G ST AF F, AR IZO NA 2013 A L F Securing Flagstaff’s Water Supply Through Pipeline Restoration Cit y of Flagstaf f Annual Budget and Financial Plan 2012–2013 In Remembrance BRENT COOPER Brent Cooper 1954‐2011, a graduate of NAU with a B.S. and Masters degree, became the Chief of the Flagstaff Police Department in July 2006 after 28 years of service to the department. He was a graduate of the 182nd Session of the FBI National Academy and the FBI Law Enforcement Executive Development Program. Chief Cooper focused on taking a community policing approach to law enforcement by forming partnerships between police and residents in order to fight crime as well as being proactive rather than reactive to crime. Chief Cooper encouraged regular meetings among officers and instituted the use of computer generated statistics to target crime trends. He and his wife Julie were married for 36 years and he was a father of three. To honor his lifetime of giving to our community, a scholarship has been established in his name. The Chief Brent Cooper Memorial Scholarship will assist students who are majoring in criminology and criminal justice or a related field with preference given to local high school graduates and current local law enforcement personnel. TRACY ANN BENNETT Tracy Ann Bennett worked for the City of Flagstaff as a MSW‐Operator at the Rio de Flag Water Reclamation Plant. She had Started Working at the Rio Plant in October of 2008. She had served the City employees by volunteering on the Employee Advisory Committee, and the Utilities Department Safety Committee. Tracy was a cheerful and helpful co‐worker, who never failed to bring cheer to those she worked with, or interacted with, during her workday. She enjoyed spending time with friends and riding her Harley‐Davidson motorcycle. Tracy was born on April 9, 1969, and passed away on January 19, 2012 at the age of 43. She will be missed by all who worked with her or knew her. On the Cover: Throughout the book there are photos of the Inner Basin Pipeline Project. For additional information on this project, see page xviii. Annual Budget and Financial Plan Fiscal Year 2012-2013 City of Flagstaff, Arizona CITY COUNCIL Sara Presler, Mayor Celia Barotz, Vice-Mayor Karla Brewster Coral Evans Scott Overton Al White Mark Woodson BUDGET TEAM Kevin Burke, City Manager Josh Copley, Deputy City Manager Jerene Watson, 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 Merle McCabe, Accountant Wanda Noffz, Accountant 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, 2011. 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 ............................................................................................................ xi City of Flagstaff Organizational Chart ................................................................... xiii City Council and Goals .......................................................................................... xiv TRANSMITTAL City Manager's Budget Message........................................................................... xix Mission Statement ................................................................................................ xxx 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.............................................................................................. 10 Highway User Revenue Fund ..................................................................... 11 Transportation Fund ................................................................................... 11 Library Fund ............................................................................................... 12 BBB Funds ................................................................................................. 12 Other Funds ............................................................................................... 15 Utilities Fund ............................................................................................... 17 Environmental Services Fund ..................................................................... 18 Airport Fund ................................................................................................ 19 Stormwater Fund ........................................................................................ 19 Flagstaff Housing Authority ........................................................................ 20 Five-Year Projections by Fund .............................................................................. 21 Revenues General Fund.............................................................................................. 24 BBB Funds ................................................................................................. 28 Highway User Revenue Fund ..................................................................... 28 Enterprise Funds ........................................................................................ 29 Capital Budget Relationship between Operating and Capital Budget ................................. 32 Capital Improvement Plan .......................................................................... 33 Capital Plan Implications ............................................................................ 34 Annual Financial Plan iii City of Flagstaff Debt Debt Capacity ............................................................................................. 35 Current Debt Position ................................................................................. 35 Debt Service ............................................................................................... 36 FY 2013 City Council Goals and Priorities ............................................................ 36 POLICIES AND PROCEDURES Fiscal Policies General ....................................................................................................... 39 Enterprise Funds ........................................................................................ 39 Real Estate Proceeds Fund ........................................................................ 40 Debt Performance ...................................................................................... 40 Debt Management ...................................................................................... 40 Fund Balances and Reserves .................................................................... 41 Expenditure Limitation Control ................................................................... 41 Budget Policies ........................................................................................... 41 Revenue Distribution .................................................................................. 42 Operating Budget Impact ............................................................................ 42 Minimum Levels of Capital Investment ....................................................... 43 Non-Recurring Revenues ........................................................................... 43 ISSUES AND UPDATES Personal Service Costs Housing Transition...................................................................................... 45 Compensation ............................................................................................ 45 Benefits ...................................................................................................... 45 Supplemental Benefits................................................................................ 46 Voluntary Benefits ...................................................................................... 47 Classification .............................................................................................. 47 Reclasses, Reranges, Retitles, Rezones ................................................... 48 Mid-Year Changes...................................................................................... 49 Additional Mid-Year Changes ..................................................................... 50 Pay Plan Changes ...................................................................................... 50 Reorganizations.......................................................................................... 50 Organizational Studies ............................................................................... 50 Turnover ..................................................................................................... 50 Position Additions/Deletions ....................................................................... 50 Cost Allocation ...................................................................................................... 52 Fleet Management ................................................................................................ 53 Five-Year Information Technology Plan ................................................................ 54 FY 2013 Issues ..................................................................................................... 56 FINANCIAL SUMMARIES Schedule A: Total Resources and Appropriations Summary ...................... 59 Schedule B: Tax Levy................................................................................. 60 Schedule C: Revenues Other Than Property Taxes................................... 61 Schedule C-1: Schedule of Grant Revenues .............................................. 65 Schedule D: Transfer and Proceeds from Other Sources .......................... 68 Schedule D-1: Schedule of Transfers Descriptions .................................... 69 Annual Financial Plan iv City of Flagstaff Schedule E: Appropriations by Fund .......................................................... 73 Schedule E-1: Appropriations by Department ............................................ 76 Schedule F: Appropriations by Division ...................................................... 78 Schedule G: Operating Capital ................................................................... 80 Schedule H: Capital Improvement Program ............................................... 82 Schedule I: Debt Service Requirements ..................................................... 84 Schedule J: Five-Year Plans ...................................................................... 86 General Fund ..................................................................................... 86 Library Fund ....................................................................................... 88 Highway User Fund ............................................................................ 89 Transportation Fund ........................................................................... 90 Beautification Fund ............................................................................. 91 Economic Development Fund ............................................................ 92 Tourism Fund ..................................................................................... 93 Arts and Science Fund ....................................................................... 94 BBB-Recreation Fund......................................................................... 95 Real Estate Proceeds Fund ................................................................ 96 Housing and Community Services Fund ............................................ 97 Metro Planning Organization Fund ..................................................... 98 General Obligation Bond Fund ........................................................... 99 Secondary Property Tax Fund .......................................................... 100 Special Assessment Bond Fund ....................................................... 101 Perpetual Care Fund ........................................................................ 102 Capital Projects Fund (MFC) ............................................................ 103 Capital Projects Fund (GO Bond) ..................................................... 104 Water and Wastewater Fund ............................................................ 105 Airport Fund ...................................................................................... 106 Environmental Service Fund ............................................................ 107 Stormwater Utility Fund .................................................................... 108 Flagstaff Housing Authority Fund ..................................................... 109 Schedule K: Summary of All Fiscal Activity .............................................. 110 DIVISION DETAIL GENERAL ADMINISTRATION ........................................................................... 113 City Manager (01) ..................................................................................... 115 Real Estate (0109).................................................................................... 117 Human Resources (04) ............................................................................ 120 Risk Management (05) ............................................................................. 123 Law (07) ................................................................................................... 126 Information Technology (08) ..................................................................... 130 Flagstaff Municipal Court (65) .................................................................. 133 MANAGEMENT SERVICES ............................................................................... 141 Customer Service (06) .............................................................................. 143 Purchasing (09) ........................................................................................ 146 Tax, Licensing, & Revenue (10) ............................................................... 150 Finance/Budget (13) ................................................................................. 154 Annual Financial Plan v City of Flagstaff COMMUNITY DEVELOPMENT .......................................................................... 159 Capital Improvement (03) ......................................................................... 161 Flagstaff Metropolitan Planning Organization (MPO) (14) ........................ 165 Community Development Administration (15) .......................................... 169 Planning & Development Services (16) .................................................... 171 Engineering (17) ....................................................................................... 180 Housing (19) ............................................................................................. 185 Community Redevelopment (31) .............................................................. 188 Flagstaff Housing Authority (45) ............................................................... 189 FIRE… ................................................................................................................ 193 Fire (21) .................................................................................................... 195 Fire Grants (44) ........................................................................................ 200 POLICE ............................................................................................................... 201 Police (22) ................................................................................................ 203 Police Grants (23)..................................................................................... 209 PUBLIC WORKS ................................................................................................. 211 USGS Maintenance (20) .......................................................................... 213 Public Works Administration (25).............................................................. 215 Parks (26) ................................................................................................. 217 Fleet Services/Fleet Management (27)..................................................... 220 Cemetery (28)........................................................................................... 225 Facilities Maintenance (29) ....................................................................... 228 Street Maintenance (32) ........................................................................... 231 Solid Waste (41) ....................................................................................... 234 Sustainability and Environmental Management (43) ................................ 238 COMMUNITY ENRICHMENT ............................................................................. 243 Library (11 & 12) ....................................................................................... 245 Recreation Services (30) .......................................................................... 251 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) .................................................... 287 Water Distribution (49) .............................................................................. 291 Booster Stations (50) ................................................................................ 294 Wildcat Wastewater Treatment Plant (53) ................................................ 296 Wastewater Collection (54) ...................................................................... 299 Industrial Waste (55) ................................................................................ 302 Annual Financial Plan vi City of Flagstaff Rio de Flag Reclaim Plant (56) ................................................................. 305 Stormwater (98) ........................................................................................ 308 NON-DEPARTMENTAL ...................................................................................... 311 Council and Commissions (63) ................................................................. 312 Contributions to Other Agencies (64) ....................................................... 313 Non-Departmental (66) ............................................................................. 314 NAIPTA (97) ............................................................................................. 315 CAPITAL IMPROVEMENT PROGRAM Capital Improvements ......................................................................................... 319 FY 2013 Capital Improvement Program .............................................................. 319 Financing the Capital Plan .................................................................................. 320 General Obligation (G.O.) Bonds.............................................................. 320 Highway User Revenue (HURF) Bond ..................................................... 320 Junior Lien Bonds Payable from Highway User Tax Revenues ............... 320 Water and Sewer Revenue Bonds ........................................................... 320 Special Improvement/Assessment Districts .............................................. 321 Municipal Facilities Corporation (MFC) Bonds ......................................... 321 Revenue Bonds ........................................................................................ 321 Certificates of Participation ....................................................................... 321 Lease Financing ....................................................................................... 321 Grants....................................................................................................... 322 Intergovernmental Agreements (IGA) ....................................................... 322 State Revolving Loan Fund ...................................................................... 322 Pay-As-You-Go Financing ........................................................................ 322 Unfunded Projects (Description) ............................................................... 322 Schedule of Capital Improvements – FY 2012-2013 ........................................... 324 FY 2013 Capital Project Descriptions .................................................................. 340 Operating Budget Impact .................................................................................... 346 Capital Improvement Program Summary ............................................................ 347 Schedule of Capital Program Listing ................................................................... 348 Unfunded Capital Projects (Schedule) ................................................................ 357 COMMUNITY PROFILE Flagstaff Arizona Map ......................................................................................... 361 Community Profile ............................................................................................... 362 Principal Taxpayers Tax Year 2011 .................................................................... 366 Property Tax Rates – Direct and Overlapping ..................................................... 366 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 Annual Financial Plan vii City of Flagstaff APPENDICES AAuthorized Personnel/Positions Summary ............................................... 373 BCity of Flagstaff Pay Plan ......................................................................... 384 CResolution for Budget Adoption ................................................................ 407 DOrdinance for Property Tax Levy .............................................................. 408 EFull cost Plan Summary of Allocation Basis ............................................. 409 FGlossary ................................................................................................... 411 GList of Acronyms ....................................................................................... 415 Annual Financial Plan viii City of Flagstaff CITY OF FLAGSTAFF, ARIZONA SECTION SUMMARY CROSS REFERENCE INDEX IN SECTION NUMBER ORDER # SECTION 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 44 45 47 49 50 53 54 55 56 City Manager/City Clerk/Real Estate ........................................................ 115 Capital Improvement ................................................................................ 161 Human Resources .................................................................................... 120 Risk Management..................................................................................... 123 Customer Service ..................................................................................... 143 Law ........................................................................................................... 126 Information Technology ............................................................................ 130 Purchasing ............................................................................................... 146 Tax, Licensing & Revenue ........................................................................ 150 Library ...................................................................................................... 245 Library Grants ........................................................................................... 245 Finance/Budget ........................................................................................ 154 Flagstaff Metropolitan Planning Organization (FMPO) ............................. 165 Community Development Administration .................................................. 169 Planning & Development Services ........................................................... 171 Engineering .............................................................................................. 180 Community Investment ............................................................................. 259 Housing .................................................................................................... 185 USGS Maintenance .................................................................................. 213 Fire Department........................................................................................ 195 Police Department .................................................................................... 203 Police Grants ............................................................................................ 209 Public Works Administration ..................................................................... 215 Parks ........................................................................................................ 217 Fleet Services/Management ..................................................................... 220 Cemetery .................................................................................................. 225 Facilities Maintenance .............................................................................. 228 Recreation Services ................................................................................. 251 Community Redevelopment ..................................................................... 188 Streets ...................................................................................................... 231 Airport ....................................................................................................... 268 Solid Waste .............................................................................................. 234 Utilities Administration .............................................................................. 283 Sustainability and Environmental Management ........................................ 238 Fire Grants ............................................................................................... 200 Flagstaff Housing Authority (FHA) ............................................................ 189 Lake Mary Water Treatment Plant ............................................................ 287 Water Distribution ..................................................................................... 291 Booster Stations ....................................................................................... 294 Wildcat Wastewater Treatment Plant ....................................................... 296 Wastewater Collection .............................................................................. 299 Industrial Waste ........................................................................................ 302 Rio de Flag Reclaim Plant ........................................................................ 305 Annual Financial Plan PAGE ix City of Flagstaff CITY OF FLAGSTAFF, ARIZONA SECTION SUMMARY CROSS REFERENCE INDEX IN SECTION NUMBER ORDER # SECTION 63 64 65 66 71 73 78 84 85 97 98 Council & Commissions ............................................................................ 312 Contributions to Other Agencies ............................................................... 313 Flagstaff Municipal Court .......................................................................... 133 Non-Departmental .................................................................................... 314 Arts and Science ..................................................................................... 271 Beautification ............................................................................................ 273 Economic Development............................................................................ 259 Convention and Visitors Bureau (CVB) .................................................... 275 Visitor Services ......................................................................................... 278 NAIPTA .................................................................................................... 315 Stormwater ............................................................................................... 308 Annual Financial Plan PAGE x 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 summary of the resource allocation priorities established by the City Council. Budget Overview - The Overview provides a synopsis 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 relates 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 xi 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 xii 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 xiv City of 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. 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. Annual Financial Plan xv City of Flagstaff 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. 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. Annual Financial Plan xvi City of Flagstaff Councilmember Mark Woodson Mark Woodson was appointed to fill a two-year term by the City Council on February 28, 2012. His term ends in June, 2014. Woodson moved to Flagstaff in 1986 to become the City Engineer and worked for the City until 1993. In 1994 he started his own business, Woodson Engineering and Surveying. Very active in the Flagstaff community, Woodson is a Governor’s appointee to the Arizona State Land Department Urban Land Planning Committee, served on the Flagstaff Board of Adjustments, the Industrial Development Authority, is a past board member of the Northern Arizona Builders Association and a past-president of the Greater Flagstaff Economic Council. Woodson remains involved and is a long term member of both the University of Arizona and Northern Arizona University Civil Engineering Department Advisory Councils, and works at the national level with the American Society of Civil Engineers. Mark received his Bachelor of Science in Civil Engineering in 1979 and an MBA in 1985 from the University of Arizona in Tucson. Mark is a licensed civil engineer and land surveyor in California and Arizona. Prior to coming to Flagstaff he worked for Pima County, engineering firms in Tucson, and was the Public Works Director and Town Engineer for Eagar, Arizona. Mark is married to Guadalupe (Lupe) and they have 4 children and 3 grandchildren. 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 xvii City of Flagstaff INNER BASIN PIPLINE PROJECT The Pipeline starts within the Inner Basin of the San Francisco Peaks and extends for 13 miles downhill and terminates near the Museum of Northern Arizona. Damages to the pipeline extend 6 miles from approximately mile 2 to mile 8 along the alignment. In the aftermath of the 2010 Schultz Fire, monsoon storms triggered major debris flows on the steep mountain slopes of the San Francisco Peaks, causing substantial damage to Forest Road 146 (Waterline Road) and the existing drinking water pipeline. Although initial emergency repairs were made to the Waterline Road in the immediate aftermath of the wildfire, these repairs were washed out following additional precipitation events. The Waterline Road was damaged or rendered impassable in at least 40 locations at 28 sites and the pipeline buried in the road was severed in at least 17 locations. Since 1898, the Inner Basin drinking water pipeline has provided a reliable, major summertime water source for the City of Flagstaff. The pipeline collects water from a number of springs and delivers this water by gravity to the City’s Utilities. This water source provides 20% of the city’s peak day water supply in the summer months, and it is estimated that the cost of replacing this supply from other water sources is an extra $6,000 per day. Without water from the Inner Basin drinking water pipeline, the City is primarily dependent on the Lake Mary Reservoir and ground water wells. The water wells require higher costs for pumping and Lake Mary is often a limited supply. This project involves repair of the water pipeline and Waterline Road in order to ensure continued adequate water supplies for the City of Flagstaff. If this pipeline is not repaired and the City continues to experience drought conditions, the City could face potential water rationing. The pipeline has a number of drinkers for wildlife. A drinker is proposed in Weatherford Canyon which will provide water for watchable wildlife and other recreational opportunities. Throughout the book you will see photos of the reconstruction. PROJECT COST: $4 Million-Reconstruction $600,000-Relocation This project is made possible with funding provided by: U.S. Department of Agriculture Forest Service Coconino National Forest Federal Emergency Management Administration AZ Department of Emergency Management City of Flagstaff Annual Financial Plan xviii City of Flagstaff City of Flagstaff June 29, 2012 Mayor and Council, How we spend the publics’ money is our most important business. For five years I have started the budget transmittal with this statement. This year will be particularly true as it is the first year where we are actually seeing some growth in revenue. However, with that growth comes some significant challenges. We have come to realize that core services such as infrastructure, equipment, facilities, personnel and public safety for the level of service we provide are unsustainable. This is compounded by deferred maintenance in these areas which occurred during the recession. Consequently, we are forced to make re‐allocation decisions that lower service in one place only to maintain it (as opposed to increase it) in another place. Any proposal to reduce service levels is always understandably resisted by those who use that service. Reducing a core service, which is used by a broader population (either directly or indirectly), evoke even greater resistance. However, if we don’t take care of what we have there will be little to have in the future. To not address these problems now is a disservice to current and future Flagstaff citizens. Being sustainable is about taking care of the house now so those resources are available in the future. When faced with cuts in service levels, the obvious place to look is increases in efficiency. How can we provide the same level of service with less revenue? This has been the effort the last several years. We have seen a 20% decrease in the General Fund, a 13% decrease in personnel and decreases in every other fund except the Library since FY 2009. However, there have been few visible decreases in service levels. Employees, who provide these services daily and are very close to the customers, probably see the Cost per difference in service levels more than most, but IBM STUDY Employees Capita strive to make the visible impact as minimal as National Average 657 $ 702 possible. Looking at an IBM White Paper issued in Flagstaff 675 $ 623 February of 2011, it compared the average 2.7% ‐11.3% number of employees and the average cost per capita to provide core services in the 100 largest cities in the United States. Using those parameters, the average number of employees for a town of 65,000 is 657 employees. Flagstaff is over that benchmark with 675 employees (2.7%). 211 West Aspen Avenue, Flagstaff, Arizona 86001 Main & TDD (928) 774-5281, Arizona Relay 7-1-1, Fax (928) 779-7696 However, Flagstaff’s cost per capita, is at $623 when the national average is $702(‐11.3%). This is quite surprising considering our cost of living is roughly 20% higher than the national average. But it does explain to some degree why our salary survey indicated that wages for city employees averaged approximately 19% below their counterparts in the state. While there will always be efficiencies to gain, I believe we are nearing the limit of substantial savings that can be gained by efficiencies relative to service provisions. One example of efficiencies can be seen in our Police Department (both wanted and unwanted). In calendar year 2011 there were 5,000 fewer patrol hours than in calendar year 2010. However, violent crime remained flat, property crime dropped, but so did traffic citations. Most significantly, there was not a single homicide. Unfortunately our average response time increased, but it is still significantly (28%) less than the national benchmark. The reduction in resources forced us to use tools that focused on the greatest need. The primary tool was COMPSTAT, where resource allocation is data driven. Now it’s easy to look at this and declare an efficiency success, but there are two important factors to keep in mind. First, there is a degree of luck/chaos/uncontrollability in all police work. We are getting smarter and being proactive, but a lot of the work is still reactive. So we can’t depend on these trends as circumstances beyond our control will continue to heavily influence police work. Second, 16 of our police positions are funded by outside resources. This is evidence that we are providing service at a level that is not sustainable. Therefore, how do we make these difficult decisions regarding changes to service levels? Through extensive brainstorming by Extended Leadership, three budget retreats, and public vetting of ideas and proposals since November, Council has provided, weighed these decisions. and made thoughtful re‐ allocation decisions. This document serves as the Budget for Fiscal Year 2013 (July 1, 2012 – June 30, 2013). As such, I will seek to highlight in this transmittal letter some of the larger fiscal changes from FY 2012. Reminders Before reviewing this Budget, it is important to remember that a budget is the most optimistic scenario contemplated. Arizona law does not allow for budget expenditures to be amended upward during the fiscal year. Therefore, if the municipality receives a grant or a federal earmark, it cannot be expended if there is not spending capacity already in the budget. If voters pass a bond issue, it cannot be spent that year unless appropriated. If the City sells a piece of property, it cannot be spent for its designated purpose unless previously anticipated. Therefore, there are some revenues and some expenditures that are place‐holders “in‐case” of unanticipated events. Conversely, if the grant, earmark, bond, etc. is not received, the City simply does not make the expenditure. This is because we must also live within a state law that requires a balanced budget. This leads to the next reminder. A balanced budget considers all revenue and expenditures. Cities maintain fund balances and carryover unspent dollars from previous years. This can offset unexpected decreases in revenue, delays in capital projects, and one‐time expenditures. So budgets are really a multi‐year proposition even though we focus on the immediate upcoming year. If you look through the Annual Financial Plan xx City of Flagstaff budget, you will see that we actually budget for the next five years. This allows us to understand the longer term ramifications of expenditure decisions made today or revenue trends currently seen. Lastly, remember that the Flagstaff budget is governed by fund accounting. Different funds have different rules that affect how money can be used. Enterprise Funds, such as trash collection and water service, cannot be used for public safety purposes. They must be used for the purpose they were collected including purchasing a service needed by the enterprise. We often refer to this environment as the “color of money.” So while the City budget may look like one pot of money, there are many funds with various rules that restrict how the dollars may be allocated. General Fund, Highway Users Revenue Fund (HURF) & Self Insurance Trust Fund (SIT) The good news: General Fund revenues are increasing. This is not something we have seen since the false indications of revenue growth in FY 2009, which turned out to require mid‐year cuts that continued though FY 2012. In terms of growth, we there Items Funded with State Shared Income Tax Increase Est Revenue Increase $ 1,161,900 will be revenue growth in State Shared Income ASRS Increase (99,850) Tax (because it was already collected) for PSRS Increase‐Police (317,500) approximately $1.1 million. Unfortunately, PSRS Increase‐Fire (288,550) growth in fixed costs is occurring at almost an Electric Increase (50,000) equal pace. Growth in mandatory Natural Gas Increase (30,000) contributions to pensions, utilities, and health Health Insurance Increase (226,000) $ 150,000 insurance will leave us only $150,000 versus this revenue growth. At the February retreat, guidance was given on how to reduce service levels in some areas to pay for many maintenance and operational shortfalls. Some of the changes in service include: reducing snow plowing, reducing street sweeping, improved efficiencies in Public Works and Utilities, moving deicer subsidy from General Fund to Stormwater, redirect expenditures to Solid Waste and SEMS, reduce purchasing new materials at the Library, repurposing Cogdill, increasing revenues at the ice rink, increase PFC revenues and reduction of staff in Community Development. These changes allow for $860,000 being re‐allocated. Council also agreed to re‐allocate dollars to add $200,000 to streets operation and maintenance; $100,000 to parks maintenance (an additional $100,000 was authorized at the April retreat with funding coming from BBB Recreation), $100,000 to facility maintenance, $150,000 to vehicle replacement; $450,000 to restore pay cuts; $145,000 to maintain 2 police officers when grant dollars expire; $100,000 to offset outside legal fees and $50,000 to restore some training and uniform allowances. Annual Financial Plan February Retreat Re‐Allocation Recipients Street Maintenance $ Parks Maintenance Facility Maintenance Vehicle Replacement Fund Restore Pay Cut 1.2% Restore Training Restore Uniform Allowance Maintain 2 COPS Officers Increase Outside Legal $ xxi 200,000 100,000 100,000 150,000 450,000 28,000 22,000 145,000 100,000 1,295,000 City of Flagstaff Back to the good news: Sales tax, both local and state shared sales tax, is growing beyond expectations. We continue to remain guarded about their continued growth trajectory, but even if they can remain flat in FY 2013, we will see an approximately $525,000 increase in local sales tax and another $525,000 in state shared sales tax over FY 2012. We must temper some of this good news with the lessons learned of the Great Recession (and just good budgeting). We don’t know for certain how much of this growth will be sustained in an “on‐going” manner versus a “one‐time” infusion of revenue. For example, we have two notable construction projects occurring: The Grove (Sawmill) and Elevations (at the Mall). Will there be an equally sizeable construction project next year? Maybe, maybe not. Moreover, we have seen the volatility of auto sales over the recession. Auto sales and construction make up 17.9 % of the FY 2012 sales tax projections but were 23.44% of sales tax in FY 2008. They are extremely unpredictable. Therefore, we will only count a small percentage of revenue from construction and auto as on‐going dollars but leave a larger portion for one‐time expenditures. In the end, if we add in the reallocation dollars to the “on‐going” pot, we have $978,000 to work with beyond the re‐allocations we looked at in the retreats. Good news! Some bad news: We continue to have to increase the subsidy from the General Fund to the HURF (which pays for street operations and maintenance) because that revenue source‐‐gas tax‐‐ continues to shrink, but more importantly, the State continues to divert revenues previously allocated to cities to the State General Fund to pay for Department of Public Safety among other expenses. This Flagstaff General Fund subsidy will need to increase by $300,000 just to offset the decrease in revenues allocated to Flagstaff by the State in FY 2012 and again in FY 2013. This brings our available ongoing funds to $678,000. Also based upon our February retreat we have taken $145,000 in ongoing revenue and allocated this to retaining 2 more police officers whose funding expires in 2014 when the COPS grant expires (this funds 4 of the 6 COPS grant positions on an on‐going basis after the grant). Another $50,000 was re‐allocated to HURF to help with the operations and maintenance of arterial and collector streets. This leaves $483,000 to address other on‐ going needs. In terms of need, we had approximately $1.5 million in requests from General Fund Divisions not including property and liability insurance. Almost all of these were for increases in gas prices, utilities, maintenance, training or inflation. The next table shows how we allocated approximately half of the amount to these requests and the other half to insurance rate increases. From a personnel standpoint, there are four areas in the General Fund with staffing change discussions—Courts, Legal, Human Resources, and Fire. Annual Financial Plan City Manger's Ongoing Allocations Administative Assistant‐Legal .25FTE HR Generalist Wildland Specialist Reclassications and OT Maintenance Insurance Training Gas and Oil for PD Grants Management Service LEAF Contract Increase‐IT PD Shared Radio Service Various $5,000 and Less $ $ xxii 8,000 63,000 54,000 72,000 6,060 209,500 7,500 20,070 10,000 12,300 10,360 10,210 483,000 City of Flagstaff The Courts have seen tremendous growth in citations during the first three years of the recession and then a decline in FY 2012. However, the ratio of citations to employees has still grown to a rate where processing delays are extending. Unfortunately, our focus needs to continue to be on both the capital construction and the on‐going maintenance of a new facility. We are currently requesting a proposal for a Public‐Private Partnership (P3) for an adequate facility far below the Bond Issue request of $23 million in 2010. This Budget uses available court revenue for this project in combination with a new bond request in November 2012. We don’t know what that request will be until we see the proposals. In the absence of that request or the failure of that bond issue, the budget redirects the court revenue to staffing. This Budget increases personnel in Human Resources (HR). We are an organization of 800 Full Time Equivalent (FTE) employees or a head count of over 1000 (the difference meaning we have 1,000 employees on the payroll, but if you add all the people who are part‐time and temporary together to total a full time employee, we have the equivalent of 800). Human Resources consists of 6 people. They handle all benefits, employee hiring, orientation, complaints, employment law cases, etc. In good times, they spend a lot of time on recruitment. In bad times, they spend more time on benefits (because they are being reduced) and complaints. A staff of six people just cannot keep up with the workload for the entire organization and needs help. A sum of $63,000 in on‐going money is allocated toward an HR Generalist. There are two changes to personnel in Legal. First, part (0.25FTE) of an Administrative Assistant position in Legal has been funded with one time money the last two years. This position has proven necessary to the operations. Therefore, this Budget converts that position to funding with ongoing dollars. This does not change the head count, just the funding source. Further, at the City Attorney’s request, the currently vacant prosecutor’s position will be reclassified to a Senior Assistant City Attorney on the Civil side. This requires approximately $15,000. Again, the total head count remains flat, but the attorney is relocated from prosecution to civil. Lastly, we have two positions in Fire dedicated to wildland fire prevention that are currently funded with grant dollars. That grant funding will run‐out during FY 2013. This Budget will take $54,000 to maintain Wildland Specialist position with General Fund dollars. The other position we will seek to maintain with new grant funds. In that absence, we will look to relocate one of the employees to operations/suppression as we have three vacancies occurring in that area. These personnel recommendations will add 1 FTE to the General Fund head count (and shift the cost of .25 from one‐time to ongoing and a Fire FTE from grant dollars to other revenues sources), but for FY 2013, we actually are decreasing 10 employees or 9.9 FTE (1 Economic Vitality, 1 Police, 5.2 Recreation, 1 Community Development and 1.70 Public Works). Further details are included in Personnel Section and the Authorized Personnel section in the Appendix. The Court positions will be based upon the fate of the proposed fall bond election (if Council agrees) and will be funded with Court Improvement fees. Aside from personnel changes, new allocations of ongoing dollars include $6,000 to maintenance across the various divisions, $20,000 to PD fuel, $7,500 to training, $72,000 to reclassifications and overtime, Annual Financial Plan xxiii City of Flagstaff $32,600 for contracts, $10,000 in various items under $5,000, and the remaining $209,500 will be a transfer from the General Fund to the Self Insurance Trust Fund (SIT) to pay property and liability insurance (a more detailed breakdown can be seen on page xxii). It’s unfortunate when we have to put so much towards something that does not add value to our services, but the insurance protection has been critical such as when we saw the collapse of the J. Lively Ice Rink due to a snowstorm a few years back. This still does not erase the total increase in premiums we have seen over the last two years. Luckily we have a healthy balance in the SIT and can use that for the time being. We also know that we have some reductions in insurance premiums in future years as some bad experiences drop off the calculation formula. However, the SIT will remain a central focus in upcoming budgets as we address its structural deficit. On the one‐time (1X) front, we have $734,223 to work with. This is a sizeable amount, although in FY 2012 we had just under $2 million due to the Sawmill sale. The idea of one‐time dollars is that it comes from unsteady revenue sources and should be allocated to things that don’t have an ongoing expense. We’ve made some exceptions to this parameter in the past in order to avoid layoffs or address some maintenance issues. A full detail of one time expenditures can be found on the next table. Of note, there is a $50,000 line item to address increases in fuel costs. Fuel prices are escalating quite quickly. While they tend to come down slow, they do tend to come down. So City Manager One‐Time Allocations rather than make on‐going increases to City Hall Remodel $ 90,000 Aerial Photography 75,000 division budgets, we will create a one‐time Retirements 74,684 account to offset shortfalls around the General United Way 71,000 Fund. There is $75,000 for a new set of aerial photos. This is the base of our GIS maps which are used for planning and construction by Planning, Engineering, Capital, Water, Wastewater, Stormwater and certainly Real Estate. It’s time to update these photos. Elections Public Defender Contract Increase Fuel Price Increase Fire Academy Equipment for New COPS positions Citizen's Survey Chase Lease Regional Plan Training Expense Miscellaneous Items PPA Power Cost at Aquaplex Council Travel Open Space Maintenance Recreation Facility Maintenance City Scape Neighborhood Intern Agency Sponsorship Tables 65,000 60,000 50,000 40,000 38,516 30,000 30,000 25,669 20,550 15,600 12,000 10,000 10,000 7,204 5,000 2,500 1,500 734,223 Another item of note is $90,000 to remodel a portion of City Hall to accommodate the offices that will transfer from the “Chasement.” We currently lease the basement of the Chase Bank Building on the corner of Birch and Humphrey’s. This costs approximately $115,000 per year. With $ staffing reductions over the past few years we can accommodate most of the employees from that building into City Hall. Unfortunately not all. Moreover, we are looking for efficiencies between Utilities and Public Works. Therefore, these dollars will be used to create a new entrance and Annual Financial Plan xxiv City of Flagstaff some offices using the area in the second floor west hallway. While this one‐time cost is close to the one‐years rent on the Chasement, it is a longer term solution that eliminates the on‐going expense of renting space. There is approximately $40,000 to outfit the four new police officers associated with the Southside COPS grant. We are also creating “catastrophic” line items as a transition tool from “unfunded” to “pay‐as‐you‐go” on facilities and equipment. The philosophy is that we have facilities that need more ongoing maintenance than our budget can currently afford. We are making re‐allocations to this need, but it is still not adequate. The idea of a catastrophic line item is really a contingency fund. We try to stretch the life of a vehicle or a furnace longer, but set aside dollars to fix it/replace it if it fails during the year. Referencing the reminders, remember that we have to appropriate the expenditure in the budget because state law does not give us flexibility to increase expenditures mid‐year. The last item that I want to bring your attention to is the use of two new revenue triggers. A trigger is a tool that I introduced that says, “If certain revenues exceed projections, we will use 50% of that money for a pre‐approved purpose related to personnel.” In FY 2012 we used the trigger to restore the 1.2% pay cut the employees took in FY 2008. A salary survey earlier in FY 2008 indicated that our employees were an average of 19% below the market. This means there were some positions more than 19% below the market. Additionally, there is not been a salary increase since FY 2009. This makes sense, but the freezing of salaries has some unintended consequences. Chief among them is compaction among the newer employees. If you were hired in December of 2008 at the entry pay level, you have never seen a pay raise above that hiring amount. However, you now have three years worth of experience. Someone hired in March 2012 will also be paid at the same entry level rate. So now, people with three plus years of experience make the same as those with no experience in the position. This is compaction and it is starting to create some equity issues. Council provided direction at the April retreat to apply the following triggers. 1) We would offer an across the board 0.6% pay increase; and 2) We would address those the farthest below the market (in that order). This will not effectively address the compaction issue at this time. In summary, while we saw some notable revenue growth in the General Fund, we are directing those dollars toward on‐going and one‐time expenditures that sustain the services, infrastructure, facilities, and personnel we have. The General Fund also will increase its subsidy of the HURF as the State decreases its revenue transfers. Lastly, we start to address the premium increase associated with property and liability insurance. Not perfect, but going in the right direction. Bed, Board, and Beverage (BBB) Like General Fund sales tax revenue, we expect to see BBB revenue increase in FY 2013. The budget projection is approximately a 4% increase. This is very positive news and reflects the continued rebound in our tourism. BBB revenue is distributed across five areas—Tourism (30%), Recreation (33%), Beautification (20%), Economic Development (9.5%) and Arts & Sciences (7.5%). This does not mean Annual Financial Plan xxv City of Flagstaff that the expenditures increased in all funds by this same amount. There are other revenues sources in each fund and they have a significant effect. For example, in Recreation, there is the $1.1 million in bond funds from a 1996 bond issue that are scheduled to be spent in FY 2013 that significantly increase expenditures. There is a decrease in Intergovernmental Revenue to Beautification associated with two grants that were completed in FY 2012 resulting in a significant decrease in expenditures for FY 2013. Where ongoing increases are possible, they have gone to similar expenditures of maintenance and training. In Tourism, we did increase the advertising and added a tradeshow to our sales operation. In Economic Vitality, we are initializing the annual maintenance fee on the Buxton data ($17,000) that has become so useful in our business attraction, expansion and retention efforts. Utilities The upgrade of the Wildcat Wastewater Treatment Plant in 2008 took a big toll on Water/Wastewater reserves. Additionally, the recession decreased revenues significantly for these two utilities. As a result, there were significant cuts in operations, maintenance and capital over the last four years. With the initiation of a rate increase which took effect on January 1, 2011 and its phase‐in over the next five years, there are resources to address many of these issues in a part. The first focus is capital replacement of infrastructure. The most significant project is the replacement of the water line from Route 66 to Cedar along Switzer Canyon. This has been the source of numerous waterline breaks that have had significant effects on adjoining properties, notably the medical clinics. A second phase associated with replacing that water line will run from Cedar to the Elk’s Lodge and occur in FY 2014. We have also budgeted for the replacement of a pipeline in the Lake Mary Wellfield; replacement of a waterline associated with the West and Arrowhead street improvements; a sewer‐line replacement on Elm and Dale; and a waterline replacement as part of the Bow & Arrow street improvements. Some of these projects are in conjunction with the $16.5 million Streets and Utilities Bond issue voters approved in November of 2010. Other notable increases focus on fuel and energy. Fuel costs and natural gas costs are expected to be notably higher in FY 2013 versus FY 2012. Additionally, while rates for electricity will also be higher, our consumption is also likely to be substantially greater. Specifically, the Inner Basin will remain off‐line for all of the summer of 2012. This supplies 20% of our water during peak summer months and is a gravity line requiring very little energy to deliver. This, combined with the lower water level in Lake Mary, will mean greater dependence upon wells. While the water level in the wells has been rising due to less use over the last couple of years, it does still require a great deal of energy to pump. Greater pumping, which is our expectation, will mean greater expenditures on energy. A third notable is increase in maintenance. Of particular interest is the restoration of funds to maintain some sewer lines. One of the biggest maintenance issues for sewer lines are tree roots that find their way into pipes. We had to reduce this expenditure during the last few years due to minimal resources. We are increasing this maintenance in FY 2013. Annual Financial Plan xxvi City of Flagstaff The last note on increase expenditures for Water and Wastewater Utilities is in the area of technology. We will be upgrading or replacing outdated SCADA equipment that allows us to electronically monitor Lake Mary, individual wells, treatment equipment, etc., from a central location. We also need to resume payment on some maintenance of software as well as purchase or upgrade some software that has been critical in our operations. For Stormwater we continue to focus upon smaller drainage improvement projects, but are also hoping to see a new bridge at Thorpe Street associated with the Rio de Flag Flood Control Project. A Congressional earmark from many years ago associated with this project but limited to bridges, was transferred from Federal Highway Administration (FHWA) to the Army Corps of Engineers in FY 2012. Design is underway and construction is expected in FY 2013. Additionally, there is a one‐time allocation for the STREAM TEAM watercourse clean‐ups for FY 2013 in the amount of $10,000. Environmental Services The Environmental Services Fund has two primary services associated with it—Solid Waste and Sustainability and Environmental Management (SEMS). In the past, these two functions have been intertwined within this fund. We are moving to greater distinctions in both funding and expenditures. A major component of that in the FY 2013 budget is the increase in the environmental management fee and decrease in the solid waste fees by an equivalent amount. From a fee payer standpoint, this is a wash. There is no increase. However, this does provide more transparent accounting of what revenue sources are being used for what expenditures. The proposal is to increase the Environmental Services fee, found on our monthly utilities bill, from $2.00 per month to $4.00 per month with an equivalent reduction to the solid waste fee. Based upon the feedback from Council at the February budget retreat, we have set the process required by state law for changing a fee in motion so that it will run parallel to this budget process. Elsewhere in Environmental Services in FY 2013 is our resumption of a study on large scale composting at the landfill. Any and all efforts to increase diversion from the landfill are efforts that extend the life of a highly difficult resource to replace. This was originally in our work plan for FY 2012, but had to be superseded by our flood protection efforts associated with the Schultz Fire stormwater run‐off that was threatening the landfill. A berm was completed in July/August of 2011 in addition to several groundwater monitoring wells. Continued monitoring and research of the movement of subsurface water in this area will require additional expenses this fiscal year. SEMS has proposed an alternative to the ECO Pass bus passes that were cut in FY 2012. Obviously alternative forms of transportation to and from work are a positive impact on our goal to reduce or hold steady greenhouse gases. Therefore, SEMS will reduce expenditures on the outreach associated Energy Efficiency Kits and use it to purchase up to 20 monthly bus passes from NAIPTA. We then resell those bus passes to employees at 50% on a first come first served basis. The subsidy is approximately $4,800. Annual Financial Plan xxvii City of Flagstaff Capital Improvement Program Capital improvement projects are projects over $25,000. We spent part of the April retreat examining these expenditures in detail. You can find the proposed list of expenditures for FY 2013 and the next five years in the Capital Improvement Section of your final budget document. I would like to call your attention to some capital items that are related to recent actions. First, we had two bond items that were passed in November of 2010—the Public Safety Radio System and the Streets & Utility Improvement bonds. The radio system has been almost completely installed and is in use. The bond was for $4.72 million. It came in at less than $4.4 million. While police is fully integrated, Fire is still making the transition. The ability to switch between VHF and digital is a marked improvement for Fire and offers a great deal of flexibility and clarity in communication. A big thank you to the public for approving this important tool! On the Streets & Utility Bonds, we have 10 projects underway or planned between FY 2012 and FY 2013. This includes the overlay of Fourth Street, utility and street improvements on Cherry, Franklin/Mohawk, Izabel, Sunnyside Phase V‐B, South Beaver/South Leroux, Dodge Avenue, Rose Avenue, Coconino/Eldon/Humphreys, and La Plaza Vieja. These projects are addressing places where both our pavement and our utility infrastructure are at their combined worst. Capital has been hustling to get these projects designed and bid to take advantage of the lower construction costs we have been experiencing. We still have $1.75 million unallocated from the project. Right now this is a good contingency for all the projects that are underway. Once closer to completion we will program that remaining amount. In short though, I believe this to be a strong showing of responsibility with taxpayers’ dollars for needed projects. It’s that old, “promises made, promises kept” idea. Second, I would like to call attention to the result of the re‐allocation discussion. You will see that the $250,000 in re‐allocated dollars we discussed at the February retreat has increased our Street Improvement Program from $893,000 to $1,143,000 (compared to a high of $2.9 million when we had full HURF funds). This program addresses crack sealing, chip sealing, and overlays (collectively know as pavement preservation). The exact programming of streets with these dollars for FY 2013 has not been completed, but is close. This Budget also provides framework for possible November 2012 bond questions. The issues of an undersized and outdated Court House and Maintenance Facility have not gone away. I recognize the price tag and timing were very difficult for voters. Staff has been working on alternatives over the past year and would like to discuss those with Council and initiate consideration of Bond questions for this November at substantially lower price points. Additionally, this budget allows Council to consider a bond question associated with forest restoration in two critical areas to the City. The Four Forest Restoration Initiative (4FRI) is a large scale effort to restore our national forests to health through various treatments. We have seen the devastating effects of wildfire in our area in the last decade with most notable impacts from the Schultz Fire of 2010. We have further seen that when the forest has been treated, such as outside Little America during the Annual Financial Plan xxviii City of Flagstaff Hardy Fire, the minimal impacts a wildfire will have. In fact, the impacts are often positive in those areas. If the Schultz fire were to happen on the west side of the peaks, most notably in an area called Dry Lake Hills, the flood flows on the Rio de Flag would significantly compound an already damaging 100 that we are currently trying to mitigate. This is a huge danger to the community. Likewise, a similar fire and subsequent flooding around Upper Lake Mary would render our surface water source useless for a significant number of years (due to all the soil, ash and debris running into the lake). Restoration of the forests around these two areas is part of 4FRI. However, where in that queue has not been determined and funding for 4FRI is not enough to guarantee full treatment in the next ten years. Therefore, in conjunction with a long term management plan that would likely include a maintenance fee on our utilities bill in the future, I would like to initiate consideration by Council of placing a $10 million bond issue on the November ballot to treat these areas. Summary Again, this is a very positive year in that we are seeing increased revenue in most of our funds. However, the maintenance demands of our existing infrastructure, equipment, facilities, personnel and services is not sustainable. I believe this recommended budget re‐allocates and prioritizes expenditures in the direction of maintaining “what we have.” We are a long ways from a sustainable position, but with these difficult budget decisions, we are on the right path. Respectfully submitted, Kevin Burke City Manager Annual Financial Plan xxix 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 xxx City of Flagstaff requirements, capital needs, debt burden, and strong reserves for future needs and contingencies. BUDGET OVERVIEW The City of Flagstaff FY 2013 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 2013; Debt Structure; and the Fund Balances, which are the operating framework of the Financial Plan. FINANCIAL RESOURCES AVAILABLE Sales/Franchise Taxes Intergovernmental 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 Flagstaff Housing Authority $ $ (B) Other Revenue: Licenses and Permits Vehicle License Tax Charges for Services Fines and Forfeits Interest on Investments Misc Revenue $ $ Fund Bal. & Other Financing Res., 32.0% 16,787,925 29,776,120 12,330,834 11,947,550 10,223,455 3,843,535 5,555,000 5,531,750 37,917,702 34,940,782 79,249,446 248,104,099 TOTAL APPROPRIATIONS 6.8% 12.0% 5.0% 4.8% 4.1% 1.5% 2.2% 2.2% 15.3% 14.1% 32.0% 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 12,940,449 8,444,905 1,666,101 12,392,011 1,436,764 1,037,472 37,917,702 $ $ (A) BBB Tax Funds: Beautification Tourism Economic Development Arts and Science 790,930 2,486,750 3,028,980 1,238,570 518,927 26,876,625 34,940,782 $ $ Public Works 8.8% Sales/ Franchise Taxes, 6.8% Airport 3.0% Utilities 10.8% 8,395,367 3,123,808 10,227,051 7,489,037 1,200,701 10,324,785 27,090,640 26,764,580 21,890,876 7,442,365 12,144,719 5,567,829 6,312,656 94,921,435 5,208,250 248,104,099 6,576,638 1,624,102 1,389,255 637,056 10,227,051 Environ Svcs 4.9% Stormwater 2.2% FHA 2.5% Fire/Police 10.9% Other Revenue (B), 14.1% 3.4% 1.3% 4.1% 3.0% 0.5% 4.2% 10.9% 10.8% 8.8% 3.0% 4.9% 2.2% 2.5% 38.3% 2.1% 100.0% Intergovern. Revenue, 12.0% Comm Enrich 4.2% Enterprises (A), 15.3% BBB Tax, 2.2% Comm Dev 3.0% State Revenue, 4.8% BBB 4.1% Highway User Transportation Tax, 2.2% Library District Tax, 4.1% Tax, 1.5% Contingencies 2.1% Mgmt Svcs 1.3% Gen Admin 3.4% "WHERE THE MONEY GOES TO" $248,104,099 "WHERE THE MONEY COMES FROM" $248,104,099 Annual Financial Plan Non-Dept 38.3% Econ Vitality 0.5% Property Taxes, 5.0% 1 City of Flagstaff The following graphs depict the major classifications of appropriation for the total FY 2013 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. 105,375,396 7,056,734 113,428,759 17,034,960 5,208,250 248,104,099 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 2.8% 2.8% Operations Operations 42.5% 42.5% Capital Capital Improv Improv Projects Projects 45.7% 45.7% Reserves/ Reserves/ Contingen's Conting's 2.1% 2.1% Debt Service 6.9% Debt Service 6.9% EXPENDITURES BY TYPE Personal Services Contractual Commodities Capital * Exclusive of Debt Service $ 58,352,758 62,943,889 9,036,037 117,771,415 248,104,099 Police, 15.8% 17,034,960 Public Works, 16.5% Utilities, 11.1% Community Enrichment, 9.8% NonDepartmental, 9.1% Economic Vitality, 5.1% Contractual 25.4% Management Services, 3.0% Annual Financial Plan $ Fire, 8.8% EXPENDITURES BY TYPE (all funds) Capital 47.5% $ 8,395,367 13,492,928 3,123,808 5,322,060 10,309,785 9,305,163 16,698,304 17,370,018 11,704,924 9,653,039 105,375,396 OPERATING BUDGET $ Personal Services 23.5% $ Commod's, 3.6% Community Development, 12.8% General Admin, 8.0% General Administration activities comprise 8.0% of the budget ($8.4 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, Real Estate Program and Information Technology. 2 City of Flagstaff Community Development (CD) comprises 12.8% of the operating budget ($13.5 million). The services in this Division include Planning & Development Services, Engineering, Capital Improvements, Housing, MPO (Metropolitan Planning Organization), 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. requirements. There is one administrative section responsible for management of water, wastewater, 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, inclusive of the Spot Improvement Program, Drainage Program, the Rio De Flag project, and Engineering and Master Planning, . Management Services comprises 3.0% of the operating budget ($3.1 million). The division encompasses those activities that provide administrative support and services including financial services, budgeting, purchasing, customer service, forest management and sales tax. Non-Departmental operations comprise 9.1% of the budget ($9.7 million) exclusive of $8.9 million debt service. Some sections are contractual in nature and include Contributions to Other Agencies. The Council and Commission, Transit, Special Assessment, Capital Projects and Non-departmental budgets account for expenditures that benefit City operations as a whole. Fire Department services comprise 8.8% of the operating budget ($9.3 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 15.8% of the operating budget ($16.7 million). Public safety programs provide personal safety in the community by promoting a community free of crime and assured response in emergency situations. Public Works activities are provided by seven sections that account for 16.5% of the operating budget ($17.4 million), excluding the debt service requirements for streets ($0.5 million) and USGS facility ($1.4 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. Economic Vitality activities comprise 5.1% of the operating budget ($5.3 million) excluding debt service requirements for Airport ($0.3 million) and Business Incubator ($0.4 million). The division includes the following sections: Community Investment, Tourism and Visitor Center, Airport, Arts and Science, Urban Design, Streetscape, and Economic Development. FORMAT The Division Detail presents each operating activity at the Section level with each Section’s Mission, Program Description, FY 2012 Accomplishments, FY 2013 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 9.8% of the operating budget ($10.3 million). 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 2011, the Estimated Actual for FY 2012, and the Utilities comprises 11.1% of the operating budget ($11.7 million), excluding $5.4 million debt service Annual Financial Plan 3 City of Flagstaff Adopted Budget for FY 2012 and FY 2013. Expenditures are shown by category and programs. The comparatives in the Financial Summaries Section are presented at the fund level and the division level to aid section and program managers in budget tracking and accountability. Categories presented are:     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. 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) Within each Fund there may be several Divisions. Divisions also may encompass several Funds. The Division level is the legal level of budget authority. Divisions are groups of Sections that serve a similar function with the City. In addition, within each Section are Programs, which capture all expenditures, related to an activity, cost center, or location of operation within a section. The following table represents the structure for the City. Annual Financial Plan 4 City of Flagstaff Annual Financial Plan 5 City of Flagstaff Management Services Administration Tax, Licensing & Revenue Finance & Budget Human Resources City Attorney Information Technology Municipal Court Risk Management Customer Service Management Services City Manager General Administration * Major Funds based on the FY 2011 CAFR Flagstaff Housing Authority * Stormwater * Airport * Environmental Services * Water & Wastewater * Recreation * Arts & Science * Real Estate Proceeds Housing and Community Services Metropolitan Planning Organization G.O. Bond Fund Secondary Property Tax Special Assessment * Perpetual Care Capital Projects Bond Tourism * Beautification * Economic Development * Transportation * Highway User Revenue * Library General Fund * FUNDS DIVISIONS Flagstaff Housing Authority Housing and Community Services Metropolitan Planning Organization Flagstaff Urban Trail System Engineering Housing Services Development Services Capital Improvements Administration Community Development Fire Fire Police Police Solid Waste Sustainability and Environmental Management Street Maintenance & Repairs Cemetery Facilities Maintenance Fleet Parks Administration Public Works Illustration of Relationship between Funds, Divisions, and Sections Airport Arts & Science Economic Development Beautification Admin, Streetscapes Convention & Visitors Bureau Visitor Services Community Investment Economic Vitality Library Recreation Community Enrichment Stormwater Administration Lake Mary Water Treatment Plant Water Distribution Services Booster Stations Wastewater Treatment Plants Wastewater Collection Wastewater Monitoring Utilities G.O. Bond Fund Secondary Property Tax Special Assessment Perpetual Care Capital Projects Bond Real Estate Proceeds Recreation CIP Transit 4th Street Overpass Safe to School Safety Improvements Non-departmental Contributions Council and Commission Non-departmental  BUDGET PROCESS Budget Process Flowchart:  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 (1.5 Days)  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   (Three Days) 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 2013. The Capital Improvement Plan (CIP) for FY 2013 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. BUDGET CALENDAR November 14-15 Fall Council Retreat December Budget Module available to all Divisions January Selective Program Review with Budget Team and Division Managers (After 2nd Public Hearing) January 4 Capital improvement and equipment requests reviewed by Capital Improvements and Purchasing Implementation of Budget February 9 Winter Council Retreat February 23 March 7 Review with Department Heads and City Manager April 18 - 20 Council Study Sessions Proposed Budget available to public May 22 Tentative budget hearing and Tentative budget adoption June 5 Final budget hearing and Final budget adoption June 5 Truth in taxation hearing June 6 Notify Property Tax Oversight Commission of Compliance with Truth in Taxation July 3 Adopt Property Tax Levy Adoption of Final Budget (After 1st Public Hearing) Property Tax Levy Adoption 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 6 City of Flagstaff Review and Approval: Issues presented during the review and approval period include discussion topics 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. are reviewed and budget authority is transferred from contingencies by Resolution as necessary. Council can also amend total appropriations for a fund during the year by Resolution as long as there is a corresponding increase/decrease in another fund so that the total appropriation is not exceeded. ASSUMPTIONS AND STRATEGIES ECONOMIC OVERVIEW AND REVENUE FORECAST In recent months the City of Flagstaff has seen some improvements to the economy. This comes after negative economic indicators since approximately December 2007. We have seen small improvements in FY 2013 in our local and state shared sales tax revenues. However, we remain under our highest levels recorded in FY 2008. We are not anticipating recovery to those levels for several years. Another indicator of some recovery is related to our state shared income tax revenues. Based on state information, we are expecting a 20% increase over FY 2012 six year low. The economic analysts for our local and state region estimate there will be moderate improvements over next few years with improved recovery beginning in two to three years. 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 will occur on June 5 2012. 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 an 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. Excluding utilities taxable business activity, the City realized declines in for all but four months between November 2007 and August 2010, in comparison to the same month in the prior year. Beginning in September 2010, the City saw increases for 6 straight months due to large increases in construction sales tax revenues. Since that time the City has been in a range of 1% to -4% when compared to the prior year, same month. Based on business activity through March 2012, tax revenue has increased approximately 0.5% compared to a year ago. However, if utilities taxable business activity is included, the number becomes an increase of 4.4%. Of the three major categories of local sales taxes, two have seen an increase and one has decreased. Construction is down approximately -16.9%, hospitality is up approximately 4.7%, and general retail is up approximately 2.6%. Current sales tax estimates 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 ($248,104,099). Certain exclusions are allowed by the state [e.g., bond proceeds, debt service, grants] in computing the Expenditure Limitation ($130,339,503), and this total cannot be exceeded. Budget authority can be transferred between line items within a Section. At year-end, Division budgets Annual Financial Plan 7 City of Flagstaff are approximately $400,000 higher than what was recognized in FY 2011. Angeles, and Phoenix; however that trend is not yet evident in our monthly receipts. 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 Improvements, Street Improvements, 4th Street Overpass, and Transit. The transportation tax components expire in 2020. As these funding shifts from construction to maintenance, the City will pursue a permanent component to this tax. As similar sales are taxed with this source, revenue declines follow the same trends as the general sales tax. 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 FY 2013 as projected by the city. The State of Arizona caps the primary property tax revenue increases at 2% on an annual basis. Homeowners will realize a 3.1% rate increase from $0.6917 to a flat revenue of $0.7131 per $100 of assessed value. However, due to declining assessed values, the average property value should see no increase in the city primary property tax. 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 driver in the local economy and overall sales have been increasing in FY 2012. Revenue in this category is expected to increase approximately $200,000 over recognized revenues in FY 2011. 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. Going into this budget season, management wanted to look at ways the City could reallocate resources to help with deficiencies in our maintenance and operational shortfalls. This would mean reducing service levels in one area to help sustain areas that are below acceptable service levels. After divisions were given this direction, several areas made the list for reduced services. The Budget Team then prioritized where to allocate these funds and presented the options to City Council at the February retreat. 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. After the February retreat, Finance completed the updates to all 5-year plans to provide an outlook on revenues and expenditure. The General Fund update provided additional sources for allocation due to better than expected results in sales tax revenues at the local and state levels. This allowed for additional allocation of funding. The Budget Team then met with each division to discuss their proposed budget. From the meetings the team was able to allow for some additions which help support existing service levels. A balanced budget was prepared and presented to Council at the April retreat. The State has experienced a similar recovery in revenues as the City. The City estimates that FY 2012 revenues will be approximately 0.4% higher than FY 2011. That number should increase significantly in FY 2013 due to the increase in state shared income tax revenues which are received by the City two years after collection. During the April retreat the City Manager presented his proposed budget with all the details related to reallocations and proposed changes to operational budgets as well as a complete overview of the City’s Capital Improvement Plan. One key discuss was related to reorganization of Recreation staff. The proposal to reduce two Recreation Supervisors was discussed and received several public comments to not reduce this area. In the end Council directed staff not to cut these positions and identified funding sources to keep the budget balanced. The Council also approved funding Parks Maintenance with Highway user revenue (gas tax) funds are projected to end 5% below FY 2012 budget. For FY 2013, the City anticipates that the State will continue to redirect the revenues to fund the Department of Public Safety and Motor Vehicle Division. 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 Annual Financial Plan 8 City of Flagstaff another $100,000 with funding coming from BBB Recreation. Council Guidelines – The budget guidelines set forth by the City Manager were formulated based on Council concerns and goals. Finance staff then worked with divisions to update year end estimates and carryovers for the final budget proposal. The final budget was approved by Council on June 5th. 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. Details of the previous discussion can be found in the City Manager’s transmittal letter at the front of this document. EXPENDITURES The adopted budget is based on fiscal restraint consistent with conservative and sustainable revenue estimates. The base budget approach has required operational cost reviews and redistributions of all Departments. Budget review includes:  Estimated Actual Expenditures FY 2012. Sections were asked to estimate expected expenditures by line item for FY 2012. Overage and underage amounts (and reasons, theretofore) were used to adjust the recommended budget for various line items in FY 2013.  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. Efforts to Control Expenditures – The Fleet Management Committee reviews all equipment replacement requests and prioritizes those needs. A long-range planning approach is utilized to level cash flow requirements from one year to the next. The Fleet Committee has developed a five-year plan and continues the process of reviewing the plan to identify cash flow needs and develop alternatives to better allocate future resources. Due to varying demands, the Fleet budget is flexible, allowing monies to shift within the five-year planning period. In FY 2012, the City set up a catastrophic vehicle replacement fund. As our fleet ages, this fund reduces the impact of unexpected vehicle and equipment failures and large expenditures. Each year this fund will be addressed for opportunities to increase this reserve. 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 2013 is estimated at $8.4 million 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 General Fund balance is currently projected to be 19% at the end of FY 2013. The FY 2013 budget anticipates using excess fund balance from the completion of FY 2011 to fund onetime expenditures. In addition, a portion of the current fund balance represents carry forward of expenditures in equipment and capital projects. Annual Financial Plan 9 City of Flagstaff REVENUES/OTHER SOURCES Licenses and permits Intergov Rev (Fed/State Grants) Intergov Rev (All Other) Local taxes 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 FY2012 $ 1,127,830 2,253,409 14,009,706 16,530,000 1,237,270 16,006,300 1,225,000 3,277,210 5,200,000 125,000 2,942,524 $ 63,934,249 GENERAL FUND REVENUES/OTHER SOURCES Total resources available for General Fund expenditures for FY 2013 are $63.4 million including the estimated beginning fund balance of $17.9 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 26.5% Intergovt'l Rev (Other) 24.1% Fines/Forfeits 2.0% Intergov. Rev. (Grant) 6.9% Fund Balance 16.3% Lic & Permits 1.2% Charges for Services 4.8% Misc Rev 9.6% General Fund revenue/other sources compared to the year-end estimates have decreased less than 1.0%. 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. Prim Prop Tax 8.3% Interest 0.3% 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 19.2%. The General Fund ongoing revenues and expenses are structurally balanced in the five-year plan. Fund balance is restored to a 15% minimum level. EST ACTUAL BUDGET FY2012 FY 2013 $ 8,093,799 $ 8,395,367 3,450,852 3,715,394 2,953,684 3,123,808 8,365,639 10,215,163 15,948,436 16,875,477 6,710,677 7,400,090 (3,439,521) (363,294) 235,283 1,200,701 3,402,392 3,222,068 360,000 1,150,000 $ 46,081,241 $ 54,934,774 GENERAL FUND TOTAL APPROPRIATIONS Police, 30.7% The financial position of the General Fund remains balanced. Fire, 18.6% Pub Works, 13.5% Mgmt Svcs, 5.7% Non-dept, -0.7% Comm Dev, 6.8% Gen Admin, 15.3% Annual Financial Plan BUDGET FY 2013 $ 790,930 4,367,111 15,284,300 16,787,925 1,238,570 10,326,915 3,203,506 3,028,980 5,250,000 200,000 2,885,183 $ 63,363,420 10 Econ Vit, 2.2% Cont'gcy, 2.0% Comm Enrich, 5.9% City of Flagstaff Appropriations total $14.5 million in FY 2013 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 four years. Revenue has decreased by 31.3% comparing the FY 2009 budget to the FY 2013 budget. REVENUES/OTHER RESOURCES HURF $ Fund Balance Transfers (net) Miscellaneous Interest $ 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. 5,555,000 1,811,716 7,778,564 540,000 7,000 15,692,280 STREET REVENUES/OTHER RESOURCES HURF 35.4% Projects 4th Street Overpass Safe-to-School, Pedestrian and Bike Traffic Flow and Safety Improvements Transit Service Enhancements Totals Fund Bal 11.5% Interest 0.1% Misc. 3.4% Appropriations total $8.1 million in FY 2013. Appropriations are comprised of $6.0 million for transit operations, and $2.1 million for debt service. Transfers include $6.8 million to the HURF Fund for Safety and Street Improvements and $520,000 to fund FUTS projects in Beautification. The tax rate for transportation is 0.721%. Transfers 49.6% APPROPRIATIONS General Administration Community Development Management Services Public Works Economic Vitality Non-departmental Reserve $ $ 118,391 533,783 73,428 13,527,647 24,888 85,536 100,000 14,463,673 REVENUES/OTHER RESOURCES Local Taxes $ 10,223,455 Fund Balance 3,215,623 Interest 40,000 Miscellaneous 4,500,000 $ 17,979,078 TRANSPORTATION REVENUES/OTHER RESOURCES STREET TOTAL APPROPRIATIONS Pub Works 93.5% Local Taxes 56.9% Econ Vit 0.2% Misc 25.0% Non-dept 0.6% Mgmt Svcs 0.5% Comm Dev 3.7% Annual Financial Plan Budget FY 2013 Revenues $ 2,268,728 1,134,364 2,637,396 4,182,967 $ 10,223,455 Interest 0.2% Reserve 0.7% Fund Balance 17.9% Gen Admin 0.8% 11 City of Flagstaff 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. 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. APPROPRIATIONS/TRANSFERS General Administration $ 52,014 Management Services 215,009 Economic Vitality 7,789 Non-Departmental 7,798,412 Transfers (net) 7,304,698 $ 15,377,922 APPROPRIATIONS General Admin Economic Vitality Management Services Community Enrichment Public Works Non-Departmental Reserve $ $ TRANSPORTATION TOTAL APPROPRIATIONS/ TRANSFERS 150,716 27,272 134,552 7,102,717 87,664 93,095 100,000 7,696,016 LIBRARY TOTAL APPROPRIATIONS Non-Dept 50.7% Com Enrichmt 92.3% Transfers 47.5% Econ Vit 0.1% Gen Admin 0.3% Mgmt Svc 1.4% LIBRARY FUND Econ Vit 0.4% The City operates a joint City-County Public Library with auxiliary programs in outlying county locations along with bookmobile services. $3.8 million of the funding for library operations comes from the library district tax. Economic Development Beautification Tourism Recreation Arts & Science Fund Balance 10.1% Transfers 10.2% Interest 0.3% Non-Dept 1.2% 9.5% 20.0% 30.0% 33.0% 7.5% Revenue for FY 2013 is projected with 1.5% growth over 2012 year end estimates and FY 2012 estimated receipts are 2.7% 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. Intergov'tal 0.7% During 1997, the County, in concert with the affected entities throughout, developed a new funding formula for the distribution of the tax. The formula Annual Financial Plan Reserve 1.3% 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: LIBRARY REVENUES/OTHER RESOURCES Library District Tax 48.0% Gen Admin 2.0% BBB FUNDS REVENUES/OTHER RESOURCES Library District Tax $ 3,843,535 Fund Balance 810,264 Transfers (net) 812,260 Interest 27,250 Intergovernmental 52,400 Miscellaneous 2,453,363 $ 7,999,072 Misc 30.7% Public Works 1.1% Mgmt Svcs 1.7% 12 City of Flagstaff Beautification Fund: Total resources available for Beautification Fund activities amount to $7.6 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 $ Intergovernmental Fund Balance Interest Transfers (net) Miscellaneous $ Tourism Fund: Total resources available in FY 2013 are $2.1 million. The total appropriations are $1.7 million, which include $1.3 million for Tourism. Tourism includes General Administration, Marketing, Sales, Public Relations, Film Office, and the Milligan House. The Visitors Center programs account for $313,000. 1,106,350 1,392,471 4,922,258 10,970 156,549 15,890 7,604,488 REVENUES/OTHER RESOURCES BBB Tax $ 1,659,525 Fund Bal, Net of Transfers 395,362 Retail Sales 58,905 Miscellaneous 28,483 $ 2,142,275 APPROPRIATIONS Economic Vitality Reserve BEAUTIFICATION REVENUES/OTHER RESOURCES $ 1,624,102 50,000 1,674,102 $ Fund Bal, 64.7% TOURISM REVENUES/OTHER RESOURCES Interest, 0.1% Intergovt'l, 18.3% BBB Tax, 14.6% APPROPRIATIONS Community Development Economic Vitality Reserve BBB Tax 77.5% Trans. (net), 2.1% Misc, 0.2% Retail Sales 2.7% $ $ Misc 1.3% 3,210,435 3,366,203 10,000 6,586,638 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. BEAUTIFICATION TOTAL APPROPRIATIONS Reserve 0.2% Fund Bal 18.5% Comm Dev 48.7% Econ Vit 51.1% Annual Financial Plan 13 City of Flagstaff Recreation Fund: There is one appropriation in the amount of $1.1 million in FY 2013 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. In FY 2011, the City Council reexamined the use of these funds and now directs $200,000 to fund recreational programming via a transfer to the General Fund. Arts & Science Fund: Total resources available for Arts & Science activities are $768,463 including estimated revenues from the BBB tax of $414,881. Expenditures include: Public Art for $261,956, Flagstaff Cultural Partners (FCP) Administration, and Grants to Other Agencies of $375,000. REVENUES/OTHER RESOURCES BBB Tax $ Fund Bal, net of Transfers Interest $ APPROPRIATIONS General Administration Reserve $ $ 414,881 350,081 3,501 768,463 637,056 10,000 647,056 ARTS & SCIENCE REVENUES/OTHER RESOURCES REVENUES/OTHER RESOURCES BBB Tax $ Interest Bond Proceeds Fund Balance $ 1,825,478 6,200 1,100,000 1,240,079 4,171,757 APPROPRIATIONS/TRANSFERS Public Works $ Transfers (net) $ 1,100,000 1,595,754 2,695,754 Fund Bal 45.6% RECREATION REVENUES/OTHER RESOURCES BBB Tax 54.0% Interest 0.4% Interest 0.1% BBB Tax 43.8% Bond Proceeds 26.4% Fund Bal. 29.7% Annual Financial Plan 14 City of Flagstaff Economic Development Fund: This fund continues to focus on business retention and attraction as well as workforce development. In addition, the City funds the business incubation program and the new Innovation Mesa program, structured to allow university professors and local entrepreneurs to work in a supportive environment to develop ideas into commercial business models. OTHER FUNDS Metropolitan Planning Organization Fund: This fund was established to account for funding derived from the area’s status as a designated Metropolitan Planning Organization (MPO). The MPO receives Federal funding administered through the Arizona Department of Transportation (ADOT). REVENUES/OTHER RESOURCES Lease Revenues $ 154,420 Other 125,000 BBB Tax 525,516 Fund Balance 145,503 Transfers 491,500 Intergovernental Revenue 280,000 Interest 1,455 $ 1,723,394 APPROPRIATIONS Economic Vitality Reserve $ $ The City has appropriated $508,097 for this program for FY 2013. This includes operating funds for transportation and transit planning. Transit operating funds are not included in this budget since that service is contracted through NAIPTA. REVENUES/OTHER RESOURCES Intergovernmental Revenue $ Transfers Miscellaneous $ 1,389,255 265,000 1,654,255 APPROPRIATIONS Community Development Non-Departmental Contingency ECONOMIC DEVELOPMENT REVENUES/OTHER RESOURCES Other 7.3% $ 386,971 21,126 100,000 508,097 BBB Tax 30.5% Lease Rev 9.0% MPO REVENUES/OTHER RESOURCES Fund Bal 8.4% Interest 0.1% Intergov'l 16.2% $ 380,604 22,493 105,000 508,097 Transfers 4.4% Transfers 28.5% Misc 20.7% The City will continue to seek targeted industries to relocate to the community. Those industries will be complementary to existing businesses or will be supportive of community goals such as clean energy, sustainability or BioScience. Total resources allocated to this effort are $1.7 million, of which $280,000 is Intergovernmental Revenue, with all monies from BBB dedicated tax for economic development including a general fund contribution of $491,500 to support the business incubator operations and debt service. Annual Financial Plan Intergov'l 74.9% 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 $1.7 million appropriated to this activity for FY 2013. Real Estate Proceeds: The Real Estate Proceeds fund is currently restricted to the purchase of real estate. The purchase and improvement of Basque properties for $1.0 million is the only activity for FY 2013. Expenditures in this fund include $630,000 in State grants and $585,000 in CDBG grant activities. In addition, there is $70,000 for the down payment assistance program and $1.3 million for land acquisitions including the final amount of pending Izabel homes sale. There was a carry-forward in FY 2012 CDBG grant activities in the amount of $500,000 and $300,000 in affordable housing services. REVENUES/OTHER RESOURCES Fund Bal, net of transfer $ 539,240 Sale of Property 1,000,000 Interest 13,350 $ 1,552,590 APPROPRIATIONS/TRANSFERS Non-Departmental $ $ REVENUES/OTHER RESOURCES Intergovernmental Revenue $ 1,739,731 Fund Balance 1,533,801 Miscellaneous 483,000 $ 3,756,532 REAL ESTATE PROCEEDS REVENUES/OTHER RESOURCES Interest 0.9% Sale of Prop 64.4% HOUSING AND COMMUNITY SERVICES REVENUES/OTHER RESOURCES Fund Balance 34.7% Fund Balance, 40.8% Intergov'l, 46.3% 1,000,000 1,000,000 Misc, 12.9% APPROPRIATIONS/TRANSFERS Community Development $ Non-Departmental Transfers (net) $ 3,386,672 45,652 14,000 3,446,324 HOUSING AND COMMUNITY SERVICES TOTAL APPROPRIATIONS/ TRANSFERS Transfers (net) 0.4% Comm Dev 98.3% NonDepart 1.3% Annual Financial Plan 16 City of Flagstaff ENTERPRISE FUNDS Wastewater Operations: Total appropriations relating to the direct costs for the wastewater operations are $8.3 million. Wastewater (sewer) fees are the major source of revenue supporting wastewater operations. Revenue estimates total $8.4 million in wastewater service charges. 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 $30.5 million. Resources include $12.8 million in water revenues and $8.4 million in sewer revenues. APPROPRIATIONS General Administration Economic Vitality Management Services Public Works Non-departmental Water Utilities Wastwater Utilities Contingency $ $ 626,188 73,918 915,248 59,122 263,254 18,469,746 8,294,834 1,800,000 30,502,310 UTILITIES TOTAL APPROPRIATIONS 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. Water Utilities 60.6% REVENUES/OTHER RESOURCES Water Revenues $ 12,816,449 Sewer Revenues 8,382,405 Capacity Revenues 186,500 Fund Bal, net of Transfers 8,970,661 Bond Proceeds 1,357,606 Intergovernmental Revenue 3,601,952 Interest 101,505 $ 35,417,078 Non-dept 0.9% Pub Works 0.2% Gen Admin 2.1% Econ Vitality 0.2% Wastewtr Utilities 27.2% Mgmt Svcs 3.0% Cont'gcy 5.8% UTILITIES REVENUES/OTHER RESOURCES Sewer Revenues 23.7% Water Revenues 36.2% Capacity Revenues 0.5% Fund Bal 25.3% Interest 0.3% Intergov'l 10.2% Bond Proceeds 3.8% Water Operations: Total appropriations relating to direct costs for the water operations are $18.5 million. Water fees are the major source of revenue supporting water operations. Bond funds support well development and future water rights. Revenue estimates total $12.8 million for water sales. Annual Financial Plan 17 City of Flagstaff ENVIRONMENTAL SERVICES FUND REVENUES/OTHER RESOURCES Environmental Svcs Revenue $ 12,392,011 Intergovernmental Revenues 93,500 Fund Bal, net of Transfers 3,365,920 Other Financing Sources 1,250,000 Miscellaneous Revenues 12,000 Interest 30,164 $ 17,143,595 Total financial resources are $17.1 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. ENVIRONMENTAL SERVICES REVENUES/OTHER RESOURCES Environ Svcs Rev 72.3% 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. 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 ensure sufficient funds will be available to meet these requirements. Intergov'l Rev 0.5% Misc Revenue 0.1% Interest 0.2% Other Fin Sources 7.3% APPROPRIATIONS General Administration Economic Vitality Management Services Public Works Non-departmental Contingency Fund Bal 19.6% $ $ 398,292 61,828 376,834 12,387,952 244,599 612,000 14,081,505 ENVIRONMENTAL SERVICES TOTAL APPROPRIATIONS Pub Works 88.0% Mgmt Svcs 2.7% Econ Vit 0.4% Gen Admin 2.8% Annual Financial Plan 18 Cont'gcy 4.4% Non-dept 1.7% 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 $7.8 million: $2.3 million for operations which includes $0.8 million for a new airline service development grant, $0.3 million for debt and $5.2 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 (ERU). A rate increase was approved in FY 2010 to $1.30 per Equivalent Rate Unit (ERU). June 1, 2010 was the last scheduled increase. This year, of the $5.2 million in capital improvements, 94% of the budgeted expenses are being funded with grants from the FAA and ADOT. Total revenues/other resources of $6.1 million include a transfer of $4.0 million from the general fund for the Rio de Flag project. REVENUES/OTHER RESOURCES Airport Revenues $ 1,666,101 Intergovernmental Revenues 5,691,345 Fund Balance 254,944 Interest 5,385 Transfers (net) 191,433 Miscellaneous 261,120 $ 8,070,328 REVENUES/OTHER RESOURCES Stormwater Revenues $ Fees & Charges Fund Balance Transfers (net) Interest $ AIRPORT REVENUES/OTHER RESOURCES Intergov'tal, 70.5% Airport Revenues, 20.6% STORMWATER REVENUES/OTHER RESOURCES Transfers (net) 59.4% Misc., 3.2% Transfers, 2.4% 1,406,262 30,502 1,038,066 3,649,074 20,761 6,144,665 Interest 0.3% Interest, 0.1% Fund Balance, 3.2% APPROPRIATIONS General Administration Economic Vitality Management Services Public Works Non-departmental Fund Bal 16.9% Fees/Chgs 0.5% $ $ Stormwater Rev 22.9% 62,750 7,450,799 119,449 125,633 57,063 7,815,694 AIRPORT TOTAL APPROPRIATIONS Pub Works 1.6% Econ Vit 95.3% Non-dept 0.8% Gen Admin 0.8% Mgmt Svcs 1.5% Annual Financial Plan 19 City of Flagstaff FLAGSTAFF HOUSING AUTHORITY APPROPRIATIONS General Admin Management Services Public Works Utilities Non-departmental Economic Vitality Contingency $ $ Utilities 97.7% 38,734 50,435 10,921 5,567,829 15,138 3,782 10,000 5,696,839 The Housing Authority (FHA) owns and operates 265 units of low income public housing, manages 80 units of low income housing and administers 358 Section 8 Housing Choice Vouchers, which includes 4 homeless Vouchers and 25 VASH Vouchers. FHA also administers 12 housing vouchers for seriously mentally ill persons. Total financial resources are $8.6 million. Intergovernmental Revenue from the US Department of Housing and Urban Development comprises 65.1% of funding, or $5.6 million. Rental Income represents rent charges based on resident family income per Federal regulations. Miscellaneous income is primarily pass through and administrative fee income for Housing Choice Vouchers which the Housing Authority administers locally for other housing agencies. These portable Vouchers are under HUD contract with other housing agencies, and FHA administers the Vouchers locally, for which FHA earns an administrative fee. STORMWATER TOTAL APPROPRIATIONS Cont'gcy 0.1% Non-dept 0.3% Econ Vit 0.1% Pub Wks 0.2% Mgmt Svcs 0.9% Gen Admin 0.7% Total appropriations of $5.7 million include the operational components of NPDES implementation, general drainage maintenance, and the Rio de Flag flood control including related parking. REVENUES/OTHER RESOURCES Intergovernmental Revenue $ Rents/Other Tenant Income Fund Balance Miscellaneous $ 5,634,506 1,037,472 1,307,325 644,258 8,623,561 APPROPRIATIONS Community Development Contingency $ $ 6,312,656 1,001,250 7,313,906 FLAGSTAFF HOUSING AUTHORITY REVENUES/OTHER RESOURCES Rents & Other Income 12.0% Intergov't Rev 65.3% Fund Bal 15.2% Misc 7.5% Annual Financial Plan 20 City of Flagstaff The General Fund balance decreases by 53% as the City is currently funding several projects with fund balance and non-recurring revenues. Such projects include redevelopment and Rio de Flag flood control. In addition there is budgeted $2.1 million in one-time items throughout various sections. The majority of one-time items is the result of Carryover requests from the FY 2012 Budget. 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 forecast 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 63% due to planned expenditures at both the branch and the affiliate libraries. 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. HIGHWAY USER This fund is devoted to the maintenance, improvement, and construction of street related items. The fund first matches ongoing revenues with ongoing maintenance and then plans out the capital equipment and improvements. Several capital improvements include portions that are funded through revenue transfers from other funds. The five-year plan shows the ability to balance ongoing and one-time expenditures while maintaining an adequate fund balance. The HURF fund balance decreases by 32% due to planned expenditures for the completion of various capital projects and decreased HURF revenue projections. TRANSPORTATION The preparation of the five-year plan is a cooperative effort between division heads, section heads, and Finance staff to assure projections are based in current program needs and revenue estimates are achievable. The Transportation Fund is used to track revenues and expenditures related to a dedicated sales tax approved by voters. 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 decrease of 19% is due to timing of capital projects. The five-year projections are located in the Financial Summary Section. The following narratives present the highlight of the forecasts by funds and estimated change in fund balance for the coming fiscal year: BEAUTIFICATION GENERAL 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 79% due to planned expenditures for the completion of various capital projects. 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. Annual Financial Plan 21 City of Flagstaff Services fund balance decreases by 80% due to planned one-time expenditures. ECONOMIC DEVELOPMENT This fund is balanced with ongoing revenues from BBB taxes and General Fund transfers. Ongoing expenditures support a number of efforts focused on business attraction, retention, work force development, and the business incubator. The Economic Development Fund Balance decreases by 52% in FY 2013 due to use of excess fund balance to cover planned one-time expenditures. 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 increases in FY 2013 by 15% 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 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 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 increases by 31% due to the planned issuance of debt. ARTS AND SCIENCE This fund is balanced with ongoing revenues from BBB taxes and ongoing expenditures related to contributions to agencies for projects related to awareness of arts and science in our community. Planned public art projects in FY 2013 result in Arts and Science fund balance decreases of 65%. RECREATION-BBB 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 increases by 19% as the fund begins to accumulate reserves for new capital projects. SPECIAL ASSESSMENT BOND This fund is set up for repayment of bonds issued for special assessment districts. The Special Assessment Bond fund balance remains flat in FY 2013. 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 as contributions are received. Expenditures will not be budgeted until there is adequate fund balance. REAL ESTATE PROCEEDS This fund is used for one-time revenues and expenditures related to sale and acquisition of property. As the City sells additional properties, those funds will be restricted for a similar purchase of land as intended with the original land acquisition. The Real Estate Proceed fund balance increases by 2% due to anticipated interest earnings. 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: 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 Annual Financial Plan 22 City of Flagstaff 1. The Municipal Facilities Corp fund balance increased due to the timing of bond proceeds and capital expenditures. 2. The GO Bond Funded Projects fund balance decreases by 91% due to the timing of capital projects. 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 anticipates a 35% decrease in fund balance in FY 2013 due to one-time and capital projects 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 46% due to the planned completion 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. The last rate increase was in FY 2011. The rate increase was to self-fund capital improvements and increase inspection efforts as required by NPDES. No rate increases are included in the 5-year revenue projections. The Stormwater fund balance decreases 57% due to the timing of capital projects and planned one-time expenditures. 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. The capital improvement plan is based on annual updates to ADOT and FAA. The City General Fund currently makes a transfer to the Airport Fund to cover the match portion of capital grants awarded. The Airport fund balance remains flat in FY 2013. 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. 23 City of Flagstaff REVENUES GENERAL FUND Historical Trend Information for Select Revenues 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. ALL FUNDS FEDERAL AND STATE GRANTS 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. Description: The City applies to Federal and/or State Departments for various operating and capital grants. These grants have numerous requirements and restrictions that must be adhered to. Most grants are awarded in a competitive application process and others are entitlement based. 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 and approved in November general election. This change decreased the City’s ability to assess property tax dramatically. Grants can vary significantly from year to year because of the nature and availability of grants. Capital grants tend to be one-time grants. Operating grants may cover multiple years or may be applied for year after year if funding is available. FY 2007 and FY 2008 included several large capital grants to extend the airport runway. FY 2011 was the first year the Flagstaff Housing Authority was included as part of City’s budget and they are largely grant funded. FY 2013 includes significant grant funds to purchase Picture Canyon ($3.0M), several FAA airport grants ($4.8M), grant to construct the Innovation Mesa facility ($3.8M) and Inner Basin Pipeline reconstruction ($3.2M). A greater emphasis on applying for grants has occurred over the past couple of years as other revenue sources have decreased due to the recession. (See Schedule C-1 for additional details) 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 $4.2 million dollars to the assessed valuation. For FY 2013 existing Primary Property Tax values dropped by 3.0%. This trend is expected to continue for next fiscal year also. FEDERAL & STATE GRANTS FY: PRIMARY PROPERTY TAX AMOUNT 06-07 07-08 08-09 09-10 10-11 11-12 12-13 $ % CHANGE 12,796,338 15,203,531 5,403,668 5,914,243 10,553,499 15,026,208 29,776,120 FY: 168.5% 18.8% -64.5% 9.4% 78.4% 42.4% 98.2% AMOUNT 06-07 07-08 08-09 09-10 10-11 11-12 12-13 FEDERAL & STATE GRANTS $ % CHANGE 4,353,660 4,656,831 4,786,900 5,020,255 5,113,647 5,200,000 5,250,000 5.1% 7.0% 2.8% 4.9% 1.9% 1.7% 1.0% PRIMARY PROPERTY TAX 30.0 25.0 20.0 15.0 10.0 5.0 0.0 MILLIONS 6.0 ACTUAL EST ACTUAL BUDGET 5.0 4.0 3.0 2.0 1.0 07 07 08 09 10 11 12 09 10 11 12 13 FISCAL YEAR 13 ACTUAL Annual Financial Plan 08 24 EST ACTUAL 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 began in FY 2012, the city is choosing to continue to budget conservatively compared to the State of Arizona. 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. 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 CITY SALES TAX FY: AMOUNT 06-07 07-08 08-09 09-10 10-11 11-12 12-13 $ % CHANGE 15,109,645 15,721,269 14,044,577 13,348,773 13,525,825 13,795,000 14,001,925 FY: 7.5% 4.0% -10.7% -5.0% 1.3% 2.0% 1.5% AMOUNT 06-07 07-08 08-09 09-10 10-11 11-12 12-13 $ 19.0 7.0 17.0 6.0 15.0 13.0 11.0 2.9% -3.3% -13.4% -7.8% 4.9% 9.3% 1.5% 5.0 4.0 3.0 2.0 9.0 07 08 09 10 11 12 07 13 FISCAL YEAR ACTUAL EST ACTUAL 08 09 10 11 12 13 FISCAL YEAR BUDGET ACTUAL Annual Financial Plan 5,815,473 5,623,144 4,868,072 4,490,087 4,711,821 5,150,000 5,227,250 STATE SALES TAX MILLIONS MILLIONS CITY SALES TAX REVENUES % CHANGE 25 EST ACTUAL BUDGET 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: Arizona cities share 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, Suddenlink Communications, MCI, US Sprint, and Central Corp; these entities are currently taxed at 2%, except Suddenlink Communications which 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 decrease in FY 2012 is driven by continued decline in 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. The large increase in FY 2013 is due to the City’s increased population share and economic recovery. 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 and beyond as the new APS franchise agreement allows for the inclusion of industrial customers. FRANCHISE FY: 06-07 07-08 08-09 09-10 10-11 11-12 12-13 STATE INCOME TAX AMOUNT 06-07 07-08 08-09 09-10 10-11 11-12 12-13 $ % CHANGE 6,946,680 8,610,567 9,149,290 7,899,626 5,955,305 5,559,706 6,720,300 22.8% 24.0% 6.3% -13.7% -24.6% -6.6% 20.9% $ STATE INCOME TAX 2,001,795 2,243,051 2,479,028 2,132,644 2,338,951 2,400,000 2,436,000 2.8% 12.1% 10.5% -14.0% 9.7% 2.6% 1.5% 2.6 2.4 2.2 2.0 1.8 1.6 1.4 1.2 1.0 07 9.0 MILLIONS % CHANGE FRANCHISE TAX MILLIONS FY: AMOUNT 08 09 10 11 12 13 FISCAL YEAR 7.0 ACTUAL EST ACTUAL BUDGET 5.0 3.0 07 08 09 10 11 12 13 FISCAL YEAR ACTUAL Annual Financial Plan EST ACTUAL BUDGET 26 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. Revenues vary on an annual basis dependent upon the mix of criminal and civil cases handled by the court system in any particular year. The allocation of the fines is prescribed by the Superior Court, usually annually, and/or the Flagstaff Municipal Court (dependent upon the type of case). There has been a shift of certain cases from the County to the Municipal Court, thereby affecting the comparability from year to year. 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 through FY 2011. The revenue is expected to increase as auto sales grow during the economic recovery. FINES & FORFEITURES FY: AMOUNT 06-07 07-08 08-09 09-10 10-11 11-12 12-13 $ % CHANGE 1,181,278 1,240,222 1,360,441 1,315,772 1,517,937 1,237,270 1,238,570 AUTO IN LIEU TAX -11.3% 5.0% 9.7% -3.3% 15.4% -18.5% 0.1% FY: AMOUNT 06-07 07-08 08-09 09-10 10-11 11-12 12-13 FINES & FORFEITURES $ % CHANGE 2,792,404 2,758,307 2,611,289 2,490,360 2,481,126 2,450,000 2,486,750 5.1% -1.2% -5.3% -4.6% -0.4% -1.3% 1.5% AUTO IN LIEU TAX 1,250 1,100 3.0 950 2.5 MILLIONS THOUSANDS 1,400 800 650 500 07 08 09 10 11 12 13 2.0 1.5 1.0 0.5 FISCAL YEAR 0.0 ACTUAL EST ACTUAL 07 BUDGET 08 09 10 11 12 13 FISCAL YEAR ACTUAL Annual Financial Plan 27 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. FY 2013 is continuing to show an increase in projected revenue, demonstrating the strength of tourism in Northern Arizona. The large decrease in FY 2009 is due to State appropriation for Department of Public Safety Services (DPS) and decreased sales due to record gas prices. BBB FY: AMOUNT 06-07 07-08 08-09 09-10 10-11 11-12 12-13 $ The City experienced a large decrease in HURF revenues in FY 2012 due to additional state shared revenue sweeps by the State of Arizona. The City expects a very small increase in HURF revenue in FY 2013. % CHANGE 4,970,795 5,106,427 5,031,189 4,920,203 5,260,919 5,450,000 5,531,750 11.4% 2.7% -1.5% -2.2% 6.9% 3.6% 1.5% HURF FY: 06-07 07-08 08-09 09-10 10-11 11-12 12-13 BED, BOARD & BOOZE TAX 6.0 5.5 MILLIONS AMOUNT 5.0 4.5 4.0 3.5 $ % CHANGE 7,855,427 7,422,359 6,412,329 6,429,355 6,300,885 5,500,000 5,555,000 5.6% -5.5% -13.6% 0.3% -2.0% -12.7% 1.0% 3.0 07 08 09 10 11 12 13 HIGHWAY USER TAX FISCAL YEAR 8.0 EST ACTUAL MILLIONS 7.5 ACTUAL BUDGET 7.0 6.5 6.0 5.5 5.0 07 08 09 10 11 12 13 FISCAL YEAR ACTUAL Annual Financial Plan 28 EST ACTUAL BUDGET City of Flagstaff TRANSPORTATION TAX ENTERPRISE FUNDS Legal Authority: Resolution 2004-48, approved by voters May 2000. WATER SALES Legal Authority: City Code, Title 7, Chapter 3, Section 11 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%. 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. Transportation Tax Rate Breakdown 4th Street Overpass Street Improvements Safety Improvements Transit Services Total 0.160% 0.186% 0.080% 0.295% 0.721% The rates for each customer class were reviewed in 2010 using an outside consultant. Rate changes were approved by Council with an effective date of January 1, 2011. The rates will increase annually for the next five years. Revenues in FY 2009 decreased due to a wet summer season. The next rate study is planned for FY 2014. A small increase is anticipated in overall Transportation tax revenue due to slow local economic recovery and the passage of the APS Franchise Agreement. WATER FY: TRANSPORTATION TAX FY: AMOUNT 06-07 07-08 08-09 09-10 10-11 11-12 12-13 $ 06-07 07-08 08-09 09-10 10-11 11-12 12-13 % CHANGE 9,207,346 9,623,142 10,020,213 9,526,056 9,851,253 10,072,370 10,223,455 13.3% 4.5% 4.1% -4.9% 3.4% 2.2% 1.5% $ % CHANGE 9,816,624 10,360,082 9,910,726 10,000,060 10,881,744 11,600,000 12,486,472 0.9% 5.5% -4.3% 0.9% 8.8% 6.6% 7.6% WATER SALES MILLIONS TRANSPORTATION TAX 11.0 MILLIONS AMOUNT 10.0 9.0 13.0 12.0 11.0 10.0 9.0 8.0 7.0 6.0 07 8.0 08 09 10 11 12 13 FISCAL YEAR 7.0 07 08 09 10 11 12 13 ACTUAL EST ACTUAL BUDGET FISCAL YEAR ACTUAL Annual Financial Plan EST ACTUAL BUDGET 29 City of Flagstaff WASTEWATER SERVICE CHARGES ENVIRONMENTAL SERVICES Legal Authority: City Code, Title 7, Chapter 2, Section 39 Legal Authority: City Code, Title 7, Chapter 4, Sections 8-9 Description: The principal revenue for operating and managing the City's wastewater system is derived from revenues generated from wastewater (sewer) rates and user charges. 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: Environmental Services disposal service revenue is comprised of solid waste collection charges, hoist and haul fees, landfill dumping charges, inert materials landfill fees, environmental service fees, and residential and commercial recycling. Service charges for residential and commercial customers are based on size of container and frequency of pickup. Hoist and haul is based on a cost per pull plus tonnage. Receipts from fees charged for dumping at the City Landfill are based on tonnage. The environmental service fee is a fixed monthly charge. The rates for each customer class were reviewed in 2010 using an outside consultant. Rate changes were approved by Council with an effective date of January 1, 2011. The rate will increase annually for the next five years. In the summer of 2012, staff identified an error in the rate model. Sewer consumption was set too high. This issue combined with the new rate structure resulted in decreased expected revenue in FY 2011. Staff decided not to go back to Council for a rate increase but decided to adjust operations and capital until a new rate study is completed. The next rate study is planned for FY 2014. The increase in revenues for FY 2013 reflects a rate increase in the environmental service fee. Landfill fees are expected to increase based on projected growth. ENVIRONMENTAL SERVICES FY: 06-07 07-08 08-09 09-10 10-11 11-12 12-13 WASTEWATER AMOUNT 06-07 07-08 08-09 09-10 10-11 11-12 12-13 $ % CHANGE 5,884,159 6,266,404 6,230,404 6,244,381 5,945,908 6,975,000 7,254,233 1.9% 6.5% -0.6% 0.2% -4.8% 17.3% 4.0% $ % CHANGE 9,811,052 10,507,477 11,133,973 10,932,880 11,652,582 11,175,864 12,392,011 1.5% 7.1% 6.0% -1.8% 6.6% -4.1% 10.9% ENVIRONMENTAL SERVICES REVENUES 14.0 MILLIONS FY: AMOUNT WASTEWATER (SEWER) CHARGES 12.0 10.0 8.0 6.0 7.5 07 08 09 10 11 12 13 MILLIONS 7.0 FISCAL YEAR 6.5 6.0 ACTUAL EST ACTUAL BUDGET 5.5 5.0 4.5 07 08 09 10 11 12 13 FISCAL YEAR ACTUAL Annual Financial Plan EST ACTUAL BUDGET 30 City of Flagstaff AIRPORT STORMWATER Legal Authority: City Code, Title 8, Chapter 6, Sections 1-8 Legal Authority: City Code, Title 12, Chapter 2, Section 3 Description: Airport revenue is derived from the rental of airplane hangars, tiedowns, tiedowns with electricity, and shades rented to various individuals and vendors. Landing fees are charged at a rate of $1.05/1,000 pounds based on gross certificate landing weight of aircraft. Rental revenue from terminal rent consists of space, concession and advertising fees. Revenues are collected from the sale and storage of aviation fuel. A $3.00 PFC charge is collected from the ticket sales of passengers embarking from Pulliam. PFC revenue is not used for operating expenditures. The City is in the process of requesting an increase, from the FAA, in PFC revenue to a new level of $4.50 per enplanement. This is expected to be implemented mid-year in FY 2013. 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. In FY 2011 the rate increased, reaching its current level of $1.30 per ERU. This rate will remain static for the foreseeable future. STORMWATER AIRPORT FY: AMOUNT 06-07 07-08 08-09 09-10 10-11 11-12 12-13 $ % CHANGE 1,202,763 1,312,143 1,208,633 1,532,617 1,517,293 1,531,242 1,666,101 FY: 1.2% 9.1% -7.9% 26.8% -1.0% 0.9% 8.8% 06-07 07-08 08-09 09-10 10-11 11-12 12-13 AIRPORT REVENUES THOUSANDS THOUSANDS 1,400 1,200 1,000 800 600 08 09 10 11 $ EST ACTUAL 910,976 1,081,282 1,206,233 1,320,241 1,412,573 1,413,986 1,406,262 68.5% 18.7% 11.6% 9.5% 7.0% 0.1% -0.5% 12 13 1,500 1,300 1,100 900 700 500 300 07 FISCAL YEAR ACTUAL % CHANGE STORMWATER REVENUES 1,600 07 AMOUNT 08 09 10 11 12 13 FISCAL YEAR BUDGET ACTUAL EST ACTUAL BUDGET The revenue has trended upward over the past five years, with the exception of FY 2009. FY 2012 revenue is expected to demonstrate a modest increase over FY 2011. Air travel is showing signs of an uptick after the multi-year recession. Aiding in the revenue projections is the newly secured grant which will 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 2013. Annual Financial Plan 31 City of Flagstaff HOUSING AUTHORITY CAPITAL BUDGET Legal Authority: U.S. Housing Act of 1937, as amended, and Title 24 Code of Federal Regulations RELATIONSHIP BETWEEN OPERATING AND CAPITAL BUDGET Description: Housing Authority (FHA) rents and tenant income represent rent and other charges paid by families/individuals living in public housing. Rent is generally based on approximately 30% of family income, and is not a fixed amount as it is for nonsubsidized housing. Other charges are primarily for maintenance and repairs. It is important to note that as rental income increases, Federal subsidy that supports the operation of public housing decreases. HUD funds operations based on a formula for reasonable expenditures; so if rental income increases, HUD Operating Subsidy decreases. 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. The revenue increases in 2008 through 2010 were the result of significant increases in the “flat rent”. Residents may choose between flat rent and rent that is income based. FHA began implementing higher flat rents in this time frame, which resulted in more families paying higher rents. The projected decrease in income for FY 2013 is due to falling incomes for the families/individuals served. 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. HOUSING AUTHORITY RENTS/TENANT INCOME FY: AMOUNT 06-07 07-08 08-09 09-10 10-11 11-12 12-13 $ % CHANGE 824,523 828,282 918,709 1,133,443 1,139,561 1,160,235 1,037,472 1.2% 0.5% 10.9% 23.4% 0.5% 1.8% -10.6% 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. RENTS AND TENNANT INCOME THOUSANDS 1,600 1,400 1,200 1,000 800 600 07 08 09 10 11 12 13 FISCAL YEAR ACTUAL Annual Financial Plan EST ACTUAL BBB projects will have a significant impact on operating budget requirements. Streetscape and FUTS trail maintenance will require an ongoing level of effort to maintain landscaping. Greater consideration is being given to design and maintenance requirements for future streetscape projects to keep maintenance costs as low as possible. The completion of several parks projects constructed in conjunction with the Parks and Recreation bond program require a major increase in the Parks maintenance budget. City Council has BUDGET 32 City of Flagstaff 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 2013 CAPITAL IMPROVEMENT PLAN The City budget for FY 2013 includes capital improvement projects totaling $113.4 million. This amount includes $46.4 million in carryover items that have been budgeted. Project funding is comprised of the following: $17.0 million in grants primarily for airport, water, and beautification projects, $45.5 million in general obligation (G.O.) bonds and capital leases for the construction of 2010 Street/Utility Projects, Court Facility, 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 are being 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. The City is planning to go to the voters in November, 2012, to ask for authorization for two projects. They are the Public Works Facility and the Forest Restoration Initiative. 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.  Expenditure controls. Funds are expended as they were intended to be spent. The Annual Financial Plan 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 Capital Budget and Capital Improvement Plan (Five-Year) are included in the Annual Budget. Detail project descriptions including location, justification, planning document references, operating impact, and funding and expenditure data are provided for all funded projects. 33 City of Flagstaff General Government – Twenty projects are scheduled for FY 2013 for a total of $78.3 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, FUTS and open space land acquisition, court facility, and Presidio subdivision. 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 twelve Streets Transportation projects scheduled at a budgeted cost of $8.35 million. HURF revenues fund $2.12 million of these projects with Transportation Tax funding $6.23 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. This debt is related to the voter authorized sale of bonds in May 2004 in the amount of $155.2 million, in November 2010 in the amount of $21.2 million, and $1.1 million remaining from November 1996 voter approved of $8.2 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 increase annually for five years and began in January 2011. BBB Funds – Projects include Beautification, Tourism and Recreation funding. Major projects th include 6 Avenue/Arrowhead Connector, FlorenceWalnut Underpass, Historic Facades, 4th Street Corridor Improvement, and continuing our connectivity of FUTS Trails. This year Federal and State grants will provide funding of $1.4 million. Twenty-seven projects are scheduled at a budgeted cost of $6.4 million for FY 2013. 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 Switzer Canyon Transmission Line, Lake Mary Well Waterline, Hillside Sewer Replacement, and Rio De Flag Sewer Relocates. Eighteen water projects and nine wastewater projects are scheduled at a combined budget of $9.6 million for FY 2013. 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 – Five projects are scheduled at a budgeted cost of $5.2 million for FY 2013. The projects include Apron Reconstruction and the Westplex Taxilane – design and construction. Solid Waste Fund - This year’s CIP includes three projects for a total cost of $383,000 for Stormwater Infrastructure, Sub-Surface Geo Physical Study and infrastructure improvements. Stormwater Fund – Eight projects are budgeted in the Stormwater fund with a cost of $4.9 million in FY 2013. These projects include; Drainage Spot Improvement, the Rio De Flag Parking Replacement and Rio De Flag Project. Annual Financial Plan 34 City of Flagstaff Administrative factors reviewed include the professionalism of the administration relative to budgetary policies and practices, financial reporting and results of independent audit, and effective management practices. Debt limitations, tax rate and levy limitations and unused debt margins are also assessed. Focus on management capabilities includes personnel turnover, labor relations, and legal and political constraints evident in the organizational structure. Finally, assessment procedures are reviewed and property valuations are trended and analyzed. DEBT DEBT CAPACITY The City’s legal debt margin, shown on the following page, demonstrates adequate capacity to complete the capital projects passed with the November 1996 bond election, 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, 2012 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 $ 765,276,651 Allowable 20% Debt 20% Debt Outstanding Allowable Debt Margin $ 153,055,330 (41,841,159) 111,214,171 $ 6% Limitation (All Other General Obligation Debt) 35 Assessed Valuation $ 765,276,651 Allowable 6% Debt 6% Debt Outstanding Allowable Debt Margin $ 45,916,599 45,916,599 $ City of Flagstaff DEBT SERVICE CITY COUNCIL GOALS AND PRIORITIES At July 1, 2012, the total actual indebtedness is $152.9 million. FY 2013 annual debt payments are $14.7 million with $37.0 million as proposed future debt awaiting approval by voters. At the start of the fiscal year, July 1, 2012, the City's 20% general obligation debt of $41.8 million is well below the legal limit by $111.2 million. The City has no outstanding general obligation debt in the 6% category. Thus, the full allowable debt margin of $45.9 million is available. The following table illustrates the total actual indebtedness through the life for all currently outstanding debt. 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: 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 $ $ Principal 10,133,643 9,353,743 10,607,412 10,793,294 9,846,457 9,977,545 10,306,642 10,504,304 6,540,667 6,333,573 5,345,189 3,752,873 3,663,570 3,683,033 3,279,782 1,701,826 1,108,599 1,142,070 950,705 870,004 119,894,931 Interest 4,584,853 4,160,705 3,831,223 3,454,320 3,062,971 2,705,576 2,309,009 1,911,882 1,532,564 1,282,062 1,035,485 837,230 689,650 546,104 399,289 264,537 183,630 123,106 67,997 21,749 33,003,942 Total      14,718,496 13,514,448 14,438,635 14,247,614 12,909,428 12,683,121 12,615,651 12,416,186 8,073,231 7,615,635 6,380,674 4,590,103 4,353,220 4,229,137 3,679,071 1,966,363 1,292,229 1,265,176 1,018,702 891,753 152,898,873  These goals are represented in the performance measures of each Section located in the Department Detail section of the book. 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    Tier 2  Annual Financial Plan 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 36 Explore possibility of a second airline. o Update: Acquired an $800,000 grant to secure a second airline. NACET expansion and Science Park approved and construction commenced. o Update: Received 2 grants totaling $5M to support expansion. Adopt a Water Policy resolution including water adequacy, funding, and rain water harvesting. o Update: Adopted rain water harvesting ordinance. Drafted first five chapters of the Water Policy. Settled water allotment dispute related to Red Gap Ranch to allow for an adequate water source for the future of Flagstaff for a potential 80 years. Develop and implement a Property Maintenance Ordinance (PMO). o Update: A draft PMO was provided to Council in May 2012. Council made recommendations for changes and will be brought back to Council at a later date. City of Flagstaff          Tier 3   Implement traffic solutions contained in the Transportation Master Plan. Acquire open space with unspent 2004 bond money. o Update: Exploring purchase of Picture Canyon. Development and implementation of an incentive policy for commercial infill. Maintain existing parks (no new ones). o Update: In FY 2013 we improved the service level from 4 to 3 (1 being the highest level) by allocating an additional $200,000 to maintenance and improvements. Substantial progress towards a snowplay area. o Update: Conducted a Request for Proposal process and began contract negotiations. 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. o Update: Council has discussed the possibility of a Civil Rights Ordinance. Make sure we are following the Inclusive Cities Resolution.     Year round homeless shelter with one-stop social services. o Update: We assisted Flagstaff Shelter Services in development of a new homeless shelter. Annual Financial Plan  37 Restore staff pay cut and get competitive pay. o Update: The pay cut has been restored. We have placed triggers in the FY 2013 budget to help address positions under market by 25-30% and another 1.2% pay increase. th Redevelopment of Kmart building on 4 street. o Update: This building is now occupied by CAL Ranch. Establish fiscal policies. o Update: Fiscal policies were established in FY 2011 and used in the FY 2012 and 2013 budget process. Explore partnerships with Tribal and other governments; including recharging Alliance with a 5-year strategic plan. o Update: Signed Navajo Nation Human Right’s Commission’s memorandum of understanding. Signed agreement in principle with tribes on water settlement. Attended numerous Hopi ceremonies. Provided training to Navajo airport crews. Endorse November 2010 bond issue individually and work to pass. o Update: Two of the four bond proposals were passed by the voters. The approved issues were for replacing the Public Safety radio system and the Street/Utility improvements. The court and maintenance facilities did not pass. Review priorities in CIP. o Update: The annual budgeting process allows for discussion of priorities for the City’s Capital Improvement Plan. City of Flagstaff Inner Basin Pipeline Reconstruction - May 2012 Annual Financial Plan 38 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 2012 is 42%, for FY 2013 is 19%, and for FY 2014 is 17%. 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 Water and Wastewater 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 has been approved for a rate increase effective January 1, 2011 with planned increases for five years. 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. 39 City of Flagstaff REAL ESTATE PROCEEDS FUND DEBT MANAGEMENT The disposition of funds from real estate proceeds is governed by ordinance. Proceeds from the sale of real property assets will only be used for costs of acquisition or sale of real property. The City will not pledge General Fund taxing authority to secure long-term debt except when marketability can be significantly enhanced. At least 25% of capital outlay (including capital equipment acquisition) will be funded on a pay-asyou go basis. The City will fund on a pay-as-you-go basis as much as possible rather than using debt financing. DEBT PERFORMANCE To ensure that the City's debt position and bond ratings remain favorable, the City's borrowing program strives to meet the following general debt performance goals:    A feasibility analysis will be undertaken in-house for proposed long-term financing to determine current and future budgetary impact and reliability of revenue stream to support both debt service requirements and operations. Council will review the financing program annually. The City will limit long-term debt to only those capital improvements that cannot be financed from current revenues. The terms of repayment for any debt will not exceed the estimated useful life of the project or asset acquired nor will debt be used for recurring expenditures normally considered operational and maintenance expenditures. Minimize the impact of debt obligation on the general taxpayer, by:  Using Special Improvement Districts (SID), revenue bonds (street projects), or user charges (water and sewer bonds) whenever possible.  Determining if BBB funds (Beautification, Economic Development, Tourism, Recreation, and Arts & Science) should underwrite all or part of a proposed project.  Creating sinking funds when possible to provide for expansion or replacement of capital items.  Seeking out grant support to the maximum extent possible as well as other lower interest debt options such as state revolving loan funds or redevelopment district designation.  Collaborating with the City’s financial advisors to structure debt in such a way the debt load is explicitly related to the operating budget and the ability to handle debt will not impair operating needs. General obligation debt load will not exceed 15% to 20% of the operating budget and debt expenditures to allow sufficient resources to meet ongoing needs without placing an undue burden on the taxpayer.  Preparing an Official Statement on all bond offerings and notes, including Certificates of Participation.  Maintaining good relations with its financial advisor, bond rating agencies and insurance carriers, and providing full and open disclosure on all financial reports and prospectuses. Annual Financial Plan Financing will not exceed the useful life of the infrastructure improvement. Debt financing will be on a competitive basis. Private placements (negotiated financing) may be used when the market is highly volatile or the debt structure is highly unusual and complex as to financing structure or security structure. Debt schedules will be prepared and included in the Annual Budget and Financial Plan (budget document) as well as the Five-Year Capital Improvement Plan with an annual update. The City will diligently monitor compliance with all bond covenants as well as strict adherence to federal arbitrage regulations. 40 City of Flagstaff FUND BALANCES AND RESERVES BUDGET POLICIES The City will strive to maintain fund balances of at least 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:      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. The landfill rates include an allocation to the sinking fund.    The City will utilize a number of different fund types to segregate the financial activity within the City either due to regulatory reasons or as designated internally. The fund classifications are Governmental funds, Proprietary funds and Fiduciary funds. EXPENDITURE LIMITATION CONTROL The State of Arizona provides for several options regarding expenditure control limitations. State statute determines the allowable expenditure limits for each municipality. There can be a one-time adjustment, a permanent adjustment, or charter cities have a homerule option. The City operates under the state expenditure limitation rather than the home rule option allowed to Arizona municipalities, which requires voter approval every four years. The City has a permanent adjustment to the base as a result of the BBB tax approved by voters in FY 1988, which allows the City to increase the expenditure level base by the amount of the additional revenues generated by the tax. Governmental funds are typically those that account for the tax supported activity within the City. Within governmental funds, the sub-classifications utilized by the City are:  The City received voter approval for a second permanent base adjustment in the May 2006 general election. The adjustment was necessary to align previous citizen approved expenditures with the maximum allowable amount per the Economic Estimates Commission.  Expenditure Limitation is presented as the basis of accounting presented by the uniform expenditure reporting system, which excludes expenditures of certain revenues specified in the Arizona Constitution. Annual Financial Plan Encumbrances (contractual commitments) are considered the equivalent of expenditures. Encumbrances at year-end for goods or services, which are not received prior to the end of the fiscal year, are cancelled. Fund balances reserved to inventory and bonded debts are not included in the budget. Certain expenditures, such as depreciation and landfill closure and post closure accrual, are not included in the budget. All funds except the Internal Service Fund are budgeted. Enterprise funds budget capital expenditures and debt service payments as expenses. Enterprise funds budget bond proceeds and grants as revenues.  41 General Fund - The chief operating fund that accounts for all activity not accounted for somewhere else. The General Fund currently encompasses the activities of General Administration, Management Services, Community Development, Public Safety, and Non-Departmental expenditures. Special Revenue Funds – Accounts for certain revenue sources that are set-aside for a specific purpose. Special Revenue Funds currently in existence are the Library, Highway User Revenue, Transportation, Beautification, Economic Development, Tourism, Art’s and Sciences, BBB Recreation, Real Estate Proceeds, Housing and Community Services, and Metropolitan Planning Organization. Debt Service Funds – Established to set aside the resources needed to meet current and future debt service requirements on general long-term debt. The City has established the General Obligation Bond Fund, the Secondary Property City of Flagstaff  Tax Fund, and the Special Assessment Fund in this category. Capital Projects Fund – Established to separately reflect major capital acquisitions and/or construction from other ongoing operating activity. The City of Flagstaff has established a Capital Project Fund. 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 42 City of Flagstaff MINIMUM LEVELS OF CAPITAL INVESTMENT NON-RECURRING REVENUES The City will balance operating revenues against operating expenditures. Any non-recurring revenues are budgeted for other one-time and/or nonrecurring expenditures. Should any non-recurring revenue source have ongoing operating implications, those considerations will be evaluated before the acceptance of such funding. The Street Improvement Program will strive to commit $1.5 million for annual capital maintenance of the street system which includes ADA compliance in the street system. The Water and Sewer system will undertake sufficient capital improvements considered routine operations and maintenance to prevent system degradation. Additionally, the inner basin waterline will be 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 43 City of Flagstaff Inner Basin Pipeline Reconstruction - May 2012 Annual Financial Plan 44 City of Flagstaff monthly and quarterly. There will be two tiers of revenue triggers added to the FY 2013 budget. In tier one if the receipts of the adjusted local sales tax and state shared sales tax exceed the budgeted amount by $400,000, then $200,000 of ongoing dollars will be applied towards a 0.6% increase. In tier two, if the sales tax budget is exceeded by another $400,000, then another $200,000 of ongoing dollars will be used for a market adjustment. Positions furthest below market will be considered for the market adjustments. The adjustments would be implemented after April 1, 2013. ISSUES AND UPDATES PERSONNEL SERVICE COSTS HOUSING TRANSITION 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. The Housing Authority staff were added to the City’s pay plan on July 1, 2011. The differences in benefits have also been examined and the benefit program was aligned effective January 1, 2012. The Housing Authority is now completely aligned for compensation and benefits. The compensation package proposed in this year’s budget attempts to address three issues:  Maintaining compensation and benefits for employees  Restoring compensation and benefits for employees that have been reduced due to budget reduction.  Begin addressing the average 19% under compensation to employees compared to market. COMPENSATION The City’s pay plan was increased by 0.6% on July 1, 2011 to off-set the Arizona State Retirement System (ASRS) contribution percentage split change made within the retirement system. The pay plan was increased by an additional 0.6% on January 1, 2012 per City Council direction to restore part of the 1.2% reduction in pay. The City also achieved the revenue triggers and the pay plan was increased by 0.6% on April 1, 2012 to offset the remaining 0.6% reduction in pay. On April 29, 2012, the pay plan was decreased by 0.6% as the ASRS contribution percentage split reverted to a 50%/50%. The total amount of compensation is approximately $28,026,000 in the general fund. BENEFITS FY 2013 begins the 20th 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. NAPEBT continues to fund a wellness program in an effort to control costs. This year NAPEBT held its fourth 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, mammography and prostate exams and wellness screenings free of charge. These wellness assessments have been included in a Wellness Incentive program including an online Health Risk Assessment (HRA). The incentive will be effective July 1, 2012 and will save the employee $20 per month on their premium, if the employee participates in the screening and HRA. In addition, City staff have created a wellness program called TeamWELL (Workers Enjoying Living Life). TeamWELL has begun a host of programs and events centering around healthy living. 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 were adjusted as mentioned in the previous paragraph. Hazardous Assignment Pay is paid to employees who perform demanding duties or duties with an unusual degree of responsibility, a heightened level of physical risk that is above the norm for the job, and where additional certification and/or continuing education is needed that is above and beyond the minimum requirements for the position. Assignment pay was adjusted as mentioned above. The City will begin to address the market lag of the City’s pay plan this year based on revenue triggers. The revenue trigger will continue to 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 2012. The reports will be received in January of 2013, which is the most comprehensive time to capture local sales tax, since it includes those businesses that file annually, Annual Financial Plan The overall premium increase for health insurance is 4.4%. This increase will be mitigated through the use of Trust surplus. The Trust will continue to fund the amount of the previous premium holidays equaling $17.93 per month per employee and the 4.4% increase of approximately $20.64 per month 45 City of Flagstaff per employee. The overall employer contribution has decreased by $291,000 in all funds, since the Trust fund balance is covering all increases in premiums for FY 2013. The City has programmed increases in the General Fund 5-year-plan should the Trust not continue to cover increases. coverage. There is no change in the contribution this year. The cost to all funds is approximately $15,000. The City provides a basic life and accidental death & dismemberment benefit in the amount of one times the employee’s annual salary to a maximum of $150,000. The cost of this benefit is $83,784. 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 $635. 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 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 Public Safety Personnel Retirement System (PSPRS) employer contribution will be 29.22% for Police an increase of 19.1% and 37.80% for Fire an increase of 20.8%. The PSPRS employee contribution will increase by 1% to 9.65% for the employee. The Arizona State Retirement System (ASRS) contribution split has changed back to a 50/50 split effective April 29, 2012. The employer and employee contribution will be 11.14% for FY 2013. The ASRS pension and health insurance benefit will be 10.90%, which is a 3.8% increase in contribution rates. The ASRS long-term disability will stay 0.24%,. The cost to all funds is approximately $3.46 million for PSPRS and $2.94 million for ASRS. The City will pay the full premium for employees participating in the Base Plan and $254 per month for dependent subsidy. However, if the employee does not participate in the Wellness Incentive and has not authorized a payroll deduction the employee will be defaulted into the HDHP and there will be no contribution to the Health Savings Account (H.S.A.). The dependent subsidy was reduced effective July 1, 2009 and this will continue FY 2013. In FY 2012 NAPEBT voted to offset the 8.1% increase with 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 City funded this during the FY 2012 budget with ongoing dollars in order to maintain the current benefit package. The total budget for employee only health insurance is $3.8 million dollars. The total cost of the dependent subsidy to the City is approximately $822,000. SUPPLEMENTAL BENEFITS The City provides supplemental benefits to employees including the Employee Assistance Program and Repetitive Motion Therapy. 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 FY 2013. The savings to all funds is approximately $340,000. 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 provides mediation services, responds to critical incidents, is the City’s DOT Substance Abuse Counselor and may provide training on topics such as Dealing with Difficult Customers, Preventing Violence in the Workplace and Drug & Alcohol Training for Supervisors. The City worked with the Employee Advisory Committee in order to determine the dental benefit needs of City personnel. As a result of those discussions the City merged all dental plans into a more enhanced product that included 100% preventive care, 80% basic service, 60% crowns, 50% major services and child orthodontia. The dental insurance premiums will reduce by 2.5%. The City pays 100% of employee coverage and employees pay 100% for dependent coverage. The cost to all funds is approximately $284,000. The total amount budgeted for the Employee Assistance Program is $34,000 and there is no change proposed for the FY 2013 budget. The City provides a basic vision benefit for the employee and dependents. The employee does have a buy up option for employee and dependent Annual Financial Plan 46 City of Flagstaff CLASSIFICATION 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.   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. All employees with current workman’s compensation claims or claims closed for less than one year have first priority when scheduling an appointment. However, employees with current workman’s comp claims who do not follow their prescribed course of treatments will not have priority when scheduling an appointment. If the audit and analysis indicates an adjustment needs to be made to a position classification, Human Resources procedures allow for four types of changes. All other employees who are susceptible to a repetitive motion therapy are eligible for one therapy session per week. 1. RECLASS - An individual(s) within a classification is evaluated in regard to moving that person(s) from others in the same classification to a higher (or lower) classification. Some instances may include a title change. The total amount budgeted for Repetitive Motion Therapy was reduced to $12,000 FY 2013 and this will continue to be the budgeted amount this fiscal year. Housing Authority personnel were added to this benefit beginning February 2011. 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. VOLUNTARY BENEFITS The City offers three voluntary benefits for the employee. These benefits include Voluntary Life insurance, Short Term Disability and Long Term Disability. There is no direct cost to the City for offering these voluntary benefits, but the City does utilize City resources for administration purposes. 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. Employees may purchase additional life insurance at their own expense through payroll deductions. The cost of coverage is age rated and there is a guaranteed maximum amount of $100,000. Coverage is also available for eligible dependents. The audit can also show that the position is properly classified and/or titled and that no changes are needed. Short term disability is available to all employees and Long term disability is available to commissioned employees since it is not part of the Public Safety Personnel Retirement System. This is also an age rated benefit with a weekly maximum of $1,150 for Short term and monthly maximum of $5,000 for Long term. Annual Financial Plan 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 2013 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, 2012. 47 City of Flagstaff The Human Resources division received a total of 12 requests for reclassifications/reranges and 10 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 Engineering Tech III 7 Engineering Specialist 8 1 Airport Operations Supervisor 10 Airport Operations Manager 12 1 Meter Technician 4 Meter Technician II 5 1 Judicial Specialist B21 Court Finance Specialist 9 1 RETITLE Old Title New Title Range Public Relations Associate Public Relations Specialist 8 Sales Associate Sales Specialist 8 Publications Specialist Creative Services Specialist 8 REZONES Old Zone New Zone No. of Employees Effected Planning Development Manager 2 3 1 Maintenance Worker – Parks 2 3 1 Maintenance Worker – Parks 1 2 1 Maintenance Worker – Facilities Maintenance 2 3 1 Equipment Operator – Streets 1 2 1 Administrative Specialist – Legal 1 2 1 Administrative Specialist – HR 1 2 1 Current Job Title Annual Financial Plan 48 City of Flagstaff Human Resources also received the following requests mid-year for new classifications, reclassifications, retitles, and rezones. MID YEAR CHANGES RECLASSIFICATIONS/RERANGES Old Range Old Title New Title New Range No. of Employees Effected Airport Service Worker I 6 Airport Operations ARFF Spec B6 3 Airport Service Worker II 7 Airport Operations ARFF Spec B6 3 Public Works Manager 13 Public Works Manager 14 5 Library Assistant II 8 Library Supervisor 10 1 B21 1 Administrative Assistant B11 Administrative Specialist Economic Development Manager 14 Economic Development Manager 15 1 Service Writer 6 Fleet Services Specialist 7 1 Fire Inspector II 9 Fire Inspector 10 1 RETITLE Old Title New Title Range Meter Reader Supervisor Meter Tech Supervisor 8 Community Planner Community Design and Redevelopment Project Administrator 12 REZONES Old Zone New Zone No. of Employees Effected Equipment Operator 2 3 1 Operations Specialist 2 3 1 Maintenance Specialist 2 3 1 Equipment Operator – Solid Waste 2 3 1 Current Job Title Annual Financial Plan 49 City of Flagstaff ADDITIONAL MID- YEAR CHANGES Human Resources have received the following additional requests that are still under review: 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. 1. Rezone of Plant Specialist from Zone 2 to Zone 3. 2. Create a new classification of Financial Systems Specialist for Management Services division. 3. Reclassification of Executive Administrative Assistant. A total of 9.92 FTE’s were cut across all funds for FY 2013. The following detail highlights the five year historical staffing trend as well as the City’s calculation of City staff in comparison to population. PAY PLAN CHANGES The following changes have been made to the City Pay Plan: PERSONNEL IN EACH FUNCTION CATEGORY 5 YEAR HISTORICAL TREND 1. The Airport Service Workers were broad banded with a title of Airport Operations/ARFF Specialist with a minimum range 6 and a maximum range 8. 2. The Sr. Procurement Specialist and Accountant I and II were broad banded. The titles will be updated to Procurement Specialist and Accountant with a minimum of range 9 and maximum range 12. 3. The pay plan was updated to reflect the new minimum wage effective January 1, 2012. Public Safety Public Works Comm Enrich General Admin Utilities Community Dev Housing Authority Mgmnt Services Econ Vitality 2009 282.75 250.35 0.00 83.88 81.75 102.38 0.00 105.41 0.00 906.52 2010 267.00 159.09 110.43 73.88 70.50 69.58 0.00 38.75 38.25 827.48 Fiscal Year 2011 260.00 153.59 110.43 72.68 68.50 61.88 23.50 39.00 35.75 825.33 2012 2013 257.00 149.87 112.75 71.48 67.50 57.08 23.50 38.25 34.99 256.00 148.16 107.59 70.93 67.50 56.08 24.00 38.25 33.99 812.42 802.50 Employees per 1000 Population REORGANIZATIONS The following reorganization has been completed: Census Year 1980 1985 1990 1995 2000 2005 2010 2012 The City Manager’s Office reorganized the duties of the Executive Assistant to include support of the City Manager and Deputy City Manager – Utilities, Safety and Services and the Executive Administrative Assistant was increased to 1 FTE from 0.75 FTE and now supports the City Council and Deputy City Manager – Community Enhancement. Population 34,743 38,247 45,857 52,701 52,894 61,185 65,870 66,673 * * * * ** Budget Year 1981 1986 1991 1996 2001 2006 2011 2013 Employees 427.75 470.25 527.25 593.00 700.00 768.03 825.33 802.50 Emp/Pop 12.3 12.3 11.5 11.3 13.2 12.6 12.5 12.0 City Employees per 1,000 Population 12.0 2012 2010 2005 2000 1995 1990 1985 1980 Human Resources have received additional requests that are under review for Recreation Section, Revenue Section, Utilities Division, and the Police Department. ORGANIZATIONAL STUDIES The Human Resources division is currently conducting two organization studies for the Library and the City Clerk’s Office. 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 TURNOVER The City’s turnover rate for calendar year 2011 is 6.87%. This is 8.83% lower than the government rate according to the Bureau of Labor Statistics. Annual Financial Plan 50 City of Flagstaff The table below lists each section with staff level changes for FY 2013: 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 – Economic Development Economic Vitality – Airport Economic Vitality – Community Investment Economic Vitality – CVB Economic Vitality – Visitors Center Total Annual Financial Plan 51 FY 2012 Authorized Personnel 10.795 6.75 2 13.75 13 8 18.25 12 2.88 2 8 FY 2013 Authorized Personnel 10.25 7.75 2 13.75 13 8 18.25 12 2.88 2 7 FY 2013 Personnel Changes -.545 1.0 22.5 16.7 5 22.0 17.2 5 -.50 .50 23.5 85 172 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 6 6 4.49 807.42 24 85 161 51.4 56.19 2 28.69 13 11 34.97 47.65 10.85 8 11 14 12.5 9 3 4 6 24.18 2 9.5 5 6 4.49 797.5 .50 -1 -1 -5.16 -.50 1.23 -1.34 -.35 -.75 -1 -1 -9.915 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF COST ALLOCATION PLAN FOR FISCAL YEAR 2013 GENERAL 001 PROVIDING SECTIONS General Fund Services Non Departmental Council & Commissions City Manager City Attorney Human Resources Risk Management Management Services Information Systems Finance Division Sales Tax & Licensing Public Works Admin Public Facilities Maintenance Fleet Services Customer Service Community Development Admin Engineering Community Investment Contributions 52 Total General Fund Divisions General Administration Management Services Community Development Public Works Economic Vitality Non-Departmental LIBRARY 030 HURF 040 TRANSPORTATION 041-044 WATER AND WASTEWATER 201 STORMWATER 210 AIRPORT 270 ENVIRONMENTAL SERVICES 280 TOTAL CHARGES TO OTHER FUNDS $ 1,862,068 238,239 955,895 412,490 299,152 111,890 344,355 653,476 556,263 339,011 13,929 736,944 40,666 73,538 220,906 1,357,797 282,350 134,996 57,045 23,011 68,623 38,974 31,374 11,745 29,734 71,760 28,627 86,589 1,075 4,431 27,272 13,039 52,638 20,999 50,630 35,568 22,547 9,646 34,709 37,483 78,881 57,980 1,236 533,783 24,888 11,899 7,374 6,572 2,566 47,645 1,803 25,207 24,718 164,784 300 7,789 3,724 165,544 62,369 133,504 105,638 42,739 23,797 154,942 320,510 96,245 21,168 43,916 15,206 642,893 73,918 35,341 10,139 3,191 12,248 5,405 3,681 1,517 25,805 15,883 4,471 10,892 29 20,159 3,782 1,808 45,915 7,116 21,513 12,053 6,362 2,969 53,124 19,853 35,870 30,080 51,074 71,155 3,404 375 8,434 4,032 162,870 52,168 106,354 88,360 43,490 21,114 61,833 138,974 70,819 84,180 51,023 105,181 87,029 160,002 61,828 29,561 2,363,593 413,665 1,351,333 746,133 449,345 184,481 729,709 1,148,696 897,629 667,850 194,907 1,054,677 205,389 902,934 220,906 1,891,580 490,261 234,400 501,525 175,426 395,438 333,643 150,193 72,591 385,354 495,220 341,366 328,839 180,978 317,733 164,723 829,396 533,783 207,911 99,404 $ 8,633,965 493,299 972,887 292,482 1,937,730 119,010 373,329 1,324,786 14,147,488 5,513,523 $ 2,432,903 1,300,781 1,578,703 791,539 282,350 2,247,689 8,633,965 150,716 134,552 87,664 27,272 93,095 493,299 118,391 73,383 533,783 136,861 24,888 85,581 972,887 52,014 215,009 7,789 17,670 292,482 626,188 914,717 59,122 73,918 263,785 1,937,730 38,734 50,306 10,921 3,782 15,267 119,010 62,750 119,411 125,633 8,434 57,101 373,329 398,292 376,834 243,233 61,828 244,599 1,324,786 3,879,988 3,184,993 2,112,486 1,454,973 490,261 3,024,787 14,147,488 1,447,085 1,884,212 533,783 663,434 207,911 777,098 5,513,523 $ 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, 2011. 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 FY 2013 goals:  Work with City of Flagstaff Sections reviewing underutilized vehicles/equipment justifications and eliminating vehicles/equipment that are not needed.  Create a method of funding to replace equipment that has reached its useful life.  Continue to track fuel usage by section to decrease fuel usage by 5%. Fleet Management consists of line workers and supervisors representing City divisions that are dedicated to developing and implementing policies and procedures for fleet operations. The Committee is under leadership of the Public Works Section Head, Fleet Manager and the Sustainability Specialist 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 2011; 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 using the updated utilization-replacement policy and is evaluating the 205 vehicles and equipment the fell into the underutilized category. The committee will review and vote on the vehicles and equipment that are determined to be redundant and or unnecessary. Through the process written in the policy remove them from the Fleet. Using the updated policy the Committee is committed to rightsizing the City of Flagstaff’s Fleet. 53 City of Flagstaff  This last year we reviewed 15 replacement requests and agreed on replacing 7 vehicles and equipment in the different funding sources. The newly created catastrophic component replacement fund will be very useful for Fleet Management. The objective of this fund will be to accumulate enough money to purchase large replacements as well as gamble on extending the life of vehicles and equipment beyond the updated policy criteria. As long as we can rely on this money being available we will be able to extend the fleet life until the method of replacement funding is established. Total FY 2013 funding currently available is $1,139,670.    and reduced fuel Other objectives for FY 2013 include:  Conduct driver awareness training centered on efficient vehicle operations.  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.  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.  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 Management’s FY 2012 Accomplishments include:  Tracked fuel usage consumption by 5.6% Re-wrote and combined utilization/replacement policy. Updated and extended the expected life of vehicles and equipment. Distributed each Section’s list of underutilized vehicles. Removed 5 underutilized vehicles. FLEET FISCAL YEAR 2013 REPLACEMENTS DIVISION/SECTION 21 FIRE TYPE 1 ENGINE TYPE 6 BRUSH TRUCK (2) 22 POLICE SEDAN CRUISERS (6) TOTAL GENERAL FUND FLEET 41 ENVIRONMENTAL SERVICES LANDFILL SCRAPER LANDFILL COMPACTOR 4x4 PLOW PICK UP TRUCK REAR LOADER FRONT LOADER TOTAL ENVIRONMENTAL SERVICES FLEET DIVISION/SECTION AMOUNT $ 32 STREET MAINTENANCE AND REPAIRS ALL WHEEL DRIVE MOTER GRADER SPREADER BOXES (5) 450,000 260,000 TOTAL HURF FUND FLEET 30,000 141,174 49 WATER DISTRIBUTION BACKHOE 53 WASTEWATER TREATMENT LAWN MOWER SPORT UTILITY VEHICLE 881,174 300,000 600,000 45,000 230,000 596,198 TOTAL UTILITIES FLEET TOTAL FLEET REPLACEMENTS 1,771,198 500,000 80,000 580,000 130,000 16,000 28,000 174,000 $ 3,406,372 During FY 2012 a committee completed its research considering new Enterprise Resource Planning (ERP) software. This software would replace our existing financial, utility billing, work order, payroll, and community development software. The committee presented their findings to the Information Technology Cabinet, which approved the replacement. The contract was approved by Council and we will begin the implementation in FY 2013. FIVE-YEAR INFORMATION TECHNOLOGY PLAN 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. Annual Financial Plan AMOUNT 54 City of Flagstaff GIS Acquisitions - $83,000: Aerial Photography of the City of Flagstaff and hardware upgrades and replacements. Items to consider  Product implementation of the Sales Tax Software application  Continuation of disaster recovery planning and deployment including real time off-site data replication  Data sharing and collaboration with public and private agencies Implement the E-Government - $24,888: expansion of video streaming of council meetings. FY2013 Acquisitions - $540,000: Large purchases include the Microsoft Enterprise agreement, SAN for Disaster Recovery and the last phase of VOIP implementation. GF Phone - $66,175: Maintenance for VOIP and telephone Public Safety - $69,700: The police department’s information technology will be replaced on an as needed basis. PC and Network Replacements & Upgrades The budgeted amount will allow $120,787: replacement of end-user equipment on an as needed basis. IT Five Year Projections GF Phone Actual 2010-2011 $ Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 - 68,175 68,175 66,175 66,175 66,175 66,175 66,175 66,175 750.00 750 1,500 90,225 90,225 180,450 90,225 90,225 180,450 40,263 40,262 40,262 120,787 43,967 43,966 43,966 131,899 43,967 43,966 43,966 131,899 43,967 43,966 43,966 131,899 43,967 43,966 43,966 131,899 43,967 43,966 43,966 131,899 GIS Hardware upgrades/replacement Aerial Photography Total GIS - - - 8,000 75,000 83,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 E-Gov - 25,000 25,000 24,888 30,000 30,000 30,000 30,000 30,000 20,000 185,000 75,750 38,272 20,128 339,150 90,000 50,000 90,000 125,000 148,778 65,225 60,000 629,003 125,000 32,778 55,225 35,000 248,003 90,000 50,000 90,000 125,000 65,000 51,000 20,000 49,000 125,000 125,000 185,000 185,000 185,000 185,000 185,000 - 540,000 125,000 125,000 185,000 26,500 26,500 280,900 280,900 280,900 280,900 69,700 69,700 69,700 69,700 69,700 69,700 69,700 69,700 69,700 69,700 69,700 69,700 $ 367,150 1,183,528 802,528 904,550 432,774 432,774 426,599 426,599 426,599 $ 367,150 367,150 514,550 65,000 603,978 1,183,528 514,550 65,000 222,978 802,528 448,550 75,000 381,000 904,550 448,550 448,550 448,550 448,550 448,550 448,550 448,550 448,550 448,550 448,550 Replacement Programs Replacement PC's and Printers Network equip Server Equipment Total - Replacement Programs New Hardware & Software and Upgrades Sales Tax Software Scheduling Software Automated Time Entry Parking Solution Microsoft Enterprise Agreement Kiva Replacement Innoprise Updates VOIP Migration - next phase SAN for Disaster Recovery Hardware & Software Purchases Equipment Total New Hardware & Software Public Safety Police Upgrades Total Public Safety Total Expenditures Funding General Fund MIS allocation One time monies Carryover Total Funding Annual Financial Plan $ 55 City of Flagstaff equipment that cannot be funded through O & M funds because of the limited funding. FY 2013 ISSUES CITY PARKS MAINTENANCE VS CAPITAL Conclusion At the April budget retreat, a City Council Report was provided to discuss a policy decision as it relates to adding $100,000 in funding for the Parks Section. Staff believes that the $100K would have the greatest impact long term if it was utilized for O & M costs, thus increasing the current Service Level from a Service Level 4 to a Service Level 3. This allows staff to maintain the same Service Level across the board for all Parks, whether they are funded by BBB tax revenues or the General Fund. This will get us closer to the recommended Service Level of 2 that is based off of the national standards recommended by the National Recreation & Parks Association and Professional Grounds Management Society. This will allow staff to be more proactive then reactive when addressing maintenance tasks, which allows us to maintain current assets and prolong their useful life. Background The National Recreation and Park Association and Professional Grounds Management Society established a rating system related to a Level of Service. It has a scale of 1-5, 5 being the worst and 1 being the best. Based on National Standards, a Service Level 2 is recommended for Parks maintenance. This is primarily based on the frequency of the tasks being performed. It is important to note that the City Parks crew takes care of Parks, FUTS trails, BBB streetscape and BBB Recreation fields. These are not all treated the same because there are different funding sources. Council agreed with staff, however also saw the concern for upgrading and replacing older equipment at our parks. Council took action to allocate and additional $100,000 to the Parks Maintenance Section to address some of the capital needs. The following is the current service level our Parks Section provides:  General Fund Parks – Service Level 4  BBB Recreation Fields – Service Level 3  FUTS Trails – Service Level 3 JAY LIVELY USER FEES During the February Council budget retreat there was a proposal to increase revenues at the Jay Lively Ice Rink to help fund the City’s reallocation decisions. The initial request was for $129,000 which Council requested that amount be set at a lower level of $100,000. Council also asked staff to provide additional information related to implementing rate changes. Discussion For General Fund parks maintenance there is a base budget of $437,855 which provides a Service Level of 4. The City Manager’s proposal was to add the $100,000 to maintenance funding which would raise the Service Level 4 to a Service Level 3 on General Funded Parks. Discussion To achieve that increase in Service Level, this reallocation would fund more labor attending to maintenance needs, increased portable restroom service and other contracted services. Additionally it would address cost increases in utilities, increases in shop labor, gas and oil and other commodities such as nets on basketball hoops or replacement of rusted BBQ grills etc. The Jay Lively Activity Center currently does not have a cost recovery directive associated with its operation. The FY2011 operational budget for the center is roughly $410,000 annually and the center consistently recovers 60% to 65% of operational costs. The proposed increase will bring the recovery rate to around 90%. Staff provided research to compare the City’s rates and services to other ice arenas in the region. We reviewed both the fees for public skating as well as private ice rental. Staff then applied two methods for raising the additional revenues. First was an across the board approach which would increase all fees and nearly the same percentages. The second approach was to consider capping the increase for public skate and youth groups at 80% and applying a higher increase to the other groups. Option for Capital The City Council Report provided a discussion on how the $100,000 could be used for capital needs. Capital funding is used to repair and/or replace park amenities and equipment that has reached its’ useful life cycle. It is also used for the addition of new amenities (ramadas, playground equipment). This funding allows for replacement of amenities and Annual Financial Plan 56 City of Flagstaff Conclusion Council agreed with the second methodology presented. Staff proceeded with the public process for implementing rate changes and presented the proposal in July. Council provided additional discussion and requests for information and we look to bring back the fee change in the fall. Annual Financial Plan 57 City of Flagstaff Inner Basin Pipeline Reconstruction - May 2012 Annual Financial Plan 58 City of Flagstaff General Fund UNRESERVED FUND BALANCE/ RETAINED EARNINGS ESTIMATED REVENUES AND OTHER FINANCING AT 7/1/2012 SOURCES 2012-2013 $ INTERFUND TRANSFERS 2012-2013 IN OUT TOTAL FINANCIAL RESOURCES CAPITAL AVAILABLE 2012-2013 OUTLAY (EQUIP/CIP) OPERATIONS TOTAL DEBT SERVICE FUND RESERVES/ APPROPRIATIONS CONTINGENCIES 2012-2013 BALANCE 6/30/2013 59 17,853,008 49,832,999 3,246,398 (7,568,985) 63,363,420 47,734,417 4,156,843 1,893,514 1,150,000 54,934,774 8,428,646 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 810,264 1,811,716 3,215,623 4,922,258 145,503 407,499 350,081 1,240,079 539,240 1,533,801 - 6,376,548 6,102,000 14,763,455 2,525,681 1,086,391 1,746,913 418,382 2,931,678 1,013,350 2,222,731 485,604 1,140,651 7,863,965 630,000 491,500 500,000 22,493 (328,391) (85,401) (7,304,698) (473,451) (12,137) (1,595,754) (500,000) (14,000) - 7,999,072 15,692,280 10,674,380 7,604,488 1,723,394 2,142,275 768,463 2,576,003 1,552,590 3,742,532 508,097 7,596,016 4,696,096 5,962,892 205,989 955,102 1,624,102 378,656 3,432,324 408,097 9,118,192 6,370,649 258,400 1,100,000 1,000,000 - 549,385 2,110,332 434,153 - 100,000 100,000 10,000 265,000 50,000 10,000 100,000 7,696,016 14,463,673 8,073,224 6,586,638 1,654,255 1,674,102 647,056 1,100,000 1,000,000 3,432,324 508,097 303,056 1,228,607 2,601,156 1,017,850 69,139 468,173 121,407 1,476,003 552,590 310,208 - Debt Service Funds: G.O. Bond Fund Sec. Property Tax Special Assessment Bond 348,355 5,297,244 239,090 6,435,004 906,025 5,456,156 650,000 - (5,456,156) - 5,804,511 6,926,092 1,145,115 - - 5,456,156 908,225 - 5,456,156 908,225 348,355 6,926,092 236,890 191,813 21,964 - - 213,777 - - - - - 213,777 Capital Projects Funds: Municipal Facilities Corp G.O. Bonds (60,188) 5,273,374 15,512,500 59,669,230 1,000,000 - 15,452,312 65,942,604 - 9,112,000 65,447,305 - - 9,112,000 65,447,305 6,340,312 495,299 Enterprise Funds: Water and Wastewater Airport Environmental Services Stormwater Utility Flagstaff Housing Authority 9,128,455 254,944 4,710,823 1,038,066 1,307,325 26,446,417 7,623,951 13,777,675 1,457,525 7,316,236 225,000 4,070,941 - (157,794) (33,567) (1,344,903) (421,867) - 35,417,078 8,070,328 17,143,595 6,144,665 8,623,561 12,957,992 2,330,839 10,285,311 803,672 6,003,891 10,347,808 5,198,170 3,184,194 4,883,167 308,765 5,396,510 286,685 - 1,800,000 612,000 10,000 1,001,250 30,502,310 7,815,694 14,081,505 5,696,839 7,313,906 4,914,768 254,634 3,062,090 447,826 1,309,655 60,558,373 228,672,259 25,297,104 (25,297,104) 289,230,632 105,375,396 120,485,493 17,034,960 5,208,250 248,104,099 41,126,533 Permanent Funds: Perpetual Care TOTAL ALL FUNDS $ Schedule A: Total Resources and Appropriations Summary Annual Financial Plan CITY OF FLAGSTAFF SUMMARY SCHEDULE OF ESTIMATED REVENUES AND EXPENDITURES/EXPENSES FISCAL YEAR 2012-2013 City of Flagstaff Schedule B: Tax Levy CITY OF FLAGSTAFF EXPENDITURE LIMITATION AND TAX LEVY INFORMATION FISCAL YEAR 2012-2013 ESTIMATED FY 2011-2012 FY 2012-2013 Expenditure Limitation [Economic Estimates Commission] $ 130,339,503 $ 5,534,145 $ 5,534,145 7,080,834 12,614,979 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 2011-2012 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 2011-2012 Levy (2) Prior Years' Levies (3) Total Primary Property Taxes Collected $ B. Secondary Property Taxes: (1) FY 2011-2012 Levy (2) Total Secondary Property Taxes Collected 5,395,370 - 5,395,370 6,620,618 12,015,988 $ 5,200,000 210,000 5,410,000 6,620,618 6,620,618 C. Total Property Taxes Collected $ 12,030,618 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 0.6917 0.8366 1.5283 0.7273 0.8366 1.5639 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 60 City of Flagstaff Schedule C: Revenues Other Than Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2012 AND 2013 (WITH ACTUALS FOR FISCAL YEAR 2011) ACTUAL REVENUES 2010-2011 SOURCE OF REVENUES BUDGETED REVENUES 2011-2012 ESTIMATED ACTUAL REVENUES 2011-2012 BUDGETED REVENUES 2012-2013 CHANGE (BDGT-BDGT) % CHANGE GENERAL FUND Local taxes City Sales Tax Franchise Tax 13,843,536 2,338,951 13,778,000 2,450,000 14,130,000 2,400,000 14,351,925 2,436,000 573,925 (14,000) 4.17% -0.57% 32,737 537,665 168,191 36,750 800,000 153,650 30,000 900,000 197,830 33,000 600,000 157,930 (3,750) (200,000) 4,280 -10.20% -25.00% 2.79% Intergovernmental revenues State Income Tax Sharing State Shared Sales Tax Vehicle License Tax Federal Grants State Grants Local Intergovernmental Agreements 5,955,305 4,711,821 2,481,126 1,328,255 824,289 803,162 5,559,706 4,700,000 2,500,000 2,584,241 840,413 850,000 5,559,706 5,150,000 2,450,000 1,194,574 1,058,835 850,000 6,720,300 5,227,250 2,486,750 2,575,967 1,791,144 850,000 1,160,594 527,250 (13,250) (8,274) 950,731 - 20.88% 11.22% -0.53% -0.32% 113.13% 0.00% Charges for services General Government Parks & Recreation Public Safety Cemetery 257,154 1,302,710 1,105,725 139,745 652,275 1,333,095 936,325 133,350 579,850 1,301,060 1,263,300 133,000 579,850 1,408,830 906,300 134,000 (72,425) 75,735 (30,025) 650 -11.10% 5.68% -3.21% 0.49% Fines and forfeits Interest on investments Miscellaneous revenues Total General Fund 1,517,937 134,551 2,630,971 40,113,831 1,262,470 125,000 2,687,073 41,382,348 1,237,270 125,000 2,942,524 41,502,949 1,238,570 200,000 2,885,183 44,582,999 (23,900) 75,000 198,110 3,200,651 -1.89% 60.00% 7.37% 7.73% LIBRARY FUND Intergovernmental revenues State Grants Library District Taxes Interest on investments Miscellaneous revenues Total Library Fund 80,220 4,235,725 24,404 103,773 4,444,122 62,400 6,330,598 27,115 20,474 6,440,587 126,816 3,737,640 21,000 452,958 4,338,414 52,400 3,843,535 27,250 2,453,363 6,376,548 (10,000) (2,487,063) 135 2,432,889 (64,039) -16.03% -39.29% 0.50% 11882.82% -0.99% HIGHWAY USER REVENUE FUND Intergovernmental revenues Federal Grants Highway User Tax Interest on investments Miscellaneous revenues Total Highway User Revenue Fund 252,424 6,300,885 2,430 1,125,348 7,681,087 300,000 5,800,000 7,000 (60,000) 6,047,000 5,500,000 700 (60,000) 5,440,700 5,555,000 7,000 540,000 6,102,000 (300,000) (245,000) 600,000 (545,000) -100.00% -4.22% 0.00% 1000.00% -9.01% TRANSPORTATION FUND Transportation Tax Interest on Investments Miscellaneous revenues Total Transportation Fund 9,851,253 44,515 1,589 9,897,357 10,223,455 40,000 4,500,000 14,763,455 238,274 (26,000) (500,000) (287,726) 2.39% -39.39% -10.00% -1.91% Licenses and permits Business Licenses Building Permits Other Licenses and permits $ SPECIAL REVENUE FUNDS Annual Financial Plan 9,985,181 66,000 5,000,000 15,051,181 61 10,072,370 31,000 646,472 10,749,842 City of Flagstaff Schedule C: Revenues Other Than Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2012 AND 2013 (WITH ACTUALS FOR FISCAL YEAR 2011) ACTUAL REVENUES 2010-2011 SOURCE OF REVENUES BEAUTIFICATION FUND Intergovernmental revenues State Grants BBB Tax Interest on investments Miscellaneous Total Beautification Fund 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 Total Arts and Science Fund RECREATION-BBB FUND BBB Tax Interest on investments Miscellaneous revenues Total Recreation-BBB Fund REAL ESTATE PROCEED FUND Real Estate Revenues Interest on investments Total Real Estate Proceeds Fund HOUSING AND COMMUNITY SVCS FUND Intergovernmental revenues Federal Grants State Grants Interest on investments Miscellaneous revenues Total Housing and Community Svcs Fund METRO PLANNING ORGANIZATION FUND Intergovernmental revenues Federal Grants Miscellaneous revenues Total Metro Planning Organization Fund TOTAL SPECIAL REVENUE FUNDS Annual Financial Plan $ BUDGETED REVENUES 2011-2012 ESTIMATED ACTUAL REVENUES 2011-2012 BUDGETED REVENUES 2012-2013 CHANGE (BDGT-BDGT) % CHANGE 458,405 1,047,792 26,122 446 1,532,765 1,702,949 1,061,468 37,440 2,801,857 380,033 1,090,000 38,594 140 1,508,767 1,392,471 1,106,350 10,970 15,890 2,525,681 (310,478) 44,882 (26,470) 15,890 (292,066) -18.23% 4.23% -70.70% 0.00% -10.42% 497,701 4,305 69,175 571,181 1,080,000 25,000 504,197 1,086 40,020 1,650,303 373,306 40,000 517,750 2,000 40,020 973,076 60,000 525,516 1,455 499,420 1,086,391 (1,080,000) 35,000 21,319 369 459,400 (563,912) -100.00% 140.00% 4.23% 33.98% 1147.93% -34.17% 1,571,688 52,875 1,793 31,497 1,657,853 1,592,202 57,750 1,824 25,837 1,677,613 1,635,000 57,750 1,824 25,837 1,720,411 1,659,525 58,905 2,000 26,483 1,746,913 67,323 1,155 176 646 69,300 4.23% 2.00% 9.65% 2.50% 4.13% 392,922 1,947 394,869 398,051 3,247 401,298 408,750 2,652 411,402 414,881 3,501 418,382 16,830 254 17,084 4.23% 7.82% 4.26% 1,728,857 1,358 1 358 55,000 1,785,215 1,751,422 2,600 2 600 1,754,022 1,798,500 5,840 5 840 1,804,340 1,825,478 6,200 6 200 1,831,678 74,056 3,600 3 600 77,656 4.23% 138.46% 138 46% 0.00% 4.43% 13,640 13,640 13,350 13,350 13,358 13,358 1,000,000 13,350 1,013,350 1,000,000 1,000,000 0.00% 0.00% 7490.64% 792,848 157,681 7,353 520,172 1,478,054 1,194,776 600,000 483,000 2,277,776 716,309 328,822 9,857 493,353 1,548,341 1,109,731 630,000 483,000 2,222,731 (85,045) 30,000 (55,045) -7.12% 5.00% 0.00% 0.00% -2.42% 339,024 15,028 354,052 446,456 105,000 551,456 429,079 5,000 434,079 380,604 105,000 485,604 (65,852) (65,852) -14.75% 0.00% -11.94% 29,810,195 38,666,443 28,942,730 38,572,733 (709,600) -1.84% 62 City of Flagstaff Schedule C: Revenues Other Than Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2012 AND 2013 (WITH ACTUALS FOR FISCAL YEAR 2011) ACTUAL REVENUES 2010-2011 SOURCE OF REVENUES BUDGETED REVENUES 2011-2012 ESTIMATED ACTUAL REVENUES 2011-2012 BUDGETED REVENUES 2012-2013 CHANGE (BDGT-BDGT) % CHANGE DEBT SERVICE FUNDS SECONDARY PROPERTY TAX FUND Interest on investments Total Secondary Property Tax Fund $ 37,980 37,980 31,600 31,600 35,800 35,800 32,700 32,700 1,100 1,100 3.48% 3.48% SPECIAL ASSESSMENT BONDS Special Assessments Interest on investments Total Special Assessment Bonds 701,448 1,025 702,473 1,398,875 2,000 1,400,875 8,113,994 1,274 8,115,268 904,625 1,400 906,025 (494,250) (600) (494,850) -35.33% -30.00% -35.32% TOTAL DEBT SERVICE FUNDS 740,453 1,432,475 8,151,068 938,725 (493,750) -34.47% 107,031 107,031 5,940 5,733,835 5,739,775 17,161 118,137 135,298 3,000,000 13,230 11,196,000 14,209,230 3,000,000 7,290 5,462,165 8,469,455 0.00% 122.73% 95.26% 147.56% 388 388 2,000 2,000 2,000 2,000 3,762,500 1,100,000 4,862,500 3,762,500 (2,000) 1,100,000 4,860,500 0.00% -100.00% 0.00% - - CAPITAL PROJECTS FUNDS G.O. BONDS PROJECTS Intergovernmental revenues Federal Grants Interest on investments Miscellaneous Revenue Total G.O. Bonds Projects MUNICIPAL FACILITIES CORP Intergovernmental revenues Grant Revenues Interest on investments Miscellaneous Revenue Total Municipal Facilities Corp SPECIAL IMPROVEMENT DISTRICT Interest on investments Miscellaneous Revenue Total Capital Projects Bond Funds TOTAL CAPITAL PROJECTS FUNDS 124 71,200 71 200 71,324 - - - 0.00% 0.00% 0 00% 0.00% 178,743 5,741,775 137,298 19,071,730 13,329,955 232.16% PERPETUAL CARE FUND Contributions Interest on investments Total Perpetual Care Fund 24,950 1,037 25,987 19,518 2,046 21,564 13,830 1,220 15,050 19,908 2,056 21,964 390 10 400 2.00% 0.49% 1.85% TOTAL PERMANENT FUNDS 25,987 21,564 15,050 21,964 400 1.85% PERMANENT FUNDS Annual Financial Plan 63 City of Flagstaff Schedule C: Revenues Other Than Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2012 AND 2013 (WITH ACTUALS FOR FISCAL YEAR 2011) ACTUAL REVENUES 2010-2011 SOURCE OF REVENUES BUDGETED REVENUES 2011-2012 ESTIMATED ACTUAL REVENUES 2011-2012 BUDGETED REVENUES 2012-2013 CHANGE (BDGT-BDGT) % CHANGE 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 204,212 11,764,831 7,697,817 42,509 25,911 19,735,280 1,294,000 3,270,000 12,225,067 9,346,057 40,000 26,175,124 151,660 499,445 12,026,900 7,990,200 100,500 20,768,705 432,715 3,169,237 12,940,449 8,444,905 101,505 25,088,811 (861,285) (100,763) 715,382 (901,152) 61,505 (1,086,313) -66.56% -3.08% 5.85% -9.64% 153.76% 0.00% -4.15% 765,016 31,104 1,517,293 6,676 816 2,320,905 9,030,626 329,658 1,547,201 6,466 360,225 11,274,176 3,933,945 128,113 1,531,242 1,321 217,365 5,811,986 4,846,978 844,367 1,666,101 5,385 261,120 7,623,951 (4,183,648) 514,709 118,900 (1,081) (99,105) (3,650,225) -46.33% 156.13% 7.68% -16.72% -27.51% -32.38% 298,424 11,652,582 47,905 13,424 12,012,335 472,710 11,766,083 36,900 2,000,000 14,275,693 237,611 11,175,864 22,695 25,679 11,461,849 93,500 12,392,011 30,164 12,000 12,527,675 (379,210) 625,928 (6,736) (1,988,000) (1,748,018) -80.22% 5.32% -18.25% -99.40% -12.24% STORMWATER UTILITY Intergovernmental revenues Federal Grants Stormwater Utility Revenues Interest on investments Miscellaneous revenues Total Stormwater Utility Fund 13,699 1,452,658 5,326 395 1,472,078 1,444,892 13,736 1,458,628 1,444,338 7,266 1,451,604 1,436,764 20,761 1,457,525 (8,128) 7,025 (1,103) 0.00% -0.56% 51.14% 0.00% -0.08% FLAGSTAFF HOUSING AUTHORITY FUNDS Intergovernmental revenues Federal Grants Rents and Other Tenant Income Miscellaneous revenues Total Stormwater Utility Fund 5,007,898 1,139,561 559,139 6,706,598 5,725,155 1,136,949 592,321 7,454,425 5,427,660 1,160,235 610,711 7,198,606 5,634,506 1,037,472 644,258 7,316,236 (90,649) (99,477) 51,937 (138,189) -1.58% -8.75% 8.77% -1.85% 42,247,196 60,638,046 46,692,750 54,014,198 (6,623,848) -10.92% $ 113,116,405 147,882,651 125,441,845 157,202,349 8,703,808 AIRPORT FUND OPERATING FUND Intergovernmental revenues Federal Grants State Grants Airport Revenues Interest on investments Miscellaneous revenues Total Airport Fund ENVIRONMENTAL SERVICES FUND Intergovernmental revenues Federal Grants Environmental Services Revenues Interest on investments Miscellaneous revenues Total Environmental Services Fund TOTAL ENTERPRISE FUNDS TOTAL REVENUES Annual Financial Plan $ 64 5.89% City of Flagstaff Schedule C-1: Schedule of Grant Reimbursements CITY OF FLAGSTAFF SCHEDULE OF GRANT REVENUES FISCAL YEAR 2012-2013 PROJECT NAME GENERAL FUND POLICE ACJC - METRO (NORTHERN AZ STREET CRIMES TASK FORCE) POLICE 2011 HLS THERMAL IMAGING POLICE COPS HIRING 2011 POLICE RICO FUNDS FOR METRO POLICE TSA - LAW ENFORCEMENT OFFICER POLICE GOHS - DUI ENFORCEMENT POLICE FUSD - RESOURCE OFFICER POLICE USDOJ - RECOVERY COPS GRANT POLICE USDOJ - RECOVERY JAG OVERTIME/RADIOS POLICE POLICE POLICE BUDGETED REVENUES 2011-2012 $ ESTIMATED REVENUES 2011-2012 BUDGETED REVENUES 2012-2013 253,440 185,299 56,808 55,000 706,382 271,573 100,000 135,683 56,808 20,000 55,000 414,070 340,272 5,999 298,000 315,717 60,000 66,375 148,530 90,909 4,000 30,000 43,489 4,000 40,310 6,840 6,000 49,999 130,483 10,000 20,000 40,000 155,000 20,000 15,000 8,000 - BUDGETED GRANT REIMB % FUNDING CITY MATCH 2012-2013 18,947 - 100% 100% 100% 100% 76% 100% 100% 100% F/S F/S F F/L F S F/L F 87,930 4,000 45,000 - 100% 100% 100% F L L 5,745 5,525 10,000 17,421 86,531 134,320 10,000 11,408 14,550 15,000 - 6,251 10,000 50,000 118,712 4,500 20,000 5,000 6,000 39,570 - 100% 50% 100% 100% 100% 100% 75% 100% 100% 100% 100% 100% 100% 100% 100% S F F F/S F/S F/S S F/S F/S F/S F/S F/S F/S F/NP F/S POLICE POLICE POLICE POLICE POLICE POLICE POLICE POLICE POLICE POLICE POLICE POLICE POLICE POLICE POLICE COUNTY - CANNABIS ERADICAITON RICO - OVERTIME GOHS - ACCIDENT RECONSTRUCTION EQUIPMENT DOJ - BULLET PROOF VEST PROGRAM PSN GANG PREV/ EDUC DUI ENFORCEMENT RECOVERY POLICE PS STABIL HOMELAND SECURITY GRANT ACJC - STATEWIDE GANG TASK FORCE INTERNET CRIMES AGAINST CHILDREN GOHS - NO AZ DUI TASK FORCE GOHS - SELECTIVE TRAFFIC AZHLS - EQUIPMENT ACJC - ANTI-GANG INITIATIVE GOHS - DUI ENFORCEMENT SNA - WEED & SEED OVERTIME GOHS CLICK IT OR TICKET DOJ - ED BRYNE MEMORIAL JAG - OVERTIME POLICE ACJC DUI ABATEMENT 108,363 15,000 43,956 - 61,485 - - 100% 100% F S FIRE FIRE FIRE FIRE FIRE FIRE FIRE FIRE FIRE FIRE FIRE FIRE FIRE FIRE FIRE AZSF - HAZARDOUS FUEL AZHLS - HOMELAND SECURITY GRANTS GOHS - EQUIPMENT DHS - ASSISTANCE TO FIREFIGHTERS DHS - SAFER NAVAL OBSERVATORY PSSP ADEM REIMBURSEMENTS HAZ FUEL GRANT AZ HOMELAND SECURITY GOHS GRANT ASSISTANCE TO FIREFIGHTERS SAFER GRANT NAVAL OBSERVATORY HAZARDOUS FUELS GRANT 150,000 5,000 187,500 270,000 - 187,083 18,971 1,000 24,217 60,028 10,000 - 58,000 50,000 30,000 120,000 288,000 5,000 215,000 21,500 - 100% 100% 100% 100% 100% 100% 100% 80% 90% 100% 100% 100% 100% 100% 100% S F/S S F F F F/S F/S F/S F/S S F F F S COURT COURT 68,401 68,401 74,160 - 100% L 25,750 25,750 25,000 - 100% S 17,410 96,850 11,000 96,850 11,000 200,000 - 100% 100% 100% L L L COURT COURT COURT COURT COURT COURT COURT COURT WARRANT FEES TCPF/STATE JCEF - COURT TRAINING OFFICER TCPF/LOCAL JCEF - COURT TRAINING OFFICER COURT IMPROVEMENT FEES COUNTY JCEF - INFORMATION SYSTEM TECH COURT INTERPRETER-COUNTY COURTH IGA FOR WEEKEND PROBATION COUNTY INFO SYSTEMS TECH COUNTY-TRAINER COUNTY-INTERPRETER LOCAL JCEF / TEMP HELP DISPOSITION ENTRY FEE-FACILITY FUND 34,840 51,500 23,252 36,715 51,226 39,687 - 34,840 51,500 23,252 36,715 51,226 39,687 - 35,710 20,000 23,950 34,000 22,000 32,500 56,020 400,000 - 100% 100% 100% 100% 100% 100% L L L L L L PUBLIC WKS FACILITIES BLDG HARDWAREBROWNFIELDS 400,000 - 1,000,000 - 100% F REC N COUNTRY HEALTHCARE SUBTOTAL-GENERAL FUND 3,424,654 17,500 2,253,409 14,000 4,367,111 86,017 100% L COURT COURT COURT Annual Financial Plan 65 5,000 - City of Flagstaff Schedule C-1: Schedule of Grant Reimbursements CITY OF FLAGSTAFF SCHEDULE OF GRANT REVENUES FISCAL YEAR 2012-2013 BUDGETED REVENUES 2011-2012 PROJECT NAME 52,400 52,400 - 100% S 300,000 300,000 - - - 94% F/S EDA- INNOVATION MESA PICTURE CANYON LAND ACQUISITION SUBTOTAL - - 3,762,500 3,000,000 6,762,500 5,412,500 50% 50% F S FUTS Interp Signage ADOT - TEA 21 - FUTS RIO TO SAN FRANCISCO (ROUND 9) ADOT - TEA 21 - BEAVER/SF SOUTHSIDE PLAN IMPLEMENTATION (ROUND 15) ADOT - TEA 21 - WOODLANDS / BEULAH MEDIANS (ROUND 16) ART INCUBATOR ADOT - WALNUT /FLORENCE UNDERPASS (ROUND 11) AZ STATE PARKS - FUTS SIGNAGE PROGRAM ADOT- TE COUNTRY CLUB TRAIL -66 TO CORTLAND (ROUND 14) RTE 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 - - 10,000 10,000 50% F/S - 510 - - 100% F/S - 21,274 - - 94% F/S 450,000 - 42,571 - 485,998 25,000 213,280 94% 100% F/S F/S 500,000 87,384 450,783 28,773 94% F/S 227,777 19,771 181,031 - 100% F/S 25,000 269,607 2,202 206,321 9,100 - 581 - 94% 94% F/S F/S 150,565 - 150,559 9,609 94% F/S 80,000 1,702,949 380,033 80,000 1,392,471 5,106 257,349 94% F/S 145,638 1 442,416 606,721 - 155,469 398,226 162,614 - 88,000 436,661 585,070 - 100% 100% 100% 100% 100% F F F F F 300,000 - 300,000 - 100% F/S 300,000 1,794,776 328,822 1,045,131 330,000 1,739,731 - 100% F/S 100,000 26,497 105,713 35,000 125,000 35,000 19,246 446,456 45,252 100,000 26,497 26,497 52,833 95,000 20,000 55,000 8,000 429,079 100,000 17,886 26,497 30,000 125,000 43,423 15,798 22,000 380,604 6,383 1,142 1,691 255 6,637 7,979 10,855 3,995 5,500 44,437 94% 94% 94% 94% 94% 94% 94% 94% 94% 80% 80% 80% 80% F/S F/S F/S F/S F/S F/S F/S F/S HURF BEULAH BLVD EXTENSION-FMPO FUNDS SUBTOTAL CAPITAL CAPITAL BEAUT BEAUT BEAUT BEAUT BEAUT BEAUT BEAUT BEAUT BEAUT HSG HSG HSG HSG HSG HSG HSG MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO BUDGETED GRANT REIMB % FUNDING CITY MATCH 2012-2013 126,816 126,816 LIBRARY VARIOUS GRANTS SUBTOTAL BEAUT BEAUT BUDGETED REVENUES 2012-2013 62,400 62,400 LIBRARY HUD - 09/10 CDBG ENTITLEMENT HUD - 09/10 RECOVERY HUD - 10/11 CDBG ENTITLEMENT HUD - 11/12 CDBG ENTITLEMENT HUD- 12/13 CDBG ENTITLEMENT AZ HUD - FY 10 OWNER OCCUPED HOUSING EMERGENCY REPAIRS AZ HUD - FY 10 OWNER OCCUPIED HOUSING REHAB SUBTOTAL ADOT - PL FUNDS FMPO 2011 ADOT - PL FUNDS FMPO 2012 ADOT-PL FUNDS FMPO 2013 ADOT - FTA18 FUNDS FMPO 2010 ADOT - FTA19 FUNDS FMPO 2011 ADOT - SPR FUNDS FMPO 2011 ADOT - SPECIAL FUNDS - US 180 STUDY ADOT - SPR FUNDS FMPO 2012 ADOT - SPR FUNDS FMPO 2013 FHWA - STP FUNDS MODEL UPDATE FHWA - STP FUNDS US 180 STUDY FHWA-STP FUNDS TRAFFIC COUNT FHWA - NAIPTA SUBTOTAL Annual Financial Plan $ ESTIMATED REVENUES 2011-2012 66 5,412,500 F/S F/S F/S F/S City of Flagstaff Schedule C-1: Schedule of Grant Reimbursements CITY OF FLAGSTAFF SCHEDULE OF GRANT REVENUES FISCAL YEAR 2012-2013 BUDGETED REVENUES 2011-2012 PROJECT NAME UTIL UTIL UTIL UTIL UTIL UTIL 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 NAZ WATER SUPPLY FEASIBILITY WATER PLANT EFFICIENCY PROJ SUBTOTAL AIRPT ADOT SURFACE TREATMENT TAXIWAY A (ADOT ADMIN) AIRPT ADOT AIP-XX DESIGN WESTPLEX TAXI LANE FAA- AIP XX DESIGN WESTPLEX TAXI LANEPH 1 ADOT- AIPXX DESIGN WESTPLAX TAXI LANE PH1 FAA - REHAB TAXIWAY RECONSTRUCT ADOT- TAXIWAY REHAB AIP 34/35 FAA - SNOW REMOVAL AND SWEEPER EQUIPMENT FAA - TERMINAL ACCESS ROAD RECONSTRUCTION ADOT - PAVEMENT MAINTENANCE- APRON RECONSTRUCTION FAA - SMALL COMMUNITY AIR SERVICE DEVELOPMENT PROGRAM SUBTOTAL AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT AIRPT ENV ENV ENV ENV ENV $ DOE - ENERGY EFFICIENCY CONSERVATION BLOCK GRANT LIVING CITIES FOUNDATION ROOFTOP SOLAR CHALLENGE FEMA/ADEM-SCHULTZ FLOODING FEMA/ADEM-SCHULTZ FLOODING LANDFILL STUDY SUBTOTAL AZ DEPT OF COMMMERCE - REDI GRANT AZ DEPT OF COMMERCE - TGEN NORTH EXPANSION ECON DEV ACA - RURAL GRANT 2011- MSI ECON VIT AZ DEPT OF COMMERCE - INNOVATION MESA ELECTRIC FEED SUBTOTAL ROSS LOW INCOME PUBLIC HOUSING SECTION 8/MRO SRO SUBTOTAL $ TOTAL Funding: BUDGETED REVENUES 2012-2013 BUDGETED GRANT REIMB % FUNDING CITY MATCH 2012-2013 184,000 118,400 65,600 - 100% S 3,060,000 170,000 3,201,352 - 90% F&S 570,000 362,705 - - 90% F&S 750,000 4,564,000 651,105 300,000 35,000 3,601,952 260,907 260,907 90% 59% 100% F&S F F - - - 51,001 90% S - - 498,886 2,590,859 55,432 90% S - - 143,937 95% F 143,936 ECON VIT ECON VIT FHA FHA FHA ESTIMATED REVENUES 2011-2012 4,876,119 128,319 3,420,000 90,000 1,456,119 38,319 38,319 - 95% 95% 94% S F S 553,399 513,945 - - 95% F 3,001,108 - - - 95% F 201,339 38,113 163,226 18,136 90% S 600,000 9,360,284 4,062,058 800,000 5,691,345 306,825 100% F 317,608 15,102 40,000 237,611 - 50,000 43,500 - 5,082 - 100% 100% 90% 90% F N/P F F&S 100,000 472,710 237,611 93,500 5,082 90% F&S 25,000 - - - 100% S 80,000 - 80,000 40,000 60,000 - 100% 100% F/S S 1,000,000 1,105,000 293,306 413,306 60,000 - 100% F/S 57,280 2,325,518 3,342,357 5,725,155 58,237 1,949,964 3,419,459 5,427,660 54,597 2,202,626 3,377,283 5,634,506 - 100% 100% 100% F F F 28,958,384 15,026,208 29,776,120 6,373,117 L=Local, N/P=Non-Profit, S=State, F=Federal, F/S=Federal thru State, F&S=Federal and State Annual Financial Plan 67 City of Flagstaff Schedule D: Transfers and Proceeds from Other Sources CITY OF FLAGSTAFF SUMMARY BY FUNDING OF OTHER FINANCING SOURCES AND INTERFUND TRANSFERS FISCAL YEAR 2012-2013 FUND PROCEEDS FROM OTHER FINANCING SOURCES INTERFUND TRANSFERS IN OUT GENERAL FUND $ 3,246,398 7,568,985 1,140,651 7,863,965 630,000 491,500 500,000 22,493 10,648,609 328,391 85,401 7,304,698 473,451 12,137 1,595,754 500,000 14,000 10,313,832 650,000 5,456,156 6,106,156 5,456,156 5,456,156 SPECIAL REVENUE FUNDS Library Fund Highway User Revenue Fund Transportation Fund Beautification Fund Economic Development Tourism Fund Recreation-BBB Fund Real Estate Proceeds Fund Housing & Community Services MPO Total Special Revenue Funds 1,100,000 1,100,000 DEBT SERVICE FUNDS Secondary Property Tax Fund G.O. Bond Fund Total Debt Service Funds - CAPITAL PROJECTS FUNDS G.O. Bond Funded Projects Municipal Facilities Corporation Total Capital Projects Funds ENTERPRISE FUNDS Water and Wastewater Fund Stormwater Utility Airport Fund Environmental Services Fund Total Enterprise Funds TOTAL ALL FUNDS Annual Financial Plan - $ 68 45,460,000 10,650,000 56,110,000 1,000,000 1,000,000 - 1,357,606 1,250,000 2,607,606 4,070,941 225,000 4,295,941 157,794 421,867 33,567 1,344,903 1,958,131 59,817,606 25,297,104 25,297,104 City of Flagstaff Schedule D-1: Schedule of Transfers Descriptions SCHEDULE OF TRANSFERS FISCAL YEAR 2012-2013 Environmental Services Fund - $77,903 This transfer represents $4,678 for advertising in the citywide publication, $14,810 for the APSES lease payment, $5,415 for the Brownfield program and a fee holiday for operating expenses for the general fund internal accounts totaling $53,000. General Fund Transfers In: Library - $328,391 This transfer represents the APSES $78,391 lease payment and $250,000 for the parking lot relocation. Stormwater Fund - $80,700 This transfer represents one FTE position for a Project Manager. Highway User Revenue Fund - $85,401 This transfer is $70,000 for right-of-way maintenance completed by Parks staff and $15,401 for the APSES lease payment. Transfers Out: Library Fund - $1,137,951 This is the operating transfer from the General Fund to the Library for general services. Beautification Fund - $473,451 This represents $468,250 for streetscape maintenance on projects previously constructed by BBB funds that are now maintained by the Parks division and $5,201 in support for the citywide publication. Highway User Revenue Fund - $721,100 This is $98,100 for the de-icer program and $623,000 for street maintenance and operations. Tourism Fund - $9,437 This transfer includes $6,238 as a contribution towards the citywide publication and $3,199 for the APSES lease payment. Economic Development - $491,500 This is a transfer to assist in the expenditures in the amounts of $40,000 for ECONA, $10,000 for SEDI, $143,500 for Innovation Mesa, and $298,000 for the Incubator. Recreation-BBB Fund - $1,485,754 This transfer is a contribution to the maintenance of FUTS which is a Parks responsibility for $205,287, $980,467 for increased maintenance in the Parks budget related to additional field maintenance associated with Recreation Bond projects and $300,000 for the operation of Recreation Programs. 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. Housing and Community Services Fund - $14,000 This transfer represents $14,000 to assist with the funding of a Housing Planner. Real Estate Proceeds Fund - $500,000 This is a transfer of $500,000 is for temporary loan for a property purchase. Real Estate Proceeds Fund - $500,000 This is a transfer of $500,000 is for reimbursement of a temporary loan for property purchase. Stormwater Fund - $4,070,941 Transfer of funds for the Rio de Flag project. Airport Fund - $225,000 This transfer is comprised of $225,000 for capital projects at the Airport. Water and Wastewater Fund - $157,794 This is transfer of $157,794 is for the APSES lease payment. Secondary Property Tax Fund - $400,000 This transfer is for a portion of the debt service related to the new court facilities paid with a disposition entry fee. Airport - $33,567 This is a transfer for $33,567 to assist with the APSES lease payment. Annual Financial Plan 69 City of Flagstaff Schedule D-1: Schedule of Transfers Descriptions Library Fund Transportation Fund Transfers In: Transfers Out: General Fund - $1,137,951 This is the operating transfer from the General Fund to the Library for general services. HURF - $6,784,698 This is a transfer of the transportation tax to fund various transportation projects. Safety funding is $713,000 for miscellaneous projects. $6,071,698 is from Street improvement for Transportation funded projects. Tourism-$2,700 This is a transfer of $2,700 for Personnel related to a transfer from Tourism to the Library. Beautification Fund - $520,000 This is $520,000 to fund various FUTS projects within the multi-modal transportation projects. Transfers Out: General Fund - $328,391 This transfer represents the APSES $78,391 lease payment and $250,000 for parking lot relocation. Beautification Fund Transfers In: Highway User Revenue Fund Transportation Tax - $520,000 This is $520,000 to fund various FUTS projects within the multi-modal transportation. Transfers In: General Fund - $721,100 This is $98,100 for the de-icer program and $623,000 for street maintenance and operations. Recreation-BBB Fund - $110,000 This transfer is for new FUTS construction. Transportation Fund - $6,784,698 This is a transfer of the transportation tax to fund various transportation projects. Safety funding is $713,000 for miscellaneous projects. $6,071,698 is from Street improvement for Transportation funded projects. Transfers Out: General Fund - $473,451 This represents $468,250 for streetscape maintenance on projects previously constructed by BBB funds that are now maintained by the Parks division and $5,201 in support of the citywide publication. Stormwater Fund - $341,167 This transfer includes $291,167 for drainage maintenance and $50,000 for de-icer program. Economic Development Fund Environmental Services Fund - $17,000 This transfer represents $17,000 for a fee holiday related to HURF accounts. Transfers In: General Fund - $491,500 This is a transfer to assist in the expenditures in the amounts of $40,000 for ECONA, $10,000 for SEDI, $143,500 for Innovation Mesa, and $298,000 for the Incubator. Transfers Out: General Fund - $85,401 This transfer is $70,000 for right-of-way maintenance completed by Parks staff and $15,401 for the APSES lease repayment. Annual Financial Plan 70 City of Flagstaff Schedule D-1: Schedule of Transfers Descriptions Tourism Fund Real Estate Proceeds Fund Transfers Out: Transfers In: General Fund - $9,437 This transfer includes $6,238 as a contribution towards the citywide publication and $3,199 for the APSES lease payment. General Fund - $500,000 This is a transfer of $500,000 is for temporary loan for a property purchase. Transfers Out: Library Fund - $2,700 This is a transfer of $2,700 for Personnel related to a transfer from Tourism to the Library. General Fund - $500,000 This is a transfer of $500,000 is for reimbursement of a temporary loan for property purchase. Recreation-BBB Fund G.O. Bond Fund Transfers Out: Transfers In: General Fund - $1,485,754 This transfer is a contribution to the maintenance of FUTS which is a Parks responsibility of $205,287. $980,467 is for increased maintenance in the Parks budget related to additional field maintenance associated with Recreation Bond projects and $300,000 is for the operation of Recreation Programs. Secondary Property Tax Fund - $5,456,156 A transfer of Secondary Property Taxes collected for repayment of general obligation bonds. Secondary Property Tax Fund Transfers In: Beautification Fund - $110,000 This transfer is for a new FUTS construction. Environmental Service Fund - $250,000 This transfer represents the capital reserve funding related to the public works facility. Housing and Community Services Fund General Fund - $400,000 This transfer is for a portion of the debt service related to the new court facilities paid with a disposition entry fee. Transfers Out: General Fund - $14,000 This transfer represents $14,000 to assist with the funding of a Housing Planner. Transfers Out: Metro Planning Organization Fund G.O. Bond Fund - $5,456,156 A transfer of Secondary Property Taxes collected for repayment of general obligation bonds. Transfers In: Water and Wastewater Fund 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. Annual Financial Plan Transfers Out: General Fund - $157,794 This is a transfer of $157,794 is for the APSES lease payment. 71 City of Flagstaff Schedule D-1: Schedule of Transfers Descriptions Stormwater Fund Environmental Services Fund Transfers In: Transfers Out: General Fund - $4,070,941 This transfer is for the Rio de Flag Project. General Fund - $77,903 This transfer represents $4,678 for advertising in the citywide publication, $14,810 for the APSES lease payment, $5,415 for the Brownfield program, a fee holiday for operating expenses for the general fund internal accounts totaling $53,000. Transfers Out: HURF - $341,167 This transfer includes $291,167 for drainage maintenance and $50,000 for de-icer program. HURF - $17,000 This transfer represents $17,000 for a fee holiday related to HURF accounts. General Fund - $80,700 This transfer represents one FTE position for a Project Manager. Capital Projects Fund - $1,000,000 This transfer is one time funding provided by capital reserve to construct a public works facility. Airport Fund Secondary Property Tax - $250,000 This transfer represents the capital reserve funding related to the public works facility. Transfers In: General Fund - $225,000 This transfer is comprised of $225,000 for capital projects at the Airport. Capital Projects Fund Transfers Out: Transfers In: General Fund - $33,567 This is a transfer for $33,567 to assist with the APSES lease payment. Environmental Services - $1,000,000 This transfer is one time funding provided by capital reserve to construct a public works facility. Annual Financial Plan 72 City of Flagstaff Schedule E: Appropriations By Fund CITY OF FLAGSTAFF SUMMARY BY DIVISION OF EXPENDITURES/EXPENSES WITHIN EACH FUND COMPARISON OF FISCAL YEAR 2012 AND 2013 (WITH ACTUAL FOR FISCAL YEAR 2011) 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 2010-2011 $ ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2011-2012 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2011-2012 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2012-2013 7,636,328 3,748,951 2,900,820 9,120,652 15,615,662 4,985,658 421,512 4,726,781 (3,944,793) 194,057 45,405,628 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 8,093,799 3,450,852 2,953,684 8,365,639 15,948,436 6,710,677 235,283 3,402,392 (3,439,521) 360,000 46,081,241 8,395,367 3,715,394 3,123,808 10,215,163 16,875,477 7,400,090 1,200,701 3,222,068 (363,294) 1,150,000 54,934,774 147,710 156,025 98,152 37,938 5,012,331 111,066 5,563,222 124,645 150,648 58,909 27,622 7,175,267 152,196 100,000 7,789,287 124,645 150,648 58,909 27,622 4,873,704 152,196 5,387,724 162,907 689,931 123,758 10,005,949 36 623 36,623 131,405 11,150,573 108,282 678,205 138,296 13,176,938 29 053 29,053 226,418 525,000 14,882,192 58,784 323,165 38,240 6,126,582 6,546,771 CHANGE (BDGT-BDGT) % CHANGE (68,378) (36,711) 72,669 1,141,452 215,303 496,951 455,947 (196,544) 1,582,276 (50,000) 3,612,965 (0.8%) (1.0%) 2.4% 12.6% 1.3% 7.2% 61.2% (5.7%) (81.3%) (4.2%) 7.0% 150,716 134,552 87,664 27,272 7,102,717 93,095 100,000 7,696,016 26,071 (16,096) 28,755 (350) (72,550) (59,101) (93,271) 20.9% (10.7%) 48.8% (1.3%) (1.0%) (38.8%) 0.0% (1.2%) 108,282 678,205 138,296 9,461,893 29 053 29,053 226,418 10,642,147 118,391 533,783 73,428 13,527,647 24 888 24,888 85,536 100,000 14,463,673 10,109 (144,422) (64,868) 350,709 (4 165) (4,165) (140,882) (425,000) (418,519) 9.3% (21.3%) (46.9%) 2.7% (14 3%) (14.3%) (62.2%) (81.0%) (2.8%) 46,278 266,540 10,449 7,272,376 7,595,643 46,278 266,540 10,449 6,258,104 6,581,371 52,014 215,009 7,789 7,798,412 8,073,224 5,736 (51,531) (2,660) 526,036 477,581 12.4% (19.3%) (25.5%) 7.2% 6.3% 858,933 1,562,821 2,421,754 3,578,560 2,382,119 10,000 5,970,679 627,885 491,116 1,119,001 3,210,435 3,366,203 10,000 6,586,638 (368,125) 984,084 615,959 (10.3%) 41.3% 0.0% 10.3% 930,936 930,936 2,054,630 45,000 2,099,630 1,323,690 1,323,690 1,389,255 265,000 1,654,255 (665,375) 220,000 (445,375) (32.4%) 488.9% (21.2%) 1,469,181 1,469,181 1,559,757 50,000 1,609,757 1,559,467 1,559,467 1,624,102 50,000 1,674,102 64,345 64,345 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 73 4.1% 0.0% 4.0% City of Flagstaff Schedule E: Appropriations By Fund CITY OF FLAGSTAFF SUMMARY BY DIVISION OF EXPENDITURES/EXPENSES WITHIN EACH FUND COMPARISON OF FISCAL YEAR 2012 AND 2013 (WITH ACTUAL FOR FISCAL YEAR 2011) FUND/DIVISION ARTS AND SCIENCE FUND Economic Vitality Reserve/Contingency ACTUAL EXPENDITURES/ EXPENSES 2010-2011 $ 412,276 412,276 ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2011-2012 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2011-2012 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2012-2013 666,083 10,000 676,083 395,758 395,758 637,056 10,000 647,056 CHANGE (BDGT-BDGT) (29,027) (29,027) % CHANGE (4.4%) 0.0% (4.3%) RECREATION-BBB FUND Public Works - - - 1,100,000 1,100,000 0.0% REAL ESTATE PROCEEDS FUND Non-departmental - - - 1,000,000 1,000,000 0.0% 156,811 8,216 165,027 4.9% 21.9% 5.1% (60,662) (5,190) (65,852) (13.6%) (19.7%) 0.0% (11.5%) HOUSING AND COMMUNITY SERVICES FUND Community Development Non-departmental 1,448,521 54,867 1,503,388 3,229,861 37,436 3,267,297 1,626,361 46,955 1,673,316 3,386,672 45,652 3,432,324 358,537 20,589 379,126 447,633 26,316 100,000 573,949 433,948 26,316 460,264 386,971 21,126 100,000 508,097 30,377,227 44,464,517 29,142,738 46,835,385 2,370,868 5.3% GENERAL OBLIGATION BONDS FUND Non-departmental 3,016,508 4,945,431 4,591,536 5,456,156 510,725 10.3% SPECIAL ASSESSMENT BONDS FUND Non-departmental Total Debt Service Funds 1,405,575 4,422,083 1,402,475 6,347,906 7,384,331 11,975,867 908,225 6,364,381 (494,250) 16,475 (35.2%) 0.3% 5,093,158 26,544,144 9,470,181 65,447,305 38,903,161 146.6% 20,290 5,420,640 66,645 9,112,000 3,691,360 68.1% 117,565 5,231,013 31,964,784 9,536,826 74,559,305 42,594,521 0.0% 133.3% 629,492 1,101,046 50,007 105,675 16,212,497 403,882 63,310 18,565,909 580,253 983,638 50,698 78,942 29,222,440 494,338 2,200,000 33,610,309 580,253 983,638 50,698 78,942 22,227,774 494,338 30,000 24,445,643 626,188 915,248 59,122 73,918 26,764,580 263,254 1,800,000 30,502,310 45,935 (68,390) 8,424 (5,024) (2,457,860) (231,084) (400,000) (3,107,999) 7.9% (7.0%) 16.6% (6.4%) (8.4%) (46.7%) (18.2%) (9.2%) METRO PLANNING ORG FUND Community Development Non-departmental Contingency Total Special Revenue Funds DEBT SERVICE FUNDS CAPITAL PROJECT FUNDS G.O. BONDS FUNDED PROJECTS FUND Non-departmental MUNICIPAL FACILITIES CORP FUND Non-departmental SPECIAL IMPROVEMENT DISTRICT FUND Non-departmental Total Capital Projects Funds ENTERPRISE FUNDS WATER AND WASTEWATER FUND General Administration Management Services Public Works Economic Vitality Utilities Non-departmental Contingency Annual Financial Plan 74 City of Flagstaff Schedule E: Appropriations By Fund CITY OF FLAGSTAFF SUMMARY BY DIVISION OF EXPENDITURES/EXPENSES WITHIN EACH FUND COMPARISON OF FISCAL YEAR 2012 AND 2013 (WITH ACTUAL FOR FISCAL YEAR 2011) FUND/DIVISION AIRPORT FUND General Administration Management Services Public Works Economic Vitality Non-departmental Contingency $ 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 Total Enterprise Funds TOTAL ALL FUNDS Annual Financial Plan ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2011-2012 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2011-2012 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2012-2013 64,438 94,780 117,318 1,932,896 77,139 8,014 2,294,585 51,062 99,735 127,108 11,117,686 70,048 11,465,639 51,062 99,735 127,108 5,597,777 70,048 5,945,730 62,750 119,449 125,633 7,450,799 57,063 7,815,694 11,688 19,714 (1,475) (3,666,887) (12,985) (3,649,945) 22.9% 19.8% (1.2%) (33.0%) (18.5%) 0.0% (31.8%) 327,877 396,188 9,961,558 75,585 303,624 1,196 11,066,028 311,071 373,062 23,819,844 60,269 297,412 500,000 25,361,658 311,071 373,062 11,015,857 60,269 297,412 12,057,671 398,292 376,834 12,387,952 61,828 244,599 612,000 14,081,505 87,221 3,772 (11,431,892) 1,559 (52,813) 112,000 (11,280,153) 28.0% 1.0% (48.0%) 2.6% (17.8%) 22.4% (44.5%) 19,708 28,042 48,977 12,434 5,436 1,811,083 17,773 1,323 1,944,776 23,401 19,762 30,331 12,249 4,813 5,533,132 17,545 10,000 5,651,233 23,401 19,762 30,331 12,249 4,813 1,302,438 17,545 1,410,539 38,734 50,435 10,921 3,782 5,567,829 15,138 10,000 5,696,839 15,333 (19,762) 20,104 (1,328) (1,031) 34,697 (2,407) 45,606 65.5% (100.0%) 66.3% (10.8%) (21.4%) 0.6% (13.7%) 0.0% 0.8% 6,266,452 6,266,452 6,470,299 972 000 972,000 7,442,299 6,156,781 972 000 972,000 7,128,781 6,312,656 1,001,250 1 001 250 7,313,906 (157,643) 29 250 29,250 (128,393) (2.4%) 3 0% 3.0% 40,137,750 83,531,138 50,988,364 65,410,254 (18,120,884) (21.7%) 125,573,701 217,630,154 147,725,036 248,104,099 30,473,945 14.0% ACTUAL EXPENDITURES/ EXPENSES 2010-2011 $ 75 CHANGE (BDGT-BDGT) % CHANGE City of Flagstaff Schedule E-1: Appropriations by Department CITY OF FLAGSTAFF BUDGET BY DIVISION AND SECTIONS COMPARISON OF FISCAL YEAR 2012 AND 2013 (WITH ACTUAL FOR FISCAL YEAR 2011) ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2011-2012 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2011-2012 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2012-2013 1,461,276 2,499,811 1,394,047 435,127 167,725 1,678,342 7,636,328 1,359,455 2,583,431 1,340,604 501,953 185,891 2,492,411 8,463,745 1,418,032 2,567,106 1,331,625 466,497 192,859 2,117,680 8,093,799 1,367,298 2,579,311 1,362,625 617,160 188,697 2,280,276 8,395,367 7,843 (4,120) 22,021 115,207 2,806 (212,135) (68,378) 0.6% (0.2%) 1.6% 23.0% 1.5% (8.5%) (0.8%) 249,180 1,943,761 (75,907) 1,394,802 237,115 1,448,521 858,933 358,537 6,266,452 12,681,394 272,070 1,949,928 (122,996) 1,404,111 248,992 3,229,861 3,578,560 447,633 6,470,299 17,478,458 272,699 1,808,237 (97,876) 1,253,061 214,731 1,626,361 627,885 433,948 6,156,781 12,295,827 292,253 1,944,715 (150,092) 1,380,416 248,102 3,386,672 3,210,435 386,971 6,312,656 17,012,128 20,183 (5,213) (27,096) (23,695) (890) 156,811 (368,125) (60,662) (157,643) (466,330) 7.4% (0.3%) 22.0% (1.7%) (0.4%) 4.9% (10.3%) (13.6%) (2.4%) (2.7%) 652,976 860,541 598,834 788,469 2,900,820 726,993 889,139 612,641 822,366 3,051,139 670,428 893,533 595,402 794,321 2,953,684 736,288 935,163 641,045 811,312 3,123,808 9,295 46,024 28,404 (11,054) 72,669 1.3% 5.2% 4.6% (1.3%) 2.4% TOTAL 9,120,652 9,120,652 9,073,711 9,073,711 8,365,639 8,365,639 9,400,163 815,000 10,215,163 POLICE Police Police Grants TOTAL 13,838,513 1,777,149 15,615,662 14,648,548 2,011,626 16,660,174 14,408,274 1,540,162 15,948,436 14,911,431 1,964,046 16,875,477 262,883 (47,580) 215,303 1.8% (2.4%) 1.3% 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 Recreation-BBB TOTAL 60,844 1,162,909 2,333,617 (93,177) 190,105 1,331,360 3,322,836 3,191,228 868,702 2,360,519 8,516,330 1,106,370 24,351,643 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 60,550 2,327,471 2,722,769 97,876 347,144 1,154,867 4,038,336 988,551 1,886,053 2,371,479 9,510,251 1,160,785 26,666,132 18,707 2,025,583 2,997,569 1,157,490 216,400 984,341 4,483,209 2,122,879 6,235,313 549,385 11,037,282 1,107,437 1,100,000 34,035,595 (51,261) (326,790) 235,368 945,569 (135,409) (170,526) 160,215 1,119,160 934,041 (1,822,094) (11,152,249) (178,055) 1,100,000 (9,342,031) (73.3%) (13.9%) 8.5% 446.2% (38.5%) (14.8%) 3.7% 111.5% 17.6% (76.8%) (50.3%) (13.9%) (21.5%) DIVISION/SECTION GENERAL ADMINISTRATION City Manager City Court Law Human Resources Risk Management Information Technology TOTAL 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 MANAGEMENT SERVICES Management Services Admin. Finance/Budget Sales Tax & Licensing Customer Service TOTAL FIRE Fire Fire Grants Annual Financial Plan ACTUAL EXPENDITURES/ EXPENSES 2010-2011 $ 76 CHANGE (BDGT-BDGT) 326,452 815,000 1,141,452 % CHANGE 3.6% 12.6% City of Flagstaff Schedule E-1: Appropriations by Department CITY OF FLAGSTAFF BUDGET BY DIVISION AND SECTIONS COMPARISON OF FISCAL YEAR 2012 AND 2013 (WITH ACTUAL FOR FISCAL YEAR 2011) ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2011-2012 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2011-2012 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2012-2013 421,512 1,635,361 286,686 412,276 143,850 1,418,971 930,936 1,163,411 305,770 6,718,773 744,754 10,821,729 286,685 666,083 134,620 2,247,499 2,054,630 1,248,460 311,297 18,515,757 235,283 5,301,820 286,685 395,758 118,551 372,565 1,323,690 1,246,990 312,477 9,593,819 1,200,701 7,155,680 286,685 637,056 205,989 3,160,214 1,389,255 1,310,701 313,401 15,659,682 455,947 (3,666,049) (29,027) 71,369 912,715 (665,375) 62,241 2,104 (2,856,075) 61.2% (33.9%) (4.4%) 53.0% 40.6% (32.4%) 5.0% 0.7% (15.4%) 3,495,675 1,516,656 4,726,781 9,739,112 3,751,135 3,424,132 3,418,612 10,593,879 3,585,156 1,288,548 3,402,392 8,276,096 3,803,474 3,299,243 3,222,068 10,324,785 52,339 (124,889) (196,544) (269,094) 1.4% (3.6%) (5.7%) (2.5%) UTILITIES Administration Lake Mary Water Plant 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 829,080 2,760,418 1,392,378 63,613 325,653 582,877 1,980,919 920 791 920,791 263,476 832,295 18,513 124,723 3,757,710 2,360,051 525,258 293,128 992,697 18,023,580 1,097,035 3,813,823 1,490,818 77,924 5,780,000 3,449,000 3,165,607 1 136 286 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 1,073,785 3,517,586 1,460,818 75,728 1,101,570 2,619,714 2,924,521 1 113 786 1,113,786 333,974 880,476 203,400 151,193 4,410,746 2,360,477 533,186 560,118 209,134 23,530,212 1,220,029 4,249,379 1,578,526 83,838 5,502,982 2,380,529 2,303,875 1 105 503 1,105,503 293,606 1,085,803 760,600 803,400 3,454,463 1,942,047 684,663 812,226 4,070,940 32,332,409 122,994 435,556 87,708 5,914 (277,018) (1,068,471) (861,732) (30 783) (30,783) (171,581) 63,714 276,600 110,810 (733,141) (418,430) 104,255 195,483 (265,041) (2,423,163) 11.2% 11.4% 5.9% 7.6% (4.8%) (31.0%) (27.2%) (2 7%) (2.7%) (36.9%) 6.2% 57.1% 16.0% (17.5%) (17.7%) 18.0% 31.7% (6.1%) (7.0%) NON-DEPARTMENTAL Council & Commissions Contributions to Other Agencies Non-Departmental Real Estate Proceeds G.O. Bond - Debt Service SID-Debt G.O. Bond Funded Projects Municipal Facilities Corp Special Improvement District Transportation 4th Street Debt Service Facility Improvement Debt TOTAL 350,084 902,384 1,085,279 3,016,508 1,405,575 5,093,158 20,290 117,565 3,779,689 2,262,200 485,105 18,517,837 362,540 906,003 2,638,101 4,945,431 1,402,475 26,544,144 5,420,640 4,981,330 2,264,771 472,658 49,938,093 364,319 917,034 1,140,859 4,591,536 7,384,331 9,470,181 66,645 3,951,871 2,279,958 472,658 30,639,392 408,756 937,003 3,398,590 1,000,000 5,456,156 908,225 65,447,305 9,112,000 5,670,410 2,110,332 472,658 94,921,435 46,216 31,000 760,489 1,000,000 510,725 (494,250) 38,903,161 3,691,360 689,080 (154,439) 44,983,342 12.7% 3.4% 28.8% 10.3% (35.2%) 146.6% 68.1% 13.8% (6.8%) 90.1% 267,900 5,722,000 1,362,000 5,208,250 (513,750) (9.0%) 125,573,701 217,630,154 147,725,036 248,104,099 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 2010-2011 $ COMMUNITY ENRICHMENT Library Library Grants Recreation TOTAL RESERVES/CONTINGENCIES GRAND TOTAL $ CHANGE (BDGT-BDGT) 30,473,945 % CHANGE 14.0% This schedule includes the entire budgetary responsibility of the division without regard to funding source. Operating revenue transfers provide the level of accountability for division managers and department heads. Annual Financial Plan 77 City of Flagstaff Schedule F: Appropriations by Division CITY OF FLAGSTAFF BUDGET SUMMARY BY DIVISION OF EXPENDITURES COMPARISON OF FISCAL YEAR 2012 AND 2013 (WITH ACTUAL FOR FISCAL YEAR 2011) ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2011-2012 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2011-2012 PROPOSED BUDGETED EXPENDITURE/ EXPENSE * 2012-2013 7,636,328 147,710 162,907 58,784 629,492 64,438 327,877 19,708 9,047,244 8,463,745 124,645 108,282 46,278 580,253 51,062 311,071 23,401 9,708,737 8,093,799 124,645 108,282 46,278 580,253 51,062 311,071 23,401 9,338,791 8,395,367 150,716 118,391 52,014 626,188 62,750 398,292 38,734 9,842,452 (68,378) 26,071 10,109 5,736 45,935 11,688 87,221 15,333 133,715 (0.8%) 20.9% 9.3% 12.4% 7.9% 22.9% 28.0% 65.5% 1.4% 3,748,951 689,931 858,933 1,448,521 358,537 28,042 6,266,452 13,399,367 3,752,105 678,205 3,578,560 3,229,861 447,633 19,762 6,470,299 18,176,425 3,450,852 678,205 627,885 1,626,361 433,948 19,762 6,156,781 12,993,794 3,715,394 533,783 3,210,435 3,386,672 386,971 6,312,656 17,545,911 (36,711) (144,422) (368,125) 156,811 (60,662) (19,762) (157,643) (630,514) (1.0%) (21.3%) (10.3%) 4.9% (13.6%) (100.0%) (2.4%) (3.5%) 2,900,820 156,025 123,758 323,165 1,101,046 94,780 396,188 48,977 5,144,759 3,051,139 150,648 138,296 266,540 983,638 99,735 373,062 30,331 5,093,389 2,953,684 150,648 138,296 266,540 983,638 99,735 373,062 30,331 4,995,934 3,123,808 134,552 73,428 215,009 915,248 119,449 376,834 50,435 5,008,763 72,669 (16,096) (64,868) (51,531) (68,390) 19,714 3,772 20,104 (84,626) 2.4% (10.7%) (46.9%) (19.3%) (7.0%) 19.8% 1.0% 66.3% (1.7%) TOTAL 9,120,652 9,120,652 9,073,711 9,073,711 8,365,639 8,365,639 10,215,163 10,215,163 1,141,452 1,141,452 12.6% 12.6% TOTAL 15,615,662 15,615,662 16,660,174 16,660,174 15,948,436 15,948,436 16,875,477 16,875,477 215,303 215,303 1.3% 1.3% PUBLIC WORKS General Fund Library Fund HURF Fund Recreation-BBB Fund Water and Wastewater Fund Airport Fund Environmental Services Fund Stormwater Utility Fund TOTAL 4,985,658 98,152 10,005,949 50,007 117,318 9,961,558 12,434 25,231,076 6,903,139 58,909 13,176,938 50,698 127,108 23,819,844 12,249 44,148,885 6,710,677 58,909 9,461,893 50,698 127,108 11,015,857 12,249 27,437,391 7,400,090 87,664 13,527,647 1,100,000 59,122 125,633 12,387,952 10,921 34,699,029 496,951 28,755 350,709 1,100,000 8,424 (1,475) (11,431,892) (1,328) (9,449,856) 7.2% 48.8% 2.7% 0.0% 16.6% (1.2%) (48.0%) (10.8%) (21.4%) ECONOMIC VITALITY General Fund Library Fund HURF Fund Transportation Fund Beautification Fund Economic Development Fund Tourism Fund Arts and Science Fund Water and Wastewater Fund Airport Fund Environmental Services Fund Stormwater Utility Fund TOTAL 421,512 37,938 36,623 38,240 1,562,821 930,936 1,469,181 412,276 105,675 1,932,896 75,585 5,436 7,029,119 744,754 27,622 29,053 10,449 2,382,119 2,054,630 1,559,757 666,083 78,942 11,117,686 60,269 4,813 18,736,177 235,283 27,622 29,053 10,449 491,116 1,323,690 1,559,467 395,758 78,942 5,597,777 60,269 4,813 9,814,239 1,200,701 27,272 24,888 7,789 3,366,203 1,389,255 1,624,102 637,056 73,918 7,450,799 61,828 3,782 15,867,593 455,947 (350) (4,165) (2,660) 984,084 (665,375) 64,345 (29,027) (5,024) (3,666,887) 1,559 (1,031) (2,868,584) 61.2% (1.3%) (14.3%) (25.5%) 41.3% (32.4%) 4.1% (4.4%) (6.4%) (33.0%) 2.6% (21.4%) (15.3%) ACTUAL EXPENDITURES/ EXPENSES 2010-2011 DIVISION/FUND GENERAL ADMINISTRATION General Fund Library Fund HURF Fund Transportation Fund Water and Wastewater Fund Airport Environmental Services Fund Stormwater Utility Fund TOTAL COMMUNITY DEVELOPMENT General Fund HURF fund Beautification Fund Housing and Community Services Fund Metro Planning Organization Fund Stormwater Utility Fund Flagstaff Housing Authority TOTAL MANAGEMENT SERVICES General Fund Library Fund HURF Fund Transportation Fund Water and Wastewater Fund Airport Fund Environmental Services Fund Stormwater Utility Fund TOTAL FIRE General Fund POLICE General Fund Annual Financial Plan $ 78 CHANGE (BDGT-BDGT) % CHANGE City of Flagstaff Schedule F: Appropriations by Division CITY OF FLAGSTAFF BUDGET SUMMARY BY DIVISION OF EXPENDITURES COMPARISON OF FISCAL YEAR 2012 AND 2013 (WITH ACTUAL FOR FISCAL YEAR 2011) ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2011-2012 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2011-2012 PROPOSED BUDGETED EXPENDITURE/ EXPENSE * 2012-2013 4,726,781 5,012,331 9,739,112 3,418,612 7,175,267 10,593,879 3,402,392 4,873,704 8,276,096 3,222,068 7,102,717 10,324,785 (196,544) (72,550) (269,094) (5.7%) (1.0%) (2.5%) UTILITIES Water and Wastewater Fund Stormwater Utility Fund TOTAL 16,212,497 1,811,083 18,023,580 29,222,440 5,533,132 34,755,572 22,227,774 1,302,438 23,530,212 26,764,580 5,567,829 32,332,409 (2,457,860) 34,697 (2,423,163) (8.4%) 0.6% (7.0%) NON-DEPARTMENTAL General Fund Library Fund HURF Fund Transportation Fund Real Estate Proceeds Fund Housing and Community Services Fund Metro Planning Organization Fund General Obligation Bonds Fund Special Assessment Bonds Fund G.O. Bonds Funded Projects Fund Municipal Facilities Corp Fund Special Improvement District Fund Water and Wastewater Fund Airport Fund Environmental Services Fund Stormwater Utility Fund TOTAL (3,944,793) 111,066 131,405 6,126,582 54,867 20,589 3,016,508 1,405,575 5,093,158 20,290 117,565 403,882 77,139 303,624 17,773 12,955,230 (1,945,570) 152,196 226,418 7,272,376 37,436 26,316 4,945,431 1,402,475 26,544,144 5,420,640 494,338 70,048 297,412 17,545 44,961,205 (3,439,521) 152,196 226,418 6,258,104 46,955 26,316 4,591,536 7,384,331 9,470,181 66,645 494,338 70,048 297,412 17,545 25,662,504 (363,294) 93,095 85,536 7,798,412 1,000,000 45,652 21,126 5,456,156 908,225 65,447,305 9,112,000 263,254 57,063 244,599 15,138 90,184,267 1,582,276 (59,101) (140,882) 526,036 1,000,000 8,216 (5,190) 510,725 (494,250) 38,903,161 3,691,360 (231,084) (12,985) (52,813) (2,407) 45,223,062 (81.3%) (38.8%) (62.2%) 7.2% 0.0% 21.9% (19.7%) 10.3% (35.2%) 146.6% 68.1% 0.0% (46.7%) (18.5%) (17.8%) (13.7%) 100.6% 1,200,000 100,000 525,000 10,000 45,000 50,000 10,000 100,000 2,200,000 500,000 10,000 972,000 5,722,000 360,000 30,000 972,000 1,362,000 1,150,000 100,000 100,000 10,000 265,000 50,000 10,000 100,000 1,800,000 612,000 10,000 1,001,250 5,208,250 (50,000) (425,000) 220,000 (400,000) 112,000 29,250 (513,750) (4.2%) 0.0% (81.0%) 0.0% 488.9% 0.0% 0.0% 0.0% (18.2%) 0.0% 22.4% 0.0% 3.0% (9.0%) 217,630,154 147,725,036 248,104,099 DIVISION/FUND COMMUNITY ENRICHMENT General Fund Library Fund TOTAL ACTUAL EXPENDITURES/ EXPENSES 2010-2011 $ RESERVES/CONTINGENCIES General Fund Library Fund HURF Fund Beautification Fund Economic Development Fund Tourism Fund Arts and Science Fund Metro Planning Organization Fund Water and Wastewater Fund Airport Fund Environmental Services Fund Stormwater Utility Fund Flagstaff Housing Authority Fund TOTAL ALL FUNDS TOTAL * 194,057 63,310 8,014 1,196 1,323 267,900 $ 125,573,701 CHANGE (BDGT-BDGT) 30,473,945 % CHANGE 14.0% Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. Annual Financial Plan 79 City of Flagstaff Schedule G: Operating Capital CITY OF FLAGSTAFF SUMMARY OF OPERATING CAPITAL FISCAL YEAR 2012-2013 SECT # SECTION OPERATING CAPITAL CARRYFWD 2011-2012 $ BUDGET 2012-2013 130,000 450,000 130,000 130,000 450,000 141,174 30,000 141,174 21 FIRE TYPE 6 BRUSH TRUCK TYPE 6 BRUSH TRUCK TYPE 1 ENGINE 22 POLICE POLICE SEDAN POLICE CRUISERS (6) 23 POLICE GRANTS INFRARED SYSTEM - 5,999 26 PARKS RESURFACE BASKETBALL COURTS (2) CONCRETE COURT OVERLAY SKATE TRACK SURFACE REPAIRS PLAYGROUND RE-SURFACING - PONDEROSA TRAILS PLAYGROUND RE-SURFACING - FOXGLENN REPLACE BACKSTOP FENCING FENCE REPAIR FENCE REPAIR REPLACE TENNIS COURT FENCING REPLACE PLASTIC FENCING LASER FIELD LEVEL - INFIELD CRACK SEAL WALKING PATHS CONTROL-LINK LIGHT CONTROL CONTROL-LINK LIGHT CONTROL - 35,701 121,298 17,000 5,100 9,402 13,750 12,200 20,000 31,150 9,400 2,500 14,599 9,000 9,000 27 FLEET SERVICES CATASTROPHIC/VEHICLE REPLACEMENT FUND 30 RECREATION GENERAL IMPROVEMENTS - 15,000 32 STREET MAINT. & REPAIRS AWD MOTOR GRADER FIVE (5) SPREADER BOXES COMPUTER UPGRADES FOR SNOW OPERATIONS SIGN PLOTTER STREET SIGNAL IMPROVEMENTS - 500,000 80,000 45,000 15,000 120,000 41 SOLID WASTE ANNUAL SETASIDE - LANDFILL CLOSURE WASTE MANAGEMENT PLAN DUST CONTROL LYDAR FLY OVER SCALE HOUSE SOFTWARE LANDFILL SCRAPER SOUTH BOROUGH PIT METHANE MITIGATION LANDFILL COMPACTOR 4X4 PLOW TRUCK REAR LOADER FRONT LOADER PUBLIC WORKS YARD IMPROVEMENTS 42 UTILITIES ADMINISTRATION OFFICE REMODELS 44 FIRE GRANTS ASSISTANCE TO FIREFIGHTER GRANT EQUIPMENT AZ HOMELAND SECURITY EQUIPMENT 47 LAKE MARY WATER PLANT FIXED DRIVE REPLACEMENT UPGRADE COMMUNICATION SYSTEM WATER PUMP STATION 49 WATER DISTRIBUTION BACKHOE REPLACEMENT Annual Financial Plan 80 650,000 1,024,670 50,000 115,000 70,000 600,000 230,000 596,198 100,000 460,000 100,000 10,000 40,000 134,996 300,000 115,000 70,000 600,000 45,000 230,000 596,198 100,000 15,000 15,000 - 150,000 50,000 46,297 75,000 135,000 66,297 75,000 - 130,000 City of Flagstaff Schedule G: Operating Capital CITY OF FLAGSTAFF SUMMARY OF OPERATING CAPITAL FISCAL YEAR 2012-2013 SECT # SECTION OPERATING CAPITAL 53 WASTEWATER TREATMENT MOWER REPLACEMENT SUV REPLACEMENT DIGESTOR GAS BOOSTER SYSTEM DIGESTOR GAS DRAIN PUMP 56 RECLAIMED WATER PLANT-RIO REPLACE CARBON FILTER MEDIA 66 NON-DEPARTMENTAL REMODELING OF CITY HALL FACILITIES 71 ARTS & SCIENCE RENDEZVOUS BRONZE SCULPTURE EAST FLAG GATEWAY LUMBERYARD MURAL TOTAL Annual Financial Plan 81 CARRYFWD 2011-2012 $ BUDGET 2012-2013 75,000 60,000 16,000 28,000 75,000 60,000 55,000 125,000 - 75,000 150,000 33,400 25,000 200,000 33,400 25,000 $ 3,667,069 7,056,834 City of Flagstaff Schedule H: Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2012-2013 SECT # SECTION PROJECT 18 COMMUNITY INVESTMENT BROWNFIELD ASSESSMENT 24 CAPITAL PROJECTS FUND FIRE STATIONS FUTS/OPEN SPACE LAND ACQUISITION USGS 2010 SFO INNOVATION MESA 2010 STREET/UTILITY PAVEMENT PRESERVE CHERRY AVE STREET S BEAVER / S LEROUX DODGE AVENUE ROSE AVENUE COCONINO / ELDEN / HUMPHREY LA PLAZA VIEJA PRESIDIO SUBDIVISION COURT FACILITY MUNICIPAL MAINTENANCE FACILITY FOREST RESTORATION INITIATIVE 33 STREET CONSTRUCTION RESERVE FOR IMPROVEMENTS MINOR TRANSPORTATION IMPROVEMENTS SIDEWALK REPLACEMENT PROGRAM STREET IMPROVEMENT PROGRAM SUNNYSIDE PONDEROSA PARKWAY 34 STORMWATER CARRYFWD 2011-2012 $ - BUDGET 2012-2013 1,000,000 8,000 1,267,500 1,587,000 272,000 1,037,729 191,255 2,876,000 10,000,000 9,975,000 - 8,000 6,600,000 1,587,000 7,525,000 272,000 650,000 1,248,000 2,342,350 968,467 1,047,500 1,549,900 1,590,088 2,876,000 12,000,000 28,295,000 6,000,000 11,879 269 50,000 50,000 15,000 1,154,879 850,000 3,000 RIO DE FLAG PROJECT RIO PARKING REPLACEMENT 2,870,941 1,200,000 2,870,941 1,200,000 37 AIRPORT CAPITAL PROJECTS ADOT TAXI A & WEST WESTPLEX TAXILANE - CONSTRUCTION REHAB TAXILANE - WESTPLEX REHAB TAXIWAY RECONSTRUCT APRON RECONSTRUCTION 1,532,757 181,362 51,001 2,878,732 554,318 1,532,757 181,362 41 SOLID WASTE STORMWATER INFRASTRUCTURE ROAD EXTENSION SUB-SURFACE GEO STUDY 24,000 49,000 - 34,000 49,000 300,000 - 308,765 - 90,000 45 FLAGSTAFF HOUSING AUTHORITY HOUSING FACILITIES IMPROVEMENTS 47 LAKE MARY WATER PLANT VEHICLE EQUIPMENT STORAGE 51 BETTRMTS & IMP WATER DIST SWITZER CANYON TRANSMISSION LINE WEST/ARROWHEAD WATERLINE SAN FRANCISCO ALLEY WATERLINE RADIO METER INSTALL RESERVE FOR IMPROVEMENTS RIO DE FLAG WATERLINE RELOCATIONS WALAPAI DR ALLEY WATERLINE INNER BASIN PIPELINE 52 BETTRMTS & IMP WATER PROD SCADA MASTER PLAN SCADA CONTROL UPGRADES LM WELL #2-12" WATERLINE ENERGY EFFICIENCY PROJECT FUTURE WATER ACQUISITIONS WATER SUPPLY FEASIBILITY WATER SYSTEM MASTER PLAN RAIL ROAD SPRINGS RESEVOIR NAZ WATER SUPPLY FEASIBILITY 54 WSTWTR COLLECTION EAST FLAG SHOP IMPROVEMENTS Annual Financial Plan 82 50,000 3,400,000 804,000 230,000 50,000 100,000 100,000 200,000 240,000 3,778,982 632,536 25,923 - 50,000 80,000 382,000 35,000 1,322,606 35,000 150,000 25,923 300,000 - 85,000 City of Flagstaff Schedule H: Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2012-2013 SECT # SECTION PROJECT 57 WASTEWATER TREATMENT IMPRV SEWER/RECLAIMED WATER MASTER PLAN WWTP ENERGY EFFICIENCY PROJECT PICTURE CANYON WILDCAT BARSCREENS CARRYFWD 2011-2012 $ BUDGET 2012-2013 65,600 300,000 125,000 120,000 65,600 450,000 58 WSTWTR COLLECTION IMRPV RIO DE FLAG SEWER RELOCATES SEWER REPLACEMENT PROGRAM HILLSIDE SEWER REPLACEMENT RESERVE FOR IMPROVEMENTS 100,000 61,400 242,000 110,000 290,000 161,400 66 NON-DEPARTMENTAL REDEVELOPMENT 645,000 645,000 67 REAL ESTATE PROCEEDS PROPERTY PURCHASE/IMPROVEMENT 74 STREETSCAPE SPECIAL PROJECTS & UNPROGRAMMED WORK HISTORIC FACADES ROUTE 66 PRESERVATION PROJECT WOODLANDS / BEULAH MEDIANS 4TH ST NEIGHBORHOOD GATEWAY NEIGHBORHOOD GARDENS BUTLER MEDIANS PHASE III 4TH ST CORRIDOR IMPROVEMENT BASQUE PROPERTIES HERITAGE SQUARE LIGHTING VISITOR CENTER RT 66 PLANTER ART INCUBATOR MILTON SIGNS BEAUTIFICATION IN ACTION 22,648 699,277 181,720 9,800 445,120 500,000 - 50,000 106,177 20,000 699,277 184,360 19,000 513,900 1,100,000 250,000 30,000 25,000 50,000 100,000 12,500 75 FLAGSTAFF URBAN TRAIL SPECIAL PROJECTS & UNPROGRAMMED WORK SIGNAGE PROGRAM ARIZONA TRAIL-RT 66 TO MCMILLAN MESA COUNTRY CLUB TR - RT 66 TO CORTLAND SIXTH AVE/ARROWHEAD CONNECTOR CEDAR TRAIL SWITZER MESA TRAIL SWITZER CANYON TRAIL BNSF WALNUT-FLORENCE UNDERPASS MALL TRAFFIC CENTER TRAIL REALIGNMENT FLORENCE-WALNUT UNDERPASS 4TH ST TRAIL - HUNTINGTON TO BUTLER PINE KNOLL TRAIL-SAN FRANCISCO TO LONE TREE PONDEROSA TRAIL REHABILITATION 228,000 283,705 22,798 225,044 20,000 45,000 248,750 608,408 80,000 429,334 159,660 76,500 - 50,000 293,000 316,279 9,100 449,313 20,000 45,000 282,552 647,500 80,000 478,031 159,660 80,000 300,000 91 RECREATION-BBB TAX PARKS AND RECREATION 92 TRANSPORTATION CIP BIKE/PED & SAFETY IMPROVEMENT TRANSPORTATION PLANNING & PROGRAMS BEULAH BLVD EXTENSIONS RESERVE FOR IMPROVEMENTS WEST/ARROWHEAD IMPROVEMENT 2011 HSIP 99 STORMWATER CAPITAL PROJECT DRAINAGE SPOT IMPROVEMENT SPOT IMPROVEMENT - EAST RT 66 SPOT IMPROVEMENT - SKUNK CANYON CONSTRUCTION SPOT IMPROVEMENT - SHADOW MOUNTAIN PHASE 1 SPOT IMPROVEMENT - FANNING WASH SPOT IMPROVEMENT - SHULTZ CREEK DESIGN 283,164 295,000 25,000 3,119,023 13,500 $ 46,386,602 Total Annual Financial Plan - 83 1,000,000 1,100,000 484,500 95,000 995,000 175,000 4,469,313 16,500 281,625 198,891 24,032 189,000 37,510 81,168 113,428,759 City of Flagstaff Schedule I: Debt Service Requirements CITY OF FLAGSTAFF DEBT SERVICE REQUIREMENTS FISCAL YEAR 2012-2013 ORIGINAL ISSUE GENERAL FUND [20,21,30,80] Existing Debt: USGS-Series 12 Capital Lease - APSES Certificates of Participation - Fire Equipment Proposed MFC Revenue Bonds - USGS Building 2013 $ STREETS FUND [36] Certificates of Participation - Street Overlay 4TH STREET [87] 2003 MFC Revenue Bonds 2012 Pledged Revenue Partial Advance Refunding ECONOMIC DEVELOPMENT [78] Existing Debt: GADA Revenue Bonds Series 2010A- Incubator Proposed MFC Revenue Bonds - Innovation Building 2013 GENERAL OBLIGATION BOND FUND [70,24] Existing Debt: G.O. Series 2006 Capital Projects G.O. Series 2011 Capital Projects G.O. Series 2011 NAU Public Safety G.O. Series 2011 Refunding Parks & Recreation Proposed G.O. Series Courthouse 2013 Proposed G.O. Series Public Works Facility 2013 Proposed G.O. Capital Forest Initiative Series 2013 Proposed G.O. Series Street & Utility Improvements 2013 Proposed G.O. Series Capital Projects Improvements 2013 SPECIAL ASSESSMENT DISTRICT [96] Sawmill District WATER AND WASTEWATER FUND [59,60] Existing Debt: G.O. Series 2003 G.O. 2011 WIFA Debt - Red Gap Shallow Well G.O. Series 2011 Current Refunding of 1997 Series 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 2013 AIRPORT FUND [39] Other debt - Lease Purchase - Hangars Other debt - Loan - Hangars Total Debt Service Requirements Annual Financial Plan $ OUTSTANDING 07/01/2012 PRINCIPAL INTEREST FISCAL CHARGES TOTAL REQUIREMENTS 4,700,000 3,800,000 350,000 8,000,000 16,850,000 1,645,000 1,120,061 287,903 3,052,964 385,000 436,795 32,107 700,000 1,553,902 77,656 34,198 9,148 210,000 331,002 3,240 1,665 465 3,240 8,610 465,896 472,658 41,720 913,240 1,893,514 4,610,000 4,610,000 3,792,097 3,792,097 422,893 422,893 120,497 120,497 5,995 5,995 549,385 549,385 25,000,000 12,530,000 37,530,000 1,560,000 12,530,000 14,090,000 1,560,000 1,560,000 62,400 480,175 542,575 4,258 3,499 7,757 1,626,658 483,674 2,110,332 3,370,000 2,650,000 6,020,000 3,085,000 3,085,000 120,000 98,397 218,397 130,038 78,768 208,806 4,115 2,835 6,950 254,153 180,000 434,153 31,500,000 12,845,000 3,952,287 1,394,136 12,000,000 19,000,000 6,000,000 6,455,000 3,105,000 96,251,423 21,100,000 12,510,000 3,662,331 1,176,808 38,449,139 1,540,000 369,404 964,104 400,000 250,000 3,523,508 943,363 327,350 87,896 52,459 125,000 50,833 125,000 134,479 64,688 1,911,068 3,600 3,200 1,920 1,920 1,500 1,500 1,500 3,240 3,200 21,580 2,486,963 330,550 459,220 1,018,483 526,500 302,333 126,500 137,719 67,888 5,456,156 19,075,000 19,075,000 11,365,000 11,365,000 345,000 345,000 559,625 559,625 3,600 3,600 908,225 908,225 8,230,000 1,833,828 1,620,864 6,775,760 7,900,000 23,100,000 8,500,000 2,100,000 775,000 1,000,000 1,100,000 2,000,000 291,172 65,226,624 190,000 1,766,300 1,368,192 3,972,483 5,990,000 19,409,565 7,272,174 1,221,588 205,521 474,002 898,670 1,009,912 43,778,407 190,000 69,624 1,120,896 337,877 345,000 1,005,012 337,099 84,704 9,520 42,308 47,636 206,950 10,000 3,806,626 6,176 21,382 60,991 81,736 106,095 390,520 171,260 30,119 2,866 8,399 9,457 44,007 5,000 938,008 5,390 33,445 59,188 90,377 292,357 109,083 27,802 3,105 13,137 14,792 3,200 651,876 201,566 124,451 1,181,887 478,801 541,472 1,687,889 617,442 142,625 15,491 63,844 71,885 254,157 15,000 5,396,510 2,782,598 600,000 3,382,598 2,065,080 217,241 2,282,321 118,027 43,690 161,717 113,709 11,259 124,968 248,945,645 119,894,928 11,592,043 4,736,549 84 - 231,736 54,949 286,685 706,368 17,034,960 City of Flagstaff Annual Financial Plan 85 City of Flagstaff Actual 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Sources of Funds Beginning Fund Balance 86 $ 18,052,269 14,447,025 17,683,305 17,853,008 8,428,646 7,518,079 7,382,728 7,023,250 7,012,414 13,843,536 5,113,647 2,338,951 13,778,000 5,200,000 2,450,000 14,130,000 5,200,000 2,400,000 14,351,925 5,250,000 2,436,000 14,572,454 5,355,000 2,472,540 14,824,872 5,462,100 2,514,573 14,763,743 5,571,342 2,502,000 14,847,124 5,682,769 2,514,510 15,075,740 5,796,424 2,552,228 5,955,305 4,711,821 2,481,126 1,328,255 824,289 803,162 5,559,706 4,700,000 2,500,000 2,584,241 840,413 850,000 5,559,706 5,150,000 2,450,000 1,194,574 1,058,835 850,000 6,720,300 5,227,250 2,486,750 2,575,967 1,791,144 850,000 6,821,105 5,305,659 2,524,051 691,522 955,922 850,000 6,937,063 5,395,855 2,566,960 591,522 947,922 850,000 6,902,378 5,368,876 2,554,125 391,522 947,922 850,000 6,936,890 5,395,720 2,566,896 391,522 947,922 850,000 7,040,943 5,476,656 2,566,896 391,522 947,922 850,000 32,737 537,665 168,191 36,750 800,000 153,650 30,000 900,000 197,830 33,000 600,000 157,930 33,000 600,000 157,930 33,000 600,000 157,930 33,000 600,000 157,930 33,000 600,000 157,930 33,000 600,000 157,930 257,154 1,302,710 1,105,725 139,745 652,275 1,333,095 936,325 133,350 579,850 1,301,060 1,263,300 133,000 579,850 1,408,830 906,300 134,000 579,850 1,408,830 910,863 135,340 579,850 1,408,830 915,472 136,693 579,850 1,408,830 920,128 138,060 579,850 1,408,830 924,829 139,440 579,850 1,408,830 929,577 140,834 940,812 577,125 989,350 273,120 949,000 288,270 949,000 289,570 958,490 292,465 968,075 295,392 977,756 298,346 987,534 301,330 997,410 304,344 134,551 2,630,971 125,000 2,687,073 125,000 2,942,524 200,000 2,885,183 202,000 2,438,642 204,020 2,440,305 206,060 2,441,983 208,121 2,443,680 210,202 2,445,394 45,227,478 46,582,348 46,702,949 49,832,999 47,265,663 47,830,434 47,613,851 47,917,897 48,505,702 78,391 85,401 380,657 9,437 1,115,663 14,000 1,969,533 33,567 74,664 79,780 500,000 4,341,093 78,391 85,401 507,201 9,437 1,349,712 14,000 1,978,889 171,567 109,453 80,578 4,384,629 78,391 85,401 468,729 9,437 1,221,455 1,978,889 33,567 39,003 80,578 3,995,450 328,391 85,401 473,451 9,437 1,485,754 500,000 14,000 157,794 33,567 77,903 80,700 3,246,398 78,391 85,401 473,451 9,437 1,327,869 14,000 157,794 33,567 77,903 80,700 2,338,513 39,196 77,701 473,451 7,838 1,348,427 14,000 78,897 16,784 70,498 80,700 2,207,492 70,000 473,451 6,238 1,369,396 14,000 63,093 80,700 2,076,878 70,000 473,451 6,238 1,390,784 14,000 63,093 80,700 2,098,266 70,000 473,451 6,238 1,412,599 14,000 10,093 80,700 2,067,081 Total Revenues & Transfers In 49,568,571 50,966,977 50,698,399 53,079,397 49,604,176 50,037,926 49,690,729 50,016,163 50,572,783 Total Sources of Funds 67,620,840 65,414,002 68,381,704 70,932,405 58,032,822 57,556,005 57,073,457 57,039,413 57,585,197 Revenues Taxes Sales Tax Property Tax Franchise Fees Intergovernmental Revenues State Shared Income Tax State Shared Sales Tax Auto Lieu Tax Federal Grants State/Local Grants Other IGA License & Permits Business Licenses Building Permits Other Licenses and Permits Charges for Services General Government Parks and Recreation Public Safety Cemetery Fines & Forfeitures Court Fines Other Fines Other Revenue Interest Earnings Miscellaneous Total Revenues City of Flagstaff Transfers In Library HURF Beautification Tourism Recreation-BBB Real Estate Proceeds Housing and Comm Svcs Utilities fund Airport Environmental Services Stormwater Capital Projects Fund Total Transfers In Schedule J: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2013-2018 Actual 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Uses of Funds Divisions General Administration Management Services Community Development Fire Police Public Works Economic Vitality Community Enrichment Non-Departmental Contingency Less Indirect Charges Total Department Expenditures 7,252,759 2,900,820 3,748,951 8,957,508 15,504,733 4,118,265 421,512 3,076,093 2,518,749 194,057 (6,691,824) 42,001,623 7,410,304 3,051,139 3,752,105 8,580,622 16,330,574 4,813,525 744,754 3,155,612 3,261,644 1,200,000 (6,324,872) 45,975,407 7,291,271 2,953,684 3,450,852 8,304,749 15,802,521 4,637,821 235,283 3,140,983 2,332,212 360,000 (6,334,391) 42,174,985 7,490,817 3,123,808 3,715,394 9,263,443 16,698,304 4,686,284 200,701 3,207,068 4,024,349 1,150,000 (5,580,301) 47,979,867 7,289,405 3,072,458 3,668,274 8,481,459 16,474,975 4,522,284 199,201 3,091,864 2,696,017 250,000 (5,513,523) 44,232,414 7,149,405 3,072,458 3,668,274 8,481,459 16,229,975 4,522,284 199,201 3,058,864 2,896,017 250,000 (5,513,523) 44,014,414 7,289,405 3,072,458 3,668,274 8,481,459 15,929,975 4,511,004 199,201 3,033,864 2,896,017 250,000 (5,513,523) 43,818,134 7,149,405 3,072,458 3,668,274 8,481,459 15,729,975 4,511,004 199,201 3,033,864 2,896,017 250,000 (5,513,523) 43,478,134 7,289,405 3,072,458 3,668,274 8,481,459 15,729,975 4,511,004 199,201 3,033,864 2,896,017 250,000 (5,513,523) 43,618,134 485,105 41,665 463,611 990,381 42,992,004 472,658 41,889 1,757,814 2,272,361 48,247,768 472,658 41,889 1,675,926 2,190,473 44,365,458 472,658 41,720 1,379,136 1,893,514 49,873,381 472,658 41,720 1,379,136 1,893,514 46,125,928 280,497 41,720 1,379,136 1,701,353 45,715,767 45,000 41,720 1,379,136 1,465,856 45,283,990 45,000 41,720 1,379,136 1,465,856 44,943,990 45,000 41,720 1,379,136 1,465,856 45,083,990 - - - - 140,000 226,000 100,000 466,000 280,000 226,000 100,000 606,000 420,000 226,000 100,000 746,000 560,000 226,000 100,000 886,000 700,000 226,000 100,000 1,026,000 Capital/CIP Fleet Information Technology Capital Improvement Projects Operating Capital Total Capital/CIP 78,889 374,841 1,752,411 207,483 2,413,624 225,800 1,053,441 846,800 948,000 3,074,041 33,426 802,528 215,500 664,329 1,715,783 2,105,844 904,550 1,645,000 405,999 5,061,393 436,670 381,675 245,000 1,063,345 436,670 381,675 245,000 1,063,345 436,670 381,675 266,590 1,084,935 436,670 381,675 285,000 1,103,345 436,670 381,675 285,000 1,103,345 Transfers Out Library Hurf Economic Development Real Estate Proceeds MPO Secondary Property Tax Capital Projects Fund Airport Stormwater Total Transfers Out Excess revenues over expenditures 1,178,951 1,972,339 193,000 22,720 71,200 101,000 992,697 4,531,907 (368,964) 1,167,951 2,526,195 389,000 22,493 309,000 4,335,981 8,750,620 (9,105,452) 1,167,951 2,526,195 389,000 22,493 38,683 94,000 209,133 4,447,455 169,703 1,137,951 721,100 491,500 500,000 22,493 400,000 225,000 4,070,941 7,568,985 (9,424,362) 1,154,877 721,100 411,000 22,493 400,000 150,000 2,859,470 (910,567) 1,216,572 721,100 331,000 22,493 400,000 97,000 2,788,165 (135,351) 1,322,989 721,100 350,700 22,493 400,000 118,000 2,935,282 (359,478) 1,358,266 721,100 313,805 22,493 400,000 278,000 3,093,664 (10,836) 1,392,657 738,100 315,527 22,493 400,000 218,000 3,086,777 272,671 49,937,535 60,072,429 50,528,696 62,503,759 50,514,743 50,173,277 50,050,207 50,026,999 50,300,112 $ 17,683,305 5,341,573 17,853,008 8,428,646 7,518,079 7,382,728 7,023,250 7,012,414 7,285,085 Debt Service Leases (copier) Leases-APSES Leases-Fire Equipment Bonds (20-01 only?) Total Debt Service Total Operating Budget 87 Revised service Levels Health Insurance Increases 5% Health Insurance Pay Holiday Available 1X's Total Revised Service Levels City of Flagstaff Total Uses of Funds Ending Fund Balance $ Schedule J: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2013-2018 Actual 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Sources of Funds Beginning Fund Balance $ 783,153 540,180 764,614 810,264 303,056 317,899 241,537 240,967 212,284 Revenues State Grants Library District Taxes Interest Revenue Miscellaneous Total Revenues 80,220 4,235,725 24,404 103,773 4,444,122 62,400 6,330,598 27,115 20,474 6,440,587 126,816 3,737,640 21,000 452,958 4,338,414 52,400 3,843,535 27,250 2,453,363 6,376,548 100,000 4,098,516 37,437 20,474 4,256,427 100,000 4,019,831 37,624 20,474 4,177,929 100,000 4,061,920 37,812 20,474 4,220,206 100,000 4,116,575 39,006 20,474 4,276,055 100,000 4,256,594 39,201 20,474 4,416,269 Transfers In Tourism General Fund Total Transfers In 1,178,951 1,178,951 5,400 1,167,951 1,173,351 5,400 1,167,951 1,173,351 2,700 1,137,951 1,140,651 1,143,521 1,143,521 1,204,932 1,204,932 1,310,335 1,310,335 1,345,296 1,345,296 1,379,363 1,379,363 Total Sources of Funds 6,406,226 8,154,118 6,276,379 8,327,464 5,703,004 5,700,760 5,772,078 5,862,318 6,007,915 Departments Library Library Grants Indirect Costs Subtotal Departments 3,460,786 80,220 550,891 4,091,897 3,751,135 62,400 514,020 4,327,555 3,585,156 126,816 514,020 4,225,992 3,803,474 52,400 493,299 4,349,173 3,650,649 100,000 505,631 4,256,280 3,742,640 100,000 518,272 4,360,912 3,836,993 100,000 531,229 4,468,222 3,933,769 100,000 544,510 4,578,279 4,033,031 100,000 558,123 4,691,154 County Wide Projects & Growth Subtotal County Wide Proj & Growth 1,436,436 1,436,436 3,361,732 3,361,732 1,161,732 1,161,732 3,246,843 3,246,843 1,050,434 1,050,434 1,054,115 1,054,115 1,057,888 1,057,888 1,061,756 1,061,756 1,065,720 1,065,720 5,528,333 7,689,287 5,387,724 7,596,016 5,306,714 5,415,027 5,526,111 5,640,035 5,756,874 Uses of Funds 88 Total Operating Expenditures Reserves/Contingency - - 100,000 - - - - - 5,000 5,000 5,000 5,000 10,000 10,000 10,000 10,000 - - - City of Flagstaff 34,889 34,889 - - Transfer Out General Fund 78,391 78,391 78,391 328,391 78,391 39,196 5,641,613 7,867,678 5,466,115 8,024,407 5,385,105 5,459,223 5,531,111 5,650,035 5,766,874 764,614 286,440 810,264 303,056 317,899 241,537 240,967 212,284 241,041 Ending Fund Balance (1) $ Excludes monies restricted for branch libraries, expansion, and automation. - - Library Capital Total Capital Total Uses of Funds (1) 100,000 Schedule J: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF LIBRARY FUND FIVE YEAR PLAN 2013-2018 Actuals 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Sources of Funds Beginning Fund Balance $ Revenues Intergovernmental Revenues 2,258,730 252,424 1,475,135 1,568,034 1,658,888 - 1,793,405 - 1,914,119 750,000 1,239,000 5,500,000 700 (60,000) 5,440,700 5,555,000 7,000 540,000 6,102,000 5,610,550 12,000 765,505 7,138,055 5,666,656 16,000 1,365,505 8,287,161 5,808,322 17,000 1,365,505 7,190,828 5,953,530 18,000 5,971,532 6,102,368 19,000 6,121,370 1,972,339 151,470 1,517,113 3,640,922 2,526,195 303,883 5,976,656 8,806,734 2,526,195 291,167 2,436,437 5,253,799 721,100 341,167 17,000 6,784,698 7,863,965 721,100 349,696 17,000 5,253,885 6,341,681 721,100 358,439 17,000 3,336,885 4,433,424 721,100 367,400 17,000 3,217,285 4,322,785 721,100 376,585 17,000 1,024,085 2,138,770 738,100 385,999 1,420,285 2,544,384 13,580,739 16,328,869 12,539,264 15,777,681 14,708,343 14,288,618 13,172,500 9,903,706 10,579,874 Departments Operating Expenditures Indirect Cost Capital Expenditures Reserves/Contingencies Total Expenditures 3,145,928 1,407,288 4,236,838 8,790,054 3,873,994 1,357,728 6,753,991 525,000 12,510,713 3,589,336 1,357,728 3,323,604 8,270,668 3,723,209 972,887 9,118,192 100,000 13,914,288 3,780,814 997,209 7,727,500 12,505,523 3,881,006 1,022,139 7,099,500 12,002,645 3,971,118 1,047,692 5,740,900 10,759,710 4,063,618 1,073,884 2,232,700 7,370,202 4,158,569 1,100,731 2,686,050 7,945,350 Debt Service Debt Service Total Debt Service 2,360,519 2,360,519 2,371,479 2,371,479 2,371,479 2,371,479 549,385 549,385 549,385 549,385 549,385 549,385 549,385 549,385 549,385 549,385 549,385 549,385 500,000 85,401 585,401 85,401 85,401 85,401 85,401 85,401 85,401 85,401 85,401 77,701 77,701 70,000 70,000 70,000 70,000 70,000 70,000 11,735,974 14,967,593 10,727,548 14,549,074 13,140,309 12,629,731 11,379,095 7,989,587 8,564,735 1,844,765 1,361,276 1,811,716 1,228,607 1,568,034 1,658,888 1,793,405 1,914,119 2,015,139 Total Sources of Funds - 1,228,607 5,800,000 7,000 (60,000) 6,047,000 Transfers In General Fund Stormwater Environmental Services Transportation Tax Total Transfers in - 1,811,716 6,300,885 2,430 1,125,348 7,681,087 Highway User Revenues Interest Revenues Miscellaneous Revenues Total Revenues 300,000 1,844,765 - 89 Uses of Funds Transfers Out Beautification General Fund Total Transfers Out City of Flagstaff Total Uses of Funds Ending Fund Balance $ Schedule J: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF HIGHWAY USER FUND FIVE YEAR PLAN 2013-2018 Actual 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Sources of Funds Beginning Fund Balance $ Revenues Sales Tax Interest Revenues Miscellaneous Revenues Total Revenues Total Sources of Funds 669,116 2,272,936 1,987,589 3,215,623 2,601,156 1,384,377 1,517,398 1,828,893 4,532,465 9,851,253 44,515 1,589 9,897,357 9,985,181 66,000 5,000,000 15,051,181 10,072,370 31,000 646,472 10,749,842 10,223,455 40,000 4,500,000 14,763,455 10,376,607 34,000 10,410,607 10,553,215 14,000 10,567,215 10,500,447 62,000 10,562,447 10,760,846 67,000 10,827,846 11,027,907 101,000 11,128,907 10,566,473 17,324,117 12,737,431 17,979,078 13,011,763 11,951,592 12,079,845 12,656,739 15,661,372 Uses of Funds 90 Departments Operating Indirect Costs Transit Capital Expenditures 4th Street Overpass Total Expenditures 504,882 3,778,663 349,542 4,981,330 349,542 3,951,871 292,482 5,670,410 299,794 4,355,532 307,289 3,977,695 314,971 3,900,220 322,845 3,963,068 330,917 4,025,866 1,026 4,284,571 5,330,872 4,301,413 5,962,892 4,655,326 4,284,984 4,215,191 4,285,913 4,356,783 Transfers Out Highway User Revenue Fund Beautification Fund Total Transfers Out 1,517,113 515,000 2,032,113 5,976,656 504,000 6,480,656 2,436,437 504,000 2,940,437 6,784,698 520,000 7,304,698 5,253,885 535,000 5,788,885 3,336,885 550,000 3,886,885 3,217,285 550,000 3,767,285 1,024,085 550,000 1,574,085 1,420,285 550,000 1,970,285 Total Debt Service 2,262,200 2,264,771 2,279,958 2,110,332 1,183,175 2,262,325 2,268,475 2,264,275 2,269,275 Total Use of Funds 8,578,884 14,076,299 9,521,808 15,377,922 11,627,386 10,434,194 10,250,951 8,124,273 8,596,343 1,987,589 3,247,818 3,215,623 2,601,156 1,384,377 1,517,398 1,828,893 4,532,465 7,065,029 Ending Fund Balance $ Schedule J: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF TRANSPORTATION FUND FIVE YEAR PLAN 2013-2018 City of Flagstaff Actual 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Sources of Funds Beginning Fund Balance $ 4,541,867 4,223,882 4,387,221 4,922,258 1,017,850 1,146,728 935,684 891,269 781,151 Revenues BBB Tax Revenue Intergovernmental Revenue Interest Earnings Miscellaneous Total Revenues 1,047,792 458,405 26,122 446 1,532,765 1,061,468 1,702,949 37,440 2,801,857 1,090,000 380,033 38,594 140 1,508,767 1,106,350 1,392,471 10,970 15,890 2,525,681 1,150,145 916,477 12,310 2,078,932 1,169,698 485,025 2,540 1,657,263 1,163,849 709,975 2,870 1,876,694 1,175,487 125,000 2,340 1,302,827 1,187,242 2,230 1,189,472 Transfers In Transportation Tax-STS Highway User Revenue Recreation-BBB Fund Total Transfers In 515,000 500,000 110,000 1,125,000 504,000 110,000 614,000 504,000 110,000 614,000 520,000 110,000 630,000 535,000 110,000 645,000 550,000 110,000 660,000 550,000 110,000 660,000 550,000 110,000 660,000 550,000 110,000 660,000 Total Sources of Funds 7,199,632 7,639,739 6,509,988 8,077,939 3,741,782 3,463,991 3,472,378 2,854,096 2,630,624 143,850 2,277,904 2,421,754 144,620 5,816,059 10,000 5,970,679 118,551 1,000,450 1,119,001 205,989 6,370,649 10,000 6,586,638 115,208 1,969,518 2,084,726 118,088 1,865,000 1,983,088 121,040 1,880,000 2,001,040 124,066 1,330,000 1,454,066 127,168 850,000 977,168 390,657 390,657 507,201 507,201 468,729 468,729 473,451 473,451 510,328 510,328 545,219 545,219 580,069 580,069 618,878 618,878 648,754 648,754 2,812,411 6,477,880 1,587,730 7,060,089 2,595,054 2,528,307 2,581,110 2,072,945 1,625,922 4,387,221 1,161,859 4,922,258 1,017,850 1,146,728 935,684 891,269 781,151 1,004,701 Uses of Funds 91 Departments General Operating CIP Reserves/Contingencies Total Expenditures Transfers Out General Fund Total Transfers Out Total Uses of Funds Ending Fund Balance $ Schedule J: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF BEAUTIFICATION FUND FIVE YEAR PLAN 2013-2018 City of Flagstaff Actual 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Sources of Funds Beginning Fund Balance $ 256,636 108,555 107,117 145,503 69,139 82,167 98,939 102,811 107,698 Revenue BBB Tax Revenue Incubator Lease Innovation Mesa EDA Revenue Grant Revenues Interest Income/Misc Rev. Total Revenues 497,701 69,175 4,305 571,181 504,197 40,020 1,105,000 1,086 1,650,303 517,750 40,020 413,306 2,000 973,076 525,516 40,420 239,000 220,000 60,000 1,455 1,086,391 546,319 40,824 303,000 691 890,835 555,606 41,233 392,000 822 989,660 552,828 41,645 372,800 989 968,262 558,356 42,061 410,400 1,028 1,011,846 563,940 42,482 410,400 1,077 1,017,899 Transfer In MFC Capital Bond Fund General Fund Total Transfer In 17,236 193,000 210,236 17,146 389,000 406,146 389,000 389,000 491,500 491,500 411,000 411,000 331,000 331,000 350,700 350,700 313,805 313,805 315,527 315,527 1,038,053 2,165,004 1,469,193 1,723,394 1,370,974 1,402,828 1,417,901 1,428,462 1,441,124 Departments General Operating Reserve/Contingencies Total Expenditures 679,531 679,531 1,797,752 45,000 1,842,752 1,066,812 1,066,812 955,102 265,000 1,220,102 857,369 857,369 871,202 871,202 882,602 882,602 888,277 888,277 894,039 894,039 Debt Service Debt Service Total Debt Service 251,405 251,405 256,878 256,878 256,878 256,878 434,153 434,153 431,438 431,438 432,688 432,688 432,488 432,488 432,488 432,488 432,488 432,488 Total Uses of Funds 930,936 2,099,630 1,323,690 1,654,255 1,288,806 1,303,889 1,315,090 1,320,764 1,326,527 107,117 65,374 145,503 69,139 82,167 98,939 102,811 107,698 114,597 Total Sources of Funds 92 Uses of Funds Ending Fund Balance $ Schedule J: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF ECONOMIC DEVELOPMENT FUND FIVE YEAR PLAN 2013-2018 City of Flagstaff Actual 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Sources of Funds Begining Fund Balance $ 82,157 182,391 261,392 407,499 468,173 631,966 798,043 906,407 1,011,774 1,571,688 11,549 1,793 52,875 19,948 1,657,853 1,592,202 11,125 1,824 57,750 14,712 1,677,613 1,635,000 11,125 1,824 57,750 14,712 1,720,411 1,659,525 11,403 2,000 58,905 15,080 1,746,913 1,725,218 11,688 5,000 60,083 15,457 1,817,446 1,754,547 11,980 13,000 61,285 15,843 1,856,655 1,745,774 12,280 16,000 62,510 16,239 1,852,803 1,763,232 12,587 18,000 63,761 16,645 1,874,224 1,780,864 12,902 20,000 65,036 17,061 1,895,863 1,740,010 1,860,004 1,981,803 2,154,412 2,285,619 2,488,622 2,650,846 2,780,632 2,907,636 1,469,181 1,469,181 1,559,757 50,000 1,609,757 1,559,467 1,559,467 1,624,102 50,000 1,674,102 1,644,216 1,644,216 1,682,741 1,682,741 1,738,201 1,738,201 1,762,620 1,762,620 1,804,018 1,804,018 9,437 9 437 9,437 5,400 9,437 14 837 14,837 5,400 9,437 14 837 14,837 2,700 9,437 12 137 12,137 9,437 9 437 9,437 7,838 7 838 7,838 6,238 6 238 6,238 6,238 6 238 6,238 6,238 6 238 6,238 1,478,618 1,624,594 1,574,304 1,686,239 1,653,653 1,690,579 1,744,439 1,768,858 1,810,256 261,392 235,410 407,499 468,173 631,966 798,043 906,407 1,011,774 1,097,380 Revenues BBB Tax Revenues Building Rental Revenue Interest on Investments Visitor Center Retail Sales Miscellaneous Revenues Total Revenues Total Sources of Funds Uses of Funds 93 Departments Operating Expenditures Reserve/Contingencies Total Expenditures Transfers Out Library fund General Fund Total Transfers Out Total Uses of Funds Ending Fund Balance $ Schedule J: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF TOURISM FUND FIVE YEAR PLAN 2013-2018 City of Flagstaff Actual 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Sources of Funds Beginning Fund Balance $ 351,844 324,674 334,437 350,081 121,407 89,564 112,455 129,260 146,736 Revenues BBB Tax Revenues Interest Income Total Revenues 392,922 1,947 394,869 398,051 3,247 401,298 408,750 2,652 411,402 414,881 3,501 418,382 431,304 1,214 432,518 438,637 896 439,533 436,443 1,125 437,568 447,354 1,293 448,647 458,538 1,467 460,005 Total Sources of Funds 746,713 725,972 745,839 768,463 553,925 529,097 550,022 577,906 606,741 Departments General Operating Reserve Total Expenditures 412,276 412,276 666,083 10,000 676,083 395,758 395,758 637,056 10,000 647,056 464,361 464,361 416,642 416,642 420,763 420,763 431,170 431,170 441,837 441,837 Total Uses of Funds 412,276 676,083 395,758 647,056 464,361 416,642 420,763 431,170 441,837 334,437 49,889 350,081 121,407 89,564 112,455 129,260 146,736 164,904 Uses of Funds 94 Ending Fund Balance $ Schedule J: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF ARTS AND SCIENCE FUND FIVE YEAR PLAN 2013-2018 City of Flagstaff Actual 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Sources of Funds Beginning Fund Balance $ 207,643 514,483 767,194 1,240,079 1,476,003 1,849,816 2,224,051 2,555,887 2,872,938 Revenues BBB Tax Revenue Interest on Investments Miscellaneous Revenues Bond Proceeds Total Revenues 1,728,857 1,358 55,000 1,785,215 1,751,422 2,600 1,754,022 1,798,500 5,840 1,804,340 1,825,478 6,200 1,100,000 2,931,678 1,897,740 7,400 1,905,140 1,930,001 9,200 1,939,201 1,920,351 11,100 1,931,451 1,939,555 12,800 1,952,355 1,958,950 14,400 1,973,350 Total Sources of Funds 1,992,857 2,268,505 2,571,534 4,171,757 3,381,143 3,789,017 4,155,502 4,508,242 4,846,288 Uses of Funds Departments Capital Expenditures Total Expenditures - - - 1,100,000 1,100,000 - - - - - 95 Transfers Out General Fund Beautification Total Transfers Out 1,115,663 110,000 1,225,663 1,349,712 110,000 1,459,712 1,221,455 110,000 1,331,455 1,485,754 110,000 1,595,754 1,421,326 110,000 1,531,326 1,454,966 110,000 1,564,966 1,489,615 110,000 1,599,615 1,525,304 110,000 1,635,304 1,562,063 110,000 1,672,063 Total Uses of Funds 1,225,663 1,459,712 1,331,455 2,695,754 1,531,326 1,564,966 1,599,615 1,635,304 1,672,063 767 194 767,194 808 793 808,793 1 240 079 1,240,079 1 476 003 1,476,003 1 849 816 1,849,816 2 224 051 2,224,051 2 555 887 2,555,887 2 872 938 2,872,938 3 174 225 3,174,225 Ending Fund Balance $ Schedule J: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF BBB-RECREATION FUND FIVE YEAR PLAN 2013-2018 City of Flagstaff Actual 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Sources of Funds Beginning Fund Balance $ 512,242 525,934 525,882 539,240 552,590 565,940 579,290 592,640 605,990 13,640 13,640 13,350 13,350 13,358 13,358 1,000,000 13,350 1,013,350 13,350 13,350 13,350 13,350 13,350 13,350 13,350 13,350 13,350 13,350 - - - 500,000 500,000 - - - - - 525,882 539,284 539,240 2,052,590 565,940 579,290 592,640 605,990 619,340 Departments Operating Expenditures Total Expenditures - - - 1,000,000 1,000,000 - - - - - Transfers Out General Fund Total Transfers Out - - - 500,000 500,000 - - - - - Total Uses of Funds - - - 1,500,000 - - - - - 525,882 539,284 539,240 552,590 565,940 579,290 592,640 605,990 619,340 Revenues Real Estate Revenues Interest on Investments Total Revenues Transfers In General Fund Total Transfers In Total Sources of Funds Uses of Funds 96 Ending Fund Balance $ Schedule J: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF REAL ESTATE PROCEEDS FUND FIVE YEAR PLAN 2013-2018 City of Flagstaff Actual 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Sources of Funds Beginning Fund Balance $ 1,698,110 1,512,887 1,658,775 1,533,801 310,208 296,208 282,208 268,208 254,208 Revenues Intergovernmental Revenues Interest on Investments Sale of Real Property Miscellaneous Revenues Total Revenues 950,529 7,353 490,096 30,076 1,478,054 1,794,776 483,000 2,277,776 1,045,131 9,857 483,000 10,353 1,548,342 1,739,731 483,000 2,222,731 1,215,070 1,215,070 1,215,070 1,215,070 1,215,070 1,215,070 1,215,070 1,215,070 1,215,070 1,215,070 Total Sources of Funds 3,176,164 3,790,663 3,207,117 3,756,532 1,525,279 1,511,279 1,497,279 1,483,279 1,469,279 1,503,388 1,503,388 3,267,297 3,267,297 1,673,316 1,673,316 3,432,324 3,432,324 1,215,070 1,215,070 1,215,070 1,215,070 1,215,070 1,215,070 1,215,070 1,215,070 1,215,070 1,215,070 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 1,517,388 3,281,297 1,673,316 3,446,324 1,229,070 1,229,070 1,229,070 1,229,070 1,229,070 1,658,775 509,366 1,533,801 310,208 296,208 282,208 268,208 254,208 240,208 Uses of Funds Departments Operating Expenditures Total Expenditures 97 Transfers Out General Fund Total Transfers Out Total Uses of Funds Ending Fund Balance $ - Schedule J: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF HOUSING AND COMMUNITY SERVICES FUND FIVE YEAR PLAN 2013-2018 City of Flagstaff Actual 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Sources of Funds Beginning Fund Balance $ Revenues Intergovernmental Revenue Miscellaneous Revenues Total Revenues Transfers In General Fund Total Transfers In Total Sources of Funds 6,047 - 3,692 - - - - - - 339,024 15,028 354,052 446,456 105,000 551,456 429,079 5,000 434,079 380,604 105,000 485,604 268,689 5,000 273,689 271,085 5,000 276,085 271,086 5,000 276,086 274,827 5,000 279,827 274,828 5,000 279,828 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 22,493 22 493 22,493 22,493 22 493 22,493 382,819 573,949 460,264 508,097 296,182 298,578 298,579 302,320 302,321 358,537 20,589 379,126 447,633 26,316 473,949 433,948 26,316 460,264 386,971 21,126 408,097 275,056 21,126 296,182 277,281 21,297 298,578 277,281 21,298 298,579 280,756 21,564 302,320 280,756 21,565 302,321 - 100,000 - 100,000 - - - - - 379,126 573,949 460,264 508,097 296,182 298,578 298,579 302,320 302,321 3,692 - - - - - - - - Uses of Funds 98 Departments p Operating Expenditures Indirect Grant Cost Total Expenditures Contingency Total Uses of Funds Ending Fund Balance $ Schedule J: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF METRO PLANNING ORGANIZATION FUND FIVE YEAR PLAN 2013-2018 City of Flagstaff Actual 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 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 3,016,508 3,016,508 4,945,431 4,945,431 4,591,536 4,591,536 5,456,156 5,456,156 6,989,891 6,989,891 8,269,892 8,269,892 8,673,683 8,673,683 7,952,782 7,952,782 7,877,095 7,877,095 Total Sources of Funds 3,364,863 5,293,786 4,939,891 5,804,511 7,338,246 8,618,246 9,022,037 8,301,137 8,225,450 Debt Service Debt Service Total Debt Service 3,016,508 3,016,508 4,945,431 4,945,431 4,591,536 4,591,536 5,456,156 5,456,156 6,989,891 6,989,891 8,269,892 8,269,892 8,673,683 8,673,683 7,952,782 7,952,782 7,877,095 7,877,095 Total Uses of Funds 3,016,508 4,945,431 4,591,536 5,456,156 6,989,891 8,269,892 8,673,683 7,952,782 7,877,095 348,355 348,355 348,355 348,355 348,355 348,355 348,355 348,355 348,355 Uses of Funds Ending Fund Balance $ Schedule J: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF GENERAL OBLIGATION BOND FUND FIVE YEAR PLAN 2013-2018 99 City of Flagstaff Actual 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Sources of Funds Beginning Fund Balance $ Revenues Secondary Property Taxes Interest Revenue Total Revenues 3,059,515 5,234,043 5,453,457 5,297,244 6,926,092 7,022,305 5,915,265 4,482,073 3,848,422 7,184,209 37,980 7,222,189 6,620,618 31,600 6,652,218 6,620,618 35,800 6,656,418 6,402,304 32,700 6,435,004 6,402,304 33,800 6,436,104 6,477,852 35,000 6,512,852 6,554,290 36,200 6,590,490 6,631,631 37,500 6,669,131 6,709,884 38,800 6,748,684 Transfers In General Fund - - - 400,000 400,000 400,000 400,000 400,000 400,000 Environmental Service Fund Total Transfers In - - - 250,000 650,000 250,000 650,000 250,000 650,000 250,000 650,000 250,000 650,000 250,000 650,000 Total Sources of Funds 10,281,704 11,886,261 12,109,875 12,382,248 14,012,196 14,185,157 13,155,755 11,801,204 11,247,106 Transfers Out G. O. Bond Fund Utilities Total Transfers Out 3,016,508 1,811,739 4,828,247 4,945,431 2,221,095 7,166,526 4,591,536 2,221,095 6,812,631 5,456,156 5,456,156 6,989,891 6,989,891 8,269,892 8,269,892 8,673,683 8,673,683 7,952,782 7,952,782 7,877,095 7,877,095 Total Uses of Funds 4,828,247 7,166,526 6,812,631 5,456,156 6,989,891 8,269,892 8,673,683 7,952,782 7,877,095 5,453,457 4,719,735 5,297,244 6,926,092 7,022,305 5,915,265 4,482,073 3,848,422 3,370,011 Uses of Funds 100 Ending Fund Balance $ Schedule J: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF SECONDARY PROPERTY TAX FUND FIVE YEAR PLAN 2013-2018 City of Flagstaff Actual 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Sources of Funds Beginning Fund Balance $ 211,255 98,895 Revenues Special Assessments Interest on Investments Total Revenues 701,448 1,025 702,473 1,398,875 2,000 1,400,875 Total Sources of Funds 913,728 (491,847) 239,090 236,890 234,690 232,390 230,090 227,790 8,113,994 1,274 8,115,268 904,625 1,400 906,025 902,000 1,400 903,400 903,500 1,300 904,800 899,125 1,300 900,425 903,750 1,300 905,050 902,250 1,300 903,550 1,499,770 7,623,421 1,145,115 1,140,290 1,139,490 1,132,815 1,135,140 1,131,340 1,405,575 1,405,575 1,402,475 1,402,475 7,384,331 7,384,331 908,225 908,225 905,600 905,600 907,100 907,100 902,725 902,725 907,350 907,350 905,850 905,850 1,405,575 1,402,475 7,384,331 908,225 905,600 907,100 902,725 907,350 905,850 97,295 239,090 236,890 234,690 232,390 230,090 227,790 225,490 Uses of Funds Debt Service Total Debt Service Total Uses of Funds Ending Fund Balance $ (491,847) Schedule J: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF SPECIAL ASSESSMENT BOND FUND FIVE YEAR PLAN 2013-2018 101 City of Flagstaff Actual 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Sources of Funds Beginning Fund Balance $ Revenues Contributions Interest on Investments Total Revenues Total Sources of Funds 150,776 179,140 176,763 191,813 213,777 236,150 258,950 282,185 305,863 24,950 1,037 25,987 19,518 2,046 21,564 13,830 1,220 15,050 19,908 2,056 21,964 20,306 2,067 22,373 20,712 2,087 22,800 21,127 2,108 23,235 21,549 2,129 23,678 21,980 2,151 24,131 176,763 200,704 191,813 213,777 236,150 258,950 282,185 305,863 329,994 Uses of Funds Departments Operating Expenditures Total Expenditures - - - - - - - - - Total Uses of Funds - - - - - - - - - 102 Ending Fund Balance $ 176,763 200,704 191,813 213,777 236,150 258,950 282,185 305,863 329,994 Schedule J: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF PERPETUAL CARE FUND FIVE YEAR PLAN 2013-2018 City of Flagstaff Actual 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Sources of Funds Beginning Fund Balance $ Revenues MFC Bond Proceeds Grant Revenue Interest Income Miscellaneous Revenues Total Revenues Transfers In: Trsfr from Gen Fund (USGS) Total Transfers In: Total Sources of Funds 2,912 (16,338) (34,226) (60,188) 6,340,312 223,312 225,312 227,312 229,312 388 388 23,020,000 2,000 23,022,000 2,000 2,000 10,650,000 3,762,500 1,100,000 15,512,500 63,000 63,000 12,000,000 2,000 12,002,000 2,000 2,000 10,000,000 2,000 10,002,000 - - - 38,683 38 683 38,683 - - - - - - 3,300 23,005,662 6,457 15,452,312 6,403,312 12,225,312 227,312 10,229,312 229,312 20,315 (25) 20,290 5,420,640 5,420,640 66,645 66,645 1,587,000 7,525,000 9,112,000 6,180,000 6,180,000 12,000,000 12,000,000 - 10,000,000 10 000 000 10,000,000 - 17,236 17,146 - - - - - - - 37,526 5,437,786 66,645 9,112,000 6,180,000 12,000,000 - 10,000,000 - (34,226) 17,567,876 (60,188) 6,340,312 223,312 225,312 227,312 229,312 229,312 Uses of Funds 103 Expenditures USGS Miscellaneous Mi ll Bldgs. Bld USGS 2010 SFO Business Incubator Innovation Mesa Total Capital Expenditures Transfers Out Economic Development Total Uses of Funds Ending Fund Balance $ Schedule J: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF CAPITAL PROJECTS FUND MUNICIPAL FACILITIES CORP FIVE YEAR PLAN 2013 - 2018 City of Flagstaff Actual 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Sources of Funds Beginning Fund Balance $ Revenues Bond Proceeds Bond Premium Sale of Fire Stations Real Estate Proceeds Interest Income Intergovernmental Revenue Miscellaneous Revenues Total Revenues Transfers In General Fund - Fire Stations Environmental Services Total Transfers In 104 Total Sources of Funds Uses of Funds Expenditures Fire Stations FUTS/Open Space Acquis. Public Work Facility Communication Sys 2010 2010 Street/Utility Court Facility Forest Restoration Initiative Land Acquisition (Parks & Rec) Regional Open Space Proj Fire Training Tower Presidio Subdivision Total Capital Expenditures City of Flagstaff Transfers Out Transfer to General Fund Total Transfers Out Total Uses of Funds Ending Fund Balance $ 3,153,799 13,049,894 (2,332,328) 5,273,374 495,299 1,591,770 1,595,770 99,780 100,050 107,031 107,031 16,750,000 233,835 2,000,000 5,940 3 500 000 3,500,000 22,489,775 16,797,287 143,298 118,137 17,161 17,075,883 45,460,000 8,320,000 13,230 3,000,000 2 876 000 2,876,000 59,669,230 5,750,000 1,250 5,751,250 4,000 4,000 4,010 4,010 270 270 5,695,000 270 5,695,270 - - - 1,000,000 1,000,000 - - - - - 3,260,830 35,539,669 14,743,555 65,942,604 6,246,549 1,595,770 1,599,780 100,050 5,795,320 3,446,105 10,400 199 23,222 1,607,477 5,755 5,093,158 209,261 1,300,000 4,720,000 6,814,883 10,000,000 3,500,000 3 500 000 26,544,144 110,169 51,625 25,000 4,335,565 4,947,822 9,470,181 8,000 6,600,000 28,295,000 9,668,305 12,000,000 6,000,000 2,876,000 2 876 000 65,447,305 1,500,000 404,779 2,750,000 4,654,779 - 1,500,000 1,500,000 - 195,000 5,500,000 5,695,000 500,000 500,000 - - - - - - - - 5,593,158 26,544,144 9,470,181 65,447,305 4,654,779 - 1,500,000 - 5,695,000 (2,332,328) 8,995,525 5,273,374 495,299 1,591,770 1,595,770 99,780 100,050 100,320 Schedule J: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF CAPITAL PROJECTS FUND GO BOND FUNDED PROJECTS FIVE YEAR PLAN 2013 - 2018 Actual 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Sources of Funds Beginning Fund Balance $ 6,712,604 9,703,557 10,438,762 9,128,455 4,914,768 4,786,308 5,987,576 6,075,830 5,900,379 204,212 11,226,911 6,313,645 647,471 1,274,621 42,509 3,472,581 25,911 23,207,861 4,564,000 11,875,067 8,140,232 852,325 703,500 40,000 2,999,000 29,174,124 651,105 11,926,900 7,290,200 700,000 100,000 100,500 2,124,425 22,893,130 3,601,952 12,816,449 7,572,575 809,830 186,500 101,505 1,357,606 26,446,417 13,800,579 7,816,594 873,450 1,024,500 102,520 23,617,643 14,346,625 8,023,451 943,938 1,224,266 103,545 24,641,825 14,518,176 8,119,088 955,265 726,999 104,581 24,424,109 14,720,225 8,231,453 968,639 461,525 105,627 24,487,469 14,953,934 8,361,185 984,137 510,000 106,683 24,915,939 1,811,739 1,811,739 2,221,095 2,221,095 2,221,095 2,221,095 - - - - - - 31,732,204 41,098,776 35,552,987 35,574,872 28,532,411 29,428,133 30,411,685 30,563,299 30,816,318 8,979,879 2,289,737 1,115,222 63,310 12,448,148 10,671,269 2,187,869 12,003,090 2,200,000 27,062,228 10,187,971 2,187,869 5,268,580 30,000 17,674,420 11,020,262 1,937,730 10,347,808 1,800,000 25,105,800 11,046,541 1,986,200 6,291,000 19,323,741 11,290,078 2,035,900 6,025,000 19,350,978 11,540,345 2,086,800 6,695,000 20,322,145 11,796,118 2,139,000 6,842,034 20,777,152 12,057,552 2,192,500 7,040,000 21,290,052 Debt Service 6,117,761 6,548,081 6,771,223 5,396,510 4,264,568 4,010,682 4,013,710 3,885,768 3,762,498 Transfers Out General Fund Total Transfers Out 2,727,533 2,727,533 1,978,889 1,978,889 1,978,889 1,978,889 157,794 157,794 157,794 157,794 78,897 78,897 - - - 21,293,442 35,589,198 26,424,532 30,660,104 23,746,103 23,440,557 24,335,855 24,662,920 25,052,550 10,438,762 5,509,578 9,128,455 4,914,768 4,786,308 5,987,576 6,075,830 5,900,379 5,763,768 Revenues Intergovernmental Water Revenues Wastewater Revenues Reclaim Revenues Capacity Fees Interest Revenues Bond Proceeds Miscellaneous Revenues Total Revenues Transfers In Debt Service Fund Total Transfers In 105 Total Sources of Funds Uses of Funds Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures Total Uses of Funds City of Flagstaff Ending Fund Balance $ Schedule J: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF WATER AND WASTEWATER FUND FIVE YEAR PLAN 2013-2018 Actual 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Sources of Funds Beginning Fund Balance $ 234,502 323,291 328,255 254,944 254,635 258,127 240,344 152,164 152,225 5,691,346 1,401,101 5,385 258,120 3,000 265,000 7,623,952 7,282,296 1,444,537 5,093 382,662 3,000 278,000 9,395,588 2,612,854 1,498,301 5,163 161,068 3,000 280,000 4,560,386 606,765 1,502,504 4,807 36,663 3,000 300,000 2,453,739 1,149,300 1,517,138 3,043 3,000 300,000 2,972,481 950,000 1,527,471 3,044 14,351 3,000 300,000 2,797,866 84,000 84,000 32,000 32,000 153,000 128,000 281,000 208,000 13,000 221,000 106 Revenues Intergovernmental Revenues Airport Revenues Interest Revenue Recovery of Indirect Costs Miscellaneous Revenues Passenger Facility Charges Total Revenues 796,120 1,367,164 6,676 34,173 ( 33,357) 150,129 2,320,905 9,360,284 1,377,201 6,466 357,225 3,000 170,000 11,274,176 Transfers In General Fund-Operating General Fund-Capital Total Transfers In 325,000 ( 224,000) 101,000 309,000 309,000 94,000 94,000 Total Sources of Funds 2,656,407 11,906,467 6,234,241 8,103,896 9,651,223 4,902,513 2,726,083 3,405,645 3,171,091 1,096,025 364,524 547,350 2,007,899 1,723,676 357,225 9,098,053 11,178,954 1,118,477 357,225 4,183,343 5,659,045 1,957,510 373,329 5,198,170 7,529,009 1,186,450 382,662 7,503,732 9,072,844 1,216,100 392,229 2,750,372 4,358,701 1,246,500 402,034 638,700 2,287,234 1,277,650 412,085 1,277,000 2,966,735 1,309,600 422,387 1,000,000 2,731,987 231,736 54,950 286,686 231,736 54,949 286,685 231,736 54,949 286,685 231,736 54,949 286,685 231,736 54,949 286,685 231,736 54,949 286,685 231,736 54,949 286,685 231,736 54,949 286,685 231,736 54,949 286,685 2,294,585 11,465,639 5,945,730 7,815,694 9,359,529 4,645,386 2,573,919 3,253,420 3,018,672 33,567 33,567 171,567 171,567 33,567 33,567 33,567 33,567 33,567 33,567 16,784 16,784 2,328,152 11,637,206 5,979,297 7,849,261 9,393,096 4,662,170 2,573,919 3,253,420 3,018,672 328,255 269,261 254,944 254,635 258,127 240,344 152,164 152,225 152,419 4,062,058 1,366,242 1,321 218,131 ( 766) 165,000 5,811,986 ( 82,000) 307,000 225,000 ( 189,000) 190,000 1,000 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 J: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF AIRPORT FUND FIVE YEAR PLAN 2013-2018 Actual 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Sources of Funds Beginning Fund Balance $ 4,464,005 4,978,882 5,345,648 4,710,823 3,062,090 4,145,699 4,609,755 2,474,358 3,291,822 Revenues Environmental Services Revenues Intergovernmental Revenues Other Financing Sources Interest on Investments Miscellaneous Revenues Total Revenues 11,652,582 298,424 47,905 13,424 12,012,335 11,766,083 472,710 8,200,000 36,900 2,000,000 22,475,693 11,175,864 237,611 22,695 25,679 11,461,849 12,392,011 93,500 1,250,000 30,164 12,000 13,777,675 12,492,315 250,000 30,616 12,772,931 12,671,107 550,000 31,075 13,252,182 12,889,511 2,250,000 31,697 15,171,208 14,280,891 250,000 32,489 14,563,380 14,536,320 550,000 33,301 15,119,621 Transfers In Beautification Fund Total Transfers In Total Sources of Funds 10,000 10,000 16,486,340 27,454,575 16,807,497 18,488,498 15,835,021 17,397,881 19,780,963 17,037,738 18,411,443 8,701,776 1,442,132 920,924 1,196 11,066,028 9,209,826 1,386,635 14,065,197 500,000 25,161,658 9,119,141 1,386,635 1,551,895 12,057,671 8,960,525 1,324,786 3,184,194 612,000 14,081,505 9,035,055 1,357,906 801,350 11,194,311 9,237,286 1,385,064 1,678,060 12,300,410 9,444,068 1,412,765 5,769,348 16,626,181 9,655,502 1,441,020 1,968,855 13,065,377 9,871,693 1,469,840 2,300,392 13,641,925 150,000 150,000 150,000 150,000 350,000 350,000 350,000 350,000 513,000 513,000 Uses of Funds 107 Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures Debt Service Capital Lease Total Debt Service Transfers out: General Fund Secondary Property Tax Capital Projects Fund HURF Fund Total Transfers Out Total Uses of Funds City of Flagstaff Ending Fund Balance (1) (1) $ - 200,000 200,000 - 74,664 74,664 109,453 109,453 39,003 39,003 77,903 250,000 1,000,000 17,000 1,344,903 78,011 250,000 17,000 345,011 70,716 250,000 17,000 337,716 63,424 250,000 17,000 330,424 63,539 250,000 17,000 330,539 10,656 250,000 260,656 11,140,692 25,471,111 12,096,674 15,426,408 11,689,322 12,788,126 17,306,605 13,745,916 14,415,581 5,345,648 1,983,464 4,710,823 3,062,090 4,145,699 4,609,755 2,474,358 3,291,822 3,995,862 Excludes monies set aside for closure costs and capital reserve - Schedule J: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF ENVIRONMENTAL SERVICE FUND FIVE YEAR PLAN 2013-2018 Actual 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Sources of Funds Beginning Fund Balance $ Revenues Stormwater Revenues User Fees Permits Grants Interest Earnings Misc Total Revenues Transfers in General Fund Total Transfers in Total Sources of Funds 870,865 686,799 1,159,613 1,038,066 447,826 406,080 347,320 269,137 212,163 1,412,573 39,920 165 13,699 5,326 395 1,472,078 1,414,390 29,896 606 13,736 1,458,628 1,413,986 29,745 607 7,266 1,451,604 1,406,262 29,896 606 20,761 1,457,525 1,420,325 30,643 621 8,957 1,460,546 1,420,325 30,711 637 8,122 1,459,794 1,420,325 30,780 653 6,946 1,458,703 1,420,325 30,850 669 5,383 1,457,227 1,420,325 30,923 686 4,243 1,456,176 992,697 992,697 4,335,981 4,335,981 209,133 209,133 4,070,940 4,070,940 3,335,639 6,481,408 2,820,350 6,566,532 1,908,372 1,865,874 1,806,023 1,726,364 1,668,339 525,258 132,370 1,285,825 1,323 1 944 776 1,944,776 580,408 108,101 4,952,724 10,000 5 651 233 5,651,233 533,186 108,101 769,252 1 410 539 1,410,539 684,662 119,010 4,883,166 10,000 5 696 838 5,696,838 551,904 121,985 406,160 1 080 049 1,080,049 565,701 125,035 404,760 1 095 496 1,095,496 579,844 128,161 405,000 1 113 004 1,113,004 594,340 131,365 363,784 1 089 489 1,089,489 609,198 134,649 405,000 1 148 847 1,148,847 79,780 151,470 231,250 80,578 303,883 384,461 80,578 291,167 371,745 80,700 341,167 421,867 81,507 340,736 422,243 82,322 340,736 423,058 83,145 340,736 423,881 83,977 340,736 424,713 84,817 340,736 425,553 2,176,026 6,035,694 1,782,284 6,118,705 1,502,292 1,518,554 1,536,886 1,514,201 1,574,400 1,159,613 445,714 1,038,066 447,826 406,080 347,320 269,137 212,163 93,939 - - - - - Uses of Funds 108 Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies T t lE Total Expenditures dit Transfers Out General Fund HURF Total Transfers Out Total Uses of Funds Ending Fund Balance $ Schedule J: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF STORMWATER UTILITY FUND FIVE YEAR PLAN 2013-2018 City of Flagstaff Actual 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 Sources of Funds Beginning Fund Balance $ 797,354 1,227,864 1,237,500 1,307,325 1,309,655 1,312,010 1,314,386 1,316,787 1,319,211 Revenues Intergovernmental Revenues Rents and Other Tenant Income Miscellaneous Revenue Total Revenue 5,007,898 1,139,561 559,139 6,706,598 5,725,155 1,136,949 592,321 7,454,425 5,427,660 1,160,235 610,711 7,198,606 5,634,506 1,037,472 644,258 7,316,236 4,682,607 1,047,847 650,702 6,381,156 4,728,852 1,058,325 657,209 6,444,386 4,717,398 1,068,908 663,781 6,450,087 4,764,573 1,079,597 670,419 6,514,589 4,812,219 1,090,393 677,123 6,579,735 Total Sources of Funds 7,503,952 8,682,289 8,436,106 8,623,561 7,690,811 7,756,396 7,764,473 7,831,376 7,898,946 1,819,459 36,505 3,322,814 39,317 260,859 5,478,954 1,923,475 57,280 3,611,867 40,997 278,471 972,000 6,884,090 1,916,140 58,237 3,691,299 41,441 278,471 972,000 6,957,588 1,960,462 54,597 3,648,935 41,147 298,750 1,001,250 7,005,141 1,980,066 58,161 3,685,424 41,559 301,738 6,066,948 1,999,868 58,161 3,722,279 41,975 304,755 6,127,038 2,019,866 3,759,501 42,394 307,803 6,129,564 2,040,065 3,797,097 42,819 310,881 6,190,862 2,060,466 3,835,068 43,246 313,989 6,252,769 Capital Expenditures 787,498 558,210 171,193 308,765 311,853 314,972 318,122 321,303 324,516 Total Use of Funds 6,266,452 7,442,300 7,128,781 7,313,906 6,378,801 6,442,010 6,447,686 6,512,165 6,577,285 1,237,500 1,239,989 1,307,325 1,309,655 1,312,010 1,314,386 1,316,787 1,319,211 1,321,661 Uses of Funds 109 Departments Low Income Public Housing ROSS Grant Section 8, MRO, SRO, & VASH Non-HUD Program FHC Contingency Total Expenditures Ending Fund Balance $ Schedule J: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF FLAGSTAFF HOUSING AUTHORITY FUNDS FIVE YEAR PLAN 2013-2018 City of Flagstaff Schedule K: Summary of All Fiscal Activity CITY OF FLAGSTAFF SUMMARY OF ALL FISCAL ACTIVITY FISCAL YEARS 2012 AND 2013 (WITH ACTUALS FOR FISCAL YEAR 2011) Sources of Funds Total Beginning Fund Balance Flag. Hsg. Authority Beg. Fund Balance Revenues Total Funds Available Use of Funds Departments General Administration Management Services Community Development Fire Police Public Works Economic Vitality Community Enrichment Utilities Non-Departmental Contingency Total Departments Debt Service G.O. Bonds Capital Leases 4th Street Street & Highway Revenue Bonds Economic Development Airport Environmental Services Special Assessment Districts USGS Utilities Total Debt Service Other Activities Capital Projects Bond Funds Total Other Activities Total Appropriations Excess (Deficiency) of Revenues over Appropriations Ending Fund Balances General Fund Special Revenue Funds: Library HURF Transportation Beautification Economic Development Tourism Arts & Science Recreation Real Estate Proceeds Housing and Community Svc Metro Planning Org Debt Service Funds: G.O. Bond Fund Sec. Property Tax Special Assessment Annual Financial Plan $ Actual 2010-2011 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 48,588,964 883,033 128,057,639 176,646,603 63,029,754 210,672,269 273,702,023 51,955,935 156,327,474 208,283,409 60,558,373 228,672,259 289,230,632 7,636,328 2,900,820 12,681,394 9,120,652 15,615,662 19,265,313 6,180,682 9,739,112 11,905,819 8,337,971 267,900 103,651,653 8,463,745 3,051,139 17,478,458 9,073,711 16,660,174 39,130,221 17,972,194 10,593,879 28,207,491 8,846,085 5,722,000 165,199,097 8,093,799 2,953,684 12,295,827 8,365,639 15,948,436 20,338,769 9,050,256 8,276,096 16,758,989 8,612,152 1,362,000 112,055,647 8,395,367 3,123,808 17,012,128 10,173,443 16,875,477 32,107,074 14,938,844 10,324,785 26,935,899 11,414,759 5,208,250 156,509,834 3,016,508 526,770 2,262,200 2,360,519 251,405 286,686 1,405,575 463,611 6,117,761 16,691,035 4,945,431 514,547 2,264,771 2,371,479 256,878 286,685 200,000 1,402,475 1,675,926 6,548,081 20,466,273 4,591,536 514,547 2,279,958 2,371,479 256,878 286,685 7,384,331 1,675,926 6,771,223 26,132,563 5,456,156 514,378 2,110,332 549,385 434,153 286,685 908,225 1,379,136 5,396,510 17,034,960 5,231,013 5,231,013 125,573,701 31,964,784 31,964,784 217,630,154 9,536,826 9,536,826 147,725,036 74,559,305 74,559,305 248,104,099 2,483,938 (6,957,885) 8,602,438 (19,431,840) 17,683,305 6,428,863 17,853,008 8,428,646 764,614 1,844,765 1,987,589 4,387,221 107,117 261,392 334,437 767,194 525,882 1,658,775 3,692 286,440 1,361,276 3,247,818 1,161,859 65,374 235,410 49,889 808,793 539,284 509,366 - 810,264 1,811,716 3,215,623 4,922,258 145,503 407,499 350,081 1,240,079 539,240 1,533,801 - 303,056 1,228,607 2,601,156 1,017,850 69,139 468,173 121,407 1,476,003 552,590 310,208 - 348,355 5,453,457 (491,847) 348,355 4,719,735 97,295 348,355 5,297,244 239,090 348,355 6,926,092 236,890 110 City of Flagstaff Schedule K: Summary of All Fiscal Activity CITY OF FLAGSTAFF SUMMARY OF ALL FISCAL ACTIVITY FISCAL YEARS 2012 AND 2013 (WITH ACTUALS FOR FISCAL YEAR 2011) Actual 2010-2011 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 $ $ 89 (34,226) (2,332,417) Budget 2011-2012 17,567,876 8,995,525 Estimate 2011-2012 (60,188) 5,273,374 Budget 2012-2013 6,340,312 495,299 176,763 200,704 191,813 213,777 10,438,762 5,509,578 9,128,455 4,914,768 328,255 5,345,648 1,159,613 1,237,500 269,261 1,983,464 445,714 1,239,990 254,944 4,710,823 1,038,066 1,307,325 254,634 3,062,090 447,826 1,309,655 51,955,935 56,071,869 60,558,373 41,126,533 111 City of Flagstaff Inner Basin Pipeline Reconstruction - May 2012 Annual Financial Plan 112 City of Flagstaff GENERAL ADMINISTRATION DIVISION MISSION It is the mission of the City Manager's office to direct and coordinate City staff to provide effective, efficient, and equitable implementation of Council policies and programs; and to provide representation of City Council policies to citizens, other governmental agencies/jurisdictions and any other entity important to the accomplishment of directives established by the City Council. The mission of the City Clerk’s office is to support the values of the community and the organization through the delivery of quality customer service; conducting fair and open municipal elections; providing broad organizational support; managing the City’s records management program and accessibility to public records; overseeing boards and commissions; and ensuring that official postings, notices, and related publishing’s meet legal compliance. The mission of the Human Resources Division is to be committed to creating a culture of inclusion and excellence by establishing fair and quality services. The mission of the Risk Management Division is to develop and maintain an integrated multi-disciplinary program for effective management of the City’s resources, assets, and liabilities to protect its employees, property, and citizens, and enable the City to achieve its primary aims of enhanced quality of life and service to its citizens. The mission of the City Attorney's Office is to prosecute misdemeanor crimes occurring in the City and to provide high quality legal services to the Mayor, City Council and City departments in an ethical, timely, and cost effective manner. The mission of the Information Technology Division is to enable City staff to make informed decisions by providing: The tools and infrastructure technology that provides access to the City's available electronic data and geographical information; Helpdesk services. To ensure that the City’s network infrastructure and data resources are protected through sound security and disaster recovery management methodologies. Provide and maintain a Geographic Information System, which allows staff and citizens to make informed and effective decisions that affect the future of the City of Flagstaff. 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 113 City of Flagstaff GENERAL ADMINISTRATION Citizens of Flagstaff Court City Council Legal City Administration 1 City Manager Communications 1 Asst to City Manager - Communications 1 Division Director (Court Administrator) Prosecution 1 City Prosecutor 1 Exec Asst 1.75 Magistrate .75 Pro Tem Magistrate Community Enhancement 1 Deputy City Manager Operations 1 Deputy Court Administrator IT 1 Court IS Coordinator Probation Services 1.5 Probation Service Officer Training Services 1 Court Training Specialist Records Services 1 Court Finance Specialist Judicial Enforcement 1 Deputy Court Administrator Warrant Services 2 Warrants Officer 114 Fiscal Services .75 Court Services Supervisor Collection Services 2 Collections Specialist Fiscal Servies 1 Exec Admin Asst Court Services 1 Deputy Court Administrator Jury Services 1 Jury Services Specialist Interpreter Services 1 Court Interpreter Court Services 1 Court Services Supervisor 6.75 Court Judicial Specialist 3 Asst City Atty Utilities, Service, and Safety 1 Deputy City Manager 2 Admin Specialist IT HR Information Technology 1 Division Director (IT Director) Human Resources 1 Division Director (HR Director) 1 Executive Admin Asst 1.75 Admin Asst City Clerk 1 City Clerk Civil 1 Deputy City Atty 1 Deputy City Clerk 1 City Records Technician Real Estate .75 Asst to City Manager - Real Estate ITAC Operations 1 IT Services Supervisor 1 Administrative Specialist 1 Administrative Assistant 3 Sr. Asst City Atty 1.5 IT Technician Systems and Applications Operations 1 IT Manager (Systems and Apps) Administration 1 Human Resources Analyst Administration 1 Human Resources Generalist 1 IT Administrator Recruitment 1 Human Resources Generalist 2.5 IT Analyst Benefits 1 Human Resources Benefits Specialist Network Operations 1 IT Manager 1 IT Administrator GIS Operations 1 IT Analyst 1 IT Specialist .5 IT Technician Project Management .5 IT Analyst Classification and Compensation .75 Human Resources Analyst 1 Legal Assistant City of Flagstaff GENERAL ADMINISTRATION SECTION 01 CITY MANAGER MISSION The mission of the City Manager’s office is to direct and coordinate City staff to provide effective, efficient, and equitable implementation of Council policies and programs; and to provide representation of City Council policies to citizens, other governmental agencies/jurisdictions and any other entity important to the accomplishment of directives established by the City Council. 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 12 ACCOMPLISHMENTS Council Goals:       Housing – FHA brought into City budget and operations. Facilities & Basic Services – Continue to construct Rio de Flag flood control project. Acquired $2.5M in federal funding and transferred funding from FHWA to keep project moving. Public Safety – RFP completed for Public-Private partnership for new court building. Obtained COPS grant for 4 Officers dedicated to Southside Sustainability – Power Purchasing Agreement awarded & design stage complete for two projects at Wildcat. Family, Youth & Community – Developed and executed the highly successful inaugural Dew Downtown event. Secured contract with Boys and Girls Club to provide youth services at Cogdill. Fiscal Health – Sales Tax and BBB Growth of 1% over FY10 Other Accomplishments:        Sold Sawmill South properties for value of debt. Adopted Land Development Code Rewrite Successful recruitment of two Deputy City Managers. Substantial progresses towards a snow play area(s). ROPE program is a continued success, recidivism is reduced. Two Deputy City Managers hired. FY 13 NEW INITIATIVES AND GOALS       Achieve a favorable Little Colorado River water settlement. Continued funding for the Rio de Flag Continued implementation of Power Purchasing Agreement Adopt comprehensive water policy Secure second airline Rebuild Inner Basin Water Line Annual Financial Plan 115 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 10 FY 11 FY 12 FY 13 Measures: Actual Actual Estimated 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 10 FY 11 FY 12 FY 13 Measures: Actual Actual Estimated Proposed Survey Results Increase N/A N/A Increase Voter Turnout % Increase (46%) Increase (61.5%)* Increase Increase # of Public Meetings 54 Increase Increase Increase # of public present at public meetings N/A Increase Increase Increase # of increased Cityscape pages Decrease (1) Increase (2) Increase (3)** Stable * 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 116 City of Flagstaff GENERAL ADMINISTRATION SECTION 0109 REAL ESTATE MISSION 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. 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 ACCOMPLISHMENTS        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 FY 13 NEW INITIATIVES AND GOALS        Completion of the Picture Canyon purchase Continue work on politically sensitive, high profile projects with City Management U.S. Geological Survey property expansion for approximately $23 million Complete Fire Station 1 &2 property sale Assist in the Municipal Court Building development Assist Economic Vitality Division with the Auto Mall Expansion Marketing of available of city-owned property available at the Flagstaff Pulliam Airport Airpark Annual Financial Plan 117 City of Flagstaff GENERAL ADMINISTRATION SECTION 0109 REAL ESTATE 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 CY 10 Actual 90% NA CY 11 Estimate 100% 15% CY 12 Proposed 100% 20% Council Priority: 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 118 City of Flagstaff GENERAL ADMINISTRATION SECTION: SECTION 01 CITY MANAGER 01-CITY MANAGER EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2010-2011 $ 1,185,070 245,449 30,757 $ 1,461,276 Adopted Budget 2011-2012 $ 1,070,271 293,346 (4,162) $ 1,359,455 Estimated Expenditures 2011-2012 $ 1,130,999 291,310 (4,277) $ 1,418,032 Proposed Budget 2012-2013 $ 1,102,527 259,972 4,799 $ 1,367,298 Budget-Budget Variance $ 32,256 (33,374) 8,961 $ 7,843 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION DISABILITY AWARENESS PUBLIC INFORMATION CUSTOMER SERVICE PROPERTY MANAGEMENT CITY CLERK - GEN ADMIN CITY CLERK - ELECTIONS TOTAL $ 957,354 1,120 49,705 7,106 127,279 253,776 64,936 1,461,276 $ 872,019 3,288 60,000 10,000 62,971 213,177 138,000 1,359,455 $ 894,859 1,747 60,004 10,000 62,657 250,561 138,204 1,418,032 $ 873,264 3,288 65,000 10,000 66,821 283,925 65,000 1,367,298 $ 1,245 5,000 3,850 70,748 (73,000) 7,843 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 971,860 68,623 50,630 2,566 133,504 12,248 21,513 106,354 1,367,298 COMMENTARY: The City Manager's operating budget has increased 1% and there are no capital expenditures. Personal Services increases are due to pay restoration and an increase in retirement benefits along with staff turnover. Contractual decrease are due a decrease in postage, advertising and miscellaneous services which is covering the cost of the County Election Services. Commodities increases are due to an increase in food and an increase in photo copying charges transferred from the Council budget. There is no major capital (>$10,000) for this Section. Annual Financial Plan 119 City of Flagstaff GENERAL ADMINISTRATION SECTION 04 HUMAN RESOURCES 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 12 ACCOMPLISHMENTS        Conducted an RFP for voluntary short-term and long-term disability Conducted an open enrollment for the Housing Authority to transition the benefit plans Implemented a wellness incentive program with NAPEBT partners for all benefit eligible employees Creation of TeamWELL by the HR Administrative Specialist and other interested City personnel Coordinated training on Documenting Employee Performance Developed and conducted training on negativity in the workplace and on target employee evaluations Executive search to recruit a Deputy City Manager – Utilities, Safety and Services, Police Chief and City Clerk FY 13 NEW INITIATIVES AND GOALS   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 Annual Financial Plan 120 City of Flagstaff GENERAL ADMINISTRATION SECTION 04 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Number of Employee Grievances 1 7 2 2 Number of Grievances resolved Withdrew 6 2 2 Percent of Grievances resolved within defined N/A 0% 50% 50% timeframe Number of Complaints * 7 1 2 2 Complaints with substantiated findings 5 pending 1 1 Corrections implemented 5 pending 1 1 * 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Number of Classification Requests 22 16 20 20 Percent of Classification Requests approved 19 pending 15 15 Number of pay inequities 3 1 2 2 Percent of pay inequities resolved 100% pending 100% 100% Salaries compared to market 19.05% 19.05% 19.05% 19.05% below below below below Percent of salary adjustment 0% 0.6% 0.6% 0% Turnover 8.5% 6.87% 8% 8% Above/Below Government Turnover Rate* 7.7% below Not avail Not avail Not avail * Comparison based on Bureau of Labor Statistics: Job Openings and Labor Turnover Survey government Annual Financial Plan 121 City of Flagstaff GENERAL ADMINISTRATION SECTION 04 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Number of vacancies * 317 228 240 240 Average time to complete the recruitment process 47 days 44 days 50 days 50 days Number of positions advertised multiple times 13 9 10 10 Number of positions advertised as open until filled 4 6 7 7 Number of declinations 38 24 25 25 * Vacancies include miscellaneous recruitment efforts. SECTION: 04-HUMAN RESOURCES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2010-2011 $ 399,326 15,849 19,952 $ 435,127 Adopted Budget 2011-2012 $ 445,106 37,964 18,883 $ 501,953 Estimated Expenditures 2011-2012 $ 430,749 18,201 17,547 $ 466,497 Proposed Budget 2012-2013 $ 553,385 44,620 19,155 $ 617,160 Budget-Budget Variance $ 108,279 6,656 272 $ 115,207 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION RECRUITMENT AND SELECTION BENEFITS COMPENSATION AND CLASS TRAINING AND DEVELOPMENT DIVERSITY AWARENESS TOTAL $ 286,653 10,931 67,288 62,249 6,351 1,655 435,127 $ 285,891 58,580 65,426 62,953 27,420 1,683 501,953 $ 286,437 45,562 65,646 60,925 6,528 1,399 466,497 $ 374,062 63,005 80,479 63,583 34,348 1,683 617,160 $ 88,171 4,425 15,053 630 6,928 115,207 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 466,967 31,374 22,547 42,739 3,681 6,362 43,490 617,160 COMMENTARY: The Human Resources operating budget has increased 23% and there are no capital expenditures. Personal Services increases are due to the addition of a Human Resource Generalist, pay restoration and an increase in retirement benefits. Contractual increases are due to a increase in education and training . Commodities increases are due to photo copying charges. There is no major captial (>$10,000) for this section. Annual Financial Plan 122 City of Flagstaff GENERAL ADMINISTRATION SECTION 05 RISK MANAGEMENT MISSION The mission of Risk Management is to develop and maintain an integrated multi-disciplinary program for effective management of the City’s resources, assets and liabilities, to protect its employees, property and citizens, and enable the City to achieve its primary aims of enhanced quality of life and service to its citizens. PROGRAM DESCRIPTION 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 ACCOMPLISHMENTS     Liability claims – 43 closed during 2011 calendar year $43,610 recovered from negligent 3rd parties during 2011 calendar year Awarded “Northern Arizona Best of the Best” recognizing efforts improving City employee safety by State Compensation Fund of Arizona Provided 43 OSHA compliance and other safety training topics to City employees and community partners (610 attendees) FY 13 NEW INITIATIVES AND GOALS    Automated External Defibrillators (AED’s) in City facilities as funding allows with associated employee training Strengthen accountability by divisions for protection of City assets Develop new and update existing policies to remain current with changes in law and other safety standards 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: Caution # of litigated claims increasing resulting in higher costs to City. CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed % of liability claims proceeding to litigation 10% 12% 8% 8% # of closed litigated claims / total number of claims closed in calendar year Annual Financial Plan 8 / 80 123 5 / 43 5/64 5/64 City of Flagstaff GENERAL ADMINISTRATION SECTION 05 RISK MANAGEMENT Objective #2: 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:  Maintaining average CY 10 CY 11 CY 12 Measures: Actual Actual Estimate OSHA incidence rate 7.24 7.73 7.00 (# of injuries per 100 FTE /Hrs worked by all. CY 13 Proposed 7.00 Council Priority: Effective Governance 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 Frequency: Annual Scoring: Exceeds Expectations, Meets Expectations, Almost Always Meets Expectations, Does Not Meet Expectations Trend:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Overall rating of meets or exceeds expectations n/a n/a Meets Meets Expectations Expectations Council Priority: Diverse Arts, Culture and Educational Opportunities and 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 Special Event requirements. Type of Measure: Outcome Tool: Analysis of special event log Frequency: Annual Scoring: 95%+ progressing, Average, 85-95%, Caution, 85%Trend:  High % of approved events CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed % of reviewed events receiving authorization 99% 98% 95% 95% Annual Financial Plan 124 City of Flagstaff GENERAL ADMINISTRATION SECTION: SECTION 05 RISK MANAGEMENT 05-RISK MANAGEMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2010-2011 $ 142,561 20,676 4,488 $ 167,725 Adopted Budget 2011-2012 $ 158,771 23,220 3,900 $ 185,891 Estimated Expenditures 2011-2012 $ 165,004 23,217 4,638 $ 192,859 Proposed Budget 2012-2013 $ 159,170 25,627 3,900 $ 188,697 Budget-Budget Variance $ 399 2,407 $ 2,806 $ $ $ $ $ $ $ $ 188,697 188,697 $ $ $ 116,106 11,745 9,646 1,803 23,797 1,517 2,969 21,114 188,697 EXPENDITURES BY PROGRAM: ADMINISTRATION TOTAL 167,725 167,725 185,891 185,891 192,859 192,859 2,806 2,806 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 1.5% with no capital expenditures. Personal Services increases are due to pay restoration and an increase in retirement benefits. Contractual increase is due to an increase in education and training. Commodities have remained the same as FY 2012. There is no major capital (>$10,000) for this section. Annual Financial Plan 125 City of Flagstaff GENERAL ADMINISTRATION SECTION 07 LAW 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. FY 12 ACCOMPLISHMENTS        Performed all legal work with regard to disposition of the Sawmill property. Assisted City staff in the completion of the new City of Flagstaff Zoning Code. Assisted with the adoption of the Domestic Partnership Registry. Resolution of the Westcor lawsuit. Increase in services rendered to victims of crime. Participated in community partnerships that contributed to the outcome of several successful graduates of the Mental Health Court program. Completion of the Stipulation Between the Navajo Nation and the City of Flagstaff Concerning the Drilling of Wells and Pumping of Underground Water at Red Gap Ranch FY 13 NEW INITIATIVES AND GOALS      Assist staff in the adoption of the Property Maintenance Ordinance. Assist with the adoption of the Civil Rights Ordinance. Continue to improve and increase victim services. Assist staff and City Council in the development of a water policy. Assist staff with the sale and development of Fourth Street property. Annual Financial Plan 126 City of Flagstaff GENERAL ADMINISTRATION SECTION 07 Requests for Legal Assistance (Civil Matters) LAW CY 2007 CY 2008 CY 2009 CY 2010 CY 2011 Contracts (includes contracts, development agreements, grants, IGAs, bids) 275 233 193 171 211 Legal Opinions/Research 80 129 174 101 169 Ordinances/Resolutions 117 108 98 115 78 Real Estate 29 44 53 52 77 Claims/Litigation/Hearings 15 54 80 94 75 Public Records Requests 10 18 24 36 33 Miscellaneous 80 35 19 19 13 Total: 606 621 641 588 656 % Increase from Prior Year: 7% 2% 3% -9% 10% 113 142 141 187 104 128 126 146 Not Available Not Available Number of cases per attorney: Number of cases per attorney and staff: Criminal Cases CY07 CY08 CY09 CY10 CY11 New Criminal Cases 4,024 4,341 4,681 4,746 4,818 Domestic Violence Cases 659 642 628 746 691 Driving Under the Influence (DUI) cases 686 567 586 599 629 Criminal Traffic Cases (excluding DUI) 555 584 850 816 661 Sales Tax Cases 22 28 28 16 13 1,587 1,885 1,829 1,841 1,931 Underage Alcohol 194 295 313 355 482 Drug/Drug paraphernalia cases 321 340 318 248 251 Not Available Not Available 129 125 135 Cases Involving a Victim (FY stats) 1,161 1,655 1,715 2,177 2,458 Victims' Services Performed (FY stats) 12,761 17,165 18,923 24,042 24,937 Not Available Not Available Not Available 60 62 Cases Reviewed for Charging Referred by PD 449 332 205 234 188 Pending DUI files at year end 225 201 263 272 298 7% 7% 7% 1% 1% New cases per attorney: Not Available 868 936 949 964 New cases per support staff: Not Available 1,240 1,337 1,265 1,377 New cases for all Prosecution staff: Not Available 511 551 542 567 Other Cases City Code Violations (other than sales tax) Mental Health Court Cases % Increase in New Criminal Cases from Prior Year: Annual Financial Plan 127 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:  CY10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Number of charges opened 9328 9152 9244 9336 Number of charges closed 8714 8630 8716 8803 Percentage of charges closed 93% 94% 94% 94% For Calendar Year 2011 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: Exceeds Expectations, Meets Expectations, Almost Always Meets Expectations, Does Not Meet Expectations Trend:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Overall rating of meets or exceeds expectations Annual Financial Plan Meets Expectations 128 Meets Expectations Meets Expectations Meets Expectations City of Flagstaff GENERAL ADMINISTRATION SECTION: SECTION 07 LAW 07-LAW EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2010-2011 $ 1,348,596 20,489 24,962 $ 1,394,047 Adopted Budget 2011-2012 $ 1,285,706 31,457 23,441 $ 1,340,604 Estimated Expenditures 2011-2012 $ 1,278,873 30,070 22,682 $ 1,331,625 Proposed Budget 2012-2013 $ 1,307,727 31,108 23,790 $ 1,362,625 Budget-Budget Variance $ 22,021 (349) 349 $ 22,021 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COUNCIL, COMM AND DEPTS POLICE COURT TOTAL $ 129,485 580,639 683,923 1,394,047 $ 123,909 518,201 698,494 1,340,604 $ 118,621 513,842 699,162 1,331,625 $ 124,432 526,230 711,963 1,362,625 $ 523 8,029 13,469 22,021 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 1,028,982 38,974 35,568 47,645 105,638 5,405 12,053 88,360 1,362,625 COMMENTARY: The City Attorney operating budget has increased 2% and there are no capital expenditures. Personal Services increase is due to pay restoration and an increase in retirement benefits. Contractual decrease is due to a decrease in membership costs. Commodities increases are due to non-library books/subscriptions, photo copying costs, and an increase in building structure material/supplies. There is no major capital (>$10,000) for this section. Annual Financial Plan 129 City of Flagstaff GENERAL ADMINISTRATION SECTION 08 INFORMATION TECHNOLOGY MISSION 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 which enables access to the City's 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 server, network and telephony infrastructure and electronic data resources are protected through sound security and disaster recovery management methodologies.  Provide and maintain an accurate, current, and reliable Geographic Information System (GIS), that efficiently manages City geospatial data, records, and asset inventories, which can be leveraged to enable staff and citizens to make informed and effective decisions that affect the future of the City of Flagstaff. PROGRAM DESCRIPTION This Division provides the information technology infrastructure and operational assistance to meet the needs of the City Council and City staff in order for them to better serve the citizens. These objectives are met through various PC and server hardware, software applications, network and telephony hardware, and security protocols. Technology is maintained and updated on an ongoing basis to provide accurate information in a secure and timely manner. FY 12 ACCOMPLISHMENTS            Completed VoIP deployment in City Hall and Library, decommissioned old Mitel PBX (phone) system Completed upgrade of Landfill network to microwave connection Completed virtualization of 26 physical servers to 6 physical servers Consolidated server & network racks in the data center Decommissioned old storage unit – moved all data from it to new storage Contributed to website redesign Completed upgrades to Autoscale, CityWorks, and Rectrac software Provided extensive GIS mapping support for the redistricting effort Continued GIS support of the Regional Plan update Updated FEMA Floodplain revisions Extensive work was performed on the new Sales Tax application: o Performed extensive gap analysis o Identified 12 key gaps o Designed application modifications o Designed, programmed and tested data conversion scripts Annual Financial Plan 130 City of Flagstaff GENERAL ADMINISTRATION SECTION 08 INFORMATION TECHNOLOGY FY 13 NEW INITIATIVES AND GOALS             Sales Tax application: o Complete application modifications o Complete client acceptance testing o Implement (go live) Complete Windows 7 upgrade Complete FHA integration with City Upgrade City staff to Microsoft Office 2010 or later Deploy VoIP to remaining remote sites, upgrade network equipment as necessary Upgrade network firewall to new hardware and software Implement new System Center management suite, including: o New work order system o Improved server/pc/network monitoring o New backup software o New automatic inventorying of PCs o Greater self service capabilities Continue GIS support of the Regional Plan update Implement emergency announcement/paging system over VoIP phones Deploy phase 2 of Disaster Recovery/Business Continuity plan Continue refresh of new/newer PCs/printers for City Staff Begin migration to new ComDev and ERP systems PERFORMANCE MEASURES Council Priority: Effective Governance Goal: Customer Service: 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: 99.84% Trend:  CY 10 Measures: Actual Percentage of uptime hours versus total hours 99.86% CY 11 Actual 99.90% CY 12 Estimate 99.84% CY 13 Proposed 99.95% Council Priority: Effective Governance Goal: Customer Service: 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: 95.5% Trend:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Customer surveys returned with an overall rating 95.6% 96% 95.5% 96% of satisfactory or better Annual Financial Plan 131 City of Flagstaff GENERAL ADMINISTRATION SECTION 08 INFORMATION TECHNOLOGY Council Priority: Effective Governance Goal: Customer Service: 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:  (fewer is better, trending down is good) CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Count of outstanding (not yet completed) work 175 100 75 requests SECTION: CY 13 Proposed 50 08-INFORMATION TECHNOLOGY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2010-2011 $ 914,861 378,159 385,322 $ 1,678,342 Adopted Budget 2011-2012 $ 956,279 407,795 1,128,337 $ 2,492,411 Estimated Expenditures 2011-2012 $ 955,757 413,273 748,650 $ 2,117,680 Proposed Budget 2012-2013 $ 985,328 517,427 777,521 $ 2,280,276 Budget-Budget Variance $ 29,049 109,632 (350,816) $ (212,135) $ $ $ $ $ EXPENDITURES BY PROGRAM: ADMINISTRATION APPLICATIONS SYSTEMS SERVICES NETWORK GIS MICROSOFT SETTLEMENT IT IT NON-DEPARTMENTAL TOTAL $ 162,959 289,171 243,839 136,808 233,737 168,650 443,178 1,678,342 $ 171,272 386,122 192,389 157,148 242,351 160,513 (912) 1,183,528 2,492,411 $ 171,153 386,122 192,386 157,147 242,346 165,998 802,528 2,117,680 $ 192,441 400,713 208,493 155,464 240,083 178,532 904,550 2,280,276 $ 21,169 14,591 16,104 (1,684) (2,268) 18,019 912 (278,978) (212,135) SOURCE OF FUNDING: GENERAL FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 1,785,056 320,510 15,883 19,853 138,974 2,280,276 COMMENTARY: The Information Technology operating budget has decreased 9% with no capital expenditures. Personal Services increases are due to pay restoration and increases in retirement benefits. Contractual increases are due to an increase in computer maintenance, education training and a one-time cost for GIS aerial photography. Commodities decreases are due to an decrease in IT Non-Departmental computer equipment, computer software and to Public Safety portion of IT Non-Departmental software being reallocated to their section. Annual Financial Plan 132 City of Flagstaff GENERAL ADMINISTRATION SECTION 65 FLAGSTAFF MUNICIPAL COURT MISSION The mission of the employees of the Flagstaff Municipal Court is to foster a positive and productive environment that promotes the efficient and effective administration of justice. PROGRAM DESCRIPTION The Municipal Court is responsible for the adjudication and disposition of all local code violations, criminal misdemeanor, criminal traffic, and civil traffic cases that occur within the Flagstaff City limits in a prompt, judicious, 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 12 ACCOMPLISHMENTS                  Through active case management adjudicated 96% of all cases within 90 days, 89% of all cases including time a case spent out on a warrant (exceeds state average of 81% 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 almost $4.0M in financial transactions, have complied with the Arizona Supreme Court Minimum Accounting Standards and reported timely. Readjusted approach to facility development, created the Court Facilities Fund and modified fine structure in order to set aside funds for future court facility needs. Participated in the development, implementation and facilitation of the Justice 2030 strategic plan for the Courts in Coconino County. Implemented the criminal justice strategic planning agenda for 2012. Worked with the Criminal Justice Coordinating Council in developing coordinated plans for the criminal justice system in the county. Implemented electronic document workflow to improve collection process. Participated in the development, review and implementation of a new statewide automated case management system (CMS). Used state Fill The Gap funds to fund temporary help to manage additional case load and slow the creation of backlog cases. Impemented video security system to increase safety of public and staff within the court facility. 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. 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 and Mental Health Court. Implemented a reorganization of court staffing and responsibilities around changes in automation, case filing and staff resource budget changes. Annual Financial Plan 133 City of Flagstaff GENERAL ADMINISTRATION SECTION 65 FLAGSTAFF MUNICIPAL COURT FY 13 NEW INITIATIVES               Expand electronic transfers and processing of case information including citations, booking information and long form complaints (CJI program). Expand use of court funds for additional staffing in IT to support integration of criminal justice systems. Develop protocols for Serial Inebriate Court and programs to support it in coordination with City Prosecutors and the CJCC. Expand use of the Electronic Document Management System (EDMS) in coordination with state and county partners. Develop infrastructure plan to move to paperless court process. Continue to manage the court’s case load not only meeting all legal requirements as given in rule and statute, but exceed accepted standards of time to disposition on both a national and statewide basis. Implement additional CourTool performance measures to review case management team effectiveness and overall court performance. Use statistics based on case management teams to review case loads and develop accountability in the management of cases. Create viable options, through the RFP process, 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. 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. 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 FY13 in cooperation with the Criminal Justice Coordinating Council and Justice 2030. Explore the feasibility of and funding for a Veterans 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. Annual Financial Plan 134 City of Flagstaff GENERAL ADMINISTRATION SECTION 65 FLAGSTAFF MUNICIPAL COURT TIME TO DISPOSITION 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: (↑) 90%+ in 90 days, (↔) 80% to 89% in 90 days, (↓) Less than 80% in 90 days. Current Score: ↑ Trend: ↑ CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Total cases cleared in 90 days excluding warrant time 96% 96% 95% 93% W Ex W Ex W Ex W Ex Cases completed in 0 - 30 days (CY11 state average = 49%) 52% 61% 57% 62% 59% 61% 52% 60% Cases completed in 31 -60 days (CY11 state average = 21%) 24% 27% 25% 27% 25% 28% 23% 24% Cases completed in 61 - 90 days (CY11 state average = 11%) 7% 8% 7% 7% 7% 8% 7% 9% Cases completed in 91 - 120 days (CY11 state average = 8%) 4% 4% 3% 4% 3% 3% 4% 6% Cases completed 121+ days (CY11 state average = 11%) 13% 0% 8% 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. CLOSED CASES 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 CY 2011 Frequency: Annual (↑) Above Statewide Average, Scoring: (↔) Matches Statewide Average, (↓) Below Statewide Average. Current Score: ↑ Trend:  The Flagstaff Municipal Court exceeded the statewide average for Limited Jurisdiction Courts by 6%. Last year the Flagstaff Municipal Court exceeded the statewide average for Limited Jurisdiction Courts by 6% Cases (Open vs. Closed) Flagstaff Municipal OPEN (27%) CLOSED (73%) Total number of cases: 13,543 Cases (Open vs. Closed) for Municipal Courts OPEN (33%) CLOSED (67%) Total number of Cases: 507,565 Annual Financial Plan 135 City of Flagstaff GENERAL ADMINISTRATION SECTION 65 FLAGSTAFF MUNICIPAL COURT CLEARANCE RATE 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: (↑) 95%+, (↔) 80% to 94%, (↓) Below 80%. Current Score: ↑ Trend:  CY 09 Actual 102.72% Measures: Clearance Rate CY 10 Actual 102.71% CY 11 Actual 111.27% CY 12 Estimate 100.00% CY 13 Proposed 100.00% Clearance Rate 2006-2011 140.00 130.00 120.00 110.00 100.00 90.00 80.00 70.00 Annual Financial Plan 136 2011-07 2011-01 2010-07 2010-01 2009-07 2009-01 2008-07 2008-01 2007-07 2007-01 2006-07 50.00 2006-01 60.00 City of Flagstaff GENERAL ADMINISTRATION SECTION 65 FLAGSTAFF MUNICIPAL COURT RECEIPTS 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 Receipted Trend:  CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Amount of city general funds receipted $1,021,472 $871,776 $900,000 Amount of surcharges/state funds receipted $1,811,159 $1,639,188 $1,600,000 Amount of other local funds receipted $428,327 $689,374 $730,000 Total amount of fines/fees receipted $3,260,958 $3,200,338 $3,230,000 Amount of restitution paid $47,121 $36,327 $40,000 Amount of bonds posted $720,200 $711,309 $750,000 Total amount of pass-through funds $767,321 $747,636 $790,000 Total all financial transactions $4,028,279 $3,947,974 $4,020,000 Annual Financial Plan 137 City of Flagstaff CY 13 Proposed $1,000,000 $1,800,000 $800,000 $3,600,000 $40,000 $760,000 $800,000 $4,400,000 GENERAL ADMINISTRATION SECTION 65 FLAGSTAFF MUNICIPAL COURT ACCESS AND FAIRNESS 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: (↑) 70% or more agree or strongly agree, (↔) 50% to 69% agree or strongly agree, (↓) Less than 50% agree or strongly agree. Current Score: (↑) Trend: ↑ CY 13 CY 10 CY 11 CY 12 Estimated Proposed Measures: Those that Agree or Strongly Agree That: Actual Actual ACCESS Finding the courthouse was easy. 87% 87% 87% 87% The forms I needed were clear and easy to understand. 91% 93% 92% 92% I felt safe in the courthouse. 90% 92% % 86% The court makes reasonable efforts to remove physical and language barriers to service. I was able to get my business done in a reasonable amount of time. Court staff paid attention to my needs. I was treated with courtesy and respect. I easily found the courtroom or office I needed. The court’s website was useful. The court’s hours of operation made it easy for me to do my business. 92% 95% 93% 93% 86% 92% 91% 94% 80% 86% 87% 94% 94% 88% 86% 90% 93% 94% 85% 86% 90% 93% 94% 85% 88% 90% 89% 89% 86% 87% 86% 86% 88% 85% 86% 86% 88% 91% 89% 89% 91% 93% 95% 94% 92% 93% 92% 93% FAIRNESS The way my case was handled was fair. The judge listened to my side of the story before he or she made a decision. The judge had the information necessary to make good decisions about my case. I was treated the same as everyone else. As I leave the court I know what to do next about my case. Results are based only on those individuals responding to the appropriate question (“not applicable” or “no response” were excluded). Annual Financial Plan 138 City of Flagstaff GENERAL ADMINISTRATION SECTION: SECTION 65 FLAGSTAFF MUNICIPAL COURT 65-CITY COURT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2010-2011 $ 1,811,047 621,432 57,361 9,971 $ 2,499,811 Adopted Budget 2011-2012 $ 1,857,302 655,605 70,524 $ 2,583,431 Estimated Expenditures 2011-2012 $ 1,899,657 610,033 57,416 $ 2,567,106 Proposed Budget 2012-2013 $ 1,841,372 678,401 59,538 $ 2,579,311 Budget-Budget Variance $ (15,930) 22,796 (10,986) $ (4,120) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COURT SERVICES RECORDS MANAGEMENT COURT ENFORCEMENT WARRANT DIVISION COURT OPERATIONS JUDICIAL SERVICES TOTAL $ 895,605 718,309 316,753 422,262 20,691 126,191 2,499,811 $ 509,476 777,760 177,725 168,810 337,512 184,276 427,872 2,583,431 $ 541,919 732,544 146,453 255,138 303,057 163,036 424,959 2,567,106 $ 427,489 822,147 159,175 226,207 326,730 186,435 431,128 2,579,311 $ $ 2,579,311 2,579,311 $ (81,987) 44,387 (18,550) 57,397 (10,782) 2,159 3,256 (4,120) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The City Court operating budget remained flat and there are no capital expenditures, resulting in no net overall changes. There were increases in salaries, retirement, personnel and benefit costs, and one-time authorized expenditures. However, the increases were offset with the a Deputy Court Administrator position which had one-time funding in FY 2011 and FY 2012, being eliminated from this section. Onetime expenditures approved were: $60,000 additional funds for the Public Defender Services, $36,000 for the Court Integration program, and $73,020 for Temporary Staffing. There are no major capital (>$10,000) expenditures planned for this Section. This department has reorganized, which affects the Expenditures by Program comparability. Annual Financial Plan 139 City of Flagstaff Inner Basin Pipeline Reconstruction - May 2012 Annual Financial Plan 140 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 141 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 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 1 Business Analyst Accounting Budget 1 Finance Manager 1 Finance Manager 142 1 Admin Spec 2.75 Admin Asst Copy Center 1 Accountant 1 Auditor II 2 Collections Specialist 1 Admin Specialist 1 Admin Assistant 2 Accountant 1 Accounts Specialist 1 Admin Assistant Switchboard 1 Accounts Spec .25 Admin Asst Meter Reading 6 1 Meter Technician Supervisor City of Flagstaff 1 Meter Teach II 3 Meter Techncian 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 customer calls. 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 12 ACCOMPLISHMENTS           Implemented the new water and sewer rates effective January 1, 2012. Implemented the new solid waste rates effective November 1, 2011. Added over 500 new radio read devices into the meter system. Identified, diagnosed, and repaired more than 450 failed electronic receiver/transmitters (ERTs) throughout the City. Assisted in the installation of the VOIP phone system for Customer Service and eliminated the physical switchboard unit. Upgraded the City’s water loading stations to pin-pad technology in order to decrease the time and expense associated with self-loading station maintenance. Trained a Meter Technician to install radio read registers and ERTs in order to improve reading efficiency. Upgraded 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. Developed and documented Customer Service area policies and procedures. Completed the remodel of the Customer Service area to incorporate APS operations. FY 13 NEW INITIATIVES AND GOALS         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. Continue to promote paperless billing to reduce printing and mailing expenses. 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. Convert over 500 visually read water meters to electronic radio read water meters with the assistance of the Water Distribution Section. Complete the upgrade of the City’s water loading stations to pin-pad technology in order to decrease the time and expense associated with self-loading station maintenance. Transition to 100% paperless work orders. Restructure the utility billing cycles to improve efficiency in meter reading, billing, and customer service. Annual Financial Plan 143 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: ↑ Write off amounts are decreasing. CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Annual write off of customer accounts, excluding $60,421 $41,508 $50,000 $50,000 bankruptcies Write offs as a percentage of total billed 0.25% 0.16% 0.20% 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: <2% Exceeding, 2-5% Meeting, >5% Not Meeting Billing: 34+ bills sent=Meeting, <34 bills sent=Not Meeting Trend: Reading – ↓ Due to staff turnover, Billing - ↔ Meeting expectations. CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Percent of estimated meter reads 4.78% 5.60% 5.00% 5.00% Number of bills sent out within 34 days of prior 34 36 36 36 bill (36 total) Annual Financial Plan 144 City of Flagstaff MANAGEMENT SERVICES SECTION: SECTION 06 CUSTOMER SERVICE 06-CUSTOMER SERVICE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2010-2011 $ 510,451 253,217 24,801 $ 788,469 Adopted Budget 2011-2012 $ 468,046 326,270 28,050 $ 822,366 Estimated Expenditures 2011-2012 $ 472,579 289,692 32,050 $ 794,321 Proposed Budget 2012-2013 $ 489,442 292,270 29,600 $ 811,312 Budget-Budget Variance $ 21,396 (34,000) 1,550 $ (11,054) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION FIELD READING COLLECTION MAIL ROOM CUSTOMER SERVICE TOTAL $ 129,591 200,985 89,304 14,972 353,617 788,469 $ 166,892 193,587 88,839 9,900 363,148 822,366 $ 149,817 159,703 101,639 10,775 372,387 794,321 $ 228,178 179,339 90,354 10,900 302,541 811,312 $ 61,286 (14,248) 1,515 1,000 (60,607) (11,054) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ (18,084) 4,431 1,236 300 642,893 20,159 375 160,002 811,312 COMMENTARY: The Customer Service operating budget has decreased 1% and there are no capital expenditures. Personal Services increases are due to pay restoration and an increase in retirement benefits. Contractuals decreases are due to one time items for new standpipe credit card readers in FY2012 and Commodities increases are due to increases in parts and computer software. There is no major capital (<$10,000) for this section. Annual Financial Plan 145 City of Flagstaff MANAGEMENT SERVICES SECTION 09 PURCHASING MISSION The mission of the Purchasing Section is to support the goals and objectives of the City by delivering consistent and professional procurement support to all employees in accordance with all applicable local, state and federal procurement rules and regulations, 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. FY 12 ACCOMPLISHMENTS  The Purchasing Section was awarded the Achievement of Excellence in Procurement (AEP) award by the National Purchasing Institute. Below is an explanation of the award from the AEP Committee. In 1995, the National Purchasing Institute established a program designed to recognize organizational excellence in public procurement. The Achievement of Excellence in Procurement® (AEP) is awarded annually. This prestigious award is earned by those organizations that demonstrate excellence by obtaining a high score based on standardized criteria. The criteria are designed to measure innovation, professionalism, productivity, e-procurement, and leadership attributes of the procurement organization. The Achievement of Excellence in Procurement is sponsored by the National Purchasing Institute (NPI), the California Association of Public Procurement Officers (CAPPO), the Florida Association of Public Procurement Officers (FAPPO), the Institute of Supply Management (ISM), the National Institute of Governmental Purchasing (NIGP), the National Association of State Procurement Officials (NASPO), the National Association of Educational Procurement (NAEP), and the Texas Public Purchasing Association (TXPPA). The City’s Purchasing Section was 1 of only 15 Government agencies in Arizona and 1 of only 57 Cities in the United States to receive the award in 2011.    Formulated policy and procedures for the utilization of the appropriate solicitation process for capital improvement projects, whether it be the traditional “Design/Bid/Build” or one of the “Alternative Project Delivery Methods.” Identified and eliminated “obsolete” or “dead stock” related inventory from the City Warehouse, which has allowed for more efficient periodic inventory cycle counts and presented the opportunity to either sell the inventory item back to the vendor(s) for either cash or a merchandise credit. Developed and implemented cost savings/cost avoidance strategies, which include but are not limited to award of contracts with initial terms that are longer than one (1) year and negotiating better pricing/fees based on a longer term contract; Meeting with vendors, face to face, and negotiating 0% price/fee increases they request; Leveraging a purchase by conducting a solicitation that is structured to be utilized as a cooperative purchase, which allows other public sector agencies to utilize the associated contract awarded by the City. Annual Financial Plan 146 City of Flagstaff MANAGEMENT SERVICES   SECTION 09 PURCHASING Increased the utilization of the Procurement Card (P-card) for small dollar purchases by 5% over last year and 21% since 2009. This has been a huge accomplishment, because the utilization of the P-card declined significantly (by 10%) in 2009. The Purchasing Section conducted an eight (8) month audit that revealed significant issues in three (3) areas resulting in inefficiencies and ineffectiveness as follows: the significant time and effort required by Purchasing staff to oversee and manage the P-card program, the functionality between Purchasing and GMBA involving bank statements and direct uploads into the financial system and the on-line entry and approval process. These issues have been resolved, allowing the Procurement Card program to operate more efficiently and effectively, resulting in increased usage of the P-card, and an increase in rebate dollars coming back to the City due to the increase in total dollars spent based on P-card transactions. Designed and implemented an on-line bid/proposal tabulation and contract award information/board, which is posted on the City’s website, that allows vendors or anyone else who is interested in solicitation results to obtain this information by accessing the City website. FY 13 NEW INITIATIVES AND GOALS      Continue to meet or exceed all of the existing criteria, as well as new established criteria to be awarded the Achievement of Excellence in Procurement (AEP) award by the National Purchasing Institute. Research and conduct a “Cost Benefit Analysis” of lease vs. buy of computers and City vehicles. Research and identify national cooperative purchasing contracts, in addition to what we utilize currently, that could potentially provide more competitive pricing. Complete the very time consuming project of centralizing all City contracts (leases, term, service, development and IGAs) into our contract management software system to more efficiently and effectively monitor and manage our City contracts. Develop and implement a policy as to when to conduct our own competitive solicitation for the purchase of goods, services and capital improvements OR utilize an existing cooperative purchase agreement as a result of another public agency conducting a formal competitive solicitation process. PERFORMANCE MEASURES Council Priority: Quality and 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Overall rating of meets or exceeds expectations 90% 92% 95% 95% Annual Financial Plan 147 City of Flagstaff MANAGEMENT SERVICES SECTION 09 PURCHASING 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Total cost savings and/or cost avoidance $52,000 $60,000 $90,000 $100,000+ 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Percentage of total purchase transactions utilizing 10% 15% 15%+ 17%+ procurement card vs. requisition/purchase order process. 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Length of time it takes to process a purchase n/a Within 24 hrs. Within 24 Within 24 order once a requisition has been approved. hrs. hrs. Annual Financial Plan 148 City of Flagstaff MANAGEMENT SERVICES SECTION: SECTION 09 PURCHASING 09-PURCHASING EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2010-2011 $ 615,347 28,029 9,600 $ 652,976 Adopted Budget 2011-2012 $ 695,314 25,427 6,252 $ 726,993 Estimated Expenditures 2011-2012 $ 636,570 26,750 7,108 $ 670,428 Proposed Budget 2012-2013 $ 694,775 34,636 6,877 $ 736,288 Budget-Budget Variance $ (539) 9,209 625 $ 9,295 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PURCHASING WAREHOUSE PROPERTY MANAGEMENT TOTAL $ 159,725 411,188 82,017 46 652,976 $ 236,311 413,591 77,091 726,993 $ 178,838 415,296 76,294 670,428 $ 240,194 411,719 84,375 736,288 $ 3,883 (1,872) 7,284 9,295 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 350,934 29,734 34,709 25,207 154,942 25,805 53,124 61,833 736,288 COMMENTARY: The Management Services operating budget has increased 1% with no capital expenditures. Personal Services decreases are due to turnover with purchasing personnel and offset slightly by pay restoration and an increase in retirement benefits. Contractuals increases are to due anticipated rate increase in electric, gas, water and sewer utilities. Commodities increases are due to increases in copying and printing. There is no major capital (>$10,000) for this section. Annual Financial Plan 149 City of Flagstaff MANAGEMENT SERVICES SECTION 10 TAX, LICENSING, & REVENUE 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. FY 12 ACCOMPLISHMENTS               Processed approximately 40,000 city sales tax returns for FY 12. This is an increase of 4% over FY 11. Issued approximately 900 sales tax and business licenses in FY 12. Performed approximately 20 sales tax audits and reviews that generated over $225,000 in additional tax revenue. Secured a contract for third party auditor for sales tax audits for FY12 only. Collected $3 million from delinquent miscellaneous revenue accounts. Managed collections for approximately 4,700 parking tickets totaling over $160,000. Collected on approximately 2,500 library delinquent accounts totaling over $220,000 in library material fines. Collected on 3,500 delinquent tax returns totaling $1.0 million. Pursued collections on over 185 non-sufficient funds checks. Billed monthly through the miscellaneous receivables program an average of 560 accounts for $950,000. Billed and collected for 375 Fire Department User Fee accounts with annual revenue of $48,000 Managed 3,953 community restitution workers with 9,106 hours of service in calendar year 2011. Continued the implementation of the sales tax software program, including converting legacy system data. Secured a contract for third part investment management. FY 13 NEW INITIATIVES AND GOALS     Complete the implementation of the new tax and licensing program to improve processing efficiency and move the section away from the home-grown legacy system. Install and use the online module for the sales tax system to enable our taxpayers to apply for license, file sales tax returns, make payments, and maintain account information online. Write procedures manuals for each function in the sales tax section to document step by step procedures. Implement electronic billing for miscellaneous revenue accounts. Annual Financial Plan 150 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 50 people per year, an average of 10 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Output-The number of people attending the 52 45 45 50 seminars Outcome- At least 90% of attendees found the 97% 98% 92% 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 0.50% 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 0.50% of revenues. CY10 CY 11 CY 12 Measures: Actual Actual Estimate Outcome-Sales tax write-offs as a percentage of 0.018% 0.35% 0.28% revenue Outcome-Miscellaneous receivables as a 1.01% 0.62% 0.55% percentage of revenue Annual Financial Plan 151 CY 13 Proposed 0.3% 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 the two year treasury note average. FY 10 FY 11 FY 12 FY 13 Measures: Actual Actual Estimate Proposed Annual rate of return on investments outside 2.5% 1.5% 0.65% 0.65% LGIP LGIP annual rate of return 0.11% 0.17% 0.15% 0.15% 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 40 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: Progressing Trend:  Audit assessments are expected to increase over the next few years. FY 10 FY 11 FY 12 FY 13 Measures: Actual Actual Estimate Proposed Audit assessments for the fiscal year $156,034 $142,707 $225,000 $350,000 Audit program expenses $86,514 $78,487 $69,230 $83,500 Number of audits and reviews performed 32 20 20 40 Annual Financial Plan 152 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 2010-2011 $ 549,932 32,349 16,553 $ 598,834 Adopted Budget 2011-2012 $ 556,522 40,819 15,300 $ 612,641 Estimated Expenditures 2011-2012 $ 533,440 38,760 23,202 $ 595,402 Proposed Budget 2012-2013 $ 574,926 50,419 15,700 $ 641,045 Budget-Budget Variance $ 18,404 9,600 400 $ 28,404 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION AUDIT COLLECTIONS LICENSING AND CLERICAL ACCOUNTS RECEIVABLE TOTAL $ 162,867 172,489 120,649 89,595 53,234 598,834 $ 264,597 77,251 121,076 95,370 54,347 612,641 $ 199,367 132,261 121,416 95,502 46,856 595,402 $ 301,720 65,024 122,783 96,467 55,051 641,045 $ 37,123 (12,227) 1,707 1,097 704 28,404 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 312,206 28,627 164,784 21,168 30,080 84,180 641,045 COMMENTARY: The Sales Tax operating budget has decreased 1% with no capital expenditures. Personal Services decreases are due to turnover in personnel and offset slightly by pay restoration and an increase in retirement benefits. Contractuals increases are due to outsourcing of printing and mailing of sales tax returns. Commodities increases are due to increase in computer software. There is no major capital (>$10,000) for this section. Annual Financial Plan 153 City of Flagstaff MANAGEMENT SERVICES SECTION 13 FINANCE/BUDGET 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 12 ACCOMPLISHMENTS                         Received the Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award for Fiscal Year (FY) 2012 for the 18th consecutive year. Received the GFOA Certificate of Achievement for Excellence in Financial Reporting for FY 2010 for the 17th consecutive year. Completed Fiscal Year 2011 financial audit with no findings. Submitted the Airport Capital Improvement 5-Year Plan for 2013-2017 for $18.5M to FAA and ADOT. Applied and awarded grant from the Department of Transportation under the Small Community Air Service Development Program for $800,000 to assist in bringing a second air carrier to Flagstaff. Applied and awarded grant funding from the FAA for the “taxiway alpha project” to reconstruct failed asphalt and replace lighting and signs on taxiway and runway. Awarded grant funding from the Arizona Department of Transportation Aeronautics Division to replace joint seals on concrete ramp in front of the terminal. Applied and awarded a COPS Hiring grant for 4 new officers. Provided guidance to staff, attended numerous meetings, and participated in the Bid Protest Hearing regarding the grant funded Airport-Snow Removal Equipment. Continued project coordination with Federal Emergency Management Agency (FEMA) and AZ Department of Emergency Management (ADEM) on Disaster Recovery efforts for the 2010 Winter Storm and Schultz Flooding events. Continued to work with staff and the Water Infrastructure Finance Authority (WIFA) on the ARRA-Sinagua Well project final grant compliance closeout. Completed several successful agency grant project audits. Completed successfully the FMPO ADOT Title VI Compliance Audit. Completed FAA Disadvantaged Business Enterprise (DBE) reporting for prior year. Completed and submitted to the Department of Justice the Equal Opportunity Employment Plan (EEOP). Created a more efficient electronic filing system for grants in the Finance shared folder. Finance team provided excellent customer service to the Auditors during the 2011 Single Audit. Various staff participated in the selection process for the new Deputy City Manager and Police Chief. Supported transitioning of the Housing Authority including combining financial reports and audit for the year ending June 30, 2011. Participated in Due Diligence group to make recommendations on new software opportunity. Began posting monthly revenue and expenditure report on city website. Reduced printing by setting up a permanent electronic file system for our general ledger. Completed a payroll services survey. Implemented three changes to the pay plan in 10 months. Annual Financial Plan 154 City of Flagstaff MANAGEMENT SERVICES SECTION 13 FINANCE/BUDGET FY 13 NEW INITIATIVES AND GOALS               Continue to increase grant application submission and success on award approval. Budget and purchase a new Grant Management software package. Complete the Schultz Flooding-Inner Basin Pipeline Reconstruction Project with FEMA/ADEM. Work towards a paperless system for grants management in Finance/Budget. Preliminary meetings and implementation of the new Innoprise Software system. Increased support and guidance with the grants project team on high risk, high complex grants. Enhanced the Accounts/Receivable listing to better track outstanding grant receivables, which will be used to reconcile the SEFA. Work to improve budget communication between Accountants and Section and Program Heads. Continue to work with integration of the Housing Authority in areas such as payroll and general ledger. Implement new service for employees to view payroll checks in a better format. Explore paperless payroll options. Assist in implementing new financial software. Update citywide fiscal policies. Consider options for increasing electronic payments for Accounts Payable. 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 10 CY 11 CY 12 CY 13 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 10 FY 11 FY 12 FY 13 Measures: Actual Actual Estimate Proposed Projected Grant Budgeted Revenue $17,221,239 $22,112,969 $28,958,385 $25,000,000 Actual Grant Revenue Received $5,612,625 $6,026,704 $8,000,000 $8,000,000 Grant Amounts Awarded During the Fiscal Year $4,884,046 $8,634,360 $8,000,000 $8,000,000 Annual Financial Plan 155 City of Flagstaff MANAGEMENT SERVICES SECTION 13 FINANCE/BUDGET 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 10 FY 11 Measures: Actual Actual Grants Applications Submitted 80 66 Grants Awarded 55 (68%) 60 (67%) Active Grants Worked During Fiscal Year 163 185 FY 12 Estimate 100 70 (70%) 200 FY 13 Proposed 100 70 (70%) 200 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 10 CY 11 CY 12 Measures: Actual Actual Estimate Vendors paid by EFT 107 151 200 Number of Payments Made by EFT 1003 1,301 1,500 Percent of Total Payments 14% 18% 20% CY 13 Proposed 300 1,800 25% 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 10 Actual 0 1 1 156 CY 11 Actual 0 0 0 CY 12 Estimate 0 0 0 CY 13 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 2010-2011 $ 810,345 26,016 19,306 4,874 $ 860,541 Adopted Budget 2011-2012 $ 850,385 22,800 15,954 $ 889,139 Estimated Expenditures 2011-2012 $ 852,539 25,159 15,835 $ 893,533 Proposed Budget 2012-2013 $ 868,025 50,574 16,564 $ 935,163 Budget-Budget Variance $ 17,640 27,774 610 $ 46,024 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ACCOUNTING PAYROLL ACCTS PAYABLE/ RECEIVABLE BUDGET GRANTS ADMINISTRATION TOTAL $ 127,763 318,764 137,246 122,182 6,863 147,723 860,541 $ 111,673 333,553 136,856 125,864 6,050 175,143 889,139 $ 111,662 336,254 137,394 126,703 6,058 175,462 893,533 $ 119,709 355,507 142,776 127,186 189,985 935,163 $ 8,036 21,954 5,920 1,322 (6,050) 14,842 46,024 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 593,797 71,760 37,483 24,718 96,245 4,471 35,870 70,819 935,163 COMMENTARY: The Finance and Budget operating budget has increased 5% with no capital expenditures. Personal Services increases are due to pay restoration and an increase in retirement benefits Contractual increases are due to increase in travel and training as well as grants management software and online paycheck services. Commodities increases are due to increases in office supplies. There is no major capital (>$10,000) for this section. Annual Financial Plan 157 City of Flagstaff Inner Basin Pipeline Reconstruction - June 2012 Annual Financial Plan 158 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. 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. They are committed to operating in a efficient, ethical, and professional manner and will create and maintain partnerships with its clients and appropriate community organizations in order to accomplish this mission. Annual Financial Plan 159 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 1 FHA Director Inspection and Testing 1 Housing Planner 1 FHA Manager 1 FHA Manager 3 Housing Services Spec 2 Housing Services Spec 1 Permanent Affordability Administrator Delivery .5 Capital Improvements Engineer 1 Occupancy Specialist 4 Engineering Inspector Finance Maintenance 1 FHA Manager 1 FHA Manager 1 Housing & Grants Admin 2 Matl Tech I 160 5 Project Manager 5 Building Inspectors 1 Development Svcs Spec Zoning Code Administration 1 Comprehensive Planning Manager 1 Neighborhood Planner 1 Zoning Code Administrator 1 Code Compliance Supervisor 1 Code Compliance Officer II 1 Finance Specialist Planning .5 Capital Improvements Engineer FMPO 1 Metro Planning Org Mgr City of Flagstaff .5 Admin Specialist 1 Multi Modal Trans Planner 1 Maintenance Coordinator Flag Housing Corp East Development 1 Maintenance Leadworker 1 Maintenance Leadworker 1 Project Manager Transportation Engineering 05 1 Traffic Engineer 1.7 Project Manager Development Engineering 1 Assistant City Engineer 1 Engineering Specialist 3 Project Manager 1 Zoning Code Manager .50 Intern Section 8 Housing 1 Inspection Supervisor 1 Inspection Supervisor 1 Development Svcs Supervisor Comprehensive Planning Public Housing 1 Construction Manager 1 Administrative Specialist 3 Planning Development Manager Fkag /housing Authority 5 Maintenance Worker 3.5 Maintenance Worker (Temp) COMMUNITY DEVELOPMENT SECTION 03 CAPITAL IMPROVEMENTS 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. FY 12 ACCOMPLISHMENTS                Assisted NAIPTA with the construction management of the new Mountain Links Transit route. Facilitated City participation in ADOT Interstate 40 Corridor Design Concept Study. 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 2013–2018. Completed project management services for the Mohawk Drive, Izabel Street and Sunnyside Phase 5-B 2010 Bond Projects. Completed project administration services for the Route 66 median landscape project. Continued Rio de Flag project coordination with Army Corps of Engineers including construction phase liaison for the Butler Tunnel. Completed project management services for Fire Stations #2 and associated Ponderosa Parkway. Completed 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 for the FUTS Route 66 – Country Club to Mall project. Assisted with development of cost, schedule and response to General Services Administration for the USGS Renovation & Addition Engineered design documents in progress toward construction for 17 capital projects valued at $24M. Projects under design (as of 1/06/12) include:  Industrial Drive - Huntington to Nestle Purina @ 100%  Dodge Ave. 2010 Bond Project @ 60%  S. Beaver & S. Leroux 2010 Bond @ 3%  Rio De Flag Thorpe Bridge @ 90%  FUTS Hospital Rim @ 100%  FUTS Switzer Canyon trail @ 100%.  Milton - Sitgreaves Ramp @ 40%  FUTS Florence – Walnut Underpass @ 30%  FUTS Florence – Walnut Bridge @ 90%  Woodland Village Blvd Medians @ 100%  Woodlands Village Sidewalk @ 100%  FUTS Rt. 66 – McMillian Mesa @ 30% th  FUTS Arrowhead-6 Ave Connector @ 90%  West & Arrowhead Reconstruction @ 60% Annual Financial Plan 161 City of Flagstaff COMMUNITY DEVELOPMENT   SECTION 03 CAPITAL IMPROVEMENTS  Cherry Ave 2010 Bond Project @ 30%  Coconino/Elden/Humphreys 2010 Bond @ 5%  Butler Ave. Medians Phase III @ 10% Projects under construction (status as of 1/06/12) include 1 Capital project valued at $1M:  Franklin Ave 2010 Bond Project (95% Complete) Construction projects completed and under warranty include 13 city projects valued at $13M including:  Izabel Homes Phase II  Izabel Street 2010 Bond  Sunnyside Phase V-B  Mohawk Drive 2010 Bond  Fire Station No. 2  Innovation Mesa Elec Feed  FUTS Museum Connector  Ponderosa Parkway th  4 /Sparrow Signal  FUTS Rt 66 Country Club to Mall  NAIPTA/Mtn. Links  Rt 66 Median Landscape  Southside Improvements FY 13 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 progress 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 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 17 projects with a total City Value of $35M and includes:  Second round 2010 Street/Utility Bond projects – complete construction by fall 2012  Woodlands Village Blvd Medians – Construction complete summer 2012  Woodlands Village Sidewalk – complete summer 2012  FUTS – Switzer Canyon Trail – complete fall 2012 Annual Financial Plan 162 City of Flagstaff COMMUNITY DEVELOPMENT                SECTION 03 CAPITAL IMPROVEMENTS FUTS – ATA Rte 66 to Switzer Mesa - complete fall 2012 FUTS – Country Club Rte 66 to Cortland - Design by summer 2012 FUTS – Milton Sitgreaves ADA walkway – complete fall 2012 FUTS Arrowhead and 6th connectors –complete fall 2012 West & Arrowhead reconstruction – Construction of Phase I complete fall 2012 Rio de Flag Thorpe Bridge - complete fall 2012 Franklin Ave 2010 Bond Project - complete summer of 2012. Railroad Springs Tank No. 2 - complete summer 2012. Skunk Canyon DRIP - complete summer 2012. Butler Ave. Medians Phase III - complete fall 2012. Develop design & construction documents for USGS Renovations & Addition Develop design and construction documents for the third round of 2010 Bond projects. Develop design and construction documents for Beulah Blvd. Extension subject to ADOT P3 project. Provide project management services for Utilities Annual Water and Sewer Replacements as required. Continue to provide project management services and coordination with the USACE for the Rio de Flag Flood Control Project PERFORMANCE MEASURES Council Priority: Quality and 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 105% of approved budget. Frequency: Quarterly (using a 12-month moving trend) Scoring: Dashboard - Green Trend:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Percentage of projects completed within 5% of authorized amount 100 % 87.5 % 90% 90% Council Priority: Quality and 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 schedule at the time of Council award of construction. Frequency: Quarterly (using a 12-month moving trend) Scoring: Dashboard - Green Trend:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Percentage of projects completed within 3 months of accepted schedule 82 % 87.5 % 100% 90% Annual Financial Plan 163 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 03 CAPITAL IMPROVEMENTS Council Priority: Quality and 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:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Percentage of programmed projects implemented within 2 years of the project’s 68% 64% 65% 65% initially programmed starting year SECTION: 03-CAPITAL IMPROVEMENTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2010-2011 $ 1,037,849 6,423 (1,120,179) $ (75,907) Adopted Budget 2011-2012 $ 785,821 53,092 (961,909) $ (122,996) Estimated Expenditures 2011-2012 $ 812,441 50,708 (961,025) $ (97,876) Proposed Budget 2012-2013 $ 763,725 18,092 (931,909) $ (150,092) Budget-Budget Variance $ (22,096) (35,000) 30,000 $ (27,096) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PROJECT MANAGEMENT ADOT PROJECT COORDINATION UNPLANNED/UNPROGAMED WORK 5 YEAR CAPITAL PROG DEVELOPMENT BOND ELECTION DEVELOPMENT TOTAL $ 11,432 (217,006) 18,546 5,535 83,428 22,158 (75,907) $ 28,183 (262,955) 11,849 99,927 (122,996) $ 26,683 (231,503) 15,237 5,352 85,971 384 (97,876) $ 28,183 (259,005) 15,502 65,228 (150,092) $ $ (150,092) (150,092) $ 3,950 3,653 (34,699) (27,096) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Capital Management operating budget has decreased 22% and there are no capital expenditures. Personal Services decreases are due to 1.0 FTE staffing reductions that include a transfer of one Admin Specialist, but also include small increases in retirement and pay restoration. 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 164 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 14 FMPO MISSION Innovative solutions and communications with the public define the Flagstaff Metropolitan Planning Organization (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. FY 12 ACCOMPLISHMENTS         US 180 Winter Traffic Study – identified solutions, engaged the public in creative and effective ways, developed and implemented signal timing plans to address the problem Regional Traffic Model Update – brought the model to 2010 base year, well-calibrated, prepared for use in regional planning efforts NAIPTA PARA Grant – prepared successful $175,000 grant for NAIPTA to update its 5-Year Transit Plan FUTS Bond Property Acquisition Program – identified parcels, cost estimates and procedures for directing the acquisition of more than 30 parcels essential to 17 priority trail segments. Highway Safety Improvement Program – developed process for prioritizing regional safety projects and applying for their funding Regional Plan 2012 Support – provided significant assistance in the development and analysis of alternative development scenarios and related policies. ADOT Transit and Enhancement Programs – successfully managed these programs in cooperation with ADOT Completed surveys of FUTS Trails Users and Bicycle Commuters FY 13 NEW INITIATIVES       Benefit-Cost Analysis Tool: Develop a template that permits staff to create a BCA for a variety of projects. 5-Year Transit Plan/Long Range Transit Plan – coordinate and cooperate with ADOT and NAIPTA on the development of these plans. Seek strong integration with Regional Plan 2012 effort. Regional Plan 2012/Regional Transportation Plan update – conclude the regional plan effort and transition into the related update of the Regional Transportation Plan. o Reassess investment priorities o Update revenue forecasts o Incorporate 5-Year/Long Range Transit elements FUTS Master Plan – seek formal adoption of a master plan to aid and direct acquisitions and system development Sidewalk Inventory (2012 Intern project to be completed in 2013) Bicycle Parking Inventory and Implementation Program (2012 Intern project to be completed in 2013) Annual Financial Plan 165 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 14 FMPO PERFORMANCE MEASURES Council Priority: Quality and Reliable Infrastructure 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 CY 10 Actual No cityscape survey CY 11 Actual No survey 100% 100% CY 12 Estimate Survey delayed Trip Diary Survey 100% CY 13 Proposed 80% Trip Diary Survey 100% Council Priority: A Sustainable Community 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 Annual Financial Plan CY 10 Actual 70% 166 CY 11 Actual n/a CY 12 Estimate n/a CY 13 Proposed n/a City of Flagstaff COMMUNITY DEVELOPMENT SECTION 14 FMPO Council Priority: A Sustainable Community 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 10 Actual n/a 19.4 2421 CY 11 Actual n/a 20.9 3500 CY 12 Estimate Delayed 22 pending CY 13 Proposed 45% 3500 Council Priority: Quality and Reliable Infrastructure 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Root mean square error for roadway volumes 20/35 19/35 18/35 18/35 FMPO/Industry (RMSE 35) Non-auto mode share accuracy (based on trip 65% 60% Delayed 75% diary survey every 5 years) Annual Financial Plan 167 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 14 SECTION: 14-FLAGSTAFF MPO FMPO EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2010-2011 $ 241,591 144,974 (28,021) $ 358,544 Adopted Budget 2011-2012 $ 242,198 240,100 (34,665) $ 447,633 Estimated Expenditures 2011-2012 $ 236,078 235,080 (37,210) $ 433,948 Proposed Budget 2012-2013 $ 246,066 178,150 (37,245) $ 386,971 Budget-Budget Variance $ 3,868 (61,950) (2,580) $ (60,662) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PUBLIC INFORMATION PROGRAM PUBLIC PLAN DEVELOPMENT SHORT RANGE PLANNING PROGRAM TANSPORTATION IMPROVEMENT PLAN SHORT RANGE DATA COLLECTION LONG RANGE TRANSIT PLAN LONG RANGE TRANSPORT PLAN LONG RANGE "OTHER" TRANSPORT TOTAL $ 149,095 2,078 147 114,930 3,364 31,417 10,109 29,300 18,104 358,544 $ 218,933 3,000 80,000 700 65,000 30,000 50,000 447,633 $ 214,541 99,578 700 87,012 8,000 24,117 433,948 $ 220,221 3,000 700 61,050 22,000 80,000 386,971 $ $ 386,971 386,971 $ 1,288 (80,000) (3,950) (8,000) 30,000 (60,662) 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 pay restoration and an increase in retirement benefits. Contractual decreases are due to lower consultant costs in Short Range planning, Short Range data, and 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 transfer of $22,493, the MPO is a 100% grant reimbursed program. Annual Financial Plan 168 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 15 CD ADMINISTRATION MISSION CREATING COMMUNITY TOGETHER. We are a client-focused team that enables quality development, reinvestment, and conservation of the natural and built environment through publicly adopted policies. 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. There are just two staff in this Section: Division Director and Administrative Specialist. FY 12 ACCOMPLISHMENTS              Aspen Place Southside Sale 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 Construction Management Processes Warehouse Filing Project FY 13 NEW INITIATIVES AND GOALS              Presidio HOA Lawsuit Management Aspen Place North Commercial Development Isabel Homes Phase Three Construction 2010 Street and Utility Bond Projects Flagstaff Housing Authority Integration with Housing Section 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 Juniper Point Zoning Case Canyon del Rio Lawsuit Settlement Beulah/University P3 Project with ADOT Regional Plan Advancement Annual Financial Plan 169 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 15 CD ADMINISTRATION 15-COMMUNITY DEVELOPMENT ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2010-2011 $ 228,172 11,426 9,582 $ 249,180 Adopted Budget 2011-2012 $ 231,283 29,559 11,228 $ 272,070 Estimated Expenditures 2011-2012 $ 231,912 29,959 10,828 $ 272,699 Proposed Budget 2012-2013 $ 235,241 45,784 11,228 $ 292,253 Budget-Budget Variance $ 3,958 16,225 $ 20,183 $ $ $ $ $ $ $ $ 292,253 292,253 $ $ $ $ 292,253 292,253 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TOTAL 249,180 249,180 272,070 272,070 272,699 272,699 20,183 20,183 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Community Development operating budget has increased by 7% and there are no capital expenditures. Personal Services increases of 2% are due to slight increases in retirement and insurance benefits in addition to pay restoration. Contractual increases are due to Sections 15, 16, and 17 realigning their programs expenditures to better match program needs. There also was an increase in Travel and Registration for training purposes. Commodities remain unchanged. There are no major capital (>$10,000) expenditures planned for this section. Annual Financial Plan 170 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 16 PLANNING & DEVELOPMENT SERVICES MISSION 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 Section is divided into four programs. The Current Planning Program is responsible for administering, implementing and enforcing the newly adopted the Zoning Code and the existing 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 Inter-Division Staff process. 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, & subdivision plats). 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 and project completion. The Zoning Code Administration and Compliance 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. Now that the new zoning code has been adopted (November 1, 2011) work continues on its implementation and administration with possible amendments being considered in mid-to-late 2012. In the long term, ensuring that the zoning code is coordinated with the updated Regional Plan will be a priority. Work has already commenced on a proposed Property Maintenance Ordinance which is expected to be adopted and effective in mid-2012. 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 the zoning code. 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. Annual Financial Plan 171 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 16 PLANNING & DEVELOPMENT SERVICES FY 12 ACCOMPLISHMENTS                        After over three years of dedicated work by staff from many City divisions, with the leadership of staff from the Community Development Division and countless hours and meetings by area residents, the City Council adopted the new Flagstaff Zoning Code in November 2011. The new Zoning Code is now in effect, and so far it has been well received by the development community and Flagstaff residents and businesses. As a result of ongoing efforts, there is a noticeable increase in the compliance rate with applicable zoning code regulations. For example, following a series of night time inspections this year, almost all business sign lighting is now in compliance. Similarly, code compliance staff has been working with all business owners to help them understand the new temporary sign regulations of the new Zoning Code and to ensure their compliance with these regulations. In December 2011, work commenced on the City’s new Property Maintenance Ordinance (PMO). A first draft of the PMO will be made available for public review in early spring 2012, and following a series of public meetings and other outreach techniques, it is anticipated that the PMO will be adopted sometime in the summer of 2012. Major projects completed and under review include: Sawmill, Canyon del Rio, Juniper Point, and the Flagstaff Mall. Current Planning continues to be the staff liaison and provide administration to the Planning and Zoning Commission. Current Planning continues to improve and refine the Inter-Division Staff process that coordinates comments from all city sections on development proposals. The single-point-of-contact service provides excellent customer service in processing the various types of development proposals. Refined the newly-implemented Pre-Application 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 refined 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 100 concept and site plan proposals though-out the review period. Assisted with the detailed review of approximately 112 miscellaneous building permits during the fiscal year. The Current Planning Program Management processed 12 lot splits during the fiscal year. Finished and closed out the Building Stimulus Program, which was a success with our clients. Current Planning provided assistance to the Zoning Administration Program in the re-writing, testing, and reviewing the Zoning Code. Worked with IT on new permit and process tracking software for planning, building, engineering and enforcement. Refined the single point of contact system in concert with the development review process. Managed and operated CD TV that inform our clients, customers and stakeholders of current events. Issued the St. Francis de Assisi Church and school building permits. The Planning and Zoning Commission is represented on the Open Spaces Commission, Board of Adjustment, Water Commission and the Transportation Advisory Committee. Conducted public training classes on the implementation of the new Zoning Code. Regional Plan draft is 2/3 complete with the over-arching sections “Community Character and “Environmental Quality” consisting of 5 and 4 planning elements, respectively. Commenced the remaining over-arching section, “Development, Transportation and Growth” and completed the Housing Element. Successfully conducted Regional Plan Design Charrette that engaged over 200+ persons and 50 specific stakeholders. 60 persons attended the Open House presenting the results of the Design Charrette. Annual Financial Plan 172 City of Flagstaff COMMUNITY DEVELOPMENT                 SECTION 16 PLANNING & DEVELOPMENT SERVICES Development scenario analysis commenced by Kimley-Horn ($250k ADOT Paragrant funded project). Engaged executive project oversight with the addition of Kevin Burke, City Manager; and Mark Landsiedel, Community Development Director, who created and implemented the “Staff Business Consultant Model”, a new approach to drafting the Regional Plan. The CAC agreed to a revised “Working Group” approach and schedule with voter approval scheduled in March 2014. Continued outreach with professional organizations, commissions and advocacy groups (e.g., NABA, BOR, Chamber, Conservation Study Forum, Sustainability Commission, Open Space, etc) regarding the update of the Regional Plan and specific topics of interest. Incorporated video PR pieces of Regional Plan broadcasted upon webpage, Facebook and YouTube. Youtube Regional Plan videos have been viewed 437 times and has 2 subscribers. Twitter has 233 tweets and 507 Followers. Facebook recorded 103 Likes. Project review of I-40 and I-17 DCR, State Lands, NAIPTA, Snowplay, Canyon Del Rio, Recreation Master Plan, Open Space mapping, etc.). La Plaza Neighborhood Plan received legal review. As evident of the release of the Census data showing the City of Flagstaff’s population grew to 65,870, the Complete Count Committee performed admirably. On-going relationship building and planning efforts with State Lands Department regarding state holdings. Invited and conducted site visits with new State Lands team who took over the duties for Ed Dietrich. Darrel Barker transferred from the Zoning Code update project to the Regional Plan and is now an Advance Planning Project Manager. No vehicle or personnel accidents. Conducted a public forum process that was initiated in January 2010 to review and the proposed 2011 Building Code Amendments for the proposed 2009 International Building Codes. Adoption of the 2011 National Electrical Code and 2011 Title 4 amendments. Conducted thorough plan reviews and inspections so as not to have any “surprises” for the client. Plan reviewers and Inspectors attended classes on reviewing plans and inspecting projects for compliance with the energy code and 2012 updates. FY 13 NEW INITIATIVES AND GOALS  Public Safety: o Assuming adoption of the Property Maintenance Ordinance (PMO) in the summer of 2012, an extensive public outreach and education process will be conducted to inform Flagstaff residents of the PMO and to encourage and facilitate voluntary compliance with the new ordinance. Only in the long term (late FY13 and early FY14) would active enforcement of the PMO commence. o Continue with proactive and reactive code compliance to foster safe buildings and abate or secure dangerous or sub-standard buildings. o Revise permitting process for smoother review of projects. o Adoption of the 2012 International Family of Building Codes.  Family, Youth and Community o Include in all staff reports to Council, a new subheading entitled, “How the Proposed Action Implements the Regional Plan” along with a brief summary. These new sections will then be aggregated and presented to Council in an Annual Review of the Regional Plan. Annual Financial Plan 173 City of Flagstaff COMMUNITY DEVELOPMENT o o SECTION 16 PLANNING & DEVELOPMENT SERVICES A primary goal is the drafting and creation of the Regional Plan 2014 for City Council approval and voter consideration in 2014. Much of this will be accomplished in advanced planning by a series of new initiates:  Leverage community assets (i.e. NAU, Rural Policy Institute, interns), grant sources and technology (Decision Theater and/or In-house GIS) to provide planning analysis to optimize, test and achieve the primary goal.  Extensive Draft Regional Plan Review and Public outreach. Collaborative with FMPO’s on Beluah Extension.  Affordable Housing: o 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 more sustainable by assuring that increasing energy costs are partially mitigated. Continue discussing inclusion of affordable housing within various rezoning, site plan and subdivision applications.  Community Sustainability: o Early in FY13 it is anticipated that the first round of comprehensive amendments to the Flagstaff Zoning Code will be brought forward for public review, and consideration/approval by the Planning and Zoning Commission and City Council. o 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 development review process. o Continued engagement with the Sustainability Commission in review and suggested revisions of the Regional Plan which incorporates Sustainability as an over-arching theme. o Work to a successful annexation and purchase of Picture Canyon.  Economic Vitality: o Improve the Development Site Plan review process with the elimination of the Development Review Board and implementing a modified and comprehensive development review process for project review. o Continue our success in working with developers and businesses to build projects, create employment, and provide services. o Continue to provide expertise to the Community Investment Division on several redevelopment and economic development projects such as Innovation Mesa, Traxs at 4th street formally known as the Hawkins development and other development and redevelopment opportunities. o Collaboration with Economic Vitality proposals with long-range and neighborhood plans to foster new ideas and economic development opportunities are compatible with plans and community desires. o Help prepare updated “Impact Fee” study and ordinance for Council consideration.  Environmental Sustainability. o Continued engagement with the Sustainability Commission in review and suggested revisions of the Regional Plan which incorporates Sustainability as an over-arching theme. o Adoption of the 2012 International Energy Code. Annual Financial Plan 174 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 16 PLANNING & DEVELOPMENT SERVICES PERFORMANCE MEASURES Council Priority: (A) A Sustainable Community (Economic Vitality, Environment, and Affordable Housing) and (B) Good Neighborhoods, Affordable Housing and varied Recreational Activities Goal: (A) Facilitate the creation and adoption of a community supported, innovative, and comprehensive updated Regional Land Use Plan, Zoning Code, Property Maintenance Ordinance, 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 Code, Property Maintenance Ordinance, 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 10 CY 11 CY 12 CY 13 Measures: (A) Actual Actual Estimate Proposed Regional Plan Milestones (Percent completed) 50% 60% 75% 90% Percent of development applications that meet 95% 98% 98% two or more of Council policies Zoning Code Amendment Milestones (Percent 80% 100% 100% completed) Property Maintenance Ordinance (Percent 100% completed) Energy Code (Percent completed) 100% 100% 100% - Annual Financial Plan 175 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 16 Measures: (B) Regional Plan (Major meeting public attendance goal.) Regional Plan (Minor meeting/events attendance goal.) Zoning Code (Percent major meeting public attendance goal) Zoning Code (Percent minor meeting public attendance goal.) Property Maintenance Ordinance (Percent major meeting public attendance goal) Property Maintenance Ordinance (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 & DEVELOPMENT SERVICES CY 10 Actual CY 11 Actual CY 12 Estimate CY 13 Proposed 95% 100% 95% 95% 95% 90% 90% 95% 95% 95% - - 95% 95% - - - - 95% 95% - - 95% 95% 95% 95% 95% - 90% 95% 95% - 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 10 CY 11 CY 12 CY 13 Actual Actual Estimate Proposed Measures: Participate in neighborhood clean-up efforts. Ongoing Ongoing Ongoing 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Meet with neighborhood groups to build stronger Ongoing Ongoing Ongoing relationships. Tool: Meet with neighborhood residents Frequency: Min. 1 time per month Scoring: 90% Progressing Trend:  Annual Financial Plan 176 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 16 CY 10 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:  PLANNING & DEVELOPMENT SERVICES CY 11 Actual Ongoing CY 12 Estimate Ongoing CY 13 Proposed - Council Priority: (A) A Sustainable Communities (Economic Vitality, Environment, and Affordable Housing) and (B) Good Neighborhoods, Affordable Housing and varied Recreational Activities 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 10 CY 11 CY 12 CY 13 Measures: (A) Actual Actual Estimate Proposed Percent of development applications that meet 98% 98% 98% 98% two or more of Council policies. Measures: (B) Percent of built projects that meet scoring target. CY 10 Actual 92% CY 11 Actual 85% CY 12 Estimate 90% CY 13 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 10 CY 11 CY 12 CY 13 Measures: (A) Actual Actual Estimate Proposed Percent of error free plan reviews 98% 100% 100% 100% Percent of error free building inspections 98% 100% 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 CY10 Actual CY 11 Actual CY 12 Estimate CY 13 Proposed 90% 100% 95% 95% 90% 95% 95% 95% 177 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 16 PLANNING & DEVELOPMENT SERVICES Council Priority: A Sustainable Community 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Percent of land development applications approved without “surprise” conditions when 98% 99% 99% 100% 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 10 Measures: Actual Percent of building & engineering permits issued without “surprise” construction plan conditions of 94% approval. Annual Financial Plan 178 CY 11 Actual CY 12 Estimate CY 13 Proposed 95% 95% 100% City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 16 PLANNING & DEVELOPMENT SERVICES 16-PLANNING & DEVELOPMENT SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2010-2011 $ 1,856,330 43,067 44,364 $ 1,943,761 Adopted Budget 2011-2012 $ 1,822,470 60,314 67,144 $ 1,949,928 Estimated Expenditures 2011-2012 $ 1,699,559 48,055 60,623 $ 1,808,237 Proposed Budget 2012-2013 $ 1,813,041 70,961 60,713 $ 1,944,715 Budget-Budget Variance $ (9,429) 10,647 (6,431) $ (5,213) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ADVANCE PLANNING BUILDING PLANNING REVIEW BUILDING INSPECTION CODE COMPLIANCE CURRENT PLANNING TOTAL $ 226,110 200,347 215,299 529,273 281,232 491,500 1,943,761 $ 215,628 301,256 720,967 194,138 517,939 1,949,928 $ 216,138 283,119 658,990 186,071 463,919 1,808,237 $ 217,990 323,851 725,791 178,381 498,702 1,944,715 $ $ 1,944,715 1,944,715 $ 2,362 22,595 4,824 (15,757) (19,237) (5,213) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Planning and Development Services operating budget has decreased by less than 1% and there are no capital expenditures. Personal services decreased by 1%, despite increases in retirement and salary costs, due to a reduction in a Planning Technician position. Contractual increases of 18% reflect one-time authorizations of $36,746, primarily attributable to the Regional Plan. Commodities decreases of 10% are due to Section 15, 16, and 17 realigning their program expenditures to better match program needs. The section had several one-time approvals, including a Regional Plan Proof Editor ($15,000), Plan Amendments and Public Education Events ($2,250), noncapital equipment ($3,000), copying/printing ($5,124) and postage ($2,795) related to the Regional Plan. There was also a one-time authorization for $2,000 for the Regional Plan ASU Decision Theater. Annual Financial Plan 179 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 17 ENGINEERING MISSION The Community Development Division is a client focused team that enables quality development, reinvestment and conservation of the natural and built environment through publicly adopted policies. PROGRAM DESCRIPTION The Engineering Section is made up of 4 Programs: Capital Improvements (see Section 03), Transportation Engineering, Development Engineering and Engineering Inspection & Testing. FY 12 ACCOMPLISHMENTS Administration  Conducted Engineering Section staff meetings  Attended Engineering Section’s 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 the Capital Improvements and Change Order Committees  Member of the Quality Infrastructure Cabinet  Member of the Inter-Division Staff (IDS) development review team  Member of Flagstaff Metropolitan Planning Organization’s (FMPO) Technical Advisory Committee  Member of Community Development’s (CD) Development Oversight Team  Attended Council Meetings, Executive Sessions and Work Sessions  Attended Transportation Commission meetings  Monitored established performance measures for the Engineering Section  Facilitated improvements to CD’s Single Point of Contact development review process Transportation Engineering  Provided support for Traffic Impact Analysis’ for WestSide 197, and Juniper Point  Provided support for the North Fourth Street Corridor Study  Member of FMPO Technical Advisory Committee  Supported the Transportation Commission to engage the public and provide forum for public input  Led discussion with the Transportation Commission as staff Liaison on; traffic calming in the La Plaza Vieja Neighborhood; updates to the Residential Neighborhood Traffic Management Program Guidebook and; Texting While Driving Prohibition Ordinance (recommendation forwarded to the City Council).  Provided private and capital plan reviews on numerous projects  Addressed Citizen complaints in part with 30 internal Work Orders for new or revised traffic control devices  Processed signage and striping improvements City wide  Supported Risk Management in the defense of roadway related claims against the City  In cooperation with GIS, developed and updated a comprehensive crash database and mapping tool  Administered several federally funded Highway Safety Improvement Program (HSIP) projects including; pedestrian head upgrade to countdown type; Citywide signing inventory and management system; crosswalk and stop bar marking upgrades; guardrail inventory and design; Beulah Boulevard bike lanes design and; intersection studies and design at Switzer Canyon/Turquoise and Zuni/Lone Tree intersections.  Ensured proper signal timing and operation of 52 city owned traffic signals Annual Financial Plan 180 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 17 ENGINEERING Development Engineering  Managed and processed updates to the Engineering Design and Construction Standards & Specifications for New Infrastructure  Updated the Civil Construction Plan Submittal & Processing handout to reflect changes due to the new Zoning Code and Engineering Standards  Implemented and streamlined several new processes in order to improve customer service  Fully implemented and utilized the new project team structure model during the construction phase of projects including, requirement for a pre-construction conference and management of the Certificate of Occupancy process  Restructured and updated the User Fee schedule for the Program Engineering Inspection & Testing  Performed 4,363 materials tests (asphalt, concrete & soils)  Performed 9,004 inspections in the City right-of-way  There was no warranty work required on any of the construction projects  Materials Lab staff attended asphalt testing training provided by the independent testing firm ATL (Arizona Testing Laboratory)  There were no on the job personal injuries  There were no vehicle accidents  19 major construction projects received a Final Letter of Acceptance  Staff received the City Manager’s excellence award for Teamwork on the Fort Tuthill Water and Sewer project  All inspectors attended and received competent certification in Confined Space Entry  All inspectors attended and received competent certification in Trenching and Excavations  Inspectors attended traffic signal installation training  Purchased a new Marshall Stability Flow machine for the Materials Laboratory  Passed inspection from the Arizona Radiation Regulatory Agency (nuclear densometers) FY 13 NEW INITIATIVES AND GOALS Administration  Provide leadership and support for the Engineering Section  Work closely with other Divisions/Sections to ensure thorough communication  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 Transportation Commission and its advisory committees to engage the public and establish positive working relationships  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 FMPO, develop revised Traffic Impact Analysis guidelines for private development projects Annual Financial Plan 181 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 17 ENGINEERING Development Engineering  Simplify the present Right-of-Way permits into a single permit  Successfully implement new project tracking software into the Program processes and permits  Continue to refine and simplify processes and procedures in order to improve customer service  Successfully implement the new Engineering Design and Construction Standards & Specifications for New Infrastructure  Assist with the re-write of the COF Stormwater Management Design Manual Engineering Inspection & Testing  Maintain current levels of NICET (National Institute for Certification In Engineering Technologies) certifications through continued education  Obtain next level of NICET certification for those that have not reached Level IV (maximum)  Ensure reliable, quality infrastructure through implementation of the new Engineering Design and Construction Standards & Specifications for New Infrastructure  Ensure compliance with approved plans and Engineering Standards  Continue to provide timely inspections and materials tests for both private development and capital improvement projects  Continue to maintain an extremely low amount of warranty work on the construction projects  Continue to ensure the public’s, contractor’s and staff’s safety on all permitted projects in the right-of-way PERFORMANCE MEASURES Council Priority: Deliver Quality and Reliable Infrastructure Goal: Effective operation of the City’s Transportation network Objective: Maintain and/or improve traffic, bicycle and pedestrian safety Type of Measure: Output Tool: Logged citizen complaints and operational observations Frequency: Regularly Scoring: Dashboard - yellow (80# - 60#) Trend:  CY 10 CY 11 Measures: Actual Actual Number of work orders provided to public works 144 60 plus number of traffic studies performed CY 12 Estimate 80 CY 13 Proposed 80 Council Priority: Deliver Quality and 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: Dashboard - green (>90%) Trend:  Annual Financial Plan 182 City of Flagstaff COMMUNITY DEVELOPMENT Measures: Percentage of projects without malfunctioning or underperforming infrastructure throughout the project’s design life SECTION 17 CY 10 Actual 100% ENGINEERING CY 11 Actual 100% CY 12 Estimate 100% CY 13 Proposed 100% Council Priority: Deliver Quality and 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: Project Tracking by Program staff of actual review time for applications compared to predetermined period of time for the type of application Frequency: Quarterly Scoring: Dashboard - green (>90%) Trend:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed On-time review of land development applications 100% 91% 90% 90% Council Priority: Deliver Quality and Reliable Infrastructure Goal: Provide safe and functioning transportation, water, sewer and drainage systems for lasting use by our current and future residents Objective: Increase contractors understanding of the City’s Engineering Standards through improved communication regarding approved plans & specifications in order to improve construction quality Type of Measure: Program outcome Tool: Daily Materials/Laboratory Reports Frequency: Monthly Scoring: Dashboard - green (>95%) Trend:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Percentage of Lab tests performed that pass 99% 99% 99% 99% appropriate criteria after the initial (1st ) test Type of Measure: Program outcome Tool: Daily Inspection Reports Frequency: Monthly Scoring: Dashboard - green (>95%) Trend:  Measures: Percentage of projects that do not have any corrective work issues that arise during the 1 year warranty period Annual Financial Plan CY 10 Actual 100% 183 CY 11 Actual 100% CY 12 Estimate 100% CY 13 Proposed 100% City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 17 ENGINEERING 17-ENGINEERING EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2010-2011 $ 1,331,136 36,539 27,127 $ 1,394,802 Adopted Budget 2011-2012 $ 1,330,850 45,827 27,434 $ 1,404,111 Estimated Expenditures 2011-2012 $ 1,179,757 46,627 26,677 $ 1,253,061 Proposed Budget 2012-2013 $ 1,311,747 46,327 22,342 $ 1,380,416 Budget-Budget Variance $ (19,103) 500 (5,092) $ (23,695) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TRAFFIC ENGINEERING PRIVATE DEVELOPMENT ENGINEER PUBLIC WORKS INSPECTION MATERIALS TESTING TOTAL $ 141,822 148,194 417,370 560,442 126,974 1,394,802 $ 175,615 214,072 435,321 456,470 122,633 1,404,111 $ 160,967 199,260 407,077 366,094 119,663 1,253,061 $ 182,240 232,061 445,803 395,759 124,553 1,380,416 $ 6,625 17,989 10,482 (60,711) 1,920 (23,695) SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND $ $ 846,633 533,783 1,380,416 COMMENTARY: The Engineering operating budget has decreased 2% and there are no capital expenditures. Personal services decreases of 1% are due to 1.0 FTE staffing reductions of an Engineering Inspector, and addition of a 0.5 FTE Intern, pay restoration, and slight increases in retirement and benefits costs. Contractual increases of 1% are due to utility cost increases. Though there were significant decreases in telephone expenses, the utility costs increased at a greater level. Commodities decreases of 19% are due to vehicle related costs, reduced workorder charges, and miscellaneous other equipment. Annual Financial Plan 184 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 19 HOUSING 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. PROGRAM DESCRIPTION The Housing Section administers the Community Development Block Grant Entitlement Program; provides technical assistance to non-profits in the community seeking Federal or State funding to provide services for low or moderate income members of the community; designs and implements new affordable housing programs as funding allows, such as the Community Land Trust Program; works with the greater housing community to develop City policies encouraging private sector solutions for affordable housing; works to encourage development of affordable housing not related to policy; provides information to the community and City Council as requested on affordable and workforce housing issues; and facilitates public participation or provides support for numerous community planning processes and documents. CY 11 ACCOMPLISHMENTS Division 19  Three Izabel Homes (Phase I) sold and occupied  Three new homes at Izabel Homes (Phase II) completed – one under contract as of 12/31/2011  Extended contract for long-term administration with BOTHANDS Inc. for Izabel Homes.  Fifteen housing rehabilitation projects completed  Nine housing rehabilitation projects in process  Rehabilitation program monitored two times (routine) – no findings for either monitoring, 100% compliance  Provided land to Habitat for Humanity for construction on one home – construction underway  Administration of 39 ownership and 61 rental deed restricted and CLTP units  Participated in planning efforts related to the Regional Plan and Zoning Code re-write  Affordability Plan for Elevation completed and accepted  Provided development incentives as appropriate to Elevation  Participated in developer negotiations as appropriate with Development Services Division 31  Monitored by Arizona Department of Housing – Programs found to be 100% in compliance  Active participation in local Continuum of Care  Federal and State grant funds administered successfully  Provided CDBG funding to benefit vulnerable populations as awarded by Council  Provided home repair assistance to moderate-income households though the Owner Occupied Housing Rehabilitation Program.  Conducted public outreach and created 5-year Consolidated Plan  Received approval from City Counsel and HUD for the City’s 5-year Consolidated Plan.  Completed a new Analysis of Impediments to Fair Housing Choice approved by Council and HUD  Continuing public education on Fair Housing and Landlord Tenant laws Annual Financial Plan 185 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 19 HOUSING CY 12 NEW INITIATIVES AND GOALS  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  Participate in the creation of a Property Maintenance Ordinance 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 2011 Number of units or people served People $$ Spent Funding Source 1 shelter $124,000 Federal Ownership 13 $679,940 Federal, State, GF $23,610 Federal $398,221 Federal, State $17,270 Federal $193,862 Federal  Neighborhood Revit  Ownership Other Services  Eviction Prevention 188 15 Rehab 370 homebuyer counseling 136 Trend Units Homeless Services  Homeless Percentage of Affordable in comparison to existing housing stock 1 ADA Rehab  Perm AH .5%; ah .5% Total = 1%  Total 694 30 $1,395,013 *Housing Authority Units and Accomplishments reported within Division 00 No private, rental or ownership, units were permitted in the reporting period. Annual Financial Plan 186 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 19 HOUSING Council Priority: Affordable Housing & Community Sustainability Goal: Administer grant funding in full compliance with funding source requirements. Objective: Planning & Delivery Type of Measure: Outcome Tool: Compilation of evaluation reports Frequency: Annually, dependent on Federal and State feedback Scoring: 100% Trend:  CY 10 CY 11 Measures: Actual Actual Percentage of compliance achieved with 100% 100% requirements for grants received from the State and Federal governments. SECTION: CY 12 Estimate 100% CY 13 Proposed 100% 19-HOUSING EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2010-2011 $ 275,065 861 (38,811) $ 237,115 Adopted Budget 2011-2012 $ 298,319 9,258 (58,585) $ 248,992 Estimated Expenditures 2011-2012 $ 220,383 9,258 (14,910) $ 214,731 Proposed Budget 2012-2013 $ 297,429 9,258 (58,585) $ 248,102 Budget-Budget Variance $ (890) $ (890) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION LAND TRUST TOTAL $ 156,855 80,260 237,115 $ 227,169 21,823 248,992 $ 138,486 76,245 214,731 $ 162,138 85,964 248,102 $ $ 248,102 248,102 $ (65,031) 64,141 (890) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Housing operating budget has decreased .4% and there are no capital expenditures. Personal Services decreases are due to personnel turnover which offsets the pay restoration and increasing retirement benefits. Contractuals and Commodities had no changes. There is no major capital (>$10,000) for this section. Annual Financial Plan 187 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 31 COMMUNITY REDEVELOPMENT 31-COMMUNITY REDEVELOPMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2010-2011 $ 68,148 878,641 53,166 448,444 $ 1,448,399 Adopted Budget 2011-2012 $ 67,101 2,672,860 6,900 483,000 $ 3,229,861 Estimated Expenditures 2011-2012 $ 66,543 1,532,420 27,397 1 $ 1,626,361 Proposed Budget 2012-2013 $ 68,269 3,334,503 (16,100) $ 3,386,672 Budget-Budget Variance $ 1,168 661,643 (23,000) (483,000) $ 156,811 $ $ $ $ $ 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 $ 924 81,321 509,557 29,194 128,368 5,619 3,868 80,354 97,305 91,589 39,996 92,533 65,741 101,408 24,541 93,081 3,000 1,448,399 $ 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 $ 74,800 598,194 328,822 20,851 86,087 39,572 120,998 96,411 167,020 21,455 47,330 25,014 (193) 1,626,361 $ 70,000 62,348 1,342,775 300,000 330,000 279,818 120,000 89,498 251,000 247,353 121,880 112,500 59,500 3,386,672 $ $ 3,386,672 3,386,672 $ 70,000 (21,832) 176,543 30,000 (26,471) (27,992) 39,498 (13,909) 40,000 (1) (97,225) (21,455) 5,170 4,486 (1) 156,811 SOURCE OF FUNDING: COMMUNITY REDEVELOPMENT FUND COMMENTARY: The Housing and Community Services operating budget had a 2% increase and capital expenditures total $483,000 resulting in an overall a net increase of 5%. Personal Services include retirement benefit increase and a pay restoration. Contractuals increase is due to increases in Other Miscellaneous Services expense. Commodities had a decrease due to a reduction in contra work order charges. Annual Financial Plan 188 City of Flagstaff CITY OF FLAGSTAFF SECTION 45 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, 80 units low-income housing, 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. FY 12 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, including a lease-up rate in excess of 97% for the year ending June 30, 2012. Returned to 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 95% for the year ended June 30, 2012. Continued to upgrade units, grounds and replace aging equipment by utilizing HUD’s Capital Fund Program. 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 Re-started resident council by providing intensive assistance to interested residents. Continued implementation of ROSS Grant to enhance resident opportunities for self sufficiency Completed Fiscal Year 2011 financial audit with no findings. Achieved 100% leased rate for 25 units under the VASH program, marking full program implementation within one year of receiving grant. FY 13 NEW INITIATIVES AND GOALS      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 and investigate other avenues for affordable housing funding. 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. Annual Financial Plan 189 City of Flagstaff CITY OF FLAGSTAFF SECTION 45 FLAGSTAFF HOUSING AUTHORITY PERFORMANCE MEASURES Council Priority: 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 10 FY 11 FY 12 FY 13 Measures: Actual Actual Estimate Proposed PHAS High Performer 100% 100% 100% 100% SEMAP High Performer 0% 85% 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: 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 10 FY 11 FY 12 FY 13 Measures: Actual Actual Estimate Proposed Housing Authority control deficiencies 0 0 0 0 Housing Authority significant deficiencies 0 0 0 0 Housing Authority audit findings 0 0 0 0 Annual Financial Plan 190 City of Flagstaff CITY OF FLAGSTAFF SECTION: SECTION 45 FLAGSTAFF HOUSING AUTHORITY 45-FLAGSTAFF HOUSING AUTHORITY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2010-2011 $ 1,167,600 4,073,080 135,199 615,478 $ 5,991,357 Adopted Budget 2011-2012 $ 1,729,584 5,017,862 136,644 558,210 $ 7,442,300 Estimated Expenditures 2011-2012 $ 1,708,932 5,089,725 158,931 171,193 $ 7,128,781 Proposed Budget 2012-2013 $ 1,747,672 5,095,321 162,148 308,765 $ 7,313,906 Budget-Budget Variance $ 18,088 77,459 25,504 (249,445) $ (128,394) $ $ $ $ $ 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 $ 2,481,686 57,280 3,611,866 40,997 278,471 972,000 7,442,300 $ 2,087,333 58,237 3,691,299 41,441 278,471 972,000 7,128,781 $ 2,269,227 54,597 3,648,935 41,147 298,750 1,001,250 7,313,906 $ $ 7,313,906 7,313,906 $ (212,459) (2,683) 37,069 150 20,279 29,250 (128,394) SOURCE OF FUNDING: FLAGSTAFF HOUSING AUTHORITY FUND COMMENTARY: The Housing Authority operating budget has increased 2% and their capital expenditures total $308,765 resulting in an overall net decrease of 2%. Personal services increases are due to market increases and changes in benefits. There was also a mid year addition of .5 FTE for a Maintenance Worker. Contractuals increases are due to utilities, training, and IT contact. Commodities increase is due to general inflationary cost increases. Major capital (>$10,000) is for sewer line, siding and landscaping improvements ($308,765). Capital improvements are funded by HUD's Capital Grant program. Annual Financial Plan 191 City of Flagstaff Inner Basin Pipeline Reconstruction - June 2012 Annual Financial Plan 192 City of Flagstaff FIRE DIVISION MISSION The mission of the Flagstaff Fire Division is to responsibly protect values at risk in our community, which are accomplished by protecting life, property, and community resources; through preparation, prevention, response and mitigation. Annual Financial Plan 193 City of Flagstaff FIRE Annual Financial Plan City Administration 01 1 City Manager Utilities, Services, & Safety 01 1 Deputy City Manager z 21 1 Division Director (Fire Chief) 2 Admin Spec 194 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 10 Fire Fighters 7 Fire Captains 7 Fire Engineers 10 Fire Fighters 7 Fire Captains 7 Fire Engineers 11 Fire Fighters 1 Fire Inspector 1 Wildland Fire Leadworker 1 Wildland Fire Specialist I City of Flagstaff FIRE DEPARTMENT SECTION 21 FIRE MISSION The mission of the Flagstaff Fire Department is to responsibly protect values at risk in our community. We do this by protecting life, property, and community resources through preparation, prevention, response, and mitigation. PROGRAM DESCRIPTION The Fire Department is responsible for protecting life, property, and resources through the delivery of public safety services. Prevention, preparedness, mitigation, and response represent the core of the program efforts. The organized divisions include Administration, Prevention, Training, Operations, and Wildland Fire Management. FY 12 ACCOMPLISHMENTS        Continually monitored response data for NFPA compliance Absorbed the duties of the Deputy Chief of Administration. Tracked and insured Hazardous Fuels Mitigation treatment work was completed for grant compliance Maintained our high Customer Satisfaction score Completed rollover in to new Public Safety Radio System. Initiated a Social Media program Absorbed the duties of two Assistant Wildland Fire Managers FY 13 NEW INITIATIVES AND GOALS    Manage increasing alarm load and maintain response data for NFPA compliance. Maintain our high Customer satisfaction score Manage fleet needs through use and cost analysis PERFORMANCE MEASURES Council Priority: Public Safety Goal: To provide the highest level of customer services Objective: Monitor and increase Customer satisfaction Type of Measure: Program Effectiveness Tool: Customer Satisfaction Survey Frequency: Quarterly Scoring: Percent received with and above satisfactory score. We will use the first year to set a standard. Trend:  (New program) CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Customer Satisfaction 98.925% 97% 97% 97 Annual Financial Plan 195 City of Flagstaff FIRE DEPARTMENT SECTION 21 FIRE Council Priority: Public Safety Goal: To have all Fire Code violations corrected with 120 days of recognition. Objective: To ensure Fire Code violation are fixed or cleared. Type of Measure: Program Efficiency Tool: Using our Data Base system we can track violations and the clearing of them Frequency: Quarterly Scoring: Over 85% = progress, 84% to 70% = Caution, below 69% evaluate the program Trend:  (New program) CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Correct, or refer to fire prevention 100% of fire 87% 88% 88% code violations found during quarterly engine company inspections within 120 days (Note: All fire code violations are ultimately corrected.) Council Priority: Public Safety Goal: Maintain a low level of Property loss due to fire Objective: Limit fire loss to less than 2 tenths of a percent of Flagstaff’s full cash value. Type of Measure: Program Effectiveness Tool: The fire loss reporting system Frequency: Quarterly Scoring: .2 or below = progressing, .2 to .3 = Caution, more than .3 = revaluate the program. Trend:  (New program) CY 10 CY 11 CY 12 Measures: Actual Actual Estimate Limit fire loss to less than 2 tenths of a percent of .16294 .175 .175 Flagstaff’s full cash value. (Note: Fire Loss includes contents not reflected in a property’s full cash value). CY 13 Proposed 88% CY 13 Proposed .175 Council Priority: Public Safety Goal: Provide Advance Life Support (ALS) to all areas of the City Objective: Track and maintain above 94% of days with ALS personnel operating in each fire station district. Type of Measure: Program Effectiveness Tool: Track via daily staffing rosters Frequency: Quarterly Scoring: 95% progress, 94% to 90% Caution, below 89% Evaluate the program Trend:  Measures: CY10 CY 11 Actual Actual 97% 95% Station #1 96% 95% Station #2 95% 95% Station #3 92% 95% Station #4 95% 95% Station #5 96% 95% Station #6 99% 95% Station #7 Annual Financial Plan 196 CY 12 Estimate 95% 95% 95% 95% 95% 95% OOS CY 13 Proposed 95% 95% 95% 95% 95% 95% OOS City of Flagstaff FIRE DEPARTMENT SECTION 21 FIRE Council Priority: Public Safety Goal: To complete 2 hours of training per day, per employee a total of 60 hour per person. Objective: To ensure our firefighters perform 60 hours of training per quarter as per ISO guidelines. Type of Measure: Program Effectiveness Tool: Reports 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Number of training hours per person completed 66.5 Per 240 240 240 this year in support of ISO guidelines. quarter. Year=266 Council Priority: Public Safety Goal: Limit the amount of lost time line of duty injuries to .5 FTE’s per day. Objective: To maintain a level of less then .5 FTE’s of lost time due to line of duty injuries. Type of Measure: Outcome Tool: Review 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 10 CY 11 CY 12 Measures: Actual Actual Estimate Limit the amount of lost time resulting from line of .048 .5 .5 duty injuries to .5 FTE’s per day. Council Priority: Public Safety Goal: Provide the quickest response to 911 emergency call. Objective: Achieve response time with NFPA 1710 standards Type of Measure: Program Efficiency Tool: Response time analysis in our data base system. Frequency: Quarterly Scoring: 90% progressing, 89%to 75% Caution, Below 74% revaluation of the program. Trend:  CY 10 CY 11 CY 12 Measures: Actual Actual Estimate The first arriving vehicle is on scene of an 66.2% 55% 55% incident within 4 minutes, 90% on the time. The balance of the first alarm assignment on fire 65% 70% 70% calls arrives on scene within 8 minutes, 90% of the time. Companies initiate response within 1 minute of 67.6% 70% 70% receipt of the alarm, 90% of the time. Annual Financial Plan 197 CY 13 Proposed .5 CY 13 Proposed 55% 70% 70% City of Flagstaff FIRE DEPARTMENT SECTION 21 FIRE Council Priority: Public Safety Goal: Ensure the department is actively reducing Wildfire risk to the community. Objective: Complete 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Thinning - Complete 60 acres 469 acres 240 acres 240 acres 240 acres Debris Disposal - Complete 80 acres (Pile burning, chipping, or removal) 637 acres 320 acres 320 acres 320 acres Ecosystem Health - Complete 40 acres of broadcast burning 342 acres 160 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 5.9 acres* ≤ 5 acres ≤ 5 acres ≤ 5 acres ≤ 20 acres ≤ 20 acres ≤ 20 acres Annual Financial Plan .2 acres ** 5.2 acres* .3 acres** 198 City of Flagstaff FIRE DEPARTMENT SECTION: SECTION 21 FIRE 21-FIRE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2010-2011 $ 8,091,465 480,770 414,654 133,763 $ 9,120,652 Adopted Budget 2011-2012 $ 7,825,425 366,330 430,756 451,200 $ 9,073,711 Estimated Expenditures 2011-2012 $ 7,405,573 453,042 488,023 19,001 $ 8,365,639 Proposed Budget 2012-2013 $ 7,834,241 424,560 431,362 710,000 $ 9,400,163 Budget-Budget Variance $ 8,816 58,230 606 258,800 $ 326,452 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION FIRE PREVENTION TRAINING FIRE OPERATIONS NAU FIRE GRANT II FUEL MANAGEMENT PROGRAM GENERAL WILDFIRE RESPONSE CAPITAL LEASE - ENGINE FY 09 AZ HOMELAND SECURITY FY 10 GOHS - EQUIPMENT HAZARDOUS FUEL AZ HOMELAND SECURITY GOHS ASSISTANCE TO FF SAFER GRANT NAVAL OBSERVATORY THIN 10 RECOVERY-PS STABILIZATION ADEM REIMBURSEMENT FY12 HAZARDOUS FUEL GRANT TOTAL $ 266,074 280,823 54,418 7,473,056 1,341 287,660 460,645 41,665 49,032 2,652 126,105 41,079 6,143 29,959 9,120,652 $ 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 $ 200,352 200,593 8,250 7,280,140 148,281 183,470 41,889 187,083 18,971 2,000 24,582 60,028 10,000 8,365,639 $ 888,098 207,160 8,250 7,989,660 207,275 41,720 58,000 9,400,163 $ $ 9,400,163 9,400,163 $ 49,885 17,030 (2,053) 1,025,380 63,210 (169) (61,831) (150,000) (5,000) (250,000) (360,000) 326,452 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Fire Department operating budget has increase 1% and capital expenditures total $710,000 resulting in an overall net increase of 4%. Personal Services increases are due to pay restoration and a large increase in public safety retirement benefits and offset by the grant funded Wildland Fire Leaderworker budgeted for in Division 44 for fire grants. Contractual increases are due to anticipated utility rate increases for electricity, heating, water and sewer in addition to increases in training and County IGA contract for IT services. Commodities increases are due to increases in safety supplies. All fire grants have been moved to Division 44 starting in FY2013. Major capital (>$10,000) includes $260,000 for two Type 6 brush trucks and $450,000 for Type 1 fire engine. Annual Financial Plan 199 City of Flagstaff FIRE DEPARTMENT SECTION: SECTION 44 FIRE GRANTS 44-FIRE GRANT EXPENDITURES BY CATEGORY: PERSONAL SERVICES COMMODITIES CAPITAL TOTAL Actual Expenditures 2010-2011 $ $ - Adopted Budget 2011-2012 $ $ - Estimated Expenditures 2011-2012 $ $ - Proposed Budget 2012-2013 $ 575,000 40,000 200,000 $ 815,000 Budget-Budget Variance $ 575,000 40,000 200,000 $ 815,000 $ $ $ $ $ EXPENDITURES BY PROGRAM: AZ HOMELAND SECURITY GOHS GRANT ASSISTANCE TO FIREFIGHTE SAFER GRANT NAVAL OBSERVATORY THIN 1 FY12 HAZARDOUS FUELS GRT TOTAL $ - $ - $ - $ 50,000 30,000 150,000 360,000 10,000 215,000 815,000 $ $ 815,000 815,000 $ 50,000 30,000 150,000 360,000 10,000 215,000 815,000 SOURCE OF FUNDING: GENERAL FUND Annual Financial Plan 200 City of Flagstaff POLICE DIVISION MISSION The mission of the Flagstaff Police Division is to protect and preserve life, property, public order, and the rights of the individual by providing exemplary service through the establishment of a partnership of shared responsibility, support, and trust with law abiding members of the community. Annual Financial Plan 201 City of Flagstaff POLICE Annual Financial Plan City Administration 01 1 City Manager Utilities, Services, & Safey 01 1 Deputy City Manager Police 22 1 Division Director (Police Chief) Internal Investigation/ Administrative Services 1 Sergeant Operations Support Services 1 Deputy Police Chief 1 Deputy Police Chief Criminal Investigations Patrol Community Relations/ Support Services Communications Special Services 1 Police Lieutenant 3 Police Lieutenant 1 Police Sergeant 1 Police Support Services Supv(Civilian) 1 Police Communications Manager 1 Police Special Svcs Supv (Civilian) Emergency Services Training 1 Admin Spec 1 Police Officer 202 A Squad Tactical Operations 1 Police Sergeant 5 Police Detective 1 Rotating Police Officer Police Officers As Assigned Citizen Volunteers Parking/Radar Graffiti Eradification Hostage Negotiations 2 Police Officer (DARE) B Squad Police Officers As Assigned 8411 1 Police Sergeant 5 Police Detective 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 Explosive Disposal 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 Property Crimes C Squad D Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned 1 Police Sergeant 1 Police Corporal Police Officers As Assigned 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 Enforcement L Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned 1 Police Sergeant Police Officers As Assigned 1 Police Detective City of Flagstaff 1 Animal Control Officer Reserves 1 Parking Control Officer Total Number Police Officers = 77 Total Commissioned Personnel = 115 Total Civilian Personnel = 53 Total Department Personnel = 168 POLICE SECTION 22 POLICE MISSION The mission of the Flagstaff Police Department is to protect and preserve life, property, public order, and the rights of the individual by providing exemplary service through the establishment of a partnership of shared responsibility, support, and trust with law abiding members of the community. 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. 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 prevention of crime and disorder using community policing programs, data driven decision making, inteligence led policing and other proactive tactics ment to suspress cime and apprehend criminal offenders. The uniformed patrol division, criminal investigations division and various specialty assignments and task force operations comprise the operational units of the Flagstaff Police Department. FY 12 ACCOMPLISHMENTS        Researched and implemented a new 800mghz digital public safety radio systems. This project includes the purchase of new mobile and portable radios for the police and fire departments, and the upgrade from a two antenna array to a four antenna array to improve radio reception. The system is also dual band, meaning Flagstaff Police Department officers can speak directly with CCSO deputies who operate off of a VHF radio system in the field significantly improving our interoperability in joint emergency response. We improved our response to violence against women initiatives in a number of ways. First, we revised the unfounded classification of sexual assaults to false and baseless in response to federal recommendations. We also track sexual assaults forwarded to the county attorney’s office for review to track those returned for further investigation, those charged, and those declined. We worked closely with NACASA to significantly improve our anonymous reporting capabilities with sexual assault victims. All officers on the department received training on the newly developed Coconino county DV protocol. We identify prominent aggressors on scene, and make arrests where appropriate. We have developed an officer involved domestic violence policy using IACP recommendations. Revised the entire policy manual for the Flagstaff Police Department as part of the adoption of Lexipol. We conducted 57 community support meetings in addition to neighborhood related Block watch meetings. Educational items included information on identity theft, medical marijuana, SB1070, property crime, etc. Maintained a presence on the domestic fatality review team. Developed policy on medical marijuana, assisted in the development of zoning code revisions governing medical marijuana dispensaries and offered outreach to the public on this topic. Strengthened the Departments peer and formal counseling abilities through the creation of CISM (crisis incident stress management) teams. Annual Financial Plan 203 City of Flagstaff POLICE SECTION 22 POLICE FY 13 NEW INITIATIVES AND GOALS          Reduce property crime by 10% by strengthening our partnerships in the community such as the Flagstaff Retail Asset Protection Program, (FRAPPA), identifying repeat offenders and working with the county attorneys office on enhanced prosecution of those individuals, allocate resources based on data received through Compstat, present revisions of the second hand ordinance to Council, and increase the enforcement of part II drug offenders. Finalize the adoption of the Lexipol manual, and institute “every day is a training day”. Explore creation of a multi agency CART (Child Abduction Response Team). Hire and train 4 new COPS grant officers and create a Southside Squad to address quality of life issues, crime in this area, and parking concerns. Explore software for tracking internal affairs, use of force, and citizen complaint investigations. Continue to revise Compstat to allow for more timely information sharing and pre-emptive policing. Explore the use of various social media venues to enhance our community outreach, sharing of information and overall accessibility to the public we serve. Improve Safety of Bushmaster Park. th Dissolve the 5 grade DARE program, utilizing one DARE officer and the FBI liaison officer to create a new School Resource Officer program (SRO). Choose a new research supported youth educational program to be taught by the SRO’s at the 8th and 9th grade levels starting Fall semester 2012. Develop appropriate measures and benchmarking to determine the effectiveness of this new program. PERFORMANCE MEASURES Council Priority: Public Safety Goal: Improve security for the citizens of Flagstaff by addressing the high rate of property crimes in our community. Objective: 1. Reduce property crimes by 10% per year 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. 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. 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 10 CY 11 CY12 CY13 Measures: Actual Actual Estimate Proposed Value of Stolen Property $1,827,548 $1,416,927 $1,275,927 1148427 Property Crimes per 1,000 residents 46 46 41 37 Shoplifting Incidents 821 888 800 720 Vehicle Burglaries 392 401 360 320 *recent economic conditions coupled with any reductions in staffing of patrol officers may result in reversal of downward trend in property crimes. Annual Financial Plan 204 City of Flagstaff POLICE SECTION 22 POLICE Objective: 3. 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%. 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Property Crimes Cleared 35% 36% 37% 38% Arrests for Part II drug offenses 10.6 8.8 9 9 Council Priority: Public Safety Goal: Promote traffic safety on Flagstaff's streets by identifying and targeting the causes of motor vehicle collisions and by providing a highly visable deterrent. Objective: Reduce traffic collisions and associated injuries by 5%, from CY08 (3,129, considered an average year considering weather conditions and number of accidents), through the identification & targeting of collision-causing violations such as impaired driving, speed, red light and following to closely. 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Traffic Citations Issued 15,273 12,732 15,500 16,000 Warnings Issued 13,252 12,427 13,500 13,700 Number of DUI Arrests 852 752 900 900 Speed Citations 1,961 1,913 2,000 2,200 Red Light Violation Citations 590 423 600 630 Following To Closely Citations 96 126 132 139 Seat Belt/Child Restraint Citations 997 531 550 575 All Collisions 2,736 2,533 2600 2600 DUI Related Collisions 73 98 75 70 Annual Financial Plan 205 City of Flagstaff POLICE SECTION 22 POLICE Council Priority: 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Total cases assigned to Detectives 3,635 3,287 3,000 2,800 Violent crime cases assigned to Detectives 271 270 256 240 % of violent crime cases cleared 61% 57% 60% 62% Objective: 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Part 1 violent crimes per 1,000 residents 4.1 4.0 4.0 3.9 Aggravated Assault 177 181 174 170 *recent economic conditions coupled with any reductions in staffing of patrol officers may result in reversal of downward trend in part one crimes. Objective: 3. Make full custody arrests in cases of domestic violence where sufficient probable cause exists. Maintain partnership with CCRT and enhance training on domestic violence related incidents. Achieve a 5% reduction in CY10 statistics following changes in 2010 in domestic violence laws. Scoring: Meets/exceeds, progressing towards, or away from 2% increase from FY07 (42%) in full custody arrests for domestic violence Trend:  (meets) CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed % of Domestic Violence incidents where an arrest is made 44% 42% 47% 50% Total Number Of Domestic Violence Incidents 1923. 1889. 1827 1827. Total Number Of Misdemeanor Domestic Violence Incidents 1685 1664 1600 1600 Total Number Of Felony Domestic Violence Incidents 238 225 227 227 Annual Financial Plan 206 City of Flagstaff POLICE SECTION 22 POLICE Council Priority: Good Neighborhoods, Affordable Housing and varied Recreational Activities. 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% from CY10 in Community Policing programs such as Community Support Meetings, and Volunteer Program. Conduct a minimum of 2 Citizen Academy’s a year. 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Volunteer Hours donated 1,623 1824 1,915 2011 Community Support Meetings 57 57 60 63 Objective: 2. 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Contacts with Public Intoxicants 2,466 2,252 2139 2000 Objective: 3. 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Number of founded complaints from citizens 13 7 16 16 Objective: 4. 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed % of positive responses to surveys 87% 84% 81% 81% Annual Financial Plan 207 City of Flagstaff POLICE SECTION 22 POLICE Council Priority: Public Safety Goal: Continuously improve public safety by ensuring rapid response to emergency calls for service to internal and external customers. Objective: 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) CY10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Average response time to priority one calls 4.19 min. 4.52 min. 4.40 min. 4.20 min SECTION: 22-POLICE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2010-2011 $ 12,410,677 1,303,090 84,416 40,330 $ 13,838,513 Adopted Budget 2011-2012 $ 12,828,717 1,255,467 389,764 174,600 $ 14,648,548 Estimated Expenditures 2011-2012 $ 12,676,960 1,457,504 240,384 33,426 $ 14,408,274 Proposed Budget 2012-2013 $ 12,981,608 1,277,916 480,733 171,174 $ 14,911,431 Budget-Budget Variance $ 152,891 22,449 90,969 (3,426) $ 262,883 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PATROL DETECTIVES RECORDS COMMUNICATIONS SPECIAL SERVICES CRIME PREVENTION AND TRAINING TOTAL 1,343,917 7,542,180 1,655,771 595,016 1,906,323 685,469 109,837 $ 13,838,513 1,958,854 7,650,959 1,599,363 596,802 2,021,679 701,851 119,040 $ 14,648,548 1,333,181 7,796,538 1,587,505 608,340 2,218,394 744,040 120,276 $ 14,408,274 1,791,314 7,910,073 1,555,440 701,173 2,120,730 710,119 122,582 $ 14,911,431 $ (167,540) 259,114 (43,923) 104,371 99,051 8,268 3,542 262,883 SOURCE OF FUNDING: GENERAL FUND $ 14,911,431 $ 14,911,431 COMMENTARY: The Police Departments operating budget has increased 2% and captial expenditures total $171,174 with an overall net increase of 2%. Personal Services increases are due to pay restoration and a large increase in public safety retirement benefits. Contractual increases are due to increase in maintenance contracts. Commodities increases due to increases in fuel and one-time expenditures for uniforms and equipment for the 4 new COPS officers. Major capital (>$10,000) includes (1) police sedan of $30,000 and $141,174 for (6) police cruisers. Annual Financial Plan 208 City of Flagstaff POLICE SECTION: SECTION 23 POLICE GRANTS 23-POLICE GRANTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2010-2011 $ 1,002,778 172,288 536,684 65,399 $ 1,777,149 Adopted Budget 2011-2012 $ 1,628,960 11,600 216,066 155,000 $ 2,011,626 Estimated Expenditures 2011-2012 $ 1,115,923 79,851 231,899 112,489 $ 1,540,162 Proposed Budget 2012-2013 $ 1,385,270 75,118 497,659 5,999 $ 1,964,046 Budget-Budget Variance $ (243,690) 63,518 281,593 (149,001) $ (47,580) $ $ $ $ $ EXPENDITURES BY PROGRAM: METRO 2011 HLS THERMAL IMAGING COPS HIRING - FY2011 RICO FUNDS FOR METRO LEO GRANT GOHS - DUI ENFORCEMENT FUSD - RESOURCE OFFICER COPS GRANT RECOVERY JAG GRANT RECOVERY - METRO CANNABIS ERADICATION RICO/METRO OVERTIME FY10 GOHS/ACCIDENT EQUIPMENT BULLET PROOF VEST FY12 PSN GANG PREV & EDUCATION DUI ENFORCEMENT RECOVERY POLICE PS STABILIZATION COUNTY IGA-BICYCLE SAFETY STATEWIDE GANG TASK FY10 HOMELAND SECURITY GRANT 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 CLICKET OR TICKET GRANT ED BYRNE MEMORIAL(JAG) ACJC DUI ABATEMENT TOTAL $ 2,013 245,216 250,599 22,511 54,580 415,963 59,989 282,295 38 40,269 5,745 5,796 34,840 2,326 202,335 11,370 46,875 8,924 30,367 6,108 6,786 42,204 1,777,149 $ 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 $ 271,573 100,000 135,683 56,808 20,000 55,000 414,070 43,489 4,000 40,310 5,745 5,525 10,000 17,421 179,093 86,531 10,000 11,408 14,550 15,000 43,956 1,540,162 $ 340,272 5,999 298,859 315,717 60,000 66,375 424,376 87,930 4,000 45,000 6,251 10,000 50,000 158,282 4,500 20,000 5,000 61,485 1,964,046 $ $ 1,964,046 1,964,046 $ 86,832 5,999 298,859 130,418 3,192 11,375 (283,139) (2,979) 15,000 (6,840) 251 10,000 50,000 (49,999) (16,171) (5,500) (20,000) (40,000) (155,000) (20,000) 5,000 (8,000) 5,000 (46,878) (15,000) (47,580) SOURCE OF FUNDING: GENERAL FUND Annual Financial Plan 209 City of Flagstaff Inner Basin Pipeline Reconstruction - June 2012 Annual Financial Plan 210 City of Flagstaff PUBLIC WORKS DIVISION MISSION The mission of USGS Maintenance is to ensure, through effective building maintenance programs and long range planning, that all US Geological Survey facilities are safe, secure, efficient, reliable, code compliant, aesthetically pleasing and environmentally friendly for all USGS and public users. 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 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. The Cemetery Division employees dedicate themselves to offering quality customer service in a 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. The mission of Solid Waste Section 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 projects, leadership and education. Annual Financial Plan 211 City of Flagstaff PUBLIC WORKS Annual Financial Plan City Administration 01 1 City Manager Community Enhancement 01 1 Deputy City Manager Public Works 25 1 Division Director 1 Project Manager .5 Administrative Specialist Solid Waste/Fleet Maintenance Cemetery/Parks/Street Maintenance 1 PW Section Head 1 PW Section Head Sustainability/Environmental Management/Facility Maintenance 1 PW Section Head 1 Admin Specialist Supervisor 1 Administrative Specialist 2.5 Admin Assistant Collections 41 1 Public Works Manager 212 1 ES Collection Supervisor (Commercial) 1 ES Leadworker 11 Equipment Operator 1 Equipment Operator - Temp Landfill 41 1 Public Works Manager 1 Landfill Supervisor 1 Public Works Manager Training/Street Maintenance 1 Streets Leadworker 6 Equipment Operator Concrete 3 Maintenance Worker 1 Project Manager Street Sweeping 2 Equipment Operator 1 ES Collection Supervisor (Residential) Traffic/Sign & Paint 1 Project Manager 1 ES Leadworker 12 Equipment Operator Streets 32 2 Equipment Operator 1 Program Asst - Sales Fleet Services 27 1 Public Works Manager .65 Admin Asst 1 Traffic Signal Tech Asst .5 Intern Equipment Operation 1 Streets Leadworker Equipment 12 Equipment Operator Temps 2.97 Equipment Operator Temp City of Flagstaff 1 Welder 1 Buyer 1 Env Program Mgr 1 Sustainability Manager Park Grounds & Facilities/BBB Recreation 1 Maintenance Worker Leadworker Park Grounds & Facilities 2 Maintenance Worker 1.23 Maintenance Worker Temp BBB Recreation 10 Maintenance Worker .32 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 .26 Maintenance Worker Temp Civic Sites 2 Maintenance Worker Medians/ROWs 1 Maintenance Worker BBB/Streetscapes 4 Maintenance Worker 1 Maintenance Worker Temp 1 Fleet Services Specialist 2 Mechanic Leadworker 4 Mechanic II 3 Mechanic I Sustainability 43 1 Env Tech 2 Sustainability Specialist 1 Env Prog Spec 1 Sustainability Assistant 1 Env Asst .6 Env Aide 1 Env Code Specialist 3 Maintenance Worker Traffic 1 Bin Maint Leadworker Emvironmental 43 1 Streets Leadworker Sign/Paint 1 Admin Specialist Parks 26 1 Public Works Manager Cemetery 28 1 Cemetery Maint Spec 1 Maintenance Worker .75 Cemetery Caretaker .75 Maintenance Worker Temp 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 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 Section 20 (USGS) accounts for the costs associated with the USGS facilities owned by the City and leased by the General Services Administration (GSA). The City currently has responsibility for Buildings 3, 4, 5 and 6. The Facilities and Parks Sections share responsibility for the maintenance. FY 12 ACCOMPLISHMENTS      USGS-3 Carpet replacement. USGS-4 Carpet replacement. USGS-3 Heating Ventilation & Air Conditioning (HVAC) unit replacements (4 units). USGS-4 HVAC unit replacements (4 units). USGS-3 & 4 interior misc. painting. FY 13 NEW INITIATIVES AND GOALS    USGS-3 Minor and emergency repairs including interior court parapet wall, roof HVAC screen, carpet (removable tiles), roof emulsion seal, interior painting, electrical system preventive maintenance inspection. USGS-4 Roof emulsion seal, HVAC repairs, interior painting, and electrical system preventive maintenance inspection. USGS-6 Arc Flash study and electrical system preventive maintenance inspection. PERFORMANCE MEASURES Council Priority: Quality and 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: Green: 90%+ Progressing / average; Yellow: 70 – 89% Caution / warning; Red: <70% Needs attention. Trend:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Facility Assessment Average Score – Measures 74% 80% 68% 70% quality of staff work, quality, and effectiveness. Annual Financial Plan 213 City of Flagstaff PUBLIC WORKS SECTION 20 USGS MAINTENANCE Council Priority: Quality and 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: Green: >90% (1-5 days), Yellow: 70-89% (6-10 days), Red: <70% (over 10 days) Trend:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Work Order Dispatching - Average # of days to 90% 90% 90% 90% complete a work order. (5 days (5 days (5 days (5 days average) average) average) average) SECTION: 20-USGS FACILITIES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2010-2011 $ 1,548 887,840 170,795 102,726 $ 1,162,909 Adopted Budget 2011-2012 $ 2,080,118 272,255 $ 2,352,373 Estimated Expenditures 2011-2012 $ 2,091,403 236,068 $ 2,327,471 Proposed Budget 2012-2013 $ 1,887,177 138,406 $ 2,025,583 Budget-Budget Variance $ (192,941) (133,849) $ (326,790) $ $ $ $ $ EXPENDITURES BY PROGRAM: DEBT SERVICE USGS BUILDING 6 USGS BUILDING 3 USGS BUILDING 4 USGS BUILDING 5 TOTAL $ 463,611 289,349 222,739 160,509 26,701 1,162,909 $ 1,675,926 170,308 305,276 159,284 41,579 2,352,373 $ 1,675,926 166,282 278,276 172,862 34,125 2,327,471 $ 1,379,136 220,271 157,570 206,987 61,619 2,025,583 $ $ 2,025,583 2,025,583 $ (296,790) 49,963 (147,706) 47,703 20,040 (326,790) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The USGS Maintenance operating budget has decreased 14% overall. The proposed budget reflects no capital or one-time expenditures. There are no personnel associated with this account. Work is provided through internal work order charges. Contractual decreases of 9% are due to a reduction in Debt Service, even when coupled with the increases due to utilities and maintenance. Commodities decreases of 49% were due to the realignment of costs internally and externally and associated reductions in expected services to be rendered on these facilities. Annual Financial Plan 214 City of Flagstaff PUBLIC WORKS SECTION 25 ADMINISTRATION 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. 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 ACCOMPLISHMENTS       Parks coordinated with APS and Diamondback Charities on the renovations and renaming of Joe Garagiola Sr. Field at Joe Montalvo Park Cemetery – Completion of the office addition – under budget Facilities – 5% energy reduction in energy usage at City Hall Streets – Refurbishing of Paint Striper Solid Waste – Construction of landfill berm for flooding mitigation SEMS – Signing of PPA for solar projects FY 13 NEW INITIATIVES AND GOALS      Fleet Services to conduct city section meetings to communicate and educate sections of operational issues that could increase operational costs Facility Maintenance to continue to reduction of energy use at city hall by 3% SEMS – Acquire Picture Canyon and surrounding areas as conservation land Parks/Cemetery – continue to reduce landscaping water consumption Public Works Maintenance Facility – continue to bring forward all options and work towards a new facility Annual Financial Plan 215 City of Flagstaff PUBLIC WORKS SECTION 25 ADMINISTRATION PERFORMANCE MEASURES Council Priority: Effective Governance 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 SECTION: CY 10 Actual 16 Accidents CY 11 Actual 15 Accidents CY 12 Estimate 28 Accidents CY 13 Proposed 14 Accidents 1,096,021 1 accident/ 68,501 miles 1,096,021 1 accident/ 73,068 miles 1,025,151 1 accident/ 36,612 miles 1,025,151 1 accident/ 78,287 miles 25-PUBLIC WORKS ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2010-2011 $ 117,785 2,312 (59,253) $ 60,844 Adopted Budget 2011-2012 $ 140,069 3,901 (74,002) $ 69,968 Estimated Expenditures 2011-2012 $ 133,026 2,185 (74,661) $ 60,550 Proposed Budget 2012-2013 $ 112,188 3,601 (97,082) $ 18,707 Budget-Budget Variance $ (27,881) (300) (23,080) $ (51,261) $ $ $ $ $ $ $ $ 18,707 18,707 $ $ $ (162,271) 78,881 51,074 51,023 18,707 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TOTAL 60,844 60,844 69,968 69,968 60,550 60,550 (51,261) (51,261) SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ COMMENTARY: The Public Works Administration operating budget has decreased by 73% and there are no capital or one-time expenditures. There was a reallocation of Personal Services among multiple sections, resulting in a net savings to Public Works Administration via the reduction of a .5 FTE of an Admin Specialist. Reduced Telephone expenditures result in Contractual decreases. Commodities decreases are due to increased work order chargeouts. There is no major capital (> $10,000) for this section. Annual Financial Plan 216 City of Flagstaff PUBLIC WORKS SECTION 26 PARKS 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 12 ACCOMPLISHMENTS                 Coordinated with APS and the Diamondbacks to complete the field renovations at Joel Montalvo Park and the renaming of the field after Joe Garagiola Sr. Completed the decommissioning of Kiwanis Park and relocated the playground equipment and installed a new ramada at Arroyo Park. Replaced the Sof’Fall playground surface material at Coconino, McMillan Mesa, University Highlands Parks, and Flagstaff recreation center.. Resurfaced two tennis courts and patched four tennis courts at Thorpe Park courts. Replaced chain link fence at the tennis and basketball courts at Thorpe Park and Ponderosa Park. Enhanced the entrance at Buffalo Park with a Xeriscape garden and new gate. Replaced the ramada roofs at Ponderosa and Thorpe Park. Installed new group BBQ grills at Ponderosa and Foxglenn Park. Help coordinate the Eagle Scout project to replace the wooden fence at Smokerise Park with the metal FUTStype fence. Replaced the chain link fence and added a mid-rail at Adrian Garcia Sr. field. Completed making concrete surface repairs to the skate track at Foxglenn Park. Laser level and install infield mix on four infields at the Thorpe Park Sports Complex. Completed converting Adrian Garcia Sr. field and Continental field #5 from youth baseball to girl’s softball. Completed repairing 20,000 sq. ft. of sod at the Thorpe Park Sports Complex on field #5. Completed refinishing and staining the Rio de Flag Bridge at Wheeler Park. Repaired/Removed vandalism at City Parks, at an estimated cost of $15,830. FY 13 NEW INITIATIVES AND GOALS        Replacement of Sof’Fall playground surface material at Ponderosa Trails and Foxglenn Park. Make concrete surface repairs to the skate track at The “Basin” BMX Facility. Resurface one tennis court and one basketball court at Cheshire Park. Replace chain link fencing and add a mid-rail at Continental field #2 and Foxglenn east and west fields. Laser level and install infield mix on the infields at Foxglenn Park, Senior Little League and Continental Sports Complex. Upgrade existing light controls at the Continental Sports Complex to the Musco Control Link lighting system. Repair 15,000 sq. ft. of turf at Foxglenn Park. Annual Financial Plan 217 City of Flagstaff PUBLIC WORKS SECTION 26 PARKS PERFORMANCE MEASURES Council Priority: 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: 65% Trend:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Conduct monthly inspections of parks and bi61% 65% 70% 70% weekly safety inspections of playground equipment Complete daily and weekly maintenance tasks 60% 65% 65% 70% at all park sites. Claims for accidents/injuries 0 0 0 0 Council Priority: A Sustainable Community Goal: Reduce water consumption by 2% Objective: Reduce water consumption and maintain a healthy turf Type of Measure: Program Effectiveness Tool: Excel Worksheet tracking monthly and annual water usage. Frequency: Monthly/Annual Scoring: 100% Trend:  2010 Measures: Actual Gallons Consumption 49,303,470 Target Reduction Amount *2% Target is based off of 2010 actuals Annual Financial Plan 218 CY 11 Actual 38,107,655 48,317,400 (10,209,745) CY 12 Estimate 47,351,052 47,351,052 0 CY 13 Proposed 46,404,030 46,404,030 0 City of Flagstaff PUBLIC WORKS SECTION: SECTION 26 PARKS 26-PARKS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2010-2011 $ 1,268,570 533,874 358,027 173,146 $ 2,333,617 Adopted Budget 2011-2012 $ 1,413,885 699,610 444,906 203,800 $ 2,762,201 Estimated Expenditures 2011-2012 $ 1,359,296 654,077 440,466 268,930 $ 2,722,769 Proposed Budget 2012-2013 $ 1,482,226 737,382 467,961 310,000 $ 2,997,569 Budget-Budget Variance $ 68,341 37,772 23,055 106,200 $ 235,368 $ $ $ $ $ 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 ARROYO PARK IMPROVEMENTS OPEN SPACE MAINTENANCE TOTAL $ 90,951 557,589 22,376 325,420 61,378 164,277 32,054 916,368 16,708 146,496 2,333,617 $ 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 $ 102,872 574,339 29,145 413,528 84,862 197,814 39,194 1,004,440 26,127 162,948 87,500 2,722,769 $ 125,134 772,737 29,009 468,250 86,083 205,287 41,161 1,056,179 28,663 175,066 10,000 2,997,569 $ $ 2,997,569 2,997,569 $ 1,703 219,470 68 13,707 391 7,473 193 67,435 81 2,347 (87,500) 10,000 235,368 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Parks operating budget has increased 5% and capital expenditures total $310,000 resulting in an overall net increase of 9%. Personal Services increases are due to 1.23 FTE staff increase (Maintenance workers - Temporary) and also include small increases in retirement and pay restoration. Contractuals increases are due to an increase in travel, utilities, rent 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 courts & concrete court overlay. Annual Financial Plan 219 City of Flagstaff PUBLIC WORKS SECTION 27 FLEET SERVICES 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 12 ACCOMPLISHMENTS     Through increased efficiencies charged out 203 hours more this current fiscal year. Bringing in $12,586 dollars more revenue. Holding a Technician position Fleet charged out 203 more hours compared to last year. Two more technicians are emergency vehicle technician (EVT) certified. Maintained return work below 0.9% -- 2011 actual return work was 0.34%. FY 13 NEW INITIATIVES AND GOALS        Keep scheduled work at/or above 85% and unscheduled below 15% This will not include emergency situations (fires, snow storms) Keep return work under 0.9%. Continue to train and certify public safety technicians; schedule 14 training sessions. Maintain technician productivity above 90%. Evaluate current price chargeout structure and revenue generation Evaluate P/M program and implement equipment specific P/M’s. Goal to prolong equipment life. Conduct Fleet Service City Section meetings to communicate and educate Sections of operational issues that could increase operational costs. 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Average percentage of repair come backs per 1% 0.34% <0.9% <0.9% technician. Annual Financial Plan 220 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 85% unscheduled work below 15% CY 10 Actual 72% CY 11 Actual 93% CY 12 Estimate 88% CY 13 Proposed 85% Council Priority: Public Safety 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Quarterly training 5 12 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 1 option) Type of Measure: Input Tool: Current cost and charge out structure; new proforma Frequency: Annual Scoring: 100% Trend:  CY 10 CY 11 CY 12 Measures: Actual Actual Estimate 1. Rework current price structure 0 0 1 Annual Financial Plan 221 CY 13 Proposed 1 City of Flagstaff PUBLIC WORKS SECTION: SECTION 27 FLEET SERVICES 27-FLEET SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2010-2011 $ 72,462 84,323 (249,962) $ (93,177) Adopted Budget 2011-2012 $ 251,347 92,651 (132,077) $ 211,921 Estimated Expenditures 2011-2012 $ 104,045 91,954 (98,123) $ 97,876 Proposed Budget 2012-2013 $ 247,237 102,151 (216,568) 1,024,670 $ 1,157,490 Budget-Budget Variance $ (4,110) 9,500 (84,491) 1,024,670 $ 945,569 $ $ $ $ $ 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 $ (36,585) 72,605 131,723 (326,514) 3,145 205 61,147 1,097 (93,177) $ (75,162) 71,375 116,262 (173,069) 4,500 59,815 208,200 211,921 $ (36,072) 71,449 139,332 (350,231) 5,021 60,177 208,200 97,876 $ (54,557) 72,051 121,009 (186,726) 4,500 61,543 1,139,670 1,157,490 $ 20,605 676 4,747 (13,657) 1,728 931,470 945,569 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 992,767 1,075 57,980 15,206 29 3,404 87,029 1,157,490 COMMENTARY: The Fleet Services operating budget is a zero base budget meaning the section 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 decrease are due to labor charge out increases and are partially offset by a pay restoration and increases in retirement benefits. Contractual increases are due to increase in training and water and sewer utility rate increases. Commodities decrease are due to a catastrophic/vehicle replacement fund program, which is funded with fleet capital funds. Major capital items include funding setaside for a future vehicle replacement fund program. Annual Financial Plan 222 City of Flagstaff PUBLIC WORKS SECTION 27 FLEET MANAGEMENT MISSION 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 Head 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. FY 12 ACCOMPLISHMENTS      Re-wrote and combined utilization/replacement policy. Updated and extended the expected life of vehicles and equipment. Distributed each Section’s list of underutilized vehicles. Removed 5 underutilized vehicles. Tracked fuel usage and reduced fuel consumption by 5.6% FY 13 NEW INITIATIVES AND GOALS     Work with City of flagstaff Sections reviewing underutilized vehicles/equipment justifications and eliminating vehicles/equipment that are not needed. Create a method of funding for equipment that has reached its useful life. Continue to track fuel usage by section to decrease fuel usage by 5%. Create a funding mechanism to accumulate money to replace vehicles/equipment. PERFORMANCE MEASURES Council Priority: Effective Governance Goal: Review underutilized vehicles/equipment removing un-needed vehicles/equipment. Objective: To improve vehicle utilization by reducing unnecessary vehicles thus reducing future purchases and Divisions’ operating costs. Type of Measure: Output Tool: Compare equipment totals in H.T.E. fleet system Frequency: Annually Scoring: 100% Trend:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Number of vehicles to be eliminated 5 units 12 units 6 units 6 +units Percentage of total Vehicles 1.0% 1.9% 1.3% 1.4%+ Annual Financial Plan 223 City of Flagstaff PUBLIC WORKS SECTION 27 FLEET MANAGEMENT Council Priority: A Sustainable Community Goal: Evaluate and increase the fuel efficiency and reduce 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 10 CY 11 CY 12 Measures: Actual Actual Estimate Percent of decrease in fuel used. 5.5% 8.0% 5.0% Annual Financial Plan 224 CY 13 Proposed 5.0% City of Flagstaff PUBLIC WORKS DIVISON 28 CEMETERY MISSION 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. FY 12 ACCOMPLISHMENTS       Completion of Cemetery office addition with separate office, greeting room and public restroom. All concerns/complaints were addressed promptly. Addition of three donated granite benches throughout the cemetery. Replacement of Cemetery fence on the northeast corner of Cemetery. Replacement of three weathered/damaged Veteran headstones throughout the Cemetery. Addition of a second hardtop canopy for the Cemetery. FY 13 NEW INITIATIVES    Planning and preparation of a new Veterans Section “K” South. Replace weather/damaged Veteran headstones throughout the Cemetery. Re-level and straighten headstones in “F North” section. PERFORMANCE MEASURES Council Priority: A Sustainable Community Goal: Reduce the amount of gallons by 2% for reclaimed water usage. Objective: Reduce water consumption and maintain a healthy turf. 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 10 CY 11 CY 12 Measures: Actual Actual Estimate Gallons Consumption 11,425,900 10,818,300 13,999,666 Target 14,576,912 14,285,374 13,999,666 2% reduction in gallons of water from previous year (297,488) (291,538) (285,708) Annual Financial Plan 225 CY 13 Proposed 13,719,673 13,719,673 (279,994) City of Flagstaff PUBLIC WORKS DIVISON 28 CEMETERY Council Priority: A Sustainable Community Goal: To provide better expectations and aesthetics 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Re-level and straighten headstones in “F South” 50% 50% 60% 70% section. Council Priority: Quality and Reliable Infrastructure Goal: Plan and construct a new Veteran Section for internments and reservations. Level ground, Install irrigation lines and heads, plant grass, install flag pole and columbarium’s, and landscape shrubs and trees. Objective: Offer a new Veteran Section when the current Veteran Section is full. Type of Measure: Outcome Tool: Monitor internments yearly to plan when a new section will be needed. Frequency: Annually Score: 0% Trend:  Measures: Percentage of progress on Veteran Section “K” South Annual Financial Plan CY 11 Actual 0% 226 CY 12 Estimate 25% CY 13 Proposed 50% CY 14 Proposed 75% City of Flagstaff PUBLIC WORKS SECTION: DIVISON 28 CEMETERY 28-CEMETERY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2010-2011 $ 144,140 32,222 13,743 $ 190,105 Adopted Budget 2011-2012 $ 19,091 37,289 167,429 128,000 $ 351,809 Estimated Expenditures 2011-2012 $ 136,751 30,561 51,832 128,000 $ 347,144 Proposed Budget 2012-2013 $ 11,682 35,472 169,246 $ 216,400 Budget-Budget Variance $ (7,409) (1,817) 1,817 (128,000) $ (135,409) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL SERVICES OPENING AND CLOSING MAINTENANCE OF BUILDINGS MAINTENANCE OF GROUNDS TOTAL $ 47,232 49,372 7,525 85,976 190,105 $ 56,653 178,766 9,034 107,356 351,809 $ 56,653 180,299 7,447 102,745 347,144 $ 49,463 51,011 9,343 106,583 216,400 $ $ 216,400 216,400 $ (7,190) (127,755) 309 (773) (135,409) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Cemetery operating budget (excluding capital) has decreased 3% and there are no capital expenditures, resulting in an overall net decrease of 38%. Capital funding from the expansion of the Cemetery office was 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 decreased by 39% as a result of a reallocation of personnel account allocation to better reflect the actual time this division requires. The estimated expenditures are skewed due to work order charges directly applied to personal services line items instead of work order charges in the commodities section. Annual Financial Plan 227 City of Flagstaff PUBLIC WORKS SECTION 29 FACILITIES MAINTENANCE 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. PROGRAM DESCRIPTION The Facilities Maintenance Section is responsible for maintenance and upgrades of City buildings. FY 12 ACCOMPLISHMENTS     5% energy use reduction at City Hall. Best Lock security lockset system transitions: City Hall (phase 1), Cogdill Recreation, Cherry building. Long Range Capital Improvements: Roofing (City Hall, Library, City Court, Flagstaff Recreation, Solid Waste, Visitor Center-Amtrak), Heating Ventilation & Air Conditioning HVAC (City Hall boilers, Cherry building Phase 1), Painting (Flagstaff Recreation exterior), Special Systems (Ice Rink cooling tower). Asset Utilization: APS Cashier services integrated into City Hall, Assisted with Hunter House lease to Catholic Charities. FY 13 NEW INITIATIVES AND GOALS      3% additional energy use reduction at City Hall. Best Lock security system integration: Fire Station 6, City Hall (phase 2). Long Range Capital Improvements: Roofing (Flagstaff Recreation), HVAC (Cherry Building, Library), Plant Equipment (Ice Rink chiller install final phase), Fire systems (Flagstaff Recreation). Asset Utilization: Chase Lease termination – staff integration into City Hall. Establish a catastrophic repair fund for facilities maintenance (approximately $30,000 in Fiscal Year 2013). PERFORMANCE MEASURES Council Priority: Quality and 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: Green: >90%+ Progressing / average; Yellow: 75 – 89% Caution / warning; Red: <74% Needs Attention. This is the average score of all buildings assessed during the calendar year. Trend:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Facility Assessment Average Score – Measures 63% 64% 64% 70% quality of staff work, quality, and effectiveness. Annual Financial Plan 228 City of Flagstaff PUBLIC WORKS SECTION 29 FACILITIES MAINTENANCE Council Priority: Quality and Reliable Infrastructure Goal: Sustainable Community Objective: This tracks electric energy use at City Hall. Type of Measure: Annual KWh energy use from current FY to previous FY. Tool: Naviline – Budget Frequency: Yearly Scoring: Green: >3% Reduction; Yellow: 1.0 to 2.9% Reduction; Red: <1% Reduction. Trend:  CY 10 CY 11 CY 12 Measures: Actual Actual Estimate City Hall Electric Power Energy Use Reduction. 1.1% 1.0% 5.0% CY 13 Proposed 3.0% Council Priority: Quality and Reliable Infrastructure Goal: Maintenance Productivity Objective: This tracks the completion of scheduled Preventive Maintenance work. (Scheduled vs. Actual) Type of Measure: Output Tool: Naviline – Work Order Production/Effectiveness Frequency: Yearly Scoring: Green: >90%; Yellow: 70-89%; Red: <70%. Trend:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Preventive Maintenance Scheduled Work N/A N/A 85% 90% Annual Financial Plan 229 City of Flagstaff PUBLIC WORKS SECTION: SECTION 29 FACILITIES MAINTENANCE 29-PUBLIC FACILITIES MAINTENANCE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2010-2011 $ 699,486 718,480 (86,606) $ 1,331,360 Adopted Budget 2011-2012 $ 692,025 616,296 (153,454) $ 1,154,867 Estimated Expenditures 2011-2012 $ 691,971 613,246 (150,350) $ 1,154,867 Proposed Budget 2012-2013 $ 705,109 506,182 (226,950) $ 984,341 Budget-Budget Variance $ 13,084 (110,114) (73,496) $ (170,526) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CUSTODIAL SERVICE STRUCTURAL AND OTHER MAINTENANCE MAINT-MECH,ELECT AND PLUMB MILLIGAN HOUSE APS BUILDING RIO PROPERTIES PHOENIX BUILDING CATASTROPHIC PROGRAM TOTAL $ 309,495 72,644 605,804 288,854 12,413 1,734 22,787 17,629 1,331,360 $ 267,292 86,885 538,229 219,479 11,143 17,818 14,021 1,154,867 $ 270,461 87,244 524,493 231,234 12,000 17,025 12,410 1,154,867 $ 299,610 86,249 309,461 231,663 16,398 12,560 28,400 984,341 $ 32,318 (636) (228,768) 12,184 (11,143) (1,420) (1,461) 28,400 (170,526) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 666,608 86,589 43,916 10,892 71,155 105,181 984,341 COMMENTARY: The Public Facilities Maintenance operating budget has decreased 15% overall and there are no capital expenditures. Personal Services increases of 2% are due to pay restoration and slight increases in retirement and benefits costs. Contractual decreases of 18% are due to the maintenance of the buildings and structures, a reduction in building lease expense, and the transfer of costs for the Milligan House to the Tourism Section. In addition, a Catastrophic Program was established. This Section is transitioning costs which are more correctly assigned to specific responsible sections or agencies. Commodities increases are due to an increase in internal work orders chargeouts. Other commodities increased to reflect organizational priorities. There are no planned changes in personnel this fiscal year. Annual Financial Plan 230 City of Flagstaff PUBLIC WORKS SECTION 32 STREETS MISSION The mission of the Street Section is to provide the citizens of Flagstaff with a safe transportation system within the City’s right of ways. As the Street Section maintains the current infrastructure, they continue to meet the current needs of expansion of the transportation system. PROGRAM DESCRIPTION The Street Section is responsible for all of the multi model transportation system. Streets are solely responsible for every aspect of the system in regards of street maintenance, drainage, street sweeping, road grading, dust abatement, concrete replacement, repair, guardrail repair, signing and painting operations, pavement marking installation, asphalt paving, asphalt deficiency repair, hauling operations, drainage inspections and maintenance, street light inspections and urban trail maintenance. FY 12 ACCOMPLISHMENTS                Construction of a Low Impact Development system inside the Thorpe Park Bark Park for Stormwater. This was a grant funded project that Stormwater secured. Worked with Burlington Northern Railroad to improve the Steve’s railroad crossing. Installed approximately 30 yards of concrete. 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 Construction of turn lane into Pinehurst apartments on South 4th street. Widened road between Sparrow and Soliere to accommodate the new traffic signal at Sparrow and South 4th street. Constructed 4 Flagstaff Urban Trail System connectors. Constructed a detention basin behind the Joe C. Montoya Senior center. Refurbishing of Paint Striper with capital monies. Replaced 10 wheel water tender, Barricade truck and 6 Snowplows with capital monies. Replaced 4 Un-Interrupted Power supplies in signal cabinets Purchased Thermoplastic machine for applying stop bars, crosswalks and lane bars with capital monies. Used one time RSL using capital monies to purchase 36 Motor grader tires and 8 Loader tires totaling $49,400 Began implementation of Sign Inventory into Cartegraph software and related hardware. Completed sign and red curb installation to help with parking issues in the South side area. Assisted in planning, construction and maintenance of course for the Dew Downtown Event. FY 13 NEW INITIATIVES AND GOALS        Conduct a signal reliability modification project using capital monies. This project would include installing Uninterruptible Power Sources at 15 intersections and a video detection system at Country Club and Soliere intersection. Purchase an All wheel motor grader with snow wing using capital monies. Purchase a computerized sign fabricator. Purchase 5 spreader units for Snow operations. Purchase 7 computer spreader control units for Snow operations to become more efficient. One time RSL using capital monies to purchase 18 Motor grader tires and 12 Loader tires totaling $40,000. Continue to lower traffic impacts on De-icer routes. Annual Financial Plan 231 City of Flagstaff PUBLIC WORKS SECTION 32 STREETS PERFORMANCE MEASURES Council Priority: Public Safety 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Complete 2nd priorities while maintaining 1st 98% 98% 98% 98% priorities. Council Priority: Quality and 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Patch potholes within 24 hours of notification. 99% 99% 99% 99% 1,245 potholes were patched in CY11 Council Priority: Quality and 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Percentage of signals operating without 80% 88% 90% 90% deficiencies at time of inspection. Completion of inspections as scheduled (3 times 58% 59% 90% 100% annually) Annual Financial Plan 232 City of Flagstaff PUBLIC WORKS SECTION: SECTION 32 STREETS 32-STREET MAINTENANCE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2010-2011 $ 2,048,114 535,150 562,664 176,908 $ 3,322,836 Adopted Budget 2011-2012 $ 2,312,772 730,068 831,154 449,000 $ 4,322,994 Estimated Expenditures 2011-2012 $ 2,193,793 696,373 699,170 449,000 $ 4,038,336 Proposed Budget 2012-2013 $ 2,207,058 710,823 805,328 760,000 $ 4,483,209 Budget-Budget Variance $ (105,714) (19,245) (25,826) 311,000 $ 160,215 $ $ $ $ $ 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 WESTRIDGE ROADS TOTAL $ 80,058 321,718 685,029 336,466 1,149,995 151,492 1,345 358,857 235,643 2,233 3,322,836 $ 357,275 374,093 874,676 513,022 1,293,490 303,883 1,900 381,702 222,953 4,322,994 $ 127,327 358,886 884,947 466,629 1,394,832 212,842 1,900 364,634 226,339 4,038,336 $ 350,220 291,446 1,323,984 351,621 1,127,466 291,167 1,900 381,702 363,703 4,483,209 $ $ 4,483,209 4,483,209 $ (7,055) (82,647) 449,308 (161,401) (166,024) (12,716) 140,750 160,215 SOURCE OF FUNDING: HIGHWAY USER REVENUE FUND COMMENTARY: The Streets Maintenance operating budget has decreased 4% and capital expenditures total $760,000 resulting in an overall a net increase of 4%. Personal services decreases are due to reduction of 1.34 FTE of snow temps and reductions in mechanic shop labor offset partially by pay restoration and increases in retirement benefits. Contractuals decreases are due to reductions in custodial services and equipment maintenance. Commodities decreases are due to reductions in motor vehicle parts and street & highway repair materials. Major capital (>$10,000) includes motor grader ($500,000), five spreader boxes ($80,000), computer equipment upgrades for snow operations ($45,000), sign plotter ($15,000) and street signal improvements ($120,000). Annual Financial Plan 233 City of Flagstaff PUBLIC WORKS SECTION 41 SOLID WASTE MISSION To efficiently provide a comprehensive waste management and diversion program to the residents of Flagstaff. PROGRAM DESCRIPTION The Solid Waste 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 12 ACCOMPLISHMENTS                     Collections- Glass collection. Implement diversion & capture of residential glass. Began Residential subscription curbside glass collection March 2011. 580 customers to date. Collections- Implemented same day service in pilot “Pac Rat” route areas to determine gains in efficiencies & productivity. Collections- designed & purchased a specialized, small bodied automated refuse truck to accomplish effective trash & recycling collection in high density infill areas. Collections/Landfill- Collaborated with FFD & Little America to grind approximately 500 CY of wood in the Hardy Fire burn area. The wood chips will be utilized as ADC at the landfill. Collections/Landfill- Collaborated with the USFS to haul 1225 CY of wood chips to be used as ADC at the Landfill. Landfill- Received approval from the ADEQ to continue the Wood Waste program as a supplement to the Cinder Lake Landfill ADC program. . 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- Renew Litter Management IGA with the United States Forest Service Landfill-Shultz Flood Mitigation project that will characterize subsurface hydrological conditions between the newly formed floodplain and the Cinder Lake Landfill. Landfill- Constructed 2650 ft of berm to protect the CLL from potential flood waters due to the Shultz Fire. This project became a priority which diverted CLL staff from other Initiatives and Goals planned for FY 2012. Landfill- Procured (with no charge) 15,000 gallons of dust abatement from a train derailment from BNSF. Landfill- Enhanced the security at the landfill by installing security cameras at the scale house. Landfill- Stormwater Pollution Prevention Plan (SWPPP) fro the Arizona department of Environmental Quality. Landfill- Conducted multiple tours of the landfill for the elementary, high schools, and colleges. Landfill- Assisted with teaching courses at NAU with the College of Engineering and Natural Sciences. Landfill- Obtained approval from ADEQ to store increased volumes of ADC onsite for future use. Landfill- Completed a hydrologic and contaminant transport study of soils that are beneath the landfill. Collections-Performed a site investigation at two speculative properties for the possible future relocation of a City Municipal Services Yard Annual Financial Plan 234 City of Flagstaff PUBLIC WORKS SECTION 41 SOLID WASTE FY 13 NEW INITIATIVES AND GOALS  Collections- Draft plan & proposal to implement same day residential collection services for trash and recycling to improve service and operational efficiency City Wide. Carry over from 2012.  Landfill/Collections- Establish a performance bench mark program for Administrative staff. Carry over from 2012.  Landfill- Examination of soil resources and future liner/cap construction. Carry over from 2012.  Landfill- Drainage improvements and Haul Road Extensions. Carry over from 2012  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. Carry over from 2012.  Landfill- An integrated waste management plan will be drafted to help to determine triggers for implementation of waste programs at Cinder Lake Landfill. Carry over from 2012.  Landfill- Feasibility study to determine the potential future use of paper pulp millings as an alternative cap and liner in solid waste cells. Carry over from 2012.  Landfill- Development of an excavation plan for Sequence D, which consists of a 33 acre site located to the south of Cinder Lake Landfill. Carry over from 2012.  Administration- Cross training with Fleet Service and Public Works administrative staff and will assume additional administrative responsibilities. Carry over from 2012.  Landfill-Shultz Flood Mitigation project that will create a Co-op to further study and characterize subsurface hydrological conditions between the newly formed floodplain and the Cinder Lake Landfill.  Landfill- Upgrade to the Landfill Auto Scale software and hardware. Carry Over from 2012.  Landfill- Reconstruction of northwest corner of Sequence B-4 with the implementation of a passive landfill gas collection system.  Collections/Landfill- Procure Solid Waste Business Management software that will integrate collection programs with the landfill programs. PERFORMANCE MEASURES Council Priority: Quality and 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Profile system approved and ready for 16.66% 33.33% 33% 50% implementation. Carry over from 2012. Annual Financial Plan 235 City of Flagstaff PUBLIC WORKS SECTION 41 SOLID WASTE Council Priority: Quality and 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:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed % increase of tonnage of green & wood waste 50% 65% Same as CY Same as CY material diverted from landfill over prior year 11 levels 11 levels (94.14 tons) (94.14 tons) Council Priority: A Sustainable Community 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: 10-30% Trend:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed % of 600 tons collected, by curbside N/A 10.06% 20% 30% (60.41 tons) (120 tons) (180 tons)  Growth / increase determined by economic factors; CY 11 total from Mar. thru Dec., CY12 & CY13 anticipated program growth. Annual Financial Plan 236 City of Flagstaff PUBLIC WORKS SECTION: SECTION 41 SOLID WASTE 41-SOLID WASTE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2010-2011 $ 3,368,853 3,391,208 1,374,541 902,737 $ 9,037,339 Adopted Budget 2011-2012 $ 3,213,937 3,271,394 1,639,003 14,065,197 $ 22,189,531 ` Expenditures 2011-2012 $ 3,469,648 2,847,006 1,641,061 1,552,536 $ 9,510,251 Proposed Budget 2012-2013 $ 3,270,214 2,963,462 1,619,412 3,184,194 $ 11,037,282 Budget-Budget Variance $ 56,277 (307,932) (19,591) (10,881,003) $ (11,152,249) $ $ $ $ $ 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 COMMERCIAL SALES COUNTY - HOIST AND HAUL LANDFILL SITE IMPROVEMENTS PUBLIC WORKS YARD IMPROV MUNICIPAL SERV MAINT FAC LANDFILL MAINTENANCE BLDG SCHULTZ FIRE BAER GRANT GREENHOUSE GAS GRANT SUBSURFACE GEO STUDY DEBT SERVICE TOTAL $ 456,285 1,575,160 2,076,735 2,680,609 42,658 60,334 461,140 172,223 798,598 4,595 545,047 4,812 230 54 728 5,131 153,000 9,037,339 505,968 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 $ 447,393 1,794,413 2,139,490 2,043,271 65,035 76,747 472,076 223,591 905,598 417,877 7,960 100,000 750,547 66,253 9,510,251 537,420 1,798,666 2,391,666 3,306,857 65,207 62,582 396,530 269,890 918,573 2,500 879,431 7,960 100,000 300,000 $ 11,037,282 31,452 (175,064) (287,753) (543,654) 63 (29,597) 12,038 1,717 (25,422) 3,971 (100,000) (10,000,000) (40,000) (100,000) 300,000 (200,000) $ (11,152,249) SOURCE OF FUNDING: ENVIRONMENTAL SERVICES FUND $ 11,037,282 $ 11,037,282 COMMENTARY: The Environmental Services operating budget had a decreased of 3% and capital expenditures total $3,184,194 resulting in an overall net decrease of 50%. Personal Services increased by 2% with an offset to contractuals which decreased by 9% and commodities which decreased by 1%. 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 G and H for a detailed listing. Annual Financial Plan 237 City of Flagstaff PUBLIC WORKS SECTION 43 SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT MISSION The Sustainability and Environmental Management Section’s mission is to preserve and enhance the community and natural environment by implementing resource conservation and sustainability through projects, leadership and education. PROGRAM DESCRIPTION The Sustainability and Environmental Management Section (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. Environmental Management Program staff works with all City divisions to ensure City operations are in compliance with federal and state environmental regulations. This includes regulatory compliance for asbestos, lead-based paint, industrial stormwater, and indoor air quality. This program also includes the Hazardous Product Center (HPC) and Environmental Code Enforcement (ECE). The HPC is a permanent facility used by residents and small businesses located within Coconino County and the City of Flagstaff for the proper disposal of hazardous wastes. ECE Program staff enforces the City’s litter, safe sidewalks, abandoned/junked vehicle and solid waste ordinances. ECE Program staff also organizes anti-litter campaigns including Adopt-An-Avenue, Adopt-A-FUTS, Adopt-A-Parks, 15-Minute Makeover and other volunteer community clean-ups. FY 12 ACCOMPLISHMENTS        The Sustainability Program initiated the Municipal Sustainability Plan. This strategic document is a new path to increase effectiveness, reduce consumption, and enhance employee satisfaction in the municipal organization. The Sustainability Program managed financing, construction and commissioning of a solar photovoltaic installation at Wildcat Waste Water Treatment Facility through utilization of a Power Purchase Agreement (PPA). The system will provide 24% of the current electrical needs at the facility. This initiative represents Phase I of the City’s Solar Power Purchase Agreement and long-term renewable energy commitment. The Sustainability Program’s residential energy efficiency initiatives, which include Residential Energy Retrofits, Light Emitting Diode (LED) Holiday Light Swap and compact fluorescent light distribution, have reduced 1.7 million kilowatt hours of energy use and 2.5 million pounds of carbon dioxide equivalents from being released into the atmosphere while saving residents an estimated $184,000 in annual utility expenses. The programs have served roughly 1,500 households and 5,000 Flagstaff residents. The Sustainability Program expanded community agriculture efforts to include garden space at the former New Start School and construction of new beds at Izabel garden. An estimated 6,647 pounds of food were grown by 178 gardeners at the Bonito and Izabel gardening during the 2011 growing season. ECE Program staff began implementation of Adopt-A-FUTS and Adopt-A-Parks Programs. Signs recognizing Adopt-A-FUTS adoptees are expected during the spring of 2012. Total of 102 trail sections with 20% currently adopted. ECE Program staff increased outreach to encourage proper placement and removal of trash carts from residential neighborhoods. This included coordinating a public meeting to discuss all services provided by Public Works. Working with Community Development to develop a Property Maintenance Ordinance for all of the City of Flagstaff. Annual Financial Plan 238 City of Flagstaff PUBLIC WORKS SECTION 43 SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT FY 13 NEW INITIATIVES AND GOALS  Successfully complete American Recovery and Reinvestment Act grant that funded the Residential Energy Retrofit Program.  Manage financing, construction and commissioning of Phase II of the PPA for solar photovoltaic systems at the Aquaplex and City Hall.  Expand community agriculture efforts to include community garden space in Bushmaster Park and Hebets Memorial Open Space.  Acquire Picture Canyon and surrounding areas as conservation land with Open Space bond monies and Arizona Preserve Initiative grant.  Evaluating feasibility of transferring the Graffiti Removal Program from the Flagstaff Police Department to Environmental Code Enforcement. If approved, utilize volunteers to cover up graffiti using HPC paint.  Evaluating the possibility of increased outreach and assistance to citizens with disabilities for taking hazardous wastes to the HPC. PERFORMANCE MEASURES Council Priority/Goal: A Sustainable Community Goal: Increase energy efficiency, decrease natural resource consumption, and reduce greenhouse gas (GHG) emissions in the municipal organization and the Flagstaff community. Objective: Track progress in increasing energy efficiencies, reducing consumption and GHG emissions. Type of Measure: Program effectiveness. Tool: Energy and fuel consumption, renewable energy generation, and food production. Frequency: Municipal measures are evaluated on the fiscal calendar, community measures are evaluated on the calendar year. Scoring: Acceptable = Any decrease in resource consumption and GHGs. Any increase in renewable energy and food production. Cautionary = 1 to 15% increase in consumption, 1 to 15% decrease in production measures. Unacceptable = a 15% increase in consumption, a 15% decrease in production measures Trend: (acceptable decrease in consumption measures), (acceptable increase in production measures) FY 10 FY 11 FY 12 FY 13 Measures: Actual Actual Estimate Estimate Municipal energy consumption in MWh* 52,050 46,375 53,748 52,136 Municipal fuel use in gallons 450,094 426,764 405,085 392,933 Renewable Energy Generation in MWh 1,073 1,583 3,304 4,293 Municipal GHG emissions in MTCO2e** 51,176 53,263 49,117 47,644 CY 10 CY 11 CY 12 CY 13 Actual Estimate Estimate Estimate Community energy consumption in MWh N/A 1,366,288 N/A 1,297,974 Community fuel use in gallons N/A 50,000,000 N/A 47,500,000 Community GHG emissions in MTCO2e N/A 1,044,159 N/A 99,1951 Community garden production in pounds N/A 2,700 6,400 6,720 * MWh = Megawatt hours ** MTCO2e = Metric Tons of Carbon Dioxide equivalent Annual Financial Plan 239 City of Flagstaff PUBLIC WORKS SECTION 43 SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT Council Priority: A Sustainable Community Goal: Increase energy efficiency and create/retain jobs in the Flagstaff community utilizing American Recovery and Reinvestment Act (ARRA) funds. Objective: Track participants, energy efficiency, job creation/retention, through grant funding September 2012. 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 10 CY 11 CY 12 Measures: Actual Estimate Proposed Household / residents served 123 / 278 136 / 300 91 / 200 Cumulative household / residents served 123 / 278 259 / 578 360 / 778 Estimated energy savings in kWh* 439,891 383,891 256,802 Cumulative estimated energy savings in kWh 439,891 823,782 1,080,584 Reduction GHG emissions in lbs CO2e** 677,432 591,192 395,475 Cumulative reduction GHG emissions in lbs CO2e 677,432 1,268,624 1,664,099 Jobs created / retained 2 6 2 Cumulative jobs created/retained 2 8 10 * kWh = kilowatt hours **lbs CO2e = Pounds of Carbon Dioxide equivalent Council Priority: A Sustainable Community 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Number of closed cases versus total number of cases 95% 84% 85% 90% Annual Financial Plan 240 City of Flagstaff PUBLIC WORKS SECTION 43 SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT Council Priority: A Sustainable Community 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 waste disposal. CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Number of residential visitors to the HPC 2,860 3,150 3,250 3,400 Number of active small business waste 52 56 58 61 customers Residential and Small business waste 73 tons 73 tons 76 tons 80 tons hazardous waste tonnage Residential and Small business waste 78 tons 89 tons 93 tons 98 tons electronics tonnage SECTION: 43-SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2010-2011 $ 703,121 346,103 57,146 $ 1,106,370 Adopted Budget 2011-2012 $ 738,870 433,620 95,215 17,787 $ 1,285,492 Estimated Expenditures 2011-2012 $ 693,880 378,296 88,609 $ 1,160,785 Proposed Budget 2012-2013 $ 707,120 289,090 111,227 $ 1,107,437 Budget-Budget Variance $ (31,750) (144,530) 16,012 (17,787) $ (178,055) $ $ $ $ $ EXPENDITURES BY PROGRAM: SUSTAINABILITY ENVIRONMENTAL MANAGEMENT CONSERVATION ENERGY MANAGEMENT ENERGY EFF CONSER GRANT LIVING CITIES GRANT EECBG PROGRAM INCOME DEPT ENERGY PROGRAM GRANT TOTAL $ 199,054 493,847 152,071 129,918 130,762 718 1,106,370 $ 271,015 509,484 172,283 317,608 15,102 1,285,492 $ 266,850 470,234 160,411 237,611 25,679 1,160,785 $ 278,245 506,449 170,243 47,000 50,000 12,000 43,500 1,107,437 $ 1,107,437 $ 7,230 (3,035) (2,040) 47,000 (267,608) (15,102) 12,000 43,500 (178,055) SOURCE OF FUNDING: SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT $ 1,107,437 COMMENTARY: The Sustainability and Environmental Management operating budget has decreased 13% and there are no capital expenditures. Personal Services witnessed a decrease of 4%. Contractual decreases of 33% are due to declining grant matches. The slight increase in commodities of 17% can be attributed to additional promotional materials and the reassignment of contractual costs into the commodity category. Annual Financial Plan 241 City of Flagstaff Inner Basin Pipeline Reconstruction - June 2012 Annual Financial Plan 242 City of Flagstaff COMMUNITY ENRICHMENT DIVISION MISSION The mission of the Flagstaff City-Coconino County Pubic Library is to enhance the quality of life for citizens by providing services, materials, programs, Internet access and electronic resources that will meet the diverse needs of adult and youth residents as well as tourists of Flagstaff and Coconino County. The mission of Recreation Services is to enrich the lives of our community by providing exceptional opportunities for families and individuals of all abilities to participate in programs valuable to sustaining a healthy lifestyle. Annual Financial Plan 243 City of Flagstaff COMMUNITY ENRICHMENT Annual Financial Plan City Administration 01 1 City Manager Community Enhancement 01 1 Deputy City Manager Community Enrichment 30 1 Division Director 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 244 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 SECTION 11/12 LIBRARY SERVICES 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 technology. Professional and technological assistance in accessing and researching information is offered along with access to computers and the internet. 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 12 ACCOMPLISHMENTS Flagstaff City-Coconino County Public Library & East Flagstaff Community Library                    Implemented the BookMyne App which is up and running. It allows users to access the library’s catalog on their portable devices (iPhones & Android smart phones). Users can search the catalog, login to their account, renew items, & place holds, look at book lists (Hugo, NY Times, etc.) Celebrated Arizona's Statehood - Historic Photos and Displays online and in library http://www.flagstaffpubliclibrary.org/centennial/#tab2 Created Centennial programs including a special Arizona Centennial Summer Reading Program. Completed the Flagstaff Telephone and City Directories digitization project – now online and part of the Arizona Memory Project - a service of Arizona State Library, Archives and Public Records, a division of the Secretary of State http://azmemory.lib.az.us/cdm4/index.php?CISOROOT=/flgdir Created traveling Flagstaff Pow Wow history display in honor of Arizona’s centennial celebration. Initiated new collaborations & hosted a meeting for local workforce development stakeholders including Coconino Career Center, OneStops, VocRehab, ResCore/Arbor, NACOG, DES, CCC Adult Ed, Trio SSS, Goodwill, US Job Corps Completed two LSTA grant projects: Grant # 1. Enhanced special needs services at the Main Library with new hardware & software products Grant # 2. Promoted library databases & offered various database workshops to staff and the public Installed new drive-up book and AV drops. Collaborated with Recreation by adding PALSmobile visits, library staff participation and programming at specific Recreation events: Soar into Spring, Christmas, Halloween, Youth Craft Fair, and more. Partnered with NAU on Flagstaff Reads, which is a one-book, one-city program fostering community engagement and conversation. Hosted a free workshop - Online Grant Seeker Resources for Nonprofit Organizations Collaborated with the Diversity Awareness Commission on programs at the library. Applied and received Stories to Life grant - Literature performed by spoken word actors intermingled with live music from the Flagstaff Symphony Orchestra. Coordinated Learning Lectures @ Your Library – this grant funded monthly adult programs, a series showcasing local authors and experts to provide patrons with information on relevant and requested topics. th Honored the 25 Anniversary of the Aspen Avenue library building with exhibits and a celebration. Rearranged the library’s collection to facilitate browsing and intuitive use of space. Completed new indoor library hanging signage. Initiated and funded the installation of air conditioning in the server room at the Aspen Ave library. Collaborated on rekeying of Aspen Ave library. Annual Financial Plan 245 City of Flagstaff COMMUNITY ENRICHMENT           SECTION 11/12 LIBRARY SERVICES Updated the library’s community room with fresh paint color and new ceiling mounted data projector. Initiated and funded work on the Aspen Ave library driveway and garage door. Completed Library Server Upgrade Project: All servers at Flagstaff Public Library (FPL) were updated, including ILS server, proxy server, web filter server, login server, file server, application server, DNS server, & Ghost server. Upgraded network infrastructure, wiring, and hardware for VOIP and redundancy. Supported Youth Services staff training in the new curriculum for Every Child Ready to Read. Planned, sponsored, and hosted the Arizona Library Association Regional Forum- first time in Flagstaff. Installed a new offsite backup server at East Flagstaff Community Library (EFCL). Began an ongoing youth sign language class at the EFCL. Began the check-out of laptops for in-house use at the Aspen Ave library. Added color printing at the Flagstaff libraries. FY 12 ACCOMPLISHMENTS Coconino County Library District  Implemented wireless access at all libraries.  Increased the number of public computers for various age groups across Coconino County.  Coordinated training for County wide library managers and directors.  Worked on two stimulus grants for Coconino County Library District. Grant goals: Grant # 1. To lessen wait times for public computer usage in libraries countywide (including Flagstaff). Grant # 2. To help job seekers with workforce development: resume building, skill sets, job searching, job interviewing and referrals; includes desktop and laptop computer hardware, software and trainer.  Began offering digital downloadable reading options to patrons. o Purchased One Click Audio- to offer audio downloadable content to patrons. o Negotiated contract with Overdrive to offer e-book content starting in April.  Collaborated with the State Library on One Book AZ a statewide project, event at FPL and GCCL http://www.onebookaz.org/documents/pdf/Author_eventflyer_OneBookAZ2012.pdf  Completed installation of preschool literacy stations in libraries across the County.  Created a library WAN encompassing all County libraries using VPN technology.  Began the network migration of the County libraries – started with Page Public Library (PPL)  Completed the migration of standalone outlying libraries’ catalogs into the shared Coconino County Library District ILS.  Implemented a new ILS offsite backup server at Page Public Library (PPL).  Upgraded servers at Forest Lakes Community Library (FLCL), Grand Canyon Community Library (GCCL), Tuba City Public Library (TCPL), Fredonia Public Library (FPL) & Williams Public Library (WPL).  Expanded E-Rate applications to include most county libraries.  Increased visits to the Supai Village to provide additional literacy services to children.  Collaborated on the Forest Lakes Community Library construction and remodel.  Installed a new computer area at the Forest Lakes Community Library.  Successful fundraising at Forest Lakes CL to help pay for summer programs: a Memorial Day Book Sale, Fourteenth Annual Craft Fair, a 2012 FLCL calendar with photo donations by local citizens, and “Buford the Bear,” a 3 ft stuffed bear made local quilters and library staff was raffled.  Added Notary service (by trained staff) at Tuba City - requested by the community.  Tuba City Public Library joined local networking meetings with Lena Fowler & Local Business Groups.  Initiated installation at Tuba City of two Library Logo direction street signs at 160 Junction and on Main Street.  Installed new computers at the TCPL to cut down on wait times. Busier now, yet no waiting!  Collaborated with the National Park/Forest Service on displays at Fredonia Public Library.  Replaced children’s area furniture at Williams Public Library.  Negotiated with the Chevelon Butte School District (CBSD) to lock in a lower rental rate than was initially quoted for the Forest Lakes Community Library Annual Financial Plan 246 City of Flagstaff COMMUNITY ENRICHMENT  SECTION 11/12 LIBRARY SERVICES Collaborated with the County Manager, County Attorney, County Facilities Director, County Supervisor and the Chevelon Butte School District (CBSD) President on negotiating and completing an IGA between CBSD and the Coconino County Free Library District. FY 13 NEW INITIATIVES AND GOALS Flagstaff City-Coconino County Public Library & East Flagstaff Community Library            Increase internet speed from 15 to 20 Mbps. Address the digital divide by adding e-reader devices to be checked out and circulated among the community. Add Brain Box literacy programming. Add an adult ESL student collection. Expand Web Services 2.0 functionality. Implement e-commerce for the library - would allow users to pay library fines or make library donations online. Check out laptops at the Aspen Ave library for in-house use. Provide professional development opportunities for library staff in various departments. Initiate new collaborations with Recreation. Research ADA compliancy opportunities for Flagstaff’s main Library. Work with Flagstaff libraries on Job Assistance Centers; train staff, coordinate public workshops and one on one work sessions. FY 13 NEW INITIATIVES AND GOALS Coconino County Library District  Coordinate and Sponsor the Arizona Tribal Libraries Gathering in Tuba City.  Replace carpet & refinish restrooms at Tuba City Public Library.  Research feasibility of adding Sunday hours at Grand Canyon Community Library.  Foster relationship and collaborate with the new principal at the BIE school in Supai.  Research feasibility of constructing an outdoor reading area at the Grand Canyon Community Library.  Train Fredonia elementary school teachers on library databases and resources.  Provide professional development opportunities for library staff at the Jail, Bookmobile and all county branches and affiliates; train branch libraries’ staff on grant writing, community needs assessments, collection development and accessing free webinars.  Work with CCC, NAU, and Fredonia High School to offer live college classes at the Fredonia Public Library.  Install self-check stations – Sedona PL  Remodel to add an IT office – Page PL  Purchase new vehicle – Page PL  Purchase and install self-checkout – Williams PL  Explore new programming ideas to target senior citizens – Williams Public Library  Coordinate countywide training efforts on job help for staff.  Implement training workshops across the county for job seekers.  Prep and train countywide staff for the next ILS upgrade.  Coordinate Fifteenth Annual Craft Fair – FLCL  Offer computer workshops at the Leupp Chapter House via the Bookmobile. Annual Financial Plan 247 City of Flagstaff COMMUNITY ENRICHMENT SECTION 11/12 LIBRARY SERVICES PERFORMANCE MEASURES Council Priority: Diverse Arts, Culture, and Educational Opportunities; Good Neighborhoods, Affordable Housing and varied 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; Customer Questions & Feedback, Program Stats Frequency: Daily, Monthly, Quarterly, Annually (ongoing) Scoring: 95% Trend:  FY 10 FY 11 FY 12 FY 13 Measures: Actual Actual* Estimate Proposed Customer satisfaction with programs offered at the Library * 92% 97% 96% 98% Number of programs offered 1,114 1,122 1,080 1,102 Number of participants in programs 27,848 33,355 27,593 28,145 *Pilot survey variables FY10 Council Priority: Diverse Arts, Culture, and Educational Opportunities 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; Customer Questions and Feedback, Frequency: Daily, Monthly, Quarterly, Annually (ongoing) Scoring: 96% Trend:  FY 10 FY 11 FY 12 Measures: Actual Actual Estimate Customers pleased with their Library experience 95% 97% 97% FY 13 Proposed 98% Council Priority: Diverse Arts, Culture, and Educational Opportunities 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; Customer Questions & Feedback, Circulation Statistical Records Frequency: Daily, Weekly, Quarterly, Annually (ongoing) Scoring: 96% Trend:  FY 10 FY 11 FY 12 FY 13 Measures: Actual Actual Estimate Proposed Customers believe that having access to library resources 94% 97% 97% 98% enhances their quality of life Number of items circulated/checked out by patrons 1,109,177 1,146,423 1,170,281 1,193,687 Annual Financial Plan 248 City of Flagstaff COMMUNITY ENRICHMENT SECTION: SECTION 11/12 LIBRARY SERVICES 11-LIBRARY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2010-2011 $ 2,439,872 434,370 586,505 34,889 $ 3,495,636 Adopted Budget 2011-2012 $ 2,450,010 477,772 823,353 $ 3,751,135 Estimated Expenditures 2011-2012 $ 2,384,606 513,696 686,854 $ 3,585,156 Proposed Budget 2012-2013 $ 2,478,392 488,116 836,966 $ 3,803,474 Budget-Budget Variance $ 28,382 10,344 13,613 $ 52,339 $ $ $ $ $ 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 $ 484,448 759,243 1,347,462 64,593 33,335 60,409 201,255 2,721 441,601 339 77,307 22,923 3,495,636 $ 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 $ 472,788 738,011 1,281,935 69,454 95,112 92,642 230,608 15,500 453,697 1,450 105,925 28,034 3,585,156 $ 458,932 750,204 1,585,087 77,607 83,890 89,909 218,702 15,500 402,245 1,450 100,448 19,500 3,803,474 $ $ 3,803,474 3,803,474 $ (2,737) (1,174) 101,025 8,153 (11,222) (2,733) (11,906) (21,590) (5,477) 52,339 SOURCE OF FUNDING: LIBRARY FUND COMMENTARY: The Library operating fund has increased by 1% with no capital expenditures. Personal Services witness a slight increase of 1%. Contractual had a slight increase of 2%. Commodities increase of 2% is partly related to a increase in circulated materials. There is no major capital (>$10,000) for this section. Annual Financial Plan 249 City of Flagstaff COMMUNITY ENRICHMENT SECTION: SECTION 11/12 LIBRARY SERVICES 12-LIBRARY GRANTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2010-2011 $ 141,037 1,007,623 367,996 $ 1,516,656 Adopted Budget 2011-2012 $ 141,521 3,052,011 230,600 $ 3,424,132 Estimated Expenditures 2011-2012 $ 141,521 865,629 281,398 $ 1,288,548 Proposed Budget 2012-2013 $ 143,652 2,936,691 218,900 $ 3,299,243 Budget-Budget Variance $ 2,131 (115,320) (11,700) $ (124,889) $ $ $ $ $ EXPENDITURES BY PROGRAM: SURGE OF TECHNOLOGY GRANT COUNTY WIDE PROJECTS FLAG AZ: LOOK BACK GRANT AZ STATE GRANT IN AID 13 SPECIAL RESOURCE ALLOT 1 STATE GRANT IN AID 2012 YOUTH SERVICES GRANT EVERY CHILD READY TO READ LEARNING LECTURES BOOKMOBILE ENRICHMENT FY 11 STATE GRANT IN AID STORIES TO LIFE SPECIAL SERVICES GRANT PROM QUALITY ELECTRONIC TOTAL $ 1,440,676 5,000 1,329 3,448 1,000 2,633 25,001 18,264 10,866 8,439 1,516,656 $ 3,361,732 25,000 37,400 3,424,132 $ 41,778 1,161,732 12,263 25,000 17,000 13,924 16,851 1,288,548 $ 3,246,843 25,000 27,400 3,299,243 $ $ 3,299,243 3,299,243 $ (114,889) 25,000 (25,000) (10,000) (124,889) SOURCE OF FUNDING: LIBRARY FUND Annual Financial Plan 250 City of Flagstaff COMMUNITY ENRICHMENT SECTION 30 RECREATION SERVICES 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 Joe C. Montoya 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 12 ACCOMPLISHMENTS                  Completion of the Parks and Recreation Organizational Master Plan Transitioned Cogdill Recreation Center to the Boys and Girls Club of Flagstaff Through the Office of Community Events, implemented an updated Special Event Permit, alcohol in the parks permit and procedures with Parks and PD, and successfully mitigated the issues of noise and decibel levels at events Restructured field allocations with all user groups in order to provide home fields for Girls Softball Coordinated efforts to bring a new snowplay facility on McMillan Mesa for the winter season of 2012/2013. Developed and implemented a process to recover costs, provide for equity in use, and establish a formal arrangement for use of City-owned concession buildings and storage units at City sports fields Assisted with the implementation of a new downtown snowboarding event Installation of new spectator bleacher seating at J. Lively Activity Center Renamed and dedicated the Thorpe Park Community and Senior Center, after a prominent community leader, to the Joe C. Montoya Community and Senior Center Implemented installment billing at the Aquaplex Purchased new state of the art cardio equipment for the Fitness Floor of the Aquaplex and added two new televisions for workout viewing which increased fitness floor attendance by 21% than seen prior to installation; distributed former fitness equipment to other City recreation centers, providing upgraded equipment opportunities for their patrons Improved communication and marketing of programs and services by updating the website, the RecTrac and Webtrac systems, and adding Twitter to the social media outreach Initiated new partnership with FUSD and North Country Healthcare with the Hermosa Project at Killip School, targeting childhood obesity Addressed improved facility safety measures at the Aquaplex to include a renovation of locker room and cabana flooring with new anti-slip coating, acid etched the pool deck to prevent slips/falls, resurfaced entry ways and supports, resurfaced community room flooring, and completed a professional climbing wall inspection of equipment Completed a variety of facility improvements to include interior/exterior painting, roof repairs, electrical upgrades, front entrance roll down gate, Over 500 attendees and sold out vendor space for the annual National Senior Health and Fitness Day; received a $2,500 sponsorship from Flagstaff Medical Center to assist in the event Established partnerships for senior health services with NAU Lifelong Learning and Coconino County (caregiver and chronic illness educational series) Annual Financial Plan 251 City of Flagstaff COMMUNITY ENRICHMENT                  SECTION 30 RECREATION SERVICES Hosted Special Olympics skating events at J. Lively Activity Center Hosted three (3) weeks of hockey camps during the summer months Planned and implemented special recreational programming and events to celebrate the state’s centennial Established a Players Board and Focus Groups for all adult sports in order to enhance communication, to evaluate rules and procedures, and provide for player/community input for future programs Collaboration with Coconino Coalition for Children & Youth on the America’s Promise Alliance 100 Best Communities for Young People Coordinated efforts on the Zoning Code and Regional Plan updates, Open Spaces Management Plan, and Sustainability Management Plan Reinstated the Youth Advisory Council and hosted their first youth event, Teen Movie Night Worked with a graduate student from the University of Utah to research and prepare a proposal for a Flagstaff Outdoor Education Program to implement in the future Partnered with the Library Summer Reading Program for Teens and Youth to provide “Swim Around the World Day” at the Aquaplex with approximately 140 participants. Offered youth volunteer opportunities with the Assistant Swim Instructor Program and added new Saturday swim lessons that increased participation and revenue Partnered with NAU to provide safety trainings and events in aquatics at the Wall Aquatic Center Introduced eleven (11) new classes/camps at the Aquaplex; introduced six (6) new aerobic classes at the Joe C. Montoya Community and Senior Center Started new recreational clubs to include the Flagstaff Table Tennis Club and Flagstaff Recreation Center Homework Study Club and expanded the Flagstaff Bridge Club with a $1,000 donation Implemented a new successful outdoor flag football league (AFL – Aquaplex Football League) Received the Coconino County Sustainable Building Program Award for the rebuild of J. Lively Activity Center Record participation numbers in adult volleyball and youth baseball camps Implemented a new community holiday event at the Aquaplex: EasterPlex FY 13 NEW INITIATIVES AND GOALS              Continue to collaborate with the Library on dynamic and quality programming Continue to improve on all marketing efforts to reach the greater Flagstaff community Continue to expand the volunteer base, partnerships, collaborations, internships and charitable contributions to increase our ability to offer new and expanded programs and services Implement a new community special event (themed obstacle course race at Buffalo Park) and two new adult athletic programs (coed hockey and dodgeball) Introduce more senior 55+ fitness programs/classes at the Aquaplex Provide improvements at the Joe C. Montoya Community and Senior Center to include a mirrored wall in the Allen room for dance classes, a weight room television, and new carpeting via a comprehensive donation drive Secure artificial turf behind the Flagstaff Recreation Center Coordinate with the Boys and Girls Club of Flagstaff to create a smooth transition at the Cogdill Recreation Center and assist with enhanced programming Increase the use of independent contractors by 50% at the Aquaplex Increase facility rental revenue at all centers Provide improved Guest Services procedures at the Aquaplex to include electronic filing at the front counter, revision of the Business Pass Program, the development of a tracking system for daily and 2-for-1 passes Streamline the banner permit process Improve the new bleachers at J. Lively Activity Center by covering them in a skate-friendly surface Annual Financial Plan 252 City of Flagstaff COMMUNITY ENRICHMENT SECTION 30 RECREATION SERVICES PERFORMANCE MEASURES Council Priority: 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 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: 85% Trend:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Results of the culmination of participant 85% 88% 90% 90% surveys, observations and performance, with a Target rating of 100% of staff rated good or excellent. Council Priority: 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: Customer feedback, program surveys Frequency: Daily, Monthly, Quarterly & Yearly Scoring: 90% Trend:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Results of the culmination of participant 87% 91% 95% 95% 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: 85% Trend:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Targeted cost recovery of 100% of adult 85% 96% 98% 100% programs following established philosophy. Annual Financial Plan 253 City of Flagstaff COMMUNITY ENRICHMENT SECTION 30 RECREATION SERVICES 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: 95% Trend:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Targeted cost recovery of 50% for youth 65% 100% 100% 100% programs following established philosophy. Note: a 100%score = 50% cost recovery. 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: 70% Trend:  Measures: Annual Cost Recovery Rate between 50% 70% CY 10 Actual 65% CY 11 Actual 64% CY 12 Estimate 70% CY 13 Proposed 70% Council Priority: 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 Tool: Direct staff observation, tracking via participant clicker device, and vendor surveys. Frequency: Quarterly, Annually Scoring: 95% Trend:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Participation growth Note: a score of 100% = 100% 80% 90% 90% 10% of growth, 90% = 5% to 10% growth , 80% = 1% to 5% growth, 70% = no growth, 60% = decline Annual Financial Plan 254 City of Flagstaff COMMUNITY ENRICHMENT SECTION: SECTION 30 RECREATION SERVICES 30-RECREATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2010-2011 $ 1,980,542 752,773 342,778 591,703 $ 3,667,796 Adopted Budget 2011-2012 $ 1,983,732 799,026 372,854 263,000 $ 3,418,612 Estimated Expenditures 2011-2012 $ 1,987,125 792,645 361,213 261,409 $ 3,402,392 Proposed Budget 2012-2013 $ 1,860,103 980,607 366,358 15,000 $ 3,222,068 Budget-Budget Variance $ (123,629) 181,581 (6,496) (248,000) $ (196,544) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ATHLETIC PROGRAMS MURDOCK CENTER 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 GRANT JAY LIVELY SNOW DISASTER TOTAL $ 467,591 221,523 25 235,084 191,177 192,393 755 402,620 79,924 1,216,059 54,167 107 606,371 3,667,796 $ 499,609 295,231 246,010 186,917 208,424 5,370 494,110 89,003 1,382,854 11,084 3,418,612 $ 484,323 293,450 245,940 184,047 208,293 5,370 512,935 85,403 1,365,862 16,769 3,402,392 $ 529,268 257,098 257,418 192,595 120,000 5,370 457,875 128,611 1,253,618 20,215 3,222,068 $ $ 3,222,068 3,222,068 $ 29,659 (38,133) 11,408 5,678 (88,424) (36,235) 39,608 (129,236) 9,131 (196,544) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Recreation operating budget has increased 2% and has a capital expenditure of $15,000 for a net decrease of 6%. Personal Services decreased due to 5.16 FTE staffing reductions net of increases to due 1.2% pay restoration and benefits. Staffing decreases were due to outsourcing the programming at Cogdill Recreation Center to the Boys and Girls Club. Contractual increases are for utilities, training, maintenance, event management, and support of the Boys and Girls Club. There were reductions in contractuals related to outsourcing Cogdill. Commodities decrease is primarily due to outsourcing Cogdill offset with increases in building supplies, tools, and vehicle parts. There is major capital (>$10,000) expenditures for general improvements ($15,000). Annual Financial Plan 255 City of Flagstaff Inner Basin Pipeline Reconstruction - July 2012 Annual Financial Plan 256 City of Flagstaff ECONOMIC VITALITY DIVISION MISSION The mission of the Community Investment Section – Economic Development is to retain and strengthen existing local businesses while helping to grow and attract innovative companies for sustainable economic health. The mission of the Community Investment Section – Community Design and Redevelopment is to create, enhance and preserve 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. 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 General Administration), 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 12 ACCOMPLISHMENTS               Conducted over 11 business interviews and documented critical performance measures using the Building Bridges to Business (B3) process during first six months of fiscal year; and, anticipate meeting goal of 26 by fiscal year end. Completed expansion of T-Gen North through the 2011 ACA Rural Economic Development Grant Program. Completed Joy Cone rail expansion in conjunction with ECoNA as part of the 2011 ACA Rural Economic Development Grant Program. Coordinated multiple applications and agencies from the region for the 2012 ACA Rural Economic Development Grant Program; including one from the City of Flagstaff for a local bioscience manufacturing company which was awarded at the $100,000 level. Provided retention efforts and expansion opportunities to two major employers in the sustainable energy sector that were subject to a highly competitive environment and targeted attraction efforts from other communities. Provided Buxton data and analysis to over 30 unique businesses, developers and community organizations. Transferred Revolving Loan Fund from NACOG to the City of Flagstaff. Initiated expansion of the Science and Technology Park (Innovation Mesa-Phase 2) for Tier 2 companies and graduates of NACET, including applied for EDA grant and developed team of financial partners and collaborators. Provided real estate search support to two graduating NACET clients (Sedona Energy Labs and Pathogene). Provided support and made two referrals to NACET. Initiated 14 real estate searches for companies investigating expansion or relocation in the Flagstaff market. Re-negotiated Pulliam LLC lease extension for four parcels at the Airport Business Park. Successfully awarded 30-acre parcel at Route 66 and 4th Street to a commercial real estate developer for commercial expansion. Provided support and critical market data in the establishment of the Chrysler dealership at the Auto Park, as well as new retailers to the community including C-A-L Ranch Store, Five Guys Burger and Fries, Tuesday Morning, Chico’s, and two tourism-related businesses, North Pole Experience and Flagstaff Extreme Adventure Course. Annual Financial Plan 259 City of Flagstaff ECONOMIC VITALITY            SECTION 18/78 COMMUNITY INVESTMENT Provided Flagstaff Mall/Marketplace management with new Buxton data to support expansion and relocation to the property. Attended International Council of Shopping Centers (ICSC) convention in Las Vegas and presented data to targeted companies for retail attraction. Participated in the lead role of relocating IML Containers, an international package goods manufacturer, to the area. Strengthened statewide business attraction efforts through the Sun Corridor Alliance Partnership (GPEC, TREO, Pinal County, Yuma Economic Development Council) and contracted for lead generation. Promoted Flagstaff at the Medical Device and Manufacturing (MD&M) show, SoCal Bio show and Opportunity Green Convention, as part of the Sun Corridor Alliance Partnership. Responded to over 30 business attraction inquiries produced from Arizona Commerce Authority (ACA), Sun Corridor Alliance Partnership, and City of Innovation.com website. Added four new real estate brokers as users to the FlagstaffProspector.com website. Re-established relationships with state economic development partners: ACA and AAED which includes board leadership and committee level positions. Provided leading roles on Business Retention and Expansion and Business Attraction efforts in the start-up of ECoNA. Participated in two primary SEDI initiatives: Sustainable Entrepreneurial Economic Development (SEED) and Sustainable Community Indicators Project (SCIP). Installed, in conjunction with Auto Park dealers, a new directional sign at Route 66 and Highway 89. FY 13 NEW INITIATIVES AND GOALS  Expand the B3 program to include at least 30 business interviews, documenting critical performance measures and trend analysis.  Create “tool box” of resources for the local business community, including workforce training opportunities and federal/state/local incentive programs.  Advance community efforts for workforce development by re-examining curriculums, and strengthening relationships with the various public, private, and educational agencies to meet changing industry needs.  Identify available grant opportunities for local businesses and facilitate appropriate application(s) and manage award(s).  Implement Revolving Loan Fund program with regional partners.  Provide Buxton data and analytics to 25 existing businesses, five real estate developers and 10 retail prospects.  Assist with the expansion of Flagstaff Mall/Marketplace by providing data and retail referrals to Westcor/Macerich.  Add at least four new retailers to the community, targeting established developments and infill opportunities. th  Facilitate the disposition and development of the “Trax” at Route 66 and 4 Street, including developer assistance through the Design Review Process and support of the establishment of tenants.  Facilitate the addition of new APS Substation at Airport Business Park to support commercial and industrial business expansion.  With anticipated award of EDA grant, lead the development and construction efforts of the Innovation MesaPhase 2 project.  Continue participation in the Sun Corridor Alliance and present Flagstaff to 12 new companies.  Add two new industrial businesses to the general community.  Continue financial and personnel support to SEDI, ECoNA, Flinn Foundation, and Science Foundation Arizona.  Continue leadership support to ECoNA in the areas of Business Retention and Expansion and Business Attraction.  Continue building relationship with Community Development Division, by providing support and a “bridge” to companies that are expanding. Annual Financial Plan 260 City of Flagstaff ECONOMIC VITALITY SECTION 18/78 COMMUNITY INVESTMENT PERFORMANCE MEASURES Council Priority: A Sustainable Community 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 Building Bridges to Business (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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Local businesses retained and/or expanded 100% 95% 95% 95% Council Priority: A Sustainable Community 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: Sun Corridor Alliance, Arizona Commerce Authority, ECoNA, CityofInnovation.com, FlagstaffProspector.com, trade shows, advertising and other marketing materials, and generating appropriate lead referrals from 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, Sun Corridor Alliance, site locators, and existing companies. Trend:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Respond to qualified new business leads 100% 100% 100% 100% Percentage of total commercial listings on 75% 85% 85% 90% Prospector site Council Priority: (1) A Sustainable Community, (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, Zoning Code, 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/IDS process. Trend:  CY 10 CY 11 CY 12 CY 13 Actual Actual Estimate Proposed Measures: Transition viable projects to DRB/IDS process 80% 80% 85% 90% Percentage of total commercial listings on 75% 85% 85% 90% Prospector site Annual Financial Plan 261 City of Flagstaff ECONOMIC VITALITY SECTION 18/71/73 COMMUNITY INVESTMENT COMMUNITY DESIGN and REDEVELOPMENT Includes 1807 (Community Design and Redevelopment), 71 (Arts and Science), and 73 (Beautification General Administration). MISSION Create, enhance, and preserve 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. PROGRAM DESCRIPTION Community design and redevelopment 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 public and the Beautification and Public Art Commission on public art programs and projects, and also works with Flagstaff Cultural Partners in support of local arts, science, and cultural activities and projects. Community Design – With expenditures overseen by the Beautification and Public Art Commission, this program generates, executes, and maintains beautification programs and projects (Section 74). Design assistance and demonstrative design work is provided for economic development, development applicants, heritage preservation, redevelopment, capital improvements, and other internal and external customers. Design Review – Program staff works with the Planning and Development Services staff and project applicants, 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 – The work of sustaining Flagstaff’s heritage and cultural resources includes inventories, landmark and historic district formation and maintenance, design review, and development impact analysis. In addition to working with public and private applicants, staff works with the Planning and Development Services staff and the Heritage Preservation Commission to accomplish heritage preservation goals. Redevelopment – This program facilitates infill, redevelopment, revitalization, and preservation through policy development, planning, infrastructure development, and other Community Investment projects. Brownfield Land Recycling, dedicated to revitalization of potentially contaminated or abandoned, idle, or underused properties, is included in the work of this program. FY 12 ACCOMPLISHMENTS      Working with the Beautification and Public Art Commission, developed first five-year Plan for Public Art, identifying and projecting current and future purchases, including project descriptions. Initiated an ongoing community discussion for the creation of an Arts Incubator facility, including all major public and private arts agencies, providers, and stakeholders. The Southside Community Mural was installed at the Murdock Community Center. This was a multi-agency and public/private partnership public art project. Proposals were sought and received, and a new three-year contract was established with Flagstaff Cultural Partners to serve as the community arts coordinating agency and to distribute City of Flagstaff grants for programs and projects that foster the aesthetic, scientific, and cultural environment of Flagstaff. The Public Art Map was completed and posted to the website. A grant from Blue Cross Blue Shield of Arizona was sought and obtained, and the maps were printed and distributed throughout the community. Annual Financial Plan 262 City of Flagstaff ECONOMIC VITALITY                    SECTION 18/71/73 COMMUNITY INVESTMENT Implemented the highly successful Beautification in Action Grant program, funding a Community Garden on San Francisco Street and the Cheshire Wetland–FUTS Trail Interpretive Site, among others. Closed out the Southside Streetscape project with a community celebration that included commissioning and sponsorship of celebratory light pole banners for one year. Reviewed current policy, developed alternatives for consideration, and presented the City Council with information and options for the irrigation of BBB Beautification funded landscaping. Current policy supported by the City Council and the Beautification and Public Art Commission. Worked with Planning and Development Services on the development of the pending Regional Land Use and Transportation Plan and the adopted Zoning Code on matters related to community design (sites, architecture, and landscaping), redevelopment, heritage preservation, and public art. Designed and constructed a decorative fence at the detention basin near the intersection of Country Club Drive and US Highway 89. Construction of a landscape wall and installation of landscaping was completed at the median island (pork chop) where Route 66 turns under the railroad tracks to Milton Road. Contributed to the successful design of many development projects including the I-40 Design Concept Report, Juniper Point, Barnet Dulaney Perkins Eye Center, Campus Crest (The Grove) student housing, Chick-fil-A, th Walgreens, the Trax (4 Street and Route 66), restoration of the Dairy Bran (research center) at the Museum of Northern Arizona, and new Downtown development (The Factory), and a significant Southside heritage preservation project (Hick’s Rooming House). Updated the 1992 Historic Property Inventory for the Townsite National Register Historic District. Completed the adoption of a Programmatic Agreement with the State Historic Preservation Officer that addresses and simplifies the approval of ongoing programs within the Housing Section. Worked with an ad hoc community group that seeks to raise awareness of historic Route 66 motels and the opportunities that are available for sustainable operations, specifically including heritage preservation. Completed the designation of the Flagstaff Passenger Train Station by the City Council as a local landmark. Researched, and presented to the City Council, existing and possible policies, tools, and options for a Commercial Infill and Redevelopment Policy. Researched, and presented to the City Council, existing and possible policies, tools, and options for Southside parking solutions. Completed, reviewed, and presented to the City Council the Fourth Street Corridor Study and sought policy direction raised by the Study. Worked with six Northern Arizona communities to prepare and submit to the Environmental Protection Agency a $1M Coalition Grant for Community Wide Assessments that can cover the costs of public or private environmental assessments, redevelopment planning, and other Brownfield work. Established a collaborative relationship with the Director of the Mill Avenue Business District in Tempe that has contributed to proceeding with business districts in Flagstaff. Have received insights, as well as template documents based on the prior establishment of 18 such districts. With stakeholder support and at their request, developed new strategy for the development of a Downtown organization and an East Flagstaff organization that can manage these business districts and address community issues such as marketing, maintenance, and parking. Worked with internal stakeholders and consultant engineers to re-establish the structural capacity of Heritage Square which will allow for better use of the facility to serve all of the community including Downtown stakeholders. Continuing efforts include investigation of reinforcing the structure to serve Flagstaff better. Provided management for Downtown and East Flagstaff, including coordination and planning for regulatory issues, events (New Years Eve and Dew Downtown Flagstaff Ski and Snowboard Festival), holiday decorations, and other day-to-day matters. Annual Financial Plan 263 City of Flagstaff ECONOMIC VITALITY SECTION 18/71/73 COMMUNITY INVESTMENT FY 13 NEW INITIATIVES AND GOALS               Expand grant seeking, using said funds to leverage the execution of other goals. Maintain a high level of community engagement and outreach, and provide excellent customer service in response to community goals and concerns. Complete interactive component of the internet-posted Public Art Map. Install significant public art piece (i.e., Lumberyard Mural). Construct beautification projects, including the Beulah/Woodlands Boulevard medians and Butler Avenue medians. Design, and with City Council approval, implement a Milton Road signage enhancement program. Design East Flagstaff Gateway Project that includes branding, beautification, and public art components. Continue to provide design assistance and excellent customer service in design review and heritage preservation. Implement new heritage preservation provisions of the Zoning Code. Designate additional public and private properties as local landmarks. Continue with development, adoption, and implementation of the Commercial Infill and Redevelopment Policy. Continue with development, adoption, and implementation of the Fourth Street Corridor Study. Upon award, implement and manage the Coalition Community Wide Assessment Grant. Continue development, adoption, and implementation of management plans for Downtown and East Flagstaff. PERFORMANCE MEASURES Council Priority: A Sustainable Community 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Stakeholder satisfaction with facilitation and N/A 100% 85% 85% strategy development. Annual Financial Plan 264 City of Flagstaff ECONOMIC VITALITY SECTION 18/71/73 COMMUNITY INVESTMENT Council Priority: Diverse 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:   CY10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Number of programs or works 32 40 43 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 CAPITAL TOTAL Actual Expenditures 2010-2011 $ 275,031 132,463 14,018 $ 421,512 Adopted Budget 2011-2012 $ 285,633 442,133 16,988 $ 744,754 Estimated Expenditures 2011-2012 $ 201,526 21,540 10,517 1,700 $ 235,283 Proposed Budget 2012-2013 $ 166,633 117,243 41,825 875,000 $ 1,200,701 Budget-Budget Variance $ (119,000) (324,890) 24,837 875,000 $ 455,947 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COMMUNITY DESIGN HOUSING DOWNTOWN MANAGEMENT BROWNFIELDS RT 66 CREOSOTE PIT SITE GREATER SUNNYSIDE REDEVELOPMENT BROWNFIELD ASSESS FY13 TOTAL $ 122,051 64,823 10 59,035 55,707 119,886 421,512 $ 123,138 66,237 65,027 90,352 400,000 744,754 $ 116,379 34,249 65,140 19,515 235,283 $ 126,285 69,001 5,415 1,000,000 1,200,701 $ 3,147 2,764 (65,027) (84,937) (400,000) 1,000,000 455,947 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 992,790 27,272 24,888 7,789 73,918 3,782 8,434 61,828 1,200,701 COMMENTARY: The Community Investment operating budget has decreased 56% and capital expenditures total $875,000, resulting in an overall net increase of 61%. The capital expenditures relate to Brownfield grant funded projects. Personal services decreases (42%) are due to small increases in retirement and benefits with substantially larger decreases from the reduction in a Brownfield Specialist and an employee's salary being assigned to Section 73. Contractual decreases of 73% are primarily due to the reductions in a declined budgeted grant, as well as reductions in travel. 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 CAPITAL TOTAL Actual Expenditures 2010-2011 $ 173,691 740,022 17,227 $ 930,940 Adopted Budget 2011-2012 $ 189,824 1,848,065 16,741 $ 2,054,630 Estimated Expenditures 2011-2012 $ 179,635 838,159 30,036 275,860 $ 1,323,690 Proposed Budget 2012-2013 $ 204,855 1,173,261 11,139 $ 1,389,255 Budget-Budget Variance $ 15,031 (674,804) (5,602) $ (665,375) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION INCUBATOR PROGRAM CONTRIBUTIONS BUS RETENTION AND EXPANSION BUSINESS ATTRACTION INNOVATION MESA REC-EXPAN TGEN N.FACILITY REDI GRANT-DEPT COMMERCE SW WINDPOWER COMMERCE ACA RURAL GRANT 2011 DEBT SERVICE TOTAL $ 79,455 294,082 114,494 76,833 114,671 251,405 930,940 $ 60,809 260,000 139,500 122,885 109,558 80,000 25,000 1,000,000 256,878 2,054,630 $ 42,425 264,614 139,500 95,690 106,059 80,000 298,524 40,000 256,878 1,323,690 $ 61,921 265,844 139,500 100,371 124,966 202,500 60,000 434,153 1,389,255 $ $ 1,389,255 1,389,255 $ 1,112 5,844 (22,514) 15,408 202,500 (80,000) (25,000) (1,000,000) 60,000 177,275 (665,375) SOURCE OF FUNDING: ECONOMIC DEVELOPMENT FUND COMMENTARY: The Economic Development operating budget has decreased 32% and there are no capital expenditures, resulting in an overall net decrease of 32%. The decrease is primarily due to changes in the level of grants. Personal services increases are a result of pay restoration, reclasses, benefits and retirement costs. Additional expenditure increases are for 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 were $65,810 of one-time expenditures authorized inclusive of the following: $5,810 for custodial services, $25,000 for RPI, $10,000 for SEDI, $25,000 for Innovation Mesa furnishings. In addition, the Economic Development budget has authorized $254,500 in ongoing expenditures for the following: $60,000 for SEDI, $17,000 for Buxton Research Data, and $177,500 for Innovation Mesa operating expenses. Annual Financial Plan 267 City of Flagstaff ECONOMIC VITALITY SECTION 38 AIRPORT MISSION Flagstaff Pulliam Airport is dedicated to providing quality air service to meet the ever-growing transportation needs of northern Arizona. PROGRAM DESCRIPTION Flagstaff Pulliam 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, operations, 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). Airport Staff are also in partnership with Economic Development staff to expand development at the Airport Business Park. FY 12 ACCOMPLISHMENTS          Obtained grant from the Department of Transportation under the Small Community Air Service Development Program for $800,000 to assist in bringing a second air carrier to Flagstaff. Obtained grant funding from the FAA for the “taxiway alpha project” to reconstruct failed asphalt and replace lighting and signs on taxiway and runway. Obtained grant funding from the Arizona Department of Transportation Aeronautics Division to replace joint seals on concrete ramp in front of the terminal. Successfully completed broadband of Airport Service Worker positions and retitled positions to Airport Operations Aircraft Rescue Firefighters (Airport Operations/ARFF Specialist). Through the efforts of Airport staff, the Airport remained open and had no snow closures this year. Hosted fourth annual Armed Forces Day Open House. Completed Air Rescue Firefighting training for staff and maintained FAA compliance. Airport Director was appointed to the Board of Directors for Arizona Airports Association. Secured new advertising agreement with Clear Channel; and, new contracts with six rental car agencies. FY 13 NEW INITIATIVES AND GOALS           Release a Request for Proposal for additional air carrier service to Flagstaff; and, obtain a successful bidder that will meet the growing transportation needs of Northern Arizona. Develop a plan, in conjunction with the FAA, to replace the Instrument Landing System. Improve appearance of ticketing area in the terminal by remodeling airline counters. Maintain full occupancy of Airport general aviation hangars and shade storage facilities to maximize revenues. Streamline Airport operations and maintenance costs to preserve budget dollars. Plan and host fifth annual no-fee Armed Forces Day Open House to increase community awareness of the Airport’s capabilities, functions and equipment. Achieve a discrepancy-free FAA Certification and Safety inspection. Secure additional FAA grant funding for Airport capital projects. Complete FAA grant funded project to reconstruct south half of taxiway and replace lights and signs. Complete ADOT Aeronautics grant funded project to replace joint seals on terminal concrete ramp. Annual Financial Plan 268 City of Flagstaff ECONOMIC VITALITY SECTION 38 AIRPORT PERFORMANCE MEASURES Council Priority: Quality and 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Percentage of scheduled commercial flights 4.6% 3.1% 3.0% 3.0% cancelled Council Priority: A Sustainable Community 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:  Measures: Percentage change in annual passenger enplanements CY 10 Actual -7.4% CY 11 Actual -2.2% CY 12 Estimate +1.0% CY 13 Proposed +3.0 Council Priority: Public Safety Goal: Meet or exceed FAA requirements for Aircraft Rescue Firefighting and on-airport medical responses. Objective: Consistently arrive at the scene within three minutes of alert notification. Type of Measure: Program Effectiveness Tool: Air Traffic Control tower logs, Airport incident report forms, daily operations inspection checklists/logs Frequency: Measured monthly; reported annually Scoring: 100% of responses within 3 minutes – Progressing, average. 99.9% to 97% response within 3 minutes – Caution, warning. Less than 97% of responses within 3 minutes – Need to review, discuss. Trend:  CY 10 CY 11 CY 12 CY 13 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 TOTAL Actual Expenditures 2010-2011 $ 626,168 344,664 128,892 $ 1,099,724 Adopted Budget 2011-2012 $ 630,320 945,582 147,774 $ 1,723,676 Estimated Expenditures 2011-2012 $ 647,552 339,289 131,636 $ 1,118,477 Proposed Budget 2012-2013 $ 640,883 1,161,553 155,074 $ 1,957,510 Budget-Budget Variance $ 10,563 215,971 7,300 $ 233,834 $ $ $ $ $ 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 $ 466,285 117,107 58,009 396,849 61,474 1,099,724 $ 479,165 96,853 86,126 379,725 81,507 300 600,000 1,723,676 $ 470,332 99,715 82,749 387,382 78,149 150 1,118,477 $ 412,849 137,008 86,369 424,851 96,133 300 800,000 1,957,510 $ $ 1,957,510 1,957,510 $ (66,316) 40,155 243 45,126 14,626 200,000 233,834 SOURCE OF FUNDING: AIRPORT FUND COMMENTARY: The Airport operating budget has increased 14% and there are no capital expenditures. There are increased personal services costs of 2% due to pay restoration, higher benefits costs, and upgrades/reclassifications of some personnel. Contractuals increased by 23% primarily due to the grant increasing for the development of the new airline presence. Commodities increased by 5% due to safety supplies required to be replaced. There are no capital purchases planned in this section. Annual Financial Plan 270 City of Flagstaff ECONOMIC VITALITY SECTION 71 ARTS AND SCIENCE MISSION Create, enhance, and preserve the cultural heritage of Flagstaff through dedicated Bed, Board and Beverage tax monies. PROGRAM DESCRIPTION The Arts and Science Fund utilizes dedicated Bed, Board, and Beverage tax monies to support the operations of local arts, science, and cultural organizations, and their projects, as well as to install public art within the community. Grant funding of organizations and their projects is 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, Joe C. Montoya 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. 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. FY 12 ACCOMPLISHMENTS  See Section 18, Community Investment. FY 13 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: CONTRACTUALS COMMODITIES CAPITAL TOTAL Actual Expenditures 2010-2011 $ 411,682 594 $ 412,276 Adopted Budget 2011-2012 $ 663,044 3,039 $ 666,083 Estimated Expenditures 2011-2012 $ 383,719 4,539 7,500 $ 395,758 Proposed Budget 2012-2013 $ 375,600 3,056 258,400 $ 637,056 Budget-Budget Variance $ (287,444) 17 258,400 $ (29,027) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CONTRACTUAL SERVICES PUBLIC ARTWORK FCP ADMINISTRATION RIORDAN MANSION TOTAL $ 195 332,750 9,535 69,796 412,276 $ 1,025 293,000 282,233 69,825 20,000 666,083 $ 100 293,000 12,833 69,825 20,000 395,758 $ 100 290,000 261,956 65,000 20,000 637,056 $ $ 637,056 637,056 $ (925) (3,000) (20,277) (4,825) (29,027) SOURCE OF FUNDING: ARTS AND SCIENCE FUND COMMENTARY: The Arts and Science operating budget has decreased by 43% and there are capital expenditures of $258,400, resulting in an overall net decrease of 4%. Personal Services are handled through internal charge outs and are included in Commodities. One-time expenditures for this division are: $15,000 for the Flagstaff Cultural Partners, and $20,000 for the Riordan Mansion. Minor fluctuations in year-to-year budgets relate to specific program needs each year while maintaining adequate fund balance. Contractuals are reduced due to a change in Public Artwork being tracked through capital instead of contractuals. Capital Public Art Work for $258,400 includes the Rendezvous Bronze Sculpture ($200,000), East Flag Gateway ($33,400), and the Lumberyard Mural ($25,000). Annual Financial Plan 272 City of Flagstaff ECONOMIC VITALITY SECTION 73 BEAUTIFICATION MISSION Create, enhance, and preserve the sense of place of both the built and natural environment of Flagstaff through dedicated Bed, Board and Beverage tax monies. 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. 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. FY 12 ACCOMPLISHMENTS  See Section 18, Community Investment. FY 13 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 2010-2011 $ 104,364 38,065 1,421 $ 143,850 Adopted Budget 2011-2012 $ 104,545 28,900 1,175 $ 134,620 Estimated Expenditures 2011-2012 $ 89,064 28,182 1,305 $ 118,551 Proposed Budget 2012-2013 $ 173,214 31,625 1,150 $ 205,989 Budget-Budget Variance $ 68,669 2,725 (25) $ 71,369 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COMMISSION WHEELER PARK LIGHTING RIORDAN MANSION ENHANCED SERVICE DISTRICT TOTAL $ 111,642 162 24,152 7,894 143,850 $ 109,620 25,000 134,620 $ 93,551 25,000 118,551 $ 112,398 25,000 68,591 205,989 $ $ 205,989 205,989 $ 2,778 68,591 71,369 SOURCE OF FUNDING: BEAUTIFICATION FUND COMMENTARY: The Beautification operating budget has increased 53% and there are no capital expenditures. Personal Services increases includes the charge out of 1.0 FTE for the Manager of Enhanced Service District, an increase in retirement benefits and a pay restoration. Contractual increases are due to increases in travel, registration, advertising and membership fees. Commodities has a net change of -2% related to promotional materials. There is no major capital (>$10,000) for this section. Annual Financial Plan 274 City of Flagstaff ECONOMIC VITALITY SECTION 84 CONVENTION AND VISITORS BUREAU 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 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 percent of BBB tax revenues. 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 12 ACCOMPLISHMENTS                Consumer website, www.flagstaffarizona.org, received 344,055 visits to date this fiscal year, a nearly 19 percent increase over the same period last fiscal year. Created “About Us” section on the website (www.flagstaffarizona.org/about-us.html) to provide stakeholders up-to-date information regarding CVB led activities, partnership opportunities and industry information. Grew Flagstaff Happenings subscriber list by 14 percent, maintaining a 20 percent open rate. Increased Flagstaff’s presence and interactivity on social media sites, especially Twitter and Facebook, which are now at 3,439 followers and 37,758 fans respectively this fiscal year (through February). Coordinated French and German sales missions due to reduced state-side tourism promotions. This approach has generated more interest in Flagstaff with more relevant operator meetings concentrating on northern Arizona product. Pursued or responded to more city-wide RFP’s, including national/international conferences such as ESTO, ICOET, Peaks Festival, and Tour de Arizona. Developed partnership with French airline to create a northern Arizona/southern Utah media familiarization tour, hosting 10 European journalists. Cultivated state-wide partnership to promote Flagstaff as a meetings destination to a larger audience by taking lead on hosted events before and after national tradeshows. Garnered significant media coverage, including Arizona Highways, Arizona Republic, Dallas Morning News, Sunset Magazine, Chicago Tribune, Associated Press, and coverage on every major news network in Phoenix. Created special landing pages for Fourth of July, Arizona Cardinals Training Camp, High Country Holidays, Hosting Holiday Events in Flagstaff, and Dew Downtown Flagstaff event page. Increased awareness of Flagstaff as a winter travel destination by reaching out to the Phoenix broadcast media with special packages, including a “Top 10 Things to Know about Winter in Flagstaff” release and a Flagstaff-branded scarf. Updated and printed 2012 Flagstaff Visitor Guide to be more user-friendly, provided additional travel information and increased benefit to Flagstaff tourism businesses. Launched the client portal of the CRM software allowing stakeholders to reply to leads online and increase trackability of CVB efforts. Conducted focus group research in targeted markets to lay groundwork for CVB’s re-imaging process. Translated and printed the Explore Flagstaff guide in French and German (in addition to English and Spanish already in print). Additional translations will be available online. Annual Financial Plan 275 City of Flagstaff ECONOMIC VITALITY SECTION 84 CONVENTION AND VISITORS BUREAU FY 13 NEW INITIATIVES  Increase BBB revenues two percent through targeted media advertising plan, enhanced leisure and group sales, and increased public relations efforts.  Utilize focus group results and relevant research to develop and launch revised advertising campaign with new imagery and website upgrades. Will conduct professional photo shoot to procure new images for the reimaging process while also creating a well-rounded photo library to represent the destination.  Enhance the use of “landing pages” within the CVB’s consumer website during specific campaigns or seasons to increase site visits by five percent.  Produce group leads and assist operators/planners with Flagstaff itineraries, resulting in a two percent increase in number of ‘definite’ room nights booked through CVB efforts.  Increase PR value of earned media by two percent through increased presence in key markets and partnering with regional CVB’s to host press trips.  Increase fan/follower engagement on Flagstaff CVB social media sites, including Twitter and Facebook, by five percent through contests, interactive elements, and providing timely, up-to-date information.  Establish a blog for the Flagstaff CVB, maintaining a schedule to regularly update it with relevant and timely information PERFORMANCE MEASURES Council Priority: A Sustainable Community; Diverse 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 10 Actual $5,193,967 276 CY 11 Actual $5,368,990 CY 12 CY 13 Estimate Proposed 5,450,000 5,500,000 *figure through October 2011 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 2010-2011 $ 522,321 538,621 102,469 $ 1,163,411 Adopted Budget 2011-2012 $ 557,388 566,501 124,571 $ 1,248,460 Estimated Expenditures 2011-2012 $ 554,337 568,243 124,410 $ 1,246,990 Proposed Budget 2012-2013 $ 561,571 652,198 96,932 $ 1,310,701 Budget-Budget Variance $ 4,183 85,697 (27,639) $ 62,241 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION MARKETING AND PROMOTION SALES PUBLIC RELATIONS FILM OFFICE MILLIGAN HOUSE TOTAL $ 555,698 505,585 77,632 23,746 750 1,163,411 $ 609,522 546,950 67,750 23,488 750 1,248,460 $ 605,215 543,025 68,400 29,600 750 1,246,990 $ 603,865 579,726 78,040 33,320 750 15,000 1,310,701 $ $ 1,310,701 1,310,701 $ (5,657) 32,776 10,290 9,832 15,000 62,241 SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Tourism operating budget has increased 5% and there are no capital expenditures, resulting in an overall net increase of 5%. Personal services have increased 1% as a result of pay restoration and increases in benefit and retirement costs. Contractual expenditures increased by 15% due to the addition of the Milligan House as a cost for this section, along with increases in advertising, travel, memberships, registrations, and miscellaneous services. Commodities expenditures decreased by 22% primarily due to a decrease in promotional materials. One-time authorized expenditures were $28,000 for the National Association of Counties Western Interstate Conference. New ongoing expenditures of $19,213 were authorized as follows: $500 for food for the CVB hosted events and director, $8,913 for advertisements for print, radio, and online for all markets, $3,000 for annual web updates, $1,750 for travel for meetings and events, $2,725 for tradeshows for the sales mission and meeting registration fees, $325 for sales staff memberships and trade shows, $1,400 for public relations staff travel, lodging, meals, trade shows and media missions, and $600 for tradeshow, media mission and meeting registration fees. Annual Financial Plan 277 City of Flagstaff ECONOMIC VITALITY SECTION 85 VISITOR SERVICES 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 revenues. Programs include visitor services, train station operations, educational programs, and creation of local partnerships. FY 12 ACCOMPLISHMENTS         Installed Grand Canyon Ticket Kiosk allowing visitors to purchase their park passes and gain information regarding Flagstaff while at the Visitor Center. In the first eight months since the Kiosk was installed, 211 passes have been sold. Introduced Visitor Center Referral Program to Flagstaff hoteliers broadening their awareness of the Center as a resource to travelers and front desk agents. In the first month of the program, 92 referral cards have been submitted by visitors. Assisted nearly 12,000 more visitors in the first six months of the fiscal year (July – December), a 28 percent increase over the same time period during the previous year. In CY2011, staff assisted 96,338 visitors (a 17 percent increase over CY2010). Partnered with the Pioneer Museum and Flagstaff Model R.R. Club to provide activities for National Train Day, including a train robbery enactment and station tours. Hosted the opening reception for Southwest Regional Railroad Conference ‘Rails to Rim,’ which was organized by the Flagstaff Model R.R. Club. Supported Historic Route 66 Association of Arizona through distribution of the Route 66 Passport and served as a passport redemption location. Have redeemed 274 passports for Route 66 travelers this fiscal year. Provided learning opportunities to visitors regarding how to purchase authentic Native American arts and crafts by hosting the Council for Indigenous Arts and Culture. Coordinated with Amtrak and other City sections/programs to improve lighting and signage at the train station, creating a better visitor experience. FY 13 NEW INITIATIVES     Enhance relationships with front-line hotel staff and local businesses to broaden awareness of the Visitor Center as a premier location for regional information and collateral material. Maximize partnerships through Referral Program, Grand Canyon Ticket Kiosk and other opportunities to increase walk-in visitor figures by two percent. Develop and provide on-site opportunities, such as educational forums, informational displays and programs to enhance both the visitor and local community’s experience. Coordinate with Amtrak, BNSF and other City sections/programs to improve the visitor experience at the Train Station through facility upgrades and enhancements. Annual Financial Plan 278 City of Flagstaff ECONOMIC VITALITY SECTION 85 VISITOR SERVICES PERFORMANCE MEASURES Council Priority: A Sustainable Community; Quality and 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, 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Visitor Center Customer Service Survey 414 / 95% 389 / 96% 420 / 96% 420 / 96% (# surveys / % satisfaction) Visitor Center Walk-ins 82,638 96,338 98,000 100,000 SECTION: 85-VISITOR SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2010-2011 $ 196,370 81,494 27,906 $ 305,770 Adopted Budget 2011-2012 $ 195,992 90,179 25,126 $ 311,297 Estimated Expenditures 2011-2012 $ 183,402 91,682 37,393 $ 312,477 Proposed Budget 2012-2013 $ 193,941 92,154 27,306 $ 313,401 Budget-Budget Variance $ (2,051) 1,975 2,180 $ 2,104 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TRAIN STATION OPERATIONS TOTAL $ 213,448 92,322 305,770 $ 215,312 95,985 311,297 $ 205,261 107,216 312,477 $ 216,101 97,300 313,401 $ $ 313,401 313,401 $ 789 1,315 2,104 SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Visitor Center's operating budget has increased 1% and there are no capital expenditures, resulting in an overall net increase of 1%. Personal services decreased as a result of use of temporary employees to fill a position that previously was full-time with benefits. Despite pay restorations, benefit and retirement costs increases, by using temporary employees, overall personal services costs were decreased by 1%. Contractual increases are due to telephone, equipment maintenance, miscellaneous services, janitor and other operating supplies. Commodities increases are a result of increases in printing costs and promotional materials. There were no one-time authorized expenditures, or any new ongoing authorized expenditures. There is no major capital (> $10,000) for this section. Annual Financial Plan 279 City of Flagstaff Inner Basin Pipeline Reconstruction - July 2012 Annual Financial Plan 280 City of Flagstaff UTILITIES DIVISION MISSION The mission of the Utilities Section is to professionally and cost effectively provide 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. 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 1 Operations Manager Wastewater Operations 53 & 56 Water Treat/Prod 47 Water Distribution 49 1 Wastewater Treatment Manager 1 Water Production Manager 1 Water Services Specialist Wildcat WWTP 53 4 MSW - Plant Tech 1.5 Equip Oper II Temp Lake Mary Wells, Woody Mt Wells, North Reservoirs, Inner Basin, and Water Treatment & Booster Stations 47 & 50 1 Instrumentation - Electrical Specialist 11 MSW-Water Services Tech 1 Maintenance Worker Utilities Engineering 42 Stormwater Management 98 1 Water Resources Manager 1 Utilities Engineering Manager 1 Stormwater Program Manager 1 GIS Systems Analyst 1 Utilities Plan Reviewer 1 Stormwater Services Analyst 1 Utilities Program Manager Industrial Waste Monitoring 55 1 Indust Waste Supv 2 Project Manager Locator 2 Indust Waste Insp 1 Floodplain Inspector 1 Water/Sewer Utility Locator 1 Laboratory Specialist 2 MSW - Plant Tech Wastewater Collection 54 1 Water Services Specialist 1 MSW - Laboratory 8 MSW-Water Services Tech 3 Plant Specialist 1 Maintenance Specialist 1 Instumentation - Electrical Specialist Rio De Flag WWTP 56 1 Plant Specialist Water Resources 42 2 MSW - Maintenance 1 Operations Specialist 2 MSW-Plant Tech 1 MSW - Lab Tech 3 MSW - Operations 1 Project Manager 1 Intern UTILITIES SECTION 42 ADMINISTRATION MISSION 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 coworkers and strive to maintain high motivation by providing an environment that encourages improvement and teamwork. PROGRAM DESCRIPTION Coordinate activities of the Utilities Division that includes operations (water production, water distrubution, wastewater collection, wastewater treatment, reclaimed water distrubution, booster stations, industrial waste & backflow), utilities engineering, stormwater, water resources management, water conservation and regulatory compliance programs. The Division also administers a safety program, Water Commission activities, City change order committee and acts as a liasion with numerous outside agencies and organizations. These include representation to Arizona Department of Environmental Quality (ADEQ), Arizona Department of Water Resources, Northern Arizona Municipal Water Users Association, US Forest Service, Technical Advisory group’s for the Coconino Plateu Water Advisory Council and the National Park Service/U.S. Forest Service Lake Mary Watershed planning group. Reviews proposed water legislation and provides input to Council and Legislators. Manages Utilities assests using an enterprise level geographic information system linked to a computerized maintenance management system, assesses capital improvement needs, therr priority and provide project management engineering services for Utilities capital improvement projects. Maintain hydraulic computer models of the City’s water, sewer and reclaimed infrastructure and use these tools to evaluate the needs of new developments and plannned future growth in conjunction with the Regional Plan. Investigates customer, staff, and City Council inquiries and follows up on complaints. Provides water quality regulatory permit administration for various Federal (USEPA) and State (ADEQ) programs including: Safe Drinking Water Act, Clean Water Act, National Pollutant Discharge Elimination system (NPDES), Arizona Aquifer Protection Permit (APP), Water Reuse, Emergency Operations and Safety Programs as required. Reviews new developments and represents the Department on a multitude of various internal committeees. FY 12 ACCOMPLISHMENTS       Plan for the Future: started the Utilities Integrated Master Plan: completion of a DRAFT Water Resources Chapter, begin the Water Infrastructure Chapter and completion of the Water Policies Chapter. Wildcat Hill WWTP: completed the repair of Digester No. 1 and intake bar screens Red Gap Ranch: completion of the drilling of six new shallow wells Updated Utilities Capital Improvement Program Water Resource Management: completed a hydrologic evaluation of the City’s local water supplies in compliance with the Arizona Department of Water Resources Water Adequacy Program Water Conservation: re-instituted financial incentive rebates to customers FY 13 NEW INITIATIVES AND GOALS   Continue to Plan for the Future: continuing working on the Utilities Integrated Master Plan by completing the Water Infrastructure Chapter and begin the Sewer Infrastructure Chapter, identify SCADA System upgrade opportunities Continue working on the Feasibility Study with the Coconino Plateau Water Advisory Council Annual Financial Plan 283 City of Flagstaff UTILITIES   SECTION 42 ADMINISTRATION Complete the Industrial Waste Local Limits study Complete construction of Railroad Springs second one million gallon water tank 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 10 CY 11 CY 12 Measures: Actual Actual Actual Number of Accidents resulting in Injury 0 0 0 Number of Lost Time Accidents 0 0 0 CY 13 Proposed 0 0 Council Priority: Quality and Reliable Infrastructure Goal: Maintain and deliver quality, reliable infrastructure, Objective: Exceed customer’s water and wastewater service expectations, and reduce water unscheduled outage hours (repairs), Type of Measure: Outcome Tool: Compliance testing, monitoring condition of infrastructure Frequency: Quarterly and Yearly Scoring: 100% Trend:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Actual Proposed Capital Projects Managed 7 5 7 11 Product Quality Regulatory Compliance  Drinking water compliance rate 1  Wastewater treatment effectiveness rate 2  Notice of Violations 3 1 2,063 / 100% 5,643 / 99% 0 0 0 1.6 1.91 26.5 26.5 26.5 24.9 0 0 0.65 0.63 11.3 11.3 11.3 10.65 $8,000 $10,000 $408,000 $0.0 Water Distribution Pipe Replacement Rate 4  Total miles of pipe needed to be replaced 5 Wastewater Collection Pipe Replacement Rate 4  Total miles of pipe needed to be replaced Insurance claims ($) Annual Financial Plan 5 284 0 0 City of Flagstaff UTILITIES SECTION 42 ADMINISTRATION NOTES: 1 – number of SDWA compliance tests conducted / % of tests in compliance for that year 2 – number of AzPDES and APP compliance tests conducted / % of tests in compliance for that year 3 – number of Notice of Violations from ADEQ (water or wastewater) 4 – total miles of pipe > 70 years old replaced 5 – total miles of pipe in distribution/collection system that is > 70 years old Council Priority: A 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimated Proposed Number of Development Review Board plans 130 60 137 reviewed Number of water and sewer impact analysis 12 6 6 performed Gallons / Person / Day water use (Total GPCD) 116 115 114 Energy Use (KW-h) per Million Gallons (MG) 6732 5476 xx  Water (KW-h/MG) na 4465 xx  Wastewater (KW-h/MG) na 90 xx  Reclaimed Water (KW-h/MG) Water reuse as a percentage of total water use 20% 21% xx 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual estimated Proposed Review Rates with internal rate model Yes Yes yes Water Revenues % Actual vs Budget 99% 100% 100% Sewer Revenues % Actual vs Budget 99% 100% 100% Revenue to Expenditure ratio Debt Ratio (total liabilities / total debt) na 4 N/A Customer accounts per employee Customer service complaints Customer service complaint rate 1 Annual Financial Plan 273 100 5 285 283 55 3 321 55 321 55 City of Flagstaff UTILITIES SECTION 42 ADMINISTRATION Council Priority: Good Neighborhoods, Affordable Housing and varied Recreational Activities 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Actual Proposed Number of customer complaints xxx 100 55 na 70 48  Water 10 6  Wastewater 20 1  Storm-water Number of complaints resolved 100?? 100?? 55?? Number of compliments received 50 50 10 Customer Survey Rating 88% 90% N/A First call resolution 95% xx SECTION: 42-UTILITIES ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2010-2011 $ 687,570 128,043 13,832 $ 829,445 Adopted Budget 2011-2012 $ 687,627 343,008 30,400 36,000 $ 1,097,035 Estimated Expenditures 2011-2012 $ 671,926 343,783 28,076 30,000 $ 1,073,785 Proposed Budget 2012-2013 $ 636,880 527,029 41,120 15,000 $ 1,220,029 Budget-Budget Variance $ (50,747) 184,021 10,720 (21,000) $ 122,994 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION WATER COMMISSION CITY WATER SYSTEM ANALYSIS CITY SEWER SYSTEM ANALYSIS ENGINEERING WATER CONSERVATION GIS-UTILITIES FRANCIS SHORT POND PH II FRANCES SHORT POND PH III RED GAP OPER AND LAND MGMT TOTAL $ 502,099 1,216 6,240 4,392 165,510 46,870 91,042 1,530 718 9,828 829,445 $ 751,185 180 8,585 4,500 113,741 115,403 96,341 7,100 1,097,035 $ 692,120 180 8,585 4,500 113,835 137,241 111,724 5,600 1,073,785 $ 861,611 180 10,185 10,820 120,200 132,993 75,940 8,100 1,220,029 $ $ 1,220,029 1,220,029 $ 110,426 1,600 6,320 6,459 17,590 (20,401) 1,000 122,994 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Utilities Administration operating budget has increased 14% there are no capital expenditures resulting in an overall net increase of 11%. Personal Services decreased by 7% which is related keeping the Resource Manager position vacant for most of FY 2013, pay restoration, and increase in benefits. Contractual increases are due ADWR water adequacy permits, legal fees, maintenance, training, and water rebates. The increase in Commodities is due to safety supplies and computer software. There is no major capital (>$10,000) for this section. Annual Financial Plan 286 City of Flagstaff UTILITIES SECTION 47 LAKE MARY WATER TREATMENT PLANT 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 coworkers. 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 12 ACCOMPLISHMENTS   Completed the relocation of 3,200 feet of inner basin water line from within the wilderness area to outside the wilderness area. Effectively used all available water supplies by producing 1.11 billion gallons of surface water from Lake Mary and 1.59 billion gallons from water production wells during calendar year 2011. FY 13 NEW INITIATIVES AND GOALS  Complete the repair to the Inner Basin pipeline that was damaged during the Schultz flooding in 2010. This project is being funded by Federal Emergency Management Agency (FEMA), Arizona Department of Emergency Management (ADEM) and City of Flagstaff. Annual Financial Plan 287 City of Flagstaff UTILITIES SECTION 47 LAKE MARY WATER TREATMENT PLANT PERFORMANCE MEASURES Council Priority: Public Safety Goal: Reduce injury accidents. Objective: Reduce the number of employee accidents by increasing safety awareness through training. Type of Measure: Outcome Tool: Quarterly Reports Frequency: Daily, Monthly, Quarterly and Yearly Scoring: 90% = ≤ 1 injury accident, 75-90% = 2-3 injury accidents, 75% = 3-5 injury accidents Trend:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Injury Accidents 0 0 0 0 Non-Injury Accidents 0 0 0 0 Lost Work Days 0 0 0 0 Accidents per Million Gallons produced 0 0 0 0 Safety Training (hr/person) 10 4.2 10 10 Council Priority: A Sustainable Community 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Number of Safe Drinking Water Act Violations 0 1 0 0 Annual Financial Plan 288 City of Flagstaff UTILITIES SECTION 47 LAKE MARY WATER TREATMENT PLANT Council Priority: Quality and 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Gallons produced in MG 2,722 MG 2,703 MG 2,750 MG 2750 MG Cost per 1000 gallons to produce1 $1.41 $1.14 $1.25 $1.25 Actual vs. Projected Power Costs to Produce $0.62/0.69 $0.58/0.75 $0.75/0.75 $0.75/0.75 1000 gallons Production vs Total Capacity – Peak Day2 49% 57% 60% 60% *Note: 1. Cost to produce 1000 gallons is based on total expenses compared to total gallons produced for 2011 2. Total capacity includes all wells, North Reservoir Plant and Lake Mary Plant Council Priority: Quality and 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Number of customer complaints 44 27 30* 30* Number of complaints per 1000 customers 2.3 1.4 1.6 1.6 Number of compliments received* 16 1 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 289 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 2010-2011 $ 722,918 1,618,136 399,742 19,622 $ 2,760,418 Adopted Budget 2011-2012 $ 729,610 2,469,830 424,383 190,000 $ 3,813,823 Estimated Expenditures 2011-2012 $ 679,156 2,348,254 421,473 68,703 $ 3,517,586 Proposed Budget 2012-2013 $ 729,494 2,687,768 465,820 366,297 $ 4,249,379 Budget-Budget Variance $ (116) 217,938 41,437 176,297 $ 435,556 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION WATER TREATMENT OPERATION CHEMICAL ANALYSIS BLDGS AND GROUNDS MAINTENANCE EQUIPMENT MAINTENANCE USFS LAKE MARY CONTRACT SCADA TRACKING LOCAL WELLS LAKE MARY WELLFIELDS WOODY MOUNTAIN WELLFIELD NORTH RESERVOIRS INNER BASIN DEVELOPMENT INNER BASIN PIPELINE LOCKETT MEADOW RD REPAIR TOTAL $ 545,227 449,972 178,924 53,406 147,100 32,661 623,594 210,640 388,740 34,814 28,434 25,026 41,880 2,760,418 $ 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 $ 731,493 468,133 215,417 64,729 128,492 8,860 35,853 701,434 303,341 770,263 37,050 27,831 24,690 3,517,586 $ 858,006 418,571 293,864 71,373 334,518 8,860 120,947 825,701 376,281 804,334 45,416 63,158 28,350 4,249,379 $ $ 4,249,379 4,249,379 $ 21,025 (52,955) 83,594 4,122 179,189 7,777 119,241 36,892 6,152 754 27,505 2,260 435,556 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Lake Mary Water Treatment Plant operating budget increased 7% and capital expenditures total $366,297 resulting in an overall net increase of 11%. Personal Services decrease slightly and includes a pay restoration. Contractual increases are due to training, maintenance, and utilities. There is $200,000 budgeted as one-time related to the expectation to use more well water due to the lower lake levels. Commodities increases are for uniforms, gasoline, and street supplies. Major capital (>$10,000) is for equipment storage ($90,000), SCADA equipment upgrades ($66,297), water pump station ($75,000), and replacement of a fixed drive ($135,000). Annual Financial Plan 290 City of Flagstaff UTILITIES SECTION 49 WATER DISTRIBUTION 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 ACCOMPLISHMENTS              Crewmembers located, cleaned and operated all valves through out the city, adjusted as deemed necessary. Crewmembers isolated lines, flushed fire hydrants, cleaning our main lines in the commercial areas, such as in the areas of north downtown, south downtown, south Milton, W. Rt. 66, E. Butler Ave., Woodlands Blvd. These are areas that have a high amount of restaurants and hotels that may be financially and physically affected by dirty water when the Fire Department does their annual fire hydrant check program. Crewmembers abandoned the 12” AC main on Lockett Rd. between Fanning and Thomas Rd. for the Dave Merrill property conflict. Crewmembers upsized the existing 3” PRV at the Linda Vista location to a 4” PRV to help stabilize fluctuating pressures. Crewmembers flushed dead end lines and areas of low chlorine and low demand and or flow to prevent the possibility of low quality water. Crewmembers worked at the Fort Tuthill County Park in order to install the new 6” compound fire service meter for Luke AFB to have their own service and meter. Crewmembers installed two – 6” backflow prevention assemblies at the Rio De Flag Reclamation Plant in order to replace the pressure regulating stations put in place originally. Crewmembers worked mostly at night on the Asphalt Overlay Projects through out the City to perform inspections of the valves and manhole insuring proper standards. There was approximately 20,169 ft of asphalt overlay that was inspected for utilities. Crewmembers worked with Ron Mead and Jon Keller to update/repair the old coin operated system for the Bonito Standpipe and to repair the standpipe drain outside the facility. Crewmembers completed 31 water service abandonments for the Grove Apartments as part of the sale of the old Aspen Sawmill development to Campus Crest. Our bluestake locator completed 2,032 tickets (7-1-11 to 1-10-12) Crewmembers completely rebuilt the Zone A- Pressure Regulating Station. Crewmembers potholed the 16” cast iron main on Switzer Canyon Rd. for the Barnet Dulaney Perkins Eye Surgery Center construction due to our Utility Locator being unable to locate the main due to its depth. FY 13 NEW INITIATIVES AND GOALS   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. Annual Financial Plan 291 City of Flagstaff UTILITIES         SECTION 49 WATER DISTRIBUTION 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. Field Services to assist other Sections within Utilities as needed. Purchase and install a ball marker locating system for water mains that are difficult to locate due to their pipe material to ensure proper utility locating by the City. PERFORMANCE MEASURES Council Priority: Facilities & Basic Services (Water Quality Issues / Complaints / Outage time) Goal: Provide good safe and reliable drinking water to citizens of Flagstaff / Reduce water outage time hrs. Objective: Reduce infrastructure problems that result in water quality issues by properly operating (fire department) and maintaining water distribution system, return ample water pressure to public A.S.A.P. Type of Measure: Outcome Tool: Monitoring and instrumentation readings, laboratory testing Frequency: Daily, Monthly, Quarterly and Yearly Scoring: (5.1%) Acceptable Water loss (-7% /acceptable, - 8% /high risk, greater then 8% is unacceptable.) Trend: average FY 10 FY 11 FY 12 FY 13 Measures: Actual Actual Estimate Proposed Number of Dirty Water / Clarity 15 25 (Many fire (Many fire (Many fire (Many fire dept. issues) dept. issues) dept. dept. issues) issues) Number of High/Low Pressure problems 16 + (noted) 1 6 Number of Low Chlorine residuals Section 47 Section 47 Section 47 Section 47 Number of Taste and Odor Section 47 Section 47 1 Section 47 Number of cloudy water / air in the lines Section 47 Section 47 Section 47 Section 47 Damages 0 0 0 0 Number of compliments 17 3 2 Total Water Outage Time in hours 1,205 (only 6 2,200 hrs 1,800 hrs months rec.) a. Scheduled 769 (“ “) 1,178 hrs 800 b. Un-Scheduled 436 (“ “) 1,022 hrs 1000 c. Isolation time (estimate) 30 min. 30 min. 30 min. 30 min. d. Unaccounted water loss % of % of % of 5.1% of (meter accuracy, hydrant flushing, leaks/breaks, production production production production etc. Section 47 Section 47 Annual Financial Plan 292 City of Flagstaff UTILITIES SECTION 49 WATER DISTRIBUTION Council Priority: Public Safety Goal: Reduce accidents and maintain high safety standards. Objective: To communicate the importance of safety and loss control through our safety program Type of Measure: Outcome Tool: Risk management tracking of recordable incidents Frequency: Daily, Monthly, Quarterly and Yearly Scoring: low –accidents, (-1.25% -2% -2.5% /low to high) Trend: average FY 10 FY 11 FY 12 Measures: Actual Actual Estimate Number of Injury Accidents 3 6 (1 with lost 1 (with time) lost time) Number of Lost Time Accidents 0 1 1 Sick time % of Total 1.6% 1.6% 1.6% Safety Training 500hrs 500hrs 500hrs (38.5 per.) (38.5 per.) (38.5 per.) SECTION: FY 13 Proposed 0 0 1.6% 500hrs (38.5 per.) 49-WATER DISTRIBUTION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2010-2011 $ 905,933 58,323 428,122 $ 1,392,378 Adopted Budget 2011-2012 $ 959,320 77,400 382,098 72,000 $ 1,490,818 Estimated Expenditures 2011-2012 $ 944,820 50,523 393,475 72,000 $ 1,460,818 Proposed Budget 2012-2013 $ 954,198 91,650 402,678 130,000 $ 1,578,526 Budget-Budget Variance $ (5,122) 14,250 20,580 58,000 $ 87,708 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION WATER SYSTEM MAINT-OPERATION MAIN AND SERVCE LINE REPAIR MAIN EXT-FIRE HYDR/VALVE VALVE AND FIRE HYDR MAINTENANCE METER INSTALLATION METER REPAIR AND TESTING BLUE STAKE TOTAL $ 168,744 241,167 306,183 32,540 133,247 382,770 92,082 35,645 1,392,378 $ 306,400 316,991 364,251 31,983 88,567 252,256 94,903 35,467 1,490,818 $ 271,879 311,325 369,628 33,073 85,329 258,040 95,577 35,967 1,460,818 $ 356,577 233,839 314,626 31,703 131,442 375,552 98,951 35,836 1,578,526 $ $ 1,578,526 1,578,526 $ 50,177 (83,152) (49,625) (280) 42,875 123,296 4,048 369 87,708 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: Water Distribution operating budget has increased 2% and capital expenditures total $130,000 resulting in an overall net increase of 6%. Personal Services decreased due to prior year retirement payout netted with increases for pay restoration. Contractual increases are for training and maintenance. Commodities increases are for computer equipment and uniforms. Major capital (>$10,000) is for a replacement backhoe ($130,000). Annual Financial Plan 293 City of Flagstaff UTILITIES SECTION 50 BOOSTER STATIONS 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 coworkers. 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 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. FY 12 ACCOMPLISHMENTS  Cleaned and inspected the Clarifier at the Woody Mountain Booster station. FY 13 NEW INITIATIVES AND GOALS   Install and put into service a new tank at Rail Road Springs, this tank will compliment the existing tank and lift station to better provide for future water needs in this area of the city. Change the distribution system valve setting in the area of Sinagua / Foxglenn to eliminate the need for the Amberwood Booster Station under normal operating conditions. PERFORMANCE MEASURES Council Priority: Quality and 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Tanks Cleaned (diving contract) 2 1 2 2 Annual Financial Plan 294 City of Flagstaff UTILITIES SECTION: SECTION 50 BOOSTER STATIONS 50-BOOSTER STATIONS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2010-2011 $ 32,862 29,955 796 $ 63,613 Adopted Budget 2011-2012 $ 35,374 40,150 2,400 $ 77,924 Estimated Expenditures 2011-2012 $ 34,452 38,854 2,422 $ 75,728 Proposed Budget 2012-2013 $ 39,376 42,062 2,400 $ 83,838 Budget-Budget Variance $ 4,002 1,912 $ 5,914 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ZONE A KINLANI UNIVERSITY HIGHLANDS #1 AIRPORT BOOSTER AMBERWOOD BOOSTER RAILROAD SPRINGS BOOSTER TOTAL $ 32,912 75 1,452 2,948 3,705 3,230 19,291 63,613 $ 42,374 250 1,650 1,600 1,200 5,200 25,650 77,924 $ 41,405 250 1,700 1,419 1,646 5,808 23,500 75,728 $ 46,376 250 1,911 1,600 1,700 6,351 25,650 83,838 $ $ 83,838 83,838 $ 4,002 261 500 1,151 5,914 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Booster Station operating budget has increased 11% and there are no capital expenditures. Personal Services increases are due to pay restoration and benefit increases. Contractuals increase is due to utilities rate increases. Commodity are unchanged. There is no major capital (>$10,000) for this section. Annual Financial Plan 295 City of Flagstaff UTILITIES SECTION 53 WILDCAT WASTEWATER TREATMENT PLANT MISSION 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. PROGRAM DESCRIPTION The Wildcat Hill Wastewater Plant is a 6 million gallon- per- day advanced treatment facility. This program is responsible for the day-to-day operation and maintenance, as well as the pumping of treated 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. FY 12 ACCOMPLISHMENTS     Septage waste stream moved in front of Influent meter for more accurate flow reads. Start of Digester #1 repair which will improve organic solids handling process. Transfer of responsibility of discharge permit for Continental Country Club lakes. Improvement of discharge water quality, such as Turbidity. FY 13 NEW INITIATIVES AND GOALS      Improve organic solids handling, like eliminating the SSB return, which will help us meet the permit requirements we are struggling with. Improve methane gas transport system from the digesters which will improve co generation efficiency, safety and help operation of the digesters. Improve inorganic solids removal, such as installing new bar screens and or chopper pumps. Improve nitrification / de nitrification process, which could eliminate 95% of our permit violations. Repair and Improve disinfection process, which will save of chemical cost and eliminate basic permit violations. PERFORMANCE MEASURES Council Priority: A Sustainable Community 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 10 CY 11 Measures: Actual Actual Digester gas / Natural gas 67% 59% Annual Financial Plan 296 CY 12 Estimate 100% CY 13 Proposed 100% City of Flagstaff UTILITIES SECTION 53 WILDCAT WASTEWATER TREATMENT PLANT Council Priority: Diverse 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 10 CY 11 Measures: Actual Actual Number of complaints /odors ect. 2 0 Number of on the job lost time accidents / 0 0 injuries. CY 12 Estimate 0 0 CY 13 Proposed 0 0 Council Priority: 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Cost per thousand to treat (influent). $1.44 $1.66 $1.70 $1.50 Council Priority: Public Safety Goal: Provide wastewater treatment that meets or exceeds criteria for Federal, State & Water Reuse Permits Objective: Production and distrubution of reclaimed water that is safe for its intended use. Type of Measure: Outcome Tool: Laboratory testing Frequency: Daily, Monthly, Quarterly and Yearly Scoring: 1-2 = 90% 3-5 = 75% ≥6 = 50% Trend:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Number of regulatory permit violations (within 10 24* 10 0 plant design) Number of regulatory permit violations (beyond 0 2 0 0 plant capabilities) *most of these violations are from recurring issues the facility has been working on. Annual Financial Plan 297 City of Flagstaff UTILITIES SECTION 53 WILDCAT WASTEWATER TREATMENT PLANT Council Priority: Quality and 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Gallons of influent treated (billions). 1.29 1.19 1.30 1.30 Gallons of septage treated (millions). 2.64 3.27 3.00 3.00 Gallons of reclaim water sold (millions). 353.0 400.48 370 370 Gallons of grease treated (thousands). 690 701 700 700 Gallons of interceptor sludge (thousands). 62 39 60 60 Dry metric tons of solids/sludge injected. 883 587 900 900 SECTION: 53-WILDCAT WASTEWATER TREATMENT PLANT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2010-2011 $ 815,579 836,591 328,749 $ 1,980,919 Adopted Budget 2011-2012 $ 820,107 980,600 297,900 1,067,000 $ 3,165,607 Estimated Expenditures 2011-2012 $ 805,497 946,101 321,923 851,000 $ 2,924,521 Proposed Budget 2012-2013 $ 838,211 990,050 296,614 179,000 $ 2,303,875 Budget-Budget Variance $ 18,104 9,450 (1,286) (888,000) $ (861,732) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION WC-PLANT OPERATIONS WC-PLANT MAINTENANCE WC-LAB-PROC CNTRL-MONITOR WC-SEPTAGE WC-WH RIO MAINTENANCE WC-DRYING BEDS OPERATIONS WC-SLUDGE INJECTION DIGESTOR I REPAIR INSURN DIGESTOR I REPAIR OPTION TOTAL $ 114,868 963,447 606,084 190,291 724 5,247 73,413 8,809 18,036 1,980,919 $ 266,248 1,107,316 576,683 201,008 650 1,700 400 235,602 600,000 176,000 3,165,607 $ 98,210 1,087,698 600,715 198,398 650 1,700 400 85,750 600,000 251,000 2,924,521 $ 323,214 1,126,644 546,420 220,655 650 1,700 400 84,192 2,303,875 $ $ 2,303,875 2,303,875 $ 56,966 19,328 (30,263) 19,647 (151,410) (600,000) (176,000) (861,732) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: Wastewater Treatment Plant operating budget increased by 1% and capital expenditures total $179,000 resulting in an overall net decrease of 27%. Personal Services increases are due to pay restoration, overtime, and benefits. Contractuals increased due to training, utilities, and maintenance. Commodities decreased slightly due to prior year one time items and increases in computer equipment, chemicals, uniforms, and vehicle parts. Major capital (>$10,000) includes a replacement mower ($16,000), a replacement vehicle ($28,000), digester gas booster system upgrades ($75,000), and a digester gas drain pump ($60,000). Annual Financial Plan 298 City of Flagstaff UTILITIES SECTION 54 WASTEWATER COLLECTION MISSION The mission of the Utilities Division / Wastewater Collections Section is to professionally and cost effectively provide sewer services that meet the present and future environmental, health, and safety needs of the community and our co-workers. PROGRAM DESCRIPTION The Wastewater Collections system operators safely and efficiently operate, maintain and repair all wastewater collection and reclaim distribution mains and manholes. Eliminating or reducing health hazards, system failures, customer complaints and property damage throughout our community. FY 12 ACCOMPLISHMENTS            Crewmembers repaired twenty four main lines this year. Crewmembers completed ninety eight manhole work orders and fifty one of those were manhole caps. Crewmembers designed and realigned a 15” drainage pipe that was plumbed in to a manhole that also had a flow measurement device in it. This was done to make measurements more accurate at the Wildcat Treatment Plant. Crewmembers cleaned up overflow material, and chlorinated, and replaced material that was taken from dirt and rock driveways. This had to do with a spill in Sunny Side. Crewmembers assisted Street Department at the Cemetery. They ran a private sewer service line that was plugged up; they cleared approx. 300’ of service line. Crewmembers Pot holed with Camel truck for Storm Water on J-Diamond Road to locate utilities for designing of new storm system. Crewmembers Televised storm culvert for Storm Water Department several times for job design and to update their mapping system. Crewmembers excavated at the Wildcat Plant locating main line piping within facility. Crewmembers and Camel truck trained, showing the Fire Department the operation of a Camel for emergence response of none destructive digging for emergencies. Crewmembers repaired all the infiltration spots that were located in the RIO DE FLAG. This had to be done when the RIO was dry. There were approximately ten Digs that had to be repaired. Crewmembers worked on the Asphalt Overlay Projects throughout the City to perform inspections of the valves and manhole insuring proper standards. There was approximately 20,169 ft of asphalt overlay that was inspected for utilities FY 13 NEW INITIATIVES AND GOALS  Stay within budget reductions and keep the same level of service.  Continue to reduce the number of blockages every year.  Reschedule of cutting and cleaning procedures to compensate for the increase in chemical root control.  We are going to convert our TV Van from VHS tape and paper to DVD, and Pipe Logix software with a external computer hard drive,  We think we have repaired the problems of infiltration that we found in the RIO DE Flag, but we will reinvestigate the infiltration issues when we have flow in the spring again.  Wastewater to assist other Sections within Utilities as needed. Annual Financial Plan 299 City of Flagstaff UTILITIES SECTION 54 WASTEWATER COLLECTION PERFORMANCE MEASURES Council Priority: Fiscal Health, Customer Service & Public Safety Goal: Exceed Customers sewer service expectation. Objective: Reduce the number Sanitary Sewer system backups through proper maintenance and inspection procedures. Type of Measure: Outcome Tool: CMMS Maintenance tracking system Frequency: Monthly, Quarterly and Yearly Scoring: low / Blockages per quarter 5-7-9 (low to high), claims 10,000, 15,000, 20,000 (low to high) Trend: below FY 10 FY 11 FY 12 FY 13 Measures: Actual Actual Estimate Proposed Number of Main line blockages 16 (approx) 14 18 18 1/2 of these are City Courts) Number of Main line blockage claims 0 0 0 Number of Main line cleaning claims (jetting) 8 at a cost of 4 4 $729 (2 current) Council Priority: Public Safety Goal: Reduce accidents and maintain high safety standards. Objective: To communicate the importance of safety and loss control through our safety program. Type of Measure: Outcome Tool: Risk management tracking of recordable incidents. Frequency: Daily, Monthly, Quarterly and Yearly Scoring: high / above average injuries this year (1, 2, 3) low to high Trend:  FY10 FY11 FY 12 FY 13 Measures: Actual Actual Estimate Proposed Number of Accidents resulting in Injury 4 2 1 Number of Lost Time Accidents 2 1 1 Annual Financial Plan 300 City of Flagstaff UTILITIES SECTION: SECTION 54 WASTEWATER COLLECTION 54-WASTEWATER COLLECTION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2010-2011 $ 710,917 43,711 144,566 21,597 $ 920,791 Adopted Budget 2011-2012 $ 771,801 43,430 186,055 135,000 $ 1,136,286 Estimated Expenditures 2011-2012 $ 752,801 40,530 185,455 135,000 $ 1,113,786 Proposed Budget 2012-2013 $ 752,585 56,030 211,888 85,000 $ 1,105,503 Budget-Budget Variance $ (19,216) 12,600 25,833 (50,000) $ (30,783) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION SERVICE CONNECTIONS PREVENTIVE MAINTENANCE TV INSPECT AND HYDRO-CLEAN CORRECTIVE MAINTENANCE RECLAIMED WATER LINE TOTAL $ 232,187 47,590 363,459 171,164 80,875 25,516 920,791 $ 433,654 42,458 374,449 166,327 96,799 22,599 1,136,286 $ 406,736 43,737 375,600 166,378 97,248 24,087 1,113,786 $ 393,141 52,648 368,922 175,505 102,906 12,381 1,105,503 $ $ 1,105,503 1,105,503 $ (40,513) 10,190 (5,527) 9,178 6,107 (10,218) (30,783) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Collection operating budget has increased 2% and capital expenditures total $85,000 resulting in an overall net decrease of 3%. Personal Services decrease is due to prior year retirement payout offset by increases for pay restoration, benefits and overtime. Contractual increases are for training and maintenance. Commodities increases are for communication equipment, uniforms, chemicals, and street materials. Major Capital (>$10,000) is for building improvements at the East Flag shop ($85,000). Annual Financial Plan 301 City of Flagstaff UTILITIES SECTION 55 INDUSTRIAL WASTE MISSION 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. 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 ACCOMPLISHMENTS  Trained a new inspector to competency with a two person staff.  Increased training levels of the existing staff to produce two cross connection control specialists/ surveyors/ administrators; assuring competent job performance and thorough drinking water risk assessment during inspections.  Reduced the amount of fats, oils and greases from being discharged into the sewer collections system.  Improved the new IWS’ downtown facility to be better facilitate the needs of the IWS.  Created a new backflow prevention assembly test tracking program which will eliminate the need for more personnel. FY 13 NEW INITIATIVES AND GOALS        Perform Local Limits Study as per ADEQ mandate. Complete the changes to the IWS building to optimize its use. Provide further training to inspectors to elevate customer service levels. Reduce overtime and increase efficiency by implementing technology to automate the backflow preventer testing and tracking process. Attend supervisor training. Continue to facilitate Industry compliance with local, state, and federal discharge regulations. Continue to foster mutually beneficial relationships with local industry and businesses. Annual Financial Plan 302 City of Flagstaff UTILITIES SECTION 55 INDUSTRIAL WASTE PERFORMANCE MEASURES Council Priority: Quality and 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 10 FY 11 FY 12 FY 13 Measures: Actual Actual Estimate Proposed # of blockages/Notice of Violations (NOV’s) issued 2 1 3 0 # resulting in sewer line cleaning 1 1 3 0 Council Priority: Quality and Reliable Infrastructure 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 10 FY 11 FY 12 Measures: Actual Actual Estimate # of backflow prevention assemblies tested 2373 2241 2872 % of bpa’s tested that failed 7.1% 10% 10% Water quality violations due to bpa failing 0 0 0 FY 13 Proposed 2872 10% 0 Council Priority: 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 10 FY 11 FY 12 FY 13 Measures: Actual Actual Estimate Proposed # of Industry and plant samples analyzed 2773 2773 2773 2773 # of NOV’s written to industries 1 0 1 0 # of NOV’s written to commercial sites 2 0 3 0 Annual Financial Plan 303 City of Flagstaff UTILITIES SECTION: SECTION 55 INDUSTRIAL WASTE 55-INDUSTRIAL WASTE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2010-2011 $ 188,938 58,002 16,536 $ 263,476 Adopted Budget 2011-2012 $ 210,529 204,186 14,472 36,000 $ 465,187 Estimated Expenditures 2011-2012 $ 204,052 79,450 14,472 36,000 $ 333,974 Proposed Budget 2012-2013 $ 189,174 85,417 19,015 $ 293,606 Budget-Budget Variance $ (21,355) (118,769) 4,543 (36,000) $ (171,581) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION NPDES MONITORING INDUSTRIAL WASTE MONITOR HAZARDOUS WASTE BACKFLOW X CONN CONTROL LOCAL LIMITS STUDY TOTAL $ 94,575 47,830 58,882 50 62,139 263,476 $ 154,175 55,105 69,555 61,352 125,000 465,187 $ 144,762 55,905 70,355 62,952 333,974 $ 110,034 56,746 68,092 58,734 293,606 $ $ 293,606 293,606 $ (44,141) 1,641 (1,463) (2,618) (125,000) (171,581) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Monitoring budget has decreased 32% and there are no capital expenditures. Personal Services decrease is related to turnover and lower salaries offset by pay restoration and benefit increases. Contractuals decreased because of the local limits study which will be done in FY 2014. Increases in contractuals include training, postage, and re-sampling services. Commodities increases are for gasoline, uniforms, and office equipment. There is no major capital (>$10,000) for this section. Annual Financial Plan 304 City of Flagstaff UTILITIES SECTION 56 RIO DE FLAG RECLAIM PLANT MISSION To provide wastewater reclamation that exceeds all federal, state and reuse requirements in a safe and costeffective manner. To submit all required regulatory reports on time without exception. To promote the use of reclaim water for all approved uses throughout the City of Flagstaff and vacinity. To educate the public on issues related to water reclamation, water conservation, and sustainable use. PROGRAM DESCRIPTION The Rio de Flag Water Reclamation Facility processes wastewater flow from the western half of the city and reclaims water for a variety of non-potable uses. Landscape irrigation is the principal use of reclaim water but water is also used for non-potable commercial and industrial uses. Excess reclaim water is released to the Rio de Flag wash for riparian enhancement. This 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. FY 12 ACCOMPLISHMENTS    Removed PRVs on plant water mains and installed RP Backflow devices and hot boxes Energy survey was conducted on the larger electrical motors to determine efficiency/cost savings potential Replaced 3000 gal sodium hypochlorite storage tank and plumbing FY 13 NEW INITIATIVES AND GOALS  Work closely with WCH to provide reclaim water that meets customer demand at the lowest cost PERFORMANCE MEASURES Council Priority: A Sustainable Community 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Number of Permit Violations 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 305 City of Flagstaff UTILITIES SECTION 56 RIO DE FLAG RECLAIM PLANT Council Priority: A Sustainable Community 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Gallons of Wastewater Treated (millions) 724 689 690 Gallons of Reclaim Water Reused (millions) 284 290 300 Council Priority: Quality and 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 10 CY 11 CY 12 Measures: Actual Actual Estimate Cost/thousand gallons of reclaimed water $1.07 $1.17 $1.27 produced CY 13 Proposed Council Priority: 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Number of complaints /odors ect. 0 0 0 Number of on the job lost time accidents / 1 0 0 injuries. Annual Financial Plan 306 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 2010-2011 $ 343,349 378,010 69,077 41,859 $ 832,295 Adopted Budget 2011-2012 $ 345,812 495,500 119,277 61,500 $ 1,022,089 Estimated Expenditures 2011-2012 $ 335,726 447,100 97,650 $ 880,476 Proposed Budget 2012-2013 $ 345,634 496,250 118,919 125,000 $ 1,085,803 Budget-Budget Variance $ (178) 750 (358) 63,500 $ 63,714 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PLANT OPERATIONS PLANT MAINTENANCE LAB-PROCESS CONTROL-MONITOR TOTAL $ 79,626 493,415 157,681 101,573 832,295 $ 172,065 569,808 170,452 109,764 1,022,089 $ 71,842 542,329 155,562 110,743 880,476 $ 119,576 679,081 170,970 116,176 1,085,803 $ $ 1,085,803 1,085,803 $ (52,489) 109,273 518 6,412 63,714 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Rio de Flag Treatment Plant operating budget increased less than 1% and capital expenditures total $125,000 resulting in an overall net increase of 6%. Personal Services decreased slightly and reflect the pay restoration, overtime increase, and benefit changes. Contractual increases are training, utilities, and maintenance net of prior year one time budget items. Commodities decrease is related to prior year one time items and increases in computer equipment and software, safety supplies, machinery parts, and uniforms. Major capital (>$10,000) is to replace carbon filter media ($125,000). Annual Financial Plan 307 City of Flagstaff UTILITIES SECTION 98 STORMWATER MISSION The mission of the Stormwater Section is to promote the public health, safety and general welfare, to minimize public and private losses due to flood conditions within the City of Flagstaff, and to comply with the applicable floodplain and stormwater regulations. PROGRAM DESCRIPTION The Stormwater Section includes: administration, utility management, engineering/hydrology technical support, master planning, customer service, data collection, field inspection, and plan review components. FY 12 ACCOMPLISHMENTS            Completed adoption process for new FEMA Flood Insurance Rate Maps, including the correction of mapping errors. Achieved full compliance with the USEPA/ADEQ NPDES Municipal Permit requirements. Completed Cherry Ave. Stormdrain Improvements as well as sewer line replacement. Completed $300,000 of other capital drainage improvements. Revised the Floodplain Management Ordinance. Initiated revisions to the Stormwater Design Manual. Completed demonstration projects for Low Impact Development and Rain water harvesting. Completed ADEQ Water Quality Grant: Bark Park LID. Completed initial restoration efforts for two reaches of the Rio De Flag. Completed revegetation phase of Picture Canyon. Completed rain-water harvesting presentation and implemented results as directed by Council. FY 13 NEW INITIATIVES AND GOALS          Complete up to $1 million dollars in capital drainage improvements. Complete revisions to Stormwater Design Manual. Achieve full compliance with NPDES Municipal Permit Initial and complete additional LID and/or rainwater harvesting demonstration projects. Achieve full compliance with the FEMA NFIP Program. Achieve a “Class 6” flood insurance rating, resulting in an additional 5% discount for flood insurance. Substantially complete the Picture Canyon Project. Complete the next phases of watercourse restoration for 2 reaches of the Rio De Flag. Successfully implement the City Hall water harvesting and LID demonstration project. Annual Financial Plan 308 City of Flagstaff UTILITIES SECTION 98 STORMWATER PERFORMANCE MEASURES Council Priority: Public Safety Goal: Personnel safety: No accidents, injuries or job related illnesses; utilize safety training. Objective: Safe vehicle operating and equipment handling with no injuries or work related sick days. Type of Measure: Communication & feedback, injury reports; employee health & safety Tool: Verbal, e-mail, phone contact; on-going safety training Frequency: Annual employee training Scoring: 100% - Section participation Trend:  CY 10 CY 11 CY 12 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% CY 13 Proposed 100% 100% 100% 100% 100% Council Priority: Quality and 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 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed a. Complaints received 30 40 17 N/A Complaints resolved 30 35 13 N/A c. No public infrastructure damages (100% = no 100% 95% 100% 100% damages; goal achieved) d. No damages/claims to private property (100% 100% 95% 100% 100% = no damages; goal achieved) Annual Financial Plan 309 City of Flagstaff UTILITIES SECTION 98 STORMWATER Council Priority: Public Safety Goal: Drainage Channel Maintenance Program - Coordinate & oversee internal projects performed by streets channel maintenance crew as well as routine infrastructure maintenance. Objective: Monitor areas of known drainage issues and develop a strategy for implementing corrective measures where fiscally possible. Type of Measure: Direct communication (phone, in person or e-mail) with streets supervisor and/or effected customers. Tool: Field verification Frequency: As drainage issues are received & resolved. Scoring: 100% - Follow through whether solution is possible or not Trend:  CY 10 CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Proposed Annual miles of channels cleaned 6 6 6 6 Per cent of catch basins & culverts cleaned 100% 100% 100% 100 Per cent of inventory cleaned 75% 75% 75% 75% SECTION: 98-STORMWATER UTILITY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2010-2011 $ 492,508 41,542 4,261 $ 538,311 Adopted Budget 2011-2012 $ 491,581 77,367 11,460 $ 580,408 Estimated Expenditures 2011-2012 $ 492,167 28,967 12,052 $ 533,186 Proposed Budget 2012-2013 $ 492,458 149,045 43,160 $ 684,663 Budget-Budget Variance $ 877 71,678 31,700 $ 104,255 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ENGINEERING AND MASTER PLANNING OPERATIONS WATER QUALITY IMPROVEMENT GRANT TOTAL $ 259,466 28,463 250,382 538,311 $ 255,918 48,175 276,315 580,408 $ 245,714 10,000 276,881 591 533,186 $ 284,494 87,000 313,169 684,663 $ $ 684,663 684,663 $ 28,576 38,825 36,854 104,255 SOURCE OF FUNDING: STORMWATER UTILITY FUND COMMENTARY: The Stormwater Utility operating budget has increased 18% and there are no capital expenditures. Personal Services increases are due to pay restoration and retirement benefits offset by personnel turnover. Contractual increased overall due to one-time expenditures of $35,000 for FEMA map revisions and error corrections and $50,000 for Master Plan project. Commodities increased due to one-time expenditures of $20,000 for rainwater harvesting and $10,000 for public outreach. There are no major capital (>$10,000) expenditures planned for this section. Annual Financial Plan 310 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 mission of Northern Arizona Intergovernmental Public Transit Authority (NAIPTA) is to create the finest transportation experience by making services an excellent choice for communities of Northern Arizona. Annual Financial Plan 311 City of Flagstaff NON DEPARTMENTAL SECTION 63 COUNCIL AND COMMISSION MISSION The mission of the City of Flagstaff is to enhance the quality of life of its citizens while supporting the values of the community. PROGRAM DESCRIPTION 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 CAPITAL TOTAL Actual Expenditures 2010-2011 $ 271,540 60,928 17,616 $ 350,084 Adopted Budget 2011-2012 $ 274,469 75,860 12,211 $ 362,540 Estimated Expenditures 2011-2012 $ 274,531 78,465 11,323 $ 364,319 Proposed Budget 2012-2013 $ 324,146 80,860 3,750 $ 408,756 Budget-Budget Variance $ 49,677 5,000 (8,461) $ 46,216 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION BOARDS AND COMMISSIONS TOTAL $ 349,744 340 350,084 $ 361,940 600 362,540 $ 363,751 568 364,319 $ 408,156 600 408,756 $ 46,216 46,216 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 233,330 23,011 20,999 6,572 62,369 3,191 7,116 52,168 408,756 COMMENTARY: The Council and Commissions operating budget has increased 13% and there are no capital expenditures. Personal Services include benefit increases and pay restoration. Commodities decreases are due to a transfer of copying charges to the City Manager Budget. There are no major capital (>$10,000) expenditures for this section. Annual Financial Plan 312 City of Flagstaff NON-DEPARTMENTAL SECTION 64 CONTRIBUTIONS TO OTHER AGENCIES PROGRAM DESCRIPTION This division accounts for contractual agreements with outside agencies that provide services to Flagstaff’s citizens. The City is a major contributor to United Way, arts and cultural agencies whose activities benefit the citizens of Flagstaff, and other Alliance partnerships. SECTION: 64-CONTRIBUTIONS TO OTHERS EXPENDITURES BY CATEGORY: CONTRACTUAL TOTAL Actual Expenditures 2010-2011 $ 902,384 $ 902,384 Adopted Budget 2011-2012 $ 906,003 $ 906,003 Estimated Expenditures 2011-2012 $ 917,034 $ 917,034 Proposed Budget 2012-2013 $ 937,003 $ 937,003 Budget-Budget Variance $ 31,000 $ 31,000 $ $ $ $ $ EXPENDITURES BY PROGRAM: HEALTH AND SOCIAL SERVICES OTHER CONTRIBUTIONS TOTAL $ 270,179 632,205 902,384 $ 262,750 643,253 906,003 $ 293,781 623,253 917,034 $ 293,750 643,253 937,003 $ 31,000 31,000 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 837,599 13,039 11,899 3,724 35,341 1,808 4,032 29,561 937,003 COMMENTARY: The Contributions to Others operating budget has increased 3% and there are no capital expenditures. Contributions are as follows: United Way $293,750, FACTS $247,319, Coconino Humane Society $161,985, Intake Triage $74,250, Victim Witness $41,304, Cardinals $30,944, Emergency Housing $20,000, 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, and Sister Cities $2,775. Annual Financial Plan 313 City of Flagstaff NON-DEPARTMENTAL SECTION 66 NON-DEPARTMENTAL PROGRAM DESCRIPTION This division accounts for all expenditures that are not specifically allocable to individual divisions or programs, e.g. property and liability insurance, unemployment insurance, audit fees, and capital equipment that benefit various departments (mainframe computer). Costs of this division are allocated to the respective departments based on a cost-allocation formulation. SECTION: 66-NON-DEPARTMENTAL EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2010-2011 $ 47,759 1,210,832 (65,716) $ 1,192,875 Adopted Budget 2011-2012 $ 47,949 2,024,152 (79,000) 645,000 $ 2,638,101 Estimated Expenditures 2011-2012 $ 52,195 1,080,264 (81,600) 90,000 $ 1,140,859 Proposed Budget 2012-2013 $ 48,539 2,710,051 (80,000) 720,000 $ 3,398,590 Budget-Budget Variance $ 590 685,899 (1,000) 75,000 $ 760,489 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION EMPLOYEE BENEFITS INSURANCE CONSULTANTS COPY CENTER REDEVELOPMENT TOTAL $ 241,441 80,477 608,674 253,087 (22,868) 32,064 1,192,875 $ 241,535 57,501 608,674 428,360 (16,801) 1,318,832 2,638,101 $ 308,580 57,500 608,674 164,307 (21,702) 23,500 1,140,859 $ 413,535 57,500 833,164 394,520 (16,211) 1,716,082 3,398,590 $ 172,000 (1) 224,490 (33,840) 590 397,250 760,489 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 2,897,065 57,045 52,638 7,374 165,544 10,139 45,915 162,870 3,398,590 COMMENTARY: The Non-Departmental operating budget has increased by 34% and capital expenditures total $720,000 resulting in an overall net increase of 29%. Personal Services have increased slightly due to pay restoration and benefit costs. The increase in contractual is due carryover items for consultants and redevelopment and increase for legal fees, audit fees, and liability and property insurance costs. Commodities decreased for a transfer of expense to the City Manger's budget. There major capital (>$10,000) is for remodeling at city buildings ($75,000) and redevelopment ($645,000). Annual Financial Plan 314 City of Flagstaff NON-DEPARTMENTAL SECTION 97 NAIPTA 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 12 ACCOMPLISHMENTS     Estimated to continue lowering cost per hour, 10% decrease since FY2010. Continue conversion to complete Hybrid Electric Fleet for Flagstaff area with purchase of 7 additional 35 foot buses. Completion of Mountain Link BRT system connecting Downtown with Woodlands Village via Northern Arizona University. Launch of Mountain Link on August 29, 2011 with average of 2,400 riders per day in 1st week of service. Mountain Line Fixed Route:  Continued with implementation of route timing strategies to improve on time performance.  Projected to increase ridership by 60% from 1,284,414 to 2,054,068, with Mountain Link averaging 78,000 riders per month.  Maintained customer satisfaction by evaluating feedback regarding routes, stops, shelters, and on time performance. Mountain Lift Para-Transit  Continue to promote use of Taxi Voucher service, providing more options to riders and costing less to provide.  Continued to improve trips per service hour from 2.77 in FY2009 to 2.96 in FY2012 – increasing efficiency of service and decreasing the cost of the program.  Maintain on-time performance of 99% without sacrificing trips or service. FY 13 NEW INITIATIVES AND GOALS       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-occupancy-vehicle 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. Increase available federal transit funds by achieving “Small Transit Intensive city” status. Annual Financial Plan 315 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 13 FY 10 FY 11 FY 12 FY 13 Measures: Actual Actual Estimate Proposed Proposed – original – revised Total Ridership 1,115,254 1,287,448 2,054,068 2,115,690 2,137,942 Average Riders per Day 3,081 3,547 5,659 5,828 5,889 On time performance 84% 88% 95% 95% 95% 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 10 FY 11 Measures: Actual Actual Operational Cost per Hour Administrative Cost per Hour Farebox Return Annual Financial Plan $68.15 $15.28 19% 316 $66.46 $14.15 19% FY 12 Estimate $64.26 $13.93 16% FY 13 Proposed – original $66.19 $14.96 FY 13 Proposed - revised $70.53 $10.93 20% City of Flagstaff NON-DEPARTMENTAL SECTION 97 NAIPTA 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:  Measures: Service Hours Revenue Miles FY 10 Actual FY 11 Actual FY 12 Estimate 46,432 628,658 47,801 644,194 59,215 800,278 FY 13 Porposed - original 59,215 800,278 FY 13 Proposed - revised 66,215 891.278 Council Priority/Goal: Maintain and deliver quality, reliable infrastructure Goal: Develop and construct Transit Facilities/Amenities to serve routes and customers throughout Flagstaff. Objective: 1) Install previously developed shelters at locations along routes to provide amenities like shade, shelter, and resting at bus stops. 2) Develop maintenance and storage yard on currently undeveloped section of NAIPTA property, increasing infrastructure and support capacity through bus wash station, on-site fueling, and additional garage parking for vehicles. Type of Measure: Outcome Tool: Schedule for construction, calculation of data Frequency: Semi-annual Scoring: 75 – 90% average Trend:  FY 13 FY 10 FY 11 FY 12 FY13 Proposed Measures: Actual Actual Estimate Proposed - Revised Original Identify Sites and Implement Passenger Shelter 10 7 7 15 10 and Amenities (# of sites) Construct Maintenance/Storage Yard 1 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 13 FY 10 FY 11 FY 12 FY 13 Proposed Measures: Actual Actual Estimate Proposed original original Customer Satisfaction Score 5.9 -6.1 6.3 6.3 Annual Financial Plan 317 City of Flagstaff NON-DEPARTMENTAL SECTION: SECTION 97 NAIPTA 97-NAIPTA EXPENDITURES BY CATEGORY: CONTRACTUAL TOTAL Actual Expenditures 2010-2011 $ 3,819,148 $ 3,819,148 Adopted Budget 2011-2012 $ 4,981,330 $ 4,981,330 Estimated Expenditures 2011-2012 $ 3,951,871 $ 3,951,871 Proposed Budget 2012-2013 $ 5,670,410 $ 5,670,410 Budget-Budget Variance $ 689,080 $ 689,080 $ $ $ $ $ $ $ $ 5,670,410 5,670,410 $ $ $ $ 5,670,410 5,670,410 EXPENDITURES BY PROGRAM: TRANSIT TOTAL 3,819,148 3,819,148 4,981,330 4,981,330 3,951,871 3,951,871 689,080 689,080 SOURCE OF FUNDING: TRANSPORTATION FUND COMMENTARY: The Transit budget has increased by 14% this fiscal year. This increase is related to increased service frequency, additional bus purchases and an improvements to the Kasper facility. 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 318 City of Flagstaff In May 2004 voters approved 10 bond projects totaling $155.2 million. These projects are being phased in over a 10-year period and budgeted on a cash flow basis. CAPITAL IMPROVEMENTS FY 2013 CAPITAL IMPROVEMENT PROGRAM 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 was implemented in FY 2012 and the Street and Utilities Improvements is being phased in over a 4-year period and budgeted on a cash flow basis. The Capital Improvement Program (CIP) for FY 2013 represents a $113.4 million investment of public funds in infrastructure and public facilities. The project mix has changed from prior years to 36.9% of the funding being provided on the pay-asyou-go basis versus 34.6% in FY 2012. The major projects in this year’s budget are 2010 Street/Utility Projects, West/Arrowhead Improvements, Switzer Canyon Transmission Line, Rehab Taxilane– Westplex, Courthouse, and Municipal Services Maintenance Facility. This year’s capital improvement program is funded 48.1% through debt financing including the 2010 Streets/Utility projects, FUTS/Open Space and Fire Stations. The grant funding of 15.0% 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 as part of the Annual Budget and Financial Plan. Funded projects in the five-year Capital Improvement Program fall into the following eight broad categories: General Government Streets / Transportation BBB Water Wastewater Airport Solid Waste Stormwater Utility Flagstaff Housing Authority 69.0% 7.4% 5.6% 7.0% 1.5% 4.6% 0.3% 4.3% 0.3% 100.0% $ Sources of funding are categorized in three categories as shown below: 78,304,305 8,358,192 6,370,649 7,973,511 1,649,000 5,198,170 383,000 4,883,167 308,765 113,428,759 $ Pay-As-You-Go Debt Grants PROGRAM CATEGORIES 36.9% 48.1% 15.0% 100.0% $ $ 41,893,814 54,577,911 16,957,034 113,428,759 SOURCES OF FUNDING General Government 69.1% Pay-As-You-Go 36.9% Debt 48.1% Flagstaff Housing Authority 0.3% Stormwater Utility 4.3% Solid Waste 0.3% Airport 4.6% Annual Financial Plan Wastewater 1.5% Water 7.0% Streets / Transportation 7.4% BBB 5.6% Grants 15.0% 319 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 36.9% 48.1% 15.0% 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 may issue any combination of junior and senior lien bonds as long as the coverage requirements are satisfied. Approximately $50.0 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 36.9% 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. $40.0 million is outstanding on July 1, 2012, and the City has $45.9 million in available capacity at the 6% debt margin and $113.1 million in available capacity at the 20% debt margin as of July 1, 2012. 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 $1.6 million outstanding at July 1, 2012. The $6.8 million remaining authorization was sold in FY 2003 through the Water Infrastructure Financing Authority (WIFA), with $4.0 million outstanding at July 1, 2012. The City is pledging the revenue of its water and wastewater system. Of the $46.6 million authorized by voters in 2004, $46.0 has been issued, with $36.8 outstanding at July 1, 2012. (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 320 City of Flagstaff SPECIAL IMPROVEMENT/ASSESSMENT DISTRICTS REVENUE BONDS 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 $3.1 million is still outstanding. In 2012, the City finalized a partial advance refunding of its 2004 MFC Bonds, related to Overpass at 4th Street. The City issued $12.5 million in pledged Revenue Bonds in FY2012, with $12.5 million outstanding. 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, 2012, $11.4 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 $4.1 million is still outstanding as of June 30, 2012. 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, 2012 is $2.18 million. LEASE FINANCING 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. Under this type of debt financing, a governmental entity enters into a contractual arrangement with the issuer to construct or otherwise acquire facilities and/or equipment that is needed by the entity. Ordinarily, all operation and maintenance costs are the responsibility of the lessee (borrower). The lease terms are generally structured such that the rental payments are sufficient to meet debt service costs as well as any administrative expenses. Usually a reserve fund is set-aside at inception as security to obtain a competitive interest rate. 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 $1.6 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 $1.6 million is still outstanding. Annual Financial Plan 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. 321 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 36.9% 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) 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. UNFUNDED PROJECTS STATE REVOLVING LOAN FUND The following pages provide listings of the Capital Improvement projects. 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 2023. 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 322 City of Flagstaff Annual Financial Plan 323 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2012-2013 GENERAL GOVERNMENT APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 DIV 18 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 66 67 91 PROJECT BROWNFIELD ASSESSMENT FIRE STATIONS FUTS/OPEN SPACE LAND ACQUISITION USGS 2010 SFO INNOVATION MESA 2010 STREET/UTILITY PAVEMENT PRESERVE CHERRY AVE STREET S BEAVER / S LEROUX DODGE AVENUE ROSE AVENUE COCONINO / ELDEN / HUMPHREY LA PLAZA VIEJA PRESIDIO SUBDIVISION COURT FACILITY MUNICIPAL MAINTENANCE FACILITY FOREST RESTORATION INITIATIVE REDEVELOPMENT PROPERTY PURCHASE/IMPROVEMENT PARKS AND RECREATION - 1996 BOND TOTAL GENERAL GOVERNMENT CARRYOVER FY 2012 $ 8,000 1,267,500 1,587,000 272,000 1,037,729 191,255 2,876,000 10,000,000 9,975,000 645,000 $ 27,859,484 BUDGET FY 2013 1,000,000 8,000 6,600,000 1,587,000 7,525,000 272,000 650,000 1,248,000 2,342,350 968,467 1,047,500 1,549,900 1,590,088 2,876,000 12,000,000 28,295,000 6,000,000 645,000 1,000,000 1,100,000 78,304,305 BONDS 3,600,000 1,587,000 265,000 272,000 650,000 1,248,000 2,342,350 968,467 1,047,500 1,549,900 1,590,088 12,000,000 19,000,000 6,000,000 1,100,000 $ 53,220,305 GRANTS 3,000,000 3,762,500 6,762,500 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 DIV 18 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 66 67 91 PROJECT BROWNFIELD ASSESSMENT FIRE STATIONS FUTS/OPEN SPACE LAND ACQUISITION USGS 2010 SFO INNOVATION MESA 2010 STREET/UTILITY PAVEMENT PRESERVE CHERRY AVE STREET S BEAVER / S LEROUX DODGE AVENUE ROSE AVENUE COCONINO / ELDEN / HUMPHREY LA PLAZA VIEJA PRESIDIO SUBDIVISION COURT FACILITY MUNICIPAL MAINTENANCE FACILITY FOREST RESTORATION INITIATIVE REDEVELOPMENT PROPERTY PURCHASE/IMPROVEMENT PARKS AND RECREATION - 1996 BOND TOTAL GENERAL GOVERNMENT Annual Financial Plan $ 324 OTHER 1,000,000 8,000 3,497,500 2,876,000 9,295,000 645,000 1,000,000 18,321,500 TOTAL 1,000,000 8,000 6,600,000 1,587,000 7,525,000 272,000 650,000 1,248,000 2,342,350 968,467 1,047,500 1,549,900 1,590,088 2,876,000 12,000,000 28,295,000 6,000,000 645,000 1,000,000 1,100,000 78,304,305 City of Flagstaff Annual Financial Plan 325 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2012-2013 STREETS/TRANSPORTATION APPROPRIATIONS DIV 1 33 2 33 3 33 4 33 5 33 6 33 7 92 8 92 9 92 10 92 11 92 12 92 PROJECT RESERVE FOR IMPROVEMENTS MINOR TRANSPORTATION IMPROVEMENTS SIDEWALK REPLACEMENT PROGRAM STREET IMPROVEMENT PROGRAM SUNNYSIDE PONDEROSA PARKWAY BIKE/PED & SAFETY IMPROVEMENT TRANSPORTATION PLANNING & PROGRAMS BEULAH BLVD EXTENSIONS RESERVE FOR IMPROVEMENTS WEST/ARROWHEAD IMPROVEMENT 2011 HSIP TOTAL STREETS AND TRANSPORTATION CARRYOVER FY 2012 $ 11,879 269 283,164 295,000 25,000 3,119,023 13,500 $ 3,747,835 BUDGET FY 2013 50,000 50,000 15,000 1,154,879 850,000 3,000 484,500 95,000 995,000 175,000 4,469,313 16,500 8,358,192 HURF $ 50,000 50,000 15,000 1,154,879 850,000 3,000 $ 2,122,879 TRANSPORTATION 484,500 95,000 995,000 175,000 4,469,313 16,500 6,235,313 SOURCES OF FUNDING DIV 1 33 2 33 3 33 4 33 5 33 6 33 7 92 8 92 9 92 10 92 11 92 12 92 PROJECT RESERVE FOR IMPROVEMENTS MINOR TRANSPORTATION IMPROVEMENTS SIDEWALK REPLACEMENT PROGRAM STREET IMPROVEMENT PROGRAM SUNNYSIDE PONDEROSA PARKWAY BIKE/PED & SAFETY IMPROVEMENT TRANSPORTATION PLANNING & PROGRAMS BEULAH BLVD EXTENSIONS RESERVE FOR IMPROVEMENTS WEST/ARROWHEAD IMPROVEMENT 2011 HSIP TOTAL STREETS AND TRANSPORTATION Annual Financial Plan 326 TOTAL 50,000 50,000 15,000 1,154,879 850,000 3,000 484,500 95,000 995,000 175,000 4,469,313 16,500 8,358,192 City of Flagstaff Annual Financial Plan 327 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2012-2013 BBB APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 DIV 74 74 74 74 74 74 74 74 74 74 74 74 74 74 75 75 75 75 75 75 75 75 75 75 75 75 75 75 CARRYOVER FY 2012 $ 22,648 699,277 181,720 9,800 445,120 500,000 228,000 283,705 22,798 225,044 20,000 45,000 248,750 608,408 80,000 429,334 159,660 76,500 $ 4,285,764 PROJECT SPECIAL PROJECTS & UNPROGRAMMED WORK HISTORIC FACADES ROUTE 66 PRESERVATION PROJECT WOODLANDS / BEULAH MEDIANS 4TH ST NEIGHBORHOOD GATEWAY NEIGHBORHOOD GARDENS BUTLER MEDIANS PHASE III 4TH ST CORRIDOR IMPROVEMENT BASQUE PROPERTIES HERITAGE SQUARE LIGHTING VISITOR CENTER RT 66 PLANTER ART INCUBATOR MILTON SIGNS BEAUTIFICATION IN ACTION SPECIAL PROJECTS & UNPROGRAMMED WORK SIGNAGE PROGRAM ARIZONA TRAIL-RT 66 TO MCMILLAN MESA COUNTRY CLUB TR - RT 66 TO CORTLAND SIXTH AVE/ARROWHEAD CONNECTOR CEDAR TRAIL SWITZER MESA TRAIL SWITZER CANYON TRAIL BNSF WALNUT-FLORENCE UNDERPASS MALL TRAFFIC CENTER TRAIL REALIGNMENT FLORENCE-WALNUT UNDERPASS 4TH ST TRAIL - HUNTINGTON TO BUTLER PINE KNOLL TRAIL-SAN FRANCISCO TO LONE TREE PONDEROSA TRAIL REHABILITATION TOTAL BBB BUDGET FY 2013 50,000 106,177 20,000 699,277 184,360 19,000 513,900 1,100,000 250,000 30,000 25,000 50,000 100,000 12,500 50,000 293,000 316,279 9,100 449,313 20,000 45,000 282,552 647,500 80,000 478,031 159,660 80,000 300,000 6,370,649 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 27 DIV 74 74 74 74 74 74 74 74 74 74 74 74 74 74 75 75 75 75 75 75 75 75 75 75 75 75 75 75 TRANSBBB PORTATION $ 50,000 106,177 10,000 213,279 184,360 19,000 513,900 1,100,000 250,000 30,000 25,000 25,000 100,000 12,500 50,000 25,986 85,983 25,079 291,200 (92,817) 92,817 449,313 20,000 25,000 237,552 647,500 35,000 27,248 9,101 80,000 220,000 $ 4,348,178 520,000 PROJECT SPECIAL PROJECTS & UNPROGRAMMED WORK HISTORIC FACADES ROUTE 66 PRESERVATION PROJECT WOODLANDS / BEULAH MEDIANS 4TH ST NEIGHBORHOOD GATEWAY NEIGHBORHOOD GARDENS BUTLER MEDIANS PHASE III 4TH ST CORRIDOR IMPROVEMENT BASQUE PROPERTIES HERITAGE SQUARE LIGHTING VISITOR CENTER RT 66 PLANTER ART INCUBATOR MILTON SIGNS BEAUTIFICATION IN ACTION SPECIAL PROJECTS & UNPROGRAMMED WORK SIGNAGE PROGRAM ARIZONA TRAIL-RT 66 TO MCMILLAN MESA COUNTRY CLUB TR - RT 66 TO CORTLAND SIXTH AVE/ARROWHEAD CONNECTOR CEDAR TRAIL SWITZER MESA TRAIL SWITZER CANYON TRAIL BNSF WALNUT-FLORENCE UNDERPASS MALL TRAFFIC CENTER TRAIL REALIGNMENT FLORENCE-WALNUT UNDERPASS 4TH ST TRAIL - HUNTINGTON TO BUTLER PINE KNOLL TRAIL-SAN FRANCISCO TO LONE TREE PONDEROSA TRAIL REHABILITATION TOTAL BBB Annual Financial Plan 328 GRANTS 10,000 485,998 25,000 181,031 9,100 450,783 150,559 80,000 1,392,471 OTHER 20,000 45,000 45,000 110,000 TOTAL 50,000 106,177 20,000 699,277 184,360 19,000 513,900 1,100,000 250,000 30,000 25,000 50,000 100,000 12,500 50,000 293,000 316,279 9,100 449,313 20,000 45,000 282,552 647,500 80,000 478,031 159,660 80,000 300,000 6,370,649 City of Flagstaff Annual Financial Plan 329 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2012-2013 WATER APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 DIV 47 51 51 51 51 51 51 51 51 52 52 52 52 52 52 52 52 52 PROJECT VEHICLE EQUIPMENT STORAGE SWITZER CANYON TRANSMISSION LINE WEST/ARROWHEAD WATERLINE SAN FRANCISCO ALLEY WATERLINE RADIO METER INSTALL RESERVE FOR IMPROVEMENTS RIO DE FLAG WATERLINE RELOCATIONS WALAPAI DR ALLEY WATERLINE INNER BASIN PIPELINE SCADA MASTER PLAN SCADA CONTROL UPGRADES LM WELL #2-12" WATERLINE ENERGY EFFICIENCY PROJECT FUTURE WATER ACQUISITIONS WATER SUPPLY FEASIBILITY WATER SYSTEM MASTER PLAN RAIL ROAD SPRINGS RESEVOIR NAZ WATER SUPPLY FEASIBILITY TOTAL WATER CARRYOVER FY 2012 $ 50,000 3,400,000 632,536 25,923 $ 4,108,459 BUDGET FY 2013 90,000 804,000 230,000 50,000 100,000 100,000 200,000 240,000 3,778,982 50,000 80,000 382,000 35,000 1,322,606 35,000 150,000 25,923 300,000 7,973,511 OPERATING $ 90,000 804,000 230,000 50,000 100,000 100,000 200,000 240,000 577,630 50,000 80,000 382,000 150,000 25,923 $ 3,079,553 BONDS 1,322,606 35,000 1,357,606 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 DIV 47 51 51 51 51 51 51 51 51 52 52 52 52 52 52 52 52 52 PROJECT VEHICLE EQUIPMENT STORAGE SWITZER CANYON TRANSMISSION LINE WEST/ARROWHEAD WATERLINE SAN FRANCISCO ALLEY WATERLINE RADIO METER INSTALL RESERVE FOR IMPROVEMENTS RIO DE FLAG WATERLINE RELOCATIONS WALAPAI DR ALLEY WATERLINE INNER BASIN PIPELINE SCADA MASTER PLAN SCADA CONTROL UPGRADES LM WELL #2-12" WATERLINE ENERGY EFFICIENCY PROJECT FUTURE WATER ACQUISITIONS WATER SUPPLY FEASIBILITY WATER SYSTEM MASTER PLAN RAIL ROAD SPRINGS RESEVOIR NAZ WATER SUPPLY FEASIBILITY TOTAL WATER Annual Financial Plan 330 GRANTS 3,201,352 35,000 300,000 3,536,352 TOTAL 90,000 804,000 230,000 50,000 100,000 100,000 200,000 240,000 3,778,982 50,000 80,000 382,000 35,000 1,322,606 35,000 150,000 25,923 300,000 7,973,511 City of Flagstaff Annual Financial Plan 331 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2012-2013 WASTEWATER APPROPRIATIONS 1 2 3 4 5 6 7 8 9 DIV 54 57 57 57 57 58 58 58 58 PROJECT EAST FLAG SHOP IMPROVEMENTS SEWER/RECLAIMED WATER MASTER PLAN WWTP ENERGY EFFICIENCY PROJECT PICTURE CANYON WILDCAT BARSCREENS RIO DE FLAG SEWER RELOCATES SEWER REPLACEMENT PROGRAM HILLSIDE SEWER REPLACEMENT RESERVE FOR IMPROVEMENTS TOTAL WASTEWATER CARRYOVER FY 2012 $ 65,600 300,000 100,000 61,400 $ 527,000 BUDGET FY 2013 85,000 125,000 120,000 65,600 450,000 242,000 110,000 290,000 161,400 1,649,000 OPERATING $ 85,000 125,000 120,000 450,000 242,000 110,000 290,000 161,400 $ 1,583,400 GRANT 65,600 65,600 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 DIV 54 57 57 57 57 58 58 58 58 PROJECT EAST FLAG SHOP IMPROVEMENTS SEWER/RECLAIMED WATER MASTER PLAN WWTP ENERGY EFFICIENCY PROJECT PICTURE CANYON WILDCAT BARSCREENS RIO DE FLAG SEWER RELOCATES SEWER REPLACEMENT PROGRAM HILLSIDE SEWER REPLACEMENT RESERVE FOR IMPROVEMENTS TOTAL WASTEWATER Annual Financial Plan 332 TOTAL 85,000 125,000 120,000 65,600 450,000 242,000 110,000 290,000 161,400 1,649,000 City of Flagstaff Annual Financial Plan 333 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2012-2013 AIRPORT APPROPRIATIONS 1 2 3 4 5 DIV 37 37 37 37 37 PROJECT ADOT TAXI A&WEST WESTPLEX TAXILANE - CONSTRUCTION REHAB TAXILANE - WESTPLEX REHAB TAXIWAY RECONSTRUCT APRON RECONSTRUCTION TOTAL AIRPORT CARRYOVER FY 2012 $ 1,532,757 181,362 $ 1,714,119 BUDGET FY 2013 51,001 2,878,732 554,318 1,532,757 181,362 5,198,170 GRANTS 47,991 2,708,813 521,599 1,442,285 170,657 $ 4,891,345 OTHER 3,010 169,919 32,719 90,472 10,705 306,825 SOURCES OF FUNDING 1 2 3 4 5 DIV 37 37 37 37 37 PROJECT ADOT TAXI A&WEST WESTPLEX TAXILANE - CONSTRUCTION REHAB TAXILANE - WESTPLEX REHAB TAXIWAY RECONSTRUCT APRON RECONSTRUCTION TOTAL AIRPORT Annual Financial Plan $ 334 TOTAL 51,001 2,878,732 554,318 1,532,757 181,362 5,198,170 City of Flagstaff Annual Financial Plan 335 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2012-2013 SOLID WASTE APPROPRIATIONS 1 2 3 DIV PROJECT 41 STORMWATER INFRASTRUCTURE 41 ROAD EXTENSION 41 SUB-SURFACE GEO STUDY TOTAL SOLID WASTE CARRYOVER FY 2012 $ 24,000 49,000 $ 73,000 BUDGET FY 2013 34,000 49,000 300,000 383,000 OPERATING $ 34,000 49,000 300,000 $ 383,000 TOTAL 34,000 49,000 300,000 383,000 SOURCES OF FUNDING 1 2 3 DIV PROJECT 41 STORMWATER INFRASTRUCTURE 41 ROAD EXTENSION 41 SUB-SURFACE GEO STUDY TOTAL SOLID WASTE Annual Financial Plan 336 City of Flagstaff Annual Financial Plan 337 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2012-2013 STORMWATER UTILITY APPROPRIATIONS 1 2 3 4 5 6 7 8 DIV 34 34 99 99 99 99 99 99 PROJECT RIO DE FLAG PROJECT RIO PARKING REPLACEMENT DRAINAGE SPOT IMPROVEMENT SPOT IMPROVEMENT - EAST RT 66 SPOT IMPROVEMENT - SKUNK CANYON CONSTRUCTION SPOT IMPROVEMENT - SHADOW MOUNTAIN PHASE 1 SPOT IMPROVEMENT - FANNING WASH SPOT IMPROVEMENT - SHULTZ CREEK DESIGN TOTAL STORMWATER UTILITY CARRYOVER FY 2012 $ 2,870,941 1,200,000 $ 4,070,941 BUDGET FY 2013 2,870,941 1,200,000 281,625 198,891 24,032 189,000 37,510 81,168 4,883,167 OPERATING $ 2,870,941 1,200,000 281,625 198,891 24,032 189,000 37,510 81,168 $ 4,883,167 TOTAL 2,870,941 1,200,000 281,625 198,891 24,032 189,000 37,510 81,168 4,883,167 CARRYOVER FY 2012 $ $ - BUDGET FY 2013 308,765 308,765 GRANTS 308,765 308,765 TOTAL 308,765 308,765 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 DIV 34 34 99 99 99 99 99 99 PROJECT RIO DE FLAG PROJECT RIO PARKING REPLACEMENT DRAINAGE SPOT IMPROVEMENT SPOT IMPROVEMENT - EAST RT 66 SPOT IMPROVEMENT - SKUNK CANYON CONSTRUCTION SPOT IMPROVEMENT - SHADOW MOUNTAIN PHASE 1 SPOT IMPROVEMENT - FANNING WASH SPOT IMPROVEMENT - SHULTZ CREEK DESIGN TOTAL STORMWATER UTILITY FLAGSTAFF HOUSING AUTHORITY APPROPRIATIONS 1 DIV PROJECT 45 HOUSING FACILITIES IMPROVEMENTS TOTAL FLAGSTAFF HOUSING AUTHORITY SOURCES OF FUNDING 1 DIV PROJECT 45 HOUSING FACILITIES IMPROVEMENTS TOTAL FLAGSTAFF HOUSING AUTHORITY Annual Financial Plan $ $ 338 City of Flagstaff Annual Financial Plan 339 City of Flagstaff 9. 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 2013 PROJECT DESCRIPTIONS GENERAL GOVERNMENT 1. Brownfield Assessment: A coalition of Northern Arizona communities seeking to develop an inventory of candidate Brownfield properties, perform environmental assessments and property cleanup planning, and build upon an existing Geographic Information System (GIS) database that will define the environmental, historical and cultural parameters associated with the properties to support sustainable and appropriate redevelopment opportunities. 10. Dodge Avenue: Water service replacements, miscellaneous curb, gutter and sidewalk replacements and pavement re-surfacing from Empire Avenue to Trails End Drive. 11. Rose Avenue: Water and sewer replacements and full street reconstruction from Third Street to Cedar Avenue. 2. Fire Stations: Completion of Fire Station relocation program to replace existing facilities and improve response times as authorized at general election 2004. 12. Coconino/Elden/Humphrey: Water and sewer replacements, miscellaneous curb, gutter and sidewalk replacements and pavement resurfacing at Coconino Avenue between Park Street and west end. Elden Street from Rte 66 to Cherry Avenue and at South Humphreys Street from Butler Avenue to Cottage Avenue. 3. FUTS/Open Space Land Acquisition: Acquisition of core open space for FUTS trails as well as for protection of critical open space lands as authorized in May 2004. 13. La Plaza Vieja: Water and sewer replacements, miscellaneous curb, gutter, sidewalk and valley gutter replacements and pavement re-surfacing or chip seal at La Plaza Vieja neighborhood streets. 4. 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. 14. Presidio Subdivision: Budget allocation to be funded by development surety for the completion of public improvements in the event of default or other settlement agreement. 5. Innovation Mesa: This Phase 2 project will provide design, construction and project administration for a new facility consisting of approximately 25,000 square feet of wet and dry laboratories, conference room, server facilities, phototyping space and an open apace office plan to be located at City-owned property south of the USGS Campus and adjacent to the NACET Business Incubator Phase 1 on Gemini Drive. 15. Court Facility: Budget appropriation for Municipal Courts improvements, renovations or relocation contingent on availability of funding. 16. Municipal Maintenance Facility: Continue to pursue the addition of a new Maintenance Facility. 6. 2010 Street/Utility: Street reconstruction, pavement preservation and utility replacements as authorized at the November 2010 special election. 7. Pavement Preserve-Bond Street): Mill and repave. 2010 17. Forest Restoration Initiative: To prevent catastrophic flood damage to the City, and to protect our surface water supply from long-term damage, which would occur from large-scale and/or severe wildfire(s) in two highly vulnerable and critical watersheds serving our community. (Fourth 8. Cherry Avenue Street: Sewer main replacement and roadway resurfacing from Humphreys Street to Thorpe Road. Annual Financial Plan 340 City of Flagstaff 18. 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. Bike / Pedestrian and Safety Improvements: Annual appropriation for infrastructure enhancements which provide improved safety and accessibility for bicyclists, pedestrians and vehicular traffic. 8. 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. 19. Property Purchase/Improvement: The project is a public-private partnership to help purchase dilapidated properties, make minor improvements, and sell for development purposes. 9. 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. 20. Parks and Recreation-’96 Bond: The City has $1.1 million remaining on the voter approved bond for parks and recreation improvements. There has not been a specific project identified at this time. This appropriation allows the City to move forward on a project once approved. 10. 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). STREETS/TRANSPORTATION 1. Reserve for Improvements: Annual allocation for un-programmed street improvements and/or City participation in projects of other agencies (i.e.: ADOT, BNSF, NAU). 11. 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. 2. 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. 12. 2011 HSIP: Federal Funding allocated via the local Metro Planning Organization for eligible Highway Safety Improvement projects. BBB - Beautification 3. Sidewalk Replacement Program: Provides replacement of curb, gutter and sidewalk in cases where property owners contribute 50% of replacement costs. 1. 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. 4. Street Improvement Program: City-wide annual pavement maintenance consisting of crack sealing, seal coating and asphalt overlay and ADA sidewalk compliance. 2. Historic Facades: A very successful program to assist property owners with preservation of historic properties, building, and signs. Distribution overseen by Historic Preservation Commission. 5. Sunnyside: Additional neighborhood street reconstruction contingent on Automall lot sales. 6. Ponderosa Parkway: City participation in design and construction of arterial roadway improvements north of Route 66 opposite Enterprise Road. To facilitate access to the new Fire Station No. 2 and development at the south end of McMillan Mesa. Annual Financial Plan 3. Rt 66 Preservation Project: Design and installation of the interpretive signage portion of the project. 341 City of Flagstaff 4. 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. 14. Beautification in Action: A small grant program for community enhancement and art projects. The work must meet certain standards and eligible work must have a public benefit. Grants up to $2,500 maximum. 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. 15. Special Projects and Unprogrammed Work: Covers small emergent items of work, such as minor trail projects and repairs, and other miscellaneous trail needs. 16. FUTS Signage Program: Comprehensive program to install regulatory, directional, trailhead, boundary, and interpretive signs along the entire FUTS system. 6. 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. 17. 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. 7. 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. 18. 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. 8. Fourth Street Corridor Improvements: To be determined – per the Fourth Street Corridor Study – North. th 19. 6 Avenue Connector: Trail connection on the east slope of McMillan mesa, from the Sunnyside neighborhood to the Arizona Trail on top of McMillan mesa. 9. Basque Properties: Façade, improvements, and other expenses for 52 South San Francisco Street as one of BPACs Arts Stimulus projects. 20. 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. 10. Heritage Square Permanent Lighting: Add permanent, dark-sky compliant lighting that would enliven the square in the evenings. May be partially used to re-instate the downtown parapet lighting. 11. Visitor Center Rt 66 Planter: Improve planting selection, beds, and details; replace plants that didn’t get established before snow season and those removed for utilities installation. 21. 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. 12. Arts Incubator Façade Contribution: A part of the “Arts Stimulus” Program: Create a facility and program similar to the Torpedo Factory in Alexandria, Virginia. The facility would be juried studio and gallery space for artists as well as a tourism opportunity and community center. 13. Milton Signs: This program would purchase non-conforming signs conditioned on the installation of conforming and likely commonly themed signs to enhance the gateway experience of Milton Road. Annual Financial Plan 342 City of Flagstaff 22. Switzer Canyon FUTS Trail: Concrete trail follows an open space corridor along the east side of Turquoise Drive between Forest Avenue and Switzer Canyon Drive. The north end of this trail was constructed as part of the Summit Center, and another segment is under construction as part of the YMCA project. 3. West/Arrowhead Waterline: Replace 2,700 ft of aging waterline in Sunnyside Neighborhood. West Street from Dortha to Arrowhead Avenue. Project will be broken up into two phases. 4. San Francisco Alley Waterline: Replace 300 ft of waterline in alley at San Francisco and Benton Street. Existing waterline is 2” Stl that was installed in 1930. 23. 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. 5. Radio Read Meter Replacement: Annual replacement of water meters to new style radio read meters. 6. Reserve for Improvements: Annual reserve for unanticipated line replacements, oversizing and participation with developers that may occur during the fiscal year. 24. Mall Transfer Center Trail Realignment: Reconstruction of a short section of the El Paso FUTS Trail to accommodate improvements to the Mall Transfer Center. 7. Rio Flood Control Project – W/L Replacement: Replace existing water lines in conflict with the Rio de Flag Flood Control project being designed by the Corps of Engineers. The project funding reflects the phasing of the utility relocation work. 25. Florence – Walnut Underpass: Pedestrian and bicycle underpass trail at the BNSF tracks between Walnut and Florence Streets just west of downtown. 26. 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. 8. Walapai Drive Alley Waterline: Replace aging waterline in Bow and Arrow neighborhood. 9. Inner Basin Pipeline: To repair damages to the pipeline running from the inner basin of the San Francisco Peaks. The damage occurred due to the Schultz Fire and then subsequent flooding due to loss of ground cover. This project will be funded by FEMA, ADEM, and the City. 27. 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. WATER 10. SCADA Master Plan: Development of formal master planning tool for Utilities plant and water well controls using the SCADA system (Supervisory Control And Data Acquisition). Project is the initial phase before upgrades to plants and well control systems to current technology. 1. Vehicle Equipment Storage – Lake Mary Water Treatment Plant: Construction of equipment storage shelter fro equipment and vehicles at the Lake Mary Water Treatment Plant. 11. SCADA Control Upgrades: Install SCADA monitoring at the Lake Mary Plant to communicate key operational factors such as lake levels, DO levels and pump status on a real time basis. 2. Switzer Canyon Transmission Line: Replace 8,700 ft of aging 16” Cl waterline from Route 66 to Cedar Avenue. Project will be broken up into two phases. 12. Lake Mary Wellfield – LM #2: Replace exposed waterline in Lake Mary Dam from Well #2 to the raw water pump station. Existing line is exposed to freezing temperatures and is unable to operate in the winter. 28. Ponderosa Trail Rehabilitation: rehabilitate the Ponderosa Trail deterioration of the trail. Annual Financial Plan To from 343 City of Flagstaff 13. Energy Efficiency Project: Perform energy audit of water system components to help identify energy conservation opportunities. This is a WIFA grant funded project. 6. Rio Flood Control Project – Sewer Replacement: Replace existing sewer lines in conflict with the Rio de Flag Flood Control project being designed by the Corps of Engineers. The project funding reflects the phasing of the utility relocation work. 14. Future Water Rights: Acquisition of water rights and continued development of water ranch. 7. 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. 15. Water Supply Feasibility: Perform first phase of the environmental impact statement for pumping groundwater at Red Gap Ranch. This is matching USBR grant funded project. 8. Hillside Sewer Replacement: Replace 700 ft of aging sewerline and 380 ft of waterline in Hillside between Elm and Dale. Part of the annual sewer replacement program. 16. Water System Master Plan: Development of formal master planning tool for the water distribution system. This is a planning tool and pre-requisite of the Water Rate study. 9. Reserve for Improvements: Annual Reserve for unanticipated line replacement, oversizing. 17. Railroad Springs Reservoir: Participation with the developer of the Presidio Project to upsize the reservoir from 500,000 to 1,000,000 gallons. AIRPORT 18. NAZ Water Supply Feasibility: A cooperative effort with the US Bureau of Reclamation to conduct the preliminary study efforts for a required Environmental Impact Statement pertaining to the future pumping of groundwater at Red Gap Ranch. This Resource Evaluation will identify and quantify the biological and hydrological resources in the Red Gap Ranch area and then identify and evaluate any longterm impacts due to the City’s future pumping. 1. ADOT Taxi A & West: This is a pavement preservation program 90% funded by ADOT, which includes sealcoat, repainting and minor repairs to extend the life of the runways/taxiways and other asphalt within the fence line for aircraft movement. 2. Westplex Taxilane – Construction: The design portion that is for the replacement of failed asphalt on the taxi lanes around the General Aviation Storage unites. FAA Grants require design to assure standards are met. WASTEWATER 1. Building Improvements – East Flag: Roofing and other building safety improvements to the East Flag Shop facility. This project is funded through the Operational Capital. 3. Rehab Taxiway – Westplex: This is phase one of the replacement of failed asphalt on the taxi lanes around the General Aviation Storage units. 2. Sewer / Reclaimed Water Master Plan: Development of formal master planning tool for the sewer and reclaimed water distribution system. This is a planning tool and pre-requisite of the Utility Rate study. 4. 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. Wildcat Energy Efficiency Program: Implementation of energy efficiency projects that were identified in the energy audit of the Wildcat and Rio de Flag Wastewater treatment plants conducted in 2011. 5. 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. Picture Canyon: Realign Rio de Flag channel to original configuration. 5. Wildcat Bar Screens: Replacement of two existing bar screens at the headwork’s of the Wildcat Hill facility. Annual Financial Plan 344 City of Flagstaff 4. Spot Improvement – East Route 66: Add a secondary outlet in the event the existing culvert under Route 66 becomes blocked. SOLID WASTE 1. 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. 5. Spot Improvement – Skunk Canyon Construction: Construction of the drainage channel at Skunk Canyon 6. Spot Improvement – Shadow Mountain Phase 1: Reconstruction of Linda Vista between the intersections of NW Rainier Loop and NE Rainier Loop and the intersection with Harris Way to maintain a crown and construct valley gutters to keep the runoff on the north side of Linda Vista. 2. Road Extension: Street infrastructure related to access of SCA loading area. 3. Sub-Surface Geo Physical Study: Further study needs to be done near the landfill to determine if there is sub-surface migration of the Shultz Fire flood waters that are being diverted in the Cinder Lake Basin. 7. Spot Improvement – Fanning Wash: Construction of a new headwall inlet structure and a berm. STORMWATER 1. Rio De Flag Project: City participation in Army corps of engineers flood control project to mitigate potential flood damage and facilitate redevelopment in central business district. 8. Spot Improvement – Shultz Creek: Installation of a drainage channel from Highway 180 west to the Rio de Flag. FLAGSTAFF HOUSING AUTHORITY 2. Rio Parking Replacement: General Fund allocation for partial funding to replace parking displaced by the Rio de Flag Project. 1. Housing Facilities Improvements: Improvements, including sewer lines, house siding, and landscaping at the Housing Authority locations. This project is funded with the HUD Capital Grant program. 3. Drainage Spot Improvement: Annual Maintenance of the storm drain system. Annual Financial Plan 345 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 Solid Waste TOTAL FY 2013 $ $ 386,000 26,000 28,802 440,802 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 Court Facility, Innovation Mesa, and Methane Gas Collection Wells are included in the costs below and will require funds for maintenance and operations. FY 2014 645,800 26,700 57,200 18,500 748,200 FY 2015 764,900 29,400 72,600 20,000 886,900 FY 2016 FY 2017 904,500 37,800 75,300 20,500 11,300 1,049,400 927,100 41,200 106,000 21,000 7,700 83,300 1,186,300 1,400 1,200 1,000 Solid Waste Thousands Airport Water/Wastewater 800 Beautification/Parks Streets 600 Operating Facilities 400 200 FY 2013 Annual Financial Plan FY 2014 FY 2015 FY 2016 346 FY 2017 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM SUMMARY FISCAL YEARS 2013-2018 Beginning Balance $ Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 - - - - - - - - Total Plan - 347 Resources Debt Grants Pay-as-you-go Total Resources 29,463,784 15,323,437 25,696,875 70,484,096 11,584,626 4,750,444 7,496,935 23,832,005 54,577,911 16,957,034 41,893,814 113,428,759 10,834,779 8,595,625 13,410,138 32,840,542 12,300,000 3,701,851 11,972,753 27,974,604 3,500,000 1,634,862 12,392,860 17,527,722 10,000,000 1,595,603 9,641,218 21,236,821 5,995,000 562,016 9,621,400 16,178,416 108,792,316 37,797,435 106,429,118 253,018,869 Expenditures General Government Streets/Transportation BBB Utilities: Water Utilities: Wastewater Airport Solid Waste Stormwater Utility Flagstaff Housing Authority Total Expenditures 32,811,584 6,304,991 5,816,059 9,286,000 1,840,000 8,515,528 399,000 4,952,724 558,210 70,484,096 9,752,326 2,874,604 1,000,450 3,778,284 1,093,000 3,642,348 750,547 769,253 171,193 23,832,005 78,304,305 8,358,192 6,370,649 7,973,511 1,649,000 5,198,170 383,000 4,883,167 308,765 113,428,759 10,834,779 6,927,500 1,969,518 3,447,000 2,130,000 6,803,732 10,000 406,160 311,853 32,840,542 12,000,000 6,099,500 1,865,000 2,905,000 2,155,000 1,750,372 480,000 404,760 314,972 27,974,604 1,500,000 4,740,900 1,880,000 2,785,000 3,250,000 638,700 2,010,000 405,000 318,122 17,527,722 10,000,000 1,732,700 1,330,000 3,467,000 2,275,034 1,277,000 470,000 363,784 321,303 21,236,821 5,695,000 2,128,900 850,000 3,792,000 2,148,000 250,000 585,000 405,000 324,516 16,178,416 128,086,410 32,862,296 15,265,617 28,147,795 14,700,034 19,560,322 4,688,547 7,637,124 2,070,724 253,018,869 Ending Balance $ - - - - - - - - - City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2013-2018 Budget 2011-2012 General Government General Fund Cemetery Office Addition Redevelopment Arroyo Park Improvements Brownfields Assessment FY13 $ 348 General Fund Bond Fund Fire Stations FUTS/Open Space Land Acquisition USGS 2010 SFO USGS Misc Buildings Innovation Mesa Communication System 2010 2010 Street/Utility Pavement Preservation Cherry Avenue Franklin/Mohawk Avenue Izabel Avenue Sunnyside Ph V-B S. Beaver/S. Leroux Street Dodge Avenue Rose Avenue Coconino/Elden/Humphrey La Plaza Vieja Presidio Subdivision Court Facility Public Works Facility Forest Restoration Initiative Land Acquisition (Parks & Rec) Regional Open Space Project Parks and Recreation - '96 Bond Real Estate Proceeds Property Purchase/Improvement Total General Government Budget 2012-2013 128,000 645,000 73,800 - 128,000 87,500 - 645,000 1,000,000 209,261 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 - 110,169 51,625 66,645 4,335,565 4,500 1,532,782 112,271 1,393,502 462,616 372,597 414,570 337,867 10,000 180,185 126,932 25,000 - 8,000 6,600,000 1,587,000 7,525,000 272,000 650,000 1,248,000 2,342,350 968,467 1,047,500 1,549,900 1,590,088 2,876,000 12,000,000 28,295,000 6,000,000 1,100,000 $ Estimate 2011-2012 32,811,584 9,752,326 1,000,000 78,304,305 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 - - - - - 1,500,000 6,180,000 226,115 11,500 14,664 152,500 2,750,000 - 10,834,779 12,000,000 - 12,000,000 1,500,000 - 1,500,000 10,000,000 - 10,000,000 195,000 5,500,000 - 5,695,000 Total Plan 128,000 645,000 87,500 1,000,000 118,169 9,846,625 19,833,645 10,000,000 7,525,000 4,335,565 502,615 2,182,782 1,360,271 1,393,502 462,616 372,597 2,768,420 1,320,998 1,210,000 1,730,085 1,717,020 2,876,000 12,000,000 28,320,000 6,000,000 2,750,000 5,500,000 1,100,000 1,000,000 127,086,410 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2013-2018 Budget 2011-2012 Streets/Transportation Streets Minor Transportation Improvements Sidewalk Replacement Program Street Improvement Program Sunnyside Ponderosa Parkway Reserve for Improvements $ 349 Transportation Miscellaneous Safe to School Project Misc Bike/Pedestrian Improvements Bike/Ped and Safety Improvement Transportation Planning & Programing East Flagstaff Gateway Beulah Blvd Extension Downtown Rail Crossing Modifications Reserve for Transportation Improvements Industrial Drive/Fanning Wash Industrial Drive-Huntington to Purina Steves Blvd Rail X-ing Study Traffic Signal Program West/Arrowhead Improvement Mall Rt 66 Infrastructure 2011 HSIP Total Streets/Transportation $ Estimate 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Total Plan 50,000 15,000 893,000 1,000 4,719 40,000 20,000 15,000 881,121 29,535 4,450 38,445 50,000 15,000 1,154,879 850,000 3,000 50,000 50,000 15,000 1,358,000 50,000 50,000 15,000 1,958,000 50,000 50,000 15,000 1,958,000 50,000 50,000 15,000 1,143,000 50,000 50,000 15,000 1,143,000 50,000 320,000 105,000 9,596,000 879,535 7,450 338,445 337,400 100,000 300,000 125,000 11,225 167,647 4,060,000 175,000 25,000 23,006 155 54,236 84,700 25,000 5,000 1,908 37,402 1,963 3,818 291,068 940,977 405,320 11,500 484,500 95,000 995,000 175,000 4,469,313 16,500 200,000 90,000 1,000,000 159,500 575,000 320,000 3,110,000 - 200,000 90,000 1,494,000 167,500 1,375,000 700,000 - 200,000 90,000 175,900 1,850,000 352,000 - 200,000 90,000 184,700 - 200,000 90,000 193,900 387,000 - 23,006 155 1,538,736 629,700 25,000 3,494,000 1,908 1,093,902 1,950,000 2,551,963 3,818 1,350,068 8,520,290 405,320 28,000 6,304,991 2,874,604 8,358,192 6,927,500 6,099,500 4,740,900 1,732,700 2,128,900 32,862,296 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2013-2018 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Total Plan BBB FUNDS 350 Beautification Streetscape Special Projects & Unprogrammed Work Historic Facades Route 66 Preservation Project Woodlands/Beulah Medians Southside Plan - Beaver San Francisco City Hall Flower Beds 4th Street Corridor North - Study 4th Street Neighborhood Gateway Neighborhood Gardens Butler Medians Phase III 4th Street Corridor Improvements Basque Properties Heritage Square Permanent Lighting Visitor Center Rt66 Planter Arts Incubator Façade Contribution Milton Signs Beautification in Action Pulliam Exit Signage Fort Valley Road Enhancements Gutter Diversions-Sustainable Streets Butler Avenue - North Edge Butler Medians - Phase IV City of Flagstaff FUTS Special Projects & Unprogrammed Work FUTS Signage Program Arizona Trail - Rt 66 to McMillan Mesa Rio North - Crescent Bridge ( to Fremont)) Fort Valleyy (Sechrist Route 66 - Rio North to San Francisco Lonetree - Sawmill Rd - Sinclair Wash Hospital Rim FUTS Trail Little A - ATA to Herold Rn Rd Country Club FUTS Trail Sixth Avenue/Arrowhead Connector Brannen Connector Museum Connector Cedar Trail - Turquoise Dr 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 Route 66 East - Country Club to Mall Trail Florence-Walnut Underpass 4th Street-Huntington to Butler Picture Canyon Mall to County $ 80,000 83,529 760,530 27,000 55,500 197,360 12,500 521,080 500,000 2,237,499 78,750 60,881 61,253 21,274 55,870 227 15,640 2,710 75,960 372,565 50,000 106,177 20,000 699,277 184,360 19,000 513,900 1,100,000 250,000 30,000 , 25,000 50,000 100,000 12,500 3,160,214 50,000 50,000 50,000 200,000 125,000 25,000 25,000 75,000 600,000 50,000 50,000 200,000 225,000 525,000 50,000 50,000 250,000 150,000 500,000 50,000 50,000 250,000 225,000 575,000 50,000 50,000 225,000 325,000 378,750 417,058 70,000 760,530 21,274 55,870 227 200,000 21,710 589,860 1,500,000 250,000 30,000 , 25,000 175,000 100,000 12,500 25,000 25,000 300,000 500,000 600,000 6,057,779 50,000 260,000 292,080 1,000 187,000 25,000 343,000 42,650 , 134,000 85,000 250,000 681,164 150,000 80,000 236,000 522,000 159,666 - 12,000 32,000 8,375 442 , 6,200 510 850 2,202 117,956 20,857 , 10,000 40,000 1,250 72,756 206,321 92,666 - 50,000 293,000 316,279 9,100 449,313 20,000 45,000 282,552 647,500 80,000 478,031 159,660 - 50,000 208,045 120,000 25,000 40,000 531,345 - 50,000 480,000 250,000 50,000 250,000 50,000 250,000 50,000 75,000 - 312,000 325,000 324,654 442 , 6,200 510 75,000 208,895 600,000 36,302 567,269 40,000 20,857 , 30,000 85,000 283,802 720,256 80,000 206,321 570,697 691,005 750,000 Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2013-2018 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Total Plan BBB FUNDS FUTS (Cont'd) Pine Knoll Trail-San Francisco to Lone Tree Ponderosa Trail Rehab Lonetree-Butler-Sinclair Wash 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 SW Crossing Tr-Highland Mesa Rd-Woodlands Switzer Cyn Tr-Switzer Cyn Dr-Terrace Ave Total BBB $ 80,000 3,578,560 3,500 627,885 80,000 300,000 3,210,435 315,128 80,000 1,369,518 65,000 320,000 175,000 1,340,000 260,000 70,000 750,000 1,380,000 25,000 280,000 150,000 755,000 100,000 300,000 525,000 398,628 300,000 125,000 325,000 350,000 400,000 300,000 150,000 925,000 9,207,838 $ 5,816,059 1,000,450 6,370,649 1,969,518 1,865,000 1,880,000 1,330,000 850,000 15,265,617 351 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2013-2018 Budget 2011-2012 352 City of Flagstaff Water/Wastewater Water Ft Tuthill Water/Sewer Extension Reserve for Improvements Town Well #5 Railroad Springs Reservior Future Water Rights Water Resource Sustainability Study LMWTP Clarifier Drive Assembly Inner Basin Pipeline Realignment Inner Basin Pipeline Re-location Inner Basin Tree Removal Radio Read Meter Replacements Water Meter Vault Replacement Program 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 Grand Canyon Waterline Replacement North San Francisco Alley Service Flagstaff Shallow Wells Lake Mary Land Acquisition Stonehouse Well Pump & Building Stonehouse-Well LM Wellfield-LM#2 12" Pipeline LM Electrical Service Upgrade East Flag Parking Lot Improvements Water System Master Plan Switzer Canyon Transmission Line West/Arrowhead Waterline SCADA Master Plan SCADA Control Upgrades Water Card System Replacement Water Plant Efficiency Project NAZ Water Supply Feasibility Water Rate Study Building Improvements - LMWTP Pinal Papago Alley Waterline Aspen W/L (Sitgreaves/Aztec) West Center Street Waterline San Francisco WL North Replace HYW 89 Waterline-Cummings St Dale Ave-Humphreys to Leroux Dale Ave-San Francisco-Agassiz Park Street Waterline (Santa Fe to Dale) Pine Del Waterline Replacement Colorado Street Waterline Relocation Southside WL-Ph 1-2 Walnut Canyon WL Replacement La Plaza Vieja Waterlines Walapai Dr Alley Waterline $ 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 Estimate 2011-2012 6,000 125,000 28 415,297 315,464 195,893 200,000 620,570 50,000 1,608,032 57,000 100,000 85,000 3,778,284 Budget 2012-2013 100,000 25,923 1,322,606 35,000 3,778,982 100,000 200,000 50,000 382,000 150,000 804,000 230,000 50,000 80,000 35,000 300,000 90,000 240,000 7,973,511 Budget 2013-2014 100,000 50,000 110,000 400,000 490,000 340 000 340,000 300,000 881,000 230,000 261,000 100,000 185,000 3,447,000 Budget 2014-2015 100,000 290,000 35,000 220,000 230,000 120,000 460 000 460,000 400,000 400,000 110,000 120,000 280,000 140,000 2,905,000 Budget 2015-2016 100,000 300,000 35,000 200,000 400,000 150,000 400,000 1,200,000 2,785,000 Budget 2016-2017 100,000 310,000 35,000 222,000 525,000 700,000 100,000 75,000 400,000 1,000,000 3,467,000 Budget 2017-2018 100,000 615,000 310,000 35,000 32,000 800,000 700,000 600,000 600,000 3,792,000 Total Plan 6,000 725,000 28 441,220 1,638,070 230,893 615,000 3,978,982 620,570 1,410,000 250,000 654,000 50,000 1,725,000 400,000 220,000 230,000 490,000 120,000 1,608,032 1,400,000 800 000 800,000 382,000 300,000 57,000 300,000 1,685,000 560,000 50,000 80,000 85,000 35,000 561,000 200,000 90,000 185,000 400,000 400,000 110,000 120,000 280,000 140,000 400,000 1,200,000 75,000 1,000,000 1,000,000 600,000 240,000 28,147,795 Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2013-2018 Budget 2011-2012 353 Water/Wastewater Wastewater Picture Canyon Westside Interceptor Improvements Sewer/RC Master Plan Sewer/RC Rate Study Rio Plant-Replace UV System Digestor Building Repairs Digestor Building Improvements WWTP Energy Efficiency Program Wildcat Barscreens Wildcat-Replacement Grit Pumps Wildcat-Third Digestor Wildcat-Solids Dispoal Annual Sewer Replacement Program Rio Flood Control Project-Sewer Replacement Ellery/NAU Sewer Interceptor Reclaim Card Reader Replacement Juniper Point 12" Reclaim Line Connection Building Improvements - East Flag San Francisco Sewer Replacement-North Hillside Sewer Replacement Circle View Sewer Upper Greenlaw Sewer Replacement-PH2 T Terrace/Birch /Bi h S Sewer Lower Greenlaw Sewer Replacement San Francisco Sewer Replacement-South Cherry Hill Sewer Replacement Beaver Street Water and Sewer Rio Outfall Southside Sewerlines-Ph 1-2 Reserve for Improvements Total Water And Wastewater Estimate 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Total Plan $ 184,000 600,000 176,000 300,000 100,000 380,000 100,000 1,840,000 118,400 600,000 251,000 85,000 38,600 1,093,000 65,600 125,000 120,000 450,000 110,000 242,000 85,000 290,000 161,400 1,649,000 100,000 130,000 500,000 800,000 25,000 475,000 100,000 2,130,000 120,000 75,000 1,000,000 110,000 125,000 625 000 625,000 100,000 2,155,000 125,000 1,500,000 300,000 210,000 555,000 460,000 100,000 3,250,000 700,000 100,000 333,000 300,000 400,000 342,034 100,000 2,275,034 1,000,000 48,000 700,000 300,000 100,000 2,148,000 184,000 700,000 250,000 200,000 1,000,000 600,000 251,000 370,000 450,000 75,000 3,000,000 800,000 110,000 923,000 85,000 210,000 85,000 110,000 315,000 475,000 680,000 625 000 625,000 460,000 300,000 400,000 342,034 700,000 300,000 700,000 14,700,034 $ 11,126,000 4,871,284 9,622,511 5,577,000 5,060,000 6,035,000 5,742,034 5,940,000 42,847,829 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2013-2018 Budget 2011-2012 Airport Glycol Recovery Projects Non-Revenue Parking Design Rehab Taxiway Reconstruct Terminal Access Rd Reconstruct Pulliam Dr Westplex Taxilane - Design Rehab Taxilane - Westplex Apron Reconstruction ILS - Instrument Landing System Runway/Taxi Paint/Stripe Airport Heliport Future FAA Projects ADOT Taxi A&West Total Airport $ $ 5,132,757 3,159,061 223,710 8,515,528 Estimate 2011-2012 3,600,000 42,348 3,642,348 Budget 2012-2013 1,532,757 554,318 2,878,732 181,362 51,001 5,198,170 Budget 2013-2014 2,878,732 3,500,000 425,000 6,803,732 Budget 2014-2015 1,750,372 1,750,372 Budget 2015-2016 638,700 638,700 Budget 2016-2017 777,000 500,000 1,277,000 Budget 2017-2018 250,000 250,000 Total Plan 638,700 777,000 5,132,757 554,318 5,757,464 223,710 3,500,000 925,000 1,750,372 250,000 51,001 19,560,322 354 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2013-2018 Budget 2011-2012 Solid Waste Maintenance Building Stormwater Infrastructure Methane Gas Collection Wells Road Extension Cinderlake Shultz Fire Fueling Station-Project #414501 Cell Preparation Fees Sub-Surface Geo Physical Study Total Solid Waste Estimate 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Total Plan $ 100,000 24,000 275,000 - 750,547 - 34,000 49,000 300,000 10,000 - 100,000 10,000 300,000 70,000 - 10,000 2,000,000 - 10,000 460,000 - 10,000 275,000 300,000 - 100,000 84,000 2,300,000 119,000 1,210,547 275,000 300,000 300,000 $ 399,000 750,547 383,000 10,000 480,000 2,010,000 470,000 585,000 4,688,547 355 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2013-2018 Budget 2011-2012 Stormwater Utility Drainage Spot Improvement Spot Improvement-Skunk Canyon Spot Improvement-East Rt 66 Culvert Spot Improvement-Skunk Canyon Construction Spot Improvement-Shadow Mountain Phase I Spot Improvement-Fanning at Steves Culvert Spot Improvement-Shultz Creek Design Phase I Spot Improvement-Shultz Creek Construction Rio De Flag Project Rio Parking Replacement Total Stormwater Utility Estimate 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Total Plan $ 92,419 276,380 247,944 3,135,981 1,200,000 560,118 209,135 - 281,625 198,891 24,032 189,000 37,510 81,168 2,870,941 1,200,000 130,000 276,160 - 404,760 - 405,000 - 363,784 - 405,000 - 2,550,287 198,891 24,032 189,000 37,510 81,168 276,160 3,080,076 1,200,000 $ 4,952,724 769,253 4,883,167 406,160 404,760 405,000 363,784 405,000 7,637,124 356 Budget 2011-2012 Estimate 2011-2012 Budget 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Total Plan Flagstaff Housing Authority Housing Facilities Improvements $ 558,210 171,193 308,765 311,853 314,972 318,122 321,303 324,516 2,070,724 Total Flagstaff Housing Authority $ 558,210 171,193 308,765 311,853 314,972 318,122 321,303 324,516 2,070,724 City of Flagstaff CITY OF FLAGSTAFF UN-FUNDED CAPITAL IMPROVEMENTS FY 2013- 2023 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/Property/Document Storage Facility $ 2,650,000 2,500,000 Fire Department Training Center Improvements 250,000 Municipal Facilities Municipal Courts Facility New Public Works Facility Downtown Parking Garage City Hall Annex Records Storage Facility 23,000,000 20,610,000 25,000,000 3,750,000 250,000 ECONOMIC VITALITY Community Design/Streetscape N. Fourth St. Corridor Improvements Arts Incubator Facility 18,000,000 TBD Airport Capital Airport Terminal Access Road Reconstruction - Pulliam Dr 3,160,000 Tourism/Visitor Services Visitor Center Platform Reconstruction 355,000 COMMUNITY ENRICHMENT Recreation Aquaplex Expansion - 25 meter pool Competetive Pool - 50 meter pool Enclosed Tennis Courts/Flag Rec Center Snow Play Area Girls Softball Facility Annual Financial Plan 6,000,000 20,000,000 1,000,000 5,640,000 TBD 357 City of Flagstaff CITY OF FLAGSTAFF UN-FUNDED CAPITAL IMPROVEMENTS FY 2013- 2023 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 Woodlands Village/Boulder Pointe Park Land Acquisition Wheeler Park Re-Design Phase I $ 1,368,183 1,327,532 1,915,000 5,563,387 9,766,363 13,708,098 30,616,014 16,029,861 1,036,353 25,146,009 1,659,362 10,115,315 4,600,879 1,100,000 Cemetery Cemetery Entrance 706,520 Streets Deicer Storage Facility Historic East Route 66 Overlay Sunnyside Neighborhood Improvements Unfunded Street Pavement Preservation 350,000 3,500,000 5,000,000 50,000,000 TRANSPORTATION Lone Tree Corridor Rte 66 to Butler Ave Butler Ave to Pine Knoll Pine Knoll to J Wesley Powell Blvd Steves Blvd. / Lakin Realignment Woody Mtn Roundabout Rebuild Empire Avenue Paving Old Walnut Canyon Road Paving 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 1,550,000 400,000 1,300,000 1,700,000 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 2013- 2023 Estimated Cost URBAN TRAILS Bow & Arrow Trail - Lone Tree to AZ Trail Downtown Underpass Linda Vista Trail - Linda Vista to Winifred Ranch Trail Santa Fe West Trail - Clay Ave. to Railroad Springs Santa Fe West Trail - Walnut to Rio Woodlands Trail - Rte 66 to Santa Fe West $ 75,000 550,000 175,000 200,000 1,050,000 200,000 UTILITIES Water Lake Mary Water Plant (Div 47) Lake Mary Watershed Forest Thinning LM WTP 2&4 Pitless Adapters WTP Replace switchgear at Woody Mtn. Wells 6 & LM#4 WTP Groundwater Rule Measurement Equipment Water Security Monitoring Program qty 8 Video Surveillance (water production facilities) Lake Mary WTP treatment basin upgrades Water Distribution (Div 51) Handheld Readers Water Loadout Facility JW Powell to 4th Street Transmission Line Westside Route 66 Waterline Extension 3500' Water Production (Div 52) Lake Mary WTP Flocculator Drive Assemblies Lake Mary Well #7 & 9 Rehab Precast Concrete Structures at Paradise & X-mas Tank sites Upgrade Existing Wellhouses-Annual 1 per yr Red Gap Ranch drill 10 proving wells Red Gap Pump test of wells Red Gap Pipeline & Wellfield Final Design Red Gap Environmental Impact Study & Statement Red Gap ROW Acquisition Red Gap Construciton 200,000 120,000 150,000 75,000 100,000 300,000 1,000,000 75,000 200,000 1,500,000 400,000 350,000 250,000 75,000 150,000 1,350,000 9,000,000 3,300,000 9,000,000 4,050,000 225,000,000 Wastewater Wastewater Treatment Plant (Div 53) WCH & Rio HVAC system replacements Wastewater Treatment Improvements (Monitoring) (Div 57) Wildcat Screenings Monster WW SCADA Improvements WW Treatment Plant Expansion-Design Wastewater Collection/Reclaim Distribution (Div 58) Sunnyside Phase VII sewer main replacements Continental Reclaim Line replacement Annual Financial Plan 359 250,000 150,000 975,000 4,000,000 2,810,000 2,000,000 City of Flagstaff CITY OF FLAGSTAFF UN-FUNDED CAPITAL IMPROVEMENTS FY 2013- 2023 Estimated Cost Stormwater Fanning Drive Wash Upper Reach Switzer Canyon Wash Upper Reach DuPont Cottage and Elden Drainage Improvements West Street Wash Penstock Ave Wash Switzer Canyon Wash Lower Reach Mobile Haven Sunnyside Hill McMillan Mesa City Property at 120 E. Butler Drainage Improvements Shadow Mtn Phase II - Monte Vista Drainage Improvements Hospital Hill West Phoenix Street Drainage Improvements Darlene Dr. Street Drainage Improvements N. Sunset Drainage Improvements Leroux Ave. Storm Drain Upgrade Flag Truckstop $ 2,631,526 5,351,513 40,000 40,000 5,595,037 3,799,802 1,578,522 575,861 64,000 15,000 TBD 248,000 714,696 TBD 120,000 TBD 30,000 149,000 TOTAL UNFUNDED PROJECTS $ 864,356,833 Annual Financial Plan 360 City of Flagstaff 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 66 square miles, is nestled at the base of the San Francisco Peaks and surrounded by one of the largest pine forests on earth. Flagstaff drew its name from a very tall pine tree made into a flagpole in 1876 to celebrate our nation’s centennial. At nearly 7,000 feet, Flagstaff is also one of the highest elevation cities in the United States. The city is a year-round mecca for visitors and many Arizonans maintain second homes here. Climate Average Average Temperature Month History In 1855 Lieutenant Beale, in surveying a road from the Rio Grande in New Mexico to Fort Tejon in California, passed over the spot where Flagstaff now stands. While camping at the Eastern extremity of the present town, the lieutenant had his men cut the limbs from a straight pine tree in order to fly the United States flag. Daily Max. Daily Min. Precipitation January February March April May June July August September October November December 42.4 44.8 50.1 58.5 67.9 77.9 81.6 79.0 73.5 63.4 51.6 43.4 15.3 18.0 22.4 27.9 34.3 41.7 50.9 49.7 41.9 31.5 22.5 16.6 2.07 2.02 2.04 1.25 0.63 0.44 2.46 2.73 1.92 1.49 1.60 2.03 (average) 61.2 31.1 20.69 Source: Western Regional Climate Center (Jan. 1893-Jan. 2012) 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 25,364 students in their 136 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 2000 52,894 116,320 5,130,632 2010 65,870 134,421 6,392,017 2011 66,013 134,162 6,438,178 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 2,472 2,188 1,612 1,220 552 467 332 151 160 207 138 101 25 19 9,644 76,599 6,819 8.9% 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. 2011* 74,022 6,255 8.5% The Flagstaff Symphony Orchestra is a non-profit corporation dedicated to bringing world-class musical performances to their audiences, and to providing innovative programs in music education for youth across northern Arizona. The FSO conducts seven concerts from September through April form the core of the Symphony's season, with additional Young People's Concerts for children in the Flagstaff Source: Bureau of Labor Statistics, *Dec 2011 Annual Financial Plan 9,644 1,980,692,207 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 80 Bachelor, 38 Master, and 8 Doctorate along with 38 Undergraduate and 25 Graduate certificates. Top enrollment for its 25,364 students (17,761 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. 34,589 1,582 4.5% 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 467 licensed businesses generating BBB tax revenues (an additional 2% sales tax). 2010 5,440 1,238,195,104 Flagstaff Unified School District #1 has 8 elementary schools, 2 middle schools, 2 alternative schools, 2 magnet schools, and 2 high schools. In addition to the public school system, there are 10 charter schools. These schools provide educational opportunities for children in kindergarten thru high school. The schools specialize in everything from specific learning styles to programs focused on the Arts. Total sales generated by Flagstaff businesses reached $3.14 billion in FY 2012. 2000 2012 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 2012 Business Licenses 2000 363 City of 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 BMX Facility Disc Golf Course Horseshoe Courts Ice Rink/Activity Center Off Leash Areas-Bark Parks Parks-Developed Parks-Undeveloped Playgrounds Racquetball Courts Ramadas Recreation Centers Recreation Ctr-Swimming Pool 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 *Owned by schools. 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 1 2 10 1 2 23 4 20 4 13 3 1 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. Additionally, an 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 40 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 2011 As a Percentage Total Taxpayer Assessed Type of Business Arizona Public Service Company Utility W L Gore & Associates Inc. Manufacturer Fidelity Nat'l Title Ins Agency Of Coco, Inc. Trust Qwest Corporation of the City Total Secondary Valuation 15,448,320 1.95% 14,307,506 1.81% Banking/Finance 5,843,515 0.74% Utility 5,250,832 0.66% Flagstaff Mall Associated Ltd. Partnership Shopping Center 3,608,680 0.46% Walgreen Arizona Drug Co. Medical 2,789,765 0.35% Consolidated Investments, Inc. Property Rental 2,666,072 0.34% Hopi Tribe Economic Development Corp. Commercial Developer 2,385,090 0.30% SACO Management, Inc. Real Estate 2,370,863 0.30% 59,305,047 7.50% Nestle Purina Petcare Company $ Assessed Valuation Distribution/Retail 4,634,404 Total Principal Taxpayers $ 0.59% 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 2002 City $ School Community District College County Total 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 1.5519 4.8334 0.4643 0.7603 7.6099 2010 1.4913 3.8860 0.4267 0.7244 6.5284 2011 1.4845 4.6772 0.4308 0.7245 7.3170 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 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 2012 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 2012 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 26,852 10,458 38.90% 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 Total Payroll for the Year Ending 2011: 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 Tennis Courts Volleyball Courts 87.17 271.20 3,466 3,179 13 7,308 Employees as of June 30, 2011 Merit System Exempt Temporary Elected Officials $ 533 134 251 7 Police Protection Number of Employees (FTE) FY 2013 Number of Employees (FTE) FY 2012 Number of Calls for Service per 12/31/2011 Ave. Patrol Officers for 24 hour period Vehicular Patrol Units Coconino County Jail Prisoner Capacity Education Number of Schools: Public Elementary Public Middle School Public High School Alternative Schools Magnet Schools Charter Schools Community College (Coconino) University (Northern Arizona) 7 85.00 172 168 41,791 26.9 29 596 Number of Students (Fall 2011): Flagstaff Unified School District Charter Northern Arizona University Flagstaff Campus All Locations Coconino Community College Full-Time Part-Time Pulliam Airport Fixed Base Operators Locally Based Aircraft Tiedowns Enclosed Hangars Open Hangars Annual Financial Plan 19 1 2 10 1 2 20 4 13 4 2 4* 17 1 17 6 *Cogdill Center owned by the City of Flagstaff, but operated by Boys and Girls Club of Flagstaff 41,630,302 Fire Protection Number of Stations Number of Employees (FTE) FY 2012 23 4 680.00 53.00 1 125 11 61 48 368 8 2 2 2 2 16 1 1 9,562 3,123 17,761 25,364 1,181 3,192 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 2011** 2010 2009 2008 2007 2006 2000 1995* 1990 1985* 1980 *Special Census **Estimate Source: Az Dept of Economic Security 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 13,109,800 65,985 65,870 64,581 63,867 63,489 61,453 52,894 52,701 45,854 38,247 34,743 2010 Census Information: Age Distribution of Population for Urbanized Areas Only 1-5 Years 6-17 Years 18-64 Years 65+ Years 19,020 5,339 8 2 6 4,018 9,551 48,085 4,216 65,870 4 Number of Housing Units Average Persons per Housing Unit Average Family Size Median Household Income Per Capita Income (2000) 29 9 1 26,254 2.55 3.14 49,471 22,959 $ $ 2010 Census information available at the following websites: http://quickfacts.census.gov/qfd/states/04/0423620.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 2012 2013 2014 2015 2016 Fiscal Year 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Fiscal Year 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Annual Financial Plan 1992 Revenue Street and Highway 5.500 - 1997 G.O. Public Safety, Parks, Water % 2003 Revenue 4th Street 4.000 4.000 4.000 4.000 5.000 5.250 5.250 5.250 5.250 - 2011 NAU-Public Safety Communications 2.400 2.400 2.400 2.400 2.400 2.400 2.400 2.400 2.400 2.400 2001 G.O. Parks & Rec 4.500 - 2006 G.O. Fire, FUTS, Acquatic/Multi % 4.500 4.650 4.750 - 2007 Special Assessment Sawmill 5.000 5.000 5.250 5.250 5.250 4.375 4.500 4.500 4.125 4.125 4.000 3.250 - 2011 G.O. Projects Parks, Water 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 2011 G.O. Refunding 1.000 2.000 2.500 2.000 2.000 3.500 3.500 2.750 - 370 1.000 5.000 2.000 - 2001 Certificates of Participation USGS 4.600 4.625 4.750 4.750 4.750 2009 Certificates of Participation St Ovlay/Fire Eq 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 - 2010 A Revenue Infratructure 3.000 3.000 3.000 3.798 4.057 4.182 4.402 4.502 4.602 5.215 5.480 - 2012 4th Street Revenue Partial Refunding 3.000 3.000 3.500 4.000 4.000 3.500 3.750 - 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 2002 59,160 33,984,726 8% 2003 61,030 $ 444,674,678 429,030,400 $ 34,012,849 36,873,231 $ 3,570,000 2,888,505 $ 30,442,849 7% $ 574.45 498.82 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 61,453 556,680,587 49,169,726 4,629,726 44,540,000 8% 724.78 2007 63,489 624,199,899 44,540,000 4,675,000 39,865,000 6% 627.90 2008 63,867 750,538,367 39,865,000 4,760,000 35,105,000 5% 549.66 2009 64,581 878,781,823 35,105,000 3,550,000 31,555,000 4% 488.61 2010 65,870 916,341,717 31,555,000 3,710,000 27,845,000 3% 422.73 2011 65,985 864,039,469 46,366,115 4,592,484 41,773,631 5% 633.08 (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 $ $ 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 2012 46,366,115 21,758,785 9,595,000 18,130,000 95,849,900 $100,000,000 $80,000,000 Special Assessment $60,000,000 Other Revenue $40,000,000 General Obligation $20,000,000 $2008 Annual Financial Plan 2009 2010 371 2011 2012 City of Flagstaff City of Flagstaff, Arizona United States Consumer Price Index 10-Year Historical Trend - June Versus June Non-Seasonally Adjusted 2003 June 183.7 Percent Change 1.1% 2004 189.7 3.3% 2005 2006 194.5 2.5% 2007 202.9 2008 208.4 4.3% 2.7% 2009 218.8 2010 215.7 5.0% 2011 218.0 -1.4% 225.7 1.1% 2012 229.5 3.5% 1.8% CONSUMER PRICE INDEX 10 YEAR HISTORICAL TREND - JUNE 240.0 220.0 200.0 180.0 160.0 140.0 120.0 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2011 2012 CONSUMER PRICE INDEX 10 YEAR HISTORICAL TREND - PERCENT CHANGE 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 0.0% 2003 2004 2005 2006 2007 2008 2009 2010 -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 2008-2009 2009-2010 2010-2011 2010-2012 Changes 2012-2013 Adopted 2012-2013 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 0 1 11.5 0 1 0 1 1 1 1 0.875 0 2 1 1 0.25 0.67 10.795 0 0 0 0 0 0 0 0.125 0 0 0 0 0 -0.67 -0.545 0 1 0 1 1 1 1 1 0 2 1 1 0.25 0 10.25 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 0 0 0 0 0 CAPITAL IMPROVEMENTS Admin Specialist Capital Improvements Engineer Engineering Technician IV Intern Project Manager Total 0 2 1 0.5 10 13.5 1 2 0 0 8 11 1 2 0 0 8 11 1 1 0 0 6 8 0 0 0 0 0 0 Transfer 1 0 0 6 7 HUMAN RESOURCES Admin Assistant Admin Specialist Division Director (HR) Human Resources Analyst Human Resources Benefit Spec. Human Resources Generalist Human Resources Manager Human Resources Recrt Spec Total 1 1 1 0.75 1 0 1 1 6.75 1 1 1 0.75 1 1 0 1 6.75 1 1 1 0.75 1 1 0 0.5 6.25 1 1 1 1.75 1 1 0 0 6.75 0 0 0 0 0 1 0 0 1 1 1 1 1.75 1 2 0 0 7.75 1 1 1 3 1 1 0 2 1 1 0 2 1 1 0 2 0 0 0 0 1 1 0 2 2.75 2 0 0 0 1 4 0 1 2.75 2 0 0 0 1 4 0 1 4 1 1 0 0 0 3.25 0.75 1 4 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4 1 0 1 0.75 1 0 0 0 SECTION CITY MANAGER Admin Specialist Assistant to City Mgr (Communications) Assistant to City Mgr (Govt'al Relations) Assistant to City Mgr (Real Estate) City Clerk City Manager City Records Technician Deputy City Clerk Deputy City Clerk (Funded in FY11) Deputy City Manager Executive Admin Assistant Executive Assistant Intern Mgmt Assistant (Funded in FY11 & FY12) Total CITY CLERK City Clerk City Records Technician Deputy City Clerk Executive Admin Assistant Total RISK MANAGEMENT Assistant to City Manager (Risk Mgt) Insurance Claim Specialist Safety/Risk Management Specialist Total CUSTOMER SERVICE Admin Assistant Admin Specialist Admin Spclst Supervisor Billing Specialist Collection Specialist Customer Srvc Manager Meter Reader Meter Reader (Funded in FY11) Meter Reader Supervisor Annual Financial Plan 373 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2008-2009 2009-2010 2010-2011 2010-2012 Changes 2012-2013 Adopted 2012-2013 CUSTOMER SERVICE (cont.) Meter Technician Supervisor Meter Technician Meter Technician II Total 0 0 0 10.75 0 0 0 10.75 0 0 0 11 1 3.25 0 10.25 0 0 0 0 1 2.25 1 12 LAW Admin Assistant Admin Asst (Funded in FY12) Admin Specialist Admin Spec Supervisor Asst City Attorney City Attorney City Prosecutor Deputy City Attorney Intern Legal Assistant Senior Ass't City Attorney Senior Ass't City Attorney (Funded in FY11) Total 1 0 2 1 4 1 0 1 0.25 1 5 0 16.25 1.75 0 2 0 4 1 0 1 0 1 4 0 14.75 1.75 0 2 0 4 1 0 1 0 1 3 1 14.75 1.5 0.25 2 0 4 1 1 1 0 1 2 0 13.75 0.25 -0.25 0 0 0 0 0 0 0 0 0 0 0 1.75 0 2 0 4 1 1 1 0 1 2 0 13.75 1 1 1 1 1 1 1 0 2 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 1 0 0 1 1 1 1 13 0 0 0 1 0 0 0 0 0 1 4 2 0 1 1 2 0 0 0 1 13 0 0 0 1 0 0 0 0 0 1 4 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 1 0 0 0 0 0 2 4 2 0 1 1 2 0 0 0 0 13 3 1 2 1 0 1 0 Transfer 3 1 12 1 1 0.5 1 0 1 0 0 3 1 8.5 Transfer 1 0 1 0 1 0 0 3 1 7 0 1 0 1 1 1 0 0 3 1 8 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1 1 1 3 0 0 1 8 SECTION 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 Manager IT Services Specialist IT Services Supervisor IT Specialist IT Technician Network Administator Senior Network Administrator System and Applications Mgr System Administrator Total MANAGEMENT SERVICES Admin Assistant Admin Specialist Buyer Division Director (Mgmt Services) Financial Systems Analyst Purchasing Director Procurement Specialist Real Estate Manager Senior Procurement Specialist Warehouse Technician Total Annual Financial Plan 374 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2008-2009 2009-2010 2010-2011 2010-2012 Changes 2012-2013 Adopted 2012-2013 SALES TAX Accounts Specialist Admin Assistant Admin Specialist Auditor I Auditor II Collections Specialist Revenue Director Sales Tax Manager Tax Licensing & Revenue Adm Tax Licensing & Revenue Mgr Total 1 1.5 1 0 2 2 0 0 1 0 8.5 1 1 1 0 2 2 0 0 1 0 8 1 1 1 1 1 2 1 1 0 0 9 1 1 1 0 1 2 1 1 0 0 8 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 1 1.25 1 0 0 1 6.25 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. Tech. Coord. Library Manager Library Page Library Page (temp) Library Staff: Sunday Library Supervisor Network Administrator Total 1.63 1 2 16.76 3 3 1 7.38 3.75 0.25 1 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 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 2 3 2 1 0 1 1 50.77 2 1 2 17.02 3 2 1 7.38 3.75 0.25 1 2 3 2 1 0 2 1 51.4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 1 2 17.02 3 2 1 7.38 3.75 0.25 1 2 3 2 1 0 2 1 51.4 FINANCE Account Clerk I Account Clerk II Accountant Accountant I Accountant II Accounts Specialist Finance Director Finance Manager Grants Specialist Grants Manager Intern Payroll Assistant Payroll Manager Payroll Supervisor Total 2 1 0 1 3 1 1 2 0 1 0.14 1 0 1 14.14 1.5 0 0 0 3 1 1 2 0 1 0 1 1 0 11.5 1 0 0 3 0 1 1 2 1 1 0 1 1 0 12 1 0 0 3 0 1 1 2 1 1 0 1 1 0 12 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 3 0 0 1 1 2 1 1 0 1 1 0 12 SECTION Annual Financial Plan 375 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2008-2009 2009-2010 2010-2011 2010-2012 Changes 2012-2013 Adopted 2012-2013 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 COMMUNITY DEVELOPMENT ADMIN Admin Specialist Division Director (CD) Total 2 1 3 1.5 1 2.5 1 1 2 1 1 2 0 0 0 1 1 2 PLANNING & DEVELOPMENT SERVICES Admin Specialist 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 Current Planning Mgr Development Services Rep Development Services Specialist Development Services Supervisor Inspector I Inspector II Inspection Supervisor Neighborhood Planner Planning Development Mgr. Planning Director Planning Techician Project Management Admin. Zoning Code Administrator Zoning Code Manager (Funded thru in FY13) Total 2 1 1 0 1 3 5 1 1 0 1 1 0 2 0 1 5 3 1 0 0 1 0 1 1 0 32 2 0 1 0 1 3 0 0 1 0 1 1 1 0 1 1 3.6 2.7 0.9 1 3 1 0 0 1 1 27.2 1 0 0 5 1 3 0 0 0 1 1 1 1 0 1 1 0 0 1 1 3 1 0 0 1 1 24 1 0 0 5 1 2 0 0 0 0 1 1 1 0 1 1 0 0 1 1 3 1 0.5 0 1 1 22.5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 -0.5 0 0 0 -0.5 1 0 0 5 1 2 0 0 0 0 1 1 1 0 1 1 0 0 1 1 3 1 0 0 1 1 22 ENGINEERING Admin Specialist Assistant City Engineer City Engineer Construction Manager Engineering Inspector Engineering Specialist Engineering Technician I p-time Engineering Technician II Engineering Technician III Engineering Tech Leadworker Inspection Supervisor Intern Material Tech Aide Materials Tech I Materials Tech II 1 1 1 1 6 0 0.5 1 1 1 1 0.5 0.5 2 1 Transfer 1 1 1 5 0 0 0 1 1 1 0 0 2 1 0 1 1 1 5 0 0 0 1 0 1 0 0 2 0 0 1 1 1 4 0 0 0 1 0 1 0 0 2 0 0 0 0 0 -1 0 0 0 0 0 0 0.5 0 0 0 1 1 1 1 3 1 0 0 0 0 1 0.5 0 2 0 SECTION FMPO Intern Admin Specialist Metro Planning Org Manager Multi modal Planner Total Annual Financial Plan 376 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2008-2009 2009-2010 2010-2011 2010-2012 Changes 2012-2013 Adopted 2012-2013 6 1 0 25.5 5 1 0 20 4 1 0 17 4.7 1 0 16.7 0 0 0 -0.5 4.7 1 0 17.2 1 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 1 Transfer 1 1 Transfer 0 0 0 1 1 7 0 1 1 1 0 0 0 0 0 0 1 1 0 0 1 0 0 0 6 0 1 1 1 1 0 0 0 0 0 0 1 0 0 1 0 0 0 6 0 0 -1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 -1 0 1 0 1 1 0 0 0 0 0 0 1 0 0 1 0 0 0 5 DOWNTOWN MANGEMENT Downtown Manager Parking Ambassador Park Maintenance Total 1 3 1 5 1 3 1 5 1 3 1 5 1 3 1 5 0 0 0 0 1 3 1 5 HOUSING Admin Specialist Comm. Housing & Grants Adm. (Grant Funded) Community Housing Manager Community Housing/NeighPlanner Housing Project Coordinator (Grant Funded) Permanent Afford Adm (Grant Funded) Total 1 1 1 1 1 1 6 1 1 1 1 1 1 6 1 1 1 1 0 1 5 1 1 1 1 0 1 5 0 0 0 0 0 0 0 1 1 1 1 0 1 5 FIRE Admin Assistant Admin Specialist 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 Engineer 1 1 2 0 1 2 1 4 21 0 21 0 2 0 2 0 2 1 4 24 0 21 0 2 0 0 0 2 1 3 21 3 18 0 2 0 0 0 1 1 3 21 0 21 0 0 0 0 0 0 0 0 0 0 0 0 2 0 0 0 1 1 3 21 0 21 SECTION ENGINEERING (cont.) Project Manager Traffic Engineer Transportation Technician Total COMMUNITY INVESTMENT Admin Specialist Admin Spclst Leadworker Brownfield Specialist Community Design & Redevelopment Mgr Community Design & Redevel. Project Admin. Community Housing & Grants Adm Community Housing Manager Community Housing/NeighPlanner Community Investment Director Comm/Neighborhood Planner Community Planner Division Director (Economic Vitality) Economic Analyst Housing Project Coordinator Manager of Enhanced Svcs Dist (Eff 2010-2013) Land Trust Manager Planning & Community Design Mgr Redevelopment Mgr. (Eff. 2010-2012) Total Annual Financial Plan 377 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2008-2009 2009-2010 2010-2011 2010-2012 Changes 2012-2013 Adopted 2012-2013 0 39 0 2 3 0 1 2.75 0 0 0 0 0 0 0 0 101.75 0 36 0 0 2 0 0 0 0 1 2 1 0 0 1 0 99 3 29 4 0 2 0 0 0 0 1 1 0 1 0 0 1 92 0 31 0 0 1 1 0 0 0 1 0 0 0 1 0 1 85 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 31 0 0 1 1 0 0 0 1 0 1 0 0 0 1 85 15 2 2 2 0 1 3 1 1 19 25 0 5 4 81 0 2 12 1 1 0 2 179 13 1 2 2 0 1 2 1 1 19 23 0 5 4 68 0 1 12 1 0 1 1 158 13 1 2 1 1 1 2 1 1 19 23 0 5 4 66 0 1 12 1 0 1 1 156 13 1 2 2 0 1 2 1 1 19 23 0 5 4 65 1 1 12 1 0 1 1 156 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 -1 0 0 0 0 0 0 -1 13 1 2 2 0 1 2 1 1 19 23 0 5 4 65 0 1 12 1 0 1 1 155 POLICE GRANTS Admin Specialist Police Officer Police Sergeant Total 1 0 1 2 1 8 1 10 1 10 1 12 1 14 1 16 0 0 0 0 1 14 1 16 PUBLIC WORKS ADMINISTRATION Admin Spclst Assistant Public Works Director Division Director (Public Works) Project Manager Total 1 1 1 1 4 1 1 1 1 4 0.5 0 1 1 2.5 0.5 0 1 1 2.5 -0.5 0 0 0 -0.5 0 0 1 1 2 SECTION FIRE (cont.) 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 POLICE Admin Specialist 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 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 Supervisor Police Sergeant Police Special Serv. Sup Police Support Serv. Mgr. Police Support Serv. Sup. Property Control Coord Total Annual Financial Plan 378 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2008-2009 2009-2010 2010-2011 2010-2012 Changes 2012-2013 Adopted 2012-2013 PARKS Maintenance Worker - Temps Maintenance Worker Parks Leadworkers Public Works Manager (Parks) Parks Supt. Parks Supervisor Total 5.46 25 0 0 1 1 32.46 3.2 23 0 0 1 1 28.2 3.2 21 2 1 0 0 27.2 3.46 21 2 1 0 0 27.46 1.23 0 0 0 0 0 1.23 4.69 21 2 1 0 0 28.69 FLEET SERVICES Buyer Fleet Manager Fleet Mgmt. Supt. Fleet Services Specialist Mechanic I Mechanic II Mechanic III Leadworker Parts Specialist Public Works Manager (Fleet) Service Writer Welder Total 1 1 1 0 3 4 2 1 0 1 1 15 1 1 1 0 3 4 2 0 0 1 1 14 1 0 0 0 3 4 2 0 1 1 1 13 1 0 0 1 3 4 2 0 1 0 1 13 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 3 4 2 0 1 0 1 13 FACILITIES MAINTENANCE Facility Maintenance Manager Facilities Maintenance Superintendent Facilities Maintenance Supervisor HVACR Technician Maintenance Worker Maintenance Worker III-Lead Total 0 1 0 1 9 1 12 0 1 1 0 9 0 11 1 1 0 0 9 0 11 1 1 0 0 9 0 11 0 0 0 0 0 0 0 1 1 0 0 9 0 11 RECREATION Admin Assistant Admin Specialist Division Director (Comm Enhancement) Intern Recreation Coord. I Recreation Coordinator II Recreation Services Director Recreation Supervisor Recreation Supt. Recreation Temporaries Recreation Temporaries (Grant Funded) Senior Recreation Coordinator Total 2 1 1 0.25 7.5 2 0 1 1 45.48 0 6 67.23 1 1 1 0.25 5.5 5 0 1 1 37.91 0 6 59.66 1 1 1 0.25 5.5 5 0 1 1 37.91 0 6 59.66 1 1 1 0.25 5.5 5 1 1 0 39.31 0.29 6 61.35 0 0 0 0 -1 0 0 0 0 -3.16 0 -1 -5.16 1 1 1 0.25 4.5 5 1 1 0 36.15 0.29 5 56.19 STREET MAINTENANCE & REPAIRS Admin Specialist Cemetary Caretaker Cemetery Maint. Specialist Equip. Oper. III LDWKR Equip. Opers. Temps Equipment Operator Intern Maintenance Worker Maint. Wkr. III LDWKR Maint. Worker temp Safety/Training Coordinator 1 0.75 1 1 8.06 14 0.5 8 1 0.75 1 1 0.75 1 0 4.31 14 0.5 7 1 0.75 0 1 0.75 1 0 4.31 15 0.5 7 0 0.75 0 1 0.75 1 0 4.31 15 0.5 7 0 0.75 0 0 0 0 0 -1.34 0 0 0 0 0 0 1 0.75 1 0 2.97 15 0.5 7 0 0.75 0 SECTION Annual Financial Plan 379 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2008-2009 2009-2010 2010-2011 2010-2012 Changes 2012-2013 Adopted 2012-2013 STREET MAINTENANCE & REPAIRS (cont.) Public Works Manager (Streets) Public Works Section Head Streets Leadworker Streets Manager Street Superintendent Traffic Signal Technician Traffic Signal Technician Ass't Total 0 0 0 1 1 1 1 41.06 0 0 3 1 1 0 1 36.31 1 1 3 0 0 0 1 36.31 1 1 3 0 0 0 1 36.31 0 0 0 0 0 0 0 -1.34 1 1 3 0 0 0 1 34.97 AIRPORT Admin Specialist Airport Director Airport Operations/ARFF Specialist Airport Operations/ARFF Manager Airport Operations Supv Airport Service Worker I Airport Service Worker II Maintenance Wrks - Snow Total 1 1 0 0 1 4 3 0.5 10.5 1 1 0 0 1 3 3 0.5 9.5 1 1 0 0 1 3 3 0.5 9.5 1 1 6 0 1 0 0 0.5 9.5 0 0 0 0 0 0 0 0 0 1 1 6 1 0 0 0 0.5 9.5 SOLID WASTE Admin Assistant Admin Specialist Admin Spclst Supervisor 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 Services Mgr Environmental Technician Equipment Operator ES Director ES Collection Super ES Equip. Oper I - Temp ES Leadworkers ES Operations Mgr Landfill Equip Operator III - Lead Landfill Supervisor Program Asst Project Manager Sustainability and Env Mgr Sustainability Assistant (Grant Funded) Sustainability Manager Sustainability Specialist Total 3.5 1 1 1 1 1 1 0.6 1 1 1 1 1 2 1 38 0 2 1 0 1 1 0 2 2 1 0 1 1 68.1 3.5 1 1 1 Transfer 0 1 0.6 1 1 1 1 1 2 1 37 0 2 1 0 1 0 1 2 2 1 0.48 1 1 65.58 3.5 1 1 1 0 0 0 Transfer Transfer 0 Transfer Transfer Transfer 2 Transfer 34 1 2 1 2 0 0 1 1 2 Transfer Transfer Transfer Transfer 52.5 3 1 1 1 0 0 0 Transfer Transfer 0 0 0 0 2 0 30 1 2 1 2 0 0 1 1 2 0 0 0 0 48 -0.35 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 -0.35 2.65 1 1 1 0 0 0 0 0 0 0 0 0 2 0 30 1 2 1 2 0 0 1 1 2 0 0 0 0 47.65 SECTION Annual Financial Plan 380 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2009-2010 2010-2011 2010-2012 Changes 2012-2013 Adopted 2012-2013 SUSTAINABILITY & ENVIROMENTAL MANAGEMENT SERVICES Environmental Aide 0 Environmental Assistant 0 Environmental Code Enf Officer 0 Environmental Code Specialist 0 Environmental Code Technician 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 0 0 0 0 0 0 0 0 0 0 0 0 0 0.6 1 1 1 0 1 1 1 1 0.48 1 2 11.08 0.6 1 0 1 1 1 1 1 1 1 1 2 11.6 0 0 0 0 0 0 0 0 0 -0.75 0 0 -0.75 0.6 1 0 1 1 1 1 1 1 0.25 1 2 10.85 UTILITIES ADMINISTRATION Admin Specialist Division Director (Utilities) GIS System Analyst Project Manager Utilities Engineering Manager Utilities Plan Reviewer Utilities Program Assistant Utilities Program Manager Utilities Senior Project Manager Water Conservation Manager Water Conservation Enforcement Aide Water Resource Manager Total 2 1 1 0 1 1 1 0 1 1 0.5 1 10.5 2 1 1 1 1 1 1 1 0 0 0 1 10 2 1 1 1 1 1 0 1 0 0 0 1 9 2 1 1 0 1 1 0 1 0 0 0 1 8 0 0 0 0 0 0 0 0 0 0 0 0 0 2 1 1 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 0 3 1 2 1 1 11 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 Maintenance Worker - Temp Maintenance Worker MSW - Water Services Tech Water Services Specialist Water/Sewer Util. Locator Total 1 1 1 1 11 1 1 17 0 1 1 1 10 1 1 15 0 1 0 1 10 1 1 14 0 1 0 1 10 1 1 14 0 0 0 0 0 0 0 0 0 1 0 1 10 1 1 14 WASTEWATER TREATMENT PLANT Equip Operator II Temp Instrumentation/Electrical Spec MSW - Operations MSW - Plant Tech 1.5 0 0 7 1.5 0 0 6 1.5 0 0 6 1.5 1 2 4 0 0 0 0 1.5 1 2 4 SECTION Annual Financial Plan 2008-2009 381 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2008-2009 2009-2010 2010-2011 2010-2012 Changes 2012-2013 Adopted 2012-2013 4 1 13.5 4 1 12.5 4 1 12.5 3 1 12.5 0 0 0 3 1 12.5 WASTEWATER COLLECTION MSW- Water Services Tech Water Services Specialist Total 8 1 9 8 1 9 8 1 9 8 1 9 0 0 0 8 1 9 WASTEWATER MONITORING Administrative Specialist Industrial Waste Inspector Industrial Waste Supervisor Total 1 2 1 4 0 2 1 3 0 2 1 3 0 2 1 3 0 0 0 0 0 2 1 3 RECLAIMED WASTEWATER TREATMENT PLANT Maintenance Specialist MSW - Laboratory Tech MSW - Plant Tech Plant Specialist Total 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 0 1 2 1 4 0 0 0 0 0 0 1 2 1 4 2 0 1 1 0 9 0 1.63 1 3 0 1 1 0.5 1.75 1 2 0.75 3 29.63 2 0 1 0.9 0 7 0 1.63 1 3 0 1 1 0.5 1.75 1 2 0.5 1.6 25.88 1 0 1 1 0 6.75 1 1.75 1 2 1 1 0 1 1.63 1 1.5 0.55 2 25.18 1 0 1 1 0 7.75 0 1.75 1 2 1 1 0 1 1.63 1 1.5 0.55 2 25.18 0 0 0 0 0 0 0 0 0 0 -1 0 0 0 0 0 0 0 0 -1 1 1 1 1 0 6.75 0 1.75 1 2 0 1 0 1 1.63 1 1.5 0.55 2 24.18 ECONOMIC DEVELOPMENT Business Attraction Manager Business Retention & Expansion Mgr Economic Analyst Economic Development Manager Total 1 1 0 0 2 0 1 1 0 2 0 1 0 1 2 0 1 0 1 2 0 0 0 0 0 0 1 0 1 2 TOURISM Admin Specialist Creative Services Specialist CVB Director Division Director 1 0 0 1 1 0 1 Transfer 1 0 1 0 1 0 1 0 0 0 0 0 1 2 1 0 SECTION WASTEWATER TREATMENT PLANT (cont.) Plant Specialist Wastewater Treatment Manager Total CITY COURT Collection Specialist Court Finance Specialist Court Info Systems Coordinator Court Interpreter Court IT Specialist 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 Annual Financial Plan 382 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2008-2009 2009-2010 2010-2011 2010-2012 Changes 2012-2013 Adopted 2012-2013 0 1 1 1 1 1 0 2 1 0 10 0 1 0 2 1 0 0 2 1 0 9 1 0 0 2 1 0 0 2 0 0 8 1 0 0 2 1 0 0 2 0 0 8 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 1 0 0 2 8 TOURISM-VISITOR CENTER Admin Asst Admin Asst (Funded in FY11) Admin Specialist Visitor Center Manager Visitor Center Supervisor Total 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 1.99 0 1.5 1 0 4.49 0 0 0 0 0 0 1.99 0 1.5 1 0 4.49 STORMWATER Floodplain Inspector Intern Project Manager Stormwater Program Manager Stormwater Service Analyst Total 1 0.5 3 1 1 6.5 1 1 2 1 1 6 1 1 2 1 1 6 1 1 2 1 1 6 0 0 0 0 0 0 1 1 2 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 1 0 1 0 0 1 1 0 2 5 1 1 2 0 1 4 3.5 22.5 1 0 1 0 0 1 1 0 2 5 1 1 2 0 1 4 3.5 23.5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.5 0.5 0 1 0 1 4 0 0 1 0 5 1 0 2 5 0 0 4 24 906.52 827.48 824.33 812.42 -9.92 802.50 SECTION TOURISM (cont.) Marketing & Public Relations Manager Marketing Manager Publications Assistant Publication Specialist Public Relations Associate Public Relations Manager Public Relations Specialist Sales Associate Sales Manager Sales Specialist Total FLAGSTAFF HOUSING AUTHORITY Administrative Clerk/Occupancy Specialist Occupancy Specialist Executive Director FHA Director FHA Manager Finance Assistant Finance Director Finance Specialist Housing Director Housing Services Administrator Maintenance Coordinator Maintenace Director Maintenance Lead Worker Maintenance Worker Maintenance Worker III Maintenace Worker II Temporary Maintenance Worker Total GRAND TOTALS Annual Financial Plan 383 City of Flagstaff Range Pos # 1 A-1-0 10100 Position Title N Library Page 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 2 A-1-1 Cemetery Caretaker Dispatch Call Taker Meter Technician Parking Control Officer Property Control Coord Recreation Coord I Min Step 1 9.4202 753.62 1632.83 19594.02 10.8575 868.60 1881.97 22583.60 11.7893 943.14 2043.48 24521.74 13.5971 1087.77 2356.83 28281.97 Step 2 9.8358 786.86 1704.87 20458.46 11.3178 905.42 1961.75 23541.02 12.3059 984.47 2133.02 25596.27 14.1922 1135.38 2459.98 29519.78 Step 3 10.2287 818.30 1772.97 21275.70 11.7893 943.14 2043.48 24521.74 12.8337 1026.70 2224.51 26694.10 14.7985 1183.88 2565.07 30780.88 Step 4 10.6443 851.54 1845.01 22140.14 12.2611 980.89 2125.26 25503.09 13.3613 1068.90 2315.96 27791.50 15.3824 1230.59 2666.28 31995.39 Mid 1-4 Step 5 11.0484 883.87 1915.06 22980.67 12.7326 1018.61 2206.98 26483.81 13.8778 1110.22 2405.49 28865.82 16.0000 1280.00 2773.33 33280.00 Mid 5-11 Step 6 11.4639 917.11 1987.08 23844.91 13.2154 1057.23 2290.67 27488.03 14.4169 1153.35 2498.93 29987.15 16.5838 1326.70 2874.53 34494.30 Mid 12+ Step 7 11.8680 949.44 2057.12 24685.44 13.6867 1094.94 2372.36 28468.34 14.9333 1194.66 2588.44 31061.26 17.1788 1374.30 2977.66 35731.90 Step 8 12.2722 981.78 2127.18 25526.18 14.1585 1132.68 2454.14 29449.68 15.4610 1236.88 2679.91 32158.88 17.7852 1422.82 3082.77 36993.22 Step 9 12.7213 1017.70 2205.03 26460.30 14.6413 1171.30 2537.83 30453.90 15.9213 1273.70 2759.69 33116.30 18.3466 1467.73 3180.08 38160.93 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 384 City of Flagstaff 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 N Library Assistant I N Meter Technician II 14.2707 1141.66 2473.59 29683.06 14.8210 1185.68 2568.97 30827.68 15.3600 1228.80 2662.40 31948.80 15.8989 1271.91 2755.81 33069.71 16.4714 1317.71 2855.04 34260.51 17.0105 1360.84 2948.49 35381.84 17.5494 1403.95 3041.90 36502.75 18.1107 1448.86 3139.19 37670.26 18.6498 1491.98 3232.63 38791.58 19.1886 1535.09 3326.02 39912.29 19.6940 1575.52 3413.63 40963.52 10639 10601 10636 10637 10609 10630 10640 N N N N N N N Account Clerk Animal Control Officer Environmental Aide Env Code Enforcement Aid Materials Tech I Rec Coordinator II IS Technician 14.7087 1176.70 2549.51 30594.10 15.2813 1222.50 2648.76 31785.10 15.8316 1266.53 2744.14 32929.73 16.4040 1312.32 2843.36 34120.32 16.9656 1357.25 2940.70 35288.45 17.5157 1401.26 3036.05 36432.66 18.0882 1447.06 3135.29 37623.46 18.6385 1491.08 3230.67 38768.08 19.1886 1535.09 3326.02 39912.29 19.7724 1581.79 3427.22 41126.59 20.3114 1624.91 3520.64 42247.71 15.4442 1235.54 2676.99 32123.94 16.0454 1283.63 2781.20 33374.43 16.6231 1329.85 2881.34 34576.05 17.2241 1377.93 2985.51 35826.13 17.8138 1425.10 3087.73 37052.70 18.3914 1471.31 3187.84 38254.11 18.9928 1519.42 3292.09 39505.02 19.5704 1565.63 3392.20 40706.43 20.1482 1611.86 3492.35 41908.26 20.7612 1660.90 3598.61 43183.30 21.3270 1706.16 3696.68 44360.16 10752 10748 10739 10705 10740 10751 10709 10700 10734 10717 10746 10702 10750 10725 N N N N N N N N N N N N N N Billing Specialist 16.0897 Bin Maint Leadworker 1287.18 Environmental Assistant 2788.88 Evidence Tech 33466.58 Executive Admin Asst Fleet Services Specialist Library Cataloging Asst Mechanic I Payroll Assistant Program Assistant Traffic Signal Technician Asst Water/Sewer Utility Locator Wildland Fire Specialist Police Emerg Comm Spec 16.8943 1351.54 2928.35 35140.14 16.7072 1336.58 2895.91 34750.98 17.3136 1385.09 3001.02 36012.29 17.9198 1433.58 3106.10 37273.18 18.5487 1483.90 3215.11 38581.30 19.1439 1531.51 3318.28 39819.31 19.7724 1581.79 3427.22 41126.59 20.3678 1629.42 3530.42 42365.02 20.9852 1678.82 3637.43 43649.22 21.6026 1728.21 3744.45 44933.41 22.2091 1776.73 3849.58 46194.93 17.5426 1403.41 3040.72 36488.61 18.1793 1454.34 3151.08 37812.94 18.8158 1505.26 3261.41 39136.86 19.4762 1558.10 3375.87 40510.50 20.1011 1608.09 3484.19 41810.29 20.7612 1660.90 3598.61 43183.30 21.3862 1710.90 3706.94 44483.30 22.0344 1762.75 3819.30 45831.55 22.6828 1814.62 3931.69 47180.22 23.3195 1865.56 4042.05 48504.56 Range Pos # 5 B-2-1 10500 10501 6 B-2-2 R06 7 B-2-3 385 R07 Position Title 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 10841 10836 10852 10861 10856 10820 10842 10812 10843 10807 10808 10837 10809 10850 10829 10858 10853 10803 20801 20802 386 Range 108 R08 10857 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 Min Step 1 Accounts Specialist 18.8855 Buyer 1510.84 Cemetery Maint Speclst 3273.49 City Records Technician 39281.84 Collections Specialist Court Interpreter Creative Services Specialist Deputy City Clerk Development Svcs Speclst Engineering Specialist Environmental Code Tech Environmental Technician Floodplain Inspector Industrial Waste Insp Legal Assistant Library Assistant II Mechanic II Meter Tech Supervisor Probation Service Officer Public Relations Specialist Sr Recreation Coordinator Sustainability Assistant Warehouse Specialist Welder Executive Asst 18.8855 Sales Specialist 1510.84 3273.49 39281.84 N IT Specialist 19.8298 1586.38 3437.17 41245.98 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 19.5930 1567.44 3396.12 40753.44 20.3114 1624.91 3520.64 42247.71 21.0188 1681.50 3643.26 43719.10 21.7373 1738.98 3767.80 45213.58 22.4448 1795.58 3890.43 46685.18 23.1634 1853.07 4014.99 48179.87 23.8820 1910.56 4139.55 49674.56 24.5894 1967.15 4262.16 51145.95 25.3079 2024.63 4386.70 52640.43 26.0602 2084.82 4517.10 54205.22 22.8241 1825.93 3956.18 47474.13 22.6580 1812.64 3927.39 47128.64 23.5670 1885.36 4084.95 49019.36 26.5733 2125.86 4606.04 55272.46 26.4307 2114.46 4581.32 54975.86 27.3631 2189.05 4742.94 56915.25 20.5726 1645.81 3565.92 42791.01 21.3270 1706.16 3696.68 44360.16 22.0696 1765.57 3825.40 45904.77 24.3216 1945.73 4215.74 50588.93 25.0762 2006.10 4346.54 52158.50 25.8188 2065.50 4475.26 53703.10 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 387 Range Pos # 9 B-2-5 10958 10957 10937 10944 10961 10923 10950 10945 10936 10955 10907 10959 10941 10952 10948 10956 10947 10951 10916 10954 20903 109 R09 10903 10934 Position Title N N N N N N N N N N N N N N N N N N N N E Min Step 1 Admin Spec Leadworker 20.0195 Auditor I 1601.56 Brownfield Specialist 3470.05 Code Compliance Officer I 41640.56 Court Finance Specialist 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 20.0195 1601.56 3470.05 41640.56 N Police Officer 21.0205 N Network Administrator 1681.64 3643.55 43722.64 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 20.7831 1662.65 3602.40 43228.85 21.5465 1723.72 3734.73 44816.72 22.3212 1785.70 3869.01 46428.10 23.0849 1846.79 4001.38 48016.59 23.8482 1907.86 4133.69 49604.26 24.6118 1968.94 4266.05 51192.54 25.3865 2030.92 4400.33 52803.92 26.1500 2092.00 4532.67 54392.00 26.9023 2152.18 4663.07 55956.78 27.6209 2209.67 4787.62 57451.47 24.2391 1939.13 4201.44 50417.33 24.0223 1921.78 4163.87 49966.38 25.0406 2003.25 4340.37 52084.45 28.2474 2259.79 4896.22 58754.59 28.0252 2242.02 4857.70 58292.42 29.0019 2320.15 5027.00 60323.95 21.8223 1745.78 3782.53 45390.38 22.6238 1809.90 3921.46 47057.50 23.4374 1874.99 4062.48 48749.79 25.8425 2067.40 4479.37 53752.40 26.6558 2132.46 4620.34 55444.06 27.4575 2196.60 4759.30 57111.60 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-2-6 11028 11015 11025 11023 11024 11019 11030 11016 11018 11012 11026 11027 21002 10 B-3-1 110 Position Title Min Step 1 N N N N N N N N N N N N E Building Inspector 20.9627 Building Plans Examiner 1677.02 Development Svs Superv 3633.53 Engineering Inspector 43602.42 Police Records Supervisor Recreation Supervisor Risk Management Specialist Admin Spec Supervisor 20.9627 Court Services Supervisor 1677.02 Env Svcs Collection Superv 3633.53 Landfill Supervisor 43602.42 Streets Leadworker Library Supervisor 20.7942 1663.54 3604.33 43251.94 N Court IT Coordinator 22.0109 N IT Coordinator 1760.87 N PECS Supervisor 3815.22 45782.67 11020 11029 11022 11 B-3-2 11104 11100 N Inspection Supervisor N Police Corp/Detective 111 21108 21109 E Police Spec Svcs Superv E Police Spprt Svcs Superv R11 11110 N IT Supervisor 388 R10 23.1747 1853.98 4016.95 48203.38 22.7928 1823.42 3950.75 47409.02 24.3335 1946.68 4217.81 50613.68 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 21.7600 1740.80 3771.73 45260.80 22.5796 1806.37 3913.80 46965.57 23.3767 1870.14 4051.96 48623.54 24.1851 1934.81 4192.08 50305.01 24.9824 1998.59 4330.28 51963.39 25.7795 2062.36 4468.45 53621.36 26.5879 2127.03 4608.57 55302.83 27.3851 2190.81 4746.75 56961.01 28.2047 2256.38 4888.81 58665.78 28.9234 2313.87 5013.39 60160.67 21.7600 1740.80 3771.73 45260.80 22.5796 1806.37 3913.80 46965.57 23.3767 1870.14 4051.96 48623.54 24.1851 1934.81 4192.08 50305.01 24.9824 1998.59 4330.28 51963.39 25.7795 2062.36 4468.45 53621.36 26.5879 2127.03 4608.57 55302.83 27.3851 2190.81 4746.75 56961.01 28.2047 2256.38 4888.81 58665.78 28.9234 2313.87 5013.39 60160.67 25.2631 2021.05 4378.94 52547.25 26.2316 2098.53 4546.81 54561.73 29.7318 2378.54 5153.51 61842.14 30.3695 2429.56 5264.05 63168.56 22.8481 1827.85 3960.34 47524.05 23.7085 1896.68 4109.47 49313.68 24.5455 1963.64 4254.55 51054.64 25.3945 2031.56 4401.71 52820.56 24.0504 1924.03 4168.74 50024.83 24.9486 1995.89 4324.42 51893.09 25.8244 2065.95 4476.23 53714.75 26.7002 2136.02 4628.03 55536.42 25.2529 2020.23 4377.17 52526.03 26.1960 2095.68 4540.64 54487.68 27.1157 2169.26 4700.05 56400.66 28.0352 2242.82 4859.43 58313.22 27.5762 2206.10 4779.87 57358.50 27.6995 2215.96 4801.25 57614.96 28.9549 2316.39 5018.85 60226.19 27.0684 2165.47 4691.86 56302.27 27.9173 2233.38 4839.00 58067.98 28.7544 2300.35 4984.10 59809.15 29.6150 2369.20 5133.27 61599.20 28.4629 2277.03 4933.57 59202.83 29.3276 2346.21 5083.45 61001.41 30.2260 2418.08 5239.17 62870.08 31.1016 2488.13 5390.94 64691.33 29.8860 2390.88 5180.24 62162.88 30.7940 2463.52 5337.63 64051.52 31.7372 2538.98 5501.11 66013.38 32.6567 2612.54 5660.49 67925.94 31.9886 2559.09 5544.69 66536.29 32.6062 2608.50 5651.74 67820.90 33.5880 2687.04 5821.92 69863.04 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-4-1 389 R12 21275 21245 21268 21253 21274 21269 21261 21266 21276 21252 21225 21201 21207 21272 21237 21262 21271 21267 21270 21273 Position Title E E E E E E E E E E E E E E E E E E E E Min Step 1 Airport Ops/ARFF Mgr 23.8034 Auditor II 1904.27 Business Retn & Exp Mgr 4125.92 Code Compliance Superv 49511.07 Comm Dsgn & Redev Proj Admin Downtown/4th Street Manager Environ Program Manager Facilities Maintenance Manager Financial Systems Analyst 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 24.9936 1999.49 4332.22 51986.69 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 29.1535 2332.29 5053.28 60639.39 34.5037 2760.30 5980.64 71767.70 30.6113 2448.90 5305.96 63671.50 36.2290 2898.32 6279.69 75356.32 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff 2080 Pay Plan 2011-2012 City of Flagstaff Position Title Range Pos # 13 C-4-2 11301 N Police Sergeant 113 21338 21324 21326 21354 21319 21333 21337 21349 21332 21353 21352 21350 E E E E E E E E E E E E 21428 21438 21433 21437 21429 21425 21443 21419 21444 21439 21426 21424 21436 21432 21441 E E E E E E E E E E E E E E E R13 390 114 C-4-3 R14 Min Step 1 26.2511 2100.09 4550.19 54602.29 Asst to City Mgr (Comm) 25.9142 Asst to City Mgr (Rl Est) 2073.14 Construction Manager 4491.79 Customer Service Manager 53901.54 Housing Planner Multi Modal Transportation Planner Neighborhood Planner Payroll Manager Permanent Affordability Administrator Sustainability Manager IT Administrator 27.2100 IT Manager 2176.80 4716.40 56596.80 Asst to City Mgr (Risk) 29.4735 Building Official 2357.88 Comp Planning Mgr 5108.74 Deputy Court Admin 61304.88 Facilities Mainenance Supt Field Service Manager Grants Manager Police Communications Manager Public Works Manager Tax License Revenue Manager Wastewater Treatment Mgr Water Production Manager Wildland Fire Manager Zoning Code Administrator IT Manager (Network) 30.9472 2475.78 5364.18 64370.18 Step 2 Step 3 Step 4 Mid 1-4 Step 5 Mid 5-11 Step 6 Mid 12+ Step 7 27.1381 2171.05 4703.94 56447.25 28.0362 2242.90 4859.61 58315.30 28.9234 2313.87 5013.39 60160.67 29.8328 2386.62 5171.02 62052.22 30.7088 2456.70 5322.86 63874.30 31.6069 2528.55 5478.53 65742.35 31.7360 2538.88 5500.90 66010.78 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 32.4939 2599.51 5632.28 67587.31 33.4033 2672.26 5789.91 69478.86 34.2791 2742.33 5941.71 71300.53 35.1774 2814.19 6097.42 73168.99 36.0644 2885.15 6251.16 75013.95 37.0074 2960.59 6414.62 76975.39 37.5577 3004.62 6510.00 78120.02 33.3227 2665.82 5775.93 69311.22 36.1036 2888.30 6257.98 75095.70 39.4356 3154.85 6835.50 82026.05 42.7339 3418.71 7407.21 88886.51 37.9089 3032.71 6570.88 78850.51 44.8705 3589.64 7777.55 93330.64 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff 2080 Pay Plan 2011-2012 City of Flagstaff Range Pos # 115 C-5-1 21524 21521 21519 21530 21527 21513 21514 21517 21518 21503 21512 21528 21529 21525 21526 R15 16 C-5-2 116 21602 Position Title E E E E E E E E E E E E E E E Min Step 1 391 Assistant City Engineer 30.0911 Comm Dsgn & Redev Mgr 2407.29 Current Planning Manager 5215.79 Economic Dev Manager 62589.49 Finance Manager 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) 33.1001 Utilities Engineering Mgr 2648.01 Water Resources Mgr 5737.35 68848.21 E Capital Imp Engineer 32.2469 2579.75 5589.46 67073.55 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 37.3164 2985.31 6468.16 77617.91 44.5415 3563.32 7720.53 92646.32 41.0480 3283.84 7114.99 85379.84 39.9830 3198.64 6930.38 83164.54 48.9957 3919.66 8492.59 101911.06 47.7190 3817.52 8271.29 99255.52 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff 2080 Pay Plan 2011-2012 City of Flagstaff Range Pos # 17 D-6-1 117 21723 21729 21722 21714 21727 21724 21701 15300 21721 21726 21707 21728 21725 21805 21801 18 D-6-2 118 R18 392 19 D-6-3 119 21806 21804 Position Title E E E E E E E E E E E E E E E Airport Director City Clerk 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 Deputy Fire Chief Deputy Police Chief E City Prosecutor E Deputy City Attorney 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 34.7619 43.6377 52.5134 2780.95 3491.01 4201.07 6025.40 7563.86 9102.32 72304.75 90766.31 109227.87 36.2888 45.5352 54.7814 2903.10 3642.81 4382.51 6290.06 7892.75 9495.44 75480.70 94713.01 113945.31 38.1034 47.8120 57.5205 3048.27 3824.96 4601.64 6604.59 79255.07 8287.41 99448.96 9970.22 119642.64 37.7710 47.4104 57.0495 3021.68 3792.82 4563.96 6546.97 78563.68 8217.78 98613.32 9888.58 118662.96 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff 2080 Pay Plan 2011-2012 City of Flagstaff Range Pos # Position Title 20 E-8-1 120 21 E-8-2 121 22 E-8-3 122 23 E-9-1 123 22300 26 F-10-2 126 22601 E Deputy City Manager E City Manager 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 13 393 40.6004 51.5703 3248.03 4125.62 62.5400 5003.20 7037.40 84448.83 8938.84 107266.02 10840.27 130083.20 42.8573 55.0678 67.2784 3428.58 4405.43 5382.27 7428.60 89143.18 9545.10 114541.13 11661.59 139939.07 47.4159 60.9345 74.4530 3793.27 4874.76 5956.24 8218.76 98625.07 10561.98 126743.66 12905.19 154862.24 51.6685 66.3941 81.1195 4133.48 5311.53 6489.56 8955.87 107470.48 11508.31 138099.73 14060.71 168728.56 55.2755 71.8537 88.4319 4422.04 5748.30 7074.55 9581.09 114973.04 12454.65 149455.70 15328.20 183938.35 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan City of Flagstaff 2080 Pay Plan 2011-2012 City of Flagstaff 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 13.4897 1510.85 3273.50 39282.01 15.0148 1681.66 26165.79 43723.10 18.7509 2100.10 4550.22 54602.62 Step 2 13.9950 1567.44 3396.12 40753.44 15.5872 1745.77 27163.29 45389.93 19.3843 2171.04 4703.92 56447.08 Step 3 14.5082 1624.92 3520.66 42247.88 16.1600 1809.92 28161.49 47057.92 20.0259 2242.90 4859.62 58315.42 Step 4 15.0135 1681.51 3643.28 43719.31 16.7410 1874.99 29173.98 48749.79 20.6596 2313.88 5013.40 60160.76 Mid 1-4 Step 5 15.5268 1739.00 3767.84 45214.04 17.3137 1939.13 30172.01 50417.49 21.3092 2386.63 5171.03 62052.39 Mid 5-11 Step 6 16.0319 1795.57 3890.41 46684.89 17.8863 2003.27 31169.86 52084.91 21.9347 2456.69 5322.82 63873.85 Mid 12+ Step 7 16.5452 1853.06 4014.97 48179.62 18.4588 2067.39 32167.54 53752.03 22.5763 2528.55 5478.52 65742.19 Step 8 17.0585 1910.55 4139.53 49674.35 19.0400 2132.48 33180.37 55444.48 23.2099 2599.51 5632.27 67587.23 Step 9 17.5638 1967.15 4262.15 51145.79 19.6126 2196.61 34178.22 57111.89 23.8597 2672.29 5789.95 69479.45 Step 10 18.0772 2024.65 4386.73 52640.81 20.1767 2259.79 35161.26 58754.55 24.4851 2742.33 5941.72 71300.61 Step 11 18.6145 2084.82 4517.12 54205.42 20.7157 2320.16 36100.56 60324.12 25.1267 2814.19 6097.41 73168.95 Step 12 Step 13 25.7602 2885.14 6251.14 75013.70 26.4339 2960.60 6414.63 76975.52 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF 2912 PAY PLAN 2011-2012 394 City of Flagstaff 395 Band Pos # Position Title B11 80101 N Admin Assistant Step 1 10.8575 868.60 1881.97 22583.60 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 11.3924 11.9274 12.4623 12.9973 13.5322 14.0672 14.6021 15.1368 #REF! #REF! #REF! #REF! #REF! #REF! 911.39 954.19 996.98 1039.78 1082.58 1125.38 1168.17 1210.94 15.77 16.30 16.84 17.38 17.92 18.46 1974.68 2067.42 2160.13 2252.87 2345.58 2438.31 2531.03 2623.71 2716.45 2809.18 2901.93 2994.63 3087.34 3180.08 23696.19 24808.99 25921.58 27034.38 28146.98 29259.78 30372.37 31484.54 32597.34 33710.14 34823.15 35935.54 37048.13 38160.93 Band Pos # Position Title B12 80102 N Admin Assistant Step 1 #REF! 10.92 1881.97 22583.60 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! 12.4623 12.9973 13.5322 14.0672 14.6021 15.1368 15.6718 16.2068 16.7419 #REF! #REF! #REF! 11.46 12.00 996.98 1039.78 1082.58 1125.38 1168.17 1210.94 1253.74 1296.54 1339.35 17.38 17.92 18.46 1974.68 2067.42 2160.13 2252.87 2345.58 2438.31 2531.03 2623.71 2716.45 2809.18 2901.93 2994.63 3087.34 3180.08 23696.19 24808.99 25921.58 27034.38 28146.98 29259.78 30372.37 31484.54 32597.34 33710.14 34823.15 35935.54 37048.13 38160.93 Band Pos # Position Title B13 80103 N Admin Assistant Step 1 #REF! 10.92 1881.97 22583.60 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! 14.0672 14.6021 15.1368 15.6718 16.2068 16.7419 17.2767 17.8116 18.3466 11.46 12.00 12.54 13.08 13.61 1125.38 1168.17 1210.94 1253.74 1296.54 1339.35 1382.14 1424.93 1467.73 1974.68 2067.42 2160.13 2252.87 2345.58 2438.31 2531.03 2623.71 2716.45 2809.18 2901.93 2994.63 3087.34 3180.08 23696.19 24808.99 25921.58 27034.38 28146.98 29259.78 30372.37 31484.54 32597.34 33710.14 34823.15 35935.54 37048.13 38160.93 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 14.2707 1141.66 2473.59 29683.06 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 14.8378 15.4047 15.9719 16.5388 17.1058 17.6728 18.2398 18.8069 19.49 20.06 20.63 21.20 21.77 22.34 1187.02 1232.38 1277.75 1323.10 1368.46 1413.82 1459.18 1504.55 1549.90 1595.27 1640.63 1685.99 1731.36 1776.73 2571.89 2670.15 2768.46 2866.73 2965.01 3063.29 3161.57 3259.86 3358.13 3456.42 3554.70 3652.98 3751.28 3849.58 30862.62 32041.78 33221.55 34400.70 35580.06 36759.42 37938.78 39118.35 40297.50 41477.07 42656.43 43835.79 45015.36 46194.93 Band Pos # Position Title B22 80202 N Admin Specialist 80802 N Court Judicial Speclst Step 1 14.36 1141.66 2473.59 29683.06 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 14.93 15.50 15.9719 16.5388 17.1058 17.6728 18.2398 18.8069 19.3738 19.9409 20.5079 21.20 21.77 22.34 1187.02 1232.38 1277.75 1323.10 1368.46 1413.82 1459.18 1504.55 1549.90 1595.27 1640.63 1685.99 1731.36 1776.73 2571.89 2670.15 2768.46 2866.73 2965.01 3063.29 3161.57 3259.86 3358.13 3456.42 3554.70 3652.98 3751.28 3849.58 30862.62 32041.78 33221.55 34400.70 35580.06 36759.42 37938.78 39118.35 40297.50 41477.07 42656.43 43835.79 45015.36 46194.93 Band Pos # Position Title B23 80203 N Admin Specialist 80803 N Court Judicial Speclst Step 1 14.36 1141.66 2473.59 29683.06 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 14.93 15.50 16.07 16.64 17.21 17.6728 18.2398 18.8069 19.3738 19.9409 20.5079 21.0749 21.6420 22.2091 1187.02 1232.38 1277.75 1323.10 1368.46 1413.82 1459.18 1504.55 1549.90 1595.27 1640.63 1685.99 1731.36 1776.73 2571.89 2670.15 2768.46 2866.73 2965.01 3063.29 3161.57 3259.86 3358.13 3456.42 3554.70 3652.98 3751.28 3849.58 30862.62 32041.78 33221.55 34400.70 35580.06 36759.42 37938.78 39118.35 40297.50 41477.07 42656.43 43835.79 45015.36 46194.93 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 396 City of Flagstaff Zone 1 Band Pos # Position Title B61 82101 N Airport Ops/ARFF Spec Step 1 14.7087 1176.70 2549.51 30594.10 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 15.5195 16.3304 17.1410 17.9520 18.7628 19.5735 20.3845 21.1952 22.14 22.95 23.77 24.59 25.40 #REF! 1241.56 1306.43 1371.28 1436.16 1501.02 1565.88 1630.76 1695.62 1760.48 1825.35 1890.22 1955.08 2019.94 2084.82 2690.05 2830.60 2971.11 3111.68 3252.22 3392.74 3533.31 3673.83 3814.37 3954.93 4095.47 4236.01 4376.55 4517.10 32280.56 33967.23 35653.28 37340.16 39026.62 40712.88 42399.76 44086.02 45772.48 47459.15 49145.62 50832.08 52518.54 54205.22 Band Pos # Position Title B62 82102 N Airport Ops/ARFF Spec Step 1 #REF! 1176.70 2549.51 30594.10 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 15.61 16.43 17.1410 17.9520 18.7628 19.5735 20.3845 21.1952 22.0060 22.8169 23.6277 24.59 25.40 #REF! 1241.56 1306.43 1371.28 1436.16 1501.02 1565.88 1630.76 1695.62 1760.48 1825.35 1890.22 1955.08 2019.94 2084.82 2690.05 2830.60 2971.11 3111.68 3252.22 3392.74 3533.31 3673.83 3814.37 3954.93 4095.47 4236.01 4376.55 4517.10 32280.56 33967.23 35653.28 37340.16 39026.62 40712.88 42399.76 44086.02 45772.48 47459.15 49145.62 50832.08 52518.54 54205.22 Band Pos # Position Title B63 82103 N Airport Ops/ARFF Spec Step 1 #REF! 1176.70 2549.51 30594.10 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 15.61 16.43 17.24 18.06 18.88 19.5735 20.3845 21.1952 22.0060 22.8169 23.6277 24.4385 25.2493 26.0602 1241.56 1306.43 1371.28 1436.16 1501.02 1565.88 1630.76 1695.62 1760.48 1825.35 1890.22 1955.08 2019.94 2084.82 2690.05 2830.60 2971.11 3111.68 3252.22 3392.74 3533.31 3673.83 3814.37 3954.93 4095.47 4236.01 4376.55 4517.10 32280.56 33967.23 35653.28 37340.16 39026.62 40712.88 42399.76 44086.02 45772.48 47459.15 49145.62 50832.08 52518.54 54205.22 Zone 2 Zone 3 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF AIRPORT OPERATIONS/ARFF SPECIALIST BROAD BAND 2011-2012 397 City of Flagstaff Band Pos # Position Title B81 81601 N Equipment Operator 81701 N Maintenance Worker Step 1 13.5971 1087.77 2356.83 28281.97 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 14.2529 14.9090 15.5650 16.2208 16.8770 17.5328 18.1886 18.8447 19.5007 #REF! #REF! #REF! #REF! #REF! 1140.23 1192.72 1245.20 1297.66 1350.16 1402.62 1455.09 1507.58 1560.06 1612.52 1665.00 1717.49 1769.96 1822.44 2470.50 2584.23 2697.93 2811.61 2925.35 3039.02 3152.69 3266.41 3380.12 3493.79 3607.50 3721.22 3834.91 3948.62 29646.03 31010.72 32375.20 33739.26 35104.16 36468.22 37832.29 39196.98 40561.46 41925.52 43290.00 44654.69 46018.96 47383.44 Band Pos # Position Title B82 81602 N Equipment Operator 81702 N Maintenance Worker Step 1 #REF! 1087.77 2356.83 28281.97 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! 15.57 16.22 16.8770 17.5328 18.1886 18.8447 19.5007 20.1565 20.8125 21.4686 22.1245 22.7805 1140.23 1192.72 1245.20 1297.66 1350.16 1402.62 1455.09 1507.58 1560.06 1612.52 1665.00 1717.49 1769.96 1822.44 2470.50 2584.23 2697.93 2811.61 2925.35 3039.02 3152.69 3266.41 3380.12 3493.79 3607.50 3721.22 3834.91 3948.62 29646.03 31010.72 32375.20 33739.26 35104.16 36468.22 37832.29 39196.98 40561.46 41925.52 43290.00 44654.69 46018.96 47383.44 Band Pos # Position Title B83 81603 N Equipment Operator 81703 N Maintenance Worker Step 1 #REF! 1087.77 2356.83 28281.97 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! 17.53 18.19 18.84 19.50 20.1565 20.8125 21.4686 22.1245 22.7805 23.4363 24.0923 24.7483 25.4042 26.0602 1140.23 1192.72 1245.20 1297.66 1350.16 1402.62 1455.09 1507.58 1560.06 1612.52 1665.00 1717.49 1769.96 1822.44 1874.90 1927.38 1979.86 2032.34 2084.82 2470.50 2584.23 2697.93 2811.61 2925.35 3039.02 3152.69 3266.41 3380.12 3493.79 3607.50 3721.22 3834.91 3948.62 4062.29 4176.00 4289.71 4403.39 4517.10 29646.03 31010.72 32375.20 33739.26 35104.16 36468.22 37832.29 39196.98 40561.46 41925.52 43290.00 44654.69 46018.96 47383.44 48747.50 50111.98 51476.46 52840.74 54205.22 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF EQUIPMENT OPERATOR/MAINTENANCE WORKER BROAD BAND 2011-2012 398 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 20.0195 1601.56 3470.05 41640.56 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 20.8745 21.7294 22.5844 23.4393 24.2942 25.1491 26.0041 26.8592 27.88 28.74 29.60 30.46 31.32 32.18 1669.96 1738.35 1806.75 1875.14 1943.54 2011.93 2080.33 2148.74 2217.11 2285.51 2353.90 2422.30 2490.70 2559.09 3618.25 3766.43 3914.63 4062.81 4210.99 4359.18 4507.38 4655.59 4803.74 4951.94 5100.13 5248.33 5396.51 5544.69 43418.96 45197.15 46975.55 48753.74 50531.94 52310.13 54088.53 55867.14 57644.91 59423.31 61201.50 62979.90 64758.10 66536.29 N N N N N Position Title Inst/Electrical Spec Maintenance Spec Operations Spec Plant Specialist Water Services Spec Step 1 20.14 1601.56 3470.05 41640.56 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 21.00 21.86 22.5844 23.4393 24.2942 25.1491 26.0041 26.8592 27.7139 28.5689 29.4238 30.46 31.32 32.18 1669.96 1738.35 1806.75 1875.14 1943.54 2011.93 2080.33 2148.74 2217.11 2285.51 2353.90 2422.30 2490.70 2559.09 3618.25 3766.43 3914.63 4062.81 4210.99 4359.18 4507.38 4655.59 4803.74 4951.94 5100.13 5248.33 5396.51 5544.69 43418.96 45197.15 46975.55 48753.74 50531.94 52310.13 54088.53 55867.14 57644.91 59423.31 61201.50 62979.90 64758.10 66536.29 N N N N Position Title Inst/Electrical Spec Maintenance Spec Operations Spec Plant Specialist Step 1 20.14 1601.56 3470.05 41640.56 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 21.00 21.86 22.72 23.58 24.44 25.1491 26.0041 26.8592 27.7139 28.5689 29.4238 30.2788 31.1337 31.9886 1669.96 1738.35 1806.75 1875.14 1943.54 2011.93 2080.33 2148.74 2217.11 2285.51 2353.90 2422.30 2490.70 2559.09 3618.25 3766.43 3914.63 4062.81 4210.99 4359.18 4507.38 4655.59 4803.74 4951.94 5100.13 5248.33 5396.51 5544.69 43418.96 45197.15 46975.55 48753.74 50531.94 52310.13 54088.53 55867.14 57644.91 59423.31 61201.50 62979.90 64758.10 66536.29 Zone 2 Zone 3 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF SPECIALIST (NON-EXEMPT) BROAD BAND 2011-2012 399 City of Flagstaff Zone 1 Mid 48438.62 Band Pos # 81801 B71 81111 Position Title Accountant Procurement Specialist Min 41640.56 Band Pos # 81802 B72 81112 Position Title Accountant Procurement Specialist Step 1 41640.56 Step 2Step 3 Min #### #### 46677.07 Band Pos # 81803 B73 81113 Position Title Accountant Procurement Specialist Step 1 41640.56 Step 2Step 3 Step 4 Step 5 Step 6 Min #### #### 46677.07 48438.62 #### 51961.94 Zone 2 Mid 53723.49 Max Step 10 Step 11 Step 12 Step 13 55485.25 ####### 59008.35 60769.90 #### Step 14 Step 15 #### 71767.70 Max Step 13 60769.90 #### Step 14 Step 15 #### 71767.70 Zone 3 Mid 59008.35 Max 71767.70 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF ACCOUNTANT/PROCUREMENT SPECIALIST BROAD BAND 2012-2013 400 City of Flagstaff Zone 1 Band B41 Pos # Position Title 81101 E Laboratory Spec Min 41640.56 Mid 49120.45 Band B42 Pos # Position Title 81102 E Laboratory Spec Step 1 Step 2Step 3 Min 41640.56 #### #### 47250.74 Band B43 Pos # Position Title 81103 E Laboratory Spec Step 5 Step 6 Min Step 1 Step 2Step 3 Step 4 41640.56 #### #### 47250.74 49120.45 #### 52860.70 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 56600.75 #### 60341.01 62211.14 #### #### 67820.90 Zone 2 Mid 54730.83 Max Step 13 Step 14 Step 15 62211.14 #### #### 67820.90 Zone 3 Mid 60341.01 Max 67820.90 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 60761.38 Band B51 Pos # Position Title 81201 E Planning Dev Manager 81301 E Project Manager Min 49511.07 Band B52 Pos # Position Title 81202 E Planning Dev Manager 81302 E Project Manager Step 1 49511.07 Step 2Step 3 Min #### #### 57949.01 Band B53 Pos # Position Title 81203 E Planning Dev Manager 81303 E Project Manager Step 1 49511.07 Step 2Step 3 Step 4 Step 5 Step 6 Min #### #### 57949.01 60761.38 #### 66386.11 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 72011.26 #### 77636.42 80448.78 #### #### 88886.51 Zone 2 Mid 69198.48 Max Step 13 Step 14 Step 15 80448.78 #### #### 88886.51 Zone 3 Mid 77636.42 Max 88886.51 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 64370.18 Mid 75755.47 Band R62 Pos # Position Title 81402 E Asst. City Attorney Step 1 Step 2Step 3 Min 64370.18 #### #### 72909.20 Band R63 Pos # Position Title 81403 E Asst. City Attorney Step 5 Step 6 Min Step 1 Step 2Step 3 Step 4 64370.18 #### #### 72909.20 75755.47 #### 81448.02 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 87140.73 #### 92833.10 95679.58 #### #### 104218.40 Zone 2 Mid 84294.50 Max Step 13 Step 14 Step 15 95679.58 #### #### 104218.40 Zone 3 Mid 92833.10 Max 104218.40 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 65719.06 Mid 79710.38 Band R72 Pos # Position Title 81502 E Sr. Asst. City Atty Step 1 Step 2Step 3 Min 65719.06 #### #### 76212.03 Band R73 Pos # Position Title 81503 E Sr. Asst. City Atty Step 5 Step 6 Min Step 1 Step 2Step 3 Step 4 65719.06 #### #### 76212.03 79710.38 #### 86705.84 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 93702.13 #### 100697.79 104195.73 #### #### 114689.33 Zone 2 Mid 90204.19 Max Step 13 Step 14 Step 15 104195.73 #### #### 114689.33 Zone 3 Mid 100697.79 Max 114689.33 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 Zone 1 Band Pos # B91 81901 Position Title Division Director Min 84448.83 Mid 104566.80 Band Pos # B92 81902 Position Title Division Director Step 1 84448.83 Step 2 Step 3 Min 89478.48 94508.13 99537.57 Band Pos # B93 81903 Position Title Division Director Step 1 84448.83 Step 2 Step 3 Step 4 89478.48 94508.13 99537.57 Band Pos # R91 82001 Position Title Division Director (IT) Min 88683.50 Band Pos # R92 82002 Position Title Division Director (IT) Step 1 0.00 Step 2 0.00 Step 3 0.00 Min 104526.66 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 124685.18 ######## 134744.27 139773.50 144802.94 149832.59 154862.24 Zone 2 Max Step 13 Step 14 Step 15 139773.50 144802.94 149832.59 154862.24 Mid 119655.74 Zone 3 Step 5 Step 6 Min 104566.80 ######## 114626.10 Mid 134744.27 Max 154862.24 Zone 1 405 Mid 109807.15 Max 130931.42 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 146773.95 Step 13 0.00 Step 14 0.00 Step 15 0.00 Zone 2 Mid 125650.30 Zone 3 Step 5 0.00 Step 6 0.00 Min 120369.39 Mid 141493.25 Max 162617.31 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF DIVISION DIRECTOR BROAD BAND 2011-2012 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 14.7087 16.2582 18.1107 19.9635 22.1304 24.6118 27.6209 90201 N MSW - Water Services Technician 1176.70 1300.66 1448.86 1597.08 1770.43 1968.94 2209.67 2549.51 2818.09 3139.19 3460.34 3835.94 4266.05 4787.62 30594.10 33817.06 37670.26 41524.08 46031.23 51192.54 57451.47 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 14.7087 16.2582 18.1107 19.9635 22.1304 24.6118 27.6209 90401 N MSW - Operations 1176.70 1300.66 1448.86 1597.08 1770.43 1968.94 2209.67 90501 N MSW - Maintenance 2549.51 2818.09 3139.19 3460.34 3835.94 4266.05 4787.62 30594.10 33817.06 37670.26 41524.08 46031.23 51192.54 57451.47 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF SKILL BASED PAY 2011-2012 406 City of Flagstaff Appendix C - Resolution for Budget Adoption RESOLUTION NO. 2012-20 A RESOLUTION ADOPTING THE BUDGET FOR FISCAL YEAR 2012-2013. WHEREAS, in accordance with the provisions of A.R.S. Title 42, Chapter 17, Articles 1 - 5, the City Council did, on May 22, 2012 make an estimate of the different amounts required to meet the public expenditures/expenses for the ensuing year, also an estimate of revenues from sources other than direct taxation, and the amount to be raised by taxation upon real and personal property within the City of Flagstaff; and WHEREAS, in accordance with said sections of said Title, and following due public notice, the Council met on May 22, 2012, 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 June 19, 2012 and July 3, 2012, 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 as now increased, reduced, or changed, are hereby adopted as the budget of the City of Flagstaff for Fiscal Year 2012-2013. PASSED AND ADOPTED by the City Council and approved by the Mayor of the City of Flagstaff this 5th day of June, 2012. /s/ Sara Presler MAYOR ATTEST: /s/ Margie Brown CITY CLERK APPROVED AS TO FORM: /s/ Rosemary Rosales CITY ATTORNEY Annual Financial Plan 407 City of Flagstaff Appendix D - Ordinance for Property Tax Levy ORDINANCE NO. 2012-09 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, 2013, WHEREAS, by the provisions of State law, the ordinance levying taxes for fiscal year 2012-2013 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 0.7131 for the fiscal year ending on the 30th day of June, 2013. 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, 2013. 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. Effective Date. The tax levies imposed by this Ordinance shall take effect August 4, 2012. rd PASSED AND ADOPTED by the City Council and approved by the Mayor of the City of Flagstaff this 3 day of July, 2012. /s/ Gerald W. Nabours MAYOR ATTEST: /s/ Margie Brown CITY CLERK APPROVED AS TO FORM: /s/ Rosemary Rosales CITY ATTORNEY Annual Financial Plan 408 City of Flagstaff Appendix E - Full Cost Plan Summary of Allocation Basis Public Records Requests-Direct to General Fund Other. Liquor Licenses-Direct to General Fund Other. Other Services-Total operating expenses less Transit. Full-Cost Plan Summary of Allocation Basis Building Use: City Hall-Gross square feet of assigned spaces. Coconino Warehouse-Gross square feet of assigned space. Cherry Building-Gross square feet of assigned space. Single Use-Value of building utilized. City Attorney: Civil Division-Total operating expenditures. Council-Direct allocation to Council. Human Resources: Recruitment-Number of FTE’s served, Police at 1.5. Training/Benefits-Number of full-time equivalent positions served, excluding temporaries. Equipment Use: General-Actual depreciation of assets assigned. Non-Departmental General Admin: Fiscal-Total operating expenses less Transit. Risk Management: Risk/Safety-Number of full-time equivalent positions served. Claims-Total operating expenditures less Transit. Non-Departmental Employee Benefits: Services-Personal services of units supervised or served. Management Services Administration: Department Admin-Total operating expenditures. Non-Departmental Insurance: General Liability-Total operating expenses less Transit. Auto Liability-Premium by department. Property Liability-Premium by department. Contractor Equipment-Premium calculation by item of equipment. 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 less Transit. 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 contracts administered. Mail-Direct allocation to Mail Services. Warehouse-Direct allocation to warehouse. Management Services Warehouse: Warehouse Services-Cost of items issued through warehouse. Non-Departmental Consultants: Audit & Fiscal-Total operating expenses excluding Transit. Management Services Property Mgmt: Property Management Services-Estimated effort spent on projects. Council & Commissions: Council-Total operating expenses less Transit. Non-Departmental Copy Center: Copy Center Services-Actual copy center charges. City Manager: City Administration-Personal services. Deputy City Managers-Personal services of units supervised. Public Information Officer-Personal services. Real Estate-Level of Effort Information Systems: General Support-Number of personal computers supported. GIS-Level of effort. City Clerk: Agenda Process-Total operating expenses less Transit. Records Management-Number of boxes stored. Citywide support-Number of FTE’s per department. Annual Financial Plan Finance: Accounting/Budget-Total operating expenditures. Accounts Payable-Number of accounts payable transactions. Payroll-Number of payroll checks issued. Grants-Number of grants. 409 City of Flagstaff Appendix E - Full Cost Plan Summary of Allocation Basis Sales Tax & Licensing: Collections-Estimated level of effort provided by Collections. Accounts Receivable-Estimated level of effort provided by Accounts Receivable. Transportation Returns-Benefitting programs General Returns-Allocation to General Fund-Other. Customer Service Supervision-Direct to Customer Service. Customer Services: City Support-Total expenditures excluding Transit, Utilities, Stormwater, Airport, and Environmental Services. Deposit Assistance-Number of cash receipts transactions processed. Enterprise-Actual revenue of Utilities, Environmental Services, and Stormwater. Field Reading-Direct allocation to Utilities. Mail Room-Actual postage charges. Copy Center-Actual copy charges. Public Works Administration: Administration-Estimated level of effort. Project Manager-Estimated level of effort. Community Development Admin: Department Administration-Level of effort provided. Administrative Assistant-Level of effort provided. Facilities Maintenance: City Hall Custodial-Gross square feet of assigned space. General Maintenance-Work Order cost per division. City Hall Maintenance-Gross square feet assigned. Cherry Building Maintenance-Gross square feet assigned. Milligan House-Direct allocation to Tourism. Rio Properties-Direct allocation to City Attorney. Phoenix Building-Direct to General Fund Other. Community Improvements: Administration-Level of administrative effort. Traffic-Direct allocation to Highway User. Community Investments: Planning/Redevelopment Services-Total operating expenses less Transit. Contributions: United Way-Total operating expenditures less Transit. Fleet Services: Services-Labor charges for services provided. Annual Financial Plan 410 City of Flagstaff Appendix F - Glossary BUDGET – A financial plan consisting of an estimate of proposed expenditures and their purposes for a given period and the proposed means of financing them. GLOSSARY ACCRUAL BASIS OF ACCOUNTING – A method of accounting in which revenues are recorded when measurable and earned, and expenditures (or expenses) are recognized when a good or service is used. BUDGETARY CONTROL – The control of management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of authorized appropriations and available revenues. ACTIVITY – The purpose/activity or group of subactivities within a function/program for which the city is responsible. BUDGET MESSAGE – The opening section of the budget that provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the current and previous fiscal years, and recommendations regarding the financial policy for the coming period. ADOPTED BUDGET – Formal action made by City Council that sets the spending limits for the fiscal year. ALLOCATION – Assigning one or more items of cost or revenue to one or more segments of an organization according to benefits received, responsibilities, or other logical measures of use. CAPITAL – Those items valued over $5,000 with a life expectancy of at least three years. ANNUALIZED COSTS – Operating costs incurred at annual rates for a portion of the prior fiscal year and which must be incurred at similar rates for the entire 12 months of the succeeding fiscal year. CAPITAL IMPROVEMENT PROGRAM BUDGET – The appropriation of bonds or operating revenue for improvements to city facilities including buildings, streets, water and sewer lines, and parks. APPROPRIATION – An authorization granted by the City Council to make expenditures and to incur obligations for purposes specified in the Appropriation Ordinance. CAPITAL OUTLAY – Expenditures that result in the acquisition of or addition to fixed assets. CAPITAL PROJECT – Any project having assets of significant value and having a useful life of three years or over. Capital projects include the purchase of land for design, engineering and construction of buildings and infrastructure items such as streets, bridges, drainage, street lighting, water system, etc. Capital projects are permanent attachments intended to remain to the land. ASSESSED VALUATION – A valuation set upon real estate or other property by the County Assessor and the State as a basis for levying taxes. (Primary or Secondary) 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. 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. BOND – A written promise to pay a specified sum of money, called the face value or principal amount, at a specified date or dates in the future, called the maturity date(s), together with periodic interest at a specific rate. BOND FUNDS – Are used to account for the purchase or construction of major capital facilities that are not financed by other funds. The use of bond funds is necessary to demonstrate that bond proceeds are spent only in amounts and for purposes authorized. BONDS PROCEEDS – Debt issuances derived from the sale of bonds for the purpose of constructing major capital facilities. Annual Financial Plan 411 City of Flagstaff Appendix F - Glossary 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. EXPENDITURE/EXPENSE – This term refers to the outflow of funds paid for an asset obtained or goods and services obtained. COMMUNITY DEVELOPMENT DIVISION – Refers to the following group of Sections: Capital Improvement, Metropolitan Planning Organization, Community Development Administration, Planning and Development, Engineering, and Housing. EXPENDITURE LIMITATION – The Arizona State Legislature imposed constitutional amendment that limits the annual expenditures of all municipalities. The Economic Estimates Commission, based on population growth and inflation, sets this limit. CONTINGENCY – Monies set aside as carryover to the following fiscal year, but which can be used to finance unforeseen expenditures of the various operating funds. FISCAL YEAR – A 12-month period of time to which the Annual Budget applies and at the end of which a governmental unit determines its financial position and the results of its operations. For the City of Flagstaff, it is July 1, through June 30. CONTRACTUAL SERVICES – Contracted service used for operating or construction activities. Examples include Legal Fees, Postage & Freight, Rents, Utilities, and Debt Service costs. FIXED ASSETS – Assets of a long-term character that is intended to continue to be held or used, such as land, buildings, machinery, furniture and other equipment. COST CENTER – An organizational budget and/or operating unit within each City division or department. DEBT SERVICE – Payment of principal, interest, and related service charges on obligations resulting from the issuance of bonds. FUND – An independent fiscal and accounting entity with a self-balancing set of accounts recording cash and/or other resources, together with all related liabilities, for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations. DEBT SERVICE FUND REQUIREMENTS – The amounts of revenue that must be provided for a Debt Service Fund so that all principal and interest payments can be made in full on schedule. FUND BALANCE – Fund balance is the excess of assets over liabilities and reserves and is, therefore, also known as surplus funds. DEPARTMENT – A major administrative division of the City that indicates overall management responsibility for an operation or group of related operations within a functional area. FUNDS CARRIED FORWARD – The balance of operating funds brought forward from prior years. 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. GENERAL ADMINISTRATION DIVISIONS – Refers to the following group of Sections: City Manager, Human Resources, Risk Management, City Attorney’s Office, Information Technology, Real Estate and Flagstaff Municipal Court. ENCUMBRANCES – Obligations in the form of purchase orders, or contracts, which are chargeable to an appropriation and for which a part of the appropriation is reserved. They cease to be encumbered when the obligations are paid or otherwise liquidated. GENERAL FUND – A fund used to account for all general-purpose transactions of the City that do not require a special type of fund. Annual Financial Plan GENERAL GOVERNMENT REVENUE – The revenues of a government other than those derived from and retained in an enterprise fund. 412 City of Flagstaff Appendix F - Glossary 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. POLICE DIVISION – Refers to both Police and Police Grant Sections. GRANT – A contribution by the state or federal government or other agency to support a particular function. 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. INTERFUND TRANSFER – Amounts transferred from one fund to another. MANAGEMENT SERVICES DIVISIONS – Refers to the following group of Sections: Customer Service, Purchasing, Tax, Licensing and Revenue, and Finance and Budget. 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. 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. PROPERTY TAX LEVY – The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. NON-DEPARTMENTAL – Refers to the following Sections: Council and Commission, Contributions to Other Agencies, Non-Departmental, and NAIPTA. 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. NON-RECURRING REVENUE – Revenue which is a one-time receipt or which is not received on a continual basis. RECURRING REVENUES – Revenue sources available on a constant basis to support operating and capital budgetary needs. OBJECTIVES – A statement of specific measurable outcomes that contribute toward accomplishing the departmental mission. 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. OPERATING BUDGET – A budget for general expenditures such as salaries, utilities, and supplies. OPERATING REVENUE – Resources derived from recurring revenue sources used to finance recurring operating expenditures and pay-as-you-go capital expenditures. 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. OUTSIDE AGENCIES – Refers to organizations, which are not associated with or can be allocated to any particular Department. PERFORMANCE INDICATORS – Measures used to evaluate the performance of a program or activity. Effectiveness and efficiency are two types of "outcome" performance indicators. Annual Financial Plan 413 City of Flagstaff Appendix F - Glossary 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. TAX LEVY – The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. 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. URBAN DESIGN – Refers to the following group of Divisions: Beautification-General Administration, Streetscape, Flagstaff Urban Trails System, Rehabilitation Projects, and Reserve-Beautification. TAX RATE – The amount of tax levied for each $100 of assessed valuation. 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. SPECIAL REVENUE FUND - Fund used to account for revenues from specific taxes or other earmarked revenue sources that by law are designated to finance particular functions or activities of government. STREET AND HIGHWAY BONDS – Bonds that are secured by the City's Highway User Revenues and used for the construction of street, highway and related capital projects. Annual Financial Plan 414 City of Flagstaff Appendix G - List of Acronyms ACRONYMS Acronym Description 4FRI ACA ACA ACJC AD&D ADA ADC ADEM ADEQ ADOT ADWR AED AEP AIP ALS APP APSES ARFF ARRA ARS AWD AZHLS BBB BLS BMX BNSF BOR BPAC BRT CACC CAFR CAPPO CART CBSD CCC CCSO CD CDBG CIP CISM CJCC CJI CMMS CMS COMPSTAT COPS COT CTC CVB CY CY DARE DBM DES DHS Four Forest Restoration Initiative Arizona Commerce Authority Arizona Court Association Arizona Criminal Justice Commission Accidental Death & Dismemberment Americans with Disabilities Act Alternate Daily Coverage Arizona Division of Emergency Management Arizona Department of Environmental Quality Arizona Department of Transportation Arizona Department of Water Resources Automated External Defibrillators Achievement of Excellence in Procurement Airport Improvement Program Advance Life Support Aquifer Protection Permit Arizona Public Service Environmental Services Aircraft Rescue and Firefighting American Recovery and Reinvestment Act Arizona Revised Statutes All Wheel Drive Arizona Homeland Security Bed, Board, and Beverage Tax Basic Life Support Bicycle Motocross Burlington Northern Santa Fe Railroad Company Board of Realtors Beautification and Public Art Commission Bus Rapid Transit Court Automation Coordinating Committee Comprehensive Annual Financial Report California Association of Public Procurement Officers Child Abduction Response Team Chevelon Butte School District Coconino Community College Coconino County Sheriff’s Office Community Development Community Development Block Grant Capital Improvement Plan/Projects Crisis Incident Stress Management Criminal Justice Coordinating Council Criminal Justice Integration Computerized Maintenance Management System Case Management System COMPuter STATistics / COMParative STATistics Community Oriented Policing Services Commission on Technology Computer Training Center Convention and Visitor Bureau Calendar Year Cubic Yards Drug Abuse Resistance Education Decision Band Method Department of Economic Security Department of Homeland Security Annual Financial Plan 415 City of Flagstaff Appendix G - List of Acronyms ACRONYMS Acronym Description DNS DOE DOJ DOT DPS DRB DRIP DUI EAP ECE ECONA EDA EDMS EFCL ERT ERU ESL FAA FAPPO FBI FCP FEMA FFD FFV FHA FHWA FMPO FPL FRAPPA FSO FTA FTE FUSD FUTS FY GAAP GCCL GFOA GIITEM GIS GF GIS GMBA GO GOHS GSA HCCC HHPCC HOA HPC HR HRA HRIS HSIP HUD Domain Name System Department of Energy Department of Justice Department of Transportation Department of Public Safety Development Review Board Drainage Improvement Project Driving Under the Influence Employee Assistance Program Environmental Code Enforcement Economic Collaborative of Northern Arizona Economic Development Commission Electronic Document Management System East Flagstaff Community Library Electronic Receiver/Transmitters Equivalent Rate Unit English as a Second Language Federal Aviation Administration Florida Association of Public Procurement Officers Federal Bureau of Investigation Flagstaff Cultural Partners Federal Emergency Management Agency Flagstaff Fire Department Flexible Fuel Vehicle Flagstaff Housing Authority Federal Highway Administration Flagstaff Metropolitan Planning Organization Flagstaff Public Library Flagstaff Retail Asset Protection Program Flagstaff Symphony Orchestra Federal Transit Administration Full-Time Equivalent Flagstaff Unified School District Flagstaff Urban Trail System Fiscal Year Generally Accepted Accounting Principles Grand Canyon Community Library Government Finance Officers Association Gang and Immigration Intelligence Team Enforcement Mission Geographic Information System General Fund Geographic Information System Government Management and Budgetary Accounting General Obligation Governor’s Office of Highway Safety Government Services Administration High Country Conference Center Household Hazardous Products Collection Center Home Owners Association Hazardous Product Center Human Resources Health Risk Assessment Human Resource Information Services Highway Safety Improvement Project Housing and Urban Development Annual Financial Plan 416 City of Flagstaff Appendix G - List of Acronyms ACRONYMS Acronym Description HURF IACP ICM IDS IGA ICSC ISM ISO ISTEA IT IWS JCEF LEAF LED LID LGIP LJC LJCAA LJCMS LLEBG LM LMWTP LSTA LTAF MBPS METRO MFC MIS MPO MRF MRO MSW NABA NACASA NACET NACOG NAEP NAIPTA NAPEBT NASPO NAU NAZ ND NFIP NFPA NPDES NPI NSF OMB OSHA OT P3 P-CARD PARA PC Highway User Revenue Fund International Association of Chiefs of Police Institute for Court Management Interdivisional Staff Intergovernmental Agreement International Centre for Sustainable Cities Institute of Supply Management Insurance Service Organization Intermodal Surface Transportation Efficiency Information Technology Industrial Waste Services Judicial Collection Enhancement Fund Law Enforcement Administrative Facility Light Emitting Diode Low Impact Development Local Government Investment Pool Limited Jurisdiction Court Limited Jurisdiction Court Administrators Association Limited Jurisdiction Case Management System Development Group Local Law Enforcement Block Grant Lake Mary Lake Mary Water Treatment Plant Library Services and Technology Act Local Transportation Assistance Funds Megabit per Second Northern Arizona Street Crimes Task Force Municipal Facilities Corporation Management Information Systems Metropolitan Planning Organization Materials Recovery Facility Medicaid Rehab Option Municipal Solid Waste Northern Arizona Builders Association North Country Center Against Sexual Assault Northern Arizona Center for Entrepreneurship And Technology Northern Arizona Council of Government National Association of Educational Procurement Northern Arizona Intergovernmental Public Transit Authority Northern Arizona Public Employees Benefit Trust National Association of State Procurement Officials Northern Arizona University Northern Arizona Non-Departmental National Flood Insurance Program National Fire Protection Association National Pollutant Discharge Elimination System National Purchasing Institute Non-Sufficient Funds Office of Management and Budget Occupational, Safety, and Health Administration Overtime Public Private Partnership Procurement Card Planning Assistance for Rural Areas Personal Computer Annual Financial Plan 417 City of Flagstaff Appendix G - List of Acronyms ACRONYMS Acronym Description PHAS PFC PIO PL PL PMO POPTAC POTW PPA PR PRV PSPRS PSSP REVPAR RFP RICO RMT ROPE ROSS ROW RPI RSL SAN SCADA SCIP SEDI SEED SEFA SEMAP SEMS SID SIT SPR SRO SRO SSB SSS STP STS SUV TCPF TCPL TXPPA USACE USDOJ USFS USGS VASH VC VHF VOIP WAN WIFA WPL Public Housing Assessment System Passenger Facility Charge Public Information Officer Refers to Metropolitan Planning Funds Public Library Property Maintenance Ordinance Population Technical Advisory Committee Publicly Owned Treatment Works Power Purchase Agreement Public Relations Pressure Reduction Valve Public Safety Personnel Retirement System Public Safety Stabilization Program Revenue per Available Room Request for Proposal Racketeer Influenced and Corrupt Organizations Act Repetitive Motion Therapy Repeat Offender Program Enhancement Resident Opportunities and Self-Sufficiency Right of Way Rural Policy Institute Revised Service Level Storage Area Network Supervisory and Control Data Acquisition Sustainable Community Indicators Project Sustainable Economic Development Initiative Sustainable Entrepreneurial Economic Development Schedule of Expenditures of Federal Awards Section Eight Management Assessment Program Sustainability and Environmental Management Section Special Improvement District Self Insurance Trust Fund Statewide Planning and Research Single Room Occupancy School Resource Officer Solids Storage Basin Student Support Services Surface Transportation Program Safe-to-School Sport Utility Vehicle Traffic Citation Progressive Fund Tuba City Public Library Texas Public Purchasing Association United Stated Army Corp of Engineers United States Department of Justice United States Forest Service United States Geological Survey Veterans Affairs Supported Housing Visitor Center Very High Frequency Voice Over Internet Protocol Wide Area Network Water Infrastructure Financing Authority Williams Public Library Annual Financial Plan 418 City of Flagstaff The Inner Basin Pipeline Project is made possible through the following partnerships: U.S. DEPARTMENT OF AGRICULTURE, FOREST SERVICE U.S. DEPARTMENT OF THE INTERIOR, FISH AND WILDLIFE SERVICE FEDERAL EMERGENCY MANAGEMENT ADMINISTRATION ARIZONA DEPARTMENT OF EMERGENCY MANAGEMENT ARIZONA GAME AND FISH DEPARTMENT TRANSWESTERN PIPELINE COMPANY HUNTER CONTRACTING COMPANY JACOBS ENGINEERING SHEPARD WESNITZER, INC. Cit y of Flagstaf f 211 West Aspen Avenue Flagstaf f, Arizona 86001 f lagstaf f. az .gov