2012 F L A G S TA F F , A R I Z O N A Flagstaff Urban Trails System: Pathways Supporting Flagstaff’s Quality of Life Cit y of Flagstaf f Annual Budget and Financial Plan 2011–2012 Annual Budget and Financial Plan Fiscal Year 2011-2012 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 Kristi Markey, Accountant I Merle McCabe, Accountant I Wanda Noffz, Accountant I Maryellen Pugh, Finance Manager Brandi Suda, Finance Manager 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, 2010. 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 City Council and Goals .......................................................................................... xiii TRANSMITTAL City Manager's Budget Message.......................................................................... xvii Mission Statement ............................................................................................... xxvi 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 ................................................................................................ 9 Fund Summaries General Fund.............................................................................................. 11 Highway User Revenue Fund ..................................................................... 12 Transportation Fund ................................................................................... 12 Library Fund ............................................................................................... 13 BBB Funds ................................................................................................. 14 Other Funds ............................................................................................... 16 Utilities Fund ............................................................................................... 17 Environmental Services Fund ..................................................................... 18 Airport Fund ................................................................................................ 19 Stormwater Fund ........................................................................................ 19 Five-Year Projections by Fund .............................................................................. 20 Revenues General Fund.............................................................................................. 23 BBB Funds ................................................................................................. 27 Highway User Revenue Fund ..................................................................... 27 Enterprise Funds ........................................................................................ 29 Capital Budget Relationship between Operating and Capital Budget ................................. 31 Capital Improvement Plan .......................................................................... 32 Capital Plan Implications ............................................................................ 33 Debt Debt Capacity ............................................................................................. 34 Annual Financial Plan iii City of Flagstaff Current Debt Position ................................................................................. 34 Debt Service ............................................................................................... 35 FY 2012 City Council Goals and Priorities ............................................................ 35 POLICIES AND PROCEDURES Fiscal Policies General ....................................................................................................... 37 Enterprise Funds ........................................................................................ 37 Real Estate Proceeds Fund ........................................................................ 38 Debt Performance ...................................................................................... 38 Debt Management ...................................................................................... 38 Fund Balances and Reserves .................................................................... 39 Expenditure Limitation Control ................................................................... 39 Budget Policies ........................................................................................... 39 Revenue Distribution .................................................................................. 40 Operating Budget Impact ............................................................................ 40 Minimum Levels of Capital Investment ....................................................... 41 Non-Recurring Revenues ........................................................................... 41 ISSUES AND UPDATES Personal Service Costs Compensation ............................................................................................ 43 Benefits ...................................................................................................... 43 Supplemental Benefits................................................................................ 45 Classification .............................................................................................. 45 Reclasses, Reranges, Retitles, Rezones ................................................... 46 Reorganizations.......................................................................................... 47 Organizational Studies ............................................................................... 47 Position Additions/Deletions ....................................................................... 48 Cost Allocation ...................................................................................................... 50 Fleet Management ................................................................................................ 51 Five-Year Information Technology Plan ................................................................ 53 FY 2012 Issues ..................................................................................................... 55 FY 2011 Updates .................................................................................................. 55 FINANCIAL SUMMARIES Schedule 1: Total Resources and Appropriations Summary ...................... 57 Schedule 2: Tax Levy ................................................................................. 58 Schedule 3: Revenues Other Than Property Taxes ................................... 59 Schedule 4: Transfer and Proceeds from Other Sources ........................... 63 Schedule 5: Grant Revenues ..................................................................... 68 Schedule 6: Appropriations by Fund........................................................... 71 Schedule 7: Appropriations by Department ................................................ 74 Schedule 8: Operating Capital .................................................................... 76 Schedule 9: Capital Improvement Program ................................................ 78 Schedule 10: Debt Service ......................................................................... 80 Schedule 11: Five-Year Plans .................................................................... 82 General Fund ..................................................................................... 82 Library Fund ....................................................................................... 84 Annual Financial Plan iv City of Flagstaff Highway User Fund ............................................................................ 85 Transportation Fund ........................................................................... 86 Beautification Fund ............................................................................. 87 Economic Development Fund ............................................................ 88 Tourism Fund ..................................................................................... 89 Arts and Science Fund ....................................................................... 90 BBB-Recreation Fund......................................................................... 91 Real Estate Proceeds Fund ................................................................ 92 Housing and Community Services Fund ............................................ 93 Metro Planning Organization Fund ..................................................... 94 General Obligation Bond Fund ........................................................... 95 Secondary Property Tax Fund ............................................................ 96 Special Assessment Bond Fund ......................................................... 97 Perpetual Care Fund .......................................................................... 98 Special Improvement District Fund ..................................................... 99 Capital Projects Fund (MFC) ............................................................ 100 Capital Projects Fund (GO Bond) ..................................................... 101 Water and Wastewater Fund ............................................................ 102 Airport Fund ...................................................................................... 103 Environmental Service Fund ............................................................ 104 Stormwater Utility Fund .................................................................... 105 Flagstaff Housing Authority Fund ..................................................... 106 Schedule 12: Summary of All Fiscal Activity ............................................. 107 DIVISION DETAIL GENERAL ADMINISTRATION ........................................................................... 109 City Manager (01) ..................................................................................... 111 Real Estate (0109).................................................................................... 113 City Clerk (0111)....................................................................................... 115 Human Resources (04) ............................................................................ 122 Risk Management (05) ............................................................................. 126 Law (07) ................................................................................................... 129 Information Technology (08) ..................................................................... 133 Flagstaff Municipal Court (65) .................................................................. 136 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) ....................................................................................... 182 Housing (19) ............................................................................................. 188 Community Redevelopment (31) .............................................................. 191 Annual Financial Plan v City of Flagstaff Flagstaff Housing Authority ...................................................................... 192 FIRE… ................................................................................................................ 195 Fire (21) .................................................................................................... 197 POLICE ............................................................................................................... 203 Police (22) ................................................................................................ 205 Police Grants (23)..................................................................................... 212 PUBLIC WORKS ................................................................................................. 213 USGS Maintenance (20) .......................................................................... 215 Public Works Administration (25).............................................................. 217 Parks (26) ................................................................................................. 220 Fleet Services/Fleet Management (27)..................................................... 223 Cemetery (28)........................................................................................... 228 Facilities Maintenance (29) ....................................................................... 231 Street Maintenance (32) ........................................................................... 234 Solid Waste (41) ....................................................................................... 237 Sustainability and Environmental Management (43) ................................ 241 COMMUNITY ENRICHMENT ............................................................................. 245 Library (11 & 12) ....................................................................................... 247 Recreation Services (30) .......................................................................... 252 ECONOMIC VITALITY ........................................................................................ 257 Community Investments/Economic Development (18/78/71/73) .............. 259 Airport (38) ............................................................................................... 268 Arts and Science (71) ............................................................................... 271 Beautification (73)..................................................................................... 273 Convention and Visitors Bureau (84) ........................................................ 275 Visitor Services (85) ................................................................................. 278 UTILITIES ........................................................................................................... 281 Utilities Administration (42) ....................................................................... 283 Lake Mary Water Treatment Plant (47) .................................................... 288 Water Distribution (49) .............................................................................. 292 Booster Stations (50) ................................................................................ 295 Wildcat Wastewater Treatment Plant (53) ................................................ 297 Wastewater Collection (54) ...................................................................... 301 Industrial Waste (55) ................................................................................ 304 Rio de Flag Reclaim Plant (56) ................................................................. 307 Stormwater (98) ........................................................................................ 310 NON-DEPARTMENTAL ...................................................................................... 313 Council and Commissions (63) ................................................................. 314 Contributions to Other Agencies (64) ....................................................... 315 Non-Departmental (66) ............................................................................. 316 NAIPTA (97) ............................................................................................. 317 Annual Financial Plan vi City of Flagstaff CAPITAL IMPROVEMENT PROGRAM Capital Improvements ......................................................................................... 321 FY 2012 Capital Improvement Program .............................................................. 321 Schedule of Capital Improvements – FY 2011-2012 ........................................... 322 FY 2012 Capital Project Descriptions .................................................................. 338 Operating Budget Impact .................................................................................... 343 Capital Improvement Program Summary ............................................................ 344 Schedule of Capital Program Listing ................................................................... 345 Financing the Capital Plan .................................................................................. 354 General Obligation (G.O.) Bonds.............................................................. 354 Highway User Revenue (HURF) Bond ..................................................... 354 Junior Lien Bonds Payable from Highway User Tax Revenues ............... 354 Water and Sewer Revenue Bonds ........................................................... 354 Special Improvement/Assessment Districts .............................................. 355 Municipal Facilities Corporation (MFC) Bonds ......................................... 355 Certificates of Participation ....................................................................... 355 Lease Financing ....................................................................................... 355 Grants....................................................................................................... 356 Intergovernmental Agreements (IGA) ....................................................... 356 State Revolving Loan Fund ...................................................................... 356 Pay-As-You-Go Financing ........................................................................ 356 Unfunded Projects .................................................................................... 356 Unfunded Capital Projects................................................................................... 357 COMMUNITY PROFILE Flagstaff Arizona Map ......................................................................................... 361 Community Profile ............................................................................................... 362 Principal Taxpayers Tax Year 2010 .................................................................... 366 Property Tax Rates – Direct and Overlapping ..................................................... 366 Retail Sales Tax Rates-Direct and Overlapping .................................................. 367 Miscellaneous Statistics ...................................................................................... 368 Bonded Debt-Interest/Coupon Rate by Issue and Year ...................................... 370 Percent of Net General Bonded Debt to Secondary Assessed Value and Net General Bonded Debt per Capita ....................................................... 371 Total Bonds Payable-Last Five Fiscal Years ....................................................... 371 Consumer Price Index ......................................................................................... 372 APPENDICES AAuthorized Personnel/Positions Summary ............................................... 373 BCity of Flagstaff Pay Plan ......................................................................... 387 CResolution for Budget Adoption ................................................................ 406 DOrdinance for Property Tax Levy .............................................................. 407 EFull cost Plan Summary of Allocation Basis ............................................. 408 FGlossary ................................................................................................... 410 GList of Acronyms ....................................................................................... 414 Annual Financial Plan vii City of Flagstaff CITY OF FLAGSTAFF, ARIZONA DIVISION SUMMARY CROSS REFERENCE INDEX IN DIVISON NUMBER ORDER # 1 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 49 50 53 54 55 56 63 64 Annual Financial Plan DIVISION PAGE City Manager/City Clerk/Real Estate ........................................................ 111 Capital Improvement ................................................................................ 163 Human Resources .................................................................................... 122 Risk Management..................................................................................... 126 Customer Service ..................................................................................... 147 Law ........................................................................................................... 129 Information Technology ............................................................................ 133 Purchasing ............................................................................................... 150 Tax, Licensing & Revenue ........................................................................ 153 Library ...................................................................................................... 247 Library Grants ........................................................................................... 247 Finance/Budget ........................................................................................ 157 Flagstaff Metropolitan Planning Organization (FMPO) ............................. 167 Community Development Administration .................................................. 170 Planning & Development Services ........................................................... 172 Engineering .............................................................................................. 182 Community Investment ............................................................................. 259 Housing .................................................................................................... 188 USGS Maintenance .................................................................................. 215 Fire Department........................................................................................ 197 Police Department .................................................................................... 205 Police Grants ............................................................................................ 212 Public Works Administration ..................................................................... 217 Parks ........................................................................................................ 220 Fleet Services/Management ..................................................................... 223 Cemetery .................................................................................................. 228 Facilities Maintenance .............................................................................. 231 Recreation Services ................................................................................. 252 Community Redevelopment ..................................................................... 191 Streets ...................................................................................................... 234 Airport ....................................................................................................... 268 Solid Waste .............................................................................................. 237 Utilities Administration .............................................................................. 283 Sustainability and Environmental Management ........................................ 241 Lake Mary Water Treatment Plant ............................................................ 288 Water Distribution ..................................................................................... 292 Booster Stations ....................................................................................... 295 Wildcat Wastewater Treatment Plant ....................................................... 297 Wastewater Collection .............................................................................. 301 Industrial Waste ........................................................................................ 304 Rio de Flag Reclaim Plant ........................................................................ 307 Council & Commissions ............................................................................ 314 Contributions to Other Agencies ............................................................... 315 viii City of Flagstaff 65 66 71 73 78 84 85 97 98 Annual Financial Plan Flagstaff Municipal Court .......................................................................... 136 Non-Departmental .................................................................................... 316 Arts and Science ..................................................................................... 271 Beautification ............................................................................................ 273 Economic Development............................................................................ 259 Convention and Visitors Bureau (CVB) .................................................... 275 Visitor Services ......................................................................................... 278 NAIPTA .................................................................................................... 317 Stormwater ............................................................................................... 310 Flagstaff Housing Authority ...................................................................... 192 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 City Clerk 02 1 City Clerk Utilities, Service, and Safety 01 1 Deputy City Manager .5 Executive Admin Asst Real Estate 01 .75 Asst to City Manager - Real Estate 1 Deputy City Clerk Risk Management 05 1 Asst to City Manager - Risk Management 1 Risk Management Specialist 1 City Records Technician IT 08 HR 04 Community Development 15 Community Enrichment 30 Fire 21 Police 22 Economic Vitality 18/38/78/84/85 Public Works 25 Utilities 42 Mgt Services 09 .75 Executive Admin Asst City of Flagstaff City Council 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. 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. Annual Financial Plan xiii City of Flagstaff 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 co-chair 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 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, re-elected in 2010, and served as the Vice-Mayor from 20062008. 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. Annual Financial Plan xv City of Flagstaff Councilmember Al White Councilmember Al White was first elected to the Flagstaff City Council in May 2000 and re-elected in 2004 and 2008. He moved to Flagstaff in 1989 from the Grand Canyon where he worked in hotel management for 13 years. His career in the hospitality industry provided Councilmember White a key understanding of tourism issues in Flagstaff. His work in the recycling industry (owner/operator of New World Recycling) also afforded him an opportunity to observe the operation and actions of City government. Before running for City Council, Councilmember White furthered his involvement in his community by becoming the Chairperson of the City’s Disability Awareness Commission, holding a special interest in disability issues since he became a paraplegic in 1996. Councilmember White was awarded a Bachelor of Science Degree in Communication Studies from the University of Massachusetts in Amherst, Massachusetts. He currently serves as the Council representative to the Disability Awareness Commission, the Sustainability Commission, the Tourism Commission, and on the Board for the Northern Arizona Business and Technology Incubator. He remains convinced that economic growth does not have to be at the expense of conservation and environmental protection. Finding that blend is his primary concern CITY COUNCIL GOALS In the summer of 2010 the Council attended a retreat to allow them to update their goals for the organization. From this retreat we have the following goals:       A sustainable community through economic vitality, environmental protection, and social inclusion Diversity of arts, culture, and educational opportunities Livability through good neighborhoods, affordable housing, and varied recreational activities Effective governance Maintain public safety short response times and encourage expanded health services Maintain and deliver quality, reliable infrastructure These goals are represented in the performance measures of each Section located in the Department Detail section of the book. Annual Financial Plan xvi City of Flagstaff City of Flagstaff July 11, 2011 To the Honorable Flagstaff Mayor and Council, How we spend the public’s money is our most important business. With this letter, I am transmitting the Final Approved Budget for Fiscal Year 2012. The past three fiscal years have been extremely difficult as we have watched resources shrink dramatically. The City has become far leaner with many sacrifices by city personnel and difficult decisions by the City Council. Despite this, Flagstaff service levels are nearly unchanged. Fiscal Year 2012 represents one of the most difficult budgeting years I have faced. Not because of the dramatic cuts, but in the absolute unpredictability of our revenue sources. In our November Budget Retreat, I characterized our financial situation as being on the fulcrum of a teeter‐totter. A number of our revenue sources have been trending upward. And equal number of revenue sources had been trending downward. It was uncertain where this would leave us. We did not have the 2010 Census numbers available to us when developing the Recommended Budget. Moreover, the State Budget was not adopted until April 1, 2011, after we had sent the April recommended budget to print for the April Council Retreat. Therefore, this transmittal letter will explain the evolution of the Final Adopted Budget with these component parts. The Base Budget The Flagstaff budget is divided into funds. Think of each fund as its own business but all part of a larger corporation (sort of a holding company model). The reason for this is that many revenue sources are restricted. For example, revenue from utilities can only be spent on expenditures related to utilities. Therefore, we put those revenues and expenditures in their own “fund.” The General Fund is the fund with mostly unrestricted revenues primarily from taxes. The General Fund has many of our core functions and administrative overhead. These include Police, Fire, Parks, Recreation, Community Development, Courts, Finance, Human Resources, Information Technology, City Manager, etc. Here is a brief synopsis of some of our funds. 211 West Aspen Avenue, Flagstaff, Arizona 86001 Main & TDD (928) 774-5281, Arizona Relay 7-1-1, Fax (928) 779-7696 The revenue sources for the Environmental Services Fund (Solid Waste and Sustainability and Environmental Management Section), Utilities Fund, Storm Water Fund, Bed Board and Beverage Funds are increasing. This breaks a downward trend from previous years. It also means that service levels associated with these funds will be holding steady or in some cases increasing. Examples of increases include: Utilities – As a result of water and sewer utility rate increases that took effect January 1, the restoration of various maintenance and service programs is possible. These include: restoration of the Conservation Manager to a part‐time basis and $15,000 towards various conservation incentives; restoration of the meter replacement program; restoration of overtime budgets for our 24/7 operations; resumption of our infrastructure replacement program; and $85,000 to pay for our share of the Arizona Department of Water Resources per the State Budget. The FY2012 budget also includes the elimination of the Project Manager position. Environmental Services – This includes our Solid Waste program and our Sustainability and Environmental Management Section (SEMS). New services include: development of a wood pallet collection program; exploration of same day collection of trash and recycling; full year’s operation of a fee‐for‐service glass collection service; as well as, money for a comprehensive Solid Waste Management Plan for the landfill. This study will include handling methane gas, alternative daily covers, etc. BBB – Bed Board and Beverage revenue is earmarked into five different funds—Tourism/CVB, Economic Development, Beautification, Parks and Recreation, and Arts & Sciences. The BBB budget is predicting an approximate 8% increase in revenues versus the FY2011 Budget which translates into about a 1% over FY2011 estimates. This enables the substitution of a $100,000 in marketing dollars that was originally earmarked from the Incentive Fund, to be paid for out of BBB revenues within the CVB portion. It also allows for the City to Fund Riordan Mansion at $20,000 for another Fiscal Year from the Arts and Sciences portion of BBB. Community Investment (a section in Economic Vitality) is able to continue funding of Science Foundation, SEDI and ECONA in FY2012 as well as conduct its own retention, redevelopment and attraction programs. The Capital Improvement Program (CIP) is not a fund, but a tracking mechanism of all our capital projects. The CIP will take another hit this year due to the continued reallocation of HURF funds by the State. Fortunately, the recently passed bond issue for streets and utility infrastructure maintenance and replacement will commence and we have several projects slated for FY2012. It is also important to note that due to a decrease in workload, the Capital Improvements delivery workgroup continued to make layoffs and did not fill vacancies. The Library Fund is a complicated fund because it consists of revenue transferred from the General Fund to cover the City’s portion of services, as well as revenue from property taxes collected in the County and transferred to the City to pay for County residents’ use of Library facilities and libraries in the County. The revenue from property taxes will drop significantly in FY2012 due to a drop in real estate values. We are anticipating approximately a 10% drop in revenue to parallel a 10% decrease in property Annual Financial Plan xviii City of Flagstaff values. Fortunately, this drop in revenue is mitigated by good planning. A drop was anticipated and therefore, 1) expenditures were not allowed to increase when revenues were increasing; and 2) additional reserves have been built up over time. So the Library Fund can absorb a 5% decrease in revenues without noticeably affecting services. The second 5% drop accessed reserves and the City continues planning for service decreases in FY2013. The General Fund was far more complicated. Despite our principal revenue source, sales tax, trending upward at 1% versus this fiscal year, there was predicted a deficit in the General Fund of approximately $1 million dollars. However, we also had $1 million in carry‐over money from FY 2010 that could have offset that deficit. This presented a policy choice: A) use the carry‐over and hold service levels relatively constant; or B) adjust expenditures to match ongoing revenues and use the one‐time dollars towards other purposes such as replenishing the General Fund Balance to 15%. Both had great merit, however, when we looked forward at future expenditures (rising health care and pension costs) and future revenue sources (grants expiring, future State deficits) our best prediction was further deficits; therefore, this budget addresses our current deficit immediately. First, it is important to recognize, by self‐imposed policy, we maintain a 15% Fund Balance in the General Fund. Fund Balance is a sort of savings or contingency account. Having a healthy savings account is critical to our bond rating. Having a good bond rating means we pay less in interest on our borrowing. In other words, we generally borrow our money for large projects through bonds. Outside agencies rate our credit worthiness based upon our financial health. One of the key components to that rating is how much money we have in our Fund Balance to make sure we can make the annual principal and interest payments to bond holders. Having a 15% Fund Balance is generally seen as a very good measure of credit worthiness. The Fund Balance also provides money in cases of emergencies, disaster, or significant recessions. The latter is the reason we reduced the General Fund Balance from 15% to 12% in FY2010. This provided $500,000 a year for three years to offset some of the service and personnel impacts of the Great Recession. The third year of this program is FY2012. The use of Fund Balance dollars is one‐time money (meaning, it does not come from a recurring source and once it is spent, it goes away unless a new source of revenue is available to replace it). Therefore, it was anticipated that in FY2013 we would need to restore that Fund Balance to 15%. [As an important side note, our Financial Advisor advised us in 2009 that reducing the fund balance from 15% to 12% would not affect our credit rating because we were still so much healthier than others during the recession]. Fortunately, or unfortunately, the last three years of revenue and expenditure reductions means restoring the fund balance to 15% is a smaller actual number. By the end of FY2012, the Fund Balance will be at 15%. Therefore, it is not necessary to redirect one time carryover dollars from FY2010 to return the Fund Balance to 15% Before tackling the $1 million deficit, it is important to know that our service levels are impacted by the numerous positions that were funded with one‐time money used in the FY2011 budget that expires for FY2012. These include (with their personnel status in parenthesis):  11 Fire positions (10 operational and one Wildland Specialist)  A Call Taker for dispatch (vacant) Annual Financial Plan xix City of Flagstaff       A Court Judicial Specialist (occupied) Reduction of a meter reader position (retiring) Assistant City Attorney (vacant) Code Enforcement Officer (occupied, but the supervisor position is vacant) Management Intern (occupied) Reduction of the Deputy City Clerk position 5 hours/week (occupied) Additionally, Community Development has had numerous mid‐year staffing reductions due to reduced workload and/or capital funding:  Building Plan Reviewer  Engineering Inspector  Capital Improvements Engineer  Capital Project Manager With these personnel reductions in mind, we tackled the General Fund. Dissecting the $1,000,000 deficit for FY2012, our health care and pension contribution expenditures have increased approximately $500,000. Revenue was also expected to decrease $500,000 due to reduced revenue from State shared income tax. On the positive side, personnel costs (primarily associated with turnover in which the new employee was less expensive than the retiring or outgoing employee and lower workers compensation insurance rates) were reduced by $450,000. This left a $550,000 structural deficit. To mitigate the expenditures, we have reduced health benefits, used a premium holiday and instituted a $20 per month employee fee on health insurance. In other words, the City would no longer pay 100% of an employee’s (separate from an employee plus dependent arrangement) health insurance. This resulted in a $250,000 decrease. The remaining $300,000 in cuts is the equivalent of about 1% cut from other divisions in the General Fund. With the exception of Fire and Courts, every division in the General Fund made some cuts— Community Development made more than one percent. The impact of this includes, but not limited to the following:  Elimination of 2 police officers (vacant)  Elimination of part time Real Estate Assistant (vacant)  Reduction of an Administrative Assistant in prosecution from 0.75 FTE to 0.50FTE  $30,000 from Recreation associated with Aquaplex utilities  Many other cuts in contractual and commodities such as training and street sweeping. Combined with the loss of one‐time funded positions, some of these cuts have a very serious impact on services. For Fire, of the 11 positions, we had three retirements and once vacancy. This leaves 7 unfunded positions. The Wildland Specialist is preserved for a year by shifting its costs to a grant. Of the remaining 6 positions, three are saved by reorganization and shifting of salary. This leaves three positions scheduled for lay‐off/elimination. The resulting change in service levels is a reduction from 6 engines and 1 rescue/engine (depending upon daily staff availability) in FY2011 to 6 engines and a Annual Financial Plan xx City of Flagstaff rescue operated only 25% of the time. The reduction of two police officers would eliminate the DARE program. Elimination of the Court Judicial Specialist would delay when a person would get a hearing for a civil traffic violation, parking ticket and/or code violation. For these reasons, we are proposing the following:      Use $140,000 of the one‐time dollars carried over from FY10 to preserve 2 of the positions in Fire. Additionally, reduce the number of scheduled leave slots in peak months. Combined, this would enable us to operate the rescue 24/7 365 days a year. Transfer one fire operations person to the Fire Marshall position to avoid a layoff. Use of $10,000 in one‐time money to preserve street sweeping downtown on a daily basis. Restore one of the police positions permanently with the institution of a Use Tax that Council consented to adopt. Use $30,000 in on‐going dollars from a reorganization of CD‐positions to hire a part‐time planning technician to assist with front desk activities and the installation of a new permit tracking software. These would offset the cuts with the greatest service impacts but creates a $150,000 structural deficit in FY13. It also does not address the reduced level of service in courts. This leaves $850,000 in one‐time money carried forward from FY2010. Council has allocated this money to prepare the organization for the future. It is broken down as follows:  $450,000 set‐aside to fulfill the grant obligation of maintaining 6 police‐officers for one full year after their grant expires. This will occur in mid FY2013 and carry through mid FY2014.  $70,000 to pay the General Fund’s portion of increased utility costs over the next several years associated with the Power Purchase Agreement (PPA). If we can offset any expenses above anticipated electrical increases, this saves money immediately.  $100,000 toward outside legal fees.  $100,000 toward facility improvements that were deferred during the recession;  $47,000 toward United Way and Rural Policy Institute to offset one‐time funding that was set to expire in FY2012;  $10,000 toward Council Travel. Otherwise there is no budget for travel.  $3,000 for participation in community events such as Annual Chamber luncheon, annual economic forecast, Flagstaff Cultural Partners Viola awards, Back to Flagstaff and similar functions.  $5,000 toward the Regional Plan Community Advisory Committee meetings;  $8,000 toward the restoration of a 0.25 FTE in the City Attorney’s office  $10,000 toward the development of a Regional Plan  $47,000 toward the City’s share of Auto Park taxes. Annual Financial Plan xxi City of Flagstaff Most of these expenses are operational expenses that may re‐occur (particularly the police officers). Using this carry‐over money in this capacity; however, allows us more time to either recover our revenues or plan for the reduced expenditure. There is another significant one‐time revenue/expenditure line item in the FY2012 budget that is unpredictable—Sawmill South bond payments. The municipal corporation inherited the improved parcels when the developer defaulted on their bond payments. These bond payments are estimated at approximately $700,000 per year. We made the December 2010 and June 2011 payments using budgeted contingency funds in the current fiscal year. The goal was to eliminate this burden by selling the properties for what is owed on the bond. In July 2011, this property closed to a developer of campus housing. With this sale to Campus Crest, the City will recoup the $700,000 spent in FY2011 and allow us to reallocate the $700,000 budgeted in contingency for bond payments in FY2012. That is a $1.4 million dollar swing. During the Council budget review, the Council agreed to use this money to further position ourselves for the future should it become available. One of the principal unfunded expenditures in the future is the replacement of vehicles including fire engines (please reference the issue paper on this topic in the ‘Issues and Updates’ section). We have historically paid for replacement vehicles each year as money was available. With the recession, funds have not been available and most vehicle replacements were deferred. Therefore, the vast majority of the Sawmill dollars will provide a solid foundation for building a replacement fund for vehicles as they reach their useful life and must be replaced. It will provide greater planning and predictability. The other portion of the Sawmill funds would go toward election costs associated with various local elections in FY2012. As I noted in my Budget Transmittal Letter last year, it is only possible to maintain the same level of services long term if we can address equipment, facilities, infrastructure and personnel. With the use of one‐time money (such as FY2010 carry‐over and Sawmill offset) towards these functions rather than operating costs, we are helping equipment and facilities. Another difficult policy choice we will need to look at is reducing facilities to a level we can maintain long‐term. Parks fit this category. As we continue to decrease maintenance levels in parks, we tend to reach a decision point where it is preferred to have fewer parks with green grass and safe amenities than a lot of parks with spotty grass and dilapidated or closed amenities. Another issue paper on this topic can be found in the ‘Issues & Updates’ section of the budget book. In terms of maintaining our infrastructure for the future, the November 2010 bond issue helps address infrastructure. This is a $16 million dollar one‐time effort, but it does reduce the bleeding associated with deferring the maintenance of existing infrastructure. Lastly, as soon as possible, we need to start directing resources towards personnel. Municipal services are principally provided by people. If we are not able to maintain quality workers and/or suffer continual turnover due to non‐competitive wages, service levels will suffer. The recession has been long and severe enough to limit employee choices; however, if we don’t set the stage for addressing their needs, they will move as soon as the market bears. We must prepare the organization to make those adjustments and remain competitive. Annual Financial Plan xxii City of Flagstaff Property Taxes An important aspect of this year’s budget is the status of property taxes. As expected, assessed values have dropped significantly. Recall that there are two types of property taxes with two formulas for determining assessed value (the value upon which the tax rate is applied). I’ll start with secondary property taxes because they are easier to understand. Secondary property taxes are used for the purposes of paying down general obligation debt. In Flagstaff’s case, all of the debt is associated with voter approved projects such as the Aquaplex, the Fire Station relocation program, and Open Space projects. The assessed value for secondary property tax is based upon the “full cash value” (or appraised value) of the property. The full cash value most closely reflects the market value of a property. As we know, the market value for property has declined notably during this recession. On average, property values used for this fiscal year have dropped an average of 8.5%. Holding the property tax rate constant at $0.8366 per $100 in value, the City will see an approximately $600,000 decrease in revenue. Despite this decrease in revenue, we are able to meet all debt obligations. Therefore, the average taxpayer will see an approximate 8.5% decrease in their secondary property tax levy (a.k.a. tax bill) from the City. The revenue from primary property taxes goes to the General Fund and pays for public safety, administration and various municipal services such as parks, recreation and community development. The assessed value for primary property taxes is taken from a “limited cash value” formula. In other words, when values of homes were rising significantly, a formula was created to limit that rise so as to limit the increase in property taxes when the property tax rate remained the same. Therefore, the value of your house, for primary property tax purposes, is less than the “full cash value” (or appraised value). The limited increase is restricted to 2% increase in revenue on existing property plus new construction. For FY2012, the limited cash value of most property is still below the full cash value despite a drop in property values. In order to minimize further cuts in the General Fund, primary property tax revenues will be increased by 2% plus new construction. This will increase revenue from approximately $5,000,000 to $5,125,000. The net change in property taxes between primary and secondary will be a decrease in the amount paid for a majority of taxpayers. The only exception would be where the full cash value of a property actually increased. This is pretty rare in this market. Census Data and State Budget In mid‐March 2011, we received the Census data from April 2010. That data indicated that Flagstaff population had grown by approximately 24%. This growth rate mirrored the state of Arizona growth rate for the last decade. This was unexpected. State‐shared revenue is based upon population. It was anticipated that Flagstaff, as a percentage of the State’s population, would decrease. In reality, our Annual Financial Plan xxiii City of Flagstaff percentage increased. We believe this is largely attributable to the undercount from the 2000 Census rather than an actual growth rate comparable to the State. State shared revenue comes in four forms: sales tax, income tax, gas tax (HURF), and vehicle license tax (VLT). Based upon the Arizona League of Cities and Towns estimates, the City of Flagstaff should receive $987,000 more than was anticipated when we put the Recommended Budget together. State shared revenue is considered on‐going (as opposed to one‐time) revenue for budgeting purposes. This extremely good news was tempered by the State adopted budget. The State of Arizona continues to suffer significant losses in revenues. In order to balance their budget, they have made significant expenditure cuts or shifts. The legislature adopted a budget on April 1, 2011, after the City Manager’s recommended budget to Council in April was prepared. The following outline changes to the final budget. In that budget, the State reduced the amount of money provided to Flagstaff by reducing HURF funds by approximately $750,000. We had anticipated a $250,000 cut to HURF funds when preparing the budget so $500,000 of this was unanticipated. We reduced the amount of new revenue sharing associated with the Census data by the $500,000 cut associated with the State budget, so we had approximately $487,000 in on‐going revenue to work with. Council allocated that money as follows:     Shift the 2 firefighter funded with one‐time money to on‐going money ($120,000); Offset the increase in health insurance premiums to employees ($20 per month/per employee) ($182,000) [for at least FY12]. Restore the Call Taker position in dispatch ($45,000); Restore the Court Judicial Specialist position ($50,000); These changes are focused on the City Manager’s top fiscal policy of preserving FY10/11 service levels. Within that fiscal policy I have focused on maintaining service levels within public safety. This leaves about $90,000 in ongoing revenue. Also in the State budget, they changed the Arizona State Retirement System (ASRS) contribution formula from 50% employer and 50% employee to 47% employer and 53% employee. This reduces the amount of take‐home pay for an employee as they must now make a larger contribution to their retirement (in addition to an overall increase in premiums) for the same benefits. For the employer (in this case the City of Flagstaff), our expenditure is decreased by approximately $160,000. As noted above, we must position ourselves to remain competitive for employees. Therefore, Council agreed to offset this compensation decrease in the General Fund (including PSRS employees) by utilizing the $160,000 savings plus the $90,000 in unallocated on‐going revenue associated with the Census. As a further act of looking forward and planning, Council has created a “trigger” to restore between 0.6% and 1.2% of the 1.2% pay‐cut employees took in May 2009 to help balance the budget. This Annual Financial Plan xxiv City of Flagstaff “trigger” means that if City sales tax revenues (minus construction and autos) is trending to come in $425,000 to $850,000 (twice as much as a the 0.6% to 1.2% pay increase costs) more than budget when looking at receipts through December 2011, a portion of the pay‐cut could be restored on the first paycheck after April 1, 2012. Summary The FY2012 Adopted Budget is balanced and absent of a structural deficit. Furthermore, we are using one‐time dollars to prepare the municipal corporation for financial challenges of the future. This planning and preparation will lead to greater stability as we proceed forward. Sincerely, Kevin Burke City Manager Annual Financial Plan xxv 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 xxvi City of Flagstaff requirements, capital needs, debt burden, and strong reserves for future needs and contingencies. BUDGET OVERVIEW The City of Flagstaff FY 2012 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 2012; Debt Structure; and the Fund Balances, which are the operating framework of the Financial Plan. FINANCIAL RESOURCES AVAILABLE Sales/Franchise Taxes Grant Revenue Property Taxes State Revenue Transportation Tax Library District Tax Highway User Tax BBB Tax Enterprises (A) Other Revenue (B) Fund Bal. & Other Financing Res. $ $ (A) Enterprises: Water Wastewater Airport Environmental Services Stormwater Utility $ $ (B) Other Revenue: Licenses and Permits Vehicle License Tax Charges for Services Fines and Forfeits Interest on Investments Misc Revenue $ $ 13.2% Other Revenue (B), 13.2% 16.7% Fund Bal. & Other Financing Res., 26.6% 7.5% 13.3% 5.4% 4.7% 4.6% 2.9% 2.7% 2.4% 16.7% 13.2% 26.6% 100.0% General Administration Management Services BBB (A) Community Development Economic Vitality Community Enrichment Fire/Police Utilities Public Works Airport Environmental Services Stormwater Flagstaff Housing Authority Non Departmental Reserves/Contingencies 12,225,067 9,346,057 1,547,201 11,766,083 1,444,892 36,329,300 (A) BBB Tax Funds: Beautification Tourism Economic Development Arts and Science 990,400 2,500,000 3,055,045 1,262,470 425,350 20,450,876 28,684,141 26.6% Sales/ Franchise Taxes, 7.5% Utilities 13.4% Airport 5.1% Stormwater 2.5% FHA 3.0% Comm Enrich 4.9% Econ Vitality 0.3% Non-Dept 22.9% Comm Dev 3.4% 5.4% Transportation Tax, 4.6% BBB 4.7% Contingencies 2.8% Mgmt Svcs 1.4% Gen Admin 3.9% "WHERE THE MONEY GOES TO" $217,630,154 "WHERE THE MONEY COMES FROM" $217,630,154 Annual Financial Plan 3.9% 1.4% 4.7% 3.4% 0.3% 4.9% 11.8% 13.4% 9.1% 5.1% 10.8% 2.5% 3.0% 22.9% 2.8% 100.0% 5,960,679 1,559,757 2,054,630 666,083 10,241,149 Fire/Police 11.8% 13.3% State Revenue, 4.7% Library District 4.7% Tax, 2.9% Public Works 9.1% 8,463,745 3,051,139 10,241,149 7,429,599 744,754 10,593,879 25,733,885 29,222,440 19,902,603 11,108,414 23,475,023 5,533,132 6,470,299 49,938,093 5,722,000 217,630,154 Environ Svcs 10.8% Property Taxes, 5.4% 4.6% BBB Tax, 2.4% 2.9% $ $ 7.5% 2.4% 2.7% $ $ Grant Revenue, 13.3% Enterprises (A), 16.7% Highway User Tax, 2.7% 16,228,000 28,958,385 11,820,618 10,259,706 9,985,181 6,330,598 5,800,000 5,307,340 36,329,300 28,684,141 57,926,885 217,630,154 TOTAL APPROPRIATIONS 1 City of Flagstaff The following graphs depict the major classifications of appropriation for the total 2011-2012 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. 103,926,940 6,748,612 80,766,329 20,466,273 5,722,000 217,630,154 TOTAL APPROPRIATIONS (all funds) OPERATING BUDGET * General Administration Community Development Management Services Economic Vitality Community Enrichment Fire Police Public Works Utilities Non-Departmental Equipment Equipment 3.1% 3.1% Operations 47.8% Operations 47.8% Capital Capital Improv Improv Projects Projects 37.1% 37.1% Reserves/ Reserves/ Contingcs Contingcs 2.6% 2.6% Debt Service Debt Service 9.4% 9.4% EXPENDITURES BY TYPE Personal Services Contractual Commodities Capital * Exclusive of Debt Service $ 8,463,745 13,341,688 3,051,139 6,354,409 10,330,879 8,622,511 16,330,574 15,714,462 11,251,677 10,465,856 103,926,940 $ 20,466,273 OPERATING BUDGET $ $ 57,829,570 65,927,655 9,352,443 84,520,486 217,630,154 Police 15.7% Public Works 15.1% Fire 8.3% Utilities 10.8% Community Enrichment 9.9% EXPENDITURES BY TYPE (all funds) NonDepartmental 10.3% Economic Vitality 6.1% Contractual 30.3% Personal Services 26.6% $ Management Services 2.9% Community Development 12.8% General Admin 8.1% Commodities 4.3% General Administration activities comprise 8.1% 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. Capital 38.8% Community Development (CD) comprises 12.8% of the operating budget ($13.3 million). The services in this Division include Planning & Development Services, Engineering, Capital Improvements, Housing, MPO (Metropolitan Planning Organization), Annual Financial Plan 2 City of Flagstaff Community Redevelopment Services, FUTS (Flagstaff Urban Trail System), CD Administration and Flagstaff Housing Authority. The services provided by these divisions meet the current needs of the community and plan for the future. and stormwater activities. Three sections within water operations and four sections within 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 2.9% 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 10.3% of the budget ($10.5 million) exclusive of $6.9 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 8.3% of the operating budget ($8.6 million). The Division’s public safety programs provide both personal safety in the community with proactive attention to preventable disasters and sense of well being through timely emergency response. 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 ($16.3 million). Public safety programs provide personal safety in the community by promoting a community free of crime and assured response in emergency situations. Public Works activities are provided by seven sections that account for 15.1% of the operating budget ($15.7 million), excluding the debt service requirements for streets ($2.4 million), Fourth Street ($2.3 million), USGS facility ($1.7 million) and the proposed capital lease for the Public Works Facility ($0.2 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 6.1% of the operating budget ($6.4 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 2011 Accomplishments, FY 2012 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 9.9% of the operating budget ($10.3 million) excluding debt service requirements for Recreation ($40 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 2010, the Estimated Actual for FY 2011, and the Adopted Budget for FY 2011 and FY 2012. Expenditures are shown by category and programs. The comparatives in the Financial Summaries Section are presented at the fund level and the Utilities comprises 10.8% of the operating budget ($11.3 million), excluding $6.5 million debt service requirements. There is one administrative section responsible for management of water, wastewater, Annual Financial Plan 3 City of Flagstaff division level to aid section and program managers in budget tracking and accountability. 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:     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. 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) 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 City Clerk Management Services Administration Tax, Licensing & Revenue Finance & Budget Capital Improvements Parks Contributions Development Services Fleet Non-departmental Engineering Housing and Community Services Cemetery Facilities Maintenance Utilities Non-departmental FUNDS Human Resources General Fund Risk Management City Attorney Council and Commission Information Technology Municipal Court Library Library Street Maintenance & Repairs Highway User Revenue Transit 4th Street Overpass Safe to School Safety 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 City of Flagstaff Airport Environmental Services Stormwater Flagstaff Housing Authority Airport Environmental Services Stormwater Flagstaff Housing Authority  BUDGET PROCESS Budget Process Flowchart:  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. 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 2012. The Capital Improvement Plan (CIP) for FY 2012 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. Program Managers/ Employee Input Section Managers Review Division Heads Review Budget Team Review (Team Members Below) Selective Program Review Budget Team/ Division Heads 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 November Fall Council Retreat (After 1st Public Hearing) December Budget Module available to all Divisions January Selective Program Review with Budget Team and Division Managers January 7 Capital improvement and equipment requests reviewed by Capital Improvements and Purchasing Adoption of Final Budget    (1.5 Days)  (Three Days) BUDGET CALENDAR Property Tax Levy Adoption (After 2nd Public Hearing) February 10 & 11 Winter Council Retreat 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. Annual Financial Plan February 24 March 10 Review with Department Heads and City Manager April 20 - 22 Council Study Sessions Proposed Budget available to public June 7 Tentative budget hearing and Tentative budget adoption June 21 Final budget hearing and Final budget adoption June 21 Truth in taxation hearing June 22 Notify Property Tax Oversight Commission of Compliance with Truth in Taxation July 19 Adopt Property Tax Levy Review and Approval: Issues presented during the review and approval period include discussion topics 6 City of Flagstaff of the Council Spring retreat. The winter retreat was held in February, to give city staff the opportunity to present major discussion points to Council and the public. The goal is for Council to make policy decisions and direct staff in budget priorities. This provides adequate time for the Council to gather input on major budget issues prior to preparation of the budget. The City Council holds 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. Council can also amend total appropriations for a fund during the year by Resolution as long as there is a corresponding increase/decrease in another fund so that the total appropriation is not exceeded. 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 21 2011. 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. The City realized local sales tax declines for all but four months between November 2007 and August 2010, in comparison to the same month in the prior year. Since September 2010, the City has seen increases every month between 1% and 10%. Based on business activity through January 2011, tax revenue has increased approximately 3% compared to a year ago. Of the three major categories of local sales taxes, two have seen an increase and one remains flat. Construction is up approximately 20%, hospitality is up approximately 3.5%, and general retail remains flat. Current sales tax estimates are approximately $400,000 higher than what was 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 ($217,630,154). Certain exclusions are allowed by the state [e.g., bond proceeds, debt service, grants] in computing the Expenditure Limitation ($127,214,898), 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. 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. trend is not yet evident in our monthly receipts. After this budget was balanced, the state negotiated a budget for FY 2012 which impacted our revenue distributions by an additional $500,000. This is not reflected in this document. 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. BBB tax has been less volatile than our sales tax. We have been conservative in our estimates. Overall revenue is expected to increase 5.1% over FY 2010 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. 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 FY2012 as projected by the city. As the State of Arizona caps the primary property tax revenue increases at 2% on an annual basis, homeowners will actually realize a 4% rate increase from $0.6479 to $0.6917 per $100 of assessed value which is a result of lower assessed values. Going into this budget season, management was concerned about the impact FY2011 as a result of the 2010 federal census count. We had conservatively estimated a decrease in the Cities’ shared revenues as we felt we may not have grown as much proportionally to the rest of the state. When census information was provided in March, the City recognized an increased proportionate share. Currently, the City population percentage in relationship to the rest of the state is approximately 1.31% versus 1.25% in 2005. We have identified two components to this increase. First, we believe that the 2000 census did not reflect the true growth of the city. It showed an increase of approximately 200 people from 1995. The other factor was that even though the city did not grow as fast in the first half of the decade we feel we did not have as big of an impact during the state declines in the second half of the decade. The impact to the general fund is approximately $900,000 higher revenues than presented. 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. 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 2012 is 3% below the FY 2012 estimates and 7% below the FY 2010 actual. Estimates are provided by the Joint Legislative Budget Committee. After the completion of this budget we received census information and revised budget estimate. Estimates show an increase in revenue which will be presented during the Council budget review. At the November Council budget retreat the main discussion was related to the uncertainty of our financial position and impacts related to the state’s financial position. The primary focus of the discussions was related to the general fund. Even though we have seen up swings in our sales tax we were cautiously and conservatively project revenue estimates. Although we have a good understating of the revenues and expenditures that are under our control, we had concerns of what impacts are not in our control. Staff outlined many of the threats we see that could impact budget. Some of these threats were the state budget, reductions in state shared sales tax and income tax revenue, the census impact, the decline in building activity, and the loss of fire service contracts. These threats Highway user revenue (gas tax) funds are projected to end 2.5% below FY2011 budget. Initial governor’s proposed budget was showing a $250,000 reduction in City funding as the state redirects the revenues for the Department of Public Safety. 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 Annual Financial Plan 8 City of Flagstaff could have major impacts on revenues. We also had discussions on positions and expenditures that were budgeted in FY 2011 as one-time funded. We had 17.88 FTE positions budgeted as one-time. Total expenses come to $1.4 million. The general fund overview showed concerns of having a $1 million dollar deficit which amounted to a 3% cut in operations. The Budget Team has direction to staff to prepare a flat budget with out any one-time expenses that were in their FY 2011 budget. In addition, the sections are to provide a spreadsheet outlining how a 3% cut and a 2% add would impact their operations. Council supported this direction but asked for the team to look at what larger impacts we may see if higher state cuts occur. subsidized by the benefits trust fund balance to save $250,000. An additional 1% in expenses was cut from several divisions in the amount of $235,000. And we explored the Use Tax revenue. By the end of Department Review, the Budget Team was able to correct the structural deficit in the general fund. All other funds, except Library and Highway User, were expected to balance their 5-year projected expenditures with any revenue changes. Most funds were kept flat even though revenues may have shown an increase to be conservative and allow time for revenues to stabilize. The Library Fund has the potential of losing revenues from property taxes as assessed valuations continue to decline. Although there is an option to raise the tax rate to keep the total levy flat, Council recommended keeping the rate flat. Staff estimated a 10% reduction in assessed values. The plan to balance the funds was by using built up reserves from prior year assessments that were based on growth and reducing the purchase of circulated materials. The tax rate is formally adopted by the County Board of Supervisors in August. The February Council Budget Retreat allowed staff to update Council on our current financial positions and get additional direction from Council. Revenues continued to show stability with very moderate growth in our sales tax revenue. Staff also provided information of key expenditure increases related to state retirement and health insurance with impacted the general fund by approximately $500,000. The general fund 5-year plan was updated and presented to Council. The plan demonstrated that we had a boost to fund balance at the close of FY 2010 in the amount of $1.5 million. The general fund also saw a reduction in personal services related to lower industrial insurance and lower wages due to turnover. Divisions were allowed to budget the savings as a one-time expense in FY 2012. However, the structural deficit was about $1 million. The recommendation was to fund the structural deficit with one-time money available. The retreat allowed for an update on threats and bond programs. Policy discussions were related to property tax levies and revenues, FY 2011 one-time expenditures, fiscal priorities, and Fire Department staffing. Staff also presented a summary how the City could manage a $2 million reduction in state shared revenues. This is about a 20% reduction in these revenues. Most of the reduction in expenditures would be related to rolling position freezes, furloughs, and a 2% reduction in operating expenses resulting in a service level reduction. The Highway User Fund made a $250,000 reduction in expenditures. As we monitored state budget activities, the Governor’s plan had a redirection of revenues to fund state operations. The state legislature and Governor met and made a compromise which redirected additional revenues to fund the Department of Public Safety and Motor Vehicle Division. The impact is about $500,000 less in revenue distribution. The City offset this decrease in HURF with the anticipated increase in state shared revenues due to census results through a revenue transfer from the General Fund. 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. EXPENDITURES At the beginning of Department Reviews, the Budget Team had shifted the strategies. Because the general fund’s structural deficit past FY 2012 appeared to grow, it is best to address now and present a structurally balanced budget at the April Council Budget Retreat. One-time money from FY 2010 year end was redirected to be used only on one-time items in FY 2012 instead of masking the deficit. The personal savings allowed for one-time budget was eliminated and allowed for $483,000 in ongoing savings. The health insurance plan was Annual Financial Plan The adopted budget is based on fiscal restraint consistent with conservative and sustainable revenue estimates. The base budget approach has required operational cost reviews and redistributions of all Departments. Efforts to Control Expenditures – The Fleet Management Committee reviews all equipment replacement requests and prioritizes those needs. A long-range planning approach is utilized to level cash flow requirements from one year to the next. 9 City of Flagstaff 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 2011. Sections were asked to estimate expected expenditures by line item for FY 2011. Overage and underage amounts (and reasons, theretofore) were used to adjust the recommended budget for various line items in FY 2012.  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 Aa2. The projected fund balance at the end of FY 2012 is estimated at $15,534,315 in the General Fund. A general fund balance equal to 15% of general fund revenues has been City practice. During poor economic conditions, the City has reduced the policy fund balance to 12% of ongoing revenue. The City implemented this measure for FY 2010 to span over three years by using $500,000 each year to meet operational needs. The City is expected to restore fund balance to 15% in the current financial plan. The General Fund balance is currently projected to be 16% at the end of FY. The FY 2012 budget anticipates using excess fund balance from the completion of FY 2010 to fund onetime expenditures. In addition, a portion of the current fund balance represents carryforward of expenditures in equipment and capital projects. Council Guidelines – The budget guidelines set forth by the City Manager were formulated based on Council concerns and goals. The Council developed six priorities that encompass the following areas: a sustainable community through economic vitality, environmental protection, and social inclusion; diversity of arts, culture, and educational opportunities; livability through good neighborhoods, affordable housing, and varied recreational activities; effective governance; maintain public safety short response times and encourage expanded health services; and maintain and deliver quality, reliable infrastructure. Annual Financial Plan 10 City of Flagstaff REVENUES/OTHER SOURCES Licenses and permits Grants Local taxes Intergovernmental Fines and forfeits Fund Balance, net of Transfers Fund Balance for Carryovers Charges for services Primary Property Tax Interest Miscellaneous FUND SUMMARIES GENERAL FUND The General Fund includes all City operations, except enterprise activities which are to be selfsustaining, e.g., Utilities, Environmental Services, the Airport, and Stormwater; and 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 Metropolitan Planning Organization. EST ACTUAL FY2011 $ 873,650 2,727,612 15,454,500 13,415,306 1,239,500 17,493,238 814,737 2,571,992 5,005,000 125,000 2,460,069 $ 62,180,604 BUDGET FY 2012 $ 990,400 3,424,655 16,228,000 13,609,706 1,262,470 10,243,524 924,800 3,055,045 5,200,000 125,000 2,687,072 $ 57,750,672 GENERAL FUND REVENUES/OTHER SOURCES Total resources available for General Fund expenditures for FY 2012 are $57.7 million including the estimated beginning fund balance of $15.5 million. A substantial portion of General Fund resources comes from the following revenue categories: local sales taxes, franchise taxes, and intergovernmental revenues. Specific detail including comparative data is shown in Schedule 3 of Financial Summaries Section and a more detailed review of major revenue categories, including historical trend information, is provided following the fund summaries. Local Taxes 28.1% Intergovt'l Rev 23.6% Fines/Forfeits 2.2% Grants 5.9% Fund Balance 17.7% Lic & Permits 1.7% Misc Rev 6.3% General Fund revenue/other sources compared to the year-end estimates have decreased by 7.1%. As the economy shows signs of recovery, the revenues are remaining relatively flat or show slight increases, a dramatic positive shift from the prior three fiscal years. The fund balance decrease is due to the anticipated completion of several large capital projects. Interest 0.2% APPROPRIATIONS General Administration Community Development Management Services Fire Police Public Works Non-departmental Economic Vitality Community Enrichment Contingencies General Fund total appropriations compared to yearend estimates have increased by 10.0%. As part of the FY 2012 budget process, the City eliminated the structural deficit and restored the fund balance to a 15% minimum level. The appropriations increase is primarily due to capital carry forward. Prim Prop Tax 9.0% Charges for Services 5.3% EST ACTUAL BUDGET FY2011 FY 2012 $ 7,660,083 $ 8,463,745 3,835,999 3,752,105 2,954,173 3,051,139 9,251,000 9,073,711 15,685,947 16,660,174 5,086,526 6,903,139 (3,943,537) (1,945,570) 456,916 744,754 4,859,182 3,418,612 800,000 1,200,000 $ 46,646,289 $ 51,321,809 GENERAL FUND TOTAL APPROPRIATIONS Police, 32.5% Fire, 17.7% The financial position of the General Fund remains balanced. Mgmt Svcs, 5.9% Pub Works, 13.5% Non-dept, -3.8% Comm Dev, 7.3% Econ Vit, 1.5% Gen Admin, 16.5% Annual Financial Plan 11 Cont'gcy, 2.2% Comm Enrich, 6.7% City of Flagstaff Appropriations total $14.9 million in FY 2012 and major projects budgeted include the annual pavement maintenance program, Beulah Blvd., Bike/Ped and Safety Improvements, and West Arrowhead Improvements. However, a number of projects have been delayed or eliminated to balance this fund. SPECIAL REVENUE FUNDS HIGHWAY USER REVENUE FUND The Highway User Revenue Fund (HURF) is mainly supported by transportation related taxes distributed to the Cities and Counties by the State. TRANSPORTATION FUND HURF appropriations have been significantly affected due to decreased revenue receipts over the past three years. Revenue has decreased by 28.2% comparing the FY2009 budget to the FY2012 budget. The Transportation Fund was formed in FY 2001 as a result of voter authorization on May 16, 2000 to increase sales taxes to support four transportation issues. The tax increase is valid for twenty years. The Sales Tax revenue collected for transportation is recorded in this fund. The expenditures related to Transit and 4th Street Overpass are appropriated in this fund. Expenditures related to Safety Improvements and Street Improvements are accounted for in the HURF and Beautification funds. Appropriate transfers are made to fund the various projects that this tax supports. REVENUES/OTHER RESOURCES HURF $ 5,800,000 Fund Balance/Misc Rev 1,415,135 Transfers (net) 8,721,333 Interest 7,000 Grants 300,000 $ 16,243,468 STREET REVENUES/OTHER RESOURCES Projects 4th Street Overpass Safe-to-School, Pedestrian and Bike Traffic Flow and Safety Improvements Transit Service Enhancements Totals HURF 35.7% Grants 1.8% Fund Bal 8.7% Interest 0.1% Appropriations total $7.6 million in FY 2012. Appropriations are comprised of $5.3 million for transit operations, and $2.3 million for debt service. Transfers include $6.0 million to the HURF Fund for Safety and Street Improvements and $504,000 to fund FUTS projects in Beautification. The tax rate for transportation is 0.721%. Transfers 53.7% APPROPRIATIONS General Administration Community Development Management Services Public Works Economic Vitality Non-departmental Contingency $ $ 108,282 678,205 138,296 13,176,938 29,053 226,418 525,000 14,882,192 REVENUES/OTHER RESOURCES Local Taxes $ 9,985,181 Fund Balance 2,272,936 Interest 66,000 Miscellaneous 5,000,000 $ 17,324,117 TRANSPORTATION REVENUES/OTHER RESOURCES STREET TOTAL APPROPRIATIONS Pub Works 88.5% Budget FY 2012 Revenues $ 2,215,851 1,107,926 2,575,927 4,085,477 $ 9,985,181 Local Taxes 57.6% Econ Vit 0.2% Non-dept 1.5% Mgmt Svcs 0.9% Annual Financial Plan Comm Dev 4.6% Misc 28.9% Cont'gcy Gen Admin 3.6% Interest 0.4% Fund Balance 13.1% 0.7% 12 City of Flagstaff REVENUES/OTHER RESOURCES Library District Tax $ 6,330,598 Fund Balance 540,180 Transfers (net) 1,094,960 Interest 27,115 Grants 62,400 Miscellaneous 20,474 $ 8,075,727 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. This fund is now beginning to start to see an upward swing in tax collections. APPROPRIATIONS/TRANSFERS General Administration $ 46,278 Management Services 266,540 Economic Vitality 10,449 Non-Departmental 7,272,376 Transfers (net) 6,480,656 $ 14,076,299 LIBRARY REVENUES/OTHER RESOURCES Misc 0.2% TRANSPORTATION TOTAL APPROPRIATIONS/ TRANSFERS Grants 0.8% Non-Dept 51.7% Interest 0.3% Econ Vit 0.1% Mgmt Svc 1.9% Library District Tax 78.4% Transfers 13.6% Fund Balance 6.7% Transfers 46.0% APPROPRIATIONS General Admin Economic Vitality Management Services Community Enrichment Public Works Non-Departmental Contingencies Gen Admin 0.3% LIBRARY FUND The City operates a joint City-County Public Library with auxiliary programs in outlying county locations and bookmobile services. $6.3 million of the funding for library operations comes from the library district tax. $ $ LIBRARY TOTAL APPROPRIATIONS 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. Any adjustments to this base is directed by the Library Council with affirmation by the County Board of Supervisors. Public Works 0.8% Cont's 1.2% Comm Enr 92.1% Non-Dept 2.0% Gen Admin 1.6% Mgmt Svcs 1.9% Annual Financial Plan 124,645 27,622 150,648 7,175,267 58,909 152,196 100,000 7,789,287 13 Econ Vit 0.4% City of Flagstaff BBB FUNDS APPROPRIATIONS Community Development Economic Vitality Reserve 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 3,578,560 2,382,119 10,000 5,970,679 $ BEAUTIFICATION TOTAL APPROPRIATIONS Reserve 0.2% 9.5% 20.0% 30.0% 33.0% 7.5% Econ Vit 39.9% Revenue for FY 2012 is projected with 0.9% growth over 2011 year end estimates and FY2011 receipts are 6.9% over budget. Activities funded with the revenues have made operating adjustments necessary to reflect a balanced budget to the increased sales tax receipts and these changes will be reflected within each five-year plan. Comm Dev 59.9% Tourism Fund: Total resources available in FY 2012 are $1.8 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 $310,000. In addition, there is a $50,000 reserve for contingencies. Beautification Fund: Total resources available for Beautification Fund activities amount to $6.0 million including carryovers and approved grants. Expenditures from this fund are primarily for capital improvements. (See the CIP Section for project list.) REVENUES/OTHER RESOURCES BBB Tax $ Grants Fund Balance Interest Transfers (net) $ $ REVENUES/OTHER RESOURCES BBB Tax $ 1,592,202 Fund Bal (Net of Transfers) 167,554 Retail Sales 57,750 Miscellaneous 27,661 $ 1,845,167 1,061,468 1,702,949 4,223,882 37,440 106,799 7,132,538 APPROPRIATIONS Economic Vitality Reserve $ 1,559,757 50,000 1,609,757 $ BEAUTIFICATION REVENUES/OTHER RESOURCES TOURISM REVENUES/OTHER RESOURCES Fund Bal 59.2% BBB Tax 86.3% Fund Bal 9.1% Interest 0.5% Grants 23.9% BBB Tax 14.9% Retail Sales 3.1% Trans. (net) 1.5% Misc 1.5% Annual Financial Plan 14 City of Flagstaff 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. REVENUES/OTHER RESOURCES BBB Tax $ 1,751,422 Interest $ 2,600 Fund Balance 514,483 $ 2,268,505 APPROPRIATIONS/TRANSFERS Transfers (net) $ $ Arts & Science Fund: Total resources available for Arts & Science activities are $725,972 including estimated revenues from the BBB tax of $398,051. Expenditures include: General Operating and BPAC of $1,025, Public Art for $282,233, FCP Administration, and Grants to Other Agencies of $382,825 totaling $666,083. In addition, there is a $10,000 reserve for contingencies. REVENUES/OTHER RESOURCES BBB Tax $ Fund Bal, net of Transfers Interest $ APPROPRIATIONS General Administration Reserve $ $ RECREATION REVENUES/OTHER RESOURCES BBB Tax 77.2% 398,051 324,674 3,247 725,972 Fund Bal. 22.7% Interest 0.1% 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. 666,083 10,000 676,083 ARTS & SCIENCE REVENUES/OTHER RESOURCES REVENUES/OTHER RESOURCES Lease Revenues $ 40,020 BBB Tax 504,197 Fund Balance 108,555 Transfers 406,146 Grants 1,105,000 Interest 1,086 $ 2,165,004 Fund Bal 44.7% BBB Tax 54.8% 1,459,712 1,459,712 Interest 0.5% APPROPRIATIONS Economic Vitality Reserve Recreation Fund: There are no appropriations in FY 2012 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 2012 to fund recreational programming via a transfer to the General Fund. $ $ 2,054,630 45,000 2,099,630 ECONOMIC DEVELOPMENT REVENUES/OTHER RESOURCES Grants 51.0% Transfers 18.8% Interest 0.1% Fund Bal 5.0% BBB Tax 23.3% Lease Rev 1.8% The City will continue to seek targeted industries to relocate to the community. Those industries will be complementary to existing businesses or will be Annual Financial Plan 15 City of Flagstaff Housing and Community Services Fund: This fund finances activities in conjunction with the CDBG program and affordable housing activities. There is $2.2 million appropriated to this activity for FY 2012. Expenditures in this fund include $600,000 in state grants and $600,000 in CDBG grant activities. supportive of community goals such as clean energy, sustainability or BioScience. Total resources allocated to this effort are $2.1 million, of which $1,105,000 is Grant Revenue, with all monies from BBB dedicated tax for economic development including a general fund contribution of $389,000 to support the business incubator operations and debt service. REVENUES/OTHER RESOURCES Grants $ 2,277,776 Fund Balance 1,512,887 $ 3,790,663 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). HOUSING AND COMMUNITY SERVICES REVENUES/OTHER RESOURCES Fund Balance, 33.4% The MPO has appropriated $573,949 for this program for FY 2012. 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 $ $ Grants, 66.6% 446,456 22,493 105,000 573,949 APPROPRIATIONS/TRANSFERS Community Development $ Non-Departmental $ Transfers (net) $ 447,633 26,316 100,000 573,949 3,229,861 37,436 14,000 3,281,297 HOUSING AND COMMUNITY SERVICES TOTAL APPROPRIATIONS/ TRANSFERS MPO REVENUES/OTHER RESOURCES Transfers (net) 0.4% Transfers 3.9% Comm Dev 98.5% NonDepart 1.1% Misc 18.3% Grants 77.8% Annual Financial Plan 16 City of Flagstaff Real Estate Proceeds: The Real Estate Proceeds fund is currently restricted to the purchase of real estate. There is no projected activity for FY 2012. REVENUES/OTHER RESOURCES Fund Balance $ Interest $ REVENUES/OTHER RESOURCES Water Revenues $ 12,225,067 Sewer Revenues 9,346,057 Fund Bal, net of Transfers 9,945,763 Bond Proceeds 2,999,000 Grant Revenue 4,564,000 Interest 40,000 $ 39,119,887 525,934 13,350 539,284 APPROPRIATIONS/TRANSFERS Transfers (net) $ $ UTILITIES REVENUES/OTHER RESOURCES - Sewer Revenues 23.9% REAL ESTATE PROCEEDS REVENUES/OTHER RESOURCES Fund Bal 25.4% Water Revenues 31.3% Interest 2.5% Bond Proceeds 7.7% Grant Revenue 11.7% Interest 0.0% Fund Balance 97.5% 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 $33.6 million. Resources include $12.2 million in water revenues and $9.3 million in sewer revenues. $ 580,253 78,942 983,638 50,698 494,338 19,896,204 9,326,236 2,200,000 33,610,309 UTILITIES TOTAL APPROPRIATIONS Water Utilities 59.2% Non-dept 1.5% Pub Works 0.2% The City contracted for a rate model update in FY 2010 which identified a need to increase water and wastewater rates. This was presented to Council in the fall of 2010 and approved for rate increases beginning January 1, 2011. There are annual increases for the next 5 years. Annual Financial Plan $ 17 Gen Admin 1.7% Econ Vitality 0.2% Wastewtr Utilities 27.7% Mgmt Svcs 2.9% Cont'gcy 6.6% City of Flagstaff Water Operations: Total appropriations relating to direct costs for the water operations are $19.9 million. Water fees are the major source of revenue supporting water operations. Bond funds support well development and future water rights. Revenue estimates total $12.2 million for water sales. . REVENUES/OTHER RESOURCES Environmental Svcs Revenue $ 11,766,083 Intergovernmental Revenues 472,710 Fund Bal, net of Transfers 4,869,429 Other Financing Sources 8,200,000 Miscellaneous Revenues 2,000,000 Interest 36,900 $ 27,345,122 Wastewater Operations: Total appropriations relating to the direct costs for the wastewater operations are $9.3 million. Wastewater (sewer) fees are the major source of revenue supporting wastewater operations. Revenue estimates total $9.3 million in wastewater service charges. Other Fin Sources 30.0% ENVIRONMENTAL SERVICES FUND Misc Revenue 7.3% Interest 0.1% Total financial resources are $27.3 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. Fund Bal 17.8% Intergov'tal Rev 1.7% 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. Environ Svcs Rev 43.1% $ $ 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 ENVIRONMENTAL SERVICES REVENUES/OTHER RESOURCES 311,071 60,269 373,062 23,819,844 297,412 500,000 25,361,658 ENVIRONMENTAL SERVICES TOTAL APPROPRIATIONS Pub Works 93.9% Mgmt Svcs 1.5% Econ Vit 0.2% Gen Admin 1.2% 18 Non-dept 1.2% Cont'gcy 2.0% 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. Total appropriations are $11.5 million: $2.1 million for operations, $0.3 million for debt and $9.1 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 was approved in 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 $9.1 million in capital improvements, 96% are being funded by the FAA and ADOT. REVENUES/OTHER RESOURCES Airport Revenues $ 1,547,201 Grants 9,360,284 Fund Balance 323,291 Interest 6,466 Transfers (net) 137,433 Miscellaneous 360,225 $ 11,734,900 Total revenues/other resources of $6.4 million include a transfer of $4.3 million from the general fund for the Rio de Flag project. Total appropriations of $6.0 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 $ 1,414,390 Fees & Charges 30,502 Fund Balance 686,799 Transfers (net) 4,335,981 Interest 13,736 $ 6,481,408 Grants, 79.7% Airport Revenues, 13.2% Misc., 3.0% Transfers, 1.2% Interest, 0.1% Fund Balance, 2.8% STORMWATER REVENUES/OTHER RESOURCES Transfers (net) 66.9% . APPROPRIATIONS General Administration Economic Vitality Management Services Public Works Non-departmental $ $ 51,062 11,117,686 99,735 127,108 70,048 11,465,639 Interest 0.2% Fund Bal 10.6% Fees/Chgs 0.5% Stormwater Rev 21.8% AIRPORT TOTAL APPROPRIATIONS Pub Works 1.1% Econ Vit 97.0% Non-dept 0.6% Mgmt Svcs 0.9% Annual Financial Plan Gen Admin 0.4% 19 City of Flagstaff APPROPRIATIONS General Admin Community Development Management Services Public Works Utilities Non-departmental Economic Vitality Contingency Tranfers(net) $ $ Utilities 91.7% The preparation of the five-year plan is a cooperative effort between division heads, section heads, and budget staff to assure projections are based in current program needs and revenue estimates are achievable. 23,401 19,762 30,331 12,249 5,533,132 17,545 4,813 10,000 384,461 6,035,694 The five-year projections are located in the Financial Summary section, Schedule 11. The following narratives present the highlight of the forecasts by funds and estimated change in fund balance for the coming fiscal year: GENERAL STORMWATER TOTAL APPROPRIATIONS 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 normal operating expenditures, 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. Cont'gcy 0.2% Non-dept 0.3% Econ Vit 0.1% Pub Wks 0.2% Mgmt Svcs 0.5% Transfers (Net) Comm Dev 6.4% 0.2% Gen Admin 0.4% The General Fund balance decreases by 59% as the City is currently funding several projects with fund balance and non-recurring revenues. Such projects include redevelopment, an updated land development code 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 decreases by 47% due to planned expenditures at both the branch and the affiliate libraries. Library district tax revenues decreased by approximately 10% due to declining area property values. HIGHWAY USER 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 for capital projects 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. Annual Financial Plan 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 8% due to planned expenditures for the completion of various capital projects and decreased HURF revenue projections. 20 City of Flagstaff TRANSPORTATION RECREATION-BBB 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 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 of 43% is substantially due to projected 4th Street land sales. This fund is used for capital improvements to City and school recreational parks and fields. In addition, maintenance costs related to the improved parks and fields, maintenance of FUTS trails, debt service of bonds issued for improvements, and a transfer for construction of new FUTS trails are funded with ongoing revenues. The Recreation – BBB fund balance increased by 57% as the fund begins to accumulate reserves for new capital projects. REAL ESTATE PROCEEDS BEAUTIFICATION 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. 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. HOUSING AND COMMUNITY SERVICES This fund is primarily used to track revenues and expenditures related to Community Development Block Grants and other housing grants. The block grants are an entitlement to the City and are expected to stay level over the next 5 years. The City currently expects to receive State housing grants every year. The Housing and Community Services fund balance decreased by 66% due to a reduction in beginning fund balance from FY-11 and 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 decreased by 40% in 2012 due to combined effects of a reduced General Fund transfer, increase in fund reserve, increase in planned expenditures over revenues, and increased debt service. In addition, the Incubator Lease was restructured, affecting the revenues and expenditures for that program. METRPOLITAN PLANNING ORGANIZATION This fund is solely 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 increased 29% due to projected increases in the BBB revenue while restructuring expenditures within its program to best meet the service and needs of the public and the City. GENERAL OBLIGATION BOND This fund is used to track the debt service payments on General Obligation Bonds. This five-year plan shows the City is meeting the requirements for future debt service payments. SECONDARY PROPERTY TAX ARTS AND SCIENCE 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 will be issued in the future within the 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. Though BBB revenues increase in FY-2012, the Arts and Science fund balance decreased by 85% due to planned expenditures for public art. Annual Financial Plan 21 City of Flagstaff existing tax rate. This allows the City to smooth long-term secondary property tax rates so a level tax rate is maintained from year to year. The Secondary Property tax fund balance decreased by 10% due to the planned issuance of debt. AIRPORT This fund is responsible for the operations at Flagstaff Pulliam Airport. The majority of future revenues are grants related to continued expansion and capital improvements at the airport. A second airline began service June, 2008 and withdrew in July, 2010, despite being a economically viable location. The City is pursuing grant alternatives to recruit another airline to fill this void. 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 decreases by 17% due to planned capital expenditures. SPECIAL ASSESSMENT BOND This fund is set up for repayment of bonds issued for special assessment districts. The Special Assessment Bond fund balance decreased due to the related decrease in investment income. PERPETUAL CARE This fund is currently used for the tracking of contributions related to long-term maintenance at the City owned cemetery. The fund balance increases by 12% as 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 year. 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 60% 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. In November 2010, the citizens of the City of Flagstaff approved two projects. 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 two components: 1. The Municipal Facilities Corp fund balance increases by 107,628% due to the timing of MFC proceeds. 2. The GO Bond Funded Projects fund balance decreases by 31% due to the timing of capital projects. 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 2011. The rate increase was to self-fund capital improvements and increase inspection efforts as required by NPDES. The Stormwater fund balance decreased 35% due to an increase in transfer to the General Fund and HURF and 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, grants, bonds, and interest earnings. In addition to the five-year projections, the City uses a rate model to balance future operations and capital requirements with anticipated revenues over a ten-year period. The Water and Wastewater fund balance decreases by 43% due to the planned completion of capital projects. Annual Financial Plan FLAGSTAFF HOUSING AUTHORITY While the Flagstaff Housing Authority (FHA) has operated for a number of years, it was recently determined that it should be reported as a distinct City Fund. The FHA manages Housing & Urban Development (HUD) Section 8 and other voucher programs for City residents. The five year plan indicates the majority of funding is grant related and as such, the fund only generally experiences minor fluctuations in fund balance. 22 City of Flagstaff 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 $3 million dollars to the assessed valuation. For FY 2012 existing Primary Property Tax values dropped by 4.5%. This trend is expected to continue for next fiscal year also. REVENUES Historical Trend Information for Select Revenues GENERAL FUND PROPERTY TAX RECEIPTS CURRENT, PRIMARY Legal Authority: Arizona Revised Statutes Section 42-45 (B) based on the State Constitution Article 9, Section 18. Revised through HB2876, June 2006. PRIMARY PROPERTY TAX FY: 05-06 06-07 07-08 08-09 09-10 10-11 11-12 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 4,141,281 4,353,660 4,656,831 4,786,900 5,020,255 5,005,000 5,200,000 14.4% 5.1% 7.0% 2.8% 4.9% -0.3% 3.9% PRIMARY PROPERTY TAX MILLIONS 6.0 5.0 4.0 3.0 2.0 1.0 06 ACTUAL 23 07 08 09 10 11 FISCAL YEAR EST ACTUAL 12 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 revenues estimated for FY 2010, 2011 and 2012 reflect the economic downturn at the state level due to the declines in residential construction, retail, auto sales, and tourism. While recovery is anticipated to begin in FY 2012, the city is choosing to continue to budget conservatively as the State of Arizona has not yet balanced its’ budget. FY 2012 is experiencing an increase due to the shift in Arizona state population. The City of Flagstaff is now 1.31% of the state population, up from 1.25%, which directed additional funds to the City from state shared resources. 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 and FY 2011 was driven by decreases in construction, tourism, and retail sales. Revenue projections in these three categories remains weak for FY 2012, however, there are initial signs of recovery as these categories have shown positive growth in the last quarter of calendar year 2010. The large increase in FY 2012 is driven through the approval of a revised franchise agreement that now allows for the collection of both a franchise tax and sales tax. STATE SALES TAX FY: 05-06 06-07 07-08 08-09 09-10 10-11 11-12 CITY SALES TAX FY: AMOUNT 05-06 06-07 07-08 08-09 09-10 10-11 11-12 $ % CHANGE 14,054,056 15,109,645 15,721,269 14,044,577 13,348,773 12,800,000 13,428,000 AMOUNT 12.4% 7.5% 4.0% -10.7% -5.0% -4.1% 4.9% $ % CHANGE 5,652,335 5,815,473 5,623,144 4,868,072 4,490,087 4,300,000 4,700,000 15.4% 2.9% -3.3% -13.4% -7.8% -4.2% 9.3% STATE SALES TAX 7.0 MILLIONS CITY SALES TAX REVENUES MILLIONS 19.0 17.0 15.0 13.0 6.0 5.0 4.0 3.0 2.0 11.0 06 9.0 06 07 08 09 10 11 Annual Financial Plan EST ACTUAL 08 09 10 11 12 FISCAL YEAR 12 FISCAL YEAR ACTUAL 07 ACTUAL EST ACTUAL BUDGET BUDGET 24 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 2010 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 large decrease in FY 2011 is driven by a reduction in the income tax rate coupled with decreased corporate and personal income tax revenue. The continued decrease in FY 2012 is driven by continued declined revenues associated with the recession. This decline for the City was somewhat mitigated in that the City of Flagstaff gained relative population share as a result of the 2010 Census. The City’s population share within the State of Arizona grew from 1.25% to 1.31% which increases the local allocation of this revenue. Franchise tax declined in FY 2010 as one entity misreported their revenues and a prior period credit was processed. FY 2011 represents normalized revenues. There is a slight increase anticipated for FY 2012 as the new APS franchise agreement allows for the inclusion of industrial customers. FRANCHISE FY: 05-06 06-07 07-08 08-09 09-10 10-11 11-12 STATE INCOME TAX AMOUNT 05-06 06-07 07-08 08-09 09-10 10-11 11-12 $ $ % CHANGE 1,947,699 2,001,795 2,243,051 2,479,028 2,132,644 2,400,000 2,350,000 1.2% 2.8% 12.1% 10.5% -14.0% 12.5% -2.1% % CHANGE 5,655,642 6,946,680 8,610,567 9,149,290 7,899,626 5,900,000 5,559,706 FRANCHISE TAX 15.0% 22.8% 24.0% 6.3% -13.7% -25.3% -5.8% MILLIONS FY: AMOUNT 2.6 2.4 2.2 2.0 1.8 1.6 1.4 1.2 1.0 06 STATE INCOME TAX 07 08 09 10 11 12 FISCAL YEAR MILLIONS 9.0 ACTUAL EST ACTUAL BUDGET 7.0 5.0 3.0 06 07 08 09 10 11 12 FISCAL YEAR ACTUAL Annual Financial Plan EST ACTUAL BUDGET 25 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. In FY 2006 the FARE program was started which boosted overall revenues. 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 continued for FY 2011. In addition, the State of Arizona allows for multiple year payment, all of which is distributed at time of receipt. As more people pay their registrations in advance, fewer dollars will come in during the out years. There is no analysis available from the State to analyze or predict how many or what proportion of vehicle license taxes are prepaid to project the impact on future revenues. 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 05-06 06-07 07-08 08-09 09-10 10-11 11-12 $ % CHANGE 1,332,101 1,181,278 1,240,222 1,360,441 1,315,772 1,239,500 1,262,470 24.5% -11.3% 5.0% 9.7% -3.3% -5.8% 1.9% FINES & FORFEITURES THOUSANDS 1,400 AUTO IN LIEU TAX 1,250 FY: 1,100 950 800 650 500 06 07 08 09 10 11 12 FISCAL YEAR ACTUAL EST ACTUAL AMOUNT 05-06 06-07 07-08 08-09 09-10 10-11 11-12 $ % CHANGE 2,655,653 2,792,404 2,758,307 2,611,289 2,490,360 2,300,000 2,500,000 7.9% 5.1% -1.2% -5.3% -4.6% -7.6% 8.7% BUDGET AUTO IN LIEU TAX 3.0 MILLIONS 2.5 2.0 1.5 1.0 0.5 0.0 06 07 08 09 10 11 12 FISCAL YEAR ACTUAL Annual Financial Plan 26 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. With the economy now stabilizing, FY 2011 is showing an increase over the prior years downward trend. FY 2012 shows an increase of 0.9% as tourism in Northern Arizona is projected to continue its growth. 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 a decrease in HURF revenues in FY-2012 based on projections provided by the Arizona Department of Transportation due to additional state shared revenue sweeps by the State of Arizona. BBB FY: AMOUNT 05-06 06-07 07-08 08-09 09-10 10-11 11-12 $ % CHANGE 4,463,359 4,970,795 5,106,427 5,031,189 4,920,203 5,260,000 5,307,340 3.4% 11.4% 2.7% -1.5% -2.2% 6.9% 0.9% HURF FY: 05-06 06-07 07-08 08-09 09-10 10-11 11-12 BED, BOARD & BOOZE TAX 6.0 5.5 MILLIONS AMOUNT 5.0 4.5 $ % CHANGE 7,436,000 7,855,427 7,422,359 6,412,329 6,929,355 6,400,000 6,300,000 3.7% 5.6% -5.5% -13.6% 8.1% -7.6% -1.6% HIGHWAY USER TAX 4.0 8.0 3.5 06 07 08 09 10 11 MILLIONS 3.0 12 FISCAL YEAR ACTUAL EST ACTUAL BUDGET 7.5 7.0 6.5 6.0 06 07 08 09 10 11 12 FISCAL YEAR ACTUAL Annual Financial Plan 27 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 05-06 06-07 07-08 08-09 09-10 10-11 11-12 $ % CHANGE 300,246 293,502 284,747 251,536 156,217 - -4.3% -2.2% -3.0% -11.7% -37.9% -100.0% 0.0% 0.160% 0.186% 0.080% 0.295% 0.721% A small increase is anticipated in overall Transportation tax revenue due to slow local economic recovery and the passage of the APS Franchise Agreement. TRANSPORTATION TAX THOUSANDS LTAF (LOTTERY ) FY: 400 350 300 250 200 150 100 06 07 08 09 10 11 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12 FISCAL YEAR EST ACTUAL $ % CHANGE 8,251,863 9,345,864 9,623,142 10,020,213 9,526,056 9,538,832 9,985,181 4.5% 13.3% 3.0% 4.1% -4.9% 0.1% 4.7% TRANSPORTATION TAX BUDGET 11.0 MILLIONS ACTUAL AMOUNT 10.0 9.0 8.0 7.0 06 07 08 09 10 11 12 FISCAL YEAR ACTUAL Annual Financial Plan 28 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. Most 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 metered 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 1) a base charge based on meter size and 2) a charged based on actual water consumption by customer class. Most single family accounts are based on an inverted rate structure for consumption levels to encourage water conservation practices. All other customer accounts are changed based on a flat rate per 1,000 gallons. The rates for each customer class were reviewed in 2010 using an outside consultant. Rate changes were presented to and approved by Council in the fall of 2010 with an effective date of January 1, 2011. The rate will increase annually for five years. The rates for each customer class were reviewed in 2010 using an outside consultant. Rate changes were presented to and approved by Council in the fall of 2010 with an effective date of January 1, 2011. The rate will increase annually for five years. With the approved rate increase we are expecting moderate growth in FY 2011 since the increase was effective for only 6 months. In FY 2012 we are expecting a much hire increase related to the prior year increase and an addition rate increase on st January 1 . Revenues in FY 2009 decreased due to a wet summer season. With the approved rate increase we are expecting moderate growth in FY 2011 since the increase was effective for only 6 months. In FY 2012 we are expecting a much hire increase related to the prior year increase and an addition rate st increase on January 1 . WASTEWATER FY: 05-06 06-07 07-08 08-09 09-10 10-11 11-12 WATER FY: AMOUNT 05-06 06-07 07-08 08-09 09-10 10-11 11-12 $ % CHANGE 9,727,199 9,816,624 10,360,082 9,910,726 10,000,060 10,300,000 11,562,267 AMOUNT 5.0% 0.9% 5.5% -4.3% 0.9% 3.0% 12.3% $ % CHANGE 5,773,014 5,884,159 6,266,404 6,230,404 6,244,381 6,600,000 7,853,332 1.9% 1.9% 6.5% -0.6% 0.2% 5.7% 19.0% WASTEWATER (SEWER) CHARGES 7.0 6.5 S N O I L L I M WATER SALES S N O I L L I M 12.0 11.0 10.0 9.0 6.0 5.5 5.0 4.5 4.0 06 8.0 7.0 6.0 07 08 09 10 11 12 FISCAL YEAR ACTUAL 06 07 08 09 10 11 EST ACTUAL BUDGET 12 FISCAL YEAR ACTUAL Annual Financial Plan EST ACTUAL BUDGET 29 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. PFC revenue is not used for operating expenditures. The increase in revenues for FY 2012 reflects a rate increase in residential collections, effective mid-year of FY 2011. This is a five percent rate escalator available for over the next year. The trend of increases from FY 2006 through FY 2012 were primarily due to new terminal leases, growth in ground leases, auto rental revenues, and revenue from new hangars that were constructed in FY 2005. Revenue was down in FY2009 due to hanger/tie vacancies and decreased passenger travel during the economic slump. In FY-2011 Horizon Airlines withdrawal from this airport, as well as the recession, negatively affected the terminal rents, hangar rents, tie downs, shades, landing fees and PFC collections. The City is actively pursuing grants which would encourage an airline to establish regular daily service with the Pulliam Airport. Gradual recovery from the recession is projected to positively impact Airport revenues in FY 2012. ENVIRONMENTAL SERVICES FY: AMOUNT 05-06 06-07 07-08 08-09 09-10 10-11 11-12 $ % CHANGE 9,666,478 9,811,052 10,507,477 11,133,973 10,932,880 11,721,935 11,766,083 9.4% 1.5% 7.1% 6.0% -1.8% 7.2% 0.4% ENVIRONMENTAL SERVICES REVENUES AIRPORT 14.0 FY: MILLIONS 12.0 05-06 06-07 07-08 08-09 09-10 10-11 11-12 10.0 8.0 6.0 06 07 08 09 10 11 12 FISCAL YEAR ACTUAL EST ACTUAL AMOUNT $ % CHANGE 1,188,512 1,202,763 1,312,143 1,208,633 1,532,617 1,481,518 1,547,201 16.6% 1.2% 9.1% -7.9% 26.8% -3.3% 4.4% BUDGET AIRPORT REVENUES THOUSANDS 1,600 1,400 1,200 1,000 800 600 06 ACTUAL Annual Financial Plan 30 07 08 09 10 11 FISCAL YEAR EST ACTUAL 12 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, reaching its current level of $1.30 per ERU in FY-2011. This rate will remain static for the foreseeable future. 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 05-06 06-07 07-08 08-09 09-10 10-11 11-12 $ % CHANGE 540,495 910,976 1,081,282 1,206,233 1,320,241 1,406,262 1,414,390 0.9% 68.5% 18.7% 11.6% 9.5% 6.5% 0.6% Upon completion of the latest rate model, the Water and Wastewater Enterprise Fund’s revenue structure is sufficient to meet existing and future impacts of capital, operating requirements including environmental sanctions and debt. Proposed, as well as existing, debt service is included because the changes in debt service requirements must be built into the rate models in determining what, if any, rate increases are required each year. 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. 06 07 08 09 10 11 12 FISCAL YEAR ACTUAL EST ACTUAL BUDGET 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 Annual Financial Plan 31 City of Flagstaff  in the Parks maintenance budget. City Council has determined that any increased maintenance costs associated with the bond projects will be paid for from BBB funds. Staff has balanced construction maintenance responsibilities and funding sources in the Parks and Recreation Bond program. CAPITAL 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. FY 2012 CAPITAL IMPROVEMENT PLAN The City budget for FY 2012 includes capital improvement projects totaling $80.8 million. This amount includes $28.7 million in carryover items that have been budgeted. Project funding is comprised of the following: $14.8 million in grants primarily for airport, water, and beautification projects. $25.5 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 and 2010 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. In November 2010 General Elections, the citizens of Flagstaff authorized the City to proceed with two new projects totaling $21.2 million. Each proposed project will be discussed below in its appropriate fund. Project listings are located in the Capital Improvement section of this book. After Council has identified priorities and input has been received from all City departments, the development of the actual Capital Improvement Plan is completed. This requires coordination between the budget function and engineering because of the impact of constructed capital projects on the operating budget. For example, bond funds might be used to construct a branch library. However, once construction is completed, the library must be staffed, utility bills must be paid, and the facility must be cleaned and maintained. Therefore, an effective capital improvement plan should always be viewed in context of its impact on the operating budget. You will find anticipated future operations and maintenance impacts as projects are completed in the Capital Improvement Project section of this budget book. What does a CIP provide?  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. Annual Financial Plan 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. 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. 32 City of Flagstaff General Government – Sixteen projects are scheduled for FY 2012 for a total of $32.8 million. Projects included in this category are several of the projects authorized by voters in the November 2010 election. Major projects include street and utility improvements, communication system, FUTS and open space land acquisition, court facility, and Presidio Subdivision. improvement, the Rio De Flag parking replacement and Rio De Flag Hydrology Analysis. 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 West/ Arrowhead improvements, and Beulah Blvd. extension. There are a total of 15 Streets Transportation projects scheduled at a budgeted cost of $6.3 million. HURF revenues fund $1.0 million of these projects with Transportation Tax funding $5.0 million. 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. This debt is related to the voter authorized sale of bonds in May 2004 in the amount of $155.2 million and in November 2010 in the amount of $21.2 million. Utility Rate Structure: The City has contracted with an outside agency to review the Water and Wastewater rate structure and provide a new rate modeling program. 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 was presented to council in the fall of 2010. Rates will increase annually beginning January 2011. BBB Funds – Projects include Beautification, Tourism and Recreation funding. Major projects include Woodland/Beulah medians, Butler medians, th 4 Street Corridor, and continuing our connectivity of FUTS Trails. This year Federal and State grants will provide funding of $1.7 million. 29 projects are scheduled at a budgeted cost of $6.1 million for FY 2012. 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. Utilities Fund – Major projects for Water production and distribution include $4.4 million for Inner Basin Pipeline, $1.0 million Inner Basin Tree Removal, and $1.8 million for shallow well development at Red Gap Ranch. Eleven water projects and seven wastewater projects are scheduled at a combined budget of $11.1 million for FY 2012. 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%. Airport Fund – Three projects are scheduled at a budgeted cost of $8.5 million for FY 2012. The projects include pavement marking, apron reconstruction and access road capacity. Environmental Services Fund - This year’s CIP includes four projects for a total cost of $10.4 million for fueling station, stormwater infrastructure, maintenance building, maintenance building and a municipal services maintenance facility. Stormwater Fund – Seven projects are budgeted in the Stormwater fund with a cost of $5.0 million in FY 2012. These projects include; drainage spot Annual Financial Plan 33 City of Flagstaff Administrative factors reviewed include the professionalism of the administration relative to budgetary policies and practices, financial reporting and results of independent audit, and effective management practices. Debt limitations, tax rate and levy limitations and unused debt margins are also assessed. Focus on management capabilities includes personnel turnover, labor relations, and legal and political constraints evident in the organizational structure. Finally, assessment procedures are reviewed and property valuations are trended and analyzed. DEBT 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 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 "Aa2" by Moody's Investor Services. In assigning a rating to bond issuance, the rating agencies analyze several factors to determine an entity's ability to repay its debt. Some of these factors are described in the following text. 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. 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. General Obligation Debt July 1, 2011 20% Limitation (Water, Sewer, Lighting, Open Spaces, Recreation, and Fire Facilites Purpose Debt) Financial performance factors focus on the entity's ability to maintain a balanced budget regardless of economic circumstances. Recurring revenue streams without reliance on one-time revenue sources, e.g., asset seizure funds or fund balance should support ongoing expenditures. Maintaining a fund balance of 10% of budgeted appropriations is indicative of sound financial management practices. Debt factors analyzed include indebtedness trends, debt history, current debt burden, and debt repayment schedules. The economic feasibility and need for projects financed with debt are also evaluated, as there is a correlation between perceived benefit received and ability or willingness to repay debt. The history of past voter approved bond authorizations is evaluated as an indicator of taxpayer willingness to repay debt, as well as the amount of overlapping debt imposed on the taxpayer. Development of a long range capital improvement plan is a primary method of planning for future debt needs and is a meaningful way of demonstrating budgetary and fiscal controls. Annual Financial Plan Assessed Valuation $ 791,371,939 Allowable 20% Debt 20% Debt Outstanding Allowable Debt Margin $ 158,274,388 (27,845,000) 130,429,388 $ 6% Limitation (All Other General Obligation Debt) 34 Assessed Valuation $ 791,371,939 Allowable 6% Debt 6% Debt Outstanding Allowable Debt Margin $ 47,482,316 47,482,316 $ City of Flagstaff DEBT SERVICE These goals are represented in the performance measures of each Section located in the Department Detail section of the book. At July 1, 2011, the total actual indebtedness is $157 million. FY 2012 annual debt payments are projected to be $16.9 million with an additional $3.5 million as proposed debt. At the start of the fiscal year, July 1, 2011, the City's 20% general obligation debt of $27,845,000 is well below the legal limit by $130,429,388. The City has no outstanding general obligation debt in the 6% category. Thus, the full allowable debt margin of $47,482,316 is available. The following table illustrates the total actual indebtedness through the life for all currently outstanding debt. 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Principal 11,850,389 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 3,214,305 3,384,941 3,660,634 2,182,785 1,660,545 1,460,000 1,285,000 1,345,001 119,920,941 Interest 5,073,816 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 1,311,987 1,074,118 884,766 746,189 611,651 473,875 348,105 250,853 173,101 99,375 33,624 37,178,409 The Council also discussed and ranked what they see as priorities. The rankings of Tier 1 priorities required 4 or more council member’s votes, Tier 2 received 3 council member votes, and Tier 3 received 2 votes. The following is a list of those priorities: Tier 1   Total 16,924,205 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 7,831,739 6,670,018 4,897,404 3,960,494 3,996,592 4,134,509 2,530,890 1,911,398 1,633,101 1,384,375 1,378,625 157,099,350  Tier 2          FY 2012 CITY COUNCIL GOALS AND PRIORITIES  In the summer of 2010 the Council attended a retreat to allow them to update their goals for the organization. From this retreat we have the following goals:       Tier 3   A sustainable community through economic vitality, environmental protection, and social inclusion Diversity of arts, culture, and educational opportunities Livability through good neighborhoods, affordable housing, and varied recreational activities Effective governance Maintain public safety short response times and encourage expanded health services Maintain and deliver quality, reliable infrastructure Annual Financial Plan      35 Explore possibility of a second airline. NACET expansion and Science Park approved and construction commenced. Adopt a Water Policy resolution including water adequacy, funding, and rain water harvesting. Develop and implement a Property Maintenance Ordinance (PMO). Implement traffic solutions contained in the Transportation Master Plan. Acquire open space with unspent 2004 bond money. Development and implementation of an incentive policy for commercial infill. Maintain existing parks (no new ones). Substantial progress towards a snowplay area. Provide a briefing on residential infill incentive policies. Explore bi-monthly trash and recycling schedules. Conduct a community conversation about diverse cultures and consider a gay rights ordinance. Make sure we are following the Inclusive Cities Resolution. Year round homeless shelter with one-stop social services. Restore staff pay cut and get competitive pay. th Redevelopment of Kmart building on 4 street. Establish fiscal policies. Explore partnerships with Tribal and other governments; including recharging Alliance with a 5-year strategic plan. Endorse November 2010 bond issue individually and work to pass. Review priorities in CIP. City of Flagstaff Annual Financial Plan 36 City of Flagstaff The City's general sales tax is used to meet the general operating needs of the City. An additional two percent 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 operations and projects. The City has dedicated ($.00721) sales tax for transportation purposes, which will expire in 2020. 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. 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 15% of operating revenues. During difficult budget times, the city may reduce fund balance to 12%. The projected fund balance for FY 2011 is 39%, for FY 2012 is 16%, and for FY 2013 is 15%. 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. The water and wastewater fund is has been approved for a rate increase in the fall of 2010 effective January 1, 2011. 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 FY 2013. 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. The stormwater program had a rate increase June 2010 and there is no increase planned. Airport revenues generally have a CPI increase and several services are competitively bid. 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: 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% of operating revenues due to the fluctuations of usage not in the control of the departments. 37 City of Flagstaff REAL ESTATE PROCEEDS FUND DEBT MANAGEMENT The disposition of funds from real estate proceeds is governed by ordinance. Proceeds from the sale of real property assets will only be used for costs of acquisition or sale of real property. The City will not pledge General Fund taxing authority to secure long-term debt except when marketability can be significantly enhanced. At least 25% of capital outlay (including capital equipment acquisition) will be funded on a pay-asyou go basis. The City will fund on a pay-as-you-go basis as much as possible rather than using debt financing. DEBT PERFORMANCE To ensure that the City's debt position and bond ratings remain favorable, the City's borrowing program strives to meet the following general debt performance goals:    A feasibility analysis will be undertaken in-house for proposed long-term financing to determine current and future budgetary impact and reliability of revenue stream to support both debt service requirements and operations. Council will review the financing program annually. The City will limit long-term debt to only those capital improvements that cannot be financed from current revenues. The terms of repayment for any debt will not exceed the estimated useful life of the project or asset acquired nor will debt be used for recurring expenditures normally considered operational and maintenance expenditures. Minimize the impact of debt obligation on the general taxpayer, by:  Using Special Improvement Districts (SID), revenue bonds (street projects), or user charges (water and sewer bonds) whenever possible.  Determining if BBB funds (Beautification, Economic Development, Tourism, Recreation, and Arts & Science) should underwrite all or part of a proposed project.  Creating sinking funds when possible to provide for expansion or replacement of capital items.  Seeking out grant support to the maximum extent possible as well as other lower interest debt options such as state revolving loan funds or redevelopment district designation.  Collaborating with the City’s financial advisors to structure debt in such a way the debt load is explicitly related to the operating budget and the ability to handle debt will not impair operating needs. General obligation debt load will not exceed 15% to 20% of the operating budget and debt expenditures to allow sufficient resources to meet ongoing needs without placing an undue burden on the taxpayer.  Preparing an Official Statement on all bond offerings and notes, including Certificates of Participation.  Maintaining good relations with its financial advisor, bond rating agencies and insurance carriers, and providing full and open disclosure on all financial reports and prospectuses. Annual Financial Plan Financing will not exceed the useful life of the infrastructure improvement. Debt financing will be on a competitive basis. Private placements (negotiated financing) may be used when the market is highly volatile or the debt structure is highly unusual and complex as to financing structure or security structure. Debt schedules will be prepared and included in the Annual Budget and Financial Plan (budget document) as well as the Five-Year Capital Improvement Plan with an annual update. The City will diligently monitor compliance with all bond covenants as well as strict adherence to federal arbitrage regulations. 38 City of Flagstaff FUND BALANCES AND RESERVES BUDGET POLICIES The City will strive to maintain fund balances of at least fifteen percent (15%) in the General Fund and ten percent (10%) in the Special Revenue and Enterprise Operating funds. Twelve percent (12% of General Fund revenues and five percent (5%) of other funds 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:      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. 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. 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. 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  39 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. budget process which in turn 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 Utilities (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 was eliminated for FY 2011 by the State Annual Financial Plan 40 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 improved 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 41 City of Flagstaff Annual Financial Plan 42 City of Flagstaff capture local sales tax, since it includes those businesses that file annually, monthly and quarterly. If the receipts exceed the budgeted amount by 2.4%, all employees will have the 1.2% reduction in pay restored. This addition will be implemented in April of 2012 and this addition will not be retroactive. ISSUES AND UPDATES PERSONNEL SERVICE COSTS HOUSING TRANSITION The compensation package proposed in this year’s budget attempts to address two issues: The City Council adopted ordinance 2010-09 on June 8, 2010 affirming Housing Authority employees are City of Flagstaff employees. A transition team was assembled and Human Resources have been working with City and Housing Authority staff towards this integration. Effective July 1, 2011 Housing Authority staff will be added to the City’s pay plan. The differences in benefits have also been examined and the benefit program will transition over time as the merging of systems continues.   City employees currently receive three additional paid time off days each fiscal year in consideration of the 1.2% reduction in compensation. COMPENSATION The Flagstaff Housing Authority compensation has increased by $49,734 due to replacement of a temporary employee with a higher paid permanent employee, elimination of one maintenance temporary position and an increase in one full-time grant-funded staff position for the new ROSS Grant. The total amount budgeted for compensation is $1,278,178. 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 fall within the appropriate range in the City’s pay scale will not be adjusted. The fiscal year 2012 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 which saves approximately $478,000 annually in the general fund. There was approval to increase the pay plan by 0.6% to offset legislative changes in the retirement system. Because of the shift in burden of the retirement plan from the City the employee, the City was going to realize about $160,000 decrease in cost. The City used that savings and added $90,000 from our improved State revenue allocations, as a result of the census, to help minimize the impact to employees. BENEFITS Fiscal year 2012 begins the 19th 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 0.6% (net of the retirement plan offset). 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 0.6% (net of the retirement plan offset). NAPEBT continues to fund a wellness program in an effort to control costs. This year NAPEBT held its third 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 overall premium increase for health insurance is 8.1%. This increase will be mitigated through the use of Trust surplus and an additional cost sharing of $20 per employee. The plan design will also be updated to include a $100 access fee for hospitalization, $2 decrease to generic Rx, $5 increase to brand Rx and 90-day Rx supplies at a Any additional restoration of pay this year will be based on revenue triggers. The revenue trigger will be based on the adjusted local sales tax and state shared sales tax budgeted amount and the actual receipts collected between June and December of 2011. The reports will be received in January of 2012, which is the most comprehensive time to Annual Financial Plan Maintaining compensation and benefits for employees Restoring compensation and benefits for employees that have been reduced due to budget reductions 43 City of Flagstaff pharmacy. The Trust is also adding wellness components to the group health plan fiscal year 2012. calendar year deductible of $50 per person, preventative services are covered at 10%, basic services at 80%, crowns at 60%, major services at 50%, and orthodontia (ages 8-17) 50% up to $1,000 lifetime maximum. The City pays 100% of employee coverage and employees pay 100% for dependent coverage. The cost to all funds is budgeted at $295,333. NAPEBT will continue allow an opt-out provision for employees 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. The Flagstaff Housing Authority provides the same dental plan and will experience a 3% increase. The Housing Authority pays 100% of employee coverage and pays $33 per month of dependent coverage. The total cost for dental insurance is $12,800. The Trust’s decision to become self insured in 2007 has led to the lower premium increases experienced over the last four years. The overall increase for health insurance is still below the national trend of approximately 10-15%. 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. There is no change in the contribution this year. The cost to all funds is budgeted at $12,294. The City will pay the full premium for employees participating in the HDHP and $254 per month for dependent subsidy. The dependent subsidy was reduced effective July 1, 2009 and this will continue fiscal year 2012. In order to offset the 8.1% increase NAPEBT voted for employees to begin a $20 per month contribution for the Base Plan, increase the Buy Up Plan contribution by $20 and reduce the HDHP H.S.A. contribution by $20. The fiscal year 2011-2012 budget proposes the City paying the $20 for each employee in order to maintain the current benefit package. This benefit will be evaluated each fiscal year as part of the budget process. The total budget for employee only health insurance is $4.1 million dollars. The total cost of the dependent subsidy to the City is $852,915. 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 Housing Authority vision coverage will be aligned with the City’s current coverage as of January 1, 2012. There is no change in the vision insurance premium. Vision coverage is budgeted for $2,441. 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 premiums have increased by 12.1% and the cost of this benefit is $84,376. 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 eligible for the Public Safety Personnel Retirement System. The cost of the additional occupational AD&D is $458. The Flagstaff Housing Authority is proposing the same contribution strategy as the City and covers $473 of the cost of dependent coverage. As of January 1, 2012 the Housing Authority staff will begin receiving the same dependent subsidy as other City employees. The budget for employee health insurance and the dependent subsidy is $185,934. 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 2012. The savings to all funds is approximately $330,000. 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 $2,118. The Flagstaff Housing Authority provides a deferred compensation benefit of $50 per month to employees who do not elect dependent coverage. As part of the Housing Authority transition, the deferred compensation benefit will be suspended as of January 1, 2012. The total cost for deferred compensation is $6,600. 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 be 24.54% for Police an increase of 2.22% and 31.28% for Fire an increase of 5.32%. The PSPRS employee contribution will increase to 8.65% for the employee. The dental rates increased by 3% and there is now one plan for all eligible participants. The dental plan has a calendar year maximum of $2,000 per person, Annual Financial Plan 44 City of Flagstaff The Arizona State Retirement System (ASRS) contribution rate split changed from 50/50 to 53 percent employee and 47 percent employer. The pension benefit employee contribution will be 11.13%, which is an increase of 1.53%. The pension benefit employer contribution will be 9.87%, which is a increase of 0.27%. The ASRS long-term disability will change from 0.25% to 0.26% for the employee and 0.23% for the employer. The cost to all funds is approximately $2.91 million for PSPRS and $2.60 million for ASRS.  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. The total amount budgeted for Repetitive Motion Therapy was reduced to $12,000 fiscal year 20102011 and this will continue to be the budgeted amount this fiscal year. Housing Authority personnel were added to this benefit beginning February 2011. The Flagstaff Housing Authority participates in the Arizona State Retirement System (ASRS) and the total cost for ASRS is $119,238. The City has discontinued the ECOpass benefit for all employees. CLASSIFICATION SUPPLEMENTAL BENEFITS 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 supplemental benefits to employees including the Employee Assistance Program, Repetitive Motion Therapy and the ECOpass. 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. 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. 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 the Employee Assistance Program is $34,000 and there is no change proposed for the FY 2012 budget. 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 Housing Authority also provides the same Employee Assistance Program to their employees. 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.  3. RETITLE - A job title is evaluated in regard to changing the job title only. This does not affect pay. 4. REZONE – An individual within a broadband may be move to a higher-level zone within the broadband based on the employee’s performance. 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 Annual Financial Plan The audit can also show that the position is properly classified and/or titled and that no changes are needed. 45 City of Flagstaff 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 FY 2012 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, 2011. The Human Resources division received a total of 13 requests for reclassifications/reranges and 15 requests for rezones. The following shows those that were approved: FISCAL YEAR CHANGES RECLASSIFICATIONS/RERANGES Old Title Old Range New Title New Range No. of Employees Effected Sr. Assistant City Attorney Z3 City Prosecutor 18 1 Grants Manager 13 Grants Manager 14 1 Sustainability Manager 12 Sustainability Manager 13 1 HR Generalist 9 HR Analyst – Employee Relations 12 1 HR Recruitment Specialist 8 HR Generalist 9 1 Recreation Superintendent 14 Recreation Services Director 17 1 RETITLE Old Title New Title Meter Reader Range Meter Technician 9 REZONES Current Job Title Old Zone New Job Title New Zone No. of Employees Effected Project Manager – Utilities I Project Manager – Utilities II 1 Project Manager – Utilities II Project Manager – Utilities III 1 Maintenance Worker – Parks I Maintenance Worker – Parks II 1 Maintenance Worker – Parks II Maintenance Worker – Parks III 3 Equipment Operator – Collections I Equipment Operator – Collections II 4 Admin Specialist – Tax & License I Admin Specialist – Tax & License II 1 Admin Assistant – Sales Tax II Admin Assistant – Sales Tax III 1 Equipment Operator – Streets II Equipment Operator – Streets III 1 Equipment Operator – Landfill I Equipment Operator – Landfill II 1 Maintenance I Equipment Operator – Landfill II 1 Annual Financial Plan 46 City of Flagstaff Human Resources also received the following requests mid-year for new classifications, reclassifications, reranges and salary adjustments: MID YEAR CHANGES NEW CLASSIFICATIONS Title Range Risk Management Specialist 10 Grants Specialist 9 Sr. Assistant City Attorney – Water and Natural Resources 15 RETITLE Old Title Wildland Fire Specialist New Title Wildland Fire Leadworker Range 9 SALARY ADJUSTMENTS Fire Captain (3) Re-evaluated and updated salary adjustments given updated information from Fire Administration REORGANIZATIONS The following reorganizations have been completed: 1. Human Resources – The HR Recruitment Specialist will be reclassified to an HR Generalist to assume recruitment and benefit responsibilities. The current HR Generalist will be reclassified to an HR Analyst specializing in Employee Relations. 4. Fire – The Fire Department will be eliminating the Deputy Fire Chief position responsible for Fire Prevention and Fire Inspection. A Fire Marshal position will be created to oversee Fire Inspection services. The Deputy Fire Chief of Operations, Fire Marshal and Wildland Fire Manager will report directly to the Fire Chief. ORGANIZATIONAL STUDIES The Human Resources division conducted three organization studies this year. 2. Recreation – Recreation has created a phased reorganization approach with Phase I introducing a Recreation Supervisor into the Jay Lively Activity Center. This Recreation Supervisor will oversee the Activity Center and Adult Athletics. 1. Information Technology – This was phase two of the organization study conducted for the City’s information technology division. Phase two included the review of information technology positions in the Court and Library. The information reviewed during the study supported a different structure is warranted in the Courts and Library due to the difference in duties. In doing the external comparison when a Library and Court have information technology staff separate from the information technology division it is common to have a different structure and job titles. 3. Housing – The vacant Housing Planner position will be eliminated and duties will be shifted to existing staff. The Administrative Specialist will assume contract, loan and rehabilitation administration and be retitled to Housing Specialist. The Housing and Grant Administrator will assume policy planning duties. The current Permanent Affordability Administrator will assume private development negotiations and implementation and oversight for the newly created Rehab and Project Specialist. The new title for this Administrator position will be Ownership Program Manager. Annual Financial Plan 2. Paramedic – During the compensation study Fire suggested and the Compensation Committee supported an evaluation of the Paramedic and assignment pay structure. 47 City of Flagstaff PERSONNEL IN EACH FUNCTION CATEGORY 5 YEAR HISTORICAL TREND The results of the compensation study did show that the majority of the benchmark organizations do treat paramedic service as an assignment pay versus a classification. Human Resources has revisited these results and have found no changes. The Fire Department did provide more information, so this study may continue into next fiscal year with review of this additional information and more research outside of the benchmark organizations to consider other best practices. Public Safety Public Works Comm Enrich General Admin Utilities Community Dev Housing Authority Mgmnt Services Econ Vitality 2008 275.75 241.89 0.00 80.13 80.25 99.38 0.00 98.78 0.00 876.18 2009 282.75 250.35 0.00 83.88 81.75 102.38 0.00 105.41 0.00 906.52 Fiscal Year 2010 267.00 159.09 110.43 73.88 70.50 69.58 0.00 38.75 38.25 827.48 2011 260.00 153.59 110.43 72.68 68.50 61.88 23.50 39.00 35.75 825.33 2012 253.00 149.87 112.75 71.48 67.50 57.38 23.50 38.25 34.99 808.72 Employees per 1000 Population Census Year 1980 1985 1990 1995 2000 2005 2010 2011 3. Housing Authority – City Council adopted an ordinance affirming Housing Authority employees are City employees. The Housing Authority will become a section of the Community Development division. The Human Resources Analyst has met with Housing Authority staff and management to understand the structure and the roles and responsibilities of each position. The positions have been compared to external housing authority benchmarks and internal City positions prior to being classified and added to the City pay plan. These changes will become effective July 1, 2011. Population 34,743 38,247 45,857 52,701 52,894 61,185 65,870 66,529 * * * * ** Budget Year 1981 1986 1991 1996 2001 2006 2011 2012 Employees 427.75 470.25 527.25 593.00 700.00 768.03 825.33 808.72 Emp/Pop 12.3 12.3 11.5 11.3 13.2 12.6 12.5 12.2 City Employees per 1,000 Population 12.2 2011 2010 2005 2000 1995 1990 1985 1980 TURNOVER The City’s turnover rate for calendar year 2010 is 11.68%. This is 1.12% lower than the state and local government rate according to the Bureau of Labor Statistics. 12.5 12.6 13.2 11.3 11.5 12.3 12.3 0.0 5.0 10.0 15.0 * Census Figures per United States Census Bureau All Other Populations per Arizona Department of Economic Security Estimates **Estimated Population POSITION ADDITIONS/DELETIONS 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. A total of 16.6 FTE’s were cut across all funds for FY 2012. The following detail highlights the five year historical staffing trend as well as the City’s calculation of City staff in comparison to population. Annual Financial Plan 48 City of Flagstaff The table below lists each section with staff level changes for FY 2012: 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 Community Development – Engineering Community Development – Housing Flagstaff Housing Authority Fire Police Community Enrichment – Library Community Enrichment – Recreation Public Works – Administration Public Works – Parks Public Works – Fleet Public Works – Facilities Maintenance Public Works – Streets Maintenance Public Works – Environmental Services Public Works – SEMS Utilities – Administration Utilities – Water Production Utilities – Water Distribution Utilities – Wildcat Wastewater Treatment Plant Utilities – Wastewater Collection Utilities – Industrial Waste Utilities – Rio Wastewater Treatment Plant Utilities – Stormwater City Court Economic Vitality – Administration Economic Vitality – Airport Economic Vitality – Community Investment Economic Vitality – CVB Economic Vitality – Visitors Center Total Annual Financial Plan FY 2011 Authorized Personnel 11.50 6.25 2 14.75 13 7 20 12 2.88 2 FY 2012 Authorized Personnel 10.795 6.75 2 13.75 13 8 18.25 12 2.88 2 11 8 24 17 5 23.5 92 168 50.77 59.66 2.5 27.2 13 11 36.31 52.5 11.08 9 11 14 12.5 9 3 4 6 25.18 2 9.5 5 9 5.25 820.33 22.5 17 5 23.5 85 168 51.4 61.35 2.5 27.46 13 11 36.31 48 11.6 8 11 14 12.5 9 3 4 6 25.18 2 9.5 5 9 4.49 803.72 49 FY 2011 1X Funded Reductions -.125 Other Changes & Reductions -0.58 0.50 -1.0 -.75 1.0 -1.0 -3.0 -1.0 -.5 -6.0 -1.0 -1.0 1.0 0.63 1.69 0.26 -4.5 .52 -1.0 -1.0 1.0 -.76 -11.635 -4.98 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF Cost Allocation For Fiscal Year 2012 GENERAL 001 PROVIDING SECTIONS 50 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 TRANSPORTATION 041-044 UTILITY 201 STORMWATER 210 AIRPORT 270 ENVIRON. SERVICES 280 TOTAL TOTAL CHARGED OUT GF 679,959 170,783 316,173 116,042 422,880 489,905 298,077 18,728 416,440 577,795 208,330 1,451,487 310,687 95,557 83,836 599,244 236,136 2,505,807 30,219 12,581 33,765 11,528 36,552 29,408 966 59,811 60,463 27,622 570 58,339 20,994 131,202 25,215 11,647 22,798 10,177 38,445 77,662 768 59,866 678,205 29,053 93,153 73,808 10,513 22,081 204,337 12 3,049 2,375 40,842 36,557 241 204,056 25,686 10,449 7,942 18,333 91,213 28,870 47,712 24,613 104,462 283,383 149,241 707,053 26,534 100,810 78,942 19,477 31,221 59,999 434,339 9,595 1,894 3,880 1,663 6,369 4,832 19,490 6,009 19,762 4,813 477 11,772 3,658 13,887 12,051 3,551 6,941 3,090 12,269 13,160 30,220 26 41,216 28,273 9,272 62,190 5,342 59,576 7,047 63,001 45,450 24,164 49,155 20,430 79,753 92,119 48,284 163,411 84,008 77,359 60,269 125,686 119,565 99,570 45,807 251,605 893,714 256,539 480,424 189,918 741,572 878,567 674,281 910,683 832,065 936,261 208,330 2,149,454 531,107 376,586 303,075 870,235 403,664 3,622,511 697,967 220,420 281,029 219,239 270,991 167,528 1,116,704 $ 8,997,866 514,020 1,357,728 349,542 2,187,869 108,101 357,225 1,386,635 15,258,986 6,261,120 $ 2,195,742 1,659,817 1,311,040 778,637 310,687 2,741,943 8,997,866 124,645 150,648 58,909 27,622 152,196 514,020 108,282 678,205 138,296 177,474 29,053 226,418 1,357,728 46,278 266,540 10,449 26,275 349,542 580,253 983,638 50,698 78,942 494,338 2,187,869 23,401 19,762 30,331 12,249 4,813 17,545 108,101 51,062 99,735 127,108 9,272 70,048 357,225 311,071 373,062 344,821 60,269 297,412 1,386,635 3,440,734 2,357,784 3,353,290 1,549,896 531,107 4,026,175 15,258,986 1,244,992 697,967 2,042,250 771,259 220,420 1,284,232 6,261,120 $ $ 213,755 85,756 164,251 73,876 318,692 388,662 376,204 891,955 415,625 358,466 - City of Flagstaff In selecting an allocation base to be used, the objective has been to utilize a base for each service that is available and reasonably results in the allocation of a service to users based on the relative benefit they receive or derive. A list of the allocation basis is provided in the Appendix. 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, 2010. 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 To provide a comprehensive fleet management program dedicated to health, safety, resource conservation and fiscal responsibility in selecting and supplying the most efficient state of the art vehicles and equipment to support City divisions and employees in the delivery of municipal services. Fleet management has set the following goals.  Revamp the existing vehicle and equipment replacement criteria.  Rework and rebuild the underutilized vehicle policy; eliminate 6 or more units out of the fleet.  Coordinate driver training and operational procedures to increase fuel mileage and decrease fuel usage by 6.1%.  Coordinate with Divisions and Purchasing for all fuel billing to create the most efficient and accurate fuel usage tracking.  Make all fleet policies and procedures electronic. Fleet Management consists of line workers and supervisors representing City divisions that are dedicated to developing and implementing policies and procedures for fleet operations. Under leadership of the Public Works Section Director and Fleet Manager and as directed by the fleet policies identified in the Municipal Sustainability Plan; Fleet Management coordinates and monitors the evaluation, replacement, purchasing, fuel usage and utilization of the City’s fleet, maximizing vehicle and equipment life, retaining units as long as economically possible and replacing units that have met or exceeded useful life. 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 2010; and human resources activities have been allocated on the number of budgeted fulltime equivalent positions served. Annual Financial Plan The Fleet Management Committee is in the process of re-writing policies and replacement criteria with a goal of maximizing possible Fleet utilization. The Committee is committed to right-sizing the City of Flagstaffs Fleet. This last year we reviewed 31 replacement requests and agreed on replacing 20 vehicles and equipment in the different funding sources. We also agreed to a paint striper refurbishment and transferred two underutilized vehicles to other departments for full utilization. The committee created a catastrophic component replacement fund; this fund will help the General funded departments with major emergency failures and create a funding source for major purchases. 51 City of Flagstaff       Re-evaluated and adjusted the replacement criteria for FY 2012. Created an electronic spreadsheet for 10 year vehicle replacement plan for all Sections. Reorganized committee leadership. Removed 6 underutilized vehicles. Introduced and recommended a component replacement fund.  Proposed objectives for FY 2012 include:  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. FLEET FISCAL YEAR 2012 REPLACEMENTS DIVISION/SECTION 21 FIRE BRUSH TRUCK & BED 22 POLICE PATROL SEDANS (4) FULL SIZE SUV (1) TOTAL GENERAL FUND FLEET 41 ENVIRONMENTAL SERVICES REAR LOADER TOP LOADERS (3) LANDFILL COMPACTOR PICKUP TRUCK REFURB PYTHON ARMS TOTAL ENVIRONMENTAL SERVICES FLEET AMOUNT $ DIVISION/SECTION 32 STREET MAINTENANCE AND REPAIRS SNOW PLOWS (6) THERMOPLASTIC MACHINE REFURISH PAINT STRIPPER WATER TRUCK WITH TANK 1 TON PICKUP TRUCK 51,200 97,600 29,000 177,800 TOTAL HURF FUND FLEET 42 UTILITIES ADMIN SEDAN 47 LAKE MARY FULL SIZE SUV PICKUP TRUCK 53 WASTEWATER TREATMENT 1 TON PICKUP TRUCK DOZER 54 WASTEWATER COLLECTION 1 TON PICKUP TRUCK 55 WASTEWATER MONITORING PICKUP TRUCK WITH SHELL TOTAL UTILITIES FLEET 230,000 894,297 1,127,000 22,400 55,000 2,328,697 TOTAL FLEET REPLACEMENTS Annual Financial Plan 52 AMOUNT 49,000 90,000 50,000 200,000 60,000 449,000 30,000 30,000 25,000 6,000 150,000 60,000 30,000 331,000 $ 3,286,497 City of Flagstaff Five-Year Information Technology Plan FY2012 Acquisitions - $633,003 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. Large purchases include the Microsoft Enterprise agreement, Kiva Replacement and the last phase of VOIP implementation. PC and Network Replacements & Upgrades $180,450 Items to consider     The budgeted amount will allow replacement of those pieces of end-user equipment on an as needed basis. Replacement of old telephone system with voice over IP in a 3-4 year phased approach Implementation of Sales Tax Software Continuation of disaster recovery planning including real time off-site data replication Data sharing and collaboration with public and private agencies E-Government - $25,000 Implement the expansion of video streaming of council meetings to include television broadcast. Public Safety - $280,900 The police departments Information Technology will be replaced on an as needed basis. Annual Financial Plan 53 City of Flagstaff IT Five Year Projection FY2012-2017 Annual Financial Plan IT Five Year Projections Replacement Programs Replacement PC's and Printers Network equip Total - Replacement Programs GIS Hardware upgrades/replacement Software upgrades Total GIS E-Gov 54 New Hardware & Software and Upgrades Sales Tax Software Scheduling Software Automated Time Entry Parking Solution Microsoft Enterprise Agreement Kiva Replacement VOIP Migration - next phase SAN for Disaster Recovery Hardware & Software Purchases Equipment Total New Hardware & Software 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 Excess/(deficit) Funding over Expenditures Actual FY2010 Budget FY2011 Actual FY2011 Budget FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 108,090 108,090 45,750 45,750 91,500 750 750 1,500 90,225 90,225 180,450 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 - - - - 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 9,000 10,000 - 25,000 20,000 30,000 30,000 30,000 30,000 20,000 159,529 120,985 169,786 470,300 20,000 90,000 50,000 90,000 185,000 95,750 113,456 52,350 696,556 20,000 185,000 75,750 38,272 20,128 339,150 20,000 90,000 50,000 90,000 125,000 132,778 65,225 60,000 633,003 20,000 185,000 205,000 20,000 185,000 205,000 20,000 20,000 21,000 21,000 22,050 22,050 80,328 80,328 117,700 45,000 10,000 10,000 7,000 189,700 26,500 26,500 280,900 280,900 289,327 289,327 298,007 298,007 306,947 306,947 316,155 316,155 325,640 325,640 667,718 987,756 367,150 1,119,353 844,327 863,007 686,947 697,155 707,690 - - - - - - - - - 1,500 - 180,450 25,000 633,003 280,900 1,119,353 (1,119,353) 108,090 9,000 470,300 80,328 667,718 (667,718) 91,500 10,000 696,556 189,700 987,756 (987,756) 339,150 26,500 367,150 (367,150) 310,000 20,000 20,000 205,000 289,327 844,327 (844,327) 310,000 20,000 30,000 205,000 298,007 863,007 (863,007) 310,000 20,000 30,000 20,000 306,947 686,947 (686,947) 310,000 20,000 30,000 21,000 316,155 697,155 (697,155) 310,000 20,000 30,000 22,050 325,640 707,690 (707,690) These sites are funded by the General Fund. With the ongoing budget reductions of General Fund budgeted for these programs it is time to indentify a “trigger” when to decide to reduce or eliminate maintenance services in these areas. By closing parks we would reallocate resources to other parks to increase or maintain existing service levels. The cost savings will be realized in contractual/commodities but it is not realized in personnel that are shifted to other areas. FY 2012 ISSUES CITY FLEET As City revenues have declined over recent years, there have been downward adjustments to the budget and reductions in most, if not all areas of City operations. During this time, several million dollars of vehicle/equipment purchases have been deferred to help balance the City budget. In his budget transmittal letter to the Mayor and Council dated June 30, 2010, the City Manager identified this problem and posed the questions of 1) what we would do if revenues didn’t return? and 2) when will maintenance costs exceed replacement costs? Revenues have not returned remaining constant at best and maintenance costs are rising. Triggers When funding levels decrease there is a significant impact to the service level of existing facilities. It will not be sustainable in the future to maintain current service levels with decreasing funds. The current service levels for park grounds and city facilities range between a Level 3 (moderate-level maintenance) to Level 4 (moderately low-level maintenance) which is a reduction in the frequency of tasks performed. When service levels fall to a Level 5 (minimum-level maintenance), which is a reduction of tasks to monthly or not at all, priority is given to safety based tasks. This will be the time to consider implementing an alternative strategy. Current Situation With fleet deferrals in FY 2011 of over $3 million and additional deferrals in FY 2012 of $1 million and no return of revenues in the near future, it is virtually impossible for us to recover from the borrowing on the life of the equipment we have done the past several years. Over the next ten years we will need a total of $17,281,974 for equipment replacement in the General Fund alone. In that same letter from June, 2010, the City Manager also wrote about opportunities for change which we now find necessary in Fleet Management. Strategy   The Long Climb Out      Eliminate underutilized vehicles/equipment and right-size fleet to maximize utilization. Adjust replacement criteria to gain maximum useful life Implement component replacement fund to avoid catastrophic losses and keep fleet mobile Enlarge fleet pool size to facilitate changes General Fund financial benefit o Vehicle maintenance savings o Fuel savings o Sale of fleet assets o Ongoing replacement savings o Insurance savings   Find alternative funding sources o Partnerships o Cost shifting Develop a matrix to prioritize city facilities and parks grounds based on: o Mission Statement o Usage o Protecting City’s Infrastructure o Community Needs o Demographic Location o Available Partnerships – Neighborhood groups, Adopt-A-Park, HOA’S o Cost Savings Identify Facilities for elimination of services Identify Parks for closures FY 2011 UPDATES MAINTENANCE/CLOSURES OF CITY PARKS OUTSIDE LEGAL COUNSEL Funding Issues The City has set forth an 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. The City Attorney has a system in place to track and monitors the legal activities of these contracted attorneys. Issues arise The Parks Section is responsible for the grounds maintenance and management of parks, athletic and recreation facilities, Heritage Square with the downtown area, city facilities that include city hall, Milligan house, library, Theatrikos, Cherry building, city courthouse and several City owned parking lots. Annual Financial Plan 55 City of Flagstaff annually that where not budgeted for and often put a strain on the Division needing the service. To help fund some of these unforeseen issues, for FY 2012 the City will be setting aside $100,000 in the budget for outside legal services. CONSTRUCTION STIMULUS The Building Permit Stimulus Program was approved in May 2010 and provided $90,000 to pay for all or portions of building permit fees for affordable housing, lower market rate residential, and some commercial development. Fee waivers were based on types of permits and values of the permits. The City issued 67 permits under this program and will be completed in July 2011. BBB-RECREATION REVENUE TRANSFERS In FY 2011, Council along with the support of the Recreation Commission recommended transferring $200,000 from the BBB-Recreation Fund to the General Fund to help support funding of Recreation operations. This support helps maintain some of the Recreation services levels. This come at a cost of reduced opportunities to fund future capital projects with this funding source. RIORDAN MANSION STATE HISTORIC PARK For FY 2011 the City was able to provide a one-time $20,000 in funding from our Special Project funding in our Beautification Fund. The State continues with budget struggles and has not restored any funding cuts for Riordan Mansion. Therefore for FY 2012 we will continue the funding, however we will utilize our Arts and Science Fund which is better suited for this type of program. This issue was revisited during the budget process and all groups involved agreed to continue funding of Recreation operations with the annual transfer of $200,000. Annual Financial Plan 56 City of Flagstaff General Fund UNRESERVED FUND BALANCE/ RETAINED EARNINGS ESTIMATED REVENUES AND OTHER FINANCING AT 7/1/2011 SOURCES 2011-2012 $ INTERFUND TRANSFERS 2011-2012 IN OUT TOTAL FINANCIAL RESOURCES CAPITAL AVAILABLE 2011-2012 OUTLAY (EQUIP/CIP) OPERATIONS TOTAL DEBT SERVICE FUND RESERVES/ APPROPRIATIONS CONTINGENCIES 2011-2012 BALANCE 6/30/2012 57 15,534,315 46,582,348 4,384,629 (8,750,620) 57,750,672 45,910,736 2,020,600 2,190,473 1,200,000 51,321,809 6,428,863 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 540,180 1,475,135 2,272,936 4,223,882 108,555 182,391 324,674 514,483 525,934 1,512,887 - 6,440,587 6,047,000 15,051,181 2,801,857 1,650,303 1,677,613 401,298 1,754,022 13,350 2,277,776 551,456 1,173,351 8,806,734 614,000 406,146 22,493 (78,391) (85,401) (6,480,656) (507,201) (14,837) (1,459,712) (14,000) - 8,075,727 16,243,468 10,843,461 7,132,538 2,165,004 1,845,167 725,972 808,793 539,284 3,776,663 573,949 7,689,287 5,231,722 5,330,872 144,620 1,797,752 1,559,757 383,850 3,267,297 473,949 6,753,991 5,816,059 282,233 - 2,371,479 2,264,771 256,878 - 100,000 525,000 10,000 45,000 50,000 10,000 100,000 7,789,287 14,882,192 7,595,643 5,970,679 2,099,630 1,609,757 676,083 3,267,297 573,949 286,440 1,361,276 3,247,818 1,161,859 65,374 235,410 49,889 808,793 539,284 509,366 - Debt Service Funds: G.O. Bond Fund Sec. Property Tax Special Assessment Bond 348,355 5,234,043 98,895 6,652,218 1,400,875 4,945,431 - (7,166,526) - 5,293,786 4,719,735 1,499,770 - - 4,945,431 1,402,475 - 4,945,431 1,402,475 348,355 4,719,735 97,295 179,140 21,564 - - 200,704 - - - - - 200,704 (16,338) 13,049,894 23,022,000 22,489,775 - (17,146) - 22,988,516 35,539,669 - 5,420,640 26,544,144 - - 5,420,640 26,544,144 17,567,876 8,995,525 9,703,557 29,174,124 2,221,095 (1,978,889) 39,119,887 12,859,138 12,003,090 6,548,081 2,200,000 33,610,309 5,509,578 323,291 11,274,176 309,000 (171,567) 11,734,900 2,080,901 9,098,053 286,685 - 11,465,639 269,261 4,978,882 22,475,693 - (109,453) 27,345,122 10,596,461 14,065,197 200,000 500,000 25,361,658 1,983,464 686,799 1,458,628 4,335,981 (384,461) 6,096,947 688,509 4,952,724 - 10,000 5,651,233 445,714 1,227,864 7,454,425 - - 8,682,289 5,912,089 558,210 - 972,000 7,442,299 1,239,990 63,029,754 210,672,269 27,218,860 (27,218,860) 273,702,023 103,926,940 87,514,941 20,466,273 5,722,000 217,630,154 56,071,869 Permanent Funds: Perpetual Care Capital Projects Funds: Municipal Facilities Corp G.O. Bonds Enterprise Funds: Water and Wastewater Airport Environmental Services Stormwater Utility City of Flagstaff Flagstaff Housing Authority 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 2011-2012 Schedule 2: Tax Levy CITY OF FLAGSTAFF EXPENDITURE LIMITATION AND TAX LEVY INFORMATION FISCAL YEAR 2011-2012 ESTIMATED FY 2010-2011 Expenditure Limitation [Economic Estimates Commission] FY 2011-2012 $ 127,214,898 $ 5,395,370 $ 5,395,370 6,620,618 12,015,988 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 2010-2011 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 2010-2011 Levy (2) Prior Years' Levies (3) Total Primary Property Taxes Collected $ B. Secondary Property Taxes: (1) FY 2010-2011 Levy (2) Total Secondary Property Taxes Collected 5,268,981 - 5,268,981 7,228,554 12,497,535 $ 5,005,000 120,000 5,125,000 7,228,554 7,228,554 C. Total Property Taxes Collected $ 12,353,554 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 0.6479 0.8366 1.4845 0.6917 0.8366 1.5283 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 58 City of Flagstaff Schedule 3: Revenues Other than Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2011 AND 2012 (WITH ACTUALS FOR FISCAL YEAR 2010) ACTUAL REVENUES 2009-2010 SOURCE OF REVENUES BUDGETED REVENUES 2010-2011 ESTIMATED ACTUAL REVENUES 2010-2011 BUDGETED REVENUES 2011-2012 CHANGE (BDGT-BDGT) % CHANGE GENERAL FUND Local taxes City Sales Tax Franchise Tax $ 13,690,788 2,132,644 13,160,500 2,625,000 13,054,500 2,400,000 13,778,000 2,450,000 617,500 (175,000) 4.69% -6.67% Licenses and permits Business Licenses Building Permits Other Licenses and permits 34,021 1,059,827 263,113 84,000 690,000 240,650 35,000 690,000 148,650 36,750 800,000 153,650 (47,250) 110,000 (87,000) -56.25% 15.94% -36.15% Intergovernmental revenues State Income Tax Sharing State Shared Sales Tax Vehicle License Tax Federal Grants State Grants Local Intergovernmental Agreements 7,899,626 4,490,087 2,490,360 1,715,109 535,678 807,309 5,900,000 4,300,000 2,248,000 2,374,506 395,080 850,000 5,955,306 4,300,000 2,300,000 2,204,904 522,708 860,000 5,559,706 4,700,000 2,500,000 2,979,023 445,632 850,000 (340,294) 400,000 252,000 604,517 50,552 - -5.77% 9.30% 11.21% 25.46% 12.80% 0.00% Charges for services General Government Parks & Recreation Public Safety Cemetery 176,479 1,278,194 1,286,887 141,315 761,200 1,298,080 1,285,700 127,000 220,500 1,199,992 1,024,500 127,000 652,275 1,333,095 936,325 133,350 (108,925) 35,015 (349,375) 6,350 -14.31% 2.70% -27.17% 5.00% Fines and forfeits Interest on investments Miscellaneous revenues Total General Fund 1,315,772 201,343 3,399,288 42,917,840 1,261,400 250,000 6,602,898 44,454,014 1,239,500 125,000 2,460,069 38,867,629 1,262,470 125,000 2,687,072 41,382,348 1,070 (125,000) (3,915,826) (3,071,666) 0.08% -50.00% -59.30% -6.91% 96,345 4,429,275 26,844 52,920 4,605,384 74,214 6,351,957 26,980 20,474 6,473,625 93,465 4,355,416 26,980 20,474 4,496,335 62,400 6,330,598 27,115 20,474 6,440,587 (11,814) (21,359) 135 (33,038) -15.92% -0.34% 0.50% 0.00% -0.51% SPECIAL REVENUE FUNDS LIBRARY FUND Intergovernmental revenues State Grants Library District Taxes 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 893,047 6,429,355 6,562,309 300,000 6,400,000 300,000 5,800,000 300,000 (762,309) 0.00% -11.62% 156,217 9,488 134,569 7,622,676 4,000 146,038 6,712,347 1,000 1,265,968 7,966,968 7,000 (60,000) 6,047,000 3,000 (206,038) (459,309) 0.00% 75.00% -141.09% -6.84% TRANSPORTATION FUND Transportation Tax Interest on Investments Miscellaneous revenues Total Transportation Fund 9,526,056 28,746 9,554,802 9,235,030 44,000 5,000,000 14,279,030 9,538,832 36,000 642,000 10,216,832 Annual Financial Plan 59 9,985,181 66,000 5,000,000 15,051,181 750,151 22,000 772,151 8.12% 50.00% 0.00% 5.41% City of Flagstaff Schedule 3: Revenues Other than Property Taxes ACTUAL REVENUES 2009-2010 SOURCE OF REVENUES BEAUTIFICATION FUND Intergovernmental revenues State Grants BBB Tax Interest on investments Miscellaneous Total Beautification Fund ESTIMATED ACTUAL REVENUES 2010-2011 BUDGETED REVENUES 2011-2012 CHANGE (BDGT-BDGT) % CHANGE 688,349 1,010,130 43,072 85 1,741,636 1,784,194 984,041 39,060 2,807,295 749,386 1,052,000 28,524 1,829,910 1,702,949 1,061,468 37,440 2,801,857 (81,245) 77,427 (1,620) (5,438) -4.55% 7.87% -4.15% 0.00% -0.19% 4,013 479,812 6,561 105,424 595,810 467,419 1,292 92,718 561,429 499,700 2,566 44,942 547,208 1,080,000 25,000 504,197 1,086 40,020 1,650,303 1,080,000 25,000 36,778 (206) (52,698) 1,088,874 0.00% 0.00% 7.87% -15.94% -56.84% 193.95% 1,515,195 72,819 412 34,043 1,622,469 1,476,061 65,047 14,712 1,555,820 1,578,000 55,000 1,400 25,745 1,660,145 1,592,202 57,750 1,824 25,837 1,677,613 116,141 (7,297) 1,824 11,125 121,793 7.87% -11.22% 0.00% 75.62% 7.83% 378,799 2,987 1,275 383,061 369,015 3,871 372,886 394,500 3,518 398,018 398,051 3,247 401,298 29,036 (624) 28,412 7.87% -16.12% 0.00% 7.62% 1,666,714 548 1,667,262 1,623,667 300 1,623,967 1,735,800 600 1,736,400 1,751,422 2,600 1,754,022 14 721 14,721 14,721 13,350 13 350 13,350 13,692 13 692 13,692 13,350 13 350 13,350 HOUSING AND COMMUNITY SVCS FUND Intergovernmental revenues Federal Grants State Grants Interest on investments Miscellaneous revenues Total Community Redevelopment Fund 486,096 195,773 13,223 114,811 809,903 1,338,644 630,000 1,968,644 846,682 364,420 8,200 512,148 1,731,450 1,194,776 600,000 483,000 2,277,776 (143,868) (30,000) 483,000 309,132 -10.75% -4.76% 0.00% 0.00% 15.70% METRO PLANNING ORGANIZATION FUND Intergovernmental revenues Federal Grants Miscellaneous revenues Total Metro Planning Organization Fund 278,039 (11,901) 266,138 514,285 105,000 619,285 386,622 5,000 391,622 446,456 105,000 551,456 (67,829) (67,829) -13.19% 0.00% -10.95% 36,987,678 30,988,580 38,666,443 ECONOMIC DEVELOPMENT FUND Intergovernmental revenues Federal Grants State Grants BBB Tax Interest on investments Miscellaneous revenues 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 Miscellaneous revenues 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 2010-2011 28,883,862 60 127,755 2,300 130,055 - 7.87% 766.67% 8.01% 0.00% 0 00% 0.00% 1,884,803 5.10% City of Flagstaff Schedule 3: Revenues Other than Property Taxes ACTUAL REVENUES 2009-2010 SOURCE OF REVENUES BUDGETED REVENUES 2010-2011 ESTIMATED ACTUAL REVENUES 2010-2011 BUDGETED REVENUES 2011-2012 CHANGE (BDGT-BDGT) % CHANGE DEBT SERVICE FUNDS SECONDARY PROPERTY TAX FUND Interest on investments Total Secondary Property Tax Fund $ 35,985 35,985 30,500 30,500 34,602 34,602 31,600 31,600 1,100 1,100 3.61% 3.61% SPECIAL ASSESSMENT BONDS Special Assessments Interest on investments Total Special Assessment Bonds 1,402,250 1,351 1,403,601 1,403,625 2,000 1,405,625 1,403,625 2,000 1,405,625 1,398,875 2,000 1,400,875 (4,750) (4,750) -0.34% 0.00% -0.34% TOTAL DEBT SERVICE FUNDS 1,439,586 1,436,125 1,440,227 1,432,475 (3,650) -0.25% 19,641 1,001,165 1,020,806 11,770 8,933,738 8,945,508 6,050 6,050 5,940 5,733,835 5,739,775 (5,830) (3,199,903) (3,205,733) -49.53% -35.82% -35.84% 1,602 1,602 87,000 87,000 - 2,000 2,000 (85,000) (85,000) -97.70% - 72,170 72,170 - - CAPITAL PROJECTS FUNDS G.O. BONDS PROJECTS Interest on investments Miscellaneous Revenue Total G.O. Bonds Projects MUNICIPAL FACILITIES CORP Interest on investments Total Municipal Facilities Corp SPECIAL IMPROVEMENT DISTRICT Interest on investments Miscellaneous Revenue Total Capital Projects Bond Funds TOTAL CAPITAL PROJECTS FUNDS 3,531 490,160 493,691 0.00% 0.00% 0.00% 1,516,099 9,032,508 78,220 5,741,775 (3,290,733) -36.43% PERPETUAL CARE FUND Contributions Interest on investments Total Perpetual Care Fund 19,135 1,243 20 378 20,378 12,734 2,016 14 750 14,750 27,340 1,024 28 364 28,364 19,518 2,046 21 564 21,564 6,784 30 6 814 6,814 53.27% 1.49% 46 20% 46.20% TOTAL PERMANENT FUNDS 20,378 14,750 28,364 21,564 6,814 46.20% 622,572 10,840,239 7,817,924 45,325 37,120 19,363,180 302,553 10,403,400 7,151,500 121,000 17,978,453 133,646 30,000 10,999,470 7,914,140 26,000 19,103,256 1,294,000 3,270,000 12,225,067 9,346,057 40,000 26,175,124 991,447 3,270,000 1,821,667 2,194,557 (81,000) 8,196,671 327.69% 0.00% 17.51% 30.69% -66.94% 0.00% 45.59% 305,172 5,939 1,655,861 4,943 21,559 1,993,474 8,960,689 698,142 1,642,679 2,539 367,524 11,671,573 579,986 301,091 1,481,518 990 23,078 2,386,663 9,030,626 329,658 1,547,201 6,466 360,225 11,274,176 69,937 (368,484) (95,478) 3,927 (7,299) (397,397) 0.78% -52.78% -5.81% 154.67% -1.99% -3.40% PERMANENT FUNDS ENTERPRISE FUNDS WATER AND WASTEWATER FUND OPERATING FUND Intergovernmental revenues State Grants Federal Grants Water Revenues Wastewater 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 61 City of Flagstaff Schedule 3: Revenues Other than Property Taxes ACTUAL REVENUES 2009-2010 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 Interest on investments Miscellaneous revenues Total Stormwater Utility Fund FLAGSTAFF HOUSING AUTHORITY FUNDS Intergovernmental revenues Federal Grants Rents and Other Tenant Income Miscellaneous revenues Total Stormwater Utility Fund TOTAL ENTERPRISE FUNDS TOTAL REVENUES Annual Financial Plan $ BUDGETED REVENUES 2010-2011 ESTIMATED ACTUAL REVENUES 2010-2011 BUDGETED REVENUES 2011-2012 CHANGE (BDGT-BDGT) % CHANGE 86,623 10,932,880 51,316 86,968 11,157,787 517,958 10,809,131 36,000 11,363,089 333,437 11,721,935 29,448 75,000 12,159,820 472,710 11,766,083 36,900 2,000,000 14,275,693 (45,248) 956,952 900 2,000,000 2,912,604 -8.74% 8.85% 2.50% 0.00% 25.63% 1,488 1,355,719 3,556 99 1,360,862 8,400 1,436,851 2,693 1,447,944 8,400 1,436,462 4,800 1,449,662 1,444,892 13,736 1,458,628 (8,400) 8,041 11,043 10,684 -100.00% 0.56% 410.06% 0.00% 0.74% 4,514,305 1,141,000 321,157 5,976,462 4,805,339 1,140,896 586,995 6,533,230 5,725,155 1,136,949 592,321 7,454,425 1,210,850 (4,051) 271,164 1,477,963 26.82% -0.36% 84.43% 24.73% 33,875,303 48,437,521 41,632,631 60,638,046 12,200,525 25.19% $ 108,653,068 140,362,596 113,035,651 147,882,651 7,726,093 5.50% - 62 City of Flagstaff Schedule 4: Transfers and Proceeds from Other Sources CITY OF FLAGSTAFF SUMMARY BY FUNDING OF OTHER FINANCING SOURCES AND INTERFUND TRANSFERS FISCAL YEAR 2011 - 2012 FUND GENERAL FUND PROCEEDS FROM OTHER FINANCING SOURCES $ INTERFUND TRANSFERS IN OUT - 4,384,629 8,750,620 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 - 1,173,351 8,806,734 614,000 406,146 22,493 11,022,724 78,391 85,401 6,480,656 507,201 14,837 1,459,712 14,000 8,640,198 DEBT SERVICE FUNDS Secondary Property Tax Fund G.O. Bond Fund Total Debt Service Funds - 4,945,431 4,945,431 7,166,526 7,166,526 CAPITAL PROJECTS FUNDS G.O. Bond Funded Projects Municipal Facilities Corporation Total Capital Projects Funds 16,750,000 23,020,000 39,770,000 ENTERPRISE FUNDS Water and Wastewater Fund Stormwater Utility Airport Fund Environmental Services Fund Total Enterprise Funds 2,999,000 8,200,000 11,199,000 2,221,095 4,335,981 309,000 6,866,076 1,978,889 384,461 171,567 109,453 2,644,370 50,969,000 27,218,860 27,218,860 TOTAL ALL FUNDS Annual Financial Plan $ 63 - 17,146 17,146 City of Flagstaff SCHEDULE OF TRANSFERS FISCAL YEAR 2011-2012 General Fund Stormwater Fund - $80,578 This transfer represents one FTE position. Transfers In: Transfers Out: Library - $78,391 This transfer represents the APSES $78,391 lease. Library Fund - $1,167,951 This is the operating transfer from the General Fund to the Library for general services. Highway User Revenue Fund - $85,401 This transfer is $70,000 for right-of-way maintenance completed by Parks staff and $15,401 for the APSES lease payment. Highway User Revenue Fund - $2,526,195 This is $1,821,095 for debt service, $500,000 for street maintenance and operations, $148,100 for the de-icer program, $10,000 for street sweeping and $47,000 for Auto Park fees and taxes. Beautification Fund - $507,201 This represents $452,000 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. Economic Development - $389,000 This is a transfer to assist in the expenditures and reserve increase in the amounts of $287,000 for the Incubator, $20,000 increase for reserve/contingency, $40,000 for ECONA, $25,000 for the Science Foundation, $10,000 for SEDI and $7,000 for RPI. Tourism Fund - $9,437 This transfer includes $6,238 as a contribution towards the citywide publication, and $3,199 for the APSES lease payment. MPO - $22,493 This transfer represents $18,934 to assist in the payment of the multi model planner position and $3,559 to assist in the payment of the Administration Assistant. Recreation-BBB Fund - $1,349,712 This transfer is a contribution to the maintenance of FUTS which is a Parks responsibility for $197,366, $952,346 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. Stormwater Fund - $3,248,691 Transfer of funds for the Rio de Flag project. Housing and Community Services Fund - $14,000 This transfer represents $14,000 to assist with the funding of a Housing Planner. Airport Fund - $309,000 This transfer is for a portion of the capital projects at the Airport. Water and Wastewater Fund - $1,978,889 This is a transfer of $1,821,095 utility revenue through the General Fund to Highway User Revenue Fund for a payment of debt and $157,794 for the APSES lease payment. Library Fund Transfers In: General Fund - $1,167,951 This is the operating transfer from the General Fund to the Library for general services. Airport - $171,567 This is a transfer for $33,567 to assist with the APSES lease payment and a transfer of $138,000 for airport operations. Tourism - $5,400 This is a transfer of $5,400 for Personnel related to a transfer from Tourism to the Library. Environmental Services Fund - $109,453 This transfer represents $4,678 for advertising in the citywide publication, $14,810 for the APSES lease payment and $89,965 that supports one position in the Brownfield program. Annual Financial Plan Transfers Out: General Fund - $78,391 This transfer represents the APSES $78,391 lease. 64 City of Flagstaff Highway User Revenue Fund Beautification Fund Transfers In: Transfers In: General Fund - $2,526,195 This is $1,821,095 for debt service, $500,000 for street maintenance and operations, $148,100 for the de-icer program, $10,000 for street sweeping and $47,000 for Auto Park fees and taxes Transportation Tax - $504,000 This is $504,000 to fund various FUTS projects within the multi-modal transportation. Recreation-BBB Fund - $110,000 This transfer is for new FUTS construction. Transportation Fund - $5,976,656 This is a transfer of the transportation tax to fund various transportation projects. Safety funding is $735,047 for miscellaneous projects. $5,241,609 is from Street Improvement for Transportation funded projects. Transfers Out: General Fund - $507,201 This represents $452,000 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 - $303,883 This transfer is for drainage maintenance. Transfers Out: General Fund - $85,401 This transfer is $70,000 for right-of-way maintenance completed by Parks staff and $15,401 for APSES repayment. Economic Development Fund Transfers In: General Fund - $389,000 This is a transfer to assist in the expenditures and reserve increase in the amounts of $287,000 for the Incubator, $20,000 increase for reserve/contingency, $40,000 for ECONA, $25,000 for the Science Foundation, $10,000 for SEDI and $7,000 for RPI. Transportation Fund Transfers Out: HURF - $5,976,656 This is a transfer of the transportation tax to fund various transportation projects. Safety funding is $735,047 for miscellaneous projects. $5,241,609 is from Street Improvement for Transportation funded projects. Capital Projects - $17,146 This represents a revenue transfer from the MFC Capital Bond Fund. Tourism Fund Beautification Fund - $504,000 This is $504,000 to fund various FUTS projects within the multi-modal transportation projects. Transfers Out: General Fund - $9,437 This transfer includes $6,238 as a contribution towards the citywide publication and $3,199 for the APSES lease payment. Library Fund - $5,400 This is a transfer of $5,400 for Personnel related to a transfer from Tourism to the Library. Annual Financial Plan 65 City of Flagstaff Water and Wastewater Fund - $2,221,095 A transfer to Utilities for Secondary Property Taxes collected to support General Obligation Debt. Recreation-BBB Fund Transfers Out: Water and Wastewater Fund General Fund - $1,349,712 This transfer is a contribution to the maintenance of FUTS which is a Parks responsibility of $197,366. $952,346 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. Transfers In: Secondary Property Tax Fund - $2,221,095 A transfer to Utilities for Secondary Property Taxes collected to support the General Obligation Debt. Transfers Out: Beautification Fund - $110,000 This transfer is for a new FUTS construction $110,000. General Fund - $1,978,889 This is a transfer of $1,821,095 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. Housing and Community Services Fund Transfers Out: Stormwater Fund General Fund - $14,000 This transfer represents $14,000 to assist with the funding of a Housing Planner. Transfers In: Metro Planning Organization Fund General Fund - $3,248,691 This transfer is for the Rio de Flag Project. Transfers In: Transfers Out: General Fund - $22,493 This transfer represents $18,934 to assist in the payment of the multi model planner position and $3,559 to assist in the payment of the Administration Assistant. HURF - $303,883 This transfer is for drainage maintenance. General Fund - $80,578 This transfer represents one FTE position. G.O. Bond Fund Airport Fund Transfers In: Transfers In: Secondary Property Tax Fund - $4,945,431 A transfer of Secondary Property Taxes collected for repayment of general obligation bonds for Projects and BBB Recreation. General Fund - $309,000 This transfer is for a portion of the capital projects at the Airport. Secondary Property Tax Fund General Fund - $171,567 This is a transfer for $33,567 to assist with the APSES lease payment and a transfer of $138,000 for airport operations. Transfers Out: Transfers Out: G.O. Bond Fund - $4,945,431 A transfer of Secondary Property Taxes collected for repayment of general obligation bonds for Projects and BBB Recreation. Annual Financial Plan 66 City of Flagstaff Environmental Services Fund Capital Projects Fund Transfers Out: Transfers Out: General Fund - $109,453 This transfer represents $4,678 for advertising in the citywide publication, $14,810 for the APSES lease payment and $89,965 that supports one position in the Brownfield program plus operating expense and the city match of the EPA Brownfield grant. Economic Development - $17,146 This represents a revenue transfer from the MFC Capital Bond Fund to Economic Development. Annual Financial Plan 67 City of Flagstaff Schedule 5: Grant Revenues CITY OF FLAGSTAFF SCHEDULE OF GRANT REVENUES FISCAL YEAR 2011-2012 PROJECT NAME 2337 2312 2316 2324 2325 2327 2331 2334 GENERAL FUND POLICE ACJC - RECOVERY METRO (NORTHERN AZ $ STREET CRIMES TASK FORCE) POLICE RICO FUNDS FOR METRO POLICE TSA - LAW ENFORCEMENT OFFICER POLICE GOHS - COLLISION TEAM TRAINING POLICE GOHS - DUI ENFORCEMENT POLICE FUSD - RESOURCE OFFICER POLICE AZHLS - CALL TAKER STATION POLICE USDOJ - RECOVERY COPS GRANT POLICE USDOJ - RECOVERY JAG OVERTIME/RADIOS 2336 2338 POLICE 2339 POLICE 2339 POLICE POLICE 2340 2341 POLICE 2348 POLICE 2365 POLICE POLICE 2377 2384 POLICE 2387 POLICE 2388 POLICE 2389 POLICE 2391 POLICE 2392 POLICE POLICE 2394 2398 POLICE 2165 FIRE 2166 FIRE 2171 FIRE 2174 FIRE 2176 FIRE 2178 FIRE 2179 FIRE FIRE 2180 2181 FIRE 6505 COURT COURT 6506 COURT 6501 COURT COURT COUNTY - CANNABIS ERADICAITON RICO - METRO OVERTIME RICO - OVERTIME GOHS - FY 10 ACCIDENT RECONSTRUCTION EQUIPMENT DOJ - BULLET PROOF VEST PROGRAM GOHS FY12 GRANTS ACJC - STATEWIDE GANG TASK FORCE FY11/12 INTERNET CRIMES AGAINST CHILDREN GOHS - FY12 NO AZ DUI TASK FORCE GOHS - FY 12 SEL TRAFFIC AZHLS - FY12 EQUIPMENT ACJC - ANTI-GANG INITIATIVE GOHS - DUI ENFORCEMENT SNA - WEED & SEED OVERTIME DOJ - FY09 ED BRYNE MEMORIAL JAG OVERTIME ACJC DUI ABATEMENT AZHLS GRANT 2007 AZHLS - FY08 HOMELAND SECURITY AZHLS - FY09 HOMELAND SECURITY GOHS - FY09 EQUIPMENT AZSF - HAZARDOUS FUEL AZHLS - FY10 HLS GOHS - FY10 EQUIPMENT DHS - FY10 ASSISTANCE TO FIREFIGHTERS DHS - FY10 SAFER 6501 COURT COURT 6504 COURT 6506 COURT 6501 COURT 6502 COURT COURT WARRANT FEES TCPF/STATE JCEF - COURT TRAINING OFFICER TCPF/LOCAL JCEF - COURT TRAINING OFFICER COURT IMPROVEMENT FEES COUNTY JCEF - INFORMATION SYSTEM TECH TCPF/LOCAL JCEF - COMPUTERS COURT INTERPRETER-COUNTY COURTH IGA FOR WEEKEND PROBATION COUNTY INFO SYSTEMS TECH COUNTY-TRAINER COUNTY-INTERPRETER PUBLIC 1861 WKS FACILITIES BLDG HARDWAREBROWNFIELDS SUBTOTAL-GENERAL FUND 1280 LIBRARY 1273 LIBRARY LIBRARY STATE GRANT IN AID YOUTH SERVICES GRANTS LIBRARY VARIOUS GRANTS SUBTOTAL Annual Financial Plan BUDGETED REVENUES 2010-2011 ESTIMATED REVENUES 2010-2011 BUDGETED REVENUES 2011-2012 360,317 185,941 56,808 10,740 55,000 89,200 449,166 227,971 240,320 145,538 10,740 24,445 55,000 449,166 F/S 198,907 - 7,000 74,310 90,909 4,000 30,000 - 100% 100% 100% 100% F 7,051 3,855 167,809 3,105 115,520 6,840 6,000 49,999 130,483 6,000 5,555 43,494 100% 50% 90% 75% S F F/S S 30,000 8,000 14,631 10,032 30,000 8,000 10,000 20,000 40,000 155,000 20,000 15,000 8,000 - 100% 100% 100% 100% 100% 100% 100% F/S F/S F/S F/S F/S F/S F/NP 14,771 96,941 150,000 10,000 16,938 14,771 973 49,031 2,652 149,361 67,000 10,000 108,363 15,000 150,000 5,000 - 100% 100% 100% 100% 100% 100% 100% 100% F S F/S F S S S F/S S 120,000 360,000 360,000 187,500 270,000 - 100% 100% F F 67,060 67,060 68,401 - 100% L 25,750 25,750 25,750 - 100% S 16,990 94,025 16,990 94,025 17,410 96,850 - 100% 100% 100% L L L 33,990 84,690 50,000 22,575 - 33,990 84,690 50,000 22,575 36,715 51,226 39,687 34,840 51,500 23,252 36,715 51,227 39,687 - 100% 100% 100% 100% 100% 100% L L L L L L 118,400 400000 - 100% F 100% 100% 100% S S S 55,000 706,382 2,769,586 2,727,612 3,424,655 25,000 49,214 74,214 25,000 68,465 93,465 62,400 62,400 68 227,000 - BUDGETED GRANT REIMB % FUNDING 100% 100% 76% 100% 100% 100% 100% 100% - 253,440 185,299 56,808 CITY MATCH 2011-2012 F S S F/L S F L L - 282,049 - City of Flagstaff Schedule 5: Grant Revenues BUDGETED REVENUES 2010-2011 PROJECT NAME DRSNOW HURF BEAUT 7554 BEAUT 7436 BEAUT 7446 BEAUT 7445 BEAUT 7577 BEAUT 7503 BEAUT 7565 7576 BEAUT BEAUT 7578 BEAUT 7580 FEMA/ADEM - 2010 WINTER STORM EVENT BEULAH BLVD EXTENSION-FMPO FUNDS SUBTOTAL ADOT - TEA 21 - FUTS RIO TO SAN FRANCISCO (ROUND 9) ADOT - TEA 21 - RT 66 EAST - CC TO MALL TRAIL (ROUND 14) ADOT - TEA 21 - BEAVER/SF SOUTHSIDE PLAN IMPLEMENTATION (ROUND 15) ADOT - TEA 21 - WOODLANDS / BEULAH MEDIANS (ROUND 16) ADOT - WALNUT - FLORENCE UNDERPASS (ROUND 11) AZ STATE PARKS - FUTS SIGNAGE PROGRAM AODT TE COUNTRY CLUB TRAIL -66 TO CORTLAND (ROUND 14) Rt 66 East - CC to Mall trail ADOT TE 4TH ST-HUNTINGTON TO BUTLER (ROUND 18) ADOT SAFE ROUTES TO SCHOOL - FUTS KINSEY SCHOOL TRAIL SUBTOTAL 3105 3105 3105 3105 HSG HSG HSG HSG HSG 3139 HSG 3141 MPO 14XX 14XX 14XX 14XX 1408 1408 1408 1404 1404 1404 14XX 1404 1408 MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO 4218 UTIL 5770 UTIL UTIL 5112 UTIL 5111 UTL 5111 STORM 9820 HUD - 08/09 CDBG ENTITLEMENT HUD - 09/10 CDBG ENTITLEMENT HUD - 09/10 RECOVERY HUD - 10/11 CDBG ENTITLEMENT AZHUD - FY 10 OWNER OCCUPED HOUSING EMERGENCY REPAIRS AZHUD - FY 10 OWNER OCCUPIED HOUSING REHAB SUBTOTAL ADOT - FLAGSTAFF METROPOLITAN PLANNING ORGANIZATION (FMPO) 2009 ADOT - PL FUNDS FMPO 2010 ADOT - PL FUNDS FMPO 2011 ADOT - PL FUNDS FMPO 2012 ADOT - FTA17 FUNDS FMPO 2009 ADOT - FTA18 FUNDS FMPO 2010 ADOT - FTA19 FUNDS FMPO 2011 ADOT - SPR FUNDS FMPO 2009 ADOT - SPR FUNDS FMPO 2010 ADOT - SPR FUNDS FMPO 2011 SPECIAL FUNDS - US 180 STUDY ADOT - SPR FUNDS FMPO 2012 FHWA STP - $226,000 LONG RANGE PLAN FHWA - STP FUNDS MODEL UPDATE FHWA - STP FUNDS US 180 STUDY FHWA-STP Funds FHWA - STP TRAVEL TIME DATA SUBTOTAL AZG&F - FRANCIS SHORT POND PH. III AWPF - PICTURE CANYON FEMA/ADEM - SCHULTZ FLOODING IB PIPELINE RECONSTRUCT FEMA/ADEM - SCHULTZ FLOODING IB PIPELINE RELOCATION FEMA/ADEM - SCHULTZ FLOODING IB PIPELINE-TREE REMOVAL SUBTOTAL ADEQ - WATER QUALITY IMPROVEMENT GRANT SUBTOTAL Annual Financial Plan $ ESTIMATED REVENUES 2010-2011 - 300,000 - 300,000 16,044 48,886 366,570 BUDGETED REVENUES 2011-2012 300,000 300,000 CITY MATCH 2011-2012 BUDGETED GRANT REIMB % FUNDING 33,333 33,333 90% 94% F&S F/S - 100% F/S - - 94% F/S - - 94% F/S 500,000 500,000 401,580 50,000 450,000 20,526 94% F/S 500,000 - 500,000 30,222 94% F/S - 227,777 - 100% F/S 25,000 269,607 6,383 17,209 94% 94% F/S F/S 150,565 9,611 94% F/S - - 150,500 - 1,784,194 749,386 80,000 1,702,949 5,106 89,057 94% F/S 78,432 372,514 122,671 765,027 215,584 95,942 535,156 1,194,776 - 100% 100% F F 100% F 300,000 34,420 300,000 - 100% F/S 330,000 1,968,644 330,000 1,211,102 300,000 1,794,776 - 100% F/S 114,339 114,339 25,803 125,000 104,560 30,244 - 49,422 100,000 26,416 26,497 100,000 - 6,383 - 26,497 1,647 94% 94% 94% 94% 94% 94% 94% F/S F/S F/S F/S F/S F/S F/S 4,520 255 6,637 2,298 94% 94% 94% 94% 94% 94% 94% F/S F/S F/S F/S F/S F/S F/S 21,740 94% F/S - 100% 100% S S 125,000 19,287 40,000 - 514,285 386,622 105,713 35,000 125,000 35,000 19,246 446,456 302,553 4,883 128,763 184,000 - 3,060,000 212,500 90% F&S 30,000 570,000 54,167 90% F&S 302,553 163,646 750,000 4,564,000 83,333 350,000 90% F&S 8,400 8,400 8,400 8,400 100% S - 69 - - City of Flagstaff Schedule 5: Grant Revenues BUDGETED REVENUES 2010-2011 PROJECT NAME 3761 AIRPT 3761 AIRPT AIRPT 3763 AIRPT AIRPT 3778 AIRPT 3779 AIRPT AIRPT 3777 AIRPT 3777 AIRPT 3781 AIRPT 3781 AIRPT 3270 AIRPT ENV 4364 4365 ENV ENV 4136? 7823 ECON VIT ECON VIT 7822 ECON VIT FHA FHA FHA ADOT - LAND ACQUISITION (ADOT E6S44) ADOT - LAND ACQUISITION (ADOT E1107) FAA AIP 32- Equipt Baggage,Term Enhance FAA - RUNWAY EXTENSION ADOT- Taxiway Rehab AIP 34/35 FAA - PAVEMENT MARKING INSTALL FAA - REHAB TAXIWAY RECONSTRUCT FAA - SNOW REMOVAL AND SWEEPER EQUIPMENT ADOT MATCH - SNOW REMOVAL AND SWEEPER EQUIPMENT FAA - TERMINAL ACCESS ROAD RECONSTRUCTION ADOT - TERMINAL ACCESS ROAD RECONSTRUCTION ADOT - PAVEMENT MAINTENANCE- apron reconstruction FAA SMALL COMMUNITY AIR SERVICE DEVELOPMENT PROGRAM SUBTOTAL DOE - ENERGY EFFICIENCY CONSERVATION BLOCK GRANT LIVING CITIES FOUNDATION FEMA/ADEM-SCHULTZ FLOODING FEMA/ADEM-SCHULTZ FLOODING LANDFILL STUDY SUBTOTAL AZ DEPT OF COMMMERCE - REDI GRANT AZ DEPT OF COMMERCE - TGEN NORTH EXPANSION AZ DEPT OF COMMERCE - SOUTHWEST WINDPOWER SUBTOTAL ROSS LOW INCOME PUBLIC HOUSING SECTION 8/MRO SRO SUBTOTAL TOTAL Funding: $ ESTIMATED REVENUES 2010-2011 - BUDGETED REVENUES 2011-2012 - 430,498 203,875 338,850 5,230,245 301,091 354,126 456,791 21,985 553,399 128,319 4,876,119 - - - 2,843,155 - 157,953 - 3,001,108 - BUDGETED GRANT REIMB % FUNDING 90% 90% 90% 95% 3% 95% 95% F S F F - 95% F - 95% 3,208 121,903 157,953 F - 2.5% S 201,339 22,371 90% S 305,435 100% F 9,658,831 881,077 600,000 9,360,284 248,958 188,770 - 100% F 269,000 - 144,667 - 317,608 15,102 40,000 4,444 100% 90% N/P F&S 517,958 333,437 100,000 472,710 11,111 - 90% F&S - - 25,000 - 100% S - - 80,000 - 100% F/S - - 1,000,000 1,105,000 - 100% F/S - 100% 100% 100% F F F 1,379,527 3,134,777 4,514,304 43,570 1,615,000 3,146,769 4,805,339 57,280 2,325,518 3,342,357 5,725,155 $ 22,112,969 11,660,086 28,958,385 1,081,614 L=Local, N/P=Non-Profit, S=State, F=Federal, F/S=Federal thru State, F&S=Federal and State Annual Financial Plan S S 95% - 201,339 CITY MATCH 2011-2012 70 City of Flagstaff Schedule 6: Appropriations by Fund CITY OF FLAGSTAFF SUMMARY BY DIVISION OF EXPENDITURES/EXPENSES WITHIN EACH FUND COMPARISON OF FISCAL YEAR 2011 AND 2012 (WITH ACTUAL FOR FISCAL YEAR 2010) FUND/DIVISION GENERAL FUND General Administration Community Development Management Services Fire Police Public Works Economic Vitality Community Enrichment Non-departmental Contingency Total General Fund ACTUAL EXPENDITURES/ EXPENSES 2009-2010 $ ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2010-2011 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2010-2011 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2011-2012 7,217,598 4,252,296 2,992,888 9,658,929 16,025,553 5,240,987 406,811 4,410,747 (2,315,435) 44,248 47,934,622 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 7,660,083 3,835,999 2,954,173 9,251,000 15,685,947 5,086,526 456,916 4,859,182 (3,943,537) 800,000 46,646,289 8,463,745 3,752,105 3,051,139 9,073,711 16,660,174 6,903,139 744,754 3,418,612 (1,945,570) 1,200,000 51,321,809 142,628 171,125 105,112 23,208 5,071,942 110,950 5,624,965 147,710 156,025 98,152 37,938 7,179,116 111,066 100,000 7,830,007 147,710 156,025 98,152 37,938 5,038,977 111,066 5,589,868 168,593 752,512 247,240 12,690,373 24,774 139,124 14,022,616 162,907 689,931 123,758 12,125,410 36,623 131,405 100,000 13,370,034 72,840 197,948 27,959 5,681,670 5,980,417 CHANGE (BDGT-BDGT) % CHANGE (32,498) (49,959) (18,979) (345,739) 408,559 (188,988) 138,659 (3,311,547) 446,646 (300,000) (3,253,846) (0.4%) (1.3%) (0.6%) (3.7%) 2.5% (2.7%) 22.9% (49.2%) (18.7%) (20.0%) (6.0%) 124,645 150,648 58,909 27,622 7,175,267 152,196 100,000 7,789,287 (23,065) (5,377) (39,243) (10,316) (3,849) 41,130 (40,720) (15.6%) (3.4%) (40.0%) (27.2%) (0.1%) 37.0% (0.5%) 162,907 689,931 123,758 10,958,459 36,623 131,405 12,103,083 108,282 678,205 138,296 13,176,938 29,053 226,418 525,000 14,882,192 (54,625) (11,726) 14,538 1,051,528 (7,570) 95,013 425,000 1,512,158 (33.5%) (1.7%) 11.7% 8.7% (20.7%) 72.3% 425.0% 11.3% 58,784 323,165 38,240 7,047,444 7,467,633 58,784 323,165 38,240 5,967,810 6,387,999 46,278 266,540 10,449 7,272,376 7,595,643 (12,506) (56,625) (27,791) 224,932 128,010 (21.3%) (17.5%) (72.7%) 3.2% 1.7% 776,130 1,118,468 1,894,598 2,493,239 3,593,770 10,000 6,097,009 1,071,319 1,745,539 2,816,858 3,578,560 2,382,119 10,000 5,970,679 1,085,321 (1,211,651) (126,330) 43.5% (33.7%) (2.1%) 776,955 776,955 969,634 25,000 994,634 959,406 959,406 2,054,630 45,000 2,099,630 1,084,996 20,000 1,104,996 111.9% 80.0% 111.1% 1,602,288 1,602,288 1,552,628 50,000 1,602,628 1,550,474 1,550,474 1,559,757 50,000 1,609,757 7,129 7,129 0.5% 0.4% SPECIAL REVENUE FUNDS LIBRARY FUND General Administration Management Services Public Works Economic Vitality Community Enrichment Non-departmental Contingency HIGHWAY USER REVENUE FUND General Administration Community Development Management Services Public Works Economic Vitality Non-departmental Contingency TRANSPORTATION FUND General Administration Management Services Economic Vitality Non-departmental BEAUTIFICATION FUND Community Development Economic Vitality Reserve/Contingency ECONOMIC DEVELOPMENT FUND Economic Vitality Reserve/Contingency TOURISM FUND Economic Vitality Reserve/Contingency Annual Financial Plan 71 City of Flagstaff Schedule 6: Appropriations by Fund ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2010-2011 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2010-2011 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2011-2012 412,151 412,151 673,472 10,000 683,472 425,188 425,188 666,083 10,000 676,083 (7,389) (7,389) (1.1%) (1.1%) 1,106,806 42,127 1,148,933 3,472,650 41,241 3,513,891 1,861,432 41,241 1,902,673 3,229,861 37,436 3,267,297 (242,789) (3,805) (246,594) (7.0%) (9.2%) (7.0%) 288,452 13,007 301,459 521,925 20,080 100,000 642,005 400,309 20,080 420,389 447,633 26,316 100,000 573,949 (74,292) 6,236 (68,056) (14.2%) 31.1% (10.6%) 31,764,382 42,201,313 32,155,938 44,464,517 2,263,204 5.4% GENERAL OBLIGATION BONDS FUND Non-departmental 3,019,926 3,517,453 3,276,953 4,945,431 1,427,978 40.6% SPECIAL ASSESSMENT BONDS FUND Non-departmental Total Debt Service Funds 1,499,887 4,519,813 1,405,625 4,923,078 1,405,625 4,682,578 1,402,475 6,347,906 (3,150) 1,424,828 (0.2%) 28.9% 2,341,896 14,486,989 4,974,492 26,544,144 12,057,155 83.2% 104,967 4,578,000 19,250 5,420,640 842,640 18.4% 447,361 2,894,224 26,210 19,091,199 118,500 5,112,242 31,964,784 620,084 1,037,074 51,228 63,941 19,746,630 393,636 41,751 21,954,344 629,492 1,101,046 50,007 105,675 21,122,801 403,517 1,400,000 24,812,538 629,492 1,101,046 50,007 105,675 17,278,824 403,517 45,000 19,613,561 FUND/DIVISION ARTS AND SCIENCE FUND Economic Vitality Reserve/Contingency HOUSING AND COMMUNITY SERVICES FUND Community Development Non-departmental METRO PLANNING ORG FUND Community Development Non-departmental Contingency Total Special Revenue Funds ACTUAL EXPENDITURES/ EXPENSES 2009-2010 $ CHANGE (BDGT-BDGT) % CHANGE DEBT SERVICE FUNDS CAPITAL PROJECT FUNDS G.O. BONDS FUNDED PROJECTS FUND Non-departmental MUNICIPAL FACILITIES CORP FUND Non-departmental SPECIAL IMPROVEMENT DISTRICT FUND Non-departmental Total Capital Projects Funds (26,210) 12,873,585 (100.0%) 67.4% 49,239 (117,408) 691 (26,733) 8,099,639 90,821 800,000 8,797,771 (7.8%) (10.7%) 1.4% (25.3%) 38.3% 22.5% 57.1% 35.5% ENTERPRISE FUNDS WATER AND WASTEWATER FUND General Administration Management Services Public Works Economic Vitality Utilities Non-departmental Contingency Annual Financial Plan 72 580,253 983,638 50,698 78,942 29,222,440 494,338 2,200,000 33,610,309 City of Flagstaff Schedule 6: Appropriations by Fund FUND/DIVISION AIRPORT FUND General Administration Management Services Public Works Economic Vitality Non-departmental $ ENVIRONMENTAL SERVICES FUND General Administration Management Services Public Works Economic Vitality Non-departmental Contingency STORMWATER UTILITY FUND General Administration Community Development Management Services Public Works Economic Vitality Utilities Non-departmental Contingency FLAGSTAFF HOUSING AUTHORITY Community Development Contingency Annual Financial Plan ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2010-2011 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2011-2012 66,443 57,198 117,860 1,476,591 89,443 1,807,535 64,438 94,780 117,318 11,181,084 77,139 11,534,759 64,438 94,780 117,318 2,129,632 77,139 2,483,307 51,062 99,735 127,108 11,117,686 70,048 11,465,639 (13,376) 4,955 9,790 (63,398) (7,091) (69,120) (20.8%) 5.2% 8.3% (0.6%) (9.2%) (0.6%) 337,504 479,591 9,237,265 52,346 316,973 111,393 10,535,072 327,877 396,188 11,802,655 75,585 303,624 500,000 13,405,929 327,877 396,188 10,434,487 75,585 303,624 11,537,761 311,071 373,062 23,819,844 60,269 297,412 500,000 25,361,658 (16,806) (23,126) 12,017,189 (15,316) (6,212) 11,955,729 (5.1%) (5.8%) 101.8% (20.3%) (2.0%) 89.2% 26,002 37,503 32,987 13,579 3,773 2,815,426 18,779 3,314 2,951,363 19,708 28,042 48,977 12,434 5,436 6,038,195 17,773 10,000 6,180,565 19,708 28,042 48,977 12,434 5,436 2,133,146 17,773 2,265,516 23,401 19,762 30,331 12,249 4,813 5,533,132 17,545 10,000 5,651,233 3,693 (8,280) (18,646) (185) (623) (505,063) (228) (529,332) 18.7% (29.5%) (38.1%) (1.5%) (11.5%) (8.4%) (1.3%) (8.6%) 5,927,492 5,927,492 6,188,399 6,188,399 6,470,299 972,000 7,442,299 542,807 972,000 1,514,807 9.2% - 37,248,314 61,861,283 42,088,544 83,531,138 21,669,855 35.0% 124,361,355 182,652,528 130,685,591 217,630,154 34,977,626 19.1% - Total Enterprise Funds TOTAL ALL FUNDS ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2010-2011 ACTUAL EXPENDITURES/ EXPENSES 2009-2010 $ 73 CHANGE (BDGT-BDGT) % CHANGE City of Flagstaff Schedule 7: Appropriations by Department CITY OF FLAGSTAFF BUDGET BY DIVISION AND SECTIONS COMPARISON OF FISCAL YEAR 2011 AND 2012 (WITH ACTUAL FOR FISCAL YEAR 2010) ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2010-2011 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2010-2011 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2011-2012 870,940 353,767 2,607,440 1,431,635 469,698 170,444 1,313,674 7,217,598 1,524,807 2,533,266 1,501,355 480,432 185,021 2,271,362 8,496,243 1,478,558 2,534,636 1,408,646 453,063 184,856 1,600,324 7,660,083 1,359,455 2,583,431 1,340,604 501,953 185,891 2,492,411 8,463,745 (165,352) 50,165 (160,751) 21,521 870 221,049 (32,498) (10.8%) 2.0% (10.7%) 4.5% 0.5% 9.7% (0.4%) COMMUNITY DEVELOPMENT Community Development Admin. Planning & Development Services Capital Improvement Engineering Housing Community Redevelopment Flag Urban Trails System Metro Planning Organization Flagstaff Housing Authority TOTAL 274,934 2,237,649 (217,314) 1,653,732 303,295 1,106,806 776,130 288,452 6,423,684 258,264 2,060,392 (211,886) 1,445,136 250,158 3,472,650 2,493,239 521,925 5,927,492 16,217,370 258,270 1,941,402 (47,904) 1,434,444 249,787 1,861,432 1,071,319 400,309 6,188,399 13,357,458 272,070 1,949,928 (122,996) 1,404,111 248,992 3,229,861 3,578,560 447,633 6,470,299 17,478,458 13,806 (110,464) 88,890 (41,025) (1,166) (242,789) 1,085,321 (74,292) 542,807 1,261,088 5.3% (5.4%) (42.0%) (2.8%) (0.5%) (7.0%) 43.5% (14.2%) 9.2% 7.8% MANAGEMENT SERVICES Management Services Admin. Finance/Budget Sales Tax & Licensing Customer Service TOTAL 682,961 879,507 583,357 847,063 2,992,888 649,914 882,907 688,129 849,168 3,070,118 649,609 869,254 605,430 829,880 2,954,173 726,993 889,139 612,641 822,366 3,051,139 77,079 6,232 (75,488) (26,802) (18,979) 11.9% 0.7% (11.0%) (3.2%) (0.6%) FIRE 9,658,929 9,419,450 9,251,000 9,073,711 (345,739) (3.7%) POLICE Police Police Grants TOTAL 14,392,766 1,632,787 16,025,553 14,614,050 1,637,565 16,251,615 14,140,500 1,545,447 15,685,947 14,648,548 2,011,626 16,660,174 34,498 374,061 408,559 0.2% 22.8% 2.5% PUBLIC WORKS Public Works Administration USGS Facilities Parks Fleet Services Cemetery Public Facilities Maintenance Street Maintenance & Repairs Street Const. & Reconstruction Transportation CIP Street & Highway User Rev Bonds Solid Waste Sustainability TOTAL 284,886 1,157,357 2,537,065 4 187,118 1,074,557 3,389,298 4,645,822 2,541,200 1,899,070 8,857,122 1,478 26,574,977 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 89,484 1,033,640 2,584,152 (101,121) 221,417 1,258,954 3,937,494 3,334,264 1,063,919 2,360,118 8,916,121 1,179,508 25,877,950 69,968 2,352,373 2,762,201 211,921 351,809 1,154,867 4,322,994 1,003,719 5,301,272 2,371,479 22,189,531 1,285,492 43,377,626 DIVISION/SECTION GENERAL ADMINISTRATION City Manager City Clerk City Court Law Human Resources Risk Management Information Technology TOTAL Annual Financial Plan ACTUAL EXPENDITURES/ EXPENSES 2009-2010 $ 74 CHANGE (BDGT-BDGT) 128 (180,925) (39,563) 211,300 (14,139) (165,789) 264,535 (1,769,488) 2,630,310 11,361 12,439,070 (427,844) 12,958,956 % CHANGE 0.2% (7.1%) (1.4%) 34,025.8% (3.9%) (12.6%) 6.5% (63.8%) 98.5% 0.5% 127.6% (25.0%) 42.6% City of Flagstaff Schedule 7: Appropriations by Department ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2010-2011 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2010-2011 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2011-2012 406,811 1,182,307 286,685 412,151 109,571 1,008,897 776,955 1,235,878 366,410 5,785,665 606,095 10,883,549 286,686 673,472 152,194 3,441,576 969,634 1,223,259 329,369 18,565,834 456,916 1,832,097 286,686 425,188 152,097 1,593,442 959,406 1,222,348 328,126 7,256,306 744,754 10,821,729 286,685 666,083 134,620 2,247,499 2,054,630 1,248,460 311,297 18,515,757 138,659 (61,820) (1) (7,389) (17,574) (1,194,077) 1,084,996 25,201 (18,072) (50,077) 22.9% (0.6%) (0.0%) (1.1%) (11.5%) (34.7%) 111.9% 2.1% (5.5%) (0.3%) 3,615,414 1,456,528 4,410,747 9,482,689 3,748,140 3,430,976 6,730,159 13,909,275 3,585,331 1,453,646 4,859,182 9,898,159 3,751,135 3,424,132 3,418,612 10,593,879 2,995 (6,844) (3,311,547) (3,315,396) 0.1% (0.2%) (49.2%) (23.8%) 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 993,591 3,088,266 (53,005) 1,260,389 76,131 680,685 6,470,869 1,934,139 873,931 298,900 789,213 384,413 137,774 1,850,583 960,751 672,145 47,355 2,095,926 22,562,056 969,381 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 27,160,996 907,984 3,662,794 1,371,874 75,407 123,717 510,437 2,005,808 961,290 302,941 826,388 128,763 127,000 3,914,369 2,360,052 600,405 565,539 967,202 19,411,970 1,097,035 3,813,823 1,490,818 77,924 5,780,000 3,449,000 3,165,607 1,136,286 465,187 1,022,089 484,000 692,590 4,187,604 2,360,477 580,408 616,743 4,335,981 34,755,572 127,654 44,774 118,944 (3,410) 5,439,791 239,341 1,229,387 174,996 37,237 92,304 (11,000) 433,386 175,810 425 (25,283) (165,539) (314,241) 7,594,576 13.2% 1.2% 8.7% (4.2%) 1,599.0% 7.5% 63.5% 18.2% 8.7% 9.9% (2.2%) 167.2% 4.4% 0.0% (4.2%) (21.2%) (6.8%) 28.0% NON-DEPARTMENTAL Council & Commissions Contributions to Other Agencies Non-Departmental G.O. Bond - Debt Service SID-Debt G.O. Bond Funded Projects Municipal Facilities Corp Special Improvement District Transportation 4th Street Debt Service Facility Improvement Debt TOTAL 302,093 944,092 2,702,900 3,019,926 1,499,887 2,341,896 104,967 447,361 3,325,683 2,262,700 485,105 17,436,610 358,287 944,583 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 35,337,957 358,564 923,494 1,054,892 3,276,953 1,405,625 4,974,492 19,250 118,500 3,619,159 2,263,958 472,658 18,487,545 362,540 906,003 2,638,101 4,945,431 1,402,475 26,544,144 5,420,640 4,981,330 2,264,771 472,658 49,938,093 4,253 (38,580) 52,700 1,427,978 (3,150) 12,057,155 842,640 (26,210) 282,537 813 14,600,136 1.2% (4.1%) 2.0% 40.6% (0.2%) 83.2% 18.4% (100.0%) 6.0% 0.0% 41.3% 200,706 3,805,000 845,000 5,722,000 1,917,000 50.4% 124,361,355 182,652,528 130,685,591 217,630,154 34,977,626 19.1% DIVISION/SECTION ECONOMIC VITALITY Community Investment Airport Debt Service - Airport Arts and Science Urban Design Streetscape Economic Development Tourism - Gen. Admin. Visitor Services TOTAL ACTUAL EXPENDITURES/ EXPENSES 2009-2010 $ COMMUNITY ENRICHMENT Library Library Grants Recreation TOTAL RESERVES/CONTINGENCIES GRAND TOTAL $ CHANGE (BDGT-BDGT) % CHANGE This schedule includes the entire budgetary responsibility of the division without regard to funding source. Operating revenue transfers provide the level of accountability for division managers and department heads. Annual Financial Plan 75 City of Flagstaff Schedule 8: Operating Capital CITY OF FLAGSTAFF SUMMARY OF OPERATING CAPITAL FISCAL YEAR 2011-2012 SECT # SECTION OPERATING CAPITAL CARRYFWD 2010-2011 - 51,200 250,000 150,000 24,000 24,000 - 24,400 24,400 24,400 24,400 24,000 24,000 29,000 3D DIGITAL CRIME SCENE MAPPING EQUIPMENT BOMB DISPOSAL EQUIPMENT FOR ROBOT 20 BODY CAMERAS & HARD DRIVE EQUIPMENT - 70,000 20,000 65,000 26 PARKS SOF'FAL ENGINEERED WOOD FIBER REPLACEMENT TENNIS COURT FENCING TENNIS COURT RESURFACING PONDEROSA PARK RAMADA ROOF REPAIR GUADALUPE PARK FENCE REPLACEMENT THORPE PARK TENNIS COURT FOXGLEN PARK SKATEPARK SURFACE REPAIRS - 20,500 17,000 39,000 14,100 8,200 13,200 18,000 30 RECREATION JAY LIVELY ANNUAL CAPITAL ALLOCATION AQUAPLEX CARDIO EQUIPMENT ICE RINK BLEACHERS 30,000 15,000 140,000 108,000 32 STREET MAINT. & REPAIRS 6 SNOW PLOWS THERMOPLASTIC MACHINE REFURBISH 1997 PAINT STRIPER WATER TRUCK WITH TANK 1 TON PICK-UP TRUCK - 49,000 90,000 50,000 200,000 60,000 37 AIRPORT SNOW REMOVAL EQUIPMENT 468,289 582,525 41 SOLID WASTE REAR LOADER (2) TOP LOADERS DUST CONTROL POST CLOSURE SET ASIDE LANDFILL COMPACTOR 4X4 PICK UP TRUCK TOP LOADER METHANE GAS COLLECTION WASTE MANAGEMENT PLAN SOUTH BOUROUGH PIT STUDY CLOSURE STUDY SCHULTZ FLOOD MITIGATION SIDE LOADER REPLACEMENT PUBLIC WORKS YARD IMPROVEMENTS FLATBED TRAILER PAC RAT FUEL TANKER PYTHON RAPID RAIL 27,500 10,000 155,000 105,000 27,500 257,500 596,198 10,000 425,000 1,127,000 22,400 298,099 70,000 50,000 115,000 70,000 100,000 27,500 200,000 10,000 155,000 105,000 27,500 42 UTIL./ WS ADMIN FOUR DOOR SEDAN COMPUTER SERVER - 30,000 6,000 47 LAKE MARY WATER PLANT NEW RAW WATER PUMP PICK-UP TRUCK PICK-UP TRUCK SCADA IMPROVEMENTS 60,000 75,000 25,000 30,000 60,000 49 WATER DISTRIBUTION MAJOR VEHICLE REPAIRS - 15,000 53 WASTEWATER TREATMENT INSTALL NEW DIGESTER GAS BOOSTER SYSTEM INSTALL NEW DIGESTER GAS DRAIN PUMP DOZER - SLUDGE INJECTION MAJOR VEHICLE REPAIRS - 75,000 60,000 150,000 6,000 21 FIRE BRUSH TRUCK & BED ASSISTANCE TO FIREFIGHTER GRANT EQUIPMENT AZ HOMELAND SECURITY EQUIPMENT 22 POLICE POLICE CRUISER POLICE CRUISER POLICE CRUISER POLICE CRUISER POLICE CRUISER POLICE CRUISER FULL SIZE 4 X 4 SUV 23 POLICE GRANTS Annual Financial Plan 76 $ BUDGET 2011-2012 City of Flagstaff Schedule 8: Operating Capital CITY OF FLAGSTAFF SUMMARY OF OPERATING CAPITAL FISCAL YEAR 2011-2012 SECT # SECTION OPERATING CAPITAL 54 WSTWTR COLLECTION UPGRADE VEHICLE, COMPUTER AND EQUIPMENT 1 TON DUMP TRUCK 55 WSTWTR MONITORING LAB EQUIPMENT PICK-UP TRUCK 56 RECLAIMED WATER PLANT-RIO PRIMARY ODOR CONTROL CARBON CHANGEOUT 58 WW COLLECTION IMPROVEMENT REACLAIM WATER REBATES TOTAL Annual Financial Plan CARRYFWD 2010-2011 $ $ 77 BUDGET 2011-2012 - 75,000 60,000 - 6,000 30,000 11,500 61,500 - 112,590 942,789 6,748,612 City of Flagstaff Schedule 9: Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2011-2012 SECT # SECTION PROJECT CARRYFWD 2010-2011 24 CAPITAL PROJECTS FUND FIRE STATIONS FUTS/OPEN SPACE LAND ACQUISITION PRESIDIO SUBDIVISION 2010 STREET/UTILITY COURT FACILITY USGS 2010 SFO COMMUNICATION SYSTEM 2010 PAVEMENT PRESERVE CHERRY AVENUE STREET FRANKLIN/MOHAWK IZABEL AVENEUE SUNNYSIDE PHASE V-B SOUTH BEAVER/SOUTH LEROUX 26 PARKS ARROYO PARK IMPROVEMENTS 28 CEMETERY CEMETERY OFFICE ADDITION 33 STREET CONSTRUCTION RESERVE FOR IMPROVEMENTS MINOR TRANSPORTATION IMPROVEMENTS SIDEWALK REPLACEMENT PROGRAM STREET IMPROVEMENT PROGRAM SUNNYSIDE PH V-A PONDEROSA PARKWAY 37 AIRPORT CAPITAL PROJECTS APRON RECONSTRUCTION ACCESS ROAD CAPACITY REHAB TAXIWAY RECONSTRUCT 41 ENVIRONMENTAL SERVICES STORMWATER INFRASTRUCTURE MAINTENANCE BUILDING FUELING STATION MUNICIPAL SERVICES MAINTENANCE FACILITY 49 WATER DISTRIBUTION EAST FLAG PARKING LOT IMPROVEMENTS 51 BETTRMTS & IMP WATER DIST FT TUTHILL WATER/SEWER EXTENSION RESERVE FOR IMPROVEMENTS I B PIPELINE RELOCATION I B PIPELINE REALIGNMENT I B TREE REMOVAL-FLOOD RADIO METER INSTALLATION 175,000 - 195,000 125,000 760,000 3,600,000 1,000,000 100,000 52 BETTRMTS & IMP WATER PROD RAILROAD SPRINGS RESEVOIR FUTURE WATER ACQUISITIONS WATER RESOURCES SUSTAIN STUDY FLAGSTAFF SHALLOW WELLS 450,000 749,563 251,000 - 450,000 948,000 251,000 1,800,000 53 WASTEWATER TREATMENT WILDCAT DIGESTOR REPAIR WILDCAT DIGESTOR IMPROVEMENTS 57 WASTEWATER TREATMENT IMPRV PICTURE CANYON WILDCAT BARSCREENS 58 WSTWTR COLLECTION IMRPV SEWER REPLACEMENT PROGRAM ELLERY/NAU SEWER INTERCEPTOR RESERVE FOR IMPROVEMENTS 66 NON-DEPARTMENTAL REDEVELOPMENT 645,000 645,000 71 ARTS AND SCIENCE PUBLIC ARTWORK 278,400 282,233 74 STREETSCAPE SPECIAL PROJECTS & UNPROGRAMMED WORK HISTORIC FACADES WOODLANDS/BEULAH MEDIANS SOUTHSIDE PLAN - BEAVER/SAN FRANCISCO CITY HALL FLOWER BEDS 4th ST NEIGHBORHOOD GATEWAY NEIGHBORHOOD GARDENS 30,000 30,000 760,530 27,000 47,592 97,360 12,500 80,000 83,529 760,530 27,000 55,500 197,360 12,500 Annual Financial Plan 78 $ BUDGET 2011-2012 1,300,000 3,500,000 4,720,000 - 209,261 1,300,000 3,500,000 500,000 10,000,000 5,420,640 4,720,000 1,500,000 1,150,000 2,084,308 500,000 474,750 605,825 73,800 73,800 128,000 128,000 - 40,000 50,000 15,000 893,000 1,000 4,719 223,710 3,159,061 5,132,757 223,710 3,159,061 5,132,757 75,000 - 24,000 100,000 275,000 10,000,000 - 184,000 - 57,000 600,000 176,000 184,000 300,000 100,000 380,000 100,000 City of Flagstaff Schedule 9: Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2011-2012 SECTION SECT # PROJECT 74 STREETSCAPE (cont'd) BUTLER MEDIANS PHASE III 4TH ST CORRIDOR IMPROVEMENTS 75 FLAGSTAFF URBAN TRAIL SPECIAL PROJECTS & UNPROGRAMMED WORK FUTS SIGNAGE PROGRAM ARIZONA TRAIL - RT 66 TO MCMILLAN MESA RT 66 - RIO N TO SAN FRANCISCO HOSPITAL RIM FUTS TRAIL COUNTRY CLUB FUTS TRAIL SIXTH AVE CONNECTOR ARROWHEAD CONNECTOR MUSEUM CONNECTOR CEDAR TRAIL - TURQOISE DRIVE TO AZ TRAIL SWITZER MESA TRAIL - FOREST TO AZ TRAIL SWITZER CANYON FUTS TRAIL BNSF WALNUT-FLORENCE UNDERPASS DOWNTOWN UNDERPASS MALL TRANSFER CENTER TRAIL REALIGNMENT RT 66 EAST - COUNTRY CLUB TO MALL TRAIL FLORENCE-WALNUT UNDERPASS 4th STREET - HUNTINGTON TO BUTLER PINE KNOLL TRAIL - SAN FRANCISCO TO LONETREE 92 TRANSPORTATION CIP 99 STORMWATER CAPITAL PROJEC FLAGSTAFF HOUSING AUTHORITY 521,080 500,000 110,000 1,000 87,750 2,650 250,000 357,530 75,000 236,000 - 50,000 260,000 292,080 1,000 187,000 25,000 114,000 229,000 42,650 134,000 85,000 250,000 681,164 150,000 80,000 236,000 522,000 159,666 80,000 BIKE/PED & SAFETY IMPROVEMENTS TRANSPORTATION PLANNING & PROGRAMMING BEULAH BLVD EXTENSIONS RESERVE FOR TRANSPORTATION IMPROVEMENTS INDUSTRIAL DRIVE - HUNTINGTON TO PURINA TRAFFIC SIGNAL PROGRAM MALL RT 66 INFRASTRUCTURE WEST/ARROWHEAD IMPROVEMENT 2011 HSIP 11,225 104,416 175,000 1,154,500 - 337,400 100,000 300,000 125,000 11,225 167,647 175,000 4,060,000 25,000 RIO DE FLAG PROJECT RIO PARKING REPLACEMENT DRAINAGE SPOT IMPROVEMENT SPOT IMPROVEMENT-ANNUAL SPOT IMPROVEMENT-ANNUAL (3990) SPOT IMPROVEMENT-SKUNK CANYON SPOT IMPROVEMENT-MOUNTAIN PHASE I 2,483,020 1,200,000 108,371 108,372 3,135,981 1,200,000 2,419 75,000 15,000 276,380 247,944 BUILDING IMPROVEMENTS $ BUDGET 2011-2012 20,000 200,000 Total Annual Financial Plan CARRYFWD 2010-2011 $ 28,735,107 79 558,210 80,766,329 City of Flagstaff Schedule 10: Debt Service Requirements CITY OF FLAGSTAFF DEBT SERVICE REQUIREMENTS FISCAL YEAR 2011-2012 ORIGINAL ISSUE GENERAL FUND [20,21,30,80] Existing Debt: USGS-Series 12 Capital Lease - APSES Certificates of Participation - Fire Equipment Proposed Capital Lease - Court Facility 2012 Proposed MFC Revenue Bonds - USGS Building 2012 $ 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 Improvements 2011 Proposed G.O. Series Public Safety Communication 2011 Proposed G.O. Series Street & Utility Improvements 2011 Proposed G.O. Series Street & Utility Improvements 2012 Proposed G.O. Series Capital Projects Improvements 2012 SPECIAL ASSESSMENT DISTRICT [96] Existing Debt: Sawmill District ENVIRONMENTAL SERVICES [41] Proposed Capital Lease - Public Works Facility AIRPORT FUND [39] Existing Debt: Other debt - Lease Purchase - Hangars Other debt - Loan - Hangars Annual Financial Plan $ PRINCIPAL INTEREST FISCAL CHARGES TOTAL REQUIREMENTS 4,700,000 3,800,000 350,000 8,000,000 23,020,000 39,870,000 2,010,000 1,542,458 319,304 3,871,762 365,000 422,397 31,401 1,000,000 1,818,798 94,446 48,596 10,023 210,000 363,065 3,240 1,665 465 3,240 8,610 462,686 472,658 41,889 1,213,240 2,190,473 5,580,000 4,610,000 10,190,000 1,725,000 4,205,696 5,930,696 1,725,000 413,599 2,138,599 94,875 132,010 226,885 1,220 4,775 5,995 1,821,095 550,384 2,371,479 25,000,000 25,000,000 16,085,000 16,085,000 1,500,000 1,500,000 760,513 760,513 4,258 4,258 2,264,771 2,264,771 3,370,000 3,370,000 3,205,000 3,205,000 120,000 120,000 133,638 133,638 3,240 3,240 256,878 256,878 3,100,000 31,500,000 2,400,000 4,720,000 8,250,000 8,250,000 500,000 58,720,000 1,445,000 22,570,000 24,015,000 460,000 1,470,000 300,000 115,000 300,000 300,000 85,000 3,030,000 67,008 1,016,863 150,000 120,000 230,000 230,000 80,000 1,893,871 1,920 3,600 3,240 3,200 3,200 3,200 3,200 21,560 528,928 2,490,463 453,240 238,200 533,200 533,200 168,200 4,945,431 19,075,000 19,075,000 18,130,000 18,130,000 505,000 505,000 893,875 893,875 3,600 3,600 1,402,475 1,402,475 100,000 100,000 100,000 100,000 - 8,200,000 8,200,000 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 Improvements 2010 WIFA Revolving Debt - Local Aquifer Study Other debt - Lease Purchase - Co-Generators Proposed WIFA Revolving Loan - Future Water Rights 2011 Proposed WIFA Revolving Loan - Future Water Rights 2012 Total Debt Service Requirements OUTSTANDING 07/01/2011 - 8,000,000 8,230,000 6,000,000 6,775,760 7,900,000 23,100,000 8,500,000 2,100,000 775,000 1,000,000 800,000 2,000,000 2,000,000 425,000 77,605,760 1,680,000 2,150,000 404,667 4,298,785 6,325,000 20,380,478 7,539,307 1,228,343 214,773 504,174 314,928 1,207,679 46,248,134 1,960,000 404,665 326,302 335,000 970,913 324,586 82,147 9,252 41,296 33,037 197,766 85,000 10,000 4,779,964 75,600 69,876 13,767 88,450 112,028 410,055 178,642 31,449 2,995 8,794 7,035 53,188 35,000 5,000 1,091,879 2,782,598 600,000 3,382,598 2,176,781 258,568 2,435,349 111,701 41,327 153,028 120,034 13,623 133,657 245,413,358 119,920,941 14,145,389 5,597,383 80 200,000 200,000 5,390 1,214 64,050 95,432 305,707 114,214 29,029 3,244 13,755 11,003 3,200 30,000 676,238 - 75,600 2,035,266 419,646 478,802 542,460 1,686,675 617,442 142,625 15,491 63,845 51,075 254,154 150,000 15,000 6,548,081 231,735 54,950 286,685 723,501 20,466,273 City of Flagstaff Annual Financial Plan 81 City of Flagstaff CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2012-2017 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Sources of Funds Beginning Fund Balance 82 City of Flagstaff $ 18,825,583 14,019,080 18,029,415 15,534,315 6,428,863 5,094,564 4,099,332 4,065,564 4,508,978 13,690,788 5,020,255 2,132,644 13,160,500 5,005,000 2,625,000 13,054,500 5,005,000 2,400,000 13,778,000 5,200,000 2,450,000 13,922,780 5,304,000 2,499,000 14,069,218 5,410,080 2,548,980 14,217,336 5,518,282 2,599,960 14,367,159 5,683,830 2,651,959 14,728,307 5,854,345 2,704,998 7,899,626 4,490,087 2,490,360 1,715,109 535,678 807,309 5,900,000 4,300,000 2,248,000 2,374,506 395,080 850,000 5,955,306 4,300,000 2,300,000 2,204,904 522,708 860,000 5,559,706 4,700,000 2,500,000 2,979,023 445,632 850,000 5,670,900 4,747,000 2,500,000 638,739 453,467 850,000 5,784,318 4,794,470 2,500,000 409,776 461,502 850,000 5,900,004 4,842,415 2,500,000 416,270 469,765 850,000 6,018,005 4,890,839 2,500,000 422,927 476,327 850,000 6,198,545 4,939,747 2,500,000 429,750 483,082 850,000 34,021 1,059,827 263,113 84,000 690,000 240,650 35,000 690,000 148,650 36,750 800,000 153,650 38,588 832,000 158,900 40,517 865,280 164,413 42,543 899,891 170,201 44,670 935,887 176,279 46,904 973,322 182,660 176,479 1,278,194 1,286,887 141,315 761,200 1,298,080 1,285,700 127,000 220,500 1,199,992 1,024,500 127,000 652,275 1,333,095 936,325 133,350 663,853 1,394,975 642,841 140,018 676,009 1,459,841 649,607 147,019 688,771 1,527,827 656,632 154,370 702,172 1,599,092 583,929 162,089 716,244 1,673,795 591,509 170,193 983,648 332,124 1,025,500 235,900 975,000 264,500 989,350 273,120 1,004,074 279,407 1,019,187 285,864 1,034,704 292,497 1,050,643 299,313 1,067,020 306,315 201,343 3,399,288 47,938,096 250,000 6,602,898 49,459,014 125,000 2,460,069 43,872,629 125,000 2,687,073 46,582,348 125,000 2,693,203 44,558,745 125,000 2,749,439 45,010,519 125,000 2,756,170 45,662,638 125,000 2,763,226 46,303,345 125,000 2,770,621 47,312,357 Transfers In Library HURF Beautification Economic Development Tourism Visitor Center Recreation-BBB Real Estate Proceeds Community Redevelopment Utilities fund p Airport Environmental Services Stormwater Capital Projects Fund Total Transfers In 78,391 85,401 451,260 263,240 6,847 2,590 1,232,205 14,000 1,958,565 33,567 223,603 73,312 700,000 5,122,981 328,391 85,401 507,853 6,847 2,590 1,349,636 14,000 1,969,469 199,567 109,480 79,780 500,000 5,153,014 328,391 85,401 456,037 6,847 2,590 1,319,560 14,000 1,969,469 33,567 107,182 79,780 500,000 4,902,824 78,391 85,401 507,201 6,847 2,590 1,349,712 14,000 1,978,889 171,567 109,453 80,578 4,384,629 78,391 85,401 519,631 6,847 2,590 1,395,715 14,000 157,794 69,567 111,252 81,384 2,522,572 78,391 85,401 482,403 6,847 2,590 1,431,587 14,000 157,794 33,567 113,088 82,197 2,487,865 39,196 77,701 495,526 6,543 1,295 1,468,534 14,000 78,897 256,784 107,555 83,019 2,629,049 70,000 509,010 6,238 1,506,591 14,000 102,059 83,850 2,291,747 70,000 522,865 6,238 1,545,788 14,000 104,007 84,688 2,347,585 Total Revenues & Transfers In 53,061,077 54,612,028 48,775,453 50,966,977 47,081,317 47,498,384 48,291,687 48,595,092 49,659,943 Total Sources of Funds 71,886,659 , , 68,631,108 , , 66,804,869 , , 66,501,292 , , 53,510,180 , , 52,592,948 , , 52,391,019 , , 52,660,656 , , 54,168,921 , , 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 g for Services General Government Parks and Recreation Public Safety Cemetery Fines & Forfeitures Court Fines Other Fines Other Revenue Interest Earnings Miscellaneous Total Revenues Schedule 11: Five-year Plans Annual Financial Plan Actual 2009-2010 CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2012-2017 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Uses of Funds 83 Divisions General Administration Management Services g Community Development Fire Police Public Works Economic Vitality Community Enrichment Non-Departmental Contingency Less Indirect Charges Total Department Expenditures 7,217,598 2,992,888 , , 4,230,249 9,245,895 15,755,986 4,508,328 406,811 3,008,868 3,265,692 44,248 (6,762,662) 43,913,901 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 7,328,629 2,954,173 , , 3,835,999 9,132,317 15,597,486 2,931,153 456,916 3,178,862 2,340,550 800,000 (6,753,145) 41,802,940 7,410,304 3,051,139 , , 3,752,105 8,622,511 16,330,574 4,813,525 744,754 3,155,612 3,261,644 1,200,000 (6,324,872) 46,017,296 7,014,089 3,016,139 , , 3,747,107 8,117,511 15,327,401 5,800,483 344,754 3,103,612 2,980,644 250,000 (5,700,000) 44,001,740 7,109,089 3,016,139 , , 3,747,107 8,117,511 15,327,401 5,800,483 344,754 3,103,612 2,980,644 250,000 (5,700,000) 44,096,740 7,014,089 3,016,139 , , 3,747,107 8,117,511 15,327,401 5,803,289 344,754 3,143,612 2,980,644 250,000 (5,700,000) 44,044,546 7,109,089 3,016,139 , , 3,747,107 8,117,511 15,327,401 5,792,009 344,754 3,143,612 2,980,644 250,000 (5,700,000) 44,128,266 7,014,089 3,016,139 , , 3,747,107 8,117,511 15,327,401 5,792,009 344,754 3,143,612 2,980,644 250,000 (5,700,000) 44,033,266 Debt Service Leases Bonds Total Debt Service Total Operating Budget 483,938 485,105 969,043 44 882 944 44,882,944 472,658 1,963,873 2,436,531 48 531 686 48,531,686 472,658 1,963,873 2,436,531 44 239 471 44,239,471 472,658 1,757,814 2,230,472 48 247 768 48,247,768 472,658 462,656 935,314 44 937 054 44,937,054 472,658 462,656 935,314 45 032 054 45,032,054 280,497 459,850 740,347 44 784 893 44,784,893 45,000 459,850 504,850 44 633 116 44,633,116 45,000 459,850 504,850 44 538 116 44,538,116 Capital/CIP Fleet Information Technology Capital Improvement Projects Operating Capital Total T t l Capital/CIP C it l/CIP 279,941 667,718 1,401,879 702,140 3,051,678 3 051 678 152,850 947,631 4,372,500 570,988 6,043,969 6 043 969 83,000 331,454 1,702,891 289,473 2,406,818 2 406 818 177,800 1,053,441 846,800 996,000 3,074,041 3 074 041 286,670 469,950 245,000 1,001,620 1 001 620 286,670 469,950 245,000 1,001,620 1 001 620 286,670 469,950 245,000 1,001,620 1 001 620 286,670 469,950 245,000 1,001,620 1 001 620 286,670 469,950 245,000 1,001,620 1 001 620 Transfers Out Library MPO Hurf 1,260,910 24,300 2,074,355 1,178,951 22,720 1,972,275 1,178,951 22,720 1,972,275 1,167,951 22,493 2,526,195 1,167,951 22,493 648,100 1,167,951 22,493 648,100 1,167,951 22,493 648,100 1,167,951 22,493 648,100 1,167,951 22,493 648,100 Transit Economic Development p Tourism Housing and Community Svcs Airport Stormwater Total Transfers Out Excess revenues over expenditures 120,000 40,057 229,074 78,000 2,095,926 5,922,622 (796,167) 411,698 100,000 63,000 4,650,222 8,398,866 (8,362,493) 264,117 219,000 967,202 4,624,265 (2,495,101) 389,000 309,000 4,335,981 8,750,620 (9,105,452) 358,398 280,000 2,476,942 (1,334,299) 360,398 261,000 2,459,942 (995,232) 354,398 346,000 2,538,942 (33,768) 354,398 324,000 2,516,942 443,414 293,000 321,000 2,452,544 1,667,663 City of Flagstaff Total Uses of Funds 53,857,244 62,974,521 51,270,554 60,072,429 48,415,616 48,493,616 48,325,455 48,151,678 47,992,280 Ending Fund Balance $ 18,029,415 5,656,587 15,534,315 6,428,863 5,094,564 4,099,332 4,065,564 4,508,978 6,176,641 Schedule 11: Five-year Plans Annual Financial Plan Actual 2009-2010 Actual 2009-2010 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Sources of Funds Beginning Fund Balance $ 620,215 727,912 783,153 540,180 286,440 332,399 271,358 212,870 194,627 Revenues State Grants Library District Taxes Interest Revenue Miscellaneous Total Revenues 96,345 4,429,275 26,844 52,920 4,605,384 74,214 6,351,957 26,980 20,474 6,473,625 93,465 4,355,416 26,980 20,474 4,496,335 62,400 6,330,598 27,115 20,474 6,440,587 100,000 3,328,290 27,250 20,474 3,476,014 100,000 3,290,830 37,437 20,474 3,448,741 100,000 3,332,870 37,624 20,474 3,490,968 100,000 3,375,907 37,812 20,474 3,534,193 100,000 3,419,353 39,006 20,474 3,578,833 Transfers In Tourism General Fund Total Transfers In 1,260,910 1,260,910 1,178,951 1,178,951 1,178,951 1,178,951 5,400 1,167,951 1,173,351 2,700 1,277,103 1,279,803 1,309,121 1,309,121 1,342,082 1,342,082 1,414,593 1,414,593 1,450,247 1,450,247 Total Sources of Funds 6,486,509 8,380,488 6,458,439 8,154,118 5,042,257 5,090,261 5,104,408 5,161,655 5,223,707 Departments Library Library Grants Indirect Costs Subtotal Departments 3,615,416 96,345 553,023 4,264,784 3,748,140 74,214 550,891 4,373,245 3,585,331 93,465 550,891 4,229,687 3,751,135 62,400 514,020 4,327,555 3,668,297 100,000 526,871 4,295,168 3,760,544 100,000 540,043 4,400,587 3,855,156 100,000 553,544 4,508,700 3,952,193 100,000 567,383 4,619,576 4,051,718 100,000 581,568 4,733,286 County Wide Projects & Growth Subtotal County Wide Proj & Growth 1,360,181 1,360,181 3,356,762 3,356,762 1,360,181 1,360,181 3,361,732 3,361,732 311,299 311,299 314,926 314,926 318,643 318,643 322,453 322,453 326,358 326,358 5,624,965 7,730,007 5,589,868 7,689,287 4,606,467 4,715,513 4,827,342 4,942,028 5,059,644 Uses of Funds 84 Total Operating Expenditures City of Flagstaff Reserves/Contingency - Library Capital Total Capital - Transfer Out General Fund 78,391 328,391 5,703,356 783,153 Total Uses of Funds Ending Fund Balance (1) (1) $ 100,000 - - - - - - 25,000 25,000 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 - - 8,158,398 5,918,259 7,867,678 4,709,858 4,818,904 4,891,538 4,967,028 5,084,644 222,090 540,180 286,440 332,399 271,358 212,870 194,627 139,063 - Excludes monies restricted for branch libraries, expansion, and automation. - 100,000 Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF LIBRARY FUND FIVE YEAR PLAN 2012-2017 Actual 2009-2010 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Sources of Funds Beginning Fund Balance $ Revenues Intergovernmental Revenues (309,412) 893,047 Highway User Revenues LTAF Interest Revenues Other Financing Sources Miscellaneous Revenues Total Revenues 85 Transfers In General Fund Stormwater Capital Projects Transportation Tax Total Transfers in Total Sources of Funds 2,420,718 - 2,258,729 300,000 1,475,135 300,000 1,361,276 1,224,599 1,100,813 - 1,188,219 - 1,228,208 200,000 1,000,000 6,429,355 156,217 9,488 4,629,066 134,569 12,251,742 6,562,309 4,000 146,038 6,712,347 6,400,000 1,000 1,265,968 7,966,968 5,800,000 7,000 (60,000) 6,047,000 5,858,000 14,000 1,365,505 7,437,505 5,975,160 12,000 1,365,505 8,352,665 6,184,291 11,000 1,365,505 7,560,796 6,400,741 12,000 6,624,767 12,000 - 6,412,742 6,636,769 2,074,355 101,909 200,000 2,048,153 4,424,417 1,972,275 298,887 3,219,405 5,490,567 1,972,275 255,634 1,710,013 3,937,922 2,526,195 303,883 5,976,656 8,806,734 648,100 311,480 4,714,784 5,674,364 648,100 319,267 4,044,884 5,012,251 648,100 327,249 2,725,634 3,700,969 648,100 335,430 1,726,284 2,709,800 648,100 343,816 3,250,084 4,241,986 16,366,747 14,623,632 14,163,619 16,328,869 14,473,145 14,589,515 12,362,577 10,310,761 12,106,962 3,297,908 1,547,226 7,278,412 12,123,546 3,881,459 1,407,288 5,621,169 100,000 11,009,916 3,766,662 1,407,288 4,569,015 9,742,965 3,873,994 1,357,728 6,753,991 525,000 12,510,713 3,963,920 1,289,842 7,359,000 12,612,762 4,056,229 1,322,088 7,474,600 12,852,917 4,150,984 1,355,140 5,040,150 10,546,274 4,248,250 1,389,019 2,824,900 8,462,169 4,348,094 1,423,744 4,431,900 10,203,738 1,899,070 1,899,070 2,360,118 2,360,118 2,360,118 2,360,118 2,371,479 2,371,479 550,384 550,384 550,384 550,384 550,384 550,384 550,384 550,384 550,384 550,384 85,401 85,401 500,000 85,401 585,401 500,000 85,401 585,401 85,401 85,401 85,401 85,401 85,401 85,401 77,701 77,701 70,000 70,000 70,000 70,000 14,108,017 13,955,435 12,688,484 14,967,593 13,248,547 13,488,702 11,174,359 9,082,553 10,824,122 2,258,730 668,197 1,475,135 1,361,276 1,224,599 1,100,813 1,188,219 1,228,208 1,282,840 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 $ Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF HIGHWAY USER FUND FIVE YEAR PLAN 2012-2017 Actual 2009-2010 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Sources of Funds Beginning Fund Balance $ Revenues Sales Tax Interest Revenues Miscellaneous Revenues Total Revenues (502,116) 9,526,056 28,746 9,554,802 Transfers In General Fund Total Transfers In 120,000 120,000 Total Sources of Funds 320,620 669,116 2,272,936 3,247,818 1,413,654 291,523 525,963 2,274,586 9,235,030 44,000 5,000,000 14,279,030 9,538,832 36,000 642,000 10,216,832 9,985,181 66,000 5,000,000 15,051,181 10,075,047 32,000 10,107,047 10,175,796 33,000 10,208,796 10,328,433 8,000 10,336,433 10,605,696 21,000 10,626,696 10,890,463 58,000 10,948,463 - - - - - - - - 9,172,686 14,599,650 10,885,948 17,324,117 13,354,865 11,622,450 10,627,956 11,152,659 13,223,049 392,034 3,177,260 504,882 4,698,793 504,882 3,618,133 349,542 4,981,330 332,065 4,113,849 340,367 4,152,563 348,876 4,219,170 357,598 3,983,278 366,538 4,046,664 148,423 3,717,717 5,203,675 1,026 4,124,041 5,330,872 4,445,914 4,492,930 4,568,046 4,340,876 4,413,202 Transfers Out Highway User Revenue Fund Beautification Fund Total Transfers Out 2,048,153 475,000 2,523,153 3,219,405 515,000 3,734,405 1,710,013 515,000 2,225,013 5,976,656 504,000 6,480,656 4,714,784 520,000 5,234,784 4,044,884 535,000 4,579,884 2,725,634 550,000 3,275,634 1,726,284 550,000 2,276,284 3,250,084 550,000 3,800,084 Total Debt Service 2,262,700 2,263,958 2,263,958 2,264,771 2,260,513 2,258,113 2,258,313 2,260,913 2,258,163 Total Use of Funds 8,503,570 11,202,038 8,613,012 14,076,299 11,941,211 11,330,927 10,101,993 8,878,073 10,471,449 669,116 3,397,612 2,272,936 3,247,818 1,413,654 291,523 525,963 2,274,586 2,751,599 Uses of Funds 86 Departments Operating Indirect Costs Transit Capital Expenditures 4th Street Overpass Total Expenditures Ending Fund Balance $ Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF TRANSPORTATION FUND FIVE YEAR PLAN 2012-2017 City of Flagstaff Actual 2009-2010 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Sources of Funds Beginning Fund Balance $ Revenues BBB Tax Revenue Intergovernmental Revenue Interest Earnings Miscellaneous Total Revenues Transfers In Transportation Tax-STS Highway User Revenue Recreation-BBB Fund Total Transfers In Total Sources of Funds 3,743,901 4,541,867 4,223,882 1,161,859 1,065,307 856,891 807,739 791,055 1,010,130 688,349 43,072 85 1,741,636 984,041 1,784,194 39,060 2,807,295 1,052,000 749,386 28,524 1,829,910 1,061,468 1,702,949 37,440 2,801,857 1,072,083 1,425,255 42,230 2,539,568 1,082,804 11,620 1,094,424 1,099,046 10,650 1,109,696 1,110,036 8,570 1,118,606 1,121,137 8,080 1,129,217 475,000 110,000 585,000 515,000 500,000 110,000 1,125,000 515,000 500,000 110,000 1,125,000 504,000 110,000 614,000 520,000 110,000 630,000 535,000 110,000 645,000 550,000 110,000 660,000 550,000 110,000 660,000 550,000 110,000 660,000 6,895,537 7,676,196 7,496,777 7,639,739 4,331,427 2,804,731 2,626,587 2,586,346 2,580,272 119,569 1,775,028 1,894,598 152,194 5,934,815 10,000 6,097,009 152,097 2,664,761 2,816,858 144,620 5,816,059 10,000 5,970,679 137,621 2,598,868 10,000 2,746,489 140,437 1,315,000 10,000 1,465,437 118,322 1,195,000 10,000 1,323,322 121,280 1,155,000 10,000 1,286,280 124,313 980,000 10,000 1,114,313 451,260 7,813 459,073 507,853 10,000 517,853 456,037 456,037 507,201 507,201 519,631 519,631 482,403 482,403 495,526 495,526 509,010 509,010 522,865 522,865 2,353,670 6,614,862 3,272,895 6,477,880 3,266,120 1,947,839 1,818,848 1,795,290 1,637,177 4,541,867 1,061,334 4,223,882 1,161,859 1,065,307 856,891 807,739 791,055 943,095 87 4,568,901 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 2012-2017 Actual 2009-2010 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Sources of Funds Beginning Fund Balance $ 554,667 129,222 256,636 108,555 65,374 81,356 97,989 117,993 133,293 Revenue BBB Tax Revenue Incubator Lease Grant Revenues Interest Income/Misc Rev. Total Revenues 479,812 105,424 4,013 6,561 595,810 467,419 92,718 1,292 561,429 499,700 44,942 2,566 547,208 504,197 40,020 1,105,000 1,086 1,650,303 509,239 40,420 654 550,313 514,332 40,824 814 555,970 522,047 41,233 980 564,260 527,267 41,645 1,180 570,092 532,540 42,061 1,333 575,934 Transfer In MFC Capital Bond Fund General Fund Total Transfer In 106,297 40,057 146,354 411,698 411,698 264,117 264,117 17,146 389,000 406,146 345,000 345,000 345,000 345,000 345,000 345,000 338,000 338,000 337,000 337,000 1,296,831 1,102,349 1,067,961 2,165,004 960,687 982,326 1,007,249 1,026,085 1,046,227 82,268 50,000 52,640 59,742 50,000 4,400 55,000 60,431 30 50,000 4,400 48,575 57,159 316,310 67,492 313,201 40,000 20,000 105,621 - 71,581 301,848 40,000 20,000 108,363 - 62,450 4,500 40,000 18,000 83,609 260,400 40,000 10,000 110,335 - 64,135 4,500 40,000 18,000 84,340 260,804 40,000 10,000 111,120 - 65,866 4,500 40,000 18,000 85,078 261,212 40,000 10,000 111,913 - 67,643 4,500 40,000 18,000 85,824 261,624 40,000 10,000 112,713 - 69,469 4,500 40,000 18,000 86,577 262,040 40,000 10,000 113,522 - 629,294 632,899 636,569 640,305 644,108 250,038 250,038 251,438 251,438 252,688 252,688 252,488 252,488 252,488 252,488 Total Sources of Funds Uses of Funds 88 City of Flagstaff Departments Administration Job Site Marketing/Partnerships Flagstaff 40 Science Fund NACOG NAU/CCC RPI-NAU RPI NAU Business Ret & Work Force Develop Incubator Program ECONA SEDI Business Attraction Partnership Training Grants Reserve/Contingencies Total Expenditures 20,000 83,651 300 7,530 669,858 25,000 740,456 705,228 60,809 50,000 4,500 40,000 25,000 82,885 260,000 40,000 20,000 109,558 1,105,000 45,000 1,842,752 Debt Service Debt Service Total Debt Service 107,097 107,097 254,178 254,178 254,178 254,178 256,878 256,878 Transfer out General Fund Total Transfers Out 263,240 263,240 Total Uses of Funds Ending Fund Balance $ - - - - - - - - 1,040,195 994,634 959,406 2,099,630 879,331 884,336 889,256 892,792 896,596 256,636 107,715 108,555 65,374 81,356 97,989 117,993 133,293 149,632 Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF ECONOMIC DEVELOPMENT FUND FIVE YEAR PLAN 2012-2017 Actual 2009-2010 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2015-2017 Sources of Funds Begining Fund Balance $ 71,413 16,557 82,157 182,391 235,410 323,567 397,101 466,435 518,917 1,515,195 11,240 412 72,819 22,803 1,622,469 1,476,061 11,125 65,047 3,587 1,555,820 1,578,000 11,033 1,400 55,000 14,712 1,660,145 1,592,202 11,125 1,824 57,750 14,712 1,677,613 1,608,124 11,403 2,000 60,638 15,080 1,697,245 1,624,205 11,688 3,000 63,669 15,457 1,718,020 1,648,568 11,980 8,000 66,853 15,843 1,751,244 1,665,054 12,280 9,000 70,195 16,239 1,772,768 1,681,704 12,587 10,000 73,705 16,645 1,794,641 Revenues BBB Tax Revenues Building Rental Revenue Interest on Investments Visitor Center Retail Sales Miscellaneous Revenues Total Revenues Transfers In General Fund Total Transfers In - Total Sources of Funds 100,000 100,000 - - - - - - - 1,672,377 1,742,302 1,860,004 1,932,655 2,041,586 2,148,345 2,239,203 2,313,558 1,602,288 1,602,288 1,552,628 50,000 1,602,628 1,550,474 1,550,474 1,559,757 50,000 1,609,757 1,596,951 1,596,951 1,635,048 1,635,048 1,674,073 1,674,073 1,714,048 1,714,048 1,754,996 1,754,996 9,437 9,437 9,437 9,437 9,437 9,437 5,400 9,437 14,837 2,700 9,437 12,137 9,437 9,437 7,838 7,838 6,238 6,238 6,238 6,238 1,611,725 1,612,065 1,559,911 1,624,594 1,609,088 1,644,485 1,681,911 1,720,286 1,761,234 82,157 60,312 182,391 235,410 323,567 397,101 466,435 518,917 552,324 89 1,693,882 Uses of Funds Departments Operating Expenditures Reserve/Contingencies Total Expenditures Transfers Out Library fund General Fund Total Transfers Out Total Uses of Funds Ending Fund Balance $ Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF TOURISM FUND FIVE YEAR PLAN 2012-2017 City of Flagstaff Actual 2009-2010 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Sources of Funds Beginning Fund Balance $ 380,934 387,106 351,844 324,674 49,889 52,492 51,137 51,858 51,705 Revenues BBB Tax Revenues Miscellaneous Interest Income Total Revenues 378,799 1,275 2,987 383,061 369,015 3,871 372,886 394,500 3,518 398,018 398,051 3,247 401,298 402,031 499 402,530 406,051 525 406,576 412,142 511 412,653 416,263 519 416,782 426,670 517 427,187 Total Sources of Funds 763,995 759,992 749,862 725,972 452,419 459,067 463,791 468,640 478,892 Departments General Operating Public Art FCP Administration Contribution to Other Agencies To Be Determined by BPAC Reserve Total Expenditures 24 33,626 68,751 309,750 412,151 100 269,622 69,825 333,000 925 10,000 683,472 105 22,258 69,825 333,000 425,188 100 282,233 69,825 313,000 925 10,000 676,083 103 40,000 69,825 290,000 399,928 105 63,000 69,825 275,000 407,930 108 67,000 69,825 275,000 411,933 110 72,000 69,825 275,000 416,935 113 80,000 69,825 275,000 424,938 Total Uses of Funds 412,151 683,472 425,188 676,083 399,928 407,930 411,933 416,935 424,938 351,844 76,520 324,674 49,889 52,492 51,137 51,858 51,705 53,954 Uses of Funds 90 Ending Fund Balance $ Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF ARTS AND SCIENCE FUND FIVE YEAR PLAN 2012-2017 SUMMARY City of Flagstaff Actual 2009-2010 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Sources of Funds Beginning Fund Balance $ (117,414) 54,573 207,643 514,483 808,793 1,076,013 1,326,452 1,567,943 1,790,712 Revenues BBB Tax Revenue Interest on Investments Total Revenues 1,666,714 548 1,667,262 1,623,667 300 1,623,967 1,735,800 600 1,736,400 1,751,422 2,600 1,754,022 1,768,936 4,000 1,772,936 1,786,626 5,400 1,792,026 1,813,425 6,600 1,820,025 1,831,559 7,800 1,839,359 1,849,875 9,000 1,858,875 Total Sources of Funds 1,549,848 1,678,540 1,944,043 2,268,505 2,581,729 2,868,039 3,146,477 3,407,302 3,649,587 Transfers Out General Fund Beautification Total Transfers Out 1,232,205 110,000 1,342,205 1,349,636 110,000 1,459,636 1,319,560 110,000 1,429,560 1,349,712 110,000 1,459,712 1,395,715 110,000 1,505,715 1,431,587 110,000 1,541,587 1,468,534 110,000 1,578,534 1,506,590 110,000 1,616,590 1,545,788 110,000 1,655,788 Total Uses of Funds 1,342,205 1,459,636 1,429,560 1,459,712 1,505,715 1,541,587 1,578,534 1,616,590 1,655,788 207,643 218,904 514,483 808,793 1,076,013 1,326,452 1,567,943 1,790,712 1,993,798 Uses of Funds 91 Ending Fund Balance $ Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF BBB-RECREATION FUND FIVE YEAR PLAN 2012-2017 City of Flagstaff Actual 2009-2010 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Sources of Funds Beginning Fund Balance $ Revenues Interest on Investments Total Revenues Total Sources of Funds Uses of Funds Total Uses of Funds Ending Fund Balance $ 497,521 511,871 512,242 525,934 539,284 552,634 565,984 579,334 592,684 14,721 14,721 13,350 13,350 13,692 13,692 13,350 13,350 13,350 13,350 13,350 13,350 13,350 13,350 13,350 13,350 1,350 1,350 512,242 525,221 525,934 539,284 552,634 565,984 579,334 592,684 594,034 - - - - - - - - - 512,242 525,221 525,934 539,284 552,634 565,984 579,334 592,684 594,034 Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF REAL ESTATE PROCEEDS FUND FIVE YEAR PLAN 2012-2017 92 City of Flagstaff Actual 2009-2010 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Sources of Funds Beginning Fund Balance $ 1,822,066 1,769,454 1,698,110 1,512,887 509,366 495,366 481,366 467,366 453,366 Revenues Intergovernmental Revenues Interest on Investments Sale of Real Property Miscellaneous Revenues Total Revenues 681,869 13,223 34,985 79,826 809,903 1,968,644 1,968,644 1,211,102 8,200 483,000 29,148 1,731,450 1,794,776 483,000 2,277,776 1,176,385 1,176,385 1,147,565 1,147,565 1,120,187 1,120,187 1,094,178 1,094,178 1,069,469 1,069,469 Transfers In General Fund Total Transfers In 229,074 229,074 Total Sources of Funds - - - - - - - - 2,861,043 3,738,098 3,429,560 3,790,663 1,685,751 1,642,931 1,601,553 1,561,544 1,522,835 1,148,933 1,148,933 3,513,891 3,513,891 1,902,673 1,902,673 3,267,297 3,267,297 1,176,385 1,176,385 1,147,565 1,147,565 1,120,187 1,120,187 1,094,178 1,094,178 1,069,469 1,069,469 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 14,000 14,000 1,162,933 3,527,891 1,916,673 3,281,297 1,190,385 1,161,565 1,134,187 1,108,178 1,083,469 1,698,110 210,207 1,512,887 509,366 495,366 481,366 467,366 453,366 439,366 Uses of Funds 93 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 2012-2017 City of Flagstaff Actual 2009-2010 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Sources of Funds Beginning Fund Balance $ Revenues Intergovernmental Revenue Miscellaneous Revenues Total Revenues Transfers In General Fund Total Transfers In Total Sources of Funds 17,068 - 6,047 - - - - - - 278,039 (11,901) 266,138 514,285 105,000 619,285 386,622 5,000 391,622 446,456 105,000 551,456 267,995 5,000 272,995 267,995 5,000 272,995 270,391 5,000 275,391 270,392 5,000 275,392 274,133 5,000 279,133 24 300 24,300 24,300 22 720 22,720 22,720 22 720 22,720 22,720 22 493 22,493 22,493 22 493 22,493 22,493 22 493 22,493 22,493 22 493 22,493 22,493 22 493 22,493 22,493 22 493 22,493 22,493 307,506 642,005 420,389 573,949 295,488 295,488 297,884 297,885 301,626 288,452 13,007 301,459 521,925 20,080 542,005 400,309 20,080 420,389 447,633 26,316 473,949 274,362 21,126 295,488 274,362 21,126 295,488 276,587 21,297 297,884 276,587 21,298 297,885 280,062 21,564 301,626 - 100,000 - 100,000 - - - - - 301,459 642,005 420,389 573,949 295,488 295,488 297,884 297,885 301,626 6,047 - - - - - - - - Uses of Funds 94 Departments Operating Expenditures Indirect Grant Cost Total Expenditures g y Contingency Total Uses of Funds Ending Fund Balance $ Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF METRO PLANNING ORGANIZATION FUND FIVE YEAR PLAN 2011-2017 City of Flagstaff Actual 2009-2010 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 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 3,019,926 3,019,926 3,517,453 3,517,453 3,276,953 3,276,953 4,945,431 4,945,431 7,009,751 7,009,751 8,327,751 8,327,751 8,435,949 8,435,949 8,446,165 8,446,165 8,451,664 8,451,664 Total Sources of Funds 3,368,281 3,865,808 3,625,308 5,293,786 7,358,106 8,676,106 8,784,303 8,794,519 8,800,019 Debt Service Debt Service Total Debt Service 3,019,926 3,019,926 3,517,453 3,517,453 3,276,953 3,276,953 4,945,431 4,945,431 7,009,751 7,009,751 8,327,751 8,327,751 8,435,949 8,435,949 8,446,165 8,446,165 8,451,664 8,451,664 Total Uses of Funds 3,019,926 3,517,453 3,276,953 4,945,431 7,009,751 8,327,751 8,435,949 8,446,165 8,451,664 348,355 348,355 348,355 348,355 348,355 348,355 348,355 348,355 348,355 Uses of Funds Ending Fund Balance $ Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF GENERAL OBLIGATION BOND FUND FIVE YEAR PLAN 2012-2017 95 City of Flagstaff Actual 2009-2010 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Sources of Funds Beginning Fund Balance $ 2,224,494 2,811,348 3,059,515 5,234,043 4,719,735 4,363,302 3,021,000 1,919,282 1,173,510 Revenues Secondary Property Taxes Interest Revenue Total Revenues 7,620,317 35,985 7,656,302 7,228,554 30,500 7,259,054 7,228,554 34,602 7,263,156 6,620,618 31,600 6,652,218 6,620,618 32,700 6,653,318 6,951,649 33,800 6,985,449 7,299,231 35,000 7,334,231 7,664,192 36,200 7,700,392 8,047,402 37,500 8,084,902 Total Sources of Funds 9,880,796 10,070,402 10,322,671 11,886,261 11,373,053 11,348,751 10,355,231 9,619,674 9,258,412 Transfers Out G. O. Bond Fund Utilities Total Transfers Out 3,019,926 3,801,355 6,821,281 3,517,453 1,811,675 5,329,128 3,276,953 1,811,675 5,088,628 4,945,431 2,221,095 7,166,526 7,009,751 7,009,751 8,327,751 8,327,751 8,435,949 8,435,949 8,446,165 8,446,165 8,451,664 8,451,664 Total Uses of Funds 6,821,281 5,329,128 5,088,628 7,166,526 7,009,751 8,327,751 8,435,949 8,446,165 8,451,664 3,059,515 4,741,274 5,234,043 4,719,735 4,363,302 3,021,000 1,919,282 1,173,510 806,748 Uses of Funds 96 Ending Fund Balance $ Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF SECONDARY PROPERTY TAX FUND FIVE YEAR PLAN 2012-2017 City of Flagstaff Actual 2009-2010 Budget 2010-1011 Estimate 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Sources of Funds Beginning Fund Balance $ 195,182 99,122 98,895 98,895 97,295 97,295 97,295 97,295 97,295 Revenues Special Assessments Interest on Investments Total Revenues 1,402,250 1,351 1,403,601 1,403,625 2,000 1,405,625 1,403,625 2,000 1,405,625 1,398,875 2,000 1,400,875 1,402,875 1,402,875 1,400,500 1,400,500 1,401,750 1,401,750 1,396,625 1,396,625 1,400,000 1,400,000 Total Sources of Funds 1,598,783 1,504,747 1,504,520 1,499,770 1,500,170 1,497,795 1,499,045 1,493,920 1,497,295 1,499,888 1,499,888 1,405,625 1,405,625 1,405,625 1,405,625 1,402,475 1,402,475 1,402,875 1,402,875 1,400,500 1,400,500 1,401,750 1,401,750 1,396,625 1,396,625 1,400,000 1,400,000 1,499,888 1,405,625 1,405,625 1,402,475 1,402,875 1,400,500 1,401,750 1,396,625 1,400,000 98,895 99,122 98,895 97,295 97,295 97,295 97,295 97,295 97,295 Uses of Funds Departments Debt Service Total Debt Service 97 Total Uses of Funds Ending Fund Balance $ Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF SPECIAL ASSESSMENT BOND FUND FIVE YEAR PLAN 2012-2017 City of Flagstaff Actual 2009-2010 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Sources of Funds Beginning Fund Balance $ Revenues Contributions Interest on Investments Total Revenues Total Sources of Funds 130,398 157,042 150,776 179,140 200,704 222,699 245,134 268,018 291,359 19,135 1,243 20,378 12,734 2,016 14,750 27,340 1,024 28,364 19,518 2,046 21,564 19,908 2,087 21,995 20,306 2,129 22,435 20,712 2,171 22,884 21,127 2,215 23,341 21,549 2,259 23,808 150,776 171,792 179,140 200,704 222,699 245,134 268,018 291,359 315,168 Uses of Funds Departments Operating Expenditures Total Expenditures - - - - - - - - - Total Uses of Funds - - - - - - - - - 98 Ending Fund Balance $ 150,776 171,792 179,140 200,704 222,699 245,134 268,018 291,359 315,168 Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF PERPETUAL CARE FUND FIVE YEAR PLAN 2012-2017 City of Flagstaff Actual 2009-2010 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Sources of Funds Beginning Fund Balance $ - 26,210 46,330 - - - - - - Revenues Interest Income Developer Proceeds Misc Revenue Total Revenues 3,531 490,160 493,691 - 72,170 72,170 - - - - - - Total Sources of Funds 493,691 26,210 118,500 - - - - - - Expenditures Aspen at Sawmill Total Capital Expenditures 447,361 447,361 26,210 26,210 118,500 118,500 - - - - - - Total Uses of Funds 447,361 26,210 118,500 - - - - - - 46,330 - - - - - - - - U Uses off F Funds d 99 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 2012-2017 City of Flagstaff Actual 2009-2010 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Sources of Funds Beginning Fund Balance $ Revenues MFC Bond Proceeds Interest Income Miscellaneous Revenues Total Revenues Total Sources of Funds (3,196,730) 49,204 2,912 3,409,304 48 1,554 3,410,906 4,600,000 87,000 4,687,000 - 214,176 4,736,204 211 104,756 104,967 (16,338) 17,567,876 4,760,516 987,016 997,016 7,016 23,020,000 2,000 23,022,000 176,000 176,000 48,000 48,000 2,500,000 10,000 2,510,000 9,000,000 10,000 9,010,000 - 2,912 23,005,662 17,743,876 4,808,516 3,497,016 10,007,016 7,016 1,578,000 2,500,000 2 500 000 500,000 4,578,000 19,250 19,250 5,420,640 5,420,640 12,983,360 12,983,360 3,821,500 3,821,500 2,500,000 2 500 000 2,500,000 10,000,000 10,000,000 - 106,297 - - 17,146 - - - - - 211 264 211,264 4 578 000 4,578,000 19 250 19,250 5 437 786 5,437,786 12 983 360 12,983,360 3 821 500 3,821,500 2 500 000 2,500,000 10 000 000 10,000,000 - 2,912 158,204 (16,338) 17,567,876 4,760,516 987,016 997,016 7,016 7,016 Uses of Funds 100 Expenditures USGS Miscellaneous Buildings USGS Office/Lab Building Business Incubator Incubator Expansion Science Park Sewermain Total Capital Expenditures Transfers Out Economic Development Total Uses of Funds Ending Fund Balance $ Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF CAPITAL PROJECTS FUND MUNICIPAL FACILITIES CORP FIVE YEAR PLAN 2012-2017 City of Flagstaff Actual 2009-2010 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 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 3,019,926 3,019,926 3,517,453 3,517,453 3,276,953 3,276,953 4,945,431 4,945,431 7,009,751 7,009,751 8,327,751 8,327,751 8,435,949 8,435,949 8,446,165 8,446,165 8,451,664 8,451,664 Total Sources of Funds 3,368,281 3,865,808 3,625,308 5,293,786 7,358,106 8,676,106 8,784,303 8,794,519 8,800,019 Debt Service Debt Service Total Debt Service 3,019,926 3,019,926 3,517,453 3,517,453 3,276,953 3,276,953 4,945,431 4,945,431 7,009,751 7,009,751 8,327,751 8,327,751 8,435,949 8,435,949 8,446,165 8,446,165 8,451,664 8,451,664 Total Uses of Funds 3,019,926 3,517,453 3,276,953 4,945,431 7,009,751 8,327,751 8,435,949 8,446,165 8,451,664 348,355 348,355 348,355 348,355 348,355 348,355 348,355 348,355 348,355 Uses of Funds Ending Fund Balance $ Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF GENERAL OBLIGATION BOND FUND FIVE YEAR PLAN 2012-2017 101 City of Flagstaff Actual 2009-2010 Budget 2010-2011 Estimated 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Sources of Funds Beginning Fund Balance $6,192,485 6,218,265 6,712,604 9,703,557 5,509,578 5,453,405 5,416,586 4,616,088 2,653,423 622,572 10,840,239 7,817,924 45,325 1,268,493 37,120 20,631,673 302,553 10,403,400 7,151,500 121,000 2,672,826 20,651,279 163,646 10,999,470 7,914,140 26,000 3,659,052 22,762,308 4,564,000 12,225,067 9,346,057 40,000 2,999,000 29,174,124 12,936,871 9,676,538 69,000 450,000 23,132,409 13,704,310 10,005,146 68,000 23,777,456 14,138,705 10,160,731 67,500 24,366,936 14,280,100 10,262,300 57,500 24,599,900 14,422,900 10,364,800 33,000 24,820,700 3,801,355 3,801,355 1,811,675 1,811,675 1,811,675 1,811,675 2,221,095 2,221,095 - - - - - 30,625,513 28,681,219 31,286,587 41,098,776 28,641,987 29,230,861 29,783,522 29,215,988 27,474,123 9,127,254 2,165,598 7,808,407 41,751 19,143,010 10,289,972 2,289,737 4,460,983 1,400,000 18,440,692 10,094,486 2,289,737 909,917 45,000 13,339,140 10,671,269 2,187,869 12,003,090 2,200,000 27,062,228 10,441,400 2,078,500 4,550,000 17,069,900 10,545,800 2,130,500 6,975,000 19,651,300 10,651,200 2,183,800 8,250,000 21,085,000 10,757,600 2,238,400 9,560,000 22,556,000 10,865,200 2,294,400 7,624,000 20,783,600 Debt Service Bonds Total Debt Service 2,811,334 2,811,334 6,371,846 6,371,846 6,274,421 6,274,421 6,548,081 6,548,081 5,960,888 5,960,888 4,005,181 4,005,181 4,003,537 4,003,537 4,006,565 4,006,565 3,878,623 3,878,623 Transfers Out General Fund Total Transfers Out 1,958,565 1,958,565 1,969,469 1,969,469 1,969,469 1,969,469 1,978,889 1,978,889 157,794 157,794 157,794 157,794 78,897 78,897 - - 23,912,909 26,782,007 21,583,030 35,589,198 23,188,582 23,814,275 25,167,434 26,562,565 24,662,223 6,712,604 1,899,212 9,703,557 5,509,578 5,453,405 5,416,586 4,616,088 2,653,423 2,811,900 Revenues Intergovernmental Water Revenues Wastewater Revenues Interest Revenues Bond Proceeds Miscellaneous Revenues Total Revenues Transfers In Debt Service Fund Total Transfers In 102 Total Sources of Funds Uses of Funds Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures City of Flagstaff Total Uses of Funds Ending Fund Balance $ Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF WATER AND WASTEWATER FUND FIVE YEAR PLAN 2012-2017 Actual 2009-2010 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Sources of Funds Beginning Fund Balance $ 103 4,130 1,335 234,502 323,291 269,261 211,140 147,004 149,501 150,391 Revenues Intergovernmental Revenues Airport Revenues Interest Revenue Recovery of Indirect Costs Miscellaneous Revenues Passenger Facility Charges Loan/Lease Proceeds Total Revenues 311,111 1,338,070 4,943 17,951 3,608 317,791 1,993,474 9,658,831 1,442,679 2,539 364,524 3,000 200,000 11,671,573 881,077 1,321,518 990 22,586 492 160,000 2,386,663 9,360,284 1,377,201 6,466 357,225 3,000 170,000 11,274,176 3,609,235 1,383,307 5,385 198,381 3,000 200,000 5,399,308 2,890,601 1,406,715 4,223 174,428 3,000 200,000 4,678,967 1,306,065 1,429,113 2,940 38,700 3,000 200,000 2,979,818 8,061,391 1,432,840 2,990 394,310 3,000 200,000 10,094,531 1,447,263 3,008 3,000 200,000 1,653,271 Transfers In General Fund-Operating General Fund-Capital Total Transfers In 301,000 ( 223,000) 78,000 63,000 63,000 161,000 58,000 219,000 309,000 309,000 219,000 219,000 34,000 161,000 195,000 237,000 110,000 347,000 324,000 324,000 321,000 321,000 Total Sources of Funds 2,075,604 11,735,908 2,840,165 11,906,467 5,887,569 5,085,107 3,473,822 10,568,032 2,124,662 1,093,937 338,543 88,370 1,520,850 1,137,924 364,524 9,745,625 11,248,073 1,095,690 364,524 736,407 2,196,621 1,723,676 357,225 9,098,053 11,178,954 1,161,650 366,156 3,828,370 5,356,176 1,190,690 375,310 3,051,850 4,617,850 1,220,460 384,692 1,415,700 3,020,852 1,250,970 394,310 8,485,675 10,130,955 1,282,240 404,168 1,686,408 231,736 54,949 286,685 231,736 54,950 286,686 231,736 54,950 286,686 231,736 54,949 286,685 231,736 54,950 286,686 231,736 54,950 286,686 231,736 54,950 286,686 231,736 54,950 286,686 231,736 54,950 286,686 1,807,535 11,534,759 2,483,307 11,465,639 5,642,862 4,904,536 3,307,538 10,417,641 1,973,094 33,567 33,567 199,567 199,567 33,567 33,567 171,567 171,567 33,567 33,567 33,567 33,567 16,784 16,784 1,841,102 11,734,326 2,516,874 11,637,206 5,676,429 4,938,103 3,324,322 10,417,641 1,973,094 234,502 1,582 323,291 269,261 211,140 147,004 149,501 150,391 151,568 Uses of Funds Departments Operating Expenditures Indirect Cost Capital Expenditures Total Expenditures Debt Service 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 2012-2017 Actual 2009-2010 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Sources of Funds Beginning Fund Balance $ 104 4,057,080 4,540,071 4,464,005 4,978,882 1,983,464 2,166,131 945,242 1,547,846 983,512 Revenues Environmental Services Revenues Intergovernmental Revenues Other Financing Sources Interest on Investments Miscellaneous Revenues Total Revenues 10,932,880 86,623 291,281 51,316 86,968 11,449,068 10,809,131 517,958 36,000 11,363,089 11,721,935 333,437 29,448 75,000 12,159,820 11,766,083 472,710 8,200,000 36,900 2,000,000 22,475,693 11,909,034 300,000 37,823 12,246,857 12,058,843 2,000,000 38,769 14,097,612 12,225,462 39,738 12,265,200 12,395,923 40,731 12,436,654 13,854,307 300,000 41,749 14,196,056 Transfers In Beautification Fund Total Transfers In Total Sources of Funds 7,813 7,813 15,513,961 10,000 10,000 15,913,160 16,623,825 27,454,575 14,230,321 16,263,743 13,210,442 13,984,500 15,179,568 8,071,878 1,565,079 786,722 111,393 10,535,072 9,516,527 1,442,132 1,947,270 500,000 13,405,929 8,973,050 1,442,132 1,122,579 11,537,761 9,209,826 1,386,635 14,065,197 500,000 25,161,658 8,913,122 1,421,301 1,618,515 11,952,938 9,095,110 1,456,834 4,653,470 15,205,414 9,299,751 1,485,971 769,320 11,555,042 9,508,997 1,515,690 1,711,243 12,735,930 9,722,949 1,546,004 3,599,348 14,868,301 163,000 163,000 163,000 163,000 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 City of Flagstaff Total Uses of Funds Ending Fund Balance (1) (1) $ - - 200,000 200,000 - - - 223,603 291,281 514,884 109,480 109,480 107,182 107,182 109,453 109,453 111,252 111,252 113,087 113,087 107,554 107,554 102,058 104,006 102,058 104,006 11,049,956 13,515,409 11,644,943 25,471,111 12,064,190 15,318,501 11,662,596 13,000,988 15,135,307 4,464,005 2,397,751 4,978,882 1,983,464 2,166,131 945,242 1,547,846 983,512 44,261 Excludes monies set aside for closure costs and capital reserve Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF ENVIRONMENTAL SERVICE FUND FIVE YEAR PLAN 2012-2017 Actual 2009-2010 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Sources of Funds Beginning Fund Balance $ 105 540,661 656,859 870,866 686,799 445,713 454,468 470,344 460,702 423,913 Revenues Stormwater Revenues User Fees Permits Grants Interest Earnings Misc Total Revenues 1,320,241 34,773 705 1,488 3,556 99 1,360,862 1,406,262 29,989 600 8,400 2,693 1,447,944 1,406,262 29,600 600 8,400 4,800 1,449,662 1,414,390 29,896 606 13,736 1,458,628 1,477,367 30,643 621 8,914 1,517,546 1,499,534 31,409 637 9,089 1,540,670 1,499,534 32,195 653 9,407 1,541,789 1,499,534 33,000 669 9,214 1,542,417 1,499,534 33,825 686 8,478 1,542,523 Transfers in General Fund Total Transfers in 2,095,926 2,095,926 4,650,222 4,650,222 967,202 967,202 4,335,981 4,335,981 3,997,449 6,755,025 3,287,730 6,481,408 1,963,258 1,995,138 2,012,132 2,003,119 1,966,435 672,145 132,623 2,143,281 3 314 3,314 2,951,363 605,691 132,370 5,432,504 10 000 10,000 6,180,565 600,405 132,370 1,532,741 2,265,516 580,408 108,101 4,952,724 10 000 10,000 5,651,233 594,677 110,804 410,000 1,115,481 609,299 113,574 400,000 1,122,872 624,280 116,413 400,000 1,140,693 639,632 119,323 400,000 1,158,955 655,362 122,306 400,000 1,177,668 73,312 101,909 175,221 79,780 298,887 378,667 79,780 255,634 335,414 80,578 303,883 384,461 81,384 311,926 393,310 82,198 319,724 401,922 83,020 327,717 410,737 83,850 336,402 420,252 84,688 345,317 430,005 3,126,584 6,559,232 2,600,930 6,035,694 1,508,791 1,524,794 1,551,430 1,579,207 1,607,674 870,865 195,793 686,799 445,714 454,468 470,344 460,702 423,913 358,762 Total Sources of Funds - - - - - Uses of Funds Departments Operating Expenditures Indirect Costs Capital Expenditures R Reserves/Contingencies /C ti i 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 2012-2017 Actual 2009-2010 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Sources of Funds Beginning Fund Balance 891,528 636,248 883,033 1,227,864 1,239,989 1,252,239 1,264,610 1,277,103 1,289,721 Revenues Dwelling Rental and Other Tenant Inc HUD Operating Grants $ HAP Funding Capital Funds Investment Income Other Income (including Port Pass Th Management Fee Earned Total Revenues 1,133,443 1,023,573 2,882,230 615,478 433 288,316 39,389 5,982,862 1,141,000 1,015,518 2,883,925 614,862 282,359 38,798 5,976,462 1,140,896 1,071,414 2,883,925 850,000 552,859 34,136 6,533,230 1,136,949 1,086,281 4,080,664 558,210 550,471 41,850 7,454,425 1,148,319 1,097,452 3,139,751 563,792 555,976 42,269 6,547,559 1,159,802 1,107,845 3,171,148 569,430 561,535 42,691 6,612,451 1,171,400 1,060,181 3,202,860 575,125 567,151 43,118 6,619,835 1,183,114 1,070,783 3,234,888 580,876 572,822 43,549 6,686,032 1,194,945 1,081,490 3,267,237 586,685 578,551 43,985 6,752,893 Total Sources of Funds 6,874,390 6,612,710 7,416,263 8,682,289 7,787,548 7,864,690 7,884,445 7,963,135 8,042,614 823,104 30,801 353,868 363,721 891,194 54,425 339,578 543,525 945,708 54,925 341,862 547,103 1,039,462 46,925 339,578 579,406 976,700 47,394 342,973 585,200 986,031 47,868 346,403 591,052 951,856 48,347 349,868 596,962 961,375 48,830 353,367 602,931 970,988 49,319 356,900 608,961 3,282,707 292,686 97,091 38,889 75,968 17,044 3,804,385 2,883,925 421,465 86,176 80,342 12,000 3,483,908 2,883,925 386,516 83,290 2,728 80,342 12,000 3,448,801 4,008,664 441,660 75,604 263,440 77,351 12,000 4,878,719 3,139,751 446,820 76,360 266,074 78,125 12,120 4,019,250 3,171,148 451,143 77,123 268,735 78,906 12,241 4,059,296 3,202,860 440,948 77,895 271,422 79,695 12,364 4,085,184 3,234,888 445,357 78,674 274,137 80,492 12,487 4,126,035 3,267,237 449,811 79,460 276,878 81,297 12,612 4,167,295 5,375,879 5,312,630 5,338,399 6,884,090 5,971,517 6,030,650 6,032,217 6,092,538 6,153,463 Capital Expenditures 615,478 614,862 850,000 558,210 563,792 569,430 575,125 580,876 586,685 Total Use of Funds 5,991,357 5,927,492 6,188,399 7,442,300 6,535,309 6,600,080 6,607,342 6,673,414 6,740,148 883,033 685,218 1,227,864 1,239,989 1,252,239 1,264,610 1,277,103 1,289,721 1,302,466 Uses of Funds 106 Administration Tenant Services Utilities Maintenance General Expenses Housing Assistance Payments Employee Benefits Insurance Other General Expenses Payments in Lieu of Taxes Bad Debt - Tenant Rents Total General Expenses Total Expenditures Ending Fund Balance $ Schedule 11: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF FLAGSTAFF HOUSING AUTHORITY FUNDS FIVE YEAR PLAN 2012-2017 City of Flagstaff Schedule 12: Summary of All Fiscal Activity CITY OF FLAGSTAFF SUMMARY OF ALL FISCAL ACTIVITY FISCAL YEARS 2011 AND 2012 (WITH ACTUALS FOR FISCAL YEAR 2010) Actual 2009-2010 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 41,724,665 623,248 206,468,976 248,816,889 48,534,055 883,033 144,298,257 192,832,312 63,029,754 210,672,269 273,702,023 7,217,598 2,992,888 6,423,684 9,658,929 16,025,553 21,949,353 5,391,883 9,482,689 19,750,722 9,538,634 200,706 108,632,639 8,496,243 3,070,118 16,217,370 9,419,450 16,251,615 23,907,743 18,024,970 13,909,275 20,789,150 10,774,000 3,805,000 144,664,934 7,660,083 2,954,173 13,357,458 9,251,000 15,685,947 20,787,022 6,715,442 9,898,159 13,137,549 8,220,067 845,000 108,511,900 8,463,745 3,051,139 17,478,458 9,073,711 16,660,174 37,065,450 17,972,194 10,593,879 28,207,491 11,152,745 5,722,000 165,440,986 3,019,926 483,938 2,262,700 1,899,070 107,097 286,685 1,499,888 463,854 2,811,334 12,834,492 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 3,276,953 472,658 2,263,958 2,360,118 254,178 286,686 1,405,625 466,852 6,274,421 17,061,449 4,945,431 472,658 2,264,771 2,371,479 256,878 286,685 1,402,475 1,675,926 6,548,081 20,224,384 2,894,224 2,894,224 124,361,355 19,091,199 19,091,199 182,652,528 5,112,242 5,112,242 130,685,591 31,964,784 31,964,784 217,630,154 6,880,430 23,816,448 13,612,666 (6,957,885) 18,029,415 5,656,587 15,534,315 6,428,863 783,153 2,258,730 669,116 4,541,867 256,636 82,157 351,844 207,643 512,242 1,698,110 6,047 222,090 668,197 3,397,612 1,061,334 107,715 60,312 76,520 218,904 525,221 210,207 - 540,180 1,475,135 2,272,936 4,223,882 108,555 182,391 324,674 514,483 525,934 1,512,887 - 286,440 1,361,276 3,247,818 1,161,859 65,374 235,410 49,889 808,793 539,284 509,366 - 348,355 3,059,515 98,895 348,355 4,741,274 99,122 348,355 5,234,043 98,895 348,355 4,719,735 97,295 Sources of Funds Total Beginning Fund Balance $ 41,653,626 Flag. Hsg. Authority Beg. Fund Balance Revenues 131,241,785 Total Funds Available 172,895,411 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 Oth Activities Other A ti iti 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 107 City of Flagstaff Schedule 12: Summary of All Fiscal Activity CITY OF FLAGSTAFF SUMMARY OF ALL FISCAL ACTIVITY FISCAL YEARS 2011 AND 2012 (WITH ACTUALS FOR FISCAL YEAR 2010) Actual 2009-2010 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 2010-2011 Estimate 2010-2011 46,330 2,912 3,148,336 158,204 43,261,360 150,776 171,792 179,140 200,704 6,712,604 1,899,212 9,703,557 5,509,578 234,502 4,464,005 870,865 - 1,582 2,397,751 195,793 685,217 323,291 4,978,882 686,799 1,227,864 269,261 1,983,464 445,714 1,239,990 $ 48,534,055 66,164,361 63,029,754 56,071,869 108 (16,338) 13,049,894 Budget 2011-2012 17,567,876 8,995,525 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. The program also provides guidance in planning of projects affecting property and facilities. Annual Financial Plan 109 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 110 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 Manager (Systems and Apps) 1 Administrative Specialist 1 Administrative Assistant Administration 1 Human Resources Analyst Recruitment 1 Human Resources Generalist City of Flagstaff 1 IT Administrator Benefits 1 Human Resources Benefits Specialist 2.5 IT Analyst Classification and Compensation .75 Human Resources Analyst Network Operations 1 IT Manager 1 IT Administrator 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 Other Accomplishments: The mission of the City Manager’s office is to direct and coordinate City staff to provide effective, efficient, and equitable implementation of Council policies and programs; and to provide representation of City Council policies to citizens, other governmental agencies/jurisdictions and any other entity important to the accomplishment of directives established by the City Council.       PROGRAM DESCRIPTION   The City Manager is responsible for providing professional leadership in administering the programs and policies established by the Mayor and Council. The Manager informs and advises the Council on the affairs of the City, studies and proposes alternatives solutions to community needs for Mayor and Council consideration, prepares and implements the annual financial plan, and coordinates the activities of all Divisions/Sections under his authority to provide effective services at the lowest possible costs.     FY 10 ACCOMPLISHMENTS Council Goals:       Housing – 3 Izabel Homes complete & Ridge at Clear Creek Facilities & Basic Services – Fort Tuthill Well brought online Public Safety – Crime rate is down and Repeat Offender Program Enhancement (ROPE) program successful. Sustainability – Greenhouse Gas emissions down & development of Power Purchasing Agreement. Family, Youth & Community – Event turnout is up and event costs are down. Fiscal Health – Successful sales tax & BBB renewals. Annual Financial Plan Developed ECONA Effective emergency management of 54” snow storm, Hardy Fire, Shultz Fire and subsequent flooding. Reconstruction of Jay Lively Ice Rink Successful passage of Police Radio Communication Bond Successful passage of the Streets & Utilities Bond Achievement of state and federal agendas. o Protection of state shared revenues o Rio de Flag funding o CDBG fully funded Reformatted CityScape. Significant progress on the Land Development Code Numerous public meetings/presentations on sales tax, BBB, franchise tax, and bond issues. FY 11 NEW INITIATIVES AND GOALS    CITY MANAGER     111 Sign on to Little Colorado River water settlement. Sell Sawmill South properties for value of debt. Power Purchasing Agreement awarded & design stage complete. Adopt Land Development Code Rewrite Successful recruitment of two Deputy City Managers. Substantial progresses towards a snow play area(s). NACET & Science Park expansion Continue to construct Rio de Flag flood control project. Second Airline Achieve state and federal agendas o Rio de Flag o Forest health funding o Expanded air service destinations 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 09 FY 10 FY 11 FY 12 Measures: Actual Actual Estimate Proposed Evaluation By Council Substantial 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, Voter Turnout, # of Public Meetings, # of public present at public meetings, Cityscape pages Frequency: Annually Scoring: Increase, Decrease Trend:  FY 09 FY 10 FY 11 FY 12 Measures: Actual Actual Estimate Proposed Survey Results N/A Increase N/A N/A Voter Turnout % # of Public Meetings # of public present at public meetings # of increased Cityscape pages 45.62%* N/A N/A 2 Increase (46%) Increase (61.5%)* Increase 54 Increase Increase N/A Increase Increase Decrease (1) Increase (2) Increase (3)** * These elections were combined polling place elections with the State. ** Budget restrictions require the # of Cityscape publications to reduce to 3 per year Annual Financial Plan 112 City of Flagstaff GENERAL ADMINISTRATION SECTION 0109 REAL ESTATE MISSION FY 11 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.        Completed Phase I Property Acquisition & Easements for the Rio De Flag Project Assisted in the Sawmill South Aspen Place Land Disposition Completion of Purchase of Bow and Arrow Park Solicited Appraisal Services for the Flagstaff Pulliam Airport Runway Protection Zone Acquisition Completed various Capital Improvement Program property acquisitions Provided Management of City owned property Worked on politically sensitive, high profile projects with City Management PROGRAM DESCRIPTION The Real Estate program provides oversight to assure transaction management in the conveyance of real property and leasing of City owned property and facilities. The program provides advice on project schedules requiring acquisition and use of property rights, along with providing property information to departments. This program performs the negotiation and acquisition for properties identified for various projects. The sale, leasing or exchange of excess properties is coordinated with legal review and procurement standards along with a City wide overview. FY 12 NEW INITIATIVES AND GOALS        Continue work with Rio De Flag Project property acquisition Continue work on politically sensitive, high profile projects with City Management U.S. Geological Survey property expansion for approximately $23 million Complete Fire Station 7 property sale Assist in grant application preparation for the Flagstaff Pulliam Airport Runway Protection Zone Acquisition for approximately $3 million Assist Economic Vitality Division with the Auto Mall Expansion Marketing of available of city-owned property available at the Flagstaff Pulliam Airport Airpark PERFORMANCE MEASURES Council Priority: Effective Governance 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:  CY 09 Measures: Actual Complete acquisition of right of way – Phase 1 90% Complete acquisition of right of way & NA easements – Phase 2 Annual Financial Plan 113 CY 10 Actual 90% NA CY 11 Estimate 100% 15% CY 12 Proposed 100% 20% City of Flagstaff GENERAL ADMINISTRATION SECTION 0109 REAL ESTATE Council Priority: Livability through good neighborhoods, affordable housing and varied recreational activities Goal: Open Space & FUTS Objective: Acquire Open Space & FUTS easements Type of Measure: Output Tool: Process Frequency: Per project term Scoring: 95% Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Complete acquisitions & easements 90% 90% 95% 95% Annual Financial Plan 114 City of Flagstaff ADMINISTRATION SECTION 0111 CITY CLERK MISSION FY 11 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.          Implemented Council’s new Rules of Procedure Processed meet and confer Referendum Supported the Bond Advisory Task Force Conducted primary, general, and Special Bond Authorization elections Implemented a new recording system for Council meetings. Formalized Section’s Procedures Manual Attended Elections Training Participated in zoning code update Hired two new staff members 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. Annual Financial Plan FY 12 NEW INITIATIVES AND GOALS     115 Conduct March and May primary and general elections Reorganize Work Programs and Responsibilities Finalize Organizational Policies Finalize Board and Commission Member Handbook Update City of Flagstaff ADMINISTRATION SECTION 0111 CITY CLERK 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:  Measures: CY 09 Actual CY 10 Actual CY 11 Estimate CY 12 Proposed The number of commissioners attending training 44 28 10 40 The number of commissioners who have been trained 110 98 103 110 The number of commissioners who need to attend training 69 63 51 40 92% at a 4 or higher; 331/3% rated at 5 87.5% rated at a 4 or higher; 37.5% rated at 5 60% at 4 or higher. Ratings from Training 86.3% rated at 4 or higher; 54.5% rated at 5 The Clerk’s Office conducted one board and commission member training session. We can accommodate 24 commissioners during training, or a total of 48 in two sessions. In the only session this year, 10 individuals attended training and only 8 feedback cards were submitted. Even with a small group giving feedback, ratings and feedback were consistent with the percentages from previous years. Again comments, for the most part were very positive with praise like, “Great examples!”, “Good presentation. Good example relating to the subjects.” “Good discussion.” “You are both great assets to the City. Thank you.” “Illustrations and examples of cases were excellent.” Constructive feedback for improvement centered mostly around the theme of sticking to topic and less reading from slides. Once again, feedback was positive and tells us that we are, for the most part, hitting the mark with the information we are trying to convey. Unanimously, the classes were viewed as helpful, informative, and easy to understand. About one-third of the participants felt the length of the session is just right, one-third; too short; and one-third, too long. 87.5% of the participants rated the training sessions as a 4 or higher and 37.5% of the respondents gave the highest rating of 5 to the training with 50% rating it as a 4. No one rated the training lower than a 3. These results fell off a little this year, but are still above the goal set. We will use comments received from the participants to improve our sessions and see if we can nudge the ratings back upward. Annual Financial Plan 116 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 effective elections; increase voter turnout; increase probability of passage of ballot issues. Type of Measure: Voter Turnout Tool: Voter Registration Rolls Frequency: 3 times per year Scoring: 40%+ Turnout = Excellent; 35-38% Turnout = Good; 30-35% Turnout = Caution; less than 30% = Needs Trend:  Measures Registered Voters Voter Turnout Percentage CY 09 Actual 27,452 45.62% CY 10 Actual 0 Calendar Year Actual Number of Voters 0 Complaints Filed All Deadlines Met 12,523 0 100% 0 0 CY 11 Actual Primary 27,785 44.90% 12,067 0 100% General 27,589 46.00% 12,118 0 100% Special 29,068 61.50% 17,874 0 100% 27,750 50.00% 13,500 0 100% CY 12 Proposed Annual Financial Plan 117 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, changes/additions, staff summaries prepared, processed, and completed; deadlines met; and meetings cancelled. Tool: Timeliness of posting on both website and official posting place Frequency: 2-3 Times per week Scoring: 100% = Perfect; Less Than 100% = Needs More Attention Trend:  Measures: Open Meeting Law: 24 hr. required posting time No. of agendas posted in posting place CY 09 Actual 99.42% 174 CY 10 Actual 100% 199 Council Meeting Agendas Work Session Agendas Executive Session Agendas Public Notices CY 11 Actual 99.44% * 179 CY 12 Proposed 100% 176 67 39 51 22 No. of agendas posted to website No. of agenda packets fully linked on website No. of staff summaries matching agenda item No. of staff summaries where assistance provided No. of agendas posted with no errors* No. of deadlines extended 175 199 50% 75% 178 76 282 179 *164 33 176 No. of additions to final agenda (excluding addenda) 19 agendas for 69 adds No. of draft and final agendas re-posted with requested changes No. of addenda to draft and final agendas with requested additions 22 agendas w/33 changes 12 addenda w/21 adds No. of deletions from draft to final agenda 10 w/10 137 REQUESTED adds/changes** TOTAL No. of agenda packets not fully linked on website No. of agendas reposted due to errors No. of meetings cancelled due to agenda errors No. of addenda posted due to agenda error Unknown Unknown 4 Unknown 1 7 1 1-2/3 The disparity between 164 agendas posted with no errors and the total 179 agendas posted is 15. 7 agendas are identified as reposted due to errors. The gap of 8 is a result of not counting the 8 replacement agendas in the “no errors” category because they wouldn’t have existed were it not for the initial errors. ** This number is limited to changes that required reposting, additions or deletions for the final agenda, and addenda—not changes that were made to agenda items that stayed on the agenda. * Annual Financial Plan 118 City of Flagstaff ADMINISTRATION SECTION 0111 CITY CLERK Of the 67*** Council meeting agendas that were posted and reposted due to requested changes, 44 were final and draft agendas for 25 Council meetings. Of those, 40--or a staggering 90%--of the agendas changed and/or were reposted by request, after the draft agenda deadline had passed. *** This number does not include agendas where changes were made after the agendas were completed but before they were posted and distributed. Only posted agendas are included in these statistics because there is no way to track the others. The 137 requested additions/changes made to the agendas for the 25 meetings breaks down to approximately 5.31 changes per meeting to the associated agendas after the draft agenda deadline. With 356 total items on the draft agendas for the year, 137 requested changes/additions translates to 38.5% of each draft agenda being changed after the draft agenda deadline. Yet another way to look at it is that there were an average of 14.25 items per meeting with an average of 5.31 additions/changes. The ratio of more than one change for every 2.63 agenda items does not include revisions made to items already on the agendas. 33 (32.67%) of the 101 agenda deadlines (work session and council meeting combined) were extended to meet staff’s timelines. Between executive sessions, work sessions, special work sessions, council meetings, and special council meetings, 111 meetings were scheduled. Of these, one meeting ( .9% of the total meetings) was cancelled due to posting error, and five Council meeting agendas (2.79%) were reposted due to clerical errors or oversight. One of the most compelling revelations from these statistics and information is that the draft agenda deadline and the final agenda deadlines have become soft deadlines and the firm deadline is the 24-hr. Opening Meeting Law posting requirement. For every council meeting agenda, the Clerk’s Office prepares revisions to City Code; prepares, reviews, edits, and finalizes ordinances and resolutions and makes sure that all exhibits are attached; reviews, edits, and rewrites staff summaries; provides advice and guidance on the agenda process and how to write staff summaries; and provides supporting work on all board and commission appointment staff summaries, as well as prepares and compiles staff summary packets for administrative staff. The accuracy in preparing and posting agendas has been seriously compromised by excessive amounts of doovers and deadlines extended beyond the draft agenda deadline. Agendas and agenda packets are repeatedly redone, recopied, and reposted, with the 24-hour Open Meeting Law requirements being the only barrier against additional revisions. This information warrants a re-evaluation of the agenda process which is trending toward an increase in confusion at Council meetings and agenda errors. Annual Financial Plan 119 City of Flagstaff GENERAL ADMINISTRATION SECTION: SECTION 01 CITY MANAGER 01-CITY MANAGER EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2009-2010 $ 707,958 154,898 8,084 $ 870,940 Adopted Budget 2010-2011 $ 1,292,967 248,446 (16,606) $ 1,524,807 Estimated Expenditures 2010-2011 $ 1,263,016 238,161 (22,619) $ 1,478,558 Proposed Budget 2011-2012 $ 1,070,271 293,346 (4,162) $ 1,359,455 Budget-Budget Variance $ (222,696) 44,900 12,444 $ (165,352) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION DISABILITY AWARENESS PUBLIC INFORMATION CUSTOMER SERVICE PROPERTY MANAGEMENT CITY CLERK - GEN ADMIN CITY CLERK - ELECTIONS TOTAL $ 697,061 3,319 51,567 9,200 109,793 870,940 $ 978,366 3,319 60,000 10,000 117,262 260,860 95,000 1,524,807 $ 988,221 (1,620) 55,019 10,000 138,036 219,802 69,100 1,478,558 $ 872,019 3,288 60,000 10,000 62,971 213,177 138,000 1,359,455 $ (106,347) (31) (54,291) (47,683) 43,000 (165,352) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 1,145,700 30,219 25,215 12 91,213 9,595 12,051 45,450 1,359,455 COMMENTARY: The City Manager's operating budget has decreased 11% and there are no capital expenditures. Personal Services decreases are due to staffing reduction of .955 FTE (Administration Specialist, Deputy City Clerk, Mgmt Assistant) and small increases in retirement and insurance costs. Contractual increases are due to increase in travel, telephone, and miscellaneous services which is covering the cost of the County Election Services. Commodities decreases are due to a decrease in internal work order charges. There is no major capital (>$10,000) for this Section. Annual Financial Plan 120 City of Flagstaff ADMINISTRATION SECTION: SECTION 0111 CITY CLERK 02-CITY CLERK EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2009-2010 $ 261,161 91,151 1,455 $ 353,767 Adopted Budget 2010-2011 $ $ - Estimated Expenditures 2010-2011 $ $ - Proposed Budget 2011-2012 $ $ - Budget-Budget Variance $ $ - $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ELECTIONS TOTAL $ 274,509 79,258 353,767 - $ $ - $ - $ - SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ (85,756) 12,581 11,647 3,049 28,870 1,894 3,551 24,164 - COMMENTARY: The City Clerk Division had been merged with City Manager (Section 01) in FY 2011. Annual Financial Plan 121 City of Flagstaff GENERAL ADMINISTRATION SECTION 4 MISSION  The Human Resources team is committed to creating a culture of inclusion and excellence by establishing fair and quality services.   PROGRAM DESCRIPTION  Human Resource 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 11 ACCOMPLISHMENTS          Established a classification matrix to ensure consistent application of Decision Band Method Implemented the one fifth job description review as recommended by the Compensation Study Implemented the Job Evaluation Team as recommended by the Compensation Study Conducted an organization study on Paramedic Pay as recommended by the Compensation Study Presented information on the Personnel Change request process and Decision Band Method Implemented a more inclusive process for Personnel Change requests Updated the City pay procedures to include Hazardous Assignment Pay Overtime Evaluated the City’s 457 Deferred Compensation Plan Document Annual Financial Plan HUMAN RESOURCES Coordinated organizational training on Developing Resilience, Avoiding Workplace Harassment, Dealing with Difficult People and Preventing Workplace Violence Recruitment of City Attorney, Deputy City Manager and Utilities Director Transition of Housing Authority staff to City of Flagstaff policies and procedures; benefits and compensation Collaborated with the Employee Advisory Committee on tiered insurance and short term disability outreach and education Collaborated with the Northern Arizona Public Employees Benefit Trust on the RFP and selection process for a benefits consultant, network provider, third party administrator and pharmaceutical benefit manager Collaborated with the Northern Arizona Public Employees Benefit Trust to create a WRAP Document Created a HR website that is accessible by all locations FY 12 NEW INITIATIVES AND GOALS   122 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. City of Flagstaff GENERAL ADMINISTRATION SECTION 4 HUMAN RESOURCES PERFORMANCE MEASURES Council Priority: Effective Governance Goal: Maintaining a work environment that is free of discrimination, harassment, intimidation and retaliation. Objective: Preventing and correcting unlawful discrimination and harassment in employment policies, procedures, practices and operations. Type of Measure: Policy Outcome Tool: Human Resources data Frequency: Annually Scoring: 0-1 complaints with 100% resolution is Progressing at or above expectations, 2-3 complaints with 95% resolution is Caution, and 4 or more complaints with 90% resolution is Need to Review. Trend:  Need to Review CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Number of Employee Grievances 3 1 3 2 Number of Grievances resolved 3 Withdrew 3 2 Percent of Grievances resolved within defined 0% N/A 50% 100% timeframe Number of Complaints * 13 7 5 3 Complaints with substantiated findings 11 5 3 2 Corrections implemented 11 5 3 2 * One investigation may contain multiple complaints within the one investigation. This does not include employee relations solely dealing with progressive discipline. Council Priority: Effective Governance 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 5% below market are Progressing at or above; 21-30 class requests, 3-4 inequities and 6-10% below market are Caution; and 31 or more class requests, 5 or more inequities and 11% or more below market are Need to Review. Trend:  Need to Review CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Number of Classification Requests 30 22 19 19 Percent of Classification Requests approved 58% 19 19 19 Number of pay inequities 4 3 4 4 Percent of pay inequities resolved 100% 100% 100% 100% Salaries compared to market 19.05% 19.05% 19.05% 19.05% below below below below Percent of salary adjustment 0% 0% 0% 0% Turnover 4.05% 8.5% 10% 10% Above/Below Government Turnover Rate* 7.40% below Not avail Not avail Not avail * Comparison based on Bureau of Labor Statistics: Job Openings and Labor Turnover Survey government Annual Financial Plan 123 City of Flagstaff GENERAL ADMINISTRATION SECTION 4 HUMAN RESOURCES Council Priority: Effective Governance 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 less than 5% declinations is Progressing at or above, 41 to 65 days to recruit and 5-10% declinations is Caution and 66 or more days to recruit and more than 10% declinations is Need to Review. Trend:  Need to Review CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Number of vacancies * 200 317 355 400 Average time to complete the recruitment process 39 days 47 days 54 days 54 days Number of positions advertised multiple times 2 13 15 20 Number of positions advertised as open until filled 18 4 4 4 Number of declinations N/A* 38 45 50 * Vacancies include miscellaneous recruitment efforts. Annual Financial Plan 124 City of Flagstaff GENERAL ADMINISTRATION SECTION: SECTION 4 HUMAN RESOURCES 04-HUMAN RESOURCES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2009-2010 $ 416,529 40,374 12,634 161 $ 469,698 Adopted Budget 2010-2011 $ 419,442 34,327 26,663 $ 480,432 Estimated Expenditures 2010-2011 $ 413,095 20,435 19,533 $ 453,063 Proposed Budget 2011-2012 $ 445,106 37,964 18,883 $ 501,953 Budget-Budget Variance $ 25,664 3,637 (7,780) $ 21,521 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION RECRUITMENT AND SELECTION BENEFITS COMPENSATION AND CLASS TRAINING AND DEVELOPMENT DIVERSITY AWARENESS TOTAL $ 294,207 26,540 60,469 62,125 24,633 1,724 469,698 $ 298,092 33,317 63,401 62,989 20,950 1,683 480,432 $ 293,031 24,820 65,180 62,899 5,450 1,683 453,063 $ 285,891 58,580 65,426 62,953 27,420 1,683 501,953 $ (12,201) 25,263 2,025 (36) 6,470 21,521 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 337,702 33,765 22,798 47,712 3,880 6,941 49,155 501,953 COMMENTARY: The Human Resources operating budget has increased 4% and there are no capital expenditures. Personal Services include the addition of 0.5 FTE of a Human Resource Recruitment Specialist and small increases in retirement and insurance costs. Contractual increases are due to an increase in education, training and postage. Commodities decreases are due to photo copying and food. There is no major captial (>$10,000) for this division. Annual Financial Plan 125 City of Flagstaff GENERAL ADMINISTRATION SECTION 05 RISK MANAGEMENT MISSION FY 11 ACCOMPLISHMENTS The mission of Risk Management is to develop and maintain an integrated multi-disciplinary program for effective management of the City’s resources, assets and liabilities, to protect its employees, property and citizens, and enable the City to achieve its primary aims of enhanced quality of life and service to its citizens.     Liability claims – 80 closed during 2010 calendar year. $50,149 recovered from negligent 3rd parties during 2010 calendar year Provided 27 different OSHA compliance and other safety training topics to City employees and community partners Jay Lively rebuilt and reopened on time with insurance funding arriving timely. PROGRAM DESCRIPTION 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. FY 12 NEW INITIATIVES AND GOALS   Expand in-house training curriculum Improve Risk Management web site providing fillable forms, training calendars, and citizen information. PERFORMANCE MEASURES Council Priority: Effective Governance 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 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed % of liability claims proceeding to litigation 7% 10% 8% 8% # of closed litigated claims / total number of claims closed in calendar year Annual Financial Plan 4 / 58 126 8 / 80 5/ 64 5/64 City of Flagstaff GENERAL ADMINISTRATION SECTION 05 RISK MANAGEMENT Objective: Reduce # of OSHA recordable injuries or illness relative to hours worked. Type of Measure: Program effectiveness Tool: Risk management claims data / OSHA 300A Frequency: Annual Scoring: Progressing Less than 7 , Average 7-8 , Caution Increase <9, Trend:  CY 09 CY 10 CY 11 Measures: Actual Actual Estimate OSHA incidence rate formula 6.72 7.24 7.00 (# of injuries per 100 FTE /Hrs worked by all. CY 12 Proposed 7.00 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 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Satisfaction % as based on received surveys n/a n/a 85% 85% Council Priority: Diversity of arts, culture and educational opportunities And Livability through good neighborhoods, affordable housing and varied recreational activities. 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 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed % of reviewed events receiving authorization 98% 99% 95% 95 Annual Financial Plan 127 City of Flagstaff GENERAL ADMINISTRATION SECTION: SECTION 05 RISK MANAGEMENT 05-RISK MANAGEMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2009-2010 $ 152,732 12,691 5,021 $ 170,444 Adopted Budget 2010-2011 $ 152,391 28,730 3,900 $ 185,021 Estimated Expenditures 2010-2011 $ 152,391 28,565 3,900 $ 184,856 Proposed Budget 2011-2012 $ 158,771 23,220 3,900 $ 185,891 Budget-Budget Variance $ 6,380 (5,510) $ 870 $ $ $ $ $ $ $ $ 185,891 185,891 $ $ $ 112,015 11,528 10,177 2,375 24,613 1,663 3,090 20,430 185,891 EXPENDITURES BY PROGRAM: ADMINISTRATION TOTAL 170,444 170,444 185,021 185,021 184,856 184,856 870 870 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 increased .5% with no capital expenditures. Personal Services increases are due to small increases in retirement and insurance costs. Contractual decrease is due to a decrease in consultant fees and education and training. Commodities have remained the same as FY 2011. There is no major capital (>$10,000) for this division. Annual Financial Plan 128 City of Flagstaff GENERAL ADMINISTRATION SECTION 07   MISSION 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 City Attorney’s Office 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. The City Attorney’s Office 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 Office also prepares or reviews all contracts, ordinances, resolutions, and other legal documents involving the City.      Master Facility Use Agreement with NAU which simplifies the special event permit process for both NAU and the City for all NAU events on City property. Drafting or review of all documentation in connection with sales and administration of Izabel Homes Land Trust units. Annual Financial Plan Council Rules of Procedure amendments. Ordinance regulating the possession and consumption of alcohol in Bushmaster and Ponderosa Parks. Coordinated with the Police Department on the Repeat Offender Program resulting in a significant increase in the number of participants in the EXODUS program—the jail’s alcohol rehabilitation program—and a significant decrease in their rate of recidivism. Coordinated with the Municipal Court, The Guidance Center and other mental health care providers to provide a Mental Health Court Program. FY 12 NEW INITIATIVES AND GOALS FY 11 ACCOMPLISHMENTS  LAW  129 Reduce outside counsel expenditures. Provide additional in-house legal services for water and utilities matters. Continue to assign a Domestic Violence Prosecutor to the Domestic Violence Fatality Review Team, an advisory body to the Arizona Attorney General’s Office. Explore the feasibility and desirability of establishing a Serial Inebriate Court Program modeled along the lines of the Mental Health Court Program. City of Flagstaff GENERAL ADMINISTRATION SECTION 07 LAW Criminal Cases CY06 CY07 CY08 CY09 CY10 New Criminal Cases 3,740 4,024 4,341 4,681 4746 Domestic Violence Cases 604 659 642 628 746 Driving Under the Influence (DUI) cases 723 686 567 586 599 Criminal Traffic Cases (excluding DUI) 567 555 584 850 816 Sales Tax Cases 28 22 28 28 16 1,370 1,587 1,885 1,829 1,841 Underage Alcohol 152 194 295 313 355 Drug/Drug paraphernalia cases 296 321 340 318 248 Not Available Not Available Not Available 129 125 983 1,161 1,655 1,715 2,177 8,866 12,761 17,165 18,923 24,042 Cases Reviewed for Charging Referred by PD 223 449 332 205 234 Pending DUI files at year end 247 225 201 263 363 4% 7% 7% 7% 1% New cases per attorney: Not Available Not Available 868 936 949 New cases per support staff: Not Available Not Available 1,240 1,337 1,265 New cases for all Prosecution staff: Not Available Not Available 511 551 542 CY 2007 CY 2008 CY 2009 CY 2010 Contracts (includes contracts, development agreements, grants, IGAs, bids) 275 233 193 171 Legal Opinions/Research 80 129 174 101 Ordinances/Resolutions 117 108 99 115 Real Estate 29 44 53 52 Claims/Litigation/Hearings 15 54 80 94 Public Records Requests 10 18 24 36 Miscellaneous 80 35 19 19 Total: 606 621 642 588 % Increase from Prior Year: 7% 2% 3% -9% Number of cases per attorney: Not Available 113 142 141 Number of cases per attorney and staff: Not Available 104 128 126 Other Cases City Code Violations (other than sales tax) Cases Involving a Victim (FY stats) Victims' Services Performed (FY stats) % Increase in New Criminal Cases from Prior Year: Requests for Legal Assistance Annual Financial Plan 130 City of Flagstaff GENERAL ADMINISTRATION SECTION 07 LAW 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 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Number of charges opened 9021 9328 9608 9896 Number of charges closed 7760 8714 8975 9244 For Calendar Year 2010 our scoring was within the Performing range of 90+% Council Priority: Effective Governance 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 09 CY 10 Measures: Actual Actual CY 11 Estimate Overall rating of meets or exceeds expectations 90% 85% 90% For Calendar Year 2010 our scoring was within the Warning range of 75-90% Annual Financial Plan 131 CY 12 Proposed 90% City of Flagstaff GENERAL ADMINISTRATION SECTION: SECTION 07 LAW 07-LAW EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2009-2010 $ 1,368,321 39,937 23,377 $ 1,431,635 Adopted Budget 2010-2011 $ 1,446,457 28,138 26,760 $ 1,501,355 Estimated Expenditures 2010-2011 $ 1,355,532 27,564 25,550 $ 1,408,646 Proposed Budget 2011-2012 $ 1,285,706 31,457 23,441 $ 1,340,604 Budget-Budget Variance $ (160,751) 3,319 (3,319) $ (160,751) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COUNCIL, COMM AND DEPTS POLICE COURT TOTAL $ 129,826 635,368 666,441 1,431,635 $ 166,690 644,252 690,413 1,501,355 $ 139,596 583,595 685,455 1,408,646 $ 123,909 518,201 698,494 1,340,604 $ (42,781) (126,051) 8,081 (160,751) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 1,021,912 36,552 38,445 40,842 104,462 6,369 12,269 79,753 1,340,604 COMMENTARY: The City Attorney operating budget has decreased 11% and there are no capital expenditures. Personal Services decreases are due to 1 FTE staffing reductions that include a Senior Assistant City Attorney (1 FTE) and small increases in retirement and insurance costs. Contractual increases are due to increases in telephone and maintenance. Commodities decrease is due to non-library books/subscriptions. There is no major capital (>$10,000) for this division. Annual Financial Plan 132 City of Flagstaff GENERAL ADMINISTRATION SECTION 08 INFORMATION TECHNOLOGY MISSION FY 11 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.  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. FY 12 NEW INITIATIVES AND GOALS          Annual Financial Plan Finished deployment of Voice over IP (VoIP) telephony phones throughout City Hall, Main Library, Cherry building, White House building, Chase basement. Finished server virtualization consolidation project which reduced the number of physical servers from about twenty-five to about six Migrated to new Storage Area Network (SAN) hardware Completed an upgrade of the City’s ERP system to version 7.0.4 Completed implementation of disaster recovery plan phase one Completed the IT Strategic plan Deployed a video conferencing system for the Fire Department Implemented numerous ‘green’ initiatives Implemented project specific GIS web applications Automated repetitive GIS tasks Visually related building certifications to location in the GIS database Completed 90-day due diligence evaluation of ERP and Community Development software 133 Upgrade City PCs to Windows 7 Begin planning disaster recovery phase two Continue the implementation of new sales tax software Upgrade online GIS application – make it available to the public via the internet Enhance GIS features Rearrange equipment racks in data center Upgrade City wireless access points Enable secure connection to City network through County network at the LEAF Deploy POE (Power Over Ethernet) switches at remote sites in preparation for VoIP deployment City of Flagstaff GENERAL ADMINISTRATION SECTION 08 INFORMATION TECHNOLOGY 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 09 Measures: Actual Percentage of uptime hours versus total hours 99.92% CY 10 Actual 99.86% CY 11 Estimate 99.90% CY 12 Estimate TBD 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 that have been completed with an average survey return rate of 38.3% Scoring: 95% Trend: ↔ CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Estimate Customer surveys returned with an overall rating 94.68% 95.6% 96% TBD of satisfactory or better 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: count Trend:  CY 09 CY 10 CY 11 Measures: Actual Actual Estimate Percentage of work requests completed versus 95 175 100 submitted Annual Financial Plan 134 CY 12 Estimate TBD City of Flagstaff GENERAL ADMINISTRATION SECTION: SECTION 08 INFORMATION TECHNOLOGY 08-INFORMATION TECHNOLOGY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2009-2010 $ 970,705 321,996 20,973 $ 1,313,674 Adopted Budget 2010-2011 $ 915,740 396,094 959,528 $ 2,271,362 Estimated Expenditures 2010-2011 $ 860,138 396,746 343,440 $ 1,600,324 Proposed Budget 2011-2012 $ 956,279 407,795 1,128,337 $ 2,492,411 Budget-Budget Variance $ 40,539 11,701 168,809 $ 221,049 $ $ $ $ $ EXPENDITURES BY PROGRAM: ADMINISTRATION APPLICATIONS SYSTEMS SERVICES NETWORK GIS MICROSOFT SETTLEMENT IT IT NON-DEPARTMENTAL TOTAL $ 213,260 1,243 482,681 118,722 194,258 303,510 1,313,674 $ 170,991 362,398 190,661 151,549 215,794 159,663 1,020,306 2,271,362 $ 172,283 362,398 190,623 95,446 215,789 159,656 (12,199) 416,328 1,600,324 $ 171,272 386,122 192,389 157,148 242,351 160,513 (912) 1,183,528 2,492,411 $ 281 23,724 1,728 5,599 26,557 850 (912) 163,222 221,049 SOURCE OF FUNDING: GENERAL FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 2,103,749 283,383 13,160 92,119 2,492,411 COMMENTARY: The Information Technology operating budget has decreased 10% with no capital expenditures. Personal Services increases are due to an organizational re-organization in FY11 and small increases in retirement and insurance costs. Contractual increases are due to an increase in computer maintenance. Commodities increases are due to an increase in IT Non-Departmental computer equipment and computer software. Annual Financial Plan 135 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 11 ACCOMPLISHMENTS           Through active case management adjudicated 96% of all cases within 90 days, 83% of all cases including time a case spent out on a warrant (exceeds state average of 78% 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, 56,000 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 $4.0M in financial transactions, have complied with the Arizona Supreme Court Minimum Accounting Standards and reported timely. Participated in the 2010 bond election. Although unsuccessful, presented valuable information to the public regarding the need. Piloted a Fines Reduction Program under Administrative Order from Chief Justice Birch. Succeeded in increasing overall revenues while reducing the number of older, non-active cases. Participated in the development, implementation and facilitation of the Justice 2030 strategic plan for the Courts in Coconino County. Annual Financial Plan    136 FLAGSTAFF MUNICIPAL COURT Trained judicial staff on case flow management techniques in order to move up the disposition of cases and improving efficiency. Completed our external triennial financial audit, reported to the Arizona Supreme Court a single minor finding. Implemented the court strategic planning agenda for 2011. 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). Used state FARE funds along with state Fill The Gap funds and local court improvement fees to help with additional case load and slow the creation of backlog cases. Expanded electronic transfer process of case information including citations, booking information and long form complaints (CJI program). Participated with Arizona Chief Justices’ Committee on Electronic Courts and implemented a statewide process to provide for electronic filing of civil cases. 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), E-Court Committee, Limited Jurisdiction Case Management System Development Group (LJCMS), Criminal Justice Integration (CJI), Limited Jurisdiction Court Administrators Association (LJCAA), Arizona Court Association (ACA), Justice 2030, and state and local meetings with criminal justice partners. Evaluated effectiveness and feasibility of continued operation regarding specialty courts to meet the needs of defendants with cases in the court including the DUI/Drug Court, Mental Health Court and Homeless Court. Implemented a reorganization of court staffing and responsibilities around changes in automation, case filing and budget changes. City of Flagstaff GENERAL ADMINISTRATION   SECTION 65 Implemented automated work flow for collections program within the 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 12 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 (submitted for Arizona Supreme Court 2011 rules calendar). Use statistics based on 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. Continue with the development of options for new facilities to improve work environment, community access and security at the Municipal Court. Annual Financial Plan     137 FLAGSTAFF MUNICIPAL COURT Create a viable options to present to the City Council for location, funding and construction of a new court facility. Study the nature and size of cases that are backlogged in the system, create an action plan through continued case management and measures. 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). Expand the use of handheld electronic citation devices at the Flagstaff Police Department. Search for funds to allow full implementation of handheld electronic citation units at the Flagstaff Police Department through Judicial Collection Enforcement Funds (JCEF). Participate in leadership development of court staff through the Court Leadership Institute of Arizona (CLIA), the Institute for Court Management (ICM) and the creation of individual professional development plans. Develop and implement a Strategic Plan for FY11 in cooperation with the Criminal Justice Coordinating Council and Justice 2030. Explore the feasibility of and funding for a Veterans Court. 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: Exceeding – 90%+ in 90 days, Meeting – 80% to 89% in 90 days, Needs Attention – Less than 80% in 90 days. Current Score: Exceeding Trend: ↑ FY 09 FY 10 FY 11 FY 12 Measures: Actual Actual Estimate Proposed Total cases cleared in 90 days excluding warrant time 96% 96% 97% 93% W Ex W Ex W Ex W Ex Cases completed in 0 - 30 days (FY10 state average = 46%) 54% 63% 52% 61% 59% 61% 52% 60% Cases completed in 31 -60 days (FY10 state average = 21%) 21% 24% 24% 27% 25% 28% 23% 24% Cases completed in 61 - 90 days (FY10 state average = 11%) 8% 9% 7% 8% 7% 8% 7% 9% Cases completed in 91 - 120 days (FY10 state average = 7%) 4% 4% 4% 4% 3% 3% 4% 6% Cases completed 121+ days (FY10 state average = 16%) 13% 0% 13% 0% 6% 0% 14% 1% 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 138 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 2010 Frequency: Annual Scoring: Exceeding - Above Statewide Average, Meeting – Matches Statewide Average, Needs Attention – Below Statewide Average. Current Score: Exceeding Trend:  Cases (Open vs. Closed) Statewide Cases (Open vs. Closed) Flagstaff Municipal Previous Year OPEN (24%) OPEN (19%) 28% Open 18% Open 72% Closed 82% Closed CLOSED (76%) Total number of cases: 844,602 Previous Year CLOSED (81%) Total number of cases: 16,265 The Flagstaff Municipal Court exceeded the statewide average for Limited Jurisdiction Courts by 6%. Last year we exceeded the statewide average for Limited Jurisdiction Courts by 10% 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 case management standards and state average for limited jurisdiction courts. Type of Measure: Outcome Tool: Clearance Rate for all case types Frequency: Annual Scoring: Exceeding – 95%+, Meeting – 80% to 94%, Needs Attention – Below 80%. Current Score: Exceeding Trend:  FY 08 Actual 110.27% Measures: Clearance Rate FY 09 Actual 102.72% FY 10 Actual 102.71% FY 11 Estimate 100.00% FY 12 Proposed 98.00% Clearance Rate 2006-2010 140.00 130.00 120.00 110.00 100.00 90.00 80.00 70.00 Annual Financial Plan 140 City of Flagstaff 2010-11 2010-09 2010-07 2010-05 2010-03 2010-01 2009-11 2009-09 2009-07 2009-05 2009-03 2009-01 2008-11 2008-09 2008-07 2008-05 2008-03 2008-01 2007-11 2007-09 2007-07 2007-05 2007-03 2007-01 2006-11 2006-09 2006-07 2006-05 2006-03 2006-01 60.00 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: Total Dollar Amount Trend: ↑ FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Amount of city general funds collected $1,096,280 $1,021,472 $1,050,000 Amount of surcharges/state funds collected $1,610,844 $1,811,159 $1,800,000 Amount of other local funds collected $305,161 $428,327 $430,000 Total amount of fines/fees collected $3,012,285 $3,260,958 $3,280,000 Amount of restitution paid $40,791 $47,121 $45,000 Amount of bonds posted $819,759 $720,200 $750,000 Total amount of pass-through funds $860,550 $767,321 $795,000 Total all financial transactions $3,872,835 $4,028,279 $4,075,000 Annual Financial Plan 141 FY 12 Proposed $1,000,000 $1,800,000 $400,000 $3,200,000 $40,000 $760,000 $800,000 $4,000,000 City of Flagstaff GENERAL ADMINISTRATION SECTION 65 FLAGSTAFF MUNICIPAL COURT Council Priority: Family, Youth and Community Goal: To have the public perceive the court to be fair and accessible when they come to do business there. Objective: To have a majority of clients agree that the court treated them fairly and was accessible to them. Type of Measure: Outcome Tool: Survey of Access and Fairness of the Court Frequency: Annual Scoring: Exceeding – 70% or more agree or strongly agree, Meeting - 50% to 69% agree or strongly agree, Needs Attention – less than 50% agree or strongly agree. Current Score: Exceeding Trend: ↑ FY 11 FY 08 FY 09 FY 10 Actual Proposed Measures: Those that Agree or Strongly Agree That: Actual Actual ACCESS Finding the courthouse was easy. 84% 87% 87% 85% The forms I needed were clear and easy to understand. 81% 83% 91% 85% I felt safe in the courthouse. 86% 87% 90% 86% The court makes reasonable efforts to remove physical and 92% 82% 76% 81% language barriers to service. I was able to get my business done in a reasonable amount of 86% 70% 73% 81% time. Court staff paid attention to my needs. 81% 79% 92% 80% I was treated with courtesy and respect. 88% 85% 91% 90% I easily found the courtroom or office I needed. 88% 87% 94% 88% The court’s website was useful. 54% 48% 80% 60% The court’s hours of operation made it easy for me to do my 88% 70% 76% 80% business. FAIRNESS The way my case was handled was fair. 71% 76% 86% 75% The judge listened to my side of the story before he or she 88% 76% 74% 77% made a decision. The judge had the information necessary to make good 88% 75% 70% 73% decisions about my case. I was treated the same as everyone else. 78% 81% 91% 80% As I leave the court I know what to do next about my case. 84% 85% 93% 85% Results are based only on those individuals responding to the appropriate question (“not applicable” or “no response” were excluded). Annual Financial Plan 142 City of Flagstaff GENERAL ADMINISTRATION SECTION: SECTION 65 FLAGSTAFF MUNICIPAL COURT 65-CITY COURT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2009-2010 $ 1,905,823 638,637 62,980 $ 2,607,440 Adopted Budget 2010-2011 $ 1,829,454 642,510 61,302 $ 2,533,266 Estimated Expenditures 2010-2011 $ 1,793,049 679,262 62,325 $ 2,534,636 Proposed Budget 2011-2012 $ 1,857,302 655,605 70,524 $ 2,583,431 Budget-Budget Variance $ 27,848 13,095 9,222 $ 50,165 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COURT SERVICES RECORDS MANAGEMENT COURT ENFORCEMENT WARRANT DIVISION COURT OPERATIONS JUDICIAL SERVICES TOTAL $ 1,116,632 716,162 219,693 532,976 13,824 8,153 2,607,440 $ 854,300 809,810 284,269 315,380 138,095 131,412 2,533,266 $ 893,481 706,941 355,584 430,750 17,491 130,389 2,534,636 $ 509,476 777,760 177,725 168,810 337,512 184,276 427,872 2,583,431 $ $ 2,583,431 2,583,431 $ (344,824) (32,050) (106,544) (146,570) 199,417 52,864 427,872 50,165 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The City Court operating budget increased 2% due to retirement, personnel and benefit costs, and 1X authorized expenditures. The 1X expenditures this year include $94,025 for a Deputy Court Administrator, $28,641 for Court Judicial Support, and $84,690 for the Integration Services for Criminal Justice Agencies. There are no major capital (>$10,000) expenditures planned for this section. There have been increases in Contractual and commodities for Utilities, Janitorial, Travel, and Computer Equipment, This department has reorganized, which affects the Expenditures by Program. Annual Financial Plan 143 City of Flagstaff Annual Financial Plan 144 City of Flagstaff MANAGEMENT SERVICES DIVISION MISSION The mission of the Customer Service Section is to provide accurate and timely billing of Water, Sewer, Trash, Recycling, and Stormwater Services. To provide excellent customer service to internal and external customers; to assist in all customer copy center needs and to answer all incoming switchboard calls. 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 City of Flagstaff 4 Meter Reader 1 Accounts Spec 1 Account Clerk Grants Payroll 1 Grants Manager 1 Payroll Manager 1 Grants Specialist 1 Payroll Assistant MANAGEMENT SERVICES SECTION 06 CUSTOMER SERVICE MISSION The mission of the Customer Service Section is to provide accurate and timely billing of water, sewer, trash, recycling, and stormwater services; to provide excellent customer service to internal and external customers; to assist in all customer copy center needs; and to answer all incoming switchboard calls. FY 12 NEW INITIATIVES AND GOALS PROGRAM DESCRIPTION   Customer Service is responsible for meter reading, utility billing, and for the turn-off and collection of delinquent accounts. Unusually high or low water consumption is investigated and inactive meters are monitored for possible consumption. The section 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. Customer Service also operates the copy center and switchboard; processing mail, fulfilling customer copy needs, and answering incoming calls.      FY 11 ACCOMPLISHMENTS          Successfully integrated switchboard and copy center activities into the Customer Service section. Entered, tested, and implemented the new water and sewer rates passed by Council in September and effective January 1, 2011. Implemented Red Flag (privacy) policies and procedures to become compliant with federal rules. Worked with the Visitor’s Center to enable independent entering of cash receipts and handling of bank deposits in the cash receipts system. Changed Meter Reader job title to Meter Technician to recognize the technical aspects of the work. Integrated Meter Technicians into the collections end of Customer Service. Meter Technicians now lock-off customers for non-payment. Added over 400 new radio read devices into the meter system. Identified, diagnosed, and repaired more than 500 failed electronic receiver/transmitters (ERTs) throughout the City. Annual Financial Plan  147 Landfill and Police cashiering implementation. Work with these two sections to allow the use of the City’s cash receipt system. This will eliminate double entry and provide for better reconciliation. It will also allow these locations to accept credit cards. Work with the IT Department on the installation of the VOIP phone system throughout the City and eliminate the physical switchboard. Continue to promote paperless billing to reduce printing and mailing expenses. Reach a total of 8% of customers signed up for paperless billing. Continue to promote bank drafting to reduce time and expenses associated with check processing. Encourage utility customers to make payments via the City’s payment website, Click2Gov. Upgrade the MVRS system and handheld units to obtain data logging information in order for staff to more easily detect leaks within the City’s water system. Convert over 500 visually read water meters to electronic radio read water meters with the assistance of the Water Distribution Section. Upgrade the City’s 4 potable water self-loading stations to accept payment with a credit card in order to decrease the time and expense associated with self-loading station maintenance. Train Meter Technicians to install radio read registers and ERTs in order to improve reading efficiency. City of Flagstaff MANAGEMENT SERVICES SECTION 06 CUSTOMER SERVICE PERFORMANCE MEASURES Council Priority: Effective Governance 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Annual write off of customer accounts, excluding $57,408 $60,304 $60,000 $50,000 bankruptcies Write offs as a percentage of total billed 0.25% 0.25% 0.25% 0.20% Council Priority: Effective Governance 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: (CY08-CY10) <2% Exceeding, 2-5% Meeting, >5% Not Meeting (CY11) <15% Exceeding, 15-25% Meeting, >25% Not Meeting Billing: 34+ bills sent=Meeting, <34 bills sent=Not Meeting Trend: Reading - , Billing -  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Percent of estimated meter reads 2.71% 4.78% 15.00% 15.00% Number of bills sent out within 34 days of prior 36 34 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 2009-2010 $ 537,159 277,471 27,606 4,827 $ 847,063 Adopted Budget 2010-2011 $ 510,298 302,995 35,875 $ 849,168 Estimated Expenditures 2010-2011 $ 509,665 292,136 28,079 $ 829,880 Proposed Budget 2011-2012 $ 468,046 326,270 28,050 $ 822,366 Budget-Budget Variance $ (42,252) 23,275 (7,825) $ (26,802) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION FIELD READING COLLECTION MAIL ROOM CUSTOMER SERVICE TOTAL $ 201,758 199,388 93,998 1 351,918 847,063 $ 254,016 202,119 88,482 8,500 296,051 849,168 $ 167,345 202,226 88,500 12,815 358,994 829,880 $ 166,892 193,587 88,839 9,900 363,148 822,366 $ (87,124) (8,532) 357 1,400 67,097 (26,802) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ (69,589) 966 768 241 707,053 19,490 26 163,411 822,366 COMMENTARY: The Customer Service operating budget has decreased 3% and there are no capital expenditures. Personal Services decreases are due to reduction of a Meter reader position by .75 FTE and small increases in retirement and insurance costs. Contractuals increases are due to one time items for new standpipe credit card readers and Commodities decreases are due to reduction in miscellaneous computer equipment. There is no major capital (<$10,000) for this section. Annual Financial Plan 149 City of Flagstaff MANAGEMENT SERVICES SECTION 09 MISSION The mission of the Purchasing Section is to support the goals and objectives of the City by delivering consistent and professional procurement support to all employees, and assist in making best value procurement decisions while maintaining the highest ethical standards.  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.          Have completed the scanning and set up of IGAs, term contracts, lease agreements and development agreements to centralize and manage within the Contract Assistant Software System; Conducted and participated in more “Joint Bidding” with other public sector agencies throughout Arizona to leverage our purchases to obtain more competitive pricing; Planned, implemented and conducted vendor outreach forums to educate our vendor community on “How to do business with the City” and the City’s procurement process; Developed and implemented a vendor performance database to track vendor performance and related issues on City projects; Implemented more long-term contracts through formal solicitations to obtain more competitive pricing; Developed and implemented policy and procedures involving task orders to initiate professional design services and construction projects; Organized and facilitated “Round Table” discussions with our local Flagstaff Design Annual Financial Plan Professionals to develop and implement evaluation criteria under “Value Added Knowledge and Experience” to be incorporated into our Request For Statements of Qualifications documents. This additional evaluation criteria, will potentially allow local Flagstaff Design Professionals to score higher when being evaluated through their demonstration of “Value Added” knowledge and experience with Northern Arizona geology, cold weather climate and local building codes; and Achieved cost savings/cost avoidance that amounted to just over $150,000 and brought in over $150,000 in revenues through on-site and on-line bidding and subsequent sale of surplus property. FY 12 NEW INITIATIVES AND GOALS FY 11 ACCOMPLISHMENTS  PURCHASING   150 Research and identify national cooperative purchasing contracts in addition to what we utilize currently that could potentially provide more competitive pricing; Research and conduct “Cost Benefit Analysis” of lease vs. buy of computer and City vehicles; Formulate and implement flowchart and associated formal policy and procedures for the utilization of “Alternative Project Delivery Methods” for capital projects; With regard to the City’s Central Warehouse and City Shop, identify “dead stock” or “obsolete” inventory items and work with associated vendors to either buy back or provide a credit for future inventory purchases; Develop more aggressive cost saving/cost avoidance strategies. City of Flagstaff MANAGEMENT SERVICES SECTION 09 PURCHASING PERFORMANCE MEASURES Council Priority: Maintain and Deliver Quality, Reliable, Infrastructure 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Overall rating of meets or exceeds expectations 80% 90% 92% 95% Council Priority: Effective Governance 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Total cost savings and/or cost avoidance $35,000 $52,000 $60,000 $90,000 Council Priority: Effective Governance 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Percentage of total purchase transactions utilizing 5% 10% 15% 15%+ procurement card vs. requisition/purchase order process. Annual Financial Plan 151 City of Flagstaff MANAGEMENT SERVICES SECTION 09 PURCHASING Council Priority: Effective Governance 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Length of time it takes to process a purchase n/a n/a Within 24 Within 24 order once a requisition has been approved. hrs. hrs. SECTION: 09-PURCHASING EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2009-2010 $ 636,077 36,514 10,370 $ 682,961 Adopted Budget 2010-2011 $ 618,263 25,427 6,224 $ 649,914 Estimated Expenditures 2010-2011 $ 618,263 26,006 5,340 $ 649,609 Proposed Budget 2011-2012 $ 695,314 25,427 6,252 $ 726,993 Budget-Budget Variance $ 77,051 28 $ 77,079 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PURCHASING MAIL SERVICES WAREHOUSE PROPERTY MANAGEMENT TOTAL $ 147,889 441,510 8,794 84,503 265 682,961 $ 161,577 411,645 76,692 649,914 $ 162,733 412,493 74,383 649,609 $ 236,311 413,591 77,091 726,993 $ 74,734 1,946 399 77,079 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 350,789 29,408 77,662 36,557 149,241 4,832 30,220 48,284 726,993 COMMENTARY: The Management Services operating budget has increased 12% with no capital expenditures. Personal Services increases are due to the addition of Business Analyst position and small increases in retirement and insurance costs. Contractuals and Commodities has little to no change from FY2011. 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 tax reporting problems can be avoided.     PROGRAM DESCRIPTION  The Tax, Licensing, and Revenue section is responsible for the licensing of new businesses, the processing of city sales tax returns, and the collecting of delinquent sales tax and business license accounts. Section staff disseminates City and State sales tax information to taxpayers and management. The section 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 and manages the City’s investment portfolio.         Analyzed sales tax section functions and developed work flows to help in the sales tax software implementation. Wrote system requirements for the new system to create efficiencies in the section’s work flow. Successfully completed resiliency and MyersBriggs team building trainings. Processed 39,950 city sales tax returns for FY 11. This is an increase of 1.04% over FY 10. Issued approximately 1,000 sales tax and business licenses in FY 11. Performed 30 sales tax audits and reviews that generated $225,000 in additional tax revenue. Annual Financial Plan Collected $2.3 million from delinquent miscellaneous revenue accounts. Managed collections for over 3,500 parking tickets totaling over $110,900. Collected on over 2,860 library delinquent accounts for over $155,832 in library fines. Collected on 4,290 delinquent tax returns totaling $1.2 million. Pursued collections for over 200 non-sufficient funds checks. Billed monthly through the miscellaneous receivables program an average of 650 accounts for $850,000. Billed and collected for 350 Fire Department User Fee accounts with annual revenue of $45,000. Managed 373 community restitution workers with 13,373 hours of service. FY 12 NEW INITIATIVES AND GOALS FY 11 ACCOMPLISHMENTS  TAX, LICENSING, & REVENUE    153 Implement new tax and licensing program that will enable our taxpayers to apply for license, file sales tax returns, make payments, and maintain account information online. Implement the new tax and licensing program to improve processing efficiency and move the section away from the home-grown legacy system. Write procedures manuals for each function in the sales tax section to document step by step procedures. Put out a RFP for an outside party to manage the city’s cash investments. The investments would be limited to those currently allowed by the city investment policy. City staff would oversee the investments made by the outside party. Implement electronic billing for miscellaneous revenue accounts. City of Flagstaff MANAGEMENT SERVICES SECTION 10 TAX, LICENSING, & REVENUE PERFORMANCE MEASURES Council Priority: Effective Governance 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: ↑ Total of 6 seminars were held and they continue to meet the needs of our customers. CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Output-The number of people attending the 43 52 45 60 seminars Outcome- At least 90% of attendees found the 93% 97% 98% 90% seminar useful, the presentation and the materials provided were easy to follow. Council Priority: Effective Governance 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 09 FY 10 FY 11 Measures: Actual Actual Estimate Outcome-Sales tax write-offs as a percentage of 0.1% 0.018% 0.34% revenue Outcome-Miscellaneous receivables as a 0.1% 1.01% 0.95% percentage of revenue Annual Financial Plan 154 FY 12 Proposed 0.4% 0.7% City of Flagstaff MANAGEMENT SERVICES SECTION 10 TAX, LICENSING, & REVENUE Council Priority: Effective Governance 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 returns have been declining compared to last year, investment returns remain well above LGIP and two year treasury notes average. FY 09 FY 10 FY 11 FY 12 Measures: Actual Actual Estimate Proposed Annual rate of return on investments outside 4.05% 2.5% 1.5% 1.5% LGIP LGIP annual rate of return 1.22% 0.11% 0.17% 0.17 Council Priority: Effective Governance 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 50 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 09 FY 10 FY 11 FY 12 Measures: Actual Actual Estimate Proposed Audit assessments for the fiscal year 275,967 156,034 220,000 300,000 Audit program expenses 164,424 86,514 86,514 101,064 Number of audits and reviews performed 60 32 30 50 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 2009-2010 $ 534,146 33,771 15,440 $ 583,357 Adopted Budget 2010-2011 $ 632,010 39,376 16,743 $ 688,129 Estimated Expenditures 2010-2011 $ 549,294 39,291 16,845 $ 605,430 Proposed Budget 2011-2012 $ 556,522 40,819 15,300 $ 612,641 Budget-Budget Variance $ (75,488) 1,443 (1,443) $ (75,488) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION AUDIT COLLECTIONS LICENSING AND CLERICAL ACCOUNTS RECEIVABLE TOTAL $ 140,418 177,132 122,893 88,886 54,028 583,357 $ 286,527 137,953 120,423 89,367 53,859 688,129 $ 172,314 174,157 120,153 88,754 50,052 605,430 $ 264,597 77,251 121,076 95,370 54,347 612,641 $ (21,930) (60,702) 653 6,003 488 (75,488) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 197,016 59,811 204,056 26,534 41,216 84,008 612,641 COMMENTARY: The Sales Tax operating budget has decreased 11% with no capital expenditures. Personal Services decreases are due to reduction of one Auditor I position. In addition, there are small increases for retirement and insurance benefits. Contractuals increases are due to increases in travel, registration, and education. Commodities decreases are due to reductions in photocopying and 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, and performance reporting.     FY 11 ACCOMPLISHMENTS          Received the Government Finance Officers Association (GFOA) Distinguished Budget presentation award for Fiscal Year (FY) 2011 for the seventeenth consecutive year. Received the GFOA Certificate of Achievement in financial reporting for FY 2009 for the sixteenth consecutive year. Early implemented GASB Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions. Completed Fiscal Year 2010 financial audit with only one major deficiency which was identified by staff and brought to the auditor’s attention. Continue to work with Grant Representatives on American Recovery and Reinvestment Act (ARRA) Grants and review all quarterly ARRA1512 Reports. Hired a full-time Grants Specialist position. Submitted the Airport Capital Improvement 5Year Plan for 2012-2016. Project coordination with Federal Emergency Management Agency (FEMA) and AZ Department of Emergency Management (ADEM) on Disaster Recovery efforts for the 2010 Winter Storm, Hardy Fire, Schultz Fire, and Schultz Flooding events. Annual Financial Plan  FINANCE/BUDGET Provided guidance to staff and attended numerous meetings regarding the grant funded Airport-Snow Removal Equipment. Continue to work with staff and AZ Department of Transportation, Aeronautics Division on Airport Land Acquisition. Worked with staff and the Water Infrastructure Finance Authority (WIFA) on the ARRA-Sinagua Well project final grant compliance closeout. Reviewed and provided comments to the new Flagstaff Metropolitan Planning Organization (FMPO) Title IV Plan. Updated current grant access database and researched potential software. Attended and conducted Resiliency Training for Finance staff. Researched time entry and scheduling software for citywide use. Participated in due diligence group to identify pros and cons for new financial software. Working with Flagstaff Housing Authority (FHA) to align policies, processes, and reporting within those of the City of Flagstaff. Assisted with implementing new software at the Visitor Center that allows better integration with general ledger and inventory reporting. Implement recreation software changes to allow better reconciliation to general ledger and provide installment billing. FY 12 NEW INITIATIVES AND GOALS          157 Continue to increase grant application submission and success on award approval. Investigate new Grant Management programs if city moves to a new software package. Complete the Schultz Flooding-Inner Basin Pipeline Reconstruction Project with FEMA/ADEM. Continue to work with FHA to identify efficiencies and operational changes. Implement time entry and scheduling software for citywide use. Explore paperless payroll options. Work with sections for improved and timely financial reporting to meet their operational needs. Begin quarterly financial reporting to Council. Begin posting monthly financial reports and transactions on the city website. City of Flagstaff MANAGEMENT SERVICES SECTION 13 FINANCE/BUDGET PERFORMANCE MEASURES Council Priority: Effective Governance 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed GFOA Certificate of Achievement 100% 100% 100% 100% GFOA Distinguished Budget Presentation Award 100% 100% 100% 100% Council Priority: Effective Governance 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 09 FY 10 FY 11 FY 12 Measures: Actual Actual Estimate Proposed Projected Grant Budgeted Revenue $15,301,097 $17,221,239 $22,000,000 $22,000,000 Actual Grant Revenue Received $5,249,709 $5,612,625 $7,000,000 $8,000,000 Grant Amounts Awarded During the Fiscal Year $5,476,603 $4,884,046 $7,000,000 $8,000,000 Council Priority: Effective Governance 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 09 FY 10 Measures: Actual Actual Grants Applications Submitted 80 80 Grants Awarded 52 (65%) 55 (68%) Active Grants Worked During Fiscal Year 141 163 Annual Financial Plan 158 FY 11 Estimate 90 60 (67%) 175 FY 12 Proposed 100 70 (70%) 200 City of Flagstaff MANAGEMENT SERVICES SECTION 13 FINANCE/BUDGET Council Priority: Effective Governance 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: >25% Very Good, 15-25% Good, <15% Needs Attention Trend:  CY 09 CY 10 CY 11 Measures: Actual Actual Estimate Vendors paid by EFT 23 106 150 Number of Payments Made by EFT 113 1,003 1,500 Percent of Total Payments 1% 14% 20% CY 12 Proposed 150 2,500 35% Council Priority: Effective Governance 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:  Measures: City of Flagstaff control deficiencies City of Flagstaff significant deficiencies Single audit findings Annual Financial Plan CY 09 Actual 0 0 0 159 CY 10 Actual 0 1 1 CY 11 Estimate 0 0 0 CY 12 Proposed 0 0 0 City of Flagstaff MANAGEMENT SERVICES SECTION: SECTION 13 FINANCE/BUDGET 13-FINANCE AND BUDGET EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2009-2010 $ 829,670 27,986 21,851 $ 879,507 Adopted Budget 2010-2011 $ 844,153 23,904 14,850 $ 882,907 Estimated Expenditures 2010-2011 $ 816,350 33,604 14,800 4,500 $ 869,254 Proposed Budget 2011-2012 $ 850,385 22,800 15,954 $ 889,139 Budget-Budget Variance $ 6,232 (1,104) 1,104 $ 6,232 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ACCOUNTING PAYROLL ACCTS PAYABLE/ RECEIVABLE BUDGET GRANTS ADMINISTRATION TOTAL $ 86,315 366,714 138,299 144,561 6,312 137,306 879,507 $ 111,841 335,523 135,906 124,524 6,500 168,613 882,907 $ 117,737 327,071 135,753 123,674 6,800 158,219 869,254 $ 111,673 333,553 136,856 125,864 6,050 175,143 889,139 $ (168) (1,970) 950 1,340 (450) 6,530 6,232 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 530,673 60,463 59,866 25,686 100,810 6,009 28,273 77,359 889,139 COMMENTARY: The Finance and Budget operating budget has increased 1% with no capital expenditures. Personal Services increases are due to small increases in retirement and insurance benefits. Contractual decreases are due to reductions in memberships and advertising. Commodities increases are due to increases in subscriptions and office supplies. 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 for the delivery of high quality community projects that improve the quality of life for the citizens of Flagstaff, through the efficient management of public resources. Innovative solutions and communications with the public define the Metropolitan Planning Organization as the leader for coordinating regional transportation and land use planning. Intellectual and professional integrity keep us there. 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) 1 Admin Specialist Planning and Development Services 16 1 Planning Director 1 Admin Specialist Housing 19 1 Housing Manager 1 Admin Specialist Current Planning Building Safety 1 Current Planning Manager 1 Building Official Engineering 17 1 City Engineer Capital Improvements 03 3 Bldg Plans Examiners Inspection and Testing 1 Housing Planner 1 Permanent Affordability Administrator 162 1 Development Svcs Supervisor Public Housing Section 8 Housing 1 FHA Manager 1 FHA Manager 3 Housing Services Spec 2 Housing Services Spec 1 Resident Svcs Coord 1 Occupancy Specialist 1 Inspection Supervisor Delivery 1 Capital Improvements Engineer 1 Inspection Supervisor 1 FHA Director 1 Construction Manager 1 Administrative Specialist 3 Planning Development Manager Fkag /housing Authority 5 Engineering Inspector 1 Housing & Grants Admin Finance Maintenance 1 FHA Manager 1 FHA Manager 2 Matl Tech I 7 Project Manager 5 Building Inspectors Planning 1 Finance Specialist 1 Maintenance Coordinator 1 Development Svcs Spec Comprehensive Planning Zoning Code Administration 1 Comprehensive Planning Manager 1 Zoning Code Administrator 1 Capital Improvements Engineer Flag Housing Corp East Development 1 Maintenance Leadworker 1 Maintenance Leadworker 1 Project Manager 1 Neighborhood Planner 1 Code Compliance Supervisor Transportation Engineering 05 1 Traffic Engineer Development Engineering 1 Assistant City Engineer 6 Maintenance Worker 1 Code Compliance Officer II 1 Project Manager 1 Engineering Tech III 1 Zoning Code Manager 3 Project Manager FMPO City of Flagstaff 1 Metro Planning Org Mgr .5 Admin Specialist 1 Multi Modal Trans Planner .38 Intern COMMUNITY DEVELOPMENT SECTION 03  MISSION The Capital Improvements Program provides for the delivery of high quality commuity projects that improve the quality of life for the citizens of Flagstaff; through the efficient management of public resources..    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 project planning, programming (budget, schedule, scoping) and administration of design and construction services for City facilities and infrastructure while ensuring program accountability through public involvement.     CAPITAL IMPROVEMENTS Completed project administration services for design of Industrial Dr. roadway improvements from Huntington Dr. to Nestle Purina Dr. Continued Rio de Flag project coordination with Army Corps of Engineers including construction phase liaison for the Butler Tunnel. Continued project management services for Fire Stations #2 and associated Ponderosa Parkway. Continued project administration services for new Traffic Signal installation at S. Fourth St. and Sparrow Ave. Continued project management services for multiple FUTS projects. Completed project management services and parcel re-assessments for the Aspen Place at the Sawmill project. Completed project management for the Sunnyside Ph V-A neighborhood improvement project. FY 11 ACCOMPLISHMENTS Engineered design documents in progress toward construction for 17 capital projects valued at $ 14.3 M. Projects with design percent completed (status as of 1/06/11) include            Assisted NAIPTA with development of preliminary and final design for new Mountain Links Transit route. Facilitated City participation in ADOT Interstate 40 Corridor design concept study. Assisted in the development of proposed bond program for 2010 and provided support for the Bond Advisory Task Force. Continued to facilitate Capital Improvements Committee meetings to provide internal review and oversight. 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. Coordinated internal review of proposed 5 year plans for each functional area within the City of Flagstaff and 5-year CIP up-date for 2012–2017. Facilitated monthly coordination meetings for Urban Streetscape and Urban Trails Programs. Completed project administration services for the Southside Improvements project at S. Beaver and S. San Francisco Streets. Completed project management services for Historic Rote 66 pedestrian improvements. Annual Financial Plan                  163 Industrial Dr - Huntington to Nestle Purina @ 99% FUTS Linda Vista connector @ 91% Rio De Flag Downtown RR bridge @ 90% FUTS Hospital rim @ 80% FUTS Switzer canyon trail @ 69%. th 4 /Sparrow signal @ 54% Milton - Sitgreaves ramp @ 38% FUTS Florence – Walnut underpass @ 30% Woodland Village Blvd Medians @ 28% Woodlands Village sidewalk @ 3% 4th /St gateway Butler Medians Phase 3 FUTS Rt. 66 – McMillian Mesa FUTS Country Club FUTS Arrow -6th Ave connector West & Arrowhead Reconstruction NAIPTA/Mtn. Links, @ 75% Scheduled construction or are under construction for 10 projects valued at $5.8M. Projects with construction percent completed (status as of 1/06/11):include:  Ponderosa parkway  Rio De Flag Butler Tunnel  Lake Mary Rd. Utility City of Flagstaff COMMUNITY DEVELOPMENT  SECTION 03  Rt 66 South of Tracks beautification  FUTS Rte 66 Downtown trail  Rail crossing modifications  West/Sixth intersection  Industrial Dr. –Fanning to Eagle Mtn  Sunnyside Phase V-B Construction completed with projects under warranty includes 12 city projects valued at $10.1M including:                Izabel homes Phase I Sunnside Phase V(a) Ponderosa parkway FUTS cresent Rio bridge RDF Butler culvert Southside traffic improvements Historic rte. 66 awning Lake Mary Road FUTS downtown trail th West – 6 intersection Two spot logging train East Flagstaff TI medians the most effective allocation of the City’s capital resources. Continue quarterly project status reporting for all projects managed by Capital Improvements Program. Provide project management for bond-funded street and utility replacements consistent with voter authorization of 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 $13.77 M and includes:       FY 12 NEW INITIATIVES AND GOALS  Facilities and Public Safety  Ensure development and completion of all public facilities and infrastructure 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 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 Annual Financial Plan CAPITAL IMPROVEMENTS  164 Fire Station No. 2 – complete summer 2011 First round 2010 Street/Utility Bond projects – complete fall 2011 Sunnyside Ph V – B – complete fall 2011 Woodlands Village Blvd Medians – design complete fall 2011 Butler Ave Medians – complete design fall 2011 FUTS – ATA Rte 66 to Switzer Mesa - complete fall 2011 FUTS – Country Club Rte 66 to Cortland Design Summer/fall ‘11 FUTS – Hospital Rim Trail, Museum Connector, Linda Vista Connector, Switzer Canyon Trail – complete fall 2011 FUTS – Milton Sitgreaves ADA walkway – complete fall 2011 th connectors – FUTS Arrowhead and 6 completed fall 2011 Fourth St./Sparrow Ave Traffic Signal – complete summer 2011 West & Arrowhead reconstruction - Design summer/fall 2011 NAIPTA/NAU Mt. Link - Construction summer 2011 Reflectivity sign management program – 2011 Presidio onsite public improvements FUTS – Florence St. – Walnut St. railroad underpass- Construction fall 2011 RDF downtown railroad underpass. – Construction fall 2011 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 03 CAPITAL IMPROVEMENTS PERFORMANCE MEASURES Council Priority: Deliver Quality, Reliable Infrastructure 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 - Green Trend:  FY 09 FY 10 FY 11 FY 12 Measures: Actual Actual Estimate Proposed 95% Percentage of projects completed within 5% of 65 %, 100 % 90% (Four quarter (Four quarter (Two quarter authorized amount avg.) Council Priority: Deliver Quality, Reliable Infrastructure 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 construction. Frequency: Quarterly (using a 12-month moving trend) Scoring: Dashboard - Green Trend: / FY 09 Measures: Actual Percentage of projects completed within 3 87.9 %, (Four quarter months of accepted schedule avg.) avg) avg.) schedule at the time of Council award of FY 10 Actual 81.8 % (Four avg.) FY 11 Estimate quarter 85% (Two avg) quarter FY 12 Proposed 90% Council Priority: Deliver Quality, Reliable Infrastructure 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 Trend:  FY 09 FY 10 FY 11 FY 12 Measures: Actual Actual Estimate Proposed Percentage of programmed projects implemented within 2 years of the project’s 66% 70% 70% 70% 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 CAPITAL TOTAL Actual Expenditures 2009-2010 $ 1,110,976 72,696 (1,400,986) $ (217,314) Adopted Budget 2010-2011 $ 1,101,931 73,092 (1,386,909) $ (211,886) Estimated Expenditures 2010-2011 $ 1,013,825 14,950 (1,076,680) 1 $ (47,904) Proposed Budget 2011-2012 $ 785,821 53,092 (961,909) $ (122,996) Budget-Budget Variance $ (316,110) (20,000) 425,000 $ 88,890 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PROJECT MANAGEMENT ADOT PROJECT COORDINATION UNPLANNED/UNPROGAMED WORK 5 YEAR CAPITAL PROG DEV BOND ELECTION DEVELOPMENT TOTAL $ 81,051 (389,291) 7,804 5,179 54,200 23,743 (217,314) $ 28,183 (416,799) 11,816 147,731 17,183 (211,886) $ 22,318 (200,794) 11,740 5,977 99,243 13,612 (47,904) $ 28,183 (262,955) 11,849 99,927 (122,996) $ $ (122,996) (122,996) $ 153,844 33 (47,804) (17,183) 88,890 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Capital Management operating budget has decreased 42% and there are no capital expenditures. Personal Services decreases are due to 3.0 FTE staffing reductions that include one Capital Improvements Engineer and two Project Managers and small increases in retirement and insurance costs Contractuals decreases are due to the decrease of outside consultant fees. Commodities increases are due to a decrease in internal work 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 11 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.     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. Winter Congestion Study and data collection Coordination and support for state and local initiatives like Regional Plan 2012 ($250,000 grant), State Long Range Transportation Plan, I40 DCR 50 Miles of FUTS celebration Two successful enhancement grants, $1,300,000, and submittal of Safe Routes to School Grant FUTS Signing Grant, $228,000 Transportation Research Board national conference presentation FY 12 NEW INITIATIVES    5-Year Transit Plan Update (coordinated with NAIPTA) Trip Diary Survey (2nd survey, five-year cycle) Coordination and support for state and local initiatives like Regional Plan 2012 ($250,000 grant), State Long Range Transportation Plan 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 CY 09 Actual 77% CY 10 Actual No cityscape survey CY 11 Estimate No survey n/a 100% 100% 167 CY 12 Proposed 80% Trip Diary 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:  (no transportation-related legislation proferred) Measures: Percent of city and/or regional residents supporting proposal CY 09 Actual n/a CY 10 Actual 70% CY 11 Estimate n/a CY 12 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 5 years, annual tracking of other measures Scoring: Green = Progressing, Average, Yellow = static; Red = regressing Trend:  (Mostly up –based on transit performance, moderated by bike-to-work week) Measures: Trip Diary Results (2006 = 42.9%) Transit trips per city capita Bike-to-work week registered commutes by bike CY 09 Actual n/a 17.05 3380 CY 10 Actual n/a 19.4 2421 CY 11 Estimate n/a 20.9 3500 CY 12 Proposed 45% 22 3700 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) CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Root mean square error for roadway volumes 20/35 20/35 19/35 18/35 FMPO/Industry (RMSE 35) Non-auto mode share accuracy (based on trip 70% 65% 60% 75% diary survey every 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 2009-2010 $ 238,798 74,996 (25,342) $ 288,452 Adopted Budget 2010-2011 $ 240,868 297,020 (26,963) 11,000 $ 521,925 Estimated Expenditures 2010-2011 $ 240,868 186,626 (27,185) $ 400,309 Proposed Budget 2011-2012 $ 242,198 240,100 (34,665) $ 447,633 Budget-Budget Variance $ 1,330 (56,920) (7,702) (11,000) $ (74,292) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PUBLIC INFORMATION PROGRAM SHORT RANGE PLANNING PROGRAM TANSPORTATION IMPROVEMENT PLAN SHORT RANGE DATA COLLECTION LONG RANGE TRANSIT PLAN LONG RANGE TRANSPORT PLAN LONG RANGE "OTHER" TRANSPORT TOTAL $ 118,420 1,759 20,434 4,306 10,951 107,153 25,429 288,452 $ 188,625 9,000 176,000 700 30,000 117,600 521,925 $ 235,195 814 85,000 700 51,000 27,600 400,309 $ 218,933 3,000 80,000 700 65,000 30,000 50,000 447,633 $ $ 447,633 447,633 $ 30,308 (6,000) (96,000) 35,000 30,000 (67,600) (74,292) SOURCE OF FUNDING: METROPOLITAN PLANNING FUND COMMENTARY: The MPO operating budget has decreased 14% and there are no capital expenditures. Personal Services increase is due to small increases in retirement and insurance benefits. Contractual decrease are due to lower consultant costs in Long Range Transport. Commodities decreases are due to the Contra Work Order Charges. There is no major capital (>$10,000) for this section. With the exception of the General Fund transferring $22,493, the MPO is a 100% grant reimbursed program. Annual Financial Plan 169 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 15 ADMINISTRATION MISSION FY 11 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.        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.  Aspen Place at Sawmill Management Flagstaff Housing Authority Integration Presidio in the Pines Bond Settlement Fire Station Construction Southside Streetscape Isabel Homes Construction – 3 Units CD Leadership Team and on-going excellence initiatives Rio de Flag Project Executive Team Development Oversight Team to continually review process and outcomes Lone Tree Traffic Interchange Negotiations with ADOT FY 12 NEW INITIATIVES AND GOALS            Aspen Place Southside Sales WestCor Lawsuit Management Presidio HOA Lawsuit Management Aspen Place North Development Isabel Homes Phase 2 Construction 2010 Street and Utility Bond Projects Flagstaff Housing Authority Integration Presidio in the Pines Bond Settlement and Construction CD Leadership Team and on-going excellence initiatives Rio de Flag Project Executive Team Development Oversight Team focus on IDS and Construction Management Processes PERFORMANCE MEASURES Council Priority: Livability through good neighborhoods, affordable housing and varied recreational activities 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:  CY 09 CY 10 CY 11 Measures: Actual Actual Estimate Percentage of Community Development clients N/A 75% 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 CY 12 Proposed 75% City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 15 ADMINISTRATION 15-COMMUNITY DEVELOPMENT ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2009-2010 $ 254,910 7,743 12,281 $ 274,934 Adopted Budget 2010-2011 $ 230,246 16,790 11,228 $ 258,264 Estimated Expenditures 2010-2011 $ 229,788 16,790 11,692 $ 258,270 Proposed Budget 2011-2012 $ 231,283 29,559 11,228 $ 272,070 Budget-Budget Variance $ 1,037 12,769 $ 13,806 $ $ $ $ $ $ $ $ 272,070 272,070 $ $ $ $ 272,070 272,070 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TOTAL 274,934 274,934 258,264 258,264 258,270 258,270 13,806 13,806 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Community Development operating budget has increased by 5% and there are no capital expenditures. Personal Services increases of less than 1% are due to slight increases in retirement and insurance benefits. Contractual increases are due to Divisions 15, 16, and 17 realigning their programs expenditures to better match program needs. In addition, in this division, a 1X increase of $5,600 was authorized for Contractuals, offset by a 1X decrease in Division 17 (from personnel changes) in the same amount. Commodities remain unchanged. 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 combined Building Safety Program is responsible for administering and enforcing the provisions of the various International model codes and energy code, adopting changes to Title 4 of City Code for building code amendments regulating horizontal and vertical construction. This program consists of a plan review portion that reviews both residential and commercial construction plans, and an inspection portion which conducts on-site inspections to ensure compliance with applicable codes and ordinances, to abate life safety hazards and unsanitary conditions, and to facilitate future development in the City of Flagstaff. Staff provides our clients with the highest level of progressive interpretation of requirements which assist in problem solving to achieve the clients’ goals for timely issuance of construction permits. 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 and plans. PROGRAM DESCRIPTION The Planning & Development Services Section is responsible for working closely with applicants, other city staff 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, the Zoning Code, and the Building Code. Our customers include the general public, developers, trade groups, other city and county staff, the Planning and Zoning Commission, and the City Council. The Zoning Code Administration Program is responsible for ensuring fair and consistent interpretation and administration of the 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 Zoning 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 Section is divided into four programs. The Current Planning Program is responsible for administering, implementing and enforcing the Zoning 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 by coordinating city-wide input through the Development Review Board. The Program also provides customer service to external and internal clients and is the information hub to the Community Development Division for all activities that are funneled though the front counter. The front courter recieves and deceminates various applications, reviews applications for completeness, provides direct customer support to all, issues permits and reviews applications (such as site plans, rezoning, & plats). Annual Financial Plan PLANNING & SERVICES DEVELOPMENT The Comprehensive 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. It also provides 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 residents. 172 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 16 FY 11 ACCOMPLISHMENTS           Current Planning continues to be the staff liaison and provide administration to the Planning and Zoning Commission. The Commission conducted over 25 hours of Public Hearing time in the review and preparing recommendations related to the re-write of the Zoning Code. Current Planning continues to improve and refine the Development Review Board process that coordinates comments from all city sections on development proposals. The single-point-ofcontact service provides excellent customer service in processing the various types of development proposals. Improved the newly-implemented PreApplication process, which 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. Updated 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 91 concept and site plan proposals thoughout the review period. Assisted with the detailed review of approximately 150 miscellaneous building permits during the fiscal year. Continue to process lot-split requests. The Current Planning Program Management processed 8 lot splits during the fiscal year. Provided the lead in implementation, administration, and reporting of the Building Stimulus Program, which was a success with our clients.      Annual Financial Plan 173 PLANNING & SERVICES DEVELOPMENT Current Planning provides assistance to the Zoning Administration Program re-writing, testing, and reviewing the Zoning Code. The Current Planning Program has provided expertise and suggests amendments to the Zoning Code. Provide assistance to Comprehensive Planning Program 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. Two amendments to the Zoning Code were proposed for adoption, including response to passage of Prop 203 to allow for the sale, growth and cultivation of medical marijuana within the City, and revisions to the standards allowing for an off-premise sign for the Flagstaff Auto Park. 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 2009. Throughout 2010 work continued on drafting new code provisions, ensuring that interested Flagstaff residents had a chance to learn about the new code, and ultimately working to complete a public review draft that was released on August 30, 2010. Thereafter, public hearings and meetings with the Planning and Zoning Commission resulted in a recommendation to approve the draft Zoning Code subject to various amendments. The City Council continues to review and provide comment on the draft Zoning Code with its adoption anticipated by mid-2011. Provide assistance to the Comprehensive Planning Program, Regional Plan Core Team and Citizen Advisory Committee on the update of the Regional Plan. Work to ensure the Regional Plan update and the Zoning Code rewrite are also coordinated. Successful development of improved relationships between neighborhood organizations and code compliance staff, (e.g. Plaza de Vieja, Southside and Sunnyside). City of Flagstaff COMMUNITY DEVELOPMENT               SECTION 16  Maintained 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. 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. 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. Added inspection assistance to Public Works Division in performing detailed annual inspections of back-flow prevention devices and grease trap interceptors. Council adopted the 2009 amendments to the 2006 International Building Codes and Energy Code. Conducted in-house cross-training classes to provide plan review and inspection personnel the knowledge to make good decisions and conduct plan review and inspections for both commercial and residential projects. Every inspector conducts both commercial and residential inspections. Maintained inspections within 24 hours from request after the loss of 3 personnel. Maintained plan review time frames with 2 plans examiners after the loss of 1 plans examiner. Awarded $250,000 ADOT PARA grant for the Regional Plan. 16 Citizen’s Advisory Committee meetings supported with staff reports and meeting management. 18 open house events for the following planning elements: Economic development (3); community character (8); housing (3); general information (4). Annual Financial Plan               174 PLANNING & SERVICES DEVELOPMENT Six focus group sessions conducted for the Regional Plan elements: Economic development (2); community character (1); housing (1); open space and recreation (1); energy (1). 55 Regional Plan outreach meeting opportunities (e.g. City Council, P&Z, Chamber of Commerce, League of Neighborhoods, Work Force Commission, SEDI, AZ State Trust Lands, Kiwians, Airport Commission, Tourism Commission, NABA, Home Show, NAU, Open Space Commission, Neighborhoods groups, etc.) Completed “Environmental Quality” subsection consisting of 5 planning elements with goals/policies/text of the Regional Plan. Incorporated video PR pieces of Regional Plan broadcasted upon webpage, Facebook and YouTube. Increased to 315 Twitter Followers and 88 “Friends” on Facebook for Regional Plan. 1,530 external web links back to Regional Plan webpage have been created. Achieved a 70% return rate for the 2010 Census, exceeding the 2000 Census rate of 54%. Awarded $3,000 for Census banners and bus posters. Organized recording of Public Service Announcements for the Census by Mayor Presler, Councilmember Brewster and former Councilmember Haughey. PSAs broadcasted on local radio stations. Awarded promotional “March to the Mailbox” material and rally day for hard to reach neighborhoods. Awarded the “Portrait of America” mobile promotional Census tour at NAU – the only stop in Arizona. Created and implemented Council’s 2010 priority item, a “Flagstaff Neighborhoods” webpage and Neighborhood Registration. Prepared and presented NAU Town Gown Report to City and University. Comprehensive review of bond initiatives in respect to compliance with the Regional Plan. Project review (e.g. – Zoning Code, Fourth Street, State Lands, NAIPTA, Downtown Parking Management, Snowplay, I-40 DCR, Economic Vitality bid packages, etc.). City of Flagstaff COMMUNITY DEVELOPMENT   SECTION 16 FY 12 NEW INITIATIVES AND GOALS Represented Flagstaff at “AZ Planner’s Day on the Capital.” Presenters of “Flagstaff’s Extreme Planning Makeover” at annual AZ Planning Chapter meeting.             Public Safety: The Building and Inspection management offices are being 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. FY 11 ADDITIONAL ACCOMPLISHMENTS  PLANNING & SERVICES DEVELOPMENT Worked with IT on new building and zoning permit tracking software. 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. Approved the Super Walmart occupancy permit. Manage and operated CD TV that inform our clients, customers and stakeholders of current events. Assisted Zoning Administration with an amendment to the Zoning Code for auto park signage. Completed St. Francis de Assisi Church Rezoning, including an associated development agreement amendment. (Fire station and road work completed. Science Technology Park rezoning case. The Planning and Zoning Commission is represented on the Open Spaces Commission, Board of Adjustment, Water Commission and the Transportation Advisory Committee. Conducted public forums starting in January 2010 for customer feedback on the adoption of the 2009 International Codes. No on-the-job injuries. Put together a business practice manual on various operational procedures. No vehicular accidents caused by city personnel. Enforcement of the 2009 International Building Codes and 2011 National Electrical Code. Conduct thorough plan reviews and inspections so as not to have any “surprises” for the client. 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). Continue to build and strengthen relationships with other enforcement agencies within the City.  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 be accomplished in advanced planning by a series of new initiates: Annual Financial Plan 175 City of Flagstaff COMMUNITY DEVELOPMENT       SECTION 16 Leverage community assets (i.e. NAU, Rural Policy Institute, FMPO), grant sources and technology (Decision Theater and/or Inhouse GIS) to provide planning analysis to optimize, test and achieve the primary goal. Adoption of the Butler Corridor Access Area Plan -- release of DCR I-40 and TI’s may affect timing. Serving as Steering Committee members for NAU Master Plan ensuring the compatibility with the Regional Plan 2012. Collaboration with Economic Vitality proposals with long-range and neighborhood plans to ensure that new ideas and economic development opportunities are compatible with plans and community desires (on-going). 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. Decision Theater to test Regional Plan policies and options. PLANNING & SERVICES DEVELOPMENT  Affordable Housing: Through the Zoning 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 via the comprehensive DRB review process. 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. 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. Continue with the process of working toward adoption of a Zoning 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 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. Economic Vitality: Through the eventual adoption of a revised and updated Zoning Code, promote economic vitality through new growth and development. Improve the Development Review Board staff coordination process for project review. Following successful completion and implementation of the new zoning code, commence work on a proposed Property Maintenance Ordinance. Annual Financial Plan 176 City of Flagstaff COMMUNITY DEVELOPMENT  SECTION 16 Environmental Sustainability. Through the Zoning 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. PLANNING & SERVICES DEVELOPMENT Training for plan reviewers and inspectors on reviewing plans and inspecting projects for compliance with the energy code.  Enforcement of the 2009 International Energy Efficiency Code. 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, Zoning 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, Zoning 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. 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: Major meeting: - target at 25 public members attending. Minor meetings: target at 15 public members attending.. Frequency: Quarterly Scoring: (A) Percent completed to meet deadline, (B) New measure Trend: ↔ CY 09 CY 10 CY 11 CY 12 Measures: (A) Actual Actual Estimate Proposed Regional Plan Milestones (Percent completed) 30% 50% 60% 90% Percent of development applications that meet N/A 95% 100% 100% two or more of Council policies Land Development Code Milestones (Percent 95% 80% 100% 100% completed) Energy Code (Percent completed) 100% 100% 100% 100% Annual Financial Plan 177 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 16 Measures: (B) Regional Plan (Major meeting public attendance goal.) Regional Plan (Minor meeting/events attendance goals.) Zoning Code (Percent major meeting public attendance goal ) Zoning Code (Percent minor meeting public attendance goal.) 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 PLANNING & SERVICES DEVELOPMENT CY 09 Actual CY 10 Actual CY 11 Estimate CY 12 Proposed 90% 95% 100% 95% 90% 95% 90% 95% 90% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 50% 90% 95% 95% 80% 90% 95% 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 09 CY 10 CY 11 CY 12 Actual Actual Estimate Proposed Measures: Participate in neighborhood clean-up efforts. Not Achieved Targeted Targeted Targeted 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: ↓ CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Meet with neighborhood groups to build stronger Ongoing Ongoing Ongoing Targeted relationships. Tool: Meet with neighborhood residents Frequency: Min. 1 time per month Scoring: 90% Progressing Trend: ↑ CY 09 Measures: Actual Measure community response to COCC by Ongoing recording compliments and complaints. Tool: Survey or tracking of citizen contacts with staff Frequency: Monthly report Scoring: 75-90% Average Trend: ↔ Annual Financial Plan 178 CY 10 Actual Ongoing CY 11 Estimate Ongoing CY 12 Proposed Targeted City of Flagstaff COMMUNITY DEVELOPMENT SECTION 16 PLANNING & SERVICES DEVELOPMENT Council Priority: (A) Sustainability (Economic Vitality, Environment, and Affordable Housing) and (B) Family, Youth and Community plus Social Inclusion Goal: Timely process development applications through the Development Review Board, Planning & Zoning Commission and Council process while increasing public awareness in the process and support for the resultant built environment. Objective: (A) Approval of development proposals that support the City’s Economic Vitality, Environmental and Affordable Housing goals. (B) Determine support for resultant built environment. Type of Measure: (A) Output, (B)Policy outcome Tool: (A) Statistical counts, (B) Survey clients on overall success. Frequency: (A) Quarterly, (B) Annually Scoring: (A) New measure, (B) New measure Trend: New measure CY 09 CY 10 CY 11 CY 12 Measures: (A) Actual Actual Estimate Proposed Percent of development applications that meet 95% 98% 99% 100% two or more of Council policies. Measures: (B) Percent of built projects that meet scoring target. CY 09 Actual 80% CY 10 Actual 92% CY 11 Estimate 85% CY 12 Proposed 90% Council Priority: Public Safety Goal: Ensure safety of new construction. Objective: (A) Ensure building code and construction practices meet all safety requirements. (B) High customer satisfaction Type of Measure: (A) Output, (B) Policy outcome Tool: (A) Statistical counts, (B) Survey applicants on satisfaction with review process. Frequency: (A) Quarterly, (B) Annually Scoring: (A) New measure, (B) New measure Trend: New measure CY 09 CY 10 CY 11 CY 12 Measures: (A) Actual Actual Estimate Proposed Percent of error free plan reviews 95% 98% 100% 100% Percent of error free building inspections 95% 98% 100% 100% Measures: (B) Percent of contractor rating plan review as satisfactory or better Percent of builders rating building inspections as satisfactory or better Annual Financial Plan CY 08 Actual CY 09 Actual CY 10 Estimate CY 12 Proposed N/A- 80% 90% 100% N/A- 85% 90% 95% 179 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 16 PLANNING & SERVICES DEVELOPMENT 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 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Percent of land development applications approved without “surprise” conditions when 90% 98% 99% 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 09 Measures: Actual Percent of building & engineering permits issued without “surprise” construction plan conditions of 90% approval. Annual Financial Plan 180 CY 10 Actual CY 11 Estimate CY 12 Proposed 94% 95% 95% City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 16 PLANNING & SERVICES DEVELOPMENT 16-PLANNING & DEVELOPMENT SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2009-2010 $ 2,129,972 69,039 38,638 $ 2,237,649 Adopted Budget 2010-2011 $ 1,927,064 78,025 55,303 $ 2,060,392 Estimated Expenditures 2010-2011 $ 1,836,817 49,946 54,639 $ 1,941,402 Proposed Budget 2011-2012 $ 1,822,470 60,314 67,144 $ 1,949,928 Budget-Budget Variance $ (104,594) (17,711) 11,841 $ (110,464) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ADVANCE PLANNING BUILDING PLANNING REVIEW BUILDING INSPECTION CODE COMPLIANCE CURRENT PLANNING TOTAL $ 273,337 205,944 350,349 604,653 286,364 517,002 2,237,649 $ 276,921 222,642 258,835 529,795 339,830 432,369 2,060,392 $ 232,694 203,479 217,159 528,490 281,126 478,454 1,941,402 $ 215,628 301,256 720,967 194,138 517,939 1,949,928 $ $ 1,949,928 1,949,928 $ (61,293) 78,614 (258,835) 191,172 (145,692) 85,570 (110,464) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Planning and Development Services operating budget has decreased by 5% and there are no capital expenditures. Personal Services decreases of 5% are due to 1.5 FTE staffing reductions that include 1-Building Plans Examiner, 1-Code Compliance Officer, and an increase of .5-Planning Technician. In addition, there was an increase in retirement and insurance benefits. Contractual decreases of 23% are due to a realignment between Divisions 15, 16, and 17 to better reflect division needs. Commodities increases are due to a 1X addition of $5,000 to support the Regional Plan. There are no major capital (>$10,000) expenditures planned for this section. Annual Financial Plan 181 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 17 MISSION Transportation Engineering  Developed scope, reviewed and provided written comments for Traffic Impact Analysis’ for West Side 197, Butler Commerce Center, North Fourth Street Corridor Study, and Juniper Point  Member of FMPO Technical Advisory Committee  Supported the Traffic Commission to engage the public and provide forum for public input  Designed and constructed two long standing Neighborhood Traffic Calming Projects for Beal Road and the Bow and Arrow Neighborhood  Conducted 95 traffic studies including follow-up studies for the Beal Road narrowing and the Bow and Arrow traffic calming island  Provided private and capital plan reviews on numerous projects  Addressed Citizen complaints in part with 52 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  Provided extensive pre and post construction support for the WalMart Supercenter’s adjacent roadways traffic control changes.  Provided support for numerous Mountain Line Transit initiatives, most notably New Route 10, the Mountain Links Project  Led the FMPO HSIP Project to create a City Wide sign database and management system  In cooperation with FUSD and the individual school administrators the program worked on signing, striping and signal timing projects at MEMS/PDH, Knolles, Sinagua MS, Coconino HS, Thomas, South Beaver, Kinsey and Northland Prep  Initiated a project with NAU to develop, test and gain Federal approval for a City of Flagstaff designed “Share the Road / 3 Feet” sign The Community Development Division is a client focused team that enables quality development, reinvestment and conservation of the natural and built environment through publicly adopted policies. PROGRAM DESCRIPTION The Engineering Section is made up of 4 Programs: Capital Improvements (see Section 03), Transportation Engineering, Development Engineering and Engineering Inspection & Testing. FY 11 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 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  Monitored established performance measures for the Engineering Section  Member of Community Development’s Development Oversight Team  Participated in ongoing improvements to Community Development’s Single Point of Contact development review process 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  Completed a user friendly GIS spatially-aware link to all drawings on file in the COF FREDII database and trained internal customers  Assisted with preparation of the technical sections of the Zoning Code 182 City of Flagstaff COMMUNITY DEVELOPMENT  SECTION 17  Managed an update to the COF Engineering Design & Construction Standards  Engineering Inspection & Testing  The Materials Testing Lab performed 4,927 individual tests  There was no warranty work required on any of the construction projects.  The Materials Lab staff attended asphalt testing training provided by the independent testing firm ATL (Arizona Testing Laboratory)  The Inspectors performed 10,935 inspections in the City right-of-way  There were no on the job personal injuries  22 major construction projects received a Final Letter of Acceptance  All of the inspectors attended field training on concrete sampling techniques  Inspected 30 Private Development Projects (including Beaver Street Lumberyard and Grill, Flagstaff Arts and Leadership Academy, and Super Walmart) and 13 Capital Improvement Projects (Ponderosa Parkway, Southside Improvements, Fort Tuthill Water and Sewer Phase 1, Rio FUTS Bridge and Sunnyside Phase VA).  All of the inspectors were provided training on the possession, use and transportation of Nuclear Gauges for materials testing    ENGINEERING 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 and internal modeling procedures 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 Revise the program’s Performance Measures to be more comprehensive, measurable and meaningful to 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  Combine the four public improvements permits into a single permit to enhance customer service  Continue to refine roles and responsibilities of project team members during the construction phase of private development projects  Continue to provide timely and complete reviews of construction plans and reports for private development and capital projects FY 12 NEW INITIATIVES AND GOALS Engineering Inspection & Testing  Maintain the current levels of NICET (National Institute for Certification In Engineering Technologies) through continued education and 5 employees are tentatively scheduled for testing for the next levels of certification  Continue to provide timely inspections and materials tests for both private development and capital improvement projects  Completion of the Fire Station #2, San Francis de Asis, Oakwood Village Apartments, Chipotle, and Fed Ex Expansion  Continue to maintain a low amount of warranty work on the construction project 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 measurements Transportation Engineering  Continue to support the Traffic Commission and its advisory committees to engage the public and establish positive working relationships Annual Financial Plan 183 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 17 ENGINEERING PERFORMANCE MEASURES Council Priority: Maintain public safety short response times 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 09 FY 10 FY 11 FY 12 Measures: Actual Actual Estimate Proposed Reduce existing crash rate per 100 million Not vehicle miles traveled for all reported crash types 350 350 350 Measured within the FMPO Region Council Priority: Maintain public safety short response times 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 09 FY 10 FY 11 FY 12 Measures: Actual Actual Estimate Proposed Travel time (in seconds) through the 89N corridor NB = 536.7 NB = 540 NB = 540 NB = 540 (Fanning Drive east to City limits) during the PM SB = 360.9 SB = 360 SB = 360 SB = 360 Peak Council Priority: Maintain and deliver quality, reliable infrastructure 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 09 FY 10 FY 11 FY 12 Measures: Actual Actual Estimate Proposed Percentage of projects without malfunctioning or Not Not 100% 95% underperforming infrastructure throughout the measured measured project’s design life Annual Financial Plan 184 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 17 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 09 FY 10 Measures: Actual Actual Percentage of development projects completed Not 83% with no required design variances to the City measured Engineering Standards or field changes to approved construction plans ENGINEERING by Development Engineering FY 11 Estimate 83% FY 12 Proposed 85% Priority: Maintain and deliver quality, reliable infrastructure 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 09 FY 10 FY 11 FY 12 Measures: Actual Actual Estimate Proposed Percentage of as-built drawings for new 81% 93% 84% 85% infrastructure completed within allotted time 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 09 FY 10 FY 11 FY 12 Measures: Actual Actual Estimate Proposed On-time review of land development applications Not 86% 90% 95% measured Annual Financial Plan 185 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 17 ENGINEERING Council Priority: Maintain and deliver quality, reliable infrastructure Goal: Provide safe and functioning transportation, water, sewer and drainage systems for lasting use by our current and future residents. Objective: Increase the contractors understanding of the City of Flagstaff Standards through improved communication with external clients regarding approved plans & specifications in order to improve construction quality. Type of Measure: Output Tool: Daily Materials Laboratory Reports Frequency: Monthly Scoring: 75 – 90% Trend:  FY 09 FY 10 FY 11 FY 12 Measures: Actual Actual Estimate Proposed 98.45% 99.22% 99% 99% Percentage of Lab tests performed that pass appropriate criteria after the initial (1st ) test Type of Measure: Output Tool: Daily Inspection Reports Frequency: Monthly Scoring: 75 – 90% Trend:  Measures: Percentage of projects that do not have any corrective work issues that arise during the 1 year warranty period FY 09 Actual 95% FY 10 Actual 100% FY 11 Estimate 98% FY 12 Proposed 99% FY 09 Actual 75% FY 10 Actual 100% FY 11 Estimate 100% FY 12 Proposed 100% 88% 71% 71% 86% Type of Measure: Output Tool: Certification Awards Frequency: Annually Scoring: 90% + Trend:  Measures: Percentage of Inspection staff with Highway Construction Certifications Percentage of Inspection staff with Underground Utilities Certifications 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 2009-2010 $ 1,568,262 35,211 28,212 22,047 $ 1,653,732 Adopted Budget 2010-2011 $ 1,343,038 46,827 33,421 21,850 $ 1,445,136 Estimated Expenditures 2010-2011 $ 1,353,481 48,880 32,083 $ 1,434,444 Proposed Budget 2011-2012 $ 1,330,850 45,827 27,434 $ 1,404,111 Budget-Budget Variance $ (12,188) (1,000) (5,987) (21,850) $ (41,025) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TRAFFIC ENGINEERING PRIVATE DEVELOPMENT ENGR PUBLIC WORKS INSPECTION MATERIALS TESTING SURVEYING ADEQ PLAN APPROVAL TOTAL $ 152,124 167,674 576,607 563,166 194,054 105 2 1,653,732 $ 139,606 163,415 435,555 579,889 126,671 1,445,136 $ 139,634 152,494 421,233 595,604 125,479 1,434,444 $ 175,615 214,072 435,321 456,470 122,633 1,404,111 $ 36,009 50,657 (234) (123,419) (4,038) (41,025) SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND STORMWATER FUND $ $ 706,144 678,205 19,762 1,404,111 COMMENTARY: The Engineering operating budget has decreased 3%. Personal Services decreases of 1% are due to 1.0 FTE staffing reductions of an Engineering Inspector, and addition of 1-Transportation Technician. In addition there are slight increases in retirement and benefits costs. Contractual decreases of 2% are due to reduced telephone costs. Commodities decreases of 18% are due to vehicle related costs, and miscellaneous other equipment, One-time Personnel savings for this division were offset by an increased 1X allocation to Division 15. There are no capital expenditures planned for this division. Annual Financial Plan 187 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 19 MISSION  The mission of the Housing Section is to provide enabling programs and policies for decent housing, a suitable living environment and economic opportunity to the residents of Flagstaff, in particular Flagstaff’s workforce and low / moderate income households thus fostering a diverse and sustainable community.    The 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. CY 11 NEW INITIATIVES AND GOALS   CY 10 ACCOMPLISHMENTS Division 19      Three new homes at Izabel Homes completed Entered into contract for long-term administration with BOTHANDS Inc. for Izabel Homes. Twelve housing rehabilitation projects completed Two Rio Homes units re-sold Awarded $330,000 in grant funds from the Arizona Department of Housing for Housing Rehabilitation Rio Homes Development Agreement amended Annual Financial Plan Administration of 33 City of Flagstaff deed restricted and CLPT homes Participated in planning efforts related to the Regional Plan and Zoning Code re-write Chartered new Regional Housing Group in collaboration with BOTHANDS, Inc. Hosted visit of HUD Director of Region Nine Division 31  Monitored by HUD and ADOH – Programs found to be 100% in compliance  Active participation in local Continuum of Care  Entered into contract with BOTHANDS, Inc. for homebuyer /owner services.  Federal and State grant funds administered successfully  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.  Conducted public outreach and created draft 5year Consolidated Plan PROGRAM DESCRIPTION    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 Continue to provide the Owner-Occupied Housing Rehabilitation Program Approval by HUD for the City’s 5-year Consolidated Plan. New Analysis of Impediments to Fair Housing Choice approved by Council and submitted to HUD Complete the Housing Element for the Regional Plan Participate in the creation of a Property Maintenance Ordinance 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 Trend: CY 2010 Permitted Private Units in Reporting Period City Number of units or people served People Units Homeless Rental Ownership $$ Spent Number of New Units Rental 0 $116,556 Federal, GF 1 313* $830,435 Federal 56 22 $419,909 348 $165,780 $93,529 Neighborhood Revit 0 $0 Ownership Other Total 149 8 505 $55,165 $17,086 $1,532,680 Services Homeless Funding Source 335 Federal, State, GF Federal Ownership 5 57 Percentage of Affordable in comparison to existing housing stock 5 9.4% or w/ Section8 12.7% Perm AH .5%; ah .5% Total = 1% 6.87% * 288 Housing Authority units were assisted this year (some assisted multiple times) and 25 new vouchers were established. 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: 100% Trend: CY 08 CY 09 Measures: Actual Actual Percentage of compliance achieved with 100% 100% requirements for grants received from the State and Federal governments. Annual Financial Plan 189 CY 10 Estimate 100% CY 11 Proposed 100% City of Flagstaff Trend COMMUNITY DEVELOPMENT SECTION: SECTION 19 HOUSING 19-HOUSING EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2009-2010 $ 357,721 714 (55,140) $ 303,295 Adopted Budget 2010-2011 $ 299,485 9,258 (58,585) $ 250,158 Estimated Expenditures 2010-2011 $ 299,114 9,258 (58,585) $ 249,787 Proposed Budget 2011-2012 $ 298,319 9,258 (58,585) $ 248,992 Budget-Budget Variance $ (1,166) $ (1,166) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION LAND TRUST TOTAL $ 222,393 80,902 303,295 $ 228,719 21,439 250,158 $ 165,534 84,253 249,787 $ 227,169 21,823 248,992 $ $ 248,992 248,992 $ (1,550) 384 (1,166) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Housing operating budget has decreased .5% and there are no capital expenditures. Personal Services decreases are due to decreases in worker compensation rates offset by small increases in retirement and insurance benefits. Contractuals and Commodities had no changes. There is no major capital (>$10,000) for this section. Annual Financial Plan 190 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 31 COMMUNITY REDEVELOPMENT 31-COMMUNITY REDEVELOPMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2009-2010 $ 60,537 899,467 70,860 75,943 $ 1,106,807 Adopted Budget 2010-2011 $ 66,759 3,335,991 69,900 $ 3,472,650 Estimated Expenditures 2010-2011 $ 94,371 1,117,391 85,986 563,684 $ 1,861,432 Proposed Budget 2011-2012 $ 67,101 2,672,860 6,900 483,000 $ 3,229,861 Budget-Budget Variance $ 342 (663,131) (63,000) 483,000 $ (242,789) $ $ $ $ $ EXPENDITURES BY PROGRAM: REVOLVING LOAN GEN FUND CDBG ENTITLEMENT ADMINISTRATION LAND ACQUISITION-GF AZ HOUSING TRUST FUNDS HOME GRANT WORKFORCE HSG INCENTIVES WORKFORCE HOUSING DEVELOPMENT CDBG-REHAB OF ACQ HOMES CDBG-NEIGH REV/HSG CONSTR CDBG HOUSING REHAB CDBG MISC PROJECTS CDBG HOME BUYERS ASSISTANCE CDBG ECONOMIC DEVELOPMENT CDBG PUBLIC FACILITY REHAB CDBG HSG SUBSIDY GRANTS CDBG HSG STABILIZATION CDBG PUBLIC FACILITY OPS CDBG-R OWNER OCCUPIED REHAB CDBG-R HSG STABILIZTION TOTAL $ 290,000 48,485 107,342 72,623 123,934 26,240 56,711 73,078 61,689 17,626 109,763 50,213 10,054 38,839 20,210 1,106,807 $ 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 $ 924 95,271 658,531 34,420 330,000 3,868 78,450 94,394 117,648 40,000 124,933 65,741 94,285 27,025 92,904 3,038 1,861,432 $ 84,180 1,166,232 300,000 300,000 306,289 147,992 50,000 264,909 207,353 1 219,105 21,455 107,330 55,014 1 3,229,861 $ $ 3,229,861 3,229,861 $ (13,479) (98,952) (30,000) 26,226 (80,440) 50,000 111,432 (15,000) 7,353 (39,999) 44,700 (65,545) (34,284) 17,869 (106,742) (15,928) (242,789) SOURCE OF FUNDING: COMMUNITY REDEVELOPMENT FUND COMMENTARY: The Housing and Community Services operating budget has decreased 21% and capital expenditures total $483,000 resulting in an overall a net decrease of 7%. Personal Services include small retirement and insurance benefit increases. Contractuals decrease is due to decreases in Other Miscellaneous Services expense. Commodities decreased due to a decrease in work order charges. Capital expenditures include $483,000 for the construction of Izabel housing. Annual Financial Plan 191 City of Flagstaff COMMUNITY DEVELOPMENT 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 Housing Authority is committed to operating in an efficient, ethical, and professional manner. The 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. We are also in the process of implementing a new Section 8 Veterans program, known as VASH, with 25 vouchers. We partner with the VA on this program.   Maintained Public Housing High Performer status and scored 100% on SEMAP ranking criteria. Lost SEMAP scoring position due to failure to file with HUD timely as a result of a computer problem. Maintained high lease-up rates of 99.2% and 102.5% for the fiscal year 2010. Continued to upgrade units, grounds and replace aging equipment by utilizing HUD’s Capital Fund Program. Capital expenditures have totaled $734,419 as of December 31, 2010. Improved 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. Began implementation of a new grant to enhance resident opportunities for self sufficiency (ROSS Grant). Completed Fiscal Year 2010 financial audit with no findings, comments or deficiencies. FY 12 NEW INITIATIVES AND GOALS  FY 11 ACCOMPLISHMENTS   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. 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. Annual Financial Plan     192 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. 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 COMMUNITY DEVELOPMENT FLAGSTAFF HOUSING AUTHORITY PERFORMANCE MEASURES Council Priority: Livability through good neighborhoods, affordable housing and varied recreational activities; Goal: Maintain excellent program management for Low Income Public Housing and Section 8 Housing Choice Voucher Programs as measured 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 09 FY 10 FY 11 FY 12 Measures: Actual Actual Estimate Proposed PHAS High Performer 100% 100% 100% 100% SEMAP High Performer 100% 0% 100% 100% NOTE: 2010 SEMAP Score was 0 due to computer filing issue. However, based on HUD’s scoring matrix, we would have received a 100% score. Council Priority: Livability through good neighborhoods, affordable housing and varied recreational activities; Goal: Maintain efficient and effective program management as demonstrated by no audit findings. Objective: To have no audit findings on Housing Authority audit. Type of Measure: Outcome Tool: Audit Frequency: Yearly Scoring: 100% Trend:  FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Housing Authority control deficiencies 0 0 0 Housing Authority significant deficiencies 0 0 0 Housing Authority audit findings 0 0 0 Annual Financial Plan 193 FY 12 Proposed 0 0 0 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: FLAGSTAFF HOUSING AUTHORITY FLAGSTAFF HOUSING AUTHORITY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2009-2010 $ 1,167,600 4,073,080 135,199 615,478 $ 5,991,357 Adopted Budget 2010-2011 $ 1,530,585 3,680,247 101,798 614,862 $ 5,927,492 Estimated Expenditures 2010-2011 $ 1,536,439 3,672,202 129,758 850,000 $ 6,188,399 Proposed Budget 2011-2012 $ 1,729,584 5,017,862 136,644 558,210 $ 7,442,300 Budget-Budget Variance $ 198,999 1,337,615 34,846 (56,652) $ 1,514,808 $ $ $ $ $ EXPENDITURES BY PROGRAM: LOW INCOME PUBLIC HOUSING ROSS GRANT SEC 8 HSG CHOICE VOUCHER/MRO NON-HUD PROGRAM FLAGSTAFF HOUSING CORP CONTINGENCY TOTAL $ 2,421,994 3,541,078 28,285 5,991,357 $ 2,490,977 3,139,480 36,677 260,358 5,927,492 $ 2,705,737 43,570 3,144,518 33,715 260,859 6,188,399 $ 2,481,686 57,280 3,611,866 40,997 278,471 972,000 7,442,300 $ $ 7,442,300 7,442,300 $ (9,291) 57,280 472,386 4,320 18,113 972,000 1,514,808 SOURCE OF FUNDING: FLAGSTAFF HOUSING AUTHORITY FUND COMMENTARY: The Housing Authority Budget is increasing by 30%, or $1,514,808. A large portion of the increase is the inclusion of $972,000 of contingency expenditures for any new Section 8 Housing Vouchers or other programs the HA might apply for and receive. Personal Services increases are due to the addition of one permanent professional position (ROSS Grant Coordinator), the conversion of one temp position to a permanent position at a higher salary, the elimination of one temporary maintenance employee and salary adjustments from the City Reclassification. While FTE positions remain the same, compensation and benefits are higher. 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 and increased Vouchers outstanding under the VASH program. Major capital (>$10,000) is for building improvements ($558,210). Capital improvements are funded by HUD's Capital Grant program. Annual Financial Plan 194 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 195 City of Flagstaff FIRE Annual Financial Plan City Administration 01 1 City Manager Utilities, Services, & Safety 01 1 Deputy City Manager z 21 1 Division Director (Fire Chief) 2 Admin Spec 196 Operations 1 Deputy Fire Chief "A" SHIFT "B" SHIFT "C" SHIFT 1 Battalion Chief 1 Battalion Chief 1 Battalion Chief Administration Wildland Fire Management 1 Fire Marshall 1 Wildland Fire Manager Fuels 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 1 Fire Inspector II 1 Wildland Fire Leadworker 1 Wildland Fire Specialist I 1 Wildland Fire Crew Member City of Flagstaff FIRE DEPARTMENT SECTION 21 FIRE MISSION FY 11 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.   PROGRAM DESCRIPTION FY 12 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.      New station 2 is deployed and station 7(old 1) is closed. Monitored our response data to identify budget reduction impact. Monitored Fuel treatments for grant compliance Monitor response data for NFPA compliance Absorb the duties of the Fire Marshal Monitor Fuels work for grant compliance Maintain our high Customer Satisfaction score PERFORMANCE MEASURES Council Priority: Maintain Public Safety Goal: To provide the highest level of customer services Objective: Monitor and increase Customer satisfaction Type of Measure: Program Effectiveness Tool: Customer Satisfaction Survey Frequency: Quarterly Scoring: Percent received with and above satisfactory score. We will use the first year to set a standard. Trend:  (New program) CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Customer Satisfaction N/A 98.925% 97% 97% Annual Financial Plan 197 City of Flagstaff FIRE DEPARTMENT SECTION 21 FIRE Council Priority: Maintain 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) CY 09 CY 10 CY 11 Measures: Actual Actual Estimate Correct, or refer to fire prevention 100% of fire 82% 87% 88% code violations found during quarterly engine company inspections within 120 days (Note: All fire code violations are ultimately corrected.) Council Priority: Maintain 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) CY 09 CY 10 CY 11 Measures: Actual Actual Estimate Limit fire loss to less than 2 tenths of a percent of ,003 .16294 .175 Flagstaff’s full cash value. (Note: Fire Loss includes contents not reflected in a property’s full cash value). CY 12 Proposed 88% CY 12 Proposed .175 Council Priority: Maintain 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: CY 09 CY 10 Actual Actual 94% 97% Station #1 97% 96% Station #2 98% 95% Station #3 95% 92% Station #4 89% 95% Station #5 94% 96% Station #6 94% 99% Station #7 Annual Financial Plan 198 CY 11 Estimate 95% 95% 95% 95% 95% 95% 95% CY 12 Proposed 95% 95% 95% 95% 95% 95% OOS City of Flagstaff FIRE DEPARTMENT SECTION 21 FIRE Council Priority: Maintain 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 form out record keeping system. Frequency: Quarterly Scoring: Over 60 hours = progressing. 59 to 45 denote Caution, below 44 triggers an Evaluation of the program. Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Number of training hours per person completed 88 per 66.5 Per 240 240 this year in support of ISO guidelines. quarter quarter. Year=352 Year=266 Council Priority: Maintain Public Safety Goal: Limit the amount of lost time line of duty injuries to .5 FTE’s per day. Objective: To maintain a level of less then .5 FTE’s of lost time due to line of duty injuries. Type of Measure: Outcome Tool: Review in Accident Report Frequency: Quarterly Scoring: Below .5 Progressing, .6 to 3.8 Caution, 3.9 or more revaluate the program. Trend:  (New goal) CY 09 CY 10 CY 11 Measures: Actual Actual Estimate Limit the amount of lost time resulting from line of .07 .048 .5 duty injuries to .5 FTE’s per day. Council Priority: Maintain 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:  CY 09 CY 10 CY 11 Measures: Actual Actual Estimate The first arriving vehicle is on scene of an 65% 66.2% 55% incident within 4 minutes, 90% on the time. The balance of the first alarm assignment on fire 80% 65% 70% calls arrives on scene within 8 minutes, 90% of the time. Companies initiate response within 1 minute of 67% 67.6% 70% receipt of the alarm, 90% of the time. Annual Financial Plan 199 CY 12 Proposed .5 CY 12 Proposed 55% 70% 70% City of Flagstaff FIRE DEPARTMENT SECTION 21 FIRE Council Priority: Maintain Public Safety Goal: Ensure the department is actively reducing Wildfire risk to the community. Objective: Complete 180 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Thinning - Complete 60 acres 314 acres 469 acres 240 acres 240 acres Debris Disposal - Complete 80 acres (Pile burning, chipping, or removal) 471 acres 637 acres 320 acres 320 acres Ecosystem Health - Complete 40 acres of broadcast burning 300 acres 342 acres 160 acres 160 acres Limit average wildfire size on treated property to 5 acres or less. NOTE: CY10 * = with Hardy Fire; ** = without Hardy Fire Limit average wildfire size on non-treated property to 20 acres or less. NOTE: CY10 * = with Hardy Fire; ** = without Hardy Fire .3 acres 5.9 acres* ≤ 5 acres ≤ 5 acres ≤ 20 acres ≤ 20 acres Annual Financial Plan .2 acres ** .6 acres 5.2 acres* .3 acres** 200 City of Flagstaff FIRE DEPARTMENT SECTION: SECTION 21 FIRE 21-FIRE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2009-2010 $ 8,498,458 392,057 355,380 415,812 $ 9,661,707 Adopted Budget 2010-2011 $ 8,302,179 382,083 435,188 300,000 $ 9,419,450 Estimated Expenditures 2010-2011 $ 8,245,598 445,748 440,971 118,683 $ 9,251,000 Proposed Budget 2011-2012 $ 7,825,425 366,330 430,756 451,200 $ 9,073,711 Budget-Budget Variance $ (476,754) (15,753) (4,432) 151,200 $ (345,739) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION FIRE PREVENTION TRAINING FIRE OPERATIONS RESERVE FIREFIGHTERS NAU FIRE GRANT II FUEL MANAGEMENT PROGRAM GENERAL WILDFIRE RESPONSE CAPITAL LEASE - ENGINE FY 07 HLS GRANTS FY 08 HLS GRANTS FY 09 AZ HLS FY 09 GHOHS FY 10 GOHS - EQUIPMENT HAZARDOUS FUEL FY10 GOHS/EXTRICATION EQ AZ HOMELAND SECURITY GOHS ASSISTANCE TO FF SAFER GRANT TOTAL $ 339,418 282,152 138,997 7,885,988 223 488 483,755 291,738 7,414 51,905 123,907 16,062 3,870 26,976 8,814 9,661,707 $ 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 $ 363,532 290,956 53,235 7,592,527 188,111 81,880 41,742 973 49,031 2,652 149,361 67,000 10,000 360,000 9,251,000 $ 838,213 190,130 10,303 6,964,280 144,065 41,889 119,831 150,000 5,000 250,000 360,000 9,073,711 $ $ 9,073,711 9,073,711 $ 13,118 (100,484) (328,139) (48,271) 147 22,890 (5,000) 100,000 (345,739) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Fire Department operating budget has decreased 5% and capital expenditures total $451,200 resulting in an overall net decrease of 4%. Personal Services decreases are due to 7 FTE staffing reductions that include 1 Deputy Fire Chief, 3 Fire Captains, 2 Firefighters, and 1 Wildland Fire Crew . In addition, there are large increases in retirement benefit costs. Contractual decrease are due to utility cost for light and power and heating. Commodities decreases are due reductions in small miscellaneous equipment. Major capital (>$10,000)includes $51,200 for a brush truck, a possible 2011 AZ Homeland Security grant for $150,000 and a possible 2011 Assistance to Firefighter grant for $250,000. Annual Financial Plan 201 City of Flagstaff Annual Financial Plan 202 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 203 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 204 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 City of Flagstaff E Squad F Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned 1 Police Sergeant 1 Police Corporal Police Officers As Assigned 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 MISSION FY 11 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.   Partnered with City Attorney/Courts on Repeat Offender Program (R.O.P.E) to improve community safety and quality of life for citizens. Worked with other city Divisions and Council to adopt a “no alcohol without permit” policy in two city parks in order to reduce the occurrence of alcohol related offenses in these popular recreation areas and improve safety in the surrounding neighborhoods. Comp Stat has continued to be an important factor in the 13% reduction in violent crimes and 6% reduction in property crimes in Flagstaff. Implemented new web-based service of on-line crime reports to improve customer service. Continued emphasis on youth outreach initiatives like “Night Court” basketball to reduce juvenile crime in neighborhoods. FY 12 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 POLICE 205 Violence against Women outreach to community in order to reduce crimes of domestic violence. Includes new training program for police officers on domestic violence awareness & prevention. Reduce Sexual Assault incidents through increased education and community awareness that includes a partnership with the Coconino County Response Team (CCRT). Enhance training for police officers in sexual assault investigations. Adopt case management procedures that will lead to an increase in number of cases forwarded to County Attorney for review and prosecution. Establish an Ethics Team in coordination with the Department’s Chaplaincy Program to promote integrity & professionalism among police officers. Unveiling of new Department motto of “Ad Honorem” which means “service with honor without expectation of material reward.” Develop Employee Crisis Intervention Team, through training and prevention strategies, to deal with officer involved suicide and other critical incidents affecting employees. City of Flagstaff POLICE SECTION 22 POLICE PERFORMANCE MEASURES Council Priority: Maintain 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 33 per 1,000 residents through increased enforcement activities by patrol officers (based upon current staffing levels), crime prevention and education to include special operations details, proactive solutions such as target hardening and community outreach, and dealing with the root causes of crime. Type of Measure: Workload Tool: Crime statistics Frequency: Monthly Scoring: Meets/exceeds, progressing (trending) towards, or away from property crime reduction to meet national benchmark of 33 per 1,000 residents. Trend:  (progressing) CY 09 CY 10 CY11 CY12 Measures: Actual Actual Estimate Proposed Value of Stolen Property $2,121,255 $1,827,548 $2,015,192 $1,914,433 Property Crimes per 1,000 residents 49 46 45 44 Graffiti Incidents 310 234 222 211 Volunteer Hours for Graffiti Eradication 20* 120 192 192 *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 24% 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 24%. Trend:  (exceeds) CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Property Crimes Cleared 41% 35% 39% 40% Annual Financial Plan 206 City of Flagstaff POLICE SECTION 22 POLICE Council Priority: Maintain 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 CY08 (3,129), 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) CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Traffic Citations Issued 15,271 15,273 15,275 15,280 Warnings Issued 12,207 13,252 13,260 13,265 Number of DUI Arrests 898 852 900 900 Speed Citations 2,317 1,961 2,059 2,162 Red Light Violation Citations 718 590 620 651 Seat Belt/Child Restraint Citations 650 997 683 717 All Collisions 2,803 2,736 2,599 2,469 DUI Related Collisions 89 73 69 66 Annual Financial Plan 207 City of Flagstaff POLICE SECTION 22 POLICE Council Priority: Maintain 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) CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Total cases assigned to Detectives 4,169 3,642 3,824 4,015 Violent crime cases assigned to Detectives 312 271 264 256 % of violent crime cases cleared 57% 61% 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) CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Part 1 violent crimes per 1,000 residents 4.5 4.2 4.1 4.0 Aggravated Assault 184 177 175 174 *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) CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed % of Domestic Violence incidents where an arrest is 45% 44% 46% 47% made Annual Financial Plan 208 City of Flagstaff POLICE SECTION 22 POLICE Council Priority: Maintain 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, from CY09, in employee and citizen participation in CP programs Trend:  (meets) CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Volunteer Hours donated 1,812 1,623 1,903 1,903 Community Support Meetings 31 24 24 24 2. Provide a high level of enforcement for substance abuse crimes such as methamphetamine and heroin abuse by maintaining the current outstanding arrest rate for Part II drug offenses that exceeds the national benchmark of 6.6 arrests per 1,000 residents. Scoring: Meets/exceeds, progressing (trending) towards, or away from maintaining current arrest rate for Part Two drug offenses that exceeds the national benchmark of 6.6 arrests per 1,000 residents. Trend:  (exceeds) CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Arrests for Part II drug offenses 11.8 10.6 10.6 10.6 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 CY09. Scoring: Meets/exceeds, progressing towards, or away from 5% reduction in public intoxicants. Trend:  (exceeds) CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Contacts with Public Intoxicants 3,810 2,466 3,620 3,620 Annual Financial Plan 209 City of Flagstaff POLICE SECTION 22 POLICE Council Priority: Maintain Public Safety Goal: Continuously improve service to internal and external customers. Objective: 1. Maintain average response time to priority one calls that exceeds the national benchmark of 6.49 minutes. Type of Measure: Outcome Tool: Statistics Frequency: Monthly Scoring: Meets/exceeds, progressing towards, or away from maintaining average response time to priority one calls that exceeds the National Benchmark of 6.49 minutes. Trend:  (exceeds) CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Average response time to priority one calls 4.92 min. 4.19 min. 5.00 min. 5.00 min. 2. Reduce number of founded complaints on employees by at least 5% from CY07 (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 CY07 (17). Trend:  (exceeds) CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Number of founded complaints from citizens 13 13 13 13 3. Continuously improve customer service by maintaining a positive rating of citizen feedback on Quality Assurance Questionnaires and Customer Service Surveys that exceeds the national benchmark of 80%. 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) CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed % of positive responses to surveys 87% 87% 91% 92% Annual Financial Plan 210 City of Flagstaff POLICE SECTION: SECTION 22 POLICE 22-POLICE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2009-2010 $ 12,677,273 1,374,550 175,293 165,650 $ 14,392,766 Adopted Budget 2010-2011 $ 12,882,582 1,255,467 379,764 96,237 $ 14,614,050 Estimated Expenditures 2010-2011 $ 12,411,605 1,350,167 331,057 47,671 $ 14,140,500 Proposed Budget 2011-2012 $ 12,828,717 1,255,467 389,764 174,600 $ 14,648,548 Budget-Budget Variance $ (53,865) 10,000 78,363 $ 34,498 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PATROL DETECTIVES RECORDS COMMUNICATIONS SPECIAL SERVICES CRIME PREVENTION AND TRAINING TOTAL 1,435,695 7,993,434 1,609,490 612,929 1,932,131 713,320 95,767 $ 14,392,766 1,786,998 7,816,789 1,660,019 708,879 2,131,090 394,243 116,032 $ 14,614,050 1,454,681 7,721,308 1,622,264 586,054 1,946,338 698,260 111,595 $ 14,140,500 1,958,854 7,650,959 1,599,363 596,802 2,021,679 701,851 119,040 $ 14,648,548 $ 171,856 (165,830) (60,656) (112,077) (109,411) 307,608 3,008 34,498 SOURCE OF FUNDING: GENERAL FUND $ 14,648,548 $ 14,648,548 COMMENTARY: The Police Departments operating budget hasdecreased .3% and captial expenditures total $174,600 with an overall net increase of .2%. Personal Services decreases are due to one time reallocation of position resources to fund training needed. In addition, there are increases in retirement and insurance benefits. Contractual had no change. Commodities increases due to increase in ammunition and other related supplies. Major capital (>$10,000) includes (6) police crusiers ($145,600) and (1) SUV($29,000). Annual Financial Plan 211 City of Flagstaff POLICE SECTION: SECTION 23 POLICE GRANTS 23-POLICE GRANTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2009-2010 $ 828,316 165,714 534,840 114,176 $ 1,643,046 Adopted Budget 2010-2011 $ 1,360,081 158,106 23,127 96,251 $ 1,637,565 Estimated Expenditures 2010-2011 $ 1,054,595 25,371 424,691 40,790 $ 1,545,447 Proposed Budget 2011-2012 $ 1,628,960 11,600 216,066 155,000 $ 2,011,626 Budget-Budget Variance $ 268,879 (146,506) 192,939 58,749 $ 374,061 $ $ $ $ $ EXPENDITURES BY PROGRAM: METRO METRO BUYS RICO FUNDS FOR METRO LEO GRANT ACJC GUN INTELLIGENCE SHLS - MULTI HIT BALLAST GOHS - COLLISION TEAM TRAINING GOHS - DUI ENFORCEMENT FUSD - RESOURCE OFFICER AZ HLS COPS GRANT RECOVERY JAG GRANT RECOVERY - METRO CANNABIS ERADICATION RICO/METRO OVERTIME FY10 GOHS/ACCIDENT EQUIPMENT BULLET PROOF VEST RECOVERY PUBLIC STABILIZATION COUNTY IGA-BICYCLE SAFETY STATEWIDE GANG TASK AZ INTERNET CRIMES CHILD GOHS UNDERAGE DRINKING GOHS SEL TRAFFIC AZ HOME LAND SECURITY ACJC ANTI GANG INITIATE GOHS DUI ENFORCEMENT 08-WEED AND SEED OVERTIME ED BYRNE MEMORIAL(JAG) ACJC DUI ABATEMENT TOTAL $ 209 10,000 202,654 252,309 17,256 19,455 34,041 3,591 55,007 67,494 259,065 96,439 310,844 3,534 34,161 12,677 2,429 169,561 9,339 19,826 19,354 4,194 24,997 14,610 1,643,046 $ 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 $ 240,320 145,538 10,740 24,445 55,000 449,166 90,909 227,971 74,310 7,051 3,105 7,000 115,520 14,631 10,032 30,000 8,000 16,938 14,771 1,545,447 $ 253,440 185,299 56,808 55,000 707,515 90,909 4,000 30,000 6,840 6,000 49,999 174,453 10,000 20,000 40,000 155,000 20,000 15,000 8,000 108,363 15,000 2,011,626 $ $ 2,011,626 2,011,626 $ 253,440 (642) (10,740) (89,200) 258,349 (107,998) (360,317) 4,000 30,000 (211) 2,145 49,999 6,644 10,000 20,000 40,000 155,000 20,000 (15,000) 108,363 229 374,061 SOURCE OF FUNDING: GENERAL FUND Annual Financial Plan 212 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 is to provide expert, cost efficient maintenance and repairs of city vehicles and equipment enabling City Divisions to perform their duties to the citizens of Flagstaff. The mission of the Fleet Management Section is to provide a comprehensive fleet management program dedicated to health, safety, resource conservation and fiscal responsibility in selecting and supplying the most efficient state of the art vehicles and equipment to supper City divisions and employees in the delivery of municipal services. 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 213 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 Cemetery/Parks/Street Maintenance 1 PW Section Head 1 PW Section Head 1 Admin Specialist Supervisor Sustainability/Environmental Management/Facility Maintenance 41 1 PW Section Head 1 Administrative Specialist 2.5 Admin Assistant Collections 1 Public Works Manager 1 ES Collection Supervisor (Commercial) Landfill 1 Public Works Manager 1 Landfill Supervisor 214 1 ES Leadworker 11 Equipment Operator 1 Equipment Operator - Temp Streets 32 1 Public Works Manager Training/Street Maintenance 1 Streets Leadworker 6 Equipment Operator Concrete 3 Maintenance Worker 1 Project Manager Street Sweeping 3 Equipment Operator 1 ES Collection Supervisor (Residential) 1 Project Manager 1 ES Leadworker 12 Equipment Operator 1 Bin Maint Leadworker 1 Admin Specialist 1 Admin Asst Traffic/Sign & Paint 1 Streets Leadworker Sign/Paint 3 Maintenance Worker Traffic 1 Traffic Signal Tech Asst .5 Intern 2 Equipment Operator Equipment Operation 1 Streets Leadworker 1 Program Asst - Sales Fleet Services 27 1 Public Works Manager Equipment 11 Equipment Operator 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 Parks 26 1 Public Works Manager Park Grounds & Facilities/BBB Recreation 1 Maintenance Worker Leadworker Park Grounds & Facilities 2 Maintenance Worker 1 Maintenance Worker Temp BBB Recreation 10 Maintenance Worker .31 Maintenance Worker Temp Streetscapes/FUTS/Downtown/Civic 1 Maintenance Worker Leadworker FUTS 1 Maintenance Worker 1.88 Maintenance Worker Temp Heritage Square & Downtown 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 Emvironmental 1 Env Program Mgr Sustainability 1 Sustainability Manager 1 Env Tech 2 Sustainability Specialist 1 Env Prog Spec 1 Sustainability Assistant 1 Env Asst .6 Env Aide 1 Env Code Specialist 1 Env Code Technician Facilities Maint Division 29 1 Facilities Maint Superintendent 1 Facilities Maint Manager 9 Maintenance Worker PUBLIC WORKS SECTION 20 USGS MAINTENANCE MISSION FY 11 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.      PROGRAM DESCRIPTION FY 12 NEW INITIATIVES AND GOALS 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.        Complex parking lot pavement chip/seal. Annual Electrical PMs completed at each site. USGS-4 carpet replacement (Phase 1). USGS-6 Building Delta HVAC controls installed. USGS-6 Server Room new HVAC Data-Aire unit installed. USGS-3 HVAC unit replacement (2 units). USGS-3 Court parapet walls repaired. USGS-3 Carpet replacement. USGS-4 Carpet replacement. USGS-3 HVAC unit replacements (2 units). USGS-4 HVAC unit replacements (2 units). USGS-3 & 4 interior misc. painting. PERFORMANCE MEASURES Council Priority: Maintain and deliver quality, reliable infrastructure Goal: Facility assessment scores Objective: Track the maintenance work for all four (4) USGS 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%+ Progressing / average; 75 – 89% Caution / warning; <74% Need to review/discuss. Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Facility Assessment Average Score – Measures N/A* 74% 80% 85% quality of staff work, quality, and effectiveness. * USGS buildings were assessed in 2006, no assessments completed from 2007-2009. Annual Financial Plan 215 City of Flagstaff PUBLIC WORKS SECTION 20 USGS MAINTENANCE Council Priority: Maintain and deliver quality, reliable infrastructure 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Work Order Dispatching - Average # of days to 90% 90% 90% 90% complete a work order. (N/A) (8 days (7 days (6 days average) average) average) SECTION: 20-USGS FACILITIES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2009-2010 $ 9,060 946,433 200,864 1,000 $ 1,157,357 Adopted Budget 2010-2011 $ 2,271,043 262,255 $ 2,533,298 Estimated Expenditures 2010-2011 $ 1,557 864,120 167,963 $ 1,033,640 Proposed Budget 2011-2012 $ 2,080,118 272,255 $ 2,352,373 Budget-Budget Variance $ (190,925) 10,000 $ (180,925) $ $ $ $ $ EXPENDITURES BY PROGRAM: ADMINISTRATION MAINTENANCE-BLDG #2 BUILDING 6 USGS BUILDING 3 USGS BUILDING 4 USGS BUILDING 5 BUILDING #2 DEMO TOTAL $ 463,854 7,263 210,039 248,755 184,468 42,390 588 1,157,357 $ 1,886,851 149,419 285,989 159,122 51,917 2,533,298 $ 466,852 7,226 176,296 208,814 157,947 16,505 1,033,640 $ 1,675,926 170,308 305,276 159,284 41,579 2,352,373 $ $ 2,352,373 2,352,373 $ (210,925) 20,889 19,287 162 (10,338) (180,925) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The USGS Maintenance operating budget has decreased 7% overall. The proposed budget reflects no capital or 1X expenditures. There are no personnel associated with this account. Work is provided through internal work order charges. Contractual decreases are due to a reduction of utility costs, maintenance, custodial and landfill. Contractuals and Commodities building costs were realigned to reflect the needs of the specific buildings. There is also a reduction in Debt Service charges. Annual Financial Plan 216 City of Flagstaff PUBLIC WORKS SECTION 25 MISSION  The mission of Public Works Administration is to direct and coordinate the efforts of Public Works programs in providing cost efficient, quality based services to the Citizens of Flagstaff. By ensuring a well trained safety conscience work staff, we strive to improve the quality of life in Flagstaff through sustainable, affordable, efficient maintenance programs and enhanced Transportation and Park opportunities.        ADMINISTRATION Worked with Coconino County Timberline/Doney Park flooding Glass Recycling – Residential curbside pickup Planning and preparation of new cemetery office. Completed Picture Canyon restoration project. The Environmental Code Enforcement Program organized a Waste Tire Roundup event. Completed a variety of maintenance tasks on city facilities Completed a Public Works reorganization Evaluated procedures and policies to increase productivity and customer service in Fleet Services. PROGRAM DESCRIPTION Public Works Administration provides leadership and general direction for Solid Waste (Environmental Services), Fleet Maintenance Sustainability and Environmental Management, Facility Maintenance, Street Maintenance, Citizen Cemetery and Parks Maintenance. FY 12 NEW INITIATIVES AND GOALS      FY 11 ACCOMPLISHMENTS    Managed 2nd largest snowfall in January Fast tracked the rebuild of Jay Lively Ice Rink Aided in the Hardy fire Keep scheduled work at/or above 80% and unscheduled below 20% Begin implementation of Sign Inventory into Cartegraph software and related hardware. Create a database of Environmental Compliance issues applicable to the city for use by all divisions within the city. 1% energy use reduction at City Hall. Collections- Implement same day residential collection services for trash and recycling to improve service and operational efficiency. PERFORMANCE MEASURES Council Priority: Fiscal Health Goal: Effective Vehicle Safety Program Objective: Reduce Vehicular Accidents by 10% Type of Measure: Outcome Tool: Reports Using Excel Spreadsheets Frequency: Annual Scoring: 75% Trend:  Measures: Number of accidents chargeable compared to previous year Number of miles driven Number of accidents per thousand miles Annual Financial Plan CY 09 Actual 18 Accidents CY 10 Actual 16 Accidents CY 11 Estimate 15 Accidents CY 12 Proposed 14 Accidents 1,108,685 1 accident/ 61,593 miles 1,096,021 1 accident/ 68,501 miles 1,096,021 1 accident/ 73,068 miles 1,096,021 1 accident/ 78,287 miles 217 City of Flagstaff PUBLIC WORKS SECTION 25 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Develop and distribute 2 surveys per year to both N/A Create Conduct 1 Conduct 1 internal and external customers. Surveys will external external external focus on the quality of service received from the survey. survey in the survey in the various Public Works Sections Distribute 1 fall of 2010. fall of 2011. external and 1 Work with Work with internal Sections on Sections on survey. action plan to action plan to Analyze increase in low increase in low results to rated areas. rated areas. identify the top areas for improvement. Outline an action plan to improve in the areas identified. Results N/A Internal survey Never sent out just recently due to staffing. 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 218 City of Flagstaff PUBLIC WORKS SECTION: SECTION 25 ADMINISTRATION 25-PUBLIC WORKS ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2009-2010 $ 328,527 5,107 (48,748) $ 284,886 Adopted Budget 2010-2011 $ 135,200 4,601 (69,961) $ 69,840 Estimated Expenditures 2010-2011 $ 130,682 3,409 (44,607) $ 89,484 Proposed Budget 2011-2012 $ 140,069 3,901 (74,002) $ 69,968 Budget-Budget Variance $ 4,869 (700) (4,041) $ 128 $ $ $ $ $ $ $ $ 69,968 69,968 $ $ $ (211,061) 93,153 62,190 125,686 69,968 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TOTAL 284,886 284,886 69,840 69,840 89,484 89,484 128 128 SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ COMMENTARY: The Public Works Administration operating budget has increased slightly due to Personnel retirement and benefit increases. There are no Capital (>$10,000) nor 1X budgeted expenditures. Reduced Telephone expenditures result in Contractual decreases. Commodities decreases are due to increased work order chargeouts. Annual Financial Plan 219 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 funded Streetscapes, FUTS trails, downtown area, 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 weed and tree management plan are also housed in this section.    FY 11 ACCOMPLISHMENTS           Replaced the Sof’Fall playground surface material at Ponderosa, Cogdill, Old Town and Cheshire Parks. Resurfaced four tennis courts at Flagstaff Recreation Center and Ponderosa Park. Completed concrete surface repairs to the skate track at Bushmaster Park. Replaced the outfield fence on Field #1 at the Continental Sports Complex. Leveled and replaced the sod infields on Fields #1 and #2 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 and four fields at the Thorpe Sports Complex. Replaced the chain link fence fabric and added mid-rails at Ponderosa and Guadalupe Park. Replaced wooden fencing with metal FUTS type fencing at University Heights and the FUTS Arizona trail. Installed benches and plaque for the Karen Cooper Memorial. Coordinated the naming and dedication of Adrian Garcia Sr. Field at Guadalupe Park. Annual Financial Plan Helped coordinate the fence replacement near Colton Park with the Rotary Club and Sigma Chi Fraternity Repaired/Removed vandalism at City Parks, at an estimated cost of $32,010. Purchase replacement truck with snowplow. Help coordinate the Eagle Scout project to replace the wooden fence at the Buffalo Park entrance restoring it to its’ historical look. Help Environmental Code Enforcement implement Adopt-A-Park and Adopt-A-Trail Program FY 12 NEW INITIATIVES   PARKS   220 Replacement of Sof’Fall playground surface material at Coconino, Flagstaff Recreation Center, McMillan Mesa and University Heights Park. Replacement of chain link fence at the tennis courts at Flagstaff Recreation Center. Resurface two tennis courts and patch four tennis courts at Thorpe Park. Make concrete surface repairs to the skate track at Foxglenn Park. Replacement of chain link fence at the tennis courts at Thorpe Park. Replacement of chain link fence at Adrian Garcia Sr. field. Replacement of the ramada roof with a metal roof at Ponderosa Park City of Flagstaff PUBLIC WORKS SECTION 26 PARKS PERFORMANCE MEASURES Council Priority: Livability through good neighborhoods, affordable housing and varied recreational activities 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 Type of Measure: Output and Program Outcome Tool: Inspections and Inspection Reports Frequency: Bi-weekly Scoring: 75% Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Conduct monthly inspections of parks and bi85% 61% 70% 70% weekly safety inspections of playground equipment Complete daily and weekly maintenance tasks 70% 60% 65% 65% at all park sites. Claims for accidents/injuries 0 0 0 0 Council Priority: Livability through good neighborhoods, affordable housing and varied recreational activities 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: Track Quarterly Performance Measures based off of Work Schedules Frequency: Yearly Scoring: 100% Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed BBB Landscape areas – Bi-weekly Irrigation 70% 47% 50% 60% 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% 57% 65% 65% Mowing (during rain season twice per week), the following are done three times per year over seeding, top dressing; aeration – six times per year; and fertilizing – four times per year. Annual Financial Plan 221 City of Flagstaff PUBLIC WORKS SECTION 26 PARKS Council Priority: Livability through good neighborhoods, affordable housing and varied recreational activities Goal: Decrease Park Vandalism. Objective: Implement a tracking and response log that will identify annual vandalism costs, locations and frequencies, and types, in order to develop prevention procedures to address and deter future acts. Type of Measure: Outcome and Program Outcome Tool: Excel Worksheet Frequency: Monthly Scoring: 75% Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Estimate Annual vandalism costs $38,572 $43,545 $32,000 $32,000 Respond within 24 hrs. to correct 36 hrs./NA 66% 70% 70% SECTION: 26-PARKS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2009-2010 $ 1,364,784 540,876 382,684 248,721 $ 2,537,065 Adopted Budget 2010-2011 $ 1,404,490 710,196 433,778 253,300 $ 2,801,764 Estimated Expenditures 2010-2011 $ 1,294,627 649,912 460,113 179,500 $ 2,584,152 Proposed Budget 2011-2012 $ 1,413,885 699,610 444,906 203,800 $ 2,762,201 Budget-Budget Variance $ 9,395 (10,586) 11,128 (49,500) $ (39,563) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PARK GROUNDS MAINTENANCE PARK BLDGS AND FAC MAINTENANCE BBB-STREETSCAPE/MEDIAN RIGHT OF WAYS/MEDIAN FUTS TRAIL SYSTEM HERITAGE SQUARE MAINTENANCE BBB RECREATION FIELDS DOWNTOWN MAINTENANCE NON-PARKS GROUNDS/LANDSCAPE SNOW PLAY AREA ARROYO PARK IMPROVEMENTS TOTAL $ 131,103 500,224 44,930 303,404 63,878 173,243 18,970 1,098,699 15,525 175,118 11,971 2,537,065 $ 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 $ 102,234 559,256 28,046 391,942 79,757 186,381 42,384 995,179 23,820 175,153 2,584,152 $ 123,431 553,267 28,941 454,543 85,692 197,814 40,968 988,744 28,582 172,719 87,500 2,762,201 $ $ 2,762,201 2,762,201 $ (13,065) 6,438 (844) 2,543 4,721 (6,662) (23,659) (18,492) 11,806 (2,349) (39,563) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Parks operating budget has net change of 0% and capital expenditures total $203,800 resulting in an overall net decrease of 1%. Personal Services increases are due to 0.26 FTE staff increase (Maintenance workers - Temporary) and small increases in retirement and insurance costs. Contractuals decreases are due to reduction in travel, utilities and other miscellaneous services. Commodities increases are due to increases in gas, motor vehicle parts, and supplies. Major capital (>$10,000) includes replacement items for various City parks, resurfacing basketball & tennis courts. Annual Financial Plan 222 City of Flagstaff PUBLIC WORKS SECTION 27 MISSION   To provide expert, cost efficient maintenance and repairs of city vehicles and equipment enabling City Divisions to perform their duties to the citizens of Flagstaff.    PROGRAM DESCRIPTION Using experienced highly trained technicians, Fleet Services delivers safe, dependable and economical service and repairs in an environmentally conscious manner, supporting Flagstaff’s Divisions in accomplishing their goals and objectives with a high focus on public safety.    FY 11 ACCOMPLISHMENTS  Created technician performance matrix. Established work teams; one supporting public safety the other supporting departments maintaining Flagstaff’s infrastructure. Established EVT (emergency vehicle technician) training program. Conducted an internal safety audit and addressed the issues. Streamlined work order system. FY 12 NEW INITIATIVES AND GOALS    FLEET SERVICES Evaluated procedures and policies to increase productivity and customer service. Organized shop to increase effectiveness, eliminating outdated parts and equipment.  Keep scheduled work at/or above 80% and unscheduled below 20% This will not include emergency situations (fires, snow storms) Keep return work under .9%. Continue to train public safety technicians; schedule 14 training sessions. Maintain technician productivity above 90%. Evaluate current price chargeout structure and revenue generation Set up employee cross training program to increase workload flexibility. PERFORMANCE MEASURES Council Priority: Effective governance Goal: Technicians to input repair data, maintain productivity at or above 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: Input Tool: Supervisor Inspection, H.T.E. repair order system/customer feedback Frequency: Weekly Scoring: 99.1% (Average score of all technicians on completed repair orders) Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Average percentage of repair come backs per 1% <1% <1% <.9% technician. Annual Financial Plan 223 City of Flagstaff PUBLIC WORKS SECTION 27 FLEET SERVICES Council Priority: Effective governance Goal: Increase ratio of scheduled work to unscheduled work Objective: Gain efficiencies and productivity in Fleet and other Sections by reducing unscheduled maintenance and repairs Type of Measure: Input Tool: Compare the total number of scheduled work orders completed to unscheduled work orders Frequency: Quarterly Scoring: 80% Trend:  Measures: Keep scheduled work above 80% unscheduled work below 20% CY 09 Actual CY 10 Actual 72% CY 11 Estimate 80% CY 12 Proposed 85% Council Priority: Maintain public safety short response times and encourage expanded health services Goal: Train technicians on emergency and public safety equipment and vehicles. Objective: Improve skills and certifying employees. This will give public safety more skilled technicians, giving public safety the most qualified personnel and quick repairs on vehicles and equipment. Type of Measure: Input Tool: Fleet services and Fire department funding. Frequency: Quarterly Scoring: 100% Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Quarterly training 2 5 14 14 Council Priority: Effective governance Goal: Evaluate Fleet services price structure/revenue generation Objective: Consider alternative ways for Fleet Services to be funded (propose 2 options) Type of Measure: Input Tool: Current cost and chargeout structure; new proforma Frequency: Annual Scoring: 100% Trend:  CY 09 CY 10 CY 11 Measures: Actual Actual Estimate 1. Rework current price structure 0 0 2 2. New business model Annual Financial Plan 224 CY 12 Proposed City of Flagstaff PUBLIC WORKS SECTION: SECTION 27 FLEET SERVICES 27-FLEET SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2009-2010 $ 227,123 94,755 (321,874) $ 4 Adopted Budget 2010-2011 $ 250,130 92,651 (342,160) $ 621 Estimated Expenditures 2010-2011 $ 42,408 97,454 (240,983) $ (101,121) Proposed Budget 2011-2012 $ 251,347 92,651 (132,077) $ 211,921 Budget-Budget Variance $ 1,217 210,083 $ 211,300 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION INVENTORY MANAGEMENT PREVENTIVE MAINTENANCE VEHICLE REPAIR POOL VEHICLES-CITY HALL POOL VEHICLES-SHOP OTHER SHOP WORK MOBILE MOUNTED GENERATOR CATASTROPHIC/MAJOR REPAIR SHOP IMPROVEMENTS TOTAL $ 435 67,274 128,180 (261,207) 3,013 610 61,699 4 $ (42,447) 71,043 125,097 (215,104) 4,500 57,532 621 $ 2,995 68,066 119,593 (355,204) 4,611 166 57,555 1,097 (101,121) $ (75,162) 71,375 116,262 (173,069) 4,500 59,815 208,200 211,921 $ (32,715) 332 (8,835) 42,035 2,283 208,200 211,300 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ (7,318) 570 73,808 19,477 477 5,342 119,565 211,921 COMMENTARY: The Fleet Services operating budget is a zero base budget meaning the division expects to recover ongoing operating expenditures plus administrative overhead through charges for services, markups on parts and fuel, and an environmental disposal fee. The current shop rate is $62.00 per hour and does not cover one-time and capital requests. Personal Services increases are due to small increases in retirement and insurance benefits, offset by labor charge outs to obtain a zero budget. Contractual had no changes. Commodities increase are due to a new program, Catastropic/Major Component Repair, which is funded with fleet capital funds. There is no major capital (>$10,000) expenditures for this section. Annual Financial Plan 225 City of Flagstaff PUBLIC WORKS SECTION 27 FLEET MANAGEMENT MISSION FY 11 ACCOMPLISHMENTS To provide a comprehensive fleet management program dedicated to health, safety, resource conservation and fiscal responsibility in selecting and supplying the most efficient state of the art vehicles and equipment to support City divisions and employees in the delivery of municipal services.      PROGRAM DESCRIPTION Fleet Management consists of line workers and supervisors representing City divisions that are dedicated to developing and implementing policies and procedures for fleet operations. Under leadership of the Public Works Section Director and Fleet Manager and as directed by the fleet policies identified in the Municipal Sustainability Plan; Fleet Management coordinates and monitors the evaluation, replacement, purchasing, fuel usage and utilization of the City’s fleet, maximizing vehicle and equipment life, retaining units as long as economically possible and replacing units that have met or exceeded useful life. Re-evaluated and adjusted the replacement criteria for FY2012 Created an electronic spreadsheet for 10 year vehicle replacement plan for all Sections Reorganized committee leadership. Removed 6 underutilized vehicles. Introduced and recommended a component replacement fund. FY 12 NEW INITIATIVES AND GOALS      Revamp the existing vehicle and equipment replacement criteria. Rework and rebuild the underutilized vehicle policy; eliminate 6 or more units out of the fleet. Coordinate driver training and operational procedures to increase fuel mileage and decrease fuel usage by 6.1%. Coordinate with Divisions and Purchasing for all fuel billing to create the most efficient and accurate fuel usage tracking. Make all fleet policies and procedures electronic. PERFORMANCE MEASURES Council Priority: Effective governance Goal: Conduct a utilization study coordinated with Fleet Services vehicles (cars, pickups, vans and SUV’s). Objective: To improve vehicle utilization by reducing unnecessary Divisions’ operating costs. Type of Measure: Output Tool: Compare equipment totals in H.T.E. fleet system Frequency: Annually Scoring: 100% Trend: CY 08 Measures: Actual Number of vehicles to be eliminated 0 Percentage of total Vehicles 0% Annual Financial Plan 226 to reduce the number of under-utilized fleet vehicles thus reducing future purchases and CY 09 Actual 18 units 3.3% CY 10 Actual 6 units 1.15% CY 11 Estimate 6 +units 1.16%+ City of Flagstaff PUBLIC WORKS SECTION 27 FLEET MANAGEMENT Council Priority: A sustainable community through economic vitality, economic protection and social inclusion Goal: Evaluate and reduce the fuel efficiency and usage of Division programs. Objective: To conserve fuel and energy. Type of Measure: Output Tool: Compare fuel usage reports year over year Frequency: Annual Scoring: 100% Trend: CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Percent of decrease in fuel used. 1.3% 6.1% 3.9% Annual Financial Plan 227 City of Flagstaff PUBLIC WORKS DIVISON 28 CEMETERY MISSION FY 11 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 Section Head, 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. All concerns/complaints were addressed promptly. Addition of four donated granite benches throughout the cemetery. Addition of a retaining wall in Masonic Section “A”. FY 12 NEW INITIATIVES      Completion of Cemetery office addition with separate office, greeting room, and public restroom. Work with the Masonic Lodge on their purchase of a new columbarium in Masonic Section “A”. Planning and preparation of a new Veterans Section “K” South. Replace weathered/damaged Veteran headstones throughout the cemetery. Take over all headstone setting throughout Citizens Cemetery PERFORMANCE MEASURES Council Priority: A SUSTAINABLE COMMUNITY THROUGH VITALITY, ENVIRONMENTAL PROTECTION AND SOCIAL INCLUSION 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% Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Gallons Consumption 14,874,400 11,425,900 14,285,374 13,999,666 Target 14,576,912 14,285,374 13,999,666 2% reduction in gallons of water from previous year N/A (297,488) (291,538) (285,708) Annual Financial Plan 228 City of Flagstaff PUBLIC WORKS DIVISON 28 Council Priority: MAINTAIN AND DELIVER QUALITY, RELIABLE INFRASTRUCTURE 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: 100% Trend: ↑ CY 09 CY 10 CY 11 Measures: Actual Actual Estimate Percentage of families that fit in current office 60% 60% 100% CEMETERY CY 12 Proposed 100% Council Priority: A SUSTAINABLE COMMUNITY THROUGH VITALITY, ENVIRONMENTAL PROTECTION AND SOCIAL INCLUSION 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: 83% Pending Temporary Employee Trend: ↑ CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Mowing turf sections every week 85% 80% 90% 90% Trimming of turf sections biweekly 65% 60% 80% 85% Pruning cemetery quarterly 80% 60% 80% 85% Council Priority: A SUSTAINABLE COMMUNITY THROUGH VITALITY, ENVIRONMENTAL PROTECTION AND SOCIAL INCLUSION Goal: To provide better services by straightening and leveling headstones in a designated turf section. Objective: To offer a more uniform appearance throughout Citizens Cemetery. Type of Measure: Outcome Tool: Effectively resolve citizen complaints and requests. Frequency: Seasonal Scoring: 60% Trend: ↑ CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Percentage of headstones set correctly 50% 50% 60% 70% Annual Financial Plan 229 City of Flagstaff PUBLIC WORKS SECTION: DIVISON 28 CEMETERY 28-CEMETERY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2009-2010 $ 135,263 43,390 8,465 $ 187,118 Adopted Budget 2010-2011 $ 11,303 41,735 172,910 140,000 $ 365,948 Estimated Expenditures 2010-2011 $ 152,236 41,020 16,161 12,000 $ 221,417 Proposed Budget 2011-2012 $ 19,091 37,289 167,429 128,000 $ 351,809 Budget-Budget Variance $ 7,788 (4,446) (5,481) (12,000) $ (14,139) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL SERVICES OPENING AND CLOSING MAINTENANCE OF BUILDINGS MAINTENANCE OF GROUNDS TOTAL $ 46,596 38,698 5,175 96,649 187,118 $ 48,865 196,554 9,034 111,495 365,948 $ 48,741 53,855 8,929 109,892 221,417 $ 56,653 178,766 9,034 107,356 351,809 $ $ 351,809 351,809 $ 7,788 (17,788) (4,139) (14,139) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Cemetery operating budget (excluding capital) has decreased 1%. Capital funding from the expansion of the Cemetery office are spread between two years, which affects the presentation of the overall budget. There are no new or major (>$10,000) capital expenditures planned. Personal services increases are due to an allocation of management to this area, and mechanical shop labor for two pieces of equipment for opening and closing graves and for 3 pieces of equipment for grounds. There was a slight increase for retirement and benefits costs. Contractual decreases are due to utility savings. Commodities decreases are from internal work orders. Annual Financial Plan 230 City of Flagstaff PUBLIC WORKS SECTION 29  MISSION Facilities Maintenance will ensure, through effective building maintenance programs and long range planning, that city buildings are safe, secure, efficient, reliable, clean, code compliant, aesthetically pleasing, and environmentally friendly for all users.    FACILITIES MAINTENANCE Roofing projects: City Hall, Visitor CenterAmtrak, Theatrikos, Geographic Information systems (GIS), Airport DPS. HVAC projects: Airport, Visitor Center, Cherry. Door & Window projects: Milligan House, Library, Flagstaff Recreation Center, Ice Rink. Painting projects: Ice Rink ext., Thorpe Shop exterior. FY 12 NEW INITIATIVES AND GOALS PROGRAM DESCRIPTION   The Facilities Maintenance Section is responsible for maintenance and upgrades of City buildings.  FY 11 ACCOMPLISHMENTS   Best Lock security lockset system installs: Library, Geographic Information Systems (GIS), and Flagstaff Recreation Center. 1% energy use reduction at City Hall. Best Lock security lockset system transitions: City Hall, Cogdill, City Court, Cherry bldg. Long Range Capital Improvements: Roofing (City Hall, Library, City Court), HVAC (City Hall boilers, Court HVAC system), Public Works buildings miscellaneous repairs, Painting: Flagstaff Recreation exterior. Preventive Maintenance Plan Development: Overhead Doors. PERFORMANCE MEASURES Council Priority: Maintain and deliver quality, reliable infrastructure 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%+ Progressing / average; 75 – 89% Caution / warning; <74% Need to review / discuss. This is the average score of all buildings assessed during the calendar year. Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Facility Assessment Average Score – Measures 85% 63% 64% 65% quality of staff work, quality, and effectiveness. Annual Financial Plan 231 City of Flagstaff PUBLIC WORKS SECTION 29 FACILITIES MAINTENANCE Council Priority: Maintain and deliver quality, reliable infrastructure 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% (0-2.99 days), 90% (3.0-5.99 days), 85% (6.0-8.99 days), 80% (9.0-11.99 days), 75% (12+ days) Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Work Order Dispatching – Work Request Date to 5.40 (90%) 3.85 (90%) 3.28 (90%) 3.26 (90%) Job Start Work date. Council Priority: Maintain and deliver quality, reliable infrastructure 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% (0-2.99 days), 90% (3.0-5.99 days), 85% (6.0 -8.99 days), 80% (9.0-11.99 days), 75% (12.0+ days) Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Work Order Dispatching – Job Start Date to Job 5.47 (90%) 2.72 (95%) 2.27 (95%) 2.26 (95%) Finish Date. Annual Financial Plan 232 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 2009-2010 $ 664,524 468,151 (61,706) 3,588 $ 1,074,557 Adopted Budget 2010-2011 $ 688,842 727,774 (95,960) $ 1,320,656 Estimated Expenditures 2010-2011 $ 689,366 718,672 (149,084) $ 1,258,954 Proposed Budget 2011-2012 $ 692,025 616,296 (153,454) $ 1,154,867 Budget-Budget Variance $ 3,183 (111,478) (57,494) $ (165,789) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CUSTODIAL SERVICE STRUCTURAL AND OTHER MAINTENANCE MAINT-MECH,ELECT AND PLUMB MILLIGAN HOUSE PREVENTATIVE MAINTENANCE APS BUILDING RIO PROPERTIES MURDOCK PHOENIX BUILDING TOTAL $ 275,686 75,739 352,054 312,624 16,425 959 732 22,838 377 17,123 1,074,557 $ 390,952 85,885 579,800 217,879 12,043 20,218 13,879 1,320,656 $ 305,112 78,247 587,975 237,710 13,274 1,734 19,888 15,014 1,258,954 $ 267,292 86,885 538,229 219,479 11,143 17,818 14,021 1,154,867 $ (123,660) 1,000 (41,571) 1,600 (900) (2,400) 142 (165,789) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 883,876 58,339 10,513 31,221 11,772 59,576 99,570 1,154,867 COMMENTARY: The Public Facilities Maintenance operating budget has decreased 13% and there are no capital expenditures. Personal Services increases are due to slight increases in retirement and benefits costs. Contractual decreases are due to the maintenance of the buildings and structures 1X expenditures funded at a lower level than last year. Commodities decreases are due to an increase in internal work orders chargeouts. Decreases in commodities included: food, uniforms, and safety supplies.Other commodities increased to reflect organizational priorities. They included: Janitor and Cleaning Supplies. There are no planned changes in personnel this fiscal year. Annual Financial Plan 233 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.     STREETS Aided in the 15,000 acre Shultz fire and flooding efforts. Aided in the Hardy fire. Aided with other government agencies in diverting flooding from the landfill and Doney Park residences. Reestablished access to Inner basin well roads after Shultz fire and flooding. Installed 1 Uninterrupted Power Supply in signal cabinet along the 89 corridor. Completed Picture Canyon restoration project, totaling 1,178 man hours. Completed Foxglen park restoration project. Installed 2 traffic calming devices with Low Impact Development structures. Completed Trinity heights F.U.T.S trail connection. Assisted in hazardous tree removal within right of ways. Assisted with installing rainwater harvesting system at Aquaplex. Assisted with re-opening of Jay Lively Ice Rink. FY 12 NEW INITIATIVES AND GOALS  FY 11 ACCOMPLISHMENTS         Hiring of summer temporary drainage crew in spring of 2011 to work on open channel, and all drainage repairs allowing Street Section employees to concentrate on other priorities Replaced 6 snow plows. Helped inform public on bond issues, and successful in achieving voter approval of Utility/Street improvement bond totaling 16.5 million dollars. Replaced dust abatement tank, Sign and Paint service truck, Crew cab truck and 6 snow plows with funds available from capital. Established a request for proposal for a collection of sign inventory, identifying funds through H.S.I.P. federal safety monies. Completed a route analysis on snow plow routes and implemented changes to be more efficient. Completed a route analysis on sweeper routes and implemented changes to be more efficient. Annual Financial Plan       234 Install 4 Un-Interrupted Power supplies in signal cabinets. Continue to lower accident rates on De-Icer routes. Replace 10 wheel water tender, Barricade truck and 6 Snowplows with capital monies. Purchase Thermoplastic machine for applying stop bars, crosswalks and lane bars with capital monies. Refurbishing of Paint Striper with capital monies. One time RSL using capital monies to purchase 36 Motor grader tires and 8 Loader tires totaling $49,400. Begin implementation of Sign Inventory into Cartegraph software and related hardware. Import data into Cartegraph software to manage streetlight inventory and maintenance. City of Flagstaff PUBLIC WORKS SECTION 32 STREETS PERFORMANCE MEASURES Council Priority: Maintain public safety short response times and encourage expanded health services. 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: 100% Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Complete 2nd priorities while maintaining 1st 96% 98% 98% 98% priorities. Council Priority: Maintain and deliver quality, reliable infrastructure. Goal: Shoulder streets without curb & gutters Objective: Complete West side streets. Type of Measure: Shoulder West side while maintaining washouts on East side. Tool: Provide proper flagging/barricading and public announcements. Frequency: Spring/Fall Scoring: 100% Trend:  CY 09 CY 10 Measures: Actual Actual Place material on shoulders of roads without curb 90% 85% improvements to preserve roadways from deterioration of asphalt and road base. (15 lane miles will be addressed in CY12) CY 11 Estimate 80% CY 12 Proposed 80% Council Priority: Maintain and deliver quality, reliable infrastructure. 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: 100% Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Patch potholes within 24 hours of notification. 97% 99% 99% 99% 3,685 potholes were patched in CY10 Annual Financial Plan 235 City of Flagstaff PUBLIC WORKS SECTION 32 STREETS Council Priority: Maintain and deliver quality, reliable infrastructure. Goal: Optimal traffic signal operation Objective: Insure proper operation and correct operational deficiencies. Type of Measure: Signal operation compared to design standards. Tool: Preventive Maintenance and Inspections, Unscheduled repairs, Scheduled repairs (i.e. software updates, replacement of components before failure) Frequency: Inspections 3 times annually, Corrective repairs as needed. Scoring: 100% Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Percentage of signals operating without 79% 80% 85% 90% deficiencies at time of inspection. Completion of inspections as scheduled (3 times 90% 58% 100% 100% annually) SECTION: 32-STREET MAINTENANCE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2009-2010 $ 2,138,598 590,141 569,169 91,390 $ 3,389,298 Adopted Budget 2010-2011 $ 2,340,137 727,908 813,414 177,000 $ 4,058,459 Estimated Expenditures 2010-2011 $ 2,293,743 669,864 803,055 170,832 $ 3,937,494 Proposed Budget 2011-2012 $ 2,312,772 730,068 831,154 449,000 $ 4,322,994 Budget-Budget Variance $ (27,365) 2,160 17,740 272,000 $ 264,535 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION STREET CLEANING SNOW CONTROL SIGN, SIGNAL, MARK AND LIGHT STREET MAINTENANCE DRAINAGE WAY MAINTENANCE TRAINING STREET LIGHTS TRAFFIC SIGNAL MAINTENANCE TOTAL $ 16,293 304,814 867,096 306,951 1,242,947 101,909 506 360,539 188,243 3,389,298 $ 328,609 355,605 815,218 436,414 1,226,267 299,705 1,900 381,702 213,039 4,058,459 $ 221,235 335,672 786,586 420,808 1,319,326 255,634 1,900 378,258 218,075 3,937,494 $ 357,275 374,093 874,676 513,022 1,293,490 303,883 1,900 381,702 222,953 4,322,994 $ $ 4,322,994 4,322,994 $ 28,666 18,488 59,458 76,608 67,223 4,178 9,914 264,535 SOURCE OF FUNDING: HIGHWAY USER REVENUE FUND COMMENTARY: The Streets Maintenance operating budget has decreased .2% and capital expenditures total $449,000 resulting in an overall a net increase of 7%. Personal Services decreases are due to worker compensation rate decreases offset partially by small increases in retirement and insurance benefits. Contractuals increases are due to increase telephone for air cards. Commodities increases are due to increases in motor vehicle parts and street & highway repair materials. Major Capital (>$10,000) includes six snow plows($49,000, thermoplastic machine ($60,000), refurished paint striper ($50,000), water truck with 4,000 gallon tank ($200,000) and 1 ton pickup truck($60,000) . Annual Financial Plan 236 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 11 ACCOMPLISHMENTS         CollectionsGlass collection. Implement diversion & capture of residential glass. Begin Residential subscription curbside glass collection. Collections- Designed new containers and collection methods to enhance service to Downtown area. Collections- Developed SOP’s (Standard Operating Procedures) & JHA’s (Job Hazard Analysis) for new equipment. Collections- Collection of new Southside Business district containers. Renewed Recycling IGA with the City of Winslow. Landfill- Implement Customer Waste Profile Program to track waste stream for additional diversion opportunities, extending Landfill life. (75% Complete). Landfill- Increase average density by 10% in landfill cell construction by implementing a 12 week landfill compaction training program. Landfill- Gas Study completed determining that the Cinder Lake Landfill has a viable source of methane gas for use as potential alternative energy project.    Collections/Landfill- Collaborated with FFD & USFS in the Airport thinning project, resulting in the capture & diversion of over 4,500 cubic yards of chipped green waste to be used as ADC. Landfill- Completed Pilot Study on use of ground up Wood Waste as a supplement to the Cinder Lake Landfill ADC program. . Landfill- Completed a conceptual evaluation of the feasibility of a municipal composting operation. Collections/Landfill- Developed staff for career succession using NAU CTC, AGTS Supervisor’s Academy, and other training. Collections/Landfill- Developed a schedule of staff cross training to ensure operational flexibility, efficiency and coverage while enhancing response and customer service levels. Landfill- Conducted Noxious Weed abatement activities at the Sinclair Wash Inert Materials pit. Landfill- Discovered a mapping discrepancy that revealed approximately 12 months of additional airspace on the Northwestern edge of existing landfill foot print. The value of this airspace is approximately $4 million. Landfill- Conducted flood water mitigation through planning and constructing diversion berms at the Cinder Lake Landfill during the Schultz Flood Incident. Landfill- Participated with the Schultz Flood Incident Management team providing consulting, operators, and equipment on mitigation efforts Collections/Landfill- Provided assistance during the “Western Wallop” snow storm event FY 12 NEW INITIATIVES AND GOALS     Annual Financial Plan SOLID WASTE 237 Collections- develop wood pallet collection program to further enhance commercial revenues and supplement materials for the ADEQ Wood Waste Pilot Study at Cinder Lake Landfill. Collections- Implement same day residential collection services for trash and recycling to improve service and operational efficiency. Landfill/Collections- Establish a performance bench mark program for Administrative staff. Landfill- Examination of soil resources and future liner/cap construction. City of Flagstaff PUBLIC WORKS      SECTION 41 Landfill- Drainage improvements and Haul Road Extensions. Landfill- Feasibility study for the collection and utilization of methane gas from Cinder Lake Landfill. Staff will determine the potential markets within the vicinity that could use methane gas for a combustion source. Landfill- An integrated waste management plan will be drafted to help to determine triggers for implementation of waste programs at Cinder Lake Landfill. Landfill- Feasibility study to determine the potential future use of paper pulp millings as an alternative cap and liner in solid waste cells. SOLID WASTE  Landfill- Development of an excavation plan for Sequence D, which consists of a 33 acre site located to the south of Cinder Lake Landfill.  Landfill- Renew Litter Management IGA with the United States Forest Service Administration- Cross training with Fleet service staff and will assume additional administrative responsibilities. Landfill-Shultz Flood Mitigation project that will characterize subsurface hydrological conditions between the newly formed floodplain and the Cinder Lake Landfill.   PERFORMANCE MEASURES Council Priority: Maintain and deliver quality, reliable infrastructure Goal: Initiate the Development of an Integrated Waste Management Plan. (5-Year Plan) Objective: Develop an Integrated Waste Management Plan over a five year Period. In FY 12 staff will hire a consultant to develop components for the landfill section of the plan. In FY 13 staff will concentrate on the waste collections components. In FY 14 Staff will focus on other partners. Plan should be completed by FY 15. Type of Measure: Outcome Tool: FY 12-Landfill, FY 13-Collections, FY 14-Other Agencies, FY 15-Complete. Frequency: Quarterly reports to Division Head and Annual reports to council. Scoring: 50% Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Profile system approved and ready for N/A 16.66 33.33 50% implementation Council Priority: Maintain and deliver quality, reliable infrastructure Goal: Increase tonnage 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: Input Tool: Tonnage reports, operator performance tracking system, fuel usage reports, route audits Frequency: Monthly, quarterly, annually Scoring: 65% Trend:  Measures: % increase of tonnage of green & wood waste material diverted from landfill over prior year Annual Financial Plan CY 09 Actual 50.35% 238 CY 10 Actual 50% CY 11 Estimate 65% CY 12 Proposed Same as CY 11 levels City of Flagstaff PUBLIC WORKS SECTION 41 SOLID WASTE Council Priority: Maintain and deliver quality, reliable infrastructure 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: Outcome Tool: Graph designed to equate the flow of timeliness of response and service satisfaction. Frequency: Daily call backs and monthly graph Scoring: 75-100% Trend:  CY 09 CY 10 CY 11 Measures: Actual Actual Estimate Track number of customer callbacks N/A 75% 100% CY 12 Proposed Same as CY 11 levels Council Priority: A sustainable community through economic vitality, environmental protection and social inclusion Goal: Implement collection of residential glass for reuse. Objective: Diversion of as much as 600 tons per year, by curbside collection. Type of Measure: Input Tool: Graphs/ spreadsheets to track collection and tonnage data. Frequency: monthly Scoring: 50-75% Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed % of 600 tons collected, by curbside N/A N/A 50% 75% Annual Financial Plan 239 City of Flagstaff PUBLIC WORKS SECTION: SECTION 41 SOLID WASTE 41-SOLID WASTE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2009-2010 $ 3,858,570 3,296,646 1,247,788 812,390 $ 9,215,394 Adopted Budget 2010-2011 $ 3,244,209 2,983,344 1,575,638 1,947,270 $ 9,750,461 ` Expenditures 2010-2011 $ 3,226,720 3,009,635 1,557,187 1,122,579 $ 8,916,121 Proposed Budget 2011-2012 $ 3,213,937 3,271,394 1,639,003 14,065,197 $ 22,189,531 Budget-Budget Variance $ (30,272) 288,050 63,365 12,117,927 $ 12,439,070 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION RESIDENTIAL COLLECTION COMMERCIAL COLLECTION SANITARY LANDFILL BIN MAINT-RESIDENTIAL BIN MAINT-COMMERCIAL HOIST AND HAUL LANDFILL OUTSIDE CONTRACT RECYCLING - CURBSIDE COLLECTION INERT MATERIAL LANDFILL COMMERCIAL RECYCLING SUSTAINABLILITY ENVIRONMENTAL MANAGEMENT CONSERVATION COMMERCIAL SALES HH HAZARDOUS WASTE BUILD ENERGY EFF/CONSERVATION PUBLIC WORKS YARD IMPROV MUNICIPAL SERV MAINT FAC 06 ADEQ PHOENIX AVE SRG GREENHOUSE GAS GRANT DEBT SERVICE TOTAL $ 403,198 1,519,944 2,054,539 1,753,666 110,443 63,100 366,143 127,374 799,126 529,181 568,148 164,914 440,804 217,375 2,495 8,321 86,623 9,215,394 $ 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 $ 448,754 1,662,958 2,097,376 2,391,868 26,179 90,448 436,917 220,598 1,021,502 2,500 509,016 8,005 8,916,121 $ 505,968 1,973,730 2,679,419 3,850,511 65,144 92,179 384,492 268,173 943,995 2,500 875,460 7,960 200,000 10,000,000 40,000 100,000 200,000 22,189,531 $ $ 22,189,531 22,189,531 $ (69,013) 106,568 618,298 1,086,681 44,622 22,823 (27,559) 112,826 (277,327) 281,151 200,000 10,000,000 40,000 100,000 200,000 12,439,070 SOURCE OF FUNDING: ENVIRONMENTAL SERVICES FUND COMMENTARY: The Environmental Services operating budget had a increased of 4% and capital expenditures total $14,065,197 resulting in an overall net increase of 128%. Personal Services decreased by 1%. Contractuals increased by 10% and is due to a increase in miscellaneous services. Commodities increased by 4% and is related to gas, oil and tire replacements. One-time expenditures for this division are for internal work requests. Major capital (>$10,000) includes capital equipment, capital improvements ongoing at the landfill as well as a public works yard related to capital reserves. Refer to Schedules 8 and 9 for a detailed listing. Annual Financial Plan 240 City of Flagstaff PUBLIC WORKS SECTION 43 SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT MISSION FY 11 ACCOMPLISHMENTS 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 (SEMS) is comprised of two main program areas: The Sustainability Program develops and implements municipal and community-wide sustainability and climate adaptation and management initiatives. Programming provides practical solutions through program and policy development in the following areas: open space, recycling, composting, energy efficiency and renewable energy, community agriculture and climate adaptation and management. The Sustainability Program also works with all City divisions to integrate sustainability by initiating policy and providing technical assistance, research and best practices.    The Environmental Management Program works with all City divisions to ensure City operations are in compliance with federal and state environmental regulations. This includes compliance with asbestos, lead-based paint, industrial stormwater, and underground storage tank regulations. This program also manages the Hazardous Product Center (HPC) and the Environmental Code Enforcement (ECE) Program. The HPC is a permanent facility used by residents and small businesses of Coconino County and the City of Flagstaff for the collection of hazardous wastes. The ECE Program enforces the City’s litter, safe sidewalks, abandoned/junked vehicle and solid waste ordinances. The ECE Program also organizes anti-litter campaigns including Adopt-an-Avenue and volunteer community clean-ups. Annual Financial Plan  The Sustainability Program’s residential energy efficiency initiatives, which include Residential Energy Retrofits, Energy Efficiency Kit distribution, LED Holiday Light Swap and CFL installations, have reduced 937,288 kilowatt hours of energy use and 1,443,424 pounds of carbon dioxide equivalents from being released into the atmosphere. Grant contributions to these initiatives total $758,294. The Sustainability Program expanded the City’s community agriculture efforts; in partnership with the Housing Section and Public Art and Beautification Commission established a second community garden. The Sustainability Program initiated a renewable energy initiative to install 1.25 megawatts of solar photovoltaic systems on municipal buildings and properties. The Environmental Code Enforcement Program organized a Waste Tire Roundup event. Approximately 1,000 tires were collected during the one day event. The Environmental Code Enforcement Program is coordinating with City Parks and the FMPO to implement new programs for volunteers to help keep City Parks (Adopt a Park) and FUTS trails (Adopt a FUTS Trail) free of litter. The Environmental Management Program coordinated the removal of regulated asbestos containing building materials from the 2010 J. Lively roof collapse. New building materials used in reconstruction of the ice rink were verified to be free of regulated levels of asbestos and the entire facility is free of asbestos. FY 12 NEW INITIATIVES AND GOALS   241 Implement Municipal Sustainability Plan and develop standardized monitoring tool for evaluation and verification of the plan’s strategies and actions. Conduct thorough assessment of Flagstaff’s current and projected vulnerabilities to climate change impacts. City of Flagstaff PUBLIC WORKS   SECTION 43  Develop effective monitoring and tracking tools to report municipal energy consumption by completing an energy meter audit and analysis. Increase municipal renewable energy generation and consumption through power purchase agreement.   SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT Expand program initiatives to include open space, recycling and composting outreach. Track the number of closed cases for Environmental Code Enforcement. Create a database of Environmental Compliance issues applicable to the city for use by all divisions within the city. PERFORMANCE MEASURES Council Priority/Goal: A sustainable community through economic vitality, environmental protection and social inclusion. 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: Program effectiveness. 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:  acceptable decrease in measures Measures: FY 09 FY 10 FY 11 FY 12 Actual Actual Estimate Proposed 48,263 48,263 53,263 TBD Municipal GHG emissions MTCO2e MTCO2e MTCO2e* Municipal energy consumption 61,091 MWh** 53,748 MWh 53,748 MWh 53,748 MWh Municipal fuel use 446,492 Gal. 450,094 Gal. 450,094 Gal. 405,085 Gal. CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed N/A 1,192,650 N/A 1,192,650 Community GHG emissions MTCO2e MTCO2e N/A 1,213,548 N/A Community energy consumption 1,213,548 MWh MWh N/A 50,000,000 N/A Community fuel use 50,000,000 Gal. Gal. *MTCO2e = Metric Tons of Carbon Dioxide equivalent **MWh = Megawatt hours ***Gal. = Gallons Annual Financial Plan 242 City of Flagstaff PUBLIC WORKS SECTION 43 SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT Council Priority: A sustainable community through economic vitality, environmental protection and social inclusion. 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Number of household/Number of residents N/A 123/278 136/300 91/200 served Cumulative number of household/Number of N/A 123/278 259/578 360/778 residents served 591,192 lbs 395,475 lbs CO2e Estimated GHG emissions savings N/A 677,432 lbs CO2e CO2e 1,268,624 lbs 1,664,099 lbs Cumulative estimated GHG emissions N/A 677,432 lbs CO2e CO2e savings CO2e Estimated energy Savings N/A 439,891 kWh 383,891 kWh 256,802 kWh Cumulative estimated energy savings N/A 439,891 kWh 823,782 kWh 1,080,584 kWh Number of jobs created/retained N/A 2 6 2 Cumulative number of jobs created/retained N/A 2 8 10 Council Priority: A sustainable community through economic vitality, environmental protection and social inclusion Goal: Evaluate the effectiveness Environmental Code Enforcement case closures. Objective: Monitor percentage of closed cases versus number of cases to measure effectiveness of case closures. Type of Measure: Program Effectiveness Tool: Track the number of closed cases versus total cases Frequency: Quarterly Scoring: Acceptable = more than 85% closed cases. Cautionary = 75 to 85% closed cases. Unacceptable = less than 75 % closed cases. Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Number of closed cases versus total number of cases 92% 87% 90% 90% Annual Financial Plan 243 City of Flagstaff PUBLIC WORKS SECTION 43 SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT Council Priority: A sustainable community through economic vitality, environmental protection and social inclusion 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:  for participation and hazardous waste disposal,  electronics but now stable CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Number of residential visitors to the HPC 3,047 2,860 3,150 3,250 Number of active small business waste 65 52 58 60 customers Residential and Small business waste 72 tons 73 tons 75 tons 77 tons hazardous waste tonnage Residential and Small business waste 108 tons 78 tons 80 tons 82 tons electronics tonnage SECTION: 43-SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2009-2010 $ 1,466 12 $ 1,478 Adopted Budget 2010-2011 $ 731,186 890,268 91,882 $ 1,713,336 Estimated Expenditures 2010-2011 $ 659,009 451,804 68,695 $ 1,179,508 Proposed Budget 2011-2012 $ 738,870 433,620 95,215 17,787 $ 1,285,492 Budget-Budget Variance $ 7,684 (456,648) 3,333 17,787 $ (427,844) $ $ $ $ $ EXPENDITURES BY PROGRAM: SUSTAINABILITY ENVIRONMENTAL MANAGEMENT CONSERVATION ENERGY EFF CONSER GRANT LIVING CITIES GRANT TOTAL $ 26 1,440 12 1,478 $ 246,395 500,051 209,373 488,517 269,000 1,713,336 $ 209,184 464,643 172,244 188,770 144,667 1,179,508 $ 271,015 509,484 172,283 317,608 15,102 1,285,492 $ $ 1,285,492 1,285,492 $ 24,620 9,433 (37,090) (170,909) (253,898) (427,844) SOURCE OF FUNDING: SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT COMMENTARY: The Sustainability and Environmental Management operating budget has decreased 26% and there are no capital expenditures except grant indirect allocations. Personal Services witnessed a increase of 1%. Contractual decreases of 51% are due to declining grant matches. The slight increase in commodities of 4% can be attributed to additional promotional materials. The indirect grant match of $17,787 represents the capital portion of this division. Annual Financial Plan 244 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 245 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 Library 11/12 1 Library Director Recreation 30 1 Recreation Services Director 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 246 Public Services Outreach Services 1 Library Manager 1 Library Manager 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) Youth Services 1 Library Supv 3 Library Asst I 1.35 Library Asst I (Temp) Technical Services City of Flagstaff 1 Library Manager Processing/Acquisitions 1 Library Asst II 2.25 Library Asst I 1.75 Library Clerk I .25 Library COE Aide 1 Library Cataloging Asst 1.125 Library Asst I 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 Aquaplex East Flag County Bookmobile 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) Forest Lakes Grand Canyon 1 Library Asst I .875 Library Asst I .375 Library Clerk I (Temp) Tuba City County Correctional Facility 2 Library Asst I .50 Library Clerk I (Temp) 1.25 Library Clerk I 1 Recreation Supervisor 3 Rec Coordinator II 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 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 collections and services support many areas of interest, including culture, business, education, literacy, life-long learning, general and local history, genealogy, government and computers. Professional and technological assistance in accessing and researching information is offered. The Library also serves as a community center for social networking, news, non-profits, and the dissemination of ideas. It is dedicated to freedom of access for all within established library policies.      FY 11 ACCOMPLISHMENTS             Broke records on patron visitations and circulation. Increased adult programming at Main by 91%. Partnered with Sustainability on successfully checking-out energy meters to the community. Enhanced bandwidth from 10 Mbps to 12 Mbps. Replaced servers at the Main library. Worked with Facilities to create new parking area in the City Warehouse for library bookmobiles. Upgraded both bookmobiles to wireless service for internet connection. Modified the Borrower Card Policy to make obtaining a library card more easily accessible. Enhanced promotions and public interest in the One Book Arizona project and events. Partnered with NAU to initiate and facilitate the Flagstaff Reads program. Applied for grants to enhance programming and purchase books, materials and supplies. Purchased public access computers through an ARRA BTOP I grant for Main, Branch & Tuba City. Annual Financial Plan          247 LIBRARY Increased online usage of electronic resources and enhanced promotions through grant funding. Installed laptop workspaces at East Branch & Main. Nick Rullman, Library Assistant, received the City Manager’s Fremont Award for troubleshooting. Implemented electronic information displays (flat screen TVs) at Main and East Branch. Replaced several library public study tables at Main. Replaced many leaking windows at Main. Facilitated project to get all the fireplaces at the Main library up and running for the first time in 20+ years. Partnered with the Arizona State Library on the Flagstaff Telephone Directory Digitization Project for the Arizona Centennial Anniversary. Worked with the Coconino County Library District to develop plans for countywide computer networking, library web presence and continuity across the county. Created family-oriented free library programs via grant funding. Doubled the size of the Friends of the Library book sale at Main. Designed and implemented a one-on-one computer tutoring program utilizing library volunteers. Enhanced bookmobile programming to seniors and schools. Presented story/music program to 3 Flagstaff High Schools – to full auditoriums, thousands of students. Assisted teachers, parents and homeschoolers with educational resources and training. Partnered with Recreation on Halloween Harvest and Winter Wonderland events. Established a Saturday story time and introduced a monthly Family Game Day. Installed Early Literacy Stations at Main and E. Branch that offer early literacy software programs to preschoolers. Established VPN connections to county libraries. Successfully upgraded (ILS) Integrated Library Systems software to new Sirsi product, Symphony. Finished relocating all county library catalogs into unified ILS. City of Flagstaff COMMUNITY ENRICHMENT SERVICES          SECTION 11/12  Collaborated with County and Chevelon Butte School District in regards to heavy snow damage to the Forest Lakes Community Library shared facility. Implemented an improved procedure in processing Jail books. Installed WiFi at all libraries throughout the county. Installed eight public computers & one Early Literacy Station at the Grand Canyon Community Library. Replaced all Fredonia Public Library computers & installed three Early Literacy Stations. Worked with Page Library on their new ILS & server. Added two Early Literacy Stations at the Williams Library. Worked with NAU on First Things First program in Supai. Library staff gave out new books to Supai families. Created opportunities for library employees’ professional development through free webinars.           FY 12 NEW INITIATIVES AND GOALS           Enhance bandwidth from 12 Mbps to 15 Mbps. Complete VOIP project at East Branch library. Complete the installment of servers at East Branch. Phase out the old VHS formats and replace with DVDs and CDs. Work with the (NPS) National Parks Service on expanding the space for the Grand Canyon Library. Apply for LSTA and other grants for materials and programming. Complete the Integrated Library System across the Coconino County Library District. Partner with the County Workforce Development. Evaluate and update library signage to allow for easier navigation and promotion of library services and resources. Continue to work on updating the Library’s community room, including installing a mounted projector & applying fresh paint & a possible mural. Annual Financial Plan         LIBRARY Increase collaboration with COF IT and Alliance Partnership. Analyze the retention schedule of the library’s periodicals to increase space efficiency and potentially make periodicals available for checkout. Update Library’s website and online library calendar and create intuitive navigation to library databases. Collaborate in new website design for new county-wide ILS. Analyze the Library’s current space issues and develop a space plan for future needs. Provide more staff training to promote learning, and enhance performance and customer service. Streamline circulation process. Upgrade all public and staff PCs to Windows 7. Train all County Library District staff on new ILS ops. Advise County Library staff on policies, profiles, and other Workflows templates for smooth migration. Participate in the ARRA funded BTOP 2 grant through the state library, inc. branches and affiliates. Participate in the SACCNet/SEDNet statewide grant planning. Expand E-Rate participation to include all county libraries. Collect and share library materials with Hopi Library. Evaluate the layout of the Youth Services area with consideration to optimizing browsing capabilities. Develop a bilingual story time. Increase number of computers for use by teens. Work with youth to refurbish Youth Services student artwork. Provide access to downloadable books.  Work on specs for developing handicap accessibility for public restrooms at Main.  Develop a plan for a drive through book drop area.  Collaborate with County to complete the Coconino County Library District Information Booklet. 248 City of Flagstaff COMMUNITY ENRICHMENT SERVICES SECTION 11/12 LIBRARY PERFORMANCE MEASURES Council Priority: Diversity of Arts, Culture, and Educational Opportunities; Social Inclusion; Recreational Activities Goal: Provide positive, diverse opportunities for educational, cultural, arts, and leisure activities and programs for all ages Objective: Offer special programming for children, youth, adults & seniors Type of Measure: Outcome & Output, Number of Programs and Participants in Library Programs Tool: Customer Surveys, Hardcopy & Online, Library Website; Survey Machine; Customer Questions & Feedback, Program Stats Frequency: Daily, Monthly, Quarterly, Annually (ongoing) Scoring: 95% Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual* Estimate Proposed Customer satisfaction with programs offered at the 97% 93% 94% 95% Library Number of programs offered 1037 1119 1120 1125 Number of participants in programs 23,543 32,096 28,886 30,403 *Pilot survey variables CY10 Council Priority: Diversity of Arts, Culture, and Educational Opportunities; Social Inclusion Goal: Provide exceptional customer service Objective: Provide a welcoming community space, access to computers and the internet, and meet the informational needs, requests and desires of library patrons Type of Measure: Outcome Tool: Customer Surveys, Hardcopy & Online, Library Website; Survey Machine; Customer Questions and Feedback, Frequency: Daily, Monthly, Quarterly, Annually (ongoing) Scoring: 96% Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual* Estimate Proposed Customers pleased with their Library experience 97% 94% 95% 96% *Pilot survey variables CY10 Annual Financial Plan 249 City of Flagstaff COMMUNITY ENRICHMENT SERVICES SECTION 11/12 LIBRARY Council Priority: Diversity of Arts, Culture, and Educational Opportunities; Social Inclusion Goal: Provide a wide variety of diverse 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. Output Tool: Customer Surveys, Hardcopy & Online, Library Website; Survey Machine; Customer Questions & Feedback, Circulation Statistical Records Frequency: Daily, Weekly, Quarterly, Annually (ongoing) Scoring: 96% Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual* Estimate Proposed Customers believe that having access to library 98% 94% 95% 96% resources enhances their quality of life Number of items circulated/checked out by patrons 941,056 1,035,736 1,046,093 1,056,554 *Pilot survey variables CY10 SECTION: 11-LIBRARY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2009-2010 $ 2,428,883 451,908 620,964 $ 3,501,755 Adopted Budget 2010-2011 $ 2,438,641 477,172 832,327 $ 3,748,140 Estimated Expenditures 2010-2011 $ 2,461,546 479,441 644,344 $ 3,585,331 Proposed Budget 2011-2012 $ 2,450,010 477,772 823,353 $ 3,751,135 Budget-Budget Variance $ 11,369 600 (8,974) $ 2,995 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TECHNICAL SERVICES PUBLIC SERVICES COUNTY JAIL COUNTY BOOKMOBILE FOREST LAKES LIBRARY TUBA CITY LIBRARY SUPAI LIBRARY EAST FLAGSTAFF LIBRARY OUTREACH GRAND CANYON MAIN LIBRARY AUTOMATION TOTAL $ 458,776 763,853 1,319,266 67,108 72,624 59,148 186,937 1,667 464,361 1,192 81,676 25,147 3,501,755 $ 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 $ 437,425 759,951 1,315,713 70,023 86,244 92,296 229,907 15,500 451,396 1,450 105,496 19,930 3,585,331 $ 461,669 751,378 1,484,062 69,454 95,112 92,642 230,608 15,500 423,835 1,450 105,925 19,500 3,751,135 $ $ 3,751,135 3,751,135 $ 23,944 (8,573) (63,639) (569) 8,868 346 701 41,448 469 2,995 SOURCE OF FUNDING: LIBRARY FUND COMMENTARY: The Library operating fund has decreased 1% with no capital expenditures. Personal Services increase of 1% is related to the realignment of staff FTE equivalancy and one reclass. Contractual increase of $600 is related to postage increases. Commodities decrease of 1% is partly related to a decrease in circulated materials and a one-time commodity of the prior year. There is no major capital (>$10,000) for this section. Annual Financial Plan 250 City of Flagstaff COMMUNITY ENRICHMENT SERVICES SECTION: SECTION 11/12 LIBRARY 12-LIBRARY GRANTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2009-2010 $ 136,629 25,101 239,504 $ 401,234 Adopted Budget 2010-2011 $ 136,551 2,812,511 481,914 $ 3,430,976 Estimated Expenditures 2010-2011 $ 136,551 837,080 480,015 $ 1,453,646 Proposed Budget 2011-2012 $ 141,521 3,052,011 230,600 $ 3,424,132 Budget-Budget Variance $ 4,970 239,500 (251,314) $ (6,844) $ $ $ $ $ EXPENDITURES BY PROGRAM: COUNTY WIDE PROJECTS STATE GRANT IN AID 2007 C.O.O.L. TELEPHONE DIRECTORY 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 EARLY LITERACY COMPUTERS FY 11 STATE GRANT IN AID STORIES TO LIFE SPECIAL SERVICES GRANT TOTAL $ 304,887 203 659 30 23,753 3 25,000 400 8,776 26,549 1,167 9,498 309 401,234 $ 3,356,762 49,214 25,000 3,430,976 $ 1,360,181 13,600 3,418 1,000 2,633 25,000 22,814 25,000 1,453,646 $ 3,361,732 25,000 37,400 3,424,132 $ $ 3,424,132 3,424,132 $ 4,970 25,000 (11,814) (25,000) (6,844) SOURCE OF FUNDING: LIBRARY FUND Annual Financial Plan 251 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 11 ACCOMPLISHMENTS        Initiated the 18-month process of a comprehensive organizational Long Range Master Plan for Parks, Recreation and Open Spaces. Completed the “fast tracked” design-build replacement process for the Jay Lively Activity Center to include building and structural rebuild, inventory/content replacements, and code upgrades. Initiated a successful donation process and grand re-opening of the new facility. Recreation Services was awarded “Most Outstanding Community Event” in the state of Arizona for Halloween Harvest and “Most Outstanding Cultural Event” in the state of Arizona for the Children’s Music and Arts Festival by APRA. The Flagstaff Aquaplex planned and hosted the Northern Arizona Summit for the AZ Centennial. Met cost recovery directives for the Flagstaff Aquaplex, while increasing programs, services, rentals and pass holder sales. Initiated social network marketing with a Recreation Services Facebook Page. Annual Financial Plan      252 RECREATION SERVICES Coordinated with the Parks Division on alcohol permits for parks. Installed a new chlorine system at the Flagstaff Aquaplex that increased operational efficiencies, water purity and clarity, improved patron satisfaction and overall cost savings. Initiated rainwater harvesting and improved drainage systems at the Flagstaff Aquaplex with the installation of a 2,500 gallon cistern on the West side of the facility. Created a comprehensive marketing and educational brochure for the Cogdill Recreation Center, as well as initiated a Junior Recreation Leader Program for youth. Began a successful and long awaited concessionaire contract for the Thorpe Park Softball Complex. Implemented a new communitywide event, “Eggstravaganza,” that successfully attracted over 1,000 participants. Coordinated with Community Development, IT and the Flagstaff Housing Authority to implement a ROSS (Resident Opportunities and Self Sufficiency) Grant Program at Cogdill Recreation Center. Increased athletic field permits and tournaments by 125%. Coordinated with the Coconino Coalition for Children and Youth, Beautification and Public Arts Commission, and the Youth Advisory Council to host an artist reception and the placement of a PAWS mountain lion at the Flagstaff Aquaplex. Initiated two popular new services at the Flagstaff Aquaplex: Gift Cards and Daily DropIn rates for some aerobic classes. Relocated the 10-week Summer Camp Program from McPherson to Cogdill with great results and enthusiastic response from the public. Partnered with the Flagstaff Medical Center to host the National Senior Health & Fitness Day at the Flagstaff Aquaplex, with over 500 senior citizens in attendance. Active contributors to Family, Youth and Community Cabinet, FUTS and Open Space th Cabinet, Snowplay Committee, 4 of July and New Year’s Celebration Committees. Processed over 300 special event permits through the Recreation Services’ Office of Community Events. City of Flagstaff COMMUNITY ENRICHMENT SERVICES   SECTION 30  Hosted the “Northern Arizona’s Got Talent” program with increased revenues, donations, partnerships, participation, and regional exposure. 150 senior citizens from around the state of Arizona participated in 13 different sport categories in the Flagstaff Senior Olympics. Oldest athlete was 95 years young!     FY 12 NEW INITIATIVES AND GOALS    Implement updated Special Event Permit Application Reintroduce summer ice at Jay Lively Activity Center  RECREATION SERVICES Complete the Parks, Recreation and Open Space Master Plan. Work with the Library to offer dynamic and quality “collaborative” programs. Continue to expand the volunteer base and community partnerships to offer low cost/high quality programming. Continue to improve all marketing efforts to reach the greater Flagstaff community. Replace existing cardio equipment at the Aquaplex with all new equipment. Secure new bleachers for Jay Lively Activity Center. Expand the Summer Day Camp program. PERFORMANCE MEASURES Council Priority: Livability through good neighborhoods, affordable housing and varied recreational activities 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Results of the culmination of participant 75% 85% 85% 90% surveys, observations and performance, with a Target rating of 100% of staff rated good or excellent. Annual Financial Plan 253 City of Flagstaff COMMUNITY ENRICHMENT SERVICES SECTION 30 RECREATION SERVICES Council Priority: Livability through good neighborhoods, affordable housing and varied recreational activities Goal: Customer satisfaction with programs & services Objective: Provide quality recreation programs and services that create positive leisure experiences for all participants Type of Measure: Program Outcome Tool: City of Flagstaff Citizen Survey, customer feedback, program surveys Frequency: Daily, Monthly, Quarterly & Yearly Scoring: 75% Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Results of the culmination of participant 65% 87% 90% 90% surveys, with a Target rating of 90% of the overall experience rated good or excellent. Council Priority: Effective governance – Adult Programs Goal: Fiscal Accountability – Revenue and Expenses of all Recreation Programs  Assessment of the Flagstaff Aquaplex completed separately due to higher cost recovery directives  Prior to FY2010 cost recovery of youth and adult programming was not assessed separately Objective: Adequate revenue generated to meet cost recovery expectations and self sufficiency percentages. Type of Measure: Outcome Tool: Program planning sheets, program evaluation worksheets, temporary employee hourly tracking, and Quarterly Budget Reports Frequency: Quarterly, Annually Scoring: 60% Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Targeted cost recovery of 100% of adult 50% 85% 90% 95% programs following established philosophy. Council Priority: Effective governance – Youth Programs 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Targeted cost recovery of 50% for youth 50% 65% 75% 80% programs following established philosophy. Note: a 100%score = 50% cost recovery. Annual Financial Plan 254 City of Flagstaff COMMUNITY ENRICHMENT SERVICES SECTION 30 RECREATION SERVICES Council Priority: Effective governance – Flagstaff Aquaplex 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% CY 09 Actual Not available CY 10 Actual 65% CY 11 Estimate 67% CY 12 Proposed 70% Council Priority: Livability through good neighborhoods, affordable housing and varied recreational activities 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: 95% Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Participation growth Note: a score of 100% = Not available 20% Additional 10% 10% of growth 10% Annual Financial Plan 255 City of Flagstaff COMMUNITY ENRICHMENT SERVICES SECTION: SECTION 30 RECREATION SERVICES 30-RECREATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2009-2010 $ 1,946,952 725,619 336,297 1,401,879 $ 4,410,747 Adopted Budget 2010-2011 $ 1,951,123 887,028 362,008 3,530,000 $ 6,730,159 Estimated Expenditures 2010-2011 $ 1,915,573 851,966 411,323 1,680,320 $ 4,859,182 Proposed Budget 2011-2012 $ 1,983,732 799,026 372,854 263,000 $ 3,418,612 Budget-Budget Variance $ 32,609 (88,002) 10,846 (3,267,000) $ (3,311,547) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ATHLETIC PROGRAMS FLAGSTAFF RECREATION CENTER THORPE PARK COMM/SEN CENTER COGDILL CENTER YOUTH COMMISSION JAY LIVELY ACTIVITY CENTER COMMUNITY SERVICES/EVENTS AQUAPLEX AQUAPLEX-CAPITAL LEASES NORTH COUNTRY KILLIP GRN JAY LIVELY SNOW DISASTER TOTAL $ 458,137 245,553 259,932 178,682 191,496 3,388 319,507 83,966 1,203,372 35,280 1,431,434 4,410,747 $ 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 $ 485,287 243,004 214,691 193,403 196,768 5,380 387,330 91,405 1,286,101 54,168 1,701,645 4,859,182 $ 499,609 295,231 246,010 186,917 208,424 5,370 494,110 89,003 1,382,854 11,084 3,418,612 $ $ 3,418,612 3,418,612 $ 11,156 53,702 8,505 (6,520) 12,211 (10) 59,480 (393) 74,518 (35,280) 11,084 (3,500,000) (3,311,547) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Recreation operating budget has decreased less thatn1% and has a capital expenditure of $263,000. Personal Services increases are due to 1.4 FTE staffing increases for various Temporary positions of which there was offsetting decreases in contractual and commodities. In addition, there are benefit cost increases. Contractual decreases are primarily due to reductions in utilities at the Aquaplex and offsets for personnel changes. There were also increases for building maintenance and miscellaneous services. Commodities increased slightly. There are increases in tools, machinery parts, safety supplies, and building materials and supplies. There were some offsetting decreases in food and recreational supplies. The is major capital (>$10,000) expenditures are for Aquaplex Cardio Equipment ($140,000), Jay Lively Bleachers ($108,000) and Jay Lively Improvements ($15,000). Annual Financial Plan 256 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 Northern Arizona. 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 257 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) 1 Administrative Specialist Leadworker CVB 84/85 Airport 38 1 CVB Director 1 Airport Director 1 Administrative Specialist 1 Administrative Specialist 1 Business Retn and Exp Mgr 1 Economic Development Manager 1 Community Design and Redevelopment Mgr 258 Visitor Center 85 Marketing and PR 1 Marketing and PR Manager Community Investment 18/78 2 Sales Associate 1 Visitor Center Manager 1 Airport Operations Supervisor 1 Community Planner 2 Publications Specialist 3 Airport Service Worker II .5 Admin Specialist 1 Public Relations Associate 3.75 Admin Assistant 3 Airport Service Worker I .5 Maint Worker (Temp) 1 Downtown/4th Street Manager 1 Brownfield Specialist City of Flagstaff ECONOMIC VITALITY SECTION 18/78 COMMUNITY INVESTMENT ECONOMIC DEVELOPMENT Includes 1801 (Community Investment Gen. Admin.), and 78 (Business Attraction, Retention and Expansion) MISSION  Retain and strengthen existing local businesses while helping to grow and attract innovative companies for sustainable economic health.  PROGRAM DESCRIPTION  The Economic Development Program promotes sustainable retail, commercial, and industrial development that enhances high wage/low impact employment and increases revenues by providing support, analysis and programs for businesses; develops and cultivates infrastructure that preserves quality of life and allows access to intellectual resources; and, develops connections between businesses, people, and the organizations that can take them to the next level.     FY 11 ACCOMPLISHMENTS        Completed 32 visits for the B3 (Building Bridges to Business) program. Retained major employer – Southwest WindPower; provided program and data in an effort to keep this renewable energy manufacturer. Competition included five other states. Added three new retailers to the market, including Ashley Furniture, Chipotle and Freddy’s. Two businesses accepted into Flagstaff Enterprise Zone program. Implemented a community wide “trailing partner” program tying employers and employment resources through the CityofInnovation.com website. Conducted a strategic household analysis through the Buxton Company; shared information with over 10 community organizations and 25 private businesses and retail developers. Established two new companies for the University to Business program. Annual Financial Plan       259 Increased business retention partnerships by providing LEAN and Anatomy and Physiology training programs to three major Flagstaff companies, resulting in the training of 60 employees in the manufacturing sector. Responded to over 23 business attraction inquiries produced from ROI, ECoNA, Arizona Department of Commerce, local inquiries and CityofInnovation.com website. Published quarterly Flagstaff economic development newsletter and distributed to over 1,500 recipients in economic development database. Provided 12 referrals to the Northern Arizona Center for Emerging Technologies (NACET). Assisted NACET with strategic analysis of facility expansion as capacity increased with 20 new clients; amended ground lease and implemented first two phases. Responded to USGS Solicitation for Offers (SFO) which will entail a major remodel of the McMillan Mesa campus. Amended Ground Lease with Loven Contracting and coordinated implementation of Innovation Mesa with Community Development, including Planning & Zoning Commission and DRB. Assisted Auto Park dealers with the implementation of an off premise sign and retention of existing auto manufacturers. Furthered the establishment of ECoNA. Staff support includes Chair of the Business Retention and Expansion Team, and staff participation on both the Business Attraction and Redevelopment Teams. Revised Lumberyard lease to tighten parameters for parking lot completion regardless of Rio De Flag completion date. Improved our relationship with the statewide alliance (GPEC, TREO, GYEC) for targeted business attraction. Advanced from a primarily telemarketing organization to two direct sales people in California. Initiated 18 real estate searches for companies investigating expansion or relocation in the Flagstaff market. Assisted a new charter school in their real estate search and guidance through the Community Development process. City of Flagstaff ECONOMIC VITALITY      SECTION 18/78  Expanded the “Business Toolbox” on the CityofInnovation.com website to assist businesses with one stop solutions to often requested programs and problems and techniques. Participated with SEDI in two primary initiatives: SEED’s and SCIP programs. Successfully awarded two Arizona Commerce Authority Grants for the expansion of the T-Gen facility and an extension of the Joy Cone rail spur. Attended International Council of Shopping Centers in Las Vegas and presented community data to targeted companies for retail attraction. Promoted Flagstaff at the Medical Device & Manufacturing trade show and Solar International trade show, as part of a coordinated statewide effort.         FY 12 NEW INITIATIVES AND GOALS          Continue business retention and expansion efforts by conducting at least 26 business interviews and documenting critical performance measures using the B3 process. Add one new automobile manufacturer to the Auto Park. Support the expansion of the Mall and Marketplace by facilitating the addition and relocation of critical businesses in that development. Add at least three new retailers to the community. Submit and obtain new Enterprise Zone status for the City of Flagstaff. Assist local businesses in qualifying for Enterprise Zone employment and equipment tax credits. Assist at least two Flagstaff businesses with business or technical issues by collaborating with Northern Arizona University through the University to Business program. Assist Northern Arizona University’s MBA program in placing semester-long interns in local companies. Fund workforce development programs targeting specific training needs using community partners such as Coconino Community College, Northern Arizona University, and the Arizona Manufacturing Extension Partnership. Annual Financial Plan         260 COMMUNITY INVESTMENT Support new graduates of NACET with relocating in the community. Facilitate and assist NACET through Phase 3 of their Strategic Expansion Plan. Lead the development process for the USGS expansion and for Innovation Mesa (science and technology park). Increase interest and awareness of Airport Business Park and secure at least one new ground lease. Respond to business retention and expansion and business attraction inquiries from ECoNA. Provide leadership in ECoNA BR&E efforts, redevelopment, and business attraction strike team. Facilitate extension and realignment of the Joy Cone rail spur extension. Facilitate the expansion of T-Gen North’s facility by collaborating with landlord using grant funding. Assist SEDI in developing infrastructure so local entrepreneurs and micro-businesses can flourish. Continue expansion and publication of the “Business Toolbox” for local businesses. Develop a Phoenix / Tucson networking program to attract small bioscience and technology firms to Flagstaff and include community developers. Refine attraction efforts by supporting tighter focus of the statewide alliance (GPEC, TREO, GYEC and Pinal County) to improve efficiency and results. Educate and assist local manufacturing and other high impact employers in obtaining job training grants. Conduct quarterly business outreach seminars to educate Flagstaff’s business community as to available federal, state, and local assistance programs. Assist Coconino County’s Workforce Investment Board (WIB) in developing programs and initiatives to help potential employees develop general workforce skills. Work with key employers to develop and assess a behavioral screening tool / test for potential employment applicants. Continue support of the Flagstaff Area Employment Resource website and provide assistance as needed to professionals new to the community. City of Flagstaff ECONOMIC VITALITY  SECTION 18/78  Upgrade Flagstaff’s City of Innovation website to include more real-time data and local economic development news. COMMUNITY INVESTMENT Utilize Buxton data to target compatible retail opportunities for various developments. PERFORMANCE MEASURES Council Priority: A sustainable community through economic vitality, environmental protection and social inclusion. 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, ECoNA, 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, and educational outreach. Scoring: Retaining 95% of Flagstaff’s major employers (75 or more employees). Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Local businesses retained and/or expanded N/A 100% 95% 95% Council Priority: A sustainable community through economic vitality, environmental protection and social inclusion. 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 Commerce Authority, ECoNA, 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 qualified leads through/from ECoNA, Arizona Commerce Authority, site locators, and existing companies. Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Respond to qualified new business leads N/A 100% 100% 100% Percentage of total commercial listings on N/A 75% 85% 85% Prospector site Annual Financial Plan 261 City of Flagstaff ECONOMIC VITALITY SECTION 18/78 COMMUNITY INVESTMENT Council Priority: (1) A sustainable community through economic vitality, environmental protection and social inclusion. (2) Effective governance. 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:  CY 09 CY 10 CY 11 CY 12 Actual Actual Estimate Proposed Measures: Transition viable projects to DRB process N/A 80% 80% 80% Percentage of total commercial listings on N/A 75% 85% 85% Prospector site Annual Financial Plan 262 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 11 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 263  Installed public art pieces including Centennial Mural, Southside Bicycle Racks, Route 66 Preservation Project Bicycle Racks, PAWS Sculptures, and indoor art program.  At the direction of the City Council and working with the Beautification and Public Art Commission, developed and initiated Arts Stimulus Program.  Compiled inventory of public art (City and privately owned) and published Public Art Map.  Beautification in Action Grants initiated for small community/neighborhood projects.  Installed new streetscape on Beaver and San Francisco Streets (Southside).  Installed Route 66 Preservation Project that includes historic preservation, FUTS amenity, beautification, and public art components.  Initiated community design process for East Flagstaff Gateway Project.  Provided design assistance and review, including Wal-Mart, Sam’s Club, Chipotle, McDonalds, Science and Technology Park, Verizon Store, CVS, and Juniper Point. City of Flagstaff ECONOMIC VITALITY     SECTION 18/71/73 Developed and successfully implemented systematic approval of Housing Program Section 106 review process. Initiated adoption of Programmatic Agreement with State Historic Preservation Office.  For all programs, we plan to maintain a high level of community engagement and outreach, and provide excellent customer service in response to community goals and concerns.  Install significant public art piece (Lumberyard Mural for example).  Presented to the City Council for consideration, redevelopment and infill policy and plan options, including Brownfield opportunities. Complete and initiate implementation of Arts Stimulus Program.  Completed Fourth Street Corridor Study which provides critical information for physical and financial planning. Construct water-wise and aesthetic median landscaping along Butler Avenue and along Beulah and Woodlands Blvd.  Construct East Flagstaff Gateway Project that includes branding, beautification, and public art components.  Continue to provide design assistance and review for heritage preservation and economic development projects.  Complete adoption of Housing Program Programmatic Agreement with State Historic Preservation Office.  Continue development of management plans for Downtown and East Flagstaff (includes facilitating formation of independent business districts).  Seek capital for Fourth Street improvements.  Implement City Council approved infill and redevelopment incentive polices.  Expand Brownfield program opportunities by identifying and securing clean-up funding sources. Connected property owner and the National Park Service for technical assistance in the preservation of the Pelota Court.  Contributed to replacement of historic fences along Route 66 at Colton Park and at Buffalo Park entrance.  FY 12 NEW INITIATIVES AND GOALS For all programs, we plan to expand our grant seeking, using said funds to leverage the execution of other goals. Completed preservation painting for Two-spot the Train.  Expanded Brownfield program exposure through outreach and participation in State and national events – Western Brownfield Workshop speaker, formation and membership in Consortium for Business and the Environment, published articles, and EPA Documentary.     Working with the community, the Heritage Preservation Commission, and the State Historic Preservation Office, developed and integrated heritage preservation into the Land Development Code. Completed listing of Southside on the National Register of Historic Places. COMMUNITY INVESTMENT Continued development of management plans for Downtown and East Flagstaff (includes facilitating formation of independent business districts).  Integrated Brownfields knowledge into project review information through GIS database.  City-owned Brownfields: Physical clean-up of 116 W. Phoenix Avenue and obtained grant and Phase I studies prepared for five other holdings. Annual Financial Plan 264 City of Flagstaff ECONOMIC VITALITY SECTION 18/71/73 COMMUNITY INVESTMENT PERFORMANCE MEASURES Council Priority: A sustainable community through economic vitality, environmental protection and social inclusion. Goal: Improve neighborhoods (livability), 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:   CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Stakeholder satisfaction with facilitation and N/A 80% 80% 80% strategy development. Council Priority: A sustainable community through economic vitality, environmental protection and social inclusion. Goal: Remove existing environmental hazards, improve neighborhoods (livability), 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:   CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Number of customer properties with Phase I N/A 5 5 5 Studies or clean-up completed. Council Priority: Diversity of arts, culture and educational opportunities. Goal: Improve neighborhoods (livability) 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:   CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Number of programs or works 32 32 32 32 Annual Financial Plan 265 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 18 COMMUNITY INVESTMENT 18-COMMUNITY INVESTMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2009-2010 $ 248,264 150,119 8,428 $ 406,811 Adopted Budget 2010-2011 $ 283,593 306,714 15,788 $ 606,095 Estimated Expenditures 2010-2011 $ 286,177 157,920 12,819 $ 456,916 Proposed Budget 2011-2012 $ 285,633 442,133 16,988 $ 744,754 Budget-Budget Variance $ 2,040 135,419 1,200 $ 138,659 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COMMUNITY DESIGN REINVEST AND ECONOMIC DEV HOUSING LAND TRUST PROGRAM DOWNTOWN MANAGEMENT BROWNFIELDS BROWNFIELDS RT 66 CREOSOTE PIT SITE GREATER SUNNYSIDE REDEV TOTAL $ 153,303 64,173 1,882 87 9 (250) 80,113 98,994 8,500 406,811 $ 188,857 66,555 89,992 118,400 142,291 606,095 $ 125,545 66,372 11 58,894 87,694 118,400 456,916 $ 123,138 66,237 65,027 90,352 400,000 744,754 $ (65,719) (318) 65,027 360 (118,400) 257,709 138,659 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 524,334 27,622 29,053 10,449 78,942 4,813 9,272 60,269 744,754 COMMENTARY: The Community Investment operating budget has increased 23%, however, most of this relates to grant funded projects. There are no capital expenditures. Personal Services increases (1%) are due to small increases in retirement and benefits. Contractual imcreases are primarily due to the Greater Sunnyside Redevelopment project. There are no major capital (>$10,000) expenditures planned for this section. Annual Financial Plan 266 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 2009-2010 $ 172,265 591,383 13,307 $ 776,955 Adopted Budget 2010-2011 $ 185,289 769,290 15,055 $ 969,634 Estimated Expenditures 2010-2011 $ 188,331 749,340 21,735 $ 959,406 Proposed Budget 2011-2012 $ 189,824 1,848,065 16,741 $ 2,054,630 Budget-Budget Variance $ 4,535 1,078,775 1,686 $ 1,084,996 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION INCUBATOR PROGRAM MARKETING CONTRIBUTIONS PARTNERSHIP TRAINING BUS RETENTION AND EXPANSION BUSINESS ATTRACTION REDI GRANT TRAILING SPOUSE PROJECT DEBT SERVICE REC-EXPAN TGEN N.FACILIT SW WINDPOWER COMMERCE TOTAL $ 82,266 316,310 1 69,000 300 110,800 83,651 7,530 107,097 776,955 $ 59,742 313,201 114,400 122,492 105,621 254,178 969,634 $ 60,431 301,848 30 114,400 120,156 108,363 254,178 959,406 $ 60,809 260,000 139,500 122,885 109,558 80,000 25,000 1,000,000 256,878 2,054,630 $ $ 2,054,630 2,054,630 $ 1,067 (53,201) 25,100 393 3,937 80,000 25,000 1,000,000 2,700 1,084,996 SOURCE OF FUNDING: ECONOMIC DEVELOPMENT FUND COMMENTARY: The Economic Development operating budget has increased 112% primarily due to grants totalling $1,105,000. Personal Services increases are a result of increased benefit and retirement costs. Additional expenditure increases are Debt Service, Business Attraction program needs, and Contributions. The reduction in cost for the Incubator Program relates to the renegotiation of the facility lease and the tenant responsiblity for utility costs. There are no planned changes in the Personal Services for this fiscal year nor are there any major capital (>$10,000) expenditures planned for this section. Annual Financial Plan 267 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 certified as a non-hub 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 11 ACCOMPLISHMENTS     Achieved another discrepancy-free annual FAA Certification and Safety Inspection. Completed grant funded restriping of the airport runways and taxiways. U.S. Airways enplanements grew by 21% in 2010. Through the efforts of airport staff, the airport remained open despite record levels of snow. Annual Financial Plan Worked with TSA to resolve security plan issues and maintain compliance. Completed RFP and secured four (4) new threeyear contracts (with two one-year options) with the rental car agencies. Completed RFP and secured new one-year contract (with a one-year option) for advertising/media agreement. Completed Air Rescue Firefighting training for staff and maintained FAA compliance. Hosted the third annual Armed Forces Day Open House. FY 12 NEW INITIATIVES AND GOALS   AIRPORT  268 Seek opportunities to expand Flagstaff’s air service to multiple direct destination choices. Secure a Small Community Air Service Development Program (SCASDP) Grant toward development of second air carrier. Secure additional FAA grant funding for airport capital projects. Seek additional Airport Business Park revenue and employment opportunities through new tenants/business leases. Maintain full occupancy of airport general aviation hangar and shade storage facilities to maximize aircraft storage revenues. Achieve a discrepancy-free FAA Certification and Safety inspection. 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. Plan and host a fourth annual no-fee airport open house to increase community awareness of the airport’s capabilities, functions and equipment. City of Flagstaff ECONOMIC VITALITY SECTION 38 AIRPORT PERFORMANCE MEASURES Council Priority: Maintain and deliver quality, reliable infrastructure Goal: Ensure the entire 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Percentage of scheduled commercial flights 2.4% 4.6% 3.0% 3.0% cancelled Council Priority: A sustainable community through economic vitality, environmental protection and social inclusion 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Percentage change in annual passenger +48.4% -7.4% +3.0% +3.0% enplanements Council Priority: Maintain public safety short response times and encourage expanded health services 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Percentage of emergency call responses within 100% 100% 100% 100% three minutes Annual Financial Plan 269 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 38 AIRPORT 38-AIRPORT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2009-2010 $ 621,536 322,001 151,337 $ 1,094,874 Adopted Budget 2010-2011 $ 654,989 333,195 149,740 12,500 $ 1,150,424 Estimated Expenditures 2010-2011 $ 625,663 308,015 161,968 23,098 $ 1,118,744 Proposed Budget 2011-2012 $ 630,320 945,582 147,774 $ 1,723,676 Budget-Budget Variance $ (24,669) 612,387 (1,966) (12,500) $ 573,252 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION SAFETY AND SECURITY SNOW CONTROL MAINT BLDGS AND GROUNDS MAINT RUNWAY AND TAXIWAY AIRPORT COMMISSION SMALL COMM AIR SVCS DVLP TOTAL $ 369,450 114,711 121,612 421,008 67,961 132 1,094,874 $ 429,289 123,441 107,696 392,096 97,602 300 1,150,424 $ 424,151 123,745 90,759 378,470 101,619 1,118,744 $ 479,165 96,853 86,126 379,725 81,507 300 600,000 1,723,676 $ $ 1,723,676 1,723,676 $ 49,876 (26,588) (21,570) (12,371) (16,095) 600,000 573,252 SOURCE OF FUNDING: AIRPORT FUND COMMENTARY: The Airport operating budget has increased 51% due to an expected grant (within Contractuals) of $600,000 for developing an additional airline presence. There are no planned changes in Personal Services. There were retirement payouts in FY-2011, along with SmartWorks costs, reflecting a decrease in Personal Services budget of ($24,114). However, there are expected increases in costs for retirement and benefit costs. Contractuals have increased for Maintenance Buildings and Grounds. Commodities have decreased slightly in the areas of Sign and Paintshop Materials. Annual Financial Plan 270 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 11 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 12 NEW INITIATIVES AND GOALS  See Section 18, Community Investment. PERFORMANCE MEASURES See Section 18, Community Investment. Annual Financial Plan 271 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 71 ARTS AND SCIENCE 71-ARTS AND SCIENCE EXPENDITURES BY CATEGORY: CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2009-2010 $ 411,458 692 $ 412,150 Adopted Budget 2010-2011 $ 670,464 3,008 $ 673,472 Estimated Expenditures 2010-2011 $ 422,179 3,009 $ 425,188 Proposed Budget 2011-2012 $ 663,044 3,039 $ 666,083 Budget-Budget Variance $ (7,420) 31 $ (7,389) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CONTRACTUAL SERVICES PUBLIC ARTWORK FCP ADMINISTRATION RIORDAN MANSION TOTAL $ 24 309,750 33,626 68,750 412,150 $ 1,025 333,000 269,622 69,825 673,472 $ 105 333,000 22,258 69,825 425,188 $ 1,025 293,000 282,233 69,825 20,000 666,083 $ $ 666,083 666,083 $ (40,000) 12,611 20,000 (7,389) SOURCE OF FUNDING: ARTS AND SCIENCE FUND COMMENTARY: The Arts and Science operating budget has decreased by 1% over FY-2011. Personal Services are handled through internal charge outs and are included in Commodities. One-time expenditures for this division are: $18,000 for the Flagstaff Cultural Partners, $278,400 for Public Artwork specific projects, and $20,000 for the Riordan Mansion. Minor flucuations in year-to-year budgets relate to specific program needs each year while maintaing adequate fund balance. There are no major capital (>$10,000) expenditures planned for this section. Annual Financial Plan 272 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 11 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 12 NEW INITIATIVES AND GOALS  See Section 18, Community Investment. PERFORMANCE MEASURES See Section 18, Community Investment. Annual Financial Plan 273 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 73 BEAUTIFICATION 73-BEAUTIFICATION GENERAL ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2009-2010 $ 105,001 3,403 1,165 $ 109,569 Adopted Budget 2010-2011 $ 104,114 46,905 1,175 $ 152,194 Estimated Expenditures 2010-2011 $ 103,837 47,050 1,210 $ 152,097 Proposed Budget 2011-2012 $ 104,545 28,900 1,175 $ 134,620 Budget-Budget Variance $ 431 (18,005) $ (17,574) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COMMISSION WHEELER PARK LIGHTING RIORDAN MANSION TOTAL $ 109,455 114 109,569 $ 107,194 25,000 20,000 152,194 $ 107,097 25,000 20,000 152,097 $ 109,620 25,000 134,620 $ $ 134,620 134,620 $ 2,426 (20,000) (17,574) SOURCE OF FUNDING: BEAUTIFICATION FUND COMMENTARY: The Beautification operating budget has decreased 12% and there are no capital expenditures. Personal Services include a pension increase. Contractual decreases are due to Riordan Mansion maintenance services being transferred to Div 71 - Arts and Science. Commodities has a net change of 0%. There is no major capital (>$10,000) for this section. Annual Financial Plan 274 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 11 ACCOMPLISHMENTS      Received AZ Governor’s Award for Innovative Promotions for the CVB Stimulus campaign. Organized and promoted city-wide “Kick Return to Flagstaff Deals” campaign with emphasis on Cardinals Training Camp visitors returning to Flagstaff during the winter season. Heavily promoted Cardinals Training camp, with nearly 19,000 web hits to the online splash page. nd Hosted 2 Annual Treasure Tourism event in partnership with the Flagstaff Lodging and Restaurant Association, celebrating individuals and organizations in the industry while also raising funds for NAU School of HRM scholarships. Enhanced sales and marketing efforts to produce 26% more leads with the potential to generate over 13,400 more room nights as compared to the same period of time last fiscal year.   Secured the Governor’s Rural and Regional Development Conference and hosted A Taste of Fall in Flagstaff Welcome Reception for attendees and sponsors. Also helped secure the National Association of Counties Western Interstate Region Conference, Harley Davidson motorcycle rally, and Navajo Nation Behavioral Health UAD Conference. Jointly hosted Travel Classics West media FAM tour, partnering with the Sedona Chamber of Commerce. Increased sales and public relations efforts in multiple markets due to reductions of state support. Efforts included taking part in a new Japanese market collaborative, partnering with state-wide CVB’s to attend ITB, and coordinating a state-wide LA Media Marketplace. Utilized Flagstaff HD footage to expand video coverage of Flagstaff through multiple media outlets, including television and online channels. Distributed quarterly My Flagstaff consumer marketing e-newsletter, with over 10,000 subscribers to five topics of interest: Dining & Nightlife, Arts & Entertainment, Science & Education, Active in the Outdoors, and Family Fun. Developed several splash pages within the CVB website supporting specific promotions, including Fourth of July events and Winter Recreation. Garnered significant media coverage, including USA Today, Sunset Magazine, American Way, and Arizona Highways Magazine. Updated CVB collateral materials to remain competitive in the market, including the Visitor Guide and Explore Flagstaff series. FY 12 NEW INITIATIVES    Annual Financial Plan CONVENTION AND VISITORS BUREAU 275 Increase BBB revenues by 2% through targeted leisure and group sales and marketing efforts. Increase both number of web visits and duration of online visit by 10% through implementation of effective consumer applications and marketing efforts. Increase the quantity of consumer database subscribers by 8% reaching an open rate of 22% to effectively influence potential visitors. City of Flagstaff ECONOMIC VITALITY   SECTION 84  Produce new group leads and assist current operators/planners, resulting in 2% increase in number of ‘definite’ room nights generated through CVB efforts. Expand number of feature Flagstaff media placements resulting in 6% increase in PR value of articles that the CVB generates/assists with. CONVENTION AND VISITORS BUREAU Lay groundwork to create a new advertising /media campaign, including conducting focus groups/market research and updating imagery. PERFORMANCE MEASURES Council Priority: Sustainable Community through economic vitality, environmental protection and social inclusion; Diversity of arts, culture and educational opportunities Goal: Provide the community with resources that meet or exceed expectations through increased BBB revenues. Objective: Increase visitation and extend the length of stay by positioning Flagstaff as the premier year-round destination while maintaining strong travel patterns on weekends and during high season, and increasing occupancy mid-week and in slower shoulder and off-seasons. 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 publicity value, reach and frequency of marketing, website visits, fulfillment request/distribution and e-marketing/social media subscribers/interactions. Frequency: Monthly Scoring: BBB revenues at or above projection Trend:  Measures: Bed Board and Booze (BBB) Tax revenues Annual Financial Plan CY 09 Actual $4,985,630 276 CY 10 Actual $5,140,954 CY 11 Estimate $5,240,000 CY 12 Proposed 5,340,000 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 84 CONVENTION AND VISITORS BUREAU 84-CONVENTION AND VISITORS BUREAU EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2009-2010 $ 614,394 499,689 121,799 $ 1,235,882 Adopted Budget 2010-2011 $ 550,202 571,229 101,828 $ 1,223,259 Estimated Expenditures 2010-2011 $ 544,564 568,234 109,550 $ 1,222,348 Proposed Budget 2011-2012 $ 557,388 566,501 124,571 $ 1,248,460 Budget-Budget Variance $ 7,186 (4,728) 22,743 $ 25,201 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION MARKETING AND PROMOTION SALES PUBLIC RELATIONS FILM OFFICE TOTAL $ 653,337 476,013 77,577 27,174 1,781 1,235,882 $ 579,543 532,500 80,028 30,438 750 1,223,259 $ 573,770 539,734 79,625 28,469 750 1,222,348 $ 609,522 546,950 67,750 23,488 750 1,248,460 $ $ 1,248,460 1,248,460 $ 29,979 14,450 (12,278) (6,950) 25,201 SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Tourism operating budget has increased 2% since FY-2011. Personal Services have increased as a result of benefit and retirement costs. Commodities increases reflect program needs for Promotional Materials and Copying/Printing There are no 1X nor major capital (>$10,000) expenditures for this section. Annual Financial Plan 277 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.      Coordinated the installation of the Centennial Mural, an official Arizona Centennial Legacy Project. Successfully transferred the Historic Downtown Tours program to the AZ Historical Society; trained guides and provided reservation assistance. Developed a Route 66 Walking Tour on the south side of downtown which is coordinated and conducted by a well-known community volunteer. Annual Financial Plan Conducted on-site outreach programs, including NAU Bookstore author book signings, Council for Indigenous Arts and Culture educational events, and National Train Day program. Initiated installation of Grand Canyon ticket kiosk where visitors can purchase passes in advance of their trip and obtain additional Flagstaff information. Promoted Visitor Center as single point of contact for recreational snowplay information. Recruited and trained multiple volunteers at the Visitor Center to increase customer service opportunities. Installed new gift shop point of sale system to better track revenues and product inventory. FY 12 NEW INITIATIVES FY 11 ACCOMPLISHMENTS  VISITOR SERVICES   278 Enhance relationships with front-line staff and local businesses to broaden awareness of the Visitor Center as the primary resource for regional information and collateral material. Continue to develop and provide on-site opportunities, such as educational forums, informational displays and programs to enhance both the visitor and local community’s experience. Take part in the AZ Centennial Celebrations as available, highlighting Flagstaff’s role in the state’s history and future. Maximize regional partnerships to expand use of the Visitor Center, such as working with Route 66 Association as a redemption point for the passport program and selling Grand Canyon Park passes. City of Flagstaff ECONOMIC VITALITY SECTION 85 VISITOR SERVICES PERFORMANCE MEASURES Council Priority: Sustainable Community through economic vitality, environmental protection and social inclusion; Maintain and deliver quality, reliable infrastructure 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 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Visitor Center Customer Service Survey 324 / 96% 400 / 95% 420 / 96% 450 / 96% (# surveys / % satisfaction) Visitor Center Walk-ins 92,938 82,638 90,000 100,000 SECTION: 85-VISITOR SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2009-2010 $ 234,706 92,747 38,957 $ 366,410 Adopted Budget 2010-2011 $ 224,124 79,709 25,536 $ 329,369 Estimated Expenditures 2010-2011 $ 216,622 85,293 26,211 $ 328,126 Proposed Budget 2011-2012 $ 195,992 90,179 25,126 $ 311,297 Budget-Budget Variance $ (28,132) 10,470 (410) $ (18,072) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TRAIN STATION OPERATIONS TOTAL $ 260,242 106,168 366,410 $ 244,144 85,225 329,369 $ 237,084 91,042 328,126 $ 215,312 95,985 311,297 $ $ 311,297 311,297 $ (28,832) 10,760 (18,072) SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Visitor Center's operating budget has decreased 5% since FY-2011. Personal Services decreases are due to a .76 FTE staffing reduction for an Administrative Assistant funded with 1X money in FY-2011. In addition, there were minor increases in Personal Services as a result of benefit and retirement costs. Contractual increases are due to Telephone, Equipment Maintenance, Miscellaneous Services, Janitor and Other Operating Supplies There is no major capital (>$10,000) for this section. Annual Financial Plan 279 City of Flagstaff Annual Financial Plan 280 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 281 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 282 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 City of Flagstaff 1 Operations Specialist 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, reclaimed 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 11 ACCOMPLISHMENTS     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.     Utility Water, Wastewater and Reclaimed Water Rate Study and Financial Model Picture Canyon Project Completed construction and permitting associated with Sinagua and Fort Tuthill Well Projects Working with Arizona Dept. of Emergency Management to obtain funding and starting the Inner Basin Pipeline Project to mitigate flood damage Obtained water supply allocation for the Red Gap Ranch from ADWR Developed a video of the Flagstaff Water System Voter acceptance of a Street and Utility Replacement Bond Project Continued work on Water, Wastewater, and Reclaimed Water Master Plans, Water Policies, Northeast Arizona Water Settlement, Red Gap Feasibility Study, Area Hydrology Study FY 12 NEW INITIATIVES AND GOALS        Annual Financial Plan ADMINISTRATION 283 Water, Wastewater, and Reclaimed Water Master Plans Water Policies Northeast Arizona Water Settlement Red Gap Feasibility Study Area Hydrology Study Completion of Inner Basin Pipeline Project to mitigate flood damage Wildcat Hill Wastewater Plant optimum operation City of Flagstaff UTILITIES SECTION 42 ADMINISTRATION PERFORMANCE MEASURES Council Priority: Public Safety Goal: Maintain public safety short response times and encourage expanded health services Objective: No employee accidents resulting in injury or Lost Time accidents. Type of Measure: Outcome Tool: Risk management tracking of recordable incidents. Frequency: Quarterly and Yearly Scoring: 100% Trend:  CY 09 CY 10 CY 11 Measures: Actual Actual Estimate Number of Accidents resulting in Injury 0 0 0 Number of Lost Time Accidents 0 0 0 CY 12 Proposed 0 0 Council Priority: Maintain Reliable Infrastructure Goal: Maintain and deliver quality, reliable infrastructure, Objective: Exceed customer’s water and wastewater service expectations, and reduce water outage hours (repairs), Type of Measure: Outcome Tool: Compliance testing, monitoring condition of infrastructure Frequency: Quarterly and Yearly Scoring: 100% Trend:  CY 09 CY 10 CY 11 Measures: Actual Actual Estimate Capital Projects Managed 9 7 5 Product Quality 1200/100%  Water compliance tests/%100 passing 1000/99%  Wastewater comp tests/%100 passing Water Dist. Condition Assessment 25 miles  Needs improvement 300 miles  Adequate 72 miles  Excellent WW Coll. Condition Assessment 10 miles  Needs improvement 200 miles  Adequate 59 miles  Excellent Insurance claims ($) $50,000 $8,000 $10,000 Annual Financial Plan 284 unscheduled CY 12 Proposed 7 1200/100% 1000/100% 24 miles 300 miles 73 miles 9 miles 200 miles 60 miles $15,000 City of Flagstaff UTILITIES SECTION 42 ADMINISTRATION Council Priority: Sustainable Community Goal: A sustainable community through economic vitality, environmental protection and social inclusion. Objective: Insure water and sewer infrastructure is adequate for new development to occur and make the best use of water and energy resources. Type of Measure: Output Tool, Division reports Frequency: Quarterly and Yearly Scoring: 90 -100%% Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Number of Development Review Board plans 120 130 60 75 reviewed Number of water and sewer impact analysis 12 12 6 8 performed Per capita water use GPCD 124 116 115 114 Energy use per million gallons na 6190 6100 6200  Water (KWH/mg) na na 4540 4400  Wastewater (KWH/mg) na na 1007 1100  Reclaimed Water (KWH/mg) Water Reuse/ Total Water Usage ratio .215 .203 .210 .220 Council Priority: Effective governance Goal: Provide a rate structure to meet the financial needs of the utility, maintain efficiency. 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: Quarterly and Yearly Scoring: 95% Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Review Rates with internal rate model Yes Yes Yes yes Update rate model to accommodate system No Yes Yes yes changes Water Revenues % Actual vs Budget 93% 99% 100% 100% Sewer Revenues % Actual vs Budget 95% 99% 100% 100% Customer Accounts per employee 245 285 304 300 Employee Job satisfaction (1 low – 5 high) na na 4 4.1 Revenue to expenditure ratio na na 1.0 1.10 Annual Financial Plan 285 City of Flagstaff UTILITIES SECTION 42 ADMINISTRATION Council Priority: Livability Goal: Livability through good neighborhoods, affordable housing and varied recreational activities Objective: Exceed customer’s water and wastewater service expectations, and reduce number of service complaints. Type of Measure: Outcome Tool: Customer survey, tracking of customer complaints and compliments Frequency: Quarterly and Yearly Scoring: 95% Trend:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Number of customer complaints 140 100 100 120 na na 70 80  Water 10 10  Wastewater 20 30  Storm-water Number of complaints resolved 140 100 100 120 Number of compliments received 50 50 50 50 Customer Survey Rating None 88% 90% First call resolution 95% 95% Annual Financial Plan 286 City of Flagstaff UTILITIES SECTION: SECTION 42 ADMINISTRATION 42-UTILITIES ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2009-2010 $ 815,940 167,937 17,513 $ 1,001,390 Adopted Budget 2010-2011 $ 723,468 209,188 36,725 $ 969,381 Estimated Expenditures 2010-2011 $ 718,907 155,477 33,600 $ 907,984 Proposed Budget 2011-2012 $ 687,627 343,008 30,400 36,000 $ 1,097,035 Budget-Budget Variance $ (35,841) 133,820 (6,325) 36,000 $ 127,654 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION WATER COMMISSION CITY WATER SYSTEM ANALYSIS FIXED ASSET INVENTORY ENGINEERING WATER CONSERVATION GIS-UTILITIES FRANCIS SHORT POND PH II FRANCES SHORT POND PH III RED GAP OPER AND LAND MGMT TOTAL $ 656,194 65 6,240 4,490 209,672 21,048 90,158 6,072 7,451 1,001,390 $ 573,334 75 13,285 3,648 164,398 63,996 92,302 5,139 48,943 4,261 969,381 $ 576,888 1,575 13,285 4,000 165,610 42,708 95,918 900 7,100 907,984 $ 751,185 180 8,585 4,500 113,741 115,403 96,341 7,100 1,097,035 $ $ 1,097,035 1,097,035 $ 177,851 105 (4,700) 852 (50,657) 51,407 4,039 (5,139) (48,943) 2,839 127,654 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Utilities Administration operating budget has increased 9% and capital expenditure total $36,000 resulting in an overall net increase of 13%. Personal Services decreased of 5% which is related to eliminating a project manager, increase the Water Conservation Enforcement Aide to full year funded, and increase in benefits. Contractual increases are due to payment of ADWR fees related to state budget changes, ADWR water adequacy permits, consulting fees, and advertising for water conservation. The decrease in Commodities is due to communication equipment. Major capital (>$10,000) for this section is for a replacement vehicle ($30,000). Annual Financial Plan 287 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 11 ACCOMPLISHMENTS   Kept the water production facilities in 100% operation during the severe winter snow storms with a minimum of facility damage Provided a mountain water source for the Forest Service Hot Shot crews during the Shultz fire Accessed the inner basin on foot to shut down the spring flows after the pipeline broke during Annual Financial Plan the first Shultz Flood event within hours after the pipeline broke Assisted both the Forest Service, Fire Department, & FEMA during many trips up and down the broken pipeline providing damage assessment and mitigation Initiated and assisted in the issuance of a design/build RSOQ providing technical and administrative support Made good use of a full Lake Mary by producing 1.3 billion gallons of surface water in calendar 2010. Mitigated the chronic taste and odor issues from the surface water by using a combination of powdered activated carbon and chlorine dioxide to pre-treat the lake water prior to conventional treatment. Maintained 100% of water system operation manually after a summer lightning strike crippled the plant SCADA system for over two weeks FY 12 NEW INITIATIVES AND GOALS   LAKE MARY WATER TREATMENT PLANT  288 Assist and manage the design build contract to be issued for the inner basin pipeline restoration with the goal of restoring inner basin water production by the end of FY 12. Conduct in-house bench testing to test the feasibility of using a combination of aeration and oxidants in the reclaimed water storage ponds for manganese removal at this source rather than during the water treatment process Reallocate inner basin development funding that cannot be used during FY 12 due to the pipeline disaster to much needed SCADA communications system upgrades Restore staff training opportunity funding by reductions in contract and commodities funding Initiate a valve exercise and maintenance program so large main line valves will work when we need them to during emergencies Evaluate whether or not a Lake Mary management program is cost effective at this time to mitigate the water quality deterioration in a closed watershed reservoir that is over 70 years old. City of Flagstaff UTILITIES SECTION 47 LAKE MARY WATER TREATMENT PLANT PERFORMANCE MEASURES Council Priority: Maintain 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Injury Accidents 1 0 0 0 Non-Injury Accidents 1 0 0 0 Lost Work Days 1 0 0 0 Sick Time (% of total) 2.5 2.5 2.5 2.5 Safety Training (hr/person) 15 10 10 10 Council Priority: A sustainable community through environmental protection 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Number of Safe Drinking Water Act Violations 1 0 0 0 Annual Financial Plan 289 City of Flagstaff UTILITIES SECTION 47 LAKE MARY WATER TREATMENT PLANT Council Priority: Maintain and deliver quality, reliable infrastructure 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Gallons produced in MG 2,737 MG 2,722 MG 2,750 MG 2,750 MG Cost per 1000 gallons to produce 1.33 $1.41 $1.44 Actual vs. Projected Power Costs to Produce $0.62/0.61 $0.62/0.69 $0.66/0.69 1000 gallons Production Percent of Demand – Lowest Day 57% 49% 50% 50% Council Priority: Maintain and deliver quality, reliable infrastructure Goal: Reduce the number of complaints in the highest water production related category. Objective: Minimize complaints for taste and odor by 1. Diligently monitor lake indicating parameters and begin using a combination of chlorine dioxide and powdered activated carbon for taste & odor control before the problem develops in the distribution system. 2. Blending well water with lake water if taste and odor conditions persist. 3. If production needs warrant; suspend the use of lake water and use 100% well water should T & O problems cannot be controlled by established methods. Tool: Customer Complaint Forms Frequency: Daily Scoring: 90% = ≤ 22 complaints, 75-90% = 37 complaints, 75% = 55 complaints Trend: *  CY 09 CY 10 Measures: Actual Actual Number of customer complaints 84 44 Number of complaints resolved 84 44 Number of compliments received 12 16 CY 11 Estimate 30 30 CY 12 Proposed 30* 30 12 12 * Note – Water quality complaints are those regarding a treatment or a production issue. Water Distribution handles water quality issues pursuant to the City distribution system. We try to consistently keep what appears to be a historical average of 30. Zero is the preferred goal but can be unrealistic to achieve as a proportion of WQ complaints are more due to changes in the ratio of proportion of lake water and well water. Each source has a distinctive “taste” and mineral content. We strive to blend appropriately to achieve a reasonable compromise as surface water costs much less to produce that well water. Annual Financial Plan 290 City of Flagstaff UTILITIES SECTION: SECTION 47 LAKE MARY WATER TREATMENT PLANT 47-LAKE MARY WATER TREATMENT PLANT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2009-2010 $ 615,034 1,859,352 465,820 101,070 $ 3,041,276 Adopted Budget 2010-2011 $ 720,467 2,460,780 478,779 109,023 $ 3,769,049 Estimated Expenditures 2010-2011 $ 730,341 2,362,610 549,843 20,000 $ 3,662,794 Proposed Budget 2011-2012 $ 729,610 2,469,830 424,383 190,000 $ 3,813,823 Budget-Budget Variance $ 9,143 9,050 (54,396) 80,977 $ 44,774 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION WATER TREATMENT OPERATION CHEMICAL ANALYSIS BLDGS AND GROUNDS MAINTENANCE EQUIPMENT MAINTENANCE USFS LAKE MARY CONTRACT UPPER LAKE MARY DAM IMPROVEMENT SEDMNTION BASIN MODS SCADA TRACKING LOCAL WELLS LAKE MARY WELLFIELDS WOODY MOUNTAIN WELLFIELD NORTH RESERVOIRS INNER BASIN DEVELOPMENT INNER BASIN PIPELINE LOCKETT MEADOW RD REPAIR TOTAL $ 443,921 521,377 201,384 56,535 142,171 8,860 309 58,039 471,874 499,131 497,408 38,795 40,310 61,162 3,041,276 $ 695,324 471,685 207,383 49,450 181,829 8,860 15,000 67,469 707,776 349,881 808,324 44,762 84,918 76,388 3,769,049 $ 673,857 553,774 207,561 51,466 150,124 8,860 15,000 47,070 702,220 348,581 745,542 41,371 52,100 23,388 41,880 3,662,794 $ 836,981 471,526 210,270 67,251 155,329 8,860 113,170 706,460 339,389 798,182 44,662 35,653 26,090 3,813,823 $ $ 3,813,823 3,813,823 $ 141,657 (159) 2,887 17,801 (26,500) (15,000) 45,701 (1,316) (10,492) (10,142) (100) (49,265) (50,298) 44,774 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Lake Mary Water Treatment Plant operating budget decreased 1% and capital expenditures total $190,000 resulting in an overall net increase of 1%. Personal Services increase is due to benefits and overtime. Contractual increases is due to maintenance of equipment. Commodities decrease is primarily due to the cost of operating the inner basing waterline which will not be operating this year due to flooding damage. Major capital (>$10,000) is for two replacement vehicles ($55,000), a new raw water pump ($75,000), and carryover of SCADA improvements ($60,000) . Annual Financial Plan 291 City of Flagstaff UTILITIES SECTION 49  Crewmembers worked mostly at night on the Asphalt Overlay Projects throughout the City to perform inspections of the valves and manholes, insuring proper standards.  Crewmembers installed a new 6” reclaim water service, 4” meter and vault for the Cemex property off of N. El Paso Flagstaff Rd.  Crewmembers assisted the Streets and Water Production crews with hauling material to the Inner Basin to rebuild the roads from fire and flood damage.  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 12 NEW INITIATIVES AND GOALS   FY 11 ACCOMPLISHMENTS    Crewmembers located, cleaned and operated most of all the valves throughout the City, adjusted, 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, S. Milton Rd., W. Rt 66, E. Butler Ave., Woodlands Village 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, over 100 ft. of yard line, two outdoor farm hydrants with drainage rings for the Izabel Gardens project in Sunnyside.  Crewmembers flushed dead end lines and areas of low chlorine and low demand and or flow to prevent the possibility of poor water quality.  Crewmembers installed 2 – 16” butterfly valves behind U-Haul and Arizona Public Service’s maintenance yard on Huntington Dr. in order to isolate the 16” water main that had broke in July. Annual Financial Plan WATER DISTRIBUTION        292 Locate, clean and operate valves throughout the City of Flagstaff, adjust and repair as needed. Isolate lines, flush fire hydrants, clean our main line areas 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. Install temporary reflective marking whips/antennas on fire hydrants in certain areas where the hydrant has a higher possibility of being buried or damaged during the snow removal season. 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. Stay within budget reductions and keep the same level of service. Field Services to assist other Sections within Utilities as needed. City of Flagstaff UTILITIES SECTION 49 WATER DISTRIBUTION PERFORMANCE MEASURES Council Priority: Maintain and deliver quality, reliable infrastructure (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 CY 09 CY 10 CY 11 CY 12 Measures: (based on 6 months usage) Actual Actual Estimate Proposed Number of Dirty Water / Clarity 24 (Many 13 (Low 20 (Low chlorine 20 (Low complaints Fire Dept. chlorine flushing, Fire chlorine related) flushing, Fire Dept. related flushing, Fire Dept. related and main Dept. related and main breaks) and main breaks) breaks) Number of High/Low Pressure 16 Noted 1 Noted 10 (Freezing, 10 (Freezing, complaints (The were (Many are missed during missed during too many to from the 16” scheduling and scheduling and document) break on main breaks) main breaks) Huntington Dr.) Number of Taste and Odor - complaints 28 Section #47 3 (Possibly from 3 (Possibly (2) Lake Water from Lake Manganese) Water Manganese) Damages 0 0 0 0 Number of compliments 18 1 1 1 Total Water Outage Time in hours 2775 824 1250 1250 a. Scheduled 750 399 500 500 b. Un-Scheduled 2025 425 750 750 c. Isolation time (estimate - average ) 30 min. unless 30 min. 30 min. unless 30 min. unless Fire unless Fire Fire Department Fire Department Department responds to call Department responds to responds to first, then 1 to responds to call call first, then call first, then 11/2 hrs. first, then 1 to 1 to 11/2 hrs. 1 to 11/2 hrs. response time 11/2 hrs. response response response time time time d. Unaccounted water loss 5.1% of 10.1%. of 8%. of 8%. of (meter accuracy, hydrant flushing, production production production production leaks/breaks, new main line installation flushing, etc. Annual Financial Plan 293 City of Flagstaff UTILITIES SECTION 49 WATER DISTRIBUTION Council Priority: Maintain 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:  average CY 09 CY 10 CY 11 Measures: (based on 6 months usage) Actual Actual Estimate Number of Injury Accidents 1 2 2 Number of Lost Time Accidents 0 0 1 Safety Training 500hrs 701hrs. 500hrs (38.5 per.) (50.07 per.) (38.5 per.) SECTION: CY 12 Proposed 0 0 500hrs (38.5 per.) 49-WATER DISTRIBUTION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2009-2010 $ 889,062 65,788 305,539 $ 1,260,389 Adopted Budget 2010-2011 $ 926,376 63,400 382,098 $ 1,371,874 Estimated Expenditures 2010-2011 $ 931,082 84,600 356,192 $ 1,371,874 Proposed Budget 2011-2012 $ 959,320 77,400 382,098 72,000 $ 1,490,818 Budget-Budget Variance $ 32,944 14,000 72,000 $ 118,944 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION WATER SYSTEM MAINT-OPERATION MAIN AND SERVCE LINE REPAIR MAIN EXT-FIRE HYDR/VALVE VALVE AND FIRE HYDR MAINT METER INSTALLATION METER REPAIR AND TESTING BLUE STAKE TOTAL $ 219,161 229,968 291,636 23,619 126,489 235,651 100,969 32,896 1,260,389 $ 162,757 225,375 312,096 31,586 133,095 373,351 98,191 35,423 1,371,874 $ 148,976 239,925 353,146 26,787 129,545 342,081 95,941 35,473 1,371,874 $ 306,400 316,991 364,251 31,983 88,567 252,256 94,903 35,467 1,490,818 $ $ 1,490,818 1,490,818 $ 143,643 91,616 52,155 397 (44,528) (121,095) (3,288) 44 118,944 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: Water Distribution operating budget has increased 3% and capital expenditures total $72,000 resulting in an overall net increase of 9%. Personal Services increase is due to retirement payout, benefits, and overtime. Contractual increase is for an extended warranty purchase on equipment. Commodities remained flat. Major capital (>$10,000) includes vehicle repairs ($15,000) and parking lot improvements ($57,000). Annual Financial Plan 294 City of Flagstaff UTILITIES SECTION 50 BOOSTER STATIONS MISSION FY 11 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.     Cleaned & inspected the Raw Water Pump Station tank and the Railroad Springs storage tank. Staff managed to unplug and then clean the Woody Mt. well sand clarifier without having to bring the contract firm back to clean out this tank The equipment and sections that make up the second Railroad Springs 1 MG tank were offloaded and put into storage for future erection. Decommissioned the Airport booster station which is no longer needed due to recently constructed looped distribution system lines. FY 12 NEW INITIATIVES AND GOALS PROGRAM DESCRIPTION  This program provides for the operation and maintenance of Booster Stations and Storage Tanks. Booster Stations increase water pressure for domestic and fire service outside of the normal pressure zones of the distribution system (higher elevations.) Storage Tanks provide pressure and low when booster pumps are not running or pumped flow is inadequate to keep up with demand. Clean & inspect the Woody Mt. sand clarifier and a second tank to be determined this summer. PERFORMANCE MEASURES Council Priority: Maintain and deliver quality, reliable infrastructure 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Tanks Cleaned (diving contract) 1 2 2 2 Annual Financial Plan 295 City of Flagstaff UTILITIES SECTION: SECTION 50 BOOSTER STATIONS 50-BOOSTER STATIONS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2009-2010 $ 30,356 45,320 455 $ 76,131 Adopted Budget 2010-2011 $ 36,484 42,150 2,700 $ 81,334 Estimated Expenditures 2010-2011 $ 36,596 36,250 2,561 $ 75,407 Proposed Budget 2011-2012 $ 35,374 40,150 2,400 $ 77,924 Budget-Budget Variance $ (1,110) (2,000) (300) $ (3,410) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ZONE A KINLANI UNIVERSITY HIGHLANDS #1 AIRPORT BOOSTER AMBERWOOD BOOSTER RAILROAD SPRINGS BOOSTER TOTAL $ 42,772 1,302 2,121 4,028 3,810 22,098 76,131 43,484 250 1,650 1,600 3,200 5,300 25,850 81,334 $ $ 39,596 200 1,500 2,211 2,800 4,150 24,950 75,407 $ 42,374 250 1,650 1,600 1,200 5,200 25,650 77,924 $ $ 77,924 77,924 $ (1,110) (2,000) (100) (200) (3,410) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Booster Station operating budget has decreased 4% and there are no capital expenditures. Personal Services decrease is due to a change in internal charge outs. Contractuals decrease is due to a reduction in light and power charges. Commodity decreases are due lower water parts and building materials. There is no major capital (>$10,000) for this section. Annual Financial Plan 296 City of Flagstaff UTILITIES SECTION 53 WILDCAT WASTEWATER TREATMENT PLANT MISSION FY 11 ACCOMPLISHMENTS Provide wastewater treatment and reclaim water that meets or exceeds all regulatory requirements, minimize treatment cost per unit of treated wastewater, maintain state certified Laboratory Standards, encourage use of reclaim water by Fairfield golf courses and various customers. Submit all required state and federal monitoring reports accurately and on time.    Increased Co – Generation efficiency, continued to improve over all maintenance and operations of unit. Improvement on process control, including process equipment and over all water quality on new plant process, worked with engineers to work out problems. Decreased our cost to treat per thousand gallons of influent flow. PROGRAM DESCRIPTION FY 12 NEW INITIATIVES AND GOALS  Continue to improve Co – Generation unit efficiencies.  Improve on water quality.  Reduce permit violations to none.  Improve on our solids handling and disposal process. 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 wastwater to the Fairfield golf courses, Buffalo tank. The plant operates a State-certified laboratory, which performs the majority of the required routine lab analysis. PERFORMANCE MEASURES Council Priority: A sustainable community through economic vitality, environmental protection and social inclusion. 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Digester gas / Natural gas <50% 67% 80% 100% Annual Financial Plan 297 City of Flagstaff UTILITIES SECTION 53 WILDCAT WASTEWATER TREATMENT PLANT Council Priority: diversity of arts, culture and educational opportunities 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:  CY 09 CY 10 Measures: Actual Actual Number of complaints /odors ect. 2 2 Number of on the job lost time accidents / 0 0 injuries. CY 11 Estimate 0 0 CY 12 Proposed 0 0 Council Priority: Livability through good neighborhoods, affordable housing and varied recreational activities. 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Cost per thousand to treat (influent). $1.88 $1.44 $1.50 $1.60 Council Priority: Maintain public safety short response times and encourage expanded health services. 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Number of regulatory permit violations (within 2 10 0 0 plant design) Number of regulatory permit violations (beyond 3 0 0 0 plant capabilities) Annual Financial Plan 298 City of Flagstaff UTILITIES SECTION 53 WILDCAT WASTEWATER TREATMENT PLANT Council Priority: Maintain and deliver quality, reliable infrastructure. 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Gallons of influent treated (billions). 1.22 1.29 1.30 1.35 Gallons of septage treated (millions). 2.08 2.64 2.70 2.75 Gallons of reclaim water sold (millions). 385.0 353.0 360.0 370 Gallons of grease treated (thousands). 569 690 700 720 Gallons of interceptor sludge (thousands). 31 62 65 70 Dry metric tons of solids/sludge injected. 870.46 883 1,000 1,100 Annual Financial Plan 299 City of Flagstaff UTILITIES SECTION: SECTION 53 WILDCAT WASTEWATER TREATMENT PLANT 53-WILDCAT WASTEWATER TREATMENT PLANT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2009-2010 $ 778,514 869,523 286,102 $ 1,934,139 Adopted Budget 2010-2011 $ 838,616 823,150 274,454 $ 1,936,220 Estimated Expenditures 2010-2011 $ 820,293 885,653 299,862 $ 2,005,808 Proposed Budget 2011-2012 $ 820,107 980,600 297,900 1,067,000 $ 3,165,607 Budget-Budget Variance $ (18,509) 157,450 23,446 1,067,000 $ 1,229,387 $ $ $ $ $ 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 WILDCAT DIGESTOR REPAIR DIGESTOR I REPAIR OPTION TOTAL $ 113,455 968,043 591,111 187,178 436 16,650 57,266 1,934,139 $ 125,340 958,605 599,943 217,672 650 6,510 400 27,100 1,936,220 $ 89,673 1,026,482 623,530 199,923 600 7,104 400 48,173 9,923 2,005,808 $ 266,248 1,107,316 576,683 201,008 650 1,700 400 235,602 600,000 176,000 3,165,607 $ $ 3,165,607 3,165,607 $ 140,908 148,711 (23,260) (16,664) (4,810) 208,502 600,000 176,000 1,229,387 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: Wastewater Treatment Plant operating budget increased by 8% and capital expenditures total $1,067,000 resulting in an overall net increase of 63%. Personal Services decrease is due to reduction in regular and temp pay and associated benefits. Contractuals increased due to increased cost for equipment maintenance and higher expense for electric and natural gas. Commodities increase is due to equipment, chemicals, and supplies. Major capital (>$10,000) includes Wildcat digester repairs/improvements ($776,000), digester booster system ($75,000), digester gas pump ($60,000), and a dozer for sludge injection ($150,000) Annual Financial Plan 300 City of Flagstaff UTILITIES SECTION 54 MISSION  The mission of the Utilities Division / Wastewater Collections Section is to professionally and cost effectively provide sewer services that meet the present and future environmental, health, and safety needs of the community and our co-workers.     PROGRAM DESCRIPTION The Wastewater Collections system operators safely and efficiently operate, maintain and repair all wastewater collection and reclaim distribution mains and manholes. Eliminating or reducing health hazards, system failures, customer complaints and property damage throughout our community.  WASTEWATER COLLECTION Crewmembers repaired storm culvert at 410 N. San Francisco St. for Storm Water. Crewmembers assisted Water plant crews with water line that comes off the mountain Televising for problem areas and cutting out roots. Crewmembers assisted Water plant crews with repairing the road to the inner basin. Crewmembers dug up and repaired 16” metal air pipe that had separated at R I O Plant. Crewmembers dug up and located lines for Wildcat to get them back in compliance on there drainage. Crewmembers located infiltration from the Rio De Flag by chasing temperature of the sewer lines with temperature devices, and then Televising to identify the inflow into the city sewer mains. This was all done in the run off season. FY 11 ACCOMPLISHMENTS FY 12 NEW INITIATIVES AND GOALS      Crewmembers located, cleaned and operated all Reclaim Water valves through out the city, adjusted and repaired as needed. Crewmembers installed a new 6” Reclaim service line and valve approximately 600’ of pipe, and 8” meter and vault in the Country Club reclaim line for the Continental Ball fields to put that facility back on reclaim water. Crewmembers investigated the paper towel problem at the Court house line. This was resolved by die testing all the buildings in the block around the court house it was determined that only three buildings are tied to this main line that has given use the problem. Crewmembers assisted contractor at Flagstaff High School by removing a Manhole and replacing 17’ of 8” sewer pipe. Crewmembers helped Wildcat by sucking liquid out of there drainage basin approx. 52 loads1800 gal. a piece. Annual Financial Plan       301 Stay within budget reduction and keep the same level of service. Increase the schedule of cutting and cleaning procedures to compensate for the decrease in chemical root control. Continue to reduce the number of blockages every year. Schedule and clean Pine Canyon for the first sewer cleaning. Field Services to assist other Sections within Utilities as needed. Dig up spot located by crews when chasing inflow in the Rio De Flag, and repair leaking Manholes and Pipe. City of Flagstaff UTILITIES SECTION 54 WASTEWATER COLLECTION PERFORMANCE MEASURES Council Priority: Maintain and deliver quality, reliable infrastructure 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 CY 09 CY 10 CY 11 CY 12 Measures: (based on 6 months usage) Actual Actual Estimate Proposed Number of Main line blockages 21(many of 10(many of 4 currently 10(many of these were these are 10(many of these will City Courts) City Courts) these will be be City City Courts) Courts) Number of Manhole Overflows / Surface Spills 5 2 2 2 100 gal. or less Number of Manhole Overflows / Surface Spills 2 - (one each 2 - (one 2 0 101 gal. or more at 300 gal. & each at 200 1500 gal.) gal. & 500,000 gal. ) Number of Notice of Violations (NOV’s) 0 Number of Main line blockage claims: Information comes from Risk Management for $.amount Number of Main line cleaning claims (jetting): Information comes from Risk Management for $.amount 0 Annual Financial Plan 1 - (NOV) at the end of Railhead Ave / 500,000 gal. 0 4 (2 current) 302 10 (1 claim is $4102.08) 0 0 0 7 currently 10 10 City of Flagstaff UTILITIES SECTION 54 WASTEWATER COLLECTION Council Priority: Maintain 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:  CY 09 CY 10 CY 11 Measures: (based on 6 months usage) Actual Actual Estimate Number of Injury Accidents 4 2 0 Number of Lost Time Accidents 2 Safety Training SECTION: CY 12 Proposed 0 1 0 0 300 hrs. (33.3 hrs per) 300 hrs. (33.3 hrs per) 300 hrs. (33.3 hrs per) 54-WASTEWATER COLLECTION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2009-2010 $ 692,056 29,267 152,608 $ 873,931 Adopted Budget 2010-2011 $ 743,247 39,930 178,113 $ 961,290 Estimated Expenditures 2010-2011 $ 743,362 41,294 176,634 $ 961,290 Proposed Budget 2011-2012 $ 771,801 43,430 186,055 135,000 $ 1,136,286 Budget-Budget Variance $ 28,554 3,500 7,942 135,000 $ 174,996 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION SERVICE CONNECTIONS PREVENTIVE MAINTENANCE TV INSPECT AND HYDRO-CLEAN CORRECTIVE MAINTENANCE RECLAIMED WATER LINE TOTAL $ 237,323 38,373 344,409 158,203 74,252 21,371 873,931 $ 263,474 53,560 367,929 166,806 97,046 12,475 961,290 $ 253,349 54,645 374,720 169,078 96,755 12,743 961,290 $ 433,654 42,458 374,449 166,327 96,799 22,599 1,136,286 $ $ 1,136,286 1,136,286 $ 170,180 (11,102) 6,520 (479) (247) 10,124 174,996 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Collection operating budget has increased 4% and capital expenditures total $135,000 resulting in an overall net increase of 18%. Personal Services increase is due to benefits, overtime, and skill based pay. Contractual increase is for an extended warranty purchase on equipment. Commodities increase is due to work order charges. Major Capital (>$10,000) includes a replacement dump truck ($60,000) and upgrades to the TV vehicle ($75,000). Annual Financial Plan 303 City of Flagstaff UTILITIES SECTION 55 INDUSTRIAL WASTE MISSION FY 11 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 and provide more information to the customer.  Reduced the Fats, Oils and Greases (FOG) from being discharged into the sanitary sewer by working with local restaurants on installing properly sized grease traps/interceptors.  Re-permitted Joy Cone Company’s industrial wastewater discharge permit.  Relocated office to a more accessible and centrally located area in town. 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 12 NEW INITIATIVES AND GOALS    Commence local limit study once ADEQ submits their pretreatment audit report from June 2010 outlining exactly what is needed to be included in the study. Work with restaurants on options to eliminating grease from atypical sources into the sewer system with new technology and devices that allow recycling of the captured grease for fuel. Inspect industries throughout the year to more effectively help them manage pretreatment and cross connection control issues before they become a problem. PERFORMANCE MEASURES Council Priority: Maintain and deliver quality, reliable infrastructure 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 09 FY 10 FY 11 FY 12 Measures: Actual Actual Estimate Proposed # of blockages/Notice of Violations (NOV’s) issued 4 2 1 1 # resulting in sewer line cleaning 5 1 1 1 Annual Financial Plan 304 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 09 FY 10 FY 11 Measures: Actual Actual Estimate # of backflow prevention assemblies tested 2288 2373 2241 % of bpa’s tested that failed 10% 7.1% 10% Water quality violations due to bpa failing 0 0 0 FY 12 Proposed 2260 10% 0 Council Priority: Maintain Public Safety 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 09 FY 10 FY 11 FY 12 Measures: Actual Actual Estimate Proposed # of Industry and plant samples analyzed 1827 2773 2773 2773 # of NOV’s written to industries 0 1 0 0 # of NOV’s written to commercial sites 4 2 0 0 Annual Financial Plan 305 City of Flagstaff UTILITIES SECTION: SECTION 55 INDUSTRIAL WASTE 55-INDUSTRIAL WASTE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2009-2010 $ 211,967 67,990 18,943 $ 298,900 Adopted Budget 2010-2011 $ 210,303 204,088 13,559 $ 427,950 Estimated Expenditures 2010-2011 $ 210,483 75,418 17,040 $ 302,941 Proposed Budget 2011-2012 $ 210,529 204,186 14,472 36,000 $ 465,187 Budget-Budget Variance $ 226 98 913 36,000 $ 37,237 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION NPDES MONITORING INDUSTRIAL WASTE MONITOR BACKFLOW X CONN CONTROL LOCAL LIMITS STUDY TOTAL $ 117,727 57,652 62,437 61,084 298,900 $ 112,832 57,950 71,050 61,118 125,000 427,950 $ 115,908 56,276 69,212 61,545 302,941 $ 154,175 55,105 69,555 61,352 125,000 465,187 $ $ 465,187 465,187 $ 41,343 (2,845) (1,495) 234 37,237 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Monitoring operating budget has increased less than 1% and capital expenditures total $36,000. Personal Services increase is due benefits. Contractual/Commodities increases are due cost of new office space. There is also a carryover for the local limits study of $125,000. Major Capital (>$10,000) is for a replacement pick up truck ($30,000). Annual Financial Plan 306 City of Flagstaff UTILITIES SECTION 56 RIO DE FLAG RECLAIM PLANT MISSION FY 11 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.    New boiler system was installed resulting in a reduction of natural gas consumption. Modified the wash water sump configuration to eliminate confined space entry. Repaired leaks to the underground pipe fittings that supplies air to the aeration basins. FY 12 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.  Work closely with WCH to provide reclaim water that meets customer demand at the lowest cost. Provide for increased process stability through proactive process control measures. Cut deferred maintenance items that have accumulated due to budget shortfall by half. PERFORMANCE MEASURES Council Priority: A sustainable community through economic vitality, environmental protection and social inclusion 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Number of Permit Violations 3 2 0 0 CY 2010. These were due to exceeding the 24 hour 2.0 turbidity average and the 24 hour daily maximum limit. Annual Financial Plan 307 City of Flagstaff UTILITIES SECTION 56 RIO DE FLAG RECLAIM PLANT Council Priority: A sustainable community through economic vitality, environmental protection and social inclusion Goal: Promote and encourage use of reclaimed water through education and Public Relations programs. 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Gallons of Wastewater Treated (millions) 709 724 725 735 Gallons of Reclaim Water Reused (millions) 295 284 290 300 Council Priority: Maintain and deliver quality reliable infrastructure 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:  CY 09 CY 10 CY 11 Measures: Actual Actual Estimate Cost/thousand gallons of reclaimed water $1.19 $1.07 $1.20 produced CY 12 Proposed $1.30 Council Priority: Livability through good neighborhoods, affordable housing and varied recreational activities 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Number of complaints /odors ect. 0 0 0 0 Number of on the job lost time accidents / 0 1 0 0 injuries. Annual Financial Plan 308 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 2009-2010 $ 299,376 374,405 48,970 33,231 $ 755,982 Adopted Budget 2010-2011 $ 336,044 477,200 105,041 11,500 $ 929,785 Estimated Expenditures 2010-2011 $ 318,008 429,230 79,150 $ 826,388 Proposed Budget 2011-2012 $ 345,812 495,500 119,277 61,500 $ 1,022,089 Budget-Budget Variance $ 9,768 18,300 14,236 50,000 $ 92,304 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PLANT OPERATIONS PLANT MAINTENANCE LAB-PROCESS CONTROL-MONTR TOTAL $ 61,679 474,303 139,848 80,152 755,982 $ 96,605 563,596 159,908 109,676 929,785 $ 68,642 524,128 138,092 95,526 826,388 $ 172,065 569,808 170,452 109,764 1,022,089 $ $ 1,022,089 1,022,089 $ 75,460 6,212 10,544 88 92,304 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Rio de Flag Treatment Plant operating budget increased by 5% and capital expenditures total $61,500 resulting in an overall net increase of 10%. Personal Services increases are due benefits and overtime. Contractual increases are due to maintenance of equipment. Commodities increases are due to equipment and safety and operating supplies. Major capital (>$10,000) is for primary odor control change out ($61,500). Annual Financial Plan 309 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. STORMWATER Substantial completion of Picture Canyon Meander restoration Project Maintained Flood Insurance discount for community-wide policies Complied with USEPA NPDES Permit requirements Completed Cherry Ave. Stormdrain improvements Performed open channel maintenance activities Completed Floodplain Ordinance revisions Initiated Design Manual update Completed formation rainwater harvesting citizen group including report to Council FY 12 NEW INITIATIVES AND GOALS  FY 11 ACCOMPLISHMENTS    Completed Northeast Area Drainage Master Plan Complete Master Planning for remaining watercourses Complete rainwater harvesting Ordinance as directed by Council Complete Design Manual changes PERFORMANCE MEASURES Council Priority: Maintain 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:  CY 09 CY 10 CY 11 Measures: Actual Actual Estimate a. No on-the-job injuries or accidents 100% 100% 100% b. No on-the-job non-injury accidents 100% 100% 100% c. No job related lost work days 100% 100% 100% d. No job related sick time (% of total) 100% 100% 100% e. Safety training (4 hrs/person) 100% 100% 100% Annual Financial Plan 310 CY 12 Proposed 100% 100% 100% 100% 100% City of Flagstaff UTILITIES SECTION 98 STORMWATER Council Priority: Maintain and deliver quality, reliable infrastructure. 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed a. Complaints received 39 30 40 40 Complaints resolved 30 30 35 35 c. No public infrastructure damages (100% = no 100% 100% 95% 100% damages; goal achieved) d. No damages/claims to private property (100% 100% 100% 95% 100% = no damages; goal achieved) Council Priority: Maintain 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:  CY 09 CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Proposed Annual miles of channels cleaned 3 6 6 6 Per cent of catch basins & culverts cleaned 100% 100% 100% 100% Per cent of inventory cleaned 75% 75% 75% 75% Annual Financial Plan 311 City of Flagstaff UTILITIES SECTION: SECTION 98 STORMWATER 98-STORMWATER UTILITY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2009-2010 $ 483,023 180,488 8,634 $ 672,145 Adopted Budget 2010-2011 $ 479,124 106,707 11,460 $ 597,291 Estimated Expenditures 2010-2011 $ 482,187 108,713 9,505 $ 600,405 Proposed Budget 2011-2012 $ 491,581 77,367 11,460 $ 580,408 Budget-Budget Variance $ 12,457 (29,340) $ (16,883) $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION $ ENGINEERING AND MASTER PLANN OPERATIONS WATER QUALITY IMPROVEMENT GR TOTAL $ 247,151 165,147 257,367 2,480 672,145 $ 247,343 76,316 265,232 8,400 597,291 $ 250,923 76,316 264,766 8,400 600,405 $ 255,918 48,175 276,315 580,408 $ $ 580,408 580,408 $ 8,575 (28,141) 11,083 (8,400) (16,883) SOURCE OF FUNDING: STORMWATER UTILITY FUND COMMENTARY: The Stormwater Utility operating budget has decreased 3% and there are no capital expenditures. There are 1X expenditures of $5,000 for FEMA Map Revisions and $47,000 for the Master Plan Project. Personal Services increases are due to increases in benefit and retirement costs and Labor. Contractual decreased overall due to primarily reductions in Consultant Fees, Increases were toward Travel and Training, amongst other items. There are no major capital (>$10,000) expenditures planned for this section. See the Stormwater Capital section for related projects. Annual Financial Plan 312 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 313 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 2009-2010 $ 218,425 67,663 16,005 $ 302,093 Adopted Budget 2010-2011 $ 272,366 73,460 12,461 $ 358,287 Estimated Expenditures 2010-2011 $ 272,986 70,460 15,118 $ 358,564 Proposed Budget 2011-2012 $ 274,469 75,860 12,211 $ 362,540 Budget-Budget Variance $ 2,103 2,400 (250) $ 4,253 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION BOARDS AND COMMISSIONS TOTAL $ 301,539 554 302,093 $ 357,437 850 358,287 $ 358,014 550 358,564 $ 361,940 600 362,540 $ 4,503 (250) 4,253 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 195,012 20,994 22,081 7,942 59,999 3,658 7,047 45,807 362,540 COMMENTARY: The Council and Commissions operating budget has increased 1% and there are no capital expenditures. Personal Services include benefit increases. Contractual increases are due to an increase in travel. Commodities decreases are due to reductions in copying. There are no major capital (>$10,000) expenditures for this section. Annual Financial Plan 314 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 2009-2010 $ 944,092 $ 944,092 Adopted Budget 2010-2011 $ 944,583 $ 944,583 Estimated Expenditures 2010-2011 $ 923,494 $ 923,494 Proposed Budget 2011-2012 $ 906,003 $ 906,003 Budget-Budget Variance $ (38,580) $ (38,580) $ $ $ $ $ EXPENDITURES BY PROGRAM: HEALTH AND SOCIAL SERVICES OTHER CONTRIBUTIONS TOTAL $ 301,032 643,060 944,092 $ 270,000 674,583 944,583 $ 270,000 653,494 923,494 $ 262,750 643,253 906,003 $ (7,250) (31,330) (38,580) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 807,149 13,641 14,348 5,160 28,985 2,377 4,579 29,764 906,003 COMMENTARY: The Contributions to Others operating budget has decreased 4% and there are no capital expenditures. Contributions are as follows: United Way $262,750, FACTS $247,319, Coconino Humane Society $161,695, Intake Triage $74,250, Victim Witness $41,304, Arizona Cardinals $30,944, Greater Flagstaff Forest Partnership $19,725, Coconino Coalition for Children and Youth $19,669, NACASA $15,627, Weed & Seed $5,503, NACOG Rural Transportation $4,152, Emergency Housing $20,000, and Sister Cities $2,775. Annual Financial Plan 315 City of Flagstaff NON-DEPARTMENTAL SECTION 66 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 insurance, audit fees, and capital SECTION: NON-DEPARTMENTAL 66-NON-DEPARTMENTAL EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2009-2010 $ 580,435 1,509,396 597,394 15,675 $ 2,702,900 Adopted Budget 2010-2011 $ 47,624 1,966,777 (74,000) 645,000 $ 2,585,401 Estimated Expenditures 2010-2011 $ 47,600 1,094,792 (87,500) $ 1,054,892 Proposed Budget 2011-2012 $ 47,949 2,024,152 (79,000) 645,000 $ 2,638,101 Budget-Budget Variance $ 325 57,375 (5,000) $ 52,700 $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION EMPLOYEE BENEFITS INSURANCE CONSULTANTS COPY CENTER REDEVELOPMENT PBID DEVELOPMENT TOTAL $ $ 934,522 88,028 1,122,023 498,650 (19,670) 76,356 2,991 2,702,900 $ 134,500 77,500 608,674 544,103 (12,126) 1,232,750 2,585,401 $ 148,090 66,500 608,674 237,589 (28,225) 22,264 1,054,892 $ 241,535 57,501 608,674 428,360 (16,801) 1,318,832 2,638,101 $ 107,035 (19,999) (115,743) (4,675) 86,082 52,700 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 1,521,397 131,202 204,337 18,333 434,339 13,887 63,001 251,605 2,638,101 COMMENTARY: The Non-Departmental operating budget has increased by 3% and capital expenditures remained flat resulting in an overall net increase of 2%. Personal Services have increased slightly due to slight increases in benefit costs. The increase in contractual is due to the city funding anticipated legal costs with one time dollars. There major capital (>$10,000) is a carryforward of the redevelopment dollars that had been in the prior year budget and were not spent. Annual Financial Plan 316 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.   PROGRAM DESCRIPTION  The Transit Division collects the portion of the transportation tax that is designated for Transit activities. Northern Arizona Intergovernmental Public Transportation Authority (NAIPTA) administers the Transit program per the Intergovernmental Agreement (IGA) between the City and NAIPTA.  FY 11 ACCOMPLISHMENTS    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 from 2.77 in FY2009 to 3.03 in FY2011 – increasing efficiency of service and decreasing the cost of the program. Maintain on-time performance of 98% without sacrificing trips or service. Surpassed 1,050 consecutive days avoidable accident free FY 12 NEW INITIATIVES AND GOALS   NAIPTA Estimated to continue lowering cost per hour, 4% decrease since FY2009. Continue change over to Hybrid Electric Fleet for Flagstaff area. Purchase of a hybrid paratransit vehicle and ordered 8 more hybrid buses to be delivered in coming year. Received appropriation of $6.2M for Mountain Links BRT system as well as FTA NEPA clearance and FTA approval of financial plan. Executed intergovernmental agreement solidifying partnership of City, NAU, and NAIPTA for construction and operation of Mountain Links.       Mountain Line Fixed Route:  Continued with implementation of route timing strategies to improve on time performance.  Projected to increase ridership by 10% from 1,142,301 to 1,284,414  Projected to increase average numbers of riders per day from 3,081 to projected 3,460  Maintained customer satisfaction by evaluating feedback regarding routes, stops, shelters, and on time performance.  Won a national award for Small urban Transit System of the Year 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 dedicated transitway and launch Mountain Links system in Fall 2011. Increase available federal transit funds by achieving “Small Transit Intensive city” status. Mountain Lift Para-Transit Annual Financial Plan 317 City of Flagstaff NON-DEPARTMENTAL SECTION 97 NAIPTA PERFORMANCE MEASURES Council Priority: A sustainable community through economic vitality, environmental protection and social inclusion Goal: Increase use of Public Transit System. Provide reliable alternative to single-occupancy vehicle use for commuting trips. Objective: 2.5% increase of riders using existing services and routes. Type of Measure: Program efficiency Tool: Calculation of data, customer survey Frequency: Quarterly Scoring: 90%+ progressing Trend:  FY 09 FY 10 FY 11 FY 12 Measures: Actual Actual Estimate Proposed Total Ridership 1,098,400 1,115,254 1,255,998 1,293,678 Average Riders per Day 2,832 3,081 3,460 3,564 On time performance 91% 84% 88% 90% Council Priority/Goal: Effective governance Goal: Control operational cost per hour, maintain with less than 5% increase Objective: Identify efficiencies to maintain and control costs. Type of Measure: Program efficiency Tool: Calculation of data Frequency: Monthly Scoring: 95% progressing Trend:  FY 09 FY 10 Measures: Actual Actual Operational Cost per Hour $71.28 $68.90 Administrative Cost per Hour $18.03 $15.66 Farebox Return 18% 19% FY 11 Estimate $68.62 $14.44 19% FY 12 Proposed $71.12 $12.26 16% Council Priority/Goal: Livability through good neighborhoods, affordable housing and varied recreational activities 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 09 FY 10 FY 11 FY 12 Measures: Actual Actual Estimate Proposed Service Hours 37,058 46,767 47,508 59,215 Revenue Miles 544,030 637,076 647,170 799,310 Annual Financial Plan 318 City of Flagstaff NON-DEPARTMENTAL SECTION 97 NAIPTA Council Priority/Goal: Maintain and deliver quality, reliable infrastructure Goal: Develop and construct Transit Facilities/Amenities on routes throughout Flagstaff. Objective: Install previously developed shelters at locations along routes to provide amenities like shade, shelter, and resting at bus stops. Type of Measure: Outcome Tool: Schedule for construction, calculation of data Frequency: Semi-annual Scoring: 75 – 90% average Trend:  FY 09 FY 10 FY 11 FY 12 Measures: Actual Actual Estimate Proposed Identify Sites and Implement Passenger Shelter 12 7 10 10 and Amenities (# of sites) Council Priority/Goal: A sustainable community through economic vitality, environmental protection and social inclusion 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 09 FY 10 FY 11 FY 12 Measures: Actual Actual Estimate Proposed Customer Satisfaction Score Not 5.9 6.0 6.1 completed Annual Financial Plan 319 City of Flagstaff NON-DEPARTMENTAL SECTION: SECTION 97 NAIPTA 97-NAIPTA EXPENDITURES BY CATEGORY: CONTRACTUAL TOTAL Actual Expenditures 2009-2010 $ 3,177,260 $ 3,177,260 Adopted Budget 2010-2011 $ 4,698,793 $ 4,698,793 Estimated Expenditures 2010-2011 $ 3,618,133 $ 3,618,133 Proposed Budget 2011-2012 $ 4,981,330 $ 4,981,330 Budget-Budget Variance $ 282,537 $ 282,537 $ $ $ $ $ $ 4,981,330 4,981,330 $ $ $ $ 4,981,330 4,981,330 EXPENDITURES BY PROGRAM: TRANSIT TOTAL $ $ 3,177,260 3,177,260 4,698,793 4,698,793 3,618,133 3,618,133 282,537 282,537 SOURCE OF FUNDING: TRANSPORTATION FUND COMMENTARY: The Transit budget has decreased by 7% this fiscal year. This is due to decreased capital items relating to Mountain Links expansion. 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 320 City of Flagstaff In November 2010 voters approved two bond projects totaling $21.2 million. These projects are Public Safety/City Operations Communications Systems and Street and Utilities Improvements. The Public Safety/City Operations Communications System will be implemented in FY 2011 and the Street and Utilities Improvements will be phased in over a 5-year period and budgeted on a cash flow basis. CAPITAL IMPROVEMENTS FY 2012 CAPITAL IMPROVEMENT PROGRAM The Capital Improvement Program (CIP) for FY 2012 represents a $80.2 million investment of public funds in infrastructure and public facilities. The project mix has changed from prior years to 34.6% of the funding being provided on the pay-as-you-go basis versus 55.5% in FY 2011. The major projects in this year’s budget are 2010 Street/Utility Projects, Rio De Flag project, West/Arrowhead Improvements, and Municipal Services Maintenance Facility. This year’s capital improvement program is funded 47.0% through debt financing including the 2010 Streets/Utility projects, FUTS/Open Space and Fire Stations. The grant funding of 18.4% 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 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 40.9% 7.9% 7.6% 11.6% 2.3% 10.6% 12.9% 6.2% 100.0% $ Sources of funding are categorized in three categories as shown below: 32,811,584 6,304,991 6,098,292 9,286,000 1,840,000 8,515,528 10,399,000 4,952,724 80,208,119 $ Pay-As-You-Go Debt Grants PROGRAM CATEGORIES $ $ 27,779,108 37,663,784 14,765,227 80,208,119 SOURCES OF FUNDING Streets / Transportation 7.9% General Government 40.9% 34.6% 47.0% 18.4% 100.0% BBB 7.6% Pay-As-You-Go 34.6% Debt 47.0% Water 11.6% Stormwater Utility 6.2% Environmental Services 12.9% Annual Financial Plan Airport 10.6% Wastewater 2.3% Grants 18.4% 321 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2011-2012 GENERAL GOVERNMENT APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 DIV 24 24 24 24 24 24 24 24 24 24 24 24 24 26 28 66 PROJECT FIRE STATIONS FUTS/OPEN SPACE LAND ACQUISITION PRESIDIO SUBDIVISION 2010 STREET/UTILITY COURT FACILITY USGS 2010 SFO COMMUNICATION SYSTEM 2010 PAVEMENT PRESERVE CHERRY AVENUE STREET FRANKLIN/MOHAWK IZABEL AVENEUE SUNNYSIDE PHASE V-B SOUTH BEAVER/SOUTH LEROUX ARROYO PARK IMPROVEMENTS CEMETERY OFFICE ADDITION REDEVELOPMENT TOTAL GENERAL GOVERNMENT CARRYOVER FY 2011 $ 1,300,000 3,500,000 4,720,000 73,800 128,000 645,000 $ 10,366,800 BUDGET FY 2012 209,261 1,300,000 3,500,000 500,000 10,000,000 5,420,640 4,720,000 1,500,000 1,150,000 2,084,308 500,000 474,750 605,825 73,800 128,000 645,000 32,811,584 BONDS 209,261 1,300,000 500,000 8,000,000 5,420,640 4,720,000 1,500,000 1,150,000 2,084,308 500,000 474,750 605,825 $ 26,464,784 OTHER 3,500,000 2,000,000 73,800 128,000 645,000 6,346,800 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 DIV 24 24 24 24 24 24 24 24 24 24 24 24 24 26 28 66 PROJECT FIRE STATIONS FUTS/OPEN SPACE LAND ACQUISITION PRESIDIO SUBDIVISION 2010 STREET/UTILITY COURT FACILITY USGS 2010 SFO COMMUNICATION SYSTEM 2010 PAVEMENT PRESERVE CHERRY AVENUE STREET FRANKLIN/MOHAWK IZABEL AVENEUE SUNNYSIDE PHASE V-B SOUTH BEAVER/SOUTH LEROUX ARROYO PARK IMPROVEMENTS CEMETERY OFFICE ADDITION REDEVELOPMENT TOTAL GENERAL GOVERNMENT Annual Financial Plan $ 322 TOTAL 209,261 1,300,000 3,500,000 500,000 10,000,000 5,420,640 4,720,000 1,500,000 1,150,000 2,084,308 500,000 474,750 605,825 73,800 128,000 645,000 32,811,584 City of Flagstaff Annual Financial Plan 323 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2011-2012 STREETS/TRANSPORTATION APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 DIV 33 33 33 33 33 33 92 92 92 92 92 92 92 92 92 PROJECT RESERVE FOR IMPROVEMENTS MINOR TRANSPORTATION IMPROVEMENTS SIDEWALK REPLACEMENT PROGRAM STREET IMPROVEMENT PROGRAM SUNNYSIDE PH V-A PONDEROSA PARKWAY BIKE/PED & SAFETY IMPROVEMENTS TRANSPORTATION PLANNING & PROGRAMMING BEULAH BLVD EXTENSIONS RESERVE FOR TRANSPORTATION IMPROVEMENTS INDUSTRIAL DRIVE - HUNTINGTON TO PURINA TRAFFIC SIGNAL PROGRAM MALL RT 66 INFRASTRUCTURE WEST/ARROWHEAD IMPROVEMENT 2011 HSIP TOTAL STREETS AND TRANSPORTATION CARRYOVER FY 2011 $ 11,225 104,416 175,000 1,154,500 $ 1,445,141 BUDGET FY 2012 40,000 50,000 15,000 893,000 1,000 4,719 337,400 100,000 300,000 125,000 11,225 167,647 175,000 4,060,000 25,000 6,304,991 HURF 40,000 50,000 15,000 893,000 1,000 999,000 TRANSPORTATION 337,400 100,000 125,000 11,225 167,647 175,000 4,060,000 4,976,272 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 DIV 33 33 33 33 33 33 92 92 92 92 92 92 92 92 92 PROJECT RESERVE FOR IMPROVEMENTS MINOR TRANSPORTATION IMPROVEMENTS SIDEWALK REPLACEMENT PROGRAM STREET IMPROVEMENT PROGRAM SUNNYSIDE PH V-A PONDEROSA PARKWAY BIKE/PED & SAFETY IMPROVEMENTS TRANSPORTATION PLANNING & PROGRAMMING BEULAH BLVD EXTENSIONS RESERVE FOR TRANSPORTATION IMPROVEMENTS INDUSTRIAL DRIVE - HUNTINGTON TO PURINA TRAFFIC SIGNAL PROGRAM MALL RT 66 INFRASTRUCTURE WEST/ARROWHEAD IMPROVEMENT 2011 HSIP TOTAL STREETS AND TRANSPORTATION Annual Financial Plan $ $ 324 GRANTS 300,000 25,000 325,000 OTHER 4,719 4,719 TOTAL 40,000 50,000 15,000 893,000 1,000 4,719 337,400 100,000 300,000 125,000 11,225 167,647 175,000 4,060,000 25,000 6,304,991 City of Flagstaff Annual Financial Plan 325 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2011-2012 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 71 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 75 75 75 PROJECT PUBLIC ARTWORK SPECIAL PROJECTS & UNPROGRAMMED WORK HISTORIC FACADES WOODLANDS/BEULAH MEDIANS SOUTHSIDE PLAN - BEAVER/SAN FRANCISCO CITY HALL FLOWER BEDS 4th ST NEIGHBORHOOD GATEWAY NEIGHBORHOOD GARDENS BUTLER MEDIANS PHASE III 4TH ST CORRIDOR IMPROVEMENTS SPECIAL PROJECTS & UNPROGRAMMED WORK FUTS SIGNAGE PROGRAM ARIZONA TRAIL - RT 66 TO MCMILLAN MESA RT 66 - RIO N TO SAN FRANCISCO HOSPITAL RIM FUTS TRAIL COUNTRY CLUB FUTS TRAIL SIXTH AVE CONNECTOR ARROWHEAD CONNECTOR MUSEUM CONNECTOR CEDAR TRAIL - TURQOISE DRIVE TO AZ TRAIL SWITZER MESA TRAIL - FOREST TO AZ TRAIL SWITZER CANYON FUTS TRAIL BNSF WALNUT-FLORENCE UNDERPASS DOWNTOWN UNDERPASS MALL TRANSFER CENTER TRAIL REALIGNMENT RT 66 EAST - COUNTRY CLUB TO MALL TRAIL FLORENCE-WALNUT UNDERPASS 4th STREET - HUNTINGTON TO BUTLER PINE KNOLL TRAIL - SAN FRANCISCO TO LONETREE TOTAL BBB CARRYOVER FY 2011 $ 278,400 30,000 30,000 760,530 27,000 47,592 97,360 12,500 20,000 200,000 110,000 1,000 87,750 2,650 250,000 357,530 75,000 236,000 $ 2,623,312 BUDGET FY 2012 282,233 80,000 83,529 760,530 27,000 55,500 197,360 12,500 521,080 500,000 50,000 260,000 292,080 1,000 187,000 25,000 114,000 229,000 42,650 134,000 85,000 250,000 681,164 150,000 80,000 236,000 522,000 159,666 80,000 6,098,292 BBB $ 282,233 80,000 83,529 310,530 55,500 197,360 12,500 521,080 500,000 $ 2,042,732 TRANSPORTATION 292,080 223 187,000 114,000 229,000 42,650 134,000 85,000 250,000 681,164 150,000 80,000 22,000 9,101 2,276,218 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 71 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 75 75 75 PROJECT PUBLIC ARTWORK SPECIAL PROJECTS & UNPROGRAMMED WORK HISTORIC FACADES WOODLANDS/BEULAH MEDIANS SOUTHSIDE PLAN - BEAVER/SAN FRANCISCO CITY HALL FLOWER BEDS 4th ST NEIGHBORHOOD GATEWAY NEIGHBORHOOD GARDENS BUTLER MEDIANS PHASE III 4TH ST CORRIDOR IMPROVEMENTS SPECIAL PROJECTS & UNPROGRAMMED WORK FUTS SIGNAGE PROGRAM ARIZONA TRAIL - RT 66 TO MCMILLAN MESA RT 66 - RIO N TO SAN FRANCISCO HOSPITAL RIM FUTS TRAIL COUNTRY CLUB FUTS TRAIL SIXTH AVE CONNECTOR ARROWHEAD CONNECTOR MUSEUM CONNECTOR CEDAR TRAIL - TURQOISE DRIVE TO AZ TRAIL SWITZER MESA TRAIL - FOREST TO AZ TRAIL SWITZER CANYON FUTS TRAIL BNSF WALNUT-FLORENCE UNDERPASS DOWNTOWN UNDERPASS MALL TRANSFER CENTER TRAIL REALIGNMENT RT 66 EAST - COUNTRY CLUB TO MALL TRAIL FLORENCE-WALNUT UNDERPASS 4th STREET - HUNTINGTON TO BUTLER PINE KNOLL TRAIL - SAN FRANCISCO TO LONETREE TOTAL BBB Annual Financial Plan 326 GRANTS 450,000 227,777 25,000 236,000 500,000 150,565 80,000 1,669,342 OTHER 27,000 50,000 32,223 777 110,000 TOTAL 282,233 80,000 83,529 760,530 27,000 55,500 197,360 12,500 521,080 500,000 50,000 260,000 292,080 1,000 187,000 25,000 114,000 229,000 42,650 134,000 85,000 250,000 681,164 150,000 80,000 236,000 522,000 159,666 80,000 6,098,292 City of Flagstaff Annual Financial Plan 327 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2011-2012 WATER APPROPRIATIONS DIV 1 49 2 51 3 51 4 51 5 51 6 51 7 51 8 52 9 52 10 52 11 52 PROJECT EAST FLAG PARKING LOT IMPROVEMENTS FT TUTHILL WATER/SEWER EXTENSION RESERVE FOR IMPROVEMENTS I B PIPELINE RELOCATION I B PIPELINE REALIGNMENT I B TREE REMOVAL-FLOOD RADIO METER INSTALLATION RAILROAD SPRINGS RESEVOIR FUTURE WATER ACQUISITIONS WATER RESOURCES SUSTAIN STUDY FLAGSTAFF SHALLOW WELLS TOTAL WATER CARRYOVER FY 2011 $ 175,000 450,000 749,563 251,000 $ 1,625,563 BUDGET FY 2012 57,000 195,000 125,000 760,000 3,600,000 1,000,000 100,000 450,000 948,000 251,000 1,800,000 9,286,000 OPERATING $ 57,000 195,000 125,000 3,387,500 625,000 100,000 450,000 $ 4,939,500 BONDS 948,000 251,000 1,800,000 2,999,000 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 DIV 49 51 51 51 51 51 51 52 52 52 52 PROJECT EAST FLAG PARKING LOT IMPROVEMENTS FT TUTHILL WATER/SEWER EXTENSION RESERVE FOR IMPROVEMENTS I B PIPELINE RELOCATION I B PIPELINE REALIGNMENT I B TREE REMOVAL-FLOOD RADIO METER INSTALLATION RAILROAD SPRINGS RESEVOIR FUTURE WATER ACQUISITIONS WATER RESOURCES SUSTAIN STUDY FLAGSTAFF SHALLOW WELLS TOTAL WATER Annual Financial Plan 328 GRANTS 760,000 212,500 375,000 1,347,500 TOTAL 57,000 195,000 125,000 760,000 3,600,000 1,000,000 100,000 450,000 948,000 251,000 1,800,000 9,286,000 City of Flagstaff Annual Financial Plan 329 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2011-2012 WASTEWATER APPROPRIATIONS 1 2 3 4 5 6 7 DIV 53 53 57 57 58 58 58 PROJECT WILDCAT DIGESTOR REPAIR WILDCAT DIGESTOR IMPROVEMENTS PICTURE CANYON WILDCAT BARSCREENS SEWER REPLACEMENT PROGRAM ELLERY/NAU SEWER INTERCEPTOR RESERVE FOR IMPROVEMENTS TOTAL WASTEWATER CARRYOVER FY 2011 $ 184,000 $ 184,000 BUDGET FY 2012 600,000 176,000 184,000 300,000 100,000 380,000 100,000 1,840,000 OPERATING $ 600,000 176,000 300,000 100,000 380,000 100,000 $ 1,656,000 GRANT 184,000 - SOURCES OF FUNDING 1 2 3 4 5 6 7 DIV 53 53 57 57 58 58 58 PROJECT WILDCAT DIGESTOR REPAIR WILDCAT DIGESTOR IMPROVEMENTS PICTURE CANYON WILDCAT BARSCREENS SEWER REPLACEMENT PROGRAM ELLERY/NAU SEWER INTERCEPTOR RESERVE FOR IMPROVEMENTS TOTAL WASTEWATER Annual Financial Plan 330 184,000 TOTAL 600,000 176,000 184,000 300,000 100,000 380,000 100,000 1,840,000 City of Flagstaff Annual Financial Plan 331 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2011-2012 AIRPORT APPROPRIATIONS 1 2 3 DIV PROJECT 37 APRON RECONSTRUCTION 37 ACCESS ROAD CAPACITY 37 REHAB TAXIWAY RECONSTRUCT TOTAL AIRPORT CARRYOVER FY 2011 $ 223,710 3,159,061 5,132,757 $ 8,515,528 BUDGET FY 2012 223,710 3,159,061 5,132,757 8,515,528 GRANTS 215,602 3,044,562 4,946,722 $ 8,206,885 OTHER 8,108 114,499 186,035 308,643 SOURCES OF FUNDING 1 2 3 DIV PROJECT 37 APRON RECONSTRUCTION 37 ACCESS ROAD CAPACITY 37 REHAB TAXIWAY RECONSTRUCT TOTAL AIRPORT Annual Financial Plan $ 332 TOTAL 223,710 3,159,061 5,132,757 8,515,528 City of Flagstaff Annual Financial Plan 333 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2011-2012 ENVIRONMENTAL SERVICES APPROPRIATIONS 1 2 3 4 DIV 41 41 41 41 PROJECT STORMWATER INFRASTRUCTURE MAINTENANCE BUILDING FUELING STATION MUNICIPAL SERVICES MAINTENANCE FACILITY TOTAL ENVIRONMENTAL SERVICES CARRYOVER FY 2011 $ 75,000 $ 75,000 BUDGET FY 2012 24,000 100,000 275,000 10,000,000 10,399,000 OPERATING $ 24,000 100,000 275,000 1,800,000 $ 2,199,000 BONDS 8,200,000 8,200,000 SOURCES OF FUNDING 1 2 3 4 DIV 41 41 41 41 PROJECT STORMWATER INFRASTRUCTURE MAINTENANCE BUILDING FUELING STATION MUNICIPAL SERVICES MAINTENANCE FACILITY TOTAL ENVIRONMENTAL SERVICES Annual Financial Plan 334 TOTAL 24,000 100,000 275,000 10,000,000 10,399,000 City of Flagstaff Annual Financial Plan 335 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2010-2011 STORMWATER UTILITY APPROPRIATIONS 1 2 3 4 5 6 7 DIV 99 99 99 99 99 99 99 PROJECT RIO DE FLAG PROJECT RIO PARKING REPLACEMENT DRAINAGE SPOT IMPROVEMENT SPOT IMPROVEMENT-ANNUAL SPOT IMPROVEMENT-ANNUAL (3990) SPOT IMPROVEMENT-SKUNK CANYON SPOT IMPROVEMENT-SHADOW MOUNTAIN PHASE I TOTAL STORMWATER UTILITY CARRYOVER FY 2010 $ 2,483,020 1,200,000 108,371 108,372 $ 3,899,763 BUDGET FY 2011 3,135,981 1,200,000 2,419 75,000 15,000 276,380 247,944 4,952,724 OPERATING $ 3,135,981 1,200,000 2,419 75,000 15,000 276,380 247,944 $ 4,952,724 TOTAL 3,135,981 1,200,000 2,419 75,000 15,000 276,380 247,944 4,952,724 SOURCES OF FUNDING 1 2 3 4 5 6 7 DIV 99 99 99 99 99 99 99 PROJECT RIO DE FLAG PROJECT RIO PARKING REPLACEMENT DRAINAGE SPOT IMPROVEMENT SPOT IMPROVEMENT-ANNUAL SPOT IMPROVEMENT-ANNUAL (3990) SPOT IMPROVEMENT-SKUNK CANYON SPOT IMPROVEMENT-SHADOW MOUNTAIN PHASE I TOTAL STORMWATER UTILITY Annual Financial Plan 336 City of Flagstaff Annual Financial Plan 337 City of Flagstaff 11. South Beaver/South Leroux – Bond 2010: Sewer main replacement and resurfacing at South Beaver Street from Butler Avenue to Franklin Avenue. Water distribution main replacement, sewer replacement and street reconstruction at South Leroux Street from Benton Avenue to Franklin Avenue. FY 2012 PROJECT DESCRIPTIONS GENERAL GOVERNMENT 1. 2010 Street/Utility: Street reconstruction, pavement preservation and utility replacements as authorized at the November 2010 special election. 12. Sunnyside Ph V-B – 2010 Bond: Complete approximately five blocks of street reconstruction including curb, gutter and sidewalk at Second Avenue and at Main Street. 2. Cherry Avenue Street Replacement: Sewer main replacement and roadway resurfacing from Humphreys Street to Thorpe Road. 13. 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. Communication System 2010: Replacement of the Public Safety/City Operations Communication System. 4. Court Facility: Budget appropriation for Municipal Courts improvements, renovations or relocation contingent on availability of funding. 14. Arroyo Park Improvements: Budget appropriation for relatively minor neighborhood park enhancements funded via private development contribution. 5. Fire Stations: Complete construction of new fire stations to replace existing facilities and improve response times as authorized at general election 2004. 15. Cemetery Office Addition: Expansion of existing Cemetery Office to provide family meeting area, office space and employee break room with restroom facilities. 6. Franklin/Mohawk – 2010 Bond: Replace existing water distribution main and reconstruct Franklin Avenue from South San Francisco Street to Lone Tree Road. Replace existing water distribution main and resurface Mohawk Drive from Walapai Drive to Lake Mary Road. 16. 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. 7. 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. 8. Izabel Avenue – 2010 Bond: Complete curb, gutter, sidewalk and water distribution main and resurface from Sixth Avenue North to Coconino High School. 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. 9. Pavement Preserve-Bond 2010 (Beulah): Mill and repave Beulah Boulevard from Forest Meadows Drive South to Ft. Tuthill. 10. 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. Annual Financial Plan 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. 338 City of Flagstaff 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). 13. Traffic Signal Program: Transportation tax appropriation for the installation of new traffic signals or other traffic control improvements at existing intersections as warranted. 4. Sidewalk Replacement Program: Provides replacement of curb, gutter and sidewalk in cases where property owners contribute 50% of replacement costs. 14. 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. 5. Street Improvement Program: City-wide annual pavement maintenance consisting of crack sealing, seal coating and asphalt overlay and ADA sidewalk compliance. 6. Sunnyside Phase V-A: Completion of warranty period for curb, gutter and sidewalk improvements at portions of Third Avenue, Second Avenue, Main Street or First Street. 15. 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. 7. 2011 HSIP: Federal funding allocated via the local Metro Planning Organization for eligible Highway Safety Improvement projects. Project funding for FY 12 includes: Traffic Sign Inventory and Management, Guardrail Safety Improvements, Pavement Marking Upgrades, Intersection studies and Beulah Blvd Bike Lanes. BBB - Beautification 1. Public Art: The City periodically purchases and installs permanent outdoor art pieces. Typically, the pieces are solicited through a Call-to Artists process and juried by the Beautification and Public Art Commission. For FY12, the pieces are Rendezvous Bronze Sculpture, Lumberyard Mural, Rt 66 Preservation Sculpture and East Flagstaff Gateway. 8. Beulah Blvd Extension: Preliminary design including utility and environmental clearances for the extension of Beulah Blvd from Forest Meadows St. to University Avenue at Yale St. 2. 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. 9. Bike / Pedestrian and Safety Improvements: Annual appropriation for infrastructure enhancements which provide improved safety and accessibility for bicyclists, pedestrians and vehicular traffic. 3. City Hall Flower Beds: Landscaping the “pork chop” on the Route 66 side of City Hall (at Santa Fe and Milton Corner). 10. Industrial Drive-Huntington To Purina: Design construction documents and right-of-way acquisition for paving of Industrial Drive from Huntington Drive to Ralston Purina Drive. 4. Fourth Street Corridor Improvements: To be determined – per the Fourth Street Corridor Study – North. 11. Mall Route 66 Infrastructure: City contribution via development agreement for E. Route 66 improvements associated with the Flagstaff Market Place expansion. 5. 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. 12. 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). Annual Financial Plan 6. Historic Facades: A very successful program to assist property owners with preservation of historic properties, building, and signs. Distribution overseen by Historic Preservation Commission. 339 City of Flagstaff 7. 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. 15. Cedar Trail – Turquoise Dr to AZ Trail: Two short additions will complete the Cedar Trail along the south side of Cedar/Forest Avenue between West Street and Turquoise Drive. At the east end, a new aggregate trail will fill-in a missing section between Gemini Drive and the existing Arizona Trail. At the west end, the existing sidewalk at the southeast corner of Forest Avenue and Turquoise Drive will be replaced with a 10-foot concrete trail. 8. Southside Plan – Beaver / San Francisco: Provide traffic, pedestrian and/or bicycle improvements at South Beaver and San Francisco Streets. 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. 9. 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. 17. Downtown Underpass: Bicycle and pedestrian underpass trail under the BNSF tracks adjacent to the planned Rio channel in downtown Flagstaff. 18. Florence – Walnut Underpass: Pedestrian and bicycle underpass trail at the BNSF tracks between Walnut and Florence Streets just west of downtown. 10. Woodlands / Beulah Medians: Landscaping for Woodlands and Beulah medians (completed) in order to comply with Engineering Standards, to replace dead plants, and to install needed irrigation. 11. Fourth Street – Huntington to Butler: This project completes missing segments of concrete tail along the west side of Fourth Street from Route 66 to Butler Avenue. There are existing trail segments from Route 66 to Huntington and adjacent to Forest Springs townhouses. 19. FUTS Signage Program: Comprehensive program to install regulatory, directional, trailhead, boundary, and interpretive signs along the entire FUTS system. 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. 12. 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. 21. Mall Transfer Center Trail Realignment: Reconstruction of a short section of the El Paso FUTS Trail to accommodate improvements to the Mall Transfer Center. 13. 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. 22. Museum Connector: Short section of trail will allow direct access from the Rio North FUTS Trail to the Museum of Northern Arizona. 14. BNSF Walnut – Florence Underpass: A new dedicated bicycle and pedestrian underpass of the BNSF railroad tracks, and a short section of concrete trail to connect Walnut Street on the north side of the tracks with Florence Street on the south side. 23. Pine Knoll Trail – San Francisco to Lone Tree: This trail is planned along the north side of Pine Knoll Drive, and completes a connection between the trail on San Francisco Street and the trail on Lone Tree Road. 24. 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. Annual Financial Plan 340 City of Flagstaff 25. Route 66 – Rio North to San Francisco: Short section of paved FUTS trail along the south side of Route 66 through downtown. 5. Inner Basin Tree Removal: There are 11,000 burnt trees along pipeline road. Scope of work is to identify, select and partially remove trees that pose a danger to crews during reconstruction of the pipeline and road. 26. 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. 6. Radio Read Meter Replacement: Annual replacement of water meters to new style radio read meters. 27. Special Projects and Unprogrammed Work: Covers small emergent items of work, such as minor trail projects and repairs, and other miscellaneous trail needs. 7. Railroad Springs Reservoir: Participation with the developer of the Presidio Project to upsize the reservoir from 500,000 to 1,000,000 gallons. 28. 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. 8. Reserve for Improvements: Annual reserve for unanticipated line replacements, oversizing and participation with developers that may occur during the fiscal year. 9. Ft. Tuthill Water/Sewer: Replace the old undersized O’Neil Springs waterline on Ft. Tuthill property. 29. Switzer Mesa Trail – Forest to AZ Trail: A planned aggregate-surfaced trail will connect the ends of two existing trails on top of McMillan Mesa. At the west end the planned trail extends the existing Switzer Mesa Trail east from Pink Cliff Drive, and on the east side the trial will connect to the existing trail at the end of Hemlock Way. 10. Future Water Rights: Acquisition of water rights and continued development of water ranch. 11. Water Resources Sustain Study: Engineering study to evaluate the city’s long term sustainable water supplies. WATER WASTEWATER 1. East Flagstaff Parking Lot Improvements: Rehabilitate and replace existing pavement in the parking lot at east flagstaff utility shop. 1. Annual Sewer Replacement Program: Replace 5,000 ft of sewer main each year. Sewer mains will be prioritized by age, condition, material and maintenance repair costs. 2. Flagstaff Shallow Wells: Bond funded project to drill multiple shallow wells at Red Gap Ranch. These wells will help secure water rights and be used to future delivery of water to Flagstaff. 2. Ellery/NAU Sewer Interceptor: Replacement of 1,200 ft of 30” VC sewer line along Ellery Street from Beaver Street to Agassiz. 3. Picture Canyon: Realign Rio de Flag channel to original configuration. 3. Inner Basin Pipeline Realignment: Replacement and relocation of 3700 ft of 18” DL pipe that is located in the Forest Service Wilderness area. 4. Reserve for Improvements: Annual Reserve for unanticipated line replacement, oversizing. 4. Inner Basin Pipeline Reconstruction: Inner Basin Pipeline replacement project that was caused by the Schultz Fire in fall 2010. Approximately 5.5 miles of pipeline and access road needs to be replaced. 5. Wildcat Bar Screens: Replacement of two existing bar screens at the headwork’s of the Wildcat Hill facility. 6. Wildcat Digestor Building Repairs: Emergency repair of Digestor #1 cover at Wildcat Hill WWTP. Anaerobic digestor #1 cover failed in November 2010 and immediate repair is required to process city wastewater. Annual Financial Plan 341 City of Flagstaff 7. Wildcat Digestor Building Improvements: Improvements to the Wildcat Hill co-generation unit digestor gas delivery system. Digestor Gas delivery system will include installation of a compressor and heat exchanger. 3. Spot Improvement – Skunk Canyon Construction: The neighborhood downstream of where Skunk Canyon Wash crosses Lake Mary Road currently and historically has been flooded by the runoff in Skunk Canyon Wash. Skunk Canyon crosses Lake Mary Road in a 3’x8’ Box Culvert where it spreads out through the neighborhood since there is no defined downstream conveyance system. There is one house that receives flooding often and several other properties that experience yard flooding due to the stormwater spreading out between the houses. AIRPORT 1. Apron Reconstruction: Joint repairs between commercial ramp concrete slabs. Project includes replacing backer rod spacers and permanently sealing joints to prevent concrete slab “heave.” 4. Spot Improvement – Shadow Mountain Phase I: Runoff from North Harris Way and both Rainer Loops bypasses the ex. Street gutter and runs across Linda Vista. This water then floods residences on the south side of Linda Vista. This project will reconstruct the intersections on the north side of Linda Vista and install valley gutters to ensure the runoff does not cross to the south side of Linda Vista. 2. Rehab Taxiway Reconstruct: The project consists of paving of Taxiway “A” from Taxiway A-6 to Taxiway A-9, installation of new runway edge lighting, installation of new taxiway edge lighting, installation of all new guidance signs and related electrical work. 3. Terminal Access Road Reconstruction: Mill and overlay or otherwise reconstruct road in front of the airport terminal building. 5. 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. ENVIRONMENTAL SERVICES 1. Fueling Station Project: Install a fueling station at the landfill to fuel landfill equipment to reduce visits to the landfill by the fleet service truck. 6. Rio Parking Replacement: General Fund allocation for partial funding to replace parking displaced by the Rio de Flag Project. 2. Maintenance Building: This project is a facility that will house the Public Works Division and will enable us to move from the current yard. 7. Drainage Spot Improvement: Annual allocation of Stormwater Utility funds to mitigate localized drainage problems. 3. Municipal Services Maintenance Facility: Continue to pursue the addition of a new Maintenance Facility. 4. 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 1. Spot Improvement – Annual: Annual Maintenance of the storm drain system. 2. Spot Improvement – Annual (3990): Annual fund for modifications and/or additions to the storm drain system. Annual Financial Plan 342 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). PROJECT TYPE Operating Facilities Streets Beautification/Parks Water/Wastewater Airport Environmental Services Stormwater TOTAL FY 2011 $ $ 51,000 56,100 23,000 600,000 730,100 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. FY 2012 FY 2013 FY 2014 FY 2015 665,300 62,200 70,700 623,200 1,000 1,422,400 681,900 63,800 75,700 649,000 12,300 1,482,700 765,600 70,800 77,600 666,300 84,400 1,664,700 784,700 72,600 82,500 683,000 7,700 86,500 10,300 1,727,300 2,000 1,800 1,600 Stormwater 1,400 Thousands Environmental Services Airport 1,200 Water/Wastewater Beautification/Parks 1,000 Streets 800 Operating Facilities 600 400 200 FY 2011 Annual Financial Plan FY 2012 FY 2013 FY 2014 343 FY 2015 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM SUMMARY FISCAL YEARS 2012-2017 Beginning Balance $ Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 - - - - - - - - Total Plan - 344 Resources Debt Grants Pay-as-you-go Reserved Total Resources 13,564,025 11,288,787 29,612,249 54,465,061 6,269,435 1,541,066 9,245,699 17,056,200 37,663,784 14,765,227 27,779,108 80,208,119 17,848,855 5,234,490 10,441,748 33,525,093 10,421,500 3,890,601 12,508,849 26,820,950 3,506,539 1,306,065 12,881,785 17,694,389 11,500,000 8,061,391 13,206,184 32,767,575 1,800,000 11,035,900 12,835,900 89,010,113 34,798,840 97,099,273 220,908,226 Expenditures General Government Streets/Transportation BBB Utilities: Water Utilities: Wastewater Airport Environmental Services Stormwater Utility Total Expenditures 23,463,699 5,444,169 6,204,437 3,626,256 644,204 9,264,792 385,000 5,432,504 54,465,061 6,814,633 4,398,183 2,687,019 634,154 145,763 713,309 130,398 1,532,741 17,056,200 32,811,584 6,304,991 6,098,292 9,286,000 1,840,000 8,515,528 10,399,000 4,952,724 80,208,119 17,098,855 6,409,000 2,638,868 1,975,000 775,000 3,828,370 480,000 320,000 33,525,093 8,421,500 6,474,600 1,378,000 2,890,000 2,285,000 3,051,850 2,010,000 310,000 26,820,950 3,506,539 4,740,150 1,262,000 3,950,000 2,500,000 1,415,700 10,000 310,000 17,694,389 11,500,000 3,474,900 1,227,000 4,550,000 3,210,000 8,485,675 10,000 310,000 32,767,575 1,500,000 2,031,900 1,060,000 5,024,000 2,600,000 310,000 310,000 12,835,900 81,653,111 33,833,724 16,351,179 28,309,154 13,355,763 26,010,432 13,349,398 8,045,465 220,908,226 Ending Balance $ - - - - - - - - - City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2012-2017 Budget 2010-2011 General Government General Fund Cemetery Office Addition Redevelopment Arroyo Park Improvements Jay Lively Reconstruction $ 345 General Fund Bond Fund Fire Stations Fire Training Tower FUTS/Open Space Land Acquisition USGS 2010 SFO Incubator Expansion Science Park Sewermain 2010 Potential Bond Projects Communication System 2010 2010 Street/Utility Pvmt Preserve-Bond 2010 (Beulah) Cherry Ave St Replace Franklin/Mohawk - 2010 Bond Izabel Avenue - 2010 Bond Sunnyside Ph V-B - 2010 S. Beaver/S. Leroux - Bond 2010 Aspen Place At Sawmill Jay Lively - 2nd Sheet Ice Presidio Subdivision Court Facility Total General Government $ Estimate 2010-2011 Budget 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 - - - - - Total Plan 140,000 645,000 87,500 3,500,000 12,000 10,571 1,680,320 128,000 645,000 73,800 - 140,000 645,000 84,371 1,680,320 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 - 3,370,914 125,000 19,250 1,160,700 25,000 103,070 95,058 61,000 33,750 118,000 - 209,261 1,300,000 5,420,640 4,720,000 500,000 1,500,000 1,150,000 2,084,308 500,000 474,750 605,825 3,500,000 10,000,000 15,495 12,983,360 2,000,000 2,100,000 - 1,500,000 3,821,500 3,100,000 - 2,500,000 1,006,539 - 1,500,000 10,000,000 - 1,500,000 - 3,595,670 5,925,000 32,244,750 2,500,000 4,720,000 6,606,539 2,660,700 1,175,000 2,187,378 595,058 535,750 2,739,575 118,000 3,500,000 10,000,000 23,463,699 6,814,633 32,811,584 17,098,855 8,421,500 3,506,539 11,500,000 1,500,000 81,653,111 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2012-2017 Budget 2010-2011 Streets/Transportation Streets Minor Transportation Improvements Presidio Roundabout Sidewalk Replacement Program Street Improvement Program Overlay (Bonded Project) Sunnyside Sunnyside Phase V-A Ponderosa Parkway Reserve for Improvements $ 346 Transportation Miscellaneous Safe to School Project Misc Bike/Pedestrian Improvements Bike/Ped and Safety Improvement Country Club Drive Transportation Planning & Programing East Flagstaff Gateway 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 2011 HSIP Total Streets/Transportation $ Estimate 2010-2011 Budget 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Total Plan 100,000 15,000 937,500 895,484 785,223 40,000 75,000 3,000 11,211 1,159,820 150,256 517,541 1,377,436 40,000 50,000 15,000 893,000 1,000 4,719 40,000 50,000 15,000 1,079,600 850,000 50,000 50,000 15,000 1,865,100 50,000 50,000 15,000 1,749,900 50,000 50,000 15,000 1,034,000 50,000 50,000 15,000 1,067,200 50,000 375,000 3,000 101,211 8,848,620 150,256 850,000 518,541 1,382,155 330,000 100,000 100,000 115,000 468,600 21,318 125,000 17,520 416 5,000 38,500 304,608 1,200,000 175,000 - 61,492 12,000 182 85,500 60,000 468,979 4,982 50,000 13,842 500 416 7,472 338 20,275 25,931 200,192 45,500 1,318 5,000 337,400 100,000 300,000 125,000 11,225 167,647 4,060,000 175,000 25,000 200,000 100,000 700,000 151,900 302,500 2,910,000 - 200,000 100,000 2,000,000 159,500 575,000 1,460,000 - 200,000 100,000 167,500 1,375,000 700,000 332,750 - 200,000 100,000 175,900 1,850,000 - 200,000 100,000 184,700 365,000 - 61,492 12,000 1,337,400 182 685,500 60,000 3,468,979 4,982 1,014,500 13,842 1,950,500 416 7,472 338 2,581,500 25,931 1,368,089 8,475,500 175,000 1,318 30,000 5,444,169 4,398,183 6,304,991 6,409,000 6,474,600 4,740,150 3,474,900 2,031,900 - 33,833,724 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2012-2017 Budget 2010-2011 BBB FUNDS Arts and Science Public Art 347 Beautification Streetscape Special Projects & Unprogrammed Work Historic Facades Neon Corridor/Route 66 Preservation Project Rt 66 66-Country Country Club to Maill Trail Woodlands/Beulah Medians Southside Plan - Beaver San Francisco City Hall Flower Beds Rt 66 North Side Streetscape 4th Street Corridor North - Study E. Flag TI ADOT Corridor City Hall Lawn 4th Street Neighborhood Gateway Neighborhood Gardens Butler Medians Phase III 4th Street Corridor Improvements Fourth Street Bridge Enhancement Heritage Square Permanent Lighting Arts Incubator Façade Contribution Pulliam Exit Signage Fort Valley y Road Enhancements Gutter Diversions-Sustainable Streets 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 Route 66 - Rio North to San Francisco 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 $ Estimate 2010-2011 Budget 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Total Plan 269,622 22,258 282,233 40,000 63,000 67,000 72,000 80,000 626,491 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 3,441,576 31,466 30,000 85,942 316 50,000 1,197,126 11,934 46,518 35,000 2,640 22,500 80,000 1,593,442 80,000 83,529 760,530 27,000 55,500 197,360 12,500 521,080 500,000 2,237,499 50,000 30,000 300,000 250,000 30,000 125,000 785,000 50,000 30,000 300,000 50,000 100,000 , 530,000 50,000 30,000 300,000 100,000 480,000 50,000 30,000 300,000 200,000 580,000 50,000 30,000 300,000 380,000 361,466 263,529 85,942 316 810,530 1,224,126 67,434 46,518 35,000 200,000 35,000 601,080 2,000,000 250,000 30,000 125,000 50,000 100,000 , 300,000 6,585,941 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 - 30,000 140,000 150,500 , 44,741 13,566 47,250 17,933 5,000 11,000 23,000 12,350 29,991 55,000 - 50,000 260,000 236,000 , 292,080 1,000 187,000 25,000 114,000 229,000 42,650 134,000 85,000 250,000 150,000 80,000 - 50,000 547,395 40,000 - 50,000 - 50,000 50,000 50,000 100,000 50,000 300,000 330,000 400,000 386,500 , 336,821 14,566 234,250 17,933 577,395 125,000 252,000 40,000 55,000 134,000 29,991 85,000 305,000 150,000 80,000 450,000 Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2012-2017 Budget 2010-2011 BBB FUNDS FUTS (Cont'd) ( ) BNSF Walnut - Florence Underpass Sheep Crossing-Ponderosa Tr-Soldiers Tr High Ctry Tr. Wild West - Lk Mary Rd Marshall Tr-Fort Valley-Rio North Tr Lake Mary - Wild West to JW Powell Rio North - Crescent Bridge Lonetree - Sawmill Rd - Sinclair Wash Little A - ATA to Herold Rn Rd Florence-Walnut Underpass 4th Street-Huntington to Butler Pine Knoll Trail-San Francisco to Lone Tree SW Crossing Tr-Highland Mesa Rd-Woodlands Switzer Cyn Tr-Switzer Cyn Dr-Terrace Ave Total BBB $ Estimate 2010-2011 Budget 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 - Total Plan 452,048 296,433 2,493,239 94,518 387,814 8,656 1,071,319 681,164 522,000 159,666 80,000 3,578,560 220,000 80,000 531,345 315,128 30,000 1,813,868 65,000 70,000 480,000 120,000 785,000 260,000 280,000 25,000 50,000 715,000 125,000 100,000 200,000 575,000 250,000 600,000 775,682 325,000 350,000 220,000 375,000 387,814 125,000 560,000 530,656 691,011 395,128 150,000 250,000 9,138,747 6 204 437 6,204,437 2 687 019 2,687,019 6 098 292 6,098,292 2 638 868 2,638,868 1 378 000 1,378,000 1 262 000 1,262,000 1 227 000 1,227,000 1 060 000 1,060,000 16 351 179 16,351,179 348 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2012-2017 Budget 2010-2011 Estimate 2010-2011 Budget 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Total Plan Water/Wastewater Water 349 Lake Mary Utility Relocate Ft Tuthill Water/Sewer Extension Benton/SF Alley/Elden Waterline Inner Basin Pipeline Reserve for Improvements Railroad Springs Reservior Water Wells Production - Bond Future Water Rights Chlorine Dioxide Water Resource Sustainability Study I-17/I-40 Waterline Relocates Inner Basin Pipeline Realignment Inner Basin Pipeline Re-location Inner Basin Tree Removal Aging Water Infrustructure Replacement Radio Read Meter Replacements Rio Flood Control Project-W/L Replacement San Francisco Alley Waterline Sunnyside Improvements PH 5-9 Ft Tuthill Waterline Loop PH2 Beaver Street WL (Phoenix/Dupont) Elm Street Waterline Franklin Waterline Flagstaff Shallow Wells Raw Water Pump Station VFD Upgrade Lake Mary Land Acquisition Stonehouse-Well Pump & Building LM Wellfield-LM#2 12" Pipeline Water Optimization Study LM Electrical Service Upgrade LM Roof Replacement-Chlorine Storage East Flag Parking Lot Improvements Rate Study Analysis Water System Master Plan $ 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 6,909 25,000 50,000 60,000 250,437 1,808 40,000 200,000 634,154 195,000 125,000 450,000 948,000 251,000 3,600,000 760,000 1,000,000 100,000 1,800,000 57,000 9,286,000 125,000 450,000 500,000 100,000 500,000 150,000 150,000 1,975,000 150,000 1,000,000 200,000 350,000 40,000 300,000 700,000 150,000 2,890,000 150,000 2,000,000 300,000 500,000 300,000 700,000 3,950,000 150,000 2,000,000 300,000 500,000 500,000 300,000 800,000 4,550,000 150,000 2,000,000 400,000 500,000 218,000 230,000 653,000 300,000 100,000 300,000 23,000 150,000 5,024,000 6,909 220,000 900,000 450,000 60,000 1,648,437 251,000 1,808 3,600,000 800,000 1,000,000 7,500,000 1,400,000 1,850,000 40,000 1,600,000 300,000 218,000 230,000 653,000 2,000,000 150,000 1,400,000 800,000 300,000 100,000 300,000 23,000 57,000 150,000 300,000 28,309,154 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2012-2017 Budget 2010-2011 350 Water/Wastewater Wastewater WC Treatment Upgrade/Rec Conn Picture Canyon Westside Interceptor Improvements Mall Reclaim Booster Sewer Master Plan Xeriscape Projects Rio Plant-Replace UV System Digestor Building Repairs Digestor Building Improvements Rate Study-Sewer Portion Wildcat Barscreens Replacement Dredge Wildcat-Replacement Grit Pumps Wildcat-Third Digestor Annual Sewer Replacement Program Rio Flood Control Project-Sewer Replacement Ellery/NAU Sewer Interceptor Reclaim Card Reader Replacement Reclaim System Expansion Juniper Point 12" Reclaim Line Connection Reserve for Improvements Total Water And Wastewater $ Estimate 2010-2011 Budget 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 180,000 315,000 15,432 80,000 3,772 50,000 644,204 128,763 14,000 3,000 145,763 184,000 600,000 176,000 300,000 100,000 380,000 100,000 1,840,000 100,000 200,000 375,000 100,000 775,000 100,000 210,000 75,000 500,000 200,000 1,000,000 100,000 100,000 2,285,000 1,000,000 300,000 1,000,000 100,000 100,000 2,500,000 4,270,460 779,917 11,126,000 2,750,000 5,175,000 6,450,000 Budget 2015-2016 - Budget 2016-2017 Total Plan 1,500,000 300,000 1,000,000 100,000 210,000 100,000 3,210,000 100,000 1,000,000 300,000 1,000,000 100,000 100,000 2,600,000 312,763 14,000 200,000 3,000 1,000,000 600,000 176,000 100,000 300,000 210,000 75,000 3,000,000 1,400,000 4,375,000 380,000 100,000 300,000 210,000 600,000 13,355,763 7,760,000 7,624,000 41,664,917 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2012-2017 Budget 2010-2011 Airport Land Acquisition Glycol Recovery Projects Non-Revenue Parking Design Non-Revenue Parking Rehab Taxiway Reconstruct Terminal Access Rd Reconstruct Pulliam Dr Pavement Marking Installation Westplex Taxilane - Design Rehab Taxiway - Westplex Apron Reconstruction Reconstruct Aircraft Parking Apron Future Projects Total Airport Estimate 2010-2011 Budget 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Total Plan $ 5,505,521 3,159,061 376,500 223,710 - 6,000 372,764 334,545 - 5,132,757 3,159,061 223,710 - 554,318 2,878,732 395,320 2,878,732 173,118 - 638,700 777,000 - 8,070,375 415,300 - 6,000 638,700 777,000 8,070,375 5,505,521 3,159,061 334,545 554,318 5,757,464 223,710 173,118 810,620 $ 9,264,792 713,309 8,515,528 3,828,370 3,051,850 1,415,700 8,485,675 - 26,010,432 351 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2012-2017 Budget 2010-2011 Environmental Services Maintenance Building Stormwater Infrastructure Methane Gas Collection Wells Road Extension Fueling Station-Project #414501 MRF Retrofit for Glass Recycling Cell Preparation Fees Municipal Services Maint Facility Total Environmental Services Estimate 2010-2011 Budget 2011-2012 Budget 2012-2013 Buget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Total Plan $ 75,000 10,000 300,000 - 10,398 120,000 - 100,000 24,000 275,000 10,000,000 100,000 10,000 300,000 70,000 - 10,000 2,000,000 - 10,000 - 10,000 - 10,000 300,000 - 200,000 84,398 2,300,000 70,000 275,000 120,000 300,000 10,000,000 $ 385,000 130,398 10,399,000 480,000 2,010,000 10,000 10,000 310,000 13,349,398 352 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2012-2017 Buget 2010-2011 Stormwater Utility Drainage Spot Improvement Spot Improvement-Annual Spot Improvement-Annual (3990) Spot Improvement-Cherry Ave Spot Improvement-Skunk Canyon Spot Improvement-East Rt 66 Culvert Spot Improvement-Skunk Canyon Construction Spot Improvement-Shadow Mountain Phase I Spot Improvement-Steves Soliere Spot Improvement-Shultz Creek & Construction Spot Improvement-Steves Soliere Spot Improvement-Spruce Linda Vista Spot Improvement-Shultz Creek Construction Rio De Flag Project Rio Parking Replacement Total Stormwater Utility Estimate 2010-2011 Budget 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Total Plan $ 782,282 3,450,222 1,200,000 93,000 75,000 15,000 51,800 86,348 30,000 101,891 112,500 967,202 - 2,419 75,000 15,000 276,380 247,944 3,135,981 1,200,000 5,000 315,000 - 35,000 25,000 250,000 - 130,000 180,000 - 310,000 - 310,000 - 720,419 150,000 30,000 51,800 362,728 30,000 101,891 360,444 315,000 35,000 25,000 380,000 180,000 4,103,183 1,200,000 $ 5,432,504 1,532,741 4,952,724 320,000 310,000 310,000 310,000 310,000 8,045,465 353 City of Flagstaff interest, cannot exceed 50% of the HURF distribution received for the most recent twelve month period by the City. FINANCING THE CAPITAL PLAN The major sources of financing capital improvements in the upcoming fiscal year are: Operating Funds Debt Financing Grants JUNIOR LIEN BONDS PAYABLE FROM HIGHWAY USER TAX REVENUES 34.6% 47.0% 18.4% 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 $1.7 million is outstanding as of July 1, 2011. The City may issue any combination of junior and senior lien bonds as long as the coverage requirements are satisfied. Approximately $19.0 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 34.6% of its CIP out of operating funds. However, because of large funding requirements, debt financing still continues to be the major source of financing for capital improvements. A brief description of the major types of financing available and limitations as to use is presented below. GENERAL OBLIGATION (G.O.) BONDS 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. $27.8 million is outstanding on July 1, 2011, and the City has $47.5 million in available capacity at the 6% debt margin and $130.4 million in available capacity at the 20% debt margin as of July 1, 2011. 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 $3.8 million outstanding at July 1, 2011. The $6.8 million remaining authorization was sold in FY 2003 through the Water Infrastructure Financing Authority (WIFA), with $4.2 million outstanding at July 1, 2011. 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 $37.0 outstanding at July 1, 2011. (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 354 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 $3.2 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, 2011. $18.1 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 and $4.5 million is still outstanding. 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, 2011 is $2.18 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 $2.0 million is still outstanding. In May 2000, the City received voter authorization to issue $25 million in bonds for the construction of an overpass at 4th Street. The City issued these bonds in FY 2004, and $16.1 million is still outstanding. Annual Financial Plan 355 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 34.6% of capital improvements on a pay as you go basis. Capital improvements that are considered ongoing improvements and maintenance required expenditures are built into the rate structure of the two enterprise funds (Utilities and Environmental Services). Additionally, the City has sinking reserve funds for landfill closure. 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 356 City of Flagstaff CITY OF FLAGSTAFF UN-FUNDED CAPITAL IMPROVEMENTS FY 2012- 2022 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 as well as changes in priorities for the City. Estimated Cost GENERAL GOVERNMENT Police Department Police Admin. Facility Expansion Joint City/County Evidence Storage $ 2,650,000 2,500,000 Fire Department Apparatus Replacement Program Training Center, Sta. 4 and 6 Improvements 5,517,000 1,250,000 Municipal Facilities Municipal Courts Facility Municipal Services Maintenance Facility Downtown Parking Garage City Hall Annex Records Storage Facility 23,000,000 54,000,000 25,000,000 3,750,000 250,000 ECONOMIC VITALITY Community Design/Streetscape N. Fourth St. Corridor Improvements Arts Incubator Facility 12,500,000 TBD Tourism/Visitor Services Visitor Center Platform Reconstruction 330,000 COMMUNITY ENRICHMENT Recreation Aquaplex Expansion - 25 meter Competetive Pool - 50 meter Cogdill Recreation Center Structural Renovations Enclosed Tennis Courts/Flag Rec Center Flagstaff Soccer Complex - Christiansen Parcel Snow Play Area Jay Lively Ice Rink Expansion Girls Softball Facility Annual Financial Plan 357 10,000,000 20,000,000 1,000,000 1,000,000 4,000,000 5,640,000 5,000,000 TBD City of Flagstaff CITY OF FLAGSTAFF UN-FUNDED CAPITAL IMPROVEMENTS FY 2012- 2022 Estimated Cost PUBLIC WORKS Parks Arroyo Park Improvements Buffalo Park Improvements Bushmaster Park Land/Expansion Cheshire Park Improvements Christensen Park Development Clay Basin West Park Development Continental Regional Park Phase I Continental Regional Park Phase II Joe Montalvo Park Improvements Lake Mary Regional Park Development McPherson Park Improvements Thorpe Park Improvements Phase II Wheeler Park Re-Design Woodlands Village/Boulder Park Park Land Acquisition Ft. Tuthill Park Land Acquisition $ 1,316,800 1,277,700 1,915,000 5,354,500 9,399,700 13,193,500 29,466,800 15,428,200 997,450 24,202,100 1,597,000 9,735,600 1,096,500 4,428,200 TBD Cemetery Cemetery Entrance Cemetery Expansion 680,000 TBD Streets Sunnyside Neighborhood Improvements Unfunded Street Pavement Preservation Lockett Rd. Reconstruction 7,500,000 12,125,000 7,500,000 TRANSPORTATION Lone Tree Corridor Rte 66 to Butler Ave Butler Ave to Pine Knoll Pine Knoll to J Wesley Powell Blvd Milton Rd. Corridor Improvements Riordan Ranch St. Backage Rd. Yale/Plaza Way/Metz Walk Backage Rd. Beulah Blvd - Airport T.I. to L. Mary Rd. Fourth St./I-40 Overpass & Roadway J. Wesley Powell Blvd - Airport to L. Mary Rd. Woody Mtn Loop - Rte 66 to I-17 I-17/Woody Mtn Rd Traffic Interchange J. Wesley Powell Blvd - L. Mary Rd. to S. Fourth St. E. Butler Ave Extension to Section 20 Empire Ave. Extension to E. Rte 66 Annual Financial Plan 358 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 CITY OF FLAGSTAFF UN-FUNDED CAPITAL IMPROVEMENTS FY 2012- 2022 Estimated Cost URBAN TRAILS Bow & Arrow Trail - Lone Tree to AZ Trail Downtown Underpass Lone Tree Trail - Butler to Sinclair Wash Santa Fe West Trail - Clay Ave. to Railroad Springs Santa Fe West Trail - Walnut to Rio Woodlands Trail - Rte 66 to Santa Fe West $ 75,000 550,000 70,000 200,000 1,050,000 200,000 UTILITIES Water Lake Mary Water Plant (3 projects) Water Distribution ( 3 projects) Water Production ( 5 projects) 1,225,000 6,500,000 2,121,000 Wastewater Wastewater Treatment Plant ( 1 projects) Wastewater Collection ( 2 projects) Wastewater Monitoring ( 1 project) Wastewater Treatment Improvements ( 2 projects) Wastewater Collection/Reclaim Distribution ( 2 projects) 250,000 1,000,000 250,000 4,150,000 1,776,500 Stormwater Rio de Flag Flood Control (partially funded) Rio de Flag Parking Replacement (partially funded) TOTAL UNFUNDED PROJECTS Annual Financial Plan 17,885,000 3,800,000 $ 359 619,403,550 City of Flagstaff Annual Financial Plan 360 City of Flagstaff T AF R D Annual Financial Plan 361 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 58.4 68.0 77.9 81.6 79.0 73.5 63.4 51.7 43.4 15.3 18.0 22.4 27.9 34.3 41.8 50.9 49.7 41.9 31.4 22.5 16.6 2.11 2.01 2.07 1.25 0.62 0.45 2.46 2.73 1.91 1.47 1.59 2.02 (average) 61.2 31.1 20.69 Source: Western Regional Climate Center (Jan. 1893-Sept. 2010) 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 25,204 students in their 152 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 2010 65,870 134,421 6,392,017 Sources: Arizona Department of Commerce and U.S. Census Bureau 362 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 1,712 2,154 1,649 1,038 202 390 313 145 160 98 60 93 21 18 8,053 34,589 1,582 4.5% 399,244,815 813,239,868 781,252,040 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. 2010* 76,599 6,819 8.9% 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, *Dec 2010 Annual Financial Plan 8,053 1,843,603,506 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 2011, NAU offered 95 Bachelor, 49 Master, and 9 Doctorate along with 19 Undergraduate and 19 Graduate certificates. Top enrollment for its 25,204 students (17,529 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% 9,762 1,787,828,409 Coconino County Community College offers 35 associate degrees and 30 certificate programs, as well as continuing education courses and special programs for small businesses. In the fall of 2010, enrollment was 3,571 students (1,117 of which were enrolled Full-Time). 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 5,440 1,238,195,104 Flagstaff Unified School District #1 has 8 elementary schools, 2 middle schools, 2 alternative schools, 3 magnet schools, and 2 high schools. In addition to the public school system, there are 12 charter 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 $3.01 billion in FY 2011. 1990 2011 Education Source: City of Flagstaff, Tax, Licensing, and Revenue Division Labor Force Data (Annual Average) Civilian Labor Force Unemployed Unemployment Rate 2010 Sources: AZ Department of Revenue; City of Flagstaff June 2011 Business Licenses 2000 363 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, where national and international connections can be made. 364 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 200 physicians are on active staff at the hospital, representing 50 medical specialties. Water conservation programs include a reclaimed water treatment plant and related distribution lines to transport water to large irrigation water users, rebates and incentives, development of xeriscape demonstration gardens, and a year round water use policy that restricts the times and days outside irrigation is allowed. Rebates are offered for qualifying high efficiency toilets, efficient washing machines, hot water re-circulators, and turf removal/xeriscape projects. The City also sells rain barrels to residents. Additionally, an annual AZ Project WET Water Festival occurs in October for all th Flagstaff area 4 grade school children. Making the most efficient use of the water we have means we do not have to find additional sources of water as often. Recreation The City is surrounded within and without by coniferous forests, which allow for an array of outdoor sports and camping and backpacking opportunities. Downhill skiers enjoy 32 runs down the San Francisco Peaks, just 14 miles from downtown Flagstaff. Groomed trails at the Flagstaff Nordic Center provide over 40 kilometers of crosscountry skiing. Endless miles can be skied on the hundreds of miles of forest service roads. Flagstaff even sponsors the annual Winter Festival that includes dog sled races. Hikers, joggers, and mountain bikers will find miles of trails, which range from gentle grades to extremely difficult terrain. The outdoor sportsman will find opportunities for hunting and fishing. The individual committed to an exercise routine, which includes running, or walking will find a 2-mile track complete with a 20-station Vita Course at Buffalo Park, a woodland area atop a mesa with spectacular views of the San Francisco Peaks. For those who enjoy organized team sports, the City has adult and youth leagues for softball, baseball, basketball, soccer, ice hockey, and volleyball throughout the year. Additional recreation amenities include the skateboard park and disc golf course, which provide year-round recreational opportunities. Annual Financial Plan 365 City of Flagstaff City of Flagstaff, Arizona Principal Taxpayers Tax Year 2010 As a Percentage Total of the City Total Valuation Assessed Valuation Assessed Taxpayer Type of Business Arizona Public Service Company Utility W L Gore & Associates Inc. Manufacturer $ Secondary 14,976,488 1.73% 14,094,332 1.63% Qwest Corporation Utility 5,485,687 0.63% Nestle Purina Petcare Company Distribution/Retail 4,973,928 0.58% Lone Tree Investments, LLC Residential Developer 5,202,867 0.60% Flagstaff Mall Associated Ltd. Partnership Shopping Center 4,234,886 0.49% Walgreen Arizona Drug Co. Medical 3,418,818 Flagstaff Medical Center, Inc. Medical 3,508,774 0.41% Little America Refining Co. Hotel/Tourism 2,956,466 0.34% Ortholand, LLC Medical 2,749,094 0.32% 61,601,340 7.13% Total Principal Taxpayers $ 0.40% 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 366 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 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 2011 1.0000 0.7210 2.0000 1.1250 6.6000 11.4460 Annual Financial Plan 367 City of Flagstaff City of Flagstaff, Arizona Miscellaneous Statistics Date of Incorporation May 26, 1894 Elections Last Municipal Election May 2010 Number of Registered Voters Number of Votes Cast % of Registered Voters that Voted Last Special Election November 2010 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 27,589 11,970 46.00% 29,068 17,874 61.50% Form of Government Council, City Manager Area - Square Miles June 2011 - 65.62 Number of Developed Parks Number of Un-developed Parks Park Acreage Flagstaff Urban Trail System-Miles 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 3,466 3,179 13 7,308 Employees as of June 30, 2011 Merit System Exempt Temporary Elected Officials Total Payroll for the Year Ending 2011: 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 12/31/2010 Ave. Patrol Officers for 24 hour period Vehicular Patrol Units Coconino County Jail Prisoner Capacity $ 558 150 215 7 51,147,754 7 85.00 168 168 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 4 2 4 17 1 17 6 Education Number of Schools: Public Elementary Public Middle School Public High School Alternative Schools Magnet Schools Charter Schools Community College (Coconino) University (Northern Arizona) 8 2 2 2 3 10 1 1 Number of Students (Fall 2010): Flagstaff Unified School District Charter Northern Arizona University Flagstaff Campus All Locations Coconino Community College Full-Time Part-Time 41,791 26.9 29 596 1 122 11 61 48 368 24 5 734.95 53.00 10,104 1,969 17,529 25,204 1,117 2,454 City of Flagstaff City of Flagstaff, Arizona Miscellaneous Statistics Sales Tax Retail Sales Last 10 Fiscal Years: 2011 $ 2010 2009 2008 2007 2006 2005 2004 2003 2002 Total Sales Tax Revenue for Fiscal Year 2010 $ Utility Enterprise Total Active Accounts on June 30, 2011 Water Single Family Average Gallons/Household/Month Plants Capacity (Million Gallons per Day): Lake Mary Water Treatment Plant Reservoir Filtration Plant Wildcat Hill Plant Rio de Flag Reclaim Plant Number of Facilities: Wells Reservoirs Reclaimed Reservoirs Population Census Population Count-Last Five Censuses: 2010 2009** 2008** 2007** 2006** 2000 1995* 1990 1985* 1980 *Special Census **Estimate 1,843,603,506 1,787,828,409 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 13,537,779 2000 Census Information: Age Distribution of Population for Urbanized Areas Only 1-4 Years 5-17 Years 18-64 Years 65+ Years 22,092 5,107 8 2 6 4 Number of Housing Units Average Persons per Housing Unit Average Family Size Median Household Income Per Capita Income (2000) 28 9 1 65,870 65,522 64,693 64,200 62,030 52,894 52,701 45,854 38,247 34,743 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 369 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 - 370 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 Net Bonded Fiscal Year Population (1) $ Secondary Gross Less Net Debt to Net Bonded Assessed Bonded Current Bonded Assessed Debt Per Value (2) Debt Portion Debt Value Capita 2001 57,700 33,732,570 8% 2002 59,160 408,592,733 429,030,400 $ 36,873,231 36,537,570 $ 2,888,505 2,805,000 $ 33,984,726 8% $ 584.62 574.45 2003 61,030 444,674,678 34,012,849 3,570,000 30,442,849 7% 498.82 2004 61,270 464,257,886 30,967,902 3,920,000 27,047,902 6% 441.45 2005 61,145 501,655,440 26,784,064 3,915,000 22,869,064 5% 374.01 2006 62,030 556,680,587 49,169,726 4,629,726 44,540,000 8% 718.04 2007 64,200 624,199,899 44,540,000 4,675,000 39,865,000 6% 620.95 2008 64,693 750,538,367 39,865,000 4,760,000 35,105,000 5% 542.64 2009 65,522 878,781,823 35,105,000 3,550,000 31,555,000 4% 481.59 2010 65,870 916,341,717 31,555,000 3,710,000 27,845,000 3% 422.73 (1) Arizona Department of Economic Security projected population increases except 2010, which are official census figures. (2) From County Assessors Office. City of Flagstaff, Arizona Total Bonds Payable Last Five Fiscal Years General Obligation Revenue Other Special Assessment Total Bonds Payable $ $ 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 2011 31,555,000 11,278,908 24,850,000 18,615,000 86,298,908 $100,000,000 $80,000,000 Special Assessment $60,000,000 Other Revenue $40,000,000 General Obligation $20,000,000 $2007 Annual Financial Plan 2008 2009 371 2010 2011 City of Flagstaff City of Flagstaff, Arizona United States Consumer Price Index 10-Year Historical Trend - June Versus June Non-Seasonally Adjusted 2002 June 179.9 Percent Change 1.1% 2003 183.7 2.1% 2004 2005 189.7 3.3% 2006 194.5 2007 202.9 2.5% 4.3% 2008 208.4 2009 218.8 2.7% 2010 215.7 5.0% 218.0 -1.4% 2011 225.7 1.1% 3.5% CONSUMER PRICE INDEX 10 YEAR HISTORICAL TREND - JUNE 240.0 220.0 200.0 180.0 160.0 140.0 120.0 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2010 2011 CONSUMER PRICE INDEX 10 YEAR HISTORICAL TREND - PERCENT CHANGE 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 0.0% 2002 2003 2004 2005 2006 2007 2008 2009 -1.0% -2.0% Source: Tax, Licensing, and Revenue Division Annual Financial Plan 372 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2007-2008 2008-2009 2009-2010 2010-2011 Change 2011-2012 Adopted 2011-2012 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 Mgmt Assistant (Funded in FY11 & FY12) PIO - Management Assistant Total 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 0.5 1 0 0.75 1 1 1 0.875 0.125 2 1.25 1 1 0 11.5 -0.5 0 0 0.25 0 0 0 0 -0.125 0 0 0 -0.33 0 -0.705 0 1 0 1 1 1 1 0.875 0 2 1.25 1 0.67 0 10.795 CITY CLERK City Clerk City Records Technician Deputy City Clerk Executive Admin Assistant Total 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 Transfer Transfer Transfer Transfer 0 0 0 0 0 0 0 0 0 0 0 CAPITAL IMPROVEMENTS Admin Spclst Capital Improvements Engineer Engineering Technician IV Intern Project Manager Senior Project Manager Total 0 2 1 0.5 10 0 13.5 0 2 1 0.5 10 0 13.5 1 2 0 0 8 0 11 1 2 0 0 8 0 11 0 -1 0 0 -2 0 -3 1 1 0 0 6 0 8 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 Recrt Spec Total 1 1 0 0.5 1 1 0 1 1 6.5 1 1 1 0.75 1 0 0 1 1 6.75 1 1 1 0.75 1 0 1 0 1 6.75 1 1 1 0.75 1 0 1 0 0.5 6.25 0 0 0 0 0 0 0 0 0.5 0.5 1 1 1 1.75 1 0 1 0 0 6.75 0 1 1 1 3 1 0 1 1 3 1 0 1 0 2 1 0 1 0 2 0 0 0 0 0 1 0 1 0 2 SECTION RISK MANAGEMENT Assistant to City Manager (Risk Mgt) Risk Manager Insurance Claim Specialist Safety/Risk Management Specialist Total Annual Financial Plan 373 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION CUSTOMER SERVICE Admin Asst Admin Spclst Admin Spclst Supervisor Customer Srvc Manager Meter Reader Meter Reader (Funded in FY11) Meter Reader Supervisor Meter Technian Total LAW Admin Asst Admin Asst (Funded in FY12) Admin Spclst Admin Spec Supervisor Asst City Attorney City Attorney City Prosecutor Deputy City Attorney Executive Assistant/Paralegal Intern Legal Assistant Senior Ass't City Attorney Senior Ass't City Attorney (Funded in FY11) Total INFORMATION TECHNOLOGY Application Support Specialist I Application Support Specialist II Database Analyst III Division Director (IT) GIS Analyst Senior GIS Manager GIS Specialist GIS System Analyst GIS Technician IT Adminstrator IT Analyst IT Director IT Manager IT Services Specialist IT Services Supervisor IT Specialist IT Technician Network Administator Senior Network Administrator System and Applications Mgr System Administrator Total Annual Financial Plan 2007-2008 2008-2009 2009-2010 2010-2011 Change 2011-2012 Adopted 2011-2012 2.75 2 0 1 4 0 1 0 10.75 2.75 2 0 1 4 0 1 0 10.75 2.75 2 0 1 4 0 1 0 10.75 4 1 1 0 3.25 0.75 1 0 11 0 0 0 0 0 -0.75 0 0 -0.75 4 1 1 0 0 0 1 3.25 10.25 1 0 2 1 4 1 0 1 0 0.25 1 5 0 16.25 1 0 2 1 4 1 0 1 0 0.25 1 5 0 16.25 1.75 0 2 0 4 1 0 1 0 0 1 4 0 14.75 1.75 0 2 0 4 1 0 1 0 0 1 3 1 14.75 -0.25 0.25 0 0 0 0 0 0 0 0 0 0 -1 -1 1.5 0.25 2 0 4 1 1 1 0 0 1 2 0 13.75 1 1 1 0 1 1 1 0 2 0 0 1 0 2 1 0 0 1 1 1 1 16 1 1 1 1 1 1 1 0 2 0 0 0 0 2 1 0 0 1 1 1 1 16 1 1 1 1 0 1 1 1 1 0 0 0 0 0 1 0 0 1 1 1 1 13 0 0 0 1 0 0 0 0 0 1 4 0 2 0 1 1 2 0 0 0 1 13 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 1 4 0 2 0 1 1 2 0 0 0 1 13 374 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2007-2008 2008-2009 2009-2010 2010-2011 Change 2011-2012 Adopted 2011-2012 3 1 0 2 0 1 1 1 3 1 13 3 1 0 2 1 0 1 Transfer 3 1 12 1 1 0 0.5 1 0 1 0 3 1 8.5 Transfer 1 0 0 1 0 1 0 3 1 7 0 0 1 0 0 0 0 0 0 0 1 0 1 1 0 1 0 1 0 3 1 8 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 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 1 1 1 1 1 2 0 1 1 0 9 0 0 0 0 -1 0 0 0 0 0 0 -1 0 1 1 1 0 1 2 0 1 1 0 8 LIBRARY - CITY/GRANTS Admin Specialist Application Support Specialist II Librarian Library Assistant I Library Assist. I (temp) Library Assistant II Library Cataloging Assistant Library Clerk I Library Clerk I (temp) Library COE Aide Library Director Library Inf. Syst. Coord. Library Inf. Tech. Coord. Library Manager Library Page Library Page (temp) Library Staff: Sunday Library Supervisor Network Administrator Total 1.5 0 2 16.01 2.75 3 1 7.38 3.25 0.25 1 0 2 3 2 1 0 1 0 47.14 1.63 1 2 16.76 3 3 1 7.38 3.75 0.25 1 0 2 3 2 1 3 1 1 53.77 1.63 1 2 16.76 3 3 1 7.38 3.75 0.25 1 0 2 3 2 1 0 1 1 50.77 1.63 1 2 16.76 3 3 1 7.38 3.75 0.25 1 0 2 3 2 1 0 1 1 50.77 0.37 0 0 0.26 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.63 2 1 2 17.02 3 3 1 7.38 3.75 0.25 1 0 2 3 2 1 0 1 1 51.4 SECTION MANAGEMENT SERVICES Admin Asst Admin Spclst Business Analyst Buyer Division Director (Mgmt Services) Management Services Director Purchasing Director Real Estate Manager Senior Procurement Specialist Warehouse Technician Total Annual Financial Plan 375 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2007-2008 2008-2009 2009-2010 2010-2011 Change 2011-2012 Adopted 2011-2012 FINANCE Account Clerk I Account Clerk II Accountant I Accountant II Accounts Payable Specialist Accounts Specialist Finance/Budget Manager Finance Director Finance Manager Grants Specialist Grants Manager Intern Payroll Assistant Payroll Manager Payroll Supervisor Total 2 1 1 5 1 0 1 0 0 0 1 0.14 1 0 1 14.14 2 1 1 3 0 1 0 1 2 0 1 0.14 1 0 1 14.14 1.5 0 0 3 0 1 0 1 2 0 1 0 1 1 0 11.5 1 0 3 0 0 1 0 1 2 1 1 0 1 1 0 12 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 3 0 0 1 0 1 2 1 1 0 1 1 0 12 FMPO Intern Administrative Specialist Metro Planning Org Manager Multi modal Planner Total 0.38 0.5 1 1 2.88 0.38 0.5 1 1 2.88 0.38 0.5 1 1 2.88 0.38 0.5 1 1 2.88 0 0 0 0 0 0.38 0.5 1 1 2.88 2 1 0 3 2 0 1 3 1.5 0 1 2.5 1 0 1 2 0 0 0 0 1 0 1 2 2 1 1 1 0 1 4 5 2 1 0 1 0 Transfer 0 2 0 0 Transfer Transfer Transfer 2 0 1 1 0 1 3 5 1 1 0 1 1 0 0 2 0 1 0 0 0 2 0 0 1 0 1 3 0 0 1 0 1 1 0 1 0 1 1 0 0 0 1 0 0 0 5 1 3 0 0 0 1 1 1 0 1 0 1 1 0 0 0 0 0 0 0 0 0 -1 0 0 0 -1 0 0 0 0 0 0 0 0 0 0 1 0 0 0 5 1 2 0 0 0 0 1 1 0 1 0 1 1 0 0 0 SECTION COMMUNITY DEVELOPMENT ADMIN Admin Specialist Community Development Dir Dir. Division Director (CD) Total PLANNING & DEVELOPMENT SERVICES Admin Spclst Advanced Planning Manager Associate Planner Building Inspection Mgr Building Inspector Building Official Building Plans Examiner Case Manager 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 Rep Development Services Specialist Development Services Supervisor Engineering Technician I p-time Engineering Technician II Engineering Technician III Annual Financial Plan 376 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION 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 Planning Techician Project Management Admin. Zoning Code Administrator Zoning Code Manager Total ENGINEERING Admin Spclst Assistant City Engineer City Engineer Construction Manager Engineering Inspector Engineering Technician I p-time Engineering Technician II Engineering Technician III Engineering Technician IV Engineering Tech E i i T h Leadworker L d k Inspector I Inspector II Inspection Supervisor Intern Material Tech Aide Materials Tech I Materials Tech II Project Manager Traffic Engineer Transportation Technician Total Annual Financial Plan 2007-2008 2008-2009 2009-2010 2010-2011 Change 2011-2012 Adopted 2011-2012 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 0 0 1 0 0 0 1 3 1 0 0 1 1 24 0 0 0 0 0 0 0 0 0 0 0.5 0 0 0 -1.5 0 0 0 1 0 0 0 1 3 1 0.5 0 1 1 22.5 1 1 1 1 0 0.5 1 1 1 0 4 2 1 0.5 0.5 2 1 6 1 0 25.5 1 1 1 1 6 0.5 1 1 0 1 0 0 1 0.5 0.5 2 1 6 1 0 25.5 Transfer 1 1 1 5 0 0 1 0 1 0 0 1 0 0 2 1 5 1 0 20 0 1 1 1 5 0 0 1 0 0 0 0 1 0 0 2 0 4 1 0 17 0 0 0 0 -1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 1 1 4 0 0 1 0 0 0 0 1 0 0 2 0 4 1 1 17 377 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2007-2008 2008-2009 2009-2010 2010-2011 Change 2011-2012 Adopted 2011-2012 2 0 0 Transfer Transfer Transfer Transfer 0 1 1 1 1 1 1 1 0 1 0 1 1 0 12 1 0 0 0 0 0 0 0 Transfer Transfer Transfer 1 1 1 0 1 Transfer 0 Transfer 1 0 6 1 0 1 0 0 0 0 0 0 0 0 1 Transfer 1 0 Transfer 0 0 0 1 1 6 0 1 1 0 0 0 0 1 0 0 0 0 0 1 0 0 0 1 0 0 0 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 0 0 0 1 0 0 0 0 0 1 0 0 0 1 0 0 0 5 DOWNTOWN MANGEMENT Downtown Manager Parking Ambassador Park Maintenance Total 1 0 0 1 1 3 1 5 1 3 1 5 1 3 1 5 0 0 0 0 1 3 1 5 HOUSING Admin Spclst Comm. Housing & Grants Adm. (Grant Funded) Community Housing Manager Community Housing/NeighPlanner Housing Project Coordinator (Grant Funded) Permanent Afford Adm (Grant Funded) Total 0 0 0 0 0 0 0 1 1 1 1 1 1 6 1 1 1 1 1 1 6 1 1 1 1 0 1 5 0 0 0 0 0 0 0 1 1 1 1 0 1 5 SECTION COMMUNITY INVESTMENT Admin Spclst Admin Spclst Leadworker Brownfield Specialist Community Code Administrator Community Code Enf Officer Community Code Officer II Community Code Enf Supervisor Community Design & Redevelopment Mgr 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 Project Coordinator Manager of Enhanced Svcs Dist (Eff 2010-2012) Land Trust Manager Planning & Community Design Mgr Redevelopment Mgr. (Eff. 2010-2012) Total Annual Financial Plan 378 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION FIRE Admin Asst Admin Spclst Asst. Fire 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 Marshall Fuel Manager Fuel Mgt. Crew Member Fuel Mgt. Leadworker Wildland Fire Manager Wildland Fire Mgt Crew Mmbr (Grt Funded) Wildland Fire Specialist I Wildland Fire Specialist I (Funded in FY11) Wildland Fire Specialist I (Grant Funded) Wildland Fire Specialist II Wildland Fire Leadworker (Grant Funded) Total Annual Financial Plan 2007-2008 2008-2009 2009-2010 2010-2011 Change 2011-2012 Adopted 2011-2012 1 1 1 0 1 2 0 4 21 0 1 21 0 39 0 2 3 0 1 2.75 1 0 0 0 0 0 0 0 101.75 1 1 2 0 1 2 1 4 21 0 0 21 0 39 0 2 3 0 1 2.75 0 0 0 0 0 0 0 0 101.75 0 2 0 2 0 2 1 4 24 0 0 21 0 36 0 0 2 0 0 0 0 1 2 1 0 0 1 0 99 0 2 0 0 0 2 1 3 21 3 0 18 3 29 4 0 2 0 0 0 0 1 1 0 1 0 0 1 92 0 0 0 0 0 -1 0 0 0 -3 0 0 -3 5 -4 0 -1 1 0 0 0 0 -1 0 -1 1 0 0 -7 0 2 0 0 0 1 1 3 21 0 0 18 0 34 0 0 1 1 0 0 0 1 0 0 0 1 0 1 85 379 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2007-2008 2008-2009 2009-2010 2010-2011 Change 2011-2012 Adopted 2011-2012 10 4 2 2 1 0 0 3 1 1 1 18 25 5 0 5 77 0 1 0 12 1 1 0 2 172 0 15 2 2 2 0 1 3 1 0 1 19 25 0 5 4 81 0 0 2 12 1 1 0 2 179 0 13 1 2 2 0 1 2 1 0 1 19 23 0 5 4 68 0 0 1 12 1 0 1 1 158 0 13 1 2 1 1 1 2 1 0 1 19 23 0 5 4 66 0 0 1 12 1 0 1 1 156 0 0 0 0 1 -1 0 0 0 0 0 0 0 0 0 0 -1 1 0 0 0 0 0 0 0 0 0 13 1 2 2 0 1 2 1 0 1 19 23 0 5 4 65 1 0 1 12 1 0 1 1 156 POLICE GRANTS Admin Spclst Police Officer Police Sergeant Total 1 0 1 2 1 0 1 2 1 8 1 10 1 10 1 12 0 0 0 0 1 10 1 12 PUBLIC WORKS ADMINISTRATION Admin Spclst Assistant Public Works Director Division Director (Public Works) Project Manager Public Works Director Senior Project Manager Total 1 1 0 0 1 1 4 1 1 1 1 0 0 4 1 1 1 1 0 0 4 0.5 0 1 1 0 0 2.5 0 0 0 0 0 0 0 0.5 0 1 1 0 0 2.5 PARKS Maintenance Worker - Temps Maintenance Worker Maintenance Worker I Maintenance Worker II Maintenance Worker III Parks Leadworkers Public Works Manager (Parks) Parks Supt. Parks Supervisor Total 8 0 11 8 2 0 0 1 1 31 5.46 25 0 0 0 0 0 1 1 32.46 3.2 23 0 0 0 0 0 1 1 28.2 3.2 21 0 0 0 2 1 0 0 27.2 0.26 0 0 0 0 0 0 0 0 0.26 3.46 21 0 0 0 2 1 0 0 27.46 SECTION 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) 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 Officer (Funded in FY12) 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 380 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2007-2008 2008-2009 2009-2010 2010-2011 Change 2011-2012 Adopted 2011-2012 FLEET SERVICES Buyer Fleet Manager Fleet Mgmt. Supt. Fleet Supervisor Mechanic Aide Mechanic I Mechanic II Mechanic III Leadworker Parts Specialist Public Works Manager (Fleet) Service Writer Welder Total 1 0 1 1 1 2 4 2 1 0 1 1 15 1 1 1 0 0 3 4 2 1 0 1 1 15 1 1 1 0 0 3 4 2 0 0 1 1 14 1 0 0 0 0 3 4 2 0 1 1 1 13 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 3 4 2 0 1 1 1 13 FACILITIES MAINTENANCE Custodian/Attendant Facility Maintenance Manager Facilities Maintenance Superintendent Facilities Maintenance Supervisor HVACR Technician Maintenance Worker Maintenance Worker I Maintenance Worker II Maintenance Worker III Maintenance Worker III-Lead Total 1 1 0 0 0 0 2 5 2 1 12 0 0 1 0 1 9 0 0 0 1 12 0 0 1 1 0 9 0 0 0 0 11 0 1 1 0 0 9 0 0 0 0 11 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 0 9 0 0 0 0 11 2 1 0 0.25 1 7.5 2 1 0 0 1 45.48 0 6 67.23 2 1 1 0.25 0 7.5 2 0 0 1 1 45.48 0 6 67.23 1 1 1 0.25 0 5.5 5 0 0 1 1 37.91 0 6 59.66 1 1 1 0.25 0 5.5 5 0 0 1 1 37.91 0 6 59.66 0 0 0 0 0 0 0 0 0 0 0 1.4 0.29 0 1.69 1 1 1 0.25 0 5.5 5 0 1 1 0 39.31 0.29 6 61.35 SECTION RECREATION Admin Asst Admin Spclst Division Director (Comm Enhancement) Intern Parks & Recreation Director Recreation Coord. I Recreation Coordinator II Recreation Manager Recreation Services Director Recreation Supervisor Recreation Supt. Recreation Temporaries Recreation Temporaries (Grant Funded) Senior Recreation Coordinator Total Annual Financial Plan 381 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION STREET MAINTENANCE & REPAIRS Admin Spclst Cemetary Caretaker Cemetery Maint. Specialist Equip. Oper. III LDWKR Equip. Opers. Snow temps Equipment Operator Equipment Operator I Equipment Operator II Equipment Operator III Intern Maintenance Worker Maint. Wkr. I Maint. Wkr. II Maint. Wkr. III Maint. Wkr. III LDWKR Maint. Worker temp Safety/Training Coordinator Public Works Manager (Streets) Public Works Section Head Streets Leadworker Streets Manager Street Superintendent Street Supervisor Traffic Signal Technician Traffic Signal Technician Ass't Transportation and Maint Mgr Total AIRPORT Admin Spclst Airport Director Airport Manager Airport Operations Supv Airport Service Worker I Airport Service Worker II Maintenance Wrks - Snow Total Annual Financial Plan 2007-2008 2008-2009 2009-2010 2010-2011 Change 2011-2012 Adopted 2011-2012 1 0.75 1 1 8.06 0 4 8 3 0 0 3 3 2 1 0.75 0 0 0 0 0 1 1 1 1 Transfer 40.56 40 56 1 0.75 1 1 8.06 14 0 0 0 0.5 8 0 0 0 1 0.75 1 0 0 0 1 1 0 1 1 0 41.06 41 06 1 0.75 1 0 4.31 14 0 0 0 0.5 7 0 0 0 1 0.75 0 0 0 3 1 1 0 0 1 0 36.31 36 31 1 0.75 1 0 4.31 15 0 0 0 0.5 7 0 0 0 0 0.75 0 1 1 3 0 0 0 0 1 0 36.31 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 1 0.75 1 0 4.31 15 0 0 0 0.5 7 0 0 0 0 0.75 0 1 1 3 0 0 0 0 1 0 36.31 36 31 1 0 1 1 4 3 0.5 10.5 1 1 0 1 4 3 0.5 10.5 1 1 0 1 3 3 0.5 9.5 1 1 0 1 3 3 0.5 9.5 0 0 0 0 0 0 0 0 1 1 0 1 3 3 0.5 9.5 382 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 Conservation Manager Environmental Aide Environmental Assistant Environmental Code Enf Aide Environmental Code Specialist Environ Program Manager Environmental Program Specialist Environmental Project Manager Environmental Services Mgr 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 ES Leadworkers 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 Sustainability and Env Mgr Sustainability Assistant (Grant Funded) Sustainability Manager Sustainability Specialist Total 2007-2008 2008-2009 2009-2010 2010-2011 Change 2011-2012 Adopted 2011-2012 2.5 1 1 1 1 1 1 1 0.6 1.5 1 1 0 1 1 2 1 0 0 2 1 4 11 11 0 1 1 2 2 1 1 0 2 2 1 0 1 0 61.6 3.5 1 1 0 1 1 1 1 0.6 1 1 1 1 1 0 2 1 38 0 2 1 0 0 0 0 1 0 0 0 1 0 0 2 2 1 0 1 1 68.1 3.5 1 1 0 1 Transfer 0 1 0.6 1 1 1 1 1 0 2 1 37 0 2 1 0 0 0 0 1 0 0 0 0 0 1 2 2 1 0.48 1 1 65.58 3.5 1 1 0 1 0 0 0 Transfer Transfer 0 Transfer Transfer Transfer 0 2 Transfer 34 1 2 1 0 0 0 2 0 0 0 0 0 0 1 1 2 Transfer Transfer Transfer Transfer 52.5 -0.5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 -4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 -4.5 3 1 1 0 1 0 0 0 0 0 0 0 0 0 0 2 0 30 1 2 1 0 0 0 2 0 0 0 0 0 0 1 1 2 0 0 0 0 48 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 0.48 1 2 11.08 0 0 0 0 0 0 0 0 0.52 0 0 0.52 0.6 1 1 1 1 1 1 1 1 1 2 11.6 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 Sustainability Assistant (Grant Funded) 0 Sustainability Manager 0 Sustainability Specialist 0 Total 0 Annual Financial Plan 383 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2007-2008 2008-2009 2009-2010 2010-2011 Change 2011-2012 Adopted 2011-2012 2 0 1 0 1 1 0 1 0 1 1 0.5 1 9.5 2 1 1 0 0 1 1 1 0 1 1 0.5 1 10.5 2 1 1 1 0 1 1 1 1 0 0 0 1 10 2 1 1 1 0 1 1 0 1 0 0 0 1 9 0 0 0 -1 0 0 0 0 0 0 0 0 0 -1 2 1 1 0 0 1 1 0 1 0 0 0 1 8 LAKE MARY WATER PLANT Instrumentation/Electrical Spec Laboratory Specialist Maintenance Specialist Mech. Maint. Wkr I (temp) MSW Operations MSW Laboratory MSW Maintenance Operations Specialist Water Production Manager Total 1 1 1 1 3 1 3 1 1 13 1 1 1 1 3 1 3 1 1 13 1 1 1 0 3 1 2 1 1 11 1 1 1 0 3 1 2 1 1 11 0 0 0 0 0 0 0 0 0 0 1 1 1 0 3 1 2 1 1 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 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 1 0 0 1 10 1 0 1 14 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 10 1 0 1 14 1.5 7 4 1 13.5 1.5 7 4 1 13.5 1.5 6 4 1 12.5 1.5 6 4 1 12.5 0 0 0 0 0 1.5 6 4 1 12.5 8 1 9 8 1 9 8 1 9 8 1 9 0 0 0 8 1 9 SECTION UTILITIES ADMINISTRATION Admin Spclst Division Director (Utilities) GIS System Analyst Project Manager Utilities Director 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 WASTEWATER TREATMENT PLANT Equip Operator II Temp MSW - Plant Tech Plant Specialist Wastewater Treatment Manager Total WASTEWATER COLLECTION MSW- Water Services Tech Water Services Specialist Total Annual Financial Plan 384 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION WASTEWATER MONITORING Administrative Specialist Industrial Waste Inspector Industrial Waste Supervisor Total RECLAIMED WASTEWATER TREATMENT PLANT Maintenance Specialist MSW - Laboratory Tech MSW - Plant Tech Plant Specialist Total CITY COURT Collection Specialist Court Administrator Court Collection Specialist 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 Admin. (Funded in FY11 & FY12) Division Director (Court) Executive Admin Asst ((Judicial)) Jury Services Specialist Magistrate Presiding Magistrate Probation Service Officer Pro-Tem Magistrate Warrant Officer Total ECONOMIC DEVELOPMENT Business Attraction Manager Business Retention & Expansion Mgr Economic Analyst Economic Development Manager Total Annual Financial Plan 2007-2008 2008-2009 2009-2010 2010-2011 Change 2011-2012 Adopted 2011-2012 0.5 2 1 3.5 1 2 1 4 0 2 1 3 0 2 1 3 0 0 0 0 0 2 1 3 1 0 2 1 4 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 0 0 0 0 0 1 1 1 1 4 0 1 2 0 1 1 8 0 1.63 1 3 0 0 1 0.5 1.75 1 2 0.75 2 27.63 2 0 0 1 0 1 9 0 1.63 1 3 0 1 1 0.5 1.75 1 2 0.75 3 29.63 2 0 0 1 0 0.9 7 0 1.63 1 3 0 1 1 0.5 1.75 1 2 0.5 1.6 25.88 1 0 0 1 0 1 6.75 1 1.75 1 2 1 1 0 1 1.63 1 1.5 0.55 2 25.18 0 0 0 0 0 0 1 -1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 0 1 7.75 0 1.75 1 2 1 1 0 1 1.63 1 1.5 0.55 2 25.18 1 1 0 0 2 1 1 0 0 2 0 1 1 0 2 0 1 0 1 2 0 0 0 0 0 0 1 0 1 2 385 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2007-2008 2008-2009 2009-2010 2010-2011 Change 2011-2012 Adopted 2011-2012 1 1 0 0 1 1 1 1 0 1 2 1 10 1 0 1 0 1 1 1 0 1 1 2 1 10 1 1 1 0 1 0 2 0 1 0 2 1 10 1 1 1 1 0 0 2 0 1 0 2 0 9 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 0 0 2 0 1 0 2 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 0.5 1 0 5.75 2.99 0.76 0.5 1 0 5.25 0 -0.76 0 0 0 -0.76 2.99 0 0.5 1 0 4.49 STORMWATER Floodplain Inspector Intern Project Manager Project Manager I Stormwater Program Manager Stormwater Service Analyst Total 1 0.5 0 3 1 1 6.5 1 0.5 3 0 1 1 6.5 1 1 2 0 1 1 6 1 1 2 0 1 1 6 0 0 0 0 0 0 0 1 1 2 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 1 1 2 1 5 1 1 1 2 1 4 3.5 23.5 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 23.5 876.18 906.52 827.48 825.33 -16.62 808.72 SECTION TOURISM Admin Spclst CVB Director Division Director Marketing & Public Relations Manager Marketing Manager Publications Assistant Publication Specialist Public Relations Assistant Public Relations Associate Public Relations Manager Sales Associate Sales Manager Total 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 386 City of Flagstaff Range 1 A-1-0 Position Title 10100 N Library Page Pos # 2 A-1-1 3 A-1-2 10302 N Library Clerk I 4 A-1-3 10423 10422 10424 10407 10410 10419 N N N N N N Cemetery Caretaker Dispatch Call Taker Meter Technician Parking Control Officer Property Control Coord Recreation Coord I Min Step 1 9.3640 749.12 1623.09 19477.12 10.7927 863.42 1870.73 22448.82 11.7190 937.52 2031.29 24375.52 13.5159 1081.27 2342.76 28113.07 Step 2 9.7771 782.17 1694.70 20336.37 11.2503 900.02 1950.05 23400.62 12.2325 978.60 2120.30 25443.60 14.1075 1128.60 2445.30 29343.60 Step 3 10.1676 813.41 1762.38 21148.61 11.7190 937.52 2031.29 24375.52 12.7571 1020.57 2211.23 26534.77 14.7101 1176.81 2549.75 30597.01 Step 4 10.5807 846.46 1833.99 22007.86 12.1879 975.03 2112.57 25350.83 13.2815 1062.52 2302.13 27625.52 15.2906 1223.25 2650.37 31804.45 Mid 1-4 Step 5 10.9824 878.59 1903.62 22843.39 12.6566 1012.53 2193.81 26325.73 13.7949 1103.59 2391.12 28693.39 15.9045 1272.36 2756.78 33081.36 Mid 5-11 Step 6 11.3954 911.63 1975.20 23702.43 13.1365 1050.92 2276.99 27323.92 14.3308 1146.46 2484.01 29808.06 16.4848 1318.78 2857.37 34288.38 Mid 12+ Step 7 11.7972 943.78 2044.85 24538.18 13.6051 1088.41 2358.22 28298.61 14.8441 1187.53 2572.98 30875.73 17.0762 1366.10 2959.87 35518.50 Step 8 12.1990 975.92 2114.49 25373.92 14.0740 1125.92 2439.49 29273.92 15.3687 1229.50 2663.91 31966.90 17.6790 1414.32 3064.36 36772.32 Step 9 12.6454 1011.63 2191.87 26302.43 14.5540 1164.32 2522.69 30272.32 15.8263 1266.10 2743.23 32918.70 18.2371 1458.97 3161.10 37933.17 Step 10 Step 11 Step 12 Step 13 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff 2080 Pay Plan 2011-2012 387 City of Flagstaff Step 2 Step 3 Step 4 Mid 1-4 Step 5 Mid 5-11 Step 6 Mid 12+ Step 7 Step 8 Step 9 Step 10 Step 11 14.1856 1134.85 2458.84 29506.05 14.7326 1178.61 2553.65 30643.81 15.2683 1221.46 2646.51 31758.06 15.8040 1264.32 2739.36 32872.32 16.3732 1309.86 2838.02 34056.26 16.9089 1352.71 2930.88 35170.51 17.4446 1395.57 3023.73 36284.77 18.0026 1440.21 3120.45 37445.41 18.5385 1483.08 3213.34 38560.08 19.0742 1525.94 3306.19 39674.34 19.5764 1566.11 3393.24 40718.91 N N N N N N N N N Account Clerk 14.6209 Airport Service Worker I 1169.67 Animal Control Officer 2534.29 Environmental Aide 30411.47 Env Code Enforcement Aide Materials Tech I Rec Coordinator II Service Writer IS Technician 15.3520 1228.16 2661.01 31932.16 15.1901 1215.21 2632.95 31595.41 15.7371 1258.97 2727.76 32733.17 16.3062 1304.50 2826.41 33916.90 16.8643 1349.14 2923.15 35077.74 17.4111 1392.89 3017.92 36215.09 17.9803 1438.42 3116.59 37399.02 18.5273 1482.18 3211.40 38536.78 19.0742 1525.94 3306.19 39674.34 19.6545 1572.36 3406.78 40881.36 20.1902 1615.22 3499.63 41995.62 15.9496 1275.97 2764.60 33175.17 16.5240 1321.92 2864.16 34369.92 17.1214 1369.71 2967.71 35612.51 17.7075 1416.60 3069.30 36831.60 18.2817 1462.54 3168.83 38025.94 18.8794 1510.35 3272.43 39269.15 19.4536 1556.29 3371.96 40463.49 20.0279 1602.23 3471.50 41658.03 20.6373 1650.98 3577.13 42925.58 21.1997 1695.98 3674.61 44095.38 N N N N N N N N N N N N N N Airport Service Worker II 15.9937 Bin Maint Leadworker 1279.50 Engineering Tech III 2772.24 Environmental Assistant 33266.90 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 Police Emerg Comm Spec 16.7934 1343.47 2910.86 34930.27 16.6076 1328.61 2878.65 34543.81 17.2102 1376.82 2983.10 35797.22 17.8128 1425.02 3087.55 37050.62 18.4380 1475.04 3195.92 38351.04 19.0296 1522.37 3298.46 39581.57 19.6545 1572.36 3406.78 40881.36 20.2462 1619.70 3509.34 42112.10 20.8599 1668.79 3615.72 43388.59 21.4737 1717.90 3722.11 44665.30 22.0765 1766.12 3826.59 45919.12 17.4379 1395.03 3022.57 36270.83 18.0708 1445.66 3132.27 37587.26 18.7035 1496.28 3241.94 38903.28 19.3599 1548.79 3355.72 40268.59 19.9811 1598.49 3463.39 41560.69 20.6373 1650.98 3577.13 42925.58 21.2585 1700.68 3684.81 44217.68 21.9029 1752.23 3796.50 45558.03 22.5474 1803.79 3908.22 46898.59 23.1803 1854.42 4017.92 48215.02 Pos # 5 B-2-1 10500 N Library Assistant I 6 B-2-2 10639 10634 10601 10636 10637 10609 10630 10614 10640 10741 10748 10731 10739 10705 10740 10709 10700 10734 10717 10746 10702 10750 10725 R06 388 Min Step 1 Position Title Range 7 B-2-3 R07 Step 12 Step 13 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff 2080 Pay Plan 2011-2012 City of Flagstaff Pos # 8 B-2-4 10849 10827 10839 10845 10848 10831 10836 10852 10856 10820 10842 10854 10812 10843 10807 10808 10837 10809 10850 10841 10829 10858 10853 10803 20801 20802 389 Range 108 R08 Position Title 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 Speclst City Records Technician Collections Specialist Court Interpreter Deputy City Clerk Development Svcs Speclst Environmental Code Tech Environmental Technician Floodplain Inspector 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 Sustainability Assistant Warehouse Specialist Welder Executive Asst Sales Associate 10857 N IT Specialist Min Step 1 Step 2 Step 3 Step 4 Mid 1-4 Step 5 Mid 5-11 Step 6 Mid 12+ Step 7 Step 8 Step 9 Step 10 Step 11 18.7728 1501.82 3253.95 39047.42 19.4760 1558.08 3375.84 40510.08 20.1902 1615.22 3499.63 41995.62 20.8933 1671.46 3621.51 43458.06 21.6076 1728.61 3745.32 44943.81 22.3108 1784.86 3867.21 46406.46 23.0251 1842.01 3991.02 47892.21 23.7395 1899.16 4114.85 49378.16 24.4426 1955.41 4236.72 50840.61 25.1569 2012.55 4360.53 52326.35 25.9046 2072.37 4490.13 53881.57 22.6879 1815.03 3932.57 47190.83 22.5229 1801.83 3903.97 46847.63 23.4263 1874.10 4060.56 48726.70 26.4147 2113.18 4578.55 54942.58 26.2730 2101.84 4553.99 54647.84 27.1998 2175.98 4714.63 56575.58 18.7728 1501.82 3253.95 39047.42 19.7114 1576.91 3416.64 40999.71 20.4498 1635.98 3544.63 42535.58 21.1997 1695.98 3674.61 44095.38 21.9379 1755.03 3802.57 45630.83 24.1764 1934.11 4190.58 50286.91 24.9265 1994.12 4320.59 51847.12 25.6647 2053.18 4448.55 53382.58 Step 12 Step 13 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff 2080 Pay Plan 2011-2012 City of Flagstaff Pos # 9 B-2-5 10909 10958 10957 10937 10944 10923 10950 10945 10936 10955 10907 10959 10941 10952 10948 10956 10947 10951 10916 10954 20903 390 Range 109 R09 10 B-2-6 Position Title N N N N N N N N N N N N N N N N N N N N E 10903 N 10934 N 11028 11015 11025 11023 11019 11030 11017 N N N N N N N Min Step 1 Accountant I 19.9000 Admin Spec Leadworker 1592.00 Auditor I 3449.33 Brownfield Specialist 41392.00 Code Compliance Officer II Court Training Specialist Engineering Tech Leadworker Environmental Code Specialist Environmental Program Specialist Environmental Services Leadworker Fire Inspector II Grants Specialist HR Benefits Specialist HR Generalist Jury Services Specialist Maintenance Worker Leadworker Mechanic Leadworker Sustainability Specialist Warrants Officer Wildland Fire Leadworker Librarian 19.9000 1592.00 3449.33 41392.00 Police Officer 20.8950 Network Administrator 1671.60 3621.80 43461.60 Building Inspector 20.8376 Building Plans Examiner 1667.01 Development Svs Superv 3611.85 Engineering Inspector 43342.21 Recreation Supervisor Risk Management Specialist Senior Procurement Specialist Step 2 Step 3 Step 4 Mid 1-4 Step 5 Mid 5-11 Step 6 Mid 12+ Step 7 Step 8 Step 9 Step 10 Step 11 20.6590 1652.72 3580.89 42970.72 21.4179 1713.43 3712.44 44549.23 22.1880 1775.04 3845.92 46151.04 22.9471 1835.77 3977.50 47729.97 23.7059 1896.47 4109.02 49308.27 24.4649 1957.19 4240.58 50886.99 25.2350 2018.80 4374.07 52488.80 25.9939 2079.51 4505.61 54067.31 26.7417 2139.34 4635.23 55622.74 27.4561 2196.49 4759.06 57108.69 24.0944 1927.55 4176.36 50116.35 24.0408 1923.26 4167.07 50004.86 23.8789 1910.31 4139.01 49668.11 24.8912 1991.30 4314.47 51773.70 24.8333 1986.66 4304.44 51653.26 28.0788 2246.30 4866.99 58403.90 28.0364 2242.91 4859.64 58315.71 27.8579 2228.63 4828.70 57944.43 28.8288 2306.30 4996.99 59963.90 28.7508 2300.06 4983.47 59801.66 21.6920 1735.36 3759.95 45119.36 21.6301 1730.41 3749.22 44990.61 22.4888 1799.10 3898.06 46776.70 22.4448 1795.58 3890.43 46685.18 23.2975 1863.80 4038.23 48458.80 23.2372 1858.98 4027.78 48333.38 25.6882 2055.06 4452.62 53431.46 25.6256 2050.05 4441.77 53301.25 26.4967 2119.74 4592.76 55113.14 26.4292 2114.34 4581.06 54972.74 27.2936 2183.49 4730.89 56770.69 27.2217 2177.74 4718.43 56621.14 Step 12 Step 13 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff 2080 Pay Plan 2011-2012 City of Flagstaff Range Pos # 10 B-3-1 11016 11011 11018 11012 11026 11027 21002 110 Position Title N N N N N N E 391 R10 11020 N 11029 N 11022 N 11 B-3-2 11109 N 11104 N 11100 N 111 21108 E 21109 E R11 11110 N Min Step 1 Admin Spec Supervisor 20.8376 Airport Ops Supervisor 1667.01 Court Services Supervisor 3611.85 Env Svcs Collection Superv 43342.21 Landfill Supervisor Streets Leadworker Library Supervisor 20.6701 1653.61 3582.82 42993.81 Court IT Coordinator 21.8795 IT Coordinator 1750.36 PECS Supervisor 3792.45 45509.36 Asst Wildland Fire Mgr 23.0364 Inspection Supervisor 1842.91 Police Corp/Detective 3992.98 47915.71 Police Spec Svcs Superv 22.6568 Police Spprt Svcs Superv 1812.54 3927.18 47126.14 IT Supervisor 24.1883 1935.06 4192.64 50311.66 Step 2 Step 3 Step 4 Mid 1-4 Step 5 Mid 5-11 Step 6 Mid 12+ Step 7 Step 8 Step 9 Step 10 Step 11 21.6301 1730.41 3749.22 44990.61 22.4448 1795.58 3890.43 46685.18 23.2372 1858.98 4027.78 48333.38 24.0408 1923.26 4167.07 50004.86 24.8333 1986.66 4304.44 51653.26 25.6256 2050.05 4441.77 53301.25 26.4292 2114.34 4581.06 54972.74 27.2217 2177.74 4718.43 56621.14 28.0364 2242.91 4859.64 58315.71 28.7508 2300.06 4983.47 59801.66 22.7117 1816.94 3936.69 47240.34 23.9069 1912.55 4143.86 49726.35 23.5670 1885.36 4084.95 49019.36 24.7997 1983.98 4298.61 51583.38 24.3990 1951.92 4229.16 50749.92 25.6703 2053.62 4449.52 53394.22 25.2429 2019.43 4375.44 52505.23 26.5409 2123.27 4600.42 55205.07 25.1022 2008.18 4351.05 52212.58 26.0397 2083.18 4513.55 54162.58 26.9539 2156.31 4672.01 56064.11 27.8679 2229.43 4830.44 57965.23 25.1123 2008.98 4352.80 52233.58 26.0750 2086.00 4519.67 54236.00 27.4115 2192.92 4751.33 57015.92 27.5342 2202.74 4772.59 57271.14 28.7821 2302.57 4988.90 59866.77 26.9069 2152.55 4663.86 55966.35 28.2930 2263.44 4904.12 58849.44 27.7507 2220.06 4810.12 57721.46 29.1525 2332.20 5053.10 60637.20 28.5828 2286.62 4954.35 59452.22 30.0455 2403.64 5207.89 62494.64 29.4383 2355.06 5102.64 61231.66 30.9160 2473.28 5358.77 64305.28 29.7077 2376.62 5149.33 61792.02 30.6101 2448.81 5305.75 63669.01 31.5478 2523.82 5468.29 65619.42 32.4618 2596.94 5626.71 67520.54 29.5544 2364.35 5122.76 61473.15 30.1883 2415.06 5232.64 62791.66 31.7977 2543.82 5511.60 66139.22 32.4116 2592.93 5618.01 67416.13 33.3876 2671.01 5787.18 69446.21 Step 12 Step 13 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff 2080 Pay Plan 2011-2012 City of Flagstaff Range Pos # 112 C-4-1 392 R12 21246 21245 21268 21253 21257 21248 21269 21261 21266 21252 21225 21201 21207 21272 21237 21262 21271 21267 21270 21273 21265 13 C-4-2 113 City of Flagstaff R13 Position Title E E E E E E E E E E E E E E E E E E E E E 11301 N 21338 21324 21339 21326 21319 21333 21337 21349 21332 21351 E E E E E E E E E E E 21352 E 21350 E Min Step 1 Accountant II 23.6613 Auditor II 1892.90 Business Retn & Exp Mgr 4101.29 Code Compliance Superv 49215.50 Community Planner I Conservation Manager Downtown/4th Street Manager Environ Program Manager Facilities Maintenance Manager Housing & Grants Administrator Human Resources Analyst Industrial Waste Supv Library Manager Marketing and PR Manager Stormwater Services Analyst Utilities Plan Reviewer Utilities Program Manager Visitor Center Manager Zoning Code Manager IT Analyst 24.8444 System Administrator 1987.55 4306.36 51676.35 Police Sergeant 26.0944 2087.55 4523.03 54276.35 Asst to City Mgr (Comm) 25.7595 Asst to City Mgr (Rl Est) 2060.76 City Clerk 4464.98 Construction Manager 53579.76 Housing Planner Multi Modal Transportation Planner Neighborhood Planner Payroll Manager Permanent Affordability Administrator Public Works Manager Sustainability Manager IT Administrator 27.0475 IT Manager 2163.80 4688.23 56258.80 Step 2 26.9761 2158.09 4675.86 56110.29 Step 3 27.8689 2229.51 4830.61 57967.31 Step 4 28.7508 2300.06 4983.47 59801.66 Mid 1-4 Step 5 29.6548 2372.38 5140.17 61681.98 Mid 5-11 Step 6 30.5254 2442.03 5291.07 63492.83 Mid 12+ Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 28.9795 2318.36 5023.12 60277.46 34.2978 2743.82 5944.95 71339.42 30.4285 2434.28 5274.27 63291.28 31.4183 2513.46 5445.84 65350.06 31.5466 2523.73 5468.07 65616.83 36.0127 2881.02 6242.20 74906.42 36.7866 2942.93 6376.34 76516.13 37.3336 2986.69 6471.16 77653.89 33.1239 2649.91 5741.48 68897.71 32.2999 2583.99 5598.65 67183.79 33.2040 2656.32 5755.36 69064.32 34.0745 2725.96 5906.25 70874.96 34.9674 2797.39 6061.02 72732.19 35.8491 2867.93 6213.84 74566.13 39.2002 3136.02 6794.70 81536.42 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff 2080 Pay Plan 2011-2012 Range Pos # 114 C-4-3 21428 21438 21433 21437 21440 21429 21425 21443 21419 21439 21426 21424 21436 21432 21441 R14 Position Title E E E E E E E E E E E E E E E 393 15 C-5-1 115 C-5-1 R15 City of Flagstaff 16 C-5-2 116 21524 21521 21519 21527 21513 21514 21517 21518 21503 21512 21528 21529 21525 21526 E E E E E E E E E E E E E E 21602 E Min Step 1 Asst to City Mgr (Risk) 29.2976 Building Official 2343.81 Comp Planning Mgr 5078.25 Deputy Court Admin 60939.01 Economic Development Manager Facilities Mainenance Supt Field Service Manager Grants Manager Police Communications Manager Tax License Revenue Manager Wastewater Treatment Mgr Water Production Manager Wildland Fire Manager Zoning Code Administrator IT Manager (Network) 30.7625 30.5790 2461.00 5332.17 63986.00 30.5722 2445.78 5299.18 63590.18 Assistant City Engineer 29.9115 Comm Dsgn & Redev Mgr 2392.92 Current Planning Manager 5184.66 Finance Manager 62215.92 Fire Battalion Chief (40) Fire Battalion Chief (56) Housing Manager Metropolitan Planning Org Mgr Police Lieutenant Stormwater Program Mgr Traffic Engineer IT Mgr (Systems & Apps) 32.9026 Utilities Engineering Mgr 2632.21 Water Resources Mgr 5703.12 68437.41 Capital Imp Engineer 32.0544 2564.35 5556.10 66673.15 Step 2 31.6772 2534.18 5490.71 65888.58 Step 3 32.7710 2621.68 5680.31 68163.68 Step 4 33.8760 2710.08 5871.84 70462.08 Mid 1-4 Step 5 34.9699 2797.59 6061.45 72737.39 Mid 5-11 Step 6 36.0749 2885.99 6252.98 75035.79 Mid 12+ Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 35.8882 2871.06 6220.62 74647.46 42.4788 3398.30 7362.99 88355.90 37.6826 37.4579 3014.61 6531.65 78379.81 37.1687 2973.50 6442.57 77310.90 37.0936 2967.49 6429.56 77154.69 44.6027 44.3367 3568.22 7731.13 92773.62 43.7319 3498.55 7580.20 90962.35 44.2757 3542.06 7674.45 92093.46 40.8030 3264.24 7072.52 84870.24 39.7443 3179.55 6889.02 82668.15 38.2626 3061.01 6632.18 79586.21 39.3677 3149.42 6823.73 81884.82 40.4727 3237.82 7015.27 84183.22 41.5554 3324.43 7202.94 86435.23 42.6604 3412.83 7394.47 88733.63 48.7033 3896.26 8441.91 101302.86 47.4342 3794.74 8221.93 98663.14 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff 2080 Pay Plan 2011-2012 Range Pos # 17 D-6-1 117 21723 21722 21714 21727 21724 21701 15300 21721 21726 21707 21728 21725 21806 21805 21801 18 D-6-2 118 R18 Position Title E E E E E E E E E E E E E E E Airport Director City Engineer Community Invstmnt Dir CVB Director Finance Director Library Director Magistrate (appointed) Planning Director Public Works Section Head Purchasing Director Recreation Svcs Director Revenue Director City Prosecutor Deputy Fire Chief Deputy Police Chief 21804 E Deputy City Attorney 394 19 D-6-3 119 20 E-8-1 120 21 E-8-2 121 22 E-8-3 122 City of Flagstaff 23 E-9-1 123 22300 E Deputy City Manager 26 22601 E City Manager F-10-2 126 Min Step 1 Step 2 Step 3 Step 4 Mid 1-4 Step 5 Mid 5-11 Step 6 Mid 12+ Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 34.5544 43.3772 52.2000 2764.35 3470.18 4176.00 5989.43 7518.72 9048.00 71873.15 90224.58 108576.00 36.0723 45.2634 54.4545 2885.78 3621.07 4356.36 6252.53 7845.66 9438.78 75030.38 94147.87 113265.36 37.8760 47.5266 57.1772 3030.08 3802.13 4574.18 6565.17 78782.08 8237.94 98855.33 9910.71 118928.58 37.5456 47.1274 56.7090 3003.65 3770.19 4536.72 6507.90 78094.85 8168.73 98024.79 9829.56 117954.72 40.3581 51.2625 62.1668 3228.65 4101.00 4973.34 6995.40 83944.85 8885.49 106625.90 10775.58 129306.94 42.6016 54.7392 66.8768 3408.13 4379.14 5350.14 7384.28 88611.33 9488.13 113857.54 11591.98 139103.74 47.1329 60.5708 74.0086 3770.63 4845.66 5920.69 8169.70 98036.43 10498.93 125987.16 12828.16 153937.89 51.3601 65.9978 80.6354 4108.81 5279.82 6450.83 8902.42 106829.01 11439.62 137275.42 13976.80 167721.63 54.9455 71.4249 87.9041 4395.64 5713.99 7032.33 9523.89 114286.64 12380.30 148563.59 15236.71 182840.53 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff 2080 Pay Plan 2011-2012 Range 8 B-2-4 208 Position Title 10813 N Firefighter Pos # R29 10905 N Fire Engineer B-2-5 13 11300 N Fire Captain C-4-2 213 Min Step 1 13.4092 1501.83 3253.97 39047.59 14.9251 1671.61 26009.47 43461.89 18.6390 2087.57 4523.06 54276.77 Step 2 13.9114 1558.08 3375.83 40510.00 15.4942 1735.35 27001.23 45119.11 19.2686 2158.08 4675.85 56110.16 Step 3 14.4217 1615.23 3499.67 41995.99 16.0635 1799.11 27993.33 46776.91 19.9064 2229.52 4830.62 57967.44 Step 4 14.9239 1671.48 3621.53 43458.40 16.6412 1863.81 29000.06 48459.17 20.5363 2300.07 4983.48 59801.71 Mid 1-4 Step 5 15.4341 1728.62 3745.34 44944.10 17.2103 1927.55 29991.82 50116.39 21.1820 2372.38 5140.17 61681.98 Mid 5-11 Step 6 15.9362 1784.85 3867.18 46406.21 17.7795 1991.30 30983.74 51773.90 21.8038 2442.03 5291.06 63492.67 Mid 12+ Step 7 16.4464 1842.00 3990.99 47891.92 18.3486 2055.04 31975.49 53431.12 22.4416 2513.46 5445.83 65349.94 Step 8 16.9567 1899.15 4114.83 49377.91 18.9264 2119.76 32982.41 55113.68 23.0714 2584.00 5598.66 67183.92 Step 9 17.4589 1955.40 4236.69 50840.32 19.4955 2183.50 33974.16 56770.90 23.7173 2656.34 5755.40 69064.78 Step 10 17.9693 2012.56 4360.55 52326.60 20.0563 2246.31 34951.45 58403.95 24.3390 2725.97 5906.26 70875.17 Step 11 18.5034 2072.38 4490.16 53881.90 20.5920 2306.30 35884.99 59963.90 24.9767 2797.39 6061.01 72732.15 Step 12 Step 13 25.6065 2867.93 6213.84 74566.13 26.2761 2942.92 6376.33 76516.00 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF 2912 PAY PLAN 2011-2012 395 City of Flagstaff 396 Band Pos # Position Title B11 80101 N Admin Assistant Step 1 10.7927 863.42 1870.73 22448.82 Zone 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 11.3244 11.8562 12.3879 12.9197 13.4514 13.9832 14.5150 15.0465 #REF! #REF! #REF! #REF! #REF! #REF! 905.95 948.50 991.03 1033.58 1076.11 1118.66 1161.20 1203.72 15.49 16.01 16.54 17.07 17.60 18.13 1962.90 2055.07 2147.24 2239.41 2331.58 2423.75 2515.93 2608.06 2700.24 2792.42 2884.60 2976.76 3068.92 3161.10 23554.75 24660.90 25766.83 26872.98 27978.91 29085.06 30191.20 31296.72 32402.86 33509.01 34615.15 35721.09 36827.02 37933.17 Band Pos # Position Title B12 80102 N Admin Assistant Step 1 #REF! 10.73 1870.73 22448.82 Zone 2 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 #REF! #REF! 12.3879 12.9197 13.4514 13.9832 14.5150 15.0465 15.5783 16.1101 16.6419 #REF! #REF! #REF! 11.26 11.79 991.03 1033.58 1076.11 1118.66 1161.20 1203.72 1246.26 1288.81 1331.35 17.07 17.60 18.13 1962.90 2055.07 2147.24 2239.41 2331.58 2423.75 2515.93 2608.06 2700.24 2792.42 2884.60 2976.76 3068.92 3161.10 23554.75 24660.90 25766.83 26872.98 27978.91 29085.06 30191.20 31296.72 32402.86 33509.01 34615.15 35721.09 36827.02 37933.17 Band Pos # Position Title B13 80103 N Admin Assistant Step 1 #REF! 10.73 1870.73 22448.82 Zone 3 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 #REF! #REF! #REF! #REF! #REF! 13.9832 14.5150 15.0465 15.5783 16.1101 16.6419 17.1736 17.7053 18.2371 11.26 11.79 12.31 12.84 13.37 1118.66 1161.20 1203.72 1246.26 1288.81 1331.35 1373.89 1416.42 1458.97 1962.90 2055.07 2147.24 2239.41 2331.58 2423.75 2515.93 2608.06 2700.24 2792.42 2884.60 2976.76 3068.92 3161.10 23554.75 24660.90 25766.83 26872.98 27978.91 29085.06 30191.20 31296.72 32402.86 33509.01 34615.15 35721.09 36827.02 37933.17 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF ADMIN ASSISTANT BROAD BAND 2011-2012 City of Flagstaff Zone 1 Band Pos # Position Title B21 80201 N Admin Specialist 80801 N Court Judicial Speclst Step 1 14.1856 1134.85 2458.84 29506.05 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 14.7493 15.3128 15.8766 16.4402 17.0038 17.5674 18.1310 18.6947 19.14 19.70 20.26 1179.94 1225.02 1270.13 1315.22 1360.30 1405.39 1450.48 1495.58 1540.66 1585.76 1630.85 2556.55 2654.22 2751.94 2849.63 2947.33 3045.02 3142.71 3240.41 3338.11 3435.81 3533.50 30678.54 31850.62 33023.33 34195.62 35367.90 36540.19 37712.48 38884.98 40057.26 41229.76 42402.05 Band Pos # Position Title B22 80202 N Admin Specialist 80802 N Court Judicial Speclst Step 1 14.10 1134.85 2458.84 29506.05 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 14.66 15.22 15.8766 16.4402 17.0038 17.5674 18.1310 18.6947 19.2583 19.8220 20.3856 1179.94 1225.02 1270.13 1315.22 1360.30 1405.39 1450.48 1495.58 1540.66 1585.76 1630.85 2556.55 2654.22 2751.94 2849.63 2947.33 3045.02 3142.71 3240.41 3338.11 3435.81 3533.50 30678.54 31850.62 33023.33 34195.62 35367.90 36540.19 37712.48 38884.98 40057.26 41229.76 42402.05 Band Pos # Position Title B23 80203 N Admin Specialist 80803 N Court Judicial Speclst Step 1 14.10 1134.85 2458.84 29506.05 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 14.66 15.22 15.78 16.34 16.90 17.5674 18.1310 18.6947 19.2583 19.8220 20.3856 1179.94 1225.02 1270.13 1315.22 1360.30 1405.39 1450.48 1495.58 1540.66 1585.76 1630.85 2556.55 2654.22 2751.94 2849.63 2947.33 3045.02 3142.71 3240.41 3338.11 3435.81 3533.50 30678.54 31850.62 33023.33 34195.62 35367.90 36540.19 37712.48 38884.98 40057.26 41229.76 42402.05 Step 13 20.82 1675.94 3631.19 43574.34 Step 14 Step 15 21.38 21.94 1721.02 1766.12 3728.89 3826.59 44746.62 45919.12 Step 13 20.82 1675.94 3631.19 43574.34 Step 14 Step 15 21.38 21.94 1721.02 1766.12 3728.89 3826.59 44746.62 45919.12 Step 13 20.9492 1675.94 3631.19 43574.34 Step 14 Step 15 21.5128 22.0765 1721.02 1766.12 3728.89 3826.59 44746.62 45919.12 Zone 2 Zone 3 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF ADMIN SPECIALIST/COURT JUDICIAL SPECIALIST BROAD BAND 2011-2012 397 City of Flagstaff Zone 1 Band Pos # B91 81901 Position Title Division Director Min 83944.85 Mid 103942.80 Band Pos # B92 81902 Position Title Division Director Step 1 83944.85 Step 2 Step 3 88944.34 93944.03 Min 98943.52 Band Pos # B93 81903 Position Title Division Director Step 1 83944.85 Step 2 Step 3 88944.34 93944.03 Step 4 98943.52 Band Pos # R91 82001 Position Title Min Division Director (IT) 88142.08 Band Pos # R92 82002 Position Title Division Director (IT) Step 1 0.00 Step 2 0.00 Step 3 0.00 Min 103890.80 Band Pos # R93 82003 Position Title Division Director (IT) Step 1 0.00 Step 2 0.00 Step 3 0.00 Step 4 0.00 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 123940.96 ######## 133939.94 138939.22 143938.70 148938.40 153937.89 Zone 2 Mid 118941.47 Max Step 13 Step 14 Step 15 138939.22 143938.70 148938.40 153937.89 Zone 3 Step 5 Step 6 Min 103942.80 ######## 113941.78 Mid 133939.94 Max 153937.89 Zone 1 398 Mid 109139.89 Max 130138.11 Step 10 0.00 Step 11 0.00 Step 12 0.00 Step 13 0.00 Step 14 0.00 Step 15 0.00 Max 145886.21 Step 13 0.00 Step 14 0.00 Step 15 0.00 Zone 2 Mid 124888.61 Zone 3 Step 5 0.00 Step 6 0.00 Min 119638.90 Mid 140636.91 Max 161634.72 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF DIVISION DIRECTOR BROAD BAND 2011-2012 City of Flagstaff Band Pos # Position Title B81 81601 N Equipment Operator 81701 N Maintenance Worker Step 1 13.5159 1081.27 2342.76 28113.07 Zone 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 14.1679 14.8200 15.4721 16.1241 16.7762 17.4281 18.0801 18.7322 19.3843 #REF! #REF! #REF! #REF! #REF! 1133.43 1185.60 1237.77 1289.93 1342.10 1394.25 1446.41 1498.58 1550.74 1602.90 1655.06 1707.24 1759.40 1811.56 2455.77 2568.80 2681.83 2794.84 2907.87 3020.87 3133.88 3246.91 3359.95 3472.96 3585.97 3699.02 3812.03 3925.05 29469.23 30825.60 32181.97 33538.13 34894.50 36250.45 37606.61 38962.98 40319.34 41675.50 43031.66 44388.24 45744.40 47100.56 Band Pos # Position Title B82 81602 N Equipment Operator 81702 N Maintenance Worker Step 1 #REF! 1081.27 2342.76 28113.07 Zone 2 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 #REF! #REF! 15.47 16.12 16.7762 17.4281 18.0801 18.7322 19.3843 20.0363 20.6883 21.3405 21.9925 22.6445 1133.43 1185.60 1237.77 1289.93 1342.10 1394.25 1446.41 1498.58 1550.74 1602.90 1655.06 1707.24 1759.40 1811.56 2455.77 2568.80 2681.83 2794.84 2907.87 3020.87 3133.88 3246.91 3359.95 3472.96 3585.97 3699.02 3812.03 3925.05 29469.23 30825.60 32181.97 33538.13 34894.50 36250.45 37606.61 38962.98 40319.34 41675.50 43031.66 44388.24 45744.40 47100.56 Band Pos # Position Title B83 81603 N Equipment Operator 81703 N Maintenance Worker Step 1 #REF! 1081.27 2342.76 28113.07 Zone 3 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 Step 16 Step 17 Step 18 Step 19 Step 20 #REF! #REF! #REF! #REF! #REF! 17.43 18.08 18.73 19.38 20.0363 20.6883 21.3405 21.9925 22.6445 23.2964 23.9485 24.6006 25.2526 25.9046 1133.43 1185.60 1237.77 1289.93 1342.10 1394.25 1446.41 1498.58 1550.74 1602.90 1655.06 1707.24 1759.40 1811.56 1863.71 1915.88 1968.05 2020.21 2072.37 2455.77 2568.80 2681.83 2794.84 2907.87 3020.87 3133.88 3246.91 3359.95 3472.96 3585.97 3699.02 3812.03 3925.05 4038.04 4151.07 4264.10 4377.12 4490.13 29469.23 30825.60 32181.97 33538.13 34894.50 36250.45 37606.61 38962.98 40319.34 41675.50 43031.66 44388.24 45744.40 47100.56 48456.51 49812.88 51169.25 52525.41 53881.57 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF EQUIPMENT OPERATOR/MAINTENANCE WORKER BROAD BAND 2011-2012 399 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 19.9000 1592.00 3449.33 41392.00 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 20.7500 21.5997 22.4496 23.2994 24.1492 24.9990 25.8489 26.6988 27.38 28.23 29.07 29.92 30.76 31.61 1660.00 1727.98 1795.97 1863.95 1931.94 1999.92 2067.91 2135.90 2203.88 2271.87 2339.86 2407.84 2475.83 2543.82 3596.67 3743.95 3891.26 4038.56 4185.86 4333.16 4480.48 4627.79 4775.07 4922.39 5069.69 5216.99 5364.30 5511.60 43160.00 44927.38 46695.17 48462.75 50230.34 51997.92 53765.71 55533.50 57300.88 59068.67 60836.26 62603.84 64371.63 66139.22 N N N N N Position Title Inst/Electrical Spec Maintenance Spec Operations Spec Plant Specialist Water Services Spec Step 1 19.78 1592.00 3449.33 41392.00 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 20.63 21.47 22.4496 23.2994 24.1492 24.9990 25.8489 26.6988 27.5485 28.3984 29.2482 29.92 30.76 31.61 1660.00 1727.98 1795.97 1863.95 1931.94 1999.92 2067.91 2135.90 2203.88 2271.87 2339.86 2407.84 2475.83 2543.82 3596.67 3743.95 3891.26 4038.56 4185.86 4333.16 4480.48 4627.79 4775.07 4922.39 5069.69 5216.99 5364.30 5511.60 43160.00 44927.38 46695.17 48462.75 50230.34 51997.92 53765.71 55533.50 57300.88 59068.67 60836.26 62603.84 64371.63 66139.22 N N N N Position Title Inst/Electrical Spec Maintenance Spec Operations Spec Plant Specialist Step 1 19.78 1592.00 3449.33 41392.00 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 20.63 21.47 22.32 23.16 24.01 24.9990 25.8489 26.6988 27.5485 28.3984 29.2482 30.0980 30.9479 31.7977 1660.00 1727.98 1795.97 1863.95 1931.94 1999.92 2067.91 2135.90 2203.88 2271.87 2339.86 2407.84 2475.83 2543.82 3596.67 3743.95 3891.26 4038.56 4185.86 4333.16 4480.48 4627.79 4775.07 4922.39 5069.69 5216.99 5364.30 5511.60 43160.00 44927.38 46695.17 48462.75 50230.34 51997.92 53765.71 55533.50 57300.88 59068.67 60836.26 62603.84 64371.63 66139.22 Zone 2 Zone 3 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF SPECIALIST (NON-EXEMPT) BROAD BAND 2011-2012 400 City of Flagstaff Zone 1 Band B41 Pos # Position Title 81101 E Laboratory Spec Min 41392.00 Mid 48827.38 Band B42 Pos # Position Title 81102 E Laboratory Spec Step 1 41392.00 Step 2 Step 3 Min 43250.90 45109.79 46968.69 Band B43 Pos # Position Title 81103 E Laboratory Spec Step 1 41392.00 Step 2 Step 3 Step 4 Step 5 Step 6 Min 43250.90 45109.79 46968.69 48827.38 50686.27 52545.17 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 56262.96 58121.86 59980.75 61839.65 63698.34 65557.44 67416.13 Zone 2 Mid 54404.27 Max Step 13 Step 14 Step 15 61839.65 63698.34 65557.44 67416.13 Zone 3 Mid 59980.75 Max 67416.13 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF SPECIALIST (EXEMPT) BROAD BAND 2011-2012 401 City of Flagstaff Zone 1 Mid 60398.62 Band B51 Pos # Position Title 81201 E Planning Dev Manager 81301 E Project Manager Min 49215.50 Band B52 Pos # Position Title 81202 E Planning Dev Manager 81302 E Project Manager Step 1 49215.50 Step 2 Step 3 Min 52011.23 54807.17 57602.90 Band B53 Pos # Position Title 81203 E Planning Dev Manager 81303 E Project Manager Step 1 49215.50 Step 2 Step 3 Step 4 Step 5 Step 6 Min 52011.23 54807.17 57602.90 60398.62 63194.14 65989.87 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 71581.54 74377.26 77172.99 79968.51 82764.45 85560.18 88355.90 Zone 2 Mid 68785.60 Max Step 13 Step 14 Step 15 79968.51 82764.45 85560.18 88355.90 Zone 3 Mid 77172.99 Max 88355.90 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF MANAGER BROAD BAND 2011-2012 402 City of Flagstaff Zone 1 Band R61 Pos # Position Title 81401 E Asst. City Attorney Min 63986.00 Mid 75303.28 Band R62 Pos # Position Title 81402 E Asst. City Attorney Step 1 63986.00 Step 2 Step 3 Min 66815.42 69644.85 72474.06 Band R63 Pos # Position Title 81403 E Asst. City Attorney Step 1 63986.00 Step 2 Step 3 Step 4 Step 5 Step 6 Min 66815.42 69644.85 72474.06 75303.28 78132.70 80962.13 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 86620.56 89449.78 92279.20 95108.42 97937.63 100767.06 103596.48 Zone 2 Mid 83791.55 Max Step 13 Step 14 Step 15 95108.42 97937.63 100767.06 103596.48 Zone 3 Mid 92279.20 Max 103596.48 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF ASSISTANT CITY ATTORNEY BROAD BAND 2011-2012 403 City of Flagstaff Zone 1 Band R71 Pos # Position Title 81501 E Sr. Asst. City Atty Min 65326.77 Mid 79234.69 Band R72 Pos # Position Title 81502 E Sr. Asst. City Atty Step 1 Step 2 Step 3 Min 65326.77 68803.49 72280.62 75757.34 Band R73 Pos # Position Title 81503 E Sr. Asst. City Atty Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Min 65326.77 68803.49 72280.62 75757.34 79234.69 82711.82 86188.34 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 93142.82 96619.74 100096.88 103573.81 107050.94 110527.66 114004.80 Zone 2 Mid 89665.68 Max Step 13 Step 14 Step 15 103573.81 107050.94 110527.66 114004.80 Zone 3 Mid 100096.88 Max 114004.80 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF SENIOR ASSISTANT CITY ATTORNEY BROAD BAND 2011-2012 404 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 14.6209 16.1612 18.0026 19.8443 21.9983 24.4649 27.4561 90201 N MSW - Water Services Technician 1169.67 1292.90 1440.21 1587.54 1759.86 1957.19 2196.49 2534.29 2801.27 3120.45 3439.68 3813.04 4240.58 4759.06 30411.47 33615.30 37445.41 41276.14 45756.46 50886.99 57108.69 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 14.6209 16.1612 18.0026 19.8443 21.9983 24.4649 27.4561 90401 N MSW - Operations 1169.67 1292.90 1440.21 1587.54 1759.86 1957.19 2196.49 90501 N MSW - Maintenance 2534.29 2801.27 3120.45 3439.68 3813.04 4240.58 4759.06 30411.47 33615.30 37445.41 41276.14 45756.46 50886.99 57108.69 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF SKILL BASED PAY 2011-2012 405 City of Flagstaff Appendix C - Resolution for Budget Adoption RESOLUTION NO. 2011-26 A RESOLUTION FOR THE ADOPTION OF THE BUDGET FOR FISCAL YEAR 2011-2012 WHEREAS, in accordance with the provisions of A.R.S. Title 42, Chapter 17, Articles 1 - 5, the City Council did, on June 7, 2011 make an estimate of the different amounts required to meet the public expenditures/expenses for the ensuing year, also an estimate of revenues from sources other than direct taxation, and the amount to be raised by taxation upon real and personal property within the City of Flagstaff; and WHEREAS, in accordance with said sections of said Title, and following due public notice, the Council met on June 7, 2011, 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 19, 2011, 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: That said estimates of revenues and expenditures shown on the accompanying schedules are hereby adopted as the budget of the City of Flagstaff for Fiscal Year 2011-2012. PASSED AND ADOPTED by the City Council and approved by the Mayor of the City of Flagstaff this 21st day of June, 2011. /s/ Sara Presler__ MAYOR ATTEST: /s/ Margie Brown__ CITY CLERK APPROVED AS TO FORM: /s/ Dana Kjellgren__ CITY ATTORNEY Annual Financial Plan 406 City of Flagstaff Appendix D - Ordinance for Property Tax Levy ORDINANCE NO. 2011-16 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, 2012, AND DECLARING AN EMERGENCY. WHEREAS, by the provisions of State law, the ordinance levying taxes for fiscal year 2011-2012 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 0.6917 for the fiscal year ending on the 30th day of June, 2012. 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, 2012. 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 de jure. 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 19, 2011. PASSED AND ADOPTED by the City Council and approved by the Mayor of the City of Flagstaff this 19th day of July, 2011. /s/ Sara Presler MAYOR ATTEST: /s/ Margie Brown CITY CLERK APPROVED AS TO FORM: /s/ Dana Kjellgren DEPUTY CITY ATTORNEY Annual Financial Plan 407 City of Flagstaff Appendix E - Full Cost Plan Summary of Allocation Basis Full-Cost Plan Summary of Allocation Basis Public Information Officer-Personal services of units supervised or served. Building Use: City Hall-Gross square feet of assigned spaces. Coconino Warehouse-Gross square feet of assigned space. APS Building-Gross square feet of assigned space. Single Use-Value of building utilized. City Clerk: Agenda Process-Total operating expenses. Records Management-Number of boxes stored. Citywide support-Number of FTE’s per department. Other Services-Total operating expenses. City Attorney: Civil Division-FY 2007 requests for legal services. Council-Direct allocation to Council. Equipment Use: General-Inventory value of assigned equipment. Computers-Inventory value of assigned equipment. Vehicles-Inventory value of assigned equipment. ND Computer-Number of personal computers supported. Human Resources: Recruitment-Number of FTE’s served, Police at 1.5. Training/Benefits-Number of full-time equivalent positions served, excluding temporaries. Non-Departmental General Admin: Personal-Number of full-time equivalent positions served including temporaries. Fiscal-Total operating expenses. Risk Management: Risk Management-Number of full-time equivalent positions served. Safety-Number of full-time equivalent positions served. Claims-Total operating expenditures. Non-Departmental Employee Benefits: Services-Personal services of units supervised or served. Management Services Administration: Department Admin-Total expenditures. Non-Departmental Insurance: General Liability-Total operating expenses. Auto Liability-Premium by department. Property Liability-Premium by department. Contractor Equipment-Premium calculation by item of equipment. Data Processing-Number of personal computers supported. Employee Related-Number of full time equivalent positions served per department. City Hall Insurance-Gross square feet of assigned space. City Liability-Total operating expense. Single Items-Actual cost per premium schedule. Management Services Purchasing: General Purchases-Number of encumbrances per division. Large Projects-Estimated effort expended on larger projects. Contract Admin-Expenditures of contract administered. Mail-Direct allocation to Mail Services. Warehouse-Direct allocation to warehouse. Management Services Mail Services: Mail Services-FY 2007 mail charges. Non-Departmental Consultants: Audit & Fiscal-Total operating expenses of units served. Management Services Warehouse: Warehouse Services-Cost of items issued through warehouse. Council & Commissions: Council-Total operating expenses. Management Services Property Mgmt: Property Management Services-Estimated effort spent on projects. City Manager: City Administration-Personal services of units supervised or served. Deputy City Manager-Personal services of units supervised. Mayor/Council-Direct allocation to Council Community Development-Personal services Community Development. Annual Financial Plan Non-Departmental Copy Center: Copy Center Services-Actual copy center charges. Information Systems: General Support-Number of personal computers supported. GIS-Relative effort for departments supported. 408 City of Flagstaff Appendix E - Full Cost Plan Summary of Allocation Basis Finance: Accounting/Budget-Operating expenditures. Accounts Payable-Number of accounts payable transactions. Payroll-Number of payroll checks issued. Switchboard-Number of full-time equivalent positions per department. Grants-Number of grants, with Federal grants weighted at 1.5. Fleet Services: Services-Charges for services provided by Public Works Mechanical Shop. Customer Services: City Support-Total expenditures excluding utilities. Deposit Assistance-Number of cash receipts transactions processed. Enterprise-Budgeted revenue of Utilities, Environmental Services, and Stormwater. Field Reading-Direct allocation to Utilities. Sales Tax & Licensing: Collections-Estimated level of effort provided by Collections. Accounts Receivable-Estimated level of effort provided by Accounts Receivable. Other-Direct allocation to General Fund-Other. Community Development Admin: Department Administration-Level of effort provided. Administrative Assistant-Level of effort provided. Community Improvements: Administration-Level of administrative effort. Traffic-Direct allocation to Highway User. Public Works Administration: Director-Estimated effort expended by Public Works Director. Secretary-Estimated effort expended by Public Works Director’s Secretary. Community Investments: Planning Services-Total operating expenses. Housing-Direct allocation to-other. Redevelopment – Total operating expenses. Public Facilities Maintenance: City Hall Custodial-Gross square feet of assigned space. Other Custodial-Number of restrooms maintained. General Maintenance-Work hours by division. City Hall Maintenance-Gross square feet of assigned space. APS Building Maintenance-Gross square feet. Milligan House-Direct allocation to Tourism. Rio Properties-Direct allocation to Stormwater. Murdoch Building-Direct allocation to Recreation. Annual Financial Plan Contributions: United Way-Total expenditures. 409 City of Flagstaff Appendix F - Glossary 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. 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. BONDS PROCEEDS – Debt issuances derived from the sale of bonds for the purpose of constructing major capital facilities. ACTIVITY – The purpose/activity or group of subactivities within a function/program for which the city is responsible. 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. ADOPTED BUDGET – Formal action made by City Council that sets the spending limits for the fiscal year. 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. ALLOCATION – Assigning one or more items of cost or revenue to one or more segments of an organization according to benefits received, responsibilities, or other logical measures of use. ANNUALIZED COSTS – Operating costs incurred at annual rates for a portion of the prior fiscal year and which must be incurred at similar rates for the entire 12 months of the succeeding fiscal year. 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. APP – Aquifer Protection Permit APPROPRIATION – An authorization granted by the City Council to make expenditures and to incur obligations for purposes specified in the Appropriation Ordinance. CAPITAL – Those items valued over $5,000 with a life expectancy of at least three years. ARB – Accident Review Board – A committee comprised of City Employees from various departments designated to review employee accidents that result in property damage. CAPITAL IMPROVEMENT PROGRAM BUDGET – The appropriation of bonds or operating revenue for improvements to city facilities including buildings, streets, water and sewer lines, and parks. ASSESSED VALUATION – A valuation set upon real estate or other property by the County Assessor and the State as a basis for levying taxes. (Primary or Secondary) CAPITAL OUTLAY – Expenditures that result in the acquisition of or addition to fixed assets. CAPITAL PROJECT – Any project having assets of significant value and having a useful life of three years or over. Capital projects include the purchase of land for design, engineering and construction of buildings and infrastructure items such as streets, bridges, drainage, street lighting, water system, etc. Capital projects are permanent attachments intended to remain to the land. 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. Annual Financial Plan 410 City of Flagstaff Appendix F - Glossary 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. 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. EMT - Executive Management Team - Team members selected from throughout the organization to participate in process improvement regarding organizational development. 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. COMMODITIES – Expendable items used by operating or construction activities. Examples include office supplies, repair and replacement parts for equipment, fuels and lubricants, etc. ENTERPRISE FUND – An Accounting entity established to account for the acquisition, operation and maintenance of governmental facilities, and services which are entirely or predominately selfsupporting. COMMUNITY ENRICHMENT DIVISION – Refers to the following group of Sections: Flagstaff CityCoconino County Public Library and Recreation Services. ESTIMATED REVENUE – The amount of projected revenue to be collected during the fiscal year. 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/EXPENSE – This term refers to the outflow of funds paid for an asset obtained or goods and services obtained. EXPENDITURE LIMITATION – The Arizona State Legislature imposed constitutional amendment that limits the annual expenditures of all municipalities. The Economic Estimates Commission, based on population growth and inflation, sets this limit. CONTINGENCY – Monies set aside as carryover to the following fiscal year, but which can be used to finance unforeseen expenditures of the various operating funds. CONTRACTUAL SERVICES – Contracted service used for operating or construction activities. Examples include Legal Fees, Postage & Freight, Rents, Utilities, and Debt Service costs. 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. COST CENTER – An organizational budget and/or operating unit within each City division or department. 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. DEBT SERVICE – Payment of principal, interest, and related service charges on obligations resulting from the issuance of bonds. 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 FUND REQUIREMENTS – The amounts of revenue that must be provided for a Debt Service Fund so that all principal and interest payments can be made in full on schedule. FUND – 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. 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. Annual Financial Plan 411 City of Flagstaff Appendix F - Glossary FUND BALANCE – Fund balance is the excess of assets over liabilities and reserves and is, therefore, also known as surplus funds. OBJECTIVES – A statement of specific measurable outcomes that contribute toward accomplishing the departmental mission. FUNDS CARRIED FORWARD – The balance of operating funds brought forward from prior years. OPERATING BUDGET – A budget for general expenditures such as salaries, utilities, and supplies. 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. OPERATING REVENUE – Resources derived from recurring revenue sources used to finance recurring operating expenditures and pay-as-you-go capital expenditures. OUTSIDE AGENCIES – Refers to organizations, which are not associated with or can be allocated to any particular Department. GENERAL FUND – A fund used to account for all general-purpose transactions of the City that do not require a special type of fund. GENERAL GOVERNMENT REVENUE – The revenues of a government other than those derived from and retained in an enterprise fund. PERFORMANCE INDICATORS – Measures used to evaluate the performance of a program or activity. Effectiveness and efficiency are two types of "outcome" performance indicators. 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. 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. 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. PERSONNEL SERVICES – Expenditures for salaries, wages and fringe benefits of a government's employees. GRANT – A contribution by the state or federal government or other agency to support a particular function. PIT – Project Implementation Team – A team comprised of City employees to ensure that the Capital Improvement Project process is expedient with the goal of getting work done in a timely manner and within the appropriated budget. INTERFUND TRANSFER – Amounts transferred from one fund to another. 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. NON-DEPARTMENTAL – Refers to the following Sections: Council and Commission, Contributions to Other Agencies, Non-Departmental, and NAIPTA. PROGRAM – A group of related functions or activities performed by a division where there is a desire to budget and identify expenditures independently of other activities within the division. NON-RECURRING REVENUE – Revenue which is a one-time receipt or which is not received on a continual basis. PROPERTY TAX LEVY – The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. NRFP – North Reservoir Filtration Plant PRV – Pressure reduction valve Annual Financial Plan 412 City of Flagstaff Appendix F - Glossary 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. 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. PURCHASED CAPITAL OUTLAY – Acquisition of any item of capital that is complete in and of itself when it is purchased. 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. RECURRING REVENUES – Revenue sources available on a constant basis to support operating and capital budgetary needs. TAX LEVY – The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. 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. 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. RESTRICTED REVENUES – Are legally restricted for a specific purpose by the Federal, State, and local government. REVENUES – Amounts estimated to be received from taxes and other sources during the fiscal year. 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. 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. 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. Annual Financial Plan 413 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 414 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 415 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 416 City of Flagstaff Flagstaff Urban Trails System ARROYO TRAIL C O U N T RY C L U B T R A I L H I G H C O U N T RY T R A I L PINE KNOLL TRAIL WILD WEST TRAIL CRESCENT FUTS BRIDGE Cit y of Flagstaf f 211 West Aspen Avenue Flagstaf f, Arizona 86001 flagstaf f. az .gov