A ON FF, ARIZ FLAGSTA taff City of Flags & et Annual Budg Plan Financial 2005 -2006 More than 2007 NA ARIZO TAFF, FL AGS 2009 Protec ting the Future of Flagstaff through ety Public Saf TA FLAGS 2010 staf f Cit y of Flag et Annu al Budg Plan ncia l and Fina ff Flagsta City of Budget Annual lan ancial P and Fin 007 20 0 6 –2 200 9–2 010 08 2013 2011 TA F F, F L A G S g Strengthenin Flagstaff’s Future Economic ainable With Sust es Technologi N A A R I Z O NA F F, A R I ZO ONA F, AF A an Flagstaf f Urb em: Trails Syst Pathways ting por Sup Flagstaf f’s Life Quality of 2014 ARIZ 2012 ON F F, A R I Z F Securing Flagstaff’s ply Water Sup Through Pipeline Restoration staf f Cit y of Flag et Annu al Budg Plan ncia l and Fina staf f Cit y of Flag et Annu al Budg Plan ncia l and Fina 2011 –201 2012 –201 of Recognition 2015 circa ST F L A G S TA 10 staf f Cit y of Flag et Annu al Budg Plan ncia l and Fina 200 8–2 009 staf f Cit y of Flag et Annu al Budg ncial Plan and Fina 2 0 0 7– 2 0 IZONA F F, A R G Investi ng ality in the Qu ff’s of Flag sta Futu re Expanding Flagstaf f’s Horizons with Access ld to the Wor Years 20GFOA Flagstaf f’s Honoring Past, remarkable its Present and Future Promising 1900 f The Flagstaf Watershed Protection Project: Conserving Flagstaff’s Most Critical Resource 1910 circa 1900 taff City of Flags et and Annu al Budg Plan Finan cial 2014 -2015 F L AG STA 2008 Enhancing Flagstaff’s of Life Quality Thr ough Recreation LA F , S T A F F L A G izona aff, Ar Flagst O N A A R I Z 1904 staf f ncia l Plan City of Flag get and Fina Ann ual Bud 4 2013 -201 F l a g s ta zon F F, a r i a 3 2 staf f Cit y of Flag et Annu al Budg Plan ncia l and Fina A I Z O N R A , F S T A F G A L F 1 2010 –201 2016 City of Flagstaff Annual Budget and Financial Plan 2015-2016 In Remembrance TYLER JACOB STEWART On December 27, 2014 Flagstaff Police Officer Tyler Jacob Stewart was shot and killed investigating a domestic violence incident. Tyler had served with the Flagstaff Police Department for nearly a year. His Police Department family recalls Tyler as a caring person with a great sense of humor who was devoted to his family and his squad. Law enforcement ran in Tyler’s family -his father and grandfather are officers with the Arizona Department of Public Safety and his uncle is an officer with the Phoenix Police Department. However it is important to know that Tyler didn’t join the Flagstaff Police Department because of his family, he joined because he knew he could make a difference in Flagstaff. We miss you Tyler and we will never forget you! On the Cover: On the cover is a depiction of just some of the 20 years of the Comprehensive Annual Financial Reports and the Annual Budget and Financial Plans which have guided the City of Flagstaff. In addition, we are honored to be the recipient of the Government Finance Officers Association Distinguished Budget Presentation Award during those years as well as the Certificate of Achievement for Excellence in Financial Reporting. We offer recognition to all the personnel through the years who have helped with input, preparation, guidance, review, and especially, humor through all those years. Annual Budget and Financial Plan Fiscal Year 2015-2016 City of Flagstaff, Arizona CITY COUNCIL Jerry Nabours, Mayor Celia Barotz, Vice-Mayor Karla Brewster Coral Evans Jeff Oravits Scott Overton Eva Putzova BUDGET TEAM Jeff Meilbeck, Interim 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 Matt Luhman, Accountant Kristi Markey, Accountant Wanda Noffz, Accountant Annual Financial Plan 2016 Page 3 City of Flagstaff Annual Financial Plan 2016 Page 4 City of Flagstaff TABLE OF CONTENTS INTRODUCTION In Remembrance ..................................................................................................... 2 Title Page ................................................................................................................ 3 Budget Award .......................................................................................................... 4 Table of Contents .................................................................................................... 5 Section Summary – Cross Reference Index in Section Number Order ................. 10 User Guide .......................................................................................................... 12 City of Flagstaff Organizational Chart.................................................................... 14 City of Flagstaff Organization Chart Presented by Section ................................... 15 City Council ........................................................................................................... 16 TRANSMITTAL City Manager's Budget Message ........................................................................... 21 Highlights of Budget Investments that Advance Council Goals ............................. 29 Mission, Vision, and Values .................................................................................. 31 City of Flagstaff – Council Goals ........................................................................... 32 BUDGET OVERVIEW Financial Resources Available ............................................................................. 35 Total Appropriations .............................................................................................. 35 Operating Expenditures by Division ...................................................................... 36 Budget Format and Process .................................................................................. 37 Format ........................................................................................................ 37 Relationship Between Funds, Divisions, and Sections ............................... 39 Budget Process .......................................................................................... 41 Budget Calendar......................................................................................... 41 Assumptions and Strategies .................................................................................. 42 Economic Overview and Revenue Forecast ............................................... 42 Expenditures............................................................................................... 44 Fund Summaries ................................................................................................... 45 General Fund.............................................................................................. 45 Highway User Revenue Fund ..................................................................... 46 Transportation Fund ................................................................................... 46 Flagstaff Urban Trail Fund .......................................................................... 47 Library Fund ............................................................................................... 48 BBB Funds ................................................................................................. 48 Beautification Fund ............................................................................. 48 Tourism Fund ..................................................................................... 49 Arts and Science Fund ....................................................................... 50 Recreation Fund ................................................................................. 50 Economic Development Fund............................................................. 51 Other Funds................................................................................................ 51 Metropolitan Planning Organization Fund .......................................... 51 Annual Financial Plan 2016 Page 5 City of Flagstaff Housing and Community Services Fund ............................................ 52 EDA Revolving Loan Fund ................................................................. 52 Enterprise Funds ........................................................................................ 53 Utilities Fund ....................................................................................... 53 Sustainability and Environmental Management Fund......................... 54 Solid Waste Fund ............................................................................... 54 Airport Fund ........................................................................................ 55 Stormwater Fund ................................................................................ 56 Flagstaff Housing Authority ................................................................ 56 Five-Year Projections by Fund .............................................................................. 57 Revenues All Funds – Federal and State Grants ........................................................ 60 General Fund.............................................................................................. 60 BBB Funds ................................................................................................. 64 Highway User Revenue Fund ..................................................................... 64 Enterprise Funds ........................................................................................ 65 Capital Budget Relationship between Operating and Capital Budget ................................. 69 Capital Improvement Plan .......................................................................... 70 Capital Plan Implications ............................................................................ 71 Debt Debt Capacity ............................................................................................. 72 Current Debt Position ................................................................................. 72 Debt Service ............................................................................................... 73 POLICIES & PROCEDURES ................................................................................ 75 ISSUES & UPDATES ........................................................................................... 81 FINANCIAL SUMMARIES Schedule A: Summary Sch of Est. Revenues & Expend/Expenses .............. 93 Schedule A-1: Total Resources and Appropriations Summary ................... 94 Schedule B: Expenditure Limitation and Tax Levy Information................... 95 Schedule C: Revenues Other Than Property Taxes................................... 96 Schedule C-1: Schedule of Grant Revenues ............................................ 100 Schedule D: Transfers and Proceeds from Other Sources ....................... 102 Schedule D-1: Schedule of Transfers Descriptions .................................. 103 Schedule E: Appropriations by Fund ........................................................ 105 Schedule E-1: Budget by Divisions and Sections ..................................... 108 Schedule F: Budget Summary by Division of Expenditures ...................... 110 Schedule G: Full-Time Employee and Personnel Compensation ............. 112 Schedule H: Summary of Operating Capital ............................................. 113 Schedule I: Summary of Capital Improvement Program ........................... 116 Schedule J: Debt Service Requirements .................................................. 120 Schedule K: Five-Year Plans General Fund.................................................................................... 122 Annual Financial Plan 2016 Page 6 City of Flagstaff Library Fund ..................................................................................... 124 Highway User Fund .......................................................................... 125 Transportation Fund ......................................................................... 126 Flagstaff Urban Trails Fund .............................................................. 127 Beautification Fund ........................................................................... 128 Economic Development Fund........................................................... 129 Tourism Fund ................................................................................... 130 Arts and Science Fund ..................................................................... 131 BBB-Recreation Fund ....................................................................... 132 Housing and Community Services Fund .......................................... 133 Metro Planning Organization Fund ................................................... 134 EDA Revolving Loan Fund ............................................................... 135 General Obligation Bond Fund ......................................................... 136 Secondary Property Tax Fund .......................................................... 137 Special Assessment Bond Fund ....................................................... 138 Perpetual Care Fund ........................................................................ 139 Capital Projects Fund – Non-GO Funded Projects ........................... 140 Capital Projects Fund - GO Bond Funded Projects .......................... 141 Water, Wastewater and Reclaimed Water Fund............................... 142 Airport Fund ...................................................................................... 143 Solid Waste Fund ............................................................................. 144 Sustainability and Environmental Management Fund....................... 145 Stormwater Utility Fund .................................................................... 146 Flagstaff Housing Authority Fund ..................................................... 147 Schedule L: Summary of all Fiscal Activity ............................................... 148 DIVISION DETAIL GENERAL ADMINISTRATION ........................................................................... 151 City Manager (Includes Real Estate and City Clerk’s Office) (011) .......... 153 Human Resources (012) .......................................................................... 161 Risk Management (013) ........................................................................... 167 Information Technology (014) ................................................................... 173 Legal (015) ............................................................................................... 179 Flagstaff Municipal Court (016)................................................................. 185 MANAGEMENT SERVICES ............................................................................... 195 Management Services Administration (031) ............................................. 197 Purchasing (032) ...................................................................................... 198 Revenue (033) .......................................................................................... 202 Finance (034) ........................................................................................... 207 Library Services (035/036/038)................................................................. 211 Library City Direct (035) ............................................................................ 216 Library County Direct (036)....................................................................... 216 Library Grants and County Wide Projects (038) ....................................... 217 Annual Financial Plan 2016 Page 7 City of Flagstaff COMMUNITY DEVELOPMENT .......................................................................... 219 Community Development Administration (101) ........................................ 221 Engineering (102) ..................................................................................... 223 Capital Improvements (103) ..................................................................... 228 Planning & Development Services (104) .................................................. 231 Housing (105) ........................................................................................... 243 Community Housing Services (106) ......................................................... 246 Community Housing Grants (107) ............................................................ 246 Community Development Block Grants (108)........................................... 247 Flagstaff Metropolitan Planning Organization (MPO) (110) ...................... 248 Flagstaff Housing Authority (109) ............................................................. 252 FIRE… ................................................................................................................ 255 Fire (051) .................................................................................................. 257 Fire Grants (052) ...................................................................................... 261 POLICE ............................................................................................................... 263 Police (061) .............................................................................................. 265 Police Grants (062) ................................................................................... 273 PUBLIC WORKS ................................................................................................. 275 Public Works Administration (151) ............................................................ 277 Facilities Maintenance (152) ..................................................................... 279 USGS Campus (153) ................................................................................ 282 Fleet Services (154) ................................................................................. 284 Parks (155) ............................................................................................... 287 Recreation Services (156) ........................................................................ 290 Cemetery (157)......................................................................................... 294 Street Maintenance (161) ......................................................................... 296 Solid Waste (165/166) .............................................................................. 299 Solid Waste - Landfill (165)....................................................................... 301 Solid Waste - Collections (166) ................................................................ 302 Sustainability and Environmental Management (170) .............................. 303 ECONOMIC VITALITY ........................................................................................ 309 Economic Vitality/Community Investment (201/213) ................................ 311 Community Investment (201).................................................................... 314 Economic Development (213) .................................................................. 315 Beautification (211) ................................................................................... 316 EDA Revolving Loan Fund (202) .............................................................. 320 Tourism (214) ........................................................................................... 321 Visitor Services (215) ............................................................................... 324 Arts and Science (216) ............................................................................. 327 Airport (221).............................................................................................. 329 Annual Financial Plan 2016 Page 8 City of Flagstaff UTILITIES ........................................................................................................... 333 Utilities Administration (300) ..................................................................... 335 Water Production (301) ............................................................................ 337 Water Distribution (303) ............................................................................ 341 Water Resource Management (304) ........................................................ 344 Utilities Engineering Services (305) .......................................................... 349 Regulatory Compliance (306) ................................................................... 352 Wastewater Treatment - Wildcat (311) ..................................................... 357 Wastewater Treatment – Rio Plant (312) ................................................. 360 Wastewater Collection (313)..................................................................... 363 Reclaimed Water (321) ............................................................................. 366 Stormwater (331) ...................................................................................... 367 NON-DEPARTMENTAL ...................................................................................... 371 Council and Commissions (401) ............................................................... 372 Non-Departmental (402) ........................................................................... 373 NAIPTA-Transit (404) ............................................................................... 374 CAPITAL IMPROVEMENT PROGRAM FY 2016 Capital Improvement Program .............................................................. 377 Financing the Capital Plan .................................................................................. 378 Schedule of Capital Improvements...................................................................... 382 FY 2016 Project Descriptions .............................................................................. 402 Capital Budget Impact on the Operating Budget ................................................. 411 Future Operating Budget Impacts ....................................................................... 414 Capital Improvement Program Summary ............................................................ 415 Unfunded Capital Projects (Schedule) ................................................................ 427 COMMUNITY PROFILE ...................................................................................... 431 APPENDICES AAuthorized Personnel/Positions Summary................................................ 443 BCity of Flagstaff Pay Plan ......................................................................... 453 CResolution for Budget Adoption ................................................................ 480 DOrdinance for Property Tax Levy .............................................................. 481 EGlossary ................................................................................................... 483 FList of Acronyms ....................................................................................... 487 Annual Financial Plan 2016 Page 9 City of Flagstaff CITY OF FLAGSTAFF, ARIZONA SECTION SUMMARY CROSS REFERENCE INDEX IN SECTION NUMBER ORDER # SECTION 011 012 013 014 015 016 031 032 033 034 035 035 036 038 051 052 061 062 101 102 103 104 105 106 107 108 109 110 151 152 153 154 155 156 157 161 165 166 170 201 City Manager ............................................................................................ 153 Human Resources .................................................................................... 163 Risk Management ..................................................................................... 169 Information Technology ............................................................................ 175 Legal ......................................................................................................... 181 Flagstaff Municipal Court .......................................................................... 187 Management Services Administration ...................................................... 197 Purchasing................................................................................................ 198 Revenue ................................................................................................... 202 Finance ..................................................................................................... 207 Library Services ........................................................................................ 211 Library City Direct ..................................................................................... 216 Library County Direct ................................................................................ 216 Library Grants and County Wide Projects................................................. 217 Fire ........................................................................................................... 257 Fire Grants................................................................................................ 261 Police Operations ..................................................................................... 265 Police Grants ............................................................................................ 273 Community Development ......................................................................... 221 Engineering .............................................................................................. 223 Capital Improvements ............................................................................... 228 Planning and Development....................................................................... 231 Housing .................................................................................................... 243 Community Housing Services................................................................... 246 Community Housing Grants...................................................................... 246 Community Development Block Grants .................................................... 247 Flagstaff Housing Authority....................................................................... 252 Flagstaff MPO........................................................................................... 248 Public Works Administration ..................................................................... 277 Facilities Maintenance .............................................................................. 279 USGS Campus ......................................................................................... 282 Fleet Services/Management ..................................................................... 284 Parks ........................................................................................................ 287 Recreation ................................................................................................ 290 Cemetery .................................................................................................. 294 Street Maintenance .................................................................................. 296 Solid Waste - Landfill ................................................................................ 299 Solid Waste – Collections ......................................................................... 299 Sustainability and Environmental Management ........................................ 303 Community Investment ............................................................................. 311 Annual Financial Plan 2016 PAGE Page 10 City of Flagstaff 202 211 213 214 215 216 221 300 301 303 304 305 306 311 312 313 321 331 401 402 404 EDA Revolving Loan Fund ....................................................................... 320 Beautification ............................................................................................ 316 Economic Development ............................................................................ 311 Tourism..................................................................................................... 321 Visitor Services ......................................................................................... 324 Arts and Science ..................................................................................... 327 Airport ...................................................................................................... 329 Utilities Administration .............................................................................. 335 Water Production ...................................................................................... 337 Water Distribution ..................................................................................... 341 Water Resource Management .................................................................. 344 Utilities Engineering Services ................................................................... 349 Regulatory Compliance (Includes former 314) ......................................... 352 Wastewater Treatment - Wildcat .............................................................. 357 Wastewater Treatment – Rio Plant ........................................................... 360 Wastewater Collection .............................................................................. 363 Reclaimed Water ...................................................................................... 366 Stormwater ............................................................................................... 367 Council & Commissions ............................................................................ 372 Non-Departmental .................................................................................... 373 NAIPTA..................................................................................................... 374 Flagstaff Extreme Annual Financial Plan 2016 Page 11 City of Flagstaff USER 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 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 2016 Page 12 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, and the city pay plan. 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.flagstaff.az.gov under the Finance and Budget section. Annual Financial Plan 2016 Page 13 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 2016 Page 14 City of Flagstaff CITY OF FLAGSTAFF Citizens of Flagstaff Judges 001-016 City Council City Attorney 01-015 City Administration 01 Flagstaff Municipal Court Admin Communications 01 Deputy City Manager 01-011 Deputy City Manager 01-011 Risk Management 01-013 Economic Vitality 07 HR 001-012 City Clerk 01-011 Public Works 151 IT 014 Mgt Services 031 Utilities 300 Community Investment 201 Admin 151 Airport 221 Facilities 152 Purchasing 032 Tourism 214 Cemetery 157 Revenue 033 Visitor Services 215 USGS Campus 153 Finance 034 EDA Rev. Loan 202 Parks 155 Library (City) 035 Economic Development 213 SEMS 170 Library (County) 036 Arts and Sciences 216 Fleet 154 Library (Grants/CW Projects) 037 Beautification 211 Recreation 156 Operations 300 WWater Treatment-WC 311 WWater Treatment Rio 312 Water Distribution 303 Water Treatment /Production 301 Wastewater Collection 313 Street Maint 161 Water Resources 304 SW - Landfill 165 Utilities Engineering 305 SW - Collections 166 Stormwater Management 331 Police 04 Regulatory Compliance 306 Patrol 061 Reclaimed Water 321 Support Services 061 Grants 062 Real Estate 01-011 Community Development 101 Planning and Development 104 FMPO 110 Fire 051/052 Operations 051 Wildland 051 Administration 051 Engineering 102 Grants 052 Capital 103 Housing/FHA 105 Annual Financial Plan 2016 Page 15 City of Flagstaff 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 Celia Barotz Vice-Mayor Celia Barotz was re-elected to a second four-year term on the Flagstaff City Council in November 2014, receiving the most votes in both the primary and general elections. She was selected by the Council to serve as Vice-Mayor for the next two years, a position she also held during the first two years of her first term in office. Celia ran for the Flagstaff City Council after serving 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 Mountain Line Citizen’s Review Commission. Celia has served as the City Council liaison on the Flagstaff CityCoconino County Public Library Board and the Flagstaff Arts Council. She is serving her fifth year as the City Council liaison on the Board of and Northern Arizona Intergovernmental Public Transportation Authority (NAIPTA). For 2014-2016, Celia will also serve as the City Council representative on the Economic Collaborative of Northern Arizona (ECONA) Board of Directors. In her individual capacity, Celia serves on the Board of Directors of North Country Healthcare, which provides services to 14 communities across northern Arizona and is the only publicly supported community health center in the area. Celia’s professional experience includes practicing real estate and land use law, coordinating the Alternative Dispute Resolution (ADR) Program for Coconino County Superior Court in Flagstaff and mediating and arbitrating civil and family law cases. 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 Trail System, hike with her dog Bailey in the forests around Flagstaff, knit, weave pine needle baskets, read, and practice yoga. Annual Financial Plan 2016 Page 16 City of Flagstaff 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 here. 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 (NAU). 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. Councilmember Coral Evans Council member Coral Evans was elected to her second four-year term in May, 2012 and served as Vice-Mayor from May 2012 to November 2014. 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 2016 Page 17 City of Flagstaff Councilmember Jeff Oravits Jeff Oravits was elected to a four-year term on the Flagstaff City Council in 2012. Jeff has extensive business experience in the Flagstaff community. He has founded several successful companies, all based in Flagstaff. Jeff's worked hard since getting elected to ensure that taxpayer resources are used ethically and spent conservatively. He has and continues to be a major advocate for refocusing priorities at City Hall to core functions such as paving our streets and fixing our infrastructure. As an active member of the community he has served as chair of the Flagstaff Water Commission, as a member of the Chamber of Commerce Government Affairs Committee and on the Fourth Street Steering Committee. He has also served on the Storm Water Advisory Committee, Flagstaff Metropolitan Planning Organization, Northern Arizona Municipal Water Users Association and various other organizations over the years. Jeff has been married to Angela for 17 years and has two young daughters and a son and is proud to call Flagstaff home for over 25 years. Councilmember Scott Overton Councilmember Scott Overton was elected to the Flagstaff City Council in May 2006, re-elected in 2010 and 2014, and served as the Vice-Mayor from 2006-2008. He is a Flagstaff native and graduate of Sinagua High School and Northern Arizona University. His leadership role is based on a solid foundation of experiences as a small business owner and an instructor in the Flagstaff Unified School District teaching 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 2016 Page 18 City of Flagstaff Councilmember Eva Putzova Councilmember Eva Putzova was elected to the Flagstaff City Council in November 2014 with the most votes a first-time council candidate has received in the history of Flagstaff’s municipal elections. Eva was born and raised in Slovakia and made Flagstaff her home in 2000. With an academic background in economics and marketing, she started her professional career at Southwest Windpower and, in 2003, began working for Northern Arizona University, where she is currently Director for Strategic Planning. In addition to earning her master’s degree from the University of Economics in Bratislava, Slovakia, Eva completed leadership programs at Harvard University and Cornell University. Since 2007, she has also operated a professional services consulting company and occasionally works with clients from the public and private sectors. For six years, Eva was an active board member of Friends of Flagstaff’s Future—a multi-issue organization that advocates for a socially and environmentally just Flagstaff. Over the years, she has also contributed to the goals of local commissions and committees, including the Regional Plan Citizen Advisory Committee, Coconino Community College Citizen Review Panel, Citizen Review Commission for Flagstaff Regional Five-year and Long-Range Transit Plan, and the Greater Flagstaff Economic Council. Annual Financial Plan 2016 Page 19 City of Flagstaff Native American flute music is often heard at events in this community. Annual Financial Plan 2016 Page 20 City of Flagstaff July 1, 2015 Mayor and Council: With this letter, I transmit the Adopted Fiscal Year 2016 Budget (FY 2016). This Charter designated duty of the City Manager provides a solid foundation for City Council to deliberate and determine a plan on how best to allocate municipal revenues to further the City’s mission of protecting and enhancing the quality of life for its citizens. This Recommended Budget reflects thousands of work hours because fiscal responsibility of public funds is one of our highest duties. As the Interim City Manager I stepped into this position with 4 priorities: Financial Stability, Staff Morale, Community Relations and Council Relations. This budget reflects continued effort in all of these areas and funds advancement of each priority in a specific, strategic manner. This prudent approach ensures that the City remains fiscally responsible while continuing to provide the quality programs and services that our residents and visitors have come to expect and enjoy. This Adopted Budget represents a shift from our approach of recent years. Prior to FY 2016, we have been necessarily coping with and recovering from the Great Recession. Initially, we largely maintained pre-recession service levels by deferring maintenance on infrastructure, maintaining minimum staffing levels, and holding compensation below market levels. The result was that infrastructure started showing failures, service levels were not always fulfilled, and turnover increased, particularly in the Police Department. Fiscal Years 2014 and 2015 signaled recovery mode by making necessary investments in employee compensation, staffing and infrastructure. Looking forward, FY 2016 provides a definitive step towards achieving Council’s ambitious goals within the next 5 years. As you will see, the steps we take in FY 2016 will provide a foundation for investment in the future, especially in the Council budget priority areas of employee investment, staffing and technology/infrastructure. Economic Condition National, state and local economic conditions have improved since the Great Recession. Locally, the Flagstaff economy can perhaps best be measured by four indicators--sales tax, state shared income tax, BBB tax and the construction industry. Annual Financial Plan 2016 Page 21 City of Flagstaff General Fund Sales Tax Revenues (In Millions) $18 $16 $14 $12 $10 $8 $6 $4 $2 $‐ FY10 FY11 FY12 Actual Revenues FY13 FY14 FY15 (Est) Budgeted Revenues FY16 (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% FY10 FY11 FY12 Actual FY13 Budgeted FY14 FY15 (Est) FY16 (Est) The Bed, Board and Beverage (BBB) tax is another important indicator of the health of the local economy. BBB revenues increased by over 10% as of Spring 2015 and are estimated to end FY 2015 with an 11.5% increase or a total of $700,000 over FY 2014. Revenue projections are cautiously estimated to increase by 8% in FY 2016 over FY 2015 budgeted revenues. However, in order to build on FY 2015’s success, the recommended budget provides a portion of the FY 2016 $700,000 increase for expansion of the City’s highly successful marketing and tourism related efforts. Annual Financial Plan 2016 Page 22 City of Flagstaff Bed, Board, and Beverage (BBB) Tax Revenues (In Millions) $8 $7 $6 $5 $4 $3 $2 $1 $‐ FY10 FY11 FY12 Actual Revenues FY13 FY14 FY15 (Est) Budgeted Revenues FY16 (Est) Bed, Board, and Beverage (BBB) Tax Revenues (% Change) 14.00% 12.00% 10.00% 8.00% 6.00% 4.00% 2.00% 0.00% ‐2.00% ‐4.00% ‐6.00% ‐8.00% FY10 FY11 FY12 Actual FY13 FY14 Budgeted % Change FY15 (Est) FY16 (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 FY 2016, growth in State Shared Income Tax is not projected to grow as rapidly in future years as it did in FY 2015. Annual Financial Plan 2016 Page 23 City of Flagstaff State Shared Income Tax Revenues Millions (In Millions) $9 $8 $7 $6 $5 $4 $3 $2 $1 $‐ FY10 FY11 FY12 FY13 FY14 FY15 (Est) Actual Revenues FY16 (Est) FY17 (Est) FY18 (Est) FY19 (Est) Budgeted Revenues State Shared Income Tax Revenues (% Change) 30.00% 20.00% 10.00% 0.00% ‐10.00% ‐20.00% ‐30.00% FY10 FY11 FY12 FY13 FY14 Actual FY15 (Est) FY16 (Est) FY17 (Est) FY18 (Est) FY19 (Est) Budgeted In pre-recession times, the combination of new residential and commercial construction growth provided its own stimulation to the economy through building permits, construction material, and sales taxes. Construction growth also resulted in sales tax leakage because new residents were spending money at new retail establishments. This helped drive our local economy. The past Calendar Year 2014 (CY 2014), saw growth in total new construction valuation of $95,467,771 compared to $58,923,621 in CY 2013. In FY 2014, total new residential and commercial construction permits were up 10% from FY Annual Financial Plan 2016 Page 24 City of Flagstaff 2013. Meanwhile, total single family dwelling units were down in CY 2014: 168 compared to 191 in CY13, total dwelling units were up in CY 2014: 390 compared to 248 in CY 2013 (this is single and multifamily units). In summary, our economy is growing incrementally stronger. This translates into only incremental growth in our ongoing revenues. In order to maintain existing services levels and address the maintenance, inflationary, and competitive costs of employee investment, infrastructure, and staffing, we will need to examine one-time and new revenue sources more closely. Fund Accounting The City uses funds to report its financial position and the results of its operations. Fund accounting ensures financial resources are segregated by certain governmental functions or activities. Fund accounting also supports legal compliance and aids overall fiscal management practices. A fund is a separate accounting entity with a self-balancing set of accounts, which includes assets, liabilities, fund equity, revenues and expenditures. More information on fund accounting and the City’s financial structure can be found in the next section of the Budget Book. Revenues One-time revenue is money the City received that we do not expect to reoccur in subsequent fiscal years. Primary sources of one-time revenue include: unspent funds from the 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. We have $4.0 million in one-time dollars to allocate in the General Fund for FY 2016. This is particularly helpful given we are only projecting $2.2 million in on-going money which is necessary to fund inflationary expenses associated with fixed costs such as employee pension and pay adjustments. Because of limited new ongoing dollars, City Council considered additional revenue sources. Council majority approved increases in the cost recovery of cemetery fees and liquor license fees to 100% which will generate an additional $19,000 in ongoing revenue for the General Fund. The following is a breakdown of one-time and ongoing available funding per fund: Fund General Fund Library FMPO Housing and Comm.Services Highway User Revenue BBB Fund Beautification Economic Development Tourism Arts and Science Recreation Environmental Management Solid Waste Airport Housing Authority Stormwater Water Wastewater Annual Financial Plan 2016 1x Available $4,029,000 $88,000 $0 $130,000 $1,213,000 ONG Available $2,185,000 $6,800 $0 $1,000 $400,000 $455,000 $0 $320,000 $45,000 $580,000 $120,000 $173,000 $164,000 $0 $237,200 $40,000 $0 $5,400 $3,000 $175,000 $45,000 $270,000 $79,500 $10,000 $0 $25,000 $73,200 $205,000 $40,000 Page 25 City of Flagstaff Expenditures Consistent with previous budgets, I split both revenue and expenditures between “ongoing” and “onetime” within each fund. Identifying ongoing revenues is 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 FY 2016 Budget are employee investment, staffing and infrastructure/technology. Employee Investment For the General Fund, the use of ongoing money principally addresses employee investment including a 2% market increase, implementing market based pay in the Police Department for commissioned police personnel, and various reclassifications and rezones. Also notable is a $750,000 ongoing contribution to support the City’s public safety pension. Beyond these on-going appropriations, we also used one –time dollars of $1,500,000 to balance the FY 2016 pension and as a set aside for FY 2017 pension costs. The 2% market increase will be replicated in each fund. Most funds can pay for the market increase, reclassifications and rezones, but the Library and Airport will require a contribution from the General Fund as follows: General Fund Transfers Transfer to Library-2% Market Transfer to Library-Reclass Transfer to Airport-2% Market Ongoing Transfer $51,000 $28,100 $14,000 Compensation adjustments are also recommended for public safety and public works personnel assignment pay. These changes include $23,000 of Shift Differential Pay for dispatchers (1 year); $31,600 additional pay for Fire Department Personnel on SWAT assignments, Market Paramedic Assignment Pay (2 years), a stipend for snow plow operators to encourage trained personnel to return to the City each season (1 year), and funds to support retention and attraction strategies for City Dispatchers and Call Takers (1-year), including a $1 per hour pay adjustment(ongoing). Staffing The FY 2016 recommended budget includes some staffing positions designed to meet current commitments, build required infrastructure, and facilitate continued economic development:  Public safety commitments have been enhanced in recent years by dedicating a Senior Assistant Attorney to the Police Department. The FY 2016 budget makes this move permanent.  The potential for building on success and continuing to grow our economy is strengthened by having staff expertise in key areas of economic development. As such, BBB Funding will be used to fill a Business Attraction Manager and reclassify a Community Investment Director.  Appropriate investment infrastructure is critical to preparing for the future and reducing long term costs. Towards this end, I am recommending the addition of a Traffic Engineering Project Manager and Utilities Engineer Project Manager to assist with community growth needs related to street and utilities infrastructure. These two positions will be fully funded outside the General Fund.  On the Fire Department side, this Budget recommends the continued funding for a Regional Training Coordinator. This position is jointly funded and shares training duties across the fire agencies in northern Arizona. This partnership approach creates efficiency across the departments and decreases some of the over-time that must be expended by existing personnel training their colleagues.  The Recommended Budget proposes using one time dollars to hire a Court Collections Specialist and extend the Public Defender contract. The Court Collection Specialist has a revenue offset goal of 1.25%. In other words, for every $1.00 spent on the position, $1.25 is expected to be collected in fees and fines that would otherwise have been forfeit.  An Open Spaces Specialist is recommended in the budget which will directly support the City’s ongoing commitment to 2,400 acres of open spaces management. This necessary position will use one-time dollars from Environmental Management revenues to fund the position for two years. Annual Financial Plan 2016 Page 26 City of Flagstaff      An HR Manager will be funded with ongoing dollars to maintain our performance management and departmental support goals. Given the HR staff reductions through the Great Recession and the level of support needed for a professional organization like the City, this position is a high priority for ongoing funding. An HR Analyst was increased by 10 hours using one-time dollars for one year. Part-Time Water Conservation Ambassadors will work through the summer months to help the community reduce water usage. Additional temporary staff has been added to the Joe C Montoya Community Center. Temporary assistance has been budgeted with one-time dollars to improve the City’s ability to implement technology and infrastructure needs. Technology and Infrastructure Technology and Infrastructure are important for the Citizens we serve and for the employees who provide that service. We all need the right tools and workspaces to do our jobs safely and the public needs facilities and infrastructure appropriate to Flagstaff’s quality of life. For example, the 63% voter approval of Proposition 406 will allow the City to reduce long term road expenses by stopping road deterioration now. We will save 60%, or $28 Million, over 20 years on road repairs and street safety improvement projects. Beyond Prop 406, in total we are investing $2.3 million into technology and infrastructure. Many investments recommended for FY 2016 that will pay dividends long term, increase efficiency and effectiveness, and prevent escalating costs. Given the Council’s clear focus on prioritized goals and measurable success in specific areas, recommended budget items are identified under the goal that each expenditure most directly supports. Attached to this transmittal is a summary of many budget investments that advance the Council’s eleven goals. Summary in General Fund New One‐Time Investments in Proposed FY 2016 Budget General Fund Employee Investment Staffing $952,000 , 20% $1,177,000 , 25% $2,251,000 , 47% $409,000, 8% Technology/ Infrastructure Other Totals excludes $1.7m in offsets Annual Financial Plan 2016 Page 27 City of Flagstaff New Ongoing Investments in Proposed FY 2016 Budget General Fund $140,000 , 5% Employee Investment Staffing $10,000 , 0% Technology/ Infrastructure Other $310,000 , 11% $2,404,000 , 84% Totals excludes $278,000 in offsets Other Funds Full Five Year Plan summaries can be found in Financial Summaries of this book. Summary The availability of one-time money, and the City Council’s focused commitment to employee investment, staffing and technology/infrastructure, enables the FY 2016 Recommended Budget to be successful in stabilizing City service levels, making progress on Council goals and developing a platform for growing the Flagstaff economy in the future. Respectfully Submitted, Jeff Meilbeck Interim City Manage Annual Financial Plan 2016 Page 28 City of Flagstaff Highlights of Budget Investments that Advance Council Goals Goal #1: Invest in our employees and implement retention and attraction strategies  2% Employee Market Increase: Ongoing $585,000 (GF) $252,000 (Other funds)  PD Market Based Pay: Ongoing $512,000 (GF)  PSPRS Employee Pension: Ongoing $750,000 (GF) & 1x $1,500,000 (GF)  Snow Operator Stipend: 1x $60,000 (HURF)  Dispatcher Shift Differential Pay: 1x $23,000 (GF)  SWAT Fire Pay: Ongoing $31,645 (GF)  Employee Training: 1x $115,000 (All funds)  $1 per hour salary increase for Dispatchers: Ongoing $76,000 (GF)  Dispatch retention / Attraction strategies: 1x $50,000 (GF)  Paramedic Hazard Assignment Pay - 2 years $200,000 (GF) Goal #2: Ensure Flagstaff has a long-term water supply for current and future needs  Flowtography – Lake Mary: 1x $15,000 (Water)  Water Conservation – Enforcement Officers: Ongoing $24,000 (Water)  LID Demonstration Project: 1x $12,000 (Stormwater) Goal #3: Provide sustainable and equitable public facilities, services, and infrastructure systems in an efficient and effective manner to serve all population areas and demographics  Library Services: 1x $230,400 (Library)  Library Roof – Phase II: 1x $190,000 (GF)  City Hall: 1x $22,000 (GF)  Aquaplex Pool Improvements: 1x $110,000 (BBB Rec)  Street lighting: Ongoing $120,000 (HURF)  Street Sweeping: 1x $50,000 (HURF)  Airport Runway Restriping: 1x $44,000 (Airport)  Open Spaces Management: 1x $75,000 (EMF)  Innoprise Implementation: 1x $50,000 (GF)  Network SAN Replacement: 1x $75,000 (GF)  Engineering Project Manager: Ongoing $91,000 (Utilities) Goal #4: Explore and adopt policies to lower the costs associated with housing to the end user  Section 8 Housing: 1x $50,000 (Carry Forward) Goal #5: Develop and implement guiding principles that address public safety service levels through appropriate staffing levels  PD Safety Equipment: 1x $36,000 (Court Fees)  Body Cameras: 1x $85,000 (GF)  Fire Turnouts, Equipment, MDCs, Thermal Cameras: Ongoing $100,000 (GF)  Public Defender Contract: 1x $50,000 (GF)  Hazard Tree Removal: 1x $20,000 (GF)  Court Collection Specialist: 1x $55,000 (GF)  IGA with County for Criminal Interrogation Services: 1x $36,000 (GF) Annual Financial Plan 2016 Page 29 City of Flagstaff   Airport Security Gate: 1x $120,000 (GF) Heart Monitors: Ongoing $40,000 (GF) Goal #6: Relieve traffic congestion throughout Flagstaff  FMPO GIS Analyst: 1x $55,000 (FMPO)  Traffic Engineering Project Manager: Ongoing $110,000 (FMPO, Transportation, TIA, etc.) Goal #7: Address key issues and processes related to the implementation of the Regional Plan  Lockett Corridor Study: 1x $100,000 (Transportation Fund) Goal #8: Improve effectiveness of notification, communication, and engagement with residents, neighborhoods and businesses and about City services, programs, policies, projects and developments  Outreach and engagement for Road Repair and Street Safety projects: 1x $60,000 (RR&SS)  On call software for customer service phone functions: 1x $35,000 (GF)  E Procurement Software: 1x $3,500 (GF)  Social media software for records management: 1x $4,800 (GF)  Outreach related to City website and social media sites: 1x $6,000 (GF and BBB Tourism)  Additional Streaming Services: 1x $10,000 (GF)  Mt. Elden Tower Rental: ONG $6,000 (GF)  City Net Microwave: 1x $712,000 (GF) Goal #9: Foster relationships and maintain economic development commitment to partners  Reclass Community Investment Director: Ongoing $13,000 (BBB & GF)  Business Attraction Manager: Ongoing $63,000 (BBB & GF)  CVB Promotional Marketing – Route 66: 1x $20,000 (BBB Tourism)  CVB Marketing: Ongoing $60,000 (BBB Tourism)  CVB Cool Zone Marketing: 1x $65,000 (BBB Tourism) Goal #10: Decrease the number of working poor  Maintain United Way 1x Contribution: 1x $71,000 (GF) Goal #11: Ensure that we are as prepared as possible for extreme weather events  Regional Training Coordinator: 1x $77,500 (GF)  Fanning Wash – Stormwater Project: 1x $25,000 (GF)  Continuity of Operations Plan (COOP) Software: 1x $225,000 (Stormwater) Annual Financial Plan 2016 Page 30 City of Flagstaff The City of Flagstaff Service At A Higher Elevation Mission To protect and enhance the quality of life of its citizens Vision The City of Flagstaff is a safe, diverse, vibrant, and innovative community with a unique character and high quality of life. The City fosters and supports a balance of economic, environmental, educational, and cultural opportunities. Values Teamwork Accountability Communication Quality Leadership Annual Financial Plan 2016 Page 31 City of Flagstaff CITY OF FLAGSTAFF – COUNCIL GOALS 1) Invest in our employees and implement retention and attraction strategies  Bring all City employees up to market pay  Invest in training and development in our staff  Fund pensions at the minimum recommended contribution levels to assure ongoing plan viability  Participate in the evaluation and implementation of a pension plan structure that will provide a secure and sufficient benefit to retirees within a sustainable cost structure for the employer and the employee 2) Ensure Flagstaff has a long-term water supply for current and future needs  Identify financing, complete designs and construct the Red Gap Waterline  Secure ROW for Red Gap Waterline  Review current water rate structure  Integrate conservation strategies into all water resource management activities  Expand the use of reclaimed water 3) Provide sustainable and equitable public facilities, services, and infrastructure systems in an efficient and effective manner to serve all population areas and demographics  Rio de Flag - Complete 100% plans, LRR, land acquisition and identify financing strategy  Construct Core Services Maintenance Facility at McAllister Ranch  Maintain existing infrastructure by investing in ongoing maintenance and operations to get closer to target condition  Design, finance and construct Courthouse  Enhance library hours  Explore stadium and arts district  4) Explore and adopt policies to lower the costs associated with housing to the end user  Understand and support increasing housing availability in conjunction with FHA  Facilitate exploration of financing tools and models that meet the needs of affordable rental community  Review regulatory documents in regard to the complexity of housing affordability  Support creative partnerships around workforce housing 5) Develop and implement guiding principles that address public safety service levels through appropriate staffing levels 6) Relieve traffic congestion throughout Flagstaff  Identify more information on the scope of problem and solutions that address both supply and demand, including measurement to quantify congestion.  Work with partners to achieve goal (regional, county, Flagstaff Metropolitan Planning Organization, State, NAIPTA, railroad, NAU)  Implement Road Repair and Street Safety projects 7) Address key issues and processes related to the implementation of the Regional Plan  Conduct annual review of implementation of Regional Plan  Review and possibly amend Regional Plan goals and policies with regard to location of urban activity centers, preservation of dark skies and student housing and other high density developments. (Review how we implement the RP in the Zoning Code)  Explore neighborhood parking districts Annual Financial Plan 2016 Page 32 City of Flagstaff CITY OF FLAGSTAFF – COUNCIL GOALS 8) Improve effectiveness of notification, communication, and engagement with residents, neighborhoods and businesses and about City services, programs, policies, projects and developments  Review what, when and how Council and public are notified about development projects  Identify opportunities for collaborative outreach among Council members and key community stakeholders 9) Foster relationships and maintain economic development commitment to partners 10) Decrease the number of working poor  Discuss non legislative tools that lead to living wages in the community  Conduct legal research on the City's authority to legislate a local livable wage 11) Ensure that we are as prepared as possible for extreme weather events  Present resiliency and preparedness goals to Council Annual Financial Plan 2016 Page 33 City of Flagstaff Snow Play visitors are common in Flagstaff with our average of 89.1 inches per year. Annual Financial Plan 2016 Page 34 City of Flagstaff requirements, capital needs, debt burden, and strong reserves for future needs and contingencies. BUDGET OVERVIEW The City of Flagstaff FY 2016 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 2016; Debt Structure; and the Fund Balances, which are the operating framework of the Financial Plan. TOTAL APPROPRIATIONS FINANCIAL RESOURCES AVAILABLE Sales/Franchise Taxes Intergovernmental Revenue Property Taxes State Revenue Transportation Tax Library District Tax Highway User Tax BBB Tax Enterprises (A) Other Revenue (B) Fund Bal & Other Financing Res. $ $ (A) Enterprises: Water Wastewater Airport Solid Waste Environmental Management Stormwater Utility Flagstaff Housing Authority 19,764,481 17,606,432 11,381,520 13,886,475 17,585,692 4,882,490 6,862,720 6,700,000 44,338,438 24,353,242 74,356,107 241,717,597 $ $ (B) Other Revenue: Licenses and Permits Vehicle License Tax Charges for Services Fines and Forfeits Interest on Investments Misc Revenue $ $ 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 8.2% 7.3% 4.7% 5.7% 7.3% 2.0% 2.8% 2.8% 18.3% 10.1% 30.8% 100.0% 16,006,620 11,360,639 1,669,974 11,760,588 1,029,029 1,515,588 996,000 44,338,438 $ (A) BBB Tax Funds: Beautification Tourism Economic Development Arts and Science Recreation-BBB 1,614,980 2,648,100 3,216,146 1,141,160 678,706 15,054,150 24,353,242 $ $ Utilities 14.0% 9,914,497 10,420,256 14,349,597 19,299,787 444,744 32,321,051 33,899,047 28,069,852 4,935,936 12,852,506 5,224,050 6,210,462 58,762,562 5,013,250 241,717,597 4.1% 4.3% 5.9% 8.0% 0.2% 13.4% 14.0% 11.6% 2.0% 5.3% 2.2% 2.6% 24.3% 2.1% 100.0% 7,708,971 2,042,287 1,314,079 815,044 2,469,216 14,349,597 Public Works 11.6% Airport 2.0% Environ Svcs 5.3% Fund Bal & Other Financing Res., 30.8% Fire/Police 13.4% Sales / Franchise Taxes, 8.2% Other Revenue (B), 10.1% $ Stormwater 2.2% FHA 2.6% Econ Vitality 0.2% Comm Dev 8.0% Intergov'ntal Revenue, 7.3% Non-Dept 24.3% Enterprises (A), 18.3% Property Taxes, 4.7% BBB Tax, 2.8% Highway User Tax, 2.8% BBB 5.9% State Revenue, 5.7% Library District Tax, 2.0% Transportation Tax, 7.3% Contingencies 2.1% Mgmt Svcs 4.3% Gen Admin 4.1% "WHERE THE MONEY GOES TO" $241,717,597 "WHERE THE MONEY COMES FROM" $241,717,597 - Annual Financial Plan 2016 Page 35 City of Flagstaff The following graphs depict the major classifications of appropriation for the total FY 2016 budget and expenditures by major types. TOTAL APPROPRIATIONS Operations Equipment Capital Improvement Projects Debt Service Reserves/Contingencies $ $ 114,977,456 11,246,659 93,830,695 16,649,537 5,013,250 241,717,597 OPERATING EXPENDITURES BY DIVISION City operations include the traditional municipal services citizens expect their local government to provide. Operating expenditures exclude capital improvements, capital equipment, debt service and reserves. The division budgets are presented to include section budgets and Divisional (organizational structure) responsibilities as defined by the City Code. TOTAL APPROPRIATIONS (all funds) OPERATING BUDGET * General Administration Community Development Management Services Economic Vitality Fire Police Public Works Utilities Non-Departmental Equipment, 4.7% Operations, 47.6% Reserves/ Contingen's, 2.0% Capital Improv Projects, 38.8% Debt Service, 6.9% * Exclusive of Debt Service $ $ 9,127,497 14,412,934 9,950,866 6,577,499 11,352,439 19,460,676 22,528,772 13,359,155 8,207,618 114,977,456 $ 16,649,537 OPERATING BUDGET EXPENDITURES BY TYPE Personal Services Contractual Commodities Capital Public Works, 19.6% Police, 16.9% $ $ 67,003,899 64,500,363 10,015,569 100,197,766 241,717,597 Fire, 9.9% Utilities, 11.6% Economic Vitality, 5.7% EXPENDITURES BY TYPE (all funds) Non-Dept, 7.2% Personal Services, 27.7% Mgmt Svcs, 8.7% Community Dev, 12.5% General Admin, 7.9% Contractual, 26.7% Capital, 41.5% Annual Financial Plan 2016 Commodit., 4.1% General Administration activities comprise 7.9% of the budget ($9.1 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 36 City of Flagstaff Community Development (CD) comprises 12.5% of the operating budget ($14.4 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 8.7% of the operating budget ($10.0 million). The division encompasses those activities that provide administrative support and services including financial services, budgeting, purchasing, customer service, grants management and sales tax. In addition, the division includes the operations of the City/County public library system. Fire Department services comprise 9.9% of the operating budget ($11.4 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 16.9% of the operating budget ($19.5 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 19.6% of the operating budget ($22.5 million), excluding the debt service requirements for streets ($554,000), Public Works Facility ($125,000) and USGS facility ($454,000). The services provided include: recreation services, solid waste operations, environmental management services, cemetery operations, maintenance of all public facilities and public infrastructure including streets, parks, and fleet services. Economic Vitality activities comprise 5.7% of the operating budget ($6.6 million) excluding debt service requirements for Airport ($290,000) and Business Incubator and Innovation Mesa ($260,000). The division includes the following sections: Community Investment, Tourism and Visitor Center, Airport, Arts and Science, Urban Design, Streetscape, and Economic Development. Utilities comprise 11.6% of the operating budget ($13.4 million), excluding $4.1 million debt service requirements. There is one administrative section responsible for management of water, wastewater, and stormwater activities. Five operating sections Annual Financial Plan 2016 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 7.2% of the budget ($8.2 million) exclusive of $10.8 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 2015 Accomplishments, FY 2016 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 2014, the Estimated Actual for FY 2015, and the Adopted Budget for FY 2015 and FY 2016. Expenditures are shown by category and programs. The comparatives in the Financial Summaries Section are presented at the fund level and the Page 37 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 2016 Page 38 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 Services Cemetery Facilities Maintenance USGS Campus Recreation Services Community Investment Council and Commissions Real Estate Proceeds Non-Departmental Library City Direct Library County Direct Library Grants & County Wide Projects 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 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 Annual Financial Plan 2016 Page 39 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 DIVISION 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 (All Modified Accrual Accounting) 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 2014 CAFR Annual Financial Plan 2016 Public Works Community Development Page 40 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 Sustainability & Environmental Mgmt. Flagstaff Housing Authority City of Flagstaff  BUDGET PROCESS Budget Process Flowchart: Program Managers/ Employee Input Section Managers Review  Division Heads Review City Council Budget Advances  (Total of 3 Days) 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 Public Hearing Property Tax Level Adoption (As needed) Adoption of Final Budget  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 2016. The Capital Improvement Plan (CIP) for FY 2016 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 CALENDAR December 9-10 Fall Council Budget Advances December 11 Budget Module available to all Divisions January 12 Capital improvement and equipment requests reviewed by Capital Improvements and Purchasing January 22, 28 Mini Budget Council Budget Advances February 11-12 Winter Council Budget Advances March 2 March 13 Review with Division Directors and the Budget Team April 21 - 22 Council Study Sessions Proposed Budget available (Operating & Capital) to public June 2 Tentative budget hearing (public) and Tentative budget adoption June 16 Final budget hearing and Final budget adoption July 7 Adopt Property Tax Levy (Two Days) 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 2016 Page 41 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 16, 2015. 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 ($241,717,597). Certain exclusions are allowed by the state [e.g., bond proceeds, debt service, grants] in computing the Expenditure Limitation ($140,651,422), and this total cannot be exceeded. Annual Financial Plan 2016 Budget authority can be transferred between line items within a Section. At year-end, Division budgets are reviewed and budget authority is transferred from contingencies by Resolution as necessary. Council can also amend total appropriations for a fund during the year by Resolution as long as there 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 continues to see improvements in the economy. We have seen small improvements each year since FY 2010 in our local and state shared sales tax revenues. The economic analysts for our local and state region estimate there will be continued growth in the local economy over the next few years. The City collects three different sales taxes. The first is a 1% tax on all general sales, except for food. This is a general purpose tax that benefits the General Fund. The City of Flagstaff is the only city left in the State of Arizona that has a sunset clause on the general sales tax. This tax must go before the voters every ten years to be validated. Voters approved an extension of the tax in May 2010. This tax 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 February 2014, tax revenue has increased approximately 10.57% compared to a year ago. The three major categories of local sales taxes have all had increases. Construction is up approximately 19.28%, hospitality is up approximately 9.92%, and retail is up approximately 7.05%. Current sales tax estimates are approximately $1.0 million higher than what was recognized in FY 2014. The second sales tax is a 1.051% sales tax on the same types of general sales; however, the tax is restricted in use to certain transportation projects. The previous rate was 0.721% but voters approved 0.33% increase in November 2014 with an effective date of January 1, 2015. A majority of the transportation tax components expire in 2020. As expiration date for this tax nears, the city will Page 42 City of Flagstaff 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 2015. Revenue in this category is expected to increase approximately $500,000 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 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 City estimates that FY 2015 state shared revenues will be approximately $300,000 higher than budgeted. Highway User Revenue (gas tax) funds are projected to end above the FY 2015 budget. For FY 2016, the City anticipates that the State will continue to redirect the revenues to fund the Department of Public Safety. However, the State Budget approved to continue the additional $30M of HURF Revenues to be allocated to Cities and Counties. The City share is estimated at $300,000. 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 2% on an annual basis. Council directed staff to use a flat levy on property assessments, meaning to Annual Financial Plan 2016 adjust the rate based on assessed values to provide the same level of revenues. Homeowners will realize two percent rate decrease from $0.8418 to $0.8234 per $100 of assessed value to comply with council direction. On average, property owners should see no increase in the city primary property tax. The City has the capacity to increase property tax levies by 8% due to keeping levies flat the past few years. In December 2014, Divisions were asked to provide a list of their top budget priorities. At the December retreat, based on the information provided by Divisions, Council was asked to identify budget priorities FY 2016. Council concluded that that the priorities for the FY 2016 budget include: employee investment, staffing and technology. At a follow up Council Budget Advance in February, staff provided updated revenue and expenditure projections with focus on the costs projections needed for the three Council budget priorities. In addition, Council provides direction on potential increased revenue opportunities and other fund reallocations. Following the February advance, 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 investment, staffing and technology. From the meetings the Budget Team determined which revenue opportunities and fund reallocations to move forward with in the recommended budget. This created the capacity in the budget to include a 2% market pay increase and market based pay for sworn police personnel and included additional funding to fund several new positions, needed technology and infrastructure and some additional appropriation to help support existing service levels. At the final Council Budget advance in April, Council added several additional items into the final adopted FY 2016 Budget including one dollar per hour increase for dispatch personnel and one-time funding for additional retention and attraction efforts for dispatch. They also added much needed replacement of heart monitors and additional paramedic hazardous pay for the Fire Division. Details of the previous discussions can be found in the City Manager’s transmittal letter at the front of this document. Page 43 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 reviewed all equipment replacement requests and prioritized 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 other 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 2016 is estimated at $12.8 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 25% at the end of FY 2016. To provide better financial stability during poor economic times, the General Fund fund balance has increased to a minimum 20% in the current plan. Annual Financial Plan 2016 The FY 2016 budget anticipates using excess fund balance from the completion of FY 2014 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 Mission Statement and the Council Goals adopted reflects the environment on which all decisions will be made. The Mission Statement and the Council Goals and Highlights of budget Investments that Advance Council Goals can be found in this document following the City Manager Transmittal Letter. The budget review process includes:  Estimated Actual Expenditures FY 2015. 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 2016 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. Page 44 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 2016 are $74.2 million including the estimated beginning fund balance of $18.8 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 1.4%. 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 17.4%. 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. REVENUES/OTHER SOURCES Licenses and permits Intergov Rev (Fed/State Grants) Intergov Rev (All Other) Local taxes Fines and forfeits Fund Balance, net of Transfers Fund Balance for Carryovers Charges for services Primary Property Tax Interest Miscellaneous EST ACTUAL FY2015 $ 1,584,600 2,270,827 17,343,971 19,718,341 1,054,462 22,265,547 643,403 2,994,130 5,435,325 218,145 1,670,495 $ 75,199,246 BUDGET FY 2016 $ 1,614,980 3,985,087 17,658,575 19,764,481 1,141,160 11,339,884 7,478,994 3,216,146 5,527,083 221,050 2,216,283 $ 74,163,723 GENERAL FUND REVENUES/OTHER SOURCES Local Taxes 26.6% Intergovt'l Rev (Other) 23.8% Fines/Forfeits 1.5% Intergov. Rev. (Grant) 5.4% Fund Balance 15.3% Lic & Permits 2.2% Charges for Services 4.3% Misc Rev 13.1% APPROPRIATIONS General Administration Community Development Management Services Fire Police Public Works Non-departmental Economic Vitality Contingency Interest 0.3% Prim Prop Tax 7.5% EST ACTUAL BUDGET FY2015 FY 2016 $ 8,859,100 $ 9,914,497 4,288,889 4,294,597 3,356,893 3,633,521 10,410,696 12,083,375 18,333,086 20,237,676 8,659,930 12,049,297 (2,468,269) (2,053,888) 464,303 174,071 625,000 $ 51,904,628 $ 60,958,146 GENERAL FUND TOTAL APPROPRIATIONS Police, 33.2% The financial position of the General Fund remains balanced. Fire, 19.8% Mgmt Svcs, 6.0% Pub Works, 19.8% Non-dept, -3.4% Comm Dev, 7.0% Gen Admin, 16.3% Annual Financial Plan 2016 Page 45 Econ Vit, 0.3% Cont'gcy, 1.0% 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. We have seen an upward trend in HURF revenue as gas prices have decreased. REVENUES/OTHER RESOURCES HURF $ 6,862,720 Fund Balance 3,441,139 Transfers (net) 10,013,612 Interest 5,000 $ 20,322,471 STREET REVENUES/OTHER RESOURCES Fund Bal, 16.9% HURF, 33.8% Appropriations total $19.2 million in FY 2016 and major projects budgeted include the annual pavement maintenance program at $2.2 million, Beulah Extension, and University Realignment, West & Arrowhead Street Improvements, Industrial Drive Improvement and Butler Adaptive Signal Controls. 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. In FY 2015, voters approved an additional transportation tax for road repair and street safety which is valid through 2035. The sales tax revenue collected for transportation is recorded in this fund. The expenditures related to Transit and 4th Street Overpass and Road Repair and Street Safety 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. Projects 4th Street Overpass Road Repair & Street Safety Safe-to-School, Pedestrian and Bike Traffic Flow and Safety Improvements Transit Service Enhancements Totals Interest, 0.1% Transfers, 49.2% APPROPRIATIONS General Administration Community Development Management Services Public Works Economic Vitality Non-departmental Contingency $ $ 155,859 9,565,074 96,769 9,097,549 13,729 126,761 100,000 19,155,741 Budget FY 2016 Revenues $ 2,677,175 5,521,673 1,338,587 3,112,215 4,936,042 $ 17,585,692 REVENUES/OTHER RESOURCES Local Taxes $ 17,585,692 Fund Balance 12,886,964 Interest 71,000 Bond Proceeds 10,000,000 $ 40,543,656 TRANSPORTATION REVENUES/OTHER RESOURCES STREET TOTAL APPROPRIATIONS Local Taxes 43.4% Pub Works 47.5% Mgmt Svcs 0.5% Bond Proceeds 24.7% Econ Vit 0.1% Non-dept 0.7% Comm Dev 49.9% Gen Admin 0.8% Annual Financial Plan 2016 Interest 0.1% Fund Balance 31.8% Cont'gcy 0.5% Page 46 City of Flagstaff Appropriations total $15.4 million in FY 2016. Appropriations are comprised of $5.1 million for transit operations, $2.5 million for debt service and $7.6 million for road repair and street safety projects. Transfers include $9.7 million to the HURF Fund for Safety and Street Improvements and $1.6 million to fund FUTS projects. The tax rate for transportation is 1.051%. FLAGSTAFF URBAN TRAIL FUND Total resources available for FUTS activities are approximately $4.4 million. Approximately $550,000 comes from the Safety Improvement Tax and an additional $1.0 million from the Road Repair and Street Safety Tax in a transfer from the Transportation Fund. APPROPRIATIONS/TRANSFERS General Administration $ 40,595 Management Services 302,624 Economic Vitality 1,643 Non-Departmental 7,444,147 Public Works 6,110,000 Community Development 1,525,600 Transfers (net) 11,273,012 $ 26,697,621 REVENUES/OTHER RESOURCES Fund Balance 2,699,200 Transfers 1,550,000 Intergovernmental Revenue 183,597 Interest Earnings 6,750 $ 4,439,547 APPROPRIATIONS Community Development $ $ 3,758,780 3,758,780 TRANSPORTATION TOTAL APPROPRIATIONS/ Econ Vit TRANSFERS Non-Dept 0.1% 27.9% FLAGSTAFF URBAN TRAILS REVENUES/OTHER RESOURCES Mgmt Svc 1.1% Gen Admin 0.2% Public Works 22.9% Transfers 42.1% Transfers 34.9% Comm Dev 5.7% Fund Bal. 60.8% Interest 0.2% Intergov'tal 4.1% Expenditures from this fund are primarily capital improvement projects. Some major projects are the Pineknoll Trail, Signage Programs, and BNSF Walnut Florence Underpass. (A full project listing is located in the CIP Section). Annual Financial Plan 2016 Page 47 City of Flagstaff LIBRARY FUND BBB FUNDS The City operates a joint City-County Public Library with auxiliary programs in outlying county locations along with bookmobile services. $2.3 million of the funding for library operations comes from the library district tax; $2.8 million is a pass-through to district libraries. 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: In July 2014, 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 are directed by the Library Council with affirmation by the County Board of Supervisors. REVENUES/OTHER RESOURCES Intergovernmental $ Fund Balance Transfers (net) Interest Miscellaneous $ 5,071,115 1,144,079 1,391,360 37,812 20,474 7,664,840 LIBRARY REVENUES/OTHER RESOURCES Economic Development Beautification Tourism Recreation Arts & Science Revenue for FY 2016 is projected to be flat over FY 2015 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. BBB FUNDS Library District Tax 66.2% Beautification Arts & Science Tourism BBB Rec. Economic Dev. Misc 0.2% Interest 0.5% Fund Balance 14.9% Transfers 18.2% APPROPRIATIONS General Admin Economic Vitality Management Services Public Works Non-Departmental Contingency $ $ 191,757 17,485 6,879,938 94,591 73,142 100,000 7,356,913 LIBRARY TOTAL APPROPRIATIONS Non-Dept, 1.0% 9.5% 20.0% 30.0% 33.0% 7.5% Budget FY-2015 $ 1,233,594 462,598 1,850,390 2,035,429 585,957 $ 6,167,968 Estimate FY-2015 1,340,000 502,500 2,010,000 2,211,000 636,500 6,700,000 Budget FY-2016 1,340,000 502,500 2,010,000 2,211,000 636,500 6,700,000 Beautification Fund: Total resources available for Beautification Fund activities amount to $4.7 million. Expenditures from this fund are primarily for Beautification operations and capital improvements in Streetscape projects. Some major projects include the 4th Street Corridor Improvements, North Edge – Lockett to Route 66 along Kaspar, and Lake Mary / Beulah Gateway. There is a $420,527 transfer to the General Fund primarily for maintenance of Streetscapes. (A full project listing is located in the CIP Section.) Public Works, 1.3% Cont'gcy, 1.4% Gen Admin, 2.6% Mgmt Svcs, 93.5% Annual Financial Plan 2016 Econ Vit, 0.2% Page 48 City of Flagstaff REVENUES/OTHER RESOURCES BBB Tax $ 1,340,000 Fund Balance 3,381,008 Interest 7,800 $ 4,728,808 APPROPRIATIONS Economic Vitality Contingency Transfers (net) $ REVENUES/OTHER RESOURCES BBB Tax $ 2,010,000 Fund Balance 616,155 Retail Sales 85,000 Building Rental Revenue 12,652 Interest 6,563 Miscellaneous 13,261 $ 2,743,631 3,950,191 10,000 420,527 4,380,718 TOURISM REVENUES/OTHER RESOURCES Fund Bal 22.5% BEAUTIFICATION REVENUES/OTHER RESOURCES Retail Sales 3.1% Fund Bal, 71.4% BBB Tax 73.3% Misc 0.4% Interest 0.2% BBB Tax, 28.3% Interest, 0.3% APPROPRIATIONS Economic Vitality Contingency Transfers (net) Tourism Fund: Total resources available in FY 2016 are $2.7 million, of which an estimated $2.0 million is from the BBB tax. The total appropriations are approximately $2.2 million, which includes $1.6 million for Tourism. Tourism includes General Administration, Marketing, Sales, Public Relations and the Film Office. The Visitors Center programs account for $391,000. 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. Annual Financial Plan 2016 Page 49 $ $ Bldg Rent Rev 0.5% 2,042,287 70,000 67,738 2,180,025 TOURISM TOTAL APPROPRIATIONS Trans. (Net), 3.1% Cont'gcy, 3.2% Econ Vit, 93.7% City of Flagstaff Arts & Science Fund: Total resources available for Arts & Science activities are approximately $951,000 including estimated revenues from the BBB tax of $503,000. Expenditures include: Public Art for $376,000, Service Partner Contracts including the Flagstaff Arts Council for $371,000, and the Science Foundation for $25,000. REVENUES/OTHER RESOURCES BBB Tax $ Fund Balance Interest $ APPROPRIATIONS Economic Vitality Contingency $ $ 502,500 444,019 4,185 950,704 815,044 10,000 825,044 Recreation Fund: There is an appropriation in the amount of $2.5 million in FY 2016 for Recreation Fund activities. Expenditures in this fund are capital in nature and this fiscal year are for improvements at Bushmaster Park, Aquaplex pool, and Flagstaff Recreation Center tennis courts. 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 five years, the City Council has reexamined the use of these funds and now directs $818,000 to fund recreational programming and $1.5 million to fund Parks-FUTS Maintenance and ParksBBB Recreation Fields operation. These are funded via a transfer to the General Fund. The City is appropriating $110,000 from fund balance to improve City recreational facilities and parks. REVENUES/OTHER RESOURCES BBB Tax $ 2,211,000 Interest 16,900 Fund Balance 3,374,807 $ 5,602,707 ARTS & SCIENCE REVENUES/OTHER RESOURCES Fund Bal 46.7% BBB Tax 52.9% APPROPRIATIONS/TRANSFERS Public Works $ Transfers (net) $ Interest 0.4% 2,469,216 2,357,989 4,827,205 RECREATION REVENUES/OTHER RESOURCES BBB Tax 39.5% Fund Bal. 60.2% Interest 0.3% Annual Financial Plan 2016 Page 50 City of Flagstaff 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 $ 155,342 Intergovernmental 200,000 BBB Tax 636,500 Fund Balance 362,857 Transfers 251,000 Interest 7,257 $ 1,612,956 APPROPRIATIONS Economic Vitality Contingency $ $ 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). The City has appropriated $1.5 million for this program for FY 2016. This includes operating funds for transportation and transit planning. REVENUES/OTHER RESOURCES Intergovernmental Revenue $ 966,290 Transfers 22,500 Miscellaneous 560,000 $ 1,548,790 1,314,079 45,000 1,359,079 APPROPRIATIONS Community Development Non-Departmental Contingency $ ECONOMIC DEVELOPMENT REVENUES/OTHER RESOURCES Intergov'l 12.4% BBB Tax 39.5% Intergov'l 62.4% Transfers 15.6% Transfers 1.4% Fund Bal 22.5% 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 $1.6 million, of which $636,000 is from the BBB dedicated tax for economic development, lease revenue of $155,000, and a general fund transfer of $251,000 to support debt service. Annual Financial Plan 2016 995,618 53,172 500,000 1,548,790 MPO REVENUES/OTHER RESOURCES Lease Rev 9.6% Interest 0.4% $ Page 51 Misc 36.2% City of Flagstaff Housing and Community Services Fund: This fund finances activities in conjunction with the CDBG program and affordable housing activities. There is $3.6 million appropriated to this activity for FY 2016. Expenditures in this fund include $1.0 million in State Housing grants, $1.2 million in CDBG grant activities, and $350,000 in County grants. REVENUES/OTHER RESOURCES Intergovernmental Revenue $ 2,538,468 Miscellaneous 4 Fund Balance 1,077,474 $ 3,615,946 APPROPRIATIONS/TRANSFERS Community Development $ Non-Departmental Transfers (net) $ 3,332,845 89,405 3,422,250 HOUSING AND COMMUNITY SERVICES REVENUES/OTHER RESOURCES Intergov'l, 70.2% EDA Revolving Loan Fund: 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 is in the process of transfer 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 $ Program Income $ Misc, 0.0% Fund Balance, 29.8% APPROPRIATIONS Economic Vitality $ $ 220,550 50,123 270,673 50,673 50,673 EDA REVOLVING LOAN FUND REVENUES/OTHER RESOURCES Fund Balance 81.5% Program Income 18.5% Annual Financial Plan 2016 Page 52 City of Flagstaff ENTERPRISE FUNDS UTILITIES FUND The City's water, wastewater, and reclaimed water operations are operated as an Enterprise Fund activity, i.e., self-sustaining 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 $37.8 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 2016. Water Operations: Total appropriations relating to direct costs for the water operations are $18.3 million. Water fees are the major source of revenue supporting water operations. Bond funds support future water rights. Revenue estimates total $14.9 million for water sales. Wastewater Operations: Total appropriations relating to the direct costs for the wastewater operations are $15.1 million. Wastewater (sewer) fees are the major source of revenue supporting wastewater operations. Revenue estimates total $8.7 million in wastewater charges. Reclaimed Water Operations: Total appropriations related to the direct cost for the reclaimed water operations are $501,000. Reclaimed water usage fees are the major source of revenue supporting these operations. Revenue estimates total $907,000 in reclaimed water charges. REVENUES/OTHER RESOURCES Water Revenues $ 14,910,620 Wastewater Revenues 8,696,328 Reclaim Revenues 907,005 Capacity Revenues 2,853,306 Fund Balance 15,382,361 Miscellaneous Revenues 200,000 Intergovernmental 288,394 Bond Proceeds 559,996 Interest 151,440 $ 43,949,450 APPROPRIATIONS/TRANSFERS General Administration $ 614,863 Economic Vitality 43,177 Management Services 1,063,323 Public Works 43,679 Non-departmental 354,602 Water Utilities 18,264,450 Wastewater Utilities 15,134,093 Reclaimed Water Utilities 500,504 Transfers (Net) 54,459 Contingency 1,800,000 $ 37,873,150 UTILITIES TOTAL APPROPRIATIONS/TRANSFERS Wastewtr Utilities 40.0% Reclaimed Water 1.3% UTILITIES REVENUES/OTHER RESOURCES Water Revenues, 33.9% Wastewtr Capacity Rev, 19.8% Revenues, 2.1% Interest, 0.2% Intergov'tal 0.7% Misc Rev, 0.5% Annual Financial Plan 2016 Cont'gcy 4.8% NonDepart 0.9% Reclaim Revenues, 6.5% Bond Proceeds, 1.3% Trsfrs 0.1% Water Utilities 48.3% Public Wks Mgmt 0.1% Services 2.8% Gen Admin 1.6% Econ Vitality 0.1% Fund Bal, 35.0% Page 53 City of Flagstaff SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT FUND REVENUES/OTHER RESOURCES Environmental Mgmt Revenue $ 1,029,029 Miscellaneous Revenues 2,300 Fund Balance 314,441 $ 1,345,770 SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT REVENUES/OTHER RESOURCES Environ Mgmt Rev 76.5% Total financial resources are $1.3 million. The Environmental Management Fee, a user fee, is the major revenue source of the Sustainability and Environmental Management Section’s (SEMS) operations. The Fee is based on cost of operations. SEMS is housed within the Public Works Division and includes the Sustainability Program, the Environmental Management Programs, as well as Open Space Management and the Hazardous Products Center. Through transfers out to the General Fund, this user fee also partially funds Code Enforcement in the Community Development Division and the Greater Flagstaff Forest Partnership contract within the Fire Department. SOLID WASTE FUND Misc Revenue 23.4% APPROPRIATIONS/TRANSFERS General Administration $ Economic Vitality Management Services Public Works Non-departmental Contingency Transfers (Net) $ Fund Bal. 0.1% 65,389 2,876 37,380 992,374 15,234 30,000 19,890 1,163,143 Total financial resources are $25.8 million. User fees are the major revenue source of solid waste disposal operations. The user fees are comprised of eight major customer services areas (residential sanitation, curbside recycling, commercial sanitation, hoist and haul, landfill dumping, inert materials pit, and commercial recycling) with different rates for each category based on cost of service. The existing landfill rate structure provides cost recovery for ongoing operations as well as provisions for funding replacement equipment; closure and regulatory compliance costs related to mitigation of environmental contamination and/or degradation; as well as for future site requirements. Based on current estimates for closure and postclosure landfill costs, the City is setting aside legally restricted funds to ensure sufficient funds will be available to meet these requirements. SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT TOTAL APPROPRIATIONS/TRANSFERS Public Works 85.3% Cont'gcy 2.6% Non-dept 1.3% Trsfrs (Net) 1.8% Mgmt Svcs Econ Vit 3.2% 0.2% Annual Financial Plan 2016 Gen Admin 5.6% Page 54 City of Flagstaff REVENUES/OTHER RESOURCES Solid Waste Revenue $ 11,760,588 Interest 67,830 Other Financing Sources 4,950,000 Fund Balance 9,026,122 $ 25,804,540 SOLID WASTE REVENUES/OTHER RESOURCES Interest 0.3% Environ Mgmt Rev 45.5% 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 $5.3 million: $2.7 million for operations and reserve, $0.3 million for debt and $2.3 million in capital outlay. Primarily FAA and ADOT grants will fund the capital improvements. Other Financing 19.2% REVENUES/OTHER RESOURCES Airport Revenues $ 1,398,054 Intergovernmental Revenues 2,940,735 Fund Balance 369,173 Interest 3,692 Transfers (net) 461,000 Miscellaneous 339,946 $ 5,512,600 Fund Balance 35.0% AIRPORT REVENUES/OTHER RESOURCES Intergov'tal 53.3% APPROPRIATIONS/TRANSFERS General Administration $ 322,088 Economic Vitality 29,313 Management Services 334,415 Public Works 13,015,777 Non-departmental 195,906 Contingency 612,000 Transfers (Net) 4,994,466 $ 19,503,965 Airport Revenues 25.4% Transfers 8.4% APPROPRIATIONS General Administration Economic Vitality Management Services Public Works Non-departmental Contingency SOLID WASTE TOTAL APPROPRIATIONS/TRANSFERS Public Works, 66.7% Interest 0.1% $ $ Non-dept, 1.0% Mgmt Svcs, 1.7% Gen Admin, 1.7% 55,959 4,940,360 86,555 90,405 61,555 100,000 5,334,834 AIRPORT TOTAL APPROPRIATIONS Cont'gcy, 3.1% Mgmt Svcs 1.6% Econ Vit 92.6% Econ Vit, 0.2% Fund Balance 6.7% Misc 6.1% Public Works 1.7% Trsfrs (Net), 25.6% Non-dept 1.2% Cont'gcy 1.9% Gen Admin 1.0% In 2016, of the $2.3 million in capital improvements, 91% of the budgeted expenses are being funded with grants from the FAA and ADOT. Annual Financial Plan 2016 Page 55 City of Flagstaff 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. 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. The City awarded a contract to update the rate model in FY 2014 to be completed in FY 2016. Total revenues/other resources for stormwater total $5.4 million including a transfer of $3.3 million from General Fund for the Rio de Flag project. REVENUES/OTHER RESOURCES Stormwater Revenues $ 1,485,588 Fees & Permits 30,000 Fund Balance 830,130 Intergovernmental Revenues 225,000 Transfers (net) 2,926,149 Interest 1,089 $ 5,497,956 STORMWATER REVENUES/OTHER RESOURCES Transfers (net) 53.2% Intergov'tal Rev 4.1% Fund Bal 15.1% Fees/Chgs 0.5% Stormwtr Rev 27.0% $ Interest 0.1% 39,650 44,800 4,613 5,224,050 15,609 3,101 10,000 5,341,823 STORMWATER TOTAL APPROPRIATIONS Utilities 97.8% Non-dept 0.3% Cont'gcy 0.2% Econ Vit 0.1% Pub Wks 0.1% 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 371 Section 8 Housing Choice Vouchers, which include 4 homeless Vouchers and 38 VASH Vouchers. FHA also administers 12 housing vouchers for seriously mentally ill persons. Total financial resources are $7.9 million. Intergovernmental Revenue from the US Department of Housing and Urban Development comprises 71.5% of funding, or $5.6 million. Rental Income represents rent charges based on resident family income per Federal regulations. Miscellaneous income is primarily pass through and administrative fee income for Housing Choice Vouchers which the Housing Authority administers locally for other housing agencies. These portable Vouchers are under HUD contract with other housing agencies, and FHA administers the Vouchers locally, for which FHA earns an administrative fee. 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. Annual Financial Plan 2016 Page 56 City of Flagstaff Capital Projects Bond Funds rely heavily on these one-time expenditure commitments. REVENUES/OTHER RESOURCES Intergovernmental Revenue $ 5,636,039 Rents/Other Tenant Income 996,000 Fund Balance 761,433 Transfers (net) 58,200 Miscellaneous 436,034 $ 7,887,706 The preparation of the five-year plan is a cooperative effort between division heads, section heads, and Finance staff to assure projections are based on current program needs and revenue estimates are achievable. APPROPRIATIONS Community Development Contingency $ $ 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. 6,210,462 1,001,250 7,211,712 GENERAL FLAGSTAFF HOUSING AUTHORITY REVENUES/OTHER RESOURCES 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. Rents/Ten't Income 12.6% Intergov't Rev 71.5% Fund Bal 9.7% Misc 5.5% Trsfr's (Net) 0.7% 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, Annual Financial Plan 2016 The General Fund fund balance is projected to decrease by 43% 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 maintain a minimum fund balance of 20%. 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 73% due to planned expenditures for circulation materials and other 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 Page 57 City of Flagstaff maintaining an adequate fund balance. The HURF fund balance decreases by 66% due to planned expenditures for operating capital and capital improvement projects. existing operations levels. The Tourism fund balance decreases in FY 2016 by 9% due to use of excess fund balance to cover planned one-time expenditures. FUTS ARTS AND SCIENCE 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 75% due to planned expenditures for the completion of various capital projects in FY 2016 and FY 2017. This fund is balanced with ongoing revenues from BBB taxes and ongoing expenditures related to service partner contracts for projects related to awareness of arts and science in our community. Planned public art projects result in an Arts and Science fund decrease of 72%. EDA REVOLVING LOAN The primary source for this fund is 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 in FY 2016. 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 90% due to planned expenditures for the completion of various capital projects. ECONOMIC DEVELOPMENT This fund is balanced with ongoing revenues from BBB taxes, lease revenues, and General Fund transfers. Ongoing expenditures support a number of efforts focused on business attraction, retention, work force development, and the Business Incubator and Accelerator. The Economic Development fund balance decreases by 30% in FY 2016 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 Annual Financial Plan 2016 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 77% due to planned expenditures for the completion of various recreational capital projects. HOUSING AND COMMUNITY SERVICES This fund is primarily used to track revenues and expenditures related to Community Development Block Grants and other housing grants. The block grants are an entitlement to the City and are expected to stay level over the next 5 years. The City currently expects to receive State housing grants every year. The Housing and Community Services fund balance decreases by 82% due to planned one-time expenditures. METROPOLITAN 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. 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. Page 58 City of Flagstaff assumes additional voter The projection 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 12% as the City pays off debt. 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 2016. AIRPORT This enterprise fund is responsible for the operations at Flagstaff Pulliam Airport. The majority of revenues in FY 2016 and beyond 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 52% due to planned one time expenditures for operational capital and maintenance needs, as well as the construction capital program in FY 2016. 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. GO Bond Funded Projects. 2. Non-GO Bond Funded Projects. Both fund balances are due to the timing of bond proceeds and capital expenditures. 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 due to increased one-time expenditures. SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT This enterprise fund is self-sustaining through user fees and revenue transfers. 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 42% decrease due to increased one-time approved operating costs. STORMWATER WATER, WASTEWATER AND RECLAIMED WATER 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 60% due to the planned completion of capital projects. 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 81% 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 Annual Financial Plan 2016 Page 59 City of Flagstaff 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 2016, the City anticipated the FHA fund balance to decrease by 11%. REVENUES Historical Trend Information for Select Revenues FY 2011 was the first year the Flagstaff Housing Authority was included as part of City’s budget and they are largely grant funded. Projects funded by Federal and State grants in 2016 include completion of the Business Accelerator and ARFF Replacement, and updates to the Airport Master Plan. In addition, the City has several large ongoing federal grants for Community Development Block Grant, Section 8 and Low Income Public Housing. (See Schedule C-1 for additional details). GENERAL FUND ALL FUNDS PROPERTY TAX RECEIPTS CURRENT, PRIMARY 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. Legal Authority: Arizona Revised Statutes Section 42-45 (B) based on the State Constitution Article 9, Section 18. Revised through HB2876, June 2006. 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. PRIMARY PROPERTY TAX FEDERAL & STATE GRANTS FY: FY: AMOUNT 09-10 10-11 11-12 12-13 13-14 14-15 15-16 $ % CHANGE 5,914,243 10,553,499 14,209,064 13,459,399 16,423,052 11,129,421 17,152,235 AMOUNT 09-10 10-11 11-12 12-13 13-14 14-15 15-16 9.4% 78.4% 34.6% -5.3% 22.0% -32.2% 54.1% $ % CHANGE 5,020,255 5,113,647 5,230,618 5,304,734 5,413,125 5,435,325 5,527,083 4.9% 1.9% 2.3% 1.4% 2.0% 0.4% 1.7% PRIMARY PROPERTY TAX 6.0 MILLIONS FEDERAL & STATE GRANTS 30.0 25.0 20.0 15.0 10.0 5.0 0.0 5.5 5.0 4.5 4.0 10 11 12 13 14 15 16 FISCAL YEAR 10 11 ACTUAL 12 13 EST ACTUAL 14 15 ACTUAL 16 BUDGET BUDGET 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. Annual Financial Plan 2016 EST ACTUAL 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, FY 2014, and FY 2015 Council voted to Page 60 City of Flagstaff keep the levy flat plus new construction. For FY 2016 we are continuing with flat levy plus new construction. The City’s capacity for levy increase is 8%. 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 $8.0 million dollars to the assessed valuation. For FY 2016 existing Primary Property Tax values increase by 2.2%. CITY SALES TAX (TRANSACTION PRIVILEGE TAX) Legal Authority: City Code, Title 3, Chapter 5, (Ordinance 1491) Tax currently sunsets November 2024. 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. FY 2016 is the same as FY 2015 due to the unknown impact of tax collections moving to the Arizona Department of Revenue. 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. 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 1.051% transportation tax which are shown on the following pages. STATE SALES TAX FY: 09-10 10-11 11-12 12-13 13-14 14-15 15-16 CITY SALES TAX AMOUNT 09-10 10-11 11-12 12-13 13-14 14-15 15-16 $ 13,348,773 13,525,825 14,304,655 15,744,648 16,916,865 17,278,341 17,279,341 % CHANGE -5.0% 1.3% 5.8% 10.1% 7.4% 2.1% 0.0% 4,490,087 4,711,821 5,147,101 5,391,580 5,733,507 5,850,000 5,958,225 -7.8% 4.9% 9.2% 4.7% 6.3% 2.0% 1.9% 7.0 CITY SALES TAX REVENUES 6.0 5.0 4.0 3.0 10 18.0 MILLIONS $ % CHANGE STATE SALES TAX MILLIONS FY: AMOUNT 11 12 13 14 15 16 FISCAL YEAR 16.0 ACTUAL 14.0 EST ACTUAL BUDGET 12.0 10.0 10 11 12 13 14 15 16 FISCAL YEAR ACTUAL EST ACTUAL BUDGET The decrease in revenues for FY 2010 was driven by decreases in construction, tourism, and retail Annual Financial Plan 2016 The sales tax revenues for FY 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 Page 61 City of Flagstaff from 1.25%, which directed additional funds to the City from state shared resources. STATE INCOME TAX (REVENUE SHARING) Legal Authority: Arizona Revised Statutes Section 43 - 244 (B) 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. STATE INCOME TAX FY: AMOUNT 09-10 10-11 11-12 12-13 13-14 14-15 15-16 $ FRANCHISE TAX Legal Authority: Flagstaff Charter and City Code Article XII Arizona Public Service (APS): Resolution 2009-52 (expires 8-21-2036), UniSource Energy Services: Ordinance 1879 (expires 10-3-2020), US West, MCI, US Sprint, Central Corp, and A T & T: Ordinance 585. NPG: Resolution 2006-72 (expires 12-312016). Description: A 2% tax from utility companies-Arizona Public Service and UniSource -- is credited to this account. The City also receives a 2% tax from telecommunication companies, except Suddenlink Communications, which is taxed at 5%. % CHANGE 7,899,626 5,955,305 5,559,477 6,728,479 7,342,048 8,033,971 7,928,250 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 increases in FY 2013, FY 2014, and FY 2015 are due to the City’s increased population share and economic recovery. The decrease in FY 2016 is due to reductions in corporate income taxes passed by the Arizona state legislature. -13.7% -24.6% -6.6% 21.0% 9.1% 9.4% -1.3% FRANCHISE FY: 09-10 10-11 11-12 12-13 13-14 14-15 15-16 STATE INCOME TAX 9.0 MILLIONS AMOUNT 7.0 $ % CHANGE 2,132,644 2,338,951 2,347,952 2,302,643 2,486,617 2,440,000 2,485,140 -14.0% 9.7% 0.4% -1.9% 8.0% -1.9% 1.9% 5.0 FRANCHISE TAX 3.0 10 11 12 13 14 15 16 2.8 ACTUAL EST ACTUAL MILLIONS FISCAL YEAR BUDGET 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 Annual Financial Plan 2016 2.6 2.4 2.2 2.0 1.8 10 11 12 13 14 15 16 FISCAL YEAR ACTUAL EST ACTUAL BUDGET Franchise tax declined in FY 2010 as one entity misreported their revenues and a prior period credit was Page 62 City of Flagstaff processed. FY 2011 represents normalized revenues. The increase in FY 2014 is due to the additional category of electric franchise payor. The FY 2015 decrease reflects lower than expected collections in the natural gas and electric franchise categories due to a warmer than average winter. It is anticipated, in FY 2016, there will be an inflationary increase of 1.9% in revenue projected. FINES & FORFEITURES Legal Authority: Arizona Revised Statutes, Rules of Criminal Procedure City Code, Title 1, Chapter 15, Section 8 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). AUTO IN LIEU TAX Legal Authority: Arizona Revised Statutes Section 28 - 1591 (c) Description: Twenty-five percent (25%) 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 AMOUNT 09-10 10-11 11-12 12-13 13-14 14-15 15-16 $ % CHANGE 1,315,772 1,517,937 1,182,413 1,540,987 1,007,801 1,054,462 1,141,160 -3.3% 15.4% -22.1% 30.3% -34.6% 4.6% 8.2% AMOUNT 09-10 10-11 11-12 12-13 13-14 14-15 15-16 $ % CHANGE 2,490,360 2,481,126 2,483,244 2,510,832 2,591,413 2,600,000 2,648,100 -4.6% -0.4% 0.1% 1.1% 3.2% 0.3% 1.9% AUTO IN LIEU TAX 2.7 FINES & FORFEITURES 1,700 THOUSANDS FY: MILLIONS FY: AUTO IN LIEU TAX 2.6 2.5 2.4 2.3 1,500 10 11 12 13 14 15 16 FISCAL YEAR 1,300 ACTUAL 1,100 EST ACTUAL BUDGET 900 10 11 12 13 14 15 16 FISCAL YEAR ACTUAL EST ACTUAL Annual Financial Plan 2016 BUDGET Page 63 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. 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. FY 2015 is continuing to show an increase in projected revenue, demonstrating the strength of tourism in Northern Arizona. FY 2016 is the same as FY 2015 due to the unknown impact of tax collections moving to the Arizona Department of Revenue. HURF FY: 09-10 10-11 11-12 12-13 13-14 14-15 15-16 BBB AMOUNT 09-10 10-11 11-12 12-13 13-14 14-15 15-16 $ % CHANGE 4,920,203 5,260,919 5,559,566 5,883,665 6,259,688 6,700,000 6,700,000 -2.2% 6.9% 5.7% 5.8% 6.4% 7.0% 0.0% $ % CHANGE 6,429,355 6,300,885 5,576,167 6,007,741 6,168,101 6,837,347 6,862,720 0.3% -2.0% -11.5% 7.7% 2.7% 10.9% 0.4% HIGHWAY USER TAX 7.0 MILLIONS FY: AMOUNT BED, BOARD & BOOZE TAX 6.5 6.0 5.5 MILLIONS 7.0 5.0 6.5 10 6.0 11 12 13 14 15 16 FISCAL YEAR 5.5 5.0 ACTUAL EST ACTUAL BUDGET 4.5 10 11 12 13 14 15 16 FISCAL YEAR ACTUAL EST ACTUAL Annual Financial Plan 2016 BUDGET The large decrease in FY 2012 is due to the decline in State Appropriation for the DMV (Department of Motor Vehicles). The City anticipates a 10.9% increase in HURF revenues in FY 2015 due to the State approving an additional $30M of HURF Revenues to be allocated to cities and counties, plus an overall increase in HURF collection due to decreasing gas prices. The City expects only a small increase in FY 2016 after experiencing a significant increase in FY 2015. Page 64 City of Flagstaff TRANSPORTATION TAX Legal Authority: Resolution 2004-48, approved by voters May 2000 and Ordinance 2014-34 approved by voters November 2014. 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 1.051%. Transportation Tax Rate Breakdown 4th Street Overpass Street Improvements Safety Improvements Road Repair and Street Safety Transit Services Total 0.160% 0.186% 0.080% 0.330% 0.295% 1.051% TRANSPORTATION TAX FY: AMOUNT 09-10 10-11 11-12 12-13 13-14 14-15 15-16 $ % CHANGE 9,526,056 9,851,253 10,399,189 11,114,898 11,769,839 14,410,730 17,585,692 The large increases in FY 2015 and FY 2016 are due to a new 0.33% Road Repair and Street Safety tax approved by the voters in November 2014 and effective January 1, 2015. ENTERPRISE FUNDS 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. The next rate study is currently in progress with an expectation for new rates implemented in FY 2016. -4.9% 3.4% 5.6% 6.9% 5.9% 22.4% 22.0% WATER 18.0 17.0 16.0 15.0 14.0 13.0 12.0 11.0 10.0 9.0 AMOUNT 09-10 10-11 11-12 12-13 13-14 14-15 15-16 $ 10,000,060 10,881,744 11,735,459 12,776,436 14,093,054 14,734,580 14,910,620 % CHANGE 0.9% 8.8% 7.8% 8.9% 10.3% 4.6% 1.2% WATER SALES 10 11 12 13 14 15 MILLIONS MILLIONS TRANSPORTATION TAX FY: 16 FISCAL YEAR ACTUAL EST ACTUAL BUDGET 15.0 14.0 13.0 12.0 11.0 10.0 9.0 8.0 10 11 12 13 14 15 16 FISCAL YEAR ACTUAL Annual Financial Plan 2016 Page 65 EST ACTUAL BUDGET City of Flagstaff WASTEWATER SERVICE CHARGES RECLAIMED WATER SALES Legal Authority: City Code, Title 7, Chapter 2, Section 39 Legal Authority: City Code, Title 7, Chapter 3, Section 18 Description: The principal revenue for operating and managing the City's wastewater system is derived from revenues generated from wastewater (sewer) rates and user charges. Most residential customer charges are based on average water consumption for the proceeding winter months (Dec-Mar). All other customers are billed based on actual monthly metered water usage unless they can measurably separate which quantity of water does not reach the wastewater system. Description: The principal revenue for operating and managing the City's reclaimed water system is derived from rates and charges for reclaimed water usage. Monthly reclaimed water bills consist of 1) a base charge based on meter size and 2) a charged based on actual reclaimed water consumption by customer class. The primary use of reclaimed water is for lawn watering and construction. 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 currently in progress with an expectation for new rates implemented in FY 2016. 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. The next rate study is currently in progress with an expectation for new rates implemented in FY 2016. WASTEWATER AMOUNT 09-10 10-11 11-12 12-13 13-14 14-15 15-16 $ AMOUNT 09-10 10-11 11-12 12-13 13-14 14-15 15-16 % CHANGE 6,244,381 5,945,908 6,799,892 7,682,210 8,343,646 8,593,989 8,696,328 $ % CHANGE 713,919 647,471 699,476 790,301 995,453 896,250 907,005 19.4% -9.3% 8.0% 13.0% 26.0% -10.0% 1.2% RECLAIMED WATER CHARGES 0.2% -4.8% 14.4% 13.0% 8.6% 3.0% 1.2% 2.0 1.5 1.0 0.5 0.0 10 WASTEWATER (SEWER) CHARGES MILLIONS FY: MILLIONS FY: RECLAIMED WATER 11 12 13 14 15 16 FISCAL YEAR 9.0 8.5 8.0 7.5 7.0 6.5 6.0 5.5 ACTUAL 10 11 12 13 14 15 EST ACTUAL BUDGET 16 FISCAL YEAR ACTUAL EST ACTUAL Annual Financial Plan 2016 BUDGET Page 66 City of Flagstaff ENVIRONMENTAL MANAGEMENT SOLID WASTE Legal Authority: City Code, Title 7, Chapter 4, Sections 8-9 Legal Authority: City Code, Title 7, Chapter 4, Sections 8-9 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. 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. The increase in revenues for FY 2016 is related to growth. ENVIRONMENTAL MANAGEMENT FY: AMOUNT 09-10 10-11 11-12 12-13 13-14 14-15 15-16 $ 990,465 1,028,222 1,011,819 1,029,029 % CHANGE 0.0% 0.0% 0.0% N/A 3.8% -1.6% 1.7% * The increase in revenues for FY 2016 is related to projected growth. SOLID WASTE ENVIRONMENTAL MANAGEMENT REVENUES MILLIONS 1.5 1.0 FY: AMOUNT 09-10 10-11 11-12 12-13 13-14 14-15 15-16 $ 10,932,880 11,652,582 12,003,304 12,078,360 11,523,489 11,451,904 11,760,588 % CHANGE -1.8% 6.6% 3.0% 0.6% -4.6% -0.6% 2.7% * SOLID WASTE REVENUES 0.5 13.0 12.5 10 11 12 13 14 15 MILLIONS 0.0 16 FISCAL YEAR ACTUAL EST ACTUAL 12.0 11.5 11.0 10.5 10.0 BUDGET 10 11 12 13 14 15 16 FISCAL YEAR * From Solid Waste ACTUAL EST ACTUAL BUDGET * Adjustment to Environmental Management Annual Financial Plan 2016 Page 67 City of Flagstaff AIRPORT Legal Authority: City Code, Title 8, Chapter 6, Sections 1-8 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 2015, the PFC charge assessed was $4.50 per ticket. The $4.50 PFC amount continues to be in effect in the foreseeable future. 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. AIRPORT FY: AMOUNT* 09-10 10-11 11-12 12-13 13-14 14-15 15-16 $ % CHANGE 1,532,617 1,517,293 1,644,876 1,664,579 1,734,537 1,662,795 1,669,974 26.8% -1.0% 8.4% 1.2% 4.2% -4.1% 0.4% 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 gradual growth period beginning in FY 2016; provided an additional airline is secured and capital projects go forward as planned. STORMWATER Legal Authority: City Code, Title 12, Chapter 2, Section 3 Description: Stormwater revenue is determined by the number of Equivalent Runoff Units (ERU’s) on a property. An ERU is defined as 1500 square feet of impervious matter. Charges are the same for both commercial and residential customers. The first year of implementation was FY 2004 with a rate of $.53 per ERU. 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. The City awarded a contract to update the rate model in FY 2014 to be completed in FY 2016. STORMWATER FY: 09-10 10-11 11-12 12-13 13-14 14-15 15-16 AIRPORT REVENUES 1,800 THOUSANDS AMOUNT 1,700 1,600 1,500 $ % CHANGE 1,320,241 1,412,573 1,416,204 1,430,561 1,446,080 1,463,928 1,485,588 9.5% 7.0% 0.3% 1.0% 1.1% 1.2% 1.5% STORMWATER REVENUES 1,400 1,500 11 12 13 14 15 16 THOUSANDS 10 FISCAL YEAR ACTUAL EST ACTUAL BUDGET * Revenue is comprised of PFC Revenue + Airport Operating Revenues (excludes miscellaneous and 1,000 1,300 10 11 12 13 14 15 16 The City of Flagstaff is negotiating with interested airlines for a second airline to service Flagstaff. An $800,000 Federal grant has been secured to encourage airline activity. Once the additional airline is secured, it is anticipated PFC revenues will increase. Annual Financial Plan 2016 1,400 1,450 1,300 1,400 1,200 1,350 1,100 Page 68 FISCAL YEAR ACTUAL ACTUAL ESTACTUAL ACTUAL EST BUDGET BUDGET City of Flagstaff HOUSING AUTHORITY CAPITAL BUDGET Legal Authority: U.S. Housing Act of 1937, as amended, and Title 24 Code of Federal Regulations 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 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. Rent is projected to increase slightly in FY 2016. HOUSING AUTHORITY RENTS/TENANT INCOME FY: AMOUNT 09-10 10-11 11-12 12-13 13-14 14-15 15-16 $ % CHANGE 1,133,443 1,139,561 1,057,705 994,123 993,909 968,732 996,000 23.4% 0.5% -7.2% -6.0% 0.0% -2.5% 2.8% RENTS AND TENNANT INCOME THOUSANDS 1,200 1,100 1,000 900 800 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. 10 11 12 13 14 15 16 FISCAL YEAR ACTUAL EST ACTUAL Annual Financial Plan 2016 BUDGET 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 Page 69 City of Flagstaff conjunction with the Parks and Recreation bond program require a major increase in the Parks maintenance budget. City Council has determined that any increased maintenance costs associated with the bond projects will be paid for from BBB funds. Staff has balanced construction maintenance responsibilities and funding sources in the Parks and Recreation Bond program.   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. Annual Financial Plan 2016 Debt management. A CIP allows a jurisdiction to plan the financing requirements and the debt repayment schedule to allow for current and future needs relative to debt service capacity. Expenditure controls. Funds are expended as they were intended to be spent. The appropriations figure becomes the project management budgets. It is typical for most jurisdictions in their process to budget a 15% to 20% overhead factor to cover engineering and design costs as well as to provide for contingencies. Budgetary controls. Operating cash flow projections on a project basis serves as a check and balance on a project's progress both in terms of the time schedule and expenditures to date compared with percentage completion. Minimize disruption to citizens. By looking at the overall impact of the proposed CIP in any given year, the disruption of services or inconvenience imposed by construction activity in a locale can be kept to a minimum. For example, citizen complaints can be minimized by not scheduling the chip sealing of a major arterial street concurrently with ongoing construction on immediately adjacent streets. Additionally, a comprehensive review of multiple projects to ensure adequate coordination can minimize multiple disruptions in a given area. FY 2016 CAPITAL IMPROVEMENT PLAN The City budget for FY 2016 includes capital improvement projects totaling $93.8 million. Project funding includes the following: $1.7 million in grants primarily for airport, general government, and FUTS projects, as well as $31.2 million in general obligation (G.O.) bonds and capital leases for the construction of the Core Services Maintenance Facility, Flagstaff Watershed Protection Project, and other projects that were approved by the voters in the 2004, 2010 and 2012 General Elections. 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. Page 70 City of Flagstaff 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. Upgrade, Hydrological Studies, Wastewater Treatment Plant Energy Efficiency Program, and Aging Sewer Infrastructure Replacements. Twenty water projects, seventeen wastewater projects, and three reclaimed water projects are scheduled at a combined budget of $15.9 million for FY 2016. General Government – Nine projects are scheduled for FY 2016 for a total of $41.7 million. Major projects included in this category are the Flagstaff Watershed Protection Project, which was authorized by voters in the November 2012 election, FUTS and Open Space land acquisition, Innovation Mesa Business Accelerator, the Core Services Maintenance Facility, the Court Facility, and a new Microwave Network. Airport Fund – Three projects including, Master Plan Update, Runway Mill and Overlay Design, and the Master Plan Update are scheduled at a budgeted cost of $1.1 million for FY 2016. 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 twenty-five Streets/Transportation projects scheduled at a budgeted cost of $20.1 million. Transportation Tax funding $9.2 million and HURF and other revenues funding $10.9 million. Stormwater Fund – Ten projects are budgeted in the Stormwater fund with a cost of $4.4 million in FY 2016. Major projects include Rio de Flag, Rio Parking Replacement, Rio Culvert Construction, and Fanning Wash/Lockett Culvert Construction. FUTS Fund – Major projects include BNSF WalnutFlorence Underpass, Signage Program, Hospital Rim FUTS Trail, and Lonetree Trail. Eighteen projects are scheduled at a budgeted cost of $3.8 million for FY 2016. BBB Funds – Three categories make up the BBB Funds Capital Projects for FY 2016. Arts and Science includes eight projects scheduled at a budged cost of $372,500. BBB Recreation includes five projects scheduled at a budgeted cost of $1.5 million. Beautification includes fifteen projects scheduled at a budgeted cost of $3.6 million. Major th projects include 4 Street Corridor Improvements, North Edge-Lockett to Route 66 along Kaspar, Train Station Platform and Joel Montalvo Park. Utilities Fund – Major projects for water, wastewater, and reclaimed water include Rio Plant – UV System Replacement, McCallister Well, Pump, and Building, Bonito Sewer Replacement, Aging Water Infrastructure Replacement (AWIR) – Leroux St Waterline/Sewerline, Lake Mary Electrical Service Annual Financial Plan 2016 Solid Waste Fund - Six projects are scheduled for a budgeted cost of $1.4 million. The projects include Paper Sludge Storage, South Borrow Pit Design/Roads/Scales, and a Fueling Station. 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 of 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 2016. Page 71 City of Flagstaff BBB Sales Taxes: The voters approved a 2% BBB tax in 1988 with a ten-year sunset provision and renewed the tax an additional fifteen years in March 1996 and 2010, extending the tax to March 2028. Capital projects currently underway include streetscape along corridors, and various recreation projects. Transportation Taxes: In the May 2000 election, the voters approved a transportation tax that started at 0.51% and increased incrementally to 0.601%. The City Council approved an increase of 0.064% in the transit portion of the tax effective September 1, 2001, that increased the tax rate to 0.574%. The City Council approved another increase to the transit tax of 0.027% effective July 1, 2003 which increased the total transportation tax to 0.601%. In May 2008, the voters approved an additional tax increase for transit of 0.12%. In November, 2014, voters approved an additional 0.33% tax dedicated for Road Repair and Street Safety projects, raising the total transportation tax to 1.051%. 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. Annual Financial Plan 2016 Financial performance factors focus on the entity's ability to maintain a balanced budget regardless of economic circumstances. Recurring revenue streams without reliance on one-time revenue sources, e.g., asset seizure funds or fund balance should support ongoing expenditures. Maintaining a fund balance of 10% of budgeted operating revenues is indicative of sound financial management practices. Debt factors analyzed include indebtedness trends, debt history, current debt burden, and debt repayment schedules. The economic feasibility and need for projects financed with debt are also evaluated, as there is a correlation between perceived benefit received and ability or willingness to repay debt. The history of past voter approved bond authorizations is evaluated as an indicator of taxpayer willingness to repay debt, as well as the amount of overlapping debt imposed on the taxpayer. Development of a long range capital improvement plan is a primary method of planning for future debt needs and is a meaningful way of demonstrating budgetary and fiscal controls. Administrative factors reviewed include the professionalism of the administration relative to budgetary policies and practices, financial reporting and results of independent audit, and effective management practices. Debt limitations, tax rate and levy limitations and unused debt margins are also assessed. Focus on management capabilities includes personnel turnover, labor relations, and legal and political constraints evident in the organizational structure. Finally, assessment procedures are reviewed and property valuations are trended and analyzed. Quality of Life factors include the physical, environmental, and social/cultural amenities of a community, which enhance the desirability as a place to live and thereby add to the valuation of the tax base. 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. Page 72 City of Flagstaff DEBT SERVICE General Obligation Debt July 1, 2015 20% Limitation (Water, Sewer, Lighting, Open Spaces, Recreation, and Fire Facilites Purpose Debt) Assessed Valuation $ 683,396,020 Allowable 20% Debt 20% Debt Outstanding Allowable Debt Margin $ 136,679,204 (50,360,657) 86,318,547 $ At July 1, 2015, the total actual indebtedness is $141.7 million. FY 2016 annual debt payments are $15.2 million. At the start of the fiscal year, July 1, 2015, the City's 20% general obligation debt of $50.4 million is well below the legal limit by $136.7 million. The City has no outstanding general obligation debt in the 6% category. Thus, the full allowable debt margin of $41.0 million is available. The following table illustrates the total actual indebtedness through the life for all currently outstanding debt. 6% Limitation (All Other General Obligation Debt) Assessed Valuation $ 683,396,020 Allowable 6% Debt 6% Debt Outstanding Allowable Debt Margin $ 41,003,761 41,003,761 Annual Financial Plan 2016 $ 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 Page 73 $ Principal Interest Total 11,207,327 11,748,602 10,682,794 10,950,039 11,295,991 10,895,786 7,544,575 7,410,203 6,517,650 4,843,715 4,818,879 4,933,616 4,558,946 2,934,035 1,339,520 1,278,821 1,092,046 425,000 445,000 460,000 115,382,545 4,037,679 3,826,647 3,620,924 2,726,639 2,329,153 1,924,234 1,577,801 1,443,396 1,180,911 967,878 789,341 609,433 433,142 289,797 202,417 143,734 91,811 44,701 27,300 9,200 26,276,138 15,245,006 15,575,249 14,303,718 13,676,678 13,625,144 12,820,020 9,122,376 8,853,599 7,698,561 5,811,593 5,608,220 5,543,049 4,992,088 3,223,832 1,541,937 1,422,555 1,183,857 469,701 472,300 469,200 141,658,683 City of Flagstaff Camping at Fort Tuthill County Park. This is adjacent to the City of Flagstaff. Annual Financial Plan 2016 Page 74 City of Flagstaff service requirements are built into utility rate structure. 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 Annual Financial Plan 2016 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 ($.01051) sales tax for transportation purposes, which the majority of it is state to expire in 2020 and the remaining ($.0033) in 2035. The City's goal is to maintain a minimum general fund balance of 20% of operating revenues but not to go below 15%. The projected fund balance for FY 2015 is 45%, for FY 2016 is 25%, and for FY 2017 is 24%. 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." The Water and Wastewater Fund, Solid Waste Fund, Sustainability Fund and Stormwater Fund operations are managed on the basis that they 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 with the last rate increase effective January 1, 2015. The stormwater program had a rate increase June 2010 The City is currently updating the rate studies for water, wastewater and stormwater fees with anticipated potential rate increase effective January 1, 2016. Airport revenues generally have a CPI increase and several services are competitively bid. A capital reserve rate associated with the Solid Waste rates will be evaluated annually to provide funding for costs of landfill capital expenses. 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 75 City of Flagstaff  REAL ESTATE PROCEEDS FUND 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. 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. DEBT PERFORMANCE DEBT MANAGEMENT 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 not pledge General Fund taxing authority to secure long-term debt except when marketability can be significantly enhanced.    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, Arts & Sciences, Economic Development, Tourism, and Recreation) 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 Annual Financial Plan 2016 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: Page 76 City of Flagstaff     Economic uncertainties Assurance against vagaries and uncertainties in the bond market Cash flow requirements (60 days operating revenues) Adequate contingencies A Landfill Sinking Fund has been established to provide for future closure and environmental regulation requirements and equipment needs. For closure costs, amounts are legally designated for future construction needs in order to insure financial compliance. The landfill rates include an allocation to the sinking fund. EXPENDITURE LIMITATION CONTROL The State of Arizona provides for several options regarding expenditure control limitations. State statute determines the allowable expenditure limits for each municipality. There can be a one-time adjustment, a permanent adjustment, or charter cities have a homerule option. The City operates under the state expenditure limitation rather than the home rule option allowed to Arizona municipalities, which requires voter approval every four years. The City has a permanent adjustment to the base as a result of the BBB tax approved by voters in FY 1988, which allows the City to increase the expenditure level base by the amount of the additional revenues generated by the tax. The City received voter approval for a second permanent base adjustment in the May 2006 general election. The adjustment was necessary to align previous citizen approved expenditures with the maximum allowable amount per the Economic Estimates Commission.      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. The Relationship Between Funds, Divisions, and Sections chart is presented in the Budget Overview section. 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:   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. Annual Financial Plan 2016 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.   Page 77 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 City of Flagstaff operating activity. The City of Flagstaff has established a Capital Project Fund. program. We do not currently see this funding being restored in the near future. 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. 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.  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. 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 Annual Financial Plan 2016 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. 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 $2.1 million for annual capital maintenance of the street system which includes ADA compliance in the street system. In addition, the new Page 78 City of Flagstaff transportation tax (Road Repair & Street Safety) has allocated $13.5 million to overlay maintenance and pavement preservation over the next 5 years with additional annual commitments to pavement preservation beyond the 5 year capital plan. 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. 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. Sinking funds have been established for future landfill closure costs. Currently, it is estimated that $10.3 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 Solid Waste rate structure. Annual Financial Plan 2016 Page 79 City of Flagstaff Annual Financial Plan 2016 Page 80 City of Flagstaff BENEFITS ISSUES AND UPDATES PERSONNEL SERVICE COSTS COMPENSATION The City’s pay plan was updated on July 1, 2014 removing all steps within non-exempt pay ranges. In FY 2015, City personnel received a merit increase on their anniversary date ranging from 0.4% to 2% based on the employee’s years of service. Each employee received 0.4% for each year of service performing at or above standards to a maximum of two percent (2%). In addition, City personnel received a longevity pay lump sum payment in December 2014 based on the employee’s years of service. At one year of service the employee received $100, two years $150, three years $250, four years $350 and five or more years received $450. 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 9.05% below market. There will be a market increase of two percent (2%) to the pay plan or to skill-based pay effective July 1, 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 be adjusted by two percent; however, the City eliminated Paramedic Assignment Pay effective October 1, 2014 and added to classification within the Fire Department pay plan. In FY 2015-2016 the Paramedic Pay will be adjusted by sixty percent (60%) to match the market rate with one-time money for two fiscal years. In addition, a market based pay plan was implemented for all sworn personnel within the Police Department to set a structure based on market. Dispatch personnel will receive an additional one dollar per hour ($1.00/hour) pay increase and shift differential pay, for one year, to positively influence attraction and retention. The total amount of compensation is approximately $32,155,000 in the general fund. Annual Financial Plan 2016 Fiscal year 2016 begins the 23rd 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 offers a wellness program including fitness and nutrition classes, wellness challenges, wellness week for employees to focus on wellness related education and activities with their co-workers, an annual awards banquet and annual health fair. This year NAPEBT’s wellness program was honored as a Platinum Level Recipient of the American Heart Association’s Fit‐ Friendly Worksites Recognition program. Employees are able to receive flu shots, mammography and prostate exams and wellness screenings free of charge. These wellness assessments are included in a Wellness Incentive Program including an online Health Risk Assessment (HRA). The Wellness Incentive Program includes 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 into the employee’s Flexible Spending Account or Health Savings Account. The overall premium increase for health insurance was 7.8% and 8.6% for prescription drugs based on national trend. The Trustees voted to mitigate the increases through the use of Trust surplus funds and plan design changes. NAPEBT has seen positive impacts of the Wellness Incentive Program on Page 81 City of Flagstaff claims and actual claims trend is about 4.7%. The health insurance premiums will not increase this fiscal year. The plan design changes will include a prescription drug out-of-pocket maximum, increase of the HDHP annual deductible and out-of-pocket maximum and increases to the co-pay for doctor office visits, urgent care and emergency room. The overall employer contribution for medical insurance increased by $44,000 in the general fund due to a greater number of employees being insured than previously. The premiums for vision insurance benefits will not change in FY 2015-2016. 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 $12,535. The Trust’s decision to become self-insured in 2007 has led to the lower premium increases experienced over the last eight years. The overall increase for health insurance is still below the national trend of approximately 8%. The Public Safety Personnel Retirement System (PSPRS) employer contribution will be 43.29% for Police an increase of 18.5% and 67.71% for Fire an increase of 37.5%. The PSPRS employee contribution will increase by .6 points to 11.65% for the employee. The ASRS employer and employee contribution will decrease slightly to 11.47%. The ASRS pension and health insurance benefit will be 11.35% and the ASRS long-term disability benefit will be 0.12%, which is an overall decrease of 1.1%. The cost to all funds is approximately $6.8 million for PSPRS and $3.5 million for ASRS. The City will pay the full premium for employees participating in the Base Plan and $254 per month for dependent subsidy. However, if the employee does not participate in the Wellness Incentive and has not authorized a payroll deduction the employee will be defaulted into the HDHP and there will be no contribution to the Health Savings Account (H.S.A.) 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 $4.0 million dollars. The total cost of the dependent subsidy to the City is $853,000 NAPEBT will continue to allow an opt-out provision for employees with proof of group health insurance outside of the Trust. City employees who do not elect dependent health insurance coverage were receiving $60 per month in deferred compensation, but this benefit was suspended beginning July 1, 2009 and will continue through fiscal year 2016. The savings to all funds is approximately $333,000. NAPEBT completed a request for proposal for life insurance, accidental death and dismemberment (AD&D), supplemental life, accounting services, benefit consultation and for an onsite/near site health and wellness clinic. The supplemental life benefits were improved to include a higher guaranteed issue limit, spouses may elect coverage even when the employee declines and dependent children may maintain coverage until age 26 regardless of student status. The dental insurance premiums will not change for fiscal year 2016. The City pays 100% of employee coverage and employees pay 100% for dependent coverage. The cost to all funds is approximately $283,000. Annual Financial Plan 2016 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 $95,660. 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 FY 2016 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 The City offers three voluntary benefits for the employee. These benefits include Supplemental Life insurance, Short Term Disability and Long Term Disability. There is no direct cost to the City for offering these voluntary benefits, but the City does utilize City resources for administration purposes. Employees may purchase additional life insurance at their own expense through payroll deductions. The cost of coverage is age rated and there is a guaranteed maximum amount of $150,000. Coverage is also available for eligible dependents. Short term disability is available to all employees and Long term disability is available to commissioned employees since it is not part of the Public Safety Personnel Retirement System. This is also an age rated benefit with a weekly maximum of $1,150 for Short term and monthly maximum of $5,000 for Long term. CLASSIFICATION Maintenance of the job classification system is an ongoing process to ensure that job classifications accurately reflect the responsibilities and tasks being performed by City employees. If a Division Director Annual Financial Plan 2016 believes that an employee(s) is functioning out of class on a regular basis or that job responsibilities have changed sufficiently, a request may be made for the Human Resources division to conduct a review. The Human Resources division then conducts an audit and evaluates the request utilizing Decision Band Method (DBM) methodology. If the audit and analysis indicates an adjustment needs to be made, Human Resources procedures allow for four types of changes. 1. RECLASS - An individual(s) within a classification is evaluated in regard to moving that person(s) from others in the same classification to a higher (or lower) classification. Some instances may include a title change. 2. RERANGE - A classification in a given pay range is evaluated in regard to moving that position classification to a higher (or lower) pay range. This affects all employees in the classification, including single incumbent classifications. Some instances may include a title change. 3. RETITLE - A job title is evaluated in regard to changing the job title only. This does not affect pay. 4. REZONE – An individual within a broadband may be move to a higher-level zone within the broadband based on the employee’s performance. The audit can also show that the position is properly classified and/or titled and that no changes are needed. Requests may be made during the budget process or any time during the fiscal year, if the division has ongoing funding available. Human Resources approved the following reclassification, rezone and retitle requests between June 30, 2014 and July 1, 2015. Following this page are the tables “Reclassifications/Reranges, Rezones, Reorganizations, New Position and Changes Approved for 07/1/15 and New Positions and Changes Approved Midyear are presented. Page 83 City of Flagstaff RECLASSIFICATIONS/RERANGES Old Title Old Range New Title New Range No. of Employees Effected Asst. City Attorney R61 Sr. Asst City Attorney R71 1 Police Emerg Comm Spec R07 Police Emerg Comm Spec Supervisor R10 1 Sales Specialist 8 Sales Specialist - Travel 10 1 Sales Specialist 8 Sales Specialist 9 2 115 1 Fire Marshall 114 PR Specialist 8 Communications Specialist 9 1 Property Control Coordinator 4 Property Control Coordinator 5 1 Creative Services Specialist 8 Creative Services Specialist 9 2 114 1 Sustainability Manager 113 Fire Battalion Chief Sustainability Manager REZONE No. of Employees Old Zone New Zone Lab Specialist 1 2 1 Project Manager 2 3 1 Division Director 1 2 4 Sr. Asst. City Attorney 1 2 1 Library Specialist 1 2 8 Planning Development Mgr 1 2 1 Maintenance Worker 1 2 4 Maintenance Worker 2 3 2 Recreation Program Coordinator 2 3 4 Recreation Program Coordinator 1 2 5 Equipment Operator 1 2 3 Current Job Title Annual Financial Plan 2016 Page 84 Effected City of Flagstaff REORGANIZATIONS Change Reclass Reclass Reclass Reclass Reclass Old Title IT Analyst IT Administrator IT Supervisor IT Administrator IT Specialist Old Range New Title Information Technology R12 IT Administrator R13 IT Manager R11 IT Manager R13 IT Manager R8 IT Analyst Legal - 1 Hours Admin Specialist 1 FTE B21 Admin Spec Leadworker .9 Decrease Hours Admin Assistant .75 FTE B11 Admin Assistant 1 FTE Increase Vol 9 Legal Assistant* Reassignment Admin Spec Leadworker Savings used to fund increase in Admin Assistant hours. Reclass Hours Increase Legal - 2 Admin Specialist B21 Administrative Assistant** Admin Spec Leadworker Admin Spec Leadworker - 34 hours 9 - 40 hours *Savings used to fund increase in Admin Spec Leadworker hours No. of Employees New Range Impacted R13 R15 R14 R14 R12 1 1 1 1 1 9 1 B11 1 8 1 B11 vacant 9 1 Public Works 9 Public Works Supervisor 11 2 B83 Public Works Supervisor 11 1 Reclass Reclass Maintenance Worker Leadworker Maintenance Worker Zone 3 Cemetery Maintenance Spec Streets Leadworker 8 10 Public Works Supervisor Public Works Supervisor 11 11 1 3 Reclass IT Analyst R12 R13 1 B11 2 Reclass Reclass Reclass (Down) Utilities IT Administrator Court Court Services Administrative Assistant Supervisor 10 2 FTE** **Funding from Court Services Supervisor used for 2 Administrative Assistants Annual Financial Plan 2016 Page 85 City of Flagstaff NEW POSITIONS AND CHANGES APPROVED FOR 7/1/15 Title Assistant City Attorney Range R61 Environmental Aide Temp n/a Additional Info Added to temp pay plan Open Space Specialist TBD Funded for two years (FY 2016 & FY 2017) Maintenance Worker (Facilities) B81 Increase part-time FTE to full-time Project Manager (Transportation) B51 Business Attraction Specialist TBD Community Investment Director 117 Human Resources Manager 113 Human Resources Analyst 112 Collections Specialist 8 Increase hours to full-time for one year Funded for one year Library Clerk Temp n/a Increased by 30 hours (Branch) Library Specialist B41 Increased by 15 hours (Main) Accountant B71 Finance Specialist 8 Fire EMT 6 Funded 2 FTEs with benefits for FY 2016 HPC temps n/a Funded $10,000 in FY 2016 Cemetery Caretaker n/a Change to Maintenance Worker Project Manager (Utilities) B51 Water Conservation Aides n/a Rec Temps n/a Title Increase by .62 FTE (Joe C.) NEW POSITIONS AND CHANGES APPROVED MIDYEAR (Between 7/2/14 and 6/30/15) Range Additional Info Project Manager B51 Construction Inspector 10 Wildland Fire Firewise Temp n/a Utilities Manager 115 Annual Financial Plan 2016 Page 86 City of Flagstaff PERSONNEL IN EACH DIVISION 5 YEAR HISTORICAL TREND PAY PLAN CHANGES The following changes have been made to the City Pay Plan:  The Commissioned Police pay plan was brought up to market. The entire structure was increased for a 2% market adjustment. ORGANIZATIONAL STUDIES The Human Resources division did not receive any requests during the year. TURNOVER The City’s turnover rate for calendar year 2014 is 12.17%. This is 3.63% 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 12.76 FTE’s across all funds for FY 2016. The following detail highlights the five year historical staffing trend as well as the City’s calculation of City staff in comparison to population. Fire Police Public Works Comm Enrich General Admin Utilities Community Dev Mgmnt Services Econ Vitality Census Year 1980 1985 1990 1995 2000 2005 2010 2015 * * * * ** 2012 2013 Fiscal Year 2014 2015 2016 85.00 172.00 149.87 112.75 71.48 67.50 80.58 38.25 34.99 85.00 171.00 148.16 107.59 70.93 67.50 80.08 38.25 33.99 85.00 169.00 201.98 0.00 72.10 67.50 80.38 89.65 33.43 86.00 169.00 200.21 0.00 73.10 68.50 79.86 90.55 34.43 88.00 167.00 204.90 0.00 77.60 70.50 82.86 93.18 30.43 812.42 802.50 799.04 801.65 814.47 Population 34,743 38,247 45,857 52,701 52,894 61,185 65,870 70,000 Budget Year 1981 1986 1991 1996 2001 2006 2011 2016 Employees 427.75 470.25 527.25 593.00 700.00 768.03 825.33 814.47 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 2015 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 2016 Page 87 City of Flagstaff Annual Financial Plan 2016 CITY OF FLAGSTAFF COST ALLOCATION PLAN FOR FISCAL YEAR 2016 General Fund 001 Providing Sections Library Fund 030 Highway User Fund 040 Transportation Funds 041-044 Water and Wastewater Funds 202-204 Stormwater Fund 206 Solid Waste Fund 211 SEMS Fund 214 Airport Fund 221 TOTAL CHARGES TO OTHER FUNDS Page 88 Building Depreciation Equipment Depreciation 402 Non-Departmental 011 City Manager 011 City Clerk 014 Information Technology 015 City Attorney 012 Human Resources 013 Risk Management 031 Management Services Admin 032 Purchasing 034 Finance 033 Revenue-Licensing & Collections 033 Revenue-Customer Service 151 Public Works 152 Facility Maintenance 154 Fleet Management 101 Community Development 102 Engineering 201 Community Investment 401 Council & Commissions $ 252,451 1,437,023 995,092 657,742 207,475 577,245 413,023 364,530 111,486 18,832 375,123 631,616 200,758 94,411 4,510 591,588 52,546 413,070 1,412,499 169,612 214,855 58,164 69,198 13,446 11,676 42,577 42,565 12,295 1,941 20,598 60,522 6,349 3,793 93,250 1,341 17,485 14,978 114,178 50,793 9,857 23,353 33,432 29,415 9,009 1,524 43,428 38,823 11,429 1,565 104,320 8,513 49,624 413,947 13,729 12,583 4,084 563 39,520 512 1,801 1,694 23,729 275,297 103 1,643 1,222 13,045 297,970 93,673 25,251 317,746 105,141 51,343 21,709 4,794 188,195 100,854 31,747 737,733 29,315 14,364 43,177 43,587 2,846 9,269 8,417 1,860 15,569 7,550 4,555 1,699 344 17,526 6,319 20,611 4,613 3,101 3,494 12,209 160,721 86,176 16,856 93,411 71,379 38,880 15,386 3,254 53,866 58,332 34,287 184,676 33,610 31,252 98,409 29,313 22,976 9,133 12,093 2,215 35,029 7,004 7,022 2,026 319 5,262 13,389 3,810 14,600 16,805 106 2,876 6,101 57,474 16,211 2,894 15,569 10,774 7,867 2,644 491 17,207 41,696 3,810 23,351 20,295 68,887 1,223 4,424 4,081 280,551 1,437,023 1,706,085 994,303 280,417 1,089,598 730,400 546,177 176,766 33,300 722,899 975,280 567,487 1,080,843 179,540 827,418 217,613 413,070 1,826,446 285,360 323,877 28,100 710,993 336,561 72,942 512,353 317,377 181,647 65,280 14,468 347,776 343,664 366,729 986,432 175,030 235,830 165,067 413,947 115,748 109,022 Total Allocations $ 9,195,487 470,178 969,522 350,168 2,119,644 107,773 1,044,993 137,790 298,898 14,694,453 5,498,966 $ 2,331,501 1,320,740 1,825,569 648,644 169,612 2,899,421 9,195,487 191,757 93,203 94,591 17,485 73,142 470,178 155,859 96,769 413,947 162,457 13,729 126,761 969,522 40,595 302,624 1,643 5,306 350,168 614,863 1,063,323 43,679 43,177 354,602 2,119,644 39,650 44,800 4,613 3,101 15,609 107,773 322,088 334,415 163,271 29,313 195,906 1,044,993 65,389 37,380 16,911 2,876 15,234 137,790 55,959 86,555 90,405 4,424 61,555 298,898 3,817,661 3,379,809 2,239,516 1,224,571 285,360 3,747,536 14,694,453 1,486,160 2,059,069 413,947 575,927 115,748 848,115 5,498,966 DIVISIONS GENERAL ADMINISTRATION MANAGEMENT SERVICES COMMUNITY DEVELOPMENT PUBLIC WORKS ECONOMIC VITALITY NON-DEPARTMENTAL $ 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, 2014. 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 2014; and human resources activities have been allocated on the number of budgeted fulltime equivalent positions served. Annual Financial Plan 2016 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 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. Fleet management has set the following FY 2016 goals:  Research “Fleet Management” software to further maximize the use of the City of Flagstaff’s vehicle stock through excellent maintenance (both preventive and required), fuel usage and vehicle/equipment usage.  Replace 18 failing Ford diesel trucks with gasoline trucks.  Remove an additional 12 vehicles/equipment from the fleet. Fiscal year 2015 we reviewed 21 replacement requests and agreed on replacing 19 aging vehicles and equipment. Fleet Management’s FY 2015 Accomplishments include:  Reduced the Fleet by 12 vehicles.  Approved a Sustainable Fleet Purchasing Policy that will require minimum fuel efficiency standards for all new City vehicles smaller than 8,500 lbs. Page 89 City of Flagstaff     Changed the replacement policy for courts vehicles to 7 years, 100,000 miles. Right sized and repurposed vehicles within the Fleet. Identified issues with Ford 6.4 engines and began the process to replace them. Researched replacement alternative funding methods. Other FY 2015 accomplishments:  Worked with the Police Department (PD) to refurbish electric parking enforcement vehicle. In addition found a new location to park it during summer months so that it would be closer to its patrol area.  Prepared proposal to Budget Committee detailing further opportunities to reduce costs related to Fleet Operations City wide.  Simplification of the fleet vehicle replacement processing paperwork and scoring for committee members.   Purchasing an anti-idling mechanism for a pilot project with the Police Department. Created a mile/hour vehicle/equipment charge out. Other objectives for FY 2016 include:  Coordinate with the Sustainability section to review each replacement or new addition that could be hybrids, diesels, Ethanol (FFV'S).  Coordinate with Purchasing section 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 2016 REPLACEMENTS DIVISION/SECTION 016 COURT CRUISERS (2) 051 FIRE 4X4 SUV 061 POLICE CRUISERS (9) SEDAN (1) 154 FLEET FUEL TRUCK 155 PARKS MOWER TOTAL GENERAL FUND FLEET 161 STREETS SWEEPERS (1) 4x4 SUV MINI-EXCAVATOR TRANSPORT TRAILER TOTAL HURF FLEET AMOUNT $ 62,000 DIVISION/SECTION 222 AIRPORT ARRF REPLACEMENT VEHICLE 1,100,000 TOTAL AIRPORT FLEET 1,100,000 31,000 379,000 31,000 303 WATER DISTRIBUTION 4x4 PICK UP TRUCK OUTFITTED (4) 160,000 311 WASTEWATER TREATMENT 4x4 PICK UP TRUCK OUTFITTED DOZER 45,000 147,308 313 WASTEWATER COLLECTION 4x4 PICK UP TRUCK OUTFITTED (3) 200,000 TOTAL UTILITIES FLEET 552,308 207,100 81,892 791,992 280,000 40,000 60,000 60,000 440,000 165 SOLID WASTE - LANDFILL DOZER 166 SOLID WASTE - COLLECTIONS RAPID RAIL TRUCK (3) BIN MAINTENANCE TRUCK (2) TOP LOADER TRUCK BULKY ARTICULATED LOADER ROLL OFF TRUCK TOTAL SOLID WASTE FLEET TOTAL FLEET REPLACEMENTS Annual Financial Plan 2016 AMOUNT Page 90 750,000 780,000 150,000 215,000 100,000 150,000 2,145,000 $ 5,029,300 City of Flagstaff ADOR SALES TAX OPERATION CHANGES – TRANSACTION PRIVILEGE (SALES) TAX SIMPLIFICATION DIVISION OF INFORMATION TECHNOLOGY 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.  To 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. The City can no longer elect to be a non-program city and therefore, in the future, the Arizona Department of Revenue will be administering the City’s tax code and sales tax collection. The original changeover date was January 1, 2015, however, in October 2014, the Arizona Department of Revenue postponed the changeover date to January 1, 2016. In addition, the Arizona State Legislature made a change in the recent legislative session to assess an administrative fee and a software upgrade fee to cities for the collection of taxes. This amount totals approximately $160,000 and will be paid to the Arizona Department of Revenue at the beginning of FY 2016. The changing landscape for local tax collections and its effects will be closely monitored over the next fiscal year and into the future. FY 2016 ISSUES PUBLIC SAFETY PENSION PLAN AND FUNDING The cost of public safety pension continues to escalate at a significant rate. In FY 2016, the required pension contribution increased by $1,500,000 to a total of $6.8 million due to contribution rate increases. This represents an overall percentage increase of 32%. One of main reasons for the significant increase in the contribution is the repeal of portions of SB1609 resulting in an overall larger actuarial liability due to permanent benefit increases (PBI).This significant increase has had a negative impact on the City’s ability to fund other items within the City’s General Fund Budget. The Division of Information Technology supports all of the city’s other divisions with the exception of the Library which has its own staff, the Police Department which is supported at the LEAF via an IGA with the County, and the Courts which are mandated to be supported by the state. IT consists of 14 FTEs in the areas of Application support, Systems support, Network support, GIS support and the Information Technology Assistance Center (ITAC) helpdesk. For a list of FY 2015 accomplishments and FY 2016 new initiatives and goals, please see the Department Detail section. Background: FY 2015 UPDATES QUALITY INFRASTRUCTURE In the FY 2016 budget, Council continues to address funding needs of maintenance and to improve the City’s infrastructure. The voters approved an additional sales tax for Road Repair and Street Safety Initiative to improve the overall condition of City streets. The FY 2016 Budget will also focus on IT infrastructure/initiatives. Annual Financial Plan 2016 City of Flagstaff police and fire personnel are part of the Public Safety Personnel Retirement System (PSPRS). The PSPRS is a special retirement system created by the state legislature for certain full-time certified peace officers and full-time fire fighters in the state of Arizona. PSPRS is known as an agent multiple-employer retirement plan. Under the PSPRS, the employee contribution rate is set by statute. The employer contribution rates are different for each employer in the system and changes every fiscal year, based upon an actuarial valuation. As of Page 91 City of Flagstaff the latest actuarial valuation, June 30, 2014, the City Police PSPRS has funding ratio of 38.0% and the City Fire PSPRS plan has a funding ratio of 40.1%, resulting in an overall unfunded liability of approximately $78 million dollars. A Pension Task Force was created to gather an understanding of the issues related to the retirement plans, provide education and outreach to cities and counties, and provide recommendations to the State Legislature for changes. The task force recommendation was not available at the time of printing this budget. Conclusion: Council approved the City budget funding for 50% of the $1.5 million dollars PSPRS incremental increase with ongoing funding and 50% with one time funding. The Council also set aside sufficient onetime funding to cover the currently anticipated FY 2017 contribution. In addition, the 5-year plans have continued one time funding available in the out years. The City is using one time funding while they wait for the outcome and potential changes based on the Pension Task Force recommendations. The City will continue to monitor the status of another outstanding PSPRS lawsuit closely that could have a similar impact to the required contributions in FY 2017 and into the future. RECRUITMENT AND RETENTION OF SWORN PERSONNEL AND DISPATCH PERSONNEL The Flagstaff Police Department has been challenged over the years to recruit and retain sworn officers and dispatch personnel. Since the beginning of calendar year 2013 the City experienced a 29.4% overturn for sworn officers and 36% for dispatch personnel. Background/ Discussion: 5% to 37%. Of these employees, 83% were not satisfied with their salary and 70% were not satisfied with their benefits. The turnover in Dispatch is not the same situation as police officers moving to another public safety communication center. In Dispatch, 22% of the turnover was due to the employee not being able to complete the training. In calendar year 2015 there were four vacancies and the Police Department has only been able to hire one position. The Police Department averages three to four qualified Communications Center applicants per month, but most do not pass the background process. The challenges in Dispatch have been the technical computer skills, radio multi-tasking skills, shift work requirement and the stress of the position. Conclusion: For Budget FY 2016, Council approved implementing a market based pay plan for all sworn personnel within the Police Department to set a structure based on market. The Council addressed the Dispatch issues by approving an additional $1 per hour increase for all Dispatch personnel along with a one-year shift differential pay. The shift differential pay will be 3% additional pay for swing shift and a 5% shift additional pay for graveyard shift. In addition the Council approved $50,000 of one-time for assistance with recruitment and retention of dispatch personnel. This money will be used to incentivize Dispatch personnel to learn the different radios within the communications center, funding to send new employees to a three-week dispatcher academy, update the critical software used as part of the hiring process and additional money for advertising. This will assist the Police Department in recruiting qualified applicants, increase the success rate of new employees through an additional training opportunity and incentivize the employees to learn more radios creating flexibility in scheduling. Council conducted a special round table discussion to better understand the issues related to and causes for the retention and recruitment issues. During the round table discussion the Police Department shared information that 74% of the Police Officers leaving the Flagstaff Police Department are going to work for another public safety agency. When compared to other public safety agencies within Arizona, the Flagstaff Police Officer had received a 2% increase in pay over the last six years while other agencies have varied from Annual Financial Plan 2016 Page 92 City of Flagstaff THE FINAL OPPORTUNITY FOR PUBLIC INPUT ON THE CITY OF FLAGSTAFF FISCAL YEAR 2015-2016 BUDGET WILL OCCUR ON JUNE 16, 2015 AT 6:00 P.M. IN THE CITY COUNCIL CHAMBERS, 211 W. ASPEN AVENUE, FLAGSTAFF, AZ The budget may be reviewed at the City of Flagstaff in the City Clerks Office, 211 W. Aspen Avenue, Flagstaff AZ 86001 Or the Flagstaff City-County Public Library, 300 W. Aspen Avenue, Flagstaff AZ 86001 Or the East Flagstaff Community Library, 3000 N. 4th Street, Flagstaff, AZ 86004 or the official website "flagstaff.az.gov" S c h Fiscal Year FUNDS General Fund Special Revenue Fund Capital Projects Enterprise Internal Service Fund Permanent Fund Funds Available Funds Debt Service Fund 8,237,044 47,203,426 2015 Adopted/Adjusted Budgeted Expenditures/Expenses* E 57,416,299 51,433,188 2015 Actual Expenditures/Expenses** E 51,904,628 33,375,402 8,159,689 10,218,299 2016 Fund Balance/Net Position at July 1*** 23,294,618 29,648,252 13,804,264 82,104 0 Total All Funds 73,894,445 0 238,184,402 0 47,785,491 0 151,443,509 256,627 26,683,660 93,769,525 Page 93 2016 Primary Property Tax Levy B 2016 Secondary Property Tax Levy B 2016 Estimated Revenues Other than Property Taxes C 49,717,762 41,168,005 661,050 10,074,827 25,309 54,359,017 0 156,005,970 2016 Other Financing Sources D 0 10,000,000 0 27,142,245 0 5,509,996 0 42,652,241 2016 Other Financing (Uses) D 0 0 0 0 0 0 0 0 2016 Interfund Transfers In D 3,511,286 13,491,472 7,436,600 6,990,000 0 5,323,933 0 36,753,291 2016 Interfund Transfers (Out) D 7,987,026 14,382,266 7,436,600 0 0 6,947,399 0 36,753,291 2016 Reduction for Amounts Not Available: 5,627,083 5,627,083 5,728,437 5,728,437 LESS: Amounts for Future Debt Retirement: 0 0 0 0 2016 Total Financial Resources Available 2016 Budgeted Expenditures/Expenses E 74,163,723 79,925,463 20,193,751 44,289,176 281,936 84,929,207 0 303,783,256 60,958,146 61,663,573 8,037,450 39,698,616 0 71,359,812 0 241,717,597 City of Flagstaff EXPENDITURE LIMITATION COMPARISON 1. Budgeted expenditures/expenses 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures/expenses adjusted for reconciling items 4. Less: estimated exclusions 5. Amount subject to the expenditure limitation 6. EEC expenditure limitation $ $ $ 2015 238,184,402 3,219,659 241,404,061 109,152,239 132,251,822 134,251,861 $ $ $ 2016 241,174,678 1,000,087 242,174,765 105,668,182 136,506,583 140,651,422 The city/town does not levy property taxes and does not have special assessment districts for which property taxes are levied. Therefore, Schedule B has been omitted. * ** *** Includes Expenditure/Expense Adjustments Approved in the current year from Schedule E. Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. Amounts on this line represent Fund Balance/Net Position amounts except for amounts not in spendable form (e.g., prepaids and inventories) or legally or contractually required to be maintained intact (e.g., principal of a permanent fund). Schedule A: Summary Schedule of Estimated Revenues and Expenditures/Expenses Annual Financial Plan 2016 CITY OF FLAGSTAFF Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2016 General Fund UNRESERVED FUND BALANCE/ RETAINED EARNINGS ESTIMATED REVENUES AND OTHER FINANCING AT 7/1/2015 SOURCES 2015-2016 $ INTERFUND TRANSFERS 2015-2016 IN OUT TOTAL FINANCIAL RESOURCES CAPITAL AVAILABLE 2015-2016 OUTLAY (EQUIP/CIP) OPERATIONS TOTAL DEBT SERVICE FUND RESERVES/ APPROPRIATIONS CONTINGENCIES 2015-2016 BALANCE 6/30/2016 Page 94 23,294,618 55,344,845 3,511,286 (7,987,026) 74,163,723 54,254,107 5,256,253 822,786 625,000 60,958,146 13,205,577 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 1,144,079 3,441,139 12,886,964 2,699,200 3,381,008 362,857 616,155 444,019 3,374,807 1,077,474 220,550 5,129,401 6,867,720 27,656,692 190,347 1,347,800 999,099 2,127,476 506,685 2,227,900 2,538,472 1,526,290 50,123 1,641,360 10,026,612 1,550,000 251,000 22,500 - (250,000) (13,000) (11,273,012) (420,527) (67,738) (2,357,989) - 7,664,840 20,322,471 29,270,644 4,439,547 4,308,281 1,612,956 2,675,893 950,704 3,244,718 3,615,946 1,548,790 270,673 6,822,523 5,297,553 5,392,109 305,214 1,044,136 2,042,287 442,544 10,200 3,422,250 1,048,790 270,673 434,390 13,204,247 7,550,000 3,758,780 3,644,977 12,500 372,500 2,459,016 - 553,941 2,482,500 257,443 - 100,000 100,000 10,000 45,000 70,000 10,000 500,000 - 7,356,913 19,155,741 15,424,609 3,758,780 3,960,191 1,359,079 2,112,287 825,044 2,469,216 3,422,250 1,548,790 270,673 307,927 1,166,730 13,846,035 680,767 348,090 253,877 563,606 125,660 775,502 193,696 - Debt Service Funds: G.O. Bond Fund Sec. Property Tax Special Assessment Bond 13,497,618 306,646 5,792,437 597,050 7,436,600 - (7,436,600) - 7,436,600 11,853,455 903,696 - - 7,436,600 600,850 - 7,436,600 600,850 11,853,455 302,846 256,627 25,309 - - 281,936 - - - - - 281,936 Capital Projects Funds: Non G.O. Bond Funded Proje G.O. Bonds (1,446,387) 1,528,491 7,896,442 29,320,630 2,280,000 4,710,000 - 8,730,055 35,559,121 - 7,757,972 31,940,644 - - 7,757,972 31,940,644 972,083 3,618,477 Enterprise Funds: Water /Wastewater/Reclaim Airport Solid Waste Sustainability & Env Mgmt Stormwater Utility Flagstaff Housing Authority 15,382,361 369,173 9,026,122 314,441 830,130 761,433 28,567,089 4,682,427 16,778,418 1,031,329 1,741,677 7,068,073 1,262,979 461,000 209,788 3,331,966 58,200 (1,317,438) (4,994,466) (229,678) (405,817) - 43,894,991 5,512,600 20,810,074 1,325,880 5,497,956 7,887,706 14,627,302 2,597,472 9,563,499 1,113,253 959,270 5,764,274 17,307,657 2,350,677 4,209,000 4,372,553 446,188 4,083,732 286,685 125,000 - 1,800,000 100,000 612,000 30,000 10,000 1,001,250 37,818,691 5,334,834 14,509,499 1,143,253 5,341,823 7,211,712 6,076,300 177,766 6,300,575 182,627 156,133 675,994 93,769,525 210,013,731 36,753,291 (36,753,291) 303,783,256 114,977,456 105,077,354 16,649,537 5,013,250 241,717,597 62,065,659 Permanent Funds: Perpetual Care City of Flagstaff TOTAL ALL FUNDS $ Schedule A-1: Total Resources and Appropriations Summary Annual Financial Plan 2016 CITY OF FLAGSTAFF SUMMARY SCHEDULE OF ESTIMATED REVENUES AND EXPENDITURES/EXPENSES FISCAL YEAR 2015-2016 Schedule B: Tax Levy CITY OF FLAGSTAFF EXPENDITURE LIMITATION AND TAX LEVY INFORMATION FISCAL YEAR 2015-2016 ESTIMATED FY 2014-2015 FY 2015-2016 Expenditure Limitation [Economic Estimates Commission] $ 140,651,422 $ 6,091,109 $ 5,627,083 5,728,437 11,355,520 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 2014-2015 Levy (2) Prior Years' Levies (3) Total Primary Property Taxes Collected $ B. Secondary Property Taxes: (1) FY 2014-2015 Levy (2) Total Secondary Property Taxes Collected 5,901,999 - 5,561,740 5,611,045 11,172,785 $ 5,435,325 100,000 5,535,325 5,611,045 5,611,045 C. Total Property Taxes Collected $ 11,146,370 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 0.8418 0.8366 1.6784 0.8234 0.8366 1.6600 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 2016 Page 95 City of Flagstaff Schedule C: Revenues OtherThan Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2015 AND 2016 (WITH ACTUALS FOR FISCAL YEAR 2014) ACTUAL REVENUES 2013-2014 SOURCE OF REVENUES BUDGETED REVENUES 2014-2015 ESTIMATED ACTUAL REVENUES 2014-2015 BUDGETED REVENUES 2015-2016 CHANGE (BDGT-BDGT) % CHANGE GENERAL FUND Local taxes City Sales Tax Franchise Tax $ 16,916,865 2,486,617 16,350,601 2,462,093 17,278,341 2,440,000 17,279,341 2,485,140 928,740 23,047 5.68% 0.94% Licenses and permits Business Licenses Building Permits Other Licenses and permits 29,495 1,444,064 389,852 33,000 1,141,075 218,930 30,000 1,300,000 254,600 30,000 1,324,050 260,930 (3,000) 182,975 42,000 -9.09% 16.04% 19.18% Intergovernmental revenues State Income Tax Sharing State Shared Sales Tax Vehicle License Tax Federal Grants State Grants Local Intergovernmental Agreements 7,342,048 5,733,507 2,591,413 996,342 812,601 849,088 7,920,000 5,760,175 2,548,750 1,596,446 1,853,381 860,000 8,033,971 5,850,000 2,600,000 1,317,446 953,381 860,000 7,928,250 5,958,225 2,648,100 1,410,608 2,574,479 1,124,000 8,250 198,050 99,350 (185,838) 721,098 264,000 0.10% 3.44% 3.90% -11.64% 38.91% 30.70% Charges for services General Government Parks & Recreation Public Safety Cemetery 538,945 1,539,358 626,926 118,485 255,300 1,646,730 957,100 135,000 255,300 1,646,730 957,100 135,000 342,300 1,762,730 961,766 149,350 87,000 116,000 4,666 14,350 34.08% 7.04% 0.49% 10.63% Fines and forfeits Interest on investments Miscellaneous revenues Total General Fund 1,007,801 198,515 2,879,009 46,500,931 1,154,462 216,000 1,717,552 46,826,595 1,054,462 218,145 1,670,495 46,854,971 1,141,160 221,050 2,116,283 49,717,762 (13,302) 5,050 398,731 2,891,167 -1.15% 2.34% 23.22% 6.17% LIBRARY FUND Intergovernmental revenues State Grants Library District Taxes Interest on investments Miscellaneous revenues Total Library Fund 46,346 3,951,377 28,243 104,202 4,130,168 79,000 5,501,560 37,624 53,474 5,671,658 79,000 3,437,196 26,188 63,000 3,605,384 188,625 4,882,490 37,812 20,474 5,129,401 109,625 (619,070) 188 (33,000) (542,257) 138.77% -11.25% 0.50% -61.71% -9.56% HIGHWAY USER REVENUE FUND Intergovernmental revenues Federal Grants Highway User Tax Interest on investments Miscellaneous revenues Total Highway User Revenue Fund 105,731 6,168,101 20,710 1,370,011 7,664,553 179,924 6,397,818 6,000 442,500 7,026,242 6,837,347 17,000 442,500 7,296,847 6,862,720 5,000 6,867,720 (179,924) 464,902 (1,000) (442,500) (158,522) -100.00% 7.27% -16.67% 100.00% -2.26% 11,769,839 84,843 81,828 11,936,510 11,459,192 53,000 2,000,000 13,512,192 14,410,730 56,000 2,941,000 17,407,730 17,585,692 71,000 17,656,692 6,126,500 18,000 (2,000,000) 4,144,500 53.46% 33.96% -100.00% 30.67% 129,419 6,640 151,211 6,350 183,597 6,750 136,059 157,561 190,347 SPECIAL REVENUE FUNDS TRANSPORTATION FUND Transportation Tax Interest on Investments Miscellaneous revenues Total Transportation Fund FUTS FUND Intergovernmental revenues State Grants Interest on investments Miscellaneous revenues Total Beautification Fund Annual Financial Plan 2016 7,715 (13,374) (5,659) Page 96 54,178 110 54,288 41.86% 1.66% 0.00% 39.90% City of Flagstaff Schedule C: Revenues OtherThan Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2015 AND 2016 (WITH ACTUALS FOR FISCAL YEAR 2014) SOURCE OF REVENUES BEAUTIFICATION FUND Intergovernmental revenues State Grants BBB Tax Interest on investments Miscellaneous Revenues Total Beautification Fund ACTUAL REVENUES 2013-2014 ESTIMATED ACTUAL REVENUES 2014-2015 BUDGETED REVENUES 2015-2016 CHANGE (BDGT-BDGT) % CHANGE 15,004 1,252,101 33,790 124 1,301,019 1,233,595 7,460 1,241,055 1,340,000 7,430 1,347,430 1,340,000 7,800 1,347,800 106,405 340 106,745 0.00% 8.63% 4.56% 0.00% 8.60% 54,647 594,805 15,251 40,020 704,723 35,000 585,958 6,933 97,531 725,422 35,000 636,500 6,933 40,531 718,964 200,000 636,500 7,257 155,342 999,099 165,000 50,542 324 57,811 273,677 471.43% 8.63% 4.67% 59.27% 37.73% 1,878,334 79,519 5,412 36,231 1,999,495 1,850,393 86,000 8,178 65,657 2,010,228 2,010,000 84,000 8,178 65,657 2,167,835 2,010,000 85,000 6,563 25,913 2,127,476 159,607 (1,000) (1,615) (39,744) 117,248 8.63% -1.16% -19.75% -60.53% 5.83% 469,584 2,520 472,104 462,598 4,524 467,122 502,500 4,494 506,994 502,500 4,185 506,685 39,902 (339) 39,563 8.63% -7.49% 8.47% RECREATION-BBB FUND BBB Tax Interest on investments Total Recreation-BBB Fund 2,064,864 14,569 2,079,433 2,035,432 15,300 2,050,732 2,211,000 16,400 2,227,400 2,211,000 16,900 2,227,900 175,568 1,600 177,168 8.63% 10.46% 8.64% HOUSING AND COMMUNITY SVCS FUND Intergovernmental revenues Federal Grants State Grants Interest on investments Miscellaneous revenues Total Housing and Community Svcs Fund 525,480 104,991 7,544 394,669 1,032,684 1,192,034 803,168 1,995,202 679,293 250,000 8,386 126,749 1,064,428 1,535,300 1,003,168 4 2,538,472 343,266 200,000 4 543,270 28.80% 24.90% 0.00% 0.00% 27.23% 397,201 5,820 403,021 897,579 255,000 1,152,579 412,207 5,000 417,207 966,290 560,000 1,526,290 68,711 305,000 373,711 7.66% 119.61% 32.42% 2,201 2,201 220,000 550 220,550 50,123 50,123 31,718,051 35,990,692 37,138,330 41,168,005 5,177,313 14.39% 77,285 77,285 61,800 61,800 80,800 80,800 64,000 64,000 2,200 2,200 3.56% 3.56% ECONOMIC DEVELOPMENT FUND Intergovernmental revenues State Grants BBB Tax Interest on investments Miscellaneous revenues Total Economic Development Fund TOURISM FUND BBB Tax Retail Sales Interest on investments Miscellaneous revenues Total Tourism Fund ARTS AND SCIENCE FUND BBB Tax Interest on investments Total Arts and Science Fund 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 Miscellaneous revenues Total EDA Revolving Loan Fund TOTAL SPECIAL REVENUE FUNDS $ BUDGETED REVENUES 2014-2015 - (2,201) 50,123 47,922 0.00% -100.00% 0.00% 2177.28% DEBT SERVICE FUNDS SECONDARY PROPERTY TAX FUND Interest on investments Total Secondary Property Tax Fund Annual Financial Plan 2016 Page 97 City of Flagstaff Schedule C: Revenues OtherThan Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2015 AND 2016 (WITH ACTUALS FOR FISCAL YEAR 2014) SOURCE OF REVENUES SPECIAL ASSESSMENT BONDS Special Assessments Interest on investments Total Special Assessment Bonds ACTUAL REVENUES 2013-2014 ESTIMATED ACTUAL REVENUES 2014-2015 BUDGETED REVENUES 2015-2016 CHANGE (BDGT-BDGT) % CHANGE 782,214 1,908 784,122 735,250 1,830 737,080 2,022,203 1,900 2,024,103 595,250 1,800 597,050 (140,000) (30) (140,030) -19.04% -1.64% -19.00% 861,407 798,880 2,104,903 661,050 (137,830) -17.25% 6,000,000 14,661 91,106 6,105,767 1,880 9,620,000 9,621,880 6,140 6,140 630 9,620,000 9,620,630 (1,250) (1,250) 0.00% -66.49% 0.00% -0.01% 231,475 231,475 4,394,303 635,866 5,030,169 4,394,303 630,000 5,024,303 454,197 454,197 (3,940,106) (635,866) (4,575,972) -89.66% -100.00% 6,337,242 14,652,049 5,030,443 10,074,827 (4,577,222) -31.24% PERPETUAL CARE FUND Contributions Interest on investments Total Perpetual Care Fund 18,700 1,669 20,369 22,746 2,087 24,833 15,580 1,682 17,262 23,201 2,108 25,309 455 21 476 2.00% 1.01% 1.92% TOTAL PERMANENT FUNDS 20,369 24,833 17,262 25,309 476 1.92% 228,679 14,455,312 9,826,213 136,384 133,501 24,780,089 60,000 370,000 16,693,691 10,885,934 116,150 28,125,775 60,000 332,408 15,173,992 9,849,952 144,000 283,933 25,844,285 288,394 16,006,620 11,360,639 151,440 200,000 28,007,093 (60,000) (81,606) (687,071) 474,705 35,290 200,000 (118,682) -100.00% -22.06% -4.12% 4.36% 30.38% 0.00% -0.42% 2,570,524 261,838 1,734,537 5,142 221,261 4,793,302 7,256,464 263,210 1,656,120 2,010 239,410 9,417,214 1,865,768 91,587 1,662,795 1,613 183,806 3,805,569 2,850,910 89,825 1,669,974 3,692 68,026 4,682,427 (4,405,554) (173,385) 13,854 1,682 (171,384) (4,734,787) -60.71% -65.87% 0.84% 83.68% -71.59% -50.28% 11,523,489 58,144 69,240 11,650,873 11,788,712 66,500 11,855,212 11,451,904 66,500 11,518,404 11,760,588 67,830 11,828,418 (28,124) 1,330 (26,794) 0.00% -0.24% 2.00% 0.00% -0.23% TOTAL DEBT SERVICE FUNDS $ BUDGETED REVENUES 2014-2015 CAPITAL PROJECTS FUNDS G.O. BONDS PROJECTS Intergovernmental revenues Federal Grants Interest on investments Miscellaneous Revenue Total G.O. Bonds Projects NON G.O. BONDS PROJECTS Intergovernmental revenues Grant Revenues Miscellaneous Revenue Total Municipal Facilities Corp TOTAL CAPITAL PROJECTS FUNDS PERMANENT FUNDS ENTERPRISE FUNDS WATER, WASTEWATER, RECLAIMED WATER 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 2016 Page 98 City of Flagstaff Schedule C: Revenues OtherThan Property Taxes CITY OF FLAGSTAFF SUMMARY BY FUND OF REVENUES OTHER THAN PROPERTY TAXES FISCAL YEARS 2015 AND 2016 (WITH ACTUALS FOR FISCAL YEAR 2014) 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 2013-2014 BUDGETED REVENUES 2014-2015 ESTIMATED ACTUAL REVENUES 2014-2015 BUDGETED REVENUES 2015-2016 CHANGE (BDGT-BDGT) % CHANGE 1,028,222 588 51,898 1,080,708 1,002,819 50,140 1,052,959 1,011,819 1,850 50,140 1,063,809 1,029,029 1,800 500 1,031,329 26,210 1,800 (49,640) (21,630) 0.00% 2.61% 0.00% -99.00% -2.05% STORMWATER UTILITY Intergovernmental revenues Federal Grants Stormwater Utility Revenues Interest on investments Miscellaneous revenues Total Stormwater Utility Fund 1,465,523 6,013 641 1,472,177 200,000 1,507,789 1,424 1,709,213 1,470,418 2,808 749 1,473,975 225,000 1,515,588 1,089 1,741,677 25,000 7,799 (335) 32,464 12.50% 0.52% -23.53% 0.00% 1.90% FLAGSTAFF HOUSING AUTHORITY FUNDS Intergovernmental revenues Federal Grants Rents and Other Tenant Income Miscellaneous revenues Total Stormwater Utility Fund 4,303,668 993,909 433,018 5,730,595 5,332,047 956,633 523,650 6,812,330 4,682,120 968,732 416,753 6,067,605 5,636,039 996,000 436,034 7,068,073 303,992 39,367 (87,616) 255,743 5.70% 4.12% -16.73% 3.75% 49,507,744 58,972,703 49,773,647 54,359,017 (4,613,686) -7.82% $ 134,945,744 157,265,752 140,919,556 156,005,970 (1,259,782) -0.80% TOTAL ENTERPRISE FUNDS TOTAL REVENUES Annual Financial Plan 2016 Page 99 City of Flagstaff Schedule C-1: Schedule of Grant Revenues CITY OF FLAGSTAFF SCHEDULE OF GRANT REVENUES FISCAL YEAR 2015-2016 PROJECT NAME GENERAL FUND 2302 Police ACJC - Metro (Northern Az Street Crimes Task Force) 2310 Police COPS Hiring 2011 2312 Police RICO Funds for Metro 2316 Police TSA - Law Enforcement Officer 6069 Police GOHS - DUI Enforcement 6071 Police FUSD - Resource Officer 2339 Police RICO - Overtime 2341 Police DOJ - Bullet Proof Vest Program 6085 Police PSN Gang Prev/Educ 221 Police US Marshall OT 6091 Police AZ Homeland Security Grant 2365 Police ACJC - Statewide Gang Task Force 6092 Police Internet Crimes Against Children 6100 Police GOHS Click It or Ticket 6101 Police DOJ - Ed Bryne Memorial JAG - Overtime 6088 Police NPS Dispatch Services 224 Police USFS Dispatch Services 6096 Police AZ Homeland Security Grant 6161 Police NA Gang Taskforce- FBI 6163/6164 Police Rico Equipment BUDGETED REVENUES 2014-15 BUDGETED REVENUES 2015-2016 CITY MATCH 2015-2016 BUDGETED GRANT REIMB % FUNDING 339,964 339,964 240,284 - 100% F/S 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 - 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 - 64,490 88,900 175,500 50,000 8,250 10,000 102,000 165,879 4,500 5,000 70,000 5,000 40,000 208,400 20,877 8,250 32,918 - 100% 100% 76% 100% 100% 100% 50% 100% 100% 100% 75% 100% 100% 100% 100% 100% 100% 100% 100% F F/L F S F/L L F F F F/S S F/S F/S F F F F/S S F/L AZ Homeland Security GOHS Grant Assistance to Firefighters Naval Observatory Hazardous Fuels Grant Camp Navajo Cooperative-Western Bark Beetle Initiative Wildland Fire Hazardous Fuels 40,000 25,000 279,000 10,000 100,000 - 40,000 25,000 10,000 100,000 - 40,000 25,000 265,174 20,000 216,000 100,000 100% 100% 100% 100% 50% 100% 50% 90% F/S S F F S F F/S F/S 6505 Court 6506 Court 6501 Court Court 6502 Court 6504 Court 6506 Court 6501 Court 6502 Court Court Court Court Court Warrant Fees TCPF/State JCEF - Court Training Officer TCPF/Local JCEF - Court Training Officer Court Improvement Fees 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 65,360 25,000 13,930 200,000 20,000 23,950 34,000 27,870 32,500 700,000 36,000 114,000 65,360 25,000 13,930 20,000 23,950 34,000 27,870 32,500 36,000 114,000 65,360 25,000 23,030 860,000 20,000 23,950 34,000 27,870 32,500 900,000 30,000 39,000 216,000 10,000 - 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% L S L L L L L L L L L L 6143 EconVit EPA Brownfields Assessment SUBTOTAL-GENERAL FUND 281,500 3,449,827 281,500 2,270,827 3,985,087 288,045 100% F 79,000 79,000 79,000 79,000 188,625 188,625 - 100% S 179,924 179,924 - - 94% F/S 52% F 100% L 6043 6044 4405 4407 6048 6039 6171 6190 Fire Fire Fire Fire Fire Fire Fire Fire Library Library/Various Grants SUBTOTAL HURF Beulah Blvd Extension-FMPO Funds SUBTOTAL $ ESTIMATED REVENUES 2014-2015 2439 Capital EDA - Innovation Mesa Business Accelerator 3,294,303 3,294,303 2439 Capital NAU - Innovation Mesa Business Accelerator 1,100,000 1,100,000 4,394,303 4,394,303 SUBTOTAL 7577 FUTS 7503 FUTS 7578 FUTS ADOT - Walnut/Florence Underpass (Round 11) AZ State Parks - FUTS Signage Program ADOT - TE 4th St - Huntington to Butler (Round 18) SUBTOTAL Annual Financial Plan 2016 - - 454,197 - 218,015 - 454,197 - 107,031 6,036 94% F/S 100% 94% F/S F/S 4,000 125,419 151,211 - 76,566 - - 129,419 151,211 183,597 6,036 Page 100 City of Flagstaff Schedule C-1: Schedule of Grant Revenues CITY OF FLAGSTAFF SCHEDULE OF GRANT REVENUES FISCAL YEAR 2015-2016 BUDGETED REVENUES 2014-15 $ 48,197 39,348 489,020 615,469 330,000 ESTIMATED REVENUES 2014-2015 48,197 39,348 238,514 353,234 - BUDGETED REVENUES 2015-2016 116,289 239,907 829,104 - 473,168 250,000 1,995,202 ADOT - PL Funds FMPO 2015 ADOT - PL Funds FMPO 2016 ADOT - FTA 21 Funds FMPO 2014 ADOT - FTA 22 Funds FMPO 2015 ADOT - FTA 5304 Funds FMPO 2014 ADOT - SPR Funds FMPO 2014 ADOT - SPR Funds FMPO 2015 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 FHWA - STP Operations and Maintenance SUBTOTAL 5770 Util Util Util Util AWPF - Picture Canyon Innovation Mesa NAZ Water Supply Feasibility Smart Meter Grant SUBTOTAL 6153 STORM FEMA SUBTOTAL 200,000 200,000 3728 3728 3729 3729 Airport Airport Airport Airport 3776 3776 37XX 37XX 37XX Airport Airport Airport Airport Airport 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 FAA - AIP XX Mill & Overlay Runway 3/21Design ADOT Match - AIP XX Mill & Overlay Runway 3/21-Design FAA-AIP37 Master Plan Update with Aeronautical Survey ADOT Match- AIP37 Master Plan Update with Aeronautical Survey DOT-Small Community Air Service Development Program SUBTOTAL PROJECT NAME 3105 3105 3105 3105 3105 3139 Housing Housing Housing Housing Housing Housing 3141 Housing Housing 14XX 14XX 1408 1408 1408 1404 1404 1404 MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO MPO 37XX Airport 37XX Airport 37XX Airport 3842 Airport 7827 Econ Vit Econ Vit 023-7701 Econ Vit FHA FHA HUD - 11/12 CDBG Entitlement HUD - 12/13 CDBG Entitlement HUD - 13/14 CDBG Entitlement HUD - 14/15 CDBG Entitlement HUD - 15/16 CDBG Entitlement ADOH - FY 12 Owner Occupied Housing Emergency Repairs ADOH - FY 13 Owner Occupied Housing Rehab Subrecipient w/ Coconino County (ADOH) SUBTOTAL Funding: FUNDING F F F F - 100% F/S 1,003,168 - 100% F/S 929,293 350,000 2,538,468 - 100% F/S 105,032 36,290 300,000 61,554 118,625 11,078 95,000 53,000 100,000 17,000 105,031 36,290 - - 94% 100% 94% 100% 80% 80% 80% 100% 94% 94% 94% 94% 94% F/S F/S F/S F/S F/S F/S 897,579 412,207 100,000 36,290 300,000 125,000 50,000 40,000 100,000 215,000 966,290 260,000 222,408 110,000 60,000 430,000 110,000 60,000 392,408 61,555 123,253 11,078 45,000 13,000 17,000 - 1,282,500 33,750 270,000 13,254 1,683,114 93,506 3,187,100 156,450 - 80,266 3,940 1,785,502 87,647 - - AZ Dept of Commerce - REDG Grant Joy Cone AZ Dept of Commerce - REDG Grant Future Grant EDA Revolving Loan SUBTOTAL Low Income Public Housing Section 8/MRO SRO SUBTOTAL $ TOTAL BUDGETED GRANT REIMB % 100% 100% 100% 100% CITY MATCH 2015-2016 - 3,000 2,400 6,000 - F/S F/S F/S F/S 11,400 37,592 250,802 288,394 - 100% S - 59% 100% F F 225,000 225,000 - 33% F 1,000,000 50,000 187,500 10,418 170,000 10,418 - 91% 5% 91% 5% F S F S 293,500 14,408 91% 91% 91% 5% 5% F S F S F 14,407 - - - 570,000 15,000 - - 15,000 - 800,000 90 799,910 7,519,674 1,957,445 2,940,735 35,000 35,000 - - S 5% F S 100% F - 100% S 200,000 - 100% F/S - 209,826 35,000 220,000 255,000 200,000 - 100% F/S 982,830 4,349,217 5,332,047 1,232,903 3,449,217 4,682,120 1,089,356 4,546,683 5,636,039 - 100% 100% F F 24,641,975 15,523,814 17,606,432 515,307 L=Local, N/P=Non-Profit, S=State, F=Federal, F/S=Federal thru State, F&S=Federal and State Annual Financial Plan 2016 Page 101 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 2015-2016 FUND GENERAL FUND PROCEEDS FROM OTHER FINANCING SOURCES $ SPECIAL REVENUE FUNDS Library Fund Highway User Revenue Fund Transportation Fund FUTS Fund Beautification Fund Economic Development Tourism Fund Recreation-BBB Fund Housing & Community Services MPO Total Special Revenue Funds - 10,000,000 10,000,000 DEBT SERVICE FUNDS Secondary Property Tax Fund G.O. Bond Fund Total Debt Service Funds - CAPITAL PROJECTS FUNDS G.O. Bond Funded Projects Non G.O. Bond Funded Projects Total Capital Projects Funds Annual Financial Plan 2016 $ 3,511,286 7,987,026 1,641,360 10,026,612 1,550,000 251,000 22,500 13,491,472 250,000 13,000 11,273,012 420,527 67,738 2,357,989 14,382,266 7,436,600 7,436,600 7,436,600 7,436,600 19,700,000 7,442,245 27,142,245 4,710,000 2,280,000 6,990,000 559,996 4,950,000 5,509,996 1,262,979 3,331,966 461,000 209,788 58,200 5,323,933 1,317,438 405,817 4,994,466 229,678 6,947,399 42,652,241 36,753,291 36,753,291 ENTERPRISE FUNDS Water , Wastewater, & Reclaimed Water Fund Stormwater Utility Airport Fund Solid Waste Fund Sustainability and Environmental Mgmt Flagstaff Housing Authority Total Enterprise Funds TOTAL ALL FUNDS INTERFUND TRANSFERS IN OUT Page 102 - City of Flagstaff Schedule D-1: Schedule of Transfers Descriptions SCHEDULE OF TRANSFERS FISCAL YEAR 2015‐2016 TRANSFER TO: TRANSFER FROM: AMOUNT General Fund General Fund General Fund Library Fund Highway User Fund Beautification Fund $ General Fund General Fund General Fund General Fund General Fund COMMENTS 250,000 13,000 358,326 Parking lot project Right of way maintenance Streetscape maintenance on projects previously constructed by BBB funds that are now maintained by the Parks division Beautification Fund Beautification Fund Tourism Fund Tourism Fund Recreation‐BBB Fund 57,000 5,201 6,238 25,000 217,440 General Fund Recreation‐BBB Fund 1,322,549 Right of way and median maintenance Contribution towards citywide publication Contribution towards citywide publication Support event costs impacting the Recreation program Contribution to the maintenance of FUTS which is a Parks responsibility Increased maintenance in Parks budget related to additional field maintenance associated with Recreation Bond projects General Fund General Fund General Fund General Fund Recreation‐BBB Fund Water and Wastewater Fund Water and Wastewater Fund Stormwater Fund General Fund General Fund Solid Waste Fund Solid Waste Fund General Fund Sustainability and Environmental Management Fund 209,953 General Fund Sustainability and Environmental Management Fund 19,725 Total Library Fund Library Fund Highway User Revenue Fund Highway User Revenue Fund Highway User Revenue Fund Highway User Revenue Fund General Fund Tourism Total Stormwater Fund Solid Waste Fund Flagstaff Metro Planning Organization Fund Secondary Property Tax Fund Total G.O. Bond Funded Projects Non G.O. Bond Funded Projects Solid Waste Fund General Fund Total Annual Financial Plan 2016 Funding of the Greater Flagstaff Forest Partnership contract Library Operational and Capital Library Operational Support $ 1,641,360 7,793,218 1,907,294 309,100 17,000 $ 10,026,612 550,000 1,000,000 Transporation funded Street Improvement Projects Transporation funded Safety Improvement Projects Drainage maintenance Fee holiday related to HURF accounts Fund FUTS projects Construction of Walnut-Florence Underpass $ 1,550,000 $ Transportation Fund Total G.O. Bond Fund 1,604,860 36,500 General Fund Total Operation of Recreation programs Funding of a Meter Technician position Pay share of new management software Represents one FTE position for a Project Manager in Community Development Contribution towards citywide publication Fee holiday for operating expenses for the general fund internal accounts Code compliance $ 3,511,286 Transportation Fund Transportation Fund Total Economic Development Fund 4,678 53,000 Transportation Fund Transportation Fund Total FUTS Fund FUTS Fund 818,000 44,900 15,000 91,276 251,000 251,000 22,500 $ Incubator debt service Non-grant reimbursable costs 22,500 7,436,600 $ 7,436,600 Repayment of G.O. bonds 4,710,000 2,280,000 $ 6,990,000 Construct public works facility Construct Court facility Page 103 City of Flagstaff Schedule D-1: Schedule of Transfers Descriptions SCHEDULE OF TRANSFERS FISCAL YEAR 2015‐2016 TRANSFER TO: Water Fund Water Fund Water Fund TRANSFER FROM: Stormwater Fund Wastewater Fund Reclaimed Water Fund Total Stormwater Fund General Fund Total Flagstaff Housing Authority Fund Flagstaff Housing Authority Fund Regulatory compliance services Wastewater's share of operational support Reclaimed Water's share of operational support 3,331,966 $ 3,331,966 Rio de Flag project $ 8,200 50,000 58,200 Operational support Capital support $ 421,000 40,000 461,000 General Fund General Fund Total COMMENTS 5,441 1,201,476 56,062 $ 1,262,979 General Fund General Fund Total Airport Airport AMOUNT Compensation increases Support for the Section 8 program Sustainability and Environmental Management Fund Solid Waste Fund 183,602 HPC program Sustainability and Environmental Management Fund Solid Waste Fund 26,186 Program costs Annual Financial Plan 2016 Total $ Total Transfer $ 36,753,291 209,788 Page 104 City of Flagstaff Schedule E: Appropriations By Fund CITY OF FLAGSTAFF SUMMARY BY DIVISION OF EXPENDITURES/EXPENSES WITHIN EACH FUND COMPARISON OF FISCAL YEAR 2015 AND 2016 (WITH ACTUAL FOR FISCAL YEAR 2014) FUND/DIVISION GENERAL FUND General Administration Community Development Management Services Fire Police Public Works Economic Vitality Non-departmental Contingency Total General Fund ACTUAL EXPENDITURES/ EXPENSES 2013-2014 $ ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2014-2015 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2014-2015 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2015-2016 CHANGE (BDGT-BDGT) % CHANGE 8,003,390 4,126,187 3,185,950 9,499,943 17,091,853 8,308,989 226,897 (1,070,830) 67,643 49,440,022 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 8,859,100 4,288,889 3,356,893 10,410,696 18,333,086 8,659,930 464,303 (2,468,269) 51,904,628 9,914,497 4,294,597 3,633,521 12,083,375 20,237,676 12,049,297 174,071 (2,053,888) 625,000 60,958,146 798,816 (55,792) 275,628 1,342,679 1,859,590 704,557 (290,232) (243,399) (850,000) 3,541,847 8.8% (1.3%) 8.2% 12.5% 10.1% 6.2% (62.5%) 13.4% (57.6%) 6.2% 148,678 4,803,570 81,044 14,800 89,293 5,137,385 176,085 7,182,596 68,965 14,909 77,765 100,000 7,620,320 176,085 4,706,204 68,965 14,909 77,765 5,043,928 191,757 6,879,938 94,591 17,485 73,142 100,000 7,356,913 15,672 (302,658) 25,626 2,576 (4,623) (263,407) 8.9% (4.2%) 37.2% 17.3% (5.9%) 0.0% (3.5%) 109,645 2,981,067 66,108 7,669,163 13,892 88,851 10,928,726 151,660 7,929,401 91,171 10,639,677 14,496 116,557 100,000 19,042,962 151,660 1,940,170 91,171 9,427,957 14,496 116,557 11,742,011 155,859 9,565,074 96,769 9,097,549 13,729 126,761 100,000 19,155,741 4,199 1,635,673 5,598 (1,542,128) (767) 10,204 112,779 2.8% 20.6% 6.1% (14.5%) (5.3%) 8.8% 0.0% 0.6% 41,592 251,419 5,455 6,652,941 6,951,407 39,239 265,318 12,822 2,952 5,738,735 2,000,000 8,059,066 39,239 265,318 3,562,822 2,952 6,009,830 9,880,161 40,595 1,525,600 302,624 6,110,000 1,643 7,444,147 15,424,609 1,356 1,525,600 37,306 6,097,178 (1,309) 1,705,412 (2,000,000) 7,365,543 3.5% 0.0% 14.1% 47,552.5% (44.3%) 29.7% (100.0%) 91.4% 344,773 344,773 2,871,134 2,871,134 548,710 548,710 3,758,780 3,758,780 887,646 887,646 30.9% 30.9% 464,966 120 465,086 3,168,036 10,000 3,178,036 856,554 856,554 3,950,191 10,000 3,960,191 782,155 782,155 24.7% 0.0% 24.6% 843,661 (543) 843,118 985,206 170,070 1,155,276 1,040,856 1,040,856 1,314,079 45,000 1,359,079 328,873 (125,070) 203,803 33.4% (73.5%) 17.6% 1,942,800 50,000 1,992,800 1,921,800 1,921,800 2,042,287 70,000 2,112,287 99,487 20,000 119,487 5.1% 40.0% 6.0% SPECIAL REVENUE FUNDS LIBRARY FUND General Administration Management Services Public Works Economic Vitality Non-departmental Contingency HIGHWAY USER REVENUE FUND General Administration Community Development Management Services Public Works Economic Vitality Non-departmental Contingency TRANSPORTATION FUND General Administration Community Development Management Services Public Works Economic Vitality Non-departmental Contingency FUTS FUND Community Development BEAUTIFICATION FUND Economic Vitality Reserve/Contingency ECONOMIC DEVELOPMENT FUND Economic Vitality Reserve/Contingency TOURISM FUND Economic Vitality Reserve/Contingency Annual Financial Plan 2016 1,999,754 680 2,000,434 Page 105 City of Flagstaff Schedule E: Appropriations By Fund CITY OF FLAGSTAFF SUMMARY BY DIVISION OF EXPENDITURES/EXPENSES WITHIN EACH FUND COMPARISON OF FISCAL YEAR 2015 AND 2016 (WITH ACTUAL FOR FISCAL YEAR 2014) FUND/DIVISION ARTS AND SCIENCE FUND Economic Vitality Reserve/Contingency ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2014-2015 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2014-2015 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2015-2016 425,394 425,394 621,023 10,000 631,023 515,123 515,123 815,044 10,000 825,044 26,576 2,664,460 315,444 854,884 37,412 892,296 2,783,066 39,966 2,823,032 376,222 24,827 401,049 ACTUAL EXPENDITURES/ EXPENSES 2013-2014 % CHANGE 194,021 194,021 31.2% 0.0% 30.7% 2,469,216 (195,244) (7.3%) 999,527 26,209 1,025,736 3,332,845 89,405 3,422,250 549,779 49,439 599,218 19.8% 123.7% 21.2% 903,425 21,654 250,000 1,175,079 463,425 21,654 485,079 995,618 53,172 500,000 1,548,790 92,193 31,518 250,000 373,711 10.2% 145.6% 100.0% 31.8% 28,416,244 220,000 51,433,188 33,375,402 270,673 61,663,573 50,673 10,230,385 23.0% 19.9% 722,784 7,496,194 6,016,461 7,436,600 (59,594) (0.8%) 593,000 1,315,784 740,850 8,237,044 2,143,228 8,159,689 600,850 8,037,450 (140,000) (199,594) (18.9%) (2.4%) G.O. BONDS FUNDED PROJECTS FUND Non-departmental 17,140,982 32,724,917 3,090,783 31,940,644 (784,273) (2.4%) NON G.O. BOND FUNDED PROJECTS FUND Non-departmental Total Capital Projects Funds 449,202 17,590,184 14,478,509 47,203,426 7,127,516 10,218,299 7,757,972 39,698,616 (6,720,537) (7,504,810) (46.4%) (15.9%) WATER, WASTEWATER & RECLAIMED WATER FUND General Administration 621,261 Management Services 857,869 Public Works 48,039 Economic Vitality 44,347 Utilities 22,470,235 Non-departmental 270,184 Contingency 171,395 24,483,330 644,370 967,305 36,925 49,629 33,474,920 370,377 1,800,000 37,343,526 644,370 967,305 36,925 49,629 23,997,342 370,377 26,065,948 614,863 1,063,323 43,679 43,177 33,899,047 354,602 1,800,000 37,818,691 (29,507) 96,018 6,754 (6,452) 424,127 (15,775) 475,165 (4.6%) 9.9% 18.3% (13.0%) 1.3% (4.3%) 0.0% 1.3% 55,329 81,024 52,146 9,513,448 44,964 500,000 10,246,911 55,329 81,024 52,146 3,430,059 44,964 3,663,522 55,959 86,555 90,405 4,940,360 61,555 100,000 5,334,834 630 5,531 38,259 (4,573,088) 16,591 (400,000) (4,912,077) 1.1% 6.8% 73.4% (48.1%) 36.9% (80.0%) (47.9%) 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 $ CHANGE (BDGT-BDGT) DEBT SERVICE FUNDS GENERAL OBLIGATION BONDS FUND Non-departmental SPECIAL ASSESSMENT BONDS FUND Non-departmental Total Debt Service Funds CAPITAL PROJECT FUNDS ENTERPRISE FUNDS AIRPORT FUND General Administration Management Services Public Works Economic Vitality Non-departmental Contingency Annual Financial Plan 2016 61,759 94,151 105,195 4,681,268 59,662 (20,000) 4,982,035 Page 106 City of Flagstaff Schedule E: Appropriations By Fund CITY OF FLAGSTAFF SUMMARY BY DIVISION OF EXPENDITURES/EXPENSES WITHIN EACH FUND COMPARISON OF FISCAL YEAR 2015 AND 2016 (WITH ACTUAL FOR FISCAL YEAR 2014) 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 2016 ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2014-2015 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2014-2015 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2015-2016 425,155 323,645 8,218,942 44,291 282,110 26,857 9,321,000 358,624 349,621 11,327,142 35,471 272,975 612,000 12,955,833 358,624 349,621 8,938,142 35,471 272,975 9,954,833 322,088 334,415 13,015,777 29,313 195,906 612,000 14,509,499 18,020 21,367 790,326 4,628 18,560 852,901 41,635 19,186 944,622 1,735 10,905 30,000 1,048,083 41,635 19,186 895,984 1,735 10,905 969,445 65,389 37,380 992,374 2,876 15,234 30,000 1,143,253 23,754 18,194 47,752 1,141 4,329 95,170 57.1% 94.8% 5.1% 65.8% 39.7% 0.0% 9.1% 37,905 53,860 9,626 2,035 1,751,086 14,022 7,033 1,875,567 38,614 42,471 11,663 2,183 5,132,723 18,312 10,000 5,255,966 38,614 42,471 11,663 2,183 1,135,453 18,312 1,248,696 39,650 44,800 4,613 3,101 5,224,050 15,609 10,000 5,341,823 1,036 2,329 (7,050) 918 91,327 (2,703) 85,857 2.7% 5.5% (60.4%) 42.1% 1.8% (14.8%) 0.0% 1.6% 6,134,741 6,134,741 6,042,876 1,001,250 7,044,126 5,883,047 5,883,047 6,210,462 1,001,250 7,211,712 47,649,574 73,894,445 47,785,491 71,359,812 (2,534,633) (3.4%) 144,411,808 238,184,402 151,443,509 241,717,597 3,533,195 1.5% ACTUAL EXPENDITURES/ EXPENSES 2013-2014 $ Page 107 CHANGE (BDGT-BDGT) (36,536) (15,206) 1,688,635 (6,158) (77,069) 1,553,666 167,586 167,586 % CHANGE (10.2%) (4.3%) 14.9% (17.4%) (28.2%) 0.0% 12.0% 2.8% 0.0% City of Flagstaff Schedule E-1: Budget by Division and Sections CITY OF FLAGSTAFF BUDGET BY DIVISION AND SECTIONS COMPARISON OF FISCAL YEAR 2015 AND 2016 (WITH ACTUAL FOR FISCAL YEAR 2014) ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2014-2015 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2014-2015 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2015-2016 CHANGE (BDGT-BDGT) 1,449,607 2,711,070 1,411,275 553,113 180,402 1,697,923 8,003,390 1,712,039 2,769,094 1,507,056 744,087 185,740 2,197,665 9,115,681 1,699,225 2,769,094 1,507,056 694,980 185,740 2,003,005 8,859,100 1,577,888 2,817,808 1,592,721 781,511 204,470 2,940,099 9,914,497 (134,151) 48,714 85,665 37,424 18,730 742,434 798,816 (7.8%) 1.8% 5.7% 5.0% 10.1% 33.8% 8.8% 301,068 2,321,063 (141,188) 1,436,923 208,321 165,071 104,991 584,822 2,430,828 344,773 376,222 6,134,741 14,267,635 312,921 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 24,488,290 312,921 2,288,121 (148,837) 1,586,977 249,707 96,443 250,000 653,084 1,548,169 548,710 463,425 5,883,047 13,731,767 316,505 2,299,719 (112,697) 1,542,404 248,666 883,782 1,353,168 1,095,895 9,151,127 1,525,600 3,758,780 995,618 6,210,462 29,269,029 3,584 98 36,140 (44,573) (51,041) (90,432) 550,001 90,210 1,613,727 1,525,600 887,646 92,193 167,586 4,780,739 1.1% 0.0% (24.3%) (2.8%) (17.0%) (9.3%) 68.5% 9.0% 21.4% 30.9% 10.2% 2.8% 19.5% 788,912 970,643 1,426,395 3,054,095 541,357 1,091,726 7,873,128 817,897 1,019,195 1,520,801 3,842,256 586,198 2,634,737 10,421,084 816,897 1,019,195 1,520,801 3,432,866 586,198 567,735 7,943,692 264,068 532,337 1,224,318 1,612,798 4,075,245 624,406 2,087,084 10,420,256 264,068 (285,560) 205,123 91,997 232,989 38,208 (547,653) (828) (34.9%) 20.1% 6.0% 6.1% 6.5% (20.8%) (0.0%) TOTAL 9,463,315 36,628 9,499,943 10,155,696 585,000 10,740,696 10,135,696 275,000 10,410,696 11,226,908 856,467 12,083,375 1,071,212 271,467 1,342,679 10.5% 46.4% 12.5% TOTAL 15,429,525 1,662,328 17,091,853 16,849,790 1,528,296 18,378,086 16,804,790 1,528,296 18,333,086 18,710,702 1,526,974 20,237,676 1,860,912 (1,322) 1,859,590 11.0% (0.1%) 10.1% 51,616 1,026,636 2,815,765 (26,573) 215,712 982,364 3,243,469 3,543,329 3,409,552 545,830 2,194,464 5,800,506 776,536 26,576 24,605,782 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 24,430 1,062,682 3,028,844 (17,580) 211,129 1,161,577 3,188,848 5,663,705 3,071,062 3,550,000 552,753 2,561,538 6,205,249 885,443 315,444 31,465,124 125,977 1,157,645 3,371,232 2,160,759 225,629 1,697,385 3,310,670 5,003,031 3,378,120 6,110,000 553,941 4,743,701 7,941,805 42,000 125,000 975,463 2,469,216 43,391,574 101,547 47,906 140,496 445,616 14,500 (66,430) 20,922 (818,674) (746,662) 6,110,000 1,188 590,163 1,231,556 (125,000) 41,382 (195,244) 6,793,266 415.7% 4.3% 4.3% 26.0% 6.9% (3.8%) 0.6% (14.1%) (18.1%) 0.2% 14.2% 18.4% (50.0%) 4.4% (7.3%) 18.6% DIVISION/SECTION GENERAL ADMINISTRATION City Manager Division Flagstaff Municipal Court Division City Attorney Division Human Resources Division Risk Management Division Information Technology Division TOTAL COMMUNITY DEVELOPMENT Community Development Admin. Planning & Development Services Capital Improvement Engineering Housing Community Housing Services Community Housing Grants CDBG Grant Transportation CIP Road Repair Construction Flag Urban Trails System Metro Planning Organization Flagstaff Housing Authority TOTAL MANAGEMENT SERVICES Management Services Admin. Purchasing 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 Road Repair Pavement Preservation 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 2016 ACTUAL EXPENDITURES/ EXPENSES 2013-2014 $ Page 108 % CHANGE City of Flagstaff Schedule E-1: Budget by Division and Sections CITY OF FLAGSTAFF BUDGET BY DIVISION AND SECTIONS COMPARISON OF FISCAL YEAR 2015 AND 2016 (WITH ACTUAL FOR FISCAL YEAR 2014) ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2014-2015 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES 2014-2015 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2015-2016 CHANGE (BDGT-BDGT) 226,897 4,389,827 286,685 425,394 146,034 318,932 594,956 248,705 1,632,342 367,412 8,637,184 464,303 9,223,819 286,685 621,023 141,823 3,026,213 648,288 336,918 220,000 1,561,816 380,984 16,911,872 464,303 3,140,430 286,685 515,123 141,823 714,731 703,938 336,918 1,555,816 365,984 8,225,751 174,071 4,649,251 286,685 815,044 182,714 3,767,477 1,056,636 257,443 270,673 1,651,526 390,761 13,502,281 (290,232) (4,574,568) 194,021 40,891 741,264 408,348 (79,475) 50,673 89,710 9,777 (3,409,591) (62.5%) (49.6%) 31.2% 28.8% 24.5% 63.0% (23.6%) 23.0% 5.7% 2.6% (20.2%) UTILITIES Administration Lake Mary Water Plant Water Distribution System Water Resource Management Utility Engineering Services Regulatory Compliance Wastewater Treatment Reclaim Water Plant Wastewater Collection Wastewater Monitoring Reclaim Water Water Capital Wastewater Capital Reclaim Water Capital Debt Service Stormwater Utility Stormwater Capital TOTAL 1,268,789 3,748,700 1,546,141 2,496,688 1,124,303 1,019,284 380,330 2,556,550 3,844,390 4,485,060 614,525 1,136,561 24,221,321 911,346 5,063,970 1,824,341 528,165 618,784 1,000,194 3,349,423 1,124,741 1,393,376 7,131,856 4,853,400 1,345,000 4,330,324 809,627 4,323,096 38,607,643 911,347 4,180,463 1,698,641 528,165 618,784 1,000,194 2,696,415 1,099,741 1,071,376 3,703,599 2,057,827 100,466 4,330,324 505,637 629,816 25,132,795 726,892 4,763,649 1,935,817 329,049 428,665 1,010,833 2,799,734 894,421 1,458,209 350,504 6,908,949 6,814,059 1,394,534 4,083,732 851,497 4,372,553 39,123,097 (184,454) (300,321) 111,476 (199,116) (190,119) 10,639 (549,689) (230,320) 64,833 350,504 (222,907) 1,960,659 49,534 (246,592) 41,870 49,457 515,454 (20.2%) (5.9%) 6.1% (37.7%) (30.7%) 1.1% (16.4%) (20.5%) 4.7% (3.1%) 40.4% 3.7% (5.7%) 5.2% 1.1% 1.3% NON-DEPARTMENTAL Council & Commissions Non-Departmental Real Estate Proceeds G.O. Bond - Debt Service SID-Debt G.O. Bond Funded Projects Non G.O. Bond Funded Projects Transportation 4th Street Debt Service Road Repair Debt Service Facility Improvement Debt TOTAL 374,977 3,492,140 722,784 593,000 17,140,982 449,202 4,556,480 2,074,725 554,097 29,958,387 392,036 2,882,061 7,496,194 740,850 32,724,917 14,478,509 4,553,942 1,169,850 366,063 64,804,422 392,036 2,210,524 6,016,461 2,143,228 3,090,783 7,127,516 4,825,037 1,169,850 366,063 27,341,498 350,737 2,853,571 15,000 7,436,600 600,850 31,940,644 7,757,972 4,956,341 2,232,500 250,000 368,347 58,762,562 (41,299) (28,490) 15,000 (59,594) (140,000) (784,273) (6,720,537) 402,399 1,062,650 250,000 2,284 (6,041,860) (10.5%) (1.0%) (0.8%) (18.9%) (2.4%) (46.4%) 8.8% 90.8% 0.6% (9.3%) 253,185 8,118,320 5,013,250 (3,105,070) (38.2%) 144,411,808 238,184,402 3,533,195 1.5% 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 2013-2014 $ RESERVES/CONTINGENCIES GRAND TOTAL $ 151,443,509 241,717,597 % CHANGE This schedule includes the entire budgetary responsibility of the division without regard to funding source. Operating revenue transfers provide the level of accountability for division managers and department heads. Annual Financial Plan 2016 Page 109 City of Flagstaff Schedule F: Budget Summary By Division of Expenditures CITY OF FLAGSTAFF BUDGET SUMMARY BY DIVISION OF EXPENDITURES COMPARISON OF FISCAL YEAR 2015 AND 2016 (WITH ACTUAL FOR FISCAL YEAR 2014) ACTUAL EXPENDITURES/ EXPENSES 2013-2014 DIVISION/FUND GENERAL ADMINISTRATION General Fund Library Fund HURF Fund Transportation Fund Water, Wastewater & Reclaimed Wtr Fund Airport Solid Waste Fund Sustainability & Environment Mgmt Fund Stormwater Utility Fund TOTAL ESTIMATED ACTUAL EXPENDITURES/ EXPENSES * 2014-2015 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2015-2016 CHANGE (BDGT-BDGT) % CHANGE 8,003,390 148,678 109,645 41,592 621,261 61,759 425,155 18,020 37,905 9,467,405 9,115,681 176,085 151,660 39,239 644,370 55,329 358,624 41,635 38,614 10,621,237 8,859,100 176,085 151,660 39,239 644,370 55,329 358,624 41,635 38,614 10,364,656 9,914,497 191,757 155,859 40,595 614,863 55,959 322,088 65,389 39,650 11,400,657 798,816 15,672 4,199 1,356 (29,507) 630 (36,536) 23,754 1,036 779,420 8.8% 8.9% 2.8% 3.5% (4.6%) 1.1% (10.2%) 57.1% 2.7% 7.3% 4,126,187 2,981,067 344,773 854,884 376,222 6,134,741 14,817,874 4,350,389 7,929,401 2,871,134 2,783,066 903,425 6,042,876 24,880,291 4,288,889 1,940,170 548,710 999,527 463,425 5,883,047 14,123,768 4,294,597 9,565,074 1,525,600 3,758,780 3,332,845 995,618 6,210,462 29,682,976 (55,792) 1,635,673 1,525,600 887,646 549,779 92,193 167,586 4,802,685 (1.3%) 20.6% 30.9% 19.8% 10.2% 2.8% 19.3% 3,185,950 4,803,570 66,108 251,419 857,869 94,151 323,645 21,367 53,860 9,657,939 3,357,893 7,182,596 91,171 265,318 967,305 81,024 349,621 19,186 42,471 12,356,585 3,356,893 4,706,204 91,171 265,318 967,305 81,024 349,621 19,186 42,471 9,879,193 3,633,521 6,879,938 96,769 302,624 1,063,323 86,555 334,415 37,380 44,800 12,479,325 275,628 (302,658) 5,598 37,306 96,018 5,531 (15,206) 18,194 2,329 122,740 8.2% (4.2%) 6.1% 14.1% 9.9% 6.8% (4.3%) 94.8% 5.5% 1.0% TOTAL 9,499,943 9,499,943 10,740,696 10,740,696 10,410,696 10,410,696 12,083,375 12,083,375 1,342,679 1,342,679 12.5% 12.5% TOTAL 17,091,853 17,091,853 18,378,086 18,378,086 18,333,086 18,333,086 20,237,676 20,237,676 1,859,590 1,859,590 10.1% 10.1% 8,308,989 81,044 7,669,163 26,576.00 48,039 105,195 8,218,942 790,326 9,626 25,257,900 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 8,659,930 68,965 9,427,957 3,562,822 315,444 36,925 52,146 8,938,142 895,984 11,663 31,969,978 12,049,297 94,591 9,097,549 6,110,000 2,469,216 43,679 90,405 13,015,777 992,374 4,613 43,967,501 704,557 25,626 (1,542,128) 6,097,178 (195,244) 6,754 38,259 1,688,635 47,752 (7,050) 6,864,339 COMMUNITY DEVELOPMENT General Fund HURF Fund Transportation Fund FUTS Fund Housing and Community Services Fund Metro Planning Organization Fund Flagstaff Housing Authority TOTAL MANAGEMENT SERVICES General Fund Library Fund HURF Fund Transportation Fund Water, Wastewater & Reclaimed Wtr Fund Airport Fund Solid Waste Fund Sustainability & Environment Mgmt Fund Stormwater Utility Fund TOTAL FIRE General Fund POLICE General Fund PUBLIC WORKS General Fund Library Fund HURF Fund Transportation Fund Recreation-BBB Fund Water, Wastewater & Reclaimed Wtr Fund Airport Fund Solid Waste Fund Sustainability & Environment Mgmt Fund Stormwater Utility Fund TOTAL Annual Financial Plan 2016 $ ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2014-2015 Page 110 6.2% 37.2% (14.5%) 47,552.5% (7.3%) 18.3% 73.4% 14.9% 5.1% (60.4%) 18.5% City of Flagstaff Schedule F: Budget Summary By Division of Expenditures CITY OF FLAGSTAFF BUDGET SUMMARY BY DIVISION OF EXPENDITURES COMPARISON OF FISCAL YEAR 2015 AND 2016 (WITH ACTUAL FOR FISCAL YEAR 2014) 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, Wastewater & Reclaimed Wtr Fund Airport Fund Solid Waste Fund Sustainability & Environment Mgmt Fund Stormwater Utility Fund TOTAL ACTUAL EXPENDITURES/ EXPENSES 2013-2014 ESTIMATED ACTUAL EXPENDITURES/ EXPENSES * 2014-2015 PROPOSED BUDGETED EXPENDITURE/ EXPENSE 2015-2016 CHANGE (BDGT-BDGT) % CHANGE 226,897 14,800 13,892 5,455 464,966 843,661 1,999,754 425,394 44,347 4,681,268 44,291 4,628 2,035 8,771,388 464,303 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 17,036,191 464,303 14,909 14,496 2,952 856,554 1,040,856 1,921,800 515,123 49,629 3,430,059 35,471 1,735 2,183 8,350,070 174,071 17,485 13,729 1,643 3,950,191 1,314,079 270,673 2,042,287 815,044 43,177 4,940,360 29,313 2,876 3,101 13,618,029 UTILITIES Water, Wastewater, and Reclaimed Wtr Fund Stormwater Utility Fund TOTAL 22,470,235 1,751,086 24,221,321 33,474,920 5,132,723 38,607,643 23,997,342 1,135,453 25,132,795 33,899,047 5,224,050 39,123,097 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 Non G.O. Bond Funded Projects Fund Water, Wastewater & Reclaimed Wtr Fund Airport Fund Solid Waste Fund Sustainability & Environment Mgmt Fund Stormwater Utility Fund TOTAL (1,070,830) 89,293 88,851 6,652,941 37,412 24,827 722,784 593,000 17,140,982 449,202 270,184 59,662 282,110 18,560 14,022 25,373,000 (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 (2,468,269) 77,765 116,557 6,009,830 26,209 21,654 6,016,461 2,143,228 3,090,783 7,127,516 370,377 44,964 272,975 10,905 18,312 22,879,267 (2,053,888) 73,142 126,761 7,444,147 89,405 53,172 7,436,600 600,850 31,940,644 7,757,972 354,602 61,555 195,906 15,234 15,609 54,111,711 (243,399) (4,623) 10,204 1,705,412 49,439 31,518 (59,594) (140,000) (784,273) (6,720,537) (15,775) 16,591 (77,069) 4,329 (2,703) (6,230,480) 13.4% (5.9%) 8.8% 29.7% 123.7% 145.6% (0.8%) (18.9%) (2.4%) (46.4%) (4.3%) 36.9% (28.2%) 39.7% (14.8%) (10.3%) 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, Wastewater & Reclaimed Wtr Fund Airport Fund Solid Waste Fund Stormwater Utility Fund Sustainablity & Environmental Mgmt Fund Flagstaff Housing Authority Fund TOTAL 67,643 120 (543) 680 171,395 (20,000) 26,857 7,033 253,185 625,000 100,000 100,000 10,000 45,000 70,000 10,000 500,000 1,800,000 100,000 612,000 10,000 30,000 1,001,250 5,013,250 (850,000) (2,000,000) (125,070) 20,000 250,000 (400,000) (3,105,070) (57.6%) 0.0% 0.0% (100.0%) 0.0% (73.5%) 40.0% 0.0% 100.0% 0.0% (80.0%) 0.0% 0.0% 0.0% 0.0% (38.2%) 241,717,597 3,533,195 ALL FUNDS TOTAL * $ ADOPTED BUDGETED EXPENDITURE/ EXPENSE 2014-2015 $ 144,411,808 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 8,118,320 238,184,402 151,443,509 (290,232) 2,576 (767) (1,309) 782,155 328,873 50,673 99,487 194,021 (6,452) (4,573,088) (6,158) 1,141 918 (3,418,162) (62.5%) 17.3% (5.3%) (44.3%) 24.7% 33.4% 23.0% 5.1% 31.2% (13.0%) (48.1%) (17.4%) 65.8% 42.1% (20.1%) 424,127 91,327 515,454 1.3% 1.8% 1.3% 1.5% 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 2016 Page 111 City of Flagstaff Schedule G: Full-Time Employee and Personnel Compensation CITY OF FLAGSTAFF FULL-TIME EMPLOYEE AND PERSONNEL COMPENSATION FISCAL YEAR 2016 FUND FULL-TIME EQUIVALENTS (FTE) 2016 EMPLOYEE SALARIES AND HOURLY COSTS 2016 $ $ 8,603,876 53.43 35.02 1.70 2.75 14.28 0.40 1.00 2.88 111.46 2,305,349 1,654,502 126,550 169,468 721,141 29,792 52,784 258,355 5,317,941 235,514 167,095 14,515 19,439 76,677 3,417 6,054 22,339 545,050 330,692 187,475 13,721 21,611 89,386 3,589 398 20,798 667,670 176,429 = 224,615 9,828 13,569 55,928 2,253 3,828 16,346 502,796 = 3,047,984 2,233,687 164,614 224,087 943,132 39,051 63,064 317,838 7,033,457 ENTERPRISE FUNDS Water, Wastewater & Reclaimed Wtr Airport Stormwater Solid Waste Sustainability & Environmental Mgmt Flagstaff Housing Authority Total Enterprise Funds 65.75 9.75 4.75 47.00 9.25 22.00 158.50 3,957,811 499,323 346,641 2,549,320 482,669 1,253,600 9,089,364 444,836 209,569 36,490 274,283 54,216 143,788 1,163,182 454,616 59,116 30,432 330,404 65,449 149,066 1,089,083 367,736 = 37,569 27,389 268,404 43,662 98,361 843,121 = 5,224,999 805,577 440,952 3,422,411 645,996 1,644,815 12,184,750 CAPITAL PROJECTS FUNDS G.O. Bond Funded Projects Total Special Revenue Funds 1.50 1.50 299,199 299,199 67,168 67,168 10,399 10,399 6,027 = 6,027 = 382,793 382,793 TOTAL ALL FUNDS 814.47 46,861,207 $ 10,379,276 Page 112 5,251,536 $ TOTAL ESTIMATED PERSONNEL COMPENSATION 2016 SPECIAL REVENUE FUNDS Library HURF Beautification Economic Development Tourism Arts and Science Housing and Comm Services Metro Planning Organization Total Special Revenue Funds $ 3,484,384 OTHER BENEFIT COSTS 2016 543.01 $ 32,154,703 HEALTHCARE COSTS 2016 GENERAL FUND Annual Financial Plan 2016 $ RETIREMENT COSTS 2016 $ 2,715,664 = 4,067,608 = $ $ 46,958,627 66,559,627 City of Flagstaff Schedule H: Summary of Operating Capital CITY OF FLAGSTAFF SUMMARY OF OPERATING CAPITAL FISCAL YEAR 2015-2016 SECT # SECTION GENERAL FUND 014 IT Department OPERATING CAPITAL Storage Area Network Replacement CARRYFWD 2014-2015 $ BUDGET 2015-2016 - 75,000 016 Municipal Court Police Cruiser Replacements (2) - 62,000 033 Revenue Call Center Solution Software/Hardware and Implementation - 35,000 051 Fire Replacement Vehicle Thermal Imaging Cameras (2) Utility Bed Replacements (2) Heart Rate Monitors (8) - Lease Financed - 31,000 18,500 18,000 250,000 052 Fire Grants Paramedic Equipment - 331,467 061 Police Police Cruisers with Communication Equipment (4) Police Cruisers Replacement (5) Detective Vehicle Replacement - 224,000 155,000 31,000 062 Police Grants AZ Homeland Security Vests Bomb Robot Upgrade RICO/METRO Equipment RICO Police Equipment - 31,000 71,000 145,000 20,000 154 Fleet Services Setaside for Catastrophic / Vehicle Replacement Fund Fuel Truck Replacement Portable Heavy Truck Lifts 155 Parks Mower Transport Trailer Mobile Haven and Univ. Hts. Parks Replace Playground Equip. McPherson Park Parking Lot Chip Seal, Patch, and Stripe Arroyo Park ADA Access Improvement Curb, Gutter, Pave Parkin Thorpe Park Tennis Court Retaining Wall Replacement Mower for Sports Fields Truck Mounted Snowplow Replacements (2) Continental Sports Complex Driveway Curb Thorpe, MEMS, and Sechrist Laser-Level Fields (6) McPherson Park Tennis Courts (4) Mower Replacement 156 Recreation Annual Recreation Capital Aquaplex Lounge Furniture JC Montoya Cardio and Weight Room Equipment Flag Recreation Center Cardio and Weight Room Equipment 402 Non-Departmental Quadrant Remodel - 2nd Floor East GENERAL FUND TOTAL LIBRARY 035 Library Annual Financial Plan 2016 Setaside for Fleet Replacement Fund Public Restroom ADA Compliance Ramp Access ADA Compliance Annual Building Improvement LIBRARY TOTAL Page 113 1,732,723 - 1,972,406 207,100 42,800 120,000 81,892 14,000 28,000 45,000 25,000 32,000 17,108 14,000 25,000 15,000 120,000 81,892 - 10,000 10,000 15,000 20,000 50,000 1,984,615 50,000 4,242,273 58,390 60,000 95,000 31,000 244,390 58,390 60,000 95,000 221,000 434,390 City of Flagstaff Schedule H: Summary of Operating Capital CITY OF FLAGSTAFF SUMMARY OF OPERATING CAPITAL FISCAL YEAR 2015-2016 SECTION SECT # HIGHWAY USER REVENUE 161 Street Maintenance & Repairs BBB ECONOMIC DEVELOPMENT 213 BBB Economic Development OPERATING CAPITAL Sweeper Replacement Asphalt Truck Bed Replacement 4-Door 4x4 SUV Replacement Transport Trailer Replacement Mini-Excavator Restore and Paint Dump Trucks Beds (18) Traffic Signal Upgrades HIGHWAY USER REVENUE TOTAL Business Accelerator Furnishings BBB ECONOMIC DEVELOPMENT TOTAL WATER, WASTEWATER & RECLAIMED WATER 301 Water Production Back-up Generator Energy Efficiency and SCADA Upgrades Water Pump Station Fixed Drive Replacement 303 Water Distribution Backhoe Trailer Diesel Truck Outfitting Key Scan Entry System Replace Diesel Pick-Ups (4) CMMS (GIS) Implementation Facilities Repair 311 Wastewater Treatment-WC Facilities Repair 4x4 One Ton Pick-up Truck with Plow Replacement Dozer Replacement Gas Conveyance System Improvements 312 Wastewater Treatment-RIO Replace Carbon Filter Media 313 Wastewater Collection Replace Diesel Pick-Ups (3) WATER, WASTEWATER & RECLAIMED WATER TOTAL HOUSING AUTHORITY 109 Flagstaff Housing Authority AIRPORT 222 Airport Capital Projects Annual Financial Plan 2016 Housing Facilities Improvements HOUSING AUTHORITY TOTAL ARFF Replacement Vehicle Security Gate Replacement AIRPORT TOTAL Page 114 CARRYFWD 2014-2015 $ BUDGET 2015-2016 - 280,000 100,000 40,000 80,000 60,000 75,000 40,000 675,000 - 12,500 12,500 375,000 50,000 35,000 125,000 375,000 50,000 35,000 125,000 19,000 8,000 3,000 10,000 19,000 8,000 3,000 160,000 30,000 10,000 45,000 147,308 118,000 50,000 45,000 147,308 118,000 25,000 25,000 80,000 1,040,308 200,000 1,400,308 - 1,100,000 1,100,000 446,188 446,188 1,100,000 120,000 1,220,000 City of Flagstaff Schedule H: Summary of Operating Capital CITY OF FLAGSTAFF SUMMARY OF OPERATING CAPITAL FISCAL YEAR 2015-2016 SECTION SECT # SOLID WASTE 165 Solid Waste - Landfill 166 Solid Waste - Collections OPERATING CAPITAL Dozer Replacement Dust Control Annual Setaside - Landfill Closure South Borrow Pit Scale House Software Waste Management Plan Study Aerial Photo Map Plotter CARRYFWD 2014-2015 $ Rapid Rail Truck Replacement (3) Rapid Rail Side Load Truck Top Loader Truck Replacement Bin Maintenance Truck Replacement (2) Bulky Articulated Loader Truck Replacement Roll Off Truck Replacement 167 Solid Waste-Capital Improvements Improvements ENVIRONMENTAL SERVICES TOTAL TOTAL Annual Financial Plan 2016 $ Page 115 BUDGET 2015-2016 750,000 10,000 94,000 50,000 - 750,000 10,000 160,000 10,000 94,000 50,000 40,000 5,000 260,000 215,000 75,000 - 780,000 260,000 215,000 150,000 100,000 150,000 42,000 1,496,000 42,000 2,816,000 5,865,313 11,246,659 City of Flagstaff Schedule I: Summary of Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2015-2016 SECTION SECT # GENERAL FUND 014 Information Technology PROJECT Microwave Network 061 Police Warehouse/Evidence Storage Upgrade Impact Fees 152 Facility Maintenance Facilities Improvements GENERAL FUND TOTAL HURF 162 Street Construction TRANSPORTATION 112 Transportation CIP Reserve for Improvements Minor Transporation Improvements Sidewalk Replacement Program Street Improvement Program Sunnyside Business F 40 Overlay HURF TOTAL Bike / Ped and Safety Improvement Brannen Homes Sidewalk Lockett Transportation Study Transportation Planning and Programming Reserve for Transportation Improvements West / Arrowhead Improvement Traffic Signal Program Butler Avenue Adaptive Signal Control Switzer/Turquoise Roundabout Industrial Dr - Huntington to Purina Beulah Blvd / University Drive Beulah Blvd / University Drive Public Infra. Contribution HSIP Program Franklin Safety Improvements Soliere Avenue/Fanning Wash Crossing 4th Street Safety Improvements 163 Road Repair Pavement Preserv Pavement Maintenance 116 Road Repair Construction Utility Replacements & Overlays Zuni Drive Lockett Avenue Pullium Drive TRANSPORTATION TOTAL Annual Financial Plan 2016 Page 116 CARRYFWD 2014-2015 $ BUDGET 2015-2016 - 650,000 - 100,000 263,980 263,980 263,980 1,013,980 50,000 825,000 180,720 1,055,720 50,000 50,000 15,000 2,196,000 825,000 242,120 3,378,120 1,456,592 441,084 100,000 90,000 175,000 1,520,508 297,677 2,095,115 1,426,150 10,000 145,502 250,000 152,890 597,677 177,000 2,095,115 2,676,150 150,000 85,000 381,533 250,000 412,060 50,000 6,050,000 5,883,926 200,000 800,000 300,000 200,000 16,701,127 City of Flagstaff Schedule I: Summary of Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2015-2016 SECTION SECT # FUTS 111 Flagstaff Urban Trail BEAUTIFICATION 212 Streetscape ARTS & SCIENCE 216 Arts & Science RECREATION 158 BBB Recreation Annual Financial Plan 2016 PROJECT CARRYFWD 2014-2015 35,500 234,682 40,000 73,800 91,600 100,000 174,800 2,214,059 50,000 120,686 500 9,000 20,000 130,878 2,310,799 113,500 36,500 62,185 101,400 236,682 48,200 73,800 91,600 76,250 100,000 176,800 3,758,780 4th Street Corridor Improvements Fort Valley Road Enhancements North Edge-Lockett to Route 66 Along Kasper Milton Avenue - North Edge Train Station Platform Lake Mary/Beulah City Gateway Non-Conforming Sign Program Gutter Diversions - Sustainable Streets Urban Forest US 89 Medians Joel Montalvo Park Downtown Green Downtown Tree Wells Steves Blvd Corners BEAUTIFICATION TOTAL 1,428,713 20,000 20,000 280,000 69,977 25,000 1,843,690 1,575,000 50,000 350,000 20,000 380,000 219,977 25,000 100,000 50,000 50,000 250,000 250,000 250,000 75,000 3,644,977 Rendezvous Sculpture Kings House Mural Fort Valley Wall Art in the Alley West Rt 66 - North Edge Utility Box Art Thorpe Sculpture East Flagstaff Gateway ARTS & SCIENCE TOTAL 15,000 10,000 50,000 10,000 12,500 97,500 200,000 15,000 10,000 50,000 25,000 12,500 50,000 10,000 372,500 1,562,216 476,800 240,000 70,000 2,349,016 1,562,216 476,800 240,000 110,000 70,000 2,459,016 Special Projects and 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 - Sawmill to Sinclair Wash Lonetree Trail - Sinclair Wash to Pine Knoll Dr Ponderosa Trail Rehab FUTS TOTAL Bushmaster Park Improvements Flag Rec Center, Replace Four (4) Tennis Courts Second Chiller Aquaplex Improvements - Pool Replaster Ice Rink Improvements RECREATION TOTAL Page 117 $ 4,000 20,000 128,878 1,310,799 BUDGET 2015-2016 City of Flagstaff Schedule I: Summary of Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2015-2016 SECTION SECT # CAPITAL PROJECTS 421 GO Capital Projects Fund PROJECT FUTS / Open Space Land Acquisition 422 Capital Projects Fund Business Accelerator 424 Core Service Facility Core Services Maintenance Facility 425 Flagstaff Watershed Watershed Protection Project 426 Court Facility Court Facility CAPITAL PROJECTS TOTAL WATER, WASTEWATER, & RECLAIMED WATER 301 Water Production Facility Improvements Communication Towers for Operations (3) 370 Water Capital Projects Aging Water Infrastucture Replacement (AWIR) Radio Read Meter Replacements West / Arrowhead Waterline Water Meter Vault Replacement Program Westside Waterline Expansion Reserve for Improvements Rio de Flag Waterline Relocations McCallister Well, Pump, and Building Water Rate Study Cheshire Tank Repairs Future Water Rights Lake Mary Well #2 - 12" Pipeline NAZ Water Supply Feasibility Route 66 Waterline Improvements Lake Mary Electrical Service Upgrade AWIR - Leroux St Waterline / Sewerline WTP Security and SCADA Improvements Hydrological Studies 311 Wastewater Treatment-Wildcat COGEN Improvements Facility Improvments Repair Control Gates 312 Wastewater Treatment-Rio Facility Improvments Repair Grit Chamber/Replace Grit Pumps 375 Wastewater Capital Projects WWTP Energy Efficiency Program Wildcat Septage and Grease Station Wildcat Centrate Aging Sewer Infrastructure Replacements Rio de Flag Sewer Replacements Reserve for Improvements Picture Canyon Bonito Sewer Replacement Rio Plant - Replace UV System WWTP Security and SCADA Improvements Wildcat - Micro Carbon Feed Addition Innovation Mesa Sewerline 380 Reclaimed Water Capital Projects Buffalo Tank Clorination Bushmaster RW Pump Station Wildcat RW Pump Station and Piping WATER, WASTEWATER, & RECLAIMED WATER TOTAL Annual Financial Plan 2016 Page 118 CARRYFWD 2014-2015 $ BUDGET 2015-2016 79,490 456,319 158,393 565,372 28,195,000 28,195,000 1,606,532 3,289,325 7,192,600 37,232,015 7,192,600 39,698,616 27,000 167,807 52,000 167,807 107,666 100,000 85,000 199,000 1,005,000 60,000 275,000 550,000 309,500 53,092 677,191 - 382,000 300,000 107,666 100,000 85,000 300,000 199,000 1,005,000 60,000 275,000 550,000 309,500 53,092 678,000 300,000 1,877,191 77,500 250,000 340,000 - 340,000 50,000 65,000 841,126 570,000 430,000 260,000 242,000 37,592 84,000 454,534 790,000 7,665,508 55,000 60,000 1,171,126 770,000 430,000 628,600 242,000 300,000 37,592 1,015,400 1,400,000 107,500 200,000 511,841 150,000 454,534 790,000 15,907,349 City of Flagstaff Schedule I: Summary of Capital Improvement Program CITY OF FLAGSTAFF SUMMARY OF CAPITAL IMPROVEMENT PROGRAM FISCAL YEAR 2015-2016 SECTION SECT # STORMWATER 385 Stormwater Capital Projects PROJECT CARRYFWD 2014-2015 2,131,966 1,200,000 30,000 20,000 2,700 300,000 42,887 20,000 3,747,553 2,131,966 1,200,000 75,000 30,000 40,000 20,000 512,700 300,000 42,887 20,000 4,372,553 Sustainability Master Plan Master Plan Update Runway Mill & Overlay Design AIRPORT TOTAL 208,362 208,362 208,362 600,000 322,315 1,130,677 Stormwater Infrastructure Alternative Liner Test Pilots Paper Sludge Storage Road Extension South Borrow Pit Design / Roads / Scales Fueling Station Project ENVIRONMENTAL SERVICES TOTAL 44,000 50,000 500,000 49,000 643,000 54,000 50,000 500,000 49,000 200,000 540,000 1,393,000 $ 63,204,329 93,830,695 Rio de Flag Project Rio Parking Replacement Spot Improvement - Annual Spot Improvement - 5 Points Spot Improvement - Rio Culvert Construction Spot Improvement - Fanning / Steves Culvert Design Spot Improvement - Fanning / Steves Culvert Construction Spot Improvement - Columbia Circle Spot Improvement - Schultz Creek Design Phase I Spot Improvement - Cottage and Elden Design STORMWATER TOTAL $ BUDGET 2015-2016 AIRPORT 222 Airport Capital Projects SOLID WASTE 165 Solid Waste Total Annual Financial Plan 2016 Page 119 City of Flagstaff Schedule J: Debt Service Requirements CITY OF FLAGSTAFF DEBT SERVICE REQUIREMENTS FISCAL YEAR 2015-2016 ORIGINAL ISSUE GENERAL FUND Existing Debt: USGS-Series 12 Certificates of Participation - Fire Equipment Capital Lease - Renewable Energy Equipment Proposed Capital Lease - Heart Monitors Proposed Courthouse 2016 $ STREETS FUND Certificates of Participation - Street Overlay 4TH STREET 2012 Pledged Revenue Partial Advance Refunding ROAD REPAIR AND STREET SAFETY FUND Proposed Certificates of Participation - Road Repair 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 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 2016 Proposed G.O. Series Watershed Protection 2016 Proposed G.O. Open Space Series 2016 SPECIAL ASSESSMENT DISTRICT Sawmill District SOLID WASTE FUND Proposed Capital Lease - Core Services Facility WASTEWATER FUND 2007 WIFA Revolving Debt - Wastewater Other debt - Lease Purchase - Co-Generators AIRPORT FUND Other debt - Lease Purchase - Hangars Other debt - Loan - Hangars Annual Financial Plan 2016 $ INTEREST FISCAL CHARGES TOTAL REQUIREMENTS 860,000 188,407 946,550 1,994,957 420,000 35,282 58,244 35,000 120,000 668,526 30,875 6,116 26,534 3,400 80,000 146,925 3,565 570 1,600 1,600 7,335 454,440 41,968 84,778 40,000 201,600 822,786 4,610,000 4,610,000 2,481,593 2,481,593 464,718 464,718 80,554 80,554 6,169 6,169 551,441 551,441 12,530,000 12,530,000 11,835,000 11,835,000 1,795,000 1,795,000 432,400 432,400 5,100 5,100 2,232,500 2,232,500 250,000 250,000 2,500 2,500 252,500 252,500 - - 3,370,000 2,600,000 5,970,000 2,840,000 2,840,000 130,000 130,000 120,088 120,088 7,355 7,355 257,443 257,443 31,500,000 12,845,000 3,952,287 11,460,000 6,600,000 8,270,000 14,000,000 3,500,000 2,200,000 94,327,287 9,375,000 10,860,000 2,914,658 10,900,000 6,600,000 8,270,000 48,919,658 1,625,000 2,225,000 387,348 665,000 200,000 5,102,348 369,067 266,538 65,304 303,994 225,088 366,600 500,000 125,000 80,000 2,301,591 3,600 3,200 1,920 4,740 3,200 3,200 6,400 3,200 3,200 32,660 1,997,667 2,494,739 454,572 973,734 428,288 369,800 506,400 128,200 83,200 7,436,600 19,075,000 19,075,000 6,705,000 6,705,000 260,000 260,000 335,250 335,250 5,600 5,600 600,850 600,850 125,000 125,000 - 125,000 125,000 3,700,000 3,700,000 WATER FUND Existing Debt: G.O. 2011 WIFA Debt - Red Gap Shallow Well 2002 Water Revenue Bonds (WIFA) 2006 WIFA Revolving Loan - Water 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 - Renewable Energy Equipmen Proposed WIFA Revolving Loan - Future Water Rights 2015 PRINCIPAL 4,700,000 350,000 1,014,557 250,000 13,000,000 19,314,557 10,000,000 10,000,000 ECONOMIC DEVELOPMENT Existing Debt: GADA Revenue Bonds Series 2010A- Incubator Proposed lease - Accelerator Total Debt Service Requirements OUTSTANDING 07/01/2015 - - 1,633,933 6,775,760 7,900,000 8,500,000 2,100,000 775,000 594,951 1,100,000 1,936,443 177,007 31,493,094 1,441,000 3,284,742 5,290,000 6,573,149 1,095,714 186,204 427,816 893,338 1,806,640 20,998,603 65,637 362,275 365,000 364,056 90,059 10,081 23,945 50,000 111,169 10,000 1,452,222 22,588 63,546 90,914 147,635 26,507 2,545 3,951 8,249 50,645 5,000 421,580 21,123 46,554 76,612 95,867 24,658 2,717 6,238 13,025 286,794 109,348 472,375 532,526 607,558 141,224 15,343 34,134 71,274 161,814 15,000 2,160,596 23,100,000 2,000,000 25,100,000 17,364,247 474,385 17,838,632 1,076,843 231,812 1,308,655 338,536 19,144 357,680 252,387 4,414 256,801 1,667,766 255,370 1,923,136 2,782,598 600,000 3,382,598 1,690,570 78,532 1,769,102 139,235 51,623 190,858 92,502 3,325 95,827 229,502,536 115,382,545 11,372,327 4,666,895 Page 120 610,314 231,737 54,948 286,685 16,649,537 City of Flagstaff Flagstaff Visitor Center and Train Station Annual Financial Plan 2016 Page 121 City of Flagstaff Actual 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Sources of Funds Beginning Fund Balance Page 122 21,989,500 22,596,412 24,209,124 23,294,618 13,205,577 12,352,170 11,235,628 11,019,485 16,916,865 5,413,125 2,486,617 16,350,601 5,435,325 2,462,093 17,278,341 5,435,325 2,440,000 17,279,341 5,527,083 2,485,140 17,600,580 5,609,989 2,532,358 17,945,152 5,694,139 2,583,005 18,296,615 5,779,551 2,634,665 18,655,107 5,866,244 2,687,358 7,342,048 5,733,507 2,591,413 996,342 812,601 849,088 7,920,000 5,760,175 2,548,750 1,596,446 1,853,381 860,000 8,033,971 5,850,000 2,600,000 1,317,446 953,381 860,000 7,928,250 5,958,225 2,648,100 1,410,608 2,574,479 1,124,000 8,065,944 6,071,431 2,698,414 263,214 613,282 860,000 8,206,048 6,192,860 2,752,382 263,214 613,282 860,000 8,356,750 6,316,717 2,807,430 263,214 613,282 860,000 8,522,685 6,443,051 2,863,578 263,214 613,282 860,000 29,495 1,444,064 389,852 33,000 1,141,075 218,930 30,000 1,300,000 254,600 30,000 1,324,050 260,930 30,000 1,349,207 260,930 30,000 1,376,191 260,930 30,000 1,403,715 260,930 30,000 1,431,789 260,930 538,945 1,539,358 626,926 118,485 255,300 1,646,730 957,100 135,000 255,300 1,646,730 957,100 135,000 342,300 1,762,730 961,766 149,350 342,300 1,694,730 966,479 150,844 342,300 1,694,730 971,239 152,353 342,300 1,694,730 976,046 153,876 342,300 1,694,730 980,901 155,415 683,127 324,674 819,000 335,462 719,000 335,462 805,190 335,970 813,242 302,971 821,375 306,000 829,589 309,060 837,885 312,150 198,515 2,879,009 216,000 1,717,552 218,145 1,670,495 221,050 2,216,283 221,121 1,597,109 223,212 1,599,010 225,324 1,600,932 227,457 1,602,873 51,914,056 52,261,920 52,290,296 55,344,845 52,044,145 52,887,422 843,277 53,754,726 54,650,949 78,391 28,401 492,039 91,894 1,758,985 157,794 33,567 72,488 233,183 86,300 3,033,042 289,196 20,701 426,139 104,407 2,024,447 130,000 123,797 16,784 65,083 233,730 90,372 3,524,656 39,196 20,701 426,139 104,407 1,822,555 130,000 123,797 16,784 65,083 208,057 90,372 3,047,091 250,000 13,000 420,527 31,238 2,357,989 59,900 57,678 229,678 91,276 3,511,286 13,000 420,527 31,238 2,134,989 57,678 229,678 91,276 2,978,386 13,000 420,527 31,238 2,134,989 4,678 229,678 91,276 2,925,386 13,000 420,527 31,238 2,134,989 4,678 229,678 91,276 2,925,386 13,000 420,527 31,238 2,134,989 4,678 229,678 91,276 2,925,386 Total Revenues & Transfers In 54,947,098 55,786,576 55,337,387 58,856,131 55,022,531 55,812,808 56,680,112 57,576,335 Total Sources of Funds 76,936,598 78,382,988 79,546,511 82,150,749 68,228,108 68,164,978 67,915,740 68,595,820 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 Total Transfers In $ Schedule K: Five-year Plans Annual Financial Plan 2016 CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2016-2020 Actual 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Uses of Funds Divisions General Administration Management Services Community Development Fire Police Public Works Economic Vitality Non-Departmental Contingency Less Indirect Charges Total Department Expenditures $ 8,003,390 3,185,950 4,126,187 9,422,445 16,766,771 7,270,830 218,021 2,844,814 67,643 (5,492,044) 46,414,007 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 8,779,100 3,356,893 4,288,889 9,897,696 18,098,586 7,794,430 182,803 2,232,560 (5,436,892) 49,194,065 9,127,497 3,598,521 4,294,597 11,434,408 19,460,676 8,636,572 174,071 3,169,308 625,000 (5,641,543) 54,879,107 8,492,426 3,355,321 4,275,097 10,720,408 18,654,871 8,020,557 174,071 2,117,409 100,000 (5,548,966) 50,361,194 8,352,426 3,355,321 4,275,097 10,620,408 18,754,871 8,020,557 174,071 2,117,409 100,000 (5,548,966) 50,221,194 8,492,426 3,355,321 4,275,097 10,820,408 18,754,871 8,020,557 174,071 2,117,409 100,000 (5,548,966) 50,561,194 8,352,426 3,355,321 4,275,097 10,900,408 18,754,871 8,020,557 174,071 2,117,409 100,000 (5,548,966) 50,501,194 1,223,427 47,637,434 819,653 52,797,894 819,653 50,013,718 822,786 55,701,893 622,786 50,983,980 622,786 50,843,980 622,786 51,183,980 622,786 51,123,980 - - - - 561,875 150,000 711,875 955,287 1,000,000 1,955,287 1,282,192 300,000 1,582,192 1,731,058 450,000 2,181,058 Capital/CIP Fleet Capital Improvement Projects Operating Capital Total Capital/CIP 349,118 1,072,979 380,491 1,802,588 2,835,015 956,500 826,890 4,618,405 609,500 624,520 656,890 1,890,910 2,954,973 1,013,980 1,287,300 5,256,253 757,783 385,000 1,142,783 757,783 385,000 1,142,783 757,783 385,000 1,142,783 757,783 385,000 1,142,783 Transfers Out Library Hurf Economic Development Capital Projects Fund Airport Stormwater Flagstaff Housing Authority Total Transfers Out Excess revenues over expenditures 1,187,951 1,437,100 261,000 19,828 43,000 338,573 3,287,452 2,219,624 1,627,451 1,220,600 251,000 2,320,000 807,000 3,538,796 33,200 9,798,047 (11,427,770) 1,627,451 1,220,601 251,000 900,000 53,910 261,103 33,200 4,347,265 (914,506) 1,604,860 251,000 2,280,000 461,000 3,331,966 58,200 7,987,026 (10,089,041) 1,438,100 1,000,000 251,000 340,000 8,200 3,037,300 (853,407) 1,438,100 1,000,000 251,000 290,000 8,200 2,987,300 (1,116,542) 1,438,100 1,000,000 251,000 290,000 8,200 2,987,300 (216,143) 1,438,100 1,000,000 251,000 290,000 8,200 2,987,300 141,214 52,727,474 67,214,346 56,251,893 68,945,172 55,875,938 56,929,350 56,896,255 57,435,121 24,209,124 11,168,642 23,294,618 13,205,577 12,352,170 11,235,628 11,019,485 11,160,699 Debt Service Total Debt Service Total Operating Budget Page 123 Future Uses Total Ongoing Total One-Time Total Future Uses Total Uses of Funds City of Flagstaff Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan 2016 CITY OF FLAGSTAFF GENERAL FUND FIVE YEAR PLAN 2016-2020 Actual 2013 -2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Sources of Funds Beginning Fund Balance $ Page 124 818,932 1,083,205 957,866 1,144,079 307,926 322,293 297,597 244,115 Revenues State Grants Intergovernmental Interest Revenue Miscellaneous Total Revenues 46,436 3,951,377 28,243 104,202 4,130,258 79,000 5,501,560 37,624 53,474 5,671,658 79,000 3,437,196 26,188 63,000 3,605,384 188,625 4,882,490 37,812 20,474 5,129,401 100,000 3,534,160 39,006 20,474 3,693,640 100,000 3,601,925 39,201 20,474 3,761,601 100,000 3,683,234 39,397 20,474 3,843,105 100,000 3,766,650 39,594 20,474 3,926,718 Transfers In Tourism General Fund Total Transfers In 36,500 1,187,951 1,224,451 36,500 1,627,451 1,663,951 36,502 1,627,451 1,663,953 36,500 1,604,860 1,641,360 36,500 1,409,148 1,445,648 36,500 1,426,762 1,463,262 36,500 1,444,597 1,481,097 36,500 1,462,654 1,499,154 Total Sources of Funds 6,173,642 8,418,814 6,227,203 7,914,840 5,447,214 5,547,156 5,621,799 5,669,987 3,054,095 541,357 46,436 1,045,290 450,207 5,137,385 3,628,866 586,198 79,000 2,555,737 457,129 213,390 100,000 7,620,320 3,432,866 586,198 79,000 488,735 457,129 5,043,928 3,640,855 624,406 188,625 1,898,459 470,178 434,390 100,000 7,356,913 3,334,911 581,353 100,000 597,530 481,932 29,195 5,124,921 3,426,841 597,218 100,000 602,325 493,980 29,195 5,249,559 3,521,367 613,527 100,000 607,265 506,330 29,195 5,377,684 3,618,562 630,294 100,000 612,352 518,988 25,000 5,505,197 78,391 78,391 289,196 289,196 39,196 39,196 250,000 250,000 5,215,776 7,909,516 5,083,124 7,606,913 5,124,921 5,249,559 5,377,684 5,505,197 957,866 509,298 1,144,079 307,927 322,293 297,597 244,115 164,790 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 2016 CITY OF FLAGSTAFF LIBRARY FUND FIVE YEAR PLAN 2016-2020 Actuals 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Sources of Funds Beginning Fund Balance $ Revenues Intergovernmental Revenues 3,008,503 3,453,850 4,265,609 - 1,560,284 542,214 1,510,857 179,924 6,397,818 6,000 442,500 7,026,242 6,837,347 17,000 442,500 7,296,846 6,862,720 5,000 6,867,720 6,999,974 6,000 1,365,505 8,371,479 6,766,974 8,000 6,774,974 6,902,314 8,000 7,452,528 7,074,871 8,000 7,082,871 1,437,099 224,654 17,000 2,870,927 4,549,680 1,220,600 306,241 17,000 8,086,785 9,630,626 1,220,601 306,241 17,000 2,097,554 3,641,396 309,100 17,000 9,700,512 10,026,612 1,000,000 315,282 17,000 1,329,245 2,661,527 1,017,000 321,588 8,039,100 9,377,688 1,017,000 328,020 5,201,524 6,546,544 1,017,000 334,580 4,908,185 6,259,765 15,222,736 20,110,718 15,203,851 20,335,471 12,199,736 17,700,481 15,559,356 14,853,494 3,411,450 999,187 5,972,259 10,382,896 4,142,205 906,322 13,341,682 100,000 18,490,209 3,984,205 906,322 6,298,731 11,189,258 4,328,031 969,522 13,204,247 100,000 18,601,800 4,135,332 993,760 4,955,885 10,084,977 4,217,238 1,018,604 10,337,413 15,573,255 4,300,783 1,044,069 8,136,705 13,481,557 4,386,000 1,070,171 7,346,699 12,802,870 Debt Service Debt Service Total Debt Service 545,830 545,830 552,753 552,753 552,753 552,753 553,941 553,941 553,941 553,941 553,941 553,941 553,941 553,941 553,941 553,941 Transfers p Out j General Fund Total Transfers Out 28,401 28,401 20,701 20,701 20,701 20,701 13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 10,957,127 19,063,663 11,762,712 19,168,741 10,651,918 16,140,196 14,048,498 13,369,811 4,265,609 1,047,055 3,441,139 1,166,730 1,547,818 1,560,284 1,510,857 1,483,683 Page 125 Total Sources of Funds - 1,547,818 105,731 Transfers In General Fund Stormwater Environmental Services Transportation Tax Total Transfers in - 1,166,730 6,168,101 20,710 1,370,011 7,664,553 Highway User Revenues Interest Revenues Miscellaneous Revenues Total Revenues - 3,441,139 - 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 2016 CITY OF FLAGSTAFF HIGHWAY USER FUND FIVE YEAR PLAN 2016-2020 Actual 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Sources of Funds Beginning Fund Balance $ 6,472,773 9,762,247 8,029,449 12,886,964 13,846,035 12,424,318 15,806,460 10,229,063 Revenues Sales Tax Bond Proceeds Interest Revenues Miscellaneous Revenues Total Revenues 11,769,839 84,843 81,828 11,936,510 11,459,192 53,000 2,000,000 13,512,192 14,410,730 56,000 2,941,000 17,407,730 17,585,692 10,000,000 71,000 27,656,692 17,919,818 93,000 18,012,818 18,278,214 10,000,000 73,000 28,351,214 18,643,779 99,000 18,742,779 19,016,654 114,000 19,130,654 Total Sources of Funds 18,409,283 23,274,439 25,437,179 40,543,656 31,858,853 40,775,532 34,549,239 29,359,717 Indirect Costs Operating Expenditures Capital Expenditures Contingency Total Expenditures 320,202 4,556,480 4,876,682 335,274 4,553,942 2,000,000 6,889,216 335,274 4,825,037 3,550,000 8,710,311 350,168 5,041,941 7,550,000 12,942,109 481,430 3,867,483 10,150,000 14,498,914 493,466 3,942,230 8,900,000 13,335,696 505,803 4,363,823 9,850,000 14,719,626 518,448 4,383,555 4,725,000 9,627,003 Transfers Out Highway User Revenue Fund MPO FUTS Fund Total Transfers Out 2,870,927 22,500 535,000 3,428,427 8,086,785 22,500 550,000 8,659,285 2,097,554 22,500 550,000 2,670,054 9,700,512 22,500 1,550,000 11,273,012 1,329,245 22,500 550,000 1,901,745 8,039,100 22,500 550,000 8,611,600 5,201,524 22,500 550,000 5,774,024 4,908,185 22,500 550,000 5,480,686 Total Debt Service 2,074,725 1,169,850 1,169,850 2,482,500 3,033,875 3,021,775 3,826,525 3,824,725 10,379,834 16,718,351 12,550,215 26,697,621 19,434,534 24,969,071 24,320,175 18,932,414 8,029,449 6,556,088 12,886,964 13,846,035 12,424,318 15,806,460 10,229,063 10,427,302 Uses of Funds Page 126 Departments Operating Total Use of Funds City of Flagstaff Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan 2016 CITY OF FLAGSTAFF TRANSPORTATION FUND FIVE YEAR PLAN 2016-2020 Actual 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Sources of Funds Beginning Fund Balance $ Revenues Intergovernmental Revenue Interest Earnings Contributions Miscellaneous Total Revenues - 7,715 6,000 (19,374) (5,659) 2,654,735 2,540,349 2,699,200 680,767 81,286 76,486 91,676 129,419 6,640 136,059 151,211 6,350 157,561 183,597 6,750 190,347 392,970 1,700 394,670 200 200 190 190 230 230 Page 127 Transfers In Beautification Fund Transportation Fund Total Transfers In 2,355,780 535,000 2,890,780 550,000 550,000 550,000 550,000 1,550,000 1,550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 Total Sources of Funds 2,885,121 3,340,794 3,247,910 4,439,547 1,625,436 631,486 626,676 641,906 Departments Capital Expenditures Total Expenditures 344,772 344,772 2,871,134 2,871,134 548,710 548,710 3,758,780 3,758,780 1,544,150 1,544,150 555,000 555,000 535,000 535,000 575,000 575,000 Total Uses of Funds 344,772 2,871,134 548,710 3,758,780 1,544,150 555,000 535,000 575,000 2,540,349 469,660 2,699,200 680,767 81,286 76,486 91,676 66,906 Uses of Funds Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan 2016 CITY OF FLAGSTAFF FLAGSTAFF URBAN TRAILS FUND FIVE YEAR PLAN 2016-2020 City of Flagstaff Actual 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Sources of Funds Beginning Fund Balance $ Page 128 5,328,157 3,121,211 3,316,271 3,381,008 348,090 399,808 432,965 402,775 Revenues BBB Tax Revenue Intergovernmental Revenue Interest Earnings Miscellaneous Total Revenues 1,252,101 15,004 33,790 124 1,301,019 1,233,595 7,460 1,241,055 1,340,000 7,430 1,347,430 1,340,000 7,800 1,347,800 1,365,460 8,450 1,373,910 1,392,769 870 1,393,639 1,420,625 1,000 1,421,625 1,449,037 4,330 1,453,367 Total Sources of Funds 6,629,176 4,362,266 4,663,701 4,728,808 1,722,000 1,793,447 1,854,590 1,856,142 146,034 318,932 120 465,086 141,823 3,026,213 10,000 3,178,036 141,823 714,731 856,554 305,214 3,644,977 10,000 3,960,191 293,811 575,000 868,811 298,344 575,000 873,344 302,990 625,000 927,990 307,752 575,000 882,752 Transfers Out General Fund Flagstaff Urban Trails Fund Total Transfers Out 492,039 2,355,780 2,847,819 426,139 426,139 426,139 426,139 420,527 420,527 453,381 453,381 487,138 487,138 523,824 523,824 559,519 559,519 Total Uses of Funds 3,312,905 3,604,175 1,282,693 4,380,718 1,322,192 1,360,482 1,451,814 1,442,271 3,316,271 758,091 3,381,008 348,090 399,808 432,965 402,775 413,871 Uses of Funds Departments General Operating Capital Expenditures Reserves/Contingencies Total Expenditures Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan 2016 CITY OF FLAGSTAFF BEAUTIFICATION FUND FIVE YEAR PLAN 2016-2020 City of Flagstaff Actual 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Sources of Funds Beginning Fund Balance $ 311,144 346,653 433,749 362,857 253,877 165,111 183,065 221,195 Revenue BBB Tax Revenue Lease Proceeds Grant Revenues Interest Income/Misc Rev. Total Revenues 594,805 40,020 54,647 15,251 704,723 585,958 97,531 35,000 6,933 725,422 636,500 40,531 35,000 6,933 718,964 636,500 155,342 200,000 7,257 999,099 648,594 270,169 5,078 923,840 661,565 385,012 3,302 1,049,879 674,797 408,672 3,661 1,087,131 688,293 409,550 4,424 1,102,267 Transfer In General Fund Total Transfer In 261,000 261,000 251,000 251,000 251,000 251,000 251,000 251,000 251,000 251,000 251,000 251,000 251,000 251,000 251,000 251,000 1,276,867 1,323,075 1,403,713 1,612,956 1,428,717 1,465,990 1,521,195 1,574,462 Total Sources of Funds Page 129 Uses of Funds Departments General Operating Reserve/Contingencies Total Expenditures 594,957 ( 543) 594,414 648,288 170,070 818,358 703,938 703,938 1,056,636 45,000 1,101,636 862,406 862,406 881,725 881,725 898,800 898,800 908,638 908,638 Debt Service Debt Service Total Debt Service 248,704 248,704 336,918 336,918 336,918 336,918 257,443 257,443 401,200 401,200 401,200 401,200 401,200 401,200 401,200 401,200 Total Uses of Funds 843,118 1,155,276 1,040,856 1,359,079 1,263,606 1,282,925 1,300,000 1,309,838 433,749 167,799 362,857 253,877 165,111 183,065 221,195 264,624 Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan 2016 CITY OF FLAGSTAFF ECONOMIC DEVELOPMENT FUND FIVE YEAR PLAN 2016-2020 City of Flagstaff Actual 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Sources of Funds Begining Fund Balance $ 640,359 545,178 511,027 616,155 563,606 723,140 880,046 1,033,889 1,878,334 12,618 5,412 79,519 23,613 1,999,496 1,850,393 12,527 8,178 86,000 53,130 2,010,228 2,010,000 12,527 8,178 84,000 53,130 2,167,835 2,010,000 12,652 6,563 85,000 13,261 2,127,476 2,048,190 12,779 8,454 86,700 13,394 2,169,517 2,089,154 12,907 10,847 88,434 13,528 2,214,870 2,130,937 13,036 13,201 90,203 13,663 2,261,039 2,173,556 13,166 15,508 92,007 13,800 2,308,037 2,639,855 2,555,406 2,678,862 2,743,631 2,733,123 2,938,011 3,141,085 3,341,926 1,999,753 680 2,000,434 1,942,800 50,000 1,992,800 1,921,800 1,921,800 2,042,287 70,000 2,112,287 1,942,245 1,942,245 1,990,227 1,990,227 2,039,458 2,039,458 2,089,973 2,089,973 36,500 91,894 128,394 36,500 104,407 140,907 36,500 104,407 140,907 36,500 31,238 67,738 36,500 31,238 67,738 36,500 31,238 67,738 36,500 31,238 67,738 36,500 31,238 67,738 2,128,828 2,133,707 2,062,707 2,180,025 2,009,983 2,057,965 2,107,196 2,157,711 511,027 421,699 616,155 563,606 723,140 880,046 1,033,889 1,184,215 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 130 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 2016 CITY OF FLAGSTAFF TOURISM FUND FIVE YEAR PLAN 2016-2020 City of Flagstaff Actual 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Sources of Funds Beginning Fund Balance $ 405,439 457,249 452,148 444,019 125,660 136,298 159,951 154,433 Revenues BBB Tax Revenues Interest Income Total Revenues 469,584 2,520 472,104 462,598 4,524 467,122 502,500 4,494 506,994 502,500 4,185 506,685 512,048 1,632 513,680 522,288 1,682 523,970 532,734 1,957 534,691 543,389 2,316 545,705 Total Sources of Funds 877,542 924,371 959,142 950,704 639,341 660,268 694,642 700,138 Departments Operating Expenditures Capital Expenditures Reserve Total Expenditures 425,394 425,394 420,123 200,900 10,000 631,023 420,123 95,000 515,123 442,544 372,500 10,000 825,044 448,043 55,000 503,043 455,317 45,000 500,317 450,210 90,000 540,210 452,650 10,000 462,650 Total Uses of Funds 425,394 631,023 515,123 825,044 503,043 500,317 540,210 462,650 452,148 293,348 444,019 125,660 136,298 159,951 154,433 237,488 Uses of Funds Page 131 Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan 2016 CITY OF FLAGSTAFF ARTS AND SCIENCE FUND FIVE YEAR PLAN 2016-2020 City of Flagstaff Actual 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Sources of Funds Beginning Fund Balance $ 1,871,743 3,057,400 3,285,406 3,374,807 775,502 763,615 753,389 744,527 Revenues BBB Tax Revenue Interest on Investments Bond Proceeds Bond Premiums Total Revenues 2,064,864 14,569 1,100,000 19,791 3,199,224 2,035,432 15,300 2,050,732 2,211,000 16,400 2,227,400 2,211,000 16,900 2,227,900 2,253,009 3,900 2,256,909 2,298,069 3,800 2,301,869 2,344,031 3,800 2,347,831 2,390,911 3,700 2,394,611 Total Sources of Funds 5,070,967 5,108,132 5,512,806 5,602,707 3,032,411 3,065,484 3,101,220 3,139,138 26,576 26,576 2,664,460 2,664,460 315,444 315,444 10,200 2,459,016 2,469,216 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 Transfers Out General Fund Total Transfers Out 1,758,985 1,758,985 2,024,447 2,024,447 1,822,555 1,822,555 2,357,989 2,357,989 2,261,296 2,261,296 2,304,595 2,304,595 2,349,193 2,349,193 2,395,129 2,395,129 Total Uses of Funds 1,785,561 4,688,907 2,137,999 4,827,205 2,268,796 2,312,095 2,356,693 2,402,629 3,285,406 419,225 3,374,807 775,502 763,615 753,389 744,527 736,510 Uses of Funds Page 132 Departments General Administration Capital Expenditures Total Expenditures Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan 2016 CITY OF FLAGSTAFF BBB-RECREATION FUND FIVE YEAR PLAN 2016-2020 City of Flagstaff Actual 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Sources of Funds Beginning Fund Balance $ Revenues Intergovernmental Revenues Interest Revenue Sale of Real Property Miscellaneous Revenues Total Revenues Transfers In G.O. Bond Funded Projects Total Transfers In 948,895 1,088,854 1,089,282 1,077,474 193,696 193,696 193,696 193,696 630,471 7,544 315,112 79,557 1,032,684 1,995,202 1,995,202 929,293 8,386 126,749 1,064,428 2,538,468 4 2,538,472 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 - 102,000 102,000 - - - - - Page 133 1,981,579 3,084,056 2,255,710 3,615,946 1,418,696 1,418,696 1,418,696 1,418,696 892,296 892,296 2,823,032 2,823,032 1,025,736 1,025,736 3,422,250 3,422,250 1,225,000 1,225,000 1,225,000 1,225,000 1,225,000 1,225,000 1,225,000 1,225,000 130,000 22,500 152,500 130,000 22,500 152,500 892,296 2,975,532 1,178,236 3,422,250 1,225,000 1,225,000 1,225,000 1,225,000 1,089,282 108,524 1,077,474 193,696 193,696 193,696 193,696 193,696 Uses of Funds Departments Operating Expenditures Total Department Expenditures Transfers Out General Fund Flagstaff Housing Authority Total Transfers Out - Total Uses of Funds Ending Fund Balance $ - - - - - Schedule K: Five-year Plans Annual Financial Plan 2016 CITY OF FLAGSTAFF HOUSING AND COMMUNITY SERVICES FUND FIVE YEAR PLAN 2016-2020 City of Flagstaff Actual 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Sources of Funds Beginning Fund Balance $ 20,900 - 45,372 - - - - - 397,201 5,820 403,021 897,579 255,000 1,152,579 412,207 5,000 417,207 966,290 560,000 1,526,290 277,231 5,000 282,231 277,231 5,000 282,231 277,231 5,000 282,231 277,231 5,000 282,231 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 446,421 1,175,079 485,079 1,548,790 304,731 304,731 304,731 304,731 Departments Operating Expenditures Indirect Grant Cost Reserves/Contingencies Total Expenditures 376,222 24,827 401,049 903,425 21,654 250,000 1,175,079 463,425 21,654 485,079 995,618 53,172 500,000 1,548,790 281,981 22,750 304,731 281,412 23,319 304,731 280,829 23,902 304,731 282,944 21,787 304,731 Total Uses of Funds 401,049 1,175,079 485,079 1,548,790 304,731 304,731 304,731 304,731 45,372 - - - - - - - Revenues Intergovernmental Revenue Miscellaneous Revenues Total Revenues Transfers In Transportation Total Transfers In Total Sources of Funds Uses of Funds Page 134 Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan 2016 CITY OF FLAGSTAFF METRO PLANNING ORGANIZATION FUND FIVE YEAR PLAN 2016-2020 City of Flagstaff Actual 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 220,550 - - - - Sources of Funds Beginning Fund Balance $ - 220,071 - - 220,000 550 220,550 50,123 50,123 39,515 39,515 39,515 39,515 39,515 39,515 39,515 39,515 220,550 270,673 39,515 39,515 39,515 39,515 Revenue EDA Grant Program Income Interest Income/Misc Rev. Total Revenues - 2,201 2,201 Total Sources of Funds - 222,272 Departments EDA Revolving Loans Total Expenditures - 220,000 220,000 - 270,673 270,673 39,515 39,515 39,515 39,515 39,515 39,515 39,515 39,515 Total Uses of Funds - 220,000 - 270,673 39,515 39,515 39,515 39,515 - 2,272 - - - - Uses of Funds Page 135 Ending Fund Balance $ 220,550 - Schedule K: Five-year Plans Annual Financial Plan 2016 CITY OF FLAGSTAFF EDA REVOLVING LOAN FUND FIVE YEAR PLAN 2016-2020 City of Flagstaff Actual 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Sources of Funds Beginning Fund Balance $ - - - - - - - - 86,212 86,212 - - - - - - - Transfers In Secondary Property Tax Fund Total Transfers In 636,572 636,572 7,496,194 7,496,194 6,016,461 6,016,461 7,436,600 7,436,600 8,416,829 8,416,829 8,370,685 8,370,685 7,741,466 7,741,466 7,687,697 7,687,697 Total Sources of Funds 722,784 7,496,194 6,016,461 7,436,600 8,416,829 8,370,685 7,741,466 7,687,697 Debt Service Debt Service Total Debt Service 722,784 722,784 7,496,194 7,496,194 6,016,461 6,016,461 7,436,600 7,436,600 8,416,829 8,416,829 8,370,685 8,370,685 7,741,466 7,741,466 7,687,697 7,687,697 Total Uses of Funds 722,784 7,496,194 6,016,461 7,436,600 8,416,829 8,370,685 7,741,466 7,687,697 - - - - - - - Revenues Other Financing Sources Total Revenues Uses of Funds Page 136 Ending Fund Balance $ - Schedule K: Five-year Plans Annual Financial Plan 2016 CITY OF FLAGSTAFF GENERAL OBLIGATION BOND FUND FIVE YEAR PLAN 2016-2020 City of Flagstaff Actual 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Sources of Funds Beginning Fund Balance $ 8,821,564 8,305,692 13,822,234 13,497,618 11,853,455 9,366,878 7,104,668 5,655,275 5,559,957 77,285 5,637,242 5,611,045 61,800 5,672,845 5,611,045 80,800 5,691,845 5,728,437 64,000 5,792,437 5,864,052 66,200 5,930,252 6,039,974 68,500 6,108,474 6,221,173 70,900 6,292,073 6,407,808 73,400 6,481,208 14,458,806 13,978,537 19,514,079 19,290,055 17,783,707 15,475,352 13,396,741 12,136,483 Transfers Out G. O. Bond Fund Total Transfers Out 636,572 636,572 7,496,194 7,496,194 6,016,461 6,016,461 7,436,600 7,436,600 8,416,829 8,416,829 8,370,685 8,370,685 7,741,466 7,741,466 7,687,697 7,687,697 Total Uses of Funds 636,572 7,496,194 6,016,461 7,436,600 8,416,829 8,370,685 7,741,466 7,687,697 13,822,234 6,482,343 13,497,618 11,853,455 9,366,878 7,104,668 5,655,275 4,448,786 Revenues Secondary Property Taxes Interest Revenue Total Revenues Total Sources of Funds Uses of Funds Page 137 Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan 2016 CITY OF FLAGSTAFF SECONDARY PROPERTY TAX FUND FIVE YEAR PLAN 2016-2020 City of Flagstaff Actual 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Sources of Funds Beginning Fund Balance $ Revenues Special Assessments Interest on Investments Total Revenues Total Sources of Funds 234,649 236,445 425,771 306,646 302,846 299,246 295,646 188,129 782,214 1,908 784,122 735,250 1,830 737,080 2,022,203 1,900 2,024,103 595,250 1,800 597,050 597,250 2,000 599,250 598,500 2,000 600,500 594,000 1,900 595,900 594,000 1,900 595,900 1,018,771 973,525 2,449,874 903,696 902,096 899,746 891,546 784,029 593,000 593,000 740,850 740,850 2,143,228 2,143,228 600,850 600,850 602,850 602,850 604,100 604,100 599,600 599,600 599,600 599,600 593,000 740,850 2,143,228 600,850 602,850 604,100 599,600 599,600 425,771 232,675 306,646 302,846 299,246 295,646 291,946 184,429 Uses of Funds Departments Debt Service Total Debt Service Page 138 Total Uses of Funds Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan 2016 CITY OF FLAGSTAFF SPECIAL ASSESSMENT BOND FUND FIVE YEAR PLAN 2016-2020 City of Flagstaff Actual 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Sources of Funds Beginning Fund Balance $ Revenues Contributions Interest on Investments Total Revenues Total Sources of Funds 218,996 243,244 239,365 256,627 281,936 307,730 334,019 360,812 18,700 1,669 20,369 22,746 2,087 24,833 15,580 1,682 17,262 23,201 2,108 25,309 23,665 2,129 25,794 24,138 2,151 26,289 24,621 2,172 26,793 25,113 2,194 27,307 239,365 268,077 256,627 281,936 307,730 334,019 360,812 388,120 Uses of Funds Page 139 Departments Operating Expenditures Total Expenditures - - - - - - - - Total Uses of Funds - - - - - - - - Ending Fund Balance $ 239,365 268,077 256,627 281,936 307,730 334,019 360,812 388,120 Schedule K: Five-year Plans Annual Financial Plan 2016 CITY OF FLAGSTAFF PERPETUAL CARE FUND FIVE YEAR PLAN 2016-2020 City of Flagstaff Actual 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Sources of Funds Beginning Fund Balance $ Revenues Bond Proceeds Loan Proceeds MFC Bond Proceeds Grant Revenue Miscellaneous Revenues Total Revenues Transfers In General Fund Total Transfers In Page 140 Total Sources of Funds (31,313) (309,261) (243,174) (1,446,387) 972,083 - - - 231,475 231,475 4,300,000 3,162,500 4,394,303 635,866 12,492,669 4,394,303 630,000 5,024,303 4,300,000 3,142,245 454,197 7,896,442 10,000,000 10,000,000 - 10,000,000 10,000,000 - 5,866 5,866 2,320,000 2,320,000 900,000 900,000 2,280,000 2,280,000 - - - - 206,028 14,503,408 5,681,129 8,730,055 10,972,083 - 10,000,000 - 449,202 449,202 7,228,509 7,250,000 14,478,509 7,070,116 57,400 7,127,516 565,372 7,192,600 7,757,972 10,000,000 112,083 860,000 10,972,083 - 10,000,000 10,000,000 - 449,202 14,478,509 7,127,516 7,757,972 10,972,083 - 10,000,000 - 972,083 - - - - Uses of Funds Expenditures USGS Miscellaneous Bldgs. Innovation Mesa Court Facility Total Capital Expenditures Total Uses of Funds Ending Fund Balance $ (243,174) 24,899 (1,446,387) Schedule K: Five-year Plans Annual Financial Plan 2016 CITY OF FLAGSTAFF CAPITAL PROJECTS FUND NON G.O. BOND FUNDED PROJECTS FIVE YEAR PLAN 2016 - 2020 City of Flagstaff Actual 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Sources of Funds Beginning Fund Balance $ Revenues Bond Proceeds Bond Premium Real Estate Proceeds Interest Income Intergovernmental Revenue Total Revenues Page 141 Transfers In Environmental Services Water Fund General Fund Total Transfers In Total Sources of Funds 9,761,539 3,197,891 4,339,238 1,528,491 3,618,477 1,940,937 670,538 9,966 5,500,000 98,954 91,106 14,661 6,000,000 11,704,721 16,200,000 9,620,000 1,880 25,821,880 6,140 6,140 19,700,000 9,620,000 630 29,320,630 500,000 6,441 506,441 2,000,000 2,560 2,002,560 2,000,000 1,290 2,001,290 - 13,962 13,962 4,675,000 375,896 5,050,896 375,896 375,896 4,710,000 4,710,000 - - - - 21,480,222 34,070,667 4,721,274 35,559,121 4,124,918 3,943,497 2,671,828 9,966 2,609 20,059 12,181,533 31,984 177,822 4,526,521 200,454 17,140,982 1,076,094 28,295,000 1,919,823 1,434,000 32,724,917 1,007,220 100,000 313,291 1,527,470 142,802 3,090,783 456,319 28,195,000 3,289,325 31,940,644 183,981 2,000,000 2,183,981 1,272,960 2,000,000 3,272,960 390,812 2,271,050 2,661,862 - - - 102,000 102,000 - - - - - 17,140,982 32,724,917 3,192,783 31,940,644 2,183,981 3,272,960 2,661,862 - 4,339,238 1,345,750 1,528,491 3,618,477 1,940,937 670,538 9,966 9,966 Uses of Funds Expenditures Fire Stations FUTS/Open Space Acquis. Observatory Mesa Public Work Facility Watershed Protection Project 2010 Street/Utility Bond Premium used for Debt Srv Total Capital Expenditures City of Flagstaff Transfer Out Housing and Community Svc Fund Total Transfers Out Total Uses of Funds Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan 2016 CITY OF FLAGSTAFF CAPITAL PROJECTS FUND GO BOND FUNDED PROJECTS FIVE YEAR PLAN 2016 - 2020 Actual 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Sources of Funds Beginning Fund Balance $ Revenues Intergovernmental Water Revenues Wastewater Revenues Reclaim Revenues Capacity Fees Interest Revenues Bond Proceeds Miscellaneous Revenues Total Revenues Page 142 Transfers In Wastewater Fund Reclaimed Water Fund Stormwater Fund Total Transfers In Total Sources of Funds 15,885,414 17,979,095 16,070,548 15,382,361 6,076,300 5,398,347 5,104,202 4,013,957 228,679 14,093,054 8,343,646 995,453 849,372 136,384 46,169 133,501 24,826,258 430,000 15,158,279 8,567,184 896,250 2,957,912 116,150 28,125,775 392,408 14,734,580 8,593,989 896,250 799,125 144,000 33,169 283,933 25,877,454 288,394 14,910,620 8,696,328 907,005 2,853,306 151,440 559,996 200,000 28,567,089 15,117,852 8,816,531 919,703 1,500,000 153,015 200,000 26,707,101 15,357,461 8,955,275 934,418 1,500,000 154,545 200,000 27,101,699 15,600,880 9,096,218 949,369 500,000 156,091 200,000 26,502,558 15,848,174 9,239,392 964,559 148,050 157,652 200,000 26,557,827 - 1,370,068 1,370,068 1,305,079 1,305,079 1,201,476 56,062 5,441 1,262,979 1,124,993 52,670 5,550 1,183,213 1,138,568 65,981 5,659 1,210,208 1,166,120 54,001 5,767 1,225,888 1,130,304 73,459 5,876 1,209,639 40,711,672 47,474,938 43,253,081 45,212,429 33,966,614 33,710,254 32,832,648 31,781,423 11,196,071 1,841,700 6,789,104 171,395 19,998,270 13,233,340 2,068,606 15,911,256 1,800,000 33,013,202 12,914,240 2,068,606 6,752,777 21,735,623 12,507,658 2,119,644 17,307,657 1,800,000 33,734,959 12,425,096 2,172,600 8,680,000 23,277,696 12,579,722 2,352,000 8,607,000 23,538,722 12,862,699 2,410,800 8,462,000 23,735,499 13,152,103 2,471,100 9,132,000 24,755,203 4,485,060 4,330,324 4,330,325 4,083,732 4,112,908 3,862,781 3,863,071 3,857,818 157,794 157,794 1,370,068 123,797 375,896 1,869,761 1,305,079 123,797 375,896 1,804,772 1,257,538 59,900 1,317,438 1,177,663 1,177,663 1,204,549 1,204,549 1,220,121 1,220,121 1,203,763 1,203,763 24,641,124 39,213,287 27,870,720 39,136,129 28,568,267 28,606,052 28,818,691 29,816,784 16,070,548 8,261,651 15,382,361 6,076,300 5,398,347 5,104,202 4,013,957 1,964,639 Uses of Funds Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Expenditures Debt Service City of Flagstaff Transfers Out Water Fund General Fund Capital Projects Fund Total Transfers Out Total Uses of Funds Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan 2016 CITY OF FLAGSTAFF WATER, WASTEWATER AND RECLAIMED WATER FUND FIVE YEAR PLAN 2016-2020 Actual 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 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 Total Transfers In Page 143 Total Sources of Funds 200,734 189,910 369,173 177,766 177,166 176,887 176,594 2,832,362 1,483,992 5,142 189,351 31,910 250,545 4,793,302 7,519,674 1,441,120 2,010 236,410 3,000 215,000 9,417,214 1,957,445 1,398,795 1,613 181,740 2,066 264,000 3,805,659 2,940,735 1,398,054 3,692 65,960 2,066 271,920 4,682,427 6,127,535 1,454,599 1,778 306,370 2,066 271,920 8,164,268 900,000 1,468,597 1,772 2,066 271,920 2,644,355 6,365,000 1,480,121 1,769 321,880 2,066 271,920 8,442,756 3,800,000 1,494,366 1,766 224,136 2,066 271,920 5,794,254 43,000 43,000 807,000 807,000 53,910 53,910 461,000 461,000 254,000 254,000 368,000 368,000 315,000 315,000 310,000 310,000 5,205,512 10,424,948 4,049,479 5,512,600 8,596,034 3,189,521 8,934,643 6,280,848 1,156,319 325,523 3,233,509 ( 20,000) 4,695,350 2,207,184 236,407 7,016,635 500,000 9,960,226 1,349,284 236,407 1,791,146 3,376,837 2,298,574 298,898 2,350,677 100,000 5,048,149 1,410,287 326,370 6,423,000 8,159,657 1,446,868 334,030 1,000,000 2,780,898 1,484,433 341,880 6,700,000 8,526,313 1,523,005 349,927 4,000,000 5,872,932 286,685 286,685 286,685 286,685 286,685 286,685 286,685 286,685 259,211 259,211 231,736 231,736 231,736 231,736 231,736 231,736 4,982,035 10,246,911 3,663,522 5,334,834 8,418,868 3,012,634 8,758,049 6,104,668 33,567 33,567 16,784 16,784 16,784 16,784 5,015,602 10,263,695 3,680,306 5,334,834 8,418,868 3,012,634 8,758,049 6,104,668 189,910 161,253 369,173 177,766 177,166 176,887 176,594 176,180 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 369,210 Transfers Out General Fund Total Transfers Out Total Uses of Funds Ending Fund Balance $ - - - - - Schedule K: Five-year Plans Annual Financial Plan 2016 CITY OF FLAGSTAFF AIRPORT FUND FIVE YEAR PLAN 2016-2020 Actual 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Sources of Funds Beginning Fund Balance $ 5,977,255 7,112,763 7,764,636 9,026,122 6,300,575 5,348,089 5,119,240 3,208,412 Revenues Solid Waste Revenues Interest on Investments Miscellaneous Revenues Other Financing Sources Total Revenues 11,523,489 58,144 69,240 11,650,873 11,788,712 66,500 3,930,000 15,785,212 11,451,904 66,500 11,518,404 11,760,588 67,830 4,950,000 16,778,418 11,975,204 69,526 250,000 12,294,730 12,193,805 71,264 204,000 12,469,069 12,416,462 73,046 206,040 12,695,548 12,664,791 74,872 208,100 12,947,763 Total Sources of Funds 17,628,128 22,897,975 19,283,040 25,804,540 18,595,305 17,817,158 17,814,788 16,156,175 7,892,352 1,299,173 102,618 294,133 9,588,276 8,175,986 1,188,046 2,729,801 612,000 12,705,833 8,175,986 1,188,046 590,801 9,954,833 8,518,506 1,044,993 4,209,000 612,000 14,384,499 8,353,586 1,071,118 3,301,000 12,725,704 8,557,413 1,097,896 2,620,000 12,275,309 8,766,213 1,125,343 4,282,792 14,174,348 8,980,109 1,153,477 2,156,100 12,289,686 125,000 125,000 250,000 250,000 204,000 204,000 206,040 206,040 208,100 208,100 Uses of Funds Page 144 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 City of Flagstaff Total Uses of Funds Ending Fund Balance (1) (1) $ 250,000 250,000 - 72,488 185,728 17,000 275,216 65,083 220,000 4,675,000 17,000 4,977,083 65,083 220,000 17,000 302,085 57,678 209,788 4,710,000 17,000 4,994,466 57,678 196,834 17,000 271,512 4,678 213,931 218,609 4,678 221,310 225,988 4,678 225,736 230,414 9,863,492 17,932,916 10,256,918 19,503,965 13,247,216 12,697,918 14,606,376 12,728,200 7,764,636 4,965,059 9,026,122 6,300,575 5,348,089 5,119,240 3,208,412 3,427,975 Excludes monies set aside for closure costs and capital reserve Schedule K: Five-year Plans Annual Financial Plan 2016 CITY OF FLAGSTAFF SOLID WASTE FUND FIVE YEAR PLAN 2016-2020 Actual 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Sources of Funds Beginning Fund Balance $ 27,779 132,043 208,134 314,441 182,627 102,938 86,564 66,761 1,028,222 588 51,898 1,080,708 1,002,819 50,140 1,052,959 1,011,819 1,850 50,140 1,063,809 1,029,029 1,800 500 1,031,329 1,049,609 1,827 488 1,051,924 1,070,601 1,854 498 1,072,953 1,092,013 1,882 508 1,094,403 1,118,340 1,910 518 1,120,768 185,728 185,728 220,000 220,000 220,000 220,000 209,788 209,788 191,762 191,762 195,597 195,597 199,509 199,509 203,499 203,499 1,294,215 1,405,002 1,491,943 1,555,558 1,426,313 1,371,488 1,380,476 1,391,028 Departments Operating Expenditures Indirect Costs Reserves/Contingencies Total Expenditures 776,533 76,365 852,901 934,081 84,002 30,000 1,048,083 885,443 84,002 969,445 975,463 137,790 30,000 1,143,253 948,952 140,546 1,089,498 903,407 143,357 1,046,764 924,962 146,224 1,071,186 947,043 149,148 1,096,191 Transfers Out General Fund Total Transfers Out 233,183 233,183 233,730 233,730 208,057 208,057 229,678 229,678 233,877 233,877 238,160 238,160 242,529 242,529 246,985 246,985 1,086,084 1,281,813 1,177,502 1,372,931 1,323,375 1,284,924 1,313,715 1,343,176 208,131 123,189 314,441 182,627 102,938 86,564 66,761 47,852 Revenues Environmental Mgmt Revenues Interest on Investments Miscellaneous Total Revenues Transfers In Solid Waste Fund Total Transfers In Total Sources of Funds Uses of Funds Page 145 Total Uses of Funds Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan 2016 CITY OF FLAGSTAFF SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT FUND FIVE YEAR PLAN 2016-2020 City of Flagstaff Actual 2013-2014 Budget 2014-2015 Estimate 2015-2016 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 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 146 Total Sources of Funds 597,381 740,361 830,130 156,133 177,566 196,432 215,674 1,446,080 19,261 181 6,013 642 1,472,177 1,477,788 29,355 646 225,000 1,424 1,734,213 1,463,928 6,130 360 2,808 749 1,473,975 1,485,588 29,338 662 225,000 1,089 1,741,677 1,477,788 29,409 679 781 1,508,656 1,477,788 29,482 696 888 1,508,853 1,477,788 30,219 713 982 1,509,702 1,477,788 30,974 731 1,078 1,510,571 338,573 338,573 3,538,796 3,538,796 261,103 261,103 3,331,966 3,331,966 2,926,882 5,870,391 2,475,439 5,903,773 1,664,789 1,686,419 1,706,134 1,726,245 614,435 117,448 1,136,651 7,033 1,875,567 809,627 113,243 4,323,096 10,000 5,255,966 505,637 113,243 629,816 1,248,696 851,497 107,773 4,372,553 10,000 5,341,823 644,916 110,467 325,000 1,080,384 693,888 113,229 275,000 1,082,117 690,491 116,060 275,000 1,081,551 687,087 118,961 275,000 1,081,049 86,300 224,654 310,954 90,372 306,241 396,613 90,372 306,241 396,613 5,441 91,276 309,100 405,817 5,550 92,189 309,100 406,839 5,659 93,111 309,100 407,870 5,767 94,042 309,100 408,909 5,876 94,982 309,100 409,958 2,186,521 5,652,579 1,645,309 5,747,640 1,487,222 1,489,987 1,490,460 1,491,007 740,361 217,812 830,130 156,133 177,566 196,432 215,674 235,239 - - - - Uses of Funds Departments Operating Expenditures Indirect Costs Capital Expenditures Reserves/Contingencies Total Department Expenditures Transfers Out Water Fund General Fund HURF Total Transfers Out City of Flagstaff 1,116,132 Total Uses of Funds Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan 2016 CITY OF FLAGSTAFF STORMWATER UTILITY FUND FIVE YEAR PLAN 2016-2020 Actual 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 Sources of Funds Beginning Fund Balance $ Revenues Intergovernmental Revenues Rents and Other Tenant Income Investment Income Miscellaneous Revenue Total Revenue Page 147 Transfers In Housing & Community Svcs Fund General Fund Total Transfers In 405,233 521,175 761,433 675,994 573,004 506,737 494,568 4,303,668 993,909 433,018 5,730,595 5,332,047 956,633 523,650 6,812,330 4,682,120 968,732 416,753 6,067,605 5,636,039 996,000 436,034 7,068,073 4,746,652 1,005,960 440,394 6,193,006 4,824,048 1,056,258 444,798 6,325,104 4,918,230 1,109,071 449,246 6,476,547 4,998,509 1,164,525 453,738 6,616,772 22,500 33,200 55,700 22,500 33,200 55,700 58,200 58,200 8,200 8,200 8,200 8,200 8,200 8,200 8,200 8,200 6,655,916 7,273,263 6,644,480 7,887,706 6,877,200 6,906,308 6,991,485 7,119,540 1,890,395 31,840 3,688,972 46,267 295,454 5,952,928 1,848,172 64,113 3,563,849 42,414 280,637 1,001,250 6,800,435 1,843,691 3,472,765 42,263 280,637 5,639,356 1,831,449 3,564,250 42,541 326,034 1,001,250 6,765,524 1,849,342 3,631,945 42,966 329,294 5,853,547 1,867,476 3,700,957 43,394 332,587 5,944,414 1,886,152 3,771,314 43,828 335,913 6,037,207 1,905,011 3,843,042 44,265 339,272 6,131,590 181,813 243,691 243,691 446,188 450,650 455,157 459,709 464,306 6,134,741 7,044,126 5,883,047 7,211,712 6,304,197 6,399,571 6,496,916 6,595,896 521,175 229,137 761,433 675,994 573,004 506,737 494,568 523,645 - Total Sources of Funds Uses of Funds Departments Low Income Public Housing ROSS Grant Section 8, MRO, SRO, & VASH Non-HUD Program FHC Contingency Total Expenditures Capital Expenditures City of Flagstaff 925,321 Total Use of Funds Ending Fund Balance $ Schedule K: Five-year Plans Annual Financial Plan 2016 CITY OF FLAGSTAFF FLAGSTAFF HOUSING AUTHORITY FUNDS FIVE YEAR PLAN 2016-2020 Schedule L: Summary of All Fiscal Activity CITY OF FLAGSTAFF SUMMARY OF ALL FISCAL ACTIVITY FISCAL YEARS 2015 AND 2016 (WITH ACTUALS FOR FISCAL YEAR 2014) Actual 2013-2014 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 Road Repair & Street Safety 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 2016 $ Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 84,855,615 152,770,043 237,625,658 85,567,554 195,904,622 281,472,176 93,213,850 151,999,184 245,213,034 93,769,525 210,013,731 303,783,256 8,003,390 7,873,128 14,267,635 9,458,223 17,091,853 23,602,959 8,099,994 19,736,261 8,214,749 253,185 116,601,377 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 8,859,100 7,943,692 13,731,767 10,368,897 18,333,086 30,458,781 7,602,148 20,802,471 7,469,396 125,569,338 9,914,497 10,420,256 29,269,029 12,038,328 20,237,676 42,258,194 12,958,153 35,039,365 8,220,696 5,013,250 185,369,444 973,352 554,097 2,074,725 545,830 250,505 286,685 593,000 456,993 4,485,060 10,220,247 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 47,203,426 47,203,426 238,184,402 (42,279,780) 6,016,461 366,063 1,169,850 552,753 336,918 286,685 2,143,228 453,590 4,330,324 15,655,872 7,436,600 368,347 250,000 2,232,500 553,941 257,443 286,685 125,000 600,850 454,439 4,083,732 16,649,537 10,218,299 10,218,299 151,443,509 39,698,616 39,698,616 241,717,597 17,590,184 17,590,184 144,411,808 8,358,235 Page 148 555,675 (31,703,866) City of Flagstaff Schedule L: Summary of All Fiscal Activity CITY OF FLAGSTAFF SUMMARY OF ALL FISCAL ACTIVITY FISCAL YEARS 2015 AND 2016 (WITH ACTUALS FOR FISCAL YEAR 2014) Actual 2013-2014 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 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 2016 $ 24,209,124 23,294,618 13,205,577 957,866 4,265,609 8,029,449 2,540,349 3,316,271 433,749 511,027 452,148 3,285,406 1,089,282 45,372 - 11,168,642 509,298 1,047,055 6,556,088 469,660 758,091 167,799 421,699 293,348 419,225 108,524 2,272 1,144,079 3,441,139 12,886,964 2,699,200 3,381,008 362,857 616,155 444,019 3,374,807 1,077,474 220,550 307,927 1,166,730 13,846,035 680,767 348,090 253,877 563,606 125,660 775,502 193,696 - 13,822,234 425,771 5,561,642 232,605 13,497,618 306,646 11,853,455 302,846 24,899 1,345,750 (1,446,387) 1,528,491 972,083 3,618,477 (243,174) 4,339,238 $ 239,365 268,077 256,627 281,936 16,070,548 189,910 7,764,636 208,134 740,361 521,175 8,261,651 161,253 4,965,059 123,189 192,811 229,137 15,382,361 369,173 9,026,122 314,441 830,130 761,433 6,076,300 177,766 6,300,575 182,627 156,133 675,994 93,213,850 43,287,774 93,769,525 62,065,659 Page 149 City of Flagstaff Buffalo Park Annual Financial Plan 2016 Page 150 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 2016 Page 151 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 2016 Page 152 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. 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. 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 15 ACCOMPLISHMENTS City Manager – City Accomplishments and Council Goals Repair, Replace and Maintain Infrastructure (Streets & Utilities)  Streets and Utilities Bond Program Completed in FY15, overall program outcomes: o 13 road projects totaling $15.13 million o 8 waterline and sewerline projects totaling $8.5 million o 6 Water capital projects totaling $2 million o 3 Wastewater projects including the new Temporary Solids Handling System $2.3 million  Increased pavement preservation one-time funding by $600,000 and continued ongoing funding by $1 million.  Increased ongoing and one-time Facilities and IT funding in FY 2015  Adopted the Road Repair and Street Safety Sales Tax increase to address backlog Fund Existing, and Consider Expanded Recreational Services  Added Adult Coed Hockey League, Children’s Health and Wellness Fair, and Dew Festival  Funded $1.5 million worth of Parks and recreation Facility Improvements  Funded Phase 2 of Bushmaster Park Expansion Address Core Services Maintenance Facility  Completed 2 procurement processes to identify location of the facility.  Selected McAllister ranch as the location.  Initiated design of new facility.  Conducted initial neighborhood meeting regarding sale of current location. Annual Financial Plan 2016 Page 153 City of Flagstaff GENERAL ADMINISTRATION DIVISION 011 CITY MANAGER Complete Rio de Flag Flood Control Project  Limited Reevaluation Report (LRR) completed and submitted to HQ and ASA for Review (FY15).  Acquired $1.6 million in Federal funding as a result of FY 2015 lobbying trip.  Clay Avenue Detention Basin substantially complete.  FEMA Design concept report completed and presented to Council. Retain, Expand, and Diversify Economic Base  Increased passenger enplanements to same volume as when there were two airlines.  Facilitated the sale of Auto-Park Lots.  Designed and constructed Innovation Mesa Business Accelerator with a $4 million EDA Grant. Complete Comprehensive Water Policy  Completed the Principles of Sound Water management Policy document after 2 years of work  In July 2014 ADOT agreed to enter an IGA enabling the Red Gap Pipeline placement in I-40 ROW. Staff worked throughout FY 2015 on the agreement language.  City Manager Advisory Panel on Compounds of Emerging Concern with world-renown scientists; determined risk and research parameters on reclaimed water and secured approximately $900,000 in research funding. Review Financial Viability of Pensions  City Manager and staff participated on Pension Reform Task Force with GFOAZ and AZ League of Cities and Towns.  Staff reviewed potential options for pension reform. Review All Commissions  Adopted Board and Commission Handbook with various policy directives.  Adopted Comprehensive Ordinance revising structure, membership and commission. Zoning Code Check In and Analysis of the Process and Implementation  Revised code concerning Zoning Map Amendment process.  Adopted a new Sign Code amendment. Develop and Ongoing Budget Process  Identified Budget goals of compensation, staffing and infrastructure in FY 2015.  FY 2015 Budget increased compensation 3.2%, infrastructure funding, and addressed Police staffing. Other Non-Goal Accomplishments  Implemented the Forest Health/Flagstaff Watershed Protection Project  Conducted Property Inventory and established policy intentions in a Resolution.  Implemented Four Photovoltaic Projects  Unanimous adoption of proposed Regional Plan and then 75% voter approval  Developed and implemented a Navajo Cultural Sensitivity Training for Police Department. Real Estate  Leased five city structures to generate revenue for City programs.  Acquired necessary Rights of Way and easements for two capital improvements projects including two FUTS easements negotiated into a donation  Designated high priority parcels of land as Park and Open Space per Council direction in the Property Inventory  Acquired necessary Right of Way and easements for and from numerous developments in support of Development Services and Utilities  Sold Lot 11 of the Auto Park  Purchased two high priority FUTS parcels  Developed a Request for Proposals regarding 60 acres of land in the Airpark Annual Financial Plan 2016 Page 154 City of Flagstaff GENERAL ADMINISTRATION    DIVISION 011 CITY MANAGER Provided material support to internal clients on a wide variety of projects including but not limited to: the McAllister and Mogollon Public Works Yards, the potential Veterans’ Home, the potential Arizona Science Center, the Trax property, the Sawmill Property, 4 S San Fran and the Rio de Flag Abandoned unnecessary easements for two external clients Developed, in partnership with internal stakeholders, a new process for accepting Rights of Way and easements through the Development Review process City Clerk  Conducted successful Board/Commission Trainings and recorded training to enable on-line training  Brought back required ordinances to provide for boards/commissions to be consistent in number of members and length of terms  Conducted successful Primary and General 2014 Candidate Elections and 2014 Special Election  Conducted successful 2015 Special Election for the Charter Amendments  Assisted with Charter Review Committee, presented proposed amendments, prepared Ballot and Information Pamphlet, and participated in outreach efforts, all prior to a successful 2015 Special Election (TENTATIVE)  Began automated preparation of meeting minutes for future use in voting records availability  Deputy City Clerk obtained designation as a Certified Municipal Clerk FY 16 NEW INITIATIVES AND GOALS City Manager – City Council Goals  Invest in our employees and implement retention and attraction strategies o Bring all City employees up to market pay o Invest in training and development in our staff o Fund pensions at the minimum recommended contribution levels to assure ongoing plan viability o Participate in the evaluation and implementation of a pension plan structure that will provide a secure and sufficient benefit to retirees within a sustainable cost structure for the employer and the employee  Ensure Flagstaff has a long-term water supply for current and future needs o Identify financing, plan for and construct red gap waterline o Secure ROW o Review current water rates structure o Integrate conservation strategies into all water resource management    o Expand the use of reclaimed water Provide sustainable and equitable public facilities, services, and infrastructure systems in an efficient and effective manner to serve all population areas and demographics o Rio de Flag - Complete 100% plans, LRR and identify financing strategy o Construct Core Services Maintenance Facility at McAllister Ranch o Explore stadium and arts district o Maintain existing infrastructure by investing in ongoing maintenance and operations to get closer to target condition o Design, finance and construct Courthouse o Enhance Library hours Explore and adopt policies to lower the costs associated with housing to the end user o Understand and support increasing housing availability in conjunction with FHA o Facilitate exploration of financing tools and models that meet the needs of affordable rental community o Review regulatory documents in regard to the complexity of housing affordability o Support creative partnerships around workforce housing Develop and implement guiding principles that address public safety service levels through appropriate staffing levels Annual Financial Plan 2016 Page 155 City of Flagstaff GENERAL ADMINISTRATION       DIVISION 011 CITY MANAGER Relieve traffic congestion throughout Flagstaff o Identify more information on scope of problem and solutions that address both supply and demand, including measurement to quantify congestion. o Work with partners to achieve goal (regional, county, Flagstaff Metropolitan Planning Organization, state NAIPTA, railroad, NAU) o Implement Road Repair and Street Safety projects Address key issues and processes related to the implementation of the Regional Plan o Conduct annual review of implementation of Regional Plan o Review and possibly amend Regional Plan goals and policies with regard to location of urban activity centers, preservation of dark skies and student housing and other high density developments. (Review how we implement the RP in the Zoning Code) o Explore neighborhood parking districts Improve effectiveness of notification, communication, and engagement with residents, neighborhoods and businesses and about City services, programs, policies, projects and developments o Review what, when and how Council and public are notified about development projects o Identify opportunities for collaborative outreach among Council members and key community stakeholders Foster relationships and maintain economic development commitment to partners Decrease the number of working poor o Discuss non legislative tools that lead to living wages in the community o Conduct legal research on the City's authority to legislate a local livable wage Ensure that we are as prepared as possible for extreme weather events o Present resiliency and preparedness goals to Council Real Estate  Increase the revenue and/or public benefit generated by leasing City assets  Identify at least four high value parcels under one acre for Council direction regarding potential disposition  Sell at least two parcels of land  Acquire Rights of Way and easements necessary for all capital projects requesting them  Address and clarify abandonment process and fee structure in the Zoning Code  Bring an ordinance to City Council allowing the sale of parcels of a certain type with reduced administrative burden  Provide high quality internal support that is reflected in high scores on a customer service survey  Sell at least one lot from the Auto Park. City Clerk  Continue with outreach efforts to assist with moving forward additional Charter amendments to the voters  Conduct successful candidate election (POTENTIAL) in 2016 and additional Charter amendment election  Establish Council voting records availability for public information  Improve on performance measurements for scanning of documents which should now be possible with improved technology PERFORMANCE MEASURES – CITY MANAGER Priority: Management - Effective Governance and City Council Adopted Goals Goal: Meet Council and Administration goals established in this Fiscal Year Objective: City Council will see results/progress in Council project priorities through divisions 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:  Annual Financial Plan 2016 Page 156 City of Flagstaff GENERAL ADMINISTRATION DIVISION 011 FY 13 Actual Substantial Accomplishment Measures: Annual Evaluation of City Manager by City Council CITY MANAGER FY 14 Actual Substantial Accomplishment FY 15 Estimated Substantial Accomplishment FY 16 Proposed Substantial Accomplish ment Priority: Council - Improve effectiveness of notification, communication, and engagement with residents, neighborhoods and businesses and about City services, programs, policies, projects and developments 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 13 FY 14 FY 15 FY 16 Measures: Actual Actual Estimated Proposed Survey Response Rate N/A 31% 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” N/A 69% N/A N/A N/A 43% N/A N/A Priority: Council - Improve effectiveness of notification, communication, and engagement with residents, neighborhoods and businesses and about City services, programs, policies, projects and developments 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 13 FY 14 FY 15 FY 16 Measures: Actual Actual Estimated Proposed Number of Facebook “likes” 200 429 800 1500 Number of Twitter followers Report a Concern Online – percentage of concerns “closed” 150 427 767 1000 85% 85% 95% 95% Priority: Management - Effective Governance Goal: Provide excellent internal customer service Objective: To provide internal satisfaction to City of Flagstaff employees Type of Measure: Effectiveness Tool: Internal survey of your frequent customers Frequency: Annually Scoring: Percentage or Increase, Decrease, No Change Trend:  Annual Financial Plan 2016 Page 157 City of Flagstaff GENERAL ADMINISTRATION Measures: Survey Response Rate Survey Results – Percentage of City employees rating overall City Switchboard as “good” or “better” DIVISION 011 CITY MANAGER FY 13 Actual FY 14 Actual FY 15 Estimated FY 16 Proposed N/A N/A N/A 80% N/A N/A N/A 80% Priority: Council - Ensure that we are as prepared as possible for extreme weather events 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. Current plans are outdated. (Resource tool is proposed in FY16 budget.) Frequency: Annually Scoring: Percentage completed Trend:  FY 13 FY 14 FY 15 FY 16 Measures: Actual Actual Estimated Proposed Completed division-level continuity of operations plan and/or emergency response N/A 75% 0% 100% plan updates PERFORMANCE MEASURES – REAL ESTATE 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 13 CY 14 Measures: Actual Actual Parcel implementation based on Council 4 parcels Guidance (100%) CY 15 Estimated 4 parcels (100%) CY 16 Proposed 3 parcels (100%) Priority: Regional Plan (2030) – Open Space (Goal OS.1) and Provide sustainable and equitable public facilities, services, and infrastructure systems in an efficient and effective manner to serve all population areas and demographics Goal: Open Space & FUTS Objective: Acquire Open Space & FUTS easements Type of Measure: Output Tool: Process Frequency: Per project term Scoring: 95% Trend:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Complete acquisitions and easements 95% 95% 95% 95% Annual Financial Plan 2016 Page 158 City of Flagstaff GENERAL ADMINISTRATION DIVISION 011 CITY MANAGER Priority: Council - Provide sustainable and equitable public facilities, services, and infrastructure systems in an efficient and effective manner to serve all population areas and demographics 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 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Complete acquisitions and easements 95% 95% 95% 95% PERFORMANCE MEASURES – CITY CLERK 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 14 Measures: Actual Sets of Council meeting minutes ready by the 100% next Council meeting Document management – Number of days for 6 day annual Administration/Council routed documents average Scanning of Contracts into Imaging System 26 day annual average CY 15 Estimated CY 15 Actual CY 16 Proposed 95% 85% 100% 9.5 day annual average 5 day annual average 32.7 annual average 10 day annual average 6 day annual average 10 day annual average 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 14 CY 15 Measures: Actual Estimated Board and Commission vacancy rate* 10% 5% # of Boards/Commission at full membership % of applications received electronically day CY 15 Actual CY 16 Proposed 10% 5% 65% 75% 83% 90% 70% 75% 83% 85% * For purposes of this report vacancy is defined as a position that is vacant for more than 30 days. Annual Financial Plan 2016 Page 159 City of Flagstaff GENERAL ADMINISTRATION DIVISION: DIVISION 011 CITY MANAGER 01-011-CITY MANAGER EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2013-2014 $ 1,159,496 261,905 28,209 $ 1,449,610 Adopted Budget 2014-2015 $ 1,213,593 497,787 659 $ 1,712,039 Estimated Expenditures 2014-2015 $ 1,213,593 484,973 659 $ 1,699,225 Proposed Budget 2015-2016 $ 1,282,220 297,622 (1,954) $ 1,577,888 Budget-Budget Variance $ 68,627 (200,165) (2,613) $ (134,151) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Disability Awareness Public Information Customer Service Property Management City Clerk Elections TOTAL $ 934,122 1,813 50,374 16,188 75,483 275,787 95,843 1,449,610 $ 976,090 4,763 57,000 13,000 98,542 562,644 1,712,039 $ 970,776 4,763 57,000 13,000 91,042 562,644 1,699,225 $ 993,089 55,700 25,300 89,621 414,178 1,577,888 $ 16,999 (4,763) (1,300) 12,300 (8,921) (148,466) (134,151) 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 $ $ 1,168,385 82,644 60,650 563 118,924 10,277 19,105 103,032 14,308 1,577,888 COMMENTARY: The City Manager's operating budget has decreased 8% and there are no capital expenditures. Personnel Services increases are due to a 2% market pay increase. Contractuals decrease is due to the state legislative budget being moved to Non-Departmental. Commodities decreases are due to the disability awareness program being moved into Human Resources budget. There is no major capital (>$10,000) for this Section. Annual Financial Plan 2016 Page 160 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 2016 Page 161 City of Flagstaff Annual Financial Plan 2016 HUMAN RESOURCES Human Resources 001-04 1 Division Director (HR Director) 1 Administrative Specialist Administration 1 Human Resources Analyst Benefits 1 Human Resources Analyst Classification and Compensation 1 Human Resources Analyst Administration 1 Human Resources Manager Page 162 Administration 1 Human Resources Supervisor Administration 1 HR Generalist Recruitment 1 HR Recruitment Specialist 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 15 ACCOMPLISHMENTS                        Developed and completed a City wide process for validating the City’s CORE culture. Implemented an online performance management system. Began the conversion of the City’s Payroll/Human Resources Information System. Completed the rewrite of the Employee Handbook of Regulations. Implemented the new customer service initiatives. Created and implemented “days to celebrate” to improve employee outreach and morale. Partnered with Payroll to finish the merger between City of Flagstaff and Flagstaff Housing Authority. Significantly reduced the number of days it takes to complete the recruitment process and created a more sustainable process. Assisted with the executive recruitment for a City Manager. Completed an executive recruitment for an Economic Vitality Director. Implemented the compensation and staffing solutions adopted by City Council. Completed a City wide compensation study. Researched and designed a City wide market based pay plan. Completed phase II and phase III of the Utilities Division structure, classification and compensation. Created an annual citywide training plan. Contracted for services of a NAPEBT onsite/near site health and wellness clinic. Completed the social security number verification requirement to meet Federal ACA requirement. Implemented a health care reform tracking process to avoid penalty taxes under the ACA. Updated the Flexible Spending Account to an excepted benefit to meet new Federal ACA and IRS requirements. Created a new TeamWell as the City’s wellness committee. Assisted NAPEBT with RFPs on life, accidental death and dismemberment, onsite/ near site clinic and benefit consultant. Assisted NAPEBT update the Trust Administrative Manual. Assisted NAPEBT in the creation and implementation of a new three-tier wellness incentive program. FY 16 NEW INITIATIVES AND GOALS       Implement the City wide training plan. Finalize the Employee Handbook of Regulations and set up the online version on the City’s website. Implement the NAPEBT onsite/near site health and wellness clinic. Develop and roll out presentations on health care and how to maintain or lower costs. Conduct an employee opinion survey. Begin holding employee forums and/or focus groups to enhance City wide communication and collect employee feedback. Annual Financial Plan 2016 Page 163 City of Flagstaff GENERAL ADMINISTRATION  DIVISION 012 HUMAN RESOURCES Continue the conversion of the City’s Payroll/Human Resources Information System. 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 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Number of Employee Grievances 3 1 2 2 Number of Grievances resolved 2 1 2 2 Percent of Grievances resolved within defined 100% 100% 100% 100% timeframe Number of Complaints * 8 3 3 3 Complaints with substantiated findings 5 2 2 2 Corrections implemented 5 3 2 2 * One investigation may contain multiple complaints within the one investigation. This does not include employee relations solely dealing with progressive discipline. Annual Financial Plan 2016 Page 164 City of Flagstaff GENERAL ADMINISTRATION DIVISION 012 HUMAN RESOURCES 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 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Number of Classification Requests 39 75 45 45 Percent of Classification Requests approved 100% 100% 100% 100% Classification Evaluations completed within Six 100% 100% 100% 100% months Number of Job Descriptions reviewed (1/5 65 132 100 100 goal=42) Number of pay inequities 0 1 1 1 Percent of pay inequities substantiated 0 0 0 0 Salaries compared to market 11.11% 9.05% 10.85% 12.05% below below below below Percent of salary adjustment 3.2% 0.45% 1.0% 1.0% Turnover 11.16% 12.17% 13% 13% Above/Below Government Turnover Rate* Below 5.74 Below 3.63 Below 2.0 Below 2.0 * Comparison based on Bureau of Labor Statistics: Job Openings and Labor Turnover Survey government 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 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Number of vacancies * 299 259 275 275 Average time to complete the recruitment process 34.67 days 31 days 34 days 34 days Number of positions advertised multiple times 9 22 19 19 Number of positions advertised as open until filled 4 37 30 30 Number of declinations 10 6 8 8 Percent of declinations compared to vacancies 3.34% 2.32% 3.0% 3.0% Percent of internal promotions 28.04% 23.17% 20% 20% * Vacancies include miscellaneous recruitment efforts. Annual Financial Plan 2016 Page 165 City of Flagstaff GENERAL ADMINISTRATION DIVISION: DIVISION 012 HUMAN RESOURCES 01-012-HUMAN RESOURCES EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2013-2014 $ 522,845 18,164 12,106 $ 553,115 Adopted Budget 2014-2015 $ 573,459 64,625 106,003 $ 744,087 Estimated Expenditures 2014-2015 $ 573,459 15,913 105,608 $ 694,980 Proposed Budget 2015-2016 $ 689,108 76,062 16,341 $ 781,511 Budget-Budget Variance $ 115,649 11,437 (89,662) $ 37,424 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Recruitment and Selection Benefits Compensation and Classification Employee Training and Counseling Diversity Awareness Disability Awareness TOTAL $ 347,746 56,269 76,849 65,998 5,529 724 553,115 $ 483,483 50,699 88,175 67,282 53,540 908 744,087 $ 483,483 50,699 88,175 67,282 4,433 908 694,980 $ 492,232 51,723 82,822 89,011 61,527 908 3,288 781,511 $ 8,749 1,024 (5,353) 21,729 7,987 3,288 37,424 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND SEMS $ $ 599,864 42,565 29,415 51,343 4,555 7,867 38,880 7,022 781,511 COMMENTARY: The Human Resources operating budget has increased 5% and there are no capital expenditures. Personnel Services increase is due to an increase in 1.25 FTE for an analyst and manager position and a 2% market pay increase. Contractual increase is due to an increase in education and training. Commodities decrease is due to a decrease in computer software. There is no major capital (>$10,000) for this section. Annual Financial Plan 2016 Page 166 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. National Weather Service computers in Flagstaff Annual Financial Plan 2016 Page 167 City of Flagstaff RISK MANAGEMENT Risk Management 013 1 ‐ Assistant to City Manager 1 ‐ Risk Management Specialist Annual Financial Plan 2016 Page 168 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 15 ACCOMPLISHMENTS     Renewed Workers’ Compensation insurance program with Copperpoint Mutual at a budget savings of $250,000. Renewed our general liability, auto and property insurance coverage at an annual budget savings of $320,000. Roll out new training initiative “Saving our Assets - You”, targeted at reducing the frequency and severity of losses, to all employees. Established a City Wide Safety Committee FY 16 NEW INITIATIVES AND GOALS     Renew our Worker’s Compensation insurance program at a reduction of 5% in premium. Renew our general liability, auto and property insurance coverage at a reduction of 3% in premium. Roll out training imitative “Saving our Assets II” to employees, designed to reinforce and enhance loss reduction results from the preceding year. Begin taking OSHA required training that has been outsource and take in house with existing staff. Annual Financial Plan 2016 Page 169 City of Flagstaff GENERAL ADMINISTRATION DIVISION 013 RISK MANAGEMENT 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 recordable employee injuries Type of Measure: Program effectiveness Tool: Risk Management paid claims data Frequency: Annual Trend:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Number of recordable employee injuries 80 48 45 45 Number of serious classified injuries 13 5 5 4 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: Both frequency and severity of injuries are reducing CY 13 CY 14 CY 15 Measures: Actual Actual Estimated OSHA incidence rate 7.50 6.3 6.0 (# of injuries per 100 FTE / Hrs. worked by all. CY 16 Proposed 5.9 Priority: Management -- Effective Governance. Goal: Reduce the overall number of City owned vehicle accidents and the percentage of those deemed preventable. Objective: Reduce the cost of damage to City assets and employee injuries Type of Measure: Outcome Tool: Risk management claims data Frequency: Annual Trend: new measure CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Number of City owned vehicle accidents New 64 64 60 measure % of accidents deemed preventable N/A 61% 60% 50% Annual Financial Plan 2016 Page 170 City of Flagstaff GENERAL ADMINISTRATION DIVISION: DIVISION 013 RISK MANAGEMENT 01-013-RISK MANAGEMENT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2013-2014 $ 154,749 13,941 11,710 $ 180,400 Adopted Budget 2014-2015 $ 156,213 25,211 4,316 $ 185,740 Estimated Expenditures 2014-2015 $ 156,213 25,211 4,316 $ 185,740 Proposed Budget 2015-2016 $ 174,943 24,461 5,066 $ 204,470 Budget-Budget Variance $ 18,730 (750) 750 $ 18,730 $ $ $ $ $ $ $ $ 204,470 204,470 $ $ $ 139,190 12,295 9,009 512 21,709 1,699 2,644 15,386 2,026 204,470 EXPENDITURES BY PROGRAM: General Administration TOTAL 180,400 180,400 185,740 185,740 185,740 185,740 18,730 18,730 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 10% with no capital expenditures. Personnel Services increases are due to a 2% market pay increase and a change in personnel. Contractuals decrease is due to a decrease in custodial services. Commodities increase is due to an increase in work order charges. There is no major capital (>$10,000) for this section. Annual Financial Plan 2016 Page 171 City of Flagstaff Downtown Flagstaff Annual Financial Plan 2016 Page 172 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: The desktop, network, server, electronic storage and telephony infrastructure which enables access to the City's electronic data and geographical information; 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 2016 Page 173 City of Flagstaff Annual Financial Plan 2016 INFORMATION TECHNOLOGY Information Technology 001-08 1 Division Director (IT Director) Network Operations 1 IT Manager 1 IT Administrator Applications 1 IT Manager Page 174 2 IT Analyst 1 IT Specialist 1 IT Technician ITAC Operations 1 IT Manager Systems 1 IT Manager 1 IT Administrator 1 IT Analyst 1 IT Specialist 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 15 ACCOMPLISHMENTS   Planned Projects:  Implemented Phase 2a of the migration to the Harris ERP Financial applications  Implemented Community Development migration to the Harris ERP applications  Consolidated multiple sources of address data and designated the GIS data as the most accurate source for address data  Retired legacy Community Development hardware and software (KIVA)  Began Phase 3 of the migration to Harris ERP applications  Migrated the court Electronic Data Management System (EDMS) from the county servers to the city server  Purchased and install new core network routers which provide the backbone of the city’s network  Completely eliminated the use of green bar paper and printouts  Implemented Voice over Internet Protocol (VoIP) on an additional eight sites  Acquired and implemented a fourth camera for the video streaming system in council chambers  Upgraded GIS infrastructure  Updated base GIS data to most current data  Automated GIS data loads for Harris ERP Community Development application  Continued refresh of city staff PCs  Completed upgrades to various software applications  Completed 80% of the migration to Windows 7  Enhancements for Dew Downtown scoreboard and point of sale systems Unplanned Projects:  Expanded and enhanced City wide wireless access points to enable them to be centrally controlled  Reduced the physical size of the data center made possible by server consolidation due to server virtualization  Added new GIS datasets to accommodate trails and Harris ERP Community Development Annual Financial Plan 2016 Page 175 City of Flagstaff GENERAL ADMINISTRATION       DIVISION 014 INFORMATION TECHNOLOGY Developed public-facing GIS websites Migrated Firehouse software application to the cloud Upgraded legacy Click2Gov software for utility payments Consolidated network rack and cleaned up cabling in conjunction to prepare for data center size reduction Implemented Visitor Center web accessible video camera Completed upgrades to various software applications FY 16 NEW INITIATIVES AND GOALS             Implement Phase 2b of the migration to the Harris ERP Financial applications Implement all or part of Phase 3 of the migration to the Harris ERP Financial applications and retire legacy financial applications (Sungard H.T.E.) Acquire and implement new Storage Area Network (SAN) unit to expand the city’s storage capabilities and house all City data Complete deployment of VoIP phones to the final six remote sites Implement a new microwave network to connect city remote sites Complete the final 20% of the migration to Windows 7 Begin limited implementation of Virtual Desktop Infrastructure Explore cloud options in anticipation of Centurylink’s completion of a second path to the internet Integrate GIS to Cartegraph to accommodate field workers Upgrade to new ERSI (GIS) software tools Enhance public-facing GIS websites Begin beta testing of Capital Improvements software application in partnership with Harris ERP Annual Financial Plan 2016 Page 176 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 13 Actual 99.95% CY 14 Actual 99.96% CY 15 Estimated 99.96% CY 16 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 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Customer surveys returned with an overall rating 96% 96% 94% 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 13 CY 14 CY 15 Measures: Actual Actual Estimated Count of outstanding (not yet completed) work 50 40 60 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 13 CY 14 Measures: Actual Actual Percent completion 50% 85% Annual Financial Plan 2016 Page 177 CY 15 Estimated 90% CY 16 Proposed 30 CY 16 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 2013-2014 $ 974,705 356,595 366,624 $ 1,697,924 Adopted Budget 2014-2015 $ 1,104,784 419,083 593,798 80,000 $ 2,197,665 Estimated Expenditures 2014-2015 $ 1,104,784 419,083 399,138 80,000 $ 2,003,005 Proposed Budget 2015-2016 $ 1,171,999 442,525 600,575 725,000 $ 2,940,099 Budget-Budget Variance $ 67,215 23,442 6,777 645,000 $ 742,434 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Applications Systems Services Network GIS IT Non Departmental TOTAL $ 175,849 338,944 206,290 134,145 235,162 182,906 421,784 1,697,924 $ 188,719 407,218 209,199 258,460 319,138 156,063 658,868 2,197,665 $ 188,719 407,218 209,199 258,460 319,138 156,063 464,208 2,003,005 $ 230,950 455,646 243,273 302,987 1,050,518 234,425 422,300 2,940,099 $ 42,231 48,428 34,074 44,527 731,380 78,362 (236,568) 742,434 SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND SEMS $ $ 2,427,746 11,676 23,353 317,746 15,569 15,569 93,411 35,029 2,940,099 COMMENTARY: The Information Technology operating budget has increased 5% and capital expenditures total $725,000, resulting in an overall net increase of 34%. Personnel Services increases are due to a 2% market pay increase, and increase in contracted temporary staffing. Contractual increases are due to increases in computer equipment maintenance, tower rentals, and utilities. Commodities increases are due an increase in one time approved computer software purchases. Major capital (>$10,000 ) includes a Storage Area Network Replacement ($75,000) and the construction of a Microwave Network ($650,000). Annual Financial Plan 2016 Page 178 City of Flagstaff LEGAL DIVISION MISSION The mission of the Legal Division 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. Coconino County Superior Court - Historical Building Annual Financial Plan 2016 Page 179 City of Flagstaff Annual Financial Plan 2016 Page 180 City of Flagstaff 4 Sr. Asst City Atty Civil 1 Deputy City Attorney Legal 001-07 1 City Attorney LEGAL 3 Admin Asst 3 Asst City Atty 1 Administrative Specialist Leadworker Prosecution 1 City Prosecutor 1 Legal Assistant 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 15 ACCOMPLISHMENTS           Increased training to the Police Department. Supported the City Clerk in several elections, including the Regional Plan, streets & roads tax, and candidate election. Supported Staff with ongoing projects such as the Employee Handbook Revisions, ADOT P3 project, and review of Zoning Code amendments. Completed with Staff the Phoenix Avenue leases, Downtown Street Closure Plan, Heritage Square Management Plan and the Water Policy. Assisted Human Resources with several legally contentious employee terminations/resignations. Continued work with outside counsel to obtain resolution on the Hopi lawsuit and Red Gap Pipeline. Obtained good results on the litigation with Al Miner (construction claim) and Calvin Wooten (civil rights action). Prepared contract templates and real-estate forms. Drafted an ordinance regarding subdivision assurances that incorporated lessons-learned from the last downturn. Presented a Continuing Legal Education (CLE) program to the Coconino County Bar regarding legal issues and how to improve client business communications with the City. FY 16 NEW INITIATIVES AND GOALS  Assist Utilities and Community Development with the creation of Development Agreement language that allows for appropriate vesting of water resources during the development process.  Assist Community Development with zoning application and exaction negotiations with Canyon del Rio.  Assist the City Clerk’s Office with updating the Charter and preparing for an election regarding updated charter language.  Continue work with Finance to shift local tax administration and collection to Arizona Department of Revenue.  Update the City Code to comply with state law applicable to cable licenses and data network options.  Increase support of the Police Department (if we receive the budget to allow for those services).  Increase support of the Utilities Department by increasing services provided by in-house counsel.  Continue work with outside counsel to obtain resolution of the Hopi lawsuit, the defamation action, and to obtain right-of-way for the Red Gap pipeline.  Continue support of Staff with Employee Handbook Revisions, ADOT P3 project, courthouse project, and Zoning Code Amendments.  Prepare contract templates for alternative project delivery methods, such as CMAR, JOC and Design-Build.  Create a forum for Northern Arizona City Attorneys to meet and discuss common legal issues.  Increase efficiency of Prosecution Support Staff by increasing the use of the DAMION database.  Train prosecutors regarding technology for efficiency and increase training on DUIs and Domestic Violence. Annual Financial Plan 2016 Page 181 City of Flagstaff GENERAL ADMINISTRATION DIVISION 015 Requests for Legal Assistance Contracts (includes contracts, development agreements, grants, IGAs, bids) LEGAL CY2010 CY2011 CY2012 CY2013 CY2014 171 211 202 161 192 Legal Opinions/Research 101 169 149 164 174 Ordinances/Resolutions 115 78 60 59 77 Real Estate 52 77 79 62 82 Claims/Litigation/Hearings 94 75 57 81 58 Public Records Requests Miscellaneous (may include but not limited to: tax/licensing, 36 33 82 122 89 19 13 32 34 76 Total: 588 656 661 683 748 % Increase from Prior Year: -8% 12% 1% 3% 10% Number of cases per attorney: 141 187 167 153 155 Number of cases per attorney and staff: 126 146 133 138 141 personnel, forms, policies/procedures, elections, boards and commissions, PD staff trainings) * 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 CY10 CY11 CY12 CY13 CY14 New Criminal Cases 4,746 4,818 5,013 4,226 4,456 Domestic Violence Cases 746 691 762 682 627 Driving Under the Influence (DUI) cases 599 629 635 507 470 Criminal Traffic Cases (excluding DUI) 816 661 475 442 410 Sales Tax Cases 16 13 0 1 1 1,841 1,931 2,249 2,016 2,222 Underage Alcohol 355 482 498 298 340 Drug/Drug paraphernalia cases 248 251 237 206 225 City Code Violations (other than sales tax) 125 135 136 59 95 Cases Involving a Victim (FY stats) 2,177 2,458 2,453 2,348 2,481 Victims' Services Performed (FY stats) 24,042 24,937 13,972 15,991 16,698 27 25 21 15 66 Other Cases Mental Health Court Cases Cases Reviewed for Charging Referred by PD 234 188 234 198 271 Pending DUI files at year end 272 298 436 345 336 1.39% 1.52% 4.05% -15.70% 5.44% 949 964 1,202 1,215 1,173 1,265 1,377 1,396 1,127 1,273 542 567 647 585 610 % 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 2016 Page 182 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 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Number of cases opened 4,226 4456 4698 4941 2,419 1108 Number of cases closed * Percentage of cases closed (per DAMION - not (plus an estimated all have been entered 3500 pending entry into system) into DAMION) 57% *78% 4228 4447 90% 90% *Number of cases closed as reported in our DAMION case management system. Due to vacancies and support staff turnover, all closed cases have not yet been entered into the system. 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 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Overall rating of meets or exceeds expectations Annual Financial Plan 2016 Meets Expectations Page 183 Meets Expectations Meets Expectations Meets Expectations City of Flagstaff GENERAL ADMINISTRATION DIVISION: DIVISION 015 LEGAL 01-015-CITY ATTORNEY EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2013-2014 $ 1,357,064 36,454 17,758 $ 1,411,276 Adopted Budget 2014-2015 $ 1,441,372 42,309 23,375 $ 1,507,056 Estimated Expenditures 2014-2015 $ 1,441,372 42,309 23,375 $ 1,507,056 Proposed Budget 2015-2016 $ 1,519,006 45,985 27,730 $ 1,592,721 Budget-Budget Variance $ 77,634 3,676 4,355 $ 85,665 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Council and Department Support Police Court TOTAL $ 121,165 643,835 646,276 1,411,276 $ 139,809 667,586 699,661 1,507,056 $ 139,809 667,586 699,661 1,507,056 $ 141,520 675,750 775,451 1,592,721 $ 1,711 8,164 75,790 85,665 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 $ $ 1,275,344 42,577 33,432 39,520 105,141 7,550 10,774 71,379 7,004 1,592,721 COMMENTARY: The City Attorney operating budget has increased 5% and there are no capital expenditures. Personnel Services increases are due to an increase in 1.0 FTE for a Senior Assistant City Attorney and a 2% market pay increase. Contractual increases are due to an increase in maintenance for a licensing fee. Commodities increase is due to a one-time approval for a computer equipment purchase. There is no major capital (>$10,000) for this division. Annual Financial Plan 2016 Page 184 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 2016 Page 185 City of Flagstaff Annual Financial Plan 2016 COURT 1 Presiding Magistrate Court 65 1 Division Director (Court Administrator) Operations 1 Deputy Court Administrator 1 Magistrate 1.3 Pro Tem Magistrate Court Services 1 Deputy Court Administrator Page 186 Probation Services 1 Probation Service Officer Warrant Services 2 Warrants Officer Customer Service 2 Court Judicial Specialist Fiscal Services .80 Court Financial Specialist IT/Records Services 1 Court IS Coordinator 1 Court Judicial Specialist Training Services 1 Court Training Specialist Interpreter Services 1 Court Interpreter Motions and Calendaring 1 Court Judicial Specialist Collection Services 2 Collections Specialist 1 Court Judicial Specialist Facility Services Jury Services 1 Jury Services Specialist Case Management 2 Administrative Asst 3.25 Court Judicial Specialist City of Flagstaff GENERAL ADMINISTRATION SECTION 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 15 ACCOMPLISHMENTS                    Through active case management adjudicated 94% of all cases within 90 days, 88% of all cases including time a case spent out on a warrant (exceeds state average of 76% for all courts). Complied with all Rules of Court and Statutory case handling requirements. Provided accurate information to the public in over 60,000 specific case inquiries, 56,000 visits by the public and participated in ongoing statistical reporting. All public court case information is available through an online data warehouse. All court staff completed the orientation and training requirements of the Arizona Judicial Branch and we have reported timely. Judges participated in the regional LJ conference as well as the Statewide Judicial Conference. Processed over $3.25M in financial transactions, have complied with the Arizona Supreme Court Minimum Accounting Standards and reported timely. Implemented a new stand-alone solution for our Electronic Document Management System in coordination with the City IT department. Reviewed the current status of the Criminal Justice Integration System and we are working toward developing an alternative platform and renewed IGA. Developed an alternative for funding and development of a Courthouse and removed an old unused structure on the courthouse site. We have continued use and expansion of the Mental Health Court of the Flagstaff Municipal Court. Implemented a Veteran’s Court at the Flagstaff Municipal 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 and worked toward the development of Justice 2035. Worked with the Criminal Justice Coordinating Council in developing coordinated plans for the criminal justice system in the county. Participated on the preparation team for the Coconino County Courts Continuity of Court Operations Planning (COOP). Completed the third year of development and implementation of the Coconino County Court Staff Conference for training of court employees. Entered into a partnership with the Internship Department of Criminology and Criminal Justice at Northern Arizona University. Continued participation in the development, review and implementation of a new statewide automated case management system (CMS). Participation with the Model Case Time Standards for Trial Courts Oversight Committee setting standards for the entire State and implemented numerous standards through Administrative Orders. Participated in the development of curriculum and as faculty for the Court Leadership Institute, the Institute for Court Management and the Presiding Judges Academy. Annual Financial Plan 2016 Page1 187 City of Flagstaff GENERAL ADMINISTRATION    SECTION 016 FLAGSTAFF MUNICIPAL COURT Participated in collaboration efforts with numerous groups including the Limited Jurisdiction Court (LJC) Committee a subcommittee of the Arizona Judicial Council, the Criminal Justice Coordinating Council (CJCC), the Court Automation Coordinating Committee (CACC), the Commission on Technology (COT), E-Court Committee, Limited Jurisdiction Case Management System Development Group (LJCMS), Criminal Justice Integration (CJI), Limited Jurisdiction Court Administrators Association (LJCAA), Arizona Court Association (ACA), Justice 2035, 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. We have continued with our many community focused programs which include: Interpreters for all non-English speaking clients of the court, Children Are Precious Passengers (CAPP) program to provide education and safe infant and youth car seats for families charged with violating child seatbelt laws, Defensive Driving School (DDS) programs, Public Defender services for those who cannot afford an attorney, Community Restitution program allowing defendants who cannot pay fines to work within the community as an alternative, Work Release program that allows those serving jail time to maintain employment, Domestic Violence offender counseling and case monitoring, compliance with mandatory DUI sentencing requirements and case monitoring, and our Specialty Courts (Mental Health and Veterans). FY 16 NEW INITIATIVES              Develop a Serial Inebriate Program and support in coordination with City Prosecutors and the CJCC. Scan all current active documents into our Electronic Document Management System (EDMS) to move to truly paperless system. Continue to manage the court’s case load not only meeting all legal requirements as given in rule and statute, but exceed accepted standards of time to disposition on both a national and statewide basis. Implement additional CourTool performance measures to review case management team effectiveness and overall court performance and publish quarterly. Participate the State initiated pilot program for Electronic Warrants in coordination with criminal justice system partners throughout the State. Implement a reorganization of the court to provide improved customer service and collection capabilities. Use statistics based on case management teams to review case loads and develop accountability in the management of cases. Moving forward with the funding and construction of a new court facility. Participate in the pilot and implementation of a new automated Limited Jurisdiction Case Management System (LJCMS). Implement a new platform for the Criminal Justice Integration System and seek approval on a renewed IGA. 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 FY16 in cooperation with the Criminal Justice Coordinating Council and develop a new 20 year plan known as Justice 2035. Annual Financial Plan 2016 Page 188 City of Flagstaff GENERAL ADMINISTRATION SECTION 016 FLAGSTAFF MUNICIPAL COURT PERFORMANCE MEASURES Municipal Court performance measures are based on the CourTools Trial Court Performance Measures developed by the National Center for State Courts. Ten core measures have been developed, the court is moving toward implementing all ten measures over the next several years. TIME TO DISPOSITION Priority: Community Facilities and Services Goal: Timely Adjudication of cases filed in the court. Objective: Meet or exceed case management standards and state average for limited jurisdiction courts. Type of Measure: Outcome Tool: Time to Disposition for all case types Frequency: Annual Scoring: Excluding warrant time: Green – 90%+ in 90 days, Yellow – 80% to 89% in 90 days, Red – Less than 80% in 90 days. Current Score: Green Trend:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimate Proposed Total cases cleared in 90 days excluding warrant time 95% 94% 94% 94% W Ex W Ex W Ex W Ex Cases completed in 0 - 30 days (CY14 state average = 47%) 51% 55% 52% 54% 52% 54% 52% 54% Cases completed in 31 -60 days (CY14 state average = 19%) 31% 33% 27% 33% 27% 33% 27% 33% Cases completed in 61 - 90 days (CY14 state average = 10%) 7% 7% 9% 7% 9% 7% 9% 7% Cases completed in 91 - 120 days (CY14 state average = 9%) 3% 4% 4% 5% 4% 5% 4% 5% Cases completed 121+ days (CY14 state average = 15%) 8% 1% 7% 1% 7% 1% 7% 1% W - Time to disposition does not exclude time cases were out on warrant status. Almost 100% of 121+ day cases were on warrant. The high clearance rate in 121+ days reflects efforts by the court to clear old cases with an emphasis on pending DUIs. Ex - Excludes warrant status time, less than 1% of cases exceed 121+ days unless they are on warrant. CLOSED CASES Priority: Community Facilities and Services Goal: Timely Adjudication of cases filed in the court. Objective: Meet or exceed state average for limited jurisdiction courts. Type of Measure: Outcome Tool: % of Closed Cases as Portion of All Cases Filed in CY 2014 Frequency: Annual Scoring: Green - Above Statewide Average, Yellow – Matches Statewide Average, Red – Below Statewide Average. Current Score: Red Trend:  The Flagstaff Municipal Court was below the statewide average for Limited Jurisdiction Courts by 5%. Last year we exceeded the statewide average for Limited Jurisdiction Courts by 4% Annual Financial Plan 2016 Page 189 City of Flagstaff GENERAL ADMINISTRATION SECTION 016 FLAGSTAFF MUNICIPAL COURT CLEARANCE RATE Council Priority: Community Facilities and Services Goal: Timely adjudication of cases filed in the court. Objective: Meet or exceed case management standards and state average for limited jurisdiction courts. Type of Measure: Outcome Tool: Clearance Rate for all case types Frequency: Annual Scoring: Green – 95%+, Yellow – 80% to 94%, Red – Below 80% . Current Score: Green Trend:  CY 12 CY 13 CY 14 CY 15 Actual Actual Actual Estimate Measures: Clearance Rate 112.77% 108.467% 112.37% 100.00% Annual Financial Plan 2016 Page 190 CY 16 Proposed 100.00% City of Flagstaff GENERAL ADMINISTRATION SECTION 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 13 CY 14 CY 15 Actual Actual Estimate Measures: Amount of city general funds receipted $743,176 $635,914 $700,000 Amount of surcharges/state funds receipted $1,534,067 $1,529,811 $1,550,000 Amount of other local funds receipted $621,671 $570,950 $590,000 Total amount of fines/fees receipted $2,898,914 $2,736,675 $2,840,000 Amount of restitution paid $53,574 $56,091 $55,000 Amount of bonds posted $515,495 $449,733 $475,000 Amount paid to County (Justice Court, Probation and Sheriff) $7,446 $7,620 $7,800 Total amount of pass-through funds $576,515 $513,444 $537,800 Total all financial transactions $3,475,429 $3,250,119 $3,377,800 Annual Financial Plan 2016 Page 191 CY 16 Proposed $700,000 $1,550,000 $590,000 $2,840,000 $55,000 $475,000 $7,800 $537,800 $3,377,800 City of Flagstaff GENERAL ADMINISTRATION SECTION 016 FLAGSTAFF MUNICIPAL COURT ACCESS AND FAIRNESS Council Priority: Community Facilities and Services Goal: To have the public perceive the court to be fair and accessible when they come to do business there. Objective: To have a majority of clients agree that the court treated them fairly and was accessible to them. Type of Measure: Outcome Tool: Survey of Access and Fairness of the Court Frequency: Annual Scoring: Green – 70% or more agree or strongly agree, Yellow - 50% to 69% agree or strongly agree, Red – less than 50% agree or strongly agree. Current Score: Green Trend:  CY 13 Actual 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 14 Actual CY 15 Estimated CY 16 Proposed 91% 80% 88% 90% 83% 87% 90% 80% 87% 90% 80% 87% 84% 83% 84% 84% 76% 88% 93% 85% 59% 71% 87% 91% 88% 41% 71% 87% 91% 86% 40% 71% 87% 91% 86% 40% 83% 77% 80% 80% 78% 71% 75% 75% 74% 66% 70% 70% 75% 81% 80% 80% 88% 84% 87% 79% 88% 80% 88% 80% 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 (“no response” or “not applicable” responses were excluded). Annual Financial Plan 2016 Page 192 City of Flagstaff GENERAL ADMINISTRATION DIVISION: SECTION 016 FLAGSTAFF MUNICIPAL COURT 01-016-MUNICIPAL COURT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2013-2014 $ 1,887,903 754,056 69,111 $ 2,711,070 Adopted Budget 2014-2015 $ 1,884,082 811,827 73,185 $ 2,769,094 Estimated Expenditures 2014-2015 $ 1,884,082 811,827 73,185 $ 2,769,094 Proposed Budget 2015-2016 $ 1,962,390 722,823 70,595 62,000 $ 2,817,808 Budget-Budget Variance $ 78,308 (89,004) (2,590) 62,000 $ 48,714 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Court Services Record Management Court Enforcement Warrant Division Court Operations Judicial Services TOTAL $ 502,672 774,340 116,173 270,589 386,396 165,889 495,011 2,711,070 $ 635,077 625,997 85,548 297,394 336,057 332,479 456,542 2,769,094 $ 635,077 625,997 85,548 297,394 336,057 332,479 456,542 2,769,094 $ 708,591 681,004 122,395 300,093 343,493 197,316 464,916 2,817,808 $ $ 2,817,808 2,817,808 $ 73,514 55,007 36,847 2,699 7,436 (135,163) 8,374 48,714 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Municipal Court operating budget has increased 2%, and there are major capital expenditures planned of $62,000. Personal Services increases of 4% due to an increase in 1.0 FTE for a collection specialist and a 2% market pay increase. Contractual decreases by 11% due to a decrease in computer equipment for EDMS support and a decrease in other miscellaneous services. Commodities decrease due to a decrease in computer equipment. There is a major capital (>$10,000) for this section which is a replacement of two fleet vehicles. Annual Financial Plan 2016 Page 193 City of Flagstaff Annual Financial Plan 2016 Page 194 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 the City is accurately billing and collecting City revenues and to ensure that customers and the City are complying with all applicable local, state, and federal rules and regulations. The mission of the Finance and Budget Section is to ensure that the City's financial resources are protected through sound financial management, including allocation of resources consistent with community goals and providing timely, accurate, and reliable information that will assist in making informed decisions. 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 2016 Page 195 City of Flagstaff Annual Financial Plan 2016 MANAGEMENT SERVICES Management Services 032 1 Management Services Director 032 1 Financial Systems Analyst Purchasing Section 032 1 Purchasing Director 3 Procurement Specialist 1 Warehouse Specialist 1 Admin Specialist Revenue 033 1 Revenue Director Library 035/036/037/038 1 Library Director Customer Service 1 Customer Service Manager Page 196 3 Admin Asst 2 Billing Specialist .75 Collections Specialist Tax Licensing and Revenue 1 Tax Licensing Rev Manager 1 Auditor II 1 Collections Specialist 1 Admin Specialist .75 Admin Assistant Meter Reading 1 Meter Technician Supervisor City of Flagstaff 1 Meter Tech II 3.25 Meter Technician Administration 2 Admin Spec Finance 034 1 Finance Director Information Systems 1 Library IT Manager 1 Library IT Analyst 1 Network Administrator 1 Application Support Spec II 1 Finance Spec Accounting 1 Finance Manager 1 Accountant Public Services 1 Library Manager Circulation 1 Library Supervisor 1 Collection Specialist 3.88 Library Clerk 2 Library Page 1.305 Library Clerk Temp 1 Library Page Temp Adult Services 1 Library Supervisor 2 Librarians 1.98 Library Specialist 1.4 Library Spec (Temp) Youth Services 1 Library Supervisor 3.25 Library Specialist 1.35 Library Spec (Temp) Collection Management Services 1 Library Manager Processing/Acquisitions 1 Library Supervisor 2.25 Library Specialist 1.88 Library Clerk I Cataloging 1.63 Library Specialist Outreach Services 1 Library Manager East Flag 1 Library Supervisor 4 Library Specialist 1 Library Clerk (Temp) County Bookmobile 1 Librarian .09 Library Spec (Temp) Forest Lakes 1 Library Supervisor Grand Canyon .875 Library Supervisor .375 Library Clerk (Temp) Tuba City 1 Library Supervisor 1 Library Specialist .50 Library Clerk (Temp) County Correctional Facility 1.25 Library Specialist Budget 1 Finance Manager 2 Accountant 1 Accounts Specialist 1 Account Clerk Grants 1 Grants Manager Payroll 1 Payroll Manager 1 Grants Specialist 1 Payroll Specialist MANAGEMENT SERVICES SECTION: SECTION 031 MANAGEMENT SERVICES ADMINISTRATION 31-MANAGEMENT SERVICES EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2013-2014 $ $ - Adopted Budget 2014-2015 $ $ - Estimated Expenditures 2014-2015 $ $ - Proposed Budget 2015-2016 $ 251,303 11,665 1,100 $ 264,068 Budget-Budget Variance $ 251,303 11,665 1,100 $ 264,068 $ $ $ $ $ $ $ $ 264,068 264,068 $ $ $ 249,583 1,941 1,541 1,801 4,794 344 491 3,254 319 264,068 EXPENDITURES BY PROGRAM: General Administration TOTAL - - - 264,068 264,068 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 $ COMMENTARY: The Management Services section is new in FY2016. Prior to FY2016 these expenditures and authorized personnel were included in Section 32- Purchasing. Time to celebrate Halloween with the many school children who visit on this day. The theme for Management Services was "Alice in Wonderland" Annual Financial Plan 2016 Page 197 City of Flagstaff 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 a competitive informal or competitive 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 15 ACCOMPLISHMENTS      The Purchasing Section was awarded the Achievement of Excellence in Procurement (AEP) award by the National Purchasing Institute (NPI). Below, is information with regard to the award from the AEP Committee. In 1995, the NPI established a program designed to recognize organizational excellence in public procurement. The AEP award is awarded annually. This prestigious award is earned by those organizations that demonstrate excellence by obtaining a high score based on standardized criteria. The criteria are designed to measure innovation, professionalism, productivity, e-procurement and leadership attributes of the procurement organization. The 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 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 $105,787 in cost savings/cost avoidance FY 2015. The Warehouse has brought in $78,988 in revenues through two (2) public auctions conducted for the sale of surplus property. 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. Purchasing Section staff worked with the Fleet Warehouse to improve their process regarding inventory control to achieve higher inventory accuracy rates. Purchasing Section staff worked with the City Attorney’s office on a “Straightening the Pipes” initiative that involved standardizing procurement solicitations and contracts through the development of document related templates. We have completed these templates and we are now working on formatting these templates to prevent revisions being made by unauthorized staff. These templates will result in more efficient use of staff time (i.e., Legal, Purchasing and End-users), Solicitations will be more “user friendly” for businesses seeking to conduct business with the City and end-users will enjoy more timely assistance from Purchasing and more timely legal review. Annual Financial Plan 2016 Page 198 City of Flagstaff MANAGEMENT SERVICES    SECTION 032 PURCHASING Purchasing Section staff conducted over 67 formal solicitations, in which 45 have been awarded and the balance of 22 are either in the advertisement phase or they are currently being evaluated and will be on a future Council meeting agenda for action. Purchasing Section staff has completed a Request for Statements of Qualifications (RSOQ) solicitation for Job Order Contracting (JOC), which is one of three (3) Alternative Project Delivery Methods (APDM) for the delivery of construction related projects. This RSOQ solicitation was a very arduous task that took a few months to develop, due to the various scopes of work that needed to be outlined in the RSOQ and the varying needs of our end-users. Purchasing Section staff has made great strides in outsourcing our Central Warehousing operation, which includes the disposition of surplus property. We continue to work through this transition so that the overall outsourcing is “seamless” to our key stakeholders. Our goal is to complete this transition by the end of April of 2015. FY 16 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).  Research and Implement competitive bid processes, where Bidders submit their respective bids electronically (“on-line”).  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.  Identify and utilize more national cooperative purchasing contracts for more competitive pricing.  Identify more opportunities for joint purchases with other public sector agencies to try and obtain more competitive pricing by leveraging our purchases. _________________________________________________________________________________________ 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 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Overall rating of meets or exceeds expectations 90% 72% 85% 90% Annual Financial Plan 2016 Page 199 City of Flagstaff MANAGEMENT SERVICES SECTION 032 PURCHASING Priority: Management - Effective Governance Goal: Provide local vendor educational forums on the City’s procurement process. 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: Bi-annually Scoring: Meets or exceeds expectations Trend:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Overall rating of meets or exceeds expectations Exceeds Exceeds Exceeds Exceeds 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 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Total cost savings and/or cost avoidance $100,000 $110,000 $120,000 $125,000 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: Annual report that reflects the actual percentage of any increases or decreases in procurement card transactions. (The Purchasing Section’s procurement card administrator actually runs monthly reports. However, increases or decreases in procurement card transactions are measured annually). Frequency: Annually Scoring: 12%- Progressing (Average), 10% -- 12%-Caution (Warning), 10% and less- Need to Review Trend:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Percentage of total purchase transactions utilizing 17% 18% 18% 20% procurement card vs. requisition/purchase order process. Annual Financial Plan 2016 Page 200 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 13 CY 14 CY 15 CY 16 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 2013-2014 $ 747,443 30,652 10,819 $ 788,914 Adopted Budget 2014-2015 $ 772,709 38,236 6,952 $ 817,897 Estimated Expenditures 2014-2015 $ 771,709 38,236 6,952 $ 816,897 Proposed Budget 2015-2016 $ 497,623 25,362 9,352 $ 532,337 Budget-Budget Variance $ (275,086) (12,874) 2,400 $ (285,560) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Purchasing Warehouse TOTAL $ 256,409 447,509 84,996 788,914 $ 304,623 424,642 88,632 817,897 $ 303,623 424,642 88,632 816,897 $ 1,000 442,775 88,562 532,337 $ (303,623) 18,133 (70) (285,560) 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 $ $ 184,561 20,598 43,428 1,694 188,195 17,526 17,207 53,866 5,262 532,337 COMMENTARY: The Purchasing operating budget has decreased 35% and there are no capital expenditures planned. Personnel Services decrease is due to transfer of 2 FTEs to Management Service Administration Section. Contractual decrease are due to the transfer of related expenditures for the 2 FTEs. Commodities increases are due to one-time approval for E-Procurement software purchase. Annual Financial Plan 2016 Page 201 City of Flagstaff MANAGEMENT SERVICES SECTION 033 REVENUE MISSION The mission of the Revenue Section is to ensure the City is accurately billing and collecting City revenues and to ensure that customers and the City are complying with all applicable local, state, and federal rules and regulations. PROGRAM DESCRIPTION The Revenue Section performs a wide variety of functions for the City through its various areas which include Customer Service, Meter Services, Sales Tax and Licensing, and Copy Center. Customer Service is responsible for billing, collections, copy center, cashiering, and phones. Meter services is responsible for meter reading, utility account service orders, and meter change-outs and repairs. Sales Tax and Licensing is responsible for license issuance and renewal, tax return processing, and sales tax collections. The Copy Center is responsbile for copying, printing, scanning, and mail processing. FY 15 ACCOMPLISHMENTS                  Initiated a fixed network meter reading pilot program. Implemented the Innoprise billing and cash receipt systems. Processed approximately 44,500 city sales tax returns for FY15, which is an increase of 1.6% over FY14. Renewed over 7,500 existing sales tax and business licenses. Implemented the SafePoint cash handling safe solution to simplify the balancing and depositing of customer payments. Performed 50 sales tax audits and reviews that generated over $250,000 in additional revenue. Implemented the Council approved Use Tax and the voter approved Transportation Tax rate changes. Issued 750 new sales tax and business licenses in FY15. Updated the City Tax Code for all changes adopted in Model City Tax Code through December 2014. Implemented the new water and sewer rates effective January 1, 2015. Procured and implemented a new vendor to manage payment processing services for Customer Service, Solid Waste, Community Development, and Courts. Implemented a new lockbox processing vendor to process mailed utility and miscellaneous account receivables bills. Added over 900 new radio read devices into the meter system. Identified, diagnosed, and repaired more than 600 failed electronic receiver/transmitters (ERTs) on water meters throughout the City. Managed over 400 community restitution workers with over 9,000 hours of service. Collected over $1,100,000 from delinquent miscellaneous accounts receivable. Collected over 2,500 delinquent library accounts totaling over $135,000 in library material fines. FY 16 NEW INITIATIVES AND GOALS       Expand the fixed network meter reading program. Implement changes to facilitate the Arizona Department of Revenue (ADOR) takeover of administration of City of Flagstaff Transaction Privilege (Sales) Tax. Perform 50 sales tax audits and reviews. Increase the number of radio read/fixed network meters from approximately 80% of the total meters in the City to 90% of the total meters in the City. Implement payment processing solutions for the Library and Police departments. Install over 200 new radio read/fixed network meters with Meter Services staff. Annual Financial Plan 2016 Page 202 City of Flagstaff MANAGEMENT SERVICES SECTION 033 REVENUE PERFORMANCE MEASURES Priority: Management – Customer Service 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. *Please Note: With the takeover of sales tax collection by the Arizona Department of Revenue (ADOR) on January 1, 2016, the City will not conduct sales tax education seminars. CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimate Proposed Output-The number of people attending the 29 73 50 *N/A. See seminars note under Trend. Outcome- At least 90% of attendees found the 95% *N/A. See 95% 94% seminar useful, the presentation and the note under materials provided were easy to follow. Trend. Priority: Management - Effective Governance Goal: Maintain a high collection rate of sales tax 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 Trend:  The amounts written-off rose in CY14. The CY15 estimate is for a lower percentage. *Please Note: With the takeover of sales tax collection by the Arizona Department of Revenue (ADOR) on January 1, 2016, the City will no longer collect on outstanding amounts owed. Therefore, to clean the City’s accounts, the CY16 writeoff is expected to be quite large as some accounts may not be collected on as long as in the past. CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimate Proposed Annual write off of sales tax accounts. $100,866.05 $140,569.91 $125,000 *$250,000 See note under Trend. Sales tax write offs as a percentage of total 0.29% 0.40% 0.30% *N/A. See revenue. note under Trend. Annual Financial Plan 2016 Page 203 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. CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Rate of return on investments outside LGIP. 0.61% 1.24% 1.35% 1.35% Benchmark rate of return. 0.54% 1.24% 1.25% 1.25% Spread between City and benchmark returns. 0.07% 0.00% 0.10% 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 50 audits and reviews per year. Type of Measure: Program Outcome Tool: Compare sales tax audit assessments with the expenses required to have an audit function. Frequency: Annually Scoring: # of completed audits per year >50, Very Good, 30-49, Adequate, <30, underperforming. Trend:  Audit assessments are expected to remain stable over the next few years. FY 13 FY 14 FY 15 FY 16 Measures: Actual Actual Estimated Proposed Audit assessments for the fiscal year $523,305 $1,182,790 $250,000 $250,000 Audit program expenses $102,000 $105,000 $105,000 $105,000 Number of audits and reviews performed 58 57 50 60 Spring, Summer and Fall Equine Events for all to see. Annual Financial Plan 2016 Page 204 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: Utility Billing <.20% Very Good, .20 to .30% Adequate, >.30% Underperforming Miscellaneous Account Receivables: <.20%, Very Good, .20% to .30%, Adequate, >.30% Underperforming Trend:  Utility write off amounts are expected to normalize around $100,000 due to an increase in the account deposit amount and to an increase in the number of account disconnections for nonpayment performed by staff.  Miscellaneous account receivables write off amounts have stabilized at very good levels. CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimate Proposed Annual write off of customer utility accounts. $121,300.64 $191,097.80 $100,000 $100,000 Utility write offs as a percentage of total billed. 0.38% 0.58% 0.20% 0.15% Annual write off of miscellaneous account $3,831.73 $2,125.86 $10,000 $10,000 receivable accounts. Miscellaneous account receivables write offs as 0.04% 0.03% 0.15% 0.15% a percentage of total billed. Priority: Management – Customer Service 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:  Meeting expectations CY 13 CY 14 Measures: Actual Actual Percent of estimated meter reads 11.36% 1.27% Annual Financial Plan 2016 Page 205 CY 15 Estimate 1.00% CY 16 Proposed 1.00% City of Flagstaff MANAGEMENT SERVICES SECTION 033 SECTION: REVENUE 033-REVENUE EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2013-2014 $ 1,032,759 353,244 40,397 $ 1,426,400 Adopted Budget 2014-2015 $ 1,137,812 334,489 48,500 $ 1,520,801 Estimated Expenditures 2014-2015 $ 1,137,812 334,489 48,500 $ 1,520,801 Proposed Budget 2015-2016 $ 1,144,809 392,189 40,800 35,000 $ 1,612,798 Budget-Budget Variance $ 6,997 57,700 (7,700) 35,000 $ 91,997 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Licensing and Support Auditing Sales Tax Collections Customer Service Billing and Collections Print and Mail Services Meter Services TOTAL $ 158,805 104,053 162,905 76,297 607,127 41,503 3,349 272,361 1,426,400 $ 171,053 105,792 173,085 77,952 608,739 48,438 10,900 324,842 1,520,801 $ 171,053 105,792 173,085 77,952 608,739 48,438 10,900 324,842 1,520,801 $ 166,271 92,678 175,263 81,318 718,551 48,489 330,228 1,612,798 $ (4,782) (13,114) 2,178 3,366 109,812 51 (10,900) 5,386 91,997 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 $ $ 259,637 10,142 12,994 275,400 769,480 20,611 27,161 218,963 18,410 1,612,798 COMMENTARY: The Revenue operating budget has increased 4% and there are capital expenditures (totaling $35,000) resulting in an overall net increase of 6%. Personnel Services increases are due to 2% market pay increase net of the elimination of .5 FTE related to ADOR changes. Contractuals increases are due to increase in credit card processing fees and and one time costs for sales tax system setup for ADOR data transfer. Commodities decreases are due to decreases in office supplies and computer software. Major capital (>$10,000) include call center software and hardware. Weatherford Hotel Annual Financial Plan 2016 Page 206 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 15 ACCOMPLISHMENTS                     Received the Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award for Fiscal Year (FY) 2015 for the 21st consecutive year. Received the GFOA Certificate of Achievement for Excellence in Financial Reporting for FY 2014 for the 21th consecutive year. Completed Fiscal Year 2014 financial and single audit with no findings. Received a National and State Award for Water and Environment for the Disaster Recovery-Inner Basin Pipeline Reconstruction Project. Implemented Positive Pay for checking accounts to reduce risk of fraud. Processed a one-time longevity pay for employees in December. Moved all Flagstaff Housing Authority personnel to the same payroll system used for City employees. Implemented Pay Card for city payroll and eliminated printing paper checks. Upgraded payroll system to improve reporting related to the Affordable Health Care Act. Successfully completed the Schultz Flooding FEMA/ADEM Audit and received reimbursement. Implement the Economic Development Administration Revolving Loan Fund Continued full implementation of the Grants Navigator database and trained internal users. Created new Fund for the Road Repair and Street Safety tax approved by voters. Created web page for financial transparency of the City’s grant awards. Began implementing changes related to the Federal Super Circular update Submitted the Airport Capital Improvement 5-Year Plan for 2016-2020 for $18.5M to FAA and ADOT Continued to work with Coalition Members through the Brownfield Assessment Grant to develop potential Petroleum and Hazardous Substance sites for assessments. Successfully completed the AZ Criminal Justice Commission METRO FY 12 & 13 Audit Successfully completed the Victim Rights FY 14 Audit Grant staff attended the National Grant Professional Conference in October 2014. FY 16 NEW INITIATIVES AND GOALS  Finalize the Economic Development Administration grant for a Business Accelerator and Alternate Emergency Operations Center and hold an Opening Ceremony celebrating the project success.  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  Implement new Innoprise software for Work Management, Capital Assets, Payroll and HR  Manage payroll changes to bring police staff to market based pay  Complete User Fee updates and present to Council for Community Development, Fire, and Recreation.  Complete the Airport Sustainability Master Plan  Submit the Airport Capital Improvement 5-Year Plan for 2017-2021 to FAA and ADOT Annual Financial Plan 2016 Page 207 City of Flagstaff MANAGEMENT SERVICES SECTION 034 FINANCE 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 13 CY 14 CY 15 CY 16 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 13 FY 14 FY 15 FY 16 Measures: Actual Actual Estimated Proposed Projected Grant Budgeted Revenue $29,776,120 $31,993,929 $24,641,975 $11,751,055 Actual Grant Revenue Received $8,235,865 $16,605,476 $10,000,000 $10,000,000 Grant Amounts Awarded During the Fiscal Year $15,230,258 $15,798,329 $10,000,000 $10,000,000 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 13 FY 14 Measures: Actual Actual Grants Applications Submitted 35 39 Grants Awarded 26 27 Active Grants Worked During Fiscal Year 140 136 Annual Financial Plan 2016 Page 208 FY 15 Estimated 29 to date 18 to date 153 FY 16 Proposed 40 30 150 City of Flagstaff MANAGEMENT SERVICES SECTION 034 FINANCE Priority: Management – Customer Service and Effective Governance Goal: Increase the number of vendors paid through Electronic Funds Transfers. Objective: Continue to increase the percentage of EFT versus paper check payments. Type of Measure: Output Tool: Check Registers Frequency: Every Check-Run Scoring: >25% Very Good, 15-25% Good, <15% Needs Attention Trend:  CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Vendors paid by EFT 186 200 225 Number of Payments Made by EFT 1,604 1,946 2,000 Percent of Total Payments 21% 23% 25% Percent of Total Dollars Paid 47% 54% 55% CY 16 Proposed 225 2,200 27% 60% 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 13 CY 14 Measures: Actual Actual City of Flagstaff control deficiencies 2 0 City of Flagstaff significant deficiencies 0 0 Single audit findings 2 0 CY 16 Proposed 0 0 0 CY 15 Estimated 0 0 0 Leading by example - healthy living surrounds you. Annual Financial Plan 2016 Page 209 City of Flagstaff MANAGEMENT SERVICES SECTION: SECTION 034 FINANCE 034-FINANCE EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2013-2014 $ 898,587 55,063 16,996 $ 970,646 Adopted Budget 2014-2015 $ 948,707 53,372 17,116 $ 1,019,195 Estimated Expenditures 2014-2015 $ 948,707 53,372 17,116 $ 1,019,195 Proposed Budget 2015-2016 $ 1,153,132 55,402 15,784 $ 1,224,318 Budget-Budget Variance $ 204,425 2,030 (1,332) $ 205,123 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Accounting Payroll Accounts Payable Grants Management TOTAL $ 120,955 378,375 151,469 127,289 192,558 970,646 $ 132,585 402,625 159,799 126,394 197,792 1,019,195 $ 132,585 402,625 159,799 126,394 197,792 1,019,195 $ 235,083 499,670 161,222 128,204 200,139 1,224,318 $ 102,498 97,045 1,423 1,810 2,347 205,123 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 $ $ 880,654 60,522 38,823 23,729 100,854 6,319 41,696 58,332 13,389 1,224,318 COMMENTARY: The Finance operating budget has increased 20% and there are no capital expenditures planned. Personnel Services increases are due to 2% market pay increase and an increase in 1 FTE for an Accountant and 1 FTE for Finance Specialist. Contractual increases are due to increases in travel and training. Commodities decrease are due to decreases in office supplies and computer equipment purchases. Annual Financial Plan 2016 Page 210 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 15 ACCOMPLISHMENTS Flagstaff City-Coconino County Public Library and East Flagstaff Community Library  Completed an LSTA grant that provided the funding for a new electronic resource on Flagstaff History and programs that reflect the diverse culture of the area.  Provided adult programs: Flagstaff Reads – Flagstaff’s one book; Stories to Life – classic tales, poems, and literature; Friends of the Library book discussion; One Book AZ; and Science Reads book discussion.  Hosted a Catholic Charities representative at specific times during library hours.  Offered HIV testing through the County Health Department within the library.  Implemented iStorytime, a program allowing preschoolers to interact with iPads in a story time setting.  Upgraded the Teen Area to include more seating and a chalkboard loft.  Piloted new Summer Reading software in conjunction with the Maricopa County Library System.  Completed the Library’s Authorities Processing project, a major catalog clean-up process.  Implemented a google-like catalog search interface called Enterprise.  Implemented e-Resource Central (eRC) at all the county libraries. eRC is a link between the library’s online catalog and the library’s e-book and e-audiobook vendors.  Implemented text messaging notices for on-the-go patrons.  Promoted Social Library, a Facebook app that allows the public to interact with the library without leaving Facebook. Users can search the catalog, place holds, and renew items.  Set up Mobile Circulation to allow library staff more flexibility in serving the public.  Implemented BLUEcloud Cataloging which includes an entirely web based interface with new, powerful catalog record editing tools.  Implemented printing from Wi-Fi for users with their own laptops or other portable devices.  Facilitated trainings for library staff on new technologies at the libraries.  Fostered new relationship with Northern AZ College Resource Center.  Purchased and installed a security camera system at the East Flagstaff Community Library.  Installed additional Wi-Fi antennas at the Downtown Library.  Implemented new inter-library loan process, including the new cloud-based Illiad system.  Participated in the digitization and online access of the Flagstaff Water History project.  Enhanced RDA implementation with OCLC and LC records through continuing education opportunities.  Completed the cataloging of DVDs and books comprising the Youth Services Back-up shelf.  Added new RTI DVD cleaners in Collection Management Services, Circulation, and at the East Flagstaff Community Library. Annual Financial Plan 2016 Page 211 City of Flagstaff MANAGEMENT SERVICES SECTION 035/036/038 LIBRARY SERVICES Coconino County Library District  Updated computers at the Grand Canyon, Tuba City, Page and Fredonia libraries.  Moved to a new web filtering mechanism called OpenDNS. This cloud-based service allows the library to filter the internet at all the county libraries in accordance with Federal and State laws effectively and efficiently.  Bookmobile – Added more stops, including Mormon Lake and the Sandstone Highland Apartments. o Successfully coordinated culturally rich performance series. o Provided engaging programs at senior centers, which also supported local arts scene. o Increased patron visitation numbers. o Created a promotional Bookmobile DVD.  Detention Center Library – Added new periodicals and improved the magazine distribution system in the pods. o Installed new computer and analyzed for county network compatibility.  Forest Lakes Community Library – Fostered new relationship with Forest Lakes Owners Association to pursue and create fund raising programs. o Began “Operation Chicken Project”, a community awareness program. o Planned and organized weekly children’s summer programs: Make and Take Craft Day, Kids Fishing Tournament, Nature Day, Monsoon’s Coming!, Craft Fair, Cooking with the Kids, Christmas in July, Hiking Day with Ranger Bob, as well as a community Halloween party.  Grand Canyon Community Library – Added an additional temporary staff member. o Worked with National Park Services on new carpet installation – ongoing.  Tuba City Public Library – Provided Notary Public Services. o Enhanced Youth Area with Youth reading materials, games, and furnishings; also improved Toddler collection with baby board books, furnishing, and toys. o Attended Children’s Reading Workshop for the Summer Reading Program.  Fredonia Public Library – Reestablished a new Library Board. o Transferred Teen Career Day and Job Fair to a central group to include all High Schools and Adults in the area. o Increased staff member to full-time.  Page Public Library – Increased materials and services to the outreach library at the Community Center. o Offered staff training opportunities including Early Literacy, First Aid/CPR, and STEM workshops. o Added new position – Circulation Supervisor.  Sedona Public Library – Installed a new roof on the library building. o Created a fundraising/development department to cultivate donors and establish sustainable funding. o Received a $9000 LSTA grant to reorganize the Children’s Room and create an interactive, early literacy skill-building play area. o Created outreach services through a grant from the Kemper and Ethel Marley Foundation. o Established the ACT One Culture Pass program, which gives a library card holder free admission for two people to 20 different museums and cultural attractions across the state.  Williams Public Library – Increased large print area to be able to expand the ever-growing collection. o Expanded children’s programming to include a weekly session for infants and toddlers, presented by North Country Health Care. o Installed a historic photo display in the Williams Visitor Center featuring photos from our ongoing historic photo project (initially funded by a LSTA grant from AZDLAPR). o Replaced furniture in children’s area. FY 16 NEW INITIATIVES AND GOALS Flagstaff City-Coconino County Public Library and East Flagstaff Community Library  Add more computers to our Youth Services computer lab to accommodate afterschool groups.  Add Brain Box programming in Youth Services.  Increase Youth Services Accelerated Reading Information through labeling and adding to our catalog. Annual Financial Plan 2016 Page 212 City of Flagstaff MANAGEMENT SERVICES        SECTION 035/036/038 LIBRARY SERVICES Plan for RFID (Radio Frequency Identification) technology at East Flagstaff and Downtown Libraries. Implement an eCommerce solution which will allow internet users the ability to pay library fines & fees online. Provide local computer training opportunities for library staff, including hardware, operating system, networking, and software application topics. Move forward with centralized cataloging involving the Forest Lakes, Fredonia, Grand Canyon, Tuba City, and Williams Libraries. Centralized cataloging would permit Collection Management Services at Downtown Flagstaff to catalog library material before distribution to the other libraries. The goal is to provide record uniformity in the catalog. Create a Collection Management Services Procedures Manual. Begin process to run global edit reports for cataloging continuity. Implement BLUEcloud cataloging through SirsiDynix which will provide access to 20 million Authority and MARC records, resulting in reduced cataloging costs. Coconino County Library District  Research options, then select and install new Wi-Fi gateways at all District Libraries.  Bookmobile – Expand the Assisted Living Program Series. o Research the viability of a stop at the Twin Arrows Casino for Navajo employees.  Detention Center Library – Complete major weeding project for entire collection. o Provide training to assist staff as they oversee library services in a Detention Center environment.  Forest Lakes Community Library – Facilitate monthly cooking classes for Forest Lakes’ children. o Develop partnership with the local quilting guild to promote community improvement projects.  Grand Canyon Community Library – Partner with the Kaibab Learning Center on Summer Reading Program. o Initiate a humanities outreach program.  Tuba City Public Library – Write a grant to develop an early literacy Toddler Tales program. o Develop a genealogy collection for the community by collecting local obituaries. o Weed outdated library materials and duplicate library cards. o Secure $30,000 from Navajo Hopi Land Commission for TCPL projects.  Fredonia Public Library – Install new gutters to prevent additional basement flooding. o Install new doors and door counters to both front and back of library.  Page Public Library – Purchase new vehicle. o Employ a sufficient number of well-trained staff and administration to meet the library needs of all patrons through superior service. o Create a plan for remote pick up locations, in areas such as Kayenta and Big Water, UT. o Continue to develop the library as a cultural and educational center and public gathering place for the community.  Sedona Public Library – Introduce Smart Board technology to the community. o Expand existing Early Literacy Tutoring program which uses iPads, Reading A-Z, and RAZ-Kids software to address stricter state guidelines for students entering the 3rd grade. o Acquire a patron printing station that offers fax/scanning/printing/copying services for all patrons, including those using Wi-Fi. o Offer Tech with Teens program to bring young adults together with older patrons to work with technology. o Create a Maker Space for locals to exhibit their engineering and crafting abilities and share their talents and tools.  Williams Public Library – Investigate and Implement programming for adults and Senior Citizens. o Train part-time help using Workflows. o Expand access to our historic photo collection by purchasing a photo printer. o Update Library policies. Annual Financial Plan 2016 Page 213 City of Flagstaff MANAGEMENT SERVICES SECTION 035/036/038 LIBRARY SERVICES 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 & Online- Library Website; Customer Questions & Feedback, Program Stats Frequency: Daily, Monthly, Quarterly, Annually (ongoing) Scoring: 99% Trend:  CY 13 CY 14 CY 15 CY 16 Measures: FPL, EFCL, and PALS Actual Actual Estimate Proposed Customer satisfaction with programs offered at the Library 99% 99% 99% 99% Number of programs offered 1,117 1,224 1,261 1,299 Number of participants in programs 27,031 27,542 28,368 29,219 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, 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: 98% Trend:  CY 13 CY 14 CY 15 CY 16 Measures: FPL, EFCL, and PALS Actual Actual Estimate Proposed Customers pleased with their Library experience 99% 98% 98% 98% 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: 99% Trend:  CY 13 CY 14 CY 15 CY 16 Measures: FPL, EFCL, and PALS Actual Actual Estimate Proposed Customers believe that having access to the library and 98% 99% 99% 99% library resources enhances their quality of life Number of items circulated/checked out by patrons 1,064,698 1,062,380 1,094,251 1,127,079 E-materials: electronic format checkouts and database use 20,670 18,976 19,545 20,131 Annual Financial Plan 2016 Page 214 City of Flagstaff MANAGEMENT SERVICES SECTION 035/036/038 LIBRARY SERVICES 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 13 CY 14 CY 15 CY 16 Measures: FPL, EFCL, and PALS Actual Actual Estimate Proposed Computer Usage: all public computers, Early Literacy Stations use, and wireless internet users 255,207 260,815 268,639 276,699 Computer Training, Classes, Tutoring, and Job Help Hits to the Library website 937 559,767 1,368 608,781 1,409 627,044 1,451 645,856 Annual Financial Plan 2016 Page 215 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 2013-2014 $ 2,295,535 316,992 441,565 $ 3,054,092 Adopted Budget 2014-2015 $ 2,390,978 585,189 652,699 213,390 $ 3,842,256 Estimated Expenditures 2014-2015 $ 2,390,978 554,189 487,699 $ 3,432,866 Proposed Budget 2015-2016 $ 2,484,967 395,189 760,699 434,390 $ 4,075,245 Budget-Budget Variance $ 93,989 (190,000) 108,000 221,000 $ 232,989 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Technical Services Public Services East Flag Library Main Library Automation Outreach TOTAL $ 452,402 743,897 1,381,314 461,331 14,562 586 3,054,092 $ 967,137 889,440 1,493,215 471,514 19,500 1,450 3,842,256 $ 702,747 819,440 1,438,215 451,514 19,500 1,450 3,432,866 $ 1,015,200 862,602 1,560,600 605,893 29,500 1,450 4,075,245 $ $ 4,075,245 4,075,245 $ 48,063 (26,838) 67,385 134,379 10,000 232,989 SOURCE OF FUNDING: LIBRARY FUND COMMENTARY: The Library operating fund has increased by 6%. Personnel Services witnessed an increase of 4% due to a 2% market increase as well as an increase in FTE of 1.125 positions for a Library Clerk (temp) and Library Specialist. Contractuals had a decrease of 32% which represents one time allowances. Commodities increase of 17% is related to one time allowances. The capital for this section is related to a roof replacement and ADA compliance renovating at the Main Library. SECTION: 036-LIBRARY COUNTY DIRECT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2013-2014 $ 393,097 74,486 73,776 $ 541,359 Adopted Budget 2014-2015 $ 368,038 83,500 134,660 $ 586,198 Estimated Expenditures 2014-2015 $ 368,038 83,500 134,660 $ 586,198 Proposed Budget 2015-2016 $ 411,473 91,039 121,894 $ 624,406 Budget-Budget Variance $ 43,435 7,539 (12,766) $ 38,208 $ $ $ $ $ EXPENDITURES BY PROGRAM: County Jail County Bookmobile Forest Lakes Library Tuba City Library Supai Library Grand Canyon TOTAL $ 70,112 85,692 75,590 209,836 1,965 98,164 541,359 $ 77,202 84,515 91,015 223,109 15,500 94,857 586,198 $ 77,202 84,515 91,015 223,109 15,500 94,857 586,198 $ 86,954 88,704 92,052 243,894 5,500 107,302 624,406 $ $ 624,406 624,406 $ 9,752 4,189 1,037 20,785 (10,000) 12,445 38,208 SOURCE OF FUNDING: LIBRARY FUND Annual Financial Plan 2016 Page 216 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 2013-2014 $ 151,194 1,029,186 213,242 $ 1,393,622 Adopted Budget 2014-2015 $ 152,546 2,292,301 189,890 $ 2,634,737 Estimated Expenditures 2014-2015 $ 152,546 225,299 189,890 $ 567,735 Proposed Budget 2015-2016 $ 155,194 1,599,632 332,258 $ 2,087,084 Budget-Budget Variance $ 2,648 (692,669) 142,368 $ (547,653) $ $ $ $ EXPENDITURES BY PROGRAM: County-wide Projects $ State Grants In Aid 2014 Special Service Grant State Grant-in-Aid FY 2014 Showcasing Science through Sustainable Space Preserve Honor Flagstaff Past Toddler Tools for Tuba City Expanding Access to STEM Technology Youth Services Grant TOTAL $ 511,532 25,000 209 9,929 60 835,874 1,393,622 $ 2,555,737 25,000 30,000 24,000 2,634,737 $ 488,735 25,000 30,000 24,000 567,735 $ 1,898,459 23,850 2,087,084 $ $ 2,087,084 2,087,084 $ (657,278) (25,000) (30,000) (150) (547,653) 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 2016 Page 217 City of Flagstaff Annual Financial Plan 2016 Page 218 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 Traffic Engineering 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. The mission of the Flagstaff Metropolitan Planning Organization (FMPO) is to leverage cooperation to maximize resources among local governments and partners for the creation, maintenance and preservation of a sound multi-modal transportation system. Our vision is to create the finest multi-modal transportation system in the country for a region of similar size Annual Financial Plan 2016 Page 219 City of Flagstaff Annual Financial Plan 2016 COMMUNITY DEVELOPMENT Community Development 001-15 1 Division Director (CD) 1 Admin Specialist Leadworker Planning and Development Services 001-16 1 Planning Director Engineering 001-17 1 Development Engineer 1 Admin Specialist Current Planning 1 Current Planning Manager 4 Planning Development Manager Flag Housing Authority 001-19 1 FHA Director 1 Admin Specialist Building Safety 1 Building Official Capital Improvements 03 1 Capital Improvements Engineer 3 Bldg Plans Examiners 1 Inspection Supervisor Page 220 1 Development Svcs Supervisor 5 Building Inspectors 6 Project Manager Inspection and Testing 1 Construction Manager Public Housing 1 FHA Manager Housing 19 1 Deputy Housing Director 3 Housing Services Spec Section 8 Housing 1 FHA Manager 2 Housing Services Spec 1 Administrative Specialist 1 Development Svcs Spec 1 Sr Construction Inspector Comprehensive Planning and Code Administration 1 Comprehensive Planning and Code Administrator 1 Code Compliance Manager 1 Code Compliance Officer II 1 Code Compliance Officer I FMPO 1 Metro Planning Org Mgr .5 Admin Spec 1 Multi Modal Trans Planner 3 Construction Inspector Transportation Engineering 05 1 Traffic Engineer 2 Project Manager .5 Intern 1 Development Engineer City of Flagstaff 1 Comprehensive Planning Manager 1 Associate Planner 1 Finance Specialist Maintenance 1 FHA Manager 1 Maintenance Coordinator .38 Intern 1 Engineering Specialist 3 Project Manager .48 Volunteer Coordinator Finance 1 FHA Manager Flag Housing Corp 1 Maintenance Leadworker 6 Maintenance Worker 1 Maintenance Worker (Temp) East Development 1 Maintenance Leadworker 1 Housing Specialist 1 Homeownership Programs Mgr 1 Housing Rehabilitation Specialist 1 Housing & Grants Admin 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 15 ACCOMPLISHMENTS       Flagstaff Housing Authority in the City of Flagstaff’s Payroll System, Human Resources System and Arizona State Retirement System Permit Tracking System (CommDev) up and running Cost of Services Study Complete Rio de Flag FEMA Analysis and Cost Estimates Complete Public Private Partnership (P3) on Milton Road (City/ADOT/Developer) progressing well Completed Temporary Assignment as the Management Services Director during first half of FY FY 16 NEW INITIATIVES AND GOALS     Move Housing Program Staff to the renovated Flagstaff Housing Authority Building at Siler Homes Establish new permitting/development fees based on the Cost of Services Study Continue to advance the P3 project Continue to advance Juniper Point, Canyon del Rio and Little America projects and determine if an Improvement District has any property owner support Annual Financial Plan 2016 Page 221 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 101 CD ADMINISTRATION 101-COMMUNITY DEVELOPMENT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2013-2014 $ 243,589 44,450 13,029 $ 301,068 Adopted Budget 2014-2015 $ 254,409 47,134 11,378 $ 312,921 Estimated Expenditures 2014-2015 $ 254,409 47,134 11,378 $ 312,921 Proposed Budget 2015-2016 $ 257,993 47,134 11,378 $ 316,505 Budget-Budget Variance $ 3,584 $ 3,584 $ $ $ $ $ $ $ $ 316,505 316,505 $ $ $ $ 316,505 316,505 EXPENDITURES BY PROGRAM: General Administration TOTAL 301,068 301,068 312,921 312,921 312,921 312,921 3,584 3,584 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Community Development operating budget has increased 1% and there are no capital expenditures, resulting in an overall net increase of 1%. Personnel Services increase is due to a 2% market pay increase. Contractual and commodities expenditures remain flat over the FY 2015 budget. There is no major capital (>$10,000) for this section. Supporting Community Events - Flagstaff Rodeo Annual Financial Plan 2016 Page 222 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. FY15 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 regular meetings with FUSD’s Assistant Superintendent of Operations.  Attended regular coordination meetings with NAIPTA staff.  Attended bi-monthly meetings with ADOT’s District Engineer and staff.  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 and reported out on established performance measures for the Engineering Section. Transportation Engineering  Ensured proper signal timing/operation of 57 city owned traffic signals and pedestrian actuated crosswalks.  Managed signage/striping improvements associated with capital and private development projects.  Addressed Citizen concerns/complaints related to the transportation network through use of internal tracking system, including a customer survey closeout process.  Conducted 41 traffic studies and processed 47 work orders to ensure efficient/safe operation of the transportation network.  Provided support for Traffic Impact Analyses associated with land development applications (Juniper Point, Canyon del Rio, Soliere and Country Club, TRAX, The Standard, MountainTrails Apartment and numerous other smaller traffic impact reports).  Provided private and capital plan reviews on numerous projects.  Member of FMPO Technical Advisory Committee.  Continued meeting with ADOT Flagstaff District staff to discuss mutual transportation issues.  Supported the Transportation Commission to engage the public and provide forum for public input.  Led discussion with the Transportation Commission as staff Liaison on; La Plaza Vieja Neighborhood plan; NAIPTA’s request to remove a stop sign in Bow & Arrow; Loading Zone in Southside; Annual Transportation Tax Report; 5 Year Capital Program related to Transportation and; Beulah/University P3 update.  Provided support for the North Fourth Street Pedestrian Crossings & Sidewalk project.  Continued developing projects related to the Highway Safety Improvement Program.  In cooperation with the FMPO, continued developing revised Transportation Impact Analysis guidelines for private development projects. Annual Financial Plan 2016 Page 223 City of Flagstaff COMMUNITY DEVELOPMENT      SECTION 102 ENGINEERING Continued collaborative efforts with NAU on the Beaver Street Green Bike Lanes experiment and study. Continued collaborative efforts with Texas A&M University (Texas Transportation Institute) on Rectangular Rapid and Circular Rapid Flashing Beacon effectiveness study. In coordination with Capital Improvements develop plans and specifications for the Butler Avenue Corridor advanced signal timing project. Attended Dark Skies Summit and is invited staff associated with the Citizen Lighting Committee. Supported the Student Housing Symposium and is a member of the Student Housing Task Force. Development Engineering  Reviewed numerous of IDS applications for land development projects.  Reviewed and processed 28 construction plan applications for private development projects.  Performed Single Point of Contact duties and managed construction phase, including Certificate of Occupancies, for a number of challenging high profile commercial and multi-family land development projects.  Assisted internal divisions/sections/programs with service requests for field surveying, preparation and review of legal descriptions and records retention of as-built drawings for public infrastructure.  Continued archival of dated records and drawings including relocation to records retention warehouse.  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.  Managed User Fee Analysis (conducted by Financial Services) on behalf of Community Development. Engineering Inspection & Testing  Performed 10,931 inspections in the City right-of-way.  Performed 3,690 materials tests (asphalt, concrete & soils).  20 major construction projects received a Final Letter of Acceptance.  Inspected 92 Franchise Utility small permits in the City right-of-way.  Inspected 93 Public Improvement small permits in the City right-of-way.  There was no warranty work required on completed projects this fiscal year.  Continued NICET (National Institute of Certification in Engineering Technologies) certifications for all staff.  Ensured that Inspectors obtain ACI (American Concrete Institute) Concrete Field Testing – Grade I.  All inspectors received competent certification in Trench & Excavations as well as Confined Space Entry.  No vehicle accidents in CY14.  Completed elimination of the Materials Testing Laboratory and received nearly $70,000 through auction for surplus equipment.  Established Materials Testing Contract (ATL, Inc.) and successfully administered to be within budget. FY16 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 citizen’s satisfaction with Engineering Section’s work outcome through defined performance measurements.  Maximize use of Innoprise project tracking software and review with Council performance measures regarding processing of development applications.  Support City Manger’s Work Plan. Transportation Engineering  Continue to support the Transportation Commission and its advisory committees to engage the public and establish positive working relationships. Annual Financial Plan 2016 Page 224 City of Flagstaff COMMUNITY DEVELOPMENT      SECTION 102 ENGINEERING 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. Ensure successful operation of 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 Certificate of Occupancy processes for commercial land development projects.  Ensure proper records retention of construction plan record drawings for public infrastructure and ease of availability for our customers.  Perform thorough reviews of civil construction plans in order to ensure new infrastructure is designed and constructed in compliance with the Engineering Design and Construction Standards & Specifications for New Infrastructure.  Working with GIS staff, ensure team-centered approach for implementation of new address procedures. Engineering Inspection & Testing  Encourage increased levels of NICET certifications through continued education and testing.  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, contractor’s and staff’s safety on all permitted projects in the right-of-way.  Coordinate with Utility Franchise Companies to ensure their permitted work is completed in a timely fashion.  Continue to administer Materials Testing contract for professional services to be within allotted budget and to provide expected level of customer service. 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:  CY13 CY14 CY15 CY16 Measures: Actual Actual Estimated Proposed Number of work orders provided to public works plus number of traffic studies performed 96 88 90 100 Annual Financial Plan 2016 Page 225 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: 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:  CY13 CY14 CY15 CY16 Measures: Actual Actual Estimated Proposed On-time review of land development applications 100% 100% 95% 95% 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:  CY13 CY14 CY15 CY16 Measures: Actual Actual Estimated Proposed Percentage of Lab tests performed that meet or 99% 98% 95% 95% exceed appropriate criteria after the initial test Type of Measure: Program Outcome Tool: Daily Inspection Reports Frequency: Monthly Scoring: Dashboard - Green (>95%) Trend:  Measures: Percentage of projects that do not have any corrective work issues that arise during the 1year warranty period Annual Financial Plan 2016 CY13 Actual 100% Page 226 CY14 Actual 100% CY15 Estimated 98% CY16 Proposed 98% City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 102 ENGINEERING 102-ENGINEERING EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2013-2014 $ 1,265,706 157,931 13,285 $ 1,436,922 Adopted Budget 2014-2015 $ 1,316,902 256,378 13,697 $ 1,586,977 Estimated Expenditures 2014-2015 $ 1,316,902 256,378 13,697 $ 1,586,977 Proposed Budget 2015-2016 $ 1,456,679 239,378 (153,653) $ 1,542,404 Budget-Budget Variance $ 139,777 (17,000) (167,350) $ (44,573) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Transportation Engineering Development Engineering Public Works Inspection Materials Testing TOTAL $ 179,948 201,406 475,408 405,574 174,581 1,436,922 $ 205,432 325,332 457,720 598,493 1,586,977 $ 205,432 325,332 457,720 598,493 1,586,977 $ 205,108 213,373 522,655 601,268 1,542,404 $ (324) (111,959) 64,935 2,775 (44,573) SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND $ $ 1,128,457 413,947 1,542,404 COMMENTARY: The Engineering operating budget has decreased 3% and there are no capital expenditures, resulting in an overall net decrease of 3%. Personnel Services increase is due to an increase in one (1.0) FTE for a Project Manager and a 2% market pay increase. Contractual decreases are due to a reduction in consultant fees and computer maintenance . Commodities decreases are due to an increase in workorder credits, offsetting the cost of the new project manager position. There is no major capital (>$10,000) for this section. Annual Financial Plan 2016 Page 227 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 103 CAPITAL IMPROVEMENTS MISSION The Capital Improvements Program provides for the delivery of high quality community projects that improve the quality of life for the citizens of Flagstaff through the efficient management of public resources. PROGRAM DESCRIPTION The Capital Improvements Program coordinates the development of the City’s 5-year Capital Plan and provides individual project planning and delivery for Capital Improvements projects. The Program is responsible for project planning, programming (budget, schedule, scoping), and administration of design and construction services for City facilities and infrastructure while ensuring program accountability through public involvement. FY 15 ACCOMPLISHMENTS                   Managed/administered design & construction of numerous city projects, including 1 year warranty period. Facilitated Capital Improvements Committee meetings to provide internal review and oversight. Continued project definition and development efforts through project scoping for programmed projects. Coordinated planning/programming of 5 year plans for Division 75 (FUTS) and Transportation Tax. Completed delivery of 2010 Street/Utility Bond including La Plaza Vieja and Rose Street/Avenue projects. Continued Rio de Flag project coordination with Army Corps of Engineers. Completed Rio de Flag FEMA Design Concept Report. Commenced construction of Innovation Mesa Business Accelerator/Secondary EOC. Completed construction of NAIPTA’s Bus Facility Expansion. Continued project management services for several water/sewer replacement projects including Switzer Canyon Transmission Main Phase II, San Francisco/Walapai waterline and Leroux Street water/sewer. Continued delivery of Transportation Tax funded projects including West/Arrowhead, Bike/Ped Safety, Beulah/University Realignments, Industrial Drive, Franklin Safety Improvements and Fourth Street Pedestrian Crossings. Continued coordination with ADOT on the Pine Knoll Safe Routes to School, Fourth St. FUTS, Butler FUTS and B40 Overlay projects. Coordinated with ADOT for delivery of Highway Safety Improvements Program (HSIP) projects including Transverse Pavement Markings, Guardrails, Beulah Bike Lanes, Switzer Canyon Roundabout and sign reflectivity. Supported passage of the Road Repair and Street Safety Initiative. Commenced work on Adaptive Signal Control Technology for the Butler Corridor (Beaver to Ponderosa). Managed delivery of numerous FUTS projects including the Florence/Walnut Pedestrian/Bicycle underpass. Commenced delivery of CDBG funded Arroyo Park Improvements. Commenced delivery of Visitor Center Train Platform Rehabilitation. FY 16 NEW INITIATIVES AND GOALS      Ensure development and completion of all public facilities and infrastructure in a manner that promotes the effective delivery (on-time commitment & within approved budget) of basic services and assures the public’s safety. Provide assistance and expertise to develop a strategic plan to advance delivery of the Rio de Flag 100 year flood control project. 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. Annual Financial Plan 2016 Page 228 City of Flagstaff COMMUNITY DEVELOPMENT      SECTION 103 CAPITAL IMPROVEMENTS 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. Continue delivery of Transportation Tax, Road Repair & Street Safety Tax, FUTS, Utility Replacement, General Government (Bond Funded) and ADOT/HSIP administered projects. Continue delivery of the next phase of Sunnyside Improvements as funding through sale of AutoMall lots. 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 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Percentage of projects completed within 5% of 94% 90% 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 – Green (>90%) Trend:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Percentage of projects completed within 3 85% 97% 90% 90% months of accepted schedule Annual Financial Plan 2016 Page 229 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 103 CAPITAL IMPROVEMENTS 103-CAPITAL IMPROVEMENTS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2013-2014 $ 820,898 10,372 (972,456) $ (141,186) Adopted Budget 2014-2015 $ 765,980 18,092 (932,909) $ (148,837) Estimated Expenditures 2014-2015 $ 765,980 18,092 (932,909) $ (148,837) Proposed Budget 2015-2016 $ 892,120 18,092 (1,022,909) $ (112,697) Budget-Budget Variance $ 126,140 (90,000) $ 36,140 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Capital Improvement Engineering ADOT Project Coordination 5 Year Capital Program Development TOTAL $ 14,862 (286,460) 46,787 83,625 (141,186) $ 30,183 (179,020) (148,837) $ 30,183 (179,020) (148,837) $ 30,183 (142,880) (112,697) $ $ (112,697) (112,697) $ 36,140 36,140 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Capital Management operating budget has increased 24% and there are no capital expenditures planned. Personnel Services increases are due to a 2% market pay increase and the mid-year addition of a Project Manager for the new Road Repair & Street Safety programs. 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. Cinderhills OHV Area Annual Financial Plan 2016 Page 230 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 adopted Zoning Code and Flagstaff Regional Plan 2030. The Program provides single point of contact service to both our clients and our various customers by coordinating City wide conditions and comments through the InterDivisional Staff meetings. 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 educating, 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 and Neighborhood (Specific 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. The codes enforced include those in zoning, solid waste, rights of way, nuisance, and licensing. In addition, the Program manages hundreds of volunteers, who participate in graffiti abatement and education, and the “Adopt-a” programs. Ensuring that the Zoning Code is up-to-date and coordinated with the Regional Plan is also a priority. Work will continue on various amendments to the City Code and implementation of the Flagstaff Regional Plan 2030. Annual Financial Plan 2016 Page 231 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 104 PLANNING & DEVELOPMENT SERVICES FY 15 ACCOMPLISHMENTS Planning for Growth and Customer Service Current Planning                           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. Configured Innoprise software to Community Development module for all permits and processes to replace Kiva. Improved the Concept Applications process, which allows our clients to obtain a consensus of a proposed development prior to seeing a site plan review. This modification is a direct response from our customers to streamline our requirements without an unduly burden for the applicant nor for staff. 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 include the new fee structures. Initiated a refinement tracking system of all permits, process and procedures related to the front counter. Audit all permit applications to maintain updated requirements, processing and procedures. The Current Planning Program reviewed a total of 128 concept and site plan proposals through-out the review period. Assisted with the detailed review of approximately 118 miscellaneous building permits during the fiscal year. Continue to process lot-split requests. The Current Planning Program Management processed 66 lot splits during the year. Current Planning provided assistance to the Zoning Administration Program with suggested amendments and clean-up to the zoning code that are needed for various reasons. Implemented and educated clients concerning the zoning code. Continue to provide assistance to the Housing Section to provide work force housing projects. The Current Planning Program is currently discussing affordable housing with the various rezoning, site plan and subdivision applications. Current Planning Program has submitted comments concerning proposed developments 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. Provided assistance to Comprehensive Planning Program with the implementing of the Flagstaff Regional Plan 2030. Refinement of the single point of contact system in concert with the development review process. Presented and participated in the housing symposium. Member of the team that completed the sale of the City property to Evergreen Development. Provided complete compliance with the SB 1598 & 2443. Member of the State of Arizona P3 R committee. Completed pre-development agreement between Vintage Partners LLC, City and ADOT. Member of the Core Services Maintenance Facility property negotiating team. Updated the Current Planning & Front Counter Procedures and Processes manuals. Manage and operated CD TV that inform 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 annexation and utility service improvement for future expansions. Updated and streamlined the Concept Review checklist. Comprehensive Planning and Code Compliance Program  Initial review and implementation of the Flagstaff Regional Plan 2030; inclusion of goal and policy analysis in all reports and staff summaries submitted to City boards, commissions, and the City Council. Educate City Annual Financial Plan 2016 Page 232 City of Flagstaff COMMUNITY DEVELOPMENT                      SECTION 104 PLANNING & DEVELOPMENT SERVICES staff on how to use the new Regional Plan. Complete Regional Plan desk guide and subject matter guide to facilitate the use of goals and policies in all branches of City government. Complete project record for the Regional Plan and update the retention schedule of all documents. Update the Regional Plan Build-Out Scenario model for the final adopted version of the Future Growth Illustration to support Regional Transportation Plan. Begin process of updating the La Plaza Vieja Neighborhood Plan. Charter and scope the project and assemble a new team to support the process to completion. Held Fall public kick-off meeting. Provided support to Airport Sustainability Plan, Walnut Canyon Study Area and Student Housing Forum. Continuation of the City of Flagstaff's volunteer programs with the hiring of a part-time Volunteer Coordinator position shared with the Sustainability and Environmental Management Program. Continued building 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 FY15. 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: • Adopt-An-Avenue: 103 segments, 296 volunteers, and est. 353 hours of donated time • Adopt-A-Park: 12 parks adopted and est. 100 hours of donated time • Adopt-A-FUTS: 26 FUTS trail segments adopted, 156 volunteers, and est. 216 hours of donated time. Sustained 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 FY15 a total of 21 distressed properties were identified, of which five were successfully abated through staff action or voluntary action by property owners. Improved enforcement of sidewalk walkability requirements. Enforcement of the Solid Waste ordinances continues, and in FY15- 290 solid waste cases were recorded. Continuation of a program to locate roll-off containers in temporary hubs in strategic locations to be timed with the departure and arrival of students. Increased presence with the Downtown Business Alliance organization in an effort to best communicate and increase compliance rates. Implementation of new sign codes amendments through a strong outreach program, on-line reservation program and stepped up enforcement for out-of-compliance banners and temporary signs. Detailed review and analysis of the Zoning Code to ensure consistency with the Regional Plan, with as necessary, the identification of future amendments for consideration by the City Council. Ongoing work continued on identifying future amendments to the Flagstaff Zoning Code for possible adoption by the City Council by the end of this fiscal year. Provided technical assistance and support for the amendments to the City’s animal keeping provisions in the City Code. Completion of comprehensive amendments to the Flagstaff Zoning Code to establish updated standards for temporary and permanent signs, as well as in other related divisions of the Code. As part of this effort, staff spent considerable time reaching out to business owners and residents to educate them on the new standards. Completion of comprehensive updates to the Comprehensive Planning and Code Compliance Program web pages. Provided assistance with initial background research on a proposed Relocation Ordinance for eventual inclusion in the Zoning Code and participated as a member of the committee appointed to provide new guidelines and standards for student housing. Provided assistance and support as part of the team working on proposals for the use of the Thorpe Park Maintenance facility. Staff served as liaison to the Board of Adjustment who heard three variance requests this past year. Annual Financial Plan 2016 Page 233 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 104 PLANNING & DEVELOPMENT SERVICES Building Safety  Instituted a 1-3 day plan review for small projects.  Installed software and began training for electronic plan review.  Plan review time frames were less than 4 weeks for a turn-around time.  Adopted the amendments to the Uniform Housing Code.  The City’s ISO rating is back to a 3 for residential and commercial buildings.  Kept inspections on a next day response time frame.  Received compliance on 7 Notice & Orders to secure or demolish buildings that were a public nuisance or unsafe.  There were no personnel accidents or injuries for all personnel. FY 16 NEW INITIATIVES AND GOALS Current Planning  Provide assistance to the Community Code Administration section on the comprehensive amendments to the Zoning Code.  Implement the Flagstaff Regional Plan 2030 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, lot-split request 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.  Provide excellent Customer Service. Comprehensive Planning and Code Compliance Program  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 Study and Specific Plan, and completion and adoption by the City Council of the La Plaza Vieja Neighborhood Specific Plan.  Implementation of the Regional Plan annual report.  Identification and adoption of major and minor plan amendments to clarify land use and transportation issues in the Flagstaff Regional Plan 2030.  Update development applications for major amendments and specific plans for the new Regional Plan.  Assist in updating City Codes (Zoning, Engineering, Amendments and Subdivisions) to support the new Regional Plan.  Support to City staff for strategic planning initiatives, e.g. the update to the Airport Master Plan.  Adopt and implement comprehensive amendments to the Flagstaff Zoning Code.  Identify and complete amendments to the City’s subdivision regulations for possible adoption by the City Council.  Lead the effort to update existing City Code provisions to provide improved standards for the maintenance of property, buildings, and structures.  Continued work to increase the number of volunteer hours utilized in the Graffiti Busters Program with a goal of at least 16 hours per week. Shopping cart collection program relegated to a service group.  Utilize the Innoprise location-based program to manage code complaints and permit process validation.  Reduce the number of non-code enforcement obligations to better utilize limited staff for enforcement responsibilities.  Support expansion of the program to locate waste dumpsters in temporary hubs in strategic locations to be timed with the departure and arrival of students. Annual Financial Plan 2016 Page 234 City of Flagstaff COMMUNITY DEVELOPMENT  SECTION 104 PLANNING & DEVELOPMENT SERVICES Continue to work toward installation of new signage on FUTS trails to acknowledge the adoption of various sections of the FUTS system by community volunteer organizations and individuals. Building Safety  Implement Electronic Plan Review.  Configure and implement Innoprise permitting software.  Stream line plan reviews, the permit process, and inspections  Provide real-time inspection results through Innoprise.  Be able to scan and store all approved building plans electronically. PERFORMANCE MEASURES Regional Plan Implementation The Current Planning program implements the Flagstaff Regional Plan 2030 though the review and processing of private and public projects. The Regional Plan employs a progressive and comprehensive array of “smart growth” principles such as mixed use, compact urban form and growth boundaries, redevelopment, infill, park and recreation development, open space conservation, minimum densities, walkable neighborhoods, affordable/mixed income housing, neighborhood conservation, multi-modal transportation, regional coordination, protection of industrial sites and targeted economic development strategies. The strategy now underway is to plan, design, and build specific projects that incorporate those principles at the neighborhood level and optimally match up potential and opportunity with location and timing. The premise of this overall strategy is that significant private and public projects, grounded in market economics, are planned and built at the optimal time and locations within the city and should occur on a regular basis, and from time to time the City will take a role to foster and lead those projects. Then over time, and inside the City’s Urban Growth Boundary, the markets will develop an inventory of reinvestment sites, partnerships, corridors, neighborhoods and districts, all of which can offer viable choices for quality public, private investment and partnerships respond to the individual market forces and opportunities for those areas, and keep the city and region in a competitive position to grow the region’s economy, while offering a real alternative to urban sprawl and peripheral expansion. Council Priority: Retain, Expand and Diversify Economic Base Goal: Provide development project applicants all the information needed at the earliest opportunity to secure approval of a quality project while providing for safe and functioning transportation, water, sewer and drainage systems for lasting use by current and future residents and visitors. Objective: Provide punctual and comprehensive client focused site plan review to enable quality development. Type of Measure: Program output Tool: Project tracking software/Program Manager Analysis Frequency: Each application Scoring: Percentage of occurrence Trend:  CY 13 CY 14 CY 15 CY 16 Measures: (A) Actual Actual Actual Proposed Percent of land development applications 99% 99% 99% 99% approved without “surprise” conditions when conceptual to site plan was not altered or modified by the applicant/developer. Annual Financial Plan 2016 Page 235 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 104 Type of Measure: Program output Tool: Project tracking software/Program Manager Analysis Frequency: Each permit issued Scoring: Percentage of occurrence Trend:  CY 13 Measures: (B) Actual Percent of building permits issued without 95% “surprise” construction plan conditions of approval. PLANNING & DEVELOPMENT SERVICES CY 14 Actual 95% CY 15 Actual 95% CY 16 Proposed 95% 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: Participate in micro-simulation study of transportation and mobility for South Milton Avenue CY 13 Actual CY 14 Actual CY 15 Estimated CY 16 Proposed N/A 70% 100% N/A 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 2016 Page 236 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 104 PLANNING & DEVELOPMENT SERVICES Measures: CY 13 Actual CY 14 Actual CY 15 Estimated CY 16 Proposed Regional Plan milestones (percent complete) 90% 100% N/A N/A Goals and policies covering every subject listed 90% above plus: - Urban Conservation - Economic Development - Responsive Government - Energy - Heritage Preservation 100% N/A N/A Publish annual report for the Flagstaff Regional Plan - 100% 100% Update background maps listed in Policy LU 4.2 in the Regional Plan with current data (coincides with the annual report) - 100% 100% La Plaza Vieja Neighborhood Plan (updated for 80% new Regional Plan) presented to, and adopted by, Council 100% 100% N/A Milton Corridor Study - 50% 100% - 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: Participate in micro-simulation study of transportation and mobility for South Milton Avenue Annual Financial Plan 2016 CY 13 Actual CY 14 Actual CY 15 Estimated CY 16 Proposed N/A 70% 100% N/A Page 237 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 80% attendance and 80% participation. • General public: Major meeting: target at 20 public members attending. Minor meetings: target at 12 public members attending. Frequency: Quarterly Scoring: (A) Percent completed to meet deadline, (B) New measure Trend:  CY 13 CY 14 CY 15 CY 16 Measures: (A) Actual Actual Estimated Proposed Zoning Code Amendment Milestones (Percent 25% 100% 100% N/A completed) Measures: (B) Zoning Code (Percent major meeting public attendance goal) Zoning Code (Percent minor meeting public attendance goal.) Annual Financial Plan 2016 CY 13 Actual CY 14 Actual CY 15 Estimated CY 16 Proposed 95% 95% Ongoing N/A 95% 95% Ongoing N/A Page 238 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 104 PLANNING & DEVELOPMENT SERVICES 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 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 CY 13 CY 14 CY 15 CY 16 Measures: (A) Actual Actual Estimated Proposed Support successful curbside recycling and solid Ongoing 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 Ensure the timely removal of graffiti through the “Graffiti Busters” program. Ongoing Ongoing Ongoing Ongoing Expand the Shopping Cart Retrieval Program. Ongoing Ongoing Ongoing Ongoing CY 14 Actual 90% CY 15 Estimated 90% CY 16 Proposed 90% Tool: Survey or tracking of staff contacts with residents Frequency: Monthly report Scoring: 75-90% Average Trend:  CY 13 Measures: (B) Actual Measure response to staff contact with residents 90% by recording compliments and complaints. Annual Financial Plan 2016 Page 239 Ongoing City of Flagstaff COMMUNITY DEVELOPMENT SECTION 104 PLANNING & DEVELOPMENT SERVICES 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 13 CY 14 CY 15 CY 16 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 13 Actual 90% CY 14 Actual 98% CY 15 Estimated 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 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 13 CY 14 CY 15 Measures: Actual Actual Estimated Create link to Regional Plan goals in Agenda N/A 100% 100% Quick and other relevant reporting software Conduct trainings and summary material for N/A 100% 100% divisions and departments concerning the relationship between their programs and the Regional Plan. Identify and update Regional Plan for clarification 30% 60% of land use and transportation issues. Major Plan Amendment to correct legal deficiency in Map 25: Road Network Illustration Annual Financial Plan 2016 N/Z Page 240 25% 100% CY 16 Proposed 98% educate City CY 16 Proposed N/A N/A 100% N/A 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 13 CY 14 CY 15 CY 16 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 Annual Financial Plan 2016 CY 13 Actual CY 14 Actual CY 15 Estimated CY 16 Proposed 95% 98% 98% 98% 95% 98% 98% 98% Page 241 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 104 PLANNING & DEVELOPMENT SERVICES 104-PLANNING AND DEVELOPMENT SERVICES EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2013-2014 $ 1,931,793 302,201 87,066 $ 2,321,060 Adopted Budget 2014-2015 $ 2,093,104 133,870 72,647 $ 2,299,621 Estimated Expenditures 2014-2015 $ 2,093,104 122,370 72,647 $ 2,288,121 Proposed Budget 2015-2016 $ 2,102,782 127,120 69,817 $ 2,299,719 Budget-Budget Variance $ 9,678 (6,750) (2,830) $ 98 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Advanced Planning Building Plan Review Building Inspection Current Planning Code Compliance Code Compliance-SEMS TOTAL $ 231,672 226,583 358 934,831 579,529 159,428 188,608 2,321,060 $ 216,555 176,501 893,250 600,834 199,044 213,437 2,299,621 $ 216,555 165,001 893,250 600,834 199,044 213,437 2,288,121 $ 209,583 172,273 889,116 617,986 200,808 209,953 2,299,719 $ $ 2,299,719 2,299,719 $ (6,972) (4,228) (4,134) 17,152 1,764 (3,484) 98 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Planning and Development Services operating budget has decreased less than 1% and there are no capital expenditures. Personnel Services increase is due to a 2% market pay increase which was mitigated by position turnover. Contractual decreases are due to a reduction in consultant fees and bringing custodial services back in-house. Commodities decreases are due to a reduction in equipment, computer and software purchases. Regional Plan copy cost increases offset part of the commodites reductions. Annual Financial Plan 2016 Page 242 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 one unit of newly constructed Izabel Homes to a qualified household.  Continued contract management with Housing Solutions of Northern Arizona for long term administration of Izabel Homes  Owner Occupied Housing Rehabilitation (OOHR) o Completed six OOHR projects, o Two OOHR projects in process on 12/31/14, o OOHR program monitored by Arizona Department of Housing (ADOH) with no findings  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 (Housing Solutions of Northern Arizona and Habitat) o Obtained financial commitment toward affordable housing commitment from Pinnacle Pines o Worked with developer and lender on land trust unit on traded City land  Assisted with the writing of the Housing section of the La Plaza Vieja 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 two developers applying for Low Income Housing Tax Credits  Worked with Innoprise ComDev team to prepare for new software  Participated in developer negotiations as appropriate with Development Services  Worked with Police Department to design an Employer Assisted Housing program for sworn and dispatch personnel  Completed merger of Housing Rehabilitation programs with Coconino County Annual Financial Plan 2016 Page 243 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 105 HOUSING Division 31  Provided CDBG funding to benefit vulnerable populations as awarded by Council o BOTHANDS, Inc. – Financial Assistance and Counseling Program o Catholic Charities – PATH Operational Assistance o Catholic Charities – Shelter Rehabilitation o City of Flagstaff – Arroyo Park Roadway Access Improvements (phase 2) o City of Flagstaff – Owner Occupied Housing Rehabilitation o Flagstaff Shelter Services – Women’s Shelter Operation o Northland Hospice – Operational Assistance Olivia White o The Guidance Center – Inverrary House Rehabilitation  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 16 NEW INITIATIVES AND GOALS     Complete merger with City of Flagstaff Housing Section and Housing Authority, both functionally and physically. Issue Request for Statement of Qualifications (RSOQ) for Izabel Homes to seek a partner that can also provide lending Implement Police Department Employer Assisted Housing (PD EAH) program Implement new Council housing goals PERFORMANCE MEASURES Housing Authority reported within Division 45 Regional Plan Priority: Housing and Neighborhoods Goal: To assist 95% of clients within identified time frames Objective: Service Delivery Type of Measures: Output Tool: Statistical Counting Frequency: Quarterly Trend:  CY 13 Measures: Actual Clients assisted within identified time frames N/A Annual Financial Plan 2016 Page 244 CY 14 Actual 100% CY 15 Estimated 100% CY 16 Proposed 100% City of Flagstaff COMMUNITY DEVELOPMENT SECTION 105 HOUSING Regional Plan Priority: Housing and Neighborhoods Goal: Administer grant funding in full compliance with funding source requirements. Objective: Planning & Delivery Type of Measure: Outcome Tool: Compilation of evaluation reports Frequency: Annually, dependent on Federal and State feedback Scoring: 100% Trend:  CY 13 CY 14 Measures: Actual Actual Percentage of compliance achieved with 100% 100% requirements for grants received from the State and Federal governments. SECTION: CY 15 Estimated 100% CY 16 Proposed 100% 105-HOUSING EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2013-2014 $ 259,024 2,577 (53,276) $ 208,325 Adopted Budget 2014-2015 $ 298,503 9,258 (58,054) 50,000 $ 299,707 Estimated Expenditures 2014-2015 $ 298,503 9,258 (58,054) $ 249,707 Proposed Budget 2015-2016 $ 297,462 9,258 (58,054) $ 248,666 Budget-Budget Variance $ (1,041) (50,000) $ (51,041) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Land Trust TOTAL $ 162,344 45,981 208,325 $ 294,607 5,100 299,707 $ 244,607 5,100 249,707 $ 165,368 83,298 248,666 $ $ 248,666 248,666 $ (129,239) 78,198 (51,041) SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Housing operating budget has decreased by less than 1% with an overall decrease of 17% and no capital expenditures. Personnel Services decrease is attributable to salary decreases as a result of staff turnover and are offset partially by a 2% pay increase. Annual Financial Plan 2016 Page 245 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 106/107 COMMUNITY HOUSING SERVICES 106-COMMUNITY HOUSING SERVICES EXPENDITURES BY CATEGORY: Contractuals TOTAL Actual Expenditures 2013-2014 $ 165,071 $ 165,071 Adopted Budget 2014-2015 $ 974,214 $ 974,214 Estimated Expenditures 2014-2015 $ 96,443 $ 96,443 Proposed Budget 2015-2016 $ 883,782 $ 883,782 Budget-Budget Variance $ (90,432) $ (90,432) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Revolving Loan - General Fund Workforce Housing Incentives Workforce Housing Development Land Acquisition-GF TOTAL $ 102,000 45,170 17,901 165,071 $ 90,001 150,433 1 733,779 974,214 $ 96,443 96,443 $ 33,000 90,001 128,613 1 632,167 883,782 $ $ 883,782 883,782 $ 33,000 (21,820) (101,612) (90,432) 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 2013-2014 $ 67,761 37,229 $ 104,990 Adopted Budget 2014-2015 $ 803,167 $ 803,167 Estimated Expenditures 2014-2015 $ 250,000 $ 250,000 Proposed Budget 2015-2016 $ 1,353,168 $ 1,353,168 Budget-Budget Variance $ 550,001 $ 550,001 $ $ $ $ $ EXPENDITURES BY PROGRAM: AZ Housing Trust Funds Home Grant Rehab Coconino County Housing Grants TOTAL $ 104,990 104,990 $ 330,000 473,167 803,167 $ 250,000 250,000 $ 330,000 673,168 350,000 1,353,168 $ $ 1,353,168 1,353,168 $ 200,001 350,000 550,001 SOURCE OF FUNDING: HOUSING AND COMMUNITY SERVICES FUND COMMENTARY: This is a grant funded section with no capital expenditures. There are no personnel services or commodities for this section. Annual Financial Plan 2016 Page 246 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 2013-2014 $ 52,478 510,503 21,844 $ 584,825 Adopted Budget 2014-2015 $ 62,318 940,972 2,395 $ 1,005,685 Estimated Expenditures 2014-2015 $ 62,318 588,371 2,395 $ 653,084 Proposed Budget 2015-2016 $ 63,064 1,024,436 8,395 $ 1,095,895 Budget-Budget Variance $ 746 83,464 6,000 $ 90,210 $ $ $ $ $ EXPENDITURES BY PROGRAM: CDBG Entitlement Administration CDBG Rehab of Acquired Homes CDBG Construction of New Homes CDBG Public Improvement CDBG Housing Rehab CDBG Miscellaneous Projects CDBG Home Buyers Assistance CDBG Economic Development CDBG Public Facility CDBG Housing Stabilization CDBG Public Facility Ops TOTAL $ 60,619 65,259 7,460 123,628 29,215 93,291 32,005 112,488 53,692 7,168 584,825 $ 73,463 1,000 152,479 171,414 69,900 252,549 40,122 85,534 80,313 78,911 1,005,685 $ 73,463 1,000 61,414 37,517 222,010 40,122 78,334 80,313 58,911 653,084 $ 82,350 205,000 156,074 248,490 88,783 30,539 214,659 70,000 1,095,895 $ $ 1,095,895 1,095,895 $ 8,887 (1,000) 52,521 156,074 77,076 18,883 (222,010) (40,122) 129,125 (80,313) (8,911) 90,210 SOURCE OF FUNDING: HOUSING AND COMMUNITY SERVICES FUND COMMENTARY: This grant funded section increased 8% and there are no capital expenditures for this section. Personnel Services increase is due to a 2% market pay increase. Contractuals increased 8% due to an anticipanted CDBG grant award amount. Commodities decreased due to a reduction in office supplies and copy charges. There is no major capital (>$10,000) for this section. Annual Financial Plan 2016 Page 247 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 110 FLAGSTAFF MPO MISSION The mission of the FMPO is to leverage cooperation to maximize resources among local governments and partners for the creation, maintenance and preservation of a sound multi-modal transportation system. Our vision is to create the finest multi-modal transportation system in the country for a region of similar size 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 15 ACCOMPLISHMENTS                  Regional Transportation Technical Update Tools Development o Transportation performance measures – including previously developed benefit-cost analysis tool o Cost model tool o Regional transportation model update and improvement o Financial model tool Milton Road Alternatives Analysis – Microsimulation Study o Evaluation of multiple bundles of improvements o Partnership with ADOT to implement new traffic signal timing plans Arizona Rural Transportation Summit host o 200+ people from across Arizona at Little America o Organized 18 panel sessions o Arranged for more than $25,000 in corporate sponsorships FUTS Trail Signing o More than 400 signs designed and coded in GIS to be set in Spring 2015 including trailheads, trail names, directions and mile markers Federal Funding Management o Successfully shifted funds between 4 projects and 2 studies to protect funds and reduce City and County financial burden Dark Skies Summit – Planning Committee o 160+ experts and practitioners from across the nation at High Country Conference Center o 3-days of intensive presentations and facilitation o Basis for research into City next generation of street-lighting and dark skies Initiate Dark Skies Street light research Collaborate with City and County and initiate Street Operations & Maintenance Study Flagstaff Regional Freight Strategy - Consultant based study for regional freight policy and strategy and logistics training for regional shippers Support for City and County road repair tax initiatives Significant analysis of pedestrian and sidewalk systems completed including needs analysis Service on AMPO Board of Directors, ADOT Freight Advisory Committee Coordination on ADOT initiatives including 1-17 and I-40 Corridor Profiles Regional Coordination Activities: NAIPTA-NAU; Regional Trails School Bike Rack Program: 72 bike racks installed at FUSD, charter and private schools through REI grant Administration and analysis of a Walking & Biking survey Completion of the Coordinated Public Transit - Human Services Plan – more than $400,000 in grants transporting elderly and disabled populations Annual Financial Plan 2016 Page 248 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 110 FLAGSTAFF MPO FY 16 NEW INITIATIVES AND GOALS        Regional Transportation Plan Update – to utilize the tools from the RTP update to inform and engage the public and regional leaders in adopting Transportation Collaborative – to create and implement an action plan with NAIPTA to build leadership support and consensus surrounding priority transportation improvements for the region. Transportation Cooperative – to facilitate discussions among regional partners to develop and maintain basic data needs in support of transportation and inter-related land use and economic development planning GIS-Technician – temporary hire proposed to complete regional transportation plan analyses and develop basic data sets for future planning efforts Substantial completion of Master Plan work on Street, Bicycle and Pedestrian Systems Municipal facility bike rack program FUTS acquisition program continuation PERFORMANCE MEASURES Council Priority: Regional Plan (2030) – Congestion/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: V or > (transit ridership is nearly flat and not keeping pace with population. Drive alone figures appear to be rising) CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimate Proposed Trip Diary Results (2006=42.9%/2012=49.0%) N/A N/A N/A N/A Transit trips per city capita (fiscal year results) 26.8 26.2 26.1 26.0 Journey to Work (Drove alone ACS 3-yr avg 65.3 66 65 65 (CY 10 = 64.4) (CY 11 = 61.7) Annual Financial Plan 2016 Page 249 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 110 FLAGSTAFF MPO Council Priority: Regional Plan (2030) – Congestion/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 still not met. Reports on vehicle miles traveled (VMT – with through trips factored out) and vehicle hours traveled (VHT). Model performance is gauged by output compared to industry standards for trip 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) Scoring: percent under industry standard  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. RTP project prioritization to change in FY15 to match Flagstaff Regional Plan 2030 and federal mandates for performance. Scoring: S=Significant; M=Moderate  UPWP – Work Program aligned with RTP priorities: See TIP Frequency: annually Trends:  VMT ; VHT ; TIP ; UPWP   Model RMSE - down  (smaller is better)  Mode Share Accuracy – down  (expect accuracy to lag between surveys) CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimate Proposed Outcomes Vehicle Miles Traveled per capita (region) 20.3 20 20 20 Vehicle Hours Traveled per capita (region) 0.74 .75 .75 .75 Outputs – Mandated documents Transportation Improvement Program S M 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 70% 70% 70% 70% diary survey every 5 years) Annual Financial Plan 2016 Page 250 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 110 FLAGSTAFF MPO 110-FLAGSTAFF MPO EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2013-2014 $ 255,690 179,915 (59,381) $ 376,224 Adopted Budget 2014-2015 $ 268,830 668,855 (34,260) $ 903,425 Estimated Expenditures 2014-2015 $ 268,830 228,855 (34,260) $ 463,425 Proposed Budget 2015-2016 $ 317,838 716,540 (38,760) $ 995,618 Budget-Budget Variance $ 49,008 47,685 (4,500) $ 92,193 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration 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 Transit Spine Route Study TOTAL $ 117,554 24,996 4,589 139,094 55,890 10,939 557 22,605 376,224 $ 239,342 17,078 1,000 78,505 265,000 2,500 300,000 903,425 $ 239,342 17,078 1,000 37,505 166,000 2,500 463,425 $ 295,603 25,000 950 59,065 355,000 260,000 995,618 $ $ 995,618 995,618 $ 56,261 7,922 (50) (19,440) 90,000 (2,500) (300,000) 260,000 92,193 SOURCE OF FUNDING: METROPOLITAN PLANNING FUND COMMENTARY: The MPO operating budget has increased 9% and there are no capital expenditures. Personnel Services increases are due to a temporary GIS technician and a 2% market pay increase. Contractual increase is due to an increase in consultant fees. Commodities decreases are due to a decrease in copy charges. There is no major capital (>$10,000) for this section. With the exception of the Transportation Fund transfer of $22,500, the MPO is a 100% grant reimbursed program. Annual Financial Plan 2016 Page 251 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 109 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 38 VASH Vouchers for Veterans. We partner with the VA on this program. We also manage Clark Homes, 80 unit’s of 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 15 ACCOMPLISHMENTS       Maintain Public Housing High Performer status from HUD. This system measures financial management, maintenance and physical plant and overall management the of public housing program, including a lease-up rate in excess of 98% for the year ending June 30, 2015. 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, 2015. Continue to upgrade units, 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 2015 financial audit with no findings. FY 16 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. Continue implementation of merger with City of Flagstaff Housing Section and Housing Authority. Annual Financial Plan 2016 Page 252 City of Flagstaff COMMUNITY DEVELOPMENT SECTION 109 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 13 FY 14 FY 15 FY 16 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 13 FY 14 FY 15 Measures: Actual Actual Estimated Housing Authority control deficiencies 0 0 0 Housing Authority significant deficiencies 0 0 0 Housing Authority audit findings 2 0 0 Annual Financial Plan 2016 Page 253 FY 16 Proposed 0 0 0 City of Flagstaff COMMUNITY DEVELOPMENT SECTION: SECTION 109 FLAGSTAFF HOUSING AUTHORITY 109-FLAGSTAFF HOUSING AUTHORITY EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2013 - 2014 $ 1,611,163 4,124,178 217,587 181,813 $ 6,134,741 Adopted Budget 2014-2015 $ 1,751,906 4,888,149 160,380 243,691 $ 7,044,126 Estimated Expenditures 2014-2015 $ 1,572,789 3,924,865 141,702 243,691 $ 5,883,047 Proposed Budget 2015-2016 $ 1,759,930 4,853,111 152,483 446,188 $ 7,211,712 Budget-Budget Variance $ 8,024 (35,038) (7,897) 202,497 $ 167,586 $ $ $ $ $ EXPENDITURES BY PROGRAM: Low Income Public Housing Ross Grant Sec 8 HSG Choice Voucher/MRO Non-HUD Program Flagstaff Housing Corp Contingency TOTAL $ 2,072,208 31,840 3,688,972 46,267 295,454 6,134,741 $ 2,091,863 64,113 3,563,849 42,414 280,637 1,001,250 7,044,126 $ 2,087,382 3,472,765 42,263 280,637 5,883,047 $ 2,277,637 3,564,250 42,541 326,034 1,001,250 7,211,712 $ $ 7,211,712 7,211,712 $ 185,774 (64,113) 401 127 45,397 167,586 SOURCE OF FUNDING: FLAGSTAFF HOUSING AUTHORITY FUND COMMENTARY: The Housing Authority operating budget has decreased 0.5%. However, capital expenditures increased $202,497, or 83.1%, resulting in an overall net increase of 2%. Personal Services increases are due to a 2% market increase. Contractuals decreases are primarily due to reductions in utilities and portable voucher pass through expenditures. Commodities increase is due to general inflationary cost increases. Capital expenditures have increased due to the timing of grant-funded expenditures, rather than an increase in grant funding. Major capital (>$10,000) is for roof, siding and sewer line repair/replacement plus needed accessibility upgrades to the Siler Office building ($446,188). Capital improvements are funded by HUD's Capital Grant program. Annual Financial Plan 2016 Page 254 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 2016 Page 255 City of Flagstaff Annual Financial Plan 2016 FIRE Fire 21 1 Division Director (Fire Chief) 1 Admin Spec Administration/Operations 1 Deputy Fire Chief Wildland Fire Management 1 Wildland Fire Manager Page 256 1 Admin Spec "A" SHIFT 1 Battalion Chief 7 Fire Captains 7 Fire Engineers 10 Fire Fighters "B" SHIFT 1 Battalion Chief 7 Fire Captains 7 Fire Engineers 10 Fire Fighters Fire EMTs as 2 Fire EMTS(2 assigned total) "C" SHIFT 1 Battalion Chief 7 Fire Captains 7 Fire Engineers 10 Fire Fighters Fire Prevention 1 Battalion Chief 1 Fire Inspector 1 Regional Fire Training Coordinator 1 Wildland Fire Supervisor 1 Wildland Firewise Specialist 1 FWPP Operations Specialist City of Flagstaff 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 15 ACCOMPLISHMENTS          Coordinated outreach and initial launching of self-inspection program. Restructure Departmental assignments to provide efficiency and improve staff development Improved 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. Streamlined Fire Department Development Review Fees to be included in the CD permitting process. Collaborated with the Police Department to form a partnership on fire prevention patrols during peak fire danger. Monitoring response data and maximize efficiencies. Continued to lead the Flagstaff Watershed Protection Project (FWPP): issued the Final Environmental Impact Statement and Draft Record of Decision, completed 26 separate major benchmarks, treated 1,200 acres (all jurisdictions), and have now accounted for $2 million in partner contributions; Implemented an adaptive response to non-emergency calls in Flagstaff with community partners. Developed and implemented an IGA for a Regional Training Officer through collaboration with area partners. FY 16 NEW INITIATIVES AND GOALS         Receive and place into service a new Fire Engine Begin the adoption process of an updated International Fire Code Continue our Collaboration with the Police Department Produce a report on the Adaptive response to non-emergency calls in Flagstaff Lead/participate in critical wildfire/forest health partnerships (GFFP, 4FRI, FHC, AZPFC) Re-launch the Flagstaff Firewise Neighborhood program Lead/manage the City’s Hazard Tree program (identification, notification, removal-disposal) Fully integrate the new FWPP Operations Specialist and train/engage the replacement (term) Firewise Specialist  Implement an Automated Continuity of Operations Planning program Annual Financial Plan 2016 Page 257 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 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Customer Satisfaction 99% Under review 98% 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: 90% progress, 89% to 60% Caution, below 59% Evaluate the program. Trend: TBA CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed To confine flame spread to the room of origin new 70% 90% 90% 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 transport time at 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: 90% progress, 89% to 75% Caution, below 74% Evaluate the program Trend:  Measures: CY 13 CY 14 CY 15 CY 16 Actual Actual Estimated Proposed On priority medical patients, we will maintain a new 82% 90% 90% patient contact to transport time at 25 minutes 90% of the time. Annual Financial Plan 2016 Page 258 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 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed The first arriving vehicle is on scene of an 58.2% 61% 60% 60% 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 500 acres of combined treatment. CY 13 Actual 245 acres CY 14 Actual 245 acres CY 15 Estimate 400 acres CY 16 Proposed 400 acres Debris Disposal - Complete 80 acres (Pile burning, chipping, or removal) 703 acres 703 acres 250 acres 250 acres Ecosystem Health - Complete 60 acres of broadcast burning 0 acres 268acres 100 acres 100 acres Measures: Thinning - Complete 125 acres Annual Financial Plan 2016 Page 259 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 12 Actual .3 CY 13 Actual .2 CY 14 Actual .3 CY 15 Proposed (4-Year average) .3 12.5 4.3 .6 3.0 051-FIRE OPERATIONS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2013-2014 $ 8,555,724 376,399 530,239 954 $ 9,463,316 Adopted Budget 2014-2015 $ 8,724,660 423,400 494,636 513,000 $ 10,155,696 Estimated Expenditures 2014-2015 $ 8,724,660 423,400 474,636 513,000 $ 10,135,696 Proposed Budget 2015-2016 $ 9,899,972 479,800 529,636 317,500 $ 11,226,908 Budget-Budget Variance $ 1,175,312 56,400 35,000 (195,500) $ 1,071,212 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Fire Prevention Training Fire Suppression Fuel Management TOTAL $ 685,908 210,386 1,620 8,274,860 290,542 9,463,316 608,408 224,953 85,750 8,965,925 270,660 $ 10,155,696 608,408 224,953 85,750 8,945,925 270,660 $ 10,135,696 604,077 275,996 86,929 9,958,849 301,057 $ 11,226,908 $ (4,331) 51,043 1,179 992,924 30,397 1,071,212 SOURCE OF FUNDING: GENERAL FUND $ 11,226,908 $ 11,226,908 COMMENTARY: The Fire Department operating budget has increased 11% and capital expenditures total $317,500, resulting in an overall net increase of 13%. Personnel Services increases are due to a increase in 1 FTE for a Fire EMT, 2% market pay increase, paramedic market based pay increase and substantial increase in public safety retirement system benefits. Contractual increases are due to increases station maintenance and repairs, and software purchase. Commodities increase are due to turnout attire replacements. Other one-time authorized expenditures totaling $126,000 include fire station repairs, Arc Hazard Survey, Coop Software, hazard tree removal program and MDC replacements. Major capital (>$10,000) is for a truck replacement ($31,000), two utility bed replacements ($18,000), two Thermal Imaging Cameras ($18,500) and heart monitor replacements ($250,000). Annual Financial Plan 2016 Page 260 City of Flagstaff FIRE DEPARTMENT SECTION: SECTION 051 FIRE GRANTS 052-FIRE GRANTS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2013-2014 $ 48,020 64,779 (110,916) 34,745 $ 36,628 Adopted Budget 2014-2015 $ 195,000 5,000 75,000 310,000 $ 585,000 Estimated Expenditures 2014-2015 $ 195,000 5,000 75,000 $ 275,000 Proposed Budget 2015-2016 $ 420,000 105,000 331,467 $ 856,467 Budget-Budget Variance $ 225,000 (5,000) 30,000 21,467 $ 271,467 $ $ $ $ $ EXPENDITURES BY PROGRAM: Hazardous Fuels Projects Camp Navajo General Wildfire Response AZ Homeland Security GOHS Assistance To Firefighter Naval Observatory Thinning FY10-19 FY2012 Hazardous Fuel Cooperative Forestry Assistance Grants Wildland Urban Interface Grant TOTAL $ 4,889 (110,885) 47,682 12,886 82,056 36,628 $ 40,000 25,000 310,000 10,000 200,000 585,000 $ 40,000 25,000 10,000 200,000 275,000 $ 20,000 40,000 25,000 331,467 200,000 240,000 856,467 $ $ 856,467 856,467 $ 20,000 21,467 (10,000) (200,000) 200,000 240,000 271,467 SOURCE OF FUNDING: GENERAL FUND Annual Financial Plan 2016 Page 261 City of Flagstaff Flagstaff Fire Department honors the Granite Mountain Hot Shot Crew who lost their lives in a massive forest fire in Yavapai County, Arizona. Our Fire Fighters are all close to their "brothers". Annual Financial Plan 2016 Page 262 City of Flagstaff POLICE DIVISION MISSION The mission of the Flagstaff Police Section 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 2016 Page 263 City of Flagstaff Annual Financial Plan 2016 POLICE Police 22 1 Division Director (Police Chief) Internal Investigation/ Administrative Services 1 Sergeant Operations 1 Deputy Police Chief Criminal Investigations 1 Police Lieutenant Community Relations/ Crime Prevention 1 Police Sergeant 1 Admin Spec Page 264 A Squad 1 Police Sergeant 5 Police Detective 1 Rotating Police Officer B Squad 1 Police Sergeant 5 Police Detective 1 Police Officer (Crime Analyst) Family Crime Team 1 Police Detective 1 Rotating Police Officer Metro Unit 1 Police Sergeant 1 Admin Spec Agents As Assigned City of Flagstaff Property Crimes 1 Police Detective Training 1 Police Training Coord Citizen Volunteers Parking/Radar Graffiti Eradification 2 Police Officer (School Resource) Support Services 1 Deputy Police Chief Patrol 3 Police Lieutenant Emergency Services Tactical Operations Police Officers As Assigned Hostage Negotiations Police Officers As Assigned Explosive Disposal Police Officers As Assigned Support Services 1 Police Support Services Manager (Civilian) Patrol Squads A Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned B Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned C Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned D Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned E Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned F Squad 1 Police Sergeant 1 Police Corporal Police Officers As Assigned K Squad 1 Police Sergeant Police Officers As Assigned M Squad 1 Police Sergeant Police Officers As Assigned N Squad 1 Police Sergeant Police Officers As Assigned Selective Enforcement 1 Police Sergeant 1 Police Corporal Police Officers As Assigned Communications 1 Police Communications Manager (Civilian) 2 Admin Spec Records 1 Police Records Supervisor 10 Admin Spec Special Services 1 Police Special Svcs Supv (Civilian) 1 Parking Control Officer 1 Animal Control Officer Reserves 2 Evidence Technician 1 Property Control Coord 5 Police Emerg Comm Spec Supervisor 22 Police Emerg Comm Spec 1 911 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 15 ACCOMPLISHMENTS           Implemented a lethality assessment indicator for domestic violence incidents to help identify and address violent suspects and those victims most at risk. Placed five emergency communications trainees into a formal dispatch academy and provided in-house advanced training to existing employees. Moved forward with the Phase II 911 system, updating maps, testing and troubleshooting, with the goal of going live before 2015. Revised Comp-Stat by introducing a strategic management system to allow for more timely information sharing and pre-emptive policing to help prevent crime. Began a body camera program which outfitted the majority of patrol officers. Explored technology advancements in the form of new MDC/tablet platform for vehicles. Expanded the Woods Watch program, increased 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. Explore a partnership with the Fire Department on fire prevention patrols. Revise the Field Training Program to help increase success rates of trainees. Annual Financial Plan 2016 Page 265 City of Flagstaff POLICE DEPARTMENT SECTION 061 POLICE FY 16 NEW INITIATIVES AND GOALS Customer Service Initiatives:  Allow the public to submit house or business watches online.  Create a Citizen Liaison Committee to foster communication and education on current trends.  Train Emergency Communications Specialists in verbal judo, to help increase their information gathering skills on emergency calls. Climate Resiliency and Preparedness:  Update the Coconino County Hazards Mitigation Plan.  Cross train dispatchers on multiple channels to help cover catastrophic events.  Improve our vacancy rate so we are not so susceptible to disease outbreaks and internal tragedies. Straightening the Pipes Initiatives:  Move the patrol squads from a seven to an eight squad format, to better cover high call load times and reduce overtime.  Explore a “hire for attitude” revision of the new hire process for officers; explore contracting out the new hire process for police candidates.  Explore digital storage of evidentiary photographs on a shared computer server. 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 5%. 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, or progressing (trending) towards, or away from property crime reduction to meet the 2013 national benchmark of 27.31 per 1,000 residents. Meets/exceeds, or progressing (trending) towards, or away from the 2013 Benchmark City Survey average of Auto Burglaries/theft from vehicles of 6.4 per 1,000 population. Trends:  (progressing) CY 12 CY 13 CY14 CY15 CY16 Measures: Actual Actual Actual *Goal Proposed Property Crimes per 1,000 residents 42 43 45 41 40.9 Shoplifting Incidents 964 989 1,054 952 948 Vehicle Burglaries 215 296 259 244 253 Vehicle Burglary rate per 1,000 3.1 4.4 3.8 3.6 3.7 *Our goal for 2015, is a 5% reduction from the previous three-year average. Objective: 2. Maintain the current outstanding clearance rate for property crimes in comparison to the 2013 UCR benchmark of 19.7% 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. Annual Financial Plan 2016 Page 266 City of Flagstaff POLICE DEPARTMENT SECTION 061 POLICE 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 II drug offenses that exceeds the national benchmark of 4.8 arrests per 1,000 residents. Trend:  (exceeds) CY 12 CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Actual Goal Proposed Property Crimes Cleared 39% 37% 35% 39% 39% Arrests for Part II drug offenses 8.2 7.8 9 8.7 8.9 Objective: 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: Comp-Stat – Computer Statistics process Frequency: Monthly Scoring: Meets/exceeds, progressing towards, or away from 5% reduction in traffic collisions. Meets/exceeds, or progressing (trending) towards, or away from the 2013 Benchmark City Survey average of 3.5 DUI arrests per 1,000 population. Meets/exceeds, or progressing (trending) towards, or away from the 2013 Benchmark City Survey average of 167 citations per 1,000 population. Trend:  (progressing) CY 12 CY 13 CY14 CY 15 CY 16 Measures: Actual Actual Actual Goal Proposed Traffic Citations Issued 10,411 9,881 8,501 10,078 9,961 Citations Issued per 1,000 population 151 144 124 147 145 Warnings Issued 10,001 8,454 6,791 8,836 8,428 Number of DUI Arrests 840 619 581 714 670 DUI Arrest Rate per 1,000 population 12.2 9 8.4 10.4 9.7 Speed Citations 1,825 1,926 1,451 1,821 1,820 Red Light Violation Citations 307 384 495 415 453 Following Too Closely Citations 73 66 57 68 67 Seat Belt/Child Restraint Citations 425 300 239 337 307 All Collisions 2,632 2,554 2,539 2,446 2,387 DUI Related Collisions 72 64 87 70 70 Annual Financial Plan 2016 Page 267 City of Flagstaff POLICE DEPARTMENT SECTION 061 POLICE 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: Comp-Stat – Computer Statistics process Frequency: Monthly Scoring: Meets/exceeds, progressing towards, or away from maintaining current clearance rate for violent crimes that exceeds the 2013 UCR benchmark of 48.1%. Trend:  (exceeds) CY 12 CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Actual Proposed Total cases assigned to Detectives 3,714 3,193 3,136 3,181 3011 Violent crime cases assigned to Detectives 265 245 262 244 237 % of violent crime cases cleared 64% 61% 66% 67% 68% Objective: 2. Reduce Part I violent crimes, including aggravated assault, allowing no more than the 2013 national benchmark of 3.68 victims per 1,000 residents through increased enforcement activities by patrol officers. Scoring: Meets/exceeds, progressing towards, or away from reduction in Part I crimes to meet national benchmark of 3.68 per 1,000 residents. Meets/exceeds, or progressing (trending) towards, or away from the 2013 Benchmark City Survey average of 1.6 aggravated assaults per 1,000 population. Trend:  (away from) Measures: Part I violent crimes per 1,000 residents Aggravated Assault Aggravated assault rate per 1,000 population CY 12 Actual 4.0 190 2.8 CY 13 Actual 3.67 177 2.6 CY 14 Actual 3.93 184 2.7 CY 15 Goal 3.68 175 2.5 CY 16 Proposed 3.57 170 2.5 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:  (Exceeds) CY 12 CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Actual Goal Proposed % of Domestic Violence incidents where an arrest is 43% 42% 46% 46% 46% made Total Number of Domestic Violence Incidents 2,040 1,797 1,667 1,743 1,649 Total Number of Misdemeanor D.V. Incidents 1,775 1,550 1,467 1,517 1,435 Total Number of Felony D. V. Incidents 265 247 200 225 213 Annual Financial Plan 2016 Page 268 City of Flagstaff POLICE DEPARTMENT SECTION 061 POLICE 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 Police 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 community policing programs. Trend:  (meets) CY 12 CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Actual Goal Proposed Volunteer Hours donated 1,691 2,559 2,110 2,305 2,441 Community Support Meetings 85 104 140 115 126 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 12 CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Actual Goal Proposed Contacts with Public Intoxicants 2,855 3,288 2,793 2,830 2,821 Serial Inebriate related crime * 184 306 240 241 249 * 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 Substation. According to the 2010 Census the population of Sunnyside is 5,923 or roughly 9% of the City. Objective: 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 2011 265 53 20% 33 12.5% 2012 262 51 19.5% 31 11.8% 2013 245 42 17% 14 5.7% 2014 262 44 17% 11 4.2% Annual Financial Plan 2016 Page 269 City of Flagstaff POLICE DEPARTMENT SECTION 061 POLICE Property Crime YEAR City wide Sunnyside only Sunnyside % of City Southside only Southside % of City 2011 3019 313 10.40% 106 3.5% 2012 2834 202 7.10% 102 3.6% 2013 2867 243 8.5% 70 2.4% 2014 3008 260 8.6% 64 2.1% 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 12 CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Actual Goal Proposed Number of founded complaints from citizens (patrol) 12 12 9 10 9 Number of founded complaints from citizens (dispatch) 7 8 5 6 6 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 12 CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Actual Goal Proposed % of positive responses to surveys 92% 95% 86% 96% >96% Objective: Annual Financial Plan 2016 Page 270 City of Flagstaff POLICE DEPARTMENT SECTION 061 POLICE 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 2015)*. Objective: 2. Reduce dispatch times of FPD priority 1 calls (from receipt of call to dispatch) to under the NFPA standard (2009) of one 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) CY 12 CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Actual Goal Proposed Average patrol response time to priority one calls 4.48 min. 4.41 min. 4.33min. 4.19 min. 4.09 min. Dispatch times of FPD priority one calls in minutes 1.01 min. .69 min. .60 min .72 min. .64 min. Objective: Measures: 3. Meet the National Fire Protection Standards of dispatch times of priority 1 fire calls. The 2012-13 standards were 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. CY 12 CY 13 CY 14 CY 15 CY 16 Actual Actual Actual Goal Goal Percent of Flagstaff Fire calls being dispatched within 60 seconds Percent of Flagstaff Fire calls being dispatched within 90 seconds (2014 =106 seconds) * 2013 benchmarks from ICMA CY 2011 are as follows: Response time to police priority 1 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 2013 COF population: 68,867 2014 benchmarks are from ICMA CY 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 2012 Property Crimes cleared = 26% ICMA 2012 Violent Crimes cleared = 59% Positive response to surveys = 77% Annual Financial Plan 2016 95.8% 95.5% 98.3% >98.3% >98.3% 98.2% 98.25% 99.42% >99.4% >99.4% 2015 benchmarks are taken from the following sources: Response time to police priority 1 calls (ICMA 2011) = 5.52 2013 UCR Property Crimes per 1,000 = 27.31 2013 UCR Violent Crimes per 1,000 = 3.68 2013 UCR Property Crimes cleared = 19.7 % 2013 UCR Violent Crimes cleared = 48.1% (UCR), Positive Response to surveys (ICMA 2012) = 77% 2013 Benchmark City Survey (http://www.opkansas.org/wpcontent/uploads/downloads/benchmark- city-surveysection-a-demographics.pdf Page 271 City of Flagstaff POLICE DEPARTMENT SECTION: SECTION 061 POLICE 061-POLICE OPERATIONS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2013-2014 $ 13,504,381 1,471,919 202,256 250,967 $ 15,429,523 Adopted Budget 2014-2015 $ 14,392,218 1,516,695 826,377 114,500 $ 16,849,790 Estimated Expenditures 2014-2015 $ 14,392,218 1,476,695 821,377 114,500 $ 16,804,790 Proposed Budget 2015-2016 $ 15,477,537 1,484,414 1,238,751 510,000 $ 18,710,702 Budget-Budget Variance $ 1,085,319 (32,281) 412,374 395,500 $ 1,860,912 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Patrol Detectives Records Communications Special Services Crime and Prevention Training TOTAL 1,394,562 8,778,248 1,733,688 658,313 2,012,839 685,053 166,820 $ 15,429,523 2,172,572 9,226,317 1,626,640 776,193 2,195,287 676,894 175,887 $ 16,849,790 2,132,572 9,221,317 1,626,640 776,193 2,195,287 676,894 175,887 $ 16,804,790 2,323,973 10,431,803 1,966,422 678,013 2,367,653 746,980 195,858 $ 18,710,702 $ 151,401 1,205,486 339,782 (98,180) 172,366 70,086 19,971 1,860,912 SOURCE OF FUNDING: GENERAL FUND $ 18,710,702 $ 18,710,702 COMMENTARY: The Police Departments operating budget has increased 11% and capital expenditures total $510,000 with an overall net increase of 11%. Personnel Services increases are due to a market based pay increase for sworn positions and 2% market pay increase for other positions, increase in pay for emergency communication staff and large increases in PSPRS retirement contributions. Contractual decreases are due to decreases in maintenance contracts and facility repairs related to prior year one-time approved expenditures. Commodities increases are due to one-time expenditures budget authorization for Record Management System software upgrade, MDCs, computers, body cameras, and other safety equipment. Major capital (>$10,000) includes (9) police cruisers, detective vehicle replacement and evidence storage upgrades. Police Officers volunteer their time with children. Annual Financial Plan 2016 Page 272 City of Flagstaff POLICE DEPARTMENT SECTION: SECTION 062 POLICE GRANTS 062-POLICE GRANTS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2013-2014 $ 1,032,053 133,583 422,580 74,115 $ 1,662,331 Adopted Budget 2014-2015 $ 991,496 146,400 270,400 120,000 $ 1,528,296 Estimated Expenditures 2014-2015 $ 991,496 146,400 270,400 120,000 $ 1,528,296 Proposed Budget 2015-2016 $ 731,674 45,400 482,900 267,000 $ 1,526,974 Budget-Budget Variance $ (259,822) (101,000) 212,500 147,000 $ (1,322) $ $ $ $ $ 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 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 $ 292,117 321,375 185,490 132,433 193,492 83,610 67,330 29,633 9,048 10,569 115,633 5,720 48 34,103 52,809 55,701 34,691 38,529 1,662,331 $ 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 $ 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 $ 240,284 261,021 64,490 88,900 195,000 50,000 16,500 10,000 5,000 165,879 102,000 4,500 5,000 70,000 40,000 168,400 40,000 1,526,974 $ $ 1,526,974 1,526,974 $ (99,419) (58,350) (111,212) 150,000 (66,375) 5,000 10,000 (9,466) 2,000 (25,000) 30,000 151,500 20,000 (1,322) SOURCE OF FUNDING: GENERAL FUND Annual Financial Plan 2016 Page 273 City of Flagstaff The loss of our own Officer Tyler Stewart in the line of duty was a shock to the entire State of Arizona. The community rallied as one to support each other in this time of grief. See the inside cover of this Budget Book "In Remembrance". Annual Financial Plan 2016 Page 274 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 conscious work staff, we strive to improve the quality of life in Flagstaff through sustainable, affordable, efficient maintenance programs and enhanced Transportation and Park & Recreation 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 Management Section is to provide a comprehensive fleet management program dedicated to health, safety, resource conservation, and fiscal responsibility in selecting and supplying the most efficient state of the art vehicles and equipment to support City divisions and employees in the delivery of municipal services. 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 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 to enhance the Flagstaff community through people, parks and programs. The 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. 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 2016 Page 275 City of Flagstaff Annual Financial Plan 2016 PUBLIC WORKS Public Works 001-25 1 Division Director 1 Project Manager Solid Waste/Fleet Maintenance 1 PW Section Director Cemetery/Parks/Street Maintenance 1 PW Section Director Recreation 1 Public Works Section Dire… 1 Admin Specialist Collections 280-41 1 Public Works Manager 1 Public Works Supervisor (ES - Commercial) Landfill 280-41 1 Public Works Manager 1 Public Works Supervisor 7 Equipment Operator 1 SW Leadworker 11 Equipment Operator 1 Equipment Operator Temp 1 Project Manager 1 Project Manager Page 276 1 Public Works Supervisor (ES - Residential) 1 SW Leadworker 12 Equipment Operator Bin Maintenance 1 Solid Waste Leadworker 2 Equipment Operator 1 Customer Relations Supervisor Streets 040-32 1 Public Works Manager Safety/Training/CDL Testing 1 Public Works Supervisor 7 Equipment Operator .25 Equipment Operator Temp .88 Equipment Operator Snow Temp 1 Public Works Supervisor City of Flagstaff 4 Mechanic II 1 Welder/Tech Traffic/Sign and Markings/Concrete 1 Public Works Supervisor Sign and Markings 6 Maintenance Worker Traffic 1 Traffic Signal Tech Asst .5 Intern .88 Equipment Operator Snow Temp Equipment Operation 1 Public Works Supervisor Equipment 18 Equipment Operator Temps .88 Equipment Operator Snow Temp 1 Fleet Services Specialist .88 Equipment Operator Snow Temp 1 Buyer 1 Mechanic Leadworker 2 Mechanic I West Side 1 Public Works Supervisor 5 Maintenance Worker 2.27 Maintenance Worker Temp East Side 1 Public Works Supervisor 5 Admin Specialist Fleet Services 001-27 1 Public Works Manager Parks 001-26 1 Public Works Manager 6 Maintenance Worker 2.5 Maintenance Worker Temp BBB/FUTS/ROW 1 Public Works Supervisor 6 Maintenance Worker 1.88 Maintenance Worker Temp Cemetery/Civic Sites/Downtown 1 Public Works Supervisor 4 Maintenance Worker .75 Maintenance Worker Temp 1 Admin Specialist 1 Admin Asst Programs/Facilities 001-30 4 Recreation Supervisor 5 Recreation Program Coord 37.71 Temps Community Events 001-30 1 Recreation Supervisor 1 Recreation Program Coord .25 Intern Aquaplex 001-30 1 Recreation Supervisor 3 Recreation Program Coord .5 Recreation Program Assistant Sustainability/Environmental Management/Facility Maintenance 1 PW Section Director Emvironmental 280-43 1 Env Program Mgr 1 Env Tech 1 Env Prog Spec 1 Env Asst .25 Env Aide Sustainability 280-43 1 Sustainability Manager 2 Sustainability Spec 1 Open Space Spec Facilities Maint Division 001-29 1 Facilities Maint Superintendent 1 Facilities Maint Mgr 9.5 Maintenance Worker 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 conscious 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 15 ACCOMPLISHMENTS     Part of a team for proposition 406 Road Repair & Street Safety Initiative Completed first year of road repair & street safety overlays. Completed installation of second chiller at Jay Lively Ice Arena Reduction in accidents and injuries FY 16 NEW INITIATIVES AND GOALS    Complete annexation and rezone for Core Services Maintenance Facility Start design for Core Services Maintenance Facility Safety in the workplace – Continue to reduce accidents and injuries 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 2016 CY 13 Actual 24 Accidents CY 14 Actual 21 Accidents CY 15 Estimated 19 Accidents CY 16 Proposed 17 Accidents 980,218 1 accident/ 40,842 miles 1,015,000 1 accident/ 48,333 miles 1,050,000 1 accident/ 55,263 miles 1,050,000 1 accident/ 61,764 miles Page 277 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 2013-2014 $ 121,857 1,213 (71,454) $ 51,616 Adopted Budget 2014-2015 $ 120,114 3,051 (98,735) $ 24,430 Estimated Expenditures 2014-2015 $ 120,114 3,051 (98,735) $ 24,430 Proposed Budget 2015-2016 $ 221,661 3,151 (98,835) $ 125,977 Budget-Budget Variance $ 101,547 100 (100) $ 101,547 $ $ $ $ $ $ $ $ 125,977 125,977 $ $ $ (49,053) 104,320 20,295 33,610 16,805 125,977 EXPENDITURES BY PROGRAM: General Administration TOTAL 51,616 51,616 24,430 24,430 24,430 24,430 101,547 101,547 SOURCE OF FUNDING: GENERAL FUND HIGHWAY USER REVENUE FUND AIRPORT FUND SOLID WASTE FUND SEMS $ COMMENTARY: The Public Works Administration operating budget has increased 416% and there are no capital expenditures, resulting in an overall net increase of 416%. Personnel Services increase is due to 2% market pay increase plus one-time retirement payouts. Contractual increases of $100 are due to a budget restructure with commodities for the same amount. There is no major capital (>$10,000) for this section. Annual Financial Plan 2016 Page 278 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 15 ACCOMPLISHMENTS   15% energy use reduction at City Hall due to building early closure, LED improvements, lighting reductions, and temperate weather conditions. Long Range Capital Improvements: City Hall front entry stair reconstruction, City Hall second floor remodel, new fire annunciation systems (Cherry and Boys & Girls Club), and new staff conference room chairs. FY 16 NEW INITIATIVES AND GOALS    5% energy use reduction at City Hall. Long Range Capital Improvements: City Hall lobby stair reconstruction, City Hall chambers structural improvements, and council conference room chairs. Facilities Assessment Inspection average scores improved to 68%. PERFORMANCE MEASURES Council Priority: Repair, Replace, Maintain Infrastructure, Resiliency and Preparedness Efforts Goal: To maintain infrastructure by the completion of facility assessment inspections and integrating findings into facilities work orders (repairs) and long range capital planning. The effectiveness of this measure contributes to Resiliency and Preparedness efforts, specifically by positioning the city for continued prosperity, protecting the city’s resources (buildings) which directly support emergency and other services, and providing continued accessibility. Objective: The objective is to inspect buildings in all areas (HVAC, plumbing, roofing, etc) and to maintain the building assessment inspection scores above 80%. This guarantees safe, functional, and reliable buildings. Type of Measure: Output and Program Effectiveness Tool: Inspection assessment Frequency: Yearly Scoring: Green: >70%+ Progressing / average; Yellow: 65-69% Caution / warning; This is the average score of all buildings assessed during the calendar year. Trend:  CY 13 CY 14 Measures: Actual Actual Facility Assessment Average Score – Measures 61% 65% quality of staff work, quality, and effectiveness. Annual Financial Plan 2016 Page 279 Red: <65% Needs Attention. CY 15 Estimated 68% CY 16 Proposed 70% City of Flagstaff PUBLIC WORKS SECTION 152 FACILITIES MAINTENANCE Council Priority: Resiliency and Preparedness Efforts Goal: Reduce energy consumption at City Hall. This Resiliency and Preparedness effort contributes to the reduction of demand, costs, and ensuring energy delivery. The goal also contributes to Sustainability efforts through the reduction of gas emissions. Objective: To contribute to Resiliency and Preparedness efforts through the implementation of policies, procedures, method changes, and strategies affecting energy use such equipment reductions, power and lighting controls, lighting upgrades/modifications (LED systems, sensor systems, lighting reductions), and operational/behavioral improvements to achieve our goals. Type of Measure: Input: City Hall annual kWh energy use from current calendar year to previous calendar year (CY). Tool: Naviline, My Energy Pro, Facilities staff Frequency: Yearly Scoring: Green: Reduction >1%; Yellow: 0 – 1% Increase; Red: Any increase. Trend:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed City Hall Electric Power Energy Use. Top Number = Total kWh 563,040 474,560 461,103 456,492 Bottom number = % increase or (%reduction). (28.8%) (15.7% dec.) (2.8% dec.) (1.0% dec.) 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 2016 Page 280 City of Flagstaff PUBLIC WORKS SECTION: SECTION 152 FACILITIES MAINTENANCE 152-FACILITIES MAINTENANCE EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2013-2014 $ 700,803 484,514 (202,952) $ 982,365 Adopted Budget 2014-2015 $ 754,687 788,986 (259,858) 480,000 $ 1,763,815 Estimated Expenditures 2014-2015 $ 754,687 464,728 (273,858) 216,020 $ 1,161,577 Proposed Budget 2015-2016 $ 789,979 885,062 (241,636) 263,980 $ 1,697,385 Budget-Budget Variance $ 35,292 96,076 18,222 (216,020) $ (66,430) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Custodial Service Structural & Other Maintenance Maintenance-Mechanical, Elect & Plumbing Catastrophic Set Aside APS Building Rio Properties Phoenix Building City Leased Property Maintenance TOTAL $ 331,721 75,329 274,932 266,640 4,940 108 14,302 14,393 982,365 $ 322,785 93,288 868,071 284,877 151,860 16,857 11,077 15,000 1,763,815 $ 319,785 93,288 432,433 284,877 2,000 16,857 11,077 1,260 1,161,577 $ 357,039 95,288 742,709 282,877 178,260 16,395 11,077 13,740 1,697,385 $ 34,254 2,000 (125,362) (2,000) 26,400 (462) (1,260) (66,430) SOURCE OF FUNDING: GENERAL FUND LIBRARY FUND HIGHWAY USER REVENUE FUND WATER AND WASTEWATER FUND STORMWATER FUND AIRPORT FUND SOLID WASTE FUND $ $ 1,461,555 93,250 8,513 29,315 4,613 68,887 31,252 1,697,385 COMMENTARY: The Facilities Maintenance operating budget has decreased 12% and there are capital expenditures, resulting in an overall net decrease of 4%. Personnel Services increase is due to a 2% market pay increase and an increase of $15,560 for a .5 FTE to an existing .5 FTE for a Maintenance worker (temporary staffing) for a total of 1.0 FTE. Contractual increases of 12% are due to increased costs of telephone utilities, deferred maintenenace and other maintenance needs, In addition, increases reflect one-time (1X) expenditures for training and associated travel, additional facility carpet cleaning, replacement of the Murdoch HVAC unit, and City Hall security best lock system integration. Capital expenditures reflect carry forwards from FY 2015 projects that were not completed and required the rolling of the unspent projects to the FY 2016 budget. Projects included: Council Chambers structural improvements/repairs for $43,000; City Hall Front Stair Design for $5,000; City Hall Front Stair Construction for $75,000; Coconino Warehouse Repairs for $5,000; City Hall Boiler Replacements for $30,000; City Hall Window Replacements for $50,000; and Contingency of $55,980. Annual Financial Plan 2016 Page 281 City of Flagstaff PUBLIC WORKS SECTION 153 USGS 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 Section 20 (USGS) accounts for the costs associated with the USGS facilities owned by the City and leased by the General Services Administration (GSA). The City currently has responsibility for Buildings 3, 4, 5 and 6. The Facilities and Parks Sections share responsibility for the maintenance. FY 15 ACCOMPLISHMENTS     USGS-3: Building drainage improvements. Roofing repairs – scupper rebuilds, Miscellaneous painting and door replacements. Four HVAC units replaced. USGS-4: Flooring replacement in several areas, Roofing repairs – scupper rebuilds, Miscellaneous painting and door replacements. Two HVAC units replaced. Concrete repairs and improvements at boat house. USGS-5: LED lighting upgrades in warehouse area. USGS-6: Fire system upgrade. FY 16 NEW INITIATIVES AND GOALS     USGS-3: Flooring replacement, roof scupper rebuilds. USGS-4: HVAC – Replacement of final two units. Flooring replacement. LED lighting improvements. USGS-6: Gutter improvements. LED lighting improvements. Reduction in campus electric energy use year to year. PERFORMANCE MEASURES Council Priority: Repair, Replace, Maintain Infrastructure, Resiliency and Preparedness Efforts Goal: To maintain infrastructure by the completion of facility assessment inspections and integrating findings into facilities work orders (repairs) and long range capital planning. The effectiveness of this measure contributes to Resiliency and Preparedness efforts, specifically by positioning the city for continued prosperity, protecting the city’s resources (buildings) which directly support emergency and other services, and providing continued accessibility. Objective: The objective is to inspect all buildings in all areas (HVAC, plumbing, roofing, etc) and to maintain the building assessment inspection scores above 80%. This guarantees safe, functional, and reliable buildings. Type of Measure: Output and Program Effectiveness Tool: Inspection assessment Frequency: Yearly Scoring: Green: >75%+ Progressing / average; Yellow: 70 – 74% Caution / warning; Red: <70% Needs attention. Trend:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Facility Assessment Average Score – Measures 76% 74% 75% 75% quality of staff work, quality, and effectiveness. Annual Financial Plan 2016 Page 282 City of Flagstaff PUBLIC WORKS SECTION 153 USGS MAINTENANCE Council Priority: Resiliency and Preparedness Efforts Goal: Reduce energy consumption at the USGS complex. This Resiliency and Preparedness effort contributes to the reduction of demand, costs, and ensuring energy delivery. The goal also contributes to Sustainability efforts through the reduction of gas emissions. Objective: To contribute to Resiliency and Preparedness efforts through the implementation of policies, procedures, method changes, and strategies affecting energy use such equipment reductions, power and lighting controls, lighting upgrades/modifications (LED systems, sensor systems, lighting reductions), and operational/behavioral improvements to achieve our goals. Type of Measure: Input: USGS annual kWh energy use from current calendar year to previous calendar year (CY). Tool: Naviline, My Energy Pro, Facilities staff Frequency: Yearly Scoring: Green: Reductions; Yellow: Increases >0 to 0.5% Increase; Red: Increases >0.5%. Trend:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed USGS Campus electric energy use of all 1,663,729 1,558,699 1,500,000 1,485,000 buildings. Top=Total kWh, Bottom = % inc./dec. (.94%) dec. (0.96%) (1%) dec. dec. SECTION: 153-USGS CAMPUS EXPENDITURES BY CATEGORY: Contractuals Commodities TOTAL Actual Expenditures 2013-2014 $ 506,430 63,213 $ 569,643 Adopted Budget 2014-2015 $ 525,236 130,913 $ 656,149 Estimated Expenditures 2014-2015 $ 525,236 83,856 $ 609,092 Proposed Budget 2015-2016 $ 525,236 177,970 $ 703,206 Budget-Budget Variance $ 47,057 $ 47,057 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Maintenance Building 4 Maintenance Building 5 Maintenance Building 6 TOTAL $ 2,579 223,862 38,393 188,299 569,643 $ 215,230 66,840 195,501 656,149 $ 215,230 66,840 195,501 609,092 $ 215,230 66,840 195,501 703,206 $ $ 703,206 703,206 $ 47,057 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The USGS Campus operating budget has increased 7% and there are no capital expenditures, resulting in an overall net increase of 7%. Commodities increases of $47,057 are due to a Scupper Improvements project. There is no major capital (>$10,000) for this section. Annual Financial Plan 2016 Page 283 City of Flagstaff PUBLIC WORKS SECTION 154 FLEET SERVICES/MANAGEMENT MISSION To provide a comprehensive fleet management program dedicated to health, safety, resource conservation, and fiscal responsibility in selecting and supplying the most efficient state of the art vehicles and equipment to support City divisions and employees in the delivery of municipal services. PROGRAM DESCRIPTION Fleet Management consists of line workers and supervisors representing City divisions and sections that are dedicated to developing and implementing policies and procedures for fleet operations. Under leadership of the Public Works Section Head and Fleet Manager, and as directed by the fleet policies identified in the Municipal Sustainability Plan, Fleet Management coordinates and monitors the evaluation, replacement, purchasing, fuel usage, and utilization of the City’s fleet, maximizing vehicle and equipment life, retaining units as long as economically possible, and replacing units that have met or exceeded useful life. FY 15 ACCOMPLISHMENTS      Using current utilization criteria, the Fleet Management Committee reduced 12 vehicles. Approved a Sustainable Fleet Purchasing Policy that will require minimum fuel efficiency standards for all new City vehicles smaller than 8,500 lbs. Changed the replacement policy for courts vehicles to 7 years, 100,000 miles. Right sized and repurposed vehicles within the Fleet. Identified issues with Ford 6.4 engines and began the process to replace them. FY 16 NEW INITIATIVES AND GOALS    Research “Fleet Management” software to further maximize the use of the City of Flagstaff’s vehicle stock through excellent maintenance (both preventive and required), fuel usage and vehicle/equipment usage. Continue to navigate to replace 18 Ford diesel trucks with gasoline trucks. Remove an additional 12 vehicles/equipment from the fleet. Annual Financial Plan 2016 Page 284 City of Flagstaff PUBLIC WORKS SECTION 154 FLEET SERVICES/MANAGEMENT PERFORMANCE MEASURES Priority: Provide sustainable and equitable public facilities, services, and infrastructure systems in an efficient and effective manner to serve all population areas and demographics. Goal: To manage the City’s fleet so that front-line service provision is supported and unnecessary costs are avoided. Objective: Use all tools available (including new technology i.e. Industry Fleet Management software) so as to lower current vehicle count through better use of current fleet while matching future needs with the appropriate replacement. Type of Measure: Vehicle count with the City’s average annual mileage either remaining flat our increasing proportionally. Tool: Compare equipment totals in H.T.E. fleet system. Frequency: Annual Scoring: 100% Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Estimated Proposed Proposed Number of vehicles/equipment to be eliminated 12 units 12 units (509) 6 units 4 units Percentage of total vehicles/equipment 5.3% 2.3% 1.2% .8 Annual Financial Plan 2016 Page 285 City of Flagstaff PUBLIC WORKS SECTION: SECTION 154 FLEET SERVICES/MANAGEMENT 154-FLEET SERVICES/MANAGEMENT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2013-2014 $ 48,920 87,241 (162,732) $ (26,571) Adopted Budget 2014-2015 $ 215,006 107,151 (339,737) 1,732,723 $ 1,715,143 Estimated Expenditures 2014-2015 $ 215,006 107,151 (339,737) $ (17,580) Proposed Budget 2015-2016 $ 167,539 107,151 (336,237) 2,222,306 $ 2,160,759 Budget-Budget Variance $ (47,467) 3,500 489,583 $ 445,616 $ $ $ $ $ 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 $ 82,433 51,750 130,314 (374,899) 2,940 3,832 77,059 (26,571) $ (63,541) 75,292 134,030 (247,000) 5,500 4,400 73,739 1,732,723 1,715,143 $ (63,541) 75,292 134,030 (247,000) 5,500 4,400 73,739 (17,580) $ (6,664) 76,225 284,333 (253,851) 5,500 7,900 74,910 1,972,406 2,160,759 $ 56,877 933 150,303 (6,851) 3,500 1,171 239,683 445,616 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 $ $ 1,995,692 1,341 49,624 14,364 1,223 98,409 106 2,160,759 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 decreases are due to an increase in mechanic labor charge-outs net of 2% market pay increase. Changes in commodities are due to the increase in fuels for pool vehicles. Major capital items include funding set-aside for the catastrophic/future vehicle replacement fund program($1,972,406), fuel truck replacement ($207,100) and portable heavy truck lifts ($42,800) . Annual Financial Plan 2016 Page 286 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 15 ACCOMPLISHMENTS           Completed design work and started construction of the Bushmaster Park improvements. Completed design work for Arroyo Park ADA access improvements utilizing Community Development Block Grant funds. Completed repairs and resurfacing of Bushmaster Park tennis and basketball courts. Replaced the synthetic turf on the McPherson Park tennis courts. Repurposed old Fire Station #2 for an east side storage yard at Joel Montalvo Park to improve efficiencies. Made concrete surface and fence repairs to the skate track in Foxglenn Park. Improved the drainage and replaced the damaged sod in Wheeler Park. Chipped, crack sealed and striped west side parking lot at Bushmaster Park. Installed picnic shelters at Cheshire Park and Thorpe Park Sports complex. Completed improvements at the Thorpe Bark Park. FY 16 NEW INITIATIVES AND GOALS     Complete the Bushmaster Park improvements Complete Arroyo Park ADA access improvements funded by Community Development Block Grant Renovate retaining walls and landscaping at Thorpe Park tennis courts Chipped, crack sealed and striped parking lot at McPherson Park. Annual Financial Plan 2016 Page 287 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 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed BBB Recreation Fields - Conduct inspections of 75% 91% 100% 100% parks and complete maintenance activities at a Service Level 2 Park Grounds - Conduct inspections of parks 75% 97% 100% 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 13 CY 14 CY 15 CY 16 * CY 10 Actual Actual Actual Estimated Proposed Measures: 59,906,597 Target 55,185,957 54,082,238 53,000,593 51,940,581 Gallons Consumption 39,460,645 37,829,824 44,000,000 44,000,000 Reduction Amount 15,725,312 16,252,414 10,570,909 8,940,581 *2% Target is based off of 2010 actuals decreased per year Annual Financial Plan 2016 Page 288 City of Flagstaff PUBLIC WORKS SECTION: SECTION 155 PARKS 155-PARKS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2013-2014 $ 1,535,998 565,398 456,967 257,398 $ 2,815,761 Adopted Budget 2014-2015 $ 1,666,102 667,901 542,541 354,192 $ 3,230,736 Estimated Expenditures 2014-2015 $ 1,666,102 667,901 542,541 152,300 $ 3,028,844 Proposed Budget 2015-2016 $ 1,785,613 619,929 548,690 417,000 $ 3,371,232 Budget-Budget Variance $ 119,511 (47,972) 6,149 62,808 $ 140,496 $ $ $ $ $ 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 $ 109,621 629,842 24,923 438,371 61,466 167,467 24,992 1,198,787 11,940 138,777 9,575 2,815,761 $ 140,967 718,384 29,785 369,690 84,766 213,088 41,728 1,442,736 19,874 169,718 3,230,736 $ 140,967 598,384 29,785 369,690 84,766 213,088 41,728 1,360,844 19,874 169,718 3,028,844 $ 165,313 895,276 31,545 358,326 81,020 217,440 43,700 1,387,763 20,017 170,832 3,371,232 $ $ 3,371,232 3,371,232 $ 24,346 176,892 1,760 (11,364) (3,746) 4,352 1,972 (54,973) 143 1,114 140,496 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Parks operating budget has increased 3% and capital expenditures total $417,000 resulting in an overall net increase of 4%. Personnel Services increases are due to a 2% market pay increase. 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 new mower trailer ($14,000), Mobile Haven and University Heights playground equipment replace and upgrade ($28,000), McPherson Park parking lot improvements ($45,000), Arroyo Park ADA access improvements ($25,000), Thorpe Park tennis court retaining wall replacement ($32,000), replacements of a mower and two snowplow attachments ($31,108), Continental Sports Complex driveway curb ($25,000), LaserLeveling of six fields at Thorpe Park Sports Complex, MEMS, and Sechrist School ($15,000), McPherson Park tennis court replacements ($120,000) and mower replacement ($81,892). Annual Financial Plan 2016 Page 289 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 15 ACCOMPLISHMENTS        Aquaplex Removal of decorative rock in pool, converted to tile to increase visibility. Added a new water aerobics class. Increased membership by 194 new registrations. Hosted the 1st ever “Children’s Health Fair”, and 3 other adult and small business health fairs. Hosted “Winter Wonderland.” Introduced Open Pickleball which has been very successful. We are an official Boy Scouts of America merit badge counseling site.    Adult Athletics Ran successful coed hockey league skills clinic and winter hockey league at capacity. Basketball registration increased 10% from 1st session to 2nd session. Added a softball Target Derby to the Parks and Recreation Month Homerun Derby Contest.        Community and Special Events Dew Downtown Urban Ski and Snowboard Festival successfully implemented. Worked with the City Attorney’s office to establish parameters for the public expressing their first amendment rights at City Permitted events. Successfully implemented Soar into Spring Kite Festival, Concerts in the Park, Children’s Music and Arts Festival, Halloween Harvest and Winter Wonderland. Flagstaff Recreation Center Became affiliated with the Junior Suns for our Youth Basketball program. Replaced carpeting in the weight room and tile in the front lobby entry way. Reinstated “Evenings of Art & Culture” program. Ran a very successful special events including Northern Arizona’s got Talent, Daddy Daughter Ball, and Touch a Truck. Jay Lively Activity Center Hosted Flagstaff Figure Skating Club’s event “Ice in the Pines”. Hosted two weeks of hockey camps during the summer. Dasher board advertising was initiated and continues to be successful. Added an additional cashier station specifically for busy skate sessions.  Added additional warming room seating.  Purchased $6,000 dollars of replacement skates for rental use.  Planned and implemented ten skate themed events.  Installed laser lighting for public skating sessions and special events.     Annual Financial Plan 2016 Page 290 City of Flagstaff PUBLIC WORKS         SECTION 156 RECREATION SERVICES Installed large digital signage for daily schedule, locker room schedules, public works advertising, and special events. Painted the interior above the ice ceiling beams. Installed low emissivity blanket on the rink ceiling. Installed second chiller system. Installed additional and improved already installed exhaust fans for the locker rooms. Joe C. Montoya Community and Senior Center Received $3500 donation from Northern Arizona Health Care. Money was used to purchase a treadmill and an elliptical for the weight room. Purchased a new ab/back machine. National Senior Health & Fitness Day participation numbers were back up with participation around 500. There were additional advertising outlets such as social media and the radio. FY 16 NEW INITIATIVES AND GOALS  Acquire 2-3 new contract instructors for the Aquaplex.  Enhance membership benefits at the Aquaplex.  Improve programming by providing more community options.  Replace plaster in pool and spa.  Develop a corporate league for softball, volleyball, and basketball.  Increase number of participants in all Adult Athletics.  Increase total number of out of community tournaments to increase revenue.  Continue to enhance partnership with Northern Arizona University.  Search for and secure funding sources for the Evenings of Art & Culture program  Reinstate the Nite Court program at Flagstaff Recreation Center - late night basketball with the Flagstaff Police Department.  Upgrade weight room cardio machines, weight equipment, and lobby room furniture at Flagstaff Recreation Center and Joe C Montoya Community and Senior Center.  Improve advertising of the Jay Lively Ice Arena.  Increase Temporary staff hours to address increased use at Jay Lively.  Replace or repair the Zamboni dump concrete area.  Continue to work with Flagstaff Health Care Foundation to secure an additional donation for another treadmill or perhaps two at the Joe C. Montoya Community and Senior Center (JCMCSC).  Secure additional staffing hours through RSL to have more adequate coverage of the facility at Joe C. Montoya Community and Senior Center.  Work with volunteer/or contract instructor to re-introduce some aerobics classes for patrons at Joe C. Montoya Community and Senior Center.  Revise the special event permit packet to reflect new rules and regulations for street closures in the downtown area and rules governing Heritage Square and primary retail sales.  Permit more events in Bushmaster Park. Hold a grand re-opening.  Work with event producers to create a smooth transition at Wheeler Park as it relates to the maintenance standards that staff moves forward.  Work on the special event and/or Wheeler Park Management plan to bring it up to date. Annual Financial Plan 2016 Page 291 City of Flagstaff PUBLIC WORKS SECTION 156 RECREATION SERVICES PERFORMANCE MEASURES Priority: Council Goal - Provide sustainable and equitable public facilities, services, and infrastructure systems in an efficient and effective manner to serve all population areas and demographics Regional Plan - Maintain and grow the region’s healthy system of convenient and accessible parks, recreation facilities, and trails. 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:  CY14 CY 15 CY16 Actual Projected Proposed Measures: Facility Assessment Average Score – Measures quality of staff 70% 72% 70% 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:  CY13 CY 14 CY15 CY16 Actual Actual Projected Proposed Measures: Customer Service Target rating of 90% of the 80% 90% 95% 90% overall experience rated good or excellent. Priority: Management – Effective Governance and Customer Service Goal: Meet revenue expectation through effective marketing and program offerings Objective: Adequate revenue generated to meet cost recovery expectations and self-sufficiency percentages for both adult and youth programming. 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:  FY13 FY 14 FY 15 FY16 Measures: Actual Actual Projected Proposed Meet expected revenue goals through sound fiscal management and adherence to program 95% 100% 95% 100% fees and established fee philosophies Annual Financial Plan 2016 Page 292 City of Flagstaff PUBLIC WORKS SECTION 156 RECREATION SERVICES Priority: Management – Effective Governance Goal: Fiscal Accountability Objective: Adequate revenue generated to meet cost recovery expectations at the Flagstaff Aquaplex 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% SECTION: FY 13 Actual FY 14 Actual FY 15 Projected FY 16 Proposed 62% 65% 68% 70% 156-RECREATION SERVICES EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2013-2014 $ 1,883,556 844,575 403,913 111,430 $ 3,243,474 Adopted Budget 2014-2015 $ 1,917,777 863,225 364,256 144,490 $ 3,289,748 Estimated Expenditures 2014-2015 $ 1,917,777 863,225 364,256 43,590 $ 3,188,848 Proposed Budget 2015-2016 $ 2,058,799 829,238 367,633 55,000 $ 3,310,670 Budget-Budget Variance $ 141,022 (33,987) 3,377 (89,490) $ 20,922 $ $ $ $ $ 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 $ 367,616 163,256 255,154 651,683 1,214,716 239,765 271,506 66,941 12,318 3,243,474 $ 460,418 160,581 290,036 583,023 1,254,219 224,213 272,258 45,000 3,289,748 $ 460,418 160,581 290,036 482,123 1,254,219 224,213 272,258 45,000 3,188,848 $ 428,744 162,745 300,648 500,361 1,343,105 251,585 303,482 20,000 3,310,670 $ $ 3,310,670 3,310,670 $ (31,674) 2,164 10,612 (82,662) 88,886 27,372 31,224 (25,000) 20,922 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Recreation operating budget has increased 4% and there are capital expenditures of $55,000, resulting in an overall net increase of less than 1%. Personnel Services decrease is due to an increase in temporary staff for the Joe C Montoya Community Center and for the recreation challenge to increase revenues along with a 2% market pay increase. Contractual decreased due to prior year one-time items net of increases for advertising and equipment rent related to revenue challenge and one-time expense for Dew Downtown event. Commodities increase is related to supplies for the revenue challenge. There is major capital (>$10,000) for cardio and weight room equipment, furniture, and reserve for capital ($55,000). Annual Financial Plan 2016 Page 293 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 15 ACCOMPLISHMENTS       Completed planning of a new Veterans Section within Citizens Cemetery. Straightened/leveled headstones in section “F-North”. Installed solar lighting on three Veteran Sections flag poles. Secured donations to purchase 2 stone benches. Reorganized operations with the Parks section to become more efficient. Reorganization reclassified the Cemetery Specialist position to a Parks Supervisor for efficiencies. FY 16 NEW INITIATIVES AND GOALS       Improve customer service through scheduling and maintenance related activities. Purchase Cemetery software and install a kiosk to improve customer service. Eliminate the Caretaker position, but improve customer service by converting the position to a full time equivalent (1 FTE) maintenance worker position. Install Maxicom centralized computer unit controlling the irrigation system to improve water management efficiencies. Acquire security services to reduce overtime expenses during after hours (closing of Cemetery on weekends during the Summer schedule) Research a funding source for development of a new Veterans Section within Citizens Cemetery. Annual Financial Plan 2016 Page 294 City of Flagstaff PUBLIC WORKS SECTION 157 CEMETERY PERFORMANCE MEASURES 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 13 CY 14 CY 15 CY 16 * CY 09 Actual Actual Actual Estimated Proposed Measures: 15,136,439 Target 13,925,523 13,647,012 13,374,072 13,106,591 Gallons Consumption 11,818,400 12,673,700 13,000,000 13,000,000 Reduction Amount 2,107,123 973,312 374,072 106,591 *2% Target is based off of 2009 actuals decreased per year SECTION: 157-CEMETERY EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2013-2014 $ 3,790 26,308 185,613 $ 215,711 Adopted Budget 2014-2015 $ 4,815 34,632 171,682 $ 211,129 Estimated Expenditures 2014-2015 $ 4,815 34,632 171,682 $ 211,129 Proposed Budget 2015-2016 $ 4,815 45,132 175,682 $ 225,629 Budget-Budget Variance $ 10,500 4,000 $ 14,500 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Opening & Closing Maintenance of Buildings Maintenance of Grounds TOTAL $ 54,016 58,084 5,473 98,138 215,711 $ 43,373 53,711 9,428 104,617 211,129 $ 43,373 53,711 9,428 104,617 211,129 $ 51,673 53,711 9,428 110,817 225,629 $ $ 225,629 225,629 $ 8,300 6,200 14,500 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The Cemetery operating budget has increased 7% and there are no capital expenditures, resulting in an overall net increase of 7%. Personnel Services remains flat. Contractual increases are due to increased service levels for security services and water. The Commodities increase of $4,000 is due to ongoing computer equipment and maintenance for a Kiosk for public research assistance. There is no major capital (>$10,000) for this section. Annual Financial Plan 2016 Page 295 City of Flagstaff PUBLIC WORKS SECTION 161 STREET MAINTENANCE 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 15 ACCOMPLISHMENTS           Purchased three (3) All wheel drive motor graders with the budgeted funds within the budget. This was accomplished with a cooperative contract; trade in of two (2) motorgraders and the trade in of three (3) loaders. This helped accomplish the goal of reducing the aging fleet and reduce the overall fleet by three. Purchased two (2) Street Sweepers that are aged and are requiring extensive maintenance. Worked with Fleet management to reduce the fleet and find efficiencies in the progress. Made progress 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. Acquired a funding source to address Street maintenance needs throughout the City. Worked with the Flagstaff Metropolitan Planning Organization to complete an assessment of Street maintenance best practices. Through procurement, secured a contractor to conduct Street lighting maintenance. Completed 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. Completed the Highway Safety Improvement Program (HSIP) replacement of guardrails that are not in compliance with National Standards. Successfully made snow and constructed the course, for the fourth annual Dew Downtown Urban Ski and Snowboard festival, which was the most attended thus far and highly successful. FY 16 NEW INITIATIVES AND GOALS       Purchase one (1) Street Sweeper that is aged and are requiring extensive maintenance. Complete Phase II 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 Work with the Flagstaff Metropolitan Planning Organization to implement the Street maintenance best practices identified in the previous year’s assessment. Work with Fleet management to reduce the Streets fleet by one (1) tractor trailer semi truck. Complete signal project using capital money to upgrade electrical cabinets that will accommodate the double flashing yellow software at signalized intersections on the Southwest side of town. Identify a plan to address future sign replacements on a scheduled rotation due to federally mandated guidelines throughout the City. Annual Financial Plan 2016 Page 296 City of Flagstaff PUBLIC WORKS SECTION 161 STREET MAINTENANCE 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 13 CY 14 CY 15 Measures: Actual Actual Estimate Meeting street sweeping schedules based on the N/A 95% 98% time of the year. CY 16 Proposed 98% 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 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimate Proposed Patch potholes within 24 hours of notification. 99% 99% 100% 100% Potholes patched. 2,054 1,257 1,250 1,000 Annual Financial Plan 2016 Page 297 City of Flagstaff PUBLIC WORKS SECTION: STREET MAINTENANCE SECTION 161 161-STREET MAINTENANCE EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2013-2014 $ 2,082,562 740,940 588,221 131,879 $ 3,543,602 Adopted Budget 2014-2015 $ 2,409,673 829,577 902,955 1,679,500 $ 5,821,705 Estimated Expenditures 2014-2015 $ 2,341,673 829,577 812,955 1,679,500 $ 5,663,705 Proposed Budget 2015-2016 $ 2,503,499 831,277 993,255 675,000 $ 5,003,031 Budget-Budget Variance $ 93,826 1,700 90,300 (1,004,500) $ (818,674) $ $ $ $ $ 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 $ 175,124 287,628 418,226 317,862 1,310,262 224,656 1,004 433,483 335,357 40,000 3,543,602 $ 371,507 847,769 1,915,123 360,402 1,278,157 306,241 1,900 504,702 235,904 5,821,705 $ 371,507 847,769 1,757,123 360,402 1,278,157 306,241 1,900 504,702 235,904 5,663,705 $ 382,281 576,372 951,831 414,506 1,567,707 309,100 3,500 516,702 281,032 5,003,031 $ $ 5,003,031 5,003,031 $ 10,774 (271,397) (963,292) 54,104 289,550 2,859 1,600 12,000 45,128 (818,674) SOURCE OF FUNDING: HIGHWAY USER REVENUE FUND COMMENTARY: The Street Maintenance operating budget has increased 4%, and capital expenditures total $675,000, resulting in an overall net decrease of 14%. Personal Services increases are due to a small reorganization for cemetary staff, 2% market pay increase, employee reclasses and rezones, one time snow stipend and several retirement payouts projected. Contractuals have very small increases. Commodities increases are related to one-time authorization for snow operations. One-time authorized expenditures include computer replacement on various street equipment and vehicles. Major capital (>$10,000) includes sweeper replacement ($280,000), asphalt truck bed replacement ($100,000), SUV replacement ($40,000), transport trailer replacement ($80,000), mini-excavator ($60,000), restore and paint dump truck beds ($75,000) and traffic signal upgrades ($40,000). Annual Financial Plan 2016 Page 298 City of Flagstaff PUBLIC WORKS SECTIONS 165 & 166 SOLID WASTE/ LANDFILL MISSION 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 15 ACCOMPLISHMENTS            Collections/Landfill- Procure Solid Waste Business Management software that will integrate collection programs with the landfill programs. Collections/Landfill- Develop staff for career succession using industry specific programs such as SWANA, Supervisor’s Academy, and other training. Collections-Reach out to new partners for potential IGA’s to increase recycling tonnage and market share. Ongoing Landfill- Examination of soil resources and future liner/cap construction. Ongoing 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 Landfill- Conducted multiple tours of the landfill for the elementary, high schools, and colleges. On Going Landfill- Assisted with teaching courses at NAU with the College of Engineering and Natural Sciences. On Going Collections- Service & staffing: development of alternative residential and commercial collection schedules and routing to maximize effectiveness of programs and service levels. Develop and implement new strategies & partnerships to increase the participation of residential and commercial customers. On going Administration- Redesign our “go back” program to enhance customer service for customers that call-in missed containers. FY 16 NEW INITIATIVES AND GOALS      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 cart 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 & take part in spot recognition program. 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 FY 14. Collections went live in April, 2015. Landfill software will follow. Annual Financial Plan 2016 Page 299 City of Flagstaff PUBLIC WORKS        SECTIONS 165 & 166 SOLID WASTE/ LANDFILL 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. On going Collections- Recycling: development of IGA’s and agreements with new partners who wish to recycle, increasing tonnage into the MRF. On going Landfill- Staff will continue to develop efficiencies that optimize the conservation of landfill air space. On going Landfill-Develop an alternative liner/cap utilizing paper sludge millings. On going Landfill-Staff has identified additional airspace within the approved Landfill design. Cost of excavation and development of the area is being vetted. Landfill-Renew the agreement with SCA which is good through December 31st, 2019 with an option to terminate the agreement after December 31st, 2017. Landfill- Reconstruction of northwest corner of Sequence B-4. PERFORMANCE MEASURES Council Priority: Maintain and deliver quality, reliable and resilient infrastructure Goal: To create efficiencies that optimize the volume of airspace within the landfill. Objective: To reduce the total amount of Alternative Daily Cover (ADC) being used to cover trash, thereby reducing future expense in the ongoing operation of the landfill. Type of Measure: Outcome Tool: Global Positioning Systems, CAD, and scale house software will assist with providing reports & dashboards detailing percentile increases Frequency: Quarterly reports to Division Director and annual reports to council. Scoring: Trend:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimate Proposed Trash to Cover Ratios 0.2:1 0.9:1 2:1 3:1 Council Priority: Maintain and deliver quality, reliable and resilient infrastructure Goal: Initiate the development of an alternative Landfill Liner/Cap. (5-Year Plan) Objective: CY 15 - 1. Staff will continue to examine and confirm the physical properties of the paper pulp millings from SCA Tissue 2. Staff will prepare a storage area for paper sludge and develop Test Plots to be used in developing Alternative liner /Cap. CY 15 3. Staff will continue to develop liner. If the analysis on the paper sludge is favorable, staff will prepare a proposal to ADEQ for approval for implementation in future operations. CY16. Type of Measure: Outcome Tool: CY13-Landfill document completed CY-14-Storage Site Completed; CY15- Test Plots developed and potential liner material developed. CY=16 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 50%. CY16-Submitt proposal to ADEQ 75% Trend:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimate Proposed % of tasks to be completed that will get us 25% 30% 50% 75% approved for alternative Landfill Cap/Liner Annual Financial Plan 2016 Page 300 City of Flagstaff PUBLIC WORKS SECTIONS 165 & 166 SOLID WASTE/ LANDFILL Council Priority: Maintain and deliver quality, reliable and resilient infrastructure Goal: Purchase software with GPS routing capability. Objective: To maximize our programs ability to increase efficiencies in our operations with the intent of sustaining a concise and affordable rate structure. Type of Measure: Outcome Tool: Route production reports and budget expense reports. Frequency: Quarterly Scoring: % decrease in expenses Trend:  CY 14 CY 15 CY 16 CY 17 Measures: Actual Estimate Proposed Proposed Sustain % Decrease operating expenses in the collection Base Line 5% Savings 5% Savings Savings of MSW and Recyclable materials (25%) (50%) (75%) (100%) SECTION: 165-SOLID WASTE - LANDFILL EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2013-2014 $ 1,348,964 170,130 506,395 1,942,948 $ 3,968,437 Adopted Budget 2014-2015 $ 1,169,657 219,194 584,206 2,180,481 $ 4,153,538 ` Expenditures 2014-2015 $ 1,169,657 169,514 584,206 631,161 $ 2,554,538 Proposed Budget 2015-2016 $ 1,428,301 219,194 584,206 2,512,000 $ 4,743,701 Budget-Budget Variance $ 258,644 331,519 $ 590,163 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Sanitary Landfill Landfill Outside Contract Inert Material Landfill TOTAL $ 557,851 3,133,054 266,137 11,395 3,968,437 $ 392,042 3,475,048 268,948 17,500 4,153,538 $ 392,042 1,876,048 268,948 17,500 2,554,538 $ 492,749 3,899,060 334,392 17,500 4,743,701 $ $ 4,743,701 4,743,701 $ 100,707 424,012 65,444 590,163 SOURCE OF FUNDING: ENVIRONMENTAL SERVICES FUND COMMENTARY: The solid waste landfill operating budget had an increase of 13% and capital expenditures total $2,512,000 resulting in an overall net increase of 14%. Personnel Services increased by 22% due to a 2% market increase and retirement payouts. Contractuals and commodities had minimal increases. 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 2016 Page 301 City of Flagstaff PUBLIC WORKS SECTION: SECTIONS 165 & 166 SOLID WASTE/ LANDFILL 166-SOLID WASTE - COLLECTIONS EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2013-2014 $ 2,235,374 2,467,814 1,133,436 $ 5,836,624 Adopted Budget 2014-2015 $ 2,323,225 2,740,509 1,139,195 507,320 $ 6,710,249 ` Expenditures 2014-2015 $ 2,323,225 2,740,509 1,139,195 2,320 $ 6,205,249 Proposed Budget 2015-2016 $ 2,327,101 2,820,733 1,138,971 1,655,000 $ 7,941,805 Budget-Budget Variance $ 3,876 80,224 (224) 1,147,680 $ 1,231,556 $ $ $ $ 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 $ 12,378 1,741,261 25,678 522,278 2,225,671 81,470 820,678 3,543 403,667 5,836,624 $ 363,883 1,900,727 65,546 864,026 2,193,223 169,731 801,287 351,826 6,710,249 $ 363,883 1,685,727 65,546 864,026 2,193,223 94,731 586,287 351,826 6,205,249 $ 438,516 2,488,643 39,428 1,072,379 2,160,247 250,942 906,076 585,574 7,941,805 $ $ 7,941,805 7,941,805 $ 74,633 587,916 (26,118) 208,353 (32,976) 81,211 104,789 233,748 1,231,556 SOURCE OF FUNDING: ENVIRONMENTAL SERVICES FUND COMMENTARY: The Solid Waste - Collections operating budget had an increase of 1% and capital expenditures total $1,655,000 resulting in an overall net increase of 18%. Personnel Services increased by less than 1%. Contractuals increased by 3% and an decrease in commodities of less than 1%. One-time expenditures for this division are for internal work requests. Major capital (>$10,000) includes capital equipment as rolling stock on schedule G. Annual Financial Plan 2016 Page 302 City of Flagstaff PUBLIC WORKS SECTION 170 SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT MISSION The Sustainability and Environmental Management Section’s mission is to preserve and enhance the community and natural environment by implementing resource conservation and sustainability through projects, leadership and education. PROGRAM DESCRIPTION The Sustainability and Environmental Management Section (SEMS) is comprised of two main program areas. The Sustainability Program serves the community and municipal organization through policy development, project implementation, leadership, and education. The Program provides practical and innovative solutions to increase efficiencies and improve resourceful practices in the following areas: energy efficiency, renewable energy, fleet management, recycling, composting, open space, community agriculture, and climate resiliency and preparedness. The Sustainability Program works with all City divisions to integrate sustainability by initiating policy and providing technical assistance, research, and best practices. The Environmental Management Program works with all City divisions to ensure City operations are in compliance with federal and state environmental regulations. This includes regulatory compliance for asbestos, lead-based paint, industrial stormwater, and indoor air quality. This program also includes the Hazardous Product Center (HPC). The HPC is a permanent facility used by residents and small businesses located within Coconino County and the City of Flagstaff for the proper disposal of hazardous wastes. FY 15 ACCOMPLISHMENTS          Disbursed $23,500 in energy rebates to Flagstaff residences for air sealing, duct sealing, attic insulation, and energy efficient water heaters and furnaces. These improvements will save an estimated 217,480 kilowatt hours of energy annually. Held two free Fix-it Clinics at Local Works, where volunteer fixers worked on 141 broken items with a 70% fix rate. Provided energy efficiency training to 140 community members and provided Do It Yourself energy efficiency kits to Flagstaff households, improving heat retention and reducing air leakage. Held seven open space volunteer events with 121 participants and 545 volunteer hours. Established free reusable bag dispensaries at various locations throughout Flagstaff including: Murdoch Center, Main Library, East Library, Convention and Visitors Bureau, and Hotel Monte Vista. Completed a Renewable Energy Master Plan to map the course for achieving renewable energy generation goals established in the 2010 Energy Efficiency and Renewable Energy Resolution. Initiated healthy food and beverages in vending machines throughout City facilities in partnership with Northern Arizona Public Employees Benefit Trust. Secured a 3 megawatt electric energy contract with the Western Area Power Administration In an effort to reduce electricity costs for water extraction, production and delivery. Progress on Municipal Sustainability Plan goals: Facility energy consumption Municipal Fuel Use Municipal Water Consumption Paper Consumption Recycling Recovery Rate Annual Financial Plan 2016 Previous Levels 2009 19,931,547 kwh 444,424 gallons 71,250,210 gallons 2,866,750 (FY10) 46% (FY11) FY2014 Levels 18,807,809 kwh 406,337 gallons 69,492,905 gallons 2,168,750 59% Page 303 Progress 5.46% reduction (achieved) 8.6% reduction (1.4% to go) 2.5% reduction (2.5% to go) 24.3% (0.7% to go) 13% (21% to go) City of Flagstaff PUBLIC WORKS     SECTION 170 SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT The Environmental Management Program implemented a dedicated email address (HPC@flagstaffaz.gov) to improve customer service by providing an additional avenue to contact HPC staff with inquiries as well as send pertinent information. The Hazardous Product Center staff gave facility tours and presentations to over 150 elementary, high school, and NAU students. SEMS partnered with Solid Waste and Code Compliance for the Drop-off Days waste collection hubs event resulting in over 11 tons of furniture and electronics. Participated in the 7th annual Free Dump Day Coconino County event. Broke the HPC record for daily customers with over 200 County residents. FY 16 NEW INITIATIVES AND GOALS                 Achieve Municipal Sustainability Plan goals: reduce municipal facility 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. Collaborate with the East Branch Library to collect residential batteries, ink toner cartridges, compact discs, and cell phones. Finalize alternative electric energy contract with Western Area Power Administration and APS to deliver 3 megawatts of electricity to Fort Tuthill Well, Lake Mary Water Treatment Plant, Rio de Flag Wastewater Treatment Plant and Wildcat Wastewater Treatment Plant. Develop a Sustainability Master Plan for the Flagstaff Airport. Pilot a program with new police vehicles that will install idle-reduction technologies including high efficiency lights, automatic battery recharging, and auxiliary batteries. Disburse $25,000 of rebate funds to Flagstaff residences for air sealing, duct sealing, attic insulation, and energy efficient water heaters and furnaces, saving an estimated 250,000 kilowatt hours of energy annually. Create a Negative Exposure Assessment for performing asbestos bulk sampling of building materials in City Facilities. Implement an Environmental Clearance approval form for City operations including Facilities Maintenance work orders and renovation projects. Collaborate with Community Development to use grant funding for environmental investigation and asbestos testing on unsurveyed City facilities and properties. Streamline the Small Business Waste Program (SBWP) by implementing an automatic quote calculator on the webpage and research the ability to accept payments at the HPC for business appointments. Implement an automated phone tree voicemail system to answer customer questions and provide information on HPC operations. Design a gravity pump paint system to allow HPC employees to recycle latex paint more efficiently and on demand. Work with Police Department to install a permanent drop off receptacle at the HPC for disposal of expired prescription medication and used sharps. Make an HPC logo for outreach and branding. Attend New Employee Orientations to give presentations about the HPC and provide information on our program. Annual Financial Plan 2016 Page 304 City of Flagstaff PUBLIC WORKS SECTION 170 SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT PERFORMANCE MEASURES Council Priority/Goal: Resiliency and Preparedness / Regional Plan: Public Buildings, Services, Facilities, & Safety /Environmental Planning & Conservation/Energy/Open Space. 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 involvement. Type of Measure: Program effectiveness. Tool: Municipal - Energy consumption. Community – participation. Frequency: Annual. Scoring: Acceptable = any decrease in municipal consumption, increase in energy generation and increase in community measures. Cautionary = a 1 to 15% increase in municipal consumption or decrease in energy generation and community measures. Unacceptable = more than 15% change. Trend:  acceptable progress in measures. Track progress in decreasing natural resource consumption and increasing community participation in programming. CY 2013 Municipal Measures Total Municipal Energy Consumption (MWh) Municipal energy consumption in City facilities per square foot (kWh) Municipal renewable energy generation (MWh) Community Measures Open Space volunteer activities completed Open Space volunteer hours Recycling outreach to community members Community garden participants Acreage dedicated to food production Annual Financial Plan 2016 CY 2014 CY 2015 Estimate CY 2016 Proposed 53,471 52,041 50,687 25.4 23.8 22.6 21.5 2,253 3,153 3,200 3,200 CY 2013 CY 2014 CY 2015 Estimate CY 2016 Proposed N/A 14 15 15 N/A 545 700 700 1,130 1500 2000 2000 114 1.06 78 1.25 90 1.25 90 1.25 54,289 Page 305 City of Flagstaff PUBLIC WORKS SECTION 170 SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT Council Priority: Resiliency and Preparedness / Regional Plan: Environmental Planning & Conservation/Energy Goal: Increase residential energy efficiency in the Flagstaff community through the Energy Rebate Program (last year of the grant funded program) and Do It Yourself 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: Annual. Scoring: Acceptable = any increase in energy rebates and community participation. Cautionary = a 1 to 30% decrease. Unacceptable = more than 30% decrease. Trend:  acceptable progress in measures. CY 2015 CY 2016 CY 2013 CY 2014 Estimate Proposed Energy Rebate Program Measures Number of households served through the three year energy rebate program 68 65 50 50 Estimated annual energy savings (kWh) 217,073 217,480 170,000 170,000 Estimated utility savings ($) $7,873.00 $12,070.00 $9,300.00 $9,300.00 Number of residents participating in Do It Yourself energy efficiency program 105 140 200 200 Council Priority: Resiliency and Preparedness Efforts Goal: Preserve and enhance the natural environment and extend the life of the landfill by providing an option for residents and small businesses to recycle and properly dispose of hazardous wastes at the Hazardous Products Center (HPC). Objective: Monitor participation and tonnage at the HPC to evaluate the effectiveness of the program. Type of Measure: Input Tool: Track number of customers and hazardous waste disposal tonnage. Frequency: Monthly with quarterly and annual reporting Scoring: Acceptable = increase or less than 10% decrease in participation and tonnage, Cautionary = 10 to 30% decrease in participation and/or tonnage, Unacceptable = more than 30% decrease in participation and/or tonnage. Trend:  for residential participation and hazardous waste tonnages. CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimate Proposed Number of residential visitors to the HPC 3,285 3,462 3,500 3,600 Hazardous waste tonnage (residential and business) 80 82 85 90 E-waste tonnage (residential and business) 103 101 105 110 Total waste diverted from Landfill (Tons) 183 183 190 200 Annual Financial Plan 2016 Page 306 City of Flagstaff PUBLIC WORKS SECTION 170 SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT Council Priority: Resiliency and Preparedness Efforts Goal: Reduce energy consumption and use of natural resources through reuse and recycling of electronics and reuse of latex paint at the Hazardous Products Center (HPC). Objective: Monitor tonnage at the HPC to evaluate the effectiveness of the program. Type of Measure: Input Tool: Track electronics and paint tonnages. Frequency: Monthly with quarterly and annual reporting Scoring: Acceptable = increase or less than 10% decrease in tonnage, Cautionary = 10 to 30% decrease in tonnage, Unacceptable = more than 30% decrease in tonnage. Trend:  for latex paint reused. CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimate Proposed Reused latex paint (tons) 16 16 20 23 Cost Savings (Average cost of gallon of paint $25 gallon) Tons of electronics collected for reuse and recycling SECTION: $80,000 $80,000 $90,000 $100,000 103 101 105 110 170-SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2013-2014 $ 499,239 218,284 58,144 $ 775,667 Adopted Budget 2014-2015 $ 563,812 305,362 64,907 $ 934,081 Estimated Expenditures 2014-2015 $ 563,812 256,724 64,907 $ 885,443 Proposed Budget 2015-2016 $ 656,696 247,127 71,640 $ 975,463 Budget-Budget Variance $ 92,884 (58,235) 6,733 $ 41,382 $ $ $ $ $ EXPENDITURES BY PROGRAM: Sustainability Environmental Management Conservation Energy Contracts Open Space Maintenance-SEMS Living Cities Sustainability Program EECBG Program Income TOTAL $ 285,462 420,028 355 18,816 85 50,921 775,667 $ 287,104 504,337 20,000 72,500 50,140 934,081 $ 287,104 504,337 20,000 49,282 24,720 885,443 $ 293,311 581,014 20,000 55,718 25,420 975,463 $ $ 975,463 975,463 $ 6,207 76,677 (16,782) (24,720) 41,382 SOURCE OF FUNDING: SUSTAINABILITY AND ENVIRONMENTAL MANAGEMENT COMMENTARY: The Sustainability and Environmental Management operating budget has increased 4% and there are no capital expenditures. Personnel Services witnessed an increase of 16%, with the addition of a new position funded for two years and a one-time increase in temporary staff. Contractual decreases of 19% is related to the transition of open space maintenance in this section and a one-time grant program. There is an increase in commodities of 10% as related to promotional materials. Annual Financial Plan 2016 Page 307 City of Flagstaff Annual Financial Plan 2016 Page 308 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 2016 Page 309 City of Flagstaff Annual Financial Plan 2016 ECONOMIC VITALITY Economic Vitality 001-18/051-73/052-78/053-84/053-85/270-38 1 Division Director (Economic Vitality) CVB 053-84/053-85 1 CVB Director Airport 270-38 1 Airport Director 1 Administrative Spec Page 310 CVB 053-84 Visitor Center 053-85 1 Visitor Center Manager Marketing and PR 1 Marketing and PR Manager 1.5 Admin Specialist 2.43 Admin Assistant 1 Creative Services Leadworker 2 Creative Services Specialist City of Flagstaff 1 CVB Communications Specialist 2 Sales Specialist Community Investment 18/78 1 Community Investment Dir 1 Administrative Spec 1 Administrative Spec 1 Airport Operations/ARFF Manager 1 Business Retention and Expansion Mgr 1 Business Attraction Mgr 6 Airport Operations/ARFF Specialist 1 Community Design and Redevelopment Mgr .5 Maint Worker (Temp) 1 Community Design and Redevelopment Project Administrator ECONOMIC VITALITY SECTION 201/213 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 15 ACCOMPLISHMENTS                    Managed and executed annexation of W.L.Gore and Associates’ west Flagstaff properties which allows for future potential expansion. Facilitated the construction of new APS Substation to provide power to the Airport Business Park to support commercial and industrial business expansion. Sold Lot 11 at the Flagstaff Autopark. Expanded economic development outreach to over 400 small and large businesses, entrepreneurs, stakeholders, industry groups/associations, real estate executives, and developers and presented economic development services. Coordinated populating the Certified Sites Program by the Arizona Commerce Authority to include three local properties. The Certified Sites Program is a primary tool for site selectors. Expanded business retention and expansion business interviews to include the following tools: stakeholders request; Needs analysis, Economic Development toolbox, incentive and grant overview, and advocacy and coordination between the business community and City Hall. Promoted the newly established Northern Arizona Capital Loan Fund with regional partners and funded eight loans to local businesses. Supported the development of a new Department of Economic Security project that employs 300 people Staff has taken a position on the SBDC Advisory Board to assist in business development efforts. Expanded Dark Skies Coalition effort to build their Star Party astronomical viewing event. Supported the addition of six new and expanding retailers to the community, targeting established developments and infill opportunities: Denny’s, Smashburger, Sportsmans Warehouse, Field House Chicken and Waffles, LaPlacita, which amounted to approximately 150 jobs created. Coordinated a Freight Logistics event with Flagstaff Metropolitan Planning Organization to streamline logistic operations for regional manufacturers inviting 23 different business representatives. Facilitated growth of new and existing businesses adding 35 new jobs non-retail jobs: Kingdom Kids, Nestle-Purina, SenesTech, Alpine Pedlar, Prent, Tepa Burger, and Rooftop Solar. Responded to 15 lead requests including four PIF’s from the Arizona Commerce Authority for new business attraction/relocation. Facilitated the expansion of Planet Rider which included acquisition of property, manufacturing space, and expects to create new jobs. Participated in expansion of Flagstaff Medical Center operations in rural areas. Provided assistance to NACET and created 29 jobs through the third quarter. 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. Developed an information flyer for new development projects to facilitate the use of the free pre-application meetings. Annual Financial Plan 2016 Page 311 City of Flagstaff ECONOMIC VITALITY SECTION 201/213 ECONOMIC DEVELOPMENT FY 16 NEW INITIATIVES AND GOALS               Facilitate the construction of expanded infrastructure services of parcels owned by W.L. Gore and Associates. Continue marketing outreach of the City’s Economic Development program through increased awareness and visibility to the area and region. Explore and advance workforce development opportunities for Pre-K through higher education in 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(s) utilizing the City’s Revolving Loan Fund for retention and expansion purposes (as part of the greater Northern Arizona Capital Loan Fund Committee). Assist businesses with expansion for a total of 10 new jobs. Successful disposition of Walgreen’s Distribution Center Properties. Add three new non-retail businesses and startups to the general community. Successful expansion of Campbell Global operations in Flagstaff. Develop targeted expansion effort targeting an emerging regional military support services sector Sell a minimum of one lot at the Flagstaff Autopark. Develop a map or flowchart of the development review process for existing and new businesses to assist them in navigating the process. Work with NACET to provide assistance in creating fifty (50) new jobs. 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. Trend:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Number of Businesses Assisted NA 480 500 550 Local businesses retained and/or expanded; 95% / N/A 95% / 10 95% / 10 95% / 10 and, net new jobs created 50 60 Job creation: Incubator and Accelerator NA 42 (through 3rd quarter) Annual Financial Plan 2016 Page 312 City of Flagstaff ECONOMIC VITALITY SECTION 201/213 ECONOMIC DEVELOPMENT Priority: Regional Plan (2030) – Regional economic development partners support the start-up, retention, and expansion of existing business enterprises. (Goal ED.3) 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. 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 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Engage qualified new business leads 100% 100% 100% 100% Number of new businesses attracted (Track by N/A N/A 10 12 Businesses Licenses/permits pulled) Increase in sales tax revenue N/A N/A 4% 5% Business development efforts to businesses looking to locate or invest in Flagstaff Number of new jobs created as measured by survey and/or business licenses N/A 540 400 600 N/A 5 5 8 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 13 CY 14 CY 15 CY 16 Actual Actual Estimated Proposed Measures: Transition viable projects to DRB/IDS process 85% 90% 90% 90% Capital Investment Dollars invested in the N/A N/A $1,600,000 $3,000,000 community Square footage of new locates Economic N/A 66,450 75,000 125,000 Development staff have assisted Annual Financial Plan 2016 Page 313 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 2013-2014 $ 151,647 53,716 12,655 8,876 $ 226,894 Adopted Budget 2014-2015 $ 150,385 20,268 12,150 281,500 $ 464,303 Estimated Expenditures 2014-2015 $ 150,385 20,268 12,150 281,500 $ 464,303 Proposed Budget 2015-2016 $ 142,556 19,365 12,150 $ 174,071 Budget-Budget Variance $ (7,829) (903) (281,500) $ (290,232) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Community Design Brownfields Management Brownfield Assessment TOTAL $ 103,880 65,876 1,552 55,586 226,894 $ 114,591 68,212 281,500 464,303 $ 114,591 68,212 281,500 464,303 $ 174,071 174,071 $ 59,480 (68,212) (281,500) (290,232) 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 $ $ 58,323 17,485 13,729 1,643 43,177 3,101 4,424 29,313 2,876 174,071 COMMENTARY: The Community Investment operating budget has decreased 5% and there are no capital expenditures, resulting in an overall net decrease of 63%. Personnel Services decrease of 5% is due to a restructuring of the personnel workloads and their respective costs to the respective programs, while increasing 1.0 FTE for a Community Investment Director, and implementing a 2% market pay increase for existing employees. The Contractual decrease is due to a reduction in Travel, Lodging and Meals. The Commodities budget remained flat over the prior year. There is no major capital (>$10,000) for this section. Annual Financial Plan 2016 Page 314 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 201/213 ECONOMIC DEVELOPMENT 213-ECONOMIC DEVELOPMENT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2013-2014 $ 162,345 412,878 19,731 $ 594,954 Adopted Budget 2014-2015 $ 221,656 408,248 18,384 $ 648,288 Estimated Expenditures 2014-2015 $ 244,156 441,398 18,384 $ 703,938 Proposed Budget 2015-2016 $ 269,087 746,665 28,384 12,500 $ 1,056,636 Budget-Budget Variance $ 47,431 338,417 10,000 12,500 $ 408,348 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Incubator Service Partner Agencies Business Retention & Expansion Business Attraction Business Accelerator - Innovation Mesa ACA Rural Grant FY 13 (Joy Cone) AZ Commerce Authority FY-16 Grant TOTAL $ 59,933 245,808 65,401 86,412 82,753 54,647 594,954 $ 84,630 267,563 5,400 98,687 157,008 35,000 648,288 $ 84,630 267,563 5,400 98,687 157,008 55,650 35,000 703,938 $ 194,824 267,563 5,400 17,900 129,629 241,320 200,000 1,056,636 $ $ 1,056,636 1,056,636 $ 110,194 (80,787) (27,379) 241,320 (35,000) 200,000 408,348 SOURCE OF FUNDING: ECONOMIC DEVELOPMENT FUND COMMENTARY: The Economic Development operating budget has increased 61% and there are capital expenditures of $12,500, resulting in an overall net increase of 63%. Personnel Services increase of 21% is due to a 2% market pay increase and the addition of a Business Attraction Manager, replacing the Economic Development Manager. Contractual increases are due to the Business Accelerator being brought online and a pending grant from the AZ Commerce Authority. Commodities increases of $10,000 are due to workorders for the Business Accelerator. There is major capital (>$10,000) for this section of $12,500 for partially furnishing the Business Accelerator. Phoenix Avenue Mural Annual Financial Plan 2016 Page 315 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. Beautification - With Beautification and Public Art Commission oversight and in accordance with the provisions of the Lodging, Restaurant, and Lounge (BBB) Tax, this program delivers streetscapes, landscaping, building, and signage improvement programs and projects. The program includes small grants for historic preservation projects and smaller beautification projects, as well as initiating, executing, and maintaining medium and large projects of this nature. Community Design – For development review and economic development customers, and for the City of Flagstaff, staff provide direct professional architectural, engineering, and landscaping demonstrations and services, reconciling the various goals for a particular project. In addition, as a part of the DRB process, and in accordance with the Zoning Code, staff measures development application compliance with established site and building standards that are designed to protect and enhance the character of Flagstaff. Heritage Preservation – Under the direction of the Heritage Preservation Commission, and in accordance with the Zoning Code, staff coordinates the protection of archeological and architectural cultural resources, including the designation of landmarks, specialized design review in established districts, impact analysis within the DRB process, technical and design assistance, grant oversight, and coordination with State and Federal agencies. Redevelopment – This program seeks to foster redevelopment of sites, districts, and neighborhoods through the recommendation and development of policies and incentives, beautification projects, and planning. Within this program, staff supports the newly established downtown district, as well as the east side/4th Street corridor. In addition, the Brownfield Land Recycling Program provides technical support and incentives for the redevelopment of underutilized sites or sites that may be contaminated. FY 15 ACCOMPLISHMENTS   Ongoing use of Quality of Life Survey; strong results with average of 3.8 out of 5. VisitFlagstaff.com served 1 community request and completed the project. Beautification         Butler Medians: Construction completed. Staff facilitated the Fourth Street Gateway project. Staff facilitated and completed Capital Maintenance projects including: Crazy Bill’s Median, Lake Mary Gateway, Butler North Edge, and the Milton Pump House. The Train Station platform project was re-started and leaded glass windows repaired. Staff facilitated traffic testing and initiated the south end improvements project for the Fourth Street Corridor. Staff developed the tree basin prototype for Downtown. Staff provided Holiday Decorations through the Beautification in Action Grant. Staff initiated the RT66 North Edge along Kaspar, Greens Streets, and Milton RT 66 Intersection projects. Community Design  Notable customer design assistance was provided to: Housing Solutions of Northern Arizona; Habitat for Humanity; Flagstaff Arts Council; NAU Signs; and Sidlinger. Annual Financial Plan 2016 Page 316 City of Flagstaff ECONOMIC VITALITY     SECTION 211 BEAUTIFICATION Notable collaboration support was provided for: Innovation Mesa; the Avery Memorial; the Core Services Facilities; the Public Works Yard (Mogollon); Visitor Center Signs; the Housing Section offices; and City Banner Holders. Notable support was provided for the Zoning Code process involving: signs; sidewalk vending; sidewalk seating; and the general update. Notable collaboration support was provided for Long Range Planning around the Public Works Yard disposition and La Plaza Vieja planning process. Staff designed and built the stairs for the Dew Downtown. Heritage Preservation          Notable customer preservation assistance was provided to external clients including: Bacon Dental; Solberg Cottages; the Museum of Northern Arizona; Lowell Observatory; the Milum Building; Old Towne Shops; Amtrak; and Grandma’s House. Notable collaboration and support was provided for National Historic Preservation Act (NHPA) Section 106 compliance for internal clients including Housing; Public Works; Utilities; Courts; and Capital Improvements. Staff researched and wrote the historic structures report for City Water System - Inner Basin. Staff oversaw the research and writing of the Lunar Facilities Report. Staff prepared for the 2015 State Historic Preservation Conference by planning the: venues; sessions (Preservation in Flagstaff and Downtown Revitalization Workshop); and tours (Downtown, Sunnyside/Lunar, Lowell, and Picture Canyon). Cultural Resource Studies: All IDS projects were evaluated and the Heritage Preservation Commission Reviewed Grandma’s House, Tourist Home, Canyon del Rio, Midgley Building, and Museum of Northern Arizona. Supported the development review process in three historic districts and Central District Signs. Processed and issued four Historic Facades and Signs Grants. Staff provided preservation assistance for the Town of Camp Verde. Redevelopment          The Community Reinvestment Plan was completed and approved by City Council. Staff obtained a grant and remediated the Market building. The City was enrolled in the ADEQ Voluntary Remediation program. Continued Northern Arizona partnership on Route 66 Coalition Brownfields Grant. Staff facilitated having Environmental Site Assessments funded and procured for various City and private properties. Grant obtained and Brownfield inventory expanded to include entire City with the data added to GIS. Staff supported the Downtown Revitalization District as the liaison for downtown, through Event Permit review, assistance with district formation matters and hiring the clerk, treasurer, and executive director. Provided support for the NAU Homecoming Parade / Tequila Sunrise with buses, taxis, parking, garbage, and ambassadors. Member of the DEW Downtown Planning Team. FY 16 NEW INITIATIVES AND 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. Beautification  Completion of significant Beautification Projects: Joel Montalvo Park; Downtown Capital Maintenance; LID Parkways; Beulah Medians; and Kaspar/US 89 Landscaping. Community Design:  Assist five internal or external applicants solve site or building design issues. Annual Financial Plan 2016 Page 317 City of Flagstaff ECONOMIC VITALITY SECTION 211 BEAUTIFICATION Heritage Preservation:  Assist five internal or external applicants solve heritage preservation issues.  Add one or more property to Landmark Overlay Zone.  Cultural Resource Studies identify three resources that merit preservation and three non-resources that do not merit further heritage preservation consideration. Redevelopment:  Seek extension of Route 66 Brownfield Coalition Grant.  Provide ten Environmental Site Assessments in Northern Arizona.  Assist Flagstaff Business and Property Improvement District meet requirements of IGA. PERFORMANCE MEASURES Priority: Council - Improve effectiveness of notification, communication, and engagement with residents, neighborhoods and businesses and about City services, programs, policies, projects and developments. Regional Plan - Continue to promote and enhance Flagstaff’s unique sense of place as an economic development driver (Goal ED 7). Objective: Flagstaff has a high quality of life; and, an improved quality of life through Community Design and Redevelopment programs. Type of Measure: Outcome Tool: Ongoing online survey Frequency: Semi-annually Scoring: 1 (Low) through 5 (High); 3 = Neutral Trend:   CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Average score of survey asking respondents to > 3 >3 >3 >3 rate Flagstaff as a place to live. Average score of survey asking respondents to > 3 >3 >3 >3 rate if CD&R programs have improved the quality of life in Flagstaff. Annual Financial Plan 2016 Page 318 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 211 BEAUTIFICATION 211-BEAUTIFICATION EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2013-2014 $ 125,374 19,369 1,292 $ 146,035 Adopted Budget 2014-2015 $ 134,663 6,450 710 $ 141,823 Estimated Expenditures 2014-2015 $ 134,663 6,450 710 $ 141,823 Proposed Budget 2015-2016 $ 164,614 15,900 2,200 $ 182,714 Budget-Budget Variance $ 29,951 9,450 1,490 $ 40,891 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Commission Enhanced Service District Wheeler Park Lighting TOTAL $ 129,245 203 289 16,298 146,035 $ 141,623 200 141,823 $ 141,623 200 141,823 $ 181,714 1,000 182,714 $ $ 182,714 182,714 $ 40,091 800 40,891 SOURCE OF FUNDING: BEAUTIFICATION FUND COMMENTARY: The Beautification operating budget has increased 29% and there are no major capital expenditures planned. Personnel Services increases are due to a 2% market pay increases and the allocation of staff cost between sections within Econmic Vitality. Contractual increases are due to an increase in marketing and public outreach efforts. The Commodities increases are due to additional planned purchases of promotional materials to support the increased marketing and public outreach. There is no major capital (>$10,000) for this section. Butler Medians Annual Financial Plan 2016 Page 319 City of Flagstaff ECONOMIC VITALITY SECTION: EDA REVOLVING LOAN FUND SECTION 202 202-EDA REVOLVING LOAN EXPENDITURES BY CATEGORY: Contractuals TOTAL Actual Expenditures 2013-2014 $ $ - Adopted Budget 2014-2015 $ 220,000 $ 220,000 Estimated Expenditures 2014-2015 $ $ - Proposed Budget 2015-2016 $ 270,673 $ 270,673 Budget-Budget Variance $ 50,673 $ 50,673 $ $ $ $ $ $ $ $ 270,673 270,673 $ $ $ $ 270,673 270,673 EXPENDITURES BY PROGRAM: EDA Revolving Loan TOTAL - 220,000 220,000 - 50,673 50,673 SOURCE OF FUNDING: GENERAL FUND COMMENTARY: The EDA Revolving Loan program implementation will be early FY 2016. This budget reflects loans granted with monthly payback implemented according to the terms of the agreements. Funds repaid to the EDA Revolving Loan Program will be used for new loans. The goal of this fund is to be at a net-zero overall. Annual Financial Plan 2016 Page 320 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. VISION Flagstaff is recognized as the destination for all seasons. 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 15 ACCOMPLISHMENTS                  Increased BBB revenues by 8.38% (thru Nov. 2014) through targeted advertising, marketing, sales, and public relations efforts. 2014 Australian Sales Mission secured two new Australian tour series that booked a total of 44 motor coaches. Travel Trade and Meetings/Events sales staff created a tracking mechanism to look at economic impact of bookings. YTD Travel Trade leads have an economic impact value of $1,057,875.00, an increase of $261,950.00. YTD Meetings/Events leads have an economic impact value of $1,766,409, an increase of $522,486 from the previous year. Travel Trade secured one new student tour group. CVB sales team met face to face with 60 stakeholders during the year. Meetings/Events grew niche markets for Astronomy, Biotech and Sciences by a 1% increase in leads. Improved the online presence of the Flagstaff meeting resources used on meetinflagstaff.org website. Meetings/Events met with 12 local businesses to educate them on the services we provide. Installed Flagstaff Cool Zone in downtown Phoenix Legends District. The Cool Zone is a large-scale out-ofhome installation that includes imagery of Flagstaff, cooling misters and a real-time temperature gauge. Increased website users by 27% (as compared to same time period previous year). Increased fan/followers and social reach: Facebook 11.3%, Twitter 17.5% and YouTube 15.7%. Redesigned Annual Report and Marketing Plan to highlight all CVB efforts with an info graphic format. Developed new copy and layout for Explore Flagstaff guide, along with translations for six languages. Continued to increase image library with additional photo and video shoots, generating multiple videos with specific topics ranging from Happy Holidays to German Student Travel. Improved content marketing plan to better integrate CVB-wide marketing efforts across all platforms, including online placements and keyword searches. Assisted with Dew Downtown Flagstaff by implementing a media campaign, developing new website with increased functionality and coordinating with Arizona Super Bowl Host Committee to have SPIKE (Super Bowl Mascot) attend the event. Extended local outreach in efforts to increase Visitor Center awareness and event attendance, including First Friday ArtWalk and Flagstaff Chocolate Walk. Annual Financial Plan 2016 Page 321 City of Flagstaff ECONOMIC VITALITY   SECTION 214 TOURISM Launched new Flag WebCam providing an online live shot of Flagstaff highlighting interests such as Route 66, downtown, the south side, trains and the peaks. Increase flagstaff365.com sessions by 60% through partnership with Flagstaff Arts Council and cooperative marketing effort with Flagstaff Festivals and Events group. FY 16 NEW INITIATIVES AND GOALS              Sales staff will continue to connect with stakeholders holding a minimum of 50 meetings. Travel Trade will meet with a minimum of 300 tour operators through FAM tours, trade shows, and sales missions in our target markets. These meetings will showcase all our Flagstaff offerings and following each mission we will prepare trip reports to all stakeholders. Continue to track leads generated through sales missions and day-to-day correspondence by utilizing our economic impact calculator to show overall revenue generation. Continue to update meetinflagstaff.org website and online resources to better meet the needs of potential meeting planner inquiries. Increase Meetings/Events bookings with a 2% increase in leads. Implement direct to hotel online booking engine. Increase CVB-assisted editorial pieces generated by 5%. Continue strategic collaboration between visitor services, sales, public relations, and marketing programs to create a cohesive destination message. Improve depth of image library through photo/video shoots and increase use of visual content for marketing purposes. Increase percentage of domestic outlets vs. international in regards to total media hosted. Implement an innovative, comprehensive, and aggressive media plan in targeted markets utilizing a mix of advertising media. Increase fan/follower social media and website engagement by 3%. Utilize blog posts across platforms to generate more relevant content. PERFORMANCE MEASURES Priority: Regional Plan - Tourism will continue to provide a year-round revenue source for the community, while expanding specialized tourist resources and activities (Goal ED 6). Council - Foster relationships and maintain economic development commitment to partners. 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 Co. 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 Annual Financial Plan 2016 Page 322 City of Flagstaff ECONOMIC VITALITY SECTION 214 TOURISM Scoring: BBB revenues, Occupancy, RevPar, and ADR Trend:  JAN. – DEC. JAN. – DEC. JAN. – DEC. CY 13 Actual $5,917,523 CY 14 Actual $6,543,234 CY 15 Estimate $6,684,000 CY16 Proposed $6,700,000 Occupancy 66.4% 70% 71% 72% RevPAR (Revenue per available room) $54.61 $59.99 $60.59 $61.20 ADR (Average Daily Rate) $82.24 $85.71 $86.57 $87.44 Measures: Bed Board and Booze (BBB) Tax revenues SECTION: 214-TOURISM EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2013-2014 $ 611,495 859,137 161,712 $ 1,632,344 Adopted Budget 2014-2015 $ 684,074 745,467 132,275 $ 1,561,816 Estimated Expenditures 2014-2015 $ 684,074 739,467 132,275 $ 1,555,816 Proposed Budget 2015-2016 $ 729,587 772,439 149,500 $ 1,651,526 Budget-Budget Variance $ 45,513 26,972 17,225 $ 89,710 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Marketing and Promotion Sales Public Relations Film Office TOTAL $ 688,928 812,055 82,950 46,911 1,500 1,632,344 $ 749,411 701,255 77,280 33,120 750 1,561,816 $ 743,411 701,255 77,280 33,120 750 1,555,816 $ 806,222 720,074 79,730 43,770 1,730 1,651,526 $ $ 1,651,526 1,651,526 $ 56,811 18,819 2,450 10,650 980 89,710 SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Tourism operating budget has increased 6% and there are no capital expenditures. Personnel Services increase is due to a 2% market pay increase and multiple reclassifications of positions to reflect the changing needs of the section. Contractual increases are due to the increasing costs of utilities services fees, maintenance, Arizona Department of Revenue Sales Tax Programming and Collections fee, advertising (which will be cost-recovered from stakeholders), registrations, travel and accomodations for marketing and promotion. Commodities increases are due to Non-Library Books and Subscriptions and promotional materials. There is no major capital (>$10,000) for this section. Annual Financial Plan 2016 Page 323 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. VISION Flagstaff Visitor Center is recognized for providing exceptional visitor services. 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 15 ACCOMPLISHMENTS           Assisted 44,162 visitors in the first six months of FY15 for an increase of 4.2% and assisted 85,829 in CY14 which was a .36% increase over CY13. Maximized partnerships through our Referral Program receiving 105 during the first 6 months of FY15 for a 2.9% increase and 265 in CY14, an 8.2% increase over prior year. Participated in the Visitor Profile Survey to update our 2008 survey data. A total of 348 surveys were collected in CY14. Participated 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. Monitored and measured monthly the Trip Advisor reviews on the Visitor Center and maximized reply communications to raise customer service levels. Continued discussion with the Beautification & Public Art Commission and Heritage Preservation Commission on quality and functionality of the Train Station platform. Sold 537 Grand Canyon and America the Beautiful passes in the first 6 months of FY15 from a combination of point of sale and Kiosk sales. This was an increase of 17.5% over the first 6 months of FY14, 1004 passes were sold in CY14 for a 14.6% increase over CY13. Participated in First Friday Art Walk increasing awareness of visitor services within our community. We received 417 walk-ins the first 6 months of FY15 and an additional 928 walk-ins in CY14. Distributed/redeemed 742 Route 66 Passports to Visitors in the first 6 months of FY15, a 9.8% increase over the first 6 months of FY14 and 1,355 passes were distributed in CY14 a 15.03% increase over CY13. Improved the visitor experience by enhancing the historic appeal of the Visitor Center through facility upgrades including new hand dryers in the restrooms, a new sidewalk, new cabinet doors, and new signage. FY 16 NEW INITIATIVES AND GOALS      Increase visitor walk-ins by 1% through enhanced programming. Add 3 new events, in addition to National Train Day, to increase visitation and community involvement at the Visitor Center. Increase Visitor Center involvement with stakeholders and community, allowing for higher levels of customer service by attending FLRA (Flagstaff Lodging & Restaurant Association) and DBA (Downtown Business Alliance) meetings on a regular basis. Commemorate the 90th anniversary of the Train Station in conjunction with National Train Day 2016. Continue to monitor and measure Trip Advisor satisfaction ratings of the Visitor Center. Annual Financial Plan 2016 Page 324 City of Flagstaff ECONOMIC VITALITY SECTION 215 VISITOR SERVICES PERFORMANCE MEASURES Priority: Regional Plan - Tourism will continue to provide a year-round revenue source for the community, while expanding specialized tourist resources and activities (Goal ED 6). Council - Foster relationships and maintain economic development commitment to partners. Goal: Customer service will be provided in 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 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimate Proposed VC Customer Service Survey (# surveys / % 441/ 98% 310/ 99% 450 / 99% 475 / 99% satisfaction) Trip Advisor (# comments / % satisfaction 66/ 97% 67/ 90% 70 / 93% 75 / 94% rating) Visitor Center Walk-ins 85,519 85,829 86,688 87,555 Priority: Regional Plan - Tourism will continue to provide a year-round revenue source for the community, while expanding specialized tourist resources and activities (Goal ED 6). Council - Foster relationships and maintain economic development commitment to partners. Goal: Increase walk-ins by 1% through enhanced programing. Objective: Increase walk-ins at the Visitor Center through enhanced programing including but not limited to; adding two new Visitor Center events and by providing excellent customer service. Type of Measure: Number of Walk-ins that the Visitor Center has and the customer service satisfaction rating. Tool: Walk-in Data, Customer service surveys, and Trip Advisor ratings Frequency: Monthly Scoring: Number of walk-ins compared to last year and ratings on comment cards and TripAdvisor reviews. 96% and above is excellent; 90 to 95 is caution; less than 90% is concerning. Trend:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimate Proposed VC Customer Service Survey (# surveys / % 441 / 98% 450 / 98% 475 / 98% 475/99% satisfaction) Trip Advisor (# comments / % satisfaction rating) 66 / 97% 73 / 97% 82 / 98% 75/ 94% Visitor Center Walk-ins 85,519 86,375 87,250 87,555 Annual Financial Plan 2016 Page 325 City of Flagstaff ECONOMIC VITALITY SECTION: SECTION 215 VISITOR SERVICES 215-VISITOR SERVICES EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2013-2014 $ 219,073 104,900 43,441 $ 367,414 Adopted Budget 2014-2015 $ 212,088 138,829 30,067 $ 380,984 Estimated Expenditures 2014-2015 $ 212,088 123,829 30,067 $ 365,984 Proposed Budget 2015-2016 $ 213,545 145,864 31,352 $ 390,761 Budget-Budget Variance $ 1,457 7,035 1,285 $ 9,777 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Train Station Operations TOTAL $ 248,310 119,104 367,414 $ 250,493 130,491 380,984 $ 235,493 130,491 365,984 $ 284,770 105,991 390,761 $ $ 390,761 390,761 $ 34,277 (24,500) 9,777 SOURCE OF FUNDING: TOURISM FUND COMMENTARY: The Visitor Services operating budget has increased 3% and there are no capital expenditures. Personnel Services increase is due to a 2% market pay increase, increases in temporary pay, and a reclassification. Contractual increases of 5% are due to one-time maintenenace projects, additional advertising, utilities cost increases and carry forwards for Capital Repairs. Commodities increase of 4% is due to increases in copying and printing, promotional materials and uniforms. Other one-time authorized expenditures totaling $22,820 is the renovation of the Visitor Center hospitality area. There is no major capital (>$10,000) for this section. Annual Financial Plan 2016 Page 326 City of Flagstaff ECONOMIC VITALITY SECTION 216 ARTS & 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. Arts and Sciences – With guidance from the Beautification and Public Art Commission, this program delivers a variety of public art programs and projects throughout the City. In addition, arts, science, and cultural opportunities in Flagstaff are fostered by our work with Flagstaff Cultural Partners, providing direct technical and financial support to non-profit and private agencies engaged in these fields. FY 15 ACCOMPLISHMENTS   Ongoing use of Quality of Life Survey; strong results with average of 3.8 out of 5. VisitFlagstaff.com served 1 community request and completed the project. Arts and Sciences        Staff facilitated Call to Artists, procurement, and installation of the Airport Mural and King’s House Inn Mural. Staff assisted with the Beautification in Action Grant for the Orpheum Mural. Staff received and placed donated sculpture “Sockdolager” (Third copy - Library). Staff initiated Art in the Alley and Utility Box Art Projects. Provided 38 grants through the Flagstaff Arts & Council grants program. Facilitated the Flagstaff Arts Council contract extension, participated with their Strategic Planning and assisted with an annual City Council Update. Staff hosted a statewide Public Art meeting. FY 16 NEW INITIATIVES AND 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. Arts and Sciences  Completion of significant Public Art Projects: Gateway. Annual Financial Plan 2016 Milton/RT 66; Thorpe Park Sculpture; and Fourth Street Page 327 City of Flagstaff ECONOMIC VITALITY SECTION 216 ARTS & SCIENCE PERFORMANCE MEASURES Priority: Council - Improve effectiveness of notification, communication, and engagement with residents, neighborhoods and businesses and about City services, programs, policies, projects and developments Regional Plan - Continue to promote and enhance Flagstaff’s unique sense of place as an economic development driver (Goal ED 7). Goal: Engage the community by asking for input on our work programs that enhance the overall 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 Frequency: Semi-annually Scoring: 1 (Low) through 5 (High); 3 = Neutral Trend:   CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Average score of survey asking respondents to >3 >3 >3 >3 rate Flagstaff as a place to live. Average score of survey asking respondents to >3 >3 >3 >3 rate if CD&R programs have improved the quality of life in Flagstaff. SECTION: 216-ARTS AND SCIENCE EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2013-2014 $ 407,001 54 18,794 $ 425,849 Adopted Budget 2014-2015 $ $ 409,500 3,123 208,400 621,023 Estimated Expenditures 2014-2015 $ 409,500 3,123 102,500 $ 515,123 Proposed Budget 2015-2016 $ 39,051 400,370 3,123 372,500 $ 815,044 Budget-Budget Variance $ 39,051 (9,130) 164,100 $ 194,021 $ $ $ EXPENDITURES BY PROGRAM: General Public Artwork Service Partner Agencies FCP Administration TOTAL $ $ 18,848 340,001 67,000 425,849 $ $ 212,023 340,000 69,000 621,023 $ 106,123 340,000 69,000 515,123 $ 41,351 377,623 325,000 71,070 815,044 $ $ 815,044 815,044 $ 41,351 165,600 (15,000) 2,070 194,021 SOURCE OF FUNDING: ARTS AND SCIENCE FUND COMMENTARY: The Arts and Science operating budget has increased 25% and there are capital expenditures of $372,500 resulting in an overall net increase of 31%. Personnel Services increase is due to partial costs for a Community Design and Redevelopment Manager and for administrative support. There is a 2% market pay increase that affects these positions this year. Contractual decreases are due to reduced funding of the Flagstaff Science Foundation. Commodities remain flat. Other one-time authorized capital expenditures totaling $372,500 include the Rendezvous Sculpture, West Route 66/Milton Intersection, the Thorpe Sculpture, the King's House Mural, Art in the Alley, Utility Box Art, 4th Street Artwork, Fort Valley Wall, and East Flagstaff Gateway. Annual Financial Plan 2016 Page 328 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 15 ACCOMPLISHMENTS         The Airline saw a 20.9% increase in enplanements (people boarding in Flagstaff) over 2013. This is our first increase since 2010. Completed construction of the “Aircraft Storage Area” to reconstruct failing asphalt, (known as the Westplex). This was FAA Grant funded, with a matching ADOT Grant. Completed Phase II-Joint Seals Replacement on the concrete ramp in front of the terminal, funded with a grant provided by Arizona Department of Transportation Aeronautics Division. Airport Director was elected President of the Board of Directors for Arizona Airports Association. The Airport supported air tanker units fighting the Slide Fire this year. The ILS (Instrument Landing System) was replaced at the Airport this year. This system will help with heavier snowfalls. The FAA Grant funded Sustainability Master Plan was initiated in 2014. Through the efforts of airport staff, the airport remained open and had no snow closures. The Airport added a navigational aid called the Compass Rose in order to set a magnetic compass for an aircraft. FY 16 NEW INITIATIVES AND GOALS  To continue to promote air travel from Flagstaff by attending conferences, meetings, and creating a comprehensive marketing campaign.  Maintain full occupancy of airport general aviation hangar and shade storage facilities to maximize revenues.  Mentor staff by guiding and encouraging their networking with industry leaders.  Work with COF purchasing, FAA, and ADOT to replace aging fire crash truck with 90%+ grant funding.  Secure grant funding for Airport Master Planning.  Complete Airport Sustainability Master Plan and find grant funding to implement improvements.  Help re-establish an Airport Annual Open House with new support group. Annual Financial Plan 2016 Page 329 City of Flagstaff ECONOMIC VITALITY SECTION 221 AIRPORT PERFORMANCE MEASURES Priority: Council - Ensure that we are as prepared as possible for extreme weather events Regional Plan - 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 (Goal T.10). 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 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Percentage of scheduled commercial flights 3.48% 3.0% 3.0% 3.0% cancelled Priority: Council - Provide sustainable and equitable public facilities, services, and infrastructure systems in an efficient and effective manner to serve all population areas and demographics. Regional Plan - 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 (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 Annual Financial Plan 2016 CY 13 Actual -7.9% Page 330 CY 14 Actual +20.9% CY 15 Estimated +3.0% CY 16 Proposed +3.0% City of Flagstaff ECONOMIC VITALITY SECTION 221 AIRPORT Priority: Council - Develop and implement guiding principles that address public safety service levels through appropriate staffing levels Regional Plan - 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 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Percentage of emergency call responses within 100% 100% 100% 100% three minutes SECTION: 221-AIRPORT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2013-2014 $ 670,719 375,048 116,002 $ 1,161,769 Adopted Budget 2014-2015 $ 751,284 1,251,876 204,024 $ 2,207,184 Estimated Expenditures 2014-2015 $ 751,284 451,976 146,024 $ 1,349,284 Proposed Budget 2015-2016 $ 812,677 1,245,873 240,024 120,000 $ 2,418,574 Budget-Budget Variance $ 61,393 (6,003) 36,000 120,000 $ 211,390 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Safety and Security Snow Control Maintenance Buildings & Grounds Maintenance Runway & Taxiway Small Commercial Air Service Development TOTAL $ 449,414 125,235 56,197 470,338 60,486 99 1,161,769 $ 492,748 143,340 83,964 598,561 88,571 800,000 2,207,184 $ 492,748 143,340 83,964 540,561 88,571 100 1,349,284 $ 471,164 171,759 93,940 654,680 147,131 879,900 2,418,574 $ $ 2,418,574 2,418,574 $ (21,584) 28,419 9,976 56,119 58,560 79,900 211,390 SOURCE OF FUNDING: AIRPORT FUND COMMENTARY: The Airport operating budget has increased 4% and there are capital expenditures of $120,000, resulting in an overall net increase of 10%. Personnel Services increase is due to a 2% market pay increase and higher contribution rates for the PSPRS Fire positions. Contractual decreases are due to the reduction in one-time maintenance for terminal repairs. Commodities increases are due to operational funding of annual Runway Striping/Painting to meet FAA required standards. There is major capital (>$10,000) for this section for $120,000 for a security gate required for the passenger terminal. Annual Financial Plan 2016 Page 331 City of Flagstaff Inside the Passenger Terminal Building of Flagstaff Pulliam Airport. Annual Financial Plan 2016 Page 332 City of Flagstaff UTILITIES DIVISION MISSION The mission of the Utilities Division 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 2016 Page 333 City of Flagstaff Annual Financial Plan 2016 UTILITIES Utilities 201-42 1 Division Director (Utilities) 2 Administrative Spec 1 Utilities Management Analyst 1 Utilities Operations Section Director Wastewater Operations 1 Wastewater Treatment Manager Page 334 Wildcat WWTP 201-53 3 MSW - Plant Tech 4 MSW - Plant Ops Water Treat/Prod 201-47 1 Water Production Manager Lake Mary Wells, Woody Mt Wells, North Reservoirs, Inner Basin, and Water Treatment & Booster Stations 1 Instrumentation - Electrical Spec Regulatory Compliance 201-55 1 Utilities Manager Laboratory (Water) 1 Lab Specialist 1 MSW Laboratory 2 Plant Specialist 1 Maintenance Specialist Laboratory (Wastewater) 1 Instumentation - Electrical Specialist 2 MSW - Maintenance 1 Plant Specialist 1 MSW - Plant Tech 1 MSW - Laboratory Rio De Flag WWTP 201-56 1 Plant Specialist 1 Operations Specialist Water Resources/Conservation 201-42 1 Utilities Manager 1 Utilities Program Manager 1 Water Conservation Aide (Temp) Industrial Waste Monitoring 55 1 Indust Waste Supv 3 MSW - Operations 2 Indust Waste Insp 2 MSW-Plant Tech City of Flagstaff Water Distribution 201-49 1 Water Services Specialist 11 MSW-Water Services Tech Locator 1 Water/Sewer Utility Locator Wastewater Collection 201-54 1 Water Services Specialist 8 MSW-Water Services Tech Utilities Engineering 201-42 1 Utilities Manager 1 Utilities Plan Reviewer 1 Utilities Project Manager 1 IT Administrator Stormwater Management 210-98 1 Utilities Manager 2 Project Manager 1 Watershed Specialist .5 Intern UTILITIES SECTION 300 ADMINISTRATION MISSION The mission of the Utilities Division is to professionally and cost effectively provide water, stormwater, reclaimed water and wastewater services that meet the present and future environmental, health, and safety needs of the community and our co-workers. We are committed to a goal of 100% customer satisfaction. This will be achieved by a dedication to exceed customer expectations 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 Operations, Engineering, 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 and booster stations. The Division also administers the following programs and commissions: Division Safety Program, Water Commission and the City Change Order Committee. We are a liaison with numerous outside agencies and organizations these include: representation to Arizona Department of Environmental Quality (ADEQ), Arizona Department of Water Resources (ADWR), Northern Arizona Municipal Water Users Association, U.S. Forest Service, Technical Advisory groups for the Coconino Plateau Watershed Partnership and the National Park Service/U.S. Forest Service Lake Mary Watershed Planning Group. In addition, staff review proposed State and Federal water legislation and provide input to Council and Legislators. Utilities asset management includes using an enterprise level Geographic Information System (GIS) linked to a computerized maintenance management system to maintain up-to-date infrastructure inventory and maintenance records. Utilities engineering evaluate capital improvement needs, including prioritization, and provide project management engineering services for capital improvement projects. Utilities staff maintain hydraulic computer models of the City’s water, sewer and reclaimed infrastructure and use these tools to evaluate the needs of new development and anticipated future growth in conjunction with the Regional Plan. Staff also research customer, staff, and City Council inquiries and follow up on complaints. Utilities staff provide water quality regulatory permit administration for various Federal (USEPA) and State (ADEQ) programs including: Safe Drinking Water Act, Clean Water Act, National Pollutant Discharge Elimination System (NPDES), Arizona Aquifer Protection Permit (APP), Water Reuse, Emergency Operations and Safety Programs as required. Within the Utilities Division, the Stormwater Management Section is responsible for Floodplain Administration, as detailed in Title 12 Floodplain Regulations. FY 15 ACCOMPLISHMENTS       Initiated Water, Wastewater and Stormwater Rate Study Initiated the Groundwater Modeling with the Coconino Plateau Watershed Partnership for an environmental assessment for the pumping at Red Gap Ranch Continued to Plan for the Future – Completed water and wastewater master planning efforts Addressed resiliency and preparedness efforts in how we approach our daily operations during normal conditions and particularly how we respond during inclement weather conditions. Efforts included: redundancy of storage of critical data, increased plant security and back-up electrical power Initiated the second phase of a Leak Detection program for the water distribution system Completed Phase I of the Utilities Division Re-organization FY 16 NEW INITIATIVES AND GOALS   Complete Phase II of the Utilities Division Re-organization Complete Water, Wastewater and Stormwater Rate Study Annual Financial Plan 2016 Page 335 City of Flagstaff UTILITIES    SECTION 300 ADMINISTRATION Completed up-date to Water Resources Master Plan Completed Phase 2 Red Gap Ranch Feasibility Study Complete Compliance with ADEQ Consent Order Priority: Management - Effective Governance Goal: Provide a rate structure to meet the financial needs of the utility while allowing us to maintain efficient operations. 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. 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 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Review Rates with internal rate model Yes Yes Yes Yes Water Revenues % Actual vs Budget 100% 100% 10% 100% Sewer Revenues % Actual vs Budget 100% 100% 95% 100% Customer accounts per employee (Water) 307 303 332 316 Customer accounts per employee (Wastewater) 294 293 330 325 Customer complaints 51 14 36 0 SECTION: 300-UTILITIES ADMINISTRATION EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2013-2014 $ 880,861 351,155 36,774 $ 1,268,790 Adopted Budget 2014-2015 $ 457,137 445,509 8,700 $ 911,346 Estimated Expenditures 2014-2015 $ 457,137 445,509 8,700 $ 911,346 Proposed Budget 2015-2016 $ 468,183 244,509 14,200 $ 726,892 Budget-Budget Variance $ 11,046 (201,000) 5,500 $ (184,454) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Water Commission Engineering Water Conservation GIS-Utilities Operations Management TOTAL $ 922,927 6,259 127,636 134,654 77,314 1,268,790 $ 799,135 180 112,031 911,346 $ 799,135 180 112,031 911,346 $ 611,252 1,180 114,460 726,892 $ $ 726,892 726,892 $ (187,883) 1,000 2,429 (184,454) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Utilities Administration operating budget has decreased 20% and there are no capital expenditures. Personnel Services increase is due to a 2% market pay increase. Contractual and commodities decreases are due to prior year one-time items. There are no increases to the base budget or one-time items. There is no major capital (>$10,000). Annual Financial Plan 2016 Page 336 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 co-workers. We are committed to a goal of 100% customer satisfaction. This will be achieved by a dedication to exceed customer expectations by continuously improving our operations. We value our co-workers and strive to maintain high motivation by providing an environment that encourages improvement and teamwork. PROGRAM DESCRIPTION The Lake Mary Water Treatment Plant provides conventional surface water treatment for water from upper Lake Mary. Staff 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 effectively produces water that meets all safe Drinking Water Act requirements. It manages the quantity of stored water to provide flows to customers, with an adequate reserve for fire fighting. It teaches public awareness of the water system through educational programs and demonstrations. FY 15 ACCOMPLISHMENTS             Resurfaced the Lake Mary Treatment Plant pavement Extended two LM sludge bed “tank” containment vessel aprons to bring them up to ADEQ standards for aquifer protection New SCADA Master Radios added to Lake Mary Plant and USGS on McMillan Mesa Updated controls for the Fox Glen and Sinagua Wells New VoIP phone system installed Heater Replacement for Lake Mary Laboratory New Fiber Optics network established within the Lake Mary Water Treatment Plant New Roofs for North Reservoir Filter Plant, Woody Mountain Booster Station (WMBS) New Well Motor and Pump installed to replace failed Shop Well New digital controls for Alum chemical feed system Installed sump station to recycle sample water flows at WMBS for ADEQ de minimus compliance Maximized the Inner Basin water resource with new standards and optimized controls FY 16 NEW INITIATIVES AND GOALS       Refurbish Cheshire Reservoir Install new below ground water line for Lake Mary Well #2 Install New Stand by Emergency Generator Ft. Tuthill Well Design and build three Radio Towers for access points for Woody Mountain Well Field, Lake Mary Well Field, Shop Well and for SCADA communications; Install SCADA network access points Woody Mountain Well Field, Lake Mary Well Field and Shop Well Continue bringing Lake Mary sludge bed “tank” containment vessels up to ADEQ standards for aquifer protection Begin the replacement process to standardize and update equipment for SCADA system Annual Financial Plan 2016 Page 337 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 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimate Proposed Injury Accidents 0 0 0 0 Non-Injury Accidents 0 2 0 0 Lost Work Days 0 0 0 0 Accidents per Million Gallons produced 0 0 0 0 Safety Training (hr/person) 12.1 15.3 20 20 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 FY 09 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:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimate Proposed Gallons produced in MG 2,816 MG 2,719 MG 2,750 MG 2,825 MG Cost per 1000 gallons to produce 1 $1.33 $1.36 $1.38 $1.40 $0.70/0.78 $0. 73 /0.90 $0.75/0.96 $0.78/0.96 Actual Electrical vs. Projected Power Costs to Produce 1000 gallons 2 Production vs Total Capacity – Peak Day 3 54% 54% 60% 60% 1 Note: Cost to produce 1000 gallons is based on total expenses compared to total gallons produced for 2014 2 Note: Costs to produce do not include Water Distribution or Utilities overhead. 3 Note: Total capacity includes all wells, North Reservoir Plant and Lake Mary Water Plant Annual Financial Plan 2016 Page 338 City of Flagstaff UTILITIES SECTION 301 WATER PRODUCTION 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. 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 persist. Tool: Customer Complaint Forms Frequency: Daily Scoring: 90% = ≤ 22 complaints, 75-90% = 37 complaints, 75% = 55 complaints Trend: *  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimate Proposed Number of customer complaints 12 8 30* 30* Number of complaints per 1000 customers 0.62 0.12 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 2016 Page 339 City of Flagstaff UTILITIES SECTION: SECTION 301 WATER PRODUCTION 301-WATER PRODUCTION EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2013-2014 $ 788,958 2,573,132 288,998 25,490 $ 3,676,578 Adopted Budget 2014-2015 $ 725,431 2,826,786 550,453 961,300 $ 5,063,970 Estimated Expenditures 2014-2015 $ 711,731 2,826,786 460,453 181,493 $ 4,180,463 Proposed Budget 2015-2016 $ 725,227 2,683,512 550,103 804,807 $ 4,763,649 Budget-Budget Variance $ (204) (143,274) (350) (156,493) $ (300,321) $ $ $ $ $ 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 $ 381,727 372,204 211,572 113,607 165,230 53,551 948,248 393,681 850,011 39,497 46,330 3,925 4,521 29,707 1,387 4,170 2,072 5,012 20,720 29,406 3,676,578 $ 1,118,296 490,442 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 5,063,970 $ 824,789 490,442 57,035 154,339 93,886 1,112,722 358,522 820,574 59,350 115,645 23,100 18,406 250 1,911 1,600 1,700 6,351 25,650 14,191 4,180,463 $ 1,045,297 434,959 56,605 348,147 131,186 1,345,365 334,412 799,142 59,730 115,223 23,109 17,979 250 1,955 1,645 1,745 6,536 26,384 13,980 4,763,649 $ $ 4,763,649 4,763,649 $ (72,999) (55,483) (430) 68,808 (52,700) (142,357) (24,110) (21,432) 380 (422) 9 (427) 44 45 45 185 734 (211) (300,321) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Water Production operating budget has decreased 4% and there are capital expenditures of $804,807, resulting in an overall net decrease of 6%. Personnel Services decrease is due to a decrease in temporary staff offset by increases for a 2% market pay increase. Contractual and commodities decreases are due to prior year one-time items. There are no increases to the base budget. Major capital (>$10,000) is for building improvements ($25,000) and carryover items of a back-up generator ($375,000), communication towers ($167,807), SCADA upgrades ($50,000), fixed drive replacement ($125,000), facility improvements ($27,000), and water pump station ($35,000). Annual Financial Plan 2016 Page 340 City of Flagstaff UTILITIES SECTION 303 WATER DISTRIBUTION MISSION The mission of the Utilities Division / Water Distribution Section is to professionally and cost effectively provide water services that meet the present and future environmental, health and safety needs of the community and our co-workers. PROGRAM DESCRIPTION The Water Distribution system operators safely and efficiently operate, maintain and repair all water distribution lines, fire hydrants, pressure reducing stations and meters, supplying each customer with a sufficient volume of water at adequate pressures, throughout our varying elevations and pressure zones. FY 15 ACCOMPLISHMENTS          Crewmembers performed an annual locate, clean and test operate multiple valves throughout the city, and adjusted as deemed necessary Crewmembers isolated lines, flushed fire hydrants, cleaning our main lines in the commercial areas, such as in the areas of north downtown, south downtown, south Milton, W. Rt. 66, E. Butler Ave., Woodlands Blvd. These are areas that have a high amount of restaurants and hotels that may be financially and physically affected by dirty water when the Fire Department does their annual fire hydrant check program. Crewmembers flushed dead end lines and areas of low chlorine and low demand and or flow to prevent the possibility of low quality water Crewmembers worked mostly at night on the Asphalt Overlay Projects throughout the City to perform inspections of the valves and manholes ensuring proper standards. There were approximately 21,651 linear feet of asphalt overlay and 15,600 linear feet of asphalt in an ADOT R.O.W. that were inspected by Utilities. Our bluestake utility locator completed 2,130 tickets between 7-1-14 and 11-24-14 Crewmembers worked side by side with contractors for the following CIP/Bond Projects: West St./Arrowhead Ave. Phase 2, Rose St./Ave., Switzer Canyon Dr. Phase 2, La Plaza Vieja, S. San Francisco, Walapai Dr., etc. Developing and preparing to implement an annual valve maintenance program Established an annual fire hydrant replacement program Established an annual leak detection program FY 16 NEW INITIATIVES AND GOALS           Locate, clean and operate valves throughout the City of Flagstaff, adjust and repair as needed. Isolate lines, flush fire hydrants, clean 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 and other means Water Services Distribution to assist other Sections within Utilities as needed Install fire hydrant locking devices to help in reducing the amount of unaccounted water Implement CMMS System Annual Financial Plan 2016 Page 341 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 citizens of Flagstaff / Reduce water outage time hrs. Objective: Reduce infrastructure problems that result in water quality issues by properly operating (fire department) and maintaining water distribution system, return ample water pressure to public A.S.A.P. Type of Measure: Outcome Tool: Monitoring and instrumentation readings, laboratory testing, CMMS System Frequency: Daily, Monthly, Quarterly and Yearly Scoring: (5.1%) Acceptable Water loss ( -7% /acceptable, - 8% /high risk, greater then 8% is unacceptable.) Trend: average FY 13 FY14 FY15 FY 16 Measures: Actual Actual Estimate Proposed Number of Complaints 16 5 10 10 Number of Complaints per 1000 Customers 0.62 0.62 >0.62 >0.62 Number of Compliments 4 7 6 6 Number of Water Breaks 16 18 12 10 Number of Water Breaks per 100 Mile of Pipe 2.77 2.8 >2.8 >2.8 Total Water Outage Time in hours 1,250 1,427 1,250 1,250 a. Scheduled 750 1,194 750 750 b. Un-Scheduled 500 233 500 500 c. Isolation time (estimate) 30 min. 30 min. 30 min. 30 min. d. Unaccounted water loss 3.9% 14% 12% 12% (meter accuracy, hydrant flushing, leaks/breaks, etc. 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 FY 13 FY14 FY 15 Measures: Actual Actual Estimate Number of Injury Accidents 2 1 0 Number of Lost Time Accidents 0 0 0 Safety Training Hours per Employee 18.8 12.15 25 Annual Financial Plan 2016 Page 342 FY 16 Proposed 0 0 25 City of Flagstaff UTILITIES SECTION 303 SECTION: WATER DISTRIBUTION 303-WATER DISTRIBUTION EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2013-2014 $ 909,716 134,688 502,019 320 $ 1,546,743 Adopted Budget 2014-2015 $ 963,944 263,513 524,384 72,500 $ 1,824,341 Estimated Expenditures 2014-2015 $ 963,944 214,813 455,384 64,500 $ 1,698,641 Proposed Budget 2015-2016 $ 992,520 275,513 450,784 217,000 $ 1,935,817 Budget-Budget Variance $ 28,576 12,000 (73,600) 144,500 $ 111,476 $ $ $ $ $ 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 $ 158,542 239,386 346,851 33,184 191,004 433,814 105,075 38,887 1,546,743 $ 250,575 408,720 379,972 33,314 221,472 421,386 71,907 36,995 1,824,341 $ 242,575 326,720 379,972 33,314 185,772 421,386 71,907 36,995 1,698,641 $ 361,752 365,538 384,348 34,061 254,707 423,589 72,496 39,326 1,935,817 $ $ 1,935,817 1,935,817 $ 111,177 (43,182) 4,376 747 33,235 2,203 589 2,331 111,476 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Water Distribution operating budget has decreased 2% and there are capital expenditures of $217,000, resulting in an overall net increase of 6%. Personnel Services increase is due to a 2% market pay increase and a one-time retirement payout. Contractual and commodities decreases are due to prior year one-time items. There are no increases to the base budget or one-time items. There is major capital (>$10,000) for replacing four vehicles ($160,000), GIS improvements ($30,000) and caryover items of a backhoe trailer ($19,000) and facility repairs ($10,000). Lake Mary Overflow 2010 Annual Financial Plan 2016 Page 343 City of Flagstaff UTILITIES SECTION 304 WATER RESOURCE MANAGEMENT MISSION The mission of the Water Resources Section of the Utilities Division is to ensure residents a present and future water supply that meets the water quality needs of the community, the environment and our co-workers. This is accomplished through water supply planning and forecasting, supply and demand tracking as new plats are approved, and policy recommendation and advocacy. 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 business. We value our co-workers and strive to maintain high motivation by providing an environment that encourages improvement and teamwork. PROGRAM DESCRIPTION Core functions of the Water Resources Section include administration of the Water Resources Management and Water Conservation Programs. Under the Water Resources Management Program, we serve on committees with numerous outside agencies and organizations that include: Arizona Department of Water Resources (ADWR), U.S. Forest Service, National Park Service, U.S. Fish and Wildlife, Arizona Game and Fish, and serve on boards and technical advisory groups with the Coconino Plateau Water Advisory Council, Northern Arizona Municipal Water Users Association, and the Lake Mary-Walnut Canyon Watershed Planning Group. In addition, staff review proposed water legislation and provide input to Council and Legislators. Staff work with Geographic Information System (GIS) staff to evaluate the needs of new development and anticipated future growth in conjunction with the Regional Plan. Staff track current, committed, and projected water demands and Council-approved plats and report this information annually to ADWR, as required by Community Water Systems and the City’s Designation of Adequate Water Supply (DADE). This program also oversees groundwater modeling work required under the City’s DADE. Core functions of the Water Conservation Program are to administer the water rebate programs, address water complaints, coordinate educational activities including the annual Project WET Water Festival, organize community water workshops, and staff booths at water and science events throughout the year. The Water Conservation Program Manager oversees the hiring and duties of the temporary water conservation enforcement aide positions. Staff in this program also oversees the reclaimed water rebate applications, agreements, and permitting requirements with the Arizona Department of Environmental Quality under the City’s Type 3 Reclaimed Water Reuse Permit. FY 15 ACCOMPLISHMENTS          Received $300,000 from the U.S. Bureau of Reclamation Rural Water Supply Program to conduct groundwater, biological and archeological Environmental Assessments for Red Gap Ranch. This project is on time and still within budget. Budgeted ongoing dollars for a Leak Detection program for the Water Distribution system. Completed Phase I in FY 14 (100 miles) and Phase II in FY15 (approximately 100 miles). Council adopted the Water Policies document. Closely tracking peak available water supply, current peak demand, and committed peak demand as described in Water Policy F2. Received a letter from ADOT acknowledging they will work towards an IGA with the City for ROW access for the Red Gap Ranch pipeline. Provided $22,500 in water rebates, including 202 for high-efficiency toilets. Converted 13,315 square feet of turf to xeriscape through the turf rebate program at 3 residences Provided 3 rain water harvesting tank rebates, each for >1,000 gallons of capacity Provided water education to 1,080 fourth grade students in the Flagstaff area at the Water Festival. Annual Financial Plan 2016 Page 344 City of Flagstaff UTILITIES SECTION 304 WATER RESOURCE MANAGEMENT FY 16 NEW INITIATIVES AND GOALS          Expand the rebate program to a maximum of $25,000 Create a water rebate assistance program for low-income and elderly customers Perform an audit of water rebates and evaluate the program and other rebate options Focus on public outreach of water issues by providing an average of one presentation per month to community groups Complete Phase II of Leak Detection for an additional 100 miles of distribution pipe (Regional Plan Policy WR.2.3. Develop programs to minimize lost and unaccounted for water) Straighten the pipes with ADWR demand reporting (current & committed demand tracking) Apply for grants that support projects to would reduce lost and unaccounted for water or better metering (Regional Plan Policy WR.2.3. Develop programs to minimize lost and unaccounted for water) Work with Sustainability to initiate Conserve2Enhance in Flagstaff Complete a revised Water Resources Master Plan (Regional Plan Policy WR.2.1. Develop and adopt an integrated water master plan that addresses water resources, water production and its distribution, wastewater collection and its treatment, and reclaimed water treatment and its distribution.) Annual Financial Plan 2016 Page 345 City of Flagstaff UTILITIES SECTION 304 WATER RESOURCE MANAGEMENT PERFORMANCE MEASURES Priority: Management - Effective Governance –Resiliency and Preparedness Efforts Council Goal: Ensure Flagstaff has a long-term water supply for current and future needs Utilities Principals of Sound Water Management Policy: B2 – Water Adequacy – Adequate Water Supply Regional Plan Goal: WR.3.7. Calculate the volume of local water resources it has available and make periodic updates as appropriate. WR.3.8. Implement a water management program that creates a linkage between new growth and a minimum 100-year water supply. Objective: Track Current, Committed, and Projected water needs based on council-approved plats to council, building permits, and Certificates of Occupancy as part of our annual reporting Adequate Water Supply Type of Measure: Output Tool: Reports from Development Services Frequency: Reported annually to ADWR by July 1 for year prior Scoring: 100% Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Recorded residential lots not yet served 2933 2867 NA NA Recorded non-residential acres not served 37 310 NA NA Total Committed Water Demand (acre-feet) 707 819 NA NA 4332 4034 3751 3400 Total Adequate Water Supply Designation Remaining1 1 Current Delivery + Committed Demand. The Total Adequate Water Supply Designation does not include the 8,000 AF/year from Red Gap Ranch. Priority: Management - Effective Governance – Resiliency and Preparedness Efforts Council Goal: Ensure Flagstaff has a long-term water supply for current and future needs Utilities Principals of Sound Water Management Policy: F2 – Water System Capacity Allocation Regional Plan Goal: WR.3.7. Calculate the volume of local water resources it has available and make periodic updates as appropriate. WR.3.8. Implement a water management program that creates a linkage between new growth and a minimum 100-year water supply. Objective: Track Peak Capacity vs. Committed Development Water Demands Type of Measure: Output Tool: Water and Sewer Impact Analyses; reports from water production Frequency: Monthly Scoring: 100% Trend:  CY 12 CY 13 CY 14 CY 15 2 Measures: Available Available Available Proposed 1 Peak Capacity Available (MGD) 18.7 19.0 19.0 NA Peak Reserved for Anticipated Demand (MGD) 13.5 13.5 13.5 13.5 Committed SWIA & Other Demands (MGD) 1.6 1.7 3.2 NA Peak Capacity Available for Development (MGD) 3.6 3.8 2.3 NA % of committed peak day capacity (Water Policy F2.1) 81% 80% 87% NA 1 Annual Report to the Water Commission 2 Contingent upon Upper Lake Mary water level in April, 2015 Annual Financial Plan 2016 Page 346 City of Flagstaff UTILITIES SECTION 304 WATER RESOURCE MANAGEMENT Priority: Management - Effective Governance – Customer Service – Resiliency and Preparedness Efforts Council Goal: Ensure Flagstaff has a long-term water supply for current and future needs Regional Plan Goal: WR.2.3. Develop programs to minimize lost and unaccounted for water Objective: Reduce Lost and Unaccounted For Water Type of Measure: Output Tool: Reports from contractor; distribution staff Frequency: Annually Scoring: 100% Trend:  FY 13 FY 14 FY 15 FY 16 Measures: Actual Actual Estimated Proposed Miles of Distribution Pipeline Surveyed NA 105 101 100 Possible Leaks Identified by Contractor NA 50 20 35 Estimated gallons saved (Gallons Per Minute) NA 67 591 63 New Customer Meters Installed 739 648 708 700 1 Includes an estimated leak of 35 GPM found in ¾-inch distribution pipe by staff in September 2014 Priority: Management - Effective Governance – Customer Service – Resiliency and Preparedness Efforts Council Goal: Ensure Flagstaff has a long-term water supply for current and future needs Regional Plan 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 Objective: Provide incentives for customers to use less water and to save money on water bills. Type of Measure: Output; number of rebates given Tool: Division reports Frequency: Monthly Scoring: 100% Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Actual Proposed High Efficiency Toilet Rebates 140 178 204 283 Turf Removal Xeriscape Rebates 7 7 3 4 Rainwater Harvesting Tank Rebates NA 0 4 4 Turf Removed for xeriscape (square feet) 12,457 13,315 9,731 16,000 Priority: Management - Effective Governance – Customer Service – Resiliency and Preparedness Efforts Council Goal: Improve effectiveness of notification, communication, and engagement with residents, neighborhoods and businesses and about City services, programs, policies, projects and developments Objective: Improve and evaluate customer outreach on water resources and water conservation topics. Type of Measure: Output Tool: Division reports Frequency: Monthly Scoring: 100% Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Actual Proposed Number of Radio ad days Number of Radio Interviews Number of Schools visited Number of events attended (Earth Day, Farmers Market, etc) Number of community presentations on water5 Number of 4th grade students at Water Festival Number of Customers Issued Warnings & Violations Number of fines for violations issued Annual Financial Plan 2016 Page 347 0 NA 0 1 NA 538 3 0 0 NA 0 2 2 667 3 0 100 2 5 3 2 1,080 25 1 100 5 5 6 12 1100 40 0 City of Flagstaff UTILITIES SECTION: SECTION 304 WATER RESOURCE MANAGEMENT 304-WATER RESOURCE MANAGEMENT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2013-2014 $ $ - Adopted Budget 2014-2015 $ 217,365 157,700 153,100 $ 528,165 Estimated Expenditures 2014-2015 $ 217,365 157,700 153,100 $ 528,165 Proposed Budget 2015-2016 $ 223,249 88,700 17,100 $ 329,049 Budget-Budget Variance $ 5,884 (69,000) (136,000) $ (199,116) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Water Resources Water Conservation Smart Meter Grant TOTAL $ - $ 100,737 160,250 207,178 60,000 528,165 $ 100,737 160,250 207,178 60,000 528,165 $ 102,818 43,850 182,381 329,049 $ $ 329,049 329,049 $ 2,081 (116,400) (24,797) (60,000) (199,116) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Water Resource Management operating budget has decreased 38% and there are no capital expenditures resulting in an overall net decrease of 38%. Personnel Services increase is due to a 2% market pay increase. Contractual and commodities decreases are due to prior year one-time items. There are no increases to the base budget and a one-time item for flowtography totaling $15,000. There is no major capital (>$10,000). Protecting our resources: Pronghorn Antelope Annual Financial Plan 2016 Page 348 City of Flagstaff UTILITIES SECTION 305 UTILITIES ENGINEERING SERVICES MISSION The mission of the Utilities Division is to professionally and cost effectively provide water, stormwater, reclaimed water and wastewater services that meet the present and future environmental, health, and safety needs of the community and our co-workers. We are committed to a goal of 100% customer satisfaction. This will be achieved by a dedication to exceed customer expectations 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 Engineering Section include: Project Management of an $8M Capital Improvement Program (CIP) program, new development, plan review & GIS database administration and system installation and maintenance. The Section also administers all ADEQ Water and Sewer permits and the City Change Order Committee. 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 evaluates 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. FY 15 ACCOMPLISHMENTS         Completed Phase 1 of Solids Handling-Geotube project at Wildcat Hill WWTP Completed Water and Sewer and SCADA Master planning reports Completed replacement of damaged sewer interceptor within Sinclair Wash on NAU Campus. Completed replacement of Barscreens in Wildcat Hill Wastewater Treatment Plant Headworks Building Completed emergency repair of Grit Pumps and Tanks in Wildcat Hill WWTP. Updated Utilities Capital improvement Program Conducted condition assessments of plant facilities, sewer pipelines, manholes for asset management efforts Initiated and reviewed Bid Plans for Annual Water and Sewer replacement programs. FY 16 NEW INITIATIVES AND GOALS      Complete Phase II of the Solids Handling- Centrate Sidestream Treatment Process for Compliance with ADEQ Consent Order Complete Blower Energy Efficiency Upgrades at Wastewater Plants Complete Co-Gen Gas Conveyance System Water Policy Complete Septage Receiving Station Upgrades Initiate implementation of Controls System technology improvements per SCADA Master Plan Annual Financial Plan 2016 Page 349 City of Flagstaff UTILITIES SECTION 305 UTILITIES ENGINEERING SERVICES PERFORMANCE MEASURES CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Number of Injury Accidents NA NA 0 0 Number of Non-injury Accidents NA NA 0 0  This section was formed in FY’15; there is no history from the prior 2 years. 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 customer’s water and wastewater service expectations, and minimize water unscheduled outage hours (repairs), Type of Measure: Outcome Tool: Compliance testing, monitoring condition of infrastructure Frequency: Quarterly and Yearly Scoring: 100% Trend:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Capital Projects Managed 12 13 13 10 Water Distribution Pipe Replacement Rate 1  Total miles of pipe needed to be replaced 2  Wastewater Collection Pipe Replacement Rate 1  Total miles of pipe needed to be replaced 2  Insurance claims ($) Number of ADEQ Permits processed 1.6 26.5 1.212 25.29 1.91 23.38 1.4 21.98 0.65 .42 .63 .45 11.3 $408,000 11.3 $0 11.3 $0 11.3 $0 24 36 51 60 NOTES: 1 – Total miles of pipe > 70 years old replaced 2 – Total miles of pipe in distribution/collection system that is > 70 years old 3 – Number of ADEQ permits, Water ATC, Sewer 4.01 NOI, Sewer Treatment Capacity Assurance, Sewer Collection Capacity Assurance 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 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Number of Development Review Board plans 372 350 375 395 reviewed Number of water and sewer impact analysis 4 6 7 8 performed for developers. Annual Financial Plan 2016 Page 350 City of Flagstaff UTILITIES SECTION: SECTION 305 UTILITIES ENGINEERING SERVICES 305-UTILITIES ENGINEERING SERVICES EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2013-2014 $ $ - Adopted Budget 2014-2015 $ 280,794 192,670 145,320 $ 618,784 Estimated Expenditures 2014-2015 $ 280,794 192,670 145,320 $ 618,784 Proposed Budget 2015-2016 $ 373,175 50,470 5,020 $ 428,665 Budget-Budget Variance $ 92,381 (142,200) (140,300) $ (190,119) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration GIS-Utilities TOTAL - $ - $ 393,620 225,164 618,784 $ 393,620 225,164 618,784 $ 335,194 93,471 428,665 $ $ 428,665 428,665 $ (58,426) (131,693) (190,119) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Utilities Engineering Services operating budget has decreased 31% and there are no capital expenditures. Personnel Services increase is due to an increase of 1.0 FTE for a Project Manager and a 2% market pay increase. Contractual and commodities decreases are due to prior year one-time items. There are no increases to the base budget or one-time items. There is no major capital (>$10,000). Wildcat Hill Wastewater Treatment Plant Annual Financial Plan 2016 Page 351 City of Flagstaff UTILITIES SECTION 306 REGULATORY COMPLIANCE MISSION The mission of the Regulatory Compliance Section of the Utilities Division is to ensure that the City is compliant with all sampling and reporting requirements as directed under state and federal regulations for our water, wastewater, reclaimed water, stormwater, industrial pretreatment and backflow systems. This is accomplished through monitoring, testing and reporting as required by regulations and best management practices. Staff philosophy is responsiveness, performing duties with honesty and integrity, and a commitment to meeting industry standards of excellence. In addition, 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 programs. We value our co-workers and strive to maintain high motivation by providing an environment that encourages improvement and teamwork. PROGRAM DESCRIPTION Core functions of the Regulatory Compliance Section include sampling, testing, documenting and reporting the quality of the City’s water, wastewater, reclaimed water, and industrial pretreatment and backflow systems as directed under state and federal regulations and permits. The Section works with regulatory agencies to update permits, manages two (2) State licensed laboratories, and administer the Stormwater Section’s Multi-Sector General Permit. The section also coordinates the Division’s safety programs. The Regulatory Compliance Section represents the City by maintaining relationships with other professionals in the water and environmental compliance field and participating in or hosting meetings and workshops. We are a liaison with numerous outside agencies and organizations that include the United States Environmental Protection Agency (USEPA), Arizona Department of Environmental Quality (ADEQ), Arizona Department of Water Resources (ADWR), Advisory Panel on Emerging Contaminants, and Environmental Laboratory Advisory Committee. In addition, staff review proposed water quality legislation and provide input to Council and Legislators. Utilities staff provide water quality regulatory permit administration for all programs within the Regulatory Compliance Section for various Federal (USEPA) and State (ADEQ) programs including: Safe Drinking Water Act, Clean Water Act, National Pollutant Discharge Elimination System (NPDES), Arizona Aquifer Protection Permit (APP), Water Reuse, Emergency Operations and Safety Programs as required. FY 15 ACCOMPLISHMENTS        Utilities Director created the Regulatory Compliance Section. All laboratory specialists and staff that oversee compliance within the water, wastewater, backflow and industrial waste regulatory compliance programs were brought into the new section. Successfully updated the Aquifer Protection Permits (APP) for the Rio de Flag Water Reclamation Facility (Rio WRF) and Wildcat Hill Wastewater Treatment Plant (Wildcat WWTP). This included a new point-ofcompliance well for the Wildcat Hill WWTP APP, and adding Frances Short Pond and Pine Canyon to the APPs as per the Consent Order with ADEQ. Obtained a ‘temporary’ Class A reuse permit in order to maintain reclaimed water deliveries until the Wildcat Hill WWTP is dismissed from the Consent Order with ADEQ. Filed for a reissuance of the Arizona Pollutant Discharge Elimination System (AZPDES) for the Rio WRF and the Wildcat WWTP. Implemented new sampling and reporting protocols to meet new APP and expect new AZPDES permits prior to FY 15 Initiated sampling and testing for Compounds of Emerging Concern (CEC) and Antibiotic Resistant Bacteria in the potable and reuse systems, as directed by the City Manager’s Panel on CECs. Completed a Local Industrial Sewer Discharge (Local Limits) Study (GHD, Phoenix Arizona) of the City’s significant industrial users (SIUs) and bring to City Council for consideration and approval in Spring 2015. Annual Financial Plan 2016 Page 352 City of Flagstaff UTILITIES     SECTION 306 REGULATORY COMPLIANCE Industrial Waste program staff resolved TTHM issues at the Wildcat WWTP and identified a source of ammonia affecting the Rio WRP through extensive testing of the water quality in the sewer system . Implement electronic management database software to manage water quality data and to generate reports to internal staff and to regulatory agencies, for all programs in compliance (in progress). Develop a quarterly report that contains a written summary of all the information and data collected on the quality of reclaimed and potable water as directed by the CEC panel, including historical information. Obtain the Area-wide De Minimus Permit from ADEQ (pending). FY 16 NEW INITIATIVES AND GOALS           Refine and Track Performance Measures and Goals for the new Section Present new Local Industrial Sewer Discharge Limits for Council’s consideration and adoption Complete the Consent Order with ADEQ Implement new software for management of all regulatory compliance data Review and update SOPs for all compliance and process laboratories Review and update emergency plans for all laboratories Obtain a reissuance of the Stormwater Multi-Sector General Permit Update safety program for compliance Upgrade current flow and pH monitoring equipment located at SIU outfalls to provide more secure real time, web based information. Improve the accuracy of industry discharge monitoring by reducing and removing the reliance on industry flow meters used to calculate wastewater fees and penalties for non-compliance. PERFORMANCE MEASURES Priority: Management - Effective Governance Utilities Goal: Maintain public safety and employee safety while remaining committed to short response times Objective: No employee accidents resulting in injury or Lost Time accidents; no damage to public or private property Type of Measure: Outcome; no injuries or damages Tool: Risk management tracking of recordable incidents, quarterly performance metrics report, and annual summary report. Frequency: Quarterly and Yearly Scoring: Trend:  FY 13 FY 14 FY 15 FY 16 Measures: Actual Actual Actual & Proposed Proposed Number of Injury Accidents NA NA 0 0 Number of Non-injury Accidents NA NA 0 0 Annual Financial Plan 2016 Page 353 City of Flagstaff UTILITIES SECTION 306 REGULATORY COMPLIANCE Priority: Effective Governance – Customer Service Utilities Goal: Maintain public trust Utilities Principals of Sound Water Management Policy: B3 Water Quality Objective: No missed compliance sampling events or deadlines with agencies; protect human health and environmental quality; monitor city water and wastewater quality Type of Measure: Outcome Tool: Compliance tracking of sampling & reporting requirements with ADEQ permits and rules Frequency: Daily Scoring: Trend:  CY 12 CY 13 CY 14 CY 15 Water System Measures: Actual Actual Actual Proposed Number of Customer Complaints Addressed About NA 12 13 10 Drinking Water Number of SDWA Analytes Required NA NA 8,417 8,400 SDWA Analytes Missed (yes/no) NA NA yes 0 Number of SDWA Reporting Requirements NA NA 930 930 Number of SDWA Reports Submitted NA NA 957 930 Number of SDWA Missed Reporting Events NA NA 1 0 Number of locations sampled per CEC Panel NA NA 21 60 CY 12 Actual NA NA NA NA NA Wastewater System Measures: Number of Sampling Events Conducted Number of Missed Sampling Events Number of Reporting Events for ADEQ Number of Missed Reporting Events w/ADEQ Number of locations sampled per CEC Panel CY 13 Actual NA NA NA NA NA CY 14 Actual 3,422 0 37 0 18 CY 15 Proposed 0 0 16 0 Priority: Effective Governance - Resiliency & Preparedness Efforts – Customer Service Utilities Goal: Protect wastewater treatment facilities and the environment from business & industrial discharges Objective: Inspect all businesses connected to City of Flagstaff water system for pretreatment needs. Type of Measure: Output Tool: Inspections Frequency: Daily Scoring: Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Actual Proposed # of blockages/Notice of Violations (NOV’s) issued 0 1 1 0 # resulting in sewer line cleaning 0 2 2 0 Annual Financial Plan 2016 Page 354 City of Flagstaff UTILITIES SECTION 306 REGULATORY COMPLIANCE Priority: Effective Governance - Resiliency & Preparedness Efforts – Customer Service 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: Trend:  CY 12 CY 13 CY 14 Measures: Actual Actual Actual # of backflow prevention assemblies (BPA) tested 2872 2872 2705 % of bpa’s tested that failed 10% 10% <5% Water quality violations due to bpa failing 0 0 0 CY 15 Proposed 3000 <5% 0 Priority: Effective Governance - Resiliency & Preparedness Efforts – Customer Service Utilities Goal: Prevent harmful and illegal discharges into collection system by Significant Industrial Users Council Goal: Foster relationships and maintain economic development commitment to partners Objective: Protect the wastewater collection system, personnel, and the environment from SIU discharges. Type of Measure: Outcome Tool: Notifications, Inspections Frequency: Daily Scoring: Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Actual Proposed # of Industry and plant samples analyzed 2773 2773 2800 2800 # of NOV’s written to industries 0 0 1 0 # of NOV’s written to commercial sites 0 0 0 0 Surcharges collected for exceedances of SIU permit $28,556.21 $1,951.41 $48,526 $0.00 Priority: Effective Governance – Straightening the Pipes – Customer Service Utilities Goal: Integrate new technology that gives staff more tools to make more informed decision; reduce staff time in entering data by hand, reducing transcription errors and improving QA/QC of data and reports Council Goal: Improve effectiveness of notification, communication, and engagement with residents, neighborhoods and about City services, programs, policies, projects and developments; this database should free up staff time from lengthy data entry but will also allow staff to easily prepare informative reports for the community. Objective: Straightening the pipes Type of Measure: Outcome Tool: Reports to ADEQ Frequency: Daily Scoring: Trend:  CY 12 CY 13 CY 14 CY 15 Measures: Actual Actual Actual Proposed # of regulatory reports generated by hand NA NA 967 0 # of regulatory reports generated in database 0 0 0 946 # of informative reports on water/wastewater compliance to the 2 2 21 82 public 1 Annual Consumer Confidence Report & Report to the Water Commission 2 Proposing monthly water quality public reports on website with information such as general locations for checking for coliform, chlorine, ph, conductivity, temperature. This number assumes database software (SAMS) is implemented in July. Annual Financial Plan 2016 Page 355 City of Flagstaff UTILITIES SECTION: SECTION 306 REGULATORY COMPLIANCE 306-REGULATORY COMPLIANCE EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2013-2014 $ $ - Adopted Budget 2014-2015 $ 672,257 240,767 87,170 $ 1,000,194 Estimated Expenditures 2014-2015 $ 672,257 240,767 87,170 $ 1,000,194 Proposed Budget 2015-2016 $ 686,372 218,033 106,428 $ 1,010,833 Budget-Budget Variance $ 14,115 (22,734) 19,258 $ 10,639 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Water Regulatory and Lab Services Wastewater Regulatory and Lab Services Reclaim Water Regulatory and Lab Services Stormwater 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 $ 87,245 252,589 362,403 107,964 44,241 55,587 90,165 1,000,194 $ 81,942 252,867 359,051 14,404 5,000 120,812 16,306 68,788 91,663 1,010,833 $ $ 1,010,833 1,010,833 $ (5,303) 278 (3,352) 14,404 5,000 12,848 (27,935) 13,201 1,498 10,639 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Regulatory Compliance operating budget has increased 1% and there are no capital expenditures resulting in an overall net increase of 1%. Personnel Services increase is due a 2% market pay increase. Contractual decrease is due to prior year one-time items offset by increases for the moving of lab services from the Water Treatment budget. Commodities increases are due to the movement of lab services expenses. There are no one-time items. There is no major capital (>$10,000). pH Testing Testing Annual Financial Plan 2016 Page 356 City of Flagstaff UTILITIES SECTION 311 WASTEWATER TREATMENT PLANT - WILDCAT MISSION Provide wastewater treatment and Class A+ reclaimed water that meets or exceeds all regulatory requirements; minimize treatment cost per unit of treated wastewater. PROGRAM DESCRIPTION The Wildcat Hill Wastewater Treatment Plant is a 6 million gallon-per-day rated facility. This program is responsible for the day-to-day operation and maintenance of wastewater treatment, solids handling and the treatment of Class A+ reclaimed water. FY 15 ACCOMPLISHMENTS        Solids handling pilot testing. Start new solids handling process. Achieved less than 8 mg/L total nitrogen, for the 5 month rolling geo mean Resolved issues within ADEQ consent order. Completed Process Optimization Study Replaced existing Bar Screens. Started operations maintenance optimization. FY 16 NEW INITIATIVES AND GOALS       Complete all elements of ADEQ Consent Order Improve solids handling Maintain total nitrogen levels below 8 mg/L Produce A + reclaimed water on a consistent basis Upgrade SCADA System Improve operations and maintenance 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 13 CY 14 Measures: Actual Actual % of Digester gas vs Natural gas 65.7% DG 89%DG CY 15 Estimated 100%** CY 16 Proposed 100%** *Co-Generation system saw only intermittent use in 2013 & 2014 due to digester gas delivery problems. **Following completion of digester gas improvements in 2014 89% of the gas used was digester gas. However the Co Gen ran only 2,859.5 hours, which is only 33% for the year. Annual Financial Plan 2016 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 13 CY 14 Measures: Actual Actual Number of complaints /odors ect. 0 0 Number of on the job lost time accidents / 0 2 injuries. CY 15 Estimated 0 0 CY 16 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 gallons 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 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Cost per thousand to treat (influent). $1.71 $1.29 $1.50 $1.60 Note: Costs for treatment do not include wastewater collection, industrial waste or administration overhead Priority: Management - Effective Governance Goal: Provide wastewater treatment and Class A+ reclaimed water that meets or exceeds criteria for Federal, State & Water Reuse Permits Objective: Production and distrubution of Class A+ 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 13 CY 14 CY 14 CY 15 Measures: Actual Actual Estimated Proposed Number of regulatory permit violations (within 10* 5* 0 0 plant design) Number of regulatory permit violations (beyond 5* 0 0 0 plant capabilities) *Most of these violations are from recurring issues the facility has been working on identified within the existing ADEQ Consent Order. Annual Financial Plan 2016 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 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Gallons of wastewater treated (billions) 1.17 1.30  1.25 1.25 Gallons of septage treated (millions). 3.17 2.964  3.25 3.25 Gallons of reclaim water sold (millions). 268 362.2  375 400 Gallons of grease treated (thousands). 772 703  725 725 Gallons of mud sludge (thousands). 47 34  50 50 Dry metric tons of solids/sludge injected. 943 911  1000 1000 SECTION: 311-WASTEWATER TREATMENT - WILDCAT EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2013-2014 $ 946,553 1,022,445 386,739 32,413 $ 2,388,150 Adopted Budget 2014-2015 $ 727,559 1,053,450 546,414 1,022,000 $ 3,349,423 Estimated Expenditures 2014-2015 $ 727,559 1,053,450 543,714 371,692 $ 2,696,415 Proposed Budget 2015-2016 $ 644,534 916,200 423,692 815,308 $ 2,799,734 Budget-Budget Variance $ (83,025) (137,250) (122,722) (206,692) $ (549,689) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Plant Operations Plant Maintenance Lab Process Control and Monitor Septage Collection WH Rio Maintenance Solids Handling Reclaim Services TOTAL $ 177,793 1,218,735 593,355 237,679 1,709 3,798 155,081 2,388,150 $ 774,530 1,216,092 594,164 20,650 1,700 731,365 10,922 3,349,423 $ 316,530 1,213,392 549,164 20,650 1,700 584,057 10,922 2,696,415 $ 641,107 1,180,972 501,017 650 1,700 474,288 2,799,734 $ $ 2,799,734 2,799,734 $ (133,423) (35,120) (93,147) (20,000) (257,077) (10,922) (549,689) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Treatment-Wildcat operating budget has decreased 15% and there are capital expenditures of $815,308, resulting in an overall net decrease of 16%. Personnel Services decrease is due reallocating of cost to the new Reclaimed Water operations and offset by increases for a 2% market pay increase. Contractual and commodities decreases are due to prior year one-time items. In addition there are costs moved to the new Reclaimed Water operations. There are no increases to the base budget and no one-time items. There is major capital (>$10,000) for replacement VFD's ($50,000), facility improvements ($50,000) and grit chamber and pump repairs ($65,000) and carryover items of a truck replacement ($45,000), dozer replacement ($147,308), gas conveyance system ($118,000) and co-gen improvements ($340,000). Annual Financial Plan 2016 Page 359 City of Flagstaff UTILITIES SECTION 312 WASTEWATER TREATMENTRIO 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. 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. CY 14 ACCOMPLISHMENTS   Staff dealt with two treatment process upsets during the year that caused the plant to be taken off line. Installation of security system for control room and front entrance with video surveillance. CY 15 NEW INITIATIVES AND GOALS      Upgrade the UV disinfection system Install automated chlorination system at Buffalo Park tank. Install new flow meters on the main influent pipe and the main reclaim water line. Begin the process of upgrading the facility controls in accordance with the new SCADA Master Plan. Complete a facility assessment covering the process equipment, electrical controls and on-site infrastructure. PERFORMANCE MEASURES Priority: Council - Repair, Replace, Maintain Infrastructure (streets & utilities) Goal: Provide wastewater treatment that meets or exceeds criteria for Federal, State & Water Reuse Permits Objective: Production and distrubution of reclaimed water that is safe for its intended use. Type of Measure: Outcome Tool: Laboratory Analysis Frequency: Daily, Weekly, Monthly, Quarterly, Annual Scoring: 1-2 = 90% 3-5 = 75% ≥6 = 50% Trend:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Number of Permit Violations 1* 9 0 0 *Violations contained within ADEQ consent order were not due to water quality, they are due to out of compliance with permit reporting requirements Annual Financial Plan 2016 Page 360 City of Flagstaff UTILITIES SECTION 312 WASTEWATER TREATMENTRIO PLANT Priority: Council - Repair, Replace, Maintain Infrastructure (streets & utilities) Goal: Ensure the availability of reclaimed water to our customers Objective: Promote the use of reclaimed water where appropriate, there by off-setting the demands for potable water. Type of Measure: Program Outcome Tool: Plant Flow Reports Frequency: Monthly Scoring: 50-65% of capacity = 100% 65-75% of capacity = 90% >75% of capacity =75-50% Trend:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Wastewater Treated (million gallons) 698 703 700 700 Reclaimed Water delivered (million gallons) 333 294 360 360 Priority: Management - Effective Governance Goal: Maintain operations maintenance programs within their 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 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed Cost/thousand gallons of reclaimed water $1.31 $1.28 $1.38 $1.41 produced Note: Cost to treat does not include wastewater collection, industrial waste, regulatory compliance 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 ect. 0 0 Number of on the job lost time accidents / 0 0 injuries. Annual Financial Plan 2016 Page 361 CY 14 Estimated 0 0 CY 15 Proposed 0 0 City of Flagstaff UTILITIES SECTION 312 WASTEWATER TREATMENTRIO PLANT 312-WASTEWATER TREATMENT - RIO PLANT SECTION: EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities Capital TOTAL Actual Expenditures 2013-2014 $ 439,941 460,124 144,051 80,187 $ 1,124,303 Adopted Budget 2014-2015 $ 352,972 455,877 143,692 172,200 $ 1,124,741 Estimated Expenditures 2014-2015 $ 352,972 455,877 143,692 147,200 $ 1,099,741 Proposed Budget 2015-2016 $ 287,852 394,877 71,692 140,000 $ 894,421 Budget-Budget Variance $ (65,120) (61,000) (72,000) (32,200) $ (230,320) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Plant Operations Plant Maintenance Lab Process Control and Monitor Reclaim Services TOTAL $ 127,068 606,380 190,217 134,752 65,886 1,124,303 $ 187,394 618,854 236,493 82,000 1,124,741 $ 187,394 593,854 236,493 82,000 1,099,741 $ 102,167 557,194 235,060 894,421 $ $ 894,421 894,421 $ (85,227) (61,660) (1,433) (82,000) (230,320) SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Treatment-Rio Plant operating budget has decreased 21% and there are capital expenditures of $140,000, resulting in an overall net decrease of 20%. Personnel Services decrease is due to reallocating of cost to the new Reclaimed Water operations and offset by increases for a 2% market pay increase. Contractual and commodities decreases are due to prior year one-time items. In addition there are costs moved to the new Reclaimed Water operations. There are no increases to the base budget and no one-time items. There is major capital (>$10,000) for facility improvements ($55,000) and repair grit chamber and pumps ($60,000) and carryoverof replacement carbon filter media ($25,000). Rio de Flag Reclamation Plant Annual Financial Plan 2016 Page 362 City of Flagstaff UTILITIES SECTION 313 WASTEWATER COLLECTION MISSION The mission of the Utilities Division/Wastewater Collections Section is to professionally and cost effectively provide sewer services that meet the present and future environmental, health, and safety needs of the community and our co-workers. PROGRAM DESCRIPTION The Wastewater Collections system staff safely and efficiently operate, maintain and repair all wastewater collection and reclaim distribution mains and manholes. Eliminating or reducing health hazards, system failures, customer complaints and property damage throughout our community. FY 15 ACCOMPLISHMENTS            Crews have been to all plants several times sucking out mud, grease, debris Assisted the Water Distribution Section with broken lines, as needed with the Camel trucks Crew assisted Public Works with cleaning out stormwater catch basins Assisted the Rio de Flag Water Reclamation Plant by locating and repairing leaks in the reclaim system Repaired Rio de Flag Water Reclamation Plant’s slurry line Repaired three reclaim mains, set 1 meter for Snowbowl, and changed out three reclaim meters Repaired six mains, five service saddles, and conducted five walk through inspections Assisted various Departments within the City of Flagstaff Crews Televised the line under the dam at Lake Mary Crews repaired a sewer line that eliminated the septic tank at Lake Mary Plant Crews sucked out the septic tank at Lowell Observatory FY 16 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 new fiberglass manholes within our system for testing purposes Convert the Sewer Inspection (TV) Van, 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 2016 Page 363 City of Flagstaff UTILITIES SECTION 313 WASTEWATER COLLECTION PERFORMANCE MEASURES Priority: Management - Customer Service Goal: Exceed Customers sewer service expectation. Objective: Reduce the number of Sanitary Sewer system backups through proper maintenance and inspection procedures. Type of Measure: Outcome Tool: CMMS Maintenance tracking system Frequency: Monthly, Quarterly and Yearly Scoring: low / Blockages per quarter 5-7-9 (low to high), claims 10,000, 15,000, 20,000 (low to high) Trend:  below CY 13 CY14 CY 15 CY 16 Measures: Actual Actual Estimate Proposed Number of Main line blockages 12 12 12 Miles of Sewer Jetted (cleaned) 211 212 220 220 Percent of Sewer Collection System Cleaned Miles of Sewer Inspected (TV) Complaints Compliments Complaints per 1000 Customers 77% 30 10 5 0.35 78% 24 6 1 0.35 80% 30 6 5 0.35 80% 30 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:  FY13 FY14 FY 15 Measures: Actual Actual Estimate Number of Accidents resulting in Injury 1 0 0 Number of Lost Time Accidents 1 0 0 Safety Training (hr/person) 10.5 8 20 Annual Financial Plan 2016 Page 364 FY 16 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 2013-2014 $ 679,859 38,508 231,830 42,698 $ 992,895 Adopted Budget 2014-2015 $ 700,957 227,530 214,889 250,000 $ 1,393,376 Estimated Expenditures 2014-2015 $ 700,957 110,530 214,889 45,000 $ 1,071,376 Proposed Budget 2015-2016 $ 702,390 344,180 211,639 200,000 $ 1,458,209 Budget-Budget Variance $ 1,433 116,650 (3,250) (50,000) $ 64,833 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Service Connections Preventive Maintenance TV Inspect and Hydro Clean Corrective Maintenance Reclaimed Waterline TOTAL $ 261,745 53,064 389,038 174,430 99,464 15,154 992,895 $ 443,337 50,683 358,937 170,540 358,455 11,424 1,393,376 $ 318,337 50,683 358,937 170,540 161,455 11,424 1,071,376 $ 384,092 52,298 369,977 174,351 477,491 1,458,209 $ $ 1,458,209 1,458,209 $ (59,245) 1,615 11,040 3,811 119,036 (11,424) 64,833 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Wastewater Collection operating budget has increased 10% and there are capital expenditures of $200,000, resulting in an overall net increase of 5%. Personnel Services increased slightly due reallocating of cost to the new Reclaimed Water operations and offset by increases for a 2% market pay increase. Contractual increased for one-time items less cost moved to the new Reclaimed Water operations. Commodities slightly decreased due to costs moved to the new Reclaimed Water operations. There are no increases to the base budget and no one-time items. There is major capital (>$10,000) for replacement of three vehicles ($120,000) and the carryover of a replacement truck ($80,000). Annual Financial Plan 2016 Page 365 City of Flagstaff UTILITIES SECTION: SECTION 321 RECLAIMED WATER 321-RECLAIMED WATER EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2013-2014 $ $ - Adopted Budget 2014-2015 $ $ - Estimated Expenditures 2014-2015 $ $ - Proposed Budget 2015-2016 $ 176,232 93,600 80,672 $ 350,504 Budget-Budget Variance $ 176,232 93,600 80,672 $ 350,504 $ $ $ $ $ EXPENDITURES BY PROGRAM: Reclaimed Distribution Reclaimed Production-Wildcat Reclaimed Production-Rio Reclaimed Storage-Buffalo Park TOTAL $ - $ - $ - $ 18,028 142,132 189,344 1,000 350,504 $ $ 350,504 350,504 $ 18,028 142,132 189,344 1,000 350,504 SOURCE OF FUNDING: WATER AND WASTEWATER FUND COMMENTARY: The Reclaimed Water operating budget is new for fiscal year 2016. Expenses for this section were transferred from Wastewater TreatmentWildcat and Rio and Wastewater Collections. There are no one-time items. There is no major capital (>$10,000). Annual Financial Plan 2016 Page 366 City of Flagstaff UTILITIES SECTION 331 STORMWATER MISSION The mission of the Utilities Division 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 15 ACCOMPLISHMENTS                    Constructed $361,000 worth of 10 long-standing neighborhood drainage improvement projects Completed the Coconino Avenue Green Streets Project with over 100 community volunteers Finished designs for Country Club/Sunridge and Clay Avenue Wash Drainage Improvement Projects Conducted a 2-day Watershed Restoration Course for over 30 design professionals Achieved a Class 5 CRS rating for the community flood insurance rating Achieved full compliance with NPDES Municipal Permit Completed FEMA Elevation Certificate digitization and GIS reference project. Completed four Stormwater Section public outreach events Completed structural evaluation of Rio de Flag culvert at Phoenix Ave. Completed design for erosion control and flood improvement project for Fanning Drive Wash. Completed 60% design for Bow and Arrow drainage improvements. Improved flood warning network data accuracy, presentation and accessibility to the public. Completed Phase 1 of a FEMA Cooperating Technical Partner Agreement $200,000 grant award for creating a new MIKE SHE hydrologic model for measuring burned watershed flooding impacts. Initiate pervious pavement demonstration project with NAU Completed 2 LID outreach workshops with professional community and citizens Formed collaborative watershed management group with City, NAU, County and the private sector. Initiated cooperative agreement to include Coconino County as part of Flagstaff Area Stream Team Completed earthwork for Phase 2 of Rio de Flag/Picture Canyon Initiated drainage improvement/restoration project for Sinclair Wash with NAU FY 16 NEW INITIATIVES AND GOALS        Construct $600,000 worth of capital drainage improvement projects (including: Country Club/ Sunridge Drainage Project and Clay Avenue Wash Drainage Project) Complete Phase 2 City Hall LID demonstration project Complete Phase 2 of a FEMA Cooperating Technical Partner Agreement $200,000 grant award for evaluating Big Fill lake Route 66 embankment, water quality improvement measures at the Bottomless Pits, improvements for stormwater development controls, revisions for the Multi-Hazard Mitigation Plan, and Rio de Flag watercourse floodplain function. Conduct Master Plan related activities related to new hydrologic and hydraulic models. Expand flood warning network. Deliver flood control/green street/LID projects with Community Design and Redevelopment program Draft scope for Phase III Rio de Flag/Picture Canyon Annual Financial Plan 2016 Page 367 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; on-going safety training Frequency: Annual employee training Scoring: 100% - Section participation Trend:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Estimated Proposed a. number of accidents resulting in injury 0 0 100% 100% b. non-injury accidents 0 0 100% 100% c. number of related lost work days 0 0 100% 100% d. number of job related sick time (% of total) 0 0 100% 100% e. Safety training (hrs/person) 4 4 100% 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 effected customers. Tool: Verbal, e-mail, phone contact; site visit, field inspection Frequency: As received Scoring: 100% - Follow through whether solution is possible or not Trend:  CY 13 CY 14 CY 15 CY 16 Measures: Actual Actual Actual (est) Proposed a. Complaints received 50 20 30 30 Complaints resolved 30 14 30 30 c. No public infrastructure damages (100% = no 95% 100% 100% 100% damages; goal achieved) d. No damages/claims to private property (100% 90% 100% 100% 100% = no damages; goal achieved) Priority: Management - Resiliency and Preparedness Efforts Goal: Drainage Channel Maintenance Program - Coordinate & oversee internal projects performed by streets channel maintenance crew as well as routine infrastructure maintenance. Objective: Monitor areas of known drainage issues and develop a strategy for implementing corrective measures where fiscally possible. Type of Measure: Direct communication (phone, in person or e-mail) with streets supervisor and/or effected customers. Tool: Field verification Frequency: As drainage issues are received & resolved. Scoring: 100% - Follow through whether solution is possible or not Trend:  Annual Financial Plan 2016 Page 368 City of Flagstaff UTILITIES SECTION 331 Measures: Annual miles of channels cleaned Per cent of catch basins & culverts cleaned Per cent of inventory cleaned SECTION: CY 13 Actual 6 100% 75% STORMWATER CY 14 Actual 6 100% 75% CY 15 Estimated 6 100% 75% CY 16 Proposed 6 100% 75% 331-STORMWATER EXPENDITURES BY CATEGORY: Personnel Services Contractuals Commodities TOTAL Actual Expenditures 2013-2014 $ 491,227 87,152 36,147 $ 614,526 Adopted Budget 2014-2015 $ 434,456 338,392 36,779 $ 809,627 Estimated Expenditures 2014-2015 $ 434,456 49,402 21,779 $ 505,637 Proposed Budget 2015-2016 $ 441,452 362,666 47,379 $ 851,497 Budget-Budget Variance $ 6,996 24,274 10,600 $ 41,870 $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Engineering and Master Planning Operations Rio de Flag Restoration FEMA Flood Hazard Mitigation Studies TOTAL $ 245,633 66,069 302,824 614,526 $ 216,471 79,016 289,140 25,000 200,000 809,627 $ 216,471 26 289,140 505,637 $ 206,527 128,990 290,980 25,000 200,000 851,497 $ $ 851,497 851,497 $ (9,944) 49,974 1,840 41,870 SOURCE OF FUNDING: STORMWATER UTILITY FUND COMMENTARY: The Stormwater Utility operating budget has increased by 5% and there are no capital expenditures. Personnel Services increase is due to a 2% market pay increase. Contractual increase overall are due to a FEMA grant. Commodities increase due to a one-time RSL for Phase 2 of a Low Impact Development (LID) project. There are no major capital (>$10,000) expenditures planned for this section. Annual Financial Plan 2016 Page 369 City of Flagstaff You never know what wildlife you will see. Annual Financial Plan 2016 Page 370 City of Flagstaff NON-DEPARTMENTAL MISSION Non-Departmental accounts for all divisions which are not under the direct supervision of a department head or whose operations are contractual in nature. These include: The mission of the Council and Commission Section of the City of Flagstaff is to enhance the quality of life of its citizens while supporting the values of its community. The Contributions to Other Agencies Section accounts for contractual agreements with outside agencies that provide services to Flagstaff’s citizens. The City is a major contributor to United Way, arts and cultural agencies whose activities benefit the citizens of Flagstaff, and other Alliance partnerships. The Non-Departmental Section accounts for all expenditures that are not specifically allocable to individual divisions or programs, e.g. property and liability insurance, unemployment insurance, audit fees, and capital equipment that benefit various departments (mainframe computer). Costs of this division are allocated to the respective departments based on a cost-allocation formulation. The mission of NAIPTA is to create the finest transportation experience by making our services an excellent choice for communities of Northern Arizona. THE FUTURE OF FLAGSTAFF Annual Financial Plan 2016 Page 371 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 2013-2014 $ 322,958 49,986 2,033 $ 374,977 Adopted Budget 2014-2015 $ 307,281 79,510 5,245 $ 392,036 Estimated Expenditures 2014-2015 $ 307,281 79,510 5,245 $ 392,036 Proposed Budget 2015-2016 $ 309,582 37,910 3,245 $ 350,737 Budget-Budget Variance $ 2,301 (41,600) (2,000) $ (41,299) $ $ $ $ $ $ $ $ 350,737 350,737 $ $ $ 241,715 14,978 12,583 1,222 43,587 3,494 4,081 22,976 6,101 350,737 EXPENDITURES BY PROGRAM: General Administration TOTAL 374,977 374,977 392,036 392,036 392,036 392,036 (41,299) (41,299) 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 $ COMMENTARY: The Council and Commissions operating budget has decreased 11% and there are no capital expenditures. Personnel Services increase is due to ERE changes. Contractual decrease is due to a decrease in membership costs. Commodities decrease is due to a decrease in computer equipment and office supplies. There are no major capital (>$10,000) expenditures for this section. Annual Financial Plan 2016 Page 372 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 2013-2014 $ 58,997 2,501,337 (51,922) 1,064,103 $ 3,572,515 Adopted Budget 2014-2015 $ (300,000) 2,852,061 (108,000) 438,000 $ 2,882,061 Estimated Expenditures 2014-2015 $ (300,000) 2,248,524 (108,000) 370,000 $ 2,210,524 Proposed Budget 2015-2016 $ (300,000) 3,102,123 1,448 50,000 $ 2,853,571 Budget-Budget Variance $ 250,062 109,448 (388,000) $ (28,490) $ $ $ $ $ EXPENDITURES BY PROGRAM: General Administration Service Partner Agencies Employee Benefits Insurance Consultants Copy Center Redevelopment Solar Project Phase 3 TOTAL $ 319,955 865,335 50,485 1,144,492 113,794 11,571 2,780 1,064,103 3,572,515 $ 420,694 949,132 57,500 689,492 405,706 5,000 354,537 2,882,061 $ 280,694 929,132 57,500 689,492 116,706 5,000 132,000 2,210,524 $ 264,522 937,132 72,500 665,192 593,740 94,448 226,037 2,853,571 $ (156,172) (12,000) 15,000 (24,300) 188,034 89,448 (128,500) (28,490) 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 $ $ 2,114,478 58,164 114,178 4,084 311,015 12,115 57,474 172,930 9,133 2,853,571 COMMENTARY: The Non-Departmental operating budget has increased 15% and there are no capital expenditures resulting in an overall net decrease of 1%. Personnel Services is flat. Contractual increase is related to ongoing increases in cost for ADOR fees for sales tax collection and onetime items for a joint powers authority study, pension actuarial and policy development, customer service team funding, tuition reimbursements, and ADOR fee for sales tax programming along with carryover of several items. Commodities increase is mainly due to a one-time funding for copy center reserve to replace equipment as needed. There is no major capital (>$10,000). Annual Financial Plan 2016 Page 373 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 15 ACCOMPLISHMENTS                  Obtained additional $2.8 million in competitive federal funding for transit capital Obtained additional $768 thousand for operating and capital by performing at levels competitive with agencies serving over 200 thousand people, “Small Transit Intensive City” benchmarks Offered for the 2nd year extended service on New Year’s Eve Completed a 20,000 square foot bus storage facility and on-site automated bus wash building Launched Routes 14 and 10a to add better connectivity both in Bow and Arrow area as well as newly constructed residential areas in and around Sawmill Implemented service changes on 4, 14 and 10a to improve service options with greater frequency during the week and additional options on the weekends Purchased 2-35 foot hybrid electric diesel buses in preparation FY2016 service expansion Mountain Line Fixed Route: Projected to increase ridership by 4% from 1.82 M to 1.90 M Estimated to continue to decrease cost per boarding through increased efficiencies Implemented new stops and shelter amenities for Routes 14 and 10a Improved fuel economy and lowered maintenance cost by retiring most of oldest El Dorado buses Implemented new fare collection and people counter systems on all Mountain Line vehicles, streamlining the boarding process and improving data collection Implemented to operator schedules to reduce overtime, need for on-call operators, and improve efficiencies, creating wage savings necessary for improving routes 4, 14, and 10a 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 Maintain on-time performance of 99% without sacrificing trips or service Launched Van-Pool service from outlying areas of County into the City in February FY 16 NEW INITIATIVES AND GOALS  Obtain additional funding from federal transit administration and other sources  Complete feasibility study for improving or relocating the Downtown Connection Center  Complete Alternatives Analysis and Preliminary Engineering and Design of Route 66 and Kaspar Dr Intersection  Remodel home office to improve use of office space and improve heating/cooling to reduce energy consumption  Refurbish Mountain Line shelters to improve existing condition and create longer life expectancy from the structures  Construct Mobility Enhancements to improve connectivity of sidewalks and shelters along the transit routes  Initiate and design plan for improving sidewalk connectivity throughout the community. Annual Financial Plan 2016 Page 374 City of Flagstaff NON-DEPARTMENTAL     SECTION 404 NAIPTA-TRANSIT Prepare to introduce 15 – 20 minute frequency service on multiple routes to improve service in high demand areas Continue to focus campaigns on raising awareness and use of electronic information, including route status and public information process Increase available federal transit funds by achieving additional “Small Transit Intensive City” benchmarks Perform Education and Information Campaign to inform community about benefits of public transit and support City effort to gain renewal of existing transit tax in 2016 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 13 FY 14 FY 15 FY 16 Measures: Actual Actual Estimated Proposed Total Ridership 1,840,330 1,828,209 1,901,337 2,057,513 Average Riders per Day 5,070 5,036 5,237 5,668 On-time Performance 85% 90% 95% 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: 75-90% average Trend:  FY 13 FY 14 FY 15 FY 16 Measures: Actual Actual Estimated Proposed Operational Cost per Hour $70.89 $73.94 $76,69 $75.48 Administrative Cost per Hour $15.66 $17.30 $16.95 $16.31 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: 75-90% average Trend:  FY 13 FY 14 FY 15 FY 16 Measures: Actual Actual Estimated Proposed Cost per Passenger $2.85 $2.98 $3.03 $3.06 Farebox Return 25.8% 24.4% 23.8% 22.3% Annual Financial Plan 2016 Page 375 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: 90% progressing Trend:  FY 13 FY 14 FY 15 FY 16 Measures: Actual Actual Estimated Proposed Service Hours 60,655 59,746 61,592 69,328 Revenue Miles 700,879 754,864 772,854 937,903 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 areas at bus stops. 2) Improve Mobility Access by connecting sidewalks at or near stops along routes. 3) Refurbish older shelters that are degrading and extend useful life. Type of Measure: Outcome Tool: Schedule for construction, calculation of data Frequency: Semi-annual Scoring: 90% progressing Trend:  FY 13 FY 14 FY 15 FY 16 Measures: Actual Actual Estimated Proposed Identify Sites and Implement Passenger Shelter 78 99 163 227 and Amenities (total # of sites) SECTION: 404-NAIPTA/TRANSIT EXPENDITURES BY CATEGORY: Contractuals TOTAL Actual Expenditures 2013-2014 $ 4,590,323 $ 4,590,323 Adopted Budget 2014-2015 $ 4,553,942 $ 4,553,942 Estimated Expenditures 2014-2015 $ 4,825,037 $ 4,825,037 Proposed Budget 2015-2016 $ 4,923,441 $ 4,923,441 Budget-Budget Variance $ 369,499 $ 369,499 $ $ $ $ $ $ $ $ 4,923,441 4,923,441 $ $ $ $ 4,923,441 4,923,441 EXPENDITURES BY PROGRAM: Transit Contribution TOTAL 4,590,323 4,590,323 4,553,942 4,553,942 4,825,037 4,825,037 369,499 369,499 SOURCE OF FUNDING: TRANSPORTATION FUND COMMENTARY: The Transit FY2016 budget has increased 8% over the prior year budget. 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 2016 Page 376 City of Flagstaff flow basis. Only the FUTS and Open Space project has funding capacity remaining from this bond issue. CAPITAL IMPROVEMENTS FY 2016 CAPITAL IMPROVEMENT PROGRAM The Capital Improvement Program (CIP) for FY 2016 represents a $93.8 million investment of public funds in infrastructure and public facilities. The project mix has changed from prior years to 64.9% of the funding being provided on the pay-as-you-go basis versus 59.2% in FY 2015. The major projects in this year’s budget are Flagstaff Watershed Protection Project, West/Arrowhead Improvements, BNSF Walnut – Florence FUTS Underpass, the Court Facility, and the Core Services Maintenance Facility. This year’s capital improvement program is funded 33.3% through debt financing including the FUTS/Open Space and Parks/Recreation land acquisitions, and the Flagstaff Watershed Protection Project. The grant funding of 1.8% is primarily for airport projects, FUTS projects, and the Business Accelerator on Innovation Mesa. In May 2004 voters approved 10 bond projects totaling $155.2 million. These projects were phased in over a 10-year period and budgeted on a cash Funded projects in the five-year Capital Improvement Program fall into the following nine broad categories: General Government Streets / Transportation FUTS BBB Water Wastewater / Reclaimed Water Airport Solid Waste Stormwater Utility 44.4% 21.4% 4.0% 5.9% 7.6% 9.3% 1.2% 1.5% 4.7% 100.0% $ $ In November 2012 voters approved two bond projects totaling $24.0 million. These projects are the Core Services 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. In November 2014 voters approved the Road Repair and Street Safety Initiative bond project totaling $20 million. The projects are designated exclusively as street improvements and the ongoing preservation of street condition inside the City limits, including the costs of related improvements. 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: 41,693,352 20,079,247 3,758,780 5,495,737 7,128,756 8,778,593 1,130,677 1,393,000 4,372,553 93,830,695 Pay-As-You-Go Debt Grants PROGRAM CATEGORIES General Government 44.4% Annual Financial Plan 2016 $ 60,864,475 31,237,575 1,728,645 93,830,695 Pay-As-YouGo 64.9% Streets / Transportation 21.4% FUTS 4.0% Wastew ater / Reclaimed Water 9.3% $ SOURCES OF FUNDING Stormw ater Utility 4.7% Solid Waste Airport 1.5% 1.2% 64.9% 33.3% 1.8% 100.0% Water 7.6% Grants 1.8% BBB 5.9% Page 377 Debt 33.3% 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 64.9% 33.3% 1.8% The rating agencies (Standard and Poors' Corp. and Moody Investors, Inc.) view 15% from operating funds as highly favorable. The City currently is financing 64.9% of its CIP out of operating funds. However, because of large funding requirements, debt financing still continues to be the major source of financing for capital improvements. A brief description of the major types of financing available and limitations as to use is presented below. GENERAL OBLIGATION (G.O.) BONDS Bonds issued as general obligations of the City are secured by the full faith and credit of the City through its power to tax. In order for bonds to be issued, voter authorization must be obtained. Debt service (payment of principal and interest) is to be paid from the proceeds of ad valorem taxes, i.e., property taxes. The Arizona Constitution and State Statutes limit the indebtedness that a jurisdiction may incur by the type of project constructed. The City can issue G.O. bonds up to 20% of the secondary assessed valuation for projects involving water, sewer, artificial lighting, parks, open space, recreational facilities, public safety, law enforcement, fire and emergency services, and street and transportation facilities. For all other generalpurpose improvements, the City may issue up to 6% of its secondary assessed valuation. $50.4 million is outstanding on July 1, 2015, and the City has $41.0 million in available capacity at the 6% debt margin and $86.3 million in available capacity at the 20% debt margin as of July 1, 2015. 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 2016 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 $49.98 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, 2015, $1.4 million, $3.3 million and $31.8 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, 2015, $6.7 million is outstanding. Page 378 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, 2015 is $2.33 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 $0.9 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 $2.7 million is still outstanding as of June 30, 2015. 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 $2.8 million is still outstanding. In 2012, the City finalized a partial advance refunding of its 2004 MFC Bonds, related to the Overpass at 4th Street. The City issued $12.5 million in pledged Revenue Bonds in FY 2012, with $11.8 million outstanding. Annual Financial Plan 2016 Page 379 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) 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. 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 64.9% of capital improvements on a pay as you go basis. Capital improvements that are considered ongoing improvements and maintenance required expenditures are built into the rate structure of the two enterprise funds (Utilities and Environmental Services). Additionally, the City has sinking reserve funds for landfill closure. UNFUNDED 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 2025. The following pages provide listings of the Capital Improvement projects. STATE REVOLVING LOAN FUND Arizona has established a revolving fund empowered to accept Federal capitalization grants for publicly owned wastewater treatment projects pursuant to the Federal Water Pollution Control Act and Water Quality Act. In order to qualify for the Federal monies, the State must match a 20% Annual Financial Plan 2016 Page 380 City of Flagstaff San Francisco Peaks Annual Financial Plan 2016 Page 381 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2015-2016 GENERAL GOVERNMENT APPROPRIATIONS 1 2 3 4 5 6 7 8 9 SECT 014 061 152 158 421 422 424 425 426 PROJECT Microwave Network Warehouse/Evidence Storage Upgrade Impact Fee Facilities Improvements Bushmaster Park FUTS / Open Space Land Acquisition Business Accelerator Core Services Maintenance Facility Watershed Protection Project Court Facility TOTAL GENERAL GOVERNMENT CARRYOVER FY 2015 $ 263,980 980,756 79,490 158,393 28,195,000 1,606,532 7,192,600 $ 38,476,751 BUDGET FY 2016 650,000 100,000 263,980 980,756 456,319 565,372 28,195,000 3,289,325 7,192,600 41,693,352 DEBT GRANTS 454,197 454,197 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 SECT 014 061 152 158 421 422 424 425 426 PROJECT Microwave Network Warehouse/Evidence Storage Upgrade Impact Fee Facilities Improvements Bushmaster Park FUTS / Open Space Land Acquisition Business Accelerator Core Services Maintenance Facility Watershed Protection Project Court Facility TOTAL GENERAL GOVERNMENT Annual Financial Plan 2016 $ $ Page 382 980,756 456,319 111,175 14,000,000 3,289,325 4,300,000 23,137,575 OTHER 650,000 100,000 263,980 14,195,000 2,892,600 18,101,580 TOTAL 650,000 100,000 263,980 980,756 456,319 565,372 28,195,000 3,289,325 7,192,600 41,693,352 City of Flagstaff Annual Financial Plan 2016 Page 383 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2015-2016 STREETS/TRANSPORTATION APPROPRIATIONS 1 2 3 4 5 6 7 8 9 SECT 112 112 112 112 112 112 112 112 112 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 112 112 112 112 112 116 116 116 116 162 162 162 162 162 162 163 PROJECT Brannen Homes Sidewalk Lockett Transportation Study Transportation Planning and Programming Reserve for Improvements West / Arrowhead Improvement Butler Avenue Adaptive Signal Control Switzer / Turquoise Roundabout Industrial Drive - Huntington to Purina Beulah Blvd / University Drive Beulah Blvd / University Drive Public Infra. Contribution HSIP Program Franklin Safety Improvements Soliere Avenue / Fanning Wash Crossing 4th Street Safety Improvements Utility Replacements & Overlays Zuni Drive Lockett Avenue Pulliam Drive Reserve for Improvements Minor Transportation Improvements Sidewalk Replacement Program Street Improvement Program Sunnyside Business F 40 Overlay Pavement Maintenance TOTAL STREETS AND TRANSPORTATION CARRYOVER FY 2015 $ 1,456,592 297,677 2,095,115 1,426,150 BUDGET FY 2016 441,084 100,000 90,000 175,000 1,520,508 597,677 177,000 2,095,115 2,676,150 10,000 145,502 250,000 152,890 50,000 825,000 180,720 50,000 6,939,646 150,000 85,000 381,533 250,000 412,060 200,000 800,000 300,000 200,000 50,000 50,000 15,000 2,196,000 825,000 242,120 6,050,000 20,079,247 $ 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 SECT PROJECT 112 Brannen Homes Sidewalk 112 112 112 112 112 112 112 112 112 112 112 112 112 116 116 116 116 162 162 162 162 162 162 163 Lockett Transportation Study Transportation Planning and Programming Reserve for Improvements West / Arrowhead Improvement Butler Avenue Adaptive Signal Control Switzer / Turquoise Roundabout Industrial Drive - Huntington to Purina Beulah Blvd / University Drive Beulah Blvd / University Drive Public Infra. Contribution HSIP Program Franklin Safety Improvements Soliere Avenue / Fanning Wash Crossing 4th Street Safety Improvements Utility Replacements & Overlays Zuni Drive Lockett Avenue Pulliam Drive Reserve for Improvements Minor Transportation Improvements Sidewalk Replacement Program Street Improvement Program Sunnyside Business F 40 Overlay Pavement Maintenance TOTAL STREETS AND TRANSPORTATION Annual Financial Plan 2016 HURF $ $ Page 384 50,000 50,000 15,000 2,196,000 825,000 242,120 3,378,120 TRANSPORTATION 441,084 100,000 90,000 175,000 1,520,508 597,677 177,000 2,095,115 2,676,150 150,000 85,000 381,533 250,000 412,060 9,151,127 DEBT 200,000 800,000 300,000 200,000 6,050,000 7,550,000 TOTAL 441,084 100,000 90,000 175,000 1,520,508 597,677 177,000 2,095,115 2,676,150 150,000 85,000 381,533 250,000 412,060 200,000 800,000 300,000 200,000 50,000 50,000 15,000 2,196,000 825,000 242,120 6,050,000 20,079,247 City of Flagstaff Annual Financial Plan 2016 Page 385 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2015-2016 FUTS APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 SECT 111 111 111 111 111 111 111 111 111 111 111 111 111 111 111 111 111 111 PROJECT Special Projects and Unprogrammed Work FUTS Signage Program Arizona Trail Country Club FUTS Trail Cedar Trail Switzer Mesa Trail BNSF Walnut - Florence Underpass 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 - Sawmill to Sinclair Wash Lonetree Trail - Sinclair Wash to Pine Knoll Dr Ponderosa Trail Rehab TOTAL BBB CARRYOVER FY 2015 $ 4,000 20,000 128,878 1,310,799 35,500 234,682 40,000 73,800 91,600 100,000 174,800 $ 2,214,059 BUDGET FY 2016 50,000 120,686 500 9,000 20,000 130,878 2,310,799 113,500 36,500 62,185 101,400 236,682 48,200 73,800 91,600 76,250 100,000 176,800 3,758,780 TRANSPORTATION $ 50,000 44,120 500 9,000 20,000 130,878 2,310,799 6,469 36,500 62,185 101,400 236,682 48,200 73,800 91,600 76,250 100,000 176,800 $ 3,575,183 GRANTS 76,566 107,031 183,597 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 SECT 111 111 111 111 111 111 111 111 111 111 111 111 111 111 111 111 111 111 PROJECT Special Projects and Unprogrammed Work FUTS Signage Program Arizona Trail Country Club FUTS Trail Cedar Trail Switzer Mesa Trail BNSF Walnut - Florence Underpass 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 - Sawmill to Sinclair Wash Lonetree Trail - Sinclair Wash to Pine Knoll Dr Ponderosa Trail Rehab TOTAL BBB Annual Financial Plan 2016 Page 386 TOTAL 50,000 120,686 500 9,000 20,000 130,878 2,310,799 113,500 36,500 62,185 101,400 236,682 48,200 73,800 91,600 76,250 100,000 176,800 3,758,780 City of Flagstaff Annual Financial Plan 2016 Page 387 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2015-2016 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 158 158 158 158 158 212 212 212 212 212 212 212 212 212 212 212 212 212 216 216 216 216 216 216 216 216 216 PROJECT Bushmaster Park Flag Rec Center, Tennis Courts (4) Replacements Second Chiller Aquaplex Improvements - Pool Replaster Ice Rink Improvements 4th Street Corridor Improvements Fort Valley Road Enhancements North Edge - Lockett to Route 66 Along Kasper Milton Avenue - North Edge Train Station Platform Lake Mary / Beulah City Gateway Non-Conforming Sign Program Gutter Diversions - Sustainable Streets Urban Forest US 89 Medians Joel Montalvo Park Downtown Green Downtown Tree Wells Steves Blvd Corners Rendezvous Sculpture Kings House Mural Fort Valley Wall Art in the Alley West Rt 66 - North Edge Utility Box Art Thorpe Sculpture East Flagstaff Gateway TOTAL BBB CARRYOVER FY 2015 $ 581,460 476,800 240,000 70,000 1,428,713 20,000 20,000 280,000 69,977 25,000 15,000 10,000 50,000 10,000 12,500 $ 3,309,450 BUDGET FY 2016 581,460 476,800 240,000 110,000 70,000 1,575,000 50,000 350,000 20,000 380,000 219,977 25,000 100,000 50,000 50,000 250,000 250,000 250,000 75,000 200,000 15,000 10,000 50,000 25,000 12,500 50,000 10,000 5,495,737 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 158 158 158 158 158 212 212 212 212 212 212 212 212 212 212 212 212 212 216 216 216 216 216 216 216 216 216 PROJECT Bushmaster Park Flag Rec Center, Tennis Courts (4) Replacements Second Chiller Aquaplex Improvements - Pool Replaster Ice Rink Improvements 4th Street Corridor Improvements Fort Valley Road Enhancements North Edge - Lockett to Route 66 Along Kasper Milton Avenue - North Edge Train Station Platform Lake Mary / Beulah City Gateway Non-Conforming Sign Program Gutter Diversions - Sustainable Streets Urban Forest US 89 Medians Joel Montalvo Park Downtown Green Downtown Tree Wells Steves Blvd Corners Rendezvous Sculpture Kings House Mural Fort Valley Wall Art in the Alley West Rt 66 - North Edge Utility Box Art Thorpe Sculpture East Flagstaff Gateway TOTAL BBB Annual Financial Plan 2016 Page 388 $ $ BBB 581,460 476,800 240,000 110,000 70,000 1,575,000 50,000 350,000 20,000 380,000 219,977 25,000 100,000 50,000 50,000 250,000 250,000 250,000 75,000 200,000 15,000 10,000 50,000 25,000 12,500 50,000 10,000 5,495,737 DEBT - TOTAL 581,460 476,800 240,000 110,000 70,000 1,575,000 50,000 350,000 20,000 380,000 219,977 25,000 100,000 50,000 50,000 250,000 250,000 250,000 75,000 200,000 15,000 10,000 50,000 25,000 12,500 50,000 10,000 5,495,737 City of Flagstaff Annual Financial Plan 2016 Page 389 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2015-2016 WATER APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 SECT 301 301 370 370 370 370 370 370 370 370 370 370 370 370 370 370 370 370 370 370 PROJECT Facility Improvements Communication Towers (3) for Operations Aging Water Infrastructure Replacement (AWIR) Radio Read Meter Replacements West / Arrowhead Waterline Water Meter Vault Replacement Program Westside Waterline Expansion Reserve for Improvements Rio de Flag Waterline Relocations McCallister Well, Pump, and Building Water Rate Study Cheshire Tank Repairs Future Water Rights Lake Mary Well #2 - 12" Waterline NAZ Water Supply Feasibility Route 66 Waterline Improvements Lake Mary (LM) Electrical Service Upgrade AWIR - Leroux St Waterline / Sewerline WTP Security and SCADA Improvements Hydrological Studies TOTAL WATER CARRYOVER FY 2015 $ 27,000 167,807 107,666 100,000 85,000 199,000 1,005,000 60,000 275,000 550,000 309,500 53,092 677,191 $ 3,616,256 BUDGET FY 2016 52,000 167,807 382,000 300,000 107,666 100,000 85,000 300,000 199,000 1,005,000 60,000 275,000 550,000 309,500 53,092 678,000 300,000 1,877,191 77,500 250,000 7,128,756 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 SECT 301 301 370 370 370 370 370 370 370 370 370 370 370 370 370 370 370 370 370 370 PROJECT Facility Improvements Communication Towers (3) for Operations Aging Water Infrastructure Replacement (AWIR) Radio Read Meter Replacements West / Arrowhead Waterline Water Meter Vault Replacement Program Westside Waterline Expansion Reserve for Improvements Rio de Flag Waterline Relocations McCallister Well, Pump, and Building Water Rate Study Cheshire Tank Repairs Future Water Rights Lake Mary Well #2 - 12" Waterline NAZ Water Supply Feasibility Route 66 Waterline Improvements Lake Mary (LM) Electrical Service Upgrade AWIR - Leroux St Waterline / Sewerline WTP Security and SCADA Improvements Hydrological Studies TOTAL WATER Annual Financial Plan 2016 OPERATING $ 52,000 167,807 382,000 300,000 107,666 100,000 85,000 300,000 199,000 1,005,000 60,000 275,000 309,500 53,092 678,000 300,000 1,877,191 77,500 250,000 $ 6,578,756 Page 390 DEBT 550,000 550,000 GRANTS - TOTAL 52,000 167,807 382,000 300,000 107,666 100,000 85,000 300,000 199,000 1,005,000 60,000 275,000 550,000 309,500 53,092 678,000 300,000 1,877,191 77,500 250,000 7,128,756 City of Flagstaff Annual Financial Plan 2016 Page 391 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2015-2016 WASTEWATER APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 SECT 311 311 311 312 312 375 375 375 375 375 375 375 375 375 375 375 375 PROJECT COGEN Improvements Facility Improvements Repair Control Gates Facility Improvements Repair Grit Chamber/Replace Grit Pumps WWTP Energy Efficiency Program Wildcat Septage and Grease Station Wildcat Centrate Aging Sewer Infrastructure Replacements Rio de Flag Sewer Replacements Reserve for Improvements Picture Canyon Bonito Sewer Replacement Rio Plant - Replace UV System WWTP Security and SCADA Improvements Wildcat - Micro Carbon Feed Addition Innovation Mesa Sewerline TOTAL WASTEWATER CARRYOVER FY 2015 $ 340,000 841,126 570,000 430,000 260,000 242,000 37,592 84,000 - $ 2,804,718 BUDGET FY 2016 340,000 50,000 65,000 55,000 60,000 1,171,126 770,000 430,000 628,600 242,000 300,000 37,592 1,015,400 1,400,000 107,500 200,000 511,841 7,384,059 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 SECT 311 311 311 312 312 375 375 375 375 375 375 375 375 375 375 375 375 PROJECT COGEN Improvements Facility Improvements Repair Control Gates Facility Improvements Repair Grit Chamber/Replace Grit Pumps WWTP Energy Efficiency Program Wildcat Septage and Grease Station Wildcat Centrate Aging Sewer Infrastructure Replacements Rio de Flag Sewer Replacements Reserve for Improvements Picture Canyon Bonito Sewer Replacement Rio Plant - Replace UV System WWTP Security and SCADA Improvements Wildcat - Micro Carbon Feed Addition Innovation Mesa Sewerline TOTAL WASTEWATER Annual Financial Plan 2016 OPERATING $ 340,000 50,000 65,000 55,000 60,000 1,171,126 770,000 430,000 628,600 242,000 300,000 1,015,400 1,400,000 107,500 200,000 261,039 $ 7,095,665 Page 392 GRANT 37,592 250,802 288,394 DEBT - TOTAL 340,000 50,000 65,000 55,000 60,000 1,171,126 770,000 430,000 628,600 242,000 300,000 37,592 1,015,400 1,400,000 107,500 200,000 511,841 7,384,059 City of Flagstaff Annual Financial Plan 2016 Page 393 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2015-2016 RECLAIMED WATER APPROPRIATIONS 1 2 3 SECT PROJECT 380 Buffalo Tank Chlorination 380 Bushmaster RW Pump Station 380 Wildcat RW Pump Station and Piping TOTAL RECLAIMED WATER CARRYOVER FY 2015 $ 454,534 790,000 $ 1,244,534 BUDGET FY 2016 150,000 454,534 790,000 1,394,534 SOURCES OF FUNDING 1 2 3 SECT PROJECT 380 Buffalo Tank Chlorination 380 Bushmaster RW Pump Station 380 Wildcat RW Pump Station and Piping TOTAL RECLAIMED WATER Annual Financial Plan 2016 OPERATING $ 150,000 454,534 790,000 $ 1,394,534 Page 394 GRANT DEBT - - TOTAL 150,000 454,534 790,000 1,394,534 City of Flagstaff Annual Financial Plan 2016 Page 395 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2015-2016 AIRPORT APPROPRIATIONS 1 2 3 SECT PROJECT 222 Sustainability Master Plan 222 Master Plan Update 222 Runway Mill & Overlay Design TOTAL AIRPORT CARRYOVER FY 2015 $ 208,362 $ 208,362 BUDGET FY 2016 208,362 600,000 322,315 1,130,677 GRANTS 197,944 585,000 307,907 $ 1,090,851 OTHER 10,418 15,000 14,408 39,826 SOURCES OF FUNDING 1 2 3 SECT PROJECT 222 Sustainability Master Plan 222 Master Plan Update 222 Runway Mill & Overlay Design TOTAL AIRPORT Annual Financial Plan 2016 $ Page 396 TOTAL 208,362 600,000 322,315 1,130,677 City of Flagstaff Annual Financial Plan 2016 Page 397 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2015-2016 SOLID WASTE APPROPRIATIONS 1 2 3 4 5 6 SECT 165 165 165 165 165 165 PROJECT Stormwater Infrastructure Alternative Liner Test Pilots Paper Sludge Storage Road Extension South Borrow Pit Design / Roads / Scales Fueling Station Project TOTAL SOLID WASTE CARRYOVER FY 2015 $ 44,000 50,000 500,000 49,000 $ 643,000 BUDGET FY 2016 54,000 50,000 500,000 49,000 200,000 540,000 1,393,000 OPERATING 54,000 50,000 500,000 49,000 200,000 540,000 $ 1,393,000 TOTAL 54,000 50,000 500,000 49,000 200,000 540,000 1,393,000 SOURCES OF FUNDING 1 2 3 4 5 6 SECT 165 165 165 165 165 165 PROJECT Stormwater Infrastructure Alternative Liner Test Pilots Paper Sludge Storage Road Extension South Borrow Pit Design / Roads / Scales Fueling Station Project TOTAL SOLID WASTE Annual Financial Plan 2016 $ Page 398 City of Flagstaff Annual Financial Plan 2016 Page 399 City of Flagstaff SCHEDULE OF CAPITAL IMPROVEMENTS - FISCAL YEAR 2015-2016 STORMWATER UTILITY APPROPRIATIONS 1 2 3 4 5 6 7 8 9 10 SECT 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 Construction Spot Improvement - Fanning Wash / Lockett Culvert Design Spot Improvement - Fanning Wash / Lockett Culvert Construction Spot Improvement - Columbia Circle Spot Improvement - Schultz Creek Design Phase I Spot Improvement - Cottage and Elden Design TOTAL STORMWATER UTILITY CARRYOVER FY 2015 $ 2,131,966 1,200,000 30,000 20,000 2,700 300,000 42,887 20,000 $ 3,747,553 BUDGET FY 2016 2,131,966 1,200,000 75,000 30,000 40,000 20,000 512,700 300,000 42,887 20,000 4,372,553 OPERATING $ 2,131,966 1,200,000 75,000 30,000 40,000 20,000 512,700 300,000 42,887 20,000 $ 4,372,553 TOTAL 2,131,966 1,200,000 75,000 30,000 40,000 20,000 512,700 300,000 42,887 20,000 4,372,553 SOURCES OF FUNDING 1 2 3 4 5 6 7 8 9 10 SECT 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 Construction Spot Improvement - Fanning Wash / Lockett Culvert Design Spot Improvement - Fanning Wash / Lockett Culvert Construction Spot Improvement - Columbia Circle Spot Improvement - Schultz Creek Design Phase I Spot Improvement - Cottage and Elden Design TOTAL STORMWATER UTILITY Annual Financial Plan 2016 Page 400 City of Flagstaff Annual Financial Plan 2016 Page 401 City of Flagstaff FY 2016 PROJECT DESCRIPTIONS STREETS/TRANSPORTATION GENERAL GOVERNMENT 1. Bike / Pedestrian and Safety Improvements (Brannen Homes Sidewalk): Annual appropriation for infrastructure enhancements which provide improved safety and accessibility for bicyclists, pedestrians and vehicular traffic. 1. Microwave Network: Construction of a City owned microwave network to connect City remote sites. 2. Warehouse Evidence Storage Upgrade Impact Fee: The Police Department will upgrade and secure the former City warehouse building for use as an evidence storage facility. 3. Facilities Improvements: City Hall – South side metal roof and fascia removed/reinstalled with moisture protection. Second floor east (Management Services, IT, Legal) remodel. Milligan House – replace exterior windows. Main Library – Replace metal roofing (phase 2). 4. 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. 5. 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. 6. Business Accelerator: 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. 7. Core Services Maintenance Facility: Continue to pursue the addition of a new Maintenance Facility. 8. Watershed Protection Project: This project is 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. 2. Lockett Transportation Study: Community enhancement and planning study that incorporates the following four primary components; full build-out of Lockett Road, the Regional Plan, the Bushmaster Park Master Plan, and neighborhood outreach to create a vision of the potential improvements along this corridor. 3. 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. 4. 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). 5. 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. 6. Butler Avenue Adaptive Signal Control: 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. Switzer / Turquoise Roundabout: Construction of roadway intersection improvements incorporating a roundabout, new curb & gutter, sidewalks, and bike/ped accessibility. 9. Court Facility: Budget appropriation for Municipal Court improvements, renovations or relocation contingent on availability of funding. Annual Financial Plan 2016 Page 402 City of Flagstaff 8. Industrial Drive Huntington to Purina: 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. 9. 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. 10. Beulah Blvd / University Drive Public Infra Contribution: Additional contribution resulting from P3 Agreement. 11. HSIP Program: The Highway Safety Improvement Program (HSIP) is a federallyfunded grant program through the Flagstaff Metropolitan Organization (FMPO) under the Transportation Improvement Program (TIP). Projects are either systematic or spot specific. 12. 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. 13. 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. th 14. 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. 15. Utility Replacement and Overlays: Funded by Road Repair and Street Safety Tax, this allocation will be assigned to specific street segments in need of underground utility replacements (water, sewer, stormwater) where the roadway surface requires only a mill and overlay. FY16 allocation is $200,000, with Annual Financial Plan 2016 projected FY17 – FY20 annual allocations in excess of $2,500,000. 16. Zuni Drive: Funded by Road Repair and Street Safety Tax, improvements along Zuni Drive, within the Bow and Arrow neighborhood, will consist of roadway reconstruction, and water / sewer / stormdrain improvements. 17. Lockett Road: Funded by Road Repair and Street Safety Tax, improvements along Lockett Road consist of roadway reconstruction, curbgutter and sidewalk replacement, water main replacement, and limited stormdrain improvements. 18. Pulliam Drive: Funded by Road Repair and Street Safety Tax, improvements to the Pulliam Drive Airport Terminal loop road include reconstruction of the paved surface and replacement of concrete curb-gutter and sidewalk. 19. Reserve for Improvements: Annual allocation for un-programmed street improvements and/or City participation in projects of other agencies (i.e.: ADOT, BNSF, NAU). 20. 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. 21. Sidewalk Replacement Program: Provides replacement of curb, gutter and sidewalk in cases where property owners contribute 50% of replacement costs. 22. Street Improvement Program: HURF funded City-wide annual pavement maintenance consisting of crack sealing, seal coating and asphalt overlay and ADA sidewalk compliance. 23. Sunnyside: Additional reconstruction. neighborhood street 24. 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 25. Pavement Maintenance: Funded by Road Repair and Street Safety Tax, this component of the annual street maintenance program will mill and overlay numerous roadways throughout the City. Page 403 City of 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. 9. 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. 2. FUTS Signage Program: Comprehensive program to install regulatory, directional, trailhead, boundary, and interpretive signs along the entire FUTS system. 10. Fourth Street Trail: Design for missing segments of concrete trail along the west side of Fourth Street from Huntington Drive to Butler Avenue. 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. 11. 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. 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. 12. Hospital Rim FUTS Trail: A ¼ mile of aggregate trail connects from Beaver Street to the Fort Valley Trail along Fort Valley Road and Beaver Street, on the ridge between Flagstaff Medical Center and the Fort Valley Shopping Center. 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. This underpass allows for the construction of a short section of concrete trail to connect Florence Street on the south side of the tracks with Walnut Street on the North side. 8. Florence - Walnut Underpass: A short section of concrete trail to connect Florence Street on the south side of the tracks with Walnut Street on the North side utilizing the new dedicated bicycle and pedestrian underpass of the BNSF railroad tracks. Annual Financial Plan 2016 13. Brannen Connector: This planned trail will provide access from the Brannen Homes neighborhood to the Sinclair Wash FUTS Trail. The access trail will be aggregate-surfaced and about 750 feet in length. 14. High Country Trail: Construction of a concrete trail along High Country Trail will complete a missing segment of trail between Wild West Trail and Lake Mary Road. The new trail will be a little more than a ¼ mile in length. 15. 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. 16. Lone Tree Trail – Sawmill to Sinclair Wash: This project will complete several missing segments of FUTS trail along Lone Tree Road between Sawmill Road and Sinclair Wash. 17. Lone Tree Trail – Sinclair Wash to Pine Knoll Drive: This project will complete several missing segments of FUTS trail along Lone Tree Road between Sinclair Wash and Pine Knoll Drive. 18. Ponderosa Trail Rehab: Rehabilitation of the existing paved FUTS trail adjacent to Pulliam Page 404 City of Flagstaff Drive between the Ponderosa neighborhood and Pulliam Airport. Trails BBB (Arts and Science, Recreation, and Beautification) 12. Non-Conforming Sign Program: This program would purchase non-conforming signs on condition of the installation of conforming signs to enhance the public realm. 1. Bushmaster Park: Design and construction of park improvements, utilizing $581,000 from BBB Recreation funds. These improvements will improve access to the park and provide new recreational facilities. 13. Gutter Diversions – Sustainable Streets: Addition of diversions of street stormwater to municipal landscaped areas. 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. 4. Aquaplex Improvements – Pool Re-plaster: This project is a re-plastering of the Aquaplex swimming pool. 5. Ice Rink Improvements: HVAC improvements to address the humidity and air flow issues at the ice rink. 14. Urban Forest: This project would program and install trees (not full landscaping) in the urban area, capitalizing on State program assistance and complementing other infrastructure work. 15. US 89 Medians: While preserving existing investment, landscaping to make ADOT installed medians match City landscaped medians to the north of Marketplace Drive. 16. Joel Montalvo Park: Enhancement of the parking lot (edging, surface, and landscaping) and landscaping the surrounds of the Park. 17. Downtown Green: Painting of light poles, signs, utility boxes and other improvements that have been vandalized and roughly painted and that have not been painted since they were installed. 6. 4 Street Corridor Improvements: To be determined – per the Fourth Street Corridor Study – North. 18. Downtown Tree Wells: Replace with improved design the tree wells and grates that rise and pose tripping hazards and that require continual maintenance. 7. 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. 19. Steves Blvd. Corners: Small plaza type space and landscaping that meets FUTS standards, provides accessible access, increases and enhances the pedestrian space and beautifies the corner. 8. North Edge - Lockett to Route 66 Along Kaspar: Landscaping of peninsula of ROW grass area between US 89 (RT 66) and Kaspar Road. 20. Rendezvous Sculpture: Three dimensional art installation to be located in the south downtown redevelopment area. th 9. Milton Avenue – North Edge: Landscaping at the Right of Way in front of Barnes & Noble. 10. Train Station Platform: The installation of a sub-surface drainage system under the existing brick pavers at the Visitor’s Center. 11. Lake Mary / Beulah City Gateway: Construction of a City Gateway on the northeast corner of the Lake Mary / Beulah Intersection. Annual Financial Plan 2016 Formerly privately 21. Kings House Mural: 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. Page 405 City of Flagstaff 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. 26. Thorpe Sculpture: This project anticipates creating a three dimensional art installation in or near Thorpe Park. th 27. East Flagstaff Gateway (4 Street): Revolving art projects funding for the installation of art work. WATER 1. Facility Improvements: This project involves necessary roof repair and painting at the Lake Mary WTP facility. Roof replacement needs were identified in the Facility condition assessment report completed in 2014. 2. Communication Towers for Operations: 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. 3. Aging Water Infrastructure Replacement (AWIR): 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. West / Arrowhead Waterline: Completion of construction of aging waterline in Sunnyside Neighborhood. West Street from Johnson Avenue to Arrowhead Avenue, Arrowhead Avenue from West Street to Route 66. Annual Financial Plan 2016 Page 406 6. Water Meter Vault Replacement Program: Replace old and outdated water meter vaults that have maintenance and safety issues with newer updated structures 7. Westside Waterline Expansion: Utilities to provide financial reimbursements to WL Gore for the oversizing of 6,505 ft of waterline along Route 66 and Flagstaff Ranch Road. Reimbursement not to exceed $450,000. 8. Reserve for Improvements: Annual reserve for unanticipated line replacements, oversizing and participation with developers that may occur during the fiscal year. 9. Rio de Flag Waterline Relocations: Replace existing water lines in conflict with the Rio de Flag Flood Control project being designed by the Corps of Engineers. The project funding reflects the phasing of the utility relocation work. 10. McCallister Well, Pump, and Building: 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. 11. 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. 12. 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. 13. Future Water Rights: Acquisition of water rights and continued development of water ranch. 14. 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. City of Flagstaff 15. 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 long-term impacts due to the City’s future pumping. 16. Route 66 Waterline Improvements: This project will design, permit and construct 3400 feet of new 12 inch pipeline in the City’s water system. This project allows for additional in-fill development in the Flagstaff Mall area and supplies a secondary source of water to the Wildcat Hill Wastewater Treatment plant facility. WTPReplace 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. 17. Lake Mary Electrical Service Upgrade: This improvement replaces the electrical service entrance sections at the Lake Mary Water Treatment plant. The existing electrical service equipment is obsolete and replacement parts are no longer available. The existing electrical Motor Control Centers are in very poor condition, corroded and subject to failure. 18. AWIR – 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. 19. WTP Security and SCADA Improvements: This tenant improvement to the Lake Mary WTP facility will install a SCADA computer server room within the existing plant administration building. Facility improvement will include all walls, doors, and electrical wiring to provide a secure computer server equipment area that meets department of homeland security requirements. Annual Financial Plan 2016 20. Hydrological Studies: This engineering study is for investigating new well sites for water production in the Flagstaff area. The need for additional well capacity is required to support the growth of the community. Per the newly adopted Flagstaff Regional Plan the City of Flagstaff can expect 1.4 to 2.5% annual growth which triggers the need for additional wells. WASTEWATER 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. Facility Improvements: This project involves necessary roof repair and painting at the Rio De Flag Administration building, replacement of the existing water heater and repairing hot water piping leaks. Roof replacement and hot water piping repairs were identified in the Rio WRP Facility condition assessment report completed in 2014. 3. Repair Control Gates: This project involves replacing the existing control valves and slide gates at the Rio De Flag headwork’s building, The existing slide gates are inoperable, severely corroded and require complete replacement. Functioning slide gates are necessary for diversion and routing of wastewater flow entering the Rio water reclamation plant. Replacement of control valves and slide gates were identified in the Facility condition assessment report completed in 2014. 4. Facility Improvements: This project involves replacement of aging heating, ventilation and cooling equipment systems at the Wildcat Hill WWTP facility, The existing HVAC equipment is 36 years old and in need of replacement, Replacement of the HVAC equipment was identified in the Wildcat Facility condition assessment report completed in 2014 Page 407 City of Flagstaff 5. Repair Grit Chamber/Replace Grit Pumps: This project involves replacement of Grit system components at the Wildcat Hill WWTP facility. The Grit tanks, equipment and piping are part of the Primary Treatment at the plant and are critical to plant operations. The Grit Tank is leaking and equipment requires replacement imimmediately as they are critical to plant operations. 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. 6. 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. This project will replace the existing blowers with new energy efficient blower equipment at both the Wildcat and Rio de Flag Wastewater treatment plants. These projects will reduce the energy consumption and lower operational costs at both of the treatment plants. 14. Rio Plant – Replace UV System: Replace Ultraviolet UV system at the Rio De Flag Water Reclamation Plant. HDR Engineering has been retained to prepare the system design. The existing UV disinfection system is over 24 years old and has high annual maintenance costs due to its age, condition and availability of parts. 7. 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. 15. WWTP Security and SCADA Improvements: This tenant improvement to the Wildcat and Rio de Flag Wastewater treatment plants. will install a SCADA computer server room within the existing plant administration buildings. Facility improvement will include all walls, doors, and electrical wiring to provide a secure computer server equipment area that meets department of homeland security requirements. 8. 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. 16. Wildcat – Micro Carbon Feed Addition: This project consists of design and construction of a new carbon feed system to provide supplemental carbon to optimize denitrification process at the Wildcat Hill WWTP. The project will include installation of a new 5,000 gallon liquid carbon storage tank, piping, two carbon feed pumps, spill containment, electrical and instrumentation, all housed in the existing engine room building. 9. Aging Sewer Infrastructure Replacements: Replace 5,300 ft of sewer main each year. Sewer mains will be prioritized by age, condition, material and maintenance repair costs. 10. Rio de Flag Sewer Replacements: 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. Annual Financial Plan 2016 17. Innovation Mesa Sewer Line: This project will install 1300 feet of 8 inch diameter gravity sewer main to serve the Innovation Science Park on McMillan Mesa. Shephard-Wesnitzer Engineering has been retained to prepare the system design. The project also includes unpaved utility access roads from Forest Avenue and Gemini Parkway to access the manholes. Through this project the City is improving sewer collection system for Innovation Science park as well as providing for additional in-fill development in the future. Page 408 City of Flagstaff RECLAIMED WATER SOLID WASTE 1. Buffalo Tank Chlorination: Design and construction of new chlorination and mixing equipment for the Buffalo Park Tank. The existing building located adjacent to the existing 2 million gallon reclaimed water storage reservoir will be expanded to house the new mixing equipment. 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. 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. 3. 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. 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. Master Plan Update: This project is to update the existing Airport Master Plan. Updates are often necessary as the dynamic conditions of the industry are reflected in activity and future needs. The Airport Master Plan is a City's concept of the long-term development of its airport. It graphically displays the concept and reports the data and logic upon which the plan is based. 3. Runway Mill and Overlay Design: This project will mill the entire length of Runway 3/21 (8,800’ x 15’) and replace with new FAA approved asphalt. The project will also repaint to the latest FAA Advisory Circular Standards and match to the adjacent intersections and taxiways. 2. 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. 3. 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. 4. Road Extension: Street infrastructure related to access of SCA loading area. 5. South Borrow Pit Design, Roads, and Scales: Cell E (aka the South Borrow Pit) is a 40 acre site that consists of existing cells of buried trash, soil, and rock. Staff is proposing to excavate portions of the solid waste and soil from the area to accommodate future trash cells. This project consists of re-designing the depth of excavation, thereby gaining another 8 to 20 years of valuable landfill airspace. The scope of work includes considerations for infrastructure such as water, power, roads and other facilities. 6. Fueling Station Project: Approximately 48,000 gallons of fuel are delivered every year by the Fleet Services fuel truck. The fuel truck services up to 7 pieces of heavy equipment on any given day. A proposed fuel station will provide an onsite source of fuel for the heavy equipment at Cinder Lake Landfill. 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. Annual Financial Plan 2016 Page 409 City of Flagstaff 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. 8. Spot Improvement – Columbia Circle: A design will be conducted to solve residential flooding of structures and yards near Columbia Circle Drive. 5. Spot Improvement – Rio Culvert Construction: Construction of culvert, located on Beaver Street, which flows into Rio de Flag. 9. 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. 6. Spot Improvement – Fanning Wash / Lockett Culvert Design: A design will be contracted to alleviate flooding through Upper Greenlaw. This will involve improvements upstream and downstream of Lockett, including a new culvert at Lockett. 7. Spot Improvement – Fanning Wash / Lockett Culvert Construction: Construction of new Wash improvements upstream and downstream of Lockett, including new culvert at Lockett to alleviate flooding through Upper Greenlaw. Annual Financial Plan 2016 10. Spot Improvement – Cottage and Elden Design: The City of Flagstaff Utility Department is upgrading aging service lines in the Brannen Addition southside neighborhood. In conjunction with the service line upgrades, Stormwater is conducting a drainage analysis to identify neighborhood drainage issues and address them during construction of the Phase 2 utility line upgrades. Page 410 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 2016 is estimated as indicated in the following table. Incremental Impact of Capital Budget on Fiscal Year 2015 ‐ 2016 Operating Budget New Debt Service General Government (General Obiligation) New Operations and Maintenance General Funds FUTS Funds Water / Wastewater / Reclaimed Water Funds Airport Solid Waste Funds Stormwater Funds Total FY16 $ 1,044,400 239,820 5,052 27,800 20,000 2,500 6,000 Operating CIP Capital Budget Impact Budget $147.9 M $1.3 M $93.8 M $ 1,345,572 The new FY 2016 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 2016 Page 411 City of Flagstaff The table below lists the CIP projects budgeted for completion during FY 2015 – 2016 by major CIP Program area. The associated operating budget impacts of capital projects completed, or substantially completed, early in the current fiscal year will take effect the during the current budget year, FY2015 – 2016. Fiscal Year 2015 ‐ 2016 CIP Projects and Operating and Maintenance Budget Impacts Program and Project Name Fund General Government Program Core Services Maintenance Facility Court Facility Microwave Network Business Accelerator at Innovation Mesa FUTS Program BNSF Bridge at Florence‐Walnut Brannen Access Cedar Trail Country Club Trail FUTS Signing Hospital Rim Trail McMillan Mesa Trail General General General General Annual Impact $ TBD TBD 56,000 183,820 FUTS FUTS FUTS FUTS FUTS FUTS FUTS 114 546 56 784 1,200 1,176 1,176 Utilities Utilities Utilities Utilities Utilities 1,200 4,100 12,000 3,500 7,000 Airport Pavement Marking Solid Waste 20,000 Solid Waste Fueling Station Solid Waste 2,500 Stormwater Schultz Creek Fanning Drive Wash ‐ Lockett Road Stormwater Stormwater 3,000 3,000 Water / Wastewater / Reclaimed Water LM Electrical Service Upgrade Railroad Springs Reservoir #1 Repaint Rio Plant ‐ Replace UV System Wildcat‐ Micro Carbon Feed Addition Buffalo Tank Chlorination Total Operating Impact of FY 2015 ‐ 2016 CIP Projects $ 301,172 A description of each project is listed in FY 2016 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 projected annual impact of the Microwave Network and the Business Accelerator are expected to be $56,000 and $183,820, respectively. The projects within the FUTS Program 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 $5,052. The projects within the Water / Wastewater / Reclaimed Water Program consist of operating and maintenance costs in maintaining City Utility infrastructure. The projected annual impact is estimated at $27,800. Annual Financial Plan 2016 Page 412 City of Flagstaff The Airport has one project, Pavement Marking that will require annual maintenance. The projected annual impact is $20,000 The Solid Waste Program Fueling Station project will require annual maintenance. The projected annual impact will be $2,500. Within the Stormwater Program, two flood control projects will be completed. The projected annual impact will be $6,000. STORMWATER MANAGEMENT Annual Financial Plan 2016 Page 413 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 2016‐2017 to Fiscal Year 2019‐2020 Fund 2016‐2017 Program and Project Name General Government Program USGS Misc Buildings FUTS/Open Space Land Acquisitions Capital Projects Capital Projects Streets Program Beulah Blvd / University Drive Industrial Drive ‐ Huntington to Purina Country Club / Oakmont 2018‐2019 2019‐2020 Total 213,500 ‐ ‐ ‐ ‐ 100,400 ‐ ‐ Transportation Transportation Transportation ‐ 2,390 ‐ ‐ ‐ ‐ 5,500 ‐ ‐ ‐ ‐ 2,675 5,500 2,390 2,675 FUTS FUTS FUTS FUTS FUTS FUTS FUTS FUTS FUTS FUTS FUTS 1,428 784 1,596 448 3,444 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,330 1,638 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 840 3,318 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,386 336 1,428 784 1,596 448 3,444 1,330 1,638 840 3,318 1,386 336 BBB Fund BBB Fund BBB Fund BBB Fund BBB Fund BBB Fund BBB Fund BBB Fund BBB Fund 8,250 4,725 1,500 750 1,500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,550 1,500 750 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4,725 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8,250 4,725 1,500 750 1,500 1,550 1,500 750 4,725 Water / Wastewater / Reclaimed Water New Well and Pumphouse Westside Interceptor Improvements Utilities Utilities ‐ ‐ ‐ 3,800 7,500 ‐ ‐ ‐ 7,500 3,800 Airport Non‐Revenue Parking FUTS Program Fourth Street Trail High Country Trail Lone Tree Trail ‐ Sawmill Rd to Sinclair Wash Pine Knoll Trail Sheep Crossing Trail Lone Tree Trail ‐ Sinclair Wash to Pine Knoll Dr Shultz Pass Trail Bow & Arrow Trail Switzer Canyon Trail Marshall Trail Southwest Crossing Trail BBB E RT 66 ‐ N Edge: Along Kaspar Lake Mary/Beulah Gateway Joel Montalvo Park Surrounds Fort Valley Road Enhancements Urban Forest E RT 66 ‐ S Edge: Fanning to RT 66 Beulah Medians ‐ Phase II Sante Fe Triangle ‐ Pocket Park City Gateway at I‐17/Milton Road $ 2017‐2018 $ 213,500 100,400 Airport ‐ ‐ 5,000 ‐ 5,000 Solid Waste Fueling Station Solid Waste ‐ ‐ 50,000 ‐ 50,000 Stormwater Cottage and Elden Fanning Drive Wash ‐ Steve's Blvd Crossing Spruce Avenue Wash ‐ Linda Vista Bow and Arrow Wash Steve's Boulevard Wash ‐ Soliere Crossing Clay Ave Wash at 5 Points Rio Culvert West Phoenix Spruce Avenue Wash Dorth Inlet Hospital Hill Sunridge Drainage Improvements 116 Butler LID Project Stormwater Stormwater Stormwater Stormwater Stormwater Stormwater Stormwater Stormwater Stormwater Stormwater Stormwater Stormwater 2,000 2,000 2,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 6,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,000 1,000 2,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,000 1,000 1,000 1,000 1,000 2,000 2,000 2,000 6,000 2,000 1,000 2,000 2,000 1,000 1,000 1,000 1,000 246,315 16,568 182,283 10,397 Total Operating Impacts $ $ 455,563 As shown above, a total of 41 CIP projects are projected to produce approximately $455,563 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 2016 Page 414 City of Flagstaff Annual Financial Plan 2016 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM SUMMARY FISCAL YEARS 2016-2020 Budget 2014-2015 Beginning Balance $ - Estimate 2014-2015 - Budget 2015-2016 - Budget 2016-2017 - Budget 2017-2018 - Budget 2018-2019 - Budget 2019-2020 - Total Plan - Page 415 Resources Debt Grants Pay-as-you-go Total Resources 27,246,323 10,818,571 55,059,008 93,123,902 3,051,662 8,457,291 17,420,252 28,929,205 31,237,575 1,728,645 60,864,475 93,830,695 15,656,064 6,095,521 20,427,009 42,178,594 12,172,960 4,225,000 16,404,413 32,802,373 16,761,862 6,907,214 23,348,491 47,017,567 3,800,000 21,518,699 25,318,699 78,880,123 31,213,671 159,983,339 270,077,133 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 49,244,926 11,662,182 2,871,134 200,900 1,516,460 2,893,713 7,398,456 5,183,400 1,345,000 5,666,635 818,000 4,323,096 93,123,902 10,854,014 8,169,231 548,710 95,000 148,200 584,403 3,775,392 2,057,827 100,466 1,791,146 175,000 629,816 28,929,205 41,693,352 20,079,247 3,758,780 372,500 1,478,260 3,644,977 7,128,756 7,384,059 1,394,534 1,130,677 1,393,000 4,372,553 93,830,695 13,156,064 13,240,380 1,544,150 55,000 575,000 4,500,000 2,250,000 6,423,000 110,000 325,000 42,178,594 3,272,960 18,737,413 555,000 45,000 575,000 4,672,000 2,450,000 210,000 1,000,000 1,010,000 275,000 32,802,373 12,661,862 17,436,705 535,000 90,000 625,000 4,422,000 2,550,000 6,700,000 1,522,000 475,000 47,017,567 11,521,699 575,000 10,000 575,000 5,602,000 2,050,500 329,500 4,000,000 380,000 275,000 25,318,699 81,638,252 89,184,675 7,516,640 667,500 1,626,460 6,579,380 30,100,148 18,742,386 2,034,500 21,044,823 4,590,000 6,352,369 270,077,133 Ending Balance $ - - - - - - - - City of Flagstaff Annual Financial Plan 2016 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2016-2020 Budget 2014-2015 General Government General Fund Redevelopment Brownfield Assessement FHA Building Improvements Facilities Improvements Microwave Network Warehouse Evidence Storage Upgrade Impact Fees Page 416 Capital Projects Bond Funded FUTS / Open Space Land Acquisition USGS Misc Buildings Business Accelerator 2010 Street / Utility Projects Rose Avenue La Plaza Vieja Bushmaster Park (Parks and Recreation) Watershed Protection Project Court Facility Core Services Maintenance Facility Total General Government $ Estimate 2014-2015 Budget 2015-2016 Budget 2016-2017 - Budget 2017-2018 145,000 281,500 50,000 480,000 - 127,000 281,500 50,000 216,020 - 263,980 650,000 100,000 - 1,076,094 7,228,509 1,007,220 7,070,116 456,319 565,372 183,981 10,000,000 112,083 1,272,960 - 1,429,000 5,000 1,085,000 1,919,823 7,250,000 28,295,000 1,244,023 283,200 104,244 313,291 57,400 100,000 980,756 3,289,325 7,192,600 28,195,000 2,000,000 860,000 - $ 49,244,926 10,854,014 41,693,352 13,156,064 Budget 2018-2019 - Budget 2019-2020 Total Plan - 127,000 281,500 50,000 480,000 650,000 100,000 390,812 10,000,000 - - 3,311,292 20,000,000 7,747,571 2,000,000 - 2,271,050 - - 1,244,023 283,200 1,085,000 9,873,666 8,110,000 28,295,000 3,272,960 12,661,862 - 81,638,252 City of Flagstaff Annual Financial Plan 2016 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2016-2020 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Budget 2019-2020 Total Plan 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 417 Transportation Tax Funded West / Arrowhead Improvement Franklin Safety Improvements 4th Street Safety Improvements Soliere Avenue - Fanning Wash Crossing Beulah Blvd / University Drive Public Infra. Contro Traffic Signal Program Butler Avenue Adaptive Signal Control Switzer/Turquoise Roundabout Reserve for Transportation Improvements Bike / Ped and Safety Improvement Brannen Homes Sidewalk Lockett Transportation Study Transportation Planning and Programming HSIP Program Industrial Drive - Huntington to Purina Beulah Blvd / University Drive Country Club / Oakmont Butler / 4th Intersection Reconstruction Fourth Street Bridge / I-40 Design Major Road Reconstruction Major Road Reconstruction (Safety) $ 2,146,000 822,982 850,000 50,000 50,000 15,000 190,800 2,096,000 822,982 25,000 20,000 82,000 15,000 10,080 2,196,000 825,000 50,000 50,000 15,000 242,120 2,188,920 50,000 50,000 15,000 6,600 2,232,698 50,000 50,000 15,000 - 2,277,352 50,000 50,000 15,000 - 2,322,899 50,000 50,000 15,000 - 13,313,869 822,982 850,000 270,000 332,000 90,000 258,800 2,119,100 250,000 270,000 250,000 423,660 167,500 121,000 90,000 79,000 2,267,140 1,500,000 - 662,442 104,498 117,110 125,983 13,000 1,520,508 381,533 412,060 250,000 150,000 119,660 90,000 69,601 172,025 73,850 - 441,084 100,000 90,000 85,000 2,095,115 2,676,150 - 184,700 125,000 90,000 75,000 305,160 - 512,000 193,900 125,000 90,000 75,000 1,868,815 4,625,000 - 203,600 125,000 90,000 75,000 1,115,000 3,235,753 350,000 - 550,000 213,800 125,000 90,000 75,000 2,805,000 500,000 2,182,950 486,031 529,170 250,000 150,000 675,983 597,677 689,000 984,000 500,000 560,744 100,000 540,000 454,601 4,441,115 7,375,000 1,115,000 3,235,753 350,000 2,805,000 500,000 597,677 177,000 175,000 City of Flagstaff Annual Financial Plan 2016 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2016-2020 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Budget 2019-2020 Total Plan Streets / Transportation Road Repair & Street Safety Pavement Maintenance Utility Replacements & Overlays Zuni Drive Lockett Avenue Pullium Drive East Route 66 Beaver Street Canyon Terrace David Drive Total Streets / Transportation $ 11,662,182 3,550,000 - 6,050,000 200,000 800,000 300,000 200,000 - 2,500,000 2,500,000 3,200,000 1,725,000 225,000 - 2,500,000 3,300,000 325,000 1,275,000 1,500,000 - 2,000,000 3,000,000 4,500,000 350,000 - 400,000 3,000,000 1,050,000 150,000 125,000 17,000,000 12,000,000 4,000,000 2,350,000 1,700,000 6,000,000 1,400,000 150,000 125,000 8,169,231 20,079,247 13,240,380 18,737,413 17,436,705 11,521,699 89,184,675 Page 418 City of Flagstaff Annual Financial Plan 2016 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2016-2020 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Budget 2019-2020 Total Plan FUTS Fund Page 419 FUTS Special Projects & Unprogrammed Work FUTS Signage Program Arizona Trail Bow & Arrow - Juniper Point to AZ 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 - Sawmill Rd Sinclair Wash Lonetree Trail - Sinclair Wash to Pine Knoll Dr Ponderosa Trail Rehab Switzer Canyon Trail Shultz Pass Trail Little America Trail Marshall Trail SW Crossing Tr - Highland Mesa Rd to Woodlands Total FUTS Fund $ 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 - 9,358 273,932 161,805 14,650 14 12,472 4,401 1,500 23,582 14,917 32,068 11 - 50,000 120,686 500 9,000 20,000 130,878 2,310,799 113,500 36,500 62,185 101,400 236,682 48,200 73,800 91,600 76,250 100,000 176,800 - 50,000 431,500 6,600 6,600 278,000 346,200 285,250 140,000 - 50,000 40,000 215,000 100,000 150,000 - 50,000 40,000 300,000 85,000 60,000 50,000 100,000 335,000 90,000 259,358 394,618 162,305 80,000 23,650 20,014 143,350 2,315,200 545,000 38,000 92,367 122,917 268,750 48,200 351,800 437,800 361,500 455,011 176,800 400,000 150,000 100,000 420,000 150,000 $ 2,871,134 548,710 3,758,780 1,544,150 555,000 535,000 575,000 7,516,640 City of Flagstaff Annual Financial Plan 2016 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2016-2020 Budget 2014-2015 BBB FUNDS Arts and Science Rendezvous Sculpture Kings House Mural Fort Valley Wall Art in the Alley West Rt 66 - North Edge Utility Box Art Airport Murals Thorpe Sculpture TBD East Flagstaff Gateway (4th Street) Vision Flagstaff Joel Montalvo Park Surrounds Route 66 FUTS Rest Area Page 420 BBB Recreation Bushmaster Park Improvements Flag Rec Center, Replace Four (4) Tennis Courts Second Chiller Aquaplex Improvements Ice Rink Improvements City of Flagstaff Beautification Streetscape 4th Street Neighborhood Gateway Butler Medians Phase III 4th Street Corridor Improvements Butler Avenue - North Edge Fort Valley Road Enhancements North Edge-Lockett to Route 66 Along Kaspar Milton Avenue - North Edge Capital Repair Project Train Station Platform Lake Mary/Beulah City Gateway Non-Conforming Sign Program Gutter Diversions - Sustainable Streets Urban Forest US 89 Medians Joel Montalvo Park $ Estimate 2014-2015 Budget 2015-2016 25,000 25,000 50,000 10,000 12,500 70,000 8,400 200,900 10,000 85,000 95,000 200,000 15,000 10,000 50,000 25,000 12,500 50,000 10,000 372,500 581,460 480,000 250,000 60,000 145,000 1,516,460 3,200 10,000 60,000 75,000 148,200 581,460 476,800 240,000 110,000 70,000 1,478,260 169,113 1,537,100 492,500 20,000 50,000 20,000 50,000 300,000 75,000 80,000 100,000 - 252,500 6,880 25,000 50,000 50,000 75,000 20,000 5,023 100,000 - 1,575,000 50,000 350,000 20,000 380,000 219,977 25,000 100,000 50,000 50,000 250,000 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Budget 2019-2020 10,000 45,000 55,000 10,000 35,000 45,000 10,000 80,000 90,000 10,000 10,000 - - - - 100,000 25,000 100,000 50,000 250,000 - 100,000 25,000 50,000 - 100,000 25,000 50,000 - 100,000 25,000 50,000 - Total Plan 200,000 25,000 10,000 50,000 25,000 12,500 85,000 50,000 50,000 80,000 35,000 45,000 667,500 581,460 480,000 250,000 170,000 145,000 1,626,460 252,500 6,880 2,000,000 50,000 50,000 400,000 20,000 75,000 400,000 225,000 125,000 300,000 250,000 300,000 250,000 Annual Financial Plan 2016 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2016-2020 Budget 2014-2015 Beautification Streetscape (continued) Downtown Green Downtown Tree Wells Steves Blvd Corners South Edge - East Route 66 Beulah Medians - Phase II Sante Fe Triangle - Pocket Park City Gateway at I-17/Milton Road Minor City Gateway Signs Vision Flagstaff - Future Projects Total BBB FUNDS $ Estimate 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Budget 2019-2020 Total Plan 2,893,713 584,403 250,000 250,000 75,000 3,644,977 50,000 575,000 200,000 100,000 50,000 50,000 575,000 200,000 50,000 200,000 625,000 400,000 575,000 250,000 250,000 75,000 250,000 100,000 50,000 250,000 50,000 600,000 6,579,380 4,611,073 827,603 5,495,737 630,000 620,000 715,000 585,000 8,873,340 Page 421 City of Flagstaff Annual Financial Plan 2016 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2016-2020 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Budget 2019-2020 Total Plan Water/Wastewater/Reclaimed Water Page 422 Water Reserve for Improvements Future Water Rights Aging Water Infrastructure Replacement (AWIR) Radio Read Meter Replacements Water Meter Vault Replacement Program Rio de Flag Waterline Relocations San Francisco Alley Waterline Lake Mary Land Acquisition McCallister Well, Pump, and Building Lake Mary Well #2 - 12" Pipeline Lake Mary Electrical Service Upgrade Water System Master Plan Switzer Canyon Transmission Line West / Arrowhead Waterline NAZ Water Supply Feasibility Water Rate Study Facility Improvements Westside Waterline Expansion Cheshire Tank Repairs Railroad Springs Resevoir #1 Repaint New Well and Pumphouse Route 66 Waterline Improvements Walapai Drive Alley Waterline Communication Towers for Operations AWIR - Leroux St Waterline / Sewerline WTP Security and SCADA Improvements Hydrological Studies $ 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 47,200 224,128 350,000 6,500 1,000 170,960 45,000 11,500 1,525,545 2,767 56,908 88,400 46,600 359,000 25,000 60,000 265,720 57,193 131,971 - 300,000 550,000 382,000 300,000 100,000 199,000 1,005,000 309,500 300,000 107,666 53,092 60,000 52,000 85,000 275,000 678,000 167,807 1,877,191 77,500 250,000 300,000 2,400,000 300,000 1,500,000 - 300,000 2,832,000 340,000 200,000 1,000,000 - 300,000 2,832,000 340,000 250,000 700,000 - 300,000 2,832,000 340,000 275,000 700,000 150,000 900,000 105,000 - 1,800,000 597,200 11,502,128 1,970,000 106,500 725,000 170,960 1,400,000 1,050,000 321,000 300,000 150,000 2,425,545 110,433 110,000 253,400 98,600 444,000 300,000 200,000 2,500,000 738,000 265,720 225,000 2,009,162 77,500 250,000 7,398,456 3,775,392 7,128,756 4,500,000 4,672,000 4,422,000 5,602,000 30,100,148 City of Flagstaff Annual Financial Plan 2016 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2016-2020 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Budget 2019-2020 Total Plan Water/Wastewater/Reclaimed Water Page 423 Wastewater Picture Canyon Westside Interceptor Improvements Sewer / Reclaimed Water Master Plan Rio Plant - Replace UV System WWTP Energy Efficiency Program WWTP Security and SCADA Improvements Wildcat - Barscreens Wildcat - Solids Disposal Wildcat - Septage & Grease Station Wildcat - Centrate Wildcat - Primary Pump Station Wildcat - Micro Carbon Feed Addition Aging Sewer Infrastructure Replacements Rio de Flag Sewer Relocates Innovation Mesa Sewerline Bonito Sewer Replacement Sinclair Sewer Replacement COGEN Improvements Wildcat - Facility Improvements Wildcat - Repair Grit Chamber/Replace Grit Pumps Rio - Facility Improvements Rio - Facility Improvements-Plant Rio Plant - Backup Generator Reserve for Improvements Rate Study - Sewer Portion City of Flagstaff Reclaimed Water Wildcat - RW Pump Station Buffalo Tank Clorination Juniper Point 12" Reclaim Line Connection Bushmaster - RW Pump Station Rate Study - Reclaimed Portion Sewer/Reclaim Master Plan Total Water, Wastewater, and Reclaimed Water $ 260,000 948,400 400,000 823,000 600,000 450,000 430,000 242,000 320,000 70,000 340,000 300,000 - 222,408 17,644 388,000 516,000 30,000 20,000 170,000 236,000 187,775 270,000 - 37,592 1,400,000 1,171,126 107,500 770,000 430,000 200,000 628,600 242,000 511,841 1,015,400 340,000 50,000 65,000 55,000 60,000 300,000 - - 300,000 - 500,000 350,000 1,300,000 300,000 - 300,000 1,300,000 250,000 400,000 300,000 - 112,500 1,300,000 275,000 300,000 63,000 260,000 500,000 112,500 1,400,000 2,188,770 107,500 388,000 516,000 800,000 450,000 300,000 200,000 5,998,600 767,000 511,841 1,251,400 187,775 340,000 50,000 65,000 55,000 60,000 400,000 1,770,000 63,000 5,183,400 2,057,827 7,384,059 2,250,000 2,450,000 2,550,000 2,050,500 18,742,386 850,000 495,000 - 60,000 40,466 - 790,000 150,000 454,534 - - 210,000 - - 310,000 7,000 12,500 850,000 150,000 520,000 495,000 7,000 12,500 1,345,000 100,466 1,394,534 - 210,000 - 329,500 2,034,500 13,926,856 5,933,685 15,907,349 7,982,000 50,877,034 . 650,000 1,300,000 . 6,750,000 7,332,000 6,972,000 Annual Financial Plan 2016 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2016-2020 Budget 2014-2015 Estimate 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Budget 2019-2020 Total Plan Airport Westplex Taxiway - Rehab Phase II Sustainability Master Plan Master Plan Update Heliport-Environ Assess, Land Acq., Perimeter Rd Heliport - Design & Construction Pulliam Drive 2018 Land Acquisition FY-19 ADOT - Design Parking Structure Runway Mill & Overlay Design Runway Mill & Overlay Construction Parking Structure (Non-Revenue Producing) Total Airport $ 1,870,127 296,508 3,500,000 - 1,703,000 88,146 - 208,362 600,000 322,315 - 60,000 925,000 1,800,000 3,638,000 - 1,000,000 - 6,700,000 - 4,000,000 1,703,000 296,508 660,000 925,000 1,800,000 6,700,000 1,000,000 322,315 3,638,000 4,000,000 $ 5,666,635 1,791,146 1,130,677 6,423,000 1,000,000 6,700,000 4,000,000 21,044,823 Page 424 City of Flagstaff Annual Financial Plan 2016 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2016-2020 Budget 2014-2015 Solid Waste Maintenance Building Stormwater Infrastructure Road Extension Cell Preparation Fees Alternative Liner Test Plots Paper Sludge Storage South Borrow Pit Design / Roads / Scales Fueling Station Project Utility Infrastructure - Gas, Water, Fiber Optics Total Solid Waste $ $ Estimate 2014-2015 Budget 2015-2016 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Budget 2019-2020 150,000 44,000 49,000 75,000 500,000 - 150,000 25,000 - 54,000 49,000 50,000 500,000 200,000 540,000 - 10,000 100,000 - 10,000 700,000 300,000 10,000 1,512,000 10,000 70,000 300,000 - 818,000 175,000 1,393,000 110,000 1,010,000 1,522,000 380,000 - Total Plan 150,000 94,000 119,000 300,000 75,000 500,000 1,000,000 540,000 1,812,000 4,590,000 Page 425 City of Flagstaff Annual Financial Plan 2016 CITY OF FLAGSTAFF CAPITAL IMPROVEMENT PROGRAM LISTING FISCAL YEARS 2016-2020 Budget 2014-2015 Estimate 2014-2015 Page 426 Stormwater Utility Spot Improvement - Annual $ Spot Improvement - 5 Points Spot Improvement - Rio Culvert Spot Improvement - Rio Culvert Construction Spot Improvement - Fanning / Lockett Culvert Design Spot Improvement - Fanning / Lockett Culvert Constru Spot Improvement - Clay Ave Wash Spot Improvement - Columbia Circle Spot Improvement - City Prop 116 Butler Spot Improvement - Shultz Creek Design Phase I Spot Improvement - Cottage and Elden Design Spot Improvement - Cottage and Elden Spot Improvement - Spruce Ave Wash-Linda Vista Spot Improvement - Spruce Ave Wash-Dortha Inlet Spot Improvement - 10 Bundled Projects Drainage Spot Improvement Rio De Flag Project Rio Parking Replacement 75,000 175,000 10,000 35,000 1,500 338,000 29,800 90,000 30,000 2,338,796 1,200,000 75,000 145,000 10,000 15,000 1,500 38,000 7,000 30,000 10,000 37,213 261,103 - Total Stormwater Utility 4,323,096 629,816 $ Budget 2015-2016 75,000 30,000 40,000 20,000 512,700 Budget 2016-2017 Budget 2017-2018 Budget 2018-2019 Budget 2019-2020 300,000 42,887 20,000 2,131,966 1,200,000 250,000 - 200,000 - 200,000 200,000 - 200,000 - 450,000 175,000 10,000 40,000 35,000 512,700 1,500 338,000 7,000 72,887 30,000 250,000 200,000 200,000 237,213 200,000 2,393,069 1,200,000 4,372,553 325,000 275,000 475,000 275,000 6,352,369 . 75,000 - 75,000 - 75,000 - 75,000 - - - - - Total Plan City of Flagstaff CITY OF FLAGSTAFF UN-FUNDED CAPITAL IMPROVEMENTS FY 2016- 2025 The following is a list of projects that currently do not have a funding source and therefore are unfunded City Capital projects at this time. This list is updated annually as changes in funding occur as well as changes in priorities for the City. (Revised 03/16/2015) GENERAL GOVERNMENT Police Department Police Admin. Facility Expansion Evidence/Property/Document Storage Facility $ 2,650,000 2,500,000 5,150,000 Fire Department Training Center Facility Improvements (structure) Training Center Ground Improvements 1,500,000 800,000 2,300,000 Municipal Facilities Municipal Courts Facility Downtown Parking Garage City Hall Annex Records Storage Facility City Hall Main Entry Redesign 4,800,000 25,000,000 3,750,000 250,000 500,000 34,300,000 Total General Government 41,750,000 PUBLIC WORKS Streets Sunnyside Neighborhood Improvements 5,000,000 5,000,000 Parks Arroyo Park Improvements Buffalo Park Improvements Bushmaster Park Land/Expansion Cheshire Park Improvements Christensen Park Development Clay Basin West Park Development Continental Regional Park Phase I Continental Regional Park Phase II Joe Montalvo Park Improvements Lake Mary Regional Park Development Wheeler Park Re-Design Phase I Annual Financial Plan 2016 Page 427 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 City of Flagstaff CITY OF FLAGSTAFF UN-FUNDED CAPITAL IMPROVEMENTS FY 2016- 2025 Cemetery Cemetery Entrance at Lone Tree/Woodlands $ 706,520 706,520 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 32,640,000 145,923,320 TRANSPORTATION Priority 1 2 3 4 Fourth St./I-40 Overpass & Roadway J. Wesley Powell Blvd - Pine Canyon to S. Fourth St. Yale/Plaza Way/Metz Walk Backage Rd. J. Wesley Powell Blvd - Airport to L. Mary Rd. 10,000,000 25,000,000 3,000,000 8,000,000 5 6 7 Lone Tree Corridor Rte 66 to Butler Ave Pine Knoll to J Wesley Powell Blvd Sawmill to Pine Knoll 50,000,000 47,900,000 TBD 8 9 10 11 12 13 14 15 16 17 18 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 Ponderosa Parkway Extension (Rt. 66 to the north) Linda Vista Extension (Fanning to 89N) 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 TBD TBD 253,150,000 Total Transportation Annual Financial Plan 2016 Page 428 253,150,000 City of Flagstaff CITY OF FLAGSTAFF UN-FUNDED CAPITAL IMPROVEMENTS FY 2016- 2025 ECONOMIC VITALITY Business Retention and Expansion APS Substation Infrastructure Extension TBD Airport Capital Airport Paid Parking Structure $ Community Investment Visitor Center/Train Station Upstairs Remodel 8,000,000 100,000 Total Economic Vitality 8,100,000 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 Total Urban Trails 75,000 550,000 175,000 200,000 1,050,000 200,000 2,250,000 2,250,000 UTILITIES Water Lake Mary Water Plant (Div 47) LM WTP - Sludge Lagoons 1,000,000 Water Distribution (Div 51) North Reservoir Treatment Plant Woody Mountain Booster Station Main Tank Rehabilitation Christmas Tree Tank Rehabilitation Paradise Tank Rehabilitation Kinlani Booster Station Upgrade-FF AMR Meter Conversion-Fixed Base Network 1,136,400 412,100 2,400,000 1,000,000 500,000 631,100 1,730,000 Water Production (Div 52) Tuthill Well Tuthill Booster Red Gap Ranch Boring-Canyon Crossings Seg 1 only Red Gap Ranch Boring-Canyon Crossings Seg 2 only Red Gap Ranch Boring-Canyon Crossings Seg 3 only Red Gap Ranch Pipeline 100% Design Red Gap Ranch Pipeline Construction Annual Financial Plan 2016 Page 429 187,500 21,900 3,470,000 3,420,000 13,570,000 11,200,000 220,000,000 260,679,000 City of Flagstaff CITY OF FLAGSTAFF UN-FUNDED CAPITAL IMPROVEMENTS FY 2016- 2025 Wastewater Wastewater Treatment Improvements (Monitoring) (Div 57) Rio WRP-Blower Replacement Rio WRP-Back up Electrical Generator Rio WRP-Filter Expansion, TF-1 Wildcat WWTP-Improve baffling and weirs at secondary clarifiers Wildcat WWTP-Add post anoxic zone Wildcat WWTP-Add initial anaerobic zone Wildcat WWTP-Replace all three anoxic mixers on IFAS Wildcat WWTP-Replacement blowers for primary aeration Energy Efficiency Wildcat WWTP-Plant influent isolation valve, vault and actuator Wildcat WWTP-Rebuild top-end of Jenbacher engine unit on cogen equipment Wildcat WWTP-Replace activated carbon for odor control on primary and centrifuge air handlers Wildcat WWTP-Grease Odor Control Equipment Replacement Wildcat WWTP-Building Improvements-HVAC system replacement, sprinklers, roof Wildcat WWTP-Plant Heat Recovery System (7) pumps and 10,000 ft. of 2" pipe Wildcat WWTP-Install UV System Design of WWTP Plant Expansion 5MG WWTP Plant Expansion $ Wastewater Collection/Reclaim Distribution (Div 58) Flagstaff Interceptor (Butler to CCC) Card Reader Replacement Reclaim System Improvements-8" bottleneck Reclaim Storage Continental Reclaim Line replacement 1,400,000 400,000 550,000 480,000 2,152,000 1,440,000 140,000 75,000 275,000 260,000 140,000 450,000 250,000 310,000 TBD 9,600,000 80,000,000 97,922,000 5,600,000 150,000 1,400,000 2,000,000 2,000,000 11,150,000 Stormwater Priority 1 2 3 4 5 6 West Street Wash Switzer Canyon Wash Upper Reach Fanning Drive Wash Upper Reach Switzer Canyon Wash Lower Reach Zuni Drive Rio de Flag Flood Control Project 5,595,037 5,351,513 2,631,526 1,578,522 315,000 36,000,000 51,471,598 Total Utilities TOTAL UNFUNDED PROJECTS $ Annual Financial Plan 2016 Page 430 421,222,598 872,395,918.00 City of Flagstaff   . CE WEST FLAGSTAFF E AV LOCKETT RD. 24 20 5 1 MILTON RD. ER OAK MO SO S NCI E. F RA OU ST. NCI SO T. TO SEDONA FRA AVE . XS LER AVE . LER OU . W .P 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 W Y AR M PULLIAM D R NIX A VE. BUT FLAGSTAFF AIRPORT 9 PHOE M HN 28 32 O W .P HN KE JO T. EL L BL VD .  JO Milton Rd. Underpass  N LA TO PHOENIX 8  66 . 337 XS 10 E. ELM E AV AG E AV  LAKE MARY AND MORMON LAKE 33 11 SAN TA F  EN A 12 VE. LER SAN ASP  ZU T. HA VE. BEA VER S TR A BIRC ST. PAR K  U . DR NI IL AVE . ASS RRY ST. WO OD LA O 6 CHE . DR ST. LL NO EK BEA VER 27 PIN SOUTH FLAGSTAFF 16 HISTORIC DOWNTOWN R EYS NE PHR ON HUM D L L C MC  17 E6 MANSION STATE . HISTORIC PARK RY NT C 17 R OSA PKWY. SITY D R . 89A GH HI . VE RA TLE BU 40 15 LONE TREE RD. MEAD O W S ST F DE U N I V RIORDAN S VILLAGE ND B LV D . Y MOUNTAIN RD. OD O W RE THE ARBORETUM AT FLAGSTAFF DR. NT NE LA  O 40  66 18 7  UNIVERSITY DR. NORTHERN ARIZONA 29 UNIVERSITY Y CK LU 6 BUTLER AVE. 2 Fourth St. Overpass N TE 6 SAN BEA VER ST. FRA NCIS OS T. DOWNTOWN ROU PO N 66 D. NR HISTORIC ROUTE 66 HISTORIC A RD RIO BUS RO UT  HISTORIC Milton Rd. Underpass 40 23 O NIT O BO BIR CH AVE AS SAN PEN A . VE LOWELL TA F E AV . E. OBSERVATORY . DR HUM BEA PHREY VER S ST. ST. SAN FRA NCIS OS T. ON  EAST FLAGSTAFF . Flagstaff Medical Center 40 66 DR RD. RD. 31 14 NG T THORPE RD. 30 26 I TR US IND D AL HU NT I RPE NY ZER CA SWIT THO WALNUT CANYON NATIONAL MONUMENT R. ST FOREST AVE. ROUTE 66  180 R DA HISTORIC COUNTRY CLUB DR. MUSEUM OF NORTHERN ARIZONA 66 FANNING DR.  HISTORIC 89 . VD BL ARIZONA SNOWBOWL SUNSET CRATER VOLCANO AND WUPATKI NATIONAL MONUMENTS 13 LINDA VISTA DR. 4 ES EV  FOURTH ST. FLAGSTAFF NORDIC CENTER  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 © 2015 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 rev 6/15 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. 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 2016 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 44.8 50.2 58.5 68.0 78.0 81.6 79.1 73.5 63.4 51.6 43.4 15.3 18.0 22.4 28.0 34.3 41.8 50.9 49.8 41.9 31.5 22.5 16.6 2.07 2.01 2.03 1.25 0.62 0.44 2.47 2.73 1.91 1.49 1.60 2.03 Year (average) 61.2 31.1 20.65 Source: Western Regional Climate Center (Jan. 1893-Jan 2015) 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 4,600,000 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 27,000 students in their 151, 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 2014 69,391 135,695 6,581,054 Sources: Arizona Department of Administration and U.S. Census Bureau Page 432 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 2015 Business Licenses Telecom Publishing Job Printing Restaurants/Bars Amusements Commercial Rental TPP Rental Contracting Retail Advertising Hotel/Motel Franchise Miscellaneous Service Related (Business Licenses) Total Licenses 227 44 49 389 48 694 537 1,993 3,913 62 165 129 17 1,479 9,746 Source: City of Flagstaff, Tax, Licensing, and Revenue Division Total retail sales generated by Flagstaff businesses reached $2.1 billion in FY 2015. 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 554 licensed businesses generating BBB tax revenues (an additional 2% sales tax from restaurants, bars, and hotels/motels). Major private employers in the Flagstaff area are Flagstaff Medical Center, W. L. Gore & Associates, 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 2014 Annual Financial Plan 2016 2010 76,599 6,819 8.9% 2014* 71,175 5,115 7.2% Growth Indicators Business Licenses Retail Sales Primary Net Assessed Value 2000 2010 5,440 9,762 1,238,195,104 1,787,828,409 399,244,815 813,239,868 2015 9746 1,933,385,777 684,728,330 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 31 associate degrees and 21 certificate programs, as well as continuing education courses and special programs for small businesses. In the fall of 2014, enrollment was more than 7,500 students. 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 2014, NAU offered 91 Bachelor, 49 Master, and 11 Doctorate along with 42 Undergraduate and 25 Graduate certificates. Top enrollment for its 27,715 students (20,134 of which were enrolled at the Flagstaff campus) are Elementary Education, Biology, Biomedical Science, 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 Lodging, Restaurant, and Lounge 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 433 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 2016 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 shuttle and 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 434 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 2016 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 435 City of Flagstaff C ity o f Flag s taff, A r izo n a Pr in c ipal Pr o per ty Tax pay er s Tax Y ear 2014 As a Percentage Total Taxpayer Type of Business Arizona Public Service Company Utility W L Gore & Associates, Inc. Manufacturer $ Nestle Purina Petcare Company of the City Total Assessed Secondary Valuation Assessed Valuation 16,979,201 2.53% 13,395,589 2.00% Distribution/Retail 4,569,652 0.68% Wal-Mart Stores, Inc. Shopping Center 3,569,153 0.53% Qwest Corporation Utility 3,479,770 0.52% Flagstaff Mall Associated Ltd. Partnership Shopping Center 2,959,068 0.44% BNSF Railway Company Railroad 2,559,062 0.38% Unisource Energy Corporation Utility 2,433,440 0.36% Walgreens Arizona Drug Co. * Distribution 2,354,755 0.35% Ridge at Clear Creek LLC Real Estate 2,215,553 0.33% 54,515,243 8.13% Total Principal Taxpayers $ * Closed Flagstaff Operations in April 2015 Source: Coconino County Assessor C ity o f F lag s taff, A r izo n a Pr o per ty Tax Rates Dir ec t an d O v er lappin g Go v er n m en ts L as t Ten F is c al Y ear s Fiscal Year 2006 City $ School Community District College County Total 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 2014 1.6795 5.1939 0.5879 0.9022 8.3635 2015 1.6784 5.1867 0.6056 0.9022 9.2931 Note: Tax rates are per $100 assessed valuation. Annual Financial Plan 2016 Page 436 City of Flagstaff City of Flagstaff, Arizona Sales Tax Rates Direct and Overlapping Governm ents Last Ten Fiscal Years June 30 City Sales Tax 2006 1.0000 2007 City Transportation Tax County Sales Tax State Sales Tax Total 0.6010 2.0000 0.9250 5.6000 10.1260 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 2015 1.3300 0.7210 2.0000 1.3000 5.6000 10.9510 Annual Financial Plan 2016 % City BBB Tax Page 437 City of Flagstaff City of Flagstaff, Arizona Miscellaneous Statistics Date of Incorporation May 26, 1894 Elections Last Municipal Election Nov 2014 Number of Registered Voters Number of Votes Cast % of Registered Voters that Voted Last Special Election May 2015 Number of Registered Voters Number of Votes Cast % of Registered Voters that Voted Date Charter Adopted October 3, 1958 Date of Latest Charter Amendment July 14, 2015 31,140 16,910 54.30% 29,409 4,604 15.66% Form of Government Council, City Manager Parks and Recreation Number of Developed Parks Number of Un-developed Parks Park Acreage Flagstaff Urban Trail System-Miles Area - Square Miles June 2015 - 65.62 Infrastructure as of June 30, 2015 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 Employees as of June 30, 2015 Merit System Exempt Temporary Elected Officials Total Payroll for the Year Ending 2015: $ 664.00 13.69 166.00 434.94 25.80 91.30 275.84 3,466 3,254 14 7,493 533 172 258 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 4 735.84 55.00 19 1 2 10 1 2 20 4 13 4 2 4 17 1 17 5 41,384,215 Education Fire Protection Number of Stations Number of Employees (FTE) FY 2015 Police Protection Number of Employees (FTE) FY 2016 Number of Employees (FTE) FY 2015 Number of Calls for Service 12/31/2014 Ave. Patrol Officers for 24 hour period Vehicular Patrol Units Coconino County Jail Prisoner Capacity 6 85.00 Enclosed Hangars Open Hangars Annual Financial Plan 2016 Charter Schools Community College (Coconino) University (Northern Arizona) 169 169 56,373 27.1 37 477 Pulliam Airport Fixed Base Operators Locally Based Aircraft Tiedowns Number of Schools: Public Elementary Public Middle School Public High School Private Schools Magnet Schools 1 134 11 Number of Students (Fall 2014): Flagstaff Unified School District Charter Northern Arizona University Flagstaff Campus All Locations Coconino Community College Full-Time Part-Time 10 2 2 3 1 10 1 1 9,843 3,148 20,134 27,715 1,405 2,989 61 48 Page 438 City of Flagstaff City of Flagstaff, Arizona Miscellaneous Statistics Sales Tax Retail Sales Last 10 Fiscal Years: 2015 Population Census Population Count $ 2014 2013* 2012 2011 2010 2009 2008 2007 2006 2005 Total Sales Tax Revenue (All Categories) for $ 1,933,385,777 2014** 69,391 2,061,700,450 1,865,322,500 1,980,692,207 1,843,603,506 1,787,828,409 1,884,139,784 2,043,103,670 1,896,091,014 1,894,126,077 1,749,149,158 Fiscal Year 2014 15,993,644 2013** 2012** 2011** 2010 2009** 2008** 2005** 2000 1995* 1990 1985* 1980 67,502 66,322 65,985 65,870 64,581 63,867 61,185 52,894 52,701 45,854 38,247 34,743 *Beginning in FY13, the City changed its Gross Income calculations for retail sales due to internal sales tax reporting changes / re-categorizations. *Special Census **Estimate Source: Az Dept of Economic Security Utility Enterprise Total Active Accounts on June 30, 2015 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 19,934 4,562 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) 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://quickfac ts.census.gov/qfd/states/04/0423620.html http://www.de.state.az.us/links/economic /webpage/index.html Annual Financial Plan 2016 Page 439 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 Certificates of Participation USGS 2003 Revenue 4th Street 4.750 % 4.750 4.750 - 2010 A Revenue Infrastructure 4.000 4.000 5.000 5.250 5.250 5.250 5.250 - 2011 NAU-Public Safety Communications 3.000 % 3.798 4.057 4.182 4.402 4.502 4.602 5.215 5.480 - Annual Financial Plan 2016 2.400 2.400 2.400 2.400 2.400 2.400 2.400 2.400 - 2006 G.O. Fire, FUTS, Aquatic/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. Projects Parks, Water 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 2012 4th Street Revenue Partial Refunding 2.000 2.500 2.000 2.000 3.500 3.500 2.750 - Page 440 3.000 3.000 3.500 4.000 4.000 3.500 3.750 - 2009 Certificates of Participation Street Overlay & Fire Equipment 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 C ity o f Flag s taff, A r izo n a Per c en t o f Net Gener al Bo n ded Debt to Sec o n dar y A s s es s ed Valu e an d Net Gen er al Bo n ded Debt Per C apita L as t Ten F is c al Year s Percent of Net Bonded Fiscal Gross Less Net Debt to Net Bonded Full Cash Bonded Current Bonded Assessed Debt Per Value (2) Debt Portion Debt Value Capita Year Population (1) 2005 61,145 $ 501,655,440 $ 26,784,064 3,915,000 $ 22,869,064 5% 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 55,092,587 4,731,930 50,360,657 7% 746.06 2014 69,391 670,696,280 50,310,657 5,167,985 45,142,672 7% 650.56 $ $ 374.01 (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 $ $ 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 2015 50,360,657 17,959,743 3,530,000 6,705,000 78,555,400 $100,000,000 $80,000,000 Sp eci al Asse ssment $60,000,000 Other R eve nu e $40,000,000 Gen er al Obli ga ti on $20,000,000 $2011 Annual Financial Plan 2016 2012 2013 Page 441 2014 2015 City of Flagstaff City of Flagstaff, Arizona United States Consum er Price Index 10-Year Historical Trend - June Versus June Non-Seasonally Adjusted 2006 June Percent Change 2007 2008 2009 2010 2011 2012 2013 2014 2015 202.9 208.4 218.8 215.7 218.0 225.7 229.5 233.5 238.3 238.6 4.3% 2.7% 5.0% -1.4% 1.1% 3.5% 1.7% 1.7% 2.1% 0.1% CONSUMER PRICE INDEX 10 YEAR HISTORICAL TREND - JUNE 260.0 240.0 220.0 200.0 180.0 160.0 140.0 120.0 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2014 2015 CONSUMER PRICE INDEX 10 YEAR HISTORICAL TREND - PERCENT CHANGE 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 0.0% 2006 2007 2008 2009 2010 2011 2012 2013 -1.0% -2.0% Source: Tax, Licensing, and Revenue Section Annual Financial Plan 2016 Page 442 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2011-2012 2012-2013 2013-2014 2014-2015 Add/Delete 2015-2016 Adopted 2015-2016 0 0 1 1 1 1 0 1 0.875 2 1 1 0.25 0.67 10.795 0 0 1 1 1 1 1 0 1 2 0 2 0.25 0 10.25 1 0 1 1 1 1 1 0 1 2 0 2 0.25 0 11.25 1 1 1 1 1 1 1 0 1 2 0 1 0.25 0 11.25 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 0 1 2 0 1 0.25 0 11.25 CAPITAL IMPROVEMENTS Admin Specialist Capital Improvements Engineer Project Manager Total 1 1 6 8 Transfer 1 6 7 0 1 6 7 0 1 7 8 0 0 0 0 0 1 7 8 HUMAN RESOURCES Admin Assistant Admin Specialist Division Director (HR) Human Resources Analyst Human Resources Benefit Spec. Human Resources Generalist Human Resources Manager Human Resources Recruiter Human Resources Supervisor Total 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 0 1 1 7.75 0 1 1 2.75 0 1 0 1 1 7.75 0 0 0 0.25 0 0 1 0 0 1.25 0 1 1 3 0 1 1 1 1 9 1 1 2 1 1 2 1 1 2 1 1 2 0 0 0 1 1 2 1.5 0.25 2 0 4 1 1 1 1 2 13.75 1.75 0 2 0 3 1 1 1 1 3 13.75 1.75 0 2 0 3 1 1 1 1 3 13.75 3 0 0 1 3 1 1 1 1 3 14 0 0 0 0 0 0 0 0 0 1 1 3 0 0 1 3 1 1 1 1 4 15 SECTION CITY MANAGER Admin Assistant Assistant to City Mgr (Admin.) 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 Manager Executive Admin Assistant Executive Assistant Intern Mgmt Assistant (Funded in FY11 & FY12) Total RISK MANAGEMENT Assistant to City Manager (Risk Mgt) Risk Management 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 Total Annual Financial Plan 2016 Page 443 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2011-2012 2012-2013 2013-2014 2014-2015 Add/Delete 2015-2016 Adopted 2015-2016 INFORMATION TECHNOLOGY Division Director (IT) IT Adminstrator IT Analyst IT Manager IT Services Supervisor IT Specialist IT Technician System Administrator Total 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 1 2 3 4 0 2 2 0 14 0 0 0 0 0 0 0 0 0 1 2 3 4 0 2 2 0 14 MANAGEMENT SERVICES Division Director (Mgmt Services) Financial Systems Analyst Total 1 1 2 1 1 2 1 1 2 1 1 2 0 0 0 1 1 2 PURCHASING Admin Specialist Purchasing Director Procurement Specialist Senior Procurement Specialist Warehouse Specialist Total 1 1 0 3 1 6 1 1 3 0 1 6 1 1 3 0 1 6 1 1 3 0 1 6 0 0 0 0 0 0 1 1 3 0 1 6 REVENUE Accounts Specialist Admin Assistant Admin Specialist Admin Spclst Supervisor Auditor II Billing Specialist Collections Specialist Customer Srvc Manager Meter Technician Supervisor Meter Technician Meter Technician II Revenue Director Sales Tax Manager Tax Licensing & Revenue Mgr Total 1 5 2 1 1 0 2 0 1 3.25 0 1 1 0 18.25 0 5 2 0 1 1 2 1 1 2.25 1 1 0 1 18.25 0 5 2 0 1 1 2 1 1 2.25 1 1 0 1 18.25 0 4 1 0 1 2 2 1 1 3.25 1 1 0 1 18.25 0 -0.25 0 0 0 0 -0.25 0 0 0 0 0 0 0 -0.5 0 3.75 1 0 1 2 1.75 1 1 3.25 1 1 0 1 17.75 FINANCE Account Clerk Accountant Accountant I Accounts Specialist Finance Director Finance Manager Finance Specialist Grants Specialist Grants Manager Payroll Assistant Payroll Manager Payroll Specialist Total 1 0 3 1 1 2 0 1 1 1 1 0 12 1 3 0 1 1 2 0 1 1 1 1 0 12 1 3 0 1 1 2 0 1 1 1 1 0 12 1 3 0 1 1 2 0 1 1 0 1 1 12 0 1 0 0 0 0 1 0 0 0 0 0 2 1 4 0 1 1 2 1 1 1 0 1 1 14 COMMUNITY DEVELOPMENT ADMIN Admin Specialist Admin Specialist Leadworker Division Director (CD) Total 1 0 1 2 1 0 1 2 1 0 1 2 0 1 1 2 0 0 0 0 0 1 1 2 SECTION Annual Financial Plan 2016 Page 444 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary SECTION 2011-2012 2012-2013 2013-2014 2014-2015 Add/Delete 2015-2016 Adopted 2015-2016 PLANNING & DEVELOPMENT SERVICES Admin Specialist Associate Planner Building Inspector Building Official Building Plans Examiner Code Complance Officer I Code Compliance Officer II 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 Volunteer Coordinator Zoning Code Administrator Zoning Code Manager (Funded thru in FY13) Total 1 0 5 1 2 0 0 1 0 1 1 1 1 0 1 1 3 1 0.5 0 1 1 22.5 1 0 5 1 2 Transfer Transfer 1 0 1 1 1 1 Transfer 1 1 3 1 0 0 1 1 22 1 1 5 1 2 1 1 1 1 1 1 1 1 0 1 0 4 1 0 Transfer 0 0 24 1 1 5 1 3 1 1 1 1 1 1 1 1 0 1 0 4 1 0 0.48 0 0 25.48 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 5 1 3 1 1 1 1 1 1 1 1 0 1 0 4 1 0 0.48 0 0 25.48 Transfer 1 1 0 1 0 4 0 1 1 0 2 4.7 0 1 16.7 1 1 1 0 1 0 3 1 0 1 0.5 2 4.7 0 1 17.2 1 1 1 0 1 0 3 1 0 1 0.5 2 5 0 1 17.5 1 0 1 4 1 1 0 1 0 0 0.5 0 5 1 1 16.5 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 1 0 1 4 1 1 0 1 0 0 0.5 0 6 1 1 17.5 COMMUNITY INVESTMENT Admin Specialist Admin Spclst Leadworker Brownfield Specialist Community Design & Redevelopment Mgr Community Design & Redevel. Project Admin. Community Investment Director Division Director (Economic Vitality) Manager of Enhanced Svcs Dist (Eff 2010-13) Total 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 1 0 1 1 0 1 0 4 0 0 0 0 0 1 0 0 1 1 0 0 1 1 1 1 0 5 HOUSING Admin Specialist Community Housing/Neigh Planner Deputy Housing Director Homeownership Program Manager Housing & Grants Adm. (Grant Fnd) Housing Manager Housing Rehab Specialist Housing Specialist Permanent Afford Adm (Grant Fnd) Total 1 1 0 0 1 1 0 0 1 5 1 1 0 0 1 1 0 0 1 5 0 0 0 1 1 1 1 1 0 5 0 0 1 1 1 0 1 1 0 5 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 0 1 1 0 5 ENGINEERING Admin Specialist Assistant City Engineer City Engineer Construction Inspector Construction Manager Development Engineer Engineering Inspector Engineering Specialist Engineering Technician III Inspection Supervisor Intern Materials Tech I Project Manager Senior Construction Inspector Traffic Engineer Total Annual Financial Plan 2016 Page 445 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 Engineer Fire Fighter Fire EMT Fire Inspector Fire Inspector II Fire Marshall Training Coordinator (FY2015 - FY2017) Watershed Protection Project Mgr Wildland Fire Manager Wildland Fire Specialist I (Grant Funded) Wildland Fire Supervisor Wildland Fire Leadworker (Grant Funded) Wildland Fire Firewise Specialist Total 2011-2012 2012-2013 2013-2014 2014-2015 Add/Delete 2015-2016 Adopted 2015-2016 2 1 1 3 21 21 31 0 0 1 1 0 0 2 1 1 3 21 21 31 0 1 0 1 0 0 2 1 1 3 21 21 30 1 1 0 1 0 0 2 1 1 4 21 21 30 1 1 0 0 1 1 0 0 0 0 0 0 0 1 0 0 0 0 0 2 1 1 4 21 21 30 2 1 0 0 1 1 1 1 1 1 0 1 1 0 1 0 85 0 1 0 1 85 0 1 0 1 85 0 1 0 1 87 0 0 0 0 1 0 1 0 1 88 POLICE Admin Specialist Animal Control Officer Deputy Police Chief Dispatch Call Taker Division Director (Police Chief) Evidence Technician Parking Control Officer Police 911 Coordinator Police Communications Mgr Police Corporal/Det. Police Crime Analyst 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. Police Training Coordinator Property Control Coord Total 13 1 2 2 1 2 1 0 1 19 0 23 5 4 65 1 1 12 1 1 0 1 156 13 1 2 2 1 2 1 0 1 19 0 23 5 4 65 0 1 12 1 1 0 1 155 13 1 2 2 1 2 1 0 1 19 0 23 5 4 62 0 1 12 1 1 1 1 153 13 1 2 2 1 2 1 1 1 19 1 22 5 4 65 0 1 14 1 1 1 1 159 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 1 2 1 1 1 19 1 22 5 4 65 0 1 14 1 1 1 1 159 POLICE GRANTS Admin Specialist Police Officer Police Sergeant Total 1 14 1 16 1 14 1 16 1 14 1 16 1 8 1 10 0 -2 0 -2 1 6 1 8 PUBLIC WORKS ADMINISTRATION Admin Specialist Division Director (Public Works) Project Manager Total 0.5 1 1 2.5 0 1 1 2 0 1 1 2 0 1 1 2 0 0 0 0 0 1 1 2 PARKS Maintenance Worker - Temps Maintenance Worker Maintenance Worker Leadworkers Public Works Manager (Parks) Public Works Supervisors Total 3.46 21 2 1 0 27.46 4.69 21 2 1 0 28.69 7.91 21 2 1 0 31.91 7.67 20 0 1 3 31.67 0 0 0 0 0 0 7.67 21 0 1 4 33.67 Annual Financial Plan 2016 Page 446 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2011-2012 2012-2013 2013-2014 2014-2015 Add/Delete 2015-2016 Adopted 2015-2016 FLEET SERVICES Buyer Fleet Services Specialist Mechanic I Mechanic II Mechanic Leadworker Public Works Supervisor (Fleet) Public Works Manager (Fleet) Welder Welder/Technician Total 1 1 3 4 2 0 1 1 0 13 1 1 3 4 2 0 1 1 0 13 1 1 2 4 2 0 1 1 0 12 1 1 2 4 2 0 1 1 0 12 0 0 0 0 0 0 0 0 0 0 1 1 2 4 1 1 1 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 0.5 0.5 1 1 9.5 11.5 RECREATION Admin Assistant Admin Specialist Division Director (Comm Enrichment) Intern Recreation Coord. I Recreation Coordinator II Recreation Program Assistant Recreation Program Coordinator Recreation Services Director Recreation Supervisor Recreation Temporaries Recreation Temporaries (Grant Funded) Senior Recreation Coordinator Total 1 1 1 0.25 5.5 5 0 0 1 1 39.31 0.29 6 61.35 1 1 1 0.25 0 0 0 9.5 1 6 36.15 0.29 0 56.19 1 1 0 0.25 0 0 0.5 9 1 6 35.08 0.29 0 54.12 1 1 0 0.25 0 0 0.5 9 1 6 35.08 0 0 53.83 0 0 0 0 0 0 0 0 0 0 2.63 0 0 2.63 1 1 0 0.25 0 0 0.5 9 1 6 37.71 0 0 56.46 CITY COURT Admin Assistants Collection Specialist Court Finance Specialist Court Info Systems Coordinator Court Interpreter Court Judicial Specialist 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 0 1 0 1 1 7.75 1.75 1 2 1 1 1 1.63 1 1.5 0.55 2 25.18 0 1 0.75 1 1 6.75 2 1 2 0 1 1 1.63 1 1.5 0.55 2 24.18 0 1 0.8 1 1 8.25 1 1 2 0 1 1 1 1 1 1.3 2 24.35 2 1 0.8 1 1 8.25 0 1 2 0 1 1 1 1 1 1.3 2 25.35 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 2 2 0.8 1 1 8.25 0 1 2 0 1 1 1 1 1 1.3 2 26.35 SECTION Annual Financial Plan 2016 Page 447 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2011-2012 2012-2013 2013-2014 2014-2015 Add/Delete 2015-2016 Adopted 2015-2016 LIBRARY - CITY Admin Specialist Collections Specialist Librarian Library Assistant I Library Assist. I (temp) Library Assistant II Library Cataloging Assistant Library Clerk Library Clerk (temp) Library COE Aide Library Director Library IT Analyst Library Manager Library Page Library Page (temp) Library Specialist Library Specialist (temp) Library Supervisor Network Administrator Total 2 0 2 11.89 3 2 1 5.94 2.875 0.25 1 1 3 2 1 0 0 2 1 41.955 2 0 2 12.21 3 2 1 6.7 2.305 0 1 1 3 2 1 0 0 2 1 42.215 2 0 2 12.14 3 0 1 5.76 2.305 0 1 1 3 2 1 1.19 0 4 1 42.395 2 1 3 0 0 0 0 5.76 2.305 0 1 1 3 2 1 12.46 2.68 5 1 43.205 0 0 0 0 0 0 0 0 0.75 0 0 0 0 0 0 0.375 0 0 0 1.125 2 1 3 0 0 0 0 5.76 3.055 0 1 1 3 2 1 12.835 2.68 5 1 44.33 LIBRARY - COUNTY Application Support Specialist II Librarian Library Assistant I Library Clerk I Library Clerk I (temp) Library IT Manager Library Specialist Library Specialist (temp) Library Supervisor Total 1 0 5.13 1.44 0.875 1 0 0 0 9.445 1 0 4.81 1.5 0.875 1 0 0 0 9.185 1 1 1 0 0.875 1 1.25 0 2.88 9.005 1 1 0 0 0.875 1 2.25 0.09 2.88 9.095 0 0 0 0 0 0 0 0 0 0 1 1 0 0 0.875 1 2.25 0.09 2.88 9.095 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 Director Public Works Section Head Public Works Supervisor Streets Leadworker Traffic Signal Technician Ass't Total 1 0.75 1 4.31 15 0.5 7 0.75 1 0 1 0 3 1 36.31 1 0.75 1 2.97 15 0.5 7 0.75 1 0 1 0 3 1 34.97 1 0.75 1 3.52 15 0.5 7 0.75 1 0 1 0 3 1 35.52 1 0.75 0 3.52 15 0.5 7 0.75 1 0 1 4 0 1 35.52 0 -0.75 0 0 0 0 1 -0.75 0 0 0 0 0 0 -0.5 1 0 0 3.52 15 0.5 7 0 1 1 0 3 0 1 33.02 DOWNTOWN MANGEMENT Downtown Manager Parking Ambassador Park Maintenance Total 1 3 1 5 1 3 1 5 1 3 1 5 0 0 0 0 0 0 0 0 0 0 0 0 ECONOMIC DEVELOPMENT Business Attraction Manager Business Retention & Expansion Mgr Economic Development Manager Total 0 1 1 2 0 1 1 2 0 1 1 2 0 1 1 2 0 0 0 0 1 1 0 2 SECTION Annual Financial Plan 2016 Page 448 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2011-2012 2012-2013 2013-2014 2014-2015 Add/Delete 2015-2016 Adopted 2015-2016 1 0 0 0 1 1 2 1 0 2 0 8 1 0 2 0 1 1 0 0 1 0 2 8 1 0 2 0 1 1 0 0 1 0 2 8 1 1 2 0 1 1 0 0 1 0 2 9 0 0 0 0 0 0 0 0 0 0 0 0 1 1 2 1 1 1 0 0 0 0 2 9 TOURISM-VISITOR CENTER Admin Asst Admin Asst (Funded in FY11) Admin Specialist Visitor Center Manager Total 1.99 0 1.5 1 4.49 1.99 0 1.5 1 4.49 2.43 0 1.5 1 4.93 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 Utilities Engineering Manager Utilities Management Analyst Utilities Operations Section Director Utilities Operations Section Head Utilities Plan Reviewer Utilities Program Manager Water Resource Manager Total 2 1 1 1 0 0 0 1 1 1 8 2 1 1 1 0 0 Transfer 1 1 1 8 2 1 1 1 Transfer 0 1 1 1 1 9 2 1 Transfer Transfer 1 0 1 Transfer Transfer Transfer 5 0 0 0 0 0 0 0 0 0 0 0 2 1 0 0 1 1 0 0 0 0 5 WATER RESOURCE MGMT Utilities Program Manager Water Conservation Enforcement Aide Water Resource Manager Total 0 0 0 0 0 0 0 0 Transfer 0 Transfer 0 1 0 1 2 0 1 0 1 1 1 1 3 UTILITY ENGINEERING GIS System Analyst IT Administrator Utilities Engineering Manager Utilities Project Manager Utilities Plan Reviewer Total 0 0 0 0 0 0 0 0 0 0 0 0 0 Transfer 0 Transfer 0 Transfer 0 1 0 1 0 1 3 0 0 0 1 0 1 0 1 1 1 1 4 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 Transfer Transfer Transfer Transfer Transfer Transfer 0 1 2 1 1 2 1 1 9 0 0 0 0 0 0 0 0 1 2 1 1 2 1 1 9 SECTION TOURISM Admin Specialist Creative Services Leadworker Creative Services Specialist CVB Communication Specialist CVB Director Marketing & Public Relations Manager Publication Specialist Public Relations Associate Public Relations Specialist Sales Associate Sales Specialist Total Annual Financial Plan 2016 Page 449 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2011-2012 2012-2013 2013-2014 2014-2015 Add/Delete 2015-2016 Adopted 2015-2016 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 Transfer 1 3 Transfer 2 1 1 9 0 0 0 0 0 0 0 0 0 1 0 1 3 0 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 Transfer 1 10 1 1 13 0 0 11 1 1 13 0 0 0 0 0 0 0 0 11 1 1 13 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 1 2 5 2 1 11 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 Transfer Transfer 0 0 0 0 0 0 0 RECLAIMED WASTEWATER TREATMENT PLANT MSW - Laboratory Tech MSW - Plant Tech Plant Specialist Total 1 2 1 4 1 2 1 4 1 2 1 4 Transfer 2 1 3 0 0 0 0 0 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 0 1 2 1 1 1 6 0 0.5 2 1 1 1 5.5 0 0.5 2 1 Transfer 1 4.5 0 0 0 0 0 0 0 0 0.5 2 1 0 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 2016 Page 450 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2011-2012 2012-2013 2013-2014 2014-2015 Add/Delete 2015-2016 Adopted 2015-2016 FLAGSTAFF HOUSING AUTHORITY Administrative 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 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 1 0 1 4 0 0 1 0 0 5 1 0 2 7 0 0 0 0 22 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1 4 0 0 1 0 0 5 1 0 2 7 0 0 0 0 22 AIRPORT Admin Specialist Airport Director Airport Operations/ARFF Specialist Airport Operations/ARFF Manager Airport Operations Supv Maintenance Wrks - Snow Total 1 1 6 0 1 0.5 9.5 1 1 6 0 1 0.5 9.5 1 1 6 0 1 0.5 9.5 1 1 6 1 0 0.5 9.5 0 0 0 0 0 0 0 1 1 6 1 0 0.5 9.5 LANDFILL Admin Assistant Admin Specialist Equipment Operator ES Equip. Oper I - Temp Landfill Supervisor Program Asst Project Manager Public Works Manager (ES) Public Works Section Director Public Works Section Head Public Works Supervisor Total 1 1 6 1 1 0.5 2 1 0 1 0 14.5 0.65 1 6 1 1 0.5 2 1 0 1 0 14.15 0.65 1 6 1 1 0.5 2 1 0 1 0 14.15 0 2 7 0 0 0.5 2 1 0 1 1 14.5 0 0 0 0 0 0 0 0 0 0 0 0 0 2 7 0 0 0.5 2 1 1 0 1 14.5 SECTION Annual Financial Plan 2016 Page 451 City of Flagstaff Appendix A - Authorized Personnel/Position Summary City of Flagstaff Authorized Personnel/Position Summary 2011-2012 2012-2013 2013-2014 2014-2015 Add/Delete 2015-2016 Adopted 2015-2016 2 0 1 1 0 24 2 2 0.5 1 0 0 33.5 2 0 1 1 0 24 2 2 0.5 1 0 0 33.5 2 0 1 1 0 23.3 2 2 0.5 1 0 0 32.8 0 3 0 0 1 22 0 0 0.5 1 2 3 32.5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 0 0 1 22 0 0 0.5 1 2 3 32.5 SUSTAINABILITY & ENVIROMENTAL MANAGEMENT SERVICES Environmental Aide 0.6 Environmental Assistant 1 Environmental Code Specialist 1 Environmental Code Technician 1 Environ Program Manager 1 Environmental Program Specialist 1 Environmental Technician 1 Open Space Specialist (FY 2016-2017) 0 Public Works Section Director 0 Public Works Section Head 1 Sustainability Assistant (Grant Funded) 1 Sustainability Manager 1 Sustainability Specialist 2 Volunteer Coordinator 0 Total 11.6 0.6 1 1 1 1 1 1 0 0 1 0.25 1 2 0 10.85 0 1 Transfer Transfer 1 1 1 0 0 1 0 1 2 0.48 8.48 0 1 0 0 1 1 1 0 0 1 0 1 2 Transfer 8 0.25 0 0 0 0 0 0 1 0 0 0 0 0 0 1.25 0.25 1 0 0 1 1 1 1 1 0 0 1 2 0 9.25 GRAND TOTALS 802.50 799.04 801.71 12.76 814.47 SECTION SOLID WASTE COLLECTIONS Admin Assistant Admin Specialist Admin Spclst Supervisor Bin Maint. Leadworker Customer Relations Supervisor Equipment Operator ES Collection Super ES Leadworkers Program Asst Public Works Manager (ES) Public Works Supervisor Solid Waste Leadworker Total Annual Financial Plan 2016 812.42 Page 452 City of Flagstaff Range 1 A-1-0 Pos # Position Title 2 A-1-1 10205 N Library Page 3 A-1-2 4 A-1-3 D04 10423 10427 10424 10407 10426 10425 10422 N N N N N N N Cemetery Caretaker Library Clerk Meter Technician Parking Control Officer Recreation Program Asst Volunteer Coordinator Dispatch Call Taker Page 453 Min 9.9756 798.05 20749.25 11.4975 919.80 23914.80 12.4843 998.74 25967.34 14.3987 1151.90 29949.30 Mid 11.7234 937.88 24384.68 13.5010 1080.08 28081.98 14.6721 1173.77 30517.97 16.9135 1353.08 35179.98 Max 13.4712 1077.70 28020.10 15.5044 1240.35 32249.15 16.8599 1348.79 35068.59 19.4282 1554.26 40410.66 15.3987 1231.90 32029.30 17.9135 1433.08 37259.98 20.4282 1634.26 42490.66 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Regular Pay Plan (2080 Hours) FY 2016 City of Flagstaff Range Pos # Min Mid Max 5 B-2-1 10501 N Meter Technician II 10503 N Property Control Coord 15.1120 1208.96 31432.96 17.9836 1438.69 37405.79 20.8551 1668.41 43378.61 6 B-2-2 10639 10601 10636 10637 10641 15.5759 1246.07 32397.87 18.5424 1483.39 38568.19 21.5089 1720.71 44738.51 10640 N IT Technician 16.3548 1308.38 34017.98 19.4696 1557.57 40496.77 22.5844 1806.75 46975.55 10752 10739 10705 10751 10755 10700 10754 10753 10702 10725 17.0383 1363.06 35439.66 20.2784 1622.27 42179.07 23.5185 1881.48 48918.48 18.8904 1511.23 39292.03 22.2924 1783.39 46368.09 25.6943 2055.54 53444.14 R06 7 B-2-3 Page 454 D07 Position Title N N N N N N N N N N N N N N N Account Clerk Animal Control Officer Environmental Aide Env Code Enfrcmnt Aide Fire EMT Billing Specialist Environmental Assistant Evidence Tech Fleet Services Specialist HR Recruiter Mechanic I Police Training Coordinator Sustainability Assistant Water/Sewer Utility Locator Police Emerg Comm Spec Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Regular Pay Plan (2080 Hours) FY 2016 City of Flagstaff Pos # 8 B-2-4 108 10849 10827 10839 10819 10848 10831 10852 10861 10820 10860 10859 10863 10812 10843 10862 10808 10865 10864 10809 10853 10803 20801 R08 10857 N IT Specialist Page 455 Range Position Title N N N N N N N N N N N N N N N N N N N N N E Accounts Specialist Buyer Cemetery Maint Speclst Code Compl Officer I Collections Specialist Court Interpreter Development Svcs Speclst Engineering Specialist Environmental Technician FHA Finance Specialist FHA Resident Svcs Coord Housing Specialist Industrial Waste Insp Legal Assistant Materials Technician Mechanic II Payroll Specialist Police Crime Analyst Probation Service Officer Warehouse Specialist Welder Executive Asst Min Mid Max 19.9989 1599.91 41597.71 23.7978 1903.82 49499.32 27.5966 2207.73 57400.93 19.9989 1599.91 41597.71 20.9989 1679.91 43677.71 23.9987 1919.90 49917.30 24.9877 1999.01 51974.31 27.9985 2239.88 58236.88 28.9764 2318.11 60270.91 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Regular Pay Plan (2080 Hours) FY 2016 City of Flagstaff Page 456 Range Pos # 9 10958 N B-2-5 10957 N 10937 N 10944 N 10961 N 10923 N 10966 N 10965 N 10936 N 10960 N 10959 N 10952 N 10948 N 10956 N 10947 N 10967 N 10955 N 10951 N 10916 N 109 20903 E 20904 E R09 Position Title Min Admin Specialist Lead 21.1998 Auditor I 1695.98 Brownfield Specialist 44095.58 Code Compl Officer II Court Finance Specialist Court Training Specialist Creative Services Specialist CVB Communications Spec Environmental Program Specialist FHA Housing Svcs Spec Grants Specialist HR Generalist Jury Services Specialist Maintenance Worker Leadworker Mechanic Leadworker Open Space Specialist Solid Waste Leadworker Sustainability Specialist Warrants Officer Librarian 21.1998 ^Sales Specialist 1695.98 44095.58 10934 N Network Administrator 22.2598 10946 N App Support Specialist II 1780.78 46300.38 Mid 25.2246 2017.96 52467.06 Max 29.2493 2339.94 60838.54 25.4398 2035.18 52914.68 26.4858 2118.86 55090.36 29.6797 2374.38 61733.78 30.7117 2456.94 63880.34 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Regular Pay Plan (2080 Hours) FY 2016 City of Flagstaff Page 457 Range Pos # 10 11021 N B-2-6 11028 N 11015 N 11033 N 11023 N 11025 N 11032 N 11031 N 11037 N 11035 N 11024 N 11030 N 10929 N 11034 N 11036 N 10 11038 N B-3-1 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 HR Supervisor Mid 26.4136 2113.09 54940.29 Max 30.6286 2450.29 63707.49 22.1986 1775.89 46173.09 22.1986 1775.89 46173.09 23.3086 1864.69 48481.89 24.3086 1944.688 50561.89 26.4136 2113.09 54940.29 26.9713 2157.70 56100.20 27.7343 2218.75 57687.35 28.7343 2298.74 59767.34 30.6286 2450.29 63707.49 31.7439 2539.51 66027.31 32.1600 2572.8 66892.80 33.1600 2652.8 68972.80 ^Creative Svcs Spec Ldwkr 24.5409 Inspection Supervisor 1963.27 Public Works Supervisor 51045.07 Senior Construction Inspector* Police Spec Svcs Superv 24.5409 Customer Relations Superv 1963.27 51045.07 11110 N IT Supervisor 25.7681 2061.45 53597.65 29.2077 2336.62 60752.02 33.8745 2709.96 70458.96 29.8172 2385.38 62019.78 30.6682 2453.46 63789.76 35.0935 2807.48 72994.48 35.5682 2845.46 73981.86 110 21002 E Library Supervisor 21003 E ^Sales Specialist - Travel R10 11020 N Court IT Coordinator D10 11022 N PECS Supervisor 11 B-3-2 111 City of Flagstaff Min 22.1986 1775.89 46173.09 R11 11113 11104 11112 11111 21108 21111 N N N N E E Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Regular Pay Plan (2080 Hours) FY 2016 Page 458 Range Pos # 112 21275 E C-4-1 21269 E 21245 E 21280 E 21268 E 21277 E 21274 E 21278 E 21269 E 21261 E 21266 E 21276 E 21252 E 21225 E 21201 E 21272 E 21279 E 21262 E 21271 E 21267 E R12 21273 E Position Title Min Airport Ops/ARFF Mgr 25.2068 Asst to City Mgr (Admin) 2016.54 Auditor II 52430.14 Business Attraction Mgr Business Retn & Exp Mgr 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 Regional Fire Training Coord Utilities Plan Reviewer Utilities Program Manager Visitor Center Manager IT Analyst 26.4672 2117.38 55051.78 Mid 30.8783 2470.26 64226.86 Max 36.5498 2923.98 76023.58 32.4161 2593.29 67425.49 38.3650 3069.20 79799.20 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Regular Pay Plan (2080 Hours) FY 2016 City of Flagstaff Range 13 C-4-2 Pos # 113 C-4-2 21326 21354 21332 21355 21333 21349 21356 21352 21350 E E E E E E E E E 21447 21446 21428 21438 21433 21437 21429 21425 21442 21445 21443 21419 21412 21444 21448 21439 21426 21424 21436 21441 E 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 459 R14 Position Title N Min 27.7988 2223.90 57821.50 27.7988 2223.90 57821.50 City of Flagstaff Construction Manager Customer Service Manager Homeownership Prog Mgr Library Manager Multi Modal Transportation Planner Payroll Manager Utilities Management Analyst IT Administrator 29.1887 IT Manager 2335.10 60712.50 Asst to City Mgr (Comm) 31.2111 Asst to City Mgr (Real Est) 2496.89 Asst to City Mgr (Risk) 64919.09 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 Sustainability Manager Tax License Revenue Manager Wastewater Treatment Mgr Water Production Manager Wildland Fire Manager IT Manager 32.7718 2621.74 68165.34 Mid 33.4940 2679.52 69667.42 34.0536 2724.28 70831.38 Max 39.1891 3135.13 81513.33 40.3083 3224.66 83841.26 35.7562 2860.50 74372.90 38.2322 3058.58 79522.98 42.3237 3385.90 88033.30 45.2533 3620.26 94126.86 40.1439 3211.51 83499.21 47.5159 3801.27 98833.07 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Regular Pay Plan (2080 Hours) FY 2016 Page 460 Range Pos # 115 21531 E C-5-1 21521 E 21532 E 21519 E 21534 E 21530 E 21527 E 21513 E 21518 E 21512 E 21528 E 21533 E R15 21529 E 21525 E 21526 E 16 C-5-2 116 Position Title Min Capital Impv Engineer 31.8651 Comm Dsgn & Redev Mgr 2549.21 Cprhsv Plng & Code Admin 66279.41 Current Planning Manager Development Engineer Economic Dev Manager Finance Manager Fire Battalion Chief (40 hours) Metropolitan Planning Org Mgr Stormwater Program Mgr Traffic Engineer Utilities Manager IT Mgr (Coordinating) 33.4583 Utilities Engineering Mgr 2676.66 Water Resources Mgr 69593.26 34.1481 2731.85 71028.05 Mid 39.5163 3161.31 82193.91 Max 47.1675 3773.40 98108.40 41.4883 3319.06 86295.66 42.3402 3387.22 88067.62 49.5183 3961.46 102998.06 50.5323 4042.58 105107.18 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Regular Pay Plan (2080 Hours) FY 2016 City of Flagstaff Page 461 Range Pos # Position Title Min 17 21723 E Airport Director 35.5465 D-6-1 21729 E City Clerk 2843.72 117 21722 E City Engineer 73936.72 21714 E Community Invstmnt Dir 21727 E CVB Director 21724 E Finance Director 21730 E FHA Director 21701 E Library Director 21721 E Planning Director 21726 E Public Works Section Director 21707 E Purchasing Director 21725 E Revenue Director 21731 E Utilities Operations Section Head 18 21805 E Deputy Fire Chief 38.3901 D-6-2 3071.21 118 79851.41 R18 21806 E City Prosecutor 40.3097 21804 E Deputy City Attorney 3224.78 83844.18 19 41.4614 D-6-3 3316.91 119 86239.71 Mid 46.2104 3696.83 96117.63 Max 56.8743 4549.94 118298.54 49.9072 3992.58 103806.98 52.4026 4192.21 108997.41 53.8999 4311.99 112111.69 61.4243 4913.94 127762.54 64.4955 5159.64 134150.64 66.3383 5307.06 137983.66 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Regular Pay Plan (2080 Hours) FY 2016 City of Flagstaff Range 20 E-8-1 120 Min 44.7783 3582.26 93138.86 Mid 58.2118 4656.94 121080.54 Max 71.6453 5731.62 149022.22 21 E-8-2 121 48.3605 3868.84 100589.84 62.8687 5029.50 130766.90 77.3769 6190.15 160943.95 22 E-8-3 122 52.2294 4178.35 108637.15 67.8983 5431.86 141228.36 83.5671 6685.37 173819.57 23 E-8-4 123 56.4077 4512.62 117328.02 73.3301 5866.41 152526.61 90.2525 7220.20 187725.20 60.9204 4873.63 126714.43 79.1965 6335.72 164728.72 97.4726 7797.81 202743.01 65.7940 5263.52 136851.52 85.5322 6842.58 177906.98 105.2704 8421.63 218962.43 24 E-9-1 124 Pos # Position Title 22400 E Deputy City Manager Page 462 26 22601 E City Manager F-10-2 126 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Regular Pay Plan (2080 Hours) FY 2016 City of Flagstaff Zone 1 Band B71 Pos # 81801 81111 Position Title Accountant Procurement Specialist Min 21.1998 1695.98 44095.58 Band B72 Pos # 81802 81112 Position Title Accountant Procurement Specialist Step 1 44095.58 Step 3 0.00 Min Band B73 Pos # 81803 81113 Position Title Accountant Procurement Specialist Step 1 44095.58 Step 3 0.00 Step 4 0.00 Max 29.1451 2331.61 60621.81 25.1725 2013.80 52358.70 Step 12 0.00 Step 13 0.00 Step 14 0.00 Step 15 75998.62 Step 14 0.00 Step 15 75998.62 Zone 2 Min 24.6607 1972.86 51294.26 28.6967 2295.74 59689.14 Max 32.7327 2618.62 68084.02 Zone 3 Step 5 51294.26 Step 6 0.00 Page 463 Min 28.2483 2259.86 58756.46 32.3931 2591.44 67377.54 Max 36.5378 2923.02 75998.62 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Accountant/Procurement Specialist Broad Band FY 2016 City of Flagstaff Zone 1 Mid 14.8760 1190.08 30941.98 Page 464 Band Pos # Position Title B11 80101 N Admin Assistant Min 12.4843 998.74 25967.34 Band Pos # Position Title B12 80102 N Admin Assistant Step 1 #REF! 998.74 25967.34 Step 2 #REF! 0.00 0.00 Step 3 #REF! 0.00 0.00 Min 14.2782 1142.26 29698.66 Band Pos # Position Title B13 80103 N Admin Assistant Step 1 #REF! 998.74 25967.34 Step 2 #REF! 0.00 0.00 Step 3 #REF! 0.00 0.00 Step 4 #REF! 1142.26 29698.66 Max 17.2676 1381.41 35916.61 Step 10 #REF! 0.00 0.00 Step 11 #REF! 0.00 0.00 Zone 2 Mid 16.6698 1333.59 34673.19 Step 5 #REF! 0.00 0.00 Step 6 #REF! 0.00 0.00 Min 16.0718 1285.74 33429.34 Zone 3 Mid 18.4635 1477.08 38403.98 Step 12 #REF! 1524.91 39647.71 Step 13 #REF! 0.00 0.00 Step 14 #REF! 0.00 0.00 Step 15 #REF! 1668.41 0.00 Max 19.0614 1524.91 39647.71 Step 13 #REF! 0.00 0.00 Step 14 #REF! 0.00 0.00 Step 15 #REF! 1668.41 0.00 Max 20.8551 1668.41 43378.61 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Administrative Assistant Broad Band FY 2016 City of Flagstaff Zone 1 Band Pos # Position Title B21 80201 N Admin Specialist 80801 N Court Judicial Speclst Min 15.1120 1208.96 31432.96 Mid 17.5138 1401.11 36428.71 Band Pos # Position Title B22 80202 N Admin Specialist 80802 N Court Judicial Speclst Step 1 #REF! #REF! 1208.96 Step 2 #REF! #REF! 0.00 Step 3 #REF! #REF! 0.00 Min 16.9135 1353.08 35180.08 Band Pos # Position Title B23 80203 N Admin Specialist 80803 N Court Judicial Speclst Step 1 #REF! #REF! 1208.96 Step 2 #REF! #REF! 0.00 Step 3 #REF! #REF! 0.00 Step 4 #REF! #REF! 1353.08 Max 19.9156 1593.25 41424.45 Step 10 #REF! #REF! 0.00 Step 11 #REF! #REF! 0.00 Step 12 #REF! #REF! 1737.35 Step 13 Step 14 #REF! #REF! #REF! #REF! 0.00 0.00 Step 15 #REF! #REF! 1881.48 Max 21.7169 1737.35 45171.15 Step 13 Step 14 #REF! #REF! #REF! #REF! 0.00 0.00 Step 15 #REF! #REF! 1881.48 Zone 2 Mid 19.3152 1545.22 40175.62 Zone 3 Page 465 Step 5 #REF! #REF! 0.00 Step 6 #REF! #REF! 0.00 Min 18.7147 1497.18 38926.58 Mid 21.1166 1689.33 43922.53 Max 23.5185 1881.48 48918.48 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Admin Specialist/Court Judicial Specialist Broad Band FY 2016 City of Flagstaff Zone 1 Band B61 Pos # Position Title 82101 N Airport Ops/ARFF Spec 82401 N Library Specialist Min 15.5759 1246.07 32397.87 Mid 19.0104 1520.83 39541.53 Band B62 Pos # Position Title 82102 N Airport Ops/ARFF Spec 82402 N Library Specialist Step 1 #REF! #REF! 1246.07 Step 2 #REF! #REF! 0.00 Step 3 Min #REF! 18.1515 #REF! 1452.12 0.00 37755.12 Band B63 Pos # Position Title 82103 N Airport Ops/ARFF Spec 82403 N Library Specialist Step 1 #REF! #REF! 1246.07 Step 2 #REF! #REF! 0.00 Step 3 #REF! #REF! 0.00 Max Step 10 Step 11 22.4448 #REF! #REF! 1795.58 #REF! #REF! 46685.18 0.00 0.00 Step 12 Step 13 Step 14 Step 15 #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! 2001.66 0.00 0.00 2207.73 Zone 2 Mid 21.5861 1726.89 44899.09 Max Step 13 Step 14 Step 15 25.0207 #REF! #REF! #REF! 2001.66 #REF! #REF! #REF! 52043.06 0.00 0.00 2207.73 Zone 3 Page 466 Step 4 #REF! #REF! 1452.12 Step 5 #REF! #REF! 0.00 Step 6 Min #REF! 20.7274 #REF! 1658.19 0.00 43112.99 Mid 24.1620 1932.96 50256.96 Max 27.5966 2207.73 57400.93 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Airport Operations/ARFF and Library Specialist Broad Band FY 2016 City of Flagstaff Zone 1 Band R61 Pos # Position Title 81401 E Asst. City Attorney Min 32.7718 2621.74 68165.34 Mid 38.5682 3085.46 80221.86 Band R62 Pos # Position Title 81402 E Asst. City Attorney Step 1 68165.34 Step 3 0.00 Min 37.1190 2969.52 77207.52 Band R63 Pos # Position Title 81403 E Asst. City Attorney Step 1 68165.34 Step 3 0.00 Step 4 77207.52 Max 44.3646 3549.17 92278.37 Step 10 0.00 Step 11 0.00 Step 12 101320.34 Step 13 0.00 Step 15 110362.72 Max 48.7117 3896.94 101320.34 Step 13 0.00 Step 15 110362.72 Zone 2 Mid 42.9154 3433.23 89263.93 Zone 3 Step 5 0.00 Step 6 0.00 Page 467 Min 41.4663 3317.30 86249.90 Mid 47.2627 3781.01 98306.31 Max 53.0590 4244.72 110362.72 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Assistant City Attorney Broad Band FY 2016 City of Flagstaff Zone 1 Band R71 Pos # Position Title 81501 E Sr. Asst. City Atty Min 33.4584 2676.67 69593.47 Mid 40.5817 3246.54 84409.94 Band R72 Pos # Position Title 81502 E Sr. Asst. City Atty Step 1 69593.47 Step 3 0.00 Min 38.8005 3104.04 80705.04 Band R73 Pos # Position Title 81503 E Sr. Asst. City Atty Step 1 69593.47 Step 3 0.00 Step 4 80705.04 Max 47.7050 3816.40 99226.40 Step 10 0.00 Step 11 0.00 Step 12 110338.59 Step 13 0.00 Step 15 121450.78 Max 53.0474 4243.79 110338.59 Step 13 0.00 Step 15 121450.78 Zone 2 Mid 45.9240 3673.92 95521.82 Zone 3 Step 5 0.00 Step 6 0.00 Page 468 Min 44.1431 3531.45 91817.65 Mid 51.2665 4101.32 106634.22 Max 58.3898 4671.18 121450.78 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Senior Assistant City Attorney Broad Band FY 2016 City of Flagstaff Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Division Director Broad Band FY 2016 Zone 1 Band Pos # Position Title B91 Division Director 81901 Min Max 44.7783 3582.26 93138.86 55.5485 4443.88 115540.88 Step 11 66.3187 5305.50 137942.90 Step 13 Step 15 0.00 #REF! Zone 2 Band Pos # Position Title B92 Division Director 81902 Step 1 Step 2 Min Step 13 56.7452 4539.62 118030.02 67.5154 5401.23 140431.93 Max 78.2855 6262.84 162833.84 Zone 3 Band Pos # Position Title B93 Division Director 81903 Step 1 Step 2 Step 5 Step 6 Min Max Page 469 68.7120 5496.96 142920.96 79.4823 6358.58 165323.08 90.2525 7220.20 187725.20 Zone 1 Band Pos # Position Title R91 Division Director (IT) 82001 Min 47.0172 3761.38 97795.78 58.3259 4666.08 121317.88 Max Step 11 Step 13 Step 15 69.6346 5570.77 144839.97 0.00 0.00 0.00 Zone 2 Band Pos # Position Title Step 1 Step 2 Min R92 Division Director (IT) 3582.26 0.00 59.5824 4766.59 123931.39 Band Pos # Position Title Step 1 Step 2 Step 5 Step 6 R93 Division Director (IT) 3582.26 0.00 4443.88 0.00 82002 Step 13 70.8911 5671.29 147453.49 Max 82.1998 6575.98 170975.58 Zone 3 82003 Min #REF! City of Flagstaff 72.1476 5771.81 150067.01 Max 83.4563 6676.51 173589.11 94.7650 7581.20 197111.20 Zone 1 Band B81 Pos # Position Title 81601 N Equipment Operator 81701 N Maintenance Worker Min 15.1120 1208.96 31432.96 Band B82 Pos # Position Title 81602 N Equipment Operator 81702 N Maintenance Worker Step 1 #REF! Min Band B83 Pos # Position Title 81603 N Equipment Operator 81703 N Maintenance Worker Step 1 #REF! Step 4 #REF! Max 21.7215 1737.72 45180.72 18.42 1473.34 38306.84 Step 13 #REF! Step 14 #REF! Step 15 #REF! Max Step 14 24.6590 #REF! 1972.72 51290.72 Step 15 #REF! Zone 2 Min 18.0496 1443.97 37543.17 21.35 1708.35 44416.95 Zone 3 Page 470 Step 5 #REF! Step 6 #REF! Min 20.9871 1678.97 43653.17 24.29 1943.35 50527.05 Max 27.5966 2207.73 57400.93 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Equipment Operator/Maintenance Worker Broad Band FY 2016 City of Flagstaff Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Commissioned Fire Pay Plan FY 2016 Range 8 208 Pos # Position Title 10813 N Firefighter 8 F08 10813 N Firefighter Paramedic R29 10905 N Fire Engineer F29 10905 N Fire Engineer Paramedic Range Pos # Position Title 13 11300 N Fire Captain 213 Page 471 13 F13 11300 N Fire Captain Paramedic 15 215 21514 E Fire BC Min 14.2850 1599.92 41597.92 16.4150 1838.48 47800.48 15.9001 1780.81 46301.09 18.0301 2019.37 52503.65 Min 19.8563 2223.91 57821.55 21.9863 2462.47 64024.11 22.7608 2549.21 66279.45 Mid 16.9985 1903.83 49499.49 19.1285 2142.39 55702.05 18.9186 2118.88 55090.82 21.0486 2357.44 61293.38 Max 19.7119 2207.73 57401.05 21.8419 2446.29 63603.61 21.9370 2456.94 63880.54 24.0670 2695.50 70083.10 Mid 23.9244 2679.53 69667.71 26.0544 2918.09 75870.27 28.2259 3161.30 82193.82 Max 27.9924 3135.15 81513.87 30.1224 3373.71 87716.43 33.6910 3773.39 98108.19 City of Flagstaff Zone 1 Mid 30.9344 2474.75 64343.45 Page 472 Band B51 Pos # Position Title 81201 E Planning Dev Manager 81301 E Project Manager Min 25.2068 2016.54 52430.14 Band B52 Pos # Position Title 81202 E Planning Dev Manager 81302 E Project Manager Step 1 52430.14 Step 3 0.00 Min 29.5027 2360.22 61365.62 Band B53 Pos # Position Title 81203 E Planning Dev Manager 81303 E Project Manager Step 1 52430.14 Step 3 0.00 Step 4 61365.62 Max 36.6619 2932.95 76256.75 Step 10 0.00 Step 11 0.00 Zone 2 Mid 35.2302 2818.42 73278.72 Step 5 0.00 Step 6 0.00 Min 33.7981 2703.85 70300.05 Zone 3 Mid 39.5257 3162.06 82213.46 Step 12 85191.81 Step 14 0.00 Step 15 94126.86 Max 40.9576 3276.61 85191.81 Step 14 0.00 Step 15 94126.86 Max 45.2533 3620.26 94126.86 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Manager Broad Band FY 2016 City of Flagstaff Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Police Pay Plan FY 2016 Page 473 Range PT9 Pos # 10963 Position Title N Police Officer Recruit Range PT9 Pos # 10963 Position Title N Police Officer Lateral Range P09 Pos # 10903 Position Title 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 Entry 22.8017 1824.14 47427.54 Min 24.0018 1920.14 49923.74 29.2477 2339.82 60835.22 Min 34.2666 2741.33 71274.53 41.3234 3305.87 85952.67 48.8752 3910.02 101660.42 After Academy 23.4017 1872.14 48675.54 Entry 23.4017 1872.14 48675.54 Max 33.9145 2713.16 70542.16 38.6070 3088.56 80302.56 28.9582 2316.65 60232.95 33.9274 2714.19 70568.89 Mid 38.8926 3111.41 80896.61 47.1087 3768.69 97985.99 60.2752 4822.02 125372.32 Max 43.5186 3481.49 90518.69 52.8939 4231.51 110019.31 71.6751 5734.01 149084.21 City of Flagstaff Zone 1 Band Pos # Position Title BA1 82201 N Rec Prog Coord Min 17.0383 1363.06 35439.66 Band Pos # Position Title BA2 82202 N Rec Prog Coord Step 1 Step 2 #REF! #REF! 1363.06 0.00 35439.66 0.00 Step 3 Min #REF! 19.6549 0.00 1572.39 0.00 40882.19 Band Pos # Position Title BA3 82203 N Rec Prog Coord Step 1 Step 2 #REF! #REF! 1363.06 0.00 35439.66 0.00 Step 3 Step 4 #REF! #REF! 0.00 1572.39 0.00 40882.19 Mid 20.5272 1642.17 42696.47 Max Step 10 24.0160 #REF! 1921.28 0.00 49953.28 0.00 Step 11 #REF! 0.00 0.00 Step 12 Step 13 Step 14 Step 15 #REF! #REF! #REF! #REF! 2130.61 0.00 0.00 2339.94 55395.81 0.00 0.00 60838.54 Zone 2 Mid 23.1438 1851.50 48139.00 Max Step 13 Step 14 Step 15 26.6326 #REF! #REF! #REF! 2130.61 0.00 0.00 2339.94 55395.81 0.00 0.00 60838.54 Zone 3 Page 474 Step 5 #REF! 0.00 0.00 Step 6 Min #REF! 22.2715 0.00 1781.72 0.00 46324.72 Mid 25.7604 2060.83 53581.63 Max 29.2493 2339.94 60838.54 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Recreation Program Coordinator Broad Band FY 2016 City of Flagstaff Zone 1 Mid 26.2955 2103.64 54694.64 Band BB1 Pos # Position Title 82301 E Recreation Supervisor 82501 E Utilities Supervisor Min 22.1986 1775.89 46173.09 Band BB2 Pos # Position Title 82302 E Recreation Supervisor 82502 E Utilities Supervisor Step 1 46173.09 Step 3 0.00 Min 25.2712 2021.70 52564.10 Band BB3 Pos # Position Title 82303 E Recreation Supervisor 82503 E Utilities Supervisor Step 1 46173.09 Step 3 0.00 Step 4 52564.10 Max 30.3924 2431.39 63216.19 Step 10 0.00 Step 11 0.00 Zone 2 Mid 29.3682 2349.46 61085.86 Step 5 0.00 Step 6 0.00 Page 475 Min 28.3441 2267.53 58955.73 Zone 3 Mid 32.4410 2595.28 67477.18 Step 12 69607.62 Step 15 75998.62 Max 33.4652 2677.22 69607.62 Step 15 75998.62 Max 36.5378 2923.02 75998.62 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Recreation and Utility Supervisor Broad Band FY 2016 City of Flagstaff Zone 1 Band B31 Pos # Position Title 80401 N Water Services Spec Min 21.1998 1695.98 44095.58 Mid 24.8213 1985.70 51628.30 Band B32 Pos # Position Title 80402 N Water Services Spec Step 1 0.00 #REF! 1695.98 Step 3 0.00 #REF! 0.00 Min 23.9158 1913.26 49744.86 Band B33 Pos # Position Title 80403 N Water Services Spec Step 1 0.00 #REF! 1695.98 Step 3 0.00 #REF! 0.00 Step 4 0.00 #REF! 1913.26 Max 28.4428 2275.42 59161.02 Step 10 0.00 #REF! 0.00 Step 11 0.00 #REF! 0.00 Step 12 0.00 #REF! 2492.68 Step 14 0.00 #REF! 0.00 Step 15 0.00 #REF! 2709.96 Max 31.1585 2492.68 64809.68 Step 14 0.00 #REF! 0.00 Step 15 0.00 #REF! 2709.96 Zone 2 Mid 27.5372 2202.97 57277.27 Page 476 Zone 3 Step 5 0.00 #REF! 0.00 Step 6 0.00 #REF! 0.00 Min 26.6318 2130.54 55394.14 Mid 30.2532 2420.25 62926.55 Max 33.8745 2709.96 70458.96 Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Utilities Specialist Broad Band FY 2016 City of Flagstaff Range SB1 1 (L1#1) 2 (LI#2) 3 (LI#3) 4 (LII#1) 5 (LII#2) 6 (LII#3) 90101 N MSW - Plant Technician 15.5759 17.2167 19.1784 21.1405 23.4351 26.0628 29.2493 90201 N MSW - Water Services Technician 1246.07 1377.34 1534.27 1691.24 1874.81 2085.02 2339.94 90301 N MSW - Laboratory 32397.87 35810.74 39891.07 43972.24 48475.01 54210.62 60838.54 90401 N MSW - Operations 90501 N MSW - Maintenance Pos # Position Title 7 (Max) Appendix B - City of Flagstaff Pay Plan Annual Financial Plan 2016 CITY OF FLAGSTAFF Skill Based Pay FY 2016 Page 477 City of Flagstaff Appendix B - City of Flagstaff Pay Plan CITY OF FLAGSTAFF Temporary Employee Pay Plan FY 2016 1 Pay Grade B11 461 B21 461 455 459 455 451 425 425 9 425 459 481 481 481 481 481 425 425 463 463 463 463 463 463 463 463 463 463 463 463 463 425 459 409 425 459 408 425 Position Step Control # Step 1 14813 Step 2 14814 Step 1 14810 Step 1 14803 Step 1 14702 Step 1 14700 Step 1 14500 Step 1 14200 Step 1 14903 Step 16 80803 Step 1 14910 Step 19 14928 Step 1 14306 Step varies 14014 Step 11 14015 Step 11 14018 Step 18 14016 Step 18 14019 Step 12 14920 Step 25 14936 Step 1 14025 Step 2 14026 Step 3 14027 Step 4 14028 Step 5 14029 Step 6 14030 Step 7 14031 Step 8 14032 Step 9 14033 Step 10 14034 Step 11 14035 Step 12 14036 Step 13 14037 Step 28 14705 Step 1 14307 Step 7 14938 Step 20 14929 Step 1 14310 Step Varies 14800 Step 22 14931 Annual Financial Plan 2016 Position Title Administrative Assistant - Visitor Center 12.4843 Administrative Assistant - Customer Service 11.7500 Administrative Specialist - Temp 15.1120 Administrative Support - Temp 11.7500 Arena Manager 9.3428 Basketball Official - Adult 11.1594 Basketball Official - Youth 9.3428 Cashier 8.0979 Court Interpreter - Temp 19.0320 Court Judicial Specialist - Temp 21.0137 Court Training Spec - Temp 21.1998 Dew Downtown Construction 20.7638 Enrichment Coordinator 11.1594 Equipment Operator 15.1120 - 27.5966 Equipment Operator II - Snow 22.4559 Equipment Operator II - Snow (CDL) 22.4559 Equipment Operator III - Snow 27.5966 Equipment Operator III - Snow (CDL) 27.5966 Executive Assistant - Temp 20.2280 Finance Technician - Temp 14.6160 Fire Auxiliary Staff AD-A 14.2000 Fire Auxiliary Staff AD-B 15.6400 Fire Auxiliary Staff AD-C 17.4000 Fire Auxiliary Staff AD-D 19.2000 Fire Auxiliary Staff AD-E 21.0400 Fire Auxiliary Staff AD-F 23.0400 Fire Auxiliary Staff AD-G 25.0800 Fire Auxiliary Staff AD-H 28.1600 Fire Auxiliary Staff AD-I 31.1600 Fire Auxiliary Staff AD-J 34.2800 Fire Auxiliary Staff AD-K 37.6400 Fire Auxiliary Staff AD-L 45.1600 Fire Auxiliary Staff AD-M 53.6800 Fitness Instructor 20.0000 Flag Football Official - Adult 11.1594 Flagstaff Watershed Prot Proj (FWPP) Ops Sp 24.9347 Grants Compliance Specialist 105.0000 Hockey Official - Adult 11.1594 Intern Varies IT Analyst - Project Management 30.0000 Page 478 City of Flagstaff Appendix B - City of Flagstaff Pay Plan CITY OF FLAGSTAFF Temporary Employee Pay Plan FY 2016 1 Pay Grade 425 404 402 406 452 B81 457 454 454 425 425 455 458 423 450 425 450 421 456 407 455 425 453 420 409 409 409 409 Position Step Control # Step 27 14932 Step 1 14401 Step 1 14201 Step 1 14601 Step 1 14302 Step varies 14305 Step 1 14304 Step 2 14313 Step 1 14305 Step 23 14933 Step 21 21419 Step 1 14703 Step 1 14005 Step 1 14300 Step 2 14103 Step 18 14911 Step 2 14007 Step 1 14404 Step 1 14600 Varies 14900 Step 1 14501 Step 26 14017 Step 1 14301 Step 1 14100 Step 3 14914 Step 5 14934 Step 6 14937 Step 4 14930 Annual Financial Plan 2016 Position Title IT Helpdesk Tech Library Clerk - Temp Library Page - Temp Library Specialist - Temp Lifeguard/Instructor Maintenance Worker Maintenance Worker - Airport Snow Maintenance Worker - Parks Maintenance Worker - Recreation Meter Tech Temp Police Communications Manager Pool Manager Program/Facility Site Supervisor Recreation Leader Rink Guard/Attendant School Resource Officer Scorekeeper Skate Instructor Softball Official - Adult Temporary - Specialized Volleyball Official - Adult Water Conservation Enforcement Aide Water Safety Instructor Weight Lifting Instructor Wildland Fire Crew Member Wildland Fire Crew Member - Senior Wildland Fire Firewise Specialist Wildland Fire Squad Boss Page 479 16.0341 13.6788 10.9227 14.7971 8.3046 15.1120 - 27.5966 11.6785 13.0000 10.6404 12.0000 46.4400 9.3428 8.3046 8.0979 8.0979 37.8064 8.0979 8.5642 13.7546 Varies 9.3428 11.5000 8.8237 8.3046 12.6000 13.7021 19.9989 15.2000 City of Flagstaff Appendix C - Resolution for Budget Adoption Annual Financial Plan 2016 Page 480 City of Flagstaff Appendix D - Ordinance for Property Tax Levy Annual Financial Plan 2016 Page 481 City of Flagstaff Appendix D - Ordinance for Property Tax Levy Annual Financial Plan 2016 Page 482 City of Flagstaff Appendix E - 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 2016 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 483 City of Flagstaff Appendix E - 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 2016 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 484 City of Flagstaff Appendix E - 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 2016 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 485 City of Flagstaff Appendix E - 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 2016 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 486 City of Flagstaff Appendix F - 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 AWIR 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 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 Aging Water Infrastructure Replacement 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 Annual Financial Plan 2016 Page 487 City of Flagstaff Appendix F - List of Acronyms ACRONYMS Acronym Description CM 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 EAH EAP ECE ECONA EDA EDMS EEOP EFCL EIS ELS EMT EOC ERT ERU ESL FAA FAPPO FBI FCP FEMA FFATA FFD FFV City Manager 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 Employer Assisted Housing 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 Annual Financial Plan 2016 Page 488 City of Flagstaff Appendix F - List of Acronyms ACRONYMS Acronym Description FHA FHC 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 Flagstaff Housing Authority State Forest Health Council 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 Annual Financial Plan 2016 Page 489 City of Flagstaff Appendix F - List of Acronyms ACRONYMS Acronym Description IT IWM 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 NHPA NICET NIGP NJPA NNHRC NOV NPDES NPI NPS NRP Information Technology Industrial Wastewater Monitoring 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 Historic Preservation Act 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 Annual Financial Plan 2016 Page 490 City of Flagstaff Appendix F - List of Acronyms ACRONYMS Acronym Description NSF OMB OOHR 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 RSOQ RTP RW RWP RWPS SAN SB SBDC SCADA SCASDP SCIP SDWA SEDI SEED SEFA Non-Sufficient Funds Office of Management and Budget Owner Occupied Housing Rehabilitation 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 Request for Statement of Qualifications 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 Annual Financial Plan 2016 Page 491 City of Flagstaff Appendix F - List of Acronyms ACRONYMS Acronym Description SEMAP SEMS SID SIT 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 Section Eight Management Assessment Program Sustainability and Environmental Management Section Special Improvement District Self-Insurance Trust Fund 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 2016 Page 492 City of Flagstaff When are you coming for a visit? Flagstaff welcomes you. PAGES FROM THE 2002 ANNUAL BUDGET AND FINANCIAL PLAN More than Years 20GFOA of Recognition GOVERNMENT FINANCE O F F I C E R S A S S O C I AT I O N City of Flagstaff Comprehensive Annual Financial Report 35 Awards GOVERNMENT FINANCE O F F I C E R S A S S O C I AT I O N City of Flagstaff Budget and Financial Plan 21Awards Cit y of Flagstaf f 211 West Aspen Avenue Flagstaf f, Arizona 860 01 f lagstaf f. az .gov