOSPITAL RIM FUTS TRAIL LINDA VISTA FUTS CONNECTOR MALL TRANSFER CENTER TRAIL REALIGNMENT MUSEUM CONNECTOR RIO NORTH - CRESCENT BRIDGE ROUTE 66 EAST-COUNTRY CLUB TO MALL TRAIL ROUTE 66-RIO NORTH TO SAN FRANCISCO SIXTH AVE CONNECTOR SPECIAL PROJECTS & UNPROGRAMMED WORK SWITZER CANYON FUTS TRAIL TOTAL BBB CARRYOVER FY 2010 $ 48,566 82,494 29,738 776,580 250,000 50,000 245,000 16,044 80,000 $ 1,578,422 BUDGET FY 2011 200,000 46,518 100,000 100,000 59,526 50,000 83,529 40,000 135,788 280,000 1,485,945 49,740 810,530 32,674 18,000 30,000 20,000 452,048 250,000 135,000 161,000 75,000 15,000 296,433 526,040 16,044 36,000 50,000 380,000 5,934,815 BBB $ 200,000 46,518 100,000 100,000 59,526 50,000 83,529 40,000 135,788 280,000 485,945 49,740 810,530 $ 2,441,576 TRANSPORTATION 32,674 18,000 30,000 20,000 190,000 135,000 161,000 75,000 15,000 296,433 404,470 16,044 36,000 380,000 1,809,621 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 DIV 74 74 74 74 74 74 74 74 74 74 74 74 74 75 75 75 75 75 75 75 75 75 75 75 75 75 75 75 75 PROJECT 4TH STREET CORRIDOR IMPROVEMENTS 4TH STREET CORRIDOR NORTH - STUDY 4TH STREET NEIGHBORHOOD GATEWAY BUTLER MEDIANS PHASE III CITY HALL FLOWER BEDS CITY HALL LAWN HISTORIC FACADES NEIGHBORHOOD GARDENS NEON CORRIDOR / ROUTE 66 PRESERVATION PROJECT ROUTE 66 NORTH SIDE STREETSCAPE SOUTHSIDE PLAN - BEAVER SAN FRANCISCO SPECIAL PROJECTS & UNPROGRAMMED WORK WOODLANDS/BEULAH MEDIANS ARIZONA TRAIL-RT 66 TO MCMILLAN MESA ARROWHEAD CONNECTOR COUNTRY CLUB FUTS TRAIL DOWNTOWN UNDERPASS FLORENCE - WALNUT UNDERPASS FUTS SIGNAGE PROGRAM HOSPITAL RIM FUTS TRAIL LINDA VISTA FUTS CONNECTOR MALL TRANSFER CENTER TRAIL REALIGNMENT MUSEUM CONNECTOR RIO NORTH - CRESCENT BRIDGE ROUTE 66 EAST-COUNTRY CLUB TO MALL TRAIL ROUTE 66-RIO NORTH TO SAN FRANCISCO SIXTH AVE CONNECTOR SPECIAL PROJECTS & UNPROGRAMMED WORK SWITZER CANYON FUTS TRAIL TOTAL BBB Annual Financial Plan 324 GRANTS 500,000 452,048 121,570 1,073,618 BONDS 500,000 500,000 OTHER 60,000 50,000 110,000 TOTAL 200,000 46,518 100,000 100,000 59,526 50,000 83,529 40,000 135,788 280,000 1,485,945 49,740 810,530 32,674 18,000 30,000 20,000 452,048 250,000 135,000 161,000 75,000 15,000 296,433 526,040 16,044 36,000 50,000 380,000 5,934,815 City of Flagstaff 89 Annual Financial Plan 23 E MPIRE AVE 180 22 21 24 LOCKETT RD LONE TREE RD DS VILLA GE B LV 13 JO HN W PO W EL L BL VD B EU LA H BL VD D 89A FOURTH ST L TR Y NT I NTAL D R NE CITY OF FLAGSTAFF FY 10/11 BBB FUNDED PROJECTS SECTIONS 74, & 75 CO D R N TO IN G NT 40 BU TLER AV E M ILTON RD WOODL A N 325 40 E DR 11 4 66 10 66 DU ST A RI 3 14 N 17 IN 15 HU RE Y B E A S ST V ER ST NC ISC O S T F RA S AN H UM 26 AV 29 SW IT Z YO CA N ER 18 6 PH 5 FOREST 2 16 DR 66 CLUB D R 20 UN CO 1 27 25 9 CEDAR AVE 17 City of Flagstaff LAKE MA RY RD SectionID 74 74 74 74 74 74 74 74 74 74 75 75 75 75 75 75 75 75 75 75 75 75 75 75 ProjectID 1 2 3 4 5 6 9 10 11 13 14 15 16 17 18 20 21 22 23 24 25 26 27 29 74 74 74 75 75 7 8 12 19 28 Project Title 4TH STREET CORRIDOR IMPROVEMENTS 4TH STREET CORRIDOR NORTH - STUDY 4TH STREET NEIGHBORHOOD GATEWAY BUTLER MEDIANS PHASE III CITY HALL FLOWER BEDS CITY HALL LAWN NEON CORRIDOR / ROUTE 66 PRESERVATION PROJECT ROUTE 66 NORTH SIDE STREETSCAPE SOUTHSIDE PLAN - BEAVER SAN FRANCISCO WOODLANDS/BEULAH MEDIANS ARIZONA TRAIL-RT 66 TO MCMILLAN MESA ARROWHEAD CONNECTOR COUNTRY CLUB FUTS TRAIL DOWNTOWN UNDERPASS FLORENCE - WALNUT UNDERPASS HOSPITAL RIM FUTS TRAIL LINDA VISTA FUTS CONNECTOR MALL TRANSFER CENTER TRAIL REALIGNMENT MUSEUM CONNECTOR RIO NORTH - CRESCENT BRIDGE ROUTE 66 EAST-COUNTRY CLUB TO MALL TRAIL ROUTE 66-RIO NORTH TO SAN FRANCISCO SIXTH AVE CONNECTOR SWITZER CANYON FUTS TRAIL UNMAPPED PROJECTS: HISTORIC FACADES NEIGHBORHOOD GARDENS SPECIAL PROJECTS & UNPROGRAMMED WORK FUTS SIGNAGE PROGRAM SPECIAL PROJECTS & UNPROGRAMMED WORK SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2010-2011 WATER APPROPRIATIONS DIV 1 47 2 51 3 51 4 51 5 51 6 52 7 52 8 52 9 52 10 52 PROJECT INNER BASIN PIPELINE BENTON/SF ALLEY/ELDEN WL LAKE MARY UTILITY RELOCATE RESERVE FOR IMPROVEMENTS STONEHOUSE PUMPHOUSE CHLORINE DIOXIDE FUTURE WATER RIGHTS RAILROAD SPRINGS RESEVOIR WATER RESOURCE SUSTAINABILITY STUDY WATER WELLS PRODUCTION - BOND TOTAL WATER CARRYOVER FY 2010 $ 17,100 63,408 103,581 4,013 450,000 1,440,684 $ 2,078,786 BUDGET FY 2011 76,388 17,100 73,109 50,000 200,000 10,833 1,000,000 450,000 276,000 1,472,826 3,626,256 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 DIV 47 51 51 51 51 52 52 52 52 52 PROJECT INNER BASIN PIPELINE BENTON/SF ALLEY/ELDEN WL LAKE MARY UTILITY RELOCATE RESERVE FOR IMPROVEMENTS STONEHOUSE PUMPHOUSE CHLORINE DIOXIDE FUTURE WATER RIGHTS RAILROAD SPRINGS RESEVOIR WATER RESOURCE SUSTAINABILITY STUDY WATER WELLS PRODUCTION - BOND TOTAL WATER Annual Financial Plan OPERATING 76,388 17,100 73,109 50,000 10,833 450,000 276,000 $ 953,430 $ 326 BONDS 200,000 1,000,000 1,472,826 2,672,826 TOTAL 76,388 17,100 73,109 50,000 200,000 10,833 1,000,000 450,000 276,000 1,472,826 3,626,256 City of Flagstaff Annual Financial Plan 89 E MPIRE AVE 180 IN DUST ST N R DR E N C D AL DR NT T IN YO 40 ON CO PH B E A R E YS V E R ST ST NF RA NC IS DR E CA N SA AL RI R H UM SW IT Z C 66 N TRY CLUB DR OU AVE FOREST 66 LOCKETT RD AVE FOURTH ST C EDAR T O HUNTI NG 8 B UTLER AV E S VILLA G E B BE UL AH BL V D LV D LONE TREE RD 327 WOODL A ND 2 MILTO N RD 66 17 6 CITY OF FLAGSTAFF FY 10/11 WATER SYSTEMS SECTIONS 47, 51, & 52 5 City of Flagstaff LAKE MA RY RD 3 89A SectionID 51 51 51 52 52 ProjectID 2 3 5 6 8 47 51 52 52 52 1 4 7 9 10 Project Title BENTON/SF ALLEY/ELDEN WL LAKE MARY UTILITY RELOCATE STONEHOUSE PUMPHOUSE CHLORINE DIOXIDE RAILROAD SPRINGS RESEVOIR UNMAPPED PROJECTS: INNER BASIN PIPELINE RESERVE FOR IMPROVEMENTS FUTURE WATER RIGHTS WATER RESOURCES SUSTAIN STUDY WATER WELLS PRODUCTION - BOND SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2010-2011 WASTEWATER APPROPRIATIONS 1 2 3 4 5 6 DIV 57 57 58 58 58 58 PROJECT PICTURE CANYON WC TREATMENT UPGRADE/REC CONN MALL RECLAIM BOOSTER RESERVE FOR IMPROVEMENTS WESTSIDE INTERCEPTOR IMPROVEMENTS XERISCAPE PROJECTS TOTAL WASTEWATER CARRYOVER FY 2010 $ 315,000 180,000 80,000 15,432 $ 590,432 BUDGET FY 2011 315,000 180,000 80,000 50,000 15,432 3,772 644,204 OPERATING $ 12,447 180,000 80,000 50,000 15,432 3,772 $ 341,651 GRANT 302,553 302,553 SOURCES OF FUNDING 1 2 3 4 5 6 DIV 57 57 58 58 58 58 PROJECT PICTURE CANYON WC TREATMENT UPGRADE/REC CONN MALL RECLAIM BOOSTER RESERVE FOR IMPROVEMENTS WESTSIDE INTERCEPTOR IMPROVEMENTS XERISCAPE PROJECTS TOTAL WASTEWATER Annual Financial Plan 328 TOTAL 315,000 180,000 80,000 50,000 15,432 3,772 644,204 City of Flagstaff 89 Annual Financial Plan 180 EMPIRE AVE 66 LOCKETT RD CEDAR AVE O U 40 TI N INDUS DR NTA L NE DR DR BE A V DR 5 66 L IA TR Y CO NF EY HR SA N ER MP ST YO HU SW IT Z CA N ER RA NC SS T ISC O ST TR N CLUB DR FOURTH ST C AVE FOREST 1 2 3 ON HUNTIN G T BUTLER AV E NDS VIL L A G E B D UL A H BL VD LV LONE TREE RD 329 WOO D LA MILTON RD 66 40 E LL B LV D E B W P O W 17 JO HN CITY OF FLAGSTAFF FY 10/11 WASTEWATER SYSTEMS SECTIONS 57 & 58 City of Flagstaff LA K E 89A M ARY RD SectionID 57 57 58 58 ProjectID 1 2 3 5 58 58 4 6 Project Title PICTURE CANYON WC TREATMENT UPGRADE/REC CONN MALL RECLAIM BOOSTER WESTSIDE INTERCEPTOR IMPROVEMENTS UNMAPPED PROJECTS: RESERVE FOR IMPROVEMENTS XERISCAPE PROJECTS SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2010-2011 AIRPORT APPROPRIATIONS 1 2 3 4 DIV 37 37 37 37 PROJECT TERMINAL ACCESS RD RECONSTRUCT PULLIAM DR APRON RECONSTRUCTION PAVEMENT MARKING INSTALLATION REHAB TAXIWAY RECONSTRUCT TOTAL AIRPORT CARRYOVER FY 2010 $ $ - BUDGET FY 2011 3,159,061 223,710 376,500 5,505,521 9,264,792 GRANTS $ 3,137,664 222,195 373,950 5,468,231 $ 9,202,040 OTHER 21,397 1,515 2,550 37,290 62,752 SOURCES OF FUNDING 1 2 3 4 DIV 37 37 37 37 PROJECT TERMINAL ACCESS RD RECONSTRUCT PULLIAM DR APRON RECONSTRUCTION PAVEMENT MARKING INSTALLATION REHAB TAXIWAY RECONSTRUCT TOTAL AIRPORT Annual Financial Plan 330 TOTAL 3,159,061 223,710 376,500 5,505,521 9,264,792 City of Flagstaff LA KE M Y AR 17 331 INT ERSTATE STA TE RO U TE 89 A RD Annual Financial Plan 1 3 2 4 City of Flagstaff CITY OF FLAGSTAFF FY 10/11 AIRPORT SECTION 37 SectionID 37 37 37 37 ProjectID 1 2 3 4 Project Title TERMINAL ACCESS ROAD RECONSTRUCT PULLIAM DR APRON RECONSTRUCTION PAVEMENT MARKING INSTALLATION REHAB TAXIWAY RECONSTRUCT SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2010-2011 ENVIRONMENTAL SERVICES APPROPRIATIONS 1 2 3 DIV PROJECT 41 MAINTENANCE BUILDING 41 MRF RETROFIT FOR GLASS RECYCLING 41 STORMWATER INFRASTRUCTURE TOTAL ENVIRONMENTAL SERVICES CARRYOVER FY 2010 $ 300,000 $ 300,000 BUDGET FY 2011 75,000 300,000 10,000 385,000 OPERATING $ 75,000 300,000 10,000 $ 385,000 TOTAL 75,000 300,000 10,000 385,000 SOURCES OF FUNDING 1 2 3 DIV PROJECT 41 MAINTENANCE BUILDING 41 MRF RETROFIT FOR GLASS RECYCLING 41 STORMWATER INFRASTRUCTURE TOTAL ENVIRONMENTAL SERVICES Annual Financial Plan 332 City of Flagstaff 89 CINDER LAKES LANDFILL Annual Financial Plan 180 3 E M PIRE AVE 1 66 LOCKETT RD AV E AL TAL DR EN ND D R R HUNTING T ON B UT LER IN O NY 40 NT SA RI AVE CO B EA VE R NF ST R AN CIS C O ST SS T EY P HR ST DU DR 66 IT R CA ZE HUM IN UNTRY CLUB DR FOREST AV E SW CO FOURTH ST CEDAR 66 LONE TREE RD NDS VI L L A G E B M ILTON RD WOO D LA 333 2 40 W H N JO 17 PO W E LL B LV D B E U LA H BL VD LV D City of Flagstaff CITY OF FLAGSTAFF FY 10/11 ENVIRONMENTAL SERVICES SECTION 41 89A LA K E MA RY RD SectionID 41 41 41 ProjectID 1 2 3 Project Title MAINTENANCE BUILDING MRF RETROFIT FOR GLASS RECYCLING STORMWATER INFRASTRUCTURE SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2010-2011 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 2010 $ 3,419,813 1,200,000 268,377 $ 4,888,190 BUDGET FY 2011 3,450,222 1,200,000 782,282 5,432,504 OPERATING $ 782,282 $ 782,282 GEN FUND 3,450,222 1,200,000 4,650,222 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 334 TOTAL 3,450,222 1,200,000 782,282 5,432,504 City of Flagstaff Annual Financial Plan 89 180 EMPIRE AVE 66 LOCKETT RD CEDAR AVE C UN O ST RI TAL DR EN ON TIN DR R ND N 40 C YO H B E A U M PH VER R E ST Y S S T SA NF R AN C IS CO CAN 66 TO HUNTI N G 66 ST DU TR Y SW IT ZE R 2 1 IN AL CLUB DR AVE FOURTH S T FOREST DR D S VILLA G E B MILTO N RD WOODL AN 335 40 LONE TREE RD BUTLER AV E LA H BL VD LV D U BE JO H N W PO W E LL BL VD 17 City of Flagstaff 89A CITY OF FLAGSTAFF FY 10/11 STORMWATER SECTIONS 34, 99 LAKE M AR Y RD SectionID 34 34 ProjectID 1 2 99 3 Project Title RIO DE FLAG PROJECT RIO PARKING REPLACEMENT UNMAPPED PROJECTS: DRAINAGE SPOT IMPROVEMENT 11. Cemetery Office Addition: Expansion of existing Cemetery Office to provide family meeting area, office space and employee break room with restroom facilities. FY 2011 PROJECT DESCRIPTIONS GENERAL GOVERNMENT 1. 2010 Potential Bond Projects: Budget allocation for procurement of consultant services and initial design for any bond-funded capital projects that may be approved at the November 2010 special election. 12. Jay Lively Reconstruction: Funding for demolition and reconstruction due to roof collapse and storm damage at municipal ice rink. 13. Jay Lively Improvements: Funding for demolition and reconstruction due to roof collapse and storm damage at municipal ice rink. 2. Fire Stations: Development and construction of four new fire stations to replace existing facilities and improve response times as authorized at general election 2004. 14. Redevelopment: 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 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 downtown. 3. Fire Training Tower: Development and construction of a new training facility and classroom setting that replaces the old fire training facility at Fire Station #3 located at (4800 Railhead Ave), which is slated to be torn down for the Eastside Redevelopment Project. 4. 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. 15. Aspen Place at Sawmill: Improvement district funding for public infrastructure associated with a forty acre mixed-use redevelopment project located at the southeast corner of Butler Avenue and Lone Tree Road. 5. Incubator Expansion: Design and construction services for an expansion of existing NACET facilities subject to funding via lease agreements. nd 6. Jay Lively – 2 Sheet Ice: Contingent budget allocation for facility expansion at the Jay Lively Ice Rink. STREETS/TRANSPORTATION 1. Minor Transportation Improvements: Undesignated appropriation to fund street capacity, safety or operational improvements such as turn lanes, neighborhood traffic management devices and traffic signal modifications. 7. Presidio Subdivision: Budget allocation to be funded by development surety for the completion of public improvements in the event of default of other settlement agreement. 8. Science Park Sewermain: Funding allocation for any public sewer main extension required for the development of the Science Park complex in accordance with private development master ground lease. 2. 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. 9. USGS 2010 SFO: Design of general office and lab space to replace existing USGS facilities subject to lease agreements with General Services Administration and Geological Survey. 3. Reserve for Improvements: Annual allocation for un-programmed street improvements and/or City participation in projects of other agencies (i.e.: ADOT, BNSF, NAU). 10. Arroyo Park Improvements: Budget appropriation for relatively minor neighborhood park enhancements funded via private development contribution. Annual Financial Plan 4. Sidewalk Replacement Program: Provides replacement of curb, gutter and sidewalk in cases where property owners contribute 50% of replacement costs. 336 City of Flagstaff 5. Street Improvement Program: City-wide annual pavement maintenance consisting of crack sealing, seal coating and asphalt overlay and ADA sidewalk compliance. 15. Reserve for Transportation Improvements: Annual allocation of transportation tax revenues for unidentified transportation related improvements and/or City participation in transportation related improvements with other agencies (i.e. ADOT, NAU, FMPO). 6. Sunnyside Phase V: Street reconstruction including full curb, gutter and sidewalk improvements at portions of Third Avenue, Second Avenue, Main Street or First Street. 16. Traffic Signal Program: Transportation tax appropriation for the installation of new traffic signals or other traffic control improvements at existing intersections as warranted. 7. 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. 17. 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, safety, capacity and street improvements. Includes the development and updating of the 5-year Transportation Program on an annual basis. 8. Brannen and Gabel Paving: Provide engineering design and construction services administration for the paving of Brannen Avenue and Gabel Street in the Southside neighborhood. 9. 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. 18. West / Arrowhead Improvement: Design, services, and right-of-way acquisition for the construction of collector street improvements at West St. and Arrowhead Ave. as authorized by the local transportation tax approved in May 2000. 10. Industrial – Huntington to Purina: Design, construction documents and right-of-way acquisition for paving of Industrial Dr. from Huntington Dr. to Ralston Purina Dr. 19. West / Sixth Intersection: Intersection and pedestrian improvements at the intersection of West Street and Sixth Avenue in the Sunnyside Neighborhood. 11. 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. BBB 1. Fourth Street Corridor Improvements: To be determined – per the Fourth Street Corridor Study – North. 2. Fourth Street Corridor North - Study: 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. 12. Mall Route 66 Infrastructure: City contribution via development agreement for E. Route 66 improvements associated with the Flagstaff Market Place expansion. 13. Miscellaneous Bike / Pedestrian Improvements: Annual appropriation for infrastructure enhancements which improve safety and accessibility to pedestrians and bicyclists. 3. Fourth Street Neighborhood Gateway: This project would create an entrance element on the northeast corner of Route 66 and Fourth Street that could include neighborhood signage, landscaping, and public art. 14. Miscellaneous Safe to School: Annual appropriation for traffic control and other improvements which provide increased safety and accessibility to public schools. Annual Financial Plan 4. Butler Median Phase III: The medians between the new medians at Sawmill and the new medians at the HCCC would be raised and planted to match the surrounding new medians. 337 City of Flagstaff 5. City Hall Flower Beds: Landscaping the “pork chop” on the Route 66 side of City Hall (at Santa Fe and Milton Corner). 15. Arrowhead Connector: Short connecting trail on the east slope of McMillan Mesa beginning from Izabel Street and Arrowhead Avenue, which travels north along the hillside and will intersect with the Sixth Avenue Connector trail. 6. City Hall Lawn: At City Hall, this project would replace some or all high water usage lawn area with water wise landscaping. 16. Country Club FUTS Trail: Completes missing section of FUTS trail along the east side of Country Club Drive between Cortland Boulevard and the East Flag Traffic Interchange. 7. Historic Facades: A very successful program to assist property owners with preservation of historic properties, building, and signs. Distribution overseen by Historic Preservation Commission. 17. Downtown Underpass: Bicycle and pedestrian underpass trail under the BNSF tracks adjacent to the planned Rio channel in downtown Flagstaff. 8. Neighborhood Gardens: The Commission has considered this as having two parts: The first part is a neighborhood micro-grant program and the second is community garden start-up funding. Both are intended to deliver small scale beautification projects. 18. Florence – Walnut Underpass: Pedestrian and bicycle underpass trail at the BNSF tracks between Walnut and Florence Streets just west of downtown. 19. FUTS Signage Program: Comprehensive program to install regulatory, directional, trailhead, boundary, and interpretive signs along the entire FUTS system. 9. Neon Corridor / Route 66 Preservation Project: Part of 1936 Route 66 preserved in place under E Flag TI Project that will have enhancements including FUTS trail connection, landscaping, interpretive signage, rest area, and possibly some historic neon sign installations. 20. Hospital Rim FUTS Trail: Aggregate-surfaced trail will provide a connection between Beaver Street and the intersection of Fort Valley Road and Forest Avenue. 10. RT 66 North Side Streetscape: Implementation of prototype streetscape design beginning with El Pueblo Motel. 21. Linda Vista FUTS Connector: Provides a trail connection between the east end of Linda Vista Avenue and the Winifred Ranch Trail at Kaspar Drive. 11. Southside Plan – Beaver / San Francisco: Provide traffic, pedestrian and/or bicycle improvements at South Beaver and San Francisco Streets. 22. Mall Transfer Center Trail Realignment: Reconstruction of a short section of the El Paso FUTS Trail to accommodate improvements to the Mall Transfer Center. 12. Special Projects and Unprogrammed Work: Covers small emergent items of work, such as minor streetscape projects, plant replacements, irrigation system repairs, art installation needs, and other miscellaneous beautification needs. 23. Museum Connector: Short section of trail will allow direct access from the Rio North FUTS Trail to the Museum of Northern Arizona. 13. Woodlands / Beulah Medians: Landscaping for Woodlands and Beulah medians (completed) in order to comply with Engineering Standards, to replace dead plants, and to install needed irrigation. 24. Rio North - Crescent Bridge: Prefabricated bicycle and pedestrian bridge over the Rio de Flag channel along the Rio North FUTS Trail. 14. Arizona Trail - Rt 66 to McMillan Mesa: Construction of about 3/4 mile of aggregate FUTS trail, from Route 66 to the top of McMillan Mesa. Completes the last missing segment of the Arizona Trail through Flagstaff. 25. Route 66 East-Country Club to Mall Trail: FUTS Trail per Regional Land Use and Transportation Plan FUTS Trial Map along Route 66 connecting Country Club to the Flagstaff Mall. 26. Route 66 – Rio North to San Francisco: Short section of paved FUTS trail along the south side of Route 66 through downtown. Annual Financial Plan 338 City of Flagstaff 27. 6th Avenue Connector: Trial connection on the east slope of McMillan mesa, from the Sunnyside neighborhood to the Arizona Trail on top of McMillan mesa. 9. Water Resources Sustain Study: Engineering study to evaluate the city’s long term sustainable water supplies. 10. Water Wells Production - Bond: Design, drilling, equipping and construction of well buildings and water system connections. 28. Special Projects and Unprogrammed Work: Covers small emergent items of work, such as minor trail projects and repairs, and other miscellaneous trail needs. WASTEWATER 1. Picture Canyon: Realign Rio de Flag channel to original configuration. 29. 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. 2. Wildcat Treatment Upgrades: Construction of upgrades to the Wildcat Plant to replace obsolete and deteriorating equipment which will improve discharge and reclaimed water quality. 3. Mall Reclaim Booster: A reclaimed water booster station located near the new mall to lift reclaimed water from Wildcat Plant to the Buffalo Park Tank. WATER 1. Inner Basin Pipeline: Yearly replacement of pipeline, values, and appurtenances from the inner basin down to the reservoir filtration plant on Ft. Valley Rd. 4. Reserve for Improvements: Annual Reserve for unanticipated line replacement, oversizing. 2. 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. 5. Westside Interceptor Improvements: Construct 1700 LF of new 18” sewer in Thompson St. to accommodate future growth. 6. 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. AIRPORT 1. Terminal Access Road Reconstruct Pulliam Drive: Mill and overlay or otherwise reconstruct Pulliam Drive from John Wesley Powell Blvd around in front of the airport terminal building and back to where the road reconnects with itself approaching John Wesley Powell. 4. Reserve for Improvements: Annual reserve for unanticipated line replacements, oversizing and participation with developers that may occur during the fiscal year. 5. Stonehouse Pumphouse: Replace the old undersized O’Neil Springs waterline on Ft. Tuthill property. 2. Apron Reconstruction: Joint repairs between commercial ramp concrete slabs. Project includes replacing backer rod spacers and permanently sealing joints to prevent concrete slab “heave.” 6. Chlorine Dioxide: New, additional type of disinfection system for the Lake Mary plant to comply with regulatory requirements. 3. Pavement Marking Installation: Restripe the parallel taxiway and runway to refresh paint that has faded and been scraped off due to plowing. 7. Future Water Rights: Acquisition of water rights, water ranch, or development of the Redwall Aquifer. 8. Railroad Springs Reservoir: Participation with the developer of the Presidio Project to upsize the reservoir from 500,000 to 1,000,000 gallons. Annual Financial Plan 339 City of Flagstaff 4. Rehab Taxiway Reconstruction: Design and reconstruct existing segment of taxiway “A” from connector A-6 south to connector A-9 including work on subgrade, drainage, paving and restriping. Upgrade existing airfield lighting and sign circuits along full length of the existing runway. 3. Stormwater Infrastructure: The landfill will be adding a storm water control system around the perimeter of the landfill to direct the flow of storm water to the detention ponds located at the landfill. STORMWATER ENVIRONMENTAL SERVICES 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. 1. Maintenance Building: We will be adding an overhead crane to the facility in order to be able to do maintenance and repairs on the heavy equipment at the landfill. 2. Rio Parking Replacement: General Fund allocation for partial funding to replace parking displaced by the Rio de Flag Project. 2. MRF Retrofit for Glass Recycling: The City is in negotiation with Norton Environmental to retrofit the MRF to handle glass in the commingled recycling. This money would be used seed money in the negotiations to get the project off the ground. Annual Financial Plan 3. Drainage Spot Improvement: Annual allocation of Stormwater Utility funds to mitigate localized drainage problems. 340 City of Flagstaff 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. OPERATING BUDGET IMPACT The Capital Improvement Plan (CIP) identifies the costs required to construct City facilities and infrastructure. However, the completion of these projects creates effects in continuing costs that must be absorbed in the operating budget. These costs include new personnel, maintenance, and various utilities needs. As the City develops the Capital Improvement Plan (CIP), attempts are made to identify and plan for operating costs resulting from the projects undertaken. The City is not anticipating any significant operational cost savings due to the Capital Improvement Plan (CIP). 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. ESTIMATED OPERATING IMPACT BY PROJECT TYPE PROJECT TYPE Operating Facilities Streets Beautification/Parks Water/Wastewater Environmental Services Stormwater TOTAL FY 2010 $ $ 5,000 4,900 38,013 47,913 FY 2011 173,300 7,100 95,100 9,200 284,700 FY 2012 177,600 7,300 109,200 1,000 9,400 304,500 FY 2013 FY 2014 182,000 9,500 149,000 10,300 12,300 91,600 454,700 539,600 19,000 156,900 10,600 12,600 93,900 832,600 900 800 700 Stormwater Thousands ($) 600 Environmental Services Airport 500 Water/Wastewater 400 Beautification/Parks Streets 300 Operating Facilities 200 100 FY 2010 Annual Financial Plan FY 2011 FY 2012 FY 2013 341 FY 2014 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM SUMMARY FISCAL YEARS 2011-2016 Beginning Balance $ Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 Budget 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 - - - - - - - - Total Plan - 342 Resources Debt Grants Pay-as-you-go Reserved Total Resources 14,182,742 10,414,095 25,422,277 50,019,114 6,421,872 2,835,984 14,790,478 24,048,334 13,564,025 10,578,211 30,053,203 54,195,439 17,019,721 3,533,682 8,008,472 28,561,875 42,905,000 3,690,602 9,326,248 55,921,850 39,700,000 1,517,033 6,079,267 47,296,300 7,650,000 7,868,615 4,357,910 300,000 20,176,525 13,800,000 12,550,900 2,000,000 28,350,900 141,060,618 30,024,127 85,166,478 2,300,000 258,551,223 Expenditures General Government Streets/Transportation BBB Utilities: Water Utilities: Wastewater Airport Environmental Services Stormwater Utility Total Expenditures 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 4,092,272 7,890,803 2,582,159 4,012,979 365,813 2,319,208 2,785,100 24,048,334 23,463,699 5,444,169 5,934,815 3,626,256 644,204 9,264,792 385,000 5,432,504 54,195,439 15,719,721 5,369,100 1,965,004 1,370,000 50,000 3,433,050 285,000 370,000 28,561,875 42,900,000 6,475,000 1,830,000 1,075,000 50,000 3,051,850 180,000 360,000 55,921,850 40,700,000 3,980,600 520,000 70,000 50,000 1,615,700 10,000 350,000 47,296,300 7,650,000 3,246,150 450,000 70,000 50,000 8,070,375 300,000 340,000 20,176,525 17,500,000 5,920,900 600,000 70,000 50,000 3,900,000 310,000 28,350,900 152,025,692 38,326,722 13,881,978 10,294,235 1,260,017 27,754,975 5,060,000 9,947,604 258,551,223 Ending Balance $ - - - - - - - - - City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2011-2016 Budget 2009-2010 General Government General Fund Cemetery Office Addition Redevelopment Arroyo Park Improvements Jay Lively Reconstruction Jay Lively Improvements $ 343 General Fund Bond Fund Fire Stations Fire Training Tower Aquaplex FUTS/Open Space Land Acquisition USGS Office/Lab USGS 2010 SFO Business Incubator Incubator Expansion Science Park Sewermain Automotive Training School Observatory Mesa Parks Acquisition Public Works Facility Study 2010 Potential Bond Projects Aspen Place At Sawmill Jay Lively - 2nd Sheet Ice Presidio Subdivision Total General Government $ Estimate 2009-2010 Budget 2010-2011 Budget 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 - - - - - Total Plan 140,000 650,000 - 500,000 - 140,000 645,000 87,500 1,500,000 2,000,000 140,000 645,000 87,500 2,000,000 2,000,000 2,295,284 9,500 2,122,106 1,954,000 44,756 500,000 3,000,000 27,300 1,759,656 - 1,731,727 12,658 60,222 900,000 3,510 120,589 291,281 472,285 - 2,765,530 29,184 1,627,275 1,578,000 2,500,000 500,000 1,365,000 26,210 5,000,000 3,700,000 19,721 10,000,000 5,700,000 - 1,500,000 10,000,000 1,000,000 30,400,000 - 10,000,000 1,000,000 29,700,000 - 1,500,000 6,150,000 - 5,500,000 12,000,000 - 4,516,978 41,842 60,222 5,527,275 3,510 31,578,000 120,589 2,500,000 500,000 5,500,000 2,000,000 291,281 85,315,000 498,495 5,000,000 3,700,000 12,502,602 4,092,272 23,463,699 15,719,721 42,900,000 40,700,000 7,650,000 17,500,000 152,025,692 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2011-2016 Budget 2009-2010 Streets/Transportation Streets Minor Transportation Improvements Presidio Roundabout Sidewalk Replacement Program Street Improvement Program Overlay (Bonded Project) Sunnyside Phase V Ponderosa Parkway Reserve for Improvements $ 344 Transportation Fourth Street Corridor Study Miscellaneous Safe to School Project Misc Bike/Pedestrian Improvements Country Club Drive Transportation Planning & Programing Huntington Drive Improvements Beulah Blvd Extension Downtown Rail Crossing Modifications Reserve for Transportation Improvements Lake Mary Rd/Forest Highway 3 Industrial Drive/Fanning Wash Brannen & Gabel Paving West/Sixth Intersection Industrial Drive-Fanning to Eagle Mtn Drive Industrial Drive-Huntington to Purina Steves Blvd Rail X-ing Study Traffic Signal Program West/Arrowhead Improvement Mall Rt 66 Infrastructure Lone Tree Overpass Study Total Streets/Transportation $ Estimate 2009-2010 Budget 2010-2011 Budget 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Total Plan 100,000 35,000 15,000 2,215,494 3,670,000 776,856 2,100,000 40,000 35,000 5,716 636,835 2,990,678 260,904 1,249,029 33,520 100,000 15,000 937,500 895,484 785,223 40,000 100,000 15,000 1,499,400 850,000 40,000 125,000 15,000 1,835,600 50,000 125,000 15,000 1,871,100 50,000 125,000 15,000 1,605,900 50,000 125,000 15,000 1,490,000 50,000 700,000 35,000 95,716 9,876,335 2,990,678 2,006,388 2,034,252 313,520 109,430 100,000 100,000 2,180 100,000 2,496 497,200 139,960 125,000 85,055 80,681 526,551 855,720 222,800 124,317 297,500 175,000 215,000 143,369 10,535 2,180 98,245 4,552 497,320 208,796 112,500 69,473 86,120 33,784 231,031 734,729 136,680 70,628 392 238,787 100,000 100,000 115,000 468,600 21,318 125,000 17,520 416 5,000 38,500 304,608 1,200,000 175,000 - 100,000 100,000 100,000 144,700 2,420,000 - 100,000 100,000 100,000 151,900 302,500 3,695,000 - 100,000 100,000 100,000 159,500 1,460,000 - 100,000 100,000 100,000 650,000 167,500 332,750 - 100,000 100,000 100,000 2,550,000 175,900 1,215,000 - 143,369 610,535 600,000 2,180 713,245 4,552 4,165,920 230,114 1,037,000 86,993 1,301,120 34,200 236,031 734,729 175,180 70,628 940,250 8,775,000 175,000 238,787 12,711,240 7,890,803 5,444,169 5,369,100 6,475,000 3,980,600 3,246,150 5,920,900 38,326,722 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2011-2016 Budget 2009-2010 345 BBB FUNDS Beautification Streetscape Special Projects & Unprogrammed Work Historic Facades Neon Corridor/Route 66 Preservation Project US 89 Railhead to Snowflake Redevelopment Opportunity Rt 66 - South of the Tracks Screening Woodlands/Beulah Medians Southside Plan - Beaver San Francisco City Hall Flower Beds Plaza Vieja Gateway Rt 66 North Side Streetscape 4th Street Corridor North - Study Chamber Plaza E. Flag TI ADOT Corridor City Hall Lawn 4th Street Neighborhood Gateway Neighborhood Gardens Butler Medians Phase III 4th Street Corridor Improvements City of Flagstaff FUTS Special Projects & Unprogrammed Work FUTS Signage Program Route 66 East - Country Club to Mall Trail Arizona Trail - Rt 66 to McMillan Mesa Rio North - Crescent to Observatory Mesa Route 66 - Rio North to San Francisco Santa Fe - West Village to Walnut BNSF Hopsital Rim FUTS Trail Rio North - Blue Willow to Hwy 180 Country Club FUTS Trail Sixth Avenue Connector Arrowhead Connector Brannen Connector Museum Connector Cedar Trail - Turquoise Dr to AZ Trail Linda Vista FUTS Connector Switzer Mesa Trail - Forest to AZ Trail Switzer Canyon FUTS Trail Downtown Underpass Mall Transfer Center Trail Realignment Picture Canyon Mall to County Florence - Walnut Underpass Sheep Crossing-Ponderosa Tr-Soldiers Tr High Ctry Tr. Wild West - Lk Mary Rd Hilltop Connector $ Estimate 2009-2010 Budget 2010-2011 Budget 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 - - 50,000 83,529 127,420 50,000 88,585 875,000 685,450 280,000 200,000 75,000 - 20,262 78,854 19,200 50,000 77,013 98,420 602,956 21,203 203,482 29,338 - 49,740 83,529 135,788 810,530 1,485,945 59,526 280,000 46,518 50,000 100,000 40,000 100,000 200,000 50,000 75,000 100,000 225,000 50,000 100,000 225,000 - 50,000 350,000 345,000 424,272 598,179 60,000 4,360 11,445 240,000 10,000 100,000 100,000 - 50,000 100,000 100,000 15,326 99,849 516,303 10,000 3,835 11,445 134,000 14,000 85,000 20,000 39,488 - 50,000 250,000 526,040 32,674 16,044 135,000 30,000 36,000 18,000 15,000 161,000 380,000 20,000 75,000 452,048 - 50,000 252,000 100,000 100,000 163,360 81,180 40,000 200,000 408,464 50,000 - 50,000 200,000 540,000 40,000 325,000 150,000 50,000 50,000 50,000 50,000 50,000 50,000 150,000 150,000 - 50,000 200,000 150,000 - Total Plan 170,002 83,529 214,642 19,200 50,000 77,013 908,950 2,088,901 59,526 21,203 280,000 250,000 75,000 29,338 50,000 100,000 40,000 300,000 650,000 350,000 350,000 626,040 300,000 99,849 532,347 300,000 145,000 3,835 681,445 199,360 99,180 40,000 55,000 134,000 175,000 85,000 400,000 545,000 75,000 400,000 900,000 200,000 350,000 100,000 Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2011-2016 Budget 2009-2010 BBB FUNDS FUTS (Cont'd) Marshall Tr-Fort Valley-Rio North Tr Woodlands Tr - Rt 66 - Santa Fe West Tr Lake Mary - Wild West to JW Powell Rio North - Crescent Bridge Lonetree - Sawmill Rd - Sinclair Wash Total BBB $ $ 4,808,240 Estimate 2009-2010 Budget 2010-2011 Budget 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Total Plan 182,185 - 296,433 - 70,000 100,000 - 120,000 200,000 - 100,000 - 200,000 - 220,000 200,000 300,000 478,618 70,000 2,582,159 5,934,815 1,965,004 1,830,000 520,000 450,000 600,000 13,881,978 346 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2011-2016 Budget 2009-2010 Estimate 2009-2010 Budget 2010-2011 Budget 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Total Plan Water/Wastewater Water Lake Mary Utility Relocate Purchase of Property Rights - Watershed Stonehouse Pumphouse Benton/SF Alley/Elden Waterline Beaver Street WL (Phoenix/Dupont) Inner Basin Pipeline Reserve for Improvements Town Well #5 Water Optimization Study Railroad Springs Reservior Red Gap Improvements (Grant) Water Wells Production - Bond Future Water Rights Chlorine Dioxide Water Resource Sustainability Study $ 347 $ 90,436 500,000 17,100 3,000 40,000 100,000 77,632 500,000 1,738,030 1,822,362 36,000 4,924,560 27,028 396,419 43,333 4,318 81,081 3,872 50,000 30,060 297,346 3,023,535 31,987 24,000 4,012,979 73,109 200,000 17,100 76,388 50,000 450,000 1,472,826 1,000,000 10,833 276,000 3,626,256 20,000 50,000 1,300,000 1,370,000 20,000 50,000 1,005,000 1,075,000 20,000 50,000 70,000 20,000 50,000 70,000 20,000 50,000 70,000 100,137 100,000 596,419 17,100 119,721 304,318 81,081 3,872 500,000 30,060 1,770,172 6,328,535 42,820 300,000 10,294,235 $ 550,000 330,328 15,432 37,726 80,000 8,321 195,354 1,217,161 346,802 15,328 2,379 1,304 365,813 180,000 315,000 15,432 80,000 3,772 50,000 644,204 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 526,802 330,328 15,432 2,379 80,000 5,076 300,000 1,260,017 $ 6,141,721 4,378,792 4,270,460 1,420,000 1,125,000 120,000 120,000 120,000 11,554,252 Wastewater WC Treatment Upgrade/Rec Conn Picture Canyon Westside Interceptor Improvements Bushmaster Reclaim Line McMillan Mesa Sewer Upsize Mall Reclaim Booster Xeriscape Projects Reserve for Improvements Total Water And Wastewater City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2011-2016 Budget 2009-2010 Airport Land Acquisition Glycol Recovery Projects Non-Revenue Parking Design Non-Revenue Parking Rehab Taxiway Reconstruct Terminal Security Enhancements Terminal Access Rd Reconstruct Pulliam Dr Pavement Marking Installation Westplex Taxilane - Design Rehab Taxiway - Westplex Apron Reconstruction Total Airport Estimate 2009-2010 Budget 2010-2011 Budget 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Total Plan $ 5,505,521 376,500 - 2,280,099 39,109 - 5,505,521 3,159,061 376,500 223,710 554,318 2,878,732 - 2,878,732 173,118 638,700 777,000 200,000 - 8,070,375 - - 2,280,099 638,700 777,000 8,070,375 5,505,521 39,109 3,159,061 576,500 554,318 5,757,464 396,828 $ 5,882,021 2,319,208 9,264,792 3,433,050 3,051,850 1,615,700 8,070,375 - 27,754,975 348 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2011-2016 Budget 2009-2010 Environmental Services Maintenance Building Stormwater Infrastructure Methane Gas Collection Wells Road Extension Cinderlake Residential Drop-Off Fueling Station-Project #414501 MRF Retrofit for Glass Recycling Cell Preparatrion Fees Total Environmental Services Estimate 2009-2010 Budget 2010-2011 Budget 2011-2012 Budget 2012-2013 Buget 2013-2014 Budget 2014-2015 Budget 2015-2016 Total Plan $ 300,000 - - 75,000 10,000 300,000 - 10,000 275,000 - 100,000 10,000 70,000 - 10,000 - 300,000 - 2,000,000 100,000 1,800,000 175,000 40,000 2,300,000 70,000 100,000 275,000 300,000 1,800,000 $ 300,000 - 385,000 285,000 180,000 10,000 300,000 3,900,000 5,060,000 349 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2011-2016 Budget 2009-2010 Stormwater Utility Drainage Spot Improvement Rio De Flag Project Rio Parking Replacement Total Stormwater Utility Estimate 2009-2010 Buget 2010-2011 Budget 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Total Plan $ 335,000 6,138,290 1,200,000 66,623 2,718,477 - 782,282 3,450,222 1,200,000 370,000 - 360,000 - 350,000 - 340,000 - 310,000 - 2,578,905 6,168,699 1,200,000 $ 7,673,290 2,785,100 5,432,504 370,000 360,000 350,000 340,000 310,000 9,947,604 350 City of Flagstaff interest, cannot exceed 50% of the HURF distribution received for the most recent twelve month period by the City. The City does not have any outstanding HURF Bonds. 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 55.5% 25.0% 19.5% 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 $3.3 million is outstanding as of July 1, 2010. 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 55.5% 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. $31.6 million is outstanding on July 1, 2010, and the City has $51.8 million in available capacity at the 6% debt margin and $141.3 million in available capacity at the 20% debt margin as of July 1, 2010. 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 $5.7 million outstanding at July 1, 2010. The $6.8 million remaining authorization was sold in FY 2003 through the Water Infrastructure Financing Authority (WIFA), with $4.6 million outstanding at July 1, 2010. The City is pledging the revenue of its water and wastewater system. Of the $46.6 million authorized by voters in 2004, $44.2 has been issued, with $38.0 outstanding at July 1, 2010. (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 351 City of Flagstaff The City received voter authorization to issue $61.2 million in bonds for the construction of a business incubator and USGS office/lab building. The City issued $3.4 million in FY 2010, and $3.3 million is still outstanding. SPECIAL IMPROVEMENT/ASSESSMENT DISTRICTS 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. The property owners are then levied a supplemental property tax assessment for their share of the costs of the improvements. The City issued $19.1 million of Aspen Special Improvement Debt related to Sawmill as of July 1, 2010. $18.6 million is outstanding. 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. The City issued $4.9 million in FY 2010, all of which is outstanding on July 1, 2010. 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, 2010 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 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. The lease terms are generally structured such that the rental payments are sufficient to meet debt service costs as well as any administrative expenses. Usually a reserve fund is set-aside at inception as security to obtain a competitive interest rate. Typically, lease financing is used for acquisition of major capital equipment, e.g., computer systems, fire apparatus, which are very expensive and have a useful life greater than five years but typically are not expected to have a useful life as long as the terms of bonds issued. 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 $2.4 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 $17.5 million is still outstanding. Annual Financial Plan 352 City of Flagstaff 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. 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. 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. PAY AS YOU GO FINANCING 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. 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. The City is currently funding 55.5% 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. INTERGOVERNMENTAL AGREEMENTS (IGA) UNFUNDED PROJECTS 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. Projects that do not have a funding source are classified as unfunded City capital projects. These projects are evaluated annually as changes in funding occur and estimates are revised as well as changes in priorities for the City. The following schedule is a list of the current unfunded projects through FY 2021. 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% Annual Financial Plan 353 City of Flagstaff UNFUNDED CAPITAL PROJECTS FY 2011 - 2021 The following is a list of projects that currently do not have a funding source and are therefore unfunded City capital projects at this time. This list is updated annually as changes in funding occur and estimates are revised as well as changes in priorities for the City. Estimated Cost GENERAL GOVERNMENT Police Department P25 Trunked Radio System Police Administration Facility Expansion Joint City/County Evidence Storage $ Fire Department Apparatus Replacement Program Training Center Improvements Station Re-Models & Administration Space Municipal Facilities Municipal Courts Facility Municipal Services Facility Downtown Parking Garage 4,700,000 2,650,000 2,000,000 5,517,000 1,250,000 950,000 23,000,000 42,000,000 25,000,000 ECONOMIC VITALITY Community Design/Streetscape North Fourth Street Corridor Improvements Tourism/Visitor Services Visitor Center Platform Reconstruction 12,500,000 323,000 COMMUNITY ENRICHMENT Recreation Aquaplex Expansion - 25 meter Competitive Pool - 50 meter Cogdill Recreation Center Structural Renovations Enclosed Tennis Courts/Flag Recreation Center Flagstaff Soccer Complex - Christiansen Parcel Annual Financial Plan 354 10,000,000 20,000,000 1,000,000 1,000,000 4,000,000 City of Flagstaff Estimated Cost PUBLIC WORKS Parks Arroyo Park Improvements Buffalo Park Improvements Bushmaster Park Land/Expansion Cheshire Park Improvements Christiansen Park Development Clay Basin West Park Development Continental Regional Park Phase I Continental Regional Park Phase II Joe Montalvo Park Improvments 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/Snow Play Cemetery Cemetery Entrance $ 1,302,500 1,263,800 1,894,200 5,296,300 9,297,500 13,050,000 29,146,200 15,260,300 986,600 23,938,800 1,579,700 9,629,700 1,084,600 4,380,000 TBD 680,000 Streets Sunnyside Neighborhood Improvements Unfunded Street Pavement Preservation Historic East Route 66 Overlay Rehab 8,100,000 20,000,000 3,500,000 TRANSPORTATION Lone Tree Corridor Route 66 to Butler Avenue Butler Avenue to Pine Knoll Pine Knoll to J. Wesley Powell Blvd Milton Road Corridor Improvements Riordan Ranch Street Backage Road Yale/Plaza Way/Metz Walk Backage Road Beulah Blvd - Airport T.I. to Lake Mary Road Fourth Street/I-40 Overpass & Roadway J. Wesley Powell Blvd - Airport to Lake Mary Road Woody Mountain Loop - Route 66 to I-17 I-17/Woody Mountain Road Traffic Interchange J. Wesley Powell Blvd - Lake Mary Road to South Fourth Street East Butler Avenue Extension to Section 20 Empire Avenue Extension to East Route 66 Annual Financial Plan 355 50,000,000 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 City of Flagstaff Estimated Cost URBAN TRAILS Bow & Arrow Trail - Lone Tree to AZ Trail Fourth Street Trail - Huntington to Butler Foxglenn Trail - Rio South Trail to Harold Ranch Road Sante Fe West Trail - Walnut to Rio $ 75,000 600,000 600,000 1,050,000 UTILITIES Water Water Resources-wells, RGR (7 projects) Water Treatment-LMWTP (17 projects) Water Storage Tanks (3 projects) Water Transmission (5 projects) Water Distribution (28 projects) Water Planning and Master Plans (2 projects) 24,800,000 9,054,108 1,775,000 8,266,600 32,607,708 450,000 Wastewater Wastewater Collection System (15 projects) Wastewater Interceptor (2 projects) Wastewater Treatment Plane Improvements (14 projects) Wastewater Planning and Master Plans (2 projects) 16,494,495 1,400,000 23,337,012 600,000 Reclaimed Water Reclaimed Water Storage (1 project) Reclaimed Water Distribution (5 projects) 2,000,000 3,345,190 Stormwater Rio de Flag Flood Control (partially funded) Rio de Flag Parking Replacement (partially funded) TOTAL UNFUNDED PROJECTS Annual Financial Plan 15,000,000 3,800,000 $ 356 705,235,313 City of Flagstaff T AF R D Annual Financial Plan 357 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 288 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. Average 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 68.0 77.9 81.6 79.0 73.5 63.4 51.7 43.4 15.3 18.0 22.4 27.9 34.4 41.8 50.9 49.7 41.9 31.4 22.5 16.6 2.07 2.01 2.08 1.25 0.62 0.45 2.42 2.72 1.93 1.48 1.60 2.01 (average) 61.2 31.1 20.67 Source: Western Regional Climate Center (Jan. 1893-Dec. 2009) 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. 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. It is the home of over 23,600 students in their 142 degree programs. In addition, NAU’s year-round use of its campus facilities draws in tourists from throughout the world. Campus activities include hosting the Arizona Cardinals, Olympic and other high-caliber international and national athletes to train at the elite High Altitude Training Center, a multitude of music, educational and athletic camps, as well as a broad variety of conferences from across the nation. Today, Flagstaff is a community rich with cultural diversity, beauty and history, as well as amazing educational, recreational and scientific opportunities. Weather Population Flagstaff Coconino County Arizona Flagstaff enjoys four distinct seasons. Moderate summer temperatures average twenty degrees less than Phoenix, and are punctuated with afternoon rain showers in July and August. The winter brings an average annual snowfall of 108.8 inches, much to the enjoyment of skiers, ice skaters and Annual Financial Plan 1990 45,857 96,591 3,665,228 2000 52,894 116,320 5,130,632 2009 65,522 136,735 6,683,129 Sources: Arizona Department of Commerce and U.S. Census Bureau 358 City of Flagstaff 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. Growth Indicators Business Licenses Retail Sales Primary Net Assessed Value 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 2,379 2,225 1,735 1,204 585 458 356 166 165 212 133 106 20 18 9,762 34,589 1,582 4.5% 223,050,141 399,244,815 813,239,868 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. 2009 37,118 1,908 7.7% The Flagstaff Symphony Orchestra is a non-profit corporation dedicated to bringing world-class musical performances to their audiences, and to providing innovative programs in music education for youth across northern Arizona. The FSO conducts seven concerts from September through April form the core of the Symphony's season, with additional Source: Bureau of Labor Statistics Annual Financial Plan 9,762 1,787,828,409 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 2009, NAU offered 95 Bachelor, 49 Master, and 9 Doctorate along with 19 Undergraduate and 19 Graduate certificates. Top enrollment for its 23,600 students (16,032 of which were enrolled at the Flagstaff campus) are Elementary Education, Biology, Hotel & Restaurant Management, Nursing, and Criminology & Criminal Justice. 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 40 associate degrees and 34 certificate programs, as well as continuing education courses and special programs for small businesses. In the fall of 2009, enrollment was 4,949 students (4,139 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 458 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 12 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 2010. 1990 2010 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 2010 Business Licenses 1990 359 City of Flagstaff 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 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 2010. Lowell also maintains a vigorous education and outreach program, headquartered in the Steele Visitor Center on Mars Hill. Each year, about 80,000 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 12 1 1 3 12 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 1/2 Hours Nogales, AZ 5 1/4 Hours Phoenix, AZ 2 1/4 Hours Sedona, AZ 3/4 Hour Tucson, AZ 4 1/4 Hours Albuquerque, NM 5 Hours El Paso, TX 9 Hours Las Vegas, NV 4 1/4 Hours Los Angeles, CA 7 1/4 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 and LAX Los Angeles International Airport, where national and international connections can be made. 360 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 130 miles of FUTS. The City has completed approximately 50 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 190 physicians are on active staff at the hospital, representing 33 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 361 City of Flagstaff City of Flagstaff, Arizona Principal Taxpayers Tax Year 2009 As a Percentage Total Taxpayer Type of Business Arizona Public Service Company Utility Qwest Corporation Assessed Secondary Valuation Assessed Valuation 14,799,541 1.62% Utility 7,388,952 0.81% Nestle Purina Petcare Company Distribution/Retail 4,976,928 0.54% Lone Tree Investments, LLC Residential Developer 5,102,144 0.56% Flagstaff Mall Associated Ltd. Partnership Shopping Center 4,344,604 0.47% W L Gore & Associates Inc. $ of the City Total Manufacturer Little America Refining Co. Hotel/Tourism 13,908,787 1.52% Hopi Tribe Economic Development Corp. Commercial Developer 2,578,254 3,626,255 0.40% SACO Management, Inc. Real Estate 2,848,466 0.31% Ortholand, LLC Medical 2,769,838 0.30% 62,343,769 6.81% Total Principal Taxpayers $ 0.28% 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 2001 City $ School Community District College County Total 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 2010 1.4913 3.8860 0.4267 0.7244 6.5284 Note: Tax rates are per $100 assessed valuation. Annual Financial Plan 362 City of Flagstaff City of Flagstaff, Arizona Sales Tax Rates Direct and Overlapping Governments Last Ten Fiscal Years June 30 City Sales Tax City Transportation Tax City BBB Tax County Sales Tax State Sales Tax Total 2001 1.0000 0.5100 2.0000 0.8000 5.6000 9.9100 2002 1.0000 0.5745 2.0000 0.8000 5.6000 9.9745 2003 1.0000 0.5745 2.0000 0.9250 5.6000 10.0995 2004 1.0000 0.6010 2.0000 0.9250 5.6000 10.1260 2005 1.0000 0.6010 2.0000 0.9250 5.6000 10.1260 2006 1.0000 0.6010 2.0000 0.9250 5.6000 10.1260 2007 1.0000 0.6010 2.0000 1.1250 5.6000 10.3260 2008 1.0000 0.6010 2.0000 1.1250 5.6000 10.3260 2009 1.0000 0.7210 2.0000 1.1250 5.6000 10.4460 2010 1.0000 0.7210 2.0000 1.1250 6.6000 11.4460 Annual Financial Plan 363 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 Infrastructure 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 Reclaim Hydrants Number of Manholes 634.00 13.69 166.00 416.60 24.20 87.17 271.20 3,350 3,179 13 7,308 Employees as of June 30, 2010 Merit System Exempt Temporary Elected Officials Total Payroll for the Year Ending 2009: Fire Protection Number of Stations Number of Employees (FTE) FY 2011 Police Protection Number of Employees (FTE) FY 2011 Number of Employees (FTE) FY 2010 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 45,198,991 7 92.00 168 168 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 2 4 12 4 1 1 Number of Students (Fall 2009): Flagstaff Unified School District Charter Private (Fall 2004) Northern Arizona University Flagstaff Campus All Locations Coconino Community College Flagstaff Campuses (2) All Locations 48,424 27.1 28 596 1 134 11 61 48 364 27 4 712.00 50.00 10,711 1,355 534 16,032 23,600 4,139 4,949 City of Flagstaff City of Flagstaff, Arizona Miscellaneous Statistics Sales Tax Retail Sales Last 10 Fiscal Years: 2009 2008 2007 2006 2005 2004 2003 2002 2001 2000 Population Census Population Count-Last Five Censuses: $ Total Sales Tax Revenue for Fiscal Year 2009 $ Utility Enterprise Total Active Accounts on June 30, 2009 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 1,884,139,784 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 2009** 2008** 2007** 2006** 2005** 2004** 2003** 2000 1995* 1990 1985* *Special Census **Estimate 13,658,763 65,522 64,693 64,200 62,030 61,185 61,270 61,030 52,894 52,701 45,854 38,247 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 365 City of Flagstaff City of Flagstaff, Arizona Bonded Debt Interest/Coupon Rate by Issue and Year Fiscal Year 2011 2012 2013 2014 2015 2016 Fiscal Year 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 1992 Revenue Street and Highway 5.900 5.500 - 1997 G.O. Public Safety, Parks, Water % 2003 Revenue 4th Street 3.750 4.000 4.000 4.000 4.000 5.000 5.250 5.250 5.250 5.250 - 2001 G.O. Parks & Rec 4.500 - 2006 G.O. Fire, FUTS, Acquatic/Multi % 4.500 4.500 4.650 4.750 - 2007 Special Assessment Sawmill 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 - 366 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 2001 Certificates of Participation USGS 4.550 4.600 4.625 4.750 4.750 4.750 2009 Certificates of Participation St Ovlay/Fire Eq 2.000 2.500 3.000 3.000 3.000 3.000 3.300 3.500 3.750 4.000 - 2003 G.O. Parks, Water 3.250 3.250 3.250 - 2010 A Revenue Infratructure 2.000 3.000 3.000 3.000 3.798 4.057 4.182 4.402 4.502 4.602 5.215 5.480 - 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 Fiscal Year Population (1) Secondary Gross Less Net Assessed Bonded Current Bonded Value (2) 52,894 ** $ 57,700 408,592,733 2002 59,160 429,030,400 36,873,231 2004 61,270 501,655,440 2006 62,030 2008 64,693 2003 2005 2007 2009 61,030 $ Portion 2000 2001 385,566,202 Debt $ 36,499,461 Debt Per Value 9% Capita $ 690.05 2,888,505 33,984,726 8% 574.45 30,967,902 3,920,000 27,047,902 5% 441.45 624,199,899 49,169,726 4,629,726 44,540,000 7% 718.04 878,781,823 39,865,000 4,760,000 35,105,000 4% 542.64 34,012,849 3,570,000 26,784,064 750,538,367 65,522 4,405,000 3,915,000 44,540,000 916,341,717 2,805,000 Net Bonded 8% 556,680,587 64,200 $ Debt to Assessed 33,732,570 464,257,886 61,145 40,904,461 36,537,570 Debt Net Bonded 4,675,000 35,105,000 3,550,000 30,442,849 22,869,064 39,865,000 31,555,000 7% 584.62 498.82 4% 374.01 5% 620.95 3% 481.59 (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 $ $ 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 2010 35,105,000 9,783,234 26,585,000 19,169,000 90,642,234 $100,000,000 $80,000,000 Special Assessment $60,000,000 Other Revenue $40,000,000 General Obligation $20,000,000 $2006 Annual Financial Plan 2007 2008 367 2009 2010 City of Flagstaff City of Flagstaff, Arizona United States Consumer Price Index 10-Year Historical Trend - June Versus June Non-Seasonally Adjusted 2001 June 178.0 Percent Change 3.2% 2002 179.9 1.1% 2003 2004 183.7 2.1% 2005 189.7 2006 194.5 3.3% 2.5% 2007 202.9 2008 208.4 4.3% 2009 218.8 2.7% 2010 215.7 5.0% 218.0 -1.4% 1.1% CONSUMER PRICE INDEX 10 YEAR HISTORICAL TREND - JUNE 240.0 220.0 200.0 180.0 160.0 140.0 120.0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2009 2010 CONSUMER PRICE INDEX 10 YEAR HISTORICAL TREND - PERCENT CHANGE 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 0.0% 2001 2002 2003 2004 2005 2006 2007 2008 -1.0% -2.0% Source: Tax, Licensing, and Revenue Division Annual Financial Plan 368 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION 2006-2007 2007-2008 2008-2009 2009-2010 Reductions 2010-2011 Adopted 2010-2011 CITY MANAGER Admin Specialist Assistant to City Mgr (Communications) Assistant to City Mgr (Govt'al Relations) Assistant to City Mgr (Real Estate) City Clerk City Manager City Records Technician Deputy City Clerk Deputy City Clerk (Funded in FY11) Deputy City Manager Executive Admin Assistant Executive Assistant Intern (Funded in FY11) PIO - Management Assistant Total 0 0 0 0 0 1 0 0 0 2 1 1 0 1 6 0 0 0 0 0 1 0 0 0 2 1 1 0 1 6 0.5 1 1 1 0 1 0 0 0 2 1 1 0 0 8.5 0.5 1 0 1 0 1 0 0 0 2 1 1 0 0 7.5 0 0 0 -0.25 0 0 0 0 0 0 -0.5 0 1 0 0.25 0.5 1 0 0.75 1 1 1 0.875 0.125 2 1.25 1 1 0 11.5 CITY CLERK City Clerk City Records Technician Deputy City Clerk Deputy City Clerk (Funded in FY11) Executive Admin Assistant Total 1 1 1 0 1 4 1 1 1 0 1 4 1 1 1 0 1 4 1 1 1 0 1 4 0 0 -0.125 0.125 -0.25 -0.25 Transfer Transfer Transfer Transfer Transfer 0 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 0 0 1 0.5 10 0 13.5 0 2 0 0 1 0.5 10 0 13.5 1 2 0 0 0 0 8 0 11 0 0 0 0 0 0 0 0 0 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 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 1 1 1 0.75 1 0 1 0 0 0 1 6.75 0 0 0 0 0 0 0 0 0 0 -0.5 -0.5 1 1 1 0.75 1 0 1 0 0 0 0.5 6.25 0 1 1 1 3 0 1 1 1 3 1 0 1 1 3 1 0 1 0 2 0 0 0 0 0 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 369 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION 2006-2007 2007-2008 2008-2009 2009-2010 Reductions 2010-2011 Adopted 2010-2011 CUSTOMER SERVICE Admin Asst Admin Spclst Admin Spclst Supervisor Customer Srvc Manager Meter Reader Meter Reader (Funded in FY11) Meter Reader Supervisor Total 2.5 2 0 1 4 0 1 10.5 2.75 2 0 1 4 0 1 10.75 2.75 2 0 1 4 0 1 10.75 2.75 2 0 1 4 0 1 10.75 0 0 0 -1 -0.75 0.75 0 -1 4 1 1 0 3.25 0.75 1 11 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 Senior Ass't City Attorney (Funded in FY11) Total 1 2 0 0 3 1 1 1 0.25 0 1 4 0 14.25 1 2 1 4 0 1 1 0 0.25 1 0 5 0 16.25 1 2 1 4 0 1 1 0 0.25 1 0 5 0 16.25 1.75 2 0 4 0 1 1 0 0 1 0 4 0 14.75 0 0 0 0 0 0 0 0 0 0 0 -1 1 0 1.75 2 0 4 0 1 1 0 0 1 0 3 1 14.75 1 0 0 1 0 0 1 1 1 1 2 1 0 0 1 2 1 0 1 0 0 0 1 1 16 1 1 0 1 0 1 1 0 1 0 2 0 0 0 1 2 1 0 1 0 1 1 1 0 16 1 1 0 1 1 1 1 0 1 0 2 0 0 0 0 2 1 0 1 0 1 1 1 0 16 1 1 0 1 1 0 1 0 1 1 1 0 0 0 0 0 1 0 1 0 1 1 1 0 13 0 0 0 0 0 0 -1 0 0 0 -0.5 0 0 0 0 0 0 1.5 0 0 0 0 0 0 0 0 1 0 1 1 0 0 0 1 1 0.5 0 0 1 0 0 1 1.5 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 Analyst IT Director IT Services Specialist IT Services Supervisor IT Techician Network Administator Senior GIS Technician Senior Network Administrator System and Applications Mgr System Administrator Window System Administrator Total Annual Financial Plan 370 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION 2006-2007 2007-2008 2008-2009 2009-2010 Reductions 2010-2011 Adopted 2010-2011 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 Specialist Warehouse Technician Total 2.5 1 1 1 0 1 1 1 2 0 0 1 11.5 3 1 2 0 0 1 1 1 0 3 0 1 13 3 1 2 0 1 0 1 Transfer 0 3 0 1 12 1 1 0.5 0 1 0 1 0 0 3 1 0 8.5 0 0 -0.5 0 0 0 0 0 0 0 0 0 -0.5 Transfer 1 0 0 1 0 1 0 0 3 1 0 7 SALES TAX Accounts Receivable Specialist Accounts Specialist Admin Assistant Admin Specialist Auditor I Auditor II Collections Specialist Revenue Collector Revenue Director Sales Tax Manager Tax Licensing & Revenue Adm Total 1 0 2.5 0 0 2 0 2 0 0 1 8.5 1 0 2.5 0 0 2 1 1 0 0 1 8.5 0 1 1.5 1 0 2 2 0 0 0 1 8.5 0 1 1 1 0 2 2 0 0 0 1 8 0 0 0 0 0 0 0 0 1 1 -1 1 0 1 1 1 1 1 2 0 1 1 0 9 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 IT Administrator Library IT Analyst Library Manager Library Page Library Page (temp) Library Staff: Sunday Library Supervisor Network Administrator Total 1.5 0 1 14.38 2.75 3 1 6.5 2.75 0.25 1 2 0 0 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 0 0 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 0 0 3 2 1 3 1 1 53.77 1.63 1 2 16.76 3 3 1 7.38 3.75 0.25 1 0 2 0 0 3 2 1 0 1 1 50.77 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1.63 1 2 16.76 3 3 1 7.38 3.75 0.25 1 0 0 1 1 3 2 1 0 1 1 50.77 Annual Financial Plan 371 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION 2006-2007 2007-2008 2008-2009 2009-2010 Reductions 2010-2011 Adopted 2010-2011 FINANCE Account Clerk Account Clerk I Account Clerk II Accountant I Accountant II Accounts Payable Specialist Accounts Specialist Finance/Budget Manager Finance Director Finance Manager Grants Assistant Grants Manager Intern Payroll Assistant Payroll Manager Payroll Specialist Payroll Supervisor Total 0 2 1 1 4 1 0 1 0 0 0 1 0.14 1 0 0 1 13.14 0 2 1 1 5 1 0 1 0 0 0 1 0.14 1 0 0 1 14.14 0 2 1 1 3 0 1 0 1 2 0 1 0.14 1 0 0 1 14.14 0 1.5 0 0 3 0 1 0 1 2 0 1 0 1 1 0 0 11.5 0 -0.25 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0.75 1 Transfer 0 3 0 0 1 0 1 2 1 1 0 1 1 0 0 12 FMPO Intern Administrative Specialist Metro Planning Org Manager Multi modal Planner Total 0.25 0.5 1 1 2.75 0.38 0.5 1 1 2.88 0.38 0.5 1 1 2.88 0.38 0.5 1 1 2.88 0 0 0 0 0 0.38 0.5 1 1 2.88 1 1 0 2 2 1 0 3 2 0 1 3 1.5 0 1 2.5 -0.5 0 0 -0.5 1 0 1 2 2 0 1 1 1 0 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 0 1 4 5 0 2 1 0 1 0 Transfer 0 0 2 0 0 0 0 Transfer Transfer Transfer 2 0 1 0 1 0 1 3 5 0 1 1 0 1 1 0 0 0 2 0 1 0 0 0 0 0 2 0 0 0 1 0 1 3 0 0 0 1 0 1 1 0 1 0 0 1 1 0 0 0 0 0 -1 0 0 0 -1 0 0 0 0 0 0 -1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 5 1 3 0 0 0 0 1 1 1 0 1 0 0 1 1 0 0 0 0 0 COMMUNITY DEVELOPMENT ADMIN Admin Specialist 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 Inspectors Building Offical Building Plans Examiner Case Manager City Engineer Code Compliance Officer I Code Compliance Officer II Code Compliance Officer II (Funded in FY11) Code Compliance Supervisor 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 372 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION 2006-2007 2007-2008 2008-2009 2009-2010 Reductions 2010-2011 Adopted 2010-2011 PLANNING & DEVELOPMENT SERVICES (cont.) Engineering Technician IV Inspector I Inspector II Inspection Supervisor Material Tech I (temp) Materials Tech. I Materials Tech. II Neighborhood Planner Planning Development Mgr. Planning Director Plans Examiner Project Management Admin. Zoning Code Administrator Zoning Code Project Manager Total 1 9 6 1 0.5 2 1 0 0 0 1 1 0 0 46 Transfer 5 4 Transfer Transfer Transfer Transfer 0 0 1 0 1 1 0 33 0 5 3 1 0 0 0 0 0 1 0 1 1 0 32 0 3.6 2.7 0.9 0 0 0 1 3 1 0 0 1 1 27.2 0 -1.6 0.3 0.1 0 0 0 0 0 0 0 0 0 0 -3.2 0 0 0 1 0 0 0 1 3 1 0 0 1 1 24 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 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 Transfer 1 1 0 1 5 0 0 0 1 0 1 0 0 1 0 0 2 1 5 1 0 0 20 0 0 0 0 0 0 0 0 0 0 0 -1 0 0 0 0 0 0 -1 -1 0 0 0 -3 0 1 1 0 1 5 0 0 0 1 0 0 0 0 1 0 0 2 0 4 1 0 0 17 Annual Financial Plan 373 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION 2006-2007 2007-2008 2008-2009 2009-2010 Reductions 2010-2011 Adopted 2010-2011 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 Community Design & Redevelopment Mgr Redevelopment Program Mgr. 4th Street/Downtown Mgr (Eff. 2010-2012) Total 2 1 0 1 2 1 1 1 0 0 1 0 1 0 0 1 1 0 0 1 1 1 1 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 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 6 1 0 1 0 0 0 0 0 0 0 1 Transfer 1 0 Transfer 0 0 0 0 0 0 1 0 1 6 0 0 0 0 0 0 0 0 0 0 -1 0 0 0 0 0 0 0 0 0 0 0 0 0 -1 1 0 1 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 1 0 1 5 DOWNTOWN MANGEMENT Downtown Manager Parking Ambassador Park Maintenace Total 0 0 0 0 1 0 0 1 1 3 1 5 1 3 1 5 0 0 0 0 1 3 1 5 HOUSING Admin Spclst Housing & Grants Adm. (Grant Funded) Housing Manager Housing Planner Housing Project Coordinator (Grant Funded) Permanent Affordability Adm (Grant Funded) Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 6 1 1 1 1 1 1 6 0 0 0 0 -1 0 -1 1 1 1 1 0 1 5 Annual Financial Plan 374 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 Captain (Funded in FY11) Fire Chief Fire Engineer Fire Engineer (Funded in FY11) Fire Fighter Fire Fighter (Funded in FY11) 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 Crw Mbr Wildland Fire Mgt Crew Mbr (Grant Fnd) Wildland Fire Specialist I Wildland Fire Specialist I (Funded in FY11) Wildland Fire Specialist II Wildland Fire Supervisor (Grant Fnd) Total POLICE Admin Asst Admin Spclst Animal Control Officer Deputy Police Chief Dispatch Admin Call Taker Dispatch Admin Call Taker (Funded in FY11) 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. Police Support Serv. Sup. Property Control Coord Total Annual Financial Plan 2006-2007 2007-2008 2008-2009 2009-2010 Reductions 2010-2011 Adopted 2010-2011 1 1 2 0 1 0 0 0 0 3 21 0 1 21 0 39 0 0 2 1 1 0 1 2.75 1 2 0 0 0 0 0 0 0 100.75 1 1 0 1 0 0 1 2 0 4 21 0 1 21 0 39 0 2 3 0 0 1 0 2.75 1 0 0 0 0 0 0 0 0 101.75 1 1 0 2 0 0 1 2 1 4 21 0 0 21 0 39 0 2 3 0 0 1 0 2.75 0 0 0 0 0 0 0 0 0 101.75 0 2 0 0 0 2 0 2 1 4 24 0 0 21 0 36 0 0 2 0 0 0 0 0 0 0 1 2 0 1 0 1 0 99 0 0 0 0 0 -2 0 0 0 -1 -3 3 0 -3 3 -7 4 0 0 0 0 0 0 0 0 0 0 -2 1 -1 1 -1 1 -7 0 2 0 0 0 0 0 2 1 3 21 3 0 18 3 29 4 0 2 0 0 0 0 0 0 0 1 0 1 0 1 0 1 92 10 4 2 2 0 0 0 25 4 3 1 1 1 18 0 0 0 4 68 1 0 12 1 1 0 1 159 10 4 2 2 1 0 0 0 0 3 1 1 1 18 25 5 0 5 77 1 0 12 1 1 0 2 172 0 15 2 2 2 0 1 0 0 3 1 0 1 19 25 0 5 4 81 0 2 12 1 1 0 2 179 0 13 1 2 2 0 1 0 0 2 1 0 1 19 23 0 5 4 68 0 1 12 1 0 1 1 158 0 0 0 0 -1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 13 1 2 1 1 1 0 0 2 1 0 1 19 23 0 5 4 66 0 1 12 1 0 1 1 156 375 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION 2006-2007 2007-2008 2008-2009 2009-2010 Reductions 2010-2011 Adopted 2010-2011 POLICE GRANTS Admin Spclst Police Officer Police Sergeant Total 1 3 1 5 1 0 1 2 1 0 1 2 1 8 1 10 0 0 0 0 1 10 1 12 PUBLIC WORKS ADMINISTRATION Admin Spclst Assistant Public Works Director Executive Admin Assistant Division Director (Public Works) Project Manager Public Works Director Senior Project Manager Total 1 0 0 0 0 1 1 3 1 1 0 0 0 1 1 4 1 1 0 1 1 0 0 4 1 1 0 1 1 0 0 4 -0.5 -1 0 0 0 0 0 -1.5 0 0 0.5 1 1 0 0 2.5 PARKS Maintenance Worker - Temps Maintenance Worker Maintenance Worker I Maintenance Worker II Maintenance Worker III Maintenance Worker III Leadworker Parks Leadworkers Parks Manager Parks Supt. Parks Supervisor Total 6.75 0 8 9 1 1 0 0 1 0 26.75 8 0 11 8 2 0 0 0 1 1 31 5.46 25 0 0 0 0 0 0 1 1 32.46 3.2 23 0 0 0 0 0 0 1 1 28.2 0 0 0 0 0 0 0 0 -1 0 -1 3.2 21 0 0 0 0 2 1 0 0 27.2 FLEET SERVICES Buyer Buyer I Fleet Manager Fleet Mgmt Mgmt. Supt 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 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 1 1 0 0 3 4 2 0 1 1 14 0 0 0 -1 0 0 0 0 0 0 0 0 -1 1 0 1 0 0 0 3 4 2 0 1 1 13 FACILITIES MAINTENANCE Custodian/Attendant Facility Maintenance Manager Facilities Maintenance Superintendent HVACR Technician Maintenance Worker Maintenance Worker I Maintenance Worker II Maintenance Worker III Maintenance Worker III - HVAC Maintenance Worker III-Lead Total 1 1 0 0 0 2 3 1 1 1 10 1 1 0 0 0 2 5 2 0 1 12 0 0 1 1 9 0 0 0 0 1 12 0 1 1 0 9 0 0 0 0 0 11 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 9 0 0 0 0 0 11 Annual Financial Plan 376 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION 2006-2007 2007-2008 2008-2009 2009-2010 Reductions 2010-2011 Adopted 2010-2011 RECREATION Admin Asst Admin Spclst Division Director (Comm Enrichment) 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 21.32 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 1 1 1 0.25 0 0 5.5 5 0 1 1 37.91 6 59.66 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 0.25 0 0 5.5 5 0 1 1 37.91 6 59.66 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 Director 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 3 3 2 1 0.75 0 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 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 0 1 1 0 0 1 1 0 41.06 1 0.75 1 0 0 4.31 14 0 0 0 0.5 0 7 0 0 0 1 0.75 0 0 3 1 1 0 0 0 1 0 36.31 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0.75 1 0 0 4.31 14 0 0 0 0.5 0 7 0 0 0 1 0.75 0 1 3 1 0 0 0 0 1 0 36.31 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 0.5 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 1 1 0 1 3 3 0 0 0.5 9.5 0 0 0 0 0 0 0 0 0 0 1 1 0 1 3 3 0 0 0.5 9.5 Annual Financial Plan 377 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION SOLID WASTE 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 Director ES Collection Super ES Equip. Oper I - Temp ES Equip. Oper I ES Equip. Oper. II ES Equip. Oper. III-Commercial ES Equip. Equip Oper. Oper III-Relief Driver ES Equip. Oper. III ES Leadworker 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 Program Asst Project Manager Project Manager II Sustainability and Env Mgr Sustainability Assistant (Grant Funded) Sustainability Coordinator Sustainability Manager Sustainability Specialist Total 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 0 2 1 4 11 10 1 0 0 0 1 2 3 0 1 0 2 0 1 0 0 1 0 0 62.6 SUSTAINABILITY & ENVIROMENTAL MANAGEMENT SERVICES Environmental Aide 0 Environmental Assistant 0 Environmental Code Enf Officer 0 Environmental Code Specialist 0 Environ Program Manager 0 Environmental Program Specialist 0 Environmental Technician 0 Sustainability and Env Director 0 Annual Financial Plan 2008-2009 2009-2010 Reductions 2010-2011 Adopted 2010-2011 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 0 2 1 4 11 0 0 11 0 1 1 2 2 1 1 0 2 2 0 1 0 0 1 0 61.6 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 0 2 1 0 0 0 0 0 0 1 0 0 0 1 0 0 2 2 0 1 0 0 1 1 68.1 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 0 2 1 0 0 0 0 0 0 1 0 0 0 0 0 1 2 2 0 1 0.48 0 1 1 65.58 0 0 0 0 0 0 0 0 -1 0 0 -1 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 0 0 0 0 0 0 0 0 0 1 -2 3.5 1 1 0 1 0 0 0 0 Transfer Transfer 0 0 Transfer 0 Transfer Transfer 0 0 0 2 0 Transfer 34 1 2 1 0 0 0 0 0 2 0 0 0 0 0 0 1 1 2 0 Transfer Transfer 0 Transfer Transfer 52.5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.6 1 1 1 1 1 1 1 2006-2007 2007-2008 378 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION 2006-2007 2007-2008 SUSTAINABILITY & ENVIROMENTAL MANAGEMENT SERVICES (cont.) Sustainability Assistant (Grant Funded) 0 0 Sustainability Manager 0 0 Sustainability Specialist 0 0 Total 0 0 2008-2009 2009-2010 Reductions 2010-2011 Adopted 2010-2011 0 0 0 0 0 0 0 0 0 0 0 0 0.48 1 2 11.08 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 Program Manager 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 0 1 1 0.5 0 9.5 2 0 0 1 0 1 0 1 0 1 0 1 1 0.5 1 9.5 2 0 1 1 0 0 0 1 1 1 0 1 1 0.5 1 10.5 2 0 1 1 1 0 0 1 1 1 1 0 0 0 1 10 0 0 0 0 0 0 0 0 0 -1 0 0 0 0 0 -1 2 0 1 1 1 0 0 1 1 0 1 0 0 0 1 9 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 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 1 0 1 0 1 0 0 0 0 3 1 2 1 0 1 0 11 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 MSW - Water Services Tech Water Services Specialist Water Services Tech Water/Sewer Util. Locator Total 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 0 1 0 1 1 10 1 0 1 15 0 0 0 -1 0 0 0 0 0 -1 0 1 0 0 1 10 1 0 1 14 Annual Financial Plan 379 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 2006-2007 2007-2008 2008-2009 2009-2010 Reductions 2010-2011 Adopted 2010-2011 1.5 0 4 7 1 13.5 1.5 7 4 0 1 13.5 1.5 7 4 0 1 13.5 1.5 6 4 0 1 12.5 0 0 0 0 0 0 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 8 1 0 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 0.5 2 1 3.5 0.5 2 1 3.5 1 2 1 4 0 2 1 3 0 0 0 0 0 2 1 3 0 0 0 1 3 4 1 0 2 1 0 4 1 1 1 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 0 1 2 0 0 0 0 1.75 1 2 0 0.5 2 26.5 0 0 0 1 2 0 1 1 8 0 1.63 1 3 0 0 1 0.5 1.75 1 0 2 0.75 2 27.63 0 0 2 0 0 1 0 1 9 0 1.63 1 3 0 1 1 0.5 1.75 1 0 2 0.75 3 29.63 0 0 2 0 0 1 0 0.9 7 0 1.63 1 3 0 1 1 0.5 1.75 1 0 2 0.5 1.6 25.88 0 0 -1 0 0 0 0 0.1 -0.5 1 0.37 0 -1 1 0 -1 0.5 -0.12 0 0 -0.5 0.05 0.4 -0.7 0 0 1 0 0 1 0 1 6.5 1 2 1 2 1 1 0 1 1.63 1 0 1.5 0.55 2 25.18 RECLAIMED WASTEWATER TREATMENT PLANT Maintenance Specialist MSW - Laboratory Tech MSW - Plant Tech Plant Specialist Plant Tech Multi-Skilled Wrk Total CITY COURT Admin Asst Admin Spclst Collection Specialist Court Administrator Court Collection Specialist p Court Info Systems Coordinator Court Info Systems Spec Court Interpreter Court Judicial Specialist Court Judicial Specialist (Funded in FY11) Court Services Super Court Training Specialist Deputy Court Administrator Deputy Court Administrator (Funded in FY11) 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 380 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION 2006-2007 2007-2008 2008-2009 2009-2010 Reductions 2010-2011 Adopted 2010-2011 ECONOMIC DEVELOPMENT Business Attraction Manager Business Retention & Expansion Mgr Economic Analyst Total 0 0 0 0 1 1 0 2 1 1 0 2 0 1 1 2 0 0 0 0 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 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 1 1 1 0 1 0 2 0 1 0 2 0 1 0 10 0 0 0 0 0 0 0 0 0 0 0 0 -1 0 -1 1 1 1 0 1 0 2 0 1 0 2 0 0 0 9 TOURISM-VISITOR CENTER Admin Asst Admin Asst (Funded in FY11) Admin Spclst Visitor Center Manager Visitor Center Supervisor Total 4.25 0 1.5 0 1 6.75 4.25 0 1.5 0 1 6.75 4.25 0 1.5 0 1 6.75 4.25 0 0.5 1 0 5.75 -1.26 0.76 0 0 0 -0.5 2.99 0.76 0.5 1 0 5.25 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 1 1 2 0 0 0 1 1 6 0 0 0 0 0 0 0 0 0 1 1 2 0 0 0 1 1 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 2 1 5 1 1 1 2 1 4 3.5 23.5 811.69 876.18 906.52 827.48 -25.65 825.33 STORMWATER Fl d l i Inspector Floodplain I t Intern Project Manager Project Manager I Project Manager II Stormwater Manager Stormwater Program Manager Stormwater Service Analyst FLAGSTAFF HOUSING AUTHORITY Executive Director Maintenace Director Housing Director Finance Director Housing Services Administrator Administrative Clerk/Occupancy Specialist Finance Assistant Maintenance Coordinator Maintenance Lead Worker Maintenance Worker III Maintenace Worker II Temporary Maintenance Worker Total GRAND TOTALS Annual Financial Plan 381 City of Flagstaff Position Title Range Pos # 1 A-1-0 10100 2 A-1-1 N Library Page N 3 A-1-2 10302 N Library Clerk I 4 A-1-3 10423 10422 10416 10407 10410 10419 N N N N N N Cemetery Caretaker Dispatch Call Taker Meter Reader Parking Control Officer Property Control Coord Recreation Coord I Min Step 1 Step 2 Step 3 Step 4 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 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 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 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 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 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 Step 8 Step 9 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 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 10 Step 11 Step 12 Step 13 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff 2080 Pay Plan 2010-2011 382 City of Flagstaff Position Title Range Pos # 5 B-2-1 10500 N Library Assistant I 6 B-2-2 10639 10634 10601 10636 10637 10609 10638 10630 10614 10640 N N N N N N N N N N Account Clerk Airport Service Worker I Animal Control Officer Environmental Aide Env Code Enforcement Aide Materials Tech I Parts Specialist Rec Coordinator II Service Writer IS Technician 10741 10748 10731 10739 10705 10740 10709 10700 10734 10717 10746 10702 10750 N N N N N N N N N N N N N E Airport Service Worker II Bin Maint Leadworker 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 R06 7 B-2-3 383 107 R07 10725 N Police Emerg Comm Spec Min Step 1 Step 2 Step 3 Step 4 Step 8 Step 9 Step 10 Step 11 14.1010 1128.08 2444.17 29330.08 14.5337 1162.70 2519.17 30230.10 14.6447 1171.58 2538.41 30460.98 15.0995 1207.96 2617.25 31406.96 15.1772 1214.18 2630.71 31568.58 15.6432 1251.46 2711.49 32537.86 15.7097 1256.78 2723.01 32676.18 16.2089 1296.71 2809.54 33714.51 16.2755 1302.04 2821.09 33853.04 16.7637 1341.10 2905.71 34868.50 16.8081 1344.65 2913.40 34960.85 17.3073 1384.58 2999.93 35999.18 17.3406 1387.25 3005.70 36068.45 17.8731 1429.85 3098.00 37176.05 17.8952 1431.62 3101.83 37222.02 18.4168 1473.34 3192.25 38306.94 18.4279 1474.23 3194.17 38330.03 18.9604 1516.83 3286.47 39437.63 18.9604 1516.83 3286.47 39437.63 19.5373 1562.98 3386.47 40637.58 19.4596 1556.77 3373.00 40475.97 20.0698 1605.58 3478.77 41745.18 15.2604 1220.83 2645.14 31741.63 15.8983 1271.86 2755.71 33068.46 15.8545 1268.36 2748.11 32977.36 16.5085 1320.68 2861.47 34337.68 16.4254 1314.03 2847.07 34164.83 17.1076 1368.61 2965.32 35583.81 17.0193 1361.54 2950.01 35400.14 17.7066 1416.53 3069.14 36829.73 17.6019 1408.15 3051.00 36611.95 18.3280 1466.24 3176.85 38122.24 18.1727 1453.82 3149.93 37799.22 18.9161 1513.29 3278.79 39345.49 18.7668 1501.34 3252.91 39034.94 19.5373 1562.98 3386.47 40637.58 19.3376 1547.01 3351.85 40222.21 20.1254 1610.03 3488.40 41860.83 19.9084 1592.67 3450.79 41409.47 20.7355 1658.84 3594.15 43129.84 20.5142 1641.14 3555.79 42669.54 21.3456 1707.65 3699.90 44398.85 21.0733 1685.86 3652.71 43832.46 21.9448 1755.58 3803.77 45645.18 19.2444 1539.55 3335.70 40028.35 19.0824 1526.59 3307.62 39691.39 19.8619 1588.95 3442.73 41312.75 22.4129 1793.03 3884.90 46618.83 22.2665 1781.32 3859.53 46314.32 23.0420 1843.36 3993.95 47927.36 15.8983 1271.86 2755.71 33068.46 16.6932 1335.46 2893.49 34721.86 17.3339 1386.71 3004.54 36054.51 17.9630 1437.04 3113.59 37363.04 18.5919 1487.35 3222.60 38671.15 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 20.5142 1641.14 3555.79 42669.54 21.1317 1690.54 3662.83 43953.94 21.7723 1741.78 3773.87 45286.38 Step 12 Step 13 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff 2080 Pay Plan 2010-2011 City of Flagstaff Position Title Range Pos # 8 B-2-4 384 108 R08 10849 10827 10839 10845 10848 10831 10836 10852 10856 10820 10842 10855 10854 10812 10843 10807 10808 10837 10809 10850 10841 10829 10853 10803 20801 20802 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 Accounts Specialist Buyer Cemetery Maint Specialist City Records Technician Collections Specialist Court Interpreter Deputy City Clerk Development Services Specialist Environmental Code Tech Environmental Technician Floodplain Inspector Grants Specialist HR Recruitment Specialist Industrial Waste Insp Legal Assistant Library Assistant II Mechanic II Meter Reader Supervisor Probation Service Officer Public Relations Associate Publications Specialist Sr Recreation Coordinator Warehouse Specialist Welder Executive Asst Sales Associate 10857 N IT Specialist Min Step 1 Step 2 Step 3 Step 4 18.6608 1492.86 3234.54 38814.46 19.3598 1548.78 3355.70 40268.38 20.0698 1605.58 3478.77 41745.18 20.7687 1661.50 3599.91 43198.90 18.6608 1492.86 3234.54 38814.46 19.5938 1567.50 3396.26 40755.10 20.3278 1626.22 3523.49 42281.82 21.0733 1685.86 3652.71 43832.46 21.8071 1744.57 3779.90 45358.77 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 21.4787 1718.30 3722.97 44675.70 22.1777 1774.22 3844.13 46129.62 22.5526 1804.21 3909.12 46909.41 22.3886 1791.09 3880.69 46568.29 23.2866 1862.93 4036.34 48436.13 22.8878 1831.02 3967.22 47606.62 24.0322 1922.58 4165.58 49986.98 Step 8 Step 9 Step 10 Step 11 23.5979 1887.83 4090.30 49083.63 24.2968 1943.74 4211.45 50537.34 25.0069 2000.55 4334.53 52014.35 25.7501 2060.01 4463.35 53560.21 26.2572 2100.58 4551.25 54614.98 26.1163 2089.30 4526.83 54321.90 27.0376 2163.01 4686.52 56238.21 24.7778 1982.22 4294.82 51537.82 25.5116 2040.93 4422.01 53064.13 Step 12 Step 13 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff 2080 Pay Plan 2010-2011 City of Flagstaff Position Title Range Pos # 9 B-2-5 385 109 10909 10958 10957 10937 10944 10923 10950 10945 10936 10955 10907 10941 10952 10942 10948 10956 10947 10909 10951 10916 10954 20903 N N N N N N N N N N N N N N N N N N N N N E R09 10903 N Police Officer 10 B-2-6 11028 11015 11023 11019 11017 11016 11011 11018 11025 11012 11026 11027 21002 N N N N N N N N N N N N E R10 11029 11022 N IT Coordinator N Police Emerg Comm Spec Supervisor 11 B-3-2 11109 11104 11100 N Assistant Wildland Fire Manager N Inspection Supervisor N Police Corporal/Detective 111 21108 21109 E Police Spec Services Supervisor E Police Support Services Supervisor 10 B-3-1 110 Accountant I Admin Specialist Leadworker Auditor I Brownfield Specialist Code Compliance Officer II Court Training Specialist Engineering Tech Leadworker Environmental Code Specialist Environmental Program Specialist Environmental Services Leadworker Fire Inspector II HR Benefits Specialist HR Generalist Insurance Claims Specialist Jury Services Specialist Maintenance Worker Leadworker Mechanic Leadworker Police Caseworker Sustainability Specialist Warrants Officer Wildland Fire Leadworker Librarian Building Inspector Building Plans Examiner 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 Streets Leadworker Library Supervisor Min Step 1 Step 2 Step 3 Step 4 19.7813 1582.50 3428.76 41145.10 20.5358 1642.86 3559.54 42714.46 21.2902 1703.22 3690.30 44283.62 22.0557 1764.46 3822.99 45875.86 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 City of Flagstaff 27.1308 2170.46 4702.67 56432.06 27.0593 2164.74 4690.28 56283.34 27.9113 2232.90 4837.96 58055.50 27.8692 2229.54 4830.66 57967.94 27.6917 2215.34 4799.89 57598.74 28.6569 2292.55 4967.20 59606.35 28.5793 2286.34 4953.75 59444.94 27.0593 2164.74 4690.28 56283.34 27.8692 2229.54 4830.66 57967.94 28.5793 2286.34 4953.75 59444.94 29.2627 2341.02 5072.20 60866.42 30.7316 2458.53 5326.81 63921.73 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 26.2716 2101.73 4553.74 54644.93 23.9507 1916.06 4151.45 49817.46 23.8974 1911.79 4142.22 49706.59 20.7133 1657.06 3590.31 43083.66 21.5011 1720.09 3726.86 44722.29 22.3109 1784.87 3867.22 46406.67 23.0986 1847.89 4003.76 48045.09 23.8974 1911.79 4142.22 49706.59 24.6852 1974.82 4278.77 51345.22 25.0923 2007.38 4349.33 52191.98 26.3826 2110.61 4572.98 54875.81 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 24.2535 1940.28 4203.94 50447.28 25.5172 2041.38 4422.98 53075.78 27.2923 2183.38 4730.67 56767.98 25.4728 2037.82 4415.29 52983.42 23.1585 1852.68 4014.14 48169.68 23.0986 1847.89 4003.76 48045.09 23.4264 1874.11 4060.58 48726.91 24.6518 1972.14 4272.98 51275.74 Step 11 26.5822 2126.58 4607.58 55290.98 26.3387 2107.10 4565.37 54784.50 26.2716 2101.73 4553.74 54644.93 22.3547 1788.38 3874.81 46497.78 22.3109 1784.87 3867.22 46406.67 22.5762 1806.10 3913.21 46958.50 23.7643 1901.14 4119.15 49429.74 Step 10 25.8389 2067.11 4478.74 53744.91 25.5350 2042.80 4426.07 53112.80 25.4728 2037.82 4415.29 52983.42 21.5626 1725.01 3737.52 44850.21 21.5011 1720.09 3726.86 44722.29 23.7365 1898.92 4114.33 49371.92 24.7427 1979.42 4288.73 51464.82 24.6852 1974.82 4278.77 51345.22 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 Step 9 25.0845 2006.76 4347.98 52175.76 23.5645 1885.16 4084.51 49014.16 19.7813 1582.50 3428.76 41145.10 20.7704 1661.63 3600.20 43202.43 20.7133 1657.06 3590.31 43083.66 24.3190 1945.52 4215.29 50583.52 Step 8 22.8102 1824.82 3953.77 47445.22 26.7464 2139.71 4636.04 55632.51 28.1243 2249.94 4874.88 58498.54 27.5852 2206.82 4781.43 57377.22 28.9786 2318.29 5022.96 60275.49 28.4123 2272.98 4924.80 59097.58 29.8663 2389.30 5176.83 62121.90 Step 12 Step 13 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff 2080 Pay Plan 2010-2011 Position Title Range Pos # R11 N IT Supervisor 12 C-4-1 112 N E E E E E E E E E E E E E E E E E E E E E E 13 C-4-2 11301 N Police Sergeant 113 21338 21324 21339 21326 21328 21341 21319 21333 21337 21349 21332 21351 21352 21350 E E E E E E E E E E E E E E 386 21246 21245 21268 21253 21257 21248 21269 21264 21261 21266 21252 21225 21201 21207 21272 21237 21255 21262 21271 21267 21270 21273 R12 R13 Accountant II Auditor II Business Retention and Exp Mgr Code Compliance Supervisor Community Planner I Conservation Manager Downtown/4th Street Manager Economic Analyst Environ Program Manager Facilities Maintenance Manager Housing & Grants Administrator Human Resources Analyst Industrial Waste Supv Library Manager Marketing and PR Manager Stormwater Services Analyst Sustainability Manager Utilities Plan Reviewer Utilities Program Manager Visitor Center Manager Zoning Code Manager IT Analyst City of Flagstaff Asst to City Mgr (Communications) Asst to City Mgr (Real Estate) City Clerk Construction Manager Customer Service Manager Grants Manager Housing Planner Multi Modal Transportation Planner Neighborhood Planner Payroll Manager Permanent Affordability Administrator Public Works Manager IT Administrator IT Manager Min Step 1 24.0440 1923.52 4167.63 50011.52 23.8309 1906.47 4130.69 49568.27 23.5202 1881.62 4076.83 48922.02 24.6962 1975.70 4280.67 51368.10 25.9388 2075.10 4496.06 53952.70 25.6059 2048.47 4438.36 53260.27 26.8862 2150.90 4660.27 55923.30 Step 2 Step 3 Step 4 24.9525 1996.20 4325.10 51901.20 24.6518 1972.14 4272.98 51275.74 25.8844 2070.75 4486.63 53839.55 25.4617 2036.94 4413.36 52960.34 26.7931 2143.45 4644.14 55729.65 26.2827 2102.62 4555.67 54668.02 26.8152 2145.22 4647.97 55775.62 27.7027 2216.22 4801.80 57621.62 28.5793 2286.34 4953.75 59444.94 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 27.7017 2216.14 4801.63 57619.54 27.1037 2168.30 4697.97 56375.70 29.4779 2358.23 5109.50 61314.03 28.6104 2288.83 4959.14 59509.63 27.9246 2233.97 4840.26 58083.17 30.3433 2427.46 5259.51 63114.06 29.5305 2362.44 5118.62 61423.44 28.7346 2298.77 4980.66 59767.97 28.8067 2304.54 4993.16 59917.94 30.2470 2419.76 5242.81 62913.76 31.2309 2498.47 5413.36 64960.27 31.3584 2508.67 5435.46 65225.47 32.9263 2634.10 5707.23 68486.70 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 30.4275 2434.20 5274.10 63289.20 29.5556 2364.45 5122.97 61475.65 31.3596 2508.77 5435.66 65227.97 30.3766 2430.13 5265.28 63183.33 32.2682 2581.46 5593.15 67117.86 31.1975 2495.80 5407.57 64890.80 33.1885 2655.08 5752.67 69032.08 32.0074 2560.59 5547.95 66575.39 32.8285 2626.28 5690.27 68283.28 33.5828 2686.62 5821.02 69852.22 34.0932 2727.46 5909.49 70913.86 32.1073 2568.58 5565.27 66783.18 33.0060 2640.48 5721.04 68652.48 33.8713 2709.70 5871.03 70452.30 34.7588 2780.70 6024.86 72298.30 35.6353 2850.82 6176.79 74121.42 35.7979 2863.83 6204.97 74459.63 36.5672 2925.38 6338.31 76059.78 37.1109 2968.87 6432.56 77190.67 38.9664 3117.31 6754.18 81050.11 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff 2080 Pay Plan 2010-2011 Position Title Range Pos # 14 C-4-3 114 N 21428 21438 21433 21437 21429 21425 21419 21435 21429 21426 21424 21436 21432 15 C-5-1 115 387 R15 21524 21519 21527 21513 21514 21517 21518 21521 21503 21512 21528 21529 21526 E E E E E E E E E E E E E N Asst to City Mgr (Risk Mgt) Building Official Comprehensive Planning Manager Deputy Court Administrator Facilities Mainenance Supt Field Service Manager Police Communications Manager Recreation Superintendent Tax License Revenue Manager Wastewater Treatment Mgr Water Production Manager Wildland Fire Manager Zoning Code Administrator E E E E E E E E E E E E E Assistant City Engineer Current Planning Manager Finance Manager Fire Battalion Chief (40) Fire Battalion Chief (56) Housing Manager Metropolitan Planning Org Mgr Comm Design and Redevelopment Mgr Police Lieutenant Stormwater Program Mgr Traffic Engineer IT Operations Manager Water Resources Manager Min Step 1 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 Step 2 Step 3 Step 4 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 29.5112 2360.90 5115.27 61383.30 29.1229 2329.83 5047.97 60575.63 30.5096 2440.77 5288.33 63459.97 31.5193 2521.54 5463.35 65560.14 32.5289 2602.31 5638.34 67660.11 33.5385 2683.08 5813.34 69760.08 34.5369 2762.95 5986.40 71836.75 35.5576 2844.61 6163.32 73959.81 35.6742 2853.93 6183.52 74202.23 36.5561 2924.49 6336.39 76036.69 37.5657 3005.26 6511.39 78136.66 38.5754 3086.03 6686.40 80236.83 39.5849 3166.79 6861.38 82336.59 40.5834 3246.67 7034.46 84413.47 41.6041 3328.33 7211.38 86536.53 42.2254 3378.03 7319.07 87828.83 30.3876 2431.01 5267.18 63206.21 29.7331 2378.65 5153.74 61844.85 31.4860 2518.88 5457.57 65490.88 32.5732 2605.86 5646.02 67752.26 33.6715 2693.72 5836.39 70036.72 34.7588 2780.70 6024.86 72298.30 35.8572 2868.58 6215.25 74582.98 36.9444 2955.55 6403.70 76844.35 36.8724 2949.79 6391.21 76694.49 38.0317 3042.54 6592.16 79105.94 39.1300 3130.40 6782.53 81390.40 40.2284 3218.27 6972.92 83675.07 41.3045 3304.36 7159.45 85913.36 42.4029 3392.23 7349.84 88198.03 43.4679 3477.43 7534.44 90413.23 44.0116 3520.93 7628.68 91544.13 32.7064 2616.51 5669.11 68029.31 40.5596 3244.77 7030.33 84363.97 48.4128 3873.02 8391.55 100698.62 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff 2080 Pay Plan 2010-2011 City of Flagstaff Position Title Range Pos # 16 C-5-2 116 21602 21607 E Capital Imp Engineer E CVB Director 17 D-6-1 117 21723 21722 21714 21724 21701 15300 21721 21725 21726 21707 21805 21801 E E E E E E E E E E E E 21804 E Deputy City Attorney 18 D-6-2 118 R18 388 19 D-6-3 119 E 20 E-8-1 120 E 21 E-8-2 121 E Airport Director City Engineer Community Investment Director Finance Director Library Director Magistrate (appointed) Planning Director Revenue Director Public Works Section Head Purchasing Director Deputy Fire Chief Deputy Police Chief 22 E-8-3 122 23 E-9-1 123 22300 26 22601 F-10-2 126 180 E Deputy City Manager E City Manager TOTAL CLASSIFICATIONS Min Step 1 Step 2 Step 3 Step 4 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 31.8632 2549.06 5522.95 66275.46 34.3483 2747.86 5953.71 71444.46 39.5073 3160.58 6847.92 82175.08 43.1185 3449.48 7473.88 89686.48 47.1513 3772.10 8172.89 98074.70 51.8887 4151.10 8994.04 107928.50 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 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 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 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff 2080 Pay Plan 2010-2011 City of Flagstaff Range Pos # 8 B-2-4 208 Position Title 10813 N Firefighter R29 10905 N Fire Engineer 13 C-4-2 213 11300 N Fire Captain Min Step 1 Step 2 Step 3 Step 4 13.3292 1492.87 3234.55 38814.63 14.8361 1661.64 25854.38 43202.72 18.5278 2075.11 4496.08 53952.95 13.8284 1548.78 3355.69 40268.30 15.4018 1725.00 26840.20 44850.04 19.1537 2145.21 4647.96 55775.57 14.3357 1605.60 3478.80 41745.56 15.9677 1788.38 27826.38 46497.94 19.7877 2216.22 4801.82 57621.78 14.8349 1661.51 3599.94 43199.23 16.5419 1852.69 28827.02 48170.01 20.4138 2286.35 4953.75 59444.99 Mid 1-4 Mid 5-11 Mid 12+ Step 5 Step 6 Step 7 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 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 16.8556 1887.83 4090.29 49083.51 18.8135 2107.11 32785.66 54784.91 22.9338 2568.59 5565.27 66783.23 17.3548 1943.74 4211.43 50537.18 19.3792 2170.47 33771.49 56432.23 23.5758 2640.49 5721.06 68652.73 17.8621 2000.56 4334.54 52014.44 19.9367 2232.91 34743.02 58055.67 24.1938 2709.71 5871.03 70452.35 18.3930 2060.02 4463.37 53560.42 20.4692 2292.55 35670.99 59606.31 24.8277 2780.70 6024.86 72298.26 25.4538 2850.83 6176.79 74121.47 26.1194 2925.37 6338.31 76059.69 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff 2912 Pay Plan 2010-2011 389 City of Flagstaff Range SB1 1 (L1#1) 2 (LI#2) 3 (LI#3) 4 (LII#1) 5 (LII#2) 6 (LII#3) 7 (Max) 90101 N MSW - Plant Technician 14.5337 16.0648 17.8952 19.7259 21.8671 24.3190 27.2923 90201 N MSW - Water Services Technician 1162.70 1285.18 1431.62 1578.07 1749.37 1945.52 2183.38 2519.17 2784.57 3101.83 3419.16 3790.30 4215.29 4730.67 30230.10 33414.78 37222.02 41029.87 45483.57 50583.52 56767.98 7 (Max) Pos # Position Title Lake Mary Water Treatment Plant Range Pos # Position Title SB1 1 (L1#1) 2 (LI#2) 3 (LI#3) 4 (LII#1) 5 (LII#2) 6 (LII#3) 90301 N MSW - Laboratory 14.5337 16.0648 17.8952 19.7259 21.8671 24.3190 27.2923 90401 N MSW - Operations 1162.70 1285.18 1431.62 1578.07 1749.37 1945.52 2183.38 90501 N MSW - Maintenance 2519.17 2784.57 3101.83 3419.16 3790.30 4215.29 4730.67 30230.10 33414.78 37222.02 41029.87 45483.57 50583.52 56767.98 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff Skill Based Pay Plan 2010-2011 390 City of Flagstaff Band Pos # Position Title B11 80101 N Admin Assistant Step 1 Step 2 Step 3 Step 4 Step 5 10.7283 11.2569 11.7855 12.3140 12.8426 858.26 900.55 942.84 985.12 1027.41 1859.57 1951.20 2042.82 2134.43 2226.05 22314.86 23414.35 24513.84 25613.12 26712.61 Step 6 13.3712 1069.70 2317.67 27812.10 Step 7 13.8998 1111.98 2409.30 28911.58 Step 8 14.4284 1154.27 2500.92 30011.07 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 14.9568 #REF! #REF! #REF! #REF! #REF! #REF! 1196.54 15.67 16.21 16.74 17.28 17.81 18.35 2592.51 2684.14 2775.76 2867.38 2959.01 3050.61 3142.24 31110.14 32209.63 33309.12 34408.61 35508.10 36607.38 37706.86 Band Pos # Position Title B12 80102 N Admin Assistant Step 1 Step 2 Step 3 Step 4 Step 5 #REF! #REF! #REF! 12.3140 12.8426 10.86 11.39 11.93 985.12 1027.41 1859.57 1951.20 2042.82 2134.43 2226.05 22314.86 23414.35 24513.84 25613.12 26712.61 Step 6 13.3712 1069.70 2317.67 27812.10 Step 7 13.8998 1111.98 2409.30 28911.58 Step 8 14.4284 1154.27 2500.92 30011.07 Step 9 14.9568 1196.54 2592.51 31110.14 Step 10 15.4854 1238.83 2684.14 32209.63 Step 11 16.0140 1281.12 2775.76 33309.12 Band Pos # Position Title B13 80103 N Admin Assistant Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 #REF! #REF! #REF! #REF! #REF! #REF! 13.8998 10.86 11.39 11.93 12.46 13.00 13.53 1111.98 1859.57 1951.20 2042.82 2134.43 2226.05 2317.67 2409.30 22314.86 23414.35 24513.84 25613.12 26712.61 27812.10 28911.58 Step 8 14.4284 1154.27 2500.92 30011.07 Step 9 14.9568 1196.54 2592.51 31110.14 Step 10 15.4854 1238.83 2684.14 32209.63 Step 11 16.0140 1281.12 2775.76 33309.12 Zone 2 Step 12 Step 13 Step 14 Step 15 16.5426 #REF! #REF! #REF! 1323.41 17.28 17.81 18.35 2867.38 2959.01 3050.61 3142.24 34408.61 35508.10 36607.38 37706.86 Zone 3 391 Step 12 16.5426 1323.41 2867.38 34408.61 Step 13 17.0712 1365.70 2959.01 35508.10 Step 14 17.5997 1407.98 3050.61 36607.38 Step 15 18.1283 1450.26 3142.24 37706.86 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff Broad Band Pay Plan 2010-2011 City of Flagstaff Band Pos # Position Title Step 1 B21 80201 N Admin Specialist 14.1010 80801 N Court Judicial Specialist 1128.08 2444.17 29330.08 Step 2 14.6613 1172.90 2541.29 30495.50 Step 3 15.2215 1217.72 2638.39 31660.72 Step 4 15.7819 1262.55 2735.53 32826.35 Step 5 16.3421 1307.37 2832.63 33991.57 Step 6 16.9024 1352.19 2929.75 35156.99 Step 7 17.4626 1397.01 3026.85 36322.21 Band Pos # Position Title Step 1 Step 2 Step 3 B22 80202 N Admin Specialist 14.27 14.84 15.41 80802 N Court Judicial Specialist 1128.08 1172.90 1217.72 2444.17 2541.29 2638.39 29330.08 30495.50 31660.72 Step 4 15.7819 1262.55 2735.53 32826.35 Step 5 16.3421 1307.37 2832.63 33991.57 Step 6 16.9024 1352.19 2929.75 35156.99 Step 7 17.4626 1397.01 3026.85 36322.21 Band Pos # Position Title Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 B23 80203 N Admin Specialist 14.27 14.84 15.41 15.97 16.54 17.11 17.4626 80803 N Court Judicial Specialist 1128.08 1172.90 1217.72 1262.55 1307.37 1352.19 1397.01 2444.17 2541.29 2638.39 2735.53 2832.63 2929.75 3026.85 29330.08 30495.50 31660.72 32826.35 33991.57 35156.99 36322.21 Step 8 18.0229 1441.83 3123.97 37487.63 Step 9 18.5832 1486.66 3221.09 38653.06 Step 10 19.38 1531.47 3318.19 39818.27 Step 11 19.94 1576.30 3415.33 40983.90 Step 12 20.51 1621.12 3512.43 42149.12 Step 13 21.08 1665.94 3609.55 43314.54 Step 14 21.64 1710.76 3706.65 44479.76 Step 15 22.21 1755.58 3803.77 45645.18 Step 8 18.0229 1441.83 3123.97 37487.63 Step 9 18.5832 1486.66 3221.09 38653.06 Step 10 19.1434 1531.47 3318.19 39818.27 Step 11 19.7038 1576.30 3415.33 40983.90 Step 12 20.2640 1621.12 3512.43 42149.12 Step 13 21.08 1665.94 3609.55 43314.54 Step 14 21.64 1710.76 3706.65 44479.76 Step 15 22.21 1755.58 3803.77 45645.18 Step 8 18.0229 1441.83 3123.97 37487.63 Step 9 18.5832 1486.66 3221.09 38653.06 Step 10 19.1434 1531.47 3318.19 39818.27 Step 11 19.7038 1576.30 3415.33 40983.90 Step 12 20.2640 1621.12 3512.43 42149.12 Step 13 20.8243 1665.94 3609.55 43314.54 Step 14 21.3845 1710.76 3706.65 44479.76 Step 15 21.9448 1755.58 3803.77 45645.18 Zone 2 Zone 3 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff Broad Band Pay Plan 2010-2011 392 City of Flagstaff Zone 1 Band B31 Pos # 80501 80601 80701 80301 80401 Band B32 Pos # 80502 80602 80702 80302 80402 Band B33 Pos # 80503 80603 80703 80303 N N N N N Position Title Inst/Electrical Spec Maintenance Spec Operations Spec Plant Specialist Water Services Spec 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 20.6262 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 N N N N N 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 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 N N N N Position Title Inst/Electrical Spec Maintenance Spec Operations Spec Plant Specialist Step 1 20.02 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 2 Zone 3 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff Broad Band Pay Plan 2010-2011 393 City of Flagstaff Zone 1 Band Pos # Position Title B41 81101 E Laboratory Spec Min 41145.10 Mid 48536.18 Band Pos # Position Title B42 81102 E Laboratory Spec Step 1 Step 2 Step 3 Min 41145.10 ##### ##### 46688.51 Band Pos # Position Title B43 81103 E Laboratory Spec Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Min 41145.10 ##### ##### 46688.51 48536.18 ##### 52231.71 Max Step 10 Step 11 Step 12 Step 13Step 14 Step 15 55927.46 ##### 59622.99 61470.86 ##### ##### 67014.06 Zone 2 Max Step 13Step 14 Step 15 61470.86 ##### ##### 67014.06 Mid 54079.79 Zone 3 Mid 59622.99 Max 67014.06 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff Broad Band Pay Plan 2010-2011 394 City of Flagstaff Zone 1 Mid 60038.37 Band B51 Pos # Position Title 81201 E Planning Dev Manager 81301 E Project Manager Min 48922.02 Band B52 Pos # Position Title 81202 E Planning Dev Manager 81302 E Project Manager Step 1 48922.02 Step 2 Step 3 Min ###### ###### 57259.28 Band B53 Pos # Position Title 81203 E Planning Dev Manager 81303 E Project Manager Step 1 48922.02 Step 2 Step 3 Step 4 Step 5 Step 6 Min ###### ###### 57259.28 60038.37 ###### 65596.34 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 71154.51 ###### 76712.69 79491.57 ###### ###### 87828.83 Zone 2 Mid 68375.42 Max Step 13 Step 14 Step 15 79491.57 ###### ###### 87828.83 Zone 3 Mid 76712.69 Max 87828.83 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff Broad Band Pay Plan 2010-2011 395 City of Flagstaff Zone 1 Band R61 Pos # Position Title 81401 E Asst. City Attorney Min 63604.32 Mid 74854.21 Band R62 Pos # Position Title 81402 E Asst. City Attorney Step 1 63604.32 Step 2 Step 3 Min 66416.90 69229.47 72041.84 Band R63 Pos # Position Title 81403 E Asst. City Attorney Step 1 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 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 86103.89 88916.26 91728.83 94541.20 97353.57 ####### 102978.51 Zone 2 Mid 83291.73 Max Step 13 Step 14 Step 15 94541.20 97353.57 ####### 102978.51 Zone 3 Mid 91728.83 Max 102978.51 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff Broad Band Pay Plan 2010-2011 396 City of Flagstaff Zone 1 Band R71 Pos # Position Title 81501 E Sr. Asst. City Atty Min 64937.18 Mid 78762.11 Band R72 Pos # Position Title 81502 E Sr. Asst. City Atty Step 1 Step 2 Step 3 Min 64937.18 68393.10 71849.44 75305.57 Band R73 Pos # Position Title 81503 E Sr. Asst. City Atty 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 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 92587.25 96043.58 99499.92 102956.05 ####### ####### 113324.85 Zone 2 Mid 89130.91 Max Step 13 Step 14 Step 15 102956.05 ####### ####### 113324.85 Zone 3 Mid 99499.92 Max 113324.85 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff Broad Band Pay Plan 2010-2011 397 City of Flagstaff Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff Broad Band Pay Plan 2010-2011 Zone 1 Band Pos # Position Title B81 81601 N Equipment Operator 81701 N Maintenance Worker Step 1 13.4353 1074.82 2328.79 27945.42 Step 2 14.0834 1126.67 2441.12 29293.47 Step 3 14.7316 1178.53 2553.48 30641.73 Step 4 15.3798 1230.38 2665.83 31989.98 Step 5 16.0279 1282.23 2778.17 33338.03 Step 6 16.6761 1334.09 2890.52 34686.29 Step 7 17.3242 1385.94 3002.86 36034.34 Step 8 17.9723 1437.78 3115.20 37382.38 Step 9 18.6205 1489.64 3227.55 38730.64 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 19.2687 #REF! #REF! #REF! #REF! #REF! 1541.50 1593.34 1645.19 1697.06 1748.90 1800.75 3339.91 3452.25 3564.58 3676.95 3789.29 3901.63 40078.90 41426.94 42774.99 44123.46 45471.50 46819.55 Band Pos # Position Title B82 81602 N Equipment Operator 81702 N Maintenance Worker Step 1 Step 2 Step 3 Step 4 Step 5 #REF! #REF! #REF! 15.38 16.03 1074.82 1126.67 1178.53 1230.38 1282.23 2328.79 2441.12 2553.48 2665.83 2778.17 27945.42 29293.47 30641.73 31989.98 33338.03 Step 6 16.6761 1334.09 2890.52 34686.29 Step 7 17.3242 1385.94 3002.86 36034.34 Step 8 17.9723 1437.78 3115.20 37382.38 Step 9 18.6205 1489.64 3227.55 38730.64 Step 10 19.2687 1541.50 3339.91 40078.90 Zone 2 0.012 Band Pos # Position Title B83 81603 N Equipment Operator 81703 N Maintenance Worker Step 11 19.9168 1593.34 3452.25 41426.94 Step 12 20.5649 1645.19 3564.58 42774.99 Step 13 21.2132 1697.06 3676.95 44123.46 Step 14 21.8613 1748.90 3789.29 45471.50 Step 15 22.5094 1800.75 3901.63 46819.55 Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 #REF! #REF! #REF! #REF! #REF! #REF! 17.32 17.97 18.62 19.27 19.9168 1074.82 1126.67 1178.53 1230.38 1282.23 1334.09 1385.94 1437.78 1489.64 1541.50 1593.34 2328.79 2441.12 2553.48 2665.83 2778.17 2890.52 3002.86 3115.20 3227.55 3339.91 3452.25 27945.42 29293.47 30641.73 31989.98 33338.03 34686.29 36034.34 37382.38 38730.64 40078.90 41426.94 Step 12 20.5649 1645.19 3564.58 42774.99 Step 13 21.2132 1697.06 3676.95 44123.46 Step 14 21.8613 1748.90 3789.29 45471.50 Step 15 22.5094 1800.75 3901.63 46819.55 Zone 3 Step 16 23.1575 1852.60 4013.97 48167.60 Step 17 23.8057 1904.46 4126.32 49515.86 Step 18 24.4539 1956.31 4238.68 50864.11 Step 19 25.1020 2008.16 4351.01 52212.16 Step 20 25.7501 2060.01 4463.35 53560.21 398 City of Flagstaff Appendix C - Resolution for Budget Adoption RESOLUTION NO. 2010-33 A RESOLUTION FOR THE ADOPTION OF THE BUDGET FOR FISCAL YEAR 20102011; AND DECLARING AN EMERGENCY. WHEREAS, in accordance with the provisions of A.R.S. Title 42, Chapter 17, Articles 1 - 5, the City Council did, on May 25, 2010 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 May 25, 2010, 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 27, 2010, 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 2010-2011. 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 8, 2010. PASSED AND ADOPTED by the City Council and approved by the Mayor of the City of Flagstaff this 8th day of June, 2010. /s/ Sara Presler MAYOR ATTEST: /s/ Margie Brown CITY CLERK APPROVED AS TO FORM: /s/ Patricia J. Boomsma CITY ATTORNEY Annual Financial Plan 399 City of Flagstaff Appendix D - Ordinance for Property Tax Levy ORDINANCE NO. 2010-16 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, 2011, AND DECLARING AN EMERGENCY. WHEREAS, by the provisions of State law, the ordinance levying taxes for fiscal year 2010-2011 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 0.6479 for the fiscal year ending on the 30th day of June, 2011. 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 0.8366 for the fiscal year ending June 30, 2011. 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 27, 2010. PASSED AND ADOPTED by the City Council and approved by the Mayor of the City of Flagstaff this 8th day of 2010. June, /s/ Sara Presler MAYOR ATTEST: /s/ Margie Brown CITY CLERK APPROVED AS TO FORM: /s/ Patricia Boomsma CITY ATTORNEY Annual Financial Plan 400 City of Flagstaff Appendix E - Full Cost Plan Summary of Allocation Basis Full-Cost Plan Summary of Allocation Basis City Attorney: Civil Division-FY 2007 requests for legal services. Council-Direct allocation to Council. 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. Human Resources: Recruitment-Number of FTE’s served, Police at 1.5. Training/Benefits/Compensation-Number of full-time equivalent positions served, excluding temporaries. Risk Management: Risk Management-Number of full-time equivalent positions served. Safety-Number of full-time equivalent positions served. Claims-Total operating expenditures. Equipment Use: General-Inventory value of assigned equipment. Vehicles-Inventory value of assigned equipment. Non-Departmental General Admin: Personal-Number of full-time equivalent positions served excluding temporaries. Fiscal-Total operating expenses. Computer Replacement-Number of PC’s supported Management Services Administration: Department Admin-Total operating expenditures. Purchasing: General Purchases-Number of encumbrance tranactions per division. Large Projects-Estimated effort expended on larger projects. Contract Admin-Value of contract administered. Mail-Direct allocation to Mail Services. Warehouse-Direct allocation to warehouse. Non-Departmental Employee Benefits: Services-Personal services expenditures. Non-Departmental Insurance: General Liability-Total operating expenses. Auto Liability-Premium by department. Property Liability-Premium by department. Contractor Equipment-Premium calculation per division. Employee Related-Number of full time equivalent positions served per division. City Hall Insurance-Gross square feet of assigned space. City Liability-Total operating expense. Single Items-Actual cost per premium schedule. Mail Services: Mail Services-FY 2009 mail charges. Warehouse: Warehouse Services-Cost of items issued through warehouse. Property Management: Property Management Services-Estimated effort spent on projects. Non-Departmental Consultants: Audit & Fiscal-Total operating expenses of units served. Copy Center: Copy Center Services-Actual copy center charges. Council & Commissions: Council-Total operating expenses. Information Systems: General Support-Number of personal computers supported. GIS-Relative effort for departments supported. City Manager: City Administration-Personal services expenditures. Deputy City Manager-Personal services expenditures of units supervised. Public Information Officer-Personal services expenditures. Finance: Accounting/Budget-Total operating expenditures. Accounts Payable-Number of accounts payable transactions. Payroll-Number of payroll checks issued. Switchboard-Number of full-time equivalent positions per department. Grants-Number of grants, with Federal grants weighted at 1.5. City Clerk: Council/Agenda-Total operating expenses. Records Management-Number of boxes stored. Citywide support-Number of FTE’s per department. Other Services-Total operating expenses. Annual Financial Plan 401 City of Flagstaff Appendix E - Full Cost Plan Summary of Allocation Basis Sales Tax & Licensing: Collections-Estimated level of effort provided by Collections. Accounts Receivable-Estimated level of effort provided by Accounts Receivable. Transportation Tax Returns-Estimated level of effort. Fleet Services: Non-direct Charge Balance-Mechanical Shop labor charges for the fiscal year. Customer Services: City Support-Total expenditures excluding utilities. Deposit Assistance-Number of cash receipts transactions processed. Enterprise-Budgeted revenue of Utilities, Environmental Services, and Stormwater. Field Reading-Direct allocation to Utilities. Public Works Administration: Director-Estimated effort expended by Public Works Director. Administrative Specialist-Estimated effort expended by Public Works Director’s Secretary. Project Manager-Estimated effort expended by Project Manager. Community Development Admin: Department Administration-Level of effort provided. Administrative Assistant-Level of effort provided. Public Facilities Maintenance: City Hall Custodial-Gross square feet of assigned space. General Maintenance-Work hours by division. City Hall Maintenance-Gross square feet of assigned space. APS Building Maintenance-Gross square feet assigned. Milligan House-Direct allocation to Tourism. Rio Properties-Direct allocation to City Attorney. Annual Financial Plan Engineering: Administration-Level of administrative effort. Traffic-Direct allocation to Highway User. Community Investments: Planning Services-Total operating expenses. Redevelopment – Total operating expenses. Contributions: United Way-Total expenditures 402 City of Flagstaff Appendix F - Glossary BUDGET – A financial plan consisting of an estimate of proposed expenditures and their purposes for a given period and the proposed means of financing them. GLOSSARY ACCRUAL BASIS OF ACCOUNTING – A method of accounting in which revenues are recorded when measurable and earned, and expenditures (or expenses) are recognized when a good or service is used. BUDGETARY CONTROL – The control of management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of authorized appropriations and available revenues. ACTIVITY – The purpose/activity or group of subactivities within a function/program for which the city is responsible. BUDGET MESSAGE – The opening section of the budget that provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the current and previous fiscal years, and recommendations regarding the financial policy for the coming period. ADOPTED BUDGET – Formal action made by City Council that sets the spending limits for the fiscal year. ALLOCATION – Assigning one or more items of cost or revenue to one or more segments of an organization according to benefits received, responsibilities, or other logical measures of use. CAPITAL – Those items valued over $5,000 with a life expectancy of at least three years. ANNUALIZED COSTS – Operating costs incurred at annual rates for a portion of the prior fiscal year and which must be incurred at similar rates for the entire 12 months of the succeeding fiscal year. CAPITAL IMPROVEMENT PROGRAM BUDGET – The appropriation of bonds or operating revenue for improvements to city facilities including buildings, streets, water and sewer lines, and parks. APP – Aquifer Protection Permit CAPITAL OUTLAY – Expenditures that result in the acquisition of or addition to fixed assets. APPROPRIATION – An authorization granted by the City Council to make expenditures and to incur obligations for purposes specified in the Appropriation Ordinance. CAPITAL PROJECT – Any project having assets of significant value and having a useful life of three years or over. Capital projects include the purchase of land for design, engineering and construction of buildings and infrastructure items such as streets, bridges, drainage, street lighting, water system, etc. Capital projects are permanent attachments intended to remain to the land. ARB – Accident Review Board – A committee comprised of City Employees from various departments designated to review employee accidents that result in property damage. CARRYFORWARD – Any equipment, contractual, commodity, or capital project that has been previously approved by the Mayor and Council but for various reasons has not been implemented on schedule. Under the State laws and generally accepted accounting principals only those costs relating to work actually done on or before the last day of the fiscal year can be reflected on the financial statements of that fiscal year. To avoid having to charge the project costs estimated to be incurred in a subsequent fiscal year as an unbudgeted item for that year and, therefore, a violation of State budget law, such project and the associated projected costs are included in the subsequent year's budget. ASSESSED VALUATION – A valuation set upon real estate or other property by the County Assessor and the State as a basis for levying taxes. (Primary or Secondary) BALANCED BUDGET – A budget in which current revenues equal current expenditures. The State or local government may set the legal requirements for a balanced budget. BOND – A written promise to pay a specified sum of money, called the face value or principal amount, at a specified date or dates in the future, called the maturity date(s), together with periodic interest at a specific rate. COMMODITIES – Expendable items used by operating or construction activities. Examples include office supplies, repair and replacement parts for equipment, fuels and lubricants, etc. BOND FUNDS – Are used to account for the purchase or construction of major capital facilities that are not financed by other funds. The use of bond funds is necessary to demonstrate that bond proceeds are spent only in amounts and for purposes authorized. COMMUNITY ENRICHMENT DIVISION – Refers to the following group of Sections: Flagstaff City-Coconino County Public Library and Recreation Services. BONDS PROCEEDS – Debt issuances derived from the sale of bonds for the purpose of constructing major capital facilities. Annual Financial Plan 403 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION – Refers to the following group of Sections: Capital Improvement, Metropolitan Planning Organization, Community Development Administration, Planning and Development, Engineering, and Housing. EXPENDITURE LIMITATION – The Arizona State Legislature imposed constitutional amendment that limits the annual expenditures of all municipalities. The Economic Estimates Commission, based on population growth and inflation, sets this limit. CONTINGENCY – Monies set aside as carryover to the following fiscal year, but which can be used to finance unforeseen expenditures of the various operating funds. FISCAL YEAR – A 12-month period of time to which the Annual Budget applies and at the end of which a governmental unit determines its financial position and the results of its operations. For the City of Flagstaff, it is July 1, through June 30. CONTRACTUAL SERVICES – Contracted service used for operating or construction activities. Examples include Legal Fees, Postage & Freight, Rents, Utilities, and Debt Service costs. FIT – Flagstaff Interagency Taskforce for Safe Housing – an interagency team with the purpose of identifying and correcting unsafe housing and living conditions in the Flagstaff area. COST CENTER – An organizational budget and/or operating unit within each City division or department. FIXED ASSETS – Assets of a long-term character that is intended to continue to be held or used, such as land, buildings, machinery, furniture and other equipment. DEBT SERVICE – Payment of principal, interest, and related service charges on obligations resulting from the issuance of bonds. FUND – An independent fiscal and accounting entity with a self-balancing set of accounts recording cash and/or other resources, together with all related liabilities, for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations. DEBT SERVICE FUND REQUIREMENTS – The amounts of revenue that must be provided for a Debt Service Fund so that all principal and interest payments can be made in full on schedule. 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. FUND BALANCE – Fund balance is the excess of assets over liabilities and reserves and is, therefore, also known as surplus funds. ECONOMIC VITALITY DIVISION – Refers to the following group of Sections: Community Investment, Airport, Arts and Science, Beautification General Administration, Convention and Visitors Bureau, and Visitor Services. FUNDS CARRIED FORWARD – The balance of operating funds brought forward from prior years. GENERAL ADMINISTRATION DIVISIONS – Refers to the following group of Sections: City Manager, Human Resources, Risk Management, City Attorney’s Office, Information Technology, and Flagstaff Municipal Court. 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. 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. 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. 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. ESTIMATED REVENUE – The amount of projected revenue to be collected during the fiscal year. EXPENDITURE/EXPENSE – This term refers to the outflow of funds paid for an asset obtained or goods and services obtained. Annual Financial Plan 404 City of Flagstaff Appendix F - Glossary GRANT – A contribution by the state or federal government or other agency to support a particular function. PIT – Project Implementation Team – A team comprised of City employees to ensure that the Capital Improvement Project process is expedient with the goal of getting work done in a timely manner and within the appropriated budget. INTERFUND TRANSFER – Amounts transferred from one fund to another. POLICE DIVISION – Refers to both Police and Police Grant Sections. MANAGEMENT SERVICES DIVISIONS – Refers to the following group of Sections: Customer Service, Purchasing, Tax, Licensing and Revenue, and Finance and Budget. PRIMARY TAXES & VALUES – Primary or "limited" values are used to calculate primary property taxes which are collected to fund the maintenance and operation of school districts, community college districts, counties, cities and state government. Primary values and taxes are both "limited" as to how much they can increase if no changes have been made to the property. MODIFIED ACCRUAL ACCOUNTING – Basis of accounting required for use by governmental funds in which revenues are recognized in the period in which they become available and measurable, and expenditures are recognized at the time a liability is incurred. PROGRAM – A group of related functions or activities performed by a division where there is a desire to budget and identify expenditures independently of other activities within the division. NON-DEPARTMENTAL – Refers to the following Sections: Council and Commission, Contributions to Other Agencies, Non-Departmental, and NAIPTA. PROPERTY TAX LEVY – The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. NON-RECURRING REVENUE – Revenue which is a one-time receipt or which is not received on a continual basis. PRV – Pressure reduction valve NRFP – North Reservoir Filtration Plant PUBLIC WORKS DIVISION – Refers to the following Sections: Public Works Administration, Parks, Fleet Services, Cemetery, Facility Maintenance, Street, Environmental Services, and Sustainability and Environmental Management. OBJECTIVES – A statement of specific measurable outcomes that contribute toward accomplishing the departmental mission. 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 405 City of Flagstaff Appendix F - 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 DIVISION – Refers to the following Sections: Utilities Administration, Lake Mary Water Treatment Plant, Water Distribution, Booster Stations, Wildcat Wastewater Treatment Plant, Wastewater Collection, Industrial Waste, Rio De Flag Reclaim Plant, and Stormwater. 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 406 City of Flagstaff Appendix G - 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 Rate Unit Federal Aviation Administration Familiarization Tour Fines/Fees and Restitution Enforcement Program Federal Bureau of Investigation Annual Financial Plan 407 City of Flagstaff Appendix G - 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 408 City of Flagstaff Appendix G - 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 409 City of Flagstaff Appendix H - Utilities Blank Slate  The following is a list is related to the Utilities Blank Slate discussion provided in the Issues and Update Section of this budget book. This list is to provide examples of what each area in Utilities could do differently should they have the opportunity to start from scratch with the system we have in place.  Section 42-Administration                   Records center, time and money spent to maintain an excellent set of utility maps including the lot layout of all utilities Easements – Large easements to provide space for reconstruction Utility conduits (casings) installed under Interstates, Railroads and Major Streets Sinking funds established (earmarked) to fund equipment replacement Water Resource planning tied to land use planning SCADA center to control operations from one location and dispatch center Invest w/ APS into renewable electrical power to maintain rates for Utility operations Staff to include an attorney to maintain water rights/ financial person to determine costs/benefit and running balance Utility rates reviewed every 3 years to maintain an updated rate model to stay current with changing times Be careful on annexations, not to acquire utility systems that are poorly constructed and require a high amount of maintenance Activity based accounting to determine the cost/value of each of the services provided Office facilities centered in the City to house utility operations, collections, customer service, all functions of the utility GIS driven Groundwater analysis of the aquifers for sustainability for the region. Red Gap Ranch geodatabase maintenance for land management and tracking of parcels, water flows and water levels. Design water conveyance monitoring (Western Navajo Pipeline/Red Gap Ranch Pipeline) field data collection, environmental management, one call management, land management and rightof-way monitoring, assuring regulatory compliance and integrity management. Create data clearing house for all water resource data within the Flagstaff region in corroboration with USGS data library. Have a working modeling software product that has a sustainable connection to the GIS for impact studies, water quality and other treatment scenarios. Annual Financial Plan                410 Have a standard in place for design drawings to be routed through the Utility Engineering team for standardization on digital data submissions for quicker turn around time getting the information into a GIS for faster impact studies and other models. GIS Land Management database for Easement inventory and property purchase. Have a standard practice in place for GPS asset data collection at Final Walk Through with inspectors before line burial. Emergency preparedness planning using GIS data to better analyze disaster evacuation, hazardous situation awareness with mass notification ability. Running scenarios can greatly help prepare and should be a priority to Utilities and the City Organization. During a time of crisis, GIS supports business continuity planning. With any one plant or facility may experience a major business disruption including power outages, internal flooding, weather events, and fire, crime and transportation problems, GIS is a powerful planning tool for business continuity and contingencies. Hardware/Software support Solid back up server system budgeted and offsite data back up redundancy system. Commit to developing a complete interoperability technology with other applications across the division and the city organization to make well-informed decisions. GIS and IT staff are participants in design on any structural development within the Utility system. Strategic plan in place before moving forward with any technology. All technology plans and purchases evaluated for best return on investment. Broadband wireless//connection with all plants and satellite locations for monitoring. Televised communication with all facilities and stations. Solid replacement program budgeted for pc/laptop/GPS/communication units. GIS on an Enterprise level with all facets of the organization. Utilities GIS to be handed out on a web service to share across the organization. All Utilities personnel to have access to Arc Map desktop/laptop/cellular device/GPS Expandable CMMS work order tracking system for work orders and service request as a management tool to handle employee work schedule and cost accounting. City of Flagstaff Appendix H - Utilities Blank Slate            Documentation, citations, regulations, certifications all address, land or asset based relation to GIS. Reduce the paper atlas map production. Full time IT support employee for support in all facilities. A team of well trained, highly knowledgeable people to maintain the Enterprise database. Crossing training with IT/GIS/Administration Record and maintain service line records on new home construction Fund training programs to maintain certifications/education levels Legal staff to deal with water right issues and contracts Encourage concentric growth around City Core rather than at edges of town (sprawling growth) is more expensive to build and maintain. Financial software system that is based upon an open database platform for ease of data extraction & input including trending, etc. Additionally, it should be connected to GIS Integrated Master Planning: updated every 5 years or as needed, integrated with GIS and Regional Plan land uses, all primary infrastructure needs be identified including water distribution and wastewater collection mains for maximum size and general locations; treatment plant sizing & timing for expansion; land use water demands balanced with water resource availability; technology needed to interconnect each operational facility for ease of operations & control         models should be constructed for all water storage and dam facilities as well to monitor capacities, age, movement, etc. One main SCADA (Supervisory Control And Data Acquisition) control center system would be an essential communication to outlaying facilities and assets to monitor all of the utility functions from one location. Broadband wireless communication connection with plants and facilities (wells, tanks/stations) to monitor would free up money on repair/replacement with older radio service technology. (Utilities should invest in its own wireless communication system to eliminate service fees and encourage new online customers for financial support to maintenance a system.) Contractual maintenance to fly and collect aerial data for lake levels and such to track historic levels along with weather data, physical, biological demographic and economic concepts. Seal the bottom of Upper & Lower Lake Mary & develop lower lake for additional surface water storage capacity More surface water treatment options; capture more early spring water with membranes for potable delivery Additional power sources & feeds for remote wellfields Build new Water Production plant as an OZONE based technology rather than traditional chlorine treatment. Chlorine based plants less expensive to install, generally cost more to maintain. Electrical power to Inner basin wells Section 47-Water Production Section 49-Water Distribution      Inner basin pipeline constructed as a pressure conduit for hydropower generation Large geophysical study to locate wells at the best locations Large wells of greater then 300 gallons per minute Maintenance of the trees in watersheds to maintain water yields to surface supplies. At construction, the facility construction plans can be extruded to 3D digital files. At which point, the diagram schematic file should be connected to a Computer Maintenance Management System (CMMS) for tracking work orders, task, inventory, history, associated documents and televised data. This allows for visual understanding of what and where any part of the plant is located, when it was built, installed or serviced. A tracking system can also monitor due dates for certifications, historic violations and quality assurance. Such 3D schematic Annual Financial Plan       411 Radio read meters installed to save time and funds to read meter and provide better customer service Ductile iron pipes for increased longevity Minimum size of water mains 8 inch diameter and dead end loops avoided. Unbreakable electronic radio reads should be able to collect GPS coordinate (lat, long) of all meters with the ability to download that data to a GIS database and georeference location. Customer Service should be integrated with the Utilities CMMS Service Request system, which is GIS-centric accessing through a website for fast tracking and problem solving. The CMMS should have the ability to retrieve customer information (account numbers, etc.) Automatic billing solutions for customer such as strategically placed kiosks, with automatic notification of possible water turn off. City of Flagstaff Appendix H - Utilities Blank Slate               Section 53 and 56-Wastewater Treatment GIS-centric CMMS work order system and database of work performed on all pipelines for trouble shooting on older pipes, problem areas and new growth load impacts. Asset tracking for vehicle maintenance integrated with the CMMS daily work orders for supervisory triggers. Materials inventory tracking integrated with the CMMS work orders. Broadband/wireless infrastructure for continuous communication to all facilities, vehicles, field crews with such instruments as rugged laptops or other types of mobile communication units Professional GPS data collection at Final Walk Through with inspectors before asset burial. Improved pipeline installation techniques (pipe bedding & blow-off options) Hydrant lease fees to FD to support water use and hydrant repairs Maintain a new construction crew (3 +1 supv) for the ongoing replacement of water and sewer mains. Build RW system to handle fire flows and fire hydrants. Reduce demand and sizing for potable water mains. A 12-year meter replacement program (not just a conversion to radio reads) should be funded and implemented based upon age of meter to reduce “Non-Revenue” water loss Leak detection Program – lowering the % of unaccounted water waste. Cleaning (scrubbing) / pigging main water lines. Better flow, lower chlorine demand. Unidirectional main line flushing program – less complaints, improved taste and clarity Valve exercising program – improved water line isolation and less breakage of valves.          Section 54-Wastewater Collection           Big Storage tanks 5 MG to 10 MG to save maintenance costs Storage constructed out of concrete, more durable then steel Two storage tanks in each zone to allow for maintenance “smart” design system main PRV valves for efficient pressure regulation Install 5 MG Zone B storage tank at Buffalo Park. Better location of water storage tanks near transmission mains and point of use Annual Financial Plan Trunks sized for the regional build-out for drainage basins Sanitary sewers constructed on poly mains to eliminate joints and root intrusion. Looping of reclaimed mains and long term planning for distribution system Install HDPE manholes –not susceptible to H2S corrosion Section 55-Industrial Waster, Grease Traps, and Backflows Section 50-Water Booster Stations and Water Storage  Business decision to develop one or more wastewater plants to save personnel and maintenance costs versa upsizing wastewater collection systems. Plant operations separated into treatment trains to be flexible to changing flows Utilize membrane treatment technology Increase reclaimed water storage Composting of digester solids and generated grease Efficient capture of digester gas for waste to energy co-generation Plant(s) designed to maximize gravity flow and minimize pumping requirements. Plant(s) designed with flexibility in operation of biological treatment process to meet changing conditions. Utilize UV disinfection technology and eliminate chlorine and sulfur dioxide gas.     412 Documentation/Inspections/Citations should be an address base relation with the GIS Land database. Access to Industrial Waste data through GIS website for easy access, monitoring and tracking in any city facility will greatly reduce paper, error and redundancy. This structure would enhance organizational practices On-site side stream treatment for major industrial processes All interceptors, including grease, lint and sand/oil, should be located outside the building footprint. All backflow prevention assemblies ¾” and larger shall be located outside the building. Freeze protection shall be provided on those assemblies that are needed year-round All oil/water interceptors for elevator vaults shall be at least 40 gallon capacity and shall drain into the sanitary sewer. City of Flagstaff Appendix H - Utilities Blank Slate         All commercial/non-residential facilities shall have Reduced Pressure backflow assemblies at the meter at the start of construction.  All fire line sprinklers shall have appropriately sized and installed backflow prevention assemblies that are either double checks or reduced pressure backflow prevention assemblies. This would include commercial, industrial and residential sites. Fire sprinklers rooms with RP backflow prevention assemblies shall have adequately sized drains to the sanitary sewer. Fire lines plans shall be submitted at the same time as building plans so they can be crossreferenced to ensure issues such as drains are addressed in a timely manner before the floor is poured. All industrial sites that are required to sample shall pay for the sampling performed by the City of Flagstaff Industrial Waste Section. Campaign to the Public on Fats, Oils and Grease Allow space provisions for Grease traps to be installed within road R/O/W in downtown area. Provide Grease and Oil pumping service to restaurant customers. Inspections shall be recorded electronically and linked automatically to a GIS database that all departments can access to reduce duplicate information on the same facility.    necessary and the City would be free from flooding concerns. The City would still adopt standards for local drainage design as well as detention/LID. These standards would likely be identical to standards currently in place. This would resolve local drainage complaint issues. Optimize capture/recycling of storm water for beneficial use Site specific treatment design for large runoff projects Participation in the FEMA National Flood Insurance program (NFIP) would not be necessary as there would be no structures located within the floodplain, resulting in administrative savings to the city and there would be no flood insurance costs in the community. Section 98-Stormwater    Allows for planning of development and preservation of floodplain/open space along major watercourses. This is typically accomplished through the development and adoption of a comprehensive Master Plan. Typically a community, through a public outreach process associated with the Master Plan, determines how much floodplain and resource is preserved. It is typical that some encroachment is permitted in certain areas, but overall the natural floodplain is preserved. This facilitates open space preservation, recreational opportunities and well as flood control benefits and water quality improvements. Green belts and limited construction allowed in the floodplains Any proposed structure(s) that may be allowed to encroach into the floodplain would be removed from the floodplain by FEMA processes, i.e. elevation on fill, and therefore, there would be no structures located in the floodplain. Therefore, participation in the National Flood Insurance Program would not be Annual Financial Plan 413 City of Flagstaff Annual Financial Plan 414 City of Flagstaff Northern Arizona Center for Emerging Technologies (NACET) BIOSCIENCES A D VA N C E D C O M M U N I C AT I O N S SYNTHETIC FUELS A LT E R N AT I V E E N E R G Y S O U R C E S E N E R G Y C O N S E RVAT I O N E L E C T R I C T R A N S P O RTAT I O N A D VA N C E D D I G I TA L T E C H N O L O G Y Cit y of Flagstaf f 211 West Aspen Avenue Flagstaf f, Arizona 86001 flagstaf f. az .gov