2015 circa 1900 Honoring Flagstaff’s Remarkable Past, Present and Its Promising Future 1910 circa 1900 City of Flagstaff Annual Budget and Financial Plan 2014-2015 1904 F L A G S TA F F, A R I Z O N A Annual Budget and Financial Plan Fiscal Year 2014-2015 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 Shannon Anderson, Human Resources Director Barbara Goodrich, Management Services Director Ladd Vagen, Information Technology Director Stephanie Smith, Assistant to City Manager Brandi Suda, Finance Manager Rick Tadder, Finance Director PREPARED BY Brandi Suda, Finance Manager Maryellen Pugh, Finance Manager Stacey Brechler-Knaggs, Grants Manager Tricia Almendarez, Payroll Manager Kristi Markey, Accountant Merle McCabe, Accountant Wanda Noffz, Accountant 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, 2013. 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 Section Summary – Cross Reference Index in Section Number Order ................... 8 Users Guide .......................................................................................................... 10 City of Flagstaff Organizational Chart.................................................................... 12 City of Flagstaff Organization Chart Presented by Section ................................... 13 City Council ........................................................................................................... 14 TRANSMITTAL City Manager's Budget Message ........................................................................... 19 Mission, Vision, and Values .................................................................................. 32 City of Flagstaff Priorities ...................................................................................... 33 BUDGET OVERVIEW Financial Resources Available ............................................................................. 39 Total Appropriations .............................................................................................. 39 Operating Expenditures by Division ...................................................................... 40 Budget Format and Process Format ........................................................................................................ 41 Relationship Between Funds, Divisions, and Sections ............................... 43 Budget Process .......................................................................................... 45 Budget Calendar......................................................................................... 45 Assumptions and Strategies Economic Overview and Revenue Forecast ............................................... 46 Expenditures............................................................................................... 48 Fund Summaries General Fund.............................................................................................. 49 Highway User Revenue Fund ..................................................................... 50 Transportation Fund ................................................................................... 50 Flagstaff Urban Trail Fund .......................................................................... 51 Library Fund ............................................................................................... 51 BBB Funds ................................................................................................. 52 Other Funds................................................................................................ 55 Utilities Fund ............................................................................................... 56 Sustainability and Environmental Management Fund ................................. 57 Solid Waste Fund ....................................................................................... 58 Airport Fund ................................................................................................ 58 Stormwater Fund ........................................................................................ 59 Flagstaff Housing Authority......................................................................... 59 Five-Year Projections by Fund .............................................................................. 60 Revenues All Funds – Federal and State Grants ........................................................ 63 Annual Financial Plan Page 3 City of Flagstaff General Fund.............................................................................................. 63 BBB Funds ................................................................................................. 67 Highway User Revenue Fund ..................................................................... 67 Enterprise Funds ........................................................................................ 68 Capital Budget Relationship between Operating and Capital Budget ................................. 72 Capital Improvement Plan .......................................................................... 72 Capital Plan Implications ............................................................................ 74 Debt Debt Capacity ............................................................................................. 74 Current Debt Position ................................................................................. 74 Debt Service ............................................................................................... 75 POLICIES & PROCEDURES ................................................................................ 77 ISSUES & UPDATES ........................................................................................... 81 FINANCIAL SUMMARIES Schedule A: Total Resources and Appropriations Summary ...................... 95 Schedule B: Expenditure Limitation and Tax Levy Information................... 96 Schedule C: Revenues Other Than Property Taxes................................... 97 Schedule C-1: Schedule of Grant Revenues ............................................ 101 Schedule D: Transfers and Proceeds from Other Sources ....................... 103 Schedule D-1: Schedule of Transfers Descriptions .................................. 104 Schedule E: Appropriations by Fund ........................................................ 108 Schedule E-1: Budget by Divisions and Sections ..................................... 111 Schedule F: Budget Summary by Division of Expenditures ...................... 113 Schedule G: Full-Time Employee and Personnel Compensation ............. 116 Schedule H: Summary of Operating Capital ............................................. 117 Schedule I: Summary of Capital Improvement Program ........................... 120 Schedule J: Debt Service Requirements .................................................. 124 Schedule K: Five-Year Plans General Fund.................................................................................... 126 Library Fund ..................................................................................... 128 Highway User Fund .......................................................................... 129 Transportation Fund ......................................................................... 130 Flagstaff Urban Trails Fund .............................................................. 131 Beautification Fund - Streetscape..................................................... 132 Economic Development Fund........................................................... 133 Tourism Fund ................................................................................... 134 Arts and Science Fund ..................................................................... 135 BBB-Recreation Fund ....................................................................... 136 Housing and Community Services Fund .......................................... 137 Metro Planning Organization Fund ................................................... 138 EDA Revolving Loan Fund ............................................................... 139 General Obligation Bond Fund ......................................................... 140 Annual Financial Plan Page 4 City of Flagstaff Secondary Property Tax Fund .......................................................... 141 Special Assessment Bond Fund ....................................................... 142 Perpetual Care Fund ........................................................................ 143 Capital Projects Fund (MFC) ............................................................ 144 Capital Projects Fund (GO Bond) ..................................................... 145 Water and Wastewater Fund ............................................................ 146 Airport Fund ...................................................................................... 147 Solid Waste Fund ............................................................................. 148 Sustainability and Environmental Management Fund....................... 149 Stormwater Utility Fund .................................................................... 150 Flagstaff Housing Authority Fund ..................................................... 151 Schedule L: Summary of all Fiscal Activity ............................................... 152 DIVISION DETAIL GENERAL ADMINISTRATION ........................................................................... 155 City Manager (011) ................................................................................... 157 Real Estate (011-0014) ............................................................................ 161 City Clerk (011-0015) ............................................................................... 163 Human Resources (012) .......................................................................... 167 Risk Management (013) ........................................................................... 173 Information Technology (014) ................................................................... 179 Legal (015) ............................................................................................... 185 Flagstaff Municipal Court (016)................................................................. 191 MANAGEMENT SERVICES ............................................................................... 201 Purchasing (032) ...................................................................................... 203 Revenue (033) .......................................................................................... 207 Finance (034) ........................................................................................... 212 Library Services (035/036/038)................................................................. 216 Library City Direct (035) ............................................................................ 220 Library County Direct (036)....................................................................... 220 Library Grants and County Wide Projects (038) ....................................... 221 COMMUNITY DEVELOPMENT .......................................................................... 223 Community Development Administration (101) ........................................ 225 Engineering (102) ..................................................................................... 227 Capital Management (103) ....................................................................... 233 Planning & Development Services (104) .................................................. 237 Housing (105) ........................................................................................... 246 Community Housing Services (106) ......................................................... 249 Community Housing Grants (107) ............................................................ 249 Community Development Block Grants (108)........................................... 250 Flagstaff Metropolitan Planning Organization (MPO) (110) ...................... 251 Flagstaff Housing Authority....................................................................... 254 Annual Financial Plan Page 5 City of Flagstaff FIRE… ................................................................................................................ 257 Fire (051) .................................................................................................. 257 Fire Grants (052) ...................................................................................... 263 POLICE ............................................................................................................... 265 Police (061) .............................................................................................. 265 Police Grants (062) ................................................................................... 275 PUBLIC WORKS ................................................................................................. 277 Public Works Administration (151) ............................................................ 279 Facilities Maintenance (152) ..................................................................... 281 USGS Campus (153) ................................................................................ 284 Fleet Services (154) ................................................................................. 287 Parks (155) ............................................................................................... 291 Recreation Services (156) ........................................................................ 294 Cemetery (157)......................................................................................... 298 Street Maintenance (161) ......................................................................... 300 Solid Waste (165/166) .............................................................................. 303 Solid Waste - Landfill (165)....................................................................... 306 Solid Waste - Collections (166) ................................................................ 307 Sustainability and Environmental Management (170) .............................. 308 ECONOMIC VITALITY ........................................................................................ 313 Economic Vitality/Community Investment (201/213) ................................ 315 Community Investment (201).................................................................... 319 Economic Development (213) .................................................................. 320 Community Design & Redevelopment (201/211/216) ............................... 321 Beautification (211) ................................................................................... 323 EDA Revolving Loan Fund (202) .............................................................. 325 Tourism (214) ........................................................................................... 326 Visitor Services (215) ............................................................................... 330 Arts and Science (216) ............................................................................. 332 Airport (221).............................................................................................. 334 UTILITIES ........................................................................................................... 337 Utilities Administration (300) ..................................................................... 339 Water Production (301) ............................................................................ 344 Water Distribution (303) ............................................................................ 348 Water Resource Management (304) ........................................................ 351 Utilities Engineering Services (305) .......................................................... 352 Regulatory Compliance (306 and former 314) .......................................... 353 Wastewater Treatment - Wildcat (311) ..................................................... 357 Wastewater Treatment – Rio Plant (312) ................................................. 360 Wastewater Collection (313)..................................................................... 363 Stormwater (331) ...................................................................................... 366 Annual Financial Plan Page 6 City of Flagstaff NON-DEPARTMENTAL ...................................................................................... 369 Council and Commissions (401) ............................................................... 370 Non-Departmental (402) ........................................................................... 371 NAIPTA-Transit (404) ............................................................................... 372 CAPITAL IMPROVEMENT PROGRAM FY 2015 Capital Improvement Program .............................................................. 375 Financing the Capital Plan .................................................................................. 376 Schedule of Capital Improvements...................................................................... 380 FY 2015 Project Descriptions .............................................................................. 398 Capital Budget Impact on the Operating Budget ................................................. 405 Future Operating Budget Impacts ....................................................................... 407 Capital Improvement Program Summary ............................................................ 408 Unfunded Capital Projects (Schedule) ................................................................ 419 COMMUNITY PROFILE ...................................................................................... 425 APPENDICES AAuthorized Personnel/Positions Summary................................................ 437 BCity of Flagstaff Pay Plan ......................................................................... 447 CResolution for Budget Adoption ................................................................ 473 DOrdinance for Property Tax Levy .............................................................. 474 EFull Cost Plan Summary of Allocation Basis ............................................. 475 FGlossary ................................................................................................... 477 GList of Acronyms ....................................................................................... 481 Annual Financial Plan Page 7 City of Flagstaff CITY OF FLAGSTAFF, ARIZONA SECTION SUMMARY CROSS REFERENCE INDEX IN SECTION NUMBER ORDER # SECTION 011 012 013 014 015 016 032 033 034 035 035 036 038 051 052 061 062 101 102 103 104 105 106 107 108 110 151 152 153 154 155 156 157 161 165 166 170 201 202 211 City Manager/City Clerk/Real Estate/City Clerk ........................................ 157 Human Resources .................................................................................... 167 Risk Management ..................................................................................... 173 Information Technology ............................................................................ 179 Legal ......................................................................................................... 185 Flagstaff Municipal Court .......................................................................... 191 Purchasing................................................................................................ 203 Revenue ................................................................................................... 207 Finance ..................................................................................................... 212 Library Services ........................................................................................ 216 Library City Direct ..................................................................................... 220 Library County Direct ................................................................................ 220 Library Grants and County Wide Projects................................................. 221 Fire ........................................................................................................... 259 Fire Grants................................................................................................ 263 Police Operations ..................................................................................... 267 Police Grants ............................................................................................ 275 Community Development ......................................................................... 223 Engineering .............................................................................................. 227 Capital Management ................................................................................ 233 Planning and Development....................................................................... 237 Housing .................................................................................................... 246 Community Housing Services................................................................... 249 Community Housing Grants...................................................................... 249 Community Development Block Grants .................................................... 250 Flagstaff MPO........................................................................................... 251 Public Works............................................................................................. 277 Facilities Maintenance .............................................................................. 281 USGS Campus ......................................................................................... 284 Fleet Services ........................................................................................... 287 Parks ........................................................................................................ 291 Recreation ................................................................................................ 294 Cemetery .................................................................................................. 298 Street Maintenance .................................................................................. 300 Solid Waste - Landfill ................................................................................ 303 Solid Waste – Collections ......................................................................... 307 Sustainability and Environmental Management ........................................ 308 Community Investment ............................................................................. 313 EDA Revolving Loan Fund ....................................................................... 325 Beautification ............................................................................................ 323 Annual Financial Plan PAGE Page 8 City of Flagstaff 213 214 215 216 221 300 301 303 304 305 306 311 312 313 314 331 401 402 404 --- Economic Development ............................................................................ 313 Tourism..................................................................................................... 326 Visitor Services ......................................................................................... 330 Arts and Science ..................................................................................... 332 Airport ...................................................................................................... 334 Utilities Administration .............................................................................. 337 Water Production ...................................................................................... 344 Water Distribution ..................................................................................... 348 Water Resource Management .................................................................. 351 Utilities Engineering Services ................................................................... 352 Regulatory Compliance (Includes former 314) ......................................... 353 Wastewater Treatment - Wildcat .............................................................. 357 Wastewater Treatment – Rio Plant ........................................................... 360 Wastewater Collection .............................................................................. 363 Industrial Wastewater Monitoring (See Section 306) ................................ 353 Stormwater ............................................................................................... 366 Council & Commissions ............................................................................ 370 Non-Departmental .................................................................................... 371 NAIPTA..................................................................................................... 372 Flagstaff Housing Authority....................................................................... 254 Annual Financial Plan Page 9 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 10 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 11 City of Flagstaff CITY OF FLAGSTAFF Citizens of Flagstaff City Council (Elected) Board and Commissions (Appointed) Special Committees (Appointed) Flagstaff Municipal Court Magistrates (Appointed) City Court City Manager (Appointed) City Attorney (Appointed) Deputy Deputy City Manager City Manager Assist to the City Mgr ‐ Legal City Clerk Risk Management General Administration Division Asst to the City Mgr ‐ Real Estate Public Works Division Utilities Division Economic Vitality Division Community Development Division Human Resources Division Management Services Division Police Division IT Division Fire Division Annual Financial Plan Page 12 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF PRESENTED BY SECTION Citizens of Flagstaff Community City Council Elected City Administration Appointed City Attorney Appointed Judges Appointed Deputy City Manager 01‐011 Deputy City Manager 01‐011 Exec. Asst. to Mayor & Council 01‐011 Risk Mgmt 01‐013 Economic Vitality Page 13 Community Investment 201 IT 014 Public Works 06 07 Airport 221 Public Works Admin 01‐012 154 Tourism 214 Visitor Svcs. 215 Facilities Maintenance 152 Recreation Services 156 EDA Revolving Loan 202 Beautification 211 Cemetery 157 Street Maintenance USGS Campus 153 Solid Waste ‐ Landfill 165 Economic Development 213 Arts & Sciences 216 Parks 155 Sustainability & Environ. Mgmt. City of Flagstaff 170 Police HR Fleet 151 Flagstaff Municipal Crt Admin 161 Solid Waste ‐ Collections 166 Police‐ Operations 061 Police Grants 062 04 Fire 051/052 Fire‐ Operations 051 Fire Grants 052 Management Services 031 Utilities 300 Operations 300 Water Treatment Production 301 Water Distribution 303 Wastewater Treatment‐ Wildcat 311 Wastewater Treatment‐ Rio Plant 312 Wastewater‐ Collection 313 Water Resource Mgmt 304 Purchasing 032 Utility Engineering 305 Revenue 033 Regulatory Compliance 306 Finance Stormwater 331 034 Library City Direct 035 Community Development 101 City Manager Real Estate Planning & Development 104 FMPO 110 Engineering 102 Capital 103 Housing 105 Library County Direct 036 Library Grants/County Wide Proj 038 01‐016 Flag Housing Authority N/A 01‐011 City Clerk 01‐011 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 35 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 and 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 joined the City Council after serving for seven years on a wide variety of local boards and commissions, including the Coconino County Planning and Zoning Commission, City of Flagstaff Planning and Zoning Commission, Water Commission, Open Spaces Commission, Board of Adjustment, and the Mountain Line Citizen’s Review Commission. From 2010 to 2013, Celia was the City Council liaison for 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 Arts Council Board of Directors and the Audit Committee, and is serving her fourth year on the NAIPTA Board of Directors (second as Chair of the Board.) In her individual capacity Celia serves on the Board of Directors of the NACET, the Northern Arizona Center for Entrepreneurship and Technology, the local business incubator that helps launch small businesses into successful growth companies. Celia’s professional experience includes practicing real estate and land use law, coordinating the Alternative Dispute Resolution (ADR) Program for Coconino County Superior Court and mediating and arbitrating civil and family law cases. Celia is the Special Projects Manager at the Museum of Northern Arizona. 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, weave pine needle baskets, read, 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 represents all citizens of Flagstaff with a vision and leadership for thoughtful foresighted planning 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, as 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. Karla is currently serving on the Northern Arizona Intergovernmental Transportation Authority (NAIPTA) and the Library Board. Throughout her term on the City Council she has also served on the Open Spaces Commission, as an alternate to the Colorado Plateau Water Advisory Commission, Board of Adjustments, the Economic Collaborative of Northern Arizona (ECoNA), and NAIPTA. Karla has earned degrees from Arizona State University (B.A. in Education), and University of Northern Colorado (M.A. in Education). 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 16 years and has 2 young daughters and a son and is proud to call Flagstaff home for over 24 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 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 current term ends in January 2015. Mark volunteered for the appointment because he feels that it’s important to participate in our community. Mark appreciates the wide variety of issues that the Council is asked to address and does his homework and gives each issue full consideration. Mark has worked with the public and with governmental agencies throughout his career, so he’s familiar with many of the issues that come before the Council. Mark is used to working with city contracts and budgets and many of the agencies, so he tries to lend that experience to the discussions. Mark’s overall goal is to provide solid leadership and balanced answers for Flagstaff’s future. Mark serves as the Council representative to the Northern Arizona Council of Government (NACOG), Vice-chair of the Flagstaff Metropolitan Planning Organization (FMPO), Vice-chair of the Coconino Plateau Water Advisory Council (CPWAC), and on the statewide Rural Transportation Advisory Council (RTAC). Very active in the Flagstaff community, Mark served as 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, board member of the Northern Arizona Builders Association and a pastpresident of the Greater Flagstaff Economic Council. Other services include having been a Little League President and a Boy Scout leader. Mark moved to Flagstaff in 1986 with his family, 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. 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 over 35 years and they've raised 4 children in Flagstaff. Annual Financial Plan Page 17 City of Flagstaff Flagstaff Courthouse 1895 and Present Annual Financial Plan Page 18 City of Flagstaff July 1, 2014 Mayo or and Council: With this letter, I transmit thee Adopted FY Y2015 Budgget. This Budget has the best abillity to stabilize the physsical and fisccal conditionn of this organization of an ny budget sin nce the Greaat Recession n by addresssing much of the pent upp demand associated with providing th he current leevel of mun nicipal servicces. I havee used term ms like “craccks in the hull” in past bu udget cycless to illustraate the poinnt that the C City of Flaagstaff is finnancially challeenged in tak king care of current asseets. We havve been espeecially diligeent to make sure that ongoing expendittures are being paid forr with ongoinng revenue. This prudeent approachh ensures that the t City rem mains fiscally y responsible while conntinuing to pprovide the qquality progrrams and servicces that our residents an nd visitors haave come too expect andd enjoy. Thee difficulty is that we have largely maintained pre--recession seervice levelss by deferrinng maintenannce on infraastructure uding streetts, fleet and d facilities), maintaininng minimum m staffing levels, andd holding (inclu comp pensation below market levels. Thee result is inffrastructure that is show wing failuress (such as high profile wateer main break ks, a chiller failure at thee ice rink, annd poor roadd conditions)), service levelss that are no ot always fu ulfilled (such h a timely m meter reads, timely replaacement of ccomputer hardw ware and software, or leengthier processing of ddevelopmentt impact anaalyses), and turnover increases and vaccancies that are not filled d across mulltiple divisioons, but partticularly in thhe Police Depaartment. Co onsequently, this Budgeet advances the Councill identified budget prioorities for FY15 5 by making g necessary investments in employeee compensaation, staffinng and infrasstructure. Beforre I review this progresss, let me outlline our geneeral economiic condition going into tthis fiscal year. Econ nomic Condition While the natio onal, state and a local economic e coonditions have improvved since thhe Great Recession, they do so at an n uneven an nd less robuust pace forr FY15. Locally, the Flagstaff econo omy can perhaps best be b measured d by three inndicators--saales tax, uneemploymentt and the consttruction indu ustry. Actu ual sales tax x growth in FY13 (Julyy 1, 2012 – June 30, 20013) was remarrkably stron ng—[6.27% growth over FY12]. H However, salles tax grow wth thus far in FY14 has been b positivee but mediocre [2.35% growth overr FY13]. W With only soome new retail stores expeccted in FY15, it is bestt to predict only a 1.95% % growth inn sales tax rrevenue for the year ahead d. General Fund Sales Tax Revenues $20 $18 $16 $14 $12 $10 $8 $6 $4 $2 $‐ FY09 FY10 FY11 Actual Revenues (in Millions) FY12 FY13 FY14 (Est) Budgeted Revenues (in Millions) FY15 (Est) General Fund Sales Tax Revenues (% Change) 15.00% 10.00% 5.00% 0.00% ‐5.00% ‐10.00% ‐15.00% ‐20.00% ‐25.00% ‐30.00% FY09 FY10 FY11 Actual % Change FY12 FY13 Budgeted % Change FY14 (Est) FY15 (Est) A corollary to sales tax is the Bed, Board and Beverage (BBB) tax. BBB is a great indicator of the health of our tourism sector which continues to be a significant part of our overall economy. This portion has remained incredibly strong relative to the national and state tourism industry and has been a crutch for Flagstaff through the recession. BBB growth was also remarkably strong in FY13 but has tapered off in FY14. Therefore, we are also cautiously projecting new revenue growth at 1.95% Annual Financial Plan Page 20 City of Flagstaff Bed, Board, and Beverage (BBB) Tax Revenues $7 $6 $5 $4 $3 $2 $1 $‐ FY09 FY10 FY11 Actual Revenues (in Millions) FY12 FY13 FY14 (Est) Budgeted Revenues (in Millions) FY15 (Est) Bed, Board, and Beverage (BBB) Tax Revenues (% Change) 10.00% 8.00% 6.00% 4.00% 2.00% 0.00% ‐2.00% ‐4.00% ‐6.00% ‐8.00% FY09 FY10 FY11 Actual % Change FY12 FY13 Budgeted % Change FY14 (Est) FY15 (Est) Another measure of our economic health is unemployment. While the City does not predict unemployment in its annual budget, the rate can affect revenue. The most direct correlation is the State Shared Income Tax. This revenue source is remitted to the City from the State approximately two years in arrears. Consequently, we know exactly how much is going to be remitted in the upcoming fiscal year. For FY15, we are receiving the bump that we saw in FY13. This is of great help to the ongoing portion of the General Fund. Looking out at unemployment rate, however, while it is improving, it is improving at a slower rate. So as we project out the next 5 years, our growth in State Shared Income Tax is not projected to grow as rapidly in future years as it does in FY15. Annual Financial Plan Page 21 City of Flagstaff Unemp ployment Rate State Shared In ncome Ta Tax Revenues $10 $9 $8 $7 $6 $5 $4 $3 $2 $1 $‐ FY09 FY10 F FY11 FY12 FY13 Actual Revenu ues (in Millionss) Annual Financial Plan FY144 (Est)) FY15 (Est) FY16 (Est) FY1 17 (Estt) FY18 (Est) Budgeeted Revenues (in Millions) Page 22 City of Flagstaff State Shared Income Tax Revenues (% Change) 30.00% 20.00% 10.00% 0.00% ‐10.00% ‐20.00% ‐30.00% FY09 FY10 FY11 FY12 FY13 Actual % Change FY14 (Est) FY15 (Est) FY16 (Est) FY17 (Est) FY18 (Est) Budgeted % Change In pre-recession times, the combination of new residential and commercial construction growth both provided its own stimulation to the economy (building permits, construction material, sales tax, etc), but also signified new residents spending new money and new retail establishments to capture sales tax leakage. This helped drive our local economy. The past calendar year, 2013, saw the recovery of new single family housing construction. In fact, the number of building permits meets our long term average and predicted growth rate in the updated Regional Plan. The problem is that in terms of “construction value,” calendar year 2013 actually represented a decrease. Again, Flagstaff is fortunate to have a second economic crutch and that is Northern Arizona University. With the recession, many people returned to, or stayed in, school. Likewise, NAU has been aggressively growing its enrollment and its campus facilities. The combination led to construction of new student housing units both on campus and off as well as new academic facilities. The value of that growth has not only sustained the City through decreasing sales tax times, but set a high bar for the construction industry to meet on an on-going basis. In fact, in CY13, single family permits grew 37%, but total construction value dropped 32%. Therefore our FY15 projections are fairly flat. In summary, our economy is growing incrementally stronger. This translates into only incremental growth in our on-going revenue. In order to maintain existing services levels and address the maintenance, inflationary, and competitive costs of infrastructure, staffing and compensation, this budget makes strong use of one-time dollars and implements new revenue sources. Resources One-time resources is money that the City received that we do not expect to reoccur in subsequent fiscal years. Primary sources of one-time resources include: unspent funds from the Annual Financial Plan Page 23 City of Flagstaff prior fiscal year, grants, bonds, and atypical revenue from a particular industry. The latter is most commonly associated with the auto and construction industry. Auto sales vary widely from year-to-year. Consequently, when sales tax associated with the auto-industry is atypically high, we carry most of that forward as one-time revenue. The City budgets the construction industry the same way. Given the banner year FY13 turned out to be, we have approximately $2.1 million in one-time dollars to allocate in the General Fund for FY15. This is particularly helpful given we are only projecting $500,000 in on-going money after deducting inflationary expenses associated with fixed costs, FY14 payroll triggers, and reclasses/rezones. Because of limited new on-going dollars, City Council has agreed to implement the second step of a three-step recreation fee increase. This 7% increase in fees will generate approximately $50,000 and get us closer to the cost-recovery rate of 25% set by Council policy. Additionally, Council directed staff to bring forward the necessary agenda items to put in place a 1% use tax. The City currently does not impose a use tax (commonly coupled with a sales tax but for out of town non-taxed purchases). The State of Arizona and 83% of cities our size or larger in the State have a use tax. Implementing this change will generate an anticipate $150,000. As an additional measure to find on-going revenue to fund budget priorities, staff identified $500,000 in reduced expenditures. This represents slightly less than 1% of the General Fund. These include:  $100,000 in additional vacancy savings;  $350,000 in workers compensation and liability insurance savings; and  $50,000 in Community Development savings. These are collectively referred to as the “1%.” Before highlighting (via the chart below) on-going and one time revenue projections in other funds, the State of Arizona FY15 Adopted Budget restores a portion of swept HURF funds. This translates into a $330,000 increase in revenue for HURF. This is good, but does not significantly improve our pavement preservation program because 1/3 of that money needs to go toward paying for the maintenance of LPS street lights. In addition, ongoing pavement preservation funding falls short by over $2 million. Annual Financial Plan Page 24 City of Flagstaff Fund General Fund Library (City & District funds) FMPO Housing and Comm.Services Flagstaff Housing Authority Environmental Management Highway User Revenue Solid Waste BBB Funds Beautification Economic Development Tourism Arts & Science Recreation Airport Stormwater Water/Wastewater One-time Available $2,730,000 284,000 Ongoing Available $1,245,000 $0 $1,200 $220,000 $0 $28,540 $1,495,200 $800,000 $4,000 $0 $0 $20,000 $26,000 $96,000 $120,000 $15,700 $136,600 $4,000 $1,585,000 $83,300 $375,000 $1,500,000 $0 $10,000 $86,000 $29,000 $0 $0 $36,150 $730,000 Expenditures Consistent with previous budgets, both revenue and expenditures are split between “on-going” and “one-time” within each fund. This is particularly helpful in understanding the degree of impact the expenditure change can make on the level of service and/or Council goals and priorities. Council goals for the FY15 Budget are infrastructure, staffing and compensation. General Fund Compensation For the General Fund, the use of on-going money principally addresses compensation while the use of one-time money principally addresses infrastructure and staffing. While significant progress was made with the base revenue growth of $500,000, use of the 1% and new revenue sources enabled greater gains pertaining to the staffing and compensation issues discussed in the September, December and February retreats. Specifically, the $500,000 in on-going General Fund revenue from existing sources is combined with $40,000 from vacancy savings and applied toward compensation. As discussed in the February budget retreat, merit increases and compaction were the two highest compensation priorities. The EAC took the lead in designing a solution with a fixed budget. In short, based upon an employee’s years of service, they will be eligible for the following merit:  1 year 0.4%  2 years 0.8%  3 years 1.2%  4 years 1.6%  5 years or more 2.0% Annual Financial Plan Page 25 City of Flagstaff In other words, employees are eligible to receive 4/10th of a percent merit increase for each year an employee was eligible to receive a merit. The five year period reflects the five fiscal years in which there were no merits (FY10-FY14) but still don’t add-up to what was an average single year merit pre-recession (i.e. 3.2%). Therefore, in addition, a one-time longevity payment, requiring approximately $250,000 in one-time dollars, is approved to address compaction. This would be awarded mid-fiscal year in the following amounts:  1 year $100  2 years $150  3 years $250  4 years $350  5 years or more $450 The shortcoming of this proposal is that City employees will likely fall further behind the market average as a survey of our competitive agencies shows an anticipated movement of about 1.8% in FY15. This information is known and understood by the EAC and Leadership and the focus upon merit and compaction is the preferred emphasis. This compensation strategy will be replicated in each fund. All funds can pay for the one-time amounts with the exception of the Library and Flagstaff Housing Authority. All funds can pay for the on-going obligations with the exception of the HURF, Library, Airport and the Flagstaff Housing Authority. Therefore, those, together with funding necessary for reclass/rezone and Trigger #1, will require a transfer from the General Fund. This requires use of a portion of the 1% savings. Trigger #1 Transfer Merit Reclass/Rezone $73,000 HURF and FHA $91,500 Library, HURF, FHA, Airport $16,800 Airport and HURF Three additional notes regarding compensation within the General Fund: first, the Fire Department overtime budget has been running over-budget for the last several years due to a correction made to Holiday Pay relative to regular pay and a decrease in funding. Consequently, the FY15 Budget allocates $115,000 from the 1% saving towards this on-going expenditure. Second, for the past several years, we have been using sales tax triggers to address compensation issues such as reclassifications and market adjustments. In FY 14, we only met one of the three targets—reclassification of Maintenance Workers and Equipment Operators. This meant the reorganization of Library personnel and the second of two phases moving Commissioned Police personnel closer to market was not complete. The Recommended Budget proposes using $125,000 of the 1% savings to put toward the Library Trigger. This completes the multi-year reorganization and associated reclassifications. The second phase of Commissioned Police personnel would require additional new revenue (see staffing section). Lastly, the NAPEBT Trustees recommends holding all health insurance premiums flat for employees by reallocating NABEPT fund balance. Annual Financial Plan Page 26 City of Flagstaff Staffing Staffing associated with Public Safety remained the item of greatest discussion in preliminary Council budget retreats. The staffing goal was primarily focused upon filling the vacancies that already exist but can’t be filled due to compensation issues, but also included structuring our staffing in such a way to deliver the current expected level of service. Perhaps the most pressing position is the creation of a 911 Coordinator that benefits all members of the dispatch center. This was accomplished by reclassifying a dispatcher into this coordinating position (a cost of $6,000/year). Additionally, the Police Department will reorganize from a 6 squad format to 8 squad format. This strategy supports a more efficient allocation of officer time; however, will not increase the number of officer positions. This is expected to cut down on over-time and burn-out of officers associated with constant vacancies and extended coverage from one shift to the next. Both of these endeavors address staffing challenges in the Division that experiences the most critical turnover and retention. This Budget also calls for the second phase of market based pay for Commissioned Police personnel ($200,000) and the increase in Police uniform allowances from $600 to $1,000 per year ($45,000). Lastly, Council authorized $40,100 in “Add Pay” to compensate field training officer and dispatch training personnel when training. All of these efforts will substantially assist in attracting and retaining Police Officers. These increases are how the new revenues sources identified above are to be allocated. Additionally, I am recommending the use of Affordable Housing Revolving Funds to provide down-payment assistance to Commissioned Police personnel and Dispatch personnel buying their first home in the area. The City funds a similar program offered through Bothands that is limited to low income residents in Flagstaff. Purchasing a house often establishes greater roots in a community and deterring one to leave for a competitive agency. Additionally, this money must be repaid if the Officer leaves before the required term. On the Fire Department side, this Budget recommends the partial funding of a Regional Training Coordinator who will be jointly funded and will share training duties across the fire agencies in northern Arizona. This creates a great deal of efficiency across the departments and decreases some of the over-time that must be expended by existing personnel training their colleagues. Council further allocated $22,000 toward bringing Paramedics within the Fire Department closer in line with the market and $23,000 for uniform allowance from $250 to $500 per year. Additionally, the Recommended Budget proposes using one time dollars to hire a part time billing technician in Finance to manage the billing of Flagstaff Fire Department equipment and personnel when called for out-of-town to State and national disasters. These disasters typically pay above direct costs, but are only valuable if we are successful and efficient in recovering the fee. Other one-time dollars will support staffing needs necessary for the implementation of Innoprise Financial System, meter reading and IT help desk support. Infrastructure Infrastructure in the FY13 Budget was most pronounced in the area of funding Fleet replacement. In the FY14 Budget, it was most pronounced in the area of road repair (more specifically pavement preservation). While the on-going amount contributed to pavement preservation in FY14 remains, and $650,000 in one time dollars was added, the focus is Annual Financial Plan Page 27 City of Flagstaff principally upon facilities in FY15. We continue to experience failures to critical systems while the wear-and-tear to valuable public assets is becoming more detrimental. The good news is money towards facilities goes a lot further than money towards road repairs. Approximately $1.7 million in one time dollars and operating capital budgets with the General Fund funds are dedicated to infrastructure including significant increases for facilities and information technology (IT). The main public library is a significant recipient as we look to replace the roof, the boiler and begin saving to modify the public rest room and entry ramp to be ADA compliant. IT will replace its network core-switches as well as accelerate some computer replacement due to Microsoft’s discontinuation of support and future security enhancements for the vulnerable Windows XP operating software. Other proposed infrastructure expenditures that involve various funds include $108,000 for increased maintenance costs on street lights, the replacement of a fire engine, 4 police sedans, the Zamboni and 3 motor graders, 2 street sweepers and other fleet equipment in solid waste and utilities. The trade-in of equipment helped offset some of these expenses. Additionally, there is $1.58 million available in one-time BBB-Recreation funds. These funds will go toward Parks and Recreation facilities that have often waited for General Fund dollars to become available. They include:  Install Second Chiller at Ice Rink;  Construct Phase II of Bushmaster Park;  Remove fake stone and install tile at Aquaplex pool;  Replace HVAC in Flagstaff Recreation Center;  Replace four tennis courts at Flagstaff Recreation Center;  Various Ice Rink Repairs;  Construct chemical storage room for Aquaplex;  Install security cameras at Aquaplex; and  Replace rubber flooring at J. Lively. Summary General Fund – Ongoing RSL Summary $70,000, 7% $70,000, 7% Infrastructure $190,000, 19% Staffing Compensation $660,000, 67% Other Total: $990,000 Annual Financial Plan Page 28 City of Flagstaff General Fund – One-Time RSL Summary Infrastructure $680,000, 29% $820,000, 36% Staffing Compensation $360,000, 16% Other $430,000, 19% Total: $2.3 M (Includes some operating capital that is not identified in the Capital 5 year plan) Utilities Water and Wastewater continue to rebuild their operational and capital plans post Wildcat Wastewater Treatment Plant Upgrade which depleted reserves and presented some continuing challenges. The good news is there are healthy on-going and one-time revenues in FY15. The ongoing revenues will be used to create a Regulatory Compliance Manager. Lessons learned from the consent decree with ADEQ during FY14 were that our regulatory compliance efforts were really dispersed across each sub-operation. Consolidating them in one section with a dedicated manager will keep these issues front-and-center and provide a check-and-balance across the utilities. Additionally, this budget will convert 1.5 temporary Multi-Skilled Workers into 2 regular positions to assist in increased solids handling on a year-round operation associated with the geo tubes. On the one-time side of the equation, the Recommended Budget will allocate more dollars to hire outside consultants to complete Water and Sewer Impact Analyses (WSIA) of new developments. This money is reimbursed by the developer, but development activity has skyrocketed and it is no longer possible to complete this work in-house. The Utilities budget will also spend money on numerous information technologies (IT) to increase our monitoring and reporting. The largest single expense is the purchase of a back-up generator to power our wells (mainly the Ft. Tuthill well) in case of power outage. This is a vulnerability in our system and the plan is to add generators each year to address this concern. Stormwater has a very ambitious work program in FY15 including allocating an additional $375,000 for capital construction focused on drainage improvement on Columbia Circle and Schultz Creek. Other one-time expenditures include allocating $20,000 toward continued surveying, mapping and engineering of parcels to correct floodplain maps for individual citizens erroneously moved into the floodplain by FEMA. Annual Financial Plan Page 29 City of Flagstaff Bed Board and Beverage Funds The City of Flagstaff collects a 2% sales tax on restaurants, bars and hotels (commonly referred to as BBB). BBB funds are then divided into five categories: Recreation (33%), Tourism (30%), Beautification (20%), Economic Development (9.5%) and Arts and Sciences at (7.5%). As noted above, FY15 has some decent but minimal increases in revenue as BBB grows. This combined with fund balances from previous years in each of the BBB funds presented some opportunities for improved service levels. I noted earlier the BBB-Recreation has $1.58 million in one-time dollars. This will go strictly to capital projects. It is evident that funding for marketing influences BBB revenues. Therefore, this Budget recommends the use of on-going BBB Tourism funds to pay for a new Creative Leadworker to assist with marketing. There is $1.4M of BBB- Beautification along with a small portion of the existing Transportation sales tax has been set aside for improvements to Fourth Street focused between Route 66 and Seventh Street and the Locket and Cedar intersection. There is $1.75 million available for these improvements in FY15 and another $250,000 available for improvements in 2017. What the improvements will be still requires design and approval by City Council. BBB-Arts and Sciences will see a $29,000 increase in funding toward FCP grants and administration. Other Funds A 5 year plan and departmental detail of each fund is not suited for this letter but can be found in the Financial Summaries of this budget book. Summary TOTAL APPROPRIATIONS ‐ FY 2015 Operations $ 109,718,766 Equipment 11,107,687 Capital Improvement Projects 93,256,402 Debt Service 15,983,227 Reserves/Contingencies 8,118,320 $ 238,184,402 Annual Financial Plan Page 30 TOTAL APPROPRIATIONS ‐ FY 2014 Operations $ 106,841,104 Equipment 6,950,225 Capital Improvement Projects 107,224,567 Debt Service 16,281,660 Reserves/Contingencies 6,175,250 $ 243,472,806 City of Flagstaff The availability of one-time money, and the City Council’s commitment to a more narrow focus of compensation, staffing and infrastructure, enables the FY15 Budget to be successful in stabilizing service levels and developing a platform for looking forward. Respectfully Submitted, Kevin Burke City Manager Annual Financial Plan Page 31 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 32 City of Flagstaff City of Flagstaff – Priorities FY 2015 Council Goals 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 FY 2015 Council Budget Priorities are as follows:  Compensations  Staffing  Infrastructure Management Priorities:  Effective Governance  Customer Service  Straightening the Pipes  Resiliency and Preparedness Efforts Flagstaff Regional Plan (2030) Priorities are as follows: Environmental Planning & Conservation AIR QUALITY o Goal E&C.1. Proactively improve and maintain the region’s air quality. CLIMATE CHANGE AND ADAPTATION o Goal E&C.2. Reduce greenhouse gas emissions. o Goal E&C.3. Strengthen community and natural environment resiliency through climate adaptation efforts. o Goal E&C.4. Integrate available science into policies governing the use and conservation of Flagstaff’s natural resources. DARK SKIES o Goal E&C.5. Preserve dark skies as an unspoiled natural resource, basis for an important economic sector, and core element of community character. ECOSYSTEM HEALTH o Goal E&C.6. Protect, restore and improve ecosystem health and maintain native plant and animal community diversity across all land ownerships in the Flagstaff region. ENVIRONMENTALLY SENSITIVE LANDS o Goal E&C.7. Give special consideration to environmentally sensitive lands in the development design and review process. NATURAL QUIET o Goal E&C.8. Maintain areas of natural quiet and reduce noise pollution. SOILS o Goal E&C.9. Protect soils through conservation practices. Annual Financial Plan Page 33 City of Flagstaff WILDLIFE o Goal E&C.10. Protect indigenous wildlife populations, localized and larger-scale wildlife habitats, ecosystem processes, and wildlife movement areas throughout the planning area. Open Space OPEN SPACE o Goal OS.1.The region has a system of open lands, such as undeveloped natural areas, wildlife corridors and habitat areas, trails, access to public lands, and greenways to support the natural environment that sustains our quality of life, cultural heritage, and ecosystem health. Water Resources WATER SOURCES o Goal WR.1. Maintain a sustainable water budget incorporating regional hydrology, ecosystem needs, and social and economic well-being. o Goal WR.2. Manage a coordinated system of water, wastewater, and reclaimed water utility service facilities and resources at the City level and identify funding to pay for new resources. WATER DEMAND o Goal WR.3. Satisfy current and future human water demands and the needs of the natural environment through sustainable and renewable water resources and strategic conservation measures. o Goal WR.4. Logically enhance and extend the City’s public water, wastewater, and reclaimed water services including their treatment, distribution, and collection systems in both urbanized and newly developed areas of the City to provide an efficient delivery of services. STORMWATER AND WATERSHED MANAGEMENT o Goal WR.5. Manage watersheds and stormwater to address flooding concerns, water quality, environmental protections, and rainwater harvesting. WATER QUALITY o Goal WR.6. Protect, preserve, and improve the quality of surface water, groundwater, and reclaimed water in the region. Energy EFFICIENT USE OF ENERGY o Goal E.1. Increase energy efficiency. o Goal E.2. Expand production and use of renewable energy. Community Character SCENIC RESOURCES AND NATURAL SETTING o Goal CC.1. Reflect and respect the region’s natural setting and dramatic views in the built environment. HERITAGE PRESERVATION o Goal CC.2. Preserve, restore, and rehabilitate heritage resources to better appreciate our culture. COMMUNITY DESIGN o Goal CC.3. Preserve, restore, enhance, and reflect the design traditions of Flagstaff in all public and private development efforts. o Goal CC.4. Design and develop all projects to be contextually sensitive, to enhance a positive image and identity for the region. Annual Financial Plan Page 34 City of Flagstaff ARTS, SCIENCES, AND EDUCATION o Goal CC.5. Support and promote art, science, and education resources for all to experience. o Goal CC.6. Encourage Native American art and Southwestern culture. Growth Areas & Land Use REINVESTMENT o Goal LU.1. Invest in existing neighborhoods and activity centers for the purpose of developing complete and connected places. GREENFIELD DEVELOPMENT o Goal LU.2. Develop Flagstaff’s Greenfields in accordance with the Regional Plan and within the growth boundary. APPLICABLE TO ALL LAND USES o Goal LU.3. Continue to enhance the region’s unique sense of place within the urban, suburban, and rural context. o Goal LU.4. Balance housing and employment land uses with the preservation and protection of our unique natural and cultural setting. o Goal LU.5. Encourage compact development principles to achieve efficiencies and open space preservation. o Goal LU.6. Provide for a mix of land uses. o Goal LU.7. Provide for public services and infrastructure. o Goal LU.8. Balance future growth with available water resources. URBAN AREA GOALS AND POLICIES o Goal LU.9. Focus reinvestment, partnerships, regulations, and incentives on developing or redeveloping urban areas. o Goal LU.10. Increase the proportion of urban neighborhoods to achieve walkable, compact growth. DOWNTOWN o Goal LU.11. Prioritize the continual reinvigoration of downtown Flagstaff, whose strategic location, walkable blocks, and historic buildings will continue to be a vibrant destination for all. o Goal LU.12. Accommodate pedestrians, bicyclists, transit riders, and private cars to supplement downtown’s status as the best-served and most accessible location in the region. SUBURBAN AREA o Goal LU.13. Increase the variety of housing options and expand opportunities for employment and neighborhood shopping within all suburban neighborhoods. RURAL AREA o Goal LU.14. Maintain the character of existing rural communities. EMPLOYMENT AREA o Goal LU.15. Plan for and encourage employee-intensive uses throughout the area as activity centers, corridors, research and development offices, business parks, and light industrial areas to encourage efficient infrastructure and multimodal commuting. o Goal LU.16. Establish heavy industrial areas that provide for the manufacturing of goods, flexible space, and intermodal facilities that are well maintained, attractive and compatible with adjoining nonindustrial uses. SPECIAL PLANNING AREA o Goal LU.17. Protect, manage, and enhance the region’s Special Planning Areas to benefit the whole community. ACTIVITY CENTERS AND CORRIDORS o Goal LU.18. Develop well designed activity centers and corridors with a variety of employment, business, shopping, civic engagement, cultural opportunities, and residential choices. o Goal LU.19. Develop a manageable evolution of the main corridors into contextual place makers. Annual Financial Plan Page 35 City of Flagstaff Transportation MOBILITY AND ACCESS o Goal T.1. Improve mobility and access throughout the region. SAFE AND EFFICIENT MULTIMODAL TRANSPORTATION o Goal T.2. Improve transportation safety and efficiency for all modes. ENVIRONMENTAL CONSIDERATIONS o Goal T.3. Provide transportation infrastructure that is conducive to conservation, preservation, and development goals to avoid, minimize, or mitigate impacts on the natural and built environment. QUALITY DESIGN o Goal T.4. Promote transportation infrastructure and services that enhance the quality of life of the communities within the region. PEDESTRIAN INFRASTRUCTURE o Goal T.5. Increase the availability and use of pedestrian infrastructure, including FUTS, as a critical element of a safe and livable community. BICYCLE INFRASTRUCTURE o Goal T.6. Provide for bicycling as a safe and efficient means of transportation and recreation. TRANSIT o Goal T.7. Provide a high-quality, safe, convenient, accessible public transportation system, where feasible, to serve as an attractive alternative to single-occupant vehicles. AUTOMOBILE o Goal T.8. Establish a functional, safe, and aesthetic hierarchy of roads and streets. PASSENGER RAIL AND RAIL FREIGHT o Goal T.9. Strengthen and support rail service opportunities for the region’s businesses and travelers. AIR TRAVEL o Goal T.10. Strengthen and expand the role of Flagstaff Pulliam Airport as the dominant hub for passenger, air freight, public safety flights, and other services in northern Arizona. PUBLIC SUPPORT FOR TRANSPORTATION o Goal T.11. Build and sustain public support for the implementation of transportation planning goals and policies, including the financial underpinnings of the Plan, by actively seeking meaningful community involvement. Cost of Development COST OF DEVELOPMENT o Goal CD.1. Improve the City and County financial systems to provide for needed infrastructure development and rehabilitation, including maintenance and enhancement of existing infrastructure. Public Buildings, Services, Facilities, & Safety RESILIENCY PLANNING o Goal PF.1.Work across all government operations and services to prepare for the impacts of natural and human-caused hazards. Annual Financial Plan Page 36 City of Flagstaff Planning LOCATING FACILITIES o Goal PF.2. Provide sustainable and equitable public facilities, services, and infrastructure systems in an efficient and effective manner to serve all population areas and demographics. PUBLIC SAFETY o Goal PF.3. Provide high-quality emergency response and public safety services including law enforcement, fire, medical, and ambulance transport service. Neighborhoods, Housing, & Urban Conservation NEIGHBORHOODS, HOUSING,AND URBAN CONSERVATION o Goal NH.1. Foster and maintain healthy and diverse urban, suburban, and rural neighborhoods in the Flagstaff o Goal NH.2. Look to downtown Flagstaff as the primary focal point of the community character. o Goal NH.3. Make available a variety of housing types at different price points, to provide housing opportunity for all economic sectors. o Goal NH.4. All housing is safe and sanitary. o Goal NH.5. Eliminate homelessness. o Goal NH.6. Neighborhood conservation efforts of revitalization, redevelopment, and infill are compatible with and enhance our overall community character. Economic Development RESPONSIVE GOVERNMENT o Goal ED.1. Create a healthy environment for business by ensuring transparent, expeditious, and predictable government processes. EDUCATION AND WORKFORCE TRAINING o Goal ED.2. Support and encourage an excellent educational system that promotes critical thinking and job training programs at all levels. BUSINESS RETENTION, EXPANSION,AND ENTREPRENEURSHIP o Goal ED.3. Regional economic development partners support the start-up, retention, and expansion of existing business enterprises. BUSINESS ATTRACTION o Goal ED.4. Support efforts to recruit diverse new businesses and industries compatible with the region. PULLIAM AIRPORT o Goal ED. 5.The Pulliam Airport will continue to serve the Northern Arizona region for air transportation, multimodal connectivity and business growth potential. COMMUNITY CHARACTER o Goal ED.7. Continue to promote and enhance Flagstaff ’s unique sense of place as an economic development driver. ACTIVITY CENTERS o Goal ED.8. Promote the continued physical and economic viability of the region’s commercial districts by focusing investment on existing and new activity centers. REDEVELOPMENT AND INFILL o Goal ED.9. Promote redevelopment and infill as a well-established means to accomplish a variety of community economic, planning, and environmental goals. Recreation RECREATION o Goal REC.1. Maintain and grow the region’s healthy system of convenient and accessible parks, recreation facilities, and trails. Annual Financial Plan Page 37 City of Flagstaff Annual Financial Plan Page 38 City of Flagstaff requirements, capital needs, debt burden, and strong reserves for future needs and contingencies. BUDGET OVERVIEW The City of Flagstaff FY 2015 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 2015; 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 Balance Other Financing Res. $ $ (A) Enterprises: Water Wastewater Airport Solid Waste Environmental Management Stormwater Utility Flagstaff Housing Authority $ $ (B) Other Revenue: Licenses and Permits Vehicle License Tax Charges for Services Fines and Forfeits Interest on Investments Misc Revenue $ $ Fund Balance, 17.8% 18,812,694 24,641,975 11,172,370 13,680,175 11,459,192 5,501,560 6,397,818 6,167,976 44,491,698 25,986,664 42,279,780 27,592,500 238,184,402 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 7.9% 10.3% 4.7% 5.7% 4.8% 2.3% 2.7% 2.6% 18.7% 10.9% 17.8% 11.6% 100.0% $ 18,116,191 9,463,434 1,656,120 11,788,712 1,002,819 1,507,789 956,633 44,491,698 (A) BBB Tax Funds: Beautification Tourism Economic Development Arts and Science Recreation-BBB 9,115,681 10,421,084 12,252,659 15,574,280 684,303 29,118,782 33,474,920 22,778,061 9,510,504 11,155,787 5,132,723 6,042,876 64,804,422 8,118,320 238,184,402 3.8% 4.4% 5.1% 6.5% 0.3% 12.2% 14.1% 9.6% 4.0% 4.7% 2.2% 2.5% 27.2% 3.4% 100.0% 6,039,170 1,942,800 985,206 621,023 2,664,460 12,252,659 Public Works 9.6% Airport 4.0% Utilities 14.1% Other Financing Res., 11.6% Environ Svcs 4.7% Stormwater 2.2% Sales/ Franchise Taxes, 7.9% Fire/Police 12.2% Intergovern. Revenue, 10.3% Enterprises (A), 18.7% $ $ 1,393,005 2,548,750 2,994,130 1,154,462 617,541 17,278,776 25,986,664 Other Revenue (B), 10.9% $ FHA 2.5% Econ Vitality 0.3% Property Taxes, 4.7% Comm Dev 6.5% BBB Tax, 2.6% Non-Dept 27.2% State Revenue, 5.7% Highway User Tax, 2.7% Library District Tax, 2.3% BBB 5.1% Transportation Tax, 4.8% Mgmt Svcs 4.4% Gen Admin 3.8% "WHERE THE MONEY GOES TO" $238,184,402 "WHERE THE MONEY COMES FROM" $238,184,402 Annual Financial Plan Contingencies 3.4% Page 39 City of Flagstaff The following graphs depict the major classifications of appropriation for the total FY 2015 budget and expenditures by major types. TOTAL APPROPRIATIONS Operations Equipment Capital Improvement Projects Debt Service Reserves/Contingencies $ $ 109,718,766 11,107,687 93,256,402 15,983,227 8,118,320 238,184,402 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) Operations, 46.0% OPERATING BUDGET * General Administration Community Development Management Services Economic Vitality Fire Police Public Works Utilities Non-Departmental Equipment, 4.7% Reserves/ Contingen's, 3.4% Capital Improv Projects, 39.2% Debt Service, 6.7% * Exclusive of Debt Service $ $ 9,035,681 13,786,065 10,207,694 5,763,021 9,872,649 18,143,586 21,432,017 14,042,967 7,435,086 109,718,766 $ 15,983,227 OPERATING BUDGET EXPENDITURES BY TYPE Personal Services Contractual Commodities Capital $ $ 62,182,990 64,045,204 10,424,872 101,531,336 238,184,402 Fire, 9.0% Capital, 42.6% Annual Financial Plan Non-Dept, 6.8% Mgmt Svcs, 9.3% Contractual, 26.9% Commodit., 4.4% Utilities, 12.8% Economic Vitality, 5.3% EXPENDITURES BY TYPE (all funds) Personal Services, 26.1% Public Works, 19.5% Police, 16.5% Community Dev, 12.6% General Admin, 8.2% General Administration activities comprise 8.2% of the budget ($9.0 million). The services within General Administration provide for the overall management and administration of the City, as well as enforcement of municipal laws through legal support and the courts. This group consists of City Manager, City Attorney, City Court, Human Resources, Risk Management, and Information Technology. Page 40 City of Flagstaff Community Development (CD) comprises 12.6% of the operating budget ($13.8 million). The services in this Division include CD Administration, Planning & Development Services, Engineering, Capital Improvements, Housing, FMPO (Flagstaff Metropolitan Planning Organization), Community Redevelopment Services, 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 9.3% of the operating budget ($10.2 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 9.0% 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 16.5% of the operating budget ($18.1 million). Public safety programs provide personal safety in the community by promoting a community free of crime and assured response in emergency situations. Public Works activities are provided by eight sections that account for 19.5% of the operating budget ($21.4 million), excluding the debt service requirements for streets ($550,000), Public Works Facility ($250,000) and USGS facility ($450,000). The services provided include: recreation services, solid waste operations, environmental management services, cemetery operations, maintenance of all public facilities and public infrastructure including streets and parks, and fleet services. Economic Vitality activities comprise 5.3% of the operating budget ($5.8 million) excluding debt service requirements for Airport ($290,000) and Business Incubator and Innovation Mesa ($340,000). The division includes the following sections: Community Investment, Tourism and Visitor Center, Airport, Arts and Science, Urban Design, Streetscape, and Economic Development. Utilities comprise 12.8% of the operating budget ($14.0 million), excluding $4.3 million debt service requirements. There is one administrative section responsible for management of water, wastewater, and stormwater activities. Five operating sections Annual Financial Plan within water operations and three 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 6.8% of the budget ($7.4 million) exclusive of $9.7 million debt service. The Council and Commission, Transit, Special Assessment, Capital Projects and Nondepartmental 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 provided by recommendations from 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 2014 Accomplishments, FY 2015 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 2013, the Estimated Actual for FY 2014, and the Adopted Budget for FY 2014 and FY 2015. Expenditures are shown by category and programs. The comparatives in the Financial Summaries Section are presented at the fund level and the Page 41 City of Flagstaff 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 42 City of Flagstaff RELATIONSHIP BETWEEN FUNDS, DIVISIONS, AND SECTIONS FUND TYPE GOVERNMENTAL GENERAL FUND (All Modified Accrual Accounting) General * DIVISION SECTION City Manager Human Resources Risk Management Information Techology City Attorney Municipal Court Management Services City Manager Human Resources Risk Management Information Technology Legal Municipal Court Management Services Revenue Purchasing Finance Community Development Admin Capital Management Planning and Development Engineering Housing Fire Operations Fire Grants Police Operations Police Grants Public Works Administration Parks Fleet Management Cemetery Facilities Maintenance USGS Facilities Recreation Community Investment Council and Commissions Real Estate Proceeds Non-Departmental Library City Direct Library County Direct Library County Indirect Library Grants Street Maintenance Transportation Construction Street Construction 4th Street Overpass Street Improvements Safety Improvements NAIPTA-Transit Transportation Flagstaff Urban Trail System Beautification Beautification-Capital Improvements Economic Development Tourism Visitor Services Arts and Science BBB-Recreation Projects Community Housing Services Community Housing Grants Community Development Block Grants Flagstaff MPO EDA Revolving Loan Community Development Fire Police Public Works Economic Vitality Non-Departmental SPECIAL REVENUE Library Management Services Highway User Revenue * Public Works Transportation * Community Development Non-Departmental Annual Financial Plan Flagstaff Urban Trail System BBB-Beautification Community Development Economic Vitality BBB-Economic Development BBB-Tourism Economic Vitality Economic Vitality BBB-Arts & Science BBB-Recreation Housing and Community Service Economic Vitality Public Works Community Development Metropolitan Planning Organization EDA Revolving Loan - Econ. Dev. Community Development Economic Vitality Page 43 City of Flagstaff RELATIONSHIP BETWEEN FUNDS, DIVISIONS, AND SECTIONS FUND TYPE GOVERNMENTAL FUND DEBT SERVICE G.O. Bond Fund Secondary Property Tax Special Assessment * PERMANENT Perpetual Care CAPITAL PROJECTS G.O. Capital Projects Fund PROPRIETARY ENTERPRISE SECTION Non-Departmental Non-Departmental Non-Departmental Non-Departmental Non-Departmental Debt Service Debt Service Debt Service Perpetual Care General Fund Capital Projects Core Services Facility Flagstaff Watershed Protection MFC Bond Capital Projects Capital Project Court Facility MFC Bond Capital Project Fund Non-Departmental (All Modified Accrual Accounting) Utilities * Utilities Airport * Economic Vitality Solid Waste Public Works Sustainability & Environ. Mgmt. * Flagstaff Housing Authority * * Major Funds based on the FY 2013 CAFR Annual Financial Plan DIVISION (All Modified Accrual Accounting) Public Works Community Development Page 44 Utilities Administration Water Production Water Distribution Water Resource Management Utilities Engineering Services Regulatory Compliance Wastewater Treatment - Wildcat Plant Wastewater Treatment - Rio Plant Wastewater Collection Reclaimed Water Water Capital Wastewater Capital Improvements Reclaimed Capital Stormwater Capital Improv-Rio De Flag Stormwater Utility Airport Operations Airport Capital Projects Solid Waste-Landfill Solid Waste-Collections Solid Waste-Capital Improvements Environmental Management Flagstaff Housing Authority City of Flagstaff  BUDGET PROCESS Budget Process Flowchart: Program Managers/ Employee Input Section Managers Review  Division Heads Review City Council Budget Retreats  (Total of 2 Days)  The Financial Summaries section includes various schedules utilizing revenue and expenditure classifications and tax levy information in accordance with state reporting requirements as mandated by statute. Expenditures are reported at both the fund level and the Division level for operational control purposes. The Division Detail section provides both narrative and financial data. The budget commentary provides an explanation of significant budget changes for FY 2015. The Capital Improvement Plan (CIP) for FY 2015 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. Budget Team Review (Team Members Below) Selective Program Review Budget Team/ Division Heads Review of City Manager's Proposed Budget Div. Heads/Employees Advisory Committee City Council Budget Work Session December 4, 6 Fall Council Retreat (Three Days) December 11 Budget Module available to all Divisions December 12 Mini Budget Council Retreat January 13 Capital improvement and equipment requests reviewed by Capital Improvements and Purchasing January 23 Mini Budget Council Retreat February 10 Winter Council Retreat March 4 March 14 Review with Department Heads and City Manager April 23 - 25 Council Study Sessions Proposed Budget available (Operating & Capital) to public June 3 Tentative budget hearing (public) and Tentative budget adoption June 17 Final budget hearing and Final budget adoption July 1 Adopt Property Tax Levy BUDGET CALENDAR Public Hearing Property Tax Level Adoption (As needed) Adoption of Final Budget Adoption of Tentative Budget Property Tax Levy Adoption (After Public Hearing) Implementation of Budget Budget Team: City Manager, Deputy City Managers (2), Management Services Director, Finance Director, Human Resources Director, Budget Manager, IT Director 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. Annual Financial Plan Page 45 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 occurred on June 17, 2014. 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 ($238,184,402). Certain exclusions are allowed by the state [e.g., bond proceeds, debt service, grants] in computing the Expenditure Limitation ($134,251,861), and this total cannot be exceeded. Budget authority can be transferred between line items within a Section. At year-end, Division budgets Annual Financial Plan 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 improvements in the economy. We have seen small improvements in FY 2014 in our local and state shared sales tax revenues. However, we remain below our highest levels recorded in FY 2008. We anticipate recovering to those same levels in FY15. The economic analysts for our local and state region estimate there will be continued improvement over the next few years with the recovery to pre-recession levels beginning in FY15. 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 in all but 10 months when compared to the prior year, same month. Based on sales tax transaction data through May 2014, tax revenue has increased approximately 3.08% compared to a year ago. However, if utilities transaction data is included, the number becomes an increase of 3.57%. The three major categories of local sales taxes have all had increases. Construction is up approximately 1.22%, hospitality is up approximately 5.60%, and retail is up approximately 2.54%. Current sales tax estimates are approximately $200,000 higher than what was recognized in FY 2013. 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 th Improvements, Street Improvements, 4 Street Overpass, and Transit. The transportation tax Page 46 City of Flagstaff 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 2014. Revenue in this category is expected to increase approximately $200,000 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 stronger recovery in revenues than the City. The City estimates that FY 2014 revenues will be approximately 6.0% 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. However, the State Budget approved an additional $30M of HURF Revenues to be allocated to Cities and Counties. The City share is estimated at $330,000. 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. This occurs as there is an approximate 18 – 24 month lag in home valuation and property tax assessment payment, and primary property taxes are based on limited assessed valuation. The State of Arizona caps the primary property tax revenue increases at Annual Financial Plan 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 provide the same level of revenues. Homeowners will realize less than one percent rate decrease from $0.8429 to $0.8418 per $100 of assessed value to comply with council direction. On average, property owners should see no increase in the city primary property tax. In November 2013, Divisions were asked to provide a list of budget suggestions on how to advance the Council’s stated goals, the adopted Regional Plan, and/or a Master Plan. At the December retreat, based on the information provided by Divisions, Council was asked to identify budget priorities FY2015. Council concluded that that the priorities for the FY2015 budget include: employee compensation, staffing and infrastructure. At a follow up Council Budget Retreat in February, staff provided updated revenue and expenditure projections. In addition, staff provided suggested strategies for accomplishing the Council’s priorities of employee compensation, staffing and infrastructure. Council stated a preference to use ongoing available funding for employee compensation and some staffing. Council’s stated preference for 1X available funding was to make investments in staffing and infrastructure. Specifically related to infrastructure, Council directed the City Manager to prioritize 1X available funding to the areas of facilities and information technology. Following the February retreat, Finance completed the updates to all 5-year plans to provide an outlook on revenues and expenditures. The Budget Team then met with each division to discuss their proposed budget. Divisions were asked to correlate their increased funding requests to the Council’s priorities of employee compensation, staffing and infrastructure. Further, the Budget Team asked Directors to discuss their greatest challenge as well as consider opportunities for outsourcing. From the meetings the Budget Team determined which revenue opportunities, fund reallocations and identify any potential cuts to move forward with in the recommended budget. This created the capacity in the budget to include a merit increase and onetime pays to employees as recommended by EAC, 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 47 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 review all equipment replacement requests and prioritize 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 2015 is estimated at $11.2 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 22% at the end of FY 2015. The budget review process includes:  Estimated Actual Expenditures FY 2014. Sections were asked to review their actual expenses and provide information on major variances expected compared to budget. Capital and other one-time expenditures were also reduced in the year end estimated and applied to the FY 2015 budget as a carryover item.  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. To provide better financial stability during poor economic times, the General Fund fund balance has increased to a minimum 20% in the current plan. The FY 2015 budget anticipates using excess fund balance from the completion of FY 2013 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 and Council priorities adopted reflects the environment on which all decisions will be made. The Vision Statement and the Council Priorities can be found in this document following the City Manager Transmittal Letter. Annual Financial Plan Page 48 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, Solid Waste, Environmental Management, the Airport, Stormwater; and activities funded from a special revenue source dedicated to that activity. These include the BBB Tax funds, the Transportation tax fund, Streets; Library; Housing and Community Services; Metropolitan Planning Organization and FUTS fund. Total resources available for General Fund expenditures for FY 2015 are $68.6 million including the estimated beginning fund balance of $22.6 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 11%. 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 4.9%. The General Fund ongoing revenues and expenses are structurally balanced in the five-year plan. Fund Balance is estimated at minimum 20.0% of operating revenues over the next five years. This is up from 17.5% during prior year budgeting. The financial position of the General Fund remains balanced. EST ACTUAL FY2014 $ 1,400,180 2,935,395 16,348,797 18,330,500 1,115,151 22,381,055 910,642 3,017,385 5,355,000 213,000 5,312,230 $ 77,319,335 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 GENERAL FUND REVENUES/OTHER SOURCES Local Taxes 27.4% Intergovt'l Rev (Other) 24.9% Fines/Forfeits 1.7% Intergov. Rev. (Grant) 5.0% Fund Balance 12.6% Lic & Permits 2.0% Carryovers 11.2% Misc Rev 2.6% Interest 0.3% Prim Prop Tax 7.9% APPROPRIATIONS General Administration Community Development Management Services Fire Police Public Works Non-departmental Economic Vitality Contingency Charges for Services 4.4% EST ACTUAL FY2014 $ 8,161,891 4,275,997 3,169,917 10,304,847 17,546,854 8,884,957 1,550,482 612,978 215,000 $ 54,722,923 Police, 32.0% Fire, 18.7% Comm Dev, 7.6% Page 49 BUDGET FY 2015 $ 9,115,681 4,350,389 3,357,893 10,740,696 18,378,086 11,344,740 (1,810,489) 464,303 1,475,000 $ 57,416,299 GENERAL FUND TOTAL APPROPRIATIONS Pub Works, 19.8% Mgmt Svcs, 5.8% Annual Financial Plan BUDGET FY 2015 $ 1,393,005 3,449,827 17,088,925 18,812,694 1,154,462 8,636,272 7,686,749 2,994,130 5,435,325 216,000 1,717,552 $ 68,584,941 Non-dept, 3.2% Gen Admin, 15.9% Econ Vit, 0.8% Cont'gcy, 2.6% 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 HURF revenues are still significantly less than pre-recession HURF receipts. REVENUES/OTHER RESOURCES HURF $ 6,397,818 Fund Balance 3,453,850 Transfers (net) 9,609,925 Interest 6,000 Miscellaneous 442,500 Intergovernmental Revenues 179,924 $ 20,090,017 Appropriations total $19.0 million in FY 2015 and major projects budgeted include the annual pavement maintenance program at $3.0M, Industrial Drive, West and Arrowhead Improvement, Beulah Extension and University Realignment, Soliere Avenue, Franklin safety improvements, and 4th Street safety improvements. 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 Projects 4th Street Overpass Safe-to-School, Pedestrian and Bike Traffic Flow and Safety Improvements Transit Service Enhancements Totals Fund Bal, 17.2% HURF, 31.8% Intergov'l, 0.9% Misc, 2.2% Transfers, 47.8% Interest, 0.1% APPROPRIATIONS General Administration Community Development Management Services Public Works Economic Vitality Non-departmental Contingency $ $ 151,660 7,929,401 91,171 10,639,677 14,496 116,557 100,000 19,042,962 Appropriations total $8.1 million in FY 2015. Appropriations are comprised of $4.7 million for transit operations, $1.2 million for debt service and $2 million in contingency for the potential road repair and street safety initiative if passed by the voters in FY 2015. Transfers include $8.1 million to the HURF Fund for Safety and Street Improvements and $550K to fund FUTS projects. The tax rate for transportation is 0.721%. REVENUES/OTHER RESOURCES Local Taxes $ 11,459,192 Fund Balance 9,762,247 Interest 53,000 Miscellaneous 2,000,000 $ 23,274,439 STREET TOTAL APPROPRIATIONS Mgmt Svcs 0.5% TRANSPORTATION REVENUES/OTHER RESOURCES Misc 8.6% Pub Works 55.9% Econ Vit 0.1% Comm Dev 41.6% Annual Financial Plan Local Taxes 49.2% Interest 0.2% Non-dept 0.6% Gen Admin 0.8% Budget FY 2015 Revenues $ 2,540,736 1,270,368 2,953,605 4,694,483 $ 11,459,192 Fund Balance 42.0% Cont'gcy 0.5% Page 50 City of Flagstaff Expenditures from this fund are primarily capital improvement projects. Some major projects are the High Country Trail and Sheep Crossing Trail. (A full project listing is located in the CIP Section). APPROPRIATIONS/TRANSFERS General Administration $ 39,239 Management Services 265,318 Economic Vitality 2,952 Non-Departmental 5,738,735 Public Works 12,822 Contingency 2,000,000 Transfers (net) 8,659,285 $ 16,718,351 TRANSPORTATION TOTAL APPROPRIATIONS/ Econ Vit TRANSFERS 0.1% LIBRARY FUND The City operates a joint City-County Public Library with auxiliary programs in outlying county locations along with bookmobile services. $2.4 million of the funding for library operations comes from the library district tax. Non-Dept 34.3% Mgmt Svc 1.6% REVENUES/OTHER RESOURCES Intergovernmental $ Fund Balance Transfers (net) Interest Contributions Miscellaneous $ Public Works 0.1% Gen Admin 0.2% Cont'gcy 12.0% Transfers 51.7% LIBRARY REVENUES/OTHER RESOURCES FLAGSTAFF URBAN TRAIL FUND Total resources available for FUTS activities are approximately $3.3 million. Approximately $550,000 comes from the Transportation Tax in a transfer from the Transportation Fund. REVENUES/OTHER RESOURCES Fund Balance 2,654,735 Transfers (Net) 550,000 Intergovernmental Revenue 129,419 Interest Earnings 6,640 $ 3,340,794 APPROPRIATIONS Community Development $ $ 5,580,560 1,083,205 1,374,755 37,624 33,000 20,474 8,129,618 Library District Tax 68.6% Misc 0.3% Contrib. 0.4% Interest 0.5% APPROPRIATIONS General Admin Economic Vitality Management Services Public Works Non-Departmental Contingency 2,871,134 2,871,134 Fund Balance 13.3% Transfers 16.9% $ $ FLAGSTAFF URBAN TRAILS REVENUES/OTHER RESOURCES 176,085 14,909 7,182,596 68,965 77,765 100,000 7,620,320 LIBRARY TOTAL APPROPRIATIONS Fund Bal. 79.4% Mgmt Svcs 94.3% Transfers 16.5% Interest 0.2% Annual Financial Plan Intergov'tal 3.9% Non-Dept 1.0% Econ Vit 0.2% Gen Admin 2.3% Page 51 Cont'gcy 1.3% Public Works 0.9% City of Flagstaff During 1997, the County, related to district libraries, 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 $4.4 million. 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 City Gateways. There is a $359,938 transfer to the General Fund primarily for maintenance of Streetscapes. (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 $ 1,233,595 Fund Balance 3,121,211 Interest 7,460 $ 4,362,266 APPROPRIATIONS Economic Vitality Contingency Transfers (net) $ Revenue for FY 2015 is projected with 2.0% growth over FY 2014 estimated receipts. 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. BEAUTIFICATION REVENUES/OTHER RESOURCES Fund Bal, 71.5% BBB Tax, 28.3% Annual Financial Plan Page 52 3,168,036 10,000 426,139 3,604,175 Interest, 0.2% City of Flagstaff Tourism Fund: Total resources available in FY 2015 are $2.6 million, of which an estimated $1.9 million is from the BBB tax. The total appropriations are approximately $2.1 million, which includes $1.7 million for Tourism. Tourism includes General Administration, Marketing, Sales, Public Relations and the Film Office. The Visitors Center programs account for $381,000. Arts & Science Fund: Total resources available for Arts & Science activities are approximately $925,000 including estimated revenues from the BBB tax of $463,000. Expenditures include: Public Art for $212,000, Service Partner Contracts including the Flagstaff Arts Council for $369,000, and the Science Foundation for $40,000. 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) and Train Station Operations. REVENUES/OTHER RESOURCES BBB Tax $ Fund Balance Interest $ APPROPRIATIONS General Administration Contingency REVENUES/OTHER RESOURCES BBB Tax $ 1,850,393 Fund Balance 545,178 Retail Sales 86,000 Building Rental Revenue 12,527 Interest 8,178 Miscellaneous 53,130 $ 2,555,406 $ $ 462,598 457,249 4,524 924,371 621,023 10,000 631,023 ARTS & SCIENCE REVENUES/OTHER RESOURCES Fund Bal 49.5% TOURISM REVENUES/OTHER RESOURCES Fund Bal 21.3% BBB Tax 50.0% Interest 0.5% Retail Sales 3.4% BBB Tax 72.4% Misc 2.1% Interest 0.3% APPROPRIATIONS Economic Vitality Contingency Transfers (net) $ $ Bldg Rent Rev 0.5% 1,942,800 50,000 140,907 2,133,707 BEAUTIFICATION TOTAL APPROPRIATIONS Trans. (Net) 11.8% Econ Vit 87.9% Cont'gcy 0.3% Annual Financial Plan Page 53 City of Flagstaff Recreation Fund: There is an appropriation in the amount of $2.7M in FY 2015 for Recreation Fund activities. Expenditures in this fund are capital in nature. Some of these items include Bushmaster Park Improvements, Aquaplex Improvements, and Ice Rink Improvements (including a second chiller). 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 $1.5 million to fund Parks-FUTS Maintenance and Parks-BBB Recreation Fields operation. These are funded via a transfer to the General Fund. The City is appropriating $1.6M from Fund Balance to improve City recreational facilities and parks. 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 Business Accelerator 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 $ 97,531 Intergovernmental 35,000 BBB Tax 585,958 Fund Balance 346,653 Transfers 251,000 Interest 6,933 $ 1,323,075 APPROPRIATIONS Economic Vitality Contingency REVENUES/OTHER RESOURCES BBB Tax $ 2,035,432 Interest 15,300 Fund Balance 3,057,400 $ 5,108,132 APPROPRIATIONS/TRANSFERS Public Works $ Transfers (net) $ $ BBB Tax 44.3% Intergov'tal 2.6% Lease Rev 7.4% Interest 0.5% RECREATION REVENUES/OTHER RESOURCES BBB Tax 39.8% Interest 0.3% Annual Financial Plan 985,206 170,070 1,155,276 ECONOMIC DEVELOPMENT REVENUES/OTHER RESOURCES 2,664,460 2,024,447 4,688,907 Fund Bal. 59.9% $ Fund Bal 26.2% Transfers 19.0% 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 $1.2 million, of which $586,000 is from the BBB dedicated tax for economic development, lease revenue of $98,000, and a general fund transfer of $251,000 to support the business incubator/business accelerator operations, the Sustainable Economic Development Initiative, and debt service. Page 54 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 $2.8 million appropriated to this activity for FY 2015. Expenditures in this fund include $0.8 million in State Housing grants and $1.192 million in CDBG grant activities. The City has appropriated $1.175 million for this program for FY 2015. This includes operating funds for transportation and transit planning. REVENUES/OTHER RESOURCES Intergovernmental Revenue $ 897,579 Transfers 22,500 Miscellaneous 255,000 $ 1,175,079 APPROPRIATIONS Community Development Non-Departmental Contingency $ $ REVENUES/OTHER RESOURCES Intergovernmental Revenue $ 1,995,202 Fund Balance 1,088,854 $ 3,084,056 HOUSING AND COMMUNITY SERVICES REVENUES/OTHER RESOURCES Intergov'l, 64.7% 903,425 21,654 250,000 1,175,079 Fund Balance, 35.3% MPO REVENUES/OTHER RESOURCES Transfers 1.9% APPROPRIATIONS/TRANSFERS Community Development $ Transfers (net) Non-Departmental $ Misc 21.7% Intergov'l 76.4% 2,783,066 152,500 39,966 2,975,532 HOUSING AND COMMUNITY SERVICES TOTAL APPROPRIATIONS/ TRANSFERS Non-Depart 1.3% Comm Dev 93.6% Trsfrs (net) 5.1% Annual Financial Plan Page 55 City of Flagstaff EDA Revolving Loan Fund: This was a new fund in FY 2014. 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 Fund Balance $ Interest $ APPROPRIATIONS Economic Vitality $ $ ENTERPRISE FUNDS UTILITIES FUND The City's water and wastewater operations are operated as an Enterprise Fund activity, i.e., selfsustaining operations with user fees and charges based on a "cost-of-service" methodology. The rate model determines the minimum revenue requirements needed to support operations including: all operating and maintenance costs; capital improvements considered routine in nature; principal and interest payments on bonded debt related to utility construction; and maintaining a year-end fund balance sufficient to ensure adequate working capital. Total appropriations for the Utilities Fund are $37.3 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. The City awarded a contract to update the rate model in FY 2014 to be completed in FY 2015. 220,071 2,201 222,272 REVENUES/OTHER RESOURCES Water Revenues $ Wastewater Revenues Reclaim Revenues Capacity Revenues Fund Balance Intergovernmental Revenue Interest $ 220,000 220,000 EDA REVOLVING LOAN FUND REVENUES/OTHER RESOURCES Interest 1.0% 15,158,279 8,567,184 896,250 2,957,912 17,979,095 430,000 116,150 46,104,870 UTILITIES REVENUES/OTHER RESOURCES Fund Balance 99.0% Wastewater Revenues, 18.6% Water Revenues, 32.9% Capacity Revenues, 1.9% Reclaim Revenues, 6.4% Interest, 0.3% Annual Financial Plan Page 56 Intergov'tal Rev, 0.9% Fund Bal, 39.0% City of Flagstaff Water Operations: Total appropriations relating to direct costs for the water operations are $18.8 million. Water fees are the major source of revenue supporting water operations. Bond funds support well development and future water rights. Revenue estimates total $15.2 million for water sales. Wastewater Operations: Total appropriations relating to the direct costs for the wastewater operations are $14.7 million. Wastewater (sewer) fees are the major source of revenue supporting wastewater operations. Revenue estimates total $9.5 million in wastewater and reclaim service charges. APPROPRIATIONS/TRANSFERS General Administration $ Economic Vitality Management Services Public Works Non-departmental Water Utilities Wastewater Utilities Transfers (Net) Contingency $ SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT FUND Total financial resources are $1.2 million. User fees are the major revenue source of the management operations. The environmental fee is based on the cost of services available. ENVIRONMENTAL MANAGEMENT REVENUES/OTHER RESOURCES 644,370 49,629 967,305 36,925 370,377 18,810,989 14,663,931 499,693 1,800,000 37,843,219 Environ Mgmt Rev 84.7% Misc Revenue 11.1% UTILITIES TOTAL APPROPRIATIONS/TRANSFERS Cont'gcy 4.8% Gen Admin 1.7% NonDepart 1.0% Fund Bal. 4.2% APPROPRIATIONS/TRANSFERS General Administration $ Economic Vitality Management Services Public Works Non-departmental Contingency Transfers (Net) $ Wastewtr Utilities 38.7% Trsfrs 1.3% Water Utilities 49.7% REVENUES/OTHER RESOURCES Environmental Mgmt Revenue $ 1,002,819 Miscellaneous Revenues 50,140 Fund Balance 132,043 $ 1,185,002 41,635 1,735 19,186 944,622 10,905 30,000 13,730 1,061,813 ENVIRONMENTAL MANAGEMENT TOTAL APPROPRIATIONS/TRANSFERS Econ Public Wks Mgmt 0.1% Services Vitality 0.1% 2.6% Public Works 89.0% Mgmt Svcs 1.8% Econ Vit 0.2% Gen Admin 3.9% Trsfrs (Net) 1.3% Annual Financial Plan Page 57 Cont'gcy 2.8% Non-dept 1.0% City of Flagstaff SOLID WASTE FUND Total financial resources are $22.9 million. User fees are the major revenue source of solid waste disposal operations. The user fees are comprised of eight major customer services areas (residential sanitation, curbside recycling, commercial sanitation, hoist and haul, landfill dumping, inert materials pit, and commercial recycling) with different rates for each category based on cost of service. REVENUES/OTHER RESOURCES Solid Waste Revenue $ 11,788,712 Interest 66,500 Other Financing Sources 3,930,000 Fund Balance 7,112,763 $ 22,897,975 AIRPORT FUND Pulliam Airport is located four miles south of downtown Flagstaff and is staffed seventeen hours per day, seven days each week and provides airline service to Phoenix. Total appropriations are $10.2 million: $2.9 million for operations and reserve, $0.3 million for debt and $7.0 million in capital outlay. Primarily FAA and ADOT grants will fund the capital improvements. SOLID WASTE REVENUES/OTHER RESOURCES Environ Mgmt Rev 51.4% provisions for funding replacement equipment; closure and regulatory compliance costs related to mitigation of environmental contamination and/or degradation; as well as for future site requirements. Based on current estimates for closure and postclosure landfill costs, the City is setting aside legally restricted funds to ensure sufficient funds will be available to meet these requirements. REVENUES/OTHER RESOURCES Airport Revenues $ 1,656,120 Intergovernmental Revenues 7,519,674 Fund Balance 200,734 Interest 2,010 Transfers (net) 790,216 Miscellaneous 239,410 $ 10,408,164 Interest 0.3% Other Financing 17.2% Fund Balance 31.1% APPROPRIATIONS/TRANSFERS General Administration $ Economic Vitality Management Services Public Works Non-departmental Contingency Transfers (Net) $ AIRPORT REVENUES/OTHER RESOURCES 358,624 35,471 349,621 11,327,142 272,975 612,000 4,977,083 17,932,916 Misc 2.3% Non-dept 1.5% $ 55,329 9,513,448 81,024 52,146 44,964 500,000 10,246,911 Econ Vit 92.9% Mgmt Svcs 0.8% Trsfrs (Net) 27.8% Non-dept 0.4% The existing landfill rate structure provides cost recovery for ongoing operations as well as Annual Financial Plan Fund Balance 1.9% AIRPORT TOTAL APPROPRIATIONS Mgmt Svcs 1.9% Gen Admin 2.0% Interest 0.1% $ Cont'gcy 3.4% Econ Vit 0.2% Transfers 7.6% APPROPRIATIONS General Administration Economic Vitality Management Services Public Works Non-departmental Contingency SOLID WASTE TOTAL APPROPRIATIONS/TRANSFERS Public Works 63.2% Intergov'tal 72.2% Airport Revenues 15.9% Page 58 Gen Admin 0.5% Cont'gcy 4.9% Public Works 0.5% City of Flagstaff This year, of the $7.0 million in capital improvements, 95% of the budgeted expenses are being funded with grants from the FAA and ADOT. 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. Total appropriations of $5.3 million include the operational components of NPDES implementation, general drainage maintenance, and drainage improvement projects (DRIP). The DRIP program assesses the community’s needs for drainage improvements in highest priority of need within the City. APPROPRIATIONS General Admin Management Services Public Works Utilities Non-departmental Economic Vitality Contingency 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. $ STORMWATER REVENUES/OTHER RESOURCES Transfers (net) 57.6% Interest 0.1% Fund Bal 10.9% Fees/Chgs 0.6% Intergov'tal Rev 3.7% Annual Financial Plan Stormwater Rev 27.1% 38,614 42,471 11,663 5,132,723 18,312 2,183 10,000 5,255,966 STORMWATER TOTAL APPROPRIATIONS Utilities 97.7% Cont'gcy 0.2% Non-dept 0.3% Econ Vit 0.1% Total revenues/other resources for stormwater total $5.4 million including a transfer of $3.5 million from General Fund for the Rio de Flag project. REVENUES/OTHER RESOURCES Stormwater Revenues $ 1,477,788 Intergovernmental Revenues 200,000 Fees & Charges 30,001 Fund Balance 597,381 Transfers (net) 3,142,183 Interest 1,424 $ 5,448,777 $ Pub Wks 0.2% Mgmt Svcs 0.8% Gen Admin 0.7% 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 include 4 homeless Vouchers and 25 VASH Vouchers. FHA also administers 12 housing vouchers for seriously mentally ill persons. Total financial resources are $7.3 million. Intergovernmental Revenue from the US Department of Housing and Urban Development comprises 72.8% of funding, or $5.3 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. Page 59 City of Flagstaff The preparation of the five-year plan is a cooperative effort between division heads, section heads, and Finance staff to assure projections are based in current program needs and revenue estimates are achievable. REVENUES/OTHER RESOURCES Intergovernmental Revenue $ 5,332,047 Rents/Other Tenant Income 956,633 Fund Balance 405,233 Transfers (net) 55,700 Miscellaneous 523,650 $ 7,273,263 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 $ $ 6,042,876 1,001,250 7,044,126 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 73.3% Rents/Ten't Income 13.1% Fund Bal 5.6% Misc 7.2% Trsfr's (Net) 0.8% 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. Annual Financial Plan The General Fund fund balance is projected to decrease by 50% 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 increase its minimum fund balance to 20% of operating revenues from 17.5% in the prior year’s budget process as part of increasing financial security. A 15% fund balance is considered sufficient for the General Fund. 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 53% due to planned reductions for 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 41% due to planned expenditures for operating capital. Page 60 City of Flagstaff FUTS This fund accounts for capital projects related to FUTS (Flagstaff Urban Trail System). The primary source for this fund is revenue transfers. It is an ongoing effort to balance the amount of projects within the availability of revenues. This five-year plan shows how it is accomplished. The FUTS fund balance decreases by 82% due to planned expenditures for the completion of various capital projects 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. The program was transferred to the City in FY 2014 and the full implementation expected by FY 2015. BEAUTIFICATION The primary source for this fund is BBB taxes. 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 five-year plan shows how it is accomplished. The Beautification fund balance decreases by 76% due to planned expenditures for the completion of various capital projects. service partner contracts for projects related to awareness of arts and science in our community. Planned public art projects delayed from FY 2014 results in an Arts and Science fund decrease of 36% in the following years. 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 decreases by 86% due to planned expenditures for the completion of various recreational 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 91% 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 This fund is balanced with ongoing revenues from BBB taxes and General Fund transfers. Ongoing expenditures support a number of efforts focused on business attraction, retention, work force development, and the business incubator. The Economic Development fund balance decreases by 52% in FY 2015 due to use of excess fund balance to cover planned expenditures which will attract long term business investment in the City. TOURISM This fund is balanced with ongoing revenues from BBB taxes and ongoing expenditures related to tourism promotion and visitor center services. Based on projected revenue, this fund can maintain existing operations levels. The Tourism fund balance decreases in FY 2015 by 23% due to use of excess fund balance to cover planned one-time expenditures. GENERAL OBLIGATION BOND This fund is used to 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 represents the collection of secondary property tax revenue and the subsequent transfer to service the related debt as it becomes due. 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 28% as the City pays off debt. ARTS AND SCIENCE This fund is balanced with ongoing revenues from BBB taxes and ongoing expenditures related to Annual Financial Plan Page 61 City of Flagstaff SPECIAL ASSESSMENT BOND This fund is set up for repayment of bonds issued for special assessment districts. The Special Assessment Bond fund balance remains flat in FY 2015. PERPETUAL CARE This fund is currently used for the tracking of contributions related to long-term maintenance at the City owned cemetery. The fund balance increases as contributions are received. Expenditures will not be budgeted until there is adequate fund balance. CAPITAL PROJECTS BOND This fund is used to track the revenues and expenditures of the voter approved bond eligible projects. In May of 2004, the voters of Flagstaff approved ten projects with 3 projects 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 is due to the timing of bond proceeds and capital expenditures. 2. The GO Bond Funded Projects fund balance decreases by 58% due to the timing of bond proceeds and capital projects and one time expenditures. WATER AND WASTEWATER As a City enterprise fund, this fund is managed on a self-sustaining basis. The five-year projections show that ongoing expenditures, capital improvements, and debt service requirements are being met with user fees, fund balance, grants, bonds, and interest earnings. In addition to the five-year projections, the City uses a rate model to balance future operations and capital requirements with anticipated revenues over a ten-year period. The Water and Wastewater fund balance decreases by 54% due to the planned completion of capital projects. AIRPORT This enterprise 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 and to aid operations. The Airport fund balance decreases by Annual Financial Plan 20% due to planned one time expenditures for operational capital and maintenance needs. 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 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 fund anticipates a 30% decrease in fund balance in FY 2015 due to increased capital expenditures. SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT 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. The Environmental Management fund anticipates a 6% decrease due to increased operating costs. 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 68% 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 2015, the City anticipated the FHA fund balance to decrease by 43%. Page 62 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 State Agencies and Foundations 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 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 FY 2015 by federal and state grants include the Business Accelerator, Observatory Mesa, and the Westplex Taxilane Reconstruction. 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 and FY 2014 Council voted to keep the levy flat plus new construction. For FY 2015 we are continuing with flat levy plus new construction. The City’s capacity for levy increase is 6%. Primary property taxes generally change on an annual basis for two reasons: new construction that is added to the tax rolls and the reassessment of existing property. New construction added over $4.9 million dollars to the assessed valuation. For FY 2015 existing Primary Property Tax values increase by less than one percent. FEDERAL & STATE GRANTS AMOUNT $ % CHANGE 5,403,668 5,914,243 10,553,499 14,209,064 13,459,399 19,050,184 24,641,975 -64.5% 9.4% 78.4% 34.6% -5.3% 41.5% 29.4% FY: AMOUNT 08-09 09-10 10-11 11-12 12-13 13-14 14-15 $ % CHANGE 4,786,900 5,020,255 5,113,647 5,230,618 5,304,734 5,355,000 5,435,325 2.8% 4.9% 1.9% 2.3% 1.4% 0.9% 1.5% PRIMARY PROPERTY TAX 6.0 MILLIONS FY: 08-09 09-10 10-11 11-12 12-13 13-14 14-15 PRIMARY PROPERTY TAX FEDERAL & STATE GRANTS 5.5 5.0 4.5 4.0 30.0 25.0 20.0 15.0 10.0 5.0 0.0 09 10 11 12 13 14 15 FISCAL YEAR ACTUAL EST ACTUAL BUDGET 09 10 11 12 13 14 15 ACTUAL Annual Financial Plan EST ACTUAL BUDGET Page 63 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 which are shown on the following pages. These numbers are sales tax revenues only; audit assessments and penalty and interest revenues are combined with these numbers on Schedule C. 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. Increases after FY 2012 point to the continued economic recovery. 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 for FY 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. STATE SALES TAX FY: CITY SALES TAX FY: AMOUNT 08-09 09-10 10-11 11-12 12-13 13-14 14-15 $ % CHANGE 14,044,577 13,348,773 13,525,825 14,304,655 15,744,648 15,915,500 16,350,601 AMOUNT 08-09 09-10 10-11 11-12 12-13 13-14 14-15 -10.7% -5.0% 1.3% 5.8% 10.1% 1.1% 2.7% $ % CHANGE 4,868,072 4,490,087 4,711,821 5,147,101 5,391,580 5,650,000 5,760,175 -13.4% -7.8% 4.9% 9.2% 4.7% 4.8% 2.0% STATE SALES TAX 7.0 MILLIONS CITY SALES TAX REVENUES MILLIONS 18.0 16.0 14.0 6.0 5.0 4.0 3.0 09 12.0 10 11 12 13 14 15 FISCAL YEAR 10.0 09 10 11 12 13 14 15 ACTUAL EST ACTUAL BUDGET FISCAL YEAR ACTUAL Annual Financial Plan EST ACTUAL BUDGET Page 64 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). Franchise tax declined in FY 2010 as one entity misreported their revenues and a prior period credit was processed. FY 2011 represents normalized revenues. The increase in FY 2014 is due to the additional category of electric franchise payor. The FY 2015 increase reflects our general growth assumption. STATE INCOME TAX FY: AMOUNT 08-09 09-10 10-11 11-12 12-13 13-14 14-15 $ % CHANGE 9,149,290 7,899,626 5,955,305 5,559,477 6,728,479 7,348,797 7,920,000 FRANCHISE FY: 6.3% -13.7% -24.6% -6.6% 21.0% 9.2% 7.8% AMOUNT 08-09 09-10 10-11 11-12 12-13 13-14 14-15 $ % CHANGE 2,479,028 2,132,644 2,338,951 2,347,952 2,302,643 2,415,000 2,462,093 10.5% -14.0% 9.7% 0.4% -1.9% 4.9% 2.0% FRANCHISE TAX 2.8 MILLIONS 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. The State’s economic recovery for FY 2014 and FY 2015 is expected to continue. 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%. 2.6 2.4 2.2 2.0 1.8 09 10 11 12 13 14 15 FISCAL YEAR ACTUAL EST ACTUAL BUDGET STATE INCOME TAX MILLIONS 9.0 7.0 5.0 3.0 09 10 11 12 13 14 15 FISCAL YEAR ACTUAL Annual Financial Plan EST ACTUAL BUDGET Page 65 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 as well as the fee structure in place at the time of the case. 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. 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, revenues only show moderate growth the past few years. Revenue growth is projected to be moderate in the future. FINES & FORFEITURES FY: AUTO IN LIEU TAX AMOUNT 08-09 09-10 10-11 11-12 12-13 13-14 14-15 $ % CHANGE 1,360,441 1,315,772 1,517,937 1,182,413 1,540,987 1,115,151 1,154,462 FY: 9.7% -3.3% 15.4% -22.1% 30.3% -27.6% 3.5% AMOUNT 08-09 09-10 10-11 11-12 12-13 13-14 14-15 $ 2,611,289 2,490,360 2,481,126 2,483,244 2,510,832 2,500,000 2,548,750 -5.3% -4.6% -0.4% 0.1% 1.1% -0.4% 2.0% AUTO IN LIEU TAX 1,800 2.7 1,600 2.6 MILLIONS THOUSANDS FINES & FORFEITURES % CHANGE 1,400 1,200 2.5 2.4 1,000 09 10 11 12 13 14 2.3 15 09 FISCAL YEAR ACTUAL Annual Financial Plan EST ACTUAL 10 11 12 13 14 15 FISCAL YEAR BUDGET ACTUAL Page 66 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 2015 is continuing to show an increase in projected revenue, demonstrating the strength of tourism in Northern Arizona. BBB FY: AMOUNT 08-09 09-10 10-11 11-12 12-13 13-14 14-15 $ % CHANGE 5,031,189 4,920,203 5,260,919 5,559,566 5,883,665 6,050,000 6,167,976 -1.5% -2.2% 6.9% 5.7% 5.8% 2.8% 2.0% 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 7.7% increase in HURF revenues in FY 2013 due to the State eliminating the revenue sweep for the DMV. The City expects a 6.5% increase in HURF revenue in FY 2015 due to the State approved additional $30M of HURF Revenues to be allocated to cities and counties. BED, BOARD & BOOZE TAX MILLIONS 6.5 HURF 6.0 FY: 5.5 08-09 09-10 10-11 11-12 12-13 13-14 14-15 5.0 4.5 09 10 11 12 13 14 15 FISCAL YEAR ACTUAL EST ACTUAL AMOUNT $ % CHANGE 6,412,329 6,429,355 6,300,885 5,576,167 6,007,741 6,007,741 6,397,818 -13.6% 0.3% -2.0% -11.5% 7.7% 0.0% 6.5% BUDGET HIGHWAY USER TAX MILLIONS 7.0 6.5 6.0 5.5 5.0 09 10 11 12 13 14 15 FISCAL YEAR ACTUAL Annual Financial Plan Page 67 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 2.2% is anticipated in FY 2015 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 2015. WATER FY: TRANSPORTATION TAX FY: AMOUNT 08-09 09-10 10-11 11-12 12-13 13-14 14-15 $ 10,020,213 9,526,056 9,851,253 10,399,189 11,114,898 11,215,156 11,459,192 4.1% -4.9% 3.4% 5.6% 6.9% 0.9% 2.2% $ TRANSPORTATION TAX MILLIONS 11.0 10.0 9.0 09 10 11 12 13 14 Annual Financial Plan EST ACTUAL 10 11 12 13 14 15 FISCAL YEAR 15 ACTUAL FISCAL YEAR ACTUAL -4.3% 0.9% 8.8% 7.8% 8.9% 11.1% 4.0% 15.0 14.0 13.0 12.0 11.0 10.0 9.0 8.0 8.0 09 % CHANGE 9,910,726 10,000,060 10,881,744 11,735,459 12,776,436 14,200,000 14,772,260 WATER SALES 12.0 MILLIONS AMOUNT 08-09 09-10 10-11 11-12 12-13 13-14 14-15 % CHANGE EST ACTUAL BUDGET BUDGET Page 68 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 FY15 is related to growth. AMOUNT $ 990,465 1,001,509 1,002,819 % CHANGE 0.0% 0.0% 0.0% 0.0% N/A 1.1% 0.1% * ENVIRONMENTAL MANAGEMENT REVENUES 1.5 1.0 0.5 0.0 WASTEWATER 09 FY: AMOUNT 08-09 09-10 10-11 11-12 12-13 13-14 14-15 FY: 08-09 09-10 10-11 11-12 12-13 13-14 14-15 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 2015. ENVIRONMENTAL MANAGEMENT $ % CHANGE 6,230,404 6,244,381 5,945,908 6,799,892 7,682,210 8,000,000 8,217,360 10 11 12 13 14 15 FISCAL YEAR -6.0% 0.2% -4.8% 14.4% 13.0% 4.1% 2.7% ACTUAL EST ACTUAL BUDGET * From Solid Waste WASTEWATER (SEWER) CHARGES MILLIONS 8.5 7.5 6.5 5.5 09 10 11 12 13 14 15 FISCAL YEAR ACTUAL Annual Financial Plan EST ACTUAL BUDGET Page 69 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. In addition, revenues are collected from the sale and storage of aviation fuel. During FY 2014, the PFC charge assessed was $4.50 per ticket. PFC’s are collected from the ticket sales of passengers embarking from the Pulliam Airport. PFC revenue is not used for operating expenditures. Airport revenues are required to be used for Airport Operations. The increase in revenues for FY 2015 is related to projected growth. SOLID WASTE FY: AMOUNT 08-09 09-10 10-11 11-12 12-13 13-14 14-15 $ % CHANGE 11,133,973 10,932,880 11,652,582 12,003,304 12,078,360 11,306,570 11,788,712 AIRPORT 6.0% -1.8% 6.6% 3.0% 0.6% -6.4% 4.3% * FY: AMOUNT 08-09 09-10 10-11 11-12 12-13 13-14 14-15 SOLID WASTE REVENUES $ % CHANGE 1,208,633 1,532,617 1,517,293 1,644,876 1,664,579 1,659,193 1,656,120 -7.9% 26.8% -1.0% 8.4% 1.2% -0.3% -0.2% AIRPORT REVENUES 12.0 1,800 10.0 THOUSANDS MILLIONS 14.0 8.0 6.0 09 10 11 12 13 14 15 FISCAL YEAR ACTUAL EST ACTUAL BUDGET 1,600 1,400 1,200 1,000 09 10 11 12 13 14 15 FISCAL YEAR * Adjustment to Environmental Management ACTUAL EST ACTUAL BUDGET PFC revenues for the Airport are negatively affected in FY 2014 for two primary reasons. First, a second airline has yet to be been contracted with the $800,000 Federal grant secured to encourage airline activity in Flagstaff. Second, PFC’s were negatively impacted by the Federal government shutdown of 16 days during the peak tourism season. Many of the airline customers were flying to Flagstaff as a gateway to the Grand Canyon, and modified their plans when the park was closed and the uncertainty of the reopening. Other revenues are conservatively estimated reflecting ground leases transition, Hangar Executive Box vacancies, and lower volume Fuel Flowage Fees. The expectation is that the airport will be in a growth period beginning in late FY 2015. Annual Financial Plan Page 70 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 subsidized housing. 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 08-09 09-10 10-11 11-12 12-13 13-14 14-15 $ % CHANGE 1,206,233 1,320,241 1,412,573 1,416,204 1,430,561 1,442,411 1,477,788 11.6% 9.5% 7.0% 0.3% 1.0% 0.8% 2.5% The revenue increases in 2009 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 decrease in income for FY 2012 through FY 2015 is due to falling incomes for the families/individuals served. HOUSING AUTHORITY RENTS/TENANT INCOME FY: STORMWATER REVENUES THOUSANDS AMOUNT 08-09 09-10 10-11 11-12 12-13 13-14 14-15 1,500 1,400 1,400 1,300 1,300 1,200 1,200 1,100 1,000 1,100 $ % CHANGE 918,709 1,133,443 1,139,561 1,057,705 994,123 957,958 956,633 10.9% 23.4% 0.5% -7.2% -6.0% -3.6% -0.1% RENTS AND TENNANT INCOME 1,200 ACTUAL ACTUAL ESTACTUAL ACTUAL EST THOUSANDS 09 10 11 12 13 14 15 FISCAL YEAR BUDGET BUDGET 1,100 1,000 900 800 09 10 11 12 13 14 15 FISCAL YEAR ACTUAL Annual Financial Plan Page 71 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 in conjunction 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 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 these 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 72 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 2015 CAPITAL IMPROVEMENT PLAN The City budget for FY 2015 includes capital improvement projects totaling $93.3 million. This amount includes $59.3 million in carryforward items that have been budgeted. Project funding is comprised of the following: $10.8 million in grants primarily for airport and general government projects, $27.2 million in general obligation (G.O.) bonds for the construction of Core Services Maintenance Facility and Flagstaff Watershed Protection Project 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. Annual Financial Plan General Government – Twelve projects are scheduled for FY 2015 for a total of $49.2 million. Projects included in this category are the Core Services Maintenance Facility and the Flagstaff Watershed Protection Project, which were authorized by voters in the November 2012 election. Other major projects include FUTS and open space land acquisition and Innovation 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 seventeen Streets/Transportation projects scheduled at a budgeted cost of $11.7 million. Transportation Tax funding $7.6 million and HURF & other revenues fund $4.1 million. FUTS Fund – Major projects include High Country Trail, Sheep Crossing Trail, Ponderosa Trail Rehabilitation, BNSF Walnut-Florence Underpass, Hospital Rim FUTS Trail, and Lonetree Trail. Sixteen projects are scheduled at a budgeted cost of $2.9 million for FY 2015. BBB Funds – three categories’ make up the BBB Funds Capital Projects for FY 2015. Arts and Science includes seven projects scheduled at a budged cost of $200,900. BBB Recreation includes five projects scheduled at a budgeted cost of $1.5 million. Beautification includes fifteen projects scheduled at a budgeted cost of $3.0 million. Major th projects include 4 Street Neighborhood Gateway, Butler Avenue-North Edge, and Train Station Platform. Utilities Fund – Major projects for water production and distribution include Aging Water Infrastructure Replacement, McCallister Ranch, SCADA Communication Towers, Wildcat-RW Pump Station, Cogen Improvements, and Aging Sewer Infrastructure Replacements. Nineteen water projects and twelve wastewater projects, and two reclaimed water projects are scheduled at a combined budget of $13.9 million for FY 2015. Airport Fund – Three projects are scheduled at a budgeted cost of $5.7 million for FY 2015. The projects include Sustainability Master Plan, the Main Airport Access/Public Circulation Road Rehab, and Westplex Taxiway-Rehab Phase II. Page 73 City of Flagstaff Solid Waste Fund - Five projects are scheduled for a budgeted cost of $818,000. The projects include Stormwater Infrastructure, Alternative Line Test Plots, Paper Sludge Storage, Road Extension, and Maintenance Building. . Stormwater Fund – Eleven projects are budgeted in the Stormwater fund with a cost of $4.3 million in FY 2015. Major projects include drainage spot improvement maintenance, Rio de Flag, Columbia Circle and Five Points. CAPITAL PLAN IMPLICATIONS For a community to continue to grow and prosper, capital improvement needs must be balanced with the burden placed on its citizens to fund them. Therefore, the capital improvement program is evaluated in terms of its impact on a variety of factors such as property taxes, utility rates, and entering into other long-term commitments, i.e., affordability factors. 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. The next rate study will be completed in FY 2015. 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, Annual Financial Plan 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% DEBT DEBT CAPACITY The City’s legal debt margin, shown on the following page, demonstrates adequate capacity to complete the capital projects passed with the November 1996 bond election, May 2004 bond election, November 2010 election, and the November 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 Page 74 City of Flagstaff 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. Administrative factors reviewed include the professionalism of the administration relative to budgetary policies and practices, financial reporting and results of independent audit, and effective management practices. Debt limitations, tax rate and levy limitations and unused debt margins are also assessed. Focus on management capabilities includes personnel turnover, labor relations, and legal and political constraints evident in the organizational structure. Finally, assessment procedures are reviewed and property valuations are trended and analyzed. DEBT SERVICE At July 1, 2014, the total actual indebtedness is $159.5 million. FY 2015 annual debt payments are $14.1 million. At the start of the fiscal year, July 1, 2014, the City's 20% general obligation debt of $55.4 million is well below the legal limit by $134.1 million. The City has no outstanding general obligation debt in the 6% category. Thus, the full allowable debt margin of $40.2 million is available. The following table illustrates the total actual indebtedness through the life for all currently outstanding debt. Quality of Life factors include the physical, environmental, and social/cultural amenities of a community, which enhance the desirability as a place to live and thereby add to the valuation of the tax base. 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. 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 $ $ Principal 9,802,957 11,267,326 11,813,602 10,747,794 11,020,039 11,370,991 10,975,786 7,629,575 7,500,203 6,607,650 4,938,715 4,877,711 5,038,616 4,668,946 3,049,035 1,459,520 1,408,821 1,227,046 425,000 445,000 460,000 126,734,333 Interest 4,306,848 4,117,425 3,903,398 3,694,424 3,266,689 2,774,578 2,274,784 1,833,395 1,498,146 1,231,161 1,013,628 830,341 645,183 463,642 314,797 221,667 156,984 98,561 44,701 27,300 9,200 32,726,852 Total 14,109,805 15,384,751 15,717,000 14,442,218 14,286,728 14,145,569 13,250,570 9,462,970 8,998,349 7,838,811 5,952,343 5,708,052 5,683,799 5,132,588 3,363,832 1,681,187 1,565,805 1,325,607 469,701 472,300 469,200 159,461,185 General Obligation Debt July 1, 2014 20% Limitation (Water, Sewer, Lighting, Open Spaces, Recreation, and Fire Facilites Purpose Debt) Assessed Valuation $ 670,696,280 Allowable 20% Debt 20% Debt Outstanding Allowable Debt Margin $ 134,139,256 (55,387,587) 78,751,669 $ 6% Limitation (All Other General Obligation Debt) Assessed Valuation $ 670,696,280 Allowable 6% Debt 6% Debt Outstanding Allowable Debt Margin $ 40,241,777 40,241,777 Annual Financial Plan $ Page 75 City of Flagstaff Annual Financial Plan Page 76 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 2014 is 46%, for FY 2015 is 22%, and for FY 2016 is 22%. 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 77 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. FUND BALANCES AND RESERVES 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:     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 Page 78 City of Flagstaff 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 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:   The City received voter approval for a second permanent base adjustment in the May 2006 general election. The adjustment was necessary to align previous citizen approved expenditures with the maximum allowable amount per the Economic Estimates Commission. Expenditure Limitation is presented as the basis of accounting presented by the uniform expenditure reporting system, which excludes expenditures of certain revenues specified in the Arizona Constitution.  BUDGET POLICIES Budget Basis of Accounting – The accounting and budgeting systems for the City are in accordance with Generally Accepted Accounting Principles (GAAP) format, with minimal variances between the two systems. Budget basis for enterprise funds differ primarily due to state laws. The major differences are as follows:       Encumbrances (contractual commitments) are considered the equivalent of expenditures. Encumbrances at year-end for goods or services, which are not received prior to the end of the fiscal year, are cancelled. Fund balances reserved to inventory and bonded debts are not included in the budget. Certain expenditures, such as depreciation and landfill closure and post closure accrual, are not included in the budget. All funds except the Internal Service Fund are budgeted. Enterprise funds budget capital expenditures and debt service payments as expenses. Enterprise funds budget bond proceeds and grants as revenues. Annual Financial Plan  General Fund - The chief operating fund that accounts for all activity not accounted for somewhere else. The General Fund currently encompasses the activities of General Administration, Management Services, Community Development, Public Safety, Public Works, 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, FUTS, EDA Revolving Loan Fund and Metropolitan Planning Organization. Debt Service Funds – Established to set aside the resources needed to meet current and future debt service requirements on general long-term debt. The City has established the General Obligation Bond Fund, the Secondary Property Tax Fund, and the Special Assessment Fund in this category. Capital Projects Fund – Established to separately reflect major capital acquisitions and/or construction from other ongoing operating activity. The City of Flagstaff has established a Capital Project Fund. 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.  Page 79 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 six Enterprise Funds in the form of Utilities (Water and Wastewater, Solid Waste, Stormwater Utility), Sustainability and Environmental Management, Airport, and Flagstaff Housing Authority. City of Flagstaff 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. Local Transportation Assistance Funds (LTAF) funding was eliminated for FY 2011 by the State 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 Financial Plan 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. MINIMUM LEVELS OF CAPITAL INVESTMENT The Street Improvement Program will strive to commit $1.5 million for annual capital maintenance of the street system which includes ADA compliance in the street system. The Water and Sewer system will undertake sufficient capital improvements considered routine operations and maintenance to prevent system degradation. Additionally, the inner basin waterline will be improved over a 20-year period. Sinking funds have been established for future landfill closure costs. Currently, it is estimated that $10 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. NON-RECURRING REVENUES The City will balance operating revenues against operating expenditures. Any non-recurring revenues are budgeted for other one-time and/or nonrecurring expenditures. Should any non-recurring revenue source have ongoing operating implications, those considerations will be evaluated before the acceptance of such funding. Page 80 City of Flagstaff ISSUES AND UPDATES performance review rating 0.4% will be reduced from the total amount of the increase for that year. PERSONNEL SERVICE COSTS In addition City employees will receive lump sum longevity pay compensation in December of 2014. The longevity pay will be based on the employee’s years of service as of July 1, 2015. Those employees with 1 year of service will receive $100, 2 years $150, 3 years $250, 4 years $350 and five or more years $450. COMPENSATION The City’s Maintenance Workers and Equipment Operators salary structure was updated on April 1, 2014 as part of the first revenue trigger set for fiscal year 2014 in order to improve market competitiveness of these positions. The other two revenue triggers (1) Library Reorganization and (2) Commissioned Police Structure Phase 2 were not met, but funding was allocated in the fiscal year 2014-2015 budget. The remaining phases of the Library reorganization will be completed effective July 1, 2014. The Commission Police Structure will be updated to include a cadet pay range; however, the $200,000 will be utilized to address retention of the Commissioned Police personnel that have five or more years of service as of December 31, 2014 rather than implementing the entire Phase 2 of the salary structure. The City’s pay plan will be updated on July 1, 2014 with the removal of steps within nonexempt pay ranges. The compensation study was updated by Human Resources to capture changes in the City municipal organization and in the benchmark organizations. As a result the City is an average of 7.36% below market. There will not be a market increase to the pay plan or to skill based pay during fiscal year 2014-2015. Hazardous Assignment Pay is paid to employees who perform demanding duties or duties with an unusual degree of responsibility, a heightened level of physical risk that is above the norm for the job, and where additional certification and/or continuing education is needed that is above and beyond the minimum requirements for the position. Assignment pay will not be adjusted; however, the City has added two new types of Assignment Pay (1) Field Training Officer and (2) Communication Training Officer. The Paramedic Assignment Pay will also be eliminated effective October 1, 2014 and will become a classification within the Fire Department pay plan. City employees will receive a merit increase this year based on their years of service. Employees will receive a 0.4% increase for each year the employee received a proficient performance review rating for the past five years. Employees with 1 year of service will receive a 0.4% increase, 2 years a 0.8% increase, 3 years a 1.2% increase, 4 years a 1.6% increase and 5 or more years a 2% increase. For any years the employee did not receive a proficient Annual Financial Plan The total amount of compensation is approximately $30,852,000 in the general fund. BENEFITS Fiscal year 2015 begins the 22nd 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. NAPEBT continues to expand the wellness program by adding fitness and nutrition classes and the introduction of wellness week for employees to focus on wellness related education and activities with their co-workers. NAPEBT held its sixth annual health fair. 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 participation of health and wellness activities and preventative health care to the Wellness Incentive Program. The Wellness Incentive Program was expanded this year to include three levels. Level 1: The employee completes the Biometric Screening and Health Risk Assessment to receive 7 points worth a $120 per year discount on insurance premiums. Level 2: The employee completes level 1 and earns an additional 8 points to receive 15 points total worth a $240 per year discount on insurance premiums. Level 3: The employee completes level 1 and 2 and earns an additional 10 points to receive 25 points total worth a $240 per year discount on insurance premiums and $120 cash incentive. The cash incentive may be paid as compensation or deferred Page 81 City of Flagstaff into the employee’s Flexible Spending Account, Health Savings Account, or 457 deferred compensation account. The overall premium increase for health insurance was 7% and 6% for prescription drugs based on national trend. The Trustees voted to mitigate the increases through the use of Trust surplus funds. NAPEBT has seen positive impacts of the Wellness Incentive Program on claims and actual claims trend is about 2%. The health insurance premiums will not increase this fiscal year. The overall employer contribution has decreased by $34,000 in the general fund. All in-network cost sharing will accumulate toward the annual out-of-pocket maximum in order to comply with the Affordable Care Act. Thus, NAPEBT has increased the out-of-pocket maximums in order to keep the plan cost neutral. The Base Plan will increase to $4,250 per year and the Buy Up Plan to $4,000 per year. 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 five years. The overall increase for health insurance is still below the national trend of approximately 7%. 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.) or Flexible Spending Account (F.S.A.). The dependent subsidy was reduced effective July 1, 2009 and this will continue fiscal year 2015. The total budget for employee only health insurance is $3.9 million dollars. The total cost of the dependent subsidy to the City is $770,400. 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 2015. The savings to all funds is approximately $322,000. NAPEBT completed a request for proposal for both the dental and vision insurance benefits. The dental insurance premiums were slightly decreased for fiscal year 2015. The City pays 100% of employee coverage and employees pay 100% for dependent Annual Financial Plan coverage. $283,000. The cost to all funds is approximately There was a slight increase to the vision insurance benefits. The City provides a basic vision benefit for the employee and dependents. The employee does have a buy up option for employee and dependent coverage. The cost to all funds is approximately $12,085 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 $88,418. The Public Safety Personnel Retirement System (PSPRS) employer contribution will be 35.16% for Police an increase of 8.7% and 49.26% for Fire an increase of 5.4%. The PSPRS employee contribution will increase by 1% to 11.05% for the employee. The ASRS employer and employee contribution will be 11.6%. The ASRS pension and health insurance benefit will be 11.48% and the ASRS long-term disability benefit will be 0.12%, which is an overall increase of 2.9%. The cost to all funds is approximately $4.7 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 is $34,000 for the FY2015 budget. The City provides a Repetitive Motion Therapy (RMT) benefit to all employees. The RMT sessions are for those employees who have previous, current, Page 82 City of Flagstaff or are susceptible to a repetitive motion injury. Thus, priority for appointments is given in the following order.  All employees with current workman’s compensation claims or claims closed for less than one year have first priority when scheduling an appointment. However, employees with current workman’s comp claims who do not follow their prescribed course of treatments will not have priority when scheduling an appointment.  All other employees who are susceptible to a repetitive motion therapy are eligible for one therapy session per week. 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 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. 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. 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. 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. 3. RETITLE - A job title is evaluated in regard to changing the job title only. This does not affect pay. 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. 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, 2013 and July 1, 2014. Annual Financial Plan Page 83 City of Flagstaff RECLASSIFICATIONS/RERANGES Old Title Stormwater Analyst Old Range 112 New Title Utilities Management Analyst New Range No. of Employees Effected 113 1 Library Assistant I 5 Librarian 9 1 Landfill Supervisor 10 Public Works Supervisor 11 1 Solid Waste Supervisor 10 Public Works Supervisor 11 2 Housing Manager 15 Deputy Housing Director 16 1 IT Specialist - GIS R8 IT Analyst - GIS R12 1 IT Technician – GIS R6 IT Specialist – GIS R8 1 IT Technician R6 1 IT Administrator – GIS R113 IT Technician – ITAC R6 IT Specialist – ITAC R8 1 Assistant City Manager – Communications 113 Same 114 1 Assistant to City Manager 112 5 7 1 112 1 Executive Assistant Administrative Specialist Zone 2 8 B22 Billing Specialist Auditor I 9 Auditor II Payroll Assistant 7 Payroll Specialist 8 1 Administrative Specialist Zone 3 B23 Administrative Specialist Leadworker 9 1 Police Officer P09 Police Corporal/Detective P11 2 Police Corporal/Detective P11 Police Sergeant P13 2 Police Emergency Communications Specialist 7 911 Coordinator 10 1 Library Assistant I 5 Library Specialist B61 15 109 Library Supervisor 110 1 Library Cataloging Assistant 7 Library Specialist B62 1 Library Clerk I 3 Library Clerk 4 7 Library Page 1 Library Page 2 4 Mechanic Leadworker 9 Mechanic Supervisor 11 1 Program Assistant 7 Customer Relations Manager Pending 1 Solid Waste Dispatcher Pending 1 Pending Pending 1 Administrative Specialist Zone 1 Pending 2 Librarian Administrative Assistant Zone 3 Bin Maintenance Leadworker Administrative Assistant Zone 2 Annual Financial Plan B13 7 B12 Page 84 City of Flagstaff REZONE No. of Employees Old Zone New Zone Administrative Assistant 1 2 1 Administrative Specialist 1 2 1 Administrative Specialist 2 3 1 Maintenance Worker 1 2 3 Maintenance Worker 2 3 1 Equipment Operator 1 2 3 Equipment Operator 2 3 2 Procurement Specialist 1 2 1 Accountant (1-Pending) 1 2 2 Accountant 2 3 1 Planning Development Manager (Pending) 1 2 1 Recreation Supervisor 1 2 6 Airport Operations/ARFF Specialist (Pending) 2 3 2 Current Job Title Effected RETITLE Old Title New Title Range Engineering Inspector Construction Inspector 10 Inspection Supervisor Senior Construction Inspector 11 Welder Welder/Technician 7 6. NEW CLASSIFICATIONS The following classifications have been added to the City Pay Plan: 1. Police Crime Analyst was classified as a range 8. 2. Wildland Fire Crew Member – Senior was added to the temporary pay plan. 3. Administrative Assistant – Customer Service was added to the temporary pay plan. 4. Additional Building Plans Examiner in range 10. 5. Creative Services Lead Worker classified as range 9. Annual Financial Plan Additional IT Technician in range R6 pending changes with Court IGA. 7. Additional Meter Technician in range 4 for one year. 8. Additional Library Specialist for the East Branch Library in zone 1. 9. Fire Training Coordinator upon approval of an IGA classified as range 10. 10. Regulatory Compliance Manager classified as range 117. 11. Water Production Maintenance Workers added to the temporary pay plan. 12. Finance Intern added to the temporary pay plan for one year. Page 85 City of Flagstaff 13. Water Bike Cops added to the temporary pay plan. PAY PLAN CHANGES The following changes have been made to the City Pay Plan: 1. All non-exempt steps were removed from each pay range within the structure. 2. The broad band for Maintenance Worker and Equipment Operator was updated from ranges 4-8 to ranges 5-8. 3. The Library Specialist broad band was created. REORGANIZATIONS The following completed: reorganizations have been TURNOVER City’s turnover rate for calendar year 2013 is 11.16%. This is 5.74% lower than the government rate according to the Bureau of Labor Statistics. POSITION ADDITIONS/DELETIONS A review of the Personnel Table of Organization (see Appendix Section), provides complete detail, including staffing request changes that are reclassification requests and transfers of personnel between divisions to accommodate changing program needs. There is a net increase of 2.61 FTE’s across all funds for FY 2015. The following detail highlights the five year historical staffing trend as well as the City’s calculation of City staff in comparison to population. 1. Utilities Reorganization Phase I: At the Wildcat Wastewater Treatment Plant 1.5 FTEs for temporary Equipment Operators were changed to 2 benefit-eligible Multi-Skilled Workers – Plant Technicians and the Stormwater Analyst was also reclassified to a Utilities Management Analyst. 2. Information Technology: The IT Administrator, Specialist and Technician in the GIS work program were reclassified along with the IT Technician in the ITAC work program. 3. The Flagstaff Police Department will be transitioning to a higher number of squads, so there will be two more Police Sergeants and Corporal/Detectives. 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. 4. Library Reorganization: The Library Page and Library Clerk positions were reclassified, the Library Assistant were reclassified to Library Specialists and a broad band pay structure was created and temporary pay was set at 5% below the minimum of the pay range for each classification. ORGANIZATIONAL STUDIES The Human Resources division has received additional requests for Utilities and Fleet. 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 Census Year 1980 1985 1990 1995 2000 2005 2010 2014 * * * * ** 2012 Fiscal Year 2013 2014 2015 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 67.50 58.38 22.00 89.65 33.43 255.00 200.21 0.00 73.10 68.50 57.86 22.00 90.55 34.43 812.42 802.50 799.04 801.65 2011 260.00 153.59 110.43 72.68 68.50 61.88 23.50 39.00 35.75 825.33 Population 34,743 38,247 45,857 52,701 52,894 61,185 65,870 69,353 Budget Year 1981 1986 1991 1996 2001 2006 2011 2015 Employees 427.75 470.25 527.25 593.00 700.00 768.03 825.33 801.65 Emp/Pop 12.3 12.3 11.5 11.3 13.2 12.6 12.5 11.6 City Employees per 1,000 Population 11.6 2014 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 86 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF COST ALLOCATION FOR FISCAL YEAR 2015 GENERAL 001 PROVIDING SECTIONS Page 87 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 TRANSPORTATION 041-044 HURF 40 687,239 63,574 43,519 207,658 15,204 12,779 348,924 41,112 29,751 89,827 10,491 8,434 316,672 33,308 32,385 561,798 356,973 12,396 32,585 24,792 31,963 141,980 9,693 6,567 299,812 6,650 11,969 596,436 70,452 40,351 446,926 - - 1,360,028 0 392,001 137,013 14,909 14,496 2,956 0 94,986 28,575 1,229 45,451 508,738 67,736 0 1,651 879 36,709 20,072 1,062 218,769 25,415 2,952 12,822 UTILITY 201 STORMWATER 210 AIRPORT 270 ENVIRON. SERVICES 280 SEMS 282 TOTAL 81,177 8,253 18,480 71,243 15,975 40,967 2,022 2,916 25,411 3,214 55,783 5,578 8,832 43,371 10,087 22,018 1,356 1,995 15,749 2,217 110,874 4,877 6,578 76,070 7,051 313,080 11,879 41,568 228,759 13,029 989,460 311,822 543,438 152,966 624,524 1,095,462 731,958 999,333 614,336 983,491 446,926 1,752,029 261,332 160,255 189,120 695,749 322,930 3,272,240 333,551 192,147 16,528 17,289 16,528 14,147 92,681 59,587 37,188 7,195 624,382 17,440 23,378 166,423 33,248 0 3,990 35,908 3,990 116,940 7,622 39,414 71,917 14,944 - - - - - 49,629 - 2,183 - 8,408 2,944 34,050 3,156 13,302 32,674 16,337 0 257 1,736 98,924 126 36,925 11,406 37,108 31,124 2,712 CHARGES TO OTHER FUNDS 302,221 104,164 194,514 63,139 307,852 533,664 374,985 857,353 314,524 387,055 - 392,001 124,319 157,299 160,545 187,011 143,732 784,651 2,487,589 62,042 103,654 4,303 10,640 $ 8,758,342 457,129 906,322 335,274 2,068,606 113,243 236,407 1,119,246 152,802 14,147,371 5,389,029 $ 2,212,118 1,806,954 1,395,201 540,269 137,013 2,666,787 8,758,342 176,085 119,380 68,965 14,909 77,790 457,129 151,660 392,001 90,850 140,437 14,496 116,878 906,322 39,239 265,318 12,822 2,952 14,943 335,274 644,370 966,717 36,925 49,629 370,965 2,068,606 38,614 42,351 11,663 2,183 18,432 113,243 55,329 80,929 52,146 2,944 45,059 236,407 324,525 333,835 162,722 34,050 264,114 1,119,246 75,732 34,537 19,175 3,156 20,202 152,802 3,717,672 2,198,955 3,329,118 1,045,124 261,332 3,595,170 14,147,371 1,505,554 392,001 1,933,917 504,855 124,319 928,383 5,389,029 179,198 $ 15,748 13,224 57,885 6,553 3,491 35,355 7,173 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 2015 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. The goal is to remove 12 light duty and 6 heavy duty vehicles/equipment.  Initiate an employee education campaign to increase vehicle miles per gallon efficiency through efficient driving practices and vehicle maintenance practices.  Draft a Sustainable Purchasing Policy for new vehicle purchases, based on best practices for fuel economy on lifetime 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 2014 we reviewed 24 replacement requests and agreed on replacing 19 vehicles and equipment. The General Fund replacements include a 24 year old fire engine, an 18 year old zamboni and 4 patrol cars. The Utility Fund includes the 34 year old dredge, 34 year old dozer and 2 service trucks. HURF fund will be 2 sweeper replacements and trading 3 loaders and 3 motor graders for 3 new Page 88 City of Flagstaff all-wheel drive motor graders. The Solid Waste Fund is replacing a dozer, 1 front load truck, 1 residential side load truck and a chassis on a bin maintenance truck. Worked with City of Flagstaff Sections reviewing underutilized vehicles/equipment justifications and eliminating vehicles/equipment that are not needed. Two vehicles were eliminated. Other FY2014 accomplishments include:  Continued to track fuel usage by section to decrease consumption usage. Fuel usage down 2.04%.  Conducted Sustainability Fleet Drivers training.  Facilitated an online reservation system for the pool vehicles. Other objectives for FY 2015 include:      Research replacement alternative funding methods. Coordinate with the Sustainability Section 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. FLEET FISCAL YEAR 2015 REPLACEMENTS AMOUNT DIVISION/SECTION 051 FIRE FIRE ENGINE $ 495,000 061 POLICE CRUISERS (4) 114,500 156 RECREATION ZAMBONI 100,900 TOTAL GENERAL FUND FLEET 215,400 161 STREETS SWEEPERS (2) AWD MOTORGRADERS (3) 560,000 1,119,500 303 WATER DISTRIBUTION PICK UP TRUCK FLATBED 4x4 PICK UP TRUCK OUTFITTED 311 WASTEWATER TREATMENT 4x4 PICK UP TRUCK OUTFITTED DOZER 313 WASTEWATER COLLECTION ONE-TON PICK UP TRUCK OUTFITTED 4x4 PICK UP TRUCK OUTFITTED DUMP TRUCK 80,000 45,000 125,000 TOTAL UTILITIES FLEET 535,500 222 AIRPORT ARRF REPLACEMENT VEHICLE 1,350,000 165 SOLID WASTE - LANDFILL DOZER 166 SOLID WASTE - COLLECTIONS RAPID RAIL TRUCK BIN MAINTENANCE TRUCK TOP LOADER TRUCK TOTAL AIRPORT FLEET 1,350,000 TOTAL SOLID WASTE TOTAL HURF FLEET 1,679,500 TOTAL FLEET REPLACEMENTS Annual Financial Plan AMOUNT DIVISION/SECTION Page 89 19,000 44,500 45,000 177,000 750,000 215,000 77,320 215,000 1,257,320 $ 5,037,720 City of Flagstaff GF Phone - $66,175: Maintenance for VOIP and telephone Five-Year Information Technology Plan The City of Flagstaff’s IT Division will continue to refresh end-user equipment as well as servers and other equipment on an as needed basis. The goal is to continually improve the quality of service which IT provides to the City’s employees as well as to the citizens of the Greater Flagstaff area. GIS Acquisitions - $10,000: Hardware upgrades and replacements. Items to consider     Implementation of ERP & Community Development Software Replacement of network core switches that are no longer supported. Addition of a fourth camera to the video recording system in council chambers Additional PC refreshes Annual Financial Plan PC and Network Replacements & Upgrades $132,060: The budgeted amount will allow replacement of end-user equipment on an as needed basis. E-Government - $20,000: Implement the expansion of video streaming of council meetings. FY2015 Acquisitions - $430,633: Large purchases include the Microsoft Enterprise agreement, Automated Time Entry, and Scheduling Software. Page 90 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF IT 5-YEAR PROJECTION FY 2015 - 2019 IT Five Year Projections Actual 2012-2013 GF Phone $ Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 49,363 66,175 66,175 66,175 66,175 66,175 66,175 66,175 51,484 42,268 10,374 104,126 44,020 44,020 44,020 132,060 44,020 44,020 44,020 132,060 44,020 44,020 44,020 132,060 44,020 44,020 44,020 132,060 44,020 44,020 44,020 132,060 44,020 44,020 44,020 132,060 44,020 44,020 44,020 132,060 8,439 8,439 10,000 10,000 10,000 30,591 40,591 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 11,961 20,000 20,000 20,000 30,000 30,000 30,000 30,000 128,721 53,536 10,095 24,989 217,341 90,000 50,000 135,000 35,000 30,000 15,333 30,000 5,000 25,100 415,433 25,000 127,527 35,000 8,000 13,000 13,800 222,327 65,000 50,000 135,000 22,000 15,333 47,000 5,000 11,300 70,000 10,000 430,633 185,000 185,000 185,000 185,000 185,000 185,000 125,000 125,000 Public Safety Police Upgrades Total Public Safety 59,553 59,553 - - - - - - - Total Expenditures 450,783 643,668 481,153 658,868 423,235 423,235 423,235 363,235 Funding General Fund MIS allocation One time monies Carryover Total Funding 415,794 34,989 450,783 393,235 65,100 185,333 643,668 368,762 79,391 33,000 481,153 403,235 86,300 169,333 658,868 423,235 423,235 423,235 423,235 423,235 423,235 363,235 363,235 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 91 New Hardware & Software and Upgrades Scheduling Software Automated Time Entry Microsoft Enterprise Agreement Microsoft SQL Licenses Kiva Replacement Innoprise Updates VOIP Migration - next phase SAN for Disaster Recovery Planning & Development Engineering One Time PC Replacement One Time Camera Total New Hardware & Software City of Flagstaff $ the current and targeted condition of the City’s critical infrastructure. FY 2014 UPDATES QUALITY INFRASTRUCTURE In the FY 2015 budget, Council continues to address funding needs of maintenance and to improve the City’s infrastructure. FY 2015 Budget focus was on Facilities and IT. See Quality Infrastructure under FY2015 Issues for further information. USER FEES For FY 2015 Budget, Council approved an increase in recreation fees that will generate approximately an additional $70,000 in revenues. LIBRARY DISTRICT TAX REVENUES For FY 2015, the assessed valuation for the Library District remained relatively flat. In addition, the property tax rate was flat. All the libraries in the Library District have structurally balanced their budgets to the current level of ongoing revenue and those libraries also support some of their one-time expenditures with accumulated reserves. The County-wide assessed valuation is anticipated to grow next fiscal year, reinstating funding levels to prior year revenues by Fiscal Year 2017. The City of Flagstaff and Coconino County review the projected revenues and the current and projected work program to assure the property tax rate is appropriately set to meet the adopted work program. FY 2015 ISSUES Conclusion Council adopted a budget that included an additional $650,000 for street pavement preservation, $1.9 million for facility repairs/improvements, $480,000 for information technology replacements/improvements and $580,000 for park improvements. ADOR SALES TAX OPERATION CHANGES TRANSACTION PRIVILEGE (SALES) SIMPLIFICATION TAX There are two ways Arizona municipalities collect Transaction Privilege Taxes, as a program city or as a non-program city. Program cities elect to have the Arizona Department of Revenue administer their city tax code and non-program cities elect to selfadminister their city tax code. The City of Flagstaff is a non-program city and self-administers its city tax code. Background/Discussion QUALITY INFRASTRUCTURE During the Fall Budget Retreat, Council directed management to focus their efforts to increased funding necessary to improve street, utility, fleet, parks, information technology, 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 Annual Financial Plan In July 2012, Council re-affirmed this priority by setting the goal to repair, replace and maintain infrastructure. In addition, 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 in February 2013. The Council reaffirmed this goal during the December 2013 and February 2014 budget retreats with a priority for FY 2015 on Facilities and Information Technology. In May, 2012, Arizona Governor Jan Brewer issued Executive Order 2012-01, calling for the creation of a Transaction Privilege Tax Simplification Task Force. The Task Force was charged with: ...reviewing, identifying, or developing proposals that would simplify the TPT code and TPT practice in order to alleviate taxpayer frustration, improve compliance, and avoid redundancies. Specific areas of focus shall include, but not be limited to: a. options for a single point administration to avoid redundancies; b. identification of differences between state statute and the Model City Tax Code; and c. standardization of definitions of taxable transactions between taxing authorities. Since the creation of the task force, many changes have been made to state and city tax codes. The most important outcome of the task force is that Page 92 City of Flagstaff Arizona cities may no longer remain as nonprogram, or self- administered cities, effective January 1, 2015. Conclusion With the loss of its status as a non-program city, the City of Flagstaff anticipates a reduction in revenues after the Arizona Department of Revenue takes over administration of the City’s tax code. The anticipation of lost revenues is mainly due to the historical increase other Arizona cities have noticed when they have changed their status from a program city to a non-program city. Currently, the estimated lost revenue in FY15 is $150,000. The effects of this change will be closely monitored over the next fiscal year. Annual Financial Plan OUTSOURCING An emphasis in the FY2015 Budget process was to look into outsourcing as a potential way to improve efficiency and save taxpayer dollars. During the budget review meetings in March 2014, divisions were asked to review their operation to see if there were opportunities to outsource and what the pros and cons were for each outsourcing opportunity. Conclusion The City is already outsourcing many services when the City doesn’t have the expertise in-house or when the need for that service is only temporary or onetime in nature. Some of the more recent outsourcing by the City includes the copy & mail center and plan reviews. The City will continue to look for opportunities where it is more advantageous to outsource versus being performed by current staff or needing to hire new staff. Page 93 City of Flagstaff Annual Financial Plan Page 94 City of Flagstaff General Fund UNRESERVED FUND BALANCE/ RETAINED EARNINGS ESTIMATED REVENUES AND OTHER FINANCING AT 7/1/2014 SOURCES 2014-2015 $ INTERFUND TRANSFERS 2014-2015 IN OUT TOTAL FINANCIAL RESOURCES CAPITAL AVAILABLE 2014-2015 OUTLAY (EQUIP/CIP) OPERATIONS TOTAL DEBT SERVICE FUND RESERVES/ APPROPRIATIONS CONTINGENCIES 2014-2015 BALANCE 6/30/2015 Page 95 22,596,412 52,261,920 3,524,656 (9,798,047) 68,584,941 50,503,241 4,618,405 819,653 1,475,000 57,416,299 11,168,642 Special Revenue Funds: Library Highway User Revenue Transportation Flagstaff Urban Trails Beautification Economic Development Tourism Arts & Science Recreation-BBB Housing and Comm Svcs Metro Planning Org EDA Revolving Loan Fund 1,083,205 3,453,850 9,762,247 2,654,735 3,121,211 346,653 545,178 457,249 3,057,400 1,088,854 220,071 5,671,658 7,026,242 13,512,192 136,059 1,241,055 725,422 2,010,228 467,122 2,050,732 1,995,202 1,152,579 2,201 1,663,951 9,630,626 550,000 251,000 22,500 - (289,196) (20,701) (8,659,285) (426,139) (140,907) (2,024,447) (152,500) - 8,129,618 20,090,017 14,615,154 3,340,794 3,936,127 1,323,075 2,414,499 924,371 3,083,685 2,931,556 1,175,079 222,272 7,306,930 5,048,527 4,889,216 141,823 648,288 1,942,800 420,123 2,823,032 925,079 220,000 213,390 13,341,682 2,871,134 3,026,213 200,900 2,664,460 - 552,753 1,169,850 336,918 - 100,000 100,000 2,000,000 10,000 170,070 50,000 10,000 250,000 - 7,620,320 19,042,962 8,059,066 2,871,134 3,178,036 1,155,276 1,992,800 631,023 2,664,460 2,823,032 1,175,079 220,000 509,298 1,047,055 6,556,088 469,660 758,091 167,799 421,699 293,348 419,225 108,524 2,272 Debt Service Funds: G.O. Bond Fund Sec. Property Tax Special Assessment Bond 7,384,991 236,375 5,672,845 737,080 7,496,194 - (7,496,194) - 7,496,194 5,561,642 973,455 - - 7,496,194 740,850 - 7,496,194 740,850 5,561,642 232,605 243,244 24,833 - - 268,077 - - - - - 268,077 (309,261) 3,197,891 12,492,669 25,821,880 2,320,000 5,050,896 - 14,503,408 34,070,667 - 14,478,509 32,724,917 - - 14,478,509 32,724,917 24,899 1,345,750 17,979,095 200,734 7,112,763 132,043 597,381 405,233 28,125,775 9,417,214 15,785,212 1,052,959 1,709,213 6,812,330 807,000 220,000 3,538,796 55,700 (499,693) (16,784) (4,977,083) (233,730) (396,613) - 45,605,177 10,408,164 17,920,892 1,171,272 5,448,777 7,273,263 15,301,946 2,443,591 9,364,032 1,018,083 922,870 5,799,185 15,911,256 7,016,635 2,729,801 4,323,096 243,691 4,330,324 286,685 250,000 - 1,800,000 500,000 612,000 30,000 10,000 1,001,250 37,343,526 10,246,911 12,955,833 1,048,083 5,255,966 7,044,126 8,261,651 161,253 4,965,059 123,189 192,811 229,137 85,567,554 195,904,622 35,131,319 (35,131,319) 281,472,176 109,718,766 104,364,089 15,983,227 8,118,320 238,184,402 43,287,774 Permanent Funds: Perpetual Care Capital Projects Funds: Municipal Facilities Corp G.O. Bonds City of Flagstaff Enterprise Funds: Water and Wastewater Airport Solid Waste Sustainability & Env Mgmt Stormwater Utility 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 2014-2015 Schedule B: Tax Levy CITY OF FLAGSTAFF EXPENDITURE LIMITATION AND TAX LEVY INFORMATION FISCAL YEAR 2014-2015 ESTIMATED FY 2013-2014 FY 2014-2015 Expenditure Limitation [Economic Estimates Commission] $ 133,177,482 $ 5,901,999 $ 5,561,740 5,611,045 11,172,785 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 2013-2014 Levy (2) Prior Years' Levies (3) Total Primary Property Taxes Collected $ B. Secondary Property Taxes: (1) FY 2013-2014 Levy (2) Total Secondary Property Taxes Collected 5,742,768 - 5,520,173 5,530,453 11,050,626 $ 5,355,000 100,000 5,455,000 5,530,453 5,530,453 C. Total Property Taxes Collected $ 10,985,453 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 0.8429 0.8366 1.6795 0.8418 0.8366 1.6784 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 96 City of Flagstaff Schedule C: Revenues Other Than Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2014 AND 2015 (WITH ACTUALS FOR FISCAL YEAR 2013) ACTUAL REVENUES 2012-2013 SOURCE OF REVENUES BUDGETED REVENUES 2013-2014 ESTIMATED ACTUAL REVENUES 2013-2014 BUDGETED REVENUES 2014-2015 CHANGE (BDGT-BDGT) % CHANGE GENERAL FUND Local taxes City Sales Tax Franchise Tax $ 15,744,648 2,302,643 15,850,368 2,345,338 15,915,500 2,415,000 16,350,601 2,462,093 500,233 116,755 3.16% 4.98% Licenses and permits Business Licenses Building Permits Other Licenses and permits 20,015 1,309,720 326,400 33,000 1,119,250 157,930 33,000 1,119,250 247,930 33,000 1,141,075 218,930 21,825 61,000 0.00% 1.95% 38.62% Intergovernmental revenues State Income Tax Sharing State Shared Sales Tax Vehicle License Tax Federal Grants State Grants Local Intergovernmental Agreements 6,728,479 5,391,580 2,510,832 1,317,140 1,000,199 863,622 7,300,000 5,418,188 2,543,750 2,113,654 1,592,827 850,000 7,348,797 5,650,000 2,500,000 2,088,568 846,827 850,000 7,920,000 5,760,175 2,548,750 1,596,446 1,853,381 860,000 620,000 341,987 5,000 (517,208) 260,554 10,000 8.49% 6.31% 0.20% -24.47% 16.36% 1.18% Charges for services General Government Parks & Recreation Public Safety Cemetery 238,031 1,372,629 1,264,540 135,135 366,100 1,578,830 910,863 135,340 405,300 1,568,730 908,015 135,340 255,300 1,646,730 957,100 135,000 (110,800) 67,900 46,237 (340) -30.26% 4.30% 5.08% -0.25% Fines and forfeits Interest on investments Miscellaneous revenues Total General Fund 1,540,987 226,353 1,519,862 43,812,815 1,115,151 207,500 2,810,642 46,448,731 1,115,151 213,000 2,326,787 45,687,195 1,154,462 216,000 1,717,552 46,826,595 39,311 8,500 (1,093,090) 377,864 3.53% 4.10% -38.89% 0.81% LIBRARY FUND Intergovernmental revenues State Grants Library District Taxes Interest on investments Miscellaneous revenues Total Library Fund 53,882 3,843,643 34,004 494,502 4,426,031 25,000 6,116,924 37,437 20,474 6,199,835 25,000 4,406,534 31,261 62,500 4,525,295 79,000 5,501,560 37,624 53,474 5,671,658 54,000 (615,364) 187 33,000 (528,177) 216.00% -10.06% 0.50% 161.18% -8.52% HIGHWAY USER REVENUE FUND Intergovernmental revenues Federal Grants Highway User Tax Assistance Funds 6,007,741 - 36,000 5,955,798 200,000 3,838 6,007,741 - 179,924 6,397,818 - 143,924 442,020 (200,000) 399.79% 7.42% -100.00% 10,995 36,507 6,055,243 6,000 540,000 6,737,798 22,000 1,265,922 7,299,501 6,000 442,500 7,026,242 (97,500) 385,944 0.00% 18.06% 5.73% 11,114,898 89,879 11,204,777 11,081,675 89,000 4,500,000 15,670,675 11,215,156 90,000 3,100,000 14,405,156 11,459,192 53,000 2,000,000 13,512,192 377,517 (36,000) (2,500,000) (2,158,483) 3.41% -40.45% -55.56% -13.77% 1,239,339 1,239,339 56,310 56,310 129,419 6,640 136,059 (1,109,920) 6,640 (1,103,280) -89.56% 0.00% -89.02% SPECIAL REVENUE FUNDS Interest on investments Miscellaneous revenues Total Highway User Revenue Fund TRANSPORTATION FUND Transportation Tax Interest on Investments Miscellaneous revenues Total Transportation Fund FUTS FUND Intergovernmental revenues State Grants Interest on investments Total Beautification Fund Annual Financial Plan - Page 97 City of Flagstaff Schedule C: Revenues Other Than Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2014 AND 2015 (WITH ACTUALS FOR FISCAL YEAR 2013) SOURCE OF REVENUES BEAUTIFICATION FUND Intergovernmental revenues State Grants BBB Tax Interest on investments Miscellaneous Revenues Total Beautification Fund ACTUAL REVENUES 2012-2013 ESTIMATED ACTUAL REVENUES 2013-2014 BUDGETED REVENUES 2014-2015 360,932 1,180,604 43,404 8,349 1,593,289 1,186,405 6,120 1,192,525 8,750 1,210,000 43,757 1,262,507 1,233,595 7,460 1,241,055 102,128 560,934 3,199 40,020 706,281 100,000 563,542 2,977 41,637 708,156 65,000 574,750 2,977 39,737 682,464 35,000 585,958 6,933 97,531 725,422 1,771,839 84,756 6,423 30,399 1,893,416 1,779,608 62,620 6,452 25,403 1,874,083 1,815,000 85,000 6,452 25,403 1,931,855 442,844 2,975 612 446,431 444,902 2,866 447,768 RECREATION-BBB FUND BBB Tax Interest on investments Miscellaneous revenues Total Recreation-BBB Fund 1,927,444 12,566 2,692 1,942,702 HOUSING AND COMMUNITY SVCS FUND Intergovernmental revenues Federal Grants State Grants Interest on investments Miscellaneous revenues Total Housing and Community Svcs Fund ECONOMIC DEVELOPMENT FUND Intergovernmental revenues Federal Grants State Grants BBB Tax Interest on investments Miscellaneous revenues Total Economic Development Fund TOURISM FUND Intergovernmental revenues BBB Tax Retail Sales Interest on investments Miscellaneous revenues Total Tourism Fund ARTS AND SCIENCE FUND BBB Tax Interest on investments Miscellaneous revenues Total Arts and Science Fund 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 2013-2014 CHANGE (BDGT-BDGT) % CHANGE 47,190 1,340 48,530 0.00% 3.98% 21.90% 0.00% 4.07% (65,000) 22,416 3,956 55,894 17,266 0.00% -65.00% 3.98% 132.89% 134.24% 2.44% 1,850,393 86,000 8,178 65,657 2,010,228 70,785 23,380 1,726 40,254 136,145 3.98% 37.34% 26.75% 158.46% 7.26% 453,750 2,866 456,616 462,598 4,524 467,122 17,696 1,658 19,354 3.98% 57.85% 0.00% 4.32% 1,957,568 7,000 1,964,568 1,996,500 12,000 2,008,500 2,035,432 15,300 2,050,732 77,864 8,300 86,164 3.98% 118.57% 0.00% 4.39% 383,389 153,708 7,809 693,929 1,238,835 912,174 660,000 650,000 2,222,174 368,054 186,832 8,830 360,418 924,134 1,192,034 803,168 1,995,202 279,860 143,168 (650,000) (226,972) 30.68% 21.69% 0.00% -100.00% -10.21% 273,244 8,980 282,224 660,071 255,000 915,071 345,227 5,000 350,227 897,579 255,000 1,152,579 237,508 237,508 220,000 855 220,855 220,000 71 220,071 2,201 2,201 (220,000) 1,346 (218,654) -100.00% 157.43% -99.00% 29,789,229 39,392,847 34,122,636 35,990,692 (3,304,655) -8.39% 75,439 75,439 59,700 59,700 78,100 78,100 61,800 61,800 - 35.98% 0.00% 25.96% DEBT SERVICE FUNDS SECONDARY PROPERTY TAX FUND Interest on investments Total Secondary Property Tax Fund Annual Financial Plan Page 98 2,100 2,100 3.52% 3.52% City of Flagstaff Schedule C: Revenues Other Than Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2014 AND 2015 (WITH ACTUALS FOR FISCAL YEAR 2013) SOURCE OF REVENUES SPECIAL ASSESSMENT BONDS Special Assessments Interest on investments Total Special Assessment Bonds ACTUAL REVENUES 2012-2013 ESTIMATED ACTUAL REVENUES 2013-2014 BUDGETED REVENUES 2014-2015 CHANGE (BDGT-BDGT) % CHANGE 722,733 2,627 725,360 902,000 3,100 905,100 902,000 2,646 904,646 735,250 1,830 737,080 (166,750) (1,270) (168,020) -18.49% -40.97% -18.56% 800,799 964,800 982,746 798,880 (165,920) -17.20% 2,389,000 16,908 2,405,908 6,000,000 10,355 9,711,092 15,721,447 6,000,000 9,216 91,106 6,100,322 1,880 9,620,000 9,621,880 (6,000,000) (8,475) (91,092) (6,099,567) -100.00% -81.84% -0.94% -38.80% 20,025 20,025 4,600,000 8,024,000 12,624,000 301,111 301,111 4,394,303 635,866 5,030,169 (205,697) (7,388,134) (7,593,831) -4.47% -92.08% 2,425,933 28,345,447 6,401,433 14,652,049 (13,693,398) -48.31% PERPETUAL CARE FUND Contributions Interest on investments Total Perpetual Care Fund 23,935 1,743 25,678 20,306 2,067 22,373 22,300 1,948 24,248 22,746 2,087 24,833 2,440 20 2,460 12.02% 0.97% 11.00% TOTAL PERMANENT FUNDS 25,678 22,373 24,248 24,833 2,460 11.00% 321,894 1,266,975 13,160,007 8,772,026 109,599 218,325 23,848,826 290,500 300,000 16,410,270 8,945,972 95,950 91,000 26,133,692 30,000 220,500 15,652,438 9,171,360 115,000 91,000 25,280,298 60,000 370,000 18,116,191 9,463,434 116,150 28,125,775 (230,500) 70,000 1,705,921 517,462 20,200 (91,000) 1,992,083 -79.35% 23.33% 10.40% 5.78% 21.05% -100.00% 7.62% 749,375 415,961 1,664,579 1,990 81,380 2,913,285 7,211,173 466,102 1,726,440 2,160 328,520 9,734,395 3,391,985 417,608 1,659,193 2,160 232,117 5,703,063 7,256,464 263,210 1,656,120 2,010 239,410 9,417,214 45,291 (202,892) (70,320) (150) (89,110) (317,181) 0.63% -43.53% -4.07% -6.94% -27.12% -3.26% 120,004 12,190,788 66,001 30,817 12,407,610 11,384,327 47,044 11,431,371 11,306,570 66,496 11,373,066 11,788,712 66,500 11,855,212 404,385 19,456 423,841 0.00% 3.55% 41.36% 0.00% 3.71% TOTAL DEBT SERVICE FUNDS $ BUDGETED REVENUES 2013-2014 CAPITAL PROJECTS FUNDS G.O. BONDS PROJECTS Intergovernmental revenues Federal Grants Interest on investments Miscellaneous Revenue Total G.O. Bonds Projects MUNICIPAL FACILITIES CORP Intergovernmental revenues Grant Revenues Miscellaneous Revenue Total Municipal Facilities Corp TOTAL CAPITAL PROJECTS FUNDS PERMANENT FUNDS ENTERPRISE FUNDS WATER AND WASTEWATER FUND OPERATING FUND Intergovernmental revenues State Grants Federal Grants Water Revenues Wastewater Revenues Interest on investments Miscellaneous revenues Total Water and Wastewater Fund AIRPORT FUND OPERATING FUND Intergovernmental revenues Federal Grants State Grants Airport Revenues Interest on investments Miscellaneous revenues Total Airport Fund SOLID WASTE Intergovernmental revenues Federal Grants Solid Waste Revenues Interest on investments Miscellaneous revenues Total Environmental Services Fund Annual Financial Plan Page 99 City of Flagstaff Schedule C: Revenues Other Than Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2014 AND 2015 (WITH ACTUALS FOR FISCAL YEAR 2013) SOURCE OF REVENUES SUSTAINABILITY AND ENVIRONMENTAL MGMT Intergovernmental revenues Federal Grants $ Environmental Services Revenues Interest on investments Miscellaneous revenues Total Environmental Services Fund ACTUAL REVENUES 2012-2013 BUDGETED REVENUES 2013-2014 ESTIMATED ACTUAL REVENUES 2013-2014 BUDGETED REVENUES 2014-2015 CHANGE (BDGT-BDGT) % CHANGE 120,004 990,465 22,573 1,133,042 1,001,509 23,600 1,025,109 1,001,509 128 50,000 1,051,637 1,002,819 50,140 1,052,959 1,310 26,540 27,850 0.00% 0.13% 0.00% 112.46% 2.72% STORMWATER UTILITY Intergovernmental revenues Federal Grants Stormwater Utility Revenues Interest on investments Miscellaneous revenues Total Stormwater Utility Fund 1,458,358 7,834 462 1,466,654 25,000 1,471,171 4,338 1,500,509 25,000 1,460,888 7,328 219 1,493,435 200,000 1,507,789 1,424 1,709,213 175,000 36,618 (2,914) 208,704 700.00% 2.49% -67.17% 0.00% 13.91% FLAGSTAFF HOUSING AUTHORITY FUNDS Intergovernmental revenues Federal Grants Rents and Other Tenant Income Miscellaneous revenues Total Stormwater Utility Fund 4,411,539 994,123 190,711 5,596,373 5,542,089 990,000 548,045 7,080,134 4,449,574 957,958 433,053 5,840,585 5,332,047 956,633 523,650 6,812,330 (210,042) (33,367) (24,395) (267,804) -3.79% -3.37% -4.45% -3.78% 47,365,790 56,905,210 50,742,084 58,972,703 2,067,493 3.63% $ 124,220,244 172,079,408 137,960,342 157,265,752 (14,716,156) -8.55% TOTAL ENTERPRISE FUNDS TOTAL REVENUES Annual Financial Plan Page 100 City of Flagstaff Schedule C-1: Schedule of Grant Revenues CITY OF FLAGSTAFF SCHEDULE OF GRANT REVENUES FISCAL YEAR 2014-2015 BUDGETED REVENUES 2013-2014 PROJECT NAME GENERAL FUND Police ACJC - Metro (Northern Az Street Crimes Task Force) Police COPS Hiring 2011 Police RICO Funds for Metro Police TSA - Law Enforcement Officer Police GOHS - DUI Enforcement Police FUSD - Resource Officer Police RICO - Overtime Police DOJ - Bullet Proof Vest Program Police PSN Gang Prev/Educ Police US Marshall OT Police Homeland Security Grant ACJC - Statewide Gang Task Force Police Police Internet Crimes Against Children Police GOHS Click It or Ticket Police DOJ - Ed Bryne Memorial JAG - Overtime Police NPS Dispatch Services Police USFS Dispatch Services Police Homeland Security Grant Police NA Gang Taskforce $ ESTIMATED REVENUES 2013-2014 BUDGETED REVENUES 2014-2015 316,672 308,180 201,847 80,900 20,000 66,375 45,000 6,500 10,000 5,000 100,000 127,473 4,500 5,000 53,402 - 316,672 308,180 201,847 74,814 11,000 66,375 45,000 6,500 10,000 5,000 100,000 127,473 4,500 5,000 43,402 - 339,964 237,996 212,724 86,986 45,000 66,375 45,000 6,500 10,000 15,000 100,000 131,672 4,500 5,000 40,000 5,000 5,000 25,000 40,000 CITY MATCH 2014-2015 20,877 3,250 32,918 50,000 107,045 BUDGETED GRANT REIMB % FUNDING 100% 100% 100% 76% 100% 100% 100% 50% 100% 100% 100% 75% 100% 100% 100% 100% 100% 100% 100% F/S F F/L F S F/L L F F F F/S S F/S F/S F F F F/S S 100% 100% 100% 100% 100% 50% F/S S F F F S 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% L S L L L L L L L L L L L 100% 100% F L Fire Fire Fire Fire Fire Fire AZ Homeland Security GOHS Grant Assistance to Firefighters SAFER Grant Naval Observatory Hazardous Fuels Grant 40,000 30,000 350,000 360,000 10,000 107,500 40,000 30,000 350,000 360,000 10,000 107,500 40,000 25,000 279,000 10,000 100,000 Court Court Court Court Court Court Court Court Court Court Court Court Court Court Warrant Fees TCPF/State JCEF - Court Training Officer TCPF/Local JCEF - Court Training Officer Court Improvement Fees County JCEF - Information System Tech Court Interpreter - County Court IGA for Weekend Probation County Info Systems Tech County - Trainer County - Interpreter Disposition Entry Fee - Facility Fund Fill-The-Gap Court Tech/EDMS 65,357 25,000 13,930 236,000 36,600 20,000 23,950 34,000 27,870 32,500 490,000 20,000 - 65,357 25,000 13,930 36,600 20,000 23,950 34,000 27,870 32,500 - 65,360 25,000 13,930 200,000 20,000 23,950 34,000 27,870 32,500 700,000 36,000 114,000 Public Wks Public Wks EPA Brownfields Assessment N Country Healthcare SUBTOTAL-GENERAL FUND 418,500 14,425 3,706,481 418,500 14,425 2,935,395 281,500 3,449,827 Library Library/Various Grants SUBTOTAL 25,000 25,000 25,000 25,000 79,000 79,000 - 100% S HURF Beulah Blvd Extension-FMPO Funds SUBTOTAL 36,000 36,000 3,838 3,838 179,924 179,924 10,795 10,795 94% F/S Capital Capital Capital Capital Capital Business F40 Overlay EDA - Innovation Mesa NAU - Innovation Mesa Court Facility Observatory Mesa SUBTOTAL 4,000,000 600,000 6,000,000 10,600,000 14,145 301,111 6,000,000 6,301,111 179,924 3,294,303 1,100,000 4,394,303 10,795 1,647,152 550,000 550,000 94% 50% 50% 100% 100% F F L S S Beaut NPS-FUTS Interpretive Signage SUBTOTAL FUTS ADOT - Walnut/Florence Underpass (Round 11) AZ State Parks - FUTS Signage Program ADOT - TE 4th St - Huntington to Butler (Round 18) SUBTOTAL FUTS FUTS Annual Financial Plan - 8,750 8,750 - - 50% F/S 500,000 95,000 45,250 4,000 - 94% 100% F/S F/S 644,339 1,239,339 11,060 56,310 125,419 129,419 7,149 7,149 94% F/S Page 101 City of Flagstaff Schedule C-1: Schedule of Grant Revenues CITY OF FLAGSTAFF SCHEDULE OF GRANT REVENUES FISCAL YEAR 2014-2015 BUDGETED REVENUES 2013-2014 PROJECT NAME Housing Housing Housing Housing Housing Housing Housing HUD - 10/11 CDBG Entitlement HUD - 11/12 CDBG Entitlement HUD- 12/13 CDBG Entitlement HUD-13/14 CDBG Entitlement HUD-14/15 CDBG Entitlement AZ HUD - FY 12 Owner Occupied Housing Emergency Repairs AZ HUD - FY 13 Owner Occupied Housing Rehab SUBTOTAL $ 7,174 56,558 315,977 532,465 - ESTIMATED REVENUES 2013-2014 7,174 7,511 309,924 43,445 - 330,000 - BUDGETED REVENUES 2014-2015 CITY MATCH 2014-2015 BUDGETED GRANT REIMB % FUNDING 48,197 39,348 489,020 615,469 - 100% 100% 100% 100% 100% F F F F F 330,000 - 100% F/S - 100% F/S 330,000 1,572,174 186,832 554,886 473,168 1,995,202 MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO ADOT-PL Funds FMPO 2013 AFOT- PL Funds FMPO 2014 AFOT- PL Funds FMPO 2015 ADOT- FTA 20 Funds FMPO 2013 ADOT- FTA 21 Funds FMPO 2014 ADOT- FTA 5304 Funds FMPO 2014 ADOT - SPR Funds FMPO 2013 ADOT- SPR Funds FMPO 2014 ADOT- SPR Funds FMPO 2015 FHWA - STP Funds Traffic Count FHWA - STP Funds RTP Study FHWA - STP Funds Milton Model FHWA - STP Funds Adaptive Control FHWA - STP Funds Regional Freight Study SUBTOTAL 24,801 100,000 30,263 57,815 125,000 17,192 100,000 105,000 100,000 660,071 24,801 100,000 30,263 57,815 76,234 6,114 40,000 10,000 345,227 105,031 36,290 300,000 61,555 118,625 11,078 95,000 53,000 100,000 17,000 897,579 6,302 2,177 60,000 12,311 23,725 698 5,700 3,180 6,000 1,020 121,113 94% 94% 94% 94% 94% 80% 80% 80% 80% 94% 94% 94% 94% 94% F/S F/S F/S F/S F/S F/S F/S F/S F/S F/S F/S F/S F/S F/S Util Util Util Util AWPF - Picture Canyon NAZ Water Supply Feasibility WIFA Smart Meter Grant SUBTOTAL 290,500 300,000 590,500 30,500 190,000 30,000 250,500 260,000 110,000 60,000 430,000 45,100 45,100 100% 59% 100% 100% S F F F Storm Rio De Flag SUBTOTAL 25,000 25,000 25,000 25,000 200,000 200,000 - 100% S Airport Airport Airport Airport Airport ADOT E2F2C-Apron Reconstruction FAA - ARRF Replacement Vehicle ADOT Match ARRF Replacement Vehicle FAA - AIP 37 Sustainability Master Plan ADOT MATCH - AIP 37 Sustainability Master Plan FAA - AIP 36 Const Westplex Taxi Lane ADOT Match - AIP-36 Constr Westplex FAA - AIP XX Pulliam Drive 215 ADOT Match - AIP XX Pulliam Drive 215 DOT-Small Community Air Service Development Program SUBTOTAL 216,000 1,282,500 33,750 - 251,100 - 1,282,500 33,750 270,000 114,656 32,063 24,300 90% 91% 5% 91% S F S F 5,094,923 250,102 - 3,391,985 166,508 - 13,254 1,683,114 93,506 3,187,100 156,450 12,591 151,480 8,416 286,839 148,628 5% 91% 91% 91% 5% S F S F S 800,000 7,677,275 3,809,593 800,000 7,519,674 778,972 100% F 100,000 220,000 320,000 65,000 220,000 285,000 35,000 35,000 - 100% 100% S F/S 401,697 1,207,212 3,933,180 5,542,089 401,697 956,023 3,091,854 4,449,574 243,691 982,830 4,105,526 5,332,047 - 100% 100% 100% F F F 31,993,929 19,050,184 24,641,975 Airport Airport Airport Airport Airport Econ Vit Az Dept of Commerce - REDG Grant Joy Cone Econ Vit EDA Revolving Loan SUBTOTAL FHA FHA FHA ROSS Low Income Public Housing Section 8/MRO SRO SUBTOTAL $ TOTAL Funding: 1,620,174 L=Local, N/P=Non-Profit, S=State, F=Federal, F/S=Federal thru State, F&S=Federal and State Annual Financial Plan Page 102 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 2014-2015 FUND GENERAL FUND PROCEEDS FROM OTHER FINANCING SOURCES $ INTERFUND TRANSFERS IN OUT - 3,524,656 9,798,047 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 - 1,663,951 9,630,626 550,000 251,000 22,500 12,118,077 289,196 20,701 8,659,285 426,139 140,907 2,024,447 152,500 11,713,175 DEBT SERVICE FUNDS Secondary Property Tax Fund G.O. Bond Fund Total Debt Service Funds - 7,496,194 7,496,194 7,496,194 7,496,194 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 Sustainability and Environmental Mgmt Flagstaff Housing Authority Total Enterprise Funds TOTAL ALL FUNDS Annual Financial Plan $ 16,200,000 7,462,500 23,662,500 5,050,896 2,320,000 7,370,896 3,930,000 3,930,000 3,538,796 807,000 220,000 55,700 4,621,496 499,693 396,613 16,784 4,977,083 233,730 6,123,903 27,592,500 35,131,319 35,131,319 Page 103 - City of Flagstaff Schedule D-1: Schedule of Transfers Descriptions SCHEDULE OF TRANSFERS FISCAL YEAR 2014-2015 General Fund Transfers In: Library Fund - $289,196 This transfer represents the APSES $39,196 lease payment and $250,000 for parking lot project. Highway User Revenue Fund - $20,701 This transfer is $13,000 for right-of-way maintenance completed by Parks staff and $7,701 for the APSES lease payment. Beautification Fund - $426,139 This represents $359,938 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, $5,201 in support for the citywide publication and $4,000 for downtown district assessment fee. Tourism Fund - $104,407 This transfer includes $92,569 for community events, $6,238 as a contribution towards the citywide publication, $1,600 for the APSES lease payment and $4,000 toward the Downtown District. Recreation-BBB Fund - $2,024,447 This transfer is a contribution to the maintenance of FUTS which is a Parks responsibility for $213,088, $1,257,359 for increased maintenance in the Parks budget related to additional field maintenance associated with Recreation Bond projects, $550,000 for the operation of Recreation Programs, and $4,000 toward the Downtown District. Solid Waste Fund - $65,083 This transfer represents $4,678 for advertising in the citywide publication, $7,405 for the APSES lease payment, and a fee holiday for operating expenses for the general fund internal accounts totaling $53,000. Stormwater Fund - $90,372 This transfer represents one FTE position for a Project Manager in Community Development. Sustainability and Environmental Management Fund - $233,730 This transfer represents $214,005 for code compliance and $19,725 for funding of the Greater Flagstaff Forest Partnership contract. Transfers Out: Library Fund - $1,627,451 This is the operating transfer from the General Fund to the Library for general services, plus one time general maintenance repairs. Highway User Revenue Fund - $1,220,600 This is $180,600 for general street maintenance operation, $40,000 for street sweeping, and $1,000,000 for street improvement program. Economic Development Fund - $251,000 This is a transfer of $251,000 for the Incubator. Stormwater Fund - $3,538,796 Transfer of funds for the Rio de Flag project. Housing and Community Services Fund - $130,000 This transfer of $130,000 is to assist with general fund expenditures. Airport Fund - $807,000 This transfer is comprised of $264,000 for capital projects at the Airport and $543,000 for operating uses, including operating capital equipment, terminal repair and street repair. Water and Wastewater Fund - $123,797 This is transfer of $44,900 to fund a Meter Technician position and $78,897 is for the APSES lease payment. Flagstaff Housing Authority - $33,200 This transfer represents an amount to fund compensation increases for merit and triggers for FHA staff. Airport Fund - $16,784 This is a transfer for $16,784 to assist with the APSES lease payment. Capital Projects Fund - $2,320,000 This transfer is for a portion of the construction costs related to a new court facility. Annual Financial Plan Page 104 City of Flagstaff Schedule D-1: Schedule of Transfers Descriptions Library Fund Transportation Fund Transfers In: Transfers Out: General Fund - $1,627,451 This is the operating transfer from the General Fund to the Library for general services, plus one time general maintenance repairs. Highway User Revenue Fund - $8,086,785 This is a transfer of the transportation tax to fund various transportation projects. Safety funding is $1,368,660 for miscellaneous projects. $6,718,125 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 - $289,196 This transfer represents the APSES $39,196 lease payment and $250,000 for parking lot project. Flagstaff Metropolitan Planning Organization – $22,500 This transfer is to assist in the non-grant reimbursable costs associated with transit planning. FUTS Fund - $550,000 This is $550,000 to fund various FUTS projects within the multi-modal transportation projects. Highway User Revenue Fund FUTS Fund Transfers In: General Fund - $1,220,600 This is $180,600 for general street maintenance operation, $40,000 for street sweeping, and $1,000,000 for street improvement program. Transportation Fund - $8,086,785 This is a transfer of the transportation tax to fund various transportation projects. Safety funding is $1,368,660 for miscellaneous projects. $6,718,125 is from Street improvements for Transportation funded projects. Stormwater Fund - $306,241 This transfer includes $306,241 maintenance. for drainage Environmental Services Fund - $17,000 This transfer represents $17,000 for a fee holiday related to HURF accounts. Transfer In: Transportation Tax Fund - $550,000 This is $550,000 to fund various FUTS projects within the multi-modal transportation. Beautification Fund Transfers Out: General Fund - $426,139 This represents $359,938 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, $5,201 in support for the citywide publication and $4,000 for downtown district assessment fee. Economic Development Fund Transfers Out: Transfers In: General Fund - $20,701 This transfer is $13,000 for right-of-way maintenance completed by Parks staff and $7,701 for the APSES lease payment. Annual Financial Plan General Fund - $251,000 This is a transfer of $251,000 for the Incubator. Page 105 City of Flagstaff Schedule D-1: Schedule of Transfers Descriptions Tourism Fund G.O. Bond Fund Transfers Out: Transfers In: General Fund - $104,407 This transfer includes $92,569 for community events, $6,238 as a contribution towards the citywide publication, $1,600 for the APSES lease payment and $4,000 toward the Downtown District. . Secondary Property Tax Fund - $7,496,194 A transfer of Secondary Property Taxes collected for repayment of general obligation bonds. Library Fund - $36,500 This is for an operating transfer from Tourism to the Library for general services. Secondary Property Tax Fund Transfers Out: G.O. Bond Fund - $7,496,194 A transfer of Secondary Property Taxes collected for repayment of general obligation bonds. Recreation-BBB Fund Water and Wastewater Fund Transfers Out: Transfers Out: General Fund - $2,024,447 This transfer is a contribution to the maintenance of FUTS which is a Parks responsibility for $213,088, $1,257,359 for increased maintenance in the Parks budget related to additional field maintenance associated with Recreation Bond projects, $550,000 for the operation of Recreation Programs, and $4,000 toward the Downtown District. General Fund - $123,797 This is a transfer of $44,900 to fund a Meter Technician position and $78,897 is for the APSES lease payment. G.O. Capital Projects Fund - $375,896 This is a transfer for Utilities portion of the remaining Street and Utility Bond project. Housing and Community Services Fund Stormwater Fund Transfers Out: Transfers In: Flagstaff Housing Authority - $22,500 This transfer is to help fund the Section 8 program. General Fund - $130,000 This transfer of $130,000 is to assist with general fund expenditures. Flagstaff Metro Planning Organization Fund Transfers In: General Fund - $3,538,796 Transfer of funds for the Rio de Flag project. Transfers Out: Highway User Revenue Fund - $306,241 This transfer includes $306,241 for maintenance. drainage General Fund - $90,372 This transfer represents one FTE position for a Project Manager in Community Development. Transportation Fund - $22,500 This transfer to assist in the non-grant reimbursable costs associated with transit planning. Annual Financial Plan Page 106 City of Flagstaff Schedule D-1: Schedule of Transfers Descriptions Airport Fund FHA Fund Transfers In: Transfer In: Housing and Community Services Fund - $22,500 This transfer is to help fund the Section 8 program. General Fund - $807,000 This transfer is comprised of $264,000 for capital projects at the Airport and $543,000 for operating uses, including operating capital equipment, terminal repair and street repair. General Fund - $33,200 This transfer represents an amount to fund compensation increases for merit payments and triggers for FHA staff. Transfers Out: General Fund - $16,784 This is a transfer for $16,784 to assist with the APSES lease payment. Capital Projects Fund Transfers In: 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. Solid Waste Fund Transfers Out: General Fund - $65,083 This transfer represents $4,678 for advertising in the citywide publication, $7,405 for the APSES lease payment, and a fee holiday for operating expenses for the general fund internal accounts totaling $53,000. Highway User Revenue Fund - $17,000 This transfer represents $17,000 for a fee holiday related to HURF accounts. G.O. 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. Sustainability and Environmental Management Fund-$220,000 This transfer represents $160,000 for service related to the HPC program and $60,000 to assist with other program costs. Annual Financial Plan General Fund - $2,320,000 This transfer is for a portion of the construction costs related to a new court facility. Water and Wastewater Fund - $375,896 This is a transfer for Utilities portion of the remaining Street and Utility Bond project. Sustainability and Environmental Management Fund Transfers In: Solid Waste Fund - $220,000 This transfer represents $160,000 for service related to the HPC program and $60,000 to assist with other program costs. Transfers Out: General Fund - $233,730 This transfer represents $214,005 for code compliance and $19,725 for funding of the Greater Flagstaff Forest Partnership contract. Page 107 City of Flagstaff Schedule E: Appropriations By Fund CITY OF FLAGSTAFF SUMMARY BY DIVISION OF EXPENDITURES/EXPENSES WITHIN EACH FUND COMPARISON OF FISCAL YEAR 2014 AND 2015 (WITH ACTUAL FOR FISCAL YEAR 2013) 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 2013-2014 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2013-2014 7,645,383 3,717,118 3,040,627 9,908,235 15,968,273 4,991,648 171,783 3,206,917 (2,319,701) 20,926 46,351,209 8,470,643 4,293,997 3,171,917 10,304,847 17,556,777 10,674,003 612,978 3,568,519 1,565,000 60,218,681 8,161,891 4,275,997 3,169,917 10,304,847 17,546,854 8,884,957 612,978 1,550,482 215,000 54,722,923 9,115,681 4,350,389 3,357,893 10,740,696 18,378,086 11,344,740 464,303 (1,810,489) 1,475,000 57,416,299 150,716 134,552 87,664 27,272 4,976,235 93,095 258 5,469,792 148,678 7,025,781 81,044 14,800 89,293 222,000 7,581,596 148,678 5,073,267 81,044 14,800 89,293 5,407,082 176,085 7,182,596 68,965 14,909 77,765 100,000 7,620,320 118,391 3,267,660 73,428 5,868,177 24,888 85,536 9,438,080 109,645 7,310,840 66,108 9,408,233 13,892 88,851 100,000 17,097,569 109,645 3,195,359 66,108 8,289,321 13,892 88,851 11,763,176 151,660 7,929,401 91,171 10,639,677 14,496 116,557 100,000 19,042,962 42,015 618,561 25,063 1,231,444 604 27,706 1,945,393 38.3% 8.5% 37.9% 13.1% 4.3% 31.2% 0.0% 11.4% 52,014 215,009 7,789 6,225,715 6,500,527 41,592 251,419 5,455 6,943,202 7,241,668 41,592 251,419 5,455 5,233,923 5,532,389 39,239 265,318 12,822 2,952 5,738,735 2,000,000 8,059,066 (2,353) 13,899 12,822 (2,503) (1,204,467) 2,000,000 817,398 (5.7%) 5.5% 0.0% (45.9%) (17.3%) 0.0% 11.3% 3,446,341 3,446,341 321,526 321,526 2,871,134 2,871,134 (575,207) (575,207) (16.7%) (16.7%) 759,757 776,837 1,536,594 2,794,669 10,000 2,804,669 586,485 586,485 3,168,036 10,000 3,178,036 373,367 373,367 0.0% 13.4% 0.0% 13.3% 1,030,408 7,033 1,037,441 968,885 45,000 1,013,885 907,955 907,955 - 985,206 170,070 1,155,276 16,321 125,070 141,391 1.7% 277.9% 13.9% 1,688,004 19,420 1,707,424 1,879,658 50,000 1,929,658 1,891,958 1,891,958 1,942,800 50,000 1,992,800 63,142 63,142 3.4% 0.0% 3.3% ACTUAL EXPENDITURES/ EXPENSES 2012-2013 $ PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2014-2015 CHANGE (BDGT-BDGT) % CHANGE 645,038 56,392 185,976 435,849 821,309 670,737 (148,675) (5,379,008) (90,000) (2,802,382) 7.6% 1.3% 5.9% 4.2% 4.7% 6.3% (24.3%) 0.0% (150.7%) (5.8%) (4.7%) 27,407 156,815 (12,079) 109 (11,528) (122,000) 38,724 18.4% 2.2% (14.9%) 0.7% 0.0% (12.9%) (55.0%) 0.5% 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 Public Works Economic Vitality Non-departmental Contingency FUTS FUND Community Development BEAUTIFICATION FUND Community Development Economic Vitality Reserve/Contingency ECONOMIC DEVELOPMENT FUND Economic Vitality Reserve/Contingency TOURISM FUND Economic Vitality Reserve/Contingency Annual Financial Plan - Page 108 City of Flagstaff Schedule E: Appropriations By Fund CITY OF FLAGSTAFF SUMMARY BY DIVISION OF EXPENDITURES/EXPENSES WITHIN EACH FUND COMPARISON OF FISCAL YEAR 2014 AND 2015 (WITH ACTUAL FOR FISCAL YEAR 2013) ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2013-2014 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2013-2014 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2014-2015 642,206 10,000 652,206 408,806 408,806 621,023 10,000 631,023 1,100,000 34,791 2,664,460 1,564,460 142.2% 1,472,673 27,322 1,499,995 2,740,457 38,284 2,778,741 751,891 32,284 784,175 2,783,066 39,966 2,823,032 42,609 1,682 44,291 1.6% 4.4% 1.6% 279,163 17,260 296,423 666,445 21,126 250,000 937,571 372,501 21,126 393,627 903,425 21,654 250,000 1,175,079 236,980 528 237,508 35.6% 2.5% 0.0% 25.3% 27,883,468 220,000 46,803,904 28,031,970 220,000 51,433,188 4,629,284 0.0% 9.9% GENERAL OBLIGATION BONDS FUND Non-departmental 4,289,412 7,460,125 7,045,125 7,496,194 36,069 0.5% SPECIAL ASSESSMENT BONDS FUND Non-departmental Total Debt Service Funds 905,475 5,194,887 905,600 8,365,725 902,850 7,947,975 740,850 8,237,044 (164,750) (128,681) (18.2%) (1.5%) G.O. BONDS FUNDED PROJECTS FUND Non-departmental 10,299,536 49,203,033 18,176,690 32,724,917 (16,478,116) (33.5%) MUNICIPAL FACILITIES CORP FUND Non-departmental Total Capital Projects Funds 51,338 10,350,874 13,074,250 62,277,283 579,059 18,755,749 14,478,509 47,203,426 1,404,259 (15,073,857) 10.7% (24.2%) 626,188 915,248 59,122 73,918 18,794,799 263,254 92,667 20,825,196 621,261 857,869 48,039 44,347 26,946,257 270,184 1,800,000 30,587,957 621,261 857,869 48,039 44,347 19,879,280 270,184 21,720,980 644,370 967,305 36,925 49,629 33,474,920 370,377 1,800,000 37,343,526 23,109 109,436 (11,114) 5,282 6,528,663 100,193 6,755,569 3.7% 12.8% (23.1%) 11.9% 24.2% 37.1% 0.0% 22.1% 62,750 119,449 125,633 2,467,914 57,063 16,023 2,848,832 61,759 94,151 105,195 9,432,657 59,662 500,000 10,253,424 61,759 94,151 105,195 5,451,530 59,662 100,000 5,872,297 55,329 81,024 52,146 9,513,448 44,964 500,000 10,246,911 (6,430) (13,127) (53,049) 80,791 (14,698) (6,513) (10.4%) (13.9%) (50.4%) 0.9% (24.6%) 0.0% (0.1%) 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 2012-2013 $ 395,587 1,605 397,192 - CHANGE (BDGT-BDGT) (21,183) (21,183) % CHANGE (3.3%) 0.0% (3.2%) DEBT SERVICE FUNDS CAPITAL PROJECT FUNDS ENTERPRISE FUNDS WATER AND WASTEWATER FUND General Administration Management Services Public Works Economic Vitality Utilities Non-departmental Contingency AIRPORT FUND General Administration Management Services Public Works Economic Vitality Non-departmental Contingency Annual Financial Plan Page 109 City of Flagstaff Schedule E: Appropriations By Fund CITY OF FLAGSTAFF SUMMARY BY DIVISION OF EXPENDITURES/EXPENSES WITHIN EACH FUND COMPARISON OF FISCAL YEAR 2014 AND 2015 (WITH ACTUAL FOR FISCAL YEAR 2013) FUND/DIVISION SOLID WASTE General Administration Management Services Public Works Economic Vitality Non-departmental Contingency $ SUSTAINABILITY AND ENVIRONMENTAL MGMT General Administration Management Services Public Works Economic Vitality Non-departmental Contingency STORMWATER UTILITY FUND General Administration Management Services Public Works Economic Vitality Utilities Non-departmental Contingency FLAGSTAFF HOUSING AUTHORITY Community Development Contingency Total Enterprise Funds TOTAL ALL FUNDS Annual Financial Plan ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2013-2014 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2013-2014 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2014-2015 425,155 323,645 9,508,438 44,291 282,110 612,000 11,195,639 425,155 323,645 8,735,957 44,291 282,110 9,811,158 358,624 349,621 11,327,142 35,471 272,975 612,000 12,955,833 (66,531) 25,976 1,818,704 (8,820) (9,135) 1,760,194 (15.6%) 8.0% 19.1% (19.9%) (3.2%) 0.0% 15.7% 18,020 21,367 887,221 4,628 18,560 949,796 18,020 21,367 934,445 4,628 18,560 997,020 41,635 19,186 944,622 1,735 10,905 30,000 1,048,083 23,615 (2,181) 57,401 (2,893) (7,655) 30,000 98,287 131.0% (10.2%) 6.5% (62.5%) (41.2%) 0.0% 10.3% 38,734 50,435 10,921 3,782 1,394,536 15,138 4,408 1,517,954 37,905 53,860 9,626 2,035 5,508,079 14,022 10,000 5,635,527 37,905 53,860 9,626 2,035 1,902,466 14,022 10,000 2,029,914 38,614 42,471 11,663 2,183 5,132,723 18,312 10,000 5,255,966 709 (11,389) 2,037 148 (375,356) 4,290 (379,561) 1.9% (21.1%) 21.2% 7.3% (6.8%) 30.6% 0.0% (6.7%) 5,675,976 5,675,976 6,183,620 1,001,250 7,184,870 6,230,784 6,230,784 6,042,876 1,001,250 7,044,126 (140,744) (140,744) (2.3%) 0.0% 43,049,584 65,807,213 46,662,153 73,894,445 8,087,232 12.3% 132,830,022 243,472,806 156,120,770 238,184,402 (5,288,404) (2.2%) ACTUAL EXPENDITURES/ EXPENSES 2012-2013 $ 398,292 376,834 11,046,304 61,828 244,599 53,769 12,181,626 - Page 110 CHANGE (BDGT-BDGT) % CHANGE City of Flagstaff Schedule E-1: Budget by Division and Sections CITY OF FLAGSTAFF BUDGET BY DIVISION AND SECTIONS COMPARISON OF FISCAL YEAR 2014 AND 2015 (WITH ACTUAL FOR FISCAL YEAR 2013) ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2013-2014 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2013-2014 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2014-2015 CHANGE (BDGT-BDGT) 1,344,404 2,560,761 1,340,474 547,366 140,591 1,711,787 7,645,383 1,477,942 2,647,378 1,420,380 716,488 178,670 2,029,785 8,470,643 1,476,467 2,647,378 1,420,380 571,726 178,670 1,867,270 8,161,891 1,712,039 2,769,094 1,507,056 744,087 185,740 2,197,665 9,115,681 234,097 121,716 86,676 27,599 7,070 167,880 645,038 15.8% 4.6% 6.1% 3.9% 4.0% 8.3% 7.6% 289,516 1,973,527 (104,279) 1,341,738 216,616 920,473 153,709 398,491 2,733,877 759,757 279,163 5,675,976 14,638,564 301,793 2,307,246 (77,818) 1,497,308 265,468 1,084,613 660,000 995,844 6,760,601 3,446,341 666,445 6,183,620 24,091,461 301,793 2,289,246 (77,818) 1,497,308 265,468 36,080 186,832 528,979 2,645,120 321,526 372,501 6,230,784 14,597,819 312,921 2,299,621 (148,837) 1,586,977 299,707 974,214 803,167 1,005,685 7,537,400 2,871,134 903,425 6,042,876 24,488,290 11,128 (7,625) (71,019) 89,669 34,239 (110,399) 143,167 9,841 776,799 (575,207) 236,980 (140,744) 396,829 3.7% (0.3%) 91.3% 6.0% 12.9% (10.2%) 21.7% 1.0% 11.5% (16.7%) 35.6% (2.3%) 1.6% 713,257 933,924 1,393,446 3,040,627 779,658 969,377 1,422,882 3,337,480 644,044 2,927,865 10,081,306 779,658 969,377 1,420,882 2,884,966 644,044 1,427,865 8,126,792 817,897 1,019,195 1,520,801 3,842,256 586,198 2,634,737 10,421,084 38,239 49,818 97,919 504,776 (57,846) (293,128) 339,778 4.9% 5.1% 6.9% 15.1% (701,890) (10.0%) 3.4% TOTAL 9,556,143 352,092 9,908,235 9,262,847 1,042,000 10,304,847 9,262,847 1,042,000 10,304,847 10,155,696 585,000 10,740,696 892,849 (457,000) 435,849 9.6% (43.9%) 4.2% TOTAL 14,167,570 1,800,703 15,968,273 15,673,262 1,883,515 17,556,777 15,690,339 1,856,515 17,546,854 16,849,790 1,528,296 18,378,086 1,176,528 (355,219) 821,309 7.5% (18.9%) 4.7% 27,369 1,085,873 2,590,408 18,616 208,471 1,060,911 4,068,217 1,118,315 544,784 3,595,947 6,112,973 107 1,094,044 21,526,035 22,216 1,323,583 3,203,838 1,657,497 204,576 1,000,624 3,261,669 4,127,570 4,561,000 549,211 2,960,666 5,731,800 342,000 250,000 873,431 1,100,000 31,169,681 22,216 1,323,583 3,145,592 (39,843) 204,576 974,164 3,254,669 4,027,570 3,542,088 549,211 2,505,185 5,731,800 275,000 920,655 34,791 26,471,257 24,430 1,109,739 3,230,736 1,715,143 211,129 1,763,815 3,289,748 5,821,705 4,124,782 552,753 4,153,538 6,710,249 42,000 250,000 934,081 2,664,460 36,598,308 2,214 (213,844) 26,898 57,646 6,553 763,191 28,079 1,694,135 (436,218) 3,542 1,192,872 978,449 (300,000) 60,650 1,564,460 5,428,627 10.0% (16.2%) 0.8% 3.5% 3.2% 76.3% 0.9% 41.0% (9.6%) 0.6% 40.3% 17.1% (87.7%) 6.9% 142.2% 17.4% DIVISION/SECTION GENERAL ADMINISTRATION City Manager City Court Law Human Resources Risk Management Information Technology TOTAL COMMUNITY DEVELOPMENT Community Development Admin. Planning & Development Services Capital Improvement Engineering Housing Community Housing Services Community Housing Grants CDBG Grant Transportation CIP Flag Urban Trails System Metro Planning Organization Flagstaff Housing Authority TOTAL MANAGEMENT SERVICES Management Services Admin. Finance/Budget Sales Tax & Licensing Library Library County Direct Library Grants TOTAL FIRE Fire Fire Grants POLICE Police Police Grants PUBLIC WORKS Public Works Administration USGS Facilities Parks Fleet Services Cemetery Public Facilities Maintenance Recreation Street Maintenance & Repairs Street Const. & Reconstruction Street & Highway User Rev Bonds Solid Waste - Landfill Solid Waste - Collections Solid Waste - Capital Solid Waste Debt Service Sustainability and Environmental Mgmt Recreation-BBB TOTAL Annual Financial Plan ACTUAL EXPENDITURES/ EXPENSES 2012-2013 $ Page 111 % CHANGE City of Flagstaff Schedule E-1: Budget by Division and Sections CITY OF FLAGSTAFF BUDGET BY DIVISION AND SECTIONS COMPARISON OF FISCAL YEAR 2014 AND 2015 (WITH ACTUAL FOR FISCAL YEAR 2013) DIVISION/SECTION ECONOMIC VITALITY Community Investment Airport Debt Service - Airport Arts and Science Urban Design Streetscape Economic Development Economic Development Debt Service EDA Revolving Loan Program Tourism - Gen. Admin. Visitor Services TOTAL ACTUAL EXPENDITURES/ EXPENSES 2012-2013 $ 171,783 2,172,795 286,685 395,587 177,503 599,334 779,903 250,505 1,339,287 348,717 6,522,099 ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2013-2014 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2013-2014 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2014-2015 CHANGE (BDGT-BDGT) 612,978 9,141,216 286,685 642,206 175,309 2,619,360 713,332 255,553 220,000 1,518,280 361,378 16,546,297 612,978 5,160,089 286,685 408,806 150,470 436,015 652,402 255,553 1,523,080 368,878 9,854,956 464,303 9,223,819 286,685 621,023 141,823 3,026,213 648,288 336,918 220,000 1,561,816 380,984 16,911,872 (148,675) 82,603 (21,183) (33,486) 406,853 (65,044) 81,365 43,536 19,606 365,575 % CHANGE (24.3%) 0.9% (3.3%) (19.1%) 15.5% (9.1%) 31.8% 2.9% 5.4% 2.2% COMMUNITY ENRICHMENT Library Library County Direct Library Grants Recreation TOTAL 3,022,271 490,619 1,463,345 3,206,917 8,183,152 UTILITIES Administration Lake Mary Water Plant Water Distribution System Water Capital Wastewater Treatment Wastewater Collection Wastewater Monitoring Reclaim Water Plant Wastewater Capital Reclaim Water Capital Debt Service Stormwater Utility Stormwater Capital TOTAL 1,290,232 3,574,407 1,482,379 2,556,806 2,190,397 924,167 270,768 884,434 317,173 5,304,036 528,847 865,689 20,189,335 1,411,719 4,476,904 1,572,676 6,632,960 2,420,774 1,232,693 451,639 1,153,102 3,385,867 4,207,923 632,151 4,875,928 32,454,336 1,311,719 4,049,604 1,528,176 2,603,418 2,297,774 1,062,693 451,639 1,031,902 1,334,432 4,207,923 623,135 1,279,331 21,781,746 2,145,540 5,316,559 1,824,341 7,131,856 3,587,285 1,393,376 297,957 1,249,282 4,853,400 1,345,000 4,330,324 809,627 4,323,096 38,607,643 733,821 839,655 251,665 498,896 1,166,511 160,683 (153,682) 96,180 1,467,533 1,345,000 122,401 177,476 (552,832) 6,153,307 52.0% 18.8% 16.0% 7.5% 48.2% 13.0% (34.0%) 8.3% 43.3% 2.9% 28.1% (11.3%) 19.0% NON-DEPARTMENTAL Council & Commissions Non-Departmental Real Estate Proceeds G.O. Bond - Debt Service SID-Debt G.O. Bond Funded Projects Municipal Facilities Corp Transportation 4th Street Debt Service Facility Improvement Debt TOTAL 400,338 2,325,712 4,289,412 905,475 10,299,536 51,338 4,098,972 2,109,073 512,354 24,992,210 414,197 7,129,079 1,000,000 7,460,125 905,600 49,203,033 13,074,250 5,738,691 1,182,775 514,458 86,622,208 414,197 6,105,042 7,045,125 902,850 18,176,690 579,059 4,732,012 480,175 514,458 38,949,608 392,036 2,882,061 7,496,194 740,850 32,724,917 14,478,509 4,553,942 1,169,850 366,063 64,804,422 (22,161) (4,247,018) (1,000,000) 36,069 (164,750) (16,478,116) 1,404,259 (1,184,749) (12,925) (148,395) (21,817,786) (5.4%) (59.6%) (100.0%) 0.5% (18.2%) (33.5%) 10.7% (20.6%) (1.1%) (28.8%) (25.2%) 216,109 6,175,250 325,000 8,118,320 1,943,070 31.5% 132,830,022 243,472,806 156,120,770 238,184,402 (5,288,404) (2.2%) RESERVES/CONTINGENCIES GRAND TOTAL $ - - - - - This schedule includes the entire budgetary responsibility of the division without regard to funding source. Annual Financial Plan Page 112 City of Flagstaff Schedule F: Budget Summary By Division Of Expenditures CITY OF FLAGSTAFF BUDGET SUMMARY BY DIVISION OF EXPENDITURES COMPARISON OF FISCAL YEAR 2014 AND 2015 (WITH ACTUAL FOR FISCAL YEAR 2013) ACTUAL EXPENDITURES/ EXPENSES 2012-2013 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 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES * 2013-2014 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2014-2015 CHANGE (BDGT-BDGT) % CHANGE 7,645,383 150,716 118,391 52,014 626,188 62,750 398,292 38,734 9,092,468 8,470,643 148,678 109,645 41,592 621,261 61,759 425,155 18,020 37,905 9,934,658 8,161,891 148,678 109,645 41,592 621,261 61,759 425,155 18,020 37,905 9,625,906 9,115,681 176,085 151,660 39,239 644,370 55,329 358,624 41,635 38,614 10,621,237 645,038 27,407 42,015 (2,353) 23,109 (6,430) (66,531) 23,615 709 686,579 7.6% 18.4% 38.3% (5.7%) 3.7% (10.4%) (15.6%) 131.0% 1.9% 6.9% COMMUNITY DEVELOPMENT General Fund HURF Fund FUTS Fund Beautification Fund Housing and Community Services Fund Metro Planning Organization Fund Flagstaff Housing Authority TOTAL 3,717,118 3,267,660 759,757 1,472,673 279,163 5,675,976 15,172,347 4,293,997 7,310,840 3,446,341 2,740,457 666,445 6,183,620 24,641,700 4,275,997 3,195,359 321,526 751,891 372,501 6,230,784 15,148,058 4,350,389 7,929,401 2,871,134 2,783,066 903,425 6,042,876 24,880,291 56,392 618,561 (575,207) 42,609 236,980 (140,744) 238,591 1.3% 8.5% (16.7%) 0.0% 1.6% 35.6% (2.3%) 1.0% 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 3,040,627 134,552 73,428 215,009 915,248 119,449 376,834 50,435 4,925,582 3,171,917 7,025,781 66,108 251,419 857,869 94,151 323,645 21,367 53,860 11,866,117 3,169,917 5,073,267 66,108 251,419 857,869 94,151 323,645 21,367 53,860 9,911,603 3,357,893 7,182,596 91,171 265,318 967,305 81,024 349,621 19,186 42,471 12,356,585 185,976 156,815 25,063 13,899 109,436 (13,127) 25,976 (2,181) (11,389) 490,468 5.9% 2.2% 37.9% 5.5% 12.8% (13.9%) 8.0% (10.2%) (21.1%) 4.1% TOTAL 9,908,235 9,908,235 10,304,847 10,304,847 10,304,847 10,304,847 10,740,696 10,740,696 435,849 435,849 4.2% 4.2% TOTAL 15,968,273 15,968,273 17,556,777 17,556,777 17,546,854 17,546,854 18,378,086 18,378,086 821,309 821,309 4.7% 4.7% 4,991,648 87,664 5,868,177 59,122 125,633 11,046,304 10,921 22,189,469 10,674,003 81,044 9,408,233 1,100,000 48,039 105,195 9,508,438 887,221 9,626 31,821,799 8,884,957 81,044 8,289,321 34,791 48,039 105,195 8,735,957 934,445 9,626 27,123,375 11,344,740 68,965 10,639,677 12,822 2,664,460 36,925 52,146 11,327,142 944,622 11,663 37,103,162 670,737 (12,079) 1,231,444 12,822 1,564,460 (11,114) (53,049) 1,818,704 57,401 2,037 5,281,363 FIRE General Fund POLICE General Fund PUBLIC WORKS General Fund Library Fund HURF Fund Transportation Fund Recreation-BBB Fund Water and Wastewater Fund Airport Fund Solid Waste Fund Sustainability & Environment Mgmt Fund Stormwater Utility Fund TOTAL Annual Financial Plan $ ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2013-2014 Page 113 6.3% (14.9%) 13.1% 0.0% 142.2% (23.1%) (50.4%) 19.1% 6.5% 21.2% 16.6% City of Flagstaff Schedule F: Budget Summary By Division Of Expenditures CITY OF FLAGSTAFF BUDGET SUMMARY BY DIVISION OF EXPENDITURES COMPARISON OF FISCAL YEAR 2014 AND 2015 (WITH ACTUAL FOR FISCAL YEAR 2013) 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 ACTUAL EXPENDITURES/ EXPENSES 2012-2013 $ 171,783 27,272 24,888 7,789 776,837 1,030,408 1,688,004 395,587 73,918 2,467,914 61,828 3,782 6,730,010 3,206,917 4,976,235 8,183,152 ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2013-2014 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 - ESTIMATED ACTUAL EXPENDITURES/ EXPENSES * 2013-2014 612,978 14,800 13,892 5,455 586,485 907,955 1,891,958 408,806 44,347 5,451,530 44,291 4,628 2,035 9,989,160 - PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2014-2015 464,303 14,909 14,496 2,952 3,168,036 985,206 220,000 1,942,800 621,023 49,629 9,513,448 35,471 1,735 2,183 17,036,191 - UTILITIES Water and Wastewater Fund Stormwater Utility Fund TOTAL 18,794,799 1,394,536 20,189,335 26,946,257 5,508,079 32,454,336 19,879,280 1,902,466 21,781,746 33,474,920 5,132,723 38,607,643 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 Water and Wastewater Fund Airport Fund Solid Waste Fund Sustainability & Environment Mgmt Fund Stormwater Utility Fund TOTAL (2,319,701) 93,095 85,536 6,225,715 27,322 17,260 4,289,412 905,475 10,299,536 51,338 263,254 57,063 244,599 15,138 20,255,042 3,568,519 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 82,036,821 1,550,482 89,293 88,851 5,233,923 32,284 21,126 7,045,125 902,850 18,176,690 579,059 270,184 59,662 282,110 18,560 14,022 34,364,221 (1,810,489) 77,765 116,557 5,738,735 39,966 21,654 7,496,194 740,850 32,724,917 14,478,509 370,377 44,964 272,975 10,905 18,312 60,342,191 Annual Financial Plan Page 114 CHANGE (BDGT-BDGT) (148,675) 109 604 (2,503) 373,367 16,321 63,142 (21,183) 5,282 80,791 (8,820) (2,893) 148 355,690 - % CHANGE (24.3%) 0.7% 4.3% (45.9%) 13.4% 1.7% 0.0% 3.4% (3.3%) 11.9% 0.9% (19.9%) (62.5%) 7.3% 2.1% 0.0% 0.0% 0.0% 6,528,663 (375,356) 6,153,307 24.2% (6.8%) 19.0% (5,379,008) (11,528) 27,706 (1,204,467) 1,682 528 36,069 (164,750) (16,478,116) 1,404,259 100,193 (14,698) (9,135) (7,655) 4,290 (21,694,630) (150.7%) (12.9%) 31.2% (17.3%) 4.4% 2.5% 0.5% (18.2%) (33.5%) 10.7% 37.1% (24.6%) (3.2%) (41.2%) 30.6% (26.4%) City of Flagstaff Schedule F: Budget Summary By Division Of Expenditures CITY OF FLAGSTAFF BUDGET SUMMARY BY DIVISION OF EXPENDITURES COMPARISON OF FISCAL YEAR 2014 AND 2015 (WITH ACTUAL FOR FISCAL YEAR 2013) DIVISION/FUND RESERVES/CONTINGENCIES General Fund Library Fund HURF Fund Transporation 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 Sustainablity & Environmental Mgmt Fund Flagstaff Housing Authority Fund TOTAL ALL FUNDS TOTAL * ACTUAL EXPENDITURES/ EXPENSES 2012-2013 $ 20,926 258 7,033 19,420 1,605 92,667 16,023 53,769 4,408 216,109 $ 132,830,022 ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2013-2014 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES * 2013-2014 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2014-2015 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 6,175,250 215,000 100,000 10,000 325,000 1,475,000 100,000 100,000 2,000,000 10,000 170,070 50,000 10,000 250,000 1,800,000 500,000 612,000 10,000 30,000 1,001,250 8,118,320 (90,000) (122,000) 2,000,000 125,070 30,000 1,943,070 (5.8%) (55.0%) 0.0% 0.0% 0.0% 277.9% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 31.5% 238,184,402 -5,288,404 (2.2%) 243,472,806 156,120,770 CHANGE (BDGT-BDGT) % CHANGE 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 115 City of Flagstaff Schedule G: Full-Time Employee and Personnel Compensation CITY OF FLAGSTAFF FULL-TIME EMPLOYEE AND PERSONNEL COMPENSATION FISCAL YEAR 2015 FUND FULL-TIME EQUIVALENTS (FTE) 2014-2015 EMPLOYEE SALARIES AND HOURLY COSTS 2014-2015 $ $ 52.40 35.92 1.25 2.25 14.18 1.00 2.88 109.88 2,193,215 1,578,899 104,843 171,592 689,648 51,749 212,642 5,002,588 230,919 161,813 12,108 19,931 74,287 6,003 22,359 527,420 315,985 184,656 9,694 16,379 79,243 406 17,763 624,126 167,793 = 214,493 8,018 13,754 52,984 4,160 16,066 477,268 = 2,907,912 2,139,861 134,663 221,656 896,162 62,318 268,830 6,631,402 ENTERPRISE FUNDS Water & Wastewater Airport Stormwater Solid Waste Sustainability & Environmental Mgmt Flagstaff Housing Authority Total Enterprise Funds 63.75 9.75 4.75 47.05 8.00 22.00 155.30 3,813,251 500,384 340,969 2,319,025 421,819 1,325,229 8,720,677 430,375 155,968 37,761 260,999 48,696 146,360 1,080,159 452,240 52,312 27,408 315,666 56,538 154,996 1,059,160 347,915 = 35,520 27,918 264,201 36,059 125,321 836,934 = 5,043,781 744,184 434,056 3,159,891 563,112 1,751,906 11,696,930 CAPITAL PROJECTS FUNDS G.O. Bond Funded Projects Total Special Revenue Funds 0.50 0.50 56,536 56,536 20,362 20,362 4,489 4,489 2,813 = 2,813 = 84,200 84,200 TOTAL ALL FUNDS 796.45 $ 8,172,082 Page 116 $ 3,404,527 5,092,302 $ TOTAL ESTIMATED PERSONNEL COMPENSATION 2014-2015 SPECIAL REVENUE FUNDS Library HURF Beautification Economic Development Tourism Housing and Comm Services Metro Planning Organization Total Special Revenue Funds 44,631,581 6,544,141 OTHER BENEFIT COSTS 2014-2015 530.77 $ 30,851,780 HEALTHCARE COSTS 2014-2015 GENERAL FUND Annual Financial Plan $ RETIREMENT COSTS 2014-2015 $ 2,585,095 = 3,902,110 = $ $ 43,385,543 61,798,075 City of Flagstaff Schedule H: Summary of Operating Capital CITY OF FLAGSTAFF SUMMARY OF OPERATING CAPITAL FISCAL YEAR 2014-2015 SECT # SECTION OPERATING CAPITAL CARRYFWD 2013-2014 BUDGET 2014-2015 GENERAL FUND 014 IT Department Network Core Switches Camera $ - 70,000 10,000 051 Fire Fire Engine Replacement Thermal Imaging Cameras (2) - 495,000 18,000 052 Fire Grants AZ Homeland Security Equipment - 310,000 061 Police Police Cruisers Replacement (4) - 114,500 062 Police Grants Communications Equipment Police Equipment - 100,000 20,000 154 Fleet Services Setaside for Catastrophic / Vehicle Replace Fund 155 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 156 Recreation Annual Recreation Capital Zamboni Replacement 402 Non-Departmental Quadrant Remodel - 2nd Floor East GENERAL FUND TOTAL 1,697,340 1,732,723 17,300 40,946 18,100 21,000 9,600 28,000 25,570 39,300 5,730 24,000 48,500 7,500 45,000 81,892 7,000 - 43,590 100,900 93,000 1,855,586 293,000 3,661,905 29,195 15,000 15,000 59,195 58,390 45,000 80,000 30,000 213,390 LIBRARY 035 Library Setaside for Fleet Replacement Fund Public Restroom ADA Compliance Ramp Access ADA Compliance Annual Building Improvement LIBRARY TOTAL HIGHWAY USER REVENUE 161 Street Maintenance & Repairs Sweeper Replacement (2) AWD Motorgraders (3) HIGHWAY USER REVENUE TOTAL - 560,000 1,119,500 1,679,500 - 15,000 10,000 5,000 13,000 20,000 63,000 BBB RECREATION 158 BBB Recreation Annual Financial Plan HVAC Unit Security Cameras (2) Portable Cash Register Lobby Seating Rubber Flooring BBB RECREATION TOTAL Page 117 City of Flagstaff Schedule H: Summary of Operating Capital CITY OF FLAGSTAFF SUMMARY OF OPERATING CAPITAL FISCAL YEAR 2014-2015 SECTION SECT # WATER & WASTEWATER OPERATING CAPITAL 300 Utilities Administration Computer Hardware 301 Water Production Back-up Generator SCADA Improvements Water Pump Station Fixed Drive Replacement RTUs and Communication 303 Water Distribution Hand Held Meter Readers Flatbed Truck Backhoe Trailer Keyscan Entry System Tapping Machine Diesel Truck 4x4 with Outfitting Replacement 311 Wastewater Treatment-WC Facilities Repair WCH Sump Pump Replacement 4x4 One Ton Pick-up Truck with Plow Replacement Sludge Dredge Replacement Dozer Replacement Crane Repairs Gas Conveyence System Improvements 312 Wastewater Treatment-RIO Facilities Repair Discharge Flow Monitoring Crane Repairs Rio WRP Building Facilities Repair Replace Carbon Filter Media Chlorination Feed System at Buffalo Park 313 Wastewater Collection 4x4 One Ton Pick-up Truck Replacement Diesel Truck 4x4 with Outfitting Replacement Dump Truck Replacement 370 Water Capital Projects Water Vault / Compound Meters 375 Wastewater Capital Projects WWTP Security WATER & WASTEWATER TOTAL CARRYFWD 2013-2014 $ - BUDGET 2014-2015 20,000 22,700 35,000 125,000 30,000 400,000 72,700 35,000 125,000 30,000 44,500 28,000 19,000 19,000 10,000 35,000 44,500 123,000 30,000 20,000 45,000 275,000 177,000 12,000 123,000 22,000 75,000 24,200 23,500 20,000 7,500 22,000 75,000 24,200 45,000 125,000 80,000 45,000 125,000 10,000 681,400 32,000 10,000 1,984,400 HOUSING AUTHORITY FHA Flagstaff Housing Authority Housing Facilites Improvements HOUSING AUTHORITY TOTAL - 243,691 243,691 AIRPORT 222 Airport Capital Projects Annual Financial Plan ARRF Replacement Vehicle AIRPORT TOTAL Page 118 1,350,000 1,350,000 1,350,000 1,350,000 City of Flagstaff Schedule H: Summary of Operating Capital CITY OF FLAGSTAFF SUMMARY OF OPERATING CAPITAL FISCAL YEAR 2014-2015 SECTION SECT # SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT OPERATING CAPITAL 165 Solid Waste - Landfill Dozer Replacement Dust Control Annual Setaside - Landfill Closure South Borrow Pit Scale House Software Litter Fencing NW Scale Replacement Waste Management Plan Study 166 Solid Waste - Collections Rapid Rail Truck Replacement Bin Maintenance Truck Replacement Top Loader Truck Replacement 167 Solid Waste Improvements ENVIRONMENTAL SERVICES TOTAL TOTAL Annual Financial Plan Page 119 CARRYFWD 2013-2014 $ 60,115 134,996 105,000 57,370 50,000 - BUDGET 2014-2015 750,000 45,000 160,000 60,115 134,996 105,000 57,370 50,000 215,000 77,320 215,000 42,000 449,481 42,000 1,911,801 $ 4,395,662 11,107,687 City of Flagstaff Schedule I: Summary of Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2014-2015 SECT # SECTION PROJECT CARRYFWD 2013-2014 BUDGET 2014-2015 GENERAL FUND 105 Housing FHA Office Improvements 152 Facility Maintenance - 50,000 Facilities Improvements - 480,000 201 Community Investment Brownfield Assessment - 281,500 402 Non-Departemental Redevelopment GENERAL FUND TOTAL $ 145,000 145,000 145,000 956,500 2,119,100 516,115 423,660 - 121,000 90,000 167,500 2,119,100 2,267,140 423,660 1,500,000 79,000 250,000 250,000 270,000 172,982 850,000 - 50,000 50,000 15,000 2,968,982 850,000 190,800 4,081,857 11,662,182 4,000 168,989 20,000 5,000 1,311,260 30,949 133,000 10,000 259,260 40,000 - 50,000 4,000 169,034 5,000 20,000 141,350 1,315,200 37,000 133,000 10,000 266,750 40,000 280,000 125,000 100,000 174,800 1,982,458 2,871,134 HIGHWAY USER REVENUE 112 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 Beulah Blvd / University Drive HSIP Program Soliere Avenue - Fanning Wash Crossing Franklin Safety Improvements 4th Street Safety Improvements 162 Street Construction Reserve for Improvements Minor Transporation Improvements Sidewalk Replacement Program Street Improvement Program Sunnyside Business F 40 Overlay HIGHWAY USER REVENUE TOTAL FUTS 111 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 Fourth Street Trail Pine Knoll Trail Hospital Rim FUTS Trail Brannen Connector High Country Trail Sheep Crossing Trail Lonetree Trail Ponderosa Trail Rehab FUTS TOTAL Annual Financial Plan Page 120 City of Flagstaff Schedule I: Summary of Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2014-2015 SECT # SECTION PROJECT CARRYFWD 2013-2014 BUDGET 2014-2015 BEAUTIFICATION 212 Streetscape Special Projects and Unprogrammed Work Historic Facades 4th Street Neighborhood Gateway Neighborhood Gardens 4th Street Corridor Improvements Butler Avenue - North Edge Fort Valley Road Enhancements Beautification in Action Lockette Avenue - North Edge Milton Avenue - North Edge Capital Repair Project Train Station Platform City Gateways Non-Conforming Sign Program Gutter Diversions - Sustainable Streets BEAUTIFICATION TOTAL $ 169,113 10,000 1,300,000 392,500 20,000 - 60,000 50,000 169,113 10,000 1,537,100 492,500 20,000 12,500 50,000 20,000 50,000 300,000 75,000 80,000 100,000 1,891,613 3,026,213 ARTS & SCIENCE 216 Arts & Science Kings House Mural Fort Valley Wall Art in the Alley West Rt66 - North Edge Utility Box Art Ariport Murals TBD ARTS & SCIENCE TOTAL - 25,000 25,000 50,000 10,000 12,500 70,000 8,400 - 200,900 RECREATION 158 BBB Recreation Bushmaster Park Tennis Court Replacements (4) Second Chiller Aquaplex Improvements Ice Rink Improvements BBB RECREATION TOTAL 1,065,209 - 1,666,460 480,000 250,000 60,000 145,000 1,065,209 2,601,460 1,288,160 - 1,076,094 1,429,000 5,000 495,191 7,228,509 28,275,000 28,295,000 CAPITAL PROJECTS 421 GO Capital Projects Fund FUTS / Open Space Land Acquisition Rose Avenue La Plaza Viega 422 MFC Capital Projects Fund Innovation Mesa 424 Core Service Facility Core Services Maintenance Facility 425 Flagstaff Watershed Watershed Protection Project 1,380,000 1,919,823 426 Court Facility Court Facility 7,250,000 7,250,000 38,688,351 47,203,426 CAPITAL PROJECTS TOTAL Annual Financial Plan Page 121 City of Flagstaff Schedule I: Summary of Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2014-2015 SECT # SECTION PROJECT CARRYFWD 2013-2014 BUDGET 2014-2015 WATER & WASTEWATER 301 Water Production SCADA Communication Towers Vehicle Equipment Storage $ 73,600 312 Wastewater Treatment-Wildcat COGEN Improvements 370 Water Capital Projects Aging Water Infrastucture Replacement Radio Read Meter Replacements Switzer Canyon Transmission 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 McCallister Well, Pump, and Building Water Rate Study Cheshire Tank Repairs Future Water Rights Lake Mary Well #2 - 12" Pipeline NAZ Water Supply Feasibility Leroux St Waterline / Sewerline 50,000 245,932 110,433 106,500 444,000 200,000 108,702 182,834 600,000 148,400 300,000 592,000 321,000 110,000 - 284,128 350,000 1,525,545 110,433 106,500 444,000 300,000 200,000 170,960 265,720 1,050,000 148,400 300,000 597,200 321,000 110,000 815,970 375 Wastewater Capital Projects WWTP Energy Efficiency Program Wildcat Solids Disposal Wildcat Septage and Grease Station Wildcat Centrate Bushmaster RW Pump Station Wildcat RW pump Station and Piping Wildcat Barscreens Aging Sewer Infrastructure Replacements Rio de Flag Sewer Replacements Reserve for Improvements Picture Canyon Bonito Sewer Replacement Sinclair Sewer Replacement 198,400 823,000 400,000 347,225 242,000 260,000 - 948,400 823,000 600,000 450,000 495,000 850,000 400,000 430,000 242,000 300,000 260,000 320,000 70,000 WATER & WASTEWATER TOTAL 5,864,026 13,926,856 Rio de Flag Project Rio Parking Replacement Spot Improvement - Annual Spot Improvement - 5 Points Spot Improvement - Rio Culvert Spot Improvement - Clay Ave Wash Spot Improvement - Fanning / Steves Culvert Spot Improvement - Columbia Circle Spot Improvement - City Prop 116 Butler Spot Improvement - Schultz Creek Design Phase I Spot Improvement - Cottage and Elden 2,338,796 1,200,000 108,550 29,800 - 2,338,796 1,200,000 75,000 175,000 10,000 1,500 35,000 338,000 29,800 90,000 30,000 3,677,146 4,323,096 - 225,000 73,600 340,000 STORMWATER 385 Stormwater Capital Projects STORMWATER TOTAL Annual Financial Plan Page 122 City of Flagstaff Schedule I: Summary of Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2014-2015 SECT # SECTION PROJECT CARRYFWD 2013-2014 BUDGET 2014-2015 AIRPORT 222 Airport Capital Projects Sustainability Master Plan Rehab Airport Access/Public Circulation Road Westplex Taxiway - Rehab Phase II AIRPORT TOTAL $ 1,870,127 296,508 3,500,000 1,870,127 1,870,127 5,666,635 34,000 49,000 44,000 150,000 75,000 500,000 49,000 83,000 818,000 $ 59,348,787 93,256,402 SOLID WASTE 165 Solid Waste Stormwater Infrastructure Maintenance Building Alternative Liner Test Pilots Paper Sludge Storage Road Extension ENVIRONMENTAL SERVICES TOTAL Total Annual Financial Plan Page 123 City of Flagstaff Schedule J: Debt Service Requirements CITY OF FLAGSTAFF DEBT SERVICE REQUIREMENTS FISCAL YEAR 2014-2015 ORIGINAL ISSUE GENERAL FUND Existing Debt: USGS-Series 12 Capital Lease - APSES Certificates of Participation - Fire Equipment Capital Lease - Renewable Energy Equipment $ STREETS FUND Certificates of Participation - Street Overlay 4TH STREET 2003 MFC Revenue Bonds 2012 Pledged Revenue Partial Advance Refunding ECONOMIC DEVELOPMENT Existing Debt: GADA Revenue Bonds Series 2010A- Incubator Proposed Other debt (loan) - Innovation Building 2015 GENERAL OBLIGATION BOND FUND 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 G.O. Series 2014A Capital Projects G.O. Series 2014B Partial Advance Refunding 2006 Projects Proposed G.O. Series Core Services Facility 2015 Proposed G.O. Open Space Series 2015 SPECIAL ASSESSMENT DISTRICT Sawmill District SUSTAINABILITY AND ENVIRONMENTAL SERVICES Proposed G. O. Series - Public Works Facility AIRPORT FUND Other debt - Lease Purchase - Hangars Other debt - Loan - Hangars $ PRINCIPAL INTEREST FISCAL CHARGES TOTAL REQUIREMENTS 4,700,000 3,800,000 350,000 1,014,557 22,864,557 1,260,000 231,583 222,631 1,002,292 2,716,506 400,000 231,583 34,224 55,742 721,549 50,350 3,914 7,158 28,177 89,599 3,240 1,600 3,665 8,505 453,590 237,097 45,047 83,919 819,653 4,610,000 4,610,000 2,932,369 2,932,369 450,776 450,776 94,287 94,287 7,690 7,690 552,753 552,753 25,000,000 12,530,000 37,530,000 12,530,000 12,530,000 695,000 695,000 469,750 469,750 5,100 5,100 1,169,850 1,169,850 3,370,000 3,150,000 6,520,000 2,965,000 2,965,000 125,000 125,000 124,563 80,000 204,563 7,355 7,355 256,918 80,000 336,918 31,500,000 12,845,000 3,952,287 1,394,136 11,460,000 6,600,000 8,270,000 14,000,000 2,200,000 92,221,423 19,560,000 12,510,000 3,292,927 212,704 11,460,000 6,600,000 8,270,000 61,905,631 1,620,000 1,650,000 378,269 212,704 560,000 417,500 4,838,473 823,838 310,850 74,491 2,127 315,413 165,900 267,822 500,000 165,900 2,626,341 3,600 3,200 1,920 1,920 4,740 3,200 3,200 6,400 3,200 31,380 2,447,438 1,964,050 454,680 216,751 880,153 169,100 271,022 923,900 169,100 7,496,194 19,075,000 19,075,000 8,605,000 8,605,000 305,000 305,000 430,250 430,250 5,600 5,600 740,850 740,850 125,000 125,000 125,000 125,000 - 250,000 250,000 3,470,000 3,470,000 WATER AND WASTEWATER FUND Existing Debt: G.O. Series 2003 G.O. 2011 WIFA Debt - Red Gap Shallow Well G.O. Series 2011 Current Refunding of 1997 Series 2002 Water Revenue Bonds (WIFA) 2006 WIFA Revolving Loan - Water 2007 WIFA Revolving Debt - Wastewater 2008 WIFA Revolving Debt - Water 2009 WIFA Revolving Debt - Water Feasibility 2010 WIFA Revolving Debt - Sinagua Well Improvements 2010 WIFA Revolving Debt - Fort Tuthill Well Improvements 2010 WIFA Revolving Debt - Local Aquifer Study Other debt - Lease Purchase - Co-Generators Other debt - Lease Purchase - Renewable Energy Equipmen Proposed WIFA Revolving Loan - Future Water Rights 2015 Total Debt Service Requirements OUTSTANDING 07/01/2014* - 8,230,000 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 1,936,443 177,007 66,443,958 1,504,660 247,296 3,634,606 5,645,000 18,404,554 6,923,844 1,136,884 196,001 451,188 942,142 695,913 1,913,033 41,695,121 63,660 247,296 349,864 355,000 1,040,307 350,695 87,340 9,797 23,372 48,804 221,528 106,393 10,000 2,914,056 23,626 2,473 70,837 97,322 359,834 155,890 22,783 2,685 4,175 8,719 29,427 53,781 5,000 836,552 2,782,598 600,000 3,382,598 1,822,343 127,362 1,949,705 131,773 48,830 180,603 99,963 6,119 106,082 256,117,536 135,299,332 10,355,457 4,982,424 22,092 5,390 51,895 82,012 268,266 101,227 21,193 2,867 6,593 13,766 4,415 579,716 645,346 109,378 255,159 472,596 534,334 1,668,407 607,812 131,316 15,349 34,140 71,289 255,370 160,174 15,000 4,330,324 231,736 54,949 286,685 15,983,227 * As restated due to change in accounting principle application Annual Financial Plan Page 124 City of Flagstaff Annual Financial Plan Page 125 City of Flagstaff Actual 2012-2013 Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance Page 126 19,952,440 19,552,029 23,292,421 22,596,412 11,168,642 10,997,403 10,754,213 10,664,074 15,744,648 5,304,734 2,302,643 15,850,368 5,355,000 2,345,338 15,915,500 5,355,000 2,415,000 16,350,601 5,435,325 2,462,093 16,282,333 5,516,855 2,449,782 16,372,798 5,599,608 2,462,031 16,702,190 5,683,602 2,511,272 17,038,288 5,768,856 2,561,497 6,728,479 5,391,580 2,510,832 1,317,140 1,000,199 863,622 7,300,000 5,418,188 2,543,750 2,113,654 1,592,827 850,000 7,348,797 5,650,000 2,500,000 2,088,568 846,827 850,000 7,920,000 5,760,175 2,548,750 1,596,446 1,853,381 860,000 8,079,318 5,731,374 2,536,006 469,584 638,282 860,000 8,236,865 5,760,031 2,548,686 261,464 638,282 860,000 8,195,680 5,875,232 2,599,660 261,464 638,282 860,000 8,236,659 5,992,736 2,651,653 261,464 638,282 860,000 20,015 1,309,720 326,400 33,000 1,119,250 157,930 33,000 1,119,250 247,930 33,000 1,141,075 218,930 33,000 1,135,370 218,930 33,000 1,141,047 218,930 33,000 1,163,868 218,930 33,000 1,187,145 218,930 238,031 1,372,629 1,264,540 135,135 366,100 1,578,830 910,863 135,340 405,300 1,568,730 908,015 135,340 255,300 1,646,730 957,100 135,000 315,300 1,578,730 915,266 136,350 315,300 1,578,730 919,979 137,714 315,300 1,578,730 924,739 139,091 315,300 1,578,730 929,546 140,482 768,189 772,798 820,190 294,961 820,190 294,961 819,000 335,462 827,190 299,970 835,462 302,971 843,817 306,000 852,255 309,060 226,353 2,534,419 207,500 6,810,642 213,000 5,312,230 216,000 1,717,552 212,650 1,594,377 214,821 1,596,260 217,012 1,598,161 219,124 1,600,083 50,132,106 55,803,731 54,027,638 52,261,920 49,830,667 50,033,979 50,666,030 51,393,090 78,391 85,401 357,558 9,437 1,366,633 14,000 157,794 33,567 77,903 80,700 2,261,384 328,391 28,401 510,985 99,685 1,948,789 157,794 33,567 72,488 239,681 86,300 3,506,081 78,391 28,401 510,985 99,685 1,907,843 157,794 33,567 72,488 239,681 86,300 120,000 3,335,135 289,196 20,701 426,139 104,407 2,024,447 130,000 123,797 16,784 65,083 233,730 90,372 3,524,656 13,000 422,139 98,807 2,020,447 44,900 57,678 233,730 90,372 2,981,073 13,000 422,139 98,807 2,020,447 57,678 233,730 90,372 2,936,173 13,000 422,139 98,807 2,020,447 4,678 233,730 90,372 2,883,173 13,000 422,139 98,807 2,020,447 4,678 233,730 90,372 2,883,173 Total Revenues & Transfers In 52,393,490 59,309,812 57,362,773 55,786,576 52,811,740 52,970,152 53,549,203 54,276,263 Total Sources of Funds 72,345,930 78,861,841 80,655,194 78,382,988 63,980,382 63,967,555 64,303,416 64,940,337 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 Sustainability and Environ Mgmt Stormwater Capital Projects Fund Total Transfers In $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2015-2019 Actual 2012-2013 Budget 2013-2014 Estimate 2013-2014 Budget 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 127 Debt Service Leases-Energy Leases-Fire Equipment Bonds (001-06-1990) Total Debt Service Total Operating Budget Future Uses PSRS - FD Increases Benefit Increases Available 1X's Total Revised Service Levels 7,645,381 3,040,628 3,717,117 9,134,025 15,938,299 4,252,897 171,783 3,199,358 2,669,853 20,926 (5,558,105) 44,232,162 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 7,711,329 3,169,917 4,275,997 9,904,847 17,201,026 7,944,927 194,478 2,512,239 215,000 (5,483,215) 47,646,545 9,035,681 3,357,893 4,300,389 9,917,696 18,143,586 8,179,745 182,803 2,836,097 1,475,000 (5,450,649) 51,978,241 8,044,953 3,291,887 4,230,353 9,300,463 17,699,123 7,838,104 182,355 2,154,400 100,000 (5,450,649) 47,390,989 8,184,953 3,291,887 4,230,353 9,300,463 17,541,386 7,838,104 182,355 2,154,400 100,000 (5,450,649) 47,373,252 8,044,953 3,291,887 4,230,353 9,300,463 17,641,386 7,838,104 182,355 2,154,400 100,000 (5,450,649) 47,333,252 8,184,953 3,291,887 4,230,353 9,500,463 17,641,386 7,838,104 182,355 2,154,400 100,000 (5,450,649) 47,673,252 470,993 41,720 465,896 978,609 45,210,771 472,659 41,799 669,330 1,183,788 51,179,476 472,659 41,799 669,330 1,183,788 48,830,333 321,016 45,047 453,590 819,653 52,797,894 83,919 45,047 453,590 582,556 47,973,545 83,919 45,047 453,590 582,556 47,955,808 83,919 45,047 453,590 582,556 47,915,808 83,919 45,047 453,590 582,556 48,255,808 - - - - 280,000 590,000 870,000 420,000 600,000 1,020,000 200,000 560,000 700,000 1,460,000 204,000 700,000 700,000 1,604,000 - City of Flagstaff Capital/CIP Fleet Information Technology Capital Improvement Projects Operating Capital Total Capital/CIP 803,827 (28,022) 364,633 1,140,438 2,337,037 643,668 5,563,500 495,000 9,039,205 645,828 450,562 4,418,500 377,700 5,892,590 2,835,015 956,500 826,890 4,618,405 757,783 285,000 1,042,783 757,783 285,000 1,042,783 757,783 285,000 1,042,783 757,783 285,000 1,042,783 Transfers Out Library Hurf Economic Development MPO Capital Projects Fund Airport Stormwater Flagstaff Housing Authority Total Transfers Out Excess revenues over expenditures 1,137,951 721,100 491,500 22,493 63,270 99,000 166,986 2,702,300 3,339,981 1,187,951 1,437,100 261,000 1,626,000 552,000 3,927,428 8,991,479 (9,900,348) 1,187,951 1,437,100 261,000 13,962 43,000 392,846 3,335,859 (696,009) 1,627,451 1,220,600 251,000 2,320,000 807,000 3,538,796 33,200 9,798,047 (11,427,770) 1,398,951 1,265,500 251,000 148,000 33,200 3,096,651 (171,239) 1,448,951 1,220,600 251,000 241,000 33,200 3,194,751 (243,190) 1,498,951 1,237,600 251,000 200,000 33,200 3,220,751 (90,139) 1,548,951 1,237,600 251,000 220,000 33,200 3,290,751 82,921 49,053,509 69,210,160 58,058,782 67,214,346 52,982,979 53,213,342 53,639,342 54,193,342 23,292,421 9,651,681 22,596,412 11,168,642 10,997,403 10,754,213 10,664,074 10,746,995 Total Uses of Funds Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2015-2019 Actual 2012 -2013 Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ Page 128 800,433 873,900 818,932 1,083,205 509,298 485,571 399,922 292,436 Revenues State Grants Intergovernmental Interest Revenue Miscellaneous Total Revenues 53,882 3,843,643 34,004 494,502 4,426,031 25,000 6,116,924 37,437 20,474 6,199,835 25,000 4,406,534 31,261 62,500 4,525,295 79,000 5,501,560 37,624 53,474 5,671,658 100,000 3,956,552 37,812 20,474 4,114,838 100,000 3,975,789 39,006 20,474 4,135,269 100,000 4,038,329 39,201 20,474 4,198,004 100,000 4,118,732 39,397 20,474 4,278,603 Transfers In Tourism General Fund Total Transfers In 2,700 1,137,951 1,140,651 36,500 1,187,951 1,224,451 36,500 1,187,951 1,224,451 36,500 1,627,451 1,663,951 36,500 1,389,420 1,425,920 36,500 1,431,102 1,467,602 36,500 1,474,035 1,510,535 36,500 1,518,256 1,554,756 Total Sources of Funds 6,367,115 8,298,186 6,568,678 8,418,814 6,050,055 6,088,442 6,108,462 6,125,795 3,022,271 490,619 53,881 1,409,464 493,299 258 5,469,792 3,278,285 644,044 25,000 2,902,865 450,207 59,195 222,000 7,581,596 2,884,966 644,044 25,000 1,402,865 450,207 5,407,082 3,628,866 586,198 79,000 2,555,737 457,129 213,390 100,000 7,620,320 3,369,805 536,614 100,000 1,060,313 468,557 29,195 5,564,484 3,462,890 551,137 100,000 1,065,027 480,271 29,195 5,688,520 3,558,606 566,064 100,000 1,069,882 492,278 29,195 5,816,026 3,657,032 581,407 100,000 1,074,883 504,585 29,195 5,947,102 78,391 78,391 328,391 328,391 78,391 78,391 289,196 289,196 5,548,183 7,909,987 5,485,473 7,909,516 5,564,484 5,688,520 5,816,026 5,947,102 818,932 388,199 1,083,205 509,298 485,571 399,922 292,436 178,693 Uses of Funds Departments Library City Direct Library County Library Grants County Wide Projects & Growth Indirect Costs Capital Expenditures Reserves/Contingencies Total Department Expenditures Transfer Out General Fund Total Transfers Out City of Flagstaff Total Uses of Funds Ending Fund Balance (1) (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 2015-2019 Actual 2012-2013 Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ Revenues Intergovernmental Revenues 2,243,491 - 2,546,353 3,008,503 3,453,850 1,047,055 927,801 - 946,744 36,000 3,838 179,924 1,181,238 6,007,741 10,995 36,507 6,055,243 5,955,798 200,000 6,000 540,000 6,737,798 6,007,741 22,000 1,265,922 7,299,501 6,397,818 6,000 442,500 7,026,242 6,461,797 5,000 1,500,000 9,148,034 6,921,033 5,000 6,926,033 6,399,453 5,000 6,404,453 6,559,440 5,000 8,814,205 Transfers In General Fund Stormwater Environmental Services Transportation Tax Total Transfers in 721,100 206,243 17,000 3,288,907 4,233,250 1,437,100 338,818 17,000 7,309,986 9,102,904 1,437,100 288,818 17,000 3,194,505 4,937,423 1,220,600 306,241 17,000 8,086,785 9,630,626 1,220,600 312,366 17,000 5,276,260 6,826,226 1,220,600 318,613 17,000 1,274,085 2,830,298 1,237,600 324,985 6,070,285 7,632,870 1,237,600 331,485 3,493,973 5,063,058 Total Sources of Funds 12,531,984 18,387,055 15,245,427 20,110,718 17,021,315 10,684,132 14,955,307 14,824,006 3,256,246 972,887 4,664,163 8,893,296 3,927,570 999,187 11,521,601 100,000 16,548,358 3,827,570 999,187 6,387,208 11,213,965 4,142,205 906,322 13,341,682 100,000 18,490,209 3,951,499 999,187 10,577,075 15,527,761 4,030,528 1,024,167 4,145,700 9,200,395 4,111,139 1,049,771 8,281,900 13,442,810 4,193,362 1,076,015 8,005,353 13,274,730 Debt Service Debt Service Total Debt Service 544,784 544,784 549,211 549,211 549,211 549,211 552,753 552,753 552,753 552,753 552,753 552,753 552,753 552,753 552,753 552,753 Transfers p Out j General Fund Total Transfers Out 85,401 85,401 28,401 28,401 28,401 28,401 20,701 20,701 13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 9,523,481 17,125,970 11,791,577 19,063,663 16,093,514 9,766,148 14,008,563 13,840,483 3,008,503 1,261,085 3,453,850 1,047,055 927,801 917,984 946,744 983,523 Highway User Revenues LTAF Interest Revenues Miscellaneous Revenues Total Revenues - 917,984 2,249,765 Page 129 Uses of Funds Departments Operating Expenditures Indirect Cost Capital Expenditures Reserves/Contingencies Total Expenditures 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 2015-2019 Actual 2012-2013 Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ 3,746,142 4,397,568 4,641,485 9,762,247 6,556,088 6,080,798 9,581,177 8,469,391 Revenues Sales Tax Interest Revenues Miscellaneous Revenues Total Revenues 11,114,898 89,879 11,204,777 11,081,675 89,000 4,500,000 15,670,675 11,215,156 90,000 3,100,000 14,405,156 11,459,192 53,000 2,000,000 13,512,192 11,391,945 37,000 11,428,945 11,448,907 47,000 11,495,907 11,677,884 67,000 11,744,884 11,911,441 71,000 11,982,441 Total Sources of Funds 14,950,919 20,068,243 19,046,641 23,274,439 17,985,033 17,576,705 21,326,061 20,451,832 292,482 4,098,972 4,391,454 320,202 5,738,691 6,058,893 320,202 4,732,012 5,052,214 335,274 4,553,942 2,000,000 6,889,216 343,656 3,476,418 3,820,074 352,247 3,562,820 3,915,067 361,053 3,631,056 3,992,109 370,080 4,045,974 4,416,054 3,288,907 520,000 3,808,907 7,309,986 22,500 535,000 7,867,486 3,194,505 22,500 535,000 3,752,005 8,086,785 22,500 550,000 8,659,285 5,276,260 22,500 550,000 5,848,760 1,274,085 22,500 550,000 1,846,585 6,070,285 22,500 550,000 6,642,785 3,493,973 22,500 550,000 4,066,473 2,109,073 1,182,775 480,175 1,169,850 2,235,400 2,233,875 2,221,775 2,226,525 10,309,434 15,109,154 9,284,394 16,718,351 11,904,234 7,995,527 12,856,669 10,709,052 4,641,485 4,959,089 9,762,247 6,556,088 6,080,798 9,581,177 8,469,391 9,742,779 Uses of Funds Page 130 Departments Operating Indirect Costs Transit Contingency Total Expenditures Transfers Out Highway User Revenue Fund MPO Beautification Fund FUTS Fund Total Transfers Out Total Debt Service Total Use of Funds Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF TRANSPORTATION FUND FIVE YEAR PLAN 2015-2019 City of Flagstaff Actual 2012-2013 Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ Page 131 - - - 2,654,735 469,660 265,608 241,268 416,868 Revenues Intergovernmental Revenue Interest Earnings Total Revenues - 1,239,339 1,239,339 56,310 56,310 129,419 6,640 136,059 500,000 1,170 501,170 660 660 600 600 1,040 1,040 Transfers In Beautification Fund Transportation Tax Total Transfers In - 2,349,259 535,000 2,884,259 2,384,951 535,000 2,919,951 550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 Total Sources of Funds - 4,123,598 2,976,261 3,340,794 1,520,831 816,268 791,868 967,908 Departments Capital Expenditures Total Expenditures - 3,446,341 3,446,341 321,526 321,526 2,871,134 2,871,134 1,255,223 1,255,223 575,000 575,000 375,000 375,000 475,000 475,000 Total Uses of Funds - 3,446,341 321,526 2,871,134 1,255,223 575,000 375,000 475,000 - 677,257 2,654,735 469,660 265,608 241,268 416,868 492,908 Uses of Funds Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF FLAGSTAFF URBAN TRAILS FUND FIVE YEAR PLAN 2015-2019 City of Flagstaff Actual 2012-2013 Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ 5,011,988 4,685,665 5,341,125 3,121,211 758,091 622,913 624,827 507,890 1,180,604 360,932 43,404 8,349 1,593,289 1,186,405 6,120 1,192,525 1,210,000 8,750 43,757 1,262,507 1,233,595 7,460 1,241,055 1,227,427 7,800 1,235,227 1,233,564 1,900 1,235,464 1,258,235 1,560 1,259,795 1,283,400 1,560 1,284,960 520,000 110,000 630,000 - - - - - - - Total Sources of Funds 7,235,277 5,878,190 6,603,632 4,362,266 1,993,318 1,858,377 1,884,622 1,792,850 Uses of Funds Departments General Operating Capital Expenditures Reserves/Contingencies Total Expenditures 177,503 1,359,091 1,536,594 175,309 2,619,360 10,000 2,804,669 150,470 436,015 586,485 141,823 3,026,213 10,000 3,178,036 145,369 762,500 907,869 149,003 587,500 736,503 152,728 687,500 840,228 156,546 677,500 834,046 357,558 357,558 510,985 2,045,634 2,556,619 510,985 2,384,951 2,895,936 426,139 426,139 462,537 462,537 497,047 497,047 536,505 536,505 576,649 576,649 1,894,152 5,361,288 3,482,421 3,604,175 1,370,406 1,233,549 1,376,733 1,410,695 5,341,125 516,902 3,121,211 758,091 622,913 624,827 507,890 382,154 Revenues BBB Tax Revenue Intergovernmental Revenue Interest Earnings Miscellaneous Total Revenues Transfers In Transportation Tax-STS Recreation-BBB Fund Total Transfers In Page 132 Transfers Out General Fund Flagstaff Urban Trails Fund Total Transfers Out Total Uses of Funds City of Flagstaff Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF BEAUTIFICATION FUND FIVE YEAR PLAN 2015-2019 Actual 2012-2013 Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ Page 133 146,347 282,960 311,144 346,653 167,799 146,414 120,511 112,365 Revenue BBB Tax Revenue Lease Proceeds Grant Revenues Interest Income/Misc Rev. Total Revenues 560,934 40,020 102,128 3,199 706,281 563,542 41,637 100,000 2,977 708,156 574,750 39,737 65,000 2,977 682,464 585,958 97,531 35,000 6,933 725,422 583,028 269,342 3,356 855,726 585,943 384,168 2,928 973,040 597,662 407,812 2,410 1,007,884 609,615 454,272 2,247 1,066,134 Transfer In Capital Projects General Fund Total Transfer In 4,457 491,500 495,957 261,000 261,000 261,000 261,000 251,000 251,000 353,500 353,500 251,000 251,000 251,000 251,000 251,000 251,000 1,348,585 1,252,116 1,254,608 1,323,075 1,377,025 1,370,454 1,379,395 1,429,499 Departments General Operating Reserve/Contingencies Total Expenditures 779,903 7,033 786,936 713,332 45,000 758,332 652,402 652,402 648,288 170,070 818,358 813,692 813,692 833,025 833,025 850,112 850,112 877,462 877,462 Debt Service Debt Service Total Debt Service 250,505 250,505 255,553 255,553 255,553 255,553 336,918 336,918 416,918 416,918 416,918 416,918 416,918 416,918 416,918 416,918 Total Uses of Funds 1,037,441 1,013,885 907,955 1,155,276 1,230,610 1,249,943 1,267,030 1,294,380 311,144 238,231 346,653 167,799 146,414 120,511 112,365 135,119 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 2015-2019 City of Flagstaff Actual 2012-2013 Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Begining Fund Balance $ 467,611 645,165 641,466 545,178 421,699 415,454 391,145 359,158 1,771,839 12,366 6,423 84,756 18,033 1,893,416 1,779,608 12,403 6,452 62,620 13,000 1,874,083 1,815,000 12,403 6,452 85,000 13,000 1,931,855 1,850,393 12,527 8,178 86,000 53,130 2,010,228 1,841,141 12,652 6,325 87,720 13,261 1,961,099 1,850,346 12,779 6,232 89,474 13,394 1,972,225 1,887,353 12,907 5,867 91,264 13,528 2,010,919 1,925,100 13,036 5,387 93,089 13,663 2,050,276 2,361,027 2,519,248 2,573,321 2,555,406 2,382,798 2,387,680 2,402,064 2,409,433 1,688,004 19,420 1,707,424 1,879,658 50,000 1,929,658 1,891,958 1,891,958 1,942,800 50,000 1,992,800 1,832,037 1,832,037 1,861,228 1,861,228 1,907,599 1,907,599 1,955,184 1,955,184 2,700 9,437 12,137 36,500 99,685 136,185 36,500 99,685 136,185 36,500 104,407 140,907 36,500 98,807 135,307 36,500 98,807 135,307 36,500 98,807 135,307 36,500 98,807 135,307 1,719,561 2,065,843 2,028,143 2,133,707 1,967,344 1,996,535 2,042,906 2,090,491 641,466 453,405 545,178 421,699 415,454 391,145 359,158 318,942 Revenues BBB Tax Revenues Building Rental Revenue Interest on Investments Visitor Center Retail Sales Miscellaneous Revenues Total Revenues Total Sources of Funds Uses of Funds Page 134 Departments Operating Expenditures Reserve Total Expenditures Transfers Out Library fund General Fund Total Transfers Out Total Uses of Funds Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF TOURISM FUND FIVE YEAR PLAN 2015-2019 City of Flagstaff Actual 2012-2013 Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ 360,200 388,524 409,439 457,249 293,348 126,933 60,798 61,369 Revenues BBB Tax Revenues Miscellaneous Interest Income Total Revenues 442,844 612 2,975 446,431 444,902 2,866 447,768 453,750 2,866 456,616 462,598 4,524 467,122 460,285 3,055 463,340 462,587 1,642 464,229 471,838 1,116 472,954 481,275 1,218 482,493 Total Sources of Funds 806,631 836,292 866,055 924,371 756,688 591,162 533,752 543,862 Departments Operating Expenditures Capital Expenditures Reserve Total Expenditures 395,587 1,605 397,192 408,806 233,400 10,000 652,206 408,806 408,806 420,123 200,900 10,000 631,023 404,755 225,000 629,755 401,964 128,400 530,364 407,382 65,000 472,382 401,370 65,000 466,370 Total Uses of Funds 397,192 652,206 408,806 631,023 629,755 530,364 472,382 466,370 409,439 184,086 457,249 293,348 126,933 60,798 61,369 77,492 Uses of Funds Page 135 Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF ARTS AND SCIENCE FUND FIVE YEAR PLAN 2015-2019 City of Flagstaff Actual 2012-2013 Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ 1,405,674 1,751,379 1,871,743 3,057,400 419,225 382,019 350,303 313,823 Revenues BBB Tax Revenue Interest on Investments Miscellaneous Revenues Bond Proceeds Bond Premiums Total Revenues 1,927,444 12,566 2,692 1,942,702 1,957,568 7,000 1,100,000 3,064,568 1,996,500 12,000 1,100,000 19,791 3,128,291 2,035,432 15,300 2,050,732 2,025,255 2,100 2,027,355 2,035,381 1,900 2,037,281 2,076,088 2,000 2,078,088 2,117,610 2,000 2,119,610 Total Sources of Funds 3,348,376 4,815,947 5,000,034 5,108,132 2,446,580 2,419,300 2,428,391 2,433,433 1,100,000 1,100,000 34,791 34,791 2,664,460 2,664,460 Uses of Funds Page 136 Departments Capital Expenditures Total Expenditures - - - - - Transfers Out General Fund Beautification Total Transfers Out 1,366,633 110,000 1,476,633 1,948,789 1,948,789 1,907,843 1,907,843 2,024,447 2,024,447 2,064,561 2,064,561 2,068,998 2,068,998 2,114,568 2,114,568 2,161,505 2,161,505 Total Uses of Funds 1,476,633 3,048,789 1,942,634 4,688,907 2,064,561 2,068,998 2,114,568 2,161,505 1,871,743 1,767,158 3,057,400 419,225 382,019 350,303 313,823 271,928 Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF BBB-RECREATION FUND FIVE YEAR PLAN 2015-2019 City of Flagstaff Actual 2012-2013 Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ 1,224,054 796,818 948,895 1,088,854 108,524 108,524 108,524 108,524 Revenues Intergovernmental Revenues Interest Revenue Sale of Real Property Miscellaneous Revenues Total Revenues 537,097 7,809 642,444 51,485 1,238,835 1,572,174 650,000 2,222,174 554,886 8,830 315,112 45,306 924,134 1,995,202 1,995,202 1,225,000 1,225,000 1,225,000 1,225,000 1,225,000 1,225,000 1,225,000 1,225,000 Total Sources of Funds 2,462,890 3,018,992 1,873,028 3,084,056 1,333,524 1,333,524 1,333,524 1,333,524 1,499,995 1,499,995 2,778,741 2,778,741 784,175 784,175 2,823,032 2,823,032 1,225,000 1,225,000 1,225,000 1,225,000 1,225,000 1,225,000 1,225,000 1,225,000 Uses of Funds Page 137 Departments Operating Expenditures Total Department Expenditures Transfers Out General Fund Flagstaff Housing Authority Total Transfers Out 14,000 14,000 Total Uses of Funds Ending Fund Balance $ - - 130,000 22,500 152,500 - - - - 1,513,995 2,778,741 784,175 2,975,532 1,225,000 1,225,000 1,225,000 1,225,000 948,895 240,251 1,088,854 108,524 108,524 108,524 108,524 108,524 Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF HOUSING AND COMMUNITY SERVICES FUND FIVE YEAR PLAN 2015-2019 City of Flagstaff Actual 2012-2013 Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ 12,607 - 20,900 - - 48,770 97,540 146,310 273,244 8,980 282,224 660,071 255,000 915,071 345,227 5,000 350,227 897,579 255,000 1,152,579 321,501 5,000 326,501 321,501 5,000 326,501 321,501 5,000 326,501 321,501 5,000 326,501 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 22,500 317,324 937,571 393,627 1,175,079 349,001 397,771 446,541 495,310 Departments Operating Expenditures Indirect Grant Cost Reserves/Contingencies Total Expenditures 279,164 17,260 296,424 666,445 21,126 250,000 937,571 372,501 21,126 393,627 903,425 21,654 250,000 1,175,079 278,035 22,196 300,231 277,481 22,750 300,231 276,912 23,319 300,231 276,329 23,902 300,231 Total Uses of Funds 296,424 937,571 393,627 1,175,079 300,231 300,231 300,231 300,231 20,900 - - 48,770 97,540 146,310 195,079 Revenues Intergovernmental Revenue Miscellaneous Revenues Total Revenues Transfers In Transportation Total Transfers In Total Sources of Funds Uses of Funds Page 138 Ending Fund Balance $ - Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF METRO PLANNING ORGANIZATION FUND FIVE YEAR PLAN 2015-2019 City of Flagstaff Actual 2012-2013 Budget 2013-2014 Estimate 2013-2014 - - - Budget 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ 220,071 Revenue EDA Grant Interest Income/Misc Rev. Total Revenues - 220,000 855 220,855 220,000 71 220,071 2,201 2,201 Total Sources of Funds - 220,855 220,071 Departments EDA Revolving Loans Total Expenditures - 220,000 220,000 Total Uses of Funds - 220,000 - 855 2,272 2,317 2,364 2,411 - - - - 45 45 46 46 47 47 48 48 222,272 2,317 2,364 2,411 2,459 - 220,000 220,000 - - - - - 220,000 - - - - 2,317 2,364 2,411 2,459 Uses of Funds Page 139 Ending Fund Balance $ 220,071 2,272 Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF EDA REVOLVING LOAN FUND FIVE YEAR PLAN 2015-2019 City of Flagstaff Actual 2012-2013 Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ 378,057 - - - - - - - Transfers In Secondary Property Tax Fund Total Transfers In 3,911,355 3,911,355 7,460,125 7,460,125 7,045,125 7,045,125 7,496,194 7,496,194 8,004,869 8,004,869 8,660,837 8,660,837 8,134,693 8,134,693 7,505,474 7,505,474 Total Sources of Funds 4,289,412 7,460,125 7,045,125 7,496,194 8,004,869 8,660,837 8,134,693 7,505,474 Debt Service Debt Service Total Debt Service 4,289,412 4,289,412 7,460,125 7,460,125 7,045,125 7,045,125 7,496,194 7,496,194 8,004,869 8,004,869 8,660,837 8,660,837 8,134,693 8,134,693 7,505,474 7,505,474 Total Uses of Funds 4,289,412 7,460,125 7,045,125 7,496,194 8,004,869 8,660,837 8,134,693 7,505,474 - - - - - - - Uses of Funds Page 140 Ending Fund Balance $ - Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF GENERAL OBLIGATION BOND FUND FIVE YEAR PLAN 2015-2019 City of Flagstaff Actual 2012-2013 Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ 6,234,327 8,471,639 8,821,564 7,384,991 5,561,642 3,298,028 821,846 414,943 6,423,153 75,439 6,498,592 5,530,453 59,700 5,590,153 5,530,453 78,100 5,608,553 5,611,045 61,800 5,672,845 5,677,255 64,000 5,741,255 6,118,454 66,200 6,184,654 7,659,290 68,500 7,727,790 7,505,757 70,900 7,576,657 12,732,919 14,061,792 14,430,117 13,057,836 11,302,897 9,482,682 8,549,636 7,991,600 Transfers Out G. O. Bond Fund Total Transfers Out 3,911,355 3,911,355 7,460,125 7,460,125 7,045,126 7,045,126 7,496,194 7,496,194 8,004,869 8,004,869 8,660,837 8,660,837 8,134,693 8,134,693 7,505,474 7,505,474 Total Uses of Funds 3,911,355 7,460,125 7,045,126 7,496,194 8,004,869 8,660,837 8,134,693 7,505,474 8,821,564 6,601,667 7,384,991 5,561,642 3,298,028 821,846 414,943 486,127 Revenues Secondary Property Taxes Interest Revenue Total Revenues Total Sources of Funds Uses of Funds Page 141 Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF SECONDARY PROPERTY TAX FUND FIVE YEAR PLAN 2015-2019 City of Flagstaff Actual 2012-2013 Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ Revenues Special Assessments Interest on Investments Total Revenues Total Sources of Funds 414,694 414,729 234,579 236,375 232,605 228,305 224,005 219,605 722,733 2,627 725,360 902,000 3,100 905,100 902,000 2,646 904,646 735,250 1,830 737,080 735,000 1,300 736,300 739,000 1,300 740,300 737,000 1,200 738,200 734,250 1,200 735,450 1,140,054 1,319,829 1,139,225 973,455 968,905 968,605 962,205 955,055 905,475 905,475 905,600 905,600 902,850 902,850 740,850 740,850 740,600 740,600 744,600 744,600 742,600 742,600 739,850 739,850 905,475 905,600 902,850 740,850 740,600 744,600 742,600 739,850 234,579 414,229 236,375 232,605 228,305 224,005 219,605 215,205 Uses of Funds Debt Service Total Debt Service Page 142 Total Uses of Funds Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF SPECIAL ASSESSMENT BOND FUND FIVE YEAR PLAN 2015-2019 City of Flagstaff Actual 2012-2013 Budget 2013-2014 Estimate 2013-2014 Budget 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 193,318 214,968 218,996 243,244 268,077 293,387 319,181 345,470 23,935 1,743 25,678 20,306 2,067 22,373 22,300 1,948 24,248 22,746 2,087 24,833 23,201 2,108 25,309 23,665 2,129 25,794 24,138 2,151 26,289 24,621 2,172 26,793 218,996 237,341 243,244 268,077 293,387 319,181 345,470 372,263 Uses of Funds Page 143 Departments Operating Expenditures Total Expenditures - - - - - - - - Total Uses of Funds - - - - - - - - Ending Fund Balance $ 218,996 237,341 243,244 268,077 293,387 319,181 345,470 372,263 Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF PERPETUAL CARE FUND FIVE YEAR PLAN 2015-2019 City of Flagstaff Actual 2012-2013 Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ (58,815) (436,750) (31,313) (309,261) 24,899 - - - Page 144 Revenues Bond Proceeds Loan Proceeds MFC Bond Proceeds Grant Revenue Real Estate Proceeds Miscellaneous Revenues Total Revenues 20,025 20,025 3,000,000 2,700,000 4,600,000 5,449,000 2,575,000 18,324,000 301,111 301,111 4,300,000 3,162,500 4,394,303 635,866 12,492,669 384,561 384,561 10,000,000 10,000,000 - 10,000,000 10,000,000 Transfers In General Fund Total Transfers In 63,271 63,271 1,626,000 1,626,000 - 2,320,000 2,320,000 - - - - 24,481 19,513,250 269,798 14,503,408 409,460 10,000,000 - 10,000,000 45,472 5,866 51,338 1,074,250 12,000,000 13,074,250 579,059 579,059 7,228,509 7,250,000 14,478,509 409,460 409,460 10,000,000 10,000,000 - 10,000,000 10,000,000 4,456 - - - - - - - 55,794 13,074,250 579,059 14,478,509 409,460 10,000,000 - 10,000,000 (31,313) 6,439,000 (309,261) 24,899 - - - - Total Sources of Funds Uses of Funds Expenditures USGS Miscellaneous Bldgs. Innovation Mesa Court Facility Total Capital Expenditures Transfers Out 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 FIVE YEAR PLAN 2015 - 2019 City of Flagstaff Actual 2012-2013 Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ Revenues Bond Proceeds Bond Premium Real Estate Proceeds Interest Income Intergovernmental Revenue Total Revenues Page 145 Transfers In Environmental Services Utilities GO Fund Gen Fund (USGS) Total Transfers In Total Sources of Funds 5,540,050 9,692,198 9,761,539 3,197,891 1,345,750 1,131,664 716,603 - 11,460,000 542,689 16,908 2,389,000 14,408,597 19,500,000 9,711,092 10,355 6,000,000 35,221,447 5,500,000 98,953 91,106 9,216 6,000,000 11,699,275 16,200,000 9,620,000 1,880 25,821,880 2,000,000 630 2,000,630 2,000,000 421 2,000,421 2,000,000 2,000,000 2,000,000 2,000,000 112,428 112,428 4,675,000 25,000 4,700,000 19,805 195 13,962 33,962 4,675,000 375,896 5,050,896 - - - - 20,061,075 49,613,645 21,494,776 34,070,667 3,346,380 3,132,085 2,716,603 2,000,000 3,405 40,871 4,927,009 110,730 112,428 56,993 5,044,360 3,740 10,299,536 1,163,845 12,020,000 28,295,000 1,500,000 6,224,188 49,203,033 2,609 1,223,461 12,166,844 20,000 120,000 4,643,776 18,176,690 1,076,094 28,295,000 1,919,823 1,434,000 32,724,917 214,716 2,000,000 2,214,716 415,482 2,000,000 2,415,482 716,603 2,000,000 2,716,603 2,000,000 2,000,000 - - 120,000 195 120,195 - - - - - 10,299,536 49,203,033 18,296,885 32,724,917 2,214,716 2,415,482 2,716,603 2,000,000 9,761,539 410,612 3,197,891 1,345,750 1,131,664 716,603 - - Uses of Funds Expenditures Fire Stations FUTS/Open Space Acquis. Picture Canyon Observatory Mesa Public Work Facility Watershed Protection Project 2010 Street/Utility Communication Sys 2010 Total Capital Expenditures City of Flagstaff Transfer Out General Fund PW Facility Fund Total Transfers Out Total Uses of Funds Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF CAPITAL PROJECTS FUND GO BOND FUNDED PROJECTS FIVE YEAR PLAN 2015 - 2019 Actual 2012-2013 Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ Page 146 10,992,035 13,948,971 13,948,971 17,979,095 8,261,651 8,360,266 7,440,825 6,465,547 Revenues Intergovernmental Water Revenues Wastewater Revenues Reclaim Revenues Capacity Fees Interest Revenues Bond Proceeds Miscellaneous Revenues Total Revenues 1,588,869 13,109,566 7,981,725 790,301 50,441 109,599 91,100 218,325 23,939,926 590,500 14,367,887 8,169,409 776,563 2,042,383 95,950 628,600 91,000 26,762,292 250,500 14,582,561 8,346,360 825,000 1,069,877 115,000 628,600 91,000 25,908,898 430,000 15,158,279 8,567,184 896,250 2,957,912 116,150 28,125,775 15,339,450 8,669,295 907,005 800,000 117,312 25,833,062 15,552,801 8,789,262 919,703 17,500 118,485 25,397,751 15,799,557 8,927,764 934,418 137,500 119,669 25,918,908 16,050,239 9,068,463 949,369 1,783,935 120,866 27,972,872 Total Sources of Funds 34,931,961 40,711,263 39,857,869 46,104,870 34,094,713 33,758,017 33,359,733 34,438,419 10,323,075 1,937,730 3,167,688 92,667 15,521,160 11,769,007 1,841,700 10,969,327 1,800,000 26,380,034 11,528,007 1,841,700 4,143,350 17,513,057 13,233,340 2,068,606 15,911,256 1,800,000 33,013,202 12,122,307 2,120,300 7,500,000 21,742,607 12,349,735 2,173,300 7,975,000 22,498,035 12,583,530 2,227,600 8,387,000 23,198,130 12,973,768 2,283,300 9,267,000 24,524,068 5,304,036 4,207,923 4,207,923 4,330,324 3,946,940 3,819,157 3,696,056 3,697,955 157,794 157,794 157,794 25,000 182,794 157,794 157,794 123,797 375,896 499,693 44,900 44,900 - - - 20,982,990 30,770,751 21,878,774 37,843,219 25,734,447 26,317,192 26,894,186 28,222,023 13,948,971 9,940,512 17,979,095 8,261,651 8,360,266 7,440,825 6,465,547 6,216,396 Uses of Funds Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures Debt Service Transfers Out General Fund Capital Projects 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 WATER AND WASTEWATER FUND FIVE YEAR PLAN 2015-2019 Actual 2012-2013 Budget 2013-2014 Estimate 2013-2014 Budget 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 147 215,819 360,535 200,734 161,253 224,842 164,059 163,201 1,165,336 1,464,920 1,990 47,796 33,584 199,659 2,913,285 7,677,275 1,448,440 2,160 325,520 3,000 278,000 9,734,395 3,809,593 1,420,193 2,160 218,060 14,057 239,000 5,703,063 7,519,674 1,441,120 2,010 236,410 3,000 215,000 9,417,214 3,510,488 1,531,770 1,610 213,660 3,000 265,000 5,525,528 11,277,289 1,546,498 2,248 294,503 3,000 265,000 13,388,538 5,493,330 1,561,419 1,641 301,866 3,000 265,000 7,626,256 382,120 1,576,493 1,632 22,678 3,000 265,000 2,250,923 278,000 274,000 552,000 43,000 43,000 543,000 264,000 807,000 7,000 7,000 7,000 259,000 266,000 7,000 3,000 10,000 61,000 18,000 79,000 3,242,934 10,502,214 6,106,598 10,424,948 5,693,781 13,879,380 7,800,315 2,493,124 1,102,177 373,329 1,086,641 16,023 2,562,147 1,956,089 325,523 7,185,127 500,000 9,966,739 1,156,089 325,523 4,004,000 100,000 5,585,612 2,207,184 236,407 7,016,635 500,000 9,960,226 1,285,420 287,320 3,609,514 5,182,254 1,318,830 294,503 11,842,777 13,456,110 1,353,140 301,866 5,750,372 7,405,378 1,388,380 309,412 400,000 2,097,792 231,736 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 2,848,832 10,253,424 5,872,297 10,246,911 5,468,939 13,715,321 7,637,114 2,329,528 33,567 33,567 33,567 33,567 33,567 33,567 16,784 16,784 2,882,399 10,286,991 5,905,864 10,263,695 5,468,939 13,715,321 7,637,114 2,329,528 360,535 215,223 200,734 161,253 224,842 164,059 163,201 163,596 ( 15,000) 114,000 99,000 Total Sources of Funds 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 230,649 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 2015-2019 Actual 2012-2013 Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance, as restated $ 5,958,602 4,922,416 5,845,876 7,112,763 4,965,059 7,057,106 7,495,225 8,875,161 Revenues Solid Waste Revenues Intergovernmental Revenues Interest on Investments Miscellaneous Revenues Other Financing Sources Total Revenues 12,078,360 120,004 66,001 30,817 12,295,182 11,384,327 47,044 3,950,000 15,381,371 11,306,570 66,496 11,373,066 11,788,712 66,500 3,930,000 15,785,212 11,960,731 67,830 250,000 12,278,561 12,177,622 69,526 250,000 12,497,148 12,398,518 71,264 250,000 12,719,782 12,623,490 73,046 3,250,000 15,946,536 Total Sources of Funds 18,253,784 20,303,787 17,218,942 22,897,975 17,243,620 19,554,254 20,215,007 24,821,697 8,678,900 1,324,786 2,124,171 53,769 12,181,626 7,944,470 1,299,173 1,089,996 612,000 10,945,639 7,919,470 1,299,173 592,515 9,811,158 8,175,986 1,188,046 2,729,801 612,000 12,705,833 7,863,239 1,217,747 616,450 9,697,436 8,055,100 1,248,191 2,263,372 11,566,663 8,251,644 1,279,396 1,383,086 10,914,126 8,452,984 1,311,381 8,275,283 18,039,648 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 950,000 950,000 Uses of Funds Page 148 Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures Debt Service Capital Lease Total Debt Service - Transfers out: General Fund Environmental Management Capital Projects Fund HURF Fund Total Transfers Out 77,903 City of Flagstaff Total Uses of Funds Ending Fund Balance (1) (1) $ 250,000 250,000 - 17,000 94,903 72,488 185,728 4,675,000 17,000 4,950,216 72,488 185,728 19,805 17,000 295,021 65,083 220,000 4,675,000 17,000 4,977,083 57,678 164,400 17,000 239,078 57,678 167,688 17,000 242,366 4,678 171,042 175,720 4,678 174,463 179,141 12,276,529 16,145,855 10,106,179 17,932,916 10,186,514 12,059,029 11,339,846 19,168,789 5,977,255 4,157,932 7,112,763 4,965,059 7,057,106 7,495,225 8,875,161 5,652,908 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 2015-2019 Actual 2012-2013 Budget 2013-2014 - - Estimate 2013-2014 Budget 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance, as restated $ 131,379 132,043 123,189 143,125 160,237 174,381 Revenues Sustainability and Environ Mgmt Rev Interest on Investments Miscellaneous Total Revenues - 1,001,509 23,600 1,025,109 1,001,509 128 50,000 1,051,637 1,002,819 50,140 1,052,959 1,022,875 1,022,875 1,043,332 1,043,332 1,064,198 1,064,198 1,085,482 1,085,482 Transfers In Solid Waste Fund Total Transfers In - 185,728 185,728 185,728 185,728 220,000 220,000 164,400 164,400 167,688 167,688 171,042 171,042 174,463 174,463 Total Sources of Funds - 1,210,837 1,368,744 1,405,002 1,310,464 1,354,145 1,395,477 1,434,326 Departments Operating Expenditures Indirect Costs Reserves/Contingencies Total Expenditures - 873,431 76,365 949,796 920,655 76,365 997,020 934,081 84,002 30,000 1,048,083 843,252 85,682 928,934 863,339 87,396 950,735 883,916 89,144 973,060 904,996 90,927 995,923 Transfers Out General Fund Total Transfers Out - 239,681 239,681 239,681 239,681 233,730 233,730 238,405 238,405 243,173 243,173 248,036 248,036 252,997 252,997 Total Uses of Funds - 1,189,477 1,236,701 1,281,813 1,167,339 1,193,908 1,221,096 1,248,920 21,360 132,043 123,189 143,125 160,237 174,381 185,406 Uses of Funds Page 149 Ending Fund Balance $ - $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT FUND FIVE YEAR PLAN 2015-2019 City of Flagstaff Actual 2012-2013 Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ Revenues Stormwater Revenues User Fees Permits Intergovernmental Revenues Interest Revenues Miscellaneous Revenues Total Revenues Transfers in General Fund Total Transfers in Page 150 Total Sources of Funds 867,572 1,116,132 597,381 192,811 272,825 354,495 437,867 1,430,561 27,452 345 7,834 462 1,466,654 1,441,171 29,370 630 25,000 4,338 1,500,509 1,442,411 18,387 91 25,000 7,328 219 1,493,435 1,477,788 29,355 646 200,000 1,424 1,709,213 1,477,788 29,424 662 964 1,508,838 1,477,788 29,495 678 1,364 1,509,325 1,477,788 29,567 695 1,772 1,509,823 1,477,788 30,306 713 2,189 1,510,997 166,986 166,986 3,927,428 3,927,428 392,846 392,846 3,538,796 3,538,796 2,921,029 6,295,509 3,002,413 5,845,390 1,701,649 1,782,151 1,864,318 1,948,864 528,847 119,010 865,689 4,408 1,517,954 632,151 117,448 4,875,928 10,000 5,635,527 623,135 117,448 1,279,331 10,000 2,029,914 809,627 113,243 4,323,096 10,000 5,255,966 580,233 116,074 325,000 10,000 1,031,307 575,250 118,976 325,000 10,000 1,029,226 620,150 121,950 275,000 10,000 1,027,100 615,594 124,999 275,000 10,000 1,025,594 80,700 206,243 286,943 86,300 288,818 375,118 86,300 288,818 375,118 90,372 306,241 396,613 91,276 306,241 397,517 92,188 306,241 398,429 93,110 306,241 399,351 94,041 306,241 400,282 1,804,897 6,010,645 2,405,032 5,652,579 1,428,823 1,427,655 1,426,452 1,425,876 1,116,132 284,864 597,381 192,811 272,825 354,495 437,867 522,987 - - - - 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 1,287,389 Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF STORMWATER UTILITY FUND FIVE YEAR PLAN 2015-2019 Actual 2012-2013 Budget 2013 - 2014 Estimate 2013-2014 Budget 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 Sources of Funds Beginning Fund Balance $ Revenues Intergovernmental Revenues Rents and Other Tenant Income Investment Income Miscellaneous Revenue Total Revenue 875,035 536,380 795,432 405,233 229,137 143,404 151,423 224,072 4,411,539 994,123 5,542,089 990,000 548,045 7,080,134 4,449,574 957,958 433,053 5,840,585 5,332,047 956,633 523,650 6,812,330 4,448,202 975,000 528,176 5,951,378 4,578,915 984,750 468,774 6,032,439 4,624,705 994,598 473,462 6,092,765 4,670,953 1,004,544 478,196 6,153,693 22,500 33,200 55,700 33,200 33,200 33,200 33,200 33,200 33,200 33,200 33,200 190,711 5,596,373 Transfers In Housing & Community Svcs Fund General Fund Total Transfers In - Page 151 Total Sources of Funds - - 7,616,514 6,636,017 7,273,263 6,213,715 6,209,043 6,277,388 6,410,965 1,885,464 56,048 3,576,043 46,267 5,563,822 1,868,728 63,991 3,523,223 41,786 284,195 1,001,250 6,783,173 1,773,319 45,984 3,678,231 47,358 284,195 5,829,087 1,848,172 64,113 3,563,849 42,414 280,637 1,001,250 6,800,435 1,866,421 64,043 3,567,436 42,839 283,444 5,824,183 1,876,083 3,603,403 43,267 286,278 5,809,031 1,829,963 3,639,438 43,699 289,141 5,802,241 1,848,263 3,675,834 44,136 292,032 5,860,265 112,154 401,697 401,697 243,691 246,128 248,589 251,075 253,586 5,675,976 7,184,870 6,230,784 7,044,126 6,070,311 6,057,620 6,053,316 6,113,851 795,432 431,644 405,233 229,137 143,404 151,423 224,072 297,114 Uses of Funds Departments Low Income Public Housing ROSS Grant Section 8, MRO, SRO, & VASH Non-HUD Program FHC Contingency Total Expenditures Capital Expenditures Total Use of Funds City of Flagstaff 6,471,408 Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan CITY OF FLAGSTAFF FLAGSTAFF HOUSING AUTHORITY FUNDS FIVE YEAR PLAN 2015-2019 Schedule L: Summary of All Fiscal Activity CITY OF FLAGSTAFF SUMMARY OF ALL FISCAL ACTIVITY FISCAL YEARS 2014 AND 2015 (WITH ACTUALS FOR FISCAL YEAR 2012) Actual 2012-2013 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 $ Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 67,416,328 147,923,435 215,339,763 73,812,846 217,843,461 291,656,307 82,509,743 159,178,582 241,688,325 85,567,554 195,904,622 281,472,176 7,645,383 3,040,627 14,638,564 9,866,515 15,968,273 20,517,383 5,984,909 8,183,152 14,885,299 6,866,383 216,109 107,812,597 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 8,161,891 8,126,792 14,597,819 10,263,048 17,546,854 25,456,150 9,312,718 17,573,823 11,293,050 325,000 122,657,145 9,115,681 10,421,084 24,488,290 10,695,649 18,378,086 35,341,965 16,288,269 34,277,319 7,873,086 8,118,320 174,997,749 4,289,412 512,713 2,109,073 544,784 250,505 286,685 905,475 463,868 5,304,036 14,666,551 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 7,045,125 514,458 480,175 549,211 255,553 286,685 902,850 465,896 4,207,923 14,707,876 7,496,194 366,063 1,169,850 552,753 336,918 286,685 250,000 740,850 453,590 4,330,324 15,983,227 10,350,874 10,350,874 132,830,022 62,277,283 62,277,283 243,472,806 18,755,749 18,755,749 156,120,770 47,203,426 47,203,426 238,184,402 15,093,413 (25,629,345) Page 152 3,057,812 (42,279,780) City of Flagstaff Schedule L: Summary of All Fiscal Activity CITY OF FLAGSTAFF SUMMARY OF ALL FISCAL ACTIVITY FISCAL YEARS 2014 AND 2015 (WITH ACTUALS FOR FISCAL YEAR 2012) Actual 2012-2013 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 Solid Waste Sustainability & Environ Mgmt Stormwater Utility Flagstaff Housing Authority Total Ending Fund Balance Annual Financial Plan $ $ Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 23,292,421 9,651,681 22,596,412 11,168,642 818,932 3,008,503 4,641,485 5,341,125 311,144 641,466 409,439 1,871,743 948,895 20,900 - 388,199 1,261,085 4,959,089 677,257 516,902 238,231 453,405 184,086 1,767,158 240,251 855 1,083,205 3,453,850 9,762,247 2,654,735 3,121,211 346,653 545,178 457,249 3,057,400 1,088,854 220,071 509,298 1,047,055 6,556,088 469,660 758,091 167,799 421,699 293,348 419,225 108,524 2,272 8,821,564 234,579 6,601,667 414,229 7,384,991 236,375 5,561,642 232,605 (31,313) 9,761,539 6,439,000 410,612 (309,261) 3,197,891 24,899 1,345,750 218,996 237,341 243,244 268,077 13,948,971 360,535 5,977,255 1,116,132 795,432 9,940,512 215,223 4,157,932 21,360 284,864 431,644 17,979,095 200,734 7,112,763 132,043 597,381 405,233 8,261,651 161,253 4,965,059 123,189 192,811 229,137 82,509,743 41,126,533 85,567,554 43,287,774 Page 153 City of Flagstaff Annual Financial Plan Page 154 City of Flagstaff GENERAL ADMINISTRATION DIVISIONS 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 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 effective accomplishment of the City’s goals and objectives. The program provides guidance in planning of projects affecting property and facilities and ensures the transfer of property rights are accomplished in ways that are beneficial, effective, and compliant. Annual Financial Plan Page 155 City of Flagstaff CITY MANAGER Citizens of Flagstaff City Council City Administration 011 1 ‐ City Manager Communication 1 ‐ Assistant to City Manager 1 ‐ Asst to City Manager Communication 1 ‐ Administrative Assistant 1 ‐ Deputy City Manager 1 ‐ Exec Asst. to Mayor & Council 1 ‐ Deputy City Manager Real Estate City Clerk 1 FTE ‐ Assistant to the City Manager ‐ Real Estate 1 ‐ City Clerk 1 ‐ Deputy City Clerk 1 ‐ City Records Coordinator .25 ‐ Intern Annual Financial Plan Page 156 City of Flagstaff GENERAL ADMINISTRATION DIVISION 011 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 City Manager informs and advises the Council on the affairs of the City, studies and proposes alternatives and 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 14 ACCOMPLISHMENTS         Get approval of a Red Gap Pipeline Right-of-Way  Built a coalition of support minus ADOT  Over the past year, staff met with the following agencies in an attempt to move the I-40 Right-of-Way issue forward: o Arizona Department of Water Resources Director o Arizona State Land Department Commissioner o Arizona Department of Transportation Director o Governor’s Office o Former AG attorney assigned to ADOT Allocate $800K-1M in new dollars toward infrastructure (not including utilities)  Increased ongoing pavement preservation from $1.2 million to $2.2 million.  Increased one time pavement preservation from $0 to $1 million.  Funded maintenance of General Funded Parks, Facilities, and Fleet quality infrastructure in the amount of $390,000. Increase employee pay  Increased employee pay by 3.2% starting July 1, 2013. Acquire Property for Public Works Facility  Staff completed environmental assessments of the current Public Works Yard.  RFP drafted and distributed.  Initial phase of proposal review completed. Complete Agreements for Forest Health  Agreements were developed and signed with the following project partners: o U.S. Forest Service o State of Arizona o Coconino County o Greater Flagstaff Forest Partnership o Northern Arizona University Complete Comprehensive Water Policy  Staff met with City Council on policy several times over the course of the year.  Final version of the policy is drafted and will be presented in early 2014 for consideration and adoption. Complete PPAs for Airport, Rio, and Aquaplex  Projects are 100% complete and all sites are generating power. Determine New Strategic Direction for Rio De Flag Annual Financial Plan Page 157 City of Flagstaff GENERAL ADMINISTRATION         DIVISION 011 CITY MANAGER  Staff pursued Self Administration of the project.  Hired a firm to complete a preliminary design and cost estimate of for project.  Final LLR was submitted to Corps of Engineers Headquarters for review. Complete “Straightening the Pipes” Internal Process Initiative  Developed and implemented over a dozen ongoing “pipe straightening” strategies with the help of the Leadership Team.  Engaged Extended Leadership Team and Employee Advisory Committee on initiative. Sell Fire Station 1 &2 and North San Francisco Land for Courthouse  Bid process was completed for Fire Station #1 (7)  Sale of Fire Station #2 was evaluated and determined it is legally restricted from the sale or a non-park lease.  Sale of North San Francisco Parcel was not completed as directed by Council. Establish new search engine for City Website  Search tool was established and implemented. Complete Citizen Survey  New Citizen Survey instrument was developed and administered.  Results presented to Council in January 2014. Implement New Customer Service Plan  Completed first phase of Customer Service Initiative. Conduct a Strategic Planning Retreat with Leadership  Conducted Leadership Retreat in August 2013. Clerk acquire codification service  Acquired and implemented Code Publishing service. Clerk to implement new Document Management Process  Developed, implemented, and evaluated integrated Document Management Process. FY 15 NEW INITIATIVES AND GOALS  Get approval of a Red Gap Pipeline Right-of-Way  Successful adoption and voter ratification of the Regional Plan  Place on the ballot and conduct outreach on the Road Repair and Street Safety Initiative  Address employee merit pay and compaction  Determine path forward for Courthouse  Acquire property for Public Works Facility  Complete EIS on FWPP and treat 300 acres of City, Federal, and/or State land  Receive Rio de Flag Design Concept Report and determine strategic direction  Complete review of Council Boards and Commissions  Conduct a Blue Ribbon Panel on Long Term Revenue Planning  Complete review of Council Boards and Commissions  Administer successful Regional Plan election including acceptable IGA with County  Administer successful candidate election including acceptable IGA with County  Implement New Customer Service Initiative  Complete Arizona City/County Management Association task on university relationships  Place on the ballot and conduct outreach on Road Repair and Street Safety Initiative  Complete and document 10 “Straightening the Pipes” initiatives citywide  Resolve Phoenix Avenue leases  Dispose of Property Inventory consistent with Council direction (priority to Open Space parcels)  Multi-year strategy to manage liability and workers comp premiums Annual Financial Plan Page 158 City of Flagstaff GENERAL ADMINISTRATION DIVISION 011 CITY MANAGER PERFORMANCE MEASURES Priority: Management - 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 workgroups 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 12 FY 13 FY 14 FY 15 Measures: Actual Actual Estimated Proposed Annual Evaluation of City Manager by City Substantial Substantial Substantial Substantial Council AccompAccompAccompAccomplish lishment lishment lishment ment Priority: Management - 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 12 FY 13 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 14 Estimated FY 15 Proposed 31% N/A N/A N/A 69% N/A N/A N/A 43% N/A Priority: Management - 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 12 FY 13 FY 14 Measures: Actual Actual Estimated Number of Facebook “likes” N/A 200 429 Number of Twitter followers Report a Concern Online – percentage of concerns “closed” Annual Financial Plan FY 15 Proposed 800 N/A 150 427 800 N/A 85% 5% increase from last year 10% increase from last year Page 159 City of Flagstaff GENERAL ADMINISTRATION DIVISION 011 CITY MANAGER Priority: Management - 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 12 FY 13 FY 14 FY 15 Measures: Actual Actual Estimated Proposed Completed division-level continuity of operations plan and/or emergency response N/A N/A 75% 100% plan updates Annual Financial Plan Page 160 City of Flagstaff GENERAL ADMINISTRATION DIVISION 011-0014 CITY MANAGER – REAL ESTATE MISSION The mission of the Real Estate Program is to provide assistance and support services to internal stakeholders in the acquisition, sale, leasing, and management of property necessary for effective accomplishment of the City’s goals and objectives. The program provides guidance in planning of projects affecting property and facilities, and ensures the transfer of property and property rights is accomplished in ways that are beneficial, effective, and compliant. PROGRAM DESCRIPTION The Real Estate program provides oversight and direct assistance for the acquisition and conveyance of property and property rights, and in the 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, title, and valuation information to departments. This program performs negotiation and acquisition for properties identified for various projects and works with internal staff to assist them. The sale, leasing, or exchange of excess properties is coordinated with legal review and procurement standards along with a City-wide overview. FY 14 ACCOMPLISHMENTS      The sale of Fire Station #7 Implemented revised Property and Development Team framework Completed property inventory The receipt of Council direction on unrestricted land parcels over one acre Leased property located at 311 Cherry FY 15 NEW INITIATIVES AND GOALS    Accomplish Council direction on four or more parcels from the Property Inventory process, including the Schultz parcel and the N San Francisco parcel Provide acquisition support for the Switzer – Turquoise Roundabout using Federal funds Identify a lessee for FAA PERFORMANCE MEASURES Priority: Management - Effective Governance Goal: Most beneficial use of land Objective: Enact Council guidance on use of land from the Property Inventory Type of Measure: Output Tool: Process Frequency: 4x per year Scoring: 100% Trend:  CY 12 CY 13 Measures: Actual Actual Parcel implementation based on Council Guidance Annual Financial Plan Page 161 CY 14 Estimated 4 parcels (100%) CY 15 Proposed 4 parcels (100%) City of Flagstaff GENERAL ADMINISTRATION DIVISION 011-0014 CITY MANAGER – REAL ESTATE Priority: Regional Plan (2030) – Open Space (Goal OS.1) Goal: Open Space & FUTS Objective: Acquire Open Space & FUTS easements Type of Measure: Output Tool: Process Frequency: Per project term Scoring: 95% Trend:  CY 12 Measures: Actual Complete acquisitions and easements 95% CY 13 Actual 95% CY 14 Estimated 95% CY 15 Proposed 95% Priority: Council Budget – Infrastructure Goal: Right of Way Acquisitions Objective: Acquire Rights of Way and Easements as necessary Type of Measure: Output Tool: Process Frequency: Per Project Term Scoring: 95% Trend:  CY 12 Measures: Actual Complete acquisitions and easements 95% CY 13 Actual 95% CY 14 Estimated 95% CY 15 Proposed 95% Priority: Council - Address Core Services Maintenance Facility Goal: Maintenance Facility Objective: Acquisition of Maintenance property Type of Measure: Output Tool: Process Frequency: Per Project Term Scoring: 100% Trend:  CY 12 Measures: Actual Complete acquisitions and easements 0% CY 13 Actual 50% CY 14 Estimated 100% CY 15 Proposed NA Annual Financial Plan Page 162 City of Flagstaff GENERAL ADMINISTRATION DIVISION 011-0015 CITY MANAGER – 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 publications meet legal compliance. PROGRAM DESCRIPTION The City Clerk’s Office provides broad organizational support to the City of Flagstaff, and 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/commission member training, and ensuring that all official notices and advertising are legally compliant. FY 14 ACCOMPLISHMENTS     Established Contract Management Program using laser fiche imaging and provided departmental training Conducted successful Board/Commission trainings Standardized web pages/process for Boards/Commissions, including electronic application submission Conducted successful Special Election for the Regional Plan FY 15 NEW INITIATIVES AND GOALS    Conduct successful candidate elections and possible road repair special election (November 2014) Integrate active old contracts into imaging system for tracking Assist/coordinate proposed changes to the Flagstaff Charter PERFORMANCE MEASURES Priority: Management - 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 12 CY 13 Measures: Actual Actual Sets of Council meeting minutes ready by the N/A 100% next Council meeting Document management – Number of days for 30 day annual N/A Administration/Council routed documents average Scanning of Contracts into Imaging System N/A N/A Annual Financial Plan Page 163 CY 14 Estimated CY 15 Proposed 95% 100% 6 day annual average 5 day annual average 26 day annual average 10 day annual average City of Flagstaff GENERAL ADMINISTRATION DIVISION 011-0015 CITY MANAGER – CITY CLERK Priority: Management - Effective Governance Goal: Increase community involvement Objective: Increase community involvement on City Boards and Commissions Type of Measure: Vacancy rates Tool: Training, outreach, and advertising Frequency: Quarterly Scoring: Percentage or Number Increase, Decrease, No Change Trend:  CY 12 CY 13 Measures: Actual Actual Board and Commission vacancy rate* N/A 25% # of Boards/Commission at full membership % of applications received electronically CY 14 Estimated CY 15 Proposed 10% 5% N/A 50% 65% 75% N/A 50% 70% 75% * For purposes of this report vacancy is defined as a position that is vacant for more than 30 days. Annual Financial Plan Page 164 City of Flagstaff GENERAL ADMINISTRATION DIVISION: DIVISION 011 CITY MANAGER 01-011-CITY MANAGER EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 1,084,472 241,611 18,319 $ 1,344,402 Adopted Budget 2013-2014 $ 1,177,325 299,929 688 $ 1,477,942 Estimated Expenditures 2013-2014 $ 1,177,325 298,929 213 $ 1,476,467 Proposed Budget 2014-2015 $ 1,213,593 497,787 659 $ 1,712,039 Budget-Budget Variance $ 36,268 197,858 (29) $ 234,097 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Disability Awareness Public Information Customer Service Property Management City Clerk Elections TOTAL $ 850,844 4,119 52,659 11,313 78,701 267,430 79,336 1,344,402 $ 919,866 3,288 60,000 16,154 79,715 273,919 125,000 1,477,942 $ 919,866 1,813 60,000 16,154 79,715 273,919 125,000 1,476,467 $ 976,090 4,763 57,000 13,000 98,542 562,644 1,712,039 $ 56,224 1,475 (3,000) (3,154) 18,827 288,725 (125,000) 234,097 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND SEMS $ $ 1,297,014 78,778 56,298 1,651 122,144 10,275 21,396 105,294 19,189 1,712,039 COMMENTARY: The City Manager's operating budget has increased 16% and there are no capital expenditures. Personnel Services increases are due to a merit increase, one time payments and an increase in cost of benefits. Contractual increase is due to an increase in miscellaneous services which is covering the cost of the fall election and charter election for spring. 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 165 City of Flagstaff Annual Financial Plan Page 166 City of Flagstaff HUMAN RESOURCES DIVISION MISSION 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. Annual Financial Plan Page 167 City of Flagstaff HUMAN RESOURCES Human Resources 012 1 ‐ Division Director 1 ‐ Administrative Specialist Administration Benefits Administration 1 ‐ Human Resources Analyst 1 ‐ Human Resources Analyst 1 ‐ Human Resources Supervisor Annual Financial Plan Classification and Compensation .75 ‐ Human Resources Analyst Administration Recruitment 1 ‐ Human Resources Generalist 1 ‐ Human Resources Recruitment Specialist Page 168 City of Flagstaff GENERAL ADMINISTRATION DIVISION 012 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 Resources is responsible for all areas impacting employees and potential employees. These functions include Human Resources administration (HRIS, records, policies, compliance, employee relations, training and development, and workforce planning), recruitment, classification and compensation, and benefits and wellness. FY 14 ACCOMPLISHMENTS             Updated the compensation study with market information and determined the City is an average of 7.89% below market. Explored a citywide market-based pay plan. Created the second phase of a market-based commissioned police pay structure. Implemented the maintenance worker and equipment operator trigger. Conducted a special compensation study for the Economic Vitality division. Reviewed the hazardous assignment pay. Completed phase one of the Utilities division structure, classification, and compensation. Implemented an ongoing annual supervisor’s academy with Coconino Community College. Updated the leave and classification / compensation sections of the Employee Handbook to reflect changes in federal law, state law, and best practices. Created a current HIPAA manual to reflect changes in federal law and best practices. Assisted NAPEBT with RFPs on dental and vision, and an onsite/nearby clinic. Completed an RFP on a performance management system. FY 15 NEW INITIATIVES AND GOALS           Implementation of a citywide market based pay plan. Complete phase two of the Utilities Division structure, classification, and compensation. Creation of an annual citywide training plan. 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. Implement new customer service initiative. Implement compensation and staffing solutions adopted by City Council. Implement a NAPEBT onsite/nearby clinic. Implement health care reform tracking process to avoid penalty taxes. Implement the performance management system. Annual Financial Plan Page 169 City of Flagstaff GENERAL ADMINISTRATION DIVISION 012 HUMAN RESOURCES PERFORMANCE MEASURES Priority: Management - 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:  Caution CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Number of Employee Grievances 1 3 2 2 Number of Grievances resolved 1 2 2 2 Percent of Grievances resolved within defined 100% 100% 100% 100% timeframe Number of Complaints * 2 8 2 2 Complaints with substantiated findings 0 5 1 1 Corrections implemented 0 5 1 1 * One investigation may contain multiple complaints within the one investigation. This does not include employee relations solely dealing with progressive discipline. Priority: Management - 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 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Number of Classification Requests 14 39 20 20 Percent of Classification Requests approved 100% 100% 75% 75% Number of pay inequities 1 0 1 1 Percent of pay inequities resolved 100% N/A 100% 100% Salaries compared to market 19.05% 11.11% 7.89% below 9.69% below below below Percent of salary adjustment 1.2% 3.2% 2.0% 2.0% Turnover 11.16% 11.16% 12% 12% Above/Below Government Turnover Rate* Below 5.74 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 170 City of Flagstaff GENERAL ADMINISTRATION DIVISION 012 HUMAN RESOURCES Priority: Management - 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:  Progressing at or above CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Number of vacancies * 344 299 300 300 Average time to complete the recruitment process 55.50 days 34.67 days 35 days 35 days Number of positions advertised multiple times 14 9 10 10 Number of positions advertised as open until filled 11 4 8 8 Number of declinations 39 10 25 25 Percent of declinations compared to vacancies 11% 3.34% 8.3% 8.3% Percent of internal promotions 16% 28.04% 10% 10% * Vacancies include miscellaneous recruitment efforts. Annual Financial Plan Page 171 City of Flagstaff GENERAL ADMINISTRATION DIVISION: DIVISION 012 HUMAN RESOURCES 01-012-HUMAN RESOURCES EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 496,289 33,036 17,780 261 $ 547,366 Adopted Budget 2013-2014 $ 557,025 53,460 106,003 $ 716,488 Estimated Expenditures 2013-2014 $ 543,383 12,735 15,608 $ 571,726 Proposed Budget 2014-2015 $ 573,459 64,625 106,003 $ 744,087 Budget-Budget Variance $ 16,434 11,165 $ 27,599 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Recruitment and Selection Benefits Compensation and Classification Employee Training and Counseling Diversity Awareness TOTAL $ 374,446 37,956 67,160 63,090 2,859 1,855 547,366 $ 458,357 65,493 83,292 66,063 42,375 908 716,488 $ 368,357 65,493 69,650 66,063 1,255 908 571,726 $ 483,483 50,699 88,175 67,282 53,540 908 744,087 $ 25,126 (14,794) 4,883 1,219 27,599 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND SEMS $ $ 549,573 41,112 29,751 55,783 5,578 8,832 43,371 10,087 744,087 COMMENTARY: The Human Resources operating budget has increased 4% and there are no capital expenditures. Personnel Services increases are due to a merit increase, one time payments and an increase in cost of benefits. Contractual increase is due to an increase in education and training. Commodities had no change. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 172 City of Flagstaff RISK MANAGEMENT DIVISION MISSION 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. Annual Financial Plan Page 173 City of Flagstaff RISK MANAGEMENT Risk Management 013 1 ‐ Assistant to City Manager 1 ‐ Insurance Claim Specialist Annual Financial Plan Page 174 City of Flagstaff GENERAL ADMINISTRATION DIVISION 013 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, and 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 14 ACCOMPLISHMENTS                 Reviewed and eliminated unfavorable flood insurance policies, saving the City $12,342. Implemented Supervisors Risk Management Manual to enhance reporting procedures and improve claim handling. Redesigned our online accident reporting forms, resulting in a streamlined process, enhancing the data we receive and taking less time for our employees to report. Wrote new policy in compliance with A.R.S. 38-961 (Public Safety Supplemental Benefits Plan Injury Policy) Rewrote policies on: Sick Industrial Leave, light duty, and drug and alcohol testing protocols. Negotiated a 12.5% increase in our Workers’ Compensation program discounts, saving the City $190,000. Marketed our General Liability insurance program 3 months ahead of the previous year and secured competing quotes resulting in a 10% decrease in our premium, saving the City $100,000. Established new reporting, light duty, communication, and goal protocols, resulting in a 10% decrease in the frequency of Workers’ Compensation claims and a 50% drop in the severity of our Workers’ Compensation claims. Lowered our experience modifier from 1.18 to 1.10, resulting in additional premium savings of $60,000. Established a citywide accident review Safety Committee to review employee injuries and provide recommendations for citywide training, “Safety Minutes,” to protect our employees from future injuries. Enhanced our safety training by utilizing loss control professionals from Travelers Insurance, CopperPoint Insurance, and Willis of Arizona. Restructured internal recording and filing processes, reducing the time that is required to review and work case files. This change in process resulted in both time savings and statistical reporting improvements. Conducted numerous ride-alongs with entry and frontline supervisory staff to gain buy-in to new Risk Management programs and to identify opportunities to reduce exposures to loss. Initiated formal training of our Risk Specialist to improve overall operational knowledge and job-specific skills. Established working relationships with both current and potential vendors to improve service levels and reduce net cost. Entities include: Travelers, CopperPoint Mutual, Concentra, One Beacon, Willis, Risk Pool, and various legal attorneys both defense and plaintiff side. Completed citywide “records of training” database and reported to management on overall compliance with O.S.H.A. required training. Annual Financial Plan Page 175 City of Flagstaff GENERAL ADMINISTRATION   DIVISION 013 RISK MANAGEMENT Assisted Recreation Department and acted as Safety Officer for the Dew Downtown 2013 event. Risk Management Specialist position hired. FY 15 NEW INITIATIVES AND GOALS  Provide statistical and historical data that supports an increase in our general liability deductible resulting in additional net premium savings.  Achieve 95% compliance with Global Harmonized System and Blood-borne Pathogen training citywide.  Apply for educational grants for Public Risk Managers annual conference and Public Risk Managers training institute to enhance professional knowledge of our Risk Specialist.  Secure safety training from a nationally known speaker, Gordon Graham.  Reduce Workers’ Compensation recordable injury claims by an additional 10%.  Review and update the employee Safety Handbook.  Conduct audit of employees Workers’ Compensation class codes for accuracy. PERFORMANCE MEASURES Priority: Management - 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 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed % of liability claims proceeding to litigation 8% 8% 8% 5% # of closed litigated claims / total number of claims closed in calendar year 6/56 6/60 4/60 4/55 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 12 CY 13 CY 14 Measures: Actual Actual Estimated OSHA incidence rate 10.1 7.50 7.00 (# of injuries per 100 FTE /Hrs worked by all. Annual Financial Plan Page 176 CY 15 Proposed 8.0 City of Flagstaff GENERAL ADMINISTRATION DIVISION 013 RISK MANAGEMENT Priority: Management - 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:  Measures: Overall rating of meets or exceeds expectations CY 12 Actual Meets Expectations CY 13 Actual Meets Expectations CY 14 Estimated Meets Expectations CY 15 Proposed Meets Expectations Priority: Council - Fund existing and consider expanded recreational services and/or Management -- 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 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed % of reviewed events receiving authorization 95% 95% 95% 98% Annual Financial Plan Page 177 City of Flagstaff GENERAL ADMINISTRATION DIVISION: DIVISION 013 RISK MANAGEMENT 01-013-RISK MANAGEMENT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 121,494 9,460 9,637 $ 140,591 Adopted Budget 2013-2014 $ 149,143 25,211 4,316 $ 178,670 Estimated Expenditures 2013-2014 $ 149,143 25,211 4,316 $ 178,670 Proposed Budget 2014-2015 $ 156,213 25,211 4,316 $ 185,740 Budget-Budget Variance $ 7,070 $ 7,070 $ $ $ $ $ $ $ $ 185,740 185,740 $ $ $ 122,601 10,491 8,434 879 22,018 1,356 1,995 15,749 2,217 185,740 EXPENDITURES BY PROGRAM: General Administration TOTAL 140,591 140,591 178,670 178,670 178,670 178,670 7,070 7,070 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND SEMS $ COMMENTARY: The Risk Management operating budget has increased 4% with no capital expenditures. Personnel Services increases are due to a merit increase, one time payments and increase in cost of benefits. There are no changes in contractual and commodities for this section. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 178 City of Flagstaff 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. Annual Financial Plan Page 179 City of Flagstaff INFORMATION TECHNOLOGY Information Technology 014 1 ‐ Division Director Network Operations 1 ‐ IT Manager (Network) 1 ‐ IT Administrator Systems and Applications Operations Project Management GIS Operations 1 ‐ IT Services Supervisor 1 ‐ IT Analyst 1 ‐ IT Manager (Sys and Applic) 1 ‐ IT Analyst 1 ‐ IT Administrator 1 ‐ IT Specialist 1 ‐ IT Specialist 2 ‐ IT Analyst 1 ‐ IT Technician Annual Financial Plan ITAC Operations Page 180 1 ‐ IT Technician City of Flagstaff GENERAL ADMINISTRATION DIVISION 014 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 14 ACCOMPLISHMENTS       Implemented Phase One of the migration to the Harris ERP Financial applications Implemented Microsoft System Center Upgraded the Exchange email/groupware system to new hardware and updated software Upgraded VoIP hardware and software to new hardware and updated software Upgraded the GIS servers to new hardware and updated software Reorganized the IT Division to enable full staffing FY 15 NEW INITIATIVES AND GOALS       Implement Phase Two of Harris ERP Financial applications Implement Harris ERP ComDev applications Complete migration of City PCs/laptops to Windows 7 Complete deployment of VoIP phones to remote sites where possible Replace obsolete backbone routers that control all network traffic for the City Implement emergency announcement/paging systems over VoIP phones Annual Financial Plan Page 181 City of Flagstaff GENERAL ADMINISTRATION DIVISION 014 INFORMATION TECHNOLOGY PERFORMANCE MEASURES Priority: Management - 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:  Measures: Percentage of uptime hours versus total hours CY 12 Actual 99.84% CY 13 Actual 99.95% CY 14 Estimated 99.96% CY 15 Proposed 99.97% Priority: Management - Effective Governance Goal: Customer Service: Ensure a high level of satisfaction with DoIT Services Objective: Achieve 95% customer rating of satisfactory or better Type of Measure: Program effectiveness Tool: Web survey Frequency: Random computer selection average of 43.5% of those work requests that have been completed with an average survey return rate of 38.3% Scoring: 95.5% Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Customer surveys returned with an overall rating 95.5% 96% 96% 96% of satisfactory or better Priority: Management - 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 12 CY 13 CY 14 Measures: Actual Actual Estimated Count of outstanding (not yet completed) work 75 50 40 requests Priority: Management - 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 12 CY 13 Measures: Actual Actual Percent completion .1% 50% Annual Financial Plan Page 182 CY 14 Estimated 85% CY 15 Proposed 30 CY 15 Proposed 100% City of Flagstaff GENERAL ADMINISTRATION DIVISION: DIVISION 014 INFORMATION TECHNOLOGY 01-014-INFORMATION TECHNOLOGY EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 942,975 360,022 408,790 $ 1,711,787 Adopted Budget 2013-2014 $ 1,020,104 421,083 588,598 $ 2,029,785 Estimated Expenditures 2013-2014 $ 1,020,104 451,674 395,492 $ 1,867,270 Proposed Budget 2014-2015 $ 1,104,784 419,083 593,798 80,000 $ 2,197,665 Budget-Budget Variance $ 84,680 (2,000) 5,200 80,000 $ 167,880 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Applications Systems Services Network GIS IT Non Departmental TOTAL $ 185,841 313,558 243,635 135,911 214,337 167,722 450,783 1,711,787 $ 181,876 401,390 208,794 140,523 246,230 207,304 643,668 2,029,785 $ 181,876 401,390 208,794 140,523 246,230 207,304 481,153 1,867,270 $ 188,719 407,218 209,199 258,460 319,138 156,063 658,868 2,197,665 $ 6,843 5,828 405 117,937 72,908 (51,241) 15,200 167,880 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND SEMS $ $ 1,664,001 12,396 24,792 333,551 16,528 16,528 92,681 37,188 2,197,665 COMMENTARY: The Information Technology operating budget has increased 4% and capital expenditures total $80,000, resulting in an overall net increase of 8%. Personnel Services increases are due to a merit increase, one time payments, increase cost of benefits, and a 1.0 FTE new position (IT Technician). Contractual decreases are due to reductions in computer equipment maintenance. Commodities decreases are due a decrease in computer software. Major capital (>$10,000 ) is for Network Core Switches ($70,000) and a Camera ($10,000). Annual Financial Plan Page 183 City of Flagstaff Annual Financial Plan Page 184 City of Flagstaff LEGAL DIVISION 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. Annual Financial Plan Page 185 City of Flagstaff LEGAL Legal 015 1 ‐ Administrative Specialist Leadworker Civil Prosecution 1‐Deputy City Attorney 1 ‐ City Prosecutor 3 ‐ Sr. Assistant City Attorney 3 ‐ Assistant City Attorney 2 ‐ Administrative Specialist 1.75 ‐ Administrative Assistant Annual Financial Plan Page 186 City of Flagstaff GENERAL ADMINISTRATION DIVISION 015 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 14 ACCOMPLISHMENTS         Assisted Community Development Staff and City Clerk with legal services related to the Regional Plan. Provided legal services related to the elections changes required by the State Legislature. Completed agreements with W.L. Gore related to the utility extension and property exchange. Worked with partnering agencies to develop a Veteran’s Court. Provided legal services in support of the new Downtown Improvement District and Innovation Mesa. Increased support services provided to the Police Department. Provided legal services in support of the Core Services Facility and Forest Health and Water Supply Protection Project. Drafted ordinances involving aggressive panhandling, outdoor dining, and wildlife feeding. FY 15 NEW INITIATIVES AND GOALS         Increase training to the Police Department. Support Staff in progress to a Core Services Facility and Courthouse. Support the City Clerk in successful 2014 Regional Plan, possible transportation tax, and candidate election. More successfully track service to victims and witnesses to ensure quality. Support Staff with ADOT P3 Project, review of Zoning Code amendments, Phoenix Avenue leases, Infill Incentive Policy, Employee Handbook Revisions, Downtown Street Closure Plan, Heritage Square Management Plan, and Water Policy. Work with outside counsel to obtain resolution of Hopi lawsuit and obtain Red Gap Pipeline, as well as obtaining good results in other ongoing litigation. Prepare three contract templates and begin compiling standard real-estate forms. Revisit subdivision bonds and incorporate lessons-learned from the last downturn. Annual Financial Plan Page 187 City of Flagstaff GENERAL ADMINISTRATION DIVISION 015 Requests for Legal Assistance - Civil LEGAL CY 2009 CY 2010 CY2011 CY2012 CY2013 Contracts (includes contracts, development agreements, grants, IGAs, bids) 193 171 211 202 161 Legal Opinions/Research 174 101 169 149 164 Ordinances/Resolutions 98 115 78 60 59 Real Estate 53 52 77 79 62 Claims/Litigation/Hearings 80 94 75 57 81 Public Records Requests 24 36 33 82 122 Miscellaneous 19 19 13 32 34 Total: 641 588 656 661 683 % Increase from Prior Year: 3% -8% 12% 1% 3% Number of cases per attorney: 142 141 187 167 153 Number of cases per attorney and staff: 128 126 146 133 138 * Number of cases: City Attorney and Legal Assistant are counted as .5 due to administrative work not reflected in statistics; staff vacancies, if any, are prorated. Criminal Cases - Prosecution CY09 CY10 CY11 CY12 CY13 New Criminal Cases 4,681 4,746 4,818 5,013 4,226 Domestic Violence Cases 628 746 691 762 682 Driving Under the Influence (DUI) cases 586 599 629 635 507 Criminal Traffic Cases (excluding DUI) 850 816 661 475 442 Sales Tax Cases 28 16 13 0 1 1,829 1,841 1,931 2,249 2,016 Underage Alcohol 313 355 482 498 298 Drug/Drug paraphernalia cases 318 248 251 237 206 City Code Violations (other than sales tax) 129 125 135 136 59 Cases Involving a Victim (FY stats) 1,715 2,177 2,458 2,453 2,348 Victims' Services Performed (FY stats) 18,923 24,042 24,937 13,972 15,991 Mental Health Court Cases 32 27 25 21 15 Cases Reviewed for Charging Referred by PD 205 234 188 234 198 Pending DUI files at year end 263 272 298 436 345 7.83% 1.39% 1.52% 4.05% -15.70% 936 949 964 1,202 1,215 1,337 1,265 1,377 1,396 1,127 551 542 567 647 585 Other Cases % 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 188 City of Flagstaff GENERAL ADMINISTRATION DIVISION 015 LEGAL PERFORMANCE MEASURES Priority: Management - 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 cases. Type of Measure: Program Efficiency Tool: Calculate the ratio of number of cases opened to the number closed annually. Frequency: Annually Scoring: 90+% Performing; 75-90% Warning; below 75% Unacceptable Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Number of cases opened 5,013 4,226 4,775 4,907 Number of cases closed 4,580 2,419 4,298 4,417 Percentage of cases closed 91% 57% 90% 90% Priority: Management - 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 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Overall rating of meets or exceeds expectations Meets Expectations Meets Expectations Meets Expectations Meets Expectations * Survey method changed for CY13. City Attorney met with each Division Director to request information and feedback. Annual Financial Plan Page 189 City of Flagstaff GENERAL ADMINISTRATION DIVISION: DIVISION 015 LEGAL 01-015-CITY ATTORNEY EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 1,240,934 69,751 29,789 $ 1,340,474 Adopted Budget 2013-2014 $ 1,365,482 32,658 22,240 $ 1,420,380 Estimated Expenditures 2013-2014 $ 1,365,482 32,658 22,240 $ 1,420,380 Proposed Budget 2014-2015 $ 1,441,372 42,309 23,375 $ 1,507,056 Budget-Budget Variance $ 75,890 9,651 1,135 $ 86,676 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Council and Department Support Police Court TOTAL $ 125,464 591,966 623,044 1,340,474 $ 129,088 655,266 636,026 1,420,380 $ 129,088 655,266 636,026 1,420,380 $ 139,809 667,586 699,661 1,507,056 $ 10,721 12,320 63,635 86,676 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND SEMS $ $ 1,199,198 33,308 32,385 36,709 110,874 4,877 6,578 76,070 7,057 1,507,056 COMMENTARY: The City Attorney operating budget has increased 6% and there are no capital expenditures. Personnel Services increases are due to a merit increase, one time payments and increase in cost of benefits. Contractual increases are due to an increase in education and training. Commodities increase is due to a increase in books and subscriptions. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 190 City of Flagstaff FLAGSTAFF MUNICIPAL COURTS DIVISION 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. Annual Financial Plan Page 191 City of Flagstaff Flagstaff Municipal Court 1 ‐ Presiding Magistrate 016 1 ‐ Magistrate 1.3 Pro Tem Magistrate Court 016 1 ‐ Division Director Operations Court Services 1 ‐ Deputy Court Administrator 1 ‐ Deputy Court Administrator Probation Services 1 ‐ Probation Service Officer Warrant Services Customer Service 2 ‐ Warrants Officers 2 ‐ Court Judicial Specialist IT/Records Services Training Services 1 ‐ Court IS Coordinator 1 ‐ Court Training Specialist 1 ‐ Court Judicial Specialist Interpreter Services Motions and Calendaring 1 ‐ Court Interpreter 1 ‐ Court Judicial Specialist Collection Services 1 ‐ Collections Specialist 1 ‐ Court Judical Specialist Fiscal Services .80 ‐ Court Financial Specialist Jury Services 1 ‐ Jury Services Specialist Case Management 1 ‐ Court Services Supervisor 3.25 Court Judicial Specialist Annual Financial Plan Page 192 City of Flagstaff GENERAL ADMINISTRATION DIVISION 016 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 14 ACCOMPLISHMENTS                 Through active case management, adjudicated 95% of all cases within 90 days, and 89% of all cases including time a case spent out on a warrant (exceeds state average of 81% for municipal courts). Complied with all Rules of Court and Statutory case handling requirements. Provided accurate information to the public in over 60,000 specific case inquiries and 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 almost $3.5M in financial transactions; have complied with the Arizona Supreme Court Minimum Accounting Standards and reported timely. Reviewed an RFP for development of a Courthouse; no proposal was accepted at this time. Implemented a CaseFlow Management process to streamline processing of criminal cases. Participated in the implementation of a Veteran’s Court, coordinating our efforts with others in the area. Participated in the development, implementation, and facilitation of the Justice 2030 strategic plan for the Courts in Coconino County. Worked with the Criminal Justice Coordinating Council in developing coordinated plans for the criminal justice system in the county. Continued participation 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 backlogged cases. Participation with the Model Case Time Standards for Trial Courts Oversight Committee resulted in an Administrative Order setting standards for the entire State. 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), ECourt Committee, Limited Jurisdiction Case Management System Development Group (LJCMS), Criminal Justice Integration (CJI), Limited Jurisdiction Court Administrators Association (LJCAA), Arizona Court Association (ACA), Justice 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 193 City of Flagstaff GENERAL ADMINISTRATION DIVISION 016 FLAGSTAFF MUNICIPAL COURT FY 15 NEW INITIATIVES             Develop a Serial Inebriate Program and support in coordination with City Prosecutors and the CJCC. Create a separate Electronic Document Management System (EDMS) and scan all current active documents to move to a truly paperless system. Continue to manage the court’s case load, not only meeting all legal requirements as given in rule and statute, but exceeding 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. Participate in the pilot and implementation of a new automated Limited Jurisdiction Case Management System (LJCMS). Expand the use of, and search for funds to allow the full integration of handheld electronic citation devices at the Flagstaff Police Department. Review the current Justice System Integration project and review a new Inter-Governmental Agreement for management and expansion. 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 FY15 in cooperation with the Criminal Justice Coordinating Council and Justice 2030. 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 Priority: Effective Governance 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:  Annual Financial Plan Page 194 City of Flagstaff GENERAL ADMINISTRATION DIVISION 016 Measures: Total cases cleared in 90 days excluding warrant time Cases completed in 0 - 30 days (CY11 state average = 48%) Cases completed in 31 -60 days (CY11 state average = 23%) Cases completed in 61 - 90 days (CY11 state average = 10%) Cases completed in 91 - 120 days (CY11 state average = 8%) Cases completed 121+ days (CY11 state average = 11%) FLAGSTAFF MUNICIPAL COURT CY 12 Actual CY 13 Actual CY 14 Estimate CY 15 Proposed 96% 95% 95% 95% W Ex W Ex 55 % 33 % W 53% 57% 51% 27% 29% 31% 8% 9% 7% 7% 8% 9% 3% 4% 3% 4% 3% 4% 3% 4% 9% 1% 8% 1% 8% 1% 8% 1% 52% 30% Ex 54 % 32 % W 52 % 30 % 87 % Ex 54 % 32 % 9% 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 Cases (Open vs. Closed) unless they are on warrant. Flagstaff Municipal OPEN (24%) CLOSED CASES Council Priority: Effective Governance 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:  CLOSED (76%) Total number of cases 11,615 Total number of cases: 12,824 The Flagstaff Municipal Court exceeded the statewide average for Limited Jurisdiction Courts by 4%. Last year we exceeded the statewide average for Limited Jurisdiction Courts by 3% Annual Financial Plan Page 195 City of Flagstaff GENERAL ADMINISTRATION DIVISION 016 FLAGSTAFF MUNICIPAL COURT 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 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimate Proposed Amount of city general funds receipted $872,671 $743,176 $750,000 $750,000 Amount of surcharges/state funds receipted $1,613,810 $1,534,067 $1,600,000 $1,600,000 Amount of other local funds receipted $512,720 $621,671 $650,000 $650,000 Total amount of fines/fees receipted $2,999,203 $2,898,914 $3,000,000 $3,000,000 Amount of restitution paid $34,858 $53,574 $40,000 $40,000 Amount of bonds posted $836,143 $515,495 $550,000 $550,000 Amount paid to County (Justice Court, Probation and n/a $7,446 $8,000 $8,000 Sheriff) Total amount of pass-through funds $871,001 $576,515 $598,000 $598,000 Total all financial transactions $3,870,204 $3,475,429 $3,598,000 $3,598,000 Annual Financial Plan Page 196 City of Flagstaff GENERAL ADMINISTRATION DIVISION 016 FLAGSTAFF MUNICIPAL COURT CLEARANCE RATE 111.27% 112.77% % 100.00% 100.00% 2013-05 Clearance Rate 2012-05 Council Priority: Effective Governance 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 11 CY 12 CY 13 CY 14 CY 15 Actual Actual Actual Estimate Proposed Measures: Clearance Rate 2006-2013 160.00 150.00 140.00 130.00 120.00 110.00 100.00 90.00 80.00 70.00 Annual Financial Plan Page 197 2013-09 2013-01 2012-09 2012-01 2011-09 2011-05 2011-01 2010-09 2010-05 2010-01 2009-09 2009-05 2009-01 2008-09 2008-05 2008-01 2007-09 2007-05 2007-01 2006-09 2006-05 50.00 2006-01 60.00 City of Flagstaff GENERAL ADMINISTRATION DIVISION 016 FLAGSTAFF MUNICIPAL COURT ACCESS AND FAIRNESS Council Priority: Customer Service 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 12 Actual CY 13 Actual CY 14 Estimated CY 15 Proposed 89% 83% 87% 91% 80% 88% 90% 80% 87% 90% 80% 88% 85% 84% 85% 85% 81% 76% 78% 79% 81% 89% 93% 52% 88% 93% 85% 59% 85% 90% 86% 60% 85% 90% 87% 60% 73% 83% 80% 80% 75% 78% 80% 80% 73% 74% 75% 76% 77% 75% 76% 78% 83% 78% 88% 84% 90% 85% 90% 87% 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 198 City of Flagstaff GENERAL ADMINISTRATION DIVISION: DIVISION 016 FLAGSTAFF MUNICIPAL COURT 01-016-MUNICIPAL COURT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 1,870,689 636,361 53,711 $ 2,560,761 Adopted Budget 2013-2014 $ 1,843,671 742,827 60,880 $ 2,647,378 Estimated Expenditures 2013-2014 $ 1,843,671 742,827 60,880 $ 2,647,378 Proposed Budget 2014-2015 $ 1,884,082 811,827 73,185 $ 2,769,094 Budget-Budget Variance $ 40,411 69,000 12,305 $ 121,716 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Court Services Record Management Court Enforcement Warrant Division Court Operations Judicial Services TOTAL $ 439,849 806,270 137,164 209,257 333,045 170,619 464,557 2,560,761 $ 604,648 646,584 120,629 237,055 357,847 197,970 482,645 2,647,378 $ 604,648 646,584 120,629 237,055 357,847 197,970 482,645 2,647,378 $ 635,077 625,997 85,548 297,394 336,057 332,479 456,542 2,769,094 $ $ 2,769,094 2,769,094 $ 30,429 (20,587) (35,081) 60,339 (21,790) 134,509 (26,103) 121,716 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Municipal Court operating budget has increased 5%, and there are no major capital expenditures planned. Personal Services increases of 2% are due to a merit increase, one time payments and increased cost of benefits. Contractual increases of 9% are due to anticipated utility rate increases for electricity, building maintenance, and the EDMS support needs. Commodities increases are due to computer equipment replacement as part of a state-wide roll-out. There are one-time authorized expenditures budgeted for $5,000 for a flood door, $75,000 for computer equipment maintenance, $50,000 for court records scanning catch-up, $10,177 for computer equipment, and $1,717 for Arc Flash Hazards update. Annual Financial Plan Page 199 City of Flagstaff Annual Financial Plan Page 200 City of Flagstaff MANAGEMENT SERVICES DIVISION MISSION The mission of the Purchasing Section is to support the goals and objectives of the City by delivering consistent and professional procurement support to all employees in accordance with all applicable local, state and federal procurement rules and regulations, and assist in making best value procurement decisions while maintaining the highest ethical standards. The mission of the 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. Within Revenue, Customer Service 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 Finance 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. The mission of the Library Section 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. Annual Financial Plan Page 201 City of Flagstaff Annual Financial Plan MANAGEMENT SERVICES Management Services 032 1 ‐ Division Director 032 1 ‐ Financial Systems Analyst Purchasing Revenue Finance Library 032 033 034 035/036 1 ‐ Purchasing Director 1 ‐ Revenue Director 1 ‐ Finance Director 1 ‐ Admin Specialist 1 ‐ Customer Service Manager Page 202 3 ‐ Procurement Specialist 1 ‐ Warehouse Technician 3 ‐ Admin Assistants 1 ‐ Billing Specialist Meter Reading Budget Accounting 1 ‐ Meter Technician Supervisor 1 ‐ Finance Manager 1 ‐ Finance Manager 1 ‐ Meter Technician II 2‐ Accountants 1 ‐ Accountant Information Systems 1 ‐ Library IT Manager 1 ‐ Accounts Specialist 3.25 ‐ Meter Technician Public Services Outreach Services Grants Payroll East Flag 1 ‐ Grants Manager 1 ‐ Payroll Manager 1 ‐ Library Supervisor 1 ‐ Payroll Assistant 1 ‐ Library Manager 1 ‐ Library Manager 1 ‐ Account Clerk I 1 ‐ Grants Specialist County Book‐ mobile Circulation Adult Services 1 ‐ Library Supervisor 1 ‐ Librarian 1 ‐ Library Specialist 1.4 ‐ Library Specialist Temp 1 ‐ Librarian 3.88 Library Specialist 2 ‐ Library Pages 3.88 Library Clerk Forest Lakes 1 ‐ Library Supervisor City of Flagstaff 2 ‐ Admin Specialist 1 ‐ Admin Assistant 1 ‐ Library IT Analyst .19 ‐ Library Clerk 1 ‐ Network Adminstraitor 1 ‐ Auditor II 2 ‐ Collection Specialist Administration 2 ‐ Admin Specialist 1 ‐ Application Support Specialist Tax, Licensing and Revenue 1 ‐ TL&R Manager 037/038 1 ‐ Library Director Tuba City 1 ‐ Library Supervisor 1 ‐ Library Page Temp 1.305 Library Clerk Temp 1 ‐ Library Specialist Youth Services Grand Canyon .875 ‐ Library Supervisor County Correctional Facility 1 ‐ Librarian 1.25 Library Specialist 1 ‐ Library Supervisor 3 ‐ Library Specialist 1.35 Library Specialist Temp 2.5 ‐ Library Specialist MANAGEMENT SERVICES SECTION 032 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 to assist in making best-value procurement decisions while maintaining the highest ethical standards. PROGRAM DESCRIPTION The objective 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; to satisfy purchasing requirements at the lowest overall cost consistent with quality and service levels required; to maintain continuity of supplies in support of Citywide programs; and the disposition of surplus property. FY 14 ACCOMPLISHMENTS      The Purchasing Section was awarded the Achievement of Excellence in Procurement (AEP) award by the National Purchasing Institute (NPI) for the third year in a row. Information with regard to the award from the AEP Committee is below. 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 City of Flagstaff was 1 of only 16 government agencies in Arizona, and 1 of only 58 Cities in the United States to receive this award. 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). Purchasing Section staff researched and identified two (2) national Cooperative Purchasing Contracts, in addition to what we utilize currently, that have provided more competitive pricing for goods and services. These two (2) Cooperative Purchasing Contracts are the National Joint Powers Alliance (NJPA) and the National Cooperative Purchasing Alliance (NCPA). Both of these national Cooperative Purchasing Contracts are nationwide government purchasing cooperatives that can significantly reduce the cost of goods and services by leveraging the purchasing power of public agencies across the nation. Purchasing Section staff 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 $75,729 in cost savings/cost avoidance for the first six (6) months of FY 2014. The Warehouse has brought in $18,988 in revenues through two (2) public auctions conducted the first six (6) months of FY 2014 for the sale of surplus property. Purchasing Section staff 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. Purchasing Section staff continued work on identifying “contribution dollars” given to various nonprofit organizations approved by Council and creating contracts with these organizations to hold them responsible and ensure mutuality of obligations for the services they provide. This is an effort to better monitor, manage, and keep apprised of expiration dates for renewals/extensions or the need for a new competitive solicitation process. Annual Financial Plan Page 203 City of Flagstaff MANAGEMENT SERVICES   SECTION 032 PURCHASING Purchasing Section staff worked with the Finance Section, IT Division, Management Services Division Business Analyst, and Project Managers from Harris/Innoprise to conduct “Client Acceptance Testing” training and “go-live” implementation to complete the Innoprise Financial Software conversion that occurred on November 20, 2013. Purchasing Section staff worked with the City’s Management Services Division Director and Revenue Director on outsourcing Copy Center and Mailroom Services. We conducted an RFP process that was structured to evaluate Copy Center and/or Mailroom Services; either on-site or off-site. This was a long and arduous process where we were successful in negotiating a contract with Xerographics of Flagstaff, with an annual savings of $5,000 to provide both Copy Center and Mailroom Services on-site, and the contract was approved by Council on January 21, 2014. This project was identified as a goal and objective for the City in an effort to provide better customer service by utilizing a vendor who specializes and has been successful in operating and providing copy center and mailroom services at a cost savings to public sector organizations. FY 15 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 Implement competitive bid processes, where bidders submit their respective bids electronically (online).  Develop and implement a formal 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.  Continue to identify and implement cost savings / cost avoidance opportunities through competitive solicitations, vendor management, and vendor negotiations when applicable.  Maintain professional purchasing certifications for Purchasing Section staff through ongoing professional development. _________________________________________________________________________________________  PERFORMANCE MEASURES Priority: Management - 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/feedback Frequency: Annually Scoring: 75%+ progressing (Average) Trend: ↓, The Purchasing Section will be meeting with our end-users to identify areas of dissatisfaction and formulate a plan to address these areas to better meet expectations. CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Overall rating of meets or exceeds expectations 85% 90% 72% 85% Annual Financial Plan Page 204 City of Flagstaff MANAGEMENT SERVICES SECTION 032 PURCHASING Priority: Management - 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/feedback Frequency: Quarterly Scoring: Quarterly- Progressing (Average), Semi-annual-Caution (Warning), One (1) time per yr. - Need to Review Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Overall rating of meets or exceeds expectations Quarterly Quarterly Quarterly Bi-monthly Priority: Management - 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 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Total cost savings and/or cost avoidance $90,000 $100,000 $110,000 $120,000 Priority: Management - 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: Reports that reflect the percentage of total purchases utilizing procurement cards for small dollar purchases in lieu of a purchase order. Frequency: Annually Scoring: 12%- Progressing (Average), 10% -- 12%-Caution (Warning), 10% and less- Need to Review Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Percentage of total purchase transactions utilizing 15% 17% 18% 20% procurement card vs. requisition/purchase order process. Annual Financial Plan Page 205 City of Flagstaff MANAGEMENT SERVICES SECTION 032 PURCHASING Priority: Management - 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: Reports that reflect the total or length of time it takes purchasing staff to process a requisition into a purchase order. Frequency: Annually Scoring: Within 24 hrs. - Progressing (Average), 24hrs. – 36 hrs. - Caution (Warning), More than 36 hrs. - Need to Review Trend:  CY 12 CY 13 CY 14 CY 15 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. SECTION: 032-PURCHASING EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 658,347 37,558 17,352 $ 713,257 Adopted Budget 2013-2014 $ 734,545 38,236 6,877 $ 779,658 Estimated Expenditures 2013-2014 $ 734,545 38,236 6,877 $ 779,658 Proposed Budget 2014-2015 $ 772,709 38,236 6,952 $ 817,897 Budget-Budget Variance $ 38,164 75 $ 38,239 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Purchasing Warehouse TOTAL $ 237,352 390,644 85,261 713,257 $ 276,320 416,117 87,221 779,658 $ 276,320 416,117 87,221 779,658 $ 304,623 424,642 88,632 817,897 $ 28,303 8,525 1,411 38,239 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND ENVIRONMENTAL SERVICES FUND $ $ 442,912 32,585 31,963 20,072 192,147 17,289 14,147 59,587 7,195 817,897 COMMENTARY: The Management Services operating budget has increased 5% and there are no no capital expenditures planned. Personnel Services increase is due to a merit increase, one time payments and increase cost of benefits as well as one-time funds for temporary staffing. Commodities increases are due to work order charges. Annual Financial Plan Page 206 City of Flagstaff MANAGEMENT SERVICES SECTION 033 REVENUE MISSION The mission of the Revenue section is to ensure compliance with the City’s business license ordinances and assist the public so tax reporting problems can be avoided. Within Revenue, the Customer Service Section’s mission 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 The 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. 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: customer service phones and cashiering. FY 14 ACCOMPLISHMENTS                  Processed approximately 42,500 City sales tax returns for FY14. This is an increase of 6% over FY13. Issued approximately 800 sales tax and business licenses in FY14. Performed approximately 60 sales tax audits and reviews that will generate over $800,000 in revenue at current assessment, penalty, and interest. Tested and installed upgrade 3.4 to the sales tax system. Updated City Tax Code for all changes adopted in Model City Tax Code through December 2013. Implemented the new water and sewer rates effective January 1, 2014. Added over 800 new radio read devices into the meter system. Identified, diagnosed, and repaired more than 950 failed electronic receiver/transmitters (ERTs) throughout the City. Collected over $1,000,000 from delinquent miscellaneous revenue accounts. Collected on over 2,500 library delinquent accounts totaling over $125,000 in library material fines. Billed monthly through miscellaneous receivables over 600 accounts for over $8,000,000 Managed over 500 community restitution workers with over 10,000 hours of service. Restructured the utility billing cycles to improve efficiency in meter reading, billing, and customer service. Completed the procurement for a new water meter vendor. Implemented a pilot fixed network meter reading system. Outsourced copy center and mail room services. Procured a new vendor for bill printing and mailing services. Annual Financial Plan Page 207 City of Flagstaff MANAGEMENT SERVICES SECTION 033 REVENUE FY 15 NEW INITIATIVES AND GOALS         Implement changes to accommodate the takeover of City sales tax collection by the Arizona Department of Revenue as required by HB 2111. Perform 60 sales tax audits and reviews. Implement the new Innoprise utility and miscellaneous billing systems. 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 adding to the City’s fixed network meter reading system with more fixed network data collection technology. Continue to install electronic read meters to bring the City to 100% electronic reads. PERFORMANCE MEASURES Priority: Management - 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:  Meets expectations. CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimate Proposed Output-The number of people attending the 45 29 40 40 seminars Outcome- At least 90% of attendees found the 92% 95% 95% 95% seminar useful, the presentation and the materials provided were easy to follow. Priority: Management - 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. Measures: Outcome-Sales tax write-offs as a percentage of revenue Annual Financial Plan CY 12 Actual 0.34% Page 208 CY 13 Actual 0.29% CY 14 Estimate 0.30% CY 15 Proposed 0.30% City of Flagstaff MANAGEMENT SERVICES SECTION 033 REVENUE Priority: Management - Effective Governance Goal: Invest City funds with the goal of maximum return but keeping in mind that safety of the principal is more important than the return on that principal. Objective: Achieve a rate of return on 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. Measures: Rate of return on investments outside LGIP since inception. (2011) Benchmark rate of return since inception (2011) Spread between City and benchmark returns since inception (2011) CY 12 Actual 1.31% CY 13 Actual 0.61% CY 14 Estimated 0.65% CY 15 Proposed 0.65% 0.98% 0.33% 0.54% 0.07% 0.50% 0.10% 0.50% 0.10% Priority: Management - 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. Measures: Audit assessments for the fiscal year Audit program expenses Number of audits and reviews performed Annual Financial Plan FY 12 Actual $276,294 $83,000 20 Page 209 FY 13 Actual $523,305 $102,000 58 FY 14 Estimated $800,000 $105,000 60 FY 15 Proposed $400,000 $105,000 60 City of Flagstaff MANAGEMENT SERVICES SECTION 033 REVENUE Priority: Management - 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 are expected to normalize around $100,000. CY 12 Actual $97,198.35 CY 13 Actual $121,300.64 CY 14 Actual $100,000 CY 15 Proposed $100,000 0.33% 0.38% 0.15% 0.15% Priority: Management - Effective Governance Goal: Provide accurate billings. Objective: Limit the number of estimated read billings. Type of Measure: Outcome Tool: Spreadsheet data for meter reading. Frequency: Monthly Scoring: Reading Estimate: <2% Exceeding, 2-5% Meeting, >5% Not Meeting Trend: Reading –  Meeting expectations CY 12 CY 13 Measures: Actual Actual Percent of estimated meter reads 4.40% 11.36% CY 14 Actual 5.00% CY 15 Proposed 5.00% Measures: Annual write off of customer accounts, excluding bankruptcies Write offs as a percentage of total billed Annual Financial Plan Page 210 City of Flagstaff MANAGEMENT SERVICES SECTION: SECTION 033 REVENUE 033-REVENUE EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 1,046,274 302,380 44,792 $ 1,393,446 Adopted Budget 2013-2014 $ 1,039,893 336,589 46,400 $ 1,422,882 Estimated Expenditures 2013-2014 $ 1,039,893 334,589 46,400 $ 1,420,882 Proposed Budget 2014-2015 $ 1,137,812 334,489 48,500 $ 1,520,801 Budget-Budget Variance $ 97,919 (2,100) 2,100 $ 97,919 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Licensing and Support Auditing Sales Tax Collections Customer Service Billing and Collections Print and Mail Services Meter Services TOTAL $ 199,164 97,313 147,531 91,282 537,731 44,582 9,967 265,876 1,393,446 $ 166,860 103,892 162,767 75,866 625,760 900 10,900 275,937 1,422,882 $ 166,860 103,892 162,767 75,866 625,760 900 10,900 273,937 1,420,882 $ 171,053 105,792 173,085 77,952 608,739 48,438 10,900 324,842 1,520,801 $ 4,193 1,900 10,318 2,086 (17,021) 47,538 48,905 97,919 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND SEMS $ $ 348,924 16,343 18,536 219,831 657,630 17,440 27,368 202,331 12,398 1,520,801 COMMENTARY: The Revenue operating budget has increased 7% and there are no capital expenditures planned. Personnel Services increases are an increase in 1.0 FTE for Meter Techicians and the elimination of 1.0 FTE related to outsourcing the Copy Center, a merit increase, one time payments and increase cost of benefits. Contractuals decreases are due to decreases in equipment maintenance and other miscellaneous services. Commodities increases are due to increase in motor vehicle parts. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 211 City of Flagstaff MANAGEMENT SERVICES SECTION 034 FINANCE MISSION The mission of the Finance 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 14 ACCOMPLISHMENTS                   Received the Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award for Fiscal Year (FY) 2014 for the 20th consecutive year. Received the GFOA Certificate of Achievement for Excellence in Financial Reporting for FY 2013 for the 20th consecutive year. Completed Fiscal Year 2013 financial audit. Submitted the Airport Capital Improvement 5-Year Plan for 2015-2019 for $27.3M to FAA and ADOT Began implementation of the November 2012 approved $10M bond to support the Flagstaff Watershed Protection Project Awarded a grant from the AZ State Parks, Growing Smarter State Trust and purchased 2,251.20 acres of State Trust Lands at Observatory Mesa. Received an Airport Sustainability Master Planning Grant Successfully completed the 2010 Winter Storm Audit with Department of Military Affairs. Received a Southwest Region 2013 Best Projects Award for Water and Environment for the Disaster Recovery-Inner Basin Pipeline Reconstruction Project. Successfully closed out the Transportation Enhancement Grant for Southside Improvements with no compliance issues. Worked with the Department of Justice to correct prior years Equitable Sharing Annual Certification Reports. Continue to work with Coalition Members through the Brownfield Assessment Grant to develop potential Petroleum and Hazardous Substance sites for assessments. Worked with other community partners to secure the National Civilian Community Corp, AmeriCorps project for Flagstaff. Worked extensively with community partners to submit a proposal to the Department of Commerce for the Investing in Manufacturing Communities Partnership program. Successfully incorporated the new Regional Plan 2030 priorities/goals into the FY 2015 Budget Performance Measurement Reports. Began process for improving the budget process through the Straightening the Pipes initiative. Enhanced the Payroll website Created the Northern Arizona Grants Connection (NAGC) and began hosting quarterly meetings with community grant professional. FY 15 NEW INITIATIVES AND GOALS   Continue implementation of the Economic Development Administration grant for a Business Accelerator and Alternate Emergency Operations Center. Successfully complete the Schultz Flooding FEMA/ADEM Audit and receive reimbursement. Annual Financial Plan Page 212 City of Flagstaff MANAGEMENT SERVICES      SECTION 034 FINANCE Implement the Economic Development Administration Revolving Loan Fund. Through the Small Air Service Community Grant, continue to work with staff to secure second airline. Continue to work with staff to purchase Airport Land from the Coconino National Forest Service. Continue to submit required reports such as EEOP, FFATA, and DBE to meet grant compliance Continue full implementation of the Grants Navigator database and train internal users. PERFORMANCE MEASURES Priority: Management – Effective Governance Goal: To maintain external validation of appropriate budget and year end financial reporting. Objective: Maintain the Government Finance Officer’s Association (GFOA) Certificate of Achievement of Excellence in Financial Reporting and the GFOA Distinguished Budget Presentation Award. Type of Measure: Outcome Tool: Produce Documents and Submit for Review Frequency: Yearly Scoring: 100% Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed GFOA Certificate of Achievement 100% 100% 100% 100% GFOA Distinguished Budget Presentation Award 100% 100% 100% 100% Priority: Management – Effective Governance Goal: Continue to maintain budgeted grant revenue levels. Objective: To budget & apply for projected grant revenue in the amount of approximately $10 million per Fiscal Year. Type of Measure: Outcome Tool: Budget Document, Schedule of Grant Revenues, FY Grant Revenue Reconciliation, Grants Management Database Frequency: Yearly Scoring: $10 million or more Trend:  FY 12 FY 13 FY 14 FY 15 Measures: Actual Actual Estimated Proposed Projected Grant Budgeted Revenue $28,958,385 $29,776,120 $31,993,929 $25,000,000 Actual Grant Revenue Received $7,047,512 $8,235,865 $8,000,000 $8,000,000 Grant Amounts Awarded During the Fiscal Year $7,509,846 $15,230,258 $8,000,000 $8,000,000 Annual Financial Plan Page 213 City of Flagstaff MANAGEMENT SERVICES SECTION 034 FINANCE Priority: Management – Effective Governance Goal: To apply and succeed in grant applications submitted Objective: Of the grants applied for expect successful awards on more that 50%. Type of Measure: Outcome Tool: Grants Management Database Scoring: > 60%=Exceeding, 50%-60%=Meeting, <50%=Needs Attention Trend:  FY 12 FY 13 Measures: Actual Actual Grants Applications Submitted 47 35 Grants Awarded Active Grants Worked During Fiscal Year 32 (68%) 26 178 140 FY 14 Estimated 16 to date, est. 35 7 to date, est. 30 105 to date, est. 200 FY 15 Proposed 50 35 175 Priority: Management – Customer Service and Straightening the Pipes 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 12 CY 13 CY 14 Measures: Actual Actual Estimated Vendors paid by EFT 175 186 200 Number of Payments Made by EFT 1,527 1,604 1,800 Percent of Total Payments 21% 25% 28% Percent of Total Dollars Paid n/a 47% 50% CY 15 Proposed 225 2,000 30% 50% Priority: Management – Effective Governance Goal: Limit the number of single audit auditor findings. Objective: To have no audit findings on either the City general or single audit. Type of Measure: Outcome Tool: Single Audit Frequency: Yearly Scoring: 100% Trend:  CY 12 CY 13 Measures: Actual Actual City of Flagstaff control deficiencies 1 2 City of Flagstaff significant deficiencies 0 0 Single audit findings 1 2 CY 15 Proposed 0 0 0 Annual Financial Plan Page 214 CY 14 Estimated 0 0 0 City of Flagstaff MANAGEMENT SERVICES SECTION 034 FINANCE EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 869,901 44,107 19,916 $ 933,924 Adopted Budget 2013-2014 $ 900,789 51,972 16,616 $ 969,377 Estimated Expenditures 2013-2014 $ 900,789 51,972 16,616 $ 969,377 Proposed Budget 2014-2015 $ 948,707 53,372 17,116 $ 1,019,195 Budget-Budget Variance $ 47,918 1,400 500 $ 49,818 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Accounting Payroll Accounts Payable Grants Management TOTAL $ 114,061 354,803 147,602 128,376 189,082 933,924 $ 124,315 368,833 148,716 133,382 194,131 969,377 $ 124,315 368,833 148,716 133,382 194,131 969,377 $ 132,585 402,625 159,799 126,394 197,792 1,019,195 $ 8,270 33,792 11,083 (6,988) 3,661 49,818 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND SEMS $ $ 632,140 70,452 40,351 25,415 116,940 7,622 39,414 71,917 14,944 1,019,195 COMMENTARY: The Finance operating budget has increased 5% and there are no capital expenditures planned. Personnel Services increases are due to a merit increase, one time payments and increase cost of benefits and reclasses. Contractual increases are due to increases in travel and training. Commodities increases are related to one-time authorization for computer equipment. Annual Financial Plan Page 215 City of Flagstaff MANAGEMENT SERVICES SECTION 035/036/038 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 14 ACCOMPLISHMENTS Flagstaff City-Coconino County Public Library & East Flagstaff Community Library  Branch Server Room: The Server Room project was completed at East Flagstaff Community Library. This secondary server room provides the libraries with off-site backup data storage and redundancy to library systems in case of catastrophe or hardware failure at the Main library’s server room.  The implementation of the new Resource Description and Access (RDA) rules for cataloging has been underway for about a year. The records we download from the Online Computer Library Center and the Library of Congress have been a mix of old and new. o The full transition is a long process, but we are using the new records and will continue to do so as older items are discarded and new items are added.  Refurbished the children’s restrooms and installed a sink in the circulation workroom at Main.  Introduced non-fiction based programming with a Factology Friday Program.  Early Literacy: Introduced iStorytime programming, giving preschoolers the opportunity to interact with iPads before beginning kindergarten.  Embarked upon an internal digitization project to preserve local historical documents.  Provided quality, diverse adult programming using grants and fundraising efforts.  Improved the email notification system for more efficient communication with patrons.  Computer Hardware Upgrades/Replacements: Replaced all Public Access Computers (PACs) and staff computers at Flagstaff Public Library & East Flagstaff Community Library.  Completed two stimulus grants: Job Help & Training, and Hardware & Software for the Public. o Repurposed the grant funded laptops for one-on-one training and in-house public use. Coconino County Library District  Accomplished the migration of library catalog and user records from Follett systems at Forest Lakes, Grand Canyon, Tuba City, Fredonia, and Williams libraries into the shared County Integrated Library System (ILS). o 78,245 bibliographic records; 90,086 item records; 21,605 patron records. o IT staff now maintain & support one ILS instead of seven & have centralized administration to monitor performance, modify settings, and gather statistical data for any library from their desks in Flagstaff.  Online Access for Library Users: All the County libraries are now online with local, interactive library websites. o County Library users can now access their library accounts online to search their local library catalog, renew books, place holds, and access licensed online resources. o This online access is available on multiple platforms: computers, smart phones, and tablets (including apps for iOS & android).  All County libraries now have Early Literacy Computer Stations. Annual Financial Plan Page 216 City of Flagstaff MANAGEMENT SERVICES         SECTION 035/036/038 LIBRARY SERVICES Page Public Library o Created a library presence at the Page Adult Center. Williams Public Library o Replaced all the Public Access Computers (PACs). o Became part of the Arizona Memory Project. Fredonia Public Library o Because it is a depressed area, the library does a Free Clothes Drive each month. o Summer Reading for Youth, Teens, and Adults; Adult e-reader training o Early Literacy for ages 0-5; Preschool Storytime and Regular Storytimes Forest Lakes Community Library o Installed a new, and this library’s first, Early Literacy Station (ELS). o Planned, organized, and implemented summer children programming and library fundraising activities. o Evaluated and weeded the children's collection and purchased new materials to increase. Bookmobile o Proposed and received two grants for purchasing additional children’s literature and works by Navajo authors. o Added stops requested by patrons: Mormon Lake and Sandstone Highland Apartments. o Surpassed records: Circulation and patron visits increased by over 50%. o Created a short promotional DVD about the Assisted Living Performance Series and expanded the program to include a broad range of cultural and ethnic events. Tuba City Public Library o Refinished public restroom floors. County Correctional Facility Library o Implemented a new system for delivering periodicals to inmates. Sedona Public Library o Replaced 18 public computers. o Upgraded analog phone system to Voice Over Internet Protocol (VOIP) o Received grant to replace two Early Learning Stations FY 15 NEW INITIATIVES AND GOALS Flagstaff City-Coconino County Public Library & East Flagstaff Community Library  Merge records that were not combined by the Sirsi processing due to slight differences in match points. These will be done individually by catalogers at the Main Library.  Process Authority records electronically to bring them up to date with our bibliographic holdings.  Introduce a gamer’s club after school to provide more computer access.  Pilot new Summer Reading Program software developed by the Maricopa Library District.  Remove computers from lab & repurpose the space for greater efficiency within the circulation department.  Write grants that provide for adult programming, including STEM based experiences for our patrons.  Plan continuing education opportunities for staff in order to meet the technology and service needs of the community, including e-reader trends & training.  Add a full-time employee to the East Flagstaff Community Library, self-funded with branch savings. Coconino County Library District  E-Resource Central: The libraries recently gained access to downloadable eBooks & audio books. Staff plans to implement E-Resource Central for all the libraries that share the County Integrated Library System (ILS). This new ILS module will make access to e-resources easier for end-users.  Implement the ability to print from patrons’ personal laptops to accommodate those patrons using Wi-Fi access.  Computer Hardware Upgrades/Replacements: Library IT staff will replace public access computers at Page Public Library, including laptops used for library instruction and programming. Annual Financial Plan Page 217 City of Flagstaff MANAGEMENT SERVICES          SECTION 035/036/038 LIBRARY SERVICES Library IT staff will provide local computer training opportunities for library staff, including hardware, operating system, networking, and software application topics. Fredonia Public Library o Plan summer reading programs for Youth, Teens, and Adults. o Coordinate Early Literacy 0-5yrs programs, travel to the preschool for programs and Storytimes. o Plan computer training. o Train staff on new computers and software. Forest Lakes Community Library o Establish a relationship with the Forest Lakes Owners Association to pursue and create fundraising ideas and programs benefitting both the library & FLOA entities. o Plan and organize weekly summer programs for children. o Begin a community awareness program regarding self-sustainability. Bookmobile o Apply for grants, and expand the Assisted Living Performance Series. o Research the viability of a stop at the Twin Arrows Casino for employees. Grand Canyon Community Library o Work with the Park Service to replace carpet. o Explore feasibility of additional hours and staffing. Tuba City Public Library o Replace carpet, and research parking and exterior design improvements. o Explore feasibility of additional hours and staffing. o Collaborate with CCC on GED courses at library. County Correctional Facility Library o Go through circulated materials to make room for new and requested items. Sedona Public Library o Increase programming for Latino community by offering additional English as a Second Language classes, digital literacy classes, and college prep for first generation college-bound students. o Offer health screenings in cooperation with Northern Arizona Medical. Williams Public Library o Expand library programming. PERFORMANCE MEASURES Priority: Regional Plan (2030) – Community Character, Community Design (Goal CC.3) and Arts, Sciences, and Education (Goal CC.5) 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, and seniors. Type of Measure: Outcome and Output; Number of Programs and Participants in Library Programs Tool: Customer Surveys, Hardcopy and Online (Library Website); Customer Questions/ Feedback; Program Stats Frequency: Daily, Monthly, Quarterly, Annually (ongoing) Scoring: 99% Trend: CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimate Proposed Customer satisfaction with programs offered at the Library 96% 99% 99% 99% Number of programs offered 1,147 1,117 1,140 1,152 Number of participants in programs 28,602 27,031 27,653 28,206 Annual Financial Plan Page 218 City of Flagstaff MANAGEMENT SERVICES SECTION 035/036/038 LIBRARY SERVICES Priority: Regional Plan (2030) – Community Character, Community Design (Goal CC.3) and Arts, Sciences, and Education (Goal CC.5) Goal: Provide exceptional customer service. Objective: Provide a welcoming community space and 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 and Online (Library Website); Customer Questions and Feedback Frequency: Daily, Monthly, Quarterly, Annually (ongoing) Scoring: 99% Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimate Proposed Customers pleased with their Library experience 97% 99% 99% 99% Priority: Regional Plan (2030) – Community Character, Community Design (Goal CC.3) and Arts, Sciences, and Education (Goal CC.5) 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 and Output. Tool: Customer Surveys, Hardcopy and Online (Library Website); Customer Questions and Feedback, Circulation Statistical Records Frequency: Daily, Weekly, Quarterly, Annually (ongoing) Scoring: 98% Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimate Proposed Customers believe that having access to the library and 99% 98% 99% 99% library resources enhances their quality of life Number of items circulated/checked out by patrons 1,220,624 1,064,698 1,076,152 1,097,675 E-materials: electronic format checkouts & database use 12,980 20,670 20,872 21,236 Priority: Regional Plan (2030) – Community Character, Arts, Sciences, and Education (CC.5), Community Design (Goal CC.3, Economic Development, Education and Workforce Training (Goal ED.2) 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 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimate Proposed Computer Usage: all public computers, Early Literacy Stations use, and wireless internet users 258,733 255,207 259,035 262,532 Computer Training, Classes, Tutoring, and Job Help Hits to the Library website 377 325,782 937 559,767 950 587,764 966 608,679 Annual Financial Plan Page 219 City of Flagstaff MANAGEMENT SERVICES SECTION: SECTION 035/036/038 LIBRARY SERVICES 035-LIBRARY CITY DIRECT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 2,203,961 360,790 457,520 $ 3,022,271 Adopted Budget 2013-2014 $ 2,231,982 391,336 654,967 59,195 $ 3,337,480 Estimated Expenditures 2013-2014 $ 2,231,982 391,336 261,648 $ 2,884,966 Proposed Budget 2014-2015 $ 2,390,978 585,189 652,699 213,390 $ 3,842,256 Budget-Budget Variance $ 158,996 193,853 (2,268) 154,195 $ 504,776 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Technical Services Public Services East Flag Library Main Library Automation Outreach TOTAL $ 434,937 743,489 1,353,273 478,727 11,501 344 3,022,271 $ 527,749 769,545 1,618,463 400,773 19,500 1,450 3,337,480 $ 468,554 592,965 1,401,724 400,773 19,500 1,450 2,884,966 $ 967,137 889,440 1,493,215 471,514 19,500 1,450 3,842,256 $ $ 3,842,256 3,842,256 $ 439,388 119,895 (125,248) 70,741 504,776 SOURCE OF FUNDING: LIBRARY FUND COMMENTARY: The Library operating fund has increased by 11%. Personnel Services witness an increase of 7% for merit increases, section reorganization and a new position at the East Flagstaff Branch. Contractual had a increase of 50% which represents one time allowances. Commodities decrease of 1% is related to the reorganization plan. The capital for this section is related to set-asides for future fleet replacements and renovations related to ADA guidelines. SECTION: 036-LIBRARY COUNTY DIRECT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 323,866 61,413 91,672 13,668 $ 490,619 Adopted Budget 2013-2014 $ 377,265 91,000 175,779 $ 644,044 Estimated Expenditures 2013-2014 $ 377,265 91,000 175,779 $ 644,044 Proposed Budget 2014-2015 $ 368,038 83,500 134,660 $ 586,198 Budget-Budget Variance $ (9,227) (7,500) (41,119) $ (57,846) $ $ $ $ $ EXPENDITURES BY PROGRAM: County Jail County Bookmobile Forest Lakes Library Tuba City Library Supai Library Grand Canyon TOTAL $ 55,702 80,396 67,577 188,490 2,346 96,108 490,619 $ 84,670 99,308 96,768 227,176 15,500 120,622 644,044 $ 84,670 99,308 96,768 227,176 15,500 120,622 644,044 $ 77,202 84,515 91,015 223,109 15,500 94,857 586,198 $ $ 586,198 586,198 $ (7,468) (14,793) (5,753) (4,067) (25,765) (57,846) SOURCE OF FUNDING: LIBRARY FUND Annual Financial Plan Page 220 City of Flagstaff MANAGEMENT SERVICES SECTION: SECTION 035/036/038 LIBRARY SERVICES 038-LIBRARY GRANTS AND COUNTY WIDE PROJECTS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 143,478 1,065,786 254,081 $ 1,463,345 Adopted Budget 2013-2014 $ 149,674 2,586,691 191,500 $ 2,927,865 Estimated Expenditures 2013-2014 $ 149,674 1,086,691 191,500 $ 1,427,865 Proposed Budget 2014-2015 $ 152,546 2,292,301 189,890 $ 2,634,737 Budget-Budget Variance $ 2,872 (294,390) (1,610) $ (293,128) $ $ $ $ EXPENDITURES BY PROGRAM: Surge of Technology Grant G11-05 $ BTOP II Recovery Grant Flagstaff AZ: A Look Back Grant G11-06 AZ State Grant in Aid 13 State Grants In Aid 2014 Youth Services Grant State Grant-in-Aid FY 2014 Showcasing Science through Sustainable Space County-wide Projects TOTAL $ 4,912 14,773 5,927 24,999 3,270 1,409,464 1,463,345 $ 25,000 2,902,865 2,927,865 $ 25,000 1,402,865 1,427,865 $ 24,000 25,000 30,000 2,555,737 2,634,737 $ $ 2,634,737 2,634,737 $ (25,000) 24,000 25,000 30,000 (347,128) (293,128) 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 221 City of Flagstaff Annual Financial Plan Page 222 City of Flagstaff COMMUNITY DEVELOPMENT DIVISION MISSION The missions of the Community Development Administration, Engineering Section, Planning and Development Services 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 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. 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. 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. Annual Financial Plan Page 223 City of Flagstaff Annual Financial Plan COMMUNITY DEVELOPMENT Community Development 05‐101 1 ‐ Division Director (CD) 1 ‐ Admin Specialist Leadworker Planning & Development Services Engineering 104 1 ‐ City Engineer Flagstaff Housing Authority 1 ‐ FHA Director 1 ‐ Planning Director Current Planning 1 ‐ Current Planning Manager Building Safety 1 ‐ Building Official Comprehensive Planning and Code Administration FMPO 1 ‐ Admin Specialist 1 ‐ Metro Planning Org Manager Capital Improvements 1 ‐ Admin Specialist 103 1 ‐ Comp Plan and Code Admin 4 ‐ Planning Development Manager 3 ‐ Building 1 ‐ Capital Improvements Engineer 1 ‐ Multi Modal Planner Plans Examiners 1 ‐ Senior Construction Inspecctor Page 224 .5 ‐ Admin Specialist 1 ‐ Code Compliance Officer I 3 ‐ Housing Services Specialist Section 8 Housing .38 ‐ Intern 5 ‐ Building Inspectors 1 ‐ Housing Manager 6 ‐ Project Managers 1 ‐ Code Compliance Officer II 1 ‐ Development Svcs Specialist Housing 106/107 1 ‐ Housing Specialist 1 ‐ Code Compliance Manager 1 ‐ Development Svcs Supervisor Public Housing 1 ‐ FHA Manager 1 ‐ FHA Manager Inspection and Testing Transportation Engineering 1 ‐ Construction Manager 1 ‐ Traffic Engineer 2 ‐ Housing Services Specialists 1 ‐ Administrative Specialist 1 ‐ Housing Rehab Specialist 2 ‐ Project Managers 1 ‐ Inspection Supervisor Finance 1 ‐ FHA Manager .48 ‐ Volunteer Coordinator 1 ‐ Comprehensive Planning Manager 1 ‐ Homeownership Program Manager .5 ‐ Intern 3 ‐ Engineering Inspectors 1 ‐ Finance Specialist 1 Assistant City Engineer Maintenance 1 ‐ FHA Manager 1 ‐ Associate Planner 1 ‐ Engineering Specialist 3 ‐ Project Managers 1 ‐ Maintenance Coordinator City of Flagstaff Flag Housing Corp East Development 1 ‐ Maintenance Leadworker 1 ‐ Maintenance Leadworker 7 ‐ Maintenance Workers 1 ‐ Housing & Grants Admin. (Grants Funded) COMMUNITY DEVELOPMENT SECTION 101 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, and coordinates the activities of the Engineering Section, the Housing Section, Flagstaff Housing Authority, and the Planning and Development Services Section. Administration also serves Community Development by coordinating issue resolution with other City Divisions and with external agencies. The only two staff in this section are the Division Director and Administrative Specialist. FY 14 ACCOMPLISHMENTS        Presidio in the Pines Landscaping Bond out of court settlement for greater than full penal value of bond Managed and led long-term ADOT/City Public Private Partnership Project Hired a new Planning Director Moved Juniper Point, Canyon del Rio, and Little America projects forward Advanced a potential Improvement District for approximately 2,200 acres in south central Flagstaff Regional Plan adopted by Council Continued to provide leadership for the Rio de Flag project team FY 15 NEW INITIATIVES AND GOALS        Fully merge the Flagstaff Housing Authority Section and the Flagstaff Housing Section Creatively address the Housing Authority budget shortfalls Bring our new permit tracking system (CommDev) online Work with Management Services to develop a new Cost of Services study Complete Rio de Flag FEMA analysis Advance the John Wesley Powell Area Improvement District Advance the ADOT/City Public Private Partnership Project on Milton Annual Financial Plan Page 225 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 101 CD ADMINISTRATION 101-COMMUNITY DEVELOPMENT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 233,456 40,284 15,776 $ 289,516 Adopted Budget 2013-2014 $ 243,281 47,134 11,378 $ 301,793 Estimated Expenditures 2013-2014 $ 243,281 47,134 11,378 $ 301,793 Proposed Budget 2014-2015 $ 254,409 47,134 11,378 $ 312,921 Budget-Budget Variance $ 11,128 $ 11,128 $ $ $ $ $ $ $ $ 312,921 312,921 $ $ $ $ 312,921 312,921 EXPENDITURES BY PROGRAM: General Administration TOTAL 289,516 289,516 301,793 301,793 301,793 301,793 11,128 11,128 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Community Development operating budget has increased 4%, and there are no major capital expenditures planned. Personal Services increases are due to a merit increase, one time payments and increased cost of benefits. Contractuals remain flat. Commodities also remain flat. Annual Financial Plan Page 226 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 102 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 103), Transportation Engineering, Development Engineering, and Engineering Inspection & Testing. FY14 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, Canyon del Rio, Soliere and Country Club, Little America, TRAX, The Standard, Mountain Trails Apartment, Camryn Pines, and various other smaller traffic impact reports.  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 Fourth Street at WL Gore crosswalk Rectangular Rapid Flashing Beacon Pedestrian Crossing.  In cooperation with GIS and Public Works have completed the Citywide sign inventory and populated the Cartegraph management software with the sign attribute data.  One Project Manager completed a weeklong training course on the transportation modeling software TransCAD.  Completed a Citywide crosswalk and stop bar inventory and have completed the Citywide installations to upgrade these markings through the HSIP program. Annual Financial Plan Page 227 City of Flagstaff COMMUNITY DEVELOPMENT         SECTION 102 ENGINEERING Developed projects related to the Highway Safety Improvement Program. Projects that “kick-off” this year include a Citywide Guardrail Assessment and Replacement project, Beulah Blvd. Bike Lanes, and intersection redesign for Switzer Canyon at Turquoise. In cooperation with the FMPO, developed revised Transportation Impact Analysis guidelines for private development projects. Developed a permitting process for oversized loads. Contributed to the rewrite of the Encroachment Ordinance, including holding a public meeting with the Transportation Commission on the subject. Created 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), including a customer survey closeout process. Ensured proper signal timing and operation of 57 City-owned traffic signals and pedestrian actuated crosswalks. Collaborated with NAU on the Beaver Street Green Bike Lanes experiment and study. Collaborated with Texas A&M University (Texas Transportation Institute) on Rectangular Rapid and Circular Rapid Flashing Beacon effectiveness study. This study is being funded by the Federal Highway Administration to determine the relative effectiveness of different rapid flashing beacon displays for inclusion in the next Manual on Uniform Traffic Control Devices. Development Engineering  Assisted other internal divisions/sections/programs including Transportation, Public Works, and Stormwater with service requests such as field surveying and inventory counts.  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.  Revised permit application processes and procedures to comply with House Bill 2443 requirements.  Continued implementation of the new Innoprise permit and project tracking software into the Program.  Continued to refine and simplify processes in order to improve internal/external customer service.  Completed archiving of dated records and drawings including relocation to records retention warehouse. Engineering Inspection & Testing  Performed 11,389 inspections in the City of Flagstaff.  Performed 4,154 materials tests (asphalt, concrete & soils).  22 major construction projects received a Final Letter of Acceptance.  Inspected 102 Franchise Utility small permits in the City right-of-way.  Inspected 49 Public Improvement small permits in the City right-of-way.  There was no warranty work required on completed projects this fiscal year.  Assisted Storm Water and Public Works with Inspection & Testing service requests.  Two Inspectors obtained next level of NICET (National Institute of Certification in Engineering Technologies) Underground Utilities Construction Certifications Level II.  Two Inspectors obtained next level of NICET Underground Utilities Construction Certifications Level III.  Four Inspectors obtain ACI (American Concrete Institute) Concrete Field Testing – Grade I.  All inspectors attended and received competent certification in Trench and Excavations.  All inspectors attended and received competent certification in Confined Space Entry.  Partnering meeting with Streets Section lead personnel and Engineering Inspection to promote good communication and build a good working relationship between Divisions.  No vehicle accidents in FY13. Annual Financial Plan Page 228 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 102 ENGINEERING FY15 NEW INITIATIVES AND GOALS Administration  Provide leadership and support for Engineering Section staff.  Work closely with other Divisions/Sections to ensure thorough communication.  Ensure a well trained, team centered, client focused staff.  Increase Engineering Section’s use of the City’s webpage.  Promote Leadership’s culture and values.  Continue to improve citizens’ 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.  Support City Manager’s Work Plan. Transportation Engineering  Continue to support the Transportation Commission and its advisory committees to engage the public and establish positive working relationships.  Work on the Regional Transportation Plan through the FMPO.  In cooperation with the FMPO, explore and possibly develop revised Transportation Impact Analysis impact assessment techniques for pedestrian, bicycle, and transit modes.  Coordinate with Public Works and local astronomical community to develop revised Engineering Standards for roadway lighting.  Continue to develop and create efficiencies in the Transportation Engineering’s customer service processing and tracking systems.  In coordination with Capital Improvements, develop plans and specifications for the Butler Avenue Corridor advanced signal timing project. Development Engineering  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.  Continue to advance the new processes and procedures developed for compliance with House Bill 2443.  Continue to review and process all land development and right-of-way permit applications in a timely and comprehensive manner.  Continue to successfully coordinate the construction phase and C-of-O processes for commercial land development projects.  Perform thorough reviews of civil construction plans in order to ensure new infrastructure is designed and constructed in compliance with the Engineering Standards. Engineering Inspection & Testing  Maintain current levels of NICET certifications through continued education.  Ensure reliable, quality infrastructure through implementation of the 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 construction projects.  Continue to ensure the public’s, contractors’ and staff’s safety on all permitted projects in the right-of-way.  Coordinate with Utility Franchise Companies on construction phases to ensure work is completed in a timely fashion. Annual Financial Plan Page 229 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 102 ENGINEERING PERFORMANCE MEASURES Priority: Regional Plan (2030) – Transportation, Safe and Efficient Multimodal Transportation (Goal T.2) 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:  CY12 CY13 CY14 CY15 Measures: Actual Actual Estimated Proposed Number of work orders provided to public works plus number of traffic studies performed 101 96 85 80 Priority: Regional Plan (2030) – Planning, Locating Facilities (Goal PF.2) 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:  CY12 CY13 CY14 CY15 Measures: Actual Actual Estimated Proposed Percentage of projects without malfunctioning or underperforming infrastructure throughout the 100% 100% 100% 100% project’s design life Priority: Regional Plan (2030) – Planning, Locating Facilities (Goal PF.2) 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: Program Outcome 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:  CY12 CY13 CY14 CY15 Measures: Actual Actual Estimated Proposed On-time review of land development applications 98% 100% 95% 95% Annual Financial Plan Page 230 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 102 ENGINEERING Priority: Regional Plan (2030) – Planning, Locating Facilities (Goal PF.2) 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:  Measures: Percentage of Lab tests performed that meet or exceed appropriate criteria after the initial test CY12 Actual CY13 Actual CY14 Estimated CY15 Proposed 99% 99% 99% 95% CY12 Actual CY13 Actual CY14 Estimated CY15 Proposed 100% 100% 100% 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 1year warranty period Annual Financial Plan Page 231 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 102 ENGINEERING 102-ENGINEERING EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 1,257,180 55,113 29,445 $ 1,341,738 Adopted Budget 2013-2014 $ 1,427,639 47,327 22,342 $ 1,497,308 Estimated Expenditures 2013-2014 $ 1,427,639 47,327 22,342 $ 1,497,308 Proposed Budget 2014-2015 $ 1,316,902 256,378 13,697 $ 1,586,977 Budget-Budget Variance $ (110,737) 209,051 (8,645) $ 89,669 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Transportation Engineering Development Engineering Public Works Inspection Materials Testing TOTAL $ 174,167 204,268 434,381 401,133 127,789 1,341,738 $ 194,868 273,665 468,695 409,306 150,774 1,497,308 $ 194,868 273,665 468,695 409,306 150,774 1,497,308 $ 205,432 325,332 457,720 598,493 1,586,977 $ 10,564 51,667 (10,975) 189,187 (150,774) 89,669 SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND $ $ 1,194,976 392,001 1,586,977 COMMENTARY: The Engineering operating budget has increased 6%, and there are no major capital expenditures planned. Personal Services decreases are due to a decrease in 2 FTE for Materials Tech positions, while incurring a merit increase, one time payments and increased cost of benefits for the remaining positions. Contractual increases are due to anticipated utility rate increases for electricity and increases in building maintenance, increases for a traffic impact analysis review ($25,000), traffic counters repair ($8,000), survey services ($10,000) and material testing consultant services ($183,798) which is on a cost recovery basis. Commodities decreases are due to the Material Testing program outsourcing and the related reduction in motor vehicle costs, lab and safety supplies and workorder charges. There is $18,000 budgeted as one-time authorized expenditures for $8,000 for traffic counters repair and maintenance and $10,000 for a survey consultant. Annual Financial Plan Page 232 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 103 CAPITAL MANAGEMENT MISSION The Capital Management 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 Management 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 14 ACCOMPLISHMENTS                         Supported John Wesley Powell area Improvement District/Master Planning effort. 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. Continued project definition and development efforts through project scoping. Coordinate internal review of proposed 5-year plans for Division 111 (FUTS) and Transportation Tax. Continued delivery of 2010 Street/Utility Bond projects including completion of the Coconino/Elden/Humphreys and Cedar Avenue projects, and continued delivery of S. Beaver & S. Leroux, La Plaza Vieja, and Rose Street projects. o Continued Rio de Flag project coordination with Army Corps of Engineers. o Procured Design Phase services for Rio de Flag FEMA Design Concept Report. o Completed project administration services for Skunk Canyon Drainage Improvements. o Procured Design Phase services for Innovation Mesa Business Accelerator – Secondary Emergency Operations Center. o Gained Council approval of IGA to provide Construction Administration services for the NAIPTA Bus Facility Expansion. o Continued project management services for multiple FUTS projects. o Coordination with ADOT on the Pine Knoll Safe Routes to School Project and Fourth St. FUTS Project. o Obtained Self-Administration Approval from ADOT for design of the Fourth St. FUTS and B40 Overlay Projects. o Engineered design documents in progress toward construction for 19 capital projects valued at $10.8M, including: Rose St. 2010 Bond Project @ 100% Walapai Alley Waterline @ 100% San Francisco Utility Replacement @ 100% FUTS - Hospital Rim @ 100% FUTS - Rt. 66 to McMillan Mesa @ 100% Industrial Dr. – Huntington to Nestle Purina @ 100% NAIPTA Bus Facility Expansion @ 90% HSIP Beulah Bike Lanes @ 90% Switzer Canyon Transmission Main Project Phase II @ 90% FUTS Signage @ 80% (construction scheduled to start in Fall 2014) HSIP Sign Management @ 80% (Phase I construction scheduled to be complete in 2015) Bonito St. Water and Sewer Project @ 60% FUTS - Mall Realignment @ 60% HSIP Switzer/Turquoise Roundabout @ 15% (final design to scheduled to start in 2015) HSIP Guardrails @ 15% Leroux St. Water & Sewer Improvements @ 30% Lake Mary Well Field #2 @ 10% Cheshire Water Tank Painting @ 10% Annual Financial Plan Page 233 City of Flagstaff COMMUNITY DEVELOPMENT    SECTION 103 CAPITAL MANAGEMENT FUTS - Pine Knoll Trail @ 10% Projects under construction include 4 capital projects valued at $5.5M: o La Plaza Vieja 2010 Bond Project (50% complete) o Switzer Canyon Transmission Main - Phase I (90% complete) o West St. and Arrowhead Ave. Phase II (63% complete) o HSIP Transverse Markings (15% complete) Construction projects completed and under warranty include 10 city projects valued at $11.3M including: o S. Beaver & S. Leroux 2010 Bond Improvements o Coconino/Elden/Humphreys 2010 Bond o Cedar Avenue 2010 Bond Project o Rte. 66 Waterline - Woody Mtn. to McCallister o Hillside Water & Sewer Replacement o Woodlands Village Blvd. Median o Butler Median Improvements – Phase III th o FUTS 6 /Arrowhead Connector o West Street - Phase I o Milton/Sitgreaves ADA Ramp FY 15 NEW INITIATIVES AND GOALS            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 project (Rose Ave.). 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. 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. The forecast for projects that the Capital Improvements Program expects to achieve major milestones encompasses 8 projects with a total City value of $7.2M and includes: o Rose St. 2010 Bond Project - construction complete Fall 2014 o Walapai Alley Utility Replacement - construction complete Fall 2014 o San Francisco Utility Replacement - construction complete Fall 2014 o FUTS - Hospital Rim – construction complete Fall 2014 o FUTS – ATA Rt. 66 to McMillan Mesa – construction complete Fall 2014 o West Street & Arrowhead Avenue - Phase II – anticipated completion Fall 2014 o Butler Traffic Signal Control System – design complete in 2015 o FUTS – Country Club Rt. 66 to Cortland - design complete in 2014 (ADOT administered) Annual Financial Plan Page 234 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 103 CAPITAL MANAGEMENT PERFORMANCE MEASURES Priority: Regional Plan (2030) – Planning, Locating Facilities (Goal PF.2) Goal: Fiscal responsibility Objective: Deliver Capital projects within approved budgets Type of Measure: Program Outcome Tool: Aggregated data from database that tracks projects completed within 105% of approved budget. Frequency: Quarterly (using a 12-month moving trend) Scoring: Dashboard – Green (>90%) Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Percentage of projects completed within 5% of 84.6% 93.6% 90% 90% authorized amount Priority: Regional Plan (2030) – Planning, Locating Facilities (Goal PF.2) 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 – Yellow (<90% & >80%) Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Percentage of projects completed within 3 96.9 % 85.3% 90% 90% months of accepted schedule Annual Financial Plan Page 235 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 103 CAPITAL MANAGEMENT 103-CAPITAL MANAGEMENT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 790,452 8,449 (903,180) $ (104,279) Adopted Budget 2013-2014 $ 836,999 18,092 (932,909) $ (77,818) Estimated Expenditures 2013-2014 $ 836,999 18,092 (932,909) $ (77,818) Proposed Budget 2014-2015 $ 765,980 18,092 (932,909) $ (148,837) Budget-Budget Variance $ (71,019) $ (71,019) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Capital Improvement Engineering ADOT Project Coordination Unplanned/Unprogrammed Work 5 Year Capital Program Development TOTAL $ 17,989 (176,446) 15,126 3,841 35,211 (104,279) $ 30,183 (108,001) (77,818) $ 30,183 (108,001) (77,818) $ 30,183 (179,020) (148,837) $ $ (148,837) (148,837) $ (71,019) (71,019) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Capital Management operating budget has decreased 91% and there are no capital expenditures planned. Personnel Services decreases are due to a Budget FY 2014 one-time retirement payout that is not budgeted for FY 2015. 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 236 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 104 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, and 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 recently adopted Zoning Code and the existing and proposed new 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 Citywide input through the Inter-Division Staff. 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 counter receives and disseminates 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, and 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 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 is responsible for engaging the community to participate in developing comprehensive planning for the 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 suggested Property Maintenance Ordinance. Annual Financial Plan Page 237 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 104 PLANNING & DEVELOPMENT SERVICES FY 14 ACCOMPLISHMENTS Planning for Growth and Customer Service  Current Planning Manager continues to be the staff liaison and provides administration to the Planning and Zoning Commission.  Current Planning continues to improve and refine 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 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, processes, and procedures related to the front counter. Audited all permit applications to maintain updated requirements, processing, and procedures.  The Current Planning Program reviewed a total of 116 concept and site plan proposals throughout the review period.  Assisted with the detailed review of approximately 90 miscellaneous building permits during the fiscal year.  Continue to process lot-split requests. The Current Planning Program Management processed 37 lot splits during the fiscal year.  Implemented and educated clients on the new zoning code.  Continue to provide assistance to the Housing Section to provide workforce housing projects. The Current Planning Program is discussing affordable housing with the various rezoning, site plan, and subdivision applications.  Current Planning Program has submitted comments concerning proposed developments with the County Planning Division as agreed with the regional mutual review system. The Section also receives comments from the County on proposals adjacent to the City Limits.  Kept plan review time frames at a maximum 4-week turnaround time.  Adopted the 2012 International Building Codes and 2009 Energy Code.  The City’s ISO rating is back to a 3 for residential and commercial buildings.  Kept inspections on a same-day response timeframe.  There were no personnel accidents or injuries, including field inspectors.  Adoption of the Flagstaff Regional Plan 2030 by the City Council on January 14, 2014 and ratification of the Plan by Flagstaff residents is expected on May 20, 2014. This was a team project, led by Comprehensive Planning with staff support from Current Planning.  Development of an online interactive mapping application to enable Flagstaff residents to view and interact with the maps and their supporting data included in the Regional Plan.  Completion of amendments to the Flagstaff zoning code to establish a new process and review procedure for zone change applications and to create a new sign district for the Flagstaff Mall and Marketplace.  Expansion of the City of Flagstaff's volunteer program with the hiring of a part-time Volunteer Coordinator position shared with the Sustainability and Environmental Management Program.  Expansion of the City's Graffiti Buster program to include recruitment, training, and deployment of volunteers in neighborhoods. Currently 27 active volunteers are enrolled in the program who donated over 600 hours of service in FY14  The volunteer programs responsible for cleanups across the community (Adopt-An-Avenue, Adopt-A-Park, and Adopt-A-FUTS) continue to expand. These programs provide an essential service to ensure that neighborhoods, parks, streets, and FUTS are kept as free from litter and trash as possible. Some statistics demonstrate the value of these programs: o Adopt-An-Avenue: 103 segments, 296 volunteers, and est. 353 hours of donated time o Adopt-A-Park: 8 parks adopted and est. 107 hours of donated time o Adopt-A-FUTS: 15 FUTS trail segments adopted, 156 volunteers, and est. 216 hours of donated time. Annual Financial Plan Page 238 City of Flagstaff COMMUNITY DEVELOPMENT ✓                    SECTION 104 PLANNING & DEVELOPMENT SERVICES Increased work on the abatement of dangerous and unsightly buildings using existing City Codes and procedures, and through the utilization of a database of all suspected or identified distressed properties. In FY14 a total of 23 distressed properties were identified, of which 4 were successfully abated through staff action, 3 court actions are pending, and 3 were abated by the property owner. Ongoing work on future amendments to the Flagstaff zoning code, with specific reference to the Sign Regulations, as well as general amendments throughout the zoning code for possible adoption by the City Council in FY15. Initial review and implementation of the Flagstaff Regional Plan; inclusion of goal and policy analysis in all reports and staff summaries submitted to City boards, commissions, and the City Council. Detailed analysis of the Flagstaff zoning code to ensure consistency with the Flagstaff Regional Plan, with as necessary, the identification of future amendments for consideration by the City Council. Improved enforcement of sidewalk maintenance requirements. Completion of comprehensive updates to the Comprehensive Planning and Code Compliance Program web pages. Completion of amendments to the City to assist with the abatement of graffiti and to provide more streamlined standards and review procedures for outdoor cafes on public sidewalks in the downtown and in other commercial zones within the City. Provided assistance to the City Attorney's office with initial background research on a proposed Relocation Ordinance for inclusion in the zoning code. Managed an amendment to the Regional Plan land use map on behalf of Little America Resorts and Hotels Inc. for their approximately 520 acre property, approval of which was granted by the City Council in December 2013. Habitat Harmony contacted the City seeking a more active role in neighborhood cleanup efforts. They continue to be an important ally in the effort to keep the community clean. Support of the Solid Waste Section through active enforcement of solid waste code violations continues, and in FY14 162 solid waste cases were recorded. Refinement of the single point of contact system in concert with the development review process. Revised planning applications to be in compliance with the SB 1598 & 2443. Member of the P3 RFP review committee on the City and ADOT Properties. Member of the RFP on the Fourth Street and Route 66 property and Core Services Maintenance Facility. Member of the Core Services Maintenance Facility property negotiating team. Updated the Current Planning & Front Counter Procedures and Processes manuals. Managed and operated CD TV that informs our clients, customers, and stakeholders of current events. The Planning and Zoning Commission is represented on the Open Spaces Commission, Board of Adjustment and Water Commission. Working with Gore to process an annexation and utility service improvement for future expansions. FY 15 NEW INITIATIVES AND GOALS          Implement the Regional Land Use and Transportation 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 2443. Continue to process miscellaneous building permits and lot-split requests, and coordinate land information system. Provide Current Planning Program staff assistance to implement the Tracking software to mirror our many development processes. Continue to participate in the City/County mutual review system. Continue to provide Planner of the Day services to the general public by telephone and front counter services. Continue to provide excellent customer service. Implement Electronic Plan Review. Add another Plans Examiner and Building Inspector. Annual Financial Plan Page 239 City of Flagstaff COMMUNITY DEVELOPMENT           SECTION 104 PLANNING & DEVELOPMENT SERVICES Configure and implement Innoprise permitting software. Work at streamlining plan reviews, the permit process, and inspections. Implementation of the Flagstaff Regional Plan through the development and adoption of various neighborhood, activity center, and area Illustrative Plans, including for example: working on the S. Milton Corridor Plan, completion and adoption by the City Council of the La Plaza Vieja Neighborhood Master Plan, and participation in future planning of the 4th Street Corridor and completion/update of a possible future Southside Area Plan. Identify, draft, and adopt comprehensive amendments to the Flagstaff zoning code and the subdivision regulations. Implementation of the Regional Plan annual report template. Increase the number of volunteer hours utilized in the Graffiti Busters Program from 8 to 15 hours per week. Implement a program through the use of volunteers (e.g. adult probation) for the initial cleanup and ongoing maintenance of utility easements in such areas as Sunnyside and Upper and Lower Greenlaw. Implement a program to locate waste dumpsters in temporary hubs in strategic locations to be timed with the departure and arrival of students. Completion of the installation of new signage on FUTS trails to acknowledge the adoption of various sections of the FUTS system by community volunteer organizations and individuals. Regional Plan Implementation o Upon voter ratification of the Flagstaff Regional Plan in May 2014 as the City’s new general plan, implementation of the Plan will commence. A broad range of goals and policies have been developed for each of the following elements: neighborhoods and housing, energy, economic development, growth and land use, public facilities, environmental planning and conservation, open space, recreation, community character, cost of development, transportation, and water resources. The plan’s goals and policies will be used to help inform development decisions as well as internal programs and Division projects. In addition to goals and policies, the Regional Plan employs numerous Smart Growth principles to promote, for example, multimodal transportation options, walkable neighborhoods, infill and redevelopment, open space conservation, and compact development. The Plan draws on the potential of “activity centers” to attain the community’s vision for the built environment. This concept seeks to concentrate private and public projects and investment at key points in the City (activity centers), at a scale and form that is appropriate to the surrounding area. Over time, the reinvestment sites, neighborhoods, and corridors within and adjacent to activity centers will be viable options for public/private partnerships and investment. Annual Financial Plan Page 240 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 104 PLANNING & DEVELOPMENT SERVICES PERFORMANCE MEASURES Priority: Council - 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 12 CY 13 CY 14 CY 15 Measures: Actual Actual Actual Proposed Percent of land development applications approved without “surprise” conditions when 98% 99% 99% 99% conceptual to 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 12 Measures: Actual Percent of building permits issued without “surprise” construction plan conditions of 94% approval. CY 13 Actual CY 14 Actual CY 15 Proposed 95% 95% 96% Priority: Regional Plan (2030) - Growth Areas & Land Use, Applicable to All Land Uses (Goal LU.4) Goal: Balance housing and employment land uses with the preservation and protection of our unique natural and cultural setting. Objective: Policy LU 4.1 Develop neighborhood plans, specific plans, areas plans, and master plans for neighborhoods, activity centers, corridors, and gateways. Policy LU 4.2 Utilize the following as guidance in the development process: Natural Environment maps, Environmental Planning and Conservation policies, Considerations for Development, Cultural Sensitivity, and Historical Preservation maps, and Community Character policies, while respecting private property rights. Type of Measure: (a) Progress on, and completion of, Regional Plan implementation (b) Pursue the adoption of neighborhood, specific, area, and master plans Tool: (A) Annual Report and interactive mapping application updates (B) Neighborhood and Area Plan work Frequency: Quarterly Scoring: (A) Percent completed to meet deadline, Trend:  Annual Financial Plan Page 241 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 104 PLANNING & DEVELOPMENT SERVICES CY 12 Actual CY 13 Actual CY 14 Estimated CY 15 Proposed 75% 90% 100% N/A Goals and policies covering every subject listed above plus: - Urban Conservation - Economic Development - Responsive Government - Energy - Heritage Preservation - 90% 100% N/A Establishment of an Annual Report template - 80% 100% N/A Develop template for the first annual report for the Flagstaff Regional Plan - - 100% N/A Update background maps listed in Policy LU 4.2 in the Regional Plan with current data (coincides with the annual report) - - - 100% La Plaza Vieja Neighborhood Plan (updated for new Regional Plan) presented to, and adopted by, Council 80% 80% 80% 100% Measures: (A) Regional Plan milestones (percent complete) Priority: Regional Plan (2030) – Growth Areas & Land Use, Activity Centers & Corridors (Goal LU.18, LU.19) and Economic Development, Responsive Government (Goal ED.1) Goal: To support implementation of the Regional Plan within activity centers, economic corridors, and gateways. Objective: Contribute to Milton Corridor Study being conducted by the FMPO Type of Measure: Policy effectiveness Tool: Report on project progress Frequency: Quarterly Scoring: (A) Percent completed to meet deadline Trend:  Measures: (A) Participate in micro-simulation study of transportation and mobility for South Milton Avenue Annual Financial Plan CY 12 Actual CY 13 Actual CY 14 Estimated CY 15 Proposed NA NA 70% 100% Page 242 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 104 PLANNING & DEVELOPMENT SERVICES Priority: Council - 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 for amending the Zoning Code. 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 with increased public support. Type of Measure: (A) Output, (B) Policy outcome Tool: (A) Progress reports, (B) Weighted average of the following targets: • Community stakeholders and organizations: Target at 90% attendance and 90% participation. • General public: Major meeting: target at 20 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 12 CY 13 CY 14 CY 15 Measures: (A) Actual Actual Estimated Proposed Zoning Code Amendment Milestones (Percent 25% 100% Ongoing completed) Measures: (B) Zoning Code (Percent major meeting public attendance goal) Zoning Code (Percent minor meeting public attendance goal.) CY 12 Actual CY 13 Actual CY 14 Estimated CY 15 Proposed - 95% 95% Ongoing - 95% 95% Ongoing Priority: Regional Plan (2030) – Neighborhoods, Housing & Urban Conservation (Goal NH.1, NH.4, NH.6) 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, and graffiti abatement to foster clean, safe, and orderly neighborhoods. Type of Measure: Program Outcome CY 12 CY 13 CY 14 CY 15 Measures: (A) Actual Actual Estimated Proposed Support successful curbside recycling and solid waste pick up - Ongoing Ongoing Ongoing Participate in neighborhood cleanup efforts (litter, etc.) through the use of volunteers in City parks, trails, streets, etc. Ongoing Ongoing Ongoing Ongoing Continue to respond to complaints and address neighborhood compliance issues proactively by, for example, attending neighborhood meetings. Ongoing Ongoing Ongoing Ongoing Ensure the timely removal of graffiti through the “Graffiti Busters” program. - Ongoing Ongoing Ongoing Expand the Shopping Cart Retrieval Program. - Ongoing Ongoing Ongoing Annual Financial Plan Page 243 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 104 PLANNING & DEVELOPMENT SERVICES Tool: Participation by staff Frequency: Large neighborhood cleanups will continue to be organized a minimum of 2 times per year; other cleanups by volunteer groups will continue, on average 1 per week. Scoring: 60% Progressing Tool: Survey or tracking of staff contacts with residents Frequency: Monthly report Scoring: 75-90% Average Trend:  CY 12 CY 13 CY 14 CY 15 Measures: (A) Actual Actual Estimated Proposed Measure response to staff contact with residents Ongoing 90% 90% 90% by recording compliments and complaints. Priority: Management - Customer Service Goal: Timely processing of 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 CY 12 CY 13 CY 14 CY 15 Measures: (A) Actual Actual Estimated Proposed Percent of development applications that meet 98% 98% 98% 98% two or more of Council policies. Measures: (B) Percent of built projects that meet scoring target. CY 12 Actual 90% CY 13 Actual 90% CY 14 Estimated 98% CY 15 Proposed 98% Priority: Management - Effective Governance Goal: To support efficient implementation of the Flagstaff Regional Plan. Objective: Integrate the Regional Plan goals into existing City processes and programs, and educate City employees on their roles in implementing the Regional Plan. Type of Measure: Policy efficiency Tool: Internal Education and Training Frequency: Quarterly Scoring: (A) Percent completed to meet deadline, Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Create link to Regional Plan goals in Agenda NA NA Ongoing Ongoing Quick and other relevant reporting software Conduct trainings and summary material for NA NA 50% 100% divisions and departments concerning the relationship between their programs and the Regional Plan. Annual Financial Plan Page 244 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 104 PLANNING & DEVELOPMENT SERVICES Priority: Management - 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 12 CY 13 CY 14 CY 15 Measures: (A) Actual Actual Estimated Proposed Percent of error-free plan reviews 100% 100% 100% 100% 100% 100% 100% Percent of error-free building inspections 100% Measures: (B) Percent of contractor rating plan review as satisfactory or better Percent of builders rating building inspections as satisfactory or better SECTION: CY 12 Actual CY 13 Actual CY 14 Estimated CY 15 Proposed 95% 95% 98% 98% 95% 95% 98% 98% 104-PLANNING AND DEVELOPMENT SERVICES EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 1,687,716 235,309 50,502 $ 1,973,527 Adopted Budget 2013-2014 $ 2,001,644 208,120 97,482 $ 2,307,246 Estimated Expenditures 2013-2014 $ 2,001,644 190,120 97,482 $ 2,289,246 Proposed Budget 2014-2015 $ 2,093,104 133,870 72,647 $ 2,299,621 Budget-Budget Variance $ 91,460 (74,250) (24,835) $ (7,625) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Advanced Planning Building Plan Review Building Inspection Current Planning Code Compliance Code Compliance-SEMS TOTAL $ 236,037 212,792 52 848,718 485,734 173,796 16,398 1,973,527 $ 220,088 270,070 837,523 594,276 191,108 194,181 2,307,246 $ 220,088 252,070 837,523 594,276 191,108 194,181 2,289,246 $ 216,555 176,501 893,250 600,834 199,044 213,437 2,299,621 $ $ 2,299,621 2,299,621 $ (3,533) (93,569) 55,727 6,558 7,936 19,256 (7,625) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Planning and Development operating budget has decreased less than 1%, and there are no major capital expenditures planned. Personal Services increases are due to an increase in one FTE for a Building Plans Examiner, a merit increase, one time payments and increased cost of benefits. Contractual decreases are due to a reduction in consultant fees, postage and freight. Commodities decreases are due to reductions in copying, printing, books and subscriptions. There is $31,080 budgeted as one-time authorized expenditures including $18,000 for the carry forward for the Flagstaff Regional Plan, $10,000 for overtime, electronic plan review software and licenses, and GIS based tools. Annual Financial Plan Page 245 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 105 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 14 ACCOMPLISHMENTS Division 19  Sold two newly constructed Izabel Homes to qualified households (Both from Phase 3)  Continued contract management with BOTHANDS for long-term administration of Izabel  Owner Occupied Housing Rehabilitation (OOHR) o Completed seven OOHR projects o Two OOHR projects in process on 12/31/13 o OOHR program monitored by Arizona Department of Housing (ADOH) with no findings o Applied for and received $423,500 in new HOME funding from ADOH  Supported a resale 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 Post-purchase support for Izabel and Habitat land trust program homeowners o Contract and relationship management for partners providing affordability administration (BOTHANDS and Habitat) o Obtained 14% affordable housing commitment in the Trailside Apartments (12 units) o Completed a land trade, with limited City resources, that will generate one permanently affordable townhome and five private market-rate townhomes in a target neighborhood – homes under construction o Realized a $24,000 contribution to further affordable housing goals from the Village at Aspen Place  Assisted with the writing of the Housing Element in the Regional Plan  Administered development agreements for 91 permanently affordable rental housing units: Ridge at Clear Creek and Elevation Apartments  Administered the Incentive Policy for Affordable Housing and associated Incentive Fund  Assisted developers applying for Low Income Housing Tax Credits  Worked with Innoprise ComDev team to prepare for new software  Partnered with United Way, Coconino County Community Services and Career Center, Goodwill of Northern Arizona, and the Public Defender’s office to complete a Community Vitality Study  Participated in developer negotiations as appropriate with Development Services Annual Financial Plan Page 246 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 105 HOUSING Division 31  Provided CDBG funding to benefit vulnerable populations as awarded by Council o BOTHANDS - Sharon’s Attic o BOTHANDS - Financial Assistance Program o Catholic Charities - Minor Rehabilitation or Emergency Shelter and Transitional Housing o Catholic Charities - PATH Operational Assistance o City of Flagstaff - Owner Occupied Housing Rehabilitation Program o City of Flagstaff - Arroyo Park Roadway Access Improvements o Northland Hospice - Operational Assistance o DNA People’s Legal Services - Housing Legal Assistance  Participated actively in the local Continuum of Care  Participated actively in the Coconino County Action Advisory Board  Administered Federal and State grants successfully  Continued public education on fair housing and landlord/tenant laws  Assisted in coordinating and staffing Project Homeless Connect FY 15 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.  Re-energize employer assisted housing efforts  Plan for and begin implementation of merger with City of Flagstaff Housing Section and Housing Authority. PERFORMANCE MEASURES Housing Authority reported within Division 106 Priority: Regional Plan (2030) – Neighborhoods, Housing, & Urban Conservation Goal: To assist 95% of clients within identified time frames Objective: Service Delivery Type of Measures: Output Tool: Statistical Counting Frequency: Quarterly Trend:  CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Clients assisted within identified time frames N/A 100% 100% Annual Financial Plan Page 247 CY 15 Proposed 100% City of Flagstaff COMMUNITY DEVELOPMENT SECTION 105 HOUSING Priority: Regional Plan (2030) – Neighborhoods, Housing & Urban Conservation 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 12 CY 13 CY 14 Measures: Actual Actual Estimated Percentage of compliance achieved with 100% 100% 100% requirements for grants received from the State and Federal governments. SECTION: CY 15 Proposed 100% 105-HOUSING EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 241,366 2,065 (26,815) $ 216,616 Adopted Budget 2013-2014 $ 314,264 9,258 (58,054) $ 265,468 Estimated Expenditures 2013-2014 $ 314,264 9,258 (58,054) $ 265,468 Proposed Budget 2014-2015 $ 298,503 9,258 (58,054) 50,000 $ 299,707 Budget-Budget Variance $ (15,761) 50,000 $ 34,239 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Land Trust TOTAL $ 134,291 82,325 216,616 $ 176,181 89,287 265,468 $ 176,181 89,287 265,468 $ 294,607 5,100 299,707 $ $ 299,707 299,707 $ 118,426 (84,187) 34,239 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Housing operating budget has decreased 6% and capital expenditures totaling $50,000 result in an overall net increase of 13%. Personnel Services decreases are due to a decrease in salary costs and are offset by a merit increase, one time payments and increase in cost of benefits. Contractuals and commodities had no changes. The capital for this section is related to a remodel of Siler homes offices to accommodate the housing section staff. Annual Financial Plan Page 248 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 106/107 COMMUNITY HOUSING SERVICES 106-COMMUNITY HOUSING SERVICES EXPENDITURES BY CATEGORY: Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 917,435 3,039 $ 920,474 Adopted Budget 2013-2014 $ 1,084,613 $ 1,084,613 Estimated Expenditures 2013-2014 $ 36,080 $ 36,080 Proposed Budget 2014-2015 $ 974,214 $ 974,214 Budget-Budget Variance $ (110,399) $ (110,399) $ $ $ $ $ EXPENDITURES BY PROGRAM: Revolving Loan - General Fund Workforce Housing Incentives Workforce Housing Development Land Acquisition-GF TOTAL $ 102,958 817,516 920,474 $ 70,000 210,692 803,921 1,084,613 $ 23,352 12,728 36,080 $ 90,001 150,433 1 733,779 974,214 $ $ 974,214 974,214 $ 20,001 (60,259) 1 (70,142) (110,399) SOURCE OF FUNDING: HOUSING AND COMMUNITY SERVICES FUND COMMENTARY: The Housing operating budget has decreased 10% and there are no capital expenditures. There are no personnel services. Contractuals decreased due to a decrease in Land Acquistion and Housing Incentive funds. There are no commodities for this section. There are no major capital (>$10,000) for this section. SECTION: 107-COMMUNITY HOUSING GRANTS EXPENDITURES BY CATEGORY: Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 140,627 13,082 $ 153,709 Adopted Budget 2013-2014 $ 660,000 $ 660,000 Estimated Expenditures 2013-2014 $ 186,832 $ 186,832 Proposed Budget 2014-2015 $ 803,167 $ 803,167 Budget-Budget Variance $ 143,167 $ 143,167 $ $ $ $ $ EXPENDITURES BY PROGRAM: AZ Housing Trust Funds Home Grant Rehab TOTAL $ 153,709 153,709 $ 330,000 330,000 660,000 $ 186,832 186,832 $ 330,000 473,167 803,167 $ $ 803,167 803,167 $ 143,167 143,167 SOURCE OF FUNDING: HOUSING AND COMMUNITY SERVICES FUND COMMENTARY: This is a grant funded section with no capital expenditures. There are no personnel services for this section. There are no changes in contractuals and commondities. No major capital (>$10,000) for this section. Annual Financial Plan Page 249 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 108 COMM DEV BLOCK GRANTS 108-COMMUNITY DEVELOPMENT BLOCK GRANTS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 65,552 313,889 19,050 $ 398,491 Adopted Budget 2013-2014 $ 71,463 920,931 3,450 $ 995,844 Estimated Expenditures 2013-2014 $ 83,663 445,316 $ 528,979 Proposed Budget 2014-2015 $ 62,318 940,972 2,395 $ 1,005,685 Budget-Budget Variance $ (9,145) 20,041 (1,055) $ 9,841 $ $ $ $ $ EXPENDITURES BY PROGRAM: CDBG Entitlement Administration CDBG Rehab of Acquired Homes CDBG Construction of New Homes CDBG Housing Rehab CDBG Miscellaneous Projects CDBG Home Buyers Assistance CDBG Public Facility CDBG Housing Stabilization CDBG Public Facility Ops TOTAL $ 60,022 50,886 3,361 122,184 79,457 13,778 9,303 59,500 398,491 $ 83,663 67,175 7,512 95,001 532,465 66,855 42,124 101,048 1 995,844 $ 83,663 66,174 28,214 117,026 13,100 96,431 82,609 19,884 528,979 $ 73,463 1,000 152,479 171,414 69,900 252,549 85,534 80,313 78,911 1,005,685 $ $ 1,005,685 1,005,685 $ (10,200) (66,175) 144,967 76,413 (462,565) 185,694 43,410 (20,735) 78,910 9,841 SOURCE OF FUNDING: HOUSING AND COMMUNITY SERVICES FUND COMMENTARY: This grant funded section increased 1% and there are no capital expenditures for this section. Personnel Services decreases are due to a change in personnel. Contractuals increased 2% due to an anticipanted CDBG grant award amount. Commodities decreased due to a reduction in copy charges. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 250 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 110 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 14 ACCOMPLISHMENTS        Launched Regional Transportation Plan Technical Update Launched Milton Road Operations Alternatives Analysis Engaged business community in regional freight strategy discussion Successful Montoya Fellowship inaugural run with NAIPTA and NAU FUTS Signing Program out to bid Sidewalk inventory, priorities, and project cost estimates complete LED lighting research initiative and conference support with Lowell Observatory FY 15 NEW INITIATIVES AND GOALS     Complete Regional Transportation Plan Technical Update. Launch public outreach phase Coordinate with City of Flagstaff and ADOT on Milton Road Corridor Study Routine: Annual Work Program; Annual Transportation Improvement Program; data collection Training opportunities for member agencies in operations, maintenance, and GIS PERFORMANCE MEASURES Council Priority: Regional Plan (2030) – 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) CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimate Proposed Trip Diary Results (2006 = 42.9%) 49.8% n/a n/a n/a Transit trips per city capita (fiscal year results) 19 27 29 31 Journey to Work (Drove alone ACS 3-yr avg 62.3 62 (est) 62 (est) 62 (est) (CY 10 = 64.4) (CY 11 = 61.7) Annual Financial Plan Page 251 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 110 FLAGSTAFF MPO Council Priority: Regional Plan (2030) – Transportation Goal: Improve transportation system performance by providing plans, programs, studies, tools, and data that inform decision-making. Objective: Annually produce a regional transportation model that exceeds industry standards. Type of Measure: Program outputs / System performance outcomes Tools:  Regional Travel Model: Updated every 2-3 years with objective to update annually. Reports on vehicle miles traveled (VMT – with through trips factored out), vehicle hours traveled (VHT), and miles of congested roadway. Model performance is gauged by 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)  TIP - Projects aligned with RTP priorities: Starting with staff assessment of projects and project delivery against the weighted criteria in the RTP and RTP prioritized projects. Will work toward survey instrument and view of project selection scores in FY15.  UPWP – Work Program aligned with RTP priorities: See TIP Frequency: annually Scoring: percent under industry standard Trends:  VMT   VHT ><  TIP ><  UPWP ><  Model RMSE - down  (smaller is better)  Mode Share – down  (expect accuracy to lag between surveys) CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimate Proposed Outcomes Vehicle Miles Traveled per capita (region) 21 (2007) 20 (2010) 20 19.5 Vehicle Hours Traveled per capita (region) 0.79 (2007) 0.74 (2010) .75 .75 Outputs – Mandated documents Transportation Improvement Program M S M M Unified Planning Work Program S S S S Outputs – Tools and Data Root mean square error for roadway volumes 18/35 18/35 18/35 18/35 FMPO RMSE/Industry RMSE 35 Non-auto mode share accuracy (based on trip 65% 70% 70% 70% diary survey every 5 years) Annual Financial Plan Page 252 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 110 FLAGSTAFF MPO 110-FLAGSTAFF MPO EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 232,880 82,148 (35,865) $ 279,163 Adopted Budget 2013-2014 $ 271,198 430,307 (35,060) $ 666,445 Estimated Expenditures 2013-2014 $ 260,120 150,641 (38,260) $ 372,501 Proposed Budget 2014-2015 $ 268,830 668,855 (34,260) $ 903,425 Budget-Budget Variance $ (2,368) 238,548 800 $ 236,980 $ $ $ $ $ EXPENDITURES BY PROGRAM: FMPO Administration Short Range Data Collection Short Range Transportation Improvements Long Range Transportation Plan Short Range Planning Long Range Other Transportation Public Information Program Long Range Transit Plan TOTAL $ 105,934 63,629 8,810 51,746 18,423 10,579 956 19,086 279,163 $ 232,445 30,000 1,000 135,000 265,000 3,000 666,445 $ 243,084 18,922 1,000 107,495 2,000 372,501 $ 239,342 17,078 1,000 78,505 265,000 2,500 300,000 903,425 $ $ 903,425 903,425 $ 6,897 (12,922) (56,495) (500) 300,000 236,980 SOURCE OF FUNDING: METROPOLITAN PLANNING FUND COMMENTARY: The MPO operating budget has increased 36% and there are no capital expenditures. Personnel Services decreases are due to reduction in temporary pay. Contractual increases are due to a increase in consultant fees. Commodities decreases are due to a decrease in computer equipment. 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 253 City of Flagstaff COMMUNITY DEVELOPMENT FLAGSTAFF HOUSING AUTHORITY MISSION The mission of the Flagstaff Housing Authority is to assist low-income families with safe, decent, and affordable housing opportunities as they strive to improve the quality of their lives. The Housing Authority is committed to operating in an efficient, ethical, and professional manner. The Housing Authority will create and maintain partnerships with its clients and appropriate community organizations in order to accomplish this Mission. PROGRAM DESCRIPTION The Flagstaff Housing Authority owns and manages 265 units of low-income public housing, and 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 provide 12 Section 8 Certificates for the seriously mentally ill in partnership with the Guidance Center. FY 14 ACCOMPLISHMENTS       Maintain Public Housing High Performer status from HUD. This system measures financial management, maintenance, and physical plant and overall management of the public housing program, including a lease-up rate in excess of 98% for the year ending June 30, 2014. Maintain High Performer status for the Section 8 Housing Choice Voucher Program, including a lease-up rate in excess of 98% for the year ended June 30, 2014. Continue to upgrade units and grounds, and replace aging equipment by utilizing HUD’s Capital Fund Program. Improve public housing resident satisfaction by supporting the resident council, hosting seasonal barbeques, publishing a newsletter, and continuing to assist residents in education, employment, job training, and youth services under our ROSS program. Obtain non-HUD funding for ROSS activities to improve resident opportunities for self-sufficiency. Complete Fiscal Year 2014 financial audit with no findings. FY 15 NEW INITIATIVES AND GOALS       Complete site plan and identify funding sources to increase inventory of affordable rental housing for lowmoderate income households. Anticipated location is site adjacent to Clark Homes identified by City Council for potential affordable housing development. Seek new sources of operating income and reduce costs to cope with increasingly tight Federal Budget. 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. Plan for and begin implementation of merger with City of Flagstaff Housing Section and Housing Authority. Annual Financial Plan Page 254 City of Flagstaff COMMUNITY DEVELOPMENT FLAGSTAFF HOUSING AUTHORITY PERFORMANCE MEASURES Priority: Regional Plan (2030) Neighborhoods, Housing & Urban Conservation 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 12 FY 13 FY 14 FY 15 Measures: Actual Actual Estimated Proposed PHAS High Performer 100% 100% 100% 100% SEMAP High Performer 100% 100% 100% 100% Priority: Regional Plan (2030) Neighborhoods, Housing & Urban Conservation 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: 66% Trend:  FY 12 FY 13 FY 14 FY 15 Measures: Actual Actual Estimated Proposed Housing Authority control deficiencies 0 0 0 0 Housing Authority significant deficiencies 0 0 0 0 Housing Authority audit findings 0 2 0 0 Annual Financial Plan Page 255 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: FLAGSTAFF HOUSING AUTHORITY FLAGSTAFF HOUSING AUTHORITY EXPENDITURES BY CATEGORY: PERSONAL SERVICES CONTRACTUAL COMMODITIES CAPITAL TOTAL Actual Expenditures 2012 - 2013 $ 1,358,838 4,025,107 179,877 112,154 $ 5,675,976 Adopted Budget 2013-2014 $ 1,763,963 4,878,449 140,761 401,697 $ 7,184,871 Estimated Expenditures 2013-2014 $ 1,562,503 4,101,471 165,113 401,697 $ 6,230,784 Proposed Budget 2014-2015 $ 1,751,906 4,888,149 160,380 243,691 $ 7,044,126 $ $ $ $ Budget-Budget Variance $ (12,057) 9,700 19,619 158,006 $ (140,744) EXPENDITURES BY PROGRAM: LOW INCOME PUBLIC HOUSING ROSS GRANT SEC 8 HSG CHOICE VOUCHER/MRO NON-HUD PROGRAM FLAGSTAFF HOUSING CORP CONTINGENCY TOTAL $ 1,997,618 56,048 3,576,043 46,267 5,675,976 $ 2,270,425 63,991 3,523,223 41,786 284,195 1,001,250 7,184,870 $ 2,175,016 45,984 3,678,231 47,358 284,195 6,230,784 $ 2,091,863 64,113 3,563,849 42,414 280,637 1,001,250 7,044,126 $ $ 7,044,126 7,044,126 $ $ (178,562) 122 40,626 628 3,558 (140,744) SOURCE OF FUNDING: FLAGSTAFF HOUSING AUTHORITY FUND COMMENTARY: The Housing Authority operating budget has decreased 0.3% and their capital expenditures total $243,691 resulting in an overall net decrease of 2.0%. Personal services increases are due to market increases and changes in benefits. Contractuals decreases are primarily due to reductions in Housing Assistance Payments, utilities, and training. Commodities increase is due to general inflationary cost increases. Major capital (>$10,000) is for roof and siding replacement ($243,691). Capital improvements are funded by HUD's Capital Grant program. Annual Financial Plan Page 256 City of Flagstaff FIRE DIVISION MISSION The mission of Flagstaff Fire is to provide caring and excellent customer service utilizing our highly trained professional staff, innovative leadership and aggressive problem solving skills. We will provide a rapid and effective response to all requests for service by the community, visitors and surrounding regions. Annual Financial Plan Page 257 City of Flagstaff Annual Financial Plan FIRE Fire 051 2 ‐ Admin Specialist Operations 1 ‐ Deputy Fire Chief Administration 1 ‐ Fire Marshall Wildland Fire Management Page 258 1 ‐ Wildland Fire Manager 1 ‐ Fire Training Coordinator 1 ‐ Fire Inspector "A" SHIFT "B" SHIFT "C" SHIFT 1 ‐ Battalion Chief 1 ‐ Battalion Chief 1 ‐ Battalion Chief 7 ‐ Fire Captains City of Flagstaff 7 ‐ Fire Captains 7 ‐ Fire Captains 7 ‐ Fire Engineers 7 ‐ Fire Engineers 7 ‐ Fire Engineers 10 ‐ Fire Fighters 10 ‐ Fire Fighters 10 ‐ Fire Fighters 1 ‐ Fire Fighter Temp 1 ‐ Wildland Fire Supervisor 1 ‐ Wildland Firewise Specialist FIRE DEPARTMENT SECTION 051 FIRE MISSION The Mission of Flagstaff Fire Department is to provide caring and excellent customer service, utilizing our highly trained professional staff, innovative leadership, and aggressive problem solving skills. We will provide a rapid and effective response to all requests for service by the community, visitors, and surrounding region. VISION The Vision of the Flagstaff Fire Department is to serve as the leader in all areas of community protection. We will dedicate ourselves to the region through innovation, compassion, efficiency, collaboration, and partnerships. __________________________________________________________________________________________ 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 14 ACCOMPLISHMENTS   Continually monitored response data to maximize effectiveness. Continued to lead the Flagstaff Watershed Protection Project (FWPP): completed 26 separate major benchmarks and accounted for slightly over $900,000 in partner contributions.  Continued leadership roles in Greater Flagstaff Forests Partnership (GFFP), Four Forests Restoration Initiative (4FRI), and the State Forest Health Council (FHC), and began engagement with the State Forest Stewardship Committee.  Completed forest treatment on a total of 948 acres (combination of selective tree thinning, chipping, and prescribed fire.  Removed 387 individual hazard trees throughout the community (a record for a one-year period).  Prevention staff reviewed 546 plans for fire protection systems, building permits, and concepts for conformance with adopted codes and standards.  Continued updates in Fire House software and inspection lists of annual inspection program. Fire department line personnel conducted a total of 1,061 annual fire inspections on medium and high-risk occupancies.  Developed and posted on the fire department website the governing codes, requirements, and submittal checklists for sprinkler, alarm, and hood fire protection systems, and rural development requirements. FY 15 NEW INITIATIVES AND GOALS          Coordinate outreach and initial launching of self-inspection program. Improve data tracking in Firehouse that will reflect approximate value/loss in relation to fires as well as corresponding training for line personnel in order to improve quarterly/annual reporting. Streamline Fire Department Development Review Fees to be included in the CD permitting process. 2012 International Fire Code - Begin the process of the adoption of code, including local amendments. Collaborate with the Police Department to explore a partnership on fire prevention patrols. Monitor response data and maximize efficiencies. Manage the Flagstaff Watershed Protection Project (FWPP). Evaluate an adaptive response to non-emergency calls in Flagstaff. Develop and maintain a Regional Training Officer through collaboration with area partners. Annual Financial Plan Page 259 City of Flagstaff FIRE DEPARTMENT SECTION 051 FIRE PERFORMANCE MEASURES Priority: Regional Plan (2030) – Public Buildings, Services, Facilities, and Safety, Resiliency Planning (Goal PF.1) Goal: Provide high-quality emergency response and public safety 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 12 CY 13 CY 14 Measures: Actual Actual Estimated Customer Satisfaction 99.2.% 99% 98% CY 15 Proposed 98% Priority: Regional Plan (2030) - Public Buildings, Services, Facilities, and Safety, Public Safety (Goal PF.3) Goal: To confine flame spread to the room of origin. Objective: To ensure the Fire Department response system is operating at a measurable standard. Type of Measure: Program Efficiency Tool: Using our National Fire Incident Reporting System database, we can track flame spread and property damage. Frequency: Quarterly Scoring: Use first year to set a standard. Trend: TBA CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed To confine flame spread to the room of origin TBA TBA TBA TBA Priority: Regional Plan (2030) - Public Buildings, Services, Facilities, and Safety, Public Safety (Goal PF.3) Goal: On priority medical patients, we will maintain a patient contact to scene departure time with 25 minutes 90% of the time. Objective: Rapid response of paramedics from the scene to the hospital setting. Type of Measure: Program Effectiveness Tool: National Fire Incident Reporting System database. Frequency: Quarterly Scoring: 95% progress, 94% to 90% Caution, below 89% Evaluate the program Trend:  Measures: CY 12 CY 13 CY 14 CY 15 Actual Actual Estimated Proposed On priority Medical patients, we will maintain a New 90% 90% 90% patient contact to scene departure time with 25 minutes 90% of the time. Annual Financial Plan Page 260 City of Flagstaff FIRE DEPARTMENT SECTION 051 FIRE Priority: Regional Plan (2030) - Public Buildings, Services, Facilities, and Safety, Public Safety (Goal PF.3) Goal: Provide the quickest response to 911 emergency calls. Objective: Achieve response time to satisfy stated goal. Type of Measure: Program Efficiency Tool: Response time analysis in our database system. Frequency: Quarterly Scoring: 75% progressing, 74% to 65% Caution, Below 64% revaluation of the program. Trend:  New Goal CY 2013. Under revaluation CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed The first arriving vehicle is on scene of an 61% 58.2% 60% 65% incident within 5 minutes Regional Plan (2030) - Public Buildings, Services, Facilities, and Safety, Public Safety (Goal PF.3) Goal: Resiliency and Preparedness Efforts, Flagstaff Watershed Protection Project Type of Measure: Program & Policy Effectiveness Tool: Planning, Implementation, Evaluation, Reporting - Database system has this reporting capability. Frequency: Quarterly Scoring: Relative to each goal, actual numbers 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, the Flagstaff Watershed Protection Project, and other planning documents. Outcome: Risk to resiliency of our forests is diminished; sustainability is enhanced. Objective: Complete 180 acres of combined treatment. CY 12 Actual 168 acres CY 13 Actual 240 acres CY 13 Estimate 245 acres CY 14 Proposed 320 acres Debris Disposal - Complete 80 acres (Pile burning, chipping, or removal) 479 acres 320 acres 703 acres 320 acres Ecosystem Health - Complete 60 acres of broadcast burning 302 acres 240 acres 0 acres 240 acres Measures: Thinning - Complete 80 acres Annual Financial Plan Page 261 City of Flagstaff FIRE DEPARTMENT SECTION 051 FIRE GOAL #2: Our community 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: Risk to the public and emergency personnel is diminished, and response is efficient and effective. Objective: Limit wildfire size Measures: Limit average wildfire size on treated property Limit average wildfire size on non-treated property SECTION: CY 10 Actual 4.0 CY 11 Actual .2 CY 12 Actual .3 CY 13 Actual .2 CY 14 Proposed (4-Year average) 1.2 7.6 18.3 1.3 4.2 7.9 051-FIRE OPERATIONS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 7,973,162 357,002 471,447 754,532 $ 9,556,143 Adopted Budget 2013-2014 $ 8,396,930 393,300 472,617 $ 9,262,847 Estimated Expenditures 2013-2014 $ 8,396,930 393,300 472,617 $ 9,262,847 Proposed Budget 2014-2015 $ 8,724,660 423,400 494,636 513,000 $ 10,155,696 Budget-Budget Variance $ 327,730 30,100 22,019 513,000 $ 892,849 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Fire Prevention Training Fire Suppression Fuel Management TOTAL $ 517,918 232,699 4,656 8,559,955 240,915 9,556,143 $ 671,946 224,004 8,250 8,152,243 206,404 9,262,847 $ 671,946 224,004 8,250 8,152,243 206,404 9,262,847 608,408 224,953 85,750 8,965,925 270,660 $ 10,155,696 $ (63,538) 949 77,500 813,682 64,256 892,849 SOURCE OF FUNDING: GENERAL FUND $ $ 10,155,696 10,155,696 COMMENTARY: The Fire Department operating budget has increased 4% and capital expenditures total $513,000, resulting in an overall net increase of 9%. Personnel Services increases are due to a increase in 1 FTE for a Training Coordinator, increase in overtime, a merit increase, one-time payments and increase cost of benefits as well as one-time retirement payouts. Contractual increases are due to increases in training and maintenance. Commodities decreases are due to prior year one-time budget authorizations. Other one-time authorized expenditures totaling $74,600 include Arc Hazard Survey, EMT recertifications, recruitment academy and MDC replacements. Major capital (>$10,000) is for a Fire Engine ($495,000) and 2 Thermal Imaging Cameras ($18,000). Annual Financial Plan Page 262 City of Flagstaff FIRE DEPARTMENT SECTION: SECTION 052 FIRE GRANTS 052-FIRE GRANTS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 253,571 56,746 22,454 19,321 $ 352,092 Adopted Budget 2013-2014 $ 612,000 30,000 400,000 $ 1,042,000 Estimated Expenditures 2013-2014 $ 612,000 30,000 400,000 $ 1,042,000 Proposed Budget 2014-2015 $ 195,000 5,000 75,000 310,000 $ 585,000 Budget-Budget Variance $ (417,000) 5,000 45,000 (90,000) $ (457,000) $ $ $ $ $ EXPENDITURES BY PROGRAM: Hazardous Fuels Projects Camp Navajo General Wildfire Response AZ Homeland Security GOHS Assistance To Firefighter SAFER Naval Observatory Thin 10 FY2012 Hazardous Fuel NAU GFFP Thinning TOTAL $ 42,679 5,161 214,044 23,729 9,870 35,753 20,856 352,092 $ 10,000 7,000 50,000 30,000 350,000 360,000 10,000 215,000 10,000 1,042,000 $ 10,000 7,000 50,000 30,000 350,000 360,000 10,000 215,000 10,000 1,042,000 $ 40,000 25,000 310,000 10,000 200,000 585,000 $ $ 585,000 585,000 $ (10,000) (7,000) (10,000) (5,000) (40,000) (360,000) (15,000) (10,000) (457,000) SOURCE OF FUNDING: GENERAL FUND Annual Financial Plan Page 263 City of Flagstaff Annual Financial Plan Page 264 City of Flagstaff POLICE DIVISION MISSION The mission of the Flagstaff Police 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 265 City of Flagstaff Annual Financial Plan POLICE Police 04 1 ‐ Division Director (Police Chief) Internal Investigation/ Administrative Services 60 Police Officers (assigned below) 8 Police Officers (Grant) ‐ Assigned below 1‐Sergeant Criminal Investigations 1 ‐ Police Lieutenant 1 ‐ Admin Specialist Operations Support Services 1 ‐ Deputy Police Chief 1 ‐ Deputy Police Chief Community Relations/ Crime Preention Patrol Support Services 3 ‐ Police Lieutenants 1 ‐ Police Support Services Supervisor (Civilian) 1 ‐ Police Sergeant Training Emergency Services Page 266 2 ‐ Admin Specialist Tactical Operations 1 ‐ Police Sergeant Police Officers As Assigned 5 Police Detective Citizen Volunteers 1 ‐ Rotating Police Officer Graffiti Eradification Hostage Negotiations 2 ‐ Police Officer (School Resource) Police Officers As Assigned Parking/Radar 4 ‐ Police Sergeant 2 ‐ Police Sergeant 4 ‐ Police Corporal 2 ‐ Police Corporal Police Officers As Assigned Police Officers As Assigned 1 ‐ Parking Control Officer K Squad M Squad 2 ‐ Evidence Technicians Explosive Disposal 1 ‐ Police Sergeant 1 ‐ Police Sergeant 1 ‐ Police Officer (Crime Analyst) Police Officers As Assigned Police Officers As Assigned Police Officers As Assigned N Squad Selective Enforcement 1 ‐ Police Sergeant 1 ‐ Police Sergeant Family Crime Team 1 ‐ Rotating Police Officer City of Flagstaff Police Officers As Assigned 1 Police Corporal Police Officers As Assigned Metro Unit 1 Police Sergeant 1 ‐ Admin Specialist Agents as Assigned Property Crimes 1 ‐ Police Detective 1 ‐ Police Records Supervisor Special Services 1 ‐ Police Special Services Supervisor (Civilian) E, F Squads 5 ‐ Police Detectives 1 ‐ Police Detective Records A, B, C, D Squads B Squad 1 ‐ Police Sergeant 1 ‐ Police Communications Manager (Civilian) Patrol Squads 1 ‐ Police Officer A Squad Communications Reserves 1 ‐ Animal Control Officer 10 ‐ Admin Specialist 5 ‐ Police Emerg Comm Spec Supervisor 22 ‐ Police Emergency Comm Spec 1 ‐ 911 Coordinator 1 ‐ Property Control Coordinator 2 ‐ Dispatch Call Taker POLICE DEPARTMENT SECTION 061 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. VISION  We Value Life o Preserving life is our highest priority.  We Value the Consitutution o It provides equal and enforceable standards for all.  We Value Integrity o We recognize integrity as the basis for mutual respect and trust.  We Value Service o By providing exemplary service we enhance our credibility and establish trust with the community.  We Value Quality of Life o 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 crime 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 14 ACCOMPLISHMENTS  We worked with local schools to offer input on lockdown and active shooter (escape and evade) policies.  Through investigation, use of outside resources, and partnerships with several agencies, we caught a serial rapist.  We opened a Southside substation and maintained a Southside presence 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.  We improved our response to violence against women initiatives in a number of ways. 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 began research on a lethality assessment tool. We enacted a new Order of Protection Service protocol, which allows the victim to drop off the order, and requires the officers to advise the victim when the order is served. This has resulted in a reduced backlog of orders waiting to be served. We maintained a presence on the domestic fatality review team and the coordinated community response team.  We created a New Victim’s Rights form for misdemeanor incidents to help streamline the victims’ rights process.  We strengthened the multi-agency CART (Child Abduction Response Team) through expanded training for the team to include dispatchers and detectives as well as first responders. Annual Financial Plan Page 267 City of Flagstaff POLICE DEPARTMENT SECTION 061 POLICE  Completed an analysis of case studies for the Navajo Nation Human Rights Commission (NNHRC) and conducted department-wide training on Native American cultures.  We initiated our Phase II upgrade, which will allow the Communications Center to better process and respond to emergency wireless 911 calls. This new service will provide the Center, and therefore the responding agencies, the approximate location of the wireless caller by latitude and longitude and the wireless telephone callback number.  We conducted 104 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 reduced citizen complaints in 2013 by 31%, from 114 in 2012 to 79 in 2013.  We reduced use of force incidents by 9%, from 178 in 2012 to 162 in 2013.  We increased our civilian volunteer hours by 51%, from 1,691 hours to 2,559.  We decreased our administrative investigations by 55%, from 22 in 2012 to 12 in 2013.  Several “straightening the pipes” initiatives were introduced:  We reevaluated the hours our Records Section was open to the public, closing earlier on nights and weekends when front counter traffic was minimal.  We introduced call notes reporting, which allows officer to write comments in the dispatch call notes on minor incidents, rather than filling out a full, time-consuming police report.  We issued smart cell phones to our detectives, which allow instant access and forwarding of wanted or missing persons to media/investigators, and the immediate dissemination of criminal intelligence and group messages.  We began purchasing all-wheel drive patrol cars, so staff time is not lost putting chains on rear-wheel drive cars, and response times are less impacted by winter weather.  We streamlined the processing of license plates suspended due to financial responsibility, so they are not treated as evidence.  We increased the skill and confidence level of our officers by providing more training; our advanced officer training hours increased by 26%, from 5,589 to 7,055 hours. This included an on-location mandatory report writing class for all newer officers.  We strengthened the Department’s informal and formal counseling abilities through the expansion and additional training for the CISM (crisis incident stress management) teams and the Department’s Peer Mentoring Program.  We revised our employee evaluation system in patrol to emphasize outcomes as opposed to outputs, and align officer efforts with Comp-Stat initiatives. FY 15 NEW INITIATIVES AND GOALS Customer Service Initiatives:  Implement a lethality assessment indicator for domestic violence incidents to help identify and address violent suspects and those victims most at risk.  Place three emergency communications trainees into a formal dispatch academy and provide in-house advanced training to existing employees twice annually.  Move forward with the Phase II 911 system, updating maps, testing, and troubleshooting, with the goal of going live by October 1st, 2014.  Continue to revise Comp-Stat by introducing a strategic management system to allow for more timely information sharing and preemptive policing to help prevent crime.  Continue to explore technology advancements to improve efficiency and effectiveness of the department, including: body cameras for officers, paperless/electronic citations and warnings, and a new MDC/tablet platform for vehicles. Climate Resiliency and Preparedness:  Expand the Woods Watch Program, increasing directed patrols of “hot” crime spots 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. Annual Financial Plan Page 268 City of Flagstaff POLICE DEPARTMENT SECTION 061 POLICE  Explore a partnership with the Fire Department on fire prevention patrols.  Revise the Field Training Program to help increase success rates of trainees. Straightening the Pipes initiatives:  Implement an assessment tool during the hiring and training process to help identify prospective dispatch applicants who possess the necessary skills to perform the position.  Develop a master training calendar to help minimize staff overtime, and complete mandatory training for all officers within legal time limits.  Move the patrol squads from a six to an eight squad format, to better cover high call load times and reduce overtime and improve retention.  Explore a “hire for attitude” revision of the new hire process for officers.  Reduce staff turnover to under 15%. PERFORMANCE MEASURES Priority: Regional Plan (2030) - Planning, Public Safety (Goal PF.3) Goal: Provide high-quality emergency response and public safety services. Improve security for the citizens of Flagstaff by addressing the high rate of property crimes in our community. Objective: 1. Reduce property crime by 10%. 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. Type of Measure: Workload Tool: Crime statistics Frequency: Monthly Scoring: Meets/exceeds, progressing (trending) towards, or away from property crime reduction to meet the 2012 national benchmark of 28.6 per 1,000 residents. Trend:  (progressing) CY 11 CY 12 CY13 Measures: Actual Actual Actual Property Crimes per 1,000 residents 46 42 43 Shoplifting Incidents 888 964 989 Vehicle Burglaries 415 225 296 *Our goal for 2014 is a 10% reduction from the previous three-year average. Objective: CY14 *Goal 39 852 281 CY15 Proposed 37 926 265 2. Maintain the current outstanding clearance rate for property crimes in comparison to the 2012 ICMA benchmark of 26% by identifying and aggressively pursuing prosecution of repeat offenders while maximizing use of Property Crimes Detectives 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. 3. 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 2012 national benchmark of 4.8 arrests per 1,000 residents. Scoring: Meets/exceeds, progressing (trending) towards, or away from maintaining current clearance rate for property crimes that exceeds the ICMA benchmark of 26%. Meets/exceeds, progressing (trending) towards, or away from maintaining current arrest rate for Part Two drug offenses that exceeds the national benchmark of 4.8 arrests per 1,000 residents. Trend:  (exceeds) Annual Financial Plan Page 269 City of Flagstaff POLICE DEPARTMENT SECTION 061 Measures: Property Crimes Cleared Arrests for Part II drug offenses POLICE CY 11 Actual CY 12 Actual CY 13 Actual 36% 9 39% 8.2 37% 7.8 CY 14 Goal 39% 8.7 CY 14 Proposed 40% 8.6 Priority: Regional Plan (2030) – Transportation, Mobility, and Access (Goal T.1) and Safe and Efficient Multimodal Transportation (Goal T.2) Goal: Improve mobility and access throughout the region. Improve transportation safety and efficiency for all modes. 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 and increased enforcement (5% increase of three-year average) of collision-causing violations such as impaired driving, speed, red light, and following too closely. Type of Measure: Output/Outcome Tool: CompStat – Computer Statistics process Frequency: Monthly Scoring: Meets/exceeds, progressing towards, or away from 5% reduction in traffic collisions. Trend:  (progressing) Measures: Traffic Citations Issued Warnings Issued Number of DUI Arrests Speed Citations Red Light Violation Citations Following Too Closely Citations Seat Belt/Child Restraint Citations All Collisions DUI Related Collisions CY 11 Actual 12,828 12,451 767 1,913 429 126 688 2,534 98 CY 12 Actual 10,411 10,001 840 1,825 307 73 425 2,632 72 CY 13 Actual 9,844 8,471 619 1,926 384 66 300 2,554 64 CY 14 Goal 11,562 10,823 779 1,982 392 92 495 2,444 74 CY 15 Proposed 11,135 10,877 783 2,007 379 81 427 2,416 66 Priority: Regional Plan (2030) – Planning, Locating Facilities (Goal PF.2) Goal: Provide sustainable and equitable public services in an efficient and effective manner to serve all population areas and demographics. 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 2012 ICMA benchmark of 59%. 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 ICMA benchmark of 59%. Trend:  (exceeds) Annual Financial Plan Page 270 City of Flagstaff POLICE DEPARTMENT Measures: Total cases assigned to Detectives Violent crime cases assigned to Detectives % of violent crime cases cleared SECTION 061 CY 11 Actual 3,288 265 52% CY 12 Actual 3,714 265 64% CY 13 Actual 3,175 254 61% POLICE CY 14 Estimated 3,222 248 62% CY 15 Proposed 3,202 243 65% Objective: 2. Reduce Part 1 violent crimes, including aggravated assault, allowing no more than the 2012 national benchmark of 3.87 victims per 1,000 residents through increased enforcement activities by patrol officers. Scoring: Meets/exceeds, progressing towards, or away from reduction in Part 1 crimes to meet national benchmark of 3.87 per 1,000 residents. Trend:  (exceeds) Measures: Part 1 violent crimes per 1,000 residents Aggravated Assault CY 11 Actual 4.0 186 CY 12 Actual 4.0 190 CY 13 Actual 3.67 177 CY 14 Goal 3.5 175 CY 15 Proposed 3.3 172 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:  (progressing) CY 11 CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Actual Goal Proposed % of Domestic Violence incidents where an arrest is 43% 43% 42% 45% 45% made Total Number of Domestic Violence Incidents 1,891 2,040 1,797 1,814 1,790 Total Number of Misdemeanor D.V. Incidents 1,667 1,775 1,550 1,581 1,556 Total Number of Felony Domestic Violence 224 265 247 233 235 Incidents Priority: Regional Plan (2030) – Planning, Locating Facilities (Goal PF.2) Goal: Provide sustainable and equitable public services in an efficient and effective manner to serve all population areas and demographics. 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 Academies per 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 11 CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Actual Goal Proposed Volunteer Hours donated 1,824 1,691 2,559 2,125 2,231 Community Support Meetings 57 85 104 86 96 Annual Financial Plan Page 271 City of Flagstaff POLICE DEPARTMENT SECTION 061 POLICE Objective: 2. Continue enforcement emphasis on crimes of public disorder, such as open container liquor violations, through directed patrol efforts, resulting in a 5% reduction in public intoxicants from the previous three-year average, and a 5% reduction of the three-year average in serial inebriate related crime. Scoring: Meets/exceeds, progressing towards, or away from 5% reduction in public intoxicants. Trend: (away from) CY 10 CY 11 CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Actual Actual Goal Proposed Contacts with Public Intoxicants 2,466 2,256 2,855 3,271 2,654 2,781 Serial Inebriate related crime * 333 204 184 306 219 224 * 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. Lower the crime rate through the use of Sunnyside Officers and Fourth Street Store front. According to the 2010 Census the population of Sunnyside is 5,923 or roughly 9% of the City. 4. Lower the crime rate in Southside through the use of Southside COPS grant officers. The population of Southside is estimated at 1,368 according to FPD estimates based on the 2010 census, or roughly 2.1% of the city total (65,870). Scoring: Meets/exceeds, progressing towards, or away from rates consistent with the remainder of the City. Trend:  (progressing) Violent Crime YEAR City Wide Sunnyside only Sunnyside % of City Southside only Southside % of City 2010 269 60 22% 30 11% 2011 265 53 20% 33 12.5% 2012 262 51 19.5% 31 11.8% 2013 245 42 17% 14 5.7% Property Crime YEAR City wide Sunnyside only Sunnyside % of City Southside only Southside % of City 2010 2962 349 12% 127 4.3% 2011 3019 313 10.40% 106 3.5% 2012 2834 202 7.10% 102 3.6% 2013 2867 243 8.5% 70 2.4% Annual Financial Plan Page 272 City of Flagstaff POLICE DEPARTMENT SECTION 061 POLICE Objective: 5. 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: (away from) CY 11 CY 12 CY 13 CY 14 CY 14 Measures: Actual Actual Actual Goal Proposed Number of founded complaints from citizens 7 12 12 10 11 Objective: 6. Continuously improve customer service by maintaining a positive rating of citizen feedback on Quality Assurance Questionnaires and Customer Service Surveys that exceeds the ICMA benchmark of 77%. Type of Measure: Program effectiveness Tool: Surveys Frequency: Monthly Scoring: Meets/exceeds, progressing towards, or away from maintaining at least an 77% positive rating on citizen responses to surveys Trend:  (exceeds) CY 11 CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Actual Goal Proposed % of positive responses to surveys 84% 92% 95% 95% 98% Priority: Regional Plan (2030) – Planning, Public Safety (Goal PF.3) Goal: Provide high-quality emergency response and public safety services. Continuously improve public safety by ensuring rapid response to emergency calls for service to internal and external customers. Objective: 1. Maintain average patrol response time to priority one calls that exceeds the 2011 ICMA benchmark of 5.52 minutes (ICMA did not update this benchmark in 2012). 2. Reduce dispatch times of FPD priority 1 calls (from receipt of call to dispatch) to under the NFPA standard (2009) of 1 minute. Type of Measure: Outcome Tool: Statistics Frequency: Monthly Scoring: Meets/exceeds, progressing towards, or away from maintaining average response time to priority 1 calls that exceeds the 2011 ICMA Benchmark of 5.52 minutes. Trend:  (exceeds) CY11 CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Actual Goal Proposed Average patrol response time to 4.52 min. 4.48 4.41 4.42 4.22 min. priority one calls min. min. min. Dispatch times of FPD priority one .90 min. 1.01 .69 min. .82 min. .80 min. calls in minutes min. 3. Meet the National Fire Protection Standards of dispatch times of priority 1 fire calls. The 2012-13 standard was to process 95% of emergency calls within 60 seconds, and 99% of call processing within 90 seconds. The 2014 standard is to process 80% of emergency calls for service within 60 seconds, and 95% within 106 seconds. Annual Financial Plan Page 273 City of Flagstaff POLICE DEPARTMENT SECTION 061 Measures: Percent of Flagstaff Fire calls being dispatched within 60 seconds Percent of Flagstaff Fire calls being dispatched within 90 seconds (2014 =106 seconds) POLICE CY 12 Actual 95.7% CY 13 Actual 95.5% CY 14 Goal >80% CY 15 Proposed >80% 98.2% 98.2% >95% >95% * 2013 benchmarks from ICMA FY 2011 are as follows: Response Time to Police 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 2014 benchmarks are from ICMA FY 2012, and are as follows: Response Time to Police Priority 1 calls = not updated Property Crimes per 1,000 = 28.6 Violent Crimes per 1,000 = 3.87 ICMA Property Crimes Cleared = 26% ICMA Violent Crimes Cleared = 59% Positive Response to Surveys = 77% SECTION: 061-POLICE OPERATIONS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 12,547,606 1,310,938 279,052 29,974 $ 14,167,570 Adopted Budget 2013-2014 $ 13,473,277 1,386,311 614,923 198,751 $ 15,673,262 Estimated Expenditures 2013-2014 $ 13,473,277 1,386,311 584,923 245,828 $ 15,690,339 Proposed Budget 2014-2015 $ 14,392,218 1,516,695 826,377 114,500 $ 16,849,790 Budget-Budget Variance $ 918,941 130,384 211,454 (84,251) $ 1,176,528 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Patrol Detectives Records Communications Special Services Crime and Prevention Training TOTAL 1,268,556 7,848,993 1,689,286 617,235 1,952,949 670,428 120,123 $ 14,167,570 2,028,299 8,384,715 1,649,611 735,380 2,056,780 685,921 132,556 $ 15,673,262 2,028,299 8,401,792 1,649,611 735,380 2,056,780 685,921 132,556 $ 15,690,339 2,172,572 9,226,317 1,626,640 776,193 2,195,287 676,894 175,887 $ 16,849,790 $ 144,273 841,602 (22,971) 40,813 138,507 (9,027) 43,331 1,176,528 SOURCE OF FUNDING: GENERAL FUND $ $ 16,849,790 16,849,790 COMMENTARY: The Police Departments operating budget has increased 8% and captial expenditures total $114,500 with an overall net increase of 8%. Personnel Services increases are due to a merit increase, new officer uniform allowance, reclasses transferring six police officers from the COPS grant to Patrol, one time payments and large increases in PSPRS retirement contributions as well as one-time retirement payouts. Contractual increases are due to increases in maintenance contracts and facility repairs. Commodities increases are due to one-time expenditures budget authorization for MDCs, computers, digital cameras, body cameras, servers and other safety equipment. Major capital (>$10,000) includes (4) police cruisers. Annual Financial Plan Page 274 City of Flagstaff POLICE DEPARTMENT SECTION: SECTION 062 POLICE GRANTS 062-POLICE GRANTS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 1,290,317 111,987 398,399 $ 1,800,703 Adopted Budget 2013-2014 $ 1,468,213 104,500 210,802 100,000 $ 1,883,515 Estimated Expenditures 2013-2014 $ 1,468,213 104,500 183,802 100,000 $ 1,856,515 Proposed Budget 2014-2015 $ 991,496 146,400 270,400 120,000 $ 1,528,296 Budget-Budget Variance $ (476,717) 41,900 59,598 20,000 $ (355,219) $ $ $ $ $ EXPENDITURES BY PROGRAM: Metro Grant COPS Hiring Grant - FY11 COPS Hiring (City Share) One Year Obligation RICO Funds for Police Law Enforcement Officer Reimbursement GOHS - DUI Enforcement FUSD Resource Officer Recovery COPS Grant Recovery JAG Grant Recovery - METRO Grant RICO/METRO Overtime Bullet Proof Vest FY12 PSN Gang Prevention & Education Dispatch Services Agreement (NPS) Statewide Gang Task Force(GITEM) 10-AZ Home Land Security AZ Internet Crimes Child 07-AZ Home Land Security GOHS Clicket or Ticket Edward Byrne Memorial (JAG) FY 14 NA Gang Task Force OT RICO-Metro Equipment RICO-PD Equipment TOTAL $ 287,514 262,455 257,441 180,260 182,831 29,726 66,139 159,983 65,145 (164) 46,819 7,462 1,681 12,535 203,622 4,001 29,980 3,273 1,800,703 $ 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 $ 316,672 308,180 460,175 201,847 72,900 11,000 66,375 45,000 6,500 10,000 5,000 169,964 100,000 4,500 5,000 73,402 1,856,515 $ 339,703 319,371 175,702 88,900 45,000 66,375 45,000 6,500 10,000 5,000 175,345 100,000 4,500 25,000 5,000 40,000 40,000 16,900 20,000 1,528,296 $ $ 1,528,296 1,528,296 $ 23,031 11,191 (460,175) (26,145) 8,000 25,000 5,381 25,000 (43,402) 40,000 16,900 20,000 (355,219) SOURCE OF FUNDING: GENERAL FUND Annual Financial Plan Page 275 City of Flagstaff Annual Financial Plan Page 276 City of Flagstaff PUBLIC WORKS DIVISION MISSION The mission of Public Works Administration is to direct and coordinate the efforts of Public Works programs in providing cost efficient, quality based services to the Citizens of Flagstaff. By ensuring a well-trained safety conscience work staff, we strive to improve the quality of life in Flagstaff through sustainable, affordable, efficient maintenance programs and enhanced Transportation and Park opportunities. The mission of Facility Maintenance is to strive to maximize its resources by maintaining all City Buildings in a safe and efficient manner for all users. The mission of USGS Maintenance is to strive to maximize its resources by maintaining all USGS Buildings in a safe and efficient manner for all users. 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 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 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 Recreation is enhance our community through people, parks and programs The Cemetery Section 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 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 provide the community with affordable, efficient and sustainable comprehensive solid waste solutions. 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 277 City of Flagstaff Annual Financial Plan PUBLIC WORKS Public Works Div 06 1 ‐ Division Director Section 151 1 ‐ Project Manager Solid Waste Cemetery/Parks Recreation Fleet Maintenance Street Maintenance 1 ‐ Section Head 1 ‐ Section Head 1 ‐ Recreation Services Director 156 1‐ Administrative Assistant 1‐ Admin Spec Supervisor 2 Admin Assistants Solid Waste Landfill Solid Waste Collections 165 166 1 ‐ Public Works Manager (ES) 1 ‐ Public Works Manager (ES) .5 ‐ Program Assistant Sales .5 ‐ Program Assistant Page 278 1 ‐ Landfill Supervisor 2 ‐ Project Managers .65 Admin Assistant 1 ‐ES Collection Supervisor (Commercial) 1‐ES Collection Supervisor (Residential) 6 ‐ Equipment Operator 1 ‐ ES Leadworker 1 ‐ ES Leadworker 1 ‐ ES Equipment Operator 11 ‐ Equipment Operators 12 ‐ Equipment Operators .3 ‐ Equipment Operator (Temp) 1 ‐ Bin Maintenance Leadworker 1 ‐ Temp. Fleet Services 154 1 ‐ Public Works Manager (Fleet) 1 ‐ Fleet Services Specialist 1 ‐ Fleet Services Specialist 2 ‐ Mechanic Leadworkers 4 ‐ Mechanic II's Cemetery Parks 157 155 (Work charged by Work Order ‐ Positions in Street Maintenance) 1 ‐ Buyer Street Maintenance 161 1 ‐ Public Works Manager (Streets) 1 ‐ Public Works Manager (Parks) 1‐ Maintenance Worker Leadworker Streetscape/FUTS/ Downtown/Civiic 1 ‐ Maintenance Worker Leadworker Parks, Grounds & Facilities 2 ‐ Maintenance Workers 1.23 Maintenance Worker (Temp) FUTS Cemetery .75 ‐ Cemetary Caretaker 1 ‐ Cemetery Maintenance Specialist 1 Maintenance Worker 1.88 Maintenance Worker Temp 1 ‐ Facilities Maintenance Superintende nt Community Events 1 ‐ Streets Leadworker 1 ‐ Recreation Supervisor Sustainability 170 Aquaplex 1‐ Sustainability Manager 1 ‐ Recreation Supervisor 2 ‐ Equipment Operators 1 ‐ Recreation Program Assistant Sign and Markings Equipment Operation 10 ‐ Maintenance Workers .26 ‐ Maintenance Worker Temp 1 ‐ Streets Leadworker 1 ‐ Streets Leadworker Equipment Civic Sites Sign and Markings 13 ‐ Equipment Operator 2 ‐ Maintenance Worker 3 ‐ Maintenance Workers 3.52 ‐ Equipment Operators ‐ Temps Medians/ROWs 1 Maintenance Worker City of Flagstaff BBB/Streetscape 4 ‐ Maintenance Worker Traffic 1 ‐ Traffic Signal Technician Asst. 0.5 ‐ Intern 9‐ Maintenance Workers 0.25 ‐ Intern 2.5 ‐ Recreation Coordinators 1 ‐ Maintenance Worker 1 ‐ Facilities Maintenance Manager 1.25 ‐ Recreation Program Coordinators Street Sweeping BBB Recreation 3.54 Maintenance Worker (Temp) 5.75 ‐ Recreation Program Coordinator Training/Street Maintenance 4‐ Maintenance Worker Facilities Maintenance Section 152 35.08 ‐ Temps Concrete Facility Maintenance 1 ‐ Public Works Section Head 4 ‐ Recreation Supervisors .75 ‐ Maintenance Worker Temp Heritage Square & Downtown 2 ‐ Mechanic I's 1 ‐ Welder Program/Facilities Environmental Mgmt 2‐ Sustainability Specialist Environmental Management 170 1 ‐ Environ. Program Manager 1‐ Environmental Technician 1 ‐ Environ. Program Specialist 1 ‐ Environ. Assistant PUBLIC WORKS SECTION 151 PUBLIC WORKS 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 Parks & Recreation opportunities. PROGRAM DESCRIPTION Public Works Administration provides leadership and general direction for Solid Waste, Fleet Maintenance, Sustainability and Environmental Management, Facility Maintenance, Street Maintenance, Citizen Cemetery, Parks Maintenance, and Recreation Services. FY 14 ACCOMPLISHMENTS     Utilized Department of Corrections crews within all aspects of Public Works With a $6 million grant from Arizona State Parks, staff managed the acquisition of 2,251 acres of conservation land at Observatory Mesa. Required matching funds were provided from the 2004 Open Space bond initiative 25% energy use reduction at City Hall (via energy efforts and new photovoltaic system) Completed Phase 3 of the City’s renewable energy efforts. 811 kilowatts of solar renewable energy systems were installed at the Flagstaff Aquaplex, Rio de Flag Wastewater Treatment Facility, and Wildcat Hill Wastewater Treatment Facility FY 15 NEW INITIATIVES AND GOALS       Acquire property for Core Services Maintenance Facility Complete design of Core Services Maintenance Facility Develop and seek adoption of Downtown Street Closure Plan Develop and seek adoption of Heritage Square Management Plan Complete construction of Bushmaster Phase 1 improvements In collaboration with the Open Spaces Commission, draft a Flagstaff Open Space Master Plan. PERFORMANCE MEASURES Priority: Management - 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 12 Actual 22 Accidents CY 13 Actual 24 Accidents CY 14 Estimated 21 Accidents CY 15 Proposed 19 Accidents 1,021,492 1 accident/ 46,431 miles 980,218 1 accident/ 40,842 miles 1,015,000 1 accident/ 48,333 miles 1,050,000 1 accident/ 55,263 miles Page 279 City of Flagstaff PUBLIC WORKS SECTION: SECTION 151 PUBLIC WORKS ADMINISTRATION 151-PUBLIC WORKS ADMINISTRATION EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 114,017 1,409 (88,057) $ 27,369 Adopted Budget 2013-2014 $ 119,498 3,051 (100,333) $ 22,216 Estimated Expenditures 2013-2014 $ 119,498 3,051 (100,333) $ 22,216 Proposed Budget 2014-2015 $ 120,114 3,051 (98,735) $ 24,430 Budget-Budget Variance $ 616 1,598 $ 2,214 $ $ $ $ $ $ $ $ 24,430 24,430 $ $ $ (131,319) 94,986 13,302 31,124 16,337 24,430 EXPENDITURES BY PROGRAM: General Administration TOTAL 27,369 27,369 22,216 22,216 22,216 22,216 2,214 2,214 SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND AIRPORT FUND SOLID WASTE FUND SEMS $ COMMENTARY: The Public Works operating budget has increased 10%, and there are no major capital expenditures planned. Personal Services increases are due to a a merit increase, one time payments and increased cost of benefits. Contractuals remain flat. Commodities increases are reflective of the change in work order credits. Annual Financial Plan Page 280 City of Flagstaff PUBLIC WORKS SECTION 152 FACILITIES MAINTENANCE MISSION Facilities Maintenance strives to maximize its resources by maintaining all City buildings in a safe and efficient manner for all users. PROGRAM DESCRIPTION The Facilities Maintenance Section is responsible for maintenance and upgrades of City buildings. FY 14 ACCOMPLISHMENTS     25% energy use reduction at City Hall (via energy efforts and new photovoltaic system). Long Range Capital Improvements: Roofing repairs at City Hall, McPherson Center, and Coconino Warehouse. City Hall: Carpet replacement in Fire Administration and Human Resources. Reduction in size of fleet for Facilities Maintenance, as well as increased fleet utilization and average age of fleet. FY 15 NEW INITIATIVES AND GOALS    Continue energy use reduction at City Hall. Long Range Capital Improvements: City Hall front entry stair reconstruction, City Hall bridge way stairs carpet replacement, fire annunciation systems at two facilities, and replacing conference room chairs. Improve average Facilities Assessment scores to 70%. PERFORMANCE MEASURES Priority: Council - Repair, Replace, Maintain Infrastructure and Management - Resiliency and Preparedness Efforts Goal: To maintain infrastructure through 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 Scoring: Green (progressing/average): >70%; Yellow (caution): 65-69%; Red (Needs immediate attention): <65%. This is the average score of all buildings assessed during the calendar year. Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Facility Assessment Average Score – Measures 61% 65% 66% 70% quality of staff work, quality, and effectiveness. Annual Financial Plan Page 281 City of Flagstaff PUBLIC WORKS SECTION 152 FACILITIES MAINTENANCE Priority: Regional Plan (2030) – Energy, Efficient Use of Energy (Goal E.1) and Management - Resiliency and Preparedness Efforts Goal: Reduce energy consumption at the USGS complex. This meets the Regional Plan Policy to use energy efficiently. In addition, it contributes to the resiliency and preparedness effort aimed at the reduction of demand, costs, and ensuring energy delivery. Objective: To contribute to Resiliency and Preparedness efforts through the implementation of policies, procedures, method changes, and strategies affecting energy use, such as 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. Tool: Naviline, My Energy Pro, Facilities staff Frequency: Yearly Scoring: Green: Reduction >1%; Yellow: 0 – 1% Increase; Red: Any increase. Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed City Hall Electric Power Energy Use. Top Number = Total kWh 791,200 563,040 557,000 550,000 Bottom number = % increase or (%reduction). N/A (28%) (1%) (1%) Note - the percentage shown is the total year kWh consumption total shown as an increase or (reduction) from the previous calendar year. Please note that CY13 reduction is attributed primarily to the new Solar System / Parking Structure. Annual Financial Plan Page 282 City of Flagstaff PUBLIC WORKS SECTION: SECTION 152 FACILITIES MAINTENANCE 152-FACILITIES MAINTENANCE EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 670,761 521,509 (131,359) $ 1,060,911 Adopted Budget 2013-2014 $ 720,742 542,878 (262,996) $ 1,000,624 Estimated Expenditures 2013-2014 $ 720,742 516,418 (262,996) $ 974,164 Proposed Budget 2014-2015 $ 754,687 788,986 (259,858) 480,000 $ 1,763,815 Budget-Budget Variance $ 33,945 246,108 3,138 480,000 $ 763,191 $ $ $ $ EXPENDITURES BY PROGRAM: General Administration $ Custodial Service Structural & Other Maintenance Maintenance-Mechanical, Electrical and Plumbin Catastrophic Set Aside Rio Properties Phoenix Building City Leased Property Maintenance TOTAL $ 342,705 85,799 318,717 255,102 28,348 15,484 14,756 1,060,911 $ 297,663 91,508 288,071 268,098 28,400 15,930 10,954 1,000,624 $ 297,663 91,508 288,071 265,098 4,940 15,930 10,954 974,164 $ 322,785 93,288 868,071 284,877 151,860 16,857 11,077 15,000 1,763,815 $ 25,122 1,780 580,000 16,779 123,460 927 123 15,000 763,191 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND SEMS $ $ 1,576,804 67,736 36,925 11,406 37,108 31,124 2,712 1,763,815 COMMENTARY: The Facility Maintenance operating budget has increased 28%, and there are major capital expenditures of $480,000 planned for City facility improvements. Personal Services increases are due to a merit increase, one time payments and increased cost of benefits. Contractual increases are due to anticipated utility rate increases for electricity and increases in building maintenance, and set-aside for catastrophic facilities events. Commodities increases are due to City Hall chemicals for the cooling tower and custodial workorder charges. There are one-time expenditures budgeted which include training and travel, additional City Hall cleaning interior and windows, chemicals for the cooling tower, $15,000 for leased/vacant properties repairs, and $123,460 for both unused carryforward money from FY2014 and additional funds for catastrophic facilities set aside. Annual Financial Plan Page 283 City of Flagstaff PUBLIC WORKS SECTION 153 USGS CAMPUS MISSION Facilities Maintenance strives to maximize its resources by maintaining all City buildings in a safe and efficient manner for all users. PROGRAM DESCRIPTION Section 153 (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 14 ACCOMPLISHMENTS      USGS-3: HVAC – replaced two units. Minor interior painting. USGS-4: HVAC – replaced two units. Replaced three pedestrian exterior wood doors (to steel doors). Minor interior painting. USGS-5: HVAC – replaced one unit. Minor interior painting. USGS-6: Interior paint. Completed Arc Flash study and electrical system preventive maintenance inspection. Metal roof miscellaneous repairs. Reduced campus electric energy use year over year by 1%. FY 15 NEW INITIATIVES AND GOALS    USGS-3: HVAC – replace two more units; flooring replacement in several areas; roofing repairs – scupper rebuilds; miscellaneous painting and door replacements. USGS-4: HVAC – replace two more units; flooring replacement in several areas; roofing repairs – scupper rebuilds; miscellaneous painting and door replacements. Continue reduction in campus electric energy use. Annual Financial Plan Page 284 City of Flagstaff PUBLIC WORKS SECTION 153 USGS CAMPUS PERFORMANCE MEASURES Priority: Council - Repair, Replace, Maintain Infrastructure, Management - Resiliency and Preparedness Efforts Goal: To maintain infrastructure through 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 70%. This guarantees safe, functional, and reliable buildings. Type of Measure: Output and Program Effectiveness Tool: Inspection assessment Frequency: Yearly Scoring: Green (progressing/average): >70%; Yellow (caution): 65-69%; Red (Needs immediate attention): <65%. Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Facility Assessment Average Score – Measures 68% 74% 76% 75% quality of staff work, quality, and effectiveness. Priority: Regional Plan (2030) – Energy, Efficient Use of Energy (Goal E.1), Management - Resiliency and Preparedness Efforts Goal: Reduce energy consumption at the USGS complex. This meets the Regional Plan Policy to use energy efficiently. In addition, it contributes to the resiliency and preparedness effort aimed at the reduction of demand, costs, and ensuring energy delivery. Objective: To contribute to Resiliency and Preparedness efforts through the implementation of policies, procedures, method changes, and strategies affecting energy use, such as 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. Tool: Naviline, My Energy Pro, Facilities staff Frequency: Yearly Scoring: Green: Reductions; Yellow: Increases >0 to 0.5% Increase; Red: Increases >0.5%. Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed USGS Campus electric energy use of all 1,762,553 1,663,729 1,550,000 1,500,000 buildings. Top=Total kWh, Bottom = % inc./dec. 3.7% inc. (1.0%) dec. (0.5%) dec. (0.1%) dec. Annual Financial Plan Page 285 City of Flagstaff PUBLIC WORKS SECTION: SECTION 153 USGS CAMPUS 153-USGS Campus EXPENDITURES BY CATEGORY: Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 565,778 82,221 (28,022) $ 619,977 Adopted Budget 2013-2014 $ 525,236 129,017 $ 654,253 Estimated Expenditures 2013-2014 $ 525,236 129,017 $ 654,253 Proposed Budget 2014-2015 $ 525,236 130,913 $ 656,149 Budget-Budget Variance $ 1,896 $ 1,896 $ $ $ $ $ EXPENDITURES BY PROGRAM: Maintenance Building 3 Maintenance Building 4 Maintenance Building 5 Maintenance Building 6 TOTAL $ 131,013 270,001 40,516 178,447 619,977 $ 178,118 214,637 66,574 194,924 654,253 $ 178,118 214,637 66,574 194,924 654,253 $ 178,578 215,230 66,840 195,501 656,149 $ $ 656,149 656,149 $ 460 593 266 577 1,896 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The USGS Campus operating budget has increased less than 1%, and there are no major capital expenditures planned. Contractuals remain flat. Commodities increases are due to work order charges for snow removal and landscaping. Annual Financial Plan Page 286 City of Flagstaff PUBLIC WORKS SECTION 154 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 City divisions in accomplishing their goals and objectives with a high focus on public safety. FY 14 ACCOMPLISHMENTS       Kept return work under .9%. Return work was .2%. Implemented new pricing structure. Maintained technician productivity above 90%. Conducted Fleet Service section meetings to communicate and educate sections of operational issues that could decrease operational costs. Continued to train and certify public safety technicians. Fleet Services has two certified EVT (Emergency Vehicle Technician), one a level III (master) the other a level II. Created a preventive maintenance scheduling spreadsheet. FY 15 NEW INITIATIVES AND GOALS       Initiate tracking repairs out of preventative maintenance program. The goal is to reduce unscheduled work. Continue to build equipment specific preventive maintenance checklists. The goal is to prolong equipment life. Allocate training funds to employee training for preventive maintenance. Plan, aid in design, outfit, and move into Core Service Facility. Maintain current technicians’ training and certifications. Certify and train newly hired technicians on City of Flagstaff’s equipment. Update diagnostic software and hardware. PERFORMANCE MEASURES Priority: Management - Effective Governance Goal: Keep repair comebacks under .9%. 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: .9% of all repair jobs tracked in Fleet Services work order system Trend:  CY 12 CY 13 CY 14 Measures: Actual Actual Estimated Average percentage of repair comebacks per <0.09% <0.2% <0.9% technician. Annual Financial Plan Page 287 CY 15 Proposed <0.9% City of Flagstaff PUBLIC WORKS SECTION 154 FLEET SERVICES 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 14 ACCOMPLISHMENTS     Worked with City of Flagstaff sections to review underutilized vehicles/equipment justifications and eliminate vehicles/equipment that were not needed. Two vehicles were eliminated. Continued to track fuel usage by section to decrease consumption usage. Fuel usage down 2.04%. Conducted four Fleet/Sustainability drivers trainings, focused on anti-idling, distracted driving, drug and alcohol policy, and sustainable fleet. Facilitated an online reservation system for the pool vehicles. FY 15 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. Initiate an employee education campaign to increase vehicle miles per gallon efficiency through efficient driving practices and vehicle maintenance practices. Draft a Sustainable Purchasing Policy for new vehicle purchases, based on best practices for fuel economy on lifetime costs. Re-audit the fleet for underutilized vehicles and by class of vehicle, introduce mileage/hours of operation, and adjust the fleet policy criteria accordingly for replacement scheduling. Establish a rental rate for pool vehicles. PERFORMANCE MEASURES Priority: Management - 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:  Annual Financial Plan Page 288 City of Flagstaff PUBLIC WORKS Measures: Percent of decrease in fuel used. SECTION 154 CY 12 Actual 2.5% FLEET SERVICES CY 13 Actual 2.04% CY 14 Actual 2.5% CY 15 Proposed 2.5% Priority: Management - Effective Governance Goal: Review underutilized vehicles/equipment, removing unnecessary 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 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Number of vehicles to be eliminated 25 units 2 units 12 units 2 units Percentage of total vehicles 4.1% .9% 5.3% .9% Annual Financial Plan Page 289 City of Flagstaff PUBLIC WORKS SECTION: SECTION 154 FLEET SERVICES 154-FLEET SERVICES EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 85,512 113,372 (180,268) $ 18,616 Adopted Budget 2013-2014 $ 193,008 107,151 (340,002) 1,697,340 $ 1,657,497 Estimated Expenditures 2013-2014 $ 193,008 107,151 (340,002) $ (39,843) Proposed Budget 2014-2015 $ 215,006 107,151 (339,737) 1,732,723 $ 1,715,143 Budget-Budget Variance $ 21,998 265 35,383 $ 57,646 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Inventory Management Prevention Maintenance Vehicle Repair Pool Vehicles - City Hall Pool Vehicles - Shop Other Shop Work Catastrophic/Major Repair Funding TOTAL $ 87,966 70,218 108,086 (301,304) 5,522 365 47,763 18,616 $ (70,232) 74,278 129,460 (248,685) 5,500 4,400 65,436 1,697,340 1,657,497 $ (70,232) 74,278 129,460 (248,685) 5,500 4,400 65,436 (39,843) $ (63,541) 75,292 134,030 (247,000) 5,500 4,400 73,739 1,732,723 1,715,143 $ 6,691 1,014 4,570 1,685 8,303 35,383 57,646 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND ENVIRONMENTAL SERVICES FUND $ $ 1,554,598 1,229 45,451 12,822 257 1,736 98,924 126 1,715,143 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. Personnel Services increases are due to a merit increase, one-time payments and increase cost of benefits. Changes in commodities are due to the increase cost of work order charges. Major capital items include funding set-aside for the catastrophic/future vehicle replacement fund program. Annual Financial Plan Page 290 City of Flagstaff PUBLIC WORKS SECTION 155 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 Recreation funds, City right-of-ways, BBB Beautification funded Streetscapes, FUTS trails, downtown areas, Heritage Square, grounds at City buildings (including recreation centers, library, City Hall), 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 14 ACCOMPLISHMENTS         Bushmaster Park concept plan was developed that identifies and addresses public safety, access, and increased park usage. Community Development Block Grant – Completed design work for Phase I improvements at Arroyo Park. Chip, crack seal, and stripe parking lots at Continental Sports Complex, Foxglenn, Thorpe, and Cheshire parks. Mill and overlay Ponderosa Park parking lot and Thorpe Park basketball courts. Completed concrete surface repairs to skate track at Bushmaster Park. Renovated horseshoe courts at Bushmaster Park. Bushmaster Park – relocated existing bark park to new location as identified in the Bushmaster Park Design Project. Installed one ramada and two picnic shelters at the Thorpe Park bark park. FY 15 NEW INITIATIVES AND GOALS         Start construction of the recommended Phase I improvements at Bushmaster Park. Research and identify possible funding to fund Phase II improvements at Bushmaster Park. Acquire Community Development Block Grant to fund Phase II improvements at Arroyo Park. Replace the synthetic turf on the McPherson Park tennis courts. Research possibilities of securing east side storage yard to improve efficiencies. Make concrete surface and fence repairs to the skate track in Foxglenn Park. Replace the damaged sod in Wheeler Park. Chip, crack seal, and stripe parking lot at Bushmaster Park. Annual Financial Plan Page 291 City of Flagstaff PUBLIC WORKS SECTION 155 PARKS PERFORMANCE MEASURES Priority: Council - Repair, Replace, Maintain Infrastructure Goal: Maintain safe parks through active involvement in an integrated maintenance program that reflects a Service Level 2 in BBB Recreation Fields and Service Level 3 in Parks Grounds 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, Excel spreadsheet Frequency: Daily, Weekly, Bi-weekly Scoring: 100% Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed BBB Recreation Fields - Conduct inspections of 70% 75% 90% 100% parks and complete maintenance activities at a Service Level 2 Park Grounds - Conduct inspections of parks 65% 75% 85% 100% and complete maintenance activities at a Service Level 3 Priority: Management - Resiliency and Preparedness Efforts Goal: Implement water saving strategies that protect 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 12 CY 13 CY 14 CY 15 * CY 10 Actual Actual Actual Estimated Proposed Measures: 59,906,597 Target 58,708,465 58,708,465 58,708,465 58,708,465 Gallons Consumption 36,888,738 39,460,645 45,379,741 42,429,684 Reduction Amount (21,819,727) (19,247,820) (13,328,724) (16,278,781) *2% Target is based off of 2010 actuals Annual Financial Plan Page 292 City of Flagstaff PUBLIC WORKS SECTION: SECTION 155 PARKS 155-PARKS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 1,410,045 495,549 383,937 300,877 $ 2,590,408 Adopted Budget 2013-2014 $ 1,616,077 759,067 532,748 295,946 $ 3,203,838 Estimated Expenditures 2013-2014 $ 1,616,077 759,067 532,748 237,700 $ 3,145,592 Proposed Budget 2014-2015 $ 1,666,102 667,901 542,541 354,192 $ 3,230,736 Budget-Budget Variance $ 50,025 (91,166) 9,793 58,246 $ 26,898 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Park Grounds Maintenance Park Buildings and Facility Maintenance BBB - Streetscape/Median Maintenance Right-of-Way/ Median FUTS Trail System Heritage Square Maintenance BBB Recreation Fields Downtown/Plaza Maintenance Non-Park Grounds and Landscapes Open Space Maintenance-Parks TOTAL $ 104,470 704,689 24,123 352,323 62,619 161,373 43,647 963,872 15,398 150,487 7,407 2,590,408 $ 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 $ 130,407 675,550 29,389 448,784 88,229 210,128 41,221 1,328,311 19,445 164,128 10,000 3,145,592 $ 140,967 718,384 29,785 369,690 84,766 213,088 41,728 1,442,736 19,874 169,718 3,230,736 $ $ 3,230,736 3,230,736 $ 10,560 25,534 396 (79,094) (3,463) 2,960 507 73,479 429 5,590 (10,000) 26,898 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Parks operating budget has decreased 1% and capital expenditures total $354,192 resulting in an overall net increase of 1%. Personnel Services increases are due to a merit increase, one-time payments and increase cost of benefits trigger for Maintenance workers offset partially by the reduction in temps. Contractual decreases are due to a reduction in miscellaneous services. Commodities increases are due to increase in gas and oil, horticultural supplies and operating supplies. Major capital (>$10,000) is for basketball / tennis court overlay ($43,670), Thorpe Bark Park equipment ($39,300), Skate Track surface repairs ($24,000), Continental Fence repair ($7,500), BBB Setaside for Fleet Replacement ($81,892), and parking lot overlay ($157,830). Annual Financial Plan Page 293 City of Flagstaff PUBLIC WORKS SECTION 156 RECREATION SERVICES MISSION Enhancing our community through people, parks, and programs. 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 Activity Center, Flagstaff 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. FY 14 ACCOMPLISHMENTS                        Aquaplex Increased membership benefits at the Aquaplex through the addition of free babysitting services. Solar covered parking structures were installed in the east lot of the Aquaplex. Through the Aquaplex Guest Services initiative, facility rental revenues have increased by 69.5% from July 1, 2013 through December 31, 2013, as compared to July 1, 2012 through December 31, 2012. Additional contract instructor classes were added at the Aquaplex that include Personal Training, Traditional Yoga, Ballet for Kids, and an additional night of Tai Chi. Completed facility enhancements at the Aquaplex, including reupholstered circuit equipment and weight benches on the fitness floor, installed wireless projection and sound system in the community rooms, installed new lighting above the front desk, and installed a monitored alarm and security system throughout the facility. Adult Athletics Successful first annual Homerun Derby had 22 participants and over 150 spectators in attendance. Revamped the Adult Basketball League and went back to two sessions that attracted 44 teams, which was a 100% increase over the previous session. Adult Volleyball League had 126 teams sign up for Spring and Fall leagues. Adult Softball League had 311 teams participate in the first and second sessions. Adult Hockey League remained at capacity with 130 participants and leagues running twice annually. Community and Special Events Special event permit packet was rewritten to comply with the new SB1598 law. Created an easier application for private events that want to incorporate carnival amusements, such as bounce houses and rides. Successfully implemented the multi-divisional run “Dew Downtown Flagstaff Urban Ski and Snowboard Festival.” The event drew over 20,000 participants to downtown Flagstaff. Flagstaff Recreation Center Northern Arizona’s Got Talent was broadcast on television and the radio. Flagstaff Recreation Center hosted a Holiday event that had over 200 participants. Flagstaff Recreation Centers’ Recreation Program Coordinator was a presenter for one of APRA’s educational sessions on the Daddy Daughter Ball. Jay Lively Activity Center Hosted Special Olympics skating events at Jay Lively Activity Center. Purchased and installed compressors at the ice rink. Zamboni was approved for replacement through the catastrophic fund. Implemented ten skate-themed events that included Turkey Bowl, Sweetheart Skate, and Winter Skate. Joe C. Montoya Community and Senior Center Installed carpeting throughout Joe C. Montoya Community and Senior Center. Joe C. Montoya Center partnered with AARP to provide free tax preparation. Implemented “Senior Tours” where seniors were able to tour different facilities, including Jay Lively Activity Center, City Hall, and the Aquaplex. Annual Financial Plan Page 294 City of Flagstaff PUBLIC WORKS SECTION 156 RECREATION SERVICES FY 15 NEW INITIATIVES AND GOALS                 Introduce new swimming lesson program and increase aquatics revenue. Increase business pass participation and rental revenue. Increase diversity of group exercise classes by adding additional staff-led classes at the Aquaplex. Expand staff-led classes to offer greater diversity of exercise classes. Rework the special event permit packet so that event producers and the event’s office can meet realistic deadline goals. This would be keeping with the new Arizona State Law statues SB1598 and HB2443. Create and implement street closure criteria for north downtown Flagstaff. Create and implement a Heritage Square Management Plan. Continue to provide excellent customer service to our community through staff trainings. Work towards running all electrical and coolant lines for backup chiller system. Add in specialized lighting/lasers for public skating and special events. Repair/replace locker room shower flooring and walls at Jay Lively Activity Center. Expand the ice rinks digital signage for arena programs. Set aside money for facility upgrades and upkeep. Increase parking lot size at Joe C. Montoya Community and Senior Center to provide adequate parking for able and disabled patrons. Improve quality of programming and membership participation by addressing training opportunities for temporary staff. Replace aging equipment to maintain membership appeal and competitive equipment with like facilities. PERFORMANCE MEASURES Priority: Council Budget - Infrastrucutre Goal: Maintain Recreation facilities at the highest quality Objective: In conjunction with the Facilities Section, provide safe, functional, and attractive facilities for our patrons Type of Measure: Outcome Tool: Facility full assessment reports, monthly facility site visit/inspections Frequency: Monthly, every other year Scoring: 70%+ Progressing, average, 65% – 69%, Caution, warning, <65% - needs attention Trend:  CY13 CY 14 CY15 Measures: Actual Projected Proposed Facility Assessment Average Score – Measures quality of staff 74% 70% 72% work, efficiency of work order program Priority: Management – Customer Service Goal: Customer satisfaction with programs & services Objective: Provide quality recreation programs and services that create positive leisure experiences for all participants Type of Measure: Program Outcome Tool: City of Flagstaff Citizen Survey, customer feedback, program surveys Frequency: Quarterly Scoring: 90%+ Progressing, average, 75 – 90%, Caution, warning, 75% - needs attention Trend:  CY12 CY 13 CY14 CY15 Measures: Actual Actual Projected Proposed Customer Service Target rating of 90% of the 85% 80% 90% 90% overall experience rated good or excellent. Annual Financial Plan Page 295 City of Flagstaff PUBLIC WORKS SECTION 156 RECREATION SERVICES Priority: Management – Effective Governance Goal: Meet revenue expectation through effective marketing and program offerings Objective: Adequate revenue generated to meet cost recovery expectations and self sufficiency percentages Type of Measure: Outcome Tool: Program evaluation reports and Quarterly Budget Reports Frequency: Monthly Scoring: 90%+ Progressing, average, 75 – 90%, Caution, warning, 75% - needs attention Trend:  FY12 FY 13 FY 14 FY15 Measures: Actual Actual Projected Proposed Meet expected revenue goals through sound fiscal management and adherence to program 100% 95% 100% 100% fees and established fee philosophies Priority: Management – Effective Governance Goal: Fiscal Accountability Objective: Adequate revenue generated to meet cost recovery expectations Type of Measure: Outcome Tool: Monthly Budget Reports Frequency: Quarterly, Annually Scoring: 70%+ Goal met, 61% – 69%, Caution, warning, <60% - needs attention Trend:  Measures: Annual Cost Recovery Rate between 50% - 70% Annual Financial Plan FY 12 Actual 60% Page 296 FY 13 Actual 62% FY 14 Projected 65% FY 15 Proposed 70% City of Flagstaff PUBLIC WORKS SECTION: SECTION 156 RECREATION SERVICES 156-RECREATION SERVICES EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 1,913,330 933,558 352,470 7,559 $ 3,206,917 Adopted Budget 2013-2014 $ 1,866,268 952,685 402,716 40,000 $ 3,261,669 Estimated Expenditures 2013-2014 $ 1,866,268 952,685 402,716 33,000 $ 3,254,669 Proposed Budget 2014-2015 $ 1,917,777 863,225 364,256 144,490 $ 3,289,748 Budget-Budget Variance $ 51,509 (89,460) (38,460) 104,490 $ 28,079 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Youth Commission Community Services/Events Adult Athletics Jay Lively Activity Center Aquaplex Joe C Montoya Community and Sr Center Flag Recreation Center Cogdill Recreation Center North Country Killip Grant TOTAL $ 448,131 62 157,105 255,651 479,792 1,266,074 206,412 264,358 118,960 10,372 3,206,917 $ 431,347 150,248 279,822 517,428 1,300,890 232,474 265,035 70,000 14,425 3,261,669 $ 424,347 150,248 279,822 517,428 1,300,890 232,474 265,035 70,000 14,425 3,254,669 $ 460,418 160,581 290,036 583,023 1,254,219 224,213 272,258 45,000 3,289,748 $ $ 3,289,748 3,289,748 $ 29,071 10,333 10,214 65,595 (46,671) (8,261) 7,223 (25,000) (14,425) 28,079 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Recreation operating budget has increased 1% and has a capital expenditure of $144,490 for a net increase of 1%. Personnel Services increases are due to a merit increase, one-time payments and increased cost of benefits and is offset by a decrease in temps related to a grant. The Contractual decrease is mainly related to reduction of the support for Boys and Girls Club based on a contract and prior year onetime items. Contractuals decreased related to prior year one-time items related to maintenance and utilities. There is major capital (>$10,000) expenditures for general improvements ($43,590) and an ice rink zamboni ($100,900). Annual Financial Plan Page 297 City of Flagstaff PUBLIC WORKS SECTION 157 CEMETERY MISSION Citizens 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, and facility and grounds maintenance. The Cemetery staff also provides the opening and closing services for the Calvary Cemetery. FY 14 ACCOMPLISHMENTS         All concerns/complaints were addressed promptly. Addition of two donated granite benches on cemetery grounds. Brought Interment and Reservation filing up to date. Beautification of the Cemetery Office Island. Partnered with the Parks Section on pruning trees and shaping their canopies. Coordinated with the Department Of Correction crews to help ground improvements before Memorial Day. Made copies of all the sections books to store off-site. Installed a solar powered automatic gate. FY 15 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.” Install solar lighting on three Veteran Sections flag poles. PERFORMANCE MEASURES Priority: Management - 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 12 CY 13 CY 14 Measures: Actual Actual Estimated Gallons Consumption 13,311,700 11,818,400 13,719,674 Target 14,279,659 13,999,666 13,719,674 Target is based on a 2% reduction in gallons of (285,708) (279,994) (274,393) water from 2009 actuals Annual Financial Plan Page 298 CY 15 Proposed 13,445,280 13,445,280 (268,905) City of Flagstaff PUBLIC WORKS SECTION: SECTION 157 CEMETERY 157-CEMETERY EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 11,824 26,866 169,781 $ 208,471 Adopted Budget 2013-2014 $ 4,815 34,132 165,629 $ 204,576 Estimated Expenditures 2013-2014 $ 4,815 34,132 165,629 $ 204,576 Proposed Budget 2014-2015 $ 4,815 34,632 171,682 $ 211,129 Budget-Budget Variance $ 500 6,053 $ 6,553 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Opening & Closing Maintenance of Buildings Maintenance of Grounds TOTAL $ 116,692 26,667 4,037 61,075 208,471 $ 41,281 52,071 9,373 101,851 204,576 $ 41,281 52,071 9,373 101,851 204,576 $ 43,373 53,711 9,428 104,617 211,129 $ $ 211,129 211,129 $ 2,092 1,640 55 2,766 6,553 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Cemetery operating budget has increased 3%, and there are no major capital expenditures planned. Personal Services remain flat. Contractual increases are due to education and training. Commodities increases are due to work order charges related to opening/closing and grounds maintenance. There is $500 budgeted as one-time authorized expenditures for education and training. Annual Financial Plan Page 299 City of Flagstaff PUBLIC WORKS SECTION 161 STREETS MISSION The mission of the Streets Section is to provide the citizens of Flagstaff with a safe transportation system within the City’s right-of-ways. As the Streets Section maintains the current infrastructure, they continue to meet the current needs of expansion of the transportation system. PROGRAM DESCRIPTION The Streets Section is responsible for all of the multimodal transportation system. The Streets Section is solely responsible for every aspect of the system in regards to street maintenance, drainage, street sweeping, road grading, dust abatement, concrete replacement, guardrail repair, signing and marking operations, asphalt paving, asphalt deficiency repair, hauling operations, drainage inspections and maintenance, street light inspections, and urban trail maintenance. FY 14 ACCOMPLISHMENTS          Cross-trained staff within Public Works to become more efficient in maintenance operations. Researched efficiencies within operations to reduce fuel usage. Used a streetlight audit to provide a comprehensive document that Arizona Public Service and the City of Flagstaff used for maintenance and billing purposes. Worked with the Fleet Management committee to reduce the fleet by one. Reviewed street sweeping operations to identify efficiencies within the operation. Completed a signal project using capital monies to upgrade electrical services, and installed Uninterruptible Power Sources at the remaining signalized intersections that needed upgrading. Worked with Burlington Northern Railroad to improve the Beaver Street railroad crossing. Successfully made snow and constructed the course for the third annual Dew Downtown Urban Ski and Snowboard festival, which was the most attended thus far. Completed the Highway Safety Improvement Program (HSIP) replacement of crosswalks with thermoplastic material. FY 15 NEW INITIATIVES AND GOALS          Purchase three all-wheel drive motor graders with the budgeted funds. This could be accomplished with a cooperative contract, trade in of three motor-graders, and the trade in of three loaders. This will help accomplish the goal of reducing the aging fleet and reduce the overall fleet by three. Replace two street sweepers that are aged and are requiring extensive maintenance. Work with Fleet Management to review operations, looking for efficiencies to reduce the fleet. Work with the Observatories to identify a mutually acceptable fixture to replace the Low Pressure Sodium street lighting fixtures we are currently using, to become fiscally sustainable. Acquire a funding source to address street maintenance needs throughout the City. Work with the Flagstaff Metropolitan Planning Organization to complete an assessment of street maintenance best practices. Through procurement, secure a contractor to conduct street lighting maintenance. Complete Phase I of the replacement of street signs through the Highway Safety Improvement Program (HSIP) to meet the Manual of Uniform of Traffic Control Devices (MUTCD) standards. Complete the Highway Safety Improvement Program (HSIP) replacement of guardrails that are not in compliance with National Standards. Annual Financial Plan Page 300 City of Flagstaff PUBLIC WORKS SECTION 161 STREETS PERFORMANCE MEASURES Priority: Council - Repair, replace, maintain infrastructure Goal: Sweeping of main, arterial, and residential roads. Objective: Sweeping of main, arterial, and residential roads within established schedules. Type of Measure: Percentage of time meeting established schedules. Tool: Inspections by Leadworker. Frequency: Weekly. Scoring: 100% Trend:  CY 12 CY 13 CY 14 Measures: Actual Actual Estimate Meeting street sweeping schedules based on the N/A N/A 90% time of the year. CY 15 Proposed 95% Priority: Council - Repair, replace, maintain infrastructure Goal: Coverage time for pothole repair. Objective: Patch all reported potholes within 24 hours 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 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimate Proposed Patch potholes within 24 hours of notification. 99% 99% 99% 100% Potholes patched. 1,515 2,054 2,500 1,500 Annual Financial Plan Page 301 City of Flagstaff PUBLIC WORKS SECTION: SECTION 161 STREETS 161-STREET MAINTENANCE EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 1,969,540 595,299 691,407 811,970 $ 4,068,216 Adopted Budget 2013-2014 $ 2,369,305 717,423 840,842 200,000 $ 4,127,570 Estimated Expenditures 2013-2014 $ 2,359,305 717,423 750,842 200,000 $ 4,027,570 Proposed Budget 2014-2015 $ 2,409,673 829,577 902,955 1,679,500 $ 5,821,705 Budget-Budget Variance $ 40,368 112,154 62,113 1,479,500 $ 1,694,135 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Street Cleaning Snow Control Sign, Signal, Mark & Light Street Maintenance Drainage-way Maintenance Training Streetlights Traffic Signal Maintenance Autopark Association Fees TOTAL $ 183,848 312,125 1,107,248 269,070 1,299,661 156,245 518 354,975 344,526 40,000 4,068,216 $ 370,957 231,837 754,591 337,246 1,417,673 288,818 1,900 381,702 342,846 4,127,570 $ 370,957 231,837 654,591 337,246 1,417,673 288,818 1,900 381,702 342,846 4,027,570 $ 371,507 847,769 1,915,123 360,402 1,278,157 306,241 1,900 504,702 235,904 5,821,705 $ $ 5,821,705 5,821,705 $ 550 615,932 1,160,532 23,156 (139,516) 17,423 123,000 (106,942) 1,694,135 SOURCE OF FUNDING: HIGHWAY USER REVENUE FUND COMMENTARY: The Street Maintenance operating budget has increased 5%, and capital expenditures total $1,679,500, resulting in an overall net increase of 41%. Personal Services increases are due to a merit increase, employee reclasses and rezones, one time payments and increase cost of benefits. Contractual increases are due to anticipated utility rate increases for electricity and one-time budget authorization for street light maintenance. Commodities increase are due to increases in motor vehicle parts and oil and gas that related one-time budget authorizations for snow plowing and street sweeping. Major capital (>$10,000) is for (2) street sweepers ($560,000) and (3) all wheel drive motorgraders ($1,119,500). Annual Financial Plan Page 302 City of Flagstaff PUBLIC WORKS SECTION 165/166 SOLID WASTE MISSION The mission of the Solid Waste section is to provide the community with affordable, efficient, and sustainable comprehensive solid waste solutions. PROGRAM DESCRIPTION The Solid Waste section provides the citizens of Flagstaff with superior customer service, timely refuse and recycling collections, and sound landfill management practices. The section works toward efficient operations by utilizing the implementation of additional waste diversion and recycling programs that will sustain landfill resources. FY 14 ACCOMPLISHMENTS                  Collections/Landfill- Procured Solid Waste Business Management software that will integrate collection programs with the landfill programs. Collections/Landfill- Developed staff for career succession using NAU CTC, AGTS Supervisor’s Academy, and other training. Collections- Developed effective, sustainable equipment replacement alternatives, providing cost savings and greater longevity. Collections- Reach out to new partners for potential IGA’s to increase recycling tonnage and market share (ongoing). Collections- Develop further route restructuring and efficiency strategies to continue operational cost savings with the goal of reducing the Solid Waste fleet (ongoing). Landfill- Examination of soil resources and future liner/cap construction (ongoing). Landfill- An integrated waste management plan will be drafted to help to determine triggers for implementation of waste programs at Cinder Lake Landfill. Landfill- Feasibility study to determine the potential future use of paper pulp millings as an alternative cap and liner in solid waste cells (ongoing). Landfill- Development of an excavation plan for Sequence D, which consists of a 33 acre site located in the southern part of Cinder Lake Landfill (ongoing). Administration- Cross-training with Fleet Service and Public Works administrative staff, and will assume additional administrative responsibilities (ongoing). 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. Landfill- Reconstruction of northwest corner of Sequence B-4 with the implementation of a passive landfill gas collection system (ongoing). Landfill- Replaced truck scales. Landfill- Addition of 1000 linear feet of litter fencing. Landfill- Conduct Tier II Landfill Gas Analysis. Landfill- Conducted multiple tours of the landfill for the elementary schools, high schools, and colleges. Landfill- Assisted with teaching courses at NAU with the College of Engineering and Natural Sciences. Annual Financial Plan Page 303 City of Flagstaff PUBLIC WORKS SECTION 165/166 SOLID WASTE FY 15 NEW INITIATIVES AND GOALS  Administration- Increase communication between the commercial and residential teams by holding weekly meetings and listening to their requests.  Administration- Redesign our “go back” program to enhance customer service for customers that call in missed containers.  Administration- Train the administration team in every aspect of the new routing and landfill software.  Administration- Design an outreach mailer that will inform our customers about timely can placement, when their containers should be moved from the curb, and any additional fees for go-back services.  Administration- Implement an employee recognition program to increase morale and become more team oriented.  Collections/ Landfill- Training and Education: Section and division cross-training (supervisory, operations, admin) to improve staff utilization, provide coverage, and maintain expected customer service levels across Solid Waste and Public Works.  Collections/ Landfill- Procurement and implementation of Solid Waste Business Management Software that will integrate collections and landfill operations (carryover from FY14).  Collections/ Landfill- Continued implementation of the Solid Waste Strategic Plan.  Collections/ Landfill/ Fleet Services- Section reorganization to improve efficiency and productivity, improve workflow and communication, and positively impact customer service response.  Collections- Recycling: Increase the volume of recyclables diverted and collected from the waste stream. Develop and implement new advertising and education strategies to increase the voluntary participation of residential and commercial customers.  Collections- Recycling: Development of IGA’s and agreements with new partners who wish to recycle, increasing tonnage into the MRF.  Collections- Development and implementation of a new bulky trash collection schedule (9 month) to accomplish division cross-training and staffing needs through the winter season.  Collections- Recycling: Increase the tonnage of curbside glass collected.  Collections- Service and Staffing: Development of alternative residential and commercial collection schedules and routing to maximize effectiveness of programs and service levels.  Landfill- Staff will continue to explore new technologies and methodologies that can improve the densities that we achieve in our daily cells in the landfill. Staff will continue to develop best practices for increasing and sustaining productivity and the conservation of landfill air space.  Landfill- Develop an alternative liner/cap utilizing paper sludge millings.  Landfill- Staff has determined that additional airspace can be realized by excavating deeper than what the approved Landfill Design allows. Staff also recognized that in order to accomplish getting more depth in the future lined cells of the landfill we would need to mine some of the existing footprint and re-align the permit boundaries adjacent to the Eastern Expansion area (current soil borrow pit). st  Landfill- Renew the agreement with SCA (good through December 31 , 2019) with an option to terminate the st agreement after December 31 , 2017.  Landfill- Staff will reevaluate future needs for this operation. The special use permit with USFS is up for renewal in December 2014. Annual Financial Plan Page 304 City of Flagstaff PUBLIC WORKS SECTION 165/166 SOLID WASTE PERFORMANCE MEASURES Priority: Council – Repair, replace, maintain 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 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimate Proposed % of tasks to be completed that make up the 25% 75% 100% 100% Solid Waste Management Plan. Priority: Council – Repair, replace, maintain infrastructure Goal: Initiate the development of an alternative Landfill Liner/Cap (4-Year Plan). Objective: CY 13 – 1. Staff will examine and confirm the physical properties of the paper pulp millings from SCA Tissue, along with data from the hydrologic study (FY14). 2. Staff will prepare a storage area for paper sludge and develop Test Plots to be used in developing Alternative liner / cap (FY15). 3. Staff will continue to develop liner, and 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 (FY16). Type of Measure: Outcome Tool: CY13- Landfill document completed; CY14- Storage Site Completed; CY15- Test plots developed and potential liner material developed; CY16- Develop and propose alternative liner to ADEQ as part of the Landfill Facility Plan. Frequency: Annually. st Scoring: CY13-Determine physical properties of paper sludge 25%, CY14-Prepare storage area and develop 1 test plot 50%, CY15-Develop additional test plots and began writing ADEQ proposal 75%, CY16-Submit proposal to ADEQ 100% Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimate Proposed % of tasks to be completed that will get us 0% 25% 50% 75% approved for alternative Landfill Cap/Liner Annual Financial Plan Page 305 City of Flagstaff PUBLIC WORKS SECTION 165/166 SOLID WASTE Priority: Regional Plan (2030) – Environment Planning & Conservation, Soils (Goal E&C.9) Goal: Curbside collection of residential glass for recycling. 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: 15-50% Trend:  CY 12 CY 14 CY 13 Actual Measures: Actual Estimate 15.01% 25.08% 30% % of 600 tons collected, by curbside (90.08 tons) (150.49 tons) (180 tons)  CY 15 Proposed 50% (300 tons) Growth / increase determined by economic factors; CY12 from Jan- Dec; CY13 from Jan-Dec; CY14 & CY 15: anticipated program growth. SECTION: 165-SOLID WASTE - LANDFILL EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 1,312,637 254,044 469,754 2,124,171 $ 4,160,606 Adopted Budget 2013-2014 $ 1,307,222 287,936 592,512 772,996 $ 2,960,666 ` Expenditures 2013-2014 $ 1,307,222 262,936 592,512 377,515 $ 2,540,185 Proposed Budget 2014-2015 $ 1,169,657 219,194 584,206 2,180,481 $ 4,153,538 Budget-Budget Variance $ (137,565) (68,742) (8,306) 1,407,485 $ 1,192,872 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Sanitary Landfill Landfill Outside Contract Inert Material Landfill TOTAL $ 532,562 3,385,614 242,423 7 4,160,606 $ 555,790 2,135,259 267,117 2,500 2,960,666 $ 555,790 1,714,778 267,117 2,500 2,540,185 $ 392,042 3,475,048 268,948 17,500 4,153,538 $ $ 4,153,538 4,153,538 $ (163,748) 1,339,789 1,831 15,000 1,192,872 SOURCE OF FUNDING: ENVIRONMENTAL SERVICES FUND COMMENTARY: The solid waste landfill operating budget had a decrease of 10% and capital expenditures total $2,180,481 resulting in an overall net increase of 40%. Personnel Services decreased by 11% due to a reallocation of administrative staff within the new sections. Contractuals decreased by 24% with a minimal decrease in commodities, also related to separating of administrative costs. One-time expenditures for this section are for internal work requests. Major capital (>$10,000) includes capital equipment and capital improvements ongoing at the landfill. Annual Financial Plan Page 306 City of Flagstaff PUBLIC WORKS SECTION: SECTION 165/166 SOLID WASTE 166-SOLID WASTE - COLLECTIONS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 2,085,120 2,318,356 1,144,838 $ 5,548,314 Adopted Budget 2013-2014 $ 2,031,887 2,674,526 1,025,387 $ 5,731,800 ` Expenditures 2013-2014 $ 2,031,887 2,674,526 1,025,387 $ 5,731,800 Proposed Budget 2014-2015 $ 2,323,225 2,740,509 1,139,195 507,320 $ 6,710,249 Budget-Budget Variance $ 291,338 65,983 113,808 507,320 $ 978,449 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Residential Collection Bin Maintenance - Residential Recycling Curbside Collection Commercial Collection Bin Maintenance - Commercial Commercial Recycling Commercial Sales Hoist & Haul TOTAL $ 1,653,783 23,908 768,298 2,110,243 70,204 551,272 3,923 366,683 5,548,314 $ 1,604,152 67,269 905,492 2,053,240 90,122 592,424 7,960 411,141 5,731,800 $ 1,604,152 67,269 905,492 2,053,240 90,122 592,424 7,960 411,141 5,731,800 $ 363,883 1,900,727 65,546 864,026 2,193,223 169,731 801,287 351,826 6,710,249 $ $ 6,710,249 6,710,249 $ 363,883 296,575 (1,723) (41,466) 139,983 79,609 208,863 (7,960) (59,315) 978,449 SOURCE OF FUNDING: ENVIRONMENTAL SERVICES FUND COMMENTARY: The solid waste - collections operating budget had a increase of 8% and capital expenditures total $507,320 resulting in an overall net increase of 17%. Personnel Services increased by 14% due to a reallocationof administrative staff within the new sections. Contractuals increased by 2% and an increase in commodities of 11%, also related to separating of administrative costs between sections. One-time expenditures for this division are for internal work requests. Major capital (>$10,000) includes capital equipment as rolling stock. Annual Financial Plan Page 307 City of Flagstaff PUBLIC WORKS SECTION 170 SUSTAINABILITY AND ENVIRONMENTAL MGMT 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 policies 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 storm water, 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 14 ACCOMPLISHMENTS         Completed Phase 3 of the City’s renewable energy efforts. 811 kilowatts of solar renewable energy systems were installed at the Flagstaff Aquaplex, Rio de Flag Wastewater Treatment Facility, and Wildcat Hill Wastewater Treatment Facility. Initiated the Energy Rebate Program, which disbursed $49,200 of rebate funds to Flagstaff residences for air sealing, duct sealing, attic insulation, and energy efficient water heaters and furnaces. These improvements will annually save an estimated 324,785 kilowatt hours of energy. With a $6 million grant from Arizona State Parks, staff managed the acquisition of 2,251 acres of conservation land at Observatory Mesa. Required matching funds were provided from the 2004 Open Space bond initiative as recommended by the Open Spaces Commission. Provided energy efficiency training and distributed 170 “Do It Yourself” energy efficiency kits to Flagstaff households, improving heat retention and reducing air leakage. Worked with Flagstaff Foodlink to construct a new community garden on O’Leary Street, which provided additional gardening space for the displaced Southside gardeners. Completed the Picture Canyon Management Plan, which provides a guiding vision and policies for the longterm management of Picture Canyon. Implemented year-round phone book recycling at the Materials Recovery Facility. 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, and collected over 800 lbs of fluorescent lamps. Annual Financial Plan Page 308 City of Flagstaff PUBLIC WORKS SECTION 170 SUSTAINABILITY AND ENVIRONMENTAL MGMT FY 15 NEW INITIATIVES AND GOALS        Achieve Municipal Sustainability Plan goals: reduce municipal energy consumption 5% from 2009 levels; reduce municipal fuel use 10% 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. Develop Observatory Mesa Stakeholders Group and draft the Observatory Mesa Management Plan. In collaboration with the Open Spaces Commission, draft a Flagstaff Open Space Master Plan. Provide sustainable office makeovers for 50 offices at City Hall, helping to reduce electrical consumption and decrease recycling contamination rates. Continue providing “Do It Yourself” training to Flagstaff residents and distribute 300 “Do It Yourself” energy efficiency kits. Collaborate with the East Branch Library to collect residential batteries, ink toner cartridges, compact discs, and cell phones. Research a permanent drop-off receptacle for disposal of used sharps. PERFORMANCE MEASURES Priority: Management - Resiliency and Preparedness, Regional Plan (2030) Public Buildings, Services, Facilities, & Safety, Resiliency Planning (Goal PF.1), Energy, Efficient Use of Energy (Goal E.1), Open Space (Goal OS.1) Goal: Reduce natural resource consumption in the municipal organization. Increase community participation in open space, recycling education, and garden initiatives. Objective: Track progress in reducing resource consumption and community participation in programming. Type of Measure: Program effectiveness. Tool: Energy consumption and program participation. Frequency: Annual. Scoring: Acceptable = any decrease in energy consumption and increase in community measures. Cautionary = a 1 to 15% increase in energy consumption or decrease in community measures. Unacceptable = more than 15% increase in energy consumption or decrease in community measures. Trend:  acceptable progress in measures Annual Financial Plan Page 309 City of Flagstaff PUBLIC WORKS SECTION 170 SUSTAINABILITY AND ENVIRONMENTAL MGMT Track progress in decreasing natural resource consumption and increasing community participation in programming. CY 2012 Actual 55,570 CY 2013 Actual 52,046 CY 2014 Estimate 51,500 CY 2015 Proposed 51,000 Municipal energy consumption in City facilities per square foot (kWh) 30.1 28.8 28.5 28 Municipal renewable energy generation (MWh) 2,197 2,623 3,750 4,000 CY 2012 Actual N/A N/A CY 2013 Actual N/A N/A CY 2014 Estimate 3 150 CY 2015 Proposed 5 175 1,210 1,130 1,250 1,350 99 0.86 114 1.06 125 1.25 130 1.50 Municipal Measures Total Municipal Energy Consumption (MWh) Community Measures Open Space volunteer activities completed Open Space volunteer hours In-person recycling outreach to community members Community garden participants Acreage dedicated to food production Priority: Management - Resiliency and Preparedness, Regional Plan (2030) - Energy, Efficient Use of Energy (Goal E.1.) Goal: Increase residential energy efficiency in the Flagstaff community through the Energy Rebate Program (funding received for a two-year program). Objective: Track program participation and number of energy efficient appliances and insulation installed and successful utilization of UniSource 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 2015 CY 2012 CY 2013 CY 2014 Proposed Actual Actual Estimate (program Energy Rebate Program Measures ends in 2014) Number of households served through the two year energy rebate program 2 68 85 n/a Estimated annual energy savings (kWh) 4,338 217,073 324,785 n/a Estimated utility savings ($) $148 $7,873 $12,070 n/a Number of residents participating in “Do It Yourself” energy efficiency program N/A 105 300 n/a Annual Financial Plan Page 310 City of Flagstaff PUBLIC WORKS SECTION 170 SUSTAINABILITY AND ENVIRONMENTAL MGMT Priority: Management - Resiliency and Preparedness, Regional Plan (2030) - Environmental Planning & Conservation, (Goal E&C.6) 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. CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimate Proposed Number of residential visitors to the HPC Residential and small business hazardous waste tonnage Residential and small business electronics tonnage SECTION: waste waste 3,259 3,490 3,500 3,600 59 tons 80 tons 85 tons 90 tons 95 tons 105 tons 110 tons 115 tons 170-SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 672,666 295,212 126,166 $ 1,094,044 Adopted Budget 2013-2014 $ 582,477 227,507 63,447 $ 873,431 Estimated Expenditures 2013-2014 $ 582,477 274,731 63,447 $ 920,655 Proposed Budget 2014-2015 $ 563,812 305,362 64,907 $ 934,081 Budget-Budget Variance $ (18,665) 77,855 1,460 $ 60,650 $ $ $ $ EXPENDITURES BY PROGRAM: Sustainability $ Environmental Management Conservation Energy Contracts Open Space Maintenance-SEMS Recovery-Energy Efficiency Conservation Block EECBG Program Income Department of Energy Program Grant TOTAL $ 269,619 470,941 141,193 46,202 84,717 46,000 35,372 1,094,044 $ 287,671 542,160 20,000 23,600 873,431 $ 287,671 515,760 20,000 97,224 920,655 $ 287,104 504,337 20,000 72,500 50,140 934,081 $ $ 934,081 934,081 $ (567) (37,823) 72,500 26,540 60,650 SOURCE OF FUNDING: SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT COMMENTARY: The Sustainability and Environmental Management operating budget has increased 7% and there are no capital expenditures. Personnel Services witnessed a decrease of 3%, with the transfer of the volunteer coordinator position net of increases for merits. Contractual increases of 34% are due to the transition of open space maintenance in this section. There is a slight increase in commodities of 2%. Annual Financial Plan Page 311 City of Flagstaff Annual Financial Plan Page 312 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 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, local character, and the cultural diversity and heritage 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. 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 Airport Section mission dedicates its efforts to provide quality service for the evergrowing transportation needs of Northern Arizona. Annual Financial Plan Page 313 City of Flagstaff Annual Financial Plan ECONOMIC VITALITY Economic Vitality 1 Division Director 201, 213, 214, 221 CVB Community InvestmenT Airport 1 CVB Director 214, 215 Community Design and Redevelopment Mgr 1 Community Investment Director 1 Airport Director 221 211, 216 201, 211 1 Administrative Specialist 1 Administrative Specialist 1 Administrative Specialist 214 221 201 1 Community Design and Redevelopment Project Administrator 201, 211 Page 314 CVB Visitor Center Marketing and PR 1‐Marketing and PR Manager 214 1 Creative Services Leadworker 214 1 Public Relations Specialist 214 2 Sales Specialist 1 Visitor Ctr Manager 1 Airport Operations/ARFF Manager 1 Business Retention and Expansion Manager 215 221 213 1.5 Admin Specialist 215 2 Creative Services Specialist 2.43 Admin Assistant 214 215 6 Airport Operations/ARFF Specialist 1 Economic Development Manager 221 213 .5 Maintenance Worker (Temp) 221 City of Flagstaff ECONOMIC VITALITY SECTION 201/213 ECONOMIC DEVELOPMENT ECONOMIC DEVELOPMENT Includes Community Investment General Administration and Economic Development. 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 14 ACCOMPLISHMENTS               Successfully managed and executed a Pre-Annexation, Development, and Over-sizing Agreement between W.L. Gore and Associates and the City of Flagstaff which allows for future potential expansion. Successfully managed and executed a Real Estate Donation and Exchange Agreement between W.L. Gore and Associates and the City of Flagstaff which also contributes land to the FUTS Program. Worked successfully with Tesla Motors to locate and open a charging station in Flagstaff. Sold Lots 1, 13, and Tract A at the Flagstaff Autopark. Facilitated the negotiation and sale of City parcels at Fourth Street and Route 66 to Evergreen Development Company for new retail development, known as The Trax. Expanded economic development outreach to over 300 small and large businesses, entrepreneurs, stakeholders, industry groups/associations, real estate executives, and developers in Flagstaff, and presented economic development services. Coordinated with ECONA on the presentation of the Certified Sites Program by the Arizona Commerce Authority to regional commercial brokers; began populating the site which is a primary tool for site selectors. Expanded business retention and expansion business interviews to include some or all of the following tools: stakeholder needs analysis, B3 interviews, Economic Development toolbox, incentive and grant overview, and advocacy and coordination between the business community and City Hall. Advanced community efforts for workforce development by taking a position on the Workforce Investment Board, collaboratively developing an internship seminar, and sponsoring five (5) students through the Manufacturing Certification Program. Worked with two (2) local businesses to submit applications to the Arizona Commerce Authority grants program by promoting available grant and incentive opportunities to all local applicable businesses. Continued managing the Arizona Commerce Authority Rural Economic Development Grant which was awarded to the Joy Cone Company for the decommissioning of their incinerator and expansion of their batter room. Promoted the newly established Northern Arizona Capital Loan Fund with regional partners and funded eight (8) loans to local businesses. Successfully implemented the City’s Revolving Loan Fund (RLF) through the Economic Development Administration for $217,000 for expansion and retention purposes. Used the Buxton data (consumer-based demographic information) to provide custom needs-based market reports to numerous startups and existing businesses, as well as retail prospects. Annual Financial Plan Page 315 City of Flagstaff ECONOMIC VITALITY                 SECTION 201/213 ECONOMIC DEVELOPMENT Added six (6) new and expanding retailers to the community, targeting established developments and infill opportunities: Modern Grove, Sprouts, REI, Alliance Bank, National Bank of Arizona, and Ceiba Adventures, which amounted to 225 jobs created and 66,450 square feet, with four (4) more announcements prior to fiscal year-end. Added three (3) new non-retail businesses and start-ups to the general community: Sidlinger Tech, Stealth Tech, and the Campbell Group. Facilitated locating, planning, and development of the new APS Substation to provide expanded power service to the Airport Business Park and surrounding area for commercial and industrial business expansion. Implemented an initiative to connect City leadership to business with numerous site tours to private and notfor-profit businesses. Continued financial and personnel support to ECONA, STEM Consortium, Flinn Foundation, and Science Foundation Arizona. Continued leadership support of ECONA in the areas of Business Retention and Expansion, and Business Attraction. Developed and published new website ChooseFlagstaff.com, providing updated information and links. Responded to eight (8) PIF’s from the Arizona Commerce Authority for new business attraction/relocation. Continued building relationship with Community Development Division, by providing support and a “bridge” to companies locating or expanding. Participated in expansion of Flagstaff Medical Center operations in rural areas. Facilitated and completed design and award construction contract for Business Accelerator on Innovation Mesa. Coordinated regional effort to submit an application for designation as a “Manufacturing Community” through the Investing in Manufacturing Communities Partnership (IMCP) program and EDA. Continued working with NACET to provide assistance in creating 50 new jobs (42 new jobs reported as of third quarter). Continued supporting Flagstaff’s entrepreneurial environment through outreach with SBDC/CCC, NACET, and various other groups working to diversify and strengthen our economic base. Developed marketing and listing RFP for the undeveloped parcels in and around the Airport Business Park to encourage new development and increase our economic base. Advanced community connectivity with stakeholders, businesses, and developers in other markets to increase deal flow, correctly position Flagstaff’s opportunities, and provide more resources to the local business community. FY 15 NEW INITIATIVES AND GOALS          Facilitate the construction of expanded infrastructure services and annexation of parcels owned by W.L. Gore and Associates. Continue outreach to increase awareness and visibility of the City’s Economic Development program and services; specifically business retention, expansion, and attraction. Explore and advance workforce development opportunities for pre-K through higher education through partnerships with First Things First, Coconino County Career Center, Flagstaff Chamber of Commerce, and ECONA for specific industry sectors. Develop and implement an action plan to build the manufacturing network in the community and region as articulated in the IMCP application. 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 business(es) utilizing the City’s Revolving Loan Fund for retention and expansion purposes (as part of the greater Northern Arizona Capital Loan Fund Committee). Provide custom needs-based market reports to existing and prospective businesses, as well as developers. Assist three (3) existing businesses with expansion for a total of ten (10) new jobs using Buxton data. Add three (3) new non-retail businesses and startups to the general community. Annual Financial Plan Page 316 City of Flagstaff ECONOMIC VITALITY          SECTION 201/213 ECONOMIC DEVELOPMENT Sell a minimum of one (1) lot at the Flagstaff Autopark. Facilitate the construction 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. Develop a “map” or flowchart of the development review process for existing and new businesses to assist them in navigating the process. Continue building relationship with Community Development Division by providing support and a “bridge” to companies locating or expanding. Continue working with NACET to provide assistance in creating fifty (50) new jobs. Continue supporting Flagstaff’s entrepreneurial environment through outreach with SBDC/CCC, NACET, and various other groups working to diversify and strengthen our economic base. Advance community connectivity with stakeholders to increase deal flow, and correctly position Flagstaff’s opportunities. PERFORMANCE MEASURES Priority: Council - 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, Buxton market analysis, City, State and Federal grant and incentive programs, Revolving Loan Fund, ECONA, staff advocacy, workforce development tools, Northern Arizona Business Capital Loan Fund Committee, NACET, and other business performance programs. Frequency: Regular contact via phone, email, and in-person business visits, speaking engagements, ChooseFlagstaff.com, and educational outreach. Scoring: Retain 95% of Flagstaff’s major employers (75 or more employees) and add 10 new jobs to three (3) existing businesses using Buxton data. Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Local businesses retained and/or expanded; 95% / N/A 95% / N/A 95% / 10 95% / 10 and, net new jobs created 50 60 Job creation: Incubator and Accelerator N/A 42 (through 3rd quarter) Priority: Regional Plan (2030) – Economic Development, Business Attraction (Goal ED.4) 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: Buxton data, Arizona Commerce Authority, ECONA, ChooseFlagstaff.com, FlagstaffProspector.com, certified sites, 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. Annual Financial Plan Page 317 City of Flagstaff ECONOMIC VITALITY SECTION 201/213 ECONOMIC DEVELOPMENT Scoring: Respond to 100% of qualified leads with/from ECONA, Arizona Commerce Authority, site locators, and existing companies. City Economic Development staff to conduct 350 sales calls to qualified businesses interested in locating to Flagstaff. Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Respond to qualified new business leads 100% 100% 100% 100% Outbound business development efforts to N/A 540 400 600 businesses, commercial real estate executives and stakeholders looking to locate or invest in Flagstaff Expand workforce through the creation of high N/A 5 5 8 wage / low impact jobs Priority: Regional Plan (2030) – Economic Development, Responsive Government (Goal ED.1) 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 ChooseFlagstaff.com and social media updates, regular business/industry meetings, annual ICSC attendance, and other trade shows. 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 12 CY 13 CY 14 CY 15 Actual Actual Estimated Proposed Measures: Transition viable projects to DRB/IDS process 85% 90% 90% 90% Square footage of new locates Economic N/A 66,450 75,000 125,000 Development staff have assisted Annual Financial Plan Page 318 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 201/213 ECONOMIC DEVELOPMENT 201-COMMUNITY INVESTMENT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 152,916 11,268 7,599 $ 171,783 Adopted Budget 2013-2014 $ 162,210 98,453 28,315 324,000 $ 612,978 Estimated Expenditures 2013-2014 $ 162,210 98,453 28,315 324,000 $ 612,978 Proposed Budget 2014-2015 $ 150,385 20,268 12,150 281,500 $ 464,303 Budget-Budget Variance $ (11,825) (78,185) (16,165) (42,500) $ (148,675) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Community Design Brownfields Management Brownfield Assessment TOTAL $ 104,611 59,854 1,593 5,725 171,783 $ 128,201 66,277 418,500 612,978 $ 128,201 66,277 418,500 612,978 $ 114,591 68,212 281,500 464,303 $ (13,610) 1,935 (137,000) (148,675) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND SEMS $ $ 339,984 14,909 14,496 2,952 49,629 2,183 2,944 34,050 3,156 464,303 COMMENTARY: The Community Investment operating budget has decreased 37%, and capital expenditures total $281,500, resulting in an overall net decrease of 24%. Personal Services decreases are due to salary savings from position turnover net of increases for merit. Contractual decreases are due to reductions in Consultant Fees, travel, lodging, meals, postage and advertising. Commodities decreases are due to a reduction in workorder credits, operating supplies, promotional materials, copying and printing. Major capital (>$10,000) is for the Brownfield Coalition Grant ($281,500). Annual Financial Plan Page 319 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 201/213 ECONOMIC DEVELOPMENT 213-ECONOMIC DEVELOPMENT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 220,742 534,578 24,583 $ 779,903 Adopted Budget 2013-2014 $ 212,987 481,617 18,728 $ 713,332 Estimated Expenditures 2013-2014 $ 187,057 446,617 18,728 $ 652,402 Proposed Budget 2014-2015 $ 221,656 408,248 18,384 $ 648,288 Budget-Budget Variance $ 8,669 (73,369) (344) $ (65,044) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Incubator Service Partner Agencies Business Retention & Expansion Business Attraction Recovery-Econ Dev Commerce Grant-SWWP ACA Rural Grant FY 12/13 (Mach. Solutions) ACA Rural Grant FY 13 (Joy Cone) TOTAL $ 64,766 257,500 115,401 101,052 139,060 (4) 95,044 7,084 779,903 $ 37,619 265,947 64,500 90,241 155,025 100,000 713,332 $ 37,619 265,947 64,500 90,241 129,095 65,000 652,402 $ 84,630 267,563 5,400 98,687 157,008 35,000 648,288 $ $ 648,288 648,288 $ 47,011 1,616 (59,100) 8,446 1,983 (65,000) (65,044) SOURCE OF FUNDING: ECONOMIC DEVELOPMENT FUND COMMENTARY: The Economic Development operating budget has decreased 9%, and there are no major capital expenditures planned. Personal Services increases are due to a merit increase, one time payments and increased cost of benefits. Contractual decreases are due to reductions in service partner contracts. Commodities decreases are due to reduction in stakeholder meeting amenities. There are one-time authorized expenditures of $2,500 for increased workforce training. The ACA Rural Grant (Joy Cone) has a carry forward from FY 2014 of $35,000. Annual Financial Plan Page 320 City of Flagstaff ECONOMIC VITALITY                     SECTION 201/211/216 COMMUNITY DESIGN & REDEVELOPMENT Designed, procured, and installed Route 66 FUTS Rest Stop Interpretive Sign Project. Completed Route 66 BNSF Underpass Beautification project (in partnership with Community Development staff). Completed East Flagstaff Gateway public outreach and design; construction documents underway. Completed Butler North Edge public outreach and design; construction documents underway. Inventoried, evaluated, and issued RFP for the rights-of-way beautification maintenance areas; maintenance of areas to remain in-house through the Parks program. Assisted with design for Innovation Mesa project and site plan approval. Assisted with design for new APS Substation. Assisted Housing Section with several designs for the O’Leary Street site. Assisted Public Works with several designs for the Core Services Facility. Assisted Real Estate Manager with several designs associated with City property disposition. Designed Habitat Verde project; secured site plan approval and building permits. Processed three Landmark designations including first archeological site. Assisted Seligman with historic preservation technical matters related to the Cottage Hotel. Assisted Housing Section and Environmental Services with NHPA Section 106 Compliance. Brought significant cultural resource studies to Heritage Preservation Commission for consideration: Tourist Home and 23 S. Agassiz Street. Secured curation of cultural resource studies by Cline Library. Completed study of Community Reinvestment Policy and presented to City Council for action. Continued Northern Arizona partnership on Route 66 Coalition Brownfields Grant. Formed Downtown Revitalization District: provided day-to-day management for downtown during transition. Presented Fourth Street Corridor Master Plan to City Council for action. FY 15 NEW INITIATIVES AND GOALS           Continue grant seeking, using said funds to leverage the execution of other goals. Maintain a high level of community partnering. Maintain a high level of community engagement and outreach. Continue to provide excellent customer service for external and internal customers. Designate additional local landmarks. Continue to conduct outreach efforts for VisionFlagstaff.com and advance implementation of notable projects. Finalize and implement Infill Incentive Policy for commercial businesses. Finalize/Close-out Brownfield Community-wide Assessment Grant. Complete significant Beautification Projects: Butler North Edge, Fourth Street Interim, East Flagstaff Gateway, and Train Station Platform. Complete significant public art projects: Airport Murals, Kings House Partnership Mural, and Utility Box Art. Annual Financial Plan Page 321 City of Flagstaff ECONOMIC VITALITY SECTION 201/211/216 COMMUNITY DESIGN & REDEVELOPMENT PERFORMANCE MEASURES Priority: Regional Plan (2030) – Economic Development, Community Character (Goal ED.7) Goal: Implement Community Design and Redevelopment programs and associated projects to improve Flagstaff’s surroundings and residents’ quality of life. 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; projects added to VisionFlagstaff.com and transitioned to feasibility studies Frequency: Tallied quarterly Scoring: 1 (Low) through 5 (High); 3 = Neutral Trend:   CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimate Proposed Average score of survey asking respondents to N/A <3 <3.3 <3.5 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. Measures: Number of projects on VisionFlagstaff.com website; number transitioned to feasibility studies Annual Financial Plan CY 12 Actual N/A CY 13 Actual <3 CY 14 Estimate <3.3 CY 15 Proposed <3.5 CY 12 Actual N/A CY 13 Actual 29 / 0 CY 14 Estimate 40 / 2 CY 15 Proposed 45 / 4 Page 322 City of Flagstaff ECONOMIC VITALITY SECTION 211 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 Community Design, Arts and Science, and Beautification General Administration, and are planned comprehensively. See Section 201/216/211, Community Design and Redevelopment, for greater detail. FY 14 ACCOMPLISHMENTS  See Section 201/216/211, Community Design and Redevelopment. FY 15 NEW INITIATIVES AND GOALS  See Section 201/216/211, Community Design and Redevelopment. PERFORMANCE MEASURES See Section 201/211/216, Community Design and Redevelopment. Annual Financial Plan Page 323 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 211 BEAUTIFICATION 211-BEAUTIFICATION EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 138,911 35,893 2,699 $ 177,503 Adopted Budget 2013-2014 $ 126,034 48,375 900 $ 175,309 Estimated Expenditures 2013-2014 $ 126,034 23,375 1,061 $ 150,470 Proposed Budget 2014-2015 $ 134,663 6,450 710 $ 141,823 Budget-Budget Variance $ 8,629 (41,925) (190) $ (33,486) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Commission Enhanced Service District Wheeler Park Lighting TOTAL $ 106,488 490 48,645 21,880 177,503 $ 130,309 20,000 25,000 175,309 $ 130,309 161 20,000 150,470 $ 141,623 200 141,823 $ $ 141,823 141,823 $ 11,314 200 (20,000) (25,000) (33,486) SOURCE OF FUNDING: BEAUTIFICATION FUND COMMENTARY: The Beautification operating budget has decreased 19% and there are no major capital expenditures planned. Personnel Services increases are due to a merit increase, one-time payments and increase cost of benefits. Contractual decreases are due to the removal of Wheeler Park Lighting and FY 2014 having a one-time budgeted amount for the Enhanced Service District. The Commodities decreases are due to decrease in office supplies and copying and printing. There is $3,348 budgeted for travel and registration, training, and web hosting. There is no major capital (>$10,000) for this section. Annual Financial Plan Page 324 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 202 EDA Revolving Loan Fund 202-EDA REVOLVING LOAN EXPENDITURES BY CATEGORY: Contractuals TOTAL Actual Expenditures 2012-2013 $ $ - Adopted Budget 2013-2014 $ 220,000 $ 220,000 Estimated Expenditures 2013-2014 $ $ - Proposed Budget 2014-2015 $ 220,000 $ 220,000 Budget-Budget Variance $ $ - $ $ $ $ $ $ $ $ 220,000 220,000 $ $ $ $ 220,000 220,000 EXPENDITURES BY PROGRAM: EDA Revolving Loan TOTAL - 220,000 220,000 - - SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The EDA Revolving Loan program implementation was delayed from FY 2014 to FY 2015, thus, the budget for FY 2015 is the same as FY 2014. Annual Financial Plan Page 325 City of Flagstaff ECONOMIC VITALITY SECTION 214 TOURISM 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 14 ACCOMPLISHMENTS                  Increased BBB revenues by 4.42% (thru Dec 2013) through targeted media advertising plans, enhanced leisure, meetings, group sales, and increased public relations efforts. Rolled out new imagery and marketing campaign. The overall reimaging won a Marcom Platinum Award and the destination marketing campaign was a Marcom Gold award winner. Launched newly designed and content rich website along with a mobile version. Increased frequency and reach of marketing efforts, specifically for a Cactus League Spring Training program, promotion of the winter season, and in the Las Vegas DMA. Utilized high-impact outdoor advertising placements in the Phoenix market to launch the new imagery and campaign. This included five (5) light rail center wraps and four (4) metro bus “king kong” wraps focusing on the downtown areas. Re-designed the Official Flagstaff Visitor Guide for 2014, which includes components of the new imagery as well as new maps and resources. Developed new sales and media kits for use in promoting Flagstaff as a premier travel destination with professional services. Conducted multiple photo shoot productions and photo assignments with local photographers and models. Secured local video production company to film the Flagstaff destination video series, creating 10 new videos and generating a library of footage. Updated the Flagstaff Explore Guide copy for translation and redesign of the publication. Hosted more than 40 media familiarization tours. PR increased presence with Flagstaff media through regular appearances on local radio stations and with tourism articles in Flagstaff Business News. Staff pitched and assisted with media coverage for a total publicity value of $2,716,340 which is a 3% increase over the prior year. Noteworthy coverage included Sunset Magazine, the New York Times, LA Times, and North Valley Magazine, among others. Created and managed social media promotions on Facebook including: I Found Flagstaff: Visitor Stories, North Pole Experience Christmas in July Giveaway, Dew Downtown Flagstaff VIP Experience Giveaway, and Spring Training Giveaway. Developed 35 specialty pages/micro sites for the website promoting different partners and events. This included a Travel Advisory page with up-do-date information regarding the government shutdown and area park closures, with resources for both visitors and travel professionals. New Facebook followers increased by 71.9% over the same time period last fiscal year. Placed 370 advertisements including print, online, and specialty inserts. Annual Financial Plan Page 326 City of Flagstaff ECONOMIC VITALITY            SECTION 214 TOURISM Launched local outreach campaign to educate both stakeholders and the community regarding the CVB and its role. The campaign included local radio, TV, and newsprint spots, distribution of bookmarks with tourism stats, multiple community group presentations, vehicle decals and window clings welcoming visitors to Flagstaff, and offering directions to the Visitor Center. Produced the Governor’s Conference on Economic Development Community Route 66 Reception for approximately 225 attendees consisting of elected officials and economic development professionals from around the state. This reception was held on Mike’s Pike and brought attention to the redevelopment and exciting new establishments on the south side. Attended the second annual Arizona Science & Astronomy Expo to increase the astronomy and science based visitors to Flagstaff; collected information on 56 astronomer and science contacts. Increased the number of meeting/event leads by 3%. Performed data collection from 13 international tour operators to further compare actual numbers of rooms booked annually. Met with 220 tour operators and increased the number of overall leads by 52%. Utilized Educational Guide for Student Groups to assist in securing two (2) new student group tour bookings. Created a product inventory of Australian tour operators through IPW 13, Visit USA Australia, and the US Commercial Service Australian office. Developed Note from the Director eNewsletter and utilized the format for travel advisories and meeting invitations. Developed the “Tourism Coffee Klatch” where the CVB Director meets with area stakeholders monthly to give a recap of past and future efforts. Assisted with the Dew Downtown event through sponsorship creation and sales, along with marketing and design. FY 15 NEW INITIATIVES AND GOALS  Foster student tour interest in Flagstaff and secure two (2) new student tour groups.  Secure new tours or FIT itineraries with three (3) Australian tour operators.  Increase international bookings by 1% and utilize tracking form to show performance to stakeholders.  Conduct 1:1 sales meetings with a minimum of 50 stakeholders.  Grow niche markets of Astronomy, Biotech, and Sciences by showing a 1% increase in leads.  Target a minimum of 12 local businesses or organizations to educate them on the CVB services we provide.  Improve the online presence of Flagstaff meeting resources available through flagstaffarizona.org .  Increase Public Relations value of earned media by 2% through targeted presence in key markets.  Increase fan/follower engagement on social media sites, including Facebook and Twitter, by 3% through interactive elements, contests, and providing timely, up-to-date information.  Continue quarterly e-communication with media by offering timely and relevant story ideas and news.  Establish a destination blog optimizing the content by utilizing professional bloggers and writers.  Continue strategic collaboration between Visitor Services, Sales, Public Relations, and Marketing programs to create a cohesive destination message.  Implement an innovative, comprehensive, and aggressive media plan in targeted markets utilizing a mix of advertising media.  Post video content online at least six (6) times throughout the year.  Utilize landing pages and interactive elements on website to provide content which speaks to the user needs and optimizes the visitor experience. Annual Financial Plan Page 327 City of Flagstaff ECONOMIC VITALITY SECTION 214 TOURISM PERFORMANCE MEASURES Priority: Council - 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: STR report, BBB revenue report, room night bookings generated through leads, 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, Occupancy, RevPar, and ADR Trend:  CY 12 Actual $5,667,320 CY 13 Actual $6,078,903 CY 14 Estimate $6,125,000 CY15 Proposed $6,185,000 Occupancy 65.5% 66.4% 67.0% 67.7% RevPAR (Revenue per available room) $50.94 $54.61 $55.15 $55.70 ADR (Average Daily Rate) $75.80 $82.24 $83.06 $83.89 Measures: Bed Board and Booze (BBB) Tax revenues Annual Financial Plan Page 328 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 214 TOURISM 214-TOURISM EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 548,848 670,296 120,143 $ 1,339,287 Adopted Budget 2013-2014 $ 600,448 804,785 113,047 $ 1,518,280 Estimated Expenditures 2013-2014 $ 600,448 809,585 113,047 $ 1,523,080 Proposed Budget 2014-2015 $ 684,074 745,467 132,275 $ 1,561,816 Budget-Budget Variance $ 83,626 (59,318) 19,228 $ 43,536 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Marketing and Promotion Sales Public Relations Film Office TOTAL $ 623,542 613,218 68,626 33,108 793 1,339,287 $ 662,480 727,150 85,780 42,120 750 1,518,280 $ 667,280 727,150 85,780 42,120 750 1,523,080 $ 749,411 701,255 77,280 33,120 750 1,561,816 $ $ 1,561,816 1,561,816 $ 86,931 (25,895) (8,500) (9,000) 43,536 SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Tourism operating budget has increased by 3%, and there are no major capital expenditures planned. Personal Services increases are due to an increase in one FTE for a Creative Services Leadworker, a merit increase, one-time payments and increase cost of benefits. Contractual decreases are due to anticipated utility rate increases for electricity and increases in building maintenance, and reductions in advertising from prior year one-time allocations. Commodities increases are due to marketing and promotional expenditures into a new market. There are one-time authorized expenditures for travel, training, lodging and meals, $105,000 for advertising, $8,000 for marketing and promotional materials, $19,000 for copying and printing, $3,200 for a controllable webcam, $6,500 for new booth displays for tradeshows and promotional items, and $3,000 for a carry forward of unused catastrophic funds from FY 2014. Annual Financial Plan Page 329 City of Flagstaff ECONOMIC VITALITY SECTION 215 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 provide superior customer service to aid in their decision to extend their stay and/or encourage return visits to Flagstaff. PROGRAM DESCRIPTION Located in the Historic Train Station, the 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 14 ACCOMPLISHMENTS              Assisted 42,391 visitors in the first six months of the fiscal year and 85,519 in calendar year 2013. Enhanced relationships with front-line hotel staff and local businesses to broaden awareness of Visitor Center services. Maximized partnerships through our Referral Program, receiving 245 for the 2013 calendar year, a 2% increase over the prior year. Increased Visitor Center services through the placement of referral coupons; received 99 coupons with this newly established program. Generated further awareness of the Visitor Center through distribution/placement of CVB window clings in the historic Downtown district welcoming visitors to our location. Sold 770 Grand Canyon entrance passes: 715 weekly and 55 annual “America the Beautiful” passes. A 33% increase for calendar year 2013 over 2012. Participated in First Friday Art Walk, bringing an additional 1,756 walk-ins into the Visitor Center and increasing awareness of visitor services within our community. Expanded outreach through participation in National Train Day, CVB Holiday Open House, and National Tourism Week. Distributed/redeemed 1,178 Route 66 Passports to Visitors; a 51% increase in calendar year 2013 over 2012. Assisted with 239 inquiries for Pioneer Museum Historic/Haunted Tours. Developed and provided on-site opportunities: three (3) educational forums and 12 informational displays for local attractions and businesses. Hosted representatives from the Council for Indigenous Arts and Culture, created Tourism Week activities, along with a Train Day event, to enhance both the visitor and local community’s experience. Improved the visitor experience by enhancing the historic appeal of the Visitor Center through facility upgrades. FY 15 NEW INITIATIVES AND GOALS       Increase visitor walk-ins by 1% through enhanced programming. Participate in Visitor Profile Survey to update previous 2008 survey information. Continue discussion with the Beautification & Public Art Commission and Heritage Preservation Commission on the long range project to improve quality and functionality of the Train Station platform. Enhance the referral program through stronger engagement of hotel front line staff. Participate in the development of a self-guided Southside Historic Tour Brochure, utilizing stories provided by the Southside Association and transcripts from the Cline Library Oral History Project. Monitor and measure Trip Advisor satisfaction ratings of the Visitor Center, and maximize reply communications to project positive image and raise customer service level ratings. Annual Financial Plan Page 330 City of Flagstaff ECONOMIC VITALITY SECTION 215 VISITOR SERVICES PERFORMANCE MEASURES Priority: Management - Customer Service Goal: Customer service will be provided in an efficient, equitable, and effective manner. Objective: Provide excellent customer service which meets/exceeds the City of Flagstaff’s mission. Type of Measure: Customer service satisfaction ratings, staff knowledge of Flagstaff area, and walk-ins. Tool: Customer service surveys, Trip Advisor ratings, and walk-in data. Frequency: Monthly Scoring: 96% and above is excellent; 90 to 95 is caution; less than 90% is concerning. Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimate Proposed VC Customer Service Survey (# surveys / % satisfaction) Trip Advisor (# comments / % satisfaction rating) Trip Advisor (Ranking out of 42 Flagstaff attractions) Visitor Center Walk-ins SECTION: 438 / 97.9% 48 / 94% 6th place 87,272 441 / 98% 66 / 97% 6th place 85,519 450 / 98% 73 / 97% 5th place 86,375 475 / 98% 82 / 98% 5th place 87,250 215-VISITOR SERVICES EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 205,335 93,093 50,289 $ 348,717 Adopted Budget 2013-2014 $ 216,903 112,654 31,821 $ 361,378 Estimated Expenditures 2013-2014 $ 216,903 120,154 31,821 $ 368,878 Proposed Budget 2014-2015 $ 212,088 138,829 30,067 $ 380,984 Budget-Budget Variance $ (4,815) 26,175 (1,754) $ 19,606 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Train Station Operations TOTAL $ 231,830 116,887 348,717 $ 250,078 111,300 361,378 $ 257,578 111,300 368,878 $ 250,493 130,491 380,984 $ $ 380,984 380,984 $ 415 19,191 19,606 SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Visitor Services operating budget has increased 5%, and there are no major capital expenditures planned. Personal Services decreases are due to a reduction in overtime expense net of increase. Contractual increases are due to anticipated utility rate increases for electricity and increases in building maintenance and structures, and landscaping. Commodities decreases are due to computer equipment replaced last fiscal year. There are one-time authorized expenditures of $22,000 for building maintenance and structures repairs, $2,500 for installation of a concrete walkway, and $7,500 for the carry forward for unused catastrophic budgeted expenditures from FY 2014. Annual Financial Plan Page 331 City of Flagstaff ECONOMIC VITALITY SECTION 216 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 Community Design, Arts and Science, and Beautification General Administration, and are planned comprehensively. See Section 201/211/216, Community Design and Redevelopment, for greater detail. FY 14 ACCOMPLISHMENTS  See Section 201/211/216, Community Design and Redevelopment. FY 15 NEW INITIATIVES AND GOALS  See Section 201/211/216, Community Design and Redevelopment. PERFORMANCE MEASURES See Section 201/211/216, Community Design and Redevelopment. Annual Financial Plan Page 332 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 216 ARTS AND SCIENCE 216-ARTS AND SCIENCE EXPENDITURES BY CATEGORY: Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 381,437 14,150 $ 395,587 Adopted Budget 2013-2014 $ 405,683 3,123 233,400 $ 642,206 Estimated Expenditures 2013-2014 $ 405,683 3,123 $ 408,806 Proposed Budget 2014-2015 $ 409,500 3,123 208,400 $ 621,023 Budget-Budget Variance $ 3,817 (25,000) $ (21,183) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Public Artwork Service Partner Agencies FCP Administration Riordan Mansion TOTAL $ 800 19,787 290,000 65,000 20,000 395,587 $ 183 237,023 340,000 65,000 642,206 $ 183 3,623 340,000 65,000 408,806 $ 212,023 340,000 69,000 621,023 $ $ 621,023 621,023 $ (183) (25,000) (21,183) SOURCE OF FUNDING: ARTS AND SCIENCE FUND COMMENTARY: The Arts and Science operating budget has increased 1%, and capital expenditures total $208,400, resulting in an overall net decrease of 3%. There are no Personal Services in this section. Contractual increases are due to contract increases for partner administration. Commodities remained flat. There is $15,000 budgeted as one-time authorized expenditures for the Science Foundation Arizona. Major capital (>$10,000) is for various public art projects totaling $208,400 which were project delays originally planned for FY 2014 now moved to FY 2015 and FY 2017. Annual Financial Plan Page 333 City of Flagstaff ECONOMIC VITALITY SECTION 221 AIRPORT MISSION Flagstaff Airport is dedicated to providing quality air service to meet the ever-growing transportation needs of northern Arizona. PROGRAM DESCRIPTION Flagstaff 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 14 ACCOMPLISHMENTS              Upgraded appearance of ticketing area in the terminal by remodeling airline counters. Achieved a discrepancy-free FAA Certification and Safety inspection. Released Request for Proposal for additional air carrier service from Flagstaff to a hub city east and/or west of Flagstaff; advanced efforts to secure second airline utilizing SCASDP grant. Worked with the FAA/Airways Facilities to replace the Instrument Landing System, and initiated construction. Airport Director was elected 1st Vice President of the Arizona Airports Association. Airport Director mentored students at Sinagua Middle School to increase their knowledge of aviation and expand their curriculum as part of the STEM Program. Secured ADOT grant to replace joint seals on south concrete ramp. Initiated Westplex taxilane pavement project. Renewed rental car leases. Transferred control of airspace from Albuquerque Center to Phoenix TRACON. Began EMT training for all Airport Operations/ARFF Specialist. Created new Airport logo and initiated branding efforts. Obtained and awarded Sustainability Master Planning Grant for the Airport. FY 15 NEW INITIATIVES AND GOALS            Secure a second air carrier and/or new route(s) from Flagstaff. Finalize the Airport Sustainability Master Plan. Complete the Westplex taxilane repaving project. Secure additional FAA grant funding for Airport capital projects. Train additional Airport Operations/ARFF Specialist in the FAA Certification and Safety Inspection process. Plan and host the annual Armed Forces Day Open House to promote community awareness of the Airport. Maintain full occupancy of the aircraft storage hangars and shade facilities. Release RFP/RFQ for development of the adjacent parcels to the Airport. Promote Airport usage through public speaking engagements with business and community members. Work with ADOT to obtain additional grant funding for Airport capital projects. Advance the merger of American Airlines and US Airways. Annual Financial Plan Page 334 City of Flagstaff ECONOMIC VITALITY SECTION 221 AIRPORT PERFORMANCE MEASURES Priority: Council - Repair, Replace, Maintain Infrastructure Goal: Ensure that Airport operations and facilities 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 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Percentage of scheduled commercial flights 2.2% 3.48% 3.0% 3.0% cancelled Priority: Regional Plan (2030) – Transportation, Mobility and Access (Goal T.10) 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. 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 12 Actual +3.0% CY 13 Actual -7.9% CY 14 Estimated +1.0% CY 15 Proposed +3.0% Priority: Regional Plan (2030) – Public Buildings, Services, Facilities, & Safety, Resiliency Planning (Goal PF.3) 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 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Percentage of emergency call responses within 100% 100% 100% 100% three minutes Annual Financial Plan Page 335 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 221 AIRPORT 221-AIRPORT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 620,268 360,816 105,070 $ 1,086,154 Adopted Budget 2013-2014 $ 651,646 1,161,010 143,433 $ 1,956,089 Estimated Expenditures 2013-2014 $ 651,646 361,010 143,433 $ 1,156,089 Proposed Budget 2014-2015 $ 751,284 1,251,876 204,024 $ 2,207,184 Budget-Budget Variance $ 99,638 90,866 60,591 $ 251,095 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Safety and Security Snow Control Maintenance Buildings & Grounds Maintenance Runway & Taxiway Small Commercial Air Service Development TOTAL $ 467,211 112,173 51,763 407,934 47,073 1,086,154 $ 490,673 111,277 74,803 401,721 77,615 800,000 1,956,089 $ 490,673 111,277 74,803 401,721 77,615 1,156,089 $ 492,748 143,340 83,964 598,561 88,571 800,000 2,207,184 $ $ 2,207,184 2,207,184 $ 2,075 32,063 9,161 196,840 10,956 251,095 SOURCE OF FUNDING: AIRPORT FUND COMMENTARY: The Airport operating budget has increased 13%, and there are no major capital expenditures planned. Personal Services increases are due to a merit increase, one time payments and increase cost of benefits for some employees from ASRS to PSPRS. Contractual increases are due to anticipated utility rate increases for electricity and increases in building maintenance, a security gate replacement, and terminal repairs. Commodities increases are due to hangar repairs and partial street overlay project, hangar structural repairs, and signage improvements. There are one-time authorized expenditures for $40,000 for a security gate replacement, $45,000 for terminal repairs, $58,000 for hanagar repairs and street overlay project, and $8,000 for structural repairs of a hangar. Annual Financial Plan Page 336 City of Flagstaff UTILITIES DIVISION MISSION The mission of Utilities 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 337 City of Flagstaff Annual Financial Plan UTILITIES Utilities 1 ‐ Division Director 300 2 ‐ Administrative Specialists 1 ‐ Utilities Management Analyst 300 300 1 ‐ Utilities Operations Section Head Water Resource Management 300 1 ‐ Water Resource Manager Utilities Engineering Regulatory Compliance 1 ‐ Utilities Engineering Manager 1 ‐ Regulatory Compliance Manager 305 306 304 Wastewater Operations Water Distribution System 1 ‐ Wastewater Treatment Manager 1 ‐ Water Services Specialist 311 303 Stormwater Management 1 ‐ Stormwater Program Manager 331 Laboratory (Water) 1 ‐ Utilities Program Manager 1 ‐ Utilities Plan Reviewer 305 304 1 ‐ Lab Specialist 1 ‐ MSW ‐ Lab Tech 2 ‐ Project Managers 306 331 Page 338 Laboratory (Wastewater) Wastewater Treatment Plant (Wildcat) Wastewater Treatment (Rio Plant) 11 ‐ Water Services Tech 1 ‐ GIS System Analyst 311 312 303 305 1 ‐ Plant Specialist 1 MSW ‐ Plant Tech 1 ‐ MSW Lab Tech 1 ‐ Watershed Specialist 331 306 5 ‐ MSW Plant Techs 2 ‐ MSW ‐ Plant Tech 311 312 1 ‐ Water/Sewer Util. Locator Industrial Waste Monitoring 303 1 ‐ Industrial Waste Supervisor Water Treatment & Production 2 ‐ Plant Specialists 1 ‐ MSW ‐ Operations 311 312 306 1 ‐ Water Production Manager 301 2 ‐ Industrial Waste Inspector 306 City of Flagstaff 1 ‐ Instrumentation Electrical Specialist 311 Wastewater Collection 1 ‐ Water Services Specialist 1 ‐ Instrumentation / Electrical Specialist 301 1 ‐ Maintenance Specialist 1 ‐ Operations Specialist 301 301 2 ‐ MSW ‐ Maintenance 3 ‐ MSW Operations 301 301 313 2 ‐ MSW ‐ Operations 311 8 ‐ MSW ‐ Water Services Tech 311 313 .5 ‐ Intern 331 UTILITIES SECTION 300 UTILITIES 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 coworkers. We are committed to a goal of 100% customer satisfaction. This will be achieved by a dedication to exceed customer expectations and 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 prevention, 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 and backflow prevention. 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, including: representation to Arizona Department of Environmental Quality (ADEQ), Arizona Department of Water Resources (ADWR), Northern Arizona Municipal Water Users Association, U.S. 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, and Emergency Operations and Safety Programs, as required. Annual Financial Plan Page 339 City of Flagstaff UTILITIES SECTION 300 UTILITIES ADMINISTRATION FY 14 ACCOMPLISHMENTS      Initiated the Feasibility Study with the Coconino Plateau Water Advisory Council Environmental Assessment for the pumping at Red Gap Ranch Continued to plan for the future – Initiated water and wastewater master planning efforts Addressed resiliency and preparedness efforts in how we approach our daily operations during normal conditions, and how we respond during inclement weather conditions. Efforts included: redundancy of storage of critical data and increased plant security. Initiated a leak detection program for the water distribution system Completed Phase I of the Utilities Division reorganization FY 15 NEW INITIATIVES AND GOALS   Complete Phase II of the Utilities Division reorganization Complete Water Policy   Complete Water & Wastewater Rate Study Complete Compliance with ADEQ Consent Order PERFORMANCE MEASURES Priority: Management - Effective Governance Goal: Maintain public safety and employee safety while remaining committed to short response times Objective: No employee accidents resulting in injury or lost time; 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 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Number of Injury Accidents 2 4 2 0 Number of Non-injury Accidents 0 2 1 0 Annual Financial Plan Page 340 City of Flagstaff UTILITIES SECTION 300 UTILITIES ADMINISTRATION Priority: Council - Repair, replace, maintain infrastructure (streets & utilities) Goal: Infrastructure and public services will be provided in an efficient, equitable, and effective manner Objective: Exceed customers’ water and wastewater service expectations, and minimize unscheduled water outage hours (repairs) Type of Measure: Outcome Tool: Compliance testing, monitoring condition of infrastructure Frequency: Quarterly and Yearly Scoring: 100% Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Capital Projects Managed 7 16 13 13 Product Quality Regulatory Compliance  Drinking water compliance rate 1  Wastewater treatment effectiveness rate 2  Notice of Violations 3 Water Distribution Pipe Replacement Rate 4  Total miles of pipe needed to be replaced Wastewater Collection Pipe Replacement Rate 4 5  Total miles of pipe needed to be replaced Insurance claims ($) 5 96% 1 100% 98% 1 100% 100% 0 1.6 1.212 1.91 26.5 26.5 0.65 .42 .63 11.3 11.3 11.3 $408,000 TBD $0 100% 100% 0 $0 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 Annual Financial Plan Page 341 City of Flagstaff UTILITIES SECTION 300 UTILITIES ADMINISTRATION Priority: Regional Plan (2030) – Growth Areas & Land Use, Applicable to All Land Uses (Goal LU.7 and LU.8) Goal: Provide for public services and infrastructure. Balance future growth with available water resources. Objective: Ensure water and sewer infrastructure is adequate for new development to occur and to 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 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Number of Development Review Board plans 301 372 350 375 reviewed Number of water and sewer impact analysis 6 4 6 6 performed Priority: Management - Effective governance Goal: Provide a rate structure to meet the financial needs of the utility while allowing us to maintain efficient operations; 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. 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 12 CY 13 CY 14 CY 15 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) N/A Customer accounts per employee (Water) 321 307 307 307 Customer accounts per employee (Wastewater) 294 294 294 Customer service complaints per 1000 55 51 14 0 customers Priority: Management - Customer Service Goal: Infrastructure and public services will be provided in an efficient, equitable, and effective manner. Objective: Exceed customers’ 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:  Annual Financial Plan Page 342 City of Flagstaff UTILITIES SECTION 300 CY 12 Actual 55 48 6 1 55 10 N/A N/A Measures: Total Number of customer complaints  Water  Wastewater  Stormwater Number of complaints resolved Number of compliments received Customer Survey Rating First call resolution SECTION: UTILITIES ADMINISTRATION CY 13 Actual 35 13 5 17 35 30 N/A N/A CY 14 Estimated 33 8 5 20 100% 30 100% 100% CY 15 Proposed 0 0 0 0 100% 30 100% 100% 300-UTILITIES ADMINISTRATION EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 819,692 415,003 50,914 630 $ 1,286,239 Adopted Budget 2013-2014 $ 815,620 563,979 32,120 $ 1,411,719 Estimated Expenditures 2013-2014 $ 815,620 463,979 32,120 $ 1,311,719 Proposed Budget 2014-2015 $ 457,137 445,509 8,700 $ 911,346 Budget-Budget Variance $ (358,483) (118,470) (23,420) $ (500,373) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Water Commission Engineering Water Conservation GIS-Utilities Operations Management TOTAL $ 943,543 286 141,060 127,899 73,451 1,286,239 $ 1,051,354 180 145,092 136,667 78,426 1,411,719 $ 951,354 180 145,092 136,667 78,426 1,311,719 $ 799,135 180 112,031 911,346 $ $ 911,346 911,346 $ (252,219) (145,092) (136,667) (78,426) 112,031 (500,373) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Utilities Administration operating budget has decreased 35% and there is no capital expenditures planned. Personnel Services decreases are due to an increase in 1.0 FTE for a Regulatory Compliance Manager, 1.0 FTE Transfer for a Management Analyst, a merit increase, one time payments and increase in cost benefits. Contractual increases are due to anticipated utility rate increases for electricity and increases in building maintenance, and one-time budgeted amounts for pumps, engineering services and consultants. Commodities increases are due to well monitoring and database implementations. There is $567,322 budgeted as one-time authorized expenditures including contingency fees, assessment contract, services & consultants, temporary staff, water festival outreach, and computer software. Annual Financial Plan Page 343 City of Flagstaff UTILITIES SECTION 301 WATER PRODUCTION MISSION The mission of the Utilities Division is to professionally and cost-effectively provide water and wastewater services that meet the present and future environmental, health, and safety needs of the community and our 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 coworkers 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 are 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 operate and maintain system water tanks and booster stations. The state-certified Compliance Lab provides analysis for process control and water sampling for compliance. This division costeffectively 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 14 ACCOMPLISHMENTS         Replaced the old motor control and electronic infrastructure at Woody Mountain Well #6 Installed microwave communication between Lake Mary Water Plant and Mt. Elden to improve SCADA reliability and enhance performance Completed the SCADA Master Plan Coated basin trough to protect against further concrete degradation Began seasonal Inner Basin (IB) water production after completion of water line rehab from 2010 fire damage New variable frequency drives (VFD’s) installed at Tuthill and Shop wells Casing patch and repair along with new pump and seal for WM 9 Installed more efficient well water pumps at RWPS FY 15 NEW INITIATIVES AND GOALS  Install three SCADA network access points: Woody Mountain Well Field, Lake Mary Well Field, and Shop Well. Purchase the land beneath the Lake Mary Water Plant from the U.S. Forest Service.  Implementation of SCADA master plan in phases:   1) Run fiber throughout all LM plant buildings 2) Install CISCO switches 3) SCADA equipment standardization 4) Continue improving SCADA tracking and information gathering/trending Recover sample water flows at WMBS for ADEQ de minimus compliance Begin bringing LM sludge bed “tank” containment vessels up to ADEQ standards for aquifer protection  Annual Financial Plan Page 344 City of Flagstaff UTILITIES SECTION 301 WATER PRODUCTION PERFORMANCE MEASURES Priority: Management - Effective Governance 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 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimate Proposed Injury Accidents 1 0 0 0 Non-Injury Accidents 0 0 0 0 Lost Work Days 0 0 0 0 Accidents per Million Gallons Produced 0.00037 0 0 0 Safety Training (hr/person) 20.3 12.1 20 20 Priority: Council - Repair, replace, maintain infrastructure (streets & utilities) Goal: Provide safe drinking water to the 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 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimate Proposed Number of Safe Drinking Water Act Violations 1 0 0 0 Priority: Management - Resiliency and Preparedness Efforts Goal: Provide uninterrupted water service to the citizens of Flagstaff. Objective: To provide a level of service that meets the FY09 benchmark service level. 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:  Annual Financial Plan Page 345 City of Flagstaff UTILITIES SECTION 301 WATER PRODUCTION CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimate Proposed Gallons produced in MG 2,706 MG 2,816 MG 2,750 MG 2,825 MG Cost per 1000 gallons to produce 1 $1.22 $1.33 $1.30 $1.30 $0.67/0.75 $0. 70 /0.78 $0.78/0.78 $0.78/0.78 Actual vs. Projected Power Costs to Produce 1000 gallons 3 Production vs Total Capacity – Peak Day 2 51% 54% 60% 60% 1 Note: Cost to produce 1000 gallons is based on total expenses compared to total gallons produced for 2013 2 Note: Total capacity includes all wells, North Reservoir Plant, and Lake Mary Water Plant 3 Note: Costs to produce do not include Water Distribution or Utilities overhead Priority: Council - 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. 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 be unable to control by established methods. Tool: Customer Complaint Forms Frequency: Daily Scoring: 90% = ≤ 22 complaints, 75-90% = 37 complaints, 75% = 55 complaints Trend: *  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimate Proposed Number of customer complaints 15 12 30* 30* Number of complaints per 1000 customers 0.78 0.62 1.6 1.6 Number of compliments received 0 0 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 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 than well water. Annual Financial Plan Page 346 City of Flagstaff UTILITIES SECTION: SECTION 301 WATER PRODUCTION 301-WATER PRODUCTION EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 715,751 2,515,622 251,763 7,441 $ 3,490,577 Adopted Budget 2013-2014 $ 791,160 2,872,424 500,020 313,300 $ 4,476,904 Estimated Expenditures 2013-2014 $ 791,160 2,731,424 500,020 27,000 $ 4,049,604 Proposed Budget 2014-2015 $ 870,415 2,894,786 590,058 961,300 $ 5,316,559 Budget-Budget Variance $ 79,255 22,362 90,038 648,000 $ 839,655 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Water Treatment Operation Chemical Analysis Buildings and Grounds Maintenance Equipment Maintenance SCADA Tracking Local Wells Lake Mary Wellfield Woody Mountain Wellfield North Reservoirs Inner Basin Maintenance Upper Lake Mary Dam Imp Red Gap Ranch Operation & Mgmt Booster Station Administration Zone A - RFP Kinlani University Highlands #1 Airport Booster Amberwood Booster Railroad Springs Booster Inner Basin Pipeline Maintenance TOTAL $ 323,664 313,818 223,283 41,832 189,931 25,750 931,220 318,178 921,520 34,381 33,251 32,857 3,993 36,558 776 1,480 2,681 2,465 3,683 20,587 28,669 3,490,577 $ 811,703 454,065 252,354 84,391 316,628 117,386 1,028,574 335,823 797,876 45,769 110,865 12,000 8,100 34,498 250 1,911 1,600 1,700 6,351 25,650 29,410 4,476,904 $ 703,103 454,065 252,354 84,391 191,628 64,686 887,574 335,823 797,876 45,769 110,865 12,000 8,100 34,498 250 1,911 1,600 1,700 6,351 25,650 29,410 4,049,604 $ 1,118,296 490,442 252,589 57,035 279,339 183,886 1,487,722 358,522 820,574 59,350 115,645 23,100 18,406 250 1,911 1,600 1,700 6,351 25,650 14,191 5,316,559 $ $ 5,316,559 5,316,559 $ 306,593 36,377 235 (27,356) (37,289) 66,500 459,148 22,699 22,698 13,581 4,780 (12,000) 15,000 (16,092) (15,219) 839,655 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Water Distribution operating budget has increased 5% and capital expenditures total $931,000, resulting in an overall net increase of 19%. Personnel Service increased due to a merit increase, one time payments and increase cost benefits. Contractual decreases are due to a decrease in maintenance costs for electrical and computer equipment. Commodities increases are due to one-time expenditure for switches. Major capital (>$10,000) is for a back-up generator ($400,000), communication towers ($225,000), and SCADA upgrades ($72,700) and carryover items of fixed drive replacement ($125,000), vehicle/equipment storage ($73,600), and water pump station ($30,000). Annual Financial Plan Page 347 City of Flagstaff UTILITIES SECTION 303 WATER DISTRIBUTION MISSION The mission of the 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 coworkers. PROGRAM DESCRIPTION The Water Distribution Section safely and efficiently operates, maintains, and repairs 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 14 ACCOMPLISHMENTS         Crewmembers located, cleaned, and operated all valves throughout the city, adjusted as deemed necessary. Crewmembers isolated lines and 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., and 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, insuring proper standards. There were approximately 13,392 linear feet of asphalt overlay inspected for utilities. Our bluestake locator completed 3,234 tickets (7/1/13 to 2/13/14). Crewmembers worked side-by-side with contractors for the following CIP/Bond Projects: West St./Arrowhead Ave., Beaver/Leroux, Cedar Ave., Switzer Canyon Dr., La Plaza Vieja, etc. Established an annual valve maintenance program. Established an annual fire hydrant replacement program. FY 15 NEW INITIATIVES AND GOALS         Locate, clean, and operate valves throughout the City of Flagstaff; adjust and repair as needed. Isolate lines, flush fire hydrants, and clean out 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. 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. Annual Financial Plan Page 348 City of Flagstaff UTILITIES SECTION 303 WATER DISTRIBUTION PERFORMANCE MEASURES Priority: Council - Repair, replace, maintain infrastructure (Water Quality Issues / Complaints / Outage time) Goal: Provide good, safe, and reliable drinking water to the citizens of Flagstaff / Reduce water outage time hours 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 as soon as possible 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 12 CY13 CY14 CY 15 Measures: Actual Actual Estimate Proposed Number of Complaints 16 16 12 12 Number of Complaints per 1000 Customers 0.83 0.62 >0.62 >0.62 Number of Compliments 4 4 6 6 Number of Water Breaks 15 16 12 10 Number of Water Breaks per 100 Miles of Pipe 3.46 2.77 >2.77 >2.77 Total Water Outage Time in hours 1,709 1250 1250 1250 a. Scheduled 947 750 750 750 b. Unscheduled 762 500 500 500 c. Isolation time (estimate) 30 min. 30 min. 30 min. 30 min. d. Unaccounted water loss 3.4% 3.9% >5.1% >5.1% (meter accuracy, hydrant flushing, leaks/breaks) Priority: Management - Effective Governance 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 12 CY13 CY 14 Measures: Actual Actual Estimate Number of Injury Accidents 1 2 0 Number of Lost Time Accidents 1 0 0 Safety Training Hours per Employee 20.3 18.8 30 Annual Financial Plan Page 349 CY 15 Proposed 0 0 30 City of Flagstaff UTILITIES SECTION: SECTION 303 WATER DISTRIBUTION 303-WATER DISTRIBUTION EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 899,597 64,782 403,414 2,817 $ 1,370,610 Adopted Budget 2013-2014 $ 924,279 215,650 387,747 45,000 $ 1,572,676 Estimated Expenditures 2013-2014 $ 924,279 215,650 387,747 500 $ 1,528,176 Proposed Budget 2014-2015 $ 963,944 263,513 441,384 155,500 $ 1,824,341 Budget-Budget Variance $ 39,665 47,863 53,637 110,500 $ 251,665 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Water System Maintenance & Operation Main & Service Line Repair Main Ext. - Fire Hydrant & Valve Valve & Fire Hydrant Maintenance Meter Installation Meter Repair and Testing Blue Stake TOTAL $ 162,081 225,324 315,615 31,912 119,975 376,235 101,098 38,370 1,370,610 $ 201,301 233,615 338,327 31,869 251,196 378,234 101,038 37,096 1,572,676 $ 156,801 233,615 338,327 31,869 251,196 378,234 101,038 37,096 1,528,176 $ 250,575 408,720 379,972 33,314 221,472 421,386 71,907 36,995 1,824,341 $ $ 1,824,341 1,824,341 $ 49,274 175,105 41,645 1,445 (29,724) 43,152 (29,131) (101) 251,665 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Water Distribution operating budget has increased 9% and capital expenditures total $155,000, resulting in an overall net increase of 16%. Personnel Services increases are due to merit increase, one time payments and increase cost of benefits. Contractual increases are due to one-time expenditures for building roof repairs and hydraulic jack repair. Commodities decrease are due to one-time consultant and gas alert detectors. Major capital (>$10,000) is for computer hardware ($28,000) three vehicle replacements ($82,500), backhoe trailer ($19,000), tapping machine ($35,000), and keyscan entry system ($10,000). Annual Financial Plan Page 350 City of Flagstaff UTILITIES SECTION 304 WATER RESOURCE MANAGEMENT This Section is new in FY 2015. The mission, goals and performance measures are in the process of being developed. SECTION: 304-WATER RESOURCE MANAGEMENT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ $ - Adopted Budget 2013-2014 $ $ - $ $ Estimated Expenditures 2013-2014 $ $ - Proposed Budget 2014-2015 $ 217,365 157,700 153,100 $ 528,165 Budget-Budget Variance $ 217,365 157,700 153,100 $ 528,165 $ $ $ EXPENDITURES BY PROGRAM: General Administration Water Resources Water Conservation Smart Meter Grant TOTAL - - $ - - $ - $ 100,737 160,250 207,178 60,000 528,165 $ $ 528,165 528,165 $ - $ 100,737 160,250 207,178 60,000 528,165 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: Annual Financial Plan Page 351 City of Flagstaff UTILITIES SECTION 305 UTILITIES ENGINEERING SERVICES This Section is new in FY 2015. The mission, goals and performance measures are in the process of being developed. SECTION: 305-Utilities Engineering Services EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ $ - Adopted Budget 2013-2014 $ $ - $ $ Estimated Expenditures 2013-2014 $ $ - Proposed Budget 2014-2015 $ 280,794 192,670 145,320 $ 618,784 Budget-Budget Variance $ 280,794 192,670 145,320 $ 618,784 $ $ $ EXPENDITURES BY PROGRAM: General Administration GIS-Utilities TOTAL - - $ - - $ - $ 393,620 225,164 618,784 $ $ 618,784 618,784 $ - $ 393,620 225,164 618,784 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: Annual Financial Plan Page 352 City of Flagstaff UTILITIES SECTION 306 REGULATORY COMPLIANCE MISSION The mission of the Regulatory Compliance 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, and to maintain a Backflow Prevention / Cross-Connection program to provide our citizens with safe, clean, and uncontaminated drinking water throughout the distribution system. The Regulatory Compliance 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 The Regulatory Compliance 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 of the City’s wastewater treatment plants. Other activities include administration of the City’s cross-connection control program and wastewater monitoring. FY 2014 ACCOMPLISHMENTS  Worked with laboratory to determine cause of false positive selenium violations. Violations were due to lack of sample pretreatment to remove interferences and analytical methods that did not allow for interferences during analysis  Completed the changes to the Industrial Waste Services (IWS) building to address the needs of wastewater workers  Provided further training to inspectors to increase the level of customer service and compliance  Increased the efficiency of the cross-connection control component of the IWS program by implementing technology to automate the backflow preventer testing and tracking process throughout the first year of its inception  Improved the accuracy of certain industrial discharge flow monitoring by installing our own software, which enabled the Regulatory Compliance Section to monitor flow without relying on industry staff to relay the information, thereby removing the conflict of interest when calculating wastewater fees and penalties for noncompliance  Continued to assure industry compliance with local, state, and federal discharge regulations  Continued to foster mutually beneficial relationships with local industries and businesses  Attended utility systems disaster preparedness seminars sponsored by the Department of Homeland Security to assist in the AZWARN program and local disaster preparedness response  Persuaded a local industry to change their biocides to a chemical compound which is less harmful to the Wildcat Hill wastewater treatment plant, resulting in further reduction of Total Trihalomethanes (TTHM) formation  Performed project management duties for the local limits study, a critical component of the ADEQ consent order compliance path  Spearheaded fundraising duties for the United Way campaign within the Utilities department FY 2015 NEW INITIATIVES AND GOALS  Adopt and enforce the newly established local limits for our Significant Industrial Users (SIU’s)  Continue to keep delinquent backflow prevention tests below 10%  Continue to enforce the Fats, Oils, and Greases (FOG) program on local restaurants and industries to protect our collections system from blockages and corrosion Annual Financial Plan Page 353 City of Flagstaff UTILITIES SECTION 306 REGULATORY COMPLIANCE  Install in-situ, real-time, web-based flow and pH monitoring at all SIU’s  Implement new technology in the form of portable tablets to facilitate information access while inspectors are in the field  Continue to encourage and fund training and education for all Industrial Waste Section staff  Become more proficient with budgetary analysis and expenditure  Foster the success of the new regulatory section within the Utilities department PERFORMANCE MEASURES Priority: Management - Effective Governance and Resiliency & Preparedness Efforts Goal: Protect wastewater treatment facilities from possible damage from business and 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 12 FY 13 FY 14 FY 15 Measures: Actual Actual Estimate Proposed # of blockages/Notice of Violations (NOV’s) issued 3 0 1 0 # resulting in sewer line cleaning 3 0 2 0 Priority: Council - 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 12 FY 13 FY 14 Measures: Actual Actual Estimate # of backflow prevention assemblies (bpa) tested 2872 2872 3000 % of bpa’s tested that failed 10% 10% <10% Water quality violations due to bpa failing 0 0 0 FY 15 Proposed 3000 <10% 0 Priority: Management - Effective Governance and Resiliency & Preparedness Efforts 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 12 FY 13 FY 14 FY 15 Measures: Actual Actual Estimate Proposed # of Industry and plant samples analyzed 2773 2773 2800 2800 # of NOV’s written to industries 1 0 0 0 # of NOV’s written to commercial sites 3 0 1 0 Annual Financial Plan Page 354 City of Flagstaff UTILITIES SECTION 306 REGULATORY COMPLIANCE This Section is new in FY 2015. The mission, goals and performance measures are in the process of being developed. SECTION: 306-Regulatory Compliance EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ $ - Adopted Budget 2013-2014 $ $ - $ $ Estimated Expenditures 2013-2014 $ $ - Proposed Budget 2014-2015 $ 672,257 240,767 87,170 $ 1,000,194 Budget-Budget Variance $ 672,257 240,767 87,170 $ 1,000,194 $ $ $ EXPENDITURES BY PROGRAM: General Administration Water Regulatory and Lab Services Wastewater Regulatory and Lab Services Industrial Waste Administration NPDES Monitoring - Wastewater Plants Industrial Waste Monitoring Backflow Cross Connection Control TOTAL - - $ - - $ - $ 87,245 252,589 362,403 107,964 44,241 55,587 90,165 1,000,194 $ $ 1,000,194 1,000,194 $ - $ 87,245 252,589 362,403 107,964 44,241 55,587 90,165 1,000,194 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Regulatory Compliance is a new section beginning FY 2015 and there are no budgeted capital expenditures. Annual Financial Plan Page 355 City of Flagstaff UTILITIES SECTION 306 REGULATORY COMPLIANCE This information from Section 314 is now a part of Section 306 for FY 2015. SECTION: 314-INDUSTRIAL WASTEWATER MONITORING EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 193,965 159,407 13,793 $ 367,165 Adopted Budget 2013-2014 $ 196,207 239,417 16,015 $ 451,639 Estimated Expenditures 2013-2014 $ 196,207 239,417 16,015 $ 451,639 Proposed Budget 2014-2015 $ $ - Budget-Budget Variance $ (196,207) (239,417) (16,015) $ (451,639) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration NPDES Monitoring-Wastewater Plants Industrial Waste Monitoring Backflow X Conn Control Local Limits Management TOTAL $ 103,196 38,034 52,432 90,527 82,976 367,165 $ 113,405 44,002 55,348 88,884 150,000 451,639 $ 113,405 44,002 55,348 88,884 150,000 451,639 $ - $ $ - $ (113,405) (44,002) (55,348) (88,884) (150,000) (451,639) SOURCE OF FUNDING: WATER AND WASTEWATER FUND Annual Financial Plan Page 356 City of Flagstaff UTILITIES SECTION 311 WASTEWATER TREATMENT PLANT - WILDCAT MISSION To provide wastewater treatment and reclaimed water that meets or exceeds all regulatory requirements, minimize treatment cost per-unit of treated wastewater, maintain state-certified Laboratory Standards, and submit all required state and federal monitoring reports accurately and on-time. PROGRAM DESCRIPTION The Wildcat Hill Wastewater Plant is a 6-million gallon-per-day advanced treatment facility. This program is responsible for the day-to-day operation and maintenance, as well as the pumping of treated reclaimed water to the reclaimed water distribution system. The plant operates a state-certified laboratory, which performs the majority of the required routine lab analysis. FY 14 ACCOMPLISHMENTS        Started solids handling pilot testing Achieved less than 8 total nitrogen for the 5-month rolling geo mean Resolved issues within ADEQ consent order regarding cyanide and selenium Second solar panel project completed Filled Instrumentation & Electrical Specialist position (long-term vacancy) Completed Process Optimization Study Replaced existing bar screens FY 15 NEW INITIATIVES AND GOALS      Complete all elements of ADEQ Consent Order Start temporary solids handling Maintain total nitrogen levels Produce A + reclaimed water on a consistent basis Upgrade SCADA System PERFORMANCE MEASURES Priority: Management - 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 12 CY 13 Measures: Actual Actual % of Digester gas vs Natural gas 65.7% DG 0* CY 14 Estimated 98%** CY 15 Proposed 99% *Co-Generation system saw only intermittent use in 2013 due to digester gas delivery problems. **Following completion of digester gas improvements Annual Financial Plan Page 357 City of Flagstaff UTILITIES SECTION 311 WASTEWATER TREATMENT PLANT - WILDCAT Priority: Management - Resiliency and Preparedness Efforts 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 12 CY 13 Measures: Actual Actual Number of complaints (odors etc.) 0 0 Number of on-the-job lost time accidents / 2 0 injuries CY 14 Estimated 0 1 CY 15 Proposed 0 0 Priority: Management - Effective Governance 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 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Cost per thousand to treat (influent) $1.59 $1.71 $1.76 $1.80 Note: Costs for treatment do not include wastewater collection, industrial waste, or administration overhead. Priority: Management - Effective Governance Goal: Provide wastewater treatment that meets or exceeds criteria for Federal, State, and Water Reuse Permits. Objective: Production and distribution of reclaimed water that is safe for its intended use. Type of Measure: Outcome Tool: Laboratory Testing Frequency: Daily, Monthly, Quarterly and Yearly Scoring: 1-2 = 90% 3-5 = 75% ≥6 = 50% Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Number of regulatory permit violations (within 6* 10* 0 0 plant design) Number of regulatory permit violations (beyond 9* 5* 0 0 plant capabilities) *Most of these violations are from recurring issues the facility has been working on identified within existing ADEQ Consent Order. Annual Financial Plan Page 358 City of Flagstaff UTILITIES SECTION 311 WASTEWATER TREATMENT PLANT - WILDCAT Priority: Council - 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 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Gallons of wastewater treated (billions) 1.21 1.17  1.20 1.20 Gallons of septage treated (millions). 3.12 3.17  3.25 3.25 Gallons of reclaim water sold (millions). 405 268  300 400 Gallons of grease treated (thousands). 630 772  800 800 Gallons of mud sludge (thousands). 30 47  50 50 Dry metric tons of solids/sludge injected. 686 943  1000 1000 SECTION: 311-WASTEWATER TREATMENT - WILDCAT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 814,520 992,153 294,629 11,856 $ 2,113,158 Adopted Budget 2013-2014 $ 911,110 1,025,050 296,614 188,000 $ 2,420,774 Estimated Expenditures 2013-2014 $ 911,110 1,025,050 296,614 65,000 $ 2,297,774 Proposed Budget 2014-2015 $ 896,621 1,102,650 566,014 1,022,000 $ 3,587,285 Budget-Budget Variance $ (14,489) 77,600 269,400 834,000 $ 1,166,511 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Plant Operations Plant Maintenance Lab Process Control and Monitor Septage Collection WH Rio Maintenance Solids Handling Reclaim Services TOTAL $ 159,407 1,118,991 517,344 215,168 694 2,793 98,761 2,113,158 $ 268,291 1,126,988 695,534 227,708 650 1,700 90,703 9,200 2,420,774 $ 145,291 1,126,988 695,534 227,708 650 1,700 90,703 9,200 2,297,774 $ 774,530 1,216,092 594,164 237,862 20,650 1,700 731,365 10,922 3,587,285 $ $ 3,587,285 3,587,285 $ 506,239 89,104 (101,370) 10,154 20,000 640,662 1,722 1,166,511 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: Wastewater Treatment Plant operating budget increased by 15% and capital expenditures total $1,022,000 resulting in an overall net increase of 48%. Personnel Services decrease is due to a prior year expense which offset merit increases, one time payments and an increase in cost of benefits. Contractuals increased due utilities and maintenance. Commodities increased due to new computer equipment, chemicals and other operating supplies. Major capital (>$10,000) includes COGEN improvements $340,000), building improvements ($30,000), vehicle replacement ($45,000), machinery replacement ($452,000), crane repairs ($12,000), sump pump replacement ($20,000) and carryover of gas conveyance system improvements ($123,000). Annual Financial Plan Page 359 City of Flagstaff UTILITIES SECTION 312 WASTEWATER TREATMENT RIO PLANT MISSION To provide wastewater treatment and reclaimed water that exceeds all federal, state, and reuse requirements in a safe and cost-effective manner. To submit all required regulatory reports on time, without exception. To promote the use of reclaimed water for all approved uses throughout the City of Flagstaff and vicinity. PROGRAM DESCRIPTION The Rio de Flag Water Reclamation Facility processes wastewater flow from the western half of the city and treats reclaimed water for a variety of non-potable uses. Landscape irrigation is the principal use of reclaimed water, but it is also used for non-potable commercial and industrial uses. Excess reclaimed water is released to the Rio de Flag wash for riparian enhancement and groundwater augmentation. This semi-automated treatment facility uses advanced technology to produce reclaimed 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 reclaimed water storage facilities at Buffalo Park. FY 14 ACCOMPLISHMENTS    Buffalo Park tank inspected and cleaned Updated SCADA Software installed on new servers and workstations Improved security by having an automatic gate installed at the plant entrance with security camera and monitoring equipment FY 15 NEW INITIATIVES AND GOALS    Improve control of the UV disinfection system Install chlorination system at Buffalo Park tank. Begin implementing recommendations from the SCADA Master Plan PERFORMANCE MEASURES Priority: Council - Repair, Replace, Maintain Infrastructure (streets & utilities) Goal: Provide wastewater treatment that meets or exceeds criteria for Federal, State, and 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 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Number of Permit Violations 0 1* 0 0  Violations contained within ADEQ consent order are not due to water quality; they are due to compliance with permit reporting requirements Annual Financial Plan Page 360 City of Flagstaff UTILITIES SECTION 312 WASTEWATER TREATMENT RIO PLANT Priority: Council - 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, thereby offsetting the demand 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 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Gallons of Wastewater Treated (millions) 707 698 700 700 Gallons of Reclaimed Water Sold (millions) 315 333 360 360 Priority: Management - Effective Governance 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 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Cost per thousand gallons of reclaimed water $1.26 $1.31 $1.35 $1.38 produced Note: Cost to treat does not include wastewater collection, industrial waste, or administrative overhead. Priority: Council - 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 12 CY 13 Measures: Actual Actual Number of complaints (odors etc.) 0 0 Number of on the job lost time accidents / injuries 0 0 Annual Financial Plan Page 361 CY 14 Estimated 0 0 CY 15 Proposed 0 0 City of Flagstaff UTILITIES SECTION: SECTION 312 WASTEWATER TREATMENT RIO PLANT 312-WASTEWATER TREATMENT - RIO PLANT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 351,458 424,748 91,350 $ 867,556 Adopted Budget 2013-2014 $ 371,933 494,550 115,419 171,200 $ 1,153,102 Estimated Expenditures 2013-2014 $ 371,933 494,550 115,419 50,000 $ 1,031,902 Proposed Budget 2014-2015 $ 431,413 490,027 155,642 172,200 $ 1,249,282 Budget-Budget Variance $ 59,480 (4,523) 40,223 1,000 $ 96,180 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Plant Operations Plant Maintenance Lab Process Control and Monitor Reclaim Services TOTAL $ 69,254 513,463 149,379 135,460 867,556 $ 133,133 660,033 201,879 124,057 34,000 1,153,102 $ 111,133 585,033 177,679 124,057 34,000 1,031,902 $ 187,394 618,854 236,493 124,541 82,000 1,249,282 $ $ 1,249,282 1,249,282 $ 54,261 (41,179) 34,614 484 48,000 96,180 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Rio de Flag Treatment Plant operating budget increased 10% and capital expenditures total $172,200 resulting in an overall net increase of 8%. Personnel Services increases are related to a merit increase, one time payments and increases in cost of benefits. Contractual decrease is related to a reduction in electrical plant maintenance. The Commodities increase is related to an increase in chlorine use. Major capital (>$10,000) is for building improvements ($45,500), and discharge flow monitoring ($20,000) and carryover of carbon filter media replacement ($75,000) and chlorination system ($24,200). Annual Financial Plan Page 362 City of Flagstaff UTILITIES SECTION 313 WASTEWATER COLLECTION MISSION The mission of the 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 coworkers. PROGRAM DESCRIPTION The Wastewater Collections system staff safely and efficiently operate, maintain, and repair all wastewater collection and reclaim distribution mains and manholes, while eliminating or reducing health hazards, system failures, customer complaints, and property damage throughout our community. FY 14 ACCOMPLISHMENTS         Crews have been to all plants removing mud, grease, and debris Assisted the Water Distribution Section with all frozen lines as needed Crews assisted the Streets Section with cleaning out stormwater catch basins Assisted the Rio de Flag Water Reclamation Plant by locating and repairing four leaks in the reclaim system on plant site Crews inspected the Presidio subdivision to ensure that everything was still okay after it sat for years Repaired two mains, five service saddles, and conducted five walkthrough inspections Assisted various departments within the City of Flagstaff With our cleaning schedule and procedures we located a partially-failed trunk line that could have caused the City a disaster. This was and will be kept up with until fixed FY 15 NEW INITIATIVES AND GOALS        Stay within budget and keep the same level of service Reduce the number of blockages in the main lines Reschedule cutting and cleaning procedures to compensate for changes that are discovered, in order to eliminate blockages Install two new manholes on the interceptor with a composite manhole material Convert the Sewer Inspection (TV) Van from VHS tape and paper to DVD, and upgrade the Pipe Logix software with an external computer hard drive. Finish this project, and make it work the way it is supposed to Assist other sections within Utilities as needed Establish a manhole maintenance program Annual Financial Plan Page 363 City of Flagstaff UTILITIES SECTION 313 WASTEWATER COLLECTION PERFORMANCE MEASURES Priority: Management - Customer Service Goal: Exceed customers’ sewer service expectations. 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 12 CY13 CY 14 CY 15 Measures: Actual Actual Estimate Proposed Number of Main Line Blockages 14 12 12 12 Miles of Sewer Jetted (cleaned) 207 211 220 220 Percent of Sewer Collection System Cleaned Miles of Sewer Inspected Miles of Sewer Inspected per 100 Complaints Compliments Complaints per 1000 Customers 75% 23.3 8.5 9 1 0.47 77% 30 11 10 5 0.35 80% 30 11 6 5 0.35 80% 30 11 6 5 0.35 Priority: Management - Effective Governance 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:  FY12 FY13 FY 14 Measures: Actual Actual Estimate Number of Accidents resulting in Injury 1 1 0 Number of Lost Time Accidents 1 1 0 Safety Training (hr/person) 10.4 10.5 20 Annual Financial Plan Page 364 FY 15 Proposed 0 0 20 City of Flagstaff UTILITIES SECTION: SECTION 313 WASTEWATER COLLECTION 313-WASTEWATER COLLECTION EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 653,912 40,441 188,770 41,044 $ 924,167 Adopted Budget 2013-2014 $ 677,274 107,530 214,889 233,000 $ 1,232,693 Estimated Expenditures 2013-2014 $ 677,274 107,530 214,889 63,000 $ 1,062,693 Proposed Budget 2014-2015 $ 700,957 227,530 214,889 250,000 $ 1,393,376 Budget-Budget Variance $ 23,683 120,000 17,000 $ 160,683 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Service Connections Preventive Maintenance TV Inspect and Hydro Clean Corrective Maintenance Reclaimed Waterline TOTAL $ 256,981 55,023 367,213 159,130 75,189 10,631 924,167 $ 492,095 49,917 353,221 168,633 157,499 11,328 1,232,693 $ 322,095 49,917 353,221 168,633 157,499 11,328 1,062,693 $ 443,337 50,683 358,937 170,540 358,455 11,424 1,393,376 $ $ 1,393,376 1,393,376 $ (48,758) 766 5,716 1,907 200,956 96 160,683 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Collection operating budget has increased 14% and capital expenditures total $250,000 resulting in an overall net increase of 13%. Personnel Services increased due to a merit increase, one time payments and increase in cost of benefits. Contractual increase is for manhole rehab to address aging infrastructure. Commodities had no changes. Major Capital (>$10,000) is for vehicle replacement ($80,000) and carryover of replacement vehicle ($45,000) and replacement dump truck ($125,000). Annual Financial Plan Page 365 City of Flagstaff UTILITIES SECTION 331 STORMWATER MISSION 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 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, data collection, field inspection, and plan review components. FY 14 ACCOMPLISHMENTS             Constructed $873,000 worth of capital drainage improvement projects, including Skunk Canyon Drainage Improvements and the Rio de Flag culvert at Route 66 Completed Phase 1 City Hall LID demonstration project Achieved a Class 5 CRS rating for the community flood insurance rating Achieved full compliance with NPDES Municipal Permit Completed FEMA Elevation Certificate Project Completed four Stormwater Section public outreach events Completed Bow and Arrow Drainage master plan Improved flood warning network Formed collaborative watershed management group with City, NAU, County, and the private sector Aquaplex LID demonstration project completed Substantially completed Phase 1 of Picture Canyon Initiated Phase 2 of Picture Canyon FY 15 NEW INITIATIVES AND GOALS       Construct $700,000 worth of capital drainage improvement projects (including: Citizen residential flooding improvements, Columbia Circle drainage mitigation, and Schultz Creek design and construction) Complete Phase 2 City Hall LID demonstration project Draft Project Scope for a potential $200,000 Grant award from FEMA for Cooperating Technical Partner Agreement Conduct Master Plan related activities including: Bow and Arrow Wash 100% design, Sinclair Wash, and Clay Ave. Wash basin studies Expand flood warning network Initiate pervious pavement demonstration project with NAU Annual Financial Plan Page 366 City of Flagstaff UTILITIES SECTION 331 STORMWATER PERFORMANCE MEASURES Priority: Management - Effective Governance 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: Risk Management reports, communication & feedback, injury reports, employee health & safety Tool: Verbal, e-mail, phone contact; ongoing safety training Frequency: Annual employee training Scoring: 100% - Section participation Trend:  Measures: a. Number of accidents resulting in injury b. Non-injury accidents c. Number of related lost work days d. Number of job related sick time (% of total) e. Safety training (hrs/person) CY 12 Actual 0 0 0 0 4 CY 13 Actual 0 0 0 0 4 CY 14 Estimated 100% 100% 100% 100% 100% CY 15 Proposed 100% 100% 100% 100% 100% Priority: Management - Resiliency and Preparedness Efforts and Customer Service 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. Provide timely responses to requests for information and assistance. Monitor areas of known drainage issues and develop a strategy for implementing corrective measures when fiscally possible. Type of Measure: Direct communication (phone, in person or e-mail) with affected customers. Tool: Verbal, e-mail, phone contact; site visit, field inspection Frequency: As received Scoring: 100% - Follow through whether solution is possible or not Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed a. Complaints received 17 50 30 30 Complaints resolved 13 30 15 30 c. No public infrastructure damages (100% = no 100% 95% 100% 100% damages; goal achieved) d. No damages/claims to private property (100% 100% 90% 100% 100% = no damages; goal achieved) Annual Financial Plan Page 367 City of Flagstaff UTILITIES SECTION 331 STORMWATER Priority: Management - Resiliency and Preparedness Efforts Goal: Drainage Channel Maintenance Program - Coordinate and oversee internal projects performed by streets channel maintenance crew as well as routine infrastructure maintenance. Objective: Monitor areas of known drainage issues and develop a strategy for implementing corrective measures where fiscally possible. Type of Measure: Direct communication (phone, in person or e-mail) with streets supervisor and/or affected customers. Tool: Field verification Frequency: As drainage issues are received and resolved. Scoring: 100% - Follow through whether solution is possible or not Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Annual miles of channels cleaned 6 6 6 6 Percent of catch basins and culverts cleaned 100% 100% 100% 100% Percent of inventory cleaned 75% 75% 75% 75% SECTION: 331-STORMWATER EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 467,411 51,924 14,472 $ 533,807 Adopted Budget 2013-2014 $ 488,646 107,045 36,460 $ 632,151 Estimated Expenditures 2013-2014 $ 488,646 112,629 21,860 $ 623,135 Proposed Budget 2014-2015 $ 434,456 338,392 36,779 $ 809,627 Budget-Budget Variance $ (54,190) 231,347 319 $ 177,476 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Engineering and Master Planning Operations Rio de Flag Restoration FEMA Flood Hazard Mitigation Studies TOTAL $ 254,831 17,289 261,687 533,807 $ 277,249 50,000 279,902 25,000 632,151 $ 277,249 65,984 279,902 623,135 $ 216,471 79,016 289,140 25,000 200,000 809,627 $ $ 809,627 809,627 $ (60,778) 29,016 9,238 200,000 177,476 SOURCE OF FUNDING: STORMWATER UTILITY FUND COMMENTARY: The Stormwater Utility operating budget has increase of 28% and there are no capital expenditures. Personnel Services decreases are due to an FTE position which is split between Utilities and Stormwater. Contractual increases overall are due to a FEMA grant. Commodities increased due to a water restoration grant. There are no major capital (>$10,000) expenditures planned for this section. Annual Financial Plan Page 368 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 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 our services an excellent choice for communities of Northern Arizona. Annual Financial Plan Page 369 City of Flagstaff NON DEPARTMENTAL SECTION 401 COUNCIL AND COMMISSIONS MISSION The mission of the City of Flagstaff is to enhance the quality of life of its citizens while supporting the values of the community. PROGRAM DESCRIPTION This division is the legislative branch of the City of Flagstaff’s Council-Manager form of Government. The City Council enacts local legislation, assesses community needs, sets the tax rate, determines and develops policies for the City Manager to implement, and adopts budgets. The Council appoints the City Manager, City Attorney, Court Magistrates, and individuals to various boards, commissions, and committees. SECTION: 401-COUNCIL AND COMMISSIONS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2012-2013 $ 327,523 69,124 3,691 $ 400,338 Adopted Budget 2013-2014 $ 337,042 74,710 2,445 $ 414,197 Estimated Expenditures 2013-2014 $ 337,042 74,710 2,445 $ 414,197 Proposed Budget 2014-2015 $ 307,281 79,510 5,245 $ 392,036 Budget-Budget Variance $ (29,761) 4,800 2,800 $ (22,161) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Boards and Commissions TOTAL $ 400,282 56 400,338 $ 414,197 414,197 $ 414,197 414,197 $ 392,036 392,036 $ (22,161) (22,161) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND ENVIRONMENTAL SERVICES FUND $ $ 248,304 15,748 13,224 4,303 57,885 6,553 3,491 35,355 7,173 392,036 COMMENTARY: The Council and Commissions operating budget has decreased 5% and there are no capital expenditures. Personnel Services decreases are due to a legislative change effecting the pension account for this section. Contractual increases are due to an increase in membership costs. Commodities increases are due to an increase in office supplies. There are no major capital (>$10,000) expenditures for this section. Annual Financial Plan Page 370 City of Flagstaff NON-DEPARTMENTAL SECTION 402 NON-DEPARTMENTAL PROGRAM DESCRIPTION This division accounts for all expenditures that are not specifically allocable to individual divisions or programs, e.g. property and liability insurance, unemployment insurance, audit fees, and capital equipment that benefit various departments (e.g. mainframe computer). Costs of this division are allocated to the respective departments based on a cost-allocation formulation. SECTION: 402-NON-DEPARTMENTAL EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2012-2013 $ 51,466 2,250,973 (32,924) 56,197 $ 2,325,712 Adopted Budget 2013-2014 $ (146,079) 3,070,158 (40,000) 4,245,000 $ 7,129,079 Estimated Expenditures 2013-2014 $ (246,079) 2,384,121 (40,000) 4,007,000 $ 6,105,042 Proposed Budget 2014-2015 $ (300,000) 2,852,061 (108,000) 438,000 $ 2,882,061 Budget-Budget Variance $ (153,921) (218,097) (68,000) (3,807,000) $ (4,247,018) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Service Partner Agencies Employee Benefits Insurance Consultants Copy Center Redevelopment Solar Project Phase 3 TOTAL $ 364,895 853,464 59,196 833,164 199,283 (1,290) 17,000 2,325,712 $ 4,257,535 883,559 57,500 1,144,492 395,740 29,171 361,082 7,129,079 $ 3,894,535 863,559 57,500 1,144,492 109,240 29,171 6,545 6,105,042 $ 420,694 949,132 57,500 689,492 405,706 5,000 354,537 2,882,061 $ (3,836,841) 65,573 (455,000) 9,966 (24,171) (6,545) (4,247,018) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND TRANSPORTATION FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND ENVIRONMENTAL SERVICES FUND $ $ 2,097,410 62,042 103,654 10,640 313,080 11,879 41,568 228,759 13,029 2,882,061 COMMENTARY: The Non-Departmental operating budget has decreased by 15% and capital expenditures total $438,000 resulting in an overall net decrease of 60%. Personnel Services have decreased because of the elimination of copy center staffing as we will outsource this service and the impact for salary savings planned for vacancies. Decrease in contractuals is due to reduction in insurance expense paid to the self insurance fund offset by increases related to Humane Society, carryover of legal fees, and downtown district fees. Commodities decreased related to the change of outsourcing the copy center. The major capital (>$10,000) is for the second floor quadrant remodeling ($293,000) and carryover of redevelopment funds ($145,000). Annual Financial Plan Page 371 City of Flagstaff NON-DEPARTMENTAL SECTION 404 NAIPTA-TRANSIT MISSION Getting you where you want to go. Our Vision: To create the finest transportation experience, making NAIPTA services an excellent choice for Northern Arizona communities. PROGRAM DESCRIPTION The Transit Division collects the portion of the transportation tax that is designated for Transit activities. Northern Arizona Intergovernmental Public Transportation Authority (NAIPTA) administers the Transit program per the Intergovernmental Agreement (IGA) between the City and NAIPTA. FY 14 ACCOMPLISHMENTS             Named the American Public Transportation Association’s Transit System of the Year Obtained over $3.3 million in competitive federal funding for transit capital Offered inaugural extended service on New Year’s Eve Launched a completely redesigned website aimed at better providing the information that riders are seeking Broke ground on Facility Expansion – adding 31 bus storage facility and on-site automated bus wash bldg. Purchased 60-foot articulated bus to handle peak loads on Route 10 Mountain Line Fixed Route Projected to increase ridership by 2%, from 1.85 M to 1.9 M Estimated to continue to decrease cost per boarding through increased efficiencies Upgraded more than 25 stops – increasing visibility, ADA access, safety of stops, and improving passenger comfort Improved fuel economy and lowered maintenance cost by retiring most of the oldest El Dorado buses Achieved 85% Hybrid Electric Fleet with addition of 6 more buses delivered Began implementation of new fare collection and people counter systems on all Mountain Line vehicles to streamline the boarding process and gather useful data Mountain Lift Para-Transit  Continued to promote use of Taxi Voucher service, providing more options to riders and costing less to provide  Continued to improve trips per service hour, achieving 3.20 trip per hour  Maintain on-time performance of 99% without sacrificing trips or service  Prepare to launch Van-Pool service from outlying areas of County into the City FY 15 NEW INITIATIVES AND GOALS        Obtain additional funding from Federal Transit Administration and other sources Complete implementation of new fare collection system Launch new service in Bow and Arrow neighborhood and on Milton Road Complete construction of Facility Expansion Prepare to launch 15 minute frequency on a new cross-town “Spine” Route Increase awareness and use of electronic information, including route status and public information process Increase available federal transit funds by achieving “Small Transit Intensive City” status Annual Financial Plan Page 372 City of Flagstaff NON-DEPARTMENTAL SECTION 404 NAIPTA-TRANSIT PERFORMANCE MEASURES Priority: Regional Plan (2030) – Transportation, Transit (Goal T.7) Goal: Provide a high-quality, safe, convenient, accessible public transportation system, to serve as an attractive alternative to single-occupant vehicles where feasible. Objective: 2.5% increase of riders using existing services and routes. Type of Measure: Program efficiency Tool: Calculation of data, real-time tracking system Frequency: Quarterly Scoring: 90%+ progressing Trend:  FY 12 FY 13 FY 14 FY 15 Measures: Actual Actual Estimated Proposed Total Ridership 1,748,333 1,840,330 1,877,654 1,891,420 Average Riders per Day 4,816 5,070 5,173 5,211 On-time Performance 84% 85% 90% 95% Priority: Regional Plan (2030) – Transportation, Safe and Efficient Multimodal Transportation (Goal T.2) Goal: Improve transportation safety and efficiency for all modes. Objective: Identify efficiencies to maintain and control costs. Type of Measure: Program efficiency Tool: Calculation of data Frequency: Monthly Scoring: 95% progressing Trend:  FY 12 FY 13 FY 14 FY 15 Measures: Actual Actual Estimated Proposed Operational Cost per Hour $71.23 $70.89 $69.95 $75.89 Administrative Cost per Hour $14.21 $15.66 $16.78 $18.10 Priority: Regional Plan (2030) – Transportation, Safe and Efficient Multimodal Transportation (Goal T.2) Goal: Improve transportation safety and efficiency for all modes. Objective: Identify efficiencies to maintain and control costs. Type of Measure: Program efficiency Tool: Calculation of data Frequency: Monthly Scoring: 95% progressing Trend:  FY 12 FY 13 FY 14 FY 15 Measures: Actual Actual Estimated Proposed Cost per Passenger $2.77 $2.85 $2.75 $2.98 Farebox Return 27.7% 25.8% 25.9% 23.9% Annual Financial Plan Page 373 City of Flagstaff NON-DEPARTMENTAL SECTION 404 NAIPTA-TRANSIT Priority: Regional Plan (2030) – Transportation, Mobility and Access (Goal T.1) Goal: Improve mobility and access throughout the region. 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 12 FY 13 FY 14 FY 15 Measures: Actual Actual Estimated Proposed Service Hours 57,661 60,655 60,655 61,955 Revenue Miles 715,357 754,864 754,864 772,854 Priority: Regional Plan (2030) – Transportation, Mobility and Access (Goal T.1) Goal: Improve mobility and access throughout the region. Objective: 1) Install previously developed shelters at locations along routes to provide amenities like shade, shelter, and resting at bus stops. 2) Develop maintenance and storage yard on currently undeveloped section of NAIPTA property, increasing infrastructure and support capacity through bus wash station, on-site fueling, and additional garage parking for vehicles. Type of Measure: Outcome Tool: Schedule for construction, calculation of data Frequency: Semi-annual Scoring: 75 – 90% average Trend:  FY 12 FY 13 FY 14 FY 15 Measures: Actual Actual Estimated Proposed Identify Sites and Implement Passenger Shelter 69 78 99 125 and Amenities (total # of sites) Construct Maintenance/Storage Yard SECTION: 0 .5 .5 404-NAIPTA/TRANSIT EXPENDITURES BY CATEGORY: Contractuals TOTAL Actual Expenditures 2012-2013 $ 4,014,833 $ 4,014,833 Adopted Budget 2013-2014 $ 5,738,691 $ 5,738,691 Estimated Expenditures 2013-2014 $ 4,732,012 $ 4,732,012 Proposed Budget 2014-2015 $ 4,553,942 $ 4,553,942 Budget-Budget Variance $ (1,184,749) $ (1,184,749) $ $ $ $ $ $ $ $ 4,553,942 4,553,942 $ $ $ $ 4,553,942 4,553,942 EXPENDITURES BY PROGRAM: Transit Contribution TOTAL 4,014,833 4,014,833 5,738,691 5,738,691 4,732,012 4,732,012 (1,184,749) (1,184,749) SOURCE OF FUNDING: TRANSPORTATION FUND COMMENTARY: The Transit budget has decreased by 25% this fiscal year due to larger capital funding needed in FY 2013-2014. 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 374 City of Flagstaff CAPITAL IMPROVEMENTS FY 2015 CAPITAL IMPROVEMENT PROGRAM The Capital Improvement Program (CIP) for FY 2015 represents a $93.3 million investment of public funds in infrastructure and public facilities. The project mix has changed from prior years to 59.2% of the funding being provided on the pay-as-you-go basis versus 46.8% in FY 2014. The major projects in this year’s budget are Flagstaff Watershed Protection Project, West/Arrowhead Improvements, Switzer Canyon Transmission Line, Rehab Airport Access / Public Circulation Road, Court Facility, and Core Services Maintenance Facility. This year’s capital improvement program is funded 29.2% through debt financing including the 2013 Streets/Utility projects, FUTS/Open Space and Flagstaff Watershed Protection Project. The grant funding of 11.6% 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 52.8% 12.5% 3.1% 5.1% 7.9% 7.0% 6.1% 0.9% 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: 49,244,926 11,662,182 2,871,134 4,743,573 7,398,456 6,528,400 5,666,635 818,000 4,323,096 93,256,402 Pay-As-You-Go Debt Grants PROGRAM CATEGORIES 59.2% 29.2% 11.6% 100.0% $ 55,191,508 27,246,323 10,818,571 93,256,402 SOURCES OF FUNDING General Government 52.8% Pay-As-You-Go 59.2% Streets / Transportation 12.5% Stormwater Utility 4.6% Solid Waste 0.9% $ Debt 29.2% FUTS 3.1% BBB 5.1% Airport 6.1% Annual Financial Plan Wastewater 7.0% Grants 11.6% Water 7.9% Page 375 City of Flagstaff distribution received for the most recent twelve month period by the City. FINANCING THE CAPITAL PLAN The major sources of financing capital improvements in the upcoming fiscal year are: Operating Funds Debt Financing Grants 59.2% 29.2% 11.6% The rating agencies (Standard and Poors' Corp. and Moody Investors, Inc.) view 15% from operating funds as highly favorable. The City currently is financing 59.2% 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. $55.1 million is outstanding on July 1, 2014, and the City has $40.2 million in available capacity at the 6% debt margin and $78.8 million in available capacity at the 20% debt margin as of July 1, 2014. 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 interest, cannot exceed 50% of the HURF Annual Financial Plan 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 $48.68 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. On July 1, 2014, $1.8 million, $3.6 million and $33.7 million is outstanding for GO, Revenue, and loans payable, respectively. 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, 2014, $8.6 million is outstanding. Page 376 City of Flagstaff 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, 2014 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. 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 $3.2 million is still outstanding as of June 30, 2014. 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. 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. Annual Financial Plan Page 377 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 57.6% of capital improvements on a pay as you go basis. Capital improvements that are considered ongoing improvements and maintenance required expenditures are built into the rate structure of the two enterprise funds (Utilities and Environmental Services). Additionally, the City has sinking reserve funds for landfill closure. 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 378 City of Flagstaff Annual Financial Plan Page 379 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2014-2015 GENERAL GOVERNMENT APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 SECT 105 152 158 201 402 421 421 421 422 424 425 426 PROJECT FHA Office Improvements Facilities Improvements Bushmaster Park Brownfield Assessment Redevelopment FUTS / Open Space Land Acquisition Rose Avenue La Plaza Vieja Innovation Mesa Core Services Maintenance Facility Watershed Protection Project Court Facility TOTAL GENERAL GOVERNMENT CARRYOVER FY 2014 $ 1,065,209 145,000 1,288,160 495,191 28,275,000 1,380,000 7,250,000 $ 39,898,560 BUDGET FY 2015 50,000 480,000 1,085,000 281,500 145,000 1,076,094 1,429,000 5,000 7,228,509 28,295,000 1,919,823 7,250,000 49,244,926 BONDS GRANTS 281,500 4,394,303 4,675,803 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 SECT 105 152 158 201 402 421 421 421 422 424 425 426 PROJECT FHA Office Improvements Facilities Improvements Bushmaster Park Brownfield Assessment Redevelopment FUTS / Open Space Land Acquisition Rose Avenue La Plaza Vieja Innovation Mesa Core Services Maintenance Facility Watershed Protection Project Court Facility TOTAL GENERAL GOVERNMENT Annual Financial Plan $ $ Page 380 1,085,000 1,076,094 1,429,000 5,000 2,834,206 14,000,000 1,919,823 4,300,000 26,649,123 OTHER 50,000 480,000 145,000 14,295,000 2,950,000 17,920,000 TOTAL 50,000 480,000 1,085,000 281,500 145,000 1,076,094 1,429,000 5,000 7,228,509 28,295,000 1,919,823 7,250,000 49,244,926 City of Flagstaff Annual Financial Plan Page 381 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2014-2015 STREETS/TRANSPORTATION APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 SECT 112 112 112 112 112 112 112 112 112 112 112 162 162 162 162 162 162 PROJECT Bike / Ped and Safety Improvement Transportation Planning and Programming Reserve for Transportation Improvements West / Arrowhead Improvement Industrial Drive / Fanning Wash Traffic Signal Program Beulah Blvd / University Drive HSIP Program Soliere Avenue - Fanning Wash Crossing Franklin Safety Improvements 4th Street Safety Improvements Reserve for Improvements Minor Transportation Improvements Sidewalk Replacement Program Street Improvement Program Sunnyside Business F 40 Overlay TOTAL STREETS AND TRANSPORTATION CARRYOVER FY 2014 $ 2,119,000 516,115 423,660 172,982 850,000 $ 4,081,757 BUDGET FY 2015 121,000 90,000 167,500 2,119,100 2,267,140 423,660 1,500,000 79,000 250,000 250,000 270,000 50,000 50,000 15,000 2,968,982 850,000 190,800 11,662,182 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 SECT 112 112 112 112 112 112 112 112 112 112 112 162 162 162 162 162 162 PROJECT Bike / Ped and Safety Improvement Transportation Planning and Programming Reserve for Transportation Improvements West / Arrowhead Improvement Industrial Drive / Fanning Wash Traffic Signal Program Beulah Blvd / University Drive HSIP Program Soliere Avenue - Fanning Wash Crossing Franklin Safety Improvements 4th Street Safety Improvements Reserve for Improvements Minor Transportation Improvements Sidewalk Replacement Program Street Improvement Program Sunnyside Business F 40 Overlay TOTAL STREETS AND TRANSPORTATION Annual Financial Plan HURF $ $ Page 382 50,000 50,000 15,000 2,968,982 850,000 10,876 3,944,858 TRANSPORTATION 121,000 90,000 167,500 2,119,100 2,267,140 423,660 1,500,000 79,000 250,000 250,000 270,000 7,537,400 GRANTS 179,924 179,924 TOTAL 121,000 90,000 167,500 2,119,100 2,267,140 423,660 1,500,000 79,000 250,000 250,000 270,000 50,000 50,000 15,000 2,968,982 850,000 190,800 11,662,182 City of Flagstaff Annual Financial Plan Page 383 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2014-2015 FUTS APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 SECT 111 111 111 111 111 111 111 111 111 111 111 111 111 111 111 111 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 Fourth Street Trail Pine Knoll Trail Hospital Rim FUTS Trail Brannen Connector High Country Trail Sheep Crossing Trail Lonetree Trail Ponderosa Trail Rehab TOTAL BBB CARRYOVER FY 2014 $ 4,000 168,989 20,000 5,000 1,311,260 30,949 133,000 10,000 259,260 40,000 $ 1,982,458 BUDGET FY 2015 50,000 4,000 169,034 5,000 20,000 141,350 1,315,200 37,000 133,000 10,000 266,750 40,000 280,000 125,000 100,000 174,800 2,871,134 TRANSPORTATION $ 50,000 169,034 5,000 20,000 141,350 1,315,200 37,000 7,581 10,000 266,750 40,000 280,000 125,000 100,000 174,800 $ 2,741,715 GRANTS 4,000 125,419 129,419 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 SECT 111 111 111 111 111 111 111 111 111 111 111 111 111 111 111 111 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 Fourth Street Trail Pine Knoll Trail Hospital Rim FUTS Trail Brannen Connector High Country Trail Sheep Crossing Trail Lonetree Trail Ponderosa Trail Rehab TOTAL BBB Annual Financial Plan Page 384 TOTAL 50,000 4,000 169,034 5,000 20,000 141,350 1,315,200 37,000 133,000 10,000 266,750 40,000 280,000 125,000 100,000 174,800 2,871,134 City of Flagstaff Annual Financial Plan Page 385 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2014-2015 BBB APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 SECT 158 158 158 158 158 212 212 212 212 212 212 212 212 212 212 212 212 212 212 212 216 216 216 216 216 216 216 PROJECT Bushmaster Park Tennis Courts Replacements (4) Second Chiller Aquaplex Improvements Ice Rink Improvements Special Projects and Unprogrammed Work Historic Facades 4th Street Neighborhood Gateway Neighborhood Gardens 4th Street Corridor Improvements Butler Avenue - North Edge Fort Valley Road Enhancements Beautification in Action Lockett Avenue - North Edge Milton Avenue - North Edge Capital Repair Project Train Station Platform City Gateways Non-Conforming Sign Program Gutter Diversions - Sustainable Streets Kings House Mural Fort Valley Wall Art in the Alley West Rt 66 - North Edge Utility Box Art Airport Murals TBD TOTAL BBB CARRYOVER FY 2014 $ 169,113 10,000 1,300,000 392,500 20,000 $ 1,891,613 BUDGET FY 2015 581,460 480,000 250,000 60,000 145,000 60,000 50,000 169,113 10,000 1,537,100 492,500 20,000 12,500 50,000 20,000 50,000 300,000 75,000 80,000 100,000 25,000 25,000 50,000 10,000 12,500 70,000 8,400 4,743,573 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 SECT 158 158 158 158 158 212 212 212 212 212 212 212 212 212 212 212 212 212 212 212 216 216 216 216 216 216 216 PROJECT Bushmaster Park Tennis Courts Replacements (4) Second Chiller Aquaplex Improvements Ice Rink Improvements Special Projects and Unprogrammed Work Historic Facades 4th Street Neighborhood Gateway Neighborhood Gardens 4th Street Corridor Improvements Butler Avenue - North Edge Fort Valley Road Enhancements Beautification in Action Lockett Avenue - North Edge Milton Avenue - North Edge Capital Repair Project Train Station Platform City Gateways Non-Conforming Sign Program Gutter Diversions - Sustainable Streets Kings House Mural Fort Valley Wall Art in the Alley West Rt 66 - North Edge Utility Box Art Airport Murals TBD TOTAL BBB Annual Financial Plan $ $ Page 386 BBB 581,460 480,000 250,000 60,000 145,000 60,000 50,000 169,113 10,000 1,537,100 492,500 20,000 12,500 50,000 20,000 50,000 300,000 75,000 80,000 100,000 25,000 25,000 50,000 10,000 12,500 70,000 8,400 4,743,573 BONDS - TOTAL 581,460 480,000 250,000 60,000 145,000 60,000 50,000 169,113 10,000 1,537,100 492,500 20,000 12,500 50,000 20,000 50,000 300,000 75,000 80,000 100,000 25,000 25,000 50,000 10,000 12,500 70,000 8,400 4,743,573 City of Flagstaff Annual Financial Plan Page 387 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2014-2015 WATER APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 SECT 301 301 370 370 370 370 370 370 370 370 370 370 370 370 370 370 370 370 370 PROJECT SCADA Communication Towers Vehicle Equipment Storage Aging Water Infrastucture Replacement Radio Read Meter Replacements Switzer Canyon Transmission 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 McCallister Ranch Water Rate Study Cheshire Tank Repairs Future Water Rights Lake Mary Well #2 - 12" Pipeline NAZ Water Supply Feasibility Leroux St Waterline / Sewerline TOTAL WATER CARRYOVER FY 2014 $ 73,600 50,000 245,932 110,433 106,500 444,000 200,000 108,702 182,834 600,000 148,400 300,000 592,000 321,000 110,000 $ 3,593,401 BUDGET FY 2015 225,000 73,600 284,128 350,000 1,525,545 110,433 106,500 444,000 300,000 200,000 170,960 265,720 1,050,000 148,400 300,000 597,200 321,000 110,000 815,970 7,398,456 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 SECT 301 301 370 370 370 370 370 370 370 370 370 370 370 370 370 370 370 370 370 PROJECT SCADA Communication Towers Vehicle Equipment Storage Aging Water Infrastucture Replacement Radio Read Meter Replacements Switzer Canyon Transmission 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 McCallister Ranch Water Rate Study Cheshire Tank Repairs Future Water Rights Lake Mary Well #2 - 12" Pipeline NAZ Water Supply Feasibility Leroux St Waterline / Sewerline TOTAL WATER Annual Financial Plan OPERATING 225,000 73,600 284,128 290,000 1,525,545 110,433 106,500 444,000 190,000 200,000 170,960 265,720 1,050,000 148,400 300,000 321,000 110,000 815,970 $ 6,631,256 $ Page 388 BONDS 597,200 597,200 GRANTS 60,000 110,000 170,000 TOTAL 225,000 73,600 284,128 350,000 1,525,545 110,433 106,500 444,000 300,000 200,000 170,960 265,720 1,050,000 148,400 300,000 597,200 321,000 110,000 815,970 7,398,456 City of Flagstaff Annual Financial Plan Page 389 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2014-2015 WASTEWATER APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 SECT 313 375 375 375 375 375 375 375 375 375 375 375 375 375 PROJECT COGEN Improvements WWTP Energy Efficiency Program Wildcat Solids Disposal Wildcat Septage and Grease Station Wildcat Centrate Bushmaster RW Pump Station Wildcat RW Pump Station and Piping Wildcat Bar Screens Aging Sewer Infrastructure Replacements Rio de Flag Sewer Replacements Reserve for Improvements Picture Canyon Bonito Sewer Replacement Sinclair Sewer Replacement TOTAL WASTEWATER CARRYOVER FY 2014 $ 498,400 823,000 400,000 347,225 242,000 $ 260,000 2,570,625 BUDGET FY 2015 340,000 948,400 823,000 600,000 450,000 495,000 850,000 400,000 430,000 242,000 300,000 260,000 320,000 70,000 6,528,400 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 SECT 313 375 375 375 375 375 375 375 375 375 375 375 375 375 PROJECT COGEN Improvements WWTP Energy Efficiency Program Wildcat Solids Disposal Wildcat Septage and Grease Station Wildcat Centrate Bushmaster RW Pump Station Wildcat RW Pump Station and Piping Wildcat Bar Screens Aging Sewer Infrastructure Replacements Rio de Flag Sewer Replacements Reserve for Improvements Picture Canyon Bonito Sewer Replacement Sinclair Sewer Replacement TOTAL WASTEWATER Annual Financial Plan OPERATING 340,000 948,400 823,000 600,000 450,000 495,000 850,000 400,000 430,000 242,000 300,000 320,000 70,000 $ 6,268,400 $ Page 390 GRANT 260,000 260,000 TOTAL 340,000 948,400 823,000 600,000 450,000 495,000 850,000 400,000 430,000 242,000 300,000 260,000 320,000 70,000 6,528,400 City of Flagstaff Annual Financial Plan Page 391 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2014-2015 AIRPORT APPROPRIATIONS 1 2 3 SECT PROJECT 222 Sustainability Master Plan 222 Rehab Airport Access/Public Circulation Road 222 Westplex Taxiway - Rehab Phase II TOTAL AIRPORT CARRYOVER FY 2014 $ 1,870,127 $ 1,870,127 BUDGET FY 2015 296,508 3,500,000 1,870,127 5,666,635 GRANTS 282,735 3,337,428 1,783,261 $ 5,403,425 OTHER 13,773 162,572 86,866 263,210 SOURCES OF FUNDING 1 2 3 SECT PROJECT 222 Sustainability Master Plan 222 Rehab Airport Access/Public Circulation Road 222 Westplex Taxiway - Rehab Phase II TOTAL AIRPORT Annual Financial Plan $ Page 392 TOTAL 296,508 3,500,000 1,870,127 5,666,635 City of Flagstaff Annual Financial Plan Page 393 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2014-2015 SOLID WASTE APPROPRIATIONS 1 2 3 4 5 SECT 165 165 165 165 165 PROJECT Stormwater Infrastructure Maintenance Building Alternative Liner Test Pilots Paper Sludge Storage Road Extension TOTAL SOLID WASTE CARRYOVER FY 2014 $ 34,000 49,000 $ 83,000 BUDGET FY 2015 44,000 150,000 75,000 500,000 49,000 818,000 OPERATING 44,000 150,000 75,000 500,000 49,000 $ 818,000 TOTAL 44,000 150,000 75,000 500,000 49,000 818,000 SOURCES OF FUNDING 1 2 3 4 5 SECT 165 165 165 165 165 PROJECT Stormwater Infrastructure Maintenance Building Alternative Liner Test Pilots Paper Sludge Storage Road Extension TOTAL SOLID WASTE Annual Financial Plan $ Page 394 City of Flagstaff Annual Financial Plan Page 395 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2014-2015 STORMWATER UTILITY APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 SECT 385 385 385 385 385 385 385 385 385 385 385 PROJECT Rio de Flag Project Rio Parking Replacement Spot Improvement - Annual Spot Improvement - 5 Points Spot Improvement - Rio Culvert Spot Improvement - Clay Ave Wash Spot Improvement - Fanning / Steves Culvert Spot Improvement - Columbia Circle Spot Improvement - City Prop 116 Butler Spot Improvement - Schultz Creek Design Phase I Spot Improvement - Cottage and Elden TOTAL STORMWATER UTILITY CARRYOVER FY 2014 $ 2,338,796 1,200,000 108,550 29,800 $ 3,677,146 BUDGET FY 2015 2,338,796 1,200,000 75,000 175,000 10,000 1,500 35,000 338,000 29,800 90,000 30,000 4,323,096 OPERATING $ 2,338,796 1,200,000 75,000 175,000 10,000 1,500 35,000 338,000 29,800 90,000 30,000 $ 4,323,096 TOTAL 2,338,796 1,200,000 75,000 175,000 10,000 1,500 35,000 338,000 29,800 90,000 30,000 4,323,096 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 SECT 385 385 385 385 385 385 385 385 385 385 385 PROJECT Rio de Flag Project Rio Parking Replacement Spot Improvement - Annual Spot Improvement - 5 Points Spot Improvement - Rio Culvert Spot Improvement - Clay Ave Wash Spot Improvement - Fanning / Steves Culvert Spot Improvement - Columbia Circle Spot Improvement - City Prop 116 Butler Spot Improvement - Schultz Creek Design Phase I Spot Improvement - Cottage and Elden TOTAL STORMWATER UTILITY Annual Financial Plan Page 396 City of Flagstaff Annual Financial Plan Page 397 City of Flagstaff FY 2015 PROJECT DESCRIPTIONS GENERAL GOVERNMENT 1. FHA Office and Building Improvements: Improvements will include replacing roof and updating kitchen components. 2. Facilities Improvements: Funding provided to assist in improving City facilities as it related to the Quality Infrastructure Committee. Projects to be determined. 3. Parks and Recreation (Bushmaster Park): 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. 4. 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. 5. 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. 6. 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. 7. Rose Avenue: Water and sewer replacements and full street reconstruction from Third Street to Cedar Avenue. Annual Financial Plan 8. La Plaza Vieja: Provide for new water and sewer improvements; replace miscellaneous concrete curb, gutter, sidewalk, and valley gutters. Pavement resurfacing or apply chip seal to the neighborhood streets. 9. 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. 10. Core Services Maintenance Facility: Continue to pursue the addition of a new Maintenance Facility. 11. 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. 12. Court Facility: Budget appropriation for Municipal Courts improvements, renovations or relocation contingent on availability of funding. STREETS/TRANSPORTATION 1. Bike / Pedestrian and Safety Improvements: Annual appropriation for infrastructure enhancements which provide improved safety and accessibility for bicyclists, pedestrians and vehicular traffic. 2. 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. 3. 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). Page 398 City of Flagstaff 4. West / Arrowhead Improvement: Completion of construction of collector street improvements at West Street and Arrowhead Avenue as authorized by the local transportation tax approved in May 2000. 5. 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 BNSF right-ofway. 6. 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. 7. Beulah Blvd / University Drive: Upgrade the intersection to current Engineering Standards. Improvements include new curbs & gutter, sidewalks, access ramps, traffic signal, lighting, drainage, FUTS trail, landscaping, and signing & marking. 8. HSIP Program: The HSIP Program is a federally-funded grant program through the Flagstaff Metropolitan Organization (FMPO) under the Transportation Improvement Program (TIP). Projects are either systematic or spot specific. 9. Soliere Avenue – Fanning Wash Crossing: Design and construct a culvert beneath Soliere at Fanning Wash and realign the profile of the road to allow for a safe all-weather crossing at this location. 10. Franklin Safety Improvements: A project to install safety / traffic calming devices on Franklin Avenue. This project was initiated through public requests and process by the Transportation Commission. Annual Financial Plan th 11. 4 Street Safety Improvements: A project to install safety improvements to improve the pedestrian environment along and crossing Fourth Street. Project elements include new Pedestrian Actuated Signals including raised pedestrian refuges, sidewalks, landscaped parkways, and improved lighting. 12. Reserve for Improvements: Annual allocation for un-programmed street improvements and/or City participation in projects of other agencies (i.e.: ADOT, BNSF, NAU). 13. 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. 14. Sidewalk Replacement Program: Provides replacement of curb, gutter and sidewalk in cases where property owners contribute 50% of replacement costs. 15. A) Street Improvement Program: City-wide annual pavement maintenance consisting of crack sealing, seal coating and asphalt overlay and ADA sidewalk compliance. B) 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. 16. Sunnyside: Additional reconstruction. neighborhood street 17. Business F 40 Overlay: Design of crack patching and asphalt mill and overlay on approximately 9,200 LF of Frontage Road 40 in East Flagstaff. FUTS 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. Page 399 City of Flagstaff 3. Arizona Trail: Construction of 3,300 LF of aggregate FUTS Trail with rock retaining walls from Route 66 to the top of McMillan Mesa. This segment will complete 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. 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 Pine Cliff Drive. To the east, the trail 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 and provide a new connection point to the Flagstaff Mall property for pedestrians using the Mall Transfer Center. 9. Fourth Street Trail: Design for missing segments of concrete trail along the west side of Fourth Street from Huntington Drive to Butler Avenue. 10. Pine Knoll Trail: Design and start of construction of trail planned along the north side of Pine Knoll Drive. Completes a connection between San Francisco Street and Lone Tree Road. Annual Financial Plan 11. 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. 12. 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. 13. 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. 14. Sheep Crossing Trail: The planned trail follows an existing, well-used social trail from Pulliam Drive to Fort Tuthill south of the Ponderosa Trails Neighborhood. The trail will use an existing underpass, originally built for moving sheep herds under I-17. 15. Lone Tree Trail: This project will complete several missing segments of FUTS trail along Lone Tree Road between Butler Avenue and Pine Knoll Drive. 16. Ponderosa Trail Rehab: Rehabilitation of the existing paved FUTS trail adjacent to Pulliam Drive between the Ponderosa Trails neighborhood and Pulliam Airport. BBB (Arts and Science, Recreation, and Beautification) 1. Bushmaster Park: Design and construction of park improvements, utilizing $1.1 million from a voter approved bond. These improvements will improve access to the park and provide new recreational facilities. 2. Four (4) Tennis Courts Replacement: Design and construction for the replacement of the existing tennis courts at the Flagstaff Recreation Center. BBB Recreation Funds will be used for this project. 3. Second Chiller: The second chiller will be fully connected and operational in FY15. This will include plumbing to new cooling tower and the existing glycol cooling system and the installation of a control panel. Page 400 City of Flagstaff 4. Aquaplex Improvements: Three projects, which will consist of removal and replacement of the fake rock in pool area, installation of control access point, and the construction of a chemical storage building. 5. Ice Rink Improvements: HVAC improvements to address the humidity and air flow issues at the ice rink. 6. 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. 7. Historic Facades: A very successful program to assist property owners with preservation of historic properties, building, and signs. Distribution overseen by Historic Preservation Commission. 8. 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. 9. 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. 10. Fourth Street Corridor Improvements: To be determined – per the Fourth Street Corridor Study – North. 11. 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. 12. 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. 13. 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. Annual Financial Plan 14. Lockett Avenue – North Edge: Landscaping of peninsula of Right of Way area between US 89 and Kaspar Drive. 15. Milton Avenue – North Edge: Landscaping at the Right of Way in front of Barnes & Noble. 16. Capital Repair Project: Three projects consisting of maintaining landscaping in the Crazy Bill’s median, planting at Colton Community Park, and maintaining the Right of Way on Milton Road west of former Home Alternatives building. 17. Train Station Platform: The installation of a sub-surface drainage system under the existing brick pavers at the Visitor’s Center. 18. City Gateways: Project addresses the aesthetics of Milton Road from Interstate 17 Northbound. 19. Non-Conforming Sign Program: This program would purchase non-conforming signs on condition of the installation of conforming signs to enhance the public realm. 20. Gutter Divisions – Sustainable Streets: Addition of diversions of street stormwater to municipal landscaped areas. 21. Kings House Mural: Formerly privately proposed Route 66 themed mural location. Motel donated wall for BPAC use. Commission likes location, but is considering theme in light of recent works. 22. Fort Valley Wall: Wall of the Fort Valley Shopping Center that faces Fort Valley Road. Large concrete wall that is often tagged. Commission discussed three-dimensional art works. 23. Art in the Alley: Using art to enhance downtown alleys and to discourage tagging. 24. West Rt 66 – North Edge: Possible art component of Beautification project at the Right of Way in front of Barnes & Noble. This project would complement Milton Avenue – North Edge project. 25. Utility Box Art: This project would decorate utility boxes in the community. Serves aesthetic and anti-tagging role. Page 401 City of Flagstaff 26. Airport Murals: Pulliam Airport terminal has a series of walls on the north elevation of the main lobby space that would be ideal for a series of murals depicting Northern Arizona destinations. 9. Reserve for Improvements: Annual reserve for unanticipated line replacements, oversizing and participation with developers that may occur during the fiscal year. 27. TBD: Projects as designated by the City Council or via the Budget Committee. 10. 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. WATER 1. SCADA Communication Towers: Installation of three prefabricated 80 foot SCADA Radio Communication towers at three property sites for use with the Utilities SCADA Controls system. Project will improve on the remote monitoring and controls of remote water wells and other facilities spread throughout the service area. 2. Vehicle Equipment Storage: Construction of equipment storage shelter fro equipment and vehicles at the Lake Mary Water Treatment Plant. 3. 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. 4. Radio Read Meter Replacements: Annual replacement of water meters to new style radio read meters. 5. Switzer Canyon Transmission Line: Replace the aging 16” CI waterline from Route 66 to the Reservoir Filtration Plant. The project will be broken up into several phases. 6. West / Arrowhead Waterline: Completion of construction of aging waterline in Sunnyside Neighborhood. West Street from Johnson Avenue to Aroowhead Avenue, Arrowhead Avenue from West Street to Route 66. 7. 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. 11. San Francisco Alley Waterline: Replace 240 feet of water and sewer mains in the alley just west of San Francisco Street, between Benton and Cottage Streets. 12. Walapai Drive Alley Waterline: Provide new water service connections to the residents that are connected to an aging 2” waterline in the alley adjacent to Walapai and Mohawk Drive. Install new 8” water main to improve service to residents within the Bow and Arrow neighborhood. 13. 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. 14. 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. 15. Cheshire Tank Repairs: Inspect and repair of the Cheshire Steel Tank. Existing tank is leaking. Rehabilitation of the tank requires structural repair and panting of the inside and outside of tank surfaces. 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. 8. 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. Annual Financial Plan Page 402 City of Flagstaff 18. NAZ Water Supply Feasibility: A cooperative effort with the US Bureau of Reclamation to conduct the preliminary study efforts for a required Environmental Impact Statement pertaining to the future pumping of groundwater at Red Gap Ranch. This Resource Evaluation will identify and quantify the biological and hydrological resources in the Red Gap Ranch area and then identify and evaluate any longterm impacts due to the City’s future pumping. 19. Leroux St. Waterline / Sewer Line: This project will design, permit and construct 3,200 feet of new 8-inch pipeline to replace aging and leaking pipeline in the City’s water system. The 8-inch Cast Iron waterlines to be replaced were originally installed in 1900 are a high priority pipeline improvements contained in the Waterline Replacement Program. Through this project the City is improving water supply reliability in the downtown area as well as providing for additional in-fill development in the future. WASTEWATER & RECLAIMED WATER 1. Cogen Improvements: Improvements to the Wildcat Hill co-generation unit digester gas delivery system. This project will construct new digester gas delivery system piping, gas moisture removal system, control equipment, and modifications to limited portions of the gas distribution piping. Project will increase the flow of digested gas to the existing co-generation Jenbacher engine to support operations. 2. 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. 3. 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. 4. Wildcat Septage & Grease Station: Installation of a new Septage and Grease Receiving Station at the Wildcat Hill WWTP facility. The project will add a grease concentrator to remove water that otherwise goes to digesters requiring additional heating and reducing solids concentration. The project would include a trash removal mechanism to reduce trash entering the digester. Annual Financial Plan 5. Wildcat Centrate: Evaluate and implement a batch sidestream treatment process to remove ammonia and nitrogen from the centrate returning to the Wildcat Hill WWTP plant process. The Wildcat Hill WWTP solids handling process of the digested sludge results in high levels of ammonia and nitrates returning to the plant process that disrupt the plant treatment process and negatively impact the plant from meeting necessary effluent permit levels. This project will develop physical / chemical and biological options for dealing with the Centrate in order to help improve the plants effluent quality. 6. Bushmaster – RW Pump Station: Design and construction of new reclaim water pump station located in Bushmaster Park. This project is necessary for utility operations in order to provide more reclaim water to the reclaim water system and the Buffalo Park storage tank. 7. Wildcat – RW Pump Station: Replace existing reclaim water pump station at the Wildcat Hill facility. Equipment is at the end of its useful life. This project is necessary for utility operations in order to provide more reclaim water to the reclaim water system and the Buffalo Park storage tank. 8. Wildcat Bar Screens: Replacement of two existing bar screens at the headwork’s of the Wildcat Hill facility. 9. 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. 10. 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. 11. Reserve for Improvements: Annual Reserve for unanticipated line replacement, oversizing. 12. Picture Canyon: Realign Rio de Flag channel to original configuration. 13. Bonito Sewer Replacement: Design and start of construction for four blocks of sewer and water improvements between Santa Fe Avenue and Elden Avenue. Includes concrete and asphalt surface improvements and stormwater drainage. Page 403 City of Flagstaff 14. Sinclair Sewer Improvement: The project will replace approximately 200 feet of existing 30inch sewer line that is damaged and outside the existing roadway along Sinclair Wash. The project will eliminate a sewer line backup condition and potential sanitary sewer overflow condition that exists within this area of the sewer system. AIRPORT 1. Sustainability Master Plan: To assist the Airport in maintaining high and stable levels of economic growth, protect the environment while recognizing the needs of the stakeholders. 2. Rehab Airport Access / Public Circulation Road: This project will mill the asphalt on Pulliam drive from JW Powell to the Terminal. It includes sub-base, new asphalt, and street markings. 3. Westplex Taxiway – Rehab Phase II: This project is milling the asphalt around the aircraft storage area of the airport and replacing with new asphalt. 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. Maintenance Building: The installation of an overhead crane at the landfill maintenance building. There will also be an upgrade in the power supply to accommodate the new crane. This will allow a more efficient maintenance of onsite equipment. 3. Alternative Liner Test Plots: These test plots are going to help staff determine the effectiveness of using the paper sludge as an Alternative Lining/Cap at the Landfill. 4. Paper Sludge Storage: Staff has determined that in order to preserve enough paper sludge for use in the Alternative Lining/Cap, we will need to begin separating and storing the paper sludge. This project will prepare (excavate) a site in the Landfill where the sludge will be stored for future use. 5. Road Extension: Street infrastructure related to access of SCA loading area. Annual Financial Plan 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. 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 – 5 Points: Open channel installed and extension of box culvert at the Milton and Butler intersection. This will alleviate longstanding and significant flooding in the area. 5. Spot Improvement – Rio Culvert: Investigation of structural integrity of culvert, located on Beaver Street, which flows into Rio de Flag. 6. Spot Improvement – Clay Ave Wash: Open channel installed and extension of box culvert at the Milton and Butler intersection. This will alleviate longstanding and significant flooding in the area. 7. Spot Improvement – Fanning / Steves Culvert: A design will be contracted to alleviate flooding through Upper Greenlaw. This will involve the construction of a new headwall inlet structure and berm. 8. Spot Improvement – Columbia Circle: A design will be conducted to solve residential flooding of structures and yards near Columbia Circle Drive. 9. 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. 10. Spot Improvement – Shultz Creek Design Phase I: A design will be contracted to create a channel from Highway 180 west to the Rio de Flag for removing 20 homes from the flood plain and alleviate major flooding. 11. Spot Improvement – Cottage and Elden: A drainage study will be conducted to assess the flooding problems and proposed solution in the area around Cottage and Elden. Page 404 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 2015 is estimated as indicated in the following table. Incremental Impact of Capital Budget on Fiscal Year 2014 ‐ 2015 Operating Budget New Debt Service General Government (General Obiligation) New Operations and Maintenance FUTS Funds BBB Funds Water / Wastewater Funds Solid Waste Funds Total FY15 $ 1,343,000 9,079 17,374 62,000 52,000 Operating Budget $144.9 M CIP Impact $1.5M Capital Budget $93.3 M $ 1,483,453 The new FY 2015 debt service is attributed to new 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. Annual Financial Plan Page 405 City of Flagstaff The table below lists the CIP projects budgeted for completion during FY 2014 – 2015 by major CIP Program area. There associated operating budget impacts will take effect the following budget year, FY2015 – 2016. Fiscal Year 2014 ‐ 2015 CIP Projects and Operating and Maintenance Budget Impacts Program and Project Name Fund General Government Program Municipal Maintenance Facility Court Facility Annual Impact General General FUTS Program Arizona Trail Country Club FUTS Trail Cedar Trail Switzer Mesa Trail BNSF Walnut ‐ Florence Underpass Fourth Street Trail Pine Knoll Trail Hospital Rim FUTS Trail Brannen Connector High Country Trail BBB 4th Street Neighborhood Gateway Butler Avenue ‐ North Edge Lockett Avenue ‐ North Edge Milton Avenue ‐ North Edge Water / Wastewater Switzer Canyon Transmission Line Cheshire Tank Repairs Picture Canyon Rio de Flag Sewer Relocates Solid Waste Maintenance Building Road Extension Alternative Liner Test Plots Paper Sludge Storage TBD TBD FUTS FUTS FUTS FUTS FUTS FUTS FUTS FUTS FUTS FUTS 2,545 795 66 1,193 133 1,442 451 1,193 537 724 BBB Fund BBB Fund BBB Fund 6,140 6,000 5,165 69 Utilities Utilities Utilities Utilities 1,000 10,000 1,000 50,000 Solid Waste Solid Waste Solid Waste Solid Waste 10,000 2,000 25,000 15,000 Total Operating Impact of FY 2014 ‐ 2015 CIP Projects $ 140,453 A description of each project will be listed in FY 2015 Project Descriptions section. Within the General Government Program, the operating & maintenance estimates for the Municipal Maintenance Facility and Court Facility 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 $9,079. 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 $17,374. 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 $62,000. The Solid Waste Program has four projects that will require maintenance of street infrastructure. The projected annual impact will be $52,000. Annual Financial Plan Page 406 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 2015‐2016 to Fiscal Year 2018‐2019 Program and Project Name General Government Program FUTS/Open Space Land Acquisitions USGS Misc Buildings Innovation Mesa Capital Projects Capital Projects Capital Projects Streets Program Business F 40 Overlay Beulah Blvd / University Drive Industrial Drive ‐ Huntington to Purina Country Club / Oakmont Fund 2015‐2016 2017‐2018 2018‐2019 Total ‐ ‐ 144,320 ‐ 213,500 ‐ 100,400 ‐ ‐ ‐ ‐ ‐ Transportation Transportation Transportation Transportation 15,000 ‐ 2,390 ‐ ‐ ‐ ‐ ‐ ‐ 5,500 ‐ ‐ ‐ ‐ ‐ 2,675 15,000 5,500 2,390 2,675 FUTS FUTS FUTS FUTS 3,608 2,248 ‐ ‐ ‐ ‐ 1,969 1,680 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,608 2,248 1,969 1,680 BBB Fund BBB Fund 9,450 ‐ ‐ ‐ ‐ 1,550 ‐ ‐ 9,450 1,550 Water / Wastewater LM Electrical Service Upgrade Railroad Springs Resevoir #1 Repaint New Well and Pumphouse Westside Interceptor Improvements Rio Plant ‐ Replace UV System Wildcat ‐ Replacement Grit Pumps Utilities Utilities Utilities Utilities Utilities Utilities 1,200 4,100 ‐ 3,800 ‐ 2,400 ‐ ‐ ‐ ‐ 16,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 7,500 ‐ ‐ ‐ 1,200 4,100 7,500 3,800 16,000 2,400 Airport Non‐Revenue Parking Airport ‐ ‐ 7,500 ‐ 7,500 Solid Waste Cell Preparation Fees Solid Waste FUTS Program Sheep Crossing Trail Lonetree Trail Switzer Canyon Trail Schultz Pass Trail BBB City Gateways South Edge ‐ East Route 66 Total Operating Impacts $ 2016‐2017 $ ‐ ‐ ‐ 50,000 188,516 233,149 114,950 60,175 $ 100,400 213,500 144,320 50,000 $ 596,790 As shown above, a total of 21 CIP projects are projected to produce approximately $596,790 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 407 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM SUMMARY FISCAL YEARS 2015-2019 Budget 2013-2014 Beginning Balance $ Estimate 2013-2014 - Budget 2014-2015 - Budget 2015-2016 - Budget 2016-2017 - Budget 2017-2018 - Budget 2018-2019 - Total Plan - - Page 408 Resources Debt Grants Pay-as-you-go Total Resources 42,656,283 14,409,364 50,396,534 107,462,181 16,498,820 10,848,602 13,061,913 40,409,335 27,246,323 10,818,571 55,191,508 93,256,402 2,239,615 5,243,825 16,125,048 23,608,488 12,415,482 11,277,289 12,712,088 36,404,859 2,716,603 5,493,330 16,698,442 24,908,375 15,000,000 2,631,885 18,152,968 35,784,853 76,116,843 46,313,502 131,941,967 254,372,312 Expenditures General Government Streets/Transportation Flagstaff Urban Trails System BBB: Arts & Science BBB: Recreation BBB: Streetscape Utilities: Water Utilities: Wastewater Utilities: Reclaimed Water Airport Solid Waste Stormwater Utility Total Expenditures 68,940,783 11,321,601 3,446,341 233,400 2,619,360 6,710,560 3,366,867 5,835,127 108,000 4,880,142 107,462,181 24,209,040 6,187,208 321,526 436,015 2,607,418 1,325,432 4,004,000 108,000 1,210,696 40,409,335 49,244,926 11,662,182 2,871,134 200,900 1,516,460 3,026,213 7,398,456 5,183,400 1,345,000 5,666,635 818,000 4,323,096 93,256,402 2,624,176 8,247,075 1,255,223 225,000 762,500 3,300,000 3,500,000 3,259,514 110,000 325,000 23,608,488 12,415,482 2,985,700 575,000 128,400 587,500 2,975,000 3,860,000 11,842,777 710,000 325,000 36,404,859 2,716,603 7,781,900 375,000 65,000 687,500 5,222,000 2,025,000 5,750,372 10,000 275,000 24,908,375 12,000,000 7,455,353 475,000 65,000 677,500 6,194,000 1,933,000 400,000 6,310,000 275,000 35,784,853 103,210,227 44,319,418 5,872,883 684,300 1,516,460 6,177,228 27,696,874 17,826,832 1,345,000 30,923,298 8,066,000 6,733,792 254,372,312 - - - - - - - - Ending Balance $ City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2015-2019 Budget 2013-2014 General Government General Fund Redevelopment Solar Panel Project Brownfield Assessement Property Purchase / Improvement FHA Building Improvements Facilities Improvements Page 409 Capital Projects Bond Funded Fire Stations FUTS / Open Space Land Acquisition USGS Misc Buildings Innovation Mesa Observatory Mesa 2010 Street / Utility Projects S. Beaver / S. Leroux Street Dodge Avenue Rose Avenue Coco / Elden / Humphrey La Plaza Vieja Cedar Avenue Parks and Recreation Watershed Protection Project Court Facility Core Services Maintenance Facility Total General Government $ Estimate 2013-2014 Budget 2014-2015 Budget 2015-2016 - Budget 2016-2017 - Budget 2017-2018 - Budget 2018-2019 - Total Plan 145,000 4,000,000 418,500 1,000,000 - 4,000,000 418,500 1,000,000 - 145,000 281,500 50,000 480,000 1,163,845 1,074,250 12,020,000 2,609 1,223,461 579,059 12,166,844 1,076,094 7,228,509 - 214,716 409,460 - 415,482 10,000,000 - 716,603 - 2,130,650 10,667 1,449,260 1,957,236 676,375 1,100,000 1,500,000 12,000,000 28,295,000 1,575,615 161,100 17,508 2,105,935 783,618 34,791 120,000 20,000 1,429,000 5,000 1,085,000 1,919,823 7,250,000 28,295,000 2,000,000 - 2,000,000 - 2,000,000 - 2,000,000 - 1,575,615 1,590,100 17,508 2,110,935 783,618 1,119,791 10,039,823 7,250,000 28,315,000 $ 68,940,783 24,209,040 49,244,926 2,624,176 12,415,482 2,716,603 12,000,000 103,210,227 10,000,000 - 145,000 4,000,000 700,000 1,000,000 50,000 480,000 2,609 3,646,356 20,000,000 8,217,028 12,166,844 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2015-2019 Budget 2013-2014 Streets / Transportation Streets - HURF Street Improvement Program Street Improvement Program - 1X funding Sunnyside Minor Transportation Improvements Reserve for Improvements Sidewalk Replacement Program Business F 40 Overlay Page 410 Transportation Tax Funded West / Arrowhead Improvement 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 Fourth Street Bridge / I-40 Design HSIP Program Country Club / Oakmont Soliere Avenue - Fanning Wash Crossing Franklin Safety Improvements 4th Streeet Safety Improvements Beulah Blvd / University Drive Public Infra. Contro Total Streets / Transportation $ Estimate 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Total Plan 2,146,000 1,450,000 850,000 50,000 50,000 15,000 - 2,146,000 1,277,018 50,000 50,000 15,000 4,070 2,146,000 822,982 850,000 50,000 50,000 15,000 190,800 2,146,000 50,000 50,000 15,000 1,259,200 2,146,000 50,000 50,000 15,000 - 2,146,000 50,000 50,000 15,000 - 2,146,000 50,000 50,000 15,000 - 12,876,000 2,100,000 850,000 300,000 300,000 90,000 1,454,070 4,821,575 445,000 159,500 669,526 90,000 575,000 - 2,047,795 21,340 159,500 200,000 90,000 58,885 67,600 - 2,119,100 423,660 167,500 121,000 90,000 1,500,000 2,267,140 79,000 250,000 250,000 270,000 - 110,000 477,000 175,900 125,000 90,000 1,350,000 2,173,975 75,000 150,000 184,700 125,000 90,000 75,000 250,000 - 512,000 193,900 125,000 90,000 4,525,000 75,000 - 203,600 125,000 90,000 3,235,753 350,000 75,000 1,115,000 - 4,276,895 1,434,000 1,085,100 821,000 540,000 7,375,000 4,500,000 3,235,753 350,000 446,600 1,115,000 250,000 250,000 520,000 150,000 $ 11,321,601 6,187,208 11,662,182 8,247,075 2,985,700 7,781,900 7,455,353 44,319,418 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2015-2019 Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Total Plan FUTS Fund Page 411 FUTS Special Projects & Unprogrammed Work FUTS Signage Program Arizona Trail Country Club FUTS Trail Cedar Trail Switzer Mesa Trail BNSF Walnut - Florence Underpass Florence - Walnut Underpass Mall Transfer Center Trail Realignment Fourth Street Trail Pine Knoll Trail Hospital Rim FUTS Trail Brannen Connector High Country Trail Sheep Crossing Trail Lonetree Trail Ponderosa Trail Rehab Switzer Canyon Trail Shultz Pass Trail Lake Mary Road Trail Little America Trail Marshall Trail Walnut Canyon West Trail Total FUTS Fund $ 50,000 95,000 283,438 3,500 20,000 5,000 1,315,200 530,223 33,934 683,286 50,000 266,760 40,000 70,000 - 50,000 45,250 114,449 6,778 3,940 439 2,985 11,729 8,456 7,500 70,000 - 50,000 4,000 169,034 5,000 20,000 141,350 1,315,200 37,000 133,000 10,000 266,750 40,000 280,000 125,000 100,000 174,800 - 50,000 530,223 200,000 250,000 225,000 - 50,000 300,000 150,000 75,000 - 50,000 325,000 - 50,000 225,000 150,000 50,000 300,000 49,250 283,483 11,778 20,000 141,350 1,319,140 530,662 39,985 144,729 18,456 274,250 40,000 350,000 325,000 350,000 174,800 525,000 150,000 225,000 150,000 400,000 50,000 $ 3,446,341 321,526 2,871,134 1,255,223 575,000 375,000 475,000 5,872,883 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2015-2019 Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Total Plan BBB FUNDS Arts and Science Rendezvous Sulpture Kings House Mural Fort Valley Wall Art in the Alley West Rt 66 - North Edge Utility Box Art Airport Murals TBD East Flagstaff Gateway Vision Flagstaff Route 66 FUTS Rest Area Page 412 BBB Recreation Bushmaster Park Four (4) Tennis Courts Second Chiller Aquaplex Improvements Ice Rink Improvements City of Flagstaff Beautification Streetscape Special Projects & Unprogrammed Work Historic Facades Neon Corridor 4th Street Neighborhood Gateway Neighborhood Gardens Butler Medians Phase III 4th Street Corridor Improvements Visitor Center Route 66 Planter Arts Incubator Façade Contribution Milton Signs Beautification in Action Butler Avenue - North Edge Fort Valley Road Enhancements Lockett Avenue - North Edge Milton Avenue - North Edge Capital Repair Project Train Station Platform City Gateways Non-Conforming Sign Program $ 200,000 33,400 233,400 - 50,000 50,000 184,360 20,000 352,500 1,300,000 125,000 100,000 12,500 400,000 25,000 - - 25,000 25,000 50,000 10,000 12,500 70,000 8,400 200,900 - 581,460 480,000 250,000 60,000 145,000 1,516,460 50,000 50,000 20,000 15,247 5,000 225,768 25,000 20,000 12,500 7,500 5,000 - 60,000 50,000 169,113 10,000 1,537,100 12,500 492,500 20,000 50,000 20,000 50,000 300,000 75,000 80,000 200,000 25,000 225,000 - 50,000 50,000 100,000 12,500 325,000 25,000 58,400 25,000 45,000 128,400 - 50,000 50,000 100,000 12,500 25,000 65,000 65,000 65,000 65,000 - - 50,000 50,000 100,000 12,500 25,000 50,000 50,000 100,000 12,500 25,000 200,000 25,000 25,000 50,000 10,000 12,500 70,000 8,400 58,400 180,000 45,000 684,300 581,460 480,000 250,000 60,000 145,000 1,516,460 310,000 300,000 20,000 184,360 15,000 225,768 1,937,100 25,000 20,000 75,000 500,000 25,000 50,000 20,000 50,000 300,000 400,000 180,000 Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2015-2019 Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Total Plan BBB FUNDS Beautification Streetscape (continued) Gutter Diversions - Sustainable Streets Urban Forest US 89 Medians South Edge - East Route 66 Vision Flagstaff - Future Projects Total BBB FUNDS $ 2,619,360 436,015 100,000 3,026,213 100,000 50,000 50,000 762,500 100,000 50,000 150,000 50,000 587,500 50,000 150,000 250,000 687,500 50,000 390,000 677,500 300,000 200,000 200,000 200,000 640,000 6,177,228 2,852,760 436,015 4,743,573 987,500 715,900 752,500 742,500 8,377,988 Page 413 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2015-2019 Budget 2013-2014 Page 414 Water/Wastewater Water Reserve for Improvements Future Water Rights 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 SCADA Communication Towers AWIR - Leroux St Waterline / Sewerline $ Estimate 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Total Plan 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 97,000 300,000 150,000 77,600 450,000 300,000 199,000 - 65,000 32,000 50,960 13,500 8,298 300,000 11,000 120,000 1,300,327 219,567 20,000 80,000 97,000 190,000 1,600 4,000 6,000 16,166 72,000 300,000 597,200 284,128 350,000 106,500 200,000 170,960 1,050,000 321,000 1,525,545 110,433 110,000 148,400 73,600 444,000 300,000 265,720 225,000 815,970 300,000 1,000,000 300,000 300,000 200,000 1,200,000 300,000 2,200,000 300,000 175,000 - 300,000 2,832,000 340,000 200,000 1,400,000 150,000 - 300,000 2,832,000 340,000 222,000 2,500,000 - 1,565,000 629,200 9,148,128 1,680,960 120,000 622,000 179,258 1,400,000 1,350,000 332,000 300,000 270,000 2,825,872 330,000 20,000 80,000 97,000 300,000 325,000 77,600 450,000 300,000 200,000 2,500,000 281,886 225,000 2,087,970 6,710,560 2,607,418 7,398,456 3,300,000 2,975,000 5,222,000 6,194,000 27,696,874 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2015-2019 Budget 2013-2014 Page 415 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 - Solids Disposal Wildcat - Septage & Grease Station Wildcat - Centrate Wildcat - Primary Pump Station Aging Sewer Infrastructure Replacements Rio de Flag Sewer Relocates Juniper Point 12" Reclaim Line Connection East Flag Shop Improvements Hillside Sewer Replacement Bonito Sewer Replacement Sinclair Sewer Replacement Cogen Improvements Reserve for Improvements Reclaimed Water Wildcat - RW Pump Station Bushmaster - RWP Pump Station Total Water and Wastewater Estimate 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Total Plan 290,500 104,200 301,400 414,000 1,130,000 484,225 242,000 30,000 255,542 115,000 30,500 104,200 103,000 14,000 307,000 137,000 30,000 333,542 81,190 70,000 115,000 260,000 948,400 400,000 823,000 600,000 450,000 430,000 242,000 320,000 70,000 340,000 300,000 500,000 950,000 150,000 300,000 368,600 931,400 300,000 1,400,000 650,000 1,300,000 210,000 300,000 125,000 1,300,000 300,000 300,000 1,300,000 333,000 300,000 290,500 500,000 229,200 1,400,000 2,651,400 414,000 150,000 1,130,000 600,000 450,000 300,000 4,835,600 875,000 210,000 30,000 333,542 1,332,590 140,000 340,000 1,615,000 3,366,867 1,325,432 5,183,400 3,500,000 3,860,000 2,025,000 1,933,000 17,826,832 $ 10,077,427 3,932,850 850,000 495,000 1,345,000 13,926,856 6,800,000 6,835,000 7,247,000 8,127,000 850,000 495,000 1,345,000 46,868,706 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2015-2019 Budget 2013-2014 Estimate 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Total Plan Airport Non-Revenue Parking Design Non-Revenue Parking Runway Rehab / Reconstruction Westplex Taxiway - Rehab Phase II Apron Rehab Airport Heliport Future Projects - Pavement Marking Sustainability Master Plan Update Master Plan Rehab Airport Access / Public Circulation Road Land Acquisitions FY19 Total Airport $ 5,595,127 240,000 - 3,725,000 279,000 - 1,870,127 296,508 3,500,000 - 3,259,514 - 777,777 4,000,000 350,000 6,715,000 4,000,000 1,750,372 - 400,000 - 777,777 8,000,000 3,259,514 5,595,127 279,000 1,750,372 400,000 296,508 350,000 3,500,000 6,715,000 $ 5,835,127 4,004,000 5,666,635 3,259,514 11,842,777 5,750,372 400,000 30,923,298 Page 416 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2015-2019 Budget 2013-2014 Solid Waste Maintenance Building Stormwater Infrastructure Road Extension Cell Preparation Fees Sub-Surface Geo Physical Study Alternative Liner Test Plots Paper Sludge Storage South Borrow Pit Design / Roads / Scales Total Solid Waste Estimate 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Total Plan $ 34,000 49,000 25,000 - 34,000 49,000 25,000 - 150,000 44,000 49,000 75,000 500,000 - 10,000 100,000 10,000 700,000 10,000 - 10,000 6,300,000 - 150,000 118,000 98,000 6,300,000 25,000 75,000 500,000 800,000 $ 108,000 108,000 818,000 110,000 710,000 10,000 6,310,000 8,066,000 Page 417 City of Flagstaff Annual Financial Plan CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2015-2019 Budget 2013-2014 Page 418 Stormwater Utility Spot Improvement - Annual Spot Improvement - 5 Points Spot Improvement - Rio Culvert Spot Improvement - East Rt 66 Culvert Spot Improvement - Fanning / Steves Culvert Spot Improvement - Clay Ave Wash Spot Improvement - Columbia Circle Spot Improvement - City Prop 116 Butler Spot Improvement - Shultz Creek Design Phase I Spot Improvement - 10 Bundled Projects Spot Improvement - Cottage and Elden Spot Improvement - Spruce Ave Wash-Linda Vista Spot Improvement - Spruce Ave Wash-Dortha Inlet Rio De Flag Project Rio Parking Replacement Total Stormwater Utility Estimate 2013-2014 Budget 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Total Plan $ 75,000 250,000 129,000 32,500 462,000 2,731,642 1,200,000 75,000 250,000 10,400 20,450 462,000 392,846 - 75,000 175,000 10,000 35,000 1,500 338,000 29,800 90,000 30,000 2,338,796 1,200,000 75,000 250,000 - 75,000 250,000 - 75,000 200,000 - 75,000 200,000 - 450,000 175,000 10,000 250,000 35,000 11,900 358,450 29,800 340,000 462,000 280,000 200,000 200,000 2,731,642 1,200,000 $ 4,880,142 1,210,696 4,323,096 325,000 325,000 275,000 275,000 6,733,792 City of Flagstaff CITY OF FLAGSTAFF UN-FUNDED CAPITAL IMPROVEMENTS FY 2015- 2024 The following is a list of projects that currently do not have a funding source and therefore are unfunded Revised 06/23/2014 GENERAL GOVERNMENT Police Department Police Admin. Facility Expansion Evidence / Property / Document Storage Facility Fire Department Training Center Facility Improvements Training Center Ground Improvements $ 2,650,000 2,500,000 5,150,000 250,000 315,000 565,000 Municipal Facilities Municipal Courts Facility Downtown Parking Garage City Hall Annex Records Storage Facility City Hall Main Entry Redesign 8,000,000 25,000,000 3,750,000 250,000 500,000 37,500,000 Total General Government 43,215,000 PUBLIC WORKS Streets Sunnyside Neighborhood Improvements Unfunded Street Pavement Preservation 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 Wheeler Park Re-Design Phase I 1,368,183 1,327,532 1,915,000 5,563,387 9,766,363 13,708,098 30,616,014 16,029,861 1,036,353 25,146,009 1,100,000 107,576,800 Cemetery Cemetery Entrance at Lone Tree/Woodlans Annual Financial Plan 5,000,000 50,000,000 55,000,000 Page 419 706,520 706,520 City of Flagstaff CITY OF FLAGSTAFF UN-FUNDED CAPITAL IMPROVEMENTS FY 2015- 2024 Recreation Aquaplex Expansion - 25 meter Competitive Lap Pool - 50 meter Enclosed Tennis Courts/Flag Rec Center Snow Play Area Girls Softball Facility Flagstaff Recreation Center Expansion Second Sheet of Ice at Jay Lively Activity Center Special Events Facility/Venue $ Total Public Works 6,000,000 20,000,000 1,000,000 5,640,000 TBD TBD TBD TBD 32,640,000 195,923,320 TRANSPORTATION Priority 1 Fourth St./I-40 Overpass & Roadway 2 J. Wesley Powell Blvd - Pine Canyon to S. Fourth St. 3 Yale/Plaza Way/Metz Walk Backage Rd. 4 J. Wesley Powell Blvd - Airport to L. Mary Rd. 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 10,000,000 25,000,000 3,000,000 8,000,000 Lone Tree Corridor Rte 66 to Butler Ave Pine Knoll to J Wesley Powell Blvd Sawmill to Pine Knoll Steves Blvd. / Lakin Realignment Old Walnut Canyon Road Paving Milton Rd. Corridor Improvements (ADOT Partnership) Riordan Ranch St. Backage Rd. Beulah Blvd - Airport T.I. to L. Mary Rd. Woody Mtn Loop - Rte 66 to I-17 I-17/Woody Mtn Rd Traffic Interchange E. Butler Ave Extension to Section 20 Empire Ave. Extension to E. Rte 66 Lockett Road, Fourth to Fanning Reconstruction Beaver, Columbus to Cherry Reconstruction Ponderosa Parkway Improvements 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 TBD 258,850,000 Total Transportation 258,850,000 ECONOMIC VITALITY Community Design/Streetscape N. Fourth St. Corridor Improvements Annual Financial Plan 18,000,000 18,000,000 Page 420 City of Flagstaff CITY OF FLAGSTAFF UN-FUNDED CAPITAL IMPROVEMENTS FY 2015- 2024 Airport Capital Airport Terminal Access Road Reconstruction - Pulliam Dr Community Investment Visitor Center/Train Station Remodel $ 3,160,000 3,160,000 100,000 100,000 Total Economic Vitality 21,260,000 URBAN TRAILS Bow & Arrow Trail - Lone Tree to AZ Trail Downtown Underpass Linda Vista Trail - Linda Vista to Winifred Ranch Trail Santa Fe West Trail - Clay Ave. to Railroad Springs Santa Fe West Trail - Walnut to Rio Woodlands Trail - Rte 66 to Santa Fe West 75,000 550,000 175,000 200,000 1,050,000 200,000 2,250,000 Total Urban Trails 2,250,000 UTILITIES Water Water Capital Improvement (370) Lake Mary Watershed Forest Thinning Zone C+ Realignment pipeline project -Eliminate Amberwood Booster station Replace PRV 4 Zone A at Linda Vista Upgrade PRV 3 Cedar Turquoise Fort Tuthill 16" waterline Loop -County 30" Dia Transmission Waterline replacement-Woody Mountain Wellfield to Woodlands Village 17,000 LF Handheld Readers Water Loadout Facility JW Powell to 4th Street Transmission Line Replace Inner Basin Water line 3 Miles Woody Mountain Clarifier Improvements Lake Mary Raw Water Pump Station Lake Mary Treatment Plant Improvements Inner Basin Water Treatment Plant Filter upgrades LM WTP 2&4 Pitless Adapters WTP Replace switchgear at Woody Mtn. Wells 6 & LM#4 WTP Groundwater Rule Measurement Equipment Water Security Monitoring Program qty 8 Video Surveillance (water production facilities) Lake Mary WTP treatment basin upgrades Lake Mary WTP Flocculator Drive Assemblies Annual Financial Plan Page 421 1,000,000 220,000 140,000 100,000 500,000 4,250,000 75,000 200,000 1,500,000 3,960,000 400,000 250,000 6,500,000 2,500,000 120,000 150,000 75,000 100,000 300,000 1,000,000 350,000 City of Flagstaff CITY OF FLAGSTAFF UN-FUNDED CAPITAL IMPROVEMENTS FY 2015- 2024 Water Capital Improvement (370) (continued) Lake Mary Well #7 & 9 Rehab Precast Concrete Structures at Paradise & X-mas Tank sites Upgrade Existing Wellhouses-Annual 1 per yr Red Gap Ranch drill 10 proving wells Red Gap Pump test of wells Red Gap Pipeline & Wellfield Final Design Red Gap Environmental Impact Study & Statement Red Gap ROW Acquisition Red Gap Construction Wastewater Wastewater Capital Improvement (375) Permanent Solids Disposal at Wildcat Hill WWTP Design of Solids Handling Facility New sludge thickening, dewatering facilities Wildcat Hill WWTP Carbon storage and feed system Post anoxic zone Initial anaerobic zone Improve baffling and weirs at secondary clarifiers Third Digester Odor Scrubber Media Replacement Jenbacher top end rebuild Plant influent isolation valve and vault and actuator Plant HRS distribution system VFD and PUMP replacements for our Primary Effluent pump station Rio De Flag WRP - Blower Replacement WCH & Rio HVAC system replacements Wildcat Screenings Monster WW SCADA Improvements WW Treatment Plant Expansion-Engineering Design WW Treatment Plant Expansion-Land Acquisition/permitting RW 20" Transmission Line - 8" Bottleneck Reclaim Storage - 2 MG Storage Reservoir at Buffalo park Westside Interceptor Improvements-Reimbursement for WL Gore Interceptor upsize and replacement- I-40 to Wildcat Hill Treatment Plant Sunnyside Phase VII sewer main replacements Continental Reclaim Line replacement Annual Financial Plan Page 422 $ 250,000 75,000 150,000 1,350,000 9,000,000 3,300,000 9,000,000 4,050,000 250,000,000 300,865,000 601,730,000 4,430,000 318,000 2,152,000 1,440,000 480,000 3,000,000 450,000 260,000 275,000 310,000 300,000 1,400,000 250,000 150,000 975,000 4,000,000 2,000,000 2,500,000 2,200,000 1,500,000 1,600,000 2,810,000 2,000,000 34,800,000 City of Flagstaff CITY OF FLAGSTAFF UN-FUNDED CAPITAL IMPROVEMENTS FY 2015- 2024 Stormwater Priority 1 West Street Wash 2 Switzer Canyon Wash Upper Reach 3 Steve's Boulevard Wash - Soliere Crossing 4 Penstock Ave Wash 5 West Phoenix Street Drainage Improvements 6 Fanning Drive Wash Upper Reach 7 Hospital Hill 8 Shadow Mtn Phase II - Monte Vista Drainage Improvements 9 McMillan Mesa 10 Switzer Canyon Wash Lower Reach 11 Sunnyside Hill 12 Darlene Dr. Street Drainage Improvements 13 Mobile Haven 14 N. Sunset Drainage Improvements 15 Flag Truckstop 16 Leroux Ave. Storm Drain Upgrade $ Total Utilities TOTAL UNFUNDED PROJECTS $ Annual Financial Plan Page 423 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 21,180,957 356,845,957 878,344,277 City of Flagstaff Annual Financial Plan Page 424 City of Flagstaff   . CE 180 E AV LOCKETT RD. 24 20 5 BEA VER ST. FRA NCIS OS T. SAN MILTON RD. ER 6 OAK MO SO S T. NCI E. F RA OU ST. NCI SO T. TO SEDONA FRA AVE . XS LER AVE . LER OU . O W EL L ON T. BNS F Ra SOUTHSIDE HISTORIC DISTRICT T. EN S T. DE S ROU TE 6 6 ELD 25 VER  DAL 6 21 AVE. T.  BL VD COTT AGE P ’S IKE B ENT  1 VisiFlagsta tor Cenff ter SAN RD. TON . MIL RD IKE 19 3 22 AVE . IZ S . BL VD L EL W NIX A VE. BUT FLAGSTAFF AIRPORT 9 PHOE  Y AR M W .P 28 32 O W .P JO HN Milton Rd. Underpass N KE PULLIAM D R  66 M HN XS 10 E. ELM E AV AG E AV  LAKE MARY AND MORMON LAKE 33 11 SAN TA F  EN A 12 VE. LER ASP  SAN T. HA VE. ST. ZU LA JO . BIRC ST. PAR K . DR NI IL AVE . ASS RRY BEA VER S TR A E6 CHE . DR ST. LL NO BEA VER 27 EK TO PHOENIX 8 HISTORIC DOWNTOWN R EYS L PHR NE HUM D ON PIN  U RO UT SITY D R . WO OD LA O N 40 15 . 337 17 R OSA PKWY. L C MC SOUTH FLAGSTAFF 16 . VE RA TLE BU  17 NE LA MANSION STATE . HISTORIC PARK RY NT C O 29 LONE TREE RD. MEAD O W S ST DE 89A GH HI DR. NT U N I V RIORDAN S VILLAGE ND B LV D .  F Y MOUNTAIN RD. OD O W 66 18 7  RE TO WILLIAMS BUTLER AVE. 2 Fourth St. Overpass  O  40  Y CK LU 6 PO N UNIVERSITY DR. TE 6 NORTHERN ARIZONA UNIVERSITY D. NR THE ARBORETUM AT FLAGSTAFF DOWNTOWN ROU 66 DR RD. NIT O BO HUM BEA PHREY VER S ST. ST. SAN FRA NCIS OS T. 1 A RD RIO HISTORIC ROUTE 66 66 23  HISTORIC Milton Rd. Underpass HISTORIC EAST FLAGSTAFF . DR BIR CH AVE AS SAN PEN A . VE LOWELL TA F E AV . E. OBSERVATORY BUS Flagstaff Medical Center ON  40 14 WALNUT CANYON NATIONAL MONUMENT 40 IN NG T THORPE RD. 31 26 RD. ROUTE 66 HU NT I RPE NY ZER CA SWIT THO 30 R. LD IA TR S DU ST FOREST AVE. HISTORIC  WEST FLAGSTAFF R DA 66 COUNTRY CLUB DR. MUSEUM OF NORTHERN ARIZONA HISTORIC FANNING DR.  89 13 LINDA VISTA DR. 4 . VD BL ARIZONA SNOWBOWL  ES EV  FOURTH ST. FLAGSTAFF NORDIC CENTER SUNSET CRATER VOLCANO AND WUPATKI NATIONAL MONUMENTS WEST ST.  RD. LLEY VA RT FO GRAND CANYON NATIONAL PARK ARIZONA HISTORICAL SOCIETY PIONEER MUSEUM AND COCONINO CENTER FOR THE ARTS ilro ad  Copyright © 2014 Flagstaff Convention & Visitors Bureau  FLAGSTAFF ATTRACTIONS 1 Flagstaff Visitor Center and Amtrak Train Station* The Aquaplex Babbitt Brothers Building* Buffalo Park Bushmaster Park Coconino County Courthouse* Continental Country Club and Elden Hills Golf Course Flagstaff Airport 2 3 4 5 6 7 8 FLAGSTAFF VISITOR CENTER POINTS OF INTEREST 9 10 11 12 13 14 15 Flagstaff Chamber of Commerce Flagstaff City Hall Flagstaff Convention and Visitors Bureau Administration Office* Flagstaff Main Library Flagstaff Mall and The Marketplace Flagstaff Medical Center Flagstaff Police Department 16 17 18 19 20 21 22 23 24 25 Fort Tuthill County Park Foxglenn Park Greyhound Bus Depot Heritage Square Jay L. Lively Activity Center Historic 1890 Lumberyard* McMillan (Bank) Building* McMillan Mesa Park McPherson Park Hotel Monte Vista* Mountain View Park NAU Walkup Skydome Orpheum Theater* Sawmill County Park Thorpe Park Thorpe Park Softball Complex 32 Weatherford Hotel* 33 Wheeler Park 26 27 28 29 30 31 *Historic Downtown Landmark One E. Route 66, Flagstaff, AZ 86001 | 800.842.7293 | 928.213.2951 | visitorcenter@flagstaffaz.gov Open Monday-Saturday 8 a.m.-5 p.m., Sunday 9 a.m.-4 p.m. Closed Thanksgiving, Christmas and New Year’s Day. flagstaffarizona.org VisitFlagstaff FlagstaffArizona rev 5/14 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. and 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 42.2 44.9 50.3 58.6 68.0 78.0 81.6 79.0 73.5 63.4 51.6 43.3 15.3 18.0 22.4 28.0 34.3 41.8 51.0 49.8 41.9 31.4 22.5 16.6 2.04 1.98 2.01 1.23 0.60 0.44 2.53 2.76 1.92 1.47 1.60 2.03 (average) 61.2 30.9 20.47 Source: Western Regional Climate Center (Jan. 1893-May 2014) 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-six 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 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 2013 67,502 135,695 6,581,054 Sources: Arizona Department of Commerce and U.S. Census Bureau Page 426 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 2014 Business Licenses Telecom Publishing Job Printing Restaurants/Bars Amusements Commercial Rental TPP Rental Contracting Retail Advertising Hotel/Motel Franchise BBB Service Related (Business Licenses) Total Liceneses 230 43 51 378 49 699 552 2,191 3,849 61 158 132 523 1,594 10,510 Source: City of Flagstaff, Tax, Licensing, and Revenue Division Total retail sales generated by Flagstaff businesses reached $3.35 billion in FY 2014. 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 2013 Annual Financial Plan 2010 76,599 6,819 8.9% 2013* 70,378 5,584 7.9% Growth Indicators Business Licenses Retail Sales Primary Net Assessed Value 2000 2010 2014 5,440 1,238,195,104 9,762 1,787,828,409 10,510 2,061,700,450 399,244,815 813,239,868 765,266,937 Sources: AZ Department of Revenue; City of Flagstaff Education Flagstaff Unified School District #1 has 10 elementary schools, 2 middle schools, 2 alternative schools, 1 magnet school, and 2 high schools. In addition to the public school system, there are 9 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 33 associate degrees and 21 certificate programs, as well as continuing education courses and special programs for small businesses. In the fall of 2013, enrollment was 4,394 students (1,405 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 2013, NAU offered 87 Bachelor, 48 Master, and 10 Doctorate along with 38 Undergraduate and 26 Graduate certificates. Top enrollment for its 26,606 students (19,320 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 427 City of Flagstaff Unified School District, and a Lollipop concert in December for families with young children. Regular concerts are held in 1,500-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 4,000 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 Pepsi 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 5 Other Facilities: Arboretum Art Galleries Bowling Alleys Fairgrounds/Race Track Libraries Movie Screens Museums Outdoor Amphitheater Observatories Ski Resort/Nordic Center Swimming Pools* Symphony Orchestra 1 13 1 1 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 Flagstaff: Grand Canyon, AZ 1 1/4 Hours Lake Powell, AZ 2 1/2 Hours Nogales, AZ 4 3/4 Hours Phoenix, AZ 2 1/4 Hours Sedona, AZ 3/4 Hour Tucson, AZ 4 Hours Albuquerque, NM 4 3/4 Hours El Paso, TX 8 1/4 Hours Las Vegas, NV 4 Hours Los Angeles, CA 7 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 428 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 429 City of Flagstaff City of Flagstaff, Arizona Principal Taxpayers Tax Year 2013 As a Percentage Total Taxpayer Type of Business Arizona Public Service Company Utility W L Gore & Associates, Inc. Manufacturer $ of the City Total Assessed Secondary Valuation Assessed Valuation 17,147,023 2.20% 12,851,171 1.88% Nestle Purina Petcare Company Distribution/Retail 4,603,873 0.67% Qwest Corporation Utility 4,034,349 0.63% Wal-Mart Stores, Inc. Shopping Center 3,546,846 0.48% Flagstaff Mall Associated Ltd. Partnership Shopping Center 3,235,942 0.45% Unisource Energy Corporation Utility 2,422,510 0.31% BNSF Railway Company Railroad 2,371,683 0.31% Ridge at Clear Creek LLC Real Estate 2,247,343 0.30% Walgreens Arizona Drug Co Distribution 2,226,561 0.30% 54,687,301 7.53% Total Principal Taxpayers $ Source: Coconino County Assessor City of Flagstaff, Arizona Property Tax Rates Direct and Overlapping Governments Last Ten Fiscal Years Fiscal Year 2004 City $ School Community District College County Total 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 2013 1.5497 4.8712 0.4927 0.7847 7.6983 Note: Tax rates are per $100 assessed valuation. Annual Financial Plan Page 430 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 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 10.4460 2014 1.0000 0.7210 2.0000 1.1250 5.6000 10.4460 Annual Financial Plan Page 431 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 May 2014 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% 28,069 7,079 25.22% Form of Government Council, City Manager Area - Square Miles June 2013 - 65.62 Parks and Recreation Number of Developed Parks Number of Un-developed Parks Park Acreage Flagstaff Urban Trail System-Miles Infrastructure Miles of Streets Miles of Alleys Miles of Sidewalks Miles of Waterlines Miles of Reclaim Waterlines Miles of Sewer Storm Sanitary Number of Street Lights Number of Fire Hydrants Number of Reclaim Hydrants Number of Manholes 664.00 13.69 166.00 433.00 25.50 90.00 274.00 3,466 3,242 14 7,403 Employees as of June 30, 2014 Merit System Exempt Temporary Elected Officials Total Payroll for the Year Ending 2014: $ 515 167 244 7 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 23 4 709.84 55.00 19 1 2 10 1 2 20 4 13 4 2 4 17 1 17 5 40,845,809 Education Fire Protection Number of Stations Number of Employees (FTE) FY 2014 Police Protection Number of Employees (FTE) FY 2015 Number of Employees (FTE) FY 2014 Number of Calls for Service per 12/31/2013 Ave. Patrol Officers for 24 hour period Vehicular Patrol Units Coconino County Jail Prisoner Capacity 6 86.00 169 169 47,508 27.1 27 477 Pulliam Airport Fixed Base Operators Locally Based Aircraft Tiedowns Enclosed Hangars Open Hangars Annual Financial Plan 1 134 11 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 9,843 2,651 19,320 26,606 1,405 2,989 61 48 Page 432 City of Flagstaff City of Flagstaff, Arizona Miscellaneous Statistics Sales Tax Retail Sales Last 10 Fiscal Years: Census Population Count 2014 $ 2,061,700,450 2013* 1,865,322,500 2012 1,980,692,207 2011 1,843,603,506 2010 1,787,828,409 2009 1,884,139,784 2008 2,043,103,670 2007 1,896,091,014 2006 1,894,126,077 2005 1,749,149,158 Total Sales Tax Revenue (All Categories) for Fiscal Year 2013 $ 15,210,634 *Beginning in FY13, the City changed its Gross Income calculations for retail sales due to internal sales tax reporting changes / re-categorizations. 2013** 2012** 2011** 2010 2009** 2008** 2005** 2000 1995* 1990 1985* 1980 *Special Census **Estimate Source: Az Dept of Economic Security Utility Enterprise Total Active Accounts on June 30, 2014 Water Single Family Average Gallons/Household/Month Plants Capacity (Million Gallons per Day): Lake Mary Water Treatment Plant Reservoir Filtration Plant 2010 Census Information: Age Distribution of Population for Urbanized Areas Only 1-5 Years 6-17 Years 18-64 Years 65+ Years Wildcat Hill Plant Rio de Flag Reclaim Plant Number of Facilities: Wells Reservoirs Reclaimed Reservoirs Population 19,961 5,022 8 2 6 4 26 9 1 Number of Housing Units Average Persons per Housing Unit Average Family Size Median Household Income Per Capita Income (2000) 67,502 66,322 65,985 65,870 64,581 63,867 61,185 52,894 52,701 45,854 38,247 34,743 $ $ 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 433 City of Flagstaff City of Flagstaff, Arizona Bonded Debt Interest/Coupon Rate by Issue and Year Fiscal Year 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Fiscal Year 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2001 G.O. Parks & Rec 4.750 - 2010 A Revenue Infratructure 3.000 3.798 4.057 4.182 4.402 4.502 4.602 5.215 5.480 - Annual Financial Plan 2001 Certificates of Participation USGS % 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 - 2006 G.O. Fire, FUTS, Acquatic/Multi 2007 Special Assessment Sawmill 5.250 5.250 5.250 4.375 4.500 4.500 4.125 4.125 4.000 3.250 - 2011 G.O. Refunding 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 2.000 - Page 434 3.000 3.000 3.500 4.000 4.000 3.500 3.750 - 2009 Certificates of Participation St Ovlay/Fire Eq 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 - 2014 A G.O. Projects 2.000 1.500 1.500 1.750 2.000 2.000 2.250 4.000 5.000 3.000 3.000 4.500 4.500 4.500 4.000 4.000 4.000 4.000 4.000 4.000 2014 B G.O. Refunding 3.00/4.00 4.000 5.000 5.000 - City of Flagstaff City of Flagstaff, Arizona Percent of Net General Bonded Debt to Secondary Assessed Value and Net General Bonded Debt Per Capita Last Ten Fiscal Years Percent of Net Bonded Fiscal Year Population (1) $ Secondary Gross Less Net Debt to Net Bonded Assessed Bonded Current Bonded Assessed Debt Per Value (2) Debt Portion Debt Value Capita 2004 61,270 27,047,902 6% 2005 61,145 464,257,886 501,655,440 $ 26,784,064 30,967,902 $ 3,915,000 3,920,000 $ 22,869,064 5% $ 374.01 441.45 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 2013 67,502 765,276,651 48,787,587 4,731,930 44,055,657 6% 652.66 (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 $ $ 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 2014 55,092,587 19,129,606 4,415,000 8,605,000 87,242,193 $100,000,000 $80,000,000 Special Assessment $60,000,000 Other Revenue $40,000,000 General Obligation $20,000,000 $2010 Annual Financial Plan 2011 2012 Page 435 2013 2014 City of Flagstaff City of Flagstaff, Arizona United States Consumer Price Index 10-Year Historical Trend - June Versus June Non-Seasonally Adjusted 2005 June 194.5 Percent Change 1.1% 2006 202.9 4.3% 2007 2008 208.4 2.7% 2009 218.8 5.0% 2010 215.7 -1.4% 2011 218.0 2012 225.7 1.1% 2013 229.5 3.5% 233.5 1.7% 2014 238.3 1.7% 2.1% CONSUMER PRICE INDEX 10 YEAR HISTORICAL TREND - JUNE 260.0 240.0 220.0 200.0 180.0 160.0 140.0 120.0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2013 2014 CONSUMER PRICE INDEX 10 YEAR HISTORICAL TREND - PERCENT CHANGE 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 0.0% 2005 2006 2007 2008 2009 2010 2011 2012 -1.0% -2.0% Source: Tax, Licensing, and Revenue Section Annual Financial Plan Page 436 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2010-2011 2011-2012 2012-2013 2013-2014 Add/Delete 2013-2014 Adopted 2014-2015 0 0.5 0 1 0.75 1 1 0 1 0.875 0.125 2 1.25 1 0 1 11.5 0 0 0 1 1 1 1 0 1 0.875 0 2 1 1 0.25 0.67 10.795 0 0 0 1 1 1 1 1 0 1 0 2 0 2 0.25 0 10.25 1 0 0 1 1 1 1 1 0 1 0 2 0 2 0.25 0 11.25 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1 1 1 1 1 1 0 1 0 2 0 1 0.25 0 11.25 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 0 0 0 0 0 CAPITAL IMPROVEMENTS Admin Specialist Capital Improvements Engineer Project Manager Total 1 2 8 11 1 1 6 8 Transfer 1 6 7 0 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 Recruiter Human Resources Recrt Spec Human Resources Supervisor Total 1 1 1 0.75 1 1 0 0.5 0 6.25 1 1 1 1.75 1 1 0 0 0 6.75 1 1 1 1.75 1 2 0 0 0 7.75 0 1 1 2.75 0 1 1 0 1 7.75 0 0 0 0 0 0 0 0 0 0 0 1 1 2.75 0 1 1 0 1 7.75 1 1 2 1 1 2 1 1 2 1 1 2 0 0 0 1 1 2 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 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 SECTION CITY MANAGER Admin Assistant Admin Specialist Assistant to City Mgr 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 CITY CLERK City Clerk City Records Technician Deputy City Clerk Executive Admin Assistant Total RISK MANAGEMENT Assistant to City Manager (Risk Mgt) Insurance Claim Specialist Total 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 Annual Financial Plan Page 437 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2010-2011 2011-2012 2012-2013 2013-2014 Add/Delete 2013-2014 Adopted 2014-2015 1 1 4 2 1 1 2 1 13 1 1 4 2 1 1 2 1 13 1 3 3 2 1 1 2 0 13 1 2 4 2 1 2 1 0 13 0 0 0 0 0 0 1 0 1 1 2 4 2 1 2 2 0 14 Transfer 1 1 0 1 0 3 1 7 0 1 1 1 1 0 3 1 8 0 1 1 1 1 3 0 1 8 0 1 1 1 1 3 0 1 8 0 0 0 0 0 0 0 0 0 0 1 1 1 1 3 0 1 8 1 5 2 1 1 1 0 2 0 3.25 0.75 1 0 0 0 1 1 0 20 1 5 2 1 0 1 0 2 0 0 0 0 1 3.25 0 1 1 0 18.25 0 5 2 0 0 1 1 2 1 0 0 0 1 2.25 1 1 0 1 18.25 0 5 2 0 0 1 1 2 1 0 0 0 1 2.25 1 1 0 1 18.25 0 -1 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 4 1 0 0 1 2 2 1 0 0 0 1 3.25 1 1 0 1 18.25 FINANCE Account Clerk I Accountant Accountant I Accounts Specialist Finance Director Finance Manager Grants Specialist Grants Manager Payroll Assistant Payroll Manager Payroll Specialist Total 1 0 3 1 1 2 1 1 1 1 0 12 1 0 3 1 1 2 1 1 1 1 0 12 1 3 0 1 1 2 1 1 1 1 0 12 1 3 0 1 1 2 1 1 1 1 0 12 0 0 0 0 0 0 0 0 0 0 0 0 1 3 0 1 1 2 1 1 0 1 1 12 COMMUNITY DEVELOPMENT ADMIN Admin Specialist Division Director (CD) Total 1 1 2 1 1 2 1 1 2 1 1 2 0 0 0 1 1 2 SECTION INFORMATION TECHNOLOGY Division Director (IT) IT Adminstrator IT Analyst IT Manager IT Services Supervisor IT Specialist IT Technician System Administrator Total MANAGEMENT SERVICES Admin Assistant Admin Specialist Division Director (Mgmt Services) Financial Systems Analyst Purchasing Director Procurement Specialist Senior Procurement Specialist Warehouse Technician Total REVENUE Accounts Specialist Admin Assistant Admin Specialist Admin Spclst Supervisor Auditor I Auditor II Billing Specialist Collections Specialist Customer Srvc Manager Meter Reader Meter Reader (Funded in FY11) Meter Reader Supervisor Meter Technician Supervisor Meter Technician Meter Technician II Revenue Director Sales Tax Manager Tax Licensing & Revenue Mgr Total Annual Financial Plan Page 438 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2010-2011 2011-2012 2012-2013 2013-2014 Add/Delete 2013-2014 Adopted 2014-2015 PLANNING & DEVELOPMENT SERVICES Admin Specialist Associate Planner Building Inspector Building Official Building Plans Examiner Code Complance Officer I 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 Inspection Supervisor Neighborhood Planner Planning Development Mgr. Planning Director Planning Techician Senior Construction Inspector Volunteer Coordinator Zoning Code Administrator Zoning Code Manager (Funded thru in FY13) Total 1 0 5 1 3 0 0 1 1 0 1 1 1 1 0 1 1 3 1 0 0 0 1 1 24 1 0 5 1 2 0 0 0 1 0 1 1 1 1 0 1 1 3 1 0.5 0 0 1 1 22.5 1 0 5 1 2 Transfer Transfer 0 1 0 1 1 1 1 Transfer 1 1 3 1 0 0 0 1 1 22 1 1 5 1 2 1 1 0 1 1 1 1 1 1 0 1 0 4 1 0 0 Transfer 0 0 24 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 5 1 3 1 1 0 1 1 1 1 1 1 0 0 0 4 1 0 1 0.48 0 0 25.48 ENGINEERING Admin Specialist Assistant City Engineer City Engineer Construction Inspector Construction Manager Engineering Inspector Engineering Specialist Engineering Technician III Inspection Supervisor Intern Materials Tech I Project Manager Traffic Engineer Total 0 1 1 0 1 5 0 1 1 0 2 4 1 17 Transfer 1 1 0 1 4 0 1 1 0 2 4.7 1 16.7 1 1 1 0 1 3 1 0 1 0.5 2 4.7 1 17.2 1 1 1 0 1 3 1 0 1 0.5 2 5 1 17.5 0 0 0 0 0 0 0 0 0 0 -2 0 0 -2 1 1 1 3 1 0 1 0 1 0.5 0 5 1 15.5 COMMUNITY INVESTMENT Admin Specialist Admin Spclst Leadworker Brownfield Specialist Community Design & Redevelopment Mgr Community Design & Redevel. Project Admin. Community Planner Division Director (Economic Vitality) Manager of Enhanced Svcs Dist (Eff 2010-13) Total 0 1 1 1 0 1 1 1 6 0 1 1 1 1 0 1 1 6 0 1 0 1 1 0 1 1 5 0 1 0 1 1 0 1 0 4 0 0 0 0 0 0 0 0 0 1 0 0 1 1 0 1 0 4 HOUSING Admin Specialist Homeownership Program Manager Housing & Grants Adm. (Grant Fnd) Housing Manager Housing Rehab Specialist Housing Specialist Community Housing/Neigh Planner Permanent Afford Adm (Grant Fnd) Total 1 0 1 1 0 0 1 1 5 1 0 1 1 0 0 1 1 5 1 0 1 1 0 0 1 1 5 0 1 1 1 1 1 0 0 5 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 0 0 5 SECTION Annual Financial Plan Page 439 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION FIRE Admin Specialist 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 Fuel Manager Fuel Mgt. Crew Member Fuel Mgt. Leadworker Training Coordinator (FY2015 - FY2017) Wildland Fire Manager 2010-2011 2011-2012 2012-2013 2013-2014 Add/Delete 2013-2014 Adopted 2014-2015 2 2 1 3 21 3 18 3 29 0 4 0 2 0 0 0 0 0 2 1 1 3 21 0 21 0 31 0 0 0 1 1 0 0 0 0 2 1 1 3 21 0 21 0 31 0 0 1 0 1 0 0 0 0 2 1 1 3 21 0 21 0 30 1 0 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 2 1 1 3 21 0 21 0 30 1 0 1 0 1 0 0 0 1 1 1 1 1 0 1 Wildland Fire Mgt Crew Mmbr (Grt Funded) Wildland Fire Specialist I (Funded in FY11) Wildland Fire Specialist I (Grant Funded) Wildland Fire Supervisor Wildland Fire Leadworker (Grant Funded) Wildland Fire Firewise Specialist Total 1 1 0 0 1 0 92 0 0 1 0 1 0 85 0 0 0 1 0 1 85 0 0 0 1 0 1 85 0 0 0 0 0 0 1 0 0 0 1 0 1 86 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 911 Coordinator 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 1 1 1 2 1 0 1 19 23 5 4 66 0 1 12 1 1 1 0 156 13 1 2 2 0 1 2 1 0 1 19 23 5 4 65 1 1 12 1 1 1 0 156 13 1 2 2 0 1 2 1 0 1 19 23 5 4 65 0 1 12 1 1 1 0 155 13 1 2 2 0 1 2 1 0 1 19 23 5 4 62 0 1 12 1 1 1 1 153 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 13 1 2 2 0 1 2 1 1 1 19 22 5 4 66 0 1 14 1 1 1 1 159 POLICE GRANTS Admin Specialist Police Officer Police Sergeant Total 1 10 1 12 1 14 1 16 1 14 1 16 1 14 1 16 0 0 0 0 1 8 1 10 PUBLIC WORKS ADMINISTRATION Admin Specialist Division Director (Public Works) Project Manager Total 0.5 1 1 2.5 0.5 1 1 2.5 0 1 1 2 0 1 1 2 0 0 0 0 0 1 1 2 Annual Financial Plan Page 440 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2010-2011 2011-2012 2012-2013 2013-2014 Add/Delete 2013-2014 Adopted 2014-2015 3.2 21 2 1 27.2 3.46 21 2 1 27.46 4.69 21 2 1 28.69 7.91 21 2 1 31.91 -1 0 0 0 -1 6.91 21 2 1 30.91 FLEET SERVICES Buyer Fleet Services Specialist Mechanic I Mechanic II Mechanic III Leadworker Mechanic Supervisor Public Works Manager (Fleet) Service Writer Welder Welder/Technician Total 1 0 3 4 2 0 1 1 1 0 13 1 1 3 4 2 0 1 0 1 0 13 1 1 3 4 2 0 1 0 1 0 13 1 1 2 4 2 0 1 0 1 0 12 0 0 0 0 0 0 0 0 0 0 0 1 1 2 4 1 1 1 0 0 1 12 FACILITIES MAINTENANCE Facility Maintenance Manager Facilities Maintenance Superintendent Maintenance Worker Total 1 1 9 11 1 1 9 11 1 1 9 11 1 1 9 11 0 0 0 0 1 1 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 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 1 1 0 0.25 0 0 9.5 1 6 0 35.08 0.29 0 54.12 0 0 0 0 0 0 0 0 0 0 0 -0.29 0 -0.29 1 1 0 0.25 0 0 9.5 1 6 0 35.08 0 0 53.83 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) Jury Services Specialist Magistrate Presiding Magistrate Probation Service Officer Pro-Tem Magistrate Warrant Officer Total 1 0 1 1 6.75 1 1.75 1 2 1 1 1 1.63 1 1.5 0.55 2 25.18 1 0 1 1 7.75 0 1.75 1 2 1 1 1 1.63 1 1.5 0.55 2 25.18 1 0.75 1 1 6.75 0 2 1 2 0 1 1 1.63 1 1.5 0.55 2 24.18 1 0.8 1 1 8.25 0 1 1 2 0 1 1 1 1 1 1.3 2 24.35 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0.8 1 1 8.25 0 1 1 2 0 1 1 1 1 1 1.3 2 24.35 SECTION PARKS Maintenance Worker - Temps Maintenance Worker Maintenance Worker Leadworkers Public Works Manager (Parks) Total Annual Financial Plan Page 441 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2010-2011 2011-2012 2012-2013 2013-2014 Add/Delete 2013-2014 Adopted 2014-2015 LIBRARY - CITY Admin Specialist 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 Inf. Tech. Coord. Library Manager Library Page Library Page (temp) Library Specialist Library Specialist (temp) Library Supervisor Network Administrator Total 1.63 2 12.12 3 3 1 6.13 3.75 0.25 1 0 2 3 2 1 0 0 1 1 43.88 2 2 11.89 3 2 1 5.94 3.75 0.25 1 1 0 3 2 1 0 0 2 1 42.83 2 2 12.21 3 2 1 6.7 3.18 0 1 1 0 3 2 1 0 0 2 1 43.09 2 2 12.14 3 0 1 5.76 3.18 0 1 1 0 3 2 1 1.19 0 4 1 43.27 0 1 -1.1 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0.9 2 3 0 0 0 0 5.76 3.18 0 1 1 0 3 2 1 13.46 2.77 5 1 44.17 LIBRARY - COUNTY Application Support Specialist II Librarian Library Assistant I Library Clerk I Library IT Manager Library Specialist Library Supervisor Total 1 0 4.63 1.25 0 0 0 6.88 1 0 5.13 1.44 1 0 0 8.57 1 0 4.81 1.5 1 0 0 8.31 1 1 1 0 1 1.25 2.88 8.13 0 0 0 0 0 0 0 0 1 1 0 0 1 2.25 2.88 8.13 STREET MAINTENANCE & REPAIRS Admin Specialist Cemetary Caretaker Cemetery Maint. Specialist Equip. Opers. Temps Equipment Operator Intern Maintenance Worker Maint. Worker temp Public Works Manager (Streets) Public Works Section Head Streets Leadworker Traffic Signal Technician Ass't Total 1 0.75 1 4.31 15 0.5 7 0.75 1 1 3 1 36.31 1 0.75 1 4.31 15 0.5 7 0.75 1 1 3 1 36.31 1 0.75 1 2.97 15 0.5 7 0.75 1 1 3 1 34.97 1 0.75 1 3.52 15 0.5 7 0.75 1 1 3 1 35.52 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0.75 1 3.52 15 0.5 7 0.75 1 1 3 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 Development Manager Total 1 1 2 1 1 2 1 1 2 1 1 2 0 0 0 1 1 2 SECTION Annual Financial Plan Page 442 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2010-2011 2011-2012 2012-2013 2013-2014 Add/Delete 2013-2014 Adopted 2014-2015 1 0 0 1 1 2 1 0 2 0 8 1 0 0 1 1 2 1 0 2 0 8 1 0 2 1 1 0 0 1 0 2 8 1 0 2 1 1 0 0 1 0 2 8 0 1 0 0 0 0 0 0 0 0 1 1 1 2 1 1 0 0 1 0 2 9 TOURISM-VISITOR CENTER Admin Asst Admin Asst (Funded in FY11) Admin Specialist Visitor Center Manager Total 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 2.43 0 1.5 1 4.93 0 0 0 0 0 2.43 0 1.5 1 4.93 FMPO Intern Admin Specialist Metro Planning Org Manager Multi modal Planner Total 0.38 0.5 1 1 2.88 0.38 0.5 1 1 2.88 0.38 0.5 1 1 2.88 0.38 0.5 1 1 2.88 0 0 0 0 0 0.38 0.5 1 1 2.88 UTILITIES ADMINISTRATION Admin Specialist Division Director (Utilities) GIS System Analyst Project Manager Utilities Engineering Manager Utilities Management Analyst Utilites Operations Section Head Utilities Plan Reviewer Utilities Program Manager Water Resource Manager Total 2 1 1 1 1 0 0 1 1 1 9 2 1 1 0 1 0 0 1 1 1 8 2 1 1 0 1 0 Transfer 1 1 1 8 2 1 1 0 1 Transfer 1 1 1 1 9 0 0 0 0 0 0 0 0 0 0 0 2 1 Transfer 0 Transfer 1 1 Transfer Transfer Transfer 5 WATER RESOURCE MGMT Utilities Program Manager Water Resource Manager Total 0 0 0 0 0 0 0 0 0 Transfer Transfer 0 0 0 0 1 1 2 UTILITY ENGINEERING GIS System Analyst Utilities Engineering Manager Utilities Plan Reviewer Total 0 0 0 0 0 0 0 0 0 0 0 0 0 Transfer Transfer Transfer 0 0 0 0 0 1 1 1 3 REGULATORY COMPLIANCE Regulatory Compliance Manager Industrial Waste Inspector Industrial Waste Supervisor Laboratory Specialist MSW - Laboratory MSW - Plant Tech Plant Specialist Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Transfer Transfer Transfer Transfer Transfer Transfer 0 1 0 0 0 0 0 0 1 1 2 1 1 2 1 1 9 SECTION TOURISM Admin Specialist Creative Services Leadworker Creative Services Specialist CVB Director Marketing & Public Relations Manager Publication Specialist Public Relations Associate Public Relations Specialist Sales Associate Sales Specialist Total Annual Financial Plan Page 443 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2010-2011 2011-2012 2012-2013 2013-2014 Add/Delete 2013-2014 Adopted 2014-2015 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 Transfer 1 3 Transfer 2 1 1 9 WATER DISTRIBUTION SYSTEM Field Services Manager Maintenance Worker MSW - Water Services Tech Water Services Specialist Water/Sewer Util. Locator Total 1 1 10 1 1 14 1 1 10 1 1 14 1 1 10 1 1 14 Transfer 1 10 1 1 13 0 0 0 0 0 0 0 0 11 1 1 13 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 1 2 6 3 1 13 0 0 0 0 0 0 0 0 1 2 5 2 1 11 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 Transfer Transfer 0 RECLAIMED WASTEWATER TREATMENT PLANT Maintenance Specialist MSW - Laboratory Tech MSW - Plant Tech Plant Specialist Total 1 1 1 1 4 0 1 2 1 4 0 1 2 1 4 0 1 2 1 4 0 0 0 0 0 0 Transfer 2 1 3 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 0 1 2 1 1 1 6 0 0.5 2 1 1 1 5.5 0 0 0 0 0 0 0 0 0.5 2 1 Transfer 1 4.5 SECTION 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 444 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2010-2011 2011-2012 2012-2013 2013-2014 Add/Delete 2013-2014 Adopted 2014-2015 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 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 1 0 1 4 0 0 1 0 0 5 1 0 2 5 0 0 2 0 22 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 6 0 1 0 0 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 1 1 Transfer Transfer Transfer Transfer Transfer Transfer 6 1 1 0.5 2 1 1 0 Transfer Transfer Transfer Transfer 14.5 1 1 0 0 0 0 0 0 6 1 1 0.5 2 1 1 0 0 0 0 0 14.5 0.65 1 0 0 0 0 0 0 6 1 1 0.5 2 1 1 0 0 0 0 0 14.15 0.65 1 0 0 0 0 0 0 6 1 1 0.5 2 1 1 0 0 0 0 0 14.15 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.65 1 0 0 0 0 0 0 6 1 0 0.5 2 1 1 1 0 0 0 0 14.15 SECTION LANDFILL Admin Assistant Admin Specialist Environmental Aide Environmental Assistant Environmental Code Specialist Environ Program Manager Environmental Program Specialist Environmental Technician Equipment Operator ES Equip. Oper I - Temp Landfill Supervisor Program Asst Project Manager Public Works Manager (ES) Public Works Section Head Public Works Supervisor Sustainability and Env Mgr Sustainability Assistant (Grant Funded) Sustainability Manager Sustainability Specialist Total Annual Financial Plan Page 445 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION SOLID WASTE COLLECTIONS Admin Assistant Admin Spclst Supervisor Bin Maint. Leadworker Environmental Aide Environmental Assistant Environmental Code Specialist Environ Program Manager Environmental Program Specialist Environmental Technician Equipment Operator ES Collection Super ES Leadworkers Program Asst Public Works Manager (ES) Public Works Supervisor Total 2010-2011 2011-2012 2012-2013 2013-2014 Add/Delete 2013-2014 Adopted 2014-2015 2.5 1 1 Transfer Transfer Transfer Transfer Transfer Transfer 28 2 2 0.5 1 0 38 2 1 1 0 0 0 0 0 0 24 2 2 0.5 1 0 33.5 2 1 1 0 0 0 0 0 0 24 2 2 0.5 1 0 33.5 2 1 1 0 0 0 0 0 0 23.3 2 2 0.5 1 0 32.8 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 1 1 0 0 0 0 0 0 23.3 0 2 0.5 1 2 32.8 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 1 0 Transfer Transfer 1 1 1 1 0 1 2 0.48 8.48 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 1 1 1 1 0 1 2 Transfer 8 812.42 802.50 799.04 2.61 801.65 SUSTAINABILITY & ENVIROMENTAL MANAGEMENT SERVICES Environmental Aide 0.6 Environmental Assistant 1 Environmental Code Enf Officer 1 Environmental Code Specialist 1 Environmental Code Technician 0 Environ Program Manager 1 Environmental Program Specialist 1 Environmental Technician 1 Public Works Section Head 1 Sustainability Assistant (Grant Funded) 0.48 Sustainability Manager 1 Sustainability Specialist 2 Volunteer Coordinator 0 Total 11.08 GRAND TOTALS Annual Financial Plan 825.32 Page 446 City of Flagstaff Range 1 A-1-0 Pos # Position Title 2 A-1-1 10205 N Library Page 10423 10422 10427 10424 10407 10410 10426 10425 N N N N N N N N 3 A-1-2 4 A-1-3 Page 447 Cemetery Caretaker Dispatch Call Taker Library Clerk I Meter Technician Parking Control Officer Property Control Coord Recreation Program Asst Volunteer Coordinator Min 9.7800 782.40 20342.40 11.2721 901.77 23445.97 12.2395 979.16 25458.16 14.1164 1129.31 29362.11 Mid 11.4704 917.63 23858.43 13.2189 1057.51 27495.31 14.4079 1152.63 29968.43 16.6111 1328.89 34551.09 Max 13.2071 1056.57 27470.77 15.2004 1216.03 31616.83 16.5293 1322.34 34380.94 19.0473 1523.78 39618.38 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Regular Pay Plan (2080 Hours) FY 2015 City of Flagstaff Range 5 B-2-1 Pos # 10501 Position Title N Meter Technician II 6 B-2-2 10639 10601 10636 10637 10640 N N N N N Account Clerk Animal Control Officer Environmental Aide Env Code Enfrcmnt Aide IT Technician 10752 10748 10739 10705 10751 10755 10700 10754 10717 10753 10702 10725 N N N N N N N N N N N N Billing Specialist Bin Maint Leadworker Environmental Assistant Evidence Tech Fleet Services Specialist HR Recruiter Mechanic I Police Training Coordinator Program Assistant Sustainability Assistant Water/Sewer Utility Locator Police Emerg Comm Spec R06 7 B-2-3 Page 448 R07 Min 14.8157 1185.26 30816.66 15.2705 1221.64 31762.64 Mid 17.6602 1412.82 36733.22 18.1847 1454.78 37824.18 Max 20.4462 1635.70 42528.10 21.0872 1686.98 43861.38 16.0341 1282.73 33350.93 16.7042 1336.34 34744.74 19.0938 1527.50 39715.10 19.8751 1590.01 41340.21 22.1416 1771.33 46054.53 23.0574 1844.59 47959.39 17.5396 1403.17 36482.37 20.8688 1669.50 43407.10 24.2101 1936.81 50357.01 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Regular Pay Plan (2080 Hours) FY 2015 City of Flagstaff Range 8 B-2-4 Page 449 108 R08 Pos # 10849 10827 10839 10819 10848 10831 10841 10852 10861 10820 10860 10859 10863 10812 10862 10808 10865 10864 10809 10850 10853 10803 20801 20802 N N N N N N N N N N N N N N N N N N N N N N E E Position Title Accounts Specialist Buyer Cemetery Maint Speclst Code Compl Officer I Collections Specialist Court Interpreter Creative Services Specialist Development Svcs Speclst Engineering Specialist Environmental Technician FHA Finance Specialist FHA Resident Svcs Coord Housing Specialist Industrial Waste Insp Materials Technician Mechanic II Payroll Specialist Police Crime Analyst Probation Service Officer Public Relations Specialist Warehouse Specialist Welder Executive Asst Sales Specialist 10857 N IT Specialist Min 19.6068 1568.54 40782.14 Mid 23.3020 1864.16 48468.16 Max 27.0555 2164.44 56275.44 19.6068 1568.54 40782.14 20.5872 1646.98 42821.38 23.3312 1866.49 48528.79 24.4671 1957.37 50891.57 27.0555 2164.44 56275.44 28.4082 2272.66 59089.06 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Regular Pay Plan (2080 Hours) FY 2015 City of Flagstaff Range 9 B-2-5 Page 450 109 R09 Pos # 10958 10957 10937 10944 10961 10923 10936 10955 10960 10959 10952 10948 10956 10947 10951 10916 10962 20903 10934 10946 Position Title Min Admin Spec Leadworker 20.7841 Auditor I 1662.73 Brownfield Specialist 43230.93 Code Compl Officer II Court Finance Specialist Court Training Specialist Environmental Program Specialist Environmental Services Leadworker FHA Housing Svcs Spec Grants Specialist HR Generalist Jury Services Specialist Maintenance Worker Leadworker Mechanic Leadworker Sustainability Specialist Warrants Officer Wildland Fire Firewise Specialist Librarian 20.7841 1662.73 43230.93 N Network Administrator 21.8233 N App Support Specialist II 1745.86 45392.46 N N N N N N N N N N N N N N N N N E Mid 24.7590 1980.72 51498.72 Max 28.6758 2294.06 59645.66 24.9409 1995.27 51877.11 25.9969 2079.75 54073.55 29.0977 2327.82 60523.30 30.1095 2408.76 62627.76 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Regular Pay Plan (2080 Hours) FY 2015 City of Flagstaff Range 10 B-2-6 Page 451 Pos # 11021 11028 11015 11033 11023 11025 11032 11031 11037 11035 11024 11030 10929 11034 11036 11016 11018 11038 11027 21002 N N N N N N N N N N N N N N N N N N N E R10 11020 11022 N N 11 B-3-2 111 11104 11112 11111 21108 N N N E R11 11110 N 10 B-3-1 110 Position Title Associate Planner Building Inspector Building Plans Examiner City Records Coordinator Construction Inspector Development Svs Superv Fire Inspector FHA Maintenance Coord Housing Rehab Specialist Meter Tech Supervisor Police Records Supervisor Risk Management Specialist Traffic Signal Technician Watershed Specialist Wildland Fire Supervisor Admin Spec Supervisor Court Services Supervisor HR Supervisor Streets Leadworker Library Supervisor City of Flagstaff Min 21.7633 1741.06 45267.66 Mid 25.9365 2074.92 53947.92 Max 30.0280 2402.24 62458.24 21.7633 1741.06 45267.66 25.9365 2074.92 53947.92 30.0280 2402.24 62458.24 21.7633 1741.06 45267.66 Court IT Coordinator 22.8516 PECS Supervisor 1828.13 47531.33 Inspection Supervisor 24.0597 Public Works Supervisor 1924.78 Senior Construction Inspector* 50044.18 Police Spec Svcs Superv 24.0597 1924.78 50044.18 IT Supervisor 25.2628 2021.02 52546.62 26.4424 2115.39 55000.21 27.2334 2178.67 56645.47 28.6294 2290.35 59549.15 29.2325 2338.60 60803.67 30.0607 2404.86 62526.26 31.1215 2489.72 64732.76 31.5294 2522.35 65581.15 33.2103 2656.82 69077.42 34.4054 2752.43 71563.17 34.8708 2789.66 72531.26 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Regular Pay Plan (2080 Hours) FY 2015 Range 112 C-4-1 Page 452 R12 Pos # 21275 21245 21268 21277 21274 21278 21269 21261 21266 21276 21252 21225 21201 21272 21262 21271 21267 21270 21273 E E E E E E E E E E E E E E E E E E E Position Title Min Airport Ops/ARFF Mgr 24.7125 Auditor II 1977.00 Business Retn & Exp Mgr 51402.00 Code Compliance Mgr Comm Dsgn & Redev Proj Admin Deputy City Clerk Downtown/4th Street Manager Environ Program Manager Facilities Maintenance Manager Financial Systems Analyst Housing & Grants Administrator HR Analyst Industrial Waste Supv Marketing and PR Manager Utilities Plan Reviewer Utilities Program Manager Visitor Center Manager Zoning Code Manager IT Analyst 25.9482 2075.86 53972.26 Mid 30.2728 2421.83 62967.43 Max 35.8331 2866.65 74532.85 31.7804 2542.43 66103.23 37.6127 3009.02 78234.42 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Regular Pay Plan (2080 Hours) FY 2015 City of Flagstaff Range 13 C-4-2 Pos # 113 C-4-2 21326 21354 21332 21355 21333 21349 21353 21356 21352 21350 E E E E E E E E E E 21447 21446 21428 21438 21433 21437 21429 21425 21442 21445 21443 21419 21412 21444 21439 21426 21424 21436 21441 E E E E E E E E E E E E E E E E E E E R13 114 C-4-3 Page 453 City of Flagstaff R14 Position Title N Min 27.2537 2180.30 56687.70 27.2537 2180.30 56687.70 Construction Manager Customer Service Manager Homeownership Prog Mgr Library Manager Multi Modal Transportation Planner Payroll Manager Sustainability Manager Utilities Management Analyst IT Administrator 28.6164 IT Manager 2289.31 59522.11 Asst to City Mgr (Comm) 30.5991 Asst to City Mgr (Rl Est) 2447.93 Asst to City Mgr (Risk) 63646.13 Building Official Comp Planning Mgr Deputy Court Admin Facilities Mainenance Supt Field Service Manager Fire Marshall FHA Manager Grants Manager Police Communications Manager Police Support Svcs Manager Public Works Manager Tax License Revenue Manager Wastewater Treatment Mgr Water Production Manager Wildland Fire Manager IT Manager (Network) 32.1292 2570.34 66828.74 Mid 32.8140 2625.12 68253.12 33.3858 2670.86 69442.43 Max 38.4207 3073.66 79915.06 39.5179 3161.43 82197.16 35.0551 2804.41 72914.61 37.4824 2998.61 77963.71 41.4938 3319.50 86307.10 44.3660 3549.28 92281.28 39.3568 3148.54 81862.14 46.5842 3726.74 96895.14 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Regular Pay Plan (2080 Hours) FY 2015 Range 115 C-5-1 R15 Page 454 16 C-5-2 116 R16 Pos # 21524 21531 21521 21532 21519 21530 21527 21513 21514 21518 21512 21528 21529 21525 21526 E E E E E E E E E E E E E E E Position Title Assistant City Engineer Capital Impv Engineer Comm Dsgn & Redev Mgr Cprhsv Plng & Code Admin Current Planning Manager Economic Dev Manager Finance Manager Fire Battalion Chief (40) Fire Battalion Chief (56) Metropolitan Planning Org Mgr Stormwater Program Mgr Traffic Engineer IT Mgr (Systems & Apps) Utilities Engineering Mgr Water Resources Mgr Min 31.2403 2499.22 64979.82 Mid 38.7415 3099.32 80582.22 Max 46.2426 3699.41 96184.61 32.8023 2624.18 68228.78 33.4785 2678.28 69635.28 35.1524 2812.19 73116.99 40.6785 3254.28 84611.28 41.5100 3320.80 86340.80 43.5855 3486.84 90657.84 48.5547 3884.38 100993.78 49.5415 3963.32 103046.32 52.0186 4161.49 108198.69 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Regular Pay Plan (2080 Hours) FY 2015 City of Flagstaff Range 17 D-6-1 117 Page 455 18 D-6-2 118 R18 19 D-6-3 119 Pos # 21723 21729 21722 21714 21727 21724 21730 21701 21721 21726 21707 21728 21725 21731 21805 21806 21804 Position Title Min Airport Director 34.8495 City Clerk 2787.96 City Engineer 72486.96 Community Invstmnt Dir 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 37.6374 3010.99 78285.79 E City Prosecutor 39.5586 E Deputy City Attorney 3164.69 82281.89 40.6484 3251.87 84548.67 E E E E E E E E E E E E E E E Mid 45.3043 3624.3450 94232.95 Max 55.7591 4460.73 115978.93 48.9287 3914.29 101771.59 49.6381 3971.05 103247.25 52.8430 4227.44 109913.34 60.2199 4817.59 125257.39 59.7173 4777.38 124211.98 65.0375 5203.00 135278.00 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Regular Pay Plan (2080 Hours) FY 2015 City of Flagstaff Page 456 Range 20 E-8-1 120 21 E-8-2 121 22 E-8-3 122 23 E-8-4 123 24 E-9-1 123 26 F-10-2 126 Pos # Position Title 22400 E Deputy City Manager 22601 E City Manager Min 43.9003 3512.02 91312.62 47.4123 3792.98 98617.58 51.2053 4096.42 106507.02 55.3017 4424.14 115027.54 59.7259 4778.07 124229.87 64.5039 5160.31 134168.11 Mid 57.0704 4565.63 118706.43 61.6360 4930.88 128202.88 66.5669 5325.35 138459.15 71.8923 5751.38 149535.88 77.6437 6211.49 161498.79 83.8551 6708.41 174418.61 Max 70.2405 5619.24 146100.24 75.8597 6068.78 157788.18 81.9285 6554.28 170411.28 88.4828 7078.62 184044.22 95.5614 7644.91 198767.71 103.2063 8256.50 214669.10 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Regular Pay Plan (2080 Hours) FY 2015 City of Flagstaff Zone 1 Band Pos # Position Title B71 Accountant Procurement Specialist 81801 81111 Min Max 20.78 3602.58 43230.93 Step 11 Step 12 Step 13 Step 14 28.57 61262.03 63090.77 64919.71 4952.76 59433.09 Step 15 72235.49 74508.51 Zone 2 Band Pos # Position Title B72 Accountant 43230.93 44801.95 46630.90 Procurement Specialist 81802 81112 Step 1 Step 2 Step 3 Min Min Max 24.18 4190.71 50288.58 32.09 5562.42 66749.07 Step 14 Step 15 72235.49 74508.51 Zone 3 Band Pos # Position Title B73 Accountant 43230.93 44801.95 46630.90 48459.63 50288.58 52117.52 53946.46 Procurement Specialist 81803 81113 Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Min Max 27.69 4800.36 57604.35 35.82 6209.04 74508.51 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Accountant/Procurement Specialist Broad Band FY 2015 Page 457 City of Flagstaff Zone 1 Mid 14.5843 2527.95 30335.34 Page 458 Band Pos # Position Title B11 80101 N Admin Assistant Min 12.2395 2121.51 25458.16 Band Pos # Position Title B12 80102 N Admin Assistant Step 1 Step 2 Step 3 Min #REF! #REF! #REF! 13.9982 2121.51 2223.12 2324.73 2426.35 25458.16 26677.46 27896.75 29116.26 Band Pos # Position Title B13 80103 N Admin Assistant Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Min #REF! #REF! #REF! #REF! #REF! #REF! 15.7567 2121.51 2223.12 2324.73 2426.35 2527.95 2629.55 2731.16 25458.16 26677.46 27896.75 29116.26 30335.34 31554.64 32773.94 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 16.9290 #REF! #REF! #REF! #REF! #REF! #REF! 2934.36 3035.97 3137.58 3239.18 3340.79 3442.40 3544.01 35212.32 36431.62 37650.91 38870.21 40089.50 41308.80 42528.10 Zone 2 Mid 16.3429 2832.77 33993.23 Max Step 13 Step 14 Step 15 18.6876 #REF! #REF! #REF! 3239.18 3340.79 3442.40 3544.01 38870.21 40089.50 41308.80 42528.10 Zone 3 Mid 18.1014 3137.58 37650.91 Max 20.4462 3544.01 42528.10 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Administrative Assistant Broad Band FY 2015 City of Flagstaff Zone 1 Band Pos # Position Title B21 80201 N Admin Specialist 80801 N Court Judicial Speclst Min 14.8157 2568.05 30816.66 Mid 17.1704 2976.20 35714.43 Band Pos # Position Title B22 80202 N Admin Specialist 80802 N Court Judicial Speclst Step 1 #REF! #REF! 2568.05 Step 2 #REF! #REF! 2670.11 Step 3 Min #REF! 16.5819 #REF! 2874.20 2772.12 34490.35 Band Pos # Position Title B23 80203 N Admin Specialist 80803 N Court Judicial Speclst Step 1 #REF! #REF! 2568.05 Step 2 #REF! #REF! 2670.11 Step 3 #REF! #REF! 2772.12 Max Step 10 19.5251 #REF! 3384.35 #REF! 40612.21 3486.37 Step 11 #REF! #REF! 3588.42 Step 12 #REF! #REF! 3690.46 Step 13 #REF! #REF! 3792.48 Step 14 #REF! #REF! 3894.56 Step 15 #REF! #REF! 3996.62 Max Step 13 21.2911 #REF! 3690.46 #REF! 44285.49 3792.48 Step 14 #REF! #REF! 3894.56 Step 15 #REF! #REF! 3996.62 Zone 2 Mid 18.9364 3282.31 39387.71 Page 459 Zone 3 Step 4 #REF! #REF! 2874.20 Step 5 #REF! #REF! 2976.20 Step 6 Min #REF! 18.3477 #REF! 3180.27 3078.24 38163.22 Mid 20.7024 3588.42 43060.99 Max 23.0574 3996.62 47959.39 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Admin Specialist/Court Judicial Specialist Broad Band FY 2015 City of Flagstaff Zone 1 Band Pos # Position Title B61 82101 N Airport Ops/ARFF Spec 82401 N Library Specialist Min 15.2705 2646.89 31762.64 Mid 18.6376 3230.52 38766.21 Band Pos # Position Title B62 82102 N Airport Ops/ARFF Spec 82402 N Library Specialist Step 1 #REF! #REF! 2646.89 Step 2 #REF! #REF! 2792.78 Step 3 Min #REF! 17.7956 #REF! 3084.57 2938.71 37014.85 Band Pos # Position Title B63 82103 N Airport Ops/ARFF Spec 82403 N Library Specialist Step 1 #REF! #REF! 2646.89 Step 2 #REF! #REF! 2792.78 Step 3 #REF! #REF! 2938.71 Max Step 10 22.0047 #REF! 3814.15 #REF! 45769.78 3960.04 Step 11 #REF! #REF! 4105.97 Step 12 #REF! #REF! 4251.88 Step 13 #REF! #REF! 4397.78 Step 14 #REF! #REF! 4543.69 Step 15 #REF! #REF! 4689.62 Max Step 13 24.5301 #REF! 4251.88 #REF! 51022.61 4397.78 Step 14 #REF! #REF! 4543.69 Step 15 #REF! #REF! 4689.62 Zone 2 Mid 21.1630 3668.25 44019.04 Page 460 Zone 3 Step 4 #REF! #REF! 3084.57 Step 5 #REF! #REF! 3230.52 Step 6 Min #REF! 20.3210 #REF! 3522.31 3376.43 42267.68 Mid 23.6883 4105.97 49271.66 Max 27.0555 4689.62 56275.44 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Airport Operations/ARFF Specialist Broad Band FY 2015 City of Flagstaff Zone 1 Band Pos # R61 Position Title 81401 E Asst. City Attorney Min Mid 32.1292 5569.06 66828.74 37.8119 6554.06 78648.75 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 43.4947 93423.82 96378.67 99333.73 ######## ######## ######## 7539.08 90468.98 Zone 2 Band Pos # R62 Position Title 81402 E Asst. City Attorney Step 1 Step 2 Step 3 Min Mid 66828.74 69783.79 72738.64 36.3912 6307.81 75693.70 Max 42.0740 7292.83 87513.92 Step 13 Step 14 Step 15 47.7566 ######## ######## ######## 8277.81 99333.73 Zone 3 Band Pos # R63 Position Title 81403 E Asst. City Attorney Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Min 66828.74 69783.79 72738.64 75693.70 78648.75 81603.60 40.6532 7046.55 84558.66 Mid Max 46.3359 8031.56 96378.67 52.0186 9016.56 108198.69 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Assistant City Attorney Broad Band FY 2015 Page 461 City of Flagstaff Zone 1 Band Pos # R71 Position Title 81501 E Sr. Asst. City Atty Min Mid 32.8024 5685.75 68228.99 39.7859 6896.22 82754.67 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 46.7696 ######## ######## ######## ######## ######## ######## 8106.73 97280.77 Zone 2 Band Pos # R72 Position Title 81502 E Sr. Asst. City Atty Step 1 Step 2 Step 3 Min Mid 68228.99 71860.46 75491.94 38.0397 6593.55 79122.58 Max Step 13 Step 14 Step 15 52.0073 ######## ######## ######## 9014.60 108175.18 45.0237 7804.11 93649.30 Zone 3 Band Pos # R73 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 43.2775 Mid Max 50.2614 57.2449 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Senior Assistant City Attorney Broad Band FY 2015 Page 462 City of Flagstaff Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Division Director Broad Band FY 2015 Zone 1 Band B91 Pos # 81901 Position Title Division Director Min Max 43.9003 3512.02 91312.62 65.0183 5201.46 135238.06 Step 11 Step 12 Step 13 Step 14 Step 15 ####### #REF! 0.00 0.00 Zone 2 Band B92 Pos # 81902 Position Title Step 1 Step 2 Step 3 Min Division Director Step 13 Step 14 55.6325 4450.60 115715.60 Max 76.7505 6140.04 159641.04 Zone 3 Band B93 Pos # 81903 Position Title Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Division Director Min Max 67.3647 5389.18 140118.58 88.4828 7078.62 184044.22 Page 463 Zone 1 Band R91 Pos # 82001 Position Title Division Director (IT) Min Max Step 11 46.0953 3687.62 95878.22 68.2692 5461.54 135238.06 0.00 Step 12 Step 13 Step 14 0.00 0.00 0.00 Step 15 0.00 Zone 2 Band R92 Pos # 82002 Position Title Division Director (IT) Step 1 Step 2 Step 3 Min 3512.02 0.00 0.00 0.00 Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 3512.02 0.00 0.00 0.00 0.00 0.00 Step 13 Step 14 58.4141 4673.13 121501.33 Max 80.5880 6447.04 167623.04 Zone 3 Band R93 Pos # 82003 Position Title Division Director (IT) 0.00 Min Max 70.7329 92.9069 City of Flagstaff Zone 1 Band B81 Pos # Position Title 81601 N Equipment Operator 81701 N Maintenance Worker Min 14.8157 1185.26 30816.66 Max Step 11 Step 12 Step 13 21.2956 45792.41 47289.99 48787.56 1703.65 44294.85 Band Pos # Position Title 81602 N Equipment Operator 81702 N Maintenance Worker Step 1 Step 2 Step 3 30816.66 32314.23 33811.81 Pos # Position Title 81603 N Equipment Operator 81703 N Maintenance Worker Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 30816.66 32314.23 33811.81 35309.38 36806.96 38304.53 39802.11 Step 14 Step 15 54777.86 56275.44 Zone 2 B82 Min Min 17.6957 1415.66 36807.06 Max 24.1755 1934.04 50285.04 Step 14 Step 15 54777.86 56275.44 Zone 3 Band B83 Min 20.5756 1646.05 42797.25 Max 27.0555 2164.44 56275.44 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Equipment Operator/Maintenance Worker Broad Band FY 2015 Page 464 City of Flagstaff Range Pos # 8 208 10813 Position Title N Firefighter R29 10905 N Fire Engineer Range 13 213 Pos # 11300 Position Title N Fire Captain Min 14.0049 3398.52 40782.27 15.5883 27165.21 45393.13 Min 19.4670 4723.99 56687.90 Mid 16.6442 4038.99 48467.91 18.5694 32360.27 54074.09 Max 19.3254 4689.63 56275.56 21.5069 37479.36 62628.09 Mid 23.4386 5687.77 68253.20 Max 27.4435 6659.62 79915.47 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Fire Pay Plan FY 2015 Page 465 City of Flagstaff Position Title Min Zone 1 Mid 81201 E Planning Dev Manager 81301 E Project Manager 24.7125 4283.50 51402.00 30.3279 5256.84 63082.03 Band Pos # B51 Band Pos # B52 81202 E Planning Dev Manager 81302 E Project Manager Band Pos # B53 Position Title Position Title Page 466 81203 E Planning Dev Manager 81303 E Project Manager Step 1 Step 2 Step 3 Max Step 2 Step 3 Step 4 Step 11 Zone 2 Mid Min 51402.00 54321.70 57241.81 28.9242 5013.53 60162.34 Step 1 Step 10 Max 34.5391 5986.78 71841.33 Step 5 Step 12 Step 13 Step 14 Step 15 35.9430 77681.14 80601.66 83521.36 86441.26 89361.38 92281.28 6230.12 74761.44 Step 6 Min 51402.00 54321.70 57241.81 60162.34 63082.03 66001.52 33.1354 5743.47 Step 13 Step 14 Step 15 40.1545 86441.26 89361.38 92281.28 6960.11 83521.36 Zone 3 Mid Max 38.7508 6716.81 44.3660 7690.11 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Manager Broad Band FY 2015 City of Flagstaff Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Police Pay Plan FY 2015 Page 467 Range PT9 Pos # 10963 Position Title N Police Officer Recruit PT9 10964 N Police Officer Lateral P09 10903 N Police Officer P11 11100 N Police Corp/Det Range P13 Pos # 11301 Position Title N Police Sergeant P15 21503 E Police Lieutenant P18 21801 E Deputy Police Chief Min 22.5959 1807.67 46999.47 23.1906 1855.25 48236.45 22.9144 1833.15 47661.95 25.2627 2021.02 52546.42 Min 28.6164 2289.31 59522.11 32.8023 2624.18 68228.78 39.5584 3164.67 82281.47 Max 23.1906 1855.25 48236.45 27.2677 2181.42 56716.82 30.0911 2407.29 62589.49 31.6105 2528.84 65749.84 34.8837 2790.70 72558.10 Mid 34.4548 2756.38 71665.98 40.6749 3253.99 84603.69 49.6459 3971.67 103263.37 Max 40.3419 3227.35 83911.15 48.5474 3883.79 100978.59 59.7333 4778.66 124245.26 City of Flagstaff Zone 1 Band Pos # Position Title BA1 82201 N Rec Prog Coord Min 16.7042 2895.39 34744.74 Mid 20.1246 3488.26 41859.17 Band Pos # Position Title BA2 82202 N Rec Prog Coord Step 1 Step 2 Step 3 Min #REF! #REF! #REF! 19.2695 2895.39 3043.61 3191.83 3340.05 34744.74 36523.34 38301.95 40080.56 Band Pos # Position Title BA3 82203 N Rec Prog Coord Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Min #REF! #REF! #REF! #REF! #REF! #REF! 21.8348 2895.39 3043.61 3191.83 3340.05 3488.26 3636.48 3784.70 34744.74 36523.34 38301.95 40080.56 41859.17 43637.78 45416.38 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 23.5451 #REF! #REF! #REF! #REF! #REF! #REF! 4081.15 4229.37 4377.59 4525.80 4674.02 4822.25 4970.47 48973.81 50752.42 52531.02 54309.63 56088.24 57867.06 59645.66 Zone 2 Mid 22.6900 3932.93 47195.20 Max Step 13 Step 14 Step 15 26.1104 #REF! #REF! #REF! 4525.80 4674.02 4822.25 4970.47 54309.63 56088.24 57867.06 59645.66 Zone 3 Page 468 Mid 25.2553 4377.59 52531.02 Max 28.6758 4970.47 59645.66 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Recreation Program Coordinator Broad Band FY 2015 City of Flagstaff Band Pos # BB1 82301 E Recreation Supervisor Band Pos # BB2 Position Title 82302 E Recreation Supervisor Band Pos # BB3 Position Title Position Title 82303 E Recreation Supervisor Min Zone 1 Mid 21.7633 3772.31 45267.66 25.7800 4468.53 53622.40 Step 1 Step 2 Step 3 Max Step 2 Step 3 Step 4 Step 10 Step 11 Step 15 74508.51 Zone 2 Mid Min 45267.66 47356.40 49444.93 24.7757 4294.45 51533.46 Step 1 Step 13 29.7965 64065.46 66153.98 68242.72 70331.46 5164.73 61976.72 Max 28.7924 4990.68 59888.19 Step 5 Step 6 Min 45267.66 47356.40 49444.93 51533.46 53622.40 55710.93 27.7883 4816.64 57799.66 Step 12 Step 13 Step 15 32.8090 70331.46 5686.89 68242.72 74508.51 Zone 3 Mid Max 31.8048 5512.83 66153.98 35.8214 6209.04 74508.51 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Recreation Supervisor Broad Band FY 2015 Page 469 City of Flagstaff Zone 1 Band Pos # B31 80501 80601 80701 80301 80401 N N N N N Position Title Inst/Electrical Spec Maintenance Spec Operations Spec Plant Specialist Water Services Spec Min 20.7841 3602.58 43230.93 Mid 24.3345 4217.98 50615.76 N N N N N Position Title Inst/Electrical Spec Maintenance Spec Operations Spec Plant Specialist Water Services Spec Step 1 20.14 #REF! 3602.58 Step 2 21.00 #REF! 3756.43 Step 3 Min 21.86 23.4469 #REF! 4064.13 3910.28 48769.55 N N N N N Position Title Inst/Electrical Spec Maintenance Spec Operations Spec Plant Specialist Water Services Spec Step 1 20.14 #REF! 3602.58 Step 2 21.00 #REF! 3756.43 Step 3 21.86 #REF! 3910.28 Max Step 10 27.8851 27.88 4833.42 #REF! 58001.01 4987.22 Step 11 28.74 #REF! 5141.07 Step 12 29.60 #REF! 5294.90 Step 13 30.46 #REF! 5448.77 Step 14 31.32 #REF! 5602.62 Step 15 32.18 #REF! 5756.45 Max Step 13 30.5475 30.46 5294.90 #REF! 63538.80 5448.77 Step 14 31.32 #REF! 5602.62 Step 15 32.18 #REF! 5756.45 Zone 2 Band Pos # B32 80502 80602 80702 80302 80402 Mid 26.9972 4679.51 56154.18 Page 470 Zone 3 Band Pos # B33 80503 80603 80703 80303 80403 Step 4 22.72 #REF! 4064.13 Step 5 23.58 #REF! 4217.98 Step 6 Min 24.44 26.1096 #REF! 4525.66 4371.83 54307.97 Mid 29.6600 5141.07 61692.80 Max 33.2103 5756.45 69077.42 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Utilities Specialist (Non Exempt) Broad Band FY 2015 City of Flagstaff Zone 1 Band Pos # B41 Position Title 81101 E Laboratory Spec Min Mid 20.78 3602.58 43230.93 24.52 4249.70 50996.40 Max Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 28.25 60704.38 62645.65 64587.12 66527.97 68469.65 70411.12 4896.87 58762.50 Zone 2 Band Pos # B42 Position Title 81102 E Laboratory Spec Step 1 Step 2 Step 3 43230.93 45172.40 47113.87 Min Mid 23.58 4087.95 49055.34 27.32 4735.10 56821.23 Max Step 13 Step 14 Step 15 31.05 66527.97 68469.65 70411.12 5382.26 64587.12 Zone 3 Band Pos # B43 Position Title 81103 E Laboratory Spec Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 43230.93 45172.40 47113.87 49055.34 50996.40 52938.08 Page 471 Min Mid Max 26.38 4573.30 54879.55 30.12 5220.47 62645.65 33.85 5867.59 70411.12 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan CITY OF FLAGSTAFF Utilities Specialist (Exempt) Broad Band FY 2015 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 2015 Page 472 City of Flagstaff Appendix C - Resolution for Budget Adoption RESOLUTION NO. 2014-20 A RESOLUTION ADOPTING THE BUDGET FOR FISCAL YEAR 2014-2015. WHEREAS, in accordance with the provisions of A.R.S. Title 42, Chapter 17, Articles 1 - 5, the City Council did, on June 3, 2014 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 3, 2014, 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 17, 2014, 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 2014-2015. PASSED AND ADOPTED by the City Council and approved by the Mayor of the City of Flagstaff this 17th day of June, 2014. /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 473 City of Flagstaff Appendix D - Ordinance for Property Tax Levy ORDINANCE NO. 2014-12 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, 2015 WHEREAS, by the provisions of State law, the ordinance levying taxes for fiscal year 2014-2015 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 0.8418 for the fiscal year ending on the 30th day of June, 2015. 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, 2015. SECTION 3. Failure by the county officials of Coconino County, Arizona, to properly return the delinquent list, any irregularity in assessments or omissions in the same, or any irregularity in any proceedings shall not invalidate such proceedings or invalidate any title conveyed by any tax deed; failure or neglect of any officer or officers to timely perform any of the duties assigned to him or to them shall not invalidate any proceedings or any deed or sale pursuant thereto, the validity of the assessment or levy of taxes or of the judgment of sale by which the collection of the same may be enforced shall not affect the lien of the City of Flagstaff upon such property for the delinquent taxes unpaid thereon; overcharge as to part of the taxes or of costs shall not invalidate any proceedings for the collection of taxes or the foreclosure of the lien thereon or a sale of the property under such foreclosure; and all acts of officers de facto shall be valid as if performed by officers de jure. SECTION 4. All ordinances and parts of ordinances in conflict herewith are hereby repealed. SECTION 5. That the Clerk is hereby directed to transmit a certified copy of this ordinance to the County Assessor and the Board of Supervisors of the County of Coconino, Arizona. SECTION 6. Effective Date. The tax levies imposed by this Ordinance shall take effect August 1, 2014. st PASSED AND ADOPTED by the City Council and approved by the Mayor of the City of Flagstaff this 1 day of July, 2014. /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 474 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 475 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 476 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. BONDS PROCEEDS – Debt issuances derived from the sale of bonds for the purpose of constructing major capital facilities. 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. APPROPRIATION – An authorization granted by the City Council to make expenditures and to incur obligations for purposes specified in the Appropriation Ordinance. CAPITAL IMPROVEMENT PROGRAM BUDGET – The appropriation of bonds or operating revenue for improvements to city facilities including buildings, streets, water and sewer lines, and parks. ASSESSED VALUATION – A valuation set upon real estate or other property by the County Assessor and the State as a basis for levying taxes. (Primary or Secondary) CAPITAL OUTLAY – Expenditures that result in the acquisition of or addition to fixed assets. AVAILABLE – Collectible within the current period or soon enough, thereafter, to be used to pay liabilities of the current period. BALANCED BUDGET – A budget in which current revenues equal current expenditures. The State or local government may set the legal requirements for a balanced budget. BOND – A written promise to pay a specified sum of money, called the face value or principal amount, at a specified date or dates in the future, called the maturity date(s), together with periodic interest at a specific rate. BOND FUNDS – Are used to account for the purchase or construction of major capital facilities that are not financed by other funds. The use of bond funds is necessary to demonstrate that bond proceeds are spent only in amounts and for purposes authorized. Annual Financial Plan 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. Page 477 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. DEPRECIATION - Depreciation is systematic allocation of the cost of a fixed asset over its useful life. It is a way of matching the cost of a fixed asset with the revenue (or other economic benefits) it generates over its useful life. Without depreciation accounting, the entire cost of a fixed asset would be recognized in the year of purchase. This would give a misleading view of the financial status of the entity. 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. Annual Financial Plan 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. 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. FIDUCIARY FUND - Fiduciary Funds account for assets held in a trustee or agent capacity for outside parties, including individuals, private organizations, and other governments. 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. Page 478 City of Flagstaff Appendix F - Glossary 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. GENERAL FUND – A fund used to account for all general-purpose transactions of the City that do not require a special type of fund. GENERAL GOVERNMENT REVENUE – The revenues of a government other than those derived from and retained in an enterprise fund. 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. 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. 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. PERFORMANCE INDICATORS – Measures used to evaluate the performance of a program or activity. Effectiveness and efficiency are two types of "outcome" performance indicators. GOVERNMENTAL FUND - Term used in government accounting to apply to all funds except for the profit and loss funds (e.g., enterprise fund, internal service fund, and trust and agency fund). Examples of government funds are the general fund, special assessment fund, and capital projects fund. Governmental funds use the modified accrual accounting method. 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. 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. Annual Financial Plan PERSONNEL SERVICES – Expenditures for salaries, wages and fringe benefits of a government's employees. 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. Page 479 City of Flagstaff Appendix F - Glossary PROPRIETARY FUND - Proprietary funds are used to account for the government’s ongoing organizations and activities that are similar to those often found in the private sector. These funds are considered self-supporting in that the services rendered by them are generally financed through user charges or on a cost reimbursement basis. Proprietary funds use the economic resources measurement focus and the accrual basis of accounting. There are two types of proprietary funds: enterprise funds and internal service funds. 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. 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. 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. STREET AND HIGHWAY BONDS – Bonds that are secured by the City's Highway User Revenues and used for the construction of street, highway and related capital projects. RECURRING REVENUES – Revenue sources available on a constant basis to support operating and capital budgetary needs. TAX LEVY – The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. RESERVES – Account that records a portion of the fund equity that must be segregated for some future use and that is, therefore, not available for further appropriation or expenditure. TAX RATE – The amount of tax levied for each $100 of assessed valuation. 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. 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. Annual Financial Plan URBAN DESIGN – Refers to the following group of Divisions: Beautification-General Administration, Streetscape, Flagstaff Urban Trails System, Rehabilitation Projects, and Reserve-Beautification. 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. Page 480 City of Flagstaff Appendix G - List of Acronyms ACRONYMS Acronym Description 4FRI ACA ACA ACI ACJC AD&D ADA ADC ADEM ADEQ ADOH ADOT ADWR AED AEP AG AGTS AIP ALS APP APS APSES ARFF ARRA ARS ASCT ASRS ATA AWD AZHLS AZWARN BBB BLS BMX BNSF BOR BPAC BRT C of O CACC CAFR CAPPO CART CBSD CCC CCRT CCSO CD CD&R CDBG CIP CISM CJCC CJI CLIA CM Four Forest Restoration Initiative Arizona Commerce Authority Arizona Court Association American Concrete Institute 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 Housing Arizona Department of Transportation Arizona Department of Water Resources Automated External Defibrillators Achievement of Excellence in Procurement Attorney General Arizona Governmental Training Service Airport Improvement Program Advance Life Support Aquifer Protection Permit Arizona Public Service Arizona Public Service Environmental Services Aircraft Rescue and Firefighting American Recovery and Reinvestment Act Arizona Revised Statutes Adaptive Signed Control Technology Arizona State Retirement System Arizona Trail Authority All Wheel Drive Arizona Homeland Security Arizona Water/Wastewater Agency Response Network 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 Certificate of Occupancy 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 Coordinated Community Response Team Coconino County Sheriff’s Office Community Development Community Design & Redevelopment Community Development Block Grant Capital Improvement Plan/Projects Crisis Incident Stress Management Criminal Justice Coordinating Council Criminal Justice Integration Court Leadership Institute of Arizona City Manager Annual Financial Plan Page 481 City of Flagstaff Appendix G - List of Acronyms ACRONYMS Acronym Description CMMS CMS COF, CofF COGEN CommDEV COMPSTAT COPS COT CRS CTC CVB CY CY DARE DBE DBM DEIS DES DES POPTAC DHS DMA DMV DNS DOE DOJ DoIT DOT DPS DRB DRIP DUI EAC EAP ECE ECONA EDA EDMS EEOP EFCL EIS ELS EMT EOC ERT ERU ESL FAA FAPPO FBI FCP FEMA FFATA FFD FFV FHA FHC Computerized Maintenance Management System Case Management System City of Flagstaff Cogeneration New Permit Tracking System (Online) for the City of Flagstaff COMPuter STATistics / COMParative STATistics Community Oriented Policing Services Commission on Technology Community Rating System Computer Training Center Convention and Visitor Bureau Calendar Year Cubic Yards Drug Abuse Resistance Education Disadvantaged Business Enterprise Program Decision Band Method Draft Environmental Impact Statement Department of Economic Security Department of Economic Security Population Technical Advisory Committee Department of Homeland Security Data Marketing Association Department of Motor Vehicles Domain Name System Department of Energy Department of Justice Division of Information Technology Department of Transportation Department of Public Safety Development Review Board Drainage Improvement Project Driving Under the Influence Employee Advisory Committee Employee Assistance Program Environmental Code Enforcement Economic Collaborative of Northern Arizona Economic Development Administration Electronic Document Management System Equal Employment Opportunity Plans East Flagstaff Community Library Environmental Impact Statement Early Literacy Station Emergency Medical Technician Emergency Operations Center 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 Federal Funding Accountability and Transparency Act Flagstaff Fire Department Flexible Fuel Vehicle Flagstaff Housing Authority State Forest Health Council Annual Financial Plan Page 482 City of Flagstaff Appendix G - List of Acronyms ACRONYMS Acronym Description FHWA FLOA FMPO FOG FPD FPL FRAPPA FSO FTA FTE FUSD FUTS FWPP FY GAAP GCCL GED GFFP GFOA GIITEM GIS GF GIS GMBA GO GOHS GSA HB HCCC HHPCC HIPAA HOA HPC HR HRA HRIS HRS HSIP HTE HUD HURF HVAC I-17 IACP IB ICM ICMA IDS IGA ICSC ILS ISM ISO ISTEA IT IWM Federal Highway Administration Forest Lakes Owners Association Flagstaff Metropolitan Planning Organization Fats, Oils, and Greases Flagstaff Police Department 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 Flagstaff Watershed Protection Project Fiscal Year Generally Accepted Accounting Principles Grand Canyon Community Library General Educational Development Greater Flagstaff Forests Partnership 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 House Bill High Country Conference Center Household Hazardous Products Collection Center Health Insurance Portability and Accountability Act Home Owners Association Hazardous Product Center Human Resources Health Risk Assessment Human Resource Information Services Heat Recovery System Highway Safety Improvement Project Sungard Public Sector Software Housing and Urban Development Highway User Revenue Fund Heating, Ventilation, Air Conditioning Interstate Highway 17 International Association of Chiefs of Police Inner Basin Institute for Court Management International City/County Management Association Interdivisional Staff Intergovernmental Agreement International Centre for Sustainable Cities Integrated Library System Institute of Supply Management Insurance Service Organization Intermodal Surface Transportation Efficiency Information Technology Industrial Wastewater Monitoring Annual Financial Plan Page 483 City of Flagstaff Appendix G - List of Acronyms ACRONYMS Acronym Description IWS JAG JCEF kWh LEAF LED LID LF LGIP LJC LJCAA LJCMS LLEBG LM LMWTP LRR LSTA LTAF MBPS MDC METRO MFC MIS MPO MRF MRO MSW MUTCD MWh NABA NACASA NACET NACOG NAEP NAGC NAIPTA NAPEBT NASPO NAU NAZ NCPA ND NFIP NFPA NICET NIGP NJPA NNHRC NOV NPDES NPI NPS NRP NSF OMB OOHR Industrial Waste Services Judge Advocate General Judicial Collection Enhancement Fund Kilowatt Hour Law Enforcement Administrative Facility Light Emitting Diode Low Impact Development Lineal Feet 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 Limited Re-evaluation Report 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 Manual of Uniform of Traffic Control Devices Milliwatt-hour is 1/1000 W.h 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 Grants Connection Northern Arizona Intergovernmental Public Transit Authority Northern Arizona Public Employees Benefit Trust National Association of State Procurement Officials Northern Arizona University Northern Arizona National Cooperative Purchasing Alliance Non-Departmental National Flood Insurance Program National Fire Protection Association National Institute of Certification in Engineering Technologies National Institute of Governmental Purchasing National Joint Powers Alliance Navajo Nation Human Rights Commission Notice of Violation National Pollutant Discharge Elimination System National Purchasing Institute National Public Safety North Reserve Plant Non-Sufficient Funds Office of Management and Budget Owner Occupied Housing Rehabilitation Annual Financial Plan Page 484 City of Flagstaff Appendix G - List of Acronyms ACRONYMS Acronym Description OSHA OT P3 P-CARD PAC PARA PC PD PDES PFC PHAS PIO PL PL PM PMO POC POPTAC POTW PPA PR PRV PSPRS PSSP RDA REVPAR RFP RFP RFQ RICO RLF RMSE RMT ROPE ROSS ROW RPI RSL RTP RW RWP RWPS SAN SB SBDC SCADA SCASDP SCIP SDWA SEDI SEED SEFA SEMAP SEMS SID SIT Occupational, Safety, and Health Administration Overtime Public Private Partnership Procurement Card Public Access Computers Planning Assistance for Rural Areas Personal Computer Police Department Pollutant Discharge Elimination System Passenger Facility Charge Public Housing Assessment System Public Information Officer Refers to Metropolitan Planning Funds Public Library Project Management (Manager) Property Maintenance Ordinance Point of Compliance 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 Resource Description and Access Revenue per Available Room Request for Proposal Reservoir Filtration Plant Request for Quote Racketeer Influenced and Corrupt Organizations Act Revolving Loan Fund Root Mean Square Error Repetitive Motion Therapy Repeat Offender Program Enhancement Resident Opportunities and Self-Sufficiency Right of Way Rural Policy Institute Revised Service Level Regional Transportation Plan Reclaimed Water Reclaimed Water Pump Reclaimed Water Pump Station Storage Area Network Senate Bill Small Business Development Center Supervisory and Control Data Acquisition Small Community Air Service Development Program Sustainable Community Indicators Project Safe Drinking Water Act 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 Annual Financial Plan Page 485 City of Flagstaff Appendix G - List of Acronyms ACRONYMS Acronym Description SIU SPR SRO SRO SSB SSS STEM STP STS SUV TBD TCPF TCPL TIP TRACON TransCad TSA TTHM TXPPA UPWP USACE USDOJ USEPA USFS USGS UV VASH VC VFD VHF VHT VMT VOIP WAN WIFA WIMS WM WMBS WMWF WPL WQ WRF WRP WSIA WTP WWTP Significant Industrial Users Statewide Planning and Research Single Room Occupancy School Resource Officer Solids Storage Basin Student Support Services Science, Technology, Engineering, Math Surface Transportation Program Safe-to-School Sport Utility Vehicle To be Determined Traffic Citation Progressive Fund Tuba City Public Library Transportation Improvement Program Terminal Radar Approach Control Facilities Transportation Modeling Software used by the CofF Transportation Security Administration Total Trihalomethanes Texas Public Purchasing Association Unified Planning Work Program United Stated Army Corp of Engineers United States Department of Justice United States Environmental Protection Agency United States Forest Service United States Geological Survey Ultra Violet Veterans Affairs Supported Housing Visitor Center Variable Frequency Drive Very High Frequency Vehicle Hours Traveled Vehicle Miles Traveled Voice Over Internet Protocol Wide Area Network Water Infrastructure Financing Authority Waste Information Management System Woody Mountain Woody Mountain Booster Station Woody Mountain Well Field Williams Public Library Water Quality Water Reclamation Facility Water Reclamation Plant Water and Sewer Impact Analyses Water Treatment Plant WasteWater Treatment Plant Annual Financial Plan Page 486 City of Flagstaff 1890 circa 1926 Historic Photos courtesy NORTHERN ARIZONA UNIVERSITY, CLINE LIBRARY SPECIAL COLLECTIONS AND ARCHIVES US FOREST SERVICE, COCONINO NATIONAL FOREST FLAGSTAFF CONVENTION & VISITORS BUREAU Cit y of Flagstaf f 211 West Aspen Avenue Flagstaf f, Arizona 860 01 f lagstaf f. az .gov