Annual Budget / Fiscal Year 2018-2019 ANNUAL BUDGET BOOK City of Goodyear FY2019 Annual Budget Submitted to the City Council June 11, 2018 City of Goodyear City of Goodyear Annual Budget / Fiscal Year 2018-2019 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Table of Contents TABLE OF CONTENTS READER’S GUIDE .............................................................................................................................................................. 1 GFOA PRESENTATION AWARD ................................................................................................................................... 2 CITY INTRODUCTION ..................................................................................................................................................... 5 CITY MANAGER’S BUDGET MESSAGE .................................................................................................................... 18 STRATEGIC PLAN .......................................................................................................................................................... 24 Goodyear Vision ......................................................................................................................................................... 24 Goodyear Mission ...................................................................................................................................................... 24 Goodyear Values ........................................................................................................................................................ 24 Strategic Focus Areas and Goals............................................................................................................................. 25 Guiding Principles....................................................................................................................................................... 27 Performance Management Context ....................................................................................................................... 29 FINANCIAL PLAN ........................................................................................................................................................... 31 Overall Goals ............................................................................................................................................................... 31 Budget and Financial Policies .................................................................................................................................. 32 LONG TERM FINANCIAL PLAN ................................................................................................................................. 35 BUDGET SUMMARY ..................................................................................................................................................... 39 FINANCIAL BUDGET SUMMARY ................................................................................................................................. 45 SUMMARY BY FUND ...................................................................................................................................................... 46 General Fund............................................................................................................................................................... 46 Highway User Revenue Fund (HURF) .................................................................................................................... 48 Water Fund ................................................................................................................................................................. 49 Wastewater Fund ...................................................................................................................................................... 50 Sanitation Fund .......................................................................................................................................................... 50 Ballpark Fund .............................................................................................................................................................. 51 KEY CAPITAL FUNDS ...................................................................................................................................................... 52 DEPARTMENT BUDGET OVERVIEW ....................................................................................................................... 53 FY2019 OPERATING BUDGET ..................................................................................................................................... 54 DEPARTMENT SUMMARIES ......................................................................................................................................... 55 City Clerk’s Office ...................................................................................................................................................... 55 City Manager’s Office................................................................................................................................................ 60 Development Services ............................................................................................................................................... 66 Economic Development ............................................................................................................................................ 70 Engineering .................................................................................................................................................................. 74 Finance ......................................................................................................................................................................... 81 Table of Contents Annual Budget / Fiscal Year 2018-2019 City of Goodyear Fire ................................................................................................................................................................................ 86 Human Resources ...................................................................................................................................................... 93 Information Technology ............................................................................................................................................ 97 Legal Services ............................................................................................................................................................101 Mayor and Council ...................................................................................................................................................105 Municipal Court ........................................................................................................................................................107 Parks and Recreation...............................................................................................................................................112 Police ..........................................................................................................................................................................120 Public Works .............................................................................................................................................................126 CAPITAL IMPROVEMENT PROGRAM (CIP) ......................................................................................................... 134 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM .................................................................................................134 PLANNING FOR CAPITAL IMPROVEMENT PROJECTS ........................................................................................135 ON-GOING OPERATING IMPACTS ...........................................................................................................................137 MULTI-YEAR PLAN REVIEW PROCESS.....................................................................................................................139 RELATED PLANS ............................................................................................................................................................139 SUMMARY BY PROJECT ..............................................................................................................................................145 SUMMARY BY PROGRAM ...........................................................................................................................................148 SUMMARY BY FUND ....................................................................................................................................................149 CIP PROJECT TIMELINE ...............................................................................................................................................150 ARTS & PARKS PROGRAM BY PROJECT AND FUND ...........................................................................................154 FACILITIES AND TECHNOLOGY PROGRAM BY PROJECT AND FUND ...........................................................159 STREETS PROGRAM BY PROJECT AND FUND ......................................................................................................171 WATER PROGRAM BY PROJECT AND FUND ........................................................................................................181 WASTEWATER PROGRAM BY PROJECT AND FUND ..........................................................................................191 DEBT SERVICE SUMMARY........................................................................................................................................ 201 DEBT MANAGEMENT...................................................................................................................................................201 BOND RATINGS .............................................................................................................................................................205 FY2019 DEBT SERVICE BY TYPE ............................................................................................................................... 206 General Obligation (G.O. Bonds) ...........................................................................................................................208 Water and Sewer Revenue Bonds.........................................................................................................................211 Public Improvement Corporation (PIC) Bonds ....................................................................................................213 Improvement District Bonds ..................................................................................................................................214 Water Infrastructure Finance Authority (WIFA) ................................................................................................214 CITY BUDGET SCHEDULES ....................................................................................................................................... 216 Schedule 1-Total Sources and Uses ..................................................................................................................... 216 Schedule 2-Revenues ..............................................................................................................................................217 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Table of Contents Schedule 3-Operating Expenditures-All Funds ..................................................................................................220 Schedule 4-Debt Service.........................................................................................................................................235 Schedule 5-Authorized Position Detail by Position Title .................................................................................. 236 Schedule 5A-Authorized Positions by Department and By Fund ...................................................................247 Schedule 6-Interfund Transfers .............................................................................................................................248 Schedule 7-Property Tax ........................................................................................................................................250 Schedule 8-Arizona Constitutional Debt Limit...................................................................................................251 Schedule 9-Capital Improvement Program .........................................................................................................252 Schedule 10-Carryovers by Funding Source .......................................................................................................254 Schedule 11-Listing of Supplementals .................................................................................................................257 STATE SCHEDULES ..................................................................................................................................................... 260 Schedule A-Summary Schedule of Estimated Revenues and Expenditures/Expenses ............................... 260 Schedule B-Tax Levy and Tax Rate Information ................................................................................................ 261 Schedule C-Revenues Other Than Property Taxes ............................................................................................ 262 Schedule D-Other Financing Sources/ and Interfund Transfers ....................................................... 267 Schedule E-Expenditures/Expenses by Fund ...................................................................................................... 268 Schedule F-Expenditures/Expenses by Department ......................................................................................... 269 Schedule G-Full-Time Employees and Personnel Compensation ...................................................................272 RESOLUTION ................................................................................................................................................................ 273 ORDINANCE .................................................................................................................................................................. 275 GLOSSARY ..................................................................................................................................................................... 277 ACRONYMS ................................................................................................................................................................... 286 Table of Contents Annual Budget / Fiscal Year 2018-2019 T City of Goodyear City of Goodyear Annual Budget / Fiscal Year 2018-2019 Reader’s Guide READER’S GUIDE This reader’s guide describes the structure of the FY2019 Adopted Budget and outlines its contents. It is designed to help citizens, media, and city officials more easily understand and participate in budget deliberations. In an effort to focus on what is achieved through spending, the budget includes funding levels and expected program outcomes, taking into consideration the current economic situation. Introduction This section provides a brief introduction to the City of Goodyear’s Mayor and Council, city management organizational chart, history of Goodyear, and residential communities located throughout Goodyear, and Goodyear’s statistics at a glance. Also included in this section is the City Manager’s Budget Message, highlighting budget development priorities and any significant changes from the prior year adopted budget. The city’s Performance Management Program and Strategic Plan, which is used to drive the city’s policy and program direction is also outlined in this section. Financial Plan This section provides a financial overview summarizing key financial policies that govern the city’s approach to debt management, revenue forecasts, expenditure forecasts, maintenance of fund balances, asset management, long-term financial planning, and other financial responsibilities. Budget Summary In this section an overview of the budget process is outlined. This includes a calendar noting significant milestones within the budget process. A brief summary explaining the development of the base budget, budget reviews, adoption, budget amendments, and budget basics are also provided. This section also includes a brief overview and summary of major city funds. Department Budget Summary This summary section describes the mission statements and description of services provided by each division within each city department. Discussion also includes changes to operating budgets, authorized personnel, and department performance measures. Capital Improvement Program (CIP) This section provides information about the city’s Capital Improvement Plan, which is developed and updated annually, including anticipated funding sources. The following detailed information is provided within this section the city’s CIP five year plan, sources of funding, expenditures, operating impacts, and project summary. Budget Schedules These schedules summarize transfers, revenues, expenditures, debt service, authorized positions, property taxes, debt capacity and CIP projects along with detailed State required schedules. Appendix The final section of this book is a reference section that contains the City Council Resolution adopting the FY2018-2019 annual budget, property tax levy ordinance, a list of acronyms and glossary of terms used throughout the city’s budget. 1 GFOA Award Annual Budget / Fiscal Year 2018-2019 City of Goodyear GFOA PRESENTATION AWARD The Government Finance Officers Association of the United States and Canada (GFOA) presented an award for Distinguished Budget Presentation to the City of Goodyear for its fiscal year beginning on July 1, 2017. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communications medium. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. GOODYEAR CITY COUNCIL 2 Annual Budget / Fiscal Year 2018-2019 City of Goodyear City Council GOODYEAR CITY COUNCIL Front Row (Left to Right) Back Row (Left to Right) Vice Mayor Wally Campbell, Mayor Georgia Lord, Councilmember Laura Kaino Councilmember Joe Pizzillo, Councilmember Bill Stipp, Councilmember Sheri Lauritano, Councilmember Brannon Hampton Goodyear has a Council-Manager form of government. Our charter provides for six councilmembers and a mayor – all elected at large on a non-partisan ballot. The Mayor and Council serve four-year terms. The Mayor has a two-term limit and Council a three-term limit. Councilmembers serve staggered terms to ensure continuity. Mayor Georgia Lord Term 2017-2021 Vice Mayor Wally Campbell Term 2017-2021 Councilmembers Joe Pizzillo Sheri Lauritano Bill Stipp Term 2017-2021 2015-2019 2015-2019 Councilmembers Brannon Hampton Laura Kaino Term 2017-2021 2018-2019 City of Goodyear 190 N. Litchfield Road Goodyear, AZ 623-932-3910 www.goodyearaz.gov 3 Organizational Chart Annual Budget / Fiscal Year 2018-2019 City of Goodyear FY2019 MANAGEMENT ORGANIZATIONAL CHART CITY INTRODUCTION 4 City of Goodyear Annual Budget / Fiscal Year 2018-2019 City Introduction CITY INTRODUCTION HISTORY OF GOODYEAR These views of Western Avenue at Litchfield Road in the 1950s show: • • • • • • The Goodyear of today exists because of the cotton of yesteryear. It was part of the 16,000 acres purchased in 1917 for the Goodyear Tire and Rubber Company by junior executive Paul Litchfield. Cotton used to make rubber tires for airplanes in World War I was in short supply because foreign sources were in war torn countries or disease ridden. When Goodyear found that Arizona’s climate and soil was similar to foreign sources, the company sent Litchfield to purchase land. Bowman’s Drug Abraham’s Market Goodyear Post Office (with flagpole) Airline Restaurant Goodale Hardware (Sign: Dutch Boy Paints) First National Bank Top: view to southwest Bottom: view to east The small community that formed as a result of the Goodyear Farms cotton industry first became known as "Egypt" for the Egyptian cotton grown there and then, finally, was called Goodyear. The Goodyear Tire and Rubber Company was named in honor of Charles Goodyear, the man who discovered the process to vulcanize rubber in the mid-1800s. The process, which Goodyear discovered by accident, produced a very durable rubber and later allowed the founders of the popular company to form a foundation of success. The community thrived as long as the cotton industry was strong. The town of Goodyear was incorporated in November 1946. At that time, the town had 151 homes, 250 apartments, a grocery store, drug store, barber shop, beauty shop and service station. 5 City Introduction Annual Budget / Fiscal Year 2018-2019 City of Goodyear However, World War II brought a recovery in the early 1940s when the Litchfield Naval Air Facility employed as many as 7,500 people at one time. During World War II, Goodyear Aircraft Corporation manufactured more than three million pounds of aircraft frames. After the war, the Naval Air Facility served as a storage base for thousands of World War II aircraft that were moth balled and salvaged. Goodyear Aircraft Corporation was where some of the famous dirigibles or "blimps" were manufactured that hovered over the Rose and Orange bowl football games and the Indianapolis 500. Goodyear played a key role in a Thanksgiving Day tradition in the 1950s. A group of women who worked at Goodyear Aircraft in Arizona manufactured the huge balloons of cartoon characters that hovered above floats at the Macy’s Department Store Parade in New York. They were known as “The Balloon Ladies.” In 1963, a long history of aerospace and defense programs began when the Goodyear Aerospace Corporation replaced Goodyear Aircraft Corporation. That plant was later sold to Loral Defense Systems and eventually evolved by merger and acquisition into the current Lockheed Martin Corporation. The Litchfield Naval Air Facility was the training base for the Navy Blue Angels aerial demonstration team until 1968. That year, the Navy sold the airfield to the city of Phoenix who named it the Phoenix-Litchfield Airport. In 1986, it was renamed the Phoenix-Goodyear Airport. In the 1980s, the 10,000 acres that remained of the original Goodyear Farms was sold to SunCor who developed much of the land into the Palm Valley master-planned, mixed-use community located north of I-10. The Three Rivers Historical Society works to preserve the heritage of the cities which grew at the confluence of the Salt, Gila and Agua Fria rivers-Goodyear, Avondale, Litchfield Park and Tolleson. 6 City of Goodyear Annual Budget / Fiscal Year 2018-2019 City Introduction HOUSING Founded more than 70 years ago, Goodyear is just beginning to flourish and we expect to see a lot of growth in the near future. The projected build-out for the Goodyear Municipal Planning Area is estimated at 760,000 residents with 288,000 dwelling units and 328,000 jobs. Currently, there are more than 30,000 dwelling units and the city is approximately 11% of its build out potential. Goodyear offers excellent residential choices from affordable starter homes to a variety of upscale homes, mountainside custom builds or equestrian estates. The city is a valley leader in masterplanned communities, offering exquisite amenities such as a country club lifestyle, active community centers, golf courses, walking/jogging paths, lakes and mountain trails. Estrella is a mixed-use, master-planned community of smaller villages and neighborhoods connected by wild desert trails and lakes for both sporting and relaxing. This 20,000-acre community offers the perfect balance of solitude and activity, bordering the Estrella Mountain Regional Park. This oasis in Goodyear offers amazing mountain views and 72 acres of lakes. Enjoy three actionpacked residents clubs, golf, hiking, annual events, community parks, sail boating, kayaking, fishing, or just watching the sunset glimmering across the water. Select from three communities including Mountain Ranch, Montecito, and CantaMia. Construction is also underway on the newest village of Lucero, encompassing 617 acres of new homes and amenities. Palm Valley is located along Litchfield Road north of I-10, is a thoughtfully planned 9,000 acre community of housing, outdoor recreation, shopping, dining and family activities. Within the development, four retail centers offer restaurants and popular stores. Sports enthusiasts will appreciate Palm Valley's championship golf course, mid-length course, walking trails, and volleyball and basketball courts. Canyon Trails has brought back good oldfashioned neighborliness with tree-lined streets, and front porches on many homes. A vast system of walking and biking trails connects the five distinctive neighborhoods and several mini-parks with the trails converging at a centrally located park. 7 City Introduction Annual Budget / Fiscal Year 2018-2019 City of Goodyear PebbleCreek is a Robson Communities Inc. 55+ Luxury Retirement Community for active adults, all in a stunning setting with palms lining the golf course reflecting a country club lifestyle. From the very first day you step into this upscale setting of beauty and quality, you will notice the abundance of amenities and activities rivaling world-class resorts. In addition to a superb range of housing, PebbleCreek offers two championship golf courses, a luxurious clubhouse, grand ballroom and auditorium, art center, restaurants, dog park and a sport and aquatics complex; including multiple pools, pickleball and tennis courts, aerobics room and fitness studios You will also find more than 100 clubs, classes and activities to make life even better including creative and performing arts, games, wellness and fitness clubs, classic cars clubs, and more! CantaMia at Estrella is for the active adult who isn’t planning to slow down anytime soon. Comprised of 540 total acres, CantaMia has a gated entry, as well as a dozen home designs to choose from. This spectacular enclave is woven together by means of lakes, waterways, and walking paths. Parks and common areas. The 29,000-sq. ft. Village Center is the heart of the community with a calendar chock-full of events for you to experience. Numerous other amenities include a State-of-the Art Fitness Center, Beach Entry-Resort-style Outdoor Pool, Locker Rooms, Tennis & Pickleball Courts, Billiards, Conversation Fire Pits, Indoor Lap Pool, Arts & Crafts Studio, Library, Café, Lounge and More! Vanderbilt Farms is a community of one-acre home sites for custom homes, the perfect setting for a balance of suburban and country living. From elaborate master-planned communities to intimate gated subdivisions, Goodyear provides numerous options for executive housing. AWARD-WINNING COMMUNITY Goodyear provides a high quality of life with its master-planned communities, excellent schools and health care, trail systems and entertainment options, including major league sports venues. Goodyear was ranked by 24/7 Wall St. as one of America's Top 10 Best Cities to Live (#7). Goodyear was ranked by the U.S. Census Bureau as being among the fastest growing cities in the country. A NerdWallet study ranked Goodyear (#3) as one of the best cities in the nation for veterans. The study based its selection criteria on the level of economic opportunity for veterans. 8 City of Goodyear Annual Budget / Fiscal Year 2018-2019 City Introduction Movoto ranked Goodyear in its top 10 for "Best Places Near Phoenix for Young Professionals" and "Best Phoenix Suburbs for Young Couples". In the most recent Citizen Satisfaction Survey 93% of residents surveyed rated Goodyear as an excellent-good place to live and 4 in 5 residents would recommend and remain in Goodyear. GOODYEAR'S GOT TALENT Goodyear has the most educated workforce in West Metro Phoenix and is in the top tier for the Metro region for a city of its size. With the city's population expected to double in the next 20 years expect Goodyear to continue attracting the high-caliber workforce that it is known for. Abundant Land for Development Goodyear has over 4,000 acres of land for development within 5 minutes of the I-10 freeway for industrial or office use, including shovel ready sites in master-planned business parks. Access to Markets Goodyear is strategically located near airports, freeways and rail, giving your company access to national and international markets. Business Incentives & Benefits Goodyear offers attractive business incentives to reduce costs, including major property tax savings with qualifying programs such as Foreign Trade, Military Reuse and Redevelopment Zones. 9 City Introduction Annual Budget / Fiscal Year 2018-2019 TOP 10 EMPLOYERS 1. ABRAZO WEST CAMPUS Employees 1,009 – Health Services 2. MACY’S – BLOOMINGDALE’S Employees 1,008 – Internet Fulfillment 3 AMAZON Employees 975 – Internet Fulfillment 4 CANCER TREATMENT CENTERS OF AMERICA Employees 768 – Health Services 5. SUB-ZERO Employees 500-Manufacturing 6 MCLANE SUNWEST Employees 345-Distribution 7 CAVCO INDUSTRIES Employees 325-Manufacturing 8. REI Employees 312 – Distribution 9. AERSALE Employees 273-Aviation 10. WALMART Employees 260-Retail Source: Economic Development Department – as of 7/1/2018 10 City of Goodyear City of Goodyear Annual Budget / Fiscal Year 2018-2019 City Introduction GOODYEAR QUALITY OF LIFE • 100+ restaurants, great shopping and theatres • 20,000+ acres of recreational parks • 47 miles of hiking & biking trails • 100+ miles of paved bike routes • Goodyear Ballpark-Spring Training Facilities • Over 4,000 acres of developable land • Safe place to live with low crime rates • Variety of housing in master planned communities CITY GOVERNMENT Goodyear has a Council-Manager form of government. The city's charter government provides for six councilmembers and a mayor, elected at large on a non-partisan ballot. Councilmembers serve four-year staggered terms and the mayor, a four-year term. The Vice Mayor is elected annually by the rest of the City Council. As the local legislative body, the Council adopts ordinances and policies which direct the city government. The City Council also appoints members to all boards and commissions. While city management participates in the development of policies, the City Council is the final decision-making authority. As elected officials, their responsibility is to represent the residents. Therefore, citizen participation at all levels is invited and encouraged by the City Council. The Council frequently relies on ad hoc citizen committees or standing boards and commissions to recommend actions on major issues. While the City Council has the responsibility to make the final decision, what the citizen committees recommend is highly valued by this municipal legislative body. The City Manager, who is appointed by the City Council, is responsible for the overall operation and supervision of the government functions within the policy directives of the City Council. As the administrative head of the city government, she is responsible for the appointment and dismissal of all employees, except for the Magistrate and City Attorney who are appointed by City Council. Goodyear’s excellent Police and Fire departments make the city one of the safest in Arizona. The Fire Department provides services directed at the prevention and control of fires, accidents, and other medical emergencies, in order to preserve lives and protect the property of the community. The Fire Department currently has six fire stations located throughout the city, including one in Mobile. The Police Department provides law enforcement, investigates criminal incidents and traffic accidents, provides traffic safety and enforcement and provides crime prevention and community‐ 11 City Introduction Annual Budget / Fiscal Year 2018-2019 City of Goodyear oriented policing services through programs such as the Citizen’s Police Academy, the Teen Police Academy, ride‐along programs and school resource officers. Utilities provided by the city include Water and Wastewater. Municipal services include Fleet Management, Sanitation and Facilities Management. GOODYEAR, AZ MAP 12 City of Goodyear Annual Budget / Fiscal Year 2018-2019 City Introduction GOODYEAR AT A GLANCE Goodyear City Hall 190 N. Litchfield Rd., Goodyear, AZ 85338 Phone: 623-932-3910 goodyearaz.gov | developgoodyearaz.com Current Population .......................... 83,512 Households with Children ................... 43.9% Number of Households ................... 30,197 Average Household Size ........................... 2.8 Workforce Population* .................. 1.56 M City Employees...........................................644 Median Age (Years) ............................... 37.1 Median Household Income ............. $73,831 *Workforce population within a 30 minute drive time Source: Sites USA 8/2017; Population Estimates — City of Goodyear Development Service 4/2018 FIRE DEPARTMENT Goodyear Fire Department Administration Headquarters 14455 W. Van Buren St., E102, Goodyear, AZ 85338 Office: 623-932-2300 goodyearaz.gov/fire Number of Stations .....................................6 2018 Fire Calls ...........................................246 Number of Employees........................... 117 2018 Miscellaneous Calls ..................... 2,069 Average Response Time ...................... 5:19 2018 EMS Incidents .............................. 7,002 13 City Introduction City of Goodyear Annual Budget / Fiscal Year 2018-2019 PARKS & RECREATION Goodyear Recreation Office Goodyear Ballpark 3075 N Litchfield Rd 1933 S Ballpark Way Goodyear, AZ 85395 Goodyear, AZ 85338 Phone: 623-882-7525 Phone: 623-882-3120 Community Parks Neighborhood Parks Goodyear Community Park Canada Village Park Foothills Community Park Estrella Vista Park North Estrella Vista Park South Trails Loma Linda Park Bullard Wash Park Phase 1 Palmateer Park Bullard Wash Park Phase 2 Palm Valley Park Parque De Paz Specialty Parks Wildflower Park North BMX Park Wildflower Park South Bullard Wash I Rio Paseo Park Bullard Wash II Portales Park Roscoe Dog Park Falcon Park Park Amenities Dog Parks-2 Playgrounds-18 Swimming Pool-1 BMX Track-1 Ramadas & Picnic Areas-39 Splash Pad-1 Pump Track-1 Ball Fields-8 Skate Park-1 Tennis Courts-6 14 City of Goodyear Annual Budget / Fiscal Year 2018-2019 City Introduction Right of Way Goodyear Parks and Recreation Department maintains 23 million square feet of city right of way and medians. Goodyear Ballpark 10,311 Seat Ballpark Cleveland Indians & Cincinnati Reds Development Complexes 13 Major League Baseball Quality Fields 105 Acres Maintained POLICE DEPARTMENT Goodyear Police Department Administration Headquarters 14455 W. Van Buren St., E101 Goodyear, AZ 85338 Non-emergency: 623-932-1220 goodyearaz.gov/police 2017 Calls for Services ............... 52,500 Average Seconds to Answer 911 Line ......:05 2017 Average Calls Per Month .... 4,375 Average Priority 1 Response Time ......... 3:24 15 City Introduction Annual Budget / Fiscal Year 2018-2019 City of Goodyear STREETS Arterial .................................................. 262.7 Rural Arterial ............................................. 68.5 Collector............................................... 135.3 Local .......................................................... 435.0 Industrial ................................................. 16.4 Unpaved ..................................................... 21.2 UTILITY SERVICE PROVIDERS Electricity ............................................................ Arizona Public Service (APS) Garbage Collection ........................................... City of Goodyear Natural Gas......................................................... Southwest Gas Telephone/Cable/Internet .............................. CenturyLink/Cox Communication Water (North of I-10) ....................................... Liberty/EPCOR/City of Goodyear Water (South of I-10) ....................................... City of Goodyear Water (White Tanks/Canada Village) ........... AZ Water Company EDUCATION College Educated-Graduate Degree .......... 11.4% College Educated-Some College ......... 30.1% College Educated-Bachelor Degree ........... 17.7% High School Graduate or Higher ......... 92.0% College Educated-Associates Degree ...........9.1% 16 City of Goodyear Annual Budget / Fiscal Year 2018-2019 City Introduction SCHOOL DISTRICT SERVING GOODYEAR District School Type # of Schools # of Students Avondale Elementary K-8 9 5,583 Liberty Elementary K-8 6 3,409 Litchfield Elementary K-8 15 11,675 Mobile Elementary K-8 1 28 Agua Fria High 9-12 5 7,788 Buckeye Union High 9-12 3 4,097 Charter Schools All Levels 8 3,568 ELECTIONS Date Type of Election Registered Voters Votes Cast May 16, 2017 General Election 42,379 10,226 % of Registered Voters Voting 24% March 14, 2017 Primary Election 43,244 12,562 29% 17 Budget Message Annual Budget / Fiscal Year 2018-2019 City of Goodyear CITY MANAGER’S BUDGET MESSAGE May 21, 2018 Honorable Mayor and City Council, I am pleased to present you with the budget for fiscal year 2018‐19 (FY2019). The $447.4 million budget provides for ongoing services and includes carryovers, additions and capital projects that include the priorities and policy direction communicated by the Council in retreats and work sessions held over the past several months. At $128.5 million the recommended General Fund budget is balanced, provides pay increases for all eligible employees, provides for existing and expanded services, and is in compliance with Council adopted financial policies (as amended) addressing areas such as matching ongoing costs with ongoing revenues, a strong contingency, and providing for maintaining and replacement of existing infrastructure. One of the main changes from prior years is that only funding for critical CIP projects is included for FY2019, as a thorough review and analysis of the costs and scopes of Capital Improvement Program (CIP) projects is underway. In doing so the FY2019 projects included in the budget are completely costed, realistic and fully deliverable as presented. It is my expectation that projects placed in the CIP, will be completed within the budget allotted on the schedule that is clearly defined when the project is funded. A five‐year CIP is presented for projects that have been fully evaluated or that are ongoing in nature such as contractually or statutorily required obligations to developers and debt service. The balance of the prior capital projects are now undergoing review and analysis for inclusion in the FY2020 budget and five‐year CIP. For FY2019 critical capital projects included in the budget total $242.8 million and include both new and continued projects such as the Surface Water Treatment Plant ($111.6 million), Fire Stations #181 and #186, Financial System Implementation, design/pre‐construction of the Recreation Campus, and numerous street, water and wastewater infrastructure projects detailed throughout the budget. One of the key elements of being able to develop a fully deliverable CIP is adequate planning and scoping of the projects presented. To this end, the FY2019 budget includes funding for scoping services for Phase II of the Police Operations Facility. This will allow for the complete evaluation of needs, the development of dependable space planning, scoping and accurate cost estimations. In addition to scoping services for many of our CIP projects, pre‐construction services funding for several projects such as the Recreation Campus, Fire Stations, and water infrastructure projects is included. With the use of project delivery methods such as Design Build and Construction Manager at Risk we will be bringing the contractor onboard during the design phase of a project in order to ensure adherence to budget, scope and schedule. A key benefit of these processes is the mitigation of changes in the field that drive up costs. Adoption of, and adherence to our financial policies, which include maintenance of a healthy General Fund reserve, asset management and a conservative approach to revenue projections, growth estimates and budgeting expenses has served the city well and continues as the underlying premise in the FY2019 budget. This budget continues and expands financial planning for future costs through asset replacement reserves and set asides to address known future operational cost increases associated with upcoming capital projects or council approved programs. This budget 18 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Budget Message also maintains the practice established last year of programming a capital project reserve. The capital project reserve is especially critical in this year of transition for the CIP. The reserve anticipates funding requirements to protect existing projects being reviewed and not included individually as projects, such as the Recreation Campus. The cornerstone of our financial policies is the concept that one‐time revenues will only be used to fund one‐time expenses. This budget continues that practice with a general fund that provides for all ongoing costs with ongoing revenues. For FY2019, a change to our financial policies recognizes $4.5 million of construction sales tax as an ongoing revenue source. With a change in reporting, we recognized that in practice we have historically been allocating a portion of construction sales tax to ongoing purposes. In evaluating this revenue source, and the underlying activities being taxed, we have determined that there is an ongoing base that will always be available to the city. By establishing this as a flat amount we will ensure that it is stable and reliable. This allocation will be evaluated on a regular basis to be consistent with the intent of our policy. ECONOMIC CLIMATE Total sales collections for FY2018 have performed above anticipated budget and are exceeding FY2017 collections by 11.4%. For FY2018 non‐construction sales taxes, which make up just over half of the ongoing General Fund revenues, have performed above last year and are estimated to grow by more than five percent (5%) over FY2017. This is reflective of ongoing steady growth in the local economy, including rising population and growing sales taxes, especially in the retail and restaurant categories. When we compare to the FY2018 budget ongoing sales taxes are slightly behind anticipated amounts solely due to the change in reporting of some construction sales taxes. For FY2019, a change to our financial policies corrects for this. Construction sales taxes, which are planned conservatively in the budget, are performing well above budget. Both commercial and residential building permit activity is above the prior year levels by more than 25% through the first ten months of FY2018. For residential, seven of the past 10 months have exceeded the prior year. This is reflected in higher than budgeted revenue collections from development related plan review, building permit, and inspections fees. The FY2019 budget assumes continued moderate growth and a conservative approach in General Fund revenue projections. Consistent with Council adopted financial policies, the primary property tax is maximized at the allowed two percent (2%) growth in the levy plus the tax on new properties. At 50% of General Fund revenues, non‐construction sales taxes are estimated at 5% above the FY2018 estimate. State shared sales, income and vehicle license taxes are more than 20% of the General Fund revenues and are budgeted based on information provided by the State and census population estimates. In combination, the FY2019 state‐shared General Fund revenues are projected at slightly above the FY2018 budget primarily due to changes in the corporate income taxation which has lowered state income tax collections. Because it is shared on a two year lag, state shared income tax is a known amount. However, state income tax is an area where revenue growth is slowing due to past legislative changes in income taxation and is anticipated to stagnate over the next two years despite anticipated population growth. State shared revenues are distributed based on a population factor which is now adjusted annually using census estimates instead of adjustments only when decade or special mid‐decade census populations were available. The city’s relative population is not yet known for FY2019. 19 Budget Message Annual Budget / Fiscal Year 2018-2019 City of Goodyear Water, Wastewater and the Sanitation enterprise funds all continue to experience account growth of about four percent (4%) annually. There are no rate increases included or anticipated in the Sanitation five‐year forecast. Water and Wastewater rates will increase in January based on a five‐ year plan adopted by the City Council in October 2015. Although Water accounts have grown by 16% over the past five years, the volume of water sold in that same period has only increased by 4%, most likely due to conservation efforts and an elastic response to rate increases. BUDGET APPROACH The city’s financial policies establish a framework for overall fiscal planning and development of the FY2019 budget. In addition, attention to citizen survey feedback and adopted plans are emphasized as departments submit requests and the budget recommendations are developed. Finally, priorities and policy direction for developing the budget is sought in the City Council retreats and work sessions held throughout the year and throughout the budget process. The internal process for developing the annual operating budget and capital improvement plan includes several steps and reviews. Departments prepare requests for the ongoing base budget, potential operating budget additions referred to as supplementals, and for new or revisions to projects in the existing CIP. All of these requests are reviewed by the Budget and Research team. In addition, the capital project requests are reviewed by the Engineering project management team. The goals of these reviews are to improve and clarify the scope of requests, identify all significant cost factors and to determine if other methods or sources were available to address the need. All the supplemental and capital project requests are reviewed by the Executive Team which ultimately developed recommendations for inclusion in this budget. BUDGET DEVELOPMENT PRIORITIES Continuation of ongoing priorities of the last several years to take care of and maintain existing infrastructure and assets, prepare financially for the future, support growth and development, and to attract and retain a skilled workforce were present in this FY2019 budget development process. Public safety, water and recreational services and facilities are the direct public facing services emphasized in the FY2019 Annual Budget. Recreation Services and Facilities – The highest rated areas for desired enhancements in the last citizen satisfaction survey called for a greater focus on recreation services and facilities. The City Council reiterated this priority many times throughout the budget process. As noted previously, the budget includes continuation of funding in FY2019 for design and pre‐construction services of a recreation campus which includes a recreation center, aquatics facility, and a 30‐acre park. These facilities are planned to begin construction in 2019 using G.O. Bonds and impact fees. The Parks and Recreation FY2019 Annual Budget adds a Recreation Supervisor, which was planned for the new recreation campus, allowing existing staff to focus on the development and preparation of the new recreation campus. Also added is a Special Events Coordinator and two new Special Events in order to implement the Council’s strategic goal regarding special events and increased funding for weed control and landscape maintenance. Additionally, one‐time funding for a park ranger program and vacant property clean up and repairs is included in the budget. A robust asset management program to replace parks equipment, maintain recreation sites such as playgrounds, and to replace right of way landscaping continues to be fully funded according to a ten‐year replacement plan. 20 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Budget Message Public Safety Services – Fire service and police response requests are addressed with the addition of 17 sworn positions. Fourteen of the positions are associated with a capital project. In Fire, capital projects to complete design and begin construction of one new station in Estrella and the relocation and replacement of station #181 are planned for FY2019. The department will begin hiring for the new Estrella station in July with all operational costs of the station paid for by the developer (Newland) for the next five years. In addition to the new station company, the department annual budget also includes the continuation of funding for equipment and the hiring and training of new positions to prepare to enter the ambulance service in July of FY2020. Three sworn police officers are added this fiscal year. One officer is to be dedicated as a School Resource Officer. In anticipation of funding from the Aqua Fria Union High School District this officer will be funded 50% by the District this year and an additional School Resource officer with 50% district funding will be recommended in FY2020. The other two sworn positions are to be assigned to patrol and serve as additional resources to patrol the community and investigate crimes involving illegal drugs. Included in the recommended budget is a major upgrade to our Computer Aided Dispatch (CAD) and Records Management System (RMS). Programmed at $998,400 this is the first major upgrade to the system since we implemented it in 2004. Lastly, an additional $35,000 was added for a contract with the Arizona Humane Society to combat animal cruelty. Water ‐ The surface water project ($111.6 M) is the largest CIP project and is for the construction of a water treatment facility to treat CAP water allocation. In FY2018, well site #12 included several individual projects that were components of one project. In FY2019, these separate components are combined into one project. Support Growth, Maintain Infrastructure and Plan for the Future ‐ The asset management program was first identified as a Council priority in the FY2015 budget and was added to the financial policies in FY2016. The program funds 10‐year plans for information technology hardware, fleet, parks, right of ways, the ballpark facilities, pavement management, and fire equipment replacements based on the annual average expense in each plan. Variations from this straight‐line funding approach using the annual average are in the form of increases to address early year peaks, especially in new plans for areas where deferred maintenance still remains. Although not included in the FY2019 budget we will be continuing to put together the foundations for a facility asset plan to be implemented in the coming years. In terms of planning for other types of upcoming expenses, the FY2019 budget includes for the third year a future operating cost set‐aside to prepare the city for projected operating and maintenance costs for planned capital projects. The set‐aside concept directs ongoing resources in the FY2019 budget to pay for one‐time costs so that when the new ongoing operating costs materialize the city will have benefitted from funding some one‐time needs and not be facing a situation where ongoing services would have to be altered to bring on new facilities. The FY2019 set‐aside includes funding for the recreation campus and Police Operations Phase 2 anticipated operating costs and to address expiration of Newland funding for fire station and Sedella O&M contributions. The set‐aside concept allowed for a smooth transition to our final level of debt service for the ballpark which is now level for the remainder of the term for that loan. 21 Budget Message Annual Budget / Fiscal Year 2018-2019 City of Goodyear Finally, a $38.0 million capital project loan reserves was added to the FY2019 budget. It represents $9.0 million in the General Fund, $16.6 million in General Obligation Bonds and a $12.4 million in Non‐Utility Impact Fees. The capital project loan reserves is included in anticipation of the development of our fully deliverable 5‐year CIP. Programming these reserves will set aside the funds intended for CIP projects as well as provide for the budget capacity to advance these projects into FY2019 once developed. Attract, Develop and Retain a Skilled Workforce – Employees are the most valuable asset to city services. They provide the direct services to customers. The FY2019 budget addresses the City Council direction to maintain employee compensation at the local market. This budget includes funding for the first year of a two‐year negotiated Memorandum of Understanding (MOU) agreements with represented sworn Police and Fire employees. The budget also includes a 5.0% annual pay increase for non‐represented employees which is comparable to the increases provided to our represented employees through the MOUs. Also included in this budget is funding for technology, training and equipment to provide employees key resources to do their jobs. FY2019 BUDGET OVERVIEW The FY2019 budget uses existing sources of revenue to provide additions to ensure service levels are maintained and to meet the demands of our growing community. There are no General Fund fee or tax rate increases. The combined property tax rate will be maintained at $1.7350 to meet exiting debt service requirements. Each year, there are increased costs of doing business to cover changing prices of utilities, gas, water, and contracted services. Departments worked to absorb many of these costs, but some increases were required in these on‐going areas and were incorporated into the budget through a base budget review process. This budget includes 31 new full‐time positions in all funds and also provides for one‐time costs such as replacement technology systems and new and replacement equipment. In FY2008, the city positions per 1,000 population peaked at 9.71 and 544 positions. With the FY2019 positon additions, there will be 644 authorized full‐time equivalent positions, which equates to 7.6 positions per 1,000 population. Efficiencies, process improvements and technology have helped the city to keep position growth below population growth. There is a slight uptick in the employees per 1,000 count for FY2019 due to our new recognition of Full‐Time Equivalent (FTE) positions. In past years part‐time positions were not included in our position counts. With our new position control system we are now able to accurately account for all authorized positions and have included FTE’s in the total. The FY2019 all funds budget totals $447.4 million. This represents an increase of $127.6 million increase from the prior year. This increase is primarily due to an increase of $114.8 million in capital projects. Debt service increased $6.1 million in principal and interest payments. Included in the recommended budget are carryover projects from FY2018. Carryovers comprise of $84.3 million in CIP and $6.9 million in operating costs. Operating costs increased by $9.5 million of which approximately one‐half is from ongoing supplemental budget additions, the balance is from salary, and benefit increases. 22 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Budget Message The General Fund including asset management and prior year carryovers is $138.1 million of the total and is an increase of $1.6 million or (1%) from the prior year budget. That $1.6 million includes $3.1 million in ongoing and $4.3 million in one‐time supplemental budget additions and $3.1 million in compensation and benefit increases. Partially offsetting these increases are $1.8 million less in planned asset management plans replacements and $3.2 million less in the contingency due to applying the 15% of ongoing revenues policies adopted in last year’s budget process. The operating portion of the budget includes salaries, supplies, and services for day‐to‐day operations. It is structurally balanced, with ongoing revenues covering ongoing expenditures consistent with our financial policies as amended. The operating portion of the FY2019 budget including one‐time items represents approximately $128.5 million for all funds. The General Fund portion of that operating budget is $93.3 million. In addition, the FY2019 budget includes $34.2 million in debt service requirements. The General Fund contingency, a rainy day fund set by policy at 15% of ongoing revenues is $14.6 million. The budget provides a $15 million appropriation to allow for the potential of any unknown or unanticipated new revenues such as grants, bonding or improvement districts. Also included in the total budget is $242.8 million in capital projects funded primarily from impact fees, water and wastewater revenue, bonds and general funds. CONCLUSION Goodyear’s FY2019 budget is a product of collaboration between the City Council, city management, department directors, and staff to identify funding priorities. The preparation of the budget is one of the most important tasks performed each year and the review and adoption of the budget is also one of the most important policy decisions that you as elected officials make in the best interests of our community. I would like to thank staff for their time and effort, as well as the Council for their guidance and support throughout the development of the FY2019 budget. Sincerely, Julie Arendall, ICMA-CM City Manager 23 Strategic Plan Annual Budget / Fiscal Year 2018-2019 City of Goodyear STRATEGIC PLAN This Strategic Plan is actively used by the city to drive policy and program direction, including the development of the city’s annual budget. Any requests for new funding are evaluated in the context of their relationship to the strategic focus areas. The plan is also discussed yearly with City Council to review progress and determine priorities for the annual plan update. As the plan is adopted, city departments use the document to update their own department operations plans. City Council receives a mid-year update on the action items in the plan. Below you will find the full Strategic Plan. VISION, MISSION, VALUES, AND STRATEGIC PURPOSE Goodyear Vision GOODYEAR VISION The City of Goodyear will be… …a great place to live, work and raise a family. …a city with healthy lifestyles and commitment to the environment. …a growing community that provides quality opportunities and lifestyles. We will be known as:  A destination place for regional shopping  A destination for higher education designed for workforce needs  A place for diverse job opportunities and an inventory of industries  An incubator for entrepreneurs  A hub of arts and culture in the West Valley Goodyear Mission GOODYEAR MISSION The City of Goodyear will provide the finest municipal services and promote a quality environment to enhance our community’s prosperity through citizen and employee participation. We are committed to the stewardship of resources and fulfillment of the public trust. Goodyear Values GOODYEAR VALUES The City of Goodyear and its employees serve residents according to five core values:  Empathy  Initiative  Innovation  Integrity  Optimism OUR PURPOSE With unified leadership, a talented workforce, and an involved citizenry, Goodyear is on the leading edge of tremendous growth and quality development opportunities. By eliminating all barriers and staying flexible, we will take calculated risks to maximize the community’s potential. 24 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Strategic Plan We deliver services to meet the needs of our city so that Goodyear continues to be a thriving sustainable community for all. Strategic Focus Areas and Goals STRATEGIC FOCUS AREAS AND GOALS Goodyear’s Strategic Plan uses the city’s vision and the four City Council focus areas described below as its roadmap for action. Goodyear City Council has adopted citywide goals to advance each area by fiscal year 2021. While there are many projects within city departments that support these focus areas, the Strategic Plan features the highest priority outcomes. Fiscal & Resource Management Maintaining a long-term view, we manage our fiscal, human, and physical resources in an efficient and effective manner. This effort is aligned across the organization with an emphasis on transparency. The city’s business practices will be efficient, business friendly, and ensure exceptional customer service to all stakeholders and citizens. 1. Improve employee satisfaction and engagement by 10% by FY2021. 2. Achieve a 75% positive employee rating of the organization’s support of continual learning and development by FY2021 to support building employees’ skills in technical and leadership competencies. 3. Create a replacement program for all city capital assets by FY2021. 4. By July 1, 2019, adopt a 5-year Capital Improvement Plan that is 100% deliverable as presented. 5. Implement technology solutions that expand online accessibility to city services and increase organizational capacity through improving or automating an additional 50 services by FY2021. Economic Vitality We will continue to ensure the prosperity of our community by increasing the growth of our economy through diversity of industry, business investment, quality job creation, education, and tourism. To support this growing economy, we will invest in transportation and infrastructure and seek high quality retail and entertainment opportunities. 1. Grow the property tax base through a primary assessed valuation increase due to growth average of 15% and total secondary assessed valuation annual growth of 9% for tax years 2019-21. 2. Increase total job creation by 4,500 of which 2,000 jobs are in targeted industries by FY2021. 25 Strategic Plan Annual Budget / Fiscal Year 2018-2019 City of Goodyear 3. Increase the number of businesses reporting in the restaurant and entertainment tax categories by 10% by FY2021. 4. Increase the sales tax revenue reported in the retail category by 10% over 2018 projections by FY2021. Sense of Community The city will cultivate a sense of pride through programs, gathering places, and events where the community can come together to participate in opportunities of learning and recreation. We will continue to make Goodyear residents feel connected to their city government through community engagement, outstanding customer service, and clear, accessible communication. 1. Increase attendance at city events by 30% by FY2021. 2. Create an additional 250 Goodyear ambassadors through city-offered engagement programs by FY2021. 3. Complete a bike/pedestrian study of shaded paths/sidewalk in FY2019 to identify projects for future Capital Improvement Plan consideration. 4. Increase the total views and impressions of the city’s digital media content by 10% by FY2021. Quality of Life We will continue to make Goodyear a place to live, work, and play that provides diverse activities and amenities in a safe and well-maintained environment, while supporting the arts and promoting the health and wellness of our community. 1. Construct new recreation facility and increase participation in programs and activities that foster a healthy, quality lifestyle by 30% by FY2021. 2. Ensure a safe community by increasing police officer pro-active time to 40% and improve fire response times by 15 seconds by FY2021. 3. By FY2021, ensure availability of water to support growth of the city for the following 10 years. 26 City of Goodyear Guiding Principles Annual Budget / Fiscal Year 2018-2019 Strategic Plan GUIDING PRINCIPLES Within each of the Focus Areas, Goodyear City Council has adopted Guiding Principles to inform the way city business is carried out across the entire organization. Fiscal & Resource Management Guiding Principles Organizational Alignment: While the city is made up of several departments, we all work together as a system. Plans drive implementation, and results are measured and analyzed so that they can be improved. Priorities are communicated clearly across all city functions and are understood by all levels of employees. We work to continuously improve governance and teamwork between the Mayor and Council, the city manager, the leadership team, and city staff. Taking Care of our Workforce: Goodyear’s number one asset is its people. To sustain an excellent organization, the city has a People Master Plan to empower and support employees to thrive. Proactive approaches to recruit, train, support, and retain our best employees lead to improved customer service for residents, businesses, and visitors. We strive to implement programs that create a professional, safe, value-oriented, accountable, and responsive work environment with opportunities for education, advancement, and job fulfillment. Maintaining Transparency: The city strives to improve communication and transparency for city employees and our residents by providing timely and open access to information about city operations. Never Stop Improving Services: The city strives to always do better through organizational systems like the performance management program. Departments seek to be more efficient and effective on an ongoing basis to reduce the cost of government and provide better customer service. Managing our Finances Responsibly: Fiscal responsibility is demonstrated through established financial policies, budgeting practices, and financial standards that meet the requirements and benchmarks for financial reporting established by the Governmental Finance Officer Association (GFOA) and the Government Accounting Standards Board (GASB). Focusing on Processes: Ensure that all city processes are easy to understand and are designed with their ultimate purpose in mind. Creating value for our residents and customers requires eliminating waste. Setting Responsible Priorities: Goodyear’s work is driven by a combination of community needs, desires, and legal requirements, and validated with data and evidence. Priorities are updated each year through the strategic planning process. Performance measurements are tracked and analyzed through benchmarking with peer communities or evaluated against internal or industry standards. The City Council and staff work together to make sure city resources are used for the highest community priorities. 27 Strategic Plan Annual Budget / Fiscal Year 2018-2019 City of Goodyear Keeping Up with Technology: Investment in new and innovative technology where appropriate can improve efficiency and customer service, encourage private development investment, and free valuable city staff time to continually improve processes and directly work with residents and customers. Economic Vitality Guiding Principles Fostering Relationships with Businesses: The city strives for a strong relationship with the business community through regular communication and outstanding service. Public-facing services and processes are continually streamlined to be efficient, customer focused, and responsive to support local economic development. Strengthening our Local Economy: Goodyear supports local workforce development, entrepreneurship, and small business growth through ongoing retention efforts and ensuring that city policies and priorities support their long-term success. Maintaining and Investing in Infrastructure: The city creates and follows long-term planning, prioritization, and investment strategies for current and future infrastructure and facilities that improve the quality of life for citizens, prepare for community growth, and promote economic development while being financially sustainable. Community well-being is protected through investment in sound transportation and water infrastructure. Existing infrastructure is sustained through regular maintenance to ensure safety for the community. Focusing on Jobs and Quality of Life: The city focuses on economic development pursuits that will increase local jobs, generate additional revenue, and create demand for supporting businesses, including retail and entertainment. We also pursue place-based economic development strategies that invest in public amenities to enhance our quality of life and make Goodyear a destination for people to live, visit, and locate their business. Sense of Community Guiding Principles Respecting all Individuals: We value all residents, visitors, workers, and city employees in Goodyear. Engaging our Residents and Committed Volunteers: Residents have the opportunity to engage with City Council and staff, provide input to the way city resources are used, and have access to information in a timely and transparent manner. City officials connect with the community through focused outreach, surveys, various communication tools, and outstanding customer service. Goodyear’s generous volunteers contribute thousands of hours every year to help city programs and events run smoothly while keeping city costs low. Building Partnerships: The city forms strategic partnerships with other cities, counties, school districts and educational institutions, healthcare and nonprofit organizations, private businesses, and others when there are opportunities to serve the community better. Regional collaboration in key areas allows us to share resources and solve complex issues extending beyond the city borders. Bringing People Together: Goodyear invests in gathering places to enhance community connections through recreation, arts and cultural events, and other activities. 28 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Strategic Plan Quality of Life Guiding Principles Keeping our Community Safe: Goodyear’s top priority is to maintain safety and security for residents, visitors, and businesses. This includes ongoing investment and support of Police and Fire departments to make sure that first responders have all of the resources they need to protect the community. The city also works to continuously improve the safety of the community through innovative programs. Public safety is also a key concern when planning for growth and development. Promoting Health and Wellness: Happy, healthy residents keep our community strong. Goodyear invests in programs and amenities that encourage individuals, families, and neighborhoods to be active and connected to each other while improving the health of their minds, bodies, and spirits. Taking Care of our Environment: The city pursues initiatives and policies that support a clean, wellmaintained, and sustainable community while protecting our natural resources. Performance Management Context PERFORMANCE MANAGEMENT CONTEXT Goodyear Performance Management The City of Goodyear’s Performance Management Program brings together the various planning, prioritization, measurement, and improvement efforts that the city uses to deliver excellent services. The program aligns city activities and ensures goals are achieved efficiently. This program framework follows a plan-implement-review-improve cycle that relies heavily on Goodyear community input and feedback from citizens. As the cycle progresses, each stage informs the next. Communication to City Council and the community is crucial at every step. The planning stage of the cycle is driven by the Goodyear community and City Council. Residents vote every ten years to approve the General Plan, which outlines the high-level vision and guiding roadmap for the city’s future. Annually, the Mayor and City Council update and adopt the city Strategic Plan (this document) which translates the long-term General Plan vision into three-year priorities. Their subsequent approval of the annual budget allocates resources to carry out the Strategic Plan. The implementing stage represents the work conducted by city employees throughout each year, based on the plans described above. Work is managed by each city department and overseen by city management, achievements and obstacles are documented, and the City Council and general public are regularly informed about progress. The reviewing stage includes all of Goodyear’s activities related to measuring and monitoring the performance of city programs and services using a variety of tools. Regular progress reports on city priorities are presented to Council and the public. Departments report process and outcome measures during and after the implementation of projects and programs to demonstrate the results of their work and assess whether process improvements are needed. This stage also involves gathering feedback from residents and customers through surveys, meetings, and other input opportunities. 29 Strategic Plan Annual Budget / Fiscal Year 2018-2019 City of Goodyear The performance management cycle ends and begins again during the fourth stage, improving. The city seeks to improve in a variety of ways including increasing efficiency, becoming more responsive to customer needs, and seeking innovative solutions to service delivery challenges. Fresh ideas are always welcome in Goodyear—from the community, our elected officials, and our employees. These improvements are incorporated into the next planning cycle. 30 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Financial Plan FINANCIAL PLAN INTRODUCTION Through the annual budget process, the city’s financial policies are reviewed and discussed with the Council, including a discussion on any changes. This is critical, as these policies set the foundation for the development of projections and budget models, and influence the ultimate balanced budget that is recommended. These policies adopted for FY2019 reflect the City Council’s vision of a growing and vibrant community that provides an outstanding atmosphere for both citizens and our business community. These policies are reflected in elements of the Strategic Plan, and carry through to the development and monitoring of the city’s capital and operating budgets. They represent fiscally sound financial management practices for both the short and longterm fiscal sustainability of the city. The key policy change for FY2019 is that $4.5 million in Construction Sales tax shall be treated as ongoing revenue. With a change in state reporting, it was recognized that historically the city has been allocating a portion of construction sales tax to ongoing purposes. In evaluating this revenue source and the underlying activities being taxed, it was determined that there is an ongoing base that will always be available to the city. This allocation will be evaluated on a regular basis to be consistent with the intent of the financial policy. Another change from prior years is that only funding for critical Capital Improvement Program (CIP) projects is included for FY2019, as a thorough review and analysis of the costs and scopes of CIP projects is underway. The FY2019 projects are completely costed, realistic and fully deliverable as presented. Overall Goals OVERALL GOALS The overall financial goals underlying these policies are: 1. Fiscal Conservatism: To ensure that the city is at all times in a solid financial condition. This can be defined as: A. Cash Solvency-the ability to pay bills. B. Budgetary Solvency-the ability to balance the budget. C. Long Run Solvency-the ability to pay future costs. D. Service Level Solvency-the ability to provide needed and desired services. 2. Flexibility: To ensure that the city is in a position to respond to changes in the economy or new service challenges without an undue amount of financial stress. 3. Adherence to the Highest Accounting and Management Practices: As set by the Government Finance Officers’ Association standards for financial reporting and budgeting, by the Governmental Accounting Standards Board and other professional standards. 31 Financial Plan Annual Budget / Fiscal Year 2018-2019 City of Goodyear As part of the budget process the Council is provided compliance reporting on each policy for the City Manager Budget. Budget and Financial Policies Budget and Financial Polices 1. Ongoing operating costs should be supported by ongoing, stable revenue sources. This protects the city from fluctuating service levels, and avoids crises when one-time revenues are reduced or removed. Some corollaries to this policy: A. Ending fund balance should be used only for one-time expenditures such as CIP projects, capital outlay, increasing reserves or contingency funds, and/or paying off outstanding debt. The portion attributable to ongoing set-asides or contingencies may be used to fund those purposes. B. Ongoing maintenance costs, such as street resurfacing or swimming pool re-plastering, should be financed through operating revenues, rather than through bonds. C. Fluctuating federal grants should not be used to finance ongoing programs. D. $4.5 million in Construction Sales tax, to be reviewed annually, shall be treated as ongoing revenue. This recognizes the fact that based on the structure of transaction privilege taxes in Arizona there will always be a base level of activity that will occur generating ongoing revenue for the city. 2. Ensure growth or development activities are funded commensurate with or in proportion to revenue generated from related fees. 3. General Fund appropriations should include a contingency reserve account equal to or greater than 15% of the amount budgeted for ongoing revenues. 4. Enterprise Funds should be self-sufficient. They should include a sufficient un-appropriated fund balance to absorb fluctuations in annual revenue. Wherever possible, enterprise funds should be charged directly for “overhead” services, rather than using an indirect service transfer. These services include such things as employee fringe benefits, insurance costs, and telephone charges. Provision should also be made for interdepartmental charges for services such as solid waste disposal (landfill) and vehicle repair, when this is practical. Operational revenue should be great enough to cover capital costs and replacement or debt service as established within rate planning. 5. Asset Management reserves should be established, funded and used to replace and preserve General Fund assets consistent with department plans. 6. Enterprise Fund asset management requirements should be incorporated in multiyear forecasts and rate plans and included in the annual budget consistent with the underlying asset management plans. 32 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Financial Plan 7. Laws that restrict or place limitations on revenue sources should be explicitly addressed in the budget process. These include: A. Arizona Lottery Funds (ALF) are required to be used for public transportation purposes for jurisdictions within Maricopa County and must be utilized within two years of distribution with the potential for a one year extension. B. No more than one half of the prior year’s Highway User Revenue Fund (HURF) can be used for debt service (A.R.S. 48-689) C. When the city’s population reaches 30,000, it must maintain its level of General Fund support in street maintenance and operations, as provided by state law (A.R.S. 28-6543) 8. Debt Management A. Short-term borrowing or lease-purchase contracts should be considered for financing major operating capital equipment when the Finance Director along with the city’s financial advisor determines and recommends that this is in the city’s best interest. Lease/purchase decisions should have the concurrence of the appropriate operating manager. B. Annual short-term debt payments should not exceed 5% of annual revenue or 20% of total annual debt. C. City of Goodyear Public Improvement Corporation-lease payments are funded by an excise tax pledge. Requires a “coverage ratio” 1.50 to 1.00 of pledged excise tax revenue to debt payment. D. Maintain and sell new General Obligation Bonds only when the combined Property Tax Rate of $1.74 or lower can be achieved. E. Annual levy calculations should be at the maximum amount allowed for the city’s primary property tax. F. Maintain bond rating of investment grade from Moody’s or Standard and Poor’s. G. Enterprise Funds should finance water and wastewater bonds sales where appropriate. H. Bonds should not be financed by General Funds unless necessary. If General Funds finance bonds, the combined annual debt service shall not exceed ten percent (10%) of the current three years average operating revenues of the General Funds. Construction Sales Tax revenues considered as ongoing revenue per policy 1(D) will be included in computing the applicable revenue beginning with FY2019. 33 Financial Plan Annual Budget / Fiscal Year 2018-2019 City of Goodyear 9. Budgetary Control System A. Monthly budget status reports will be reviewed by the City Manager and then presented to the full City Council. B. Annually update Strategic Plan in order to validate and adjust the Plan and assumptions to remain viable. 10. Revenue Policies A. A diversified and stable revenue system will be maintained to ensure fiscal health and absorb short run fluctuations in any one revenue source. B. User fees for all operations will be examined every 3-5 years to ensure that fees cover direct and indirect cost of service. Rate adjustments for enterprises will be based on fiveyear enterprise fund plans. C. Development fees for one time capital expenses attributable to new development will be reviewed every 3-5 years to ensure that fees match development related expenses. D. Cost analysis should be performed for all services in order to determine if fees collected are covering cost of service. 11. Capital Budget A. A long-range capital improvement plan should be prepared and updated each year. This plan may include (in years other than the first year of the plan) “unfunded” projects that carry out the city’s strategic and general plans, but it should also include a capital-spending plan that identifies projects that can be completed with known funding sources. B. Each department must, when planning capital projects, estimate the impact on the city’s operating budget. 12. Long Term Financial Plans A. The city will adopt the annual budget in the context of a comprehensive financial plan for the General Fund. Financial plans for other funds may be developed as needed. B. The General Fund long-term plan will establish assumptions for revenues, expenditures and changes to fund balance over a five-year horizon. The assumptions will be evaluated each year as part of the budget development process and should include operating costs anticipated for opening projects in the capital improvement plan. 34 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Financial Plan LONG TERM FINANCIAL PLAN The City of Goodyear has used long term financial planning as a fundamental guide in its budget process for many years. Regardless of the economic climate, city leadership has always looked upon sound financial planning, both long and short term, to guide the city into the future. Recovery from the recession has been evidenced by slow growth in recent years. The recent growth rates have been much lower than those experienced prior to the downturn. As a result, the city has taken steps to reevaluate how to continue to provide quality services and prioritize new initiatives. As a first step, the City Council, working in conjunction with the executive management team and city staff, developed the City of Goodyear Strategic Plan that focuses on the city’s vision and the four City Council focus areas described below: 1. 2. 3. 4. Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Goodyear City Council has adopted city-wide goals to advance each area by FY2021. As a result, each focus area has specific goals, a delineation of projects and programs to help meet those goals, individuals responsible for overseeing the projects and programs, a timeline for completion and the development of the city’s budget. During the Council’s annual retreat, Council provides input for new programs or projects as funding is evaluated in perspective of the relationship to the strategic focus areas and is also provided updates on city-wide goals. This helps to better align the City Manager recommended budget with Council priorities and initiatives. Financial Trend Analysis and Long Term Planning At the highest level, resource availability drives what the city can accomplish in a given fiscal year. Revenues are monitored throughout the year in order to look for trends in either direction away from the budgeted levels. Should there be any major deviations, the city can react more quickly. Monitoring revenues and the activities that generate them involves participation by budget staff, as well as department staff for those departments that generate significant levels of revenue. The city utilizes historical trend analysis, professional judgment, and outside resources such as the University of Arizona Eller Retail Sales Forecast, to aid in forecasting revenues. In addition, the city works with the State of Arizona, as a significant portion of our operating revenue is provided by the state through formula-based sharing of state income, sales, vehicle license, and gas taxes. Despite the significant decline in one-time revenue, the city has enjoyed good performance in the key ongoing General Fund revenues of local and state-shared sales taxes. State shared revenues were budgeted at 2% above FY2018 estimate primarily due to changes in the corporate income taxation which has lowered state income tax collections. State income tax is shared on a two year lag, and it is a known amount. State income tax is an area where revenue growth is slowing due to past legislative changes in income taxation and it is anticipated to stagnate over the next two years despite anticipated population growth. While these revenues did decline at the height of the downturn (FY2007 and FY2008), the drop in revenues was not nearly as severe as it was for development related revenue. 35 Financial Plan Annual Budget / Fiscal Year 2018-2019 City of Goodyear Development activity has improved with growth seen in areas such as single family building permits over the past three years. Overall, development related activity and related revenues were budgeted on a very conservative basis for FY2019 at 12.5% below FY2018 estimated actual and an annual 2% growth is projected for FY2020 through FY2024 as this activity is cyclical and the practice is not use peaks in revenues as a funding source for ongoing operations. Overall, moderate and steady growth in local non-construction sales tax continues with FY2019 revenues predicted to be about 5% greater than FY2018 collections. The FY2019 budget for local sales taxes, excluding construction sales tax, makes up 50% of total General Fund revenue and reflects 5% growth over the FY2018 estimate. The total General Fund revenue for FY2019 is budgeted at 1.2% above the FY2018 estimate, the small increase is primarily due to changes in the corporate income taxation which has lowered state income tax collections. General Fund Revenue Forecast One-Time and Ongoing $120 $100 $80 $60 $40 $20 $0 Ongoing Revenue FY2016 Actual $81.9 FY2017 Actual $95.3 FY2018 Estimate $88.6 FY2019 Budget $97.2 FY2020 Forecast $106.8 FY2021 Forecast $108.3 FY2022 Forecast $113.7 One-Time Revenue $5.4 $5.5 $10.9 $3.4 $3.4 $3.6 $3.7 ** In Millions In addition to forecasting General Fund resources, the city has forecasted the General Fund uses from FY2020 through FY2024 as the budget process is more than just balancing revenues and expenditures one year at a time, but encompassing a multi-year financial and operating plan that allocates resources and uses on the basis of goals and an effective action plan. A conservative approach to revenue and growth projection, and budgeting expenses has served the city well and continues to be the underlying premise in building the city’s annual budget. This budget continues and expands financial planning for future costs through General Fund reserve, asset replacement reserves, debt service increases and set asides to address known future operational cost increases associated with upcoming capital projects, or Council approved programs. In addition, the capital project reserves anticipated upcoming costs needed to advance key projects as well as existing projects being reviewed in for the development of a fully deliverable 5-year CIP. 36 City of Goodyear Annual Budget / Fiscal Year 2018-2019 General Fund Budget FY2019 FY2020 Financial Plan FORECAST FY2021 FY2022 FY2023 FY2024 ONGOING Total Resources $ 97.2 $ 106.8 $ 108.3 $ 113.7 $ 117.3 $ 121.4 Total Uses $ 97.2 $ 103.4 $ 107.6 $ 112.0 $ 116.2 $ 121.2 Available for Supplementals $ - $ 3.4 $ 0.7 $ 1.7 $ 1.1 $ 0.2 Total Resources $ 41.4 $ 30.6 $ 32.3 $ 33.3 $ 35.1 $ 35.0 Total Uses $ 41.4 $ 22.7 $ 23.5 $ 24.1 $ 24.9 $ 25.2 Available for CIP Projects/Supplementals $ - 7.9 $ 8.8 $ 9.2 $ 10.2 $ 9.8 ONE-TIME $ **In Millions Financial Policies The city currently adheres to a set of financial guidelines approved by City Council and written into the annual budget document. These guidelines and compliance of the proposed budget are reviewed with City Council during the annual budget process. Should any of these guidelines not be met, steps are taken to reevaluate the criteria in question and bring the city back into compliance. Contingency Funds The city currently employs several contingency accounts, each designed for different purposes. The largest fund totals over $14.6 million, which is set by policy at 15% of ongoing General Fund revenues, and is intended as a rainy day fund that is not anticipated to be needed except in extreme economic change. The other major contingency is $15.0 million and is primarily to provide appropriation capacity in case new revenues such as grants are received. Finally, there is a $500,000 City Manager contingency for unexpected operations needs and a $301,500 water draught contingency. Property Tax State law changes have limited the growth in assessed valuation to no more than five percent annually; and additionally, a single valuation was used for both primary and secondary property taxes for the first time in FY2016 in which the rate was $1.90. The rate has steadily decreased from FY2016. The combined rate will be maintained at $1.74 per hundred dollars of assessed value in FY2019 and it is anticipated to continue to decrease through FY2022. Asset Management & Replacement Funds The asset management program was first identified as a council priority in the FY2015 budget and was added to the financial policies in FY2016. The program funds 10-year plans for information technology hardware, fleet, parks, ballpark facilities, traffic signals and fire equipment replacements based on the annual average expense in each plan. In total, $9.6 million in asset replacements are included in this budget. 37 Financial Plan Annual Budget / Fiscal Year 2018-2019 City of Goodyear Conclusion Over the next five year period, the City of Goodyear expects to see a continuation of a moderate growth pattern. It will continue to monitor development activity for signs of stabilization. The city will continue to follow the adopted financial policies, which call for more conservative approaches in governing the community through actions such as the use of various contingency funds and reserves and tying one-time revenue to one-time expenditures. The city is also involved in a very critical project to implement a new financial system effective July 1, 2018, this system will provide a much needed technological update to the city-wide computer system. This system should generate efficiencies by eliminating many smaller systems and desktop spreadsheets used throughout the city and assist in meeting information needs to better support financial planning. 38 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Budget Summary BUDGET SUMMARY BUDGET PROCESS OVERVIEW AND CALENDAR The FY2019 budget development process included a City Council budget retreat, three work sessions, a public budget open house and the efforts of city management, departments and Finance Department staff to develop the budget. Three additional Council meetings were also held to complete formal adoption and to hold public hearings. The staff process began in October when departments began the process to update the current year estimate and to prepare a base request for operating budgets. The base budget is to continue current operations and service levels. Later in November, departments received instructions for the process and requirements to request supplemental additions to their budgets for both ongoing and one-time needs. Consistency and alignment with the Strategic Plan, relative placement within the Priority Based Budgeting quartile system, contractual obligations, inflationary cost increases, and other Council adopted plans, policies and direction were key aspects to be addressed and considered in evaluating supplemental budget requests for funding consideration. Historically, base budget requests are constrained to the prior year budget less one-time items. This year, base increases were allowed over the prior year for inflation, normal account growth, and for known contract pricing and utility rate changes. Departments separately stated these increases with explanations. Reviews with Budget and Research and City Manager’s Office representatives included a focus on establishing base budgets consistent with experience and known or anticipated cost changes such as for existing contracts. These base budget changes were discussed and quantified at the review meetings, amounts agreed to, documented, and reported to City Council with the March Base Budget presentation. Supplemental budget addition requests can be for on-going costs, services enhancements or new services or projects, position additions, and one-time costs. Supplemental requests were also subject to technical reviews by the Budget and Research team and discussed with the department and City Manager’s Office representative to ensure a good understanding of the request, need, and impacts of funding or not. Capital projects are also part of the annual budget process. This year an emphasis was placed on improving both cost and timeline estimates. A process was established to start with creating clear project scopes and then to prepare the cost and timelines. The process involved the Engineering Department, City Manager’s Office, Procurement and Budget and Research. Once through the first phase of the project, it was determined the effort would extend beyond the timeline for adopting the budget. The emphasis was placed on completing the work for projects that were already underway, time sensitive, safety related and that needed to be active in FY2019. As a result, the five-year CIP is limited in scope and will be fully developed in the FY2020 budget process. As shown in the following table, the Council process began in February with their budget retreat. The budget retreat allowed the City Council the opportunity to provide early input during the FY2019 budget development process. Early input from City Council ensures better alignment of the City Manager Recommended Budget with Council priorities, allows staff time to scope and 39 Budget Summary Annual Budget / Fiscal Year 2018-2019 City of Goodyear cost new program or project ideas and provides time to assess the ability to implement suggestions. DATE TOPICS ON EACH AGENDA February 5 City Council Retreat March 19 Funding Requests Overview April 9 & 16 City Manager’s FY2019 Budget Recommendations, including a Five-year General Fund forecast May 3 FY2019 City Manager’s Recommended Budget Open House May 21 Tentative FY2019 Budget Adoption; Financial Policies June 11 Budget and Truth and Taxation Hearings and FY2019 Final Budget Adoption June 25 FY2019 Property Tax Levy In March 2018, a five-year General Fund forecast was presented to provide the City Council and the public a sense of the environment in which the upcoming budget would be developed. The forecast was provided in major categories of resources and expenditures and categorized between on-going and one-time elements. In addition to developing the base budget and supplemental budget additions to the FY2019 budget, the annual process also includes a step where departments are asked to identify capital projects and operating budget one-time items that require carryover into the new budget year. Carryovers are required when there is an in process procurement that will not be completed by year-end and/or when the full amount of an awarded contract or agreement will not be expended by the end of the year. Carryovers primarily occur in the CIP due to the long periods required to complete capital projects. Budget must be available for the entire contract before it is awarded. An Executive Budget Committee made up of the City Manager, Deputy City Managers, Finance Director, other City Manager’s Office representatives and the Budget and Research Manager met throughout the budget development process. This team ultimately develops a recommended draft budget including supplemental and capital project changes based on the staff reviews and City Council input received throughout the various work sessions. The City Manager Recommended Budget for the enterprise funds, operating budgets and 5-year CIP were presented and discussed at a City Council work session on April 9, 2018. Council was provided with background on CIP budget process to date. Council comment from this session, was incorporated into the recommended budget and represented to the City Council in its final FY2019 budget development related work sessions on April 16, 2018. A public budget open house was held on May 3, 2018 to share the recommended budget. The City Council formally adopted updates to the city’s Financial Policies prior to the final budget adoption in June. The formal budget adoption steps took place on May 21ST , June 11TH and the last step to adopting the budget was completed on June 25th with property tax adoption. 40 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Budget Summary As part of the FY2019 budget process, a comprehensive citizen communication strategy was utilized. All Council work sessions and documents are posted on the city’s website and those meetings could be viewed live or later. The city also maintains a Transparency in Government page on the city website that is used to provide budget development information and historical budget documents www.goodyearaz.gov/transparency. In addition, information highlighting the FY2019 budget was directly mailed to Goodyear residents. A public budget open house was held on May 3, 2018, this was a change from the former presentation style approach, as this encouraged more face-to-face interactions among the citizenry and other interested stakeholders. The tentative budget was presented and adopted by the Council on May 21, 2018. The tentative budget adoption sets the maximum limits for expenditure authority for the upcoming fiscal year. At this stage, notice was also posted for the public hearing on June 11, 2018 when the Council would consider adopting the final budget and the Truth and Taxation increase in the Primary Property Tax Levy. All budget schedules were posted to the City’s website, published in the local newspaper and on file at the local library branch for public review. Finally, the city is in compliance with all state laws. The final budget was formally adopted June 11, 2018 with the property tax levy adoption following on June 25, 2018. The chart below shows that budget development is an ongoing process throughout the year. It is a spending and operations plan that requires revision and is monitored throughout the year. Determine Projects that will be Incomplete in Current Year for Re-budgetingCarryovers City Manager's Recommended Budget & 5Year Forecast for New Year Council Adopts Budget Monitor Current Year Revenue and Spending Year Round Budget Process Request and Determine Capital Projects for New Year and 5-Year CIP Plan Request and Determine New Year Budget Additions Supplementals 41 Monthly Financial Report to Council Build Budget for Day-to-Day Operations for New Year – Base Budget Budget Summary Annual Budget / Fiscal Year 2018-2019 City of Goodyear BUDGET BASIS AND AMENDMENTS BUDGET BASIS The budget is prepared on an annual basis primarily consistent with Generally Accepted Accounting Principles (GAAP). The city’s Governmental Funds consist of the General Fund, Special Revenue Funds, Debt Service Funds, and Capital Project Funds. Governmental fund type budgets are developed using the modified accrual basis of accounting. Under the modified accrual basis, revenues are recognized when they become measurable and available for the fiscal year that they are accrued. Principal and interest on general long-term debt is budgeted as expenditures when due, whereas other expenditures are budgeted based on the timing of receipt of the goods or service. Proprietary Fund Budgets – Water, Wastewater, Sanitation, and Internal Service Funds – use the full accrual basis of accounting whereby revenue projections are developed recognizing revenues earned in the period. Expenditure estimates are developed for all expenses incurred during the fiscal year. However, budgeting is on the same basis for all funds. The major differences between the budget and the Comprehensive Annual Financial Report (CAFR) are: • Certain revenues, expenditures and transfers are not included in the budget, but are accrued and reported on the GAAP basis. For example, the increases or decreases in compensated absences are not included for budget purposes but are in the CAFR. • New capital outlays in the Enterprise Funds are presented as expenses in the budget, but recorded as assets in the CAFR. • Depreciation expense is not included in the budget, but is an expense in the CAFR. • Debt service principal payments in the Enterprise Funds are expenses in the budget, but reported as reduction of long-term debt liability in the CAFR. BUDGET AMENDMENTS The FY2019 total budget appropriation amount is $447.4 million and is controlled and adopted by fund for all but the General Fund which is by program. Arizona Revised Statutes establish that even if additional resources become available, the total budget may not be increased from the adopted amount. However, the Council can amend the appropriation for an individual fund or line of appropriation by making an offsetting transfer of appropriation in another. In order to make such transfers of appropriation the resources must be available. The transfer is to be in the best interest of the public and be based on a demonstrated need, would not cause a violation of the state expenditure limitation, and approved by a majority of the Council. Budget line item changes within a fund or line of appropriation do not require City Council approval under state law. 42 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Budget Summary Through a resolution, the Mayor and Council have pre-authorized or approved the following budget transfers of appropriation:  Grants from other agencies not exceeding $75,000.  New resources that are donated or contributed to a specific purpose not exceeding $75,000.  Capital Improvement Plan project changes up to a cumulative amount not exceeding $75,000 for a single project.  Revisions to adjust carried over appropriations from one year to the next based on a reconciliation to correct for prior year actual compared to the estimated expenditures used when determining the carryover amount.  Unanticipated carryovers for one-time items not exceeding $75,000 to maintain the item at its prior year revised budget less actual expenditures. Any budget revision requiring a transfer from a contingency regardless of amount must be approved by the Council. In practice, the City Council approves all budget transfers that cross appropriation lines on a monthly basis. Department expenditures within a fund are controlled at the category of expenditures such as contractual services or commodities. Capital projects are controlled at the total project budget by fund. 43 Budget Summary Annual Budget / Fiscal Year 2018-2019 City of Goodyear FY2019 FINANCIAL ORGANIZATION CHART Annual Budget Appropriation $447,350,600 Operating Budget $128.5M Capital Improvement $242.8M One Time Projects & Operating Carryover $12.3M Debt Service $34.2M Contingency $29.6M General Fund $93.3M General Fund $18.7M General Fund $10.1M General Fund $1.4M General Fund $14.6M Special Revenue $15.0M Special Revenue $1.9M Special Revenue $0.8M Special Revenue $10.2M Capital Fund $15.0M Enterprise Fund $20.2M Enterprise Fund $13.3M Enterprise Fund $1.4M Debt Service Fund $9.3M Capital Fund $208.9M Enterprise Fund $13.3M FY2019 Budget Appropriation Budget by Fund 44 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Budget Summary FINANCIAL BUDGET SUMMARY FINANCIAL BUDGET SUMMARY The total resources for all funds supporting the budget is forecasted to be $447.4 million for FY2019. As shown, in the pie chart the General Fund portion is $100.7 million, which is approximately 23% of total resources. The Enterprise Fund resources include Water, Wastewater, and Sanitation, which make up another $44.7 million, or 10% of total resources. Special Revenue Fund is $10.3 million, or 2% of the total resources. Debt Service Fund portion includes secondary property tax and McDowell Improvement District, which is $8.7 million, or 2% of the total. Capital Fund revenue include bonds, developer reimbursements, non-utility and utility impact fees, and CIP - potential improvement district, this portion is $177.9 million or 40% of total resources. Fund balance represents the remaining $105.1 million or 23% of total resources. The FY2019 budget appropriation is $447.4 million, which represents a 40% increase from the prior fiscal year budget of $319.8 million. This $127.6 million change can be attributed to a $114.8 million increase in capital improvement projects. Significant projects include the surface water project, ballpark improvements funded by the Cleveland Indians, and new fire stations anticipated. ALL FUNDS RESOURCES $447.4 MILLION General Fund, $100.7M, 23% Capital Fund, $177.9M, 40% Debt Service, $8.7M, 2% Special Revenue Fund, $10.3M, 2% Fund Balance, $105.1M, 23% Enterprise Fund $44.7M, 10% ALL FUNDS USES $447.4 MILLION Debt Service, $34.2M, 8% Contingency, $29.6M, 6% Ongoing Operations, $128.5M 29% One-time Operation, $12.3M, 3% Capital Improvement Projects, $242.8M, 54% The FY2019 operating budget for all funds is $128.5 million and represents about an 8% increase over the prior year operating budget of $119 million. The $9.5 million increase in the ongoing operating budget is primarily due to the addition of ongoing supplementals for day-to-day operations and the increase in personnel services for salary increases and retirement contributions. One-time Operations funded items for all funds is $12.3 million, which is a 3% increase over the prior year. One-time Operations budget is used to address specific operational needs for FY2019 only and are not added to the department’s ongoing operating budget. Debt Service increased by $6.1 million from the prior year due to the increase of principal and interest payments. 45 Budget Summary Annual Budget / Fiscal Year 2018-2019 City of Goodyear The largest category of expense is capital projects at $242.8 million, or 54% of the total FY2019 budget. This amount includes both new FY2019 projects and carryover from the previous fiscal year. The contingency appropriation totals $29.6 million, or 6% of the total budget, $14.6 million of which is the General Fund “rainy day” contingency. The city continues to seek out efficiencies where possible, such as organizational restructuring and consolidation, closely monitoring performance measures, and implementing operational efficiencies in order to maintain a balanced budget. Further, the City’s budget is structurally in balance with on-going operating revenues sufficient to cover on-going operating expenses. SUMMARY BY FUND SUMMARY BY FUND The financial accounts for the city are organized on the basis of funds. In governmental accounting, a fund is a self-balancing set of accounts that are segregated to show operating results for a particular activity or set of activities. Funds are categorized into three classes – governmental, proprietary, and fiduciary. Special Revenue Funds typically are used to account for tax-supported activities, while proprietary funds are used for more businesslike activities that are supported at least in part by user fees or charges. Fiduciary funds are those where the resources are held by the government entity as a trustee or agent for outside parties. These funds cannot be used to support daily operations or programs. The budget reflects mid-year reclassification and name change of the Stadium fund from proprietary to Ballpark Special Revenue. The major funds in Goodyear are described below: General Fund GENERAL FUND The General Fund is a governmental fund that supports most of the city’s daily general operating activity including the operations of the various departments. This fund is supported by various sources of revenue, including sales and property taxes, state shared tax revenue, and development related revenue. GENERAL FUND RESOURCES $100.7 MILLION Development Related, $7.0M, 7% Construction Sales Tax, $4.5M, 4% Other Revenue, $8.7M, 9% Primary Property Tax, $9.1M, 9% State Shared The FY2019 budget assumes Revenue continued moderate growth and a $20.8M, 21% Non-Construction conservative approach in General Fund Reimbursements Sales Tax, revenue projections. Consistent with & Misc. Services, $49.1M, 49% $1.5M, 1% Council adopted financial policies, the primary property tax is maximized at the allowed two percent (2%) growth in the levy plus the tax on new properties. At 50% of General Fund revenues, non-construction sales taxes are estimated at 5% above the FY2018 estimate. State shared sales, income, and vehicle license taxes are more than 20% of the General Fund revenues and are budgeted based on information provided by the state and census population estimates. In combination, the FY2019 state-shared General Fund revenues are projected at slightly above the FY2018 budget primarily, due to changes in the corporate income taxation, 46 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Budget Summary which has lowered state income tax collections. Because it is shared on a two-year lag, state shared income tax is a known amount. However, state income tax is an area where revenue growth is slowing due to past legislative changes in income taxation and is anticipated to stagnate over the next two years despite anticipated population growth. State shared revenues are distributed based on a population factor, which is now adjusted annually using census estimates instead of adjustments only when decade or special mid-decade census populations were available. General Fund Resources are projected at $100.7 million for FY2019. This includes nonconstruction sales tax of $49.1 million, state shared revenue in the amount of $20.8 million, primary property tax at $9.1 million, development related revenue estimated at $7.0 million, construction sales tax at $4.5 million, reimbursements and miscellaneous services of $1.5 million, and $8.7 million in other revenue. Projected revenue represents an 8% increase from the prior year. Non-construction sales tax is forecasted to be 7% over the FY2018 budget. State shared revenue is received based on the city’s share of state population, and in the General Fund includes shared income tax (urban revenue sharing), transaction privilege (sales) tax, and vehicle license tax. State shared revenue estimates are provided by the Arizona Department of Revenue. The population will be reset annually instead of every ten years with the census or at five years with a special census. Uses for department operations is 67% of the General Fund, and is budgeted GENERAL FUND USES 8% higher than the prior FY2018 $128.5 MILLION budget. The largest part of this increase is in negotiated and non-represented One-Time Items, $8.4M, 7% employee salary and benefit increases, Contingency, Capital Improvement $14.6M, 11% this includes implementing the Projects, $18.7M, 15% recommendations of a compensation Long Term study. The General Fund contingency Debt, has decreased by $3.2 million from $1.4M, 1% FY2018. This is due to applying the 15% of ongoing revenues, which was adopted the prior budget year. Onetime items have increased over the Operations, prior year by 1% or $0.1 million, which $85.4M, 66% is primarily due to one-time operating carryovers from the prior fiscal year. The two largest carryovers for the General Fund is the Impact Fee Reduction Program and Ambulance Service Start Up. This increase would have been greater but was offset by a $2.0 million reduction in one-time supplemental for FY2019. The General Fund Capital Improvement Projects budget increased by $0.6 million or 3% increase from FY2018 allocation of $18.1 million. Expenses for long-term debt servicing have remained flat. 47 Budget Summary Annual Budget / Fiscal Year 2018-2019 City of Goodyear Highway User Revenue Fund (HURF) HIGHWAY USER REVENUE FUND (HURF) The Highway User Revenue Fund is a special revenue fund, which is another type of governmental fund. HURF resources are primarily generated through the city’s local share of gasoline and fuel taxes distributed from the State of Arizona, and activities are restricted to street-related expenses, including road construction, repair, and right-ofway acquisition. Total FY2019 revenue is forecasted at $8.6 million, which is 55% higher than prior year’s revenues of $5.6 million. The HURF distribution pool increased by 4.2% over FY2018. Street maintenance activity is also supported by the city’s General Fund, and expenses exceed the “maintenance of effort” requirement in state statute required to receive HURF revenue. A general transfer of $3.2 million funds the gap between HURF revenues and expenditures. HURF RESOURCES $8.6 MILLION Transfer In from General Fund, $3.2M, 37% State Shared Revenue, $5.4M, 63% HURF USES $8.6 MILLION Capital Improvement Projects, $0.5M, 6% Commodities, $0.2M, 2% Personnel, $2.0M, 23% Major expenditures for this fund include $3.3 million for pavement preservation and street overlay improvements One-Time planned in the Pavement Management Items, Contractual, Program. In FY2019, the Pavement $0.5M, 6% $5.4M, 63% Management funding previously in HURF and the General Fund, was moved entirely to HURF. HURF expenditures also include street maintenance, striping and signage, and signal and street light maintenance and electric. On-going funding added includes a new Intelligent Transportation Systems Analyst position and contractual services for weed abatement. One-time expenditures are budgeted at $0.05 million for a pedestrian crossing on Calistoga Drive and a pilot program for contract barricade services. The fund balance in HURF is zeroed out with a transfer in of General Funds. 48 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Budget Summary Water Fund WATER FUND The Water Fund operates as an Enterprise Fund, a type of proprietary fund, where user fees are set to recover the cost of providing water services to customers. Total resources supporting the FY2019 budget are forecasted to be $29.8 million sources of revenue are from user fees, charges for services, rate increase, and volume growth. A portion of the fund balance will also be used to cover some of the FY2019 expenditures. A rate study and an update of the first phase of the Integrated Water Master Plan was prepared to analyze cost of services for the water utility. The results of those studies and the subsequent council-approved rate adjustments went into effect mid-year 2016 to address the pressing need for water infrastructure maintenance and replacement needs. Revenues received from this adjustment are included in FY2019 projections. Use of fund balance to partially offset costs of service is consistent with the rate plan model. WATER FUND RESOURCES $29.8 MILLION Beginning Fund Balance, $9.0M, 30% Services Connects & Disconnects $1.5M, 5% User Fees, $19.3M, 65% WATER FUND USES $24.4 MILLION Commodities & Operating Capital, $1.4M, 6% One-Time Items, $0.7M, 3% Contractual Transfers Out, $1.2M, 5% Long Term Operating expenditures in the water fund Debt, Services, $8.2M, 33% $3.1M, 13% are a combined 32% of the total budget excluding debt service and capital Personnel, expenses. As shown in the pie chart $3.3M, 13% expenses include personnel costs at $3.3 million, contractual services $3.1 million, Capital Improvement and commodities and operating capital Projects, $6.5M, 27% have a combined total of $1.4 million. Major costs include the purchase of water, charges for well sites, permit and transfer fees, and general equipment maintenance. Servicing of long-term debt ($8.2M) and capital improvement projects ($6.5M) make up other large expenditure categories in this fund. There is a $1.2 million transfer out to the General Fund for costs of administrative services such as finance, city management, technology, and human resources and $450,000 for in lieu of property taxes. 49 Budget Summary Annual Budget / Fiscal Year 2018-2019 City of Goodyear Wastewater Fund WASTEWATER FUND The city’s Wastewater Fund is also an Enterprise Fund. Total resources estimated for supporting the FY2019 budget are $26.6 million. Nearly all the revenue is derived from user fees, rate increase, and volume growth to support wastewater operations. Residential fee collections are estimated at a 4% increase over the FY2018 budget of $11.5 million. Commercial/Effluent fee collections are expected to increase by 3% from a budget of $3.4 million in fiscal year 2018. The use fund balance in this fund is high and is planned in the five-year rate study and plan for one-time purposes to support the capital improvement of utility infrastructure throughout the city, as well as to minimize rate increases. Expenditures for wastewater operations (excluding debt service) include $2.3 million for personnel costs, $2.3 million for contractual services, and $1.0 million for commodities and operating capital, which make up the total $5.6 million operating budget. Capital Improvement Project (CIP) expenditures of $6.8 million total 35% of the budget and are related mainly to expansion of water reclamation facilities, holding tanks rehabilitation, sewer line repair and oversizing, and other projects that will allow the city to accommodate future population growth. There is also a $1.7 million transfer out to the General Fund for costs of administrative services such as finance, city management, technology, and human resources and $450,000 for in lieu of property taxes. Sanitation Fund SANITATION FUND WASTWATER FUND RESOURCES $26.6 MILLION Commercial/ Effluent Fees, $3.5M, 13% Beginning Fund Balance, $10.8M, 41% Residential Fees, $12.0M, 45% Miscellaneous Revenue, $0.3M, 1% WASTEWATER FUND USES $19.3 MILLION Commodities & Operating Capital, $1.0M, 5% Contractual Services, $2.3M, 12% Capital Improvement Projects, $6.8M, 35% One-Time Items, $0.1M, 1% Personnel, $2.3M, 12% Transfer Out, $1.7M, 9% Long Term Debt, $5.1M, 26% The city’s Sanitation Enterprise Fund is self-sustaining, with revenues generated to cover all aspects of the fund’s activities. The city contracts with an outside vendor for residential contained trash pick-up. Administration (including billing and collections) of the contracted services is provided by the city’s Finance Department staff. The Sanitation Division does provide uncontained residential bulk trash pick-up to residents. This service is included in the monthly residential fee. 50 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Budget Summary Projected revenue for the Sanitation Fund is estimated at $8.1 million and is primarily derived from customer user fees. The city is monitoring timing for a rate increase in this program. Primary expenditures for this fund are for the contract services paid to the outside vendor, which make up $5.3 million of the total operations budget. Additionally, personnel costs are estimated at $0.9 million, or 11% of the total budget. As noted in the table below, no use of fund balance is anticipated for FY2019. TOTAL SOURCES: TOTAL USES: Beginning Fund Balance User Fees Total $3.0M (27%) $8.1M (73%) $11.1M Personnel Contractual Operating Capital Commodities & One-Time Transfers Out Total $0.9M (11%) $5.3M (63%) $0.3M (4%) $0.9M (11%) $0.9M (11%) $8.3M Ballpark Fund BALLPARK FUND The city operates the Goodyear Ballpark and Recreational Complex, which is the home of the Cincinnati Reds and Cleveland Indians Spring Training. This facility is also operated by the city year-round, and hosts numerous community events and other sporting events/tournaments. The Ballpark Fund is a Special Revenue Fund, due to its specific nature of the revenues and operational structure which anticipates General Fund support to sustain operations and pay for debt service. Forecasted ballpark operating revenue for FY2019 total $3.8 million. Operating costs of $4.7 million, and Public Improvement Corporation (PIC) debt service payments of $10.2 million, are supported through ballpark operating revenues along with the General Fund transfer of $8.8 million for debt service and operations not covered by revenues. TOTAL SOURCES TOTAL USES Ballpark Operating Revenue Operating Transfer Total $3.8M (23%) $12.7M (77%) $16.5M Ballpark Operations Long Term Debt Capital Improvements One-Time Expenditures Total $4.7M (28%) $10.2M (61%) $1.4M (8%) $0.2M (1%) $16.5M One-time expenditures in the Ballpark Fund for FY2019 include facility concrete repairs, 10-year celebration, and for funding a new mascot. The ballpark operations expenses include city-wide wage increases, addition of security services required by major league baseball, utility increases, fertility and field conditioner cost increase. Ballpark operations make up the largest share of expenses at 28%, aside from the servicing of long-term debt. 51 Budget Summary Annual Budget / Fiscal Year 2018-2019 KEY CAPITAL FUNDS City of Goodyear KEY CAPITAL FUNDS OPERATING FUND Whenever possible, the city uses available cash to pay for capital projects. Each year the city identifies revenues that can be used to support capital needs. In FY2019, $18.7 million is available for General Funded projects. DEVELOPMENT IMPACT FEE FUNDS Development impact fees have been utilized by the city since 1986 as a way for new development to pay its proportionate share of costs associated with providing necessary public infrastructure. These fees provide revenues that are needed to meet the necessary service demands placed on the city by new development. The city estimates the amount of impact fee revenue available to pay for growth-related projects based on forecasts for building permits. Impact fees are collected for: • • • • • • Police Stations Fire Stations Parks Street Improvements and Traffic Signals Water Plants and Infrastructure Wastewater Treatment and Collection Projects Significant utility development impact fee expenditures budgeted for FY2019 include the Surface Water Project and the Goodyear Wastewater Expansion and Site Improvements. DEVELOPER CONTRIBUTIONS Developers may provide the city with funding to ensure that infrastructure and community facilities support the needs of our growing community. FY2019 projects using developer contributions include the Estrella Mountain Ranch Fire Station and Adaman Well #3. GENERAL OBLIGATION (G.O.) BONDS Bond sale proceeds must be used for the purposes specified in the bond election. FY2019 projects using G.O. bond proceeds include the Community Aquatic Facility, Fire Station, and a Water Surface Project. The total amount planned in FY2019 is $28.2 million. These bonds are funded by revenue generated from secondary property taxes that are assessed by the city. REVENUE BONDS City Council also approved a budget that includes the sale of $59.5 million in Water Bonds and $5.3 million in Wastewater Bonds. Revenue bonds are expected to be issued to support the major capital improvement Water Surface Project and the Goodyear WRF Expansion and Site Improvements. These bonds will be repaid from utility rate revenue. 52 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Department Overview DEPARTMENT BUDGET OVERVIEW The City Council sets its long-range direction for the city through the Strategic Plan. City departments translate the high-level strategic direction of the city into specific plans for day-today operations. Department goals and objectives are linked back to one or more of the four Strategic Goals set forth in the Strategic Plan: Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life Throughout the budget planning process, departments work with their executive management team to identify specific operational plans for work to be completed during the fiscal year, and identify resources needed to carry out the Council’s direction as laid out in the Strategic Plan. Department budgets are tied to specific performance measures as a means to evaluate progress towards their strategic goals. Progress towards performance measures is monitored throughout the year as part of the department’s overall evaluation with the City Manager’s Office. Most of the day-to-day operations of each department are funded through the General Fund. The largest share of each department’s budget is the cost of employee salaries and benefits, or personnel services, which can change from year to year due to cost-of-living increases, changes to retirement fund contributions, insurance rates, or the addition of any budgeted positions. The next largest part of a department’s budget is Contractual Services and Commodities, which could also include the costs of any anticipated major capital expenditures that are not part of the Capital Improvement Program. Budgets in this area can also change from year to year due to the inflationary changes in the costs of goods and services. Certain departments also manage funds outside of the General Fund, which include Special Revenue Funds, whose expenditures are restricted by state statute to a specific purpose, Reserve Funds for risk or asset management, Enterprise Funds that provides goods or services to the public for a fee and is self-supporting, or state and federal grant funds. All of these funds comprise the total operating budget for the department. The following department summaries provide a description for each department, strategic goals from the Strategic Plan, accomplishments from the prior fiscal year, goals and objectives for the current fiscal year, performance measures to evaluate progress of desired service levels, comparative budget data, and authorized personnel. 53 Operating Budget FY2019 OPERATING BUDGET FY2019 OPERATING BUDGET Department Mayor & Council City of Goodyear Annual Budget / Fiscal Year 2018-2019 Contractual Services Personnel $ $ Carryovers - $ Total 124,600 $ 5,300 $ 599,100 282,300 8,800 70,000 20,500 980,700 City Manager's Office 2,985,800 1,801,400 102,800 50,000 - 4,940,000 Legal Services 1,435,800 259,800 18,900 - - 1,714,500 Finance 3,265,600 406,500 210,100 - 150,000 4,032,200 Information & Technology 2,615,400 2,248,900 35,400 120,100 21,600 5,041,400 Human Resources 1,317,900 352,600 14,000 25,000 - 1,709,500 Non-Departmental 100,000 2,646,400 528,000 - 2,270,600 5,545,000 Police 20,823,400 2,630,000 715,200 1,425,700 - 25,594,300 Fire 18,044,500 1,537,200 269,100 467,600 1,412,500 21,730,900 Municipal Court 1,399,400 City Clerk's Office 208,800 Commodities / One-Time Other Supplementals - $ 338,700 1,109,500 136,300 18,500 135,100 - Economic Development 816,300 242,500 9,600 - 100,000 1,168,400 Development Services 2,681,500 117,600 46,100 526,900 60,000 3,432,100 Engineering 2,738,000 163,500 30,400 628,900 - 3,560,800 Parks & Recreation 3,768,200 4,002,100 387,300 481,300 - 8,638,900 Public Works 2,810,600 2,092,800 824,200 368,000 - 6,095,600 Fleet Interdepartmental Credits - - (2,207,400) - - (2,207,400) Fleet Asset Management Reserve - - 3,266,300 - 1,438,300 4,704,600 Parks Asset Management Reserve - - 1,925,000 - 277,300 2,202,300 Technology Reserve - - 1,124,000 - - 1,124,000 Fire Asset Management Reserve - - 685,000 - 21,200 706,200 Traffic Signals Asset Management Reserve - - - - 12,600 12,600 Risk Reserve - - 883,700 TOTAL GENERAL FUNDS $ 65,320,400 $ 19,044,500 $ Ballpark Operating $ 2,735,300 1,638,300 $ Ballpark Capital Replacement Fund $ - 883,700 8,900,300 $ 4,298,600 $ 5,784,600 $ 103,348,400 302,000 $ 135,000 $ 75,000 $ 4,885,600 - - 2,200,000 - - 2,200,000 Engineering Streets (HURF) 1,986,700 5,393,800 252,700 260,900 250,000 8,144,100 Police – Towing Impound Fund 104,700 16,000 41,000 33,000 - 194,700 - 238,100 - - - 238,100 40,000 - 6,200 - - 46,200 Arizona Lottery Fund Court Enhancement Fund - Miscellaneous Grants - - - 92,100 92,100 TOTAL SPECIAL REVENUE FUNDS $ 4,866,700 $ 7,286,200 $ 2,801,900 $ 428,900 $ 417,100 $ 15,800,800 Water/Public Works $ 3,243,500 $ 3,109,000 $ 1,389,600 $ 217,400 $ 167,000 8,126,500 Water/Public Works - IT 60,900 Water/Public Works Drought Contingency Wastewater/Public Works 300 - - - $ 61,200 - - - - 301,500 301,500 2,212,100 2,293,500 1,054,300 75,000 38,000 5,672,900 Wastewater/Public Works - IT 61,100 2,600 - - - 63,700 Sanitation/ Public Works 884,600 5,315,100 605,900 331,400 244,000 7,381,000 TOTAL ENTERPRISE FUNDS $ 6,462,200 $ 10,720,500 $ 3,049,800 $ 623,800 $ TOTAL ALL FUNDS $ 76,649,300 $ 37,051,200 $ 14,752,000 $ 5,351,300 $ 54 750,500 $ 6,952,200 21,606,800 $ 140,756,000 City of Goodyear Annual Budget / Fiscal Year 2018-2019 City Clerk’s Office DEPARTMENT SUMMARIES City Clerk’s Office CITY CLERK’S OFFICE Administrative Services Elections FY2019 Annual Budget General Fund-$980,700 DEPARTMENT OVERVIEW The Goodyear City Clerk’s Office provides timely and quality service to the City Council, staff, and citizens. The department provides fair and impartial information about the democratic governmental processes, maintains the integrity of the city’s public records, and preserves the city’s historical documents. Administrative Services The City Clerk’s Office prepares, assembles, and distributes the Council agenda packet; records all Council actions; prepares minutes of meetings; coordinates follow-up from the Council meetings; supports the functions of Council-appointed boards, commissions, and committees; processes all applications for special events and liquor licenses; accepts and processes all claims against the city; administers the oaths of office; provides notary services to internal and external customers, fulfills legal public notice posting requirements; and adheres to the Open Meeting Law. The Administrative Division is responsible for the general management of the City Clerk’s Office as set by Arizona State Statutes, Goodyear City Code, and the City Charter. This includes all functions of meeting administration; manages the city Charter, the Articles of Incorporation, ordinances, resolutions, and by-laws; provides Open Meeting Law training; and coordinates the publication of all legal notices. The Administrative Division also acts as historian and is responsible for managing the department’s records, as well as overseeing the development, training, organization, and maintenance of an ongoing citywide records management program to make certain the city’s records are collected, maintained, destroyed, or archived in a methodical, efficient, and cost-effective manner to ensure compliance with State Public Records Statues. The division also tracks and fulfills all records requests and maintains the city code. Elections The City Clerk’s Office conducts city elections on a non-partisan basis, and elections are currently conducted at large the second Tuesday in March (primary) and third Tuesday in May (general) of odd years. Goodyear holds all-mail elections. In partnership with the Maricopa County Elections Department, the City Clerk’s Office mails ballot to the registered voters of Goodyear. Candidate 55 City Clerk’s Office Annual Budget / Fiscal Year 2018-2019 City of Goodyear packets are prepared for citizens who are interested in running for Council. Voter information is shared with the public via the website, the InFocus, the West Valley View, and the Southwest Section of the Arizona Republic. The City Clerk’s Office is an early voting site for citizens who wish to vote early or in person, or need to obtain a replacement ballot as well as serving as a polling place on election day for all elections involving Goodyear voters. The City Clerk’s Office is also the filing office for all Goodyear candidate campaign finance reports. STRATEGIC GOALS Fiscal and Resource Management Sense of Community FY2018 ACCOMPLISHMENTS • • • • • • • • • • • • • • Implemented Phase 1 of the new Records Management System and trained staff citywide on system functionality. Improved records request processes through new records management system workflow. Increased the percentage of Council packets that are distributed to Council five days before the Council meeting date. Decreased the number of rejections in the Legistar approval sequence through ongoing training. Completed the council action kaizen that resulted in a new electronic Council Action Request (CAR) submittal process, automated assignment of resolution and ordinance numbers, CAR numbers, etc. Successful migration of all records from LaserFiche to OpenText. Implemented electronic posting board. Special event permit applications revised to fillable format. Special event approval letters and permits issued electronically, saving on supplies and postage. Successful relocation of office and records room to the first floor. Updated city code process and webpage to mirror Goodyear look and design. Hard copy code books were reduced from 24 to 9, reducing in printing and paper costs. Implemented a new city seal. Partnered with Maricopa County Elections to provide an early voting site and Election Day polling place. FY2019 GOALS & OBJECTIVES • • Attend two Homeowner Association meetings to inform the community of the special event permit process and disseminate information. Implement electronic submission of the special event permit application packet. 56 City of Goodyear • • • • • • • • Annual Budget / Fiscal Year 2018-2019 City Clerk’s Office Council agenda packets added to OpenText from universal shared drive and maintained permanently electronically – carried over from 2018 goals. Community outreach for elections – voter registration, Twitter and Facebook outreach through Communications Department. Update Special Event Ordinance to include specifics on “What is a Special Event”, food truck specifications, etc. Initiate the process for acquiring and implementing new agenda management software (Scope, Request for Qualifications, demonstration, and vendor selection). Revamp and revise the Official Document Preparation Handbook of standards pertaining to documents presented during Council meetings and explore alternative means to make this information more accessible to staff. Conduct 2019 Spring Candidate Primary Election (and General, if necessary). Digitize records as the official records and reduce paper for records series that are eligible. Clean up the City Clerk’s electronic files and prepare it to move into OpenText where records retention can be applied moving forward. PERFORMANCE MEASURES Percent of Satisfaction Questionnaires Returned at Good or Above for Records Request 94% 94% 100% 94% 95% FY2016 Actual FY2017 Actual FY2018 Estimate or Target FY2018 Trend FY2019 Estimate or Target 100% 75% 50% 25% 0% Percent of Public Records Requests Routed for Processing Within Stated Goal of One Business Day (NEW MEASURE) 95% 100% 75% 50% 25% 0% N/A N/A N/A N/A FY2016 Actual FY2017 Actual FY2018 Estimate or Target FY2018 Trend 57 FY2019 Estimate or Target Annual Budget / Fiscal Year 2018-2019 City Clerk’s Office City of Goodyear Percent of Satisfaction Questionnaires at Good or Above for Special Events FY2016 ACTUAL 100% FY2017 ACTUAL 100% FY2018 ESTIMATE OR TARGET 100% FY2018 TREND 100% FY2019 ESTIMATE OR TARGET 100% Percent Compliance With All Open Meeting Law Statutes for Posting and Advertising FY2016 ACTUAL 100% FY2017 ACTUAL 100% FY2018 ESTIMATE OR TARGET 100% FY2018 TREND 100% FY2019 ESTIMATE OR TARGET 100% City Clerk DEPARTMENT BUDGET The City Clerk’s total operating budget of $980,700 is 32% higher than the previous year. The increase is primarily due to FY2019 being an election year. Also included in the budget is a one-time supplemental to replace the agenda management software program. The Records Management Division was consolidated into the Administrative Services Division. $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 FY2017 Actual FY2018 Adjusted Budget FY2019 Budget Personnel Services Contractual Services Commodities Other One-Time EXPENDITURES GENERAL FUND EXPENDITURES FY2017 Actual Division Administration $ FY2018 Adjusted Budget FY2019 Budget 445,903 $ 507,100 $ Records Management 142,528 232,400 - Elections 165,718 - 217,400 TOTAL $ 58 754,149 $ 739,500 $ 763,300 980,700 City of Goodyear Annual Budget / Fiscal Year 2018-2019 City Clerk’s Office AUTHORIZED PERSONNEL AUTHORIZED PERSONNEL FY2017 Actual FY2018 Estimate FY2019 Budget Administration 4 6.0 6.0 Records Management 2 - - 6 N/A 6.0 - 6.0 - Division TOTAL FULL-TIME TOTAL PART-TIME (FTE) 59 City Manager’s Office Annual Budget / Fiscal Year 2018-2019 City of Goodyear City Manager’s Office CITY MANAGER’S OFFICE City Manager’s Office Administration Deputy City Manager’s Office Intergovernmental Relations Communications Continuous Improvement and Enterprise Risk Management FY2019 Annual Budget General Fund-$4,940,000 Risk Reserve-$883,700 DEPARTMENT OVERVIEW The mission of the City Manager’s Office is to provide organizational leadership, planning, and coordination to the management team and all departments to enhance quality of life of citizens through services and management practices delivered in a supportive environment and according to the city's strategic goals. City Manager’s Office Administration The City Manager serves as chief administrative officer of the city and is responsible for ensuring that administrative processes and programs are in place to effectively provide city services according to City Council’s policy direction. The City Manager works closely with Finance to oversee the development and presentation of the annual budget to City Council and keeps them advised of the city's financial condition and future needs of the city. The City Manager is responsible for long-range strategic planning for the organization and development of recommendations to City Council on a variety of public policy issues. The office provides leadership and drives the Performance Management program to create a culture of innovation and continuous improvement. The office also establishes partnerships with regional communities and stakeholder organizations to create efficiencies and enhance quality of life in the community. Deputy City Manager’s Office The Deputy City Manager’s Office oversees the work of several assigned departments, informs the City Manager regarding program needs and emerging issues, and administers the preparation and presentation of programs for approval by the City Manager and City Council. The Deputy City Manager’s Office may also serve as the executive sponsor for special projects, to include project coordination and direction. Intergovernmental Relations This division is comprised of Intergovernmental Relations, Mayor and City Council support, and Neighborhood Services. Intergovernmental Relations is responsible for coordinating and 60 City of Goodyear Annual Budget / Fiscal Year 2018-2019 City Manager’s Office monitoring activities with the State, Federal, Local governments, and other public agencies. They also develop legislative plans confirmed by City Council and coordinate legislative activities with other entities. The division works closely with other city departments to review different legislative actions and impacts to the city and our citizens. They serve as the liaison to Luke Air Force Base, League of Cities and Towns, and Maricopa Association of Governments. This division also coordinates efforts and activities of the city’s elected officials to include scheduling, communications, constituent activities and inquiries, research, and other key duties in support of City Council. They manage operations and activities of the city’s Youth Commission and the Leadership Enrichment and Development (LEAD) program. Neighborhood Services provides assistance to constituents with neighborhood issues or concerns and performs outreach to members of our community with timely information. Communications The Communications Division plans and directs citywide communications and marketing. This is accomplished through media relations, public outreach campaigns, audio-visual/video productions, and publication production, such as the "InFocus" newsletter along with various brochures and flyers. Communications provides a user friendly website with close to 1,200 pages of information for residents, out-of-town visitors, and employees, as well as manages six social media accounts. Communications also acts as the city media spokesperson, oversees the market research function, and assists with internal communications. Continuous Improvement and Enterprise Risk Management The Continuous Improvement and Enterprise Risk Management Division supports the organization’s effort to create a culture of excellence. Specifically this division oversees the development and implementation of the following systems: performance and lean management, enterprise risk management, and safety management. The team facilitates discussions, coaches, mentors, and leads with a variety of tools and techniques. This division brings a dedicated focus to facilitate change within the organizational culture, engaging and empowering employees by developing problem solving skills, and transitioning teams to the lean management system. In addition, the division is responsible for the development, implementation and administration of the city’s safety, liability and insurance programs. STRATEGIC GOALS Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life 61 City Manager’s Office Annual Budget / Fiscal Year 2018-2019 City of Goodyear FY2018 ACCOMPLISHMENTS • • • • • • • • • • • Led the development of an updated FY2019-21 City Strategic Plan. Established development agreement between the City of Goodyear and private development to fund and construct the first phase of the city’s surface water treatment plant. Supported operational departments with continuous improvement initiatives using Lean tools. Supported the development of a local 501(c)(3) organization to oversee development and programs of the future Wellspring Park. Successfully implemented the payroll system within the new Financial System Implementation Project. Updated process to ensure compliance with development agreements. Presented the 2018 Legislative Agenda to Mayor and Council for adoption and provided them with regular updates throughout legislative session. Supported local social and community services that provide direct or indirect benefit to Goodyear residents through the Community Funding Program. Distributed $114,400 to 23 local nonprofits. Deployed the Goodyear Topics on the Move (TOM) van 6 times, resulting in more than 5,700 exposures, as an informal gathering spot for residents at events and as a tool to interact with people and get their feedback – both by writing on the van, as well as filling out surveys. Delivered two presentations of the TOM van as an engagement best practice to national audiences of more than 150 municipal leaders. Increased production of the InFocus magazine to a monthly high-quality community lifestyle magazine. FY2019 GOALS & OBJECTIVES • • • • • • • • Implement the FY2019-21 City Strategic Plan across all city departments and provide progress updates to City Council every six months. Work with departments to ensure tracking and compliance of development agreements. Create a new system to improve Council meeting agenda setting and Council meeting effectiveness and efficiency. Evaluate the effectiveness of our public communication methods and make improvements to the city’s website. Support an additional operational department using the lean management system (Public Works) and continue working with two support departments: 1) Finance 2) Human Resources. Complete additional phases of Financial System Implementation Project (FSIP). Offer LEAD program to 40 Goodyear residents. Report the results of the bi-annual citizen satisfaction survey from FY2018 to City Council and the greater community and incorporate results in future planning discussions. 62 City of Goodyear Annual Budget / Fiscal Year 2018-2019 City Manager’s Office PERFORMANCE MEASURES Number of Social Media Followers (Main Accounts) 8,900 10,000 7,500 5,000 4,372 8,020 7,736 FY2018 Estimate or Target FY2018 Trend 5,964 2,500 0 FY2016 Actual FY2017 Actual FY2019 Estimate or Target Number of Working Days Lost Due to Work Related Injuries 500 400 420 317 319 300 150 150 200 100 0 FY2016 Actual FY2017 Actual FY2018 Estimate or… FY2018 Trend FY2019 Estimate or Target Citizen Satisfaction Survey Rating Goodyear Overall as an Excellent or Good Place to Live FY2016 ACTUAL 93% FY2017 ACTUAL N/A FY2018 ESTIMATE OR TARGET 93% FY2018 TREND 93% FY2019 ESTIMATE OR TARGET 93% Number of Requests Created/Opened Using the City’s Online Report Tool(s) PublicStuff/goodyearaz.gov FY2016 ACTUAL 165 FY2017 ACTUAL 184 FY2018 ESTIMATE OR TARGET 163 FY2018 TREND 191 FY2019 ESTIMATE OR TARGET 190 63 Annual Budget / Fiscal Year 2018-2019 City Manager’s Office City of Goodyear Full-Time Equivalent (FTE) Staffing Levels per 1,000 Residents FY2016 ACTUAL 6.85 FY2017 ACTUAL 7.01 FY2018 ESTIMATE OR TARGET 7.10 FY2018 TREND 7.53 FY2019 ESTIMATE OR TARGET 7.60 City Manager DEPARTMENT BUDGET The City Manager’s budget is $0.1 million or, 2% more than the FY2018 adjusted budget due to citywide compensation increases, addition of one-time funding to redesign the city’s website for a better user experience, and an increase to liability insurance premiums. This increase would have been greater but was offset by the removal of one-time funding for City Manager recruitment and legal services. $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 FY2017 Actual FY2018 Adjusted Budget FY2019 Budget Personnel Services Contractual Services Commodities Other One-Time EXPENDITURES EXPENDITURES GENERAL FUND City Manager’s Office Administration FY2018 Adjusted Budget FY2017 Actual Division $ FY2019 Budget 574,567 $ 789,900 $ 758,000 Intergovernmental Relations 703,876 833,800 882,500 Deputy City Manager 709,570 999,300 957,600 - 1,384,800 1,449,300 657,448 828,400 892,600 2,645,461 $ 4,836,200 $ 4,940,000 Continuous Improvement and Enterprise Risk Management Communications TOTAL GENERAL FUND $ 64 EXPENDITURES OTHER FUNDS City of Goodyear Annual Budget / Fiscal Year 2018-2019 FY2017 Actual Fund Risk Reserve City Manager’s Office FY2018 Adjusted Budget FY2019 Budget $ 150,000 $ 1,077,500 $ 883,700 TOTAL OTHER FUNDS $ 150,000 $ 1,077,500 $ 883,700 TOTAL EXPENDITURES $ 2,795,461 $ 5,913,700 $ 5,823,700 Division FY2017 Actual FY2018 Estimate FY2019 Budget City Manager’s Office Administration 4 4.0 4.0 Intergovernmental Relations 6 6.0 6.0 Deputy City Manager 5 6.0 6.0 Continuous Improvement and Risk Enterprise Management 1 1.0 1.0 Communications 5 5.0 5.0 21 N/A 22.0 - 22.0 - AUTHORIZED PERSONNEL AUTHORIZED PERSONNEL TOTAL FULL-TIME TOTAL PART-TIME (FTE) 65 Development Services Annual Budget / Fiscal Year 2018-2019 City of Goodyear Development Services DEVELOPMENT SERVICES Administration Planning & Zoning Building Safety Code Compliance FY2019 Annual Budget General Fund-$3,432,100 DEPARTMENT OVERVIEW The Development Services Department encompasses Planning & Zoning, Building Safety, and Code Compliance. The department is responsible for the administration of city zoning, planning, and development policies. In addition, the department is responsible for the preparation, adoption, and implementation of the City of Goodyear General Plan, which provides community goals and development policies to effectively guide and manage the long-term growth of the city. Development Services staff also prepare and implement various zoning and development ordinances. The Building Safety and Inspections Division is responsible for ensuring construction activity meets the minimum standards of the applicable life safety code. Code Compliance is responsible for the ensuring fair and consistent application of the city codes and ordinances. Administration Administration coordinates the activities of the divisions within the department, ensures that activities and programs are consistent with the department's mission, provides necessary resources and information services support, and provides staff support. This division also prepares monthly reports, manages the city’s Kiosk Signage Program, and serves as the system administrator for the department’s computer automation system. Planning & Zoning The Planning and Zoning Division is responsible for preparing and implementing various zoning and development related codes and ordinances, such as the Zoning Ordinance, Subdivision Regulations, Design Guidelines, and General Plan. Specific duties include reviewing and processing general plan amendments, rezone applications, variances, subdivision plats, use permits, special use permits, site plans, and development agreements to ensure compliance with city ordinances. Staff is also responsible for reviewing development plans, analysis of population and socioeconomic data, and providing support to the Planning & Zoning Commission and Board of Adjustment. The division also maintains all planning & zoning records and responds to records requests. 66 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Development Services Building Safety The Building Safety Division ensures quality construction for the city's residents by regulating building construction and building occupancy. Building Safety encompasses both permit processing and inspections to enforce the city's building, electrical, mechanical, plumbing, and zoning ordinances. This division also enforces other applicable state and local laws and ordinances. Code Compliance Code Compliance's goal is to keep our neighborhoods beautiful. Code Compliance works to educate citizens on city property code requirements, build relationships, and facilitate mediation when necessary. Primary duties include providing information about city codes for property maintenance, zoning, variances and signage, and encouraging voluntary compliance. Proactive field inspections and response to citizen complaints lead to enforcement through established procedures when voluntary compliance does not occur. STRATEGIC GOALS Economic Vitality Sense of Community Quality of Life FY2018 ACCOMPLISHMENTS • • • • The Development Continuum participated in training, hosted weekly Continuous Improvement meetings with management, and is constantly identifying new ways of increasing efficiencies. In an effort to help create or revise policies to attract development desired by city residents, several Zoning Text Amendments were initiated by staff and approved by City Council. Items include the removal of the City Center Gateway Overlay District and amendments to the Large Retail User, Industrial District Standards, and Parking Requirements. Planning staff initiated and City Council approved a Zoning Text Amendment that creates several new residential districts and moves away from Planned Area Developments. This initiative increases housing diversity and attracts new home development. Planning staff attended the Arizona American Planning Association (APA) conference as well as the APA Conference in New Orleans where they presented the successes of implementing Lean Six Sigma into the planning process. Also, Building Safety staff attended the Fall and Spring Arizona Building Officials Conferences and Code Compliance attended Code Enforcement League of Arizona training this past summer. FY2019 GOALS & OBJECTIVES • Planning and Zoning staff continue to identify process effeciencies that are beneficial to customers. Staff will present to both Planning and Zoning Commission and City Council to consider a streamlined approach to Special Use and Use Permits. 67 Development Services • • • Annual Budget / Fiscal Year 2018-2019 City of Goodyear Building Safety will be adopting the new International Building Code in FY2019 to ensure the best quality of life for Goodyear residents. Process improvements will continue to progress with the adoption of building safety digital plan review. This allows for a streamlined and easier submittal process for the external customer while also allowing the city to move toward a paperless work environment and garner cost savings. Development Services is dedicated to creating an environment of engaged and empowered employees and will utilize the 2018 Employee Survey to modify continuous improvement strategies based on the results. PERFORMANCE MEASURES Percent of Initial Plan Reviews Completed Within Published Review Timeframes 95% 89% 95% FY2018 Estimate or Target FY2018 Trend FY2019 Estimate or Target 94% 100% 87% 75% 50% 25% 0% FY2016 Actual FY2017 Actual DEPARTMENT BUDGET Development Services $4,000,000 The Development Services Department overall budget is 11% higher than the prior $3,000,000 year due to an increase in personnel as a $2,000,000 result of a citywide pay increase, and an increase in one-time expenditures for $1,000,000 building safety plan review and inspection $0 services. The budget also reflects one-time FY2017 FY2018 FY2019 supplementals for Planning & Zoning plan Actual Adjusted Budget review services, Planning & Zoning Budget Commission equipment and training, a Bike Personnel Services Contractual Services and Pedestrian Study and a Building Code Commodities Other One-Time Adoption. The FY2019 budget also reflects legal advertising which was previously in the City Clerk budget. 68 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Development Services EXPENDITURES FY2017 Actual EXPENDITURES GENERAL FUND Division Administration $ FY2018 Adjusted Budget FY2019 Budget 392,711 $ 420,800 $ 448,500 681,580 823,900 912,000 Building Safety 1,276,129 1,525,400 1,747,900 Code Compliance 288,504 314,900 323,700 2,638,294 $ 3,085,000 $ 3,432,100 FY2017 Actual FY2018 Estimate FY2019 Budget Administration 3 3.0 3.0 Planning & Zoning 5 5.0 5.0 Building Safety 11 11.0 11.0 Code Compliance 3 3.0 3.0 22 N/A 22.0 - 22.0 - Planning & Zoning TOTAL $ AUTHORIZED PERSONNEL AUTHORIZED PERSONNEL Division TOTAL FULL-TIME TOTAL PART-TIME (FTE) 69 Economic Development Annual Budget / Fiscal Year 2018-2019 City of Goodyear Economic Development ECONOMIC DEVELOPMENT FY2019 Annual Budget General Fund-$1,168,400 DEPARTMENT OVERVIEW To promote, communicate and improve the city’s economic and social well-being by attracting and retaining businesses and residents, improving the city’s image and expanding the city’s employment and tax base to build a sustainable community. The Economic Development Department of the City of Goodyear improves the city's economic, social, and environmental well-being through the attraction and enhancement of commercial and industrial projects that create and sustain employment base, tax revenues, financial security, and environmental stability for the community. STRATEGIC GOALS Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life FY2018 ACCOMPLISHMENTS • • • Assisted in the creation of more than 1,500 jobs and nearly $500 million in capital investment during FY2018 in diverse industries including retail, logistics, and corporate office. Examples of companies which announced locations in Goodyear include Aldi, Dutch Bros., UPS, Bahama Bucks, and Orange Theory Fitness. Engaged residents in a retail and entertainment survey, which garnered 2,319 responses. City Council passed the two-year Goodyear Retail and Entertainment Development Impact Fee Reduction Program to encourage businesses to locate in Goodyear. Supported the largest initial capital investment in the city’s history ($240M), with the location of the Ball Metal Beverage Container Corporation. 70 City of Goodyear • Annual Budget / Fiscal Year 2018-2019 Economic Development Facilitated more than 880 interactions with entrepreneurs through free workshops, ASU Startup School, and one-on-one mentoring at the InnovationHub. FY2019 GOALS & OBJECTIVES • • • • Implement the strategic economic development plan in a manner that results in increased local jobs and creates demand for supporting businesses and fostering of a sustainable tax base. Enhance the quality and quantity of development in Goodyear and promote the market as an excellent location for diverse industries. Continue to develop relationships with Goodyear business through regular communication and outstanding service. Increase the attraction of retail and entertainment venues in Goodyear while exercising the use of the Goodyear Retail and Entertainment Development Impact Fee Reduction Program for qualified businesses. PERFORMANCE MEASURES Number of Jobs Created from New and/or Expanding Businesses (which have been impacted by the Economic Development Department) 2500 2,200 2000 1500 1000 500 0 1,200 1,300 1,200 317 FY2016 Actual FY2017 Actual FY2018 Estimate or Target FY2018 Trend FY2019 Estimate or Target Number of New Prospects that are Qualified and Interested in Locating their Business in Goodyear 200 150 144 95 95 90 100 72 50 0 FY2016 Actual FY2017 Actual FY2018 Estimate or Target 71 FY2018 Trend FY2019 Estimate or Target Economic Development Annual Budget / Fiscal Year 2018-2019 City of Goodyear Total Number of Business Interactions Through the Business Retention & Expansion Program 2,000 1,500 860 1,025 850 FY2016 Actual FY2017 Actual FY2018 Estimate or Target 850 831 1,000 500 0 FY2018 Trend FY2019 Estimate or Target Total Number of Interactions at the InnovationHub 882 1,000 750 766 530 480 480 500 250 0 FY2016 Actual FY2017 Actual FY2018 Estimate or Target FY2018 Trend FY2019 Estimate or Target Total Capital Investment From New and/or Expanding Businesses (in millions) (Resulting from Economic Development Department Interaction) FY2016 ACTUAL $ FY2017 ACTUAL $ 366.9M FY2018 ESTIMATE OR TARGET $ 125.0M FY2018 TREND $ 240.0M FY2019 ESTIMATE OR TARGET $ 125.0M 82.1M Number of Website Hits (from Economic Development specific pages) ACTUAL 2016 65,193 ACTUAL 2017 89,483 ESTIMATE OR TARGET 2018 75,000 TREND 2018 66,846 ESTIMATE OR TARGET 2019 75,000 72 City of Goodyear Annual Budget / Fiscal Year 2018-2019 DEPARTMENT BUDGET Economic Development Economic Development The Economic Development budget for FY2019 is increased by 3% when compared to prior year, due to an increase in personnel as a result of a citywide pay increase. The department also has a onetime carryover of $100,000 which will be used to market and assist businesses that want to locate in Goodyear. $1,000,000 $750,000 $500,000 $250,000 $0 FY2017 Actual FY2018 Adjusted Budget FY2019 Budget The non-department budget includes a Personnel Services Contractual Services carryover of $149,500 for job credits and Commodities Other One-Time $1,909,100 for Goodyear Retail and Entertainment Impact Fee Reduction Program that will accelerate the development of retail and entertainment businesses with the city providing tax revenue necessary to provide essential public services. EXPENDITURES GENERAL FUND EXPENDITURES FY2017 Actual Division Economic Development FY2018 Adjusted Budget FY2019 Budget $ 952,113 $ 1,136,200 $ 1,168,400 TOTAL $ 952,113 $ 1,136,200 $ 1,168,400 FY2017 Actual FY2018 Estimate FY2019 Budget 6 6.0 6.0 6 N/A 6.0 - 6.0 - AUTHORIZED POSITIONS AUTHORIZED PERSONNEL Division Economic Development TOTAL FULL-TIME TOTAL PART-TIME (FTE) 73 Engineering Annual Budget / Fiscal Year 2018-2019 City of Goodyear Engineering ENGINEERING Administration Plan Review Permit Processing Inspections Project Management Streets & Markings Street Maintenance Sweeper Operations Traffic Signals Traffic Management FY2019 Annual Budget General Fund-$3,560,800 Highway User Revenue Fund-$8,144,100 General Fund Reserves-Traffic Signals-$12,600 Arizona Lottery Fund-$238,100 DEPARTMENT OVERVIEW The Engineering Department is responsible for the design, review and inspection of the city's capital infrastructure including grading and drainage, water, sewer, storm drains, storm water retention and streets. Engineering reviews site plans, preliminary and final plats, rezoning requests, special use permits, construction drawings, and water, sewer, traffic and drainage master plans. Engineering issues construction permits and easements, assigns street names and addresses and maintains the fiber optic network. Engineering also provides project management for the city's Capital Improvements Projects. Engineering ensures traffic signals, signage, and striping meet federal, state, and local standards and coordinates freeway and transit improvements in the city. Engineering General Fund: Administration Administration is the nexus of support for each of the Engineering divisions. They respond to inquiries from the public, coordinate resources between internal service providers and department staff, and provide managerial oversight to executive directives conveyed by city management. Plan Review The Plan Review Division is responsible for the examination and approval of development and construction plans for improvements in the city right-of-way and site improvements on private property. The division is also integral to the review and approval of cases and entitlement documents processed through the Planning and Zoning Division of Development Services. Lastly, the division is responsible for maintaining the City of Goodyear Engineering Design Standards. Permit Processing The Engineering Permit Division works closely with the Development Services Department to serve as the one-stop shop for accepting and processing all civil engineering plans and related development submittals for review and approval. The division is also responsible for collecting fees related to development. 74 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Engineering Inspections The Inspections Division inspects the construction of new public and private infrastructure in the City of Goodyear to ensure that construction of city right-of-way and private site improvements meet the requirements of the Engineering Design Standards and Policies Manual and other applicable standards. The Inspections Division also manages temporary control devices placed in the city right-of-way, dry utility construction and maintenance, and monitoring of newly completed construction through the end of the warranty period. Project Management The Project Management Division provides oversight of the city’s Capital Improvement Program. The Project Managers housed in Engineering work in partnership with their internal and external customers to ensure high-quality design and construction services of public works projects that benefit Goodyear residents and visitors. Engineering Highway User Revenue Fund (HURF): Streets & Markings The Street & Markings Division is responsible for the safety of the traveling public by ensuring that the traffic signals, signs and striping in Goodyear meet current federal, state, and local standards. Street Maintenance The Street Maintenance Division is responsible for maintaining city streets and implementing the Pavement Management Program. Sweeper Operations This division is responsible for the sweeping of streets citywide, which improves air quality by removing dust and dirt from roadways, and preventing particulates from becoming airborne. Sweeper operations also help to keep gutters and storm drains free of debris, allowing rain water to flow freely down local storm drains. Traffic Signal This division maintains the city’s traffic signal system to ensure the city’s roadway network functions effectively and efficiently to serve Goodyear residents, visitors and employers. Traffic Management This division manages the city’s Intelligent Transportation System (Fiber Optic) Network. STRATEGIC GOALS Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life 75 Engineering Annual Budget / Fiscal Year 2018-2019 City of Goodyear FY2018 ACCOMPLISHMENTS • • • • • Expanded the electronic as-built submittal, review and approval process to all as-built drawings. Partnered with Liberty Utilities to facilitate a more efficient plan review process for projects within their service area, eliminating overlapping areas of review and reducing project review times by an average of 4 hours. Completed the design work for several traffic signal and fiber optic projects scheduled for this year resulting in saving the city over $100,000 in contract help. Completed a new Project Management manual to improve customer service and become more efficient by standardizing our processes. Streamlined the process for utility manhole access, reducing the turnaround time for a permit by five days. Century Link, Cox Communications, Southwest Gas, and APS now receive a utility permit in three days instead of eight days. FY2019 GOALS & OBJECTIVES • • • • • • • • • • Collaborate with the City Attorney’s Office to fully integrate real estate components of plan review into the Civil Construction Drawing Review Process. Integrating these processes will help to ensure the appropriate alignment of final approvals and permitting. Collaborate with Development Services to move Final Plat reviews from the existing Planning and Zoning process and integrate them into the Civil Construction Drawing Review Process. Integrating these processes will help to ensure the appropriate alignment of final approvals and permitting. Work with internal city departments to identify a tracking mechanism for engineering projects to improve the ability to locate plans and associate permits. Review permit setup in the automated system for all engineering permits and identify improvement opportunities to reduce redundancy in data entry and increase productivity and efficiency. Work with IT for inspection staff to utilize tablets in the field. Update Inspections webpage to ensure current information and processes are available to customers. Provide project management to complete the design of Fire Station 186. Develop a process for the 5-year Capital Improvement Program that identifies project costs assigned to the specific project stage. Train Engineering Department project managers on the use of Microsoft Project Management as a reporting tool for Capital Improvement Projects. Complete pavement management projects that maintain the life of roads and improve the city’s pavement condition index. 76 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Engineering PERFORMANCE MEASURES Number of "Permits by Email" Applications Processed per Month 1000 800 635 FY2018 Estimate or Target FY2018 Trend 510 600 400 600 700 238 200 0 FY2016 Actual FY2017 Actual FY2019 Estimate or Target Plans Reviewed Within 20 Days of Receipt (1st Review) FY2016 ACTUAL 98% FY2017 ACTUAL 99% FY2018 ESTIMATE OR TARGET 100% FY2018 TREND 99% FY2019 ESTIMATE OR TARGET 100% Complete Public Staff Requests for Street Maintenance, Street Lights, and Street Sweeper within Target – 3 Business Day FY2017 ACTUAL N/A FY2018 ESTIMATE OR TARGET 95% FY2018 TREND 97% FY2019 ESTIMATE OR TARGET 95% 77 Engineering Annual Budget / Fiscal Year 2018-2019 City of Goodyear DEPARTMENT BUDGET ENGINEERING The Engineering Department’s General Engineering Fund budget decreased 13.9% from the $5,000,000 prior year. The reduction is the result of $4,000,000 transferring GIS services to the ITS $3,000,000 Department, and eliminating the need for one-time contractual services in the Project $2,000,000 Management division. Both the Plan $1,000,000 Review and Inspection divisions will use $0 one-time contractual service funding to FY2017 FY2018 FY2019 manage staff workload and peaks in Actual Adjusted Budget Budget development activity. The department also received one-time funding for technology Personnel Services Contractual Services improvement and a Project Dox software Commodities Other One-Time upgrade. An ongoing expenditure increase included additional funding for credit card services. STREETS The Highway User Revenue Fund (HURF) Streets budget increased significantly due to a $10,000,000 change in budgeting for the Pavement $8,000,000 Management Program. In FY2019, $6,000,000 Pavement Management funding previously $4,000,000 in both the HURF operating and the Capital $2,000,000 Improvement Program General Fund, was moved entirely to HURF resulting in a $0 FY2017 FY2018 FY2019 budget increase of $2 million. On-going Actual Adjusted Budget funding was added for weed abatement in Budget Street Maintenance, and a new Intelligent Personnel Services Contractual Services Transportation Systems Analyst position was added to the Traffic Management Commodities Operating Capital Division. One-time funding is budgeted for a pedestrian crossing on Calistoga Drive and a pilot program for contract barricade services. Ongoing expenditure increases included additional funding for escalated fleet costs and street maintenance contract costs. The Arizona Lottery Fund (ALF) budget decreased 16% from FY2018 due to the completion of a street ramp project that received one-time funding. An ongoing expenditure increase included additional funding for the Zoom circulator and ADA Para-transit Dial-a-Ride transit contract increase and addition of Sunday and Holiday service to the Zoom circulator service. 78 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Engineering EXPENDITURES EXPENDITURES GENERAL FUND Division Administration $ 869,900 $ 779,200 594,905 522,400 757,800 Permit Processing 419,713 575,700 680,500 Inspections 514,310 738,300 779,500 GIS 306,283 358,200 - Project Management 600,556 1,069,200 563,800 Division EXPENDITURES HURF 1,125,837 $ FY2019 Budget Plan Review TOTAL $ Streets & Markings $ Street Maintenance/Pavement Management Sweeper Operations Traffic Signals Traffic Management TOTAL $ EXPENDITURES OTHER FUNDS FY2018 Adjusted Budget FY2017 Actual Fund Arizona Lottery Fund $ Traffic Signals and Asset Management Reserve 3,561,604 $ 4,133,700 $ 3,560,800 FY2017 Actual FY2018 Adjusted Budget FY2019 Budget 235,481 $ TOTAL EXPENDITURES $ 79 340,300 2,267,520 2,332,000 4,500,700 218,986 241,700 277,700 2,026,107 2,227,000 2,285,800 376,324 446,600 739,600 5,124,418 $ 5,567,700 $ 8,144,100 FY2017 Actual FY2018 Adjusted Budget FY2019 Budget 161,822 $ - TOTAL $ 320,400 $ 161,822 $ 285,800 $ 238,100 1,954,000 12,600 2,239,800 $ 250,700 8,847,844 $ 11,941,200 $ 11,955,600 Engineering Annual Budget / Fiscal Year 2018-2019 City of Goodyear AUTHORIZED PERSONNEL FY2017 Actual FY2018 Estimate FY2019 Budget Administration 7 5.0 5.0 Plan Review 4 4.0 4.0 Permit Processing 5 6.0 6.0 Inspection 4 4.0 4.0 GIS 3 - - Project Management 4 4.0 4.0 27 N/A 23.0 - 23.0 - FY2017 Actual FY2018 Estimate FY2019 Budget Streets & Markings 2 2.0 2.0 Street Maintenance 6 6.0 6.0 Sweeper Operations 2 2.0 2.0 Traffic Signals 5 5.0 5.0 Traffic Management 2 2.0 3.0 TOTAL FULL-TIME TOTAL PART-TIME (FTE) 17 N/A 17.0 - 18.0 - FULL-TIME 44 40.0 41.0 PART-TIME (FTE) N/A - - AUTHORIZED PERSONNEL GENERAL FUND Division AUTHORIZED PERSONNEL HIGHWAY USER REVENUE FUND (HURF) TOTAL FULL-TIME TOTAL PART-TIME (FTE) Division TOTAL ENGINEERING 80 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Finance Finance FINANCE Administration Financial Services Budget & Research Customer Service Procurement Special Districts & Taxation Mail Services FY2019 Annual Budget General Fund-$4,032,200 DEPARTMENT OVERVIEW The Finance Department provides timely and accurate financial services for city departments, citizens, and area businesses. The department is responsible for all aspects of financial services for the city including; the budget process, procurement, utility billing and collections, long-term financial planning and forecasting, investments, customer service, debt management, accounting, accounts payable, accounts receivable, cash handling, annual audit process, business registration and maintaining city financial records. The department is divided into seven divisions: Administration The Administration Division manages the department, the city’s debt and investment portfolios, coordinates the financing of city projects, manages special projects and evaluates their potential fiscal impact for Goodyear. The administration division is responsible for the strategic vision of the department and for ensuring compliance with established financial policies for the organization. Financial Services The Financial Services Division of the Finance Department maintains the financial integrity of the city through effective fiscal oversight. This is achieved by implementing accounting policies, procedures, systems and fiscal controls for all financial activities of the city. Financial Services provides guidance to staff regarding financial controls, laws, policies and ensuring compliance with generally accepted accounting principles. Financial Services is also responsible for producing the city’s annual audited financial statements; including the comprehensive annual financial report and ensuring all grants and expenditure limitations comply with Arizona Revised Statutes and City Code. Special Districts & Taxation Community Facilities Districts (CFDs) are special purpose, tax levying public improvement districts of the State of Arizona. CFDs are a mechanism whereby developers may request to form either 81 Annual Budget / Fiscal Year 2018-2019 Finance City of Goodyear general districts or utilities districts for the purpose of financing public infrastructure and improvements. These projects may include water and sewer facilities; drainage improvements; design and construction of roads, streets and parking; traffic signals; emergency facilities and public buildings; parks; school sites and facilities and enhanced landscaping. Budget & Research The Budget and Research Office directs the preparation and administration of the annual operating and capital budgets. Budget & Research is responsible for integrating development and planning activities of the city into all of our financial plans and forecasts. Additional responsibilities include; revenue expenditure estimating and forecasting, long range fiscal planning, development impact fee management and conducting organizational and management studies. This division also administers the business licensing and sales tax programs for the city. Customer Service The Customer Service Division provides for all utility billing and customer service issues for the city’s water, wastewater and sanitation services. Customer services serves as the single point of contact for the majority of resident issues utilizing a multi-faceted approach including on-line, mobile, phone and in-person. Customer service manages accounts and processing all utility payments from city customers and performs collections for delinquent accounts. The Customer Service Division is also responsible for the front desk operations of city hall. Procurement The Procurement Office provides purchasing and contract support while overseeing the procurement of a great variety of products, services, supplies, and equipment for all departments of the City of Goodyear in accordance with the City's Procurement Code (adopted in 2008). All solicitations for bids/proposals go through the Procurement Office. Mail Services The Mail Room processes and distributes incoming and outgoing mail, makes copies of paperwork as requested by city departments, and provides assistance as needed. STRATEGIC GOALS Fiscal and Resource Management FY2018 ACCOMPLISHMENTS • Financial System Implementation Project (FSIP) Implementation and training of all users.  Full implementation of Payroll with a go-live date of January 1, 2018.  Payroll went live on schedule. The advanced timekeeping element has been delayed to FY2019 due to vendor limitations. 82 City of Goodyear • • Annual Budget / Fiscal Year 2018-2019 Finance  Full implementation of Financials with a go-live date of July 1, 2018.  Financial implementation is on schedule for an official July 1st go-live with the system actually being live and open for use on June 25th. Coordinate organizational wide Infrastructure Improvement Plan (IIP) update project. As this project impacts all departments’ critical elements including not only participation but education to ensure that all understand the impacts of this project on their future funding sources.  The IIP update process is underway. Council was presented with the draft plan in February and the plan was officially posted to our website in March. Stakeholder input is currently underway and the implementation date of January 1, 2019 has been pushed to March/April based upon the desire for additional stakeholder review and input. Improve processes and increase efficiencies.  Implementation of Lean measures within the financial services division to improve efficiency and workflow. Implementation and experimentation of process improvements during FSIP will allow these to be captured within the new system set up where appropriate.  Lean 1:1’s were held with all staff members to identify potential areas for improvement. Over 50 areas were identified and several improvements have been implemented and non-value added processes eliminated. The team is now focusing on the large process areas of bank reconciliation and capital assets.  Review and Implement changes to the city’s merchant services program to enhance customer service, increase compatibility with other systems and to reduce costs.  Currently implementing a program with a new merchant service provider that will enhance our online presence and user experience. Planned Go-live date is late August 2018.  Increase the percentage of active customer accounts enrolled in e-billing and autopay/surepay by 10%.  E-billing enrollment experienced a 12.7% increase and Surepay a nominal 3.3% increase. E-billing can be accomplished via a self-serve function online while Surepay is currently an in-person process. With the implementation of our new merchant services program it is anticipated that both autopay and surepay numbers will climb. FY2019 GOALS & OBJECTIVES • • Financial System Implementation Project (FSIP) Implementation and training of all users.  Implement advanced timekeeping by January 1, 2019.  Transition organization to new financial system which goes live on July 1, 2018.  Implement Utility Billing system by February, 2019.  Implement Business Licensing system by April, 2019. Implementation of the updated Infrastructure Improvement Plan and associated Development Impact Fees by April 30, 2019. Process to be inclusive of stakeholder groups. 83 Annual Budget / Fiscal Year 2018-2019 Finance • • • City of Goodyear Improve processes and increase efficiencies.  Continued implementation of Lean measures within the financial services with potential expansion to budget division.  Review the procurement card program and establish timeline to implement online system. Timeline may be dependent on implementation of Tyler system.  Review budget process and budget development system to reduce manual input and potential for human error. Establish realistically costed and deliverable five-year CIP. Assist with the development and implementation of a monitoring process to effectively track progress of key CIP projects and visually document timelines. PERFORMANCE MEASURES General Obligation (G.O.) Bond Ratings STANDARD & POOR’S MOODY’S FY2016 ACTUAL AA Aa2 FY2017 ACTUAL AA Aa2 FY2018 ESTIMATE OR TARGET AA Aa2 FY2018 TREND AA Aa2 FY2019 ESTIMATE OR TARGET AA Aa2 DEPARTMENT BUDGET The Finance Department’s total budget reflects only a $33,000 increase or less than 1% over the prior year. The change is the net of salary and benefits increase partly offset by an employee in Budget and research being moved to a special project. The department also absorbed a $35,400 increase in the Arizona Department of Revenue fees. Finance $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 FY2018 FY2019 Adjusted Budget Budget Personnel Services Contractual Services Commodities Other One-Time Operating Capital 84 FY2017 Actual City of Goodyear Annual Budget / Fiscal Year 2018-2019 Finance EXPENDITURES FY2017 Actual Division EXPENDITURES GENERAL FUND Administration $ FY2018 Adjusted Budget FY2019 Budget 572,801 $ 619,600 $ Financial Services 815,817 994,300 1,004,200 Special District & Taxation 71,094 71,500 96,400 Budget & Research 593,942 981,900 896,700 Customer Service 743,990 749,900 795,800 Procurement 348,099 490,600 516,600 Mail Services 83,996 91,400 89,300 3,229,739 $ 3,999,200 $ 4,032,200 FY2017 Actual FY2018 Estimate FY2019 Budget Administration 3 3.0 3.0 Financial Services 7 8.0 8.0 Special Districts & Taxation 3 1.0 1.0 Budget & Research 4 6.0 6.0 Customer Service 9 8.0 8.0 Procurement 4 4.0 4.0 Mail Services 1 1.0 1.0 31 31.0 31.0 N/A - - TOTAL $ 633,200 AUTHORIZED PERSONNEL AUTHORIZED PERSONNEL Division TOTAL FULL-TIME TOTAL PART-TIME (FTE) 85 Fire Annual Budget / Fiscal Year 2018-2019 City of Goodyear Fire FIRE Administration Fire Prevention Emergency Services Wildland Ambulance Services Support Services Facilities Operations & Maintenance (O&M) Homeland Security/ Emergency Management FY2019 Annual Budget General Fund-$21,730,900 Fire Asset Management Reserve-$706,200 DEPARTMENT OVERVIEW The purpose of the Goodyear Fire Department is to preserve lives and property in the community, while maintaining the highest standards of professionalism, efficiency, and effectiveness. The department serves by providing exceptional care, mitigation of emergencies, prevention, education and community outreach. There are currently six strategically located fire stations throughout Goodyear and is an all-hazards response fire department. Administration The Administration division connects the services of the Fire Department to the city’s senior staff. Its activities strongly support and uphold the city’s and Fire Department’s mission and values. Community and labor relations and effectiveness of operations are major responsibilities of the office. Additionally, the role of administration is to support front-line service providers by creating an environment for success. Administration is the link between the department, the Council, and the community. The division also provides support in the areas of customer service, human resources, information management, fiscal management, policy development, and planning. Fire Prevention The Fire Prevention division handles fire code and inspection services for existing businesses. Fire Prevention is also responsible for the annual permit program involving high risk occupancies and works closely with the state for completing school and prison inspections. The division is also responsible for the investigation of the cause and origin of fires, and works closely with the Police Department on suspicious or arson related fires. Additionally, Community Risk Reduction provides public education to the community on numerous topics, including water safety, helmet safety, smoke alarms and more. They participate in all major city events with displays and information, work with organizations and schools in the area to host safety fairs, and participate in neighborhood activities. They also provide child safety seat inspections. 86 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Fire Emergency Services The Emergency Services division responds to various types of emergency and non-emergency incidents including emergency medical services (EMS), fire suppression, transportation-related accidents, hazardous materials incidents, and specialty response. Additionally, essential activities include providing oversight and direction to departmental training, health/safety, pre-incident planning, fire prevention, and community education. Wildland The Wildland division of the Goodyear Fire Department works as an adjunct to our Emergency Services division under the management of the Arizona Department of Forestry and Fire Management by providing personnel and apparatus to assist in suppressing wildfires across the state of Arizona and elsewhere in the United States. Team members maintain “Red Card” wildland firefighter certification through the State of Arizona, and Goodyear Fire Department Type 3 and Type 6 engines are dispatched to wild fires by the Central Area Wildfire Response Team (CAWRT). Other members deploy as “single resource” assets to General and Command staff overhead fire management teams. All expenses incurred from wildfire deployments are reimbursed to the city through State Forestry. Ambulance Services The Ambulance Services division is a new division and will begin to provide the community with quality patient care, transport of sick or injured citizens on July 1, 2019. Support Services The Support Services division provides the maintenance of equipment frequently used by first responders and is responsible for supplying the stations and trucks with the proper inventory of supplies. The division also works toward improving the effectiveness of the department’s logistical resources through research and planning in the areas of protective equipment, new fire apparatus, janitorial supplies, fleet and facility maintenance, and new facility construction. Facilities Operations & Maintenance (O&M) The Facilities O&M division encompasses a broad spectrum of services required to assure the facilities will perform the functions for which the facility was designed and constructed. O&M typically includes day-to-day activities for the building, its systems and equipment to perform their intended function. Due to the 24 hour nature of the facilities, maintenance is critical to ensure continuity of operations. Items would include but not limited to; HVAC, swamp coolers, generators, kitchen and household appliances, exhaust removal systems, gates and general building maintenance and upkeep. Homeland Security/Emergency Management The Emergency Management division is responsible for providing mitigation, preparedness, response, recovery, and coordination for large-scale emergencies and disasters, both natural and man-made, for the citizens of Goodyear for the purpose of saving lives and preventing property damage. 87 Fire Annual Budget / Fiscal Year 2018-2019 City of Goodyear STRATEGIC GOALS Fiscal and Resource Management Quality of Life Sense of Community FY2018 ACCOMPLISHMENTS • • • • • • • • • • • • • Developed a ladder operations program for all personnel. Completed the Traffic Incident Management System training program. Evaluated division assignments and analyzed the effectiveness of current workload support as well as support for future growth. Completed the specifications for the procurement of a ladder truck. Implemented assignment rotation for the deputy fire chiefs. Conducted a Community Emergency Response Team (CERT) Class. Completed the Standards of Cover for the Accreditation process. Completed the American Medical Response (AMR) contract extension. Completed a Firefighter recruitment for staffing of fire stations and successfully completed the Fire Academy. Oversaw the implementation of the Behavioral Health Agreement. Sent four firefighters to a Paramedic Training course. Worked with the information technology department and the procurement office to initiate a request for proposal (RFP) for a Records Management System (RMS). Completed Tactical EMS Training. FY2019 GOALS & OBJECTIVES • • • • • • • • • • • • Submit the Certificate of Necessity (CON) application for ambulance services. Evaluate ambulance transport contract. Complete Firefighter recruitment for staff of new fire stations and successfully complete the fire academy. Implement an upgraded apparatus exhaust system. Implement new RMS system. Send up to four firefighters to an initial Paramedic training course. Procure equipment for Tactical EMS deployment. Begin second phase of Tactical EMS training. Begin renovations on current fire stations and construction of new fire stations. Procure a replacement ladder truck. Begin the procurement of a fire engine for future fire station at Estrella Mountain Ranch (EMR). Implement the refurbishment process of two Type 1 fire engines. 88 City of Goodyear • • • • • Annual Budget / Fiscal Year 2018-2019 Fire Design and install a traffic warning system in EMR. Procurement of replacement heart monitor/defibrillators. Continue to promote our stop the bleed campaign. Implement assignment rotation for Battalion Chiefs. Continue to work towards becoming an accredited fire agency. PERFORMANCE MEASURES Number of Fire Corps Volunteer Hours 5,000 4,000 2,916 2,600 2,798 3,000 FY2018 Estimate or Target FY2018 Trend FY2019 Estimate or Target 2,309 3,000 2,000 1,000 0 FY2016 Actual FY2017 Actual Calls for Fire Service 500 400 300 300 159 201 220 FY2016 Actual FY2017 Actual FY2018 Estimate or Target 190 FY2018 Trend 200 100 0 FY2019 Estimate or Target Calls for EMS Service 8,000 5,848 6,000 5,440 5,400 5,897 FY2017 Actual FY2018 Estimate or Target FY2018 Trend 6,500 4,000 2,000 0 FY2016 Actual 89 FY2019 Estimate or Target Fire Annual Budget / Fiscal Year 2018-2019 City of Goodyear Number of Commercial and Industrial Occupancies Inspected by Full-Time Inspectors 1500 1000 1,094 835 1,200 600 403 500 0 FY2016 Actual FY2017 Actual FY2018 Estimate or Target FY2018 Trend Average Priority 1 Travel Time (In Minutes) FY2016 ACTUAL 5:17 FY2017 ACTUAL 5:13 FY2018 ESTIMATE OR TARGET 5:00 FY2018 TREND 5:24 FY2019 ESTIMATE OR TARGET 5:00 Average Turn-Out Time for Fire (In Seconds) FY2016 ACTUAL 72.00 FY2017 ACTUAL 66.83 FY2018 ESTIMATE OR TARGET 80.00 FY2018 TREND 65.58 FY2019 ESTIMATE OR TARGET 80.00 Average Turn-Out Time for EMS (In Seconds) FY2016 ACTUAL 68.00 FY2017 ACTUAL 69.42 FY2018 ESTIMATE OR TARGET 60.00 FY2018 TREND 69.58 FY2019 ESTIMATE OR TARGET 60.00 90 FY2019 Estimate or Target City of Goodyear Annual Budget / Fiscal Year 2018-2019 Fire DEPARTMENT BUDGET The Fire Department budget is 13% higher than the prior year due to funding for the first year of a two-year negotiated Memorandum of Understanding (MOU) agreement with represented sworn Fire employees, and the recruitment and training for 14 sworn positions for the new fire station to be located in Estrella Mountain Ranch. Fire $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 In addition, $11,000 for medical supply dispensing system, $10,000 for Knox Box Cloud Based System, $47,000 for warning flashers, $14,200 for EMS safety station fire pants, and $51,700 for active shooter response kit. FY2017 Actual Personnel Services Commodities Operating Capital FY2018 Adjusted Budget FY2019 Budget Contractual Services Other One-Time The Ambulance Services Division was delayed and carried over to this fiscal year, and is expected to begin in late spring. EXPENDITURES EXPENDITURES GENERAL FUND Administration FY2018 Adjusted Budget FY2017 Actual Division $ 1,053,800 $ 895,900 347,535 415,100 537,500 12,795,746 14,738,200 17,287,600 101,406 152,800 105,900 - 1,115,800 1,246,500 Support Services 1,761,232 1,061,500 1,069,800 Facilities O & M 297,544 362,800 380,200 Homeland Security/ Emergency Management 261,005 289,000 207,500 Fire Prevention Emergency Services Wildland Ambulance Services 666,549 $ FY2019 Budget TOTAL $ 16,231,017 $ 19,189,000 $ 21,730,900 91 Annual Budget / Fiscal Year 2018-2019 EXPENDITURES OTHER FUNDS Fire FY2017 Actual Fund Fire Asset Management City of Goodyear FY2018 Adjusted Budget FY2019 Budget $ 396,791 $ 744,300 $ 706,200 TOTAL $ 396,791 $ 744,300 $ 706,200 TOTAL EXPENDITURES $ 16,627,808 $ 19,933,300 $ 22,437,100 AUTHORIZED PERSONNEL FY2017 Actual FY2018 Estimate FY2019 Budget Administration 5 5.0 5.0 Fire Prevention 3 4.0 4.0 1.5 1.5 89.0 103.0 7.0 7.0 AUTHORIZED PERSONNEL Division Fire Prevention Part-Time (FTE) Emergency Services 88 Ambulance Services Support Services 4 3.0 3.0 Homeland Security/ Emergency Management 2 1.0 1.0 102 N/A 109.0 1.5 123.0 1.5 TOTAL FULL-TIME TOTAL PART-TIME (FTE) 92 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Human Resources Human Resources HUMAN RESOURCES Administration FY2019 Annual Budget General Fund-$1,709,500 DEPARTMENT OVERVIEW The Human Resources Department supports the organization’s efforts to develop and maintain a high performing workforce by facilitating a healthy, productive, and collaborative team environment resulting in retention and recruitment of world-class employees and volunteers. The Human Resources Department also provides organizational leadership, strategic partnership, and quality, fair and impartial services that ensure we implement best practices and are in compliance with legislative requirements. Administration The division coordinates the volunteer program, partners with stakeholders on employee relations and labor relations matters, maintains the master employee records, administers reporting and analysis of applicant and employee information, updates and maintains records in the payroll/personnel system, manages benefit programs, administers compensation programs, and provides recruitment services. The Administration Division also provides organizational development services to maximize organizational effectiveness, change management, continuous improvement support and learning, and development opportunities that attract, retain, develop and motivate employees to give their best performance in support of City of Goodyear goals. STRATEGIC GOALS Fiscal and Resource Management 93 Human Resources Annual Budget / Fiscal Year 2018-2019 City of Goodyear FY2018 ACCOMPLISHMENTS • • • • Successfully implemented new Human Resource Management System Tyler/Munis with a January 1, 2018 go-live date:  Implemented new benefit administration system to streamline next year’s open enrollment process via Employee Self Service. Successfully converted medical and dental insurance plans to self-insured plans:  Established a newly appointed Trust Board to oversee the Healthcare Trust.  Monitored administration of plan components (claims administration, stop-loss coverage, etc.) and made recommendations on future plan design and rates, resulting in a rate pass for the 3rd year in a row. Successfully launched the new On-Boarding module of Human Resource Management Software to facilitate the rebranding effort of the city’s talent acquisition efforts. Successfully launched a new High School Internship program targeted at exposing high school seniors to careers in local government. The inaugural group includes 6 interns working in the IT department. Interns are from local high schools and WestMec. FY2019 GOALS & OBJECTIVES • • • • • Successfully implement a time entry and scheduling module for the new Human Resource system. Successfully implement the citywide employee survey including action planning process. Fully implement Human Resource Management Software onboarding to enhance our employment branding strategy. Implement the Continuous Improvement/Lean methodology in Public Works, Finance and Human Resources. Implement a strategy to increase citywide employee survey participation rate. PERFORMANCE MEASURES Turnover Rate (Rolling Calendar Year) FY2016 ACTUAL 13.14% FY2017 ACTUAL 10.06% FY2018 ESTIMATE OR TARGET 9.00% FY2018 TREND 9.50% FY2019 ESTIMATE OR TARGET 9.00% 94 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Human Resources Number of Volunteer Hours Worked FY2016 ACTUAL 28,691 FY2017 ACTUAL 30,481 FY2018 ESTIMATE OR TARGET 30,000 FY2018 TREND 31,500 FY2019 ESTIMATE OR TARGET 33,000 DEPARTMENT BUDGET Human Resources $4,000,000 The Human Resources overall budget is 21% lower than prior year due to the $3,000,000 transfer of the clinic, wellness program, $2,000,000 healthiest you and dental insurance to the Health Trust Fund. Human Resources also $1,000,000 received a one-time supplement to establish an Executive Coaching program. $0 This program will address succession FY2017 FY2018 FY2019 Actual Adjusted Budget planning, leadership development, and Budget improve employee engagement and Personnel Services Contractual Services satisfaction. In FY2019 Employee Commodities Other One-Time Development was incorporated into the Administration Division. The city also established Self Insured Health Plans. EXPENDITURES GENERAL FUND EXPENDITURES Division Administration $ Risk Management Employee Development TOTAL $ 95 FY2017 Actual FY2018 Adjusted Budget FY2019 Budget 1,641,167 $ 1,863,400 $ 1,709,500 1,519,202 - - 289,684 309,300 - 3,450,053 $ 2,172,700 $ 1,709,500 Human Resources Annual Budget / Fiscal Year 2018-2019 City of Goodyear AUTHORIZED PERSONNEL AUTHORIZED PERSONNEL Division Administration FY2017 Actual FY2018 Estimate FY2019 Budget 7 10.0 10.0 1.0 1.0 Administration Part-Time (FTE) Risk Management 1 - - Employee Development 2 - - 10 N/A 10.0 1.0 10.0 1.0 TOTAL FULL-TIME TOTAL PART-TIME (FTE) 96 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Information Technology Information Technology INFORMATION TECHNOLOGY Administration Security and Infrastructure Application Development & Support Geospatial Information FY2019 Annual Budget General Fund-$5,041,400 Technology Asset Management Reserve-$1,124,000 Information Technology Water-$61,200 Information Technology Wastewater-$63,700 DEPARTMENT OVERVIEW The Information Technology (IT) Department is a vital component of the city’s mission to deliver efficient, effective and expected citizen services. From 911 communications and smart phone applications to water bills and planning/zoning processes, the IT Department provides strategic business information and technology solutions so that city departments can meet their goals and enhance the city/citizen experience. In its operations, the IT Department considers the needs and wants of citizens and city departments, the ever-changing technology landscape, and the city’s fundamental responsibility for financial stewardship. IT provides access to technology, innovation, data, process improvements and the means to manage, geospatially demonstrate and analyze city assets. IT’s objectives for city departments is to reduce cost of service, increase speed of service delivery and improve service offerings. Administration The Administration Division provides strategic planning and operations for the information, innovation, geospatial and technology needs of all city departments and oversees all other IT divisions. The division also monitors customer service, adherence to technology standards and best practices, and related fiscal accountability. Security and Infrastructure The Security & Infrastructure Division provides cyber security, voice, audio, video, desktop, server, network, mobile, helpdesk and infrastructure support. The division also manages enterprise systems including e-mail, storage and data backups. Application Development & Support The Application Development & Support Division provides all city departments with business analysis, project management, application design and development, and support for commercially available and implemented applications. 97 Annual Budget / Fiscal Year 2018-2019 Information Technology City of Goodyear Geospatial Information Division The Geospatial Information Division provides city departments the capability to use and visualize vast amounts of location-based data. Geospatial Information enables the quick analysis of city assets for making accurate, efficient, data-driven decisions to improve services and quality of life. STRATEGIC GOALS Fiscal and Resource Management FY2018 ACCOMPLISHMENTS • • • Implemented a new Human Resources & Finance payroll system with a go-live date of January 1, 2018, this integration improved internal communication and efficiency. Successfully implemented a new financial system for the Finance Department, with a go-live date of July 1, 2018. Implemented network redundancy to the Goodyear Ballpark and Public Works facilities. FY2019 GOALS & OBJECTIVES • • • • Implement a new comprehensive Fire records management system to streamline operations, reduce data entry time and provide accurate reporting. Implement a new utility billing system that integrates with the financial system that was implemented in FY2018. Implement a new agenda management system for the City Clerk’s Office. Provide an updated website and increase mobile and voice interaction capabilities. PERFORMANCE MEASURES Map Parcels, Addresses and Streets within 5 Business Days of Final Plat Recording FY2016 ACTUAL 82% FY2017 ACTUAL 86% FY2018 ESTIMATE OR TARGET 85% FY2018 TREND 87% FY2019 ESTIMATE OR TARGET 85% 98 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Information Technology Percent of Help Desk Calls Resolved Upon First Call FY2016 ACTUAL N/A FY2017 ACTUAL N/A FY2018 ESTIMATE OR TARGET 80% FY2018 TREND 90% FY2019 ESTIMATE OR TARGET 90% Percent of Projects Meeting Delivery Dates FY2016 ACTUAL N/A FY2017 ACTUAL N/A FY2018 ESTIMATE OR TARGET 100% FY2018 TREND 86% FY2019 ESTIMATE OR TARGET 90% Percent of GIS Requests Meeting Delivery Dates (New Measure) FY2019 ESTIMATE OR TARGET 75% DEPARTMENT BUDGET The Information Technology Department’s Information Technology budget is $0.7 million, or 15% higher than $6,000,000 the FY2018 adjusted budget. This increase $5,000,000 is due to the late FY2018 transfer of the $4,000,000 GIS Division from the Engineering $3,000,000 Department to better align with city $2,000,000 services, citywide compensation increases, $1,000,000 one-time funding for consulting services, $0 the addition of an IT Technician position FY2017 FY2018 FY2019 previously budgeted using one-time Actual Adjusted Budget funding, and an increase in ongoing Budget contractual expenditures for software Personnel Services Contractual Services maintenance. The Technology Asset Commodities Other One-Time Management Reserve Fund includes life cycle based hardware replacements programmed in a 10-year plan. 99 Annual Budget / Fiscal Year 2018-2019 Information Technology City of Goodyear EXPENDITURES FY2017 Actual FY2018 Adjusted Budget FY2019 Budget 1,457,192 $ 1,936,900 $ 2,102,200 Security & Infrastructure 1,074,808 1,273,800 1,251,200 Application Development & Support 968,482 1,167,800 1,329,800 - - 358,200 EXPENDITURES GENERAL FUND Division Administration $ Geospatial Information TOTAL $ EXPENDITURES OTHER FUNDS Fund Information Technology Water Information Technology Wastewater Technology Asset Management Reserve 3,500,482 $ 4,378,500 $ 5,041,400 FY2017 Actual FY2018 Adjusted Budget FY2019 Budget $ - $ 56,800 $ 61,200 - 59,100 63,700 421,597 818,600 1,124,000 TOTAL $ 421,597 $ 934,500 $ 1,248,900 TOTAL EXPENDITURES $ 3,922,079 $ 5,313,000 $ 6,290,300 FY2017 Actual FY2018 Estimate FY2019 Budget Administration 4 3.0 3.0 Security & Infrastructure 5 7.0 8.0 Application Development & Support 9 9.0 9.0 Geospatial Information - 3.0 3.0 TOTAL FULL-TIME 18 22.0 23.0 TOTAL PART-TIME (FTE) N/A - - AUTHORIZED PERSONNEL AUTHORIZED PERSONNEL Division 100 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Legal Services Legal Services LEGAL SERVICES City Attorney – Civil Division City Prosecutor – Criminal Division FY2019 Annual Budget General Fund -$1,714,500 DEPARTMENT OVERVIEW The mission of the Legal Services Department is to be the best public law office in the course of providing professional and ethical legal representation to the City of Goodyear, and advocating for victim rights and crime prevention while administering justice on behalf of the public, all in furtherance of facilitating Goodyear’s vision, assisting the city in enhancing the quality of life within Goodyear and building trust in the integrity of city government. Description The Legal Services Department encompasses the offices of the City Attorney and the City Prosecutor. The goal of Legal Services is to provide professional, timely, and cost-effective legal advice on all matters involving municipal, state, and federal law, affecting the City of Goodyear. City Attorney – Civil Division The City Attorney's Office provides professional, timely and cost-effective legal services to the Mayor, City Manager, City Council, city departments, boards and commissions, as well as city staff. The office represents the city in local, state, and federal courts, as well as before administrative agencies and legislative bodies. In addition to representing the city in litigation and settlement negotiations involving official city business, the city’s civil attorneys work with the various departments they represent in drafting ordinances, resolutions, contracts, development agreements and other legal documents. The division advises city officials regarding election issues and departments regarding personnel issues. The office additionally prepares written legal opinions and correspondence. The office is responsible for interpreting and providing advice concerning the City Charter and Code, Arizona and federal law. City Prosecutor – Criminal Division The City Prosecutor’s Office represents the city in the prosecution of criminal misdemeanors that occur in the City of Goodyear in violation of Arizona statutes and the Goodyear City Code along with civil traffic cases filed in the Goodyear Municipal Court with the goal of administering justice in an equitable manner while advocating for victim rights and crime prevention. Additionally, the office represents the City of Goodyear in all city misdemeanor criminal appeals, special actions, petition for reviews, and competence hearings filed in the Maricopa County Superior Court, Arizona Court of Appeals, and the Arizona Supreme Court. 101 Legal Services City of Goodyear Annual Budget / Fiscal Year 2018-2019 STRATEGIC GOALS Fiscal and Resource Management Quality of Life FY2018 ACCOMPLISHMENTS • • Developed and began using the Civil Division’s Legal Services Request application, which allows departments to submit and track their service requests online. Implemented Prosecution’s new database which will increase office effectiveness, efficiency and will interface with the Goodyear Police Department New World System software. FY2019 GOALS & OBJECTIVES • • • • Continue to develop strategies to provide efficient and effective business practices for internal and external customers. Ensure that city operations comply with all federal, state and local laws. Continue to seek ways to streamline processes to increase efficiencies. Develop and conduct internal training for staff to minimize potential liability. PERFORMANCE MEASURES 24 25 20 20 20 16 16 FY2016 Actual FY2017 Actual 15 10 5 0 FY2018 Estimate or Target 102 FY2018 Trend FY2019 Estimate or Target Annual Budget / Fiscal Year 2018-2019 City of Goodyear Legal Services Civil Division – Number of Contracts Reviewed FY2016 ACTUAL 780 FY2017 ACTUAL 759 FY2018 ESTIMATE OR TARGET 800 FY2018 TREND 828 FY2019 ESTIMATE OR TARGET 800 DEPARTMENT BUDGET Legal Services The Legal Services Department’s budget is $0.1 million, or 8% higher than the FY2018 adjusted budget. This increase is primarily due to citywide compensation increases and the transfer of a Real Estate Coordinator position from the Engineering Department to better align with departmental responsibilities. The City Prosecutor’s – Criminal Division shows a slight decrease to the FY2019 budget due to a one-time implementation of database software that occurred in FY2018. $2,000,000 $1,500,000 $1,000,000 $500,000 $0 FY2017 Actual FY2018 Adjusted Budget FY2019 Budget Personnel Services Contractual Services Commodities Other One-Time EXPENDITURES GENERAL FUND EXPENDITURES FY2018 Adjusted Budget FY2019 Budget 1,014,700 $ 1,189,300 433,672 569,500 525,200 1,196,797 $ 1,584,200 $ 1,714,500 FY2017 Actual Division City Attorney-Civil Division $ City Prosecutor–Criminal Division TOTAL $ 103 763,125 $ Legal Services City of Goodyear Annual Budget / Fiscal Year 2018-2019 AUTHORIZED PERSONNEL FY2017 Actual FY2018 Estimate FY2019 Budget City Attorney-Civil Division 5 6.0 6.0 City Prosecutor–Criminal Division 4 4.0 4.0 TOTAL FULL-TIME TOTAL PART-TIME (FTE) 9 10.0 10.0 N/A - - AUTHORIZED POSITIONS Division 104 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Mayor and Council Mayor and Council MAYOR AND COUNCIL FY2019 Annual Budget General Fund-$338,700 DEPARTMENT OVERVIEW The mission of the Mayor and Council is to represent and serve our community as responsible stewards of public trust. We envision and shape our future by engaging citizen involvement and fostering city staff innovation. Goodyear has a council-manager form of government. The City Charter provides for a mayor and six councilmembers-all elected at large on a non-partisan ballot. The mayor and council serve fouryear terms. The mayor has a two-term limit and council a three-term limit. Councilmembers serve staggered terms to ensure continuity. The City Council is responsible for appointing the City Manager, City Attorney, City Court Municipal Judge, as well as Board and Commission members. STRATEGIC GOALS Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life FY2018 ACCOMPLISHMENTS • • • Collaborated with other jurisdictions to expand and enhance Youth Commission curriculum and programming. Continued to produce and distribute Information Points for City Councilmembers on a biannual basis (Summer/Winter). Continued to develop Leadership Enrichment and Development (LEAD) alumni programming and maintain class engagement. 105 Mayor and Council City of Goodyear Annual Budget / Fiscal Year 2018-2019 FY2019 GOALS & OBJECTIVES • • • • Identify and develop more frequent community service initiatives and activities for Youth Commission. Establish routine/best practices for Council on Council Conversations quarterly events. Produce and distribute information points on a quarterly basis aligned to the Council Conversations events. Continue to develop LEAD alumni programming and maintain class engagement. DEPARTMENT BUDGET The FY2019 Mayor and Council budget is used to cover discretionary funds for special projects, memberships, conference registration, travel, and stipends for each councilmember and the mayor. The department budget increased by 3% from the FY2018 adjusted budget due to the addition of individual councilmember discretionary funds. This increase would have been greater, but was partially offset by the removal of cell phone stipends. Mayor and Council $400,000 $300,000 $200,000 $100,000 $0 FY2017 Actual FY2018 Adjusted Budget Personnel Services FY2019 Budget Contractual Services Commodities EXPENDITURES GENERAL FUND EXPENDITURES FY2017 Actual Division Mayor and Council FY2018 Adjusted Budget FY2019 Budget $ 252,850 $ 329,700 $ 338,700 TOTAL $ 252,850 $ 329,700 $ 338,700 106 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Municipal Court Municipal Court MUNICIPAL COURT FY2019 Annual Budget General Fund-$1,399,400 Court Enhancement Fund-$46,200 DEPARTMENT OVERVIEW With a commitment to the fair and impartial administration of justice, professional customer service is provided through transparency, accessibility, public confidence, and timely processing of all legal matters within our jurisdiction. Description Criminal Traffic (Misdemeanor): • DUI • Hit and Run • Reckless Driving • Driving on Suspended Driver Licenses Criminal (Misdemeanor): • Domestic Violence • Theft • Assault • Liquor Violations • City Ordinance & City Codes Civil Traffic: • Moving Violations • Non-Moving Violations • Parking (Title 28 and City Ordinance) • Violations of City Ordinances & City Codes The Court also issues protective orders and search warrants. The Municipal Court has jurisdiction over a limited variety of cases. The Municipal Judge presides over misdemeanor crimes and petty offenses committed within the city. Jurisdiction of the Goodyear Municipal Court includes all civil traffic, criminal traffic, criminal misdemeanors, juvenile traffic, liquor violations, and city code violations within the City of Goodyear. The court has concurrent jurisdiction with the Justice Courts on orders of protective orders, and search warrants. The court also collects bonds, fines, fees, and restitution. The Goodyear Municipal Court is part of the integrated judicial system and serves as the judicial branch of the Goodyear municipal government and is subject to the administrative authority of the Arizona Superior Court and Arizona Supreme Court. 107 Municipal Court Annual Budget / Fiscal Year 2018-2019 City of Goodyear STRATEGIC GOALS Fiscal and Resource Management Quality of Life FY2018 ACCOMPLISHMENTS • • • • • • • Ensured the Goodyear Municipal Court provided fair, impartial and expedient justice to all citizens of Goodyear and individuals who require the assistance of the Court. In compliance with all federal, state, and local laws and mandates. Completion of the Court Security Standards & Implementation Phase 1 as mandated by the Arizona Supreme Court and Administrative Office of the Courts. Increased accessibility to Court customers by the development and completion of Court SelfHelp Center space. Encouraged and assisted staff in personal development and education by continued Committee on Judicial Education Training (COJET) training and specialty education in the Supreme Court Education Center. Migrated from the Arizona Training & Evaluation Center (AZTEC) case management system to Arizona Judicial Automated Case System (AJACS) as administered by the Administrative Office of the Courts. Completed automation of specific Court processes & services through changes in Court Case Management System (CMS). FY2019 GOALS & OBJECTIVES • • • • • • • • Ensure the Goodyear Municipal Court provides fair, impartial and expedient justice to all individuals who require the assistance of the Court. Be in compliance with all federal, state and local laws and mandates. Draft strategic, technological, emergency and operational plans for the Court. Implement BoldPlanning software in court continuity of operations. Focus on delay reduction efforts by evaluating court processes and taking action to implement effective changes for areas of desired improvement. Collaborate with Arizona Supreme Court for electronic records retention destruction project to address backlog of retained cases meeting purge eligiblity. Encourage and assist staff in personal development and educational opportunities. Conduct court security study in preparation of Court Security Standards & Implementation Phases 2 & 3 as mandated by the Arizona Supreme Court and Administrative Office of the Courts. 108 City of Goodyear Annual Budget / Fiscal Year 2018-2019 PERFORMANCE MEASURES Civil Traffic Filings Completed Within 90 Days FY2016 ACTUAL 100% FY2017 ACTUAL 100% FY2018 ESTIMATE OR TARGET 100% FY2018 TREND 100% FY2019 ESTIMATE OR TARGET 100% Criminal Traffic Cases Resolved Within 180 Days FY2016 ACTUAL 100% FY2017 ACTUAL 100% FY2018 ESTIMATE OR TARGET 100% FY2018 TREND 100% FY2019 ESTIMATE OR TARGET 100% Criminal Misdemeanor Cases Resolved Within 180 Days FY2016 ACTUAL 100% FY2017 ACTUAL 100% FY2018 ESTIMATE OR TARGET 100% FY2018 TREND 100% FY2019 ESTIMATE OR TARGET 100% 109 Municipal Court Municipal Court City of Goodyear Annual Budget / Fiscal Year 2018-2019 DEPARTMENT BUDGET Municipal Court The Municipal Court’s General Fund budget is 24% higher than prior year due to the addition of one Court Specialist II position and one-time funding of $135,100 for contract staff, $15,800 for facility signage and $11,400 for customer services workstation remodel. $1,500,000 $1,250,000 $1,000,000 $750,000 $500,000 $250,000 $0 FY2018 FY2019 Adjusted Budget Budget Personnel Services Contractual Services The Court Enhancement Fund is 53% lower than from prior year; as contracted security is no longer paid from this fund. The Municipal Court does not expect to receive grant funding for Judicial Collection Enhancement and Fill the Gap in FY2019. FY2017 Actual Commodities Other One-Time EXPENDITURES GENERAL FUND EXPENDITURES FY2017 Actual Division Municipal Court FY2019 Budget $ 930,975 $ 1,126,400 $ 1,399,400 TOTAL $ 930,975 $ 1,126,400 $ 1,399,400 FY2018 Adjusted Budget FY2019 Budget FY2017 Actual Fund EXPENDITURES OTHER FUNDS FY2018 Adjusted Budget Court Enhancement $ 47,415 $ 100,200 $ Judicial Collection Enhancement (JCEF) - 60,000 - Fill the Gap - 9,000 - TOTAL $ 47,415 $ 169,200 $46,200 TOTAL EXPENDITURES $ 978,390 $ 1,295,600 $ 1,445,600 110 46,200 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Municipal Court AUTHORIZED PERSONNEL AUTHORIZED POSITIONS Division Municipal Court Full-Time FY2017 Actual FY2018 Estimate FY2019 Budget 9 10.0 11.0 .3 .3 10.0 .3 11.0 .3 Municipal Court Part-Time (FTE) TOTAL FULL-TIME TOTAL PART-TIME (FTE) 9 N/A 111 Parks and Recreation Annual Budget / Fiscal Year 2018-2019 City of Goodyear Parks and Recreation PARKS & RECREATION Administration Park Maintenance Right of Way Maintenance Right of Way CFD Maintenance Recreation Operations Aquatics Arts & Culture Ballpark Operations Ballpark Maintenance FY2019 Annual Budget General Fund-$8,638,900 Ballpark-$7,085,600 Park Asset Management Reserves -$2,202,300 DEPARTMENT OVERVIEW The Parks and Recreation Department enhances the quality of life and fosters a sense of community for residents through parks, programs, community events and services. The department operates 327 acres of public parks, ballpark campus, greenbelts and special-use areas, while providing year-round recreational opportunities for all ages and abilities. Working with the Parks and Recreation Advisory Commission and the Arts and Culture Commission, the department provides safe parks, diverse programs that promote active lifestyles and community events. The department also operates the Goodyear Ballpark and associated state-of-the-art baseball facilities. These facilities host Major League Baseball Spring Training as well as public/private events yearround. In addition, the department provides Library Services through an agreement with Maricopa County Library District. Park Maintenance The Park Maintenance Division manages and oversees 223 acres in 17 city parks, while actively maintaining a total of 204 acres. The division ensures parks are clean, safe, attractive and functional. Park amenities, managed by the Park’s Department, include athletic fields, sport courts, picnic areas, open turf, tot lots, pump track, splash pad, and off-leash dog areas. The division also oversees park planning/development, renovation and land acquisition. Right of Way Maintenance The Right of Way Division is responsible for the maintenance and care of over 23 million square feet of city-maintained right of way and medians. The division maximizes resources by utilizing a contract service provider as well as the Perryville Inmate Program to ensure these areas are clean, safe and aesthetically pleasing. Recreation Operations The Recreation Operations Division is responsible for the delivery of programs and services that positively impact the quality of life and enhance a sense of community for the citizens of Goodyear. 112 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Parks and Recreation The division serves over 20,000 participants in 510 programs such as youth and adult sports, senior activities, community special events and special interest classes. The division also coordinates facility rentals. Aquatics The Aquatics Division is responsible for the delivery of pool related programs and activities such as swim lessons, swim/dive teams, open swim and private pool rentals. These programs enhance the quality of life by teaching and promoting water safety skills. This seasonal amenity serves over 29,000 pool visitors each season. This includes 532 swim lessons being taught to youth in the community, building lifelong skills and safety around water. The division also ensures safety standards are met in regards to operational and lifeguarding best practices, general pool maintenance and compliance with Maricopa County regulations. Arts & Culture The Arts and Culture Division provides Arts opportunities that enhance the sense of community in Goodyear. Through the promotion and organization of public and community art projects, exhibitions, special events, and the celebration of the fine and performing arts, all residents are encouraged to be involved. Each year, over 20,000 participants enjoy a unique arts experience through Goodyear Arts & Culture programs. Ballpark Operations The Ballpark Operations Division is responsible for business operations of the Goodyear Ballpark and associated state-of-the-art baseball facilities. The 108-acre site is the Spring Training and yearround player development home of the Cleveland Indians and Cincinnati Reds. The site is comprised of a 10,311 seat ballpark and related facilities and amenities. Business operations include tickets sales, concessions, sponsorship, corporate sales and marketing, as well as event solicitation, development, coordination and facilitation. In addition to attracting over 150,000 fans to Major League Spring Training each year, the facility also hosts more than 85 events annually such as youth and adult regional baseball tournaments, city signature events, graduations, festivals and adventure runs. Ballpark Maintenance The Ballpark Maintenance Division is responsible for the maintenance and horticultural care of the Goodyear Ballpark and associated state-of-the-art baseball facilities. The 108-acre site is comprised of a 10,311 seat ballpark and related facilities, 12 full-sized baseball fields, four half sized baseball fields, two agility fields, four pitching galleries, four batting tunnels, two 43,000 sq. ft. club houses, three multipurpose fields, three paved parking lots, common areas, and surrounding right of way. STRATEGIC GOALS Fiscal and Resource Management Economic Vitality Sense of Community Quality of Life 113 Parks and Recreation Annual Budget / Fiscal Year 2018-2019 City of Goodyear FY2018 ACCOMPLISHMENTS • • • • • • • • • • • • Improved the Goodyear park system by installing three new playgrounds and new ramada structural beams at Loma Linda Park. Replaced granite and plant/trees throughout Goodyear parks and right of ways. Continued to execute short-term actions items identified in the 2014 Implementation Plan for Parks, Recreation, Trails and Open Space Master Plan. Completed the Recreation Campus Master Plan and obtained adoption from City Council. Attracted 162,985 Spring Training fans. Over 124,000 patrons visited the Goodyear Branch Library. More than 30,000 patrons participated in recreation programs, over 25,000 patrons visited Loma Linda Pool, and an additional 20,000 patrons participated in art related activities. Added one additional summer recreation site, expanding total sites to three. Updated the Parks and Recreation Fee Policy and Structure. Kicked off the pilot program of Creative Aging with 100% satisfaction rating with over 100 adults 60 and over engaging in a quality arts program. Partnered with the City of Avondale to transform the Tale of Two Cities Parade and Festival into CulturePop, a community-wide block party. Dedicated Public Art installations for the Goodyear Branch Library-The Hangout, Estrella Regional Park-Centennial, and Light Pole Banners. FY2019 GOALS & OBJECTIVES • • • • • • • • • • Begin to design a new recreation facility and create additional amenities and programs to foster a healthy, quality lifestyle. Increase attendance at city special events by 30%. Continue the establishment of a public-private partnership for the long-term development of Wellspring Park. Continue to seek opportunities for public-private partnerships targeting attraction of youth sports tourism. Continue execution of the Implementation Plan for the Parks, Recreation, Trails and Open Space Master Plan. Ensure completion of improvements, replacements, and renovations to existing parks, equipment, facilities, and right of way. Complete the ballfield modification at Foothills Community Park to allow for adult use and construct dedicated pickelball courts at Goodyear Community Park. Implement strategies to increase ballpark utilization during non-spring training months. Implement the Arts and Culture annual art plan. Create and implement a Park Ranger program to enhance customer service within the park system. 114 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Parks and Recreation PERFORMANCE MEASURES Ensure Park Conditions are at the Established Standard of Care 100% 88% 90% 90% 90% FY2017 Actual FY2018 Estimate or Target FY2018 Trend FY2019 Estimate or Target 84% 75% 50% 25% 0% FY2016 Actual Percentage of Out of Town Spring Training Attendees 100% 75% 61% 63% 64% 60% 60% 50% 25% 0% FY2016 Actual FY2017 Actual FY2018 Estimate or Target FY2018 Trend Parks Acreage Per Capita (Per 1,000 Population) FY2016 ACTUAL 3 FY2017 ACTUAL 3 FY2018 ESTIMATE OR TARGET 3 FY2018 TREND 3 FY2019 ESTIMATE OR TARGET 3 115 FY2019 Estimate or Target Parks and Recreation Annual Budget / Fiscal Year 2018-2019 City of Goodyear Complete Established Right of Way Landscape Maintenance with the Utilization of the Perryville Inmate Program (Number of Completed Maintenance Cycles) FY2016 ACTUAL 2.96 FY2017 ACTUAL 2.85 FY2018 ESTIMATE OR TARGET 3.00 FY2018 TREND 3.25 FY2019 ESTIMATE OR TARGET 3.00 Receive an Above Average or Excellent Rating on Program Evaluations for Recreation Program FY2016 ACTUAL 92% FY2017 ACTUAL 90% FY2018 ESTIMATE OR TARGET 92% FY2018 TREND 92% FY2019 ESTIMATE OR TARGET 92% Achieve an Above Average or Excellent on Program/ Event Evaluations for Arts and Culture Programs FY2016 ACTUAL 98.5% FY2017 ACTUAL 97.0% FY2018 ESTIMATE OR TARGET 95.0% FY2018 TREND 99.3% FY2019 ESTIMATE OR TARGET 95.0% Maintain or Increase Overall Satisfaction Levels of Ballpark Users (on a 5 pt. scale) FY2016 ACTUAL 4.8 FY2017 ACTUAL 4.9 FY2018 ESTIMATE OR TARGET 4.8 FY2018 TREND 5.0 FY2019 ESTIMATE OR TARGET 4.8 116 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Parks and Recreation DEPARTMENT BUDGET The Parks & Recreation General Fund budget is $1.1 million, or 14% higher than FY2018 adjusted budget, which reflects city budget priorities to maintain and improve parks, and provide recreational opportunities as requested by residents through the bi-annual citizen satisfaction survey. The increase in personnel services is due to citywide wage increases, the addition of a Recreation Supervisor position, and the addition of a Special Events Coordinator position, and a temporary part-time Park Ranger position. The increase in Contractual Services is due to the increase in utilities for right of way and parks, library operating cost increase, additional landscape materials to increase fertilization and weed abatement, and the addition of two new special events. The slight increase in Commodities is due to the addition of supplies for new events, pool maintenance services, and equipment for the two additional positions. Parks & Recreation $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 FY2017 Actual FY2018 Adjusted Budget FY2019 Budget Personnel Services Contractual Services Commodities Other One-Time Ballpark Operating The Ballpark Operating budget is $0.4 million, or 10% higher than FY2018 adjusted budget. This increase is due to citywide wage increases, addition of Security Services required by major league baseball, utility increases, fertility and field conditioner cost increase. One-time items include ballpark facility concrete repairs, 10 year celebration, and new mascot. $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 FY2017 Actual FY2018 FY2019 Adjusted Budget Budget Personnel Services Contractual Services The Ballpark Capital Replacement Fund budget increased by $1.5 million to cover expenditures that are contractually obligated by the use agreements with the two major league teams. Commodities 117 Other One-Time Parks and Recreation Annual Budget / Fiscal Year 2018-2019 City of Goodyear EXPENDITURES Division EXPENDITURES GENERAL FUND Administration $ EXPENDITURES BALLPARK 481,030 $ 520,800 $ FY2019 Budget 551,600 Park Maintenance 2,582,736 2,482,600 2,839,200 Right of Way Maintenance 1,122,323 1,611,200 1,726,900 426,012 403,900 411,200 - 790,000 810,000 Aquatics Facility 472,462 469,800 474,200 Recreation Operations 837,201 1,101,800 1,602,800 Arts & Culture 149,162 193,000 223,000 6,070,926 $ 7,573,100 $ 8,638,900 FY2017 Actual FY2018 Adjusted Budget FY2019 Budget 1,388,347 $ 1,308,000 $ 1,469,000 3,118,316 3,135,600 3,416,600 4,506,663 $ 4,443,600 $ 4,885,600 FY2017 Actual FY2018 Adjusted Budget FY2019 Budget Right of Way CFD Maintenance Library TOTAL $ Fund Ballpark Operations $ Ballpark Maintenance TOTAL $ EXPENDITURES (OTHER FUNDS) FY2018 Adjusted Budget FY2017 Actual Fund Ballpark Capital Replacement $ Parks Asset Management Reserves TOTAL $ 98,299 $ 725,000 $ 2,200,000 792,017 2,012,700 2,202,300 890,316 $ 2,737,700 $ 4,402,300 TOTAL EXPENDITURES $ 11,467,905 $ 14,754,400 $ 17,926,800 118 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Parks and Recreation AUTHORIZED PERSONNEL FY2017 Actual FY2018 Estimate FY2019 Budget Administration 4 4.0 4.0 Park Maintenance 14 14.0 14.0 2.4 2.4 7.0 7.0 1.8 1.8 6.0 7.0 11.5 11.5 1.0 2.0 3.7 3.7 6.0 6.0 4.7 4.7 18.0 18.0 11.1 11.1 Division Park Maintenance Part-Time (FTE) AUTHORIZED PERSONNEL Right of Way Maintenance 6 Right of Way Maintenance Part-Time (FTE) Recreation Operations 4 Recreation Operations Part-Time (FTE) Arts & Culture 1 Arts & Culture Part-Time (FTE) Ballpark Operations 6 Ballpark Operations Part-Time (FTE) Ballpark Maintenance 18 Ballpark Maintenance Part-Time (FTE) TOTAL FULL-TIME 53 56.0 58.0 TOTAL PART-TIME (FTE) N/A 35.2 35.2 119 Police Annual Budget / Fiscal Year 2018-2019 City of Goodyear Police POLICE Administration Field Operations Investigations Telecommunication Specialized Patrol FY2019 Annual Budget General Fund-$25,594,300 Police Impound Fund-$194,700 DEPARTMENT OVERVIEW The Goodyear Police Department is a professional and progressive organization that takes great pride in providing excellent customer service to our community. Department staff realizes the importance of excellence in service provision, accountability, and quality communication with the community we serve. The Goodyear Police Department leads our profession with integrity, transparency, and strives to be a model agency in the law enforcement community. Administration The Administration Division of the Police Department accounts for the Office of the Chief and Administrative Services functions. The Office of the Chief leads the department in policy direction and special projects, and also encompasses the Professional Standards Unit, Hiring and Recruiting, Property and Evidence, and the Public Information Officer. It also includes the Training Division, which is dedicated to maintaining and enhancing the skills of sworn officers. Administrative Services is responsible for records management, budget, planning and research, grant writing, and other areas of administrative support. Administration also includes portions of the department budget that are centrally administered for efficient operations, such as fleet, supplies, and contractual service costs. Enforcement Bureau Field Operations Field Operations is part of the Enforcement Bureau and consists of eight squads: two day, two swing and two night shifts plus two additional “power squads” which can be assigned to the busiest days and time of the week. There are also three non‐sworn Police Assistants who respond to certain types of non-emergency calls that do not require a sworn officer. There are four Police Lieutenants and eight Police Sergeants who supervise Field Operations. Field Operations personnel provide day‐to‐day police services that include response to emergency and non‐ emergency calls for service and critical incidents, conducting preliminary investigations and evidence collection, engaging in community oriented problem solving, and crime‐fighting efforts. 120 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Police Investigations The Criminal Investigations Division, also part of the Enforcement Bureau, is responsible for investigating all types of persons and property crimes. Division personnel provide specialized law enforcement response to assist Field Operations personnel in high risk situations. The Investigations Division is divided into six sections based on areas of responsibility: Persons Crimes Unit; Property Crimes Unit; Task Force; Crisis Services Unit; and Crime and Intelligence Analysis Unit. The mission of the Criminal Investigations Division is to identify, target, arrest, and successfully prosecute individuals involved in criminal activity as well as recover any stolen property. Support Services Bureau Telecommunications The staff of the Telecommunications Division is part of the Support Services Bureau, and is responsible for all operations regarding 911, non-emergency phones, and the radio system. Through these operations, the operators and supervisors in the division maintain that critical link between the public and officers in the field. The communications center functions as the first point of contact in most situations, ranging from in progress violent calls and traffic accidents, to noise complaints and general information. Specialized Patrol The Specialized Patrol Division is comprised of the Traffic Unit, K9 Unit, School Resource Officers (SRO) Unit, and the Community Services Unit (CSU). As part of the Support Services Bureau, the four units within Specialized Patrol each have a specific area of focus and use specific investigative techniques as they work alongside the Enforcement Bureau to fulfill the mission of deterring crime and apprehending criminals. The Traffic Unit encompasses both marked and unmarked patrol and motorcycle enforcement, as well as Towing Administration, which administers police programs in support of state statutes that require law enforcement to impound a motor vehicle under certain circumstances. The K9 Unit consists of four K9/handler teams that support patrol by conducting narcotics searches, building or area searches, suspect tracks and suspect apprehensions. School Resource Officers maintain a steady presence at City of Goodyear schools, promoting a positive image of law enforcement, and keeping children safe and focused on school. The Community Services Unit works to maintain and enhance the community through the strengthening of neighborhoods, communication, and implementing community programs. Community Services also implements and guides proactive crime prevention and community policing concepts. 121 Police Annual Budget / Fiscal Year 2018-2019 City of Goodyear STRATEGIC GOALS Quality of Life FY2018 ACCOMPLISHMENTS • • • • • • • Implemented a citizen online reporting system. Ensured all department personnel receive yearly Arizona Peace Officer Standards and Training approved ethics training course. Streamlined digital evidence management, including issuing iPhones to patrol officers and upgrading digital evidence record storage to include unlimited file size online storage. This enabled the department to move from two digital management systems to one, making processes more efficient. Purchased, installed, and deployed new digital portable and vehicle radios throughout the department in accordance with the Regional Wireless Cooperative, a consortium of municipalities managing shared radio communications. Created and begin staffing for a second radio dispatch channel to increase dispatcher and officer communication in the field. Began implementation of the Responders Unite Autism Awareness campaign for both law enforcement and the community. Facilitated sworn officer training for special response to mental health calls in the community. FY2019 GOALS & OBJECTIVES • • • • • • • Continued participation in the Urban Areas Security Initiatives grant program. Continue implementation of the Responders Unite Autism Awareness campaign for both law enforcement and the community. Create specifications for and purchase a new Command Vehicle for Police and Fire use. Upgrade computer aided dispatch and law enforcement records management software to new web based platform. Increase functionality of outreach of the department’s Neighborhood Enforcement Team. Partner with the Arizona Humane Society for initial response to calls for animal cruelty, and assistance with animal investigations calls. Upgrade security systems in police facilities including additional closed circuit television cameras, enhanced physical security, enhanced electronic badging, and management systems. 122 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Police PERFORMANCE MEASURES Average Pro-Active Patrol Time Per Officer 50% 40% 40% 25% 26% 30% 27% FY2016 Actual FY2017 Actual FY2018 Estimate or Target FY2018 Trend 30% 20% 10% 0% FY2019 Estimate or Target Average Priority 1 Response Time (Minutes) FY2016 ACTUAL 3:09 FY2017 ACTUAL 3:29 FY2018 ESTIMATE OR TARGET 5:00 FY2018 TREND 3:24 FY2019 ESTIMATE OR TARGET 5:00 Uniform Crime Reporting-Annual Crime Rate per 1,000 Residents FY2016 ACTUAL 25.68 FY2017 ACTUAL 32.10 FY2018 ESTIMATE OR TARGET 31.00 FY2018 TREND 29.00 FY2019 ESTIMATE OR TARGET 32.10 Average Seconds to Answer 911 Line FY2016 ACTUAL 5 FY2017 ACTUAL 5 FY2018 ESTIMATE OR TARGET 5 FY2018 TREND 5 FY2019 ESTIMATE OR TARGET 5 123 Police City of Goodyear Annual Budget / Fiscal Year 2018-2019 DEPARTMENT BUDGET The Police Department General Fund budget Police increased $2.6 million, or 11% from the prior year. Personnel Services increased due to $30,000,000 citywide wage increases, and the addition of $25,000,000 two narcotics officers, one school resource $20,000,000 officer, and part-time funding. One-time $15,000,000 funding increased due to $1 million for the $10,000,000 $5,000,000 New World Systems Software Upgrade $0 project, and funding for facility security FY2017 FY2018 FY2019 upgrades. Ongoing contractual services Actual Adjusted Total increased for animal care and control, Budget Budget Sonoran Valley sheriff services, and Personnel Services Contractual Services Southwest Advocacy, and new funding was Commodities Other One-Time added for animal cruelty services with the Operating Capital Arizona Humane Society. The Telecommunications division budget decreased because large contracts for cellular service and radio communications were moved to the Administration budget. The Impound Fund is a special revenue fund that includes expenditures associated with the operations and administration of state-mandated tow and impound of vehicles for specific offenses. The budget includes one-time funding for an automated license plate reader system. EXPENDITURES FY2017 Actual FY2018 Adjusted Budget FY2019 Budget 4,445,028 $ 6,045,500 $ 7,130,600 Field Operations 8,330,536 8,955,300 10,144,500 Telecommunications 2,068,231 2,520,000 2,477,200 Community Service 1,464,484 * * Investigations 2,026,429 2,383,100 2,510,800 Specialized Patrol 1,938,885 3,076,700 3,331,200 EXPENDITURES GENERAL FUND Division Administration $ TOTAL $ 20,273,593 $ 22,980,600 $ 25,594,300 *FY2018 Community Service Division became a unit within Specialized Patrol 124 EXPENDITURES OTHER FUNDS City of Goodyear Annual Budget / Fiscal Year 2018-2019 FY2017 Actual Fund Police Asset Management $ 112,439 $ Police FY2018 Adjusted Budget FY2019 Budget 2,113,400 $ - Officer Safety Equipment 53,625 - - Police Impound Fund 140,505 182,400 194,700 2,295,800 $ 194,700 TOTAL $ 306,569 $ TOTAL EXPENDITURES $ 20,580,162 $ 25,276,400 $ 25,789,000 AUTHORIZED PERSONNEL 2017 Actual 2018 Estimate 2019 Budget Administration 18 22.0 22.0 Impound 1 1.0 1.0 Field Operations 66 71.0 71.0 Telecommunications 18 20.0 20.0 Community Services 10 - - Investigations 17 17.0 17.0 Specialized Patrol 11 19.0 22.0 TOTAL FULL-TIME 141 150.0 153.0 TOTAL PART-TIME (FTE) N/A - - AUTHORIZED PERSONNEL Division 125 Public Works Annual Budget / Fiscal Year 2018-2019 City of Goodyear Public Works PUBLIC WORKS Administration Fleet & Equipment Management Facilities Management Program Management Water Wastewater Sanitation FY2019 Annual Budget General Fund-$3,888,200 Water Enterprise Fund-$8,126,500 Wastewater Enterprise Fund-$5,672,900 Sanitation Enterprise Fund-$7,381,000 DEPARTMENT OVERVIEW The Public Works Department manages water and wastewater service for areas of the city south of Interstate 10, water resources and conservation initiatives, residential trash/bulk collection and recycling, stormwater, and vehicle and facility maintenance. Administration The Administration Division provides managerial oversight to all of Public Works’ divisions in maintaining the city's infrastructure. This division also works with multiple agencies and stakeholders to develop cost-effective, innovative processes that aid in the delivery of essential resources and services that enhance the quality of life for Goodyear citizens and visitors. Fleet and Equipment Management The Fleet and Equipment Management Division manages all aspects of forecasting, budgeting, and executing a comprehensive asset management and maintenance program for city fleet vehicles and rolling stock equipment for all departments including Public Safety (Police and Fire). Division responsibilities include customer service, in-house technical and mechanic services, vehicle and equipment specifications, management of service and commodity contracts, preventative and reactive maintenance and regulatory compliance requirements for fleet operations, fueling, emissions, and safety. Facilities Management The Facilities Management Division manages all aspects of delivering a facility maintenance program for city facilities and related equipment and systems, and property management services. Examples of services and systems include custodial, landscaping, cooling and heating systems, plumbing, pest control, small facility improvement projects and handling of special requests. Division responsibilities include customer service, in-house technical services as well as oversight of contracted services and commodity contracts, and preventative and reactive maintenance for specialized systems such as fire life safety, elevators, and backflow devices. 126 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Public Works Program Management The Program Management Division is responsible for managing programs that protect and enhance the public health and environment in the areas of environmental quality, pretreatment, stormwater, and engineering support of development and capital projects, in conformance with ADEQ and EPA regulations. Water The Water Services Division manages, protects, and ensures the city’s water resources portfolio to efficiently and effectively provide the needed water supplies for not only the existing and committed development but also future projected growth and development. This includes the production and delivery of excellent water to our customers to protect public health, support the economy, protect life and property from the threat of fire, and contribute to the overall quality of life. Wastewater The Wastewater Services Division ensures environmentally sensitive wastewater collection, treatment, and reuse. Wastewater is treated to a level that can be safely recharged (allowed to percolate down into the water table). Cleaned recharged water has the potential to improve the groundwater quality and is a renewable resource for future recovery. Sanitation The Sanitation Division performs the essential tasks of bulk collections, mandated sanitary inspections and enhanced recycling through public education and oversight of the contracted residential container refuse/recycling collections. The division also manages the distribution and replacement of refuse and recycling containers for residents. The division also coordinates and administers special events such as the annual Household Hazardous Waste Collection event. STRATEGIC GOALS Economic Vitality Sense of Community Quality of Life FY2018 ACCOMPLISHMENTS • • • Implemented improvements in internal processes that included workflows in purchasing, facility requests and management of information in safety-related programs. Staff continued the implementation of improvements to water and wastewater infrastructure as part of a 5-year program to be completed in 2021. Developed a strategy for sanitation services. This program will continue the use of a contractor for residential services. 127 Public Works • • • • • • • Annual Budget / Fiscal Year 2018-2019 City of Goodyear Implemented the first phase of improvements in the development of a robust Supervisory Control and Data Acquisition (SCADA) infrastructure. Launched the first phase of the Computerized Maintenance Management System (CMMS). Completed the design and started construction of Phase I of the Goodyear Water Reclamation Facility expansion. Completed a 2-year program, working with the citizen’s Water Conservation Committee, resulting in a 5-year recommendation plan. Implemented new workflows to better manage water resources allocated to development. Revised agreements with adjacent water providers in order to increase available water resources to the city. Designed and started construction of new wells. FY2019 GOALS & OBJECTIVES • • • • • • • • • • • • Seek and implement process improvements throughout the Public Works organization. Complete the design of the Goodyear Water Treatment Facility. Complete the construction of three new wells. Meet schedule for infrastructure improvement projects. Complete the expansion of the Goodyear Water Reclamation Facility. Advertise and select new contractor for residential trash collection. Meet regulatory requirements for structure in the pretreatment and stormwater programs. Update the 2008 Water Conservation and Curtailment Plan. Complete additional agreements with Salt River Project (SRP) for recharge and recovery. Prepare a 10-year Facilities Asset Replacement Plan and submit for consideration in the FY2020 budget. Implement city fleet replacement guidelines. Continue to advance clean air initiatives within the fleet by increasing the number of alternative fuel vehicles. PERFORMANCE MEASURES Monthly Max Day for Rolling 7 Day Average Demand as a Percentage of Total Physical Water Production Capacity 100% 71.28% 71.79% FY2016 Actual FY2017 Actual 80.00% 69.55% 80.00% 75% 50% 25% 0% FY2018 Estimate or Target 128 FY2018 Trend FY2019 Estimate or Target City of Goodyear Annual Budget / Fiscal Year 2018-2019 Public Works Percentage of Bulk Waste Service Completed on each Scheduled Day FY2016 ACTUAL 100% FY2017 ACTUAL 100% FY2018 ESTIMATE OR TARGET 100% FY2018 TREND 100% FY2019 ESTIMATE OR TARGET 100% Fleet Availability Rate for Public Safety Vehicles FY2016 ACTUAL 94% FY2017 ACTUAL 95% FY2018 ESTIMATE OR TARGET 95% FY2018 TREND 94% FY2019 ESTIMATE OR TARGET 95% Fleet Availability Rate for Non-Public Safety Vehicles FY2016 ACTUAL 95% FY2017 ACTUAL 96% FY2018 ESTIMATE OR TARGET 95% FY2018 TREND 96% FY2019 ESTIMATE OR TARGET 95% DEPARTMENT BUDGET GENERAL FUND The Public Works General Fund budget that supports the Administration, Facilities Management and Program Management is 17% higher than prior year. Facilities Management division increased 14% due to the addition of one Facilities Maintenance Worker II position and one Facilities Supervisor position. A Stormwater Inspector position was also added to the Program Management division. The department also received one-time funding of $104,400 for improvement of facilities services, $55,000 for bi-annual generator maintenance, $10,000 for Bay Door & Gate Preventative Maintenance Program, $126,000 for a temporary Facilities Contract Coordinator. 129 Public Works-General Fund $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 FY17 Actual Personnel Services Commodities FY18 Adjusted Budget FY19 Budget Contractual Services Other One-Time Public Works City of Goodyear Annual Budget / Fiscal Year 2018-2019 FLEET - In FY2019, the budget for Fleet has moved to the General Fund. Through interdepartmental credits, departments will now be charged for fleet’s supplies and services and will offset Fleet’s budget. Therefore, there will not be a budgetary impact on the General Fund, with the exception of one-time funding for $34,600 to build a new electric vehicle charging station at city hall. $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 FY2017 Actual Personnel Services Commodities Operating Capital WATER FY2018 FY2019 Adjusted Budget Budget Contractual Services Other One-Time Water The Water Fund increased 9% primarily in Water Production due the addition of one Utility Technician I position, bulk water purchases and operating and maintenance cost for the expansion of Well Site 12. In addition, one-time funding was added to the Water Maintenance division of $140,000 for SCADA Microwave Radios/Hubs installation. $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 FY17 Actual Personnel Services Commodities Operating Capital FY18 FY19 Adjusted Budget Budget Contractual Services Other One-Time Wastewater WASTEWATER $6,000,000 The Wastewater Fund stayed relatively the same as prior year due to a reduction of $370,500 in Administration divison as a result of one-time funding budgeted in the prior year in commodities and capital outlay and off set by operating contractuals. $4,500,000 $3,000,000 $1,500,000 $0 FY2017 Actual Personnel Services Commodities Operating Capital 130 FY2018 Adjusted Budget FY2019 Budget Contractual Services Other One-Time City of Goodyear Annual Budget / Fiscal Year 2018-2019 Public Works SANITATION Sanitation $3,000,000 The Sanitation budget increased by 10% due to the addition of a Bulk Sanitation Crew, which consists of two positions, a Sanitation Worker I and Sanitation Worker II, and onetime funding of $331,400 for a tractor and a rear loader. $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 FY2017 Actual FY2018 Adjusted Budget Personnel Services Commodities Operating Capital FY2019 Budget Contractual Services Other One-Time FLEET ASSET MANAGEMENT RESERVE The Fleet Asset Management Reserve budget increased by 81% due to a $1.4 million carryover for the purchase of three pumper trucks and $1.4 million for a fire ladder truck. EXPENDITURES FLEET EXPENDITURES GENERAL FUND EXPENDITURES Administration FY2018 Adjusted Budget FY2017 Actual Division $ 436,209 $ FY2019 Budget 501,800 $ 518,800 Facilities Management 1,953,953 2,524,900 2,887,200 Program Management 253,930 296,900 447,600 2,644,092 $ 3,323,600 $ 3,853,600 FY2017 Actual FY2018 Adjusted Budget FY2019 Budget 1,843,009 $ 2,287,000 $ 2,242,000 TOTAL $ Division Fleet and Equipment Managements $ Interdepartmental Credits TOTAL $ 131 1,843,009 $ 2,287,000 $ (2,207,400) 34,600 EXPENDITURES WASTEWATER ENTERPRISE FUND EXPENDITURES WATER ENTERPRISE FUND Public Works EXPENDITURES SANITATION ENTERPRISE FUND FY2018 FY2019 Adjusted Budget Budget 775,960 $ 943,900 $ 782,600 1,289,402 1,843,300 1,785,400 2,979,403 3,134,500 3,690,400 FY2017 Actual Division Administration Water Distribution $ Water Production Water Resources Water Maintenance Program Management TOTAL $ 2,157,767 853,400 880,300 362,864 - 405,400 298,800 683,700 304,100 7,565,396 $ 7,479,300 $ 8,126,500 FY2017 Actual Division Administration Collection Systems Reclamation Corgett WWTP Goodyear WRF $ Rainbow Valley WRF Wastewater Maintenance Program Management TOTAL $ EXPENDITURES OTHER FUNDS City of Goodyear Annual Budget / Fiscal Year 2018-2019 Division Administration $ Container Maintenance TOTAL $ Fund Fleet Asset Management Reserve 762,407 988,305 685,462 316,607 1,342,761 266,977 FY2018 FY2019 Adjusted Budget Budget $ 920,100 $ 549,600 1,179,300 1,292,800 777,600 871,100 342,200 610,900 1,241,500 1,170,300 397,100 332,700 214,925 387,997 287,300 529,200 290,300 555,200 4,965,441 $ 5,674,300 $ 5,672,900 FY2017 Actual FY2018 Adjusted Budget FY2019 Budget 5,378,034 $ 6,308,800 $ 7,040,100 576,019 402,400 340,900 5,954,053 $ 6,711,200 $ 7,381,000 FY2017 Actual FY2018 Adjusted Budget FY2019 Budget $ 584,807 $ 2,604,900 $ 4,704,600 TOTAL $ 584,807 $ 2,604,900 $ 4,704,600 TOTAL EXPENDITURES $ 23,556,798 $ 28,080,300 $ 23,556,798 132 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Public Works AUTHORIZED PERSONNEL Division Administration FY2017 Actual FY2018 Estimate FY2019 Budget 4 4.0 5.0 2.0 2.0 AUTHORIZED PERSONNEL Administration Part-Time (FTE) Facilities Management 9 9.0 12.0 Program Management 5 5.0 6.0 Fleet and Equipment Management 7 7.0 7.0 Sanitation 7 7.0 9.0 Water Administration 3 3.0 2.0 Water Distribution 9 10.0 10.0 Water Production 7 7.0 9.0 Water Maintenance 5 5.0 5.0 Water Resources 3 3.0 3.0 Wastewater Administration 1 1.0 1.0 Wastewater Collection 6 6.0 6.0 Wastewater Reclamation 8 9.0 10.0 Wastewater Maintenance 2 2.0 2.0 TOTAL FULL-TIME 76 78.0 87.0 TOTAL PART-TIME (FTE) N/A 2.0 2.0 133 Capital Improvement Program Annual Budget/Fiscal Year 2018-2019 City of Goodyear CAPITAL IMPROVEMENT PROGRAM (CIP) The City of Goodyear’s five-year FY2019-2023 Capital Improvement Program (CIP) plans for the acquisition and maintenance of capital assets. Projects included in the plan are one-time projects of significant value, generally over $50,000 that increase capital assets, or major maintenance that extends the life of capital assets by at least five years. Projects are categorized by programs that include: Arts and Parks, Facilities and Technology, Streets, Water, and Wastewater. The CIP is updated annually to ensure it addresses new and changing priorities within the city. This year, the city shifted from a published ten-year to a five-year plan, because the published plan includes only funded projects and several of the funding sources are forecasted for only five years. While not included in the CIP, projects in years six through ten are identified, and included in the city’s updated master plans and Infrastructure Improvements Plan. Additionally, for the FY2019-2023 process an extra emphasis was added to produce detailed project scopes, better cost estimates, and improved timelines for projects in the first five years. This is a significant undertaking and a decision was made to work first on projects already underway, time sensitive, and other critical projects requiring activity in FY2019. The overall goal is to develop a full five-year CIP that is 100% deliverable on time and within budget in adopting the FY2020-2024 CIP. In addition to identifying capital projects needed, the Capital Improvement Program (CIP) includes a financial plan to support and finance Goodyear’s present and future infrastructure needs. The CIP outlines project costs, funding sources, and estimated future operating costs associated with each project. The CIP is the result of a budgeting process designed to identify and allocate resources to projects when needed, and to ensure that the city will have the funds to pay for and maintain them. The CIP is updated each year to incorporate new funding information, and to ensure it is aligned with City Council priorities included in the City of Goodyear Strategic Plan. FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM (CIP) CIP projects are designed to prevent the deterioration of the city’s existing infrastructure, and respond to and anticipate future growth. In order to meet the future needs of the community, it is necessary to plan for capital improvements in advance along with future operating costs. The City of Goodyear accomplishes this by preparing a five-year plan that includes an operating cost setaside. The plan is dynamic and updated from year to year to meet and adapt to the future needs of the city. The city expends a great deal of effort reviewing and updating this plan to ensure not only that critical needs are being met, but also that the cost, scope, and timing of projects are coordinated. The effective use of the CIP process provides for project identification, planning, evaluation, scope definition, public discussion, cost estimating, and financial planning. The first year of the FY2019-2023 plan is adopted by Council as part of the FY2019 Budget. The total for the five-year plan is $330 million. The adopted FY2019 CIP budget for new funding of projects is $158.5 million; consisting of $48.9 million in non-utility capital improvements and $109.6 million in utility capital improvements. Carryovers from prior year projects are an additional $84.3 million for a total FY2019 CIP budget of $242.8 million. The program planning takes into 134 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Capital Improvement Program consideration known capital improvement needs, while utilizing available revenue sources to meet those needs. Only fundable projects are included in the 5-year Capital Improvement Plan. In preparing the FY2019-2023 CIP, projects in the five-year plan have been prioritized based on an analysis of existing infrastructure inventory, forecast for future service demand, existing obligations, and availability of funding. Resources for the CIP are generated from voter authorized bonds, development impact fees, one-time general funds, grants, or user fee revenue or revenue bonds from municipal utilities. TYPES OF CAPITAL IMPROVEMENT PROJECTS Non-Utility CIP The Non-Utility CIP provides for improvements and/or construction of the city’s street system; parks and recreational facilities; libraries; police and fire protection facilities and equipment; other city owned facilities and economic incentives. Development impact fees, one-time General Funds and General Obligation (G.O.) Bonds are the primary funding mechanism for these capital improvements. Utility CIP The CIP for the utility operations consists of improvements to and/or construction of water and wastewater systems. These projects are funded primarily with development impact fees, enterprise revenues and the issuance of debt such as revenue bonds. A five-year rate plan supports the enterprise revenue and bonded debt portions of the program. PLANNING FOR CAPITAL IMPROVEMENT PROJECTS PLANNING FOR CAPITAL IMPROVEMENT PROJECTS CIP Planning occurs at various levels. Staff works continuously to maintain an evolving capital plan. Requests are submitted through a CIP database with detailed information about the project. All information included in this form is important, as it assists with all phases of review of the request such as scope, costs, justification, ongoing operating costs, and the focus areas of the City of Goodyear Strategic Plan. Once these projects are submitted, the next process is a technical review of the project requests with the Engineering Department and Budget and Research. Departments Prepare Project Requests Budget and Engineering Technical Reviews City Management Review Present Draft to Council Adopt Tenative Plan, May Adopt Final Plan with Budget, June 135 Capital Improvement Program Annual Budget/Fiscal Year 2018-2019 City of Goodyear In this step, CIP project request submissions are reviewed for completeness and alignment with the City of Goodyear Strategic Plan and other capital plans. A report is prepared showing projects with no proposed changes, projects with proposed changes including new projects, or changes due to statutory requirements. Engineering project managers review each project to ensure that projects costs are estimated consistent with the describe scope. City Management reviews the proposed CIP and prioritizes the projects. They may make additional project changes, add new projects, or request further analysis. The City Council annually reviews multi-year plans for water, sewer, streets, parks, major facilities, equipment, and technology. City Council’s strategic goals and financial policies provide the parameters for development of the annual capital plan. The Council reviews annual improvements based on community feedback, and considers the impact of increased debt on the city’s overall tax rate. The Council approves yearly CIP allocations, and adopts the annual tax rate and utility rates to support proposed debt payments. The following information is included on each project request submitted: • • • • • • • • • • • • Project name Source explanation Project start date Project completion date Location of the project Project manager/owner Brief description Project scope Timelines and cost estimates by project phase as land, design, construction, art, or furniture, fixtures, and equipment Revenue sources such as IGA’s, grants, contributions, bonds, and operating revenues Projected accomplishments or benefits in line with master plans or city strategic goals Operating and maintenance costs The capital planning process not only provides an orderly and routine method for planning and financing of capital improvements, but the process also makes capital expenditures more responsive to community needs by informing and involving the public. By prioritizing projects according to criteria that are grounded in the city’s mission and plans, the CIP process also creates a more understandable and defensible investment in the decision making process, improves linkages between capital investments, and the city’s long-term vision and goals, and builds citizen confidence by making more efficient use of city resources. Existing projects are reviewed annually to monitor their progress. Determining how and when to schedule projects is a complicated process. It must take into account all of the variables that affect the city’s ability to generate the funds to pay for these projects without jeopardizing its ability to provide routine, ongoing services and one-time or emergency services when needed. 136 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Capital Improvement Program ON-GOING OPERATING IMPACTS ON-GOING OPERATING IMPACTS The city’s CIP has a direct effect on the operating budget. All newly completed projects must be maintained and if bonds were sold to finance the construction, annual debt service payments are required. Although the CIP is prepared separately from the operating budget, the two have a direct relationship. Budget appropriations lapse at the end of the fiscal year, however, capital appropriations are re-budgeted through a carryover process each year until the project is completed. In the year the new project is to open for operations, the operating costs are addressed as part of the operating budget supplemental process. The city takes a proactive approach to ensure funds will be available to pay for the new General Fund project operating costs by implementing an operating cost set-aside for General Fund. For enterprise funds, planning for capital projects operating costs is an element of the multi-year rate plans. The set-aside concept protects future ongoing General Fund budget capacity by diverting the use of current ongoing revenues to one-time costs, so that those one-time items can be eliminated once the new operating costs materialize. Most new CIP projects have ongoing expenses for routine maintenance and operation of facilities and equipment including utilities, staffing, repair and maintenance and fuel for heavy equipment. The costs of future operations and maintenance for new CIP projects are estimated based on past expenditures and anticipated increase in materials, labor and other related costs. Departments are asked to identify new operating costs if projected to be greater than $10,000. Below are several expense categories that are considered when developing operating cost estimates for a CIP project: • • • • • • • • • • • • Staffing–the estimated salary and benefits Supplies/Contracts–professional services, supplies and postage Utilities–based on facility size, hours of operation and types of systems used, number of staff and customers frequenting the facility Building Maintenance–personnel and equipment costs including electrical, plumbing, carpentry, painting, service vehicles, supplies and custodial services Equipment Maintenance–specialized equipment, maintenance and repairs Insurance: Fire and Liability–personnel and property Electrical–maintain security and electronic systems Information Technology–cost of new or replacement equipment Vehicles–purchase cost, annual replacement, repairs and maintenance, and fuel Landscape–maintenance, water rate, right-of-way costs Water–water usage based on prior size and costs Refuse–costs to provide trash services based on use Operating costs are carefully considered in deciding which projects move forward in the CIP. The budget process, including multi-year fund forecasts, ensures the city’s operating budget is able to absorb the additional costs. City Council will carefully stagger capital projects so the operating impacts are manageable. 137 Capital Improvement Program City of Goodyear Annual Budget/Fiscal Year 2018-2019 The FY2019 operating budget includes a supplemental to add $1.6 million ongoing costs for 14 firefighter positions and $1.9 million one-time costs for equipment, hiring, and training costs in anticipation of the Estrella Mountain Ranch fire station opening in the 2nd quarter of FY2020. As shown in the table below, there are a number of projects in the CIP that will require substantial operating funds and have a significant impact on the operating budget. Only the first year amounts are shown below. The ongoing portions in subsequent years are incorporated into the five-year fund forecasts. CIP ANTICIPATED OPERATING COSTS IN EXCESS OF $10,000 Project Name Recreation Center Operating Costs Anticipated FY2020 Operating Costs Anticipated FY2021 Operating Costs Anticipated FY2022 Operating Costs Anticipated FY2023 $ $ $ $ - 871,100 - - Community Aquatic Facility - 799,400 - - Central Goodyear 30-Acre Park - 651,200 - - Police Operations Building Phase II - - 76,000 - West Goodyear Fire Station - 2,029,800 - - - $ 4,351,500 $ 76,000 $ - $ $ - $ - Non-Utility Projects Site 12-Improvements and Increased Capacity Surface Water Treatment $ $ 1,161,800 - - - 2,789,900 - Goodyear WRF Expansion 6 to 8 MGD 221,800 - - - Utility Projects $ 1,383,600 $ - $ 2,789,900 $ - Total Anticipated Operating Costs $ 1,383,600 $ 4,351,500 $ 2,865,900 $ - 138 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Capital Improvement Program MULTI-YEAR PLAN REVIEW PROCESS MULTI-YEAR PLAN REVIEW PROCESS The CIP brings together projects and needs identified through several capital planning processes. Master plans, citizen’s requests, safety needs, planned rehabilitation cycles and repair and maintenance schedules are projects that are proposed for funding. The City of Goodyear recently updated the city’s General Plan and several Master Plans to meet the needs of the community at large. These plans provide the foundation for both short-term and long-range planning of land use and infrastructure needs. They provide project priorities, timing and implementation strategies. Planning is critical to ensure a sustainable future for the City of Goodyear. Planning efforts such as those encompassed by the city’s General Plan and various Master Plans provide the city with an important planning tool. RELATED PLANS GOODYEAR 2025 GENERAL PLAN The General Plan is the community's vision for the growth and development in Goodyear. It was created by the community and approved by the voters of Goodyear on November 4, 2014. The purpose of the General Plan is to guide decision making in the community in order to ensure that we are growing according to our shared vision and strategy: • • • • • • • • • Strategy 1: Create Attractive Places and Diverse Destinations Strategy 2: Develop a Physically and Socially Connected Community Strategy 3: Expand the Parks, Open Space, Trails, and Recreation System Strategy 4: Cultivate Art and Culture Strategy 5: Advance Economic Opportunity Strategy 6: Protect and Utilize our Assets Strategy 7: Maximize Partnerships and Collaboration Strategy 8: Provide Opportunities for Living a Healthy Lifestyle Strategy 9: Foster a Sustainable Economy and Community The city is required by Arizona Revised Statues to update the General Plan at least once every ten years. The Goodyear 2025 General Plan update started in October 2012 and was completed in the fall of 2014. The update revisited the elements contained in the previous General Plan, and added a number of new elements which are required now that the city’s population exceeds 50,000. FACILITY MASTER PLAN Employing a twenty year planning horizon, the citywide Facilities Master Plan was developed to ensure that the short and long-term needs of the city are met, through responsible planning and prioritization of facility projects. As facility needs continue to evolve, periodic reviews of the master plan will move projects identified to the city’s proposed CIP. Projects identified within the current CIP include the Police Operations Phase II Building and the renovation of various facilities. 139 Capital Improvement Program Annual Budget/Fiscal Year 2018-2019 City of Goodyear PARKS AND RECREATION MASTER PLAN The purpose of the Parks, Recreation, Trails and Open Space Master Plan is to offer strategies and operational policies that provide guidance and direction in the development and preservation of parks and recreation facilities. This comprehensive plan was adopted by City Council (July 2014) and was developed through a highly interactive process involving public forums, stakeholder meetings, surveys, site evaluations, benchmarks to like communities and meetings with the Parks and Recreation Advisory Commission as well as the General Plan Committee. The plan is focused on the city’s commitment to providing high-quality parks, trails, facilities and recreational opportunities that continue to meet the needs of residents, while contributing to the economic well-being of the city. TRANSPORTATION MASTER PLAN The Transportation Master Plan is the city’s plan for maintaining and enhancing its transportation system. The plan addresses all transportation modes in the city – vehicular, non-motorized, and transit and provides the city with direction on specific improvements to enhance the ability of residents and visitors to navigate the community. The public will benefit from the systematic planning of transportation to ensure that the short-term and long-term needs of the city are met through responsible planning and prioritization of transportation projects. INTEGRATED WATER MASTER PLAN (IWMP) The Integrated Water Master Plan (IWMP) is a composition of four master plans that include the 1) Water Resources Master Plan; 2) Water System Master Plan; 3) Wastewater System Master Plan; and 4) the Reclaimed Water Master Plan. This plan looks at critical components of growth, desired levels of services, and the capital assets as a whole in meeting the needs of the service areas. The IWMP is the first plan needed in a linear progression of plans towards the development of a sound Capital Improvement Plan (CIP), an Infrastructure Improvement Plan (IIP), and the setting of development impact fees. The Capital Improvement Plan will be integral along with the annual costs of services to determine utility rates each year. The 2016 IWMP produced a new 5year CIP which looked at existing customers and improving upon the level of services. A new IIP is currently underway that will use the IWMP information to update existing development impact fees and if needed, develop new ones. The IWMP also determines the challenges of resources needed for long range planning. For example, the 100-year assured water supplies where new water resources are needed, where they can be secured and acquired, and what the costs are associated with the infrastructure to move it to the city. The planning horizons for the IWMP were 2015 (current state), 2020, 2025, and build-out. WATER & WASTEWATER INFRASTRUCTURE IMPROVEMENT PROGRAM In October of 2015, City Council approved a new 5-year Water & Wastewater rate plan that will support the improvement of the utility infrastructure throughout the city. The new rate schedule was effective on January 1, 2016. These improvements will assure the safety and reliability of service for our current residents by funding projects that include re-drilling of wells, rehabilitation of pump stations, major equipment replacements in water and wastewater delivery and treatment facilities, and upgrades in technology. The projects were identified in the first phase of the Integrated Water Master Plan and are planned to be completed over the next five years. The 140 City of Goodyear Capital Improvement Program Annual Budget / Fiscal Year 2018-2019 community vision is to create a highly desirable and sustainable place for all to live, work, visit, and play. FUNDING CAPITAL IMPROVEMENT PROJECTS Projects included in the CIP form the basis for appropriations in the FY2019 budget. The first year of the plan is the only year appropriated by City Council. The remaining four years serve as a guide for planning purposes and are subject to review on an annual basis. Funding is not guaranteed to occur in the year planned. The final decision to fund a project is made by the Council during the annual budget process. The major sources of financing are $243 million for capital improvement projects in the upcoming year are: CURRENT YEAR PLAN FUNDING SOURCE $242.8M Water Development Reimbursement, $34.5M, 14.2% Ballpark Operating, $1.4M, 0.6% Highway Users Revenue, $0.5M, 0.2% Utility Impact Fees, $57.4M, 23.6% Water, $6.5M, 2.7% Water Bonds, $59.5M, 24.5% Non-Utility Impact Fees, $24.0M, 9.9% Wastewater, $6.8M, 2.8% Wastewater Bonds, $5.3M, 2.2% General Fund, $18.7M, 7.7% G.O. Bonds, $28.2M, 11.6% *This includes amounts carried over from projects not completed in prior year. 141 Capital Improvement Program City of Goodyear Annual Budget/Fiscal Year 2018-2019 MAJOR SOURCES OF FINANCING The five-year CIP totals $330,124,000 CIP FIVE YEAR PLAN FUNDING SOURCES Fund Type General Fund Ballpark Operations FY2018-19 $ 18,735,700 FY2019-20 FY2020-21 FY2021-22 FY2022-23 $ $ $ $ 2,913,500 6,152,700 - - 1,410,000 - - - - 467,300 - - - - Water Enterprise 6,522,500 2,837,500 665,700 699,000 734,000 Wastewater Enterprise 6,802,100 3,567,600 - - - G.O. Bonds 28,190,500 8,500,600 - - - Water Bonds 59,496,100 - - - - Developer Reimbursement 34,459,300 - - - - Wastewater Bonds 5,300,000 - - - - Fire Impact Fees 7,103,100 427,600 608,800 801,800 1,072,100 45,900 - - - - 14,343,400 512,900 748,700 998,800 632,200 Police Impact Fees 3,300 5,043,600 800 7,500 800 Streets Impact Fees 2,471,700 2,972,700 6,573,500 37,500 3,700 Water Impact Fees 48,454,900 8,546,900 8,410,300 8,474,700 8,687,400 Wastewater Impact Fees 9,001,800 2,125,700 2,341,700 1,870,900 345,200 $ 242,807,600 $ 37,448,600 $ 25,502,200 $ 12,890,200 $ 11,475,400 Highway User Revenue Library Impact Fees Park & Rec. Impact Fees TOTAL 142 City of Goodyear Capital Improvement Program Annual Budget / Fiscal Year 2018-2019 5 YEAR PLAN FUNDING SOURCES $330.1M Utility Impact Fees, $98.2M, 29.7% General Fund, $27.8M, 8.4% G.O. Bonds, $36.7M, 11.1% Water Bonds, $59.5M, 18.0% Ballpark Operating, $1.4M, 0.4% Highway Users Revenue, $0.5M, 0.2% Wastewater, $10.4M, 3.2% Water, $11.5M, 3.5% Non-Utility Impact Fees, $44.3M, 13.4% Wastewater Bonds, $5.3M, 1.6% Water Development Reimbursement, $34.5M, 10.5% SOURCES OF FUNDING FOR CIP A brief description of the major types of funding used for capital projects is presented below. Projects that do not have a funding source are classified as unfunded city capital projects. These projects are evaluated annually to address changes in funding, as estimates are revised and changes in priorities for the city. Unfunded projects are not included in the published 5-year CIP. A project is unfunded if it does not have another funding source such as future anticipated bonds, development impact fee revenues or cannot be funded within long-range fund forecasts. Developer Contributions–Developers may provide the city with funding in advance or on a reimbursement basis as part of a development requirement or to advance infrastructure. Contributions are collected to ensure that infrastructure and community facilities support the needs of our growing community. Development Impact Fees–Development Impact Fees were adopted by the City Council beginning in 1986, which required new development to pay its proportionate share of the costs associated with providing necessary public infrastructure. These fees provide capital revenues to pay for infrastructure demands placed on the city by new development. State law restricts these fees. The Infrastructure Improvement Plan (IIP) as adopted by Council became effective August 1, 2014. The city will update the plan in FY2019. The city currently has six Development Impact Fee categories. They include: Streets–Components for the arterial street improvements, regional transportation improvements, and traffic signals • Police–Police Stations and Apparatus • Fire–Fire Stations and Apparatus • Parks and Recreation–Components for community parks • Wastewater–Components for treatment projects, collection projects, and equipment. • Water–Components for water development and water resource projects, support facilities, and equipment The state requires studies and audits which are also funded from these fees. • 143 Capital Improvement Program Annual Budget/Fiscal Year 2018-2019 City of Goodyear Grants–Grant funding is a contribution from one government unit or funding source to another. The contribution is usually made to support a specified program, but may be for more general purposes. General Obligation (G.O.) Bonds–G.O. Bonds require voter approval and finance a variety of public capital projects. These bonds are a common method used to raise revenues for large-scale city projects. Revenue Bonds–Revenue bonds can be issued for utility and street operations to support major capital improvements. These bonds are not secured by general taxing authority. Backing comes from specific revenues earmarked for their operations. Bond proceeds to support large water and wastewater utility projects are repaid from utility rate revenue. The city can also use Highway User Revenue Fund (HURF) revenue allocation to pay debt service on street revenue bonds. The city does not have HURF backed bonds. Public Improvement Corporation (PIC) Bonds–PIC is a non-profit corporation created by the city as a financing mechanism for the purpose of financing the construction or acquisition of city capital improvement projects. PIC bonds are secured by excise taxes or other undesignated general fund revenues. These bonds are used to acquire land and buildings and to construct improvements to such buildings. Operating Funds–These funds are used to support vital government and business type operations. Each year, the city identifies any one-time, non-recurring revenues from each of these fund types that may be used to support capital needs. These include funds such as the General Fund and Water and Wastewater operating funds. 144 SUMMARY BY PROJECT CITY OF GOODYEAR 5 YEAR CAPITAL IMPROVEMENT PROGRAM - FY2019-2023 SUMMARY BY PROJECT PROJECT NAME PROJECT NUMBER FY2019-20 FY2018-19 FY2020-21 FY2021-22 FY2022-23 TOTAL ARTS & PARKS PROJECTS Public Art: Goodyear 75th Anniversary C50PA001 - $ - $ Public Art: Goodyear Community Park C50PA002 20,000 - - - - 20,000 Newland Reimbursement EMR Park C2100001 444,900 512,900 747,000 981,300 630,500 3,316,600 Recreation Campus-Central Goodyear 30-Acre Park C50PA003 849,200 - - - - 849,200 ZIZ Water Feature Renovation C6000001 5,400 - - - - 5,400 Recreation Campus-Aquatic Facility C5000001 573,300 - - - - 573,300 Recreation Campus-Recreation Center C5000002 659,600 - - - - 659,600 Estrella Foothills Park-Softball Fields C5000003 420,000 - - - - 420,000 SUBTOTAL: ARTS & PARKS PROJECTS $ - $ - $ 60,000 $ 60,000 $ 2,972,400 $ 512,900 $ 807,000 $ 981,300 $ 630,500 $ 5,904,100 $ FACILITIES & TECHNOLOGY PROJECTS Municipal Court Security Improvements and Parking Study C1500001 30,000 $ - $ - $ - $ - $ 30,000 Building Safety Office and Development Counter Remodel C4000001 17,600 - - - - 17,600 Library Build Out C5000004 45,900 - - - - 45,900 911 Telecommunications Center UPS-Backup Batteries C6000003 35,000 - - - - 35,000 City Hall Renovations C6000002 46,000 - - - - 46,000 Fire Station 188, West Goodyear-Apparatus C3000002 820,000 - - - - 820,000 Newland Reimbursement-Fire Station C2100002 513,300 427,600 607,800 791,800 1,071,100 3,411,600 Fire Stations Carpet Removal C3000005 125,000 - - - - 125,000 Fire Station 186, EMR C3000003 5,805,400 - - - - 5,805,400 Fire Station 181 Replacement C3000004 6,471,000 - - - - 6,471,000 Fire Station 183 Renovation C3000001 109,200 - - - - 109,200 Capital Projects/Loan Reserve C2100010 38,198,000 - - - - 38,198,000 Impact Fee Audit C2100003 25,000 - 25,000 - 25,000 75,000 Impact Fee Study C2100004 83,500 - - 250,000 - 333,500 Police Building Phase II C3500001 153,000 13,544,200 - - - 13,697,200 New Ballpark Concessions Area-Left Field C50BP001 150,000 - - - - 150,000 Ballpark Safety Repairs and Analysis C50BP002 1,260,000 - - - - 1,260,000 Financial System Implementation Project C2100008 2,459,300 - SUBTOTAL: FACILITIES & TECHNOLOGY PROJECTS $ 56,347,200 $ 13,971,800 $ 145 632,800 $ 1,041,800 $ 1,096,100 $ 2,459,300 73,089,700 CITY OF GOODYEAR 5 YEAR CAPITAL IMPROVEMENT PROGRAM – FY2019-2023 SUMMARY BY PROJECT PROJECT NAME PROJECT NUMBER FY2018-19 FY2019-20 FY2020-21 FY2022-23 FY2021-22 TOTAL STREETS PROJECTS Yuma Cotton Lane to Sarival C4200015 - $ 2,913,500 $ 6,092,700 $ - $ - $ 9,006,200 Yuma Rd. and Bullard Ave. C4200004 - 2,972,700 6,569,800 - - 9,542,500 Perryville Road and Indian School Road Traffic Signal C4200012 400,000 - - - - 400,000 Estrella Parkway and San Miguel Drive Traffic Signal C4200013 553,500 - - - - 553,500 Fiber Optic Conduit: Goodyear Blvd C4200014 67,300 - - - - 67,300 Van Buren Street, Estrella Parkway to Sarival C4200007 3,200,000 - - - - 3,200,000 Development Reimbursement for Traffic Signal C4200008 180,000 - - - - 180,000 Riggs Road Survey, Land Acquisition and Repair C4200009 202,300 - - - - 202,300 Recreation Campus-Harrison Half St, 158th-Estrella C4200001 632,600 - - - - 632,600 Recreation Campus-Estrella Pkwy, Harrison-Goodyear C4200002 413,900 - - - - 413,900 86 Acre Recreation Campus-RID Relocation C4200003 1,245,900 - - - - 1,245,900 Sarival Avenue: Jefferson Street to Yuma Rd C4200005 1,775,000 - - - - 1,775,000 Fiber Optic Conduit: Elwood St, Cotton Ln C4200006 54,100 - - - - 54,100 I-10/Loop 303 Phase 2 Landscape C4200010 25,900 - - - - 25,900 Traffic Signals-146th & Camelback C4200011 385,000 - - - - 385,000 - $ - $ 27,684,200 271,500 $ 271,500 $ $ SUBTOTAL: STREETS PROJECTS 9,135,500 $ 5,886,200 $ 12,662,500 $ WATER PROJECTS Increase Booster Capacity at Site #12 C60WA010 - $ - $ - $ Reverse Osmosis Membrane Replacement C60WA012 100,000 - - - - IWMP North Waterman Wash Amendment Phase I C60WA013 150,000 - - - - 150,000 Adaman Well #3 C60WA004 5,340,300 - - - - 5,340,300 Debt Service GRIC-Impact Fee Share C2100009 965,600 963,400 960,800 964,500 966,400 4,820,700 Debt Service-Impact Fee Share C2100009 328,100 140,800 - - - 468,900 Newland Zone 3 Reimbursement C2100005 5,338,700 7,442,700 7,437,200 7,387,700 7,437,200 35,043,500 Liberty Potable Interconnects C60WA005 368,000 - - - - 368,000 CAP Subcontract Capital Charges C60WA006 603,800 634,000 665,700 699,000 734,000 3,336,500 Differential Impact Fee Credits C60WA007 835,600 860,700 - - - 1,696,300 Water Line Oversizing C60WA008 546,400 562,800 - - - 1,109,200 New Well 26 C60WA002 7,434,000 - - - - 7,434,000 Surface Water Project C60WA003 111,635,700 - - - - 111,635,700 Site 12 Improvements and Increased Capacity C60WA001 19,701,300 - - - - 19,701,300 New Potable Water Interconnect with City of Avondale C60WA009 - 780,000 - - - 780,000 SUBTOTAL: WATER PROJECTS $ - $ $ 153,347,500 $ 11,384,400 $ 146 9,063,700 $ 9,051,200 $ 100,000 9,409,100 $ 192,255,900 CITY OF GOODYEAR 5 YEAR CAPITAL IMPROVEMENT PROGRAM – FY2019-2023 SUMMARY BY PROJECT PROJECT NUMBER PROJECT NAME FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2022-23 TOTAL WASTEWATER PROJECTS Rainbow Valley WRF-Disc Filter Replacement C60WW012 $ 886,500 $ - $ - $ - $ LS 2 Del Camino Lift Station-Rehabilitation C60WW013 - 135,000 - - - 135,000 Differential Impact Fee Credits C60WW006 671,100 671,100 - - - 1,342,200 WW Line Oversizing C60WW008 750,000 750,000 - - - 1,500,000 Goodyear WRF Expansion and Site Improvements C60WW001 15,297,000 - - - - 15,297,000 Newland WW Reimbursement C2100007 863,000 1,163,500 1,348,400 1,476,200 - 4,851,100 Manhole Rehabilitation or Replacements C60WW009 541,000 1,125,000 - - - 1,666,000 Perryville Grinder Station C60WW004 313,800 - - - - 313,800 Quarter Section 59: Sewer Pipe Rehab/Replacements C60WW003 250,000 - - - - 250,000 RVWRF Return/Waste Activated Pump Improvements C60WW002 79,500 - - - - 79,500 Wells Fargo Lift Station and Force Main Rehabilitation C60WW014 485,500 - - - - 485,500 Corgett WRF Chlorine Contact Basin Upgrades C60WW010 163,600 - - - - 163,600 LS 3 Palm Valley Lift Station-Rehabilitation C60WW005 93,600 - - - - 93,600 Debt Service-Impact Fee Share C2100006 962,900 962,200 987,800 339,700 339,700 3,592,300 El Cidro Sewer Line C60WW007 364,000 - - - - 364,000 SUBTOTAL: WASTEWATER PROJECTS TOTAL CIP 170,000 $ $ 21,005,000 $ 5,693,300 $ 2,336,200 $ 1,815,900 $ 339,700 $ 1,056,500 31,190,100 $ 242,807,600 $ 37,448,600 $ 25,502,200 $ 12,890,200 $ 11,475,400 $ 330,124,000 147 SUMMARY BY PROGRAM CITY OF GOODYEAR 5 YEAR CAPITAL IMPROVEMENT PROGRAM – FY2019-2023 SUMMARY BY PROGRAM FY2018 - 19 PROGRAM Arts & Parks $ 2,972,400 FY2020 - 21 FY2019 - 20 $ 512,900 $ 807,000 $ FY2021 - 22 FY2022 - 23 981,300 $ TOTAL 630,500 $ 5,904,100 Facilities & Technology 56,347,200 13,971,800 632,800 1,041,800 1,096,100 73,089,700 Streets 9,135,500 5,886,200 12,662,500 - - 27,684,200 Water 153,347,500 11,384,400 9,063,700 9,051,200 9,409,100 192,255,900 Wastewater 21,005,000 5,693,300 2,336,200 1,815,900 339,700 31,190,100 242,807,600 $ 37,448,600 $ 25,502,200 $ 12,890,200 $ 11,475,400 $ 330,124,000 TOTAL $ 148 SUMMARY BY FUND CITY OF GOODYEAR 5 YEAR CAPITAL IMPROVEMENT PROGRAM – FY2019-2023 SUMMARY BY FUND FUND FY2018 - 19 Total General Funds $ 18,735,700 $ Ballpark Operating $ 1,410,000 $ Highway Users Revenue Fund (HURF) FY2019 - 20 FY2020 - 21 2,913,500 $ 467,300 FY2021 - 22 6,152,700 $ FY2022 - 23 - $ Total - $ 27,801,900 1,410,000 - $ - $ - $ - $ - - - - 467,300 Total Special Revenue Funds $ 1,877,300 $ - $ - $ - $ - $ 1,877,300 $ 6,522,500 $ 2,837,500 $ 665,700 $ 699,000 $ 734,000 $ 11,458,700 6,802,100 3,567,600 Total Enterprise Funds $ 13,324,600 $ 6,405,100 $ 665,700 $ 699,000 $ 734,000 $ 21,828,400 $ 28,190,500 $ 8,500,600 $ - $ - $ - $ 36,691,100 Water Enterprise Wastewater Enterprise G.O. Bonds - - - 10,369,700 Water Bonds (16 & 18) 59,496,100 - - - - 59,496,100 Water Development Reimbursement 34,459,300 - - - - 34,459,300 Wastewater Bonds 5,300,000 - - - - 5,300,000 822,200 - 500 5,000 500 828,200 Fire South 2014 Impact Fee (DIF) 6,280,900 427,600 608,300 796,800 1,071,600 9,185,200 Library Pre-2012 Impact Fee (DIF) 45,900 - - - - 45,900 2,706,500 - - - - 2,706,500 647,800 - - - - 647,800 10,542,000 - 1,200 12,500 1,200 10,556,900 447,100 512,900 747,500 986,300 631,000 3,324,800 3,300 5,043,600 800 7,500 800 5,056,000 Fire North and Central 2014 Impact Fee (DIF) Parks Community Facilities Pre 2012 Impact Fee (DIF) Parks Community Facilities 2012 Impact Fee (DIF) Parks North/Central 2014 Impact Fee (DIF) Parks South 2014 Impact Fee (DIF) Police Impact Fee (DIF) Streets North 2014 Impact Fee (DIF) 5,400 - 1,200 12,500 1,200 20,300 Streets Central 2014 Impact Fee (DIF) 1,729,500 2,972,700 6,571,500 17,500 1,700 11,292,900 Streets South 2014 Impact Fee (DIF) 736,800 - 800 7,500 800 745,900 Wastewater Pre 2012 Impact Fee (DIF) 130,600 - - - - 130,600 Water North and Central 2014 Impact Fee (DIF) 43,092,400 1,104,200 967,600 1,032,000 1,244,700 47,440,900 Water South 2014 Impact Fee (DIF) 5,362,500 7,442,700 7,442,700 7,442,700 7,442,700 35,133,300 Wastewater 2012 Impact Fee (DIF) 132,200 - - - - 132,200 10,551,100 Wastewater North and Central 2014 Impact Fee (DIF) 7,870,600 962,200 992,100 382,200 344,000 868,400 1,163,500 1,349,600 1,488,700 1,200 4,871,400 Total Capital Funds $ 208,870,000 $ 28,130,000 $ 18,683,800 $ 12,191,200 $ 10,741,400 $ 278,616,400 TOTAL $ 242,807,600 $ 37,448,600 $ 25,502,200 $ 12,890,200 $ 11,475,400 $ 330,124,000 Wastewater South 2014 Impact Fee (DIF) 149 CIP PROJECT TIMELINE CITY OF GOODYEAR CAPITAL IMPROVEMENT PLAN – FY2019-2023 FY2019 CIP PROJECTS ONLY TIMELINE 150 CITY OF GOODYEAR CAPITAL IMPROVEMENT PLAN – FY2019-2023 FY2019 CIP PROJECTS ONLY TIMELINE 151 CITY OF GOODYEAR CAPITAL IMPROVEMENT PLAN – FY2019-2023 FY2019 CIP PROJECTS ONLY TIMELINE 152 CITY OF GOODYEAR CAPITAL IMPROVEMENT PLAN – FY2019-2023 FY2019 CIP PROJECTS ONLY TIMELINE 153 ARTS & PARKS PROGRAM BY PROJECT AND FUND CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM ARTS & PARKS PROGRAM BY PROJECT AND FUND PROJECT NUMBER PROJECT NAME FY2018-19 FUND NAME FY2019-20 FY2020-21 FY2021-22 FY2022-23 TOTAL Public Art: Goodyear 75th Anniversary C50PA001 General $ - $ - $ 60,000 $ - $ - $ 60,000 Public Art: Goodyear Community Park C50PA002 General $ 20,000 $ - $ - $ - $ - $ 20,000 Newland Reimbursement EMR Park C2100001 $ 444,900 $ 630,500 $ 3,316,600 $ 829,200 $ - 20,000 - $ 849,200 $ - $ - $ - $ - $ 849,200 DIF-Parks South Recreation Campus-Central Goodyear DIF-Parks N/C 30-Acre Park Recreation Campus-Central Goodyear C50PA003 General 30-Acre Park-Art Recreation Campus-Central Goodyear 30-Acre Park Total 512,900 $ 747,000 $ $ - 981,300 $ $ - - $ - - $ - 829,200 20,000 ZIZ Water Feature Renovation C6000001 General $ 5,400 $ - $ - $ - $ - $ 5,400 Recreation Campus-Aquatic Facility C5000001 G.O. Bonds $ 573,300 $ - $ - $ - $ - $ 573,300 DIF-Parks Pre 2012 $ 629,600 $ - $ - $ - $ - $ 629,600 30,000 - 659,600 $ - $ - $ 659,600 - $ - $ 420,000 630,500 $ 5,904,100 Recreation Campus-Recreation Center Recreation Campus-Recreation Center-Art C5000002 General Recreation Campus-Recreation Center Total Estrella Foothills Park-Softball Fields $ C5000003 General $ TOTAL PROJECTS $ FUNDS General 420,000 $ 2,972,400 $ FY2018-19 $ - 512,900 $ FY2019-20 - - $ - $ 807,000 $ FY2020-21 - - $ - $ 981,300 $ FY2021-22 FY2022-23 TOTAL 495,400 $ - $ - $ - $ 555,400 G.O. Bonds 573,300 - - - - 573,300 Parks Community Facilities Pre 2012 Impact Fee (DIF) 629,600 - - - - 629,600 Parks North/Central 2014 Impact Fee (DIF) 829,200 - - - - 829,200 Parks South 2014 Impact Fee (DIF) 444,900 512,900 747,000 981,300 630,500 3,316,600 512,900 $ 807,000 $ 981,300 $ 630,500 $ 5,904,100 TOTAL PROJECTS $ 2,972,400 154 $ 60,000 $ 30,000 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM ARTS & PARKS PROJECT DESCRIPTION 155 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM ARTS & PARKS PROJECT DESCRIPTION 156 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM ARTS & PARKS PROJECT DESCRIPTION 157 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM ARTS & PARKS PROJECT DESCRIPTION 158 FACILITIES AND TECHNOLOGY PROGRAM BY PROJECT AND FUND CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM FACILITIES AND TECHNOLOGY PROGRAM BY PROJECT AND FUND PROJECT NAME PROJECT NUMBER FUND NAME FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2022-23 TOTAL Municipal Court Security Improvements and Parking Study C1500001 General $ 30,000 $ - $ - $ - $ - $ 30,000 Building Safety Office and Development Counter Remodel C4000001 General $ 17,600 $ - $ - $ - $ - $ 17,600 Library Build Out C5000004 DIF-Library $ 45,900 $ - $ - $ - $ - $ 45,900 911 Telecommunications Center UPS-Backup Batteries C6000003 General $ 35,000 $ - $ - $ - $ - $ 35,000 City Hall Renovations C6000002 General $ 46,000 $ - $ - $ - $ - $ 46,000 Fire Station 188, West Goodyear-Apparatus C3000002 DIF-Fire N/C $ 820,000 $ - $ - $ - $ - $ 820,000 Newland Reimbursement-Fire Station C2100002 DIF-Fire South $ 513,300 $ 791,800 $ 1,071,100 $ 3,411,600 Fire Stations Carpet Removal C3000005 General $ 125,000 $ DIF-Fire South $ Fire Station 186, EMR Fire Station 186, EMR Art C3000003 Fire Station 186, EMR Total Fire Station 181 Replacement Fire Station 181 Replacement Art G.O. Bonds C3000004 General 607,800 $ - $ - $ - $ - $ 125,000 - $ - $ - $ - $ 5,765,400 - - - - 40,000 $ 5,805,400 $ - $ - $ - $ - $ 5,805,400 $ 6,431,000 $ - $ - $ - $ - $ 6,431,000 40,000 $ C3000001 $ 40,000 General Fire Station 181 Replacement Total Fire Station 183 Renovation 5,765,400 General 427,600 $ 6,471,000 $ 159 - - - - 40,000 $ - $ - $ - $ - $ 6,471,000 109,200 $ - $ - $ - $ - $ 109,200 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM FACILITIES AND TECHNOLOGY PROGRAM BY PROJECT AND FUND PROJECT NAME PROJECT NUMBER FY2018-19 FUND NAME 16,640,400 - - - - 16,640,400 DIF-Parks Pre12 2,076,900 - - - - 2,076,900 DIF-Parks 2012 647,800 - - - - 647,800 DIF-Parks N/C Capital Projects/Loan Reserve Total 9,707,400 $ $ - - $ - - $ 9,125,500 - 9,707,400 $ 38,198,000 $ - $ - $ - $ - $ 38,198,000 $ $ - $ 1,200 $ - $ 1,200 Impact Fee Audit DIF-Parks N/C Impact Fee Audit DIF-Parks South 500 - 500 - 500 1,500 Impact Fee Audit DIF-Fire N/C 500 - 500 - 500 1,500 Impact Fee Audit DIF-Fire South 500 - 500 - 500 1,500 Impact Fee Audit DIF-Police 800 - 800 - 800 2,400 Impact Fee Audit DIF-Streets North 1,200 - 1,200 - 1,200 3,600 DIF-Streets Central 1,700 - 1,700 - 1,700 5,100 Impact Fee Audit DIF-Streets South 800 - 800 - 800 2,400 Impact Fee Audit DIF-Water N/C 6,800 - 6,800 - 6,800 20,400 Impact Fee Audit DIF-Water South 5,500 - 5,500 - 5,500 16,500 Impact Fee Audit DIF-WW N/C 4,300 - 4,300 - 4,300 12,900 Impact Fee Audit DIF-WW South 1,200 - 1,200 - 1,200 C2100003 Impact Fee Audit Impact Fee Audit Total 1,200 - - TOTAL G.O. Bonds Capital Projects/Loan Reserve - FY2022-23 General C2100010 $ FY2021-22 Capital Projects/Loan Reserve Capital Projects/Loan Reserve 9,125,500 FY2020-21 Capital Projects/Loan Reserve Capital Projects/Loan Reserve $ FY2019-20 $ 3,600 3,600 $ 25,000 $ - $ 25,000 $ - $ 25,000 $ 75,000 $ 4,200 $ - $ - $ 12,500 $ - $ 16,700 Impact Fee Study DIF-Parks NC Impact Fee Study DIF-Parks South 1,700 - - 5,000 - 6,700 Impact Fee Study DIF-Fire N/C 1,700 - - 5,000 - 6,700 Impact Fee Study DIF-Fire South 1,700 - - 5,000 - 6,700 Impact Fee Study DIF-Police 2,500 - - 7,500 - 10,000 Impact Fee Study DIF-Street North 4,200 - - 12,500 - 16,700 DIF-Street Central 5,800 - - 17,500 - 23,300 Impact Fee Study DIF-Street South 2,500 - - 7,500 - 10,000 Impact Fee Study DIF-Water N/C 22,500 - - 67,500 - 90,000 Impact Fee Study DIF-Water South 18,300 - - 55,000 - 73,300 Impact Fee Study DIF-WW N/C 14,200 - - 42,500 - 56,700 Impact Fee Study DIF-WW South 4,200 - - 12,500 - 250,000 $ - C2100004 Impact Fee Study Impact Fee Study Total $ 83,500 160 $ - $ - $ 16,700 $ 333,500 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM FACILITIES AND TECHNOLOGY PROGRAM BY PROJECT AND FUND PROJECT NUMBER PROJECT NAME Police Building Phase II G.O. Bonds C3500001 Police Building Phase II FY2018-19 FUND NAME $ 153,000 $ DIF-Police Police Building Phase II Total FY2019-20 - FY2020-21 8,500,600 $ FY2021-22 - 5,043,600 $ FY2022-23 - - $ TOTAL - - $ 8,653,600 - 5,043,600 $ 153,000 $ 13,544,200 $ - $ - $ - $ 13,697,200 150,000 $ - $ - $ - $ - $ 150,000 New Ballpark Concessions Area-Left Field C50BP001 Ballpark Operating $ Ballpark Safety Repairs & Analysis C50BP002 Ballpark Operating $ 1,260,000 $ - $ - $ - $ - $ 1,260,000 Financial System Implementation Project C2100008 General $ 2,459,300 $ - $ - $ - $ - $ 2,459,300 1,096,100 $ 73,089,700 TOTAL PROJECTS $ FUNDS General $ 56,347,200 $ 13,971,800 $ FY2018-19 FY2019-20 632,800 $ FY2020-21 1,041,800 $ FY2021-22 FY2022-23 TOTAL 12,027,600 $ - $ - $ - $ - $ Ballpark Operating 1,410,000 - - - - 1,410,000 G.O. Bonds 23,224,400 8,500,600 - - - 31,725,000 822,200 - 500 5,000 500 828,200 Fire South 2014 Impact Fee (DIF) 6,280,900 427,600 608,300 796,800 1,071,600 9,185,200 Library Pre-2012 Impact Fee (DIF) 45,900 - - - - 45,900 2,076,900 - - - - 2,076,900 647,800 - - - - 647,800 9,712,800 - 1,200 12,500 1,200 9,727,700 Fire North and Central 2014 Impact Fee (DIF) Parks Community Facilities Pre 2012 Impact Fee (DIF) Parks Community Facilities 2012 Impact Fee (DIF) Parks North/Central 2014 Impact Fee (DIF) 12,027,600 Parks South 2014 Impact Fee (DIF) 2,200 - 500 5,000 500 8,200 Police Impact Fee (DIF) 3,300 5,043,600 800 7,500 800 5,056,000 Streets North 2014 Impact Fee (DIF) 5,400 - 1,200 12,500 1,200 20,300 Streets Central 2014 Impact Fee (DIF) 7,500 - 1,700 17,500 1,700 28,400 Streets South 2014 Impact Fee (DIF) 3,300 - 800 7,500 800 12,400 Water North and Central 2014 Impact Fee (DIF) 29,300 - 6,800 67,500 6,800 110,400 Water South 2014 Impact Fee (DIF) 23,800 - 5,500 55,000 5,500 89,800 Wastewater North and Central 2014 Impact Fee (DIF) 18,500 - 4,300 42,500 4,300 69,600 Wastewater South 2014 Impact Fee (DIF) 5,400 - 1,200 12,500 1,200 20,300 632,800 $ 1,041,800 $ 1,096,100 $ TOTAL FUNDS $ 56,347,200 $ 161 13,971,800 $ 73,089,700 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM FACILITIES & TECHNOLOGY PROJECT DESCRIPTIONS 162 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM FACILITIES & TECHNOLOGY PROJECT DESCRIPTION 163 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM FACILITIES & TECHNOLOGY PROJECT DESCRIPTION 164 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM FACILITIES & TECHNOLOGY PROJECT DESCRIPTION 165 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM FACILITIES & TECHNOLOGY PROJECT DESCRIPTION 166 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM FACILITIES & TECHNOLOGY PROJECT DESCRIPTION 167 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM FACILITIES & TECHNOLOGY PROJECT DESCRIPTION 168 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM FACILITIES & TECHNOLOGY PROJECT DESCRIPTION 169 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM FACILITIES & TECHNOLOGY PROJECT DESCRIPTION 170 STREETS PROGRAM BY PROJECT AND FUND CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM STREETS PROGRAM BY PROJECT AND FUND PROJECT NAME PROJECT NUMBER FUND NAME FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2022-23 TOTAL Yuma Cotton Lane to Sarival C4200015 General $ - $ 2,913,500 $ 6,092,700 $ - $ - $ 9,006,200 Yuma Rd. and Bullard Ave. C4200004 DIF-Streets Central $ - $ 2,972,700 $ 6,569,800 $ - $ - $ 9,542,500 Perryville Road and Indian School Road Traffic Signal C4200012 HURF $ 400,000 $ - $ - $ - $ - $ 400,000 Estrella Parkway and San Miguel Drive Traffic Signal C4200013 DIF-Streets South $ 553,500 $ - $ - $ - $ - $ 553,500 Fiber Optic Conduit: Goodyear Blvd C4200014 HURF $ 67,300 $ - $ - $ - $ - $ 67,300 Van Buren Street, Estrella Parkway to Sarival C4200007 General $ 3,200,000 $ - $ - $ - $ - $ 3,200,000 Development Reimbursement for Traffic Signal C4200008 DIF-Streets South $ 180,000 $ - $ - $ - $ - $ 180,000 Riggs Road Survey, Land Acquisition and Repair C4200009 General $ 202,300 $ - $ - $ - $ - $ 202,300 Recreation Campus-Harrison Half St-158th to Estrella Pkwy C4200001 General $ 632,600 $ - $ - $ - $ - $ 632,600 Recreation Campus-Estrella Pkwy-One LaneHarrison to Goodyear Blvd. C4200002 General $ 413,900 $ - $ - $ - $ - $ 413,900 86 Acre Recreation Campus-RID Relocation C4200003 General $ 1,245,900 Sarival Avenue: Jefferson Street to Yuma Rd General $ Sarival Avenue: Jefferson Street to Yuma Rd DIF-Streets Central C4200005 Sarival Avenue: Jefferson Street to Yuma Rd Total 1,245,900 $ - $ - $ - $ - $ 53,000 $ - $ - $ - $ - $ 1,722,000 - - - - 53,000 1,722,000 $ 1,775,000 $ - $ - $ - $ - $ 1,775,000 Fiber Optic Conduit: Elwood St; Cotton Lane C4200006 General $ 54,100 $ - $ - $ - $ - $ 54,100 I-10/Loop 303 Phase 2 Landscape C4200010 General $ 25,900 $ - $ - $ - $ - $ 25,900 Traffic Signals-146th & Camelback C4200011 General $ 385,000 $ - $ - $ - $ - $ 385,000 TOTAL PROJECTS $ 9,135,500 $ - $ 27,684,200 171 5,886,200 $ 12,662,500 $ - $ CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM STREETS PROGRAM BY PROJECT AND FUND FUNDS General FY2018-19 $ FY2020-21 TOTAL - $ - $ - - - - 467,300 Streets Central 2014 Impact Fee (DIF) 1,722,000 2,972,700 6,569,800 - - 11,264,500 - - - - $ - $ 733,500 9,135,500 $ 172 5,886,200 $ 6,092,700 $ FY2022-23 467,300 TOTAL FUNDS $ 2,913,500 $ FY2021-22 Highway User Revenue Fund (HURF) Streets South 2014 Impact Fee (DIF) 6,212,700 $ FY2019-20 12,662,500 $ 15,218,900 733,500 27,684,200 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM STREETS PROJECT DESCRIPTION 173 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM STREETS PROJECT DESCRIPTION 174 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM STREETS PROJECT DESCRIPTION 175 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM STREETS PROJECT DESCRIPTION 176 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM STREETS PROJECT DESCRIPTION 177 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM STREETS PROJECT DESCRIPTION 178 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM STREETS PROJECT DESCRIPTION 179 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM STREETS PROJECT DESCRIPTION 180 WATER PROGRAM BY PROJECT AND FUND CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM WATER PROGRAM BY PROJECT AND FUND PROJECT NAME PROJECT NUMBER FUND NAME FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2022-23 Increase Booster Capacity at Site #12 C60WA010 DIF-Water N/C $ - $ - $ - $ - $ Reverse Osmosis Membrane Replacement C60WA012 Water Enterprise $ 100,000 $ - $ - $ - $ 75,000 $ - $ - $ - IWMP North Waterman Wash Amendment Water Enterprise Phase I IWMP North Waterman Wash Amendment C60WA013 WW Enterprise Phase I IWMP North Waterman Wash Amendment Phase I Total Adaman Well #3 Developer Reimburse Adaman Well #3 75,000 - 271,500 $ 271,500 $ - $ 100,000 $ - $ 75,000 - 75,000 - $ 150,000 $ - $ - $ - $ - $ 150,000 $ 2,459,300 $ - $ - $ - $ - $ 2,459,300 - 2,881,000 C60WA004 18 Water Bonds Adaman Well #3 Total - TOTAL 2,881,000 $ 5,340,300 $ - $ - $ $ $ 5,340,300 966,400 $ 4,820,700 - $ 468,900 C2100009 DIF-Water N/C $ 965,600 $ 963,400 $ Debt Service-Impact Fee Share C2100009 DIF-Water N/C $ 328,100 $ 140,800 $ - $ - $ Newland Zone 3 Reimbursement C2100005 DIF-Water South $ 5,338,700 $ 7,442,700 $ 7,437,200 $ 7,387,700 $ Liberty Potable Interconnects C60WA005 18 Water Bonds $ 368,000 $ - $ - $ - $ - $ 368,000 CAP Subcontract Capital Charges C60WA006 Water Enterprise $ 603,800 $ 634,000 $ 699,000 $ 734,000 $ 3,336,500 Differential Impact Fee Credits C60WA007 Water Enterprise $ 835,600 $ 860,700 $ - $ - $ - $ 1,696,300 Water Line Oversizing C60WA008 Water Enterprise $ 546,400 $ 562,800 $ - $ - $ - $ 1,109,200 New Well 26 16 Water Bonds $ - $ - $ - $ - $ 312,000 New Well 26 C60WA002 18 Water Bonds - 7,122,000 New Well 26 Total $ Surface Water Project Go Bonds Surface Water Project 18 Water Bond Surface Water Project Surface Water Project Surface Water Project Surface Water Project Total C60WA003 312,000 $ $ - 665,700 $ - 964,500 $ - Debt Service GRIC-Impact Fee Share 7,122,000 960,800 $ - - 7,437,200 $ 35,043,500 7,434,000 $ - $ - $ - $ - 4,392,800 $ - $ - $ - $ - $ 4,392,800 - 30,331,300 30,331,300 - - - $ 7,434,000 Water Enterprise 4,361,700 - - - - 4,361,700 Dev Reimbursement 32,000,000 - - - - 32,000,000 - 40,549,900 DIF-Water N/C 40,549,900 $ 111,635,700 181 $ - $ - $ - $ - $ 111,635,700 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM WATER PROGRAM BY PROJECT AND FUND PROJECT NUMBER PROJECT NAME Site 12 Improvements and Increased Capacity FUND NAME DIF-Water N/C Site 12 Improvements and Increased Capacity 18 Water Bonds C60WA001 Site 12 Improvements and Increased Capacity Total New Potable Water Interconnect with City of Avondale C60WA009 Water Enterprise TOTAL PROJECTS FY2018-19 $ 1,219,500 $ $ 19,701,300 FY2020-21 - 18,481,800 $ FY2021-22 - - $ FY2022-23 - - $ - TOTAL - $ 1,219,500 - 18,481,800 $ - $ - $ - $ - $ 19,701,300 - $ 780,000 $ - $ - $ - $ $ 153,347,500 $ 11,384,400 $ 9,063,700 $ 9,051,200 $ FY2018-19 FY2019-20 $ FUNDS Water Enterprise FY2019-20 $ 6,522,500 Wastewater Enterprise $ FY2020-21 2,837,500 $ FY2021-22 665,700 $ 9,409,100 FY2022-23 699,000 $ 780,000 $ 192,255,900 TOTAL 734,000 11,458,700 75,000 - - - - 75,000 G.O. Bonds 4,392,800 - - - - 4,392,800 Water Bonds (16 & 18) 59,496,100 - - - - 59,496,100 Water Development Reimbursement 34,459,300 - - - - 34,459,300 Water North and Central 2014 Impact Fee (DIF) Water South 2014 Impact Fee (DIF) 43,063,100 1,104,200 960,800 964,500 1,237,900 47,330,500 5,338,700 7,442,700 7,437,200 7,387,700 7,437,200 35,043,500 TOTAL FUNDS $ 153,347,500 $ 11,384,400 9,409,100 $ 192,255,900 182 $ 9,063,700 $ 9,051,200 $ CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM WATER PROJECT DESCRIPTION 183 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM WATER PROJECT DESCRIPTION 184 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM WATER PROJECT DESCRIPTION 185 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM WATER PROJECT DESCRIPTION 186 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM WATER PROJECT DESCRIPTION 187 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM WATER PROJECT DESCRIPTION 188 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM WATER PROJECT DESCRIPTION 189 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM WATER PROJECT DESCRIPTION 190 WASTEWATER PROGRAM BY PROJECT AND FUND PROJECT NAME PROJECT NUMBER CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM WASTEWATER PROGRAM BY PROJECT AND FUND FUND NAME FY2018-19 Rainbow Valley Water Reclamation Facility-Disc C60WW012 WW Enterprise Filter Replacement $ LS 2 Del Camino Lift Station-Rehabilitation C60WW013 WW Enterprise $ Differential Impact Fee Credits C60WW006 WW Enterprise WW Line Oversizing C60WW008 WW Enterprise Goodyear WRF Expansion and Site WW Enterprise Improvements Goodyear WRF Expansion and Site WW Bonds Improvements Goodyear WRF Expansion and Site DIF-WW North Improvements C60WW001 Goodyear WRF Expansion and Site DIF-WW 2012 Improvements Goodyear WRF Expansion and Site DIF-WW Pre 2012 Improvements Goodyear WRF Expansion and Site Improvements Total FY2019-20 FY2021-22 FY2022-23 TOTAL 886,500 $ - $ - $ - $ 1,056,500 $ 135,000 $ - $ - $ - $ 135,000 $ 671,100 $ 671,100 $ - $ - $ - $ 1,342,200 $ 750,000 $ 750,000 $ - $ - $ - $ 1,500,000 - $ - $ - $ 2,845,000 $ 170,000 $ FY2020-21 - 2,845,000 $ - $ 5,300,000 - - - - 5,300,000 6,889,200 - - - - 6,889,200 132,200 - - - - 132,200 130,600 - - - - 130,600 $ 15,297,000 $ - $ - $ - $ - $ 15,297,000 Newland WW Reimbursement C2100007 DIF-WW South $ 863,000 $ 1,163,500 $ 1,348,400 $ 1,476,200 $ - $ 4,851,100 Manhole Rehabilitation or Replacements C60WW009 WW Enterprise $ 541,000 $ 1,125,000 $ - $ - $ - $ 1,666,000 Perryville Grinder Station C60WW004 WW Enterprise $ 313,800 $ - $ - $ - $ - $ 313,800 Quarter Section 59: Sewer Pipe Rehabilitation or C60WW003 WW Enterprise Replacements $ 250,000 $ - $ - $ - $ - $ 250,000 Rainbow Valley WRF Return/Waste Activated Sludge Pump Station Improvements C60WW002 WW Enterprise $ 79,500 $ - $ - $ - $ - $ 79,500 Wells Fargo Lift Station and Force Main Rehabilitation C60WW014 WW Enterprise $ 485,500 $ - $ - $ - $ - $ 485,500 Corgett WRF Chlorine Contact Basin Upgrades C60WW010 WW Enterprise $ 163,600 $ - $ - $ - $ - $ 163,600 LS 3 Palm Valley Lift Station-Rehabilitation C60WW005 WW Enterprise $ 93,600 - $ - $ - $ - $ 93,600 191 $ CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM WASTEWATER PROGRAM BY PROJECT AND FUND PROJECT NUMBER PROJECT NAME FY2018-19 FUND NAME Debt Service-Impact Fee Share C2100006 DIF-WW N/C $ 962,900 $ El Cidro Sewer Line C60WW007 WW Enterprise $ 364,000 $ TOTAL PROJECTS $ 21,005,000 $ FUNDS Wastewater Enterprise FY2018-19 $ FY2020-21 962,200 $ - 987,800 $ $ 5,693,300 $ FY2019-20 FY2021-22 - FY2020-21 - 339,700 $ $ 1,815,900 $ FY2021-22 TOTAL - 3,592,300 $ 364,000 339,700 $ 31,190,100 FY2022-23 TOTAL - $ - $ - $ 10,294,700 - - - - 5,300,000 Wastewater Pre 2012 Impact Fee (DIF) 130,600 - - - - 130,600 Wastewater 2012 Impact Fee (DIF) 132,200 - - - - 132,200 7,852,100 962,200 987,800 339,700 339,700 3,592,300 863,000 1,163,500 1,348,400 1,476,200 - 11,740,300 5,693,300 $ 2,336,200 $ 1,815,900 $ Wastewater North and Central 2014 Impact Fee (DIF) Wastewater South 2014 Impact Fee (DIF) TOTAL FUNDS $ 21,005,000 $ 192 3,567,600 $ 339,700 $ $ 2,336,200 $ FY2022-23 5,300,000 Wastewater Bonds 6,727,100 $ FY2019-20 339,700 $ 31,190,100 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM WASTEWATER PROJECT DESCRIPTION 193 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM WASTEWATER PROJECT DESCRIPTION 194 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM WASTEWATER PROJECT DESCRIPTION 195 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM WASTEWATER PROJECT DESCRIPTION 196 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM WASTEWATER PROJECT DESCRIPTION 197 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM WASTEWATER PROJECT DESCRIPTION 198 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM WASTEWATER PROJECT DESCRIPTION 199 CITY OF GOODYEAR FY2019-2023 CAPITAL IMPROVEMENT PROGRAM WASTEWATER PROJECT DESCRIPTION 200 Annual Budget / Fiscal Year 2018-2019 City of Goodyear Debt Service DEBT SERVICE SUMMARY DEBT MANAGEMENT DEBT MANAGEMENT The City of Goodyear uses General Obligation (G.O.), Revenue and Public Improvement Corporation (PIC) Bonds to finance capital improvement projects. G.O. Bond debt service is paid from secondary property taxes and utility revenues. Revenue Bonds are paid from utility revenues. Public Improvement Corporation (PIC) financed debt are backed by an excise tax pledge. The FY2019 capital improvement plan includes $93 million in bond spending to pay for the projects. This amounts to 38% of the total FY2019 capital improvement plan. The largest capital project is the construction of the Surface Water Project at $34.7 million. Site #12 improvements is the second largest project. The Capital Projects Loan Reserve purpose is to protect existing projects still being reviewed such as the Recreation Campus and may only be allocated to projects with Council approval. FY2018-19 BONDS BY PROJECTS New Well 26, $7.4M Fire Station #181, $6.4M Capital Projects Loan Reserve, $16.7M Reclamation Facility, $5.3M Site #12 Improvements, $18.5M Other Projects, $4.0M Surface Water Project, $34.7M The City Council has adopted financial policies that includes debt management to provide capacity to build capital projects while also maintaining conservative financial practices. In addition to self–imposed financial policies shown below, the use of bonded debt is limited by State statute, assessed valuations established by Maricopa County, and financial markets. The city has instituted a conservative plan of financing for capital improvement projects. The main objectives of the plan are: • • Evaluate all possible funding mechanisms Utilize debt structure that match the useful lives of the projects being financed The city’s financial policy on debt management states that debt should be maintained at a level considered manageable by the bond rating agencies. Outlined below is the debt section of the city’s financial policy. 201 Annual Budget / Fiscal Year 2018-2019 Debt Service City of Goodyear A. Short-term borrowing or lease-purchase contracts should be considered for financing major operating capital equipment when the Finance Director along with the city’s financial advisor determines and recommends that this is in the city’s best interest. Lease/purchase decisions should have the concurrence of the appropriate operating manager. B. Annual short-term debt payments should not exceed 5% of annual revenue or 20% of total annual debt. C. City of Goodyear Public Improvement Corporation lease payments are funded by an excise tax pledge. These type of bonds require a “coverage ratio” 1.50 to 1.00 of pledged excise tax revenue to debt payment. D. Maintain and sell new General Obligation Bonds only when the combined Property Tax Rate of $1.74 or lower can be achieved. E. Annual levy calculations should be at the maximum amount allowed for the city’s primary property tax. F. Maintain bond rating of investment grade from Moody’s or Standard and Poor’s. G. Enterprise Funds should finance Water and Wastewater Bond sales where appropriate. H. Bonds should not be financed by General Funds unless necessary. If General Funds finance bonds, the combined annual debt service shall not exceed ten percent (10%) of the current three years average operating revenues of the General Funds. Construction Sales Tax revenues considered as ongoing revenue will be included in computing the applicable revenue beginning with FY2019. Identifying and forecasting available revenues for servicing principal and interest payments is a key factor in planning for new debt issuances. Outstanding existing debt service, capacity limitations and cash flow analysis are all viewed as part of the capital budgeting and financing process. Multi-year rate plans and fund forecasts are prepared for utilities, secondary property tax and the General Fund. Annual debt service payments are included in the operating budget. Total outstanding debt service requirements for the city is $391,696,901. TOTAL DEBT SERVICE REQUIREMENTS OUTSTANDING Type of Bond Remaining Maturity Dates Principal Interest Total Debt Service Requirements To Maturity $ 31,770,715 $ 128,835,715 General Obligation Bonds (G.O.) 07/01/2019-07/01/2037 $ 97,065,000 Public Improvement Corporation (PIC) Bonds 07/01/2019-07/01/2032 107,232,863 35,047,439 142,280,302 Improvement District Bonds 07/01/2019-01/01/2032 34,870,000 14,321,737 49,191,737 Water and Sewer Revenue Bonds* 07/01/2019-07/01/2049 41,838,972 29,550,175 71,389,147 $ 281,006,835 $ 110,690,066 $ 391,696,901 Total Debt Service Requirements *Includes $3,736,002 for WIFA 202 Annual Budget / Fiscal Year 2018-2019 City of Goodyear Debt Service Below is a graphical look at 15 years of Annual Debt Service Requirements. PIC Bonds for baseball and Improvement District Bond for McDowell Road improvement issuances mature in FY2032 reducing the requirements significantly. TOTAL ANNUAL DEBT SERVICE REQUIREMENTS (15 YEARS SHOWN) $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 Principal Interest Analysis of the city’s debt position is essential, as the currently planned 5-year capital improvement projects will require new Property Tax and Revenue Bonds sales. The city actively manages its debt portfolio. Debt is refunded if doing so provides cost savings. Cost saving refundings were completed in FY2016 and FY2017 reducing PIC, G. O. and Revenue Bond debt service. The terms were not extended in any of these refundings. The amount of debt that can be supported by the operating budget helps determine the amount of the bonds that can be sold in any given fiscal year. Operating budget resources as governed by the city’s revenue and by its budget stability and debt management policies, determine the level of debt. The city’s debt policy contains guidelines to help the city stay within a sound fiscal framework despite variations in the amount of resources available for debt service. TOTAL DEBT AS A PERCENT OF TOTAL OPERATING BUDGET FY2019 FY2018 FY2017 FY2016 FY2015 0% 2% 4% 6% 8% 203 10% 12% 14% Annual Budget / Fiscal Year 2018-2019 Debt Service City of Goodyear Debt service expenditures include payments of principal, interest, costs of issuance and related costs such as trustee fees, and reserve requirements for bonds issued. The budget assumes $6.5 million in new G.O. Bonds, and $63.1 million in new Water and Sewer Revenue Bonds will be issued in FY2019 with half a year of principal and interest payments. Water and sewer related projects may be presented to the city’s electorate to be issued as either Revenue or General Obligation Bonds. This allows the city the flexibility to determine what is the best type of bond to be issued at the time of the bond sale. FY2019 debt service expenditures are funded as follows: Ballpark (30%), Water (24%), Secondary Property Tax (17%), Wastewater (15%), Improvement District (10%), and General Fund (4%). FY2019 DEBT SERVICE BY FUND McDowell Improvement District 10% Wastewater Operating Fund 15% Secondary Property Tax 17% General Fund 4% Ballpark Operating Fund 30% Water Operating Fund 24% The chart below includes existing payments due and new debt planned for issue in FY2019. PLANNED DEBT SERVICE BY FUND $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 FY2019 FY2020 FY2021 FY2022 FY2023 Ballpark Operating Fund Water Operating Fund Wastewater Operating Fund Debt Service Fund McDowell Improvement District General Fund 204 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Debt Service Previous refundings structured principal payments to achieve level debt service payments to eliminate originally funded late principal payments. By restructuring the debt, the required principal and interest payments have a slight downward trend. The General Fund debt obligations will end in FY2023. Bond Ratings BOND RATINGS BOND RATINGS The city has its General Obligation Bond credit reviewed by two national bond-rating agencies. In January 2018, Moody’s upgraded Water and Sewer Revenue Bonds. This included both senior lien and subordinate lien bonds. The change in rating went from A2 to Aa3. In May, Moody’s reviewed and assigned a new rating to the Improvement District Bonds. The rating change went from A1 to Aa3. In February 2015, Standard & Poor’s has upgraded the city’s G.O. Bond ratings. In April 2016, the city’s G.O. Bond ratings were assigned a positive outlook by Moody’s - reflective of their view that the city’s strong financial profile may be consistent with that of a higher rating category. Higher ratings generate significant savings for the City of Goodyear in favorable interest rates. In March 2014, Goodyear’s rating for Water & Sewer Revenue Bonds was raised by Standard & Poor’s and then in April 2016 the subordinate lien rating was separated to differentiate it from the senior lien rating as part of a Standard & Poor’s rating criterion change. General Obligation Bonds (G.O.) Moody’s Standard & Poor’s Aa2 AA Public Improvement Corporation (PIC) Bonds Moody’s Standard & Poor’s Aa3 AA- Water & Sewer Revenue Bonds Senior Lien Moody’s Standard & Poor’s Aa3 AA- Water & Sewer Revenue Bonds Subordinate Lien Moody’s Standard & Poor’s Aa3 A+ Improvement District Bonds Moody’s Standard & Poor’s Aa3 A 205 Annual Budget / Fiscal Year 2018-2019 Debt Service City of Goodyear FY2019 DEBT SERVICE BY TYPE FY2019 DEBT SERVICE BY TYPE In FY2019, the largest type of debt service are General Obligation (G.O.) Bonds totaling $12.9 million or 38% of total debt service. This is due to a large principal payment in the G.O. 2017 issuance for the Recreation Campus, Fire Stations and the Water Surface Treatment Plant. G.O. debt is paid from both secondary property tax levies and utility revenues. Other debt includes Public Improvement Corporation (PIC) Bonds totaling $11.6 million or 34%, Water and Sewer Revenue Bonds totaling $5.8 million or 17%, Improvement Districts (ID) totaling $3.5 million or 10% and Water Infrastructure Finance Authority (WIFA) totaling $0.3 million or 1% of debt. Total debt service includes bond issuance costs of $300,000 for FY2019. Below is a graphical view of the six-year planned debt service payments by type. As older bonds mature in later years, this leaves additional capacity for future debt, if needed. PLANNED DEBT SERVICE BY TYPE $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 FY2019 FY2020 FY2021 G.O. Bonds Public Improvement Bonds Improvement District WIFA 206 FY2022 FY2023 Water & Sewer Revenue Bonds City of Goodyear Annual Budget / Fiscal Year 2018-2019 Debt Service The table below summarizes by issuance the total outstanding principal and interest on city debt obligations for the next five years. 5-YEAR DEBT PAYMENT SCHEDULE Payments FY2023 Payments FY2019 Payments FY2020 Payments FY2021 $ 3,762,200 $ 1,194,300 $ 1,305,300 General Obligation Refunding Bonds Series 2016 5,308,000 5,295,000 5,289,300 5,272,700 5,254,500 General Obligation Refunding Bonds Series 2014 3,174,000 3,213,000 - - - General Obligation Refunding Bonds Series 2010 204,200 204,200 579,200 575,000 575,000 Bond Discription Payments FY2022 Secondary Property Tax Funded Debt General Obligation Bond Series 2017 $ 713,200 $ 713,200 Taxable General Obligation Refunding Bonds Series 2010 224,800 329,800 656,200 680,800 688,400 General Obligation Refunding Bonds Series 2009 285,800 285,800 285,800 285,800 285,800 $ 12,959,000 $ 10,522,100 $ 8,115,800 $ 7,527,500 $ 7,516,900 PIC Series 2017 - MLB Indians Project $ 1,272,800 $ 1,271,400 $ 1,269,000 $ 1,270,600 $ 1,271,000 PIC Refunding Bonds, Series 2016A 4,754,800 4,736,800 4,742,400 5,089,800 1,141,800 PIC Refunding Bonds, Series 2016B 3,000,400 3,020,800 3,011,200 2,927,400 2,623,000 PIC Tax-Exempt Revenue Bonds, Series 2012A 1,021,200 1,021,200 1,021,200 1,021,300 1,021,300 Secondary Property Tax Funded Debt Total Public Improvement Corporation Funded Debt PIC Taxable Revenue Bonds, Series 2012B 126,800 126,800 126,900 127,000 126,900 PIC Revenue Refunding Bonds, Series 2011A 1,397,400 1,395,200 1,397,800 1,135,200 5,385,200 $ 11,573,400 $ 11,572,200 $ 11,568,500 $ 11,571,300 $ 11,569,200 $ 2,482,400 $ 2,082,800 $ 2,001,600 $ 1,854,400 $ 1,784,400 Water & Sewer Revenue and Refunding Obligations, Series 2016 1,390,600 1,395,400 1,433,700 446,200 444,800 Water & Sewer Revenue Obligations, Series 2011 1,048,200 1,050,000 1,046,200 1,048,600 1,048,800 Water & Sewer Revenue Obligations, Series 2010 827,000 827,000 827,000 1,127,000 1,127,000 Water & Sewer Revenue Refunding Bonds, Series 2009 21,800 21,800 21,800 21,800 21,800 $ 5,770,000 $ 5,377,000 $ 5,330,300 $ 4,498,000 $ 4,426,800 $ 339,600 $ 339,600 $ 339,600 $ 339,700 $ 339,700 $ 339,600 $ 339,600 $ 339,600 $ 339,700 $ 339,700 Public Improvement Corporation Funded Debt Total Water & Sewer Revenue Funded Debt Water & Sewer Planned Revenue Obligations, Series 2019 Water & Sewer Revenue Funded Debt Total Water Infrastructure Finance Authority Funded Debt 2009 Loan Water Infrastructure Finance Authority Funded Debt Total Improvement District Funded Debt McDowell Road Commercial Corridor Improvement District $ 3,534,700 $ 3,530,500 $ 3,531,300 $ 3,526,800 $ 3,521,900 Improvement District Funded Debt Total $ 3,534,700 $ 3,530,500 $ 3,531,300 $ 3,526,800 $ 3,521,900 TOTAL DEBT SERVICE PAYMENTS (ALL BONDS)** $ 34,176,700 $ 31,341,400 $ 28,885,500 $ 27,463,300 $ 27,374,500 **Does not include fiscal agent fees 207 Annual Budget / Fiscal Year 2018-2019 Debt Service City of Goodyear General Obligation (G.O. Bonds) GENERAL OBLIGATION (G.O. BONDS) All projects funded by property tax backed with General Obligation Bonds require voter approval through a citywide election. The Arizona Constitution limits a city’s bonded debt capacity to certain percentages of the city’s net assessed secondary property value and by the type of project to be constructed with G.O. Bonds. For projects involving water, sewer, artificial lighting, parks, open space, recreational facility improvements, public safety, and streets and transportation; the city can issue G.O. Bonds up to 20% of its net assessed limited property value. For any other general-purpose improvements, the city may issue bonds up to 6% of its net assessed limited property value. GENERAL OBLIGATION DEBT SERVICE BY PURPOSE Fiscal Year FY2019 Water and Sewer $ 8,331,539 $ Parks and Recreation 2,283,050 $ Street and Highway Total Fire Facilities Ballpark Public Buildings G.O. DS Outstanding 939,172 $ 751,941 $ 752,762 $ 21,050 $ 13,079,514 FY2020 7,590,491 999,446 1,041,802 238,669 751,905 20,600 10,642,913 FY2021 5,209,556 1,055,842 935,411 260,956 753,279 20,150 8,235,194 FY2022 5,029,633 758,629 932,089 142,577 750,722 24,550 7,638,200 FY2023 5,020,044 756,436 928,619 142,577 746,286 24,150 7,618,112 FY2024 5,053,054 756,598 937,009 142,577 746,613 23,350 7,659,201 FY2025 5,034,119 754,902 931,536 142,577 743,184 22,550 7,628,868 FY2026 5,020,665 755,440 930,158 142,577 744,273 26,750 7,619,863 FY2027 5,882,371 1,178,246 526,013 382,433 25,750 7,994,813 FY2028 5,411,938 1,235,965 398,253 405,419 7,451,575 FY2029 5,402,817 1,233,431 399,557 404,420 7,440,225 FY2030 3,635,555 1,127,105 400,498 450,842 5,614,000 FY2031 2,318,991 1,126,605 401,074 450,642 4,297,312 FY2032 2,321,225 1,123,170 402,125 449,268 4,295,788 FY2033 2,332,348 1,116,674 405,796 446,669 4,301,487 FY2034 2,333,935 1,117,173 406,110 446,869 4,304,087 FY2035 2,345,348 1,116,174 409,046 446,470 4,317,038 FY2036 2,354,173 1,113,676 411,569 445,470 4,324,888 FY2037 2,383,993 1,122,170 417,606 448,868 4,372,637 $ 83,011,795 $ 20,730,732 $ 12,153,443 $ 6,741,821 $ 5,989,024 $ 208,900 $ 128,835,715 Although the principal and interest on the 20% limit bonds can be paid with property tax revenues, the debt service may also be paid by revenues generated from the utility or a combination of both sources of revenue. The city currently pays debt service on existing G.O. Bonds from both property taxes and utility system revenues. 208 Annual Budget / Fiscal Year 2018-2019 City of Goodyear Debt Service Constitutional Debt Limit Calculations: GENERAL OBLIGATION BONDS All Other Purposes 6% Constitutional Debt Limits Net Secondary Assessed Valuation $ Outstanding Debt 57,852,090 Water/Sewer Lights, Open Space and Parks $ - Available Borrowing Capacity $ 57,852,090 192,840,302 106,320,000 $ 299,160,302 For water and sewer projects funded by G.O. Bonds, the city has used water and sewer revenues to pay debt service. However, if those utility system revenues are not sufficient to pay the principal and interest on the bonds, then the city is required to levy and collect property taxes sufficient to pay the debt service. Below is a table of the Historical Assessed Property Value. The impacts of the recession are evident in tax years 2010 through 2014. Beginning in 2015, the assessed values began their ascent. The FY2019 assessed valuations are still below the FY2010 peak. This drop in assessed valuations resulted in the city discontinuing planned bond funded projects. As the economy is improving, planned funded projects have been reintroduced beginning in FY2018. Note the years shown in the table are Maricopa County Property Tax years. Property tax year 2018 is the FY2019 budget assessed valuation. HISTORICAL ASSESSED PROPERTY VALUE Tax Year Assessed Value % of Growth 2018 $ 964,201,508 10.67% 2017 $ 871,205,504 11.08% 2016 $ 784,276,467 18.90% 2015 $ 659,588,897 11.75% 2014 $ 590,258,652 -2.54% 2013 $ 605,642,183 -10.01% 2012 $ 673,001,828 -20.71% 2011 $ 848,758,886 -13.64% 2010 $ 982,856,423 -1.79% 2009 $ 1,000,721,049 30.94% 2008 $ 54.42% 764,237,138 209 Annual Budget / Fiscal Year 2018-2019 Debt Service City of Goodyear Below is a graphical view of the same historical data by city fiscal year. TOTAL BUDGET $1,200,000,000 $1,000,000,000 $800,000,000 $600,000,000 $400,000,000 $200,000,000 $0 The total outstanding debt, as of June 30, 2018, for G.O. Bonds is $128,835,715. This includes both principal and interest. The G.O. Bond debt service payments are reduced as older debt obligations mature and leave capacity available for planned issues of new bonds. Debt is structured differently for each bond and can vary when principal and interest payments are due. G.O. Bond debt is aligned with the financial policy to maintain a property tax rate of $1.74 or lower. (City Budget Schedule 7Property Tax). Below are the planned G.O. Bond principal and interest payments over the next 5 years. G.O. BOND PLANNED DEBT SERVICE PAYMENTS Fiscal Year Principal Interest Total Payment FY2019 $ 9,570,400 $ 3,388,600 $ 12,959,000 FY2020 $ 7,390,100 $ 3,132,000 $ 10,522,100 FY2021 $ 5,174,800 $ 2,941,000 $ 8,115,800 FY2022 $ 4,789,500 $ 2,738,000 $ 7,527,500 FY2023 $ 4,894,900 $ 2,622,000 $ 7,516,900 FY2024 $ 5,145,000 $ 2,422,400 $ 7,567,400 210 Annual Budget / Fiscal Year 2018-2019 City of Goodyear Debt Service The city has the following amounts of voter authorized and unissued G.O. Bonds: AUTHORIZED AND UNISSUED G.O. BONDS Remaining Authorized and Unissued Program Area Library, Municipal Building $ 45M Public Safety - Police Only 10M Fire Protection 12M Storm Sewers & Bridge Drainage 18M Parks & Recreational Facilities 20M Sanitary Sewers 27M Transportation 3M Street & Highway 8M Remaining Voter Approved G.O. Bonds $ 143M The remaining authorized and unissued balance decreased $25 million from the prior year for three capital projects. The three projects are the Community and Recreation Center ($12.5M), Fire Station ($5M) and Water Surface Treatment Plant ($7.5M). Water and Sewer Revenue Bonds WATER AND SEWER REVENUE BONDS Revenue Bonds used to finance projects have an identifiable revenue source. There are no statutory limits for Water and Sewer Revenue Bonds that may be issued. Similar to G.O. Bonds, Senior Lien Utility Revenue Bonds must be approved by the voters for projects in which the net revenue from the project is pledged to pay the debt service. There is no constitutional limit on the amount of Water and Sewer Revenue Bonds that may be issued. Subordinate lien water and sewer revenue obligations may be issued without voter approval. There are other bond issue related constraints that limit the amount of Water and Sewer Revenue Bonds that may be issued. The bond covenants require a “coverage ratio” of at least 1.15%, which means that the projected new revenues from the project must be at least 115% of projected debt service requirements. In addition, each of the outstanding bond issues must maintain a debt service reserve fund sufficient to cover the aggregate maximum annual debt service. There are also practical limits in terms of utility rate increases that can be borne by the system users. 211 Annual Budget / Fiscal Year 2018-2019 Debt Service City of Goodyear The following schedule summarizes a 5-year historical pledged revenue coverage for the Water and Sewer Bonds. HISTORICAL PLEDGED REVENUE COVERAGE SCHEDULE Fiscal Year Revenues O&M Expenses Net Income Debt Service Revenue to Debt Service Coverage Ratio FY2013 $ 23,133,152 $ 10,837,296 $ 12,295,856 $ 7,324,585 1.68% FY2014 $ 24,989,997 $ 12,684,373 $ 12,305,623 $ 3,649,883 3.37% FY2015 $ 24,748,802 $ 13,405,653 $ 11,343,149 $ 3,674,911 3.09% FY2016 $ 27,964,881 $ 15,205,094 $ 12,759,787 $ 3,655,834 3.49% FY2017 $ 31,380,884 $ 18,471,783 $ 12,909,101 $ 3,950,674 3.27% Pledged Revenue Coverage Schedule taken from FY2017 Comprehensive Annual Financial Report Property taxes cannot be used for payment of this type of debt service. Revenues used to service outstanding Water and Sewer Revenue Bonds come from user charges or fees-for-service such as connection fees, service charges, etc. Since Water and Sewer Revenue Bonds are not backed by the full faith and credit of the city, they normally carry a higher interest rate than G.O. Bonds. The total outstanding debt as of June 30, 2018 for Water & Sewer Revenue Bonds (excluding the WIFA loan) is $67,653,145. One of the city’s financial plan objectives for capital improvement projects includes the use of revenue-based bond issues for Enterprise Funds where appropriate. A major planned water capital improvement project will utilize bonds as part of the projects financing. WATER & SEWER REVENUE BOND DEBT SERVICE PAYMENTS Fiscal Year Principal Interest Total Payment FY2019 $ 1,920,000 $ 3,850,000 $ 5,770,000 FY2020 $ 1,950,000 $ 3,427,000 $ 5,377,000 FY2021 $ 2,080,100 $ 3,250,200 $ 5,330,300 FY2022 $ 1,455,000 $ 3,043,000 $ 4,498,000 FY2023 $ 1,515,000 $ 2,911,800 $ 4,426,800 FY2024 $ 1,580,000 $ 2,855,000 $ 4,435,000 212 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Debt Service Public Improvement Corporation (PIC) Bonds PUBLIC IMPROVEMENT CORPORATION (PIC) BONDS Public Improvement Corporation (PIC) is a non-profit corporation created by the city as a financing mechanism for the purpose of financing the construction or acquisition of city capital projects. PIC Bonds are secured by excise tax (City Sales & Use Tax, State Shared Revenues, Franchise Fees, Licenses, and Fines & Forfeiture’s) or other undesignated General Fund revenues. These bonds can be without limitation as to interest rate or amount. Debt policies are in place and the bond market provides practical limits. A significant advantage of the PIC structure is that certain municipal capital needs can be financed without effecting the statutory municipal bonding approvals or limitations. Under this method of financing, the city acquires the desired facilities from the non-profit corporation by means of a lease-purchase contract. In order to obtain the funds necessary for the construction of the facilities, the PIC issues its own bonds. The facility financed with the PIC Bonds is then leased to the city for lease-rental payments, which mirror the semi-annual interest and annual principal payments on the PIC Bonds. Although there is no statutory limitation as to the amount of bonds or certificates the PIC may issue, there are legal limitations through the covenants in the trust indenture. The issue will be required to have a “coverage ratio” of at least 1.50 to 1.00, which means that the projected net revenues from the project must be at least 150% to 100% of projected debt service. HISTORICAL PLEDGED REVENUE COVERAGE SCHEDULE Fiscal Year Pledged Revenue Debt Payments PIC Coverage Ratio FY2019 $ 70,844,000 $ 11,573,400 6.1 FY2020 $ 73,636,500 $ 11,572,200 6.4 FY2021 $ 76,488,900 $ 11,568,500 6.6 FY2022 $ 79,544,200 $ 11,571,300 6.8 FY2023 $ 82,479,300 $ 11,569,200 7.1 Pledged Revenue coverage schedule taken from FY2017 Comprehensive Annual Financial Report The total outstanding debt, as of June 30, 2018 for Public Improvement Corporation Bonds is $142,280,302. In FY2018, in an agreement with major league baseball (MLB) the city took on $10.5 million in debt with the team to reimburse the principal and interest. 213 Debt Service Annual Budget / Fiscal Year 2018-2019 City of Goodyear PUBLIC IMPROVEMENT CORPORATION BONDS PLANNED DEBT SERVICE PAYMENTS Fiscal Year Principal Interest Total Payment FY2019 $ 6,856,300 $ 4,717,100 $ 11,573,400 FY2020 $ 7,152,700 $ 4,419,500 $ 11,572,200 FY2021 $ 7,459,800 $ 4,108,700 $ 11,568,500 FY2022 $ 7,787,800 $ 3,783,500 $ 11,571,300 FY2023 $ 8,131,300 $ 3,437,900 $ 11,569,200 Improvement District Bonds IMPROVEMENT DISTRICT BONDS Improvement District Bonds are used to finance infrastructure projects for multiple property owners that have created an Improvement District. The creation of the district requires a majority of the owners within the proposed district to agree on the formation of the district. The debt service is paid by the collection of property assessments levied on the property within the district. There is no statutory debt limit or legal limit to the amount of Improvement District Bonds that may be issued. The total outstanding debt, as of June 30, 2018, for the McDowell Road Improvement District Bonds is $49,191,737. IMPROVEMENT DISTRICT BONDS PLANNED DEBT SERVICE PAYMENTS Year Principal Interest Total Payment FY2019 $ 1,750,000 $ 1,830,675 $ 3,580,675 FY2020 $ 1,840,000 $ 1,738,800 $ 3,578,800 FY2021 $ 1,940,000 $ 1,642,200 $ 3,582,200 FY2022 $ 2,040,000 $ 1,540,350 $ 3,580,350 FY2023 $ 2,145,000 $ 1,433,250 $ 3,578,250 Water Infrastructure Finance Authority (WIFA) WATER INFRASTRUCTURE FINANCE AUTHORITY (WIFA) WIFA is a low interest loan provided by the Arizona Clean Water State Revolving Fund. These funds are eligible to fund water and energy efficiency projects, green infrastructure, construction of wastewater treatment plants, wastewater facilities expansions, water reclamation facilities expansions and construction of district sewer collection systems. In FY2016, part of the WIFA loans were refinanced with Water and Sewer Revenue Bonds 214 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Debt Service The WIFA Bond was issued to finance sanitary sewer system improvements. The total outstanding debt, as of June 30, 2018, for WIFA Bonds is $3,736,002. WIFA REVENUE BONDS PLANNED DEBT SERVICE PAYMENT Fiscal Year Principal Interest FY2019 $ 273,158 $ 66,479 $ 339,637 FY2020 $ 278,621 $ 61,016 $ 339,637 FY2021 $ 284,193 $ 55,444 $ 339,637 FY2022 $ 289,877 $ 49,760 $ 339,637 FY2023 $ 295,674 $ 43,963 $ 339,637 . 215 Total Payment CITY OF GOODYEAR FY2019 ANNUAL BUDGET CITY BUDGET SCHEDULES SCHEDULE 1 Schedule 1-Total Sources and Uses TOTAL SOURCES AND USES REVENUES Beginning Balance July 1, 2018 GENERAL FUNDS $ 47,519,600 General Fund 4,762,900 Fleet Asset Management Reserve Parks Asset Management Reserve 2,417,100 1,911,100 Technology Asset Management Reserve 34,200 Police Asset Management Reserve Fire Asset Management Reserve 380,100 Traffic Signals Asset Management Reserve 71,200 Risk Reserve 883,700 TOTAL GENERAL FUNDS $ 57,979,900 Projected Revenues Transfers In Total Sources Operations - $ - $ 6,500,000 15,000,000 55,626,600 32,000,000 7,500,000 11,230,400 3,147,400 46,878,500 $ 177,882,900 $ 342,212,000 $ $ $ 27,143,300 $ 28,323,000 15,000,000 972,400 155,500 59,496,100 2,470,200 37,000,500 25,000 7,500,000 230,400 28,812,000 7,470,600 60,709,500 $ 248,165,200 $ 525,798,300 $ CAPITAL FUNDS General Obligation Bonds-Secondary Property Tax $ 21,823,000 CIP - Potential Improvement District CIP Development Contributions 972,400 Ballpark PIC 2017 155,500 Water Bonds 3,869,500 Water Reserve 2,470,200 Water Developer Reimbursement 5,000,500 Wastewater CIP 25,000 Wastewater Bonds Ballpark - Infrastructure 230,400 Non-Utility Impact Fees 17,581,600 Construction Sales Tax - Impact Fee 4,323,200 Utility Impact Fees 13,831,000 TOTAL CAPITAL FUNDS $ 70,282,300 GRAND TOTAL ALL FUNDS $156,443,000 $ $ $ $ $ $ - $ - $ - $ - $ - $ - $ 12,303,500 $ $ $ 34,200,800 $ 15,000,000 $ 15,000,000 $ 29,586,200 $ 28,190,500 15,000,000 59,496,100 34,459,300 5,300,000 23,967,400 57,456,700 223,870,000 447,350,600 $ $ $ 27,143,300 $ 28,190,500 15,000,000 59,496,100 34,459,300 5,300,000 23,967,400 57,456,700 $ 223,870,000 $ 474,493,900 $ 132,500 972,400 155,500 2,470,200 2,541,200 25,000 2,200,000 230,400 4,844,600 7,470,600 3,252,800 24,295,200 51,304,400 $ 28,190,500 59,496,100 34,459,300 5,300,000 23,967,400 57,456,700 $ 208,870,000 $ 242,807,600 $ - - - $ - $ $ $ $ $ INTERNAL SERVICE FUND - FLEET $ $ 29,832,600 26,574,700 198,300 11,097,900 67,703,500 $ - $ $ 128,452,500 216 $ 5,437,400 7,312,800 198,300 2,816,900 15,765,400 6,522,500 6,802,100 $ 13,324,600 $ $ 24,395,200 19,261,900 8,281,000 51,938,100 $ - $ $ 1,150,000 1,650,000 900,000 3,700,000 7,803,300 5,623,600 6,805,600 $ 20,232,500 $ 9,027,900 10,756,400 198,300 2,994,000 TOTAL ENTERPRISE FUNDS $ 22,976,600 23,245,200 17,611,900 7,381,000 48,238,100 $ $ 20,804,700 15,818,300 8,103,900 $ 44,726,900 $ $ $ $ $ - - $ 5,771,500 3,535,700 9,307,200 $ $ $ $ $ 8,233,500 5,073,200 $ 13,306,700 - $ - 685,900 113,000 575,400 1,374,300 $ $ $ $ 5,771,500 3,639,300 9,410,800 - 5,771,500 3,535,700 9,307,200 - $ $ $ $ 1,410,000 467,300 1,877,300 5,129,000 3,534,700 8,663,700 16,467,300 2,200,000 8,611,400 194,700 238,100 46,200 92,100 27,849,800 $ 5,771,500 3,535,700 $ 9,307,200 $ $ $ - 4,675,600 2,200,000 7,633,200 161,700 238,100 46,200 $ 14,954,800 642,500 104,600 747,100 - $ $ DEBT SERVICE FUNDS $ Secondary Property Tax McDowell Improvement District TOTAL DEBT SERVICE $ $ - 16,467,300 2,854,700 8,611,400 382,800 952,500 1,153,200 136,800 67,800 110,300 31,400 744,900 31,513,100 $ 16,467,300 2,200,000 8,611,400 194,700 238,100 46,200 92,100 27,849,800 1,958,300 2,114,800 1,687,100 34,200 323,900 1,358,600 7,476,900 $ $ $ $ $ 10,171,700 $ 10,171,700 $ 18,735,700 $ 18,735,700 $ $ 151,895,400 4,704,600 2,202,300 1,124,000 706,200 12,600 883,700 $ 161,528,800 210,000 510,900 33,000 92,100 846,000 $ 85,381,200 3,266,300 1,925,000 1,124,000 685,000 883,700 $ 93,265,200 $ 12,656,900 900,000 3,236,400 $ 16,793,300 $ 23,443,300 $ 23,443,300 $ $ 151,895,400 6,662,900 4,317,100 2,811,100 34,200 1,030,100 1,371,200 883,700 $ 169,005,700 3,810,400 115,200 5,375,000 140,000 195,000 100,500 42,000 13,000 7,500 13,000 451,100 $ 10,262,700 128,452,100 4,704,600 2,202,300 1,124,000 706,200 12,600 883,700 138,085,500 $ 14,586,200 $ 14,586,200 3,700,000 1,900,000 1,900,000 900,000 650,000 1,300,000 $ 10,350,000 $ Total Uses $ 1,415,200 $ 1,415,200 $ 1,839,500 242,800 757,500 1,052,700 94,800 54,800 102,800 18,400 293,800 4,457,100 Estimated Ending Balance June 30, 2019 Transfers Out 8,333,800 1,438,300 277,300 21,200 12,600 10,083,200 $ 100,675,800 $ 100,675,800 SPECIAL REVENUE FUNDS Ballpark Operating $ Ballpark Capital Replacement Fund Highway User Revenue Fund (HURF) Impound Fund Arizona Lottery Funds Park and Ride Marquee Court Enhancement Fund Judicial Collection Enhancement Fund (JCEF) Fill the Gap Officer Safety Equipment Miscellaneous Grants TOTAL SPECIAL REVENUE $ ENTERPRISE FUNDS Water Wastewater Wastewater Reserve Sanitation EXPENDITURES One-Time Capital Supplementals Long-Term Total Improvement Contingency Debt Expenditures + Operating Projects Carryover $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 654,700 188,100 714,400 1,153,200 90,600 67,800 110,300 31,400 652,800 3,663,300 103,600 103,600 Schedule 2-Revenues CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 2 REVENUES FY17 ACTUALS GENERAL FUND-ONGOING Property Tax-Primary Property Tax-Prior Year Levy Primary Property Taxes $ $ FY18 ESTIMATE FY18 BUDGET 8,081,774 32,623 8,114,397 $ $ 8,655,900 50,000 8,705,900 $ $ 8,640,900 50,000 8,690,900 FY19 BUDGET $ $ 9,072,800 50,000 9,122,800 General Sales Tax Construction Sales Tax Franchise Taxes Sales & Franchise Taxes $ 44,366,384 5,461,560 2,941,175 $ 52,769,119 $ 45,818,600 4,200,000 2,944,600 $ 52,963,200 $ 43,710,900 3,061,300 $ 46,772,200 $ 45,938,200 4,500,000 3,183,900 $ 53,622,100 Licenses & Registrations $ 219,548 $ 314,500 $ 215,300 $ 218,800 Proceeds from Development Agreements $ 934,548 $ 500,000 $ 500,000 $ 600,000 Urban Revenue Sharing (Income Tax) Auto Lieu Tax State Sales Tax State Shared Revenues $ 9,665,448 3,106,615 7,217,395 $ 19,989,458 $ 9,568,100 3,219,600 7,245,700 $ 20,033,400 $ 9,568,100 3,267,900 7,535,500 $ 20,371,500 $ Reimbursements & Miscellaneous Services $ 1,511,636 $ 1,421,800 $ 1,432,700 $ 1,450,700 Rentals $ 433,930 $ 401,800 $ 403,600 $ 404,800 Parks & Recreation Fees $ 368,875 $ 395,000 $ 395,000 $ 402,600 Planning & Engineering Fees Building Safety & Code Compliance Fees Development Related Revenue $ $ $ 3,260,000 4,740,000 8,000,000 $ $ 2,516,500 3,990,300 6,506,800 $ $ 2,175,235 6,906,276 9,081,511 $ 2,852,500 4,147,500 7,000,000 Municipal Court $ 838,482 $ 739,700 $ 820,200 $ 836,700 Miscellaneous Revenue $ 901,271 Total General Fund-Ongoing $ 95,162,775 9,568,100 3,398,600 7,836,900 $ 20,803,600 $ 924,700 $ 92,906,800 $ 951,700 $ 88,553,100 $ 2,777,400 $ 97,239,500 - $ - $ 7,714,300 1,672,200 1,500,000 $ 10,886,500 $ 95,243 8,653 Total Reserve Funds $ 103,896 TOTAL GENERAL FUNDS $ 95,266,671 $ $ $ 92,906,800 $ $ GENERAL FUND-ONE TIME Construction Sales Tax $ Sale of Real estate In Lieu Recovery Reimbursements Total General Fund-One Time $ Reserve Funds Fleet Asset Management Risk Reserve $ 217 $ $ $ 99,439,600 $ 3,240,000 196,300 3,436,300 $ $ 100,675,800 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 2 REVENUES FY17 ACTUALS SPECIAL REVENUE FUNDS Ballpark Operating $ Ballpark Capital Replacement Fund Highway User Revenue Fund Impound Fund Arizona Lottery Funds Park & Ride Marquee Fund Court Enhancement Fund Judicial Collection Enhancement Fund (JCEF) Fill the Gap Officer Safety Equipment Miscellaneous Grants TOTAL SPECIAL REVENUE $ FY18 BUDGET $ $ 22,636,981 6,291,967 3,539,836 TOTAL DEBT SERVICE $ 32,468,784 $ FY19 BUDGET 3,234,300 5,131,400 140,000 195,000 100,500 42,000 13,000 7,500 13,000 902,000 9,778,700 $ 3,397,100 115,200 5,209,200 140,000 213,700 100,500 42,000 13,000 7,500 15,000 836,100 $ 10,089,300 $ 4,581,800 3,534,200 8,116,000 $ 5,140,200 3,535,600 8,675,800 $ $ 7,864,400 2,641,800 618,800 4,714,300 75,000 253,400 1,731,800 1,173,900 $ 19,073,400 $ 7,938,100 2,611,900 613,900 4,833,300 300,000 260,000 1,775,000 1,285,200 $ 19,617,400 $ Wastewater Enterprise Fund Residential Fees $ 11,168,929 Commercial/Effluent Fees 3,217,043 Miscellaneous Revenue 184,792 Total Wastewater Enterprise Fund $ 14,570,764 $ 11,548,900 3,358,900 233,100 $ 15,140,900 $ 11,615,700 3,345,700 292,100 $ 15,253,500 $ 12,080,300 3,479,600 258,400 $ 15,818,300 Sanitation Enterprise Fund $ $ $ DEBT SERVICE FUNDS Ballpark Secondary Property Tax McDowell Debt Service 2,631,842 5,129,488 153,223 161,821 104,793 54,516 15,341 6,704 16,085 644,526 8,918,339 FY18 ESTIMATE ENTERPRISE FUNDS Water Enterprise Fund Residential Fees $ 6,828,366 Commercial Fees 2,258,604 Industrial Fees 544,993 Irrigation Fees 4,434,185 Construction Fees 91,110 Connection Fees 475,666 CAP Surcharge Fees 1,246,582 Miscellaneous Revenue 1,094,782 Total Water Enterprise Fund $ 16,974,288 $ 7,602,797 TOTAL ENTERPRISE FUNDS $ 39,147,849 $ $ 7,693,000 $ 7,860,400 3,810,400 115,200 5,375,000 140,000 195,000 100,500 42,000 13,000 7,500 13,000 451,100 $ 10,262,700 $ 5,129,000 3,534,700 8,663,700 8,652,500 2,742,500 644,600 5,074,900 90,000 270,000 2,076,800 1,253,400 $ 20,804,700 8,103,900 $ 41,907,300 $ 42,731,300 $ 44,726,900 $ $ 2,174,900 $ - 6,500,000 INTERNAL SERVICE FUND - FLEET $ 1,843,063 CAPITAL FUNDS G.O. Bonds $ - $ 25,000,000 $ 25,015,000 $ $ - $ 15,000,000 $ $ 15,000,000 Potential Improvement District 218 2,287,000 - CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 2 REVENUES FY17 ACTUALS FY18 BUDGET CIP Development Contributions $ Ballpark PIC 2017 $ 10,645,000 $ - $ - $ 10,500,000 $ 10,400 $ - $ 24,000,000 $ $ 24,000,000 $ $ 45,100 1,200 46,300 $ 55,626,600 $ 32,000,000 7,500,000 $ 95,126,600 $ 2,173,300 885,100 419,500 439,200 339,800 615,800 738,300 1,320,700 503,700 7,435,400 $ Utility Impact Fees Water North & Central $ 2,369,241 Water South 2,972,217 Development Fees Water 2012 341 Wastewater North & Central 1,736,937 Wastewater South 584,149 Development Fees Sewer 2012 387,040 Total Utility Impact Fees $ 8,049,925 TOTAL CAPITAL FUNDS $ 26,852,508 $ 4,094,400 3,814,600 2,746,500 838,300 $ 11,493,800 $ 99,299,200 $ 5,823,700 4,482,700 3,756,400 970,800 $ 15,033,600 $ 48,555,700 $ 36,690,700 4,692,500 4,441,300 1,054,000 $ 46,878,500 $ 177,882,900 TOTAL REVENUE ALL FUNDS $ 204,497,214 $ 254,295,000 $ 211,666,600 $ 342,212,000 Non-Utility Development Fees Construction Sales Tax General Government Public Works Transportation Library Parks & Recreation 2012 Fire 2012 Transportation 2012 Parks & Recreation North Parks & Recreation South Fire North Fire South Police Transportation North Transportation Central Transportation South Total Non-Utility Impact Fees $ $ 2,780 59,905 20,530 145,807 292,410 521,432 2,190,323 5,243 95 3,092 266 3,323 7,464 772 1,080,982 381,250 508,874 256,987 608,843 1,450,016 714,400 424,221 7,636,151 219 $ FY19 BUDGET 5,870,000 Enterprise Capital Water Bond Funds $ Developer Reimbursement Wastewater Ballpark - Infrastructure Miscellaneous Revenue Total Enterprise Capital Funds $ - FY18 ESTIMATE $ $ 3,085,700 100 1,000 1,000 4,300 12,000 819,700 511,100 410,800 459,600 625,600 823,800 1,090,600 605,100 8,450,400 $ 3,147,400 847,300 445,500 425,700 6,237,300 647,200 886,400 1,108,000 633,000 $ 14,377,800 Schedule 3-Operating Expenditures-All Funds DEPT/ DIV CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 3 OPERATING EXPENDITURES–ALL FUNDS FY18 ADJUSTED BUDGET FY17 ACTUAL EXPENDITURE CATEGORY FY19 Initial Budget FY19 BASE BUDGET FY19 Ongoing Supplementals FY19 One-Time Supplementals FY19 One-Time Carryovers FY19 TOTAL BUDGET GENERAL FUNDS MAYOR AND COUNCIL Personnel Services Contractual Services Commodities $ Total Mayor and Council $ CITY CLERK Administration Personnel Services Contractual Services Commodities One-Time Supplementals Total Administration Records Management Personnel Services Contractual Services Commodities One-Time Supplementals Total Records Management Elections Contractual Services Total Elections CITY MANAGER'S OFFICE City Manager's Office Personnel Services Contractual Services Commodities Total Administration Intergovernmental Relations Personnel Services Contractual Services Commodities Total Intergovernmental Relations Deputy City Manager Personnel Services Contractual Services Commodities One-Time Supplementals Total Deputy City Manager $ 163,969 85,490 3,391 252,850 $ $ 385,961 56,361 3,581 165,718 611,621 $ $ $ 137,879 2,379 2,270 142,528 $ $ Total City Clerk $ $ $ $ $ $ $ $ $ 212,300 112,100 5,300 329,700 $ $ 430,500 70,500 6,100 507,100 $ $ $ 172,400 11,400 2,700 45,900 232,400 754,149 $ $ $ 482,998 87,610 3,959 574,567 $ 554,368 145,462 4,046 703,876 $ 686,987 20,560 2,023 709,570 $ $ $ $ $ 208,800 112,100 5,300 326,200 $ $ 599,100 64,900 8,800 672,800 $ $ $ - 739,500 $ $ $ 628,200 154,200 7,500 789,900 $ 649,300 180,200 4,300 833,800 $ 868,300 29,900 3,100 98,000 999,300 $ $ $ $ $ 220 12,500 12,500 $ $ - $ $ $ - 217,400 217,400 890,200 $ $ $ 644,500 106,000 7,500 758,000 $ 700,000 175,900 6,600 882,500 $ 907,100 32,400 3,100 942,600 $ $ $ $ $ 208,800 124,600 5,300 338,700 $ $ 599,100 64,900 8,800 672,800 $ $ $ - - $ $ $ - $ - $ 15,000 15,000 $ $ $ $ $ - $ $ 40,000 30,000 70,000 $ $ $ - 217,400 217,400 890,200 $ $ $ 644,500 106,000 7,500 758,000 $ 700,000 175,900 6,600 882,500 $ 907,100 47,400 3,100 957,600 $ $ $ $ $ - $ $ 208,800 124,600 5,300 338,700 20,500 20,500 $ $ $ - $ - 70,000 $ $ $ 20,500 $ $ $ 217,400 217,400 980,700 - $ - $ 644,500 106,000 7,500 758,000 - $ - $ - $ - $ $ $ $ $ $ $ $ $ 599,100 104,900 59,300 763,300 700,000 175,900 6,600 882,500 907,100 47,400 3,100 957,600 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 3 OPERATING EXPENDITURES–ALL FUNDS DEPT/ DIV Risk Management Personnel Services Contractual Services Commodities Total Risk Management Communications Personnel Services Contractual Services Commodities Total Communications $ $ $ $ Total City Manager's Office $ LEGAL SERVICES City Attorney - Civil Division Personnel Services Contractual Services Commodities Total City Attorney City Prosecutor - Criminal Division Personnel Services Contractual Services Commodities One-Time Supplementals Total City Prosecutor FINANCE DEPARTMENT Administration Personnel Services Contractual Services Commodities Total Finance Administration Financial Services Personnel Services Contractual Services Commodities Operating Capital Total Financial Services Special District & Taxation Personnel Services Contractual Services Commodities Total Special District & Taxation FY18 ADJUSTED BUDGET FY17 ACTUAL EXPENDITURE CATEGORY $ $ $ $ Total Legal Services $ $ $ $ $ $ $ - $ 520,264 81,473 55,711 657,448 2,645,461 $ $ $ $ 704,076 54,027 5,022 763,125 $ 416,099 10,718 6,855 433,672 1,196,797 $ $ $ $ 381,735 182,941 8,125 572,801 $ 671,734 128,682 11,831 3,570 815,817 $ 70,239 828 27 71,094 $ $ $ $ FY19 Initial Budget 122,000 1,262,800 1,384,800 $ 562,700 184,200 81,500 828,400 4,836,200 $ 770,700 235,800 8,200 1,014,700 $ 461,100 22,700 10,700 75,000 569,500 1,584,200 $ 385,600 218,000 16,000 619,600 $ 852,400 130,500 11,400 994,300 $ 69,400 400 1,700 71,500 $ $ $ $ $ $ $ $ $ $ 221 FY19 BASE BUDGET FY19 Ongoing Supplementals 134,700 1,313,700 900 1,449,300 $ 599,500 158,400 84,700 842,600 4,875,000 $ 944,000 237,100 8,200 1,189,300 $ 491,800 22,700 10,700 525,200 1,714,500 $ 399,200 219,300 14,700 633,200 $ 864,200 130,100 9,900 1,004,200 $ 96,400 96,400 $ $ $ $ $ $ $ $ $ $ - $ 15,000 $ - $ - $ - $ - $ - $ $ $ $ $ $ $ $ $ $ FY19 One-Time Supplementals 134,700 1,313,700 900 1,449,300 $ 599,500 158,400 84,700 842,600 4,890,000 $ 944,000 237,100 8,200 1,189,300 $ 491,800 22,700 10,700 525,200 1,714,500 $ 399,200 219,300 14,700 633,200 $ 864,200 130,100 9,900 1,004,200 $ 96,400 96,400 $ $ $ $ $ $ $ $ $ $ FY19 One-Time Carryovers - $ 50,000 50,000 50,000 $ - $ - $ - $ - $ - $ $ $ $ $ $ $ $ $ $ FY19 TOTAL BUDGET - $ - $ - $ - $ - $ - $ - $ $ $ $ $ $ $ $ $ $ 134,700 1,313,700 900 1,449,300 599,500 208,400 84,700 892,600 4,940,000 944,000 237,100 8,200 1,189,300 491,800 22,700 10,700 525,200 1,714,500 399,200 219,300 14,700 633,200 864,200 130,100 9,900 1,004,200 96,400 96,400 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 3 OPERATING EXPENDITURES–ALL FUNDS DEPT/ DIV Budget & Research Personnel Services Contractual Services Commodities One-Time Supplementals Total Budget & Research Office Customer Service Personnel Services Contractual Services Commodities One-Time Supplementals Total Utility Billing Procurement Personnel Services Contractual Services Commodities Total Procurement Office Mail Services Personnel Services Contractual Services Commodities Total Mail Services INFORMATION TECHNOLOGY Administration Personnel Services Contractual Services Commodities One-Time Supplementals Total Administration Technical Support & Services Personnel Services Contractual Services Commodities One-Time Supplementals Total Technical Support & Services Application Development & Support Personnel Services Contractual Services Commodities One-Time Supplementals Total Application Development & Support FY18 ADJUSTED BUDGET FY17 ACTUAL EXPENDITURE CATEGORY $ $ $ $ $ $ $ $ Total Finance $ $ $ $ $ $ $ 566,120 15,087 12,735 593,942 $ $ 536,045 5,575 162,114 40,256 743,990 $ 338,764 5,575 3,760 348,099 $ 70,978 11,472 1,546 83,996 3,229,739 $ $ $ $ $ 101,222 1,306,608 417 48,945 1,457,192 $ 731,079 243,909 19,636 80,184 1,074,808 $ 960,696 7,786 968,482 $ $ $ $ 804,200 21,300 6,400 150,000 981,900 FY19 Initial Budget $ $ 576,900 10,100 162,900 749,900 $ 476,200 11,400 3,000 490,600 $ 71,200 17,300 2,900 91,400 3,999,200 $ $ $ $ $ 251,200 1,682,600 3,100 1,936,900 $ 787,200 361,600 75,000 50,000 1,273,800 $ 1,111,300 29,000 2,500 25,000 1,167,800 $ $ $ $ 222 717,300 21,500 7,900 746,700 FY19 BASE BUDGET FY19 Ongoing Supplementals $ $ 611,400 9,900 174,500 795,800 $ 503,600 11,500 1,500 516,600 $ 73,500 14,200 1,600 89,300 3,882,200 $ $ $ $ $ 285,300 1,810,200 6,700 2,102,200 $ 842,200 306,300 16,200 1,164,700 $ 1,153,500 32,200 2,500 1,188,200 $ $ $ $ - $ $ - $ - $ - $ $ $ $ $ - $ 86,400 86,400 $ - $ $ $ $ 717,300 21,500 7,900 746,700 FY19 One-Time Supplementals $ $ 611,400 9,900 174,500 795,800 $ 503,600 11,500 1,500 516,600 $ 73,500 14,200 1,600 89,300 3,882,200 $ $ $ $ $ 285,300 1,810,200 6,700 2,102,200 $ 842,200 392,700 16,200 1,251,100 $ 1,153,500 32,200 2,500 1,188,200 $ $ $ $ - FY19 One-Time Carryovers $ $ - $ - $ - $ $ $ $ $ - $ 100 100 $ 120,000 120,000 $ $ $ $ FY19 TOTAL BUDGET 150,000 150,000 $ $ - $ - $ 150,000 $ $ $ $ $ - $ - $ 21,600 21,600 $ $ $ $ 717,300 171,500 7,900 896,700 611,400 9,900 174,500 795,800 503,600 11,500 1,500 516,600 73,500 14,200 1,600 89,300 4,032,200 285,300 1,810,200 6,700 2,102,200 842,200 392,800 16,200 1,251,200 1,153,500 173,800 2,500 1,329,800 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 3 OPERATING EXPENDITURES–ALL FUNDS DEPT/ DIV Geospatial Information Personnel Services $ Contractual Services Commodities Total Geospatial Information $ Total Information Technology $ HUMAN RESOURCES Administration Personnel Services Contractual Services Commodities One-Time Supplementals Total Administration Risk Management Personnel Services Contractual Services Total Risk Management Employee Development Personnel Services Contractual Services Total Employee Development NON-DEPARTMENTAL Personnel Services Contractual Services Commodities Operating Capital Contingency One-Time Supplemental POLICE DEPARTMENT Administration Personnel Services Contractual Services Commodities Operating Capital Contingency One-Time Supplementals Total Administration FY18 ADJUSTED BUDGET FY17 ACTUAL EXPENDITURE CATEGORY $ $ $ $ $ $ Total Human Resources $ $ Total Non-Departmental $ $ $ 3,500,482 $ $ $ 904,456 653,255 6,104 77,352 1,641,167 $ 77,700 1,441,502 1,519,202 $ 243,181 46,503 289,684 3,450,053 2,705,585 27,269 30,000 2,762,854 2,136,003 1,691,528 440,195 177,302 4,445,028 $ $ $ $ $ $ $ $ $ FY19 Initial Budget 4,378,500 $ $ $ 1,010,100 835,300 18,000 1,863,400 $ - $ 248,300 61,000 309,300 2,172,700 $ 334,400 13,800 10,000 358,200 4,813,300 $ $ $ 300,000 5,528,100 28,000 432,000 162,000 6,450,100 $ 2,850,000 1,808,800 640,700 51,000 695,000 6,045,500 $ $ $ $ $ $ 1,317,900 352,600 14,000 1,684,500 $ - $ $ 1,684,500 $ $ $ $ $ 100,000 2,646,400 28,000 500,000 3,274,400 $ 3,271,600 2,075,500 599,200 5,946,300 $ 223 FY19 BASE BUDGET FY19 Ongoing Supplementals $ $ 86,400 $ $ $ - $ - $ - $ $ $ $ $ - $ 37,400 26,000 63,400 $ $ $ 334,400 13,800 10,000 358,200 4,899,700 FY19 One-Time Supplementals $ $ $ 1,317,900 352,600 14,000 1,684,500 $ - $ 1,684,500 $ $ $ $ $ 100,000 2,646,400 28,000 500,000 3,274,400 $ 3,271,600 2,112,900 625,200 6,009,700 $ $ $ 120,100 FY19 One-Time Carryovers $ $ $ 25,000 25,000 $ - $ 25,000 $ $ $ $ $ - $ 60,000 486,000 500,500 74,400 1,120,900 $ $ $ FY19 TOTAL BUDGET 21,600 $ $ $ - $ - $ - $ $ $ $ $ 2,058,600 75,000 137,000 2,270,600 $ - $ $ $ 334,400 13,800 10,000 358,200 5,041,400 1,317,900 377,600 14,000 1,709,500 1,709,500 100,000 4,705,000 28,000 575,000 137,000 5,545,000 3,331,600 2,598,900 1,125,700 74,400 7,130,600 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 3 OPERATING EXPENDITURES–ALL FUNDS DEPT/ DIV Field Operations Personnel Services Contractual Services Commodities Operating Capital One-Time Supplementals Total Field Operations Telecommunications Personnel Services Contractual Services Commodities One-Time Supplementals Total Telecommunications Community Service Personnel Services Contractual Services Commodities Total Community Service Investigations Personnel Services Contractual Services Commodities One-Time Supplementals Total Investigations Specialized Patrol Personnel Services Contractual Services Commodities Operating Capital One-Time Supplementals Total Specialized Patrol FIRE DEPARTMENT Administration Personnel Services Contractual Services Commodities One-Time Supplementals Total Administrative Services Fire Prevention Personnel Services Contractual Services Commodities Total Fire Prevention FY18 ADJUSTED BUDGET FY17 ACTUAL EXPENDITURE CATEGORY $ 7,833,693 23,009 46,858 426,976 8,330,536 $ 1,539,543 520,109 6,179 2,400 2,068,231 $ 1,444,537 13,382 6,565 1,464,484 $ 1,945,696 14,987 10,563 55,183 2,026,429 $ 1,895,454 11,277 32,154 $ 1,938,885 Total Police $ 20,273,593 $ $ $ $ 576,578 21,809 14,687 53,475 666,549 $ 331,083 13,328 3,124 347,535 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ FY19 Initial Budget 8,917,800 17,500 20,000 8,955,300 $ 1,942,400 569,200 8,000 400 2,520,000 $ - $ 2,353,800 24,300 5,000 2,383,100 $ 3,007,700 26,000 35,000 8,000 3,076,700 22,980,600 $ $ $ $ $ $ $ 658,900 56,200 18,700 320,000 1,053,800 $ 386,400 22,400 6,300 415,100 $ $ $ 224 FY19 BASE BUDGET FY19 Ongoing Supplementals 9,677,700 13,600 9,691,300 $ 2,029,900 438,500 8,800 2,477,200 $ - $ 2,480,500 25,300 5,000 2,510,800 $ 3,033,400 20,500 40,000 3,093,900 23,719,500 $ $ $ $ $ $ $ 651,000 56,200 18,700 725,900 $ 495,300 20,400 11,300 527,000 $ $ $ 220,600 4,800 24,200 400 250,000 $ - $ - $ - $ 109,700 14,400 11,400 200 135,700 449,100 $ $ 9,898,300 18,400 24,200 400 9,941,300 FY19 One-Time Supplementals $ $ 2,029,900 438,500 8,800 2,477,200 $ - $ 2,480,500 25,300 5,000 2,510,800 $ 3,143,100 34,900 51,400 200 $ 3,229,600 $ 24,168,600 $ $ $ - $ 651,000 56,200 18,700 725,900 $ 500 500 $ 495,300 20,900 11,300 527,500 $ $ $ $ $ $ $ $ $ $ $ 12,000 13,400 177,800 203,200 FY19 One-Time Carryovers $ $ - $ - $ - $ 6,000 6,700 88,900 101,600 1,425,700 $ $ $ $ $ $ - $ 10,000 10,000 $ $ $ FY19 TOTAL BUDGET - $ $ - $ - $ - $ - $ $ $ $ $ $ 170,000 170,000 $ - $ $ $ 9,898,300 30,400 37,600 178,200 10,144,500 2,029,900 438,500 8,800 2,477,200 2,480,500 25,300 5,000 2,510,800 3,143,100 40,900 58,100 89,100 3,331,200 25,594,300 651,000 56,200 188,700 895,900 495,300 30,900 11,300 537,500 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 3 OPERATING EXPENDITURES–ALL FUNDS DEPT/ DIV Emergency Services Personnel Services Contractual Services Commodities One-Time Supplementals Total Emergency Services Wildland Personnel Services Contractual Services Commodities Total Wildland Ambulance Services Personnel Services Contractual Services Commodities Operating Capital One-Time Supplementals Total Ambulance Services Support Services Personnel Services Contractual Services Commodities One-Time Supplementals Total Support Services Facility O&M Contractual Services Commodities Total Facility O&M Homeland Security/Emergency Mgmt. Personnel Services Contractual Services Commodities Total Homeland Security/Emergency Mgmt. MUNICIPAL COURT Administration Personnel Services Contractual Services Commodities One-Time Supplementals FY18 ADJUSTED BUDGET FY17 ACTUAL EXPENDITURE CATEGORY $ 12,041,641 502,001 41,385 210,719 $ 12,795,746 $ $ 95,266 6,140 101,406 $ - $ 405,429 419,398 141,781 794,624 1,761,232 $ 289,398 8,146 297,544 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 248,490 10,198 2,317 $ 261,005 Total Fire $ 16,231,017 $ $ $ Total Municipal Court $ 842,120 74,956 13,899 930,975 $ $ $ 13,734,600 631,400 53,200 319,000 14,738,200 FY19 Initial Budget $ $ 142,900 4,900 5,000 152,800 $ 62,300 1,053,500 1,115,800 $ 373,800 421,100 203,600 63,000 1,061,500 $ 352,800 10,000 362,800 $ $ $ $ $ 269,300 16,500 3,200 289,000 19,189,000 $ 966,000 138,800 16,300 5,300 1,126,400 $ $ $ $ 225 14,446,800 647,400 63,200 15,157,400 FY19 One-Time Supplementals FY19 Ongoing Supplementals FY19 BASE BUDGET $ $ 16,023,900 647,400 63,700 $ 16,735,000 $ - $ 100,000 4,900 1,000 105,900 $ - $ 209,000 209,000 $ - $ 374,500 421,100 164,200 959,800 $ - $ 370,200 10,000 380,200 $ $ 100,000 4,900 1,000 105,900 $ 209,000 209,000 $ 374,500 421,100 164,200 959,800 $ 370,200 10,000 380,200 $ $ $ $ $ 190,800 16,500 200 207,500 18,272,700 $ 1,035,800 133,900 18,500 1,188,200 $ $ $ $ 1,577,100 500 1,577,600 1,578,100 73,700 2,400 76,100 $ $ $ $ $ $ $ $ $ $ 190,800 16,500 200 $ 207,500 $ 19,850,800 $ $ $ $ $ 1,109,500 136,300 18,500 1,264,300 $ $ 139,100 74,200 197,300 410,600 FY19 One-Time Carryovers $ $ - $ - $ 47,000 47,000 $ - $ 467,600 105,500 29,600 135,100 $ $ $ $ $ $ $ $ $ FY19 TOTAL BUDGET 120,000 22,000 142,000 $ $ - $ 480,000 90,000 467,500 1,037,500 $ 63,000 63,000 $ - $ 1,412,500 - $ $ $ $ $ $ $ $ $ 16,283,000 743,600 261,000 17,287,600 100,000 4,900 1,000 105,900 209,000 480,000 90,000 467,500 1,246,500 374,500 531,100 164,200 1,069,800 370,200 10,000 380,200 190,800 16,500 200 207,500 21,730,900 1,215,000 165,900 18,500 1,399,400 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 3 OPERATING EXPENDITURES–ALL FUNDS DEPT/ DIV ECONOMIC DEVELOPMENT Economic Development Personnel Services Contractual Services Commodities One-Time Supplementals DEVELOPMENT SERVICES Administration Personnel Services Contractual Services Commodities Total Administration Planning & Zoning Personnel Services Contractual Services Commodities One-Time Supplementals Total Planning & Zoning Building Safety Personnel Services Contractual Services Commodities One-Time Supplementals Total Building Safety Code Compliance Personnel Services Contractual Services Commodities Total Code Compliance ENGINEERING Administration Personnel Services Contractual Services Commodities One-Time Supplementals Total Administration Plan Review Personnel Services Contractual Services Commodities One-Time Supplementals Total Plan Review FY18 ADJUSTED BUDGET FY17 ACTUAL EXPENDITURE CATEGORY $ Total Economic Development $ $ $ $ $ $ $ $ $ Total Development Services $ $ $ $ $ 661,997 230,875 9,241 50,000 952,113 $ $ 363,574 22,747 6,390 392,711 $ 604,532 21,790 4,301 50,957 681,580 $ 1,024,703 27,084 13,182 211,160 1,276,129 $ 264,739 19,293 4,472 288,504 2,638,924 $ 883,141 51,231 13,917 177,548 1,125,837 $ 481,035 4,062 109,808 594,905 $ $ $ $ $ $ $ $ FY19 Initial Budget 784,000 240,900 11,300 100,000 1,136,200 $ 395,500 14,200 11,100 420,800 $ 664,600 21,000 3,300 135,000 823,900 $ 1,223,100 33,300 19,000 250,000 1,525,400 $ 287,700 20,500 6,700 314,900 3,085,000 $ 787,600 53,300 10,500 18,500 869,900 $ 442,500 4,800 100 75,000 522,400 $ $ $ $ $ $ $ $ $ 226 FY19 BASE BUDGET FY19 Ongoing Supplementals 816,300 242,500 9,600 1,068,400 $ 423,200 14,200 11,100 448,500 $ 693,200 42,700 5,300 741,200 $ 1,271,200 35,700 19,000 1,325,900 $ 293,900 22,500 7,300 323,700 2,839,300 $ 658,100 52,600 9,200 719,900 $ 503,500 4,300 507,800 $ $ $ $ $ $ $ $ $ - $ - $ 2,500 3,400 5,900 $ - $ 5,900 $ - $ - $ $ $ $ $ $ $ $ $ FY19 One-Time Supplementals 816,300 242,500 9,600 1,068,400 $ 423,200 14,200 11,100 448,500 $ 693,200 45,200 8,700 747,100 $ 1,271,200 35,700 19,000 1,325,900 $ $ $ $ $ 293,900 22,500 7,300 323,700 2,845,200 $ 658,100 52,600 9,200 719,900 $ 503,500 4,300 507,800 $ $ $ $ $ FY19 One-Time Carryovers - $ - $ 100,000 4,900 104,900 $ 409,200 12,800 422,000 $ $ $ $ $ 526,900 $ 59,300 59,300 $ 250,000 250,000 $ $ $ $ $ FY19 TOTAL BUDGET 100,000 100,000 $ - $ 60,000 60,000 $ - $ $ $ $ $ 60,000 $ - $ - $ $ $ $ $ 816,300 342,500 9,600 1,168,400 423,200 14,200 11,100 448,500 693,200 205,200 13,600 912,000 1,271,200 444,900 31,800 1,747,900 293,900 22,500 7,300 323,700 3,432,100 658,100 52,600 68,500 779,200 503,500 254,300 757,800 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 3 OPERATING EXPENDITURES–ALL FUNDS DEPT/ DIV Permit Processing Personnel Services Contractual Services Commodities Total Permit Processing Inspections Personnel Services Contractual Services Commodities One-Time Supplementals Total Inspections GIS Personnel Services Contractual Services Commodities Total GIS Project Management Personnel Services Contractual Services Commodities One-Time Supplementals Total Project Management Total Engineering (General Fund) PARKS AND RECREATION Administration Personnel Services Contractual Services Commodities Total Parks and Recreation Administration Park Maintenance Personnel Services Contractual Services Commodities One-Time Supplementals Total Parks Maintenance Rights-of-Way Maintenance Personnel Services Contractual Services Commodities One-Time Supplementals Total Right-of-Ways Maintenance Rights-of-Way CFD Maintenance Personnel Services Contractual Services Total Right-of-Ways CFD Maintenance FY18 ADJUSTED BUDGET FY17 ACTUAL EXPENDITURE CATEGORY $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 385,002 34,384 327 419,713 $ 431,465 10,783 8,475 63,587 514,310 $ 298,151 8,132 306,283 $ 381,093 7,630 1,818 210,015 600,556 3,561,604 $ $ $ $ $ $ 468,593 11,415 1,022 481,030 $ 993,314 1,257,963 92,684 238,775 2,582,736 $ 460,296 546,455 43,920 71,652 1,122,323 $ 69,808 356,204 426,012 $ $ $ $ $ FY19 Initial Budget 537,700 38,000 575,700 $ 422,800 13,600 10,900 291,000 738,300 $ 313,900 33,800 10,500 358,200 $ 540,900 9,600 2,800 515,900 1,069,200 4,133,700 $ 503,500 15,600 1,700 520,800 $ 1,136,700 1,015,900 106,000 224,000 2,482,600 $ 651,000 841,800 47,300 71,100 1,611,200 $ 43,900 360,000 403,900 $ $ $ $ $ $ $ $ $ $ 227 FY19 BASE BUDGET FY19 Ongoing Supplementals 572,000 79,000 651,000 $ 452,200 13,200 10,900 476,300 $ - $ 552,200 8,800 2,800 563,800 2,918,800 $ 534,300 15,600 1,700 551,600 $ 1,216,800 1,330,000 112,400 2,659,200 $ 688,900 782,700 51,300 1,522,900 $ 51,200 360,000 411,200 $ $ $ $ $ $ $ $ $ $ 5,600 7,500 13,100 $ - $ - $ 13,100 $ - $ 42,000 42,000 $ 154,000 154,000 $ - $ $ $ $ $ $ $ $ $ $ FY19 One-Time Supplementals 572,000 84,600 7,500 664,100 $ 452,200 13,200 10,900 476,300 $ $ $ - $ 552,200 8,800 2,800 563,800 2,931,900 $ $ $ $ 534,300 15,600 1,700 551,600 $ 1,216,800 1,330,000 154,400 2,701,200 $ $ $ 688,900 936,700 51,300 1,676,900 $ 51,200 360,000 411,200 $ $ $ FY19 One-Time Carryovers 1,200 15,200 16,400 $ 294,200 9,000 303,200 $ $ $ - $ 628,900 $ $ $ $ - $ 138,000 138,000 $ $ $ 50,000 50,000 $ - $ $ $ FY19 TOTAL BUDGET - $ - $ $ $ - $ - $ - $ - $ $ $ $ $ $ - $ - $ $ $ 572,000 85,800 22,700 680,500 452,200 307,400 19,900 779,500 552,200 8,800 2,800 563,800 3,560,800 534,300 15,600 1,700 551,600 1,216,800 1,468,000 154,400 2,839,200 688,900 986,700 51,300 1,726,900 51,200 360,000 411,200 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 3 OPERATING EXPENDITURES–ALL FUNDS DEPT/ DIV Library Contractual Services Total Library Aquatics Facility Personnel Services Contractual Services Commodities One-Time Supplementals Total Aquatics Facility Recreation Operations Personnel Services Contractual Services Commodities One-Time Supplementals Total Recreation Operations Arts & Culture Personnel Services Contractual Services Commodities One-Time Supplementals Total Arts & Culture Total Parks & Recreation (General Fund) PUBLIC WORKS Administration Personnel Services Contractual Services Commodities Total Administration Facilities Management Personnel Services Contractual Services Commodities Operating Capital One-Time Supplementals Total Facilities Management Program Management Personnel Services Contractual Services Commodities Operating Capital Total Program Management FY18 ADJUSTED BUDGET FY17 ACTUAL EXPENDITURE CATEGORY FY19 Initial Budget FY19 BASE BUDGET FY19 Ongoing Supplementals FY19 One-Time Supplementals FY19 One-Time Carryovers FY19 TOTAL BUDGET $ $ - $ $ 790,000 790,000 $ $ 810,000 810,000 $ $ - $ $ 810,000 810,000 $ $ - $ $ - $ $ 810,000 810,000 $ 107,584 215,774 31,352 117,752 472,462 $ 139,700 236,800 33,300 60,000 469,800 $ 189,100 236,300 33,800 459,200 $ 12,000 3,000 15,000 $ 189,100 248,300 36,800 474,200 $ - $ - $ 189,100 248,300 36,800 474,200 $ $ $ $ $ $ $ $ $ $ $ $ $ 530,960 174,819 120,284 11,138 837,201 $ 107,361 33,180 6,605 2,016 149,162 6,070,926 $ 436,201 8 436,209 $ $ $ $ $ 689,728 1,085,451 52,150 126,624 1,953,953 $ 187,270 65,789 871 253,930 $ $ $ $ 736,900 219,200 133,400 12,300 1,101,800 $ 130,000 56,400 6,600 193,000 7,573,100 $ 485,300 8,300 8,200 501,800 $ $ $ $ $ 802,300 1,176,200 116,500 429,900 2,524,900 $ 205,900 88,800 2,200 296,900 $ $ $ 228 $ 729,800 235,200 133,400 1,098,400 $ 125,000 56,400 6,600 188,000 7,700,500 $ 503,100 7,600 8,100 518,800 $ $ $ $ $ 853,800 1,279,800 116,400 2,250,000 $ 215,300 88,100 2,900 306,300 $ $ $ $ 233,100 4,900 3,100 241,100 $ 5,000 5,000 457,100 $ - $ $ $ $ $ 299,200 40,500 2,000 341,700 $ 95,700 5,900 1,200 102,800 $ $ $ $ 962,900 240,100 136,500 1,339,500 $ 125,000 61,400 6,600 193,000 8,157,600 $ 503,100 7,600 8,100 518,800 $ $ $ $ $ 1,153,000 1,320,300 118,400 2,591,700 $ 311,000 94,000 4,100 409,100 $ $ $ $ 185,300 78,000 263,300 $ 30,000 30,000 481,300 $ - $ $ $ $ $ 121,700 69,200 26,600 78,000 295,500 $ 3,500 35,000 38,500 $ $ $ $ - $ - $ - $ $ $ $ $ - $ - $ $ $ 962,900 425,400 214,500 1,602,800 125,000 91,400 6,600 223,000 8,638,900 503,100 7,600 8,100 518,800 1,274,700 1,389,500 145,000 78,000 2,887,200 311,000 94,000 7,600 35,000 447,600 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 3 OPERATING EXPENDITURES–ALL FUNDS DEPT/ DIV Fleet and Equipment Management Personnel Services Contractual Services Commodities Operating Capital Subtotal Fleet and Equipment Management Interdepartmental Credits Total Fleet and Equipment Management Total Public Works (General Fund) Total - General Fund GENERAL FUND - RESERVES $ $ $ $ $ $ 2,644,092 71,095,629 Fleet Asset Management Reserve $ 584,807 Parks Asset Management Reserve 792,017 Technology Asset Management Reserve 421,597 Police Asset Management Reserve 112,439 Fire Asset Management Reserve 396,791 Traffic Signals Risk Reserve 150,000 Total General Fund - Reserves $ 2,457,651 TOTAL - GENERAL FUNDS $ 73,553,280 SPECIAL REVENUE FUNDS BALLPARK OPERATING Ballpark Operations Personnel Services Contractual Services Commodities Total Stadium Operations Ballpark Maintenance Personnel Services Contractual Services Commodities Operating Capital Total Ballpark Maintenance FY18 ADJUSTED BUDGET FY17 ACTUAL EXPENDITURE CATEGORY $ $ $ $ $ $ $ $ $ $ 906,707 426,089 55,551 1,388,347 $ $ $ Total Ballpark Operating $ 1,568,135 1,185,299 189,880 175,002 3,118,316 4,506,663 BALLPARK CAPITAL REPLACEMENT Ballpark Maintenance Operating Capital $ Total Ballpark Capital Replacement $ Total Ballpark $ 98,299 98,299 4,604,962 $ $ $ 3,323,600 87,037,700 FY19 Initial Budget $ $ $ $ $ $ 2,604,900 2,012,700 818,600 2,113,400 744,300 1,954,000 1,077,500 11,325,400 98,363,100 $ 873,800 368,600 65,600 1,308,000 $ $ $ 1,678,600 1,113,600 215,400 128,000 3,135,600 4,443,600 $ $ $ 725,000 725,000 5,168,600 $ $ $ $ 843,500 670,300 693,600 2,207,400 (2,207,400) 3,075,100 82,242,800 $ $ $ $ $ $ 916,000 437,400 65,600 1,419,000 $ $ $ $ $ $ 2,200,000 2,200,000 6,854,600 229 $ 3,266,300 1,925,000 1,124,000 685,000 883,700 7,884,000 90,126,800 1,819,300 1,200,900 215,400 3,235,600 4,654,600 FY19 BASE BUDGET FY19 Ongoing Supplementals $ $ $ $ 600 600 600 445,100 3,138,400 $ $ $ $ $ $ 3,138,400 $ - $ $ $ 21,000 21,000 21,000 $ $ $ 21,000 843,500 670,900 693,600 2,208,000 (2,207,400) 600 3,520,200 85,381,200 FY19 One-Time Supplementals $ $ $ $ $ $ 3,266,300 1,925,000 1,124,000 685,000 883,700 $ 7,884,000 $ 93,265,200 $ 916,000 437,400 65,600 1,419,000 $ $ $ $ $ $ $ 2,000 32,000 34,000 34,000 368,000 4,298,600 FY19 One-Time Carryovers $ $ $ $ $ $ 4,298,600 $ 50,000 50,000 $ $ $ $ 1,819,300 1,200,900 236,400 3,256,600 4,675,600 $ $ 40,000 45,000 85,000 135,000 $ $ $ 2,200,000 2,200,000 6,875,600 $ $ $ 135,000 FY19 TOTAL BUDGET 4,035,200 $ $ $ $ $ $ 843,500 672,900 693,600 32,000 2,242,000 (2,207,400) 34,600 3,888,200 93,715,000 1,438,300 277,300 21,200 12,600 1,749,400 5,784,600 $ - $ $ $ $ 75,000 75,000 75,000 $ $ 1,819,300 1,240,900 236,400 120,000 3,416,600 4,885,600 $ $ $ 75,000 $ $ $ 2,200,000 2,200,000 7,085,600 $ $ $ 4,704,600 2,202,300 1,124,000 706,200 12,600 883,700 $ 9,633,400 $ 103,348,400 $ 916,000 487,400 65,600 1,469,000 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 3 OPERATING EXPENDITURES–ALL FUNDS DEPT/ DIV ENGINEERING-HIGHWAY USER REVENUE FUND (HURF) Streets-Streets & Markings Personnel Services $ Contractual Services Commodities Total Streets & Markings $ Streets-Street Maintenance Personnel Services $ Contractual Services Commodities Operating Capital Total Street Maintenance $ Streets-Sweeper Operations Personnel Services $ Contractual Services Commodities Total Sweeper Operations $ Streets-Traffic Signals Personnel Services $ Contractual Services Commodities Operating Capital Total Traffic Signals $ Streets -Traffic Management Personnel Services $ Contractual Services Commodities Operating Capital Total Traffic Management $ Total Engineering - HURF $ POLICE - IMPOUND FUND Impound Fund Personnel Services Contractual Services Commodities Operating Capital FY18 ADJUSTED BUDGET FY17 ACTUAL EXPENDITURE CATEGORY $ 138,210 86,373 10,898 235,481 $ $ 550,784 1,635,976 42,900 37,860 2,267,520 $ 111,591 92,312 15,083 218,986 $ 493,283 1,492,529 40,295 2,026,107 $ 263,299 91,058 21,967 376,324 5,124,418 $ $ $ $ $ $ $ Total Police - Impound Fund $ 61,414 5,129 3,836 70,126 140,505 ENGINEERING - ARIZONA LOTTERY FUNDS Contractual Services $ Total Engineering - Arizona Lottery Funds $ 161,822 161,822 172,800 136,200 11,400 320,400 FY19 Initial Budget $ $ 606,500 1,645,600 29,900 50,000 2,332,000 $ 163,100 54,400 24,200 241,700 $ 563,900 1,599,000 64,100 2,227,000 $ 290,800 105,000 50,800 446,600 5,567,700 $ 87,400 14,000 81,000 182,400 $ $ 285,800 285,800 $ $ $ $ $ $ $ 192,800 136,100 11,400 340,300 607,900 3,487,900 29,900 50,000 4,175,700 $ $ $ $ 590,900 1,600,800 64,100 2,255,800 $ $ 104,700 14,000 41,000 159,700 $ $ 201,500 201,500 230 $ 162,900 91,400 23,400 277,700 323,500 47,100 50,400 421,000 7,470,500 FY19 BASE BUDGET FY19 Ongoing Supplementals $ $ $ $ $ $ - $ $ 30,000 20,000 50,000 $ - $ - $ 108,700 500 3,500 112,700 162,700 $ $ 2,000 2,000 $ $ 36,600 36,600 $ $ $ $ $ $ 192,800 136,100 11,400 340,300 FY19 One-Time Supplementals $ $ 607,900 3,517,900 49,900 50,000 4,225,700 $ 162,900 91,400 23,400 277,700 $ 590,900 1,600,800 64,100 2,255,800 $ 432,200 47,600 53,900 533,700 7,633,200 $ $ 104,700 16,000 41,000 161,700 $ $ 238,100 238,100 $ $ $ $ $ $ - FY19 One-Time Carryovers $ $ 25,000 25,000 $ - $ 30,000 30,000 $ 205,900 205,900 260,900 $ $ 33,000 33,000 $ $ - $ $ $ $ $ FY19 TOTAL BUDGET - $ $ 250,000 250,000 $ - $ - $ 250,000 $ $ $ $ $ $ 192,800 136,100 11,400 340,300 607,900 3,792,900 49,900 50,000 4,500,700 162,900 91,400 23,400 277,700 590,900 1,600,800 64,100 30,000 2,285,800 432,200 47,600 53,900 205,900 739,600 8,144,100 $ - $ 104,700 49,000 41,000 194,700 $ $ - $ $ 238,100 238,100 $ $ CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 3 OPERATING EXPENDITURES–ALL FUNDS DEPT/ DIV FY18 ADJUSTED BUDGET FY17 ACTUAL EXPENDITURE CATEGORY COURT - COURT ENHANCEMENT FUND Personnel Services $ Contractual Services Commodities Total Court - Court Enhancement Fund $ 46,150 1,265 47,415 COURT - JUDICIAL COLLECTION ENHANCEMENT FUND (JCEF) Commodities $ Total Court - JCEF Fund $ $ 40,000 45,200 15,000 100,200 - $ $ $ Total Court - Fill the Gap Fund $ - POLICE - OFFICER SAFETY EQUIPMENT Commodities $ Total Police - Officer Safety Equipment $ 53,625 53,625 COURT - FILL THE GAP FUND Contractual Services VARIOUS DEPARTMENTS - MISCELLANEOUS GRANTS Personnel Services $ 356,476 Contractual Services 93,589 Commodities 52,111 Operating Capital 219,340 Total Miscellaneous Grants $ 721,516 TOTAL - SPECIAL REVENUE FUNDS $ 10,854,263 ENTERPRISE FUNDS PUBLIC WORKS - WATER Administration Personnel Services Contractual Services Commodities Operating Capital Total Administration Water Distribution Personnel Services Contractual Services Commodities Operating Capital One-Time Supplementals Total Water Distribution $ $ $ $ $ FY19 Initial Budget $ 40,000 6,200 46,200 60,000 60,000 $ $ $ $ 9,000 9,000 $ $ $ $ $ 247,820 264,017 27,805 236,318 775,960 $ 725,438 250,705 313,259 1,289,402 $ $ $ $ $ - - $ $ $ $ - - $ $ 309,400 122,200 106,200 94,900 632,700 12,006,400 $ $ $ 262,400 291,200 17,700 372,600 943,900 $ 915,200 320,500 572,600 35,000 1,843,300 $ $ $ $ 40,000 6,200 46,200 - $ $ $ $ - - $ $ 14,732,500 $ $ $ $ 279,100 299,900 19,000 51,500 649,500 $ 965,500 223,800 519,100 43,100 1,751,500 $ CITY OF GOODYEAR 231 FY19 BASE BUDGET FY19 Ongoing Supplementals $ $ $ FY19 One-Time Supplementals $ - - $ $ $ $ - - $ $ 222,300 $ $ $ 40,000 6,200 46,200 - $ $ - $ $ - $ $ - $ $ - $ $ - - $ $ - $ $ - $ $ - $ $ 14,954,800 $ $ 46,400 18,000 27,700 92,100 417,100 $ $ $ 428,900 46,400 18,000 27,700 92,100 15,800,800 - $ 279,100 299,900 19,000 51,500 649,500 $ - $ 965,500 223,800 519,100 43,100 1,751,500 $ $ $ $ $ FY19 TOTAL BUDGET - $ $ FY19 One-Time Carryovers $ $ - $ - $ $ $ $ $ $ 133,100 133,100 $ 33,900 33,900 $ $ $ 279,100 299,900 19,000 184,600 782,600 965,500 257,700 519,100 43,100 1,785,400 FY2019 ANNUAL BUDGET SCHEDULE 3 OPERATING EXPENDITURES–ALL FUNDS DEPT/ DIV Water Production Personnel Services Contractual Services Commodities Operating Capital One-Time Supplementals Total Water Production Water Resources Personnel Services Contractual Services Commodities Operating Capital Total Water Resources Water Maintenance Personnel Services Contractual Services Commodities Total Water Maintenance Program Management Personnel Services Contractual Services Commodities Total Program Management Total Public Works - Water INFORMATION TECHNOLOGY - WATER Personnel Services Contractual Services Total Information Technology - Water WATER - NON-DEPARTMENTAL Contingency Total Water - Non-Departmental Total - Water Fund PUBLIC WORKS - WASTEWATER Administration Personnel Services Contractual Services Commodities Operating Capital Total Administration Collection Systems Personnel Services Contractual Services Commodities Operating Capital Total Collections FY18 ADJUSTED BUDGET FY17 ACTUAL EXPENDITURE CATEGORY $ 591,653 1,565,968 468,176 353,606 2,979,403 $ 349,800 345,273 8,263 1,454,431 2,157,767 $ 362,864 362,864 $ 7,565,396 $ $ $ - $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ FY19 Initial Budget 672,600 1,710,700 548,100 50,000 153,100 3,134,500 $ 419,500 415,000 8,900 10,000 853,400 $ 405,400 405,400 $ 148,500 101,800 48,500 298,800 7,479,300 $ $ $ 56,500 300 56,800 7,565,396 $ $ $ 223,725 217,538 28,213 292,931 762,407 $ 487,437 274,092 202,317 24,459 988,305 $ $ $ $ $ $ $ $ 723,200 1,707,500 536,100 100,000 3,066,800 $ 444,400 377,000 8,900 50,000 880,300 $ 517,000 18,200 8,500 543,700 $ 152,100 99,800 52,200 304,100 7,195,900 $ $ $ 60,900 300 61,200 301,500 301,500 7,837,600 $ $ $ 239,200 233,800 183,500 263,600 920,100 $ 551,600 409,600 174,128 43,972 1,179,300 $ $ $ $ $ $ $ $ 232 FY19 BASE BUDGET FY19 Ongoing Supplementals 162,200 382,800 1,200 546,200 $ - $ - $ 546,200 $ $ $ - 7,257,100 $ $ $ 251,100 258,300 27,200 536,600 $ 588,200 395,700 198,000 25,900 1,207,800 $ $ $ $ $ $ $ $ $ $ $ FY19 One-Time Supplementals 885,400 2,090,300 537,300 100,000 3,613,000 $ 444,400 377,000 8,900 50,000 880,300 $ 517,000 18,200 8,500 543,700 $ $ $ $ 152,100 99,800 52,200 304,100 7,742,100 $ $ $ 60,900 300 61,200 546,200 $ $ $ - $ 60,000 60,000 $ $ $ $ $ FY19 One-Time Carryovers 400 7,000 70,000 77,400 $ - $ 140,000 140,000 $ $ $ $ 217,400 $ $ $ - 7,803,300 $ $ $ 251,100 258,300 27,200 536,600 $ 588,200 395,700 258,000 25,900 1,267,800 $ $ $ $ $ FY19 TOTAL BUDGET - $ - $ - $ $ $ $ 885,400 2,090,700 544,300 170,000 3,690,400 444,400 377,000 8,900 50,000 880,300 517,000 158,200 8,500 683,700 167,000 $ $ $ - $ 60,900 300 61,200 217,400 $ $ $ 301,500 301,500 468,500 $ $ $ 301,500 301,500 8,489,200 - $ 13,000 13,000 $ 251,100 258,300 27,200 13,000 549,600 - $ 25,000 25,000 $ $ $ $ $ $ $ $ $ 152,100 99,800 52,200 304,100 8,126,500 588,200 395,700 258,000 50,900 1,292,800 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 3 OPERATING EXPENDITURES–ALL FUNDS DEPT/ DIV Reclamation (Personnel Only) Personnel Services Total Reclamation Corgett WWTP Contractual Services Commodities Operating Capital Total Corgett WWTP Goodyear WRF Contractual Services Commodities Operating Capital Total Goodyear WRF Rainbow Valley WRF Contractual Services Commodities Operating Capital Total Rainbow Valley WRF Wastewater Maintenance Personnel Services Contractual Services Commodities Total Wastewater Maintenance Program Management Personnel Services Contractual Services Commodities Operating Capital Total Program Management Total Public Works - Wastewater INFORMATION TECHNOLOGY - WASTEWATER Personnel Services Contractual Services Total Information Technology - Wastewater Total Wastewater Fund PUBLIC WORKS - SANITATION Administration Personnel Services Contractual Services Commodities Operating Capital One-Time Supplementals Total Administration FY18 ADJUSTED BUDGET FY17 ACTUAL EXPENDITURE CATEGORY FY19 Initial Budget FY19 BASE BUDGET FY19 Ongoing Supplementals FY19 One-Time Supplementals $ $ 685,462 685,462 $ $ 777,600 777,600 $ $ 800,200 800,200 $ $ 70,900 70,900 $ $ 871,100 871,100 $ $ $ 198,774 117,833 316,607 $ 206,200 121,100 14,900 342,200 $ 231,600 119,300 350,900 $ 260,000 260,000 $ 491,600 119,300 610,900 $ 978,647 364,114 1,342,761 $ 771,500 435,000 35,000 1,241,500 $ 777,900 392,400 1,170,300 $ - $ 777,900 392,400 1,170,300 $ 153,971 88,109 24,897 266,977 $ 256,200 140,900 397,100 $ 193,000 139,700 332,700 $ - $ 193,000 139,700 332,700 $ 214,925 214,925 $ 287,300 287,300 $ 246,900 19,300 24,100 290,300 $ - $ 246,900 19,300 24,100 290,300 $ 225,274 138,461 24,262 387,997 4,965,441 $ 245,500 228,000 40,700 15,000 529,200 5,674,300 $ 254,800 157,700 36,000 31,700 480,200 5,169,000 $ 390,900 $ 254,800 157,700 36,000 31,700 480,200 5,559,900 $ 56,500 2,600 59,100 5,733,400 $ 61,100 2,600 63,700 5,232,700 $ 390,900 $ $ $ $ 61,100 2,600 63,700 5,623,600 620,200 5,209,400 58,400 330,800 90,000 6,308,800 $ 661,600 5,375,500 53,400 282,700 6,373,200 $ 144,900 $ (66,200) 12,800 91,500 $ 806,500 5,309,300 66,200 282,700 6,464,700 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 4,965,441 $ 561,486 4,779,213 37,335 5,378,034 $ $ $ $ $ $ $ $ $ $ $ $ $ 233 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ - - FY19 One-Time Carryovers FY19 TOTAL BUDGET $ $ - $ $ 871,100 871,100 $ - $ 491,600 119,300 610,900 - $ - $ - $ 38,000 $ 38,000 $ 244,000 244,000 $ $ - $ - $ - $ 75,000 75,000 75,000 $ 75,000 $ 331,400 331,400 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 777,900 392,400 1,170,300 193,000 139,700 332,700 246,900 19,300 24,100 290,300 254,800 232,700 36,000 31,700 555,200 5,672,900 61,100 2,600 63,700 5,736,600 806,500 5,309,300 66,200 858,100 7,040,100 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 3 OPERATING EXPENDITURES–ALL FUNDS DEPT/ DIV Container Maintenance Personnel Services Contractual Services Commodities Operating Capital Total Container Maintenance Total Public Works - Sanitation TOTAL - ENTERPRISE FUNDS INTERNAL SERVICE FUNDS PUBLIC WORKS - FLEET Fleet and Equipment Management Personnel Services Contractual Services Commodities Operating Capital FY18 ADJUSTED BUDGET FY17 ACTUAL EXPENDITURE CATEGORY $ 66,841 6,100 352,556 150,522 $ 576,019 $ 5,954,053 $ 18,484,890 $ $ $ Total Public Works Fleet $ TOTAL - INTERNAL SERVICE FUNDS $ 713,313 551,260 578,436 1,843,009 1,843,009 GRAND TOTAL ALL FUNDS $ 104,735,442 $ $ $ $ $ FY19 Initial Budget 79,300 13,100 310,000 402,400 6,711,200 20,282,200 $ 803,400 707,400 761,200 15,000 2,287,000 2,287,000 $ $ 132,938,700 78,100 5,800 257,000 340,900 6,714,100 19,203,900 $ - $ $ 124,063,200 $ $ $ $ $ 234 FY19 BASE BUDGET FY19 Ongoing Supplementals FY19 One-Time Supplementals 91,500 1,028,600 $ 78,100 5,800 257,000 $ 340,900 $ 6,805,600 $ 20,232,500 $ $ $ $ - $ $ $ - $ 4,389,300 $ 128,452,500 $ $ $ $ $ $ 331,400 623,800 FY19 One-Time Carryovers $ $ $ $ FY19 TOTAL BUDGET 244,000 750,500 $ $ $ - $ $ - $ 5,351,300 $ 6,952,200 $ $ $ $ $ $ $ 78,100 5,800 257,000 340,900 7,381,000 21,606,800 - $ 140,756,000 Schedule 4-Debt Service CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 4 DEBT SERVICE FY17 ACTUAL FY18 BUDGET FY18 ESTIMATE FY19 BUDGET $ 1,056,000 4,059,200 2,725,000 1,300,000 204,200 346,000 285,800 1,457,400 $11,433,600 $ 2,577,100 4,058,500 2,725,000 1,300,000 204,200 224,800 285,800 1,457,400 $12,832,800 $ 3,762,200 5,308,000 3,174,000 204,200 224,800 285,800 $12,959,000 339,637 339,637 $ $ 339,600 339,600 $ $ $ $ 1,392,467 1,046,675 827,044 21,938 400,000 Total W&S $ 3,688,124 $ 1,395,800 1,051,000 827,000 21,800 400,000 $ 3,695,600 $ 1,395,800 1,051,000 827,000 21,800 400,000 $ 3,695,600 $ 2,482,400 1,390,600 1,048,200 827,000 21,800 $ 5,770,000 $ 3,539,301 Total McDowell $ 3,539,301 $ 3,534,200 $ 3,534,200 $ 3,534,200 $ 3,534,200 $ 3,534,700 $ 3,534,700 Public Improvement Corporation PIC Series 2017 - MLB Indians Project $ PIC Refunding Series 2016A 4,201,447 PIC Refunding Series 2016B 986,226 PIC 2012 A Goodyear Municipal Complex 1,021,272 PIC 2012 B Goodyear Municipal Complex & 911 Ctr. 126,850 PIC Refunding 2011 A&B 1,719,550 PIC Series 2008 (MLB Spring Training Facility) 5,690,612 PIC Series 2007 6,094,702 Total Public Improvement Corporation $19,840,659 $ 1,000,000 1,794,800 2,202,800 1,021,200 126,900 2,973,900 $ 9,119,600 $ 1,272,700 1,794,800 2,202,800 1,021,200 126,900 2,970,200 $ 9,388,600 $ 1,272,800 4,754,800 3,000,400 1,021,200 126,800 1,397,400 $11,573,400 $ 23,500 $28,146,100 $ 23,500 $29,814,300 $ 24,100 $34,200,800 FY18 BUDGET FY18 ESTIMATE FY19 BUDGET General Obligation Bonds (G.O.) GO Series 2017 GO Refunding 2016 GO Refunding 2014 GO Refunding 2012 GO Refunding 2010 GO Build America Bonds 2010 GO Refunding 2009 GO Series 2008 GO Series 2007 $ 3,456,483 2,689,300 2,390,000 204,169 346,045 285,738 1,460,499 1,995,000 Total G.O. $12,827,234 Water Infrastructure Finance Authority (WIFA) 2009 $ Total WIFA $ Water & Sewer Refunding (W&S) Revenue 2019 Revenue 2016 Revenue 2011 Revenue 2010 Refunding 2009 Refunding 1999 McDowell Improvement District 2008 $ Total Fiscal Agent Fees $ 333,588 TOTAL $40,568,543 FY17 ACTUAL DEBT BY FUNDING SOURCE General Fund Ballpark Operating Secondary Property Tax McDowell Improvement District Water Wastewater $ 1,686,997 5,808,126 18,161,324 3,540,051 6,049,256 5,322,789 TOTAL $40,568,543 235 $ 1,431,400 7,701,700 4,501,800 3,535,200 5,803,300 5,172,700 $28,146,100 339,600 339,600 $ 1,427,700 7,974,400 4,994,700 3,535,200 6,213,400 5,668,900 $29,814,300 339,600 339,600 $ 1,415,200 10,171,700 5,771,500 3,535,700 8,233,500 5,073,200 $34,200,800 Schedule 5-Authorized Position Detail by Position Title CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 5 AUTHORIZED POSITION DETAIL BY POSITION TITLE FY17 ACTUAL FY18 BUDGET Administration City Clerk Deputy City Clerk Records Administrator Records Analyst II City Clerk Specialist 1 1 2 1.0 1.0 2.0 1.0 1.0 - 1.0 1.0 1.0 1.0 2.0 - 1.0 1.0 1.0 1.0 2.0 Records Management Records Administrator Records Analyst II 1 1 1.0 1.0 (1.0) (1.0) - - - 6 6.0 - 6.0 - 6.0 1 1 1.0 1.0 - 1.0 1.0 - 1.0 1.0 1 1.0 - 1.0 - 1.0 1 1.0 - 1.0 - 1.0 1 1 1 1 1 1 1.0 1.0 1.0 1.0 1.0 1.0 - - 1.0 1.0 1.0 1.0 1.0 1.0 - - 1.0 1.0 1.0 1.0 1.0 1.0 - 2 1 2.0 1.0 - 2.0 1.0 - 2.0 1.0 - 1.0 - 1.0 - 1.0 2 2.0 - 2.0 - 2.0 1 1.0 - 1.0 - 1.0 1 1 1 1 1.0 1.0 1.0 1.0 - 1.0 1.0 1.0 1.0 - 1.0 1.0 1.0 1.0 1 1.0 - 1.0 - 1.0 21 22.0 - 22.0 - 22.0 NAME POSITION TITLE FY18 FY18 FY19 CHANGE ESTIMATE SUPPLEMENTAL FY19 BUDGET CITY CLERK Total City Clerk CITY MANAGER'S OFFICE City Manager's Office City Manager Assistant to the City Manager Continuous Improvement Program Manager Executive Assistant Intergovernmental Relations Assistant to the Council Assistant to the Mayor Executive Assistant Governmental Relations Manager Management Assistant Neighborhood Services Coordinator Neighborhood Services Manager Deputy City Manager's Office Deputy City Manager Executive Assistant Development Agreement Coordinator Executive Management Assistant Risk Management Risk and Safety Administrator Communications Communications Manager Graphic Designer Media Communications Specialist Video Production Specialist Public Information Officer Digital Communications Administrator Total City Manager's Office 236 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 5 AUTHORIZED POSITION DETAIL BY POSITION TITLE FY17 ACTUAL FY18 BUDGET City Attorney-Civil Division City Attorney Assistant City Attorney Legal Assistant Management Assistant Legal Services Coordinator Real Estate Coordinator 1 2 1 1 - 1.0 2.0 1.0 1.0 - (1.0) 1.0 1.0 1.0 2.0 1.0 1.0 1.0 - 1.0 2.0 1.0 1.0 1.0 City Prosecutor-Criminal Division City Prosecutor Assistant City Prosecutor Legal Assistant Staff Assistant 1 1 1 1 1.0 1.0 1.0 1.0 - 1.0 1.0 1.0 1.0 - 1.0 1.0 1.0 1.0 9 9.0 1.0 10.0 Administration Finance Director Administrative Assistant Management Assistant 1 1 1 1.0 1.0 1.0 - 1.0 1.0 1.0 - 1.0 1.0 1.0 Financial Services Controller Finance Manager Accounting Supervisor Senior Accountant Accountant Senior Account Clerk Account Clerk 1 1 2 2 1 1.0 1.0 2.0 1.0 2.0 1.0 (1.0) 1.0 1.0 (1.0) 1.0 1.0 2.0 1.0 3.0 - - 1.0 1.0 2.0 1.0 3.0 - Special Districts & Taxation CFD Administrator CFD Specialist Accounting Specialist Sales Tax Auditor Accountant 1 1 1 - 1.0 - (1.0) 1.0 1.0 - 1.0 Budget & Research Budget & Research Manager Budget & Research Analyst Tax and Financial Analyst Staff Assistant 1 3 - 1.0 3.0 1.0 1.0 - 1.0 3.0 1.0 1.0 - 1.0 3.0 1.0 1.0 NAME POSITION TITLE FY18 FY18 FY19 CHANGE ESTIMATE SUPPLEMENTAL FY19 BUDGET LEGAL SERVICES Total Legal Services - 10.0 FINANCE DEPARTMENT 237 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 5 AUTHORIZED POSITION DETAIL BY POSITION TITLE FY17 ACTUAL FY18 BUDGET Customer Service Customer Service Supervisor Utility Billing Specialist Customer Service Advocate Customer Service Representative I Customer Service Representative II Senior Account Clerk 1 1 1 4 1 1 1.0 1.0 5.0 1.0 - - 1.0 1.0 5.0 1.0 - - 1.0 1.0 5.0 1.0 - Procurement Procurement Manager Procurement Officer Procurement Specialist 1 2 1 1.0 2.0 1.0 - 1.0 2.0 1.0 - 1.0 2.0 1.0 Mail Services Customer Service Representative I Mail & Copy Clerk 1 - 1.0 - (1.0) 1.0 1.0 - 1.0 31 31.0 - 31.0 - 31.0 Administration Chief Information Officer Administrative Assistant Sr. Infrastructure Administrator 1 1 2 1.0 1.0 1.0 - 1.0 1.0 1.0 - 1.0 1.0 1.0 Technical Support & Services Security & Infrastructure Manager Infrastructure Support Supervisor Infrastructure Administrator Infrastructure Engineer SCADA Systems Engineer IT Technician I IT Technician II 1 2 1 1 1.0 1.0 1.0 1.0 1.0 1.0 1.0 (1.0) (1.0) 1.0 1.0 1.0 1.0 1.0 - - 1.0 1.0 1.0 1.0 1.0 - - - 2.0 2.0 1.0 3.0 Application Development & Support Application & Business Manager Application & Business Analyst Application Developer ITS Application Developer 1 4 3 1 1.0 4.0 3.0 1.0 - 1.0 4.0 3.0 1.0 - 1.0 4.0 3.0 1.0 Geospatial Information GIS Analyst GIS Coordinator GIS Technician - - 1.0 1.0 1.0 1.0 1.0 1.0 - 1.0 1.0 1.0 18 19.0 3.0 22.0 1.0 23.0 NAME POSITION TITLE Total Finance Department FY18 FY18 FY19 CHANGE ESTIMATE SUPPLEMENTAL FY19 BUDGET INFORMATION TECHNOLOGY IT Technician Total Information Technology 238 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 5 AUTHORIZED POSITION DETAIL BY POSITION TITLE NAME POSITION TITLE FY17 ACTUAL FY18 BUDGET FY18 FY18 FY19 CHANGE ESTIMATE SUPPLEMENTAL FY19 BUDGET 1 1.0 - 1.0 - 1.0 - - 1.0 1.0 - 1.0 HUMAN RESOURCES Administration Human Resources Director Senior Human Resources Business Partner Human Resources Business Partner Human Resources Specialist Training Specialist Total Compensation Administrator Wellness & Volunteer Coordinator Assistant Part-Time FTE Intern Part-Time FTE 4 4.0 - 4.0 - 4.0 1 1 - 1.0 1.0 1.0 0.5 0.5 1.0 - 1.0 1.0 1.0 1.0 0.5 0.5 - 1.0 1.0 1.0 1.0 0.5 0.5 Risk Management Risk and Safety Administrator 1 - - - - - 1 1.0 (1.0) - - - 1 - 1.0 (1.0) - - - 10 11.0 - 11.0 - 11.0 Administration Chief of Police Deputy Chief of Police Support Services Manager Administrative Assistant Administrative Assistant Part-Time FTE Forensic Specialist Management Assistant Public Information Officer Police Lieutenant Police Records Clerk II Police Records Specialist Police Officer Police Sergeant Property Evidence Supervisor Volunteer Coordinator Part-Time FTE Property Officer 1 2 1 2 1 1 1 1 2 2 1 1 2 1.0 2.0 1.0 2.0 0.5 1.0 1.0 1.0 2.0 2.0 2.0 1.0 2.0 1.0 0.5 2.0 1.0 - 1.0 2.0 2.0 2.0 0.5 1.0 1.0 1.0 2.0 2.0 2.0 1.0 2.0 1.0 0.5 2.0 - 1.0 2.0 2.0 2.0 0.5 1.0 1.0 1.0 2.0 2.0 2.0 1.0 2.0 1.0 0.5 2.0 Impound Investigation Specialist 1 1.0 - 1.0 - 1.0 Employee Development Human Resources Organizational Strategy Manager Human Resources Specialist Training Specialist Total Human Resources POLICE DEPARTMENT 239 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 5 AUTHORIZED POSITION DETAIL BY POSITION TITLE FY17 ACTUAL FY18 BUDGET Field Operations Police Lieutenant Police Sergeant Police Officer Police Recruit-Cadet Police Assistant 4 7 53 2 4.0 8.0 55.0 1.0 3.0 - 4.0 8.0 55.0 1.0 3.0 - 4.0 8.0 55.0 1.0 3.0 Telecommunications Telecommunications Manager Telecommunications Supervisor Telecommunications Operator Police Lieutenant 1 4 13 - 1.0 4.0 15.0 - (1.0) 1.0 4.0 15.0 1.0 - 4.0 15.0 1.0 Community Services Police Lieutenant Police Sergeant Police Officer 1 3 6 - - - - - Investigations Crime Intelligence Analyst Crisis Services Coordinator Investigations Specialist Police Lieutenant Police Sergeant Police Detective Police Officer 1 1 1 1 2 4 7 1.0 1.0 1.0 1.0 2.0 4.0 7.0 - 1.0 1.0 1.0 1.0 2.0 4.0 7.0 - 1.0 1.0 1.0 1.0 2.0 4.0 7.0 Specialized Patrol Police Lieutenant Police Sergeant Police Officer 1 2 8 1.0 4.0 15.0 (1.0) 1.0 4.0 14.0 3.0 1.0 4.0 17.0 141 151.0 - 151.0 3.0 154.0 Administration Fire Chief Administrative Services Supervisor Management Assistant Administrative Assistant Staff Assistant 1 1 1 1 1 1.0 1.0 1.0 1.0 1.0 - 1.0 1.0 1.0 1.0 1.0 - 1.0 1.0 1.0 1.0 1.0 Fire Prevention Fire Battalion Chief Fire Captain Fire Inspector II Fire Inspector Part-Time FTE 1 2 - 1.0 2.0 0.5 - 1.0 2.0 0.5 - 1.0 2.0 0.5 Community Risk Reduction Coordinator - - 1.0 1.0 - 1.0 Community Risk Reduction Coordinator Part-Time FTE - 1.0 - 1.0 - 1.0 NAME POSITION TITLE Total Police Department FY18 FY18 FY19 CHANGE ESTIMATE SUPPLEMENTAL FY19 BUDGET FIRE DEPARTMENT 240 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 5 AUTHORIZED POSITION DETAIL BY POSITION TITLE FY17 ACTUAL FY18 BUDGET 1 5 41 24 17 1.0 5.0 40.0 25.0 18.0 - 1.0 5.0 40.0 25.0 18.0 8.0 3.0 3.0 1.0 5.0 48.0 28.0 21.0 Ambulance Services Ambulance EMT's Ambulance Paramedics Assistant Contract Monitor - 3.0 3.0 1.0 - 3.0 3.0 1.0 - 3.0 3.0 1.0 Support Services Deputy Fire Chief Fire Battalion Chief Fire Equipment Maintenance Worker 1 1 2 1.0 2.0 - 1.0 2.0 - 1.0 2.0 1 1.0 - 1.0 - 1.0 1 1.0 (1.0) - - - 102 110.5 - 110.5 14.0 124.5 1 1 1 1 2 2 1 - 1.0 1.0 1.0 1.0 2.0 2.0 1.0 1.0 0.3 (1.0) 1.0 - 1.0 1.0 1.0 3.0 2.0 1.0 1.0 0.3 1.0 - 1.0 1.0 1.0 4.0 2.0 1.0 1.0 0.3 9 10.3 - 10.3 1.0 11.3 1 1 1.0 - 1.0 - 1.0 1 2.0 - 2.0 - 2.0 1 1 1 1.0 1.0 1.0 - 1.0 1.0 1.0 - 1.0 1.0 1.0 6 6.0 - 6.0 - 6.0 NAME POSITION TITLE Emergency Services Deputy Fire Chief Fire Battalion Chief Firefighter Fire Captain Fire Engineer Homeland Security/Emergency Management Emergency Manager Community Risk Reduction Coordinator Total Fire Department FY18 FY18 FY19 CHANGE ESTIMATE SUPPLEMENTAL FY19 BUDGET MUNICIPAL COURT Court Administrator Court Supervisor Court Interpreter Court Specialist I Court Specialist II Court Specialist III Security Guard Judge Protem Judge Part-Time FTE Total Municipal Court ECONOMIC DEVELOPMENT Administrative Assistant Economic Development Director Economic Development Project Manager Management Assistant Marketing Coordinator Project Manager - Small Business Total Economic Development 241 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 5 AUTHORIZED POSITION DETAIL BY POSITION TITLE FY17 ACTUAL FY18 BUDGET Administration Administrative Assistant Development Services Administrator Development Services Director Management Assistant 1 1 1 - 1.0 1.0 1.0 - 1.0 1.0 1.0 - 1.0 1.0 1.0 Planning & Zoning Planner II Planner III Planning Manager 1 3 1 1.0 3.0 1.0 - 1.0 3.0 1.0 - 1.0 3.0 1.0 1 1 2 1 1 1.0 3.0 1.0 1.0 - 1.0 3.0 1.0 1.0 - 1.0 3.0 1.0 1.0 1 1.0 - 1.0 - 1.0 4 1.0 4.0 (1.0) 1.0 3.0 - 1.0 3.0 2 1 2.0 1.0 - 2.0 1.0 - 2.0 1.0 22 22.0 - 22.0 - 22.0 Administration Director of Engineering Assistant City Engineer Grants Administrator Management Assistant Plans Examiner II Administrative Assistant Administrative Services Supervisor Real Estate Coordinator 1 1 1 1 2 1 1.0 1.0 1.0 2.0 1.0 (1.0) 1.0 (1.0) 1.0 (1.0) 1.0 1.0 1.0 1.0 1.0 - - 1.0 1.0 1.0 1.0 1.0 - Plan Review Civil Engineer Plans Examiner Plans Review Manager Sr. Civil Engineer 1 2 1 1.0 2.0 1.0 1.0 (1.0) 1.0 (1.0) 2.0 1.0 1.0 - - 1.0 2.0 1.0 - Permit Processing Civil Engineer Development Services Technician II Development Services Technician III Permit Administrator 2 2 1 1.0 2.0 2.0 1.0 - 1.0 2.0 2.0 1.0 - 1.0 2.0 2.0 1.0 NAME POSITION TITLE FY18 FY18 FY19 CHANGE ESTIMATE SUPPLEMENTAL FY19 BUDGET DEVELOPMENT SERVICES Building Safety Building Inspection Supervisor Building Inspector I Building Inspector II Building Inspector III Chief Building Official Fire Plan Review and Inspection Specialist Senior Fire Building Plans Examiner Plans Examiner Code Compliance Code Compliance Officer I Code Compliance Officer II Total Development Services ENGINEERING 242 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 5 AUTHORIZED POSITION DETAIL BY POSITION TITLE FY17 ACTUAL FY18 BUDGET Inspections Construction Inspector II Construction Inspection Supervisor 3 1 3.0 1.0 - 3.0 1.0 - 3.0 1.0 GIS GIS Analyst GIS Coordinator GIS Technician 1 1 1 1.0 1.0 1.0 (1.0) (1.0) (1.0) - - - Project Management Project Manager Sr. Project Manager 1 3 1.0 3.0 - 1.0 3.0 - 1.0 3.0 Streets & Markings Traffic Operations Worker II Traffic Operations Worker III 1 1 1.0 1.0 - 1.0 1.0 - 1.0 1.0 Streets Maintenance Pavement Management Coordinator Street Maintenance Foreman Streets Maintenance Worker II Street Maintenance Worker III 1 1 3 1 1.0 1.0 3.0 1.0 - 1.0 1.0 3.0 1.0 - 1.0 1.0 3.0 1.0 Sweeper Operations Equipment Operator 2 2.0 - 2.0 - 2.0 Traffic Signals Signal Technician II Signal Technician III Streets and Traffic Superintendent Traffic Operations Foreman 2 1 1 1 2.0 1.0 1.0 1.0 - 2.0 1.0 1.0 1.0 - 2.0 1.0 1.0 1.0 Traffic Management Assistant City Traffic Engineer City Traffic Engineer Intelligent Transportation Systems Analyst 1 1 - 1.0 1.0 - - 1.0 1.0 - 1.0 1.0 1.0 1.0 Total Engineering 44 44.0 (4.0) 40.0 1.0 41.0 1 2 1 - 1.0 2.0 1.0 0.5 1.5 1.0 - 1.0 1.0 2.0 1.0 0.5 1.5 - 1.0 1.0 2.0 1.0 0.5 1.5 NAME POSITION TITLE FY18 FY18 FY19 CHANGE ESTIMATE SUPPLEMENTAL FY19 BUDGET PUBLIC WORKS General Fund: Administration Public Works Director Administrative Services Supervisor Administrative Assistant Management Assistant Staff Assistant Part-Time FTE Intern Part-Time FTE 243 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 5 AUTHORIZED POSITION DETAIL BY POSITION TITLE FY17 ACTUAL FY18 BUDGET 1 3 4 1 1.0 3.0 4.0 1.0 1.0 (1.0) - 1.0 3.0 4.0 1.0 2.0 1.0 - 1.0 3.0 6.0 1.0 1.0 1 - - - - - - 1.0 - 1.0 - 1.0 1 1.0 - 1.0 - 1.0 1 1 1 - 1.0 1.0 1.0 - - 1.0 1.0 1.0 - 1.0 1.0 1.0 1.0 1.0 Fleet Internal Services: Fleet and Equipment Management Fleet Management Superintendent Mechanic I Mechanic III Mechanic Foreman Service Advisor 1 1 3 1 1 1.0 1.0 3.0 1.0 1.0 - 1.0 1.0 3.0 1.0 1.0 - 1.0 1.0 3.0 1.0 1.0 Sanitation: Sanitation Inspector Sanitation Supervisor Sanitation Worker I Sanitation Worker II Sanitation Worker III 1 1 2 2 1 1.0 1.0 2.0 2.0 1.0 - 1.0 1.0 2.0 2.0 1.0 1.0 1.0 - 1.0 1.0 3.0 3.0 1.0 Water: Administration Utilities Operations Manager Environmental Services Manager Public Works Director Water Superintendent 1 1 1 1.0 1.0 1.0 1.0 (1.0) (1.0) - 1.0 1.0 - 1.0 1.0 Water Distribution Location Specialist Sr. Utility Technician Utility Technician Utility Technician II Water Distribution Supervisor 1 2 5 1 1.0 1.0 2.0 5.0 1.0 - 1.0 1.0 2.0 5.0 1.0 - 1.0 1.0 2.0 5.0 1.0 Water Production Operations Supervisor Sr. Utility Technician Utility Technician I Utility Technician II 1 1 2 3 1.0 1.0 2.0 3.0 - 1.0 1.0 2.0 3.0 1.0 1.0 - 1.0 2.0 3.0 3.0 NAME POSITION TITLE Facilities Management Facilities and Fleet Manager Municipal Services Manager Facilities Maintenance Worker II Facilities Maintenance Worker III Facilities Maintenance Supervisor Facility Superintendent Program Management Public Works Program Manager Engineering & Regulatory Compliance Manager Environmental Compliance Supervisor Water Quality Technician II Water Quality Technician III Industrial Pretreatment Coordinator Storm Water Inspector 244 FY18 FY18 FY19 CHANGE ESTIMATE SUPPLEMENTAL FY19 BUDGET CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 5 AUTHORIZED POSITION DETAIL BY POSITION TITLE FY17 ACTUAL FY18 BUDGET Water Maintenance Operations Supervisor Instrumentation Control Technician Maintenance Mechanic II Maintenance Superintendent 1 1 2 1 1.0 1.0 2.0 1.0 - 1.0 1.0 2.0 1.0 - 1.0 1.0 2.0 1.0 Water Resources Water Conservation Specialist Water Resources Manager Water Resources Planning Advisor 1 1 1 1.0 1.0 1.0 - 1.0 1.0 1.0 - 1.0 1.0 1.0 Wastewater: Administration Wastewater Superintendent 1 1.0 - 1.0 - 1.0 Wastewater Collection Operations Supervisor Sr. Utility Technician Utility Technician I Utility Technician II 1 1 2 2 1.0 1.0 2.0 2.0 - 1.0 1.0 2.0 2.0 - 1.0 1.0 2.0 2.0 Wastewater Reclamation Operations Supervisor Reclamation Utility Technician I Utility Technician II Sr. Utility Technician 1 2 4 1 1.0 2.0 4.0 2.0 - 1.0 2.0 4.0 2.0 1.0 - 1.0 3.0 4.0 2.0 Wastewater Maintenance Instrumentation & Control Technician Operations Supervisor Maintenance Mechanic I 1 1 1.0 1.0 (1.0) 1.0 - 1.0 1.0 - 1.0 1.0 76 80.0 - 80.0 9.0 89.0 Administration Parks & Recreation Director Administrative Assistant Management Assistant Parks and Recreation Manager 1 1 1 1 1.0 1.0 1.0 1.0 - 1.0 1.0 1.0 1.0 - 1.0 1.0 1.0 1.0 Park Maintenance Parks Foreman Parks Worker I Parks Worker II Parks Worker III Parks Superintendent Maintenance Worker OPS Part-Time FTE 1 4 5 3 1 - 1.0 4.0 5.0 3.0 1.0 2.4 - 1.0 4.0 5.0 3.0 1.0 2.4 - 1.0 4.0 5.0 3.0 1.0 2.4 NAME POSITION TITLE Total Public Works FY18 FY18 FY19 CHANGE ESTIMATE SUPPLEMENTAL FY19 BUDGET PARKS AND RECREATION 245 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 5 AUTHORIZED POSITION DETAIL BY POSITION TITLE FY17 ACTUAL FY18 BUDGET 1 2 3 1.0 2.0 1.0 3.0 - 1.0 2.0 1.0 3.0 - 1.0 2.0 1.0 3.0 - 1.8 - 1.8 - 1.8 Recreation Operations Customer Service Representative II Recreation Coordinator Recreation Programmers Recreation Superintendent Recreation Supervisor Recreation Leader Part-Time FTE Recreation Instructor Part-Time FTE Lifeguard I Part-Time FTE Lifeguard II Part-Time FTE Pool Manager Part-Time FTE Assistant Pool Manager Part-Time FTE Swim Coach Part-Time FTE Assistant Swim Coach Part-Time FTE 1 2 1 - 1.0 2.0 2.0 1.0 3.8 1.5 1.8 1.5 0.5 0.8 0.8 0.8 - 1.0 2.0 2.0 1.0 3.8 1.5 1.8 1.5 0.5 0.8 0.8 0.8 1.0 - 1.0 2.0 2.0 1.0 1.0 3.8 1.5 1.8 1.5 0.5 0.8 0.8 0.8 Arts & Culture Special Events Coordinator Arts & Culture Coordinator Event Services Lead Part-Time FTE Event Services Part-Time FTE 1 - 1.0 1.0 2.7 - 1.0 1.0 2.7 1.0 - 1.0 1.0 1.0 2.7 1 1.0 - 1.0 - 1.0 1 1.0 - 1.0 - 1.0 1 3 - 1.0 1.0 1.0 1.0 0.6 1.6 0.4 2.1 - 1.0 1.0 1.0 1.0 0.6 1.6 0.4 2.1 - 1.0 1.0 1.0 1.0 0.6 1.6 0.4 2.1 3 1 1 6 7 - 3.0 1.0 1.0 6.0 7.0 11.1 - 3.0 1.0 1.0 6.0 7.0 11.1 - 3.0 1.0 1.0 6.0 7.0 11.1 Total Parks and Recreation 53 91.2 - 91.2 2.0 93.2 TOTAL POSITION COUNT 548 613.0 - 613.0 31.0 644.0 NAME POSITION TITLE Rights of Way Maintenance Parks Foreman Parks Worker III Right of Way Superintendent Right of Way Worker III Maintenance Worker CFD Part-Time FTE Ballpark Operations Ballpark General Manager Business Operations & Marketing Coordinator Ballpark Operations Coordinator Ballpark Ticket Sales & Operations Business Development Coordinator Administrative Assistant Ballpark Coordinator Ticket Lead Part-Time FTE Ticket Seller Part-Time FTE Game Production Part-Time FTE Intern- Ballpark Part-Time FTE Ballpark Maintenance Ballpark Foreman Ballpark Superintendent Grounds Equipment Mechanic Groundskeeper I Groundskeeper II Maintenance Worker BP Part-Time FTE 246 FY18 FY18 FY19 CHANGE ESTIMATE SUPPLEMENTAL FY19 BUDGET Schedule 5A-Authorized Positions by Department and By Fund CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 5A AUTHORIZED POSITIONS BY DEPARTMENT AND BY FUND POSITIONS BY DEPARTMENT FY17 ACTUAL FY18 ESTIMATE FY19 SUPPLEMENTAL FY19 BUDGET City Clerk's Office 6 6.0 - 6.0 City Manager's Office 21 22.0 - 22.0 Legal Services 9 10.0 - 10.0 31.0 Finance 31 31.0 - Information Technology 18 22.0 1.0 23.0 10 10.0 - 10.0 1.0 - 1.0 6.0 Human Resources Full-Time Part-Time Economic Development 6 6.0 - Development Services 22 22.0 - 22.0 Engineering 44 40.0 1.0 41.0 9 10.0 1.0 - 11.0 3.0 - 153.0 14.0 - 123.0 2.0 - 58.0 87.0 Municipal Court Full-Time Part-Time 0.3 0.3 Police Full-Time 141 Part-Time 150.0 1.0 1.0 Fire Full-Time 102 Part-Time 109.0 1.5 1.5 Parks and Recreation Full-Time 53 Part-Time 56.0 35.2 35.2 Public Works Full-Time 76 78.0 2.0 9.0 - 548 613.0 31.0 644.0 548 572.0 31.0 603.0 41.0 - 41.0 Part-Time TOTAL POSITIONS BY DEPARTMENT Total Full-Time Total Part-Time POSITIONS BY FUND General Full-Time Part-Time Highway User Revenue Fund Impound Fund Water Wastewater Sanitation Ballpark Full-Time Part-Time Fleet TOTAL POSITIONS BY FUND FY17 ACTUAL 444 17 1 29 19 7 24 7 548 247 2.0 FY18 ESTIMATE FY19 SUPPLEMENTAL FY19 BUDGET 466.0 21.5 17.0 1.0 30.0 20.0 7.0 25.0 - 491.0 21.5 18.0 1.0 32.0 21.0 9.0 24.0 19.5 7.0 613.0 - 1.0 2.0 1.0 2.0 31.0 24.0 19.5 7.0 644.0 Schedule 6-Interfund Transfers CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 6 INTERFUND TRANSFERS GENERAL FUNDS Fleet Asset Management Reserve $ Technology Asset Management Reserve Parks Asset Management Reserve Police Asset Management Reserve Fire Asset Management Reserve Traffic Signals Asset Management Reserve Ballpark Operating Ballpark Capital Replacement Fund Highway User Revenue Fund Construction Sales Tax - Impact Fees Water Wastewater Sanitation Debt Service General Fund $ FY17 ACTUALS IN OUT FY18 BUDGET IN OUT 700,000 1,200,000 900,000 2,800,000 $ 2,000,000 1,750,000 2,250,000 2,260,000 800,000 3,592,700 6,375,900 $ 19,028,600 $ Fleet Asset Management Reserve $ 2,000,000 Technology Asset Management Reserve 1,750,000 Parks Asset Management Reserve 2,250,000 Police Asset Management Reserve 2,260,000 Fire Asset Management Reserve 800,000 Traffic Signals Asset Management Reserve General Fund Reserves $ 9,060,000 TOTAL GENERAL FUNDS $ 11,860,000 $ 1,150,000 1,650,000 900,000 3,700,000 $ 1,750,000 900,000 1,900,000 700,000 2,000,000 9,391,000 900,000 436,300 $ 17,977,300 $ $ $ 19,028,600 $ 1,750,000 900,000 1,900,000 700,000 2,000,000 $ 7,250,000 $ 10,950,000 $ $ $ SPECIAL REVENUE FUNDS Ballpark Operating $ Ballpark Capital Replacement Fund Highway User Revenue Fund (HURF) TOTAL SPECIAL REVENUE FUNDS $ 3,592,700 3,592,700 $ $ - $ 6,375,900 $ - TOTAL DEBT SERVICE FUND FY18 ESTIMATE IN OUT FY19 BUDGET IN OUT 1,150,000 1,650,000 900,000 3,700,000 $ 1,750,000 900,000 1,900,000 700,000 2,000,000 8,828,800 784,800 321,400 $ 17,185,000 $ $ $ 17,977,300 1,750,000 900,000 1,900,000 700,000 2,000,000 $ 7,250,000 $ 10,950,000 $ $ $ 17,185,000 9,391,000 900,000 436,300 $ 10,727,300 $ $ $ 8,828,800 784,800 321,400 9,935,000 $ $ - $ $ - $ - $ - 248 $ 1,150,000 1,650,000 900,000 3,700,000 $ $ 1,900,000 900,000 1,900,000 650,000 1,300,000 $ 6,650,000 $ 10,350,000 $ $ 12,656,900 900,000 3,236,400 $ 16,793,300 $ $ - $ - $ - $ $ - $ - 1,900,000 900,000 1,900,000 650,000 1,300,000 12,656,900 900,000 3,236,400 $ 23,443,300 $ $ 23,443,300 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 6 INTERFUND TRANSFERS FY17 ACTUALS IN OUT ENTERPRISE FUNDS Water Staff and Administration $ Water In Lieu of Property Tax Wastewater Staff and Administration Wastewater In Lieu of Property Tax Sanitation TOTAL ENTERPRISE FUNDS $ 1,245,000 1,245,000 $ IMPACT FEES Construction Sales Tax - Impact Fees $ Parks Impact Fees Fire Impact Fees Police Impact Fees Streets Impact Fees Water Impact Fees Wastewater Impact Fees TOTAL IMPACT FEES $ 678,300 146,600 61,900 956,300 1,843,100 $ TOTAL TRANSFERS - ALL FUNDS $ 24,916,700 $ $ FY18 BUDGET IN OUT 700,000 1,200,000 900,000 2,800,000 $ 1,843,100 1,245,000 3,088,100 $ $ 24,916,700 $ $ - $ - $ $ 21,677,300 249 $ $ FY18 ESTIMATE IN OUT 700,000 450,000 1,200,000 450,000 900,000 3,700,000 $ - $ $ 21,677,300 $ $ - $ - $ $ 20,885,000 $ $ FY19 BUDGET IN OUT 700,000 450,000 1,200,000 450,000 900,000 3,700,000 $ - $ $ 20,885,000 $ $ - $ - $ $ 27,143,300 $ $ 700,000 450,000 1,200,000 450,000 900,000 3,700,000 - $ 27,143,300 Schedule 7-Property Tax CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 7 PROPERTY TAX FY 2017 BUDGET FY 2018 BUDGET FY 2019 BUDGET $710,534,322 $ 8,240,777 $1.1598 $763,038,272 $ 8,655,906 $1.1344 $818,550,538 $ 9,072,814 $1.1084 Property Valuation Secondary Levy Rate $ 710,534,322 $ 4,991,779 $0.7025 $ 763,038,272 $ 4,581,780 $0.6005 $ 818,550,538 $ 5,129,038 $0.6266 Combined Property Tax Levy Combined Property Tax Rate $ 13,232,556 $1.8623 $ 13,237,686 $1.7349 $ 14,201,852 $1.7350 DESCRIPTION Primary Property Tax Property Valuation Primary Levy Rate PER $100 Assessed Valuation Secondary Property Tax Truth in Taxation - FY19 Primary property tax levy FY18 $ 8,655,906 Value of new construction FY19 $ 21,991,291 Net assessed value less new construction FY19 $ 796,559,247 Total Net assessed valuation FY19 $ 818,550,538 Truth in Taxation Rate $ 1.0867 Max. Levy Allowed by law Requires Truth in Taxation $ 9,072,814 Max. Levy that can be imposed without Truth in Taxation FY19 $ 8,895,189 Levy Amount Requiring Truth in Taxation $ 177,625 Maximum Allowable Tax Rate $ 1.1084 250 Schedule 8-Arizona Constitutional Debt Limit CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 8 ARIZONA CONSTITUTIONAL DEBT LIMIT 2018/19 Secondary Assessed Valuation (AV) $ 964,201,508 Debt Limit 6% Of Assessed Valuation (1) $ 57,852,090 Bonds Outstanding At June 30, 2018 $ - $ 57,852,090 Debt Limit 20% Of Assessed Valuation (2) $ 192,840,302 Bonds Outstanding At June 30, 2018 $ 106,320,000 $ 299,160,302 6% Bonds Excess Available At June 30, 2018 20% Bonds Excess Available At June 30, 2018 (1) The Arizona Constitution limits the amount of tax supported debt that a city may issue. The limit of bonds to finance other projects not in 20% category is 6% of the municipality's assessed valuation. The city has recently retired all of the 6% category G.O. bonds. (2) Any incorporated city or town, with assent, may be allowed to become indebted but not exceed twenty per centum additional taxable property for supplying such city or town with water, artificial light, or sewers, when the works for supplying such water, light or sewers are or shall be owned and controlled by the municipality, and for the acquisition and development by the incorporated city or town of land or interest therein for open space preserves, parks, playgrounds and recreational facilities, public safety, law enforcement, fire and emergency services facilities and streets and transportation facilities. In FY06 projects involving public safety, law enforcement, fire and emergency service facilities, streets, and transportation facilities were added to this category. 251 Schedule 9-Capital Improvement Program CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 9 CAPITAL IMPROVEMENT PROGRAM FY19 AMOUNT FUNDING SOURCE/PROJECT NAME NON-UTILITY IMPACT FEES Newland Reimbursement EMR Park Arts & Parks Projects Total GENERAL Development Continuum Flow Analysis & Design - BS & Counter Remodel 911 Telecommunications Center Univeral Power Supply (UPS) - Backup Fire Stations Carpet Removal Financial System Implementation Project Goodyear Municipal Court Security Improvements and Parking Study Capital Projects/Loan Reserve $ $ 444,900 444,900 $ 17,600 35,000 125,000 958,200 30,000 9,125,500 BALLPARK OPERATING New Ballpark Concessions Area Ballpark Safety Repairs 150,000 1,260,000 G.O. BONDS Fire Station 181 Replacement Police Building Phase II Capital Projects/Loan Reserve 500,000 153,000 16,640,400 NON-UTILITY IMPACT FEES EMR Fire Station 186 West Goodyear Fire Station 188 Newland Reimbursement EMR - Fire Station Impact Fee Audit Capital Projects/Loan Reserve 820,000 820,000 513,300 7,200 12,432,100 NON-UTILITY IMPACT FEES Impact Fee Audit Facilities & Technology Projects Total GENERAL Fiber Project: Elwood St (Cotton to Estrella); Cotton Ln (Estrella to Lower 86 Acre Recreation Campus - RID Relocation Van Buren Street, Estrella Parkway to Sarival $ $ Arizona Highway Users Revenue Perryville Road and Indian School Road Traffic Signal Fiber Optic Conduit NON-UTILITY IMPACT FEES Sarival Avenue: Jefferson Street to Yuma Rd Estrella Parkway and San Miguel Drive Traffic Signal Streets Projects Total WASTEWATER ENTERPRISE Rainbow Valley Water Reclamation Facility - Disc Filter Replacement Rainbow Valley Water Reclamation Facility Return Activated/Waste Quarter Section 59 - Sewer Pipe Rehabilitation or Replacement Study Manhole Rehabilitation or Replacements Differential Impact Fee Credits Oversizing Lines IWMP North Waterman Wash Amendment Phase I 252 17,800 43,605,100 54,100 912,700 1,427,200 400,000 67,300 $ $ 1,469,200 553,500 4,884,000 170,000 27,800 250,000 541,000 671,100 750,000 75,000 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 9 CAPITAL IMPROVEMENT PROGRAM FY19 AMOUNT FUNDING SOURCE/PROJECT NAME UTILITY IMPACT FEES Debt Service - Impact Fee Share Newland WW Reimbursement Wastewater Projects Total WATER ENTERPRISE Surface Water Project CAP Subcontract Capital Charges Differential Impact Fee Credits Oversizing Lines Reverse Osmosis Membrane Replacement IWMP North Waterman Wash Amendment Phase I $ $ 962,900 863,000 4,310,800 2,351,700 603,800 835,600 546,400 100,000 75,000 WATER BONDS Surface Water Project Site 12 Improvements and Increased Capacity New Well 26 (Well #1 Re-drill & Re-equip) 9,684,300 10,791,900 1,082,000 WATER DEVELOPMENT REIMBURSEMENT Surface Water Project 32,000,000 UTILITY IMPACT FEES Surface Water Project Debt Service GRIC - Impact Fee Share Debt Service - Impact Fee Share Newland Zone 3 Reimbursement Water Projects Total 40,549,900 965,600 328,100 5,338,700 $ 105,253,000 Total FY19 Capital Improvement Program $ 158,497,800 FUND TYPE General Ballpark Operating Highway Users Revenue Fund (HURF) Water Enterprise Wastewater Enterprise G.O. Bonds Water Bonds Water Development Reimbursement Fire North and Central 2014 Impact Fee Fire South 2014 Impact Fee Parks Community Facilities - Pre 2012 Parks Community Facilities 2012 Parks North/Central 2014 Impact Fee Parks South 2014 Impact Fee Police Impact Fee Streets North 2014 Impact Fee Streets Central 2014 Impact Fee Streets South 2014 Impact Fee Water North and Central 2014 Impact Fee Water South 2014 Impact Fee Wastewater North and Central 2014 Impact Fee Wastewater South 2014 Impact Fee Total FY19 Capital Improvement Program SCHEDULE 10-CARRYOVERS BY FUNDING SOURCE 253 FY19 12,685,300 1,410,000 467,300 4,512,500 2,484,900 17,293,400 21,558,200 32,000,000 820,500 1,333,800 2,076,900 647,800 9,708,600 445,400 800 1,200 1,470,900 554,300 41,850,400 5,344,200 967,200 864,200 $ 158,497,800 $ Schedule 10-Carryovers by Funding Source CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 10 CARRYOVERS BY FUNDING SOURCE CARRYOVER BUDGET CIP PROJECT DESCRIPTION Public Art: Goodyear Community Park $ Public Art: Recreation Center Public Art: Recreation Campus - Central Goodyear 30-Acre Park Public Art: EMR Fire Station 186 Public Art: Fire Station 181 Replacement ZIZ Water Feature Renovation Estrella Foothills Park - Softball Fields City Hall Renovations Renovation of Fire Station 183 Financial System Implementation Project 86 Acre Recreation Campus - Harrison Half St - 158th to Estrella Pkwy 86 Acre Recreation Campus - Estrella Pkwy - One Lane - Harrison to Goodyear Blvd. 86 Acre Recreation Campus - RID Relocation Sarival Avenue: Jefferson Street to Yuma Rd Van Buren Street, Estrella Parkway to Sarival Riggs Road Survey, Land Acquisition and Repair I10/Loop 303 Landscape - Phase 2 Traffic Signals - 146th & Camelback TOTAL GENERAL FUND $ 20,000 30,000 20,000 40,000 40,000 5,400 420,000 46,000 109,200 1,501,100 632,600 413,900 333,200 53,000 1,772,800 202,300 25,900 385,000 6,050,400 Surface Water Project 2,010,000 2,010,000 $ TOTAL WATER ENTERPRISE FUND $ LS 3 Palm Valley Lift Station - Rehabilitation Corgett WRF Chlorine Contact Basin Upgrades Goodyear WRF 2 MGD Expansion Design Goodyear WRF Solids Handling - New Centrifuge Goodyear WRF Solids Handling Facility Upgrade Goodyear WRF South Aerobic Digester Liner Perryville Grinder Station Wells Fargo Lift Station and Force Main Rehabilitation RVWR Return Activated/Waste Activated Sludge Pump Station Improvements El Cidro Sewer Line $ TOTAL WASTERWATER ENTERPRISE FUND $ Recreation Campus - Aquatic Facility Fire Station 181 Replacement Surface Water Project $ TOTAL GO BONDS FUND $ Site 12 Improvements and Increased Capacity New Well 26 (Well #1 Re-drill & Re-equip) Surface Water Project Adaman Well #3 Liberty Potable Interconnects $ TOTAL WATER BONDS FUND $ Adaman Well #3 $ TOTAL WATER DEVELOPER REIMBURSEMENT FUND $ 254 93,600 163,600 68,100 1,161,100 1,323,800 292,000 313,800 485,500 51,700 364,000 4,317,200 573,300 5,931,000 4,392,800 10,897,100 7,689,900 6,352,000 20,647,000 2,881,000 368,000 37,937,900 2,459,300 2,459,300 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 10 CARRYOVER BY FUNDING SOURCE CARRYOVER BUDGET CIP PROJECT DESCRIPTION Goodyear Water Reclamation Facility Expansion $ TOTAL WASTEWATER BOND FUND $ Recreation Campus - Central Goodyear 30-Acre Park Recreation Campus - Recreation Center Library Build Out EMR Fire Station 186 Impact Fee Study Sarival Avenue: Jefferson Street to Yuma Rd Development Reimbursement for Traffic Signal $ 5,300,000 5,300,000 TOTAL NON-UTILITY IMPACT FEES FUND $ 829,200 629,600 45,900 4,945,400 24,300 252,800 180,000 6,907,200 Site 12 Improvements and Increased Capacity $ Goodyear Water Reclamation Facility Expansion and Site Improvements Goodyear WRF 2 MGD Expansion Design Impact Fee Study TOTAL UTILITY IMPACT FEES FUND $ 1,219,500 6,889,200 262,800 59,200 8,430,700 TOTAL CAPITAL PROJECTS $ 84,309,800 CARRYOVER BUDGET OPERATING CARRYOVER DESCRIPTION Open Text/DocuSign Electronic Signatures Finance - Consulting Fees Information Technology - Consulting Fees Impact Fee Reduction Program (Retail Incentive) Community Paramedicine Program City Council Special Projects Job Credits Records Management Software Paramedic Initial Training Ambulance Service Start Up / Contractual Apparatus Exhaust System Economic Opportunity Fund Landscape Ordinance Update TOTAL GENERAL FUND $ 20,500 150,000 21,600 1,909,100 75,000 137,000 149,500 170,000 142,000 1,037,500 63,000 100,000 60,000 4,035,200 $ FLEET ASSET MANAGEMENT RESERVE $ 1,438,300 1,438,300 $ FIRE ASSET MANAGEMENT RESERVE $ 21,200 21,200 Traffic Signal Cabinet Beautification Program $ ENGINEERING-STREETS ASSET MANAGEMENT RESERVE $ 12,600 12,600 Irrigation Pump & Pond Maintenance - Foothills & Rio Paseo $ PARKS ASSET MANAGEMENT RESERVES $ 277,300 277,300 Fleet Replacement (3 Fire Pumper Trucks) $ Cadex Battery Conditioners 255 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 10 CARRYOVER BY FUNDING SOURCE CARRYOVER BUDGET OPERATING CARRYOVER DESCRIPTION $ TOTAL BALLPARK FUND $ 75,000 75,000 $ TOTAL HIGHWAY USER REVENUE FUND (HURF) $ 250,000 250,000 $ TOTAL POLICE GRANTS $ 15,000 12,600 26,400 20,000 74,000 $ TOTAL FIRE GRANTS $ 18,100 18,100 $ 301,500 133,100 33,900 468,500 Shade Canopy - Concessionaire Enhancement Pavement Management (moved from CIP) AZDHS UASI Grant Bulletproof Vest Partnership Grant DUI Enforcement Grant Work Safety Zone Grant UASI Grant Water Drought Contingency IT Asset Replacement Historic Goodyear Water Line Grant Match TOTAL WATER FUND $ $ IT Asset Replacement Video Assessment of Sewer Collection Fleet Replacement 256 TOTAL WASTEWATER FUND $ 13,000 25,000 38,000 $ TOTAL SANITATION FUND $ 244,000 244,000 TOTAL OPERATING $ 6,952,200 Schedule 11-Listing of Supplementals CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 11 LISTING OF SUPPLEMENTALS DEPT SUPPLEMENTAL NAME MAYOR AND COUNCIL Discretionary Fund Increase ONGOING ONE-TIME TOTAL POSITIONS $ Total Mayor and Council $ 12,500 12,500 $ $ - $ $ 12,500 12,500 - $ Total City Clerk $ - $ $ 70,000 70,000 $ $ 70,000 70,000 - $ $ 50,000 50,000 $ Total City Manager $ 15,000 15,000 15,000 50,000 65,000 - INFORMATION TECHNOLOGY IT Technician $ OpenText Upgrade Software Consulting Services Total Information & Technology Services $ 86,400 86,400 $ $ $ 100 95,000 25,000 120,100 $ 86,500 95,000 25,000 206,500 1.0 1.0 - $ $ 25,000 25,000 $ $ 25,000 25,000 - 135,700 26,000 2,400 250,000 35,000 449,100 $ 101,600 998,400 62,500 32,000 28,000 203,200 1,425,700 $ 237,300 1,024,400 64,900 32,000 28,000 453,200 35,000 $ 1,874,800 1.0 2.0 3.0 Recruitment and Training - Sworn Positions FS 186 $ U Capit Knox Box Cloud Based System for Trucks Warning Flashers - 182 EMS Safety Station Pants Active Shooter Response Kit Total Fire $ 1,577,100 500 500 1,578,100 $ 333,700 11,000 10,000 47,000 14,200 51,700 467,600 $ 1,910,800 11,500 10,500 47,000 14,200 51,700 $ 2,045,700 14.0 14.0 MUNICIPAL COURT Staff Increase: Delay Reduction & Fair Justice $ Part-Time/Pro-Tem Judge Facility Signage Court - Customer Service Workstation Remodel Total Municipal Court $ 76,100 76,100 $ 76,100 31,800 15,800 11,400 135,100 $ 152,200 31,800 15,800 11,400 211,200 1.0 1.0 DEVELOPMENT SERVICES iPADS for Planning & Zoning Commission $ Planning & Zoning Commission Training New Position Building Safety Bike and Pedestrian Project Study Contract Building Safety Plan Review 2018 Building Code Adoption Contract Plan Review Services for Planning & Zoning Total Development Services $ 3,400 2,500 5,900 $ 4,900 350,000 80,000 50,000 22,000 20,000 526,900 $ 8,300 2,500 350,000 80,000 50,000 22,000 20,000 532,800 - CITY CLERK Replace Agenda Management Software CITY MANAGER Performance Management Program Redesign City Website (Goodyearaz.gov) HUMAN RESOURCES Executive Coaching $ Total Human Resources $ POLICE $ Police Officer - SRO Assignment New World Systems Software Upgrade Police Facilities Security Upgrade Part-Time Staff for Police Operations Part-Time Staff - Internal Affairs Investigator Police Officers - Narcotics Assignments Arizona Humane Society Contract - Animal Cruelty Total Police $ FIRE 257 $ $ $ $ $ $ $ $ CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 11 LISTING OF SUPPLEMENTALS DEPT SUPPLEMENTAL NAME ONGOING ONE-TIME ENGINEERING Engineering Technology Improvements $ Construction Inspector I & II, and One Temp Insp Consultant - Engineering Plan Review Services Project Dox Upgrade Total Engineering $ 13,100 13,100 $ PARKS AND RECREATION Recreation Supervisor (1) $ Special Events Coordinator (1) & New Events (2) New Right of Way Utilities, Weed Control & Landscape Weed Control Increase in Parks Pool Maintenance Service Right of Way City Monument Sign Maintenance Public Art Maintenance and One-time Ziz Maintenance Landscape Materials Increase Part-Time Park Ranger Program City Owned Vacant Property Clean Up Foothills Community Park Dug-Out Repairs Storm Damage and Erosion Repairs Total Parks & Recreation $ 127,400 113,700 140,000 42,000 15,000 14,000 5,000 457,100 $ PUBLIC WORKS Improvement of Facilities Services - Facilities $ Storm water Inspector - Program Management Bi-Annual Generator Maintenance - Facilities Bay Door & Gate Preventative Maintenance Program Facilities Contract Coordinator - Facilities New Electric Vehicle Charging Station at City Hall Total Public Works $ TOTAL GENERAL FUND $ 315,200 102,800 17,000 9,500 600 445,100 3,138,400 $ BALLPARK Ballpark Fertility and Agronomic Program $ Ballpark Field Conditioner (Dust Control) Air2G2 - Soil Aerator Ballpark and Development Complex Concrete Repairs Goodyear Ballpark Mascot Goodyear Ballpark 10 Year Celebration Total Ballpark $ 11,000 10,000 21,000 $ Engineering - Highway User Revenue Fund (HURF) Intelligent Transportation Systems Analyst $ Weed Abatement for Unimproved Rights of Way Fiber Optic Conduit Calistoga Drive Pedestrian Crossing Contract Barricade Services - Pilot Program Total Engineering - HURF $ 112,700 50,000 162,700 $ POLICE - IMPOUND FUND Automated License Plate Reader System $ Total Police - Impound Fund $ ENGINEERING - ARIZONA LOTTERY FUND Zoom Service - Sundays & Holidays $ Total Arizona Lottery Fund $ TOTAL SPECIAL REVENUE FUND $ 258 $ $ $ $ $ TOTAL 16,400 303,200 250,000 59,300 628,900 $ 41,100 140,000 30,000 88,000 82,200 50,000 25,000 25,000 481,300 $ 104,100 38,500 55,000 10,000 126,400 34,000 368,000 4,298,600 $ 45,000 40,000 30,000 20,000 135,000 POSITIONS 29,500 303,200 250,000 59,300 642,000 - 168,500 253,700 140,000 42,000 15,000 14,000 35,000 88,000 82,200 50,000 25,000 25,000 938,400 1.0 1.0 2.0 419,300 141,300 72,000 19,500 126,400 34,600 $ 813,100 $ 7,437,000 3.0 1.0 4.0 25.0 $ $ $ $ 11,000 10,000 45,000 40,000 30,000 20,000 156,000 - 1.0 1.0 $ $ 138,600 67,300 30,000 25,000 260,900 $ 251,300 50,000 67,300 30,000 25,000 423,600 2,000 2,000 $ $ 33,000 33,000 $ $ 35,000 35,000 - 36,600 36,600 222,300 $ $ $ 428,900 $ $ $ 36,600 36,600 651,200 1.0 CITY OF GOODYEAR FY2019 ANNUAL BUDGET SCHEDULE 11 LISTING OF SUPPLEMENTALS DEPT SUPPLEMENTAL NAME PUBLIC WORKS - SANITATION Bulk Sanitation Crew ONE-TIME ONGOING TOTAL POSITIONS $ Total Public Works - Sanitation $ 91,500 91,500 $ $ 331,400 331,400 $ $ 422,900 422,900 2.0 2.0 PUBLIC WORKS - WATER Site 12 Operations and Maintenance Costs $ Bulk Water Purchases Utility Technician I - Water Production SCADA Microwave Radios/Hubs Installation Total Public Works - Water $ 368,400 100,000 77,800 546,200 $ 38,700 38,700 140,000 217,400 $ 407,100 100,000 116,500 140,000 763,600 1.0 1.0 2.0 PUBLIC WORKS - WASTEWATER Goodyear and Rainbow Valley WRF Electricity Increase Water Reclamation Utility Tech I Media for Odor Scrubbers Pretreatment Program Consultant Assistance - Program Total Public Works - Wastewater TOTAL ENTERPRISE FUND TOTAL ALL FUNDS 260,000 70,900 60,000 390,900 1,028,600 4,389,300 $ 75,000 75,000 623,800 5,351,300 $ 260,000 70,900 60,000 75,000 $ 465,900 $ 1,652,400 $ 9,740,600 1.0 1.0 5.0 31.0 259 $ $ $ $ $ $ $ $ $ STATE SCHEDULES CITY OF GOODYEAR Summary Schedule of Estimated Revenues and Expenditures/Expenses Schedule A-Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2019 S c h Fiscal Year FUNDS Special Revenue Capital Projects Fund Fund Debt Service Fund General Fund Permanent Fund Enterprise Internal Funds Available Service Funds Total All Funds 2018 Adopted/Adjusted Budgeted Expenditures/Expenses* E 135,812,900 21,051,600 8,567,800 106,224,700 0 45,898,400 2,287,000 319,842,400 2018 Actual Expenditures/Expenses** E 101,831,800 19,865,500 8,529,900 25,380,200 0 39,003,800 2,174,900 196,786,100 57,979,900 4,457,100 747,100 70,282,300 2019 Fund Balance/Net Position at July 1*** 22,976,600 156,443,000 2019 Primary Property Tax Levy B 9,072,814 9,072,814 2019 Secondary Property Tax Levy B 2019 Estimated Revenues Other than Property Taxes C 91,603,000 10,262,700 3,534,700 108,256,300 0 44,726,900 0 258,383,600 2019 Other Financing Sources D 0 0 0 69,626,600 0 0 0 69,626,600 2019 Other Financing (Uses) D 0 0 0 0 0 0 0 0 2019 Interfund Transfers In D 10,350,000 16,793,300 0 0 0 0 0 27,143,300 2019 Interfund Transfers (Out) D 23,443,300 0 0 0 0 3,700,000 0 27,143,300 5,129,038 5,129,038 2019 Reduction for Amounts Not Available: LESS: Amounts for Future Debt Retirement: 0 0 0 0 2019 Total Financial Resources Available 2019 Budgeted Expenditures/Expenses E 145,562,414 31,513,100 9,410,838 248,165,200 0 64,003,500 0 498,655,052 138,085,500 27,849,800 9,307,200 223,870,000 0 48,238,100 0 447,350,600 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 2018 2019 $ 319,842,400 $ 447,350,600 319,842,400 447,350,600 57,349,700 $ 319,842,400 $ 390,000,900 $ 381,574,459 $ 404,532,205 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. * ** *** 260 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 CITY OF GOODYEAR Tax Levy and Tax Rate Information Fiscal Year 2019 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2. Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18) $ 3. Property tax levy amounts A. Primary property taxes B. Secondary property taxes C. Total property tax levy amounts $ $ 4. Property taxes collected* A. Primary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total primary property taxes B. Secondary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total secondary property taxes C. Total property taxes collected 2019 2018 $ 8,655,906 $ 9,072,814 8,655,906 4,581,780 13,237,686 $ 9,072,814 5,129,038 14,201,852 $ 8,655,906 50,000 8,705,906 $ 4,581,780 $ $ 4,581,780 13,287,686 $ 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate 1.1344 1.1084 (2) Secondary property tax rate 0.6005 0.6266 (3) Total city/town tax rate 1.7350 1.7349 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the city/town was operating 0 special assessment districts for which secondary property taxes are levied. For information pertaining to these special assessment districts and their tax rates, please contact the city/town. * 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. Schedule B-Tax Levy and Tax Rate Information SCHEDULE B 261 CITY OF GOODYEAR Revenues Schedule C-Revenues Other Than PropertyOther TaxesThan Property Taxes Fiscal Year 2019 ESTIMATED REVENUES 2018 SOURCE OF REVENUES ACTUAL REVENUES* 2018 ESTIMATED REVENUES 2019 GENERAL FUND Local taxes Sales Construction Franchise $ Licenses and permits License and Registration 45,818,600 4,200,000 2,944,600 $ 43,710,900 7,714,300 3,061,300 $ 45,938,200 7,740,000 3,183,900 314,500 215,300 218,800 Intergovernmental Urban Revenue Sharing (Income Tax) Auto Lieu (VLT) State Shared Sales Tax 9,568,100 3,219,600 7,245,700 9,568,100 3,267,900 7,535,500 9,568,100 3,398,600 7,836,900 Charges for services General Government Rentals Parks, Recreation, and Aquatics Development Related 1,421,800 401,800 395,000 6,506,800 1,432,700 403,600 395,000 8,000,000 1,450,700 404,800 402,600 7,000,000 739,700 820,200 836,700 500,000 974,700 500,000 4,123,900 600,000 3,023,700 Fines and forfeits Fines Interest on investments In-lieu property taxes Contributions Voluntary contributions Miscellaneous Development Agreement Proceeds Miscellaneous Revenue Total General Fund $ 84,250,900 $ 90,748,700 $ 91,603,000 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. SCHEDULE C 262 CITY OF GOODYEAR Revenues Other Than Property Taxes Fiscal Year 2019 ESTIMATED REVENUES 2018 SOURCE OF REVENUES ACTUAL REVENUES* 2018 ESTIMATED REVENUES 2019 SPECIAL REVENUE FUNDS Ballpark HURF Impound Fund Arizona Lottery Funds Park & Ride Marquee Fund Court Enhancement Fund JCEF Fill the Gap Officer Safety Equipment Grants $ $ $ 3,234,300 5,131,400 140,000 195,000 8,700,700 $ 100,500 42,000 13,000 7,500 163,000 $ $ $ $ 3,512,300 5,209,200 140,000 213,700 9,075,200 $ $ $ 3,925,600 5,375,000 140,000 195,000 9,635,600 $ 100,500 42,000 13,000 7,500 163,000 $ 100,500 42,000 13,000 7,500 163,000 13,000 $ 15,000 $ 13,000 $ 13,000 $ 15,000 $ 13,000 $ 902,000 $ 836,100 $ 451,100 $ 902,000 $ 836,100 $ 451,100 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Total Special Revenue Funds $ 9,778,700 $ 10,089,300 $ 10,262,700 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. SCHEDULE C 263 CITY OF GOODYEAR Revenues Other Than Property Taxes Fiscal Year 2019 ESTIMATED REVENUES 2018 SOURCE OF REVENUES ACTUAL REVENUES* 2018 ESTIMATED REVENUES 2019 DEBT SERVICE FUNDS McDowell Improvement District $ 3,534,200 $ 3,535,600 $ 3,534,700 $ 3,534,200 $ 3,535,600 $ 3,534,700 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Total Debt Service Funds $ 3,534,200 $ 15,000,000 5,870,000 7,435,400 11,493,800 39,799,200 $ 3,535,600 $ 3,534,700 $ 15,000,000 $ 8,450,400 15,033,600 23,484,000 $ 14,377,800 46,878,500 76,256,300 CAPITAL PROJECTS FUNDS Potential Improvement District CIP Development Contributions Non-Utility Impact Fees Utility Impact Fees $ Developer Reimbursement $ $ 46,300 $ 32,000,000 $ $ 46,300 $ 32,000,000 $ $ $ $ $ $ $ $ $ $ $ $ $ Total Capital Projects Funds $ 39,799,200 $ 23,530,300 $ 108,256,300 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. SCHEDULE C 264 CITY OF GOODYEAR Revenues Other Than Property Taxes Fiscal Year 2019 ESTIMATED REVENUES 2018 SOURCE OF REVENUES ACTUAL REVENUES* 2018 ESTIMATED REVENUES 2019 PERMANENT FUNDS $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Total Permanent Funds $ $ $ ENTERPRISE FUNDS Water Wastewater Sanitation $ 19,073,400 15,140,900 7,693,000 $ 19,617,400 15,253,500 7,860,400 $ 20,804,700 15,818,300 8,103,900 $ 41,907,300 $ 42,731,300 $ 44,726,900 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Total Enterprise Funds $ $ 41,907,300 $ $ 42,731,300 $ 44,726,900 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. SCHEDULE C 265 CITY OF GOODYEAR Revenues Other Than Property Taxes Fiscal Year 2019 ESTIMATED REVENUES 2018 SOURCE OF REVENUES ACTUAL REVENUES* 2018 ESTIMATED REVENUES 2019 INTERNAL SERVICE FUNDS Fleet $ 2,287,000 $ 2,174,900 $ $ 2,287,000 $ 2,174,900 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Total Internal Service Funds $ 2,287,000 $ 2,174,900 $ TOTAL ALL FUNDS $ 181,557,300 $ 172,810,100 $ 258,383,600 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. SCHEDULE C 266 Schedule D-Other Financing Sources/ and Interfund Transfers CITY OF GOODYEAR Other Financing Sources/ and Interfund Transfers Fiscal Year 2019 OTHER FINANCING 2019 SOURCES FUND GENERAL FUND Ballpark $ Water Wastewater Sanitation Reserve Accounts HURF Total General Fund $ $ INTERFUND TRANSFERS 2019 IN $ 1,150,000 1,650,000 900,000 6,650,000 $ 13,556,900 6,650,000 3,236,400 23,443,300 $ $ 10,350,000 $ $ $ $ 13,556,900 3,236,400 $ Total Special Revenue Funds $ $ $ 16,793,300 $ $ $ $ $ Total Debt Service Funds $ $ $ $ SPECIAL REVENUE FUNDS Ballpark HURF DEBT SERVICE FUNDS CAPITAL PROJECTS FUNDS General Obligation Bonds Water Bonds Wastewater Bonds $ 6,500,000 55,626,600 7,500,000 $ $ $ Total Capital Projects Funds $ 69,626,600 $ $ $ $ $ $ $ Total Permanent Funds $ $ $ $ $ $ $ $ 1,150,000 1,650,000 900,000 Total Enterprise Funds $ $ $ $ 3,700,000 $ $ $ $ SCHEDULE D $ $ PERMANENT FUNDS ENTERPRISE FUNDS Water Wastewater Sanitation INTERNAL SERVICE FUNDS $ Total Internal Service Funds $ TOTAL ALL FUNDS $ 69,626,600 $ $ 27,143,300 $ 27,143,300 267 CITY OF GOODYEAR Schedule E-Expenditures/Expenses by Fund Expenditures/Expenses by Fund Fiscal Year 2019 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2018 FUND/DEPARTMENT GENERAL FUND EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2018 ACTUAL EXPENDITURES/ EXPENSES* 2018 $ (740,500) $ 16,415,000 40,929,600 7,612,100 3,107,200 6,993,500 1,427,700 11,513,000 6,407,400 1,693,600 818,600 50,000 2,212,200 723,100 1,928,800 101,831,800 $ 138,085,500 66,200 $ 150,000 (99,300) 12,432,400 784,800 5,567,700 181,900 161,200 46,200 60,000 $ 16,467,300 2,200,000 8,611,400 194,700 238,100 46,200 19,865,500 $ 27,849,800 $ 4,994,700 3,535,200 $ 5,771,500 3,535,700 $ 8,529,900 $ 9,307,200 1,181,600 $ (6,846,500) (4,746,300) (1,083,300) (34,100) 491,600 5,293,300 4,411,900 (134,000) 3,192,000 $ 28,190,500 15,000,000 231,200 $ 158,200 (152,500) 67,900 (51,900) 17,422,400 43,860,500 8,339,000 3,258,600 7,573,100 1,431,400 20,252,900 24,468,100 3,131,900 819,000 1,077,500 2,221,000 744,000 1,954,000 $ 136,553,400 $ 12,625,300 589,900 5,567,700 182,400 174,200 100,200 60,000 9,000 991,000 $ 20,299,700 $ 751,900 $ $ 4,501,800 3,535,200 $ 500,000 30,800 Total Debt Service Funds $ 8,037,000 $ 530,800 12,907,500 15,000,000 4,746,300 10,500,000 3,887,200 40,013,900 4,200,100 16,435,500 $ General Government Public Safety Development Services Public Works Parks & Recreation Debt Service Capital Projects Contingency/Non-Departmental Fleet Reserve Technology Replacement Reserve Risk Reserve Parks Asset Management Reserve Fire Asset Management Reserve Traffic Signals $ Total General Fund $ SPECIAL REVENUE FUNDS Ballpark Operating Ballpark Capital Replacement Fund HURF Impound Fund Arizona Lottery Fund (ALF) Court Enhancement Fund JCEF Fill the Gap Officer Safety Equipment Grants $ Total Special Revenue Funds $ DEBT SERVICE FUNDS Secondary Property Tax McDowell Improvement District CAPITAL PROJECTS FUNDS General Obligaton Bonds $ CIP Potential Improvement District Developer Contributions Ballpark PIC 2017 Water Developer Reimbursement Water Bonds Wastewater Bonds Non-Utility Impact Fees Utility Impact Fees Total Capital Projects Funds $ BUDGETED EXPENDITURES/ EXPENSES 2019 (732,700) (260,700) 153,700 481,300 631,300 9,416,700 1,427,900 2,567,300 639,300 8,137,000 $ (1,465,800) $ $ $ $ $ Total Permanent Funds $ $ $ $ 18,366,200 19,897,400 6,711,200 $ 44,974,800 $ 469,300 $ 467,300 (13,000) $ 2,287,000 Total Internal Service Funds $ TOTAL ALL FUNDS $ 2,287,000 319,842,400 PERMANENT FUNDS ENTERPRISE FUNDS Water Wastewater Sanitation $ Total Enterprise Funds $ INTERNAL SERVICE FUNDS Fleet** 107,690,500 25,380,200 $ $ $ 16,411,900 16,045,200 6,546,700 39,003,800 $ $ $ 2,174,900 $ $ $ $ $ 2,174,900 196,786,100 $ $ 923,600 18,231,800 50,816,700 8,161,300 3,888,200 8,638,900 1,415,200 17,168,800 20,131,200 4,704,600 1,124,000 883,700 2,202,300 706,200 12,600 92,100 34,459,300 59,496,100 5,300,000.00 23,967,400 57,456,700 223,870,000 23,245,200 17,611,900 7,381,000 48,238,100 447,350,600 * 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. ** Fleet Internal Service Fund to close out in FY18. 268 SCHEDULE E Schedule F-Expenditures/Expenses by Department CITY OF GOODYEAR Expenditures/Expenses by Department Fiscal Year 2019 DEPARTMENT/FUND MAYOR AND COUNCIL General Fund ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2018 BUDGETED EXPENDITURES/ EXPENSES 2019 $ $ 329,700 329,700 $ $ - $ $ 306,600 306,600 $ $ 338,700 338,700 TOTAL CITY CLERK $ $ 739,500 739,500 $ $ - $ $ 687,600 687,600 $ $ 980,700 980,700 $ $ $ $ 4,533,900 50,000 4,583,900 $ $ 89,500 89,500 $ 4,940,000 883,700 5,823,700 - $ $ 1,473,100 1,473,100 $ $ 1,714,500 1,714,500 (3,836,600) 4,946,100 1,109,500 $ 3,718,600 213,100 3,931,700 $ 4,032,200 9,025,500 16,640,400 12,532,100 108,500 42,338,700 $ $ $ 4,204,500 818,600 2,079,100 44,100 56,800 99,700 7,302,800 $ 5,041,400 1,124,000 2,459,300 61,200 63,700 8,749,600 CITY MANAGER General Fund General Fund - Risk Reserve TOTAL CITY MANAGER $ 4,786,500 1,077,500 5,864,000 TOTAL LEGAL SERVICES $ $ 1,584,200 1,584,200 $ $ $ 3,999,200 3,836,600 873,900 8,709,700 $ $ $ 4,378,500 819,000 56,800 100,200 5,354,500 $ 143,300 2,079,100 44,100 (500) 2,266,000 $ $ 2,172,700 2,172,700 $ $ 51,000 51,000 $ $ 2,223,700 2,223,700 $ $ 1,709,500 1,709,500 $ 6,668,100 17,800,000 1,431,400 4,501,800 3,535,200 5,803,300 301,500 5,172,700 7,701,700 15,000,000 67,915,700 $ $ $ 5,957,900 1,427,700 4,994,700 3,535,200 6,213,400 5,668,900 7,974,400 35,772,200 $ $ (260,700) 1,673,200 500,000 30,756 450,000 960,900 66,200 (6,846,496) (3,426,140) 5,545,000 14,586,200 1,415,200 5,771,500 3,535,700 8,233,500 301,500 5,073,200 10,171,700 15,000,000 69,633,500 22,975,600 2,113,400 182,400 25,271,400 $ 53,100 $ $ 345,200 398,300 $ $ 21,435,300 2,113,400 181,900 375,600 24,106,200 FINANCE General Fund General Fund - Capital Projects General Obligation Bonds Capital Projects Loan Reserve Impact Fees - Various TOTAL FINANCE INFORMATION TECHNOLOGY General Fund General Fund - Technology Asset Management Reserve General Fund - Capital Projects Impact Fees - General Government Enterprise Fund - Water Enterprise Fund - Wastewater TOTAL INFORMATION TECHNOLOGY HUMAN RESOURCES General Fund ACTUAL EXPENDITURES/ EXPENSES* 2018 TOTAL MAYOR AND COUNCIL CITY CLERK General Fund LEGAL SERVICES General Fund EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2018 TOTAL HUMAN RESOURCES NON-DEPARTMENTAL General Fund General Fund - Contingency General Fund - Debt Service General Fund - Loan Reserve Secondary Property Tax - Debt Service McDowell Improvement District - Debt Service Enterprise Fund - Wastewater Developer Reimbursement Enterprise Fund - Water Debt Service Enterprice Fund - Water Contingency Enterprise Fund - Wastewater Debt Service Ballpark - Debt Service CIP Potential Improvement District TOTAL NON-DEPARTMENTAL POLICE General Fund General Fund - Police Asset Management Reserve General Obligations Bond Impound Fund Grants TOTAL POLICE $ $ $ $ $ SCHEDULE F 269 $ $ $ $ $ 25,594,300 153,000 194,700 74,000 26,016,000 CITY OF GOODYEAR Expenditures/Expenses by Department Fiscal Year 2019 DEPARTMENT/FUND FIRE General Fund General Fund - Fire Asset Management Reserve General Fund - Capital Projects Capital - Development Contribution General Obligation Bonds Impact Fees Grants TOTAL FIRE MUNICIPAL COURT General Fund General Fund - Capital Projects Court Enhancement Judicial Collection Enhancement Fund (JCEF) Fill The Gap TOTAL MUNICIPAL COURT ECONOMIC DEVELOPMENT General Fund TOTAL ECONOMIC DEVELOPMENT DEVELOPMENT SERVICES General Fund General Fund - Capital Projects TOTAL DEVELOPMENT SERVICES ENGINEERING General Fund General Fund - Traffic Signals Asset Management Reserve Highway User Revenue Fund (HURF) Highway User Revenue Fund (HURF) - Capital Projects Arizona Lottery Fund (ALF) General Fund - Capital Projects Impact Fees - Various TOTAL ENGINEERING PARKS & RECREATION General Fund General Fund - Parks Asset Management Reserve General Fund - Capital Projects General Obligation Bonds - Community Aquatic Facility Capital - Developer Contribution Impact fees - Various Ballpark Ballpark - Capital Projects Ballpark - Capital Replacement TOTAL PARKS & RECREATION ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2018 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2018 ACTUAL EXPENDITURES/ EXPENSES* 2018 BUDGETED EXPENDITURES/ EXPENSES 2019 $ 19,189,000 744,000 571,600 4,650,000 4,817,500 89,000 30,061,100 $ $ 17,962,700 723,100 601,800 255,700 19,543,300 $ $ $ $ 1,126,400 100,200 60,000 9,000 1,295,600 $ 1,399,400 30,000 46,200 1,475,600 $ $ 1,136,200 1,136,200 $ $ 1,168,400 1,168,400 $ 3,085,000 24,800 3,109,800 $ 3,432,100 17,600 3,449,700 $ $ $ $ 4,117,800 1,954,000 5,567,700 174,200 11,339,400 1,971,700 26,026,800 $ 7,573,100 2,221,000 2,160,100 590,000 96,300 1,532,000 4,443,600 10,980,000 589,900 30,186,000 SCHEDULE F 270 $ 105,100 400,000 1,181,600 136,140 1,822,840 $ $ $ - $ 1,047,400 46,200 60,000 1,153,600 $ $ 52,400 52,400 $ $ 1,105,200 1,105,200 $ (4,200) (4,200) $ 2,868,600 20,600 2,889,200 $ $ (204,900) (99,300) 153,700 (667,500) (981,500) (1,799,500) $ (51,900) 88,300 (96,300) (1,083,300) 150,000 (993,200) $ $ 3,638,400 1,928,800 5,567,700 161,200 5,358,700 213,100 16,867,900 $ 6,993,500 2,212,200 1,248,400 590,000 213,100 3,978,000 9,896,700 784,800 25,916,700 $ $ 21,730,900 706,200 234,200 6,431,000 7,098,700 18,100 36,219,100 $ 3,560,800 12,600 8,144,100 467,300 238,100 6,212,700 2,455,500 21,091,100 $ 8,638,900 2,202,300 575,400 573,300 1,949,600 4,885,600 1,410,000 2,200,000 22,435,100 CITY OF GOODYEAR Expenditures/Expenses by Department Fiscal Year 2019 DEPARTMENT/FUND PUBLIC WORKS General Fund General Fund - Fleet Asset Management Reserve General Fund - Capital Projects Internal Service Fund - Fleet General Obligation Bonds Enterprise Fund - Water Developer Reimbursement Enterprise Fund - Water Bonds Enterprise Fund - Water Utility Impact Fees Enterprise Fund - Wastewater Utility Impact Fees Enterprise Fund - Wastewater Bond Enterprise Fund - Water Enterprise Fund - Water Capital Projects Enterprise Fund - Wastewater Enterprise Fund - Wastewater Capital Projects Enterprise Fund - Sanitation TOTAL PUBLIC WORKS TOTAL ALL FUNDS ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2018 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2018 ACTUAL EXPENDITURES/ EXPENSES* 2018 BUDGETED EXPENDITURES/ EXPENSES 2019 $ $ $ $ $ 3,107,200 1,693,600 91,000 2,174,900 2,602,000 1,427,900 2,567,300 3,352,700 4,784,300 7,521,000 2,677,500 5,703,900 4,672,400 6,546,700 48,922,400 $ 3,888,200 4,704,600 81,000 4,392,800 34,459,300 59,496,100 48,401,800 8,977,900 5,300,000 8,126,500 6,522,500 5,672,900 6,802,100 7,381,000 204,206,700 $ 196,786,100 $ 447,350,600 3,258,600 3,131,900 207,000 2,287,000 7,500,000 3,887,200 40,013,900 7,187,200 9,070,800 $ 7,479,300 4,706,800 5,674,300 8,970,300 6,711,200 110,085,500 $ $ 319,842,400 $ SCHEDULE F 271 67,900 (116,000) (34,100) 491,600 (3,834,500) (1,907,200) 5,293,300 507,100 (19,300) 517,900 (520,200) (13,000) 433,500 - CITY OF GOODYEAR Full-Time Employees and Personnel Compensation Schedule G-Full-Time Employees and Personnel Compensation Fiscal Year 2019 FUND GENERAL FUND SPECIAL REVENUE FUNDS Ballpark Impound Fund HURF Grants Court Enhancement Total Special Revenue Funds Healthcare Costs 2019 $ 43,363,100 $ 10,725,000 $ 9,361,300 $ 1,313,000 $ 64,762,400 43.5 1.0 18.0 $ $ 321,700 10,400 232,900 $ 446,600 18,100 329,700 $ 27,100 900 77,300 $ 62.5 $ 1,939,900 75,300 1,346,800 46,400 40,000 3,448,400 $ 565,000 $ 794,400 $ 105,300 $ 2,735,300 104,700 1,986,700 46,400 40,000 4,913,100 Total Debt Service Funds CAPITAL PROJECTS FUNDS Total Capital Projects Funds PERMANENT FUNDS Total Permanent Funds 32.0 21.0 9.0 62.0 INTERNAL SERVICE FUND Total Internal Service Fund TOTAL ALL FUNDS Retirement Costs 2019 Total Estimated Personnel Compensation 2019 Other Benefit Costs 2019 519.5 DEBT SERVICE FUNDS ENTERPRISE FUNDS Water Wastewater Sanitation Total Enterprise Funds Employee Salaries and Hourly Costs 2019 Full-Time Equivalent (FTE) 2019 644.0 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 2,291,100 1,573,300 585,600 4,450,000 $ $ 412,200 279,500 104,300 796,000 $ $ 553,000 395,400 174,000 1,122,400 $ $ 48,100 25,000 20,700 93,800 $ $ $ $ $ $ $ $ $ $ $ $ $ 51,261,500 $ 12,086,000 SCHEDULE G 272 $ 11,278,100 $ 1,512,100 $ 3,304,400 2,273,200 884,600 6,462,200 76,137,700 City of Goodyear Annual Budget / Fiscal Year 2018-2019 RESOLUTION 273 Resolution Resolution Annual Budget / Fiscal Year 2018-2019 274 City of Goodyear City of Goodyear Annual Budget / Fiscal Year 2018-2019 ORDINANCE 275 Ordinance Ordinance Annual Budget / Fiscal Year 2018-2019 276 City of Goodyear City of Goodyear Annual Budget / Fiscal Year 2018-2019 Glossary GLOSSARY The City of Goodyear’s Annual Budget is structured to be understandable and meaningful to both the general public and the organization. This glossary is provided to assist those unfamiliar with budgeting terms and a few terms specific to the City of Goodyear financial planning process. ACCRUAL BASIS OF ACCOUNTING A method of accounting whereby revenues and expenses are recognized and recorded when revenue is earned and the expense is incurred, regardless of when the cash is actually received or the expense is paid. ACTUAL Represents the actual costs of operations. ADOPTED BUDGET Formal action made by the City Council that set the spending limits for the fiscal year. ALTERNATIVE LOCAL EXPENDITURE LIMITATION Under the state-imposed expenditure limitation, a City may only spend a certain amount of funds regardless of the City’s revenue, as its budget is limited by the state-imposed ceiling. If the funding needs of the City are greater than the State imposed expenditure limit, the following options are available. All four options are subject to voter approval: 1. Local home rule (alternative expenditure) limitation 2. Permanent base adjustment 3. Capital projects accumulation fund 4. One-time override APPROPRIATION An authorization made by the City Council which permits the City to incur obligations and to make expenditures of resources from a specific fund for a specific purpose. ASSESSED VALUATION A valuation established upon real estate or other property by the County Assessor and the State as a basis for levying taxes. BALANCED BUDGET An annual budget in which expenditures do not exceed available resources. BASE BUDGET Ongoing funding to keep a department functioning, which is derived from the previous year’s spending and adjustments. It is not designed to fund special projects. BEGINNING BALANCE The residual funds brought forward from the previous fiscal year. 277 Glossary Annual Budget / Fiscal Year 2018-2019 City of Goodyear BOND A long-term debt or promise to pay. It is a promise to repay a specified sum of money, called the face value or principal amount, at a specified date in the future, along with periodic interest at a specific rate. Bonds are primarily used to finance capital projects. BOND RATING The measure of the quality and safety of a bond. It indicates the likelihood that a debt issuer will meet scheduled repayments and dictates the interest paid. BUDGET CATEGORY A grouping of related types of expenditures, such as Personnel Services, Contractual Services, Commodities, and Capital Outlay. Adherence to budget limits for each category or control area is required. BUDGETING PROCESS Steps by which governments create and approve a budget. BUILDING PERMIT A document authorizing the holder to construct a building of a particular kind on a particular lot issued by the municipality. CAPITAL BUDGET The appropriation of bonds or operating revenue for improvements to city facilities, including buildings, streets, water & sewer lines, and parks. CAPITAL FUND A fund used to accumulate the revenues and expenditures for the acquisition or repair and replacement of the capital assets in a municipality. In general, capital assets refer to buildings, equipment, infrastructure, arenas, trucks, graders, roads, water/sewer systems and the like. CAPITAL OUTLAY Money spent to purchase fixed assets which have a value of $5,000 or more and have a useful economic life of more than one year. CIP (CAPITAL IMPROVEMENT PLAN OR PROGRAM) A long-range study or plan of financial wants, needs, expected revenues and policy intentions. CIP is defined capital expenditures/projects, in general, as the purchase or construction of long-lived, high-cost, tangible assets. “Long-lived” implies a useful life in excess of one year. “High-cost” means that the project costs are substantial. “Tangible” assets exclude contractual services except those that are necessary for putting a tangible asset into service. CARRYOVER An unencumbered balance that can be carried forward to the following year to cover any onetime expense. COMMODITIES Raw materials or products that can be bought and sold. 278 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Glossary CFD (COMMUNITY FACILITIES DISTRICTS) CFDs are special purpose public improvement districts. By utilizing a variety of public funding options such as bonds, special assessments, taxes and user fees, CFDs provide a mechanism to finance public infrastructure, the operation and maintenance of public infrastructure, and enhanced municipal services in qualifying areas. COMPREHENSIVE ANNUAL REPORT (CAFR) The audited financial statements prepared in accordance with U.S. Generally Accepted Accounting Principles (GAAP). CONTINGENCY FUND A budgetary reserve set aside for emergency or unanticipated expenses and/or revenue shortfalls. The City Council must approve all contingency expenditures. CONTRACTUAL SERVICES Services such as rentals, insurance, maintenance, etc. that are purchased by the city. DEBT SERVICE The cost of paying principal and interest on borrowed funds according to a predetermined payment schedule. DEBT SERVICE FUND A fund established for the cash required over a given period for the repayment of interest and principal on a debt. DEPARTMENT The basic organizational unit of government which is functionally unique in its delivery of services. DEPRECIATION Decline in the value of a capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. DEVELOPMENT-IMPACT FEES Fees requiring new development that are generated by building, development and growth in a community. Included are building and street permits, development review fees, zoning, platting and subdivision fees. DIVISION An organized unit within a department. EMPLOYEE BENEFITS Various types of non-wage compensations provided to employees in addition to their normal wages or salaries. ENCUMBRANCE The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a specified future expenditure. 279 Glossary Annual Budget / Fiscal Year 2018-2019 City of Goodyear ENDING BALANCE The residual funds that are available for appropriation at the end of the fiscal year. ENTERPRISE FUND A governmental accounting fund in which the services provided, such as water or sewer or sanitation, are financed and operated similarly to those of a private business. Enterprise funds are intended to be self-sufficient. The rate schedules for those services are established to ensure that user revenues are adequate to meet necessary expenditures. EXPENDITURE/EXPENSE This term refers to the outflow of funds paid for an asset obtained, or goods and services obtained. EXPENDITURE LIMITATION An amendment to the Arizona State Constitution limiting annual expenditures for all municipalities. The Arizona Economic Estimates Commission set the limit based on population growth and inflation. FEES Fees are charges for specific services. FINANCIAL POLICY Provides an agreed upon set of principles for the planning and programming of government budgets and funding to promote financial stability. FISCAL POLICY A government’s policies with respect to revenues, spending, and debt management as these relate to government services, programs and capital investment. Fiscal policy provides an agreed-upon set of principles for the planning and programming of government budgets and their funding. FORECAST A prediction of a future outcome based on known and unknown factors. FY (FISCAL YEAR) A twelve-month period designated as the operating year for accounting and budgeting purposes in an organization. The City of Goodyear has specified July 1 to June 30 as its fiscal year. FUND A set of interrelated accounts to record revenues and expenditures associated with a specific purpose. Commonly used fund types in public accounting are the general fund, special revenue funds, debt service funds, capital project funds, trust and agency funds, enterprise funds, and internal service funds. FUND BALANCE Fund balance is the excess of assets over liabilities and reserves remaining at year end. FUND SUMMARY A fund summary, as reflected in the budget document, is a combined statement of revenues, expenditures, and changes in fund balance for the prior year’s actual, adopted, and estimated budgets, and the current years adopted budgets. 280 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Glossary FULL-TIME EQUIVALENT (FTE) A part-time position converted to the decimal equivalent of a full-time position based on 2,080 hours per year. GAAP (GENERALLY ACCEPTED ACCOUNTING PRINCIPLES) A framework of accounting standards, rules, and procedures publicized by the Governmental Accounting Standards Board defining acceptable accounting practices. GASB is the official standard setting agency for state and local governments. GENERAL FUND The largest fund within the City, the General Fund accounts for most of the financial resources of the government that are not accounted for in other funds. General fund revenues include primary property taxes, licenses and permits, local taxes, and service charges. General fund services include police, fire, finance, information systems, administration, courts, attorneys, and parks and recreation. GENERAL OBLIGATION BONDS (GO BONDS) Bonds that finance a variety of public projects and repayment is usually made from secondary property tax revenues. GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA) BUDGET PRESENTATION AWARD The GFOA Budget Presentation Awards Program is an international awards program for governmental budgeting. Its purpose is to encourage exemplary budgeting practices and to provide peer recognition for government finance officers preparing budget documents. Award criteria include coverage of four areas of interest: policy orientation, financial planning, operational focus and effective communications. GRANT A contribution by a government or other organization to support a particular function. Grants may be classified as either operational or capital, depending upon the grantee. HURF (HIGHWAY USER REVENUE FUND) This revenue source consists of state taxes collected on gasoline, vehicle licenses and a number of other additional transportation related fees. These funds must be used for street and highway purposes. IMPROVEMENT DISTRICTS Improvement districts are formed consisting of property owners desiring improvements to their property. Bonds are issued to finance these improvements, which are repaid by assessments on affected property. Improvement District debt is paid for by a compulsory levy (special assessment) made against certain properties to defray all or part of the cost of a specific capital improvement or service deemed to benefit primarily those properties. INFRASTRUCTURE Facilities on which the continuance and growth of a community depend such as roads, water lines, sewers, public buildings, parks, airports, et cetera. 281 Glossary Annual Budget / Fiscal Year 2018-2019 City of Goodyear INTER-FUND TRANSFERS Authorized exchanges of cash or other resources between funds. IN LIEU PROPERTY TAXES An amount charged to enterprise funds that equal the city property taxes that would be due on plant and equipment if these operations were for-profit companies. INTERNAL SERVICE FUND A fund used to finance and account for the operations of agencies that provide services to other agencies, institutions, or other governmental units on a cost-reimbursed basis. LONG TERM DEBT Debt with a maturity of more than one year after date of issuance. MODIFIED ACRUAL METHOD OF ACCOUNTING A method of accounting that combines accrual-basis accounting with cash-basis accounting. Revenues are recognized in the period when they become available and measurable. They are considered to be available when collectible within the current period or soon enough thereafter to pay liabilities of the current period. Expenditures are recognized in the period in which the associated liability is incurred, as under accrual accounting. However, debt services expenditures, and those related to compensated absences, claims, and judgments, are recorded only when payment is due. OPERATING BUDGET The budget for the day-to-day costs of delivering city services. OPERATING BUDGET Funds received as income to pay for ongoing operations. ORDINANCE A formal legislative enactment by the governing body of a municipality. If it is not in conflict with any higher form of law, such as a state statute or a constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. PAY-AS-YOU-GO CAPITAL IMPROVEMENT PROJECTS Capital projects whose funding source is derived from city operating revenue sources rather than restricted sources such as bonds or capital grants. PERFORMANCE MEASURE TARGET A planned or budgeted measure. It may be a monthly or annual average, an annual amount or benchmark. PERFORMANCE MEASURE TREND A projection of what the fiscal year end/outcome will be for the measure based on recent actual results and historical trends. 282 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Glossary PERFORMANCE (MEASURES) INDICATORS Performance Indicators are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organization. Whatever performance Indicators are selected, they must reflect the organization's goals, they must be key to its success and they must be quantifiable (measurable). Performance Indicators usually are long-term considerations. The definition of what they are and how they are measured do not change often. The goals for a particular performance indicator may change as the organization's goals change, or as it gets closer to achieving a goal. PRIMARY PROPERTY TAX Primary property taxes are levied for the purpose of funding general government operations. Annual increases are limited to 2% of the previous year’s maximum allowable primary property tax levy plus allowances for new construction and annexation of new property and tort litigation settlements. PROPERTY TAX Property tax is based according to value of property and is used as the source of moneys to pay general obligation debt (secondary property tax) and to support the general fund (primary property tax). PROPERTY TAX LEVY The total amount to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. PROPERTY TAX RATE The amount of tax levied for each $100 of assessed valuation on a property. PROPRIETARY FUNDS Funds that focus on the determination of operating income, changes in net assets (or cost recovery), financial position, and cash flows. There are two different types of proprietary funds: enterprise funds and internal service funds. See these two definitions under revenue funds. PUBLIC IMPROVEMENT CORPORATION (PIC BONDS) A non-profit corporation created as a financing mechanism for the purpose of financing CIP projects. PIC bonds are secured by excise tax or other undesignated General Fund revenues and can be without limitation as to interest rate or amount. RESOURCES Total amounts available for appropriation including fund balances, estimated revenues and fund transfers. RESERVE Reserve is an account which records a portion of the fund balance which must be segregated for some future use and which is, therefore, not available for further appropriation or expenditure. REVENUE Income collected by municipalities for public use. 283 Glossary Annual Budget / Fiscal Year 2018-2019 City of Goodyear SALES TAX Tax based on a percentage of the selling price of goods and services. State and local governments assess sales tax and decide what percentage to charge. The retail buyer pays the sales tax to the retailer, who passes it on to the sales tax collection agency of the government. SECONDARY PROPERTY TAX Secondary property taxes are levied for the purpose of funding the principal, interest, and redemption charges on general obligation bonds of the City. The amount of this tax is determined by the annual debt service requirements on the City’s general obligation bonds. SELF-INSURED Employer who collects premiums from employees and assumes the responsibility and financial risk of paying the employees’ and covered dependents medical claims. SHORT-TERM DEBT Any debt that is due within one year. SPECIAL ASSESSMENT A compulsory levy made against certain properties to defray all or part of the cost of a specific capital improvement or service deemed to benefit primarily those properties. SPECIAL REVENUE FUND A separate fund that accounts for receipts from revenue sources that have been allocated for specific activities and related expenditures. STAKEHOLDER Refers to anyone that can affect or be affected by the organization’s actions, objectives and policies. STATE-SHARED REVENUES Revenues including state income tax, sales tax, and motor vehicle registration fees. In accordance with longstanding agreements, these revenues are collected by the State of Arizona and distributed to cities and towns on a population-based formula. The State also allocates a portion of gas tax revenues and lottery proceeds to cities which is used to fund city road & transportation projects. SUPPLEMENTAL REQUEST A request for additional funding for personnel, equipment and related services to enhance the service level of a program. TAXES Taxes are compulsory charges levied by a government for the purpose of financing services performed for common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying such charges, such as water service. 284 City of Goodyear Annual Budget / Fiscal Year 2018-2019 Glossary TRANSACTION PRIVILEGE TAX Commonly referred to as a sales tax, however TPT is a tax on the privilege of doing business in Arizona and is not true sales tax. TRANSFERS The authorized exchanges of cash or other resources between funds, divisions, and/or capital projects. TRUST FUND A trust fund consists of resources received and held by the government unit as trustee, to be expended or invested in accordance with the conditions of the trust. USER CHARGES The payment of a fee for direct receipt of a public service by the party who benefits from the service. 285 Acronyms Annual Budget / Fiscal Year 2018-2019 ACRONYMS ADEQ AJACS ALF AMR APA A.R.S AZTEC CAD CAFR CAP CAR CAWRT CERT CFD CIP CMS COJET CMMS CON COOP CSU DIF DUI EMR EMS EPA FSIP FTE FY GAAP GASB GFOA GIS G.O. Bond GPM GRIC GWRF GWTF HURF I-10 ID IGA IIP IWMP JCEF Arizona Department of Environmental Quality Arizona Judicial Automated Case System Arizona Lottery Fund American Medical Response Arizona American Planning Association Arizona Revised Statue Arizona Training & Evaluation Center Computer Aided Dispatch Comprehensive Annual Financial Report Central Arizona Project Council Action Request Central Area Wildfire Response Team Community Emergency Response Team Community Facilities District Capital Improvement Program Court Case Management System Committee on Judicial Education Training Computerized Maintenance Management System Certificate of Necessity Continuity of Operations Community Services Unit Development Impact Fees Driving Under the Influence Estrella Mountain Ranch Emergency Medical System Environmental Protection Agency Financial System Implementation Project Full Time Employee Fiscal Year Generally Accepted Accounting Principles Government Accounting Standards Board Government Finance Officers Association Geospatial Information System General Obligation Bond Gallons per Minute Gila River Indian Community Goodyear Wastewater Reclamation Goodyear Water Treatment Facility (Surface Water Project) Highway User Revenue Fund Interstate 10 Improvement District Intergovernmental Agreement Infrastructure Improvement Plan Integrated Water Master Plan Judicial Collection Enhancement Fund 286 City of Goodyear City of Goodyear LEAD LS LTAF MAG MG MGD MLB MOU O&M PIC RID RFQ RMS RO RV ROW RWC SCADA SRO SRP TOM UPS UASI VLT W&S WIFA WRF WS WTF WW Annual Budget / Fiscal Year 2018-2019 Leadership Enrichment and Development Lift Station Local Transportation Assistance Funds Maricopa Association of Governments Million Gallons Million Gallons per Day Major League Baseball Memorandum of Understanding Operations and Maintenance Public Improvement Corporation Roosevelt Irrigation District Request for Qualifications Records Management System Reverse Osmosis Rainbow Valley Right of Way Regional Wireless Cooperation Supervisory Control and Data Acquisition School Resource Officer Salt River Project Topics on the Move Universal Power Supply Urban Areas Security Initiative Vehicle License Tax Water & Sewer Water Infrastructure Finance Authority Water Reclamation Facility Water Services Water Treatment Facility Wastewater 287 Acronyms