F L AGSTA F F, A R I ZO N A 2014 The Flagstaff Watershed Protection Project: Conserving Flagstaff’s Most Critical Resource City of Flagstaff Annual Budget and Financial Plan 2013-2014 In Remembrance VALERIE HERNANDEZ On Sunday April 21, 2013, the most wonderful, kind and loving person ever known to many of us left this world way too early. Valerie Hernandez passed away due to medical complications. Val was the Communications Manager for the Flagstaff Police, Sheriff, and Fire 911 center. Valerie began her service to the citizens of Flagstaff in the Police Records Section in 1991. She transferred into the Communications Section in 1993, and promoted to Dispatch Lead worker in 1999. In 2011 Val was promoted to Communications Manager. Val’s dedication to her community and profession has been noted by the numerous commendations she has received over the years. Her infectious smile and sense of humor will be missed by all. PEGGY LEE On December 6, 2012 a very special friend and coworker, Peggy Lee, passed away. Her premature passing will leave a void in many people’s lives. Peggy’s laugh, wit, humor, compassion and directness will be fondly remembered and missed. Flagstaff was her home and she loved her family, friends and community. Peggy was athletic, including being a long‐time player and sponsor in the City Slo‐Pitch league. In addition, she coached and was the Commissioner for the AYSO for many years. She enjoyed playing golf, bowling, raising dogs, and traveling. Peggy graduated from Flagstaff High School, and then from Northern Arizona University. She had a long career in public service, including her employment with the Coconino County Attorney’s office, as well as the City of Flagstaff. Peggy began work at the City in 1990. She demonstrated professionalism, warmth and humor throughout her career. Her positions included working in the Flagstaff City Attorney division, being the Deputy Court Administrator for the Flagstaff City Court, and assisting citizens, guests and employees as the Deputy Clerk. Her contributions to the City will be remembered for many years. On the Cover: Throughout the book, and on both covers, are images depicting the Flagstaff area and the impact of fire on the wildlife, landscape, water, citizens and visitors to Flagstaff. The Watershed Protection Project serves to prevent catastrophic flood damage to the City, and to protect the City’s 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. Annual Budget and Financial Plan Fiscal Year 2013-2014 City of Flagstaff, Arizona CITY COUNCIL Jerry Nabours, Mayor Coral Evans, Vice-Mayor Celia Barotz Karla Brewster Jeff Oravits Scott Overton 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 Stephanie Smith, Exec Asst to City Manager 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 Page 1 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, 2012. 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 Page 2 City of Flagstaff TABLE OF CONTENTS INTRODUCTION Budget Award .......................................................................................................... 2 Table of Contents .................................................................................................... 3 Users Guide .......................................................................................................... 11 City of Flagstaff Organizational Chart ................................................................... 13 City Council and Goals .......................................................................................... 14 TRANSMITTAL City Manager's Budget Message........................................................................... 19 Mission, Vision, Values Statement ........................................................................ 31 BUDGET OVERVIEW Financial Resources Available ............................................................................. 33 Total Appropriations .............................................................................................. 33 Operating Expenditures by Division ...................................................................... 34 Budget Format and Process Format ........................................................................................................ 35 Relationship Between Funds, Divisions, and Sections ............................... 37 Budget Process .......................................................................................... 38 Budget Calendar......................................................................................... 38 Assumptions and Strategies Economic Overview and Revenue Forecast ............................................... 39 Expenditures .............................................................................................. 41 Fund Summaries General Fund.............................................................................................. 42 Highway User Revenue Fund ..................................................................... 43 Transportation Fund ................................................................................... 43 Flagstaff Urban Trail Fund .......................................................................... 44 Library Fund ............................................................................................... 44 BBB Funds ................................................................................................. 45 Other Funds ............................................................................................... 48 EDA Revolving Loan Fund ......................................................................... 49 Utilities Fund ............................................................................................... 49 Environmental Management Fund.............................................................. 50 Solid Waste Fund ....................................................................................... 51 Airport Fund ................................................................................................ 51 Stormwater Fund ........................................................................................ 52 Flagstaff Housing Authority ........................................................................ 52 Five-Year Projections by Fund .............................................................................. 53 Revenues All Funds – Federal and State Grants ........................................................ 56 General Fund.............................................................................................. 56 BBB Funds ................................................................................................. 60 Highway User Revenue Fund ..................................................................... 60 Enterprise Funds ........................................................................................ 61 Annual Financial Plan Page 3 City of Flagstaff Capital Budget Relationship between Operating and Capital Budget ................................. 65 Capital Improvement Plan .......................................................................... 65 Capital Plan Implications ............................................................................ 67 Debt Debt Capacity ............................................................................................. 67 Current Debt Position ................................................................................. 67 Debt Service ............................................................................................... 68 City Council Mission, Values, Guiding Principles, and Priorities ........................... 69 POLICIES AND PROCEDURES Fiscal Policies General ....................................................................................................... 71 Enterprise Funds ........................................................................................ 71 Real Estate Proceeds Fund ........................................................................ 72 Debt Performance ...................................................................................... 72 Debt Management ...................................................................................... 72 Fund Balances and Reserves .................................................................... 73 Expenditure Limitation Control ................................................................... 73 Budget Policies ........................................................................................... 73 Revenue Distribution .................................................................................. 74 Operating Budget Impact ............................................................................ 74 Minimum Levels of Capital Investment ....................................................... 75 Non-Recurring Revenues ........................................................................... 75 ISSUES AND UPDATES Personal Service Costs Compensation ............................................................................................ 77 Benefits ...................................................................................................... 77 Supplemental Benefits................................................................................ 78 Voluntary Benefits ...................................................................................... 79 Classification .............................................................................................. 79 Reclasses, Reranges, Retitles, Rezones ................................................... 80 New Classifications .................................................................................... 81 Pay Plan Changes ...................................................................................... 81 Reorganizations.......................................................................................... 82 Organizational Studies ............................................................................... 82 Turnover ..................................................................................................... 82 Position Additions/Deletions ....................................................................... 82 Cost Allocation Table ............................................................................................ 83 Fleet Management ................................................................................................ 84 Five-Year Information Technology Plan ................................................................ 85 FY 2013 Update .................................................................................................... 87 FY 2014 Issues ..................................................................................................... 87 FINANCIAL SUMMARIES Schedule A: Total Resources and Appropriations Summary ...................... 89 Schedule B: Expenditure Limitation and Tax Levy Information .................. 90 Schedule C: Revenues Other Than Property Taxes................................... 91 Annual Financial Plan Page 4 City of Flagstaff Schedule C-1: Schedule of Grant Revenues .............................................. 95 Schedule D: Other Financing Sources and Interfund Transfers ................. 98 Schedule D-1: Schedule of Transfers Descriptions .................................... 99 Schedule E: Expenditures/Expenses Within Each Fund .......................... 103 Schedule E-1: Budget by Division and Section ........................................ 106 Schedule F: Budget Summary by Division of Expenditures ...................... 108 Schedule G: Full-Time Employee and Personnel Compensation ............. 110 Schedule H: Operating Capital ................................................................. 111 Schedule I: Capital Improvement Program ............................................... 113 Schedule J: Debt Service Requirements .................................................. 116 Schedule K: Five-Year Plans .................................................................... 118 General Fund ................................................................................... 118 Library Fund ..................................................................................... 120 Highway User Fund .......................................................................... 121 Transportation Fund ......................................................................... 122 Flagstaff Urban Trails Fund .............................................................. 123 Beautification Fund - Streetscape .................................................... 124 Economic Development Fund .......................................................... 125 Tourism Fund ................................................................................... 126 Arts and Science Fund ..................................................................... 127 BBB-Recreation Fund....................................................................... 128 Housing and Community Services Fund .......................................... 129 Metro Planning Organization Fund ................................................... 130 EDA Revolving Loan Fund ............................................................... 131 General Obligation Bond Fund ......................................................... 132 Secondary Property Tax Fund .......................................................... 133 Special Assessment Bond Fund ....................................................... 134 Perpetual Care Fund ........................................................................ 135 Capital Projects Fund (MFC) ............................................................ 136 Capital Projects Fund (GO Bond) ..................................................... 137 Water and Wastewater Fund ............................................................ 138 Airport Fund ...................................................................................... 139 Solid Waste Fund ............................................................................. 140 Environmental Management Fund ................................................... 141 Stormwater Utility Fund .................................................................... 142 Flagstaff Housing Authority Fund ..................................................... 143 Schedule L: Summary of All Fiscal Activity ............................................... 144 DIVISION DETAIL GENERAL ADMINISTRATION ........................................................................... 147 City Manager (01) ..................................................................................... 149 Real Estate (0109).................................................................................... 152 City Clerk (0111)....................................................................................... 154 Human Resources (04) ............................................................................ 156 Risk Management (05) ............................................................................. 159 Legal (07) ................................................................................................. 162 Information Technology (08) ..................................................................... 166 Flagstaff Municipal Court (65) .................................................................. 169 Annual Financial Plan Page 5 City of Flagstaff MANAGEMENT SERVICES ............................................................................... 177 Customer Service (06) .............................................................................. 179 Purchasing (09) ........................................................................................ 182 Tax, Licensing, & Revenue (10) ............................................................... 186 Library Services (11/12) ........................................................................... 190 Finance/Budget (13) ................................................................................. 196 COMMUNITY DEVELOPMENT .......................................................................... 201 Capital Improvement (03) ......................................................................... 203 Flagstaff Metropolitan Planning Organization (MPO) (14) ........................ 207 Community Development Administration (15) .......................................... 211 Planning & Development Services (16) .................................................... 213 Engineering (17) ....................................................................................... 222 Housing (19) ............................................................................................. 228 Community Redevelopment (31) .............................................................. 232 Flagstaff Housing Authority (45) ............................................................... 233 FIRE… ................................................................................................................ 237 Fire (21) .................................................................................................... 239 Fire Grants (44) ........................................................................................ 244 POLICE ............................................................................................................... 245 Police (22) ................................................................................................ 247 Police Grants (23)..................................................................................... 255 PUBLIC WORKS ................................................................................................. 257 USGS Maintenance (20) .......................................................................... 259 Public Works Administration (25).............................................................. 262 Parks (26) ................................................................................................. 264 Fleet Services/Fleet Management (27)..................................................... 267 Cemetery (28)........................................................................................... 271 Facilities Maintenance (29) ....................................................................... 273 Recreation Services (30) .......................................................................... 276 Streets (32) ............................................................................................... 281 Solid Waste (41) ....................................................................................... 284 Sustainability and Environmental Management (43) ................................ 288 ECONOMIC VITALITY ........................................................................................ 295 Economic Development/Community Investment (18/78/71/73) ................ 297 Airport (38) ............................................................................................... 307 Arts and Science (71) ............................................................................... 310 Beautification (73)..................................................................................... 312 EDA Revolving Loan Fund (77) ................................................................ 314 Convention and Visitors Bureau (84) ........................................................ 315 Visitor Services (85) ................................................................................. 317 UTILITIES ........................................................................................................... 321 Utilities Administration (42) ....................................................................... 323 Lake Mary Water Treatment Plant/Booster Stations (47/50) .................... 327 Annual Financial Plan Page 6 City of Flagstaff Water Distribution (49) .............................................................................. 332 Wildcat Wastewater Treatment Plant (53) ................................................ 335 Wastewater Collection (54) ...................................................................... 338 Industrial Waste (55) ................................................................................ 341 Rio de Flag Reclaim Plant (56) ................................................................. 344 Stormwater (98) ........................................................................................ 347 NON-DEPARTMENTAL ...................................................................................... 351 Council and Commissions (63) ................................................................. 352 Contributions to Other Agencies (64) ....................................................... 353 Non-Departmental (66) ............................................................................. 354 NAIPTA (97) ............................................................................................. 355 CAPITAL IMPROVEMENT PROGRAM Capital Improvements ......................................................................................... 359 FY 2014 Capital Improvement Program .............................................................. 359 Financing the Capital Plan .................................................................................. 360 General Obligation (G.O.) Bonds.............................................................. 360 Highway User Revenue (HURF) Bond ..................................................... 360 Junior Lien Bonds Payable from Highway User Tax Revenues ............... 360 Water and Sewer Revenue Bonds ........................................................... 360 Special Improvement/Assessment Districts .............................................. 361 Municipal Facilities Corporation (MFC) Bonds ......................................... 361 Revenue Bonds ........................................................................................ 361 Certificates of Participation ....................................................................... 361 Lease Financing ....................................................................................... 361 Grants....................................................................................................... 362 Intergovernmental Agreements (IGA) ....................................................... 362 State Revolving Loan Fund ...................................................................... 362 Pay-As-You-Go Financing ........................................................................ 362 Unfunded Projects (Description) ............................................................... 362 Schedule of Capital Improvements – FY 2013-2014 ........................................... 364 FY 2014 Capital Project Descriptions .................................................................. 382 Capital Budget Impact on the Operating Budget ................................................. 388 Capital Improvement Program Summary ............................................................ 391 Capital Improvements Program Listing ............................................................... 392 Unfunded Capital Projects (Schedule) ................................................................ 401 COMMUNITY PROFILE Flagstaff Arizona Map ......................................................................................... 405 Community Profile ............................................................................................... 406 Principal Taxpayers Tax Year 2012 .................................................................... 410 Property Tax Rates – Direct and Overlapping ..................................................... 410 Sales Tax Rates-Direct and Overlapping ............................................................ 411 Miscellaneous Statistics ...................................................................................... 412 Bonded Debt-Interest/Coupon Rate by Issue and Year ...................................... 414 Percent of Net General Bonded Debt to Secondary Assessed Value and Net General Bonded Debt per Capita ....................................................... 415 Total Bonds Payable-Last Five Fiscal Years ....................................................... 415 Annual Financial Plan Page 7 City of Flagstaff Consumer Price Index ......................................................................................... 416 APPENDICES AAuthorized Personnel/Positions Summary ............................................... 417 BCity of Flagstaff Pay Plan ......................................................................... 427 CResolution for Budget Adoption ................................................................ 454 DOrdinance for Property Tax Levy .............................................................. 455 EFull-Cost Plan Summary of Allocation Basis ............................................ 456 FGlossary ................................................................................................... 458 GList of Acronyms ....................................................................................... 462 Annual Financial Plan Page 8 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/City Clerk ........................................ 149 Capital Improvement ................................................................................ 203 Human Resources .................................................................................... 156 Risk Management..................................................................................... 159 Customer Service ..................................................................................... 179 Law ........................................................................................................... 162 Information Technology ............................................................................ 166 Purchasing ............................................................................................... 182 Tax, Licensing & Revenue ........................................................................ 186 Library ...................................................................................................... 190 Library Grants ........................................................................................... 190 Finance/Budget ........................................................................................ 196 Flagstaff Metropolitan Planning Organization (FMPO) ............................. 207 Community Development Administration .................................................. 211 Planning & Development Services ........................................................... 213 Engineering .............................................................................................. 222 Community Investment ............................................................................. 297 Housing .................................................................................................... 228 USGS Maintenance .................................................................................. 259 Fire Department........................................................................................ 239 Police Department .................................................................................... 247 Police Grants ............................................................................................ 255 Public Works Administration ..................................................................... 262 Parks ........................................................................................................ 264 Fleet Services/Management ..................................................................... 267 Cemetery .................................................................................................. 271 Facilities Maintenance .............................................................................. 273 Recreation Services ................................................................................. 276 Community Redevelopment ..................................................................... 232 Streets ...................................................................................................... 281 Airport ....................................................................................................... 307 Solid Waste .............................................................................................. 284 Utilities Administration .............................................................................. 323 Sustainability and Environmental Management ........................................ 288 Fire Grants ............................................................................................... 244 Flagstaff Housing Authority (FHA) ............................................................ 233 Lake Mary Water Treatment Plant ............................................................ 327 Water Distribution ..................................................................................... 332 Booster Stations ....................................................................................... 327 Wildcat Wastewater Treatment Plant ....................................................... 335 Wastewater Collection .............................................................................. 338 Industrial Waste ........................................................................................ 341 Rio de Flag Reclaim Plant ........................................................................ 344 Annual Financial Plan PAGE Page 9 City of Flagstaff CITY OF FLAGSTAFF, ARIZONA SECTION SUMMARY CROSS REFERENCE INDEX IN SECTION NUMBER ORDER # SECTION 63 64 65 66 71 73 77 78 84 85 97 98 Council & Commissions ............................................................................ 352 Contributions to Other Agencies ............................................................... 353 Flagstaff Municipal Court .......................................................................... 169 Non-Departmental .................................................................................... 354 Arts and Science ..................................................................................... 310 Beautification ............................................................................................ 312 EDA Revolving Loan Fund ....................................................................... 314 Economic Development............................................................................ 297 Convention and Visitors Bureau (CVB) .................................................... 315 Visitor Services ......................................................................................... 317 NAIPTA .................................................................................................... 355 Stormwater ............................................................................................... 347 Annual Financial Plan PAGE Page 10 City of Flagstaff USERS GUIDE The budget document serves a myriad of purposes. Most important is its use as a communications device. The budget presents the public an opportunity to review the types of services and level of service provided within the financial constraints of the community. The allocation of financial resources translates into what services will be provided to the community. As community needs and demands for service change, the allocation of resources should respond accordingly. Therefore, this document attempts to communicate financial information to allow for informed citizenry. Transmittal - The City Manager’s Message and Budget Summary provides readers with a synopsis of the resource allocation priorities established by the City Council. Budget Overview - The overview provides an overview of the key policy issues, priorities and strategies which shaped the budget, the budget process fiscal policies, revenue assumptions, and expenditure highlights. Policies and Procedures – This section provides information on fiscal and budget policies as it related to certain funds, debt performance, fund balances, expenditure limitation control, revenues, operating budget impact, and capital investments. Issues and Updates - Excerpts from the Council Review and Discussion Book used during the two weeks of study sessions discuss specific Council decision/directions impacting the prior and current fiscal year budgets. Financial Summaries - The schedules consolidate the major financial information and operating data elements. Several schedules also serve to meet state statutory reporting requirements. The expenditure summaries are used primarily for operational purposes, e.g., monitoring expenditures at a fund level and at a category level, and maintaining accountability at a department level, with managers accountable at the cost center level. Department Detail - Each operating Division Summary provides a description, goals and objectives, major accomplishments of the current fiscal year, performance indicators, expenditure history and budget, commentary on significant changes, and sources of funding. Capital Improvements - The current year portion of the five-year capital improvement program is listed, along with location maps and funding source. A more detailed projectplanning sheet is available in the separately published five-year Capital Budget and Capital Improvement Plan. Community Profile - The profile provides background information so that the budget can be viewed in the context of the factors that shape and affect budget decisions, priorities, and financial parameters within which the community operates. Also provided are select statistical tables providing historical trend information on tax rates, expenditures, and assessed valuations of property. Annual Financial Plan Page 11 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 Page 12 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF Citizens of Flagstaff City Attorney City Council Judges City Administration 01 Communications 01 Community Enhancement 01 Real Estate 01 Community Development 15 Planning and Development 16 Page 13 FMPO 14 Engineering 17 Capital 03 Housing 19 Flag Housing Authority Public Works 25 Parks/Cemetery/Street Maintenance 26/28/32 Solid Waste/Fleet 41/27 Flagstaff Housing Authority City Clerk 02 Economic Vitality 18/38/71/73/78/84/85 Community Investment 18/78 Airport 38 Tourism 84/85 Utilities, Service, and Safety 01 Risk Management 05 HR 04 IT 08 Fire 21 Police 22 Operations 21 Patrol 22 Wildland 21 Support Services 22 Administration 21 Utilities 42 Operations 47/49/53/56 Wastewater Operations 53/56 Water Distribution 49 Water Treatment and Production 47 City of Flagstaff Sustainability/Environmental Mgt/ Facility Maintenance 43/29 Water Resources 42 Recreation 30 Utilities Engineering 42 Stormwater Management 98 Mgt Services 09 Purchasing 09 Revenue 06/10 Finance 13 Library 11 City Council Mayor Jerry Nabours "My goal is to make Flagstaff a great place to do business, to live and to raise children. I want to make every other city jealous!" So says Jerry Nabours, Flagstaff's Mayor. Jerry has been an attorney in Flagstaff for 38 years. Much of his practice brought him to City Hall. He is well experienced in land development, zoning, construction and business issues. Jerry has been president of the Northern Arizona Building Association and served six years on the board of directors of the Chamber of Commerce. He retired from law and was elected Mayor in 2012. Jerry has been recognized for his service with civic organizations such as the Lions Club, Goodwill Industries, SunSounds, Paws to Read and others. He has been married to Barbara for 34 years and they raised two children in Flagstaff. Both Jerry and Barbara are natives of Arizona and graduates of Northern Arizona University. Vice-Mayor Coral Evans Vice-Mayor Coral Evans was elected to her second four-year term in May, 2012. She is the third generation of her family to live in Flagstaff. Her family (the Dorsey’s) has been an active part of the Flagstaff & greater Northern Arizona community since the early 1900’s. In addition to serving on Council, Coral is the Executive Director of a nonprofit organization (the Sunnyside Neighborhood Association of Flagstaff, Inc.). Presently Coral is pursuing a Ph.D. in Education with an emphasis in sustainability; she holds a master’s degree in Business Administration and a bachelor’s degree in Business Management. Coral is certified nationally in workforce development and public participation practices and is a graduate of the Flagstaff Leadership Program. Coral is a Flinn-Brown Foundations Center for Civic Leadership Fellow. Coral’s recognitions include the Chamber of Commerce Athena Award, the United Way of Northern Arizona Community Builder Award and the Soroptimist's Women of Distinction Award for Economic & Social Development. In 2011 Coral was recognized as a "Rising Star" by Arizona's List. Coral believes in a balanced approach to the stewardship of community resources and is passionate about creating opportunities that allow for civic engagement, civil discord, community revitalization and genuine sustainability and advancement for Flagstaff citizens. Annual Financial Plan Page 14 City of Flagstaff Councilmember Celia Barotz Councilmember Celia Barotz was elected to the Flagstaff City Council for a four-year term in May 2010 and served as Vice Mayor from 2010 to 2012. Celia’s seven years of experience on a wide variety of local boards and commissions, including the Coconino County Planning and Zoning Commission, City of Flagstaff Planning and 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, provided a solid foundation for elected office. In her first two years on Council, Celia was the Council representative on the Flagstaff City-Coconino County Public Library Board and Northern Arizona Intergovernmental Public Transportation Authority (NAIPTA). Currently, Celia is the Council representative on the Flagstaff Cultural Partners Board of Directors and the City of Flagstaff Audit Committee, and serves as the Chair of the Board of Directors of NAIPTA. Celia has a keen interest in the areas of land use and zoning and open space preservation. 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 a real estate investment portfolio and has a consulting business. She 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 loves to explore the Flagstaff Urban Trail System, hike with her dog Bailey in the forests around Flagstaff, knit and weave pine needle baskets, and practice yoga. Councilmember Karla Brewster Karla Brewster was re-elected to the Flagstaff City Council in May 2012. She was first elected in May 2008. A native of Oregon, Karla lived most of her life in the Phoenix area until moving to Flagstaff in 1998, where she enjoys our diversity, friendly people and beautiful community. 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, and alternative energy sources. She believes that a community that doesn’t move forward in economic development and redevelopment through encouraging businesses to locate or expand in Flagstaff will lose what they value about Flagstaff, as those biking, hiking trails, open spaces, and parks require funding through our tax base. Our quality of life, our sense of place in Flagstaff for today and for the future depends upon economic growth that allows citizens to earn a living wage here. In addition, Karla has 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, K - 8 and at the community college level, and served at John C. Lincoln hospital as an administrative assistant in the volunteer services program. Karla works at Northern Arizona University. She is the president of the Democratic Women of Northern Arizona, past president of Classified Staff Advisory Council at NAU, and past president of the Organization of Administrative Support Staff at NAU. She was in the first class of Glendale's (AZ) Leadership Program. Annual Financial Plan Page 15 City of Flagstaff Councilmember Jeff Oravits Jeff Oravits was elected to a four-year term on the Flagstaff City Council in May, 2012. Jeff has extensive business experience in the Flagstaff community. He is the co-owner of Flagstaff4Lease.com which leases commercial and residential properties throughout Flagstaff. He has founded several successful companies including a construction company, multi-media company and a real estate investment firm. Jeff relies on this experience in his role on the City Council, working to ensure that taxpayer resources are used ethically and spent conservatively. Jeff is actively involved in the community and served as chair of the Flagstaff Water Commission, as a member of the Community & Economic Development Committee and on the Fourth Street Steering Committee. He has also served on the Storm Water Advisory Committee and various other organizations over the years. Jeff has been married to Angela for 15 years and has 2 young daughters and a son and is proud to call Flagstaff home for over 23 years Councilmember Scott Overton Councilmember Scott Overton was elected to the Flagstaff City Council in May 2006, re-elected in 2010, and served as the Vice-Mayor from 20062008. He is a Flagstaff native and graduate of Sinagua High School and Northern Arizona University. His leadership role is based on a solid foundation of experiences as a small business owner and an instructor in the Flagstaff Unified School district teaching career and technical education courses at Flagstaff High School. Councilmember Overton graduated with a Bachelor of Science degree in Industrial Technology Education in 1996 and a Master of Education degree in Educational Leadership in 2002. He currently operates a small construction company, SR Overton Construction. Councilmember Overton has an interest in providing a reasonable, common sense, working approach in addressing issues and concerns facing the citizens of Flagstaff. He will continue to utilize his personal ethics and professionalism to serve the City of Flagstaff to the best of his ability. Annual Financial Plan Page 16 City of Flagstaff Councilmember Mark Woodson Mark Woodson was appointed to fill a vacancy on the City Council in February 2012. His term ends in November 2014. Mark serves as the Council representative to the Northern Arizona Council of Government (NACOG), the Flagstaff Metropolitan Planning Organization (FMPO), Vice-chair of the Coconino Plateau Water Advisory Council (CPWAC), and Rural Transportation Advisory Council (RTAC). Mark and his family moved to Flagstaff in 1986, to become the City Engineer and worked for the City until 1993. Upon leaving the City, he started his own business, Woodson Engineering and Surveying which provides planning, surveying and civil engineering services to both public and private clients throughout the southwest. Very active in the Flagstaff community, Mark 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. Mark received his Bachelor of Science in Civil Engineering and an MBA from the University of Arizona in Tucson. Mark is a licensed civil engineer and land surveyor. Mark has been married to Guadalupe (Lupe) Woodson for 34 years and they've raised 4 children in Flagstaff. Annual Financial Plan Page 17 City of Flagstaff CITY COUNCIL AND MANAGEMENT PRIORITIES FY 2014 Council Priorities are as follows:           Repair, replace, maintain infrastructure (streets & utilities) Fund existing and consider expanded recreational services Address Core Services Maintenance Facility Complete Rio de Flag Retain, expand, and diversify economic base Complete Water Policy Review financial viability of pensions Review all commissions Zoning Code check in and analysis of the process/implementation Develop an ongoing budget process Regional Plan (2001) Priorities are as follows:           Land Use Commercial Development Industry and Employment Housing and Neighborhoods Cost of Development Transportation Open Space, Parks, Recreation and Trails Community Character and Design Natural and Cultural Resources and the Environment (includes Water Resources) Community Facilities and Services (includes Public Safety) Other Management Priorities are as follows:   Effective Governance Resiliency and Preparedness Efforts Annual Financial Plan Page 18 City of Flagstaff City of Flagstaff June 18, 2013 Dear Mayor and Council, How we spend the public's money is our most important business. Every year we are challenged with more demands for public services than our resources enable. However, FY14 might be the most challenging we have seen in the last five years as we deal with the lingering effects of the Great Recession and pent up demand for municipal services. Due to a robust process, good discussion and debate, and some difficult choices, this budget accomplishes some lofty goals. The Goals In July of 2012, the Council identified its goals and objectives for the next two years. Chief among those were maintaining quality infrastructure. At the November Budget Retreat, staff presented information on infrastructure planning. We looked at Fleet, Facilities, Streets, Utilities, Airport, Stormwater and Parks. To fully understand how to maintain the City’s critical infrastructure, we framed our assessment of the City’s projected infrastructure needs in three distinct ways. GOAL: Maintain the Current Condition of our Critical Infrastructure – Stop the Bleeding First, we asked, "If we keep funding this component of infrastructure at the FY13 level, will the condition of the infrastructure get better, worse or remain the same?" In no instance would the condition of the infrastructure get better. In most instances, the condition would get worse. In other words, the municipal corporation patient was bleeding. So we then asked, "What will it cost to stop the bleeding and maintain the current condition of our infrastructure?" The answer is $1.6 million in ongoing dollars across all funds including $390,000 in the General Fund. However, this number did not include pavement preservation. That added an additional $26 million in ongoing dollars. GOAL: Upgrade the Condition of our Critical Infrastructure – Close the Gap To better understand our targets for infrastructure, we asked, "Once we stop the bleeding and maintain the current condition, what will it cost to upgrade the City’s critical infrastructure to the generally accepted standard?" Combining both one‐time and ongoing dollars, the answer was an intimidating $135 million, including almost $52 million in street construction and $9 million in the General Fund. Arizona Relay Service 7-1-1 211 West Aspen Avenue, Flagstaff, Arizona 86001 Main & TDD (928) 774-5281 Fax (928) 779-7696 GOAL: Maintain the Upgraded Condition of our Critical Infrastructure – Maintain Lastly, we asked, "If we were to achieve the generally accepted standard, what will it cost annually to maintain the infrastructure component at that target condition while also stopping it from failing back into disrepair?” That answer was $8 million City‐wide including approximately $4.3 million in street construction and $750,000 per year in the General Fund. At the conclusion of that November 2012 retreat, Council and Management established goals of "stopping the bleeding" first; building capacity in the budget to “maintain” infrastructure at the desired condition second, and then finding the dollars to bring infrastructure up to the standard—“close the gap”‐third. From November until February, Council engaged in a series of mini budget retreats to learn more about specific City services and determine if there was any Council desire to shift service levels or eliminate services entirely to help accomplish these goals. There was great discussion and inquiry; however, there were no obvious areas that a Council majority desired to eliminate. Further, there was a Council consensus that employee compensation issues were a priority and needed to be addressed. Updated salary survey information demonstrated that City employees were, on average, 11% below the market average. Moreover, while pay cuts had been restored in April 2012, no raises had been awarded since 2009 during which time employee health insurance and retirement contributions had risen and health insurance benefits had decreased. GOAL: Address Employee Compensation At the February Budget retreat I presented the goal of a 3.2% market adjustment for all employees. This required approximately $1.5 million across all funds, including $1.2 million in the General Fund. Therefore, the goals of “Stop the Bleeding” and “Address Employee Compensation” set a combined target of $1.6 million in the General Fund in addition to any other possible funding towards pavement preservation (streets). Council has met this goal, plus appropriated another $1 million in ongoing dollars and another $1.45 million in one‐time dollars for street repairs which is approximately a 210% increase in funding over the FY13 level. The overall cost of meeting the infrastructure and compensation goals is $2.6 million in on‐going dollars in the General Fund. Other Considerations Also at the February retreat, Council expressed a desire to see a balanced approach towards funding these goals among: budget cuts, re‐allocations across funds, and new revenues. Lastly, Council agreed to explore, within a larger transportation context, more significant revenue increases to address the large one‐time amount necessary to bring the condition of Flagstaff streets up to a generally accepted standard. Annual Financial Plan Page 20 City of Flagstaff The Starting Point From a revenue perspective, the City can firmly say that we are back in a growth situation. That is the good news. The bad news is the revenue growth is barely outpacing the inflationary growth of key expenditures. Let us review: General Fund and Highway User Revenue Fund (HURF) Revenue projections show that local sales tax (1%) will generate approximately $1,080,000 in new dollars in FY14. Initial state shared sales, income and auto taxes anticipated $80,000 in growth. Revised income tax projections added another $450,000. Revenue from building permits is expected to grow by $315,000. That's $1,925,000 in new revenue. This revenue would be very helpful in achieving the aforementioned goals, except the inflationary growth in fixed costs. City (employer) contributions to pensions for public safety personnel are expected to increase $555,000 in FY14. City contributions to non‐public safety employees are also expected to increase $55,000. Participation in these state pension plans is mandatory. Furthermore, neither employers, such as the City, nor employees control the benefits or the contribution levels. These are set by the State Legislature and administered primarily by State boards. Obligations associated with the FY13 "triggers", including a 0.6% increase in pay and bringing the “job families” that were more than 25% below the market to 20% below the market, will cost a combined $400,000. Health insurance increases from FY14 are budgeted at $110,000 more than FY13. Workers compensation premiums increased $152,000. Additionally, property and casualty insurance is expected to increase another $211,000. General Fund utility increases came in around $20,000 and were offset with adjustments to other utility accounts. This leaves a starting point of approximately $442,000 to address the above listed $2.6 million infrastructure and employee compensation goals, or a $2.2 million deficit. HURF revenues are expected to increase $400,000 due to a reduced State sweep. There is also a potential for an additional $200,000 in LTAF funding. Rezones in Streets total $40,000. This results in a starting point of $560,000. Annual Financial Plan Page 21 City of Flagstaff BBB The Bed Board and Beverage (BBB) tax continues to see growth. Aggressive efforts to stimulate our tourism industry at the very start of the recession have paid off as our reductions in BBB tax collections were minimal and short‐lived. BBB revenues are expected to grow by 5% over last year's budgeted amounts. This means new revenue in the Arts & Sciences (7.5%), Beautification (20%), Economic Development (9.5%), Recreation (30%), and Tourism (33%) fund allocations. In most cases, the 5% growth more than pays for a 3.2% compensation increase for employees who work in these funds and the associated increase in infrastructure costs needed to "stop the bleeding." This leaves some capacity for additional expenses. While the BBB funds are prohibited from transferring dollars to the General Fund to pay for non BBB related expenditures (like Police, Fire or Community Development), there are General Fund expenditures that could be transferred to different BBB funds. I will refer later to this as "fund re‐allocation." Library Fund The Library Fund is somewhat complicated because it serves as the fiscal agent for Flagstaff and all County libraries. There is a Library District property tax that all Coconino County residents pay (including those who live inside the Flagstaff city limits). The Flagstaff libraries (Main and the East Flagstaff Branch) are funded 67% with district funds and supplemented with 33% General Fund dollars. County libraries are broken into two groups under our system: Branches and Affiliates. Branch libraries (Tuba City, the Jail, Grand Canyon, Havasupai, Forest Lakes and the Bookmobile) are funded entirely with District money but show up in the approximately $3.5 million Library budget because they are managed by the Main Library. County Affiliate libraries (Fredonia, Supai, Page, Sedona, Williams and the County Law Library) are separate entities and while their funding passes through the City, they have zero impact on the Flagstaff budget. The Flagstaff and County Branch libraries face a very difficult revenue starting point. The assessed value for the Library District dropped 13%. This means, if the property tax rate is held constant, the revenue will drop approximately $670,000 in FY14 versus FY13. This equates to about a $340,000 drop in revenue for Flagstaff libraries and a $330,000 drop in revenue for the County Branch libraries. On the expenditure side, the Library starts the fiscal year with a $30,000 deficit due to funding needs for fleet infrastructure replacement. Additionally, the Library has undergone a two year evaluation of its employee classification and organizational structure. In short, this evaluation found a number of employees were not properly classified and the overall organizational structure was extremely outdated. To correct both of these deficiencies will require $172,000 in additional ongoing dollars. The cost of the employee market adjustments equals Annual Financial Plan Page 22 City of Flagstaff approximately $60,000. Together, this totals $262,000 in new expenditures on top of a $340,000 revenue decrease for a total starting point of negative $602,000. Environmental Services There are two principal programs in the Environmental Services Fund‐‐Solid Waste and Sustainability and Environmental Management Section (SEMS). FY14 will mark the split of these two programs into different funds as they have unique revenue sources. Therefore, I will treat them as two separate entities for the purposes of balancing revenues against expenditures. Solid Waste: Solid Waste anticipates $59,700 in new revenues attributed to increased tonnage and rates associated with the landfill. In addition, Solid Waste anticipates salary savings in the amount of $70,500. The cost of providing the employee compensation market increases and infrastructure budgeted expenses also total $118,200. With the separation of these two principal programs, the Hazardous Products Center (HPC), which is currently funded in the SEMS budget, will be fully funded out of the Solid Waste budget. The purpose of the HPC, located at the landfill facility, is to divert hazardous waste from entering the landfill. This facility and the services it provides drastically reduce additional clean‐up and monitoring costs in future years. The cost of the HPC is approximately $225,000 per year. It is off‐set by $65,000 in revenue generated by the HPC. (Net $160,000 cost to operate.) Additionally, the separation of SEMS from Solid Waste also separates the indirect charges. This equals approximately $80,000. Therefore, Solid Waste starts with an $80,000 deficit. As an operational note, SEMS will continue to administer the HPC program. SEMS: SEMS revenue comes from the $4 per month Environmental Management Fee collected on City utility bills. There is no anticipated growth associated with this revenue source but will show a $21,500 deficit. However, with the separation from Solid Waste, SEMS will not be burdened with the $160,000 in operating costs associated with the HPC. Before that $160,000 is re‐allocated within SEMS, the section will need to pay a share of indirect costs (i.e. their proportionate share of administrative overhead such as legal, human resources, information technology, etc.) that totaled $76,365. They will also need to cover the cost of the employee compensation market increases which equal approximately $20,000. This leaves a starting point of $40,000 to the positive. Utilities The Utilities Division manages two funds: Water/Wastewater/Reclaim (WWR) and Stormwater. The WWR Fund will experience a $518,000 increase in revenues associated with its growth in new customers and a rate increase that went into effect January 1, 2013. However, the $518,000 increase in revenues was already budgeted for capital and operational increases in the five year plan. The WWR starts with a $120,000 deficit in order to accomplish the 3.2% market adjustment. Annual Financial Plan Page 23 City of Flagstaff Stormwater Stormwater is anticipated to receive $25,500 in additional revenue associated with growth in new customers. The cost of the market increases is $12,000. Therefore Stormwater has some capacity for additional expenditures as its starting point. Flagstaff Housing Authority The FHA faces a very challenging year due to sequestration at the federal level. FHA’s funds come almost entirely from HUD and rents collected. With sequestration at the federal level, FHA is receiving HUD funding at 69% of formula grant amount for Section 8 administrative funding, 82% for Section 8 housing funding and 91% percent for public housing funding. All cuts will be fully absorbed within the FHA budget. This may mean fewer vouchers in Section 8. Action has been taken to implement administrative and maintenance decreases in public housing. Solutions ‐ Expenditure Changes, New Revenue and Reallocations Each fund has a unique starting point and therefore poses different challenges for reaching Council goals and achieving a balanced budget. General Fund and HURF As noted above, the budget goal of the General Fund was to fund $1.2 million in market increases to employee compensation, $390,000 to maintain current conditions of the City’s fleet and facility infrastructure, and $1 million in pavement preservation (streets). In addition, the Budget Team was presented with the opportunity to take BBB‐Parks to a level 2 maintenance standard when Council approved the Parks and Recreation Master Plan. To improve BBB Parks to a level 2 requires $200,000 in additional revenue transfer from BBB – Recreation. Additional expenses anticipated in FY14 include a potential $100,000 in ongoing dollars to cover the decision by the local and state PSPRS board to admit the six Airport Fire and Maintenance Workers into the Public Safety pension. This also has a possible one‐time price tag of $400,000 in back contributions to the plan. There are three other areas approved for additional funding. First, there is a need for a full time switchboard operator. As we have made budget cuts over the years, we have reduced some of these positions devoted to customer service. As such, we have seen increased complaints and challenges as citizens try to reach the personnel they need. It is time to devote some resources to the front line and recommend funding a full time switchboard operator. Further, we have identified $77,000 in request for service level adjustments (RSLs) which were itemized in the Council FY 2014 Budget Retreat Packet. An additional $434,000 in requests was approved using other funding sources, including Quality Infrastructure Cabinet, IT Capital, Bonds, SEMS fee, etc. Second, Council approved a $50,000 transfer from the GF to the Library Fund that will be described in detail in the Library Fund section. Annual Financial Plan Page 24 City of Flagstaff Lastly, the FY13 trigger to move those positions that were more than 25% below the market average included adjusting the Police Department pay plan; however, funding for the FY13 trigger did not fully cover this adjustment. This, combined with some approved reclassifications within other General Fund programs, will cost $92,000. Increase to On‐Going Expenditures – General Fund Compensation QIC – Fleet, Facility and Parks Infrastructure Street Infrastructure Airport PSPRS BBB‐Parks to Level 2 Switchboard, Planner and RSLs Library Reclasses Total $1,200,000 $390,000 $1,000,000 $100,000 (Offset) $200,000 $342,000 $50,000 $32,000 $3,314,000 As noted above, we start with approximately $442,000 in new revenues from existing sources. This leaves approximately $2.8 M in unfunded expenditures. To address these specific additions in funding, we looked at three sources: 1) reduce General Fund expenditures, 2) increase revenues, and 3) reallocate expenditures to other funds. The pie chart below illustrates how we used those three tools to balance the General Fund and HURF Fund. A detailed list of what constitutes these numbers can be found in the Council FY 2014 Budget Retreat Packet. GENERAL FUND: Reduced Expenditures, Reallocations and New Revenue Increased Revenue $415,000, 14% Reduced Expenditures, $950,000, 32% Reduced Expenditures Reallocations Increased Revenue Reallocations, $1,617,000, 54% Annual Financial Plan Page 25 City of Flagstaff While there are numerous cuts to expenditures in the General Fund, I want to call your attention to several more prominent cuts. First, consistent with the Innovations Committee recommendation, but contrary to the recommendation by the Parks and Recreation Commission, I will not be filling the vacant Community Enrichment Service Director position. The Recreation Section will report to the Public Works Director and the Library will fall under the Management Services Director. Second, related to Community Enrichment Services, there will be reduced hours at the Aquaplex and Flagstaff Recreation Center. The Aquaplex will close 1 hour earlier Monday through Friday (9:00 p.m. instead of 10:00 p.m.). Flag Recreation Center may open an hour later Monday through Friday (2:00 p.m. instead of 1:00 p.m.). Third, three police officer positions (2 providing municipal court security and 1 providing training) will be accomplished with civilian rather than sworn personnel, and in the case of the Municipal Court, a contract for security. One firefighter/paramedic position will be accomplished with part‐time employees. Both of these moves enable the organization to continue to offer the service but with reduced pension costs that save money overall. Fourth, there is a $200,000 reduction in salary costs associated with a new vacancy savings program. All General Fund positions that become vacant during the year shall be held unfilled for at least 30 days. In those cases where a 30 day vacancy is not possible, the Division will need to cut the equivalent amount from elsewhere in their budget. In terms of new revenue, I will highlight three new sources. First, is an increase in recreation fees that will generate $170,000 in FY14. The specifics of that proposal can be found on‐line as all fee increases must go through a separate adoption process that will conclude in July. Second, is $120,000 increase associated with applying the City’s 1.72% sales tax to water bills. Finally, we will be implementing a fee for the materials testing lab. Community Development will be outsourcing this service and recouping the fees associated with it from developers who will eventually be conveying infrastructure to the City. Additionally, Spring of 2013 has seen a dramatic increase in the number of applications for new development. In order to avoid increasing personnel costs, we have contracted with a private firm to review building permits (paid for with 100% cost recovery of this fee). This works because plans are compared against pretty black‐and‐white building codes. Planning reviews are compared against more interpretive zoning codes. Therefore, contracting‐out current planning functions is not productive. The preference is to avoid adding staffing in an area where work flow rises and falls pretty fast. Therefore, the Neighborhood Planner position will be recruited with the ability to handle current planning tasks when needed. In addition, 1 FTE will be added. This potential position will be funded strictly with plan review fees. To accomplish this requires increasing plan review fees from 50% cost recovery to 60% cost recovery. Annual Financial Plan Page 26 City of Flagstaff This budget also restores $100,000 towards snowplowing. In FY13 there was a policy change adopted to only plow residential streets when at least four inches of snow had fallen. While that policy was no revoked, these dollars are intended to soften the impact with additional plowing in particular circumstances. Additionally, $40,000 was allocated to increase sweeping in spring months on residential streets. One‐Time Dollars The previously discussed revenue and expenditure changes are all “on‐going” meaning these are changes that are balanced into the next five years at least. Every year, there are also “one‐ time” revenues that are available for one‐time expenditures. For FY14, there is $1.6 million in the General Fund and $1,265,500 in HURF. The principle recommendation of the one‐time expenditures is $900,000 to pavement preservation. This brings the FY14 total for pavement preservation to $3.60 million ($1.15 million base, $1 million GF new on‐going expenditure, and $1.45 M in one‐time dollars). Another recommendation includes $400,000 in one‐time dollars to fund back contributions for Airport Fire and Maintenance workers if they are allowed to join PSPRS as the State board has ruled. $910,000 is recommended for one‐time RSL’s in the General Fund. A list of these are included in the Council FY 2014 Budget Retreat Packet and includes roof repairs for the LEAF building. BBB BBB‐ Beautification This budget will transfer $66,000 in expenses from the General Fund to Beautification including funding maintenance of Townsite trees and a portion of median maintenance, which were formerly paid for by HURF. FY14 will also serve as a planning and preparation year for a notable change in an operational aspect of this fund. For background, BBB Beautification pays for the construction and maintenance of medians and streetscaping. The maintenance portion is accomplished by transferring dollars from BBB‐Beautification to Parks who perform the actual maintenance. In FY14, the BBB‐Beautification fund manager will prepare a more precise scope of services necessary to maintain the medians and streetscaping. Once accomplished, that scope of service will be put out to bid. Private sector and Parks will have the opportunity to bid on that maintenance contract. BBB‐Economic Development This budget will reduce the General Fund transfer by $90,000 and have BBB‐Economic Development absorb the ongoing funding for the ECONA contract which was previously borne by the General Fund. This relieves the GF of $90,000 in Economic Development expenses. The ability to do this comes in part by transferring the contribution to the Science Foundation ($50,000) from BBB‐Economic Development to BBB‐Arts and Sciences. Annual Financial Plan Page 27 City of Flagstaff BBB‐Tourism As you may recall earlier in this letter, this fund has $164,000 in new revenue associated with the BBB tax generating more income. With this budget, we will transfer the expense to run our Special Events program from the General Fund to Tourism. It also transfers our GF expenses associated with the Cardinals and Fireworks to this fund. These combine for approximately $126,000 in decreased expenditures for the General Fund and equal increases in expenditures for BBB Tourism. Approximately $38,000 formerly used to help sponsor the Arizona Cardinals training camp in Flagstaff was redirected to maintain Library hours that would otherwise been cut. The budget also granted RSLs for improved custodial service at the Visitor Center and some software upgrades. Lastly, with a healthy fund balance in this fund, a $100,000 in one‐ time dollars has been appropriated to increase marketing in FY14. BBB‐Arts and Sciences This fund grew by $25,000; yet, we are asking it to absorb the $50,000 commitment made to Science Foundation Arizona and cut neither the Flagstaff Cultural Partners appropriation nor the Public Arts appropriation. This will require dipping into fund balance, which has sufficient funds to accomplish these goals. Long‐term, we have reached agreement with the Science Foundation to reduce the City contribution from $50,000 to $25,000 over the next several years. BBB‐Recreation To fund ongoing Recreation operations and free up General Fund capacity, this fund will absorb $250,000 in ongoing recreation expenditures. It will also absorb $200,000 in Park Maintenance costs to increase BBB‐Parks from a level 3 to a level 2 in accordance with the Park and Recreation Master Plan. Library Fund As noted above, this fund starts with a $602,000 deficit. The city requested that the Library District hold the property tax levy flat. This means the property tax amount stays the same but it requires the tax rate to increase. The net effect is no change in dollars to the tax payer. This would restore approximately $340,000 in funding to the Flagstaff libraries. As of the writing of this letter, the County Board of Supervisors have agreed to a partial rate change that should offset $250,000. The balance of the cuts will be offset with reserves in the fund. At a constant rate of funding, this would allow the reserves to maintain services for up to six years. This may be sufficient time for assessed values on properties to rebound from the 13% reduction seen this year. Even with the increased rate and use of reserve funds, balancing the library budget will require the transfer of $100,000 in funding for circulation materials from the ongoing funding to the one‐time funding. It will also require increasing the contribution from the General Fund to the Library Fund in the amount of $50,000 to fund the library personnel reclassifications. Annual Financial Plan Page 28 City of Flagstaff Utilities WWR The WWR Fund sees a $518,000 increase in revenue that is offset with increased expenditures in electricity and maintenance. Therefore, as noted above, Utilities starting point is a $120,000 deficit in order to fund the compensation increases. Consequently, they will make the reductions listed in the Council FY 2014 Budget Retreat Packet. Review of that appendix reveals that these are across the board small changes to various accounts, most of which just won’t see the anticipated increase that new revenue was going to bring. Stormwater While Stormwater is able to address the increases in compensation with increased revenue from additional users, the broader goal Council set during a mini‐budget retreat was to show at least equal distribution between planning and construction. This budget accomplishes this. There is approximately 45% appropriated to planning and administration functions and 55% allocated to construction and maintenance functions. Environmental Services Fund As noted above, we will be splitting this Fund into “Solid Waste” and “SEMS.” Solid Waste Solid Waste has a starting point of negative $80,000. This means various cuts must be made in order to balance the fund. Consequently, we are eliminating a 1/3 time position, reserving salary savings and billing for downtown commercial services. SEMS Sustainability and Environmental Management Services Fund started with $60,000 in capacity. Additionally, we are concluding the APS Green Choice purchasing program due to our robust photovoltaic program. This saves an additional $27,000 a year. Consequently, SEMS will pay for the Greater Flagstaff Forest Partnership (GFFP) base contract, half of the wildland leadworker position, maintenance of open spaces such as Picture Canyon, and a ½ time volunteer coordinator focused upon graffiti removal. Other Funds The Flagstaff Housing Authority will balance its operating expenses to revenues, including market adjustments for employee compensation through various reductions as noted above. The Airport Fund will see a $25,000 increase to its revenue which will offset an approved reclass/rezone and needed utility increases. The Airport will fund its market adjustments and recent reclassifications by reducing other operating expenditures in the amount of $14,600. However, the addition of ARFF workers to the PSPRS will require a $100,000 transfer from the General Fund. Annual Financial Plan Page 29 City of Flagstaff Conclusion The previous eleven pages are indications about how challenging it has been to accomplish our lofty goals while maintaining our broad array of well‐loved municipal services. This budget enables a 210% increase in budgeted street repairs, a 3.2% increase in employee compensation, and improving half of our Parks to the Master Plan benchmark. It also addresses two significant budget difficulties. One associated with the Library District and the other associated with the pension plan of Airport Maintenance Workers. Additionally, this budget decreases property taxes. While the primary property tax revenue is held flat (except for the addition of new construction), secondary property taxes will fall by approximately 13% and library district taxes will also be reduced. These are important measures for tax payers in a weak recovery from a severe recession. I extend my appreciation to Council and staff for their hard work and many hours pouring over each detail of this budget to find creative ways to accomplish its goals. Respectfully submitted, Kevin Burke City Manager Annual Financial Plan Page 30 City of Flagstaff The City of Flagstaff Service At A Higher Elevation Mission To protect and enhance the quality of life of its citizens Vision The City of Flagstaff is a safe, diverse, vibrant, and innovative community with a unique character and high quality of life. The City fosters and supports a balance of economic, environmental, educational, and cultural opportunities. Values Teamwork Accountability Communication Quality Leadership Annual Financial Plan Page 31 City of Flagstaff Annual Financial Plan Page 32 City of Flagstaff requirements, capital needs, debt burden, and strong reserves for future needs and contingencies. BUDGET OVERVIEW The City of Flagstaff FY 2014 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 2014; Debt Structure; and the Fund Balances, which are the operating framework of the Financial Plan. TOTAL APPROPRIATIONS 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 Solid Waste Environmental Management Stormwater Utility Flagstaff Housing Authority 18,195,706 31,993,929 11,011,453 12,718,188 11,081,675 6,116,924 5,955,798 5,932,025 41,929,689 38,029,474 60,507,945 243,472,806 $ General Administration Management Services BBB (A) Community Development Economic Vitality Fire/Police Utilities Public Works Airport Environmental Services Stormwater Flagstaff Housing Authority Non Departmental Reserves/Contingencies 15,718,170 9,638,072 1,726,440 11,384,327 1,001,509 1,471,171 990,000 41,929,689 $ (B) Other Revenue: Licenses and Permits Vehicle License Tax Charges for Services Fines and Forfeits Interest on Investments Misc Revenue 7.5% 13.1% 4.5% 5.2% 4.6% 2.5% 2.4% 2.4% 17.3% 15.7% 24.8% 100.0% $ $ (A) BBB Tax Funds: Beautification Tourism Economic Development Arts and Science 1,310,180 2,543,750 2,991,133 1,115,151 590,921 29,478,339 38,029,474 $ Fund Bal. & Other Financing Res., 24.8% Other Revenue (B), 15.7% Public Works 11.4% Sales/ Franchise Taxes, 7.5% Library District Tax, 2.5% Environ Svcs 4.2% Stormwater 2.3% Econ Vitality 0.3% Non-Dept 35.6% Comm Dev 3.2% BBB 4.0% Transportation Tax, 4.6% Contingencies 2.4% Mgmt Svcs 4.1% Gen Admin 3.5% "WHERE THE MONEY GOES TO" $243,472,806 "WHERE THE MONEY COMES FROM" $243,472,806 Annual Financial Plan Airport 3.9% Fire/Police 11.5% State Revenue, 5.2% Highway User Tax, 2.4% $ 6,241,010 1,879,658 968,885 642,206 9,731,759 3.5% 4.1% 4.0% 3.2% 0.3% 11.5% 11.1% 11.4% 3.9% 4.2% 2.3% 2.5% 35.6% 2.4% 100.0% FHA 2.5% Property Taxes, 4.5% BBB Tax, 2.4% $ 8,470,643 10,081,306 9,731,759 7,700,899 832,978 27,903,423 26,946,257 27,772,385 9,427,901 10,157,897 5,508,079 6,183,620 86,580,409 6,175,250 243,472,806 Utilities 11.1% Intergovern. Revenue, 13.1% Enterprises (A), 17.3% $ Page 33 City of Flagstaff The following graphs depict the major classifications of appropriation for the total FY2014 budget and expenditures by major types. TOTAL APPROPRIATIONS Operations Equipment Capital Improvement Projects Debt Service Reserves/Contingencies $ $ 106,841,104 6,950,225 107,224,567 16,281,660 6,175,250 243,472,806 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. TOTAL APPROPRIATIONS (all funds) OPERATING BUDGET * General Administration Community Development Management Services Economic Vitality Fire Police Public Works Utilities Non-Departmental Equipment, 2.9% Operations, 43.9% Reserves/ Contingen's, 2.5% Capital Improv Projects, 44.0% Debt Service, 6.7% * Exclusive of Debt Service $ $ 8,470,643 13,482,822 10,022,111 5,547,672 9,904,847 17,258,026 20,716,858 12,401,158 9,036,967 106,841,104 $ 16,281,660 OPERATING BUDGET EXPENDITURES BY TYPE Personal Services Contractual Commodities Capital $ $ 60,577,488 61,807,562 8,541,655 112,546,101 243,472,806 Utilities, 11.6% Fire, 9.3% Economic Vitality, 5.2% EXPENDITURES BY TYPE (all funds) Personal Services, 24.9% Non-Dept, 8.4% Contractual, 25.4% Mgmt Svcs, 9.4% Community Dev, 12.6% Capital, 46.2% Annual Financial Plan Commodit., 3.5% Public Works, 19.4% Police, 16.2% General Admin, 7.9% General Administration activities comprise 7.9% of the budget ($8.5 million). The sections within this Division provide for the overall management and administration of the City, as well as enforcement of municipal laws through legal support and the courts. This division consists of City Manager, City Clerk, City Attorney, City Court, Human Resources, Risk Management, Real Estate Program and Information Technology. Page 34 City of Flagstaff Community Development (CD) comprises 12.6% 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. Management Services comprises 9.4% of the operating budget ($10.0 million). The division encompasses those activities that provide administrative support and services including financial services, budgeting, purchasing, customer service, grants management and sales tax. In addition, the division includes the operations of the City/County public library system. Fire Department services comprise 9.3% of the operating budget ($9.9 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. Police Department activities comprise 16.2% of the operating budget ($17.3 million). Public safety programs provide personal safety in the community by promoting a community free of crime and assured response in emergency situations. Public Works activities are provided by seven sections that account for 19.4% of the operating budget ($20.7 million), excluding the debt service requirements for streets ($500,000) Core service facility ($250,000) and USGS facility ($700,000). The services provided include: recreation services, solid waste operations and sustainability, environmental management services, cemetery operations, maintenance of all public facilities and public infrastructure including streets and parks, fleet services, and transportation services. Economic Vitality activities comprise 5.2% of the operating budget ($5.5 million) excluding debt service requirements for Airport ($300,000) and Business Incubator ($200,000). The division includes the following sections: Community Investment, Tourism and Visitor Center, Airport, Arts and Science, Urban Design, Streetscape, and Economic Development. Utilities comprises 11.6% of the operating budget ($12.4 million), excluding $4.2 million debt service requirements. There is one administrative section responsible for management of water, wastewater, Annual Financial Plan 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. Non-Departmental operations comprise 8.4% of the budget ($9.0 million) exclusive of $10.0 million debt service. Some sections are contractual in nature and include Contributions to Partners. The Council and Commission, Transit, Special Assessment, Capital Projects and Non-departmental budgets account for expenditures that benefit City operations as a whole. 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. FORMAT The Division Detail presents each operating activity at the Section level with each Section’s Mission, Program Description, FY 2013 Accomplishments, FY 2014 New Initiatives and Goals, Performance Measures, and Financial Summary. The performance measures look at the efficiency and/or effectiveness at the program level. 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 2012, the Estimated Actual for FY 2013, and the Adopted Budget for FY 2013 and FY 2014. Expenditures are shown by category and programs. Page 35 City of Flagstaff 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:     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.) 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. 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 Page 36 City of Flagstaff RELATIONSHIP BETWEEN FUNDS, DIVISIONS, AND SECTIONS FUND TYPE GOVERNMENTAL GENERAL FUND DIVISION SECTION General * General Administration City Manager Human Resources Risk Management Law Information Technology City Court Customer Service Management Services Administration Tax, Licenses and Revenue Collection Purchasing Finance and Budget Community Development Administration Capital Improvements Planning & Development Services Engineering Housing Fire Police Public Works Administration Parks Fleet Services Cemetery Public Facilities Maintenance USGS Facilities Recreation Community Investment Council and Commissions Contributions to Partners Real Estate Proceeds Facility Improvement Debt Non-Departmental Library Street Maintenance Transit-NAIPTA 4th Street Overpass Safe to School Safety Improvements Flagstaff Urban Trail System Beautification General Administration Streetscapes Economic Development Convention and Visitors Bureau Visitor Services Arts and Science Recreation-BBB Community Redevelopment Flagstaff MPO EDA Revolving Loan G.O. Bond Fund Secondary Property Tax Special Assessment Perpetual Care General Fund Capital Projects Management Services Community Development Fire Police Public Works Economic Vitality Non-Departmental SPECIAL REVENUE Library Highway User Revenue * Transportation * Management Services Public Works Non-Departmental Flagstaff Urban Trail System Beautification Community Development Economic Vitality Economic Development Tourism Economic Vitality Economic Vitality Arts & Science Recreation Housing and Community Service Metropolitan Planning Organization EDA Revolving Loan - Econ. Dev. G.O. Bond Fund DEBT SERVICE Secondary Property Tax Special Assessment * Perpetual Care PERMANENT CAPITAL PROJECTS Capital Projects Bond Economic Vitality Public Works Community Development Community Development Economic Vitality Non-Departmental Non-Departmental Non-Departmental Non-Departmental Non-Departmental PROPRIETARY ENTERPRISE Utilities * Utilities Airport * Solid Waste Environmental Management * Stormwater * Economic Vitality Public Works Public Works Utilities Utilities Community Development Flagstaff Housing Authority * * Major Funds based on the FY 2012 CAFR Annual Financial Plan Page 37 Utilities Administration Lake Mary Water Treatment Plant Water Distribution Booster Stations Wildcate Wastewater Treatment Plant Wastewater Collection Wastewater Monitoring Rio De Flag Wastewater Treatment Plant Airport Solid Waste Sustainability and Enviromental Mgmt Rio De Flag Stormwater Utility Flagstaff Housing Authority City of Flagstaff 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 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 2014. The Capital Improvement Plan (CIP) for FY 2014 lists projects, costs, and funding sources in the Capital Improvement (CIP) Section. A detailed listing of personnel and changes over the last five years is provided in the Appendix Section. City Council February Budget Retreats BUDGET CALENDAR (Total of 2 Days) November 14-15 Fall Council Retreat December Budget Module available to all Divisions December 12 Mini Budget Council Retreat January Selective Program Review with Budget Team and Division Managers January 4 Capital improvement and equipment requests reviewed by Capital Improvements and Purchasing January 11 & 22, February 4th Mini Budget Council Retreat February 14 Winter Council Retreat (After Public Hearing) February 25 March 11 Review with Department Heads and City Manager Implementation of Budget April 24 - 26 Council Study Sessions Proposed Budget available to public June 4 Tentative budget hearing and Tentative budget adoption June 4 Truth in taxation hearing June 5 Notify Property Tax Oversight Commission of Compliance with Truth in Taxation June 18 Final budget hearing and Final budget adoption July 2 Adopt Property Tax Levy Review of City Manager's Proposed Budget Div. Heads/Employees Advisory Committee City Council Budget Work Session Public Hearing Property Tax Level Adoption (As needed) Adoption of Tentative Budget Adoption of Final Budget (Three Days) Property Tax Levy Adoption Budget Team: City Manager, Deputy City Managers (2), Management Services Director, Finance Director, Human Resources Director, Budget Manager and Assistant to the City 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.  The Financial Summaries section includes various schedules utilizing revenue and Annual Financial Plan Page 38 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. The Proposed Budget is presented to Council for tentative adoption on or before the third Monday in July. One public hearing is held on the content of the budget. Final adoption will occur on June 18 2013. 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. Adoption: The City operates under the State Expenditure Limitation with a permanent adjustment to the base. The first adjustment provided for an increase to the base limit to allow for the expenditure of funds resulting from the addition of a 2% Bed, Board, & Booze Tax. Flagstaff is not a Home Rule city. Alternative [Home Rule] Expenditure Control municipalities require voter approval every four years. The City received voter approval in the May 2006 general election for a second adjustment to the expenditure limitation base. This permanent adjustment was effective for the FY 2007 budget year. The Adopted Budget reflects the total funds appropriated ($243,472,806). Certain exclusions are allowed by the state [e.g., bond proceeds, debt service, grants] in computing the Expenditure Limitation ($133,177,482), and this total cannot be exceeded. 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 The City of Flagstaff has seen recent improvements in the economy. We have seen small improvements in FY 2013 in our local and state shared sales tax revenues. However, we remain below 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 the FY 2012 six year low. The economic analysts for our local and state region estimate there will be moderate improvements over the next few years with improved recovery beginning in two to three years. The City collects three different 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. Excluding the utilities tax category, the City realized declines in all but four months between November 2007 and August 2010, in comparison to the same month in the prior year. Since September 2010, the City has had increases in sales tax collections 22 out of 29 months when compared to the prior year, same month. Based on business activity through February 2013, tax revenue has increased approximately 5.23% compared to a year ago. However, if utilities taxable business activity is included, the number becomes an increase of 4.77%. The three major categories of local sales taxes have all seen increases. Construction is up approximately 12.24%, hospitality is up approximately 3.05%, and retail is up approximately 6.17%. Current sales tax estimates are approximately $850,000 higher than what was recognized in FY 2012. Budget authority can be transferred between line items within a Section. At year-end, Division budgets Annual Financial Plan Page 39 City of Flagstaff The second sales 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 expiration date for this tax nears, the city will reevaluate the transportation needs of the community to propose how any future transportation tax is allocated. As similar sales are taxed with this source, revenue projections follow the same trends as the general sales tax. The third sales tax is a Bed, Board, and Beverage (BBB) tax that collects an additional 2% for hotel/motel and restaurant/bar transactions. 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 2013. Revenue in this category is expected to increase approximately $298,000 over budgeted revenues. 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. State shared revenue consists of both a distribution of sales tax and income tax. These distributions are made based on a city or towns’ relative share of population in comparison with all other cities and towns. Except during census years, Flagstaff’s population is determined by the Arizona Department of Economic Security based on a number of factors including new homes and student enrollment. The State has experienced a similar recovery in revenues as the City. The City estimates that FY 2013 revenues will be approximately 1.0% higher than budgeted. Highway User Revenue (gas tax) funds are projected to end above the FY 2013 budget. For FY 2014, the City anticipates that the State will continue to redirect the revenues to fund the Department of Public Safety. These revenues are distributed based on a fairly complex Arizona Department of Transportation formula, based in part on the amount of fuel purchased in our region. As fuel prices have decreased, we anticipate Flagstaff tourism to increase as we are a popular drive destination for Las Vegas, Los Angeles, and Phoenix; however that trend is not yet evident in our monthly receipts. Property tax revenues are projected to be flat even though property tax valuation continue to decrease. This occurs as there is an approximate 18 – 24 Annual Financial Plan month lag in home valuation and property tax assessment payment, and primary property taxes are based on limited assessed valuation. The State of Arizona caps the primary property tax revenue increases at 2% on an annual basis. Council directed staff to use a flat levy on property assessments, meaning to adjust the rate based on assessed values to provde the same level of revenues. Homeowners will realize a 18% rate increase from $0.7131 to $0.8429 per $100 of assessed value to comply with council direction. With declining assessed values, the average property owner should see no increase in the city primary property tax. Going into this budget season, management wanted to assess possible ways the City could reallocate resources to help with deficiencies in infrastructure shortfalls and address employee compensation. This would mean possible reductions of service levels in one area to help sustain areas that are below acceptable service levels. At the November retreat, Council asked for further meetings to address their specific questions on various divisions. This was accomplished with four mini half-day budget retreats in December, January, and February. Divisions were given further budget direction at this time to provide scenarios of the impact of a 2.5% cut in their division. Staff also provided a list of possible allocation of expenditures between funds and new revenue opportunities and presented the options to City Council at the February retreat. After the February retreat, Finance completed the updates to all 5-year plans to provide an outlook on revenues and expenditures. The General Fund update provided additional sources for allocation due to better than expected results in state shared income tax. The majority of these revenues offset costs related to pensions, health insurance, workers compensation, and property insurance. The Budget Team then met with each division to discuss their proposed budget and impacts of the 2.5% cuts. From the meetings the Budget team determined which revenue opportunities, fund reallocations and 2.5% cuts to move forward with in the recommended budget. This created the capacity in the budget to include a 3.2% market increase for employees, additional funding for infrastructure and some additional appropriation to help support existing service levels. Details of the previous discussions can be found in the City Manager’s transmittal letter at the front of this document. Page 40 City of Flagstaff 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. 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 the City’s fleet ages, this fund reduces the impact of unexpected vehicle and equipment failures and large expenditures. This fund will be addressed annually 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 2014 is estimated at $9.7 million in the General Fund. A general fund balance equal to 15% of general fund ongoing revenues has been the City practice. During the poor economic conditions (FY 2010 – 2012), the City reduced the policy fund balance to 12% of ongoing revenue in FY 2011. The General Fund balance is currently projected to be 19% at the end of FY 2014. To provide better financial stability during poor economic times, the General Fund fund balance has increased to a minimum 17.5% in the current plans with plans to increase to 20% over the next few years. The FY 2014 budget anticipates using excess fund balance from the completion of FY 2012 to fund onetime expenditures. In addition, a portion of the current fund balance represents carry forward of expenditures in equipment and capital projects. City Council and Management Priorities – The budget guidelines set forth by the City Manager were formulated based on Council concerns and goals. The Vision Statement adopted reflects the environment on which all decisions will be made. The Vision Statement is as follows: The City of Annual Financial Plan Flagstaff is a safe, diverse, vibrant, and innovative community with a unique character and high quality of life. The City fosters and supports a balance of economic, environmental, educational and cultural opportunities. The Council then developed their ten highest City priorities. They are to: 1. Repair/replace/maintain City infrastructure. 2. Fund existing and consider expanded recreational services. 3. Address Core Services Maintenance Facility. 4. Complete the Rio de Flag. 5. Retain, expand, and diversify the economic base. 6. Complete the Water Policy. 7. Review the financial viability of pensions. 8. Review all Commissions. 9. Revisit and analyze the process and implementation for the Zoning Code. 10. Develop an ongoing budget process. The budget review process includes:  Estimated Actual Expenditures FY 2013. Sections were asked to estimate expected expenditures by line item for FY 2013. Overage and underage amounts (and reasons, theretofore) were used to adjust the recommended budget for various line items in FY 2014.  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. Page 41 City of Flagstaff 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. Total resources available for General Fund expenditures for FY 2014 are $65.9 million including the estimated beginning fund balance of $19.6 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 “C” of Financial Summaries Section and a more detailed review of major revenue categories, including historical trend information, is provided following the fund summaries. General Fund revenue/other sources compared to the year-end estimates have decreased 2%. 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. General Fund total appropriations compared to yearend estimates have increased by 26.2%. The General Fund ongoing revenues and expenses are structurally balanced in the five-year plan. Fund Balance is estimated at minimum 17.5% of operating revenues over the next five years. 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 EST ACTUAL FY2013 $ 1,290,930 2,317,339 15,403,484 17,887,500 1,110,478 18,688,621 936,123 2,533,230 5,250,000 215,100 1,626,449 $ 67,259,254 BUDGET FY 2014 $ 1,310,180 3,706,481 16,111,938 18,195,706 1,115,151 6,471,200 7,595,431 2,991,133 5,355,000 207,500 2,810,642 $ 65,870,362 GENERAL FUND REVENUES/OTHER SOURCES Local Taxes 27.6% Intergovt'l Rev (Other) 24.5% Fines/Forfeits 1.7% Intergov. Rev. (Grant) 5.6% Fund Balance 9.8% Charges for Services 4.5% Lic & Permits 2.0% Misc Rev 15.9% Interest 0.3% APPROPRIATIONS General Administration Community Development Management Services Fire Police Public Works Non-departmental Economic Vitality Community Enrichment Contingencies Prim Prop Tax 8.1% EST ACTUAL BUDGET FY2013 FY 2014 $ 8,036,576 $ 8,470,643 3,579,817 4,293,997 3,051,046 3,171,917 9,826,416 10,346,646 16,576,723 17,556,777 5,174,398 10,674,003 (2,435,115) 3,526,720 478,636 612,978 3,218,728 200,000 1,565,000 $ 47,707,225 $ 60,218,681 GENERAL FUND TOTAL APPROPRIATIONS Police, 29.2% The financial position of the General Fund remains balanced. Pub Works, 17.7% Fire, 17.2% Mgmt Svcs, 5.3% Comm Dev, 7.1% Annual Financial Plan Page 42 Non-dept, 5.9% Gen Admin, 14.1% Econ Vit, 1.0% Cont'gcy, 2.5% City of Flagstaff SPECIAL REVENUE FUNDS HIGHWAY USER REVENUE FUND The Highway User Revenue Fund (HURF) is mainly supported by transportation related taxes distributed to the Cities and Counties by the State. HURF appropriations have been significantly affected due to decreased revenue receipts over the past six years. Budgeted revenue has decreased, from FY 2009 to FY 2014, by 26.7%. REVENUES/OTHER RESOURCES HURF $ 5,955,798 Fund Balance 2,546,353 Transfers (net) 9,074,503 LTAF 200,000 Miscellaneous 540,000 Interest 6,000 Intergovernmental Revenues 36,000 $ 18,358,654 Appropriations total $17.1 million in FY 2014 and major projects budgeted includes the annual pavement maintenance program at $3.6M, Bike/Ped and Safety Improvements, West Arrowhead Improvements, and Industrial Drive and Traffic Signal Program. However, several projects have been delayed or eliminated to balance this fund over the past five years. TRANSPORTATION FUND The Transportation Fund was formed in FY 2001 as a result of voter authorization on May 16, 2000 to increase sales taxes to support four transportation issues. The tax increase is valid for twenty years. The Sales Tax revenue collected for transportation is recorded in this fund. The expenditures related to Transit and 4th Street Overpass are appropriated in this fund. Expenditures related to Safety Improvements and Street Improvements are accounted for in the HURF and FUTS funds. Appropriate transfers are made to fund the various projects that this tax supports. STREET REVENUES/OTHER RESOURCES HURF, 32.4% Projects 4th Street Overpass Safe-to-School, Pedestrian and Bike Traffic Flow and Safety Improvements Transit Service Enhancements Totals Fund Bal, 13.9% Intergov'l, 0.2% Interest, 0.1% Misc, 2.9% Transfers, 49.4% LTAF, 1.1% APPROPRIATIONS General Administration Community Development Management Services Public Works Economic Vitality Non-departmental Reserve $ $ 109,645 550,239 66,108 16,168,834 13,892 88,851 100,000 17,097,569 Appropriations total $7.2 million in FY 2014. Appropriations are comprised of $5.8 million for transit operations, and $1.2 million for debt service. Transfers include $7.3 million to the HURF Fund for Safety and Street Improvements and $535,000 to fund FUTS projects. The tax rate for transportation is 0.721%. REVENUES/OTHER RESOURCES Local Taxes $ 11,081,675 Fund Balance 4,397,568 Interest 89,000 Miscellaneous 4,500,000 $ 20,068,243 STREET TOTAL APPROPRIATIONS Pub Works 94.6% Budget FY 2014 Revenues $ 2,459,179 1,229,589 2,858,795 4,534,112 $ 11,081,675 TRANSPORTATION REVENUES/OTHER RESOURCES Econ Vit 0.1% Local Taxes 55.3% Misc 22.4% Non-dept 0.5% Mgmt Svcs 0.4% Comm Dev 3.2% Annual Financial Plan Reserve 0.6% Gen Admin 0.6% Interest 0.4% Page 43 Fund Balance 21.9% 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 seeing an upward swing in tax collections. APPROPRIATIONS/TRANSFERS General Administration $ 41,592 Management Services 251,419 Economic Vitality 5,455 Non-Departmental 6,943,202 Transfers (net) 7,867,486 $ 15,109,154 Econ Vit 0.1% The balance includes $1.2 million of Federal and State grants. Expenditures from this fund are primarily capital improvement projects. Some major projects are the BNSF Walnut-Florence Underpass, Fourth Street Trail, and the Arizona Trail. (A full project listing is located in the CIP Section). LIBRARY FUND The City operates a joint City-County Public Library with auxiliary programs in outlying county locations along with bookmobile services. $2.6 million of the funding for library operations comes from the library district tax. TRANSPORTATION TOTAL APPROPRIATIONS/ TRANSFERS Non-Dept REVENUES/OTHER RESOURCES Library District Tax $ 2,570,015 Fund Balance 873,900 Transfers (net) 896,060 Interest 37,437 Intergovernmental 3,571,909 Miscellaneous 20,474 $ 7,969,795 45.9% Mgmt Svc 1.7% Gen Admin 0.3% Transfers 52.0% LIBRARY REVENUES/OTHER RESOURCES Library District Tax 32.2% FLAGSTAFF URBAN TRAIL FUND The Flagstaff Urban Trail Fund is a new fund starting in FY 2014. Total resources available for FUTS activities are approximately $3.8 million. Approximately $550K comes from the Transportation Tax in a transfer from the Transportation Fund and $2.0 million is the transfer of fund balance from the BBB Fund. REVENUES/OTHER RESOURCES Intergovernmental 1,239,339 Transfers (net) 2,580,634 $ 3,819,973 Fund Balance 11.0% Transfers 11.2% Misc 0.3% APPROPRIATIONS General Admin Economic Vitality Management Services Public Works Non-Departmental Reserve FLAGSTAFF URBAN TRAILS REVENUES/OTHER RESOURCES Interest 0.5% Intergov'tal 44.8% $ $ Trans. (net), 67.6% 148,678 14,800 7,025,781 81,044 89,293 222,000 7,581,596 LIBRARY TOTAL APPROPRIATIONS Mgmt Svcs 92.7% Intergovt'l, 32.4% Non-Dept 1.2% Econ Vit 0.2% Annual Financial Plan Page 44 Gen Admin 2.0% Reserve 2.8% Public Works 1.1% City of Flagstaff During 1997, the County, in concert with the affected entities throughout, developed a new funding formula for the distribution of the tax. The formula provides a base amount for all entities. Any adjustments to this base is directed by the Library Council with affirmation by the County Board of Supervisors. BBB FUNDS A dedicated 2% Bed, Board and Booze sales tax collected on the services provided by lodging, restaurants and bars, was approved by voters in 1988 with a sunset clause in 10 years and extended by the voters for 15 years in the 1996 and again in the 2010 general election. The BBB tax approved by voters will expire in 2028. The funds were allocated into the following percentages: Economic Development Beautification Tourism Recreation Arts & Science Beautification Fund: Total resources available for Beautification Fund activities amount to $5.9 million including carryovers and approved grants. Expenditures from this fund are primarily for Beautification Operations and Capital Improvements in Streetscape projects. Some major projects include th the 4 Street Corridor Improvements, Butler AvenueNorth Edge, and Butler Medians. There are two transfers. A $511,000 transfer to the General Fund for maintenance of Streetscape Projects and a $2.0 million transfer to FUTS Fund which is a transfer of fund balance for the FUTS Program. (A full project listing is located in the CIP Section.) 9.5% 20.0% 30.0% 33.0% 7.5% REVENUES/OTHER RESOURCES BBB Tax $ 1,186,405 Fund Balance 4,685,665 Interest 6,120 $ 5,878,190 BEAUTIFICATION REVENUES/OTHER RESOURCES Fund Bal, 79.7% Revenue for FY 2014 is projected with 1.8% growth over 2013 year end estimates and FY 2013 estimated receipts are 5.4% 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. Interest, 0.1% BBB Tax, 20.2% APPROPRIATIONS Economic Vitality Transfers (net) Reserve $ 2,794,669 2,556,619 10,000 5,361,288 BEAUTIFICATION TOTAL APPROPRIATIONS Reserve 0.2% Econ Vit 52.1% Trans. (net) 47.7% Annual Financial Plan Page 45 City of Flagstaff Tourism Fund: Total resources available in FY 2014 are $2.4 million, of which an estimated $1.7 million is from the BBB tax. The total appropriations are approximately $1.9 million, which include $1.5 million for Tourism. Tourism includes General Administration, Marketing, Sales, Public Relations and Film Office. The Visitors Center programs account for $361,000. Arts & Science Fund: Total resources available for Arts & Science activities are approximately $800,000 including estimated revenues from the BBB tax of $445,000. Expenditures include: Public Art for $233,000, Contributions to Partner agencies for $355,000, and the Science Foundation for $50,000. The Science Foundation funding was previously included within the Economic Development Fund through FY 2013. REVENUES/OTHER RESOURCES BBB Tax $ 1,779,608 Fund Bal, Net of Transfers 508,980 Retail Sales 62,620 Miscellaneous 31,855 $ 2,383,063 APPROPRIATIONS Economic Vitality Reserve $ $ REVENUES/OTHER RESOURCES BBB Tax $ Fund Bal, net of Transfers Interest $ APPROPRIATIONS General Administration Reserve 1,879,658 50,000 1,929,658 $ 642,206 10,000 652,206 ARTS & SCIENCE REVENUES/OTHER RESOURCES TOURISM REVENUES/OTHER RESOURCES Fund Bal 46.5% Fund Bal 21.4% BBB Tax 53.2% Retail Sales 2.6% BBB Tax 74.7% $ 444,902 388,524 2,866 836,292 Interest 0.3% Misc 1.3% 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 Visitor Center (including the gift shop), Train Station Operations and General Administration. Annual Financial Plan Page 46 City of Flagstaff Recreation Fund: There is one appropriation in the amount of $1.1 million in FY 2014 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. Over the past four years, the city council has reexamined the use of these funds and now directs $550,000 to fund recreational programming and $1.4 million to fund Parks-FUTS Maintenane and Parks-BBB Recreation Fields operation. These are funded via a transfer to the General Fund. REVENUES/OTHER RESOURCES BBB Tax $ Interest Bond Proceeds Fund Balance $ APPROPRIATIONS/TRANSFERS Public Works $ Transfers (net) $ Economic Development Fund: This fund focuses 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. REVENUES/OTHER RESOURCES Lease Revenues $ 41,637 BBB Tax 563,542 Fund Balance 282,960 Transfers 261,000 Intergovernental Revenue 100,000 Interest 2,977 $ 1,252,116 1,957,568 7,000 1,100,000 1,751,379 4,815,947 APPROPRIATIONS Economic Vitality Reserve $ 1,100,000 1,948,789 3,048,789 BBB Tax 45.0% Interest 0.1% Annual Financial Plan Fund Bal 22.6% Lease Rev 3.3% Interest 0.3% Bond Proceeds 22.8% Fund Bal. 36.4% 968,885 45,000 1,013,885 ECONOMIC DEVELOPMENT REVENUES/OTHER RESOURCES RECREATION REVENUES/OTHER RESOURCES BBB Tax 40.7% $ Transfers 20.8% Intergov'l 8.0% 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. Total resources allocated to this effort are $1.3 million, of which $100,000 is Intergovernmental Revenue, $560,000 from the BBB dedicated tax for economic development, lease revenue of $42,000, and a general fund contribution of $261,000 to support the business incubator operations and debt service. Page 47 City of Flagstaff OTHER FUNDS Metropolitan Planning Organization Fund: This fund was established to account for funding derived from the area’s status as a designated Metropolitan Planning Organization (MPO). The MPO receives Federal funding administered through the Arizona Department of Transportation (ADOT). Housing and Community Services Fund: This fund finances activities in conjunction with the CDBG program and affordable housing activities. There is $2.7 million appropriated to this activity for FY 2014. Expenditures in this fund include $660,000 in State Housing grants and $912,000 in CDBG grant activities. The City has appropriated $937,571 for this program for FY 2014. 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 and funded with Transportation Tax. REVENUES/OTHER RESOURCES Intergovernmental Revenue $ 1,572,174 Fund Balance 796,819 Sale of Real Property 650,000 $ 3,018,993 REVENUES/OTHER RESOURCES Intergovernmental Revenue $ Transfers Miscellaneous $ APPROPRIATIONS Community Development Non-Departmental Contingency $ $ HOUSING AND COMMUNITY SERVICES REVENUES/OTHER RESOURCES 660,071 22,500 255,000 937,571 Fund Balance, 26.4% Intergov'l, 52.1% 666,445 21,126 250,000 937,571 Misc, 21.5% MPO REVENUES/OTHER RESOURCES APPROPRIATIONS/TRANSFERS Community Development $ Non-Departmental $ Transfers 2.4% 2,740,457 38,284 2,778,741 Misc 27.2% HOUSING AND COMMUNITY SERVICES TOTAL APPROPRIATIONS/ TRANSFERS Intergov'l 70.4% Comm Dev 98.6% NonDepart 1.4% Annual Financial Plan Page 48 City of Flagstaff EDA REVOLVING LOAN FUND ENTERPRISE FUNDS This is a new fund for FY2014. On June 30, 2012 the Northern Arizona Council of Governments (NACOG) staff received authorization from the U.S. Department of Commerce Economic Development Administration (EDA) to transfer the ownership of the Revolving Loan Fund (RLF) to the City of Flagstaff in an effort to better maximize the benefits and utilization of the RLF. Via resolution from NACOG, the EDA Revolving Loan Fund portfolio was transferred to the City of Flagstaff for management of loans for the purpose of funding small business concerns. Revenues and expenditures will have a neutral impact to the City budget. Upon funds receipt, loans can be processed. The availability of and access to funding for startup and/or working capital are significant impediments to doing business in the four county region. By keeping these funds in the region, the City of Flagstaff reaffirms its commitment to being an active economic development partner in the greater community. REVENUES/OTHER RESOURCES Intergovernental Revenue Interest $ APPROPRIATIONS Economic Vitality Reserve $ $ 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 $30.6 million. 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. REVENUES/OTHER RESOURCES Water Revenues $ 14,367,887 Wastewater Revenues 8,169,409 Capacity Revenues 2,042,383 Reclaim Revenues 776,563 Fund Bal, net of Transfers 12,810,620 Bond Proceeds 628,600 Intergovernmental Revenue 590,500 Interest 95,950 Miscellaneous 91,000 $ 39,572,912 220,000 855 220,855 220,000 220,000 EDA REVOLVING LOAN FUND REVENUES/OTHER RESOURCES Interest 0.4% UTILITIES REVENUES/OTHER RESOURCES Water Revenues, 36.3% Wastewater Rev., 20.6% Capacity Revenues, 5.2% Intergov'l 99.6% Misc., 0.2% Interest, 0.2% Intergov'tal Rev, 1.5% Reclaim Revenues, 2.0% Bond Proceeds, 1.6% Fund Bal, 32.4% Water Operations: Total appropriations relating to direct costs for the water operations are $16.4 million. Water fees are the major source of revenue supporting water operations. Bond funds support well development and future water rights. Revenue estimates total $14.4 million for water sales. Annual Financial Plan Page 49 City of Flagstaff Wastewater Operations: Total appropriations relating to the direct costs for the wastewater operations are $10.6 million. Wastewater (sewer) fees are the major source of revenue supporting wastewater operations. Revenue estimates total $8.9 million in wastewater reclaim service charges. APPROPRIATIONS General Administration Economic Vitality Management Services Public Works Non-departmental Water Utilities Wastwater Utilities Contingency $ $ 621,261 44,347 857,869 48,039 270,184 16,360,137 10,586,120 1,800,000 30,587,957 ENVIRONMENTAL MANAGEMENT FUND This is a new fund in 2014. In previous years, sustainability and environmental management operations were a part of the Environmental Service Fund. User fees are the major revenue source of the sustainability and environmental management operations. The user fee is the environmental fee that is based on the cost of service. REVENUES/OTHER RESOURCES Environmental Mgmt Revenue $ 1,001,509 Miscellaneous Revenues 23,600 $ 1,025,109 ENVIRONMENTAL MANAGEMENT REVENUES/OTHER RESOURCES UTILITIES TOTAL APPROPRIATIONS Water Utilities 53.5% Environ Mgmt Rev 97.7% Gen Admin 2.0% Econ Vitality 0.1% Misc Revenue 2.3% Wastewtr Utilities 34.6% Non-dept 0.9% Pub Works 0.2% Mgmt Svcs 2.8% APPROPRIATIONS General Administration Economic Vitality Management Services Public Works Non-departmental Transfers (Net) Cont'gcy 5.9% $ $ 18,020 4,628 21,367 887,221 18,560 53,953 1,003,749 ENVIRONMENTAL MANAGEMENT TOTAL APPROPRIATIONS Pub Works 88.4% Mgmt Svcs 2.1% Econ Vit 0.5% Gen Admin 1.8% Annual Financial Plan Page 50 Trsfrs (Net) 5.4% Non-dept 1.8% City of Flagstaff SOLID WASTE FUND Total financial resources are $15.4 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. REVENUES/OTHER RESOURCES Solid Waste Revenue $ 11,384,327 Interest 47,044 Other Financing Sources 3,950,000 Fund Balance 4,922,416 $ 20,303,787 SOLID WASTE REVENUES/OTHER RESOURCES Environ Mgmt Rev 56.1% APPROPRIATIONS General Administration Economic Vitality Management Services Public Works Non-departmental Contingency Transfers (Net) $ 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 $10.3 million: $2.3 million for operations which includes $0.8 million for a new airline service development grant, $0.3 million for debt and $7.2 million in capital outlay. Primarily FAA and ADOT grants will fund the capital improvements. All revenues generated by the airport will be expended for the capital or operating costs of the airport, the local airport system, or other local facilities which are owned or operated by the owner or operator of the airport and directly related to the actual transportation of passengers or property. Other Financing 19.5% $ AIRPORT FUND This year, of the $7.2 million in capital improvements, 96% of the budgeted expenses are being funded with grants from the FAA and ADOT. Interest 0.2% Fund Balance 24.2% 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. REVENUES/OTHER RESOURCES Airport Revenues $ 1,726,440 Intergovernmental Revenues 7,677,275 Fund Balance 215,819 Interest 2,160 Transfers (net) 518,433 Miscellaneous 328,520 $ 10,468,647 425,155 44,291 323,645 9,508,438 282,110 612,000 4,950,216 16,145,855 AIRPORT REVENUES/OTHER RESOURCES Intergov'tal, 73.3% Airport Revenues, 16.4% SOLID WASTE TOTAL APPROPRIATIONS Pub Works 58.9% Non-dept 1.7% Misc., 3.1% Cont'gcy 3.8% Mgmt Svcs 2.0% Econ Vit 0.3% Gen Admin 2.6% Transfers, 5.0% Interest, 0.1% Fund Balance, 2.1% Trsfrs (Net) 30.7% 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 Annual Financial Plan Page 51 City of Flagstaff APPROPRIATIONS General Administration Economic Vitality Management Services Public Works Non-departmental Contingency $ $ APPROPRIATIONS General Admin Management Services Public Works Utilities Non-departmental Economic Vitality Contingency 61,759 9,432,657 94,151 105,195 59,662 500,000 10,253,424 $ $ AIRPORT TOTAL APPROPRIATIONS Econ Vit 92.0% STORMWATER TOTAL APPROPRIATIONS Mgmt Svcs 0.9% Utilities 97.7% Cont'gcy 0.2% Non-dept 0.6% Pub Works 1.0% Gen Admin 0.6% 37,905 53,860 9,626 5,508,079 14,022 2,035 10,000 5,635,527 Non-dept 0.2% Econ Vit 0.1% Cont'gcy 4.9% Pub Wks 0.2% Mgmt Svcs 1.0% Gen Admin 0.6% STORMWATER FUND The Stormwater fund was initiated as a response to enhanced NPDES stormwater requirements affecting all communities with populations greater than 50,000 as of March 2003. The City of Flagstaff worked with consultants to design a program that met current minimum NPDES standards. Stormwater fees to both residential and commercial customers are stepped based on every 1,500 sq. ft. of impervious area (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. Total revenues/other resources of $5.8 million include a transfer of $3.9 million from the general fund for the Rio de Flag project. REVENUES/OTHER RESOURCES Stormwater Revenues $ 1,441,171 Intergovernmental Revenues $ 25,000 Fees & Charges 30,000 Fund Balance 867,572 Transfers (net) 3,502,310 Interest 4,338 $ 5,870,391 STORMWATER REVENUES/OTHER RESOURCES Transfers (net) 59.7% Total appropriations of $5.6 million include the operational components of NPDES implementation, general drainage maintenance, and the Rio de Flag flood control including related parking. FLAGSTAFF HOUSING AUTHORITY 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 $7.6 million. Intergovernmental Revenue from the US Department of Housing and Urban Development comprises 72.8% of funding, or $5.5 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. Interest 0.1% Fund Bal 14.8% Fees/Chgs 0.5% Annual Financial Plan Intergov'tal Rev 0.4% Stormwater Rev 24.5% Page 52 City of Flagstaff heads, and Finance staff to assure projections are based in current program needs and revenue estimates are achievable. REVENUES/OTHER RESOURCES Intergovernmental Revenue $ 5,542,089 Rents/Other Tenant Income 990,000 Fund Balance 536,380 Miscellaneous 548,045 $ 7,616,514 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: APPROPRIATIONS Community Development Contingency $ $ 6,183,620 1,001,250 7,184,870 GENERAL The primary purpose of the General Fund five-year projections is to assure that ongoing revenues are meeting or exceeding ongoing expenditures. Ongoing expenditures include 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. FLAGSTAFF HOUSING AUTHORITY REVENUES/OTHER RESOURCES Intergov't Rev 72.8% Rents & Other Income 13.0% Misc 7.2% Fund Bal 7.0% 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. 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. The General Fund fund balance is projected to decrease by 51% as the City is currently funding several projects with fund balance and non-recurring revenues. Such projects include Rio de Flag flood control and Court Facility. A portion of one-time items tend to be the result of Carryover requests from the previous year. The General Fund will still maintain a minimum 17.5% fund balance 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 an IGA. The Library fund balance decreased by 56% due to planned reductions in circulation materials and one time items. 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 50% due to planned expenditures for the completion of various capital projects. The preparation of the five-year plan is a cooperative effort between division heads, section Annual Financial Plan Page 53 City of Flagstaff FUTS This fund accounts for capital projects related to FUTS (Flagstaff Urban Trail System). The primary sources for this fund are grants and revenue transfers. The FUTS Fund is new for FY 2014 and had its fund balance transferred from the Beautification Fund. EDA REVOLVING LOAN The primary source for this fund was created by a transfer of the portfolio for the U.S.Department of Commerce Economic Development Administration Revolving Loan Fund program from the Northern Arizona Council of Governments to the City of Flagstaff. Program funding is based upon loans granted, then repaid, which fund additional new loans to growing businesses. There is a net neutral effect to the City budget. This is the first year this fund is in the City budget. BEAUTIFICATION The primary source for this fund is BBB taxes, grants, and revenue transfers. This fund primarily accounts for capital projects related to Streetscapes. It is an ongoing effort to balance the amount of projects within the availability of revenues. This fiveyear plan shows how it is accomplished. The Beautification fund balance decreases by 89% due to planned expenditures for the completion of various capital projects and the transfer of FUTS fund balance to the newly established FUTS fund. Planned public art projects in FY 2014 result in Arts and Science fund balance decreases of 53%. 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, and recreation programming are funded with ongoing revenues. The Recreation – BBB fund balance increases by 1% as the fund continues to accumulate reserves for new capital projects. HOUSING AND COMMUNITY SERVICES This fund is primarily used to track revenues and expenditures related to Community Development Block Grants and other housing grants. The block grants are an entitlement to the City and are expected to stay level over the next 5 years. The City currently expects to receive State housing grants every year. The Housing and Community Services fund balance decreases by 70% due to 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. ECONOMIC DEVELOPMENT GENERAL OBLIGATION BOND 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 16% in FY 2014 due to use of excess fund balance to cover planned expenditures which will attract long term business investment in the City. 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 balanced with ongoing revenues from BBB taxes and ongoing expenditures related to tourism promotion and visitor center services. Based on projected revenue, this fund can maintain existing operations levels. The Tourism fund balance decreases in FY 2014 by 30% due to use of excess fund balance to cover planned one-time expenditures. 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 decreases by 22% as the City pays off debt. ARTS AND SCIENCE SPECIAL ASSESSMENT BOND 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. This fund is set up for repayment of bonds issued for special assessment districts. The Special Assessment Bond fund balance remains flat in FY 2014. TOURISM Annual Financial Plan Page 54 City of Flagstaff 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. 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 Solid Waste anticipates a 16% decrease in fund balance in FY 2014 due to decreased service levels. CAPITAL PROJECTS BOND ENVIRONMENTAL MANAGEMENT PERPETUAL CARE 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 with 3 project still to be completed. In November 2010, the citizens of the City of Flagstaff approved two projects and in November of 2012, two additional projects were approved by the voters. Projects/bond sales are scheduled to coincide with the retirement of other debt so the overall secondary property tax rate does not increase. This fund currently has two components: 1. The Municipal Facilities Corp fund balance increased due to the timing of bond proceeds and capital expenditures. 2. The GO Bond Funded Projects fund balance decreases by 96% due to the timing of capital projects. 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 31% due to the planned completion of capital projects. This enterprise fund is self-sustaining through user fees. The five-year projection anticipates a growth rate of two percent. This coincides with ongoing operations and revised service levels for all operations. Environmental Management is new for FY 2014 and these operations were previously part of the Sold Waste Fund. 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 73% due to the timing of capital projects and planned one-time expenditures. 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 as well as public housing for City residents. The five year plan indicates the majority of funding is grant related. Due to the cuts of Federal funding in FY 2014, the City anticipated the FHA fund balance to decrease by 20%. 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 2014. SOLID WASTE This enterprise fund is self-sustaining through user fees. The five-year projection anticipates a growth rate of two percent. This coincides with on-going operations; capital needs, and revised service levels for all operations. Included in the five-year Annual Financial Plan Page 55 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 City applies to Federal and/or State Agencies 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. 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 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. Several projects funded in FY2014 by federal & state grants include the Business Accelerator, Observatory Mesa, Westplex Taxilane Reconstruction and airport purchase of a fire rescue truck. In addition, we have several large ongoing federal grants for Community Development Block Grant, Section 8 and Low Income Public Housing. (See Schedule C-1 for additional details). Description: The property tax is levied each year on or before the third Monday in August based on full cash value of the assessed property as determined by the Coconino County Assessors' Office. Receipts from primary property taxes levied by the City are deposited in the General Fund. No restrictions on usage apply to the primary property tax. State statute limits the annual increase in levy to 2% plus the amount generated by construction. For FY 2013 Council voted to keep the levy flat plus new construction. For FY 2014 we are continuing with flat levy plus new construction. The City’s capacity for levy increase is 4%. 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 $11.2 million dollars to the assessed valuation. For FY 2014 existing Primary Property Tax values dropped by 13.9%. FEDERAL & STATE GRANTS AMOUNT 07-08 08-09 09-10 10-11 11-12 12-13 13-14 $ 15,203,531 5,403,668 5,914,243 10,553,499 14,209,064 15,394,424 31,993,929 % CHANGE 18.8% -64.5% 9.4% 78.4% 34.6% 8.3% 107.8% AMOUNT 07-08 08-09 09-10 10-11 11-12 12-13 13-14 $ % CHANGE 4,656,831 4,786,900 5,020,255 5,113,647 5,230,618 5,250,000 5,355,000 5.1% 2.8% 4.9% 1.9% 2.3% 0.4% 2.0% PRIMARY PROPERTY TAX FEDERAL & STATE GRANTS 30.0 25.0 20.0 15.0 10.0 5.0 0.0 FY: MILLIONS FY: PRIMARY PROPERTY TAX 6.0 5.5 5.0 4.5 4.0 3.5 3.0 08 09 10 11 12 13 14 ACTUAL FISCAL YEAR EST ACTUAL BUDGET ACTUAL EST ACTUAL BUDGET 08 09 10 11 12 13 14 Annual Financial Plan Page 56 City of Flagstaff CITY SALES TAX (TRANSACTION PRIVILEGE TAX) Legal Authority: City Code, Title 3, Chapter 5, (Ordinance 1491) 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, motels, restaurants and bars (BBB Tax) and a 0.721% transportation tax. These numbers are sales tax revenues only; audit assessments and penalty and interest revenues are combined with these numbers on Schedule 3. The decrease in revenues for FY 2009 and FY 2010 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 a sales tax. STATE SALES TAX Legal Authority: Arizona Revised Statutes Section 42 - 1341 (D) 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. The sales tax revenues estimated for FY 2008, 2009 and 2010 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 2011, the city is choosing to continue to budget conservatively compared to the State of Arizona. Increases in FY 2012, and on, are due to an economic recovery and 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. CITY SALES TAX FY: AMOUNT 07-08 08-09 09-10 10-11 11-12 12-13 13-14 $ 15,721,269 14,044,577 13,348,773 13,525,825 14,304,655 15,232,500 15,369,868 STATE SALES TAX % CHANGE FY: 4.0% -10.7% -5.0% 1.3% 5.8% 6.5% 0.9% AMOUNT 07-08 08-09 09-10 10-11 11-12 12-13 13-14 $ % CHANGE 5,623,144 4,868,072 4,490,087 4,711,821 5,147,101 5,325,000 5,418,188 -3.3% -13.4% -7.8% 4.9% 9.2% 3.5% 1.8% CITY SALES TAX REVENUES STATE SALES TAX 7.0 17.0 MILLIONS MILLIONS 19.0 15.0 13.0 11.0 9.0 08 09 10 11 12 13 14 EST ACTUAL 5.0 4.0 3.0 2.0 08 FISCAL YEAR ACTUAL 6.0 10 11 12 13 14 FISCAL YEAR BUDGET ACTUAL Annual Financial Plan 09 Page 57 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). FY 2010 experienced a large decrease as the State received less revenue from income tax than previously estimated. All cities 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. Description: A 2% tax from utility companies-Arizona Public Service and UniSource -- is credited to this account. The City also receives a 2% tax from telecommunication companies, except Suddenlink Communications, which is taxed at 5%. 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 decrease anticipated for FY 2013 as the mild winter of 2012-13 reduced natural gas Franchise revenues. FRANCHISE FY: AMOUNT 07-08 08-09 09-10 10-11 11-12 12-13 13-14 $ % CHANGE 2,243,051 2,479,028 2,132,644 2,338,951 2,347,952 2,305,000 2,345,338 12.1% 10.5% -14.0% 9.7% 0.4% -1.8% 1.8% STATE INCOME TAX AMOUNT 07-08 08-09 09-10 10-11 11-12 12-13 13-14 $ FRANCHISE TAX % CHANGE 8,610,567 9,149,290 7,899,626 5,955,305 5,559,477 6,728,484 7,300,000 24.0% 6.3% -13.7% -24.6% -6.6% 21.0% 8.5% MILLIONS FY: 2.6 2.4 2.2 2.0 1.8 1.6 1.4 1.2 1.0 08 STATE INCOME TAX 10 11 12 13 14 FISCAL YEAR ACTUAL 9.0 MILLIONS 09 EST ACTUAL BUDGET 7.0 5.0 3.0 08 09 10 11 12 13 14 FISCAL YEAR ACTUAL Annual Financial Plan EST ACTUAL BUDGET Page 58 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: 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. FINES & FORFEITURES FY: AMOUNT 07-08 08-09 09-10 10-11 11-12 12-13 13-14 $ 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. 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. % CHANGE 1,240,222 1,360,441 1,315,772 1,517,937 1,182,413 1,110,478 1,115,151 AUTO IN LIEU TAX 5.0% 9.7% -3.3% 15.4% -22.1% -6.1% 0.4% FY: AMOUNT 07-08 08-09 09-10 10-11 11-12 12-13 13-14 FINES & FORFEITURES $ 2,758,307 2,611,289 2,490,360 2,481,126 2,483,244 2,500,000 2,543,750 -1.2% -5.3% -4.6% -0.4% 0.1% 0.7% 1.8% AUTO IN LIEU TAX 1,400 3.0 1,250 1,100 MILLIONS THOUSANDS 1,550 % CHANGE 950 800 08 09 10 11 12 13 14 FISCAL YEAR ACTUAL EST ACTUAL 2.5 2.0 1.5 1.0 08 BUDGET 09 10 11 12 13 14 FISCAL YEAR ACTUAL Annual Financial Plan Page 59 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: 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 2014 is continuing to show an increase in projected revenue, demonstrating the strength of tourism in Northern Arizona. BBB FY: AMOUNT 07-08 08-09 09-10 10-11 11-12 12-13 13-14 $ % CHANGE 5,106,427 5,031,189 4,920,203 5,260,919 5,559,566 5,830,000 5,932,025 2.7% -1.5% -2.2% 6.9% 5.7% 4.9% 1.8% Description: The proceeds from the State-shared motor vehicle fuel tax (currently 16 cents per gallon, of which cities and towns share in 13 cents per gallon) are distributed by the State to cities and towns by a compromise formula. Fifty percent of the distribution is based on point of origin for the sale of gasoline. The remaining fifty percent is based on population in proportion to total population for incorporated towns and cities. The 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 and again in FY 2012, due to State Appropriation for the DMV (Department of Motor Vehicles). The City experienced a 6.3% increase in HURF revenues in FY 2013 due to the State eliminating the revenue sweep for the DMV. The City expects a very small increase in HURF revenue in FY 2014. HURF FY: BED, BOARD & BOOZE TAX 07-08 08-09 09-10 10-11 11-12 12-13 13-14 MILLIONS 6.5 6.0 5.5 5.0 4.5 08 09 10 11 12 13 AMOUNT $ % CHANGE 7,422,359 6,412,329 6,429,355 6,300,885 5,576,167 5,926,167 5,955,798 -5.5% -13.6% 0.3% -2.0% -11.5% 6.3% 0.5% 14 HIGHWAY USER TAX FISCAL YEAR 8.0 EST ACTUAL BUDGET 7.5 MILLIONS ACTUAL 7.0 6.5 6.0 5.5 5.0 08 09 10 11 12 13 14 FISCAL YEAR ACTUAL Annual Financial Plan Page 60 EST ACTUAL BUDGET City of Flagstaff TRANSPORTATION TAX ENTERPRISE FUNDS Legal Authority: Resolution 2004-48, approved by voters May 2000. 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%. Transportation Tax Rate Breakdown 4th Street Overpass Street Improvements Safety Improvements Transit Services Total 0.160% 0.186% 0.080% 0.295% 0.721% A small increase is anticipated in overall Transportation tax revenue due to slow and steady growth in the local economy. WATER SALES Legal Authority: City Code, Title 7, Chapter 3, Section 11 Description: The principal revenue for operating and managing the City's water system is derived from rates and charges for water services. Monthly water bills consist of 1) a base charge based on meter size and 2) a charged based on actual water consumption by customer class. Most single family accounts are based on an inverted rate structure for consumption levels to encourage water conservation practices. All other customer accounts are changed based on a flat rate per 1,000 gallons. The rates for each customer class were reviewed in 2010 using an outside consultant. Rate changes were 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. WATER TRANSPORTATION TAX FY: AMOUNT 07-08 08-09 09-10 10-11 11-12 12-13 13-14 $ % CHANGE 9,623,142 10,020,213 9,526,056 9,851,253 10,399,189 10,928,632 11,081,675 4.5% 4.1% -4.9% 3.4% 5.6% 5.1% 1.4% FY: AMOUNT 07-08 08-09 09-10 10-11 11-12 12-13 13-14 $ 10,360,082 9,910,726 10,000,060 10,881,744 11,735,459 13,000,000 14,021,280 % CHANGE 5.5% -4.3% 0.9% 8.8% 7.8% 10.8% 7.9% WATER SALES TRANSPORTATION TAX MILLIONS MILLIONS 12.0 11.0 10.0 9.0 15.0 14.0 13.0 12.0 11.0 10.0 9.0 8.0 08 8.0 07 08 09 10 11 12 Annual Financial Plan EST ACTUAL 10 11 12 13 14 FISCAL YEAR 14 FISCAL YEAR ACTUAL 09 ACTUAL EST ACTUAL BUDGET BUDGET Page 61 City of Flagstaff WASTEWATER SERVICE CHARGES ENVIRONMENTAL MANAGEMENT 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 Management is supported by an environmental service fee. This fee is a fixed monthly charge at a rate of $4.00 per location. The increase in revenues for FY14 is related to growth. FY: 12-13 13-14 AMOUNT 976,786 1,001,509 % CHANGE N/A 2.5% 1.5 1.0 0.5 0.0 13 14 FISCAL YEAR WASTEWATER FY: AMOUNT 07-08 08-09 09-10 10-11 11-12 12-13 13-14 * ENVIRONMENTAL MANAGEMENT REVENUES MILLIONS 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. ENVIRONMENTAL MANAGEMENT $ % CHANGE 6,266,404 6,230,404 6,244,381 5,945,908 6,799,892 7,600,000 7,852,320 ACTUAL 6.5% -0.6% 0.2% -4.8% 14.4% 11.8% 3.3% EST ACTUAL BUDGET * From Solid Waste WASTEWATER (SEWER) CHARGES 8.5 MILLIONS 8.0 7.5 7.0 6.5 6.0 5.5 08 09 10 11 12 13 14 FISCAL YEAR ACTUAL Annual Financial Plan EST ACTUAL BUDGET Page 62 City of Flagstaff SOLID WASTE AIRPORT Legal Authority: City Code, Title 7, Chapter 4, Sections 8-9 Legal Authority: City Code, Title 8, Chapter 6, Sections 1-8 Description: Solid Waste disposal service revenue is comprised of solid waste collection charges, hoist and haul fees, landfill dumping charges, inert materials landfill 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. 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. Effective September 2012, the PFC charge per ticket was increased from $3.00 to $4.50. PFC’s are collected from the ticket sales of passengers embarking from the Pulliam Airport. PFC revenue is not used for operating expenditures. The increase in revenues for FY 2014 is related to growth. SOLID WASTE FY: AMOUNT 07-08 08-09 09-10 10-11 11-12 12-13 13-14 $ 10,507,477 11,133,973 10,932,880 11,652,582 12,003,304 10,951,420 11,384,327 AIRPORT % CHANGE FY: 7.1% 6.0% -1.8% 6.6% 3.0% -8.8% 4.0% * AMOUNT 07-08 08-09 09-10 10-11 11-12 12-13 13-14 $ % CHANGE 1,312,143 1,208,633 1,532,617 1,517,293 1,644,876 1,677,142 1,726,440 9.1% -7.9% 26.8% -1.0% 8.4% 2.0% 2.9% SOLID WASTE REVENUES AIRPORT REVENUES 1,800 12.0 THOUSANDS MILLIONS 14.0 10.0 8.0 6.0 08 09 10 11 12 13 14 EST ACTUAL 1,400 1,200 1,000 FISCAL YEAR ACTUAL 1,600 08 09 10 11 12 13 14 BUDGET FISCAL YEAR ACTUAL * Adjustment to Environmental Management EST ACTUAL BUDGET The revenue has trended upward over the past five years, with the exception of FY 2009 and FY 2011. FY 2014 revenue is expected to demonstrate a modest increase over FY 2013. Air travel is showing steady growth after the multi-year recession. Aiding in future revenue growth is a grant which will encourage an airline to establish regular daily service with the Pulliam Airport. Annual Financial Plan Page 63 City of Flagstaff STORMWATER HOUSING AUTHORITY Legal Authority: City Code, Title 12, Chapter 2, Section 3 Legal Authority: U.S. Housing Act of 1937, as amended, and Title 24 Code of Federal Regulations 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. 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 first year of implementation was FY 2004 with a rate of $.53 per ERU. It was then adjusted in FY 2007 to $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 was increased to its current level of $1.30 per ERU. This rate will remain static for the foreseeable future. STORMWATER FY: AMOUNT 07-08 08-09 09-10 10-11 11-12 12-13 13-14 $ % CHANGE 1,081,282 1,206,233 1,320,241 1,412,573 1,416,204 1,406,262 1,441,171 18.7% 11.6% 9.5% 7.0% 0.3% -0.7% 2.5% 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. HOUSING AUTHORITY RENTS/TENANT INCOME FY: 07-08 08-09 09-10 10-11 11-12 12-13 13-14 STORMWATER REVENUES 1,500 THOUSANDS AMOUNT 1,400 1,300 $ % CHANGE 828,282 918,709 1,133,443 1,139,561 1,057,705 970,511 990,000 0.5% 10.9% 23.4% 0.5% -7.2% -8.2% 2.0% 1,200 1,100 RENTS AND TENNANT INCOME 1,000 1,400 THOUSANDS 08 09 10 11 12 13 14 FISCAL YEAR ACTUAL EST ACTUAL BUDGET 1,200 1,000 800 600 08 09 10 11 12 13 14 FISCAL YEAR ACTUAL Annual Financial Plan Page 64 EST ACTUAL BUDGET City of Flagstaff CAPITAL BUDGET RELATIONSHIP BETWEEN OPERATING AND CAPITAL BUDGET The Five-Year Capital Improvement Plan (multi-year, long-range study of construction and/or acquisition of high cost items with an extended useful life) is prepared separately from the Annual Budget and Financial Plan (focus on municipal service delivery 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. 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. 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. BBB projects will have a significant impact on operating budget requirements. Streetscape maintenance will require an ongoing level of effort to maintain landscaping. Greater consideration is being given to design and maintenance requirements for future streetscape projects to keep maintenance costs as low as possible. The completion of several parks projects constructed in conjunction with the Parks and Recreation bond program require a major increase in the Parks maintenance budget. City Council has determined Annual Financial Plan 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. 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 Page 65 City of Flagstaff   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. FY 2014 CAPITAL IMPROVEMENT PLAN The City budget for FY 2014 includes capital improvement projects totaling $107.2 million. This amount includes $61.8 million in carryover items that have been budgeted. Project funding is comprised of the following: $14.4 million in grants primarily for airport and beautification projects, $42.7 million in general obligation (G.O.) bonds and capital leases for the construction of 2010 Street/Utility Projects, Municipal Maintenance Facility and FUTS open space and other projects that were approved by the voters in the 2004, 2010 and 2012 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. In November 2012 General Elections, the citizens of Flagstaff authorized the City to proceed with two new projects totaling $24.0 million. Each project will be discussed below in its appropriate fund. Project listings are located in the Capital Improvement section of this book. 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. General Government – Sixteen projects are scheduled for FY 2014 for a total of $68.9 million. Annual Financial Plan Projects included in this category are the Municipal Maintenance Facility and the Watershed Protection Project, which were authorized by voters in the November 2012 election. Other major projects include street and utility improvements, FUTS and open space land acquisition, and Observatory Mesa. Streets/Transportation – The City currently has 634 miles of paved streets, as well as an additional 14 miles of alleys and 14 miles of unpaved streets. Three major programs are funded in the CIP for the City’s streets and related infrastructure. These include an annual maintenance program of chip seal and overlay to extend the useful life of the existing street system; a streets/arterial improvement program to bring streets into current standards or widen to meet existing and anticipated traffic flow patterns; and capital projects including the Sunnyside and Traffic Signal Program. There are a total of twelve Streets Transportation projects scheduled at a budgeted cost of $11.3 million. Transportation Tax funding $6.76 million and HURF & other revenues fund $4.56 million. FUTS Fund – Major projects include BNSF WalnutFlorence Underpass, Fourth Street Trail, and Arizona Trail. This year Federal and State grants will provide funding of $1.2 million. Fourteen projects are scheduled at a budgeted cost of $3.4 million for FY 2014. th BBB Funds – Major projects include 4 Street Corridor Improvement, Butler Avenue-North Edge, and Fort Valley Road Enhancements. Eleven projects are scheduled at a budgeted cost of $2.6 million for FY 2014. Utilities Fund – Major projects for Water production and distribution include Switzer Canyon Transmission Line, Westside Waterline ExpansionWL Gore, Wildcat Solids Disposal and Aging Sewer Infrastructure Replacements. Twenty-one water projects and ten wastewater projects are scheduled at a combined budget of $10.0 million for FY 2014. Airport Fund – Two projects are scheduled at a budgeted cost of $5.8 million for FY 2014. The projects include Apron Rehab and the Westplex Taxiway. Solid Waste Fund - Three projects are scheduled for a budgeted cost of $108,000. The projects include Stormwater Infrastructure, Road Extension, and Sub-surface Geo Physical Study. Stormwater Fund – Seven projects are budgeted in the Stormwater fund with a cost of $4.9 million in FY 2014. These projects include; Drainage Spot Improvement, the Rio De Flag Parking Replacement and Rio De Flag Project. Page 66 City of Flagstaff CAPITAL PLAN IMPLICATIONS DEBT 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. DEBT CAPACITY Property Tax: Servicing general obligation debt over the previous five years is shown in the Community Profile section. The table shows that debt as a percentage of assessed and per capita debt. 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, in November 2012 in the amount of $24.0 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 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 various recreation projects. Transportation Taxes: In the May 2000 election, the voters approved a transportation tax that started at 0.51% and increased incrementally to 0.601%. The City Council approved an increase of 0.064% in the transit portion of the tax effective September 1, 2001, that increased the tax rate to 0.574%. The City Council approved another increase to the transit tax of 0.027% effective July 1, 2003 which increased the total transportation tax to 0.601%. In May 2008, the voters approved an additional tax increase for transit of 0.12%, raising the total transportation tax to 0.721%. Annual Financial Plan 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, November 2010 election, and the November 6, 2012 election. Projects will be initiated over time through issuing new debt within capacity as old debt retires. CURRENT DEBT POSITION 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. Economic factors reviewed include measures of growth such as: population and housing demographics; employment base; unemployment rate; competitiveness of services provided by the governmental entity with surrounding jurisdictions; and vulnerability to revenue streams dependent on economy, e.g., sales taxes and delinquency rates on property tax collections. The City is well positioned because of its location and the diversity of its economic base. Financial performance factors focus on the entity's ability to maintain a balanced budget regardless of economic circumstances. Recurring revenue streams without reliance on one-time revenue sources, e.g., asset seizure funds or fund balance should support ongoing expenditures. Maintaining a fund balance of 10% of budgeted operating revenues 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. Page 67 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. 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. DEBT SERVICE At July 1, 2013, the total actual indebtedness is $152.5 million. FY 2014 annual debt payments are $14.4 million. At the start of the fiscal year, July 1, 2013, the City's 20% general obligation debt of $48.8 million is well below the legal limit by $132.2 million. The City has no outstanding general obligation debt in the 6% category. Thus, the full allowable debt margin of $83.4 million is available. The following table illustrates the total actual indebtedness through the life for all currently outstanding debt. Legal Debt Limitations are assessed at 6% and 20% of the assessed valuation of real property. The 20% category includes water, sewer, artificial lighting, parks, open space, recreational facilities, public safety, law enforcement, fire and emergency services, and street and transportation facilities. The 6% category includes everything else. The following table reflects City capacity in each category. General Obligation Debt July 1, 2013 20% Limitation (Water, Sewer, Lighting, Open Spaces, Recreation, and Fire Facilites Purpose Debt) Assessed Valuation $ 661,062,990 Allowable 20% Debt 20% Debt Outstanding Allowable Debt Margin $ 132,212,598 (48,787,587) 83,425,011 $ 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 $ Principal 9,886,247 11,244,040 11,439,016 10,506,239 10,646,354 10,984,443 11,196,063 7,251,344 7,058,130 6,151,381 4,595,280 4,541,085 4,590,640 4,212,470 2,690,522 1,199,520 1,128,821 937,044 870,000 121,128,639 Interest 4,552,825 4,122,957 3,735,323 3,333,102 2,965,467 2,557,658 2,147,374 1,747,387 1,483,106 1,207,289 978,637 799,302 622,650 450,473 289,659 181,693 122,271 67,572 21,751 31,386,496 Total 14,439,072 15,366,997 15,174,339 13,839,341 13,611,821 13,542,101 13,343,437 8,998,731 8,541,236 7,358,670 5,573,917 5,340,387 5,213,290 4,662,943 2,980,181 1,381,213 1,251,092 1,004,616 891,751 152,515,135 6% Limitation (All Other General Obligation Debt) Assessed Valuation $ 661,062,990 Allowable 6% Debt 6% Debt Outstanding Allowable Debt Margin $ 39,663,779 39,663,779 Annual Financial Plan $ Page 68 City of Flagstaff  CITY COUNCIL MISSION, VISION, VALUES, GUIDING PRINCIPLES, AND PRIORITIES Mission Statement: To protect and enhance the quality of life of its citizens. Vision Statement: The City of Flagstaff is a safe, diverse, vibrant, and innovative community with a unique character and high quality of life. The City fosters and supports a balance of economic, environmental, educational and cultural opportunities. Values: Teamwork, Accountability, Communication, Quality and Leadership. Guiding Principles: Things to consider when making decisions:  Should the City be providing this service? Can someone else do it?  Is it the appropriate use of tax dollars?  Does this best leverage city dollars, labor and commodities (in kind)?  How will this affect fees and taxes?  Can we use existing before creating new?  Is this Council’s role?  Is this the appropriate time for this issue (political capital)?  Are we planning for the future?  Is this an issue we should be looking at in detail or big picture?  Has there been appropriate public input?  Is it equitable?  What is the effect on predictability?  Is this an appropriate regulation?  Have we been provided enough information to make a decision?  Does it empower employees?  Will it improve the livability or quality of life for the community?  How does it maintain small town charm?  Is this an appropriate balance of economic, environmental and social considerations?  Do we have a hyper-understanding of the issue prior to a decision being made?  Is it consistent with the Regional Plan?     Priorities and status to date:  Repair/replace/maintain City infrastructure.  Increased funding by $1 million on an ongoing basis and $1 million in one-time funding in FY2014 for pavement preservation.  Increase funding for General Fund parks, facilities and fleet by $390,000 in FY2014. Annual Financial Plan Page 69 Streets completed in FY13 include: Franklin Avenue, Mohawk Drive, Fourth Street, Dodge Avenue and Cherry Avenue. Streets currently under construction include Coconino, Elden, Humphreys, Cottage, Beaver Street, Leroux Street, several streets in the La Plaza Vieja neighborhood and Cedar Avenue. Rose Avenue is scheduled to be completed in the Fall of 2014.  Utility capital projects underway include: Switzer Canyon Transmission Line, Lake Mary Well Field pipeline, Walapai Drive Alley Waterline, Hillside Sewerline replacement, Wildcat Blower replacement. Fund existing and consider expanded recreational services.  In FY2014 all BBB- Recreation parks will be funded at a service level 2.  Maintenance all service in Recreation Services exception for reducing hours Aquaplex and Flagstaff Recreation Center by one hour a day (Monday through Friday).  Council reviewed and approved the Parks Master Plan. Address Core Services Maintenance Facility.  Voters passed the bond for new facility.  Request for proposal to be distributed in FY2014. Complete the Rio de Flag.  Re-construction of Clay Avenue Basin to be completed in Fall of 2013  Limited Re-evalutaion Report undergoing a final review and is expected to be submitted to Congress in September 2013.  City staff are pursuing Self Administration of the project.  Council directed staff to hire a firm to complete a preliminary design and cost estimate for this project based on FEMA floodplain maps. Retain, expand, and diversify the economic base.  Increase BBB revenues by 6.25 in FY 2013  Received $4 million grant for construction of Business Accelerator.  Increased trade/group tour bookings and secured multiple national and international conferences  Increased outbound business attraction efforts by re-positioning Flagstaff as a business-friendly city through websites, outreach, marketing engagements, expanded data and analytics, and response to over 21 inbound non-retail inquiries.  Created a strong business environment that retains and expands local businesses through grant facilitiation, continued support of the Northern Arizona Center for emerging City of Flagstaff   Technologies, and business advocacy efforts and outreach. Complete the Water Policy.  Staff developing the Principles of Sound Water Management for Council’s consideration and adoption in FY2014.  Staff is working with numerous state agencies to resolve the Red Gap Right-ofWay issue  Established a Advisory Panel on Componds of Emerging Concern regarding reclaim water quality issues and concerns.  Council will be meeting on separate nights solely to discuss water policy. Review the financial viability of pensions.  The Maguire Company presented to Council on issues and problems with the ASRS and PSPRS retirement systems.  Pilot program in the Fire Department to convert one full-time firefighter position to two part-time firefighter positions. Annual Financial Plan    Page 70 Review all Commissions.  Future Council work session will be dedicated to review the various City commissions. Revisit and analyze the process and implementation for the Zoning Code.  Council had several work session to discuss the process for adopting amendments to the Zoning Code and provide staff with direction in early 2013.  Staff plans to hold a public hearing in the fall of 2013 to present the proposed amendments followed by numerous public outreach. Develop an ongoing budget process.  All retreat and budget meeting were recorded and posted to the City website  Several mini-budget retreat were conducted for the FY2014 budget  Council targets and priorities were established in the earlier retreats & were incorportated in the City Manager recommended budget presented at the April budget retreat. City of Flagstaff 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. 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 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. 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 2013 is 43%, for FY 2014 is 19%, and for FY 2015 is 19%. 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. 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. Page 71 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. 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:    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 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. 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. 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. Page 72 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. 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. 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. 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. 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:    Page 73 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. 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.  Enterprise Funds – May be utilized for any activity in which a fee is charged. An Enterprise Fund is required to be utilized if the debt is backed solely by fees or charges, if there is a legal requirement to recover cost through fees and charges, or there is a policy decision to recover cost. The City has four Enterprise Funds in the form of Utilities (Waste and Wastewater), Airport, Environmental Services, and Stormwater. Fiduciary funds are used when the City holds resources while acting as an agent for a party outside the government. The City has no fiduciary funds. 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. 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. 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. 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. Annual funding for Economic Development opportunities $125,000 and Open Space $150,000 shall be allocated on a priority basis from excess revenues over expenditures. Transportation funds benefit four major categories: Fourth Street overpass, Street Improvements, Safety Improvements, and Transit. The Street and Safety projects include Safe-To-School Projects, urban links, streets widening, and gateway development. 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. 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 Page 74 City of Flagstaff MINIMUM LEVELS OF CAPITAL INVESTMENT NON-RECURRING REVENUES 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. 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. 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 Page 75 City of Flagstaff Annual Financial Plan Page 76 City of Flagstaff ISSUES AND UPDATES PERSONNEL SERVICE COSTS COMPENSATION The City’s pay plan was increased by 0.6% on April 1, 2013 as part of the first revenue trigger set for fiscal year 2013 and will be increased again by 3.2% on July 1, 2013. The total amount of compensation is approximately $30,488,000 in the general fund. 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 increased by 0.6% on April 1, 2013 and 3.2% on July 1, 2013. 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 increased by 0.6% on April 1, 2013 and 3.2% on July 1, 2013. A compensation study was completed by Human Resources and the results demonstrate the City is an average of 11.11% below market. The results of this study were used to determine the following positions would be impacted according to the second revenue trigger set for fiscal year 2013 to adjust those positions 25% or more below market: 1. Recreation Coordinator I 2. Recreation Coordinator II 3. Senior Recreation Coordinator 4. Meter Technician Supervisor 5. Library Manager 6. Administrative Assistant 7. Deputy Police Chief The changes to each of these positions are listed under Reclassifications/Reranges below. The City will continue to use revenue triggers to address positions furthest below market. In addition, a trigger will be implemented to address structure. The revenue triggers 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 2013. The reports will be received in January of 2014, which is the most comprehensive time to capture local sales tax, since it includes those businesses that file annually, monthly and quarterly. There will be three tiers of revenue triggers added to the fiscal year 2014. Annual Financial Plan Tier 1: Maintenance Workers and Equipment Operators. If the receipts of the adjusted local sales tax and state shared sales tax exceed the budgeted amount by $300,000, then another $150,000 of ongoing dollars will be applied to an adjustment of the Maintenance Worker/Equipment Operator salary structure and related employee salaries. Tier 2: Library Reorganization. If the sales tax budget is exceeded by another $250,000, then another $125,000 of ongoing dollars will be used for remaining phases of the Library reorganization. Tier 3: Commissioned Police Structure Phase 2. The structure was moved into a separate pay plan during fiscal year 2013 and increased by 5%. The goal of phase 2 is to continue moving the minimum of the pay plan closer to market as suggested in the 2008 compensation study. If the sales tax budget is exceeded by another $400,000, then another $200,000 of ongoing dollars will be used to increase the commissioned police structure. The adjustments would be implemented after April 1, 2013. The compensation package proposed in this year’s budget attempts to address three issues:  Maintaining compensation and benefits for employees  Providing an increase to employees  Increasing those positions that are furthest below market BENEFITS Fiscal year 2014 begins the 21st 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 improve employee wellness and control health care costs. This year NAPEBT hired a Wellness Coordinator to continue to expand the wellness program. NAPEBT held its fifth 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). In addition NAPEBT added the Page 77 City of Flagstaff participation of health and wellness activities and preventative health care to the Wellness Incentive Program. Employees who earn a total of 15 points will save $20 per month on their premium. The overall premium increase for health insurance was 7%. The Trustees voted to mitigate 4% of the increase through the Trust surplus and by the positive impacts of the Wellness Incentive Program on claims. The health insurance premiums will increase by the remaining 3% and will be funded by the City and the employee. The overall employer contribution has increased by $85,000 in the general fund. NAPEBT will continue to 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 9%. 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 fiscal year 2014. The total budget for employee only health insurance is $3.9 million dollars. The total cost of the dependent subsidy to the City is $800,952. City employees who do not elect dependent health insurance coverage normally receive $60 per month in deferred compensation, but this benefit was suspended beginning July 1, 2009 and will continue through fiscal year 2014. The savings to all funds is approximately $324,000. The dental insurance premiums will remain static for fiscal year 2014. The City pays 100% of employee coverage and employees pay 100% for dependent coverage. The cost to all funds is approximately $282,000. The City provides a basic vision benefit for the employee and dependents. The employee does have a buy up option for employee and dependent coverage. There is no change in the contribution this year. However, the provider will be increasing the premium by 2% effective January 1, 2014 in order to compensate for the cost of the Health Insurance Provider Fee (HIPF) required by the Annual Financial Plan Federal Government. The cost to all funds is approximately $12,000. 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 $88,491. 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 $668. The Public Safety Personnel Retirement System (PSPRS) employer contribution will be 32.87% for Police an increase of 12.5% and 44.99% for Fire an increase of 19%. The PSPRS employee contribution will increase by 1% to 10.35% for the employee. The ASRS employer and employee contribution will be 11.54%. The ASRS pension and health insurance benefit will be 11.30%, which is a 3.7% increase in contribution rates. There is no change in the ASRS long-term disability which will be 0.24%. The cost to all funds is approximately $4.3 million for PSPRS and $3.1 million for ASRS. SUPPLEMENTAL BENEFITS The City provides supplemental benefits to employees including the Employee Assistance Program and Repetitive Motion Therapy. 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 total amount budgeted for the Employee Assistance Program has decreased by $2,500 for a total of $32,000 for the FY2014 budget. 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. Page 78 City of Flagstaff Thus, priority for appointments is given in the following order.  All employees with current workman’s compensation claims or claims closed for less than one year have first priority when scheduling an appointment. However, employees with current workman’s comp claims who do not follow their prescribed course of treatments will not have priority when scheduling an appointment.  All other employees who are susceptible to a repetitive motion therapy are eligible for one therapy session per week. The total amount budgeted for Repetitive Motion Therapy was reduced to $12,000 fiscal year 20102011 and this will continue to be the budgeted amount this fiscal year. 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. 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. 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. CLASSIFICATION Maintenance of the job classification system is an ongoing process to ensure that job classifications accurately reflect the responsibilities and tasks being performed by City employees. If a Division Director believes that an employee(s) is functioning out of class on a regular basis or that job responsibilities have changed sufficiently, a request may be made for the Human Resources division to conduct a review. The Human Resources division then conducts an audit and evaluates the request utilizing Decision Band Method (DBM) methodology. If the audit and analysis indicates an adjustment needs to be made, Human Resources procedures allow for four types of changes. 1. RECLASS - An individual(s) within a classification is evaluated in regard to moving that person(s) from others in the same classification to a higher (or lower) classification. Some instances may include a title change. 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. 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. The audit can also show that the position is properly classified and/or titled and that no changes are needed. Requests may be made during the budget process or any time during the fiscal year, if the division has ongoing funding available. The following requests have been approved between June 30, 2012 and July 1, 2013. Annual Financial Plan Page 79 City of Flagstaff RECLASSIFICATIONS/RERANGES Old Title Old Range New Title New Range No. of Employees Effected Deputy City Clerk 8 Same 12 1 Executive Admin Asst 7 Executive Assistant 8 1 IT Analyst (GIS) 12 IT Administrator (GIS) 13 1 City Records Technician 8 City Records Coordinator 10 1 Floodplain Inspector 8 Watershed Specialist 10 1 Police Support Services Supervisor 11 Police Support Services Manager 14 1 Assistant to City Manager – Real Estate 13 Same 14 1 Materials Technician 6 Same 8 2 Legal Assistant 8 Administrative Specialist Leadworker 10 1 Recreation Coordinator I 4 Recreation Program Coordinator Broad band from 6-8 4 Recreation Coordinator II 6 Recreation Program Coordinator Broad band from 6-8 5 Senior Recreation Coordinator 8 Recreation Supervisor 10 Meter Technician Supervisor 8 Same 10 1 Library Manager 12 Same 13 3 Broad band from 2-4 Same Broad band from 3-5 12 Administrative Assistant RETITLE Old Title Environmental Code Tech Annual Financial Plan New Title Code Compliance Officer I Page 80 Range 8 City of Flagstaff REZONE Old Zone New Zone Equipment Operator 1 2 Project Manager 1 2 Procurement Specialist 2 3 Equipment Operator 2 3 Administrative Assistant 1 2 Airport Service Worker 1 2 Project Manager 1 2 Equipment Operator 2 3 Equipment Operator 1 2 Equipment Operator 1 2 Administrative Specialist 1 2 Administrative Specialist 2 3 Project Manager 2 3 Maintenance Worker 1 2 Current Job Title NEW CLASSIFICATIONS The following classifications have been added to the City Pay Plan: 1. Utilities Operations Section Head position was classified as a range 17. 2. Housing Rehabilitation Specialist was classified as a range 10. PAY PLAN CHANGES The following changes have been made to the City Pay Plan: Annual Financial Plan 1. Following a recommendation from the 2008 Compensation Study by the Water’s Group and since the Deputy Police Chief was great than 25% below market, a Police pay plan was created for Police Officers, Corporal/Detectives, Sergeants, Lieutenants, and Deputy Police Chief. The plan was created by taking the former ranges and increasing each by 5%. Employees were then moved into the step below their current step in the new pay structure. 2. The pay plan was updated to reflect the new minimum wage of $7.80 effective January 1, 2013. 3. The Recreation Coordinators I and II and Senior Recreation Coordinators were broad banded as a result of this year’s compensation study. Page 81 City of Flagstaff REORGANIZATIONS The following completed: reorganizations POSITION ADDITIONS/DELETIONS have been 1. Two positions were moved from Public Work’s Sustainability and Environmental Management Section to Community Development’s Planning and Development Services Section. The range 9 Environmental Code Specialist was reclassified to range 12 Code Compliance Manager and the range 8 Environmental Code Technician was moved (the classification was not impacted.) 2. The Advanced Planning and Code Administration and Compliance programs were combined. The Zoning Code Administrator was reclassified from range 14 to 15, The range 13 Neighborhood Planner was promoted to range 14 Comprehensive Planning Manager, and the Neighborhood Planner FTE was moved to range 10 Associate Planner. 3. The reporting structure of the Fire Department’s Wildland structure was changed. The range 7 Wildland Fire Specialist I was reclassified to range 10 Wildland Fire Supervisor and the range 9 Wildland Fire Leadworker was retitled to Wildland Fire Firewise Specialist. 4. The first phase (of four) of the Library Reorganization was implemented to include adjusting positions to provide equal work for equal pay. In addition, a Library Specialist broad band was created. 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. There is a net reduction of 3.96 FTE’s 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. ORGANIZATIONAL STUDIES The Human Resources division has received additional requests for Utilities and Fleet. TURNOVER The City’s turnover rate for calendar year 2012 is 11.16%. This is 4.5% lower than the government rate according to the Bureau of Labor Statistics. PERSONNEL IN EACH FUNCTION CATEGORY 5 YEAR HISTORICAL TREND Public Safety Public Works Comm Enrich General Admin Utilities Community Dev Housing Authority Mgmnt Services Econ Vitality 2010 267.00 159.09 110.43 73.88 70.50 69.58 0.00 38.75 38.25 827.48 2011 260.00 153.59 110.43 72.68 68.50 61.88 23.50 39.00 35.75 825.33 Fiscal Year 2012 2013 2014 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 33.99 254.00 201.98 0.00 72.10 67.00 58.38 22.00 89.65 33.43 812.42 802.50 798.54 Employees per 1000 Population Census Year 1980 1985 1990 1995 2000 2005 2010 2013 Population 34,743 38,247 45,857 52,701 52,894 61,185 65,870 66,985 * * * * ** Budget Year 1981 1986 1991 1996 2001 2006 2011 2014 Employees 427.75 470.25 527.25 593.00 700.00 768.03 825.33 798.54 Emp/Pop 12.3 12.3 11.5 11.3 13.2 12.6 12.5 11.9 City Employees per 1,000 Population 11.9 2013 2010 2005 2000 1995 1990 1985 1980 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 Annual Financial Plan Page 82 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF COST ALLOCATION FOR FISCAL YEAR 2014 GENERAL 001 PROVIDING SECTIONS Page 83 General Fund Services City Manager City Clerk Human Resources Risk Management Law Information Systems Management Services Customer Services Sales Tax Finance Community Dev Admin Engineering Community Investments Public Works Administration Mechanical Shop Facilities Maintenance Council & Commissions Non-Departmental Total General Fund General Administration Community Development Management Services Public Works Economic Vitality Non-Departmental LIBRARY 030 HURF 40 TRANSPORTATION 041-044 UTILITY 201 STORMWATER 210 AIRPORT 270 ENVIRON. SERVICES 280 SEMS 282 TOTAL CHARGES TO OTHER FUNDS 664,454 241,932 312,153 121,133 350,759 722,018 311,271 73,695 313,011 599,903 283,899 1,305,128 170,110 4,591 33,022 781,961 263,771 2,277,176 59,417 14,362 33,599 12,047 29,253 25,252 5,408 22,564 63,168 14,800 1,514 79,530 22,948 66,345 40,533 11,521 20,971 9,162 27,458 31,670 1,020 33,418 550,239 13,892 114,289 56,163 21,541 67,310 3,386 2,352 35,854 25,687 507 202,211 23,014 5,455 8,458 13,278 80,899 36,588 41,206 25,181 87,655 349,732 166,350 562,735 37,606 91,178 44,347 13,910 34,129 68,764 201,420 8,965 1,806 3,951 1,472 4,022 17,689 23,960 23,134 6,766 2,035 97 9,529 3,155 10,867 17,159 3,806 6,296 2,985 9,401 22,112 34,166 13,644 5,641 40,700 4,756 41,315 2,668 61,212 7,375 52,287 84,728 32,849 40,295 24,958 87,544 154,781 44,484 160,144 37,606 81,411 44,291 27,505 97,315 99,152 68,677 213,433 11 3,287 3,126 2,448 9,148 4,445 7,942 8,980 4,628 13,790 7,176 11,384 956,166 349,537 461,597 201,738 641,094 1,266,332 667,285 848,229 618,639 948,538 283,899 1,855,367 304,314 201,490 204,689 1,065,513 471,865 2,913,500 291,712 107,605 149,444 80,605 290,335 544,314 356,014 774,534 305,628 348,635 $ 8,829,987 450,207 999,187 320,202 1,841,700 117,448 325,523 1,299,173 76,365 14,259,792 5,429,805 $ 2,412,449 1,589,027 1,297,880 819,574 170,110 2,540,947 8,829,987 148,678 116,392 81,044 14,800 89,293 450,207 109,645 550,239 66,108 170,452 13,892 88,851 999,187 41,592 251,419 5,455 21,736 320,202 621,261 857,869 48,039 44,347 270,184 1,841,700 37,905 53,860 9,626 2,035 14,022 117,448 61,759 94,151 105,195 4,756 59,662 325,523 425,155 323,645 223,972 44,291 282,110 1,299,173 18,020 21,367 13,790 4,628 18,560 76,365 3,858,444 2,139,266 3,061,324 1,471,692 299,686 3,385,365 14,215,777 1,464,015 550,239 1,784,811 652,118 134,204 844,418 5,429,805 $ $ - 550,239 134,204 196,899 171,667 283,552 208,094 636,324 City of Flagstaff 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, 2012. 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. 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 2012; and human resources activities have been allocated on the number of budgeted fulltime equivalent positions served. Annual Financial Plan In selecting an allocation base to be used, the objective has been to utilize a base for each service that is available and reasonably results in the allocation of a service to users based on the relative benefit they receive or derive. A list of the allocation basis is provided in the Appendix. FLEET MANAGEMENT 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 2014 goals:  Continue to track fuel usage to decrease fuel consumption by 2.5%.  Create a tracking and funding mechanism for newly created equipment pool.  Re-Audit vehicle/equipment utilization. Goal to eliminate additional underutilized vehicles and reducing vehicle/equipment replacement costs. 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. Fiscal year 2013 we reviewed 12 replacement requests and agreed on replacing 11 vehicles and equipment. We pulled a 26 year old ladder and 28 year old engine and replaced them with a new engine. We also purchased two new type six brush trucks moving one to reserve giving the fire department three type six brush trucks. We traded in three HURF funded pieces of equipment, a 24 and a 26 year old grader and a 30 year old dozer, and purchase two new all-wheel drive graders. We traded in four refuse trucks to purchase three new refuse trucks. We traded in a dozer and compactor on its second life to help with the purchase of a new trash compactor and to refurbish the landfill scraper. Fleet Management wrote a policy for the catastrophic component replacement fund outlining procedures for its usage. Page 84 City of Flagstaff Fleet Management’s FY 2013 Accomplishments include:  Conducted driver awareness training centered on idle reduction and efficient vehicle operation.  Worked with City of Flagstaff Sections reviewing underutilized vehicles/equipment justifications and eliminating vehicles/equipment that are not needed. Twenty five vehicles were eliminated.  Continued to track fuel usage by section and decreased fuel consumption by an additional 2.5%.  Created a funding mechanism to accumulate money to replace and or repair aged vehicles/equipment. Created the Catastrophic Component Replacement Fund.      Research replacement alternative funding methods. Coordinate with the sustainability division to review each replacement or new addition that could be hybrids, diesels, Ethanol (FFV'S). Coordinate with Purchasing to include estimated MPG estimates in all bids for vehicles and equipment and awarding bids to the most fuel efficient when possible. Continue to 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 Manager will approve all specifications before requests for proposals are issued. Other objectives for FY 2014 include: FLEET FISCAL YEAR 2014 REPLACEMENTS DIVISION/SECTION 22 POLICE SEDAN CRUISERS (5) TOTAL GENERAL FUND FLEET 38 AIRPORT ARRF REPLACEMENT VEHICLE TOTAL AIRPORT FLEET AMOUNT $ 21,000 177,751 198,751 DIVISION/SECTION 49 WATER DISTRIBUTION 4x4 PICK UP TRUCK OUTFITTED 54 WASTEWATER COLLECTION 4x4 PICK UP TRUCK OUTFITTED DUMP TRUCK TOTAL UTILITIES FLEET Items to consider Implementation of ERP & Community Development Software Enhancing disaster recovery real time off-site data replication Data sharing and collaboration with public and private agencies Annual Financial Plan 215,000 $ 1,763,751 GF Phone - $66,175: Maintenance for VOIP and telephone 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.  45,000 125,000 1,350,000 FIVE-YEAR INFORMATION TECHNOLOGY PLAN  45,000 1,350,000 TOTAL FLEET REPLACEMENTS  AMOUNT PC and Network Replacements & Upgrades The budgeted amount will allow $132,060: replacement of end-user equipment on an as needed basis. GIS Acquisitions - $10,000: Hardware upgrades and replacements. Implement the E-Government - $20,000: expansion of video streaming of council meetings. Large FY 2013 Acquisitions - $415,433: purchases include the Microsoft Enterprise agreement, Microsoft SQL Licenses and Scheduling Software. Page 85 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF IT 5-YEAR PROJECTION FY 2014-2019 IT Five Year Projections GF Phone Actual 2011-2012 $ Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 61,264 66,175 66,199 66,175 66,175 66,175 66,175 66,175 66,175 28,845 28,845 57,689 40,263 40,262 40,262 120,787 37,862 37,861 37,861 113,584 44,020 44,020 44,020 132,060 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 - 8,000 75,000 83,000 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 10,000 10,000 25,000 24,888 24,888 20,000 30,000 30,000 30,000 30,000 30,000 New Hardware & Software and Upgrades Scheduling Software Automated Time Entry Parking Solution Microsoft Enterprise Agreement Microsoft SQL Licenses Kiva Replacement I Innoprise i Updates U d t VOIP Migration - next phase SAN for Disaster Recovery Planning & Development Engineering Total New Hardware & Software 128,721 3,962 3 962 55,225 35,000 222,908 90,000 50,000 90,000 125,000 65,000 51 51,000 000 20,000 49,000 540,000 128,721 35,000 35 35,667 667 20,000 49,000 268,388 90,000 50,000 135,000 35,000 30,000 15 15,333 333 30,000 5,000 25,100 415,433 125,000 125,000 185,000 185,000 185,000 185,000 185,000 185,000 125,000 125,000 Public Safety Police Upgrades Total Public Safety 271,917 271,917 69,700 69,700 73,182 73,182 - - - - - - $ 638,779 904,550 629,241 643,668 363,074 356,899 356,899 356,899 296,899 $ 514,550 3,962 120,267 448,574 75,000 105,667 $ 638,779 448,550 75,000 381,000 904,550 393,235 65,100 185,333 643,668 363,074 363,074 356,899 356,899 356,899 356,899 356,899 356,899 296,899 296,899 Replacement Programs Replacement PC's and Printers Network equip Server Equipment Total - Replacement Programs GIS Hardware upgrades/replacement Aerial Photography Total GIS E-Gov Page 86 Total Expenditures City of Flagstaff Funding General Fund MIS allocation One time monies Carryover Grants Total Funding 629,241 FY 2013 UPDATES CITY PARKS MAINTENANCE VS CAPITAL In the FY 2014 Budget, Council approved a continuation of funding the $100,000 to the Park Maintenance Section for capital needs. In addition, at the April Council FY 2014 budget retreat, City Council approved an additional $200,000 of BBB Recreation tax revenue to be allocated to park maintenance, bringing the BBB funded Recreation Fields from a Service Level 3 to a Service Level 2. This will allow for a portion of the City’s parks and recreation fields to be maintained based on national standards recommended by the National Recreation & Parks Association and Professional Grounds Management Society. Service Level 2 allows staff to be more proactive than reactive when addressing maintenance tasks, which allows the City to adequately maintain current assets and prolong their useful life. JAY LIVELY USER FEES In July 2012, City Council voted against the rate increase to the Jay Lively User Fees and requested that management look at an increase to all recreation user fees. Please see User Fees in the FY 2014 Issues for current status of recreation fees. FY 2014 ISSUES QUALITY INFRASTRUCTURE During the Fall Budget Retreat, Council directed management to focus their efforts to increased funding necessary to improve street, utility, fleet, parks, stormwater and facilities infrastructure. Background/Discussion During the recession, the City had to make numerous cuts to balance the budget due to decreased revenues. Many of these cuts included reductions to fund allocations to maintain the City’s infrastructure. In September 2010, the Council established a goal to maintain and deliver quality, reliable infrastructure. As a result, the Quality Infrastructure Cabinet was established to focus to better understand how to maintain the City’s current infrastructure and identify the City’s projected infrastructure needs. This required an evaluation of the current and targeted condition of the City’s critical infrastructure. Annual Financial Plan In July 2012, Council re-affirmed this priority by setting the goal to repair, replace and maintain infrastructure. In addition, at the Fall Budget Retreat, staff presented findings which included an estimate of over $27 million to maintain the City’s infrastructure in the current condition and another $147 million to upgrade the City’s infrastructure to the target condition. Conclusion Council adopted a budget that included an additional $2.45 million for street pavement preservation, $361,000 for fleet replacements, $100,000 for facility repairs and $45,000 for parks maintenance. USER FEES One of the FY 2013 Budget carryover items that Council addressed as part of FY 2014 Budget was to identify an additional $100,000 in user fees related to Recreation Services. Since Council voted to not increase Jay Lively User Fees, the City started the development of the FY 2014 Budget with $100,000 deficit. In addition, at the February retreat, Council requested a balanced approach towards funding their goals between: budget cuts, reallocations across funds, and new revenues. One of the new revenue options included increasing the recovery of user fees. Discussion The Council received considerable input from the community requesting recreation user fee increases be minimal while maintaining or improving current programs. At the February budget retreat, Council directed staff to bring back a proposed plan for recreation fee increases with the goal of $330,000 in additional revenue to be implemented over a three year period. Staff also proposed increasing various other user fees throughout the City. These proposed increases included: special event liquor licenses, cemetery fees, plan review fees, building permit fees, engineering inspection, and material testing lab fees. Conclusion Council approved an increase in recreation fees that will generate $170,000 in FY 2014. These fee increases include: special event fees, user fees, including the Aquaplex, and program fees for facility/field use. In addition, the City will implement a fee for the materials testing lab. This necessary service will be outsourced and the City’s fees associated with the operation will be recovered from developers. Lastly, Council approved increasing plan review fees from 50% to 60% cost recovery. Page 87 City of Flagstaff LIBRARY DISTRICT TAX REVENUES The City operates the joint City/County Public Library System. The City libraries are funded with combination of a General Fund transfer and the Library District Property Tax. County Branch libraries are funded 100% from the Library District Property Tax. The Coconino County Board of Supervisors is responsible for setting and levying the Library District Property Tax rate. Background The City/County Public Library System faces a very difficult revenue starting point. The assessed value for the Library District dropped 13%. That means if the property tax rate is held flat, the property tax revenue for the libraries will drop approximately $670,000 in FY 2014 compared to FY 2013 revenue. This equates to approximately a $340,000 decrease in revenue for Flagstaff libraries and a $330,000 decrease in revenue for the other County Branch libraries. Annual Financial Plan Conclusion The City requested that the Library District hold the property tax levy flat with the net effect of no change in dollars to the tax payer. This would restore approximately $340,000 in funding to the Flagstaff libraries. Coconino County Board of Supervisors has agreed to a partial rate change that is projected to offset $250,000. The balance of the revenue decreases will be offset with fund reserves. This approach will allow the City/County Public Library System several years to adjust to the new revenue level and/or allow for assessed values to recover. During FY 2014, City Staff will re-evaluate the Library Fund and make necessary changes related to the decrease in revenues. Page 88 City of Flagstaff General Fund UNRESERVED FUND BALANCE/ RETAINED EARNINGS ESTIMATED REVENUES AND OTHER FINANCING AT 7/1/2013 SOURCES 2013-2014 $ INTERFUND TRANSFERS 2013-2014 IN OUT TOTAL FINANCIAL RESOURCES CAPITAL AVAILABLE 2013-2014 OUTLAY (EQUIP/CIP) OPERATIONS TOTAL DEBT SERVICE FUND RESERVES/ APPROPRIATIONS CONTINGENCIES 2013-2014 BALANCE 6/30/2014 Page 89 19,552,029 55,803,731 3,506,081 (8,991,479) 69,870,362 49,074,356 8,395,537 1,183,788 1,565,000 60,218,681 9,651,681 Special Revenue Funds: Library Highway User Revenue Transportation Flagstaff Urban Trails Beautification Economic Development Tourism Arts & Science Recreation-BBB Real Estate Proceeds Housing and Comm Svcs Metro Planning Org EDA Revolving Loan Fund 873,900 2,546,353 4,397,568 4,685,665 282,960 645,165 388,524 1,751,379 796,818 - 6,199,835 6,737,798 15,670,675 1,239,339 1,192,525 708,156 1,874,083 447,768 3,064,568 2,222,174 915,071 220,855 1,224,451 9,102,904 2,580,634 261,000 22,500 - (328,391) (28,401) (7,867,486) (2,556,619) (136,185) (1,948,789) - 7,969,795 18,358,654 12,200,757 3,819,973 3,321,571 1,252,116 2,383,063 836,292 2,867,158 3,018,992 937,571 220,855 7,300,401 4,926,757 6,058,893 175,309 713,332 1,879,658 408,806 2,778,741 687,571 220,000 59,195 11,521,601 3,446,341 2,619,360 233,400 1,100,000 - 549,211 1,182,775 255,553 - 222,000 100,000 10,000 45,000 50,000 10,000 250,000 - 7,581,596 17,097,569 7,241,668 3,446,341 2,804,669 1,013,885 1,929,658 652,206 1,100,000 2,778,741 937,571 220,000 388,199 1,261,085 4,959,089 373,632 516,902 238,231 453,405 184,086 1,767,158 240,251 855 Debt Service Funds: G.O. Bond Fund Sec. Property Tax Special Assessment Bond 8,471,639 414,729 5,590,153 905,100 7,460,125 - (7,460,125) - 7,460,125 6,601,667 1,319,829 - - 7,460,125 905,600 - 7,460,125 905,600 6,601,667 414,229 214,968 22,373 - - 237,341 - - - - - 237,341 (436,750) 9,692,198 18,324,000 35,221,447 1,626,000 4,700,000 - 19,513,250 49,613,645 - 13,074,250 49,203,033 - - 13,074,250 49,203,033 6,439,000 410,612 12,993,414 26,762,292 - (182,794) 39,572,912 - 13,610,707 10,969,327 4,207,923 1,800,000 30,587,957 - 8,984,955 - 215,819 9,734,395 552,000 (33,567) 10,468,647 - 2,281,612 7,185,127 286,685 500,000 10,253,424 - 215,223 - 4,922,416 15,381,371 - (4,950,216) 15,353,571 9,243,643 1,089,996 250,000 612,000 11,195,639 4,157,932 - 1,025,109 185,728 (239,681) 971,156 949,796 - - - 949,796 21,360 867,572 1,500,509 3,927,428 (425,118) 5,870,391 749,599 4,875,928 - 10,000 5,635,527 234,864 - - - - - - - - - - - 536,380 7,080,134 - - 7,616,514 5,781,923 401,697 - 1,001,250 7,184,870 431,644 73,812,746 217,843,461 35,148,851 (35,148,851) 291,656,207 106,841,104 114,174,792 16,281,660 6,175,250 243,472,806 48,183,401 Permanent Funds: Perpetual Care Capital Projects Funds: Special Improvement District Municipal Facilities Corp G.O. Bonds Enterprise Funds: Water and Wastewater Operating Bonds Airport Airpark Proceeds City of Flagstaff Solid Waste Sustainable Environ Mgmt Stormwater Utility Fiduciary Funds: Firemen's Pension Flagstaff Housing Authority 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 2013-2014 Schedule B: Tax Levy CITY OF FLAGSTAFF EXPENDITURE LIMITATION AND TAX LEVY INFORMATION FISCAL YEAR 2013-2014 ESTIMATED FY 2012-2013 FY 2013-2014 Expenditure Limitation [Economic Estimates Commission] $ 133,177,482 $ 5,742,768 $ 5,520,173 5,530,453 11,050,626 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 2012-2013 Levy (2) Prior Years' Levies (3) Total Primary Property Taxes Collected $ B. Secondary Property Taxes: (1) FY 2012-2013 Levy (2) Total Secondary Property Taxes Collected 5,534,145 - 5,426,095 6,402,304 11,828,399 $ 5,250,000 100,000 5,350,000 6,402,304 6,402,304 C. Total Property Taxes Collected $ 11,752,304 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 0.7131 0.8366 1.5497 0.8429 0.8366 1.6795 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 Page 90 City of Flagstaff Schedule C: Revenues Other Than Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2013 AND 2014 (WITH ACTUALS FOR FISCAL YEAR 2012) ACTUAL REVENUES 2011-2012 SOURCE OF REVENUES BUDGETED REVENUES 2012-2013 ESTIMATED ACTUAL REVENUES 2012-2013 BUDGETED REVENUES 2013-2014 CHANGE (BDGT-BDGT) % CHANGE GENERAL FUND Local taxes City Sales Tax Franchise Tax $ 14,765,828 2,347,952 14,351,925 2,436,000 15,582,500 2,305,000 15,850,368 2,345,338 1,498,443 (90,662) 10.44% -3.72% Licenses and permits Business Licenses Building Permits Other Licenses and permits 33,690 1,288,317 359,867 33,000 600,000 157,930 33,000 1,100,000 157,930 33,000 1,119,250 157,930 519,250 - 0.00% 86.54% 0.00% Intergovernmental revenues State Income Tax Sharing State Shared Sales Tax Vehicle License Tax Federal Grants State Grants Local Intergovernmental Agreements 5,559,477 5,147,101 2,483,244 1,178,532 1,036,530 872,822 6,720,300 5,227,250 2,486,750 2,575,967 1,791,144 850,000 6,728,484 5,325,000 2,500,000 1,359,175 958,164 850,000 7,300,000 5,418,188 2,543,750 2,158,654 1,547,827 850,000 579,700 190,938 57,000 (417,313) (243,317) - 8.63% 3.65% 2.29% -16.20% -13.58% 0.00% Charges for services General Government Parks & Recreation Public Safety Cemetery 153,961 1,319,732 1,414,238 135,335 579,850 1,408,830 906,300 134,000 184,100 1,308,830 906,300 134,000 366,100 1,578,830 910,863 135,340 (213,750) 170,000 4,563 1,340 -36.86% 12.07% 0.50% 1.00% Fines and forfeits Interest on investments Miscellaneous revenues Total General Fund 1,182,413 132,369 2,077,340 41,488,748 1,238,570 213,350 3,885,183 45,596,349 1,110,478 215,100 1,626,449 42,384,510 1,115,151 207,500 2,810,642 46,448,731 (123,419) (5,850) (1,074,541) 852,382 -9.96% -2.74% -27.66% 1.87% LIBRARY FUND I t t l revenues Intergovernmental State Grants Library District Taxes Interest on investments Miscellaneous revenues Total Library Fund 155,088 3,885,243 22,579 76,571 4,139,481 52,400 3,843,535 27,250 2,453,363 6,376,548 78,697 3,843,537 21,105 612,887 4,556,226 25,000 6,116,924 37,437 20,474 6,199,835 (27,400) 2,273,389 10,187 (2,432,889) (176,713) -52.29% 59.15% 37.38% -99.17% -2.77% HIGHWAY USER REVENUE FUND Intergovernmental revenues Federal Grants Highway User Tax Interest on investments Miscellaneous revenues Total Highway User Revenue Fund 5,576,167 6,704 1,151 5,584,022 5,555,000 7,000 540,000 6,102,000 5,926,167 6,000 5,932,167 36,000 5,955,798 6,000 740,000 6,737,798 36,000 400,798 (1,000) 200,000 435,798 0.00% 7.22% -14.29% -37.04% 7.14% 10,399,189 58,675 670,622 11,128,486 10,223,455 40,000 4,500,000 14,763,455 10,982,632 94,000 11,076,632 11,081,675 89,000 4,500,000 15,670,675 858,220 49,000 907,220 8.39% 122.50% 0.00% 6.15% 1,239,339 1,239,339 1,239,339 1,239,339 0.00% 0.00% 1,186,405 6,120 1,192,525 (1,392,471) 80,055 (4,850) (15,890) (1,317,266) SPECIAL REVENUE FUNDS TRANSPORTATION FUND Transportation Tax Interest on Investments Miscellaneous revenues Total Transportation Fund FUTS FUND Intergovernmental revenues State Grants Total Beautification Fund BEAUTIFICATION FUND Intergovernmental revenues State Grants BBB Tax Interest on investments Miscellaneous Total Beautification Fund Annual Financial Plan - 236,132 1,111,913 26,886 932 1,375,863 - 1,392,471 1,106,350 10,970 15,890 2,525,681 Page 91 - 678,392 1,166,000 44,000 15,890 1,904,282 -100.00% 7.24% -44.21% -100.00% -52.15% City of Flagstaff Schedule C: Revenues Other Than Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2013 AND 2014 (WITH ACTUALS FOR FISCAL YEAR 2012) ACTUAL REVENUES 2011-2012 SOURCE OF REVENUES ECONOMIC DEVELOPMENT FUND Intergovernmental revenues Federal Grants State Grants BBB Tax Interest on investments Miscellaneous revenues Total Economic Development Fund ESTIMATED ACTUAL REVENUES 2012-2013 BUDGETED REVENUES 2013-2014 CHANGE (BDGT-BDGT) % CHANGE 373,306 528,159 1,356 40,020 942,841 220,000 60,000 525,516 1,455 279,420 1,086,391 60,000 553,850 2,111 40,020 655,981 100,000 563,542 2,977 41,637 708,156 (220,000) 40,000 38,026 1,522 (237,783) (378,235) -100.00% 66.67% 7.24% 104.60% -85.10% -34.82% 1,667,870 62,323 2,871 28,949 1,762,013 1,659,525 58,905 2,000 26,483 1,746,913 1,749,000 62,000 5,513 26,690 1,843,203 1,779,608 62,620 6,452 25,403 1,874,083 120,083 3,715 4,452 (1,080) 127,170 7.24% 6.31% 222.60% -4.08% 7.28% 416,967 1,778 418,745 414,881 3,501 418,382 437,250 3,084 440,334 444,902 2,866 447,768 30,021 (635) 29,386 7.24% -18.14% 7.02% RECREATION-BBB FUND BBB Tax Interest on investments Miscellaneous revenues Total Recreation-BBB Fund 1,834,657 5,463 1,840,120 1,825,478 6,200 1,831,678 1,923,900 11,200 1,935,100 1,957,568 7,000 1,964,568 132,090 800 132,890 7.24% 12.90% 0.00% 7.26% HOUSING AND COMMUNITY SVCS FUND Intergovernmental revenues Federal Grants State Grants Interest on investments Miscellaneous revenues T t l Housing H i and d Community C it Svcs S F d Total Fund 836,607 250,665 5,370 224,254 1 316 896 1,316,896 1,109,731 630,000 483,000 2 222 731 2,222,731 715,810 330,000 8,332 501,162 1 555 304 1,555,304 912,174 660,000 650,000 2 222 174 2,222,174 (197,557) 30,000 167,000 (557) -17.80% 4.76% 0.00% 34.58% 0 03% -0.03% 424,374 3,880 428,254 380,604 105,000 485,604 349,068 5,000 354,068 660,071 255,000 915,071 279,467 150,000 429,467 73.43% 142.86% 88.44% 220,000 855 220,855 220,000 855 220,855 0.00% 0.00% 0.00% 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 METRO PLANNING ORGANIZATION FUND Intergovernmental revenues Federal Grants Miscellaneous revenues Total Metro Planning Organization Fund EDA REVOLVING LOAN FUND Intergovernmental revenues Federal Grants Interest on investments Total EDA Revolving Loan Fund TOTAL SPECIAL REVENUE FUNDS $ BUDGETED REVENUES 2012-2013 - - - 28,936,721 37,559,383 30,253,297 39,392,847 1,649,354 4.39% 42,387 42,387 32,700 32,700 57,700 57,700 59,700 59,700 27,000 27,000 82.57% 82.57% SPECIAL ASSESSMENT BONDS Special Assessments Interest on investments Total Special Assessment Bonds 8,286,453 1,303 8,287,756 904,625 1,400 906,025 904,625 3,635 908,260 902,000 3,100 905,100 (2,625) 1,700 (925) -0.29% 121.43% -0.10% TOTAL DEBT SERVICE FUNDS 8,330,143 938,725 965,960 964,800 26,075 DEBT SERVICE FUNDS SECONDARY PROPERTY TAX FUND Interest on investments Total Secondary Property Tax Fund Annual Financial Plan Page 92 2.78% City of Flagstaff Schedule C: Revenues Other Than Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2013 AND 2014 (WITH ACTUALS FOR FISCAL YEAR 2012) ACTUAL REVENUES 2011-2012 SOURCE OF REVENUES BUDGETED REVENUES 2012-2013 ESTIMATED ACTUAL REVENUES 2012-2013 BUDGETED REVENUES 2013-2014 CHANGE (BDGT-BDGT) % CHANGE CAPITAL PROJECTS FUNDS G.O. BONDS PROJECTS Intergovernmental revenues Federal Grants Interest on investments Miscellaneous Revenue Total G.O. Bonds Projects 21,100 3,000,000 13,230 11,196,000 14,209,230 - 3,762,500 1,100,000 4,862,500 21,100 19,071,730 2,404,500 28,345,447 9,273,717 48.63% PERPETUAL CARE FUND Contributions Interest on investments Total Perpetual Care Fund 15,475 1,080 16,555 19,908 2,056 21,964 19,908 1,742 21,650 20,306 2,067 22,373 398 11 409 2.00% 0.54% 1.86% TOTAL PERMANENT FUNDS 16,555 21,964 21,650 22,373 409 1.86% 346,222 1,343,510 12 570 940 12,570,940 7,883,022 58,920 116,948 22,319,562 432,715 3,169,237 12 940 449 12,940,449 8,444,905 101,505 25,088,811 307,200 1,405,000 13 377 684 13,377,684 8,651,874 95,000 70,559 23,907,317 290,500 300,000 15 718 170 15,718,170 9,638,072 95,950 91,000 26,133,692 (142,215) (2,869,237) 2 777 721 2,777,721 1,193,167 (5,555) 91,000 1,044,881 -32.87% -90.53% 21 47% 21.47% 14.13% -5.47% 0.00% 4.16% 3,053,899 102,986 1,644,876 1,814 196,215 4,999,790 4,846,978 844,368 1,666,101 5,385 261,120 7,623,952 568,162 697,425 1,677,142 1,650 42,030 2,986,409 7,211,173 466,102 1,726,440 2,160 328,520 9,734,395 2,364,195 (378,266) 60,339 (3,225) 67,400 2,110,443 48.78% -44.80% 3.62% -59.89% 25.81% 27.68% 430,707 12,003,304 45,793 7,716 12,487,520 93,500 12,392,011 30,164 12,000 12,527,675 114,906 11,928,206 47,044 107,822 12,197,978 11,384,327 47,044 11,431,371 (93,500) (1,007,684) 16,880 (12,000) (1,096,304) -100.00% -8.13% 55.96% -100.00% -8.75% 1,001,509 23,600 1,025,109 1,001,509 23,600 1,025,109 MUNICIPAL FACILITIES CORP Intergovernmental revenues Grant Revenues Miscellaneous Revenue Total Municipal Facilities Corp TOTAL CAPITAL PROJECTS FUNDS $ 21,100 2,389,000 15,500 2,404,500 - 6,000,000 10,355 9,711,092 15,721,447 3,000,000 (2,875) (1,484,908) 1,512,217 100.00% -21.73% -13.26% 10.64% 4,600,000 8,024,000 12,624,000 837,500 6,924,000 7,761,500 22.26% 629.45% PERMANENT FUNDS ENTERPRISE FUNDS WATER AND WASTEWATER FUND OPERATING FUND Intergovernmental revenues State Grants Federal Grants W t Revenues R Water Wastewater Revenues Interest on Investments Miscellaneous revenues Total Water and Wastewater Fund AIRPORT FUND OPERATING FUND Intergovernmental revenues Federal Grants State Grants Airport Revenues Interest on investments Miscellaneous revenues Total Airport Fund SOLID WASTE Intergovernmental revenues Federal Grants Solid Waste Revenues Interest on investments Miscellaneous revenues Total Environmental Services Fund ENVIRONMENTAL MANANGEMENT Intergovernmental revenues Federal Grants Environmental Services Revenues Interest on investments Miscellaneous revenues Total Environmental Services Fund Annual Financial Plan - - Page 93 - 0.00% 0.00% 0.00% 0.00% 0.00% City of Flagstaff Schedule C: Revenues Other Than Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2013 AND 2014 (WITH ACTUALS FOR FISCAL YEAR 2012) ACTUAL REVENUES 2011-2012 SOURCE OF REVENUES STORMWATER UTILITY Intergovernmental revenues Federal Grants Stormwater Utility Revenues Interest on investments Miscellaneous revenues Total Stormwater Utility Fund FLAGSTAFF HOUSING AUTHORITY FUNDS Intergovernmental revenues Federal Grants Rents and Other Tenant Income Miscellaneous revenues Total Stormwater Utility Fund TOTAL ENTERPRISE FUNDS TOTAL REVENUES Annual Financial Plan $ BUDGETED REVENUES 2012-2013 ESTIMATED ACTUAL REVENUES 2012-2013 BUDGETED REVENUES 2013-2014 CHANGE (BDGT-BDGT) % CHANGE 1,189 1,445,828 5,851 329 1,453,197 1,436,764 20,761 1,457,525 1,436,262 8,457 1,444,719 25,000 1,471,171 4,338 1,500,509 25,000 34,407 (16,423) 42,984 0.00% 2.39% -79.11% 0.00% 2.95% 4,439,317 1,057,705 537,737 6,034,759 5,634,506 1,037,472 644,258 7,316,236 5,383,425 970,511 508,206 6,862,142 5,542,089 990,000 548,045 7,080,134 (92,417) (47,472) (96,213) (236,102) -1.64% -4.58% -14.93% -3.23% 47,294,828 54,014,199 47,398,565 56,905,210 2,891,011 5.35% $ 126,088,095 157,202,350 123,428,482 172,079,408 14,692,948 9.35% Page 94 City of Flagstaff Schedule C-1: Schedule of Grant Revenues CITY OF FLAGSTAFF SCHEDULE OF GRANT REVENUES FISCAL YEAR 2013-2014 PROJECT NAME BUDGETED REVENUES 2012-2013 ESTIMATED REVENUES 2012-2013 BUDGETED REVENUES 2013-2014 CITY MATCH 2013-2014 BUDGETED GRANT REIMB % FUNDING 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 340,272 282,601 316,672 - 100% F/S 5,999 298,000 315,717 60,000 66,375 148,530 87,930 293,057 321,414 80,900 20,000 67,575 148,530 65,000 308,180 201,847 80,900 20,000 66,375 - 19,416 - 100% 100% 100% 76% 100% 100% 100% 100% F/S F F/L F S F/L F F POLICE POLICE POLICE POLICE POLICE POLICE POLICE POLICE POLICE POLICE POLICE POLICE COUNTY - CANNABIS ERADICAITON RICO - OVERTIME DOJ - BULLET PROOF VEST PROGRAM PSN GANG PREV/ EDUC HLS SLOT OVERTIME US MARCHALL OT HOMELAND SECURITY GRANT ACJC - STATEWIDE GANG TASK FORCE INTERNET CRIMES AGAINST CHILDREN GOHS - DUI ENFORCEMENT GOHS CLICK IT OR TICKET DOJ - ED BRYNE MEMORIAL JAG - OVERTIME 4,000 45,000 6,251 10,000 50,000 118,712 4,500 20,000 5,000 61,485 42,035 5,274 10,000 5,000 128,910 4,403 5,000 69,500 45,000 6,500 10,000 5,000 100,000 127,473 4,500 5,000 53,402 3,250 31,868 - 100% 100% 50% 100% 100% L L F F F/S 100% 75% 100% 100% 100% 100% F/S S F/S F/S F/S F FIRE FIRE FIRE FIRE FIRE FIRE FIRE FIRE COURT COURT AZSF - HAZARDOUS FUEL NAVAL OBSERVATORY AZ HOMELAND SECURITY GOHS GRANT ASSISTANCE TO FIREFIGHTERS SAFER GRANT NAVAL OBSERVATORY HAZARDOUS FUELS GRANT 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 FILL THE GAP EPA BROWNFIELDS ASSESSMENT 58,000 5,000 50,000 30,000 120,000 288,000 5,000 215,000 74,160 25,000 40,305 41,504 9,871 53,750 64,075 25,000 40,000 30,000 350,000 360,000 10,000 107,500 65,357 25,000 - 90% 100% 100% 100% 100% 100% 100% 100% 100% 100% S F F/S S F F F S L S 11,000 13,590 13,930 - 100% L 200,000 35,710 35,710 236,000 36,600 - 100% 100% L L 20,000 23,950 34,000 22,000 32,500 56,020 400,000 1,000,000 20,000 23,950 34,000 27,170 32,500 28,000 17,000 281,500 20,000 23,950 34,000 27,870 32,500 490,000 20,000 418,500 - 100% 100% 100% 100% 100% 100% 100% 100% 100% L L L L L L L L F N COUNTRY HEALTHCARE SUBTOTAL-GENERAL FUND 14,000 4,367,111 20,215 2,317,339 14,425 3,706,481 54,534 100% L 52,400 52,400 78,697 78,697 25,000 25,000 - 100% S - - 36,000 36,000 2,160 2,160 94% F/S 4,000,000 600,000 6,000,000 10,600,000 2,000,000 2,000,000 50% 100% 50% 100% F S S F COURT COURT COURT COURT COURT COURT COURT COURT COURT COURT COURT PUBLIC WKS REC LIBRARY LIBRARY VARIOUS GRANTS SUBTOTAL HURF BEULAH BLVD EXTENSION-FMPO FUNDS SUBTOTAL CAPITAL CAPITAL CAPITAL CAPITAL EDA- INNOVATION MESA COURT FACILITY PICTURE CANYON LAND ACQUISITION OBSERVATORY MESA SUBTOTAL Annual Financial Plan 3,762,500 3,000,000 6,762,500 2,389,000 2,389,000 Page 95 - City of Flagstaff Schedule C-1: Schedule of Grant Revenues CITY OF FLAGSTAFF SCHEDULE OF GRANT REVENUES FISCAL YEAR 2013-2014 BUDGETED REVENUES 2012-2013 PROJECT NAME BEAUT BEAUT BEAUT BEAUT BEAUT BEAUT BEAUT BEAUT FUTS FUTS FUTS HSG HSG HSG HSG HSG HSG FUTS INTERPRETIVE SIGNAGE 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) ADOT- TE 4TH ST-HUNTINGTON TO BUTLER (ROUND 18) ADOT- SAFE ROUTES TO SCHOOL - FUTS KINSEY SCHOOL TRAIL SUBTOTAL ADOT - WALNUT /FLORENCE UNDERPASS (ROUND 11) AZ STATE PARKS - FUTS SIGNAGE PROGRAM ADOT- TE 4TH ST-HUNTINGTON TO BUTLER (ROUND 18) SUBTOTAL HUD - 10/11 CDBG ENTITLEMENT HUD - 11/12 CDBG ENTITLEMENT HUD- 12/13 CDBG ENTITLEMENT HUD-13/14 CDBG ENTITLEMENT AZ HUD - FY 10 OWNER OCCUPED HOUSING EMERGENCY REPAIRS AZ HUD - FY 10 OWNER OCCUPIED HOUSING REHAB SUBTOTAL MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO ADOT - PL FUNDS FMPO 2011 ADOT - PL FUNDS FMPO 2012 ADOT-PL FUNDS FMPO 2013 AFOT- PL FUNDS FMPO 2014 ADOT - FTA18 FUNDS FMPO 2010 ADOT - FTA19 FUNDS FMPO 2011 ADOT- FTA 20 FUNDS FMPO 2012 ADOT - SPR FUNDS FMPO 2012 ADOT - SPR FUNDS FMPO 2013 ADOT- SPR FUNDS FMPO 2014 FHWA - STP FUNDS US 180 STUDY FHWA - STP FUNDS TRAFFIC COUNT FHWA - STP FUNDS RTP STUDY FHWA - STP FUNDS MILTON MODEL FHWA - STP FUNDS ADAPTIVE CONTROL FHWA - NAIPTA SUBTOTAL UTIL UTIL AWPF - PICTURE CANYON FEMA/ADEM - SCHULTZ FLOODING IB PIPELINE RECONSTRUCT NAZ WATER SUPPLY FEASIBILITY WATER PLANT EFFICIENCY PROJ SUBTOTAL UTIL UTIL STORM RIO DE FLAG SUBTOTAL Annual Financial Plan $ ESTIMATED REVENUES 2012-2013 BUDGETED REVENUES 2013-2014 CITY MATCH 2013-2014 BUDGETED GRANT REIMB % FUNDING 10,000 485,998 9,859 534,566 - - 50% 94% F/S F/S 25,000 450,783 2,688 - - 100% 94% F/S F/S 181,031 124,000 - - 100% F/S - - - 94% F/S 150,559 7,279 - - 94% F/S 80,000 - - - 94% F/S - - 9,100 1,392,471 678,392 - - 500,000 30,000 94% F/S - - 95,000 - 100% F/S - - 644,339 36,727 94% F/S - - 1,239,339 66,727 88,000 436,661 585,070 300,000 80,826 377,675 257,309 - 7,174 56,558 315,977 532,465 330,000 - 100% 100% 100% F F F 100% F/S 330,000 330,000 330,000 - 100% F/S 1,739,731 1,045,810 1,572,174 - 100,000 17,886 26,497 30,000 125,000 43,423 15,798 22,000 380,604 5,192 23,375 104,191 26,844 125,000 42,466 22,000 349,068 24,801 100,000 30,263 57,815 125,000 17,192 100,000 105,000 100,000 660,071 1,488 6,000 1,816 11,563 25,000 1,083 94% 94% 94% 94% 94% 94% 94% 80% 80% 80% 94% 94% F/S F/S F/S 46,950 94% F/S 65,600 3,201,352 32,200 1,645,000 290,500 - - 100% 90% S F&S 300,000 35,000 3,601,952 35,000 1,712,200 300,000 590,500 59% 100% F F 100% S - Page 96 - 25,000 25,000 123,000 123,000 - F/S F/S F/S F/S F/S City of Flagstaff Schedule C-1: Schedule of Grant Revenues CITY OF FLAGSTAFF SCHEDULE OF GRANT REVENUES FISCAL YEAR 2013-2014 BUDGETED REVENUES 2012-2013 PROJECT NAME AIRPRT AIRPRT AIRPT ADOT E2F2C-APRON RECONSTRUCTION ARRF REPLACEMENT VEHICLE ADOT E3S3E DESIGN WESTPLEX TAXI LANE AIRPT AIRPT AIRPT AIRPT AIRPT FAA-AIP 36 CONST WESTPLEX TAXI LANE ADOT-AIP-36 DESIGN WESTPLAX TAXI LANE FAA - REHAB TAXIWAY RECONSTRUCT ADOT- TAXIWAY REHAB AIP 34/35 ADOT - PAVEMENT MAINTENANCE- APRON RECONSTRUCTION DOT-SMALL COMMUNITY AIR SERVICE DEVELOPMENT PROGRAM SUBTOTAL AIRPT ENV ENV $ ECON VIT AZ DEPT OF COMMMERCE - REDG GRANT JOY CONE ECON DEV ACA - RURAL GRANT 2011- MSI ECON VIT EDA REVOLVING LOAN SUBTOTAL EDA Revolving Loan Fund FHA FHA FHA ROSS LOW INCOME PUBLIC HOUSING SECTION 8/MRO SRO SUBTOTAL TOTAL Funding: CITY MATCH 2013-2014 BUDGETED GRANT REIMB % FUNDING 498,886 216,000 1,316,250 - 21,600 65,813 - 90% 95% 90% S 2,590,859 143,937 1,456,119 38,319 163,226 568,162 14,952 183,587 5,094,923 250,102 - 254,746 12,505 - 95% 95% 95% 94% 90% F S F S S 100% F - 800,000 1,265,587 50,000 84,633 - - 100% F 43,500 93,500 30,273 114,906 - - 90% F 60,000 220,000 280,000 - 7,677,275 - 5,691,346 - $ BUDGETED REVENUES 2013-2014 498,886 800,000 DOE - ENERGY EFFICIENCY CONSERVATION BLOCK GRANT ROOFTOP SOLAR CHALLENGE SUBTOTAL EDA ESTIMATED REVENUES 2012-2013 354,664 - 100,000 - 100% S 60,000 60,000 100,000 - 100% 100% S F/S - 220,000 220,000 - 100% F - 100% 100% 100% F F F 54,597 2,202,626 3,377,283 5,634,506 55,874 959,085 4,368,466 5,383,425 63,991 1,220,660 4,257,438 5,542,089 29,996,121 15,394,424 31,993,929 2,648,035 L=Local, N/P=Non-Profit, S=State, F=Federal, F/S=Federal thru State, F&S=Federal and State Annual Financial Plan Page 97 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 2013-2014 FUND GENERAL FUND PROCEEDS FROM OTHER FINANCING SOURCES $ SPECIAL REVENUE FUNDS Library Fund Highway User Revenue Fund Transportation Fund FUTS Fund Beautification Fund Economic Development Tourism Fund Recreation-BBB Fund Housing & Community Services MPO Total Special Revenue Funds 4,000,000 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 Solid Waste Fund Environmental Management Fund Total Enterprise Funds TOTAL ALL FUNDS Annual Financial Plan $ INTERFUND TRANSFERS IN OUT 3,506,081 8,991,479 1,224,451 9,102,904 2,580,634 261,000 22,500 13,191,489 328,391 28,401 7,867,486 2,556,619 136,185 1,948,789 12,865,871 7,460,125 7,460,125 7,460,125 7,460,125 19,500,000 5,700,000 25,200,000 4,700,000 1,626,000 6,326,000 628,600 3,950,000 4,578,600 3,927,428 552,000 185,728 4,665,156 182,794 425,118 33,567 4,950,216 239,681 5,831,376 34,878,600 35,148,851 35,148,851 Page 98 - City of Flagstaff Schedule D-1: Schedule of Transfers Descriptions SCHEDULE OF TRANSFERS FISCAL YEAR 2013-2014 General Fund Transfers In: Library - $328,391 This transfer represents the APSES $78,391 lease payment and $250,000 for the parking lot relocation. Highway User Revenue Fund - $28,401 This transfer is $13,000 for right-of-way maintenance completed by Parks staff and $15,401 for the APSES lease payment. Beautification Fund - $510,985 This represents $448,784 for streetscape maintenance on projects previously constructed by BBB funds that are now maintained by the Parks division, $57,000 for right-of-way and median maintenance, and $5,201 in support for the citywide publication. Tourism Fund - $99,685 This transfer includes $90,248 for community events, $6,238 as a contribution towards the citywide publication, and $3,199 for the APSES lease payment. Recreation-BBB Fund - $1,948,789 This transfer is a contribution to the maintenance of FUTS which is a Parks responsibility for $210,128, $1,188,661 for increased maintenance in the Parks budget related to additional field maintenance associated with Recreation Bond projects and $550,000 for the operation of Recreation Programs. Water and Wastewater Fund - $157,794 This is transfer of $157,794 is for the APSES lease payment. Airport - $33,567 This is a transfer for $33,567 to assist with the APSES lease payment. Annual Financial Plan Solid Waste Fund - $72,488 This transfer represents $4,678 for advertising in the citywide publication, $14,810 for the APSES lease payment, and a fee holiday for operating expenses for the general fund internal accounts totaling $53,000. Stormwater Fund - $86,300 This transfer represents one FTE position for a Project Manager in Community Development. Environmental Management Fund - $239,681 This transfer represents $194,181 for code compliance, $35,000 for partial funding of a wildland fire position and $10,000 maintenance as related to the open space programs. Transfers Out: Library Fund - $1,187,951 This is the operating transfer from the General Fund to the Library for general services. Highway User Revenue Fund - $1,437,100 This is $97,100 for the de-icer program, $40,000 for street sweeping, $100,000 for snow removal and $1,200,000 for street improvement program. Economic Development - $261,000 This is a transfer to assist in the expenditures in the amounts of $10,000 for SEDI and $251,000 for the Incubator. Stormwater Fund - $3,927,428 Transfer of funds for the Rio de Flag project. Airport Fund - $552,000 This transfer is comprised of $274,000 for capital projects at the Airport and $278,000 for operating uses, including potential funding of PSPRS requirements. Capital Projects Fund - $1,626,000 This transfer is for a portion of the construction cost related to a new court facility. Page 99 City of Flagstaff Schedule D-1: Schedule of Transfers Descriptions Library Fund Transportation Fund Transfers In: Transfers Out: General Fund - $1,187,951 This is the operating transfer from the General Fund to the Library for general services. HURF - $7,309,986 This is a transfer of the transportation tax to fund various transportation projects. Safety funding is $1,341,526 for miscellaneous projects. $5,968,460 is from Street improvements for Transportation funded projects. Tourism Fund - $36,500 This is for an operating transfer from Tourism to the Library for general services. Transfers Out: General Fund - $328,391 This transfer represents the APSES $78,391 lease payment and $250,000 for the parking lot relocation. MPO - $22,500 This transfer represents $18,934 to assist in the payment of the multi model planner position and $3,566 to assist in the payment of the Administration Assistant. FUTS Fund - $535,000 This is $535,000 to fund various FUTS projects within the multi-modal transportation projects. Highway User Revenue Fund Transfers In: FUTS Fund General Fund - $1,437,100 This is $97,100 for the de-icer program, $40,000 for street sweeping, $100,000 for snow removal and $1,200,000 for street improvement program. Transportation Fund - $7,309,986 This is a transfer of the transportation tax to fund various transportation projects. Safety funding is $1,341,526 for miscellaneous projects. $5,968,460 is from Street improvements for Transportation funded projects. Stormwater Fund - $338,818 This transfer includes $288,818 for drainage maintenance and $50,000 for de-icer program. Environmental Services Fund - $17,000 This transfer represents $17,000 for a fee holiday related to HURF accounts. Transfers Out: General Fund - $28,401 This transfer is $13,000 for right-of-way maintenance completed by Parks staff and $15,401 for the APSES lease payment. Annual Financial Plan Transfer In: Beautification Fund - $2,045,634 This is a transfer of Beautification fund balance to create a new fund. Transportation Tax - $535,000 This is $535,000 to fund various FUTS projects within the multi-modal transportation. Beautification Fund Transfers Out: General Fund - $510,985 This represents $448,784 for streetscape maintenance on projects previously constructed by BBB funds that are now maintained by the Parks division, $57,000 for right-of-way and median maintenance, and $5,201 in support for the citywide publication. FUTS Fund - $2,045,634 This is a transfer of Beautification fund balance to create a new fund. Page 100 City of Flagstaff Schedule D-1: Schedule of Transfers Descriptions Economic Development Fund Secondary Property Tax Fund Transfers In: Transfers Out: General Fund - $261,000 This is a transfer to assist in the expenditures in the amounts of $10,000 for SEDI and $251,000 for the Incubator. G.O. Bond Fund - $7,460,125 A transfer of Secondary Property Taxes collected for repayment of general obligation bonds. Water and Wastewater Fund Tourism Fund Transfers Out: Transfers Out: General Fund - $99,685 This transfer includes $90,248 for community events, $6,238 as a contribution towards the citywide publication, and $3,199 for the APSES lease payment. Library Fund - $36,500 This is for an operating transfer from Tourism to the Library for general services. General Fund - $157,794 This is a transfer of $157,794 is for the APSES lease payment. Capital Projects Fund - $25,000 This transfer is a onetime transfer to help complete the 2010 street/utility bond projects. Stormwater Fund Transfers In: Recreation-BBB Fund General Fund - $3,927,428 This transfer is for the Rio de Flag Project. Transfers Out: Transfers Out: General Fund - $1,948,789 This transfer is a contribution to the maintenance of FUTS which is a Parks responsibility for $210,128, $1,188,661 for increased maintenance in the Parks budget related to additional field maintenance associated with Recreation Bond projects and $550,000 for the operation of Recreation Programs. HURF - $338,818 This transfer includes $288,818 for drainage maintenance and $50,000 for de-icer program. General Fund - $86,300 This transfer represents one FTE position for a Project Manager in Community Development. Metro Planning Organization Fund Airport Fund Transfers In: Transfers In: Transportation Fund - $22,500 This transfer represents $18,934 to assist in the payment of the multi model planner position and $3,566 to assist in the payment of the Administration Assistant. General Fund - $552,000 This transfer is comprised of $274,000 for capital projects at the Airport and $278,000 for operating uses, including potential funding of PSPRS requirements. Transfers Out: G.O. Bond Fund General Fund - $33,567 This is a transfer for $33,567 to assist with the APSES lease payment. Transfers In: Secondary Property Tax Fund - $7,460,125 A transfer of Secondary Property Taxes collected for repayment of general obligation bonds. Annual Financial Plan Page 101 City of Flagstaff Schedule D-1: Schedule of Transfers Descriptions Solid Waste Fund Capital Projects Fund Transfers Out: Transfers In: General Fund - $72,488 This transfer represents $4,678 for advertising in the citywide publication, $14,810 for the APSES lease payment, and a fee holiday for operating expenses for the general fund internal accounts totaling $53,000. Solid Waste Fund - $4,675,000 This transfer is one time funding provided by capital reserve and revenue bond proceeds to construct a public works facility. HURF - $17,000 This transfer represents $17,000 for a fee holiday related to HURF accounts. Capital Projects Fund - $4,675,000 This transfer is one time funding provided by capital reserve and revenue bond proceeds to construct a public works facility. Environmental Management Fund-$185,728 This transfer represents $160,000 for service related to the HPC program and $25,728 for the creation of a new fund. General Fund - $1,626,000 This transfer is for a portion of the construction cost related to a new court facility. Water and Wastewater Fund - $25,000 This transfer is a onetime transfer to help complete the 2010 street/utility bond projects. Environmental Management Fund Transfers In: Solid Waste Fund - $185,728 This transfer represents $160,000 for service related to the HPC program and $25,728 for the creation of a new fund. Transfers Out: General Fund - $239,681 This transfer represents $194,181 for code compliance, $35,000 for partial funding of a wildland fire position and $10,000 maintenance as related to the open space programs. Annual Financial Plan Page 102 City of Flagstaff Schedule E: Appropriations By Fund CITY OF FLAGSTAFF SUMMARY BY DIVISION OF EXPENDITURES/EXPENSES WITHIN EACH FUND COMPARISON OF FISCAL YEAR 2013 AND 2014 (WITH ACTUAL FOR FISCAL YEAR 2012) FUND/DIVISION GENERAL FUND General Administration Community Development Management Services Fire Police Public Works Economic Vitality Community Enrichment Non-departmental Contingency Total General Fund ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2012-2013 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2012-2013 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2013-2014 7,939,695 3,497,589 2,850,274 8,543,680 16,185,670 4,906,365 226,401 3,310,380 (3,268,704) 132,020 44,323,370 8,395,367 3,715,394 3,123,808 10,215,163 16,875,477 7,400,090 1,200,701 3,222,068 636,706 1,150,000 55,934,774 8,036,576 3,579,817 3,051,046 9,826,416 16,576,723 5,174,398 478,636 3,218,728 (2,435,115) 200,000 47,707,225 8,470,643 4,293,997 3,171,917 10,346,646 17,556,777 10,674,003 612,978 3,526,720 1,565,000 60,218,681 75,276 578,603 48,109 131,483 681,300 3,273,913 (587,723) (3,222,068) 2,890,014 415,000 4,283,907 0.9% 15.6% 1.5% 1.3% 4.0% 44.2% (48.9%) (100.0%) 453.9% 36.1% 7.7% 124,645 150,648 58,909 27,622 4,803,975 152,915 5,318,714 150,716 134,552 87,664 27,272 7,102,717 93,095 100,000 7,696,016 150,716 134,552 87,664 27,272 5,051,720 93,095 5,545,019 148,678 7,025,781 81,044 14,800 89,293 222,000 7,581,596 (2,038) 6,891,229 (6,620) (12,472) (7,102,717) (3,802) 122,000 (114,420) (1.4%) 5,121.6% (7.6%) (45.7%) (100.0%) (4.1%) 122.0% (1.5%) 108,282 678,205 138,296 9,042,899 29,053 226,418 10,223,153 118,391 533,783 73,428 13,527,647 24,888 85,536 100,000 14,463,673 118,391 533,783 73,428 9,437,744 24,888 85,536 10,273,770 109,645 550,239 66,108 16,168,834 13,892 88,851 100,000 17,097,569 (8,746) 16,456 (7,320) 2,641,187 (10,996) 3,315 2,633,896 (7.4%) 3.1% (10.0%) 19.5% (44.2%) 3.9% 0.0% 18.2% 46,278 266,540 10,449 6,299,251 6,622,518 52,014 215,009 7,789 7,798,412 8,073,224 52,014 215,009 7,789 5,974,129 6,248,941 41,592 251,419 5,455 6,943,202 7,241,668 (10,422) 36,410 (2,334) (855,210) (831,556) (20.0%) 16.9% (30.0%) (11.0%) (10.3%) ACTUAL EXPENDITURES/ EXPENSES 2011-2012 $ CHANGE (BDGT-BDGT) % CHANGE 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 FUTS FUND Community Development Reserve/Contingency BEAUTIFICATION FUND Community Development Economic Vitality Reserve/Contingency ECONOMIC DEVELOPMENT FUND Economic Vitality Reserve/Contingency TOURISM FUND Economic Vitality Reserve/Contingency Annual Financial Plan - - - 3,446,341 3,446,341 3,446,341 3,446,341 0.0% 0.0% 0.0% (3,210,435) (571,534) (3,781,969) (100.0%) (17.0%) 0.0% (57.4%) 537,192 428,705 965,897 3,210,435 3,366,203 10,000 6,586,638 1,197,880 1,240,532 2,438,412 0 2,794,669 10,000 2,804,669 1,227,611 1,227,611 1,389,255 265,000 1,654,255 1,015,324 1,015,324 968,885 45,000 1,013,885 (420,370) (220,000) (640,370) (30.3%) (83.0%) (38.7%) 1,540,957 1,540,957 1,624,102 50,000 1,674,102 1,653,512 1,653,512 1,879,658 50,000 1,929,658 255,556 255,556 15.7% 0.0% 15.3% Page 103 City of Flagstaff Schedule E: Appropriations By Fund CITY OF FLAGSTAFF SUMMARY BY DIVISION OF EXPENDITURES/EXPENSES WITHIN EACH FUND COMPARISON OF FISCAL YEAR 2013 AND 2014 (WITH ACTUAL FOR FISCAL YEAR 2012) FUND/DIVISION ARTS AND SCIENCE FUND Economic Vitality Reserve/Contingency RECREATION-BBB FUND Public Works HOUSING AND COMMUNITY SERVICES FUND Community Development Non-departmental METRO PLANNING ORG FUND Community Development Non-departmental Contingency EDA REVOLVING LOAN FUND Economic Vitality Total Special Revenue Funds ACTUAL EXPENDITURES/ EXPENSES 2011-2012 $ 392,982 392,982 - ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2012-2013 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2012-2013 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2013-2014 637,056 10,000 647,056 412,010 412,010 642,206 10,000 652,206 1,100,000 - 1,100,000 1,697,295 54,519 1,751,814 3,386,672 45,652 3,432,324 1,945,487 37,053 1,982,540 2,740,457 38,284 2,778,741 416,870 24,962 441,832 386,971 21,126 100,000 508,097 368,042 21,126 389,168 - - - CHANGE (BDGT-BDGT) % CHANGE 5,150 5,150 0.8% 0.0% 0.8% - 0.0% (646,215) (7,368) (653,583) (19.1%) (16.1%) (19.0%) 666,445 21,126 250,000 937,571 279,474 150,000 429,474 72.2% 0.0% 150.0% 84.5% 220,000 220,000 220,000 220,000 0.0% 0.0% 28,485,478 45,835,385 29,958,696 46,803,904 968,519 2.1% 3,743,832 5,456,156 4,600,749 7,460,125 2,003,969 36.7% 7,381,215 11,125,047 908,225 6,364,381 908,225 5,508,974 905,600 8,365,725 (2,625) 2,001,344 (0.3%) 31.4% G.O. BONDS FUNDED PROJECTS FUND Non-departmental 9,083,346 65,447,305 9,889,107 49,203,033 (16,244,272) (24.8%) MUNICIPAL FACILITIES CORP FUND Non-departmental Total Capital Projects Funds 63,271 9,146,617 9,112,000 74,559,305 436,750 10,325,857 13,074,250 62,277,283 3,962,250 (12,282,022) 43.5% (16.5%) 580,253 983,638 50,698 78,942 21,838,673 494,338 69,702 24,096,244 626,188 915,248 59,122 73,918 26,764,580 263,254 1,800,000 30,502,310 626,188 915,248 59,122 73,918 19,836,514 263,254 65,000 21,839,244 621,261 857,869 48,039 44,347 26,946,257 270,184 1,800,000 30,587,957 4,927 (57,379) (11,083) (29,571) 181,677 6,930 85,647 (0.8%) (6.3%) (18.7%) (40.0%) 0.7% 2.6% 0.0% 0.3% DEBT SERVICE FUNDS GENERAL OBLIGATION BONDS FUND Non-departmental SPECIAL ASSESSMENT BONDS FUND Non-departmental Total Debt Service Funds CAPITAL PROJECT FUNDS ENTERPRISE FUNDS WATER AND WASTEWATER FUND General Administration Management Services Public Works Economic Vitality Utilities Non-departmental Contingency Annual Financial Plan Page 104 City of Flagstaff Schedule E: Appropriations By Fund CITY OF FLAGSTAFF SUMMARY BY DIVISION OF EXPENDITURES/EXPENSES WITHIN EACH FUND COMPARISON OF FISCAL YEAR 2013 AND 2014 (WITH ACTUAL FOR FISCAL YEAR 2012) FUND/DIVISION AIRPORT FUND General Administration Management Services Public Works Economic Vitality Non-departmental Contingency $ SOLID WASTE General Administration Management Services Public Works Economic Vitality Non-departmental Contingency SUSTAINABILITY & ENV MGMT FUND General Administration Management Services Public Works Economic Vitality Non-departmental FLAGSTAFF HOUSING AUTHORITY Community Development Contingency Total Enterprise Funds Annual Financial Plan ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2012-2013 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2013-2014 51,062 99,735 127,108 4,834,876 70,048 5,182,829 62,750 119,449 125,633 7,450,799 57,063 7,815,694 62,750 119,449 125,633 2,803,777 57,063 3,168,672 61,759 94,151 105,195 9,432,657 59,662 500,000 10,253,424 (991) (25,298) (20,438) 1,981,858 2,599 500,000 2,437,730 (1.6%) (21.2%) (16.3%) 26.6% 4.6% 0.0% 31.2% 311,071 373,062 10,756,152 60,269 297,412 49,192 11,847,158 398,292 376,834 12,387,952 61,828 244,599 612,000 14,081,505 398,292 376,834 11,614,826 61,828 244,599 425,000 13,121,379 425,155 323,645 9,508,438 44,291 282,110 612,000 11,195,639 26,863 (53,189) (2,879,514) (17,537) 37,511 (2,885,866) 6.7% (14.1%) (23.2%) (28.4%) 15.3% 0.0% (20.5%) - STORMWATER UTILITY FUND General Administration Community Development Management Services Public Works Economic Vitality Utilities Non-departmental Contingency TOTAL ALL FUNDS ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2012-2013 ACTUAL EXPENDITURES/ EXPENSES 2011-2012 $ - - 18,020 21,367 887,221 4,628 18,560 949,796 CHANGE (BDGT-BDGT) % CHANGE 18,020 21,367 887,221 4,628 18,560 949,796 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 23,401 19,762 30,331 12,249 4,813 1,112,683 17,545 5,849 1,226,633 38,734 50,435 10,921 3,782 5,567,829 15,138 10,000 5,696,839 38,734 50,435 10,921 3,782 1,543,325 15,138 1,662,335 37,905 53,860 9,626 2,035 5,508,079 14,022 10,000 5,635,527 (829) 3,425 (1,295) (1,747) (59,750) (1,116) (61,312) (2.1%) 0.0% 6.8% (11.9%) (46.2%) (1.1%) (7.4%) 0.0% (1.1%) 6,256,760 6,256,760 6,312,656 1,001,250 7,313,906 5,933,010 1,001,250 6,934,260 6,183,620 1,001,250 7,184,870 (129,036) (129,036) (2.0%) 0.0% 48,609,624 65,410,254 46,725,890 65,807,213 396,959 0.6% 141,690,136 248,104,099 140,226,642 243,472,806 Page 105 (4,631,293) (1.9%) City of Flagstaff Schedule E-1: Budget by Division and Section CITY OF FLAGSTAFF BUDGET BY DIVISION AND SECTIONS COMPARISON OF FISCAL YEAR 2013 AND 2014 (WITH ACTUAL FOR FISCAL YEAR 2012) DIVISION/SECTION GENERAL ADMINISTRATION City Manager City Court Law Human Resources Risk Management Information Technology TOTAL ADOPTED ESTIMATED PROPOSED ACTUAL BUDGETED ACTUAL BUDGETED EXPENDITURES/ EXPENDITURE/ EXPENDITURES/ EXPENDITURE/ EXPENSES EXPENSE EXPENSES EXPENSE 2011-2012 2012-2013 2012-2013 2013-2014 % CHANGE 1,391,491 2,688,071 1,344,797 452,545 187,312 1,875,479 7,939,695 1,367,298 2,579,311 1,362,625 617,160 188,697 2,280,276 8,395,367 1,351,722 2,545,735 1,389,398 559,498 185,601 2,004,622 8,036,576 1,477,942 2,647,378 1,420,380 716,488 178,670 2,029,785 8,470,643 110,644 68,067 57,755 99,328 (10,027) (250,491) 75,276 8.1% 2.6% 4.2% 16.1% (5.3%) (11.0%) 0.9% 264,520 1,866,644 (232,309) 1,381,427 217,307 1,697,295 537,192 416,870 6,256,760 12,405,706 292,253 1,944,715 (150,092) 1,380,416 248,102 3,386,672 3,210,435 386,971 6,312,656 17,012,128 292,611 1,877,955 (197,809) 1,348,305 258,755 1,945,487 1,197,880 368,042 5,933,010 13,024,236 301,793 2,307,246 (77,818) 1,497,308 265,468 2,740,457 3,446,341 666,445 6,183,620 17,330,860 9,540 362,531 72,274 116,892 17,366 (646,215) 235,906 279,474 (129,036) 318,732 3.3% 18.6% (48.2%) 8.5% 7.0% (19.1%) 7.3% 72.2% (2.0%) 1.9% 644,694 907,098 570,195 728,287 2,850,274 736,288 935,163 641,045 811,312 3,123,808 678,412 934,896 623,765 813,973 3,051,046 779,658 969,377 510,285 912,597 3,981,524 2,927,865 10,081,306 43,370 34,214 (130,760) 101,285 3,981,524 2,927,865 6,957,498 5.9% 3.7% (20.4%) 12.5% 222.7% TOTAL 8,539,503 4,177 8,543,680 9,400,163 815,000 10,215,163 9,677,541 148,875 9,826,416 9,321,646 1,025,000 10,346,646 (78,517) 210,000 131,483 (0.8%) 25.8% 1.3% POLICE Police Police Grants TOTAL 14,513,993 1,671,677 16,185,670 14,911,431 1,964,046 16,875,477 14,723,965 1,852,758 16,576,723 15,673,262 1,883,515 17,556,777 761,831 (80,531) 681,300 5.1% (4.1%) 4.0% PUBLIC WORKS Public Works Administration USGS Facilities Parks Fleet Services Cemetery Public Facilities Maintenance Recreation Street Maintenance & Repairs Street Const. & Reconstruction Transportation CIP Street & Highway User Rev Bonds Solid Waste Sustainability Recreation-BBB TOTAL 58,149 1,069,835 2,350,048 (152,890) 308,245 1,272,978 3,758,358 886,543 1,851,511 2,369,013 9,263,022 1,148,309 24,183,121 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 15,586 1,072,978 2,920,695 (77,345) 216,400 1,026,084 4,434,803 1,169,329 3,147,366 549,385 10,203,222 1,168,371 25,846,874 22,216 1,323,583 3,203,838 1,657,497 204,576 1,000,624 3,261,669 4,127,570 4,561,000 6,760,601 549,211 9,284,466 873,431 1,100,000 37,930,282 3,509 (702,000) 206,269 500,007 (11,824) 16,283 3,261,669 (355,639) 2,438,121 525,288 (174) (1,752,816) (234,006) 3,894,687 18.8% (34.7%) 6.9% 43.2% (5.5%) 1.7% (7.9%) 114.8% 8.4% (0.0%) (15.9%) (21.1%) 11.4% COMMUNITY DEVELOPMENT Community Development Admin. Planning & Development Services Capital Improvement Engineering Housing Community Redevelopment Flag Urban Trails System Metro Planning Organization Flagstaff Housing Authority TOTAL MANAGEMENT SERVICES Management Services Admin. Finance/Budget Sales Tax & Licensing Customer Service Library Library Grants TOTAL FIRE Fire Fire Grants Annual Financial Plan $ CHANGE (BDGT-BDGT) Page 106 City of Flagstaff Schedule E-1: Budget by Division and Section CITY OF FLAGSTAFF BUDGET BY DIVISION AND SECTIONS COMPARISON OF FISCAL YEAR 2013 AND 2014 (WITH ACTUAL FOR FISCAL YEAR 2012) DIVISION/SECTION ECONOMIC VITALITY Community Investment Airport Debt Service - Airport Arts and Science Urban Design Streetscape Economic Development EDA Revolving Loan Program Tourism - Gen. Admin. Visitor Services TOTAL ADOPTED ESTIMATED PROPOSED ACTUAL BUDGETED ACTUAL BUDGETED EXPENDITURES/ EXPENDITURE/ EXPENDITURES/ EXPENDITURE/ EXPENSES EXPENSE EXPENSES EXPENSE 2011-2012 2012-2013 2012-2013 2013-2014 $ 226,401 4,538,919 286,685 392,982 116,108 312,597 1,227,611 1,227,553 313,404 8,642,260 1,200,701 7,155,680 286,685 637,056 205,989 3,160,214 1,389,255 1,310,701 313,401 15,659,682 478,636 2,508,658 286,685 412,010 191,191 1,049,341 1,015,324 1,326,439 327,073 7,595,357 3,486,746 1,317,229 3,310,380 8,114,355 3,803,474 3,299,243 3,222,068 10,324,785 3,576,180 1,475,540 3,218,728 8,270,448 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 1,061,952 3,266,019 1,344,803 63,674 1,975,534 2,678,973 2,364,454 1,036,067 292,272 798,202 146,419 144,011 4,307,415 2,358,878 526,758 404,477 181,448 22,951,356 1,220,029 4,249,379 1,578,526 83,838 5,502,982 2,380,529 2,303,875 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 1,346,209 3,985,115 1,542,632 70,484 2,376,133 285,447 2,156,503 993,827 293,606 916,431 177,600 368,533 3,381,947 1,942,047 669,899 702,226 171,200 21,379,839 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 368,408 914,801 1,299,598 3,743,832 7,381,215 9,083,346 63,271 3,998,276 2,274,700 489,809 29,617,256 408,756 937,003 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 94,921,435 256,763 141,690,136 COMMUNITY ENRICHMENT Library Library Grants Recreation TOTAL RESERVES/CONTINGENCIES GRAND TOTAL $ 612,978 9,141,216 286,685 642,206 175,309 2,619,360 968,885 220,000 1,518,280 361,378 16,546,297 CHANGE (BDGT-BDGT) % CHANGE (587,723) 1,985,536 5,150 (30,680) (540,854) (420,370) 220,000 207,579 47,977 886,615 (48.9%) 27.7% 0.8% (14.9%) (17.1%) (30.3%) 15.8% 15.3% 5.7% (3,803,474) (3,299,243) (3,222,068) (10,324,785) (100.0%) (100.0%) (100.0%) (100.0%) 1,419,819 4,396,844 1,572,676 71,960 3,709,960 2,923,000 2,420,774 1,232,693 451,639 1,153,102 2,289,100 1,096,767 2,265,878 1,942,045 632,151 948,500 3,927,428 32,454,336 199,790 147,465 (5,850) (11,878) (1,793,022) 542,471 116,899 127,190 158,033 67,299 1,528,500 293,367 (1,188,585) (2) (52,512) 136,274 (143,512) 121,927 16.4% 3.5% (0.4%) (14.2%) (32.6%) 22.8% 5.1% 11.5% 53.8% 6.2% 201.0% 36.5% (34.4%) (0.0%) (7.7%) 16.8% (3.5%) 0.4% 405,696 917,003 1,341,230 4,600,749 908,225 9,889,107 436,750 3,846,127 2,110,332 472,658 24,927,877 414,197 883,559 6,245,520 1,000,000 7,460,125 905,600 49,203,033 13,074,250 5,738,691 1,182,775 472,659 86,580,409 5,441 (53,444) 2,846,930 2,003,969 (2,625) (16,244,272) 3,962,250 68,281 (927,557) 1 (8,341,026) 1.3% (5.7%) 83.8% 36.7% (0.3%) (24.8%) 43.5% 1.2% (44.0%) 0.0% (8.8%) 5,208,250 1,691,250 6,175,250 248,104,099 140,226,642 243,472,806 - 967,000 (4,631,293) 18.6% (1.9%) 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 Page 107 City of Flagstaff Schedule F: Budget Summary by Division of Expenditures CITY OF FLAGSTAFF BUDGET SUMMARY BY DIVISION OF EXPENDITURES COMPARISON OF FISCAL YEAR 2013 AND 2014 (WITH ACTUAL FOR FISCAL YEAR 2012) ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2012-2013 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2012-2013 PROPOSED BUDGETED EXPENDITURE/ EXPENSE * 2013-2014 7,939,695 124,645 108,282 46,278 580,253 51,062 311,071 23,401 9,184,687 8,395,367 150,716 118,391 52,014 626,188 62,750 398,292 38,734 9,842,452 8,036,576 150,716 118,391 52,014 626,188 62,750 398,292 38,734 9,483,661 8,470,643 148,678 109,645 41,592 621,261 61,759 425,155 18,020 37,905 9,934,658 75,276 (2,038) (8,746) (10,422) (4,927) (991) 26,863 18,020 (829) 92,206 0.9% (1.4%) (7.4%) (20.0%) (0.8%) (1.6%) 6.7% 0.0% (2.1%) 0.9% COMMUNITY DEVELOPMENT General Fund HURF fund Beautification Fund Housing and Community Services Fund Metro Planning Organization Fund Stormwater Utility Fund Flagstaff Housing Authority TOTAL 3,497,589 678,205 537,192 1,697,295 416,870 19,762 6,256,760 13,103,673 3,715,394 533,783 3,210,435 3,386,672 386,971 6,312,656 17,545,911 3,579,817 533,783 1,197,880 1,945,487 368,042 5,933,010 13,558,019 4,293,997 550,239 3,446,341 2,740,457 666,445 6,183,620 17,881,099 578,603 16,456 235,906 (646,215) 279,474 (129,036) 335,188 15.6% 3.1% 7.3% (19.1%) 72.2% 0.0% (2.0%) 1.9% MANAGEMENT SERVICES General Fund Library Fund HURF Fund Transportation Fund Water and Wastewater Fund Airport Fund Solid Waste Fund Sustainability & Environment Mgmt Fund Stormwater Utility Fund TOTAL 2,850,274 150,648 138,296 266,540 983,638 99,735 373,062 30,331 4,892,524 3,123,808 134,552 73,428 215,009 915,248 119,449 376,834 50,435 5,008,763 3,051,046 134,552 73,428 215,009 915,248 119,449 376,834 50,435 4,936,001 3,171,917 7,025,781 66,108 251,419 857,869 94,151 323,645 21,367 53,860 11,866,117 48,109 6,891,229 (7,320) 36,410 (57,379) (25,298) (53,189) 21,367 3,425 6,857,354 1.5% 5,121.6% (10.0%) 16.9% (6.3%) (21.2%) (14.1%) 0.0% 6.8% 136.9% TOTAL 8,543,680 8,543,680 10,215,163 10,215,163 9,826,416 9,826,416 10,346,646 10,346,646 131,483 131,483 1.3% 1.3% TOTAL 16,185,670 16,185,670 16,875,477 16,875,477 16,576,723 16,576,723 17,556,777 17,556,777 681,300 681,300 4.0% 4.0% 4,906,365 58,909 9,042,899 50,698 127,108 10,756,152 12,249 24,954,380 7,400,090 87,664 13,527,647 1,100,000 59,122 125,633 12,387,952 10,921 34,699,029 5,174,398 87,664 9,437,744 59,122 125,633 11,614,826 10,921 26,510,308 10,674,003 81,044 16,168,834 1,100,000 48,039 105,195 9,508,438 887,221 9,626 38,582,400 ACTUAL EXPENDITURES/ EXPENSES 2011-2012 DIVISION/FUND GENERAL ADMINISTRATION General Fund Library Fund HURF Fund Transportation Fund Water and Wastewater Fund Airport Solid Waste Fund Sustainability & Environment Mgmt Fund Stormwater Utility Fund TOTAL FIRE General Fund POLICE General Fund PUBLIC WORKS General Fund Library Fund HURF Fund Recreation-BBB Fund Water and Wastewater Fund Airport Fund Solid Waste Fund Sustainability & Environment Mgmt Fund Stormwater Utility Fund TOTAL Annual Financial Plan $ Page 108 CHANGE (BDGT-BDGT) 3,273,913 (6,620) 2,641,187 (11,083) (20,438) (2,879,514) 887,221 (1,295) 3,883,371 % CHANGE 44.2% (7.6%) 19.5% 0.0% (18.7%) (16.3%) (23.2%) 0.0% (11.9%) 11.2% City of Flagstaff Schedule F: Budget Summary by Division of Expenditures CITY OF FLAGSTAFF BUDGET SUMMARY BY DIVISION OF EXPENDITURES COMPARISON OF FISCAL YEAR 2013 AND 2014 (WITH ACTUAL FOR FISCAL YEAR 2012) ACTUAL EXPENDITURES/ EXPENSES 2011-2012 ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2012-2013 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2012-2013 PROPOSED BUDGETED EXPENDITURE/ EXPENSE * 2013-2014 226,401 27,622 29,053 10,449 428,705 1,227,611 1,540,957 392,982 78,942 4,834,876 60,269 4,813 8,862,680 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 15,867,593 478,636 27,272 24,888 7,789 1,240,532 1,015,324 1,653,512 412,010 73,918 2,803,777 61,828 3,782 7,803,268 612,978 14,800 13,892 5,455 2,794,669 968,885 220,000 1,879,658 642,206 44,347 9,432,657 44,291 4,628 2,035 16,680,501 3,310,380 4,803,975 8,114,355 3,222,068 7,102,717 10,324,785 3,218,728 5,051,720 8,270,448 UTILITIES Water and Wastewater Fund Stormwater Utility Fund TOTAL 21,838,673 1,112,683 22,951,356 26,764,580 5,567,829 32,332,409 19,836,514 1,543,325 21,379,839 NON-DEPARTMENTAL General Fund Library Fund HURF Fund Transportation 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 Solid Waste Fund Sustainability & Environment Mgmt Fund Stormwater Utility Fund TOTAL (3,268,704) 152,915 226,418 6,299,251 54,519 24,962 3,743,832 7,381,215 9,083,346 63,271 494,338 70,048 297,412 17,545 24,640,368 636,706 93,095 85,536 7,798,412 45,652 21,126 5,456,156 908,225 65,447,305 9,112,000 263,254 57,063 244,599 15,138 90,184,267 132,020 69,702 49,192 5,849 256,763 141,690,136 DIVISION/FUND ECONOMIC VITALITY General Fund Library Fund HURF Fund Transportation Fund Beautification Fund Economic Development Fund EDA Revolving Loan Fund Tourism Fund Arts and Science Fund Water and Wastewater Fund Airport Fund Solid Waste Fund Sustainability & Environment Mgmt Fund Stormwater Utility Fund TOTAL COMMUNITY ENRICHMENT General Fund Library Fund TOTAL $ 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 Solid Waste Fund Stormwater Utility Fund Flagstaff Housing Authority Fund TOTAL ALL FUNDS TOTAL * $ CHANGE (BDGT-BDGT) % CHANGE (587,723) (12,472) (10,996) (2,334) (571,534) (420,370) 220,000 255,556 5,150 (29,571) 1,981,858 (17,537) 4,628 (1,747) 812,908 (48.9%) (45.7%) (44.2%) (30.0%) (17.0%) (30.3%) 0.0% 15.7% 0.8% (40.0%) 26.6% (28.4%) 0.0% (46.2%) 5.1% (3,222,068) (7,102,717) (10,324,785) (100.0%) (100.0%) (100.0%) 26,946,257 5,508,079 32,454,336 181,677 (59,750) 121,927 0.7% (1.1%) 0.4% (2,435,115) 93,095 85,536 5,974,129 37,053 21,126 4,600,749 908,225 9,889,107 436,750 263,254 57,063 244,599 15,138 20,190,709 3,526,720 89,293 88,851 6,943,202 38,284 21,126 7,460,125 905,600 49,203,033 13,074,250 270,184 59,662 282,110 18,560 14,022 81,995,022 2,890,014 (3,802) 3,315 (855,210) (7,368) 2,003,969 (2,625) (16,244,272) 3,962,250 6,930 2,599 37,511 18,560 (1,116) (8,189,245) 453.9% (4.1%) 3.9% (11.0%) (16.1%) 0.0% 36.7% (0.3%) (24.8%) 43.5% 0.0% 2.6% 4.6% 15.3% 0.0% (7.4%) (9.1%) 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 5,208,250 200,000 65,000 425,000 1,001,250 1,691,250 1,565,000 222,000 100,000 10,000 45,000 50,000 10,000 250,000 1,800,000 500,000 612,000 10,000 1,001,250 6,175,250 415,000 122,000 (220,000) 150,000 500,000 967,000 36.1% 122.0% 0.0% 0.0% (83.0%) 0.0% 0.0% 150.0% 0.0% 0.0% 0.0% 0.0% 0.0% 18.6% 248,104,099 140,226,642 243,472,806 -4,631,293 (1.9%) - 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 Page 109 City of Flagstaff Schedule G: Full-Time Employee and Personnel Compensation CITY OF FLAGSTAFF FULL-TIME EMPLOYEE AND PERSONNEL COMPENSATION FISCAL YEAR 2014 FUND FULL-TIME EQUIVALENTS (FTE) 2013-2014 EMPLOYEE SALARIES AND HOURLY COSTS 2013-2014 RETIREMENT COSTS 2013-2014 $ $ 531.03 SPECIAL REVENUE FUNDS Library HURF Beautification Economic Development Tourism Housing and Comm Services Metro Planning Organization Total Special Revenue Funds 51.40 35.92 1.25 2.25 13.18 1.00 2.88 107.88 2,058,353 1,548,692 97,608 166,507 626,001 54,834 212,638 4,764,633 214,372 157,778 11,264 19,609 66,842 6,328 21,834 498,027 321,225 205,301 9,694 13,322 75,777 5,921 20,847 652,087 158,321 = 207,722 7,468 13,549 48,731 4,380 15,879 456,050 = 2,752,271 2,119,493 126,034 212,987 817,351 71,463 271,198 6,370,797 ENTERPRISE FUNDS Water & Wastewater Airport Stormwater Solid Waste Environmental Management Flagstaff Housing Authority Total Enterprise Funds 61.50 9.75 5.50 47.40 8.48 22.00 154.63 3,501,614 481,691 381,886 2,164,240 437,028 1,287,218 8,253,677 392,300 54,287 42,790 251,961 48,119 145,162 934,619 420,062 55,365 31,891 321,708 59,564 160,925 1,049,515 327,872 = 51,203 31,679 249,577 37,066 145,162 842,559 = 4,641,848 642,546 488,246 2,987,486 581,777 1,738,467 11,080,370 TOTAL ALL FUNDS 793.54 Annual Financial Plan 43,506,396 $ 6,190,770 7,623,416 Page 110 $ $ 3,468,067 5,169,669 $ TOTAL ESTIMATED PERSONNEL COMPENSATION 2013-2014 GENERAL FUND $ 30,488,086 OTHER BENEFIT COSTS 2013-2014 HEALTHCARE COSTS 2013-2014 $ 2,587,255 = 3,885,864 = $ $ 42,734,178 60,185,345 City of Flagstaff Schedule H: Summary of Operating Capital CITY OF FLAGSTAFF SUMMARY OF OPERATING CAPITAL FISCAL YEAR 2013-2014 SECT # SECTION OPERATING CAPITAL CARRYFWD 2012-2013 BUDGET 2013-2014 GENERAL FUND 22 POLICE POLICE CRUISERS (5) POLICE SEDAN 23 POLICE GRANTS 27,751 - 177,751 21,000 COMMUNICATIONS EQUIPMENT - 100,000 26 PARKS BASKETBALL COURT RESURFACE THORPE FIELD PARKING LOT OVERLAY PONDEROSA PARK PARKING LOT OVERLAY THORPE PLAYGROUND PARKING LOT OVERLAY BASKETBALL/TENNIS COURT OVERLAY THORPE BARK PARK EQUIPMENT CHESHIRE PARKING LOT OVERLAY SKATE TRACK SURFACE REPAIRS CONTINENTAL PARKING LOT OVERLAY CONTINENTAL FENCE REPAIR FOXGLENN PARK PARKING LOT OVERLAY BBB SETASIDE FOR FLEET REPLACEMENT FUND - 18,100 21,000 9,600 28,000 25,570 22,000 5,730 24,000 48,500 7,500 45,000 40,946 27 FLEET SERVICES SETASIDE FOR CATASTROPHIC / FLEET REPLACE FUND 30 RECREATION GENERAL IMPROVEMENTS DEHUMIDIFIER FOR RINK 44 FIRE GRANTS ASSISTANCE TO FIREFIGHTER GRANT EQUIPMENT AZ HOMELAND SECURITY EQUIPMENT 66 NON-DEPARTMENTAL MANAGEMENT SERVICES QUADRANT REMODEL GENERAL FUND TOTAL $ 1,139,670 1,697,340 - 15,000 25,000 10,000 - 50,000 350,000 - 100,000 1,177,421 2,832,037 LIBRARY 11 LIBRARY PUBLIC RESTROOM ADA COMPLIANCE RAMP ACCESS ADA COMPLIANCE SETASIDE FOR FLEET REPLACEMENT FUND LIBRARY TOTAL - 15,000 15,000 29,195 - 59,195 - 20,000 90,000 90,000 - 200,000 HIGHWAY USER REVENUE 32 STREET MAINT. & REPAIRS DUST ABATEMENT TANK AND PUMP SOLAR PORTABLE VARIABLE MESSAGE BOARDS (2) TRAFFIC SIGNAL CABINET AND CONTROLLER REPLACE HIGHWAY USER REVENUE TOTAL ARTS & SCIENCE 71 ARTS & SCIENCE PUBLIC ART PROJECT FOR BEAUTIFICATION EAST FLAGSTAFF GATEWAY ARTS & SCIENCE TOTAL Annual Financial Plan Page 111 200,000 33,400 200,000 33,400 233,400 233,400 City of Flagstaff Schedule H: Summary of Operating Capital CITY OF FLAGSTAFF SUMMARY OF OPERATING CAPITAL FISCAL YEAR 2013-2014 SECT # SECTION OPERATING CAPITAL CARRYFWD 2012-2013 BUDGET 2013-2014 WATER & WASTEWATER 47 LAKE MARY WATER PLANT FACILITIES REPAIR RTUs AND COMMUNICATION FIXED DRIVE REPLACEMENT WATER PUMP STATION SCADA IMPROVEMENTS 49 WATER DISTRIBUTION 2014 DIESEL TRUCK 4X4 WITH OUTFITTING 53 WASTEWATER TREATMENT WILDCAT BLDG RE-ROOF WILDCAT LAN (MICRO) GAS CONVEYENCE SYSTEM IMPROVEMENTS 54 WASTEWATER COLLECTION 2014 DIESEL TRUCK 4X4 WITH OUTFITTING CEMENT MIXER AIR COMPRESSOR DUMP TRUCK 56 RECLAIMED WATER PLANT-RIO RIO WRP BLDG FACILITIES REPAIR CHLORINATION FEED SYSTEM AT BUFFALO PARK REPLACE CARBON FILTER MEDIA 57 WASTEWATER TREATMENT IMPRV WWTP IMPROVEMENTS - GATES / DOORS WWTP SECURITY WATER & WASTEWATER TOTAL $ 125,000 35,000 25,700 123,000 125,000 433,700 20,000 30,000 125,000 35,000 25,700 45,000 45,000 20,000 123,000 45,000 8,000 25,000 125,000 22,000 24,200 125,000 24,000 25,000 891,900 HOUSING AUTHORITY 45 FLAGSTAFF HOUSING AUTHORITY HOUSING FACILITIES IMPROVEMENTS HOUSING AUTHORITY TOTAL - 401,697 - 401,697 - 1,350,000 - 1,350,000 AIRPORT 38 AIRPORT ARRF REPLACEMENT VEHICLE AIRPORT TOTAL ENVIRONMENTAL SERVICES 41 SOLID WASTE LITTER FENCING NW SCALE REPLACEMENT ANNUAL SETASIDE - LANDFILL CLOSURE WASTE MANAGEMENT PLAN LANDFILL DUST CONTROL SOUTH BORROW PIT ADEQ MITIGATION PROJECT NW DESIGN GAS REHAB PUBLIC WORKS YARD IMPROVEMENTS SCALE HOUSE SOFTWARE ENVIRONMENTAL SERVICES TOTAL TOTAL Annual Financial Plan Page 112 50,000 42,000 134,996 200,000 100,000 35,000 100,000 10,000 110,000 250,000 42,000 134,996 226,996 981,996 $ 2,071,517 6,950,225 City of Flagstaff Schedule I: Summary of Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2013-2014 SECT # SECTION PROJECT CARRYFWD 2012-2013 BUDGET 2013-2014 GENERAL FUND 18 COMMUNITY INVESTMENT BROWNFIELD ASSESSMENT 66 NON-DEPARTMENTAL SOLAR PANEL PROJECT REDEVELOPMENT 67 REAL ESTATE PROCEEDS PROPERTY PURCHASE / IMPROVEMENT GENERAL FUND TOTAL $ 418,500 418,500 145,000 4,000,000 145,000 1,000,000 1,000,000 1,563,500 5,563,500 850,000 50,000 50,000 15,000 2,146,000 1,450,000 850,000 372,309 1,714,142 - 669,526 90,000 159,500 4,821,575 575,000 445,000 2,936,451 11,321,601 93,000 257,144 20,000 5,000 647,500 33,934 478,031 151,941 - 50,000 95,000 283,438 3,500 20,000 5,000 1,315,200 33,934 530,223 683,286 50,000 266,760 40,000 70,000 1,686,550 3,446,341 184,360 10,000 352,500 1,100,000 100,000 - 50,000 50,000 184,360 20,000 352,500 1,300,000 400,000 25,000 125,000 100,000 12,500 1,746,860 2,619,360 HIGHWAY USER REVENUE 33 STREET CONSTRUCTION RESERVE FOR IMPROVEMENTS MINOR TRANSPORTATION IMPROVEMENTS SIDEWALK REPLACEMENT PROGRAM STREET IMPROVEMENT PROGRAM STREET IMPROVEMENT PROGRAM - 1X FUNDING SUNNYSIDE 92 TRANSPORTATION CIP BIKE / PED AND SAFETY IMPROVEMENT TRANSPORTATION PLANNING AND PROGRAMMING RESERVE FOR TRANSPORTATION IMPROVEMENTS WEST / ARROWHEAD IMPROVEMENT INDUSTRIAL DRIVE / FANNING WASH TRAFFIC SIGNAL PROGRAM HIGHWAY USER REVENUE TOTAL FUTS 75 FLAGSTAFF URBAN TRAIL SPECIAL PROJECTS AND UNPROGRAMMED WORK FUTS SIGNAGE PROGRAM ARIZONA TRAIL COUNTRY CLUB FUTS TRAIL CEDAR TRAIL SWITZER MESA TRAIL BNSF WALNUT - FLORENCE UNDERPASS MALL TRANSFER CENTER TRAIL REALIGNMENT FLORENCE - WALNUT UNDERPASS FOURTH STREET TRAIL PINE KNOLL TRAIL HOSPITAL RIM FUTS TRAIL BRANNEN CONNECTOR HIGH COUNTRY TRAIL FUTS TOTAL BEAUTIFICATION 74 STREETSCAPE SPECIAL PROJECTS AND UNPROGRAMMED WORK HISTORIC FACADES 4TH STREET NEIGHBORHOOD GATEWAY NEIGHBORHOOD GARDENS BUTLER MEDIANS PHASE III 4TH STREET CORRIDOR IMPROVEMENTS BUTLER AVENUE - NORTH EDGE FORT VALLEY ROAD ENHANCEMENTS ART INCUBATOR FAÇADE CONTRIBUTION MILTON SIGNS BEAUTIFICATION IN ACTION BEAUTIFICATION TOTAL Annual Financial Plan Page 113 City of Flagstaff Schedule I: Summary of Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2013-2014 SECT # SECTION PROJECT CARRYFWD 2012-2013 BUDGET 2013-2014 RECREATION 91 RECREATION-BBB TAX 1,100,000 1,100,000 RECREATION TOTAL 1,100,000 1,100,000 FUTS / OPEN SPACE LAND ACQUISITION INNOVATION MESA OBSERVATORY MESA S. BEAVER / S. LEROUX STREET DODGE AVENUE ROSE AVENUE LA PLAZA VIEJA CEDAR AVENUE WATERSHED PROTECTION PROJECT COURT FACILITY MUNICIPAL MAINTENANCE FACILITY 1,074,250 2,130,650 10,667 1,449,260 233,223 7,969 1,500,000 11,750,000 28,295,000 1,163,845 1,074,250 12,020,000 2,130,650 10,667 1,449,260 1,957,236 676,375 1,500,000 12,000,000 28,295,000 46,451,019 62,277,283 77,600 77,600 PARKS AND RECREATION $ CAPITAL PROJECTS 24 CAPITAL PROJECTS FUND CAPITAL PROJECTS TOTAL WATER & WASTEWATER 47 LAKE MARY WATER PLANT VEHICLE EQUIPMENT STORAGE 51 BETTRMTS & IMP WATER DIST AGING WATER INFRASTRUCTURE REPLACEMENT RADIO READ METER REPLACMENTS SWITZER CANYON TRANSMISISON LINE WEST / ARROWHEAD WATERLINE WATER METER VAULT REPLACEMENT PROGRAM WESTSIDE WATERLINE EXPANSION RESERVE FOR IMPROVEMENTS RIO DE FLAG WATERLINE RELOCATIONS SAN FRANCISCO ALLEY WATERLINE WALAPAI DRIVE ALLEY WATERLINE 50,960 666,259 91,000 32,197 200,000 20,125 196,426 451,741 100,960 1,546,259 330,000 120,000 450,000 195,000 200,000 117,000 199,000 52 BETTRMTS & IMP WATER PROD WATER PLANT EFFICIENCY PROJECT WATER RATE STUDY CHESHIRE TANK REPAIRS McCALLISTER RANCH FUTURE WATER RIGHTS LAKE MARY WELL #2 - 12" WATERLINE WATER SYSTEM MASTER PLAN SCADA MASTER PLAN SCADA CONTROL UPGRADES NAZ WATER SUPPLY FEASIBILITY 624,000 332,000 120,000 20,000 80,000 300,000 97,000 150,000 300,000 900,000 624,000 332,000 120,000 20,000 80,000 300,000 54 WSTWTR COLLECTION EAST FLAG SHOP IMPROVEMENTS 30,000 30,000 57 WASTEWATER TREATMENT IMPRV PICTURE CANYON WWTP ENERGY EFFICIENCY PROGRAM WILDCAT - SOLIDS DISPOSAL SEWER / RECLAIMED WATER MASTER PLAN WILDCAT BARSCREENS 33,400 101,400 104,200 414,000 290,500 301,400 1,130,000 104,200 414,000 58 WSTWTR COLLECTION IMRPV AGING SEWER INFRASTRUCTURE REPLACEMENTS HILLSIDE SEWER REPLACEMENT RIO DE FLAG SEWER RELOCATES RESERVE FOR IMPROVEMENTS 80,000 112,867 242,000 - 484,225 255,542 242,000 115,000 3,928,434 10,077,427 WATER & WASTEWATER TOTAL Annual Financial Plan Page 114 City of Flagstaff Schedule I: Summary of Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2013-2014 SECT # SECTION PROJECT CARRYFWD 2012-2013 BUDGET 2013-2014 STORMWATER 34 STORMWATER RIO DE FLAG PROJECT RIO PARKING REPLACEMENT 99 STORMWATER CAPITAL PROJECT SPOT IMPROVEMENT - ANNUAL SPOT IMPROVEMENT - EAST RT 66 CULVERT SPOT IMPROVEMENT - COLUMBIA CIRCLE SPOT IMPROVEMENT - CITY PROP 116 BUTLER SPOT IMPROVEMENT - 10 BUNDLED PROJECTS STORMWATER TOTAL $ 2,727,428 1,200,000 2,727,428 1,200,000 151,891 - 75,000 250,000 129,000 32,500 462,000 4,079,319 4,875,928 AIRPORT 37 AIRPORT CAPITAL PROJECTS WESTPLEX TAXIWAY - REHAB PHASE II APRON REHAB AIRPORT TOTAL - 5,595,127 240,000 - 5,835,127 ENVIRONMENTAL SERVICES 41 SOLID WASTE STORMWATER INFRASTRUCTURE ROAD EXTENSION SUB-SURFACE GEO PHYSICAL STUDY ENVIRONMENTAL SERVICES TOTAL Total Annual Financial Plan Page 115 24,000 49,000 25,000 34,000 49,000 25,000 98,000 108,000 $ 61,843,273 107,224,567 City of Flagstaff Schedule J: Debt Service Requirements CITY OF FLAGSTAFF DEBT SERVICE REQUIREMENTS FISCAL YEAR 2013-2014 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 Bldg 2014 $ STREETS FUND [36] Certificates of Participation - Street Overlay 4TH STREET [87] 2003 MFC Revenue Bonds 2012 Pledged Rev Partial Advance Refunding ECONOMIC DEVELOPMENT [78] Existing Debt: GADA Revenue Bonds Series 2010A- Incubator 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 G.O. Series 2013 Capital Projects Proposed G.O. Capital Projects Series 2014 Proposed G.O. Series Public Works Facility 2014 SPECIAL ASSESSMENT DISTRICT [96] Sawmill District ENVIRONMENTAL SERVICES [41] Proposed G. O. Series - Public Works Facility AIRPORT FUND [39] Other debt - Lease Purchase - Hangars Other debt - Loan - Hangars Total Debt Service Requirements Annual Financial Plan $ PRINCIPAL INTEREST FISCAL CHARGES TOTAL REQUIREMENTS 4,700,000 3,800,000 350,000 2,700,000 11,550,000 1,260,000 683,266 255,796 2,199,062 400,000 451,684 33,165 125,000 1,009,849 59,850 19,310 8,169 78,000 165,329 3,240 1,665 465 3,240 8,610 463,090 472,659 41,799 206,240 1,183,788 4,610,000 4,610,000 3,369,204 3,369,204 436,835 436,835 107,601 107,601 4,775 4,775 549,211 549,211 25,000,000 12,530,000 37,530,000 12,530,000 12,530,000 695,000 695,000 480,175 480,175 7,600 7,600 1,182,775 1,182,775 3,370,000 3,370,000 2,965,000 2,965,000 125,000 125,000 126,438 126,438 4,115 4,115 255,553 255,553 31,500,000 12,845,000 3,952,287 1,394,136 11,460,000 6,600,000 14,000,000 81,751,423 19,560,000 12,510,000 3,292,927 212,704 11,460,000 47,035,631 1,620,000 1,650,000 378,269 212,704 560,000 236,800 417,500 5,075,273 866,364 327,350 79,030 4,254 411,074 175,000 500,000 2,363,072 3,600 3,200 1,920 1,920 4,740 3,200 3,200 21,780 2,489,964 1,980,550 459,219 218,878 975,814 415,000 920,700 7,460,125 19,075,000 19,075,000 11,020,000 11,020,000 360,000 360,000 542,000 542,000 3,600 3,600 905,600 905,600 125,000 125,000 125,000 125,000 - 250,000 250,000 3,700,000 3,700,000 WATER AND WASTEWATER FUND [59,60] Existing Debt: G.O. 2011 WIFA Debt - Red Gap Shallow Well G.O. Series 2011 Current Refunding 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 Improv. 2010 WIFA Revolving Debt - Ft Tuthill Well Improv. 2010 WIFA Revolving Debt - Local Aquifer Study Other debt - Lease Purchase - Co-Generators OUTSTANDING 07/01/2013 - 1,633,933 1,620,864 6,775,760 7,900,000 23,100,000 8,500,000 2,100,000 775,000 594,951 1,100,000 2,000,000 56,100,508 1,504,660 247,296 3,634,606 5,645,000 18,404,554 6,923,844 1,136,884 196,001 451,188 942,142 802,963 39,889,138 63,661 247,296 349,862 355,000 1,040,307 350,695 87,340 9,797 23,372 48,804 216,557 2,792,691 24,135 4,946 74,419 100,481 370,300 159,941 28,642 2,754 4,286 8,950 34,399 813,253 2,782,598 600,000 3,382,598 1,947,053 173,551 2,120,604 124,710 46,189 170,899 107,026 8,760 115,786 221,069,529 121,128,639 10,790,547 4,838,654 Page 116 22,571 5,390 54,520 84,675 276,068 103,858 26,643 2,940 6,768 14,132 4,414 601,979 - 110,367 257,632 478,801 540,156 1,686,675 614,494 142,625 15,491 34,426 71,886 255,370 4,207,923 231,736 54,949 286,685 652,459 16,281,660 City of Flagstaff Annual Financial Plan Page 117 City of Flagstaff Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance Page 118 $ 18,209,187 18,392,248 20,022,440 19,552,029 9,651,681 9,239,547 8,940,920 8,716,042 9,046,905 14,765,828 5,230,618 2,347,952 14,351,925 5,250,000 2,436,000 15,582,500 5,250,000 2,305,000 15,850,368 5,355,000 2,345,338 16,145,525 5,435,325 2,388,726 16,078,393 5,516,855 2,376,783 16,167,747 5,599,608 2,388,667 16,492,641 5,683,602 2,436,440 16,824,151 5,768,856 2,485,169 5,559,477 5,147,101 2,483,244 1,178,532 1,036,530 872,822 6,720,300 5,227,250 2,486,750 2,610,967 1,756,144 850,000 6,728,484 5,325,000 2,500,000 1,359,175 958,164 850,000 7,300,000 5,418,188 2,543,750 2,158,654 1,547,827 850,000 7,435,050 5,518,424 2,590,809 568,172 556,683 850,000 7,397,875 5,490,832 2,577,855 368,172 556,683 850,000 7,434,864 5,518,286 2,590,745 368,172 556,683 850,000 7,583,561 5,628,652 2,642,559 368,172 556,683 850,000 7,735,233 5,741,225 2,695,411 368,172 556,683 850,000 33,690 1,288,317 359,867 33,000 600,000 157,930 33,000 1,100,000 157,930 33,000 1,119,250 157,930 33,000 1,139,956 157,930 33,000 1,134,256 157,930 33,000 1,139,928 157,930 33,000 1,162,726 157,930 33,000 1,185,981 157,930 153,961 1,319,732 1,414,238 135,335 579,850 1,408,830 906,300 134,000 184,100 1,308,830 906,300 134,000 366,100 1,578,830 910,863 135,340 366,100 1,518,830 915,472 136,693 366,100 1,518,830 920,128 138,060 366,100 1,519,335 924,829 139,440 366,100 1,519,866 929,577 140,834 366,100 1,520,423 934,372 142,242 848,000 334,413 949,000 289,570 819,000 291,478 820,190 294,961 828,392 297,912 836,676 300,891 845,043 303,900 853,494 306,940 862,029 310,009 144,964 2,077,340 213,350 3,885,183 215,100 1,626,449 207,500 6,810,642 209,620 1,796,035 211,660 1,775,280 213,821 1,777,320 216,002 1,779,380 218,104 1,781,460 46,731,961 50,846,349 47,634,510 55,803,731 48,888,654 48,606,259 48,895,418 49,708,159 50,536,550 78,391 85,401 399,121 9,437 1,091,640 1,978,317 33,567 27,408 80,578 3,783,860 328,391 85,401 473,451 9,437 1,485,754 14,000 157,794 33,567 77,903 80,700 2,746,398 78,391 85,401 422,193 9,437 1,479,395 157,794 33,567 77,903 80,700 2,424,781 328,391 28,401 510,985 99,685 1,948,789 157,794 33,567 72,488 239,681 86,300 3,506,081 39,196 20,701 510,985 98,086 1,948,789 78,897 16,784 65,083 204,181 86,300 3,069,002 13,000 510,985 96,486 1,948,789 57,678 204,181 86,300 2,917,419 13,000 510,985 96,486 1,948,789 57,678 204,181 86,300 2,917,419 13,000 510,985 96,486 1,948,789 4,678 204,181 86,300 2,864,419 13,000 510,985 96,486 1,948,789 4,678 204,181 86,300 2,864,419 Total Revenues & Transfers In 50,515,821 53,592,747 50,059,291 59,309,812 51,957,656 51,523,678 51,812,837 52,572,578 53,400,969 Total Sources of Funds 68,725,008 71,984,995 70,081,731 78,861,841 61,609,337 60,763,225 60,753,757 61,288,620 62,447,874 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 Housing and Comm Svcs Utilities fund Airport Environmental Services SEMS Stormwater Total Transfers In Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2014-2019 Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 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 Page 119 City of Flagstaff 7,300,916 2,850,274 3,497,589 8,453,589 15,997,226 2,864,224 226,401 3,081,129 2,580,463 132,020 (6,383,043) 40,600,788 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 7,407,335 3,051,046 3,579,817 9,010,192 16,433,300 4,398,502 197,136 3,203,728 2,607,788 200,000 (5,571,702) 44,517,142 7,826,975 3,171,917 4,293,997 9,904,847 17,258,026 7,971,387 194,478 3,298,276 1,565,000 (5,489,215) 49,995,688 7,443,280 3,133,617 4,062,693 9,195,076 16,875,833 7,790,487 194,478 2,760,194 100,000 (5,429,805) 46,125,853 7,583,280 3,133,617 4,062,693 9,195,076 16,575,833 7,765,487 194,478 2,760,194 100,000 (5,429,805) 45,940,853 7,443,280 3,133,617 4,062,693 9,195,076 16,375,833 7,765,487 194,478 2,760,194 100,000 (5,429,805) 45,600,853 7,583,280 3,133,617 4,062,693 9,195,076 16,375,833 7,765,487 194,478 2,760,194 100,000 (5,429,805) 45,740,853 7,443,280 3,133,617 4,062,693 9,195,076 16,375,833 7,765,487 194,478 2,760,194 100,000 (5,429,805) 45,600,853 489,809 41,889 1,675,926 2,207,624 42,808,412 472,658 41,720 1,379,136 1,893,514 49,873,381 472,658 41,720 465,896 980,274 45,497,416 472,659 41,799 669,330 1,183,788 51,179,476 280,497 41,799 669,330 991,626 47,117,479 45,000 41,799 669,330 756,129 46,696,982 45,000 41,799 669,330 756,129 46,356,982 45,000 41,799 669,330 756,129 46,496,982 45,000 41,799 669,330 756,129 46,356,982 - - - - 140,000 700,000 840,000 280,000 600,000 880,000 420,000 800,000 1,220,000 560,000 700,000 1,260,000 700,000 700,000 1,400,000 Capital/CIP Fleet Information Technology Capital Improvement Projects Operating Capital Total Capital/CIP 33,426 638,779 204,474 638,279 1,514,958 2,105,844 904,550 2,645,000 405,999 6,061,393 917,927 629,241 281,500 381,141 2,209,809 2,337,037 643,668 5,563,500 495,000 9,039,205 940,361 378,850 245,000 1,564,211 757,783 378,850 266,590 1,403,223 757,783 378,850 285,000 1,421,633 757,783 378,850 285,000 1,421,633 757,783 378,850 285,000 1,421,633 Transfers Out Library Hurf Economic Development MPO Secondary Property Tax Capital Projects Fund Airport Stormwater Total Transfers Out Excess revenues over expenditures 1,167,951 2,525,623 324,000 22,493 38,683 119,000 181,448 4,379,198 1,813,253 1,137,951 721,100 491,500 22,493 400,000 225,000 4,070,941 7,068,985 (9,411,012) 1,137,951 721,100 491,500 22,493 77,233 201,000 171,200 2,822,477 (470,411) 1,187,951 1,437,100 261,000 1,626,000 552,000 3,927,428 8,991,479 (9,900,348) 1,200,000 1,137,100 261,000 250,000 2,848,100 (412,134) 1,250,000 1,137,100 261,000 194,000 2,842,100 (298,627) 1,300,000 1,137,100 261,000 341,000 3,039,100 (224,878) 1,350,000 1,154,100 261,000 298,000 3,063,100 330,863 1,400,000 1,154,100 261,000 145,000 2,960,100 1,262,254 48,702,568 63,003,759 50,529,702 69,210,160 52,369,790 51,822,305 52,037,715 52,241,715 52,138,715 $ 20,022,440 8,981,236 19,552,029 9,651,681 9,239,547 8,940,920 8,716,042 9,046,905 10,309,159 Debt Service Leases-APSES Leases-Fire Equipment Bonds (20-01 only?) Total Debt Service Total Operating Budget Future Uses Benefit Increases Available 1X's Total Revised Service Levels Total Uses of Funds Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2014-2019 Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ Page 120 884,705 810,264 800,433 873,900 351,699 448,319 519,077 523,952 431,351 Revenues State Grants Intergovernmental Interest Revenue Miscellaneous Total Revenues 155,088 3,885,243 22,579 76,571 4,139,481 52,400 3,843,535 27,250 2,453,363 6,376,548 78,697 3,843,537 21,105 612,887 4,556,226 25,000 6,116,924 37,437 20,474 6,199,835 100,000 4,169,357 37,624 20,474 4,327,455 100,000 4,190,708 37,812 20,474 4,348,994 100,000 4,212,649 39,006 20,474 4,372,129 100,000 4,206,484 39,201 20,474 4,366,159 100,000 4,278,480 39,397 20,474 4,438,351 Transfers In Tourism General Fund Total Transfers In 5,400 1,167,951 1,173,351 2,700 1,137,951 1,140,651 2,700 1,137,951 1,140,651 36,500 1,187,951 1,224,451 37,595 1,178,296 1,178,296 38,723 1,210,432 1,210,432 39,885 1,243,470 1,243,470 41,082 1,277,435 1,277,435 1,312,354 1,312,354 Total Sources of Funds 6,197,537 8,327,464 6,497,310 8,298,186 5,857,450 6,007,745 6,134,675 6,167,546 6,182,056 3,486,746 155,088 1,162,860 514,020 5,318,714 3,803,474 52,400 3,246,843 493,299 100,000 7,696,016 3,576,180 78,697 1,396,843 493,299 5,545,019 3,922,329 25,000 2,902,865 450,207 59,195 222,000 7,581,596 3,596,263 100,000 1,057,355 461,462 29,195 125,660 5,369,936 3,695,064 100,000 1,061,980 472,999 29,195 129,430 5,488,668 3,796,648 100,000 1,066,744 484,824 29,195 133,313 5,610,724 3,901,092 100,000 1,071,650 496,945 29,195 137,312 5,736,195 4,008,481 100,000 1,076,704 509,369 29,195 141,431 5,865,180 78,391 78,391 328,391 328,391 78,391 78,391 328,391 328,391 39,196 39,196 5,397,105 8,024,407 5,623,410 7,909,987 5,409,131 5,488,668 5,610,724 5,736,195 5,865,180 800,433 303,056 873,900 388,199 448,319 519,077 523,952 431,351 316,876 Uses of Funds Departments Library Library Grants County Wide Projects & Growth Indirect Costs Capital Expenditures Reserves/Contingencies Total Department Expenditures Transfer Out General Fund Total Transfers Out Total Uses of Funds Ending Fund Balance (1) City of Flagstaff (1) $ Excludes monies restricted for branch libraries, expansion, and automation. - - - - Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF LIBRARY FUND FIVE YEAR PLAN 2014-2019 Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ Revenues Intergovernmental Revenues 1,844,765 - 1,811,716 1,261,085 1,188,084 1,144,003 1,121,146 1,013,234 36,000 36,000 36,000 36,000 36,000 2,249,765 5,555,000 7,000 540,000 6,102,000 5,926,167 6,000 5,932,167 5,955,798 200,000 6,000 540,000 6,737,798 6,015,356 200,000 6,000 1,365,505 7,622,861 6,165,740 200,000 6,000 1,365,505 7,773,245 6,319,883 200,000 6,000 6,561,885 6,477,880 200,000 6,000 6,719,882 6,704,606 200,000 5,000 9,159,373 2,525,623 199,658 2,400,291 5,125,572 721,100 341,167 17,000 6,784,698 7,863,965 721,100 292,701 17,000 3,696,751 4,727,552 1,437,100 338,818 17,000 7,309,986 9,102,904 1,137,100 346,038 17,000 4,581,885 6,082,023 1,137,100 353,883 17,000 4,922,285 6,430,268 1,137,100 361,936 17,000 3,324,085 4,840,121 1,154,100 370,202 3,665,285 5,189,587 1,154,100 378,687 3,493,973 5,026,760 12,554,359 15,777,681 12,905,524 18,387,055 14,965,969 15,391,597 12,546,009 13,030,616 15,199,367 Departments Operating Expenditures Indirect Cost Capital Expenditures Reserves/Contingencies Total Expenditures 3,571,567 1,357,728 2,924,845 7,854,140 3,723,209 972,887 9,118,192 100,000 13,914,288 3,622,514 972,887 5,128,984 9,724,385 3,927,570 999,187 11,521,601 100,000 16,548,358 4,015,306 1,024,167 8,168,500 13,207,973 4,121,712 1,049,771 8,513,900 13,685,383 4,230,937 1,076,015 5,555,700 10,862,652 4,343,056 1,102,915 6,009,200 11,455,171 4,458,146 1,130,488 8,260,318 13,848,952 Debt Service Debt Service Total Debt Service 2,369,013 2,369,013 549,385 549,385 549,385 549,385 549,211 549,211 549,211 549,211 549,211 549,211 549,211 549,211 549,211 549,211 549,211 549,211 85,401 85,401 85,401 85,401 85,401 85,401 28,401 28,401 20,701 20,701 13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 10,308,554 14,549,074 10,359,171 17,125,970 13,777,885 14,247,594 11,424,863 12,017,382 14,411,163 2,245,805 1,228,607 2,546,353 1,261,085 1,188,084 1,144,003 1,121,146 1,013,234 788,204 Transfers In General Fund Stormwater Environmental Services Transportation Tax Total Transfers in Page 121 Total Sources of Funds - 2,546,353 5,576,167 6,704 1,151 5,584,022 Highway User Revenues LTAF Interest Revenues Miscellaneous Revenues Total Revenues - 2,245,805 Uses of Funds Transfers Out General Fund Total Transfers Out City of Flagstaff Total Uses of Funds Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF HIGHWAY USER FUND FIVE YEAR PLAN 2014-2019 Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ 1,987,589 3,215,623 3,786,628 4,397,568 4,959,089 4,742,999 4,176,380 5,170,305 5,972,554 Revenues Sales Tax Bond Proceeds Interest Revenues Miscellaneous Revenues Total Revenues 10,399,189 14,146,698 58,675 670,622 25,275,184 10,223,455 40,000 4,500,000 14,763,455 10,982,632 94,000 11,076,632 11,081,675 89,000 4,500,000 15,670,675 11,286,686 26,000 11,312,686 11,230,251 27,000 11,257,251 11,286,403 30,000 11,316,403 11,512,132 42,000 11,554,132 11,742,374 53,000 11,795,374 Total Sources of Funds 27,262,773 17,979,078 14,863,260 20,068,243 16,271,775 16,000,250 15,492,783 16,724,437 17,767,928 Uses of Funds Page 122 Departments Operating Indirect Costs Transit Capital Expenditures 4th Street Overpass Total Expenditures 349,542 3,997,500 292,482 5,670,410 292,482 3,846,127 320,202 5,738,691 328,207 3,783,859 336,412 3,724,197 344,823 3,816,794 353,443 3,891,379 362,279 4,312,805 776 4,347,818 5,962,892 4,138,609 6,058,893 4,112,066 4,060,609 4,161,617 4,244,822 4,675,084 Transfers Out Highway User Revenue Fund MPO B Beautification tifi ti Fund F d FUTS Fund Total Transfers Out 2,400,291 504 000 504,000 2,904,291 6,784,698 520 000 520,000 7,304,698 3,696,751 520 000 520,000 4,216,751 7,309,986 22,500 535,000 7,867,486 4,581,885 22,500 550,000 5,154,385 4,922,285 22,500 550,000 5,494,785 3,324,085 22,500 550,000 3,896,585 3,665,285 22,500 550,000 4,237,785 3,493,973 22,500 550,000 4,066,473 Total Debt Service 16,224,036 2,110,332 2,110,332 1,182,775 2,262,325 2,268,475 2,264,275 2,269,275 2,263,775 Total Use of Funds 23,476,145 15,377,922 10,465,692 15,109,154 11,528,776 11,823,869 10,322,477 10,751,882 11,005,332 3,786,628 2,601,156 4,397,568 4,959,089 4,742,999 4,176,380 5,170,305 5,972,554 6,762,595 Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF TRANSPORTATION FUND FIVE YEAR PLAN 2014-2019 City of Flagstaff Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ - - - - 373,632 369,562 195,482 245,972 246,582 Revenues Intergovernmental Revenue Interest Earnings Total Revenues - - - 1,239,339 1,239,339 930 930 920 920 490 490 610 610 620 620 Transfers In Beautification Fund Transportation Tax-STS Total Transfers In - - - 2,045,634 535,000 2,580,634 550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 Total Sources of Funds - - - 3,819,973 924,562 920,482 745,972 796,582 797,202 - - - 3,446,341 3,446,341 555,000 555,000 725,000 725,000 500,000 500,000 550,000 550,000 425,000 425,000 - - - 373,632 369,562 195,482 245,972 246,582 372,202 Uses of Funds Page 123 Departments Capital Expenditures Total Uses of Funds Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF FLAGSTAFF URBAN TRAILS FUND FIVE YEAR PLAN 2014-2019 City of Flagstaff Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ Revenues BBB Tax Revenue Intergovernmental Revenue Interest Earnings Miscellaneous Total Revenues Transfers In Transportation Tax-STS Recreation-BBB Fund Total Transfers In Total Sources of Funds Page 124 Uses of Funds Departments General Operating CIP Reserves/Contingencies Total Expenditures Transfers Out G General l Fund F d Flagstaff Urban Trails Fund Total Transfers Out Total Uses of Funds Ending Fund Balance $ 4,387,143 4,922,181 5,011,988 4,685,665 516,902 541,961 643,586 609,187 534,970 1,111,913 236,132 26,886 932 1,375,863 1,106,350 1,392,471 10,970 15,890 2,525,681 1,166,000 678,392 44,000 15,890 1,904,282 1,186,405 6,120 1,192,525 1,208,353 6,600 1,214,953 1,202,312 125,000 1,290 1,328,602 1,208,323 125,000 1,350 1,334,673 1,232,490 1,610 1,234,100 1,257,140 6,090 1,263,230 504,000 110,000 614,000 520,000 110,000 630,000 520,000 110,000 630,000 - - - - - - 6,377,006 8,077,862 7,546,270 5,878,190 1,731,855 1,870,563 1,978,259 1,843,287 1,798,200 116,108 849,789 965,897 205,989 6,370,649 10,000 6,586,638 191,191 2,247,221 2,438,412 175,309 2,619,360 10,000 2,804,669 133,567 512,500 646,067 136,906 512,500 649,406 140,329 612,500 752,829 143,837 512,500 656,337 147,433 562,500 709,933 399,121 399 121 399,121 473,451 473 451 473,451 422,193 422 193 422,193 510 985 510,985 2,045,634 2,556,619 543,827 543 827 543,827 577,571 577 571 577,571 616,244 616 244 616,244 651,980 651 980 651,980 690,700 690 700 690,700 1,365,018 7,060,089 2,860,605 5,361,288 1,189,893 1,226,977 1,369,072 1,308,317 1,400,633 5,011,988 1,017,773 4,685,665 516,902 541,961 643,586 609,187 534,970 397,567 Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF BEAUTIFICATION FUND STREETSCAPE FIVE YEAR PLAN 2014-2019 City of Flagstaff Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Page 125 107,117 145,503 146,347 282,960 238,231 90,842 58,040 73,115 106,713 Revenue BBB Tax Revenue Incubator Lease Innovation Mesa EDA Revenue Grant Revenues Interest Income/Misc Rev. Total Revenues 528,159 40,020 373,306 1,356 942,841 525,516 40,420 239,000 220,000 60,000 1,455 1,086,391 553,850 40,020 60,000 2,111 655,981 563,542 41,637 100,000 2,977 708,156 573,968 42,470 164,000 4,765 785,202 571,098 43,319 278,000 1,817 894,234 573,954 44,186 342,000 1,161 961,300 585,433 45,069 364,800 1,462 996,765 597,141 45,971 410,400 2,134 1,055,646 Transfer In Capital Projects General Fund Total Transfer In 324,000 324,000 491,500 491,500 4,456 491,500 495,956 261,000 261,000 261,000 261,000 261,000 261,000 261,000 261,000 261,000 261,000 261,000 261,000 1,373,958 1,723,394 1,298,284 1,252,116 1,284,433 1,246,076 1,280,340 1,330,879 1,423,359 Departments General Operating Reserve/Contingencies Total Expenditures 971,756 971,756 955,102 265,000 1,220,102 761,171 761,171 713,332 45,000 758,332 814,539 814,539 808,983 808,983 828,172 828,172 845,113 845,113 858,923 858,923 Debt Service Debt Service Total Debt Service 255,855 255,855 434,153 434,153 254,153 254,153 255,553 255,553 379,053 379,053 379,053 379,053 379,053 379,053 379,053 379,053 379,053 379,053 Total Uses of Funds 1,227,611 1,654,255 1,015,324 1,013,885 1,193,592 1,188,036 1,207,225 1,224,166 1,237,976 146,347 69,139 282,960 238,231 90,842 58,040 73,115 106,713 185,383 Beginning Fund Balance $ Total Sources of Funds Uses of Funds Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF ECONOMIC DEVELOPMENT FUND FIVE YEAR PLAN 2014-2019 City of Flagstaff Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Begining Fund Balance $ 261,392 407,499 467,611 645,165 453,405 484,775 451,654 400,475 341,084 Revenues BBB Tax Revenues Building Rental Revenue Interest on Investments Visitor Center Retail Sales Miscellaneous Revenues Total Revenues 1,667,870 11,867 2,871 62,323 17,082 1,762,013 1,659,525 11,403 2,000 58,905 15,080 1,746,913 1,749,000 12,281 5,513 62,000 14,410 1,843,204 1,779,608 12,403 6,452 62,620 13,000 1,874,083 1,812,530 12,527 6,801 63,872 13,130 1,908,860 1,803,468 12,652 7,272 65,150 13,261 1,901,802 1,812,485 12,779 6,775 66,453 13,394 1,911,886 1,848,735 12,907 6,007 67,782 13,528 1,948,959 1,885,709 13,036 5,116 69,138 13,663 1,986,662 Total Sources of Funds 2,023,405 2,154,412 2,310,815 2,519,248 2,362,265 2,386,577 2,363,540 2,349,434 2,327,746 1,540,957 1,540,957 1,624,102 50,000 1,674,102 1,653,513 1,653,513 1,879,658 50,000 1,929,658 1,742,905 1,742,905 1,801,937 1,801,937 1,830,079 1,830,079 1,875,364 1,875,364 1,921,822 1,921,822 5,400 9,437 14,837 2,700 9,437 12,137 2,700 9,437 12,137 36,500 99,685 136,185 36,500 98,086 134,586 36,500 96,486 132,986 36,500 96,486 132,986 36,500 96,486 132,986 36,500 96,486 132,986 1 555 794 1,555,794 1 686 239 1,686,239 1 665 650 1,665,650 2 065 843 2,065,843 1 877 491 1,877,491 1 934 923 1,934,923 1 963 065 1,963,065 2 008 350 2,008,350 2 054 808 2,054,808 467,611 468,173 645,165 453,405 484,775 451,654 400,475 341,084 272,938 Uses of Funds Page 126 Departments Operating Expenditures Reserve Total Expenditures Transfers Out Library fund General Fund Total Transfers Out T t l Uses Total U off F Funds d Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF TOURISM FUND FIVE YEAR PLAN 2014-2019 City of Flagstaff Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ 334,437 350,081 360,200 388,524 184,086 146,323 114,303 92,635 88,310 Revenues BBB Tax Revenues Interest Income Total Revenues 416,967 1,778 418,745 414,881 3,501 418,382 437,250 3,084 440,334 444,902 2,866 447,768 453,133 2,476 455,609 450,867 1,952 452,819 453,121 1,547 454,668 462,184 1,355 463,539 471,427 1,420 472,847 Total Sources of Funds 753,182 768,463 800,534 836,292 639,695 599,142 568,971 556,173 561,157 Departments Operating Expenditures Operating Capital Reserve Total Expenditures 392,982 392,982 403,656 233,400 10,000 647,056 412,010 412,010 408,806 233,400 10,000 652,206 423,372 70,000 493,372 413,440 71,400 484,840 403,508 72,828 476,336 393,579 74,285 467,863 383,650 75,770 459,420 Total Uses of Funds 392,982 647,056 412,010 652,206 493,372 484,840 476,336 467,863 459,420 360,200 121,407 388,524 184,086 146,323 114,303 92,635 88,310 101,737 Uses of Funds Page 127 Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF ARTS AND SCIENCE FUND FIVE YEAR PLAN 2014-2019 City of Flagstaff Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ 767,194 1,240,079 1,405,674 1,751,379 1,767,158 1,777,289 1,734,228 1,656,366 1,572,225 Revenues BBB Tax Revenue Interest on Investments Bond Proceeds Total Revenues 1,834,657 5,463 1,840,120 1,825,478 6,200 1,100,000 2,931,678 1,923,900 11,200 1,935,100 1,957,568 7,000 1,100,000 3,064,568 1,993,783 7,100 2,000,883 1,983,814 7,100 1,990,914 1,993,733 6,900 2,000,633 2,033,608 6,600 2,040,208 2,074,280 6,300 2,080,580 Total Sources of Funds 2,607,314 4,171,757 3,340,774 4,815,947 3,768,041 3,768,203 3,734,861 3,696,574 3,652,805 Uses of Funds Departments Capital Expenditures Total Expenditures - 1,100,000 1,100,000 - Page 128 Transfers Out General Fund Beautification Total Transfers Out 1,091,640 110,000 1,201,640 1,485,754 110,000 1,595,754 1,479,395 110,000 1,589,395 Total Uses of Funds 1,201,640 2,695,754 1,405,674 1,476,003 Ending Fund Balance $ 1,100,000 1,100,000 1,948,789 - - - - - 1,948,789 1,990,753 1,990,753 2,033,975 2,033,975 2,078,495 2,078,495 2,124,349 2,124,349 2,171,580 2,171,580 1,589,395 3,048,789 1,990,753 2,033,975 2,078,495 2,124,349 2,171,580 1,751,379 1,767,158 1,777,289 1,734,228 1,656,366 1,572,225 1,481,225 Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF BBB-RECREATION FUND FIVE YEAR PLAN 2014-2019 City of Flagstaff Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ 1,658,972 1,533,801 1,224,054 796,818 240,251 240,251 240,251 240,251 240,251 Revenues Intergovernmental Revenues Interest Revenue Sale of Real Property Miscellaneous Revenues Total Revenues 1,087,272 5,370 157,786 66,468 1,316,896 1,739,731 483,000 2,222,731 1,045,810 8,332 485,052 16,110 1,555,304 1,572,174 650,000 2,222,174 1,192,465 1,192,465 1,192,465 1,192,465 1,192,465 1,192,465 1,192,465 1,192,465 1,192,465 1,192,465 Total Sources of Funds 2,975,868 3,756,532 2,779,359 3,018,992 1,432,716 1,432,716 1,432,716 1,432,716 1,432,716 1,751,814 1,751,814 3,432,324 3,432,324 1,982,541 1,982,541 2,778,741 2,778,741 1,192,465 1,192,465 1,192,465 1,192,465 1,192,465 1,192,465 1,192,465 1,192,465 1,192,465 1,192,465 Uses of Funds Departments Operating Expenditures Total Department Expenditures Page 129 Transfers Out General Fund Total Transfers Out - Total Uses of Funds Ending Fund Balance $ 14,000 14,000 - - - - - - - 1,751,814 3,446,324 1,982,541 2,778,741 1,192,465 1,192,465 1,192,465 1,192,465 1,192,465 1,224,054 310,208 796,818 240,251 240,251 240,251 240,251 240,251 240,251 Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF HOUSING AND COMMUNITY SERVICES FUND FIVE YEAR PLAN 2014-2019 City of Flagstaff Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ 3,692 - 12,607 - - - - - - 424,374 3,880 428,254 380,604 105,000 485,604 349,068 5,000 354,068 660,071 255,000 915,071 251,844 5,000 256,844 251,844 5,000 256,844 251,844 5,000 256,844 251,844 5,000 256,844 251,844 5,000 256,844 22,493 22,493 22,493 22,493 22,493 22,493 22,500 22 500 22,500 22,500 22 500 22,500 22,500 22 500 22,500 22,500 22 500 22,500 22,500 22 500 22,500 22,500 22 500 22,500 454,439 508,097 389,168 937,571 279,344 279,344 279,344 279,344 279,344 Departments Operating Expenditures Indirect Grant Cost Reserves/Contingencies Total Expenditures 416,870 24,962 441,832 386,971 21,126 100,000 508,097 368,042 21,126 389,168 666,445 21,126 250,000 937,571 257,690 21,654 279,344 257,148 22,196 279,344 256,594 22,750 279,344 256,025 23,319 279,344 255,442 23,902 279,344 Total Uses of Funds 441 832 441,832 508 097 508,097 389 168 389,168 937 571 937,571 279 344 279,344 279 344 279,344 279 344 279,344 279 344 279,344 279 344 279,344 12,607 - - - - - - - - Revenues Intergovernmental Revenue Miscellaneous Revenues Total Revenues Transfers In General Fund T Transportation t ti Total Transfers In Total Sources of Funds Uses of Funds Page 130 Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF METRO PLANNING ORGANIZATION FUND FIVE YEAR PLAN 2014-2019 City of Flagstaff Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 - - - - Revenue EDA Grant Interest Income/Misc Rev. Total Revenues - - - Total Sources of Funds - - Departments EDA Revolving Loans Total Expenditures - Total Uses of Funds 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ 855 872 890 907 925 220,000 855 220,855 - - - - - 17 17 17 17 18 18 18 18 19 19 - 220,855 872 890 907 925 944 - - 220,000 220,000 - - - - - - - - 220,000 - - - - - - - - 855 872 890 907 925 944 Uses of Funds Page 131 Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF EDA REVOLVING LOAN FUND FIVE YEAR PLAN 2014-2019 City of Flagstaff Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds 348,355 348,355 378,057 - - - - - - 29,704 29,704 - - - - - - - - Transfers In Secondary Property Tax Fund Total Transfers In 3,743,830 3,743,830 5,456,156 5,456,156 4,222,692 4,222,692 7,460,125 7,460,125 8,166,804 8,166,804 8,201,557 8,201,557 7,783,843 7,783,843 7,706,944 7,706,944 7,643,894 7,643,894 Total Sources of Funds 4,121,889 5,804,511 4,600,749 7,460,125 8,166,804 8,201,557 7,783,843 7,706,944 7,643,894 Debt Service Debt Service Total Debt Service 3,743,832 3,743,832 5,456,156 5,456,156 4,600,749 4,600,749 7,460,125 7,460,125 8,166,804 8,166,804 8,201,557 8,201,557 7,783,843 7,783,843 7,706,944 7,706,944 7,643,894 7,643,894 Total Uses of Funds 3,743,832 5,456,156 4,600,749 7,460,125 8,166,804 8,201,557 7,783,843 7,706,944 7,643,894 378,057 348,355 - - - - - - - Beginning Fund Balance $ Revenues Other Financing Sources Total Revenues Uses of Funds Page 132 Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF GENERAL OBLIGATION BOND FUND FIVE YEAR PLAN 2014-2019 City of Flagstaff Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ Revenues Secondary Property Taxes Interest Revenue Total Revenues 5,453,457 5,715,444 6,234,327 8,471,639 6,601,667 4,092,376 1,616,561 6,703,408 42,387 6,745,795 6,402,304 32,700 6,435,004 6,402,304 57,700 6,460,004 5,530,453 59,700 5,590,153 5,595,712 61,800 5,657,512 5,661,742 64,000 5,725,742 5,728,550 66,200 5,794,750 (372,532) 5,796,147 68,500 5,864,647 (2,214,829) 5,864,542 70,900 5,935,442 Transfers In General Fund - 400,000 - - - - - - - Environmental Service Fund Total Transfers In - 250,000 650,000 - - - - - - - 12,199,252 12,800,448 12,694,331 14,061,792 12,259,179 9,818,118 7,411,311 5,492,115 3,720,613 Transfers Out G. O. Bond Fund Utilities Total Transfers Out 3,743,830 2,221,095 5,964,925 5,456,156 5,456,156 4,222,692 4,222,692 7,460,125 7,460,125 8,166,804 8,166,804 8,201,557 8,201,557 7,783,843 7,783,843 7,706,944 7,706,944 7,643,894 7,643,894 Total Uses of Funds 5,964,925 5,456,156 4,222,692 7,460,125 8,166,804 8,201,557 7,783,843 7,706,944 7,643,894 6,234,327 7,344,292 8,471,639 6,601,667 4,092,376 1,616,561 (2,214,829) (3,923,281) Total Sources of Funds Uses of Funds Page 133 Ending Fund Balance $ (372,532) Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF SECONDARY PROPERTY TAX FUND FIVE YEAR PLAN 2014-2019 City of Flagstaff Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ (491,847) 239,090 414,694 414,729 414,229 413,729 413,229 412,729 412,229 Revenues Special Assessments Interest on Investments Total Revenues 8,286,453 1,303 8,287,756 904,625 1,400 906,025 904,625 3,635 908,260 902,000 3,100 905,100 903,500 3,100 906,600 899,125 3,100 902,225 903,750 3,100 906,850 902,250 3,100 905,350 899,750 3,100 902,850 Total Sources of Funds 7,795,909 1,145,115 1,322,954 1,319,829 1,320,829 1,315,954 1,320,079 1,318,079 1,315,079 Departments Debt Service Total Debt Service 7,381,215 7,381,215 908,225 908,225 908,225 908,225 905,600 905,600 907,100 907,100 902,725 902,725 907,350 907,350 905,850 905,850 903,350 903,350 Total Uses of Funds 7,381,215 908,225 908,225 905,600 907,100 902,725 907,350 905,850 903,350 414,694 236,890 414,729 414,229 413,729 413,229 412,729 412,229 411,729 Uses of Funds Page 134 Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF SPECIAL ASSESSMENT BOND FUND FIVE YEAR PLAN 2014-2019 City of Flagstaff Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ Revenues Contributions Interest on Investments Total Revenues Total Sources of Funds 176,763 191,813 193,318 214,968 237,341 260,141 283,375 307,054 331,185 15,475 1,080 16,555 19,908 2,056 21,964 19,908 1,742 21,650 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 22,420 2,172 24,592 193,318 213,777 214,968 237,341 260,141 283,375 307,054 331,185 355,777 Uses of Funds Departments Operating Expenditures Total Expenditures - - - - - - - - - Total Uses of Funds - - - - - - - - - Page 135 Ending Fund Balance $ 193,318 213,777 214,968 237,341 260,141 283,375 307,054 331,185 355,777 Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF PERPETUAL CARE FUND FIVE YEAR PLAN 2014-2019 City of Flagstaff Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ Revenues Bond Proceeds MFC Bond Proceeds Grant Revenue Real Estate Proceeds Interest Income Miscellaneous Revenues Total Revenues Transfers In Gen Fund Total Transfers In Total Sources of Funds (34,227) (60,188) (58,815) (436,750) 6,439,000 197,500 - - - Page 136 - 10,650,000 3,762,500 1,100,000 15,512,500 - 3,000,000 2,700,000 4,600,000 5,449,000 2,575,000 18,324,000 13,000 13,000 - 10,000,000 10,000,000 - 10,000,000 10,000,000 38,683 38,683 - 63,271 63,271 1,626,000 1,626,000 - - - - - 4,456 15,452,312 4,456 19,513,250 6,452,000 197,500 10,000,000 - 10,000,000 63,271 63,271 1,587,000 7,525,000 9,112,000 186,750 250,000 436,750 1,074,250 12,000,000 13,074,250 6,254,500 6,254,500 197,500 197,500 10,000,000 10,000,000 - 10,000,000 10,000,000 63,271 9,112,000 4,456 441,206 13,074,250 6,254,500 197,500 10,000,000 - 10,000,000 (58,815) 6,340,312 (436,750) 6,439,000 197,500 - - - - Uses of Funds Expenditures USGS Miscellaneous Bldgs. USGS 2010 SFO Innovation Mesa Court Facility Total Capital Expenditures Transfers T f Out O t Economic Development Total Uses of Funds Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF CAPITAL PROJECTS FUND MUNICIPAL FACILITIES CORP FIVE YEAR PLAN 2014 - 2019 City of Flagstaff Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ Revenues Bond Proceeds Bond Premium Bond Premium Issuance Cost Real Estate Proceeds Interest Income Intergovernmental Revenue Miscellaneous Revenues Total Revenues Page 137 Transfers In Environmental Services Utilities Gen Fund (USGS) Total Transfers In Total Sources of Funds (2,337,791) 5,273,374 5,540,050 9,692,198 410,612 3,177,429 912,402 4,401,632 492,590 16,797,287 70,459 72,342 21,100 16,961,188 45,460,000 8,320,000 13,230 3,000,000 2,876,000 59,669,230 11,460,000 144,911 15,500 2,389,000 14,009,411 19,500,000 9,711,092 10,355 6,000,000 35,221,447 5,700,000 1,880 5,701,880 5,950 5,950 7,300,000 680 7,300,680 6,470 6,470 1,200 1,200 - 1,000,000 1,000,000 17,882 13,962 31,844 4,675,000 25,000 4,700,000 - - - - - 14,623,396 65,942,604 19,581,305 49,613,645 6,112,492 3,183,379 8,213,082 4,408,102 493,790 79,990 64 184 64,184 61 4,604,333 4,334,778 9,083,346 8,000 6 600 000 6,600,000 28,295,000 12,000,000 6,000,000 9,668,305 2,876,000 65,447,305 6,000 17,409 5 251 032 5,251,032 225,000 18,077 50,000 4,317,842 3,747 9,889,107 1,163,845 12,020,000 28,295,000 1,500,000 6,224,188 49,203,033 935,063 2,000,000 2,935,063 270,977 2,000,000 2,270,977 411,450 2,000,000 1,400,000 3,811,450 515,512 2,000,000 1,400,000 3,915,512 493,790 493,790 9,083,346 65,447,305 9,889,107 49,203,033 2,935,063 2,270,977 3,811,450 3,915,512 493,790 5,540,050 495,299 9,692,198 410,612 3,177,429 912,402 4,401,632 492,590 Uses of Funds Fire Stations FUTS/Open Space Acquis. Pi t Picture C Canyon Observatory Mesa Public Work Facility Court Facility Watershed Protection Project 2010 Street/Utility Communication Sys 2010 Land Acquisition (Parks & Rec) Presidio Subdivision Total Capital Expenditures City of Flagstaff Total Uses of Funds Ending Fund Balance $ (0) Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF CAPITAL PROJECTS FUND GO BOND FUNDED PROJECTS FIVE YEAR PLAN 2014 - 2019 Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ 10,438,762 9,128,455 10,992,035 12,993,414 8,984,955 8,720,352 8,792,494 7,712,397 6,236,623 1,689,732 12,126,740 7,183,546 699,476 444,200 58,920 2,087,177 116,948 24,406,739 3,601,952 12,816,449 7,572,575 809,830 186,500 101,505 1,357,606 26,446,417 1,712,200 13,343,327 7,921,474 720,000 44,757 95,000 91,100 70,559 23,998,417 590,500 14,367,887 8,169,409 776,563 2,042,383 95,950 628,600 91,000 26,762,292 14,936,344 8,385,927 839,232 450,000 96,910 24,708,413 15,114,899 8,485,923 849,303 987,500 97,879 25,535,504 15,325,202 8,603,442 861,193 15,000 98,857 24,903,694 15,568,463 8,739,152 874,972 99,846 25,282,433 15,815,598 8,877,015 888,972 1,804,034 100,844 27,486,463 2,221,095 2,221,095 - - - - - - - - 37,066,596 35,574,872 34,990,452 39,755,706 33,693,368 34,255,856 33,696,188 32,994,830 33,723,086 9,241,931 2,187,869 5,930,449 69,702 17,429,951 11,020,262 1,937,730 10,347,808 1,800,000 25,105,800 10,949,840 1,937,730 3,562,680 65,000 16,515,250 11,769,007 1,841,700 10,969,327 1,800,000 26,380,034 12,097,653 1,887,700 6,965,000 20,950,353 12,366,522 1,934,900 7,215,000 21,516,422 12,641,334 1,983,300 7,540,000 22,164,634 12,922,251 2,032,900 8,107,000 23,062,151 13,210,933 2,083,700 9,007,000 24,301,633 Debt Service 6,666,293 5,396,510 5,323,994 4,207,923 3,943,766 3,946,940 3,819,157 3,696,056 3,697,955 Transfers Out General Fund Capital Projects Fund Total Transfers Out 1,978,317 1,978,317 157,794 157,794 157,794 157,794 157,794 25,000 182,794 78,897 78,897 - - - - Total Uses of Funds 26,074,561 30,660,104 21,997,038 30,770,751 24,973,016 25,463,362 25,983,791 26,758,207 27,999,588 10,992,035 4,914,768 12,993,414 8,984,955 8,720,352 8,792,494 7,712,397 6,236,623 5,723,498 Revenues Intergovernmental Water Revenues Wastewater Revenues Reclaim Revenues Capacity Fees Interest Revenues Bond Proceeds Miscellaneous Revenues Total Revenues Page 138 Transfers In Debt Service Fund Total Transfers In Total Sources of Funds Uses of Funds Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures City of Flagstaff Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF WATER AND WASTEWATER FUND FIVE YEAR PLAN 2014-2019 Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ Revenues Intergovernmental Revenues Airport Revenues Interest Revenue Recovery of Indirect Costs Miscellaneous Revenues Passenger Facility Charges Total Revenues Transfers In General Fund-Operating General Fund-Capital Total Transfers In Page 139 Total Sources of Funds 254,944 230,649 215,819 215,223 215,204 215,189 215,277 215,866 3,156,885 1,471,563 1,814 193,862 2,353 173,313 4,999,790 5,691,346 1,401,101 5,385 258,120 3,000 265,000 7,623,952 1,265,587 1,449,142 1,650 35,950 6,080 228,000 2,986,409 7,677,275 1,448,440 2,160 325,520 3,000 278,000 9,734,395 3,203,800 1,482,400 3,230 207,910 3,000 280,000 5,180,340 2,004,642 1,528,680 3,230 111,650 3,000 300,000 3,951,202 4,521,199 1,543,448 3,228 255,140 3,000 300,000 6,626,015 4,227,203 1,558,409 3,229 282,248 3,000 300,000 6,374,089 955,300 1,573,523 3,238 63,785 3,000 300,000 2,898,846 119,000 119,000 225,000 225,000 60,000 141,000 201,000 278,000 274,000 552,000 102,000 102,000 16,000 78,000 94,000 109,000 109,000 22,000 22,000 69,000 45,000 114,000 5,447,045 8,103,896 3,418,058 10,502,214 5,497,563 4,260,406 6,950,204 6,611,366 3,228,712 1,107,182 357,225 3,431,737 4,896,144 1,957,510 373,329 5,198,170 7,529,009 1,101,949 373,329 1,406,709 2,881,987 1,956,089 325,523 7,185,127 500,000 9,966,739 1,185,730 333,660 3,359,500 100,000 4,978,890 1,216,160 342,000 2,100,372 100,000 3,758,532 1,247,390 350,550 4,777,777 100,000 6,475,717 1,279,450 359,314 4,425,000 100,000 6,163,764 1,312,380 368,297 1,000,000 100,000 2,780,677 231,736 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 27,475 259,211 231,736 231,736 231,736 231,736 5,182,829 7,815,694 3,168,672 10,253,424 5,265,575 4,045,217 6,734,928 6,395,500 3,012,413 33,567 33,567 33,567 33,567 33,567 33,567 33,567 33,567 16,784 16,784 5,216,396 7,849,261 3,202,239 10,286,991 5,282,359 4,045,217 6,734,928 6,395,500 3,012,413 230,649 254,635 215,819 215,223 215,204 215,189 215,277 215,866 216,299 Uses of Funds Departments Operating Expenditures Indirect Cost Capital Expenditures Reserve Total Expenditures Debt Service Leases Loans Total Debt Service Total Expenditures City of Flagstaff 328,255 Transfers Out General Fund Total Transfers Out Total Uses of Funds Ending Fund Balance $ - - - - Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF AIRPORT FUND FIVE YEAR PLAN 2014-2019 Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ 5,345,648 4,710,823 5,958,602 4,922,416 4,157,932 3,012,573 1,443,602 1,516,668 4,193,553 Revenues Solid Waste Revenues Intergovernmental Revenues Interest on Investments Miscellaneous Revenues Other Financing Sources Total Revenues 12,003,304 430,707 45,793 7,716 12,487,520 12,392,011 93,500 30,164 12,000 1,250,000 13,777,675 11,928,206 114,906 47,044 107,822 12,197,978 11,384,327 47,044 3,950,000 15,381,371 11,542,834 47,750 250,000 11,840,584 11,739,928 48,705 2,000,000 13,788,633 13,108,951 49,923 250,000 13,408,874 13,341,587 51,171 550,000 13,942,758 13,578,428 52,450 3,250,000 16,880,878 Total Sources of Funds 17,833,168 18,488,498 18,156,580 20,303,787 15,998,516 16,801,206 14,852,476 15,459,426 21,074,431 8,862,242 1,386,635 1,549,089 49,192 11,847,158 8,960,525 1,324,786 3,184,194 612,000 14,081,505 8,763,193 1,324,786 2,608,400 425,000 13,121,379 7,944,470 1,299,173 1,089,996 612,000 10,945,639 8,112,705 1,331,652 3,020,060 12,464,417 8,310,639 1,364,943 5,089,112 14,764,694 8,513,402 1,399,067 2,826,564 12,739,033 8,721,112 1,434,044 505,000 10,660,156 8,933,889 1,469,895 6,624,883 17,028,667 250,000 250,000 250,000 250,000 325,000 325,000 325,000 325,000 400,000 400,000 400,000 400,000 Uses of Funds Page 140 Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures Debt Service Capital Lease Total Debt Service - Transfers out General Fund Environmental Management Secondary Property Tax Capital Projects Fund HURF Fund Total Transfers Out Total Uses of Funds City of Flagstaff Ending Fund Balance (1) (1) $ - - 27,408 27,408 77,903 250,000 1,000,000 17,000 1,344,903 77,903 17,882 17,000 112,785 72,488 185,728 4,675,000 17,000 4,950,216 65,083 189,443 17,000 271,526 57,678 193,232 17,000 267,910 57,678 197,097 17,000 271,775 4,678 201,039 205,717 4,678 205,060 209,738 11,874,566 15,426,408 13,234,164 16,145,855 12,985,943 15,357,604 13,335,808 11,265,873 17,638,405 5,958,602 3,062,090 4,922,416 4,157,932 3,012,573 1,443,602 1,516,668 4,193,553 3,436,026 Excludes monies set aside for closure costs and capital reserve Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF SOLID WASTE FUND FIVE YEAR PLAN 2014-2019 Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ - - - - 21,360 76,106 128,607 178,726 226,322 Revenues Environmental Mgmt Revenues Miscellaneous Total Revenues - - - 1,001,509 23,600 1,025,109 1,021,539 1,021,539 1,041,969 1,041,969 1,062,808 1,062,808 1,084,064 1,084,064 1,105,745 1,105,745 Transfers In Solid Waste Fund Total Transfers In - - - 185,728 185,728 189,443 189,443 193,232 193,232 197,097 197,097 201,039 201,039 205,060 205,060 Total Sources of Funds - - - 1,210,837 1,232,342 1,311,307 1,388,512 1,463,829 1,537,127 Departments Operating Expenditures Indirect Costs Total Expenditures - - - 873,431 76,365 949,796 870,079 77,892 947,971 890,820 79,450 970,270 912,068 81,039 993,107 933,835 82,660 1,016,495 956,133 84,313 1,040,446 Transfers Out General Fund Total Transfers Out - - - 239,681 239,681 208,265 208,265 212,430 212,430 216,679 216,679 221,012 221,012 225,432 225,432 Total Uses of Funds - - - 1,189,477 1,156,236 1,182,700 1,209,786 1,237,507 1,265,878 - - - 21,360 76,106 128,607 178,726 226,322 271,249 Uses of Funds Page 141 Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF ENVIRONMENTAL MANAGEMENT FUND FIVE YEAR PLAN 2014-2019 City of Flagstaff Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ 1,159,613 1,038,066 1,287,389 867,572 234,864 280,548 302,890 301,174 274,665 1,416,204 29,399 225 1,189 5,851 329 1,453,197 1,406,262 29,896 606 20,761 1,457,525 1,406,262 29,370 630 8,457 1,444,719 1,441,171 29,370 630 25,000 4,338 1,500,509 1,476,575 29,438 646 1,174 1,507,833 1,476,575 29,507 662 1,403 1,508,146 1,476,575 29,578 678 1,514 1,508,346 1,476,575 29,650 695 1,506 1,508,427 1,476,575 30,392 713 1,373 1,509,053 181,448 181,448 4,070,940 4,070,940 171,200 171,200 3,927,428 3,927,428 Total Revenues and Transfers In 1,634,646 5,528,465 1,615,919 5,427,937 1,507,833 1,508,146 1,508,346 1,508,427 1,509,053 Total Sources of Funds 2,794,259 6,566,532 2,903,308 6,295,509 1,742,696 1,788,694 1,811,235 1,809,601 1,783,718 526,758 108,101 585,925 5,849 1,226,633 684,662 119,010 4,883,166 10,000 5,696,838 669,899 119,010 873,426 1,662,335 632,151 117,448 4,875,928 10,000 5,635,527 573,866 120,384 330,000 10,000 1,034,250 589,640 123,394 334,000 10,000 1,057,034 605,852 126,479 338,080 10,000 1,080,410 622,513 129,641 342,242 10,000 1,104,395 639,636 132,882 346,486 10,000 1,129,003 80,578 199,658 280,236 80,700 341,167 421,867 80,700 292,701 373,401 86,300 338,818 425,118 87,163 340,736 427,899 88,035 340,736 428,771 88,915 340,736 429,651 89,804 340,736 430,540 90,702 340,736 431,438 1,506,869 6,118,705 2,035,736 6,060,645 1,462,149 1,485,804 1,510,061 1,534,935 1,560,442 1,287,389 447,826 867,572 234,864 280,548 302,890 301,174 274,665 223,276 Revenues Stormwater Revenues User Fees Permits Intergovernmental Revenues Interest Revenues Miscellaneous Revenues Total Revenues Transfers in General Fund Total Transfers in - - - - - Page 142 Uses of Funds Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Department Expenditures Transfers Out General Fund HURF Total Transfers Out Total Uses of Funds City of Flagstaff Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF STORMWATER UTILITY FUND FIVE YEAR PLAN 2014-2019 Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ 830,499 1,307,325 608,498 536,380 438,562 400,518 361,913 322,922 283,543 Revenues Intergovernmental Revenues Rents and Other Tenant Income Miscellaneous Revenue Total Revenue 4,439,317 1,057,705 537,737 6,034,759 5,634,506 1,037,472 644,258 7,316,236 5,383,425 970,511 508,206 6,862,142 5,542,089 990,000 548,045 7,080,134 4,555,276 999,900 553,526 6,108,702 4,600,189 1,009,899 559,062 6,169,150 4,645,551 1,019,998 564,653 6,230,202 4,691,367 1,030,198 570,300 6,291,865 4,737,641 1,040,500 576,002 6,354,143 Total Sources of Funds 6,865,258 8,623,561 7,470,640 7,616,514 6,547,264 6,569,668 6,592,115 6,614,787 6,637,686 1,950,806 44,369 3,732,336 46,970 295,454 6,069,935 1,960,462 54,597 3,648,935 41,147 298,750 1,001,250 7,005,141 1,770,531 55,874 3,572,240 38,723 298,750 1,001,250 6,737,368 1,868,728 63,991 3,523,223 41,786 284,195 1,001,250 6,783,173 1,887,415 63,922 3,460,455 42,203 287,037 5,741,032 1,906,290 63,922 3,495,241 42,624 289,907 5,797,984 1,925,353 63,922 3,530,193 43,050 292,806 5,855,324 1,944,606 63,922 3,565,495 43,479 295,734 5,913,236 1,964,052 63,922 3,601,150 43,913 298,690 5,971,727 Capital Expenditures 186,825 308,765 196,892 401,697 405,714 409,771 413,869 418,008 422,188 Total Use of Funds 6,256,760 7,313,906 6,934,260 7,184,870 6,146,746 6,207,755 6,269,193 6,331,244 6,393,915 608,498 1,309,655 536,380 431,644 400,518 361,913 322,922 283,543 243,771 Uses of Funds Page 143 Departments Low Income Public Housing ROSS Grant Section 8, MRO, SRO, & VASH Non-HUD Program FHC Contingency Total Expenditures Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF FLAGSTAFF HOUSING AUTHORITY FUND FIVE YEAR PLAN 2014-2019 City of Flagstaff Schedule L: Summary of All Fiscal Activity CITY OF FLAGSTAFF SUMMARY OF ALL FISCAL ACTIVITY FISCAL YEARS 2013 AND 2014 (WITH ACTUALS FOR FISCAL YEAR 2012) Sources of Funds Total Beginning Fund Balance Revenues Total Funds Available Use of Funds Departments General Administration Management Services Community Development Fire Police Public Works Economic Vitality Community Enrichment Utilities Non-Departmental Contingency Total Departments Debt Service G.O. Bonds Capital Leases 4th Street Street & Highway Revenue Bonds Economic Development Airport Environmental Services Special Assessment Districts USGS Utilities Total Debt Service Other Activities Capital Projects Bond Funds Total Other Activities Total Appropriations Excess (Deficiency) of Revenues over Appropriations Annual Financial Plan $ Actual 2011-2012 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 51,663,680 157,289,047 208,952,727 60,558,373 228,672,259 289,230,632 67,262,591 146,776,797 214,039,388 73,812,746 217,843,461 291,656,207 7,939,695 2,850,274 12,405,706 8,502,038 16,185,670 21,350,240 8,099,720 8,114,355 16,285,063 6,581,083 256,763 108,570,607 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 8,036,576 3,051,046 13,024,236 9,784,696 16,576,723 24,831,593 7,054,519 8,270,448 16,055,845 6,510,056 1,691,250 114,886,988 8,470,643 10,081,306 17,330,860 10,304,847 17,556,777 36,461,741 16,004,059 28,246,413 14,281,967 6,175,250 164,913,863 3,743,832 531,451 2,274,700 2,369,013 255,855 286,685 7,381,215 463,868 6,666,293 23,972,912 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 4,600,749 514,378 2,110,332 549,385 254,153 286,685 908,225 465,896 5,323,994 15,013,797 7,460,125 514,458 1,182,775 549,211 255,553 286,685 250,000 905,600 669,330 4,207,923 16,281,660 9,146,617 9,146,617 141,690,136 74,559,305 74,559,305 248,104,099 10,325,857 10,325,857 140,226,642 62,277,283 62,277,283 243,472,806 15,598,911 (19,431,840) Page 144 6,550,155 (25,629,345) City of Flagstaff Schedule L: Summary of All Fiscal Activity CITY OF FLAGSTAFF SUMMARY OF ALL FISCAL ACTIVITY FISCAL YEARS 2013 AND 2014 (WITH ACTUALS FOR FISCAL YEAR 2012) Actual 2011-2012 Ending Fund Balances General Fund Special Revenue Funds: Library HURF Transportation Flagstaff Urban Trails Beautification Economic Development Tourism Arts & Science Recreation Housing and Community Svc Metro Planning Org EDA Revolving Loan Debt Service Funds: G.O. Bond Fund Sec. Property Tax Special Assessment Capital Projects Funds: Municipal Facilities Corp G.O. Bonds Permanent Funds Perpetual Care Enterprise Funds: Utilities Airport Environmental Services Sustainability & Environ Mgmt Stormwater Utility Flagstaff Housing Authority Total Ending Fund Balance Annual Financial Plan $ $ Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 20,022,440 8,428,646 19,552,029 9,651,681 800,433 2,245,805 3,786,628 5,011,988 146,347 467,611 360,200 1,405,674 1,224,054 12,607 - 303,056 1,228,607 2,601,156 1,017,850 69,139 468,173 121,407 1,476,003 310,208 - 873,900 2,546,353 4,397,568 4,685,665 282,960 645,165 388,524 1,751,379 796,818 - 388,199 1,261,085 4,959,089 373,632 516,902 238,231 453,405 184,086 1,767,158 240,251 855 378,057 6,234,327 414,694 348,355 6,926,092 236,890 8,471,639 414,729 6,601,667 414,229 (58,815) 5,540,050 6,340,312 495,299 (436,750) 9,692,198 6,439,000 410,612 193,318 213,777 214,968 237,341 10,992,035 230,649 5,958,602 1,287,389 608,498 4,914,768 254,634 3,062,090 447,826 1,309,655 12,993,414 215,819 4,922,416 867,572 536,380 8,984,955 215,223 4,157,932 21,360 234,864 431,644 67,262,591 41,126,533 73,812,746 48,183,401 Page 145 City of Flagstaff Annual Financial Plan Page 146 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 Page 147 City of Flagstaff Annual Financial Plan 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) Community Enhancement 1 Deputy City Manager 1.75 Magistrate .75 Pro Tem Magistrate Operations 1 Deputy Court Administrator Page 148 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 Utilities, Service, and Safety 1 Deputy City Manager IT HR Information Technology 1 Division Director (IT Director) Human Resources 1 Division Director (HR Director) City Clerk 1 City Clerk 2 Admin Specialist 1 Deputy City Clerk 1 City Records Coordinator Real Estate .75 Asst to City Manager - Real Estate ITAC Operations 1 IT Services Supervisor 1 Administrative Specialist 1.5 IT Technician Systems and Applications Operations 1 IT Manager (Systems and Apps) Fiscal Servies 1 Exec Admin Asst City of Flagstaff 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 1 Administrative Assistant 1.75 Admin Asst Civil 1 Deputy City Atty Administration 1 Human Resources Analyst Administration 1 Human Resources Generalist 3 Sr. Asst City Atty 1 Administrative Specialist Leadworker 1 IT Administrator 2.5 IT Analyst Collection Services 2 Collections Specialist 3 Asst City Atty 1 Executive Asst Warrant Services 2 Warrants Officer Fiscal Services .75 Court Services Supervisor Prosecution 1 City Prosecutor 1 Exec Asst Network Operations 1 IT Manager 1 IT Administrator GIS Operations 1 IT Administrator 1 IT Specialist .5 IT Technician Project Management .5 IT Analyst Recruitment 1 Human Resources Generalist Benefits 1 Human Resources Benefits Specialist Classification and Compensation .75 Human Resources Analyst 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 13 ACCOMPLISHMENTS  Completed construction of Rio de Flag flood control Thorpe Bridge Project.  Completed Phase I and Phase II of Renewable Energy Projects through Power Purchase Agreement.  Executed successful second annual Dew Downtown event with record participation and sponsorship.  Successful approval of special bond authorization election to fund relocation of core services maintenance facility.  Successful approval and initial implementation of forest health and water supply protection project, including signed agreements with United States Forest Service.  Successfully met employee compensation triggers.  Initiated Straightening-the-Pipes Internal Process Initiative  Completed website redesign.  Completed Inner Basin Pipeline Reconstruction Project. FY 14 NEW INITIATIVES AND GOALS  Get approval of a Red Gap Pipeline Right-of-Way  Allocate $800K-1M in new dollars toward infrastructure (not including utilities)  Increase employee pay  Establish financing and site for Court House  Acquire property for Public Works Facility  Complete agreements for forest health  Complete comprehensive water policy  Complete Power Purchase Agreement projects at Airport, Rio, and Aquaplex  Determine new strategic direction for Rio De Flag  Continue to grow citizen engagement initiatives  Complete Straightening-the-Pipes Internal Process Initiative  Sell City land for Court House  Establish new search engine for City website  Complete citizen survey  Implement new customer service plan  Complete ACMA Task on University Relationships  Conduct a strategic planning retreat with Leadership  Work with Alliance to agree on one main objective for the year  Acquire codification service for Clerk’s Office  Implement Document Management Process in Clerk’s Office Annual Financial Plan Page 149 City of Flagstaff GENERAL ADMINISTRATION SECTION 01 CITY MANAGER PERFORMANCE MEASURES Management Priority: Effective Governance Goal: Meet Council and Administration goals established in this Fiscal Year Objective: City Council will see results/progress in Council project priorities through the Council Cabinets and other work groups established and facilitated by the City Manager. Type of Measure: Policy Outcome and completion of City Council goals Tool: Completion of City Council goals measured by annual evaluation of City Manager Frequency: Annually Scoring: Below Expectation, Partial Accomplishment, Substantial Accomplishment, Complete Trend:  FY 11 FY 12 FY 13 FY 14 Measures: Actual Actual Estimated Proposed Annual Evaluation of City Manager by City Substantial Substantial Substantial Substantial Council AccompAccompAccompAccomplishment lishment lishment lishment Council Priority: Effective Governance Goal: Complete Citizens Survey Objective: Increase community engagement and improve responsiveness Type of Measure: Community Response Tool: Citizen Survey Frequency: Citizens Survey is completed every 3-4 years. Scoring: Percentage or Increase, Decrease, No Change Trend:  FY 11 FY 12 Measures: Actual Actual Survey Response Rate N/A N/A Survey Results – Percentage of residents rating overall City services as “good” or “better.” Survey Results – Percentage of residents rating ease of accessing government information and services as “good” or “better.” FY 13 Estimated FY 14 Proposed N/A 10% Increase N/A N/A N/A 90% N/A N/A N/A 85% Council Priority: Effective Governance Goal: Improve community engagement Objective: Increase accessibility and effectiveness of community engagement tools Type of Measure: Community Response Tool: Website, social media and Report a Concern module Frequency: Annually, Community Survey Scoring: Percentage or Increase, Decrease, No Change Trend:  FY 11 FY 12 FY 13 Measures: Actual Actual Estimated Number of Facebook “likes” N/A N/A 200 Number of Twitter followers Report a Concern Online – percentage of concerns “closed” Annual Financial Plan FY 14 Proposed 400 N/A N/A 150 300 N/A N/A 85% 5% increase from last year Page 150 City of Flagstaff GENERAL ADMINISTRATION SECTION 01 CITY MANAGER Management Priority: Resiliency and Preparedness Goal: Enhance City resiliency and preparedness to weather related impacts and emergencies. Objective: Ensure all Divisions have updated continuity of operations and/or emergency response plans. Type of Measure: Number of completed plan updates Tool: Coordination with Leadership, Fire Department and County Office of Emergency Management. Frequency: Annually Scoring: Percentage completed Trend:  FY 11 FY 12 FY 13 FY 14 Measures: Actual Actual Estimated Proposed Completed division-level continuity of operations plan and/or emergency response N/A N/A N/A 75% plan updates SECTION: 01-CITY MANAGER EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2011-2012 $ 1,082,777 284,604 24,110 $ 1,391,491 Adopted Budget 2012-2013 $ 1,102,527 259,972 4,799 $ 1,367,298 Estimated Expenditures 2012-2013 $ 1,088,062 266,001 (2,341) $ 1,351,722 Proposed Budget 2013-2014 $ 1,177,325 299,929 688 $ 1,477,942 Budget-Budget Variance $ 74,798 39,957 (4,111) $ 110,644 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION DISABILITY AWARENESS PUBLIC INFORMATION CUSTOMER SERVICE PROPERTY MANAGEMENT CITY CLERK - GENERAL ADMINISTRATION CITY CLERK - ELECTIONS TOTAL $ 856,758 1,704 48,059 11,020 70,090 295,493 108,367 1,391,491 $ 873,264 3,288 65,000 10,000 66,821 283,925 65,000 1,367,298 $ 869,493 3,291 65,000 10,000 70,040 254,098 79,800 1,351,722 $ 919,866 3,288 60,000 16,154 79,715 273,919 125,000 1,477,942 $ 46,602 (5,000) 6,154 12,894 (10,006) 60,000 110,644 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 1,078,625 73,779 52,054 3,386 117,487 10,771 20,965 120,875 1,477,942 COMMENTARY: The City Manager's operating budget has increased 8% and there are no capital expenditures. Personal Services increases are due to a market increase and an increase in benefits. Contractual increase is due to an increase in miscellaneous services which is covering the cost of the County Election Services and regional plan. Commodities decreases are due to a decrease in food and in photo copying charges. There is no major capital (>$10,000) for this Section. Annual Financial Plan Page 151 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 13 ACCOMPLISHMENTS        Purchase of Picture Canyon Acquisition Worked on Politically Sensitive, high profile project with City Management ADOT right of way acquisitions Management and auditing of City owned properties Negotiations with the Bureau of Indian Affairs Capital Improvement Program right of way acquisitions City Owned Property Use Plan FY 14 NEW INITIATIVES AND GOALS       Core Service Facility Maintenance yard acquisition Municipal Courts Project Beulah/ University P3 Project with ADOT Adopt Airport Leasing and Land Management Policy and Plan Observatory Mesa Maintain a high level of community engagement and outreach, while providing excellent customer service PERFORMANCE MEASURES Council Priority: Directly relates to completion of the Rio De Flag Project 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: 100% Trend:  CY 11 CY 12 Measures: Actual Actual Complete acquisition of right of way – Phase 1 90% 100% Complete acquisition of right of way and NA 15% easements – Phase 2 Annual Financial Plan Page 152 CY 13 Estimated 100% 100% CY 14 Proposed 100% 100% City of Flagstaff GENERAL ADMINISTRATION SECTION 0109 REAL ESTATE 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Complete acquisitions and easements 90% 95% 95% 95% Council Priority: Goal: Objective: Type of Measure: Tool; Frequency: Scoring: Trend:  Improvements of Streets Right of Way Acquisitions Acquire Rights of Way and Easements as necessitates Output Process Per Project Term 95% Measures: Complete acquisitions and easements Council Priority: Goal: Objective: Type of Measure: Tool; Frequency: Scoring: Trend:  CY 12 Actual 95% CY 13 Estimated 95% CY 14 Proposed 95% CY 12 Actual 0% CY 13 Estimated 50% CY 14 Proposed 100% Address Core Maintenance Facility Maintenance Facility Acquisition of Maintenance property Output Process Per Project Term 100% Measures: Complete acquisitions and easements Annual Financial Plan CY 11 Actual 90% CY 11 Actual 0% Page 153 City of Flagstaff GENERAL ADMINISTRATION SECTION 0111 CITY CLERK MISSION The City Clerk’s Office supports the values of the community and the organization through the delivery of quality customer service; conducting fair and open municipal elections; developing and distributing City Council agenda materials and preparing/maintaining related minutes; 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 publishings meet legal compliance. PROGRAM DESCRIPTION The City Clerk’s Office provides broad organizational support to the City of Flagstaff as well as ensures open and accessible government to the citizens of the City through the administration of the records management program, council meeting support, elections, codification, posting of notices, agenda preparation, policies and procedures, board and commission member training, and ensuring that all official notices and advertising are legally compliant. FY 13 ACCOMPLISHMENTS        Implemented Codification Software Integrated new City Clerk into organization Conducted November Special Bond Authorization Election Implemented Agenda Quick Software Completed updates to City Charter Completed updates to Boards and Commission Handbook Implemented new recruitment strategy for Boards and Commissions FY 14 NEW INITIATIVES AND GOALS    Implement Document Management Process Increase training and use of Laser Fiche Continue the numbers of citizens involved on Boards and Commissions. Annual Financial Plan Page 154 City of Flagstaff GENERAL ADMINISTRATION SECTION 0111 CITY CLERK PERFORMANCE MEASURES Management Priority: Effective Governance Goal: Effective document management Objective: Increase efficiency of City Clerk document processing Type of Measure: Number of documents processed Tool: Clerk Office document management database Frequency: Annually Scoring: Average number/percentage Trend:  CY 11 Measures: Actual Sets of Council meeting minutes ready by the N/A next Council meeting Document management – Number of days for Administration/Council routed documents N/A CY 12 Actual CY 13 Estimated CY 14 Proposed N/A 100% 100% N/A 30 day annual average 25 day annual average CY 13 Estimated CY 14 Proposed 75% 70% Management Priority: Effective Governance Goal: Increase community involvement Objective: Increase community involvement on City Boards and Commissions Type of Measure: Vacancy rates Tool: Trainings, outreach and advertising Frequency: Quarterly Scoring: Percentage or Number Increase, Decrease, No Change Trend:  CY 11 CY 12 Measures: Actual Actual Board and Commission vacancy rate* N/A N/A # of Boards/Commission at full membership % of applications received electronically N/A N/A 50% 75% N/A N/A 50% 50% * For purposes of this report vacancy is defined as a position that is vacant for more than 30 days. Annual Financial Plan Page 155 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 13 ACCOMPLISHMENTS          Completed a comprehensive compensation study and determined the City is an average of 11% below market. Implemented numerous wellness program enhancements such as a monthly bulletin, health matters at work web access, ongoing lunch-n-learns and the PACE program. Implemented the first phase of a market based commissioned police pay structure. Achieved the revenue triggers and implemented a 0.6% market increase and reclassifications and new pay structures for those positions 25% or more below market. Updated various sections of the Employee Handbook such as General Provisions, Leaves, Employment and Classification and Compensation to reflect changes in federal law, state law and best practices. Implemented an ongoing supervisor and monthly orientation and updated the new employee orientation to include topics such as sustainability, ethics, customer service, diversity, harassment and discrimination. Conducted a citywide employee opinion survey and reported the aggregate results to determine a recommended plan of action. Completed an organization study of the Library structure, classification and compensation. Executive Search to recruit a Utilities Director and Fire Chief and assisted in the search for a City Attorney. FY 14 NEW INITIATIVES AND GOALS           Exploration of a city wide market based pay plan. Conduct an organization study of the Utilities Division structure, classification and compensation. Conduct a special compensation study for the Economic Vitality division. Explore a skill based pay structure for Fleet Services. Creation of an annual citywide training plan. Review of the hazardous assignment pay and make appropriate revisions. Implement an annual trigger to continue to address those positions furthest below market. Update the remaining sections of the Employee Handbook to reflect changes in federal and state law and best practices and create an online version. Creation of a current HIPAA manual to reflect changes in federal law and best practices. Executive search to recruit a replacement for the Community Enrichment Service Director. Annual Financial Plan Page 156 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: Quarterly Scoring: 0-1 complaints with 100% resolution is Progressing at or above expectations, 2-3 complaints with 95% resolution is Caution, and 4 or more complaints with 90% resolution is Need to Review. Trend: ↑ Progressing At or Above Expectations CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Number of Employee Grievances 7 1 2 1 Number of Grievances resolved 6 1 2 1 Percent of Grievances resolved within defined 0% 100% 50% 100% timeframe Number of Complaints * 1 2 2 2 Complaints with substantiated findings 0 0 1 1 Corrections implemented 0 0 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: Quarterly 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Number of Classification Requests 16 14 20 20 Percent of Classification Requests approved 31% 100% 75% 75% Number of pay inequities 1 1 1 1 Percent of pay inequities resolved 100% 100% 100% 100% Salaries compared to market 19.05% 19.05% 11% below 11% below below Percent of salary adjustment 0.6% 1.2% 3.6% 0.6% Turnover 6.87% 11.16% 12% 12% Above/Below Government Turnover Rate* Below 9.23 Below 5.74 Below 4.0 Below 4.0 * Comparison based on Bureau of Labor Statistics: Job Openings and Labor Turnover Survey government Annual Financial Plan Page 157 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: Quarterly 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Number of vacancies * 228 344 250 250 Average time to complete the recruitment process 44 days 55.50 days 55 days 55 days Number of positions advertised multiple times 9 14 10 10 Number of positions advertised as open until filled 6 11 10 10 Number of declinations 24 39 25 25 Percent of declinations compared to vacancies 11% 11% 11% 11% Percent of internal promotions 6% 16% 10% 10% * Vacancies include miscellaneous recruitment efforts. SECTION: 04-HUMAN RESOURCES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2011-2012 $ 412,224 23,189 17,132 $ 452,545 Adopted Budget 2012-2013 $ 553,385 44,620 19,155 $ 617,160 Estimated Expenditures 2012-2013 $ 505,285 36,690 17,523 $ 559,498 Proposed Budget 2013-2014 $ 557,025 53,460 106,003 $ 716,488 Budget-Budget Variance $ 3,640 8,840 86,848 $ 99,328 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION RECRUITMENT AND SELECTION BENEFITS COMPENSATION AND CLASS TRAINING AND DEVELOPMENT DIVERSITY AWARENESS TOTAL $ 269,335 41,634 66,265 60,212 14,262 837 452,545 $ 374,062 63,005 80,479 63,583 34,348 1,683 617,160 $ 387,961 34,915 66,819 63,440 4,394 1,969 559,498 $ 458,357 65,493 83,292 66,063 42,375 908 716,488 $ 84,295 2,488 2,813 2,480 8,027 (775) 99,328 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 567,044 33,599 20,971 41,206 3,951 6,296 43,421 716,488 COMMENTARY: The Human Resources operating budget has increased 16% and there are no capital expenditures. Personal Services increases are due to a market increase and an increase in benefits. Contractual increase is due to an increase in education and training . Commodities increases are due to an annual license for a new performance evaluation software. There is no major captial (>$10,000) for this section. Annual Financial Plan Page 158 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 identification, control, and finance of risk in order to safeguard the City’s human, financial, and physical assets to ensure continuity and efficiency of City services. Risks are assessed for probability cost, and impact and matched with loss control techniques to reduce the likelihood of loss and mitigate the potential costs in the event of an accidental occurrence. Identified risks are either self retained or transferred through contract language or the purchase of insurance. Claims against the City are investigated and managed within the self insured retention level and referred to insurers as outlined in purchased insurance policies. Losses are carefully tracked to identify trends and areas where loss control measures can be improved to positively impact future operations and the purchase of future insurance. 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 13 ACCOMPLISHMENTS               Added an AED unit at Utilitites and Lake Mary Water treatment sites with AED trainings of local staff. Brought all AED units current with battery and chest pad replacements. Added tracking of monthly inspections of AED units at all existing sites. Created training resources files in S drive for safety training access by all departments. Held 18 safety training classes. Broadcast and recorded safe lifting training for all staff Broadcast and recorded slip trip and fall prevention training for all staff. Partnered with Sustainability and Fleet Services to create and deploy Driver Safety Training for all employees Prepared Global Hazard Communication safety training to deploy to all employees by December 1, 2013. Implemented Forklift Operator Licensing program with Certified City Forklift Trainers Assisted with update and revision of Functional Capacities PreHire Physical for Wildland Firefighters Brought in Federal Disaster Management Training for Utilities Department Restore staffing to risk management office with hire of risk management specialist. Assisted recreation department with risk management of Dew Downtown 2013. FY 14 NEW INITIATIVES AND GOALS       Add more Automated External Defibrillators (AED’s) in City facilities as funding allows with associated employee training. Embed safety training within departments on an ongoing basis. Write protocols for Claim Handling Authority Best Practice Guidelines Write protocols for Medicare Secondary Payer Act reporting on bodily injury liability claims payments. Increase use of outside resources for Safety Training; ADOSH, insurers, brokers, and physical therapists. Restore staffing to risk management office with hire of risk management specialist. Annual Financial Plan Page 159 City of Flagstaff GENERAL ADMINISTRATION SECTION 05 RISK MANAGEMENT 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed % of liability claims proceeding to litigation 12% 8% 8% # of closed litigated claims / total number of 5 / 43 6/56 6/60 4/60 claims closed in calendar year 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: Caution; number of injuries increasing CY 11 CY 12 CY 13 Measures: Actual Actual Estimated OSHA incidence rate 7.73 10.1 7.50 (# of injuries per 100 FTE /Hrs worked by all. CY 14 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Overall rating of meets or exceeds expectations n/a Meets Meets Meets Expectatio Expectations Expectations ns Annual Financial Plan Page 160 City of Flagstaff GENERAL ADMINISTRATION SECTION 05 RISK MANAGEMENT Council Priority: Fund existing and consider expanded recreational services and/or Effective Governance. 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed % of reviewed events receiving authorization 98% 95% 95% 95% SECTION: 05-RISK MANAGEMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2011-2012 $ 167,354 16,389 3,569 $ 187,312 Adopted Budget 2012-2013 $ 159,170 25,627 3,900 $ 188,697 Estimated Expenditures 2012-2013 $ 159,037 21,919 4,645 $ 185,601 Proposed Budget 2013-2014 $ 149,143 25,211 4,316 $ 178,670 Budget-Budget Variance $ (10,027) (416) 416 $ (10,027) $ $ $ $ $ $ $ $ 178,670 178,670 $ $ $ 98,065 12,047 9,162 2,352 25,181 1,472 2,985 27,406 178,670 EXPENDITURES BY PROGRAM: ADMINISTRATION TOTAL 187,312 187,312 188,697 188,697 185,601 185,601 (10,027) (10,027) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ COMMENTARY: The Risk Management operating budget has decreased 5% with no capital expenditures. Personal Services decreases are due to personnel turnover which offsets the increases due to a market increase and an increase in benefits. Contractual decrease is due to a decrease in consultant fees. Commodities increase is due to an increase in office supplies. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 161 City of Flagstaff GENERAL ADMINISTRATION SECTION 07 LEGAL 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 13 ACCOMPLISHMENTS          Settlement and/or resolution of several major litigation cases. Assisted Community Development staff with review of City Code to determine existing enforcement opportunities. Assisted relevant City staff with completion of a successful bond election for the Core Services Facility and Forest Health and Water Supply Protection Project. Drafted a civil rights ordinance and worked with Staff and Council to edit the ordinance to fit staff and community needs. Worked with Student Legal Counsel for NAU to help students understand misdemeanor drug and alcohol charges and the potential legal consequences. Conducted training for Flagstaff Medical Center employees regarding trials and testifying in Municipal Court. Conducted an annual in-service training for Flagstaff Police Officers regarding misdemeanor crimes and prosecution. Participated in the Domestic Violence Fatality Review Team. Resolved criminal cases involving the seriously mentally ill through the Flagstaff Municipal Court Mental Health Program. FY 14 NEW INITIATIVES AND GOALS      Continue to assist Council and staff with legal services related to the Regional Plan, Parks and Recreation Master Plan, Water Policy, and amendments to the Zoning Code. Provide legal services in support of the Core Services Facility and Forest Health and Water Supply Protection Project. Complete all legal work related to the utility extension and property exchange with W. L. Gore and Associates, Inc. Work with partnering agencies to develop a Serial Inebriate Court and a Veterans Court; explore possible grant funding for these programs. Increase referrals of misdemeanor defendants to the Lifeskills Home Study Courses. Annual Financial Plan Page 162 City of Flagstaff GENERAL ADMINISTRATION SECTION 07 Requests for Legal Assistance LEGAL CY 2008 CY 2009 CY 2010 CY2011 CY2012 Contracts (includes contracts, development agreements, grants, IGAs, bids) 233 193 171 211 202 Legal Opinions/Research 129 174 101 169 149 Ordinances/Resolutions 108 98 115 78 60 Real Estate 44 53 52 77 79 Claims/Litigation/Hearings 54 80 94 75 57 Public Records Requests 18 24 36 33 82 Miscellaneous 35 19 19 13 32 Total: 621 641 588 656 661 % Increase from Prior Year: 2% 3% -9% 10% 1% Number of cases per attorney: 113 142 141 187 167 Number of cases per attorney and staff: 104 128 126 146 133 Criminal Cases CY08 CY09 CY10 CY11 CY12 New Criminal Cases 4,341 4,681 4,746 4,818 5,013 Domestic Violence Cases 642 628 746 691 762 Driving Under the Influence (DUI) cases 567 586 599 629 635 Criminal Traffic Cases (excluding DUI) 584 850 816 661 475 Sales Tax Cases 28 28 16 13 0 1,885 1,829 1,841 1,931 2,249 Underage Alcohol 295 313 355 482 498 Drug/Drug paraphernalia cases 340 318 248 251 237 Not Available 129 125 135 136 Cases Involving a Victim (FY stats) 1,655 1,715 2,177 2,458 2,453 Victims' Services Performed (FY stats) 17,165 18,923 24,042 24,937 13,972 Mental Health Court Cases 27 32 27 25 21 Cases Reviewed for Charging Referred by PD 332 205 234 188 234 Pending DUI files at year end 201 263 272 298 436 7% 7% 1% 1% 5% 868 936 949 964 1,202 1,240 1,337 1,265 1,377 1,396 511 551 542 567 647 Other Cases City Code Violations (other than sales tax) % Increase in New Criminal Cases from Prior Year: New cases per attorney: New cases per support staff: New cases for all Prosecution staff: Annual Financial Plan Page 163 City of Flagstaff GENERAL ADMINISTRATION SECTION 07 LEGAL PERFORMANCE MEASURES Council Priority: Effective Governance Goal: Protect citizens and crime victims through the timely and fair prosecution of State laws and City ordinances. Objective: Avoid a backlog of charges. Type of Measure: Program Efficiency Tool: Calculate the ratio of number of charges opened to the number closed annually. Frequency: Annually Scoring: 90+% Performing; 75-90% Warning; below 75% Unacceptable Trend:  CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Number of charges opened 9152 9244 9336 9429 Number of charges closed 8630 8716 8803 8891 Percentage of charges closed 94% 94% 94% 94% For Calendar Year 2012 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Overall rating of meets or exceeds expectations Annual Financial Plan Meets Expectations Page 164 Meets Expectations Meets Expectations Meets Expectations City of Flagstaff GENERAL ADMINISTRATION SECTION: SECTION 07 LEGAL 07-LEGAL EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2011-2012 $ 1,288,522 34,611 21,664 $ 1,344,797 Adopted Budget 2012-2013 $ 1,307,727 31,108 23,790 $ 1,362,625 Estimated Expenditures 2012-2013 $ 1,338,791 29,023 21,584 $ 1,389,398 Proposed Budget 2013-2014 $ 1,365,482 32,658 22,240 $ 1,420,380 Budget-Budget Variance $ 57,755 1,550 (1,550) $ 57,755 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COUNCIL, COMMISSION AND DEPTS POLICE COURT VICTIMS RIGHTS GRANT TOTAL $ 121,076 537,168 686,331 222 1,344,797 $ 124,432 526,230 711,963 1,362,625 $ 126,804 626,725 635,869 1,389,398 $ 129,088 655,266 636,026 1,420,380 $ 4,656 129,036 (75,937) 57,755 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 1,130,045 29,253 27,458 35,854 87,655 4,022 9,401 96,692 1,420,380 COMMENTARY: The City Attorney operating budget has increased 4% and there are no capital expenditures. Personal Services increases are due to a market increase and an increase in benefits. Contractual increases are due to an increase in registration and memberships costs. Commodities decrease is due to a decrease in books and subscriptions. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 165 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 13 ACCOMPLISHMENTS             Completed purchase of Harris ERP (financials and community development) software Implemented new Harris Sales Tax software system with no significant issues and no impact to citizens Completed VoIP migration within City Hall Completed phase 2 of disaster recovery / business continuity plan Continued deployment of Windows 7 citywide Continued refresh of city staff PCs Began implementation of Microsoft System Center Began migration to new Harris ComDev (community development) software Began migration to new Harris ERP (financial et al) software Acquired necessary technology to capture videos of off-site council meetings/retreats and make them available on the Internet, and began to do so Implemented new firewall hardware and software Several unscheduled/unplanned projects:  Implementation of Council ipads  Implementation of AgendaQuick  Implementation of Water+ (for water filling stations)  Upgrade of Telemate (VoIP phone reporting)  Implementation of security cameras (server and network)  Implementation of private microwave link from City Hall to the Lnadfill  Created a Master Calendar for City Administration  Assisted with the CAD/Dispatch upgrade  Assisted with SCADA upgrades Annual Financial Plan Page 166 City of Flagstaff GENERAL ADMINISTRATION SECTION 08 INFORMATION TECHNOLOGY FY 14 NEW INITIATIVES AND GOALS          Complete migration to Harris ERP (financial et al) software Complete migration to Harris ComDev (community development) software Retire legacy ERP (H.T.E.) and ComDev (KIVA) software and hardware systems Deploy a mobile 311 app Complete deployment of VoIP phones to remote sites where possible Complete deployment of Microsoft System Center Upgrade Microsoft Exchange to new version Complete migration of City PCs to Windows 7 Implement emergency announcement/paging system over VoIP phones 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 11 Measures: Actual Percentage of uptime hours versus total hours 99.90% CY 12 Actual 99.84% 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 with an average survey return rate of 38.3% Scoring: 95.5% Trend:  CY 11 CY 12 Measures: Actual Actual Customer surveys returned with an overall rating 96% 95.5% of satisfactory or better CY 13 Estimated 99.95% that have been completed CY 13 Estimated 96% 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 11 CY 12 CY 13 Measures: Actual Actual Estimated Count of outstanding (not yet completed) work 100 75 50 requests Annual Financial Plan Page 167 CY 14 Proposed 99.96% CY 14 Proposed 96% CY 14 Proposed 40 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: Migrate off of legacy ERP and ComDev software systems Type of Measure: Program effectiveness Tool: Project Management Tracking Frequency: Monthly Scoring: percent Trend: (increasing percentage indicates progress toward completion) CY 11 CY 12 Measures: Actual Actual Percent completion N/A .1% SECTION: CY 13 Estimated 50% CY 14 Proposed 100% 08-INFORMATION TECHNOLOGY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2011-2012 $ 937,263 352,447 585,769 $ 1,875,479 Adopted Budget 2012-2013 $ 985,328 517,427 777,521 $ 2,280,276 Estimated Expenditures 2012-2013 $ 982,941 518,990 502,691 $ 2,004,622 Proposed Budget 2013-2014 $ 1,020,104 421,083 588,598 $ 2,029,785 Budget-Budget Variance $ 34,776 (96,344) (188,923) $ (250,491) $ $ $ $ $ EXPENDITURES BY PROGRAM: ADMINISTRATION APPLICATIONS SYSTEMS SERVICES NETWORK GIS MICROSOFT SETTLEMENT IT IT NON-DEPARTMENTAL TOTAL $ 140,045 316,080 253,083 153,262 221,141 153,084 5 638,779 1,875,479 $ 192,441 400,713 208,493 155,464 240,083 178,532 904,550 2,280,276 $ 192,723 400,713 208,591 156,464 240,738 176,152 629,241 2,004,622 $ 181,876 401,390 208,794 140,523 246,230 207,304 643,668 2,029,785 $ (10,565) 677 301 (14,941) 6,147 28,772 (260,882) (250,491) SOURCE OF FUNDING: GENERAL FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 1,485,471 349,732 17,689 22,112 154,781 2,029,785 COMMENTARY: The Information Technology operating budget has decreased 11% with no capital expenditures. Personal Services increases are due to a market increase and an increase in benefits. Contractual decreases are due to a decrease in computer maintenance, education training and telephone. Commodities decreases are due to an decrease in IT Non-Departmental computer equipment, computer software and due to Public Safety portion of IT Non-Departmental software capital being reallocated to their section. There is no major capital (>$10,000 ) for this section. Annual Financial Plan Page 168 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 13 ACCOMPLISHMENTS                Through active case management adjudicated 95% of all cases within 90 days, 88% 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 completed the orientation and training requirements of the Arizona Judicial Branch and we have reported timely. Processed over $3.8M in financial transactions, have complied with the Arizona Supreme Court Minimum Accounting Standards and reported timely. Published an RFP for development of a Courthouse. Participated in the implementation of a Veteran’s Court, coordinating effort county-wide. 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 2013. Worked with the Criminal Justice Coordinating Council in developing coordinated plans for the criminal justice system in the county. Participated in the development, review and implementation of a new statewide automated case management system (CMS). Used state Fill The Gap funds to fund temporary help to manage additional case load and slow the creation of backloged cases. Participated with the Model Case Time Standards for Trial Courts Oversight Committee. Participated in the development of curriculum and as faculty for the Court Leadership Institute, the Institute for Court Management and the Presiding Judges Academy. 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. Continued ongoing reorganization of court staffing and responsibilities around changes in automation, case filing and staff resource budget changes. Annual Financial Plan Page 169 City of Flagstaff GENERAL ADMINISTRATION SECTION 65 FLAGSTAFF MUNICIPAL COURT FY 14 NEW INITIATIVES              Develop a Serial Inebriate Program and support in coordination with City Prosecutors and the CJCC. Implement 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 and publish quarterly. Use statistics based on case management teams to review case loads and develop accountability in the management of cases. Create viable options, for funding and construction of a new court facility. Implement a CaseFlow Management process to streamline processing of criminal cases. 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. Implement an Administrative Order impacting Model Time Standards for all case types. Develop and implement a Strategic Plan for FY13 in cooperation with the Criminal Justice Coordinating Council and Justice 2030. Explore the feasibility of a Veterans Court in the Flagstaff Municipal Court. Annual Financial Plan Page 170 City of Flagstaff GENERAL ADMINISTRATION SECTION 65 FLAGSTAFF MUNICIPAL COURT PERFORMANCE MEASURES Municipal Court performance measures are based on the CourTools Trial Court Performance Measures developed by the National Center for State Courts. Ten core measures have been developed, the court is moving toward implementing all ten measures over the next several years. TIME TO DISPOSITION Council Priority: Community Facilities and Services Goal: Timely Adjudication of cases filed in the court. Objective: Meet or exceed case management standards and state average for limited jurisdiction courts. Type of Measure: Outcome Tool: Time to Disposition for all case types Frequency: Annual Scoring: Excluding warrant time: Green – 90%+ in 90 days, Yellow – 80% to 89% in 90 days, Red – Less than 80% in 90 days. Current Score: Green Trend:  CY 11 CY 12 CY 13 CY 14 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 = 48%) 57% 62% 53% 57% 57% 62% 57% 62% Cases completed in 31 -60 days (CY11 state average = 23%) 25% 27% 27% 29% 25% 27% 25% 27% Cases completed in 61 - 90 days (CY11 state average = 10%) 7% 7% 8% 9% 7% 7% 7% 7% Cases completed in 91 - 120 days (CY11 state average = 8%) 3% 4% 3% 4% 3% 4% 3% 4% Cases completed 121+ days (CY11 state average = 11%) 8% 0% 9% 1% 8% 0% 8% 0% 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. Cases (Open vs. Closed) Flagstaff Municipal OPEN (24%) CLOSED (76%) Total number of cases: 12,824 Annual Financial Plan Page 171 City of Flagstaff GENERAL ADMINISTRATION SECTION 65 FLAGSTAFF MUNICIPAL COURT CLOSED CASES Council Priority: Community Facilities and Services 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 2012 Frequency: Annual Scoring: Green - Above Statewide Average, Yellow – Matches Statewide Average, Red – Below Statewide Average. Current Score: Green Trend:  The Flagstaff Municipal Court exceeded the statewide average for Limited Jurisdiction Courts by 7%. Cases (Open vs. Closed) Statewide OPEN (31%) Last year we exceeded the statewide average for Limited Jurisdiction Courts by 6% CLOSED (69%) CLEARANCE RATE Council Priority: Community Facilities and Services Total number of cases: 756,075 Goal: Timely adjudication of cases filed in the court. Objective: Meet or exceed case management standards and state average for limited jurisdiction courts. Type of Measure: Outcome Tool: Clearance Rate for all case types Frequency: Annual Scoring: Green – 95%+, Yellow – 80% to 94%, Red – Below 80% . Current Score: Green Trend:  CY 10 CY 11 CY 12 CY 13 CY 14 Actual Actual Actual Estimate Proposed Measures: Clearance Rate 102.71% 111.27% 112.77% 100.00% 100.00% Annual Financial Plan Page 172 City of Flagstaff GENERAL ADMINISTRATION SECTION 65 FLAGSTAFF MUNICIPAL COURT Clearance Rate 2006-2012 140.00 130.00 120.00 110.00 100.00 90.00 2012-10 2012-07 2012-04 2012-01 2011-10 2011-07 2011-04 2011-01 2010-10 2010-07 2010-04 2010-01 2009-10 2009-07 2009-04 2009-01 2008-10 2008-07 2008-04 2008-01 2007-10 2007-07 2007-04 2007-01 2006-10 2006-07 2006-04 70.00 2006-01 80.00 RECEIPTS Council Priority: Effective Governance 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 11 CY 12 CY 13 Measures: Actual Actual Estimate Amount of city general funds receipted $871,776 $872,671 $873,000 Amount of surcharges/state funds receipted $1,639,188 $1,613,810 $1,600,000 Amount of other local funds receipted $689,374 $512,720 $550,000 Total amount of fines/fees receipted $3,200,338 $2,999,203 $3,023,000 Amount of restitution paid $36,327 $34,858 $38,000 Amount of bonds posted $711,309 $836,143 $850,000 Total amount of pass-through funds $747,636 $871,001 $888,000 Total all financial transactions $3,947,974 $3,870,204 $3,911,000 Annual Financial Plan Page 173 City of Flagstaff CY 14 Proposed $875,000 $1,700,000 $600,000 $3,175,000 $40,000 $850,000 $890,000 $4,065,000 GENERAL ADMINISTRATION SECTION 65 FLAGSTAFF MUNICIPAL COURT ACCESS AND FAIRNESS Council Priority: Community Facilities and Services Goal: To have the public perceive the court to be fair and accessible when they come to do business there. Objective: To have a majority of clients agree that the court treated them fairly and was accessible to them. Type of Measure: Outcome Tool: Survey of Access and Fairness of the Court Frequency: Annual Scoring: Green – 70% or more agree or strongly agree, Yellow - 50% to 69% agree or strongly agree, Red – less than 50% agree or strongly agree. Current Score: Green Trend: ↓ Measures: Those that Agree or Strongly Agree That: ACCESS Finding the courthouse was easy. The forms I needed were clear and easy to understand. I felt safe in the courthouse. The court makes reasonable efforts to remove physical and language barriers to service. I was able to get my business done in a reasonable amount of time. Court staff paid attention to my needs. I was treated with courtesy and respect. I easily found the courtroom or office I needed. The court’s website was useful. The court’s hours of operation made it easy for me to do my business. CY 11 Actual CY 12 Actual CY 13 Estimated CY 14 Proposed 87% 93% 92% 89% 83% 87% 87% 90% 85% 87% 90% 85% 95% 85% 90% 90% 86% 87% 94% 94% 88% 81% 81% 89% 93% 52% 85% 85% 90% 94% 75% 85% 85% 90% 94% 75% 90% 73% 80% 80% 87% 75% 85% 85% 85% 73% 85% 85% 91% 77% 85% 85% 95% 94% 83% 78% 90% 90% 90% 90% 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 Page 174 City of Flagstaff GENERAL ADMINISTRATION SECTION: SECTION 65 FLAGSTAFF MUNICIPAL COURT 65-CITY COURT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2011-2012 $ 1,943,255 682,369 62,447 $ 2,688,071 Adopted Budget 2012-2013 $ 1,841,372 678,401 59,538 $ 2,579,311 Estimated Expenditures 2012-2013 $ 1,801,130 689,475 55,130 $ 2,545,735 Proposed Budget 2013-2014 $ 1,844,671 741,827 60,880 $ 2,647,378 Budget-Budget Variance $ 3,299 63,426 1,342 $ 68,067 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COURT SERVICES RECORDS MANAGEMENT COURT ENFORCEMENT WARRANT DIVISION COURT OPERATIONS JUDICIAL SERVICES TOTAL $ 561,676 759,954 156,002 211,948 371,432 166,133 460,926 2,688,071 $ 427,489 822,147 159,175 226,207 326,730 186,435 431,128 2,579,311 $ 409,317 767,390 140,372 210,166 384,030 180,632 453,828 2,545,735 $ 604,648 646,584 120,629 237,055 357,847 197,970 482,645 2,647,378 $ $ 2,647,378 2,647,378 $ 177,159 (175,563) (38,546) 10,848 31,117 11,535 51,517 68,067 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The City Court operating budget increased by 3% and there are no capital expenditures (>$10,000). Personal Services increases are due to a market increase and increases in benefits and retirement payouts. In addition, Court's proposed reorganization reflects an increase of .17 FTE. A reallocation, moving from in-house security personnel to contractual personnel, was effected with an IGA for $95,099. In addition to the retirement mentioned above, one-time expenditures include: $20,000 for temporary staff; $36,000 for Integration Services; and $25,000 for potential warrant costs. Ongoing expenditures were approved for operational and maintenance needs. Annual Financial Plan Page 175 City of Flagstaff Annual Financial Plan Page 176 City of Flagstaff MANAGEMENT SERVICES DIVISION MISSION The mission of the Customer Service Section is to provide accurate and timely billing of City services; to provide excellent customer service to internal and external customers; to assist in all customer copy center needs; to collect on delinquent customer accounts; and to answer all incoming customer 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 the 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 Page 177 City of Flagstaff Annual Financial Plan MANAGEMENT SERVICES 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 Customer Service Manager Finance 13 1 Finance Director Accounting Budget Administration 1 Finance Manager 1 Finance Manager 2 Admin Spec .19 Library Specialist 1 Accountant 1 Admin Spec 2.75 Admin Asst 1 Billing Specialist .75 Collections Specialist Library 11/12 1 Library Director 1 Financial Systems Analyst Information Systems 1 Library IT Manager 1 Library IT Analyst 1 Network Administrator 1 Application Support Specialist II 2 Accountant 1 Accounts Specialist Public Services Outreach Services 1 Library Manager 1 Library Manager Copy Center Page 178 1 Admin Assistant Switchboard .25 Admin Asst Tax Licensing and Revenue 10 1 Tax Licensing Rev Manager 1 Auditor II 1.25 Collections Specialist 1 Admin Specialist 1 Admin Assistant Meter Reading 6 1 Meter Technician Supervisor City of Flagstaff 1 Meter Tech II 3 Meter Technician 1 Account Clerk Grants Payroll 1 Grants Manager 1 Payroll Manager 1 Grants Specialist 1 Payroll Assistant Circulation Adult Services East Flag County Bookmobile 1 Library Supervisor 1 Library Asst I 3.88 Library Clerk I 2 Library Page 1.305 Library Clerk I Temp 1 Library Page Temp 2 Librarian 2.75 Library Asst I 1.4 Library Asst I (Temp) 1 Library Supervisor 1 Library Specialist 2 Library Asst I 1 Library Clerk I (Temp) 1 Librarian .25 Library Asst I (Temp) Forest Lakes Grand Canyon Youth Services 1 Library Supervisor .875 Library Supervisor .375 Library Clerk I (Temp) 1 Library Supv 3 Library Asst I 1.35 Library Asst I (Temp) Tuba City County Correctional Facility 1 Library Supervisor 1 Library Asst I .50 Library Clerk I (Temp) 1.25 Library Specialist Collection Management Services 1 Library Manager Processing/Acquisitions Cataloging 1 Library Supervisor 1.75 Library Asst I 1.88 Library Clerk I 1 Library Cataloging Asst 1.625 Library Asst I MANAGEMENT SERVICES SECTION 06 CUSTOMER SERVICE MISSION The mission of the Customer Service Section is to provide accurate and timely billing of City services; to provide excellent customer service to internal and external customers; to assist in all customer copy center needs; to collect on delinquent customer accounts; and to answer all incoming customer calls. PROGRAM DESCRIPTION Customer Service is responsible for five distinct areas: meter services, billing, collections, copy center, and customer service. Meter services activities include: meter reading, utility account service orders, and meter change-outs and repairs. Billing includes: utility and miscellaneous billings. Collections includes collections on all delinquent accounts within the City, excluding sales tax and court collections. Copy center activities include: copying, printing, scanning, and mail processing. Customer service activities include: switchboard and customer service phones and cashiering. FY 13 ACCOMPLISHMENTS            Implemented the new water and sewer rates effective January 1, 2013. Implemented the new solid waste rates effective November 1, 2012. Added over 800 new radio read devices into the meter system. Identified, diagnosed, and repaired more than 600 failed electronic receiver/transmitters (ERTs) throughout the City. Collected $1,400,000 from delinquent miscellaneous revenue accounts. Collected on approximately 2,800 library delinquent accounts totaling over $145,000 In library material fines. Billed monthly through the miscellaneous receivables program an average of 630 accounts for $9,250,000 Managed over 500 community restitution workers with over 11,000 hours of service in calendar year 2012. Implemented cashiering stations with credit card capabilities at the Landfill, Public Works yard, and the Community Development counter. Reorganized the Customer Service section to consolidate City billing operations. Instituted a Customer Service rotation to cross train staff in multiple areas of operations. FY 14 NEW INITIATIVES AND GOALS         Restructure the utility billing cycles to improve efficiency in meter reading, billing, and customer service. Implement the new Innoprise billing system. Implement the new Innoprise cash receipts system. Implement the new Innoprise online payments system. Continue to promote paperless alternatives to customers, including: paperless billing, online payments, and automatic bank drafting. Continue to install radio read meters to bring the City to 100% electronic reads. Investigate replacement meter reading systems and complete a long term meter replacement strategic plan. Solicit, evaluate, and procure a replacement for the Lanier workhorse copier in the copy center. Annual Financial Plan Page 179 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: 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 increased in CY12 due to a change in process. CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Annual write off of customer accounts, excluding $41,508 $97,198.35 $50,000 $50,000 bankruptcies Write offs as a percentage of total billed 0.16% 0.33% 0.15% 0.15% 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 –  Meeting expectations, Billing – ↔ Meeting expectations. CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Percent of estimated meter reads 5.60% 4.40% 3.00% 2.50% Number of bills sent out within 34 days of prior 36 36 36 36 bill (36 total) Annual Financial Plan Page 180 City of Flagstaff MANAGEMENT SERVICES SECTION: SECTION 06 CUSTOMER SERVICE 06-CUSTOMER SERVICE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2011-2012 $ 443,199 261,854 23,234 $ 728,287 Adopted Budget 2012-2013 $ 489,442 292,270 29,600 $ 811,312 Estimated Expenditures 2012-2013 $ 498,073 281,250 34,650 $ 813,973 Proposed Budget 2013-2014 $ 590,727 291,170 30,700 $ 912,597 Budget-Budget Variance $ 101,285 (1,100) 1,100 $ 101,285 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION FIELD READING COLLECTION MAIL ROOM CUSTOMER SERVICE TOTAL $ 145,631 128,713 95,690 9,959 348,294 728,287 $ 228,178 179,339 90,354 10,900 302,541 811,312 $ 233,648 163,568 100,557 10,550 305,650 813,973 $ 234,991 177,923 98,014 10,900 390,769 912,597 $ 6,813 (1,416) 7,660 88,228 101,285 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 138,063 5,408 1,020 507 562,735 23,134 13,644 168,086 912,597 COMMENTARY: The Customer Service operating budget has increased 12% and there are no capital expenditures. Personal Services increases are due to relocation of staff between Customer Services and Sales Tax sections as well as market and benefit increases. Contractuals decreases are due to decreases in the amount of credit card processing fees and Commodities increases are due to increases in fuel and small tools. There is no major capital (<$10,000) for this section. Annual Financial Plan Page 181 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 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 13 ACCOMPLISHMENTS      The Purchasing Section was awarded the Achievement of Excellence in Procurement (AEP) award by the National Purchasing Institute (NPI). Below, is information with regard to the award from the AEP Committee. In 1995, the NPI established a program designed to recognize organizational excellence in public procurement. The AEP award 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 AEP award is sponsored by the NPI, the California Association of Public Procurement Officers (CAPPO), the Florida Association of Public Procurement Officers (FAPPO), the Institute for Supply Chain 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 Purchasing Section negotiated with various vendors selected for contract awards through a Request for Proposals and Request for Statements of Qualifications that resulted in a little more than $125,000 in cost savings/cost avoidance. The Warehouse has brought in $18,988 in revenues through two (2) public auctions conducted the first half of FY 2013 for the sale of surplus property. The Purchasing Section put together a task force committee, comprised of local Flagstaff Contractors, to obtain input/feedback and collectively improve on other qualification based evaluation criteria in addition to “Value Added Knowledge and Experience” as outlined in our Request for Statements of Qualifications. This improved qualifications based evaluation criteria will potentially allow local Flagstaff Contractors an opportunity to be scored higher by the evaluation committee and potentially be awarded more contracts for construction related projects. The Purchasing Section 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 opportunities to either sell the inventory item back to the vendor(s) for either cash or a merchandise credit. The Purchasing Section, through a Request for Statements of Qualifications, established and administered “On-call” contracts with several Engineering related firms for the Utilities Division. These “On-call” contracts will allow the Utilities Division to obtain Engineering services, when needed, in a more expedient manner and provide for a more compressed schedule to complete projects in a more timely manner. Annual Financial Plan Page 182 City of Flagstaff MANAGEMENT SERVICES SECTION 09 PURCHASING FY 14 NEW INITIATIVES AND GOALS Continue to meet or exceed all of the evaluation criteria to be awarded the Achievement of Excellence in Procurement (AEP) award by the National Purchasing Institute (NPI).  Continue 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 for goods and services.  Continue to work on and complete the centralization of all City-wide contracts (leases, term contracts, development agreements and IGAs) into our contract management software system to more efficiently and effectively monitor and manage these contracts.  Develop and implement a policy as to when to conduct our own competitive solicitations for the purchase of goods and services OR utilize an existing cooperative purchase agreement as a result of a solicitation process and contract award by another public sector agency.  Research and Implement competitive bid processes, where Bidders submit their respective bids electronically (“on-line”). __________________________________________________________________________________________  PERFORMANCE MEASURES Council Priority: Effective Governance 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Overall rating of meets or exceeds expectations 92% 85% 90% 92% Council Priority: Effective Governance Goal: Provide local vendor educational forums on the City’s procurement process and track satisfaction of those vendors who attend. Objective: To provide educational opportunities for our vendor community regarding the City’s procurement process. Type of Measure: Program Effectiveness Tool: External vendor survey Frequency: Quarterly Scoring: Quarterly- Progressing (Average), Semi-annual-Caution(Warning),One (1) time per yr. - Need to Review Trend:  CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Overall rating of meets or exceeds expectations N/A Quarterly Quarterly Quarterly Annual Financial Plan Page 183 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Total cost savings and/or cost avoidance $60,000 $90,000 $100,000+ $110,000 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Percentage of total purchase transactions utilizing 15% 15%+ 15%+ 20% 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. – 36 hrs. - Caution (Warning), More than 36 hrs. - Need to Review Trend:  CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Length of time it takes to process a purchase Within 24 Within 24 Within 24 Within 24 order once a requisition has been approved. hrs. hrs. hrs. hrs. Annual Financial Plan Page 184 City of Flagstaff MANAGEMENT SERVICES SECTION: SECTION 09 PURCHASING 09-PURCHASING EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2011-2012 $ 603,184 29,969 11,541 $ 644,694 Adopted Budget 2012-2013 $ 694,775 34,636 6,877 $ 736,288 Estimated Expenditures 2012-2013 $ 637,329 34,406 6,677 $ 678,412 Proposed Budget 2013-2014 $ 734,545 38,236 6,877 $ 779,658 Budget-Budget Variance $ 39,770 3,600 $ 43,370 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PURCHASING WAREHOUSE TOTAL $ 175,761 387,087 81,846 644,694 $ 240,194 411,719 84,375 736,288 $ 239,794 354,273 84,345 678,412 $ 276,320 416,117 87,221 779,658 $ 36,126 4,398 2,846 43,370 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 422,934 25,269 31,721 25,741 166,587 24,025 34,167 49,214 779,658 COMMENTARY: The Management Services operating budget has increased 6% with no capital expenditures. Personal Services increase is due to market increases and increase in benefits as well as one-time funds for temporary staffing. Contractual increases are due to increases for travel and training. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 185 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. Staff also manages the City’s investment portfolio. FY 13 ACCOMPLISHMENTS         Process approximately 40,000 city sales tax returns for FY13. This is an increase of 3.3% over FY12. Issued approximately 1,050 sales tax and business licenses in FY13. Performed approximately 50 sales tax audits and reviews that generated over $400,000 in additional revenue. Collected over 3,900 delinquent sales tax returns totaling $1.2 million. Completed the contract with the 3rd party contract auditor. Tested and installed upgrade 3.3 to the sales tax system. Completed training manuals for the new sales tax system. Redesigned and implemented a simplified license application process. FY 14 NEW INITIATIVES AND GOALS    Implement the online filing module of the sales tax system. Develop paperless procedures for all sales tax related documents. Test and install upgrade 3.4 of the sales tax system. Annual Financial Plan Page 186 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: >90%, Very Good, 70%-90%, Adequate, <70%, Underperforming 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Output-The number of people attending the 45 45 50 60 seminars Outcome- At least 90% of attendees found the 98% 92% 90% 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 the designated % of total revenue. Type of Measure: Program Outcome Tool: Evaluate the amount of write-offs taken to council each year Frequency: Annually Scoring: Sales Tax: <.30% Very Good, .30% to .50%, Adequate, >.50%, Underperforming Miscellaneous Receivables: <.70%, Very Good, .70% to 1.00%, Adequate, >1.00%, Underperforming Trend:  The amounts written-off remain well under the goal of 0.50% of revenues. CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Outcome-Sales tax write-offs as a percentage of 0.35% 0.34% 0.42% 0.4% revenue Outcome-Miscellaneous receivables write-offs as 0.62% 0.55% 0.7% 0.7% a percentage of revenue Annual Financial Plan Page 187 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 managed investments that exceeds the designated benchmark rate. Type of Measure: Program Outcome Tool: Compare rate of return on managed investments outside to the rate of return of the designated benchmark. Frequency: Annually Scoring: Spread between City rate of return and designated benchmark. >.25% Very Good, .1% to .25%, Adequate, <.1% Underperforming Trend:  Although returns are projected to decline due to historically low rates, investment returns are expected to remain above the designated benchmark. CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Rate of return on investments outside LGIP N/A 1.31% 0.60% 0.60% Benchmark annual rate of return N/A 0.98% 0.50% 0.50% Spread between City and benchmark returns N/A 0.33% 0.10% 0.10% 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: # of completed audits per year >50, Very Good, 30-49, Adequate, <30, underperforming. Trend:  Audit assessments are expected to increase over the next few years. The FY13 estimates include a $35,000 portion for contract audit services that will be removed in FY14. FY 11 FY 12 FY 13 FY 14 Measures: Actual Actual Estimated Proposed Audit assessments for the fiscal year $142,707 $276,294 $400,000 $350,000 Audit program expenses $78,487 $83,000 $140,000 $105,000 Number of audits and reviews performed 20 20 50 50 Annual Financial Plan Page 188 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 2011-2012 $ 505,238 30,824 34,133 $ 570,195 Adopted Budget 2012-2013 $ 574,926 50,419 15,700 $ 641,045 Estimated Expenditures 2012-2013 $ 559,159 51,150 13,456 $ 623,765 Proposed Budget 2013-2014 $ 449,166 45,419 15,700 $ 510,285 Budget-Budget Variance $ (125,760) (5,000) $ (130,760) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION AUDIT COLLECTIONS LICENSING AND CLERICAL ACCOUNTS RECEIVABLE TOTAL $ 197,443 134,446 122,815 96,760 18,731 570,195 $ 301,720 65,024 122,783 96,467 55,051 641,045 $ 215,083 148,018 117,914 96,823 45,927 623,765 $ 166,860 162,767 75,866 103,892 900 510,285 $ (134,860) 97,743 (46,917) 7,425 (54,151) (130,760) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 204,657 22,564 202,211 37,606 5,641 37,606 510,285 COMMENTARY: The Sales Tax operating budget has decreased 20% with no capital expenditures. Personal Services decreases are temporary personnel in FY 2013 for Innoprise software implementation and relocation of staff between Customer Service and Sales Tax sections and offset slightly by market and benefit increases. Contractuals decreases are due to decreases in postage. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 189 City of Flagstaff MANAGEMENT SERVICES 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 13 ACCOMPLISHMENTS Flagstaff City-Coconino County Public Library & East Flagstaff Community Library  Increased internet speed from 15 to 25 Mbps.  Added e-reader devices to be used in-house as learning tools.  Added Brain Box literacy programming.  Added adult & young adult English as a Second Language (ESL) student collection.  Expanded Web Services functionality, this allowed the libraries to have a common catalog interface and use applications like BookMyne (for accessing library catalog with handheld devices).  Tech Services prepared for the implementation of the new RDA cataloging rules (this will involve a change in thinking and some changes in the way we work.  Provided laptops to be checked out at the Main Library for in-house use.  Provided professional development opportunities for library staff in various departments.  Collaborated with Recreation on programming and outreach.  Researched ADA compliancy opportunities for Flagstaff’s Main Library.  Flagstaff served as the Job Help Hub on a Federal Stimulus grant; coordinated public workshops and one on one work sessions.  Increased after school programming at East Flagstaff Community Library.  Initiated on-shelf holds for patrons and staff training for pulling and processing items. This enables patrons to put holds on items that are on the shelves at both Flagstaff libraries.  Instituted SMS messaging program that will text patrons to inform them of available holds and overdue items.  Remodeled Youth Services area at Main Library.  Increased number of PALSmobile stops (Preschoolers Acquiring Literacy Skills), supporting outreach to more youth.  Increased visibility through an online presence, specifically through social media. o In FY12 the Library had 389 Likes (fans). As of Dec of this fiscal year we have 909 Likes. o 907 library visitors shared their library location using their mobile devices. o As of Dec of this fiscal year, staff made over 184 posts to our Facebook page.  Added a collection of historic powwow programs to the Arizona Memory Project as a result of an LSTA grant.  Increased the number of public trainings, computer tutoring sessions, job training, & career development opportunities.  Replaced public computers at Main & East Branch Libraries.  Initiated Lego Club at Main Library. Annual Financial Plan Page 190 City of Flagstaff MANAGEMENT SERVICES SECTION 11/12 LIBRARY SERVICES FY 13 ACCOMPLISHMENTS Coconino County Library District  Added access to downloadable e-books and audiobooks.  Added E-Resource Central, a Cloud application that lets patrons download resources in one click.  Received Federal Stimulus grant for job help. Grant provided hardware, software, and training; including Virtual Workforce Workstations, a mobile laptop training lab, & instructor.  Fostered relationships and collaborated with the new principal at the BIE school in Supai.  Installed self-check stations – Sedona Public Library  Converted anti-theft security system to RFID (Radio Frequency Identification) – Sedona Public Library  Coordinated Fifteenth Annual Craft Fair – Forest Lakes Community Library  Started a regular exercise program – Forest Lakes Community Library  Collaborated with Park Service to construct an outdoor reading area – Grand Canyon Community Library  Added ‘Reality Check’ to the Library's partnering programs with the high school. – Fredonia Public Library  Improved resources by updating the adult non-fiction collection – Page Public Library  Increased adult programming & author visits – Page Public Library  Expanded outreach to local Senior Centers – Tuba City Public Library  Partnered with Coconino Community College to offer GED classes – Tuba City Public Library  Created a local, historic photography collection – Williams Public Library  Expanded service (thirty-four new stops) and surpassed records for bookmobile circulation (over 900 items in a month). – County Bookmobile  Expanded bookmobile enrichment series at Emeritus and Ponderosa Pines Assisted Living Centers (performers since July 2012 have included the Arizona Deseret Choir, guitarist Craig Yarbrough, the Ponderosa Players (flutists), the Canyon Dance Movement Company, the Jones Benally Family (Navajo dancers), the Children's Chorale of Flagstaff that performed a Christmas concert (with nearly 30 members), and singer/guitarist Tony Norris). – County Bookmobile  Established a new all-day stop at the Leupp Chapter House to better serve the Navajo community. Over 50 patrons in a day visit this stop. – County Bookmobile  Coordinated countywide training efforts on job help for public. Trained staff on public job help, resumes, & career development opportunities.  Accomplished database migrations for several County libraries.  Completed the countywide shared catalog. FY 14 NEW INITIATIVES AND GOALS Flagstaff City-Coconino County Public Library & East Flagstaff Community Library  Increase internet speed from 25 to 35 Mbps.  Continue to be a focal point of the community.  Implement e-commerce for the library - would allow users to pay library fines online.  Expand software texting program to include courtesy email notifications.  Coordinate a process for e-reader devices to be checked out and circulated among the community.  Introduce non-fiction based youth programming to support the latest common core educational guidelines.  Incorporate technology literacy components into programming.  Provide bi-monthly unique programming options for adults, including author visits and expert demonstrations and lectures that reflect the issues that most affect our community.  Improve beginning reader & youth non-fiction collection.  Offer literacy workshops for teachers – PALSmobile.  Plan for ADA compliancy at Main Library.  Develop new strategic plans for Flagstaff Libraries.  Replace staff computers at Main & Branch. Annual Financial Plan Page 191 City of Flagstaff MANAGEMENT SERVICES SECTION 11/12 LIBRARY SERVICES FY 14 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.  Replace carpet at Grand Canyon Community Library.  Purchase furniture for the new patio at the Grand Canyon Community Library.  Train Fredonia elementary school teachers on library databases and resources.  Work with CCC, NAU, and Fredonia High School to offer live college classes at the Fredonia Public Library.  Add a reservation system for the public computers – Fredonia Public Library  Remodel to add an IT office – Page Public Library  Purchase new vehicle – Page Public Library  Increase materials & services to the outreach library at the Community Center – Page Public Library  Purchase and install self-checkout – Williams Public Library  Finalize steps necessary to become part of the Arizona Memory Project – Williams Public Library  Explore new programming ideas to target senior citizens – Williams Public Library  Replace public computers – Williams Public Library  Replace eighteen patron computers – Sedona Public Library  Change from analog phone system to VOIP (Voice Over Internet Protocol) phone system – Sedona PL  Offer computer workshops at the Leupp Chapter House via the Bookmobile.  Enhance and expand patronage and circulation – County Bookmobile  Expand the Assisted Living performance series. Find more local arts performances to be part of the Bookmobile programming.  Investigate various grant organizations to fund future projects. – County Bookmobile  Implement countywide training workshops for job seekers.  Train countywide staff for the next ILS (Integrated Library Systems) upgrade.  Collaborate with Supai Elders, teachers, and community.  Support early literacy in Supai. PERFORMANCE MEASURES Council Priority: Community Facilities & Services; Natural & Cultural Resources & the Environment; Community Character & Design Goal: Provide positive, diverse opportunities for educational, cultural, arts, and leisure activities and programs in an equitable manner. 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: 96% Trend:  CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimate Proposed Customer satisfaction with programs offered at the Library 97% 96% 97% 98% Number of programs offered 1,111 1,147 1,170 1,182 Number of participants in programs 28,786 28,602 28,888 29,177 Annual Financial Plan Page 192 City of Flagstaff MANAGEMENT SERVICES SECTION 11/12 LIBRARY SERVICES Council Priority: Community Facilities & Services, Community Character & Design; Natural & Cultural Resources & the Environment 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: 97% Trend:  CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimate Proposed Customers pleased with their Library experience 97% 97% 98% 98% Council Priority: Community Facilities & Services; Natural & Cultural Resources & the Environment; Community Character & Design Goal: Continue to be a focal point of the community. 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: 98% Trend: CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimate Proposed Customers believe that having access to the library and 97% 99% 99% 99% library resources enhances their quality of life Number of items circulated/checked out by patrons 1,192,255 1,220,624 1,238,933 1,251,322 Council Priority: Maintain Infrastructure; Industry & Employment; Effective Governance Goal: Maintain and deliver a quality, reliable technological information infrastructure and electronic resources Objective: Address the digital divide by providing computers for use by the public, internet and wireless access, customer training and assistance, electronic databases, and electronic formats (downloadable digital and audiobooks), including customer access from home saving fuel and time. Type of Measure: Output Tool: Circulation, Youth Services, and Reference Statistical Records Frequency: Daily, Weekly, Quarterly, Annually (ongoing) Scoring: 98% Trend: CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimate Proposed Computer Usage: all public computers, Early Literacy Stations use, & wireless internet users 253,103 258,733 262,614 265,240 Hits to the Library website E-materials: electronic format checkouts & database use 195,132 6,211 281,357 12,980 285,577 13,175 288,433 13,307 Annual Financial Plan Page 193 City of Flagstaff MANAGEMENT SERVICES SECTION: SECTION 11/12 LIBRARY SERVICES 11-LIBRARY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2011-2012 $ 2,488,546 451,249 546,958 23,266 $ 3,510,019 Adopted Budget 2012-2013 $ 2,478,392 488,116 836,966 $ 3,803,474 Estimated Expenditures 2012-2013 $ 2,500,907 496,210 565,395 13,668 $ 3,576,180 Proposed Budget 2013-2014 $ 2,609,247 482,336 830,746 59,195 $ 3,981,524 Budget-Budget Variance $ 130,855 (5,780) (6,220) 59,195 $ 178,050 $ $ $ $ $ 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 $ 443,091 769,402 1,370,865 67,326 75,182 75,949 174,900 5,448 419,093 1,447 89,193 18,123 3,510,019 $ 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 $ 515,447 749,947 1,264,400 77,607 83,890 89,909 218,702 15,500 441,850 1,450 100,448 17,030 3,576,180 $ 527,749 769,545 1,618,463 84,670 99,308 96,768 227,176 15,500 400,773 1,450 120,622 19,500 3,981,524 $ $ 3,981,524 3,981,524 $ 68,817 19,341 33,376 7,063 15,418 6,859 8,474 (1,472) 20,174 178,050 SOURCE OF FUNDING: LIBRARY FUND COMMENTARY: The Library operating fund has increased by 3%. Personal Services witness an increase of 5% for market increases and employee reclasses. Contractual had a slight decrease of 1%. Commodities decrease of 1% is related to a decrease in circulated materials. The capital for this section is related to set-asides for future fleet replacements and renovations related to ADA guidelines. Annual Financial Plan Page 194 City of Flagstaff MANAGEMENT SERVICES SECTION: SECTION 11/12 LIBRARY SERVICES 12-LIBRARY GRANTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2011-2012 $ 143,195 943,088 213,485 $ 1,299,768 Adopted Budget 2012-2013 $ 143,652 2,936,691 218,900 $ 3,299,243 Estimated Expenditures 2012-2013 $ 143,652 1,018,092 313,796 $ 1,475,540 Proposed Budget 2013-2014 $ 149,674 2,586,691 191,500 $ 2,927,865 Budget-Budget Variance $ 6,022 (350,000) (27,400) $ (371,378) $ $ $ $ $ EXPENDITURES BY PROGRAM: SURGE OF TECHNOLOGY GRANT BTOP II GRANT G11 - 01 LIBRARY COUNTY WIDE PROJECTS FLAG AZ: LOOK BACK GRANT STATE GRANT IN AID 2013 STATE GRANT IN AID 2014 STATE GRANT IN AID 2012 YOUTH SERVICES GRANT SPECIAL SERVICES GRANT PROM QUALITY ELECTRONIC TOTAL $ 36,866 10,681 1,167,946 6,337 25,000 22,497 13,924 16,517 1,299,768 $ 3,246,843 25,000 27,400 3,299,243 $ 4,912 15,456 1,396,843 5,917 25,000 12 27,400 1,475,540 $ 2,902,865 25,000 2,927,865 $ $ 2,927,865 2,927,865 $ (343,978) (25,000) 25,000 (27,400) (371,378) SOURCE OF FUNDING: LIBRARY FUND COMMENTARY: Library grants are, in nature, one time revenues and expenditures as grant funding opportunities arise. Also, included are other items for county wide projects, that are also one time in nature. Annual Financial Plan Page 195 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 13 ACCOMPLISHMENTS               Received the Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award for Fiscal Year (FY) 2013 for the 19th consecutive year. Received the GFOA Certificate of Achievement for Excellence in Financial Reporting for FY 2010 for the 17th consecutive year. Completed Fiscal Year 2012 financial audit with only one finding. Submitted the Airport Capital Improvement 5-Year Plan for 2014-2018 for $16.3M to FAA and ADOT Completed the Schultz Flooding-Inner Basin Pipeline Reconstruction Project with FEMA/ADEM Purchased a new Grant Management software package Awarded an Economic Development Administration grant for a Business Accelerator and Alternate Emergency Operations Center Applied for and awarded a new 3-year Transportation Security Administration, Law Enforcement Officer Reimbursement Agreement Successfully completed a compliance monitoring with the Department of Justice on the two COPS Hiring grants. Began implementation of the November 2012 approved $10M bond to support the Flagstaff Watershed Protection Project Began implementation of the new Innoprise Software system including creation of new chart of accounts. Implemented a new on-line payroll check viewing service for employees. Began process for improving the budget process through the Straightening the Pipes initiative. Enhanced the Payroll website. FY 14 NEW INITIATIVES AND GOALS o o o o o o o o Complete the implementation of the new Innoprise Financials application. Begin implementation of Innoprise systems for Payroll, Work Orders/Fleet, Capital Assets, and Utility Billing/Miscellaneous Receivables. Implement changes to the budget process as part of the Straightening the Pipes initiative. Complete the FY 2014 budget on the new financial software. Begin full implementation of the GrantNavigator Software Program Successfully complete the Schultz Flooding FEMA/ADEM Audit Closeout all American Recovery & Reinvestment Act (ARRA) funded grant awards Apply and receive an award for the AZ State Parks, Growing Smarter State Trust Land Acquisition for the Observatory Mesa Project. Annual Financial Plan Page 196 City of Flagstaff MANAGEMENT SERVICES SECTION 13 FINANCE/BUDGET PERFORMANCE MEASURES Council Priority: 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed GFOA Certificate of Achievement 100% 100% 100% 100% GFOA Distinguished Budget Presentation Award 100% 100% 100% 100% Council Priority: 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 11 FY 12 FY 13 FY 14 Measures: Actual Actual Estimated Proposed Projected Grant Budgeted Revenue $22,112,969 $28,958,385 $29,776,120 $25,000,000 Actual Grant Revenue Received $6,026,704 $7,047,512 $8,000,000 $8,000,000 Grant Amounts Awarded During the Fiscal Year $8,634,360 $7,509,846 $12,000,000 $8,000,000 Council Priority: 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 11 FY 12 Measures: Actual Actual Grants Applications Submitted 66 47 Grants Awarded 60 (67%) 32 (68%) Active Grants Worked During Fiscal Year 185 178 Annual Financial Plan Page 197 FY 13 Estimated 28 to date, est 42 23 to date, est 32 (75%) 166 to date, est 175 FY 14 Proposed 45 35 175 City of Flagstaff MANAGEMENT SERVICES SECTION 13 FINANCE/BUDGET Council Priority: 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 11 CY 12 CY 13 Measures: Actual Actual Estimated Vendors paid by EFT 151 175 225 Number of Payments Made by EFT 1,301 1,527 1,800 Percent of Total Payments 18% 21% 25% CY 14 Proposed 275 2,000 28% Council Priority: 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 11 Actual 0 0 0 Page 198 CY 12 Actual 1 0 1 CY 13 Estimated 0 0 0 CY 14 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 TOTAL Actual Expenditures 2011-2012 $ 866,028 24,878 16,192 $ 907,098 Adopted Budget 2012-2013 $ 868,025 50,574 16,564 $ 935,163 Estimated Expenditures 2012-2013 $ 871,351 46,470 17,075 $ 934,896 Proposed Budget 2013-2014 $ 900,789 51,972 16,616 $ 969,377 Budget-Budget Variance $ 32,764 1,398 52 $ 34,214 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ACCOUNTING PAYROLL ACCTS PAYABLE / RECEIVABLE BUDGET GRANTS ADMINISTRATION TOTAL $ 112,706 342,382 141,684 126,903 5,086 178,337 907,098 $ 119,709 355,507 142,776 127,186 189,985 935,163 $ 115,887 357,043 144,987 128,243 188,736 934,896 $ 124,315 368,833 148,716 133,382 194,131 969,377 $ 4,606 13,326 5,940 6,196 4,146 34,214 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 620,742 63,168 33,418 23,014 91,178 6,766 40,700 90,391 969,377 COMMENTARY: The Finance and Budget operating budget has increased 4% with no capital expenditures. Personal Services increases are due to market increases as well as increases to retirement, workers compensation and health insurance costs. Contractual increases are due to increases in travel and training. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 199 City of Flagstaff Annual Financial Plan Page 200 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 Page 201 City of Flagstaff Annual Financial Plan COMMUNITY DEVELOPMENT Community Development 15 1 Division Director (CD) 1 Admin Specialist Planning and Development Services 16 1 Planning Director Engineering 17 1 City Engineer Housing 19 1 Housing Manager Flag Housing Authority 1 FHA Director Public Housing 1 Admin Specialist 1 Admin Specialist Current Planning Building Safety 1 Current Planning Manager 1 Building Official 1 Admin Specialist 1 FHA Manager Capital Improvements 03 1 Permanent Affordability Administrator 3 Housing Services Spec 1 Ross Grant Coordinator 3 Planning Development Manager 2 Bldg Plans Examiners 1 Development Svcs Supervisor 1 Inspection Supervisor 1 Capital Improvements Engineer 1 Housing Rehabilitation Specialist Section 8 Housing Page 202 6 Project Manager 1 Housing & Grants Admin 1 FHA Manager Inspection and Testing 1 Development Svcs Spec 5 Building Inspectors Comprehensive Planning and Code Administration FMPO 1 Comprehensive Planning and Code Administrator 1 Metro Planning Org Mgr 1 Construction Manager 2 Housing Services Spec 1 Administrative Specialist 1 Inspection Supervisor 1 Code Compliance Manager Finance 1 FHA Manager .5 Admin Specialist 3 Engineering Inspector 1 Code Compliance Officer II 1Code Compliance Officer I 1 Multi Modal Trans Planner 1 Finance Specialist 2 Materials Technician .50 Intern Transportation Engineering 05 1 Traffic Engineer 1 Comprehensive Planning Manager Maintenance 1 FHA Manager 1 Maintenance Coordinator 2 Project Manager City of Flagstaff 1 Associate Planner Development Engineering Flag Housing Corp 1 Assistant City Engineer 1 Maintenance Leadworker East Development 1 Engineering Specialist 3 Project Manager 1 Maintenance Leadworker 6 Maintenance Worker 1 Maintenance Worker (Temp) COMMUNITY DEVELOPMENT SECTION 03 CAPITAL IMPROVEMENTS MISSION The Capital Improvements Program provides 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. 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 13 ACCOMPLISHMENTS                 Facilitated City participation for ADOT’s I-17 & I-40 Corridor Design Concept Studies. 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. Coordinated internal review of proposed 5 year plans for each functional area within the City of Flagstaff and 5-year CIP up-date for 2014–2019. Continued delivery of 2010 Street/Utility Bond projects including completion of the Cherry Avenue, Dodge Avenue and Coconino/Elden/Humphreys projects and continued delivery of S. Beaver & S. Leroux, Rose Street and La Plaza Vieja projects. Continued Rio de Flag project coordination with Army Corps of Engineers including construction phase liaison for the Thorpe Road Bridge project. Completed project administration services for Skunk Canyon Drainage Improvements. Completed project administration services for Railroad Springs Reservoir #2. Completed project administration services for the West Street & Arrowhead Avenue Phase I Project. Completed project administration services for the Sixth Street & Arrowhead FUTS Connector Project (aka Sego Lily Trail). Assisted in obtaining EDA Grant for the Innovation Mesa Business Accelerator-Emergency Operations Center. Continued project management services for multiple FUTS projects. Coordination with ADOT on the Pine Knoll Safe Routes to School Project. Engineered design documents in progress toward construction for 11 capital projects valued at $8 M. Projects under design (status as of 1/07/13) include:  Rose St. 2010 Bond Project @ 20%  S. Beaver & S. Leroux 2010 Bond Project@ 100%  La Plaza Vieja 2010 Bond Project @ 95%  Hillside Water & Sewer Replacement @ 100%  Milton - Sitgreaves Ramp @ 100%  Butler Median Improvements Phase III @ 100%  FUTS - Hospital Rim @ 100%  FUTS - Florence – Walnut Underpass @ 30%  FUTS - Florence – Walnut Bridge @ 90%  FUTS - Rt. 66 to McMillan Mesa @ 30%  FUTS - Mall Realignment @ 60% Projects under construction (status as of 1/07/13) include 3 capital projects valued at $2.1 M :  Coconino/Elden/Humphreys 2010 Bond Projects (75% Complete)  Woodlands Village Blvd Medians (90% complete)  FUTS – Switzer Canyon Trail (80% complete) Annual Financial Plan Page 203 City of Flagstaff COMMUNITY DEVELOPMENT  SECTION 03 CAPITAL IMPROVEMENTS Construction projects completed and under warranty include 7 city projects valued at $8.3 M including:  Dodge Avenue 2010 Bond Project  Cherry Avenue 2010 Bond Project  Thorpe Road Bridge Project.  Railroad Springs Reservoir #2  Skunk Canyon Drainage Improvements  West Street & Arrowhead Avenue Phase I  Sixth Street & Arrowhead FUTS Connector FY 14 NEW INITIATIVES AND GOALS Regional Plan (2001) - Community Facilities and Services (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’s safety.  Provide project management for remaining 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.  Provide assistance and expertise to develop a strategic plan to ensure delivery of the Rio de Flag 100 year flood control project.  Continue coordination with USACE to ensure repair of the deficient Clay Avenue Detention Basin. Effective Governance  Maintain well trained and team-centered staff.  Track continuous improvement of internal processes to ensure timely delivery of projects while complying with all policy and legal requirements.  Enhance recurring communication with internal clients and stakeholders and provide regular comprehensive project reporting.  Continue to ensure an appropriate level of public involvement and accountability.  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. Capital Project Delivery The forecast for projects that the Capital Improvements Program expects to achieve major milestones encompasses 12 projects with a total City Value of $ 11.8 M and includes:  Rose St. 2010 Bond Project completed fall 2013  S. Beaver & S. Leroux 2010 Bond Project complete fall 2013  Butler Median Improvements Phase III completed fall 2013  FUTS – ATA Rt. 66 to McMillan Mesa - completed fall 2013  FUTS – Country Club Rt. 66 to Cortland - Design by summer 2013 (ADOT)  Milton- Sitgreaves Ramp completed fall 2013  West Street & Arrowhead Avenue Phase II Project completed fall 2013  San Francisco Alley and Walapai Alley utility replacement projects completed fall 2013  Hillside Water & Sewer Replacement Project completed summer 2013.  FUTS Hospital Rim project completed fall 2013  La Plaza Vieja 2010 Bond Project completed fall 2013  FUTS Mall Realignment completed fall 2013 Annual Financial Plan Page 204 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 03 CAPITAL IMPROVEMENTS PERFORMANCE MEASURES Council Priority: Effective Governance Goal: Fiscal responsibility Objective: Deliver Capital projects within approved budgets Type of Measure: Program Outcome Tool: Aggregated data from data base that tracks projects completed within 105% of approved budget. Frequency: Quarterly (using a 12-month moving trend) Scoring: Dashboard – Yellow (<90% & >80%) Trend:  CY 11 CY 12 CY 13 CY 14 Actual Actual Estimated Proposed Measures: Percentage of projects completed within 5% of authorized amount 87.5 % 84.6% 90% 90% Council Priority: Effective Governance Goal: Establish effective Work Program and maintain community trust 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 (>90%) Trend:  CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Percentage of projects completed within 3 months of accepted schedule 87.5 % 96.9% 90% 90% Annual Financial Plan Page 205 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 03 CAPITAL IMPROVEMENTS 03-CAPITAL IMPROVEMENTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2011-2012 $ 796,682 7,922 (1,036,913) $ (232,309) Adopted Budget 2012-2013 $ 763,725 18,092 (931,909) $ (150,092) Estimated Expenditures 2012-2013 $ 697,508 15,127 (910,444) $ (197,809) Proposed Budget 2013-2014 $ 836,999 18,092 (932,909) $ (77,818) Budget-Budget Variance $ 73,274 (1,000) $ 72,274 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PROJECT MANAGEMENT ADOT PROJECT COORDINATION UNPLANNED / UNPROGAMED WORK 5 YR CAPITAL PROGRAM DEVELOPMENT BOND ELECTION DEVELOPMENT TOTAL $ 13,590 (304,890) 12,668 3,991 41,948 384 (232,309) $ 28,183 (259,005) 15,502 65,228 (150,092) $ 24,153 (288,683) 15,732 10,000 40,989 (197,809) $ 30,183 (108,001) (77,818) $ $ (77,818) (77,818) $ 2,000 151,004 (15,502) (65,228) 72,274 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Capital Management operating budget has increased 48% and there are no capital expenditures. Personal Services increases are due to a market increase, increase in benefits and the budgeted retirement of 1.0 Project Manager. 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 Page 206 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 14 FLAGSTAFF MPO MISSION Innovative solutions and communications with the public define the FMPO as the leader for coordinating regional transportation and land use planning. Intellectual and professional integrity keep us there. PROGRAM DESCRIPTION The transportation vision for the region is created by the FMPO partners actively engaging our stakeholders and public. The FMPO, with our partners and stakeholders, aggressively advances its plans and projects to fulfill that vision. FY 13 ACCOMPLISHMENTS       Benefit-Cost Analysis Tool: Developed a template that permits staff to create a BCA for a variety of projects. 5-Year Transit Plan/Long Range Transit Plan – coordinated and cooperated with ADOT and NAIPTA on the development of these plans. Achieved strong integration with Regional Plan 2012 effort. Regional Plan 2012/Regional Transportation Plan update – conclude the regional plan draft effort and prepared for the update of the Regional Transportation Plan. FUTS Master Plan – seek formal adoption of a master plan to aid and direct acquisitions and system development Sidewalk Condition Inventory and Prioritization Program Bicycle Parking Inventory and Implementation Program FY 14 NEW INITIATIVES     Milton Road Intersections Analysis – perform micro-simulation modeling on a number of intersection capacity improvement concepts to explore feasibility and initiate strategy discussions for long-term improvements. Regional Transportation Plan Update – initiate the update to the federally-mandated RTP. Rely heavily on Regional Plan updates to policy and land use, and NAIPTA 5-year and Long Range Transit planning, and incorporate Benefit Cost Tool analyses developed in FY 13. Access Management Policy development – create policies related to medians, turn lanes, and intersection and driveway frequency for arterials and collectors to aid in corridor planning and design Regional Freight Strategy – coordinate with EcoNA, private industry, and shipping providers to establish a freight strategy for the region. Annual Financial Plan Page 207 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 14 FLAGSTAFF MPO PERFORMANCE MEASURES Council Priority: Repair, replace, maintain infrastructure / Regional Plan - Transportation 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  CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimate Proposed Percent of regional residents finding No cityscape 87% n/a n/a transportation system meets their needs survey somewhat well or very well. Executive Board accepts findings of annual 100% 100% n/a 100% Performance Report 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 for consideration) CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimate Proposed Percent of city and/or regional residents n/a 53 n/a n/a supporting proposal Annual Financial Plan Page 208 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 14 FLAGSTAFF MPO Council Priority: Regional Plan – Transportation Goal: Achieve increasing mode share for walk, bicycle, transit and carpool modes. Objective: Achieve a combined mode share of 65% 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 decline) Measures: Trip Diary Results (2006 = 42.9%) Transit trips per city capita (fiscal year results) Bike-to-work week registered commutes by bike CY 11 Actual n/a 17 3500 CY 12 Actual 49.8% 19 1700 CY 13 Estimate n/a 27 pending CY 14 Proposed n/a 29 pending Council Priority: Regional Plan – Transportation 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimate Proposed Root mean square error for roadway volumes 20/35 18/35 18/35 18/35 FMPO RMSE/Industry RMSE 35 Non-auto mode share accuracy (based on trip 65% 65% 70% 70% diary survey every 5 years) Annual Financial Plan Page 209 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 14 FLAGSTAFF MPO 14-FLAGSTAFF MPO EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2011-2012 $ 247,944 189,278 (20,352) $ 416,870 Adopted Budget 2012-2013 $ 246,066 178,150 (37,245) $ 386,971 Estimated Expenditures 2012-2013 $ 240,620 165,326 (37,904) $ 368,042 Proposed Budget 2013-2014 $ 271,198 430,307 (35,060) $ 666,445 Budget-Budget Variance $ 25,132 252,157 2,185 $ 279,474 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PUBLIC INFORMATION PROGRAM SHORT RANGE PLANNING PROGRAM TRANSPORTATION IMPROVEMENT PLAN SHORT RANGE DATA COLLECTION LONG RANGE TRANSIT PLAN LONG RANGE TRANSPORT PLAN LONG RANGE "OTHER" TRANSPORT TOTAL $ 127,967 2,218 119,558 5,656 69,442 16,385 65,374 10,270 416,870 $ 220,221 3,000 700 61,050 22,000 80,000 386,971 $ 212,704 3,000 1,288 61,050 30,000 60,000 368,042 $ 232,445 3,000 265,000 1,000 30,000 135,000 666,445 $ $ 666,445 666,445 $ 12,224 265,000 300 (31,050) (22,000) 55,000 279,474 SOURCE OF FUNDING: METROPOLITAN PLANNING FUND COMMENTARY: The MPO operating budget has increased 72% and there are no capital expenditures. Personal Services increases are due to a market increase and an increase in benefits. Contractual increases are due to additional studies to be conducted with STP funds. Commodities decrease is due to a decrease in photo copying charges. There is no major capital (>$10,000) for this section. With the exception of the Transportation Fund transfer of $22,500, the MPO is a 100% grant reimbursed program. Annual Financial Plan Page 210 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 13 ACCOMPLISHMENTS         Presidio HOA Lawsuit Withdrawn – Project Under Construction Presidio Bond Settlement – 3 of 4 Bonds Resolved. Construction completed on Bonds 1 and 2. construction on Bond 3. Bond 4 may go to litigation with bond company, ACIC. Aspen Place North Commercial Development – REI Store and South Side of Main Street in Review Isabel Homes Phase III Construction Completed 2010 Utility Street Bond Projects – On-track for a 3 year delivery of a 5 year project Flagstaff Housing Authority and Housing Section – Moving forward with integration via Board Retreat Warehouse filing project completed Development Oversight Team continues to refine service delivery for our clients FY 14 NEW INITIATIVES AND GOALS      Manage and lead long-term ADOT/City Public Private Partnership Project on Milton Hire a new Planning Director by November 2013 Assist Juniper Point in advancing their project entitlements Lead Staffing Resource Planning efforts due to increase development demand Move Canyon del Rio project lawsuit settlement forward Annual Financial Plan Page 211 City of Flagstaff In COMMUNITY DEVELOPMENT SECTION: SECTION 15 CD ADMINISTRATION 15-COMMUNITY DEVELOPMENT ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2011-2012 $ 233,442 20,293 10,785 $ 264,520 Adopted Budget 2012-2013 $ 235,241 45,784 11,228 $ 292,253 Estimated Expenditures 2012-2013 $ 235,599 44,974 12,038 $ 292,611 Proposed Budget 2013-2014 $ 243,281 47,134 11,378 $ 301,793 Budget-Budget Variance $ 8,040 1,350 150 $ 9,540 $ $ $ $ $ $ $ $ 301,793 301,793 $ $ $ $ 301,793 301,793 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TOTAL 264,520 264,520 292,253 292,253 292,611 292,611 9,540 9,540 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Community Development operating budget has increased 3%. Personal Services increases are due to a market increase and an increase in benefits. Contractual expenditures increased as a result of approval of the ongoing request for $2,000 for maintenance for the Cherry building. There are no major capital (>$10,000) expenditures planned for this section. Annual Financial Plan Page 212 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 long-range comprehensive planning, processing changes to the Regional Plan, various titles in the City Code including 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 three programs. The Current Planning Program is responsible for education, administering, implementing and enforcing the newly adopted 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 Comprehensive Planning, Zoning Code, and Code Compliance Program established in January 2013 combines the City’s Comprehensive Planning functions with the Code Compliance Program under the supervision of the Comprehensive Planning and Code Administrator. Comprehensive Planning staff are 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, Specific Plans, and Neighborhood Plans. It also provides technical assistance to City departments and outside agencies to ensure proposed developments, programs, master plans, and goals and policies support the vision of the Regional Plan. Code Compliance staff promote the health, well-being, and general quality of life for the citizens of Flagstaff through the fair and consistent interpretation, administration of and timely updates to, the City Code. In addition the Program manages hundreds of volunteers who participate in for example, litter pick-ups and graffiti abatement. In the long term, ensuring that the zoning code is coordinated with the updated Regional Plan will also be a priority. Work will continue on various amendments to the City Code in lieu of a proposed Property Maintenance Ordinance. Annual Financial Plan Page 213 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 16 PLANNING & DEVELOPMENT SERVICES FY 13 ACCOMPLISHMENTS                             Current Planning continues to be the staff liaison and provide administration to the Planning and Zoning Commission. Current Planning has further refined the Development Review 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 refinement tracking system of all permits, process and procedures related to the front counter. Audit all permit applications to maintain updated requirements, processing and procedures. The Current Planning Program reviewed a total of 120 concept and site plan proposals though-out the review period. Assisted with the detailed review of approximately 134 miscellaneous building permits during the fiscal year. Current Planning provided assistance to the Zoning Administration Program in suggested amendments and clean-up to the zoning code that are needed. Implemented and educated for clients concerning the new zoning code. Continue to provide assistance to the Housing Section to provide work force housing projects. The Current Planning Program is currently discussing affordable housing with the various rezoning, site plan and subdivision applications. Current Planning Program has submitted comments concerning proposed developments to the County Planning Division within the context of the regional mutual review system. The Section also receives comments from the County on proposals adjacent to the City Limits. Provide assistance with the updating of the Regional Plan. Revised planning application twice to be incompliance with the New Zoning Code and SB 1598. Member of the P3 RFP review committee on the City and ADOT Properties. Member of the RFP on the Forth Street and Route 66 property. Updated the Current Planning & Front Counter Procedures and Processes manuals. The Planning and Zoning Commission is represented on the Open Spaces Commission, Board of Adjustment, Water Commission and the Transportation Advisory Committee. Working with Gore to allow annexation and utility service improvement to allow future expansions. Worked to integrate entire new development tracking software, Innoprise, for all IDS team members. Maintain highest safety record Conducted a public forum process that was initiated in February 2012 to review and the proposed 2012 International Building Codes. Conducted thorough plan reviews and inspections so as not to have any “surprises” for the client. Contracted with third party via outsourcing, plan review service for quicker plan review due to increased plan submittals. Merger and integration of former Sustainability and Environmental Management code compliance staff with Community Development code staff. Successful integration of former Comprehensive Planning Program staff into the new Comprehensive Planning and Code Administration Program. Comprehensive review of the Flagstaff Zoning Code and preparation of amendments for Planning and Zoning Commission and City Council review and approval in mid-FY14. Ongoing comprehensive preparation of an updated Flagstaff Regional Plan in close cooperation with the Citizens Advisory Committee and Flagstaff residents for City Council and voter review and approval in midFY14. Provided technical assistance with the development of an updated Water Policy Master Plan to be adopted by the City Council in early FY14. Annual Financial Plan Page 214 City of Flagstaff COMMUNITY DEVELOPMENT          SECTION 16 PLANNING & DEVELOPMENT SERVICES Implementation of the requirements of SB1598 (ARS §9.832 et. seq.), in the Community Development Division, and served as a resource to other City divisions on this Bill, Processed three variance applications to the Board of Adjustment. Facilitated the drafting of amendments to the City’s Snow and Ice Removal Code that were adopted by the City Council in mid-FY2013. Participated in meetings for the implementation of new Innoprise permit tracking software and developed detailed business practice analysis and administration procedures in preparation for this software’s implementation in late FY13. Initiated the creation of a new volunteer “Graffiti Busters” program in cooperation with the Flagstaff Police Department to facilitate the removal of graffiti in the City. Ongoing work on the identification of needed amendments to the City Code to provide updated standards for property maintenance in lieu of a Property Maintenance Ordinance. Ongoing public outreach and education with Flagstaff residents, community stakeholders, and the development community on existing and proposed City codes and ordinances, including the Zoning Code. Completed the review of over 400 permits (signs permits, home occupation permits, etc.), over 70 reports and reviews (liquor license applications, zoning verification letters, etc.), and resolved over almost 800 code compliance cases, Organized and ensured the successful completion of over 190 community clean-ups (e.g. Adopt-an-Avenue, Adopt-a-Park, etc.) with over 2,000 volunteers for over 1,300 bags of trash disposed of. FY 14 NEW INITIATIVES AND GOALS                    Provide assistance to the Community Code Administration section on the comprehensive amendments to the Zone Code. Implement the Regional Plan and administer the Zoning Code through the review of development applications. Refining the new Development Review Process and improving the single point of contact system with the inclusion of SB 1598. Continue to provide timely, accurate and complete review of all types of development proposals. Provide Current Planning Program staff assistance to implementing the Tracking software to mirror our many development processes. Continue to participate in City/County mutual review system. Continue to provide Planner of the Day services to the general public by telephone and front counter services. Provide excellent Customer Service. Continue with proactive and reactive code compliance to foster safe buildings and abate or secure dangerous or sub-standard buildings. Revise permitting process for smoother review of projects Provide for electronic plan review capabilities Set up new permitting software for better permit documentation and issuance Begin pilot program on “self-certification” of plan submittals for tenant improvements. Anticipate the successful adoption of the updated Flagstaff Regional Plan 2030 by Coconino County Board of Supervisors and the Flagstaff City Council in mid-FY14 and ratification of the approved document by Flagstaff residents in May 2014. Major Land Amendment proposal being discussed for large property south of I-40 Adoption of amendments and clarifications to the Flagstaff Zoning Code by the Flagstaff City Council in midFY14. Expansion and development of the volunteer “Graffiti Busters” program. Ongoing facilitation and expansion of the Shopping Cart Retrieval Program through Coconino County’s Adult Probation Work Crew. Ongoing and expanded outreach and education to Flagstaff residents to encourage them to participate in volunteer clean-up programs, and to inform them of the compliance services offered by the City. Annual Financial Plan Page 215 City of Flagstaff COMMUNITY DEVELOPMENT   SECTION 16 PLANNING & DEVELOPMENT SERVICES Monitoring of possible bills by the Arizona legislature, and implementation of any new requirements that may be approved. Completion of amendments to various titles of the City Code to provide updated standards for property maintenance in lieu of a Property Maintenance Ordinance. Regional Plan Implementation Implement the Regional Plan though the review and processing of private and public projects. The Regional Plan employs a progressive and comprehensive array of “smart growth” principles such as mixed use, compact urban form and growth boundaries, redevelopment, infill, park and recreation development, open space conservation, minimum densities, walkable neighborhoods, affordable/mixed income housing, neighborhood conservation, multi-modal transportation, regional coordination, protection of industrial sites and targeted economic development strategies. The strategy now underway is to plan, design, and build specific projects that incorporate those principles at the neighborhood level. The premise of this overall strategy is that significant private and public projects, grounded in market economics, are planned and built at the optimal time and locations within the city. Over time, and inside the City’s Urban Growth Boundary, the markets will develop an inventory of reinvestment sites, partnerships, corridors, neighborhoods and districts, all of which can offer viable choices for quality public, private investment and partnerships respond to the individual market forces and opportunities for those areas, and keep the city and region in a competitive position to grow the region’s economy, while offering a real alternative to urban sprawl and peripheral expansion and preserving the natural environment. Note: A new Regional Plan draft will be released in late March 2013 for a full review and adoption. Annual reporting to the Council will be part of the new Plan. PERFORMANCE MEASURES Council Priority: Land Use Goal: To plan for future growth, preservation, tax base, infrastructure, and land needs for a resilient city. Objective: Establish goals and policies with accompanying maps to outline a community vision for future growth. Type of Measure: Public meetings and public participation to develop a community vision. Tool: (A) Progress reports to Regional Plan Steering Committee, Weighted average of the following targets:  Groups invited: Target at 90% attendance and 90% 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, Trend:  CY 11 CY 12 CY 13 CY 14 Actual Actual Estimated Proposed Measures: (A) Regional Plan milestones (percent complete) 60% 75% 90% 100% 90% 100% Goals and policies covering every subject listed above plus: - Urban Conservation - Economic Development - Responsive Government - Energy - Heritage Preservation Establishment of an Annual Report template 80% 100% Annual Financial Plan Page 216 City of Flagstaff COMMUNITY DEVELOPMENT Measures: (B) Zoning Code (Percent major meeting public attendance goal) Zoning Code (Percent minor meeting public attendance goal.) SECTION 16 PLANNING & DEVELOPMENT SERVICES CY 11 Actual CY 12 Actual CY 13 Estimated CY 14 Proposed - - 95% 95% - - 95% 95% Council Priority: Housing and Neighborhoods Goal: To courteously enforce community values within neighborhoods. Objective: Through continued education, community outreach, compliance activities and volunteer programs for such issues as removal of shopping carts, old tires, appliances and litter, foster clean, safe, and orderly neighborhoods. Type of Measure: Program Outcome CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Regional Plan update to include “Neighborhoods, Ongoing Completed Housing and Urban Conservation” section, with goals, policies, data, and graphics Participate in neighborhood clean-up efforts Ongoing Ongoing Ongoing Ongoing (litter, etc.) through the use of volunteers in City parks, trails, streets, etc. Continue to respond to complaints and address Ongoing Ongoing Ongoing Ongoing neighborhood compliance issues proactively. Ensure the timely removal of graffiti through the Ongoing Ongoing “Graffiti Busters” program. Expand the Shopping Cart Retrieval Program. 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 in FY13, but in FY14 neighborhood cleanups will continue as will outreach on the need for keeping neighborhoods clean, safe, and orderly. Scoring: 60% Progressing Trend:  CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Staff meetings with neighborhood groups to build 50% 100% stronger relationships. Tool: Meet with neighborhood residents Frequency: Min. 1 time per month Scoring: 90% Progressing Trend:  Measures: Measure community response by recording compliments and complaints. Annual Financial Plan CY 11 Actual Ongoing Page 217 CY 12 Actual Ongoing CY 13 Estimated 90% CY 14 Proposed 90% City of Flagstaff COMMUNITY DEVELOPMENT SECTION 16 Tool: Survey or tracking of staff contacts with residents Frequency: Monthly report Scoring: 75-90% Average Trend:  CY 11 Measures: Actual Measure response to staff contact with residents Ongoing by recording compliments and complaints. PLANNING & DEVELOPMENT SERVICES CY 12 Actual Ongoing CY 13 Estimated 90% CY 14 Proposed 90% Council Priority: Public Safety in New Construction Goal: (A) Adoption of a community supported, innovative, and comprehensive update Building/Energy Codes. (B) Increase public awareness of and participation in the process. Objective: (A) Adoption of a new Building and Energy Code, on schedule and within budget. (B) Increase efforts for public awareness of and participation. (C) 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 11 CY 12 CY 13 CY 14 Measures: (A) Actual Actual Estimated Proposed Building Codes 100% Energy Code (Percent completed) 100% Measures: (B) Building Codes (Percent scoring met in public & group awareness in project) Energy Code(Percent scoring met in public and group participation in project) CY 11 Actual CY 12 Actual CY 13 Estimated CY 14 Proposed 95% 95% 95% - 95% 95% 95% - Council Priority: Customer Service Goal: Timely process development applications through the Internal Staff Review, 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 Annual Financial Plan Page 218 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 16 PLANNING & DEVELOPMENT SERVICES Council Priority: Retain, Expand and Diversify Economic Base 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Actual Proposed Percent of land development applications approved without “surprise” conditions when 98% 99% 99% 99% 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 11 Measures: Actual Percent of building & engineering permits issued without “surprise” construction plan conditions of 94% approval. CY 12 Actual CY 13 Actual CY 14 Proposed 95% 95% 96% Council Priority: Zoning Code Goal: (A) Zoning Code check-in and analysis of the process/implementation: Facilitate the creation and adoption of community supported, innovative, and comprehensive amendments to the Zoning Code. (B) Increase public awareness of and participation in the process. Objective: (A) Adoption of amendments to the Zoning Code on schedule and within budget. (B) Significantly increase efforts for public awareness of and participation in determining the future “look and feel” of Flagstaff resulting in increased public support. Type of Measure: (A) Output, (B) Policy outcome Tool: (A) Progress reports, (B) Weighted average of the following targets:  Groups invited: Target at 90% attendance and 90% 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 11 CY 12 CY 13 CY 14 Measures: (A) Actual Actual Estimated Proposed Zoning Code Amendment Milestones (Percent 50% 100% completed) Annual Financial Plan Page 219 City of Flagstaff COMMUNITY DEVELOPMENT Measures: (A) Percent of development applications that meet two or more of Council policies. Measures: (B) Percent of built projects that meet scoring target. SECTION 16 PLANNING & DEVELOPMENT SERVICES CY 11 Actual CY 12 Actual CY 13 Estimated CY 14 Proposed 98% 98% 98% 98% CY 11 Actual 85% CY 12 Actual 90% CY 13 Estimated 90% CY 14 Proposed 98% Council Priority: Effective Governance 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 11 CY 12 CY 13 CY 14 Measures: (A) Actual Actual Estimated Proposed Percent of error free plan reviews 100% 100% 100% 100% Percent of error free building inspections 100% 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 CY 11 Actual CY 12 Actual CY 13 Estimated CY 14 Proposed 100% 95% 95% 98% 95% 95% 95% 98% Page 220 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 2011-2012 $ 1,759,925 63,910 42,809 $ 1,866,644 Adopted Budget 2012-2013 $ 1,813,041 70,961 60,713 $ 1,944,715 Estimated Expenditures 2012-2013 $ 1,651,355 164,750 61,850 $ 1,877,955 Proposed Budget 2013-2014 $ 2,001,644 208,120 97,482 $ 2,307,246 Budget-Budget Variance $ 188,603 137,159 36,769 $ 362,531 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ADVANCE PLANNING BUILDING PLANNING REVIEW BUILDING INSPECTION CODE COMPLIANCE CURRENT PLANNING CODE COMPLIANCE - SEMS FD TOTAL $ 212,368 284,208 51 680,404 188,024 501,589 1,866,644 $ 217,990 323,851 725,791 178,381 498,702 1,944,715 $ 228,243 214,747 782,078 170,340 482,547 1,877,955 $ 220,088 270,070 837,523 191,108 594,276 194,181 2,307,246 $ $ 2,307,246 2,307,246 $ 2,098 (53,781) 111,732 12,727 95,574 194,181 362,531 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Planning and Development Services operating budget has increased 19% and there are no capital expenditures (>$10,000). Personal Services increases are due to a market increase and an increase in benefits, but the largest impact was transferring a program from SEMS to Code Compliance. One time authorizations include $89,000 for the Regional Plan and $75,000 for outside consultants for plan checks (per council directive) and $7,400 for code reference books and subscriptions. Ongoing requests include $12,000 in contractuals and commodities for the Graffiti program. Annual Financial Plan Page 221 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 13 ACCOMPLISHMENTS Administration  Conducted Engineering Section staff meetings.  Conducted Engineering Section Program Managers 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 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 Analyses for Juniper Point, Campus Crest and Natural Grocers.  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 60 internal Work Orders for new or revised traffic control devices.  Processed signage and striping improvements Citywide.  Completed the Cedar at Ellen Rectangular Rapid Flashing Beacon Pedestrian Crossing.  In cooperation with GIS and Public Works created a Citywide Street Light Inventory.  Completed the Citywide Pedestrian Head Upgrade project converting all of the pedestrian heads on City roadways to “countdown” displays as part of the federally funded Highway Safety Improvement Program (HSIP).  Completed a Citywide sign inventory and have started drafting a citywide management program to ensure the City maintains roadway signage to minimum Federal Highway Administration mandated retro reflectivity levels, HSIP project. Annual Financial Plan Page 222 City of Flagstaff COMMUNITY DEVELOPMENT   SECTION 17 ENGINEERING Completed a Citywide crosswalk and stop bar inventory and have begun the process to upgrade these markings through the HSIP program. Ensured proper signal timing and operation of 52 city owned traffic signals. Development Engineering  Managed and processed updates to the 2012 Engineering Design and Construction Standards & Specifications for New Infrastructure.  Assisted other internal divisions/sections/programs including Transportation, Public Works, and Stormwater with service requests such as field surveying and inventory counts.  Completed archiving of dated records and drawings including relocation to records retention warehouse.  Successfully coordinated the construction phase and Certificate of Occupancy process for a number of challenging high profile commercial and multi-family land development projects allowing them to open on schedule.  Reviewed and processed on time a number of construction plan submittal applications for capital and private development projects.  Reviewed on time a number of IDS applications for land development projects.  Implemented and streamlined several new processes in order to improve internal and external customer service including the R-O-W and easement acquisition process.  Revised permit application processes and procedures to comply with Senate Bill 1598 requirements.  Began setup and implementation of the new COF Innoprise project/permit tracking software.  Teamed with Finance to successfully close out the accounting of cash contributions and assurances of performance still on the books for private development projects.  Assisted in development of and began implementation of a new fixed assets reporting program.  Developed and implemented the Parking Lot Maintenance Permit program. Engineering Inspection & Testing  Performed 12,986 inspections in the City right-of-way.  Performed 5,810 materials tests (Asphalt, Concrete & Soils).  21 major construction projects received a Final Letter of Acceptance.  Inspected 94 Franchise Utility small permits in the City right-of-way.  Inspected 65 Public Improvements small permits in the City right-of-way.  There was no warranty work required on completed projects this fiscal year.  Filled Inspection Supervisor Position (internal promotion).  There were no on the job personal injuries.  There were no vehicle accidents.  All inspectors attended and received competent certification in Confined Space Entry.  All inspectors attended and received competent certification in Trenching and Excavations.  Two inspectors obtained next level of NICET (National Institute of Certification in Engineering Technologies) Certifications Level II.  Worked with Fleet to acquire safety lights for all of Inspection’s & Testing’s assigned vehicles.  Instituted process to work with Utilities Division Blue Stake staff to receive notice of all requests for utility locations. By receiving this notice, Inspection staff is able to monitor all construction activity in the City rightof-way. FY 14 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. Annual Financial Plan Page 223 City of Flagstaff COMMUNITY DEVELOPMENT   SECTION 17 ENGINEERING Continue to improve citizen’s satisfaction with Engineering Section’s work outcome through defined performance measurements. Maximize use of Innoprise project tracking software and review with Council performance measures regarding processing of development applications. 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.  Continue developing projects related to the Highway Safety Improvement Program. Projects that are expected to ‘kick-off” this year include a Citywide Guardrail Assessment and Replacement project, Beulah Blvd. Bike Lanes and intersection re-designs for Switzer Canyon at Turquoise and Lone Tree at Zuni.  In cooperation with the FMPO, develop revised Traffic Impact Analysis guidelines for private development projects.  Develop revised Engineering Standards for roadway lighting.  Develop a permitting process for Over-sized Loads.  Create an internal tracking system for citizen calls that coordinates the various channels that Transportation Engineering receives calls through (i.e. Emails, website, CM’s Office, Mayor’s Office, phone and in person). Development Engineering  Simplify the present public improvements permits into a single ‘super’ permit.  Successfully implement the new Innoprise project tracking software into the Program.  Continue to refine and simplify processes in order to improve internal/external customer service.  Successfully implement the new processes and procedures developed for compliance with Senate Bill 1598 including management of the new combined building/civil construction plan application process.  Continue to review and process all applications in a timely and comprehensive manner.  Continue to successfully coordinate the construction phase and C of O processes for commercial land development projects.  Assist other internal divisions/sections/programs including Transportation, Public Works, and Stormwater with service requests when feasible.  Complete archiving of dated records and drawings including relocation to records retention warehouse. 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 permitted conditions.  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. Annual Financial Plan Page 224 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 17 ENGINEERING PERFORMANCE MEASURES Council Priority: Regional Plan (2001) - Transportation 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 - Green (>80#) Trend:  CY 11 CY 12 Measures: Actual Actual Number of work orders provided to public works plus number of traffic studies performed 60 101 CY 13 Estimated CY 14 Proposed 80 80 Council Priority: Regional Plan (2001) – Community Facilities and Services (Public Safety) 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:  Measures: Percentage of projects without malfunctioning or underperforming infrastructure throughout the project’s design life CY 11 Actual CY 12 Actual CY 13 Estimated CY 14 Proposed 100% 100% 100% 100% Council Priority: Regional Plan (2001) – Community Facilities and Services (Public Safety) 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed On-time review of land development applications 91% 98% 90% 90% Annual Financial Plan Page 225 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 17 ENGINEERING Council Priority: Regional Plan (2001) – Community Facilities and Services (Public Safety) 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Percentage of Lab tests performed that pass appropriate criteria after the initial (1st ) test 99% 99% 99% 95% 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 11 Actual CY 12 Actual CY 13 Estimated CY 14 Proposed 100% 100% 100% 100% Page 226 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 17 ENGINEERING 17-ENGINEERING EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2011-2012 $ 1,318,133 44,659 18,635 $ 1,381,427 Adopted Budget 2012-2013 $ 1,311,747 46,327 22,342 $ 1,380,416 Estimated Expenditures 2012-2013 $ 1,258,047 46,824 43,434 $ 1,348,305 Proposed Budget 2013-2014 $ 1,427,639 47,327 22,342 $ 1,497,308 Budget-Budget Variance $ 115,892 1,000 $ 116,892 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TRAFFIC ENGINEERING PRIVATE DEVELOPMENT ENGINEER PUBLIC WORKS INSPECTION MATERIALS TESTING TOTAL $ 162,697 211,712 440,867 439,661 126,490 1,381,427 $ 182,240 232,061 445,803 395,759 124,553 1,380,416 $ 171,638 199,509 437,600 411,017 128,541 1,348,305 $ 194,868 273,665 468,695 409,306 150,774 1,497,308 $ 12,628 41,604 22,892 13,547 26,221 116,892 SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND $ $ 947,069 550,239 1,497,308 COMMENTARY: The Engineering operating budget has increased 8%. Personal Services increases are due to market increases, step increases and benefit costs increases. Overtime was increased to meet increased work load. A position was increased by .3 FTE (resulting in a full 1.0 FTE). The division underwent a reorganization which balanced the cost of of the FTE increase. Ongoing expenditure requests include computer maintenance and mechanical shop labor. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 227 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 13 ACCOMPLISHMENTS Division 19  Sold four newly constructed Izabel Homes to qualified households (three from Phase 2 and one from Phase 3)  Completed construction of four Izabel Homes (Phase 3)  Completed two private drives and earthwork for six remaining lots in Izabel Homes  Continued contract management with BOTHANDS for long term administration of Izabel  Owner Occupied Housing Rehabilitation (OOHR) o Completed eleven OOHR projects, o Six OOHR projects in process on 12/30/12, o OOHR program monitored by Arizona Department of Housing with no findings,  Supported the completion and sale of a Habitat For Humanity Land Trust home on City land  Administered all aspects of the permanent affordability program o Managed right of first refusal, resale and client requests for 29 deed restricted homes o Active post purchase support for Izabel and Habitat land trust program homeowners o Contract and relationship management for partners providing affordability administration (BOTHANDS and Habitat)  Participated in planning efforts related to the Regional Plan  Negotiated a land trade, with limited City resources, that will generate one permanently affordable townhome and five private market-rate townhomes in a target neighborhood  Participated in developer negotiations as appropriate with Development Services Division 31  Provided CDBG funding to benefit vulnerable populations as awarded by Council o BOTHANDS Acquisition/Rehabilitation o BOTHANDS Financial Assistance Program o BOTHANDS IDA Matching Funds o Catholic Charities Shelter Rehabilitation o City of Flagstaff Owner Occupied Housing Rehabilitation Program Annual Financial Plan Page 228 City of Flagstaff COMMUNITY DEVELOPMENT o o o o      SECTION 19 HOUSING Coconino County Housing Stabilization Program Flagstaff Shelter Services Shelter Rehabilitation Flagstaff Shelter Services Operational Assistance Habitat for Humanity, Habitat at Butler Project Participated actively in the local Continuum of Care Administered Federal and State grants successfully Continued public education on fair housing and landlord/tenant laws Assisted in coordinating and staffing Project Homeless Connect Administered development agreements for 91 permanently affordable rental housing units: Ridge at Clear Creek and Elevation Apartments. FY 14 NEW INITIATIVES AND GOALS    Combine the Owner Occupied Rehabilitation Programs for Coconino County and the City of Flagstaff in order to achieve a greater degree of efficiency and program stability. The City of Flagstaff will administer the program while both the City and the County will serve their respective constituents each program year. Examine the creation of a framework that addresses both homeownership and rental opportunities in Flagstaff, while still preserving the grant and community planning function the Housing Section currently offers, with a goal of a more effective community response and efficiencies in both the rental and ownership programs the City offers. Examine expanding the scope of the current Housing Authority Board to be a full Housing Commission in order to include other areas from the housing continuum. Currently, the Housing Authority Board has a statutorily defined focus on assisted rental programs. In an expanded role, examples of what the Commission could review are: 1) market conditions on an annual basis; 2) proposed programmatic changes; and 3) grant and planning documents prior to council approval, among other items. Annual Financial Plan Page 229 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 19 HOUSING PERFORMANCE MEASURES Regional Plan Priority: Housing and Neighborhoods 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:  People Units Funding Spent Funding Funding Recaptured Source Homeless FSS Rehab 1 $95,500 Federal Ownership Habitat 1 $9,882 Federal OOHR 11 $347,653 Federal/State Acq/Rehab 1 $46,928 Federal BFAP 12 – DP/CC $109,491 Federal 181 – Housing Counseling Izabel Homes 4 $815,712 $642,837 General Incentive Policy Rental 29 $24,923 General Ownership 4* $37,194 General Services Homeless 941 $42,760 Federal Other Services Eviction Prev. 52 $87,158 Acq/Rehab 1 $46,928 Federal Rental TOTALS 1186 48 $1,664,129 $642,837 *Izabel Homes and not included twice in total Housing Authority Units and Accomplishments reported within Division 45 Regional Plan Priority: Housing and Neighborhoods 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 11 CY 12 Measures: Actual Actual Percentage of compliance achieved with 100% 100% requirements for grants received from the State and Federal governments. Annual Financial Plan Page 230 CY 13 Estimated 100% CY 14 Proposed 100% City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 19 HOUSING 19-HOUSING EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2011-2012 $ 225,244 7,761 (15,698) $ 217,307 Adopted Budget 2012-2013 $ 297,429 9,258 (58,585) $ 248,102 Estimated Expenditures 2012-2013 $ 276,904 7,423 (25,572) $ 258,755 Proposed Budget 2013-2014 $ 314,264 9,258 (58,054) $ 265,468 Budget-Budget Variance $ 16,835 531 $ 17,366 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION LAND TRUST TOTAL $ 131,820 85,487 217,307 $ 162,138 85,964 248,102 $ 175,316 83,439 258,755 $ 176,181 89,287 265,468 $ $ 265,468 265,468 $ 14,043 3,323 17,366 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Housing operating budget has increased 7% and there are no capital expenditures. Personal Services increases are due to a market increase and an increase in benefits. Contractuals had no changes. Commodities increase is due to an increase in annual software updates for loan tracking. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 231 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 31 COMMUNITY REDEVELOPMENT 31-COMMUNITY REDEVELOPMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2011-2012 $ 70,719 1,602,442 24,134 $ 1,697,295 Adopted Budget 2012-2013 $ 68,269 3,334,503 (16,100) $ 3,386,672 Estimated Expenditures 2012-2013 $ 66,923 1,880,874 (2,310) $ 1,945,487 Proposed Budget 2013-2014 $ 71,463 2,665,544 3,450 $ 2,740,457 Budget-Budget Variance $ 3,194 (668,959) 19,550 $ (646,215) $ $ $ $ $ EXPENDITURES BY PROGRAM: REVOLVING LOAN GEN FUND CDBG ENTITLEMENT ADMINISTRATION LAND ACQUISITION AZ HOUSING TRUST FUNDS HOME GRANT WORKFORCE HSG INCENTIVES CDBG - REHAB OF ACQ HOMES CDBG - NEIGH REV / HSG CONSTRUCT CDBG HOUSING REHAB CDBG MISCELLANEOUS PROJECTS CDBG HOME BUYERS ASSISTANCE CDBG PUBLIC FACILITY REHAB CDBG HSG SUBSIDY GRANTS CDBG HSG STABILIZATION CDBG PUBLIC FACILITY OPERATIONS CDBG-R OWNER OCCUPIED REHAB TOTAL $ 72,944 573,788 250,001 23,927 89,943 9,882 162,387 187,368 251,900 21,454 36,968 16,926 (193) 1,697,295 $ 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 $ 73,113 853,654 330,000 69,126 52,826 489 156,000 180,499 158,827 11,453 59,500 1,945,487 $ 70,000 83,663 803,921 330,000 330,000 210,692 67,175 7,512 95,001 532,465 66,855 42,124 101,048 1 2,740,457 $ $ 2,740,457 2,740,457 $ 21,315 (538,854) 30,000 (69,126) (52,825) (81,986) (155,999) 532,465 (180,498) (79,756) (11,452) (59,499) (646,215) SOURCE OF FUNDING: COMMUNITY REDEVELOPMENT FUND COMMENTARY: The Housing and Community Services operating budget had a 19% decrease. Personal Services increases are due to a market increase and an increase in benefits. Contractuals decrease is due to decreases in Other Miscellaneous Services expense. Commodities had a increase due to a decrease in contra work order charges. Annual Financial Plan Page 232 City of Flagstaff COMMUNITY DEVELOPMENT 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 and 25 VASH Vouchers for Veterans; we partner with the VA on this program. We also manage 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. FY 13 ACCOMPLISHMENTS        Maintain 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. Maintain High Performer status for the Section 8 Housing Choice Voucher Program Continue to upgrade units, grounds and replace aging equipment by utilizing HUD’s Capital Fund Program. Improve 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 Support resident council by providing intensive assistance to interested residents. Manage ROSS Grant to enhance resident opportunities for self sufficiency Complete Fiscal Year 2013 financial audit with no findings. FY 14 NEW INITIATIVES AND GOALS o o o o o o Seek new sources of income and reduced costs to cope with increasingly tight Federal Budget/sequestration. 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 Page 233 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 45 FLAGSTAFF HOUSING AUTHORITY PERFORMANCE MEASURES Council Priority: Housing and Neighborhoods 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 11 FY 12 FY 13 FY 14 Measures: Actual Actual Estimated Proposed PHAS High Performer 100% 100% 100% 100 SEMAP High Performer 85% 100% 100% 100 Council Priority: Housing and Neighborhoods 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 11 FY 12 FY 13 Measures: Actual Actual Estimated Housing Authority control deficiencies 0 0 0 Housing Authority significant deficiencies 0 0 0 Housing Authority audit findings 0 0 0 Annual Financial Plan Page 234 FY 14 Proposed 0 0 0 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 45 FLAGSTAFF HOUSING AUTHORITY 45-FLAGSTAFF HOUSING AUTHORITY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2011-2012 $ 1,668,342 4,218,341 183,252 186,825 $ 6,256,760 Adopted Budget 2012-2013 $ 1,747,672 5,095,321 162,148 308,765 $ 7,313,906 Estimated Expenditures 2012-2013 $ 1,698,698 4,895,692 142,978 196,892 $ 6,934,260 Proposed Budget 2013-2014 $ 1,763,963 4,878,449 140,761 401,697 $ 7,184,870 Budget-Budget Variance $ 16,291 (216,872) (21,387) 92,932 $ (129,036) $ $ $ $ $ EXPENDITURES BY PROGRAM: LOW INCOME PUBLIC HOUSING ROSS GRANT SEC 8 HSG CHOICE VOUCHER / MRO NON - HUD PROGRAM FLAGSTAFF HOUSING CORP CONTINGENCY TOTAL $ 2,137,631 44,369 3,732,336 46,970 295,454 6,256,760 $ 2,269,227 54,597 3,648,935 41,147 298,750 1,001,250 7,313,906 $ 1,967,423 55,874 3,572,240 38,723 298,750 1,001,250 6,934,260 $ 2,270,425 63,991 3,523,223 41,786 284,195 1,001,250 7,184,870 $ $ 7,184,870 7,184,870 $ 1,198 9,394 (125,712) 639 (14,555) (129,036) SOURCE OF FUNDING: FLAGSTAFF HOUSING AUTHORITY FUND COMMENTARY: The Housing Authority operating budget has decreased 3% and their capital expenditures total $401,697 resulting in an overall net decrease of 2%. Personal Services increases are due to market increases, changes in benefits offset partially by a reduction in staff by two positions. Contractual decreases are primarily due to reductions in Housing Assistance Payments, utilities, and training. Commodities decreases are due to a reduction in administrative expenses. Major capital (>$10,000) is for roof replacements, parking lot repairs and kitchen faucets/counters ($401,697). Capital improvements are funded by HUD's Capital Grant program. Annual Financial Plan Page 235 City of Flagstaff Annual Financial Plan Page 236 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 Page 237 City of Flagstaff Annual Financial Plan FIRE Fire 21 1 Division Director (Fire Chief) 2 Admin Spec Operations Page 238 1 Deputy Fire Chief "A" SHIFT 1 Battalion Chief "B" SHIFT 1 Battalion Chief Administration Wildland Fire Management 1 Fire Marshall 1 Wildland Fire Manager "C" SHIFT 1 Battalion Chief 1 Fire Inspector 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 Wildland Fire Supervisor 1 Firewise Specialist 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 13 ACCOMPLISHMENTS       Continually monitored response data for NFPA compliance Ordered, Received, and Placed a new Type 1 Engine in service Developed electronic formats for hydrant flow testing, quarterly inspection assignments, and FAQ’s relating to fire code enforcement. Streamlined operations quarterly inspection assignments by developing a master list that reflects the new district response boundaries and incorporating permitted occupancies into the appropriate quarter based off billing cycle Coordinated development, outreach, and initial roll-out of Forest Health & Watershed Protection Project (Bond Question #405); Continued to manage the Dept’s Social Media program; FY 14 NEW INITIATIVES AND GOALS      Develop quarterly trainings for operational personnel on fire protection systems and pre-fire planning of target hazards. Develop an online self inspection program that would allow low risk occupancies currently categorized as self inspection occupancy in firehouse data system to conduct an inspection of their building by filling out an online questionnaire. Monitor Response data, and maximize deployment efficiencies Develop a monitoring program; and Initiate forest treatments (either watershed, any jurisdiction) Completion of MOU and any subsequently-required agreements with State of AZ; initiate public outreach effort; with USFS, complete the Environmental Analysis, and issue a Decision Notice Annual Financial Plan Page 239 City of Flagstaff FIRE DEPARTMENT SECTION 21 FIRE PERFORMANCE MEASURES Council Priority: Community Facilities and Services 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 Over 98% = progress, 97% to 95% = Caution, below 94% evaluate the program. Trend:  CY 11 CY 12 CY 13 Measures: Actual Actual Estimated Customer Satisfaction 98.2% 99.2.% 98% CY 14 Proposed 98% Council Priority: Community Facilities and Services 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:  CY 11 CY 12 CY 13 Measures: Actual Actual Estimated Correct, or refer to fire prevention 100% of fire 88% 98% 95% code violations found during quarterly engine company inspections within 120 days (Note: All fire code violations are ultimately corrected.) CY 14 Proposed 95% Council Priority: Community Facilities and Services Goal: Provide Advance Life Support (ALS) to all areas of the City Objective: Track and maintain above 94% of days with ALS personnel operating in each fire station district. Type of Measure: Program Effectiveness Tool: Track via daily staffing rosters Frequency: Quarterly Scoring: 95% progress, 94% to 90% Caution, below 89% Evaluate the program Trend:  Measures: CY 11 CY 12 Actual Actual 96% 97% Station #1 94% 90% Station #2 95% 99% Station #3 97% 95% Station #4 97% 93% Station #5 99% 98% Station #6 95% oos Station #7 Annual Financial Plan Page 240 CY 13 Estimated 95% 95% 95% 95% 95% 95% CY 14 Proposed 95% 95% 95% 95% 95% 95% City of Flagstaff FIRE DEPARTMENT SECTION 21 FIRE Council Priority: Community Facilities and Services 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 11 CY 12 CY 13 Measures: Actual Actual Estimated Limit the amount of lost time resulting from line of .1 .3 .5 duty injuries to .5 FTE’s per day. Council Priority: Community Facilities and Services Goal: Provide the quickest response to 911 emergency call. Objective: Achieve response time to satisfy stated goal. Type of Measure: Program Efficiency Tool: Response time analysis in our data base system. Frequency: Quarterly Scoring: 75% progressing, 74%to 65% Caution, Below 64% revaluation of the program. Trend:  New Goal CY 2013 CY 11 CY 12 CY 13 Measures: Actual Actual Estimated The first arriving vehicle is on scene of an 62% 61% 70% incident within 5 minutes, 75% on the time. New for 2013 CY 14 Proposed .5 CY 14 Proposed 75% Council Priority: Resiliency and Preparedness Efforts Type of Measure: Program Effectiveness Tool: Data base system has this reporting capability. Frequency: Quarterly Scoring: Relative to each goal actual numbers Trend:  New Goal CY 2013 GOAL #1: Our forests are resilient to disturbances in accordance with management objectives as identified in the City’s Forest Stewardship Plan, Community Wildfire Protection Plan, site-specific Vegetation Management plans, Rx-Fire plans, the City Land Development Code, and other planning documents. Outcome: Risk to our forests and watersheds are diminished: sustainability is enhanced. Objective: Complete 180 acres of combined treatment. CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Thinning - Complete 60 acres 615 acres 168 acres 240 acres CY 14 Proposed 240 acres Debris Disposal - Complete 80 acres (Pile burning, chipping, or removal) 399 acres 479 acres 320 acres 320 acres Ecosystem Health - Complete 60 acres of broadcast burning 0 acres 302 acres 240 acres 240 acres Annual Financial Plan Page 241 City of Flagstaff FIRE DEPARTMENT SECTION 21 FIRE GOAL #2: Our community (populations and infrastructure) can withstand a wildland fire without loss of life and property because we have assessed our level of risk via the Community Wildfire Protection Plan and other assessment documents/processes, and practice a shared responsibility for mitigating both the threat and the consequence via application of the Flagstaff Wildland Urban Interface Code and other professional resource management standards, engagement of stakeholders and partners, use of volunteers, collaboration with partners, and grant management. Outcome: Flagstaff actively moving toward a fire-adapted and firewise community. Objective: Limit wildfire size on both treated and non treated property. CY 11 CY 12 CY 13 Measures: Actual Actual Estimate Limit average wildfire size on treated property .19 .28 5.0 CY 14 Proposed 5.0 5 Year Average (2007-2011) = .36 acres/yr Limit average wildfire size on non-treated property- 5.4 1.3 20.0 20.0 5 Year Average (2007-2011) = 9.4 acres/yr Annual Financial Plan Page 242 City of Flagstaff FIRE DEPARTMENT SECTION: SECTION 21 FIRE 21-FIRE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2011-2012 $ 7,475,276 460,959 555,066 48,202 $ 8,539,503 Adopted Budget 2012-2013 $ 7,834,241 424,560 431,362 710,000 $ 9,400,163 Estimated Expenditures 2012-2013 $ 8,074,379 412,607 447,555 743,000 $ 9,677,541 Proposed Budget 2013-2014 $ 8,413,930 435,099 472,617 $ 9,321,646 Budget-Budget Variance $ 579,689 10,539 41,255 (710,000) $ (78,517) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION FIRE PREVENTION TRAINING FIRE OPERATIONS NAU FIRE GRANT II FUEL MANAGEMENT PROGRAM GENERAL WILDFIRE RESPONSE CAPITAL LEASE - ENGINE HAZARDOUS FUEL AZ HOMELAND SECURITY CAMP NAVAJO THINNING RECOVERY - PS STABILIZATION ADEM REIMBURSEMENT TOTAL $ (83,932) 193,878 2,169 7,514,603 72 183,342 410,848 41,642 141,067 48,172 24,582 63,060 8,539,503 $ 888,098 207,160 8,250 7,989,660 207,275 41,720 58,000 9,400,163 $ 571,572 234,367 8,250 8,589,912 196,115 41,720 30,305 5,300 9,677,541 $ 671,946 224,004 8,250 8,152,243 206,404 41,799 10,000 7,000 9,321,646 $ $ 9,321,646 9,321,646 $ (216,152) 16,844 162,583 (871) 79 (48,000) 7,000 (78,517) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Fire Department operating budget has increased 7% and there is no capital related budget. Personal Services increases are due to a market increase as well as a large increase PSPRS retirement, worker's compensation and health insurance benefits. The cost of the 1 FTE for the Fire Fighter - Temp is offset by the elimination of 1 full time Fire Fighter FTE. Contractual increases are due to anticipated utility rate increases for electricity and increases in building maintenance. Commodities increases are due to a one-time purchase of MDCs and chainsaws and increase in motor vehicle parts. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 243 City of Flagstaff FIRE DEPARTMENT SECTION: SECTION 44 FIRE GRANTS 44-FIRE GRANT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2011-2012 $ 4,177 $ 4,177 Adopted Budget 2012-2013 $ 575,000 40,000 200,000 $ 815,000 Estimated Expenditures 2012-2013 $ 89,054 24,772 3,545 31,504 $ 148,875 Proposed Budget 2013-2014 $ 595,000 30,000 400,000 $ 1,025,000 Budget-Budget Variance $ 20,000 (10,000) 200,000 $ 210,000 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL WILDLIFE RESPONSE AZ HOMELAND SECURITY GOHS GRANT ASSISTANCE TO FIREFIGHTERS SAFER GRANT NAVAL OBSERVATORY THINNING FY12 HAZARDOUS FUELS GRANT NAU GFFP THINNING TOTAL $ 4,177 4,177 $ 50,000 30,000 150,000 360,000 10,000 215,000 815,000 $ 31,504 9,871 107,500 148,875 $ 50,000 30,000 350,000 360,000 10,000 215,000 10,000 1,025,000 $ $ 1,025,000 1,025,000 $ 200,000 10,000 210,000 SOURCE OF FUNDING: GENERAL FUND Annual Financial Plan Page 244 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 Page 245 City of Flagstaff Annual Financial Plan POLICE Police 22 1 Division Director (Police Chief) Internal Investigation/ Administrative Services 1 Sergeant Criminal Investigations Operations Support Services 1 Deputy Police Chief 1 Deputy Police Chief Community Relations/ Crime Prevention 1 Police Lieutenant Patrol Support Services Communications 3 Police Lieutenant 1 Police Support Services Manager(Civilian) 1 Police Communications Manager (Civilian) 1 Police Sergeant Training Emergency Services 1 Admin Spec 1 Police Training Coordinator A Squad Citizen Volunteers Parking/Radar Graffiti Eradification Patrol Squads 2 Admin Spec Page 246 Tactical Operations A Squad B Squad Records Police Officers As Assigned 1 Police Sergeant 1 Police Corporal Police Officers As Assigned 1 Police Records Supervisor 10 Admin Spec Hostage Negotiations 1 Police Sergeant 1 Police Corporal Police Officers As Assigned Police Officers As Assigned C Squad D Squad Explosive Disposal 1 Police Sergeant 1 Police Corporal Police Officers As Assigned 1 Police Sergeant 1 Police Corporal Police Officers As Assigned Family Crime Team E Squad F Squad 1 Police Detective 1 Rotating Police Officer 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 Sergeant 5 Police Detective 1 Rotating Police Officer 2 Police Officer (School Resource) B Squad 1 Police Sergeant 5 Police Detective 1 Police Officer (Crime Analyst) Special Services Police Officers As Assigned 1 Police Special Svcs Supv (Civilian) 1 Parking Control Officer Metro Unit 1 Police Sergeant 1 Admin Spec Agents As Assigned City of Flagstaff Property Crimes 1 Police Detective 1 Animal Control Officer Reserves 2 Evidence Technician 1 Property Control Coord 5 Police Emerg Comm Spec Supervisor 23 Police Emerg Comm Spec 2 Dispatch Call Taker 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 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 13 ACCOMPLISHMENTS        We initiated a Southside Squad with support from a Department of Justice grant that funded the hiring and training of four new COPS grant officers. This Squad was fully staffed by the end of 2012 and helped address quality of life issues, crime in this area, and parking concerns. Community policing initiatives were strengthened by revising community surveys, incorporating the hot spots into comp-stat, exploring initiatives to help establish more citizen ownership of public parks, involving detectives in intelligence gathering, and designing and implementing an online citizen complaint process. We established an early warning system and better records keeping capabilities within the professional standards office by initiating the I.A. Pro system. 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. We identify prominent aggressors of domestic violence incidents on scene, and make arrests where appropriate. We have developed an officer involved domestic violence policy using IACP recommendations. We maintained a presence on the domestic fatality review team, and the coordinated community response team. We went completely live with the adoption of Lexipol Policy manual and training program. This program provides daily training bulletins to all officers and tracks completion of training. We conducted 85 community support meetings in addition to neighborhood related Block watch meetings. Educational items included information on identity theft, medical marijuana, SB1070, property crime, etc. We strengthened the Departments peer and formal counseling abilities through the expansion and additional training for the CISM (crisis incident stress management) teams. Annual Financial Plan Page 247 City of Flagstaff POLICE SECTION 22 POLICE  We developed a School Resource Officer program and reinvested the educational outreach previously accomplished in fifth grade DARE into a successfully vetted junior high school and high school curriculum called Project Alert, taught by two officers serving as school resource officers. FY 14 NEW INITIATIVES AND GOALS              Create a New Victim’s Rights form for misdemeanor incidents to help streamline the victims rights process. Reduce property crime to within 20% of the current national benchmark by strengthening our partnerships in the community such as the Flagstaff Retail Asset Protection Program, (FRAPPA), identifying repeat offenders and working with the city and county attorneys office on enhanced prosecution of those individuals, allocate resources based on data received through Comp-stat, and increase the enforcement of part II drug offenders. Complete an analysis of case studies for the Navajo Nation Human Rights Commission (NNHRC), and develop and conduct training on Native American cultures. Reduce serial inebriate related crime by 25% of the 2010 level. Strengthen the multi-agency CART (Child Abduction Response Team). Continue to revise Comp-stat by introducing a strategic management system to allow for more timely information sharing and pre-emptive policing. Strengthen the use of various social media venues to enhance our community outreach, sharing of information and overall accessibility to the public we serve. Explore potential benefits of increasing time in grade requirements for specialty positions like FTO, detective rotators and Metro. Initiate a voluntary training focusing on career planning and taking promotional exams. Command Staff will present a two hour training on “community policing” and how it ties in with Comp-stat and the Goldwater Institute Report. Create a committee to evaluate and make proposals regarding the current evaluation process, publish an evaluation handbook to all patrol employees and conduct training to increase consistency in evaluations. Increase the Departments efforts toward climate resiliency and preparedness through various efforts: Woods watch, Operation 40, and fire prevention patrols to protect the city from catastrophic wildfire. Train command staff on emergency operations, conducting EOC tabletop exercises and after action reviews. Work with local schools to offer input on lock down and active shooter (escape and evade) policies. Annual Financial Plan Page 248 City of Flagstaff POLICE SECTION 22 POLICE PERFORMANCE MEASURES Council Priority: Community Facilities and Services (Public Safety) Goal: Improve security for the citizens of Flagstaff by addressing the high rate of property crimes in our community. Objective: 1. Reduce property crimes to be within 20% of the national benchmark in CY 13. The national benchmark is at 33 property crimes per 1,000 residents. This will be accomplished 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 33.35 per 1,000 residents. Trend:  (progressing) CY 10 CY 11 CY12 CY13 CY14 Measures: Actual Actual Actual Estimates Proposed Property Crimes per 1,000 residents 46 46 42 40 38 Shoplifting Incidents 821 888 928 882 841 Vehicle Burglaries 392 415 *225 327 310 *Due to the low number of vehicle burglaries in 2012, our goal for 2013 is a 5% reduction from the previous three year average. Objective: 3. Maintain the current outstanding clearance rate for property crimes in comparison to the national benchmark of 24.7% 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 24.7%. Meets/exceeds, progressing (trending) towards, or away from maintaining current arrest rate for Part Two drug offenses that exceeds the national benchmark of 4.9 arrests per 1,000 residents. Trend:  (exceeds) CY 10 CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Actual Estimate Proposed Property Crimes Cleared 35% 36% 39% 39% 41% Arrests for Part II drug offenses 10.6 9 8.2 9.8 10 Annual Financial Plan Page 249 City of Flagstaff POLICE SECTION 22 POLICE Council Priority: Community Facilities and Services (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 the previous three year average, 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 CY 14 Measures: Actual Actual Actual Estimate Proposed Traffic Citations Issued 15,340 12,828 10,410 13,502 14,145 Warnings Issued 13,252 12,451 10,004 12,497 13092 Number of DUI Arrests 854 767 820 900 900 Speed Citations 1,962 1,913 1,825 1,995 2,090 Red Light Violation Citations 592 429 307 465 487 Following To Closely Citations 96 126 73 103 108 Seat Belt/Child Restraint Citations 1,035 688 425 739 788 All Collisions 2,736 2,534 2,631 2,502 2,371 DUI Related Collisions 73 98 71 77 73 Council Priority: Community Facilities and Services (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 64%. 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 64%. Trend:  (meets) CY 10 CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Actual Estimate Proposed Total cases assigned to Detectives 3,635 3,288 3,714 3,372 3,191 Violent crime cases assigned to Detectives 271 265 265 254 241 % of violent crime cases cleared 61% 52% 67% 64% 66% Annual Financial Plan Page 250 City of Flagstaff POLICE SECTION 22 POLICE Objective: 2. Reduce part 1 violent crimes, including aggravated assault, allowing no more than the national benchmark of 3.61 victims per 1,000 residents through increased enforcement activities by patrol officers. Scoring: Meets/exceeds, progressing towards, or away from reduction in Part One crimes to meet national benchmark of 3.61 per 1,000 residents. Trend:  (progressing) CY 10 CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Actual Estimate Proposed Part 1 violent crimes per 1,000 residents 4.1 4.0 4.0 3.6 3.43 Aggravated Assault 177 186 190 166 156 Objective: 3. Make full custody arrests in cases of domestic violence where sufficient probable cause exists. Meet the goal of a 45% arrest rate on domestic violence incidents. Maintain partnership with CCRT and enhance training on domestic violence related incidents, and achieve a 5% reduction in domestic violence incidences from the previous three year average. . Scoring: Meets/exceeds, progressing towards, or away from a 45% full custody arrest rate for domestic violence Trend:  (meets) CY 10 CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Actual Estimate Proposed % of Domestic Violence incidents where arrest is made 44% 43% 43% 45% 50% Total Number Of Domestic Violence Incidents 1,923 1,891 2,040 1,854 1,756 Total Number Of Misdemeanor D. V. Incidents 1,685 1,667 1,775 1,624 1,540 Total Number Of Felony Domestic Violence Incidents 238 224 258 230 218 Council Priority: Community Facilities and Services (Public Safety) Goal: Enhance quality of life for Flagstaff’s citizens by expanding our community policing philosophy of promoting partnerships of shared responsibility, support and trust with law abiding members of the community. Objective: 1. Increase staff and citizen participation at least 5% from the previous three year average in Community Policing programs such as Community Support Meetings, and Volunteer Programs. Conduct a minimum of two Citizen Academy’s a year. Type of Measure: Outcome Tool: Statistics Frequency: Monthly Scoring: Meets/exceeds, progressing towards, or away from a 5% increase from the previous three year average, in employee and citizen participation in CP programs Trend:  (meets) CY 10 CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Actual Estimate Proposed Volunteer Hours donated 1,623 1,824 1,691 1,799 1,884 Community Support Meetings 57 57 85 90 95 Annual Financial Plan Page 251 City of Flagstaff POLICE SECTION 22 POLICE Objective: 2. Continue enforcement emphasis on crimes of public disorder, such as open container liquor violations, through directed patrol efforts like Operation 40, resulting 10% reduction in public intoxicants from the previous three year average, and a 10% reduction of the three year average in Serial Inebriate related crime. Scoring: Meets/exceeds, progressing towards, or away from 10% reduction in public intoxicants. Trend:  (exceeds) CY 10 CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Actual Estimate Proposed Contacts with Public Intoxicants 2,466 2,256 1,855 1,973 1,863 Serial Inebriate related crime * 333 204 184 216 204 * A serial Inebriate is a person who has ten or more police contacts for public intoxication over the course of a year. The crime number is the number of times the same serial inebriates have been arrested or victimized during the same year. Objective: 3. Reduce number of founded complaints on employees by 5% of the previous three year average with increased training by creating a culture of exemplary service demonstrated through a commitment to policing. compassionately, constitutionally, consistently and correctly, 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 a 5% reduction of the three year average in the number of founded complaints. Trend:  (exceeds) CY 10 CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Actual Estimate Proposed Number of founded complaints from citizens 13 7 12 11 10 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 75.9%. Type of Measure: Program effectiveness Tool: Surveys Frequency: Monthly Scoring: Meets/exceeds, progressing towards, or away from maintaining at least an 75.9% positive rating on citizen responses to surveys Trend:  (exceeds) CY 10 CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Actual Estimate Proposed % of positive responses to surveys 87% 84% 92% 92% 95% Annual Financial Plan Page 252 City of Flagstaff POLICE SECTION 22 POLICE Council Priority: Community Facilities and Services (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 5.52 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 5.52 minutes. Trend:  (exceeds) CY10 CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Actual Estimate Proposed Average response time to priority one calls 4.19 min. 4.52 min. 4.48 min. 4.17 min. 3.95 min. * 2013 benchmarks from ICMA FY 2011 are as follows: Response Time To Priority one calls = 5.52 Property Crimes per 1,000 = 33.35 Violent Crimes per 1,000 = 3.61 Property Crimes Cleared = 24.7% Violent Crimes Cleared = 64.0% Positive Response to Surveys = 75.9 Annual Financial Plan Page 253 City of Flagstaff POLICE SECTION: SECTION 22 POLICE 22-POLICE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2011-2012 $ 12,757,233 1,484,738 202,084 69,938 $ 14,513,993 Adopted Budget 2012-2013 $ 12,981,608 1,277,916 480,733 171,174 $ 14,911,431 Estimated Expenditures 2012-2013 $ 12,854,083 1,360,788 365,671 143,423 $ 14,723,965 Proposed Budget 2013-2014 $ 13,473,277 1,386,311 614,923 198,751 $ 15,673,262 Budget-Budget Variance $ 491,669 108,395 134,190 27,577 $ 761,831 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PATROL DETECTIVES RECORDS COMMUNICATIONS SPECIAL SERVICES CRIME PREVENTION AND TRAINING TOTAL 1,353,108 7,968,478 1,566,482 603,983 2,146,149 760,980 114,813 $ 14,513,993 1,791,314 7,910,073 1,555,440 701,173 2,120,730 710,119 122,582 $ 14,911,431 1,270,154 8,345,573 1,632,204 644,350 2,041,319 667,768 122,597 $ 14,723,965 2,028,299 8,384,715 1,649,611 735,380 2,056,780 685,921 132,556 $ 15,673,262 $ 236,985 474,642 94,171 34,207 (63,950) (24,198) 9,974 761,831 SOURCE OF FUNDING: GENERAL FUND $ $ 15,673,262 15,673,262 COMMENTARY: The Police Departments operating budget has increased 5% and captial expenditures total $198,751 with an overall net increase of 5%. Personal Services increases are due to a market increase as well as a large increase PSPRS retirement, worker's compensation and health insurance benefits. Personnel services increase is partially offset by the overall reduction of 2 FTEs (3 Police officer FTEs less the addition of 1 Training officer FTE). Contractual increases are due to increases in maintenance contracts. Commodities increases are due to increases in fuel and motor vehicle parts and one-time expenditures for MDCs, computers, servers and other safety equipment. Major capital (>$10,000) includes (1) police sedan of $21,000, $150,000 for (5) police cruisers and $28,751 to outfit police cruisers. Annual Financial Plan Page 254 City of Flagstaff POLICE SECTION: SECTION 23 POLICE GRANTS 23-POLICE GRANTS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2011-2012 $ 1,059,868 76,216 417,087 118,506 $ 1,671,677 Adopted Budget 2012-2013 $ 1,385,270 75,118 497,659 5,999 $ 1,964,046 Estimated Expenditures 2012-2013 $ 1,424,954 88,706 339,098 $ 1,852,758 Proposed Budget 2013-2014 $ 1,468,213 104,500 210,802 100,000 $ 1,883,515 Budget-Budget Variance $ 82,943 29,382 (286,857) 94,001 $ (80,531) $ $ $ $ $ EXPENDITURES BY PROGRAM: METRO 2011 HLS THERMAL IMAGING COPS HIRING - FY2011 COPS HIRING (CITY SHARE) RICO FUNDS FOR METRO LEO GRANT GOHS - DUI ENFORCEMENT FUSD - RESOURCE OFFICER COPS GRANT RECOVERY JAG GRANT RECOVERY - METRO CANNABIS ERADICATION RICO / METRO OVERTIME BULLET PROOF VEST FY12 PSN GANG PREV & EDUCATION HLS SLOT OVERTIME RECOVERY POLICE PS STABILIZATION US MARSHALLS OT / FUEL STATEWIDE GANG TASK FY10 HOMELAND SECURITY GRANT AZ INTERNET CRIMES GOHS SELECTIVE TRAFFIC AZ HOME LAND SECURITY ACJC ANTI GANG INITIATE GOHS DUI ENFORCEMENT CLICKET OR TICKET GRANT ED BYRNE MEMORIAL (JAG) TOTAL $ 278,392 6,075 63,880 151,186 202,376 14,522 67,019 406,057 66,292 (1,230) 1,620 28,044 4,615 10,000 17,421 179,363 86,531 4,495 11,408 14,492 2,744 906 55,469 1,671,677 $ 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 $ 282,601 293,057 276,628 321,414 80,900 20,000 67,575 161,991 65,500 42,035 5,274 10,000 5,000 171,880 4,403 5,000 39,500 1,852,758 $ 316,672 308,180 460,175 201,847 80,900 20,000 66,375 45,000 6,500 10,000 5,000 169,964 100,000 4,500 5,000 83,402 1,883,515 $ $ 1,883,515 1,883,515 $ (23,600) (5,999) 9,321 460,175 (113,870) 20,900 20,000 (424,376) (87,930) (4,000) 249 (50,000) 5,000 11,682 100,000 (20,000) 21,917 (80,531) SOURCE OF FUNDING: GENERAL FUND Annual Financial Plan Page 255 City of Flagstaff Annual Financial Plan Page 256 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 Page 257 City of Flagstaff Annual Financial Plan PUBLIC WORKS Public Works 25 1 Division Director 1 Project Manager Solid Waste/Fleet Maintenance Cemetery/Parks/Street Maintenance Recreation 1 PW Section Head 1 PW Section Head 1 Recreation Services Director Sustainability/Environmental Management/Facility Maintenance 1 PW Section Head 1 Admin Specialist Supervisor 1 Admin Specialist 1 Admin Asst 2.5 Admin Assistant Collections 41 1 Public Works Manager Page 258 1 ES Collection Supervisor (Commercial) 1 ES Leadworker 11 Equipment Operator 1 Equipment Operator - Temp Streets 32 1 Public Works Manager Landfill 41 1 Public Works Manager 1 Landfill Supervisor 6 Equipment Oper … 1 ES Collection Supervisor (Residential) 1 Project Manager 1 Admin Specialist 1 Bin Maint Leadworker .65 Admin Asst 2 Equipment Operator 1 Program Asst - Sales Fleet Services 27 1 Public Works Manager Training/Street Maintenance 1 Streets Leadworker Concrete 3 Maintenance Worker Street Sweeping 2 Equipment Operator Traffic/Sign & Paint 1 Streets Leadworker 1 Project Manager 1 ES Leadworker 12 Equipment Operator 1 Administrative Specialist Sign/Paint 3 Maintenance Worker Traffic 1 Traffic Signal Tech Asst .5 Intern Equipment Operation 1 Streets Leadworker Equipment 13 Equipment Operator Temps 3.52 Equipment Operator Temp City of Flagstaff 1 Welder 1 Buyer 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 3.54 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 1 Fleet Services Specialist 2 Mechanic Leadworker 4 Mechanic II 2 Mechanic I Parks 26 1 Public Works Manager BBB/Streetscapes 4 Maintenance Worker 1 Maintenance Worker Temp Cemetery 28 1 Cemetery Maint Spec 1 Maintenance Worker .75 Cemetery Caretaker .75 Maintenance Worker Temp Emvironmental 43 1 Env Program Mgr 1 Env Tech Programs/Facilities 30 4Recreation Supervisor 5.5 Recreation Program Coord 35.37 Temps Community Events 30 1 Recreation Supervisor 1 Recreation Program Coord .25 Intern Aquaplex 30 1 Recreation Supervisor 3 Recreation Program Coord 1 Env Prog Spec 1 Env Asst .6 Env Aide Sustainability 43 1 Sustainability Manager 2 Sustainability Specialist 1 Sustainability Assistant Temp 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 13 ACCOMPLISHMENTS    USGS-3: Roof HVAC screen repairs; roof emulsion seal; HVAC – replaced four units. USGS-4: Roof emulsion seal; HVAC – replaced four units; replaced entry sidewalk; repaired foundation leaks; interior painting (phase 1) completed. USGS-6: New server room HVAC controls program and panels; new UPS system; Arc Flash study and electrical system preventive maintenance inspection completed in April 2013. FY 14 NEW INITIATIVES AND GOALS      USGS-3: HVAC – replace two units; minor interior painting and hallway carpet replacement (carryover from FY13); interior courtyard parapet wall repairs (carryover from FY13); Arc Flash study and electrical system preventive maintenance inspection scheduled for July 2013. USGS-4: HVAC – replace two units; replace two pedestrian exterior wood doors (to steel doors); minor interior painting (phase 2); Arc Flash study and electrical system preventive maintenance inspection scheduled for August 2013. USGS-5: HVAC – replace one unit; minor interior painting. USGS-6: Interior painting; metal roof miscellaneous repairs. Reduce campus electric energy use year to year. Annual Financial Plan Page 259 City of Flagstaff PUBLIC WORKS SECTION 20 USGS MAINTENANCE PERFORMANCE MEASURES Council Priority: Repair, Replace, Maintain Infrastructure, Resiliency and Preparedness Efforts Goal: To maintain infrastructure by the completion of facility assessment inspections and integrating findings into facilities work orders (repairs) and long range capital planning. The effectiveness of this measure contributes to Resiliency and Preparedness efforts, specifically by positioning the city for continued prosperity, protecting the city’s resources (buildings) which directly support emergency and other services, and providing continued accessibility. Objective: The objective is to inspect all buildings in all areas (HVAC, plumbing, roofing, etc) and to maintain the building assessment inspection scores above 80%. This guarantees safe, functional, and reliable buildings. Type of Measure: Output and Program Effectiveness Tool: Inspection assessment Frequency: Yearly Scoring: Green: >80%+ Progressing / average; Yellow: 70 – 79% Caution / warning; Red: <70% Needs attention. Trend:  CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Facility Assessment Average Score – Measures 80% 68% 74% 75% quality of staff work, quality, and effectiveness. Council Priority: Resiliency and Preparedness Efforts Goal: Reduce energy consumption at the USGS complex. This Resiliency and Preparedness effort contributes to the reduction of demand, costs, and ensuring energy delivery. The goal also contributes to Sustainability efforts through the reduction of gas emissions. Objective: To contribute to Resiliency and Preparedness efforts through the implementation of policies, procedures, method changes, and strategies affecting energy use such equipment reductions, power and lighting controls, lighting upgrades/modifications (LED systems, sensor systems, lighting reductions), and operational/behavioral improvements to achieve our goals. Type of Measure: Input: USGS annual kWh energy use from current calendar year to previous calendar year (CY). Tool: Naviline, My Energy Pro, Facilities staff Frequency: Yearly Scoring: Green: Reduction >1%; Yellow: 0 – 1% Increase; Red: Increase >1% Trend:  CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed USGS Campus electric energy use of all 1,798,507 1,763,053 1,748,000 1,730,000 buildings. Top=Total kWh, Bottom = % reduction N/A (2.0%) (0.8%) (1.0%) Annual Financial Plan Page 260 City of Flagstaff PUBLIC WORKS SECTION: SECTION 20 USGS MAINTENANCE 20-USGS FACILITIES EXPENDITURES BY CATEGORY: CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2011-2012 $ 924,312 145,523 $ 1,069,835 Adopted Budget 2012-2013 $ 1,887,177 138,406 $ 2,025,583 Estimated Expenditures 2012-2013 $ 996,978 76,000 $ 1,072,978 Proposed Budget 2013-2014 $ 1,194,566 129,017 $ 1,323,583 Budget-Budget Variance $ (692,611) (9,389) $ (702,000) $ $ $ $ $ EXPENDITURES BY PROGRAM: DEBT SERVICE USGS BUILDING 6 USGS BUILDING 3 USGS BUILDING 4 USGS BUILDING 5 TOTAL $ 463,686 177,365 198,899 203,487 26,398 1,069,835 $ 1,379,136 220,271 157,570 206,987 61,619 2,025,583 $ 465,896 190,497 154,760 232,175 29,650 1,072,978 $ 669,330 194,924 178,118 214,637 66,574 1,323,583 $ $ 1,323,583 1,323,583 $ (709,806) (25,347) 20,548 7,650 4,955 (702,000) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The USGS Maintenance operating budget has decreased by 35%. The proposed budget reflects no capital or one-time expenditures. There are no personnel associated with this account. A new ongoing expenditure for $5,000 was approved for building maintenance. Work is provided through internal work order charges. The largest impact on the Budget is a 51% decrease in debt servicing expenditures related to a proposed campus expansion. Annual Financial Plan Page 261 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 13 ACCOMPLISHMENTS      Successful passage of the Core Services Maintenance Facility bond by the voters (53%) Overall Public Works employees reduced the accident to miles driven by 18% After two years of implementing the circle of safety, have reduced backing up accidents for light duty vehicles to two. Completed Phase II of the Power Purchase Agreement (PPA) Public Works along with Code Compliance held eight (8) public meetings around town to inform the public what we do and why as well as listen to their concerns. Had total of 26 people show up to the meetings. FY 14 NEW INITIATIVES AND GOALS     Continue to reduce accidents by 10% yearly Secure New Core Services Maintenance Facility (P/W yard) Work with Sustainability on Phase III of the Power Purchase Agreement (PPA) Work on Straightening-the-Pipes Internal process for Public Works 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: 100% Trend:  Measures: Number of accidents chargeable compared to previous year Number of miles driven Number of accidents per thousand miles Annual Financial Plan CY 11 Actual 28 Accidents CY 12 Actual 22 Accidents CY 13 Estimated 19 Accidents CY 14 Proposed 17 Accidents 1,025,151 1 accident/ 36,612 miles 1,021,492 1 accident/ 46,431 miles 1,017,000 1 accident/ 53,526 miles 1,015,000 1 accident/ 60,088 miles Page 262 City of Flagstaff PUBLIC WORKS SECTION: SECTION 25 ADMINISTRATION 25-PUBLIC WORKS ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2011-2012 $ 141,354 1,395 (84,600) $ 58,149 Adopted Budget 2012-2013 $ 112,188 3,601 (97,082) $ 18,707 Estimated Expenditures 2012-2013 $ 111,518 2,100 (98,032) $ 15,586 Proposed Budget 2013-2014 $ 119,498 3,051 (100,333) $ 22,216 Budget-Budget Variance $ 7,310 (550) (3,251) $ 3,509 $ $ $ $ $ $ $ $ 22,216 22,216 $ $ $ (174,683) 114,289 41,315 41,295 22,216 EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TOTAL 58,149 58,149 18,707 18,707 15,586 15,586 3,509 3,509 SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ COMMENTARY: The Public Works Administration operating budget has increased by 19% or $3,509. Personal Services increases are due to a market increase and an increase in retirement benefit costs. Commodities decreases are due to an increase in Contra Work Order charges. There are no capital or one-time expenditures. Annual Financial Plan Page 263 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 13 ACCOMPLISHMENTS          Installed Weather Station at Continental Sports Complex to maximize water conservation within all parks Resurfaced one tennis court and three basketball courts at Cheshire and Ponderosa Park Refurbished the concession and storage buildings at Guadalupe, Thorpe, Joel Montalvo Parks and Westside Little League Complex Overlaid asphalt on ½ mile of trail on the Ponderosa Trail near the Ponderosa Trails Park Installed a permanent outfield fence and warning track on Continental Field #5 for girls softball Upgrade existing light controls at the Continental Sports Complex and Mark Grace Field to the Musco Control Link lighting system Renovated and expanded the backstop at Mark Grace Field Coordinated with the Diamondbacks Foundation the renovation of the APS/Diamondbacks scoreboard at Mark Grace Field Repaired/Removed vandalism at City Parks, at an estimated cost of $ 21,314 FY 14 NEW INITIATIVES AND GOALS      Identify and implement changes at Bushmaster Park that addresses safety concerns and promotes increased park usage Incorporate Master Plan recommendations into ten (10) year Capital Improvements Plan Work with consultant on the renovation of Thorpe Park Disc Golf Course Make improvements to the Thorpe Park “Bark Park” Coordinate with Habitat Harmony and Game & Fish Wildlife Department the relocation of the Gunnison Prairie Dogs along the Rt. 66 BBB Streetscapes Annual Financial Plan Page 264 City of Flagstaff PUBLIC WORKS SECTION 26 PARKS PERFORMANCE MEASURES Council Priority: Repair, Replace, Maintain Infrastructure Goal: Maintain safe parks through active involvement in an integrated maintenance program that reflects a Service Level 3 Objective: Identify and complete maintenance tasks and inspections at all parks and park amenities Type of Measure: Output and Program Outcome Tool: Inspections and Inspection Reports Frequency: Bi-weekly Scoring: 100% Trend:  CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Conduct monthly inspections of parks and bi65% 70% 75% 75% weekly safety inspections of playground equipment Complete daily and weekly maintenance tasks 65% 65% 75% 75% at all park sites. Council Priority: Resilency and Preparedness Efforts Goal: Implement water saving strategies that protects our water resources by reducing 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:  CY 11 CY 12 CY 13 CY 14 * CY 10 Actual Actual Actual Estimated Proposed Measures: 49,303,470 Gallons Consumption 38,107,655 36,888,738 40,404,030 45,475,950 Target 48,317,400 47,351,052 46,404,030 45,475,950 Reduction Amount (10,209,745) (10,462,314) 0 *2% Target is based off of 2010 actuals Annual Financial Plan Page 265 City of Flagstaff PUBLIC WORKS SECTION: SECTION 26 PARKS 26-PARKS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2011-2012 $ 1,339,982 454,946 305,879 249,241 $ 2,350,048 Adopted Budget 2012-2013 $ 1,482,226 737,382 467,961 310,000 $ 2,997,569 Estimated Expenditures 2012-2013 $ 1,450,303 675,599 484,793 310,000 $ 2,920,695 Proposed Budget 2013-2014 $ 1,616,077 759,067 532,748 295,946 $ 3,203,838 Budget-Budget Variance $ 133,851 21,685 64,787 (14,054) $ 206,269 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PARK GROUNDS MAINTENANCE PARK BLDGS AND FACILITY MAINT 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 $ 110,193 507,487 23,676 343,920 60,888 150,631 22,174 903,669 9,305 130,605 87,500 2,350,048 $ 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 $ 108,656 786,545 28,648 416,992 83,762 202,765 40,896 1,051,500 28,663 162,268 10,000 2,920,695 $ 130,407 692,850 29,389 448,784 88,229 210,128 41,221 1,369,257 19,445 164,128 10,000 3,203,838 $ $ 3,203,838 3,203,838 $ 5,273 (79,887) 380 (19,466) 2,146 4,841 60 313,078 (9,218) (10,938) 206,269 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Parks operating budget has increased 8% and capital expenditures total $295,946 resulting in an overall net increase of 7%. Personal Services increases are due to 3.22 FTE staff increases as well as a market increase and an increase in benefit costs. The increase in FTE's, contractuals and commodities are related to the increase in service level of BBB recreation fields to a Service Level 2. Major capital (>$10,000) includes replacement items for various City parks, resurfacing basketball courts & concrete court overlay. Annual Financial Plan Page 266 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 13 ACCOMPLISHMENTS       Kept scheduled work at or above 80% and unscheduled below 20%.This does not include emergency situations (fires, snow storms) Scheduled work 97%; non scheduled 3%. Kept return work under .9%. Average Technician return work .04% Continued to train and certify public safety technicians. Ten training sessions were held. Two technicians hold two or more certifications. Maintain technician productivity above 90%. Averaged Technician productivity was 95%. Created working spreadsheet for pricing models. Conducted Fleet Service City Section meetings to communicate and educate Sections of operational issues that could decrease operational costs. FY 14 NEW INITIATIVES AND GOALS    Review price structure options and recommend a price structure that is competitive with industry standards. Evaluate Preventative Maintenance program and will implement equipment specific P/M’s and scheduling strategies. The goal is to prolong equipment life. Continue to train and certify public safety technicians. PERFORMANCE MEASURES Council Priority: Effective Governance Goal: Keep repair comebacks under .5%. Objective: To monitor Fleet Services work quality measuring and reducing comebacks. Type of Measure: Input Tool: Supervisor Inspection, H.T.E. repair order system/customer feedback Frequency: Weekly Scoring: .5% (Average score of all technicians on completed repair orders) Trend:  CY 11 CY 12 CY 13 Measures: Actual Actual Estimated Average percentage of repair come backs per 0.34% <0.04% <0.5% technician. Annual Financial Plan Page 267 CY 14 Proposed <0.5% City of Flagstaff PUBLIC WORKS SECTION: SECTION 27 FLEET SERVICES 27-FLEET SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2011-2012 $ 29,303 90,328 (272,521) $ (152,890) Adopted Budget 2012-2013 $ 247,237 102,151 (216,568) 1,024,670 $ 1,157,490 Estimated Expenditures 2012-2013 $ 123,067 99,097 (299,509) $ (77,345) Proposed Budget 2013-2014 $ 193,008 107,151 (340,002) 1,697,340 $ 1,657,497 Budget-Budget Variance $ (54,229) 5,000 (123,434) 672,670 $ 500,007 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION INVENTORY MANAGEMENT PREVENTIVE MAINTENANCE VEHICLE REPAIR POOL VEHICLES - CITY HALL POOL VEHICLES - SHOP OTHER SHOP WORK CATASTROPHIC / MAJOR REPAIR TOTAL $ (9,998) 73,445 121,161 (407,088) 5,168 176 64,246 (152,890) $ (54,557) 72,051 121,009 (186,726) 4,500 61,543 1,139,670 1,157,490 $ 978 71,777 82,907 (289,449) 6,801 49,641 (77,345) $ (70,232) 74,278 129,460 (248,685) 5,500 4,400 65,436 1,697,340 1,657,497 $ (15,675) 2,227 8,451 (61,959) 1,000 4,400 3,893 557,670 500,007 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 1,485,830 1,514 56,163 13,910 97 2,668 97,315 1,657,497 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 varies per hour based on the type of equipment and does not cover one-time and capital requests. Personal Services decreases are due to the elimination of a Mechanic I postion and are partially offset by market increases and retirement, workmer's compensation and health insurance benefit increases. Contractual increases are due to increases in builiding maintenance. Changes in commodities are due to the amount of funding set-aside in the catastrophic fund program, which is funded with unallocated fleet capital funds. Major capital items also include funding set-aside for the catastrophic/future vehicle replacement fund program. Annual Financial Plan Page 268 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 and Sections 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 13 ACCOMPLISHMENTS    Worked with City of Flagstaff Sections reviewing underutilized vehicles/equipment justifications and eliminating vehicles/equipment that are not needed. Twenty five vehicles were eliminated. Continued to track fuel usage by Section to decrease consumption usage. Fuel usage down 2.5%. Created a funding mechanism to accumulate money to replace and or repair aged vehicles/equipment. Created the Catastrophic Component Replacement Fund. FY 14 NEW INITIATIVES AND GOALS   Continue to track fuel usage to decrease fuel consumption by 2.5%. Create a tracking and funding mechanism for newly created equipment pool. PERFORMANCE MEASURES Council Priority: Effective Governance 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 Actual Percent of decrease in fuel used. 8.0% 5.0% 2.5% Annual Financial Plan Page 269 CY 13 Proposed 2.5% City of Flagstaff PUBLIC WORKS SECTION 27 FLEET MANAGEMENT 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 Estimated Proposed Number of vehicles to be eliminated 12 units 6 units 25 units 5 units Percentage of total vehicles 1.9% 1.3% 4.1% 1.0% Annual Financial Plan Page 270 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 Cemetery staff is responsible for the maintenance and management of the Citizens Cemetery performing services related to the opening and closing of graves, lot sales, record keeping, facility and grounds maintenance. The Cemetery staff also provides the opening and closing services for the Calvary Cemetery. FY 13 ACCOMPLISHMENTS       All concerns/complaints were addressed promptly. Addition of two Citizens Cemetery granite benches at the cemetery office, and one donated granite bench on cemetery grounds. Worked with the Veterans Administration to replace two weathered/damaged Veteran headstones within the Cemetery. Addition of new Citizens Cemetery sign and cantilever gate at the Cemetery’s entrance. Beautification to the Cemetery Office Island. Repaved and restriped the Cemetery Office parking lot. FY 14 NEW INITIATIVES AND GOALS     Continue planning and preparation of a new Veterans Section within Citizens Cemetery. Work with the Veterans Administration to replace weathered/damaged Veteran headstones within the Cemetery. Straighten/level headstones in section “F-North”. Coordinate with the American Legion on a solution for damaged bricks in Veterans Section “K”. PERFORMANCE MEASURES Council Priority: Resiliency and Preparedness Efforts 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: 100% Trend:  CY 11 CY 12 CY 13 Measures: Actual Actual Estimated Gallons Consumption 10,818,300 13,311,700 13,719,673 Target 14,285,374 13,999,666 13,719,673 2% reduction in gallons of water from previous year (291,538) (285,708) (279,994) Annual Financial Plan Page 271 CY 14 Proposed 13,445,280 13,445,280 (274393) City of Flagstaff PUBLIC WORKS DIVISON 28 CEMETERY Council Priority: Quality , Replace, Maintain 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: 25% Initial planning of project 50% Estimation of project 75% Budgeting of project 100% Completion of project Trend:  CY 11 Actual N/A Measures: Percentage of progress on new Veteran Section SECTION: CY 12 Actual 25% CY 13 Estimated 50% CY 14 Proposed 75% 28-CEMETERY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2011-2012 $ 144,431 23,777 23,063 116,974 $ 308,245 Adopted Budget 2012-2013 $ 11,682 35,472 169,246 $ 216,400 Estimated Expenditures 2012-2013 $ 11,823 29,064 175,513 $ 216,400 Proposed Budget 2013-2014 $ 4,815 34,132 165,629 $ 204,576 Budget-Budget Variance $ (6,867) (1,340) (3,617) $ (11,824) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL SERVICES OPENING AND CLOSING MAINTENANCE OF BUILDINGS MAINTENANCE OF GROUNDS TOTAL $ 48,522 171,506 5,773 82,444 308,245 $ 49,463 51,011 9,343 106,583 216,400 $ 168,258 10,510 5,700 31,932 216,400 $ 41,281 52,071 9,373 101,851 204,576 $ $ 204,576 204,576 $ (8,182) 1,060 30 (4,732) (11,824) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Cemetery operating budget has decreased 5%. There are no new or major (>$10,000) capital expenditures planned. Personal services decreased by 59% as a result of having personnel housed in a different division and now charging out time using workorders to the Cemetery section. The remaining Personal Services costs are for mechanical shop labor. Annual Financial Plan Page 272 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 13 ACCOMPLISHMENTS    Long Range Capital Improvements that Facilities Staff has project managed: Roof emulsion seals at Flagstaff Recreation Center, Phoenix Building, and City Warehouse; Visitor Center HVAC unit replacements; J. Lively Ice Rink cooling tower purchase and mounted the tower; Murdoch Center exterior door replacement. Asset Utilization: Chase Lease termination – staff integration into City Hall. City Hall projects: Remodels including Public Works/Utilities/Administration, Human Resources, and Community Development front counter; Administration carpet replacement; and removal, repair, and reinstallation of metal roof over northeast corner (Information Technology area). FY 14 NEW INITIATIVES AND GOALS    1% energy use reduction at City Hall. Long Range Capital Improvements coordinated by Facilities Maintenance staff: McPherson Center roof emulsion repairs; Coconino Warehouse roof emulsion; Flagstaff recreation fire annunciation system; Fire Station #5 exterior painting; Visitor Center HVAC unit replacement; Flagstaff Recreation Center lobby vinyl floor replacement; continue J. Lively Ice Rink Chiller Project (piping systems installation). City Hall projects: City Hall south metal roof repairs; carpet replacement in Fire Administration, Human Resources, and Public Works/Utilities/Staff Conference Room/bridge way/stairs; Staff Conference room new chair purchase; Best Lock Phase 2 (Second floor west) integration (carry over from FY13); lobby structural beam inspections; interior/exterior paint (areas to be determined); HVAC volume air (VAV) box replacements; and LED lighting upgrades. PERFORMANCE MEASURES Council Priority: Repair, Replace, Maintain Infrastructure, Resiliency and Preparedness Efforts Goal: To maintain infrastructure by the completion of facility assessment inspections and integrating findings into facilities work orders (repairs) and long range capital planning. The effectiveness of this measure contributes to Resiliency and Preparedness efforts, specifically by positioning the city for continued prosperity, protecting the city’s resources (buildings) which directly support emergency and other services, and providing continued accessibility. Objective: The objective is to inspect buildings in all areas (HVAC, plumbing, roofing, etc) and to maintain the building assessment inspection scores above 80%. This guarantees safe, functional, and reliable buildings. Type of Measure: Output and Program Effectiveness Tool: Inspection assessment Frequency: Yearly Annual Financial Plan Page 273 City of Flagstaff PUBLIC WORKS SECTION 29 FACILITIES MAINTENANCE Scoring: Green: >80%+ Progressing / average; Yellow: 70 – 79% Caution / warning; Red: Attention. This is the average score of all buildings assessed during the calendar year. Trend:  CY 11 CY 12 CY 13 Measures: Actual Actual Estimated Facility Assessment Average Score – Measures 64% 61% 65% quality of staff work, quality, and effectiveness. <70% Needs CY 14 Proposed 66% Council Priority: Resiliency and Preparedness Efforts Goal: Reduce energy consumption at City Hall. This Resiliency and Preparedness effort contributes to the reduction of demand, costs, and ensuring energy delivery. The goal also contributes to Sustainability efforts through the reduction of gas emissions. Objective: To contribute to Resiliency and Preparedness efforts through the implementation of policies, procedures, method changes, and strategies affecting energy use such equipment reductions, power and lighting controls, lighting upgrades/modifications (LED systems, sensor systems, lighting reductions), and operational/behavioral improvements to achieve our goals. Type of Measure: Input: City Hall annual kWh energy use from current calendar year to previous calendar year (CY). Tool: Naviline, My Energy Pro, Facilities staff Frequency: Yearly Scoring: Green: Reduction >1%; Yellow: 0 – 1% Increase; Red: Any increase. Trend:  CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed City Hall Electric Power Energy Use. Top Number = Total kWh 781,589 777,920 777,000 769,000 Bottom number = % increase or (%reduction). N/A (0.5%) (0.1%) (1.0%) Note - the percentage shown is the total year kWh consumption total shown as an increase or (reduction) from the previous calendar year. Annual Financial Plan Page 274 City of Flagstaff PUBLIC WORKS SECTION: SECTION 29 FACILITIES MAINTENANCE 29-PUBLIC FACILITIES MAINTENANCE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2011-2012 $ 691,312 639,538 (57,872) $ 1,272,978 Adopted Budget 2012-2013 $ 705,109 506,182 (226,950) $ 984,341 Estimated Expenditures 2012-2013 $ 660,448 552,256 (186,620) $ 1,026,084 Proposed Budget 2013-2014 $ 720,742 542,878 (262,996) $ 1,000,624 Budget-Budget Variance $ 15,633 36,696 (36,046) $ 16,283 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CUSTODIAL SERVICE STRUCTURAL AND OTHER MAINTENANCE MAINT - MECH, ELECT AND PLUMB MILLIGAN HOUSE APS BUILDING PROSECUTORS BUILDING PHOENIX BUILDING CATASTROPHIC PROGRAM TOTAL $ 357,056 85,647 517,868 263,285 10,342 254 17,253 21,273 1,272,978 $ 299,610 86,249 309,461 231,663 16,398 12,560 28,400 984,341 $ 307,119 94,249 327,000 238,286 15,930 15,100 28,400 1,026,084 $ 297,663 91,508 288,071 268,098 15,930 10,954 28,400 1,000,624 $ (1,947) 5,259 (21,390) 36,435 (468) (1,606) 16,283 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 717,072 79,530 34,129 9,529 61,212 99,152 1,000,624 COMMENTARY: The Public Facilities Maintenance operating budget has increased 2% overall and there are no capital expenditures (>$10,000). Personal Services increases are due to a market increase and an increase in benefits costs. $53,066 in ongoing requests and $16,900 in one-time requests were approved. Ongoing and one-time expenditures are for mechanical shop labor, training, motor vehicle parts, custodial services, janitorial services, building maintenance, utilities increases and miscellaneous maintenance necessities. Although there were increases requested for facilities expenditures in the Commodities section, the increase in Contra Workorder Charges distort the budget presentation. Annual Financial Plan Page 275 City of Flagstaff PUBLIC WORKS 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 13 ACCOMPLISHMENTS                         Upgraded HVAC system at the Aquaplex pool which has resulted in better air quality and consistent air temperatures Sealed and acid washed portions of the pool which has improved overall viability and appearance. Installed new tile in locker room showers at the Aquaplex which has generated positive feedback Retrofitted lights in the pool area of the Aquaplex that has resulted in a better lit and lower cost scenario. Hosted a Youth Town Hall with over 30 youth in attendance Re-vamped Senior Olympics and re-named to Montoya Games providing year round activities including nontraditional sports such as billiards and chess. Worked with County staff on a Fashion Show fund raiser for potential offset of new carpeting at the Joe C Montoya facility The Joe C Montoya Center partnered with Flagstaff Medical Center to offer free health screenings to seniors. Joe C Montoya Center partnered with AARP to provide free tax preparation for about 400 individuals. Implemented the Dew Downtown Flagstaff Urban Ski and Snowboard Festival, which has become the cornerstone of Winterfest activities in Flagstaff. Implemented 13 family friendly events, including the Easter Eggstravaganza, Concerts in the Park, Children’s Music and Arts Festival and Halloween Harvest. Created a newsletter to notify businesses and residents in the downtown area of upcoming events and issues that may impact them. Dew Downtown Flagstaff Urban Ski and Snowboard Festival received an award from Arizona Parks and Recreation Association for the “most Outstanding Community Event.” Teamed with various organizations around the City including the Flagstaff Library and Heritage Square Trust to bring Arizona Centennial Themed activities to the Community during July, Parks and Recreation Month. Developed a new adult coed hockey league with 130 participants. Established players board for all sports leagues th Held baseball camps, for the 9 year at full capacity Athletics Department key contributor to developing a new agreement for City concessions. Conducted “hockey clinics” to improve player’s skills during off season. On-line registration has improved and is being utilized for more programs, including Adult Hockey League, swimming lessons, and Dew Downtown registration Hosted Special Olympics skating events at Jay Lively Activity Center Purchase and installed electrical panel for new chiller system. Hosted three weeks of hockey camps during the summer months. Moved and realigned dasher board/entrance doors to align with warming room entrance.  Successful Daddy Daughter Ball held at the Joe C Montoya Community and Senior Center  Multiple successful Blood drives held at all Recreation facilities Annual Financial Plan Page 276 City of Flagstaff PUBLIC WORKS       SECTION 30 RECREATION SERVICES Conducted successful Earth Day clean Up event (15 kids participated). All fulltime Recreation staff attended various Customer Service and supervisory Trainings. Successful re‐introduction of Community Yard Sale that had been discontinued for a few years. 4 Brand new flat panel TV’s installed at Flagstaff Recreation Center. In partnership with the Flagstaff Sports Foundation took 50 kids to Az Cardinals vs Denver Broncos game. Flagstaff Recreation Center partnered with Boys & Girls Club to take 20 kids to NAU tailgate party at the NAU vs Southern Utah football game. FY 14 NEW INITIATIVES AND GOALS                Expand Contract Instructor program to offer greater diversity of classes and programs. Research and introduce therapeutic aquatics programs. Create a winter holiday special event at the Aquaplex to attract families, school and youth groups. Expand Montoya Games to include snowshoeing event and other athletic offerings. Continue to provide excellent customer service to our community through staff trainings. Work with County staff to continue fundraising efforts to purchase carpeting for the Joe C Montoya facility. Develop new adult coed hockey league player’s board. Increase number of participants in the coed hockey league Increase total number of out of community tournaments to increase revenue. Run all electrical and coolant lines for backup chiller system. Install and begin utilizing new chiller system. Repair/replace green locker room doors with a better system. Increase Facility rentals. Especially in the mornings during the months of August – May when the center does not open until 1pm. Create more partnerships with Community based public Service agencies. Establish Mock Interview program with other Parks & Recreation oriented agencies for NAU & CCC Parks & Recreation students. PERFORMANCE MEASURES Council Priority: Effective Governance 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, program surveys, direct staff observations, and staff performance evaluations. Frequency: Monthly, Quarterly & Yearly Scoring: 85% Trend:  CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Results of the culmination of participant 85% 94% 90% 90% surveys, observations and performance, with a Target rating of 100% of staff rated good or excellent. Annual Financial Plan Page 277 City of Flagstaff PUBLIC WORKS SECTION 30 RECREATION SERVICES Council Priority: Effective Governance 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Results of the culmination of participant 91% 94% 95% 95% surveys, with a Target rating of 90% of the overall experience rated good or excellent. Council Priority: Fund existing and consider expanded recreational services Goal: Fiscal Accountability – Revenue and Expenses of all Recreation Programs – Adult 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Targeted cost recovery of 100% of adult 96% 95% 95% 100% programs following established philosophy. Council Priority: Fund existing and consider expanded recreational services Goal: Fiscal Accountability – Revenue and Expenses of all Recreation Programs – Youth 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Targeted cost recovery of 50% for youth 96% 95% 100% 100% programs following established philosophy. Note: a 100%score = 50% cost recovery. Annual Financial Plan Page 278 City of Flagstaff PUBLIC WORKS SECTION 30 RECREATION SERVICES Council Priority: Fund existing and consider expanded recreational services 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 11 Actual 64% CY 12 Actual 60% CY 13 Estimated 62% CY 14 Proposed 65% Council Priority: Fund existing and consider expanded recreational services Goal: Maintain or 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Participation growth Note: a score of 100% = 100% 95% 90% 80% 10% of growth, 90% = 5% to 10% growth , 80% = 1% to 5% growth, 70% = no growth, 60% = decline Annual Financial Plan Page 279 City of Flagstaff PUBLIC WORKS SECTION: SECTION 30 RECREATION SERVICES 30-RECREATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2011-2012 $ 1,979,419 746,322 355,388 229,251 $ 3,310,380 Adopted Budget 2012-2013 $ 1,860,103 980,607 366,358 15,000 $ 3,222,068 Estimated Expenditures 2012-2013 $ 1,851,021 986,824 365,883 15,000 $ 3,218,728 Proposed Budget 2013-2014 $ 1,866,268 952,685 402,716 40,000 $ 3,261,669 Budget-Budget Variance $ 6,165 (27,922) 36,358 25,000 $ 39,601 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ATHLETIC PROGRAMS FLAGSTAFF RECREATION CENTER JOE C. MONTOYA COMM / SR CENTER COGDILL CENTER YOUTH COMMISSION JAY LIVELY ACTIVITY CENTER COMMUNITY SERVICES / EVENTS AQUAPLEX NORTH COUNTRY KILLIP GRANT TOTAL $ 465,937 241,930 257,855 184,649 151,572 2,637 528,413 121,164 1,346,843 9,380 3,310,380 $ 529,268 257,098 257,418 192,595 120,000 5,370 457,875 128,611 1,253,618 20,215 3,222,068 $ 504,472 255,136 257,418 192,295 124,620 5,226 457,875 130,388 1,271,083 20,215 3,218,728 $ 431,347 279,822 265,035 232,474 70,000 517,428 150,248 1,300,890 14,425 3,261,669 $ $ 3,261,669 3,261,669 $ (97,921) 22,724 7,617 39,879 (50,000) (5,370) 59,553 21,637 47,272 (5,790) 39,601 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Recreation operating budget has increased less than 1% and has a capital expenditure of $40,000 for a net increase of 1%. Personal Services increases are due to a market increase and an increase in benefit costs. The Contractual decrease is mainly related to reduction of the support for Boys and Girls Club based on a contract. Some contractuals increased related to maintenance and utilities. One-time items include power purchase related to the solar project, pool repairs, and the Downtown Dew event. Commodities increases are related to one-time items including building renovations and flooring. There is major capital (>$10,000) expenditures for general improvements ($15,000) and an ice rink dehumidifier ($25,000). Annual Financial Plan Page 280 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 13 ACCOMPLISHMENTS           Successfully constructed course, harvested snow and made snow for the Dew Downtown Ski and Snowboard festival Staff attended and presented “Lessons Learned from Flagstaff Arizona” at the National Snow and Ice Conference in Estes Park Colorado. Repaired dam at Lake Mary for Utilities Worked with Burlington Northern Railroad to improve the Ponderosa Parkway and San Francisco street railroad crossings. Paved a portion of the Karen Cooper urban trail to reduce maintenance needs. Staff identified the needs to overlay a section of Old East Route 66, and the work was paid for with the Pavement preservation program funds. Staff initiated a policy and procedure to keep snow from being plowed onto sidewalks. Purchase of two (2) All wheel drive motor graders for the budgeted funds within the budget. This was accomplished with a state contract; trade in of two (2) motorgraders and the trade in of one (1) dozer. This helped accomplish the goal of reducing the fleet. With the help of and intern, we collected data to complete a streetlight inventory. Conducted a signal reliability modification project using capital monies. This project installed Uninterruptible Power Sources and video detection equipment at various signalized intersections throughout the City. FY 14 NEW INITIATIVES AND GOALS        Work with the Flagstaff Metropolitan Planning Organization to complete a sidewalk inventory. Cross training of staff within Public Works to become more efficient in maintenance operations. Research efficiencies within operations to reduce fuel usage. Use a completed streetlight audit to provide a comprehensive document that Arizona Public Service and the City can use for maintenance and billing purposes. Work with Fleet management committee to reduce the Fleet. Review street sweeping operations to identify efficiencies within the operation. Complete a signal project using capital monies to upgrade electrical services and install Uninterruptible Power Sources at the remaining signalized intersections that need upgraded. Annual Financial Plan Page 281 City of Flagstaff PUBLIC WORKS SECTION 32 STREETS PERFORMANCE MEASURES Council Priority: Resiliency and Preparedness Efforts Goal: Maintain snow priorities within set timeframes. Objective: 0 – 4” 1st priorities. 2nd priorities plowing 4-8” 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimate Proposed Complete 2nd priorities while maintaining 1st 98% 98% 98% 98% priorities. Council Priority: Repair, replace, maintain 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimate Proposed Patch potholes within 24 hours of notification. 99% 99% 99% 99% Potholes patched 1,245 1,515 Council Priority: Repair, replace, maintain 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimate Proposed Percentage of signals operating without 88% 90% 90% 95% deficiencies at time of inspection. Completion of inspections as scheduled (3 times 59% 90% 100% 100% annually) Annual Financial Plan Page 282 City of Flagstaff PUBLIC WORKS SECTION: SECTION 32 STREETS 32-STREET MAINTENANCE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2011-2012 $ 1,993,845 706,014 865,437 186,791 $ 3,752,087 Adopted Budget 2012-2013 $ 2,207,058 710,823 805,328 760,000 $ 4,483,209 Estimated Expenditures 2012-2013 $ 2,177,435 709,748 735,331 812,289 $ 4,434,803 Proposed Budget 2013-2014 $ 2,369,305 717,423 840,842 200,000 $ 4,127,570 Budget-Budget Variance $ 162,247 6,600 35,514 (560,000) $ (355,639) $ $ $ $ $ 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 AUTO MALL TOTAL $ 226,991 365,772 687,044 381,042 1,251,099 199,655 539 377,472 202,473 60,000 3,752,087 $ 350,220 291,446 1,323,984 351,621 1,127,466 291,167 1,900 381,702 363,703 4,483,209 $ 211,434 241,039 1,207,069 315,368 1,443,821 242,701 1,258 377,135 334,978 60,000 4,434,803 $ 370,957 231,837 754,591 337,246 1,417,673 288,818 1,900 381,702 342,846 4,127,570 $ $ 4,127,570 4,127,570 $ 20,737 (59,609) (569,393) (14,375) 290,207 (2,349) (20,857) (355,639) SOURCE OF FUNDING: HIGHWAY USER REVENUE FUND COMMENTARY: The Streets Maintenance operating budget has increased 6% and capital expenditures total $200,000 resulting in an overall a net decrease of 8%. Personal Services increases are due to market increases, employee rezones and increases to benefit costs. In addition, .55 FTE in Temporary Equipment Operators was added for snow removal. Contractuals increases are due to increases to building maintenance. Commodities increases in motor vehicle parts and street repair materials are for street sweeping and snow removal. Major capital (>$10,000) includes dust abatement tank & pump ($20,000), two solar messaging boards ($90,000), and street signal improvements ($90,000). Annual Financial Plan Page 283 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 13 ACCOMPLISHMENTS                  Collections - Draft plan & proposal to implement same day residential collection services for trash and recycling to improve service and operational efficiency City Wide. Carryover from 2012. Collections/Landfill - Collaborated with FFD on continued wood chip grinding and hauling. The wood chips will be utilized as ADC at the landfill. Collections/Landfill - Collaborated with the US Forest Service to haul 600 CY of wood chips to be used as ADC at the Landfill. Landfill - Upgrade to the Landfill Auto Scale software and hardware. Collections/Landfill - Developed staff for career succession using NAU Computer Training Center, Arizona Governmental Training Service 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 – Development of the Integrated Waste Management Plan over a four year period to help determine triggers for implementation of waste programs in the Solid Waste Section. FY 13 was the first of the four year process. 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 - Drainage improvements and Haul Road Extensions. Landfill/Collections - Establish a performance bench mark program for administrative staff. Landfill - Performed an audit of the waste that is being disposed of in the Cinder Lake Landfill. The data collected will be used to support future planning in the Solid Waste Section. Landfill - Performed drilling within the south borrow pit at the landfill. The cores from the drilling are being analyzed to determine excavation costs and alternative uses of basalt rock. 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. Inert Material Pit - Implemented co-op with Street Section to provide dozer training for operators. Landfill - Implemented Machine Control Technology for landfill daily cell construction. Collections/Landfill - Cross trained with other Public Works Managers. FY 14 NEW INITIATIVES AND GOALS   Landfill - Examination of soil resources and future liner/cap construction. Carryover from 2013. Landfill – Continued development of the Integrated Waste Management Plan over a four year period to help determine triggers for implementation of waste programs in the Solid Waste Section. FY 14 is the second year of the four year process. Annual Financial Plan Page 284 City of Flagstaff PUBLIC WORKS             SECTION 41 SOLID WASTE Landfill - Feasibility study to determine the potential future use of paper pulp millings as an alternative cap and liner in solid waste cells. Carryover from 2013. Landfill - Development of an excavation plan for Sequence D, which consists of a 33 acre site located to the south of Cinder Lake Landfill. Carryover from 2013. Administration - Cross training with Fleet Service and Public Works administrative staff and will assume additional administrative responsibilities. Carryover from 2013. 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. This will help staff to prepare any remedial action that is deemed necessary. Carryover from 2013. Landfill - Reconstruction of northwest corner of Sequence B-4 with the implementation of a passive landfill gas collection system. Carryover from 2013. Collections/Landfill - Procure Solid Waste business management software that will integrate collection programs with the landfill programs. Carryover from 2013 Landfill - Replace truck scales. Landfill - Addition of 1000 linear feet of litter fencing. Landfill - Conduct Tier II Landfill Gas Analysis. Collections - Develop effective, sustainable equipment replacement alternatives providing cost savings & greater longevity. Collections - Reach out to new partners for potential IGA’s to increase recycling tonnage and market share. Collections - Develop further route restructuring and efficiency strategies to continue operational cost savings with the goal of reducing the Solid Waste fleet. PERFORMANCE MEASURES Council Priority: Maintain and deliver quality, reliable and resilient infrastructure Goal: Initiate the development of an Integrated Waste Management Plan. (4-Year Plan) Objective: CY 13 - 1. Determine the volume of basalt in the south borrow pit and potential alternative uses and markets for crushed basalt materials (aggregate). 2. Complete analysis of Gas Feasibility Study and make recommendation for future gas project. 3. Conduct a feasibility analysis on the use of the paper sludge to perform as an alternative liner material. 4. If the analysis on the paper sludge is favorable for use as liner material, staff will prepare a proposal to ADEQ for approval of using paper sludge as an alternative liner. Type of Measure: Outcome Tool: CY12-Landfill document started, CY13-Landfill document completed, FY14-Collections document; FY15Other Agencies Agreements and documents/Final Plan. Frequency: Quarterly reports to Division Head and annual reports to council. Scoring: CY12-Landfill 25%, CY13-Landfill 50%, CY14-Collectons 75%, CY15-Other Agencies/Complete 100%. Trend:  CY 11 CY 12 CY 13 CY 14 Measures: Actual Estimate Estimate Estimate % of tasks to be completed that make up the N/A 25% 50% 75% Solid Waste Management Plan. Annual Financial Plan Page 285 City of Flagstaff PUBLIC WORKS SECTION 41 SOLID WASTE Council Priority: Regional Plan- Natural and Cultural Resources and the Environment 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 11 CY 12 CY 13 Measures: Actual Actual Estimate % of 600 tons collected, by curbside 10.06% 15.01% 20% (60.41 tons) (90.08 tons) (120 tons)  CY 14 Proposed 30% (180 tons) Growth / increase determined by economic factors; CY 11 total from Mar. thru Dec.; CY12 from Jan- Dec; CY13 & CY 14 anticipated program growth. Annual Financial Plan Page 286 City of Flagstaff PUBLIC WORKS SECTION: SECTION 41 SOLID WASTE 41-SOLID WASTE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2011-2012 $ 3,391,320 (743,926) 1,604,707 843,397 $ 5,095,498 Adopted Budget 2012-2013 $ 3,270,214 2,963,462 1,619,412 3,184,194 $ 11,037,282 ` Expenditures 2012-2013 $ 3,148,222 2,834,729 1,611,871 2,608,400 $ 10,203,222 Proposed Budget 2013-2014 $ 3,339,109 3,237,462 1,617,899 1,089,996 $ 9,284,466 Budget-Budget Variance $ 68,895 274,000 (1,513) (2,094,198) $ (1,752,816) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION RESIDENTIAL COLLECTION COMMERCIAL COLLECTION SANITARY LANDFILL BIN MAINTENANCE - RESIDENTIAL BIN MAINTENANCE - COMMERCIAL HOIST AND HAUL LANDFILL OUTSIDE CONTRACT RECYCLING - CURBSIDE COLLECTION INERT MATERIAL LANDFILL COMMERCIAL RECYCLING COMMERCIAL SALES COUNTY - HOIST AND HAUL PUBLIC WORKS YARD IMPROVEMENT MUNICIPAL SVC MAINTENANCE FACILITY LANDFILL MAINTENANCE BUILDING PUBLIC WORKS YARD STUDY METHANE MITIGATION NW TIER TWO ADEQ REQUIRED SCHULTZ FIRE BAER GRANT SUBSURFACE GEO STUDY DEBT SERVICE TOTAL $ 473,657 1,610,586 2,118,342 (1,234,659) 40,808 61,665 393,889 247,549 800,982 1,238 472,168 2,962 440 1,425 6,780 1,005 9,749 20,659 66,253 5,095,498 537,420 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 $ 11,037,282 434,308 1,780,928 2,351,745 3,062,897 11,976 71,669 375,833 287,821 891,042 2,510 868,183 6,310 58,000 $ 10,203,222 $ 555,790 1,604,152 2,053,240 2,135,259 67,269 90,122 411,141 267,117 905,492 2,500 592,424 7,960 42,000 250,000 25,000 25,000 250,000 9,284,466 $ $ 9,284,466 9,284,466 $ 18,370 (194,514) (338,426) (1,171,598) 2,062 27,540 14,611 (2,773) (13,081) (287,007) (58,000) 250,000 25,000 (275,000) 250,000 (1,752,816) SOURCE OF FUNDING: ENVIRONMENTAL SERVICES FUND COMMENTARY: The Environmental Services operating budget had a slight increase of 4.4% and capital expenditures total $1,089,996 resulting in an overall net decrease of 16%. Personal Services increased by 2% due to a market increase and an increase in benefit cost as offset by reduced hours related to pick up services. Contractuals increased by 9% with a minimal decrease in commodities. One-time expenditures for this division are for internal work requests. Major capital (>$10,000) includes capital equipment and capital improvements ongoing at the landfill. Annual Financial Plan Page 287 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 serves the community and municipal organization through policy development, project implementation, leadership, and education. The Program provides practical and innovative solutions to increase efficiencies and improve resourceful practices in the following areas: energy efficiency, renewable energy, fleet management, recycling, composting, open space, community agriculture, and climate resiliency and preparedness. The Sustainability Program works with all City divisions to integrate sustainability by initiating policy and providing technical assistance, research, and best practices. The Environmental Management Program works with all City divisions to ensure City operations are in compliance with federal and state environmental regulations. This includes regulatory compliance for asbestos, lead-based paint, industrial stormwater, and indoor air quality. This program also includes the Hazardous Product Center (HPC). 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. FY 13 ACCOMPLISHMENTS         The Sustainability Program installed 862 kilowatts of solar renewable energy systems at Wildcat Hill Wastewater Treatment Plant, City Hall and Flagstaff Aquaplex. The Sustainability Program completed the ARRA-funded Energy Retrofit Program. The grant program provided 375 energy retrofits and 424 energy audits, resulting in estimated annual savings of 1,220,180 kWh and $128,119 in utility costs for Flagstaff residents. With a $2.389,000 grant from Arizona State Parks, the Sustainability Program managed the acquisition of 477.8 acres of conservation land at Picture Canyon. Required matching funds were provided from the 2004 Open Space bond initiative as recommended by the Open Spaces Commission. The Sustainability Program implemented an online energy management system which will help Divisions monitor, budget and report its operation’s energy while identifying opportunities for optimal performance and increased efficiency. In coordination with internal and external partners, the Sustainability Program completed the Resiliency and Preparedness Study which assessed the City’s risk and vulnerability to weather-related impacts. The Study also identified policy, planning and project opportunities to better prepare for these impacts. The Environmental Management Program received approval from the Arizona Department of Environmental Quality (ADEQ) for the plan submitted to mitigate tar deposits in the Rio de Flag flood control channel north of Paramount Petroleum. The plan will cost the city approximately $200,000 to implement and save the City over $1 Million (the cost of the U.S. Army Corps of Engineers plan for mitigation). No violations were found during the recent inspection by the ADEQ regarding storm water compliance at the Cinder Lake Landfill, City Yard, and Pulliam Airport. Partnered with Hunts Building Center, HomCo ACE Hardware and The Lite Company to accept all fluorescent lamps at these in-town business locations for recycling. Annual Financial Plan Page 288 City of Flagstaff PUBLIC WORKS SECTION 43 SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT FY 14 NEW INITIATIVES AND GOALS         Achieve Municipal Sustainability Plan goals: reduce municipal energy consumption 5% from 2009 levels; reduce municipal fuel use 5% from 2010 levels; reduce municipal water consumption 5% below 2012 levels; reduce municipal paper consumption 25% from 2010 levels; and achieve 80% recovery rate of recycled materials at municipal facilities. Complete Phase III of solar renewable energy installations. Acquire conservation land on Observatory Mesa through the Growing Smarter Grant process and Observatory Mesa Open Space approved bonds. Expand the Community Agriculture Project to include the Hebets Community Garden and O’Leary Street Community Garden. This will bring the total to four gardens. Implement year-round phone book recycling at the Hazardous Products Center. Continue evaluation of in-town collection location for electronics, televisions, batteries, and fluorescent lamps. Evaluate use of computer work order systems for approval to disturb building materials in city facilities including verification that materials do not contain regulated levels of asbestos prior to any removal or construction work. Evaluate ability to collect bulk samples for asbestos analyses of drywall materials in new city facilities that do not have asbestos surveys including all new Fire Stations, the Aquaplex, and the Fire Operations building at Pulliam Airport. Annual Financial Plan Page 289 City of Flagstaff PUBLIC WORKS SECTION 43 SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT PERFORMANCE MEASURES Council Priority/Goal: Resiliency and Preparedness / Regional Plan Community Facilities and Services. Goal: Promote the reduction of energy (electric, natural gas, fuel) consumption in the municipal organization and the Flagstaff community. Objective: Track progress in reducing energy use. Type of Measure: Program effectiveness. Tool: Energy consumption and fuel use. Frequency: Annual municipal inventory, every other year community inventory Scoring: Acceptable = any decrease in measures. Cautionary = a 1 to 15% increase in measures. Unacceptable = more than 15% increase in measures. Trend:  acceptable decrease in measures FY 10 FY 11 FY 12 FY 13 FY 14 Measures: Actual Actual Actual Estimate Proposed Municipal energy consumption in 53,748 46,375 52,589 49,960 48,000 megawatt hours Municipal fuel use in gallons 450,094 426,826 419,400 398,430 380,000 N/A 1,583 1,597 4,227 4,800 N/A 49,117 55,271 52,507 50,000 CY 10 Actual CY 11 Actual CY 12 Estimate (yet to be calculated) CY 13 Estimate FY 14 Proposed 1,366,288 N/A 1,300,000 N/A (study is done every 2 years) 1,000,000 Community fuel use in gallons 46,127,359 N/A 45,500,000 N/A 43,000,000 Community GHG emissions in MTCO2e 1,044,159 N/A 1,000,000 N/A 9,000,000 CY 10 Actual CY 11 Actual CY 12 Actual CY 13 Estimate FY 14 Proposed 53 89 99 115 130 2,700 6,400 3,607 4,500 4,500 Municipal renewable energy generation in megawatt hours Municipal GHG emissions in MTCO2e* Measures: Community energy consumption in megawatt hours Measures: Community garden participants Community garden production in pounds *MTCO2e = Metric Tons of Carbon Dioxide equivalent Annual Financial Plan Page 290 City of Flagstaff PUBLIC WORKS SECTION 43 SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT Council Priority: Resiliency and Preparedness / Regional Plan Natural Cultural Resources and the Environment. Goal: Increase residential energy efficiency in the Flagstaff community through the Energy Rebate Program (implemented January 2013). Objective: Track program participation and number of energy efficient appliances and insulation installed and successful utilization of UniSource and grant funding. Type of Measure: Program effectiveness Tool: Reports, participant information Frequency: Monthly and quarterly reports Scoring: Acceptable = any increase in energy rebates distributed in the community. Cautionary = a 1 to 30% decrease. Unacceptable = more than 30% decrease. Trend:  CY 2013 CY 2014 Measures: Estimate Proposed N/A (program Number of households/ Number of residents 90/225 served ends in 2013) N/A (program Estimated energy savings (kWh) 275,000 ends in 2013) N/A (program Estimated utility savings ($) $17,000 ends in 2013) N/A (program Estimated GHG emissions (lbs CO2e) 142,000 ends in 2013) Council Priority: Resiliency and Preparedness Efforts 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 residential participation and electronic waste disposal. Cautionary for residential and small business waste tonnage (-17%). CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimate Proposed Number of residential visitors to the HPC Residential and Small business waste hazardous waste tonnage Residential and Small business waste electronics tonnage Annual Financial Plan 3,137 3,259 3,400 3,500 71 tons 59 tons 55 tons 71 tons 90 tons 95 tons 100 tons 105 tons Page 291 City of Flagstaff PUBLIC WORKS SECTION 43 SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT Council Priority: Resiliency and Preparedness Efforts Goal: Reduce energy consumption and use of natural resources through reuse and recycling of electronics and reuse of latex paint at the Hazardous Products Center (HPC). Objective: Monitor tonnage at the HPC to evaluate the effectiveness of the program. Type of Measure: Input Tool: Track electronics and paint tonnages. Frequency: Monthly with quarterly and annual reporting Scoring: Acceptable = increase or less than 10% decrease in tonnage, Cautionary = 10 to 30% decrease in tonnage, Unacceptable = more than 30% decrease in tonnage. Trend:  Increasing for latex paint reuse and electronics reuse and recycling. CY 11 Actual 19 CY 12 Actual 22 CY 13 Estimate 25 CY 14 Proposed 28 317,000 kWh 367,000 kWh 417,000 kWh 467,000 kWh 364,000 lbs CO2 422,000 lbs CO2 479,000 lbs CO2 537,000 lbs CO2 $79,000 $92,000 $104,000 $117,000 CY 11 Actual CY 12 Actual CY 13 Estimate CY 14 Proposed 90 95 100 105 Estimated energy saved reusing and recycling electronics 3.5 million kWh 3.7 million kWh 4.0 million kWh 4.1 million kWh Estimated reduction in carbon dioxide emissions reusing and recycled electronics Cost Savings (reduced materials consumption reduces energy needed to produce materials) 5.7 million pounds 6.1 million pounds 6.4 million pounds 6.7 million pounds $361,000 $381,000 $401,000 $421,000 CY 11 Actual CY 12 Actual CY 13 Estimate CY 14 Proposed 3.8 million kWh 4.1 million kWh 4.4 million kWh 4.6 million kWh 298 houses for a year 318 houses for a year 345 houses for a year 360 houses for a year $440,000 $473,000 $505,000 $538,000 Measures: Number of tons reused latex paint Estimated amount of energy saved reusing latex paint Estimated reduction in carbon dioxide emissions reusing latex paint Cost Savings (Average cost of gallon of paint $25 gallon) Measures: Tons of electronics collected for reuse and recycling Measures: Energy Savings from reusing latex paint and electronics Equivalent Annual Household Electrical Use using U.S, Average of 12,773 kWh per year Total Energy Cost Savings from reusing latex paint and reusing/recycling electronics Annual Financial Plan Page 292 City of Flagstaff PUBLIC WORKS SECTION: SECTION 43 SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT 43-SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2011-2012 $ 701,604 408,471 38,234 $ 1,148,309 Adopted Budget 2012-2013 $ 707,120 289,090 111,227 $ 1,107,437 Estimated Expenditures 2012-2013 $ 672,348 375,136 120,887 $ 1,168,371 Proposed Budget 2013-2014 $ 582,477 227,507 63,447 $ 873,431 Budget-Budget Variance $ (124,643) (61,583) (47,780) $ (234,006) $ $ $ $ $ EXPENDITURES BY PROGRAM: SUSTAINABILITY ENVIRONMENTAL MANAGEMENT CONSERVATION ENERGY MANAGEMENT ENERGY EFF CONSERVATION GRANT LIVING CITIES GRANT EECBG PROGRAM INCOME DEPT ENERGY PROGRAM GRANT TOTAL $ 249,972 461,735 146,977 250,352 29,006 10,267 1,148,309 $ 278,245 506,449 170,243 47,000 50,000 12,000 43,500 1,107,437 $ 252,745 469,367 169,221 47,000 84,632 101,906 43,500 1,168,371 $ 287,671 542,160 20,000 23,600 873,431 $ $ 873,431 873,431 $ 9,426 35,711 (170,243) (27,000) (50,000) 11,600 (43,500) (234,006) SOURCE OF FUNDING: ENVIRONMENTAL MANAGEMENT COMMENTARY: The Sustainability and Environmental Management operating budget has decreased 21% and there are no capital expenditures. Personal Services witnessed a decrease of 18%, with the transfer of the conservation program to the General Fund. Also the cost of the .48 FTE of a Volunteer Coordinator is offset by the reduction of the Environmental Aide position. Contractual decreases of 21% are due to the transfer of the conservation program and the end of the energy grant. The decrease in commodities of 43% can be attributed in part to the transfer of the conservation program and the reduction within the green energy programming. Annual Financial Plan Page 293 City of Flagstaff Annual Financial Plan Page 294 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 Page 295 City of Flagstaff Annual Financial Plan ECONOMIC VITALITY Economic Vitality 18/38/78/84 1 Division Director (Economic Vitality) CVB 84/85 1 CVB Director Airport 38 1 Airport Director 1 Administrative Specialist CVB 84 Community Investment 18/78 1 Economic Development Manager 1 Administrative Specialist Visitor Center 85 1 Visitor Center Manager 1 Airport Operations/ARFF Manager Marketing and PR Page 296 1 Marketing and PR Manager 1.5 Admin Specialist 6 Airport Operations/ARFF Specialist 2.43 Admin Assistant 2 Creative Services Specialist 1 Public Relations Specialist 2 Sales Specialist .5 Maint Worker (Temp) 1 Administrative Specialist 1 Business Retention and Expansion Mgr 1 Community Design and Redevelopment Mgr 1 Community Design and Redevelopment Project Administrator City of Flagstaff ECONOMIC VITALITY SECTION 18/78 ECONOMIC DEVELOPMENT 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 13 ACCOMPLISHMENTS            Hired Economic Development Manager, bringing best in class economic development programming and business development to the City of Flagstaff. Key areas of focus are: increased outreach to small and large businesses; re-positioning Flagstaff as a business-friendly City; outreach and image focused marketing across multiple channels; increased outbound attraction efforts; connectivity with stakeholders and businesses in the region Successfully negotiated the sale of Lots 12 and 13 in the Auto Park for Chrysler commercial trucking division and Fiat. Responded to 21 inbound, non-retail inquiries (13 PIF’s from the Arizona Commerce Authority, three requests for information from site selection companies and five requests from non-retail businesses) interested in locating in Flagstaff. Conducted 150 outreach meetings with regional and national commercial real estate executives, businesses and stakeholders interested in learning more about investing or locating in Flagstaff. Assisted eight new retailers in locating to Flagstaff (REI, Natural Grocers, Sprouts, Dunkin Donuts, Chic-Filet, Verde Valley Olive Oil, Jimmy Johns and Some Burros) provided market analysis, demographics, Community Development “handoffs”, site selection, advocacy and workforce development. Conducted 25 traditional marketing engagements (interviews by reporters, press releases, advertisements and speaking engagements) Assisted with the expansion of Flagstaff Mall/Marketplace by providing data and retail referrals to Westcor/Macerich. th Facilitated 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. Received $4 million dollar EDA grant for development and construction of the Business Accelerator at Innovation Mesa. Submitted RSOQ to design build community. Produced marketing overview and capabilities presentation and presented to regional business owners, stakeholders and commercial real estate representatives. Attended ICSC in Las Vegas, successfully positioned Flagstaff’s competitive advantages to various retailers looking to expand in the next 12-36 months. Presented custom, needs based, market analysis to 15 prequalified companies. Annual Financial Plan Page 297 City of Flagstaff ECONOMIC VITALITY                       SECTION 18/78 ECONOMIC DEVELOPMENT Enhanced BR&E program and reached out to 12 qualified businesses, stakeholders and entrepreneurs. Programming focused on business advocacy and needs analysis outreach with small and large business owners. Conducted local outreach to 250 businesses, entrepreneurs, stakeholders, real estate agents and developers in Flagstaff to present economic development services. Expanded Buxton data and analytics outreach to include a holistic market analysis using multiple data sources depending on the businesses’ needs; provided market analysis to 41 existing businesses, real estate developers and retail prospects. Identified, promoted and facilitated available grant and incentive opportunities to local businesses. Successfully partnered and facilitated technical grant writing with Joy Cone on 2012 ACA rural grant program receiving a $100,000 award. This is the third year in a row the City has successfully partnered with a qualified company, and received full market share for Northern Arizona. Received and implemented $200,000 revolving loan fund from NACOG. Leveraged funds with NACET, ECoNA and County to create a regional capital program for qualified area businesses. Maintained B3 program to include at least 12 business interviews, documenting performance. Continued staff support of NACET creating 40 high wage/low impact jobs. Project Manager for a major expansion of one of the City’s largest employers that includes managing the City’s internal team (Community Investment, Utilities, Community Development and Legal) and the client’s senior management and internal and external legal council. Early founding members and contributors to STEM consortium, successfully worked to have Council adopt STEM resolution, establish STEM gateway signage with ADOT, provided support for STEM coordinator position and currently working with Phoenix based science center to establish a satellite center in downtown Flagstaff. Advanced 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. Created “tool box” of resources for the business community including: workforce training opportunities; federal, state and local grant and incentive programs; site selection; market analysis; demographic overview; and business advocacy/navigation of City Hall. Assisted with the expansion of Aspen Place by providing data and retail referrals to Red Development. Continued financial and personnel support to SEDI, ECoNA, Flinn Foundation, and Science Foundation Arizona. Continued leadership support to ECoNA in the areas of Business Retention and Expansion, and Business Attraction. Assisted Airport Director and City management in the pursuit of an additional air carrier/new route. Continued building relationship with Community Development Division, by providing support and a “bridge” to companies that are expanding or locating in Flagstaff. Established Customer Relationship Management system for Economic Development Staff allowing for increased, targeted outreach. Updated flagstaffprospector.com with new look and economic development tools. Created and established Flagstaff Commercial Real Estate Networking Group and Flagstaff Capital Group to increase connectivity between “dealmakers” and City Hall, as valuable resources for expansion and attraction purposes. Created Commercial Real Estate Group, Flagstaff Capital Group and City of Flagstaff Community Investment Group on LinkedIn to increase outreach and communication with business and stakeholders. Created and established Business Assistance Kiosk at City Hall. Full redesign of cityofinnovation.com website. Newly designed site focuses on providing best in class economic development tools online and positions the City of Flagstaff as a great place to work, live and play. Annual Financial Plan Page 298 City of Flagstaff ECONOMIC VITALITY SECTION 18/78 ECONOMIC DEVELOPMENT FY 14 NEW INITIATIVES AND GOALS                    Expand economic development outreach to 300 small and large businesses, entrepreneurs, stakeholders, real estate executives and developers in Flagstaff to present economic development services. Expand Business Retention and Expansion program to include at least 80 business interviews, to include some or all of the following tools: stakeholder needs analysis; B3 interviews; Economic Development toolbox; incentive and grant overview; advocacy and coordinating for the business community and City Hall. Advance community efforts for workforce development by strengthening relationships with various private, public, not for profit and educational agencies. Identify and promote available grant and incentive opportunities to all local businesses, continue to successfully partner with qualified companies, facilitate appropriate application(s), secure award(s) and manage award(s). Promote, educate and award local businesses(s) on revolving loan fund for expansion or attraction purposes. Provide custom, needs based, market reports to 30 existing businesses, 15 real estate developers and 20 retail prospects. Add at least 10 new and expanding retailers to the community, targeting established developments and infill opportunities. Add three new non-retail businesses and start-ups to the general community. Facilitate the addition of new APS Substation to provide power to the Airport Business Park to support commercial and industrial business expansion. Continue financial and personnel support to ECoNA, STEM Consortium, Flinn Foundation and Science Foundation Arizona. Continue leadership support of 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 locating or expanding. Expand outreach efforts to local businesses, real estate community, industry groups/associations and banking community to provide overview of Economic Development “toolbox” of services. Partner with Airport Director to secure a second airline/route. Facilitate and complete design and award construction contract for Business Accelerator on Innovation Mesa. Continue working with NACET to provide assistance in creating 50 new jobs. Continue supporting entrepreneurial environment through outreach with SBDC/CCC, NACET and various other groups working to diversify and strengthen our economic base. Create and market site renderings for undeveloped space at the Airpark and various other high traffic/use areas within the City to encourage new development and increase economic base. Advance community connectivity with stakeholders, businesses and developers in other markets to increase deal flow, correctly position Flagstaff’s opportunities and provide more resources to local business community. Annual Financial Plan Page 299 City of Flagstaff ECONOMIC VITALITY SECTION 18/78 ECONOMIC DEVELOPMENT PERFROMANCE MEASURES Council Priority: Retain, expand, and diversify economic base. 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: Business outreach programs, trend analysis, market analysis, City, State and Federal grant and incentive programs, revolving loan fund, ECoNA, staff advocacy, workforce development tools, NACET and other business performance programs. Frequency: Regular contact via phone, email, and in-person business visits, speaking engagements, CityofInnovation.com updates, quarterly e-newsletter and educational outreach. Scoring: Retaining 95% of Flagstaff’s major employers (75 or more employees). Trend:  CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Local businesses retained and/or expanded 95% 95% 95% 95% Expand workforce through the creation of high N/A N/A 75 100 wage/low impact jobs Council Priority: Retain, expand, and diversify economic base. 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: Arizona Commerce Authority, ECoNA, CityofInnovation.com, FlagstaffProspector.com, trade shows, outbound lead generation, advertising and other marketing materials, and generating appropriate lead referrals from existing companies. Frequency: Planned sales missions and trade shows to strategically targeted regions/industries to meet with high wage/low impact business owners, commercial real estate executives and multipliers. Ongoing marketing programs that connect and engage with high wage/low impact business owners, commercial real estate executives and multipliers through web, social media, public relations and advertising. Scoring: Respond to 100% of qualified leads with/from ECoNA, Arizona Commerce Authority, site locators, and existing companies. City of Flagstaff Economic Development staff to conduct 150 sales calls to qualified businesses interested in locating to Flagstaff. Trend:  CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Respond to qualified new business leads 100% 100% 100% 100% Outbound, business development to businesses, N/A N/A 150 200 commercial real estate executives and stakeholders looking to locate or invest in Flagstaff. Annual Financial Plan Page 300 City of Flagstaff ECONOMIC VITALITY SECTION 18/78 ECONOMIC DEVELOPMENT Council Priority: Retain expand and diversify economic base. 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, Real Estate networking group, Capital community group, Development Review Process, Zoning Code, Regional Plan, Incentive Policies, Retail Analysis, business assistance kiosk, community outreach and other data research Frequency: Regular cityofinnovation.com and social media updates, regular business/industry 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 11 CY 12 CY 13 CY 14 Actual Actual Estimated Proposed Measures: Transition viable projects to DRB/IDS process 80% 85% 90% 90% Square footage of new locates Economic N/A N/A 85,000 100,000 Development staff have assisted Annual Financial Plan Page 301 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 To protect and enhance the quality of life and economic prosperity by creating, enhancing, and preserving the sense of place, local character, and the cultural diversity and heritage of Flagstaff. PROGRAM DESCRIPTION Our mission is accomplished through a series of programs briefly described as follows: Arts and Sciences – With guidance from the Beautification and Public Art Commission, this program delivers a variety of public art programs and projects throughout the City. In addition, arts, science, and cultural opportunities in Flagstaff are fostered by our work with Flagstaff Cultural Partners, providing direct technical and financial support to non-profit and private agencies engaged in these fields. Beautification - With Beautification and Public Art Commission oversight and in accordance with the provisions of the Lodging, Restaurant and Lounge (BBB) Tax, this program delivers streetscapes, landscaping, building, and signage improvement programs and projects (Section 74). The program includes small grants for historic preservation projects and smaller beautification projects, as well as initiating, executing, and maintaining medium and large projects of this nature. Community Design – For development review and economic development customers, and for the City of Flagstaff, staff provide direct professional architectural, engineering, and landscaping demonstrations and services, reconciling the various goals for a particular project. In addition, as a part of the DRB process, and in accordance with the Zoning Code, staff measures development application compliance with established site and building standards that are designed to protect and enhance the character of Flagstaff. Heritage Preservation – Under the direction of the Heritage Preservation Commission, and in accordance with the Zoning Code, staff coordinates the protection of archeological and architectural cultural resources, including the designation of landmarks, specialized design review in established districts, impact analysis within the DRB process, technical and design assistance, grant oversight, and coordination with State and Federal agencies. Redevelopment – This program seeks to foster redevelopment of sites, districts, and neighborhoods through the recommendation and development of policies and incentives, beautification projects, and planning. Within this program, staff supports the downtown and east side districts. Additionally, the Brownfield Land Recycling Program provides technical support and incentives for the redevelopment of underutilized sites or sites that may be contaminated. Annual Financial Plan Page 302 City of Flagstaff ECONOMIC VITALITY SECTION 18/71/73 COMMUNITY INVESTMENT FY 13 ACCOMPLISHMENTS                        Secured grants and donations to supplement the programs of CD&R  EPA 2012 Brownfields Community-wide Assessment Grant ($700,000)  NPS Route 66 FUTS Rest Stop Interpretive Signs Grant ($8,750)  Route 66 FUTS Rest Stop landscaping donation ($2,500)  “Sockdolager” sculpture donation, located in City Hall lobby ($125,000) Furthered community partnerships  Ongoing collaboration with Flagstaff Cultural Partners  Founded a professional organization of architects in Flagstaff  Provided technical support to the Town of Clarkdale, the Town of Camp Verde, and the Hopi Tribe  Secured donation of a collection of historic photographs to Cline Library  Completed Inter-governmental Agreements for the Arizona Route 66 Coalition (EPA Grant). Furthered community outreach by launching innovative web-based site (VisionFlagstaff.com) and “Flagstaff Quality of Life” Survey. Facilitated Beautification and Public Art Commission development of Public Art Guidelines. Facilitated hiring of Project Manager for the Arts Incubator Feasibility Study; continued participation in Arts Incubator Steering Committee. Completed public art projects, including Then and Now, sculpture at the Aquaplex, and Lumberyard Mural. Participated in Arts & Economic Prosperity IV Study. Facilitated Beautification and Public Art Commission development of Beautification Guidelines. Completed beautification projects, including additional landscaping at Route 66 FUTS Rest Stop, Fourth Street Banners, Downtown Thermometer, and Woodlands/Beulah Medians. Initiated beautification projects: Butler Avenue Medians, East Flagstaff Gateway, Route 66 Planter, Milton Road Signs, and Heritage Square Lighting. Professional design services provided, include Snow Play Parking, Aquaplex Storage Shed, Court House Studies, City Hall LID and Signage Project, Public Library ADA Access and Signage, and Innovation Mesa. Significant participation in City’s development of the Zoning Code and Regional Plan, as well as the County’s Fort Valley Corridor Study. Ongoing development review, notably the NAIPTA Outdoor Advertising and City Hall Solar Power Project. Facilitated Heritage Preservation Commission development of Historic Facades and Signs Grant Guidelines. Completed heritage preservation project - Interpretive signage at Route 66 FUTS Rest Stop. Implemented new Cultural Resource Study provisions of the Zoning Code. Significant Cultural Resource Studies brought to Heritage Preservation Commission: Lowell Observatory, Public Works Yard, and 611 W. Birch Avenue. Pending designation of local landmarks: Picture Canyon, Buffalo Park, Water Treatment Plant, Freight Station, and Yeager Residence. Pursued various solutions to preserve and address neglect at significant abandoned historic property, located downtown south of the railroad tracks. Implemented the Arizona Route 66 Coalition Communities EPA 2012 Brownfields Community-wide Assessment Grant with the cities of Holbrook and Winslow, and Coconino and Navajo Counties. Continued development of Enhanced Service Districts for downtown and east Flagstaff. Continued development of the Redevelopment and Infill Policy. 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 Page 303 City of Flagstaff ECONOMIC VITALITY SECTION 18/71/73 COMMUNITY INVESTMENT FY 14 NEW INITIATIVES AND GOALS                Continue grant seeking, using said funds to leverage the execution of other goals. Maintain a high level of community partnering; continue ongoing collaborations and continue to provide technical support to northern Arizona neighbors. Maintain a high level of community engagement and outreach through the implementation of VisionFlagstaff.com and “Flagstaff Quality of Life” Survey. Continue to provide excellent customer service for external and internal customers. Bring Art Incubator Feasibility Study and subsequent planning to City Council. Install significant public art piece (i.e., Rendezvous Sculpture). Initiate public art component of East Flagstaff Gateway. Construct beautification projects, including Fort Valley Road Enhancements, Butler Avenue – North Edge, and East Flagstaff Gateway. Program and/or initiate beautification projects arising from launch of VisionFlagstaff.com Complete Beautification Project Inventory. Review and update beautification project maintenance protocols. Designate additional public and private properties as local landmarks. Continue with development, adoption, and implementation of the Redevelopment and Infill Policy. Maintain the EPA 2012 Brownfields Community-wide Assessment Grant. Continue to support Downtown and East Flagstaff district formations and operations. PERFORMANCE MEASURES Council Priority: Retain, expand, and diversify economic base. Goal: Create, enhance and preserve the quality of life in Flagstaff for continued economic prosperity. Objective: Flagstaff has a high quality of life; and, an improved quality of life through Community Design and Redevelopment programs. Type of Measure: Outcome Tool: Ongoing online survey Frequency: Tallied quarterly Scoring: 1 (Low) through 5 (High); 3 = Neutral Trend:   CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimate Proposed Average score of survey asking respondents to N/A N/A <3 <3 rate Flagstaff as a place to live. Measures: Average score of survey asking respondents to rate if CD&R programs have improved the quality of life in Flagstaff. Annual Financial Plan CY 11 Actual N/A Page 304 CY 12 Actual N/A CY 13 Estimate <3 CY 14 Proposed <3 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 18 COMMUNITY INVESTMENT 18-COMMUNITY INVESTMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2011-2012 $ 205,163 6,337 13,451 1,450 $ 226,401 Adopted Budget 2012-2013 $ 166,633 117,243 41,825 875,000 $ 1,200,701 Estimated Expenditures 2012-2013 $ 160,008 97,953 20,175 200,500 $ 478,636 Proposed Budget 2013-2014 $ 162,210 98,453 28,315 324,000 $ 612,978 Budget-Budget Variance $ (4,423) (18,790) (13,510) (551,000) $ (587,723) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COMMUNITY DESIGN REINVEST AND ECONOMIC DEV DOWNTOWN MANAGEMENT BROWNFIELDS BROWNFIELDS ASSESSMENT FY13 TOTAL $ 119,143 33,911 569 64,857 7,921 226,401 $ 126,285 69,001 5,415 1,000,000 1,200,701 $ 130,547 62,321 4,268 281,500 478,636 $ 128,201 66,277 418,500 612,978 $ 1,916 (2,724) (5,415) (581,500) (587,723) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 478,774 14,800 13,892 5,455 44,347 2,035 4,756 48,919 612,978 COMMENTARY: The Community Investment operating budget has decreased 11% and capital expenditures total $324,000, resulting in an overall net decrease of 49%. The capital expenditures of $324,000 relate to the Brownfield grant funded projects. Increases in Personal Services for market and benefit costs are offset by salary savings from personnel turnover. Annual Financial Plan Page 305 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 78 ECONOMIC DEVELOPMENT 78-ECONOMIC DEVELOPMENT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2011-2012 $ 162,198 754,746 34,811 275,860 $ 1,227,615 Adopted Budget 2012-2013 $ 204,855 1,173,261 11,139 $ 1,389,255 Estimated Expenditures 2012-2013 $ 216,109 777,622 21,593 $ 1,015,324 Proposed Budget 2013-2014 $ 212,987 737,170 18,728 $ 968,885 Budget-Budget Variance $ 8,132 (436,091) 7,589 $ (420,370) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION INCUBATOR PROGRAM CONTRIBUTIONS BUSINESS RETENTION AND EXPANSION BUSINESS ATTRACTION INNOVATION MESA REC - EXPAN TGEN N.FACILITY SW WINDPOWER COMMERCE ACA RURAL GRANT 2011 ACA RURAL GRANT 2013 DEBT SERVICE TOTAL $ 47,444 263,276 99,494 93,402 85,395 80,000 302,749 255,855 1,227,615 $ 61,921 265,844 139,500 100,371 124,966 202,500 60,000 434,153 1,389,255 $ 60,514 263,554 139,500 99,044 138,559 60,000 254,153 1,015,324 $ 37,619 265,947 64,500 90,241 155,025 100,000 255,553 968,885 $ $ 968,885 968,885 $ (24,302) 103 (75,000) (10,130) 30,059 (202,500) (60,000) 100,000 (178,600) (420,370) SOURCE OF FUNDING: ECONOMIC DEVELOPMENT FUND COMMENTARY: The Economic Development budget has decreased 30% and there are no capital expenditures. Personal Services increases are due to a market increase and an increase in benefit costs. The budget decrease is primarily due to changes in the level of grants, the transfer of the Science Foundation program to the Arts and Science Section ($50,000), the reduction in programs supported via contributions, and the timing of the Innovation Mesa Project which affected Debt Service and Contractuals. Commodities increases were due to the budget restructure between Contractual and Commodities. Annual Financial Plan Page 306 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 13 ACCOMPLISHMENTS              Improved facilities and enhanced customer service through remodeled airline counters and enhancements to Airport Administrative Offices. Obtained grant funding from the FAA for the “Aircraft Storage Area” to reconstruct failing asphalt in the aircraft storage area (known as the Westplex). Completed joint seals replacement on concrete ramp in front of the terminal; funded with a grant provide by Arizona Department of Transportation Aeronautics Division. Completed FAA grant funded project to reconstruct south half of taxiway and replace lights and signs. Through the efforts of Airport staff, the Airport remained open and had no snow closures this year. Hosted fifth annual Armed Forces Day Open House. Worked with US Airways to increase passenger enplanement by 3% in 2012. Completed Air Rescue Firefighting training for staff and maintained FAA compliance. Completed a discrepancy-free FAA Certification and Safety inspection. Maintained full occupancy of Airport general aviation storage hangars and shade storage facilities. nd Airport Director was elected 2 Vice-President of the Board of Directors for Arizona Airports Association. Flagstaff Pulliam Airport won Tourism Recognition Award as an economic driver for the State. Flagstaff Pulliam Airport won 2012 Arizona Transportation Partnering Excellence Award. FY 14 NEW INITIATIVES AND GOALS          Release a Request for Proposal for additional air carrier service to Flagstaff; and, obtain a successful bidder. Continue work with FAA to replace the Instrument Landing System. Work with Real Estate and Economic Development Staff to lease parcels in the Airport Business Park. Complete the planning for pavement replacement in the aircraft storage area. Maintain full occupancy of general aviation hangars and shade storage facilities to maximize revenues. Streamline Airport operations and maintenance costs to preserve budget dollars. Plan and host sixth 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. Annual Financial Plan Page 307 City of Flagstaff ECONOMIC VITALITY SECTION 38 AIRPORT PERFORMANCE MEASURES Council Priority: Repair, Replace, Maintain 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Percentage of scheduled commercial flights 3.1% 2.2% 3.0% 3.0% cancelled Council Priority: Retain, Expand and Diversify Economic Base 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, SCASDP grant/RFP process 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 11 Actual -2.2% CY 12 Actual +3.0% CY 13 Estimated +1.0% CY 14 Proposed +1.0% Council Priority: Community Facilities and Services (Including 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Percentage of emergency call responses within 100% 100% 100% 100% three minutes Annual Financial Plan Page 308 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 38 AIRPORT 38-AIRPORT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2011-2012 $ 628,092 348,130 137,544 41,551 $ 1,155,317 Adopted Budget 2012-2013 $ 640,883 1,161,553 155,074 $ 1,957,510 Estimated Expenditures 2012-2013 $ 601,551 360,816 139,582 $ 1,101,949 Proposed Budget 2013-2014 $ 651,646 1,161,010 143,433 $ 1,956,089 Budget-Budget Variance $ 10,763 (543) (11,641) $ (1,421) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION SAFETY AND SECURITY SNOW CONTROL MAINTENANCE - BLDGS AND GROUNDS MAINTENANCE - RUNWAY AND TAXIWAY AIRPORT COMMISSION SMALL COMM AIR SVCS DEVELOPMENT TOTAL $ 506,883 104,435 71,799 409,045 63,025 130 1,155,317 $ 412,849 137,008 86,369 424,851 96,133 300 800,000 1,957,510 $ 428,903 110,701 71,588 430,845 59,612 300 1,101,949 $ 490,373 111,277 74,803 401,721 77,615 300 800,000 1,956,089 $ $ 1,956,089 1,956,089 $ 77,524 (25,731) (11,566) (23,130) (18,518) (1,421) SOURCE OF FUNDING: AIRPORT FUND COMMENTARY: The Airport operating budget has decreased 1% and there are no capital expenditures (>$10,000) in this section. Personal Services increases are due to a market increase and an increase in benefits costs. Decreases in Contractuals and Commodities are due to prior year one-time items, as well as current year budget reductions. There are no one-time requests. An ongoing increase in utilities has been authorized for $20,787. The Small Comm Air Svcs Development is funded by a grant for the full $800,000. Annual Financial Plan Page 309 City of Flagstaff ECONOMIC VITALITY SECTION 71 ARTS AND SCIENCE MISSION To protect and enhance the quality of life and economic prosperity by creating, enhancing, and preserving the sense of place, local character, and the cultural diversity and heritage of Flagstaff. PROGRAM DESCRIPTION With guidance from the Beautification and Public Art Commission, this program delivers a variety of public art programs and projects throughout the City. In addition, arts, science, and cultural opportunities in Flagstaff are fostered by our work with Flagstaff Cultural Partners, providing direct technical and financial support to non-profit and private agencies engaged in these fields. For planning purposes, the administration and implementation of the programs and activities of this section are combined with Section 1807 (Community Design), 71 (Arts and Science), and Section 73 (Beautification General Administration), and are planned comprehensively. See Section 18, Community Investment, for greater detail. FY 13 ACCOMPLISHMENTS  See Section 18, Community Investment. FY 14 NEW INITIATIVES AND GOALS  See Section 18, Community Investment. PERFORMANCE MEASURES See Section 18, Community Investment. Annual Financial Plan Page 310 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 71 ARTS AND SCIENCE 71-ARTS AND SCIENCE EXPENDITURES BY CATEGORY: CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2011-2012 $ 392,092 890 $ 392,982 Adopted Budget 2012-2013 $ 375,600 3,056 258,400 $ 637,056 Estimated Expenditures 2012-2013 $ 384,010 3,000 25,000 $ 412,010 Proposed Budget 2013-2014 $ 405,683 3,123 233,400 $ 642,206 Budget-Budget Variance $ 30,083 67 (25,000) $ 5,150 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION CONTRACTUAL SERVICES PUBLIC ARTWORK PARTNER CONTRIBUTIONS RIORDAN MANSION TOTAL $ 53 293,000 4,424 69,825 25,680 392,982 $ 100 290,000 261,956 65,000 20,000 637,056 $ 100 290,000 36,910 65,000 20,000 412,010 $ 183 340,000 237,023 65,000 642,206 $ $ 642,206 642,206 $ 83 50,000 (24,933) (20,000) 5,150 SOURCE OF FUNDING: ARTS AND SCIENCE FUND COMMENTARY: The Arts and Science operating budget has increased by 8% due to the Science Foundation program transfer from the Economic Development section to the Arts and Sciences section, partially offset by the elimination of funding for the Riordan Mansion ($20,000). There are capital expenditures of $233,400, resulting in an overall net budget increase of 1%. One-time expenditures for this division are: $15,000 for the Flagstaff Cultural Partners and $50,000 for the Science Foundation. Minor fluctuations in year-to-year budgets relate to specific program needs each year while maintaining adequate fund balance. The Capital Public Art Work includes $200,000 for a public art project for Beautification and $33,400 for the East Flagstaff Gateway. Annual Financial Plan Page 311 City of Flagstaff ECONOMIC VITALITY SECTION 73 BEAUTIFICATION MISSION To protect and enhance the quality of life and economic prosperity by creating, enhancing, and preserving the sense of place, local character, and the cultural diversity and heritage of Flagstaff. PROGRAM DESCRIPTION The Beautification General Administration program is the personnel component for Arts and Sciences, Beautification, Community Design, Heritage Preservation, and Redevelopment. For planning purposes, the administration and implementation of the programs and activities of this Section are combined with Section 1807 (Community Design), 71 (Arts and Science), and 73 (Beautification General Administration) and are planned comprehensively. See Section 18, Community Investment, for greater detail. FY 13 ACCOMPLISHMENTS  See Section 18, Community Investment. FY 14 NEW INITIATIVES AND GOALS  See Section 18, Community Investment. PERFORMANCE MEASURES See Section 18, Community Investment. Annual Financial Plan Page 312 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 73 BEAUTIFICATION 73-BEAUTIFICATION GENERAL ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2011-2012 $ 91,021 22,995 2,092 $ 116,108 Adopted Budget 2012-2013 $ 173,214 31,625 1,150 $ 205,989 Estimated Expenditures 2012-2013 $ 138,834 48,877 3,480 $ 191,191 Proposed Budget 2013-2014 $ 126,034 48,375 900 $ 175,309 Budget-Budget Variance $ (47,180) 16,750 (250) $ (30,680) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION COMMISSION WHEELER PARK LIGHTING RIORDAN MANSION ENHANCED SERVICE DISTRICT TOTAL $ 93,167 18,931 2,855 1,155 116,108 $ 112,398 25,000 68,591 205,989 $ 109,736 455 25,000 56,000 191,191 $ 130,309 25,000 20,000 175,309 $ $ 175,309 175,309 $ 17,911 (48,591) (30,680) SOURCE OF FUNDING: BEAUTIFICATION FUND COMMENTARY: The Beautification operating budget has decreased 15% and there are no capital expenditures. Personal Services decreases include the reduction of 1.0 FTE for the Manager of Enhanced Service District. Contractual has an increase due to a one time expenditure in Enhanced Service District's other miscellaneous services. The Commodities decrease is due to decreases in food. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 313 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 77 EDA REVOLVING LOAN FUND 77-EDA REVOLVING LOAN FUND - ECONOMIC DEVELOPMENT EXPENDITURES BY CATEGORY: Actual Expenditures 2011-2012 $ $ - Adopted Budget 2012-2013 $ $ - Estimated Expenditures 2012-2013 $ $ - Proposed Budget 2013-2014 $ 220,000 $ 220,000 Budget-Budget Variance $ 220,000 $ 220,000 EDA REVOLVING LOAN FUND $ - $ - $ - $ 220,000 $ TOTAL $ - $ - $ - $ 220,000 $ $ $ 220,000 220,000 CONTRACTUAL TOTAL EXPENDITURES BY PROGRAM: 220,000 220,000 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: This is a new fund in FY 2014. The EDA Revolving Loan Fund is funded 100% from a Northern Arizona Council of Government (NACOG)Economic Development Administration (EDA) Grant. NACOG, as Grantee, operated a revolving loan fund and wished to transfer the funds to the City, as Grantee, final transfer amount of $217,268. The purpose of the grant is to provide micro-loans for Economic Development in the community business sector. Annual Financial Plan Page 314 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 13 ACCOMPLISHMENTS                Increased BBB revenues by 6.3% (thru Jan 2013) through targeted media advertising plan, enhanced leisure and group sales, and increased public relations efforts. Conducted research, photo shoot, focus groups and presentations to staff, Tourism Commission, stakeholders and city council on re-imaging campaign and launched campaign in May. Secured the International Planetary Defense Conference for 2013 during shoulder season attended by 300 people with an estimated $365,000 economic impact. Secured three different International Conferences for 2014 that will bring an average of 500 people for each conference over a three week time period. These three conferences are anticipated to generate $1 million dollars in lodging revenues over the three week time frame. th Secured the 50 anniversary Ford Mustang Pony Ride which will bring up to 500 Ford Mustangs through Flagstaff during shoulder season of 2014 with an estimated $40,000 economic impact. Developed and led two Flagstaff and northern Arizona sales missions to Germany, France and Belgium, met with 70 trade professionals in 40 offices in 9 cities. Early results include addition to Flagstaff in four new fly drive itineraries, and a 2013 group tour with 10 departures that will each stay for 2 nights in Flagstaff. US based International Receptive operators indicate that bookings into Flagstaff have increased from 9-14% during 2012. Created French language collateral materials for tour operators promoting “Family friendly” Flagstaff. Additionally, the Route 66 walking tour has been translated for use by our French visitors. Both pieces were translated by professionals free of charge to the CVB. Developed a new “Guide to Educational and Recreational Experiences for Student Groups”. This guide targeted the student tour operators and teachers will be used as a resource to solicit student tours by the CVB, hotels and local attractions. Guide distributed to six Flagstaff attractions and four hotels. Increased Flagstaff’s presence and follower engagement on social media sites; Follower totals on Twitter 3,987 and Facebook fans 40,556. Our social media fans and followers have increased 14.9%. Created VisitFlagstaff profiles on Instagram and Pinterest and began posting and increasing followers. Conducted the Flagstaff Travel Sweepstakes on Flagstaff, Arizona Facebook fan page. Received total of 510 entries from 2,487 visits to the site. Organized individual itineraries for 32 travel writers and hosted one group familiarization tour for 10 international journalists in partnership with the Arizona Office of Tourism. Increased public relations presence in Canada by participating in the Arizona Office of Tourism’s Vancouver Media Marketplace and Canadian Traveler Magazine’s Discover America Day. Public Relations generated $1.1 million in value for calendar year 2012. Produced and printed the 2013 Flagstaff Visitor Guide, revised with fold-out City map and expanded travel information, providing increased benefit to Flagstaff tourism businesses. Annual Financial Plan Page 315 City of Flagstaff ECONOMIC VITALITY SECTION 84 CONVENTION AND VISITORS BUREAU   Placed more than 250 print ads, web banners and email blasts in both national and international markets. Enhanced internal customer service by providing marketing support to other divisions within the city.  Procured professional website development company to create the CVB’s new consumer website. FY 14 NEW INITIATIVES AND GOALS                 Meeting/Events/Sales to partner with a minimum of 2 stakeholders on co-op advertising for the trade magazines that target Astronomy, Adventure Traveler, Biotech and Sciences to acquire a minimum of two more meetings leads. Create a quarterly tracking form to improve targeted marketing efforts for meetings and tour travel. Perform quarterly site visits by various staff to keep up-to-date on area attractions and hotels. Develop a baseline measurement of the number of tour operator and trade professional direct, in person, contacts made annually reaching a minimum of 300 trade contacts during FY14 with a 1% increase in overall leads. Utilize Educational Guide for Student groups to assist in securing two new student group tour bookings. Create a product inventory of Australian tour operators to determine the amount of Flagstaff product currently available in the Australian market. Conduct additional photo shoots for images to utilize in the newly launched advertising campaign and consumer website, as well as for the inclusion in the Flagstaff CVB photo library utilizing local photographers. Strengthen re-imaged branding by redesigning the 2014 Flagstaff Visitor Guide, CVB sales kits and all other marketing collateral as well as oversee the new website. Translate and produce the Explore Flagstaff guide in Japanese, Chinese and Italian to join existing translations in Spanish, French and German. Increase PR value of earned media by two percent (2%) through increased presence in key markets. Create a comprehensive social media plan to Increase fan/follower engagement on Visit Flagstaff social media sites, including Twitter, Facebook, Instagram and Pinterest, by three percent (3%) through contests, interactive elements and providing timely up-to-date information. Establish a blog for destination Flagstaff updated weekly with relevant and timely information. Continue strategic collaboration between Visitor Services, PR, Sales and Marketing programs to create a cohesive destination message. Increase PR value of earned media in meetings and tour and travel industry publications by three percent (3%). Cultivate partnerships with statewide stakeholders such as the Arizona Office of Tourism, CVBs, and Chambers of Commerce, to build and/or expand the knowledge of Flagstaff’s offerings. Utilize memberships in organizations such as the Public Relations Society of America and Western Association of CVB’s to reach out to new audiences. Create a quarterly E-newsletter specifically for media contacts with Flagstaff news and updates. Annual Financial Plan Page 316 City of Flagstaff ECONOMIC VITALITY SECTION 84 CONVENTION AND VISITORS BUREAU PERFORMANCE MEASURES Council Priority: Retain, expand, and diversify economic base 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 SECTION: CY 11 Actual $5,368,990 CY 12 CY 13 CY 14 Actual Estimate Proposed $5,667,320 $5,750,000 $5,850,000 *figure through January 2013 84-CONVENTION AND VISITORS BUREAU EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2011-2012 $ 541,618 588,532 97,399 $ 1,227,549 Adopted Budget 2012-2013 $ 561,571 652,198 96,932 $ 1,310,701 Estimated Expenditures 2012-2013 $ 547,700 672,837 105,902 $ 1,326,439 Proposed Budget 2013-2014 $ 600,448 804,785 113,047 $ 1,518,280 Budget-Budget Variance $ 38,877 152,587 16,115 $ 207,579 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION MARKETING AND PROMOTION SALES PUBLIC RELATIONS FILM OFFICE MILLIGAN HOUSE TOTAL $ 580,468 549,036 69,586 27,709 750 1,227,549 $ 603,865 579,726 78,040 33,320 750 15,000 1,310,701 $ 590,644 602,025 70,215 31,180 850 31,525 1,326,439 $ 643,180 727,150 85,780 42,120 750 19,300 1,518,280 $ $ 1,518,280 1,518,280 $ 39,315 147,424 7,740 8,800 4,300 207,579 SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Tourism budget has increased 16% and there are no capital expenditures (>$10,000). Personal Services have increased 7% as a result of city wide market increases and benefit costs, as well as an organizational restructure. One-time requests include $189,700 of which $169,200 is for marketing and promotion, $8,500 for Sales, $9,000 for Public Relations, and $3,000 is for maintenance and structures. Ongoing authorizations total $10,710 comprised of $8,210 for Marketing and Promotion,and $2,000 for the Milligan House maintenance and structures. Differences between the FY 2014 budget and items listed above are due to prior year one-time authorizations. Annual Financial Plan Page 317 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 13 ACCOMPLISHMENTS        Assisted 51,008 visitors in the first seven months of the fiscal year and 87,272 in calendar year 2012. Enhanced 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. Maximized partnerships through Referral Program receiving 134 for the year. Grand Canyon Ticket Kiosk generated 517 sales. Participated in First Friday Art Walk to promote visitor services. Developed and provided on-site opportunities, such as educational forums, informational displays and programs to enhance both the visitor and local community’s experience. Coordinated with Amtrak, BNSF and other City sections/programs to improve the visitor experience at the Train Station through facility upgrades and enhancements. FY 14 NEW INITIATIVES AND GOALS          Increase visitor walk-ins by 2% through enhanced programming. Increase VC referral program feedback by 2%. Increase awareness of Grand Canyon Ticket Kiosk. Expand Visitor Center (VC) outreach to include downtown businesses located south of the train station. Enhance the referral program by stronger engagement of hotel front line staff. Continue to create new tourism learning opportunities by reaching out to local organizations. Increase survey customer service ratings through interior facility enhancements. . Work with the City of Flagstaff’s Beautification department and maintenance staff to improve exterior property. Complete signage for Amtrak. Annual Financial Plan Page 318 City of Flagstaff ECONOMIC VITALITY SECTION 85 VISITOR SERVICES PERFORMANCE MEASURES Council Priority: Community Facilities and Services (Includes Public Safety) Goal: Infrastructure and public services will be provided in efficient, equitable and effective manner. 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimate Proposed VC Customer Service Survey (# surveys / % satisfaction) 389 / 96% 438/97.9% 450/98% 475/98% Visitor Center Walk-ins 96,338 87,272 92,000 97,500 SECTION: 85-VISITOR SERVICES EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2011-2012 $ 189,870 89,147 34,387 $ 313,404 Adopted Budget 2012-2013 $ 193,941 92,154 27,306 $ 313,401 Estimated Expenditures 2012-2013 $ 198,428 92,584 36,061 $ 327,073 Proposed Budget 2013-2014 $ 216,903 112,654 31,821 $ 361,378 Budget-Budget Variance $ 22,962 20,500 4,515 $ 47,977 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION TRAIN STATION OPERATIONS TOTAL $ 214,169 99,235 313,404 $ 216,101 97,300 313,401 $ 221,794 105,279 327,073 $ 250,078 111,300 361,378 $ $ 361,378 361,378 $ 33,977 14,000 47,977 SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Visitor Center's budget has increased 15% and there are no capital expenditures. There is no major capital (> $10,000) for this section. Personal Services increases are due to a market increase and an increase in benefit costs, along with a .44 FTE increase for an Administrative Assistant. One-time requests totaling $17,000 include the following: set-aside for catastrophic funding, kiosk computer equipment, maintenance, and property fence repair. Ongoing requests for $7,800 are for maintenance, restoration of custodial services, and building structure, material and supply cost increases. Annual Financial Plan Page 319 City of Flagstaff Annual Financial Plan Page 320 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 Page 321 City of Flagstaff Annual Financial Plan UTILITIES Utilities 42 1 Division Director (Utilities) 2 Administrative Spec 1 Utilities Operations Section Head Wastewater Operations 53 & 56 1 Wastewater Treatment Manager Wildcat WWTP 53 Water Treat/Prod 47 1 Water Production Manager Lake Mary Wells, Woody Mt Wells, North Reservoirs, Inner Basin, and Water Treatment & Booster Stations 47 & 50 1 Instrumentation - Electrical Spec Page 322 4 MSW - Plant Tech 1.5 Equip Oper II Temp Water Resources 42 1 Water Resources Manager Utilities Engineering 42 1 Utilities Engineering Manager Stormwater Management 98 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 2 Indust Waste Insp 1 Watershed Specialist 1 Laboratory Specialist .5 Intern 2 MSW - Plant Tech 1 MSW - Laboratory 3 Plant Specialist 1 Maintenance Specialist 1 Instumentation - Electrical Specialist 2 MSW - Maintenance Rio De Flag WWTP 56 1 Plant Specialist 1 Operations Specialist 2 MSW-Plant Tech 1 MSW - Lab Tech 3 MSW - Operations City of Flagstaff Water Distribution 49 1 Water Services Specialist Wastewater Collection 54 1 Water Services Specialist Locator 10 MSW-Water Services Tech 1 Maintenance Worker 1 Water/Sewer Utility Locator 8 MSW-Water Services Tech UTILITIES SECTION 42 ADMINISTRATION MISSION The mission of the Utilities Division is to professionally and cost effectively provide water, stormwater, 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 Core functions of the Utilities Division include: Utilities Engineering and Operations, Water Resources Management, Water Conservation, Industrial Waste and Backflow, Stormwater Management, and Regulatory Compliance. Operations is a comprehensive program that includes such diverse functions as water production, water distribution, wastewater collection, wastewater treatment, reclaimed water distribution, booster stations as well as industrial waste & backflow. The Division also administers the following programs and commissions: Division Safety Program, Water Commission and the City Change Order Committee. We are a liaison with numerous outside agencies and organizations these include: representation to Arizona Department of Environmental Quality (ADEQ), Arizona Department of Water Resources (ADWR), Northern Arizona Municipal Water Users Association, US Forest Service, Technical Advisory groups for the Coconino Plateau Water Advisory Council and the National Park Service/U.S. Forest Service Lake Mary Watershed Planning Group. In addition, staff review proposed water legislation and provide input to Council and Legislators. Utilities asset management includes using an enterprise level Geographic Information System (GIS) linked to a computerized maintenance management system to maintain up-to-date infrastructure inventory and maintenance records. Utilities engineering evaluate capital improvement needs, including prioritization, and provide project management engineering services for capital improvement projects. Utilities staff maintain hydraulic computer models of the City’s water, sewer and reclaimed infrastructure and use these tools to evaluate the needs of new development and anticipated future growth in conjunction with the Regional Plan. Staff also research customer, staff, and City Council inquiries and follow up on complaints. Utilities staff provide 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. FY 13 ACCOMPLISHMENTS      Evaluated security measures and began to implement at treatment facilities Continued Planning for the Future Continued working on the Utilities Integrated Master Plan by starting the Water Infrastructure Chapter Identified SCADA System upgrade opportunities Finalized Water Policies chapter with water commission Annual Financial Plan Page 323 City of Flagstaff UTILITIES SECTION 42 ADMINISTRATION FY 14 NEW INITIATIVES AND GOALS     Initiate the Feasibility Study with the Coconino Plateau Water Advisory Council Environment Assessment for the pumping at Red Gap Ranch Continue to Plan for the Future – how technology can make service delivery more efficient Resiliency and preparedness efforts are to be addressed in how we approach our daily operations during normal conditions and particularly how we respond during inclement weather conditions. Efforts are to include: redundancy of storage of critical data and increased plant security. Initiate and implement a Leak Detection program for the Water Distribution system PERFORMANCE MEASURES Regional Plan Priority: Community Facilities and Services (includes Public Safety) Goal: Maintain public and employee safety while remaining committed to short response times Objective: No employee accidents resulting in injury or Lost Time accidents; no damage to public or private property Type of Measure: Outcome; no injuries or damages Tool: Risk management tracking of recordable incidents, quarterly performance metrics report, and annual summary report. Frequency: Quarterly and Yearly Scoring: 100% Trend:  CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Number of Injury Accidents 0 2 0 0 Number of Non-injury Accidents 0 0 0 0 Regional Plan Priority: Community Facilities and Services (includes Public Safety) Goal: Infrastructure and public services will be provided in an efficient, equitable and effective manner. Objective: Exceed customer’s water and wastewater service expectations, and minimize water unscheduled outage hours (repairs), Type of Measure: Outcome Tool: Compliance testing, monitoring condition of infrastructure Frequency: Quarterly and Yearly Scoring: 100% Trend:  CY 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Capital Projects Managed 5 7 16 13 Product Quality Regulatory Compliance  Drinking water compliance rate 1  Wastewater treatment effectiveness rate 2  Notice of Violations 3 2,063/100% 4,100/99% 0 Water Distribution Pipe Replacement Rate 4 1 0 0 0 1.6  Total miles of pipe needed to be replaced Wastewater Collection Pipe Replacement Rate 4 26.5 0 26.5 0.65 .42 .63 5 11.3 11.3 11.3 11.3 Insurance claims ($) $10,000 $408,000 $0 $0 Annual Financial Plan Page 324 5  Total miles of pipe needed to be replaced 1.212 1.91 26.5 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: Repair, replace, maintain infrastructure (streets & utilities) Goal: A sustainable community through economic vitality, environmental protection and social inclusion. Objective: Ensure 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Number of Development Review Board plans 60 301 330 350 reviewed Number of water and sewer impact analysis 6 6 4 6 performed 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Review Rates with internal rate model Yes Yes Yes Yes Water Revenues % Actual vs Budget 100% 100% 100% 100% Sewer Revenues % Actual vs Budget 100% 100% 100% 100% Debt Ratio (total liabilities / total debt) 4 N/A Customer accounts per employee (Water) 283 321 303 303 Customer accounts per employee (WasteWater) 293 293 Customer service complaints per 1000 55 (total) 55 (total) .73 0 customers Annual Financial Plan Page 325 City of Flagstaff UTILITIES SECTION 42 ADMINISTRATION Regional Plan Priority: Community Facilities and Services (includes Public Safety) Goal: Infrastructure and public services will be provided in an efficient, equitable and effective manner. 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Total Number of customer complaints 100 55 39 0 70 48 13 0  Water 10 6 9 0  Wastewater 20 1 17 0  Stormwater Number of complaints resolved 100 55 39 100% Number of compliments received 50 10 9 Customer Survey Rating 90% N/A N/A 100% First call resolution 95% 100% SECTION: 42-UTILITIES ADMINISTRATION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2011-2012 $ 653,704 347,276 27,036 $ 1,028,016 Adopted Budget 2012-2013 $ 636,880 527,029 41,120 15,000 $ 1,220,029 Estimated Expenditures 2012-2013 $ 791,603 484,765 54,841 15,000 $ 1,346,209 Proposed Budget 2013-2014 $ 815,620 571,779 32,420 $ 1,419,819 Budget-Budget Variance $ 178,740 44,750 (8,700) (15,000) $ 199,790 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION WATER COMMISSION CITY WATER SYSTEM ANALYSIS CITY WATER SYSTEM ANALYSIS ENGINEERING WATER CONSERVATION GIS - UTILITIES RED GAP OPER AND LAND MGMT TOTAL $ 661,078 292 6,240 3,600 118,780 129,097 105,019 3,910 1,028,016 $ 861,611 180 10,185 10,820 120,200 132,993 75,940 8,100 1,220,029 $ 973,021 360 10,185 10,820 135,428 132,613 75,940 7,842 1,346,209 $ 1,051,354 180 10,185 10,820 124,087 136,667 78,426 8,100 1,419,819 $ $ 1,419,819 1,419,819 $ 189,743 3,887 3,674 2,486 199,790 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Utilities Administration operating budget has increased 18% there are no capital expenditures resulting in an overall net increase of 16%. Personal Services increased for market pay and benefits increases and restoring the Resource Manager position which was vacant for most of FY 2013. There was also one position that was moved from Water Distribution and Wastewater Collection as part of a reorganization change. Contractual decrease is related to prior year one-time items net of an increase for legal fees. The decrease in Commodities is due to prior year one-time items. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 326 City of Flagstaff UTILITIES SECTION 47/50 LAKE MARY WATER TREATMENT PLANT/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 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 13 ACCOMPLISHMENTS      Completed the reconstruction of the Inner Basin Pipeline along Forest Service Road 146 (Pipeline Road) ahead of schedule and within budget. Replaced the variable frequency drive units (2) at the raw water pump station. Cleaned and refurbished Woody Mountain Well #11 Repaired Lake Mary Well #5 motor and pump. Replace Woody Mountain Well #9 pump with the spare FY 14 NEW INITIATIVES AND GOALS     Replace old motor control and electronic infrastructure at Woody Mountain Well #6 . Upgrade the motor controls at the Fort Tuthill Well Relocate the Lake Mary Well #2 water line to allow for 12 month operation. Change the Lake Mary Well field pumps at the Raw Water Pump Station to smaller units that will be more energy efficient. Annual Financial Plan Page 327 City of Flagstaff UTILITIES SECTION 47/50 LAKE MARY WATER TREATMENT PLANT/BOOSTER STATIONS PERFORMANCE MEASURES Regional Plan Priority: Community Facilities and Services (includes 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimate Proposed Injury Accidents 0 1 0 0 Non-Injury Accidents 0 0 0 0 Lost Work Days 0 0 0 0 Accidents per Million Gallons produced 0 0.00037 0 0 Safety Training (hr/person) 4.2 20.25 20 20 Council Priority: Repair, replace, maintain infrastructure (streets & utilities) 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimate Proposed Number of Safe Drinking Water Act Violations 1 1 0 0 Annual Financial Plan Page 328 City of Flagstaff UTILITIES SECTION 47/50 LAKE MARY WATER TREATMENT PLANT/BOOSTER STATIONS Regional Plan Priority: Community Facilities and Services (includes Public Safety) 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimate Proposed Gallons produced in MG 2,703MG 2,706 MG 2,750 MG 2750 MG Cost per 1000 gallons to produce* $1.41 $1.22 $1.25 $1.30 Actual vs. Projected Power Costs to Produce $0.58/0.75 $0.67/0.75 $0.78/0.78 $0.78/0.78 1000 gallons Production vs Total Capacity – Peak Day* 57% 51% 60% 60% *Note: Cost to produce 1000 gallons is based on total expenses compared to total gallons produced for 2011 *Note: Total capacity includes all wells, North Reservoir Plant and Lake Mary Plant Note: Costs to produce do not include Water Distribution or Utilities overhead. Council Priority: Repair, replace, maintain infrastructure (streets & utilities) 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 11 CY 12 Measures: Actual Actual Number of customer complaints 27 15 Number of complaints per 1000 customers 1.4 0.78 Number of compliments received 1 0 CY 13 Estimate 30* 1.6 CY 14 Proposed 30* 1.6 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 Page 329 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 2011-2012 $ 671,093 2,316,394 206,530 16,022 $ 3,210,039 Adopted Budget 2012-2013 $ 729,494 2,687,768 465,820 366,297 $ 4,249,379 Estimated Expenditures 2012-2013 $ 722,567 2,817,373 342,208 102,967 $ 3,985,115 Proposed Budget 2013-2014 $ 763,662 2,822,562 497,320 313,300 $ 4,396,844 Budget-Budget Variance $ 34,168 134,794 31,500 (52,997) $ 147,465 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION WATER TREATMENT OPERATION CHEMICAL ANALYSIS BLDGS AND GROUNDS MAINTENANCE EQUIPMENT MAINTENANCE USFS LAKE MARY CONTRACT UPPER LAKE MARY DAM IMPROVE SCADA TRACKING LOCAL WELLS LAKE MARY WELLFIELDS WOODY MOUNTAIN WELLFIELD NORTH RESERVOIRS INNER BASIN DEVELOPMENT INNER BASIN PIPELINE TOTAL $ 448,652 349,166 188,971 46,131 100,999 21,866 844,027 351,577 777,733 31,489 22,958 26,470 3,210,039 $ 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 $ 430,931 328,150 249,963 51,932 200,527 8,860 32,197 70,126 1,039,326 307,625 1,120,933 42,310 71,588 30,647 3,985,115 $ 802,843 454,065 252,354 84,391 316,628 8,860 12,000 117,386 1,028,574 335,823 797,876 45,769 110,865 29,410 4,396,844 $ $ 4,396,844 4,396,844 $ (55,163) 35,494 (41,510) 13,018 (17,890) 12,000 (3,561) 202,873 (40,458) (6,458) 353 47,707 1,060 147,465 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Lake Mary Water Treatment Plant operating budget increased 5% and capital expenditures total $313,300 resulting in an overall net increase of 3%. Personal Services increases are due to a market increase and increases in benefits. Contractual increases are due to utilities, maintenance, and Lake Mary dam inspection. There is $141,000 budgeted as one-time related to the expectation to use more well water due to the lower lake levels. Commodities increase is related to fuel for the Inner Basin wells. Major capital (>$10,000) is for facility repairs ($20,000), communication system upgrades ($30,000) fixed drive replacement ($125,000), water pump station ($35,000) and Scada improvements ($25,700). Annual Financial Plan Page 330 City of Flagstaff UTILITIES SECTION: SECTION 50 BOOSTER STATIONS 50-BOOSTER STATIONS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2011-2012 $ 33,866 28,585 1,580 $ 64,031 Adopted Budget 2012-2013 $ 39,376 42,062 2,400 $ 83,838 Estimated Expenditures 2012-2013 $ 27,911 41,373 1,200 $ 70,484 Proposed Budget 2013-2014 $ 27,498 42,062 2,400 $ 71,960 Budget-Budget Variance $ (11,878) $ (11,878) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ZONE A KINLANI UNIVERSITY HIGHLANDS #1 AIRPORT BOOSTER AMBERWOOD BOOSTER RAILROAD SPRINGS BOOSTER TOTAL $ 33,820 1,454 2,908 2,583 4,433 18,833 64,031 $ 46,376 250 1,911 1,600 1,700 6,351 25,650 83,838 $ 34,911 1,638 3,288 2,217 7,230 21,200 70,484 $ 34,498 250 1,911 1,600 1,700 6,351 25,650 71,960 $ $ 71,960 71,960 $ (11,878) (11,878) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Booster Station operating budget has decreased 14% and there are no capital expenditures. Personal Services decrease is related to a reduction of hours charged to this section. Contractuals and commodities are unchanged. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 331 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 13 ACCOMPLISHMENTS         Crewmembers located, cleaned and operated all valves throughout 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 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 mostly at night on the Asphalt Overlay Projects throughout the City to perform inspections of the valves and manholes ensuring proper standards. There was approximately 13,392 linear feet of asphalt overlay that was inspected for utilities. Our bluestake locator completed 3,064 tickets (7-1-12 to 1-10-13) Crewmembers worked side-by-side with contractors for the following CIP/Bond Projects: West St., Skunk Canyon Drainage, Cherry Ave., Dodge Ave., Coconino Ave., Humphreys St., Elden Rd., Thorpe Bridge, Shadow Mountain DrainageCrewmembers completed the abandonment of the O’Neil Spring’s 4”-6” waterline from Ft. Tuthill to University Heights Dr. South. Crewmembers installed a new fire hydrant off our 12” AC main near Buffalo Park for an air release and flushing point due to numerous breaks on this line and no place to flush. Our Section helped train the FFD in proper fire hydrant operation drastically cutting back on the number of complaints we have received. FY 14 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. 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. Establish a fire hydrant replacement program Establish a valve maintenance program Annual Financial Plan Page 332 City of Flagstaff UTILITIES SECTION 49 WATER DISTRIBUTION PERFORMANCE MEASURES Council Priority: Repair, replace, maintain infrastructure (Water Quality Issues / Complaints / Outage time) Goal: Provide good safe and reliable drinking water to citizens of Flagstaff / Reduce water outage time hrs. Objective: Reduce infrastructure problems that result in water quality issues by properly operating (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 CY 11 CY12 CY13 CY 14 Measures: Actual Actual Estimate Proposed Number of Complaints 16 12 12 Number of Complaints per 1000 Customers 0.83 0.62 0.62 Number of Compliments 4 12 12 Number of Water Breaks 15 12 12 Number of Water Breaks per 100 Mile of Pipe 3.46 2.77 2.77 Total Water Outage Time in hours 1,709 1250 1250 a. Scheduled 947 750 750 b. Un-Scheduled 762 500 500 c. Isolation time (estimate) 30 min. 30 min. 30 min. 30 min. d. Unaccounted water loss >5.1% >5.1% >5.1% >5.1% (meter accuracy, hydrant flushing, leaks/breaks, etc. Regional Plan Priority: Community Facilities and services (includes 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 CY 11 CY12 CY 13 Measures: Actual Actual Estimate Number of Injury Accidents 6 1 0 Number of Lost Time Accidents 1 1 0 Safety Training Hours per Employee 20.3 38.5 Annual Financial Plan Page 333 CY 14 Proposed 0 0 38.5 City of Flagstaff UTILITIES SECTION: SECTION 49 WATER DISTRIBUTION 49-WATER DISTRIBUTION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2011-2012 $ 893,888 37,687 376,312 51,989 $ 1,359,876 Adopted Budget 2012-2013 $ 954,198 91,650 402,678 130,000 $ 1,578,526 Estimated Expenditures 2012-2013 $ 918,304 91,650 402,678 130,000 $ 1,542,632 Proposed Budget 2013-2014 $ 924,279 215,650 387,747 45,000 $ 1,572,676 Budget-Budget Variance $ (29,919) 124,000 (14,931) (85,000) $ (5,850) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION WATER SYSTEM MAINT - OPERATION MAIN AND SERVCE LINE REPAIR MAIN EXT - FIRE HYDRANT / VALVE VALVE AND FIRE HYDR MAINTENANCE METER INSTALLATION METER REPAIR AND TESTING BLUE STAKE TOTAL $ 157,530 239,067 298,587 29,320 131,464 367,423 95,156 41,329 1,359,876 $ 356,577 233,839 314,626 31,703 131,442 375,552 98,951 35,836 1,578,526 $ 325,987 233,270 314,381 32,288 130,566 372,610 97,640 35,890 1,542,632 $ 201,301 233,615 338,327 31,869 251,196 378,234 101,038 37,096 1,572,676 $ $ 1,572,676 1,572,676 $ (155,276) (224) 23,701 166 119,754 2,682 2,087 1,260 (5,850) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: Water Distribution operating budget has increased 5% and capital expenditures total $45,000 resulting in an overall net decrease of less than 1%. Personal Services decreased due to moving one position to Utilities Administration. There are increases in personal services for a market increase and increases in benefits. Contractual increases are for three new programs to address aging infrastructure including leak detection, fire hydrant maintenance, and valve maintenance. Commodities decrease is due to prior year one-time items and increases to parts. Major capital (>$10,000) is for a replacement vehicle ($45,000). Annual Financial Plan Page 334 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 13 ACCOMPLISHMENTS         Started addressing solids handling in collaboration with utility administration. Worked well with Kruger Reps on IFAS that led to improvements in process controls and treatment quality. Newly installed solar power plant at Wildcat Hill WWTP is online. Implemented new site security measures. Process disinfection improvements, which will save money in reduced chemical usage. Resolved issues with false positive analysis for cyanide in our final effluent Addressed and solved a long standing issue with emergency generator. Actively participated in the development of the Utilities Department SCADA Master Plan FY 14 NEW INITIATIVES AND GOALS       Complete and implement solids handling improvements. Improve methane delivery system to facility co-generation system. Improve process treatment to meet at least 90% - 95% A+ water. Work with Industrial Waste Div. and local industries to eliminate the source of selenium in final effluent. Implement SCADA system enhancements based on critical needs identified in SCADA Master Plan Implement additional site security enhancements PERFORMANCE MEASURES Council Priority: Resiliency and Preparedness Efforts 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 11 CY 12 Measures: Actual Actual Digester gas / Natural gas 59% Annual Financial Plan Page 335 CY 13 Estimated CY 14 Proposed City of Flagstaff UTILITIES SECTION 53 WILDCAT WASTEWATER TREATMENT PLANT Council Priority: Community Facilities and Services (includes Public Safety) 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 11 CY 12 Measures: Actual Actual Number of complaints /odors ect. 0 0 Number of on the job lost time accidents / 0 2 injuries. CY 13 Estimated 0 0 CY 14 Proposed 0 0 Council Priority: Community Facilities and Services (includes Public Safety) 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 11 CY 12 CY 13 Measures: Actual Actual Estimated Cost per thousand to treat (influent). $1.66 $1.59 $1.70 Note: Cost for treatment do not include wastewater collection or Utilities overhead CY 14 Proposed 1.80 Council Priority: Repair, Replace, Maintain Infrastructure (streets & utilities) 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Number of regulatory permit violations (within 24* 6* 3* 0 plant design) Number of regulatory permit violations (beyond 2 9* 5* 0 plant capabilities) *most of these violations are from recurring issues the facility has been working on. Annual Financial Plan Page 336 City of Flagstaff UTILITIES SECTION 53 WILDCAT WASTEWATER TREATMENT PLANT Council Priority: Repair, Replace, Maintain Infrastructure (streets & utilities) 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Gallons of influent treated (billions). 1.19 1.21 1.30 1.30 Gallons of septage treated (millions). 3.27 3.12 3.25 3.25 Gallons of reclaim water sold (millions). 400.48 405 400 400 Gallons of grease treated (thousands). 701 630 700 700 Gallons of interceptor sludge (thousands). 39 30 40 40 Dry metric tons of solids/sludge injected. 587 686 800 800 SECTION: 53-WILDCAT WASTEWATER TREATMENT PLANT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2011-2012 $ 843,989 849,499 328,340 175,767 $ 2,197,595 Adopted Budget 2012-2013 $ 838,211 990,050 296,614 179,000 $ 2,303,875 Estimated Expenditures 2012-2013 $ 819,925 987,449 297,129 52,000 $ 2,156,503 Proposed Budget 2013-2014 $ 911,110 1,025,050 296,614 188,000 $ 2,420,774 Budget-Budget Variance $ 72,899 35,000 9,000 $ 116,899 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION WC - PLANT OPERATIONS WC - PLANT MAINTENANCE WC - LAB - PROC CONTROL - MONITOR WC - SEPTAGE WC - WH RIO MAINTENANCE WC - DRYING BEDS OPERATIONS WC - SLUDGE INJECTION RECLAIM SERVICES - WILDCAT DIGESTOR I REPAIR DIGESTOR I REPAIR OPTION TOTAL $ 104,297 1,017,850 606,585 199,663 472 1,421 91,505 100,767 75,035 2,197,595 $ 323,214 1,126,644 546,420 220,655 650 1,700 400 84,192 2,303,875 $ 147,755 1,095,017 609,686 216,586 600 1,138 400 85,321 2,156,503 $ 268,291 1,126,988 695,534 227,708 650 1,700 400 90,303 9,200 2,420,774 $ $ 2,420,774 2,420,774 $ (54,923) 344 149,114 7,053 6,111 9,200 116,899 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: Wastewater Treatment Plant operating budget increased by 5% and capital expenditures total $188,000 resulting in an overall net increase of 5%. Personal Services increases are due a market increase and increases in benefits. There is also costs related to increasing hours for one position. Contractuals increased due utilities and maintenance. Commodities remain unchanged. Major capital (>$10,000) includes building repairs ($45,000), LAN equipment ($20,000) and gas conveyence system improvements ($123,000). Annual Financial Plan Page 337 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 13 ACCOMPLISHMENTS              Relocated sewer line at Fire Department Training Facility as part of the solar project. Video inspection of both public and private lines in the area of the Hillside Project to help with development plans. Video inspection of a line at City Hall for Stormwater for drainage project. Crewmembers assisted a contractor in installing two new manholes that were for a test of material. This is a new composite manhole material that we are testing. Installed new test manhole material (adjustment rings) under manhole ring and cover. This is a test for the new product. Assisted the Rio de Flag Water Reclamation Plant in locating and repairing a leak in the reclaim system. Assisted the Water Distribution Section with all frozen lines, as needed. Repaired five mains, six service saddles, and conducted five walk through inspections. Assisted various departments within the City of Flagstaff. FY 14 NEW INITIATIVES AND GOALS       Stay within budget reductions and keep the same level of service. Reduce the number of blockages in the main lines. Reschedule cutting and cleaning procedures to compensate for a reduction in chemical root control. Convert the Sewer Inspection (TV) Van from VHS tape and paper to DVD, and upgrade the Pipe Logix software with a external computer hard drive. Inspect and re-evaluate the repairs along the Rio de Flag that were done to mitigate infiltration into the collection system and make any necessary repairs. Assist other Sections within Utilities as needed. Annual Financial Plan Page 338 City of Flagstaff UTILITIES SECTION 54 WASTEWATER COLLECTION PERFORMANCE MEASURES Council Priority: Community Facilities and Services (includes Public Safety) Goal: Exceed Customers sewer service expectation. Objective: Reduce the number of Sanitary Sewer system backups through proper maintenance and inspection procedures. Type of Measure: Outcome Tool: CMMS Maintenance tracking system Frequency: Monthly, Quarterly and Yearly Scoring: low / Blockages per quarter 5-7-9 (low to high), claims 10,000, 15,000, 20,000 (low to high) Trend: below CY 11 CY12 CY 13 CY 14 Measures: Actual Actual Estimate Proposed Number of Main line blockages 14 12 12 Miles of Sewer Jetted (cleaned) 207 250 250 Percent of Sewer Collection System Cleaned Miles of Sewer Inspected Miles of Sewer Inspected per 100 miles of Sewer Complaints Compliments Complaints per 1000 Customers 75% 23.3 8.5 9 1 0.47 91% 25 9.1 6 6 0.3 91% 25 9.1 6 6 0.3 Council Priority: Community Facilities and Services (includes 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:  FY11 FY12 FY 13 Measures: Actual Actual Estimate Number of Accidents resulting in Injury 1 0 Number of Lost Time Accidents 1 0 Safety Training (hr/person) 10.4 20 Annual Financial Plan Page 339 FY 14 Proposed 0 0 20 City of Flagstaff UTILITIES SECTION: SECTION 54 WASTEWATER COLLECTION 54-WASTEWATER COLLECTION EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2011-2012 $ 713,868 34,621 194,118 100,992 $ 1,043,599 Adopted Budget 2012-2013 $ 752,585 56,030 211,888 85,000 $ 1,105,503 Estimated Expenditures 2012-2013 $ 673,456 56,730 208,641 55,000 $ 993,827 Proposed Budget 2013-2014 $ 677,274 107,530 214,889 233,000 $ 1,232,693 Budget-Budget Variance $ (75,311) 51,500 3,001 148,000 $ 127,190 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION SERVICE CONNECTIONS PREVENTIVE MAINTENANCE TV INSPECT AND HYDRO - CLEAN CORRECTIVE MAINTENANCE RECLAIMED WATER LINE TOTAL $ 352,481 54,681 370,271 163,826 84,740 17,600 1,043,599 $ 393,141 52,648 368,922 175,505 102,906 12,381 1,105,503 $ 329,187 49,231 349,239 158,973 95,772 11,425 993,827 $ 492,095 49,917 353,221 168,633 157,499 11,328 1,232,693 $ $ 1,232,693 1,232,693 $ 98,954 (2,731) (15,701) (6,872) 54,593 (1,053) 127,190 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Collection operating budget has decreased 2% and capital expenditures total $233,000 resulting in an overall net increase of 12%. Personal Services decreased due to moving one position to Utilities Administration. There are increases in Personal Services for a market increase and increases in benefit costs. Contractual increase is for manhole rehab to address aging infrastructure. Commodities increases are for fuel costs. Major Capital (>$10,000) is for building improvements ($30,000), vehicle replacement ($45,000), air compressor replacement ($25,000), and a dump truck replacement ($125,000). Annual Financial Plan Page 340 City of Flagstaff UTILITIES SECTION 55 INDUSTRIAL WASTE MISSION Our mission is to protect the potable drinking water distribution system from contamination through business and industry inspections and user education of cross-connection and contamination potential. To maintain a Backflow Prevention/ Cross-Connection program to provide our citizens with safe, clean, and uncontaminated drinking water throughout the distribution system. Our section also regularly inspects commercial and residential establishments in an effort to protect the publicly-owned treatment works (POTW) including the wastewater collection system and wastewater treatment plants from intentional or unintentional contaminates or slug loads that possess the potential to adversely impact our infrastructure or personnel. PROGRAM DESCRIPTION This section provides monitoring, permitting, and reporting of industrial and commercial wastewater discharges into the City of Flagstaff’s wastewater collection system to achieve 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 and wastewater monitoring. FY 2013 ACCOMPLISHMENTS  Provided training and resources for new inspector to achieve Backflow Prevention Assembly Tester status  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 assessments during inspections.  Reduced the amount of fats, oils and greases from being discharged into the wastewater collections system  Improved the new IWS downtown facility to better meet the needs of the IWS.  Incorporated a new system for tracking all of the City’s thousands of backflow prevention assemblies and methods of contacting all of the assembly’s owners with compliance status updates and penalties for noncompliance.  Met with ADEQ representatives to provide transparency and discuss program successes as well as areas for improvement.  Invested in new updated equipment to effectively reduce costs of industry compliance monitoring with more accurate sampling results with less redundancy and errors due to missed samples.  Improved safety of inspectors by investing in safer, more modern equipment and hand tools resulting in less worker injuries and associated time missed.  Reworked industry inspection templates to reduce time required for inspections while simultaneously improving accuracy and quality of data collected during such inspections.  Developed new business inspection reports to assure compliance with Senate Bill 1598 for increased clarity with its guidelines FY 2014 NEW INITIATIVES AND GOALS  Work with local industries to address selenium contamination issues with regards to WWTP’s violations  Complete the changes to the IWS building to address the needs of wastewater workers.  Provide further training to inspectors to increase the level of customer service.  Reduce overtime and increase efficiency by implementing technology to automate the backflow preventer testing and tracking process.  Improve the accuracy of industry discharge monitoring by reducing and removing the reliance on industry flow meters used to calculate wastewater fees and penalties for non-compliance. Purina only  Continue to enforce industry compliance with local, state, and federal discharge regulations.  Continue to foster mutually beneficial relationships with local industries and businesses.  Inspectors to attend utility systems disaster preparedness seminars sponsored by DHS Annual Financial Plan Page 341 City of Flagstaff UTILITIES SECTION 55 INDUSTRIAL WASTE PERFORMANCE MEASURES Council Priority: Repair, replace, maintain infrastructure (streets & utilities) 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 11 FY 12 FY 13 FY 14 Measures: Actual Actual Estimate Proposed # of blockages/Notice of Violations (NOV’s) issued 1 3 0 0 # resulting in sewer line cleaning 1 3 0 0 Council Priority: Repair, replace, maintain infrastructure (streets & utilities) 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 11 FY 12 FY 13 Measures: Actual Actual Estimate # of backflow prevention assemblies tested 2241 2872 2872 % of bpa’s tested that failed 10% 10% 10% Water quality violations due to bpa failing 0 0 0 FY 14 Proposed 3000 7% 0 Regional Plan Priority: Community Facilities and Services (includes 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 11 FY 12 FY 13 FY 14 Measures: Actual Actual Estimate Proposed # of Industry and plant samples analyzed 2773 2773 2773 2773 # of NOV’s written to industries 0 1 0 0 # of NOV’s written to commercial sites 0 3 0 0 Annual Financial Plan Page 342 City of Flagstaff UTILITIES SECTION: SECTION 55 INDUSTRIAL WASTE 55-INDUSTRIAL WASTE EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2011-2012 $ 187,885 58,400 16,158 6,551 $ 268,994 Adopted Budget 2012-2013 $ 189,174 85,417 19,015 $ 293,606 Estimated Expenditures 2012-2013 $ 189,566 86,042 17,998 $ 293,606 Proposed Budget 2013-2014 $ 196,207 239,417 16,015 $ 451,639 Budget-Budget Variance $ 7,033 154,000 (3,000) $ 158,033 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION NPDES MONITORING INDUSTRIAL WASTE MONITOR HAZARDOUS WASTE BACKFLOW X CONN CONTROL LOCAL LIMITS STUDY TOTAL $ 112,602 34,255 44,828 740 76,569 268,994 $ 110,034 56,746 68,092 58,734 293,606 $ 108,486 47,254 58,606 79,260 293,606 $ 113,405 44,002 55,348 88,884 150,000 451,639 $ $ 451,639 451,639 $ 3,371 (12,744) (12,744) 30,150 150,000 158,033 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Industrial Waste budget has increased 54% and there are no capital expenditures. Personal Services increases are related to a market increase and increases in benefit costs. Contractuals increased for a local limits study and building maintenance. Commodities decrease is related to prior year one-time items. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 343 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 Class 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 13 ACCOMPLISHMENTS      Started to provide reclaimed water to Arizona Snowbowl for snow making Installed new, higher efficiency VFDs on two of five RAS pumps Actively participated in the development of the Utilities Dept. SCADA Master Plan Implemented new site security measures Relieved of the requirement to maintain a valid Air Quality permit with ADEQ FY 14 NEW INITIATIVES AND GOALS    UV disinfection system improvements to extend life of system and maintain reliable disinfection Additional site security measures will be implemented Begin implementing SCADA enhancements based on critical needs determined from SCADA Master Plan PERFORMANCE MEASURES Council Priority: Repair, Replace, Maintain Infrastructure (streets & utilities) 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Number of Permit Violations 0 0 0 0 Annual Financial Plan Page 344 City of Flagstaff UTILITIES SECTION 56 RIO DE FLAG RECLAIM PLANT Council Priority: Repair, Replace, Maintain Infrastructure (streets & utilities) 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed Gallons of Wastewater Treated (millions) 689 707 700 700 Gallons of Reclaim Water Reused (millions) 290 315 400 410 Council Priority: Community Facilities and Services (includes Public Safety) 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 11 CY 12 CY 13 Measures: Actual Actual Estimated Cost/thousand gallons of reclaimed water $1.17 $1.26 $1.30 produced Note: Cost to treat do not include wastewater collection or Utilities overhead Council Priority: Repair, Replace, Maintain Infrastructure (streets & utilities) 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 11 CY 12 Measures: Actual Actual Number of complaints /odors ect. 0 0 Number of on the job lost time accidents / 0 0 injuries. Annual Financial Plan Page 345 CY 13 Estimated 0 0 CY 14 Proposed $1.32 CY 14 Proposed 0 0 City of Flagstaff UTILITIES SECTION: SECTION 56 RIO DE FLAG RECLAIM PLANT 56-RIO DE FLAG WASTEWATER TREATMENT PLANT EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2011-2012 $ 359,846 380,606 61,704 $ 802,156 Adopted Budget 2012-2013 $ 345,634 496,250 118,919 125,000 $ 1,085,803 Estimated Expenditures 2012-2013 $ 360,681 459,650 96,100 $ 916,431 Proposed Budget 2013-2014 $ 371,933 494,550 115,419 171,200 $ 1,153,102 Budget-Budget Variance $ 26,299 (1,700) (3,500) 46,200 $ 67,299 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION PLANT OPERATIONS PLANT MAINTENANCE LAB - PROCESS CONTROL - MONITOR RECLAIMED CONNECTIONS TOTAL $ 64,389 493,975 123,208 120,584 802,156 $ 119,576 679,081 170,970 116,176 1,085,803 $ 79,148 525,181 173,239 138,863 916,431 $ 133,133 660,033 201,879 124,057 1,153,102 $ $ 1,153,102 1,153,102 $ 13,557 (19,048) 30,909 7,881 67,299 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Rio de Flag Treatment Plant operating budget increased 2% and capital expenditures total $171,200 resulting in an overall net increase of 6%. Personal Services increases are related to a market increase and increases in benefit costs. Contractual decrease is related to prior year one-time items. The Commodities decrease is related to prior year one time items and an increase for one time maintenance costs. Major capital (>$10,000) is for facility repairs ($22,000), a chlorination system ($24,200) and carbon filter media ($125,000). Annual Financial Plan Page 346 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 13 ACCOMPLISHMENTS              Completed $812,000 of capital drainage improvement projects (Shadow Mt. Linda Vista Valley Gutters, Route 66 and Rio De Flag, Skunk Canyon) Finished FEMA Flood Insurance Rate Map corrections (last map correction became effective on 11/19/12) Completed hydrologic model for the Bow and Arrow Master Drainage Plan. Initiated design contract for proposed improvements Installed streamflow monitoring station Initiated FEMA elevation certificate project to help remove properties from floodplain and reduce flood insurance rates Delivered current phase of the Picture Canyon Meander Restoration Project on-time, on-budget Obtained new Grant from Arizona Water Protection Fund in the amount of $252,000 for Picture Canyon, Phase 2 Achieved full compliance with NPDES Municipal Permit Completed additional Flood Control projects demonstrating LID/ rainwater harvesting features Achieved eligibility for a Class 6 flood insurance rating, resulting in an additional 5% discount for flood insurance Initiated the City Hall Maintenance, Landscape and Stormwater Infrastructure Project Initiated and completed large scale watershed community events that included removal of 6.29 tons of trash and debris from city property utilizing 106 volunteers (delivered by COF Flagstaff Area Stream Team) Completed three Stormwater Section public outreach workshops and tours in cooperation with city staff and community partners to further mission and goals FY 14 NEW INITIATIVES AND GOALS          Construct $600,000 worth of capital drainage improvement projects (Citizen Residential Flooding Improvements, Columbia Circle Neighborhood Improvements, City property at 116 E. Butler) Complete City Hall Maintenance, Landscape and Stormwater Infrastructure Project Achieve a Class 6 discount for the flood insurance rating Achieve full compliance with NPDES Municipal Permit Complete 100% plans for Bow and Arrow Wash Achieve full compliance with the FEMA NFIP Program Complete FEMA Elevation Certificate Project Successfully deliver next phases of Picture Canyon Phase 2 Complete a minimum of four Stormwater Section public outreach events Annual Financial Plan Page 347 City of Flagstaff UTILITIES SECTION 98 STORMWATER PERFORMANCE MEASURES Regional Plan Priority: Community Facilities and Services (includes 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 11 CY 12 CY 13 Measures: Actual Actual Estimated 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 14 Proposed 100% 100% 100% 100% 100% Regional Plan Priority: Resiliency and Preparedness Efforts 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Proposed a. Complaints received 40 17 20 20 Complaints resolved 35 13 12 15 c. No public infrastructure damages (100% = no 95% 100% 100% 100% damages; goal achieved) d. No damages/claims to private property (100% 95% 100% 100% 100% = no damages; goal achieved) Annual Financial Plan Page 348 City of Flagstaff UTILITIES SECTION 98 STORMWATER Regional Plan Priority: Community Facilities and Services (includes 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 11 CY 12 CY 13 CY 14 Measures: Actual Actual Estimated 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 2011-2012 $ 502,085 23,677 7,853 $ 533,615 Adopted Budget 2012-2013 $ 492,458 149,045 43,160 $ 684,663 Estimated Expenditures 2012-2013 $ 477,694 149,045 43,160 $ 669,899 Proposed Budget 2013-2014 $ 488,646 107,045 36,460 $ 632,151 Budget-Budget Variance $ (3,812) (42,000) (6,700) $ (52,512) $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION ENGINEERING AND MASTER PLANNING OPERATIONS WATER QUALITY IMPROVEMENT GRANT RIO DE FLAG RESTORATION TOTAL $ 247,355 284,674 1,586 533,615 $ 284,494 87,000 313,169 684,663 $ 284,928 87,000 297,971 669,899 $ 277,249 50,000 279,902 25,000 632,151 $ $ 632,151 632,151 $ (7,245) (37,000) (33,267) 25,000 (52,512) SOURCE OF FUNDING: STORMWATER UTILITY FUND COMMENTARY: The Stormwater Utility operating budget has decrease of 8% and there are no capital expenditures. Personal Services decreases are due to a market increase and an increase in benefits offset by salary savings due to personnel turnover. Contractual decreases overall are due to a decrease in the Master Plan project and in consultant fees. Commodities decreased due to a decrease in other operating supplies. There are no major capital (>$10,000) expenditures planned for this section. Annual Financial Plan Page 349 City of Flagstaff Annual Financial Plan Page 350 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 NAIPTA is to create the finest transportation experience by making services an excellent choice for communities of Northern Arizona. Annual Financial Plan Page 351 City of Flagstaff NON DEPARTMENTAL SECTION 63 COUNCIL AND COMMISSIONS MISSION PROGRAM DESCRIPTION The mission of the City of Flagstaff is to enhance the quality of life of its citizens while supporting the values of the community. This division is the legislative branch of the City of Flagstaff’s Council-Manager form of Government. The City Council enacts local legislation, assesses community needs; sets the tax rate; determines and develops policies for the City Manager to implement and adopts budgets. The Council appoints the City Manager, City Attorney, Court Magistrates and individuals to various boards, commissions, and committees. SECTION: 63-COUNCIL AND COMMISSIONS EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES TOTAL Actual Expenditures 2011-2012 $ 276,258 78,483 13,667 $ 368,408 Adopted Budget 2012-2013 $ 324,146 80,860 3,750 $ 408,756 Estimated Expenditures 2012-2013 $ 326,386 78,210 1,100 $ 405,696 Proposed Budget 2013-2014 $ 337,042 74,710 2,445 $ 414,197 Budget-Budget Variance $ 12,896 (6,150) (1,305) $ 5,441 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION BOARDS AND COMMISSIONS TOTAL $ 367,993 415 368,408 $ 408,156 600 408,756 $ 405,696 405,696 $ 414,197 414,197 $ 6,041 (600) 5,441 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 206,103 22,948 21,541 8,458 68,764 3,155 7,375 75,853 414,197 COMMENTARY: The Council and Commissions operating budget has increased 1% and there are no capital expenditures. Personal Services increases are due to an increase in benefit costs. Contractual decreases are due to a decrease in telephone charges and travel expenses. Commodities decreases are due to a decrease in gas & oil and in photo copy charges. There are no major capital (>$10,000) expenditures for this section. Annual Financial Plan Page 352 City of Flagstaff NON-DEPARTMENTAL SECTION 64 The City is a major contributor to United Way, arts and cultural agencies whose activities benefit the citizens of Flagstaff, and other Alliance partnerships. PROGRAM DESCRIPTION This division accounts for contractual agreements with outside agencies that provide services to Flagstaff’s citizens. . SECTION: CONTRIBUTIONS TO PARTNERS 64-CONTRIBUTIONS TO PARTNERS EXPENDITURES BY CATEGORY: CONTRACTUAL TOTAL Actual Expenditures 2011-2012 $ 914,801 $ 914,801 Adopted Budget 2012-2013 $ 937,003 $ 937,003 Estimated Expenditures 2012-2013 $ 917,003 $ 917,003 Proposed Budget 2013-2014 $ 883,559 $ 883,559 Budget-Budget Variance $ (53,444) $ (53,444) $ $ $ $ $ EXPENDITURES BY PROGRAM: HEALTH AND SOCIAL SERVICES OTHER CONTRIBUTIONS TOTAL $ 293,781 621,020 914,801 $ 293,750 643,253 937,003 $ 293,750 623,253 917,003 $ 293,750 589,809 883,559 $ (53,444) (53,444) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 770,051 12,517 11,750 4,614 37,508 1,721 4,023 41,375 883,559 COMMENTARY: The Contributions to Partners operating budget has decreased 6% 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, Emergency Housing Funds $20,000, Greater Coconino Coalition for Children and Youth $19,669, NACASA $15,627, Weed & Seed $5,503, and NACOG Rural Transportation $4,152. Annual Financial Plan Page 353 City of Flagstaff NON-DEPARTMENTAL SECTION 66 equipment that benefit various departments (mainframe computer). Costs of this division are allocated to the respective departments based on a cost-allocation formulation. PROGRAM DESCRIPTION This division accounts for all expenditures that are not specifically allocable to individual divisions or programs, e.g. property and liability insurance, unemployment insurance, audit fees, and capital SECTION: NON-DEPARTMENTAL 66-NON-DEPARTMENTAL EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2011-2012 $ 53,094 1,243,915 (41,478) 44,067 $ 1,299,598 Adopted Budget 2012-2013 $ 48,539 2,710,051 (80,000) 720,000 $ 3,398,590 Estimated Expenditures 2012-2013 $ 49,883 1,251,519 (16,313) 56,141 $ 1,341,230 Proposed Budget 2013-2014 $ (146,079) 2,186,599 (40,000) 4,245,000 $ 6,245,520 Budget-Budget Variance $ (194,618) (523,452) 40,000 3,525,000 $ 2,846,930 $ $ $ $ $ EXPENDITURES BY PROGRAM: GENERAL ADMINISTRATION EMPLOYEE BENEFITS INSURANCE CONSULTANTS COPY CENTER REDEVELOPMENT TOTAL $ 362,523 73,068 608,674 261,725 (25,423) 19,031 1,299,598 $ 413,535 57,500 833,164 394,520 (16,211) 1,716,082 3,398,590 $ 326,563 49,500 833,164 113,520 4,983 13,500 1,341,230 $ 4,257,535 57,500 1,144,492 395,740 29,171 361,082 6,245,520 $ 3,844,000 311,328 1,220 45,382 (1,355,000) 2,846,930 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND ENVIRONMENTAL SERVICES FUND $ $ 5,723,414 53,811 55,509 8,610 163,675 9,081 48,263 183,157 6,245,520 COMMENTARY: The Non-Departmental operating budget has decreased by 25% and capital expenditures total $4,245,000 resulting in an overall net increase of 84%. Personal Services have decreased because of the net of market and benefit increases and the impact for salary savings planned for vacancies. The decrease in Contractual is due to FY 2013 one-time items. There were some increases in contractuals related to armor car service and property and casualy insurance. Commodities increased for one-time items for the copy center. The major capital (>$10,000) is for the solar project ($4,000,000), second floor quadrant remodelling ($100,000) and redevelopment project ($145,000). Annual Financial Plan Page 354 City of Flagstaff NON-DEPARTMENTAL SECTION 97 MISSION Getting you where you want to go. Our Vision: To create the Finest Transportation Experience making NAIPTA services an Excellent Choice for Northern Arizona Communities. PROGRAM DESCRIPTION The Transit Division collects the portion of the transportation tax that is designated for Transit activities. Northern Arizona Intergovernmental Public Transportation Authority (NAIPTA) administers the Transit program per the Intergovernmental Agreement (IGA) between the City and NAIPTA. Mountain Lift Para-Transit  Successfully increased awareness of Taxi Voucher program and increased use of programs, creating a cost saving for the regular para-transit service. Service provides more flexibility to customers and is more cost efficient.  Continued to improve trips per service hour – increasing efficiency of service and decreasing the cost of the program.  Improved on-time service from 98% to 99.5% without sacrificing trips or service. FY 11 NEW INITIATIVES AND GOALS   FY 10 ACCOMPLISHMENTS      Completed of new Administrative and Maintenance facility for Public Transit vehicles and services at 3773 N Kaspar Dr. Estimated to have cut cost per hour by 10% over FY2009. Move towards Hybrid Electric Fleet for Flagstaff area. Purchase of 3 additional hybrids completed. Received award of over $1,000,000 in ARRA funds for 100% funding of capital program. Purchased one of three new hybrids. NAIPTA     Obtain additional funding from federal transit administration and other sources. Continue building public awareness of benefits of transit, including affordable living, mobility for those with no alternatives, and less environmental impact that single-occupancyvehicle traffic, Continue increasing ridership and use of public transportation. Continue to build on mobility options by expansion of travel training programs and available information on how to use the system. Increase awareness and use of electronic information, including route status and public information process. Improve Customer Service and encourage use of passes through improved sales outlets, including internet. Build Transit Spine and prepare for launch of Mountain Links system Mountain Line Fixed Route:  Expanded frequency on Route 4 – offering 20 minute peak service Monday thru Friday.  Realigned Route 2 to provide service in an unserved area along the East Route 66 corridor – traveling up Cummins, across Lynch and Kaspar Dr to serve Mobile Have, Mount Elden Hills, and our new facility.  Continued with implementation of route timing strategies to improve on time performance.  Projected to increase ridership by 8% from 1,041,360 to 1,122,124  Projected to increase average numbers of riders per day from 2,832 to projected 3,091  Maintained customer satisfaction by evaluating feedback regarding routes, stops, shelters, and on time performance. Annual Financial Plan Page 355 City of Flagstaff NON-DEPARTMENTAL SECTION 97 NAIPTA PERFORMANCE MEASURES Council Priority: Community Sustainability Goal: Increase use of Public Transit System Objective: 2.5% increase of riders using existing services and routes. Provide reliable alternative to singleoccupancy vehicle use for commuting trips. Type of Measure: Program efficiency Tool: Calculation of data, customer survey Frequency: Quarterly Scoring: 90%+ progressing Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Total Ridership 899,201 1,098,400 1,122,124 1,178,230 Average Riders per Day 2,464 3,009 3,091 3,246 On time performance 88% 91% 95% 95% Council Priority/Goal: Fiscal Health Goal: Maintain operational cost per hour Objective: Identify efficiencies to maintain and control costs. i.e. Bring maintenance of vehicles in house and prevent mark up cost of outside vendor. Improve farebox return by preventing fraudulent use of passes, tickets, and transfers as well as increasing fares proportionate to ridership increase. Type of Measure: Program efficiency Tool: Calculation of data, customer survey Frequency: Quarterly Scoring: 100% progressing Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Operational Cost per Hour $86.21 $81.01 $71.84 $75.01 Administrative Cost per Hour $21.08 $15.38 $16.24 $15.56 Farebox Return 16% 14% 16% 20% Council Priority/Goal: Family, Youth, and Community/Community Sustainability Goal: Evaluation of Updated 5 Year Transportation Plan and efforts to truth with community needs for growth and development. Objective: Implementation of service increases as approved by voting public and consistent with community needs. Type of Measure: Output Tool: Calculation of data Frequency: Quarterly/Annual Scoring: 75 – 90% average Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Service Hours 36,252 37,058 46,767 47,508 Revenue Miles 544,030 544,030 637,076 647,170 Annual Financial Plan Page 356 City of Flagstaff NON-DEPARTMENTAL SECTION 97 NAIPTA Council Priority/Goal: Facilities and Basic Services Goal: Develop and construct Transit Facility on property at 3773 E Kaspar Dr, Flagstaff. Objective: Use existing structure to develop a transit facility that allows for internal maintenance, improved storage that restores life of vehicles, and provides customer service center to improve ticket and pass sales. Type of Measure: Outcome Tool: Schedule for construction, calculation of data Frequency: Semi-annual Scoring: 75 – 90% average Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Construction of site/Remodel of Facility/Move In 15% 90% 100% n/a complete complete complete Increase customer use of tickets and passes 36% 40% 40% 45% versus cash fare Council Priority/Goal: Community Sustainability Goal: Improve customer satisfaction to a 6 on a scale of 1 to 7, or extremely satisfied. Objective: Complete annual customer satisfaction evaluation of both existing and potential customers to identify satisfaction and barriers for potential customers. Use results to evaluate services and implement improvements. Type of Measure: Program outcome Tool: Customer survey Frequency: Semi-annual Scoring: 90% progressing Trend:  FY 08 FY 09 FY 10 FY 11 Measures: Actual Actual Estimate Proposed Customer Satisfaction Score 5.73 5.9 6.1 6.3 SECTION: 97-TRANSIT - NAIPTA EXPENDITURES BY CATEGORY: CONTRACTUAL TOTAL Actual Expenditures 2011-2012 $ 3,326,876 $ 3,326,876 Adopted Budget 2012-2013 $ 5,670,410 $ 5,670,410 Estimated Expenditures 2012-2013 $ 3,846,127 $ 3,846,127 Proposed Budget 2013-2014 $ 5,738,691 $ 5,738,691 Budget-Budget Variance $ 68,281 $ 68,281 $ $ $ $ $ $ $ $ 5,738,691 5,738,691 $ $ $ $ 5,738,691 5,738,691 EXPENDITURES BY PROGRAM: TRANSIT TOTAL 3,326,876 3,326,876 5,670,410 5,670,410 3,846,127 3,846,127 68,281 68,281 SOURCE OF FUNDING: TRANSPORTATION FUND COMMENTARY: The Transit budget has increased by 1% this fiscal year. 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 Page 357 City of Flagstaff Annual Financial Plan Page 358 City of Flagstaff CAPITAL IMPROVEMENTS FY 2014 CAPITAL IMPROVEMENT PROGRAM The Capital Improvement Program (CIP) for FY 2014 represents a $107.2 million investment of public funds in infrastructure and public facilities. The project mix has changed from prior years to 46.8% of the funding being provided on the pay-asyou-go basis versus 36.9% in FY 2013. The major projects in this year’s budget are Observatory Mesa, West/Arrowhead Improvements, Switzer Canyon Transmission Line, Westplex Taxiway, Court Facility, and Municipal Maintenance Facility. This year’s capital improvement program is funded 39.8% through debt financing including the 2010 Streets/Utility projects, FUTS/Open Space and Innovation Mesa. The grant funding of 13.4% is primarily for airport projects, utilities projects and FUTS Projects. 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. Funded projects in the five-year Capital Improvement Program fall into the following eight broad categories: General Government Streets / Transportation FUTS BBB Water Wastewater Airport Solid Waste Stormwater Utility 64.3% 10.6% 3.2% 2.4% 6.3% 3.1% 5.4% 0.1% 4.6% 100.0% $ $ 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. In November 2012 voters approved two bond projects totaling $24.0 million. These projects are the Municipal Maintenance Facility and the Watershed Protection Project. These projects will be phased in over a 6-year period and budgeted on a cash flow basis. 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. Sources of funding are categorized in three categories as shown below: 68,940,783 11,321,601 3,446,341 2,619,360 6,710,560 3,366,867 5,835,127 108,000 4,875,928 107,224,567 Pay-As-You-Go Debt Grants PROGRAM CATEGORIES 46.8% 39.8% 13.4% 100.0% $ $ 50,158,920 42,656,283 14,409,364 107,224,567 SOURCES OF FUNDING General Government 64.3% Pay-As-You-Go 46.8% Debt 39.8% Streets / Transportation 10.5% Stormwater Utility 4.6% Solid Waste 0.1% Airport 5.4% Wastewater 3.1% Annual Financial Plan Water 6.2% BBB 2.4% FUTS 3.2% Grants 13.4% Page 359 City of Flagstaff FINANCING THE CAPITAL PLAN The major sources of financing capital improvements in the upcoming fiscal year are: Operating Funds Debt Financing Grants 46.8% 39.8% 13.4% The rating agencies (Standard and Poors' Corp. and Moody Investors, Inc.) view 15% from operating funds as highly favorable. The City currently is financing 46.8% of its CIP out of operating funds. However, because of large funding requirements, debt financing still continues to be the major source of financing for capital improvements. A brief description of the major types of financing available and limitations as to use is presented below. GENERAL OBLIGATION (G.O.) BONDS Bonds issued as general obligations of the City are secured by the full faith and credit of the City through its power to tax. In order for bonds to be issued, voter authorization must be obtained. Debt service (payment of principal and interest) is to be paid from the proceeds of ad valorem taxes, i.e., property taxes. The Arizona Constitution and State Statutes limit the indebtedness that a jurisdiction may incur by the type of project constructed. The City can issue G.O. bonds up to 20% of the secondary assessed valuation for projects involving water, sewer, artificial lighting, parks, open space, recreational facilities, public safety, law enforcement, fire and emergency services, and street and transportation facilities. For all other generalpurpose improvements, the City may issue up to 6% of its secondary assessed valuation. The City has elected to use this option. $48.8 million is outstanding on July 1, 2013, and the City has $39.7 million in available capacity at the 6% debt margin and $83.4 million in available capacity at the 20% debt margin as of July 1, 2013. HIGHWAY BOND USER REVENUE (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 interest, cannot exceed 50% of the HURF distribution received for the most recent twelve month period by the City. JUNIOR LIEN BONDS PAYABLE FROM HIGHWAY USER TAX REVENUES 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 $45.28 million in capacity is currently available in junior lien bonds or as senior lien bonds. 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 $1.5 million outstanding at July 1, 2013. The $6.8 million remaining authorization was sold in FY 2003 through the Water Infrastructure Financing Authority (WIFA), with $3.6 million outstanding at July 1, 2013. 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 $33.8 million outstanding at July 1, 2013. Page 360 City of Flagstaff SPECIAL IMPROVEMENT/ASSESSMENT DISTRICTS Special improvements/assessments are a means of financing services or capital improvements that benefit specific property owners more than the general public. Majority consent must be obtained from the property owners within the designated geographic assessment district. The property owners are then levied a supplemental property tax assessment for their share of the costs of the improvements. The City issued $19.1 million of Aspen Special Improvement Debt related to Sawmill as of July 1, 2013, $11.0 million is outstanding. MUNICIPAL FACILITIES CORPORATION (MFC) BONDS The Flagstaff Municipal Facilities Corporation, Inc. (MFC) is a not for profit corporation over which the City exercises significant oversight authority. It was formed to assist the City in acquiring land and constructing improvements thereon, constructing and acquiring improvements upon land owned by the City, and in any other way incurring expenses to improve the use of presently owned facilities, or as they may be expanded in the future. The City Charter requires that to construct projects, with the exception of utilities, public safety and street facilities in excess of $1 million require voter approval. The $1 million limit is adjusted annually by the consumer price index at July 1 of each year. The estimated amount July 1, 2013 is $2.35 million. 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. 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 $1.3 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 has since refunded this issue with revenue bonds. Annual Financial Plan 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 $3.0 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. 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 $3.6 million is still outstanding as of June 30, 2013. LEASE FINANCING Under this type of debt financing, a governmental entity enters into a contractual arrangement with the issuer to construct or otherwise acquire facilities and/or equipment that is needed by the entity. Ordinarily, all operation and maintenance costs are the responsibility of the lessee (borrower). The lease terms are generally structured such that the rental payments are sufficient to meet debt service costs as well as any administrative expenses. Usually a reserve fund is set-aside at inception as security to obtain a competitive interest rate. 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. Page 361 City of Flagstaff 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. The current expansion at Pulliam Airport is being financed with proceeds from the sale of airpark property and ADOT and FAA grants. Major funding for the City's various affordable housing programs is provided through HOME and Community Development Block grants. The City has also received major funding for a streetscape project under the ISTEA (Intermodal Surface Transportation Efficiency) grant. Block Grant Programs: The Federal government distributes grant funds under eight omnibus block grant programs. With the 1995 Census, HUD designated Flagstaff as an Entitlement Community. This designation allows the City to receive funding directly from HUD. These funds will be used primarily for low income housing repair and construction and infrastructure in low-income neighborhoods. INTERGOVERNMENTAL AGREEMENTS (IGA) 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. 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 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). 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. 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 last schedule in this section 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 Page 362 City of Flagstaff Annual Financial Plan Page 363 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2013-2014 GENERAL GOVERNMENT APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 DIV 18 24 24 24 24 24 24 24 24 24 24 24 66 66 67 91 PROJECT BROWNFIELD ASSESSMENT FUTS / OPEN SPACE LAND ACQUISITION INNOVATION MESA OBSERVATORY MESA S. BEAVER / S. LEROUX STREET DODGE AVENUE ROSE AVENUE LA PLAZA VIEJA CEDAR AVENUE WATERSHED PROTECTION PROJECT COURT FACILITY MUNICIPAL MAINTENANCE FACILITY SOLAR PANEL PROJECT REDEVELOPMENT PROPERTY PURCHASE / IMPROVEMENT PARKS AND RECREATION TOTAL GENERAL GOVERNMENT CARRYOVER FY 2013 $ 418,500 1,074,250 2,130,650 10,667 1,449,260 233,223 7,969 1,500,000 11,750,000 28,295,000 145,000 1,000,000 1,100,000 $ 49,114,519 BUDGET FY 2014 418,500 1,163,845 1,074,250 12,020,000 2,130,650 10,667 1,449,260 1,957,236 676,375 1,500,000 12,000,000 28,295,000 4,000,000 145,000 1,000,000 1,100,000 68,940,783 BONDS 1,163,845 1,074,250 6,020,000 2,130,650 10,667 1,449,260 1,957,236 676,375 1,500,000 2,750,000 14,000,000 4,000,000 1,100,000 $ 37,832,283 GRANTS 418,500 6,000,000 600,000 7,018,500 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 DIV 18 24 24 24 24 24 24 24 24 24 24 24 66 66 67 91 PROJECT BROWNFIELD ASSESSMENT FUTS / OPEN SPACE LAND ACQUISITION INNOVATION MESA OBSERVATORY MESA S. BEAVER / S. LEROUX STREET DODGE AVENUE ROSE AVENUE LA PLAZA VIEJA CEDAR AVENUE WATERSHED PROTECTION PROJECT COURT FACILITY MUNICIPAL MAINTENANCE FACILITY SOLAR PANEL PROJECT REDEVELOPMENT PROPERTY PURCHASE / IMPROVEMENT PARKS AND RECREATION TOTAL GENERAL GOVERNMENT Annual Financial Plan $ Page 364 OTHER 8,650,000 14,295,000 145,000 1,000,000 24,090,000 TOTAL 418,500 1,163,845 1,074,250 12,020,000 2,130,650 10,667 1,449,260 1,957,236 676,375 1,500,000 12,000,000 28,295,000 4,000,000 145,000 1,000,000 1,100,000 68,940,783 City of Flagstaff Annual Financial Plan Page 365 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2013-2014 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 STREET IMPROVEMENT PROGRAM - 1X FUNDING SUNNYSIDE BIKE / PED AND SAFETY IMPROVEMENT TRANSPORTATION PLANNING AND PROGRAMMING RESERVE FOR TRANSPORTATION IMPROVEMENTS WEST / ARROWHEAD IMPROVEMENT INDUSTRIAL DRIVE / FANNING WASH TRAFFIC SIGNAL PROGRAM TOTAL STREETS AND TRANSPORTATION CARRYOVER FY 2013 $ 850,000 532,026 1,714,142 $ 3,096,168 BUDGET FY 2014 50,000 50,000 15,000 2,146,000 1,450,000 850,000 669,526 90,000 159,500 4,821,575 575,000 445,000 11,321,601 HURF $ 50,000 50,000 15,000 2,146,000 1,450,000 850,000 $ 4,561,000 TRANSPORTATION 669,526 90,000 159,500 4,821,575 575,000 445,000 6,760,601 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 STREET IMPROVEMENT PROGRAM - 1X FUNDING SUNNYSIDE BIKE / PED AND SAFETY IMPROVEMENT TRANSPORTATION PLANNING AND PROGRAMMING RESERVE FOR TRANSPORTATION IMPROVEMENTS WEST / ARROWHEAD IMPROVEMENT INDUSTRIAL DRIVE / FANNING WASH TRAFFIC SIGNAL PROGRAM TOTAL STREETS AND TRANSPORTATION Annual Financial Plan Page 366 TOTAL 50,000 50,000 15,000 2,146,000 1,450,000 850,000 669,526 90,000 159,500 4,821,575 575,000 445,000 11,321,601 City of Flagstaff Annual Financial Plan Page 367 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2013-2014 FUTS APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 DIV 75 75 75 75 75 75 75 75 75 75 75 75 75 75 PROJECT SPECIAL PROJECTS AND UNPROGRAMMED WORK FUTS SIGNAGE PROGRAM ARIZONA TRAIL COUNTRY CLUB FUTS TRAIL CEDAR TRAIL SWITZER MESA TRAIL BNSF WALNUT - FLORENCE UNDERPASS MALL TRANSFER CENTER TRAIL REALIGNMENT FLORENCE - WALNUT UNDERPASS FOURTH STREET TRAIL PINE KNOLL TRAIL HOSPITAL RIM FUTS TRAIL BRANNEN CONNECTOR HIGH COUNTRY TRAIL TOTAL BBB CARRYOVER FY 2013 $ 93,000 257,144 20,000 5,000 647,500 33,934 478,031 151,941 $ 1,686,550 BUDGET FY 2014 50,000 95,000 283,438 3,500 20,000 5,000 1,315,200 33,934 530,223 683,286 50,000 266,760 40,000 70,000 3,446,341 TRANSPORTATION $ 50,000 283,438 3,500 20,000 5,000 1,315,200 33,934 30,223 38,947 50,000 266,760 40,000 70,000 $ 2,207,002 GRANTS 95,000 500,000 644,339 1,239,339 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 DIV 75 75 75 75 75 75 75 75 75 75 75 75 75 75 PROJECT SPECIAL PROJECTS AND UNPROGRAMMED WORK FUTS SIGNAGE PROGRAM ARIZONA TRAIL COUNTRY CLUB FUTS TRAIL CEDAR TRAIL SWITZER MESA TRAIL BNSF WALNUT - FLORENCE UNDERPASS MALL TRANSFER CENTER TRAIL REALIGNMENT FLORENCE - WALNUT UNDERPASS FOURTH STREET TRAIL PINE KNOLL TRAIL HOSPITAL RIM FUTS TRAIL BRANNEN CONNECTOR HIGH COUNTRY TRAIL TOTAL BBB Annual Financial Plan Page 368 TOTAL 50,000 95,000 283,438 3,500 20,000 5,000 1,315,200 33,934 530,223 683,286 50,000 266,760 40,000 70,000 3,446,341 City of Flagstaff Annual Financial Plan Page 369 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2013-2014 BBB APPROPRIATIONS DIV 1 74 2 74 3 74 4 74 5 74 6 74 7 74 8 74 9 74 10 74 11 74 PROJECT SPECIAL PROJECTS AND UNPROGRAMMED WORK HISTORIC FACADES 4TH STREET NEIGHBORHOOD GATEWAY NEIGHBORHOOD GARDENS BUTLER MEDIANS PHASE III 4TH STREET CORRIDOR IMPROVEMENTS BUTLER AVENUE - NORTH EDGE FORT VALLEY ROAD ENHANCEMENTS ART INCUBATOR FAÇADE CONTRIBUTION MILTON SIGNS BEAUTIFICATION IN ACTION TOTAL BBB CARRYOVER FY 2013 $ 184,360 10,000 352,500 1,100,000 100,000 $ 1,746,860 BUDGET FY 2014 50,000 50,000 184,360 20,000 352,500 1,300,000 400,000 25,000 125,000 100,000 12,500 2,619,360 BBB 50,000 50,000 184,360 20,000 352,500 1,300,000 400,000 25,000 125,000 100,000 12,500 2,619,360 TOTAL 50,000 50,000 184,360 20,000 352,500 1,300,000 400,000 25,000 125,000 100,000 12,500 2,619,360 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 DIV 74 74 74 74 74 74 74 74 74 74 74 PROJECT SPECIAL PROJECTS AND UNPROGRAMMED WORK HISTORIC FACADES 4TH STREET NEIGHBORHOOD GATEWAY NEIGHBORHOOD GARDENS BUTLER MEDIANS PHASE III 4TH STREET CORRIDOR IMPROVEMENTS BUTLER AVENUE - NORTH EDGE FORT VALLEY ROAD ENHANCEMENTS ART INCUBATOR FAÇADE CONTRIBUTION MILTON SIGNS BEAUTIFICATION IN ACTION TOTAL BBB Annual Financial Plan $ $ Page 370 City of Flagstaff Annual Financial Plan Page 371 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2013-2014 WATER APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 DIV 47 51 51 51 51 51 51 51 51 51 51 52 52 52 52 52 52 52 52 52 52 PROJECT VEHICLE EQUIPMENT STORAGE AGING WATER INFRASTRUCTURE REPLACEMENT RADIO READ METER REPLACMENTS SWITZER CANYON TRANSMISISON LINE WEST / ARROWHEAD WATERLINE WATER METER VAULT REPLACEMENT PROGRAM WESTSIDE WATERLINE EXPANSION RESERVE FOR IMPROVEMENTS RIO DE FLAG WATERLINE RELOCATIONS SAN FRANCISCO ALLEY WATERLINE WALAPAI DRIVE ALLEY WATERLINE WATER PLANT EFFICIENCY PROJECT WATER RATE STUDY CHESHIRE TANK REPAIRS McCALLISTER RANCH FUTURE WATER RIGHTS LAKE MARY WELL #2 - 12" WATERLINE WATER SYSTEM MASTER PLAN SCADA MASTER PLAN SCADA CONTROL UPGRADES NAZ WATER SUPPLY FEASIBILITY TOTAL WATER CARRYOVER FY 2013 $ 77,600 50,960 666,259 91,000 32,197 200,000 20,125 196,426 624,000 332,000 120,000 20,000 80,000 300,000 $ 2,810,567 BUDGET FY 2014 77,600 451,741 100,960 1,546,259 330,000 120,000 450,000 195,000 200,000 117,000 199,000 97,000 150,000 300,000 900,000 624,000 332,000 120,000 20,000 80,000 300,000 6,710,560 OPERATING $ 77,600 451,741 100,960 1,546,259 330,000 120,000 450,000 195,000 200,000 117,000 199,000 97,000 150,000 300,000 900,000 332,000 120,000 20,000 80,000 $ 5,786,560 BONDS 624,000 624,000 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 DIV 47 51 51 51 51 51 51 51 51 51 51 52 52 52 52 52 52 52 52 52 52 PROJECT VEHICLE EQUIPMENT STORAGE AGING WATER INFRASTRUCTURE REPLACEMENT RADIO READ METER REPLACMENTS SWITZER CANYON TRANSMISISON LINE WEST / ARROWHEAD WATERLINE WATER METER VAULT REPLACEMENT PROGRAM WESTSIDE WATERLINE EXPANSION RESERVE FOR IMPROVEMENTS RIO DE FLAG WATERLINE RELOCATIONS SAN FRANCISCO ALLEY WATERLINE WALAPAI DRIVE ALLEY WATERLINE WATER PLANT EFFICIENCY PROJECT WATER RATE STUDY CHESHIRE TANK REPAIRS McCALLISTER RANCH FUTURE WATER RIGHTS LAKE MARY WELL #2 - 12" WATERLINE WATER SYSTEM MASTER PLAN SCADA MASTER PLAN SCADA CONTROL UPGRADES NAZ WATER SUPPLY FEASIBILITY TOTAL WATER Annual Financial Plan Page 372 GRANTS 300,000 300,000 TOTAL 77,600 451,741 100,960 1,546,259 330,000 120,000 450,000 195,000 200,000 117,000 199,000 97,000 150,000 300,000 900,000 624,000 332,000 120,000 20,000 80,000 300,000 6,710,560 City of Flagstaff Annual Financial Plan Page 373 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2013-2014 WASTEWATER APPROPRIATIONS DIV 1 54 2 57 3 57 4 57 5 57 6 57 7 58 8 58 9 58 10 58 PROJECT EAST FLAG SHOP IMPROVEMENTS PICTURE CANYON WWTP ENERGY EFFICIENCY PROGRAM WILDCAT - SOLIDS DISPOSAL SEWER / RECLAIMED WATER MASTER PLAN WILDCAT BARSCREENS AGING SEWER INFRASTRUCTURE REPLACEMENTS HILLSIDE SEWER REPLACEMENT RIO DE FLAG SEWER RELOCATES RESERVE FOR IMPROVEMENTS TOTAL WASTEWATER CARRYOVER FY 2013 $ 30,000 33,400 101,400 104,200 414,000 80,000 112,867 242,000 $ 1,117,867 BUDGET FY 2014 30,000 290,500 301,400 1,130,000 104,200 414,000 484,225 255,542 242,000 115,000 3,366,867 OPERATING $ 30,000 301,400 1,130,000 104,200 414,000 484,225 255,542 242,000 115,000 $ 3,076,367 GRANT 290,500 290,500 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 DIV 54 57 57 57 57 57 58 58 58 58 PROJECT EAST FLAG SHOP IMPROVEMENTS PICTURE CANYON WWTP ENERGY EFFICIENCY PROGRAM WILDCAT - SOLIDS DISPOSAL SEWER / RECLAIMED WATER MASTER PLAN WILDCAT BARSCREENS AGING SEWER INFRASTRUCTURE REPLACEMENTS HILLSIDE SEWER REPLACEMENT RIO DE FLAG SEWER RELOCATES RESERVE FOR IMPROVEMENTS TOTAL WASTEWATER Annual Financial Plan Page 374 TOTAL 30,000 290,500 301,400 1,130,000 104,200 414,000 484,225 255,542 242,000 115,000 3,366,867 City of Flagstaff Annual Financial Plan Page 375 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2013-2014 AIRPORT APPROPRIATIONS 1 2 DIV PROJECT 37 WESTPLEX TAXIWAY - REHAB PHASE II 37 APRON REHAB TOTAL AIRPORT CARRYOVER FY 2013 $ $ - BUDGET FY 2014 5,595,127 240,000 5,835,127 GRANTS 5,332,299 228,726 $ 5,561,025 OTHER 262,828 11,274 274,102 SOURCES OF FUNDING 1 2 DIV PROJECT 37 WESTPLEX TAXIWAY - REHAB PHASE II 37 APRON REHAB TOTAL AIRPORT Annual Financial Plan $ Page 376 TOTAL 5,595,127 240,000 5,835,127 City of Flagstaff Annual Financial Plan Page 377 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2013-2014 SOLID WASTE APPROPRIATIONS 1 2 3 DIV PROJECT 41 STORMWATER INFRASTRUCTURE 41 ROAD EXTENSION 41 SUB-SURFACE GEO PHYSICAL STUDY TOTAL SOLID WASTE CARRYOVER FY 2013 $ 24,000 49,000 25,000 $ 98,000 BUDGET FY 2014 34,000 49,000 25,000 108,000 OPERATING $ 34,000 49,000 25,000 $ 108,000 TOTAL 34,000 49,000 25,000 108,000 SOURCES OF FUNDING 1 2 3 DIV PROJECT 41 STORMWATER INFRASTRUCTURE 41 ROAD EXTENSION 41 SUB-SURFACE GEO PHYSICAL STUDY TOTAL SOLID WASTE Annual Financial Plan Page 378 City of Flagstaff Annual Financial Plan Page 379 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2013-2014 STORMWATER UTILITY APPROPRIATIONS 1 2 3 4 5 6 7 DIV 34 34 99 99 99 99 99 PROJECT RIO DE FLAG PROJECT RIO PARKING REPLACEMENT SPOT IMPROVEMENT - ANNUAL SPOT IMPROVEMENT - EAST RT 66 CULVERT SPOT IMPROVEMENT - COLUMBIA CIRCLE SPOT IMPROVEMENT - CITY PROP 116 BUTLER SPOT IMPROVEMENT - 10 BUNDLED PROJECTS TOTAL STORMWATER UTILITY CARRYOVER FY 2013 $ 2,727,428 1,200,000 151,891 $ 4,079,319 BUDGET FY 2014 2,727,428 1,200,000 75,000 250,000 129,000 32,500 462,000 4,875,928 OPERATING $ 2,727,428 1,200,000 75,000 250,000 129,000 32,500 462,000 $ 4,875,928 TOTAL 2,727,428 1,200,000 75,000 250,000 129,000 32,500 462,000 4,875,928 SOURCES OF FUNDING 1 2 3 4 5 6 7 DIV 34 34 99 99 99 99 99 PROJECT RIO DE FLAG PROJECT RIO PARKING REPLACEMENT SPOT IMPROVEMENT - ANNUAL SPOT IMPROVEMENT - EAST RT 66 CULVERT SPOT IMPROVEMENT - COLUMBIA CIRCLE SPOT IMPROVEMENT - CITY PROP 116 BUTLER SPOT IMPROVEMENT - 10 BUNDLED PROJECTS TOTAL STORMWATER UTILITY Annual Financial Plan Page 380 City of Flagstaff Annual Financial Plan Page 381 City of Flagstaff FY 2014 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. 2. 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. 3. 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 office space, wet/dry laboratories, conference room, server facilities, light manufacturing space and a secondary Emergency Operations Center to be located at City-owned property south of the USGS Campus and adjacent to the NACET Business Incubator Phase 1 on Gemini Drive. 4. Observatory Mesa: Acquisition of 2,200 acres of State Trust Land for open space. The acquisition will be funded through a $5.5 million bond authorized by Flagstaff voters in 2004 and the Arizona Preserve Initiative Growing Smarter Grant. Arizona State Parks will hold a conservation easement on the land to protect it in the perpetuity. 5. South Beaver/South Leroux Street: 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. 6. Dodge Avenue: Water service replacements, miscellaneous curb, gutter and sidewalk replacements and pavement re-surfacing from Empire Avenue to Trails End Drive. 8. 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. 9. Cedar Avenue: Project limits are from West Street to Fourth Street along Cedar Avenue. Work includes new water and sewer service replacements, new full width asphalt mill and overlay, curb, gutter and sidewalk repair, ADA ramp retrofit, replacement of sewer main at Monte Vista Drive and along Cedar near Mount Elden Middle School. 10. Watershed Protection Project: 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. 11. Court Facility: Budget appropriation for Municipal Courts improvements, renovations or relocation contingent on availability of funding. 12. Municipal Maintenance Facility: Continue to pursue the addition of a new Maintenance Facility. 13. Solar Panel Project: Utilizing a 15 year capital lease, the City will finance three solar systems on its property. Combined 802 Kilowatt will be installed at the Aquaplex, Rio de Flag Wastewater Treatment Facility and Wildcat Wastewater Treatment Facility. 14. Redevelopment: The City has been working with the property owners in the downtown area on enhancing the amenities in the area. The City is proposing a project that would add parking meters to both the north and south business areas and develop controlled parking lots for the employees, businesses and visitors alike. Property owners have expressed concerns with the lack of parking enforcement and turnover as one of the major obstacles for promotion of downtown. 15. Property Purchase/Improvement: The project is a public-private partnership to help purchase dilapidated properties, make minor improvements, and sell for development purposes. 7. Rose Avenue: Water and sewer replacements and full street reconstruction from Third Street to Cedar Avenue. Annual Financial Plan Page 382 City of Flagstaff 16. Parks and Recreation: 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. 9. 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 10. West / Arrowhead Improvement: Design, construction, and right-of-way acquisition for the construction of collector street improvements at West Street and Arrowhead Avenue as authorized by the local transportation tax approved in May 2000. 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). 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. 3. Sidewalk Replacement Program: Provides replacement of curb, gutter and sidewalk in cases where property owners contribute 50% of replacement costs. 4. Street Improvement Program: City-wide annual pavement maintenance consisting of crack sealing, seal coating and asphalt overlay and ADA sidewalk compliance. 5. Street Improvement Program – 1X funding: City-wide annual pavement maintenance, funded with one time funding, consisting of crack sealing, seal coating and asphalt overlay and ADA sidewalk compliance. 6. Sunnyside: Additional neighborhood street reconstruction contingent on Automall lot sales. 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. Annual Financial Plan 11. Industrial Drive / Fanning Wash: Construction of water and sewer extensions and realignments, a storm water system, new paved roadway with full edge improvements from Nestle Purina Avenue to Huntington Drive. Work at Fanning wash from the BNSF right-ofway, south would construct culverts beneath Industrial Drive at the Block Like site and realign the profile of the road at this location. The culverts would accommodate the 100 year storm frequency culverts through the BNSH right-ofway. 12. Traffic Signal Program: Project to implement FHWA’s Everyday Counts Initiative – Adaptive Signal Control Technology (ASCT) on a segment of Butler Avenue in the Downtown area. ASCT is a system on sensors, communications devices and processors that continuously monitor traffic flows, adjusting times ‘on the fly’ as traffic flows fluctuate throughout the day. FUTS – Beautification 1. Special Projects and Unprogrammed Work: Covers small emergent items of work, such as minor trail projects and repairs, and other miscellaneous trail needs. 2. FUTS Signage Program: Comprehensive program to install regulatory, directional, trailhead, boundary, and interpretive signs along the entire FUTS system. 3. Arizona Trail: 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. 4. 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. Page 383 City of Flagstaff 5. Cedar 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. 6. Switzer Mesa Trail: A planned aggregatesurfaced 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. 7. 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. 8. Mall Transfer Center Trail Realignment: Reconstruction of a short section of the El Paso FUTS Trail to accommodate improvements to the Mall Transfer Center. 9. Florence – Walnut Underpass: Pedestrian and bicycle underpass trail at the BNSF tracks between Walnut and Florence Streets just west of downtown. 10. Fourth Street Trail: 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. 11. Pine Knoll Trail: 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. 12. Hospital Rim FUTS Trail: A ¼ mile of aggregate trail connects from Beaver Street to the Fort Valley Trail along Fort Valley Road and Beaver Street, on the ridge between Flagstaff Medical Center and the Fort Valley Shopping Center. Annual Financial Plan 13. Brannen Connector: This planned trail will provide access from the Brannen Homes neighborhood to the Sinclair Wash FUTS Trail. The access trail will be aggregate-surfaced and about 750 feet in length. 14. High Country Trail: Construction of a concrete trail along High Country Trail will complete a missing segment of trail between Wild West Trail and Lake Mary Road. The new trail will be a little more than a ¼ mile in length. BBB - Beautification 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. 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. 3. Fourth Street Neighborhood Gateway: This project would create an entrance element on the northeast corner of Route 66 and Fourth Street that could include neighborhood signage, landscaping, and public art. 4. 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. 5. 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. 6. Fourth Street Corridor Improvements: To be determined – per the Fourth Street Corridor Study – North. 7. Butler Avenue – North Edge: This project would install screening, maybe a site wall and landscaping at the tank farm across from the Sawmill Project – north side edge improvements. Page 384 City of Flagstaff 8. Fort Valley Road Enhancements: This project would address the City owned lands between the Shell Station and Forest Avenue, discussed by BPAC as a minimal clean-up and landscaping effort. 7. Westside Waterline Expansion: Utilities to provide financial reimbursements to WL Gore for the oversizing of 6,505 ft of waterline along Route 66 and Flagstaff Ranch Road. Reimbursement not to exceed $450,000. 9. 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. 8. Reserve for Improvements: Annual reserve for unanticipated line replacements, oversizing and participation with developers that may occur during the fiscal year. 10. 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. 11. 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. WATER 1. Vehicle Equipment Storage: Construction of equipment storage shelter fro equipment and vehicles at the Lake Mary Water Treatment Plant. 2. Aging Water Infrastructure Replacement: Replace 11,000 ft of water main each year. Water mains will be prioritized by age, condition, material and maintenance repair costs. 3. Radio Read Meter Replacement: Annual replacement of water meters to new style radio read meters. 4. Switzer Canyon Transmission Line: Replace aging 16” Cl waterline from Route 66 to Reservoir Filtration Plant. Project will be broken up into several phases. 5. 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. 6. Water Meter Vault Replacement Program: Replace old and outdated water meter vaults that have maintenance and safety issues with newer updated structures. Little America vault to be replaced in FY14. Annual Financial Plan 9. Rio de Flag Waterline Relocations: Replace existing water lines in conflict with the Rio de Flag Flood Control project being designed by the Corps of Engineers. The project has funding reflects the phasing of the utility relocation work. 10. 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. 11. Walapai Drive Alley Waterline: Replace aging waterline in Bow and Arrow neighborhood. 12. Water Plant Efficiency Project: Implementation of energy efficiency projects that were identified in the energy audit of the Water Production facilities conducted in 2012. Energy audit identified several energy conservation opportunities (ECO’s). Project will be broken up into several phases over multiple years. 13. Water Rate Study: Updated rate study analysis of existing water, sewer and reclaimed water utility rates every 3 years to assure prudent fiscal management of the Utility. 14. Cheshire Tank Repairs: Inspect and repair of Existing tank is the Cheshire Steel Tank. leaking. Rehabilitation of the tank requires structural repair and panting of the inside and outside of tank surfaces. 15. McCallister Ranch: Construction of new well pump house building, clearwell and provide 18” pipeline connection to the existing water distribution system. The well site was drilled and capped as part of the 2004 bond program. 16. Future Water Rights: Acquisition of water rights and continued development of water ranch. 17. Lake Mary Well #2 – 12” Waterline: 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. Page 385 City of Flagstaff 18. 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. 19. 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. 20. 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. 21. 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. WASTEWATER 7. Aging Sewer Infrastructure Replacements: Replace 5,000 ft of sewer main each year. Sewer mains will be prioritized by age, condition, material and maintenance repair costs. 8. Hillside Sewer Replacement: Replace 825 ft of aging sewerline and 530 ft of waterline in Hillside between Elm and Dale. Part of the annual sewer replacement program. 9. Rio de Flag Sewer Relocates: 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 phasing of the utility relocation work. 10. Reserve for Improvements: Annual Reserve for unanticipated line replacement, oversizing. AIRPORT 1. Westplex Taxiway – Rehab Phase II: This project is milling the asphalt around the aircraft storage area of the airport and replacing with new asphalt. 2. Apron Rehab: The replacement of joint seals in concrete apron south of the terminal building. 1. East Flag Shop Improvements: Roofing and other building safety improvements to the East Flag Shop facility. This project is funded through the Operational Capital. 2. Picture Canyon: Realign Rio de Flag channel to original configuration. 3. WWTP 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. 4. Wildcat – Solids Disposal: Installation of a temporary solids (digested sludge) dewatering system at the City of Flagstaff Wildcat Hill WWTP. Project to increase the amount of solids disposal at the Wildcat plant until a permanent solution can be designed and installed. 5. 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. Annual Financial Plan 6. Wildcat Bar Screens: Replacement of two existing bar screens at the headwork’s of the Wildcat Hill facility. 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. 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. 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. Page 386 City of Flagstaff 2. Rio Parking Replacement: General Fund allocation for partial funding to replace parking displaced by the Rio de Flag Project. 3. Spot Improvement – Annual: Annual Maintenance of the storm drain system. 4. Spot Improvement – East Route 66 Culvert: Add a secondary outlet in the event the existing culvert under Route 66 becomes blocked. 6. Spot Improvement – City Prop 116 Butler: Stormwater runoff from city lot flows into residential area causing flooding to structures and yards. This project will include design and implementation to solve on and off-site flooding. 7. Spot Improvement – 10 Bundled Projects: Ten small drainage improvement projects will involve construction to alleviate flooding to residential and commercial structures. 5. Spot Improvement – Columbia Circle: A design will be conducted to solve residential flooding of structures and yards near Columbia Circle Drive. Annual Financial Plan Page 387 City of Flagstaff Capital Budget Impact on the Operating Budget The City of Flagstaff prepares a Five-Year Capital Improvement Plan (multi-year, long-range study of construction and/or acquisition of high cost items with an extended useful life), which is prepared along with 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 inter-related. The impact of capital project operating costs on the annual budget are a fundamental element of the City’s CIP and the overall budget development process. Reliable operating cost estimates are necessary from the onset of each budget cycle, as the city must determine specific ongoing expenses it will incur once a project has been completed. For example, once a project becomes active, it requires staff (personnel), utilities, planned equipment replacement for obsolescence, facility maintenance, etc., in order to operate. And, since project components are often completed in phases, partially constructed projects generally have associated operating costs which will need to be funded in future fiscal years. In terms of budgeting, the project’s initial operational impact may begin before completion of the project in its entirety. In addition, there are additional debt service payments for new debt financed projects. The incremental impact for FY 2014 is estimated as indicated in the following table. Incremental Impact of Capital Budget on Fiscal Year 2013 ‐ 2014 Operating Budget New Debt Service General Government (General Obiligation) General Government (Revenue Bonds) New Operations and Maintenance General Funds FUTS Funds BBB Funds Water / Wastewater Funds Solid Waste Funds Total FY14 $ 1,585,700 206,240 (30,896) 8,312 12,780 72,000 2,000 Operating Budget CIP Impact $136.2 M $1.9M Capital Budget $107.2 M $ 1,856,136 The new FY 2014 debt service is attributed to new Revenue Bonds and General Obligation (G.O.) bonds. These bonds will carry 10 to 20 year maturities and the associated debt service will remain in the operating budget for the corresponding period of time. The impact of this new debt service is factored and will influence long range projections for new project prioritization and the City’s capacity to issue future debt. Debt associated with projects financed with General Obligation (G.O.) bonds within the General Government program will be paid out of the Debt Service Fund with secondary property tax revenue. Debt associated with projects financed with Revenue bonds will be paid from dedicated pledged revenue streams. These revenue streams will be determined at the time bonds are being issued. Annual Financial Plan Page 388 City of Flagstaff The table below lists the CIP projects budgeted for completion during FY 2013 – 2014 by major CIP Program area. There associated operating budget impacts will take effect the following budget year, FY2014 – 2015. Fiscal Year 2013 ‐ 2014 CIP Projects and Operating and Maintenance Budget Impacts Program and Project Name Fund General Government Program Solar Panel Project Municipal Maintenance Facility Court Facility Parks and Recreation Non‐Departmental General General General FUTS Program Arizona Trail Country Club FUTS Trail Cedar Trail Switzer Mesa Trail Florence ‐ Walnut Underpass Fourth Street Trail Pine Knoll Trail Hospital Rim FUTS Trail Brannen Connector BBB 4th Street Neighborhood Gateway Butler Medians Phase III Fort Valley Road Enhancements Water / Wastewater Future Water Rights ‐ Red Gap Waterline Switzer Canyon Transmission Line Cheshire Tank Repairs Picture Canyon Rio de Flag Sewer Relocates Solid Waste Road Extension Annual Impact $ (30,896) TBD TBD TBD FUTS FUTS FUTS FUTS FUTS FUTS FUTS FUTS FUTS 2,605 732 104 1,257 104 1,336 363 1,253 558 BBB Fund BBB Fund BBB Fund 6,140 6,140 500 Utilities Utilities Utilities Utilities Utilities 10,000 1,000 10,000 1,000 50,000 Solid Waste 2,000 Total Operating Impact of FY 2013 ‐ 2014 CIP Projects $ 64,196 A description of each project will be listed in FY 2014 Project Descriptions section. Within the General Government Program, the Solar Panel Project is expected to be a revenue generating project that is projected to produce $288,570 annually. This will offset the net projected operating and financing costs of $257,674. The net annual impact will be a decrease in annual impact of $30,896. Operating & maintenance estimates for the Municipal Maintenance Facility, Court Facility and Parks and Recreation will be determined upon finalized planning of each project. The projects within the FUTS Program will consist of maintenance costs incurred by the City’s Parks section in maintaining the FUTS trails. The projected annual impact of these projects is expected to be $8,312. The BBB Program projects will consist of maintenance costs incurred by the City’s Parks division in maintaining streetscapes, infrastructure and public art items. The projected annual impact of these projects will be $12,780. The projects within the Water / Wastewater Program will consist of operating and maintenance costs in maintaining City Utility infrastructure. The projected annual impact is estimated at $72,000. The Solid Waste Program has one project that will require maintenance of street infrastructure. The projected annual impact will be $2,000. Annual Financial Plan Page 389 City of Flagstaff FUTURE OPERATING BUDGET IMPACTS In addition to current year operating budget impacts, future operating costs with current and planned projects are identified in the five year capital plans. Since the City Council only formally adopts operating and capital budgets on an annual basis, the ‘out-year’ impacts represent a forecast based on the current scope of the project and inflation assumptions. As such, they will be subject to revision in future years based on changes in inflation, the scope of the project and Council and community priorities. Capital Improvement Program Net Operating Forcast Fiscal Year 2014‐2015 to Fiscal Year 2018‐2019 Program and Project Name General Government Program Innovation Mesa USGS Misc Buildings Capital Projects Capital Projects Streets Program Beulah Blvd / University Drive Industrial Drive ‐ Huntington to Purina Country Club / Oakmont Transportation Transportation Transportation Fund 2014‐2015 2016‐2017 2017‐2018 2018‐2019 Total ‐ ‐ 100,000 ‐ ‐ ‐ ‐ ‐ ‐ 213,500 ‐ ‐ ‐ ‐ 2,390 ‐ ‐ ‐ ‐ 5,500 ‐ ‐ ‐ ‐ 2,675 5,500 2,390 2,675 724 ‐ ‐ ‐ ‐ ‐ 3,608 2,248 ‐ ‐ ‐ ‐ ‐ 1,969 1,680 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 724 3,608 2,248 1,969 1,680 BBB Fund BBB Fund BBB Fund 6,000 ‐ ‐ ‐ ‐ ‐ ‐ 6,000 ‐ ‐ ‐ 3,000 ‐ ‐ ‐ 6,000 6,000 3,000 Water / Wastewater LM Electrical Service Upgrade Railroad Springs Resevoir #1 Repaint Westside Interceptor Improvements Rio Plant ‐ Replace UV System Wildcat ‐ Replacement Grit Pumps Wildcat ‐ Third Digestor Utilities Utilities Utilities Utilities Utilities Utilities 1,200 4,100 ‐ ‐ 2,400 ‐ ‐ ‐ 3,800 ‐ ‐ 35,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 16,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,200 4,100 3,800 16,000 2,400 35,000 Airport Non‐Revenue Parking Airport ‐ ‐ ‐ 7,500 ‐ 7,500 10,000 ‐ ‐ 70,000 ‐ ‐ ‐ ‐ ‐ ‐ 10,000 70,000 24,424 217,046 9,649 32,000 216,175 FUTS Program High Country Trail Sheep Crossing Trail Lonetree Trail Switzer Canyon Trail Shultz Pass Trail BBB Butler Avenue ‐ North Edge Butler Medians Phase IV Urban Forest Solid Waste Maintenance Building Methane Gas Collection Wells Total Operating Impacts $ 2015‐2016 FUTS FUTS FUTS FUTS FUTS Solid Waste Solid Waste $ $ $ 100,000 213,500 499,294 As shown above, a total of 22 CIP projects are projected to produce approximately $500,000 in operating budget impacts. These operating budget impacts represent new incremental expenditure increases which are anticipated to go into effect on a permanent annual basis in the fiscal year shown. Annual Financial Plan Page 390 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM SUMMARY FISCAL YEARS 2014-2019 Budget 2012-2013 Beginning Balance $ - Estimate 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 - - - - - - - Total Plan - Page 391 Resources Debt Grants Pay-as-you-go Reserved Total Resources 48,577,911 16,648,269 48,893,814 114,119,994 8,003,780 6,326,679 8,406,062 22,736,521 42,656,283 14,409,364 50,158,920 107,224,567 4,374,063 7,203,813 17,459,201 29,037,077 2,270,977 1,797,130 18,101,142 1,750,000 23,919,249 13,811,450 4,646,199 13,087,858 31,545,507 3,909,342 4,227,203 14,134,909 300,000 22,571,454 10,493,790 3,205,065 14,756,239 3,000,000 31,455,094 85,519,685 41,815,453 136,104,331 5,050,000 268,489,469 Expenditures General Government Streets/Transportation Flagstaff Urba Trails System BBB: Streetscape Utilities: Water Utilities: Wastewater Airport Solid Waste Stormwater Utility Total Expenditures 79,304,305 8,358,192 3,210,435 3,160,214 7,973,511 1,649,000 5,198,170 383,000 4,883,167 114,119,994 10,607,357 4,316,695 1,197,880 1,049,341 2,673,980 601,133 1,406,709 10,000 873,426 22,736,521 68,940,783 11,321,601 3,446,341 2,619,360 6,710,560 3,366,867 5,835,127 108,000 4,875,928 107,224,567 9,189,563 7,168,500 555,000 512,500 3,110,000 2,890,000 3,359,514 1,922,000 330,000 29,037,077 2,468,477 7,513,900 725,000 512,500 2,740,000 3,815,000 1,750,372 4,060,000 334,000 23,919,249 13,811,450 5,055,700 500,000 612,500 4,340,000 2,100,000 4,777,777 10,000 338,080 31,545,507 3,915,512 5,509,200 550,000 512,500 3,684,000 3,323,000 4,425,000 310,000 342,242 22,571,454 10,493,790 7,710,318 425,000 562,500 6,144,000 1,763,000 1,000,000 3,010,000 346,486 31,455,094 119,426,932 48,595,914 7,399,221 6,381,201 29,402,540 17,859,000 22,554,499 9,430,000 7,440,162 268,489,469 - - - - - - - - - Ending Balance $ City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2014-2019 Budget 2012-2013 General Government General Fund Redevelopment Solar Panel Project Brownfields Assessment Property Purchase / Improvement Page 392 General Fund Bond Fund Fire Stations FUTS / Open Space Land Acquisition Picture Canyon USGS 2010 SFO USGS Misc Buildings Innovation Mesa Observatory Mesa Communication System 2010 2010 Street / Utility Pavement Preservation Cherry Avenue Franklin / Mohawk Avenue Izabel Avenue S B S Leroux L St S. Beaver / S. Streett Dodge Avenue Rose Avenue Coconino / Elden / Humphrey La Plaza Vieja Cedar Avenue Presidio Subdivision Watershed Protection Project Court Facility Municipal Maintenance Facility Land Acquisition (Parks & Rec) Parks and Recreation Total General Government $ Estimate 2012-2013 Budget 2013-2014 Budget 2014-2015 - Budget 2015-2016 - Budget 2016-2017 - Budget 2017-2018 - Budget 2018-2019 - Total Plan 645,000 1,000,000 1,000,000 281,500 - 145,000 4,000,000 418,500 1,000,000 145,000 4,000,000 700,000 1,000,000 8,000 6,600,000 1,587,000 7,525,000 272,000 650,000 1,248,000 2 342 350 2,342,350 968,467 1,047,500 1,549,900 1,590,088 2,876,000 6,000,000 12,000,000 28,295,000 1,100,000 6,000 17,409 5,251,032 186,750 225,000 3,747 109,888 331 938,406 241 568 235 710 235,710 782,928 155,746 1,922,454 159,495 12,075 50,000 250,000 18,077 - 1,163,845 1,074,250 12,020,000 2 130 650 2,130,650 10,667 1,449,260 1,957,236 676,375 1,500,000 12,000,000 28,295,000 1,100,000 935,063 6,254,500 2,000,000 - 270,977 197,500 2,000,000 - 411,450 10,000,000 2,000,000 1,400,000 - 515,512 2,000,000 1,400,000 - 10,000,000 493,790 - 6,000 3,314,256 5,251,032 20,000,000 7,713,000 12,245,000 3,747 109,888 331 938,406 241 568 2 366 360 2,366,360 793,595 1,605,006 1,922,454 2,116,731 688,450 10,043,790 12,250,000 28,313,077 2,800,000 1,100,000 $ 79,304,305 10,607,357 68,940,783 9,189,563 2,468,477 13,811,450 3,915,512 10,493,790 119,426,932 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2014-2019 Budget 2012-2013 Estimate 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Total Plan Page 393 Streets / Transportation Streets Street Improvement Program Street Improvement Program - 1X funding Sunnyside Minor Transportation Improvements Reserve for Improvements Sidewalk Replacement Program Ponderosa Parkway $ 1,154,879 850,000 50,000 50,000 15,000 3,000 1,054,879 50,000 50,000 14,450 - 2,146,000 1,450,000 850,000 50,000 50,000 15,000 - 2,146,000 865,000 60,000 50,000 15,000 - 2,146,000 865,000 65,000 50,000 15,000 - 2,146,000 70,000 50,000 15,000 - 2,253,300 75,000 50,000 15,000 - 2,365,965 85,000 50,000 15,000 - 14,258,144 3,180,000 850,000 455,000 350,000 104,450 - Transportation Tax Funded West / Arrowhead Improvement Industrial Drive / Fanning Wash Traffic Signal Program Reserve for Transportation Improvements Bike / Ped and Safety Improvement Transportation Planning and Programming Beulah Blvd / University Drive Industrial Drive - Huntington to Purina Butler / 4th Intersection Reconstruction Country Club / Oakmont 4,469,313 175,000 484,500 95,000 995,000 - 2,755,171 175,000 112,191 95,000 10,004 - 4,821,575 575,000 445,000 159,500 669,526 90,000 - 1,375,000 167,500 200,000 90,000 1,500,000 700,000 - 477,000 175,900 200,000 90,000 1,580,000 1,850,000 - 184,700 200,000 90,000 2,300,000 - 512,000 193,900 200,000 90,000 2,120,000 - 203,600 200,000 90,000 3,585,753 1,115,000 7,576,746 1,950,000 1,434,000 1,260,100 1,781,717 635,000 7,510,004 2,550,000 3,585,753 1,115,000 $ 8,358,192 4,316,695 11,321,601 7,168,500 7,513,900 5,055,700 5,509,200 7,710,318 48,595,914 Total Streets/Transportation City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2014-2019 Budget 2012-2013 Esitmate 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Total Plan FUTS FUND Page 394 FUTS Special Projects & Unprogrammed Work FUTS Signage Program Arizona Trail Country Club FUTS Trail Sixth Avenue / Arrowhead Connector Cedar Trail Switzer Mesa Trail Switzer Canyon FUTS Trail BNSF Walnut - Florence Underpass Mall Transfer Center Trail Realignment Florence - Walnut Underpass Fourth Street Trail Pine Knoll Trail Ponderosa Trail Rehab Hospital Rim FUTS Trail Brannen Connector High Country Trail Sheep Crossing Trail Lonetree Trail Switzer Canyon Trail Shultz Pass Trail Lake Mary Road Trail Little America Trail Total FUTS $ 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 - 32,200 200,000 65,414 9,100 326,540 40,000 238,575 4,000 43,866 2,850 7,719 17,616 210,000 - 50,000 95,000 283,438 3,500 20,000 5,000 1,315,200 33,934 530,223 683,286 50,000 266,760 40,000 70,000 - 50,000 280,000 125,000 100,000 - 50,000 200,000 250,000 225,000 - 50,000 300,000 150,000 - 50,000 500,000 - 50,000 225,000 150,000 332,200 295,000 348,852 12,600 326,540 20,000 45,000 238,575 1,319,200 77,800 533,073 691,005 67,616 210,000 266,760 40,000 350,000 325,000 350,000 525,000 150,000 725,000 150,000 $ 3,210,435 1,197,880 3,446,341 555,000 725,000 500,000 550,000 425,000 7,399,221 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2014-2019 Budget 2012-2013 Esitmate 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Total Plan BBB FUNDS Page 395 Beautification Streetscape Special Projects & Unprogrammed Work Historic Facades 4th Street Neighborhood Gateway Neighborhood Gardens Butler Medians Phase III 4th Street Corridor Improvements Basque Properties Heritage Square Permanent Lighting Visitor Center Route 66 Planter Arts Incubator Façade Contribution Milton Signs Beautification in Action R t 66 P Route Preservation ti Project P j t Woodlands/Beulah Medians Southside Plan - Beaver / San Francisco Butler Avenue - North Edge Fort Valley Road Enhancements Gutter Diversions-Sustainable Streets Butler Medians Phase IV Cityy Gatewayy at Milton Road Urban Forest CSPM Projects Total BBB $ 50,000 106,177 184,360 19,000 513,900 1,100,000 250,000 30,000 25,000 50,000 100,000 12,500 20 000 20,000 699,277 - 50,000 50,000 50,000 14,600 30,000 25,000 25,000 12,500 23 000 23,000 769,160 81 - 50,000 50,000 184,360 20,000 352,500 1,300,000 125,000 100,000 12,500 400,000 25,000 - 50,000 50,000 200,000 12,500 100,000 100,000 - 50,000 50,000 12,500 100,000 300,000 - 50,000 50,000 12,500 100,000 300,000 50,000 50,000 - 50,000 50,000 12,500 200,000 200,000 - 50,000 50,000 12,500 450,000 350,000 350,000 184,360 20,000 402,500 1,500,000 14,600 30,000 25,000 150,000 100,000 87,500 23 000 23,000 769,160 81 500,000 25,000 300,000 600,000 250,000 250,000 450,000 $ 3,160,214 1,049,341 2,619,360 512,500 512,500 612,500 512,500 562,500 6,381,201 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2014-2019 Budget 2012-2013 Page 396 Water/Wastewater Water Reserve for Improvements Railroad Springs Reservior Future Water Rights Water Resource Sustainability Study Inner Basin Pipeline Realignment Inner Basin Pipeline Relocation Aging Water Infrastructure Replacement Radio Read Meter Replacements Water Meter Vault Replacement Program Rio de Flag Waterline Relocations San Francisco Alley Waterline Lake Mary Land Acquisition McCallister Ranch Lake Mary Well #2 - 12" Pipeline LM Electrical Service Upgrade Water System Master Plan Switzer Canyon Transmission Line West / Arrowhead Waterline SCADA Master Plan SCADA Control Upgrades Water Plant Efficiency Project NAZ Water Supply Feasibility Water Rate Study Vehicle Equipment Storage Westside Waterline Expansion Cheshire Tank Repairs Railroad Springs Resevoir #1 Repaint New Well and Pumphouse Walapai Drive Alley Waterline $ 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 35,000 300,000 90,000 240,000 7,973,511 Estimate 2012-2013 67,803 100,847 4,600 35,000 1,900,000 9,100 49,040 29,875 50,000 30,000 137,741 139,000 30,000 35 000 35,000 12,400 43,574 2,673,980 Budget 2013-2014 195,000 624,000 451,741 100,960 120,000 200,000 117,000 900,000 332,000 120,000 1,546,259 330,000 20,000 80,000 97 000 97,000 300,000 150,000 77,600 450,000 300,000 199,000 6,710,560 Budget 2014-2015 150,000 2,000,000 290,000 120,000 300,000 50 000 50,000 200,000 3,110,000 Budget 2015-2016 150,000 2,000,000 300,000 40,000 150,000 100 000 100,000 2,740,000 Budget 2016-2017 150,000 2,000,000 300,000 40,000 200,000 1,400,000 100 000 100,000 150,000 4,340,000 Budget 2017-2018 150,000 2,832,000 340,000 40,000 222,000 100 000 100,000 3,684,000 Budget 2018-2019 150,000 2,832,000 340,000 40,000 32,000 150,000 100 000 100,000 2,500,000 6,144,000 Total Plan 1,012,803 100,847 628,600 35,000 1,900,000 9,100 12,115,741 1,720,000 400,000 654,000 146,875 1,400,000 900,000 382,000 300,000 450,000 1,684,000 469,000 50,000 80,000 582 000 582,000 300,000 300,000 90,000 450,000 300,000 200,000 2,500,000 242,574 29,402,540 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2014-2019 Budget 2012-2013 Water/Wastewater Wastewater Picture Canyon Westside Interceptor Improvements Sewer / Reclaimed Water Master Plan Rio Plant - Replace UV System WWTP Energy Efficiency Program Wildcat Barscreens Wildcat - Replacement Grit Pumps Wildcat - Third Digestor Wildcat - Solids Dispoal Aging Sewer Infrastructure Replacements Rio de Flag Sewer Relocates Juniper Point 12" Reclaim Line Connection East Flag Shop Improvements Hillside Sewer Replacement Reserve for Improvements Page 397 Total Water And Wastewater $ Estimate 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Total Plan 65,600 125,000 120,000 450,000 110,000 242,000 85,000 290,000 161,400 1,649,000 32,200 20,800 18,600 36,000 70,000 30,000 55,000 177,133 161,400 601,133 290,500 104,200 301,400 414,000 1,130,000 484,225 242,000 30,000 255,542 115,000 3,366,867 400,000 90,000 1,500,000 750,000 150,000 2,890,000 400,000 125,000 350,000 1,500,000 1,290,000 150,000 3,815,000 150,000 1,290,000 300,000 210,000 150,000 2,100,000 1,400,000 150,000 1,290,000 333,000 150,000 3,323,000 125,000 150,000 1,290,000 48,000 150,000 1,763,000 322,700 400,000 375,000 1,400,000 1,520,000 450,000 90,000 3,000,000 1,200,000 6,424,225 923,000 210,000 85,000 432,675 1,026,400 17,859,000 $ 9,622,511 3,275,113 10,077,427 6,000,000 6,555,000 6,440,000 7,007,000 7,907,000 47,261,540 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2014-2019 Budget 2012-2013 Airport Non-Revenue Parking Design Non-Revenue Parking Rehab Taxiway Reconstruct Westplex Taxilane - Design Rehab Taxilane - Westplex Westplex Taxiway - Rehab Phase II Apron Reconstruction Apron Rehab Runway Rehab / Reconstruction Airport Heliport ADOT Taxi A & West ADOT Runway Rehab Future Projects - FAA Future Projects - Pavement Marking Total Airport $ Estimate 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Total Plan 1,532,757 554,318 2,878,732 181,362 51,001 - 598,065 554,318 203,986 50,340 - 5,595,127 240,000 - 3,259,514 100,000 - 1,750,372 - 777,777 4,000,000 - 4,000,000 425,000 1,000,000 - 777,777 8,000,000 598,065 554,318 5,595,127 203,986 240,000 3,259,514 1,750,372 50,340 100,000 1,000,000 425,000 $ 5,198,170 1,406,709 5,835,127 3,359,514 1,750,372 4,777,777 4,425,000 1,000,000 22,554,499 Page 398 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2014-2019 Budget 2012-2013 Solid Waste Maintenance Building Stormwater Infrastructure Methane Gas Collection Wells Road Extension Cell Preparation Fees Sub-Surface Geo Physical Study Sub-Surface Geo Physical Study - Ph 2 Utility Infrastructure Fiber Optics Total Solid Waste Estimate 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Total Plan $ 34,000 49,000 300,000 - 10,000 - 34,000 49,000 25,000 - 100,000 10,000 1,812,000 10,000 3,750,000 300,000 - 10,000 - 10,000 300,000 - 10,000 3,000,000 - 100,000 94,000 3,750,000 49,000 3,300,000 25,000 300,000 1,812,000 $ 383,000 10,000 108,000 1,922,000 4,060,000 10,000 310,000 3,010,000 9,430,000 Page 399 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2014-2019 Budget 2012-2013 Stormwater Utility Drainage Spot Improvement Spot Improvement - Annual Spot Improvement - Skunk Canyon Spot Improvement - East Rt 66 Culvert Spot Improvement - Shadow Mountain Phase I Spot Improvement - Fanning at Steves Culvert Spot Improvement - Shultz Creek Design Phase I Spot Improvement - Columbia Circle Spot Improvement - City Prop 116 Butler Spot Improvement - 10 Bundled Projects Rio De Flag Project Rio Parking Replacement Total Stormwater Utility $ Estimate 2012-2013 Budget 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Total Plan 206,625 75,000 24,032 198,891 189,000 37,510 81,168 2,870,941 1,200,000 43,876 331,000 47,000 225,000 55,350 171,200 - 75,000 250,000 129,000 32,500 462,000 2,727,428 1,200,000 255,000 75,000 - 259,000 75,000 - 263,080 75,000 - 267,242 75,000 - 271,486 75,000 - 1,315,808 493,876 331,000 297,000 225,000 129,000 32,500 517,350 2,898,628 1,200,000 $ 4,883,167 873,426 4,875,928 330,000 334,000 338,080 342,242 346,486 7,440,162 Page 400 City of Flagstaff CITY OF FLAGSTAFF UN-FUNDED CAPITAL IMPROVEMENTS FY 2014- 2024 The following is a list of projects that currently do not have a funding source and therefore are 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 Administration Facility Expansion Joint City / County Evidence / Property / Document Storage Facility $ 2,650,000 2,500,000 5,150,000 Fire Department Training Center Facility Improvements Training Center Ground Improvements Fire Station Repairs and Upgrades 250,000 315,000 205,000 770,000 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 72,610,000 Total General Government 78,530,000 STREETS / PUBLIC WORKS Streets Sunnyside Neighborhood Improvements Unfunded Street Pavement Preservation 5,000,000 50,000,000 55,000,000 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 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 25,146,009 106,476,800 Mechanical Shop New Shop / Yard Facility Wheeler Park Re-Design Phase I TBD 1,100,000 1,100,000 Cemetery 706,520 706,520 Cemetery Entrance at Lone Tree / Woodlands Total Streets / Public Works Annual Financial Plan Page 401 163,283,320 City of Flagstaff CITY OF FLAGSTAFF UN-FUNDED CAPITAL IMPROVEMENTS FY 2014- 2024 TRANSPORTATION Priority 1 2 3 4 Fourth Street / I-40 Overpass and Roadway John Wesley Powell Boulevard - Pine Canyon to South Fourth Street Yale / Plaza Way / Metz Walk Backage Road John Wesley Powell Boulevard - Airport to Lake Mary Road $ 10,000,000 25,000,000 3,000,000 8,000,000 46,000,000 Lone Tree Corridor 5 6 7 8 9 10 11 12 13 14 15 16 17 18 Route 66 to Butler Avenue Pine Knoll to John Wesley Powell Boulevard Sawmill to Pine Knoll Steves Boulevard / Lakin Realignment Old Walnut Canyon Road Paving Milton Road Corridor Improvements (ADOT Partnership) Riordan Ranch Street / Backage Road Beulah Boulevard - Airport Traffic Interchange to Lake Mary Road Woody Mountain Loop - Route 66 to I-17 I-17 / Woody Mountain Road Traffic Interchange East Butler Avenue Extension to Section 20 Empire Avenue Extension to East Route 66 Lockett Road - Fourth to Fanning Reconstruction Beaver - Columbus to Cherry Reconstruction Total Transportation 50,000,000 47,900,000 TBD 1,550,000 1,700,000 13,000,000 2,000,000 14,000,000 28,000,000 23,300,000 15,000,000 10,700,000 3,700,000 2,000,000 212,850,000 258,850,000 COMMUNITY ENRICHMENT Recreation Aquaplex Expansion - 25 meter Competitive Pool - 50 meter Enclosed Tennis Courts / Flagstaff Recreation Center Snow Play Area Girls Softball Facility 6,000,000 20,000,000 1,000,000 5,640,000 TBD 32,640,000 Total Community Enrichment 32,640,000 ECONOMIC VITALITY Community Design/Streetscape North Fourth Street Corridor Improvements Arts Incubator Facility 18,000,000 TBD 18,000,000 Airport Capital Airport Terminal Access Road Reconstruction - Pulliam Drive 3,160,000 Tourism/Visitor Services Visitor Center Platform Reconstruction 355,000 Total Economic Vitality Annual Financial Plan Page 402 21,515,000 City of Flagstaff CITY OF FLAGSTAFF UN-FUNDED CAPITAL IMPROVEMENTS FY 2014- 2024 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 Avenue to Railroad Springs Santa Fe West Trail - Walnut to Rio Woodlands Trail - Route 66 to Santa Fe West $ Total Urban Trails 75,000 550,000 175,000 200,000 1,050,000 200,000 2,250,000 2,250,000 UTILITIES Water Lake Mary Water Plant (Div 47) Lake Mary Watershed Forest Thinning LM WTP 2 & 4 Pitless Adapters WTP Replace switchgear at Woody Mountain Wells #6 & Lake Mary #4 WTP Groundwater Rule Measurement Equipment Water Security Monitoring Program (quantity 8) Video Surveillance (water production facilities) Lake Mary WTP treatment basin upgrades Water Distribution (Div 51) Handheld Readers Water Loadout Facility John Wesley Powell to Fourth 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 and X-mas Tank sites Upgrade Existing Well Houses - Annual 1 per year Red Gap p Ranch Drill 10 Proving g Wells Red Gap Pump Test of Wells Red Gap Pipeline and Wellfield Final Design Red Gap Environmental Impact Study and Statement Red Gap ROW Acquisition Red Gap Construction 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 4,050,000 225,000,000 256,645,000 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 250,000 150,000 975,000 4,000,000 2,810,000 2,000,000 10,185,000 Total Utilities Annual Financial Plan Page 403 266,830,000 City of Flagstaff CITY OF FLAGSTAFF UN-FUNDED CAPITAL IMPROVEMENTS FY 2014- 2024 STORMWATER Priority 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 West Street Wash Switzer Canyon Wash Upper Reach Steve's Boulevard Wash - Soliere Crossing Penstock Avenue Wash West Phoenix Street Drainage Improvements Fanning Drive Wash Upper Reach Hospital Hill Shadow Mountain Phase II - Monte Vista Drainage Improvements McMillan Mesa Switzer Canyon Wash Lower Reach Sunnyside Hill Darlene Drive Street Drainage Improvements Mobile Haven North Sunset Drainage Improvements Flag Truckstop Leroux Avenue Storm Drain Upgrade $ Total Stormwater TOTAL UNFUNDED PROJECTS Annual Financial Plan Page 404 5,595,037 5,351,513 308,000 3,799,802 TBD 2,631,526 714,696 248,000 15,000 1,578,522 64,000 120,000 575,861 TBD 149,000 30,000 21,180,957 21,180,957 $ 845,079,277 City of Flagstaff Flagstaff CITY MAP To Flagstaff Nordic Center To Arizona Snowbowl West St. Ro ut e6 6 m nt in osa P y ck Lu La ne Bu tl e r Ave. 17 kw y. 14 Elm Ave . 40 Dal e Av e. *Historic Downtown Landmark > > Ben ton Ave . But ler Ave . > > > > > Fran cisc o St . 25 Elde n St . > 21 e St . 1 F Visitlagsta or C ff ente r Ver d San 22 Aga ssiz St. 3 66 > ike ’s P ke Mi Cotta ge Av e. 6 19 Lero ux S t. Sitg reav es S t. W Hig h St. Mou n oo dy Pul liam Dr. Par k Milt on R d. Phoe nix A ve. Bea ver St. McMillan Mesa Park McPherson Park Monte Vista Hotel* Mountain View Park NAU Walkup Skydome Orpheum Theater* Sawmill County Park Thorpe Park Thorpe Park Softball Complex 32. Weatherford Hotel* 33. Wheeler Park 8 > 23. 24. 25. 26. 27. 28. 29. 30. 31. Historic Downtown 32 > 11. Flagstaff Main Library 12. Flagstaff Mall and The Marketplace 13. Flagstaff Medical Center 14. Flagstaff Police Department 15. Flagstaff Pulliam Airport 16. Fort Tuthill Coconino County Fairgrounds 17. Foxglenn Park 18. Greyhound Bus Depot 19. Heritage Square 20. Jay L. Lively Activity Center 21. Historic 1890 Lumberyard* 22. McMillan (Bank) Building* Milton Rd. Underpass 28 > 1. Flagstaff Visitor Center and Amtrak Train Station* 2. The Aquaplex 3. Babbitt Brothers Building* 4. Buffalo Park 5. Bushmaster Park 6. Coconino County Courthouse* 7. Continental Country Club and Elden Hills Golf Course 8. Flagstaff Chamber of Commerce 9. Flagstaff City Hall 10. Flagstaff Convention and Visitors Bureau Admin Office* Rou te 6 6 > Additional Points of Interest 33 Ave . > Map copyright © 2012 Flagstaff Convention & Visitors Bureau 9 > 337 Asp en > To Sedona 11 > Flagstaff Pulliam Airport 10 > Rd. ary eM Lak 15 San ta F e Av e. Birc hA ve. > To Lake Mary and Mormon Lake To Phoenix 16 . lvd > 17 hn lB > Jo el ow .P W Che rry Ave . > tr un Co t Dr. > 89A on > St er 66 . i Dr Zun rail yT 7 40 gt on Bon ito S t. Hum phr eys St. t a i n R d. 2 > ow ll no eK n i P r. > ea d The Arboretum at Flagstaff Dr. lD 66 BN SF Rai lroa d San Fran cisc o St . M s el nn 27 Co c M a tri us Ind Fourth St. Overpass c Route To Walnut Canyon National Monument BUS Bea ver St. t s 18 66 40 Hum phr eys St. illiam d s V i ll a ge Fo r e s To W Woo dlan University Ave. 40 Rd . 29 5 Lero ux S t. Historic Route 66 . Lone Tree Rd. 66 Milton Rd. HISTORIC Butler Ave. te 66 Rou Po n d 40 1 Milton Rd. Underpass 23 e Historic Downtown San Aspen ta F e Av Ave. e. Rio rd an it z Dr. BUS Riordan Mansion State Historic Park Sw on any Flagstaff Visitor Center 31 lD r. San Francisc o in the Historic Train Station 13 Forest Ave. rC Lowell Observatory eR Thorp d Flagstaff Visitor Center 24 20 26 . 30 Lockett Rd. Histori HISTORIC Oak 180 Flagstaff Mall 12 Country Club Dr. d Ce ve. ar A 89 Fanning Dr. . Rd 4 Linda Vista Dr. Steves Blvd. V al le y Fourth St. rt Fo To Grand Canyon National Park To Sunset Crater Volcano and Wupatki National Monuments Coconino Center for the Arts The Arizona Historical Society-Pioneer Museum Dr . Museum of Northern Arizona Hu 2012 F L A G S TA F F V I S I T O R C E N T E R One East Route 66 | Flagstaff, Arizona 86001-5530 800-842-7293 | 928-774-9541 flagstaffarizona.org 6/12 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. 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. 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. Climate Average Temperature Month Average Daily Max. Daily Min. Precipitation January February March April May June July August September October November December 42.4 44.8 50.2 58.5 68.0 78.0 81.6 79.1 73.5 63.4 51.6 43.4 15.3 18.0 22.4 28.0 34.3 41.8 50.9 49.8 41.9 31.5 22.5 16.6 2.07 2.01 2.03 1.25 0.62 0.44 2.47 2.73 1.91 1.49 1.60 2.03 (average) 61.2 31.1 20.65 Source: Western Regional Climate Center (Jan. 1893-Mar. 2013) 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. 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. Today, Flagstaff is a community rich with cultural diversity, beauty and history, as well as amazing educational, recreational and scientific opportunities. Weather Flagstaff enjoys four distinct seasons. Moderate summer temperatures average twenty degrees less than Phoenix, and are punctuated with afternoon rain showers in July and August. The winter brings an average annual snowfall of 89.1 inches, much to the enjoyment of skiers, ice skaters and Annual Financial Plan 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. NAU, the largest employer in the City, has a major economic impact annually. It is the home of over 26,000 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 a multitude of music, educational and athletic camps, as well as a broad variety of conferences from across the nation. Population Flagstaff Coconino County Arizona 2000 52,894 116,320 5,130,632 2010 65,870 134,421 6,392,017 2012 66,322 134,313 6,498,569 Sources: Arizona Department of Commerce and U.S. Census Bureau Page 406 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. June 2013 Business Licenses Telecom Publishing Job Printing Restaurants/Bars Amusements Commercial Rental TPP Rental Contracting Retail Advertising Hotel/Motel Franchise BBB Miscellaneous Service Related (Business Licenses) Total Liceneses 228 43 54 373 53 761 543 2,180 3,620 57 143 133 504 25 1,644 10,361 Source: City of Flagstaff, Tax, Licensing, and Revenue Division Total sales generated by Flagstaff businesses reached $3.27 billion in FY 2013. 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). Major private employers in the Flagstaff area are Flagstaff Medical Center, W. L. Gore & Associates, Walgreens Distribution, Grand Canyon Railway, SCA Tissue, Joy Cone, and Nestle Purina. Major public employers in the Flagstaff area are Northern Arizona University, Flagstaff Unified School District, Coconino County, City of Flagstaff, Coconino Community College, and the U.S. Forest Service. Labor Force Data (Annual Average) Civilian Labor Force Unemployed Unemployment Rate 2000 34,589 1,582 4.5% Source: Bureau of Labor Statistics, *Dec 2012 Annual Financial Plan 2010 76,599 6,819 8.9% 2012* 71,400 5,800 8.1% Growth Indicators Business Licenses Retail Sales Primary Net Assessed Value 2000 2010 2013 5,440 1,238,195,104 9,762 1,787,828,409 10,361 2,087,147,040 399,244,815 813,239,868 765,266,937 Sources: AZ Department of Revenue; City of Flagstaff Education Flagstaff Unified School District #1 has 10 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. Coconino County Community College offers 34 associate degrees and 24 certificate programs, as well as continuing education courses and special programs for small businesses. In the fall of 2012, enrollment was 3,314 students (1,037 of which were enrolled Full-Time). 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 2012, NAU offered 78 Bachelor, 48 Master, and 10 Doctorate along with 37 Undergraduate and 25 Graduate certificates. Top enrollment for its 26,002 students (18,292 of which were enrolled at the Flagstaff campus) are Elementary Education, Biology, Psychology, Hotel & Restaurant Management, and Criminology & Criminal Justice. Cultural Opportunities and Scenic Attractions Flagstaff serves as the cultural hub of Northern Arizona. Because arts and cultural activities enhance the quality of life and have an economic impact, the City supports these endeavors. Funding support for these activities comes from the Bed, Board and Booze tax (Flagstaff Cultural Partners disburses these funds) and the General Fund. Throughout the year, there are art shows, festivals, live theater performances, and Native American arts and crafts exhibits to satisfy the most ardent enthusiast. The Flagstaff Symphony Orchestra is a non-profit corporation dedicated to bringing world-class musical performances to their audiences, and to providing innovative programs in music education for youth across northern Arizona. The FSO conducts six concerts from September through April form the core of the Symphony's season, with additional Young People's Concerts for children in the Flagstaff Page 407 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. 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 is home to the Discovery Channel Telescope, which had its first light images in April of 2012. Lowell also maintains a vigorous education and outreach program, headquartered in the Steele Visitor Center on Mars Hill. Each year, about 85,000 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. 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. 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. 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 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 19 1 2 10 1 2 23 4 20 4 13 3 1 2 4 17 17 6 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. Approximate Drive Times from Grand Canyon, AZ Lake Powell, AZ Nogales, AZ Phoenix, AZ Sedona, AZ Tucson, AZ Albuquerque, NM El Paso, TX Las Vegas, NV Los Angeles, CA Flagstaff: 2 Hours 3 1/2 Hours 5 1/4 Hours 2 1/4 Hours 3/4 Hour 4 1/4 Hours 5 Hours 9 Hours 4 1/4 Hours 7 1/4 Hours 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. 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. Page 408 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 55 miles to date. 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. Close to 200 physicians are on active staff at the hospital, representing approximately 50 medical specialties. Recreation The City is surrounded within and without by coniferous forests, which allow for an array of outdoor sports and camping and backpacking opportunities. Downhill skiers enjoy 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 Sustainability and Environmental Focus Flagstaff citizens realize that the quality of life enjoyed in this mountain community is intricately related to the social well-being of current and future citizens, a vibrant economy and a self-renewing, healthy environment. As a result, the City of Flagstaff’s Sustainability and Environmental Management Section (SEMS) works to preserve and enhance the community and natural environment by implementing resource conservation and sustainability through projects, leadership and education. The Sustainability Program develops and implements policies, projects, and programming directly related to municipal and community-wide sustainability. Building on the principles of economic, environmental, organizational, and social consideration, programming provides critical resources to the Flagstaff community and municipal organization. Programming supports energy efficiency, renewable energy, fleet management, recycling, composting, open space acquisition and management, community agriculture, and climate resiliency and preparedness. Environmental management ensures that the municipal organization is within compliance of environmental regulations and provides the safe disposal of residential and small business hazardous wastes utilizing the Hazardous Products Center (HPC) at the Cinder Lake Landfill. Programming also achieves environmental compliance within the city for asbestos, due diligence for property acquisitions, lead-based paint, indoor air quality, mold and industrial stormwater discharge permits. This includes not only performing smaller projects utilizing trained and certified city staff, but also the management of larger projects. Environmental Management staff also provides required annual asbestos and stormwater training to city staff. 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. Page 409 City of Flagstaff City of Flagstaff, Arizona Principal Taxpayers Tax Year 2012 As a Percentage Total Taxpayer Assessed Type of Business Arizona Public Service Company Utility W L Gore & Associates, Inc. Manufacturer of the City Total Secondary Valuation $ Assessed Valuation 16,831,794 2.20% 14,367,060 1.88% Qwest Corporation Utility 5,124,457 0.67% Nestle Purina Petcare Company Distribution/Retail 4,836,113 0.63% Flagstaff Mall SPE, LLC Shopping Center 3,454,200 0.45% Walgreen Arizona Drug Company Medical 2,345,050 0.31% SACO Management, Inc. Real Estate 2,337,176 0.31% BNSF Railway Company Railroad 2,317,781 0.30% Railhead Associates, LLC Real Estate 2,316,876 0.30% 57,633,304 7.53% Wal-Mart Stores, Inc. Shopping Center 3,702,797 Total Principal Taxpayers $ 0.48% Source: Coconino County Assessor City of Flagstaff, Arizona Property Tax Rates Direct and Overlapping Governments Last Ten Fiscal Years Fiscal Year 2003 City $ School Community District College County Total 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 2012 1.5283 4.9458 0.4734 0.7656 7.7131 Note: Tax rates are per $100 assessed valuation. Annual Financial Plan Page 410 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 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 2013 1.0000 0.7210 2.0000 1.1250 5.6000 11.4460 Annual Financial Plan Page 411 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 2012 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 19, 2008 26,852 10,458 38.90% 30,755 24,213 78.73% Form of Government Council, City Manager Parks and Recreation Number of Developed Parks Number of Un-developed Parks Park Acreage Flagstaff Urban Trail System-Miles Area - Square Miles June 2013 - 65.62 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 13.69 166.00 433.00 25.50 90.00 274.00 3,466 3,242 14 7,403 Employees as of June 30, 2013 Merit System Exempt Temporary Elected Officials 535 135 250 7 Total Payroll for the Year Ending 2013: Fire Protection Number of Stations Number of Employees (FTE) FY 2014 Police Protection Number of Employees (FTE) FY 2014 Number of Employees (FTE) FY 2013 Number of Calls for Service per 12/31/2012 Ave. Patrol Officers for 24 hour period Vehicular Patrol Units Coconino County Jail Prisoner Capacity $ 40,068,520 6 85.00 169 171 43,304 27.1 35 477 Pulliam Airport Fixed Base Operators Locally Based Aircraft Tiedowns Enclosed Hangars Open Hangars Annual Financial Plan 1 209 11 61 48 Page 412 23 4 709.84 55.00 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 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 Education Number of Schools: Public Elementary Public Middle School Public High School Private Schools Magnet Schools Charter Schools Community College (Coconino) University (Northern Arizona) Number of Students (Fall 2012): Flagstaff Unified School District Charter Northern Arizona University Flagstaff Campus All Locations Coconino Community College Full-Time Part-Time 10 2 3 3 1 9 1 1 9,686 2,651 18,292 26,002 1,037 2,277 City of Flagstaff City of Flagstaff, Arizona Miscellaneous Statistics Sales Tax Retail Sales Last 10 Fiscal Years: 2013 $ 2012 2011 2010 2009 2008 2007 2006 2005 2004 Total Sales Tax Revenue for Fiscal Year 2012 $ Utility Enterprise Total Active Accounts on June 30, 2012 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 2,087,147,040 1,980,692,207 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 14,291,161 20,107 6,326 8 2 6 4 29 9 1 2012** 2011** 2010 2009** 2008** 2005** 2000 1995* 1990 1985* 1980 *Special Census **Estimate Source: Az Dept of Economic Security 66,322 65,985 65,870 64,581 63,867 61,185 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 Number of Housing Units Average Persons per Housing Unit Average Family Size Median Household Income Per Capita Income (2000) $ $ 4,018 9,551 48,085 4,216 65,870 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 Page 413 City of Flagstaff City of Flagstaff, Arizona Bonded Debt Interest/Coupon Rate by Issue and Year Fiscal Year 2001 G.O. Parks & Rec 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Fiscal Year 4.750 - 2001 Certificates of Participation USGS % 2010 A Revenue Infratructure 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Annual Financial Plan 3.000 3.798 4.057 4.182 4.402 4.502 4.602 5.215 5.480 - 4.750 4.750 4.750 - 2011 NAU-Public Safety Communications % 2.400 2.400 2.400 2.400 2.400 2.400 2.400 2.400 - 2003 Revenue 4th Street 4.000 4.000 5.000 5.250 5.250 5.250 5.250 - 2011 G.O. Projects Parks, Water 2.000 2.500 2.000 2.000 3.500 3.500 2.750 - Page 414 2006 G.O. Fire, FUTS, Acquatic/Multi 5.250 5.250 5.250 4.375 4.500 4.500 4.125 4.125 4.000 3.250 - 2011 G.O. Refunding 2.000 - 2007 Special Assessment Sawmill 2009 Certificates of Participation St Ovlay/Fire Eq 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 2012 4th Street Revenue Partial Refunding 3.000 3.000 3.500 4.000 4.000 3.500 3.750 - 3.000 3.000 3.000 3.300 3.500 3.750 4.000 - 2013 G.O. Projects 2.000 1.750 1.750 1.625 1.750 2.000 3.000 2.000 4.000 4.000 4.000 4.000 3.000 3.000 3.000 - City of Flagstaff City of Flagstaff, Arizona Percent of Net General Bonded Debt to Secondary Assessed Value and Net General Bonded Debt Per Capita Last Ten Fiscal Years Percent of Net Bonded Fiscal Year Secondary Gross Less Net Debt to Net Bonded Assessed Bonded Current Bonded Assessed Debt Per Value (2) Debt Portion Debt Value Capita Population (1) 2003 61,030 30,442,849 7% 2004 61,270 $ 444,674,678 464,257,886 $ 30,967,902 34,012,849 $ 3,920,000 3,570,000 $ 27,047,902 6% $ 498.82 441.45 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 2012 66,322 791,371,939 41,573,736 4,254,028 37,319,708 5% 562.70 (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 $ $ 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 2013 41,573,736 19,587,483 7,285,000 11,362,000 79,808,219 $100,000,000 $80,000,000 Special Assessment $60,000,000 Other Revenue $40,000,000 General Obligation $20,000,000 $2009 Annual Financial Plan 2010 2011 Page 415 2012 2013 City of Flagstaff City of Flagstaff, Arizona United States Consumer Price Index 10-Year Historical Trend - June Versus June Non-Seasonally Adjusted 2004 June 189.7 Percent Change 1.1% 2005 194.5 2.5% 2006 2007 202.9 4.3% 2008 208.4 2.7% 2009 218.8 5.0% 2010 215.7 2011 218.0 -1.4% 2012 225.7 1.1% 229.5 3.5% 2013 233.5 1.7% 1.8% CONSUMER PRICE INDEX 10 YEAR HISTORICAL TREND - JUNE 240.0 220.0 200.0 180.0 160.0 140.0 120.0 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2012 2013 CONSUMER PRICE INDEX 10 YEAR HISTORICAL TREND - PERCENT CHANGE 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 0.0% 2004 2005 2006 2007 2008 2009 2010 2011 -1.0% -2.0% Source: Tax, Licensing, and Revenue Section Annual Financial Plan Page 416 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2009-2010 2010-2011 2011-2012 2012-2013 Add/Delete 2013-2014 Adopted 2013-2014 0 0.5 1 1 0 1 0 0 0 0 2 1 1 0 0 7.5 0 0.5 1 0.75 1 1 0 1 0.875 0.125 2 1.25 1 0 1 11.5 0 0 1 1 1 1 0 1 0.875 0 2 1 1 0.25 0.67 10.795 0 0 1 1 1 1 1 0 1 0 2 0 2 0.25 0 10.25 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 1 1 1 1 1 0 1 0 2 0 2 0.25 0 11.25 CITY CLERK City Clerk City Records Technician Deputy City Clerk Executive Admin Assistant Total 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 0 0 0 0 0 CAPITAL IMPROVEMENTS Admin Specialist Capital Improvements Engineer Project Manager Total 1 2 8 11 1 2 8 11 1 1 6 8 Transfer 1 6 7 0 0 0 0 0 1 6 7 HUMAN RESOURCES Admin Assistant Admin Specialist Division Director (HR) Human Resources Analyst Human Resources Benefit Spec. Human Resources Generalist Human Resources Recrt Spec Total 1 1 1 0.75 1 1 1 6.75 1 1 1 0.75 1 1 0.5 6.25 1 1 1 1.75 1 1 0 6.75 1 1 1 1.75 1 2 0 7.75 0 0 0 0 0 0 0 0 1 1 1 1.75 1 2 0 7.75 1 1 2 1 1 2 1 1 2 1 1 2 0 0 0 1 1 2 2.75 2 0 0 0 1 4 0 1 0 0 0 10.75 4 1 1 0 0 0 3.25 0.75 1 0 0 0 11 4 1 1 0 0 0 0 0 0 1 3.25 0 10.25 4 1 0 1 0.75 1 0 0 0 1 2.25 1 12 0 0 0 0 0 0 0 0 0 0 0 0 0 4 1 0 1 0.75 1 0 0 0 1 2.25 1 12 SECTION CITY MANAGER Admin Assistant Admin Specialist Assistant to City Mgr (Communications) Assistant to City Mgr (Real Estate) City Clerk City Manager City Records Coordinator 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 RISK MANAGEMENT Assistant to City Manager (Risk Mgt) Insurance Claim 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 Meter Technician Supervisor Meter Technician Meter Technician II Total Annual Financial Plan Page 417 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2009-2010 2010-2011 2011-2012 2012-2013 Add/Delete 2013-2014 Adopted 2013-2014 1.75 0 2 0 4 1 0 1 1 4 0 14.75 1.75 0 2 0 4 1 0 1 1 3 1 14.75 1.5 0.25 2 0 4 1 1 1 1 2 0 13.75 1.75 0 2 0 3 1 1 1 1 3 0 13.75 0 0 0 0 0 0 0 0 0 0 0 0 1.75 0 2 1 3 1 1 1 0 3 0 13.75 INFORMATION TECHNOLOGY Application Support Specialist I Application Support Specialist II Database Analyst III Division Director (IT) GIS Manager GIS Specialist GIS System Analyst GIS Technician IT Adminstrator IT Analyst IT Manager IT Services Supervisor IT Specialist IT Technician Network Administator Senior Network Administrator System and Applications Mgr System Administrator Total 1 1 1 1 1 1 1 1 0 0 0 1 0 0 1 1 1 1 13 0 0 0 1 0 0 0 0 1 4 2 1 1 2 0 0 0 1 13 0 0 0 1 0 0 0 0 1 4 2 1 1 2 0 0 0 1 13 0 0 0 1 0 0 0 0 3 3 2 1 1 2 0 0 0 0 13 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 3 3 2 1 1 2 0 0 0 0 13 MANAGEMENT SERVICES Admin Assistant Admin Specialist Buyer Division Director (Mgmt Services) Financial Systems Analyst Purchasing Director Procurement Specialist Senior Procurement Specialist Warehouse Technician Total 1 1 0.5 1 0 1 0 3 1 8.5 Transfer 1 0 1 0 1 0 3 1 7 0 1 0 1 1 1 0 3 1 8 0 1 0 1 1 1 3 0 1 8 0 0 0 0 0 0 0 0 0 0 0 1 0 1 1 1 3 0 1 8 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 1 1 0 1 1.25 1 0 0 1 6.25 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 1 1.25 1 0 0 1 6.25 SECTION LAW Admin Assistant Admin Asst (Funded in FY12) Admin Specialist Admin Specialist Leadworker Asst City Attorney City Attorney City Prosecutor Deputy City Attorney Legal Assistant Senior Ass't City Attorney Senior Ass't City Attorney (Funded in FY11) Total 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 Annual Financial Plan Page 418 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2009-2010 2010-2011 2011-2012 2012-2013 Add/Delete 2013-2014 Adopted 2013-2014 FINANCE Account Clerk I Accountant Accountant I Accountant II Accounts Specialist Finance Director Finance Manager Grants Specialist Grants Manager Payroll Assistant Payroll Manager Total 1.5 0 0 3 1 1 2 0 1 1 1 11.5 1 0 3 0 1 1 2 1 1 1 1 12 1 0 3 0 1 1 2 1 1 1 1 12 1 3 0 0 1 1 2 1 1 1 1 12 0 0 0 0 0 0 0 0 0 0 0 0 1 3 0 0 1 1 2 1 1 1 1 12 COMMUNITY DEVELOPMENT ADMIN Admin Specialist Division Director (CD) Total 1.5 1 2.5 1 1 2 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 Code Compliance Officer II Code Compliance Officer II (Funded in FY11) Code Compliance Manager Comprehensive Planning and Code Administrator Comprehensive Planning Manager Current Planning Mgr Development Services Specialist Development Services Supervisor Environmental Code Technician Inspector I Inspector II Inspection Supervisor Neighborhood Planner Planning Development Mgr. Planning Director Planning Techician Zoning Code Administrator Zoning Code Manager (Funded thru in FY13) Total 2 0 1 0 1 3 1 0 1 0 1 1 1 1 0 3.6 2.7 0.9 1 3 1 0 1 1 27.2 1 0 0 5 1 3 0 1 1 0 1 1 1 1 0 0 0 1 1 3 1 0 1 1 24 1 0 0 5 1 2 0 0 1 0 1 1 1 1 0 0 0 1 1 3 1 0.5 1 1 22.5 1 0 0 5 1 2 Transfer 0 1 0 1 1 1 1 Transfer 0 0 1 1 3 1 0 1 1 22 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 -1 0 1 1 0 5 1 2 1 0 1 1 1 1 1 1 1 0 0 1 0 4 1 0 0 0 24 Transfer 1 1 1 5 0 1 1 1 0 2 0 1 1 1 5 0 1 0 1 0 2 Transfer 1 1 1 4 0 1 0 1 0 2 1 1 1 1 3 1 0 0 1 0.5 2 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 3 1 0 0 1 0.5 2 SECTION ENGINEERING Admin Specialist Assistant City Engineer City Engineer Construction Manager Engineering Inspector Engineering Specialist Engineering Technician III Engineering Tech Leadworker Inspection Supervisor Intern Materials Tech I Annual Financial Plan Page 419 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2009-2010 2010-2011 2011-2012 2012-2013 Add/Delete 2013-2014 Adopted 2013-2014 1 5 1 20 0 4 1 17 0 4.7 1 16.7 0 4.7 1 17.2 0 0.3 0 0.3 0 5 1 17.5 1 0 1 0 0 1 Transfer 1 1 Transfer 0 1 1 7 0 1 1 1 0 0 0 1 1 0 1 0 0 6 0 1 1 1 1 0 0 0 1 0 1 0 0 6 0 1 0 1 1 0 0 0 1 0 1 0 0 5 0 0 0 0 0 0 0 0 0 0 -1 0 0 -1 1 0 0 1 1 0 0 0 1 0 0 0 0 4 HOUSING Admin Specialist Housing & Grants Adm. (Grant Fnd) Housing Manager Community Housing/Neigh Planner Housing Project Coordinator (Grant Fnd) Permanent Afford Adm (Grant Fnd) Total 1 1 1 1 1 1 6 1 1 1 1 0 1 5 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 Specialist Asst. Wildland Fire Mgr. Deputy Fire Chief Division Director (Fire Chief) Fire Battalion Chief Fire Captain Fire Captain (Funded in FY11) Fire Engineer Fire Engineer (Funded in FY11) Fire Fighter Fire Fighter - Temp Fire Fighter (Funded in FY11) Fire inspector Fire Inspector II Fire Marshall 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 Supervisor Wildland Fire Leadworker (Grant Funded) Wildland Fire Leadworker (Funded in FY14) Wildland Fire Firewise Specialist Total 2 2 2 1 4 24 0 21 0 36 0 0 0 2 0 1 2 1 0 0 1 0 0 0 0 99 2 0 2 1 3 21 3 18 3 29 0 4 0 2 0 1 1 0 1 0 0 0 1 0 0 92 2 0 1 1 3 21 0 21 0 31 0 0 0 1 1 1 0 0 0 1 0 0 1 0 0 85 2 0 1 1 3 21 0 21 0 31 0 0 1 0 1 1 0 0 0 0 0 1 0 0 1 85 0 0 0 0 0 0 0 0 0 -1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 0 1 1 3 21 0 21 0 30 1 0 1 0 1 1 0 0 0 0 0 1 0 0 1 85 SECTION ENGINEERING (continued) Materials Tech II Project Manager Traffic Engineer Total COMMUNITY INVESTMENT Admin Specialist Admin Spclst Leadworker Brownfield Specialist Community Design & Redevelopment Mgr Community Design & Redevel. Project Admin. Community Investment Director Comm/Neighborhood Planner Community Planner Division Director (Economic Vitality) Economic Analyst Manager of Enhanced Svcs Dist (Eff 2010-13) Planning & Community Design Mgr Redevelopment Mgr. (Eff. 2010-2012) Total Annual Financial Plan Page 420 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2009-2010 2010-2011 2011-2012 2012-2013 Add/Delete 2013-2014 Adopted 2013-2014 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 Sup. Police Lieutenant Police Officer Police Officer (Funded in FY12) Police Records Supervisor Police Sergeant Police Special Serv. Sup Police Support Serv. Sup. Property Control Coord Training Officer Total 13 1 2 2 0 1 2 1 1 19 23 5 4 68 0 1 12 1 1 1 0 158 13 1 2 1 1 1 2 1 1 19 23 5 4 66 0 1 12 1 1 1 0 156 13 1 2 2 0 1 2 1 1 19 23 5 4 65 1 1 12 1 1 1 0 156 13 1 2 2 0 1 2 1 1 19 23 5 4 65 0 1 12 1 1 1 0 155 0 0 0 0 0 0 0 0 0 0 0 0 0 -3 0 0 0 0 0 0 1 -2 13 1 2 2 0 1 2 1 1 19 23 5 4 62 0 1 12 1 1 1 1 153 POLICE GRANTS Admin Specialist Police Officer Police Sergeant Total 1 8 1 10 1 10 1 12 1 14 1 16 1 14 1 16 0 0 0 0 1 14 1 16 PUBLIC WORKS ADMINISTRATION Admin Specialist Assistant Public Works Director Division Director (Public Works) Project Manager Total 1 1 1 1 4 0.5 0 1 1 2.5 0.5 0 1 1 2.5 0 0 1 1 2 0 0 0 0 0 0 0 1 1 2 PARKS Maintenance Worker - Temps Maintenance Worker Maintenance Worker Leadworkers Public Works Manager (Parks) Parks Supt. Parks Supervisor Total 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 4.69 21 2 1 0 0 28.69 3.22 0 0 0 0 0 3.22 7.91 21 2 1 0 0 31.91 1 1 1 0 3 4 2 0 1 1 14 1 0 0 0 3 4 2 1 1 1 13 1 0 0 1 3 4 2 1 0 1 13 1 0 0 1 3 4 2 1 0 1 13 0 0 0 0 -1 0 0 0 0 0 -1 1 0 0 1 2 4 2 1 0 1 12 SECTION FLEET SERVICES Buyer Fleet Manager Fleet Mgmt. Supt. Fleet Services Specialist Mechanic I Mechanic II Mechanic III Leadworker Public Works Manager (Fleet) Service Writer Welder Total Annual Financial Plan Page 421 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2009-2010 2010-2011 2011-2012 2012-2013 Add/Delete 2013-2014 Adopted 2013-2014 0 1 1 9 11 1 1 0 9 11 1 1 0 9 11 1 1 0 9 11 0 0 0 0 0 1 1 0 9 11 RECREATION Admin Assistant Admin Specialist Division Director (Comm Enrichment) Intern Recreation Coord. I Recreation Coordinator II Recreation Program Coordinator Recreation Services Director Recreation Supervisor Recreation Supt. Recreation Temporaries Recreation Temporaries (Grant Funded) Senior Recreation Coordinator Total 1 1 1 0.25 5.5 5 0 0 1 1 37.91 0 6 59.66 1 1 1 0.25 5.5 5 0 0 1 1 37.91 0 6 59.66 1 1 1 0.25 5.5 5 0 1 1 0 39.31 0.29 6 61.35 1 1 1 0.25 0 0 9.5 1 6 0 36.15 0.29 0 56.19 0 0 -1 0 0 0 0 0 0 0 -1.07 0 0 -2.07 1 1 0 0.25 0 0 9.5 1 6 0 35.08 0.29 0 54.12 CITY COURT Collection Specialist Court Finance Specialist Court Info Systems Coordinator Court Interpreter Court Judicial Specialist Court Judicial Specialist (Funded in FY11) Court Services Supervisor 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 2 0 1 0.9 7 0 1.63 1 3 0 1 1 0.5 1.75 1 2 0.5 1.6 25.88 1 0 1 1 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 7.75 0 1.75 1 2 1 1 0 1 1.63 1 1.5 0.55 2 25.18 1 0.75 1 1 6.75 0 2 1 2 0 1 0 1 1.63 1 1.5 0.55 2 24.18 0 0.05 0 0 1.5 0 -1 0 0 0 0 0 0 -0.63 0 -0.5 0.75 0 0.17 1 0.8 1 1 8.25 0 1 1 2 0 1 0 1 1 1 1 1.3 2 24.35 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 IT Analyst Library IT Manager Library Inf. Tech. Coord. Library Manager 1.63 1 2 16.76 3 3 1 7.38 3.75 0.25 1 0 0 2 3 1.63 1 2 16.76 3 3 1 7.38 3.75 0.25 1 0 0 2 3 2 1 2 17.02 3 2 1 7.38 3.75 0.25 1 1 1 0 3 2 1 2 17.02 3 2 1 8.2 3.18 0 1 1 1 0 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 1 3 13.14 3 0 1 5.76 3.18 0 1 1 1 0 3 SECTION FACILITIES MAINTENANCE Facility Maintenance Manager Facilities Maintenance Superintendent Facilities Maintenance Supervisor Maintenance Worker Total Annual Financial Plan Page 422 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2009-2010 2010-2011 2011-2012 2012-2013 Add/Delete 2013-2014 Adopted 2013-2014 LIBRARY - CITY/GRANTS (continued) Library Page Library Page (temp) Library Specialist Library Supervisor Network Administrator Total 2 1 0 1 1 50.77 2 1 0 1 1 50.77 2 1 0 2 1 51.4 2 1 0 2 1 51.4 0 0 0 0 0 0 2 1 2.44 6.88 1 51.4 STREET MAINTENANCE & REPAIRS Admin Specialist Cemetary Caretaker Cemetery Maint. Specialist Equip. Opers. Temps Equipment Operator Intern Maintenance Worker Maint. Wkr. III LDWKR Maint. Worker temp Public Works Manager (Streets) Public Works Section Head Streets Leadworker Streets Manager Street Superintendent Traffic Signal Technician Ass't Total 1 0.75 1 4.31 14 0.5 7 1 0.75 0 0 3 1 1 1 36.31 1 0.75 1 4.31 15 0.5 7 0 0.75 1 1 3 0 0 1 36.31 1 0.75 1 4.31 15 0.5 7 0 0.75 1 1 3 0 0 1 36.31 1 0.75 1 2.97 15 0.5 7 0 0.75 1 1 3 0 0 1 34.97 0 0 0 0.55 0 0 0 0 0 0 0 0 0 0 0 0.55 1 0.75 1 3.52 15 0.5 7 0 0.75 1 1 3 0 0 1 35.52 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 ECONOMIC DEVELOPMENT Business Retention & Expansion Mgr Economic Analyst Economic Development Manager Total 1 1 0 2 1 0 1 2 1 0 1 2 1 0 1 2 0 0 0 0 1 0 1 2 TOURISM Admin Specialist Creative Services Specialist CVB Director Division Director Marketing & Public Relations Manager Marketing Manager Publication Specialist Public Relations Associate Public Relations Specialist Sales Associate Sales Manager Sales Specialist Total 1 0 1 Transfer 0 1 2 1 0 2 1 0 9 1 0 1 0 1 0 2 1 0 2 0 0 8 1 0 1 0 1 0 2 1 0 2 0 0 8 1 2 1 0 1 0 0 0 1 0 0 2 8 0 0 0 0 0 0 0 0 0 0 0 0 0 1 2 1 0 1 0 0 0 1 0 0 2 8 4.25 0 0.5 1 5.75 2.99 0.76 0.5 1 5.25 1.99 0 1.5 1 4.49 1.99 0 1.5 1 4.49 0.44 0 0 0 0.44 2.43 0 1.5 1 4.93 SECTION TOURISM-VISITOR CENTER Admin Asst Admin Asst (Funded in FY11) Admin Specialist Visitor Center Manager Total Annual Financial Plan Page 423 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2009-2010 2010-2011 2011-2012 2012-2013 Add/Delete 2013-2014 Adopted 2013-2014 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 UTILITIES ADMINISTRATION Admin Specialist Division Director (Utilities) GIS System Analyst Project Manager Utilities Engineering Manager Utilites Operations Section Head Utilities Plan Reviewer Utilities Program Assistant Utilities Program Manager Water Resource Manager Total 2 1 1 1 1 0 1 1 1 1 10 2 1 1 1 1 0 1 0 1 1 9 2 1 1 0 1 0 1 0 1 1 8 2 1 1 0 1 Transfer 1 0 1 1 8 0 0 0 0 0 0 0 0 0 0 0 2 1 1 0 1 1 1 0 1 1 9 LAKE MARY WATER PLANT Instrumentation/Electrical Spec Laboratory Specialist Maintenance Specialist MSW Operations MSW Laboratory MSW Maintenance Operations Specialist Water Production Manager Total 1 1 1 3 1 2 1 1 11 1 1 1 3 1 2 1 1 11 1 1 1 3 1 2 1 1 11 1 1 1 3 1 2 1 1 11 0 0 0 0 0 0 0 0 0 1 1 1 3 1 2 1 1 11 WATER DISTRIBUTION SYSTEM Field Services Manager Maintenance Worker - Temp Maintenance Worker MSW - Water Services Tech Water Services Specialist Water/Sewer Util. Locator Total 1 1 1 10 1 1 15 1 0 1 10 1 1 14 1 0 1 10 1 1 14 1 0 1 10 1 1 14 0 0 0 0 0 0 0 Transfer 0 1 10 1 1 13 1.5 0 0 6 4 1 12.5 1.5 0 0 6 4 1 12.5 1.5 1 2 4 3 1 12.5 1.5 1 2 4 3 1 12.5 0 0 0 0 0 0 0 1.5 1 2 4 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 Industrial Waste Inspector Industrial Waste Supervisor Total 2 1 3 2 1 3 2 1 3 2 1 3 0 0 0 2 1 3 SECTION FMPO Intern Admin Specialist Metro Planning Org Manager Multi modal Planner Total WASTEWATER TREATMENT PLANT Equip Operator II Temp Instrumentation/Electrical Spec MSW - Operations MSW - Plant Tech Plant Specialist Wastewater Treatment Manager Total Annual Financial Plan Page 424 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION 2009-2010 2010-2011 2011-2012 2012-2013 Add/Delete 2013-2014 Adopted 2013-2014 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 0 1 2 1 4 0 1 2 1 4 0 0 0 0 0 0 1 2 1 4 STORMWATER Floodplain Inspector Intern Project Manager Stormwater Program Manager Stormwater Service Analyst Watershed Specialist Total 1 1 2 1 1 0 6 1 1 2 1 1 0 6 1 1 2 1 1 0 6 0 1 2 1 1 1 6 0 -0.5 0 0 0 0 -0.5 0 0.5 2 1 1 1 5.5 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 Housing Services Specialist Maintenance Coordinator Maintenace Director Maintenance Lead Worker Maintenance Worker Maintenance Worker III Maintenace Worker II Maintenance Worker I Temporary Maintenance Worker Total 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 0 1 1 2 0 1 4 0 3.5 23.5 1 0 1 0 0 1 1 0 2 5 0 1 1 2 0 1 4 0 3.5 23.5 0 1 0 1 4 0 0 1 0 0 5 1 0 2 5 0 0 2 2 24 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 -2 -2 0 1 0 1 4 0 0 1 0 0 5 1 0 2 5 0 0 2 0 22 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 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 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 3.5 1 1 1 3.5 1 1 1 3 1 1 1 2.65 1 1 1 0 0 0 0 2.65 1 1 1 Annual Financial Plan Page 425 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2009-2010 2010-2011 2011-2012 2012-2013 Add/Delete 2013-2014 Adopted 2013-2014 Transfer 1 0.6 1 1 1 1 1 2 1 37 2 1 0 1 1 2 2 0 0 1 0.48 1 1 65.58 0 0 Transfer Transfer 0 Transfer Transfer Transfer 0 Transfer 34 2 1 2 0 1 1 2 2 1 Transfer Transfer Transfer Transfer 52.5 0 0 0 0 0 0 0 0 0 0 30 2 1 2 0 1 1 2 2 1 0 0 0 0 48 0 0 0 0 0 0 0 0 0 0 30 2 1 2 0 1 1 2 2 1 0 0 0 0 47.65 0 0 0 0 0 0 0 0 0 0 -0.7 0 0 0 0 0 0 0 0 0 0 0 0 0 -0.7 0 0 0 0 0 0 0 0 0 0 29.3 2 1 2 0 1 1 2 2 1 0 0 0 0 46.95 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 Public Works Section Head 0 Sustainability Assistant (Grant Funded) 0 Sustainability Manager 0 Sustainability Specialist 0 Volunteer Coordinator 0 Total 0 0.6 1 1 1 0 1 1 1 1 0.48 1 2 0 11.08 0.6 1 0 1 1 1 1 1 1 1 1 2 0 11.6 0.6 1 0 1 1 1 1 1 1 0.25 1 2 0 10.85 -0.6 0 0 0 0 0 0 0 0 -0.25 0 0 0.48 -0.37 0 1 0 Transfer Transfer 1 1 1 1 0 1 2 0.48 8.48 GRAND TOTALS 825.33 812.42 802.50 -3.96 798.54 SECTION SOLID WASTE (continued) Brownfield Specialist 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 Collection Super ES Equip. Oper I - Temp ES Leadworkers ES Operations Mgr Landfill Supervisor Program Asst Project Manager Public Works Manager (ES) Public Works Section Head Sustainability and Env Mgr Sustainability Assistant (Grant Funded) Sustainability Manager Sustainability Specialist Total Annual Financial Plan 827.48 Page 426 City of Flagstaff Range 1 A-1-0 Pos # 10100 Position Title N Library Page 3 A-1-2 10302 N Library Clerk I 4 A-1-3 10423 10422 10424 10407 10410 N N N N N 2 A-1-1 Page 427 Cemetery Caretaker Dispatch Call Taker Meter Technician Parking Control Officer Property Control Coord Min Step 1 9.7800 782.40 1695.20 20342.40 11.2721 901.77 1953.83 23445.97 12.2395 979.16 2121.51 25458.16 14.1164 1129.31 2446.84 29362.11 Step 2 10.2114 816.91 1769.98 21239.71 11.7500 940.00 2036.67 24440.00 12.7759 1022.07 2214.49 26573.87 14.7343 1178.74 2553.95 30647.34 Step 3 10.6194 849.55 1840.70 22088.35 12.2395 979.16 2121.51 25458.16 13.3238 1065.90 2309.46 27713.50 15.3637 1229.10 2663.04 31956.50 Step 4 11.0509 884.07 1915.49 22985.87 12.7294 1018.35 2206.43 26477.15 13.8716 1109.73 2404.41 28852.93 15.9699 1277.59 2768.12 33217.39 Mid 1-4 Step 5 11.4704 917.63 1988.20 23858.43 13.2189 1057.51 2291.28 27495.31 14.4079 1152.63 2497.37 29968.43 16.6111 1328.89 2879.26 34551.09 Mid 5-11 Step 6 11.9017 952.14 2062.96 24755.54 13.7201 1097.61 2378.15 28537.81 14.9675 1197.40 2594.37 31132.40 17.2172 1377.38 2984.31 35811.78 Mid 12+ Step 7 12.3213 985.70 2135.69 25628.30 14.2094 1136.75 2462.96 29555.55 15.5036 1240.29 2687.29 32247.49 17.8349 1426.79 3091.38 37096.59 Step 8 12.7409 1019.27 2208.42 26501.07 14.6993 1175.94 2547.88 30574.54 16.0515 1284.12 2782.26 33387.12 18.4644 1477.15 3200.50 38405.95 Step 9 13.2071 1056.57 2289.23 27470.77 15.2004 1216.03 2634.74 31616.83 16.5293 1322.34 2865.08 34380.94 19.0473 1523.78 3301.53 39618.38 Step 10 Step 11 Step 12 Step 13 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF 2080 Pay Plan FY 2014 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 14.8157 1185.26 2568.05 30816.66 15.3870 1230.96 2667.08 32004.96 15.9467 1275.74 2764.09 33169.14 16.5061 1320.49 2861.06 34332.69 17.1004 1368.03 2964.07 35568.83 17.6602 1412.82 3061.10 36733.22 18.2197 1457.58 3158.08 37896.98 18.8024 1504.19 3259.08 39108.99 19.3621 1548.97 3356.10 40273.17 19.9214 1593.71 3453.04 41436.51 20.4462 1635.70 3544.01 42528.10 10639 10601 10636 10637 N N N N 15.2705 1221.64 2646.89 31762.64 15.8649 1269.19 2749.92 32998.99 16.4363 1314.90 2848.96 34187.50 17.0305 1362.44 2951.95 35423.44 17.6136 1409.09 3053.02 36636.29 18.1847 1454.78 3152.01 37824.18 18.7790 1502.32 3255.03 39060.32 19.3503 1548.02 3354.05 40248.62 19.9214 1593.71 3453.04 41436.51 20.5275 1642.20 3558.10 42697.20 21.0872 1686.98 3655.11 43861.38 R06 10640 N IT Technician 16.0341 1282.73 2779.24 33350.93 16.6582 1332.66 2887.42 34649.06 17.2579 1380.63 2991.37 35896.43 17.8819 1430.55 3099.53 37194.35 18.4942 1479.54 3205.66 38467.94 19.0938 1527.50 3309.59 39715.10 19.7182 1577.46 3417.82 41013.86 20.3178 1625.42 3521.75 42261.02 20.9177 1673.42 3625.73 43508.82 21.5541 1724.33 3736.04 44832.53 22.1416 1771.33 3837.88 46054.53 7 B-2-3 10752 10748 10739 10705 10751 10709 10700 10734 10717 10753 10746 10702 10725 N N N N N N N N N N N N N Billing Specialist 16.7042 Bin Maint Leadworker 1336.34 Environmental Assistant 2895.39 Evidence Tech 34744.74 Fleet Services Specialist Library Cataloging Asst Mechanic I Payroll Assistant Program Assistant Sustainability Assistant Traffic Signal Technician Asst Water/Sewer Utility Locator Police Emerg Comm Spec 17.5396 1403.17 3040.20 36482.37 17.3452 1387.62 3006.50 36078.02 17.9749 1437.99 3115.65 37387.79 18.6042 1488.34 3224.73 38696.74 19.2571 1540.57 3337.90 40054.77 19.8751 1590.01 3445.02 41340.21 20.5275 1642.20 3558.10 42697.20 21.1457 1691.66 3665.25 43983.06 21.7867 1742.94 3776.36 45316.34 22.4276 1794.21 3887.45 46649.41 23.0574 1844.59 3996.62 47959.39 18.2126 1457.01 3156.85 37882.21 18.8736 1509.89 3271.42 39257.09 19.5344 1562.75 3385.96 40631.55 20.2201 1617.61 3504.82 42057.81 20.8688 1669.50 3617.26 43407.10 21.5541 1724.33 3736.04 44832.53 22.2030 1776.24 3848.52 46182.24 22.8759 1830.07 3965.16 47581.87 23.5491 1883.93 4081.84 48982.13 24.2101 1936.81 4196.42 50357.01 Range Pos # 5 B-2-1 10500 10501 6 B-2-2 Page 428 R07 Position Title Account Clerk Animal Control Officer Environmental Aide Env Code Enfrcmnt Aide Step 12 Step 13 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF 2080 Pay Plan FY 2014 City of Flagstaff Pos # 8 B-2-4 10849 10827 10839 10819 10848 10831 10841 10852 10861 10820 TBD TBD 10812 10807 10862 10808 10809 10850 10853 10803 20801 20802 Page 429 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 E E Min Step 1 Accounts Specialist 19.6068 Buyer 1568.54 Cemetery Maint Speclst 3398.51 Code Compl Officer I 40782.14 Collections Specialist Court Interpreter Creative Services Specialist Development Svcs Speclst Engineering Specialist Environmental Technician FHA Finance Specialist FHA Resident Svcs Coord Industrial Waste Insp Library Assistant II Materials Technician Mechanic II Probation Service Officer Public Relations Specialist Warehouse Specialist Welder Executive Asst 19.6068 Sales Specialist 1568.54 3398.51 40782.14 N IT Specialist 20.5872 1646.98 3568.45 42821.38 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 20.3413 1627.30 3525.83 42309.90 21.0872 1686.98 3655.11 43861.38 21.8215 1745.72 3782.39 45388.72 22.5675 1805.40 3911.70 46940.40 23.3020 1864.16 4039.01 48468.16 24.0481 1923.85 4168.34 50020.05 24.7941 1983.53 4297.64 51571.73 25.5285 2042.28 4424.94 53099.28 26.2744 2101.95 4554.23 54650.75 27.0555 2164.44 4689.62 56275.44 23.6958 1895.66 4107.27 49287.26 23.3020 1864.16 4039.01 48468.16 24.4671 1957.37 4240.96 50891.57 27.5881 2207.05 4781.94 57383.25 27.0555 2164.44 4689.62 56275.44 28.4082 2272.66 4924.09 59089.06 21.3583 1708.66 3702.11 44425.26 22.1416 1771.33 3837.88 46054.53 22.9125 1833.00 3971.50 47658.00 25.2505 2020.04 4376.75 52521.04 26.0340 2082.72 4512.56 54150.72 26.8049 2144.39 4646.18 55754.19 Step 12 Step 13 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF 2080 Pay Plan FY 2014 City of Flagstaff Pos # 9 B-2-5 10958 10957 10937 10944 10961 10923 10950 10936 10955 TBD TBD 10959 10941 10952 10948 10956 10947 10951 10916 10962 20903 Page 430 Range 109 R09 10934 10946 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 20.7841 Auditor I 1662.73 Brownfield Specialist 3602.58 Code Compl Officer II 43230.93 Court Finance Specialist Court Training Specialist Engineering Tech Leadworker Environmental Program Specialist Environmental Services Leadworker FHA Housing Svcs Spec FHA Maintenance Leadworker Grants Specialist HR Benefits Specialist HR Generalist Jury Services Specialist Maintenance Worker Leadworker Mechanic Leadworker Sustainability Specialist Warrants Officer Wildland Fire Firewise Specialist Librarian 20.7841 1662.73 3602.58 43230.93 N Network Administrator 21.8233 N App Support Specialist II 1745.86 3782.71 45392.46 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 21.5768 1726.14 3739.98 44879.74 22.3694 1789.55 3877.36 46528.35 23.1737 1853.90 4016.77 48201.30 23.9665 1917.32 4154.19 49850.32 24.7590 1980.72 4291.56 51498.72 25.5518 2044.14 4428.98 53147.74 26.3560 2108.48 4568.37 54820.48 27.1487 2171.90 4705.77 56469.30 27.9297 2234.38 4841.15 58093.78 28.6758 2294.06 4970.47 59645.66 25.1648 2013.18 4361.90 52342.78 24.7590 1980.72 4291.56 51498.72 25.9969 2079.75 4506.13 54073.55 29.3262 2346.10 5083.21 60998.50 28.6758 2294.06 4970.47 59645.66 30.1095 2408.76 5218.98 62627.76 22.6557 1812.46 3926.99 47123.86 23.4878 1879.02 4071.22 48854.62 24.3325 1946.60 4217.63 50611.60 26.8295 2146.36 4650.45 55805.36 27.6738 2213.90 4796.79 57561.50 28.5061 2280.49 4941.06 59292.69 Step 12 Step 13 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF 2080 Pay Plan FY 2014 City of Flagstaff Range Pos # 10 B-2-6 11028 11015 11033 11025 11023 11032 TBD 11037 11035 11024 11019 11030 11034 11036 Position Title N N N N N N N N N N N N N N Building Inspector Building Plans Examiner City Records Coordinator Development Svs Superv Engineering Inspector Fire Inspector FHA Maintenance Coord Housing Rehab Specialist Meter Tech Supervisor Police Records Supervisor Recreation Supervisor Risk Management Specialist Watershed Specialist Wildland Fire Supervisor 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 21.7633 1741.06 3772.31 45267.66 22.5911 1807.29 3915.79 46989.49 23.4420 1875.36 4063.28 48759.36 24.2695 1941.56 4206.71 50480.56 25.1088 2008.70 4352.19 52226.30 25.9365 2074.92 4495.66 53947.92 26.7641 2141.13 4639.11 55669.33 27.6033 2208.26 4784.57 57414.86 28.4310 2274.48 4928.04 59136.48 29.2819 2342.55 5075.53 60906.35 30.0280 2402.24 5204.85 62458.24 Step 12 Step 13 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF 2080 Pay Plan FY 2014 Page 431 City of Flagstaff Range Pos # 10 B-3-1 11016 11021 11018 11012 11026 11027 21002 110 Page 432 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 Admin Spec Supervisor 21.7633 Associate Planner 1741.06 Court Services Supervisor 3772.31 Env Svcs Collection Superv 45267.66 Landfill Supervisor Streets Leadworker Library Supervisor 21.7633 1741.06 3772.31 45267.66 N Court IT Coordinator 22.8516 N PECS Supervisor 1828.13 3960.94 47531.33 22.5911 1807.29 3915.79 46989.49 23.4420 1875.36 4063.28 48759.36 24.2695 1941.56 4206.71 50480.56 25.1088 2008.70 4352.19 52226.30 25.9365 2074.92 4495.66 53947.92 26.7641 2141.13 4639.11 55669.33 27.6033 2208.26 4784.57 57414.86 28.4310 2274.48 4928.04 59136.48 29.2819 2342.55 5075.53 60906.35 30.0280 2402.24 5204.85 62458.24 23.7207 1897.66 4111.59 49339.06 24.6140 1969.12 4266.43 51197.12 25.4830 2038.64 4417.05 53004.64 26.3644 2109.15 4569.83 54837.95 25.9365 2074.92 4495.66 53947.92 27.2334 2178.67 4720.46 56645.47 30.0280 2402.24 5204.85 62458.24 31.5294 2522.35 5465.10 65581.15 24.9689 1997.51 4327.94 51935.31 25.9014 2072.11 4489.58 53874.91 26.8106 2144.85 4647.17 55766.05 27.7199 2217.59 4804.78 57657.39 26.2173 2097.38 4544.33 54531.98 27.1965 2175.72 4714.06 56568.72 28.1513 2252.10 4879.56 58554.70 29.1059 2328.47 5045.02 60540.27 Position Title Min Step 1 N N N N N N E R10 11020 11022 11 B-3-2 11104 N Inspection Supervisor 111 21108 E Police Spec Svcs Superv R11 11110 N IT Supervisor 24.0597 1924.78 4170.35 50044.18 24.0597 1924.78 4170.35 50044.18 25.2628 2021.02 4378.89 52546.62 28.6294 2290.35 4962.43 59549.15 28.6294 2290.35 4962.43 59549.15 30.0607 2404.86 5210.52 62526.26 28.1022 2248.18 4871.05 58452.58 28.9835 2318.68 5023.81 60285.68 29.8526 2388.21 5174.45 62093.41 30.7461 2459.69 5329.32 63951.89 29.5500 2364.00 5122.00 61464.00 30.4477 2435.82 5277.60 63331.22 31.3804 2510.43 5439.27 65271.23 32.2894 2583.15 5596.83 67161.95 31.0274 2482.19 5378.08 64536.99 31.9701 2557.61 5541.48 66497.81 32.9493 2635.94 5711.21 68534.54 33.9039 2712.31 5876.68 70520.11 33.2103 2656.82 5756.45 69077.42 33.2103 2656.82 5756.45 69077.42 34.8708 2789.66 6044.27 72531.26 Step 12 Step 13 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF 2080 Pay Plan FY 2014 City of Flagstaff Pos # 112 C-4-1 21275 21245 21268 21277 21274 21278 21269 21261 21266 21276 21252 21225 21201 21272 21237 21262 21271 21267 21270 21273 Page 433 Range R12 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 24.7125 Auditor II 1977.00 Business Retn & Exp Mgr 4283.50 Code Compliance Mgr 51402.00 Comm Dsgn & Redev Proj Admin Deputy City Clerk Downtown/4th Street Manager Environ Program Manager Facilities Maintenance Manager Financial Systems Analyst Housing & Grants Administrator Human Resources Analyst Industrial Waste Supv Marketing and PR Manager Stormwater Services Analyst Utilities Plan Reviewer Utilities Program Manager Visitor Center Manager Zoning Code Manager IT Analyst 25.9482 2075.86 4497.69 53972.26 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 30.2669 2421.36 5246.27 62955.26 35.8214 2865.71 6209.04 74508.51 31.7804 2542.43 5508.60 66103.23 37.6127 3009.02 6519.53 78234.42 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF 2080 Pay Plan FY 2014 City of Flagstaff Range Pos # Position Title 13 C-4-2 113 C-4-2 R13 Page 434 114 C-4-3 City of Flagstaff R14 21338 21326 21354 21319 21355 21333 21349 21332 21353 21352 21350 E E E E E E E E E E E 21428 21438 21433 21437 21429 21425 TBD 21443 21419 21412 21444 21446 21439 21426 21424 21436 21441 E E E E E E E E E E E E E E E E E Min Step 1 27.2537 2180.30 4723.97 56687.70 27.2537 2180.30 4723.97 56687.70 Asst to City Mgr (Comm) Construction Manager Customer Service Manager Housing Planner Library Manager Multi Modal Transportation Planner Payroll Manager Permanent Affordability Administrator Sustainability Manager IT Administrator 28.6164 IT Manager 2289.31 4960.18 59522.11 Asst to City Mgr (Risk) 30.5991 Building Official 2447.93 Comp Planning Mgr 5303.84 Deputy Court Admin 63646.13 Facilities Mainenance Supt Field Service Manager FHA Manager Grants Manager Police Communications Manager Police Support Svcs Manager Public Works Manager Asst to City Mgr (Rl Est) Tax License Revenue Manager Wastewater Treatment Mgr Water Production Manager Wildland Fire Manager IT Manager (Network) 32.1292 2570.34 5569.06 66828.74 Step 2 Step 3 Step 4 Mid 1-4 Step 5 Mid 5-11 Step 6 Mid 12+ Step 7 28.1745 2253.96 4883.58 58602.96 29.1069 2328.55 5045.20 60542.35 30.0280 2402.24 5204.85 62458.24 30.9722 2477.78 5368.51 64422.18 31.8817 2550.54 5526.16 66313.94 32.8140 2625.12 5687.76 68253.12 32.8140 2625.12 5687.76 68253.12 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 33.7349 2698.79 5847.38 70168.59 34.6790 2774.32 6011.03 72132.32 35.5883 2847.06 6168.64 74023.66 36.5209 2921.67 6330.29 75963.47 37.4418 2995.34 6489.91 77878.94 38.4207 3073.66 6659.59 79915.06 38.4207 3073.66 6659.59 79915.06 34.4547 2756.38 5972.15 71665.78 37.4824 2998.61 6496.98 77963.71 40.3417 3227.34 6992.56 83910.74 44.3660 3549.28 7690.11 92281.28 39.3568 3148.54 6821.85 81862.14 46.5842 3726.74 8074.59 96895.14 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF 2080 Pay Plan FY 2014 Range Pos # 115 C-5-1 21524 21531 21521 21532 21519 21530 21527 21513 21514 21517 21518 21512 21528 21529 21525 21526 R15 Page 435 16 C-5-2 116 R16 Position Title E E E E E E E E E E E E E E E E Min Step 1 Assistant City Engineer 31.2403 Capital Impv Engineer 2499.22 Comm Dsgn & Redev Mgr 5414.99 Cprhsv Plng & Code Admin 64979.82 Current Planning Manager Economic Dev Manager Finance Manager Fire Battalion Chief (40) Fire Battalion Chief (56) Housing Manager Metropolitan Planning Org Mgr Stormwater Program Mgr Traffic Engineer IT Mgr (Systems & Apps) 32.8023 Utilities Engineering Mgr 2624.18 Water Resources Mgr 5685.73 68228.78 33.4785 2678.28 5802.94 69635.28 35.1524 2812.19 6093.08 73116.99 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 38.7416 3099.32 6715.19 80582.22 46.2426 3699.41 8015.38 96184.61 40.6787 3254.30 7050.97 84611.70 41.5100 3320.80 7195.07 86340.80 43.5855 3486.84 7554.82 90657.84 48.5547 3884.38 8416.15 100993.78 49.5415 3963.32 8587.19 103046.32 52.0186 4161.49 9016.56 108198.69 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF 2080 Pay Plan FY 2014 City of Flagstaff Range Pos # 17 D-6-1 117 21723 21729 21722 21714 21727 21724 TBD 21701 21721 21726 21707 21728 21725 21731 21805 Page 436 18 D-6-2 118 R18 19 D-6-3 119 21806 21804 Position Title E E E E E E E E E E E E E E E Min Step 1 Airport Director 36.0896 City Clerk 2887.17 City Engineer 6255.53 Community Invstmnt Dir 75066.37 CVB Director Finance Director FHA Director Library Director Planning Director Public Works Section Head Purchasing Director Recreation Svcs Director Revenue Director Utilities Operations Section Head Deputy Fire Chief 37.6747 3013.98 6530.28 78363.38 E City Prosecutor 39.5586 E Deputy City Attorney 3164.69 6856.82 82281.89 39.2135 3137.08 6797.01 81564.08 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 45.3043 3624.35 7852.75 94232.95 54.5190 4361.52 9449.96 113399.52 47.2743 3781.94 8194.19 98330.24 49.6381 3971.05 8603.94 103247.25 49.2211 3937.67 8531.63 102379.47 56.8736 4549.89 9858.09 118297.09 59.7173 4777.38 10351.00 124211.98 59.2283 4738.26 10266.24 123194.86 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF 2080 Pay Plan FY 2014 City of Flagstaff Range Pos # Position Title 20 E-8-1 120 21 E-8-2 121 22 E-8-3 122 Page 437 23 E-9-1 123 22300 E Deputy City Manager 26 F-10-2 126 22601 E City Manager Min Step 1 42.1510 3372.08 7306.17 87674.08 44.4941 3559.53 7712.31 92547.73 49.2268 3938.14 8532.65 102391.74 53.6418 4291.34 9297.91 111574.94 57.3866 4590.93 9947.01 119364.13 Step 2 Step 3 Step 4 Mid 1-4 Step 5 Mid 5-11 Step 6 Mid 12+ Step 7 53.5399 4283.18 9280.22 111362.68 57.1709 4573.68 9909.64 118915.68 63.2617 5060.93 10965.36 131584.23 68.9299 5514.39 11947.85 143374.19 74.5979 5967.84 12930.31 155163.74 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 64.9285 5194.28 11254.27 135051.28 69.8479 5587.83 12106.97 145283.63 77.2965 6183.72 13398.06 160776.72 84.2176 6737.41 14597.72 175172.61 91.8093 7344.74 15913.61 190963.34 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF 2080 Pay Plan FY 2014 City of Flagstaff Range Pos # Position Title P09 10903 N Police Officer P11 11100 N Police Corp/Det P13 11301 N Police Sergeant P15 21503 E Police Lieutenant P18 21801 E Deputy Police Chief Page 438 Step 1 22.9144 34.3716 1833.15 47661.95 25.2627 37.8940 2021.02 52546.42 28.6164 42.9246 2289.31 59522.11 32.8023 49.2034 2624.18 68228.78 39.5584 59.3376 3164.67 82281.47 Step 2 23.7852 35.6778 1902.82 49473.22 26.2227 39.3340 2097.82 54543.22 29.5833 44.3749 2366.66 61533.26 Step 3 24.6415 36.9622 1971.32 51254.32 27.2192 40.8288 2177.54 56615.94 30.5624 45.8436 2444.99 63569.79 Step 4 25.5286 38.2929 2042.29 53099.49 28.1718 42.2577 2253.74 58597.34 31.5295 47.2942 2522.36 65581.36 Step 5 26.3966 39.5949 2111.73 54904.93 29.1297 43.6945 2330.38 60589.78 32.5208 48.7812 2601.66 67643.26 Step 6 27.2677 40.9015 2181.42 56716.82 30.0911 45.1366 2407.29 62589.49 33.4756 50.2134 2678.05 69629.25 Step 7 Step 8 28.1402 29.0407 42.2103 43.5610 2251.22 2323.26 58531.62 60404.66 31.0540 31.9856 46.5810 47.9784 2484.32 2558.85 64592.32 66530.05 34.4548 35.4217 51.6822 53.1325 2756.38 2833.74 71665.98 73677.14 40.6749 61.0123 3253.99 84603.69 49.6459 74.4688 3971.67 103263.37 Step 9 29.9120 44.8680 2392.96 62216.96 32.9452 49.4178 2635.62 68526.02 36.4131 54.6196 2913.05 75739.25 Step 10 30.7794 46.1691 2462.35 64021.15 33.9005 50.8507 2712.04 70513.04 37.3678 56.0517 2989.42 77725.02 Step 11 31.6105 47.4157 2528.84 65749.84 34.8837 52.3255 2790.70 72558.10 38.3470 57.5205 3067.76 79761.76 Step 12 Step 13 39.3138 58.9707 3145.1 81772.70 40.3419 60.5128 3227.35 83911.15 48.5474 72.8211 3883.79 100978.59 59.7333 89.5999 4778.66 124245.26 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Police Pay Plan FY 2014 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 14.0049 1568.55 3398.52 40782.27 15.5883 1745.89 27165.21 45393.13 19.4670 2180.30 4723.99 56687.90 Step 2 14.5295 1627.30 3525.83 42309.90 16.1825 1812.44 28200.70 47123.44 20.1246 2253.96 4883.57 58602.84 Step 3 15.0622 1686.97 3655.09 43861.13 16.7772 1879.05 29237.07 48855.21 20.7908 2328.57 5045.23 60542.81 Step 4 15.5869 1745.73 3782.42 45389.05 17.3803 1946.59 30288.07 50611.43 21.4487 2402.25 5204.88 62458.61 Mid 1-4 Step 5 16.1198 1805.42 3911.74 46940.86 17.9750 2013.20 31324.43 52343.20 22.1231 2477.79 5368.54 64422.47 Mid 5-11 Step 6 16.6442 1864.15 4038.99 48467.91 18.5694 2079.77 32360.27 54074.09 22.7724 2550.51 5526.10 66313.23 Mid 12+ Step 7 17.1771 1923.84 4168.31 50019.72 19.1638 2146.35 33396.12 55804.99 23.4386 2625.12 5687.77 68253.20 Step 8 17.7100 1983.52 4297.63 51571.52 19.7671 2213.92 34447.47 57561.80 24.0964 2698.80 5847.39 70168.72 Step 9 18.2346 2042.28 4424.93 53099.16 20.3617 2280.51 35483.66 59293.27 24.7710 2774.35 6011.10 72133.15 Step 10 18.7676 2101.97 4554.27 54651.25 20.9473 2346.10 36504.16 60998.54 25.4202 2847.06 6168.64 74023.62 Step 11 19.3254 2164.44 4689.63 56275.56 21.5069 2408.77 37479.36 62628.09 26.0864 2921.68 6330.30 75963.60 Step 12 Step 13 26.7441 2995.34 6489.90 77878.82 27.4435 3073.67 6659.62 79915.47 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Fire Pay Plan FY 2014 Page 439 City of Flagstaff Page 440 Band Pos # Position Title B11 80101 N Admin Assistant Step 1 12.2395 979.16 2121.51 25458.16 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 12.8257 13.4119 13.9982 14.5843 15.1705 15.7567 16.3429 16.9290 #REF! #REF! #REF! #REF! #REF! #REF! 1026.06 1072.95 1119.86 1166.74 1213.64 1260.54 1307.43 1354.32 16.97 17.54 18.11 18.68 19.24 19.81 2223.12 2324.73 2426.35 2527.95 2629.55 2731.16 2832.77 2934.36 3035.97 3137.58 3239.18 3340.79 3442.40 3544.01 26677.46 27896.75 29116.26 30335.34 31554.64 32773.94 33993.23 35212.32 36431.62 37650.91 38870.21 40089.50 41308.80 42528.10 Band Pos # Position Title B12 80102 N Admin Assistant Step 1 #REF! 11.86 2121.51 25458.16 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! 13.9982 14.5843 15.1705 15.7567 16.3429 16.9290 17.5152 18.1014 18.6876 #REF! #REF! #REF! 12.43 13.00 1119.86 1166.74 1213.64 1260.54 1307.43 1354.32 1401.22 1448.11 1495.01 18.68 19.24 19.81 2223.12 2324.73 2426.35 2527.95 2629.55 2731.16 2832.77 2934.36 3035.97 3137.58 3239.18 3340.79 3442.40 3544.01 26677.46 27896.75 29116.26 30335.34 31554.64 32773.94 33993.23 35212.32 36431.62 37650.91 38870.21 40089.50 41308.80 42528.10 Band Pos # Position Title B13 80103 N Admin Assistant Step 1 #REF! 11.86 2121.51 25458.16 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! 15.7567 16.3429 16.9290 17.5152 18.1014 18.6876 19.2738 19.8600 20.4462 12.43 13.00 13.56 14.13 14.70 1260.54 1307.43 1354.32 1401.22 1448.11 1495.01 1541.90 1588.80 1635.70 2223.12 2324.73 2426.35 2527.95 2629.55 2731.16 2832.77 2934.36 3035.97 3137.58 3239.18 3340.79 3442.40 3544.01 26677.46 27896.75 29116.26 30335.34 31554.64 32773.94 33993.23 35212.32 36431.62 37650.91 38870.21 40089.50 41308.80 42528.10 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Administrative Assistant Broad Band FY 2014 City of Flagstaff Zone 1 Band Pos # Position Title B21 80201 N Admin Specialist 80801 N Court Judicial Speclst Step 1 14.8157 1185.26 2568.05 30816.66 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 15.4045 15.9930 16.5819 17.1704 17.7591 18.3477 18.9364 19.5251 #REF! #REF! #REF! 1232.36 1279.44 1326.55 1373.63 1420.73 1467.82 1514.91 1562.01 1609.10 1656.19 1703.29 2670.11 2772.12 2874.20 2976.20 3078.24 3180.27 3282.31 3384.35 3486.37 3588.42 3690.46 32041.36 33265.44 34490.35 35714.43 36938.93 38163.22 39387.71 40612.21 41836.50 43060.99 44285.49 Band Pos # Position Title B22 80202 N Admin Specialist 80802 N Court Judicial Speclst Step 1 #REF! 1185.26 2568.05 30816.66 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 #REF! #REF! 16.5819 17.1704 17.7591 18.3477 18.9364 19.5251 20.1137 20.7024 21.2911 1232.36 1279.44 1326.55 1373.63 1420.73 1467.82 1514.91 1562.01 1609.10 1656.19 1703.29 2670.11 2772.12 2874.20 2976.20 3078.24 3180.27 3282.31 3384.35 3486.37 3588.42 3690.46 32041.36 33265.44 34490.35 35714.43 36938.93 38163.22 39387.71 40612.21 41836.50 43060.99 44285.49 Band Pos # Position Title B23 80203 N Admin Specialist 80803 N Court Judicial Speclst Step 1 #REF! 1185.26 2568.05 30816.66 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 #REF! #REF! #REF! #REF! #REF! 18.3477 18.9364 19.5251 20.1137 20.7024 21.2911 1232.36 1279.44 1326.55 1373.63 1420.73 1467.82 1514.91 1562.01 1609.10 1656.19 1703.29 2670.11 2772.12 2874.20 2976.20 3078.24 3180.27 3282.31 3384.35 3486.37 3588.42 3690.46 32041.36 33265.44 34490.35 35714.43 36938.93 38163.22 39387.71 40612.21 41836.50 43060.99 44285.49 Step 13 #REF! 1750.38 3792.48 45509.78 Step 14 Step 15 #REF! #REF! 1797.49 1844.59 3894.56 3996.62 46734.69 47959.39 Step 13 #REF! 1750.38 3792.48 45509.78 Step 14 Step 15 #REF! #REF! 1797.49 1844.59 3894.56 3996.62 46734.69 47959.39 Step 13 21.8797 1750.38 3792.48 45509.78 Step 14 Step 15 22.4686 23.0574 1797.49 1844.59 3894.56 3996.62 46734.69 47959.39 Zone 2 Page 441 Zone 3 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Admin Specialist/Court Judicial Specialist Broad Band FY 2014 City of Flagstaff Zone 1 Band B61 Pos # Position Title 82101 N Airport Ops/ARFF Spec 82401 N Library Specialist Step 1 15.2705 1221.64 2646.89 31762.64 Step 2 16.1122 1288.98 2792.78 33513.38 Step 3 16.9541 1356.33 2938.71 35264.53 Step 4 17.7956 1423.65 3084.57 37014.85 Step 5 18.6376 1491.01 3230.52 38766.21 Step 6 19.4794 1558.35 3376.43 40517.15 Step 7 20.3210 1625.68 3522.31 42267.68 Step 8 21.1630 1693.04 3668.25 44019.04 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 22.0047 #REF! #REF! #REF! #REF! #REF! #REF! 1760.38 1827.71 1895.06 1962.41 2029.74 2097.09 2164.44 3814.15 3960.04 4105.97 4251.88 4397.78 4543.69 4689.62 45769.78 47520.51 49271.66 51022.61 52773.34 54524.29 56275.44 Band B62 Pos # Position Title 82102 N Airport Ops/ARFF Spec 82402 N Library Specialist Step 1 Step 2 Step 3 #REF! #REF! #REF! 1221.64 1288.98 1356.33 2646.89 2792.78 2938.71 31762.64 33513.38 35264.53 Step 4 17.7956 1423.65 3084.57 37014.85 Step 5 18.6376 1491.01 3230.52 38766.21 Step 6 19.4794 1558.35 3376.43 40517.15 Step 7 20.3210 1625.68 3522.31 42267.68 Step 8 21.1630 1693.04 3668.25 44019.04 Step 9 22.0047 1760.38 3814.15 45769.78 Step 10 22.8464 1827.71 3960.04 47520.51 Step 11 23.6883 1895.06 4105.97 49271.66 Band B63 Pos # Position Title 82103 N Airport Ops/ARFF Spec 82403 N Library Specialist Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 #REF! #REF! #REF! #REF! #REF! #REF! 20.3210 1221.64 1288.98 1356.33 1423.65 1491.01 1558.35 1625.68 2646.89 2792.78 2938.71 3084.57 3230.52 3376.43 3522.31 31762.64 33513.38 35264.53 37014.85 38766.21 40517.15 42267.68 Step 8 21.1630 1693.04 3668.25 44019.04 Step 9 22.0047 1760.38 3814.15 45769.78 Step 10 22.8464 1827.71 3960.04 47520.51 Step 11 23.6883 1895.06 4105.97 49271.66 Zone 2 Step 12 Step 13 Step 14 Step 15 24.5301 #REF! #REF! #REF! 1962.41 2029.74 2097.09 2164.44 4251.88 4397.78 4543.69 4689.62 51022.61 52773.34 54524.29 56275.44 Page 442 Zone 3 Step 12 24.5301 1962.41 4251.88 51022.61 Step 13 25.3718 2029.74 4397.78 52773.34 Step 14 26.2136 2097.09 4543.69 54524.29 Step 15 27.0555 2164.44 4689.62 56275.44 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Airport Operations/ARFF Specialist Broad Band FY 2014 City of Flagstaff Band Pos # Position Title B81 81601 N Equipment Operator 81701 N Maintenance Worker Step 1 14.1164 1129.31 2446.84 29362.11 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 14.7972 15.4785 16.1595 16.8403 17.5216 18.2024 18.8832 19.5644 20.2455 #REF! #REF! #REF! #REF! #REF! 1183.78 1238.28 1292.76 1347.22 1401.73 1456.19 1510.66 1565.15 1619.64 1674.10 1728.59 1783.08 1837.55 1892.05 2564.85 2682.94 2800.98 2918.99 3037.08 3155.08 3273.09 3391.16 3509.22 3627.23 3745.28 3863.34 3981.36 4099.44 30778.18 32195.28 33611.76 35027.82 36444.93 37860.99 39277.06 40693.95 42110.64 43526.70 44943.39 46360.08 47776.35 49193.25 Band Pos # Position Title B82 81602 N Equipment Operator 81702 N Maintenance Worker Step 1 #REF! 1129.31 2446.84 29362.11 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! #REF! #REF! 17.5216 18.2024 18.8832 19.5644 20.2455 20.9263 21.6074 22.2885 22.9694 23.6506 1183.78 1238.28 1292.76 1347.22 1401.73 1456.19 1510.66 1565.15 1619.64 1674.10 1728.59 1783.08 1837.55 1892.05 2564.85 2682.94 2800.98 2918.99 3037.08 3155.08 3273.09 3391.16 3509.22 3627.23 3745.28 3863.34 3981.36 4099.44 30778.18 32195.28 33611.76 35027.82 36444.93 37860.99 39277.06 40693.95 42110.64 43526.70 44943.39 46360.08 47776.35 49193.25 Band Pos # Position Title B83 81603 N Equipment Operator 81703 N Maintenance Worker Step 1 #REF! 1129.31 2446.84 29362.11 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! #REF! #REF! #REF! #REF! 20.9263 21.6074 22.2885 22.9694 23.6506 24.3314 25.0125 25.6935 26.3744 27.0555 1183.78 1238.28 1292.76 1347.22 1401.73 1456.19 1510.66 1565.15 1619.64 1674.10 1728.59 1783.08 1837.55 1892.05 1946.51 2001.00 2055.48 2109.95 2164.44 2564.85 2682.94 2800.98 2918.99 3037.08 3155.08 3273.09 3391.16 3509.22 3627.23 3745.28 3863.34 3981.36 4099.44 4217.44 4335.50 4453.54 4571.56 4689.62 30778.18 32195.28 33611.76 35027.82 36444.93 37860.99 39277.06 40693.95 42110.64 43526.70 44943.39 46360.08 47776.35 49193.25 50609.31 52026.00 53442.48 54858.75 56275.44 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Equipment Operator/Maintenance Worker Broad Band FY 2014 Page 443 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 80403 N N N N N Position Title Inst/Electrical Spec Maintenance Spec Operations Spec Plant Specialist Water Services Spec Step 1 20.7841 1662.73 3602.58 43230.93 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 21.6717 22.5593 23.4469 24.3345 25.2221 26.1096 26.9972 27.8851 27.88 28.74 29.60 30.46 31.32 32.18 1733.74 1804.74 1875.75 1946.76 2017.77 2088.77 2159.78 2230.81 2301.79 2372.80 2443.80 2514.82 2585.82 2656.82 3756.43 3910.28 4064.13 4217.98 4371.83 4525.66 4679.51 4833.42 4987.22 5141.07 5294.90 5448.77 5602.62 5756.45 45077.14 46923.34 48769.55 50615.76 52461.97 54307.97 56154.18 58001.01 59846.59 61692.80 63538.80 65385.22 67231.42 69077.42 N N N N N Position Title Inst/Electrical Spec Maintenance Spec Operations Spec Plant Specialist Water Services Spec Step 1 20.14 1662.73 3602.58 43230.93 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 21.00 21.86 23.4469 24.3345 25.2221 26.1096 26.9972 27.8851 28.7724 29.6600 30.5475 30.46 31.32 32.18 1733.74 1804.74 1875.75 1946.76 2017.77 2088.77 2159.78 2230.81 2301.79 2372.80 2443.80 2514.82 2585.82 2656.82 3756.43 3910.28 4064.13 4217.98 4371.83 4525.66 4679.51 4833.42 4987.22 5141.07 5294.90 5448.77 5602.62 5756.45 45077.14 46923.34 48769.55 50615.76 52461.97 54307.97 56154.18 58001.01 59846.59 61692.80 63538.80 65385.22 67231.42 69077.42 N N N N N Position Title Inst/Electrical Spec Maintenance Spec Operations Spec Plant Specialist Water Services Spec Step 1 20.14 1662.73 3602.58 43230.93 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 21.00 21.86 22.72 23.58 24.44 26.1096 26.9972 27.8851 28.7724 29.6600 30.5475 31.4352 32.3228 33.2103 1733.74 1804.74 1875.75 1946.76 2017.77 2088.77 2159.78 2230.81 2301.79 2372.80 2443.80 2514.82 2585.82 2656.82 3756.43 3910.28 4064.13 4217.98 4371.83 4525.66 4679.51 4833.42 4987.22 5141.07 5294.90 5448.77 5602.62 5756.45 45077.14 46923.34 48769.55 50615.76 52461.97 54307.97 56154.18 58001.01 59846.59 61692.80 63538.80 65385.22 67231.42 69077.42 Zone 2 Zone 3 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Utilities Specialist (Non Exempt) Broad Band FY 2014 Page 444 City of Flagstaff Zone 1 Band B41 Pos # Position Title 81101 E Laboratory Spec Min 43230.93 Mid 50996.40 Band B42 Pos # Position Title 81102 E Laboratory Spec Step 1 43230.93 Step 2 Step 3 Min 45172.40 47113.87 49055.34 Band B43 Pos # Position Title 81103 E Laboratory Spec Step 1 43230.93 Step 2 Step 3 Step 4 Step 5 Step 6 Min 45172.40 47113.87 49055.34 50996.40 52938.08 54879.55 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 58762.50 60704.38 62645.65 64587.12 66527.97 68469.65 70411.12 Zone 2 Mid 56821.23 Max Step 13 Step 14 Step 15 64587.12 66527.97 68469.65 70411.12 Zone 3 Mid 62645.65 Max 70411.12 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Utilities Specialist (Exempt) Broad Band FY 2014 Page 445 City of Flagstaff Zone 1 Band B71 Pos # 81801 81111 Position Title Accountant Procurement Specialist Min 43230.93 Max Step 11 Step 12 Step 13 59433.09 61262.03 63090.77 64919.71 Band B72 Pos # 81802 81112 Position Title Accountant Procurement Specialist Step 1 Step 2 Step 3 43230.93 44801.95 46630.90 Band B73 Pos # 81803 81113 Position Title Accountant Procurement Specialist Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 43230.93 44801.95 46630.90 48459.63 50288.58 52117.52 53946.46 Step 14 Step 15 72235.49 74508.51 Zone 2 Min Min 50288.58 Max 66749.07 Step 14 Step 15 72235.49 74508.51 Zone 3 Min 57604.35 Max 74508.51 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Accountant/Procurement Specialist Broad Band FY 2014 Page 446 City of Flagstaff Zone 1 Mid 63082.03 Band B51 Pos # Position Title 81201 E Planning Dev Manager 81301 E Project Manager Min 51402.00 Band B52 Pos # Position Title 81202 E Planning Dev Manager 81302 E Project Manager Step 1 51402.00 Step 2 Step 3 Min 54321.70 57241.81 60162.34 Band B53 Pos # Position Title 81203 E Planning Dev Manager 81303 E Project Manager Step 1 51402.00 Step 2 Step 3 Step 4 Step 5 Step 6 Min 54321.70 57241.81 60162.34 63082.03 66001.52 68921.63 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 74761.44 77681.14 80601.66 83521.36 86441.26 89361.38 92281.28 Zone 2 Mid 71841.33 Max Step 13 Step 14 Step 15 83521.36 86441.26 89361.38 92281.28 Zone 3 Mid 80601.66 Max 92281.28 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Manager Broad Band FY 2014 Page 447 City of Flagstaff Zone 1 Band R61 Pos # Position Title 81401 E Asst. City Attorney Min 66828.74 Mid 78648.75 Band R62 Pos # Position Title 81402 E Asst. City Attorney Step 1 66828.74 Step 2 Step 3 Min 69783.79 72738.64 75693.70 Band R63 Pos # Position Title 81403 E Asst. City Attorney Step 1 66828.74 Step 2 Step 3 Step 4 Step 5 Step 6 Min 69783.79 72738.64 75693.70 78648.75 81603.60 84558.66 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 90468.98 93423.82 96378.67 99333.73 ######## 105243.63 108198.69 Zone 2 Mid 87513.92 Max Step 13 Step 14 Step 15 99333.73 ######## 105243.63 108198.69 Zone 3 Mid 96378.67 Max 108198.69 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Assistant City Attorney Broad Band FY 2014 Page 448 City of Flagstaff Zone 1 Band R71 Pos # Position Title 81501 E Sr. Asst. City Atty Min 68228.99 Mid 82754.67 Band R72 Pos # Position Title 81502 E Sr. Asst. City Atty Step 1 Step 2 Step 3 Min 68228.99 71860.46 75491.94 79122.58 Band R73 Pos # Position Title 81503 E Sr. Asst. City Atty Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Min 68228.99 71860.46 75491.94 79122.58 82754.67 86386.14 90017.20 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 97280.77 ######## 104543.71 108175.18 111807.07 115437.71 119069.39 Zone 2 Mid 93649.30 Max Step 13 Step 14 Step 15 108175.18 111807.07 115437.71 119069.39 Zone 3 Mid 104543.71 Max 119069.39 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Senior Assistant City Attorney Broad Band FY 2014 Page 449 City of Flagstaff Zone 1 Band Pos # B91 81901 Position Title Division Director Min 87674.08 Mid 108560.40 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 129447.14 ######## 139890.40 145111.82 150333.25 155554.88 160776.72 Band Pos # B92 81902 Position Title Division Director Step 1 87674.08 Step 2 Step 3 Min 92895.92 98117.55 103338.98 Band Pos # B93 81903 Position Title Division Director Step 1 87674.08 Step 2 Step 3 Step 4 Step 5 Step 6 Min 92895.92 98117.55 103338.98 108560.40 ######## 119004.08 Band Pos # R91 82001 Position Title Min Division Director (IT) 92058.10 Band Pos # R92 82002 Position Title Division Director (IT) Step 1 0.00 Step 2 0.00 Step 3 0.00 Min 108506.32 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 Zone 2 Mid 124225.71 Max Step 13 Step 14 Step 15 145111.82 150333.25 155554.88 160776.72 Zone 3 Mid 139890.40 Max 160776.72 Page 450 Zone 1 Max 135919.68 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 152367.28 Step 13 0.00 Step 14 0.00 Step 15 0.00 Zone 2 Zone 3 Step 5 0.00 Step 6 0.00 Min 124954.34 Max 168815.92 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Division Director Broad Band FY 2014 City of Flagstaff Zone 1 Band Pos # Position Title BA1 82201 N Rec Prog Coord Step 1 16.7042 1336.34 2895.39 34744.74 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 17.5593 18.4144 19.2695 20.1246 20.9797 21.8348 22.6900 23.5451 #REF! #REF! #REF! 1404.74 1473.15 1541.56 1609.97 1678.38 1746.78 1815.20 1883.61 1952.02 2020.42 2088.83 3043.61 3191.83 3340.05 3488.26 3636.48 3784.70 3932.93 4081.15 4229.37 4377.59 4525.80 36523.34 38301.95 40080.56 41859.17 43637.78 45416.38 47195.20 48973.81 50752.42 52531.02 54309.63 Band Pos # Position Title BA2 82202 N Rec Prog Coord Step 1 #REF! 1336.34 2895.39 34744.74 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 #REF! #REF! 19.2695 20.1246 20.9797 21.8348 22.6900 23.5451 24.4002 25.2553 26.1104 1404.74 1473.15 1541.56 1609.97 1678.38 1746.78 1815.20 1883.61 1952.02 2020.42 2088.83 3043.61 3191.83 3340.05 3488.26 3636.48 3784.70 3932.93 4081.15 4229.37 4377.59 4525.80 36523.34 38301.95 40080.56 41859.17 43637.78 45416.38 47195.20 48973.81 50752.42 52531.02 54309.63 Band Pos # Position Title BA3 82203 N Rec Prog Coord Step 1 #REF! 1336.34 2895.39 34744.74 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 #REF! #REF! #REF! #REF! #REF! 21.8348 22.6900 23.5451 24.4002 25.2553 26.1104 1404.74 1473.15 1541.56 1609.97 1678.38 1746.78 1815.20 1883.61 1952.02 2020.42 2088.83 3043.61 3191.83 3340.05 3488.26 3636.48 3784.70 3932.93 4081.15 4229.37 4377.59 4525.80 36523.34 38301.95 40080.56 41859.17 43637.78 45416.38 47195.20 48973.81 50752.42 52531.02 54309.63 Step 13 #REF! 2157.24 4674.02 56088.24 Step 14 Step 15 #REF! #REF! 2225.66 2294.06 4822.25 4970.47 57867.06 59645.66 Step 13 #REF! 2157.24 4674.02 56088.24 Step 14 Step 15 #REF! #REF! 2225.66 2294.06 4822.25 4970.47 57867.06 59645.66 Step 13 26.9655 2157.24 4674.02 56088.24 Step 14 Step 15 27.8207 28.6758 2225.66 2294.06 4822.25 4970.47 57867.06 59645.66 Zone 2 Zone 3 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Recreation Program Coordinator Broad Band FY 2014 Page 451 City of Flagstaff Zone 1 Mid 53622.40 Band BB1 Pos # Position Title 82301 E Recreation Supervisor Min 45267.66 Band BB2 Pos # Position Title 82302 E Recreation Supervisor Step 1 45267.66 Step 2 Step 3 Min 47356.40 49444.93 51533.46 Band BB3 Pos # Position Title 82303 E Recreation Supervisor Step 1 45267.66 Step 2 Step 3 Step 4 Step 5 Step 6 Min 47356.40 49444.93 51533.46 53622.40 55710.93 57799.66 Max Step 10 Step 11 Step 12 Step 13 61976.72 64065.46 66153.98 68242.72 70331.46 Step 15 74508.51 Max Step 13 68242.72 70331.46 Step 15 74508.51 Zone 2 Mid 59888.19 Zone 3 Mid 66153.98 Max 74508.51 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Recreation Supervisor Broad Band FY 2014 Page 452 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 15.2705 16.8791 18.8024 20.7260 22.9756 25.5518 28.6758 90201 N MSW - Water Services Technician 1221.64 1350.33 1504.19 1658.08 1838.05 2044.14 2294.06 2646.89 2925.71 3259.08 3592.51 3982.44 4428.98 4970.47 31762.64 35108.53 39108.99 43110.08 47789.25 53147.74 59645.66 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 15.2705 16.8791 18.8024 20.7260 22.9756 25.5518 28.6758 90401 N MSW - Operations 1221.64 1350.33 1504.19 1658.08 1838.05 2044.14 2294.06 90501 N MSW - Maintenance 2646.89 2925.71 3259.08 3592.51 3982.44 4428.98 4970.47 31762.64 35108.53 39108.99 43110.08 47789.25 53147.74 59645.66 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Skill Based Pay FY 2014 Page 453 City of Flagstaff Appendix C - Resolution for Budget Adoption RESOLUTION NO. 2013-14 A RESOLUTION ADOPTING THE BUDGET FOR FISCAL YEAR 2013-2014. WHEREAS, in accordance with the provisions of A.R.S. Title 42, Chapter 17, Articles 1 - 5, the City Council did, on June 4, 2013 make an estimate of the different amounts required to meet the public expenditures/expenses for the ensuing year, also an estimate of revenues from sources other than direct taxation, and the amount to be raised by taxation upon real and personal property within the City of Flagstaff; and WHEREAS, in accordance with said sections of said Title, and following due public notice, the Council met on June 4, 2013, 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 18, 2013, 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 2013-2014. PASSED AND ADOPTED by the City Council and approved by the Mayor of the City of Flagstaff this 18th day of June, 2013. /s/ Gerald W. Nabours MAYOR ATTEST: /s/ Elizabeth Burke CITY CLERK APPROVED AS TO FORM: /s/ Michelle D’Andrea CITY ATTORNEY Annual Financial Plan Page 454 City of Flagstaff Appendix D - Ordinance for Property Tax Levy ORDINANCE NO. 2013-13 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, 2014, WHEREAS, by the provisions of State law, the ordinance levying taxes for fiscal year 2013-2014 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 0.8429 for the fiscal year ending on the 30th day of June, 2014. 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, 2014. 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 Aug 2, 2013. PASSED AND ADOPTED by the City Council and approved by the Mayor of the City of Flagstaff this 2nd day of July, 2013. /s/ Gerald W. Nabours MAYOR ATTEST: /s/ Elizabeth Burke CITY CLERK APPROVED AS TO FORM: /s/ Michelle D’Andrea CITY ATTORNEY Annual Financial Plan Page 455 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. Page 456 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 Page 457 City of Flagstaff Appendix F - Glossary 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. ACTIVITY – The purpose/activity or group of subactivities within a function/program for which the city is responsible. 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. 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. APPROPRIATION – An authorization granted by the City Council to make expenditures and to incur obligations for purposes specified in the Appropriation Ordinance. ASSESSED VALUATION – A valuation set upon real estate or other property by the County Assessor and the State as a basis for levying taxes. (Primary or Secondary) BALANCED BUDGET – A budget in which current revenues equal current expenditures. The State or local government may set the legal requirements for a balanced budget. BOND – A written promise to pay a specified sum of money, called the face value or principal amount, at a specified date or dates in the future, called the maturity date(s), together with periodic interest at a specific rate. 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. 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. 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. 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. CAPITAL – Those items valued over $5,000 with a life expectancy of at least three years. CAPITAL IMPROVEMENT PROGRAM BUDGET – The appropriation of bonds or operating revenue for improvements to city facilities including buildings, streets, water and sewer lines, and parks. 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. 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. BONDS PROCEEDS – Debt issuances derived from the sale of bonds for the purpose of constructing major capital facilities. Annual Financial Plan Page 458 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. COMMUNITY ENRICHMENT DIVISION – Refers to the following group of Sections: Flagstaff CityCoconino County Public Library and Recreation Services. COMMUNITY DEVELOPMENT DIVISION – Refers to the following group of Sections: Capital Improvement, Metropolitan Planning Organization, Community Development Administration, Planning and Development, Engineering, and Housing. CONTINGENCY – Monies set aside as carryover to the following fiscal year, but which can be used to finance unforeseen expenditures of the various operating funds. CONTRACTUAL SERVICES – Contracted service used for operating or construction activities. Examples include Legal Fees, Postage & Freight, Rents, Utilities, and Debt Service costs. 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. DEBT SERVICE FUND REQUIREMENTS – The amounts of revenue that must be provided for a Debt Service Fund so that all principal and interest payments can be made in full on schedule. DEPARTMENT – A major administrative division of the City that indicates overall management responsibility for an operation or group of related operations within a functional area. 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. 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. 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. 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. 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. 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. FUND BALANCE – Fund balance is the excess of assets over liabilities and reserves and is, therefore, also known as surplus funds. 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. Page 459 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. GRANT – A contribution by the state or federal government or other agency to support a particular function. 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. MODIFIED ACCRUAL ACCOUNTING – Basis of accounting required for use by governmental funds in which revenues are recognized in the period in which they become available and measurable, and expenditures are recognized at the time a liability is incurred. NON-DEPARTMENTAL – Refers to the following Sections: Council and Commission, Contributions to Other Agencies, Non-Departmental, and NAIPTA. NON-RECURRING REVENUE – Revenue which is a one-time receipt or which is not received on a continual basis. OBJECTIVES – A statement of specific measurable outcomes that contribute toward accomplishing the departmental mission. OPERATING BUDGET – A budget for general expenditures such as salaries, utilities, and supplies. OPERATING REVENUE – Resources derived from recurring revenue sources used to finance recurring operating expenditures and pay-as-you-go capital expenditures. OUTSIDE AGENCIES – Refers to organizations, which are not associated with or can be allocated to any particular Department. POLICE DIVISION – Refers to both Police and Police Grant Sections. 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. 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. PROPERTY TAX LEVY – The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. 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. RECURRING REVENUES – Revenue sources available on a constant basis to support operating and capital budgetary needs. RESERVES – Account that records a portion of the fund equity that must be segregated for some future use and that is, therefore, not available for further appropriation or expenditure. 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. 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 Page 460 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. 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. 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. 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 Page 461 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 DNS 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 Domain Name System Annual Financial Plan Page 462 City of Flagstaff Appendix G - List of Acronyms ACRONYMS Acronym Description 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 HURF IACP 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 Administration 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 Highway User Revenue Fund International Association of Chiefs of Police Annual Financial Plan Page 463 City of Flagstaff Appendix G - List of Acronyms ACRONYMS Acronym Description ICM IDS IGA ICSC ISM ISO ISTEA IT IWS JCEF LEAF LED LID LGIP LJC LJCAA LJCMS LLEBG LM LMWTP LSTA LTAF MBPS MDC 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 PHAS PFC 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 Mobile Data Communications 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 Public Housing Assessment System Passenger Facility Charge Annual Financial Plan Page 464 City of Flagstaff Appendix G - List of Acronyms ACRONYMS Acronym Description PIO PL PL PMO POPTAC POTW PPA PR PRV PSPRS PSSP REVPAR RFP RICO RLF 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 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 Revolving Loan Fund 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 Page 465 City of Flagstaff Annual Financial Plan Page 466 City of Flagstaff The Flagstaff Watershed Protection Project is made possible through the following partnerships: U.S. DEPARTMENT OF AGRICULTURE, FOREST SERVICE THE STATE OF ARIZONA COCONINO COUNTY GREATER FLAGSTAFF FORESTS PARTNERSHIP NORTHERN ARIZONA UNIVERSITY Cit y of Flagstaf f 211 West Aspen Avenue Flagstaf f, Arizona 860 01 f lagstaf f. az .gov